HomeMy WebLinkAboutHCDC Packet 02-21-19Agenda
Housing & Community Development
Commission (HCDC)
Thursday, February 21, 2019
6:30 P.M.
Senior Center, Room 202
28 S. Linn Street, Iowa City
Use the Washington Street entrance or
2nd floor skywalk via Tower Place parking garage
1. Call meeting to order
2. Approval of the January 17, 2019 minutes
3. Public comment of items not on the agenda
4. Monitoring Reports
• The Housing Fellowship (FY17, FY18, and FY19 Rental Rehab, FY19 Rental
Acquisition, and FY19 CHDO Operating)
• Habitat for Humanity (FY17 Acquisition on N. Governor, FY18 Acquisition at
2629 Blazing Star, and FY19 Acquisitions at 2764-2774 Blazing Star)
• Mayor’s Youth Empowerment Program (FY19 Acquisition)
5. Question/answer session for FY2020 Emerging Aid to Agencies applications –
available online at www.icgov.org/actionplan
6. Question/answer session for FY2020 Community Development Block Grant
(CDBG) and HOME Investment Partnership Program (HOME) applications –
available online at www.icgov.org/actionplan
7. Staff/commission comment
8. Adjournment
If you will need disability-related accommodations to participate in this program or event, please
contact Kirk Lehmann at kirk-lehmann@iowa-city.org or 319-356-5230. Early requests are strongly
encouraged to allow sufficient time to meet your access needs.
Date: February 14, 2019
To: Housing and Community Development Commission (HCDC)
From: Neighborhood Service Staff
Re: February 21, 2019 meeting
The following is a short description of the agenda items. If you have any questions about the
agenda, or if you are unable to attend the meeting, please contact Kirk Lehmann at 319-356-
5247 or Kirk-Lehmann@Iowa-City.org.
* Indicates Action Item
Item 1. Call Meeting to order
Item 2. Approval of the January 17, 2019 minutes*
Item 3. Public comment of items not on the agenda
Item 4. Monitoring Reports
We invite CDBG and HOME recipients to provide annual updates on projects. The updates
help inform the commissioners about the progress and learn about the agencies’ roles serving
the community. Staff or project recipients will provide updates on the following projects:
• The Housing Fellowship (FY17, FY18, and FY19 Rental Rehab, FY19 Rental
Acquisition, and FY19 CHDO Operating)
• Habitat for Humanity (FY17 Acquisition on N. Governor, FY18 Acquisition at 2629
Blazing Star, and FY19 Acquisitions at 2764-2774 Blazing Star)
• Mayor’s Youth Empowerment Program (FY19 Acquisition)
Item 5. Question/answer session for FY2020 Emerging Aid to Agencies
applications
Applications can be found online at www.icgov.org/actionplan. At this meeting, HCDC will
host a question and answer session with applicants. Applicants are strongly encouraged to
send a representative to answer any questions. No action will be taken. HCDC’s funding
recommendations for Council will be made next meeting (March 21).
Item 6. Question/answer session for FY2020 Community Development Block Grant
(CDBG) and HOME Investment Partnership Program (HOME) applications
Applications can be found online at www.icgov.org/actionplan. At this meeting, HCDC will
host a question and answer session with applicants. Ranking sheets should help guide any
questions, and applicants are strongly encouraged to attend. Applicants have also been
instructed that this session is not for them to provide an agency presentation, simply to
answer HCDC’s questions concerning their application.
Applicants are instructed not to submit additional documents at this meeting. If HCDC
requests additional information, the applicant will submit the requested item and staff send
it to all members to ensure everyone has the same information. Funding recommendations
and finalized rankings will be due on March 7. No action will be taken. HCDC’s funding
recommendations for Council will be made next meeting (March 21).
Item 8: Staff/Commission Comment
Item 9: Adjournment*
MINUTES PRELIMINARY
HOUSING AND COMMUNITY DEVELOPMENT COMMISSION
JANUARY 17, 2019 – 6:30 PM
SENIOR CENTER, ASSEMBLY ROOM
MEMBERS PRESENT: Megan Alter, Mitch Brouse, Charlie Eastham, Christine Harms, John
McKinstry, Maria Padron and Paula Vaughan
MEMBERS ABSENT: Vanessa Fixmer-Oraiz
STAFF PRESENT: Kirk Lehmann, Erika Kubly
OTHERS PRESENT: Kristie Doser, Lauri Mitchell, Christi Regan, Ellen McCabe, Sara Barron,
Barbara Vinograde, Susan Gray, Ron Berg, Brian Loring, Becci Reedus,
Genevieve Anglin, Mark Sertterh, Jamie Kearney, Jenny Winegarden,
Nicki Ross, Sara Barron
RECOMMENDATIONS TO CITY COUNCIL:
By a vote of 7-0 the Commission recommends to City Council funding the full requested amount of
Legacy Aid to Agencies applications as shown below for FY20 and FY21, and that Council invite HCDC
to discuss this recommendation at their soonest available work session.
Agency Request
4 Cs Community Coordinated Child Care $20,000
Arc of Southeast Iowa $20,000
Big Brothers Big Sisters of Johnson County $25,000
Crisis Center of Johnson County $66,000
Domestic Violence Intervention Program $50,000
Elder Services Inc. $40,000
Free Lunch Program $16,000
HACAP $25,000
Housing Trust Fund of Johnson County (HTFJC) $30,000
Inside Out Reentry Community $30,000
Iowa City Free Medical Clinic/Dick Parrott Free Dental Clinic $17,500
Iowa Valley Habitat for Humanity $25,000
Neighborhood Centers of Johnson County $55,000
Pathways Adult Day Health Center/ Aging Services, Inc. $25,000
Prelude Behavioral Services $20,000
Rape Victim Advocacy Program $23,000
Shelter House $85,000
Table to Table $20,000
United Action for Youth $33,000
Total $625,500
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January 17, 2019
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CALL MEETING TO ORDER:
Vaughan called the meeting to order at 6:30 PM.
APPROVAL OF THE DECEMBER 20, 2018 MINUTES:
McKinstry noted that Eastham is active member of the Johnson County Affordable Housing Coalition but
not a member of the Board as listed on page 5.
Eastham moved to approve the minutes of December 20, 2018, with correction. McKinstry seconded. A
vote was taken and the motion passed 7-0.
PUBLIC COMMENT FOR TOPICS NOT ON THE AGENDA:
Becci Reedus (Crisis Center) appreciates the effort of the Commission as this is her 10th year of
application cycles. In those 10 years the allocation from the Crisis Center has gone from $40,000 to
$39,000 and hasn’t seen any increases. In 2008, pre-flood numbers for food services at the Crisis Center
was about 32,000 for the year and this year they will see about 54,000 to 55,000 and the $40,000
allocation is slipping in terms of its impact for the agency. Reedus noted that each agency could talk
about how the impact and the dollars received is not growing and that is concerning. Reedus noted she
sits on the steering committee for the Access Center and greatly supports it but is concerned by the
number of dollars that is being considered for its support. For example, the City is proposing to raise the
utility tax to support the Access Center but Reedus wonders why the City cannot raise the utility tax to
support nonprofits in the community. She attended Council’s budget work session and asked some
councilors if they get requests for increased nonprofit funding and the answer was no. There was no
information in the budget workshop information that indicated there was communication at all from this
Commission to City Council to alert them nonprofits are falling behind. Reedus has seen the growth in the
budget and city population, and is concerned that with that growth comes more problems, more people
that need to be fed each year, and more people relying solely on the food bank for food. Other issues the
City talked about were the closing of Proctor & Gamble which also concerns the Crisis Center. There is
not a lot of corporate support in Iowa City, there are not a lot of big foundations to turn to, and nonprofits
trying to increase their budgets are doing so using development staff who need to be paid well. Reedus
feels this Commission could help nonprofits advocate to City Council for additional money each year.
Council even talked about a local option sales tax which Reedus supports, but Council is not talking about
any of that additional income going towards nonprofit funding. Nonprofits address needs that exist in the
community, they do not create the need, and without addressing the need, problems will be even greater
in this community. She thinks the Commission needs to address this with City Council.
Vaughan thanked Reedus for her comments and asked Staff to put this item on next month’s agenda.
Sara Barron (The Johnson County Affordable Housing Coalition) will be resuming their community
meetings on the fourth Friday of every month presenting housing topics of interest to people. The topic in
January will be Habitat for Hum anity sharing initiatives they are working on as well as talking about the
new interfaith committee that they are developing. The meeting is at noon on Friday, January 25 at the
Johnson County Health and Human Services Building.
MONITORING REPORTS:
Kristie Doser reported on the Domestic Violence Intervention Program (FY19 Aid to Agencies). She noted
CDBG and Aid to Agencies funding supports their shelter services, specifically staffing so they can have
additional support for individuals staying in the shelter. She shared a couple of stats on shelter services
for FY18, they housed 298 individuals and children in the shelter (pretty much a 50/50 split on adults and
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January 17, 2019
Page 3 of 12
children), they are full 100% of the time and therefore also sheltered 72 adults and children in hotels for
short periods until space opened in the shelter. Doser noted they had 170 families that contacted them
that they were not able to house when needed and therefore had to negotiate with those families about
their safety, and work on options with them on how to respond to their situation. Doser noted that about
five years ago services for domestic violence and sexual violence in Iowa was restructured, which
reduced domestic violence shelters from 26 to 8 in the entire state. Therefore, CDBG money is incredibly
important and allows DVIP to do support services for victims such as support groups, counseling, and
advocacy in court and help victims work with DHS and other systems within the community. Doser noted
they are looking to expand nights of safety services, last year they served 13,030 nights (meaning for
every person that stayed at the shelter, they calculated how many nights they stayed there), which is
higher, meaning the average length of stay in shelter is growing, which relates to resources that are or
aren’t available. The average night length of stay has been as low as 21 nights per family to the current
average of 26 nights. That means they lose resources in the community, or housing is difficult to find, so
they stay in shelter longer and fewer people can get in. The 170 families not able to get in would have
equated to 4,470 nights needed. Doser gave an example of how devastating domestic violence is and
how much a dollar can leverage. When people think of domestic violence, the first question is “why did
they stay”. She says the question is what would it take for a person to remain safe from the one person
that knows everything about them including their home (does the partner have access to it), the children,
the car, money, the job, etc. For domestic violence, perpetrators have more leverage than most criminals,
so the amount of impact they can have on a victim ’s life is tremendous. On average, perpetrators will stalk
their partners for 21 months, that is almost two years of harassment that affect your job, children, school,
etc. These services are immediate and urgent and that is why the funds are so important to DVIP.
Eastham asked to see what a fully funded DVIP program would look like in the future. Doser said she
would be happy to have that conversation. Eastham stated he has heard a major issue is placing people
from DVIP into housing and wonders what types of available housing are needed. Doser noted their
services are in no way comprehensive, they are crisis intervention solely and the care and healing they
must give to the victims and how to support them moving forward.
Mark Sertterh reported for Shelter House (FY17 Cross Park Place, FY19 A2A & Rental Acquisition). He
began with the Cross Park Place project which funded land acquisition for the new facility at 820 Cross
Park Place. It just held its open house and will have 24 units of permanent housing for the chronically
homeless. The land was purchased in April 2016 and individuals should be able to move in at the end of
this month. With FY19 Rental Acquisition funds, they are looking to purchase a fourth house for
permanent housing but are still finding other funding streams to buy a home. If they cannot obtain the
additional funding they will then go to a bank to see about a possible mortgage to proceed. Sertterh
noted with the Aid to Agencies money is used for staff support at the emergency shelter, which provides
for the immediate needs of people in housing crisis. They serve more people every year, last year they
served over 900 people in shelter. Aid to Agencies provides staff support for people’s needs and safety.
He noted that DVIP and Shelter House have partnered in the past couple years for Rapid Rehousing
dollars from HUD to help people who experiencing homelessness. It has been a win/win for both
agencies.
Eastham asked for clarification on how the Rapid Rehousing money from HUD is used. Sertterh said the
money is for anyone who is literally homeless and on the streets or in shelter to be used for short-term
rental assistance (up to one year).
Vaughan expressed congratulations as she attended the open house for the new facility.
Eastham made the same request to Shelter House he made for DVIP, if they could provide what a fully
funded program would look like. Sertterh agreed it would be a great discussion to have.
Ron Berg from Prelude gave an update on their project (FY19 Rental Rehab). The CDBG funds are to
replace a hot water heater at their 12 unit transitional housing complex. They expect to have the bid
documents out for that project in the next couple of weeks.
Susan Gray from 4Cs presented an update on their project (FY19 Daycare Technical Assistance). She
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January 17, 2019
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noted all agencies do amazing work and it is hard to compete with domestic violence, free medical or free
lunch programs and other first level of needs for families to survive, but if the community doesn’t support
childcare no one has an opportunity to break out of the cycle of poverty. They just received the CDBG
funding in November but Johnson County Empowerment funding allowed them to fund their project
before the CDBG funding. The 4 C’s program works with childcare providers that serve at least 51% of
children on childcare assistance, that is, lower income and at-risk children. Currently, they actually serve
100% of children with childcare assistance which shows the lowest income providers (87.5% of the
providers) participating in this program are at 0-30% income. Last year there were 17 on the program and
they now have 21, 12 of which have their first language as something other than English and the other 9
are English speaking but serve minority children. 18 of the 21 have become registered with the Iowa
Department of Human Services and 2 more are ready to submit. Gray noted last year they worked really
closely with 5 providers to get them registered which was a lot of work. Another issue the providers work
with is that everyone in the child’s family needs a physical which requires to educating them on cultural
differences that doctor visits are needed when healthy as well as when sick. The program helps childcare
providers become more financially viable with their small business. Gray noted that childcare assistance
is a huge problem in Johnson County due to childcare fees being so much higher and they struggle to
find places for children. CDBG funding helps increase the opportunities for childcare and it is critical that
young children receive good quality care and are well nurtured to have a better chance in school. 4C’s
motto is to support the providers until the work is done. A challenge of the past few months has been
when providers must move from one apartment to another due to landlord issues and they can lose the
DHS funding during the move time. 4C’s held a meeting recently at the Neighborhood Centers with 100%
of the providers and they are incredibly appreciative of the support and are excited to learn more. This
meeting on business practices, keeping records up-to-date, and other business tips was well received.
Harms asked how many children are in each of the 21 providers. Gray said the immigrant family childcare
providers can have up to 6 children, but those in apartments will usually have 3 or 4. Other home
facilities can have 12 children with 2 providers and 4 extra after school. Overall Gray feels around 200
children are impacted.
Harms asked for an estimate in Johnson County for the number of children ages 0-5 who need childcare
versus number of available slots. Gray does not have that statistic, but noted that Johnson County is not
as bad as other areas in Iowa. She noted there is a difference in slots available in childcare centers
versus homes, home childcare is now down to 10% which may be impacted by places such as North
Liberty that have centers with 200-300 slots in one center.
Lehmann noted these were CDBG Economic Development dollars and is technical business assistance
for low income children providers. This comes from a different pot of funds than Aid to Agencies.
UPDATE ON ARTHUR STREET HEALTHY LIFE CENTER PUBLIC FACILITY PROJECT:
Lehmann noted the presenter had a conflict with students so she was not able to get away. She instead
sent a brief written statement. The Arthur Street Healthy life Center is still working to engage stakeholders
for the building purchase. The proforma for the clinic practice looks promising and potential partners
looked at the building last week. She would like to be able to give another update at the next meeting.
Eastham asked if there was a deadline they were working against for using the funds allocated.
Lehmann said the deadline was originally June 30 but the fact that they haven’t signed an agreement
means another deadline in March will be initiated as half of their funds should be expended per HCDC
policy. Lehmann said it is a local deadline based on fiscal years and can be flexible as long as other
CDBG projects are expending funds.
DISCUSS FY2020-2021 LEGACY AID TO AGENCIES FUNDING REQUESTS AND CONSIDER
BUDGET RECOMMENDATION TO CITY COUNCIL:
Lehmann asked if the Commission wanted to discuss the priorities first or go off the points allocated. The
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priorities come into play in the point totals and based on their allocation targets.
Vaughan suggested starting with the priorities because that will determine the funding. Based on the
initial allocations most Commissioners agreed with a few exceptions.
For 4C’s Harms had a different priority. Harms noted at the last meeting, HCDC decided to determine the
priority based on the use for funding requested. She changed her priority to medium because it is
employment training to certify caregivers and not as much childcare services. Padron asked if they are
ranking based on the mission of the whole agency or just the project because the Commission needs to
be consistent. Vaughan noted they clarified last time they would rank based on the project. Alter offered a
counter perspective that there is such a need and it is difficult to get certified this type of training, so it
creates better quality childcare and therefore should be a high priority. Padron agreed it should be a high
priority as the training is necessary for quality childcare. Brouse stated the intent of the program is to
create more caregivers through the training which will help people sustain a job and have a career.
Harms agrees to the consensus of a high priority.
Vaughan noted Arc of Southeast Iowa is next, which is evenly divided as a medium or high priority.
Padron added her priority of medium. Brouse noted he originally had it as a medium but after HCDC’s
conversation last meeting, it seemed to him they intend to spend the money on a daycare program so he
switched it to high. Padron noted it is not daycare of everyone but for special needs and that is why she
ranked it medium for disability services. Harms admitted she was unsure but feels it could be a high
priority because it is for childcare, and while it is not impacting many people it is so specialized and so
needed because it is difficult to find this type of childcare. Vaughan agreed with Harms but agrees it could
be high priority. It was decided to leave it as a Medium/High category.
Vaughan moved on to Big Brothers Big Sisters, most Commissioners ranked it as medium but a couple
said high. Alter ranked it as high because of the mental health services aspect of the children served, the
kids come from homes with single parents, parents in jail, substance abuse, have many siblings and
underlying mental health issues that are sometimes overlooked by parents and schools. A lot of these
children can feel overlooked and no one takes the time to do anything about it. This organization can spot
some of these issues and pair children with caregivers and bring stability into their lives. Vaughan and
Padron both chose medium priority as it is a youth service, the majority agreed.
Elder Services was majority of medium but Alter also gave that a high priority because it is Meals on
Wheels and transportation which are both high priorities. Vaughan noted the majority of the Commission
ranked it medium and with no further discussion it would remain listed as medium.
Vaughan moved on to The Housing Trust Fund of Johnson County (HTFJC), everyone else listed it as
high priority, Vaughan ranked it low because it would be used for operations rather than direct services.
McKinstry noted that with HTFJC many municipalities designate certain projects with their funding and
therefore HTFJC is limited on how they cover operating expenses. Additionally HTFJC multiplies by many
times the money that is given to them through other sources (federal funds, tax credits, etc.) and for that
reason he feels it is a high priority. Vaughan concurred with the group and agreed it could be a high
priority. Harms noted the impact HTFJC is huge.
Next discussed was Inside Out Reentry. Vaughan also noted she was the only one that ranked it as low
since it was to be used for services and administration but again consented to the majority of high priority.
Vaughan moved along to Neighborhood Centers and noted she ranked it medium because it was listed
as indirect costs but is okay with high priority if that is the rank of the group. McKinstry noted it will go
directly to subsidized childcare and Vaughan agreed that was a high priority.
Prelude was next, Alter feels they are addressing the homelessness and mental health, many of their
clients have mental health issues that result in substance abuse which results in homelessness, a lot of
these clients have worn out their welcome with friends, family and because of their issues with mental
health they turn to alcohol and drugs and are put out on the street. Harms agreed and would be willing to
change her ranking to high. Padron understands that everything is high priority but they cannot rank
everything high priority, Harms understands and notes everyone’s heart says high but the reality is they
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cannot all be. Alter agreed and is fine with a medium priority ranking.
Finally was United Action for Youth, Alter felt it was a high priority as it funded homelessness and mental
health for the youth. Teenagers have a child, their parents kick them out, they have nowhere to go, and it
is a big issue and needs to be addressed. Vaughan also rated it high because of the homelessness
piece. Padron agreed it should be high. The consensus of the group was to change it to a high priority.
Vaughan thought moving to allocations they would start with low priority allocations, as there is only one
agency that scored as a low priority, the Iowa Valley Habitat for Humanity. Eastham noted 5% of the total
allocation was targeted to low priority activities and there is a minimum of $15,000 for any agency.
Eastham therefore he feels Habitat should be allocated $15,000. The rest of the Commission agreed.
Next agencies with a medium priority ranking were discussed. Everyone assigned the Iowa City Free
Medical Clinic $15,000. Vaughan suggested funding $15,000 to all medium priorities to see how funding
played out. The Commission agreed.
That left high priority agencies to discuss, the highest ranked was the Crisis Center followed by Shelter
House. Vaughan noted some of the average allocations came in below the minimum of $15,000 so they
either need to be raised to $15,000 or not given any funding. Padron said they should be moved to
$15,000 because all the ones in the medium category below a $15,000 average were moved to $15,000.
Brouse noted the Crisis Center ranked the highest and the average allocation was $33,500. Eastham
supported the Crisis Center having a higher allocation because it emphasized shelter and food services.
Brouse agreed and had a higher allocation as well. HCDC decided to round the average of the
Commissioner’s individual funding down to the nearest $1,000 and see what the tally looked like. That
brought the total allocation to $368,000 which was $13,000 over the total funds to allocate. Discussion
began on how to reallocate to stay within budget. Vaughan suggested taking $1,000 off of each of the
high priority categories that are above the minimum which left HCDC $6,000 over budget.
Eastham asked about Habitat and why they have not received funds the past few years. Lehmann noted
they received CDBG/HOME funds for specific projects but not funding for operating funds since FY15.
Eastham suggested allocating zero dollars to Habitat and redistribute that it to cover the overage and use
the $9,000 to support other agencies. Vaughan noted no one in the low category would receive funding.
Harms noted that the Commission agreed that whatever is allocated this year to an agency, the same
amount is guaranteed next year, so agencies can have some consistency. That would mean if nothing
was given to an agency this year, such as Habitat, then they would also not receive any funding next
year. Lehmann said Habitat would no longer be eligible for legacy Aid to Agencies but could apply for
emerging funds if that happened.
Padron stated while it is a low priority on the list, it is still a high priority in the community as
homeownership is important.
McKinstry agreed that homeownership an important part of overall services in the City but understands it
doesn’t score as high on priorities, but the Commission also committed to fund lower priority agencies.
Eastham feels Habitat will continue to function without funding and the $9,000 should be allocated to
Shelter House which does provide homes to people who are in dire straits.
Becci Reedus (Crisis Center) asked to have all the priorities read to the audience as well as the
allocations from the previous year. Lehmann read through the spreadsheet which totaled up to $361,000,
$6,000 over budget as follows:
Priority
FY19
allocation
Recommended
FY20-21
allocation
Iowa City Free Medical Clinic/Dick Parrott Free Dental Clinic Medium $15,000 $15,000
Prelude Behavioral Services Medium $16,000 $15,000
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Elder Services Inc. Medium $20,000 $15,000
Big Brothers Big Sisters of Johnson County Medium $15,000 $15,000
Pathways Adult Day Health Center/ Aging Services, Inc. Medium $15,000 $15,000
Arc of Southeast Iowa Medium $0 $15,000
Iowa Valley Habitat for Humanity Low $0 $15,000
Crisis Center of Johnson County High $40,000 $33,000
Shelter House High $50,000 $47,000
HACAP High $15,000 $15,000
Neighborhood Centers of Johnson County High $34,300 $25,000
Domestic Violence Intervention Program High $40,000 $27,000
4 Cs Community Coordinated Child Care High $15,000 $15,000
Rape Victim Advocacy Program High $20,000 $15,000
Table to Table High $15,000 $15,000
Free Lunch Program High $15,000 $15,000
Housing Trust Fund of Johnson County (HTFJC) High $24,000 $15,000
United Action for Youth High $27,400 $19,000
Inside Out Reentry Community High $15,000 $15,000
Reedus questioned if the Crisis Center was the highest scorer in the highest category then why aren’t
they receiving a bigger allocation than others. She would like to have justification so she can relay that
back to her board of directors.
A member of the audience asked if there was less funding this year than allocated last year. Vaughan
stated the allocation was $391,000 last year and $355,000 this year. Lehmann noted part of the change is
splitting off money for emerging agencies.
Eastham responded to Reedus’ question on the Crisis Center allocation, he acknowledged it was a good
point, the average ranking for the Crisis Center was 58 which was the highest ranking and is willing to
revise the allocations to reflect the higher ranking.
Vaughan noted since they are already over the budgeted allocation, they would need to figure out a way
to allocate more to higher ranked agencies. The first discussion is whether to keep the allocation to the
low priority, it was decided that the Commission would fund low priorities at an earlier meeting.
Alter stated she was for funding it initially but after listening to the discussion about the long-term
repercussions she would be okay with reallocating that $15,000 to other agencies. Vaughan asked for the
consensus of the Commission to drop the low priority category and to allocate those funds elsewhere.
Brouse would be in favor of taking the $9,000 from the allocation and giving $3,000 to Shelter House to
get them to $50,000 and the other $6,000 to the Crisis Center. That would put Crisis Center at 59% of the
funding they asked for and the Shelter House at 58% of the funding they asked for.
Eastham supports that reallocation, but notes the ranking scores rest on several considerations not all of
which strictly applicable to his thinking of the need for the specific kind of service the application is for and
the need for that service and activity. He is inclined to support a higher dollar allocation to Shelter House
than Crisis Center at this point. It is his assessment that sheltering people is a bit of a greater need than
food distribution, which is also a big need.
Genevieve Anglin (United Action for Youth) noted that it is understood there are limited dollars but part of
what was discussed was the need of nonprofits in the community to have reliabl e funding from year to
year and while she doesn’t want to take money away from Crisis Center or Shelter House but they are
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getting close to what they got last year whereas UAY is going down by $8,000 which is less than 1/3 of
what they received this year. In the last five years their allocation has reduced more than 50%.
Padron stated the Commission talked about giving new agencies money so it is hard to fulfill every need.
Padron wanted to hear from the Shelter House as to why they asked for $35,000 more this year than last.
Mark Sertterh (Shelter House) stated the amount of services they are providing is exponentially more with
the new services and new project they have coming online with the Cross Park Place building and will be
doing more services for the community.
Becci Reedus (Crisis Center) asked if there was no chance for the Commission to go to Council and ask
for more money to fund nonprofits. Lehmann stated the Commission could request additional funding
from Council with their allocation recommendation. Eastham agreed the Commission should do so.
Lehmann noted some preliminary allocations made here may change based on unknown federal CDBG
allocations. Lehmann said they are using a conservative estimate at this time because last year’s funding
was so unusual. Eastham noted that the Johnson County Board of Supervisors is now awarding $1.5
million to basically this same group of service providers.
Kristie Doser (Domestic Violence Intervention Program) shared that because they received reduced local
and state funding over the past five years they are in jeopardy of losing federal funding which would be a
loss of $200,000 to $400,000. She knows they are not the only program dealing with this issue.
Eastham asked for the timeline for these recommendations. Lehmann said it is taken to Council in May
when CDBG/HOME allocations are made. He added the next two Commission meetings will be used for
question and answer for CDBG/HOME applications and for allocating CDBG/HOME funds.
Vaughan noted that when the Commission makes a recommendation tonight they can also request more
funding from Council. Lehmann agreed, noting the Commission makes recommendations while Council
makes the final allocation decision.
Eastham stated that if Council were to allocate an additional $270,000 to the Aid to Agency budget it
would allow the full requests from all applicants. The full request total is $625,500, the current budget is
$355,000 so an additional $270,500 would meet the requests. Padron agrees with Eastham to ask for the
full amount. Alter added that Council is discussing the FY20 budget right now so it is urgent to ask for
additional funding now rather than waiting. Eastham noted at the budget meeting last week the City
Manager pointed out that Council had $2.5 million in funds from this current fiscal year that is available for
a variety of purposes and the City Manager suggested four of five specific allocations for those funds.
$1.5 million or so of those funds was for a reserve fund to build another repair/maintenance facility which
the City needs, but that reserve funding can also come from bonding so he is suggesting to taking
$270,500 from the reserve fund to cover the nonprofit allocations.
Lehm ann said the Commission could recommend what they want Council to consider in the motion, he
suggests they make allocations based on the amount they have been given and suggest that additional
funds be awarded to meet the agency requests. Lehmann said they did not need to specifically state
where they want the funds to come from. Kubly agreed they didn’t need to say where the money would
come from.
McKinstry suggested sending along a statement that says with the funds that have been allocated the
allocations are as such, but with shrinking funds over the past several years and the needs are
increasing, and additional funding should be considered because agencies need some relief.
Lehmann stated they could defer the recommendation. Eastham stated he thinks it should be on the
agenda as soon as possible because it seems to take Council time to absorb recommendations from this
Commission.
Ellen McCabe (Housing Trust Fund Johnson County) mentioned that if the Commission were to submit
the table showing full recommendations along with requested amounts perhaps a column should be
Housing and Community Development Commission
January 17, 2019
Page 9 of 12
added to show the net impact from current allocations. Vaughan agreed showing the Council all the
information is important.
Ron Berg (Prelude) noted if the trend continues as it is currently it won’t be long before every agency is
just getting $15,000.
Eastham feels if a recommendation is made to Council for allocations that total $355,000 he would vote
against that as he doesn’t want Council to be able to start off their discussion that option. He wants them
to have the $625,500 as the option to consider. He feels this needs to go before Council sooner rather
than later and that membership from this Commission should be present at the meetings where these
allocations are discussed as well as the agency representatives.
Kubly noted that the Council agenda is already set for the next meeting, if a letter was to be drafted from
HCDC it could go in next week’s Council information packet. Eastman added Council wi ll have to vote on
the FY20 budget in March so he would want this on their agenda before the March budget vote.
McKinstry asked if they were to send a letter to Council from this meeting that requests full funding for
A2A, if Council comes back and states HCDC only has the $355,000 to spend will there be time for the
Commission to make those allocations. Lehmann said they might have to add in a special meeting.
Padron noted the Neighborhood Centers scored pretty high and the first three agencies are around 58%
of ask and the Neighborhood Centers is less than 50%.
Alter feels it is best to table the discussion on the allocations, send in the recommendation request for full
funding and see what Council does.
Barbara Vinograd (Iowa City Free Medical Clinic) acknowledged the Commission has an impossible task,
but wanted to note that had she known there was a possibility of getting more than the $17,500 she would
have asked for more, she made a small request knowing in the past how small the allocations had been.
If the City really has money available many of the agencies would advocate for more.
Eastham moved to recommend that City Council fund the full requested amount of Legacy Aid to
Agencies applications as shown below for FY20 and FY21, and that Council invite HCDC to
discuss this recommendation at their soonest available work session. Harms seconded the
motion.
Agency Request
4 Cs Community Coordinated Child Care $20,000
Arc of Southeast Iowa $20,000
Big Brothers Big Sisters of Johnson County $25,000
Crisis Center of Johnson County $66,000
Domestic Violence Intervention Program $50,000
Elder Services Inc. $40,000
Free Lunch Program $16,000
HACAP $25,000
Housing Trust Fund of Johnson County (HTFJC) $30,000
Inside Out Reentry Community $30,000
Iowa City Free Medical Clinic/Dick Parrott Free Dental Clinic $17,500
Iowa Valley Habitat for Humanity $25,000
Neighborhood Centers of Johnson County $55,000
Pathways Adult Day Health Center/ Aging Services, Inc. $25,000
Prelude Behavioral Services $20,000
Housing and Community Development Commission
January 17, 2019
Page 10 of 12
Rape Victim Advocacy Program $23,000
Shelter House $85,000
Table to Table $20,000
United Action for Youth $33,000
Total $625,500
Eastham strongly suggested that Vaughan, as chair of HCDC, contact the Mayor and discuss the results
of this meeting and let him know HCDC would like to come to the next available work session to discuss.
Vaughan agreed to reach out.
Kubly added that anyone can go to the Council meetings and talk during the “items not on the agenda”
public comment portion of the meeting. Eastham stated he doesn’t like that opportunity because he feels
Vaughan needs to talk directly to the Mayor.
Sara Barron (Johnson County Affordable Housing Coalition) asked if the funding for Habitat for Humanity
is included in recommendation to Council. Eastham agreed it would be included in the recommendation.
A vote was taken and the motion passed 7-0.
OVERVIEW OF HOUSING PRO FORMA TEMPLATE:
Lehmann gave an update on the Housing Pro Forma noting it only affects rental housing projects, though
HCDC will have expected rents and sales prices for owner-occupied projects from the application.
Lehmann explained various items on the Pro Forma. The Pro Forma spreadsheet has instructions which
explains each line item and what they need. Generally when looking at rental projects, costs are
anticipated to increase faster than rents, so the City assumes 2% rent and 3% expense increases. The
Gross Amount of Income is revenue coming in from rents based on the HUD-allowable rent times by the
number of units. There is a line for other income, but it is almost never used because it can be difficult to
anticipate what that income might be, usually it’s things like money-operated laundry machines, etc.
Tenant Contribution is other payments like parking or storage space. Gross revenue is all those items
added up. For vacancy loss, we generally assume 5% but it can be higher depending on demographics or
clientele. Revenue minus vacancy creates the Effective Gross Income which is the amount of revenue
expected in a given year. Expenses are pretty straightforward; insurance, maintenance and structural
repairs (which is generally around 1% of the price of the property), management fees (usually between
5% and 7% but some nonprofits don’t charge management fees), miscellaneous expenses (accounting,
legal, advertising, etc.). Lehmann noted the City bases their estimates on the Iowa Finance Authority.
With regards to property taxes, a lot of nonprofits do not have to pay property taxes other than the first
year which may result in a negative cash flow that year. The actual cash flow is revenue minus expenses.
Operating reserves should be no less than $350 per unit, it is better to see more as IFA has higher
reserve requirements than the City. Finally the debt coverage ratio is important, a 1:1 debt coverage ratio
means the operating income exactly matches operating expenses. The City needs to see a minimum of
1.2:1 by year three to show enough cash flow to support the project in case something not anticipated
occurs. Some affordable housing lenders use a debt coverage ratio of 1.15.
Vaughan thanked Lehmann for the information as it is very helpful.
Eastham feels the City should follow IFA levels, that their standards are currently different. Lehmann
agreed and will double check that for the future to make sure the City is lined up with IFA for consistency.
STAFF/COMMISSION COMMENT :
Lehmann announced that Bob Lamkins has officially resigned from HCDC due to time constraints. The
vacancy will be announced on January 22 and per bylaws, the preference is for someone who is
Housing and Community Development Commission
January 17, 2019
Page 11 of 12
receiving rental assistance or for someone with a financial background.
Lehmann noted the next meeting is February 21. The agenda will include monitoring reports, CDBG/
HOME application question and answer session (applications are due January 18), the emerging funds
applications and the fair housing study. Regarding emerging applications Lehmann wanted to know the
Commission’s preference on doing a question/answer period or just allocating amounts due to the small
funding. The consensus of the Commission was to see how many applications and if there were more
than 5 applications to do two sessions, but if under 5 then review at the next meeting with the
CBDG/HOME applications. Brouse noted that if the deadline for applications has to be flexible so more
agencies can get them submitted they should extend the deadline. Currently there is only one application.
Lehmann has talked to others so thinks there are a few more applications in process; he will extend the
deadline if they don’t receive at least 3 applications.
Lehmann passed out to the Commission an Income by Age, Race, and Location table that the City put
together after receiving questions, he thought the Commission might be interested in the data.
The Request for Proposals is out for the Consolidated Plan so that review will begin shortly. The City is
also reviewing affordable housing programs and staff will bring it to the Commission when it is complete.
Eastham asked about the Housing Pro Forma template and if there would be a rental table included.
Lehmann confirmed it is included in the application.
Eastham noted the Council decided not to follow HCDC’s recommendation to allocate an additional
$200,000 to the NEX Project to further reduce rents. He stated the project will build 32 units termed
“affordable” and they provided a rent table for each of those units. He examined the rent table from the
perspective of a tenant making $18,000 annually, which is higher than the average income for the City’s
Section 8 program, and within the range of households with rent costs more than 50% of their income
(called high cost burden households). When reviewing the proposed rents from that perspective, 27 of the
32 so-called affordable units would require more than 50% of the income of the tenants. He wanted
HCDC to be aware that low income housing tax credit (LIHTC) projects are not automatically an avenue
for low cost burden rental housing. In fact most LIHTC projects’ proposed rents provide high cost burden
housing. That is why he requested HCDC to ask Council for additional funds. The Council declined the
request in part because they interpreted $200,000 resulting in only an increase of three units having very
low rents over the one unit in the developer’s original proposal. The reason Council thought $200,000
would not “buy” enough additional low rent units was because in the developer’s scenario presented to
Council, the $200,000 would reduce the commercial borrowing and the debt from the commercial
borrowing by about $12,000 per year but the $200,000 would be paid back to the City at 1% over a 17
year period which would be additional debt service. Eastham feels Council did not get accurate and
complete information on HCDC’s wishes to understand how much that $200,000 would decrease rents
over how many units. Looking at the letter the developer wrote to Council with their suggestion, they did
not have all the information and didn’t realize they didn’t have to pay that $200,000 back and it would not
increase their debt service. Eastham proposes that future LIHTC applicants be instructed better on
measures to decrease their proposed rents down to a level that is actually affordable to low income
households. He added that just using 40% or 60% of the AMI as a rent guide is not actually affordable as
most rent prices are well above what can be afforded at the average medium income. It is important to
look at what the rents are, not want the percent of AMI is and if the Commission is going to negotiate with
Council we need to make sure Council understands clearly what is being negotiated.
McKinstry acknowledged it was good Eastham brought this topic up and that the Commission made that
recommendation because it is a process of education for Council, the Commission, and the applicants.
ADJOURNMENT:
Brouse moved to adjourn. Alter seconded. Passed 7-0
Housing and Community Development Commission
January 17, 2019
Page 12 of 12
Housing and Community
Development Commission
Attendance Record
• Resigned from Commission
Key:
X = Present
O = Absent
O/E = Absent/Excused
--- = Vacant
Name Terms Exp. 7/10 9/20 10/11 11/15 12/20 1/17
Alter, Megan 7/1/21 X X X X X X
Brouse, Mitch 7/1/21 X X X X X X
Eastham, Charlie 7/1/20 X X X X X X
Fixmer-Oraiz, Vanessa 7/1/20 X O/E X X X O/E
Harms, Christine 7/1/19 X X X X X X
Lamkins, Bob 7/1/19 O/E O/E X O/E O/E . . . . . .
McKinstry, John 7/1/17 X X X X X X
Padron, Maria 7/1/20 X X O/E O/E X X
Vaughan, Paula 7/1/19 X X X X X X
Requested CDBG HOME
Housing Projects (CDBG & HOME eligible unless noted)Amount Recomm. Recomm.
Habitat ‐ Lot Acquisition $120,000
MYEP ‐ Lot Acquisition $200,000
Successful Living ‐ Rental Acquisition $240,000
Successful Living ‐ Rental Rehabilitation $75,000
THF ‐ CHDO Operating (HOME‐eligible only)$26,500 NA
Max : $23,000
THF ‐ Rental Rehabilitation $69,108
Min :$70,000
Subtotal $730,608 $0 $0
Public Facilities Projects ‐ CDBG eligible only
DVIP ‐ Shelter Repair $120,000 NA
Little Creations Academy ‐ Renovation Phase 3 $51,968 NA
Old Brick ‐ ADA Improvements $40,553 NA
Old Brick ‐ Structural Fortification/Water Mitigation $67,670 NA
Subtotal $280,191 $0
TOTAL: $1,010,799 $0 $0
Funds Available $640,000 $100,000 $540,000
CDBG Eligible Only
Parts of project may not be eligible
FY20 CDBG/HOME Applications Summary
Project Name Iowa Valley Habitat ‐ Homebuyer Lot Acquisition
Project Address 2752 Whispering Meadows and 2612, 2784, & 2794 Blazing Star
Activity Type Homebuyer Housing
CITY STEPS Priority Expanding affordable rental and owner housing opportunities
CITY STEPS Goal Improve access to affordable owner housing
Amount Requested $120,000
Project Description Acquire four lots and construct four zero lot homes to be sold to low income
homebuyers (<60% AMI). Mortgage payments will be affordable (i.e. less than 30% of
household income) and are typically well below Fair Market Rent for a similar‐sized
unit.
Repayment Terms Coniditional Occupancy Loan with Recapture Provision: portion of loan repaid upon
sale if during the affordability period; forgiven if maintained as primary residence
through affordability period.
Affordability Period 15 years proposed (10 years required)
Property Taxes Esimated $4,700/property ($18,800 total)
% CDBG/HOME Funded 16%
Project Budget Discussion Total budget is $760,000 with matching funds coming from private financing and
fundraising. Total CDBG/HOME cost per unit is $30,000. Expected sales price of
$200,000 per unit (minus forgiven CDBG/HOME and Habitat funds). If not awarded full
funding, properties will be available only to higher income households and Habitat's
capacity for future projects will decrease.
Beneficiaries 1 five‐or‐more person household at 31‐50% AMI
3 five‐or‐more person households at 51‐60% AMI
Project Coordination with
Existing Services & other
Services Available in the
Community
IVHFH partners with local vendors, many of whom offer discounts in labor and/or
materials at a range of 25‐100% off normal pricing. Also use over 1200 hours of
volunteer labor.
Timeliness and Capacity to
Successfully Complete the
Proposed Project
Applicant is in good standing and has successfully completed previous CDBG/HOME
homebuyer projects, though some projects have been delayed. Staff has no current
concerns about capacity to successfully administer this project.
Staff Concerns/Notes 1) May need to comply with federal procurement standards (competitive bids) for the
proposed work.
2) Section 3 may require opportunities for training and employment for LMI persons if
a contractor performs construction duties which total $100,000 in HUD funds.
3) Construction must begin within one year and units must be sold within 9 months of
completion.
4) Sales price must be below HUD HOME sales price limits, currently at $228,000 for single
family new construction.
5) Project will require two forms of underwriting, developer and homebuyer
S:\DEV\CDBGHOME\FY20\_Applications\FY20 Staff reports FINAL.xlsx
Application for FY2020 CDBG/HOME funds
General In formation an d Proj ect Need
Select Language ▼
Community Development Block Grant (CDBG) and/or HOME Investment Partnership (HOME) programs provide funding
to aid in the development of viable urban communities and in the provision of safe and decent affordable housing.
Applications are due Tuesday, January 18, 2019 at noon. This year, $625,000 are estimated to be available through this
competitive process. Please review the FY20 CDBG/HOME Application Guide for more information about eligible
activities. Please submit one project proposal per application. Questions can be directed to kirk-lehmann@iowa-city.org
or contact Neighborhood Services at 319-356-5230. Additional assistance, and hard copy applications, are available
upon request
Proje ct name *
Proje ct Addre ss *
Type of Proje ct (?)
Type of Activ ity (?)
Applicants
Project Information
Saddlebrook Meadows
City
Iowa City
State / Province / Region
IA
Postal / Zip Code
52240
Country
USA
Street Address
2752 Whispering Meadows, 2612 Blazing Star, 2784 Blazing Star, 2794 Blazing Star
Address Line 2
Rental Housing
Owner Housing
Public Facility
Other
Acquisition
New Construction
Rehabilitation
Direct Assistance
Other
Applicant Name *
Applicant Addre ss *
Iowa Valley Habitat for Humanity
Type of Le ad Applicant *
W-9 Form *(?)
Organizational Status *(?)
Amount of Funds Re que ste d *
Did you atte nd an Applicant Workshop?*
Contact Pe rson, Title *
Phone Numbe r *
Email *
DUNS Numbe r (?)
DUNS # Ve rification *(?)
CAGE Code (?)
SAM .gov Re gistration *(?)
City
Iowa City
State / Province / Region
IA
Postal / Zip Code
52240
Country
USA
Street Address
2401 Scott Blvd. SE
Address Line 2
Heath Brewer, Executive Director
319-519-6122
heath@iowavalleyhabitat.org
123204880
Go to http://fedgov.dnb.com/w ebform to look up or create a DUNS number. Provide a copy of the email you receive w ith your confirmed DUNS number.
SAM.gov verification email.pdf 97.28KB
Obtain by registering on SAM.gov
83S48
All subrecipients must register on SAM.gov before a legally binding agreement can be signed. Attach your SAM.gov Entity Registration Summary as evidence
that this has been completed.
SAM.gov Entity Reg. Summary.pdf 95.88KB
General Information
Community Housing Development Organization
Private non-profit organization
Private for-profit, individual or partnership applicant
Public Organization
(Request for Taxpayer ID # & Certification)
IVHFH W9.pdf 74.57KB
Go to https://sos.iow a.gov/search/business to look up the organization applying for funds. Provide a copy of the Business Entity Summary screen.
Business Entity Summary Screen.pdf 60.63KB
120,000.00$
Yes No
Prov ide a fe w line s de scribing the propose d proje ct *
Ple ase spe cify the one or two most applicable priority ne e d(s) this application addre sse s, as shown in the
2016-2020 CITY STEPS Plan. Explain how this proje ct will me e t this/those ne e d(s).*
IVHFH is hoping to develop several new homes for affordable home ownership in SE Iowa City. The
HOME/CDBG funds will be used to acquire 4 lots for $30,000 each. The 4 lots hold two units of two separate
zero lot homes. The addresses 2752 Whispering Meadows and 2612 comprise lots 1 and 2 of one duplex and
addresses 2784 and 2794 Blazing Star represent lots 19 and 20 of the second duplex.
In total, the projects will cost roughly $190,000 each and be sold to a Habitat applicant with income under 60%
AMI in Johnson County, however we will target homebuyers under 50%, if available. The homes will maintain
affordability and stay owner-occupied for no less than 15 years.
The following is an example of the financing structure for our latest Habitat project:
Sale/Appraisal Price: $225,000
1st Mortgage - Hills Bank: $140,000 (30 years 4.875% fixed)
2nd Mortgage - IVHFH: $85,000 Silent for first 7 years, forgiven 1/7th per year for 7 years. Fully forgiven year
15.
The homebuyer income is 54% AMI and the payment for mortgage, taxes, and insurance was 26% of gross
income.
Based on the partnership with Hills Bank, this will be similar to the projected financing for the proposed project.
However, the financing from Hills will most likely be lower in order to serve <50% AMI households. Also, the
projected appraisals will be closer to $200,000.
As suggested, the value of these projects has a generational affect on wealth as equity is made available at a
much quicker rate than typical.
Expanding Affordable Owner Housing Opportunities is a High priority in the CITY STEPS Plan. Specifically,
projects serving low-income populations with large families including children. One of the featured goals of the
priority is to assist with down payment assistance. While this proposal does not directly fulfill this goal, it does
aid the organization in the development of a more affordable property that does not require a down payment
from the buyer beyond sweat equity.
Iowa Valley Habitat for Humanity is one of the very few organizations in Iowa City working with the low-income
population to provide affordable opportunities for homeownership. For the last 26+ years the organization has
developed over 100 new affordable homeownership opportunities in the area. With the use of volunteers,
community partners, and a knowledgable staff, IVHFH is able to build a home that will maintain affordability for a
low-income homebuyer for the foreseeable future.
The funds granted will be used as a forgivable loan to the homebuyer to reduce payable costs of a new home
that will be built to house a family of up to 7 people. The grant investment will be included in the purchase price
of the home, but will remain silent for up to 15 years upon which time it will be fully forgiven. The mortgage
placed on the property for this amount of money acts much like a down payment, reducing the payable portion
of the purchase price and increasing equity in the property.
IVHFH has been given the opportunity to purchase the lots at a steeply discounted rate. This opportunity and
price will be difficult to match in the future making the award of funds even more important to our organization
and the affordable housing objectives of our community.
Budget and Resources
Type of Funding Re que ste d *
Requested Grant Terms
Principal Amount Affordability Pe riod (?)
Public Resources
Funding Source and Type (?)Amount Inte re st rate Te rm (?)Committe d
Total Public Funds
For uncommitte d funds, ple ase indicate whe n the applicant will apply for funds
Private Resources
Funding Source & Type (?)Amount Inte re st rate Te rm (?)Committe d
Total Priv ate Funds
Total Proje ct Funding
Ev ide nce of Funding Commitme nts *(?)
Please enter below the uses of funding and amounts requested for the proposed project, including whether formal cost
estimates were received. Select the blank space for possible use of funds, or enter your own.”
Financing terms w ill be based on project feasibility and the ability to repay. Terms approved by City Council may be different than w hat is requested.
Grant
120,000.00$15 years
Source of Funds
Please enter below the types of funding and amounts requested for the proposed project, including if the funding is committed. If not a loan, leave loan terms
blank. Select the blank space for possible sources of income, or enter your ow n.
Iowa City HOME/CDBG 120000.00$0 0 No
120,000.00$
This application represents the request for funds.
Applicant Equity 260,000.00$0 0 Yes
Bank Loan 260,000.00$4.5 12
months
No
Fundraising 120,000.00$0 0 No
640,000.00$
760,000.00$
Up to four pages of additional information about the capacity of the organization may be included. Examples of may include graphics supporting the previous
questions, resumes of key staff, additional descriptions of organizational activities, or other relevant information.
Proof of funding.docx 12.31KB
Use of Funds
Type (?)Amount Formal Cost
Estimate
Name of Entity
prov iding cost
e stimate
Total Use of Funds Amount
Scope of work (?)
