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Home My WebLink AboutCommUnity Joint ApplicationCommUnity Crisis Services - FY24 Joint Funding ApplicationCommunity Impact Funding FY24 - Joint Application Application Status: Submitted Application Submission Details Executive Director: Sarah Nelson I certify that the information submitted in this application is true and correct to the best of my knowledge: Yes Submission Confirmation Email Sent To: amy.miller@builtbycommunity.org Submitted By: Amy Miller on 9/15/2022 at 9:47 AM (CST) CommUnity Crisis Services FY24 Joint Funding Application General Information Agency Name CommUnity Crisis Services Executive Director Name Sarah Nelson Board President Eddie Etsey and Karen M. Shemanski Requestor Amy Miller Phone (319) 351-2726 x899 Email amy.miller@builtbycommunity.org Address 1121 S Gilbert Ct., Iowa City, IA, 52240, US Website www.builtbycommunity.org Agency Mission Statement CommUnity Crisis Services and Food Bank is a volunteer-driven organization that provides immediate and non-judgmental support for individuals facing emotional, food, or financial crisis. Number of Years in Operation 52 Year Org Established 1970 United Way Community Priorities Please indicate the United Way Priority Areas that your agency services support: 9/15/2022 11:04 AM CST © 2022 e-CImpact page 1 of 25 Income Education Health United Way Request for Funding If you are requesting funding from United Way, you are REQUIRED to include a total budget amount. United Way: Request for Funding FY24 150,000.00 Agency Total Budget 14,443,434.00 United Way: % of Total Budget 1.04 Iowa City Request for Funding If you are requesting funding from Iowa City, you are REQUIRED to include a total budget amount. To apply for Iowa City funding, Agency must Legacy Agency. Funding decisions from Iowa City will be for FY24 & FY25, Agency will receive same amount each year for two years (prorated for dollars available in second year). Iowa City: Request for Funding FY24 69,086.00 Agency Total Budget 14,443,434.00 Iowa City: % of Total Budget 0.48 Iowa City: Request for Funding for FY25 69,086.00 Coralville Request for Funding If you are requesting funding from Coralville, you are REQUIRED to include a total budget amount. Funding decisions Coralville will be for FY24 & FY25, Agency will receive same amount each year for two years (prorated for dollars available in second year). 9/15/2022 11:04 AM CST © 2022 e-CImpact page 2 of 25 Coralville: Request for Funding FY24 10,000.00 Agency Total Budget 14,443,434.00 Coralville: % of Total Budget 0.07 Coralville: Request for FY25 10,000.00 Agency Information Please complete the Salaries & Benefits chart for entire Agency (Form A), in addition to the questions below. 1. What specific need in the community is Agency addressing? (Describe the extent of the need--including current local data with source information and the major factors in the community contributing to the need.) 9/15/2022 11:04 AM CST © 2022 e-CImpact page 3 of 25 Per The Gazette, five youth under the age of 18 living in a single Iowa county died by suicide within a two- month period last year, followed by four youth suicides in January. Thoughts of suicide and planning a suicide attempt increased 53% among Iowa youth between 2012 and 2018 (The Gazette). COVID-19 has damaged the mental health and economic stability of Americans. Studies suggest that the number of people experiencing anxiety and depression tripled (SAMHSA). Intensification of common triggers for mental illness, along with lack of social interaction, missing important milestones, and disruption of daily routines, have pushed suicide attempts to all-time highs (NPR). Mobile Crisis Response (MCR) utilization in FY22 suggests that many are still struggling locally. Total dispatches in Johnson County increased 32% over the previous year. Deterioration of mental health during the pandemic encouraged several local organizations to strengthen ties with CommUnity. With a 210% increase in MCR utilization by youth in FY22, the question that we are ultimately facing is whether we can do enough to mitigate the devastating mental health impacts of the pandemic on Johnson County residents. According to Johnson County Social Services, over 8% of Johnson County residents (including over 10% of children) are food insecure. Approximately 30% of these residents cannot qualify for SNAP benefits due to their household income. Based on estimates from Feeding America and local researchers (Obermann Center), CommUnity assisted around half of those facing hunger in our county before COVID-19. With the cessation of COVID-19 food programs and the rising cost of food due to inflation and supply chain issues, Food Bank use has been steadily climbing. In FY22, we served an additional 12,000 Johnson County residents than the year prior. This upward trend is continuing into FY23—in July alone, we have served nearly 1600 more residents than July of FY22. COVID-based stimulus programs momentarily helped residents fill the gap between their income and expenses. Still, the cost of living in Johnson County is among the top three in Iowa for parents. One in seven working households in Iowa don’t earn enough to meet their daily needs (Common Good Iowa). Median housing costs are 25% higher here than in the rest of the state. As