Purchase of Services Grant Agreement - St. John's Lutheran Church Copyright 2014
City of Dubuque Consent Items # 27.
ITEM TITLE: Purchase of Services Grant Agreement-St. John's
Lutheran Church
SUMMARY: City Manager recommending approval of a Purchase of
Services Agreement with St. John's Lutheran Church for
Fiscal Year 2017 to help fund St. John's Lutheran Church,
Almost Home, which provides overnight shelter to
homeless men.
SUGGESTED DISPOSITION: Suggested Disposition: Receive and File; Approve
ATTACHMENTS:
Description Type
Purchase of Services-St. John's Lutheran Church, City Manager Memo
Almost Home-MVM Memo
Staff Memo Staff Memo
Application Supporting Documentation
Grant Agreement Supporting Documentation
THE CITY OF Dubuque
UBE I
erica .i
Masterpiece on the Mississippi 2007-2012-2013
TO: The Honorable Mayor and City Council Members
FROM: Michael C. Van Milligen, City Manager
SUBJECT: Purchase of Service Agreement— FY17
St. John's Lutheran Church, Almost Home
DATE: June 28, 2016
Housing and Community Development Department Director Alvin Nash recommends
City Council approval of a Purchase of Services Agreement with St. John's Lutheran
Church for Fiscal Year 2017 in the amount of$10,728 to help fund St. John's Lutheran
Church, Almost Home, which provides overnight shelter to homeless men.
I concur with the recommendation and respectfully request Mayor and City Council
approval.
Mic ael C. Van Milligen
MCVM:jh
Attachment
cc: Barry Lindahl, City Attorney
Cindy Steinhauser, Assistant City Manager
Teri Goodmann, Assistant City Manager
Alvin Nash, Housing and Community Development Department Director
THE CITY OF Dubuque
AII-America City
DUBgkE 1
Masterpiece on the Mississippi 2007-2012-2013
TO: Michael C. Van Milligen, City Manager
FROM: Alvin Nash, Housing and Community Development Department
SUBJECT. Purchase of Service Agreement— FY17
St. John's Lutheran Church, Almost Home
DATE: June 24, 2016
Introduction
Attached for City Council approval is the Purchase of Services Grant Agreement with St.
John's Lutheran Church for Fiscal Year 2017. The agreement includes attachment of
the City Council Goals and Priorities.
Background
The Fiscal Year 2017 budget recommends an allocation of $30,000 in Community
Development Block Grant (CDBG) and $72,706 in General Funds for Purchase of
Services activities. During the budget process, $10,000 CDBG was allocated to Four
Mounds HEART Program. The remaining $92,706 was available for competition.
At the June 20th, 2016 meeting, City Council approved the Community Development
Advisory Commission recommendation to fund St. John's Lutheran Church, Almost
Home in the amount of$10,728.
Discussion
The grant application states, "Addressing homelessness or the threat of homelessness
is a critical foundation for meeting the Council's goals and priorities of improving our
social and economic health; to that end; Almost Home addresses and embraces the
Council's vision. The Guest Housing provides overnight shelter to homeless men; a
safe supervised place to sleep, hot shower, and clean clothes...we connect the men to
the services they need to rebuild their lives."
Requested Action
I respectfully request the City Council approve the attached Purchase of Services
Agreement with St. John's Lutheran Church and authorize the Mayor to execute the
agreement on behalf of the City.
Prepared by Erica Haugen, Community Development Specialist
Purchase of Services Application
Purchase of Services Grant Application
This form should be submitted by organizations applying to participate in the Fiscal
Year 2016 Purchase of Services Grant Application Competition.
Applicant Information
Contact Person Gwen Kirchhof
Date 5/5/2016
Phone (563) 495-1052
Email execdi rector(d).al mosthomedba.org
Executive Director Gwen Kirchhof
Organization Name Almost Home @ St. John's Lutheran Church
Organization Address St. John's Lutheran Church
Organization Address2 1276 White St.
City Dubuque
State IA
Zip 52001
Program/Service Information
"Limit each answer to 2,500 characters
Program Name Almost Home @ St. John's
Amount of Request 25,000.00
Has your organization No
ever received Community
Development Block
Grant(CDBG)funding?
