HomeMy WebLinkAbout6.16.25 HCDC PacketIf you will need disability-related accommodations to participate in this program or event, please contact Brianna Thul at
bthul@iowa-city.org or 319-356-5240. Early requests are strongly encouraged to allow sufficient time to meet your access needs.
Next Meeting: July 21, 2025
HOUSING & COMMUNITY DEVELOPMENT
COMMISSION (HCDC)
June 16, 2025
Regular Meeting – 6:30 PM
Emma J. Harvat Hall
410 E Washington Street (City Hall)
AGENDA:
1.Call to Order
2.Consideration of Meeting Minutes: May 19, 2025
3.Public Comment of Items not on the Agenda
Commentators shall address the commission for no more than five minutes. Commissioners shall not
engage in discussion with the public concerning said items.
4.Review and Consider Recommendation to City Council on Approval of the Substantial
Amendment to City Steps 2030 which includes the FY26 Annual Action Plan
City Steps 2030 was approved by City Council on January 21, 2025. The purpose of the amendment
is to include the FY26 Annual Action Plan following the announcement of federal Community
Development Block Grant (CDBG) and HOME Investment Partnership Program (HOME) allocations,
to ensure consistency with current regulations, and to update City Steps 2030 with final allocation
amounts. The City anticipates receiving $741,332 of CDBG and $378,560.15 of HOME from HUD for
FY26.
Staff will provide a brief overview of the draft, followed by discussion and consideration of a
recommendation to City Council to approve the plan.
A 30-day public comment period for the plan began on June 6, 2025 and will run through July 8,
2025. A public meeting is scheduled for July 8, 2025 where City Council will consider formal
approval. The draft is available online at www.icgov.org/actionplan.
5.Review and Consider Recommendation to City Council on Approval of the Substantial
Amendment to the Citizen Participation Plan
The Citizen Participation Plan was last updated in 2020, and the purpose of the amendment is to
modernize methods of input, ensure consistency with current regulations, add provisions for disasters
and emergencies, and increase clarity in the input and approval process for each plan and any
associated amendments.
Staff will provide a brief overview of the draft, followed by discussion and consideration of a
recommendation to City Council to approve the plan.
A 30-day public comment period for the plan began on June 6, 2025 and will run through July 8,
2025. A public meeting is scheduled for July 8, 2025 where City Council will consider formal
approval. The draft is available online at www.icgov.org/actionplan.
6.Staff & Commission Updates
This item includes an opportunity for brief updates from staff and Commissioners. Commissioners
shall not engage in discussion on updates.
7.Adjournment
Housing and Community Development Commission
Meeting Packet Contents
June 16, 2025
Agenda Item #2
a)May 19, 2025 Draft HCDC Meeting Minutes
Agenda Item #4
a)View the draft substantial amendment to City Steps 2030 (includes the FY26 Annual
Action Plan) online at the link below or at www.icgov.org/actionplan.
https://www.icgov.org/home/showpublisheddocument/2714/638847158231162425
Agenda Item #5
a)View the draft substantial amendment to the Citizen Participation Plan online at the link
below or at www.icgov.org//actionplan.
https://www.icgov.org/home/showpublisheddocument/2716/638847158561437834
Agenda Item #6
a)June 9, 2025 Staff Memo – FY25 Aid to Agencies Subjective Accomplishments
b)Neighborhood and Development Services 2024 Annual Report
https://www.icgov.org/home/showpublisheddocument/1499/638841896315886017
MINUTES DRAFT
HOUSING AND COMMUNITY DEVELOPMENT COMMISSION
MAY 19, 2025 – 6:30 PM
FORMAL MEETING
EMMA J. HARVAT HALL, CITY HALL
MEMBERS PRESENT: Maryann Dennis, Amos Kiche, George Kivarkis, Karol Krotz, Kyle Vogel
MEMBERS ABSENT: Horacio Borgen
STAFF PRESENT: Brianna Thul, Stan Laverman
OTHERS PRESENT: Sam Brooks, Erin Sullivan, Crissy Canganelli
CALL MEETING TO ORDER:
Vogel called the meeting to order at 6:30 PM.
CONSIDERATION OF MEETING MINUTES: APRIL 21, 2025:
Dennis moved to approve the minutes of April 21, 2025. Kivarkis seconded the motion. A vote was taken
and the minutes were approved 5-0.
PUBLIC COMMENT FOR TOPICS NOT ON THE AGENDA:
None.
SHELTER HOUSE PRESENTATION:
Vogel welcomed Shelter House to give an overview of services provided for people experiencing
homelessness as well as street outreach. He noted last month he was asking about the homeless on the
street as they’ve seen a real increase citywide in the last couple years of transient populations not
transiting. He stated they used to really see a lot of them during the summer but then they'd move away
during the winter and it seems like more and more are staying during the winter as well. Vogel had
reached out to Laverman to talk about if they're out on City property or on private property do they have
access to facilities like trash or bathrooms and knowing Shelter House has that front area where quite a
few people are staying part-time or full-time. Overall, he was just trying to get an idea of that problem and
since Shelter House has been the predominant provider of services to that population in town he is
hoping that they could give some insight as to what is happening in Iowa City and what that population
has access to or what more does that population need and how do they get people transitioning from
living in a tent or laying on a mattress to more permanent housing.
Sam Brooks (Emergency Services Program Manager, Shelter House) oversees the main emergency
shelter, the street outreach program and the winter shelter and prior to this role he was the street
outreach and engagement specialist working specifically with those unsheltered folks.
Erin Sullivan (Director of Programs, Shelter House) stated she works with Brooks and all of the programs
he mentioned as well as their housing services and the realm of rapid rehousing which is a short-term
housing intervention and then permanent supportive housing for more long-term housing intervention.
Sullivan stated today they will talk with the Commission about street outreach and Brooks will review their
Agenda Item #2
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model of street outreach that they use in the community. Brooks will share some data points and Sullivan
stated she would then talk about the chronic homeless status.
Brooks stated regarding street outreach, they are really focused on the same model they use for all of
their housing services which is housing first. Their approach to street outreach is about meeting folks
where they're at, visiting natural congregations such as going and meeting folks at free meal sites, the
library or other places where people are going to be anyway and engaging with them in a more trauma-
informed way where it's all voluntary. A person can't be court-ordered to be in a street outreach program
or committed through a hospital. So again, they are going into the places where folks already are offering
a wide range of services to get folks connected to the other programs such as rapid rehousing,
permanent supportive housing, coordinated entry and really helping folks navigate all of the complicated
systems that somebody who is currently experiencing unsheltered homelessness might need to work
through to move beyond that experience of homelessness. Brooks stated there's a lot of ways that they
go about engaging with folks, they receive referrals from a whole host of different partners such as City
staff, ICPD, folks at the library, pretty much every City department sends referrals when they're seeing
folks who are unsheltered. Brooks also stated they have a lot of community members who send referrals
and have many folks who are in the population currently experiencing homelessness who are also
sources of referral as Shelter House builds trust and works to engage with folks who are staying outside
and show that they're a safe resource. Having those referrals helps them connect with some of those
folks who have high barriers and are maybe a little harder to engage with.
In 2024, Brooks reported they engaged with 291 unduplicated individuals and 90 of those folks in
2024 transitioned from the street outreach program into permanent housing and are now in stable
housing. Also, 167 transitioned into some positive housing destination whether it was a self-resolution to
staying with friends or families or long-term care facilities. He explained they on top of connecting folks to
housing resources a big role of street outreach is to provide life-saving supplies for folks who are staying
outside, especially in the winter, so they are providing tents and sleeping bags, propane space heaters,
gloves and hats and then in the summer they're providing water to keep folks hydrated. They really try to
mitigate as much of the risk as possible to the folks who are staying outside.
