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Home My WebLink AboutFY26 Shelter House AppShelter House - FY26-FY27 Joint Funding ApplicationCommunity Impact Funding FY26-FY27 - Joint Application Application Status: Submitted Application Submission Details Executive Director: Crissy Canganelli I certify that the information submitted in this application is true and correct to the best of my knowledge: Yes Submission Confirmation Email Sent To: crissy@shelterhouseiowa.org Submitted By: Christine Hayes on 10/15/2024 at 3:51 PM (CST) Shelter House FY26-FY27 Joint Funding Application General Information Agency Name Shelter House Executive Director Name Crissy Canganelli Board President Name Charles Bermingham Requestor Name Christine Hayes Requestor Phone (319) 259-7305 Requestor Email crissy@shelterhouseiowa.org Agency Mission Statement and Description of Community Need Your agency's mission statement will automatically populate from your profile. You can leave it as is or update it below. The Description of Community Need is also available in your agency profile, but it will not auto-fill. You may copy and paste it from your profile or write a new statement below Agency Mission Statement Through shelter and housing, advocacy and supportive services, our mission is to prevent and end homelessness in our community. 10/16/2024 9:19 AM CST © 2024 e-CImpact page 1 of 33 Community Need: What specific need in the community is your agency addressing? Describe the extent of the need, including current local data with source information and the major factors in the community contributing to the need. Since 1983, Shelter House has served as the only provider of emergency shelter in our community that is available to all people experiencing homelessness. We offer crisis response services to the community, addressing emergent human needs—food and shelter—for people experiencing homelessness. We further provide necessary assistance as they exit homelessness and move to permanent housing. This work includes assistance obtaining and maintaining housing, finding employment, and accessing physical and mental health services as well as mainstream benefits. Shelter House operates a 70-bed emergency shelter, a 40-bed winter shelter, a Rapid Rehousing program that helps individuals and families exit shelter to permanent housing, an Eviction Prevention program that keeps families in their homes and children in their schools, an Eviction Diversion program, four Lodge houses providing permanent supportive housing for individuals experiencing homelessness diagnosed with serious mental illness, and two apartment buildings (one 24-unit and one 36-unit building) providing affordable, permanent supportive housing using the Housing First philosophy for individuals exiting chronic homelessness for whom there are no housing options accessible in the private housing market. In addition to the programs operating in our buildings, we provide supportive services to people in the community who are challenged by complex health and behavioral health conditions using both Emergency and Mainstream vouchers, we offer employment support for those seeking employment, and we provide extensive outreach and services to community members who need assistance but do not come to shelter, up to and including assistance moving to permanent housing. Homelessness is a housing problem, and housing is a proven social determinant of health. Together, this is why our first and primary intervention is to find stable, long-term housing. This has become exceedingly more challenging in light of the state law that removed local municipalities’ ability to protect voucher holders from discrimination based on source of income. Despite more than doubling the length of stays while shelter guests search for a landlord who will rent to them, we continue this work because housing is, by definition, the proven solution to homelessness. We further focus on programs and support services that support housing opportunity, employment, and mental health recovery to help hundreds of individuals and families each year to get back on their feet. We keep children in school, help adults get back to work, assist people with disabilities and the elderly to access benefits and health care, and move individuals and families into their own homes. We do this using a low-barrier, Housing First approach. Our goal is to ensure individuals have safe, quality, affordable housing as the first step toward stabilization. We recognize that, in the absence of safe and stable housing, individuals in crisis encounter myriad pitfalls and cannot exit the cycle. Once housed, individuals attend work regularly, show up for scheduled mental and physical health appointments, are successful in school, and have fewer visits to emergency departments, jails, and inpatient medical stays. Johnson County in particular is one of the state's most housing cost-burdened counties, we have one of the higher poverty rates, and rental housing costs remain among the highest in the state. The burden of these pressures is heaviest on the working poor, including those experiencing homelessness. An insulated local economy with employment opportunities continues to draw people to our community. The employment opportunities most people face are in the service sector, or as temporary hires in manufacturing. People come to the area with nothing in hand, a desire to work, and nowhere but Shelter to turn. Good schools, job opportunities, and a safe community bring people to us, and are the reasons many choose to stay. 10/16/2024 9:19 AM CST © 2024 e-CImpact page 2 of 33 United Way JWC Impact Areas Please select the United Way JWC Impact Areas that your agency's services support. Note that these areas have been recently updated. Hover over each option to see a description and examples of relevant programming for each impact area. Healthy Community Youth Opportunity Community Resiliency Financial Security City of Iowa City - City Steps Priority Areas If you are applying for City of Iowa City funding, please indicate the City of Iowa City - City Steps Priority Areas that your agency services support: Services to the homeless or those at risk of homelessness Childcare Transportation Health/Mental Health Services Youth Activities and Programming Elderly activities and programming Assistance for persons with disabilities Food Pantries Services for victims of domestic violence Services for immigrants and refugees Utility Assistance 10/16/2024 9:19 AM CST © 2024 e-CImpact page 3 of 33 Financial literacy and credit repair programs Other - Please Specify Below If you selected 'Other' as a City of Iowa City - City Steps Priority Area, please specify: Johnson County Priority Areas Please indicate the Johnson County Priority Areas that your agency services support: Basic Human Needs Child and Family Wellbeing Health/Mental Health Grant Narratives - Funder Requests Please complete the narratives below for each funder from whom you are requesting funding. If you are not requesting funding from one of the five listed funders, please enter 'N/A' in the corresponding field. You can find eligibility details and contact information for each funding entity by hovering over the questions below. 