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Home My WebLink AboutShelter House Joint ApplicationShelter House - FY24 Joint Funding ApplicationCommunity Impact Funding FY24 - Joint Application Application Status: Submitted Application Submission Details Executive Director: Crissy Canganelli 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: crissy@shelterhouseiowa.org Submitted By: Crissy Canganelli on 9/15/2022 at 4:01 PM (CST) Shelter House FY24 Joint Funding Application General Information Agency Name Shelter House Executive Director Name Crissy Canganelli Board President Charles Bermingham Requestor Crissy Canganelli Phone (319) 351-0326 Email crissy@shelterhouseiowa.org Address PO Box 3146, Iowa City, IA, 52244, US Website www.shelterhouseiowa.org Agency Mission Statement Shelter House provides safe shelter and helps people improve the quality of their lives as they move beyond homelessness. Number of Years in Operation 39 Year Org Established 1983 United Way Community Priorities Please indicate the United Way Priority Areas that your agency services support: 9/16/2022 8:54 AM CST © 2022 e-CImpact page 1 of 24 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 88,725.00 Agency Total Budget 5,997,858.00 United Way: % of Total Budget 1.48 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 99,790.00 Agency Total Budget 5,997,858.00 Iowa City: % of Total Budget 1.66 Iowa City: Request for Funding for FY25 104,780.00 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). 9/16/2022 8:54 AM CST © 2022 e-CImpact page 2 of 24 Coralville: Request for Funding FY24 12,500.00 Agency Total Budget 5,997,858.00 Coralville: % of Total Budget 0.21 Coralville: Request for FY25 13,125.00 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.) 9/16/2022 8:54 AM CST © 2022 e-CImpact page 3 of 24 Shelter House offers crisis response services to the community, addressing emergent human needs—food and shelter—for people experiencing homelessness. We further provide necessary assistance as they exit homelessness and move to permanent housing. This work includes assistance obtaining and maintaining housing, finding employment, and accessing physical and mental health services and mainstream benefits. Iowa City’s Consolidated Plan, CITY STEPS 2025, identifies housing and related services for individuals experiencing or at risk of homelessness as a HIGH priority (p 142). Specifically, the plan prioritizes 1) transitional and permanent supportive housing; 2) shelter operating expenses; 3) health, mental health, and other supportive services; and 4) homelessness prevention activities... that can provide stability and allow individuals and families to stay housed or become housed after experiencing homelessness (p 142). Shelter House programs respond to these priorities with 1) Fairweather Lodge, Cross Park Place, and 501 permanent supportive housing; 2) Emergency Shelter, Winter Overnight Emergency Shelter; 3) Case Management provided through Emergency Shelter, PSH, and Rapid Rehousing programs; and 4) Rapid Rehousing and Eviction Prevention Services. CITY STEPS further emphasizes transportation and job training needs for those experiencing homelessness (p 70), priorities Shelter House programs address through Rapid Rehousing and Fresh Starts Supported Employment. CITY STEPS (p 205-207) specifies the following strategies to address the needs of persons experiencing homelessness: 1) Reach out to homeless persons and assess individual needs; 2) Address emergency shelter and transitional housing needs of homeless persons; 3) Shorten the period that individuals and families experience homelessness; 4) Facilitate access to affordable housing units for individuals and families exiting homelessness; and 5) Help individuals and families avoid homelessness. These strategies are consistent with continuing or expanding Shelter House programs, including 1) Emergency Shelter; 2) Street Outreach; 3) Winter Shelters; 4) Rapid Rehousing Services; 5) Permanent Supportive Housing; and 6) Eviction Prevention Services. Shelter House directly responds to United Way's goals, as well as our community’s needs regarding education, income, and health. Our outcomes demonstrate that we 1) Increase the number of individuals and families able to obtain and maintain affordable housing; 2) Increase earning potential via workforce skills training; 3) Improve income supports to promote financial stability; and 4) Assist individuals and families to access and use healthcare services. Further, program outcomes of both emergency shelter and permanent supportive housing clearly show improved health and significantly decreased utilization of the healthcare system as housing stability is achieved. Analysis of Fairweather Lodge participants indicates a decrease