Krotz asked about the numbers they are seeing. These are just the people who have been engaged with
street outreach but that doesn't encompass the entire homeless population because folks who are in the
shelter wouldn't be considered in that number? Sullivan stated there is a little bit of duplication because
sometimes individuals who are enrolled in street outreach might come into shelter for a night and there
are definitely individuals who probably will stay in winter shelter, so there are likely some individuals who
are enrolled in the street outreach program and in the homeless management system but if they were to
pull an unduplicated number for all of the individuals they serve through the emergency shelter, winter
shelter and street outreach that would be a different number and would be much larger.
Krotz noted there are likely homeless people who aren't accounted for in any of their numbers, people
who just don't want to be engaged with. Brooks noted the 291 is folks they've enrolled into their data
homeless management system but acknowledged there are folks who are not at that point of
engagement. In their work through street outreach, it could be as simple as casual small talk on a regular
basis or bringing them some supplies here and there but they're not at a point where they are to be
enrolled into the system.
Krotz noted Brooks spoke to this Commission last year about the winter shelter and the wonderful job
they were doing with the unhoused during the bitter cold winter months to provide them with what they
needed just to stay warm or to eat. Brooks said they work really hard to do what they can. He also noted
there is a point in time, the third week in January, that is a nationally required single night census count in
homeless response systems across the country which Shelter House is required to participate in and they
lead the count for Johnson and Washington County. In January 2025, the number of people staying
outside was 38, which was higher than in 2024 which he believes was 24. Additionally, there is a
required survey that is completed at the time of the count and this year they added two questions. They
asked folks if there was a bed available at shelter tonight would they use it and nobody said yes. But
when asked if there was an apartment available would they move in and 35 of 38 were interested in
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housing. Brooks noted one thing through his time working with street outreach that he’s come to
recognize is he’s not really come across a person who given the correct affordable and accessible unit for
them would not be interested in housing.
Sullivan wanted to talk a little bit about chronic homelessness and that some of individuals Brooks
identified that they are engaging with from a street outreach standpoint are experiencing homelessness
maybe for the first time but others maybe it's been multiple times and are just maybe not able to get a bed
in shelter because its full or they are not interested in sleeping in shelter for various reasons. Therefore,
the street outreach is a way to engage with them and provide those services to help them stay safe while
they're outside and also help navigate the case management services to move them into housing. She
reiterated there are some individuals who are not really that far engaged into the system and those are
the ones that often meet that chronic homeless status. Sullivan noted chronic homelessness is
essentially someone who has experienced homelessness for 12 months or longer and also has a
disability such as a mental illness, substance use disorder, or it could be a physical disability. She noted
this population of people make up a much smaller percentage of the overall homeless population but their
needs are oftentimes more acute, and their experiences are definitely more entrenched. Additionally,
these are individuals who often are survivors of trauma and have been through many of the systems, but
there are also individuals who just are outside in the community for long periods of time. Sullivan stated
permanent supported housing is definitely an intervention for individuals who are chronically homeless
and she fully believes that anyone who has lived outside for more than 12 months needs to move into a
supportive housing environment because moving straight into independent housing without those
supports can be really difficult for the person to transition and maintain that environment, not just
because of financial strains, but also the challenges that individual experiences as they are living in a
community with neighbors and have to interact in a world that maybe they struggle within for many
different reasons. Sullivan acknowledged the comments and thoughts about the winter shelter services
and as Brooks mentioned that is one of those services under his umbrella and they see a lot of the
individuals who are meeting HUD's definition of chronically homeless using that winter shelter service and
being able to come in during the coldest months of the year. The winter shelter is open between
December and March, so for the 15 weeks during the coldest months they are making sure to provide a
safe warm place for them to go. She added at the same time the shelter at 429 Southgate is a 70-bed
facility and they get a special permit with the City to be able to expand their census by 30 more
individuals so in that building they can serve up to 100 individuals. Therefore, they can serve up to 100
individuals at 429 Southgate, which is the emergency shelter, and between 40 and 50 individuals the
winter shelter. The winter shelter is located at 340 Southgate Avenue, which is connected to the Guide
Link building, but not associated with Guide Link, is a project only open from 5:00 p.m. to 8:00 a.m. so it's
a place for them to go during those overnight hours. Again, as Brooks mentioned there's lots of
engagement with individuals to make sure they're aware of the services and notifying them of which
services are open and/or taking them there if they need someplace to go.
Vogel asked what months the winter shelter is open. Sullivan explained it is usually the first Monday in
December through the third week in March and then those overflow services at 429 Southgate are
extended to be from the beginning of November and this year they went through end of April and April
30th was the last day of overflow.
Sullivan next talked about the individuals that are sleeping on Shelter House property and they have seen
an increase of individuals who are sleeping outside on Shelter House property but any of the individuals
who are sleeping on Shelter House property do have to sign a rights and responsibility statement, similar
to those who are in the shelter so there are certain expectations to keep all of the individuals on that
property safe. Therefore, they are very much aware of who is sleeping there and street outreach is out
on a regular basis engaging with the individuals, as well as the daytime staff, helping to address any
immediate needs while also trying to work with them to help them identify a housing solution for them.
Krotz asked if folks are able to stay there 24 hours or do they have to leave during certain hours. Sullivan
stated they do not manage the people outside in a way of saying that they need to leave the property at a
certain time, many of them do go out in the community during the day to get some basic needs met but if
they wanted or needed to stay there they can.
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Kiche asked about those in tents and how long those in the tents are allowed to stay there. Sullivan
admitted they are working on navigating the space in terms of having individuals sleep on their property, it
a new experience for them and so they have not set a length of time for somebody who can sleep on their
property in a tent. The goal is to engage with them, help them locate housing and move them into
permanent housing. If the question is how long it takes for somebody to be from homelessness to
housed it really depends on the barriers of that person and the affordable housing units that they can
locate in the community. The federal government might like to put a timeline on it to say that they would
like people to be rehoused in 30 days or less in this community that is very difficult to do due to the lack of
affordable housing and the lack of housing that doesn't have high barriers to being approved is a
challenge for individuals who often times have extensive barriers such as credit scores or the lack of
income, many places require them to be able to show that they make three times the rental amount that is
due or having a criminal background.
Krotz asked if it is common in Iowa City for there to be the requirement that one needs to make two or
three times the rent. Sullivan stated that is something that's fairly new, over the last three years, having
landlords with that requirement and now almost all the landlords have that requirement so it's definitely a
challenge. Additionally, oftentimes landlords will not count a housing choice voucher as income so if
someone has a housing choice voucher that is able to cover 30% of their rent the landlord still expects
them to have three times the rental amount to be potentially approved.
Krotz stated that's a real eyeopener to her as a renter as she has never run across that but has been
fortunate to find private landlords or to be in specific programs for properties that have requirements to
serve a certain population.
Sullivan also shared some other criteria lately that she’s seen where they've extended the amount of time
that somebody needs to have references, landlords previously ask for maybe 3 years of a landlord
reference and now they are seeing denials because they don't have five years of a landlord reference.
Kiche asked about the demographics of the people who are living in the tents on the Shelter House
property, are they individuals, or families with children, he noted the City likes data for funding issues.
Sullivan stated they have the demographic information for the individuals that are in their homeless
management system, so anyone who's staying at shelter or anyone who is enrolled in street outreach,
and then also any of their other programs so those demographics and data is definitely something that
they collect. To answer the question about the individuals who are specifically outside, and not just about
the individuals who are sleeping on Shelter House property but people who are sleeping outside across
the community, it is a wide range of individuals, male, female, individuals who identify as trans, as for age
range they serve individuals within their programs who are 18 and older however there are individuals
who live outside who are under 18 and they do engage with them and provide services and try to get
them connected with other local resources that provide services to people who are under the age of 18.
She noted this last summer they saw probably more than what she is used to seeing, youth who were
living in a car and who were experiencing homelessness.