Has this program received Yes
Purchase of Services
Grant in Previous Years?
If yes, what year was the 2016
program last funded?
What was the funding 10,070.
amount?
Program Information
1. Program/Service Each day, in Dubuque, homelessness or the threat of
Information (limited to homelessness erodes the stability and well-being of residents
2,500 characters) of our downtown neighborhoods. Men, women and children are
struggling to meet the basic needs of their existence. The
causes of their strife are numerous and complex. When
homelessness and poverty exist, there needs to be a system in
place to shelter individuals and support their journey toward
independence and self-sufficiency. Addressing homelessness
or the threat of homelessness is a critical foundation for
meeting the Council's goals and priorities of improving our
social and economic health, to that end, Almost Home
addresses and embraces the Council's vision. Almost Home is
a two-fold program (The Guest House &Open Closet) housed
at St. John's Lutheran Church, located at 1276 White St.
serving those in need in the downtown and Washington St.
neighborhoods. The Guest House provides overnight shelter to
homeless men, a safe and supervised place to sleep, hot
shower, and clean clothes. We connect the men to the services
they need to rebuild their lives. The Open Closet addresses
domestic hunger and generational poverty by distributing
clothing and household essentials free of charge, freeing up
income to be used to offset the cost of other daily living
expenses. By working within the affected neighborhoods,
Almost Home works to increase the mutual understanding and
knowledge of those we serve by creating an environment
where all races feel welcome and included, leaving no one
behind, promoting a truly "Inclusive Dubuque."Almost Home
helps tell the story of the homeless in Dubuque and exposes
the misconceptions. We provide a safe environment where
men can sleep without fear of victimization, illness, or death.
Many of our guests have mental issues and are often
threatened--those in poverty are often preyed upon. We help
the disadvantaged live life without fear or threats.
Homelessness occurs when individuals and families are unable
to acquire/maintain affordable housing. AH assists individuals
in seeking employment and finding suitable and affordable
housing. Getting the homeless off the streets helps deter the
potential for crime that exists when men are sleeping in dark,
unprotected and exposed locations. As Dubuque relies on
tourism dollars, a safe downtown area promotes greater
economic prosperity for us all.
Location of the Program: Lower level of St. John's Lutheran Church, 1276 White St.
Dubuque, IA
Is this a new Program? No
Will this funding increase Yes
the level of services
provided?
Is this a continuous or Yes
ongoing program?
2. Briefly describe your Almost Home is an organization within the congregation of St.
organization, its mission John's Lutheran Church of Dubuque. St. John's has a long
and goals, and additional history of serving those in need in the downtown community
services provided. regardless of their race or religious belief. The mission of
Almost Home is to empower our constituents to make new
beginnings by providing them with meaningful physical, social,
and spiritual support. We do this by partnering and
collaborating with a variety of service provider, knowing that we
alone cannot be experts in every field. At the same time, out
partners look to us to shelter and clothe their clients, to be
there to spend the time to understand their needs and build a
relationship. At Almost Home we envision a community where
all members and organizations enthusiastically unite to heal
broken lives, abbreviate our neighbors' experience with
homelessness and poverty, and restore their sense of
acceptance and self-worth. Almost Home provides two distinct
services: the Guest House is a shelter serving homeless men
and the Open Closet provides free clothing and household
essentials to those in need. The goal of the Guest House is to
provide safe, supervised shelter for homeless men. Hospitality
for guests includes: a clean bed, handmade quilt (which they
may keep), hot shower, toiletries, and clean clothing. We work
with the men connecting them with services provided by the
many agencies we partner with, e.g., Project Concern,
Hillcrest, NICC, and Crescent Health, we help with job
applications and work to restore their dignity and self-worth.