in hospital stays of 79% and a decrease in emergency room, psych, and inpatient treatment stays of 90%. Shelter House serves many who, during and after receiving medical attention, are discharged with nowhere to go except Shelter. Johnson County is one of the most housing cost- burdened counties, we have one of the higher poverty rates, and rental housing costs remain among the highest in the state. The burden of these pressures is heaviest on the working poor, including those experiencing homelessness. An insulated economy with employment opportunities continues to draw people to our community. The employment opportunities most people face are in the service sector, or as temporary hires in manufacturing. People come to the area with nothing in hand, a desire to work, and nowhere but Shelter to turn. Good schools, job opportunities, and a safe community bring people to us, and are the reasons many choose to stay. 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. 9/16/2022 8:54 AM CST © 2022 e-CImpact page 4 of 24 United Way funds have historically—and again would—support Emergency Shelter operations. The facility is staffed 24/7, with the annual operating budget of—including staffing, utilities, maintenance, and meals— roughly $1.85 million. In the 2021 program year, 742 people were sheltered more than 22,000 nights, ensuring a safe place to sleep, shower, clean laundry, and eat breakfast and dinner daily. Emergency Shelter guests also had access to Shelter House case managers, housing and job placement services, weekly Health Clinic provided by UI College of Nursing, and bi-weekly Psych Clinic provided by the VAMC and UIHC. Shelter House staff collaborate with ICCSD to ensure children in emergency shelter are immediately enrolled in school, fully able to participate in school activities and programs, remain in one stable school environment, and connect to appropriate services, including early childhood programs. United Way funds leverage federal Rapid Rehousing funds. Each year, we move hundreds of people out of the crisis of homelessness into the safety of their own housing with security deposit assistance, rent assistance (3-9 months), case management, budgeting and skill building, job placement, and any support needed for disabled and elderly clients to secure health and other benefits for which they qualify. Rapid Rehousing aided 410 people last year; 93% of participants moved from homelessness into their own permanent housing; 80% exited with at least one source of income. Ongoing support is provided to individuals and families in the safety and stability of their own home and continues for up to one year. United Way funds are used toward case management as well as housing and employment placement and retention services. Shelter House cannot replace the substantial investment currently made by United Way, without which we could not meet our federal Rapid Rehousing match requirement. This funding allows Shelter House to go far in continuing to end homelessness at the grassroots level, addressing needs and gaps in services as they exist in our community while providing innovative, evidence-based programs that invest in moving people forward in their lives and permanently out of homelessness. 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. 9/16/2022 8:54 AM CST © 2022 e-CImpact page 5 of 24 Iowa City funding supports Shelter House’s Emergency Shelter, Drop-in Services, Rapid Rehousing, and Permanent Supportive Housing (PSH) Programs. Several of these programs—Emergency Shelter, and PSH at Cross Park Place (CPP) and 501 Southgate (501)—are a critical part of our community’s crisis response system and staffed 24 hours a day, seven days a week. Shelter House’s Emergency Shelter—staffed every hour of every day—costs $1.85 million annually to operate. Up to 70 people per night (capacity doubles during winter months) find safety in times of crisis in emergency shelter. Stays average 45 days and include dorm style sleeping and bathing for single adults. Families stay in private bedrooms with private bathing facilities. Typically, around 700 people each year are offered a secure place to sleep, breakfast and dinner, access to Shelter House case managers, housing and job placement services, weekly Health Clinic provided by UI College of Nursing, and bi-weekly Psych Clinic provided by the VAHC and UIHC. Shelter House staff collaborate with ICCSD to ensure children are immediately enrolled in school, fully able to participate in school activities and programs, remain in one stable school environment, and connect to appropriate services, including early childhood programs. Drop-In services include showers, laundry, haircuts, and donation give away. Clients and guests request the items they need, and Shelter