Krotz asked if Sullivan knows a reason for that increase. Sullivan stated she could speculate on a lot of
things but can't say necessarily for one specific reason, oftentimes family dynamics and/or other
household or family related issues. She also noted there are individuals and families who are
experiencing homelessness that might be doubled up and sleeping in a friend or family member's house
that they're now not able to stay in for one reason or another. Back to the question of age, they’ve quite
an aging population experiencing homelessness, they have an individual who is physically disabled and
in a wheelchair, they have individuals who are part of a family unit, a single mom with children,
homelessness doesn't discriminate and when someone doesn’t have access to shelter or more
importantly affordable housing, their options are limited. Sullivan also wanted to mention from a safety
perspective individuals who are sleeping in more visible areas is because it is safer to sleep in those
areas than it is in isolated areas.
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Crissy Canganelli (Executive Director, Shelter House) stated they are very regulated when it comes to
data and have a great deal of compliance requirements because of the HUD funding and VA funding that
they receive and just want to provide assurance that they do a lot of data management collection and it is
well managed through a HUD-mandated homeless management information system that is more than
most nonprofits. Regarding data overall and understanding the impact of homelessness and the
occurrence of homelessness in the community, they have sought funding and have been able to secure
funding and invested some of their reserves into two initiatives that will be ongoing throughout the rest of
this year. They'll be parallel initiatives, one is they are partnering with an entity called the Corporation for
Supportive Housing and that's a national nonprofit that works primarily to develop capacity of permanent
supportive housing throughout communities across the country. Canganelli also has a good deal of
experience in developing needs assessments for homeless response systems to establish a flow of
resources in a community such that in any given 30 days the number of people that a community places
into housing exceeds the number of people who are entering the homeless response system. So
Corporation for Supportive Housing is data mining the data in the homeless management information
system and working with the Institute for Community Alliances that oversees homelessness data for the
state of Iowa and multiple states across the country to gather insight into Shelter House data and data for
the region. Then they're also working across systems with partners like University of Iowa Hospitals and
Clinics, the jail, police department, ambulance, and other City departments and different partners that
engage with individuals experiencing homelessness to try to get as panoramic a picture of the impact of
homelessness and the occurrence of homelessness in the community and really ensure that they have an
understanding of the nature of the individuals experiencing homelessness in the community to help them
build out and assess what is the capacity of the different interventions that they need to fine-tune this
homeless response system to achieve that balance. As she mentioned the goal is what is called
functional zero which is that point where they're placing more people into housing in any 30-day period
than are coming into the homeless response system.
Canganelli also noted this dovetails with some of the information that they also wanted to share with the
Commission this evening which is the rate of chronic homelessness in the five most populous counties in
the state of Iowa and then for the state of Iowa. Johnson County has the second highest occurrence of
chronic homelessness in the state of Iowa, second only to Polk County, and the primary pull factors are
the University of Iowa Hospitals and Clinics and the VA Medical Healthcare Center, they have a very
complex population that they're working with and that does impact their ability to create flow and move
people not just from the street but from the shelter into housing. To reiterate what Sullivan mentioned the
barriers that people face to be able to secure housing in the community in spite of the resources that they
have, the case management and other things they have to address for this very vulnerable population.
The second parallel data driven project that they are exploring is working with a group of folks that live in
the healthcare world and the intersection of healthcare and technology and data sharing. Shelter House
has contracted with them to help explore the community's capacity and interest in developing data
sharing and data matching technologies and building an infrastructure to be able to better serve
individuals through data sharing and data mapping to be able to improve the health housing and service
outcomes for the individuals that are experiencing homelessness and at risk of homelessness.
Canganelli explained the desire is to really pull back the curtain and create transparency and visibility
through all intersecting partners across the different systems and in that initiative they have pretty much
the same partners, the University of Iowa Hospitals and Clinics, VA Medical Healthcare Center, Johnson
County Sheriff, different City departments, Housing Authority, Iowa City Community School District, the
Department of Corrections and these folks are in the initial stages of completing surveys, going through
interviews and ascertaining what the capacity and the appetite and the capability is to develop this data
sharing system.
Kiche asked at the point of intake how difficult is it to collect information from the individuals to help
determine some of those barriers they’ve mentioned. Canganelli stated that's not going to happen at
intake. That'll happen at a follow-up assessment. At intake they're really just getting at the very initial
information for someone. At that point they're in crisis, they're seeking shelter, they're seeking an initial
response to something and then they will follow up with an assessment and it's through the experience of
that assessment, building relationship and ongoing case management and support with individuals, that
they're really able to fill out that picture and understand what the full host of barriers are. Oftentimes
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people are not candid and very open wanting to share information about a disability, substance abuse or
criminal history, they may perceive that they may be treated differently or have less access to something
and that's the last thing that they want someone to be concerned about. She noted it does take time to
build that relationship with someone so that they're more comfortable and in a place where they can trust
to divulge that information, especially folks that do have a serious mental illness they're completely
unwilling to divulge that information and so it may take a while to do fact finding to build that case and ask
questions in many different ways to try to really get at someone who says that they don't have a mental
illness but finally they are able to glean out from the person that they've had psychiatric inpatient stays or
that they're on several different psychotropic medications and they're hearing voices, they're responding
to somebody who's not physically there, those are not things that people frequently want to or are willingly
to communicate.
Kiche asked within the 30-to-40-day period for which they are eligible to stay in the Shelter House, is that
period too arbitrary or good enough to establish relationships that will help them get useful data and
services to these people? Canganelli stated they don't limit the stays to that 30-to-40-day period
because they would just be recycling and sending people out to the street only to be coming back in. She
noted they are seeing the length of stay significantly increase whereas back prior to the pandemic. In
2018, it was closer to a 35 to 40 day average stay and they really were seeing flow and things were
working as they should be, the shelter beds were turning over, they were getting people through the
shelter and into housing and opening up that shelter bed for that next person in line. Since the pandemic
they've seen that practically triple, shelter stays are closer to 90 days now and it's not for a lack of effort
on Shelter House’s part. It is the macro and systemic changes that are happening in the community and
with the population.
Canganelli stated they are able to pull data get that information to build the records and build the
relationship. What they cannot do is effectuate systemic change in the rental market, they cannot change
the practices of UIHC, which a couple weeks ago discharged a woman in her mid-60s in a hospital gown
with a walker to the Shelter House parking lot. These are things that happen frequently and are things
that they do not have the ability to change without having visibility and without having access to the data
and the information to try to then influence and change these things that are having incredibly negative
impacts on the people that they're serving in the community.
Dennis acknowledged the people that Shelter House serves are vulnerable and have very complex
issues but also acknowledged there's other systems that are complex and that make their job sometimes
vulnerable. Shelter House provides incredible services and the language that they use is so respectful
and what they do is so greatly appreciated. Canganelli appreciated the comments and stated she feels
like the work they’ve done over these last 10-15 years has been proof of concept they've demonstrated
that the shift to housing first was the right thing to do and it had a very positive impact and continuing to
develop permanent supportive housing in every way shape and form has the impacts that they said that it
would. However, they are not working within a static environment, the economy and the world keeps
changing and the goalpost keeps moving. Just recently a report was issued for mental health services
ranking Iowa 51st in the nation with only two mental health beds for every 100,000 residents and that has
an immediate impact on their work and because of those shifts and changes when they retract and pull
away those resources that were once there their work changes significantly and becomes that much more
difficult.
Krotz asked if they have experienced or do they anticipate changes in what they may be able to receive
from the federal government? Canganelli stated they do anticipate changes they just don't know the
breadth of the changes. They do know that given the current proposed budget of the administration it will
essentially eviscerate all of their permanent supportive housing and significantly reduce the resources
that help to make Shelter House more than just a roof and a bed. They don't have any details or any
plans that's just the intent that they’ve seen. Again, they invested in these two community processes for
stakeholders to create some spaces later this year for the community to be able to say what they value
and what they want to invest in. To be able to either retain current effort or change and improve effort it
really is going to have to be community driven this isn't something that Shelter House can’t fundraise out
of. The current gap for emergency shelter alone this year is over $700,000 which means that they're
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needing to fundraise at least $700,000 just to cover what most people consider a public service and a
crisis response. That's a lot of book sales and barbecues events. And that's just one program of the
organization overall, they really need to look at how does the broader community value this service.