a result, 60% of families in Iowa City are considered “housing cost burdened,” meaning they spend more than 30% of their income on rent or mortgage payments. As federal stimulus ends, CommUnity is seeing dramatic increases in requests for all Financial Support services, but particularly for housing and utility assistance. During this challenging time, we are reducing barriers by offering clients more appointment times and providing larger amounts of assistance to create a greater lasting impact for each household. Unfortunately, our housing service only meets the needs of a fraction of families who reach out for help. CommUnity is typically the last resort for rental assistance; other state and local programs are prioritized because they provide greater amounts of overall assistance. However, these programs also have tighter restrictions: to receive aid from Johnson County’s General Assistance Program, applicants must be working or actively seeking employment and have a net income at or below 200% of the federal poverty level. Hundreds come to CommUnity each year because they don’t meet these requirements or because they fear giving information to government agencies. Collectively, Financial Support assisted 1998 households in FY22 with over $408,000. Without funding, many of our neighbors will fall through the cracks as there will not be enough available to keep families housed. 2. Provide a description of services that will be provided with the United Way funding requested. Specific information is required, not a general agency description. 9/15/2022 11:04 AM CST © 2022 e-CImpact page 4 of 25 Our Crisis Helpline programs support clients who are experiencing a crisis via phone, text, and chat lines. Crisis counselors are trained to help clients reach a more stable mental space, ensure their safety, and provide community resources. We have dramatically expanded our Crisis Helplines this past year. First, CommUnity partnered with the University of Iowa to operate a new student-specific crisis helpline. Second, we are continuing capacity building for the national 988 crisis number, which went live in July 2022. 988 is a tremendous step towards addressing the sizable mental health needs of Johnson County. It offers unparalleled access to an integrated crisis care system for those in need. Perhaps most importantly, 988’s geolocation feature helps make sure that calls from Iowans are answered by Iowa’s two crisis centers, including CommUnity. Although 988 is a national project, its impact will be felt locally. While data is not yet available to illustrate the full scope of mental health challenges in Iowa, The Gazette reports, “A 2021 federal survey showed nearly 20 percent of students reported they seriously considered suicide and 9 percent reported having attempted suicide in the past year. That’s in addition to the 44 percent who reported persistently feeling sad or hopeless during the past 12 months.” Aligned with Iowa’s goal of increasing access to mental health care and to further address the needs of youth mental health, Joint Funding will allow us to continue our MCR services for all ages, while expanding services to youth, especially in rural areas that face additional challenges in meeting mental health needs. MCR provides crisis de-escalation, suicide risk assessment, family mediation, and resource referral in various community settings and at GuideLink Mental Health Access Center. CommUnity’s program is unique within Johnson and Iowa counties. Other mental health organizations, such as hospitals or therapy clinics, generally require that clients go there for assistance, in addition to requiring health insurance and payment. We do not add any of these barriers to care. One of MCR’s fundamental goals is to divert clients from unnecessary visits to the emergency department, hospitalization or involvement with law enforcement, including arrest or incarceration. We achieve this through specialized training and partnerships with other community organizations. For example, we are working directly with Iowa City law enforcement to combine the benefits of both police and crisis counselor response. The 64% growth of requests for MCR services in the last year is driving us to hire additional crisis counselors. Expansion brings new stresses to the program, but we know that further increasing the availability of MCR will benefit our community. The Food Bank provides a wide variety of meats, fruits, vegetables, baked goods, and non-perishable items to Johnson County families. We distribute food through the Pantry at Pepperwood Plaza, Mobile Pantry, and free Delivery service. CommUnity prioritizes allowing families to select the foods which best meet their needs. This means having less restrictions on items, bringing in more ethnic foods, and giving those who utilize Mobile Pantry or Delivery greater choice in what comes to them. CommUnity ensures that all items remain free to clients by partnering with nonprofit food distributors, such as HACAP, Table to Table, and Field to Families. The Financial Support program helps clients with paying rent and utility bills, as well as obtaining a number of items needed to thrive in daily life. We have made several changes to our housing assistance service this year, all to reduce barriers for clients and improve effectiveness. Outside of housing costs, we provide the financial means for Johnson County residents with low incomes to acquire ID cards, birth certificates, prescriptions, work-enabling items (e.g. non-slip shoes), and other important items. 