House continues to fulfill those requests--especially to those needing clothes, toiletries, and other household items—during Drop-In. Rapid Rehousing moves hundreds of people each year out of homelessness into the safety of their own housing with housing location and placement assistance, security deposit assistance, rent assistance (3-12 months), case management, budgeting and skill building, job placement, and any support needed for disabled and elderly clients to secure health and other benefits for which they qualify. Ongoing support and retention services are provided to individuals and families while housed for up to one year. Rapid Rehousing aided 410 people last year; 93% of participants moved from homelessness into their own permanent housing; 79% exited with at least one source of income. Shelter House offers four PSH programs—Cross Park Place, 501 Southgate, Scattered Site in partnership with area landlords, and Lodge—providing permanent, affordable housing with services designed to help tenants stay housed and address health issues while building the skills to live as independently as possible. PSH is an evidence-based housing intervention for individuals with disabilities, mental health issues, or substance use disorders. Iowa City’s support allows Shelter House to continue our work to end homelessness right here at home, addressing needs that exist in our community and providing evidence-based programs that move people beyond homelessness. 4. Provide a description of services that will be provided with the Coralville funding requested. Specific information is required, not a general agency description. 9/16/2022 8:54 AM CST © 2022 e-CImpact page 6 of 24 The City of Coralville’s funding supports Winter Shelter and Permanent Supportive Housing Programs. Winter Shelter provides additional capacity beyond Emergency Shelter for people experiencing homelessness in the dangerously cold winter months. Hosted near our Emergency Shelter facility and adjacent to the GuideLink Center, Winter Shelter provides overnight shelter to up to 40 additional individuals beyond the space available at 429 Southgate in its dorms, family rooms, and overflow lobby space. Each winter, individuals who would have otherwise been incarcerated or sleeping in encampments, parking ramps and hallways of apartment buildings during the coldest months of the year were instead provided a warm, safe place to sleep. Showers, restrooms, and a kitchenette with beverages and snacks are available from December through March, offering a warmth, safety, and security as well as access to Shelter House case managers. Permanent Supportive Housing: Coralville supports Shelter House’s Lodge Permanent Supportive Housing Program. An evidence-based program serving individuals suffering from a serious persistent mental illness, Coralville’s Lodge is a scattered-site, PSH intervention offering affordable, permanent housing with peer support and case management services designed to help tenants stay housed, to address health issues, and to build independent living skills that enable them to maintain their health, their employment, and their housing. Coralville’s funding allows Shelter House to continue the work to end homelessness by addressing needs and gaps in services as they exist in our community, and providing innovative, evidence-based solutions. 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. 9/16/2022 8:54 AM CST © 2022 e-CImpact page 7 of 24 As a homeless service provider offering both emergency shelter and supportive housing, we have found ourselves in a unique situation. Since the beginning of the COVID-19 pandemic, we have been committed to continuing to meet the 24/7 demands of shelter, food service, and safe permanent supportive housing for the hundreds of individuals served each year. We cannot provide emergency shelter remotely; front-line staff are in our shelter and housing facilities every single day providing case management, employment counseling, and other services. Still, COVID-19 has fundamentally changed the way we deliver some Shelter House services and added two entirely new programs—eviction prevention funding and services and eviction diversion assistance—in response to the pandemic, all while opening a new 36-unit Permanent Supportive Housing apartment building in June 2022. Staff continue to monitor the pandemic’s course, new variants, and surge activity and modify policy accordingly. This has meant shifting women out of the women’s dorm to hotels, spreading men between both dorms, and modifying occupancy rates based on local infection rates. Shelter House staff ensured early access to the vaccine for any resident of the permanent housing programs, and 85% received their first dose in January 2021. As soon as the