Numbe r of house holds or pe rsons se rv e d *
Total cost pe r house hold or pe rson se rv e d
What pe rce ntage of the propose d budge t will be made up of priv ate funds?*
Dollars Le v e rage d Pe r City Dollar Spe nt
De scribe any community partne rships or v olunte e rs that will contribute to the proje ct.
De scribe any ide ntity of inte re st (IOI) re lationships with the applicant and/or proje ct owne r, i.e . Ge ne ral
Partne r has a financial inte re st in the construction company, e tc.*
Land Acquisition 120,000.00$Yes Sycamore
Developers/Monic
a Hayes,
Skogman Realty
120,000.00$
Attach any documentation used for cost estimates
Lot agreement.pdf 443.86KB
Other Considerations
4
190,000.00$
84.21
5.33$
IVHFH partners with local vendors of whom share in the mission of providing affordable homeownership
opportunities. Many of the vendors offer discounts in labor and/or materials at a range of 25-100% off normal
pricing. These partnerships paired with the use of over 1200 hours of volunteer labor make the development of
a truly affordable unit a reality.
No conflicts of interest recognized for this project.
Iowa Valley Habitat for Humanity
Secured Funding – Saddlebrook Meadows
IVHFH will use operational cash flows from Financing Activities, Fundraising, and ReStore
sales to provide the necessary cash for the development of the four properties in Saddlebrook
Meadows. The project will take 12 months to complete from receipt of funding, upon time of
sale, the homebuyer will finance a portion of the purchase with traditional financing through a
program offered by Hills Bank. The remainder of the purchase will be a combination of a silent
mortgage from the City of Iowa City for HOME/CDBG funds; 0% interest loan from Habitat; and
silent/forgivable mortgage from Habitat. The payable portion will be structured so the
homebuyer does not pay more than 27% of their gross income to mortgage payments, taxes, and
insurance.
The financing provided by Hills Bank will allow IVHFH to acquire funds through a
construction line of credit from Hills Bank to assist in payment for materials and labor. This note
will carry an interest rate of approximately 4.5% on drawn funds. Each project will take 4 -6
months to complete and will have minimum carrying costs.
Feasibil ity an d Community Imp act
Outline the proposed timetable and expected impact for the project. For the timetable, include when requested funding
will be committed, project milestones such as rezoning or construction, and when funds will be spent. If applicant plans to
apply for funds not committed, include the anticipated date for application and when funds will be awarded. For expected
impact, break out beneficiaries by income group. If funded, both the schedule and income breakdown will be used for
any project agreement.
De scribe proje ct be ne fits and re quire me nts
Owner Housing
Expe cte d Numbe r of Units *Expe cte d Sale s Price *
Time Table
Date De scription of Activ ity
To promote the e fficie nt use of public funds, de scribe how the proje ct will continue to prov ide public
be ne fits through and be yond the re quire d compliance pe riod. De scribe how the proje ct will prov ide public
be ne fits be low rate s in the e xisting marke t
In what manne r or form will the proje ct proce e d if it is awarde d le ss than full funding? If the re are se v e ral
compone nts, how will the y be prioritize d?
Project Benefit Narrative
Such as beneficiary eligibility requirements, targeted beneficiaries, etc.
In order to be eligible for purchase of a home in this project the applicant must:
-be approved into the IVHFH program through an application process that determines income, ability to pay
(debt-to-income <43%), and need (e.g. overcrowding, unsafe living conditions, cost burdened, etc.)
-have an income less than 60% AMI for Johnson County
-have agreed to partner with IVHFH
-willing to perform 250 hours of sweat equity per qualified adult
-have a family size of at least 5 members
1 200,000.00$
1 200,000.00$
1 200,000.00$
1 200,000.00$
8/1/2019 Use of HOME/CDBG funds to purchase 4 lots
The project will require the units maintain affordability and owner-occupancy for at least 15 years. IVHFH will
also maintain a right of first refusal for the life of the mortgage. Historically, Habitat homeowners stay in their
homes as they recognize the benefit of a truly affordable home. Of over 100 new homes sold to low income
buyers, less than 10 have been sold on the open market.
With the value of a well-built home, the community stands to benefit from a reliable source of property tax
payments and a sustainable, efficient home that will provide value to the entire neighborhood.
The projects will be developed as scheduled with or without funding. However, without the requested funding,
the properties will be available to any income at or below 80% AMI. Also, without funding, the homebuyer will be
responsible for a substantially higher payment as the lot purchase price will need to be included in the payable
portion of the mortgage.
The overall cascading affect of less/no funding will result in the decreased number of projects by IVHFH as the
need for org. funds goes up.
Income Breakdown
Please indicate the population to be served by the proposed program according to the linked income categories. If
requesting money for a specific administrative expense (like a staff member’s salary), indicate the population served by
your entire agency.
(Please Note: If funded, this information will be used as income targeting for your Agreement).
M e dian Income Numbe r of Pe rsons
0 - 30%
31 - 50%
51 - 60%
61 - 80%
Ov e r 80%
Total Pe rsons/House holds
Pe rce nt LM I
Ple ase note the basis for the se e stimate s *
5
15
20
100.00
The average family size served by IVHFH is 5. Also, the
design projected for use for these projects have the
capacity for 5 bed. Based on current approved applicants
the organization projects to serve 3 households under 60%
AMI and one under 50% AMI.
Capacity an d Ap p l ican t History
Please list amount of CDBG and/or HOME funds received within the last four City fiscal years and the status of the project(s) undertaken.
CDBG and/or HOME funds received
Fiscal Ye ar Funds Re ce iv e d Budge te d
Amount
Amount
Expe nde d
Date Proje ct
Comple te d
Ple ase de scribe your organization’s structure , office rs, and staff.*
Ple ase de scribe the e ducation and e xpe rie nce of ke y staff who will imple me nt the proje ct (e xcluding
v olunte e rs, board me mbe rs, and consultants). If consultants are utilize d, ide ntify what role the y will play in
the proje ct.*
Ple ase summarize your organization’s portfolio, including how many units you own and/or manage , how many
home s you hav e built/re habilitate d/sold, and what proje cts are unde rway.*
Ev ide nce of Fiscal Capacity (?)
Ev ide nce of Organizational Capacity (?)
July 1, 2015 to June 30, 2016 70,000.00$70,000.00$6/30/2016
July 1, 2017 to June 30, 2018 40,000.00$40,000.00$11/30/2019
July 1, 2018 to June 30, 2019 80,000.00$70,000.00$7/31/2019
Iowa Valley Habitat for Humanity is a 501(c)3 nonprofit housing organization. It is governed by a Board of
Directors and staffs 12 individuals in various areas of the organization. There are currently 17 members of the
Board made up of area professionals and supporters. Our Board President is a Principal at Neumann Monson
Architects and the Vice President is a Commercial Lender at MidwestOne Bank.
IVHFH staffs an Executive Director, Development Director, Finance Manager, Volunteer Coordinator,
Community Outreach Director, Helping Hands Coordinator, 2 Construction Managers, 2 Americorps
Construction Staff, and 4 ReStore employees (2 managers, 2 staff).
IVHFH has been in existence for over 26 years and has been building capacity for the last 15.
Heath Brewer is in his second year as Executive Director and sixth year on staff. Heath ran the ReStore in his
previous position and helped increase sales over $500,000 annually and net proceeds over $215,000
annually. Heath attended UNI and Iowa and majored in Accounting and worked in construction throughout high
school and college.
Christy Shipley, Construction Manager, is in her 15th year with the organization and has overseen the
development of over 60 new/rehabbed homes. Christy is trained in the HVAC field and has learned a
tremendous amount about energy efficiency throughout her time with Habitat. She is responsible for building
our program into one that only builds 5 Star Energy Star rated homes.
Tami Bonnett, Development Director, is in her 6th year with the organization. Tami is a graduate from the
University of Iowa with strong community ties. Tami is responsible for building a sustainable and consistent
pipeline of funding for the organization.
Theresa Burns, Finance Manager, is in her 12th year with IVHFH. Theresa has developed and maintained all
accounting and finance practices for the organization which currently carries over $4 million in mortgage
receivables. Theresa is very familiar with all aspects of grant reporting and assists in administering all IVHFH
programming.
Steve Van Abbema, Construction Manager, is in his 4th year with the organization. Steve previously lived in
Maryland where he owned his own residential construction firm.
IVHFH
Mortgage Portfolio: $4.5 million
Homes built/rehabbed: 110
Currently underway: New home construction in Tipton. In design process for 3 new homes in Iowa City to begin
construction in March. Two will be completed in July and the third in November.
Audit Summary
Issued Financial Statements (1).pdf 289.35KB
Is the applicant (including partne rs, co-applicants, e tc.) curre ntly in compliance with all fe de ral, state and
local laws, rule s and re gulations, including any CDBG and/or HOM E funde d proje cts?*
Ple ase ide ntify re le v ant marke t factors that v e rify the de mand for the propose d proje ct base d on the City of
Iowa City Housing Program Guide line s policy. The City may re quire a M arke t Analysis for large or
complicate d proje cts to support the ne e d be fore e nte ring an agre e me nt.
Up to four pages of additional information about the capacity of the organization may be included. Examples of possible evidence may be resumes of key
staff, additional descriptions of organizational activities, or other relevant information.
Yes
No
Currently in litigation
*This does not apply to tenant based rental assistance, homeow ner rehabilitation, dow n payment assistance, or CHDO operating expenses.
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CliftonLarsonAllen LL P
CLAconnect.com
(1)
INDEPENDENT AUDITORS' REPORT
Board of Directors
Iowa Valley Habitat for Humanity
Iowa City, Iowa
We have audited the accompanying financial statements of Iowa Valley Habitat for Humanity (the
Organization), which comprise the statements of financial position as of June 30, 2018 and 2017, and
the related statements of activities, functional expenses, and cash flows for the years then ended, and
the related notes to the financial statements.
Management’s Responsibility for the Financial Statements
Management is responsible for the preparation and fair presentation of these financial statements in
accordance with accounting principles generally accepted in the United States of America; this includes
the design, implementation, and maintenance of internal control relevant to the preparation and fair
presentation of financial statements that are free from material misstatement, whether due to fraud or
error.
Auditors’ Responsibility
Our responsibility is to express an opinion on these financial statements based on our audits. We
conducted our audits in accordance with auditing standards generally accepted in the United States of
America. Those standards require that we plan and perform the audit to obtain reasonable assurance
about whether the financial statements are free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in
the financial statements. The procedures selected depend on the auditors’judgment, including the
assessment of the risks of material misstatement of the financial statements, whether due to fraud or
error. In making those risk assessments, the auditor considers internal control relevant to the entity’s
preparation and fair presentation of the financial statements in order to design audit procedures that are
appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness
of the entity’s internal control.Accordingly, we express no such opinion. An audit also includes
evaluating the appropriateness of accounting policies used and the reasonableness of significant
accounting estimates made by management, as well as evaluating the overall presentation of the
financial statements.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for
our audit opinion.
Board of Directors
Iowa Valley Habitat for Humanity
(2)
Opinion
In our opinion, the financial statements referred to above present fairly, in all material respects, the
financial position of Iowa Valley Habitat for Humanity as of June 30, 2018 and 2017, and the changes in
its net assets and its cash flows for the years then ended in accordance with accounting principles
generally accepted in the United States of America.
a
CliftonLarsonAllen LLP
Cedar Rapids, Iowa
December 18, 2018
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IOWA VALLEY HABITAT FOR HUMANITY
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2018 AND 2017
9
NOTE 1 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
Organizational Description
Iowa Valley Habitat for Humanity (the Organization) is an Iowa nonprofit corporation,
incorporated in 1993. The Organization provides housing for persons that would not
otherwise qualify for conventional financing in Iowa City, Iowa and surrounding areas. The
Organization provides interest free mortgages to families with payments over fifteen to thirty
year periods. Each family receiving a home is required to provide five hundred hours of
donated labor to the construction of their home. The title of the home transfers to the
homebuyer at the date of sale. The Organization funds its operations through contributions,
grants, and other fundraising events, and uses these funds to construct the housing.
The Organization operates a “ReStore” facility that offers new and used construction
materials and supplies to the public. The ReStore receives substantially all items for sale
through donation from businesses and individuals. All proceeds from ReStore sales are used
in the operations of the Organization.
The Organization’s fiscal year ends on June 30. Significant accounting policies are presented
below.
Use of Estimates in Preparing Financial Statements
The preparation of financial statements in conformity with generally accepted accounting
principles in the United States of America requires management to make estimates and
assumptions that affect the reported amounts of assets and liabilities and disclosure of
contingent assets and liabilities at the date of the financial statements and the reported
amounts of revenues, expenses, gains, losses and other changes in net assets during the
reporting period. Actual results could differ from those estimates.
Cash and Cash Equivalents
The Organization considers all highly liquid investments purchased with an initial maturity of
three months or less to be cash and cash equivalents. At times, amounts may exceed FDIC
insured limits.
Restricted Cash
Restricted cash consists of cash held in separate accounts for purposes designated by New
Markets Tax Credit or donors.
Recognition of Contribution and Grant Revenue
All contribution and grant revenue are considered to be available for unrestricted use unless
specifically restricted by the donor or by law. Amounts received which are designated for
future periods or restricted by the donor for specific purposes are reported as temporarily
restricted support. However, if a restriction is fulfilled in the same time period in which the
revenue is received, the Organization reports the support as unrestricted.
IOWA VALLEY HABITAT FOR HUMANITY
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2018 AND 2017
10
NOTE 1 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
Recognition of Contribution and Grant Revenue (Continued)
When a donor restriction expires, that is, when a stipulated time restriction ends or purpose
restriction is accomplished, temporarily restricted net assets are reclassified to unrestricted
net assets and reported in the statement of activities as net assets released from restrictions.
No allowance for doubtful accounts was deemed necessary. The Organization received
donated materials for use in home construction. Donated materials not used in home
construction are made available to the public at salvage values through the ReStore. The
amount of donated materials used in construction are estimated and reflected as revenue
and costs. Materials sold through the ReStore are recorded as revenue at the time of the
sale.
Mortgages Receivable
Mortgage notes receivable represent the amount charged to the homeowners for Habitat
houses built and secured by real estate that are to be paid back over an established and
mutually agreed period of time. Mortgages are typically paid back on a monthly basis over
15-30 years. The mortgages receivable bear no interest. Notes are discounted for reporting
purpose based on the date of origination. Habitat for Humanity International develops a
discount rate once a year on June 30. The difference between the face amount of the note
and its present value is accounted for as a discount that is recorded as a reduction to the
mortgages receivable and amortized over the life of the mortgage.
At June 30, 2018 and 2017, the Organization has individually evaluated mortgage notes for
impairment. Management believes all mortgages receivable are realizable through either
collection or foreclosure proceeds therefore no allowance is deemed necessary.
Inventories
Inventories consist of land, houses, and houses under construction. Inventories are valued
at cost based on a specific identification method. In-kind inventory is recorded at its estimated
market value when received. Inventory for homeownership is expensed to cost of production
sold at time of sale to homeowners.
Property and Equipment
Property and equipment purchased are stated at cost. The Organization typically capitalizes
items over $500. Contributed items are recorded at fair market value at date of donation. If
donors stipulate how long the assets must be used, the contributions are recorded as
restricted support. In the absence of such stipulation, contributions of property and equipment
are recorded as unrestricted. Depreciation of property and equipment is computed on a
straight-line basis over the estimated useful lives of the assets, which range from five to thirty-
nine years.
IOWA VALLEY HABITAT FOR HUMANITY
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2018 AND 2017
11
NOTE 1 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
Impairment of Long-Lived Assets
The Organization reviews long-lived assets for impairment whenever events or changes in
circumstances indicate the carrying value of an asset may not be recoverable. Recoverability
of assets to be held and used is measured by a comparison of the carrying amount of an
asset to the future undiscounted net cash flows expected to be generated by the asset. If
such assets are considered to be impaired, the impairment to be recognized is measured by
the amount of by which the carrying amount of the assets exceeds the fair value of the assets.
Assets to be disposed of are reported at the lower of carrying amount or the fair value less
costs to sell.
Investment in ICD Habitat Leverage, LLC
The Organization participates in a New Markets Tax Credit (NMTC) program. The program
provides funds to eligible organizations for investment in “qualified low-income community
investment”. Program compliance requirements include creations of a promissory note and
investment in a qualified community development entity. Tax credit recapture is required if
compliance requirements are not met over a seven-year period. Management records the
investment at cost and estimates the fair value of the investment to be no less than cost.
Net Assets
Net assets and revenues, gains, and losses are classified based on donor imposed
restrictions. Accordingly, net assets of the Organization and changes therein are classified
and reported as follows:
Unrestricted – Resources over which the board of directors has discretionary control.
Temporarily Restricted – Those resources subject to donor imposed restrictions which will
be satisfied by actions of the Organization or passage of time.
Permanently Restricted – Those resources subject to a donor imposed restriction that they
be maintained permanently by the Organization.
Management has determined that the Organization has no permanently restricted net assets.
Advertising
The Organization expenses advertising costs as incurred.
Mortgages Received
Transfers to homeowners represent the amount of completed homes built by the
Organization. These homes are sold to families that have qualified for a Habitat home (earn
less than 80% of median income) during the current fiscal year. The home buyer secures
some of all of the financing from a third party lender. At the time of the sale a mortgage is
recorded as well as revenue for the sale. Total payments of all mortgages will not exceed the
affordability factor. Noninterest-bearing mortgages have been discounted based upon
prevailing market rates for low-income housing at the inception of the mortgages. Utilizing
the effective interest method, this discount will be recognized as income over the term of the
mortgage.
IOWA VALLEY HABITAT FOR HUMANITY
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2018 AND 2017
12
NOTE 1 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
Tithe to Habitat for Humanity International
The Organization disburses a voluntary approved tithe to Habitat for Humanity International.
Functional Allocation of Expense
The costs of providing various program and supporting activities have been summarized on
a functional basis in the statement of functional expenses. Accordingly, certain costs have
been allocated among the programs and supporting activities benefitted.
Income Taxes
The Organization is exempt from income taxes under Section 501(c)(3) of the Internal
Revenue Code and a similar section of the Iowa income tax law, which provides income tax
exemption for corporations organized and operated exclusively for religious, charitable, or
educational purposes. The Internal Revenue Service has not classified the Organization as
a private foundation.
The Organization files informational returns in the U.S. federal jurisdiction. The Organization
follows the accounting standard for evaluating uncertain tax positions and has determined
that it was not required to record a liability.
NOTE 2 RESTRICTED CASH
Restricted cash consists of the following for the years ending June 30:
2018 2017
NMTC Purposes 18,573$ 37,095$
Washington County Homeowners Escrow Payments 2,260 2,260
Helping Hands Projects 5,232 5,232
26,065$ 44,587$
NOTE 3 OPERATING LEASE
The Organization entered into a lease agreement with the City of Iowa City for office and
warehouse space beginning in January 2012. The lease agreement calls for semi-annual
rental payments of $10,066. The lease expires in December 2021. The lease also has three
options to renew for five-year terms each.
Based on the estimated fair value of the space, the Organization has recorded an asset for
the present value of the land and building usage lease. The calculation of the present value
of the lease and the related discount to present value, 1.2%, are based on certain estimates
of the fair value of the space, its annual lease value, and a discount rate. The land and
building usage receivable is amortized to rent expense over the life of the lease. For the years
ending June 30, 2018 and 2017, the Organization recognized $70,000, respectively, of rent
expense under this lease.
IOWA VALLEY HABITAT FOR HUMANITY
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2018 AND 2017
13
NOTE 3 OPERATING LEASE (CONTINUED)
The calculation of the land and building usage receivable from the City of Iowa City and the
related discount to present value is based on certain estimates of the fair value of the space,
its annual lease value, and a discount. Management believes the land and building usage
receivable and discount to present value are reasonable estimates based on information
currently known. However, circumstances impacting these estimates could occur which could
significantly changes these calculations.
Land and Building Usage Receivable 250,799$
Less: Discount to Present Value (5,436)
Net Present Value of Land and Building Usage Receivable 245,363$
Amounts due in Years Ending June 30:
Less than One Year 70,000$
One to Five Years 180,799
More than Five Years -
Total 250,799$
Future minimum rental payments to the City of Iowa City are as follows:
Year ending June 30:
2019 20,131$
2020 20,131
2021 20,131
2022 11,743
72,136$
NOTE 4 MORTGAGES RECEIVABLE
Mortgages receivables consisted of 84 mortgages bearing no interest. The mortgages mature
from January 2019 to February 2048. The mortgages are discounted for reporting purposes
at rates ranging from 7.39% to 9.0%. Total mortgages receivable, less unamortized discounts
were $2,472,808 and $2,468,617 at June 30, 2018 and 2017, respectively. Many of these
mortgages serve as collateral for the various notes and grants payable of the Organization.
The mortgage receivables are noninterest-bearing mortgages. When the first mortgage on
each home is less than the market value, the Organization also obtains a second mortgage
for the difference between the first mortgage and market value. The second mortgage, which
is forgiven at the end of the first mortgage term, is assumed to have no economic value and,
accordingly, is not recognized in the Organization’s financial statements.
IOWA VALLEY HABITAT FOR HUMANITY
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2018 AND 2017
14
NOTE 4 MORTGAGES RECEIVABLE (CONTINUED)
At June 30, the composition of mortgages receivable is as follows:
2018 2017
Mortgages Receivable 5,269,812$ 5,206,610$
Less: Unamortized Discount (2,797,004) (2,737,993)
Subtotal 2,472,808 2,468,617
Less: Current Portion (335,713) (330,561)
Mortgages Receivable, Net of Current Portion 2,137,095$ 2,138,056$
The following tables show an aging analysis of the loan portfolio by time past due as of
June 30:
30-89 90 Days or
Current Days Past Due More Past Due Total
Mortgages Receivable 4,737,927$ 332,883$ 199,002$ 5,269,812$
30-89 90 Days or
Current Days Past Due More Past Due Total
Mortgages Receivable 4,696,574$ 320,628$ 189,408$ 5,206,610$
June 30, 2018
June 30, 2017
NOTE 5 INVESTMENT IN ICD HABITAT LEVERAGE, LLC
In 2012, the Organization participated in a new Markets Tax Credit (NMTC) program to create
an investment in a community development entity (CDE), namely ICD Habitat Leverage, LLC.
The goal of the NMTC program is to spur revitalization efforts of low-income and
impoverished communities across the United States and its Territories by providing tax credit
incentives to investors in a certified community development entity.
NMTC financing allows organizations such as affiliates of Habitat for Humanity International
to receive low-interest loans or investment capital from community development entities,
primarily financial institutions, which allow their investors to receive tax credits.
As a result of participation in the NMTC program, the Organization has obtained low interest
rate loans. The loans are guaranteed by Smith NMTC Associates, LLC which also provides
administrative support for the NMTC program on behalf of affiliates participating in the NMTC
program.
IOWA VALLEY HABITAT FOR HUMANITY
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2018 AND 2017
15
NOTE 5 INVESTMENT IN ICD HABITAT LEVERAGE, LLC (CONTINUED)
Transaction with the CDE for the years ended June 30 at cost basis is as follows:
2018 2017
Investment - Beginning of Year 749,071$ 756,930$
Distributions (7,859) (7,859)
Investment - End of Year 741,212$ 749,071$
NOTE 6 NOTES PAYABLE
Short-term notes payable consist of the following as of June 30:
Description 2018 2017
Note payable to Great Western Bank, requiring
monthly payments of $389 at 0% interest, with final
payment due November 2018. This note is secured
by property located in Iowa City, Iowa.68,853$ 73,521$
Note payable to Hills Bank calling for monthly interest
payments and a final payment of unpaid principal
and interest in September 2017. The note carries an
interest rate of 4.75% and is secured by a specific
property located in Tiffin, Iowa.- 50,685
Note payable to Hills Bank, requiring monthly interest
payments, at 5% interest, with final payment of
principal and interest due October 2018. This note is
secured by substantially all assets of the
Organization.87,470 44,173
Note payable to Hills Bank, requiring monthly interest
payments, at 4.75% interest, with final payment of
principal and interest due January 2019. This note is
secured by a specific property located in Iowa City,
Iowa.50,000 -
Total 206,323$ 168,379$
IOWA VALLEY HABITAT FOR HUMANITY
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2018 AND 2017
16
NOTE 6 NOTES PAYABLE (CONTINUED)
Long-term notes payable consist of the following as of June 30:
Description 2018 2017
Notes payable to Habitat for Humanity of Iowa,
requiring monthly installments ranging from $246 to
$1,321, interest ranging from 2% to 4% with final
payments due between February 2020 and
December 2033. Notes are secured by certain
mortgage notes secured by property in Coralville,
Iowa City, Marengo, North Liberty, Tipton, and
Washington, Iowa. 526,725$ 584,261$
Notes payable to the City of Iowa City, requiring
annual installments ranging from $1,619 to $2,320,
at 0% interest, with final payment due March 2032.
Notes are secured by certain mortgage notes that
are also secured by property in Iowa City, Iowa. 55,555 59,494
Notes payable to the Housing Trust Fund of Johnson
County, requiring monthly installments ranging from
$131 to $647, with interest rates ranging from 0% to
3%, with final payments due between July 2020 and
January 2029. Imputed interest totals $41,801 as of
June 30, 2018. Notes are secured by certain
mortgage notes that are also secured by property in
Iowa Cit y, Coralville, and Hills, Iowa. 399,633 405,613
Note payable to the Housing Trust Fund of Johnson
County, requiring annual payment of $1,000, at 0%
interest, with final payment due April 2025. 6,000 7,000
Note payable to WB Microloan Fund, requiring
annual payments of $500 and $1,000 plus interest, at
2.5%, with final payments due in December 2022. 7,500 9,000
Note payable to US Bank, requiring monthly
payments of $521 at 2.5% interest, with final
payment due November 2018. This note is
unsecured. 2,693 9,042
IOWA VALLEY HABITAT FOR HUMANITY
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2018 AND 2017
17
NOTE 6 NOTES PAYABLE (CONTINUED)
Description (Continued)2018 2017
Notes payable to MidWestOne Bank, requiring monthly
payments ranging from $385 to $489 at interest rates
ranging from 0% to 1.5%, with final payments due
between October 2031 and October 2037. Imputed
interest totals $11,434 as of June 30, 2018. Notes are
secured by property located in Iowa City, Iowa. 155,453$ 164,733$
Note payable to ICD XIV, LLC, maturing August 2027,
requiring semi-annual interest payments at an interest
rate of 0.7309% for the first seven years of the loan.
The loan has a put option that is exercisable after year
seven at which time if the loan is not called, then fully
amortizable semi-annual payments are required over
the remaining term of the note. The loan is secured by
substantially all the assets acquired by the
Organization from project loan proceeds (See Note 5). 1,075,480 1,075,480
Note payable to University of Iowa Community Credit
Union, requiring monthly payments of $375, at 0%
interest, with final payment due January 2034. Imputed
interest totals $15,311 as of June 30, 2017. This note
is secured by property located in Iowa City, Iowa. 70,500 75,000
Note payable to Hills Bank, requiring monthly payments
of $333, at 0% interest, with final payment due October
2038. Imputed interest totals $21,873 as of June 30,
2018. This note is secured by property located in Iowa
City, Iowa. 81,334 85,333
Note payable to Hills Bank, requiring monthly payments
of $435, at 1.5% interest, with final payment due
October 2033. Imputed interest totals $8,608 as of
June 30, 2018. This note is secured by property
located in Iowa City, Iowa. 71,302 75,367
IOWA VALLEY HABITAT FOR HUMANITY
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2018 AND 2017
18
NOTE 6 NOTES PAYABLE ( CONTINUED)
Description (Continued)2018 2017
Notes payable to Hills Bank, requiring monthly
payments ranging from $1,292 - $1,880, carrying
interest rates of 4.75%, with final payments of
principal and interest due between July 2021 and
December 2021. The notes are secured by specific
properties located in Iowa City and Kalona, Iowa.255,550$ 280,648$
Note payable to Sheffield, requiring monthly
payments of $115, at 0% interest, with final payment
due August 2019. This note is secured by equipment.1,956 3,337
Note payable to Direct Capital, requiring monthly
payments of $540, at 6.02% interest, with final
payment due October 2019. This note is secured by a
vehicle.8,336 14,066
Total Notes Payable 2,718,017 2,848,374
Less: Current Portion (172,364) (200,792)
Less: Unamortized Loan Closing Costs (10,596) (11,751)
Less: Imputed Interest on 0% Loans (99,027) (103,196)
Long-Term Portion 2,436,030$ 2,532,635$
Maturities of long-term notes payable are as follows:
Year ending June 30:
2019 172,364$
2020 169,390
2021 155,863
2022 289,752
2023 105,427
Thereafter 1,825,221
Total 2,718,017$
NOTE 7 GRANTS PAYABLE
Grants received with conditions and or continuing compliance requirements are recognized
when earned and conditions are satisfied. If mortgages are obtained to secure the grantor’s
interest, grant revenue is recognized over the term of mortgages. Grants payable consists of
the following as of June 30:
IOWA VALLEY HABITAT FOR HUMANITY
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2018 AND 2017
19
NOTE 7 GRANTS PAYABLE (CONTINUED)
Description 2018 2017
Grants payable to the City of Iowa City at 0% interest,
with release on dates ranging from July 2018 to
February 2033, provided certain terms are fulfilled.
These grants are pledged by certain mortgages that are
secured by property located in Iowa City, Iowa.412,120$ 357,120$
Grants payable to the City of Iowa City at 0% interest,
with amounts forgiven each year ranging from $2,182 to
$7,333, with full release on dates ranging from October
2020 to October 2021. These grants are pledged by
certain mortgages that are secured by property located
in Iowa City, Iowa.72,293 83,037
Grant payable to Iowa Finance Authority at 0% interest,
with release based on five year retention by the owners
of property located in Tipton, Iowa.17,500 31,000
Grant payable to Iowa Finance Authority at 0% interest,
with release based on ten year retention by the owners
of property located in Iowa City, Iowa.24,500 28,000
Grant payable to Housing Trust Fund of Johnson
County at 0% interest, with release March 2022. This
grant is pledged by certain mortgage notes that are
secured by property located in Iowa City, Iowa.25,000 25,000
Grant payable to Housing Trust Fund of Johnson
County at 0% interest, with release evenly over five
years until maturity January 2021. This grant is pledged
by certain mortgage notes that are secured by property
located in Tipton, Iowa.14,999 19,999
Grants payable to Federal Home Loan Bank (FHLB) at
0% interest with release dates based on five year
retention by the owners of property located in Iowa City,
Iowa.13,800 23,598
Total Grants Payable 580,212 567,754
Less: Current Portion (158,498) (68,664)
Long-Term Portion 421,714$ 499,090$
IOWA VALLEY HABITAT FOR HUMANITY
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2018 AND 2017
20
NOTE 7 GRANTS PAYABLE (CONTINUED)
Grants are scheduled to be released over the following years:
Year ending June 30:
2019 158,498$
2020 30,412
2021 40,245
2022 41,928
2023 7,129
Thereafter 302,000
Total 580,212$
NOTE 8 TEMPORARILY RESTRICTED NET ASSETS
Temporarily restricted net assets are available for the following purposes for the years ending
June 30:
2018 2017
Home Construction 33,229$ 5,232$
Future Operations 99,028 103,196
NMTC 18,553 37,075
Building Lease 245,363 311,985
Total 396,173$ 457,488$
NOTE 9 RETIREMENT PLAN
The Organization sponsors a SIMPLE IRA Plan (the Plan) covering all employees who
received at least $5,000 in compensation, as defined by the Plan, during the previous year
and who are reasonably expected to receive at least $5,000 in compensation during the
current year. The Organization matches participant’s contributions to the Plan up to 3% of
the individual participant’s compensation. The Organization’s contribution into the Plan for
the years ended June 30, 2018 and 2017 totaled $8,874 and $8,823, respectively.
NOTE 10 COMMITMENTS
The Organization entered into a contract with a third party service provider for communication
services beginning February 2017. The contract is for 36 months calling for monthly
payments of $390. Commitments are as follows:
Year ending June 30:
2019 4,680$
2020 3,120
Total 7,800$
IOWA VALLEY HABITAT FOR HUMANITY
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2018 AND 2017
21
NOTE 11 EQUIPMENT LEASE
The Organization entered into an agreement to lease equipment beginning May 2018. The
lease agreement is for 60 months calling for monthly payments of $236 plus applicable taxes.
Commitments are as follows:
Year ending June 30:
2019 2,833$
2020 2,833
2021 2,833
2022 2,833
2023 2,597
Total 13,929$
NOTE 12 RELATED PARTY TRANSACTIONS
The Organization contributed $9,000 and $12,000 to Habitat for Humanity International for
the years ended June 30, 2018 and 2017, respectively. The Organization paid $7,500 to
Habitat for Humanity International for association fees for each of the years ended June 30,
2018 and 2017. The Organization also paid $4,800 and $600 to Habitat for Humanity
International for a ReStore collaborative project for the years ended June 30, 2018 and 2017,
respectively.
The Organization has outstanding notes payable to Habitat for Humanity of Iowa (HFHIA)
totaling $526,725 and $584,261 as of June 30, 2018 and 2017, respectively. Total payments
to HFHIA were $78,893 and $57,269 for the years ended June 30, 2018 and 2017,
respectively. The Organization also paid HFHIA $20,400 and $18,000 for Americorp fees for
the years ended June 30, 2018 and 2017, respectively. The Organization also made a
contribution to HFHIA in the amount of $1,250 for the year ended June 30, 2018.
The Organization has one mortgage receivable from an employee. The mortgage agreement
originated prior to employment of the individual. The Organization received $4,452 in
mortgage payments from this employee for each of the years ended June 30, 2018 and 2017.
The Organization sold a previously donated vehicle during the year ended June 30, 2018 to
a previous employee of the organization for $1,500 resulting in a gain on the sale of $866.
During the year ended June 30, 2018, one of the homes sold on the open market was sold
to a current employee of the Organization. The employee obtained financing with a third party
financial institution and the Organization holds a silent second mortgage of $25,500, of which,
50% is due to the Organization only upon future sale of the property.
NOTE 13 RECLASSIFICATION OF AMOUNTS
Certain amounts have been made to the 2017 financial statement presentation to correspond
to the current year format. Total assets, net assets and change in net assets were unchanged
due to these reclassifications.
IOWA VALLEY HABITAT FOR HUMANITY
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2018 AND 2017
22
NOTE 14 SUBSEQUENT EVENTS
Management has evaluated subsequent events through December 18, 2018, the date
the financial statements were available to be issued. Events or transactions
occurring after June 30, 2018, but prior to December 18, 2018, that provided additional
evidence about conditions that existed at June 30, 2018, have been recognized in the
financial statements for the year ended June 30, 2018. Events or transactions that provided
evidence about conditions that did not exist at June 30, 2018, but arose before the financial
statements were available to be issued, have not been recognized in the financial
statements for the year ended June 30, 2018.
Subsequent to year end, the Organization obtained a line of credit with a local financial
institution to finance construction costs. The line of credit allows for borrowings up to
$60,000 bearing a variable interest rate of 0.75% above the Index (which is the prime rate
as published in the Wall Street Journal). Balance of principal and interest is due at maturity
March 2019. In August 2018, the first draw was made in the amount of $18,169.
In August 2018, subsequent to year end, the Organization sold a home to a partner family in
which the homeowner financed with a local financial institution and the Organization holds a
forgivable mortgage.
Two properties in Iowa City, Iowa were purchased for a total of $60,000 with HOME funds
from the City of Iowa City in September 2018, subsequent to year end.
Project Name MYEP ‐ Rental Acquisition
Project Address To be determined
Activity Type Rental Housing
CITY STEPS Priority Expanding affordable rental and owner housing opportunities
CITY STEPS Goal Increase the supply of affordable rental housing
Amount Requested $200,000
Project Description Acquire two lots and construct two 3‐bedroom, fully accessible homes to be operated
as 6 SRO units in the Supported Community Living Program which provides supportive
services to low income adults with intellectual disabilities.
Repayment Terms Conditional occupancy loan (forgiven if follows requirements)
Affordability Period 10 years proposed
Property Taxes Tax exempt
% CDBG/HOME Funded 33%
Project Budget Discussion Total budget is $600,000 with matching funds coming from private financing. Total
CDBG/HOME cost per unit is $33,333. Expected rents of $468 per SRO unit. If not
awarded full funding, MYEP will make an effort to utilize any funds awarded.
Beneficiaries 0‐30% AMI 100% 6 households
Project Coordination with
Existing Services & other
Services Available in the
Community
None noted for this project
Timeliness and Capacity to
Successfully Complete the
Proposed Project
Applicant is in good standing and has successfully completed previous CDBG/HOME
rental projects, often exceeding beneficiary targets. Staff has no current concerns
about capacity to successfully administer this project.
Staff Concerns/Notes 1) May need to comply with federal procurement standards (sealed construction bids)
for the proposed work.
2) Section 3 may require opportunities for training and employment for LMI persons if
a contractor performs construction duties which total $100,000 in HUD funds.
3) Construction must begin within one year and units must be occupied within 6 months of
completion or a marketing plan will be required. Project location must also meet HUD site and
neighborhood standards
4) If 5 or more HOME‐assisted units, must implement City's Affirmative Marketing Plan through
the project’s affirmative marketing plan.
5) Project must comply with City underwriting requirements. With mortgage interest rates
increasing and HOME rents expected to decrease, is there any concern about adequate cash
flow or borrowing the required money for an expected monthly payment of $870?
6) Pro Forma should show first year loss from delay in tax exemption.
S:\DEV\CDBGHOME\FY20\_Applications\FY20 Staff reports FINAL.xlsx
Application for FY2020 CDBG/HOME funds
General In formation an d Proj ect Need
Select Language ▼
Community Development Block Grant (CDBG) and/or HOME Investment Partnership (HOME) programs provide funding
to aid in the development of viable urban communities and in the provision of safe and decent affordable housing.
Applications are due Tuesday, January 18, 2019 at noon. This year, $625,000 are estimated to be available through this
competitive process. Please review the FY20 CDBG/HOME Application Guide for more information about eligible
activities. Please submit one project proposal per application. Questions can be directed to kirk-lehmann@iowa-city.org
or contact Neighborhood Services at 319-356-5230. Additional assistance, and hard copy applications, are available
upon request
Proje ct name *
Proje ct Addre ss *
Type of Proje ct (?)
Type of Activ ity (?)
Applicants
Project Information
MYEP- Lots For Accessible Homes
City
Iowa City
State / Province / Region
IA
Postal / Zip Code
52245
Country
USA
Street Address
unknown
Address Line 2
Rental Housing
Owner Housing
Public Facility
Other
Acquisition
New Construction
Rehabilitation
Direct Assistance
Other
Applicant Name *
Applicant Addre ss *
Mayor's Youth Empowerment Program
Type of Le ad Applicant *
W-9 Form *(?)
Organizational Status *(?)
Amount of Funds Re que ste d *
Did you atte nd an Applicant Workshop?*
Contact Pe rson, Title *
Phone Numbe r *
Email *
DUNS Numbe r (?)
DUNS # Ve rification *(?)
CAGE Code (?)
SAM .gov Re gistration *(?)
City
Iowa City
State / Province / Region
IA
Postal / Zip Code
52240
Country
USA
Street Address
407 Highland Ct.
Address Line 2
Kari Wilken, Chief Operating Officer
319-341-0060
k.wilken@myep.us
011402877
Go to http://fedgov.dnb.com/w ebform to look up or create a DUNS number. Provide a copy of the email you receive w ith your confirmed DUNS number.
DUNS.docx 11.48KB
Obtain by registering on SAM.gov
3YXT9
All subrecipients must register on SAM.gov before a legally binding agreement can be signed. Attach your SAM.gov Entity Registration Summary as evidence
that this has been completed.
SAM verification.pdf 412.9KB
General Information
Community Housing Development Organization
Private non-profit organization
Private for-profit, individual or partnership applicant
Public Organization
(Request for Taxpayer ID # & Certification)
W-9 Form MYEP.pdf 98.73KB
Go to https://sos.iow a.gov/search/business to look up the organization applying for funds. Provide a copy of the Business Entity Summary screen.
Certificate of Existence.pdf 338.84KB
200,000.00$
Yes No
Prov ide a fe w line s de scribing the propose d proje ct *
Ple ase spe cify the one or two most applicable priority ne e d(s) this application addre sse s, as shown in the
2016-2020 CITY STEPS Plan. Explain how this proje ct will me e t this/those ne e d(s).*
We propose the purchase of land. We will purchase two lots with the awarded funds. We will then finance the
construction of two, 3-bedroom fully accessible homes. These two homes will be operated within our Supported
Community Living Program where we provide 24-hour daily supports and services to adults with intellectual
disabilities. We currently have a waiting list of individuals needing accessible living environments and are
unable to meet this need.
Expanding Affordable Rental and Owner Housing Opportunities For Low-Income and Persons With Disabilities.
With the help of these funds, we will provide a decent housing opportunity for individuals with disabilities who
do not have other reasonable options. Accessible housing options are very limited and we have a waiting list of
people needing this specific type of housing.
Budget and Resources
Type of Funding Re que ste d *
Requested Grant Terms
Principal Amount Affordability Pe riod (?)
Public Resources
Funding Source and Type (?)Amount Inte re st rate Te rm (?)Committe d
Total Public Funds
For uncommitte d funds, ple ase indicate whe n the applicant will apply for funds
Private Resources
Funding Source & Type (?)Amount Inte re st rate Te rm (?)Committe d
Total Priv ate Funds
Total Proje ct Funding
Please enter below the uses of funding and amounts requested for the proposed project, including whether formal cost
estimates were received. Select the blank space for possible use of funds, or enter your own.”
Type (?)Amount Formal Cost
Estimate
Name of Entity
prov iding cost
e stimate
Total Use of Funds Amount
Scope of work (?)
Financing terms w ill be based on project feasibility and the ability to repay. Terms approved by City Council may be different than w hat is requested.
Grant
200,000.00$10 years
Source of Funds
Please enter below the types of funding and amounts requested for the proposed project, including if the funding is committed. If not a loan, leave loan terms
blank. Select the blank space for possible sources of income, or enter your ow n.
Iowa City HOME/CDBG 200000.00$0 5 yrs No
200,000.00$
If awarded we will begin the financing for the homes with one of our partner banks.
Bank Loan 400,000.00$prime 30 No
400,000.00$
600,000.00$
Use of Funds
Land Acquisition 200,000.00$No local research
200,000.00$
Attach any documentation used for cost estimates
Numbe r of house holds or pe rsons se rv e d *
Total cost pe r house hold or pe rson se rv e d
What pe rce ntage of the propose d budge t will be made up of priv ate funds?*
Dollars Le v e rage d Pe r City Dollar Spe nt
De scribe any community partne rships or v olunte e rs that will contribute to the proje ct.
De scribe any ide ntity of inte re st (IOI) re lationships with the applicant and/or proje ct owne r, i.e . Ge ne ral
Partne r has a financial inte re st in the construction company, e tc.*
Pro forma *(?)
Other Considerations
6
100,000.00$
66.67
2.00$
None.
None.
Find the proforma and proforma instruction at w w w .icgov.org/actionplan
FY20 Proforma for CDBG application - 2 accessible homes.xlsx 26.13KB
Proforma Spread Sheet MYEPRental Housing ProjectsPlease enter information into "grey" fields only if you are using excel.LineDescriptionSymbolsYR1YR2YR3YR4YR5YR6YR7YR8YR9YR10Revenues1 Gross Rental Income+ G. Rent 33,696.00$ 34,369.92$ 35,057.32$ 35,758.46$ 36,473.63$ 37,203.11$ 37,947.17$ 38,706.11$ 39,480.23$ 40,269.84$ 2 Other Income + O. Income -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 3 Tenant Contributions+T. Contrubution -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 4 Gross Revenues= G. Income 33,696.00$ 34,369.92$ 35,057.32$ 35,758.46$ 36,473.63$ 37,203.11$ 37,947.17$ 38,706.11$ 39,480.23$ 40,269.84$ 5 Vacancy Loss- Vac 1,684.80$ 1,718.50$ 1,752.87$ 1,787.92$ 1,823.68$ 1,860.16$ 1,897.36$ 1,935.31$ 1,974.01$ 2,013.49$ (5% Vac. Rate x Gross Income)6Effective Gross Income= EGI 32,011.20$ 32,651.42$ 33,304.45$ 33,970.54$ 34,649.95$ 35,342.95$ 36,049.81$ 36,770.81$ 37,506.22$ 38,256.35$ Operating Expenses7 Insurance1,500.00$ 1,545.00$ 1,591.35$ 1,639.09$ 1,688.26$ 1,738.91$ 1,791.08$ 1,844.81$ 1,900.16$ 1,957.16$ 8 Maintenance & Structural Repairs1,400.00$ 1,442.00$ 1,485.26$ 1,529.82$ 1,575.71$ 1,622.98$ 1,671.67$ 1,721.82$ 1,773.48$ 1,826.68$ 9 Management Fees-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 10 Misc. Operating Expenses (Utilities)3,240.00$ 3,337.20$ 3,437.32$ 3,540.44$ 3,646.65$ 3,756.05$ 3,868.73$ 3,984.79$ 4,104.34$ 4,227.47$ 11 Property Tax (Taxes for 1st year only)-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 12Reserves (Operating reserve no less than $350/unit)700.00$ 721.00$ 742.63$ 764.91$ 787.86$ 811.49$ 835.84$ 860.91$ 886.74$ 913.34$ 13 Total Operating Expenses- OPR. Expenses 6,840.00$ 7,045.20$ 7,256.56$ 7,474.25$ 7,698.48$ 7,929.43$ 8,167.32$ 8,412.34$ 8,664.71$ 8,924.65$ 14Net Operating Income=NOI 25,171.20$ 25,606.22$ 26,047.90$ 26,496.29$ 26,951.47$ 27,413.52$ 27,882.49$ 28,358.47$ 28,841.52$ 29,331.70$ 15 Debt Service First Mortgage20,880.00$ 20,880.00$ 20,880.00$ 20,880.00$ 20,880.00$ 20,880.00$ 20,880.00$ 20,880.00$ 20,880.00$ 20,880.00$ 16 Debt Service Subordinate Mortgage(s)-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 17 Total Debt Service-D\S 20,880.00$ 20,880.00$ 20,880.00$ 20,880.00$ 20,880.00$ 20,880.00$ 20,880.00$ 20,880.00$ 20,880.00$ 20,880.00$ 18Cash Flow =CF 4,291.20$ 4,726.22$ 5,167.90$ 5,616.29$ 6,071.47$ 6,533.52$ 7,002.49$ 7,478.47$ 7,961.52$ 8,451.70$ 18(b) Equity Investment In Project-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 19Cash -on- Cash ROICF#DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!Cash Flow divided by Equity Investmentt in ProjectEquity Invest.Debt Coverage Ratio (after Year 3, shall be no less than 1.20DCR 1.206 1.226 1.248 1.269 1.291 1.313 1.335 1.358 1.381 1.405during compliance period. Encourage 1.20-1.50.) The total of items #7-10 shall be no less than $2,850/unit
LineYR1YR2YR3YR4YR5YR6YR7YR8YR9YR10Determining Taxes20 Cash FlowCF 4,291.20$ 4,726.22$ 5,167.90$ 5,616.29$ 6,071.47$ 6,533.52$ 7,002.49$ 7,478.47$ 7,961.52$ 8,451.70$ 21 Depreciation Expenses- DEPR -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 22 Amortization of Fees-AMORTZ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 23 Principal Payments+P -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 24 Reserves+RESERVES 700.00$ 700.00$ 700.00$ 700.00$ 700.00$ 700.00$ 700.00$ 700.00$ 700.00$ 700.00$ 25 Earnings (Loss) Before Taxes=EBTx 4,991.20$ 5,426.22$ 5,867.90$ 6,316.29$ 6,771.47$ 7,233.52$ 7,702.49$ 8,178.47$ 8,661.52$ 9,151.70$ 26 x Tax Rate (35% or 0%)xRATE 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%27 Tax Incurred (Saved)=TAX or (Savings) -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Cash Flow After Tax28 Cash FlowCF 4,291.20$ 4,726.22$ 5,167.90$ 5,616.29$ 6,071.47$ 6,533.52$ 7,002.49$ 7,478.47$ 7,961.52$ 8,451.70$ 29 Tax Incurred (Tax Saved)- TAX (+SAV) -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 30 Cash Flow After Tax=CFATx 4,291.20$ 4,726.22$ 5,167.90$ 5,616.29$ 6,071.47$ 6,533.52$ 7,002.49$ 7,478.47$ 7,961.52$ 8,451.70$ LineTotal Benefit Analysis31 Cash Flow After TaxCFATx 4,291.20$ 4,726.22$ 5,167.90$ 5,616.29$ 6,071.47$ 6,533.52$ 7,002.49$ 7,478.47$ 7,961.52$ 8,451.70$ 32 Rehabilitation Tax Credit+RTC -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 33 Low Income Housing Tax Credit+LIHTC -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 34 Net Sale Proceeds+NSP -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 35 Total Benefits After Tax (NCFAT)=NCFATx 4,291.20$ 4,726.22$ 5,167.90$ 5,616.29$ 6,071.47$ 6,533.52$ 7,002.49$ 7,478.47$ 7,961.52$ 8,451.70$ 36 Return on InvestmentROI #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!