1. United Way JWC Funding Narrative: Tell us about your services to Johnson and/or Washington County and how United Way priorities are represented in your operation. If your agency serves a larger regional area, please provide the percent of overall clients that are Johnson or Washington County residents. If your request is program specific, please provide the percentage of Johnson and Washington County clients for that program. Shelter House provides a continuum of services to residents of Johnson and Washington County; 100% of clients are residents of these counties. Shelter House’s work supports individuals and families to improve FINANCIAL SECURITY (both earned income and entitlements like social security), promotes HEALTHY COMMUNITY (housing is a proven social determinant of health, we offer support obtaining Medicare and Medicaid, on-site mental and physical health clinics, transportation to off-site appointments, and decreased visits to high-cost providers like detox centers and emergency departments), advances YOUTH OPPORTUNITY (keeping children in their homes and by extension in their schools, sheltering and feeding families in crisis, housing families with wrap- around supports) and enhances COMMUNITY RESILIENCY (providing services to stabilize people in crisis, bringing individuals off the streets into shelter or housing). EMERGENCY SHELTER (ES), is a 70-bed facility staffed 24/7. In 2023, 691 people were sheltered for 10/16/2024 9:19 AM CST © 2024 e-CImpact page 4 of 33 28,760 nights, ensuring a safe place to sleep, shower, clean laundry, and eat breakfast and dinner. In cold months, we accommodate an extra 30 individuals in ES, and WINTER SHELTER adds 40 beds at a facility staffed with Coordinators and Behavioral Health staff. RAPID REHOUSING moves hundreds of people into the safety of their own housing with security deposit assistance, rent assistance (3-9 months), case management, budgeting and skill building, job placement, and support needed for disabled and elderly clients to secure health and other benefits for which they qualify. Rapid Rehousing aided 417 people last year: 97% of participants moved from homelessness into permanent housing; 87% exited with at least one source of income. Ongoing support is provided—including continued financial support, assistance with conflict resolution and the landlord-tenant relationship—for up to a year. EVICTION PREVENTION AND DIVERSION help individuals at risk to remain in their homes by working with landlords to pay rent arrears and Iowa Legal Aid as needed to provide representation. Four LODGE houses provide permanent supportive housing in the community for individuals experiencing homelessness diagnosed with serious mental illness. Two HOUSING FIRST PERMANENT SUPPORTIVE HOUSING (PSH) apartment buildings (24 and 36 units) provide affordable, permanent housing with on-site clinics for individuals exiting chronic homelessness for whom there are no housing options accessible in the private housing market. Tenants demonstrate complex health and behavioral health challenges and have a diagnosed disability and often co-occurring disabilities. Additionally, we provide SCATTERED SITE PSH services to people in the community challenged by complex health and behavioral health conditions using both Emergency and Mainstream vouchers. Over two hundred households were housed in these programs last year. We offer EMPLOYMENT SUPPORT for those seeking employment, and we provide extensive STREET OUTREACH and services to community members who need assistance but do not come to shelter, up to and including assistance moving to permanent housing. All clients can access CASE MANAGEMENT, housing and job placement services, a WEEKLY HEALTH CLINIC provided by UI College of Nursing, and BI-WEEKLY PSYCH CLINIC provided by the VAHC and UIHC. Shelter House staff collaborate with ICCSD to ensure children in Emergency Shelter are immediately enrolled in school, able to participate in school activities, remain in one stable school environment, and connect to appropriate services, including early childhood programs. DROP-IN SERVICES are available to anyone in the community and include showers, laundry, haircuts, and donation give away. Clients request the specific items they need, and Shelter House fulfills those requests, commonly including clothes, school supplies, toiletries, and other household items. Last year, Drop-In served 452 individuals. 2. Johnson County Funding Narrative: Johnson County prioritizes funding for organizations addressing basic needs, improving child and family wellbeing and/or health outcomes for Johnson County residents. Tell us about your services that address any or all of the County priority areas. If your agency serves a larger regional area, please provide the percent of overall clients that are Johnson County residents. 10/16/2024 9:19 AM CST © 2024 e-CImpact page 5 of 33 Shelter House supports individuals and families in meeting their BASIC NEEDS (shelter, housing, meals), and IMPROVING CHILD AND FAMILY WELLBEING AND HEALTH (keeping families together and kids in schools through shelter family rooms, Eviction Prevention, and Rapid Rehousing; improving financial stability with employment support, rent payments, and assistance with mainstream benefits; improving health with support obtaining Medicare and Medicaid, on-site mental and physical health clinics, transportation to off-site appointments, and decreased visits to crisis providers like detox centers and emergency departments). All programs support the public health needs of the most vulnerable people in our community, as housing is a proven social determinant of health. 99% of respondents live in Johnson County. Since 1983, Shelter House has provided the only emergency shelter available to anyone experiencing homelessness. EMERGENCY SHELTER (ES), is a 70-bed facility staffed 24/7. In 2023, 691 people were sheltered for 28,760 nights, ensuring a safe place to sleep, shower, clean laundry, and eat breakfast and dinner. In cold months, we accommodate an extra 30 individuals in ES, and WINTER SHELTER adds 40 beds at another facility staffed with Coordinators and Behavioral Health staff. RAPID REHOUSING moves hundreds of people into the safety of their own housing with security deposit assistance, rent assistance (3-9 months), case management, budgeting and skill building, job placement, and support needed for disabled and elderly clients to secure health and other benefits for which they qualify. Rapid Rehousing aided 417 people last year: 97% of participants moved from homelessness into permanent housing; 87% exited with at least one source of income. Ongoing support is provided—including continued financial support, assistance with conflict resolution and the landlord-tenant relationship—for up to a year. EVICTION PREVENTION AND DIVERSION help individuals at risk to remain in their homes by working with landlords to pay rent arrears and Iowa Legal Aid as needed to provide representation. Four LODGE houses providing permanent supportive housing in the community for individuals experiencing homelessness diagnosed with serious mental illness. Two HOUSING FIRST PERMANENT SUPPORTIVE HOUSING (PSH) apartment buildings (24 and 36 units) provide affordable, permanent housing with on-site clinical services for individuals exiting chronic homelessness for whom there are no housing options accessible in the private housing market. Tenants demonstrate complex health and behavioral health challenges and have a diagnosed disability and often co-occurring disabilities. Additionally, we provide SCATTERED SITE PSH services to people in the community challenged by complex health and behavioral health conditions using both Emergency and Mainstream vouchers. Over two hundred households were housed in these programs last year. We offer EMPLOYMENT SUPPORT for those seeking employment, and we provide extensive STREET OUTREACH and services to community members who need assistance but do not come to shelter, up to and including assistance moving to permanent housing. All clients can access CASE MANAGEMENT, housing and job placement services, a WEEKLY HEALTH CLINIC provided by UI College of Nursing, and BI-WEEKLY PSYCH CLINIC provided by the VAHC and UIHC. Shelter House staff collaborate with ICCSD to ensure children in Emergency Shelter are immediately enrolled in school, able to participate in school activities, remain in one stable school environment, and connect to appropriate services, including early childhood programs. DROP-IN SERVICES are available to anyone and include showers, laundry, haircuts, and donation give away. Clients request the specific items they need, and Shelter House fulfills those requests, commonly including clothes, school supplies, toiletries, and other household items. Last year, Drop-In served 452. 10/16/2024 9:19 AM CST © 2024 e-CImpact page 6 of 33 3. City of Iowa City Funding Narrative: Tell us about your services to Iowa City and how the City Steps Priorities are represented in your operation. If the agency serves a regional area, please provide % of overall clients that are Iowa City residents, if your request is program specific, please provide % of Iowa City clients for that program. 