3. Provide a description of services that will be provided with the Iowa City funding requested. Specific information is required, not a general agency description. 9/15/2022 11:04 AM CST © 2022 e-CImpact page 5 of 25 The Food Bank provides a wide variety of meats, fruits, vegetables, baked goods, and non-perishable items to Johnson County families. We distribute food through the Pantry at Pepperwood Plaza, Mobile Pantry, and free Delivery service. CommUnity prioritizes allowing families to select the foods which best meet their needs. This means having less restrictions on items, bringing in more ethnic foods, and giving those who utilize Mobile Pantry or Delivery greater choice in what comes to them. CommUnity ensures that all items remain free to clients by partnering with nonprofit food distributors, such as HACAP, Table to Table, and Field to Families. 4. Provide a description of services that will be provided with the Coralville funding requested. Specific information is required, not a general agency description. The Financial Support program helps clients with paying rent and utility bills, as well as obtaining a number of items needed to thrive in daily life. We have made several changes to our housing assistance service this year, all to reduce barriers for clients and improve effectiveness. Outside of housing costs, we provide the financial means for Johnson County residents with low incomes to acquire ID cards, birth certificates, prescriptions, work-enabling items (e.g. non-slip shoes), and other important items. In the first month of FY23, we have already served nearly 40% of the total Coralville households we assisted throughout the entire FY22. In fact, we distributed over $49,000 to Coralville residents in FY22, and more than $30,600 as of July 31. With inflation and food prices soaring, more Coralville residents are struggling financially. Without funding, many of our neighbors will fall through the cracks as there will not be enough available to keep Coralville families housed. 5. Please describe how Organization and your services have been impacted by COVID- 19? Please include any plans you have in place for FY24. This is your opportunity to describe how COVID-19 has continued to impact your budget and expenses. 9/15/2022 11:04 AM CST © 2022 e-CImpact page 6 of 25 In response to COVID-19, we relocated the food pantry to a larger space in Pepperwood Plaza to increase the safety of staff, volunteers, and clients. This expansion also renewed the ability of our clients to take the foods that best fit their needs. Unfortunately, a decrease in Food Bank volunteers has forced us to hire additional staff for the pantry. Higher salary and rental costs will likely keep expenses elevated for as long as COVID remains. The Financial Support program has faced a similar gap between the number of volunteers and growing demand for assistance. Prior to COVID, several long-term volunteers helped operate our complex financial services, including housing and utility assistance. When these volunteers were no longer able to safely work in-person, we decided to onboard additional staff. Expenses have climbed since that time, as have requests for assistance. Now, as a result of COVID-19, we are encountering increased prices due to supply-chain issues and inflation. This, alongside the cessation of Federal assistance programs for individuals, is causing an rapid increase in visits to the food bank and requests for financial assistance. Specifically, Food Bank client usage of all food services increased by 13%. Financial Support has also received considerably larger requests for housing and utility assist. We increased the average dollar amount per assist by over 40% in March to accommodate this trend. As funding from the City of Iowa City for security deposits has decreased, we have been covering more security deposit payments with our own funds throughout. Approved payments for all housing and utilities have reached a record high of $116,653.83 so far this fiscal year. Crisis Helplines took the unprecedented step of moving its crisis line workforce remotely once COVID-19 arrived in Johnson County. It was a stressful time, but we learned how to better set up and operate a non- centralized staffing model. One key takeaway from that transition period was the importance of having a larger team of coordinators and supervisors. As we look forward to the activation of several new crisis lines, CommUnity is seeking greater income to offset the necessary capacity building within the program. MCR returned to in-person client meetings in 2021 after months of telehealth-only interventions. Crisis counselors face the unique challenge of meeting with clients in their homes, schools, or other indoor spaces. In 2020, we made the difficult decision of moving to remote meetings for the safety of both groups. MCR staff were ecstatic when vaccination rates climbed and we were able to return to in-person assistance. Nearly every month in FY22 also brought unprecedented rises in the number of client contacts. Further, this July we served approximately 1600 more residents than July 2021. As a result, we significantly expanded the number of crisis counselors on each shift. There is no end in sight for the negative mental health effects of COVID-19, so we are prepared to sustain a larger team indefinitely. 