Our shelter accommodates 12 men. The Open Closet provides
clothing and household essentials (free of charge) to men,
women, and children of all ages who express need. It is open
two Saturday mornings a month or on an emergency referral
basis. The Open Closet Staff is "on call"to help when there is
an emergency call from area agencies, e.g. when there is a
fire, natural disaster, vandalism, burglary, illness, neglect,
eviction, flight from spousal abuse, or a call from teachers
needing clothing and undergarments for a student. The focus
of the Open Closet is not just the clothing, but rather
responding to the needs of the people. We use our monthly
events to initiate dialogue and communicate the fact that we
are members of a multi-cultural neighborhood, we act as a
clearinghouse disseminating current information on programs
and projects offered by the City of Dubuque and other agencies
as we hear about them.
3. Identify the need for The need for emergency shelter for homeless men in Dubuque
your program and/or the is greater than can be provided by the Dubuque Rescue
need for expansion (if Mission. Current, National statistics reveal 7 out of 10 people
requested). are one paycheck away from homelessness. An unexpected
illness, loss of job, cut in work hours, divorce, death of a
partner or abandonment can impact a person's financial or
emotional well-being. Mental illness, addiction, fear of
authority-the list goes on, there are many factors contributing to
homelessness. In 2015 the Guest House sheltered 89 men for
a total of 1324 bed/nights, and we are just handling the
overflow from the Dubuque Rescue Mission. This up from the
2014 total of 84 men for 1186 bed/nights of shelter. As we
approach the summer months, we usually experience a decline
in those seeking indoor shelter, however, we are and have
been at capacity. The homeless population we serve is
definitely changing, we are seeing younger men in need of
training, we are seeing more with serious mental issues, and a
number with legal problems, they are all requiring more one-
on-one direct help. The number of people attending the Open
Closet has surged. Last year we averaged 160-200 people on
a Saturday morning, we now average 270 and recently served
309 individuals in two hours. While it is evident that they need
free clothing, we are also acting as a place they can trust to
help them assimilate into our community, e.g., what do you do
when you get a parking ticket? People may tell them to go to
City Hall, but remember some of these people are never seen
again in their country if they go into a government building, we
explain the difference or offer to go with them. People may ask
them to complete a survey--some are frightened to answer
questions even though it will help them, we can be the
intermediate. We are working on securing funding to increase
the usable space within St. John's to accommodate increased
use of our services, but expansion is also dependent on
securing funding to increase staffing and allocate time to recruit
and train new volunteers and work to retain those we have, our
organization depends on forging new partnerships and
understanding how to optimally utilize their services on behalf
of those we serve.
4. Describe the primary The Guest House serves homeless men over 18 years of age
population served by your needed shelter. We have identified specific groups within this
program. Does your population. The majority of the men want to work but lack skills
program reach out to or education to do so, they may have financial or legal
underserved populations? obstacles to overcome and need case managers to develop
If so, explain how. How personal plans for growth. The 2nd group suffers from
will these funds broaden significant impairments, e.g. mental illness, low IQ, and
access to your program? behavioral disabilities; they have difficulty living independently.
The 3rd group is men newly released from a correctional
facility. They require intense oversight because they are often
overwhelmed with their search for jobs and housing and lack a
support network to help them cope. Our 4th group is educated,
possess skills and are motivated. They come to us because of
job loss, divorce, or medical issues. The 5th group (less than
3%) make no attempt to improve their living situation and
embrace the shelter lifestyle. They will move on rather than let
us assist them in finding housing or employment. This year, we
have seen an increase in men over 62 years of age. The Open
Closet serves men, women, and children of all ages in need of
clothing and no resources to purchase it. Our clothing
distribution events are frequented by low income Whites,
Blacks, Asians, Hispanics, Middle Easterners, or Marshallese.
We build relationships, we broaden our access by opening
lines of communication amongst our multi-cultural constituents.
By treating them with respect we earn their trust, in turn, they
share this positive experience within their enclaves and
knowledge of our program grows by word of mouth. The
funding we are requesting is for capacity building for our
organization. The numbers we serve continues to increase, we
are seeing young Blacks fleeing gang violence from Chicago,
more mentally ill (with violent tendencies), older (sicker) adults,
and families cost overburdened due to lack of affordable
housing. We need to increase our volunteer recruitment, offer
additional training, enhance partnerships with other agencies,
and spend time collecting additional data for performance
measurements--all requiring substantial allocation of staff time.