10/16/2024 9:19 AM CST © 2024 e-CImpact page 7 of 33 Since 1983, Shelter House has served as the only provider of emergency shelter in our community that is available to anyone experiencing homelessness. More recently, Shelter House became the state’s first— and the community’s only—housing option accessible to individuals exiting chronic homelessness. These and other services—keeping individuals and families in their homes and providing employment and health services—demonstrate the breadth of Shelter House’s continuum of services for Iowa City residents and our role as an integral part of the City’s crisis response system. Iowa City’s Consolidated Plan, CITY STEPS 2025, identifies housing and related services for individuals experiencing or at risk of homelessness as a HIGH priority (p 142). Specifically, the plan prioritizes 1) transitional and permanent supportive housing; 2) shelter operating expenses; 3) health, mental health, and other supportive services; and 4) homelessness prevention activities. . . that can provide stability and allow individuals and families to stay housed or become housed after experiencing homelessness (p 142). Shelter House's programs respond to these priorities, respectively, with 1) Fairweather Lodge, Cross Park Place, and 501 permanent supportive housing; 2) Emergency Shelter, Winter Overnight Emergency Shelter; 3) Case Management provided through Emergency Shelter, PSH, and Rapid Rehousing programs; on-site physical, mental, and behavioral health services; transportation assistance for off-site medical appointments; and assistance with obtaining mainstream benefits like Medicare/Medicaid; and 4) Rapid Rehousing and Eviction Prevention Services. CITY STEPS further emphasizes transportation and job training needs for those experiencing homelessness (p 70), priorities Shelter House's programs address through Rapid Rehousing and Fresh Starts Supported Employment. CITY STEPS (p 205-207) specifies the following strategies to address the needs of persons experiencing homelessness: 1) Reach out to homeless persons and assess individual needs; 2) Address emergency shelter and transitional housing needs of homeless persons; 3) Shorten the period that individuals and families experience homelessness; 4) Facilitate access to affordable housing units for individuals and families exiting homelessness; and 5) Help individuals and families avoid homelessness. These strategies are consistent with continuing or expanding Shelter House programs, including 1) Emergency Shelter; 2) Street Outreach; 3) Winter Shelter; 4) Rapid Rehousing Services; 5) Permanent Supportive Housing; and 6) Eviction Prevention Services. Programs that all provide scaffolding for the public health needs of the most vulnerable people in our community, as housing is a proven social determinant of health. Our outcomes demonstrate that we: 1) increase the number of individuals and families able to obtain and maintain affordable housing; 2) increase earning potential via workforce skills training; 3) improve income supports to promote financial stability; and 4) assist individuals and families to access and use healthcare services. Further, program outcomes of both emergency shelter and permanent supportive housing clearly show both improved health and significantly decreased utilization of the healthcare system once housing stability is achieved. Analysis of Fairweather Lodge participants indicates a decrease in hospital stays of 79% and a decrease in emergency room, psych, and inpatient treatment stays of 90%. Johnson County, and Iowa City within it, is one of the state's most housing cost-burdened counties, we have one of the higher poverty rates, and rental housing costs remain among the highest in the state. The burden of these pressures is heaviest on the working poor, including those experiencing homelessness. 81% of client respondents reporting their residence are from Iowa City. 10/16/2024 9:19 AM CST © 2024 e-CImpact page 8 of 33 4. City of Coralville Funding Narrative: How do your services specifically address needs in Coralville? If your agency serves a regional area, please provide the percentage of overall clients that are Coralville residents. If your request is program specific, please provide the percentage of Coralville clients for that program. Since 1983, Shelter House has provided the only emergency shelter in our community that is available to anyone experiencing homelessness. More recently, Shelter House became the state’s first, and the community’s only, housing option accessible to individuals exiting chronic homelessness. These services— and others, below—demonstrate the breadth of Shelter House’s continuum of services for Coralville residents and our role as an integral part of the community’s crisis response system.12% of respondents are Coralville residents. As the community’s only provider of all-purpose emergency shelter, Coralville residents necessarily turn to Shelter House. EMERGENCY SHELTER (ES), is a 70-bed facility staffed 24/7. In 2023, 691 people were sheltered for 28,760 nights, ensuring a safe place to sleep, shower, clean laundry, and eat breakfast and dinner each day. In cold months, we accommodate an extra 30 individuals in ES, and WINTER SHELTER adds 40 beds at a facility staffed with Coordinators and Behavioral Health staff. RAPID REHOUSING moves hundreds of people into the safety of their own housing with security deposit assistance, rent assistance (3-9 months), case management, budgeting and skill building, job placement, and support needed for disabled and elderly clients to secure health and other benefits for which they qualify. Rapid Rehousing aided 417 people last year: 97% of participants moved from homelessness into permanent housing; 87% exited with at least one source of income. Ongoing support is provided—including continued financial support, assistance with conflict resolution and the landlord-tenant relationship—for up to a year. EVICTION PREVENTION AND DIVERSION help individuals at risk to remain in their homes by working with landlords to pay rent arrears and Iowa Legal Aid as needed to provide representation. Four LODGE houses, one of which is in Coralville City limits, providing permanent supportive housing in the community for individuals experiencing homelessness diagnosed with serious mental illness. Two HOUSING FIRST PERMANENT SUPPORTIVE HOUSING (PSH) apartment buildings (24 and 36 units) provide affordable, permanent housing with on-site clinics for individuals exiting chronic homelessness for whom there are no housing options accessible in the private market. Tenants demonstrate complex health and behavioral health challenges and have a diagnosed disability and often co-occurring disabilities. Additionally, we provide SCATTERED SITE PSH services to people in the community challenged by complex health and behavioral health conditions using Emergency and Mainstream vouchers. Over 200 households were housed in these programs last year. We offer EMPLOYMENT SUPPORT for those seeking employment, and we provide extensive STREET OUTREACH and services to community members who need assistance but do not come to shelter, up to and including assistance moving to permanent housing. All clients can access CASE MANAGEMENT, housing and job placement services, a WEEKLY HEALTH CLINIC provided by UI College of Nursing, and BI-WEEKLY PSYCH CLINIC provided by the VAHC and UIHC. Shelter House staff collaborate with ICCSD to ensure children in Emergency Shelter are immediately enrolled in school, able to participate in school activities, remain in one stable school environment, and connect to appropriate services, including early childhood programs. 10/16/2024 9:19 AM CST © 2024 e-CImpact page 9 of 33 DROP-IN SERVICES are available to anyone in the community and include showers, laundry, haircuts, and donation give away. Clients request the specific items they need, and Shelter House fulfills those requests, commonly including clothes, school supplies, toiletries, and other household items. Last year, Drop-In served 452 individuals. These programs prevent senseless death from exposure, decreased nights in jail, and provide stable scaffolding for the public health needs of Coralville’s most vulnerable residents, as housing is a proven social determinant of health. 