Kivarkis asked is there a specific action that they can take as a committee to put better resources into
Shelter House’s hands to say create a more efficient street outreach program engagement or
transitioning between supportive housing for somebody who's chronically homeless. Canganelli
responded when they have the recommendations from the work with the needs assessment with
Corporation for Supportive Housing. They'd love to share that with the Commission and have more
data informed recommendations for how the Commission could support their work. Right now any
investment in more funding is helpful, but she’d like to be more strategic. At minimum Canganelli did
request the recommendations that are going to Council for Aid to Agencies not be cut. The funding
recommendation from the City staff is relatively level funding with maybe a slight increase as they
desperately need that funding. It goes to emergency shelter operations.
Kiche noted he is somebody who likes going to the library all those kinds of places and sees the folks
they are trying to reach and was wondering how their team works with these folks because they
meet all kinds of people out there. Brooks stated they actually only have one street outreach and
engagement specialist currently, his name is Darren, and that does create challenges when they are
trying to engage with a population that is ranging from 18 to in their 80s and from a whole host of different
cultures and backgrounds. So yes, it’s something that is a big hurdle for whoever is in that role. They do
also have at the shelter the emergency services team, there's a behavioral health coordinator that was
piloted through the winter shelter two years ago who is someone whose role it is to build that relationship
and build trust with folks when they're coming into shelter to ease that experience of entering a new
complicated system, a sometimes chaotic environment. They also have two lead coordinators at the front
desk of the emergency shelter, Maya and Kelly, who are both fantastic, so that's generally the group of
folks who are on the emergency services team and will engage with just about everyone who is
experiencing homelessness in the community whether it's on the street or when they're coming into seek
shelter or just use the drop-in services throughout the day.
Vogel asked about the street outreach program and that the 90 people that transitioned from street
outreach directly to permanent housing. Anecdotally, or best guess, how many of those are recidivist or
how many of those last for a portion of time in stable housing and then end up back on the street because
even with the emergency homeless voucher there are people that do go into housing and then two or
three or four months later they can't get the help they need or they hit a hard line of how much assistance
they can get? Brooks replied it’s hard to quantify but it's a lot lower in permanent supportive housing.
Sullivan added the individuals who are engaged in the street outreach services have the best results
when they move into that supportive housing environment because the permanent supported housing
retention rates are really high, like 95% retaining permanent housing if they're enrolled in the permanent
supported housing. Of the 90 that transitioned from street outreach, some of them did move into
permanent supported housing, like at Cross Park Place and 501 which are 60 units altogether, and there
are other permanent supported housing programs where they partner with the Housing Authority where
mainstream vouchers and emergency housing vouchers are being used to help people financially afford
housing and then they also provide the ongoing case management services. Therefore, when they start
to look at the total number of permanent supported housing.
Vogel noted of the 167 that transition to positive housing, it's tough to figure out where they end up as a
lot of it is just being self-reported. He noted the question of how effective is that or do they need to look at
trying to get more people really into the permanent supportive housing side? Sullivan agreed because for
the most part when they're seeing people recidivate to homelessness it's because they didn't have the
right housing intervention. She stated rapid rehousing or a short-term housing intervention allows
somebody to have that support for up to 12 months as a lease is typically 12 months so if somebody is
returning to homelessness, number one those case managers have a much larger case load. Vogel is
assuming this is some of that data they may get from the new initiatives. Sullivan noted what they would
hope would come from that would be a variety of housing options that would be available for individuals to
move into that would be appropriate for what they need.
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Vogel stated it is hard to have 38 people in the middle of winter that are offered a bed for the night and
will they come in and sleep inside and they say no. Sullivan explained she would not want to sleep at
winter shelter. It’s not a great environment - it’s a bed in a room with 40 to 50 other individuals with no
privacy and if a neighbor is having a bad night for one reason or another, no one is getting any sleep so
that is why they stress it's a lifesaving service. People are there because they could die outside but
they're not necessarily getting sleep.
Vogel noted some people don't want to go inside because they have stuff they don't want to get rid of so
is there a program in place for storage for transient or people on the bubble? Sullivan replied they don't
have a storage program. It can be tricky because then they become the holder of somebody's items.
There are partners that they have worked with when people have vital items or vital records that are
meaningful to them that's manageable and they can work with some of those partners to have them
stored.
Vogel asked regarding the people living outside in the tent areas, do they have 24/7 access to a
bathroom and access to the meal service because they do lock the shelter at night? Sullivan replied in
terms of food, the Shelter House does not provide food services to the individuals who are sleeping
outside of the building but there are other resources they make sure everyone is aware of, the Free
Lunch Program and Salvation Army has an evening meal. In terms of access to the building they are
able to come in and out of the building to use the facilities, they do lock the doors by 9:00 p.m. as they get
rather busy with 70 people in the building and it does limit their access but if somebody comes to the door
and says they need to use the facility they would be able to enter. She also shared that just this week the
City of Iowa City is providing 50% of the funds to be able to provide a port-a-potty on site so if somebody
maybe doesn't want to come into the building to use the bathroom there are other facilities on site. They
also have drop-in services every afternoon Monday through Friday and then mornings on Saturday and
Sunday where people could come in and take a shower and have access to other hygiene products.
Vogel noted Dennis is reading a book regarding an encampment that revolves around a church
establishing outside living in Canada, what is the current status of Iowa City's regulations, is there
anything in the books regarding what is allowable and what's not allowable, facilities specifically.
Laverman stated there are there are some rules and regulations and can check into that and report back.
Canganelli did note the Iowa legislature this past winter/early spring, both in the House and the Senate
had bills proposed that would have criminalized homelessness and require municipalities to create
sanctioned encampment areas where people would have to have an ID to register to get in. These bills
didn't get out of committee, but she wanted to put that out there that sometimes good intentions that can
very quickly lead to unintended consequences and this will likely come back in the next session.
Vogel noted there is a problem with private property, Staples and Brugger’s having to evict people from
the fields behind them so will part of the outreach program have outreach with people who are on private
property, is there someplace they can be where they are not going to get served by the sheriff, for people
to establish that no-shelter living. Sullivan replied the answer to that generally is nowhere. Everywhere
outside has the potential to become a place where somebody doesn't want people to sleep and they
raise enough concern and are asked to leave, she can’t confidently say that there is anywhere in this
community that somebody could be sleeping outside that would not result in being asked to leave which
is obviously a challenge when someone is experiencing homelessness. Sullivan noted that her and
Brooks do attend a monthly meeting with different departments in the City of Iowa City to discuss
individuals who are sleeping outside. They have to figure out within that meeting how to approach this
conversation with the individual outside. Best case scenario is asking for them to leave and they do, worst
case scenario is they won’t leave the property and then that gets into enforcement. From a street
outreach standpoint and from the Shelter House’s perspective, they don't take an enforcement role. They
are there for support and if something formally comes about then they are there for the individual and the
advocate for that individual.
Sullivan stated typically the person making the complaint never actually talks to the person experiencing
homelessness. Usually there's maybe a notice posted saying they need to be off the location within 7
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days or could have an eviction filed against them and that's where the street outreach is stepping in
because an eviction would be an additional barrier for an individual.
Vogel asked if Darren from street outreach should be the contact for private property owners in advance
of reaching out or filing for eviction? Sullivan replied it depends on what the goal of the property owner is.
If it's to say there's somebody experiencing homelessness living on their property and they want to make
sure that they're connected with Shelter House to make sure that they have resources then yes Darren is
with Shelter House is the correct person to contact. He can start to introduce himself and make sure the
individual has what they need for the night and then work on additional goals. If the property owner just
wants the person off their property, they are likely not going to call Shelter House. The Shelter House is
not going to get involved just to have the unhoused person to be moved to another location, they are
there to provide resources and hopefully help.