Funders are increasingly demanding evidence that their funds
are accomplishing targeted goals. Data provided by
performance measurement can be a powerful tool for retaining
current resource levels and acquiring additional funding or
garnering community support.
5. Goals, Objectives and Top Priorities
Select up to three goals that your program will address and the corresponding
priority. If your program meets more than one goal, pick the primary goal met and
list the other goals in the narrative. Explain how your program will meet the
objectives listed under the chosen priority. Be sure to refer to the City Council
Goals and Priorities and match the Community Goal to the matching Priority.
Example: Goal. SociaUC.ultural Vibrancy paired with Priority. Arts and Culture
Master Plan.
Goal #1 Social/Cultural Vibrancy
If applicable, select Inclusive Dubuque Action Plan
Top/High Priority:
Explain how your Almost Home strives to increase the mutual understanding and
program addresses the knowledge of others determined to help build an inclusive
identified goal, community in which we all feel welcome and included, leaving
objective and/or priority. no one behind. Understanding homelessness requires a grasp
of several social issues: poverty, affordable housing, and
disabilities (mental and physical.) Almost Home helps tell the
story of the homeless in Dubuque and expose the
misconceptions. We help the homeless and those threatened
by homelessness feel respected, valued and engaged. We
help tell the story of how these individuals are affected by low
income, lack of affordable housing, lack of education, poor
health caused by poor nutrition, lack of transportation, and
unsafe neighborhoods. Almost Home helps open the lines of
communication. We also intervene by helping connect our
homeless and near homeless with local support services. Our
Open Closet Saturday events are attended by all ages of low
income individual-- Blacks, Whites, Asian, Hispanics, Middle
Easterners, and Marshallese. Our neighborhood is truly an
ethnic melting pot. We engage in conversations encouraging
and assisting them in embracing and participating in Inclusive
Dubuque Initiatives and The City of Dubuque's first ever
Community Equity Profile. We have a bulletin board where they
can learn about projects, program, or events that help meet the
economic and cultural need of our diverse neighborhood and
the community in general. We also celebrate our diversity by
letting people know about events sponsored by local colleges,
churches, and the Multi-Cultural Center celebrating Dubuque's
diversity.
Goal #2: Partnering for a Better Dubuque
If applicable, select City Economic Development
Top/High Council
priority
Explain how your One of Inclusive Dubuque's goals is affordable housing
program addresses the opportunities for all. Homelessness occurs when individuals
identified goal, objective and families are unable to acquire or maintain affordable
and/or priority. housing. Almost Home encourages our constituents to take
part in the certificate programs offered by NICC that will
prepare them for"living wage" employment. These certificate
programs meet the current and future needs of Dubuque as
identified by the Greater Dubuque Development Corporation.
Goal #3: Planned and Managed Growth
If applicable, select Inclusive Community: Action Plan
Top/High Council
priority
Explain how your The goal of an inclusive community is to have safe and healthy
program addresses the neighborhoods citywide and with a variety of housing options.
identified goal, objective Almost Home supports our neighbors by helping them take
and/or priority. pride in their residences. We get the homeless off the streets
which helps deter the potential for crime that exists in
neighborhoods where men are sleeping in dark, unprotected
and exposed locations.