YR11YR12YR13YR14YR15YR16YR17YR18YR19YR20LineDescriptionRevenues41,075.24$ 41,896.74$ 42,734.68$ 43,589.37$ 44,461.16$ 45,350.38$ 46,257.39$ 47,182.53$ 48,126.19$ 49,088.71$ 1Gross Rental Income-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 2Other Income -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 3Tenant Contributions41,075.24$ 41,896.74$ 42,734.68$ 43,589.37$ 44,461.16$ 45,350.38$ 46,257.39$ 47,182.53$ 48,126.19$ 49,088.71$ 4 Gross Revenues2,053.76$ 2,094.84$ 2,136.73$ 2,179.47$ 2,223.06$ 2,267.52$ 2,312.87$ 2,359.13$ 2,406.31$ 2,454.44$ 5 Vacancy Loss(5% Vac. Rate x Gross Income)39,021.47$ 39,801.90$ 40,597.94$ 41,409.90$ 42,238.10$ 43,082.86$ 43,944.52$ 44,823.41$ 45,719.88$ 46,634.27$ 6Effective Gross IncomeOperating Expenses2,015.87$ 2,076.35$ 2,138.64$ 2,202.80$ 2,268.88$ 2,336.95$ 2,407.06$ 2,479.27$ 2,553.65$ 2,630.26$ 7 Insurance1,881.48$ 1,937.93$ 1,996.07$ 2,055.95$ 2,117.63$ 2,181.15$ 2,246.59$ 2,313.99$ 2,383.41$ 2,454.91$ 8 Maintenance & Structural Repairs-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 9 Management Fees4,354.29$ 4,484.92$ 4,619.47$ 4,758.05$ 4,900.79$ 5,047.81$ 5,199.25$ 5,355.23$ 5,515.88$ 5,681.36$ 10 Misc. Operating Expenses-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 11 Property Taxes940.74$ 968.96$ 998.03$ 1,027.97$ 1,058.81$ 1,090.58$ 1,123.29$ 1,156.99$ 1,191.70$ 1,227.45$ 12 Reserves9,192.39$ 9,468.16$ 9,752.20$ 10,044.77$ 10,346.11$ 10,656.50$ 10,976.19$ 11,305.48$ 11,644.64$ 11,993.98$ 13 Total Operating Expenses29,829.09$ 30,333.74$ 30,845.74$ 31,365.13$ 31,891.98$ 32,426.36$ 32,968.33$ 33,517.93$ 34,075.23$ 34,640.29$ 14Net Operating Income20,880.00$ 20,880.00$ 20,880.00$ 20,880.00$ 20,880.00$ 20,880.00$ 20,880.00$ 20,880.00$ 20,880.00$ 20,880.00$ 15 Debt Service First Mortgage-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 16 Debt Service Subordinate Mortgage(s)20,880.00$ 20,880.00$ 20,880.00$ 20,880.00$ 20,880.00$ 20,880.00$ 20,880.00$ 20,880.00$ 20,880.00$ 20,880.00$ 17 Total Debt Service8,949.09$ 9,453.74$ 9,965.74$ 10,485.13$ 11,011.98$ 11,546.36$ 12,088.33$ 12,637.93$ 13,195.23$ 13,760.29$ 18Cash Flow -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 18(b) Equity Investment In Project#DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!19Cash -on- Cash ROICash Flow divided by Equity Investmentt in Project1.429 1.453 1.477 1.502 1.527 1.553 1.579 1.605 1.632 1.659Debt Coverage Ratio
YR11YR12YR13YR14YR15YR16YR17YR18YR19YR20LineDescriptionDetermining Taxes8,949.09$ 9,453.74$ 9,965.74$ 10,485.13$ 11,011.98$ 11,546.36$ 12,088.33$ 12,637.93$ 13,195.23$ 13,760.29$ 20 Cash Flow-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 21 Depreciation Expenses-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 22 Amortization of Fees-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 23 Principal Payments700.00$ 700.00$ 700.00$ 700.00$ 700.00$ 700.00$ 700.00$ 700.00$ 700.00$ 700.00$ 24 Reserves9,649.09$ 10,153.74$ 10,665.74$ 11,185.13$ 11,711.98$ 12,246.36$ 12,788.33$ 13,337.93$ 13,895.23$ 14,460.29$ 25 Earnings (Loss) Before Taxes0% 0% 0% 0% 0% 0% 0% 0% 0% 0%26 x Tax Rate (35% or 0%)-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 27 Tax Incurred (Saved)Cash Flow After Tax8,949.09$ 9,453.74$ 9,965.74$ 10,485.13$ 11,011.98$ 11,546.36$ 12,088.33$ 12,637.93$ 13,195.23$ 13,760.29$ 28 Cash Flow-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 29 Tax Incurred (Tax Saved)8,949.09$ 9,453.74$ 9,965.74$ 10,485.13$ 11,011.98$ 11,546.36$ 12,088.33$ 12,637.93$ 13,195.23$ 13,760.29$ 30 Cash Flow After TaxLineTotal Benefit Analysis8,949.09$ 9,453.74$ 9,965.74$ 10,485.13$ 11,011.98$ 11,546.36$ 12,088.33$ 12,637.93$ 13,195.23$ 13,760.29$ 31 Cash Flow After Tax-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 32 Rehabilitation Tax Credit-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 33 Low Income Housing Tax Credit-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 34 Net Sale Proceeds8,949.09$ 9,453.74$ 9,965.74$ 10,485.13$ 11,011.98$ 11,546.36$ 12,088.33$ 12,637.93$ 13,195.23$ 13,760.29$ 35 Total Benefits After Tax (NCFAT)#DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!36 Return on Investment
Feasibil ity an d Community Imp act
Outline the proposed timetable and expected impact for the project. For the timetable, include when requested funding
will be committed, project milestones such as rezoning or construction, and when funds will be spent. If applicant plans to
apply for funds not committed, include the anticipated date for application and when funds will be awarded. For expected
impact, break out beneficiaries by income group. If funded, both the schedule and income breakdown will be used for
any project agreement.
De scribe proje ct be ne fits and re quire me nts
Rental Housing
Expe cte d Numbe r of Units *Expe cte d Re nt *
Time Table
Date De scription of Activ ity
To promote the e fficie nt use of public funds, de scribe how the proje ct will continue to prov ide public
be ne fits through and be yond the re quire d compliance pe riod. De scribe how the proje ct will prov ide public
be ne fits be low rate s in the e xisting marke t
In what manne r or form will the proje ct proce e d if it is awarde d le ss than full funding? If the re are se v e ral
compone nts, how will the y be prioritize d?
Please indicate the population to be served by the proposed program according to the linked income categories. If
requesting money for a specific administrative expense (like a staff member’s salary), indicate the population served by
your entire agency.
(Please Note: If funded, this information will be used as income targeting for your Agreement).
M e dian Income Numbe r of Pe rsons
0 - 30%
31 - 50%
51 - 60%
Project Benefit Narrative
Such as beneficiary eligibility requirements, targeted beneficiaries, etc.
Fully accessible housing is difficult to find- especially for individuals with intellectual disabilities who need daily
assistance and also live on limited incomes. We currently have approximately 10 referrals on our waiting list
who need this exact type of housing and service provision.
6 468.00$
12/31/2019 Lots will be purchased and building of homes will have started.
Our primary service to the people who live in our grant assisted sites is not just providing suitable and
affordable housing, That is the first and very important step to achieving our actual mission of providing
advocacy and person-centered services which facilitate personal growth and community inclusion to people
with disabilities. We will continue to use these homes for this essential service provision well after any
compliance period. Our goal to is provide high quality service provision to people with disabilities; our goal is
not to profit from rental income.
We will make every effort to utilize any funds we may be awarded.
Income Breakdown
6
61 - 80%
Ov e r 80%
M e dian Income Numbe r of Pe rsons
Total Pe rsons/House holds
Pe rce nt LM I
Ple ase note the basis for the se e stimate s *
6
100.00
The individuals we serve all have income of less than
$15,000 per year.
Capacity an d Ap p l ican t History
Please list amount of CDBG and/or HOME funds received within the last four City fiscal years and the status of the project(s) undertaken.
CDBG and/or HOME funds received
Fiscal Ye ar Funds Re ce iv e d Budge te d
Amount
Amount
Expe nde d
Date Proje ct
Comple te d
Ple ase de scribe your organization’s structure , office rs, and staff.*
Ple ase de scribe the e ducation and e xpe rie nce of ke y staff who will imple me nt the proje ct (e xcluding
v olunte e rs, board me mbe rs, and consultants). If consultants are utilize d, ide ntify what role the y will play in
the proje ct.*
Ple ase summarize your organization’s portfolio, including how many units you own and/or manage , how many
home s you hav e built/re habilitate d/sold, and what proje cts are unde rway.*
Ev ide nce of Fiscal Capacity (?)
Ev ide nce of Organizational Capacity (?)
Is the applicant (including partne rs, co-applicants, e tc.) curre ntly in compliance with all fe de ral, state and
local laws, rule s and re gulations, including any CDBG and/or HOM E funde d proje cts?*
Ple ase ide ntify re le v ant marke t factors that v e rify the de mand for the propose d proje ct base d on the City of
Iowa City Housing Program Guide line s policy. The City may re quire a M arke t Analysis for large or
complicate d proje cts to support the ne e d be fore e nte ring an agre e me nt.
July 1, 2015 to June 30, 2016 60,000.00$60,000.00$12/13/2015
July 1, 2016 to June 30, 2017 50,000.00$50,000.00$6/6/2017
July 1, 2017 to June 30, 2018 50,000.00$50,000.00$2/1/2018
July 1, 2018 to June 30, 2019 70,000.00$35,000.00$
Organizational chart attached below.
We have successfully implemented identical projects several times using CDBG funds. The Director of HR &
Support Services, Kari Wilken, will work with our realtor to identify and purchase a suitable home in Iowa City.
Once the home is purchased, it will be managed through our well-established Residential Program.
The MYEP Residential Program currently operates 16 homes. We own 11 of these homes and rent 5 from area
landlords.
Audit Summary
FY18 Preliminary Independent Financial Audit.pdf 8.2MB
Up to four pages of additional information about the capacity of the organization may be included. Examples of possible evidence may be resumes of key
staff, additional descriptions of organizational activities, or other relevant information.
OrgChart2019.pptx 60.22KB
Yes
No
Currently in litigation
*This does not apply to tenant based rental assistance, homeow ner rehabilitation, dow n payment assistance, or CHDO operating expenses.
MYEP ORGANIZATIONAL CHARTPRESIDENT/CEORoger LusalaChief Finance OfficerKaren ScottSENIOR ACCOUNTANTChief Quality Advancement OfficerChris CampbellQA & TRAINING SPECIALISTSChief Program OfficerMegan GerberRESIDENTIAL SERVICE COORDINATORSLDSPDSPsDAY PROGRAM SERVICE COORDINATORSTAFF MANAGERLDSPDSPChief Operating OfficerKari WilkenHR CoordinatorsFACILITIES MANAGER
Project Name Successful Living ‐ Rental Acquisition
Project Address To be determined
Activity Type Rental Housing
CITY STEPS Priority Expanding affordable rental and owner housing opportunities
CITY STEPS Goal Increase the supply of affordable rental housing
Amount Requested $240,000
Project Description Acquire four 4‐bedroom houses to be operated as 16 SRO units with supportive
services for low income persons who are chronically mentally ill. A 5th bedroom will be
added to each house as soon as possible, potentially increasing the homes by 4
additional SRO units.
Repayment Terms Conditional occupancy loan (forgiven if follows requirements)
Affordability Period 5 years proposed
Property Taxes Tax exempt
% CDBG/HOME Funded 26%
Project Budget Discussion Total budget is $940,000 with matching funds coming from private financing. Total
CDBG/HOME cost per unit is $15,000. Expected rents of $450 per SRO unit. Pro Forma
depends on a 5th unit for each property; needs to pass underwriting for 4 units. If not
awarded full funding, SL will use any funds awarded though the number of houses
acquired may be reduced.
Beneficiaries 0‐30% AMI 100% 20 households (assuming 5th bedroom)
Project Coordination with
Existing Services & other
Services Available in the
Community
Successful Living partners with a wide range of community groups: Abbe Center, NAMI,
Hills Bank, DHS, the East Central Region, the City, UIHC, Mercy, local churches, food
banks (including Crisis Center), Arc and the NAACP.
Timeliness and Capacity to
Successfully Complete the
Proposed Project
Previous CDBG/HOME projects have been delayed and have required amended
agreements due to lower than expected beneficiaries. Staff has concerns about the
number of homes proposed while FY18 and FY19 projects are outstanding.
Staff Concerns/Notes 1) May need to comply with federal procurement standards (competitive bids) for the
proposed work.
2) Potential conflict of interest if allocated CDBG funds.
3) Section 3 may require opportunities for training/employment for LMI persons if a
contractor performs construction duties which total $100,000 in HUD funds.
4) If 5 or more HOME‐assisted units, must implement City's Affirmative Marketing Plan through
the project’s affirmative marketing plan.
6) May be subject to relocation requirements if property is occupied by tenants at the
time of acquisition
7) Pro forma assumes 5 units per property ‐ must pass underwriting for 4 units per property
unless purchasing 5 bedroom homes
8) Pro forma assumes an 8% vacancy loss ‐ what is that based on?
9) Maintenance & Repairs is about $9,000 over expected
10) Property tax should be shown in the first year and SL must demonstrate ability to
make up for that loss
11) For SROs, utilities must be included under Misc Operating Expenses, will likely need to be
higher
12) Operating expenses are higher at 8% but still within requirements
13) May be subject to federal labor provisions (Davis Bacon – prevailing wages).
S:\DEV\CDBGHOME\FY20\_Applications\FY20 Staff reports FINAL.xlsx
Application for FY2020 CDBG/HOME funds
General In formation an d Proj ect Need
Select Language ▼
Community Development Block Grant (CDBG) and/or HOME Investment Partnership (HOME) programs provide funding
to aid in the development of viable urban communities and in the provision of safe and decent affordable housing.
Applications are due Tuesday, January 18, 2019 at noon. This year, $625,000 are estimated to be available through this
competitive process. Please review the FY20 CDBG/HOME Application Guide for more information about eligible
activities. Please submit one project proposal per application. Questions can be directed to kirk-lehmann@iowa-city.org
or contact Neighborhood Services at 319-356-5230. Additional assistance, and hard copy applications, are available
upon request
Proje ct name *
Proje ct Addre ss *
Type of Proje ct (?)
Type of Activ ity (?)
Applicants
Project Information
Affordable Rental Housing down payments for 4 houses
City
Iowa City
State / Province / Region
Iowa
Postal / Zip Code
52240
Country
United States
Street Address
To be determined
Address Line 2
Rental Housing
Owner Housing
Public Facility
Other
Acquisition
New Construction
Rehabilitation
Direct Assistance
Other
Applicant Name *
Applicant Addre ss *
Successful Living Supportive Housing
Type of Le ad Applicant *
W-9 Form *(?)
Organizational Status *(?)
Amount of Funds Re que ste d *
Did you atte nd an Applicant Workshop?*
Contact Pe rson, Title *
Phone Numbe r *
Email *
DUNS Numbe r (?)
DUNS # Ve rification *(?)
CAGE Code (?)
SAM .gov Re gistration *(?)
City
Iowa City
State / Province / Region
IA
Postal / Zip Code
52240
Country
United States
Street Address
2406 Towncrest Drive
Address Line 2
Carla Phelps, Director of Grants & Dev.
3194711809
cphelps@icsuccess.org
055386861
Go to http://fedgov.dnb.com/w ebform to look up or create a DUNS number. Provide a copy of the email you receive w ith your confirmed DUNS number.
DUNS letter.pdf 418.35KB
Obtain by registering on SAM.gov
83B30
All subrecipients must register on SAM.gov before a legally binding agreement can be signed. Attach your SAM.gov Entity Registration Summary as evidence
that this has been completed.
SAM letter.pdf 441.33KB
General Information
Community Housing Development Organization
Private non-profit organization
Private for-profit, individual or partnership applicant
Public Organization
(Request for Taxpayer ID # & Certification)
W9 wtaxID.pdf 767.79KB
Go to https://sos.iow a.gov/search/business to look up the organization applying for funds. Provide a copy of the Business Entity Summary screen.
Iowa SOS letter.pdf 588.09KB
240,000.00$
Yes No
Prov ide a fe w line s de scribing the propose d proje ct *
Ple ase spe cify the one or two most applicable priority ne e d(s) this application addre sse s, as shown in the
2016-2020 CITY STEPS Plan. Explain how this proje ct will me e t this/those ne e d(s).*
Our non-profit agency serves only the Chronically Mentally Ill who are impoverished in Iowa City. They come to
us from shelters, off the street and other unfortunate circumstances. We have a long waiting list for our houses
and will use this funding for down payments on 4 house acquisitions. Each house will have 4 bedrooms and we
will add a 5th bedroom as soon as possible. We will get commercial funding from Hills Bank for the balance of
each mortgage and to add the 5th bedroom, an office and privacy fencing. Experience has taught us this
model works for our clients. We charge low rents in accordance with city guidelines. We will have mentally ill
clients ready to move into each house right away. We help them enroll in Medicaid, get to drs, apply for SSI,
take them to food banks and generally counsel and mentor them as they journey toward recovery (which
means something different for each person). Living in safe, secure, affordable housing provides an appropriate
and healthy setting necessary to promote mental health improvement. Behaviors change, moods lift, sleeping
and eating and physical health all improve as a result of moving into comfortable, welcoming housing.
Expanding affordable housing is a priority (01) which describes our agency. We help battle homelessness
(03C) and care for the Mentally Ill ((03P), which are also City Step priorities. Some of our client population have
substance problems, which we help them to conquer (03P). Most of our clients are 100% disabled (03B). We
will house clients in the houses we will buy with this funding, get them on to Medicaid and into treatment by
psychiatrists and other doctors. Our houses provide safety and security. Our counselors will see these clients
daily, and drive them to appointments and help them meet other daily needs so that their lives will begin to
improve and behaviors are modified and isolation defeated.
Budget and Resources
Type of Funding Re que ste d *
Requested Grant Terms
Principal Amount Affordability Pe riod (?)
Public Resources
Funding Source and Type (?)Amount Inte re st rate Te rm (?)Committe d
Total Public Funds
For uncommitte d funds, ple ase indicate whe n the applicant will apply for funds
Private Resources
Funding Source & Type (?)Amount Inte re st rate Te rm (?)Committe d
Total Priv ate Funds
Total Proje ct Funding
Please enter below the uses of funding and amounts requested for the proposed project, including whether formal cost
estimates were received. Select the blank space for possible use of funds, or enter your own.”
Type (?)Amount Formal Cost
Estimate
Name of Entity
prov iding cost
e stimate
Financing terms w ill be based on project feasibility and the ability to repay. Terms approved by City Council may be different than w hat is requested.
Grant
240,000.00$5 years
Source of Funds
Please enter below the types of funding and amounts requested for the proposed project, including if the funding is committed. If not a loan, leave loan terms
blank. Select the blank space for possible sources of income, or enter your ow n.
Iowa City HOME/CDBG 240000.00$0 No
240,000.00$
These public funds represent this CDBG/HOME grant proposal for total down payments for 4 houses.
Bank Loan 700,000.00$5%20 No
700,000.00$
940,000.00$
Use of Funds
1. House & land acquisition 235,000.00$No Successful Living
recent purchase
2. House & land acquisition 235,000.00$No Successful Living
recent purchase
3. House & land acquisition 235,000.00$No Successful Living
recent purchase
Type (?)Amount Formal Cost
Estimate
Name of Entity
prov iding cost
e stimate
Total Use of Funds Amount
Scope of work (?)
Numbe r of house holds or pe rsons se rv e d *
Total cost pe r house hold or pe rson se rv e d
What pe rce ntage of the propose d budge t will be made up of priv ate funds?*
Dollars Le v e rage d Pe r City Dollar Spe nt
De scribe any community partne rships or v olunte e rs that will contribute to the proje ct.
De scribe any ide ntity of inte re st (IOI) re lationships with the applicant and/or proje ct owne r, i.e . Ge ne ral
Partne r has a financial inte re st in the construction company, e tc.*
Pro forma *(?)
4. House & land acquisition 235,000.00$No Successful Living
recent purchase
$No
$No
$No
$No
940,000.00$
Attach any documentation used for cost estimates
Other Considerations
20
47,000.00$
74.47
2.92$
We partner with: the Abbe Center, NAMI, Hills Bank, DHS, the East Central Region and various city
departments help our agency run successfully while we take care of clients. Our staff are on a first name basis
with Social Security. We get referrals from UIHC and Mercy & are often back & forth with clients. Local churches
help with our client holiday parties and food banks (incl Crisis Ctr). We take them to city hall to check on their
Section 8 applications. All agencies work with one another to help all of our clients. The ARC works some with
our clients to see if they are suited to work. Our agency work is a community effort and we all necessarily know
and work well with one another. We will be entering into some joint fund-raising endeavors with NAMI soon. We
have a close relationship with NAACP and will be jointly planning activities with them soon, to strengthen our
outreach with minorities.
A board member's real estate firm helps us find houses to
buy,.
Find the proforma and proforma instruction at w w w .icgov.org/actionplan
down pymts HOME Pro Forma 2019 January.xls 62.5KB
Proforma Spread Sheet FY20 Rental Housing ProjectsPlease enter information into "grey" fields only if you are using excel.LineDescriptionSymbolsYR1YR2YR3YR4YR5YR6YR7YR8YR9YR10Revenues1 Gross Rental Income+ G. Rent 108,000.00$ 110,160.00$ 112,363.20$ 114,610.46$ 116,902.67$ 119,240.73$ 121,625.54$ 124,058.05$ 126,539.21$ 129,070.00$ 2 Other Income + O. Income -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 3 Tenant Contributions+T. Contrubution -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 4 Gross Revenues= G. Income 108,000.00$ 110,160.00$ 112,363.20$ 114,610.46$ 116,902.67$ 119,240.73$ 121,625.54$ 124,058.05$ 126,539.21$ 129,070.00$ 5 Vacancy Loss- Vac 8,640.00$ 8,812.80$ 8,989.06$ 9,168.84$ 9,352.21$ 9,539.26$ 9,730.04$ 9,924.64$ 10,123.14$ 10,325.60$ (5% Vac. Rate x Gross Income)6Effective Gross Income= EGI 99,360.00$ 101,347.20$ 103,374.14$ 105,441.63$ 107,550.46$ 109,701.47$ 111,895.50$ 114,133.41$ 116,416.08$ 118,744.40$ Operating Expenses7 Insurance3,200.00$ 3,296.00$ 3,394.88$ 3,496.73$ 3,601.63$ 3,709.68$ 3,820.97$ 3,935.60$ 4,053.66$ 4,175.27$ 8 Maintenance & Structural Repairs16,000.00$ 16,480.00$ 16,974.40$ 17,483.63$ 18,008.14$ 18,548.39$ 19,104.84$ 19,677.98$ 20,268.32$ 20,876.37$ 9 Management Fees8,640.00$ 8,899.20$ 9,166.18$ 9,441.16$ 9,724.40$ 10,016.13$ 10,316.61$ 10,626.11$ 10,944.89$ 11,273.24$ 10 Misc. Operating Expenses2,000.00$ 2,060.00$ 2,121.80$ 2,185.45$ 2,251.02$ 2,318.55$ 2,388.10$ 2,459.75$ 2,533.54$ 2,609.55$ 11 Property Tax-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 12Reserves (Operating reserve no less than $350/unit)1,400.00$ 1,442.00$ 1,485.26$ 1,529.82$ 1,575.71$ 1,622.98$ 1,671.67$ 1,721.82$ 1,773.48$ 1,826.68$ 13 Total Operating Expenses- OPR. Expenses 31,240.00$ 32,177.20$ 33,142.52$ 34,136.79$ 35,160.90$ 36,215.72$ 37,302.19$ 38,421.26$ 39,573.90$ 40,761.11$ 14Net Operating Income=NOI 68,120.00$ 69,170.00$ 70,231.63$ 71,304.84$ 72,389.56$ 73,485.75$ 74,593.30$ 75,712.15$ 76,842.18$ 77,983.28$ 15 Debt Service First Mortgage 20 yrs@5%55,428.00$ 55,428.00$ 55,428.00$ 55,428.00$ 55,428.00$ 55,428.00$ 55,428.00$ 55,428.00$ 55,428.00$ 55,428.00$ 16 Debt Service Subordinate Mortgage(s)-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 17 Total Debt Service-D\S 55,428.00$ 55,428.00$ 55,428.00$ 55,428.00$ 55,428.00$ 55,428.00$ 55,428.00$ 55,428.00$ 55,428.00$ 55,428.00$ 18Cash Flow =CF 12,692.00$ 13,742.00$ 14,803.63$ 15,876.84$ 16,961.56$ 18,057.75$ 19,165.30$ 20,284.15$ 21,414.18$ 22,555.28$ 18(b) Equity Investment In Project-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 19Cash -on- Cash ROICF#DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!Cash Flow divided by Equity Investmentt in ProjectEquity Invest.Debt Coverage Ratio (after Year 3, shall be no less than 1.20 DCR 1.228981742 1.247925236 1.267078516 1.286440705 1.306010756 1.325787445 1.345769363 1.365954903 1.386342259 1.40692941during compliance period. Encourage 1.20-1.50.) The total of items #7-10 shall be no less than $2,850/unit
LineYR1YR2YR3YR4YR5YR6YR7YR8YR9YR10Determining Taxes20 Cash FlowCF 12,692.00$ 13,742.00$ 14,803.63$ 15,876.84$ 16,961.56$ 18,057.75$ 19,165.30$ 20,284.15$ 21,414.18$ 22,555.28$ 21 Depreciation Expenses- DEPR -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 22 Amortization of Fees-AMORTZ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 23 Principal Payments+P -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 24 Reserves+RESERVES 1,400.00$ 1,400.00$ 1,400.00$ 1,400.00$ 1,400.00$ 1,400.00$ 1,400.00$ 1,400.00$ 1,400.00$ 1,400.00$ 25 Earnings (Loss) Before Taxes=EBTx 14,092.00$ 15,142.00$ 16,203.63$ 17,276.84$ 18,361.56$ 19,457.75$ 20,565.30$ 21,684.15$ 22,814.18$ 23,955.28$ 26 x Tax Rate (35% or 0%)xRATE 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%27 Tax Incurred (Saved)=TAX or (Savings) -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Cash Flow After Tax28 Cash FlowCF 12,692.00$ 13,742.00$ 14,803.63$ 15,876.84$ 16,961.56$ 18,057.75$ 19,165.30$ 20,284.15$ 21,414.18$ 22,555.28$ 29 Tax Incurred (Tax Saved)- TAX (+SAV) -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 30 Cash Flow After Tax=CFATx 12,692.00$ 13,742.00$ 14,803.63$ 15,876.84$ 16,961.56$ 18,057.75$ 19,165.30$ 20,284.15$ 21,414.18$ 22,555.28$ LineTotal Benefit Analysis31 Cash Flow After TaxCFATx 12,692.00$ 13,742.00$ 14,803.63$ 15,876.84$ 16,961.56$ 18,057.75$ 19,165.30$ 20,284.15$ 21,414.18$ 22,555.28$ 32 Rehabilitation Tax Credit+RTC -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 33 Low Income Housing Tax Credit+LIHTC -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 34 Net Sale Proceeds+NSP -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 35 Total Benefits After Tax (NCFAT)=NCFATx 12,692.00$ 13,742.00$ 14,803.63$ 15,876.84$ 16,961.56$ 18,057.75$ 19,165.30$ 20,284.15$ 21,414.18$ 22,555.28$ 36 Return on InvestmentROI #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!
YR11YR12YR13YR14YR15YR16YR17YR18YR19YR20LineDescriptionRevenues131,651.40$ 134,284.43$ 136,970.11$ 139,709.52$ 142,503.71$ 145,353.78$ 148,260.86$ 151,226.07$ 154,250.59$ 157,335.61$ 1Gross Rental Income-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 2Other Income -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 3Tenant Contributions131,651.40$ 134,284.43$ 136,970.11$ 139,709.52$ 142,503.71$ 145,353.78$ 148,260.86$ 151,226.07$ 154,250.59$ 157,335.61$ 4 Gross Revenues10,532.11$ 10,742.75$ 10,957.61$ 11,176.76$ 11,400.30$ 11,628.30$ 11,860.87$ 12,098.09$ 12,340.05$ 12,586.85$ 5 Vacancy Loss(5% Vac. Rate x Gross Income)121,119.29$ 123,541.67$ 126,012.50$ 128,532.75$ 131,103.41$ 133,725.48$ 136,399.99$ 139,127.99$ 141,910.55$ 144,748.76$ 6Effective Gross IncomeOperating Expenses4,300.53$ 4,429.55$ 4,562.43$ 4,699.31$ 4,840.29$ 4,985.50$ 5,135.06$ 5,289.11$ 5,447.79$ 5,611.22$ 7 Insurance21,502.66$ 22,147.74$ 22,812.17$ 23,496.54$ 24,201.44$ 24,927.48$ 25,675.30$ 26,445.56$ 27,238.93$ 28,056.10$ 8 Maintenance & Structural Repairs11,611.44$ 11,959.78$ 12,318.57$ 12,688.13$ 13,068.78$ 13,460.84$ 13,864.66$ 14,280.60$ 14,709.02$ 15,150.29$ 9 Management Fees2,687.83$ 2,768.47$ 2,851.52$ 2,937.07$ 3,025.18$ 3,115.93$ 3,209.41$ 3,305.70$ 3,404.87$ 3,507.01$ 10 Misc. Operating Expenses-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 11 Property Taxes1,881.48$ 1,937.93$ 1,996.07$ 2,055.95$ 2,117.63$ 2,181.15$ 2,246.59$ 2,313.99$ 2,383.41$ 2,454.91$ 12 Reserves41,983.95$ 43,243.47$ 44,540.77$ 45,876.99$ 47,253.30$ 48,670.90$ 50,131.03$ 51,634.96$ 53,184.01$ 54,779.53$ 13 Total Operating Expenses79,135.34$ 80,298.21$ 81,471.73$ 82,655.76$ 83,850.11$ 85,054.58$ 86,268.96$ 87,493.03$ 88,726.54$ 89,969.23$ 14Net Operating Income55,428.00$ 55,428.00$ 55,428.00$ 55,428.00$ 55,428.00$ 55,428.00$ 55,428.00$ 55,428.00$ 55,428.00$ 55,428.00$ 15 Debt Service First Mortgage-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 16 Debt Service Subordinate Mortgage(s)55,428.00$ 55,428.00$ 55,428.00$ 55,428.00$ 55,428.00$ 55,428.00$ 55,428.00$ 55,428.00$ 55,428.00$ 55,428.00$ 17 Total Debt Service23,707.34$ 24,870.21$ 26,043.73$ 27,227.76$ 28,422.11$ 29,626.58$ 30,840.96$ 32,065.03$ 33,298.54$ 34,541.23$ 18Cash Flow -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 18(b) Equity Investment In Project#DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!19Cash -on- Cash ROICash Flow divided by Equity Investmentt in Project1.427714113 1.448693894 1.469866035 1.491227567 1.512775256 1.534505593 1.556414781 1.578498726 1.600753019 1.623172927Debt Coverage Ratio
YR11YR12YR13YR14YR15YR16YR17YR18YR19YR20LineDescriptionDetermining Taxes23,707.34$ 24,870.21$ 26,043.73$ 27,227.76$ 28,422.11$ 29,626.58$ 30,840.96$ 32,065.03$ 33,298.54$ 34,541.23$ 20 Cash Flow-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 21 Depreciation Expenses-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 22 Amortization of Fees-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 23 Principal Payments1,400.00$ 1,400.00$ 1,400.00$ 1,400.00$ 1,400.00$ 1,400.00$ 1,400.00$ 1,400.00$ 1,400.00$ 1,400.00$ 24 Reserves25,107.34$ 26,270.21$ 27,443.73$ 28,627.76$ 29,822.11$ 31,026.58$ 32,240.96$ 33,465.03$ 34,698.54$ 35,941.23$ 25 Earnings (Loss) Before Taxes0% 0% 0% 0% 0% 0% 0% 0% 0% 0%26 x Tax Rate (35% or 0%)-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 27 Tax Incurred (Saved)Cash Flow After Tax23,707.34$ 24,870.21$ 26,043.73$ 27,227.76$ 28,422.11$ 29,626.58$ 30,840.96$ 32,065.03$ 33,298.54$ 34,541.23$ 28 Cash Flow-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 29 Tax Incurred (Tax Saved)23,707.34$ 24,870.21$ 26,043.73$ 27,227.76$ 28,422.11$ 29,626.58$ 30,840.96$ 32,065.03$ 33,298.54$ 34,541.23$ 30 Cash Flow After TaxLineTotal Benefit Analysis23,707.34$ 24,870.21$ 26,043.73$ 27,227.76$ 28,422.11$ 29,626.58$ 30,840.96$ 32,065.03$ 33,298.54$ 34,541.23$ 31 Cash Flow After Tax-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 32 Rehabilitation Tax Credit-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 33 Low Income Housing Tax Credit-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 34 Net Sale Proceeds23,707.34$ 24,870.21$ 26,043.73$ 27,227.76$ 28,422.11$ 29,626.58$ 30,840.96$ 32,065.03$ 33,298.54$ 34,541.23$ 35 Total Benefits After Tax (NCFAT)#DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!36 Return on Investment
Feasibil ity an d Community Imp act
Outline the proposed timetable and expected impact for the project. For the timetable, include when requested funding
will be committed, project milestones such as rezoning or construction, and when funds will be spent. If applicant plans to
apply for funds not committed, include the anticipated date for application and when funds will be awarded. For expected
impact, break out beneficiaries by income group. If funded, both the schedule and income breakdown will be used for
any project agreement.
De scribe proje ct be ne fits and re quire me nts
Rental Housing
Expe cte d Numbe r of Units *Expe cte d Re nt *
Time Table
Date De scription of Activ ity
To promote the e fficie nt use of public funds, de scribe how the proje ct will continue to prov ide public
be ne fits through and be yond the re quire d compliance pe riod. De scribe how the proje ct will prov ide public
be ne fits be low rate s in the e xisting marke t
In what manne r or form will the proje ct proce e d if it is awarde d le ss than full funding? If the re are se v e ral
compone nts, how will the y be prioritize d?
Please indicate the population to be served by the proposed program according to the linked income categories. If
requesting money for a specific administrative expense (like a staff member’s salary), indicate the population served by
your entire agency.
(Please Note: If funded, this information will be used as income targeting for your Agreement).
Project Benefit Narrative
Such as beneficiary eligibility requirements, targeted beneficiaries, etc.
CMI clients are our sole targeted beneficiaries. Our only criteria is that they have a psychiatric diagnosis. If no
insurance, we help them get Medicaid; b/c they have nothing when they come to us (all are<30% AMI), all
qualify for it. Some also have substance issues, common in CMI people who self-treat in the absence of
psychiatric intervention. We work in tandem with medical providers for this treatment. Our high-needs houses
are safe, secure, furnished, and staffed 24/7. We help them with getting food and other help. They can stay
with us in our high-needs houses indefinitely. We keep our houses well-maintained, comfortable, clean, secure,
all of which are espec important to this client population.
20 450.00$
6/15/2019 Begin to look at houses
7/3/2019 Make offer on one house, begin to negotiate, sched inspections
10/3/2019 Make offer on second house etc
1/6/2020 Make offer on third house etc
4/3/2020 Make offer on forth house etc
Our houses are fixed assets are depreciated over 20-30 years. We intend to keep them well-maintained and
upgraded as needed for decades to house Iowa City's CMI population. Our 5-bedroom model works well and
we plan to continue this programming into the distant future in the same way we administer it currently. We will
always provide low-income rooms to the Chronically Mentally Ill who are indigent; that is why we exist.
We will use any funds awarded us as down payments for houses, although the number of total houses may be
fewer if we are awarded less.
Income Breakdown
M e dian Income Numbe r of Pe rsons
0 - 30%
31 - 50%
51 - 60%
61 - 80%
Ov e r 80%
Total Pe rsons/House holds
Pe rce nt LM I
Ple ase note the basis for the se e stimate s *
20
20
100.00
We help all clients with their finances and keeping Medicaid
in the loop to verify their low incomes. These are estimates
based on real (current) client financial positions.
Capacity an d Ap p l ican t History
Please list amount of CDBG and/or HOME funds received within the last four City fiscal years and the status of the project(s) undertaken.
CDBG and/or HOME funds received
Fiscal Ye ar Funds Re ce iv e d Budge te d
Amount
Amount
Expe nde d
Date Proje ct
Comple te d
Ple ase de scribe your organization’s structure , office rs, and staff.*
Ple ase de scribe the e ducation and e xpe rie nce of ke y staff who will imple me nt the proje ct (e xcluding
v olunte e rs, board me mbe rs, and consultants). If consultants are utilize d, ide ntify what role the y will play in
the proje ct.*
Ple ase summarize your organization’s portfolio, including how many units you own and/or manage , how many
home s you hav e built/re habilitate d/sold, and what proje cts are unde rway.*
Ev ide nce of Fiscal Capacity (?)
Ev ide nce of Organizational Capacity (?)
July 1, 2017 to June 30, 2018 87,000.00$87,000.00$7/16/2018
July 1, 2017 to June 30, 2018 50,000.00$50,000.00$2/28/2019
July 1, 2018 to June 30, 2019 59,999.00$59,999.00$12/28/2018
July 1, 2018 to June 30, 2019 59,999.00$59,999.00$2/28/2019
July 1, 2018 to June 30, 2019 59,999.00$59,999.00$4/30/2019
July 1, 2018 to June 30, 2019 14,003.00$14,003.00$6/29/2019
Our organization chart has been uploaded. See Evidence of Organizational Capacity (below).
Roger Goedken, Executive Director, BA, BS, Psychology & Sociology, Successful Living 7 years, 20 years exp
Patricia Meyer, Facilities Director, Successful Living 8 years & 30 years experience
Steve Nachazel, Housing Intake Specialist, BA Psychology, 30 years experience
Deb Watson, Quality Assurance, 30 years experience, 15 years at Successful Living
Carla Phelps, Grant & Dec., BBA,Grad Dip Couns.&Psychotherapy, MA App.Psychotherapy, 30 years exp.
Ashley Gillette, Finance Director, 20 years experience
House leads & house staff, all with various educational backgrounds and many years experience
Marc White, Maintenance Supervisor, BA, 30 years experience
We lease office space at 2406 Towncrest Drive, Iowa City.
We sold off a 20-bedroom house on Dubuque Street 3 years ago because it was too large for us.
We sold off a 9-bedroom house on Dodge St. in 2018 for the same reason.
We still own a house on Church St which has 8 bedrooms, 5 of them occupied. We will sell it for the same
reason. We will use the proceeds to buy a replacement house to move same tenants into. (We may also use
$14k in FY19 grant funds we have available to go towards the purchase in June 2019.).
Our house on N Johnson is treated by the city as a house to be historically preserved. It is currently
undergoing some challenging rehab work to shore it up and address other issues (but is fully occupied).
We own 5-bedroom houses at 3107 Village Rd, Iowa City; 821 N. Johnson, Iowa City, 1257 Esther Ct., Iowa
City, 1403 Hollywood Blvd, Iowa City, and recently closed on 2209 Russell Dr, Iowa City in Dec 2018 (we are
adding a 5th bedroom and fencing).
We have grant funds for down payments for 2 more houses this fiscal year and expect those houses to be
bought and occupied by July 1, 2019.
Audit Summary
AUDIT LETTER Mar2018.pdf 595.17KB
Audited Financials for Jan19CDBGHOME App.pdf 563.05KB
Is the applicant (including partne rs, co-applicants, e tc.) curre ntly in compliance with all fe de ral, state and
local laws, rule s and re gulations, including any CDBG and/or HOM E funde d proje cts?*
Ple ase ide ntify re le v ant marke t factors that v e rify the de mand for the propose d proje ct base d on the City of
Iowa City Housing Program Guide line s policy. The City may re quire a M arke t Analysis for large or
complicate d proje cts to support the ne e d be fore e nte ring an agre e me nt.
Up to four pages of additional information about the capacity of the organization may be included. Examples of possible evidence may be resumes of key
staff, additional descriptions of organizational activities, or other relevant information.
ORG Chart 1-14-19.docx 102.46KB
Yes
No
Currently in litigation
*This does not apply to tenant based rental assistance, homeow ner rehabilitation, dow n payment assistance, or CHDO operating expenses.
The closures of Iowa's longer-term mental health facilities, combined with multiple well-known hospitals and
psychiatric resources in the Iowa City area, and Iowa City being on I-80 and I-380 - means Iowa City is an
accessible destination for the Chronically Mentally Ill who somehow migrate this direction. This is why our
housing prog always has a waiting list. A hallmark of the illness is isolation, and often sufferers cannot help
themselves, falling away from supports and drifting, sometimes self-medicating in lieu of prescribed medications
due to lack of insurance and lack of general care. All of our renters are "extremely low income" as defined by
Iowa City's housing program. Rent is very low (in accordance with I.C. guidelines) and our agency pays all
utilities.
Roger Goedken | SUCCESSFUL LIVING Medication Administrator (Ashley Miller) Quality Assurance Coordinator (Rita Silins) Maintenance/Custodial (Stefforn Perkins) Finance Director (Ashley Gillette) Hab Home Leads (B.Bickford, K. Sanders, A. Kofron) Front Office Associate (Mercedes Galvan) Office Support/Records Staff (Maureen Stokes) Day Hab Counselors Executive Director (Roger Goedken) Outreach Program Director (Susan Nicol) Quality Assurance and Human Resources Director (Deb Watson) Housing Director (Pat Meyer) Outreach Coordinators (Marielle Cramer, Molly Mosely) IT Manager (Amanda Babcock) Transitional House Lead (Jesse McCullum) Intake Coordinator (Steve Nachazel) Day Habilitation Director (Chioma Onuigbo) Director, Grants & Dev. (Carla Phelps) Hab Home Counselors 2019 SUCCESSFUL LIVING ORGANIZATIONAL CHART Outreach Counselors
Project Name Successful Living ‐ Rental Rehabilitation
Project Address 3107 Village Road, Iowa City
Activity Type Rental Housing
CITY STEPS Priority Preserving Existing Affordable Rental and Owner Housing Units
CITY STEPS Goal Improve quality of existing affordable rental housing
Amount Requested $75,000
Project Description Rehabilitate one 5‐bedroom house to continue its operation as 5 SRO units with
supportive services for low income persons who are chronically mentally ill.
Improvements to make the home more comfortable and secure include upgrading the
kitchen, bathroom, HVAC system, and other items.
Repayment Terms Conditional occupancy loan (forgiven if follows requirements)
Affordability Period 5 years proposed
Property Taxes Tax exempt
% CDBG/HOME Funded 88%
Project Budget Discussion Total budget is $85,000 with matching funds coming from applicant equity. Total
CDBG/HOME cost per unit is $15,000. Expected rents of $450 per SRO unit. If not
awarded full funding, SL will use any funds awarded for rehabilitation for the most
critical items within budget.
Beneficiaries 0‐30% AMI 100% 5 households
Project Coordination with
Existing Services & other
Services Available in the
Community
Successful Living collaborates with a wide range of community groups working on
housing issues and support services, such as Shelter House, Abbe Center for
Community Mental Health, Department of Human Services, and others.
Timeliness and Capacity to
Successfully Complete the
Proposed Project
Previous CDBG/HOME projects have been delayed and have required amended
agreements due to lower than expected beneficiaries. Staff has concerns about
capacity while FY18 and FY19 projects are outstanding.
Staff Concerns/Notes 1) Must comply with federal procurement standards (competitive bids) for the
proposed work.
2) If 5 or more HOME‐assisted units, must implement City's Affirmative Marketing Plan through
the project’s affirmative marketing plan.
3) Pro forma assumes an 8% vacancy loss ‐ what is that based on?
4) Maintenance & Repairs appears higher than be expected
5) Operating expenses are higher at 9% but still within requirements
6) High debt/coverage ratio; would appear that Successful Living may qualify for HOME
loan rather than grant. Could SL proceed with the rehab if they have to repay HOME
funding or could they proceed using equity rather than city assistance?
S:\DEV\CDBGHOME\FY20\_Applications\FY20 Staff reports FINAL.xlsx
Application for FY2020 CDBG/HOME funds
General In formation an d Proj ect Need
Select Language ▼
Community Development Block Grant (CDBG) and/or HOME Investment Partnership (HOME) programs provide funding
to aid in the development of viable urban communities and in the provision of safe and decent affordable housing.
Applications are due Tuesday, January 18, 2019 at noon. This year, $625,000 are estimated to be available through this
competitive process. Please review the FY20 CDBG/HOME Application Guide for more information about eligible
activities. Please submit one project proposal per application. Questions can be directed to kirk-lehmann@iowa-city.org
or contact Neighborhood Services at 319-356-5230. Additional assistance, and hard copy applications, are available
upon request
Proje ct name *
Proje ct Addre ss *
Type of Proje ct (?)
Type of Activ ity (?)
Applicants
Project Information
Village Road Rehabilitation
City
Iowa City
State / Province / Region
Iowa
Postal / Zip Code
52240
Country
United States
Street Address
3107 Village Rd
Address Line 2
Rental Housing
Owner Housing
Public Facility
Other
Acquisition
New Construction
Rehabilitation
Direct Assistance
Other
Applicant Name *
Applicant Addre ss *
Successful Living Supportive Housing
Type of Le ad Applicant *
W-9 Form *(?)
Organizational Status *(?)
Amount of Funds Re que ste d *
Did you atte nd an Applicant Workshop?*
Contact Pe rson, Title *
Phone Numbe r *
Email *
DUNS Numbe r (?)
DUNS # Ve rification *(?)
CAGE Code (?)
SAM .gov Re gistration *(?)
City
Iowa City
State / Province / Region
IA
Postal / Zip Code
52240
Country
United States
Street Address
2406 Towncrest Drive
Address Line 2
Carla Phelps, Director of Grants & Dev.
3194711809
cphelps@icsuccess.org
055386861
Go to http://fedgov.dnb.com/w ebform to look up or create a DUNS number. Provide a copy of the email you receive w ith your confirmed DUNS number.
DUNS letter.pdf 418.35KB
Obtain by registering on SAM.gov
83B30
All subrecipients must register on SAM.gov before a legally binding agreement can be signed. Attach your SAM.gov Entity Registration Summary as evidence
that this has been completed.
SAM letter.pdf 441.33KB
General Information
Community Housing Development Organization
Private non-profit organization
Private for-profit, individual or partnership applicant
Public Organization
(Request for Taxpayer ID # & Certification)
W9 wtaxID.pdf 767.79KB
Go to https://sos.iow a.gov/search/business to look up the organization applying for funds. Provide a copy of the Business Entity Summary screen.
Iowa SOS letter.pdf 588.09KB
75,000.00$
Yes No
Prov ide a fe w line s de scribing the propose d proje ct *
Ple ase spe cify the one or two most applicable priority ne e d(s) this application addre sse s, as shown in the
2016-2020 CITY STEPS Plan. Explain how this proje ct will me e t this/those ne e d(s).*
At our nonprofit agency, we house and work exclusively with the Chronically Mentally Ill (who are all
impoverished) and provide supportive services. Our clients face profound challenges when they come to us
and are courageous in their struggle to improve their own lives when they move in. One of our 5-bedroom
houses where 5 of our clients live now requires extensive work, including a better kitchen, one updated
bathroom and a new HVAC system, plus other upgrades, to make the home more comfortable and secure.
Residents will be able to live in the house during the rehab, or may be able to stay at one of our other houses
for the duration. We prefer to create as little disruption as possible to the lives of our residents, so as not to
inhibit recovery due to stress while we know that the creation of a newer, more reliable and comfortable living
space enhances recovery.
We provide affordable housing, which is a priority (01). We help battle homelessness (03C) and care for the
Mentally Ill ((03P), which are also City Step priorities. Some of our client population have substance problems,
which we help them to conquer (03P). Most of our clients are 100% disabled (03B). Our houses provide safety
and security. Our counselors see these clients daily, drive them to appointments and help them meet other
daily needs so that their lives will begin to improve and behaviors are modified and isolation defeated.
Budget and Resources
Type of Funding Re que ste d *
Requested Grant Terms
Principal Amount Affordability Pe riod (?)
Public Resources
Funding Source and Type (?)Amount Inte re st rate Te rm (?)Committe d
Total Public Funds
Private Resources
Funding Source & Type (?)Amount Inte re st rate Te rm (?)Committe d
Total Priv ate Funds
Total Proje ct Funding
Ev ide nce of Funding Commitme nts *(?)
Please enter below the uses of funding and amounts requested for the proposed project, including whether formal cost
estimates were received. Select the blank space for possible use of funds, or enter your own.”
Type (?)Amount Formal Cost
Estimate
Name of Entity
prov iding cost
e stimate
Total Use of Funds Amount
Financing terms w ill be based on project feasibility and the ability to repay. Terms approved by City Council may be different than w hat is requested.
Grant
75,000.00$5 years
Source of Funds
Please enter below the types of funding and amounts requested for the proposed project, including if the funding is committed. If not a loan, leave loan terms
blank. Select the blank space for possible sources of income, or enter your ow n.
Iowa City HOME/CDBG 75000.00$
75,000.00$
Applicant Equity 10,000.00$Yes
10,000.00$
85,000.00$
Up to four pages of additional information about the capacity of the organization may be included. Examples of may include graphics supporting the previous
questions, resumes of key staff, additional descriptions of organizational activities, or other relevant information.