5. North Liberty Funding Narrative: How will this program/project benefit the community of North Liberty? What percentage of the program/project benefits North Liberty residents, and approximately how many North Liberty residents will you be serving with this program/project? Since 1983, Shelter House has provided the only emergency shelter in our community that is available to anyone experiencing homelessness. More recently, Shelter House became the state’s first, and the community’s only, housing option accessible to individuals exiting chronic homelessness. These services— and others, below—demonstrate the breadth of Shelter House’s continuum of services for North Liberty residents and our role as an integral part of the community’s crisis response system. 37 clients report they are North Liberty residents. As the community’s only provider of all-purpose emergency shelter, North Liberty residents necessarily turn to Shelter House. EMERGENCY SHELTER (ES), is a 70-bed facility staffed 24/7. In 2023, 691 people were sheltered for 28,760 nights, ensuring a safe place to sleep, shower, clean laundry, and eat breakfast and dinner each day. In cold months, we accommodate an extra 30 individuals in ES, and WINTER SHELTER adds 40 beds at a facility staffed with Coordinators and Behavioral Health staff. RAPID REHOUSING moves hundreds of people into the safety of their own housing with security deposit assistance, rent assistance (3-9 months), case management, budgeting and skill building, job placement, and support needed for disabled and elderly clients to secure health and other benefits for which they qualify. Rapid Rehousing aided 417 people last year: 97% of participants moved from homelessness into permanent housing; 87% exited with at least one source of income. Ongoing support is provided—including continued financial support, assistance with conflict resolution and the landlord-tenant relationship—for up to a year. EVICTION PREVENTION AND DIVERSION help individuals at risk to remain in their homes by working with landlords to pay rent arrears and Iowa Legal Aid as needed to provide representation. Four LODGE houses provide permanent supportive housing in the community for individuals experiencing homelessness diagnosed with serious mental illness. Two HOUSING FIRST PERMANENT SUPPORTIVE HOUSING (PSH) apartment buildings (24 and 36 units) provide affordable, permanent housing with on-site clinics for individuals exiting chronic homelessness for whom there are no housing options accessible in the private market. Tenants demonstrate complex health and behavioral health challenges and have a diagnosed disability and often co-occurring disabilities. Additionally, we provide SCATTERED SITE PSH services to people in the community challenged by complex health and behavioral health conditions using Emergency and Mainstream vouchers. Over 200 households were housed in these programs last year. We offer EMPLOYMENT SUPPORT for those seeking employment, and we provide extensive STREET OUTREACH and services to community members who need assistance but do not come to shelter, up to 10/16/2024 9:19 AM CST © 2024 e-CImpact page 10 of 33 and including assistance moving to permanent housing. All clients can access CASE MANAGEMENT, housing and job placement services, a WEEKLY HEALTH CLINIC provided by UI College of Nursing, and BI-WEEKLY PSYCH CLINIC provided by the VAHC and UIHC. Shelter House staff collaborate with ICCSD to ensure children in Emergency Shelter are immediately enrolled in school, able to participate in school activities, remain in one stable school environment, and connect to appropriate services, including early childhood programs. DROP-IN SERVICES are available to anyone in the community and include showers, laundry, haircuts, and donation give away. Clients request the specific items they need, and Shelter House fulfills those requests, commonly including clothes, school supplies, toiletries, and other household items. Last year, Drop-In served 452 individuals. These programs prevent senseless death from exposure, decreased nights in jail, and provide stable scaffolding for the public health needs of North Liberty's most vulnerable residents, as housing is a proven social determinant of health. Grant Narratives - Additional Agency Information All agencies applying for funding from any of the listed entities must complete the following questions. If a question does not apply to your organization, please provide an explanation. 6. Provide a succinct, specific description of your primary target populations(s). Describe clients as a group in terms of their primary needs and strengths. What barriers to success do they face? If your agency serves a regional area, please provide % of overall clients that are Johnson County residents. 10/16/2024 9:19 AM CST © 2024 e-CImpact page 11 of 33 Shelter House serves adults and children experiencing homelessness in Johnson County. In the last year, children were 24% of those served across all programs (12% of those served at Emergency Shelter). 27% of adult women served in Emergency Shelter reported histories of domestic violence and 12% were actively fleeing a domestic violence situation (22% and 8% respectively across all programs); 11% of adults were veterans; 50% of adults across all programs reported suffering from mental illness or other disabling conditions (60% in Emergency Shelter). 21% of clients across all programs suffer from chronic health conditions. All are living in poverty. The majority of the people with whom we work have profound skill and health deficits that severely and negatively impact their ability to compete for employment. Because of this, they are often unable to effectively participate in paid work without support. Health complications worsen due to lack of access to care, or a secured payment source for treatment. The community has very limited affordable housing, particularly to those living well below the area's median income. Even in rare instances where that level of affordability in housing does exist, it remains inaccessible as a result of poor credit histories, criminal justice involvement, and low or fixed incomes that severely limit clients' ability to obtain housing. Primary causes of homelessness are lack of affordable housing, lack of jobs that pay a living wage, lack of skills, education, and job experience necessary to obtain and maintain those employment opportunities that do pay a living wage, lack of access to substance abuse and mental health services, no medical coverage, medical impoverishment, family breakup and domestic violence. Shelter House clients reporting their residence are 99% Johnson County residents, and 1% Washington County. 7. Please explain how your agency promotes racial equity and inclusivity for historically oppressed and marginalized populations (including BIPOC, LGBTQ, immigrants/refugees, individuals with disabilities) through your services, for your clients and for staff. 