Outcomes
6. Describe your Almost Home significantly impacts the Dubuque Community.
program's impact on the From November 1, 2015 through May 1, 2016 we have
Dubuque Community. provided 1465 bed/nights of service to 55 homeless men. Yes,
you can say that we have impacted their lives by getting them
off the streets and out of parking ramps, but more importantly,
we have helped 72% of them find housing, 40 men have been
transitioned into permanent housing (with the help of our
partners) since November. None of the men residing at Almost
Home returned to jail, one is in Mercy's Psych Unit pending a
mental health evaluation for Substance/Mental Health issues,
we are working with the remaining 10 men, keeping in contact
with agencies to get their legal and financial issues resolved so
they too can find permanent housing. Men is our shelter have
found full-time employment (with benefits), two are being
mentored and are working on their GED, two have completed
the NICC Construction Trades Certificate Program, and one
has voluntarily agreed to seek treatment for long term
addiction. We impact our volunteers, they are now keenly
aware of the plight of the homeless and impoverished in our
city and have learned to put a personal face on homelessness
and poverty. The Open Closet distributed clothing to over 4000
people in 2015 and attendance at our 2016 events continues to
increase. Not only are we providing free clothing, we are
fighting generational poverty. The Open Closet works to build
self-esteem among its participants, providing role models for
young people, clothing for job interviews, and help completing
job applications. We know breaking the cycle of poverty will not
happen overnight, but we do know we can begin the process
for some of the people of our downtown neighborhoods. Our
Open Closet Saturdays are a chance for them to find out about
important initiatives in Dubuque affecting their lives in a non-
threatening environment. Finally, we know that we are
impacting the citizens of Dubuque, everyday someone comes
to our door with a donation of clothing, instructing us to give it
away, and commends us for the work we do. Our greatest
impact can be seen when a man we have sheltered comes
back to visit and volunteer at the Guest House wanting to give
back to the program, or when a person comes to us and says,
"thanks to you--I got the job!", or"I remember coming here
when I was at my lowest, here are some clothes so you can
help someone else, I hope this helps you keep on doing what
you do for others."
7. Outcomes We have identified 3 outcomes Almost Home hopes to achieve
with the homeless we shelter: 1.) Men will be employed prior to
leaving our shelter (if mentally and physically capable), 2.) Men
will maintain housing upon departure for at least 60 days, 3.)
Men will be enrolled with appropriate support services prior to
departure from our shelter. We have taken into account the
transience of the population, the need to secure individual-level
data and the limited resources of our shelter. We will track our
progress by performing exit interviews with the men. We will be
able to track if they have secured employment. Usually they re-
enter the workforce at a lower-paying service job and need to
make special arrangements to come in late or leave early to
accommodate their schedule. Most are happy to share the fact
they are working with our volunteers. Our Coordinator routinely
conducts conversations with the men regarding support
services that are available and encourages participation. The
Coordinator will keep a log of those seeking our assistance in
finding appropriate help, the name of the agency contacted,
and notes about the man's progress. In regard to recidivism
data, we will be able to monitor if they return to the shelter
lifestyle and are unable to keep their new housing by checking
our log entries: have they come back requesting shelter? Most
will return within two months if they are having problems
adjusting. The Open Closet has been distributing free clothing
for 27 years, recently we have put our emphasis on creating an
area within the Closet called "Dress for Success." Since this is
new, we have not made an attempt to count the number of
people taking advantage of this area or its impact, how will the
clothing help them advance their life?Our volunteers, through
casual conversation can ascertain whether it will be used for a
job interview, work wardrobe for new employment, return to
employment, school or internship. Are we making any inroads
toward breaking the cycle of generational poverty? Are more
young people going to further educational options, taking
advantage of certificate programs designed to get a person a
job with a living wage, or are we just serving the working poor?
Our volunteers should be able to capture this information.
8. List any other agencies In regard to the Guest House, the Dubuque Rescue Mission
that provide the same or provides similar services for homeless men. We partner directly
similar services in the with them, serving as an overflow site. Men first contact the
community, describe how Mission and they run the warrant checks, if the Mission is full
your program is different, the men are referred to us. Our partnership is extremely strong
and how you work in as Rick Mihm was the inspiration for our creation. We have
partnership with them. daily contact with the mission and keep them updated about
happenings in the homeless community. We differ in the
respect that we are smaller, we accommodate 12 men. Since
we can offer greater one-on-one interaction with men, we are
often the recipient of men with greater behavioral or mental
problems who do better with less people surrounding them.
Since we are smaller we can take more time to set the men up
with any services they need to help them find permanent
housing, jobs, and medical care. Our men go to the Mission for
their meals. Our greatest partnership is the fact that one of the
homeless men from the Mission, personally referred by Rick
Mihm, now works 16 hours per week for us as an Overnight
Host. If we are full we will call Hope House to see if they have
any available beds. There are many organizations in Dubuque
that sell clothing at low prices, Goodwill, St. Vincent DePaul,
the Mission Thrift Store, Discovery Shop and As They Grow.