6. Is your organization experiencing staff turnover and/or difficulty filling open positions? Please describe any staffing challenges. 9/15/2022 11:04 AM CST © 2022 e-CImpact page 7 of 25 Hiring remains a significant challenge for both Crisis Helplines and Mobile Crisis. With 988 launching in mid-July, Crisis Helplines was under intense pressure to reach maximum staff capacity. We made the unprecedented decision to recruit crisis counselor candidates from around the Midwest in Spring of 2022. The spectacular results easily outweighed the increased administrative burden. Not only did we make much faster progress towards staffing the national chat/text backup line, but we also saw unexpectedly more applicants from within the state. We have always maintained that it is critical to have Iowa residents answering crisis calls from Iowans. Although hiring is far from completed, Crisis Helplines staff are proud of the progress. Recruitment of qualified counselors was a challenge in FY22, because meeting clients within homes and hospitals is an uncomfortable prospect for many, especially during the COVID-19 pandemic. Despite recruitment challenges, MCR has successfully added several new counselors who act as full-time responders, but on-call counselors remain the backbone of MCR. We need them more than ever as crisis calls surge once 911 centers in Johnson County begin to divert calls to 988 and as awareness of the low- barrier access to free mental health help increases CommUnity MCR demand. Finally, our Food Bank is volunteer-driven, and we have encountered difficulties recruiting volunteers since the onset of COVID. Our volunteers historically are mostly retired women and college-aged residents. Older volunteers have been more hesitant to be exposed to COVID and college-aged volunteers were learning remotely. We are starting to recover from this set-back, but have not been able to recruit the number of volunteers we had pre-COVID. In addition, we had to backfill Mobile Pantry and delivery positions recently. The mobile pantry is very labor-intensive and employees and volunteers must work in adverse weather conditions. To help support our staff and volunteers, and serve additional food-insecure residents, we are researching options to purchase a second, more efficient vehicle in the next fiscal year. In fact, we are currently applying for grants to purchase a specialized mobile pantry vehicle. 7. Please describe how Agency is collaborating with other service providers in the community to reduce costs, increase efficiency and improve services for consumers. 9/15/2022 11:04 AM CST © 2022 e-CImpact page 8 of 25 Due to established relationships with other service providers, we participated in South District Diversity Markets, provided crisis education opportunities for Johnson County schools and healthcare organizations, and created new types of client assistance within Financial Support. Crisis Helplines and MCR connect to local organizations through training and specialized crisis lines. We partner with law enforcement, schools, and other mental health providers to teach suicide prevention and de-escalation techniques and collaborate with the University of Iowa to operate a crisis helpline. Our Food Bank relies on several local nonprofits for food, including HACAP and Table 2 Table, which gives us a variety of eggs, milk, produce, and bakery items that grocery stores would otherwise throw away. Grocery stores support our annual Food Bank donation drives. In addition, we partner with many businesses and organizations that help distribute food, including Tate High School, where we supply food for a school pantry; Longfellow Elementary, where we offer snacks to grades K-2; and low-income housing communities, which host the Mobile Pantry. These relationships reduce costs and directly improve food access. Financial Support is part of a local network of agencies that provide similar services. We receive referrals from several nonprofits and government entities, and in-turn provide referrals. This is especially important for housing and utility assistance, because clients don’t always know where to turn. Finally, we avoid duplication of benefits by participating in the Coordinated Entry group, where local providers make collective decisions on how agencies can best benefit each client. A recent proud moment included referring a client to another organization for rapid rehousing services. The client suffered from intense agoraphobia, was recently evicted, and hadn’t eaten in days. MCR stabilized his crisis and made the referral for an optimal outcome. Client Information Please complete Client Demographic (Form B) in addition to the question below. 8. Provide a succinct, specific description of your primary target populations(s). Describe clients as a group in terms of their primary needs and strengths. What barriers to success do they face? If Agency serves a regional area, please provide % of overall clients that are Johnson County residents. 