vaccine availability expanded, Shelter House partnered with Johnson County to set-up a vaccine clinic near Emergency Shelter at the GuideLink center, and we continue to work with guests and tenants to encourage and ensure vaccine access. Case Managers worked with individuals expressing vaccine hesitancy, answered questions, and enabled some of the community’s most vulnerable individuals to be among the first to receive the vaccine and to continue to do so as the pandemic evolves. The pandemic continues to impact our fundraising plans: every fundraising event we plan has a secondary plan in place to ensure we can move forward in the event of virulent activity requires a last-minute change. Further, the extraordinary giving that came at the beginning of the pandemic has slowed significantly as inflation and economic uncertainty wreak havoc on the national economy. All of this comes as operating costs have increased as well, from increased staffing to higher wages, to higher construction and supply expenses. 6. Is your organization experiencing staff turnover and/or difficulty filling open positions? Please describe any staffing challenges. 9/16/2022 8:54 AM CST © 2022 e-CImpact page 8 of 24 The nation-wide job market issues have not avoided Shelter House, and we struggle every day with staffing the organization. Since the pandemic began, we have made myriad changes to hiring and compensation for the purpose of recruiting and retaining staff to offer consistent, quality, trauma-informed services to individuals and families in crisis in our community. We have solicited input from current Shelter House staff as we have moved forward with these changes, and we offer exit interviews to any staff leaving the organization in order to gain insight into how to retain quality staff. Among the changes Shelter House has implemented in order to improve recruitment and retention, we: 1) increased benefits; 2) pay periodic bonuses to all Shelter House staff; 3) provide sign-on bonuses to new employees; 4) offer referral bonuses for current employees who recruit a new hire; 5) paid hazard pay when COVID-19 infection rates are high; 6) provide a third shift differential for staff working overnight hours; 7) pay incentives for staff to cover open shifts that are not covered or when a staff member must call in sick; 8) and raised the base pay rate by fully 36.4% for frontline employees. In addition to these incentives, Shelter House brought on a full-time Human Resources staff to aid in recruitment and hiring. This new staff member researches and implements new recruitment strategies, attends hiring fairs, and places job postings in myriad local and national websites and print ads. Shelter House’s Communications Team has revamped all job postings and recruitment materials to further aid in this endeavor. All these efforts are undertaken with a keen sense of the urgency our hiring needs create. Shelter House is an essential service: we cannot close. We cannot limit access to our facilities, and we can’t require that staff work split shifts or take long lunch breaks to expand hours of service. Shelter House operates three facilities that are open and staffed 24 hours a day, seven days a week (a fourth facility is staffed throughout the winter months for 15 hours a day, seven days a week). These are key roles that Shelter House staffs with the sole and crucial purpose of moving individuals in our community beyond homelessness. 7. Please describe how Agency is collaborating with other service providers in the community to reduce costs, increase efficiency and improve services for consumers. 9/16/2022 8:54 AM CST © 2022 e-CImpact page 9 of 24 1) Shelter House holds two beds for patients discharged from UIHC that yields a substantial cost savings to UIHC and the community as well as an immediate benefit to the individuals who are ensured a safe place to sleep and targeted services. 2) UIHC and the VA provide psychiatric services for participants in Fairweather Lodge (FWL) and Cross Park Place (CPP), and 501 Southgate (501). In combination with housing and other supports, this has proven to reduce hospital stays by 79%, Emergency Department (ED)/psych/inpatient treatment stays by 90%, and nights incarcerated by 99.9%. FWL, CPP, and 501 are Permanent Supportive Housing interventions; PSH is proven to save both lives and money. Costs for tenants decrease by 60% as compared to when homeless. 3) UI College of Nursing provides weekly health screenings & primary care at Shelter, FWL, CPP, and 501; as a result, clients are less likely to utilize ED services for non-emergent issues. 4) The ICPD reported a decrease in vagrancy calls by 74% due to Winter Shelter. Incarcerations, ambulance, and ED utilization were also down. These efficiencies apply to all Emergency Shelter services. 