Audited Financials for Jan19CDBGHOME App.pdf 563.05KB
Use of Funds
Construction / Rehabilitation 85,000.00$Agency
maintenance staff
85,000.00$
Scope of work (?)
Numbe r of house holds or pe rsons se rv e d *
Total cost pe r house hold or pe rson se rv e d
What pe rce ntage of the propose d budge t will be made up of priv ate funds?*
Dollars Le v e rage d Pe r City Dollar Spe nt
De scribe any community partne rships or v olunte e rs that will contribute to the proje ct.
De scribe any ide ntity of inte re st (IOI) re lationships with the applicant and/or proje ct owne r, i.e . Ge ne ral
Partne r has a financial inte re st in the construction company, e tc.*
Pro forma *(?)
Attach any documentation used for cost estimates
Rehab Village Rd Jan.2019.xlsx 11.28KB
Other Considerations
5
17,000.00$
11.76
0.13$
Our agency partners with various community organizations to help the 5 residents of the Village Rd house and
other tenants. The Abbe Center, NAMI, Prelude, Hills Bank, DHS, the East Central Region and various city
departments. Our staff are on a first name basis with Social Security. UIHC and Mercy. Local churches help with
our client holiday parties and food banks (incl Crisis Ctr) nearby for our clients. We take them to city hall to
check on their Section 8 applications. All agencies work with one another to help all of our clients. We will use
local contractor(s) to rehab this house, in accordance with HUD rules.
none
Find the proforma and proforma instruction at w w w .icgov.org/actionplan
Rehab Vill Rd Pro forma.xlsx 26.33KB
Proforma Spread Sheet Rental Housing ProjectsPlease enter information into "grey" fields only if you are using excel.LineDescriptionSymbolsYR1YR2YR3YR4YR5YR6YR7YR8YR9YR10Revenues1 Gross Rental Income+ G. Rent 27,000.00$ 27,540.00$ 28,090.80$ 28,652.62$ 29,225.67$ 29,810.18$ 30,406.39$ 31,014.51$ 31,634.80$ 32,267.50$ 2 Other Income + O. Income -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 3 Tenant Contributions+T. Contrubution -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 4 Gross Revenues= G. Income 27,000.00$ 27,540.00$ 28,090.80$ 28,652.62$ 29,225.67$ 29,810.18$ 30,406.39$ 31,014.51$ 31,634.80$ 32,267.50$ 5 Vacancy Loss- Vac 2,160.00$ 1,377.00$ 1,404.54$ 1,432.63$ 1,461.28$ 1,490.51$ 1,520.32$ 1,550.73$ 1,581.74$ 1,613.37$ (5% Vac. Rate x Gross Income)6Effective Gross Income= EGI 24,840.00$ 26,163.00$ 26,686.26$ 27,219.99$ 27,764.38$ 28,319.67$ 28,886.07$ 29,463.79$ 30,053.06$ 30,654.12$ Operating Expenses7 Insurance700.00$ 721.00$ 742.63$ 764.91$ 787.86$ 811.49$ 835.84$ 860.91$ 886.74$ 913.34$ 8 Maintenance & Structural Repairs3,000.00$ 3,090.00$ 3,182.70$ 3,278.18$ 3,376.53$ 3,477.82$ 3,582.16$ 3,689.62$ 3,800.31$ 3,914.32$ 9 Management Fees2,430.00$ 2,502.90$ 2,577.99$ 2,655.33$ 2,734.99$ 2,817.04$ 2,901.55$ 2,988.59$ 3,078.25$ 3,170.60$ 10 Misc. Operating Expenses2,000.00$ 2,060.00$ 2,121.80$ 2,185.45$ 2,251.02$ 2,318.55$ 2,388.10$ 2,459.75$ 2,533.54$ 2,609.55$ 11 Property Tax-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 12Reserves (Operating reserve no less than $350/unit)1,000.00$ 1,030.00$ 1,060.90$ 1,092.73$ 1,125.51$ 1,159.27$ 1,194.05$ 1,229.87$ 1,266.77$ 1,304.77$ 13 Total Operating Expenses- OPR. Expenses 9,130.00$ 9,403.90$ 9,686.02$ 9,976.60$ 10,275.90$ 10,584.17$ 10,901.70$ 11,228.75$ 11,565.61$ 11,912.58$ 14Net Operating Income=NOI 15,710.00$ 16,759.10$ 17,000.24$ 17,243.39$ 17,488.49$ 17,735.50$ 17,984.37$ 18,235.04$ 18,487.45$ 18,741.55$ 15 Debt Service First Mortgage12,420.00$ 12,420.00$ 12,420.00$ 12,420.00$ 12,420.00$ 12,420.00$ 12,420.00$ 12,420.00$ 12,420.00$ 12,420.00$ 16 Debt Service Subordinate Mortgage(s)-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 17 Total Debt Service-D\S 12,420.00$ 12,420.00$ 12,420.00$ 12,420.00$ 12,420.00$ 12,420.00$ 12,420.00$ 12,420.00$ 12,420.00$ 12,420.00$ 18Cash Flow =CF 3,290.00$ 4,339.10$ 4,580.24$ 4,823.39$ 5,068.49$ 5,315.50$ 5,564.37$ 5,815.04$ 6,067.45$ 6,321.55$ 18(b) Equity Investment In Project-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 19Cash -on- Cash ROICF#DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!Cash Flow divided by Equity Investmentt in ProjectEquity Invest.Debt Coverage Ratio (after Year 3, shall be no less than 1.20 DCR 1.26489533 1.349363929 1.36877963 1.388356497 1.40809094 1.42797909 1.448016794 1.468199596 1.488522728 1.508981096during compliance period. Encourage 1.20-1.50.) The total of items #7-10 shall be no less than $2,850/unit
LineYR1YR2YR3YR4YR5YR6YR7YR8YR9YR10Determining Taxes20 Cash FlowCF 3,290.00$ 4,339.10$ 4,580.24$ 4,823.39$ 5,068.49$ 5,315.50$ 5,564.37$ 5,815.04$ 6,067.45$ 6,321.55$ 21 Depreciation Expenses- DEPR -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 22 Amortization of Fees-AMORTZ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 23 Principal Payments+P -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 24 Reserves+RESERVES 1,000.00$ 1,000.00$ 1,000.00$ 1,000.00$ 1,000.00$ 1,000.00$ 1,000.00$ 1,000.00$ 1,000.00$ 1,000.00$ 25 Earnings (Loss) Before Taxes=EBTx 4,290.00$ 5,339.10$ 5,580.24$ 5,823.39$ 6,068.49$ 6,315.50$ 6,564.37$ 6,815.04$ 7,067.45$ 7,321.55$ 26 x Tax Rate (35% or 0%)xRATE 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%27 Tax Incurred (Saved)=TAX or (Savings) -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Cash Flow After Tax28 Cash FlowCF 3,290.00$ 4,339.10$ 4,580.24$ 4,823.39$ 5,068.49$ 5,315.50$ 5,564.37$ 5,815.04$ 6,067.45$ 6,321.55$ 29 Tax Incurred (Tax Saved)- TAX (+SAV) -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 30 Cash Flow After Tax=CFATx 3,290.00$ 4,339.10$ 4,580.24$ 4,823.39$ 5,068.49$ 5,315.50$ 5,564.37$ 5,815.04$ 6,067.45$ 6,321.55$ LineTotal Benefit Analysis31 Cash Flow After TaxCFATx 3,290.00$ 4,339.10$ 4,580.24$ 4,823.39$ 5,068.49$ 5,315.50$ 5,564.37$ 5,815.04$ 6,067.45$ 6,321.55$ 32 Rehabilitation Tax Credit+RTC -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 33 Low Income Housing Tax Credit+LIHTC -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 34 Net Sale Proceeds+NSP -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 35 Total Benefits After Tax (NCFAT)=NCFATx 3,290.00$ 4,339.10$ 4,580.24$ 4,823.39$ 5,068.49$ 5,315.50$ 5,564.37$ 5,815.04$ 6,067.45$ 6,321.55$ 36 Return on InvestmentROI #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!
YR11YR12YR13YR14YR15YR16YR17YR18YR19YR20LineDescriptionRevenues32,912.85$ 33,571.11$ 34,242.53$ 34,927.38$ 35,625.93$ 36,338.45$ 37,065.21$ 37,806.52$ 38,562.65$ 39,333.90$ 1Gross Rental Income-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 2Other Income -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 3Tenant Contributions32,912.85$ 33,571.11$ 34,242.53$ 34,927.38$ 35,625.93$ 36,338.45$ 37,065.21$ 37,806.52$ 38,562.65$ 39,333.90$ 4 Gross Revenues1,645.64$ 1,678.56$ 1,712.13$ 1,746.37$ 1,781.30$ 1,816.92$ 1,853.26$ 1,890.33$ 1,928.13$ 1,966.70$ 5 Vacancy Loss(5% Vac. Rate x Gross Income)31,267.21$ 31,892.55$ 32,530.40$ 33,181.01$ 33,844.63$ 34,521.52$ 35,211.95$ 35,916.19$ 36,634.52$ 37,367.21$ 6Effective Gross IncomeOperating Expenses940.74$ 968.96$ 998.03$ 1,027.97$ 1,058.81$ 1,090.58$ 1,123.29$ 1,156.99$ 1,191.70$ 1,227.45$ 7 Insurance4,031.75$ 4,152.70$ 4,277.28$ 4,405.60$ 4,537.77$ 4,673.90$ 4,814.12$ 4,958.54$ 5,107.30$ 5,260.52$ 8 Maintenance & Structural Repairs3,265.72$ 3,363.69$ 3,464.60$ 3,568.54$ 3,675.59$ 3,785.86$ 3,899.44$ 4,016.42$ 4,136.91$ 4,261.02$ 9 Management Fees2,687.83$ 2,768.47$ 2,851.52$ 2,937.07$ 3,025.18$ 3,115.93$ 3,209.41$ 3,305.70$ 3,404.87$ 3,507.01$ 10 Misc. Operating Expenses-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 11 Property Taxes1,343.92$ 1,384.23$ 1,425.76$ 1,468.53$ 1,512.59$ 1,557.97$ 1,604.71$ 1,652.85$ 1,702.43$ 1,753.51$ 12 Reserves12,269.96$ 12,638.06$ 13,017.20$ 13,407.71$ 13,809.94$ 14,224.24$ 14,650.97$ 15,090.50$ 15,543.21$ 16,009.51$ 13 Total Operating Expenses18,997.25$ 19,254.50$ 19,513.21$ 19,773.30$ 20,034.69$ 20,297.28$ 20,560.98$ 20,825.69$ 21,091.30$ 21,357.70$ 14Net Operating Income12,420.00$ 12,420.00$ 12,420.00$ 12,420.00$ 12,420.00$ 12,420.00$ 12,420.00$ 12,420.00$ 12,420.00$ 12,420.00$ 15 Debt Service First Mortgage-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 16 Debt Service Subordinate Mortgage(s)12,420.00$ 12,420.00$ 12,420.00$ 12,420.00$ 12,420.00$ 12,420.00$ 12,420.00$ 12,420.00$ 12,420.00$ 12,420.00$ 17 Total Debt Service6,577.25$ 6,834.50$ 7,093.21$ 7,353.30$ 7,614.69$ 7,877.28$ 8,140.98$ 8,405.69$ 8,671.30$ 8,937.70$ 18Cash Flow -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 18(b) Equity Investment In Project#DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!19Cash -on- Cash ROICash Flow divided by Equity Investmentt in Project1.52956927 1.550281463 1.571111524 1.59205292 1.613098719 1.634241575 1.655473716 1.676786918 1.698172496 1.719621281Debt Coverage Ratio
YR11YR12YR13YR14YR15YR16YR17YR18YR19YR20LineDescriptionDetermining Taxes6,577.25$ 6,834.50$ 7,093.21$ 7,353.30$ 7,614.69$ 7,877.28$ 8,140.98$ 8,405.69$ 8,671.30$ 8,937.70$ 20 Cash Flow-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 21 Depreciation Expenses-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 22 Amortization of Fees-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 23 Principal Payments1,000.00$ 1,000.00$ 1,000.00$ 1,000.00$ 1,000.00$ 1,000.00$ 1,000.00$ 1,000.00$ 1,000.00$ 1,000.00$ 24 Reserves7,577.25$ 7,834.50$ 8,093.21$ 8,353.30$ 8,614.69$ 8,877.28$ 9,140.98$ 9,405.69$ 9,671.30$ 9,937.70$ 25 Earnings (Loss) Before Taxes0% 0% 0% 0% 0% 0% 0% 0% 0% 0%26 x Tax Rate (35% or 0%)-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 27 Tax Incurred (Saved)Cash Flow After Tax6,577.25$ 6,834.50$ 7,093.21$ 7,353.30$ 7,614.69$ 7,877.28$ 8,140.98$ 8,405.69$ 8,671.30$ 8,937.70$ 28 Cash Flow-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 29 Tax Incurred (Tax Saved)6,577.25$ 6,834.50$ 7,093.21$ 7,353.30$ 7,614.69$ 7,877.28$ 8,140.98$ 8,405.69$ 8,671.30$ 8,937.70$ 30 Cash Flow After TaxLineTotal Benefit Analysis6,577.25$ 6,834.50$ 7,093.21$ 7,353.30$ 7,614.69$ 7,877.28$ 8,140.98$ 8,405.69$ 8,671.30$ 8,937.70$ 31 Cash Flow After Tax-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 32 Rehabilitation Tax Credit-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 33 Low Income Housing Tax Credit-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 34 Net Sale Proceeds6,577.25$ 6,834.50$ 7,093.21$ 7,353.30$ 7,614.69$ 7,877.28$ 8,140.98$ 8,405.69$ 8,671.30$ 8,937.70$ 35 Total Benefits After Tax (NCFAT)#DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!36 Return on Investment
List from Mark White
CDBG/HOME Proposal
Successful Living
January 15, 2019
Estimates of agency maintenance supervisor after informally speaking to contractors.
GRANT REQUEST: $75,000
Agency will self‐fund $10,000 using either checking account or $60k Line of Credit.
Improvements/upgrades needed at 3107 Village Rd, Iowa City, IA 52240, 5‐bedroom house.
Remodel upper bathroom 12,500$
Replace carpeting through out 3,500$
Replace interior doors 1,250$
Replace exterior doors 1,000$
Replace front door with sidelights 3,500$
Replace bay window 5,500$
Replace HVAC 7,500$
Replace Hot water tank 1,100$
Remodel Kitchen with new appliances 30,000$
Replace locks with electronic locks 750$
Stain fencing 500$
Improve existing furniture, couches, chairs and dining room set, coffee table 2,500$
Window upgrades 9,000$
Reserve for contingencies 6,400$
GRAND TOTAL 85,000$
Feasibil ity an d Community Imp act
Outline the proposed timetable and expected impact for the project. For the timetable, include when requested funding
will be committed, project milestones such as rezoning or construction, and when funds will be spent. If applicant plans to
apply for funds not committed, include the anticipated date for application and when funds will be awarded. For expected
impact, break out beneficiaries by income group. If funded, both the schedule and income breakdown will be used for
any project agreement.
De scribe proje ct be ne fits and re quire me nts
Rental Housing
Expe cte d Numbe r of Units *Expe cte d Re nt *
Time Table
Date De scription of Activ ity
To promote the e fficie nt use of public funds, de scribe how the proje ct will continue to prov ide public
be ne fits through and be yond the re quire d compliance pe riod. De scribe how the proje ct will prov ide public
be ne fits be low rate s in the e xisting marke t
In what manne r or form will the proje ct proce e d if it is awarde d le ss than full funding? If the re are se v e ral
compone nts, how will the y be prioritize d?
Please indicate the population to be served by the proposed program according to the linked income categories. If
requesting money for a specific administrative expense (like a staff member’s salary), indicate the population served by
your entire agency.
(Please Note: If funded, this information will be used as income targeting for your Agreement).
Project Benefit Narrative
Such as beneficiary eligibility requirements, targeted beneficiaries, etc.
The kitchen and one bathroom are dated, need a lot of work. A new HVAC system will make the place more
energy efficient and be more reliable in heating and cooling, making it more comfortable for residents. The
people currently living in the house will be accommodated during rehab work so they won't have to move.
Although, if we have a new house coming online, and a renter indicates a wish to move, we will also try to
accommodate that.The whole house will be more comfortable, secure and attractive for the people who live
there, and the rooms more sound proofed with the new doors and locks. We are aware some agencies are less
meticulous, but our particular client population derives great benefit from a home that is well maintained.
5 450.00$
6/1/2019 Look for contractors, begin to solicit bids
7/1/2019 Communicate with city about contractors, bids, work plan
8/15/2019 Enter into agreement with contractor to start work immediately
Most of the funding will be capitalized as asset improvement, to be depreciated over the course of 20 or 30
years. For all of that time we will be renting to our client population, the Chronic Mentally Ill.
We will rehab what we can with the funds awarded. We may pursue funding elsewhere too. We will review our
list to determine which line item is the most critical but within budget, and go from there. We will eventually have
to do all the list, but it may take longer than we would like.
Income Breakdown
M e dian Income Numbe r of Pe rsons
0 - 30%
31 - 50%
51 - 60%
61 - 80%
Ov e r 80%
Total Pe rsons/House holds
Pe rce nt LM I
Ple ase note the basis for the se e stimate s *
5
5
100.00
We know their incomes. These are not estimates.
Capacity an d Ap p l ican t History
Please list amount of CDBG and/or HOME funds received within the last four City fiscal years and the status of the project(s) undertaken.
CDBG and/or HOME funds received
Fiscal Ye ar Funds Re ce iv e d Budge te d
Amount
Amount
Expe nde d
Date Proje ct
Comple te d
Ple ase de scribe your organization’s structure , office rs, and staff.*
Ple ase de scribe the e ducation and e xpe rie nce of ke y staff who will imple me nt the proje ct (e xcluding
v olunte e rs, board me mbe rs, and consultants). If consultants are utilize d, ide ntify what role the y will play in
the proje ct.*
Ple ase summarize your organization’s portfolio, including how many units you own and/or manage , how many
home s you hav e built/re habilitate d/sold, and what proje cts are unde rway.*
Ev ide nce of Fiscal Capacity (?)
Ev ide nce of Organizational Capacity (?)
July 1, 2017 to June 30, 2018 87,000.00$87,000.00$7/16/2018
July 1, 2017 to June 30, 2018 50,000.00$50,000.00$2/28/2019
July 1, 2018 to June 30, 2019 59,999.00$59,999.00$12/28/2018
July 1, 2018 to June 30, 2019 59,999.00$59,999.00$2/28/2019
July 1, 2018 to June 30, 2019 59,999.00$59,999.00$4/30/2019
July 1, 2018 to June 30, 2019 14,003.00$14,003.00$6/29/2019
Organization chart uploaded.
Roger Goedken, Executive Director, BA, BS, Psychology & Sociology, Successful Living 7 years, 20 years exp
Patricia Meyer, Facilities Director, Successful Living 8 years & 30 years experience
Steve Nachazel, Housing Intake Specialist, BA Psychology, 30 years experience
Deb Watson, Quality Assurance, 30 years experience, 15 years at Successful Living
Carla Phelps, Grant & Dec., BBA,Grad Dip Couns.&Psychotherapy, MA App.Psychotherapy, 30 years exp.
Ashley Gillette, Finance Director, 20 years experience
House leads & house staff, all with various educational backgrounds and many years experience
Marc White, Maintenance Supervisor, BA, 30 years experience
We lease office space at 2406 Towncrest Drive, Iowa City.
We sold off a 20-bedroom house on Dubuque Street 3 years ago because it was too large for us.
We sold off a 9-bedroom house on Dodge St. in 2018 for the same reason.
We still own a house on Church St which has 8 bedrooms, 5 of them occupied. We will sell it for the same
reason. We will use the proceeds to buy a replacement house to move same tenants into.
Our house on N Johnson is treated by the city as a house to be historically preserved. It is currently
undergoing some challenging rehab work to shore it up and address other issues (but is fully occupied).
We own 5-bedroom houses at 3107 Village Rd, Iowa City; 821 N. Johnson, Iowa City, 1257 Esther Ct., Iowa
City, 1403 Hollywood Blvd, Iowa City, and closed on 2209 Russell Dr, Iowa City in Dec 2018 (we are adding a
5th bedroom and fencing).
We have grant funds for down payments for 2 more houses this fiscal year and expect those houses to be
bought and occupied by July 1, 2019.
Audit Summary
AUDIT LETTER Mar2018.pdf 595.17KB
Up to four pages of additional information about the capacity of the organization may be included. Examples of possible evidence may be resumes of key
staff, additional descriptions of organizational activities, or other relevant information.
ORG Chart 1-14-19.docx 102.46KB
Is the applicant (including partne rs, co-applicants, e tc.) curre ntly in compliance with all fe de ral, state and
local laws, rule s and re gulations, including any CDBG and/or HOM E funde d proje cts?*
Ple ase ide ntify re le v ant marke t factors that v e rify the de mand for the propose d proje ct base d on the City of
Iowa City Housing Program Guide line s policy. The City may re quire a M arke t Analysis for large or
complicate d proje cts to support the ne e d be fore e nte ring an agre e me nt.
Yes
No
Currently in litigation
*This does not apply to tenant based rental assistance, homeow ner rehabilitation, dow n payment assistance, or CHDO operating expenses.
We have owned the house for a few years, still carry a mortgage as indicated on the Pro Forma. It is already
rented to 5 of our clients.
Roger Goedken | SUCCESSFUL LIVING Medication Administrator (Ashley Miller) Quality Assurance Coordinator (Rita Silins) Maintenance/Custodial (Stefforn Perkins) Finance Director (Ashley Gillette) Hab Home Leads (B.Bickford, K. Sanders, A. Kofron) Front Office Associate (Mercedes Galvan) Office Support/Records Staff (Maureen Stokes) Day Hab Counselors Executive Director (Roger Goedken) Outreach Program Director (Susan Nicol) Quality Assurance and Human Resources Director (Deb Watson) Housing Director (Pat Meyer) Outreach Coordinators (Marielle Cramer, Molly Mosely) IT Manager (Amanda Babcock) Transitional House Lead (Jesse McCullum) Intake Coordinator (Steve Nachazel) Day Habilitation Director (Chioma Onuigbo) Director, Grants & Dev. (Carla Phelps) Hab Home Counselors 2019 SUCCESSFUL LIVING ORGANIZATIONAL CHART Outreach Counselors
Project Name The Housing Fellowship ‐ CHDO Operating Expenses
Project Address 322 East 2nd Street, Iowa City
Activity Type Community Development Housing Organization Operations
CITY STEPS Priority Preserve existing affordable rental and owner housing units
CITY STEPS Goal Improve access to affordable renter housing
Amount Requested $26,500
Project Description Provide operational support for THF, a certified Community Housing Development
Organization (CHDO) which provides quality affordable housing to people with limited
incomes. This request specifically supplements the salary of THF’s CFO.
Repayment Terms Grant
Affordability Period N/A
Property Taxes N/A
% CDBG/HOME Funded 2%
Project Budget Discussion The City can provide an operating grant of up to 5% of its HOME allocation to assist
with the management of affordable homes. Current City estimates place that at
$23,000, though it depends on federal appropriations. CHDO operating funds do not
count as an eligible cost for CHDO set‐aside funds. If less funding is awarded, THF will
continue to operate but may need to draw on a private line of credit for administrative
expenses resulting in increased debt.
Beneficiaries Low income tenants are indirect beneficiaries. The Housing Fellowship owns and
manages approximately 177 affordable rental homes in the Iowa City metro area.
Project Coordination with
Existing Services & other
Services Available in the
Community
THF partners with the United Way of Johnson and Washington Counties, Great
Western Bank, local congregations, private donors, and its 11‐member volunteer Board
of Directors.
Timeliness and Capacity to
Successfully Complete the
Proposed Project
Applicant is in good standing and has successfully completed previous CDBG/HOME
projects. Staff has no current concerns about capacity to successfully administer this
project.
Staff Concerns/Notes 1) Must be awarded CHDO set‐aside funds for acquisition, rehabilitation, or
construction within 24 months of being awarded CHDO operating funds.
S:\DEV\CDBGHOME\FY20\_Applications\FY20 Staff reports FINAL.xlsx
Application for FY2020 CDBG/HOME funds
General In formation an d Proj ect Need
Community Development Block Grant (CDBG) and/or HOME Investment Partnership (HOME) programs provide funding
to aid in the development of viable urban communities and in the provision of safe and decent affordable housing.
Applications are due Tuesday, January 18, 2019 at noon. This year, $625,000 are estimated to be available through this
competitive process. Please review the FY20 CDBG/HOME Application Guide for more information about eligible
activities. Please submit one project proposal per application. Questions can be directed to kirk-lehmann@iowa-city.org
or contact Neighborhood Services at 319-356-5230. Additional assistance, and hard copy applications, are available
upon request
Proje ct name *
Proje ct Addre ss *
Type of Proje ct (?)
Type of Activ ity (?)
Applicants
Project Information
CHDO Operational Funds
City
Iowa City
State / Province / Region
IA
Postal / Zip Code
52240
Country
US
Street Address
322 E. 2nd Street
Address Line 2
Rental Housing
Owner Housing
Public Facility
Other CHDO Operations Grant
Acquisition
New Construction
Rehabilitation
Direct Assistance
Other CHDO Operations Grant
Applicant Name *
Applicant Addre ss *
The Housing Fellowship
Type of Le ad Applicant *
W-9 Form *(?)
Organizational Status *(?)
Amount of Funds Re que ste d *
Did you atte nd an Applicant Workshop?*
Contact Pe rson, Title *
Phone Numbe r *
Email *
DUNS Numbe r (?)
DUNS # Ve rification *(?)
CAGE Code (?)
SAM .gov Re gistration *(?)
City
Iowa City
State / Province / Region
IA
Postal / Zip Code
52240
Country
US
Street Address
322 E. 2nd Street
Address Line 2
Maryann Dennis
3193589212
mdennis@housingfellowship.com
964658236
Go to http://fedgov.dnb.com/w ebform to look up or create a DUNS number. Provide a copy of the email you receive w ith your confirmed DUNS number.
DUNS # Cage Code Verify THF 01-2019.pdf 64.7KB
Obtain by registering on SAM.gov
6SNC3
All subrecipients must register on SAM.gov before a legally binding agreement can be signed. Attach your SAM.gov Entity Registration Summary as evidence
that this has been completed.
DUNS # Cage Code Verify THF 01-2019.pdf 64.7KB
General Information
Community Housing Development Organization
Private non-profit organization
Private for-profit, individual or partnership applicant
Public Organization
(Request for Taxpayer ID # & Certification)
W-9 THF 01-2019.pdf 72.55KB
Go to https://sos.iow a.gov/search/business to look up the organization applying for funds. Provide a copy of the Business Entity Summary screen.
Secy of State THF 01-2019.pdf 20.12KB
26,500.00$
Yes No
Prov ide a fe w line s de scribing the propose d proje ct *
Ple ase spe cify the one or two most applicable priority ne e d(s) this application addre sse s, as shown in the
2016-2020 CITY STEPS Plan. Explain how this proje ct will me e t this/those ne e d(s).*
The Housing Fellowship (THF) is requesting a CHDO operating grant in the amount of $25,000 or 5% of the
available City HOME Allocation. HOME regulations allow a participating jurisdiction to grant 5% of their HOME
allocation to certified Community Housing Development Organizations for operational expenses; specifically to
supplement the salary of THF’s CFO. The mission of THF is to provide quality homes that are affordable to
people with limited incomes. THF is the only non-profit providing permanent affordable rental housing in
Johnson County
Preserving Existing Affordable Rental and Homeowner Housing Units is a high priority in the STEPS Plan. A
CHDO operating grant will help to preserve permanent affordable rental housing by reducing the possibility of
the need to sell THF owned properties to cover operational expenses.
Budget and Resources
Type of Funding Re que ste d *
Requested Grant Terms
Principal Amount Affordability Pe riod (?)
Public Resources
Funding Source and Type (?)Amount Inte re st rate Te rm (?)Committe d
Total Public Funds
For uncommitte d funds, ple ase indicate whe n the applicant will apply for funds
Private Resources
Funding Source & Type (?)Amount Inte re st rate Te rm (?)Committe d
Total Priv ate Funds
Total Proje ct Funding
Please enter below the uses of funding and amounts requested for the proposed project, including whether formal cost
estimates were received. Select the blank space for possible use of funds, or enter your own.”
Type (?)Amount Formal Cost
Estimate
Name of Entity
prov iding cost
e stimate
Total Use of Funds Amount
Scope of work (?)
Financing terms w ill be based on project feasibility and the ability to repay. Terms approved by City Council may be different than w hat is requested.
Grant
26,500.00$
Source of Funds
Please enter below the types of funding and amounts requested for the proposed project, including if the funding is committed. If not a loan, leave loan terms
blank. Select the blank space for possible sources of income, or enter your ow n.
Iowa City HOME/CDBG 26500.00$n/a n/a No
26,500.00$
Applicant Equity 1,131,857.00$n/a n/a No
United Way 50,000.00$n/a n/a No
1,181,857.00$
1,208,357.00$
Use of Funds
Developer Fee / Overhead 26,500.00$Yes THF Board
26,500.00$
Numbe r of house holds or pe rsons se rv e d *
Total cost pe r house hold or pe rson se rv e d
What pe rce ntage of the propose d budge t will be made up of priv ate funds?*
Dollars Le v e rage d Pe r City Dollar Spe nt
De scribe any community partne rships or v olunte e rs that will contribute to the proje ct.
De scribe any ide ntity of inte re st (IOI) re lationships with the applicant and/or proje ct owne r, i.e . Ge ne ral
Partne r has a financial inte re st in the construction company, e tc.*
Attach any documentation used for cost estimates
Other Considerations
724
1,669.00$
97.81
44.60$
United Way of Johnson and Washington Counties; provides operational grant
Great Western Bank; provides private financing for housing development and an operating line of credit
Local Congregations/private donors; provide contributions
Volunteers: 11 member Board of Directors
3 member Audit Committee
4 member Recruitment and Orientation Committee
7 member Finance Committee
5 member Succession Committee
6 member Housing Advisory Committee
N/A
Feasibil ity an d Community Imp act
Outline the proposed timetable and expected impact for the project. For the timetable, include when requested funding
will be committed, project milestones such as rezoning or construction, and when funds will be spent. If applicant plans to
apply for funds not committed, include the anticipated date for application and when funds will be awarded. For expected
impact, break out beneficiaries by income group. If funded, both the schedule and income breakdown will be used for
any project agreement.
De scribe proje ct be ne fits and re quire me nts
Time Table
Date De scription of Activ ity
To promote the e fficie nt use of public funds, de scribe how the proje ct will continue to prov ide public
be ne fits through and be yond the re quire d compliance pe riod. De scribe how the proje ct will prov ide public
be ne fits be low rate s in the e xisting marke t
In what manne r or form will the proje ct proce e d if it is awarde d le ss than full funding? If the re are se v e ral
compone nts, how will the y be prioritize d?
Please indicate the population to be served by the proposed program according to the linked income categories. If
requesting money for a specific administrative expense (like a staff member’s salary), indicate the population served by
your entire agency.
(Please Note: If funded, this information will be used as income targeting for your Agreement).
M e dian Income Numbe r of Pe rsons
0 - 30%
31 - 50%
51 - 60%
61 - 80%
Project Benefit Narrative
Such as beneficiary eligibility requirements, targeted beneficiaries, etc.
In 2018 THF provided safe, decent, permanent affordable rental homes to 724 persons including 370 children.
The families all meet the income restrictions and most are very-low income. Stable affordable
housing helps keep adults in jobs and children in school. Stable affordable housing increases a family's
stability. Stable households increase neighborhood stability and overall community stability.
7/8/2019 Funding agreement signed
10/31/2019 First draw request (half of grant) with source documentation
4/3/2020 Second draw request (half of grant) with source documentation
11/27/2020 City monitoring of grant
The policy of THF, as a CHDO, is to maintain rental homes as affordable for the life of the properties. THF’s
long term objective is; as debt is retired rents will be reduced to cover operating, repair and replacement costs.
Rents at reduced levels lessen a household’s need for rental assistance. This then allows more households to
access affordable housing (increasing the availability of housing choice vouchers).
If less funding is awarded, THF will continue to operate. However it will be necessary to draw on a private line of
credit for administrative expenses resulting in increased debt.
Income Breakdown
724
Ov e r 80%
M e dian Income Numbe r of Pe rsons
Total Pe rsons/House holds
Pe rce nt LM I
Ple ase note the basis for the se e stimate s *
724
100.00
Number of affordable rental homes owned and managed by
THF.
Capacity an d Ap p l ican t History
Please list amount of CDBG and/or HOME funds received within the last four City fiscal years and the status of the project(s) undertaken.
CDBG and/or HOME funds received
Fiscal Ye ar Funds Re ce iv e d Budge te d
Amount
Amount
Expe nde d
Date Proje ct
Comple te d
Ple ase de scribe your organization’s structure , office rs, and staff.*
Ple ase de scribe the e ducation and e xpe rie nce of ke y staff who will imple me nt the proje ct (e xcluding
v olunte e rs, board me mbe rs, and consultants). If consultants are utilize d, ide ntify what role the y will play in
the proje ct.*
July 1, 2015 to June 30, 2016 316,000.00$316,000.00$6/29/2018
July 1, 2016 to June 30, 2017 74,000.00$68,998.00$
July 1, 2017 to June 30, 2018 204,000.00$197,998.00$
July 1, 2018 to June 30, 2019 111,034.00$0.00$
THF has maintained CHDO certification by the City of Iowa City since 1996.
The 11 member Board of Trustees serves as the policy making body. Trustees represent key areas of
expertise
pertinent to the business of the Corporation; law, banking, developer, and members representing the low-
income community (including two tenants). Officers include President, Vice-President, Secretary/Treasurer.
Trustees and key community members make up the Board Committees:
Executive
Audit Committee
Finance Committee
Housing Advisory Committee
Recruitment and Orientation Committee
Succession Committee
The Housing Fellowship has 7.0 FTE; Executive Director, CFO, Compliance Specialist, Project Manager, Office
Manager, 2.0 FTE Maintenance Employees. Very little staff turnover has occurred over the last five years. THF
contracts with The Maintenance Company to complete after hours and weekend emergencies and partners
utilizes several local businesses (electricians, plumbers, HVAC).
Maryann Dennis has been the Executive Director of the Housing Fellowship since January 1993. She has
extensive experience in working with low-income families and the administration of federal and private funding
sources. She currently oversees all operations in addition to The Housing Fellowship. Ms. Dennis is a certified
Housing Development Finance Professional through the National Development Council. She holds a Master’s
Degree in Social Work Administration and Social Development from the University of Iowa.
Ross Resetich, CFO joined THF in February, 2018. Ross is a CPA and has an MBA from St. Ambrose. He is
responsible to oversee all fiscal duties according to the Financial Management Policies and Procedures;
including budgeting and reporting for THF and related entities, bank reconciliations, audits and oversees AP
and AR and is responsible to provide all records/information for five separate independent audits.
Tashundra Gathright, a University of Iowa Graduate in Social Work joined THF as Compliance Specialist in
2008. Ms. Gathright is the only certified tax credit compliance specialist in Johnson County. She completes all
income qualifications for applicants and tenants and prepares all reports for funders.
Tammy Spies, Project Manager has been employed at THF since 2004. She has an A.A. degree in marketing
from Ellsworth Community College. Ms. Spies oversees all leases, rehab and the maintenance department.
Ple ase summarize your organization’s portfolio, including how many units you own and/or manage , how many
home s you hav e built/re habilitate d/sold, and what proje cts are unde rway.*
Ev ide nce of Fiscal Capacity (?)
Ev ide nce of Organizational Capacity (?)
Is the applicant (including partne rs, co-applicants, e tc.) curre ntly in compliance with all fe de ral, state and
local laws, rule s and re gulations, including any CDBG and/or HOM E funde d proje cts?*
Rental units owned and managed = 107
LIHTC rental units managed = 70
Rental Constructed Managed by THF = 93; Constructed for Iowa City owned rental = 10
Owner-occupied constructed = 26
Rental units rehabbed = 67 (includes a 16 unit complex destroyed in the 2008 flood)
Pipeline = Rehab of 6 units. Construction of 33 LIHTC units, 29 affordable and 4 market at 628 S. Dubuque St.
Audit Summary
Audit Summary THF 01-2019.pdf 98.68KB
Up to four pages of additional information about the capacity of the organization may be included. Examples of possible evidence may be resumes of key
staff, additional descriptions of organizational activities, or other relevant information.
Capacity description THF 01-2019.docx 133.84KB
Yes
No
Currently in litigation
Opening the doors of Johnson County
322 E. 2nd St.
Iowa City, IA 52240
Office 319-358-9212
www.housingfellowship.co
Mission: to provide quality homes that are affordable to people with limited incomes.
Years in existence: 28
Experience with other projects: THF has completed over 39 affordable rental projects, including four
Low-Income Tax Credit projects and 11 home ownership projects and administered over $29 million in
public/private funds. THF Currently owns/manages 177 safe, decent, affordable rental homes scattered
throughout Iowa City, Coralville and North Liberty. THF has developed many local and State; public and
private partnerships to successfully implement the projects. Through solid property development and
management practices, THF has gained a reputation as one of the premier non-profit affordable housing
developers in Iowa.
Organization staffing: The Board of Trustees serves as the policy making body. As a certified
Community Housing Development Organization, at least one third of the Board of Trustees represents the
low-income community. Trustees represent key areas of expertise pertinent to the business of the
Corporation; attorney, CPA, Realtor, Commercial Lender, non-profit executive.
Staffing/Budget: THF employs 7.0 FTE. THF’s staff members have attended training to ensure funding
compliance and recordkeeping offered by IA Department of Economic Development, IA Finance Authority,
Midwest Housing Equity Group and Spectrum Companies. The Executive Director is certified as Housing
Development Finance Professional, the Chief Financial Officer is a CPA and MBA. The Compliance
Specialist is the only certified Low-Income Housing Tax Credit Compliance Specialist in Johnson County.
Maintenance staff persons each have well over 25 years in the trades.
Maryann Dennis, Executive Director will be the lead staff person. She has been the Director since 1993
and acted as developer for all of The Housing Fellowship’s projects. Ross Resesitch, CFO, will oversee the
maintenance of all financial records/reporting. Tammy Spies, Project Manager will be the leasing agent
and Tashundra Marshall the Compliance Specialist will ensure all rules and regulations are followed and
all reports filed. Both have long tenures with The Housing Fellowship and understand and implement the
rules and regulations associated with LITHC and federally awarded projects.
The 2019 proposed Operating Budget is $1,188,542. The Housing Fellowship’s financial statements are
audited and a compliance report issued each year.
Project Name The Housing Fellowship ‐ Rental Rehabilitation
Project Address 1232 Esther Court and 427 S. 1st Avenue, Iowa City
Activity Type Rental Housing
CITY STEPS Priority Preserving Existing Affordable Rental and Owner Housing Units
CITY STEPS Goal Improve quality of existing affordable rental housing
Amount Requested $69,108
Project Description Rehabilitate one four‐bedroom and one two‐bedroom single family rental homes for a
certified Community Housing Development Organization (CHDO) for low‐income Iowa
City families. Improvements include upgrading HVAC, kitchen, bathrooms, water
heater, wiring, roof, and other related improvements. Project includes a development
fee to cover cost of managing improvements.
Repayment Terms $63,108 conditional occupancy loan (forgiven if follows requirements) and $6,000
grant
Affordability Period 15 year proposed (10 years required)
Property Taxes Tax exempt
% CDBG/HOME Funded 100%
Project Budget Discussion Total budget is $69,108. Total HOME cost per unit is $34,554. Expected rents of $979
and $781. The City must provide 15% of its HOME allocation to certified CHDOs to
acquire, rehab, or build affordable housing. Current City estimates place that at
$70,000, though it depends on federal appropriations. If not awarded full funding, THF
will prioritize major systems replacements like HVAC, water heaters, etc.
Beneficiaries 51‐60% AMI 100% 2 households
Project Coordination with
Existing Services & other
Services Available in the
Community
THF partners with its volunteer Board of Trustees and Committee members that set all
policies for THF, including their competitive bidding processes.
Timeliness and Capacity to
Successfully Complete the
Proposed Project
Applicant is in good standing and has successfully completed previous CDBG/HOME
rental projects. Staff has no current concerns about capacity to successfully administer
this project.
Staff Concerns/Notes 1) Must comply with federal procurement standards (competitive bids) for the
proposed work.
2) Disclosed potential conflict of interest ‐ contractor selection will be subject to review
by the City's legal department.
3) Must remain a certified CHDO for period of affordability
4) Can THF proceed with the rehab using equity rather than city assistance?
S:\DEV\CDBGHOME\FY20\_Applications\FY20 Staff reports FINAL.xlsx
Application for FY2020 CDBG/HOME funds
General In formation an d Proj ect Need
Select Language ▼
Community Development Block Grant (CDBG) and/or HOME Investment Partnership (HOME) programs provide funding
to aid in the development of viable urban communities and in the provision of safe and decent affordable housing.
Applications are due Tuesday, January 18, 2019 at noon. This year, $625,000 are estimated to be available through this
competitive process. Please review the FY20 CDBG/HOME Application Guide for more information about eligible
activities. Please submit one project proposal per application. Questions can be directed to kirk-lehmann@iowa-city.org
or contact Neighborhood Services at 319-356-5230. Additional assistance, and hard copy applications, are available
upon request
Proje ct name *
Proje ct Addre ss *
Type of Proje ct (?)
Type of Activ ity (?)
Applicants
Project Information
Preservation of Affordable Rental Housing
City
Iowa City
State / Province / Region
IA
Postal / Zip Code
52240
Country
United States
Street Address
322 E. 2nd Street
Address Line 2
Rental Housing
Owner Housing
Public Facility
Other
Acquisition
New Construction
Rehabilitation
Direct Assistance
Other
Applicant Name *
Applicant Addre ss *
The Housing Fellowship
Type of Le ad Applicant *
W-9 Form *(?)
Organizational Status *(?)
Amount of Funds Re que ste d *
Did you atte nd an Applicant Workshop?*
Contact Pe rson, Title *
Phone Numbe r *
Email *
DUNS Numbe r (?)
DUNS # Ve rification *(?)
CAGE Code (?)
SAM .gov Re gistration *(?)
City
Iowa City
State / Province / Region
IA
Postal / Zip Code
52240
Country
US
Street Address
322 E. 2nd Street
Address Line 2
Maryann Dennis
3193589212
mdennis@housingfellowship.com
964658236
Go to http://fedgov.dnb.com/w ebform to look up or create a DUNS number. Provide a copy of the email you receive w ith your confirmed DUNS number.
DUNS # Cage Code Verify THF 01-2019.pdf 64.7KB
Obtain by registering on SAM.gov
6SNC3
All subrecipients must register on SAM.gov before a legally binding agreement can be signed. Attach your SAM.gov Entity Registration Summary as evidence
that this has been completed.
DUNS # Cage Code Verify THF 01-2019.pdf 64.7KB
General Information
Community Housing Development Organization
Private non-profit organization
Private for-profit, individual or partnership applicant
Public Organization
(Request for Taxpayer ID # & Certification)
W-9 THF 01-2019.pdf 72.55KB
Go to https://sos.iow a.gov/search/business to look up the organization applying for funds. Provide a copy of the Business Entity Summary screen.
Secy of State THF 01-2019.pdf 20.12KB
69,108.00$
Yes No
Prov ide a fe w line s de scribing the propose d proje ct *
Ple ase spe cify the one or two most applicable priority ne e d(s) this application addre sse s, as shown in the
2016-2020 CITY STEPS Plan. Explain how this proje ct will me e t this/those ne e d(s).*
HOME funds will be used to rehab two single family rental homes owned by The Housing Fellowship, a certified
Community Housing Development Organization, with 28 years experience developing, owning and managing
affordable rental homes for low-income Iowa City families. The properties have been in service as affordable
rental homes for nearly twenty years and are in need of significant improvements and or replacement of major
systems. 1232 Esther Court is a four bedroom home. 427 S. 1st Avenue is a two bedroom home. Both are
occupied by low-income families that will remain in their homes during rehab. This request is for a conditional
occupancy loan in the amount of $63,108 and a grant for the development fee of $6,000.
Preserving Existing Affordable Rental and Owner Housing Units is the second highest priority in the STEPS
plan with rental housing rehabilitation/acquisition the top goal of this priority. This project will preserve two
affordable rental homes. 1232 Esther Court is occupied by a family of six having a household income below
30% AMI. 427 S. 1st Avenue is occupied by a four person household having an income below 60% AMI.
Budget and Resources
Type of Funding Re que ste d *
Requested Loan Terms
Principal Amount Inte re st Rate Affordability Pe riod (?)Ye arly Payme nt
Public Resources
Funding Source and Type (?)Amount Inte re st rate Te rm (?)Committe d
Total Public Funds
For uncommitte d funds, ple ase indicate whe n the applicant will apply for funds
Private Resources
Funding Source & Type (?)Amount Inte re st rate Te rm (?)Committe d
Total Priv ate Funds
Total Proje ct Funding
Please enter below the uses of funding and amounts requested for the proposed project, including whether formal cost
estimates were received. Select the blank space for possible use of funds, or enter your own.”
Type (?)Amount Formal Cost
Estimate
Name of Entity
prov iding cost
e stimate
Total Use of Funds Amount
Financing terms w ill be based on project feasibility and the ability to repay. Terms approved by City Council may be different than w hat is requested.
Loan
63,108.00$0 15 0.00$
Source of Funds
Please enter below the types of funding and amounts requested for the proposed project, including if the funding is committed. If not a loan, leave loan terms
blank. Select the blank space for possible sources of income, or enter your ow n.
Iowa City HOME/CDBG 63108.00$0 15 No
Iowa City HOME 6000.00$n/a n/a No
69,108.00$
N/A
Bank Loan $
0.00$
69,108.00$
Use of Funds
Construction / Rehabilitation 63,108.00$Yes various
contractors
Developer Fee / Overhead 6,000.00$No THF
69,108.00$
Scope of work (?)
Numbe r of house holds or pe rsons se rv e d *
Total cost pe r house hold or pe rson se rv e d
What pe rce ntage of the propose d budge t will be made up of priv ate funds?*
Dollars Le v e rage d Pe r City Dollar Spe nt
De scribe any community partne rships or v olunte e rs that will contribute to the proje ct.
De scribe any ide ntity of inte re st (IOI) re lationships with the applicant and/or proje ct owne r, i.e . Ge ne ral
Partne r has a financial inte re st in the construction company, e tc.*
Pro forma *(?)
Attach any documentation used for cost estimates
Scope of Work THF rehab 01-2019.pdf 41.26KB
Other Considerations
10
6,910.80$
0.00
0.10$
The Board of Trustees and Committee members are volunteers. They set all policies for the development and
preservation of THF's project to provide affordable rental housing to low-income families. HOME regulations
require competitive bidding process for the rehabilitation of affordable housing.
THF Project Manager is married to a Contractor who has bid
rehab projects. The Project Manager does not sign any
documents related to a project bid on by her husband.
Find the proforma and proforma instruction at w w w .icgov.org/actionplan
THF FY20 Rehab Pro Forma 01-2019.pdf 303.62KB
Feasibil ity an d Community Imp act
Outline the proposed timetable and expected impact for the project. For the timetable, include when requested funding
will be committed, project milestones such as rezoning or construction, and when funds will be spent. If applicant plans to
apply for funds not committed, include the anticipated date for application and when funds will be awarded. For expected
impact, break out beneficiaries by income group. If funded, both the schedule and income breakdown will be used for
any project agreement.
De scribe proje ct be ne fits and re quire me nts
Rental Housing
Expe cte d Numbe r of Units *Expe cte d Re nt *
Time Table
Date De scription of Activ ity
To promote the e fficie nt use of public funds, de scribe how the proje ct will continue to prov ide public
be ne fits through and be yond the re quire d compliance pe riod. De scribe how the proje ct will prov ide public
be ne fits be low rate s in the e xisting marke t
In what manne r or form will the proje ct proce e d if it is awarde d le ss than full funding? If the re are se v e ral
compone nts, how will the y be prioritize d?
Project Benefit Narrative
Such as beneficiary eligibility requirements, targeted beneficiaries, etc.
Even though both homes are occupied, the eligibility requirements for tenancy in the homes throughout the
affordability period are;
Household income at move-in must be below 60% AMI
Household income/voucher must be adequate to pay rent and utilities
Household must have three years of favorable landlord references
Household must not have been convicted of a crime of violence against persons or property within the last five
years
1 979.00$
1 781.00$
7/1/2019 HOME funds available
9/2/2019 Environmental clearance/funding agreement signed
9/27/2019 Rehab work lists complete/advertise for bids
10/31/2019 Bid opening/contracts awarded/proceed to work signed
2/3/2020 Rehab complete (weather conditions may apply)
3/13/2020 Completion/close-out reports submitted. Affordability period begins
As a CHDO, THF will provide public benefits; the properties will be maintained as affordable rental homes for
the life of the properties, well beyond the required term of affordability. The rents on the homes are well below
the area market rents;the 2017 Apartment study (Cook Appraisal) found average market rents for two bedroom
apartments to be $935 and $2,066 for a four bedroom.