9/15/2022 11:04 AM CST © 2022 e-CImpact page 9 of 25 In general, people using our Crisis Helpline (CH) are struggling with mental health issues. Depression is the number one topic discussed with counselors, followed by self harm, anxiety, family stress, and relationship issues. Bullying, issues with sexual orientation, and eating disorders are common. The majority of CH clients are younger than 39; nearly 40% are under age 17. Over half identify as women; 14% self-report as transgender, non-binary, or two-spirit. We do not have data on how many crisis line users are residents of Johnson County, because we serve both national and Iowa 988 crisis helplines, providing anonymity to those seeking assistance. Nearly all who request assistance from Mobile Crisis Response are from Johnson County. MCR clients are often overwhelmed by stresses at work or school, financial issues, mental illness, or a combination of difficult circumstances. They frequently grapple with suicidal thoughts and self-harm. The majority of MCR clients are young or middle-aged adults. Men and women use the service equally; a small percent identify as non-cisgender. Two-thirds identify as white; 18% as African American; 10% as multi-racial; and less than 3% as Hispanic, Asian, or Native American. Similar to last year, almost 100% of households who use the Food Bank are low-income Johnson County residents. The vast majority are food insecure by USDA standards. 63% of primary clients identify as non- white, including 36% who are Black or African American. Female-headed households make up around 60% of all families. A significant number of clients speak Spanish, French, Arabic, or Swahili. All Johnson County households using Financial Support services have low incomes (usually very low by AMI standards). Most are considered housing cost-burdened, meaning they spend more than 30% of their monthly income on rent or mortgage payments. Around 53% of the individuals served are Black or African American and 60% were women. 9. Please explain how Agency promotes racial equity and inclusivity for historically oppressed and marginalized populations (including BIPOC, LGBTQ, immigrants/refugees, individuals with disabilities) through your services, for your clients and for staff. 9/15/2022 11:04 AM CST © 2022 e-CImpact page 10 of 25 We strive to make our services as accessible and inclusive as possible. The Food Bank has significantly expanded its hours of operation in the last few years, and is now open on Saturdays. In collaboration with HACAP, CommUnity recently began offering a greater selection of ethnic foods. Our Mobile Pantry and Delivery programs aim to decrease barriers to food for all marginalized groups, but particularly for those who have little time to shop or have disabilities which prevent them from using transportation. We have Food Bank volunteers who are fluent in Spanish, French and Arabic. Staff utilize telephone interpretation service when there are no in-person interpreters available. We offer our most used program materials in four languages. Both the Food Bank and Financial Support program purposefully limit the amount of information needed from clients. We do not require proof of identity, citizenship, or local residency to access food. We also do not require this documentation for many of our financial assistance services. CommUnity must comply with local, state, and federal documentation regulations for housing and utility assistance, but our staff still provide only the most essential information. Fluctuating demands in documentation from funders is a constant challenge for both programs. We advocate to reduce the paperwork burden on clients whenever possible. Mobile Crisis Response and Crisis Helpline counselors are trained to address issues which disproportionately impact marginalized groups. This includes suicide prevention techniques for LGBTQ clients, understanding mental health struggles within Black communities, and bullying prevention among diverse youth. Like in-person programs, Crisis Helplines prioritize the safety of clients over data collection. We do not ask clients for information on their race/ethnicity, sexual orientation, or other identities which might deter marginalized groups from reaching out. The very nature of Mobile Crisis Outreach, meeting people in a location of their choosing, reduces transportation burden, stigma, and the need to visit historically unsafe places (e.g. hospitals) for some clients. Our agency as a whole has made strides in creating a more inclusive workspace. We are currently working to increase diversity in our Board of Directors, volunteer base, and staff. Our staff has established an internal committee that seeks to improve justice, equity, diversity, and inclusion in both programs and administration. Our Client Advisory Committee gives service recipients an opportunity to shape agency policy and programming. This Committee helps inform several of our service changes, including the Food Bank’s expansion to Pepperwood Pantry. Lastly, CommUnity readily engages in local discussions which affect the marginalized populations we serve. We advocate for increased access to mental health care, food, and housing at the state and county level. Our staff participate in several change-making groups, such as Johnson County Local Homeless Coordinating Board, Johnson County Affordable Housing Coalition, and Johnson County Suicide Prevention