5) Table to Table provides rescued food to Shelter House Kitchen, containing costs for meal production. 6) Shelter House served on the work group to establish GuideLink Center and continues to collaborate to ensure efficient and effective service to individuals in crisis. 7) Shelter House is the lead entity charged by the state of Iowa to establish a Coordinated Entry System for individuals experiencing homelessness engaging providers throughout Johnson & Washington Counties. 8) Shelter House partners with Iowa Legal Aid and Center for Worker Justice to provide outreach, education, and funds to prevent evictions. 9) Shelter House partners with Iowa City to fund a Street Outreach case manager to aid individuals for whom homelessness has become a chronic condition, meeting them where they are at to build trust and offer desired services. 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. Shelter House serves adults and children experiencing homelessness in Johnson County. In the last year, children were 14% of those served; 64% of adult women served in emergency shelter served reported histories of domestic violence and 40% were actively fleeing a domestic violence situation; 11% of adults were veterans; 50% of adults reported suffering from mental illness or other disabling conditions; 27% suffer from chronic health conditions; all are living in poverty. Health complications worsen due to lack of access to or a secured payment source for treatment. Poor credit histories, criminal records, and low or fixed incomes severely limit clients' ability to access the limited affordable housing that is available in the community. Many Shelter House clients have profound skill and health deficits that severely and negatively impact their ability to compete for employment. Because of this, they are often unable to effectively participate in employment without support. Primary causes of homelessness are lack of jobs that pay a living wage, lack of skills, education, and job experience necessary to obtain and maintain those employment opportunities that do pay a living wage, lack of affordable housing, lack of access to substance abuse and mental health services, no medical coverage, medical impoverishment, family breakup and domestic violence. Shelter House does not serve a regional area. 9/16/2022 8:54 AM CST © 2022 e-CImpact page 10 of 24 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. Shelter House is committed to promoting an environment that provides racial and social equity for clients, and to providing a work environment free of unlawful harassment. SH maintains a strict prohibition against harassing conduct based upon race, religion, creed, color, sex, national origin, age, disability, sexual orientation, gender identification, veteran’s status or any consideration made unlawful by federal, state, or local laws. If a client is harassing another client because of race, or any other protected class, staff quickly responds and the harassing party may have services discontinued. Shelter House will foster an environment that is welcoming, inclusive, and provides equal access to services for every person, regardless of sexual orientation and gender identity. At intake, or any other time during their stay, clients indicate to staff the gender they most closely identify with, and staff then places them in the area of shelter that corresponds to their request. If a volunteer or staff member is uncertain about a person’s pronouns or gender, they will ask. No one will ever be asked to prove or explain their sexuality or gender identity. The preferred name and pronoun will be used in all interactions with and about the client, whether verbal or written. Shelter House staff complete training in Cultural Competency, Trauma Informed Care, and Mental Health First Aid, as well as United Way’s 21-Day Equity Challenge. Training subject matter is regularly revisited in weekly team meetings. Emergency Shelter and Permanent Supportive Housing facilities are ADA compliant; Shelter House complies with HUD's Equal Access Rule and federal Fair Housing Law. Particularly relevant to immigrant and refugee populations, Shelter House does not require Social Security numbers or identifying documents, although these documents are helpful for individuals seeking housing and employment. Shelter House relies on community partnerships for translation services. Provision of Emergency Shelter, Rapid Rehousing, and Permanent Supportive Housing has a unique positive impact on persons with disabilities and minority groups in Johnson County. While 5% of the Johnson County population is identified as having a disabling condition 50% of all Emergency Shelter participants, 52% of Rapid Rehousing participants, and 