Kiche noted Shelter House interacts with a lot of other organizations. How has the design of the Shelter
House changed because the people coming there are very different, some are students who have just
lost a house, some are people who've just lost a job, some are people who are chronic, their clients are
very diverse but when they to Shelter House they are put in one pool. If there were funds or the City was
able to renovate or build a new Shelter House, how would they make it different to accommodate some of
those barriers? Sullivan first noted if the City has funds, those should be used towards housing
individuals in affordable housing units. The answer is always more housing and not necessarily more
shelter. Second, the Shelter House last summer did a renovation to make some changes to update the
shelter at 429 Southgate, which was built and opened in 2010, changes made were mostly safety related,
not only for the individuals who they are serving but also safety for their staff. She also noted 429
Southgate is an emergency shelter and it not the same as replacement for permanent housing.
Canganelli noted the winter shelter is at 340 Southgate and is an open building with a barracks area with
no privacy, 429 Southgate is a two-story building with a dormitory for individuals who identify as male, a
dormitory for individuals who identify as female, and there are separate private family bedrooms that have
their own bathrooms. In the men's dorm there's a six-man room and an eight-man room and there's two
two-person rooms for more private settings for people who may have had a stroke or something and need
to be away from the larger population. Canganelli encourages the Commission to arrange for a tour of the
space.
Laverman stated as the Senior Housing Inspector, he oversees code enforcement, so he sees the
complaints come in and sits on the committee where they talk about the unhoused with the various
different City entities that meet on a regular basis with Shelter House. Laverman noted a lot of times
they're looking at harm reduction. Anytime there’s somebody sleeping outside it's not ideal and Shelter
House has done a really good job in the last year of conveying the message to people that under the
bridges or places near public works facilities probably isn't the best place for them to set up
encampments. The City is very comfortable with the Shelter House’s street outreach and they're making
the contact with people and conveying the message that they are moving people into safer locations, he
appreciates the work Shelter House does for the community.
Commissioners thanked Shelter House staff for the presentation.
STAFF & COMMISSION UPDATES:
Vogel noted regarding former member Daouda Balde’s removal from the Commission, he has 30 days to
appeal but staff has not heard from him. The request to move from 9 members to 7 has been approved
by the Rules Committee and will be voted on later this month or next month. Additionally, they will
hopefully have a new person appointed at the June meeting.
Thul stated things will be picking up for the Commission over the summer. Typically the get the funding
allocations from HUD in February, but it was just finally last week the City received the CDBG and HOME
figures. CDBG got a slight increase and HOME had a slight decrease, but the net increase overall was
about $20,000. That will kick off a series of events that will come to the Commission. Next month staff
will be bringing the FY26 Annual Action Plan that programs the funding for the year and explains what
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projects and activities they're going to undertake. That will also start a competitive funding round and
there will be a grant application open this summer. The Commission will be looking at funding
recommendations to City Council for rental acquisitions and public facility projects. At one of the next
meetings, they will then go over the scoring process.
Dennis and Borgen both have terms ending in June so if they are going to reapply it would be a good time
to do that.
ADJOURNMENT:
Dennis moved to adjourn, Kivarkis seconded the motion and a vote was taken and the motion passed 5-
0.
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Housing and Community
Development Commission
Attendance Record 2023-2025
Key:
P = Present
A = Absent
* = Resigned
-- = Vacant
D = Discharged
Name Terms Exp. 11/16 3/21 4/18 5/16 6/13 8/19 9/16 10/21 3/24 4/21 5/19
Balde, Daouda 6/30/27 -- -- -- -- -- A A P A A D
Borgen, Horacio 6/30/25 -- A A P P P A A P P A
Dennis, Maryann 6/30/25 P P P P P P P P P P P
Kiche, Amos 6/30/25 -- -- -- -- -- -- -- -- P P P
Kivarkis, George 6/30/27 -- -- -- -- -- P P A P P P
Krotz, Karol 6/30/27 P A A P P A P P A A P
Patel, Kiran 6/30/26 P A A P P P P P * * *
Pierce, James 6/30/26 P A P P P A P A * * *
Szecsei, Denise 6/30/25 P P P P A P A P * * *
Vogel, Kyle 6/30/26 P P P A A P P P P P P
Date: June 9, 2025
To: Housing & Community Development Commission
From: Sam Turnbull, Grants Specialist
Re: FY25 Aid to Agencies Subjective Accomplishments
The Aid to Agencies Program provides nonprofit public service agencies with flexible
operational funding to help serve low-income Iowa City residents based on priorities set in the
City's consolidated plan known as City Steps. In FY25, the City awarded over $770,000 to 25
nonprofit agencies.
Attached to this memo you will find FY25 3rd Quarter Subjective Accomplishments for the
Legacy Aid to Agencies Program.
The Legacy Agencies were asked to: “Please share any stories that highlight your work
in the community. These may be client testimonials, stories from team members, or
another program or client focused story you would like to share.”
Non-Legacy Agencies don’t submit a 3rd Quarter report.
The final reports for FY25 funding are due July 31.
Agenda Item #6
FY25 Legacy Aid to Agencies
FY25
Funding
Please share any stories that highlight your work in the community. These may be client testimonials, stories from team members, or
another program or client focused story you would like to share. Additional stories or photos may be added as attachments to the
Shelter House is undertaking work at great expense for the benefit of the entire community. By way of example, Shelter House is the community’s lowest-barrier
intervention in a state that ranks last in the nation for mental health bed availability (2 per 100,000 residents). This work is among the most challenging of the
community’s service providers; as such, hiring and retaining quality staff is an ongoing struggle. Recognizing that staff workloads were not sustainable, Shelter House
initiated changes to employee compensation and organization structure in Spring 2024. These structural changes seek to improve organizational performance, right-
size workloads, and increase pay across the agency. By doing this, Shelter House will be better able to attract, grow, and retain highly qualified staff), thereby ensuring
quality, consistent service delivery.
Shelter House underwent an organizational design process focused on sustainably improving organizational performance to ensure clients receive consistent, high-
quality services. The foundational elements of these processes were to 1) increase wages, 2) add an Operations Department, separating operational responsibilities
from Program staff, and 3) expand Behavioral Health Coordinator coverage.
Employee Compensation was adjusted in April 2024 to bring wages more closely in line with comparable positions as reported by Iowa Workforce Development in the
Iowa Wage Report and adjusting for the Metropolitan Statistical Area (MSA). The requisite adjustment was significant, ranging from 10-15% increases agency wide
(e.g. pay for Coordinators, our front-line facility staff, increased by 15% to $17.75).
April 2024 also marked the creation of Shelter House’s Operations Department to, among other things, separate programmatic and operational functions, maintain
staff ratios and shift coverage, standardize hiring, onboarding, and training for frontline staff, and expand on-site management to all shifts to respond to unexpected
challenges. The Operations Department added six full-time staff: Operations Director, Operations Manager, and four Shift Supervisors for 365-day coverage second
and third shifts. Operational and programmatic staff work closely together to ensure adherence to Shelter House’s mission while maximizing the very different
skillsets of staff members from each department.
Employee satisfaction increased from 70% to 77% in this initial phase of implementation that reduced excess hours worked. The addition of Shift Supervisors and the
Behavioral Health Coordinator improved the staff’s sense of support and safety while decreasing engagement with first responders. Notably turnover, another key
indicator of workplace sustainability, decreased by nearly half from 26% in the last quarter of 2024 to 13.5% in the first quarter of 2025. Since the beginning of the
hiring and onboarding phase of the organizational restructuring plan in April 2024, unforecasted payroll costs have decreased by 86% over the prior year, creating
greater stability while significantly decreasing unanticipated staffing costs (overtime and incentive pay).
Finally, an update. Shelter House continues our work with Corporation for Supportive Housing, Briljent, Amazon Web Services, and a coalition of community partners
to assess cross-sector gaps in service provision and information sharing between entities in different sectors in order to create long-term, sustainable systemic change
in the community's homelessness response system. We are about half through this stage, after which we will have recommendations from experts on how to create a
but also partner agencies, health systems, and government entities in our entire service region. All for the end goal to most effectively serve people in crisis in our
community.
mutual friend in November 2024 and initially consented to being intimate with him that night. Over the next 3 months, he coerced and forced her into having sex with
him on multiple occasions when she did not give consent and/or tried to get out of the situation. Originally, she did not think anything was wrong, until speaking with
a friend when she realized that what he was doing was rape. She spoke with a Resident Advisor and Hall Coordinator who were required to report the situation, at
which time she was taken to the hospital for a SANE exam, where she began the process of filing a police report. One of the barriers S faced was related to a disability
and her familial support network lived out of the state.