10/16/2024 9:19 AM CST © 2024 e-CImpact page 12 of 33 Shelter House is committed to promoting an environment that provides racial and social equity for clients and to providing an inclusive and equitable work environment free of unlawful harassment. Shelter House maintains a strict prohibition against harassing conduct based upon race, religion, creed, color, sex, national origin, age, disability, sexual orientation, gender identification, veteran’s status or any consideration made unlawful by federal, state, or local laws. If a client is harassing another client because of race or any other protected class, staff respond quickly, and the harassing party may have services discontinued. Shelter House fosters an environment that is welcoming, inclusive, and provides equal access to services for every person, regardless of sexual orientation and gender identity. At intake, or any other time during their stay, clients indicate to staff the gender they most closely identify with, and staff then places them in the area of shelter that corresponds to their request. If a volunteer or staff member is uncertain about a person’s pronouns or gender, they ask. No one is asked to prove or explain their sexuality or gender identity. The name and pronouns of reference are used in all interactions with and about the client, whether verbal or written. Shelter House staff complete training in Cultural Competency, Trauma Informed Care, and Mental Health First Aid. Training subject matter is regularly revisited in weekly team meetings. Emergency Shelter and Permanent Supportive Housing properties (representing multi-family or congregate living buildings owned by Shelter House) are ADA compliant. Shelter House complies with HUD's Equal Access Rule and federal Fair Housing Law. Particularly relevant to immigrant and refugee populations, Shelter House does not require Social Security numbers or identifying documents, although these documents are helpful for individuals seeking housing and employment. Shelter House relies on community partnerships and web-based technology for translation services. Provision of Emergency Shelter, Rapid Rehousing, and Permanent Supportive Housing has a unique positive impact on persons with disabilities and minority groups in Johnson County. While 9.9% of the Johnson County population is identified as having a disabling condition, 60% of all Emergency Shelter participants, 46% of Rapid Rehousing participants, and 100% of Permanent Supportive Housing participants reported a disabling condition. African Americans constitute 8.2% of the population countywide, whereas they were 49% of all Emergency Shelter participants, 61% of all Rapid Rehousing participants, and 31% of all Permanent Supportive Housing participants. Eviction prevention services ensured hundreds of people remained in the safety and stability of their homes avoiding the trauma of homelessness. 73% of households served in the last year were African American and 8% were Hispanic. 8. Please describe how your Agency is collaborating with other service providers in the community to reduce costs, increase efficiency or improve services for community members. How are you addressing duplication of services or how are you serving a unique unmet need? 10/16/2024 9:19 AM CST © 2024 e-CImpact page 13 of 33 Shelter House collaborates with partners across the area to efficiently and effectively serve vulnerable populations. As an initial matter, Shelter House serves as the lead entity charged by the state of IAowato provide Coordinated Entry services for individuals experiencing homelessness. Bi-weekly calls engage 19 providers throughout Johnson & Washington Counties, serving as a regularly established communication mechanism and ensuring that the individuals with the greatest need are prioritized for services. Beyond Coordinated Entry, Shelter House collaborates with other entities in the community in a number of ways: 1) We hold two beds for patients discharged from UIHC, yielding substantial cost savings to UIHC and the community and an immediate benefit to the individuals who are ensured a safe place to sleep and targeted services. 2) UIHC and VAHC provide psychiatric services for participants in Fairweather Lodge (FWL), Cross Park Place (CPP), and 501 Southgate (501). In combination with housing and other supports, this has proven to reduce hospital stays by 79%, Emergency Department (ED)/psych/inpatient treatment stays by 90%, and nights incarcerated by 99.9%. FWL, CPP, and 501 are Permanent Supportive Housing interventions; PSH is proven to save both lives and money. Costs for tenants decrease by 60% as compared to when homeless. 3) UI College of Nursing provides weekly health screenings & primary care at Shelter, FWL, CPP, and 501; as a result, clients are less likely to utilize Emergency Department services for non-emergent issues. 4) The ICPD reported a decrease in vagrancy calls by 74% due to Winter Shelter. Incarcerations, ambulance calls, and Emergency Department utilization were also down. These efficiencies apply to all Emergency Shelter services. 5) Table to Table provides rescued food for Shelter House’s meal services, containing meal production costs. 6) We served on the work group to establish GuideLink Center and continue to collaborate with the Johnson County System of Care to ensure efficient and effective service to individuals in crisis. Similarly, we engage with the Local Homeless Coordinating Board, providing regular information sharing, brainstorming opportunities, and relationship building with the entities concerned with issues surrounding homelessness in our community. 7) We partner with Iowa Legal Aid to provide eviction prevention services and funds to prevent the loss of housing. 8) We partner with Iowa City to fund a Street Outreach case manager to aid individuals for whom homelessness has become a chronic condition, meeting them where they are to build trust and offer desired services up to and including housing placement. 9. What costs are required of clients for services provided? Describe your fee structure and services available for those without ability to pay. Shelter House does not have a fee structure for services, nor does Shelter House charge clients for services. Tenants living in Permanent Supportive Housing (Fairweather Lodge, Cross Park Place, and 501 Southgate) have annually renewable lease agreements and do pay rent; however, rent is controlled at no more than 30% of a tenant’s household income. If tenants experience income loss of any sort, their rent is recalculated at no more than 30% of their new, lower income. 10/16/2024 9:19 AM CST © 2024 e-CImpact page 14 of 33 10. Describe how local funding received by your organization helped leverage other revenue in the last fiscal year. Identify and include specific grant/funding sources and amounts that were awarded that require a match. Shelter House leverages United Way funds to match federal grants and support emergency shelter activities. Emergency Shelter operations are highly dependent on private funding with 55% of the emergency shelter budget privately sourced. United Way funds may also flex to leverage several federal grants. Specifically, HUD Continuum of Care funding awards for Rapid Rehousing (RRH) and Permanent Supportive Housing (PSH). These awards require a 25% cash match. Awards for FY25 (1/1/25-12/31/21) are already committed with level funding. All three Shelter House projects ranked in the top five in the Iowa Balance of State (90+ counties). As such, our projects are guaranteed funding in FY26 and FY27. HUD funding will remain level throughout this period. The match requirement is $312,925 and leverages over $1.25 million in HUD funds for RRH and PSH. Johnson County funding supports both emergency shelter and winter shelter and leverages $202,289 in HUD Emergency Solutions Grant funding passed through to the state which requires a dollar-for-dollar match. Emergency Shelter and Winter Shelter staffing and services (24/7/365 and 15/7/120 respectively), cost $1.35 million to operate in the last fiscal year with only $298,350 available in state and federal funds. Receiving unrestricted local dollars meets the need for these programs; we fundraise to fill the gap. County funds also flex to leverage several federal grants. Specifically, HUD Continuum of Care funding awards for RRH and PSH. These awards require a 25% cash match. Awards for FY25 (1/1/25-12/31/21) are already committed with level funding. All three Shelter House projects ranked in the top five in the Iowa Balance of State (90+ counties). As such, our projects are guaranteed funding in FY26 and FY27. HUD funding will remain level throughout this period. The match requirement is $312,925 and leverages over $1.25 million in HUD funds for RRH and PSH. Coralville funding is restricted to the Fairweather Lodge Program and Winter Shelter services. State and federal funds are not available for these programs. North Liberty funding supports emergency shelter and may also leverage the aforementioned HUD Emergency Solutions Grant funding. Iowa City funding supports year-round emergency shelter and leverages $202,289 in HUD Emergency Solutions Grant funding passed through to the state which requires a dollar-for-dollar match. Emergency Shelter staffing and