100% of Permanent Supportive Housing participants reported a disabling condition. African Americans constitute 8.2% of the population countywide, whereas they were 41% of all Emergency Shelter participants and 51% of all Rapid Rehousing participants. Other minority groups served at a rate consistent with or slightly less than the overall population demographics. The proposed projects promote racial equity and equal access for marginalized populations by ensuring access to Emergency Shelter and through Rapid Rehousing and Permanent Supportive Housing access to permanent affordable housing, employment, education, healthcare, and other mainstream benefits for members of these groups. Client Information Area Median Income 10. Organization serves clients who are at (Check all that apply): <30% AMI <50% AMI 9/16/2022 8:54 AM CST © 2022 e-CImpact page 11 of 24 <80% AMI >80% AMI Please explain : Shelter House services clients and guests at all income levels. The addition of the Eviction Prevention Program--which includes financial support for those facing foreclosure as well--expands Shelter House clients to include a higher socioeconomic level than previously served. 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. Shelter House does not have a fee structure for services, nor does Shelter House charge clients for services. Tenants living in Permanent Supportive Housing (Fairweather Lodge and Cross Park Place) have annually renewable lease agreements and do pay rent. Rent is controlled at no more than 30% of a tenant’s household income. If tenants experience income loss of any sort, their rent is recalculated at no more than 30% their new, lower income. 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). 9/16/2022 8:54 AM CST © 2022 e-CImpact page 12 of 24 We leverage United Way funds to match federal grants and support emergency shelter and winter shelter activities. These are funded primarily by local dollars. We are required to match all federal grants with 25% cash for a total match required last fiscal year of $312,925 (COC-RRH, $542,706; COC-PSH, $236,845; COC-Scattered Site, $472,140). Federal grant funds in the COC program offer direct rent assistance, security deposit, and support services to clients in RRH, PSH, and Scattered Site PSH totaling $1,251,691. In addition, Emergency Shelter and Winter Shelter staffing and services (24/7/365 and 15/7/120 respectively), cost $1.85 million to operate in the last fiscal year with only $325,000 available in federal funds to meet these obligations. Receiving unrestricted local dollars meets the need for these programs; we fundraise to fill the gap. United Way, Iowa City, and Coralville funds leverage HUD Emergency Solutions Grant (ESG) funds that support Emergency Shelter operating costs, keeping our doors open and ensuring a safe and secure shelter environment. ESG funds require a dollar-for-dollar match. The funding award for the last fiscal year was $325,000; the next fiscal year award for ESG funds will be made after the submission of this application. Local funding awarded through the Joint Funding process leverages $542,706 in HUD COC funds for Rapid Rehousing (RRH) services, requiring a 25% cash match obligation of $135,680. RRH is federally mandated by the HEARTH Act and provides support to individuals and families in the stability of their own home. RRH supports enable Shelter House to help people experiencing homelessness to transition as quickly as possible from the crisis of homelessness to the stability of their own home, provide budgeting and skill building, job placement services, and help for the disabled and elderly to access benefits for which they qualify. Local match is used toward case management, life skills development, housing and employment placement/retention services, and transportation. In FY24, Coralville and Iowa City funding will be used to meet cash match requirements for HUD COC grants for Permanent Supportive Housing through Cross Park Place, 501, and Scattered Sites, all targeted for chronically homeless single adults or families. The HUD award is $708,985 and requires a 25% match of $177,250. Matching funds are specifically used for case management and housing and employment placement and retention services. 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? 9/16/2022 8:54 AM CST © 2022 e-CImpact page 13 of 24 Emergency Services—Emergency Shelter: 1) 742 men, women, and children sheltered (106 children) 2) 22,000 nights of shelter provided 3) 11% adults were veterans Emergency Services--Street Outreach 1) 105 unsheltered people served 2) 70% exited to permanent housing Housing Services—Rapid Rehousing: 1) 435 people served 2) 93% moved to permanent housing 3) 80% exited with at least one source of income 4) Delivered 875 pieces of furniture to 251 households Housing Services—Eviction Prevention: 1) 291 individuals 2) 133 households 3) $229,229 distributed in direct cash assistance to those facing eviction Housing Services—Permanent Supportive Housing (Cross Park Place): 1) 24 chronically homeless adults housed ending decades of life on the streets. 