Coalition. CommUnity’s leadership also has frequent meetings with health care providers and the Iowa Department of Public Health to help inform care for clients. Client Information Area Median Income 10. Organization serves clients who are at (Check all that apply): <30% AMI <50% AMI <80% AMI >80% AMI 9/15/2022 11:04 AM CST © 2022 e-CImpact page 11 of 25 Please explain : Mental health crises do not discriminate. There are no income requirements for those who utilize our mental health services. While we serve clients at all AMI levels, our Food Bank and Financial Support program generally serve households with low incomes (usually <30% AMI). Financial Support specifically focuses on clients who are able to support their current living arrangements, but have encountered extenuating circumstances. A one- time assist for these individuals is sustainable — it helps maintain housing, keep utilities on, or secure employment. For those seeking our Financial Support services but requiring longer-term assistance, we offer to help build skills such as budgeting and cultivating careers for sustainable livelihoods. We also connect these individuals with community partners that better suit their long-term needs. Financial Management You must complete the Budget Form C, in addition to the questions below. 11. Do you have a fee structure for services? If yes, please explain and describe services available for those without ability to pay. CommUnity does not use a fee structure for any of the services in this proposal. 12. Describe how local funding received by your organization helped leverage other revenue in the last fiscal year. Identify and include specific grant/funding sources and amounts that were awarded by using local funding as match. Include the specific local funds used as match (United Way, Iowa City and/or Coralville). In FY21, matches from local sources were required for a COVID-related CDBG grant ($50,000) and funding from an out-of-state foundation ($75,500). In FY22, CommUnity did not leverage Joint Funding dollars to secure additional revenue. Agency Accomplishments The United Way and Local Governments work toward making our community a better place to live. Please complete the Performance Measurement Form (Form D) in addition to the question below. On Form D, please select from the indicators list, the Performance Measurements that will be used by the Agency to measure results of services. YOUR APPLICATION WILL NOT BE COMPLETE OR ACCEPTED FOR REVIEW WITHOUT FORM D. 13. Please provide a specific outcomes/performance measure your organization achieved in FY22. How are people/conditions better because of the services you provided? 9/15/2022 11:04 AM CST © 2022 e-CImpact page 12 of 25 With more than 58,000 visits by individual clients, we distributed 1,747,214 pounds of food in FY22. In fact, 91% of Food Bank clients report being more food secure because of our services. Among them were Shila, an Immigrant with little social support and six children. When she came to the Food Bank, Shila was sleeping on the floor and had no clothes for her two-month-old infant. The Food Bank was an integral to her adjustment. It now provides nutrition to her growing children when her SNAP benefits do not fully fund groceries and diapers. In addition, Mobile Pantry ensured that 980 families had access to food within their neighborhoods. Finally, we accomplished 2,793 food deliveries to those experiencing difficulties reaching Pepperwood or Mobile Pantry sites. We assisted 1,259 Johnson County families (5,029 people) with housing costs in FY22. Financial aid allowed over 88% of households at risk of eviction to stay in their homes. In July, we helped a family of 5 get caught up on their water bill. They fell behind due to their infant child being born with meningitis and constituent hospital stays. Financial Support also assisted 692 individuals with obtaining ID cards, birth certificates, prescriptions and work-enabling items. Last year, Crisis Helplines engaged in 24,271 client contacts. Of these, nearly 7,700 involved discussions of suicide. 75% of clients reported their conversation with a counselor was helpful. One recent client left this feedback: "I’m feeling a lot better like talking to you has really uplifted my mood. Before we end it I just want to say. that it truly makes a difference in our lives to be able to talk to someone who is non-judge mental of our situation. Really thank you from the bottom of my heart, this small talk has made a huge impact on my life." MCR counselors met with 2,277 clients in FY22, which is a substantial increase from FY21. This past year, MCR engaged in a response effort for a student death by suicide. Over the course of a week, MCR engaged in an initial intervention at school and with the student’s sports programs, as well as over 50 additional contacts to further address community needs and continued support within those school settings. MCR’s annual diversion rate, which measures the percentage of our clients who avoid going to the hospital or jail, was 93%. After initial client contacts, MCR counselors conducted 2,304 follow-up calls to provide clients with continuing support. 