services (24/7/365), costs $1.19 million to operate in the last fiscal year with only $298,350 available in state and federal funds. Receiving unrestricted local dollars meets the need for these programs; we fundraise to fill the gap. Iowa City funds also flex to leverage several federal grants. Specifically, HUD Continuum of Care funding awards for RRH and PSH. These awards require a 25% cash match. Awards for FY25 (1/1/25-12/31/21) are already committed with level funding. All three Shelter House projects ranked in the top five in the Iowa Balance of State (90+ counties). As such, our projects are guaranteed funding in FY26 and FY27. HUD funding will remain level throughout this period. The match requirement is $312,925 and leverages over $1.25 million in HUD funds for RRH and PSH. 10/16/2024 9:19 AM CST © 2024 e-CImpact page 15 of 33 Form A: FY26-FY27 Funding RequestsShelter House Form A: FY26-FY27 Funding Requests Please complete this section by including your agency's projected budget for the entire funding cycle, covering FY26 and FY27, along with the total amounts you are requesting from each funder for that period. Saving Your Work You can save your progress at any time by clicking on the "Save My Work” link/icon located at both the bottom and top of the page. Submitting the Form Once you have answered all questions in the form, select the "Save My Work and Mark as Completed” link/icon at the bottom or top of this page to finalize your submission. Switching Forms You may switch between forms within this application by using the SWITCH FORMS feature in the upper right corner. Any updates made to the current form will be automatically saved when you switch to a different form. Agency Budget Please enter your estimated total agency budget for the fiscal years FY26 and FY27. This should reflect the overall projected budget for your agency during this granting cycle. Agency Budget FY26 FY27 Agency Budget 9,710,025.00 10,140,275.00 Funding Requests Please enter your FY26 funding request for each funding entity. The amount will automatically populate the FY27 column, as all funders in this application roll over the annual request to duplicate in the following year. The percentage of the total budget will auto-populate for each fiscal year and funder. You can find funding eligibility details and contact information for each funding entity by hovering over the funder name below. FY26 Funding Request FY26 % of Total Budget FY27 Funding Request FY27 % of Total Budget United Way JWC 127,500.00 1.31 127,500.00 1.26 Johnson County 170,000.00 1.75 170,000.00 1.68 City of Iowa City 109,770.00 1.13 109,770.00 1.08 10/16/2024 9:19 AM CST © 2024 e-CImpact page 16 of 33 FY26 Funding Request FY26 % of Total Budget FY27 Funding Request FY27 % of Total Budget City of Coralville 20,000.00 0.21 20,000.00 0.20 City of North Liberty 20,000.00 0.21 20,000.00 0.20 10/16/2024 9:19 AM CST © 2024 e-CImpact page 17 of 33 Form B1: FY26-FY27 Agency DemographicsShelter House Form B1: FY26-FY27 Agency Demographics Provide the total number of unique clients your agency served during the last fiscal year and a projected number you plan to serve during the current fiscal year. Please Note - you cannot submit the form with any blanks. If your agency does not have a client count for any of the categories, please enter "0" in that box. You may report the total number of unknown clients in the "Unknown" section for each demographic category. If your organization does not collect information for one or more of the categories, please include the total number of individuals served in the "Unknown" category and provide an explanation in Form B2: FY26-FY27 Agency Demographic - Additional Information for the corresponding category. Gender Please provide the unique number of individuals served who self-identified within each of the gender categories listed below. If your organization does not collect gender information, please report the total number of individuals served in the "Unknown" category and provide an explanation in Form B2: FY26-FY27 Agency Demographic - Additional Information. FY24 Projected FY25 Male 1,051 1,104 Female 781 820 Non-binary 17 18 Unknown Gender 3 3 Total 1,852 1,945 Race Please provide the unique number of individuals served who self-identified within each of the racial categories listed below. If your organization does not collect racial information, please report the total number of individuals served in the "Unknown" category and provide an explanation in Form B2: FY26-FY27 Agency Demographic - Additional Information. FY24 Projected FY25 Asian 10 11 African American 872 916 10/16/2024 9:19 AM CST © 2024 e-CImpact page 18 of 33 FY24 Projected FY25 American Indian or Alaska Native 9 9 Native Hawaiian or Other Pacific Islander 6 6 White 719 755 Multiple Races 200 210 Other Racial Identity 28 29 Unknown Racial Identity 8 9 Total 1,852 1,945 Ethnicity Please provide the unique number of individuals served who self-identified within each of the ethnicity categories listed below. If your organization does not collect ethnicity information, please report the total number of individuals served in the "Unknown" category and provide an explanation in Form B2: FY26-FY27 Agency Demographic - Additional Information. FY24 Projected FY25 Hispanic, Latino, or Spanish Origin 99 104 Not of Hispanic, Latino, or Spanish Origin 1,743 1,830 Unknown Ethnicity 10 11 Total 1,852 1,945 Age Please provide the unique number of individuals served who self-identified within each of the age categories listed below. If your organization does not collect age information, please report the total number of individuals served in the "Unknown" category and provide an explanation in Form B2: FY26-FY27 Agency Demographic - Additional Information. FY24 Projected FY25 0-5 153 161 6-17 290 305 18-29 156 164 10/16/2024 9:19 AM CST © 2024 e-CImpact page 19 of 33 FY24 Projected FY25 30-61 1,179 1,238 62-74 34 36 75+ Years 34 36 Unknown Age 6 6 Total 1,852 1,946 Geographic Location Please provide the unique number of individuals served who reside within each of the geographic locations listed below. If your organization does not collect information on place of residence, please report the total number of individuals served in the "Unknown" category and provide an explanation in Form B2: FY26-FY27 Agency Demographic - Additional Information. NOTE: For Johnson County data, please exclude individuals from the following municipalities: Iowa City, Coralville, and North Liberty. To ensure unduplicated data, only include individuals from other Johnson County municipalities and rural areas. For Washington County, you may provide data at the whole county level. FY24 Projected FY25 Johnson County (Combined, Unduplicated) 46 49 Iowa City 1,195 1,255 Coralville 185 194 North Liberty 37 39 Washington County 19 20 Unknown Geographic Location 370 388 Total 1,852 1,945 10/16/2024 9:19 AM CST © 2024 e-CImpact page 20 of 33 Form B2: FY26-FY27 Agency Demographics - Additional InformationShelter House Form B2: FY26-FY27 Agency Demographics - Additional Information If you reported individuals served in the unknown category for any of the demographic categories in Form B1: FY26-FY27 Agency Demographics, please provide additional context in the corresponding section below. This may include an explanation of why your agency does not collect this information, or if there are other categories not listed in the provided options. If you did not report individuals served in the unknown category for any of the demographic categories, please indicate 'NA" in the sections below. You may save your work at any time by clicking on the "Save My Work" link/icon at the bottom or top of the page. When you have completed all questions on the form, select the "Save My Work and Mark as Completed" link/icon at the bottom or top of this page. You may also SWITCH between forms in this application by using the SWITCH FORMS feature in the upper right corner. When switching forms, any updates to the existing form will automatically be saved. Additional Information for Unknown Catergories 1. UNKNOWN GENDER If you reported any individuals in the unknown gender category, please provide additional context. For any "unknown gender" response, client chose not to respond to the question. 