Public Safety (UIDPS), as well as meeting with her individually to answer questions, discuss the trauma she endured, and provide support. I assisted her with filing a
year to resolve. If the investigation becomes a criminal complaint, it may take an additional year.
Domestic Violence, Rural - K was referred to the Washington County Advocate by the Washington City Police in the spring of 2024 after her live-in boyfriend was
arrested for domestic violence against K. She is 46 and has three grown children who are all living in different states. K was accepted into the DVIP emergencyshelter
and stayed there approximately 45 days. She then filled out a Journey House Transitional House application and was accepted into that program where she lived for
three months and completed the program. During that time K worked with several different advocates while staying at the emergency shelter and Journey House
Transitional Program. She utilized several community resources in Des Moines County while at Journey House including the local food pantries and Community Action
to pay back utility bills, and IowaWorks in Burlington.
K came up against a lot of barriers. More affordable housing units in Burlington, Iowa are much needed. Also there needs to be more landlords in the area who will try
and work with clients to understand their situations. Ultimately, K was accepted into an apartment in West Burlington that is income-based according to her monthly
SSDI. DVIP/RVAP was able to provide two months of rent through the housing program.
My name is Esther, and in 2015, I left everything behind in Congo to come to the U.S. through the visa lottery. I came with just one hope: to give my daughter, Amina,
a better life.
The road wasn’t easy. I’ll never forget our first winter in Illinois—cold, lonely, and full of doubts. But I held onto the belief that every hardship would be worth it if it
meant Amina had opportunities I never had. In 2021, I made another leap. I moved to Iowa City with my three children to be closer to family. I didn’t know what we
would find, but then we discovered Neighborhood Centers—and it became a lifeline. For the first time, I didn’t feel alone. My children didn’t feel alone. We had found
me that we belonged again. We were safe.
One of the greatest blessings has been Aaron, a Family Support Worker at Neighborhood Centers. When I felt lost and unsure, Aaron was there—helping me with
everything from housing assistance to Christmas sponsorships. But most of all, he gave me hope. I’ll never forget the day I became a U.S. citizen. Holding that
certificate in my hands I knew all the struggles had been worth it. Aaron had been there every step of the way, and thanks to Neighborhood Centers, a new chapter
began for me and my children.
and transformation. Across all of our programs, we’ve witnessed how even small acts of compassion and support can lead to life-changing outcomes.
IO saw many successes in Q3 as we focused on supporting those returning to the community after incarceration. In Q3, we hosted our 3rd annual Art From The Inside
Out art show at Public Space One, which features the artwork of current and formerly incarcerated individuals. This show is not only a way to share the talent and
plasticware—essentials that made daily life just a little easier during an incredibly difficult time. Since then, the family has secured housing and now continues to visit
the Food Bank regularly, a reminder of how stability begins with access to basic needs.
Our Mobile Crisis team was called to assist a woman who had recently lost her daughter in a tragic accident. Consumed by grief, she had stopped sleeping, eating, and
taking her medication. “I just don’t think I can be alone anymore,” she told our counselors. In her isolation, she had begun to think about ending her life—not out of a
desire to die, but from the unbearable weight of pain. Our counselors met her where she was, offering empathy and presence rather than solutions. They sat with
her, listened to her story, and helped her make a plan for the day—eat something small, sip tea, and play a game on her phone. She wasn’t hospitalized that day.
What she needed most was human connection and a reminder that she wasn’t alone. Mobile Crisis gave her that.
On our Crisis Helplines, a caller left a message that speaks to the quiet but critical impact of compassionate listening: “You probably saved my life and I do feel
hopefulness because you are willing to go the extra mile and find that website for me. I can tell that you care about whether I live or die and that maybe I should be in
this world or I can be at least a part of it.” Each call like this reflects the importance of empathy, presence, and resourcefulness in a moment that can mean everything.
In our Financial Support program, we met a client in a sober living home who had just undergone surgery and could no longer afford his rent. With nowhere else to
future to look forward to—one where he could host his children and grandchildren, share a home-cooked meal, and rebuild his life with dignity.
Our partnership with Inside Out Community Re-Entry has also enabled us to support individuals transitioning from incarceration, helping them with security deposits,
work-enabling items, and resources they need to reintegrate into the workforce and community. This coordinated approach has helped many secure housing and
employment, restoring both stability and purpose.
We have supported families torn apart by ICE detention, helping them cover rent and basic needs after the sudden loss of household income. Meeting with these
families—often now single parents struggling to navigate an unfamiliar system—has been humbling. While their struggles are far from over, they no longer have to
face them alone.
Language access continues to be essential in bridging the gap between need and support. Our bilingual staff—fluent in Arabic, Spanish, and English—have made a
profound difference in reducing communication barriers, empowering clients to access resources, advocate for their needs, and move forward with confidence.
patient who has been coming to us for many years for support for her multiple chronic conditions. This year, on top of managing her chronic conditions, it became
necessary for this patient to get knee replacement surgery. Thanks to our dedicated staff and our new Patient Navigator position (currently an Americorps position
and soon to be salaried thanks to a grant from the Community Foundation), we were able to get her all set up to receive this surgery and it is schedule for the end of
this week! Another success we are celebrating is that of our Wednesdays for Women/Miercoles para Mujeres program which concentrates women’s health services
on Wednesdays each week. This program has made it possible for us to efficiently offer women essential health care including cancer screening tests and
contraception. Our partnership with Team Breast Friends and Corridor Radiology to increase the number of women with access to routine mammography screening
has yield four early detection cases that would otherwise have gone unknown.
closed off, and difficult to reach. But within just a couple of meetings, UAY staff realized that he wasn’t unwilling, he was just extremely deliberate in how he
communicates. He doesn’t speak quickly or casually and takes time to think, to weigh his words, and to decide when it feels safe to speak. By simply waiting him out
and giving him space, he began to open up. Over time, he’s been able to process his experiences, create and work on goals, share his thoughts, and engage more fully.
His JCO, seeing this shift, has changed their own approach too. Now everyone is better equipped to support him with wraparound services that meet him where he is.
through their social media (attached below) and raise awareness on the importance of keeping perfectly wholesome food out of our waste streams. So far in FY25,
T2T has rescued 2.2 million pounds of food, which is equivalent to 150.29 million gallons of water saved and 3,666 metric tons of CO2 prevented from entering our
atmosphere.
With the increasing challenges our organization and network are facing, we feel more lucky than ever to have a volunteer team that never hesitates to step up. During
the challenging months of winter, volunteer Dan Musgrove went above and beyond to set a T2T record volunteering every day we were open from December 26th to
February 5th - that's 37 routes in 34 days!!! Dan spent a total of 70 hours rescuing food during his streak to recover a whopping 34,489 lbs. of food. He braved frigid
temperatures and snowy weather, last minute route changes, and even doubled up to complete multiple routes in a single day. We deeply appreciate and admire our
volunteers’ hard work and dedication to connecting good food with our neighbors who can use it across Johnson County.
Table to Table's Food Transportation Rescue program aims to capture good food that may go to waste as a result of being rejected by local food vendors. This can
happen for any number of reasons and often has nothing to do with its quality - damaged packaging, mislabeled items, or simply too much of a product are all
common reasons that vendors reject shipments even though it’s still perfectly good food. The past two years, T2T staff and volunteers have worked hard to develop
this program, maintaining 17 partnerships with food transportation companies and warehouses, and successfully recovering nearly 140,000 lbs. of good food through
rejected truckloads. To promote the program, several T2T route volunteers designed and posted flyers in truck stop porta potties to reach a higher volume of drivers -
call that creative marketing!!
