HomeMy WebLinkAboutFY26 LA2A Free Lunch Program ResponsesFY26 Legacy Aid to Agencies
HCDC Question and Answer (Q&A) Session
Instructions
The Q&A session provides an opportunity for commissioners and staff to ask clarifying
questions about the applications submitted through United Way. Please provide written
responses to the questions below. Written responses must be received by City staff no later
than December 6, 2024. This process is intended to gather the information required to
accurately score submissions. Written responses can be directed to Brianna Thul at
bthul(cDiowa-citv.orq or dropped off at City Hall (410 E Washington Street).
All information related to this grant will be posted at www.icoov.ora/grant . The Housing and
Community Development Commission will hold a meeting on January 27th, 2025, at 6:30pm in
City Hall to develop funding recommendations for City Council. This meeting is open to the
public and applicants are welcome to attend to hear the conversation. The meeting will also be
recorded and posted online for those unable to attend.
Agency:
Free Lunch Program
Questions:
1. Applicant notes serving over 40,000 meals in FY24, but only estimates
serving 100 beneficiaries. Is 100 unique individuals an estimate for clients
served in a year?
Thank you for the opportunity to clarify this point. The figure of 100 in our original response
reflects a misunderstanding on our part of the type of information requested in Form B1 (we
thought we were to provide a percentage), so we appreciate the chance to provide more
accurate information.
The Free Lunch Program served 40,224 meals in FY24, averaging 129 meals per day across
311 serving days. While we maintain a meticulous count of meals served, our "no questions
asked" policy means we do not formally track the number of unique individuals served. This
approach ensures an inclusive and barrier -free environment where anyone in need can access
nutritious meals without judgment or restrictions.
Through observations and unofficial random samplings, we can estimate that we serve well over
1,500 unique individuals annually. This estimate accounts for our core group of regular guests
who rely on our program daily or several times a week, as well as a steady influx of new guests.
On average, we welcome about five new individuals each day, or approximately 30 new faces
weekly, reflecting the dynamic nature of the diverse and evolving community we serve, which
includes individuals who may visit once or twice during a period of acute need, as well as those
who visit and then become more consistent participants.
We are committed to serving vulnerable populations —including unhoused individuals, those
recently incarcerated, LGBT individuals, persons of color, and others facing systemic
Free Lunch Program - 1
barriers —and we are confident that our program's impact also extends far beyond the numbers
reported here.
2. Funding requested is 17% of the agency's budget.
Yes, our funding request is just over 17% of what we have approximated our FY26 total budget
to be, and just under 17% of what we have projected our FY27 budget to be.
3. Is the operating deficit in the budget accurate?
The operating deficit of-$17,784 in FY23 accurately reflects the lingering effects of deficit
budgets adopted during the pandemic. Our meal service model depended (and continues to
depend) heavily on in -kind contributions from numerous community groups. However, these
contributions were significantly disrupted by COVID-19, even as the demand for our services
surged due to the worsening financial challenges faced by individuals in our community. This
dual challenge —reduced in -kind contributions alongside increased demand —led to a prolonged
recovery period that extended into FY23.
The surplus of $41,515 in FY24 resulted primarily from a one-time, unusually large individual
donation, coupled with the success of fundraising efforts uniquely tied to our 40th anniversary.
Looking ahead to FY25, we anticipate maintaining an operational reserve. While this projection
is forward -looking, it is grounded in our confidence in sustaining our fundraising momentum and
building on the progress we have made in financial reporting and management. These
improvements underscore our commitment to financial transparency, long-term sustainability,
and effective resource management to meet the growing needs of our community.
4. Applicant is requesting a 65% funding increase from the prior allocation.
What is the rationale for the funding increase?
While the requested amount of $25,000 in FY26 and FY27 represents a 65% increase
compared to the prior allocation, it aligns with the funding levels we have historically sought:
$25,000 in FY24 and $30,000 in FY25. While we did not receive the full amount requested in
our last application, we received nearly this amount in FY23.
We respectfully encourage that the full $25,000 requested be approved. We believe that this full
allocation is warranted by (1) the growing need for our services and (2) our efforts to address
feedback to our prior application, resulting in a stronger and more justified application.
Specifically, greater financial support is critical to meet the rising demand for our services. In
FY24, we served over 10,000 more meals at a time when the rising cost of food and supplies
continue to strain our resources. Further, we have taken deliberate steps to incorporate the
feedback and address the concerns raised in our FY24 application. Below are four of these key
improvements that we've integrated into our current application to substantiate and justify our
request for funding comparable to what we previously received in FY23:
1. Alionment of Budoet & Financial Records: We have worked closely with our accountant
and board treasurer to ensure that our budget transparently and accurately aligns with
our financial records. We've also implemented processes to ensure continuity in the
future.
Free Lunch Program - 2
2, fla Pri�Pn Connoormi K Needs Our core mission means Nat
we �vee conti�nu fo not collect demographads due to our"no questions asked" policy,
which we believe is critical fo the unique populations we serve. However, we recognize
the need of funding agencies to better understand the population we serve. Thus, we
have conducted regular Informal random samplings for the demographic areas and have
marooned HACAP's designation of our population's income status to better illustrate the
needs of the community we sane.
3.��pppg��9a0�[ P We have worked to better
emOanNA a in is epp icatbn M1ow our program aligns with more than just the obvious
City Steps phony of "Services to the homeless or dmose at risk of homelessness " For
example, while our program would hot appear to address 'Elderly actwities and
programming" outside of the elderly guests we serve lunches to, our program actually
prdwdes a valuable source of added engagement for many more given that nearly all of
our 900 volunteers are elderly/retired members of the community
a, (Iarpnncftrxi of 1pdmmmnn of Forms. Wave better shown how the funding we receive
has bean (leveraged b expand our impact, a key metric used to review applications.
Previous applications have shown how the FLP has leveraged funds we've received to
support the codirector position whose responsibility it is to build community relations,
secure additional resources, and expand our impact However, the critical impact of the
Director of Kitchen and Volunteer Services has not been previously described even
though she plays an absolutely pivotal role in leveraging the funds we receive by
multiplying our purchasing power and maximizing the egiaency, of our operations. For
example, this director cultivates community partnerships mat provide free or low-cost
food resources, significantly reducing the cast of the food we need fo purchase. She also
overall and mentors volunteer teams in menu planning and team set-up, thereby
ensuring that teams appropriately supply necessary menu items, dinner expanding the
funds we outside Additpnally, this rode is vital In coordinating over 900 volunteers, a task
that allows us to operate effectively with just two paid staff members By leveraging
funding for this position, we enhance our ability to provide high -quality services to the
community while maintaining a lean, cost-effective operational model
Our request reflects our program's growing needs, improved application process, and our
continued commitment to serving the community effectively.
S. If applicant believes most guests are residents of Iowa City and Coralville,
are there plans to ask the City of Cominflle for funds? Are there plans to
establish an operational reserve fund In future with a budget surplus?
Thank you for this question. We know that most of our guests are from Iowa City However,
because some of our guests reside in Coralville, we met with representatives from the City of
Coralville as we prepared our joint application. As a result of this meeting, we have requested!
funding from the City of Coradville and see it as an important step in building collaborative
support for our program.
In response to the second question, which we faced an operational deffdt in FY23, we have
since established an operational reserve in FY26 and anticipate maintaining one for FY25. This
reserve allows us W plan for sustainabidity and ensures that we can address unforeseen
challenges while continuing to serve our community effectively
From Lurrdi Progress- 3