2) Pre vs post housing service utilization changes are not readily available. However, analysis of nights in jail has been done and continues to demonstrate a substantial decrease of at least 65% in nights incarcerated. Housing Services--Permanent Supportive Housing (Scattered Site and 501 Project) 1) 24 households housed in partnership with local landlords with wrap-around services 2) First tenant moved in to 501 June of 2022. 36 Units filled 3) 36 more units of affordable housing developed for chronically homeless individuals Specifically, hundreds of people who would otherwise have had nowhere but the street to turn were provided a safe warm place to sleep, basic needs were met, and access to resources necessary to move forward in their lives was ensured. The majority were successful in obtaining both employment and permanent housing. We know from the Winter Shelter that as we ensure safe shelter for those in need, vagrancy calls to the police, emergency room visits, and incarceration rates all decrease. These same trends prove true and are sustained for individuals placed in a permanent home (Rapid Rehousing and Permanent Supportive Housing). Through these efforts combined, Shelter House helped hundreds of men, women and children to get back on their feet. We kept children in school, helped men and women get back to work, assisted the disabled and elderly to secure care and benefits for which they qualify, prevented evictions, and moved individuals and families into their own homes. Simply put, we helped people move beyond homelessness. 9/16/2022 8:54 AM CST © 2022 e-CImpact page 14 of 24 -- FY24 Form A: Agency Salaries & BenefitsShelter House 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 1.00 137,280. 00 1.00 1.00 1.00 Director of Operations /COO 1.00 1.00 1.00 91,950.0 0 1.00 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 72,500.0 0 1.00 1.00 1.00 Program Director / Manager 1.00 1.00 1.00 74,500.0 0 2.00 2.00 2.00 Program/Services Coordinator 1.00 1.00 1.00 42,500.0 0 2.00 2.00 2.00 Direct Services Worker 1.00 1.00 1.00 32,500.0 0 16.00 20.00 20.00 Administrative/Clerical staff 1.00 1.00 1.00 47,500.0 0 2.00 2.00 2.00 Other 10 10 10 465,850 28.50 34.50 36.50 Total 18 18 18 1,039,58 0 54.50 64.50 66.50 Volunteers Please indicate the number of volunteers active with your Agency. Last Year This Year Volunteers 155 185 9/16/2022 8:54 AM CST © 2022 e-CImpact page 15 of 24 -- FY24 Form B: Agency DemographicsShelter House 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 922 814 1,040 Female 774 650 535 Non-binary 6 12 15 Race Please indicate how clients self-identified. FY21 FY22 FY23 Asian 5 6 10 Black or African American 803 621 705 American Indian or Alaska native 13 13 10 Multiple Races 82 91 80 White 477 610 675 Other 8 7 10 Native Hawaiian or Other Pacific Islander 0 0 0 Ethnicity Please indicate how client self-identified. FY21 FY22 FY23 Hispanic, Latino or Spanish origin 114 128 100 Not of Hispanic, Latino or Spanish origin 1,588 1,348 1,490 Age 9/16/2022 8:54 AM CST © 2022 e-CImpact page 16 of 24 FY21 FY22 FY23 0-5 171 96 125 6-17 302 151 115 18-29 278 186 330 30-61 896 956 945 62-75 57 71 50 75+ Years 8 16 25 Area Median Income FY21 FY22 FY23 <30% AMI 1,650 1,437 1,502 <50% AMI 52 37 88 <80% AMI 0 0 0 >80% AMI 0 0 0 Geographic Location FY21 FY22 FY23 Johnson County (Combined, unduplicated) 1,702 1,476 1,590 Iowa City 1,206 1,006 1,120 Coralville 278 196 320 North Liberty 184 141 120 9/16/2022 8:54 AM CST © 2022 e-CImpact page 17 of 24 -- FY24 Form C: Agency BudgetShelter House 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 10,371.00 10,371.00 10,371.00 Iowa City Funding 106,773.00 109,809.00 115,300.00 Johnson County Block Grant Funding 87,500.00 89,500.00 89,500.00 Other Johnson County Funding (non-Block Grant Funding) 14,250.00 51,000.00 0.00 East Central Mental Health Region 0.00 90,000.00 0.00 UWJWC Allocation 80,750.00 82,750.00 86,612.00 UWJWC Designations 16,616.00 12,276.00 15,500.00 Community Foundation of Johnson County 10,000.00 10,000.00 10,000.00 Grants-Federal, State, Foundation 2,706,016.00 2,815,250.00 3,127,860.00 Fees for Services 0.00 0.00 0.00 9/16/2022 8:54 AM CST © 2022 e-CImpact page 18 of 24 FY21 FY22 FY23 Fundraising Events 785,080.00 815,450.00 856,225.00 Contributions/Donations (do NOT include in-kind) 422,738.00 439,650.00 461,635.00 Interest and Investment Income 0.00 121,257.00 0.00 *Other 624,701.00 980,055.00 1,224,855.00 