The HOME rents (net to THF) are significantly lower; $781 for two bedroom and $979 for a four bedroom.
The rehab work lists will be prioritized and the major systems replacements (i.e. HVAC, water heat) will have top
priority.
Income Breakdown
Please indicate the population to be served by the proposed program according to the linked income categories. If
requesting money for a specific administrative expense (like a staff member’s salary), indicate the population served by
your entire agency.
(Please Note: If funded, this information will be used as income targeting for your Agreement).
M e dian Income Numbe r of Pe rsons
0 - 30%
31 - 50%
51 - 60%
61 - 80%
Ov e r 80%
Total Pe rsons/House holds
Pe rce nt LM I
Ple ase note the basis for the se e stimate s *
10
10
100.00
HOME allowed limits that will be maintained throughout the
affordability term. Please note that both homes are occupied
now by families under 30% and 60% AMI.
Capacity an d Ap p l ican t History
Please list amount of CDBG and/or HOME funds received within the last four City fiscal years and the status of the project(s) undertaken.
CDBG and/or HOME funds received
Fiscal Ye ar Funds Re ce iv e d Budge te d
Amount
Amount
Expe nde d
Date Proje ct
Comple te d
Ple ase de scribe your organization’s structure , office rs, and staff.*
Ple ase de scribe the e ducation and e xpe rie nce of ke y staff who will imple me nt the proje ct (e xcluding
v olunte e rs, board me mbe rs, and consultants). If consultants are utilize d, ide ntify what role the y will play in
the proje ct.*
Ple ase summarize your organization’s portfolio, including how many units you own and/or manage , how many
home s you hav e built/re habilitate d/sold, and what proje cts are unde rway.*
July 1, 2015 to June 30, 2016 316,000.00$316,000.00$6/29/2018
July 1, 2016 to June 30, 2017 74,000.00$68,998.00$
July 1, 2017 to June 30, 2018 204,000.00$197,998.00$
July 1, 2018 to June 30, 2019 111,034.00$0.00$
THF has maintained CHDO certification by the City of Iowa City since 1996.
The 11 member Board of Trustees serves as the policy making body. Trustees represent key areas of
expertise
pertinent to the business of the Corporation; law, banking, developer, and members representing the low-
income community (including two tenants). Officers include President, Vice-President, Secretary/Treasurer.
Trustees and key community members make up the Board Committees:
Executive
Audit Committee
Finance Committee
Housing Advisory Committee
Recruitment and Orientation Committee
Succession Committee
The Housing Fellowship has 7.0 FTE. Very little staff turnover has occurred over the last five years.
Maryann Dennis has been the Executive Director of the Housing Fellowship since January 1993. She has
extensive experience in working with low-income families and the administration of federal and private funding
sources. She currently oversees all operations in addition to The Housing Fellowship. Ms. Dennis is a certified
Housing Development Finance Professional through the National Development Council. She holds a Master’s
Degree in Social Work Administration and Social Development from the University of Iowa.
Ross Resetich, CFO joined THF in February, 2018. Ross is a CPA and has an MBA from St. Ambrose. He is
responsible to oversee all fiscal duties according to the Financial Management Policies and Procedures;
including budgeting and reporting for THF and related entities, bank reconciliations, audits and oversees AP
and AR.
Tashundra Gathright, a University of Iowa Graduate in Social Work joined THF as Compliance Specialist in
2008. Ms. Gathright is the only certified tax credit compliance specialist in Johnson County. She completes all
income qualifications for applicants and tenants and prepares all reports for funders.
Tammy Spies, Project Manager has been employed at THF since 2004. She has an A.A. degree in marketing
from Ellsworth Community College. Ms. Spies oversees all leases, rehab and the maintenance department.
Ev ide nce of Fiscal Capacity (?)
Ev ide nce of Organizational Capacity (?)
Is the applicant (including partne rs, co-applicants, e tc.) curre ntly in compliance with all fe de ral, state and
local laws, rule s and re gulations, including any CDBG and/or HOM E funde d proje cts?*
Ple ase ide ntify re le v ant marke t factors that v e rify the de mand for the propose d proje ct base d on the City of
Iowa City Housing Program Guide line s policy. The City may re quire a M arke t Analysis for large or
complicate d proje cts to support the ne e d be fore e nte ring an agre e me nt.
Rental units owned and managed = 107
LIHTC rental units managed = 70
Rental Constructed Managed by THF = 93; Constructed for Iowa City owned rental = 10
Owner-occupied constructed = 26
Rental units rehabbed = 67 (includes a 16 unit complex destroyed in the 2008 flood)
Pipeline = Rehab of 6 units. Construction of 33 LIHTC units, 29 affordable and 4 market at 628 S. Dubuque St.
Audit Summary
Audit Summary THF 01-2019.pdf 98.68KB
Up to four pages of additional information about the capacity of the organization may be included. Examples of possible evidence may be resumes of key
staff, additional descriptions of organizational activities, or other relevant information.
Capacity description THF 01-2019.docx 133.84KB
Yes
No
Currently in litigation
*This does not apply to tenant based rental assistance, homeow ner rehabilitation, dow n payment assistance, or CHDO operating expenses.
Number of units for rent: Iowa City – 14,024
Between 2000 and 2012, all jurisdictions added to their housing stock. However, the majority of this growth has
been in single-family housing. Housing vacancy rates are helpful indicators of occupancy turnover and housing
mobility. The housing industry generally regards a 5 percent vacancy rate as optimal. At this rate, there is
neither a surplus nor deficit of available units, which helps regulate housing costs and mitigate cost burden.
(Housing Market Analysis, 2012).
The 2017 Multi-Family Housing Survey by Cook Appraisal found vacancy rates in multi-family rental properties
to be 4.1% for two bedroom units and 7.99% for fours. The 2018 vacancy rate for all THF owned and managed
rental homes was 4.4%. Both project homes are rented; 427 S. 1st Avenue renter family is entering their fifth
year and the family at 1232 Esther Court their third year.
The study found average rents for two bedroom apartments to be $935 and $2,066 for a four bedroom.
The HOME rents (net to THF) are significantly lower; $781 for two bedroom and $979 for a four bedroom.
Condition of Project Properties
Address Year Built Date acquired by THF
1232 Esther Court 1978 7/16/1999
427 S. 1st Avenue 1961 5/27/1998
Both properties have current rental permits.
Work to be completed:
1232 Esther Court
427 S. 1st Avenue
Project Name Domestic Violence Intervention Program (DVIP) Shelter Repair
Project Address Confidential
Activity Type Public Facility (PF)
CITY STEPS Priority PF Improvements ‐ Domestic Violence Victims/Homeless
CITY STEPS Goal Improve and maintain public facilities
Amount Requested $120,000
Project Description Renovate emergency shelter for adult and youth victims of domestic violence.
Specifically, rehabilitate the parking area and youth services area, and add fencing to
secure our shelter property.
Repayment Terms Conditional occupancy loan (forgiven if follows requirements)
Compliance Period 12 years proposed
Property Taxes Tax exempt
% CDBG/HOME Funded 94%
Project Budget Discussion Total renovation budget is approximately $127,510, with matching funds coming from
private donations. Prioritization list of improvements if not awarded full funding:
1) Asphalt Repair ‐ $89,570
2) Fencing ‐ 4,770
3) Youth Services Area ‐ $33,920
Beneficiaries 0‐30% AMI 73% 4,200 beneficiaries
31‐50% AMI 10%
51‐80% AMI 12%
80+% AMI 5%
Project Coordination with
Existing Services & other
Services Available in the
Community
None noted for this project
Timeliness and Capacity to
Successfully Complete the
Proposed Project
Applicant is in good standing and has successfully completed previous CDBG/HOME
public facilities projects. Staff has no current concerns about capacity to successfully
administer this project.
Staff Concerns/Notes 1) All work will be subject to federal labor provisions (Davis Bacon – prevailing wages).
2) Must comply with federal procurement standards (competitive bids) for the
proposed work.
3) Section 3 may require opportunities for training and employment for LMI persons if
a contractor performs construction duties which total $100,000 in HUD funds.
S:\DEV\CDBGHOME\FY20\_Applications\FY20 Staff reports FINAL.xlsx
Application for FY2020 CDBG/HOME funds
General In formation an d Proj ect Need
Community Development Block Grant (CDBG) and/or HOME Investment Partnership (HOME) programs provide funding
to aid in the development of viable urban communities and in the provision of safe and decent affordable housing.
Applications are due Tuesday, January 18, 2019 at noon. This year, $625,000 are estimated to be available through this
competitive process. Please review the FY20 CDBG/HOME Application Guide for more information about eligible
activities. Please submit one project proposal per application. Questions can be directed to kirk-lehmann@iowa-city.org
or contact Neighborhood Services at 319-356-5230. Additional assistance, and hard copy applications, are available
upon request
Proje ct name *
Proje ct Addre ss *
Type of Proje ct (?)
Type of Activ ity (?)
Applicants
Project Information
DVIP Shelter Repair
City
Iowa City
State / Province / Region
IA
Postal / Zip Code
52240
Country
United States
Street Address
Shelter location is confidential and can be provided to the committee outside of public documents.
Address Line 2
1105 S. Gilbert Ct. suite 300
Rental Housing
Owner Housing
Public Facility
Other
Acquisition
New Construction
Rehabilitation
Direct Assistance
Other
Applicant Name *
Applicant Addre ss *
Domestic Violence Intervention Program
Type of Le ad Applicant *
W-9 Form *(?)
Organizational Status *(?)
Amount of Funds Re que ste d *
Did you atte nd an Applicant Workshop?*
Contact Pe rson, Title *
Phone Numbe r *
Email *
DUNS Numbe r (?)
DUNS # Ve rification *(?)
CAGE Code (?)
SAM .gov Re gistration *(?)
City
Iowa City
State / Province / Region
IA
Postal / Zip Code
52240
Country
United States
Street Address
1105 S Gilbert Ct. Suite 300
Address Line 2
Kristie Fortmann-Doser, Executive Director
3193569863
kristie@dvipiowa.org
614880438
Go to http://fedgov.dnb.com/w ebform to look up or create a DUNS number. Provide a copy of the email you receive w ith your confirmed DUNS number.
Dun & Bradstreet Business Information Report_ DOMESTIC VIOLENCE INTERVENTION
PROGRAM, INC.pdf
72.03KB
Obtain by registering on SAM.gov
495D111056
All subrecipients must register on SAM.gov before a legally binding agreement can be signed. Attach your SAM.gov Entity Registration Summary as evidence
that this has been completed.
View Details - Entity Overview _ System for Award Management.pdf 69.8KB
General Information
Community Housing Development Organization
Private non-profit organization
Private for-profit, individual or partnership applicant
Public Organization
(Request for Taxpayer ID # & Certification)
DVIP W-9.pdf 322.15KB
Go to https://sos.iow a.gov/search/business to look up the organization applying for funds. Provide a copy of the Business Entity Summary screen.
DVIP Business Entity Summary.pdf 100.48KB
120,000.00$
Yes No
Prov ide a fe w line s de scribing the propose d proje ct *
Ple ase spe cify the one or two most applicable priority ne e d(s) this application addre sse s, as shown in the
2016-2020 CITY STEPS Plan. Explain how this proje ct will me e t this/those ne e d(s).*
DVIP is requesting funding to support the continued use of our emergency shelter for adult and youth victims of
domestic violence. Specifically, we wish to rehabilitate the parking area and youth services area, and add
fencing to secure our shelter property.
Public Facility Improvements High Priority - Domestic Violence Victims
Public Services High Priority - Domestic Violence Victims
Budget and Resources
Type of Funding Re que ste d *
Requested Grant Terms
Principal Amount Affordability Pe riod (?)
Public Resources
Funding Source and Type (?)Amount Inte re st rate Te rm (?)Committe d
Total Public Funds
For uncommitte d funds, ple ase indicate whe n the applicant will apply for funds
Private Resources
Funding Source & Type (?)Amount Inte re st rate Te rm (?)Committe d
Total Priv ate Funds
Total Proje ct Funding
Please enter below the uses of funding and amounts requested for the proposed project, including whether formal cost
estimates were received. Select the blank space for possible use of funds, or enter your own.”
Type (?)Amount Formal Cost
Estimate
Name of Entity
prov iding cost
e stimate
Total Use of Funds Amount
Scope of work (?)
Financing terms w ill be based on project feasibility and the ability to repay. Terms approved by City Council may be different than w hat is requested.
Grant
120,000.00$12
Source of Funds
Please enter below the types of funding and amounts requested for the proposed project, including if the funding is committed. If not a loan, leave loan terms
blank. Select the blank space for possible sources of income, or enter your ow n.
Iowa City HOME/CDBG 120000.00$No
120,000.00$
Applicant Fundraising 7,510.00$No
7,510.00$
127,510.00$
Use of Funds
Construction / Rehabilitation 127,510.00$Yes Done Done
Services
127,510.00$
Numbe r of house holds or pe rsons se rv e d *
Total cost pe r house hold or pe rson se rv e d
What pe rce ntage of the propose d budge t will be made up of priv ate funds?*
Dollars Le v e rage d Pe r City Dollar Spe nt
De scribe any community partne rships or v olunte e rs that will contribute to the proje ct.
De scribe any ide ntity of inte re st (IOI) re lationships with the applicant and/or proje ct owne r, i.e . Ge ne ral
Partne r has a financial inte re st in the construction company, e tc.*
Attach any documentation used for cost estimates
Estimate_2245_from_Done_Done_Services_LC.pdf 142KB
Other Considerations
4,200
30.36$
5.89
0.06$
This will not be applicable to this project.
No IOI
Included below are pictures of the degraded asphalt and repair needs:
Done Done Services, L.C.
5001 J St SW, Suite 2
Cedar Rapids, IA 52404-4921
319-366-4700
support@donedoneservices.com
www.donedoneservices.com
Estimate
ADDRESS
Domestic Violence Intervention
Program
1105 South Gilbert Ct
Iowa City, IA 52240 US
SHIP TO
Domestic Violence Intervention
Program
ESTIMATE #DATE
2245 12/26/2018
CODE P.O. NO.
C, EC, MOW 27, 820, 3199815578 BE
ACTIVITY QTY RATE AMOUNT
4,500.00T
Work to be performed at:
Domestic Violence Intervention Program
Contact: Ryan Holst 319-981-5578
------------------------------------------------
Service Tech Labor and Material to install chain link fencing:
Scope of work:
- Install 185' of 6' high, 9 gauge chain link fence using 2 1/2" diameter line posts.
Note: Fence will run 100' along east side and 85' along south side of large lot to control traffic using as a short cut.
------------------------------------------------
Remodeling Labor and Material to replace window and build
divider with shelving in playroom:
Scope of work:
- Remove casement window.
- Replace with twin slider style.
- Construct divider wall, with shelving in lower portion of wall. Top
portion of divider wall will be open, shelving on lower portion with
walk-through in center of divider.
- Finish in drywall. Mud, tape texture to match existing as close
as possible.
- Demo existing vanity/Sink.
- Install 4' of upper and lower cabinets. Install larger sink in base
unit.
- Paint walls and ceiling (in play room area).
12,500.00
ACTIVITY QTY RATE AMOUNT
------------------------------------------------
Service Tech Labor and Material to replace flooring in lower level:
Scope of work:- Remove existing VCT tile in lower level. (6 offices, computerroom, Directors office, playroom and hallway areas).- Install LVT flooring in removed areas. Approximately 2750 s/f.
Note: The above does not include the relocating of shelving, desks, equipment, etc. This would be an additional cost.
19,500.00T
------------------------------------------------
Service Tech Labor and Material to asphalt 2 parking lots:
Scope of work:- Install 2 " of asphalt overlay on large lot (Approx 26,865 s/f)$62,500- Install 2 " of asphalt overlay on lot adjacent to building (Approx4,850 s/f) $12,000
Note: Areas will be swept and blown clean of debris, asphalt tack sprayed on surface, Hot Mix Asphalt installed, level coarse and compact, install final lift Hot Mix Asphalt for a 2" thick mat.
84,500.00T
------------------------------------------------
NOTE: THE ABOVE PRICING IS BEING PROVIDED FOR BUDGETARY PURPOSES. AS WE MOVE FORWARD WITH SPECIFIC PROJECTS THE PRICING WILL BE CONFIRMED AND ADJUSTED ACCORDINGLY +/- DEPENDENT ON SPECIFIC ITEMS/MATERIALS SELECTED.
------------------------------------------------
Terms are 50% down with signed estimate approval. Balance will be due at the time of project completion.0.00
2.0% charge will be applied on accounts for each billing cycle account is
delinquent SUBTOTAL 121,000.00
TAX 6,510.00
TOTAL $127,510.00
Accepted By Accepted Date
Feasibil ity an d Community Imp act
Outline the proposed timetable and expected impact for the project. For the timetable, include when requested funding
will be committed, project milestones such as rezoning or construction, and when funds will be spent. If applicant plans to
apply for funds not committed, include the anticipated date for application and when funds will be awarded. For expected
impact, break out beneficiaries by income group. If funded, both the schedule and income breakdown will be used for
any project agreement.
De scribe proje ct be ne fits and re quire me nts
Time Table
Date De scription of Activ ity
To promote the e fficie nt use of public funds, de scribe how the proje ct will continue to prov ide public
be ne fits through and be yond the re quire d compliance pe riod. De scribe how the proje ct will prov ide public
be ne fits be low rate s in the e xisting marke t
In what manne r or form will the proje ct proce e d if it is awarde d le ss than full funding? If the re are se v e ral
compone nts, how will the y be prioritize d?
Project Benefit Narrative
Such as beneficiary eligibility requirements, targeted beneficiaries, etc.
The Domestic Violence Intervention Program provides safe shelter; crisis intervention services, advocacy,
counseling, case management and support group services that help keep victims of domestic violence safe
from immediate danger and on-going emotional harm. These services are unduplicated in our eight county
service area (Johnson, Washington, Iowa, Des Moines, Henry, Lee, Van Buren and Cedar Counties). While
residents/clients seek services from DVIP, it is our goal for clients to reach the highest level of safety and self-
sufficiency possible. Maintaining an emergency shelter with appropriate facilities, contributes to service
provision and our client’s efforts to increase self-sufficiency.
7/1/2019 Beginning of City Fiscal Year and Project Start Date
8/30/2019 Rebid of Project, contract and city meeting with CDBG staff. Ongoing:
solicitations for donations accompanying the project.
9/27/2019 Final bids Accepted
10/1/2019 Repair of Asphalt, and installation of fencing
10/15/2019 Rehabilitation of Youth Area
12/13/2019 Project Complete
A critical aspect of our safe shelter and crisis intervention support services is providing a safe environment and
appropriate facilities for adults and youth while they move beyond initial stages of crisis and homelessness to
permanent housing. Without appropriate upgrades in building and maintenance, client’s safety and ongoing
support would be compromised. The shelter building was built in 1993 and has provided emergency safety to
more than 8600 adults and youth who were escaping violence in their home. One tactic of battering is to
control access to resources, so for many of the families we have supported, they come to us with little or
nothing. By providing safe shelter, we provide an environment where victims can heal and evaluate their goals.
Through our supportive services and partnerships victims can gain employment, housing, financial literacy
skills and the resources to begin a life independent of an abusive partner. Our project request speaks directly
to maintaining our existing shelter building. Over time the building has required repair, replacement and
general up-keep.
Priority 1 - Asphalt repair, bluntly it is a significant expense, and patching is no longer sufficient.
Priority 2 - Fencing for the shelter adjacent parking lot to secure our perimeter and diminish car and traffic
through our private lot. This is a safety issue for victims staying in our shelter.
Priority 3 - Replace flooring, a sink cabinet, storage and windows in our youth play area. All of these features
are original to the building of the shelter in 1993.
Income Breakdown
Please indicate the population to be served by the proposed program according to the linked income categories. If
requesting money for a specific administrative expense (like a staff member’s salary), indicate the population served by
your entire agency.
(Please Note: If funded, this information will be used as income targeting for your Agreement).
M e dian Income Numbe r of Pe rsons
0 - 30%
31 - 50%
51 - 60%
61 - 80%
Ov e r 80%
Total Pe rsons/House holds
Pe rce nt LM I
Ple ase note the basis for the se e stimate s *
3,086
420
294
200
200
4,200
95.24
This is based on statistical percentages for shelter residents
over the past five years.
Capacity an d Ap p l ican t History
Please list amount of CDBG and/or HOME funds received within the last four City fiscal years and the status of the project(s) undertaken.
CDBG and/or HOME funds received
Fiscal Ye ar Funds Re ce iv e d Budge te d
Amount
Amount
Expe nde d
Date Proje ct
Comple te d
Ple ase de scribe your organization’s structure , office rs, and staff.*
Ple ase de scribe the e ducation and e xpe rie nce of ke y staff who will imple me nt the proje ct (e xcluding
v olunte e rs, board me mbe rs, and consultants). If consultants are utilize d, ide ntify what role the y will play in
the proje ct.*
Ple ase summarize your organization’s portfolio, including how many units you own and/or manage , how many
home s you hav e built/re habilitate d/sold, and what proje cts are unde rway.*
Ev ide nce of Fiscal Capacity (?)
Ev ide nce of Organizational Capacity (?)
Is the applicant (including partne rs, co-applicants, e tc.) curre ntly in compliance with all fe de ral, state and
local laws, rule s and re gulations, including any CDBG and/or HOM E funde d proje cts?*
July 1, 2018 to June 30, 2019 40,000.00$2,932.06$6/30/2019
July 1, 2017 to June 30, 2018 4,570.00$4,570.00$6/30/2018
July 1, 2016 to June 30, 2017 6,300.00$6,300.00$6/30/2017
July 1, 2015 to June 30, 2016 171,656.00$171,656.00$6/30/2016
DVIP is a non-profit organization that began services in 1979. The organizational structure includes a 12-15
member Board of Directors, Executive Director, Supervisory staff and Direct Services staff. The DVIP Board of
Directors provides mission centered policy development and strategic planning, guided by our agency’s DVIP
By-Laws and Policy Handbooks. The Board of Directors is comprised of two Co-Chairs, Treasurer, Recorder
and Members that further the mission, fiscal management, and strategic plan of DVIP. The Executive Director is
responsible for the fulfillment of the agency strategic plan and agency management, and works with a 5
member Supervisory Team, 35 paid staff and approximately 150 volunteers.
Kristie Fortmann-Doser, the Executive Director, has worked with victims of domestic violence and sexual
assault for more than 30 years, coming to the Iowa City DVIP in 1993 and hired as Executive Director in 2004.
Ms. Fortmann-Doser has fourteen years’ experience writing, implementing, administering and completing
CDBG projects and has supervised three major projects, the most expensive more than $225,000. In addition,
Ms. Fortmann-Doser has administered state and federal grant awards as a primary recipient, with federal funds
exceeding $800,000 annually. Fortmann-Doser has a BA in Gender Studies from the University of Iowa and is a
Certified Domestic Abuse Advocate in Iowa.
DVIP owns a sixteen-bedroom emergency shelter whose mortgage was retired in 2001. In addition, we manage
a 6 unit transitional housing building in Burlington, Iowa. DVIP has completed the following rehabilitation
projects in the past 8 years:
• Fy16 Converting 2 dorm style bathrooms into 6 private bathrooms in our emergency shelter - $125,247.
• FY13 Replacing flooring and installing a commercial grade kitchen in our emergency shelter - $215,095
• FY11 Replaced Handicap Accessibility Ramp, surrounding 3 sides of shelter – $86,764
• FY10 Air conditioner Replacement, shelter - $12,256
Audit Summary
Issued Financial Statement - Short.pdf 175.98KB
Up to four pages of additional information about the capacity of the organization may be included. Examples of possible evidence may be resumes of key
staff, additional descriptions of organizational activities, or other relevant information.
Asphalt Photos.docx 2.06MB
Yes
No
Currently in litigation
DOMESTIC VIOLENCE INTERVENTION PROGRAM
FINANCIAL STATEMENTS
YEARS ENDED JUNE 30,2018 AND 2017
DOMESTIC VIOLENCE INTERVENTION PROGRAM
TABLE OF CONTENTS
YEARS ENDED JUNE 30,2018 AN D 2017
INDEPENDENT AUDITORS’REPORT 1
FINANCIAL STATEMENTS
STATEMENTS OF FINANCIAL POSITION 3
STATEMENTS OF ACTIVITIES 4
STATEMENTS OF FUNCTIONAL EXPENSES 6
STATEMENTS OF CASH FLOWS 8
NOTES TO FINANCIAL STATEMENTS 9
CliftonLarsonAllen LL P
CLAconnect.com
(1)
INDEPENDENT AUDITORS’REPORT
Board of Directors
Domestic Violence Intervention Program
Iowa City, Iowa
Report on the Financial Statements
We have audited the accompanying financial statements of Domestic Violence Intervention Program
(the Agency), which comprise the statements of financial position as of June 30, 2018 and 2017, and
the related statements of activities, functional expenses, and cash flows for the years then ended, and
the related notes to the financial statements.
Management’s Responsibility for the Financial Statements
Management is responsible for the preparation and fair presentation of these financial statements in
accordance with accounting principles generally accepted in the United States of America; this includes
the design, implementation, and maintenance of internal control relevant to the preparation and fair
presentation of financial statements that are free from material misstatement, whether due to fraud or
error.
Auditors’Responsibility
Our responsibility is to express an opinion on these financial statements based on our audits. We
conducted our audits in accordance with auditing standards generally accepted in the United States of
America. Those standards require that we plan and perform the audits to obtain reasonable assurance
about whether the financial statements are free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in
the financial statements. The procedures selected depend on the auditors’judgment, including the
assessment of the risks of material misstatement of the financial statements, whether due to fraud or
error. In making those risk assessments, the auditor considers internal control relevant to the entity’s
preparation and fair presentation of the financial statements in order to design audit procedures that are
appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness
of the entity’s internal control. Accordingly, we express no such opinion. An audit also includes
evaluating the appropriateness of accounting policies used and the reasonableness of significant
accounting estimates made by management, as well as evaluating the overall presentation of the
financial statements.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for
our audit opinion.
Board of Directors
Domestic Violence Intervention Program
(2)
Opinion
In our opinion, the financial statements referred to above present fairly, in all material respects, the
financial position of Domestic Violence Intervention Program as of June 30, 2018 and 2017, and the
change in its net assets and its cash flows for the years then ended in accordance with accounting
principles generally accepted in the United States of America.
a
CliftonLarsonAllen LLP
Cedar Rapids, Iowa
December 18, 2018
DOMESTIC VIOLENCE INTERVENTION PROGRAM
STATEMENTS OF FINANCIAL POSITION
JUNE 30, 2018 AN D 2017
See accompanying Notes to Financial Statements.
(3)
2018 2017
ASSETS
CURRENT ASSETS
Cash 58,987$ 58,792$
Grants Receivable 225,152 226,210
Contributions Receivable 145,000 68,000
Prepaid Expenses 8,166 831
Total Current Assets 437,305 353,833
BENEFICIAL INTEREST IN ASSETS HELD BY
COMMUNITY FOUNDATION 6,206 5,000
PROPERTY AND EQUIPMENT
Land 300,146 300,146
Building and Improvements 1,117,717 1,117,717
Equipment 47,034 46,168
Vehicles 37,627 38,986
Total 1,502,524 1,503,017
Less: Accumulated Depreciation (559,909) (497,157)
Net Property and Equipment 942,615 1,005,860
Total Assets 1,386,126$ 1,364,693$
LIABILITIES AND NET ASSETS
CURRENT LIABILITIES
Accounts Payable 10,079$ 18,689$
Accrued Expenses 130,854 119,920
Line of Credit 166,078 250,000
Current Maturities of Note Payable 6,116 5,918
Total Current Liabilities 313,127 394,527
LONG-TERM NOTE PAYABLE 191,162 197,296
Total Liabilities 504,289 591,823
NET ASSETS
Unrestricted 736,837 704,870
Temporarily Restricted 145,000 68,000
Total Net Assets 881,837 772,870
Total Liabilities and Net Assets 1,386,126$ 1,364,693$
DOMESTIC VIOLENCE INTERVENTION PROGRAM
STATEMENTS OF ACTIVITIES
YEARS ENDED JUNE 30, 2018 AN D 2017
See accompanying Notes to Financial Statements.
(4)
Temporarily
Unrestricted Restricted Total
SUPPORT AND REVENUE
Contributions 261,657$ 75,000$ 336,657$
United W ay Allocation 14,541 70,000 84,541
City and County Funding 127,443 - 127,443
Federal and State Grants 1,166,547 - 1,166,547
Interest and Dividends 24 - 24
In-Kind Contributions 300 - 300
Gain (Loss) on Disposal of Property and Equipment 674 - 674
Miscellaneous Income 10,516 - 10,516
Fundraisers, Net of Expenses of $8,461
in 2018 and $3,222 in 2017 17,067 - 17,067
Change in Beneficial Interest in Assets Held
by Community Foundation 1,206 - 1,206
Net Assets Released from Restrictions,
Satisfaction of Purpose and Time Restrictions 68,000 (68,000) -
Total Support and Revenue 1,667,975 77,000 1,744,975
EXPENSES
Program Services 1,448,140 - 1,448,140
Supporting Activities:
General and Management 119,883 - 119,883
Fundraising 67,985 - 67,985
Total Expenses 1,636,008 - 1,636,008
CHANGE IN NET ASSETS 31,967 77,000 108,967
Net Assets - Beginning of Year 704,870 68,000 772,870
NET ASSETS - END OF YEAR 736,837$ 145,000$ 881,837$
2018
DOMESTIC VIOLENCE INTERVENTION PROGRAM
STATEMENTS OF ACTIVITIES (CONTINUED)
YEARS ENDED JUNE 30, 2018 AN D 2017
See accompanying Notes to Financial Statements.
(5)
Temporarily
Unrestricted Restricted Total
291,607$ -$ 291,607$
15,251 68,000 83,251
103,700 - 103,700
1,149,971 - 1,149,971
31 - 31
7,729 - 7,729
(462) - (462)
12,859 - 12,859
18,427 - 18,427
- - -
64,531 (64,531) -
1,663,644 3,469 1,667,113
1,427,323 - 1,427,323
144,763 - 144,763
60,934 - 60,934
1,633,020 - 1,633,020
30,624 3,469 34,093
674,246 64,531 738,777
704,870$ 68,000$ 772,870$
2017
DOMESTIC VIOLENCE INTERVENTION PROGRAM
STATEMENT OF FUNCTIONAL EXPENSES
YEAR ENDED JUNE 30, 2018
See accompanying Notes to Financial Statements.
(6)
Program General and Total
Services Management Fundraising Expenses
Salaries 861,103$ 74,121$ 47,000$ 982,224$
Employee Benefits 146,407 9,218 8,098 163,723
Contract Labor 2,066 - - 2,066
Insurance 9,454 3,360 - 12,814
Professional Expense 2,025 15,843 300 18,168
Building and Equipment Repairs 61,630 - - 61,630
Resident Assistance 126,511 244 - 126,755
Occupancy 43,415 - 448 43,863
Telephone 37,001 1,055 848 38,904
Office Supplies and Postage 7,723 2,424 8,932 19,079
Travel 34,534 - 28 34,562
Dues and Memberships 12,250 85 1,091 13,426
Program Supplies 15,987 - - 15,987
Staff Development 11,677 501 234 12,412
Service Charges 1,401 1,241 1,006 3,648
Interest Expense 6,589 11,791 - 18,380
Depreciation 68,367 - - 68,367
Total Expenses 1,448,140$ 119,883$ 67,985$ 1,636,008$
Supporting Activities
2018
DOMESTIC VIOLENCE INTERVENTION PROGRAM
STATEMENT OF FUNCTIONAL EXPENSES
YEAR ENDED JUNE 30, 2017
See accompanying Notes to Financial Statements.
(7)
Program General and Total
Services Management Fundraising Expenses
Salaries 780,750$ 94,374$ 35,146$ 910,270$
Employee Benefits 141,583 18,521 7,583 167,687
Contract Labor 15,658 - 2,549 18,207
Insurance 26,318 3,188 - 29,506
Professional Expense 532 13,195 - 13,727
Building and Equipment Repairs 46,230 143 - 46,373
Resident Assistance 153,943 - - 153,943
Occupancy 57,318 - - 57,318
Telephone 34,043 487 - 34,530
Office Supplies and Postage 22,224 2,844 12,473 37,541
Travel 36,129 42 116 36,287
Dues and Memberships 1,030 1,607 2,982 5,619
Program Supplies 21,547 - - 21,547
Staff Development 11,563 - 48 11,611
Service Charges 2,440 958 37 3,435
Interest Expense 8,822 9,404 - 18,226
Depreciation 67,193 - - 67,193
Total Expenses 1,427,323$ 144,763$ 60,934$ 1,633,020$
2017
Supporting Activities
DOMESTIC VIOLENCE INTERVENTION PROGRAM
STATEMENTS OF CASH FLOWS
YEARS ENDED JUNE 30,2018 AN D 2017
See accompanying Notes to Financial Statements.
(8)
2018 2017
CASH FLOWS FROM OPERATING ACTIVITIES
Change in Net Assets 108,967$ 34,093$
Adjustments to Reconcile Change in Net Assets to Net Cash
Provided by Operating Activities:
Depreciation 68,367 67,193
Donated Property and Equipment - (7,729)
(Gain) Loss on Sale of Property and Equipment (674) 462
Change in Beneficial Interest in Assets
Held by Community Foundation (1,206) -
Effects of Changes in Operating Assets and Liabilities:
Grants Receivable 1,058 187,475
Contributions Receivable (77,000) (3,469)
Prepaid Expenses (7,335) (304)
Accounts Payable (8,610) (153,129)
Accrued Expenses 10,934 (19,223)
Net Cash Provided by Operating Activities 94,501 105,369
CASH FLOWS FROM INVESTING ACTIVITIES
Proceeds from Sale of Property and Equipment 1,000 -
Purchase of Property and Equipment (5,448) -
Net Cash Used by Investing Activities (4,448) -
CASH FLOWS FROM FINANCING ACTIVITIES
Payments on Note Payable (5,936) (5,745)
Proceeds from Line of Credit - 382,024
Repayments of Line of Credit (83,922) (441,437)
Net Cash Used by Financing Activities (89,858) (65,158)
NET INCREASE IN CASH 195 40,211
Cash - Beginning of Year 58,792 18,581
CASH - END OF YEAR 58,987$ 58,792$
SUPPLEMENTAL DISCLOSURE OF CASH FLOW INFORMATION
Cash Paid for Interest Expense 18,380$ 18,225$
SUPPLEMENTAL DISCLOSURE OF NONCASH INVESTING
AND FINANCING ACTIVITIES
Donated Property and Equipment -$ 7,729$
DOMESTIC VIOLENCE INTERVENTION PROGRAM
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2018 AN D 2017
(9)
NOTE 1 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
Nature of Activities
The Domestic Violence Intervention Program (the Agency) was created to provide shelter
and support services for families who are victims of domestic violence. The Agency serves
Cedar, Des Moines, Henry, Iowa, Johnson, Lee, Van Buren,and Washington counties.
Significant accounting policies followed by the Agency are presented below.
Use of Estimates in Preparing Financial Statements
The preparation of financial statements in conformity with accounting principles generally
accepted in the United States of America requires management to make estimates and
assumptions that affect the reported amounts of assets and liabilities and disclosure of
contingent assets and liabilities at the date of the financial statements and the reported
amounts of revenues, expenses, gains, losses, and other changes in net assets during the
reporting period. Actual results could differ from those estimates.
Property and Equipment
Property and equipment which were purchased are stated at their original cost, and donated
property and equipment are recorded at fair market value at the date of receipt. Expenditures
for property and equipment in excess of $2,000 are capitalized. All property and equipment
are depreciated over their estimated useful lives ranging from 5 years to 40 years using the
straight-line method of depreciation.
Net Assets
The Agency presents its financial statements in accordance with the Contributions Received
and Presentation of Financial Statements Topics in the FASB Codification. The Codification
requires the Agency to distinguish between contributions received for each net asset
category in accordance with the donor-imposed restrictions. The codification provides
standards for external reporting for nonprofit organizations and requires that resources be
classified for accounting and reporting purposes into three net asset categories according to
externally (donor) imposed restrictions. A description of the three net asset categories is as
follows:
Unrestricted –This category of net assets includes unrestricted contributions and
expenses associated with the principal activity of the Agency.
Temporarily Restricted –This category includes contributed net assets for which donor-
imposed time and/or purpose restrictions have not been met. Donor-restricted
contributions whose restrictions are met in the same reporting period are reported as
unrestricted contributions.
Permanently Restricted –This category of net assets includes gifts, trusts and pledges
that require, by donor restriction, the corpus of the gift to be invested in perpetuity and
only the income be made available in accordance with donor restrictions. The Agency
had no permanently restricted net assets as of June 30, 2018 and 2017.
DOMESTIC VIOLENCE INTERVENTION PROGRAM
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2018 AN D 2017
(10)
NOTE 1 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
Grants Receivable
Substantially all of the Agency’s grants receivable is third party reimbursements due from
governmental units. Grants receivable are carried at original invoice amount less an estimate
made for doubtful receivables based on a review of all outstanding amounts. Management
determines the allowance for doubtful accounts by identifying troubled accounts and by
using historical experience applied to an aging of accounts. Grants receivable are written off
when deemed uncollectible. Recoveries of grants receivable previously written off are
recorded when received. No allowance and provision for doubtful accounts has been made
for the years ended June 30, 2018 and 2017.
Revenue Recognition
Fees for services are recorded when the service is provided.
All contributions are considered to be available for unrestricted use unless specifically
restricted by the donor. Amounts received, which are designated for future periods or
restricted by the donor for specific purposes, are reported as temporarily restricted or
permanently restricted support. When a donor restriction expires, that is, when a stipulated
time restriction ends or purpose restriction is accomplished, temporarily restricted net assets
are reclassified to unrestricted net assets and reported in the statements of activities as net
assets released from restrictions. Unconditional promises to give are recorded as
receivables and as support when received.All contributions receivable at June 30, 2018 and
2017 are due within one year.
Federal, state, city, and county grants and funding are recognized as revenue in the period
the services are performed.
A number of volunteers have made significant contributions of their time in the furtherance of
the Agency’s programs. The value of this contributed time is not reflected in the
accompanying statements of activities because the donated services do not create or
enhance nonfinancial assets, require specialized skills, or would typically need to be
purchased if not provided by donation.
Beneficial Interest in Assets Held by Community Foundation
Certain funds are held by the Community Foundation of Johnson County (Foundation), in
permanent designated agency endowment funds, for the benefit of the Agency. The
transactions with the Foundation are deemed to be reciprocal and, therefore, the value of the
funds held by the Foundation is recognized as an asset (beneficial interest in assets held by
community foundation) by the Agency.Control over the investment or reinvestment of the
funds is exercised exclusively by the Foundation. The designated fund is available at any
time for distribution to the Agency. The fund balance at June 30, 2018 and 2017 was $6,206
and $5,000, respectively. During the years ended June 30, 2018 and 2017, no funds were
distributed to the Agency.
DOMESTIC VIOLENCE INTERVENTION PROGRAM
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2018 AN D 2017
(11)
NOTE 1 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
Functional Expenses
The costs of providing various program and supporting activities have been summarized on
a functional basis in the statements of functional expenses. Accordingly, certain costs have
been allocated among the programs and supporting activities benefited either based on
estimate time spent in the activity or are directly identifiable to a certain functional category.
Income Taxes
The Agency is exempt from income taxes under provisions of Section 501(c)(3) of the
Internal Revenue Code.
When tax returns are filed, it is highly certain that some positions taken would be sustained
upon examination by the taxing authorities, while others are subject to uncertainty about the
merits of the position taken or the amount of the position that would be ultimately sustained.
The benefit of a tax position is recognized in the financial statements in the period during
which, based on all available evidence, management believes it is more likely than not that
the position will be sustained upon examination, including the resolution of appeals or
litigation processes, if any. The Agency had no uncertain tax positions that are required to be
recorded as of June 30, 2018 or 2017.
NOTE 2 RESTRICTIONS ON NET ASSETS
Temporarily restricted net assets are available for the following purposes as of June 30:
2018 2017
Future Operations (United W ay)70,000$ 68,000$
Future Operations (Other)75,000 -
145,000$ 68,000$
During the years ended June 30, net assets were released from donor restrictions by
incurring expenses satisfying the restricted purpose or by the occurrence or passage of time.
Net assets were released from the following restrictions:
2018 2017
Future Operations (United W ay)68,000$ 64,531$
DOMESTIC VIOLENCE INTERVENTION PROGRAM
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2018 AN D 2017
(12)
NOTE 3 SIGNIFICANT FUNDING SOURCES
During the years ended June 30, the Agency received revenue and support from the
following major sources, defined as greater than 10% of total revenue and support.
2018 2017
Crime Victim Assistance Division
of Iowa Department of Justice 890,697$ 895,498$
Percent of Revenue and Support 51%54%
Grants Receivable at Year-End 178,622$ 203,201$
NOTE 4 EMPLOYEE BENEFIT PLAN
The Agency offers a SIMPLE IRA plan for employees who earn at least $5,000 in
compensation during any two preceding years. The employer matches contributions up to
3% of salary. Retirement plan expense was $8,940 and $9,936 for the years ended June 30,
2018 and 2017, respectively.
NOTE 5 OPERATING LEASE AND RENTAL EXPENSE
The Agency leases software,office space, and vehicles under various cancellable and
noncancellable agreements that require various minimum annual rentals and expire at
various dates through October 2021.
Year Ending June 30,Amount
2019 18,888$
2020 1,912
2021 1,912
2022 637
Total 23,349$
Total rent expense for the years ended June 30, 2018 and 2017 was $43,960 and $55,907,
respectively.
NOTE 6 RELATED PARTY TRANSACTIONS
The Agency receives certain revenue or support from members of the board of directors.
The Agency also made payments totaling $7,062 and $11,678 for information technology
services to a company owned by a board member. The amount owed and outstanding to that
company was $-0-and $369 at June 30, 2018 and 2017.
DOMESTIC VIOLENCE INTERVENTION PROGRAM
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2018 AND 2017
(13)
NOTE 7 CONTINGENCY
In consideration of Community Development Block Grant (CDBG) funds received from the
City of Iowa City, liens totaling $340,343 as of June 30, 2018 and 2017, have been
established in favor of the City as lien holder upon land, buildings, personal property, and if
applicable, revenues and income from this property. Repayment of grant funds received will
not be required and the liens will be released if the Agency continues to comply with the
terms of the grant agreements, which include continuing to own the existing property and
continuing to operate as a domestic violence shelter. The liens are scheduled to expire at
various times through June 2032. The Agency plans to utilize the properties for their
intended purpose through the expiration date of the liens, therefore, no liability has been
recorded by the Agency.
NOTE 8 LINE OF CREDIT
The Agency has a $200,000 revolving line of credit which expires February 26, 2019.
Monthly interest only payments are due bearing a variable rate of prime plus 1.0% (5.89% as
of June 30, 2018). Any outstanding principal plus all accrued unpaid interest at February 26,
2019 is due in one final payment. This line of credit is collateralized by substantially all of the
Agency’s assets.As of June 30, 2018, the outstanding principal and accrued interest totals
$166,078.
NOTE 9 NOTE PAYABLE
The Agency has a note payable due September 25, 2020, requiring monthly payments of
$1,044, including interest at a rate of 3.25% per annum, and a final balloon payment at
maturity for the outstanding balance. The note is secured by real property located
at XXXXXXXXXXXXXXXXXXX, Iowa City, Iowa. The outstanding balance of the note
payable at June 30, 2018 is $197,278. Cash paid for interest totaled $6,607 for the year
ended June 30, 2018. Future maturities of the note payable as of June 30, 2018 are
as follows:
Year Ending June 30,Amount
2019 6,116$
2020 6,304
2021 184,858
Total 197,278$
This agreement contains various restrictive covenants,including a debt service coverage
ratio. Management believes they are in compliance with all covenants as of June 30, 2018.
DOMESTIC VIOLENCE INTERVENTION PROGRAM
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2018 AN D 2017
(14)
NOTE 10 SUBSEQUENT EVENTS
Management evaluated subsequent events through December 18, 2018, the date the
financial statements were available to be issued. Events or transactions occurring after
June 30, 2018, but prior to December 18, 2018,that provided additional evidence about
conditions that existed at June 30, 2018, have been recognized in the financial statements
for the year ended June 30, 2018. Events or transactions that provided evidence about
conditions that did not exist at June 30, 2018, but arose before the financial statements were
available to be issued, have not been recognized in the financial statements for the year
ended June 30, 2018.
Project Name Little Creations Academy Renovation Phase 3
Project Address 2929 E. Court Street
Activity Type Public Facility (PF)
CITY STEPS Priority Public Facility Improvements ‐ Families with Children
CITY STEPS Goal Improve and maintain public facilities
Amount Requested $51,968
Project Description Renovate child care facility predominantly serving low income children. Specifically,
replacing rusted chipping restroom partitions, with rust proof plastic partitions, replace
bathroom urinal, replace floor tile and level the lower level floor, construct a wall shelf
in the infant class room, replace and reconfigure the boiler system, replace lower level
windows.
Repayment Terms Conditional occupancy loan (forgiven if follows requirements)
Compliance Period 5 years proposed
Property Taxes Tax exempt
% CDBG/HOME Funded 96%
Project Budget Discussion Total renovation budget is approximately $54,068, with matching funds coming from
the New Creations Church and Burianek Trust. Prioritized list of improvements if not
awarded full funding:
1) Bath Partitions ‐ $4,683
2) Boiler Install ‐ $10,000
3) Floor Tile Install ‐ $14,878
4) Wall Shelf ‐ $1,006
5) Windows Install ‐ $23,500
Beneficiaries 0‐30% AMI 17% 24 beneficiaries
80+% AMI 83%
Project Coordination with
Existing Services & other
Services Available in the
Community
New Creations Church works with the childcare and has contributed funding. First
Presbyterian Church has also partnered with Little Creations Academy since May of
2016. Volunteers are expected to help cut labor costs, and some materials may be
donated.
Timeliness and Capacity to
Successfully Complete the
Proposed Project
Previous CDBG/HOME projects have been delayed and have required amended
agreements due to underestimated costs. Staff has concerns about capacity while FY18
project is outstanding.
Staff Concerns/Notes 1) All work will be subject to federal labor provisions (Davis Bacon – prevailing wages)
2) Must comply with federal procurement standards (competitive bids) for the proposed work.
3) Staff is working with applicant to determine what improvements are eligible at this facility
due to shared use with church.
4) Project should use a single general contractor, as noted in application, to assist with timely
expenditure of funds. Care should also be taken to ensure accuracy of budget.
5) Project ineligible as stated in application; beneficiaries listed as majority over 80% AMI.
However, June 30, 2018 monitoring suggests all beneficiaries are below 80% AMI
6) On‐site affordable childcare must be viable for five years or the City is at risk of repaying
funds to HUD with non‐federal funds.
S:\DEV\CDBGHOME\FY20\_Applications\FY20 Staff reports FINAL.xlsx
Application for FY2020 CDBG/HOME funds
General In formation an d Proj ect Need
Select Language ▼
Community Development Block Grant (CDBG) and/or HOME Investment Partnership (HOME) programs provide funding
to aid in the development of viable urban communities and in the provision of safe and decent affordable housing.
Applications are due Tuesday, January 18, 2019 at noon. This year, $625,000 are estimated to be available through this
competitive process. Please review the FY20 CDBG/HOME Application Guide for more information about eligible
activities. Please submit one project proposal per application. Questions can be directed to kirk-lehmann@iowa-city.org
or contact Neighborhood Services at 319-356-5230. Additional assistance, and hard copy applications, are available
upon request
Proje ct name *
Proje ct Addre ss *
Type of Proje ct (?)
Type of Activ ity (?)
Applicants
Project Information
LCA Renovation 3
City
Iowa City
State / Province / Region
Iowa
Postal / Zip Code
52245
Country
United States
Street Address
2929 E Court St
Address Line 2
Rental Housing
Owner Housing
Public Facility
Other
Acquisition
New Construction
Rehabilitation
Direct Assistance
Other
Applicant Name *
Applicant Addre ss *
Little Creations Academy
Type of Le ad Applicant *
W-9 Form *(?)
Organizational Status *(?)
Amount of Funds Re que ste d *
Did you atte nd an Applicant Workshop?*
Prov ide a fe w line s de scribing the propose d proje ct *
Ple ase spe cify the one or two most applicable priority ne e d(s) this application addre sse s, as shown in the
2016-2020 CITY STEPS Plan. Explain how this proje ct will me e t this/those ne e d(s).*
Contact Pe rson, Title *
Phone Numbe r *
Email *
DUNS Numbe r (?)
CAGE Code (?)
City
Iowa City
State / Province / Region
Iowa
Postal / Zip Code
52245
Country
United States
Street Address
2929 E Court St
Address Line 2
Anthony Smith
3196544624
pastor@ncichurch.com
Obtain by registering on SAM.gov
General Information
Community Housing Development Organization
Private non-profit organization
Private for-profit, individual or partnership applicant
Public Organization
(Request for Taxpayer ID # & Certification)
W9 LCA 2019.pdf 999.76KB
Go to https://sos.iow a.gov/search/business to look up the organization applying for funds. Provide a copy of the Business Entity Summary screen.