9/15/2022 11:04 AM CST © 2022 e-CImpact page 13 of 25 -- FY24 Form A: Agency Salaries & BenefitsCommUnity Crisis Services FY24 Form A: Agency Salaries & Benefits Please provide the information for employees and volunteers in your organization. If you do not find the position on the list, please add the position in the "other" section. You will need to individually add positions in "other" category. Please indicate if the position provides paid leave, Health Insurance or Retirement by playing a "1" in the box if the position receives that benefit. Employees Position Paid Leave Health Ins Retireme nt Plan Average Salary FTE (Last Year) FTE (This Year) FTE (Next Year) Executive Director / President / CEO 1.00 1.00 1.00 144,450. 00 1.00 1.00 1.00 Director of Operations /COO 1.00 1.00 1.00 110,000. 00 0.00 1.00 1.00 Director of Development 1.00 1.00 1.00 75,000.0 0 1.00 1.00 1.00 Business Manager/CFO 1.00 1.00 1.00 80,000.0 0 1.00 1.00 1.00 Program Director / Manager 1.00 1.00 1.00 63,953.0 0 9.00 15.00 15.00 Program/Services Coordinator 1.00 1.00 1.00 48,450.0 0 19.50 21.50 21.50 Direct Services Worker 1.00 1.00 1.00 38,433.0 0 21.10 104.00 104.00 Administrative/Clerical staff 1.00 1.00 1.00 42,237.0 0 2.50 5.50 5.50 Total 8 8 8 602,523 55.10 150 150 Volunteers Please indicate the number of volunteers active with your Agency. Last Year This Year Volunteers 586 425 9/15/2022 11:04 AM CST © 2022 e-CImpact page 14 of 25 -- FY24 Form B: Agency DemographicsCommUnity Crisis Services FY24 Form B: Agency Demographics Provide the Agency summary of how clients served self-identified during last two years and one projected year. If your Agency does not have a client count for any of the categories, please enter "0" in that box. DO NOT LEAVE ANY BLANK. (unduplicated client count) Gender FY21 FY22 FY23 Male 5,596 6,408 6,500 Female 5,959 6,927 7,000 Non-binary 102 162 175 Race Please indicate how clients self-identified. FY21 FY22 FY23 Asian 141 165 165 Black or African American 4,974 5,146 5,300 American Indian or Alaska native 2,263 100 100 Multiple Races 89 629 630 White 525 4,245 4,300 Other 3,357 286 290 Native Hawaiian or Other Pacific Islander 1,026 16 500 Ethnicity Please indicate how client self-identified. FY21 FY22 FY23 Hispanic, Latino or Spanish origin 2,263 891 3,000 Not of Hispanic, Latino or Spanish origin 0 0 0 Age 9/15/2022 11:04 AM CST © 2022 e-CImpact page 15 of 25 FY21 FY22 FY23 0-5 1,294 1,409 1,500 6-17 2,933 3,369 3,500 18-29 2,410 2,792 3,000 30-61 4,649 5,346 5,400 62-75 692 890 900 75+ Years 151 201 210 Area Median Income FY21 FY22 FY23 <30% AMI 11,491 12,862 15,434 <50% AMI 600 445 534 <80% AMI 61 161 193 >80% AMI 91 29 34 Geographic Location FY21 FY22 FY23 Johnson County (Combined, unduplicated) 12,243 14,099 14,099 Iowa City 9,922 11,228 11,228 Coralville 1,441 1,752 1,752 North Liberty 775 553 553 9/15/2022 11:04 AM CST © 2022 e-CImpact page 16 of 25 -- FY24 Form C: Agency BudgetCommUnity Crisis Services FY24 Form C: Agency Budget Please complete ALL information. If there is an item that does not apply to your budget or the value is zero, you MUST enter a "0" in that box. DO NOT LEAVE AN ITEM BLANK. The columns have auto-calculation, but it does not auto-calculate until the information is saved. Please save information often to activate the calculated fields. For the items that require itemization, click the link to enter specific information in the itemization form. Budget Type Please enter in a corresponding number to indicate your Budget type: 1 = Agency Level 2 = Program Specific 3 = County Specific Budget Type 1.00 Agency Revenues FY21 FY22 FY23 Coralville Funding 11,365.00 11,500.00 11,365.00 Iowa City Funding 69,300.00 72,765.00 72,765.00 Johnson County Block Grant Funding 122,669.00 122,669.00 122,669.00 Other Johnson County Funding (non-Block Grant Funding) 46,200.00 46,200.00 57,000.00 East Central Mental Health Region 647,091.00 632,822.00 768,840.00 UWJWC Allocation 110,068.00 110,068.00 110,068.00 UWJWC Designations 16,730.00 15,000.00 15,000.00 Community Foundation of Johnson County 0.00 0.00 0.00 Grants-Federal, State, Foundation 626,968.25 555,367.00 1,077,660.00 Fees for Services 0.00 0.00 0.00 9/15/2022 11:04 AM CST © 2022 e-CImpact page 17 of 25 FY21 FY22 FY23 Fundraising Events 213,000.00 307,500.00 245,000.00 Contributions/Donations (do NOT include in-kind) 775,000.00 942,500.00 1,615,000.00 Interest and Investment Income 9,000.00 9,000.00 7,000.00 *Other 3,393,262.00 3,608,450.00 10,608,264.00 Total 6,040,653.25 6,433,841.00 14,710,631.00 Expenses FY21 FY22 FY23 Personnel (Salaries/Benefits) 2,433,377.00 3,250,787.00 9,822,228.00 Operational Expenses 644,285.00 629,926.00 1,035,031.00 Other 3,400,442.00 3,110,091.00 3,586,175.00 Total 6,478,104.00 6,990,804.00 14,443,434.00 Fund Balance FY21 FY22 FY23 Revenue 6,040,653.00 6,433,841.00 14,710,631.00 Carryover Balance From Prev Year 332,746.00 -119,046.00 -713,323.00 Total Operating Balance 6,373,399.00 6,314,795.00 13,997,308.00 Less Total Expenses 6,478,104.00 6,990,804.00 14,443,434.00 Ending Fund Balance -104,705.00 -676,009.00 -446,126.00 Less Restricted Balance 14,341.00 37,314.00 50,895.00 Carryover Fund Balance -119,046.00 -713,323.00 -497,021.00 Bd/Donor/Funder Restricted Funds FY21 FY22 FY23 In-Kind Support FY21 FY22 FY23 Services/Volunteers 334,250.00 344,650.00 344,650.00 Material Goods 2,371,428.00 2,420,500.00 2,420,500.00 Space, Utilities, etc.0.00 0.00 0.00 9/15/2022 11:04 AM CST © 2022 e-CImpact page 18 of 25 FY21 FY22 FY23 Other 