We differ because we do not charge for our clothing at the
request of our donors--everything is given away at no cost. We
do partner with St. Vinny's and the Thrift Store giving them
furniture and small appliances that are donated to us. The
Discovery Shop and As They Grow give us clothing that does
not sell at their store for us to distribute free of charge at the
Open Closet.
9. Describe your plan to Since Almost Home provides all of its service at no cost to
sustain this program once those in need, funding will always be an issue. Funding that we
the City's assistance is no hope to receive from the City will be used to build the capacity
longer available. of our organization. The future and success of Almost Home
programs depends on its volunteers, partnerships with other
agencies and awareness of our organization. In order to
sustain our organization we need to use the current funds from
the City to build the sheer numbers of our volunteer workforce
and train them, this daily experience of working with men in
desperate circumstances can and does impose a special
burden on our volunteers. Growing our volunteer staff will save
our current volunteers from experiencing what can only be
described as burnout or compassion fatigue. By continuing to
build our relationships with other organizations, we can begin
to partner for larger grants, collaboration is essential for small
nonprofits. We have begun to rethink our services and now
focus on areas where we can have the greatest impact on
those we serve and the community. Awareness of our program
helps the citizens of Dubuque put a face to homelessness and
poverty. This helps educate donors to our cause and the need
for their support. Building relationships with local businesses
has helped us keep pace in the Open Closet. Local clothing
drives among our newly engaged businesses has will help us
keep our shelves stocked. We will continue to pursue additional
grants and cultivate our present donors, we will continue to
increase our visibility in the community through social media
and tell our story.
Can the program Yes
commence (or continue)
if partial funds are
awarded?
Program Budget
Does your organization Calendar
operate on a Calendar or
Fiscal Year?
Description of Expenses
Administrative
Most Recent Completed 29,436.44
year actual:
Total Proposed Program 45,090.00
Costs (Estimate):
Salaries/Benefits of Program
Most Recent Completed 18,116.07
Year Actual:
Total Proposed Program 18,970.00
Costs (Estimate)
Supplies & Materials
Most Recent Completed 1,487.81
Year Actual:
Total Proposed Program 2,090.00
Costs (Estimate)
Space & Equipment Rental
Most Recent Completed 7,200.00
Year Actual:
Total Proposed Program 9600.00
Costs (Estimate)
Marketing/Publicity
Most Recent Completed 614.89
Year Actual:
Total Proposed Program 3,400.00
Costs (Estimate)
Third Party Payments
Most Recent Completed 0
Year Actual:
Total Proposed Program 0
Costs (Estimate)
Other: Hospitality&Assistance Programs
Most Recent Completed 434.01
Year Actual:
Total Proposed Program 720.00
Costs (Estimate)
Other: Background Checks, Utilities, Phones, Smoke detection
Most Recent Completed 2895.98
Year Actual:
Total Proposed Program 3310.00
Costs (Estimate)
Total Expenses
Most Recent Completed 74,927.41
Year Actual:
Total Proposed Program 98,397.35
Costs (Estimate)
Description of Income
Earned Income
(tickets, fess, concessions, ads, sponsorship)
Most Recent Completed 0
Year Actual:
Total Proposed Program 0
Costs (Estimate)
Contributions
(Individuals, grants, in-kind)
Most Recent Completed 55,326.41
Year Actual:
Total Proposed Program 87,588
Costs (Estimate)
Other: Restricted Funds to be used
Most Recent Completed 0
Year Actual:
Total Proposed Program 15,223.74
Costs (Estimate)
Total Income
Most Recent Completed 55,326.41
Year Actual:
Total Proposed Program 102,811.74
Costs (Estimate)
Net Gain/Loss
Most Recent Completed 35,190.00
Year Actual:
Total Proposed Program 36,000.00
Costs (Estimate)
Provide any additional The difference in the Administrative Expense is the fact that the
information as needed to Executive Director was hired in March of 2015 and originally at
explain budget. Max 30 hours, the change reflects full-time for an entire year.
1,300 characters. Almost Home has acquired additional space to use from the
church which is an increase of 2,400. The Marketing and
Publicity is expected to increase as there will be expenses for
awareness of the program and an annual appeal to be sent
later this year.