Little Creations Academy Busisness Summary 2019.jpg 86.86KB
51,967.76$
Yes No
The purpose of the project is to renovate the facility to ensure the safety of the children we serve. We are
replacing rusted chipping restroom partitions, with rust proof plastic partitions, replace bathroom urinal, replace
floor tile and level the lower level floor, construct a wall shelf in the infant class room, replace and reconfigure
the boiler system, replace lower level windows.
Little Creations Academy provides child care service to low income families. Our services extend to the
Domestic Violence Center, Shelter house, and Promise Jobs as well the general public. Our center provide the
disenfranchised the opportunity to prosper. All of our staff are paid at least $10.10 per hr.
Budget and Resources
Type of Funding Re que ste d *
Requested Grant Terms
Principal Amount Affordability Pe riod (?)
Public Resources
Funding Source and Type (?)Amount Inte re st rate Te rm (?)Committe d
Total Public Funds
For uncommitte d funds, ple ase indicate whe n the applicant will apply for funds
Private Resources
Funding Source & Type (?)Amount Inte re st rate Te rm (?)Committe d
Total Priv ate Funds
Total Proje ct Funding
Ev ide nce of Funding Commitme nts *(?)
Please enter below the uses of funding and amounts requested for the proposed project, including whether formal cost
estimates were received. Select the blank space for possible use of funds, or enter your own.”
Financing terms w ill be based on project feasibility and the ability to repay. Terms approved by City Council may be different than w hat is requested.
Grant
54,067.76$
Source of Funds
Please enter below the types of funding and amounts requested for the proposed project, including if the funding is committed. If not a loan, leave loan terms
blank. Select the blank space for possible sources of income, or enter your ow n.
New Creation Intl Church 1100.00$Yes
Iowa City HOME/CDBG 51967.76$No
53,067.76$
January 30, 2019
Burianek Trust 1,000.00$No
1,000.00$
54,067.76$
Up to four pages of additional information about the capacity of the organization may be included. Examples of may include graphics supporting the previous
questions, resumes of key staff, additional descriptions of organizational activities, or other relevant information.
Class Room Curriculum Requirements.xlsx 13.19KB
Pay Period Example- LCA.xlsx 18.51KB
Use of Funds
Type (?)Amount Formal Cost
Estimate
Name of Entity
prov iding cost
e stimate
Total Use of Funds Amount
Scope of work (?)
Numbe r of house holds or pe rsons se rv e d *
Total cost pe r house hold or pe rson se rv e d
What pe rce ntage of the propose d budge t will be made up of priv ate funds?*
Dollars Le v e rage d Pe r City Dollar Spe nt
De scribe any community partne rships or v olunte e rs that will contribute to the proje ct.
De scribe any ide ntity of inte re st (IOI) re lationships with the applicant and/or proje ct owne r, i.e . Ge ne ral
Partne r has a financial inte re st in the construction company, e tc.*
Urinal Install Site Improvements 500.00$No Bills Plumbing
Floor Tile Install Site
Improvements
14,878.19$Yes Randys Carpet
Window install Site
Improvements
23,500.00$Yes Allied Glass
Bathroom Partition Install 4,183.17$Yes Toilet Partitions
com/ Gleeson
Renovation
Boiler Install and Parts 10,000.00$Yes Bills Plumbing
Wall Shelves Install 1,006.40$Yes Gleeson
Renovations
54,067.76$
Attach any documentation used for cost estimates
Shelves _Partitions Quote.pdf 149.13KB
Boiler_Bills Plumbing.pdf 128.75KB
New Creations Little Creations 1 16 19 w kitchen and wax (2).pdf 227.4KB
Allied Glass Quote 1-11-19.pdf 78.8KB
17001332 ToiletPartitions.com Quote.pdf 57.95KB
Other Considerations
24
2,252.82$
1.85
0.04$
The project was launched in January of 2016. New Creations International Church allied with LCA. New
Creations International Church (NCIC)has contributed $1100. First Presbyterian Church has partnered with
Little Creations Academy since May of 2016. We expect 2500.00 from their organization.
none
Curriculum Requirements for Little Creations Academy Class Rooms
Operating Costs 9,000.00 9,000.00
Colorations simply washable tempera (11 gallons) 120.89
Machine washable paint smock (come in packs of 6 times 2) 39.99
Assorted chubby brush (super pack set of 60 2's and
Preschooler)21.63
Stubby chubby brush (set of 12 toddlers) 14.99
Colorations jumbo washable stamp pads 29.99
Colorations good grasp stamping sticks ( upper & lower case) 24.99
Do-a- dot art! 14.99
Colorations washable chubby markers (classroom pack) 49.93
Colorations crayons (set of 400) 39.99
Colorations sidewalk chalk (set 126) 26.99
Best value safety scissors (set of 12) 10.59
Con-Tact paper 27.99
Pipe cleaner (100 of each color) 19.96
Pound of poms 14.93
Rainbow feathers (classroom pack) 14.86
Large farm animals (6 in pack times 3) 17.72 490.43
Dramatic Play Clothes
Chef
Doctor
Police Chief
Construction worker
Fire chief
Veterinarian (set of 6) 129.89
Play and go kit with storage 319
Playground balls (set of 4) 14.82
Alphabet soup sorter (209 pieces) 49.99
Classroom frontier building set (150 pieces) 29.99
Excellerations Giant building bricks(40 pieces) 44.99
Tree blocks 49.99
Super rhythm sets (35 pieces) 154.99
Excellerations soft baby bricks& cakes (set of 8) 38.99
Safety mirror( for baby room) 66.99 899.64
Furniture for Daycare
Angeles value line 2-shelf storage ( maybe 3) 159.99
Angeles value line divided shelf storage (maybe 3) 166.24
My perfect classroom divided shelf mobile (if not the other ones
maybe 3)249.99 576.22
10966.29
Post Date Check Action Description Debit Credit Status02/17/2017 Background Checks IA DEPT PUB SAFETY SING 515-7256070 IA 15.00 Posted02/16/2017 1040 Operating Expense CHECK 26.00 Posted02/15/2017 77 Payroll CHECK 376.06 Posted02/14/2017 1049 Payroll CHECK 585.80 Posted02/14/2017 1048 Payroll CHECK 876.77 Posted02/13/2017 1043 Payroll CHECK 765.46 Posted02/13/2017 Utilities CITY OF IOWA CITY IOWA CITY IA 122.56 Posted02/13/2017 Meals ALDI 68067 IOWA CITY IA 54.23 Posted02/13/2017 Misc MURPHY6524ATWALMART CEDAR RAPIDS IA 34.62 Posted02/13/2017 Misc AMAZON DIGITAL SVCS 866-216-1072 WA 9.99 Posted02/10/2017 1045 Payroll CHECK 395.16 Posted02/10/2017 Misc POPEYES E AVE 12130 CEDAR RAPIDS IA 14.97 Posted02/10/2017 Deposit from Church Phone/In-Person Transfer per anthony 320.00 Posted02/10/2017 Co-Pay Deposit DEPOSIT60.00 Posted02/09/2017 Background Checks IA DEPT PUB SAFETY SING 515-7256070 IA 15.00 Posted02/09/2017 DHS Deposit E.F.T. ST OF IA-E.F.T. PPD COMPANY ID 2426004574 1757.88 Posted02/09/2017 Internet Deposit PAYSAFE PAYSAFE SV9T CCD COMPANY ID 1043575881 300.00 Posted02/08/2017 Misc ENTERPRISE RENT-A-CAR CEDAR RAPIDS IA 34.96 Posted02/08/2017 Co-Pay Deposit DEPOSIT498.00 Posted02/08/2017 Transfer to Church Phone/In-Person Transfer per anthony's request es ices 320.00 Posted02/08/2017 Misc ENTERPRISE RENT-A-CAR CEDAR RAPIDS IA 50.00 Posted02/07/2017 Operating Expense LENOCH & CILEK ACE #1 IOWA CITY IA 21.95 Posted02/07/2017 DHS Deposit E.F.T. ST OF IA-E.F.T. PPD COMPANY ID 2426004574 832.96 Posted02/06/2017 DHS Deposit E.F.T. ST OF IA-E.F.T. PPD COMPANY ID 2426004574 768.63 PostedTotal 3668.53 4587.47Payroll Expenses 2999.25 4217.475998.5 Payroll Expense Month8434.94 DHS Voucher Deposit Month1800 IRS Taxes MonthNote: Payroll and taxes fluctuate each pay period. EFT payments may not be deposited conjunctive to payroll Note: Payroll and taxes will fluctate as the academy hires more staff.
Quote #17001332 Date:
01/14/2019
(855) 809-2049 info@toiletpartitions.com
Ship To Zip: 52245
This quote includes all rooms. Please see attached room layouts for detail.
All doors, panels, pilasters, screws, brackets, and anchors for a typical install are included.
Powder Coat - $1,915.85
3 year warranty
Delivered in 3-6 Business Days (Quick Ship colors only);
Standard colors in 12-18 business days
Price includes materials and hardware
Product Info Color Chart
Plastic Laminate - $2,322.49
2 year warranty
Delivered in 3-6 business days
Price includes materials and hardware
Product Info Color Chart
Solid Plastic - $3,557.37
25 year warranty
Delivered in 5-10 business days
Price includes materials and hardware
Product Info Color Chart
Stainless Steel - $3,980.89
5 year warranty
Delivered in 3-6 business days
Price includes materials and hardware
Product Info Color Chart
Phenolic - $4,544.60
25 year warranty
Delivered in 10-15 business days
Price includes materials and hardware
Product Info Color Chart
(855) 809-2049 info@toiletpartitions.com
1 of 24" W x 48" H screens
Quote Number:
17001332
Room Name:
Room #1
Stalls / Toilets:
2
Screens: 1
Screen Size: 24" W x 48" H
Phone:
24"5"12.0"
36"
24"7"
36"
72.0"
60"
(855) 809-2049 info@toiletpartitions.com
Quote Number:
17001332
Room Name:
Room #2
Stalls / Toilets:
3
Screens: 0 Phone:
24"7"12.0"
36"
24"12.0"
36"
24"5"
36"
108.0"
60"
Feasibil ity an d Community Imp act
Outline the proposed timetable and expected impact for the project. For the timetable, include when requested funding
will be committed, project milestones such as rezoning or construction, and when funds will be spent. If applicant plans to
apply for funds not committed, include the anticipated date for application and when funds will be awarded. For expected
impact, break out beneficiaries by income group. If funded, both the schedule and income breakdown will be used for
any project agreement.
De scribe proje ct be ne fits and re quire me nts
Time Table
Date De scription of Activ ity
To promote the e fficie nt use of public funds, de scribe how the proje ct will continue to prov ide public
be ne fits through and be yond the re quire d compliance pe riod. De scribe how the proje ct will prov ide public
be ne fits be low rate s in the e xisting marke t
In what manne r or form will the proje ct proce e d if it is awarde d le ss than full funding? If the re are se v e ral
compone nts, how will the y be prioritize d?
Please indicate the population to be served by the proposed program according to the linked income categories. If
requesting money for a specific administrative expense (like a staff member’s salary), indicate the population served by
your entire agency.
(Please Note: If funded, this information will be used as income targeting for your Agreement).
M e dian Income Numbe r of Pe rsons
0 - 30%
31 - 50%
51 - 60%
Project Benefit Narrative
Such as beneficiary eligibility requirements, targeted beneficiaries, etc.
Our child care facility serves the general public and those who are financially challenges. We provide quality
child care that most families can afford. Our childcare center gives the undeserved the opportunity to be
productive in the community while maintaining their dignity.
6/3/2019 Floor Tile installation
6/3/2019 Wall Shelf Instatllation
6/10/2019 Window installation
6/10/2019 Bath Room Partition Install / Urinal Install
6/18/2019 Boiler Installation
We are using volunteers and to cut labor costs. Some materials will be donated to us.
Bath Partitions
Boiler Install
Floor Tile Install
Wall Shelf
Windows Install
Income Breakdown
4
61 - 80%
Ov e r 80%
M e dian Income Numbe r of Pe rsons
Total Pe rsons/House holds
Pe rce nt LM I
Ple ase note the basis for the se e stimate s *
20
24
16.67
Our database stores the clients we serve. We collect data
such as address, family members, and income. We are
required to keep records of low income clients that receive
financial assistance.
Capacity an d Ap p l ican t History
Please list amount of CDBG and/or HOME funds received within the last four City fiscal years and the status of the project(s) undertaken.
CDBG and/or HOME funds received
Fiscal Ye ar Funds Re ce iv e d Budge te d
Amount
Amount
Expe nde d
Date Proje ct
Comple te d
Ple ase de scribe your organization’s structure , office rs, and staff.*
Ple ase de scribe the e ducation and e xpe rie nce of ke y staff who will imple me nt the proje ct (e xcluding
v olunte e rs, board me mbe rs, and consultants). If consultants are utilize d, ide ntify what role the y will play in
the proje ct.*
Ple ase summarize your organization’s portfolio, including how many units you own and/or manage , how many
home s you hav e built/re habilitate d/sold, and what proje cts are unde rway.*
Ev ide nce of Fiscal Capacity (?)
Ev ide nce of Organizational Capacity (?)
Is the applicant (including partne rs, co-applicants, e tc.) curre ntly in compliance with all fe de ral, state and
local laws, rule s and re gulations, including any CDBG and/or HOM E funde d proje cts?*
July 1, 2016 to June 30, 2017 73,000.00$35,000.00$
Little Creations Academy has an active working board of directors that provides direction and assists in
implementing the goals of the center. The board is comprised of a President Anthony Smith, Secretary Gwen
Smith,and Treasurer Dr. Parren McNeely.
The Board of Directors was formed in February 2016 prior to the center opening. The board established the
business created the bylaws and articles of incorporation and established the business non-for –profit status.
The board helps set the goals of the center, create the business model, create and superintend the budget,
and hire the center director.
The staff consists of a Center Director, Site supervisor, Lead Teacher, Teachers, and Teacher Assistance. We
use utilize volunteers and Interns also.
The staff and board has collaborated on this project. Our intent is to use use a General Contractor.
Little Creations Academy occupy's the lower level of New Creations International Church. Current projects
consist of installing entrance doors, security access system, replacing room dividers and building an outdoor
shed.
Audit Summary
Financials as of Aug 31 17.pdf 57.29KB
Up to four pages of additional information about the capacity of the organization may be included. Examples of possible evidence may be resumes of key
staff, additional descriptions of organizational activities, or other relevant information.
501 C3_ LCA.pdf 69.7KB
Little Creations Academy License Fee Invoice.pdf 116.52KB
Yes
No
Currently in litigation
Aug 31, 17
ASSETS
Current Assets
Checking/Savings
Hills Bank Checking 1,470.20
Total Checking/Savings 1,470.20
Total Current Assets 1,470.20
TOTAL ASSETS 1,470.20
LIABILITIES & EQUITY
Liabilities
Current Liabilities
Other Current Liabilities
Loan Payment 1,350.00
Building Loan #9201 181,721.88
Building Loan #9205 37,611.96
Total Other Current Liabilities 220,683.84
Total Current Liabilities 220,683.84
Total Liabilities 220,683.84
Equity
Retained Earnings -226,931.26
Net Income 7,717.62
Total Equity -219,213.64
TOTAL LIABILITIES & EQUITY 1,470.20
New Creations International Inc
Balance Sheet
Cash Basis As of August 31, 2017
Jan - Aug 17
Ordinary Income/Expense
Income
Income
Tithes/Offerings 48,863.12
Tenant ( Spanish)12,360.00
Total Income 61,223.12
Total Income 61,223.12
Expense
Daycare Expense 1,881.00
Speaker Fees and Expenses 200.00
Housing Allowance 11,970.00
Fundraising Expense 255.78
Gifts / Remebrances 323.80
Meals & Entertainment 964.26
Bank Service Charges 485.00
Computer and Internet Expenses 1,035.56
Dues and Subscriptions 617.92
Interest Expense
Loan 9205 1,072.07
Loan 9201 5,831.35
Total Interest Expense 6,903.42
Operating
Inspection Fees 15.00
Credit Processing Fees 810.26
Advertising and Promotion 100.00
Insurance Expense 3,802.71
Maintenance / Improvements 913.61
Telephone / Internet 3,536.49
Travel 2,465.92
Utilities 5,184.40
Web Hosting and Designs 71.88
Total Operating 16,900.27
Office
Office Supplies 8,366.79
Total Office 8,366.79
Repairs and Maintenance 555.76
Small Tools and Equipment 430.04
Total Expense 50,889.60
Net Ordinary Income 10,333.52
Other Income/Expense
Other Income
Interest Income 0.65
Total Other Income 0.65
Other Expense
Personal Expense 2,616.55
Total Other Expense 2,616.55
Net Other Income -2,615.90
Net Income 7,717.62
New Creations International Inc
Profit & Loss
Cash Basis January through August 2017
470-4834 (1/10)
Iowa Department of Human Services
CHILD CARE CENTER LICENSING FEE INVOICE
INITIAL LICENSURE RELICENSURE
CENTER NAME
LITTLE CREATIONS ACADEMY
License Expiration
NEW
LEGAL NAME AND TYPE OF OWNER (i.e., sole proprietor, partnership,LLC, corporation)
Little Creations Academy Inc (nonprofit corporation)
Tax ID/EIN
81-1630688
PHYSICAL ADDRESS
2929 E COURT ST, IOWA CITY IA 52245
EMAIL ADDRESS
pastor@ncichurch.com; littlecacademy@gmail.com;
jesuslovetoo@gmail.com
MAILING ADDRESS
2929 E COURT ST, IOWA CITY IA 52245
Final Capacity
Determination Number
14
AMOUNT DUE
(See table below)
$50
DUE DATE*
AUGUST 31, 2016
Center Capacity Fee Amount *109.2(7) Regulatory fees. . .
d. Payment. The center shall return Form 470-4834 to the department with the
licensing fee payment within 30 calendar days from the date of the licensing
consultant’s or designee’s signature on Form 470-4834. Payment may be in the
form of cash, check, money order, or cashier’s check.
(1) Payment must be received before the department will issue a full or
provisional license.
(2) Regulatory fees are nonrefundable and nontransferrable.
109.2(4) Denial. Initial applications or renewals shall be denied when . .
f. The regulatory fee as specified in subrule 109.2(7) is not received by the
department’s division of fiscal management by the due date indicated on Form 470-
4834, Child Care Center Licensing Fee Invoice.
0 to 20 children $50
21 to 50 children $75
51 to 100 children $100
101 to 150 Children $125
151 or more children $150
Licensing Consultant:
Heidi Brown, 563-263-9302 Ext 125, hbrown@dhs.state.ia.us
Contact your DHS Licensing Consultant
immediately if you have questions or if
there are errors in this information.
Representative Signature/Title and Date
Date: August 1, 2016
This form must be returned with your completed application and payment by the due date shown
above. Payment must be in the form of a check, cashier’s check, money order or cash, payable
to Iowa Dept of Human Services.
RETURN TO: License Fee Collections Unit
Iowa Department of Human Services
Supply Unit – Level A
Hoover State Office Building
1305 Walnut Street
Des Moines, IA 50319
PLEASE NOTE –
YOU MUST SEND A COPY OF THIS
INVOICE WITH YOUR PAYMENT IN THE
SAME ENVELOPE SO THAT THE FUNDS
CAN BE APPLIED CORRECTLY.
Clerk-Specialist, 515-281-6832
Project Name Old Brick ‐ ADA Improvements
Project Address 26 E. Market St.
Activity Type Public Facility (PF)
CITY STEPS Priority Public Facility Improvements ‐ Persons with Disabilities
CITY STEPS Goal Improve and maintain public facilities
Amount Requested $40,553
Project Description Rehabilitate the historic Old Brick Community Building to better serve persons with
disabilities. Old Brick provides food for the homeless at the Agape Cafe and hosts
public events and nonprofit organizations. Improvements include ADA restrooms, ADA
handrails, flooring, stair treads, and the kitchen.
Repayment Terms Conditional occupancy loan (forgiven if follows requirements)
Compliance Period 5 years proposed
Property Taxes Tax exempt
% CDBG/HOME Funded 80%
Project Budget Discussion Total renovation budget is approximately $50,553, with matching funds expected from
their capital fund and various grants. Prioritized list of improvements if not awarded
full funding:
1) Kitchen renovation ‐ $11,700
2) ADA Restroom and handrail renovation ‐ $21,930
3) Flooring ‐ $16,923
Beneficiaries 0‐30% AMI 8% 15,420 beneficiaries
31‐50% AMI 49%
51‐80% AMI 42%
80+% AMI 1%
Project Coordination with
Existing Services & other
Services Available in the
Community
Partners include Agape Cafe Board of Directors, Beloved Community Initiative
Volunteers, Grace Church Volunteer Committee, CRU Volunteers, Trinity Episcopal
Church, and Camp Wapsie YMCA (donation of double oven for kitchen).
Timeliness and Capacity to
Successfully Complete the
Proposed Project
Old Brick has historically had good timeliness with monitoring requirements, but has
not administered a CDBG public facilities project since FY12 (awarded $15,220 for
different ADA improvements).
Staff Concerns/Notes 1) All work will be subject to federal labor provisions (Davis Bacon – prevailing wages).
2) Must comply with federal procurement standards (competitive bids) for the
proposed work.
3) Elements of project may not meet a national objective; staff is contacting our HUD
representative identify eligible improvements using CDBG funds.
4) Project should use a single general contractor to assist with timely expenditure of
funds. Care should also be taken to ensure accuracy of budget.
S:\DEV\CDBGHOME\FY20\_Applications\FY20 Staff reports FINAL.xlsx
Application for FY2020 CDBG/HOME funds
General In formation an d Proj ect Need
Select Language ▼
Community Development Block Grant (CDBG) and/or HOME Investment Partnership (HOME) programs provide funding
to aid in the development of viable urban communities and in the provision of safe and decent affordable housing.
Applications are due Tuesday, January 18, 2019 at noon. This year, $625,000 are estimated to be available through this
competitive process. Please review the FY20 CDBG/HOME Application Guide for more information about eligible
activities. Please submit one project proposal per application. Questions can be directed to kirk-lehmann@iowa-city.org
or contact Neighborhood Services at 319-356-5230. Additional assistance, and hard copy applications, are available
upon request
Proje ct name *
Proje ct Addre ss *
Type of Proje ct (?)
Type of Activ ity (?)
Applicants
Project Information
ADA Improvements for Historic Community Building
City
Iowa City
State / Province / Region
IA
Postal / Zip Code
52245
Country
United States
Street Address
26 E. Market St.
Address Line 2
Rental Housing
Owner Housing
Public Facility
Other
Acquisition
New Construction
Rehabilitation
Direct Assistance
Other
Applicant Name *
Applicant Addre ss *
Old Brick
Contact Pe rson, Title *
Phone Numbe r *
Email *
DUNS Numbe r (?)
DUNS # Ve rification *(?)
CAGE Code (?)
City
Iowa City
State / Province / Region
IA
Postal / Zip Code
52245
Country
United States
Street Address
26 E. Market St.
Address Line 2
Brianna Wills, Executive Director
3193512626
brianna.wills@gmail.com
845330422
Go to http://fedgov.dnb.com/w ebform to look up or create a DUNS number. Provide a copy of the email you receive w ith your confirmed DUNS number.
DUNS number.jpg 616.2KB
Obtain by registering on SAM.gov
Applicant Name *
Applicant Addre ss *
Contact Pe rson, Title *
Phone Numbe r *
Email *
DUNS Numbe r (?)
DUNS # Ve rification *(?)
CAGE Code (?)
Old Brick
City
Iowa City
State / Province / Region
IA
Postal / Zip Code
52245
Country
United States
Street Address
26 E. Market Street
Address Line 2
Brianna Wills, Executive Director
3193512626
brianna.wills@gmail.com
845330422
Go to http://fedgov.dnb.com/w ebform to look up or create a DUNS number. Provide a copy of the email you receive w ith your confirmed DUNS number.
DUNS number.jpg 616.2KB
Type of Le ad Applicant *
W-9 Form *(?)
Organizational Status *(?)
Amount of Funds Re que ste d *
Did you atte nd an Applicant Workshop?*
Prov ide a fe w line s de scribing the propose d proje ct *
Ple ase spe cify the one or two most applicable priority ne e d(s) this application addre sse s, as shown in the
2016-2020 CITY STEPS Plan. Explain how this proje ct will me e t this/those ne e d(s).*
Obtain by registering on SAM.gov
General Information
Community Housing Development Organization
Private non-profit organization
Private for-profit, individual or partnership applicant
Public Organization
(Request for Taxpayer ID # & Certification)
2017 W-9 Old Brick.jpg 741.16KB
Go to https://sos.iow a.gov/search/business to look up the organization applying for funds. Provide a copy of the Business Entity Summary screen.
BusinessnumberIA.jpg 4.38MB
40,553.00$
Yes No
Old Brick a National Historic Landmark built in 1856 has many opportunities to upgrade the facility to serve
individuals requiring handicap accommodations. Many individuals are served through OB's Agape Cafe and
other programs are persons with disabilities. There are many public events held at Old Brick with an
approximate attendance of over 15,000 persons per year. We know from the use of our stair lift system that
135 people used motorized wheelchairs/scooters or required assistance with stairs at OB in 2018. The
restrooms and handrails within and outside the building also need substantial renovations to meet ADA
standards. We have 5 restrooms within the building and multiple sets of handrails. Upgrading our kitchen is
also necessary to serve the 15,000+ individuals who qualify as low income (80% or below) that use OB yearly.
The kitchen was not designed for the amount of current usage and needs commercially graded
cabinets/refrigeration to serve the current capacity. The kitchen is also the primary vehicle used to serve our
homeless guests each week (80-100 people). The kitchen is used by almost every organization that rents our
building and by several individuals on a per hour rental basis. The flooring and stair treads at the entrance of
OB also need replacement to facilitate movement by individuals with mobility restrictions.
This project touches on several areas identified as priorities in the CITY Steps including Homeless Services,
Persons with Disabilities, & Facade Improvements. We believe we could welcome even more individuals
needing accommodations with the listed facility improvements. A worksheet included outlines the organizations
whom use the facility with income estimates.
Budget and Resources
Type of Funding Re que ste d *
Requested Grant Terms
Principal Amount Affordability Pe riod (?)
Public Resources
Funding Source and Type (?)Amount Inte re st rate Te rm (?)Committe d
Total Public Funds
For uncommitte d funds, ple ase indicate whe n the applicant will apply for funds
Private Resources
Funding Source & Type (?)Amount Inte re st rate Te rm (?)Committe d
Total Priv ate Funds
Total Proje ct Funding
Ev ide nce of Funding Commitme nts *(?)
Please enter below the uses of funding and amounts requested for the proposed project, including whether formal cost
estimates were received. Select the blank space for possible use of funds, or enter your own.”
Financing terms w ill be based on project feasibility and the ability to repay. Terms approved by City Council may be different than w hat is requested.
Grant
40,553.00$5
Source of Funds
Please enter below the types of funding and amounts requested for the proposed project, including if the funding is committed. If not a loan, leave loan terms
blank. Select the blank space for possible sources of income, or enter your ow n.
Iowa City HOME/CDBG 40553.00$0 0 No
40,553.00$
Community Foundation of Johnson County grant will open in July 2019.
Alliant Energy Foundation grant opens on Feb. 1, 2019.
Agape Cafe Board of Directors 5,000.00$0 0 Yes
Community Foundation of
Johnson County
1,000.00$0 0 No
Alliant Energy Foundation 1,500.00$0 0 No
Old Brick Capital Funding 2,500.00$0 0 Yes
10,000.00$
50,553.00$
Up to four pages of additional information about the capacity of the organization may be included. Examples of may include graphics supporting the previous
questions, resumes of key staff, additional descriptions of organizational activities, or other relevant information.
Grant 2018 OB usage numbers by income (version 1).xlsb.xlsx 12.92KB
OldBrickKitchenPictures.pdf 251.44KB
Use of Funds
Type (?)Amount Formal Cost
Estimate
Name of Entity
prov iding cost
e stimate
Total Use of Funds Amount
Scope of work (?)
Numbe r of house holds or pe rsons se rv e d *
Total cost pe r house hold or pe rson se rv e d
What pe rce ntage of the propose d budge t will be made up of priv ate funds?*
ADA Compliant-Sinks (6)780.00$Yes Menards
ADA Compliant-Toilets (8)1,200.00$Yes Menards
Flooring for restrooms (5)3,800.00$Yes Menards
ADA Compliant Doors-
restrooms (4)
600.00$Yes Menards
Restroom painting (5)1,500.00$Yes Jay Herman, Inc.
Kitchen Update- Flooring 800.00$Yes Menards
Kitchen-Refrigeration (2)6,500.00$Yes Costco/Best Buy
Kitchen-Lighting can lights (6)800.00$Yes Menards
Kitchen Cabinet-stainless steel
tables
1,600.00$Yes Uline
Installation of
flooring/sinks/toilets
3,500.00$Yes Jay Herman, Inc.
ADA Compliant Stair Railings
exterior
3,500.00$Yes Iron X
ADA Compliant Bathroom Grab
bars
1,200.00$Yes Menards
ADA Inclusive Stall Partitions (4
restrooms)
5,500.00$Yes One Point
Partitions
ADA Compliant faucets (6)350.00$Yes Menards
Electrician/Plumber 2,000.00$No
Rehabilitation of Flooring in
front vestibule
10,828.00$Yes Randy's Flooring
Replacing Rubber Stair Treads 6,095.00$Yes Randy's Flooring
50,553.00$
Attach any documentation used for cost estimates
randysquote1.pdf 881.05KB
Randys2.jpg 864.93KB
Other Considerations
15,420
3.28$
19.78
Dollars Le v e rage d Pe r City Dollar Spe nt
De scribe any community partne rships or v olunte e rs that will contribute to the proje ct.
De scribe any ide ntity of inte re st (IOI) re lationships with the applicant and/or proje ct owne r, i.e . Ge ne ral
Partne r has a financial inte re st in the construction company, e tc.*
0.25$
Agape Cafe Board of Directors, Beloved Community Initiative Volunteers, Grace Church Volunteer Committee,
CRU Volunteers, Trinity Episcopal Church, Camp Wapsie YMCA (donation of double oven for kitchen).
none
Old Brick Guest Count Income Based 0‐30% Median Income 50% 60% 80% Over 80% ADA needed assistance (use of lift)Agape Café90 10 5 0 10Agape Café Fundraiser 12 10 25 125 10 3CRU45 40 15 0 1Housing Trust Fund of Johnson County* 70 59 30 1 15United Nations of Iowa Association Event30 65 10 4 1OB Dance20 25 3 0Hawkeye Ballroom50 55 0 0Quire Fundraiser 10 10 60 35 3 2Old Capital Opera12 45 55 7 1Swing35 3 8 1 0Physicians for Social Responsibility20 55 20 20 5 2Circle K Event105 2 1 1Days of the Girl 350 5 5 5 3 0Sankofa Meetings 4 8 10 3 0 0Blue Planet Groupe415 5 2 2Sankofa Women's Conference 15 25 2 0 0Henri Harper Civil Rights Tour Fundraiser10 25 75 5 5 4IC Chamber Singers 2 15 25 50 3 3Iowa Shares* 200 300 100 100 10 10USA Dance20 35 10 3 0Table to Table dinner45 20 55 10 4 4Veterans for Peace 5 20 35 3 1 5Secular Humanist 2 4 10 4 2 0Resurrection 85 10 10 1 0 1Grace20 35 50 25 2 3Girls on the Run* 45 50 35 2 15 0Peace Circle Trainings 8 5 10 2 0 2IWP/Writers Worshop 2 10 15 25 0 1Russian Guitar Festival25050 1 1Library Staff Event50 50 20 2 2Patel Kitchen Rental10 0Iowa Youth Writing Project12 3 2 0 0Honors Program Social118 2 0Microbiology Conference75 45 10 1Enrollment Staff event50 70 15 3Kamala Harris GOTV Rally 5 10 50 100 25 2Tippe Dean Recognition Lunch50 55 25 0Camp Kaseem Dinner35 85 5 1Women Studies Writing Workshop 1 4 10 0 0Iowa Watch Screening51515 5 5 1IC Moms Blog event15 55 35 5 0League of Women Voters Registration 10 10 5 5 0 0Womens Action Resource Center Event5 5 45 5 2 2Nurture Her Soul Event 2 10 60 5 5 1Iowa Harm Reduction Summitt 40 50 80 25 4 5Women in Business15 15 45 12 0Native American AA Meetings 10 0 4Meditation Group 10 0 2Indigenous Day 45 40 20 1 2 2Freedom School 30 40 60 2 1CAB Senior Week Events 75 2Philantropy Events (27 events w/ 225 guests) 6075 522 weddings @ 175 guests average 3850 301200 7500 5430 1083 207 136 15420These numbers reflect unique individuals not number of times within the building (some groups meet several times a month so the number of people using the building daily is much higher)*Number of Persons assisted through organization w/income verficationADA Assistance is actual number of times our lift was used for an individual to get into the Main Hall. Additional unaccounted for handicapped individuals use the ground floor and are not reflected in these numbersFor this purpose, any students accounted for were put into the 50% median income group
OB Kitchen Kitchen Refrigerator
(inadequate for number
of people served).
Disintegrating cabinets
from wear and water
Finish peeling off current
cabinets
Feasibil ity an d Community Imp act
Outline the proposed timetable and expected impact for the project. For the timetable, include when requested funding
will be committed, project milestones such as rezoning or construction, and when funds will be spent. If applicant plans to
apply for funds not committed, include the anticipated date for application and when funds will be awarded. For expected
impact, break out beneficiaries by income group. If funded, both the schedule and income breakdown will be used for
any project agreement.
De scribe proje ct be ne fits and re quire me nts
Time Table
Date De scription of Activ ity
To promote the e fficie nt use of public funds, de scribe how the proje ct will continue to prov ide public
be ne fits through and be yond the re quire d compliance pe riod. De scribe how the proje ct will prov ide public
be ne fits be low rate s in the e xisting marke t
In what manne r or form will the proje ct proce e d if it is awarde d le ss than full funding? If the re are se v e ral
compone nts, how will the y be prioritize d?
Project Benefit Narrative
Such as beneficiary eligibility requirements, targeted beneficiaries, etc.
Though Old Brick has averaged 15,000+ guests per year, this project focuses on the needs of the disabled
guests. We have certified 136 uses of our automated handicap lift in 2018. That means that 136 individuals
came to OB in a wheelchair or scooter and required help with the stairs. This does not take into account
individuals with other disabilities or homeless populations served. We typically serve populations that qualify as
under 80% for almost all activities at OB because we are a low-cost, below-market rental space in downtown IC.
Organizations depend on our space to serve their needs for event and office space.
7/1/2019 After awarding of funding, we would upgrade one male and one female restroom
at a time
7/1/2019 Order partitions/flooring/sinks/toilets
7/15/2019 Demo restrooms
7/15/2019 Install flooring/sinks/toilets/partitions/grab bars
7/22/2019 Paint
7/1/2019 Kitchen Renovation---order cabinets/flooring/lights/refrigerators
7/22/2019 Kitchen demo as event schedules allow
7/22/2019 Install Flooring/Lights/Paint/cabinets
7/26/2019 Install Refrigeration
11/1/2019 Begin entrance flooring and stair tread replacement in entrance
The kitchen at Old Brick is truly the heart of the mission at Old Brick. The kitchen is used weekly by our Agape
Cafe that serves made-to-order food to 80-100 homeless individuals. Almost every organization that uses OB
through rentals or as tenants, use the kitchen to serve and prepare food for their projects. The kitchen is used
daily by non-profits holding fundraisers for their organizations, community groups hosting pot-lucks or as part
of any OB tenants needs. (OB has 10 non-profits who are tenants within our building and have use the of
kitchen as part of their contracts). The kitchen is used by summer camps for kids, cooking workshops and by
Farmers Market vendor who need licensed prep space for their foods. Any updates to the kitchen will have a
long-term benefit to OB. The restroom remodels for updated ADA inclusion will allow all of our patrons to use
the facilities as needed. We currently have one ADA compliant restroom within OB but that also needs
updating. These listed projects will upgrade all 5 of the restrooms (2 men, 2 women, 1 unisex) to be ADA
inclusive. The kitchen, restrooms and entrance flooring are long-term usage projects that will serve the public
on a daily basis for years to come.
Please indicate the population to be served by the proposed program according to the linked income categories. If
requesting money for a specific administrative expense (like a staff member’s salary), indicate the population served by
your entire agency.
(Please Note: If funded, this information will be used as income targeting for your Agreement).
M e dian Income Numbe r of Pe rsons
0 - 30%
31 - 50%
51 - 60%
61 - 80%
Ov e r 80%
Total Pe rsons/House holds
Pe rce nt LM I
Ple ase note the basis for the se e stimate s *
Since we have committed funding partners (Agape BOD), the first priority will be the kitchen renovation followed
by the restroom renovations and flooring.
Income Breakdown
1,200
7,500
5,430
1,083
207
15,420
98.66
Included: We listed all events at OB in 2018 and asked
organizations for their income breakdown of guest. Many
organizations provided this information as an estimate.
Student groups were put in the 50% and weddings guest
were averaged at 60%.
Capacity an d Ap p l ican t History
Please list amount of CDBG and/or HOME funds received within the last four City fiscal years and the status of the project(s) undertaken.
CDBG and/or HOME funds received
Fiscal Ye ar Funds Re ce iv e d Budge te d
Amount
Amount
Expe nde d
Date Proje ct
Comple te d
Ple ase de scribe your organization’s structure , office rs, and staff.*
Ple ase de scribe the e ducation and e xpe rie nce of ke y staff who will imple me nt the proje ct (e xcluding
v olunte e rs, board me mbe rs, and consultants). If consultants are utilize d, ide ntify what role the y will play in
the proje ct.*
Ple ase summarize your organization’s portfolio, including how many units you own and/or manage , how many
home s you hav e built/re habilitate d/sold, and what proje cts are unde rway.*
Ev ide nce of Fiscal Capacity (?)
Ev ide nce of Organizational Capacity (?)
Is the applicant (including partne rs, co-applicants, e tc.) curre ntly in compliance with all fe de ral, state and
local laws, rule s and re gulations, including any CDBG and/or HOM E funde d proje cts?*
$$
Executive Director lead organization with several part-time staff. An active Board of Director following a
Strategic Plan implemented in 2018 to direct programs and projects. We work closely with community non-profit
groups to host events and be a gathering space. 10 non-profits have offices located within OB. These non-
profits individually serve hundreds/thousands more through their work.
One Point Partitions-consultant with ADA certification to design restrooms to be most inclusive.
Agape Cafe Executive Director, kitchen utility and design based on experience serving populations.
Randy's Flooring experts advised regarding best flooring options for durability and mobility.
All projects overseen by Executive Director with professional Project Management experience.
none
Audit Summary
FY2017balancesheet PDF(1).pdf 42.59KB
Up to four pages of additional information about the capacity of the organization may be included. Examples of possible evidence may be resumes of key
staff, additional descriptions of organizational activities, or other relevant information.
Willsresume.2019.doc 59KB
Old Brick Board of Directors and affiliations.pdf 89.74KB
Yes
No
Currently in litigation
Dec 31, 17 Dec 31, 16 $ Change % Change
ASSETS
Current Assets
Checking/Savings
Bill.com Money In Clearing 503.50 503.50 0.00 0.0%
Bill.com Money Out Clearing 7.15 7.15 0.00 0.0%
Operating Account - Hills Bank 189,570.19 189,916.80 -346.61 -0.18%
Payroll Account - Hills Bank -261.32 115.35 -376.67 -326.55%
Security Deposit Hills Bank 1,382.43 1,830.27 -447.84 -24.47%
Total Checking/Savings 191,201.95 192,373.07 -1,171.12 -0.61%
Accounts Receivable
11000 · Accounts Receivable -1,950.00 -15.25 -1,934.75 -12,686.89%
Total Accounts Receivable -1,950.00 -15.25 -1,934.75 -12,686.89%
Other Current Assets
Accumulated Depreciation -76,900.44 -57,797.52 -19,102.92 -33.05%
12000 · Undeposited Funds 2,720.00 1,020.00 1,700.00 166.67%
Total Other Current Assets -74,180.44 -56,777.52 -17,402.92 -30.65%
Total Current Assets 115,071.51 135,580.30 -20,508.79 -15.13%
Fixed Assets
2015 Capital Expenditures 36,393.32 36,393.32 0.00 0.0%
2016 Capital Expenditures 13,254.59 13,254.59 0.00 0.0%
2017 Capital Expenditures 38,128.58 0.00 38,128.58 100.0%
Building Improvement 2014 15,870.91 15,870.91 0.00 0.0%
Computer purchase 2015 1,000.00 1,000.00 0.00 0.0%
17801 · LED Auditorium 39yr/ 2013 7,017.84 7,017.84 0.00 0.0%
Total Fixed Assets 111,665.24 73,536.66 38,128.58 51.85%
TOTAL ASSETS 226,736.75 209,116.96 17,619.79 8.43%
LIABILITIES & EQUITY
Liabilities
Current Liabilities
Accounts Payable
20000 · Accounts Payable -1,341.59 -1,270.59 -71.00 -5.59%
Total Accounts Payable -1,341.59 -1,270.59 -71.00 -5.59%
Credit Cards
23000 · Mackenzie Hills Bank Visa249.82 0.00 249.82 100.0%
Total Credit Cards 249.82 0.00 249.82 100.0%
Other Current Liabilities
Pension payable 221.54 387.68 -166.14 -42.86%
Property Taxes Payable 1,742.26 1,284.13 458.13 35.68%
18700 · Security Deposits Received2,295.50 1,595.50 700.00 43.87%
24000 · Other Taxes Payable
Federal W/H Payable689.00 871.00 -182.00 -20.9%
Fica/Med Payable1,605.88 1,868.32 -262.44 -14.05%
Iowa W/H Payable 386.00 136.00 250.00 183.82%
24000 · Other Taxes Payable - Other1,492.90 1,484.09 8.81 0.59%
Total 24000 · Other Taxes Payable4,173.78 4,359.41 -185.63 -4.26%
Total Other Current Liabilities 8,433.08 7,626.72 806.36 10.57%
Total Current Liabilities 7,341.31 6,356.13 985.18 15.5%
Total Liabilities 7,341.31 6,356.13 985.18 15.5%
Equity
30000 · Opening Balance Equity 123,338.88 123,338.88 0.00 0.0%
32000 · Unrestricted Net Assets 79,421.95 58,388.13 21,033.82 36.02%
Net Income 16,634.61 21,033.82 -4,399.21 -20.92%
Total Equity 219,395.44 202,760.83 16,634.61 8.2%
TOTAL LIABILITIES & EQUITY 226,736.75 209,116.96 17,619.79 8.43%
Brianna Wills
Brianna.Wills@gmail.com 70 Hickory Place Iowa City, IA 52245 Cell (319)383-1025
Education/Licenses: Bachelor of Arts in Communications (Advertising and Public Relations) and Political Science
The University of Alabama
Master of Business Administration (MBA) Leadership and Communications focus (Dec. 2019)
The University of Dubuque
Certified Fund Raising Executive (CFRE) application pending
Certificate in Nonprofit Management (June 2019)
Iowa State University
Teaching License (Substitute), State of Iowa 2018-2023
Experience:
Executive Director March 2017-current
Old Brick Iowa City, Iowa
• Staff recruitment, training, yearly evaluations, all HR functions for staff of 6
• Budget management of $500,000+ yearly including all financial investments, depreciation, endowment creation,
payroll
• Develop 3 and 5-year strategic plans including budget projections, capital campaigns and facility needs
• Extensive Grant writing for local, state, and federal money for historical preservation, programming, facility
enhancement. Grant implementation including managing how the money is spent and accounted for within grant
structure and final grant reporting
• Facility management including as a “caretaker” of historic landmark (building is 163 years old) upkeep of building,
renovation planning and acting as general contractor for renovation of spaces
• Plan/Manage hundreds of events and programming each year at Old Brick including student groups, weddings, and
education seminars, fundraisers, etc.
• Creating community and collaboration between the 12 non-profit groups who are tenants within Old Brick including
recruitment of new tenants
• Act as the “Face” of the Old Brick organization for speaking engagements, community events and as liaison with
external groups
Iowa City Community School District January 2018-current
Substitute Teacher Iowa City, Iowa
• Substitute teach across the ICCSD in all grades and schools PK-12th.
The Leukemia and Lymphoma Society June 2016-2017
Campaign Manager Iowa—Light the Night and Man/Woman of the Year Campaigns Statewide (Iowa)
• Manager two fundraising campaigns including all fundraising, budgeting, logistics and special events across Iowa.
• Light the Night campaign is a walk with over 2000 participants at Kinnick Stadium, 150 teams of family/friends, 100
volunteers, 20 sponsors and vendors, and over $175,000 fundraising goal.
• Man/Woman of the Year Campaign includes identifying motivated individuals and helping them execute a fundraising
campaign in competition with other candidates. Fundraising campaign goal over $350,000. Gala logistics for 500
guests.
• Identifying/Empathizing with a sensitive population including children with cancer, families who ha ve lost love ones to
cancer, and current patients.
•
The Salvation Army of Johnson County November 2014-2016
Director of Development & Community Relations Iowa City, Iowa
• Strategic Planning for future improvements of fund raising and at-risk programming including website updates, and
investigations of new ways of giving including text, on-line, and email engagement tools.
• Grant Writing/Submission/Follow-up to support Food Pantry, Youth Programming, and Temporary Housing programs
to local and national organizations.
• Engage/Educate/Recruit volunteers from community partners/companies/organizations for donations, grants, volunteer
hours, and increasing awareness of organization. (Chamber of Commerce, Rotary Club etc.)
• Plan/Execute/Evaluate all fundraising activities including on-line, direct mail, annual giving, major gifts, planned/estate
giving, walk-in, special events and Advisory Board giving.
• Organize/Execute all stewardship activities including thank you notes, tax letters, phone calls and personal visits.
• Recruit/Manage Advisory Board members, run BOD meetings, communications.
• Enhance/Create new programming to support at-risk youth/families and homeless populations
• Organize and Manage 20 locations for the Red Kettle Bell Ringing holiday campaign including personnel and press
coverage
• Manage Johnson County Toys for Tots Campaign in partnership with the national Toys for Tots Foundation
o Signage, advertising, recruiting eligible families, recruiting donors of toys, volunteer
recruitment/organization, and grant writing to support toy efforts.
o Schedule/Manage toy distribution event including 20,000 toys to families in Johnson County
The Academy of Natural Sciences & Children’s Museum March 2004-April 2005
Executive Project Manager/Special Exhibits Philadelphia, Pennsylvania
• Manage all sub-group staff within Academy (Exhibits, Education, Membership, Marketing etc.) to form a cohesive
message and strategy relating to each exhibit with specific targets and goal-driven strategy (7 department heads with 3-
5 staff reports each)
• Grant Writing and reporting to Foundations/Organizations/Government that funded exhibits and events
• Meet/Engage/Collaborate with civic organizations (Convention/Visitors Bureau, Chamber of Commerce), to create,
plan and co-fund events with mutual benefits to enhance awareness and attendance to museum and exhibit with
internal and external staff and planning committees
• Manage/Allocate Exhibit budget and grants ($2.2 million) across entire Academy including Public Programs, Special
Events, Membership, Operations, Facilities, and Guest Services with strict adherence to grant specifications & budget
• Plan/Manage all special events including exhibit opening galas with 300+ attendance with Gala Committee
• Develop public programming both educational and entertainment based to attract audiences to exhibit/museum and
work with Speakers Bureaus to book national talent as dictated by grants/funding
• Manage $500,000 worth of media placement; create/manage marketing materials (brochures, email, letters, ads on
radio, TV and print.)
• Oversee Exhibits Department during design and installation of exhibits with eye towards future exhibit installation
options
Valley Forge Military Academy and College ` Jan. 2003-March 2004
Director of Annual Giving and Special Events Wayne, Pennsylvania
• Develop/Plan/Implement/Re-imagine all fundraising activities/campaigns/programs
• Mange a professional staff of 5 with an additional large pool of part-time workers and volunteer base
• Develop new programming to support fundraising, alumni engagement, staff and cadet recruitment and development
• Identification/Cultivation/Solicitation of major gift prospects (capital, scholarship, annual, estate planning) via mail,
phone and in person.
• Created program to identify business partners and potential grant opportunities with additional program creation and
management of new staff
• Plan/Manage all special events for donors/alumni/parents including golf outings, 75th birthday gala (400+ attendees),
recognition society balls, and Alumni Day/Homecoming events
-Recruit/Manage/Train all volunteers and committees for special events (~150 volunteers)
• Identify/Develop relationships with Board of Trustees and other VIP donors and friends to enhance organizations
community relationships and future funding streams
The University of Pennsylvania, School of Nursing (SON) Sept. 2001-Jan. 2003
Assistant Director of Donor Relations and Special Events Philadelphia, Pennsylvania
• Planned/Managed all donor/stewardship events for the SON including VIP donor events, New Dean Receptions, and
Alumni Day.
• Implemented all stewardship activities including writing reports, events, prospect strategies, create cultivation pipeline
of alumni, community members and students.