0.00 0.00 0.00 Reserve Funds FY20 FY21 FY22 Reserve Balance 561,743.00 724,670.00 635,138.00 9/15/2022 11:04 AM CST © 2022 e-CImpact page 19 of 25 Outcome Statement:Households become financially stable. # Indicator:# of individuals receiving services for stable housing % Indicator:% of individuals exiting program to permanent or long-term safe, stable housing CommUnity Crisis Services - Financial Support - FY24 Performance MeasuresIncome 9/15/2022 11:04 AM CST © 2022 e-CImpact page 20 of 25 Outcome Statement:Households become financially stable. -- FY24 Form D: Performance MeasuresCommUnity Crisis Services - Financial Support FY24 Form D: Performance Measures You are required to select at least one area of Education, Income & Health to provide measurements. You may choose more than one area. To select an area, click the BLUE Cross next to section. In each area, there will be Percent (%) Indicator section and a Number (#) Indicator section. The sections are separated in order to use the appropriate reporting form. You must choose at least one Number (#) Indicator and one Percent (%) indicator for measurement and reporting. Income # Indicators Actual Measurement Quarter and Total Qtr 1 Qtr 2 Qtr 3 Qtr 4 Year Total # of individuals receiving services for stable housing Projected #7,054 % Indicators % Indicator Form Qtr 1 Qtr 2 Qtr 3 Qtr 4 Total for Year % of individuals exiting program to permanent or long-term safe, stable housing Projected #7,054 7,054 Projected # of Achieving 5,643 5,643 Projected Percent Achieving 80 80 Indicator Question Please identify how the data will be collected. Data from return visits and/or follow-up calls is collected stored in our internal database, iCarol. 9/15/2022 11:04 AM CST © 2022 e-CImpact page 21 of 25 Outcome Statement:Households become financially stable. # Indicator:# of individuals receiving nutritional support services % Indicator:% of individuals reporting increase in food security CommUnity Crisis Services - Food Bank - FY24 Performance MeasuresIncome 9/15/2022 11:04 AM CST © 2022 e-CImpact page 22 of 25 Outcome Statement:Households become financially stable. -- FY24 Form D: Performance MeasuresCommUnity Crisis Services - Food Bank FY24 Form D: Performance Measures You are required to select at least one area of Education, Income & Health to provide measurements. You may choose more than one area. To select an area, click the BLUE Cross next to section. In each area, there will be Percent (%) Indicator section and a Number (#) Indicator section. The sections are separated in order to use the appropriate reporting form. You must choose at least one Number (#) Indicator and one Percent (%) indicator for measurement and reporting. Income # Indicators Actual Measurement Quarter and Total Qtr 1 Qtr 2 Qtr 3 Qtr 4 Year Total # of individuals receiving nutritional support services Projected #69,609 % Indicators % Indicator Form Qtr 1 Qtr 2 Qtr 3 Qtr 4 Total for Year % of individuals reporting increase in food security Projected #69,609 69,609 Projected # of Achieving 69,609 69,609 Projected Percent Achieving 100 100 Indicator Question Please identify how the data will be collected. Data from quarterly surveys is collected and stored in our internal database, iCarol. 9/15/2022 11:04 AM CST © 2022 e-CImpact page 23 of 25 Outcome Statement:Increase health of children and adults # Indicator:# of individuals receiving mental health services % Indicator:% of individuals reporting feeling safe from violence % Indicator:% of individuals reporting healthcare service needs met CommUnity Crisis Services - Mobile Crisis Response (MCR) - FY24 Performance MeasuresHealth 9/15/2022 11:04 AM CST © 2022 e-CImpact page 24 of 25 Outcome Statement:Increase health of children and adults -- FY24 Form D: Performance MeasuresCommUnity Crisis Services - Mobile Crisis Response (MCR) FY24 Form D: Performance Measures You are required to select at least one area of Education, Income & Health to provide measurements. You may choose more than one area. To select an area, click the BLUE Cross next to section. In each area, there will be Percent (%) Indicator section and a Number (#) Indicator section. The sections are separated in order to use the appropriate reporting form. You must choose at least one Number (#) Indicator and one Percent (%) indicator for measurement and reporting. Health # Indicators Actual Measurement Quarter and Total Qtr 1 Qtr 2 Qtr 3 Qtr 4 Year Total # of individuals receiving mental health services Projected #1,379 % Indicators % Indicator Form Qtr 1 Qtr 2 Qtr 3 Qtr 4 Total for Year % of individuals reporting feeling safe from violence Projected #1,379 1,379 Projected # of Achieving 1,103 1,103 Projected Percent Achieving 79.99 79.99 % of individuals reporting healthcare service needs met Projected #1,379 1,379 Projected # of Achieving 1,103 1,103 Projected Percent Achieving 79.99 79.99 Indicator Question Please identify how the data will be collected. Data regarding the outcome of each MCR visit is collected and stored in our internal database, iCarol. We record client feedback regarding feeling safe from violence, including self-harm, as well as diversion details. Diversion refers to instances when an MCR call does not result in a hospital visit or law enforcement involvement. 9/15/2022 11:04 AM CST © 2022 e-CImpact page 25 of 25