Grant Reporting
The Fiscal Year 2017 Purchase of Service Grant will require minimum reporting on
the following. Race, Ethnicity, Age, Income of Household/Person. Reporting will be
done on a quarterly basis, with reports being due on the 15th of the month in
October, January, April, and July.
Disclaimer & Virtual Signature
I hereby certify that, to the best of my knowledge, all of the information contained in
this Application is true and correct. I understand that the City of Dubuque reserves
the right to request modifications of this application during the process of contract
negotiation, and, as finally approved by City of Dubuque, the Application shall
serve as the work plan of the organization and shall become part of the Contract
with the City of Dubuque. The Applicant certifies: 1. Agreement to submit further
documents as required by the City of Dubuque to determine project and
2rg%grieetiwmbtigihifitptain any other specific records, as may be determined
necessary by the City of Dubuque, to the overall evaluation of the project; 3.
Agreement to comply with all federal, state and local regulations governing the
award and use of grant funds; 4. Agreement to submit additional information as
necessary to determine eligibility for Community Development Block Grant (CDBG)
funds.
I certify that I am authorized to submit this application on behalf of the organization
named herein.
Electronic Signature Gwen Kirchhof
Title Executive Director
Date 5/5/2016
Checklist of REQUIRED Articles of Incorporation, Evidence of non-profit status, List of
Attachments current Board of Directors and their affiliations, List of
program's current staff positions, Most recent Annual Financial
Statement or/Audit, Agency's Current Year Operating Budget
(Limit to one page), Attach a copy of your long range plan
Attachments may be Hand Deliver
emailed, mailed, or
delivered to Housing &
Community
Development. How will
you deliver the
documents
Mail or Hand Deliver to:
Erica Haugen Housing& Community Development Department 350 West 6th
Street, Suite 312, Dubuque, lA 52001
Application is Complete
Thank you for your interest in Purchase of Services Grant(POSG). Application
deadline is May 8, 2016. Grant Awards will be announced in June and contracts
begin July 1, 2016.
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City of Dubuque Iowa
Purchase of Services Grant Application
PURCHASE OF SERVICES GRANT APPLICATION
Applicant Information
Contact Person: Gwen Kirchhof
Phone: (563) 495-1052
E-mail: execdirector(a)almosthomedbg.org
Organization Name: Almost Home a St. John's Lutheran Church
Address Line 1: St. John's Lutheran Church
Address Line 2: 1276 White St.
City, State, Zip: Dubuque, IA, 52001
Executive Director: Gwen Kirchhof
Program/Service Information
Program Name : Almost Home (a) St. John's
Amount of Request: 25000
Program Budget
Can the program commence (or continue) if partial funds are awarded? Yes
Does your organization operate on a calendar or fiscal year? Calendar
If Fiscal Year, Start Date:
End Date:
List all expenses and revenues associated with your Program. Be specific.
Description of Expense Most Recent Total Proposed
Completed Year Program Costs
Actual Year ended
Administrative 29,436 45,090
Salaries/Benefits of Program 18,116 18,970
Supplies &Materials 1,487 2,090
Space & Equipment Rental 7,200 9,600
MarketinglPublicity 614 3,400
Third Party Payments 0 0
Other Ins/Misc./Bad Debt 434 7,20
Other: Background Checks, 2,895 3,310
Utilities, Phones, Smoke detection
Other:
Total Expenses 74,927 98397
City of Dubuque Iowa
Purchase of Services Grant Application
Description of Most Recent Completed Total Proposed Program Income
Income Year Actual Income
Earned Income 0 0
(tickets, fees,
concessions,
ads,
sponsorship)
Contributions 55,326 87,588
(Individuals,
grants, in-kind)
Other. Restricted 0 15,223.74
Funds to be used
Total Income 55,326.41 102,811.74
Net Gain/Loss 35,190 36,000
Provide any additional information as needed to explain budget. 1,300 characters max
The difference in the Administrative Expense is the fact that the Executive Director was hired in March of 2015 and
originally at 30 hours, the change reflects full-time for an entire year. Almost Home has acquired additional space to use
from the church which is an increase of 2,400. The Marketing and Publicity is expected to increase as there will be
expenses for awareness of the program and an annual appeal to be sent later this year.