• Coordinated/Recruited students, donors, volunteers, and alumni to participate in appropriate events leading into a
cultivation cycle
• Edited/Managed alumni publications including 24 page bi-annual alumni magazine and all donor
letters/acknowledgements/reports
Tierney Communications, Exelon/PECO Energy and Independence Blue Cross Accounts June 2000-Sept. 2001
Assistant Account Executive Philadelphia, Pennsylvania
• Tracked/Planned spending and budget of multi-million-dollar ad campaign and accounts
• Planned/Managed client and agency press events, coverage, and image
• Developed/Implemented integrated marketing plans to meet clients’ objective
Recent Activities & Interest:
SouthEast Jr High PTSO President
Public Relations Chair, Special Populations Grant for Voting Access
Johnson County Board of Supervisors, Planning and Zoning Commissioner
Meals on Wheels Participant
Iowa City Noon Rotary
Johnson County Democrats Central Committee
District Wide Parents’ Organization (DPO), Co-President 2014-2015
Trustee, Kickers Soccer Club
Iowa City Community School District Foundation Board, DPO Rep. 2014 -2015
Iowa City Community School District Foundation, Parties for a Purpose committee
United Action For Youth (UAY), Festival of Flowers Committee
Operation Backpack, HACAP Food Reservoir
100+ Women Who Care
Iowa City Junior Service League, Holiday Home Tour-Chair and New Member Chair
Herbert Hoover Elementary: PTA President 2013-2014
Neighborhood Park Planning Committee, City of Iowa City/Neighborhood
Distinguished Young Women of Iowa Scholarship Program, VP-Board of Directors
Iowa City Panhellenic Alumnae Council
Iowa City Community School District Interview and Selection Committee
Iowa City Community School District Advisory Committee on Magnet Schools
Iowa City Community School District PERL Levy Committee
Doula
Old Brick Board of Directors
Gerald Partridge, JD: Board of Director President, Executive Director of Police Legal Sciences,
Inc., Mediation Services of Eastern Iowa, Family Folk Machine, Harp Players Theater Group
George Perry, JD: Board of Director Vice President, Retired, President of The Perry Foundation,
Secretary of Prelude Behavioral Services Board of Directors.
Molly E. Brown, VP Commercial Banking, Hills Bank and Trust Company Old Brick, Treasurer and
Chair of Finance Committee; Junior Achievement of Eastern Iowa, Board Member; Housing
Trust Fund of Johnson County, Board Member; Team Breast Friends, Board Member
Ann M Rhodes, RN, MA, JD, FAAN, Clinical Professor, College of Nursing, The University of Iowa,
Board of Directors, Hills Bank and Trust Co.; Board of Directors, Iowa City Free Medical and
Dental Clinic
Saul Mekies, Professor, Economics, Kirkwood Community College and The University of Iowa
Daryl G. Robinson, FCSI CCS AIA, Specifications Writer/Quality Assurance Manager
Board of Officers (President) of the Crandic Chapter of the Construction Specifications Institute
(CSI).
Richard Dorzweiler, Retired University of Iowa
Erin McGuire, Community volunteer
Project Name Old Brick Structural Fortification and Water Mitigation
Project Address 26 E. Market St.
Activity Type Public Facility (PF)
CITY STEPS Priority Public Facility Improvements ‐ Homeless, Persons with Disabilities, Families with
Children
CITY STEPS Goal Improve and maintain public facilities
Amount Requested $67,670
Project Description Structural fortification and water mitigation for the historic Old Brick Community
Building to preserve the building which provides food for the homeless at the Agape
Cafe and hosts public events and nonprofit organizations. Improvements include re‐
grading and adding structural stability to the hillside and re‐funneling water drainage
around the building,
Repayment Terms Conditional occupancy loan (forgiven if follows requirements)
Compliance Period 5 years proposed (6 years required)
Property Taxes Tax exempt
% CDBG/HOME Funded 73%
Project Budget Discussion Total renovation budget is approximately $92,670, with matching funds expected from
various public grants and private resources, including applicant equity. Prioritized list
of improvements if not awarded full funding:
1) Structural Reinforcement ‐ $28,570
2) Water mitigation/drainage ‐ $15,850
3) Water permeable pavers/signage/enhancements ‐ $48,250
Beneficiaries 0‐30% AMI 8% 15,420 beneficiaries
31‐50% AMI 49%
51‐80% AMI 42%
80+% AMI 1%
Project Coordination with
Existing Services & other
Services Available in the
Community
Partnerships are expected to include Kirkwood Community College Design and
Construction students, Sustainable Landscape Solutions, MMS Consultants, City of
Iowa City, Johnson County, Grace Church landscaping/planting volunteers, and the UI
Gardeners Club.
Timeliness and Capacity to
Successfully Complete the
Proposed Project
Old Brick has historically had good timeliness with monitoring requirements, but has
not administered a CDBG public facilities project since FY12 (awarded $15,220 for
different ADA improvements).
Staff Concerns/Notes 1) All work will be subject to federal labor provisions (Davis Bacon – prevailing wages).
2) Must comply with federal procurement standards (competitive bids) for the
proposed work.
3) Project may not meet a national objective; staff is contacting our HUD
representative identify eligible improvements using CDBG funds.
S:\DEV\CDBGHOME\FY20\_Applications\FY20 Staff reports FINAL.xlsx
Application for FY2020 CDBG/HOME funds
General In formation an d Proj ect Need
Select Language ▼
Community Development Block Grant (CDBG) and/or HOME Investment Partnership (HOME) programs provide funding
to aid in the development of viable urban communities and in the provision of safe and decent affordable housing.
Applications are due Tuesday, January 18, 2019 at noon. This year, $625,000 are estimated to be available through this
competitive process. Please review the FY20 CDBG/HOME Application Guide for more information about eligible
activities. Please submit one project proposal per application. Questions can be directed to kirk-lehmann@iowa-city.org
or contact Neighborhood Services at 319-356-5230. Additional assistance, and hard copy applications, are available
upon request
Proje ct name *
Proje ct Addre ss *
Type of Proje ct (?)
Type of Activ ity (?)
Applicants
Project Information
Old Brick Structural Fortification and Water Mitigation
Project
City
Iowa City
State / Province / Region
IA
Postal / Zip Code
52245
Country
United States
Street Address
26 E. Market Street
Address Line 2
Rental Housing
Owner Housing
Public Facility
Other
Acquisition
New Construction
Rehabilitation
Direct Assistance
Other
Applicant Name *
Applicant Addre ss *
Old Brick
Type of Le ad Applicant *
W-9 Form *(?)
Organizational Status *(?)
Amount of Funds Re que ste d *
Did you atte nd an Applicant Workshop?*
Prov ide a fe w line s de scribing the propose d proje ct *
Contact Pe rson, Title *
Phone Numbe r *
Email *
DUNS Numbe r (?)
DUNS # Ve rification *(?)
CAGE Code (?)
City
Iowa City
State / Province / Region
Iowa
Postal / Zip Code
52245
Country
United States
Street Address
26 E. Market Street
Address Line 2
Brianna Wills, Executive Director
3193512626
director@oldbrick.org
84-533-0422
Go to http://fedgov.dnb.com/w ebform to look up or create a DUNS number. Provide a copy of the email you receive w ith your confirmed DUNS number.
DUNS number.jpg 616.2KB
Obtain by registering on SAM.gov
General Information
Community Housing Development Organization
Private non-profit organization
Private for-profit, individual or partnership applicant
Public Organization
(Request for Taxpayer ID # & Certification)
2017 W-9 Old Brick.jpg 741.16KB
Go to https://sos.iow a.gov/search/business to look up the organization applying for funds. Provide a copy of the Business Entity Summary screen.
BusinessnumberIA.jpg 4.38MB
67,670.00$
Yes No
Ple ase spe cify the one or two most applicable priority ne e d(s) this application addre sse s, as shown in the
2016-2020 CITY STEPS Plan. Explain how this proje ct will me e t this/those ne e d(s).*
Old Brick built in1856 is Iowa City's second oldest public structure that has served thousands in the community
over the years. We recently discovered water seepage into the property. The westside hill (along Clinton St.)
has experienced significant erosion and is allowing water to enter the foundation of the building. If this isn't
immediately rectified by re-grading of the hillside, adding structural stability to the hillside, and re-funneling
water drainage around the building, Old Brick will face serious structural integrity issues with water in the
foundation cracking and expanding the walls. A Structural Engineer was consulted and made the
recommendation of immediate action. A plan was designed for the entire property for grading/water
mitigation/structural support and we began seeking funding for this extensive, yet necessary project. This
historic building functions as a low-cost gathering space for non-profits, organizations, and various community
needs. We believe that OB adds significant value to the community and should be protected as a community
asset.
Old Brick serves a significant extremely low/low income and homeless population through our many
organizations within OB and community usage. Particularly, we serve around 100 homeless patrons each week
in our Agape Cafe which has been in existence for 25 years. Old Brick's mission is focused on serving low-
income populations by working with non-profits located within OB focused on social services, affordable
housing, racial/social justice, peace-building, and education. OB also serves the needs identified within the City
Steps Priorities rubric including Homeless Services, Persons with Disabilities, and Youth Services through our
non-profit tenants work within OB and extensive event roster. We have identified over 15,000 unique
individuals who come to OB each year for services/events whom we believe fall under 80% median income with
over 1200 at 0-30%, and 7500 at 50%. We also will touch on the priorities of Flood/drainage improvements,
Tree Planting, Neighborhood Facilities and Facade Improvements for this complete project. We are working
with the City of Iowa City to manage water drainage from the property/roof using the latest water management
standards. We are also investigating recycling bricks from the streets/ped mall City projects. The secondary
goal of our project is to move OB into environmentally sound practices by reusing available plants/bushes
and/or use landscaping materials that decrease our carbon footprint (no fertilizers/no mowing, using water
permeable/filtering pavers, etc.)
Budget and Resources
Type of Funding Re que ste d *
Requested Grant Terms
Principal Amount Affordability Pe riod (?)
Public Resources
Funding Source and Type (?)Amount Inte re st rate Te rm (?)Committe d
Total Public Funds
For uncommitte d funds, ple ase indicate whe n the applicant will apply for funds
Private Resources
Funding Source & Type (?)Amount Inte re st rate Te rm (?)Committe d
Total Priv ate Funds
Financing terms w ill be based on project feasibility and the ability to repay. Terms approved by City Council may be different than w hat is requested.
Grant
67,670.00$5
Source of Funds
Please enter below the types of funding and amounts requested for the proposed project, including if the funding is committed. If not a loan, leave loan terms
blank. Select the blank space for possible sources of income, or enter your ow n.
Iowa Historical Resource
Development Program
5000.00$0 0 No
City of Iowa City Cost-Sharing
for permeable pavers
3000.00$0 0 No
REAP Stormwater cost-sharing 5000.00$0 0 No
Iowa City HOME/CDBG 67670.00$0 0 No
80,670.00$
Iowa Historical Resource Development Program opens grant applications in mid-Jan. 2019 and will have
funding beginning July 1, 2019, if accepted. This grant focuses on historic structures such as Old Brick.
City of Iowa City cost-sharing for permanent water permeable pavers used for water mitigation/filtering/draining
water. Funding is awarded after the project is complete. Maximum award is $3,000 (up to 50% of cost)
REAP Funding for Stormwater Practices is a cost-sharing grant through the Iowa Department of Agriculture and
Land Stewardship. This funding cycle will open on July 1 with grant applications. The cost-sharing is applied for
after the project is completed. The funding amount can be 1/4 of project cost (an estimate from another project
funded). I have estimated $5,000 as a potential cost-share (potential up to $10,000).
Community Foundation of
Johnson County
1,000.00$0 0 Yes
Old Brick Endowment Fund 1,000.00$0 0 Yes
Old Brick Capital Funds 5,000.00$0 0 Yes
Brick Selling Campaign by OB 5,000.00$0 0 No
12,000.00$
Total Proje ct Funding
Ev ide nce of Funding Commitme nts *(?)
Please enter below the uses of funding and amounts requested for the proposed project, including whether formal cost
estimates were received. Select the blank space for possible use of funds, or enter your own.”
Type (?)Amount Formal Cost
Estimate
Name of Entity
prov iding cost
e stimate
Total Use of Funds Amount
Scope of work (?)
Numbe r of house holds or pe rsons se rv e d *
Total cost pe r house hold or pe rson se rv e d
What pe rce ntage of the propose d budge t will be made up of priv ate funds?*
92,670.00$
Up to four pages of additional information about the capacity of the organization may be included. Examples of may include graphics supporting the previous
questions, resumes of key staff, additional descriptions of organizational activities, or other relevant information.
CFJCawardletter.jpg 810.87KB
Grant 2018 OB usage numbers by income (version 1).xlsb.xlsx 12.92KB
Use of Funds
Construction of concrete wall
for structural stability along
Clinton St. 100' long, 4' tall
10,000.00$Yes JNL Construction
Brick facade overlay on
concrete wall to compliment
historic building
18,570.00$Yes S. Moyle Masonry
Water drainage/filtration
solutions with water-permeable
paver surface
15,850.00$Yes Sustainable
Landscape
Solutions (SLS)
Ground enhancements
including ADA compliant hand
rails/signage/landscaping
18,250.00$Yes Sustainable
Landscape
Solutions
Permit fees/signage 1,000.00$Yes Building
Permits/Right of
Way fees
Paver surface installation for
drainage solutions for front of
property
24,000.00$Yes Sustainable
Landscape
Solutions
OB Signage at corner of
Clinton/Market St.
5,000.00$No TBD
92,670.00$
Attach any documentation used for cost estimates
Other Considerations
15,420
6.01$
Dollars Le v e rage d Pe r City Dollar Spe nt
De scribe any community partne rships or v olunte e rs that will contribute to the proje ct.
De scribe any ide ntity of inte re st (IOI) re lationships with the applicant and/or proje ct owne r, i.e . Ge ne ral
Partne r has a financial inte re st in the construction company, e tc.*
12.95
0.37$
Kirkwood Community College Design and Construction students (working with students to design water
mitigation plan using newest water conservation techniques in real-time project for students), Sustainable
Landscape Solutions, MMS Consultants, City of Iowa City (funding and potential historic bricks from City
projects), Johnson County (cost-sharing), Grace Church landscaping/planting volunteers, UI Gardeners Club
(planting and long-term maintenance).
none
Old Brick Guest Count Income Based 0‐30% Median Income 50% 60% 80% Over 80% ADA needed assistance (use of lift)Agape Café90 10 5 0 10Agape Café Fundraiser 12 10 25 125 10 3CRU45 40 15 0 1Housing Trust Fund of Johnson County* 70 59 30 1 15United Nations of Iowa Association Event30 65 10 4 1OB Dance20 25 3 0Hawkeye Ballroom50 55 0 0Quire Fundraiser 10 10 60 35 3 2Old Capital Opera12 45 55 7 1Swing35 3 8 1 0Physicians for Social Responsibility20 55 20 20 5 2Circle K Event105 2 1 1Days of the Girl 350 5 5 5 3 0Sankofa Meetings 4 8 10 3 0 0Blue Planet Groupe415 5 2 2Sankofa Women's Conference 15 25 2 0 0Henri Harper Civil Rights Tour Fundraiser10 25 75 5 5 4IC Chamber Singers 2 15 25 50 3 3Iowa Shares* 200 300 100 100 10 10USA Dance20 35 10 3 0Table to Table dinner45 20 55 10 4 4Veterans for Peace 5 20 35 3 1 5Secular Humanist 2 4 10 4 2 0Resurrection 85 10 10 1 0 1Grace20 35 50 25 2 3Girls on the Run* 45 50 35 2 15 0Peace Circle Trainings 8 5 10 2 0 2IWP/Writers Worshop 2 10 15 25 0 1Russian Guitar Festival25050 1 1Library Staff Event50 50 20 2 2Patel Kitchen Rental10 0Iowa Youth Writing Project12 3 2 0 0Honors Program Social118 2 0Microbiology Conference75 45 10 1Enrollment Staff event50 70 15 3Kamala Harris GOTV Rally 5 10 50 100 25 2Tippe Dean Recognition Lunch50 55 25 0Camp Kaseem Dinner35 85 5 1Women Studies Writing Workshop 1 4 10 0 0Iowa Watch Screening51515 5 5 1IC Moms Blog event15 55 35 5 0League of Women Voters Registration 10 10 5 5 0 0Womens Action Resource Center Event5 5 45 5 2 2Nurture Her Soul Event 2 10 60 5 5 1Iowa Harm Reduction Summitt 40 50 80 25 4 5Women in Business15 15 45 12 0Native American AA Meetings 10 0 4Meditation Group 10 0 2Indigenous Day 45 40 20 1 2 2Freedom School 30 40 60 2 1CAB Senior Week Events 75 2Philantropy Events (27 events w/ 225 guests) 6075 522 weddings @ 175 guests average 3850 301200 7500 5430 1083 207 136 15420These numbers reflect unique individuals not number of times within the building (some groups meet several times a month so the number of people using the building daily is much higher)*Number of Persons assisted through organization w/income verficationADA Assistance is actual number of times our lift was used for an individual to get into the Main Hall. Additional unaccounted for handicapped individuals use the ground floor and are not reflected in these numbersFor this purpose, any students accounted for were put into the 50% median income group
Feasibil ity an d Community Imp act
Outline the proposed timetable and expected impact for the project. For the timetable, include when requested funding
will be committed, project milestones such as rezoning or construction, and when funds will be spent. If applicant plans to
apply for funds not committed, include the anticipated date for application and when funds will be awarded. For expected
impact, break out beneficiaries by income group. If funded, both the schedule and income breakdown will be used for
any project agreement.
De scribe proje ct be ne fits and re quire me nts
Time Table
Date De scription of Activ ity
To promote the e fficie nt use of public funds, de scribe how the proje ct will continue to prov ide public
be ne fits through and be yond the re quire d compliance pe riod. De scribe how the proje ct will prov ide public
be ne fits be low rate s in the e xisting marke t
In what manne r or form will the proje ct proce e d if it is awarde d le ss than full funding? If the re are se v e ral
compone nts, how will the y be prioritize d?
Project Benefit Narrative
Such as beneficiary eligibility requirements, targeted beneficiaries, etc.
The building is central to all other activities and good that any of us are able to do for our community. If the
building is no longer structurally sound, then all good works would have to cease at this location. Old Brick has
a well-developed mission and strategic plan but this project has surfaced outside of our normal planning as
emergency projects tend to do. This level of funding required to complete this project successfully is well
beyond the operational budget of OB. The building is necessary to serve the 10 non-profits within by providing
office/gathering space and a community of progressive fellow non-profit professionals. We also serve may
community organizations as a low-cost (sometimes free) venue for fundraising events.
2/4/2019 Work with Kirkwood Community College students on design of project and
timelines
4/1/2019 Finalize bids with contractors and material selections
7/1/2019 Schedule re-grading of property hill side as contractors are available
7/1/2019 Engage water mitigation systems drains/grade/materials necessary/Site work
7/1/2019 Build structural reinforcement along Clinton St. with brick overlay
7/15/2019 Lay water filtration/water permeable pavers to filter, absorb, and re-direct water
7/31/2019 Replace landscaping damaged by construction installations/added for water
mitigation purposes
9/2/2019 Complete paver installations per design as funding allows
Old Brick host thousands of guest each year. Many of those served come to Old Brick to receive food, through
our Agape Cafe initiative, education through our connection with many organizations across IC, or social
services through contact with one of our 10 in-house non-profits. Old Brick's tenants focus on progressive
social issues including social justice (Beloved Community Initiative), affordable housing initiatives (Housing
Trust of Johnson County), peace-building (Peace Iowa, United Nations, Physicians for Social Responsibility),
the environment, public policy initiatives(Iowa Policy Project), and more. Through the works of our non-profits
that are housed within Old Brick and the additional programming done with outside groups, Old Brick serves as
a gathering place for social interaction, education, and advocacy. Old Brick's mission is to provide spaces for
groups to gather, advocate, and educate at a cost that is affordable to small groups. Old Brick substantially
subsidizes the cost of office space to non-profits as part of this mission to serve across many community
needs. This proposed project protects the building's foundation and the health of the physical building. The
building beyond its historical significance is an essential piece allowing these groups to serve our community.
This plan was built around current best practices for water/soil/erosion control practices and will be
environmental progressive for future property management of the site.
Please indicate the population to be served by the proposed program according to the linked income categories. If
requesting money for a specific administrative expense (like a staff member’s salary), indicate the population served by
your entire agency.
(Please Note: If funded, this information will be used as income targeting for your Agreement).
M e dian Income Numbe r of Pe rsons
0 - 30%
31 - 50%
51 - 60%
61 - 80%
Ov e r 80%
Total Pe rsons/House holds
Pe rce nt LM I
Ple ase note the basis for the se e stimate s *
This is an extensive project for a small non-profit. As such, we have built this project into phases so that parts
could be completed as funding became available. The most critical/time-sensitive piece is the structural
reinforcement that is projected to cost $30,000. 2) $20,000 in water mitigation/drainage/soil erosion solutions
added to prevent further erosion/water damage. 3) $25,000 to complete paver structure/water permeable
across the front of OB for full building drainage, signage.
Income Breakdown
1,200
7,500
5,430
1,083
207
15,420
98.66
Apage Cafe serves 80-100 guest each week, homeless
individuals in the 0-30%. We listed every event at OB in
2018 and inquired with org. the income breakdown of
attendees. Assumptions: student event attendee 50%,
wedding attendees 60% averaged.
Capacity an d Ap p l ican t History
Please list amount of CDBG and/or HOME funds received within the last four City fiscal years and the status of the project(s) undertaken.
CDBG and/or HOME funds received
Fiscal Ye ar Funds Re ce iv e d Budge te d
Amount
Amount
Expe nde d
Date Proje ct
Comple te d
Ple ase de scribe your organization’s structure , office rs, and staff.*
Ple ase de scribe the e ducation and e xpe rie nce of ke y staff who will imple me nt the proje ct (e xcluding
v olunte e rs, board me mbe rs, and consultants). If consultants are utilize d, ide ntify what role the y will play in
the proje ct.*
Ple ase summarize your organization’s portfolio, including how many units you own and/or manage , how many
home s you hav e built/re habilitate d/sold, and what proje cts are unde rway.*
Ev ide nce of Fiscal Capacity (?)
Ev ide nce of Organizational Capacity (?)
Is the applicant (including partne rs, co-applicants, e tc.) curre ntly in compliance with all fe de ral, state and
local laws, rule s and re gulations, including any CDBG and/or HOM E funde d proje cts?*
$$
Executive Director overseen by engaged Board of Directors. Board guided by Strategic Plan implemented in
2018 to guide vision and projects. Full time ED with several part-time employees.
Executive Director overseeing all projects has successfully overseen several large historic renovation projects
at OB already. Also has additional professional experience as Project Manager.
Sustainable Landscape Solutions (SLS), landscaping/water/environment experts overseeing design and
installations
MMS Consultants, professional landscaping design and site management
none
Audit Summary
FY2017incomePDF (1).pdf 45.76KB
Up to four pages of additional information about the capacity of the organization may be included. Examples of possible evidence may be resumes of key
staff, additional descriptions of organizational activities, or other relevant information.
Certificate of Historic Places.jpg 543.68KB
Old Brick Board of Directors and affiliations.pdf 89.74KB
Willsresume.2019.doc 59KB
OBtenants2019.docx 12.22KB
Yes
No
Currently in litigation
Jan - Dec 17 Jan - Dec 16 $ Change % Change
Ordinary Income/Expense
Income
Grants Received 0.00 3,019.00 -3,019.00 -100.0%
40000 · Monthly Usage 89,551.25 89,760.80 -209.55 -0.23%
40100 · Event Usage 20,168.37 32,996.86 -12,828.49 -38.88%
40200 · Interest Income 318.82 282.65 36.17 12.8%
40300 · Ballroom Rent 58,366.64 42,443.68 15,922.96 37.52%
Total Income 168,405.08 168,502.99 -97.91 -0.06%
Gross Profit 168,405.08 168,502.99 -97.91 -0.06%
Expense
Employee
60000 · Facilities Manager0.00 2,070.25 -2,070.25 -100.0%
60001 · Event Coordinator8,307.44 4,218.52 4,088.92 96.93%
60002 · Maintenance Worker II9,324.10 3,339.11 5,984.99 179.24%
60004 · Executive Director32,000.02 30,000.10 1,999.92 6.67%
60020 · Tax - FICA Old Brick3,796.82 3,188.39 608.43 19.08%
60021 · Tax - Ia Unemployment0.00 0.00 0.00 0.0%
60022 · Tax - Federal Unemployment147.78 100.07 47.71 47.68%
60050 · Wellmark PPO/Delta Dental9,096.00 8,604.00 492.00 5.72%
60051 · Church Pension Fund1,279.98 1,279.90 0.08 0.01%
Employee - Other 80.00 0.00 80.00 100.0%
Total Employee 64,032.14 52,800.34 11,231.80 21.27%
60100 · Marketing 1,900.71 1,549.29 351.42 22.68%
60200 · Administration
60201 · Office Supplies1,456.36 447.95 1,008.41 225.12%
60202 · Prop/Liab/Work Comp Insurance3,315.00 2,180.75 1,134.25 52.01%
60203 · Property Taxes1,032.13 1,551.21 -519.08 -33.46%
60204 · IT/Cameras/Locks4,595.87 4,224.66 371.21 8.79%
60205 · Memberships/Subscriptions337.00 330.00 7.00 2.12%
60206 · Meeting Expense211.50 408.71 -197.21 -48.25%
60207 · Payroll/Accounting Fees3,990.00 3,530.00 460.00 13.03%
60208 · Postage, Mailing Service48.13 9.40 38.73 412.02%
60209 · Software/Devices/Wertz365.34 894.95 -529.61 -59.18%
60211 · Bank Fees 161.35 345.17 -183.82 -53.26%
60200 · Administration - Other40.90 74.88 -33.98 -45.38%
Total 60200 · Administration 15,553.58 13,997.68 1,555.90 11.12%
60300 · Maintenance
60301 · Gas/Electric11,859.87 11,045.58 814.29 7.37%
60302 · Water/Sewer1,356.68 1,307.49 49.19 3.76%
60304 · Trash Removal2,886.52 1,941.05 945.47 48.71%
60305 · Snow Removal1,675.00 567.50 1,107.50 195.15%
60306 · Janitorial Serv/System ULTD.5,832.38 2,900.66 2,931.72 101.07%
60307 · Janitorial Supplies2,142.89 492.31 1,650.58 335.27%
60308 · Grounds Maintenance3,152.19 2,044.67 1,107.52 54.17%
60309 · Piano Maintenance180.00 125.00 55.00 44.0%
60310 · Event Cleanup0.00 25.00 -25.00 -100.0%
60311 · Facility Inspections1,620.66 1,924.55 -303.89 -15.79%
60312 · General Maintenance-Labor17,443.03 24,682.47 -7,239.44 -29.33%
60313 · General Maintenance Supplies2,722.92 9,174.06 -6,451.14 -70.32%
60314 · Pest Control106.00 0.00 106.00 100.0%
Total 60300 · Maintenance 50,978.14 56,230.34 -5,252.20 -9.34%
60400 · Depreciation Expenses19,102.92 20,597.76 -1,494.84 -7.26%
60500 · Miscellaneous Expenses202.98 243.76 -40.78 -16.73%
66000 · Payroll Expenses 0.00 2,050.00 -2,050.00 -100.0%
Total Expense 151,770.47 147,469.17 4,301.30 2.92%
Net Ordinary Income 16,634.61 21,033.82 -4,399.21 -20.92%
16,634.61 21,033.82 -4,399.21 -20.92%
Old Brick Board of Directors
Gerald Partridge, JD: Board of Director President, Executive Director of Police Legal Sciences,
Inc., Mediation Services of Eastern Iowa, Family Folk Machine, Harp Players Theater Group
George Perry, JD: Board of Director Vice President, Retired, President of The Perry Foundation,
Secretary of Prelude Behavioral Services Board of Directors.
Molly E. Brown, VP Commercial Banking, Hills Bank and Trust Company Old Brick, Treasurer and
Chair of Finance Committee; Junior Achievement of Eastern Iowa, Board Member; Housing
Trust Fund of Johnson County, Board Member; Team Breast Friends, Board Member
Ann M Rhodes, RN, MA, JD, FAAN, Clinical Professor, College of Nursing, The University of Iowa,
Board of Directors, Hills Bank and Trust Co.; Board of Directors, Iowa City Free Medical and
Dental Clinic
Saul Mekies, Professor, Economics, Kirkwood Community College and The University of Iowa
Daryl G. Robinson, FCSI CCS AIA, Specifications Writer/Quality Assurance Manager
Board of Officers (President) of the Crandic Chapter of the Construction Specifications Institute
(CSI).
Richard Dorzweiler, Retired University of Iowa
Erin McGuire, Community volunteer
Brianna Wills
Brianna.Wills@gmail.com 70 Hickory Place Iowa City, IA 52245 Cell (319)383-1025
Education/Licenses: Bachelor of Arts in Communications (Advertising and Public Relations) and Political Science
The University of Alabama
Master of Business Administration (MBA) Leadership and Communications focus (Dec. 2019)
The University of Dubuque
Certified Fund Raising Executive (CFRE) application pending
Certificate in Nonprofit Management (June 2019)
Iowa State University
Teaching License (Substitute), State of Iowa 2018-2023
Experience:
Executive Director March 2017-current
Old Brick Iowa City, Iowa
• Staff recruitment, training, yearly evaluations, all HR functions for staff of 6
• Budget management of $500,000+ yearly including all financial investments, depreciation, endowment creation,
payroll
• Develop 3 and 5-year strategic plans including budget projections, capital campaigns and facility needs
• Extensive Grant writing for local, state, and federal money for historical preservation, programming, facility
enhancement. Grant implementation including managing how the money is spent and accounted for within grant
structure and final grant reporting
• Facility management including as a “caretaker” of historic landmark (building is 163 years old) upkeep of building,
renovation planning and acting as general contractor for renovation of spaces
• Plan/Manage hundreds of events and programming each year at Old Brick including student groups, weddings, and
education seminars, fundraisers, etc.
• Creating community and collaboration between the 12 non-profit groups who are tenants within Old Brick including
recruitment of new tenants
• Act as the “Face” of the Old Brick organization for speaking engagements, community events and as liaison with
external groups
Iowa City Community School District January 2018-current
Substitute Teacher Iowa City, Iowa
• Substitute teach across the ICCSD in all grades and schools PK-12th.
The Leukemia and Lymphoma Society June 2016-2017
Campaign Manager Iowa—Light the Night and Man/Woman of the Year Campaigns Statewide (Iowa)
• Manager two fundraising campaigns including all fundraising, budgeting, logistics and special events across Iowa.
• Light the Night campaign is a walk with over 2000 participants at Kinnick Stadium, 150 teams of family/friends, 100
volunteers, 20 sponsors and vendors, and over $175,000 fundraising goal.
• Man/Woman of the Year Campaign includes identifying motivated individuals and helping them execute a fundraising
campaign in competition with other candidates. Fundraising campaign goal over $350,000. Gala logistics for 500
guests.
• Identifying/Empathizing with a sensitive population including children with cancer, families who ha ve lost love ones to
cancer, and current patients.
•
The Salvation Army of Johnson County November 2014-2016
Director of Development & Community Relations Iowa City, Iowa
• Strategic Planning for future improvements of fund raising and at-risk programming including website updates, and
investigations of new ways of giving including text, on-line, and email engagement tools.
• Grant Writing/Submission/Follow-up to support Food Pantry, Youth Programming, and Temporary Housing programs
to local and national organizations.
• Engage/Educate/Recruit volunteers from community partners/companies/organizations for donations, grants, volunteer
hours, and increasing awareness of organization. (Chamber of Commerce, Rotary Club etc.)
• Plan/Execute/Evaluate all fundraising activities including on-line, direct mail, annual giving, major gifts, planned/estate
giving, walk-in, special events and Advisory Board giving.
• Organize/Execute all stewardship activities including thank you notes, tax letters, phone calls and personal visits.
• Recruit/Manage Advisory Board members, run BOD meetings, communications.
• Enhance/Create new programming to support at-risk youth/families and homeless populations
• Organize and Manage 20 locations for the Red Kettle Bell Ringing holiday campaign including personnel and press
coverage
• Manage Johnson County Toys for Tots Campaign in partnership with the national Toys for Tots Foundation
o Signage, advertising, recruiting eligible families, recruiting donors of toys, volunteer
recruitment/organization, and grant writing to support toy efforts.
o Schedule/Manage toy distribution event including 20,000 toys to families in Johnson County
The Academy of Natural Sciences & Children’s Museum March 2004-April 2005
Executive Project Manager/Special Exhibits Philadelphia, Pennsylvania
• Manage all sub-group staff within Academy (Exhibits, Education, Membership, Marketing etc.) to form a cohesive
message and strategy relating to each exhibit with specific targets and goal-driven strategy (7 department heads with 3-
5 staff reports each)
• Grant Writing and reporting to Foundations/Organizations/Government that funded exhibits and events
• Meet/Engage/Collaborate with civic organizations (Convention/Visitors Bureau, Chamber of Commerce), to create,
plan and co-fund events with mutual benefits to enhance awareness and attendance to museum and exhibit with
internal and external staff and planning committees
• Manage/Allocate Exhibit budget and grants ($2.2 million) across entire Academy including Public Programs, Special
Events, Membership, Operations, Facilities, and Guest Services with strict adherence to grant specifications & budget
• Plan/Manage all special events including exhibit opening galas with 300+ attendance with Gala Committee
• Develop public programming both educational and entertainment based to attract audiences to exhibit/museum and
work with Speakers Bureaus to book national talent as dictated by grants/funding
• Manage $500,000 worth of media placement; create/manage marketing materials (brochures, email, letters, ads on
radio, TV and print.)
• Oversee Exhibits Department during design and installation of exhibits with eye towards future exhibit installation
options
Valley Forge Military Academy and College ` Jan. 2003-March 2004
Director of Annual Giving and Special Events Wayne, Pennsylvania
• Develop/Plan/Implement/Re-imagine all fundraising activities/campaigns/programs
• Mange a professional staff of 5 with an additional large pool of part-time workers and volunteer base
• Develop new programming to support fundraising, alumni engagement, staff and cadet recruitment and development
• Identification/Cultivation/Solicitation of major gift prospects (capital, scholarship, annual, estate planning) via mail,
phone and in person.
• Created program to identify business partners and potential grant opportunities with additional program creation and
management of new staff
• Plan/Manage all special events for donors/alumni/parents including golf outings, 75th birthday gala (400+ attendees),
recognition society balls, and Alumni Day/Homecoming events
-Recruit/Manage/Train all volunteers and committees for special events (~150 volunteers)
• Identify/Develop relationships with Board of Trustees and other VIP donors and friends to enhance organizations
community relationships and future funding streams
The University of Pennsylvania, School of Nursing (SON) Sept. 2001-Jan. 2003
Assistant Director of Donor Relations and Special Events Philadelphia, Pennsylvania
• Planned/Managed all donor/stewardship events for the SON including VIP donor events, New Dean Receptions, and
Alumni Day.
• Implemented all stewardship activities including writing reports, events, prospect strategies, create cultivation pipeline
of alumni, community members and students.
• Coordinated/Recruited students, donors, volunteers, and alumni to participate in appropriate events leading into a
cultivation cycle
• Edited/Managed alumni publications including 24 page bi-annual alumni magazine and all donor
letters/acknowledgements/reports
Tierney Communications, Exelon/PECO Energy and Independence Blue Cross Accounts June 2000-Sept. 2001
Assistant Account Executive Philadelphia, Pennsylvania
• Tracked/Planned spending and budget of multi-million-dollar ad campaign and accounts
• Planned/Managed client and agency press events, coverage, and image
• Developed/Implemented integrated marketing plans to meet clients’ objective
Recent Activities & Interest:
SouthEast Jr High PTSO President
Public Relations Chair, Special Populations Grant for Voting Access
Johnson County Board of Supervisors, Planning and Zoning Commissioner
Meals on Wheels Participant
Iowa City Noon Rotary
Johnson County Democrats Central Committee
District Wide Parents’ Organization (DPO), Co-President 2014-2015
Trustee, Kickers Soccer Club
Iowa City Community School District Foundation Board, DPO Rep. 2014 -2015
Iowa City Community School District Foundation, Parties for a Purpose committee
United Action For Youth (UAY), Festival of Flowers Committee
Operation Backpack, HACAP Food Reservoir
100+ Women Who Care
Iowa City Junior Service League, Holiday Home Tour-Chair and New Member Chair
Herbert Hoover Elementary: PTA President 2013-2014
Neighborhood Park Planning Committee, City of Iowa City/Neighborhood
Distinguished Young Women of Iowa Scholarship Program, VP-Board of Directors
Iowa City Panhellenic Alumnae Council
Iowa City Community School District Interview and Selection Committee
Iowa City Community School District Advisory Committee on Magnet Schools
Iowa City Community School District PERL Levy Committee
Doula
Non‐Profit Organizations Housed within Old Brick
Housing Trust Fund of Johnson County
Agape Cafe
Peace Iowa
Iowa Shares
United Nations Association of Iowa
Iowa Policy Project
Girls on the Run
Days of the Girl
Physicians for Social Responsibility
Grace Church
Beloved Community Initiative
Resurrection Community
Gerald and Lynne Partridge Family Foundation
George Perry Family Foundation
Veterans for Peace
CRU
Successful Living
2406 Towncrest Dr. Iowa City, Iowa 52240
Phone (319) 358-6800
Fax (319) 358-6807
`1
HCDC: February 8, 2019
We have submitted 2 applications for CDBG/HOME grants. The City has some questions or concerns,
which we address herein.
One application is for a grant to rehab a house on Village Rd. for $75,000.
• We want to be considered for a grant, either CDBG or HOME. We do not want a loan for this
rehab project. We control our housing debt carefully (and associated cash flow), which is mostly
mortgages plus one HOME loan for $50k (that we hope to have forgiven in five years, but that
remains to be seen).
• We already meet the city’s Affirmative Marketing Plan. Other agencies and individuals who
know of our mission and our client population of the mentally ill are always in the loop about
our SRO vacancies. This is where we get our referrals. We have Fair Housing signs up and
encourage diversity.
• Our client population has always been hard on houses, and repairs take time, which requires
down time until repairs are completed. Historically this is how things have gone for us and this is
why our “loss” rate is high.
• Similarly, repairs are costly and fairly frequent. See above about client population being hard on
houses. Additionally, our houses are getting to the age where to be maintained, money must be
spent.
• Our operating exp is what it is, high or not. It’s possible perhaps some utilities got mixed in there
instead of being in misc oper expense. If awarded funds the City has already asked our pro
forma be re-stated and any misclassification will be addressed at that time. This will not affect
the bottom line however.
• We need a grant, not a loan of any kind, to proceed with this rehab.
• It’s noted we have grant funds we have not used yet. For rehab that has taken so long, these
unused funds are for one house which is being treated by the City as historically preserved, and
it has taken a great deal of time between breaks in the weather last year and this year to plan,
get bids and start the work. This project will be done as the weather improves and the last of
the work will get finished.
Our other application is for down payments grants on four new affordable housing purchases,
$240,000.
• There is a question or concern from the city about rehoming tenants. We buy 4 bedroom
houses. Then we add a fifth bedroom subsequent to purchase. This has become our model the
past few years and it works well. We have never bought a home that was occupied and would
never enter into an agreement where we had to re-home tenants.
• It was pointed out that we still have funds left to spend from previous years. One of those grants
is a rehab project on an historically preserved house, and it has simply taken a long time to get it
Successful Living
2406 Towncrest Dr. Iowa City, Iowa 52240
Phone (319) 358-6800
Fax (319) 358-6807
`2
all planned and work started due to its preservation status. But it’s coming along and will be
completed soon.
• And, yes, we still have two more houses to buy this year with previously awarded grant funds.
We did close on one the end of December and we will purchase the final two houses before the
start of the new fiscal year, which will use up all of our prior HOME funding. We are actively
looking. After these two houses are bought, we will continue to aggressively look for house
purchases in the new fiscal year, with the new HOME funds awarded us in this round, putting
forth greater effort than ever as more homes become available for sale as winter winds down.
• We prefer HOME funds to avoid the conflict of interest: one board member helps us buy homes
and gives us a break on his commission. CDBG would not allow him to earn any commission. We
believe he deserves some payment, and therefore prefer to be awarded HOME funds.
Previously in using CDBG funds, this board member forfeited all commission despite the hours
he and his staff put in, which we would like to avoid. If we do get awarded CDBG funds instead
of HOME, we still want the grant, and would perhaps engage another Real Estate agent not
otherwise associated with our agency.
• We already meet the city’s Affirmative Marketing Plan. Other agencies and individuals who
know of our mission and our client population of the mentally ill are always in the loop about
our SRO vacancies. This is where we get our referrals. We have Fair Housing signs up and
encourage diversity.
• When we add a 5th bedroom we never spend in excess of $20k-$25k, so we are not subject to
Davis Bacon or other HUD rules that kick in when rehabs exceed $100k.
• Our agency does not pay property tax and we make that known to the county auditor upon
purchase. There have been occasions when previous owners perhaps paid in arrears and we
made one final payment after purchase, but not every time. We have never included this in our
pro formas on grant applications, but can add it in if required.
• Our client population has always been hard on houses, and repairs take time, which requires
down time until repairs are completed. Historically this is how things have gone for us and this is
why our “loss” rate is high.
• Similarly, repairs are costly and fairly frequent. See #3 above about client population being hard
on houses. Additionally, our houses are getting to the age where to be maintained, money must
be spent.
• If our operating exp appears high, it’s possible some utilities got mixed in there instead of being
in misc oper expense. If awarded funds the City has already asked our pro forma be re-stated
and any misclassification will be addressed at that time. This will not affect the bottom line
however. And we are applying for GRANTS, not loans.
• The City has noted that in the past we had one down payment grant that benefited fewer than
planned beneficiaries. This was actually the first two grants awarded to us, and in our
application we asked, frankly, for too little. Then there was a delay in receiving funding due to
the presidential election and HUD difficulties until October of 2017. By the time we began
looking in the Spring of 2018, Iowa City houses were selling very quickly at higher than expected
prices (much higher than we thought). That is when we asked for these two down payments to
Successful Living
2406 Towncrest Dr. Iowa City, Iowa 52240
Phone (319) 358-6800
Fax (319) 358-6807
`3
be combined into one for a total of $87,000 for a single house, which we bought as soon as
possible. We do not expect this to happen again.
• All past granted and loaned City funds will be utilized by 7/1/19. Hills bank has also affirmed
their support for the respective house purchases.
Kind regards,
Carla J. Phelps
Director, Grants & Development
Successful Living
Aid to Agencies (Emerging) Application for FY2020
Ap p l ication In formation
Select Language ▼
Aid to Agencies provides flexible operational funding for nonprofits. Applications are due Tuesday, January 18, 2019 at
noon. This application is for “emerging” agencies, those that have not existed as a legal entity for at least 2 years or
have not received A2A funds in any of the last five years. $19,000 is estimated to be available this year. Each agency is
eligible to apply for up to $15,000. No award will be made for less than $5,000. Please submit one project proposal per
application. Questions can be directed to Neighborhood Services at kirk-lehmann@iowa-city.org or 319-356-5230. For
additional assistance, City staff will hold office hours to help applicants complete applications from 9:00 am – 11:00 am
on January 2, 4, and 8 in Iowa City City Hall, Department of Neighborhood and Development Services (410 E.
Washington Street, Iowa City). Additional assistance, and hard copy applications, are available upon request.”
Proje ct Name *
Total amount of funds re que ste d *
Applicant Name *
Applicant Organization *
Applicant Addre ss *
Signature *
Contact Pe rson *
Phone Numbe r *
Email *
Indicate your organizations corporate status *
Redevelopment of Forest View Mobile Home Park
15,000.00$
Rafael Morataya
Center for Worker Justice of Eastern Iowa
City
Iowa City
State / Province / Region
IA
Postal / Zip Code
52240
Country
USA
Street Address
1556 1st Avenue #C
Address Line 2
Barbara Ziegler
319-338-0142
barbara@cwjiowa.org
Ye ars in busine ss *
Has the applicant re ce iv e d City assistance in the last fiv e ye ars?*
In those fiv e ye ars, has any City assistance re v e rte d to the City due to non-e xpe nditure of funds *
Is the applicant curre ntly in compliance with all fe de ral, state and local laws, rule s and re gulations including
any CDBG and/or HOM E funde d proje cts?*
Non-profit
For-profit
Other
6
Yes No
Yes No
(including partners, co-applicants, etc.)
Yes
No
Currently in litigation
Proj ect Information
T he C ity Steps Plan guides funding within the com m unity that benefits lo w-m oderate incom e persons by
creating jobs, im proving housing, and providing services. Y ou can find a copy of City Steps at
www.icgov.org/actionplan.
Brie f summary of propose d proje ct *
Why this proje ct is ne e de d?*
How doe s it fill a gap in the community?*
How doe s it addre ss the goals of 2016-2020 CITY STEPS?*
Additional Docume ntation
Need & Priority
Limited to 2000 characters
Two years ago, residents of Forest View Mobile Home Park realized developers had bought their land and
planned a new commercial development.
Instead of waiting and worrying, the residents took action. They organized the Forest View Tenant’s
Association with support from the Center for Worker Justice, drafted principles for a just development, and
demanded a voice in the process.
Since then, a committee of dozens of residents have met at least monthly with developers to negotiate over the
details of their new neighborhood. The joint agreement now being considered by the Planning and Zoning
Commission includes plans for new modular homes for all current mobile home residents at similar rents to their
current lot rent, a rent-to-own option, and other provisions that the tenants’ association has worked hard to
achieve.
This is an important model for a more just affordable home development process.
Limited to 2000 characters
Early in this process Forest View residents adopted the following statement. This project will lead to the
realization of the vision expressed by the residents.
"The residents of Forest View are a tight-knit community. Many of us have lived here for years. We take care of
each other, and we believe a just development must give all current residents the option to stay. There is a
severe housing crisis in Iowa City; forcing any number of residents out leaves them at risk of homelessness.
The trailers in Forest View are our homes. We bought them, invested money in maintaining them, raised our
families in them, and had expected to stay in them. But they are also very old, do not comply with modern
safety codes, and are in no shape to be moved. If our community must be relocated as part of a new multi-
million dollar development, the end result should include safe and sustainable homes that can last. We would
particularly like to explore the possibility of developing a complex of small houses, with financing that current
residents could afford. This could provide a sustainable alternative for low-income housing in our area, and
would be a step toward addressing Iowa City’s housing crisis."
Limited to 1500 characters
The residents of Forest View - about 500 people (130 families) will benefit directly from preserving affordable
homes in their current neighborhood, keeping their neighborhood together, improving their living conditions,
and new access to the option of home ownership. They will also benefit from working on this project by
strengthening their relationships with local elected officials, empowering themselves to make improvements in
the community, and expanding their local community alliances
Limited to 1500 characters
This project relates directly to the section of the 2016-2020 CITY STEPS plan that describes the expansion of
economic opportunities through more jobs paying self-sufficient wages, homeownership opportunities,
development activities that promote long-term community viability, and the empowerment of low- and moderate-
income persons to achieve self-sufficiency. It addresses several important long-term issues in the community:
1) critical lack of affordable housing in the area, 2) health and safety of residents in our deteriorating trailer
park communities 3) barriers to home ownership for low-income and migrant workers, and 4) lack of tenant
voices in local housing and development planning.
Provide a budget breakdown for your specific program. Include only costs directly related to the program. For example,
providing a specific service should include the total estimated costs and available resources, broke out by general
categories such as salaries, materials, office expense, marketing, etc. If required by local and/or federal regulations,
include the cost of an audit. Document costs whenever possible.
Budget Breakdown
Use of Funds City Funds Othe r Funds Source of Othe r
Funds
Type Status
City Funds Othe r Funds
Total
Docume ntation of Costs
Labor Breakdown
Type De scription Hours Pe r Hour Rate Total Cost
Total Labor Cost
If v olunte e rs are use d, ple ase de scribe how the se v olunte e rs are utilize d for the propose d activ ity.
All public se rv ice proje cts are re quire d to e xpe nd the ir full award and comple te the propose d proje ct by the
e nd of the fiscal ye ar (June 30, 2020). Will you be able to me e t this re quire me nt?*
Please indicate the population to be served by the proposed program according to the linked income categories. If
requesting money for a specific administrative expense (like a staff member’s salary), indicate the population served by
your entire agency.
Please submit no more than 7 additional pages
CWJ Spring Summer 2018 Newsletter.pdf 4.71MB
Resources & Feasibility
Organization expenses
including communication,
interpreters, childcare and
space rent
5,000.00$7,000.00$Grants,
donations from
affiliate and
individual
supporters and
reserve savings
Cash Committed
Staff compensation 10,000.00$7,000.00$Foundation grant Cash Committed
15,000.00$14,000.00$
Unskilled 20 Forest View
Tenants'
Association
members * 2 hrs
per meeting * 24
monthly meetings
960 10.10$9,696.00$
9,696.00$
Limited to 1000 characters
Yes No
Impact & Community Benefit
(Please Note: If funded, this information will be used as income targeting for your Agreement).
Income Breakdown
M e dian Income Numbe r of Pe rsons
0 - 30%
31 - 50%
51 - 80%
Ov e r 80%
Total Pe rsons
Pe rce nt LM I
Pe rce nt Iowa City Re side nts
Ple ase de scribe the basis or me thodology use d to e stimate the numbe r of clie nts to be se rv e d (?)
120
90
15
10
235
95.74
100
Limited to 750 characters
Estimates based on statements of residents and preliminary survey of residents.