We received 35,000 lbs. of distilled water that had been rejected due to 1 damaged jug. This water was distributed to a local mobile home park experiencing water
quality issues. It was also distributed for medical and cleaning purposes as well - a super unique offering that our partners were thrilled to receive!
This March, we happily accepted a 2,030 lb. donation of milk that was rejected due to a few leaky cartons. Luckily, T2T Dispatcher Ryan recruited their visiting siblings
to help us clean off each carton and distribute them to our partners!
testing and was declared cancer-free, although other parts of his body have been affected, resulting in his hospitalization. The wife requires heart surgery, and these
meals are incredibly important to them. This success story is largely attributed to Craig. Craig and his wife, during their deliveries, would take extra time to converse
and pray with Susan for her and her husband. One of the comments on our MobileMeals volunteer app mentioned, "I received an update on her husband's cancer
last week; he was cancer-free, which was wonderful! I told her that my wife was still praying for her husband, and she thanked me, believing that the prayer is
helping."
Craig would take time out of his volunteer work, with Susan's permission, to lend a listening ear, as they had no one but each other. When Susan called to inform us
that she would need to pause due to her surgery, she said, "I would not have made it this far without (Craig) and his wife." We are much more than a meal service,
and Craig exemplifies that.
Additionally, we had a lady who joined the program two months ago and recently left after regaining her strength and confidence. She had multiple health issues
leading to malnutrition. The meals enabled her to focus on her rehabilitation and regain her independence. She is very grateful for our service and the kindness our
program and drivers provided during a time when she had no one.
creativity of these artists, but to humanize them and increase public support. This year’s was our biggest show with more artists and pieces of artwork than we’ve
displayed previously. Our reception was a resounding success with over 100 attendees and while the show was on display many dropped in to check it out. We asked
attendees to share feedback with individual artists, and some left comments for everyone including this one: “Wow, this is an amazing, varied display of talent &
ideas! I enjoyed the different styles, artist comments about their work, & the ways in which different materials are used to create such moving work. Thank you all for
producing these works & sharing them with the public!” We believe this art show has a positive impact on the community as it changes public perception and
increases support for those impacted by incarceration.
In Q3, IO started our 6 week ACT group which ended in mid April and the feedback was very positive. This group is focused on skill-building to cope with stressors, aid
in emotional regulation, and build awareness to reach goals. 100% of graduates of the program surveyed said the group helped them discover what is important to
them, and to take action to pursue the important things in their life. 100% also agreed that the group helped them to be willing to experience difficult thoughts. One
of the graduates of the group said the following about the group: “It has helped me be more aware of myself and how I handle myself in different situations.”
Another group which has seen success is our weekly peer recovery group. After the group recently, a member approached our staff to share their gratitude: “He
wanted to let me know that he really appreciates that there is a facilitator that has lived experience and is not ashamed to share and understands the struggle of
recovery. He thanked me showing that I genuinely care and that I have helped him believe he is not alone.”
In addition to our regular programming, IO hosts social events for our members to come together and find ways to de-stress and learn more about the community.
We had the opportunity in February to attend a dance production at Hancher Auditorium. The members who attended were moved by the production, and they also
shared how much they appreciated the opportunity to visit a place they had not been before. We value the importance of helping individuals connect with the
broader community during their reentry.
This fall we were working with an English Language Learner who was working on pre-service training to open a child development home. She was struggling to fill out
a LIHEAP application and we were able to connect her with that service, in order to receive assistance with her utility bills. During the third quarter we were asked by
Child Care Resource and referral to assist 3 child development homes with trainings and additional supports to keep their businesses open—this means that up to 24
child care slots remained available in Johnson County. Without our quick response and community connections, these programs would have closed and most likely
would not have re-opened. We assisted one child development home with marketing her business and she accepted her first child shortly after. In January, we began
tracking use of our business center. We have had providers log over 20 hours in the second quarter, so we know it has been very beneficial to have access to, for the
financial strain of tuition for a quality program felt like an impossible hurdle. That’s when we found Head Start, and it has been an absolute blessing for our family.
Head Start has not only provided a safe and nurturing environment for our daughter, but it has also given her the fundamental skills she needs to succeed in
kindergarten and beyond. She has learned how to write her full name correctly, grasped basic math concepts, and even begun developing early reading skills. But
beyond academics, she has also grown emotionally. The teachers have helped her learn how to manage her emotions and calm herself in stressful situations—skills
that will benefit her for a lifetime.
One of the greatest gifts Head Start has given us is peace of mind. I never worry about my daughter when she is at school because I know she is in a place where she is
truly cared for. The teachers and staff treat her like she is their own, and that level of dedication and compassion means everything to us as parents.
Without Head Start, our family’s situation would be more difficult. Their support has allowed us to work without the constant financial stress of childcare costs, and
impact they have made on our lives.
“Personally, I have truly appreciated the chance to see my little interact with her peers to be able to find opportunities to encourage her to engage socially. I truly
believe that the events have been integral in my little’s new-found confidence and ability to flourish as a middle schooler. Having a safe space to begin to explore ways
tips from other mentors. BBBS events have been a highlight of our time with BBBS.” When I spoke with the little about how she feels at the group events she said
“Unlike at school, the other girls my age actually talk to me. It is nice to talk to other people when I don’t have others to talk to that much.” From Molly Gilroy- Match
Support Specialist. I have included a picture in the attachments section.
This is a picture of Four matches. Four Big Sisters and Four Little Sisters. They met through our BBBS sponsored events and this picture was taken on an outing that
they planned on their own. New friendships have been made!
for Humanity has been working to make this home more accessible for the homeowner, Rosenda, who has mobility challenges. We installed an accessibility ramp, a
crucial modification to ensure she can safely enter and exit her home.
The project was nearing completion, and I wanted to gather photos and videos to document our work. That day, however, the weather was less than cooperative. It
was a cold and windy Friday, with snowdrifts piling up along the county roads. I was driving through rural Iowa, and as I turned down a gravel road leading to the
neighbors in sight.
I parked and quickly got out of the car, feeling the cold wind burn my face and fingers. After taking a few photos of the ramp and shooting a couple of videos of the 60-
foot ramp, the longest we've ever installed, I rushed back to the warmth of my car. As I drove back down the gravel road, the isolation of the area stayed with me. The
home felt so far removed from any help, and I couldn't stop thinking about the homeowner. What would Rosenda do if she fell outside? How long would it take for
Free Lunch Program $15,129 The Free Lunch Program continues to serve as more than just a meal site—it’s a place of stability, support, and trusted connection for many community members
navigating difficult circumstances. Throughout the first three quarters of FY25, we’ve witnessed a number of moments that reflect the deeper impact of our presence
in the community.
Several of our guests have shared their successes in finding employment. One guest, who recently began working at a fast food restaurant, came in visibly worried
after missing several shifts. He was afraid he’d lost his job. We were able to talk him through his fear and help him think through how to approach his employer. He
later returned to let us know he was still employed and grateful for the guidance.
during the application and interview process, and their excitement when they were hired. Their willingness to confide in us speaks to the trust and sense of
community that have developed within our space.
Another guest, recently released from incarceration, came in one day clearly frustrated—he was not volatile, but he expressed that he was on the verge of making a
decision he knew would only worsen his situation. After our conversation, he committed to not act on those impulses, instead allowing us to connect him to Jes Lang
with the Community Violence Intervention program. Jes, who we met at a UW event, helped him start addressing some of the barriers he was facing and connected
him with other community agencies to support his efforts.
We’ve also had guests come to us for emotional support during health scares—one recently brought the results of a physical exam and talked through their concern
about the potential diagnosis they faced. Their decision to share something so personal reinforces how much they trust the relationships they've formed here.
These stories are just a few examples of how our low-barrier, consistent presence makes a difference in the lives of individuals facing complex challenges. The Free
Lunch Program remains a steady point of support, providing not only meals but also meaningful connections that help people move forward.
Services Coordinator, who have taken bold steps to improve transition planning and expand access to community-based services for individuals with high support
needs.