Total 4,864,795.00 5,627,368.00 5,997,858.00 Expenses FY21 FY22 FY23 Personnel (Salaries/Benefits) 2,341,593.00 2,662,830.00 2,807,115.00 Operational Expenses 2,483,306.00 2,925,800.00 3,156,380.00 Other 0.00 0.00 0.00 Total 4,824,899.00 5,588,630.00 5,963,495.00 Fund Balance FY21 FY22 FY23 Revenue 4,864,795.00 5,627,368.00 5,997,858.00 Carryover Balance From Prev Year 76,068.00 106,256.00 132,244.00 Total Operating Balance 4,940,863.00 5,733,624.00 6,130,102.00 Less Total Expenses 4,824,899.00 5,588,630.00 5,963,495.00 Ending Fund Balance 115,964.00 144,994.00 166,607.00 Less Restricted Balance 9,708.00 12,750.00 20,250.00 Carryover Fund Balance 106,256.00 132,244.00 146,357.00 Bd/Donor/Funder Restricted Funds FY21 FY22 FY23 Bd/Donor/Funder Restricted Funds - please itemize 133,420.00 393,450.00 403,050.00 Restricted Reserve Funds from Contract Requirements for Buildings 133,420.00 393,450.00 403,050.00 Total 133,420.00 393,450.00 403,050.00 9/16/2022 8:54 AM CST © 2022 e-CImpact page 19 of 24 In-Kind Support FY21 FY22 FY23 Services/Volunteers 231,175.00 242,735.00 254,870.00 Material Goods 175,825.00 184,615.00 193,845.00 Space, Utilities, etc.32,560.00 34,190.00 34,900.00 Other 0.00 0.00 0.00 Reserve Funds FY20 FY21 FY22 Reserve Balance 93,735.00 133,420.00 393,450.00 9/16/2022 8:54 AM CST © 2022 e-CImpact page 20 of 24 Outcome Statement: Improve success for children and youth for school, post-secondary and work. # Indicator:# of students reporting positive relationships % Indicator:% of individuals reporting improved quality of life Outcome Statement:Households become financially stable. # Indicator:# of individuals receiving quality case management % Indicator:% of individuals exiting program to permanent or long-term safe, stable housing % Indicator:% of individuals reporting being able to increase income # Indicator:# of individuals receiving services for stable housing # Indicator:# of nights of shelter provided Outcome Statement:Increase health of children and adults # Indicator:# of individuals receiving domestic and family violence services % Indicator:% of individuals reporting feeling safe from violence # Indicator:# of individuals receiving mental health services Shelter House - Shelter House 3 - FY24 Performance MeasuresEducation Income Health 9/16/2022 8:54 AM CST © 2022 e-CImpact page 21 of 24 Outcome Statement: Improve success for children and youth for school, post-secondary and work. Outcome Statement:Households become financially stable. -- FY24 Form D: Performance MeasuresShelter House - Shelter House 3 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. Education # Indicators Actual Measurement Quarter and Total Qtr 1 Qtr 2 Qtr 3 Qtr 4 Year Total # of students reporting positive relationships Projected #100 % Indicators % Indicator Form Qtr 1 Qtr 2 Qtr 3 Qtr 4 Total for Year % of individuals reporting improved quality of life Projected #100 100 Projected # of Achieving 80 80 Projected Percent Achieving 80 80 Indicator Question Please identify how the data will be collected. The data will be collected by interviews with program staff at exit. Income # Indicators Actual Measurement Quarter and Total Qtr 1 Qtr 2 Qtr 3 Qtr 4 Year Total # of individuals receiving quality case management Projected #500 9/16/2022 8:54 AM CST © 2022 e-CImpact page 22 of 24 Outcome Statement:Increase health of children and adults # of individuals receiving services for stable housing Projected #800 # of nights of shelter provided Projected #20,000 % 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 #350 350 Projected # of Achieving 325 325 Projected Percent Achieving 92.86 92.86 % of individuals reporting being able to increase income Projected #350 350 Projected # of Achieving 175 175 Projected Percent Achieving 50 50 Indicator Question Please identify how the data will be collected. The data for these performance measures will be collected from client interviews at exit, and data that is collected in our Homeless Management Information Systems database. Health # Indicators Actual Measurement Quarter and Total Qtr 1 Qtr 2 Qtr 3 Qtr 4 Year Total # of individuals receiving domestic and family violence services Projected #225 # of individuals receiving mental health services Projected #250 % Indicators % Indicator Form Qtr 1 Qtr 2 Qtr 3 Qtr 4 Total for Year 9/16/2022 8:54 AM CST © 2022 e-CImpact page 23 of 24 % of individuals reporting feeling safe from violence Projected #225 225 Projected # of Achieving 200 200 Projected Percent Achieving 88.89 88.89 Indicator Question Please identify how the data will be collected. The data will be collected with client interviews at exit and data that is entered into our Homeless Management Information Systems database 9/16/2022 8:54 AM CST © 2022 e-CImpact page 24 of 24