Project name: Grow: Johnson County 2019 Production
Total funds requested: $15,000
Applicant name: Jake Kundert
Applicant organization: Iowa Valley Resource Conservation and Development
Applicant address: 920 48th Ave, Amana, Iowa 52203
Contact Person: Jake Kundert
Authorized submission by Jake Kundert
Phone number: 319-622-3264
Email: jake@ivrcd.org
Organization corporate status: non-profit
Years in business: 20
Has the applicant received city assistance in the past 5 years? No
Has the applicant received city assistance in the past 3 years? No
Please provide evidence of your organization’s capacity, financial skills, commitment
and/or experience to implement the proposed program or service within the established
timetable and budget.* (2,592/4000 characters)
Iowa Valley Resource Conservation and Development (IVRCD) has been a leader in creating
and revitalizing the regional food system. IVRCD Deputy Director and Grow: Johnson County
Production Manager, Jason Grimm is a key player in supporting local food growth in Iowa and is
engaged not only within the IVRCD’s project region, but also in surrounding counties, statewide,
and at a national level for research and program advocacy. IVRCD Food Systems Director and
Grow: Johnson County Program Director Jake Kundert has over eight years experience leading
specialty crop research, farmers market manager training, farm and food systems projects, and
food entrepreneurship development. Grow: Johnson County Packshed and Distribution
Manager Míchi López has experience in educating volunteers & community members about
cultivation and harvest activities. All three project staff have extensive, real-world experience
with fruit and vegetable farming, both in their personal and professional lives. IVRCD has
stability as an organization (20 years in operation) and uses best practice regarding
organizational and program records, finance, and administration including a third party CPA
(Terry Lockridge & Dunn) and a Professional Employment Organization (Aureon HR) to support
personnel/human resources, administer benefit plans, process payroll, and file payroll taxes.
IVRCD has insurance coverage for staff and volunteers.
The Grow: Johnson County program has had three successful production seasons leading up to
this year. Each year capacity and efficiency has increased, as well as the diversity of food and
the overall pounds of food distributed. Over time, the team has developed better tracking,
training, and field systems. The first three production years the team sought and secured
funding for the necessary equipment and small machinery to allow for production at a four-acre
scale including a tractor, a large walk-in cooler, hand tools, and a suite of distribution supplies
like large wash bins. The plan for 2019 production is based on experience, records, and
demonstrated need by the 15 partner agencies (11 of the 15 are within Iowa City) and
supported by already secured assets.
The Grow: Johnson County program has diverse financial backing from local and regional
grants, corporate giving programs, and consistent support of the local county government all of
which contribute towards long-term sustainability. The Johnson County Board of Supervisors
has been a vocal supporter of Grow: Johnson County since its inception, and continues to
provide yearly financial support.
Is the applicant currently in compliance with all federal, state and local laws, rules and
regulations including any CDBG and/or HOME funded projects? Yes
Summary of project (1751/2000 characters):
Iowa Valley RC&D is requested $15,000 from the City of Iowa City’s Emerging Aid to Agencies
to fund the remaining need for Grow: Johnson County’s 2019 Production. The production
project for 2019 includes collaboration and research with 15 partner agencies, crop planning,
recordkeeping, and volunteer recruitment/training. It also includes all of the field work such as
cultivation, weed management, harvest, processing in accordance with USDA Good Agricultural
Practices, and distribution to agencies. In 2018, Grow produced 16,000 pounds of food or an
estimated $45,000.00 of fresh, local, organic food-- or the equivalent of 80,000 servings--at no
cost to our partner agencies. This 2019 Production project will match, or exceed, the amount
and value grown in 2018.
Grow: Johnson County Program (Grow) is a hunger-relief and educational farm program of
located on the Johnson County Historic Poor Farm in Iowa City, IA. This program aims to
improve healthy food access for our community’s most vulnerable residents as well as equip
aspiring growers with organic food production skills. Using four acres of county land, Grow:
Johnson County freely provides 100% of its organic produce to local hunger relief and social
service agencies including food pantries, shelters and rehabilitation centers, free meal sites,
home delivered meals, child care centers, and refugee and immigrant support centers. Grow
also provides hands-on opportunities for community members of all ages and abilities to
become involved with local food production. Currently, Grow: Johnson County’s charitable food
production takes place from May through October. Since the program’s first growing season in
2016 over 50,000 lbs of produce have reached our neighbors in need.
Why is this project needed (1518/2000 characters):
The Grow: Johnson County program was created to address local need for high quality, fresh,
and nutritious produce at social service agencies. Of the 19,500 Johnson County residents who
are considered to be food insecure, 54% rely on food assistance agencies for half or more of
their food (Feeding America, 2017; Johnson County Hunger Task Force, 2016). During the
growing season, Grow provides partners with organic foods weekly that, otherwise, are not
readily accessible. Of Grow’s fifteen partners, eleven of them are located in Iowa City: Crisis
Center, IC Compassion, Shelter House, Domestic Violence Intervention Program, the Iowa City
Free Lunch Program, the Neighborhood Centers of Johnson County, Field to Family, the
Bloomington HACAP Head Start, the Waterfront HACAP Head Start, Salvation Army, and the
Food Pantry at Iowa.
Good nutrition is one of the keys needed in order to live a healthy life. By freely providing fresh,
local, organic food to our neighbors we are fighting food insecurity and providing access to
healthy foods. Healthy food access continues to be a significant barrier to our neighbors in
need.
Demand for Grow’s produce is at an all-time high. Surveys completed in November/December
of 2018 with program partners showed that 75% requested an increase in production and
distribution to better meet their customers needs. Partners also provided feedback on the
produce profiles they received so that the Grow team can better tailor distribution to meet the
individual agency needs.
How does it fill a gap in the community (1005/1500 characters):
Grow’s production of food provides a reliable source for fresh produce and the addresses a
need for food production knowledge among aspiring growers.
Grow: Johnson County strives to be a client-driven program, which is why the production
process has been specialized on foods that are in high demand at local agencies. For example,
local food pantries are often supplied with surplus cucumber, but are rarely offered
client-favorites like watermelon, potatoes, onions, collards, and okra. By tailoring the production
method to the community’s needs, Grow: Johnson County provides produce that is not always
accessible at food assistance sites, ensuring value to our partners by not duplicating services
provided elsewhere.
More often than not, food assistance agencies can only offer their clientele items that have been
donated. Grow supports local food sovereignty by providing partner agency clientele with food
that they want to eat and by working to give them a voice in the production process.
How does it address the goals of 2016-2020 CITY STEPS (972/1500 characters):
The Grow: Johnson County 2019 Production project helps accomplish Goal 7 - Provide Public
Services - in the Iowa City Steps Iowa City’s Five Year Consolidated Plan for Housing, Jobs,
and Services for Low Income Residents (2016-2020). Goal 7 is to “Increase the effectiveness of
physical investments that improve conditions for the elderly, youth, low-income persons, and
other special populations.”
The 2019 production project will distribute at least 16,000 pounds of local, fresh, organic, and
free food to partner agencies (the equivalent of $45,000.00 or 80,000 servings). These agencies
serve low to moderate-income (LMI) residents, households with incomes less than 50% of the
area median income (AMI), and those with extremely low-incomes (less than 30% of AMI).
They also serve special needs individuals including at-risk children and youth, low-income
families, the homeless and persons threatened with homelessness, the elderly, and persons
with disabilities.
[Budget and Labor Breakdown]
*Descriptions
Jason Grimm - Deputy Director
Jake Kundert - Food Systems Director
Míchi López - Packshed and Distribution Manager
Production Volunteers
If volunteers are used, please describe how these volunteers are utilized for the
proposed activity. (631/1000 characters)
Grow: Johnson County leverages volunteers to assist in all aspects of our food production
system. Under the guidance of experienced production staff, volunteers help seed, plant, weed,
harvest, wash and package produce, and maintain production areas. Each spring, the
production team holds a volunteer orientation and food safety training to ensure that everyone
involved in Grow’s produce operation is familiar with the farm’s food safety standards.
Volunteers range from individuals to large groups and their is no age limit, no needed
experience or background, and no special abilities required to be a volunteer with Grow. For
example, groups who contributed in 2018 included Johnson County Master Gardeners, C.H.
Robinson, and the University of Iowa first year law and public health students.
Impact and community Benefit--estimate the number of clients to be served and their
median income
Please describe the basis or methodology used to estimate the number of clients to be
served (393/750 characters)
The Grow: Johnson County Program is partnered with 15 agencies, several of which do not take
demographic data for various reasons. Currently, Grow is not directly involved with clientele
services and and therefore does not collect data. Feedback from partner agencies regarding
Grow produce consumed is very positive, with only a few instances of produce having to be
discarded which means that nearly all of the produce delivered is taken home by clientele. In
2018, records show $45,000 of Grow produce (an equivalent of approx. 80,000 servings) was
consumed by community members in need.
1-16-19
Department of Neighborhood and Development Services
410 E. Washington St
Iowa City, Iowa
Dear City of Iowa City Housing and Community Development Commission:
On behalf of Table to Table I am pleased to offer my support for the Iowa Valley Resource
Conservation and Development (IVRCD’s) proposal, “Grow: Johnson County” to the City of Iowa
City’s Emerging Aid to Agencies Grant. This proposal seeks to fund Grow: Johnson County’s
efforts to provide fresh, organic produce to food assistance organizations, like Table to Table
that serve thousands of food insecure individuals in our community.
We’ve had a growing partnership with IVRCD and their Grow: Johnson County project for three
seasons. This growing season, the Grow: Johnson County farm donated nearly 13,000 lbs of
free organic produce to Table to Table. We distributed that produce to 15 local agencies who
serve more than 15,000 hungry people annually. The agencies we serve have very few sources
of fresh fruits and vegetables. Providing produce to our partners is our priority and with
vegetables from Grow, we’ve been able to increase the amount of produce we distribute by 30%
during the summer.
Our work with the Grow farm is truly a well-matched partnership. Table to Table already has the
distribution network in place to reach thousands of Johnson County residents. Grow: Johnson
County is producing the very type of food that our clients most need. Each year they assess the
needs of the community and plan their crop according to the feedback of the people they serve.
This helps Table to Table fill the gaps in our distribution network, enabling us to meet food
needs not met by other sources or organizations.
We envision our partnership continuing with the support of the Emerging Aid to Agencies grant.
Emerging Aid to Agencies funding for the Grow: Johnson County project. Table to Table is
committed to working with Grow: Johnson County to provide good food for all in our Iowa City
community. We look forward to working with project lead Míchi López in this pursuit.
Sincerely,
Nicki Ross
Executive Director
Table to Table
The Crisis Center of Johnson County 24 Hour Crisis Line (319) 351-0140
1121 Gilbert Ct Food Bank (319) 351-0128
Iowa City IA 52240-4528 Business Line (319) 351-2726
www.jccrisiscenter.org Fax (319) 351-4671
January 16, 2019
Department of Neighborhood and Development Services
410 E. Washington St
Iowa City, Iowa
Dear City of Iowa City Housing and Community Development Commission:
On behalf of The Crisis Center of Johnson County, I am pleased to offer my support for the Iowa Valley Resource
Conservation and Development (IVRCD’s) proposal, “Grow: Johnson County” to the City of Iowa City’s Emerging Aid to
Agencies Grant. This proposal seeks to fund Grow: Johnson County’s efforts to provide fresh organic produce to food
assistance organizations, like The Crisis Center Food Bank, that serve thousands of food insecure individuals in our
community.
As Food Bank and Emergency Assistance Director at the Crisis Center, I have seen firsthand the impact Grow: Johnson
County has on local nonprofits. While the Crisis Center Food Bank receives a lot of produce during the growing season,
several things set apart the donations from Grow:
• The produce is picked and distributed within a day, so it is very fresh;
• The produce is high quality, herbicide- and pesticide-free, and picked at the right time in its growth, so it looks
beautiful and is at peak nutritional content;
• They grow a wide variety of fruits and vegetables to meet diverse requests; and
• Grow: Johnson County consults with recipient agencies to find out what we most need, so we can best meet the
needs of our clients. For instance, last year, they planted and produced more okra and onions for recipients,
because those were two items we said we needed in higher quantities.
If Grow: Johnson County receives this grant, it will allow them to continue providing an impressive quantity and variety
of fruits and vegetables to agencies in Iowa City allowing us to provide nutritious food to people in need. The Crisis
Center is committed to working with Grow: Johnson County to provide good food for all in our Iowa City community. I
look forward to working with project lead Míchi López in this pursuit.
Sincerely,
Sarah Benson Witry
Food Bank & Emergency Assistance Director
The Crisis Center of Johnson County
January 9, 2019
Department of Neighborhood and Development Services
410 E. Washington St
Iowa City, Iowa
Dear City of Iowa City Housing and Community Development Commission:
On behalf of HACAP Head Start we are pleased to offer our support for the Iowa
Valley Resource Conservation and Development (IVRCD’s) proposal, “Grow:
Johnson County” to the City of Iowa City’s Emerging Aid to Agencies Grant. This
proposal seeks to fund Grow: Johnson County’s efforts to provide fresh organic
produce to food assistance organizations, like HACAP Head Start, that serve
thousands of food insecure individuals in our community.
HACAP Head Start provides preschool and child care for toddlers and
preschoolers in Johnson County who come from low income families. It is
important that we provide the children healthy meals and snacks while they are in
our care in order to optimize their growth and learning potential. We also
consider the impact the provision of nutritious meals has on families, as children
are exposed to a variety of nutritious foods that they might not otherwise learn to
enjoy. Grow: Johnson County supports these efforts by weekly donations of fresh
organic produce to HACAP Head Start through Table to Table.
HACAP Head Start is committed to working with Grow: Johnson County to
provide nutritious food for all in our Iowa City community. We look forward to
future opportunities to collaborate with Grow: Johnson County.
Sincerely,
Libby Underwood Jennifer Kindon
HACAP Head Start Nutrition Manager HACAP Head Start Waterfront
Assistant Supervisor
Upon attempt to submit the following popped up.
This application was submitted as a PDF to Kirk Lehmann via email at 12:07pm.
Aid to Agencies (Emerging) Application for FY2020
Ap p l ication In formation
Aid to Agencies provides flexible operational funding for nonprofits. Applications are due Tuesday, January 18, 2019 at
noon. This application is for “emerging” agencies, those that have not existed as a legal entity for at least 2 years or
have not received A2A funds in any of the last five years. $19,000 is estimated to be available this year. Each agency is
eligible to apply for up to $15,000. No award will be made for less than $5,000. Please submit one project proposal per
application. Questions can be directed to Neighborhood Services at kirk-lehmann@iowa-city.org or 319-356-5230. For
additional assistance, City staff will hold office hours to help applicants complete applications from 9:00 am – 11:00 am
on January 2, 4, and 8 in Iowa City City Hall, Department of Neighborhood and Development Services (410 E.
Washington Street, Iowa City). Additional assistance, and hard copy applications, are available upon request.”
Proje ct Name *
Total amount of funds re que ste d *
Applicant Name *
Applicant Organization *
Applicant Addre ss *
Signature *
Contact Pe rson *
Phone Numbe r *
Email *
Indicate your organizations corporate status *
Starting a Clean Energy District in Iowa City
12,000.00$
Craig Mosher, Cheryl Miller, Martha Norbeck, GT Karr, Rob
Novak
Johnson Clean Energy District (JCED)
City
Iowa City
State / Province / Region
IA
Postal / Zip Code
52246
Country
USA
Street Address
115 Prairie Hill Lane
Address Line 2
Craig Mosher
563-380-5854
craig.r.mosher@gmail.com
Ye ars in busine ss *
Has the applicant re ce iv e d City assistance in the last fiv e ye ars?*
Has the applicant re ce iv e d City assistance in the last thre e ye ars?*
Ple ase prov ide e v ide nce of your organization’s capacity, financial skills, commitme nt and/or e xpe rie nce to
imple me nt the propose d program or se rv ice within the e stablishe d time table and budge t.*
Is the applicant curre ntly in compliance with all fe de ral, state and local laws, rule s and re gulations including
any CDBG and/or HOM E funde d proje cts?*
Non-profit
For-profit
Other
1
Yes No
Yes No
Limited to 4000 characters
Our organizing committee, which will become our board, is composed of skilled professionals as outlined in the
section below outlining the volunteer work we will do. Among us we have ample capacity to complete the work
outlined in this proposal on time, on budget, and with distinction. Note: I'm sorry, I didn't see this question
earlier so don't have time to draft a fuller response but we will be glad to provide that additional information.
(including partners, co-applicants, etc.)
Yes
No
Currently in litigation
Proj ect Information
T he C ity Steps Plan guides funding within the com m unity that benefits lo w-m oderate incom e persons by
creating jobs, im proving housing, and providing services. Y ou can find a copy of City Steps at
www.icgov.org/actionplan.
Brie f summary of propose d proje ct *
Why this proje ct is ne e de d?*
Need & Priority
Limited to 2000 characters
The Johnson Clean Energy District (JCED) is being created to dramatically expand and accelerate the
transition to cleaner, more efficient energy and to bring broad societal, ecological, and economic benefits to
Iowa City and Johnson County. More specifically, JCED will:
Do energy auditing and planning for homeowners, landlords, and businesses.
Collaborate with Green Iowa AmeriCorps (GIA), the City Housing Rehabilitation Program, GRIP, Johnson
County, HACAP, Habitat, and The Housing Fellowship (THF) to coordinate and accelerate retrofits to make
residential and business buildings more energy efficient.
Educate the public and targeted groups about energy efficiency (EE),
renewable energy (RE), and global climate change.
Keep energy dollars local and stimulate the local economy through:
consumers saving money on their energy bills, producing energy locally
(solar PV), and expanding the market for RE and EE work for contractors.
Collaborate with Kirkwood Community College and other educators and
trainers to train auditors and contractors.
Advocate at local and state levels for clean energy policies through
the new Clean Energy Districts of Iowa organization.
Specific action tasks we will do:
Incorporate as a non-profit and obtain 501(c)(3) status
Recruit homes and businesses for GIA to do Level One EE work and refer to City housing rehab programs,
HACAP, Habitat, and local contractors for additional EE work. GIA teams are expected to do 120 homes per
year. These Level One visits are further explained in the budget section. Contract with BPI certified auditors to
provide at least 12 Level Two in-depth audits for more extensive EE work (insulation, roofs, HVAC, solar PV,
etc). More audits can be done on a fee-for-service basis. Collaborate with the City on a list of recommended
contractors to do the work.
Follow up with customers on audit recommendations to execute work.
Plan a larger EE campaign modeled on Solarize Johnson County. Seek funding from HOME, Jo
How doe s it fill a gap in the community?*
How doe s it addre ss the goals of 2016-2020 CITY STEPS?*
Limited to 2000 characters
Although a variety of programs exist to encourage energy efficiency and renewable energy, none are currently
at the scale needed to reach the city’s and society’s goals and they are not well-coordinated with each other.
Need: the Iowa City Climate Action Plan and CITY STEPS document the need to reach ambitious EE housing
rehab retrofit goals (975 homes per year) but existing agencies do not have the capacity to do EE and
renewable development at the necessary scale. Solution: JCED will dramatically scale up successful energy
efficiency and renewable energy programs for homeowners, businesses, and government.
Need: the public needs to understand more about carbon emissions and the costs of wasting energy. Solution:
JCED will increase public awareness and readiness to take action on clean, efficient energy through breakfast
seminars, newsletters, electric car fairs, light bulb exchanges, tours of efficient solar homes, etc
Need: agencies and programs doing energy efficiency and renewable energy work are not always
communicating and coordinating enough with each other. Solution: JCED will develop a communication platform
between agencies to improve coordination.
Need: we do not have enough systematic data collection about EE programs and renewable energy
development. Data on carbon reductions and energy dollar savings for consumers is needed. Solution: JCED
can document and evaluate program results. For example, JCED has a spreadsheet that calculates carbon
reductions and energy cost savings per building served.
Need: programs and contractors need additional training and certification to do EE work at scale. Solution:
JCED and partners will offer training for BPI auditing certification and assist in technical training of EE workers.
For example, in collaboration with Iowa City Cohousing, JCED will offer training for contractors in advanced
(LEED eligible) energy efficiency construction techniques. JCED will also collaborate with Kirkwood Community
College to pr
Limited to 1500 characters
First, the Johnson Clean Energy District (JCED) will act as a focal point – a fulcrum – for coordinated action
among all energy transition stakeholders. At present, there is no single place that brings service providers,
consumers, financing, and policies together. This organization will serve as a “One Stop Shop” where energy
consumers, contractors, service providers, students and educators, investors, policymakers, regulators, and
others can obtain high quality energy-related information, services, and incentives.
Second, JCED will provide more focus and resources to the outreach and educational work being done by the
GAI team and others. Through this work Iowa Citians will come to understand more clearly the connection
between energy consumption, carbon emissions, and the personal, economic, and social costs of global
climate change. A public education campaign combined with incentive packages can help motivate many
homeowners.
Third, and most important, the Energy District will play a major part in taking EE and RE programs to scale. It
will develop and evaluate different approaches and technologies and develop partnerships needed to meet
demand and achieve GHG reduction goals on timelines outlined in the Iowa City Climate Action Plan. Scaling
this effort will start with ramping up existing programs for LMI homeowners in Iowa City. Within a very short time,
however, the effort must eventually reach homeowners in every demographic (income, owner/renter, age,
rural/urb
Additional Docume ntation
Provide a budget breakdown for your specific program. Include only costs directly related to the program. For example,
providing a specific service should include the total estimated costs and available resources, broke out by general
categories such as salaries, materials, office expense, marketing, etc. If required by local and/or federal regulations,
include the cost of an audit. Document costs whenever possible.
Budget Breakdown
Use of Funds City Funds Othe r Funds Source of Othe r
Funds
Type Status
Limited to 1500 characters
While CITY STEPS focuses on the CDBG, HOME, and GRIP programs it provides useful information about City
goals and needs that are relevant to the EE housing rehabilitation, economic development, and job creation
goals of this Aid to Agencies proposal. The CITY STEPS overall goals include: #2 “...reinvestment in aging
neighborhoods…” and #3, “To expand economic opportunities through job creation,” – both of which will be
accomplished through this new agency’s work. (p. 4)
The Strategic Plan Overview states that federal funds are intended to provide LMI households with decent
housing … expanded economic opportunities...” Also, “eligible activities include … housing rehabilitation …
economic development.” (p. 91)
The Priority Set-Asides, Needs and Goals Summaries state high priority needs and goals that are directly
related to this proposal: 1) improving both owner and rental housing through rehabilitation of existing units and
2) economic development (pp. 96, 107-109)
Creating suitable living environments is another objective. The relative energy cost burden on low income
households can be double that for the median household. Households may have to trade-off necessities to pay
energy bills. As more households receive energy efficiency assistance it will help reduce their energy cost
burden and increase comfort.
The City Climate Action Plan sets a high priority on retrofitting existing buildings (which account for 56% of City
GHG emissions) to increase energy efficiency—as
Please submit no more than 7 additional pages
Budget & Doc 1.18.19.docx 17.56KB
Resources & Feasibility
Use of Funds City Funds Othe r Funds Source of Othe r
Funds
Type Status
City Funds Othe r Funds
Total
Ple ase list anticipate d date s uncommitte d funding is e xpe cte d *
Docume ntation of Costs
Labor Breakdown
Type De scription Hours Pe r Hour Rate Total Cost
Construction /
Rehabilitation
12,000.00$25,000.00$JCED will explore
additional
funding from: the
Iowa City
Community
Partnerships for
Climate Action
grant program,
Johnson County
Community
Foundation,
HTF, Johnson
County, private
individuals, and
other sources.
We also
anticipate some
funding from the
Clean Energy
Districts of Iowa
through the
Greater
Dubuque
Community
Foundation.
Cash Uncommitted
12,000.00$25,000.00$
We don't have firm dates yet but will be applying to the
sources outlined in the proposal.
This additional funding will include grants, private donations,
in-kind contributions, and collaborative work from other
agencies, private contributions.
Initial conversations have been held with several of these
funding sources but no firm commitments have been made
yet.
Doc of Costs A2A.docx 12.21KB
Type De scription Hours Pe r Hour Rate Total Cost
Total Labor Cost
If v olunte e rs are use d, ple ase de scribe how the se v olunte e rs are utilize d for the propose d activ ity.
All public se rv ice proje cts are re quire d to e xpe nd the ir full award and comple te the propose d proje ct by the
e nd of the fiscal ye ar (June 30, 2020). Will you be able to me e t this re quire me nt?*
Please indicate the population to be served by the proposed program according to the linked income categories. If
requesting money for a specific administrative expense (like a staff member’s salary), indicate the population served by
your entire agency.
(Please Note: If funded, this information will be used as income targeting for your Agreement).
Income Breakdown
M e dian Income Numbe r of Pe rsons
0 - 30%
31 - 50%
51 - 80%
Skilled BPI certified
auditor to do
audits; recruit
households and
businesses for
GIA Level One
visits and Level
Two (deeper)
audits, EE and
solar PV work;
public education;
collaboration with
other agencies;
etc.
500 22.50$11,250.00$
11,250.00$
Limited to 1000 characters
Craig Mosher worked for Hillcrest Family Services—building a CDBG funded group home and rehabing an
apartment building. He was Director of the Johnson County MH/DD Department. He also worked for Community
Action in Decorah and built a group home with the help of Habitat for Humanity, a County land donation, City
funding, and federal grants that he wrote.
Martha Norbeck is a local green building architect. She serves on the Iowa City Climate Action Committee
(ICCAC) and is chair of the Iowa chapter of the US Green Building Council. She will do training, public
education, recruitment of households.
Cheryl Miller managed scientific and stakeholder forums at the University of Minnesota on energy and GHG
reduction options in the state. She will do grant writing, public education, and recruitment of households.
G.T. Karr serves on the (ICCAC) and the Greater Iowa City Home Builders Association. He will do training and
public education.
Rob Novak is a certified auditor and BPI trainer w
Yes No
Impact & Community Benefit
15
15
30
Ov e r 80%
M e dian Income Numbe r of Pe rsons
Total Pe rsons
Pe rce nt LM I
Pe rce nt Iowa City Re side nts
Ple ase de scribe the basis or me thodology use d to e stimate the numbe r of clie nts to be se rv e d (?)
12
72
83.33
100
Limited to 750 characters
The estimate of number of people served is based on the expectation and performance of
GIA teams in Iowa. They do at least 120 households per 10 month period. We figured we
could refer half of this number to GIA. JCED will also be able to do 12 Level Two audits
with A2A funding. We may spread this Level Two money further by subsidizing just part of
the cost for each household. We will collaborate with THF to recruit from among their LMI
clients. THF may also have funding to do some additional households that we can help
them recruit.
Both the Winneshiek and Clayton County Energy Districts exceed these numbers of
households served each year, using GIA teams.
Budget
City of Iowa City Other Sources All Sources
Salary & benefits 13,500
Subsidize Audits 10 @ 500 5,000 5,000
Legal - Incorporation, 501(c)3 900
Supplies - LED bulbs, etc. 2,400 2,800
Printing 300 300
PR - Advertising 600 500
Computer, printer, software 1,300
Consultation & training 1,400 2,500
Dues 100
Travel 200 200
Office Supplies 200 200
Totals 12,000 25,000 37,000
Use of Funds (i.e., salaries, materials, office expense, marketing)
Note: The budget can be adjusted to meet City priorities for funding other applications by
adjusting the amounts for subsidizing audits and supplies.
The budget for this A2A proposal includes:
• Subsidize audits – funds to subsidize Level Two (deeper) audits. Half of this will go
to LMI households.
• Legal costs to incorporate and get IRS 501(c)(3) status.
• Supplies for Level One home visits and events: LED bulbs, aerators, etc.*
• Printing and advertising for public education, outreach, and publicity
• Computer, printer, and software. Office space will be donated in year one.
• Consultation from other energy districts and BPI training for staff
• Dues for the Clean Energy Districts of Iowa organization
• Travel – mileage for travel to homes, businesses and meetings
• Office supplies
* These Level One visits do a basic audit, change all light bulbs for LEDs, change faucet
aerators to low-flow and sometimes do some air sealing (caulking or taping air ducts). This
is more than utility audits typically do. JCED will provide at least 60 LMI referrals to GIA.
These Level One home visits save residents an average of $100 per year on their energy
bills at a cost to the program of approximately $125. LMI families pay nothing.
We will seek other sources of funding as noted below. This will allow additional work as
outlined and the hiring of a half-time staff person for the second half of the fiscal year to
carry out the work of this program including doing Level Two audits, education,
recruitment of households to refer to GIA and other agencies, etc.
Documentation of Costs
Labor Breakdown NONE in this A2A proposal; some with other funding as follows.
Type Half-time staff for six months
Description BPI certified auditor to do audits; recruit households and businesses
for GIA Level One visits and Level Two (deeper) audits, EE and solar PV work; public
education; collaboration with other agencies; etc.
Hours 20 x 25 weeks = 500
Per Hour Rate $45,000/4 = 11,250/500= $22.50
Total Cost $13,500 including 20% (2250) for benefits
Total Labor Cost $13,500
Aid to Agencies (Emerging) Application for FY2020
Ap p l ication In formation
Select Language ▼
Aid to Agencies provides flexible operational funding for nonprofits. Applications are due Tuesday, January 18, 2019 at
noon. This application is for “emerging” agencies, those that have not existed as a legal entity for at least 2 years or
have not received A2A funds in any of the last five years. $19,000 is estimated to be available this year. Each agency is
eligible to apply for up to $15,000. No award will be made for less than $5,000. Please submit one project proposal per
application. Questions can be directed to Neighborhood Services at kirk-lehmann@iowa-city.org or 319-356-5230. For
additional assistance, City staff will hold office hours to help applicants complete applications from 9:00 am – 11:00 am
on January 2, 4, and 8 in Iowa City City Hall, Department of Neighborhood and Development Services (410 E.
Washington Street, Iowa City). Additional assistance, and hard copy applications, are available upon request.”
Proje ct Name *
Total amount of funds re que ste d *
Applicant Name *
Applicant Organization *
Applicant Addre ss *
Signature *
Contact Pe rson *
Phone Numbe r *
Email *
Indicate your organizations corporate status *
LCA Renovation Phase 2
56,247.51$
Anthony
Little Creations Academy
City
Iowa City
State / Province / Region
Iowa
Postal / Zip Code
52245
Country
United States
Street Address
2929 E Court St
Address Line 2
Anthony Smith
3196544624
pastor@ncichurch.com
Ye ars in busine ss *
Has the applicant re ce iv e d City assistance in the last fiv e ye ars?*
In those fiv e ye ars, has any City assistance re v e rte d to the City due to non-e xpe nditure of funds *
Is the applicant curre ntly in compliance with all fe de ral, state and local laws, rule s and re gulations including
any CDBG and/or HOM E funde d proje cts?*
Non-profit
For-profit
Other
2
Yes No
Yes No
(including partners, co-applicants, etc.)
Yes
No
Currently in litigation
Proj ect Information
T he C ity Steps Plan guides funding within the com m unity that benefits lo w-m oderate incom e persons by
creating jobs, im proving housing, and providing services. Y ou can find a copy of City Steps at
www.icgov.org/actionplan.
Brie f summary of propose d proje ct *
Why this proje ct is ne e de d?*
How doe s it fill a gap in the community?*
How doe s it addre ss the goals of 2016-2020 CITY STEPS?*
Additional Docume ntation
Provide a budget breakdown for your specific program. Include only costs directly related to the program. For example,
providing a specific service should include the total estimated costs and available resources, broke out by general
categories such as salaries, materials, office expense, marketing, etc. If required by local and/or federal regulations,
include the cost of an audit. Document costs whenever possible.
Budget Breakdown
Use of Funds City Funds Othe r Funds Source of Othe r
Funds
Type Status
City Funds Othe r Funds
Total
Ple ase list anticipate d date s uncommitte d funding is e xpe cte d *
Docume ntation of Costs
Need & Priority
Limited to 2000 characters
The purpose of the project is to purchase and install a Smart Board for school age students.
Limited to 2000 characters
The smart board's primary use is for the After School Program. Its a key learning tool for teachers and
students.
Limited to 1500 characters
Our child care facility serves the general public and those who are financially challenges. We provide quality
child care that most families can afford. Our childcare center gives the undeserved the opportunity to be
productive in the community while maintaining their dignity.
Limited to 1500 characters
Little Creations Academy provides child care service to low income families. Our services extend to the
Domestic Violence Center, Shelter house, and Promise Jobs as well the general public. Our center provide the
disenfranchised the opportunity to prosper. All of our staff are paid at least $10.10 per hr.
Please submit no more than 7 additional pages
Resources & Feasibility
Smart Board 6,165.00$$Cash Uncommitted
6,165.00$0.00$
April 1, 2019
Labor Breakdown
Type De scription Hours Pe r Hour Rate Total Cost
Total Labor Cost
If v olunte e rs are use d, ple ase de scribe how the se v olunte e rs are utilize d for the propose d activ ity.
All public se rv ice proje cts are re quire d to e xpe nd the ir full award and comple te the propose d proje ct by the
e nd of the fiscal ye ar (June 30, 2020). Will you be able to me e t this re quire me nt?*
Please indicate the population to be served by the proposed program according to the linked income categories. If
requesting money for a specific administrative expense (like a staff member’s salary), indicate the population served by
your entire agency.
(Please Note: If funded, this information will be used as income targeting for your Agreement).
Income Breakdown
M e dian Income Numbe r of Pe rsons
0 - 30%
31 - 50%
51 - 80%
Ov e r 80%
Total Pe rsons
Pe rce nt LM I
Pe rce nt Iowa City Re side nts
Ple ase de scribe the basis or me thodology use d to e stimate the numbe r of clie nts to be se rv e d (?)
Smart Board Gleeson.pdf 153.47KB
Smart Board.jpg 166.35KB
Skilled Smart Board
Install
10 27.16$271.60$
Skilled Electrical Install 10 32.85$328.50$
600.10$
Limited to 1000 characters
Yes No
Impact & Community Benefit
4
20
24
16.67
75
Limited to 750 characters
Our database stores the clients we serve. We collect data such as address, family
members, and income. We are required to keep records of low income clients that receive
financial assistance.
Aid to Agencies (Emerging) Application for FY2020
Ap p l ication In formation
Aid to Agencies provides flexible operational funding for nonprofits. Applications are due Tuesday, January 18, 2019 at
noon. This application is for “emerging” agencies, those that have not existed as a legal entity for at least 2 years or
have not received A2A funds in any of the last five years. $19,000 is estimated to be available this year. Each agency is
eligible to apply for up to $15,000. No award will be made for less than $5,000. Please submit one project proposal per
application. Questions can be directed to Neighborhood Services at kirk-lehmann@iowa-city.org or 319-356-5230. For
additional assistance, City staff will hold office hours to help applicants complete applications from 9:00 am – 11:00 am
on January 2, 4, and 8 in Iowa City City Hall, Department of Neighborhood and Development Services (410 E.
Washington Street, Iowa City). Additional assistance, and hard copy applications, are available upon request.”
Proje ct Name *
Total amount of funds re que ste d *
Applicant Name *
Applicant Organization *
Applicant Addre ss *
Signature *
Contact Pe rson *
Phone Numbe r *
Email *
Indicate your organizations corporate status *
Staff Payroll funding
15,000.00$
Carla Phelps
Successful Living
City
Iowa City
State / Province / Region
IA
Postal / Zip Code
52240
Country
United States
Street Address
2406 Towncrest Drive
Address Line 2
Carla J. Phelps
3194711809
cphelps@icsuccess.org
Ye ars in busine ss *
Has the applicant re ce iv e d City assistance in the last fiv e ye ars?*
In those fiv e ye ars, has any City assistance re v e rte d to the City due to non-e xpe nditure of funds *
Is the applicant curre ntly in compliance with all fe de ral, state and local laws, rule s and re gulations including
any CDBG and/or HOM E funde d proje cts?*
Non-profit
For-profit
Other
20
Yes No
Yes No
(including partners, co-applicants, etc.)
Yes
No
Currently in litigation
Proj ect Information
T he C ity Steps Plan guides funding within the com m unity that benefits lo w-m oderate incom e persons by
creating jobs, im proving housing, and providing services. Y ou can find a copy of City Steps at
www.icgov.org/actionplan.
Brie f summary of propose d proje ct *
Why this proje ct is ne e de d?*
How doe s it fill a gap in the community?*
Need & Priority
Limited to 2000 characters
Successful Living staff works exclusively with the Chronically Mentally Ill (CMI) in Iowa City, and has for 20
years. We are successful due to our hardworking staff – who have more and more demands made of them
each year, due to regulations imposed on our agency in terms of documentation.
Our clients come to us from the streets, shelters and other unfortunate circumstances. Agency staff gets them
into secure housing, enrolled with Medicaid and into to see doctors to treat their psychiatric illnesses and their
myriad physical ailments after years of neglect.
Our staff works daily with these clients: medication management, counseling on nutrition,
hygiene, time management, budgeting and many other supports. Our staff are on the front lines in caring for
these people, preventing isolation and talking about depression, anxiety, hearing voices, the consequences of
missing meds, participating in groups and more. This is how client behaviors improve, how clients learn how to
manage their own lives and to eventually enjoy themselves with higher self-esteem and pleasure in living. This
is what recovery means, and how it is achieved, with the help of our compassionate staff.
Iowa’s Medicaid program pays for services via the hours staff spends with clients. Medicaid funding is how we
pay all agency expenses. But more and more staff time is required to document all client contacts each year,
without enough time to get it all done (this documentation is done online, out of the presence of clients: staff
hours that Medicaid requires, but doesn't pay for).
Further, our Medicaid billing rates have not increased in in over 10 years for clients with highest needs, yet we
continue to give staff raises annually. All agency expenses rise each year while our income remains static.
We need help with staff payroll expenses, to pay them for more hours of work.
Limited to 2000 characters
Our agency’s staff plays an integral role in the care and treatment of the Chronically Mentally Ill population in
Iowa City. We are a service organization; our staff is our greatest resource and our biggest expense. Yet staff
at agencies like ours (who are overwhelmingly female) are among the lowest paid of all the employed in Iowa
City, at a time when the demands on staff are increasing. This is in the context of the work itself, which is
innately stressful, due to the nature of mental illness and the cruel toll it takes on our clients and staff alike.
Yet, that is the most important work of our compassionate staff, helping clients heal. The difficulty is that on top
of 1:1 client work, staff are also required to do more and more paperwork, staff work which Medicaid dos not
reimburse us for, due to rules imposed by both the MCOs (these are Managed Care Organizations, which are
private insurance companies who administer Iowa’s Medicaid program) and by Iowa DHS. This additional work
requires additional staff compensation in order to continue to provide high quality services to our clients, the
heart of our agency. We need to prevent staff attrition due to inadequate compensation for doing mandated
paperwork.
How doe s it addre ss the goals of 2016-2020 CITY STEPS?*
Additional Docume ntation
Provide a budget breakdown for your specific program. Include only costs directly related to the program. For example,
providing a specific service should include the total estimated costs and available resources, broke out by general
categories such as salaries, materials, office expense, marketing, etc. If required by local and/or federal regulations,
include the cost of an audit. Document costs whenever possible.
Budget Breakdown
Use of Funds City Funds Othe r Funds Source of Othe r
Funds
Type Status
City Funds Othe r Funds
Total
Ple ase list anticipate d date s uncommitte d funding is e xpe cte d *
Docume ntation of Costs
Labor Breakdown
Limited to 1500 characters
The mentally ill who are poor need the help of our staff. Our staff deserves better compensation due to this
workload. Virtually all of our clients have experienced homelessness, and have had their illnesses go
untreated. That is the gap our agency’s staff fills: our staff takes in the impoverished mentally ill from off the
streets and assists them in their recovery by securing housing and psychiatric services to get them on the road
to recovery. Many clients remain with us for many years thereafter. This helps our clients and also helps our
community, saving on resources like law enforcement, psych wards, the ER and others. People heal and
behaviors improve, attitudes change and outcomes are healthy and optimal. It is our staff that makes this
happen. Without good staff no agency can keep up with the demand for these critical and challenging services.
The additional red tape imposed each year has made staff work more and more challenging. Our staff and
clients deserve better.
Limited to 1500 characters
Priority Needs of City Steps Aid to Agency, by number: Our agency provides affordable rental housing to adults
who experience Chronic Mental Illness (05O), and we expand housing each year with the acquisition of more
houses. In so doing we eliminate homelessness (05). All of our staff works exclusively with the mentally ill, most
of whom are 100% disabled (05B) by their illnesses. They also have physical ailments we attend to so their
physical health improves (05M). We work with those who live in our housing and with others who live elsewhere.
Our own houses are in residential neighborhoods and our clients become good neighbors to those around
them. Goodwill is promoted and our community has been welcoming with a generosity of spirit. We promote
good neighborhood relationships and receive the same in return. Most of our clients don't drive or have cars
so our staff transports (05E) them everywhere until they become able to use public transport (some never do).
Please submit no more than 7 additional pages
Resources & Feasibility
Staff payroll funding 15,000.00$$Uncommitted
15,000.00$0.00$
July 1, 2019 is the anticipated funding of this Aid to Agency
grant by the City Council. As soon as we receive funds we
will implement a payroll program to equitably assign and pay
staff for extra work hours. We will budget monthly, taking
into account seasonality and other factors..
FINAL Spreadsheet for extra staff pay.xlsx 9.65KB
Type De scription Hours Pe r Hour Rate Total Cost
Total Labor Cost
If v olunte e rs are use d, ple ase de scribe how the se v olunte e rs are utilize d for the propose d activ ity.
All public se rv ice proje cts are re quire d to e xpe nd the ir full award and comple te the propose d proje ct by the
e nd of the fiscal ye ar (June 30, 2020). Will you be able to me e t this re quire me nt?*
Please indicate the population to be served by the proposed program according to the linked income categories. If
requesting money for a specific administrative expense (like a staff member’s salary), indicate the population served by
your entire agency.
(Please Note: If funded, this information will be used as income targeting for your Agreement).
Income Breakdown
M e dian Income Numbe r of Pe rsons
0 - 30%
31 - 50%
51 - 80%
Ov e r 80%
Total Pe rsons
Pe rce nt LM I
Pe rce nt Iowa City Re side nts
Ple ase de scribe the basis or me thodology use d to e stimate the numbe r of clie nts to be se rv e d (?)
Skilled straight time 1,154 13.00$15,002.00$
15,002.00$
Limited to 1000 characters
Yes No
Impact & Community Benefit
185
185
100.00
100
Limited to 750 characters
We have added together total clients the agency has at present with additional clients who
will be living in upcoming housing acquisitions.
AID TO AGENCY ASSUMPTIONS SUCCESSFUL LIVING January 15, 201930 staffaverage pay rate is $13/hourA2A grant request for extra paid hours for mental health workers = $15,000$15,000 divided by $13/hour = 1154 approximate extra paid hours available annually$15,000 divided by 30 staff = 500$ appromxiately $500 per staff = extra pay annually$500 divided by $13/hour = 38 approximately 38 hours of extra paid time per staff annuallyNOTE: All funds will be used for expenses related to staffing. Some may be used for slight pay increases.For staff who work less than 40 hours, we will increase their hours. We may pay overtime to others.A combination of approaches to this extra compensation will be utilized to most equitably rewardour hardworking staff. We will budget monthly for 12 months.
Aid to Agencies (Emerging) Application for FY2020
Ap p l ication In formation
Select Language ▼
Aid to Agencies provides flexible operational funding for nonprofits. Applications are due Tuesday, January 18, 2019 at
noon. This application is for “emerging” agencies, those that have not existed as a legal entity for at least 2 years or
have not received A2A funds in any of the last five years. $19,000 is estimated to be available this year. Each agency is
eligible to apply for up to $15,000. No award will be made for less than $5,000. Please submit one project proposal per
application. Questions can be directed to Neighborhood Services at kirk-lehmann@iowa-city.org or 319-356-5230. For
additional assistance, City staff will hold office hours to help applicants complete applications from 9:00 am – 11:00 am
on January 2, 4, and 8 in Iowa City City Hall, Department of Neighborhood and Development Services (410 E.
Washington Street, Iowa City). Additional assistance, and hard copy applications, are available upon request.”
Proje ct Name *
Total amount of funds re que ste d *
Applicant Name *
Applicant Organization *
Applicant Addre ss *
Signature *
Contact Pe rson *
Phone Numbe r *
Email *
Indicate your organizations corporate status *
Building Acquisition for Unlimited Abilities
15,000.00$
Shirley Tramble
Unlimited Abilities
City
Iowa City
State / Province / Region
IA
Postal / Zip Code
52246
Country
US
Street Address
453 Highway 1 west
Address Line 2
Shirley Tramble
(319)321-1768
unlimitedabilitiesinc@gmail.com
Ye ars in busine ss *
Has the applicant re ce iv e d City assistance in the last fiv e ye ars?*
Has the applicant re ce iv e d City assistance in the last thre e ye ars?*
Ple ase prov ide e v ide nce of your organization’s capacity, financial skills, commitme nt and/or e xpe rie nce to
imple me nt the propose d program or se rv ice within the e stablishe d time table and budge t.*
Is the applicant curre ntly in compliance with all fe de ral, state and local laws, rule s and re gulations including
any CDBG and/or HOM E funde d proje cts?*
Non-profit
For-profit
Other
1
Yes No
Yes No
Limited to 4000 characters
See Attached
(including partners, co-applicants, etc.)
Yes
No
Currently in litigation
Proj ect Information
T he C ity Steps Plan guides funding within the com m unity that benefits lo w-m oderate incom e persons by
creating jobs, im proving housing, and providing services. Y ou can find a copy of City Steps at
www.icgov.org/actionplan.
Brie f summary of propose d proje ct *
Why this proje ct is ne e de d?*
How doe s it fill a gap in the community?*
How doe s it addre ss the goals of 2016-2020 CITY STEPS?*
Additional Docume ntation
Provide a budget breakdown for your specific program. Include only costs directly related to the program. For example,
providing a specific service should include the total estimated costs and available resources, broke out by general
categories such as salaries, materials, office expense, marketing, etc. If required by local and/or federal regulations,
include the cost of an audit. Document costs whenever possible.
Budget Breakdown
Use of Funds City Funds Othe r Funds Source of Othe r
Funds
Type Status
City Funds Othe r Funds
Total
Ple ase list anticipate d date s uncommitte d funding is e xpe cte d *
Need & Priority
Limited to 2000 characters
Unlimited Abilities will start the process of purchasing a home to serve disabled and low income individuals
within the community. The project will benefit 4 individuals and will be considered transitional.
Limited to 2000 characters
The project is important because of the need for more habilitation waiver homes in the area. Approximately
one-third of the total homeless population includes individuals with serious, untreated mental illnesses
according to a research summary compiled by the Treatment Advocacy Center. As a new organization,
Unlimited Abilities is dedicated to making a difference in the lives of these individuals.
Limited to 1500 characters
Provides access to affordable housing for individuals with extremely low income, offers more SCL/Hab services
in the area and supports for individuals with disabilities.
Limited to 1500 characters
The project for unlimited Abilities address the goals of City steps by increasing availability of affordable housing
and increasing the supply of supportive housing for individuals with special needs.
Please submit no more than 7 additional pages
Unlimited Abilities project timeline .xlsx 55.97KB
Resources & Feasibility
Building Acquisition 15,000.00$25,000.00$HTJC Cash Uncommitted
Building Acquisition $100,000.00$Midwestone Bank Cash Uncommitted
15,000.00$125,000.00$
Docume ntation of Costs
Labor Breakdown
Type De scription Hours Pe r Hour Rate Total Cost
Total Labor Cost
If v olunte e rs are use d, ple ase de scribe how the se v olunte e rs are utilize d for the propose d activ ity.
All public se rv ice proje cts are re quire d to e xpe nd the ir full award and comple te the propose d proje ct by the
e nd of the fiscal ye ar (June 30, 2020). Will you be able to me e t this re quire me nt?*
Please indicate the population to be served by the proposed program according to the linked income categories. If
requesting money for a specific administrative expense (like a staff member’s salary), indicate the population served by
your entire agency.
(Please Note: If funded, this information will be used as income targeting for your Agreement).
Income Breakdown
M e dian Income Numbe r of Pe rsons
0 - 30%
31 - 50%
51 - 80%
Ov e r 80%
Total Pe rsons
Pe rce nt LM I
Pe rce nt Iowa City Re side nts
Ple ase de scribe the basis or me thodology use d to e stimate the numbe r of clie nts to be se rv e d (?)
City of Iowa City- July 2019
HTFJC- March 2019
Midwestone Bank- March 2019
N/A 0 0.00$0.00$
0.00$
Limited to 1000 characters
N/A
Yes No
Impact & Community Benefit
9
9
100.00
100
Limited to 750 characters
The project will benefit 4 people. The proposed property will have four bedrooms. Only
one person per room is allowed.
PROJECT TIMELINEPROJECT DETAILSDATE MILESTONE POSITION1-Jul Project Start/ Acquire funding251-Aug Close on house 101-Sep Assign/Hire staff -101-Oct Clients Occupy home151-Nov Clients move in house -151-Dec Project End15PROJECT START/ ACQUIRE FUNDINGCLOSE ON HOUSE ASSIGN/HIRE STAFF CLIENTS OCCUPY HOMECLIENTS MOVE IN HOUSE PROJECT ENDPROJECT END1 Jul1 Aug1 Sep1 Oct1 Nov1 Dec