In recent years, we have seen a steady increase in behavioral and emotional support needs among the youth we serve, with a marked rise in high-risk behaviors since
role in redesigning our approach to behavior support planning. Her compassion and persistence were especially evident in her work with a young man who had
previously required a 2:1 staff-to-student ratio during short periods of school programming.
Despite the significant behavioral challenges this student faced, our Group Services Coordinator was committed to giving him a chance to succeed in our programs.
She helped design a support plan with a 1:2 ratio that allowed him to participate successfully in our summer day and group respite programming. Her approach
provided a bridge to community-based services, avoiding the all-too-common gap that occurs when youth with high support needs age out of school-based settings
and find limited options in adult services.
Recognizing this broader issue, our Program Director initiated conversations with school district staff and community providers to explore the barriers that make
these transitions so difficult. These discussions led to a creative pilot program: the student who had been supported in our youth programs would temporarily join
student now on track to transition fully into the adult day program after this summer.
This initiative represents more than just one student’s success—it’s a model for how community collaboration, thoughtful planning, and individualized support can
create real options for people with disabilities. The efforts of our Program Director and Group Services Coordinator have not only improved outcomes for this young
man but have also sparked important conversations among educators, families, and service providers about how we can work together to build better systems.
projects in Coralville, Solon, and Cedar Rapids. After working with one of our community organizers, we calculated that his employer had stolen over $1,900 of his
wages. After submitting a claim with wage payment enforcement agencies, we were not able to report and progress to the worker for months. After almost 6 months
winter when cold temperatures and harsh winds can quickly turn a simple fall into a life-threatening situation.
While that Friday had been cold, temperatures plunged below zero the following Monday and Tuesday, with wind chills nearing negative 20°F. I couldn't stop thinking
about Rosenda, imagining her outside in such extreme cold—perhaps trying to retrieve something from her car or check her mailbox. In those frigid conditions, I
realized that if she were to fall and couldn't get up, she might not survive more than an hour before the cold took its toll.
The reality of how essential our home repairs are genuinely hit me. I don't think I'd ever connected someone's living situation to a life-or-death scenario in such a
direct way. It was a crucial moment of reflection for me and one that I wanted to share with our staff at our Tuesday staff meeting. I shared my reflections to remind
everyone of the life-saving nature of our work. I also wanted to thank the Helping Hands crew, who work through extreme weather to complete these essential
projects.
In our discussion, our Helping Hands Director, Aaron Kiesey, shared that the hypothetical scenario I had been thinking about—Rosenda falling and unable to get
had transportation to her appointments, but on one occasion, her ride dropped her off and left before she could get back into the house. She fell in the driveway,
injuring her knee further, and couldn't get up. Thankfully, Rosenda’s son, who works during the day, had decided to check on her during his lunch break. Though her
injury was severe, that unexpected visit saved her from even more serious harm. She was hospitalized and is now residing in a rehabilitation center. The accessibility
ramp, the final step of the project, will allow Rosenda to safely return home.
This situation is a powerful reminder of why our work is so vital. These services are urgent, especially in rural areas, and even one modification can make a life-
changing difference.
passionate about nurturing young children and providing quality care, she was struggling to gain visibility, stabilize enrollment, and manage the demands of running a
business on her own. Despite her commitment and hard work, she felt stuck—pouring in energy without seeing the growth she had envisioned.
That changed when S. joined the Entrepreneur Hub at Dream City. Through Dinner & Learn sessions, personalized coaching, and peer networking, she began
rethinking her business model with fresh clarity. With support from the Hub, she created a clearer marketing plan, refined her enrollment process, and gained new
tools to build her brand and connect with families. Within a few months, her center’s enrollment had increased significantly, and for the first time, she felt like her
dream was not only possible—but sustainable.
and unsure at first, he began to thrive in the mentorship-based environment. The weekly sessions gave him a space to connect with peers, build confidence, and
develop leadership skills. S. shared, “He started to believe in himself more—just like I did. We’re growing together.”
For S., Dream City has become more than a resource—it’s become a turning point. “I came here looking for business support and found a community that uplifted
both me and my son,” she said. “Dream City gave us the tools, the confidence, and the community to rise.”
S.’s journey shows how supporting one entrepreneur can ripple out to change a family’s future—and strengthen the broader community in the process.
requesting to meet and discuss the stolen wages. Through negotiations with the employer, we successfully reached a repayment agreement that the employer signed,
promising to repay his former employee for the full amount of over $1,900. The employer has made two payments so far, resulting in $850 in recovered wages for this
Iowa City resident.
A worker came to CWJ in October 2024 with a wage payment issue. He had been working for an Iowa City construction/home remodeling company for several
months, doing a variety of jobs including siding, windows, flooring, doors, decks, etc. During his employment, he reported to us having missed payment for 7 weeks of
work, totaling over $8,500. He mostly worked at one job site while employed, and was typically working alone on-site with the business owner as his supervisor.
Throughout the winter, he worked with our community organizers to provide evidence, including a log of his hours worked and communications with his employer
asking to be paid. After contacting the employer and sending a delegation of staff, community leaders, and concerned community members, CWJ successfully assisted
the worker recover $8,000 in February!
-Providing the comforts of home to 88 households
-Dresser Build program
-Adding referral agencies
PROVIDING THE COMFORTS OF HOME
As mentioned above, in Q3, we delivered beds, furniture, and other items to 88 households. Those 88 households received 151 beds: 70 twin, 29 full, and 52 queen.
We also delivered over 50 couches or loveseats, 50 dining tables, and over 200 dining chairs. Over 260 people in our community, including 132 children, now have
comfortable places to sleep, sit, and eat, and a place they can really call home. Some of the people whose homes we furnished sent a message after they received
their items. One recipient said, “I want to thank you all for everything, all who brought the furniture in and helped to make our apartment a home.... We have been
truly blessed and appreciate it so much! May you all be blessed as well for all you do for families like us who need just a little help sometimes in life.”
DRESSER BUILD
In 2025, we kicked off our Dresser Build program, a unique opportunity for volunteer groups to work together to build dressers and deliver them, along with other
needed beds, furniture, and household items. Dressers are one of the most often requested furniture items (for each member of the household), but our usual
inventory of donated dressers allows us to give only one per household. The Dresser Build volunteer group - family, friends, or colleagues – financially sponsors a
number of dresser kits, spends an hour or two at our warehouse building the dressers, and then completes Comforts of Home deliveries, including delivering the
dressers they built. Dresser-build groups to date have included a family gathering and a group of GEICO volunteers. One of the Dresser-Build volunteers said, "This is
awesome! There's something very satisfying about building this dresser."
NEW REFERRAL AGENCIES
For several years, we have received inquiries from local organizations about becoming a Houses into Homes referral agency. Until this point, we have not had the
capacity to add new agencies. In Q3, our Operations team was able to meet with those organizations, and, for the first time in three years, we have added new
referral agencies. Specifically, Immigrant Welcome Network, Big Brother Big Sisters of Johnson County, Symmetry Health, Tanager Place, and Nisaa African Family
Services are now able to make referrals for their clients. Our team is also meeting with our existing referral partners to review our process and to learn more about
their work and clients.
participant has Parkinson’s Disease and after falling at home several times, started receiving showers at Pathways. Her daughter was incredibly grateful and thanked
us often for taking that off of her plate as she juggled her own life with 7 daughters, working, and caring for her elderly parents. Though she did just move into an
assisted living facility, we were able to help her remain at home on the farm with her husband because of the opportunity to socialize and have her own friends,
receive showers, and maintain her physical health. On the discharge surveys the daughter indicated that we were able to help prevent placement for longer than a
year, which is what her mother wanted. Some quotes from her daughter are “Thank you so much for all that you and the rest of the staff there at Pathways does
every day! Y'all are a BLESSING! All of the Pathways staff are an incredible help, blessing, and encouragement to the family! We appreciate all that you and your staff
do for our folks! We would be in a mess if we didn't have your support. Thank you, thank you, THANK YOU!!!!!”