2. UNKNOWN RACE If you reported any individuals in the unknown race category, please provide additional context. For any "unknown race" response, client chose not to respond to the question. 3. UNKNOWN ETHNICITY If you reported any individuals in the unknown ethnicity category, please provide additional context. For any "unknown ethnicity" response, client chose not to respond to the question. 4. UNKNOWN AGE: If you reported any individuals in the unknown age category, please provide additional context. For any "unknown age" response, client chose not to respond to the question. 10/16/2024 9:19 AM CST © 2024 e-CImpact page 21 of 33 5. UNKNOWN AREA MEDIAN INCOME If you reported any individuals in the unknown area median income category, please provide additional context. <30% AMI 1723 in FY24 1808 in FY25 30-50% AMI 129 in FY24 137 in FY25 >50% AMI 0 in FY24 0 in FY25 6. UNKNOWN GEOGRAPHIC LOCATION If you reported any individuals in the unknown geographic location category, please provide additional context. Twenty percent of clients did not respond to the question of where they reside, geographically. 10/16/2024 9:19 AM CST © 2024 e-CImpact page 22 of 33 Form C: FY26-FY27 Agency BudgetShelter House FY26-FY27 Form C: FY26-FY27 Agency Budget Please complete all information. If there is an item that does not apply to your budget or the value is zero, please enter a "0" in that box. Do not leave an item blank. Some columns have auto-calculation but will not auto-calculate until the information is saved. Please save information often to activate the calculated fields. For items that require itemization, click the link to enter specific information in the itemization form. Budget Type Please enter a corresponding number to indicate your Budget type: 1 = Agency Level 2 = County Specific Budget Type 1.00 Revenues This includes all funding that your agency receives throughout the fiscal year for your operating expenses and planned restricted expenses. FY23 FY24 FY25 United Way of Johnson and Washington Counties Allocation 83,784.00 84,102.00 106,320.00 United Way of Johnson and Washington Counties Designations 15,418.00 8,609.00 12,250.00 Johnson County - Block Grant Funding 89,500.00 121,400.00 150,500.00 Johnson County Funding - Other Funding 149,023.00 95,000.00 125,000.00 City of Iowa City - Aid to Agencies Funding 95,300.00 99,790.00 104,780.00 City of Iowa City - Other Funding 638,660.00 974,573.00 832,945.00 City of Coralville Funding 10,000.00 10,000.00 20,000.00 City of North Liberty Funding 10,000.00 10,000.00 20,000.00 10/16/2024 9:19 AM CST © 2024 e-CImpact page 23 of 33 FY23 FY24 FY25 Community Foundation of Johnson County Funding 0.00 0.00 20,000.00 East Central Mental Health Region 1,366,816.00 452,145.00 244,000.00 Grants - Federal, State, Foundation 3,917,145.00 5,127,638.00 4,895,165.00 Fees for Services 0.00 0.00 0.00 Fundraising/Contributions/D onations 1,040,706.00 1,112,560.00 1,525,575.00 Interest and Investment Income 0.00 0.00 0.00 Annual Endowment Draw 0.00 118,728.00 125,000.00 Reserve or Carryover Funds 136,324.00 938,715.00 660,828.00 Other Revenue - Please Specify Source in Attachments 816,325.00 858,290.00 814,290.00 Total 8,369,001.00 10,011,550.00 9,656,653.00 Expenses FY23 FY24 Projected FY25 Personnel Expenses - Salaries & Benefits 3,455,223.00 4,539,813.00 4,833,900.00 All Other Operational Expenses 205,860.00 225,450.00 236,722.00 Other - Please Specify in Attachments 3,739,203.00 4,525,459.00 4,225,660.00 Total 7,400,286.00 9,290,722.00 9,296,282.00 Restricted Funds This category includes funds recorded in the revenues section that is restricted and was not paid out and included in the expense section. This may also involve funds set aside to meet required operating reserve thresholds or other designated reserve purposes. Please itemize all such restricted funds here. FY23 FY24 FY25 10/16/2024 9:19 AM CST © 2024 e-CImpact page 24 of 33 Restricted Funds - Please Itemize 30,000.00 60,000.00 90,000.00 Risk Mitigation 30,000.00 60,000.00 90,000.00 Total 30,000.00 60,000.00 90,000.00 Operational Budget FY23 FY24 FY25 Total Revenue 8,369,001.00 10,011,550.00 9,656,653.00 Total Expenses 7,400,286.00 9,290,722.00 9,296,282.00 Restricted Funds 30,000.00 60,000.00 90,000.00 Surplus/Deficit 938,715.00 660,828.00 270,371.00 Reserve Funds Enter all reserve balances below. If you have additional reserves not listed, please enter them in the 'Other Reserve' section and specify their purpose in the Attachments. FY23 FY24 FY25 Operating Reserve Balance 225,690.00 232,370.00 239,250.00 Other Reserve Balance - Please Specify Purpose in Attachments 316,849.00 360,548.00 375,575.00 Total 542,539.00 592,918.00 614,825.00 In-Kind Support FY23 FY24 FY25 Service and Volunteer Hours 123,299.00 129,465.00 210,935.00 Material Goods 91,830.00 94,585.00 97,420.00 Space, Utilities, etc.25,069.00 27,075.00 29,240.00 Other 0.00 0.00 0.00 Total 240,198.00 251,125.00 337,595.00 10/16/2024 9:19 AM CST © 2024 e-CImpact page 25 of 33 Form D: FY26-FY27 Agency Salaries & BenefitsShelter House Form D: FY26-FY27 Agency Salaries & Benefits Please provide information for the employees and volunteers in your organization. If a position is not listed, please add it in the "Other" section. You will need to add each position individually in the "Other" category. Average Salary: Enter the average salary for all staff in this position. Please note, this should not be the total salaries paid for all staff in this position. If only one staff member holds this position, enter that individual’s salary. Paid Leave, Health Insurance, Retirement: If the position offers any of these benefits, place a "1" in the corresponding column for each benefit received. FTE (Last Year, This Year, Next Year): Indicate the number of employees in this position for the periods noted. For part-time positions, you can use fractions (e.g., 0.25, 0.5) as needed. Employees Position Average Salary Paid Leave Health Insuranc e Retireme nt Plan FTE (Last Year) FTE (This Year) FTE (Next Year) Executive Director / President / CEO 185,000. 00 1.00 1.00 1.00 1.00 1.00 1.00 Director of Operations /COO 90,000.0 0 1.00 1.00 1.00 0.00 1.00 1.00 Director of Development 95,000.0 0 1.00 1.00 1.00 1.00 1.00 1.00 Business Manager/CFO 90,000.0 0 1.00 1.00 1.00 1.00 1.00 1.00 Program Director / Manager 90,000.0 0 1.00 1.00 1.00 2.00 1.00 1.00 Program/Services Coordinator 0.00 0.00 0.00 0.00 2.00 0.00 0.00 Direct Services Worker 36,920.0 0 1.00 1.00 1.00 25.00 17.00 17.00 Administrative/Clerical staff 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Other 776,250 16 16 16 44.25 54.50 59 Total 1,363,17 0 22 22 22 76.25 76.50 81 10/16/2024 9:19 AM CST © 2024 e-CImpact page 26 of 33 Volunteers Please indicate the number of volunteers active with your Agency. Last Year This Year Volunteers 185 203 10/16/2024 9:19 AM CST © 2024 e-CImpact page 27 of 33 Services Provided:Services to people experiencing homelessness or at risk of homelessness Services Provided:Assistance for persons with disabilities Services Provided:Utility & other housing services Shelter House - Shelter House - FY26-FY27 Outcomes. - Form E: FY26-FY27 Performance Measures and OutcomesShelter House - Shelter House - FY26-FY27 Outcomes. Form E: FY26-FY27 Performance Measures and Outcomes Reporting Metrics: Common Indicators, Agency-Identified Indicators, and Service Delivery Narrative Applicants are required to report on the common outcomes associated with each service for which funding is requested. In addition to the common outcomes, you may also report metrics your agency has used in the past that are no longer part of the common list or select your own outcome metrics that best represent the services you provide. Examples might include: the number of individuals receiving nutrition education, the number of individuals receiving case management services, or the number of attendees at a youth summit. In the final section, you may provide any additional information you would like reviewers to know about your common outcomes or agency- identified outcomes. You will also submit a narrative about your previous service delivery, including any unexpected outcomes, successes, or challenges experienced over the past year. Common Provided Outcome Number of Services Provided Number of Services Provided FY25 Projected # of nights of shelter provided Number of Services Provided 28,760 Number of Individuals Number of Individuals Served Measurement FY25 Projected # of unique individuals receiving shelter Number of Individuals Served 691 Number of Services Provided Number of Services Provided FY25 Projected # of services/sessions provided to persons with disabilities Number of Services Provided 73,771 Number of Individuals Number of Individuals Served Measurement FY25 Projected # of persons with disabilities served Number of Individuals Served 636 10/16/2024 9:19 AM CST © 2024 e-CImpact page 28 of 33 Services Provided:Healthcare Services Services Provided:Food assistance (served or delivered meals, pantries, etc.) Number of Services Provided Number of Services Provided FY25 Projected # of utility or other housing services provided Number of Services Provided 3,552 Number of Individuals Number of Individuals Served Measurement FY25 Projected # of unique individuals receiving utility or other housing services Number of Individuals Served 592 Number of Services Provided Number of Services Provided FY25 Projected # of healthcare services provided to adults (18 & over) Number of Services Provided 1,240 # of healthcare services provided to children (under 18) Number of Services Provided 443 Number of Individuals Number of Individuals Served Measurement FY25 Projected # of adults (18 & over) receiving healthcare services Number of Individuals Served 438 # of children (under 18) receiving healthcare services Number of Individuals Served 222 Number of Services Provided Number of Services Provided FY25 Projected # of meals provided - pantry service or hot meals (For agencies that record pounds of food, please calculate the number of meals by dividing by 1.2). Number of Services Provided 57,520 Number of Individuals Number of Individuals Served Measurement FY25 Projected # of unique individuals or households receiving food assistance Number of Individuals Served 691 10/16/2024 9:19 AM CST © 2024 e-CImpact page 29 of 33 Services Provided:Transportation Services Provided:Providing Access to Income and Mainstream Benefits Services Provided:Financial literacy and credit repair Services Provided:Affordable Housing Services Number of Services Provided Number of Services Provided FY25 Projected # of rides provided Number of Services Provided 14,566 Number of Individuals Number of Individuals Served Measurement FY25 Projected # of unique individuals receiving transportation services Number of Individuals Served 533 Number of Services Provided Number of Services Provided FY25 Projected # of mainstream benefits or earned income sources accessed. Number of Services Provided 1,625 Number of Individuals Number of Individuals Served Measurement FY25 Projected # of individuals linked to earned income or mainstream benefits (Note: This refers to confirmed connections, not just referrals) Number of Individuals Served 650 Number of Services Provided Number of Services Provided FY25 Projected # of financial literacy education sessions provided Number of Services Provided 3,894 Number of Individuals Number of Individuals Served Measurement FY25 Projected # of individuals involved in financial literacy education Number of Individuals Served 561 10/16/2024 9:19 AM CST © 2024 e-CImpact page 30 of 33 Services Provided:Mental Healthcare and Substance Use/Abuse Services Outcome Statement:NA Supplemental Information on Outcomes: Please note that, while Shelter House does serve individuals who are victims of Sexual and Domestic Violence by providing emergency shelter, case management, housing navigation and application support, street outreach, drop-in services, clinical services, and permanent supportive housing, we do not provide "Domestic and Family Violence Support Services" in the traditional sense, which is why this reporting outcome was omitted. Number of Services Provided Number of Services Provided FY25 Projected # of affordable housing units created and/or maintained Number of Services Provided 82 Number of Individuals Number of Individuals Served Measurement FY25 Projected # of unique individuals receiving stable housing Number of Individuals Served 708 Number of Services Provided Number of Services Provided FY25 Projected # of mental health support services provided to adults (18 & over) Number of Services Provided 1,760 Number of Individuals Number of Individuals Served Measurement FY25 Projected # of adults (18 & over) receiving mental health services Number of Individuals Served 321 Agency Identified Outcome Agency Identified Outcome Explanation Please explain agency identified metrics. What is being measured and how is each metric an indicator of the expected outcome. How does the indicator show impact to those you serve? NA Previous Service Delivery Narrative + Supplemental Information on Outcomes 10/16/2024 9:19 AM CST © 2024 e-CImpact page 31 of 33 Similarly, please note that, while Shelter House does serve individuals with Immigrant and Refugee Status by providing emergency shelter, case management, housing navigation and application support, street outreach, drop-in services, clinical services, and permanent supportive housing, we do not collect this information on admission. Indicator Narrative Question: Pervious Service Delivery Previous Service Delivery: Please provide a specific outcome/performance measure your organization achieved in the last grant cycle. How are people/conditions better because of the services you provided? Were there any unanticipated outcomes you’d like to share? 10/16/2024 9:19 AM CST © 2024 e-CImpact page 32 of 33 In the last grant cycle, Shelter House achieved several key outcomes to highlight. Specifically, hundreds of people who would otherwise have had nowhere but the street to turn came to us, where Shelter House provided a safe, warm place to sleep, met their basic needs for food and shelter, and helped them access the resources necessary to move forward in their lives. The majority were successful in obtaining both employment and permanent housing. We know from the Winter Shelter that, as we ensure safe shelter for those in need, vagrancy calls to the police, emergency room visits, and incarceration rates all decrease. These same trends prove true and are sustained for individuals placed in a permanent home (Rapid Rehousing and Permanent Supportive Housing). Through these efforts combined, Shelter House helped hundreds of adults, children, and families in our community to get back on their feet. We kept children in school, helped adults get back to work, assisted the disabled and elderly to secure care and benefits for which they qualify, prevented evictions, and moved individuals and families into their own homes. Perhaps most notably, we fully housed more people through Street Outreach in 2023 (194) than we even engaged with in 2022 (137). Simply put, we helped people move beyond homelessness. We are no longer managing homelessness but together are dedicated to ending it. Coordinated Entry: Responded to 998 housing crisis calls Emergency Shelter: 1) 691 adults and children sheltered 2) 28,760 nights of shelter provided 3) 11% of adults were veterans Winter Shelter 1) 291 adults were sheltered 2) 4,761 nights of shelter provided Drop-In Center: 702 individuals were provided bathing and laundry facilities, toiletry and clothing donations Street Outreach 1) 301 unsheltered people were engaged in 2,205 interactions with Street Outreach 2) 64% obtained permanent housing Rapid Rehousing 1) 417 people were offered housing stability services 2) 97% moved to permanent housing 3) 87% exited with at least one source of income Eviction Prevention 1) 175 individuals assisted in 95 households and maintained stable housing Permanent Supportive Housing 1) 287 people housed 2) Analysis of pre vs post housing placement for PSH tenants demonstrates reduced hospital stays by 79%, Emergency Department (ED)/psych/inpatient treatment stays by 90%, and nights incarcerated reduced by 99.9% 10/16/2024 9:19 AM CST © 2024 e-CImpact page 33 of 33