AGREEMENT
BETWEEN
THE CITY OF DUBUQUE, IOWA
AND
ST. JOHN'S LUTHERAN CHURCH
THIS AGREEMENT, dated for reference purposes the 1st day of July 2016, by and
between the City of Dubuque, Iowa (City) and St. John's Lutheran Church (Agency).
WHEREAS, City proposes to provide certain financial assistance to enable Agency to
provide public services that meet the identified goals and priorities as identified by the City
Council; and
WHEREAS, City has deemed it to be in the public interest to provide financial assistance in
the. form of a Purchase of Services Grant to be used to cover general operating expenses of
Agency's program.
NOW THEREFORE, the parties hereto agree as follows:
1. Scope of Service
Agency shall provide overnight shelter to homeless men in conjunction with support
services. The project aligns with the City's goals and priorities as described in the
Purchase of Services Grant Application. The City Council goals and priorities are attached
hereto as Exhibit A.
2. City Responsibilities
City designates the Housing and Community Development Director to act as its
representative with respect to the work to be performed under this Agreement, and such
person shall have authority to transmit instructions, receive information, interpret and
define City's policies and provide decisions in a timely manner pertinent to the work
covered by this Agreement until Agency has been advised in writing by City that such
authority has been revoked.
3. Time of Performance
The term of this Agreement shall be from July 1, 2016 through June 30, 2017.
4. Compensation
City shall pay Agency $10,728 as compensation for the services provided by Agency,
which payment shall constitute full and complete compensation for such services.
The compensation shall be paid by City to Agency within ten (10) business days after
receipt by City of a requisition for such sum from Agency.
5. Audit and Evaluation
Inasmuch as the funds to be provided to Agency by City are public funds, the Agency
agrees that it will maintain books of account in accordance with Generally Accepted
Accounting Standards together with necessary documentation to °support all expenditures.
The records of Agency, including payroll accounts and other records of disbursements and
receipts, and other records relating to the performance of the activities herein specified,
shall be made available for inspection by City or any Certified Public Accountant acting on
its behalf, in order to ascertain performance of Agency under this Agreement. Agency
agrees to retain such records for not less than three (3) years.
6. Reporting and Monitoring
Agency shall render to the Housing and Community Development Director a quarterly
report detailing its activities related to the use of City funds provided to Agency. Such
report shall include a performance report on the program(s) supported by City funds and a
financial report on the use of City funds, which shall be rendered no later than the fourth
Thursday October, January, April, July. A written annual report shall be submitted to the
City Council within sixty (60) days of year end. The annual report shall include a
performance report on the program(s) supported by City funds and a financial report on the
use of City funds.
If Agency has an annual audit performed, Agency shall provide City a copy of the annual
audit report within three months of year-end.
7. Discrimination
In carrying the services under this Agreement, Agency shall not discriminate against any
employee or applicant for employment because of race, creed, color, sex, age, national
origin, religion, sexual orientation, gender identity, or disability. Agency shall take
affirmative action to ensure that applicants for employment are employed and that
employees are treated during employment without regard to race, creed, color, sex, age,
national origin, religion, sexual orientation, gender identity, or disability. Such action shall
include, but not be limited to, the following: employment, upgrading, demotion or transfer;
recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of
compensation; and selection for training, including apprenticeship. Agency assures that all
qualified applicants will receive consideration for employment without regard to race, creed,
color, sex, age, national origin, religion, sexual orientation, gender identity, or disability.
Agency agrees and will undertake whatever affirmative measures are necessary so that no
person shall be excluded from participation in, be denied the benefits of, or be subjected to
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discrimination under any program or activities funded in whole or in part with any of the
funds made available to Agency under the terms of this Agreement because of race, color,
creed, religion, sex, national origin, age, sexual orientation, gender identity or disability.
8. Termination of Agreement
If, through any cause, Agency shall fail to fulfill in a timely and proper manner its
obligations under this Agreement, or if the Agency shall violate any of the covenants,
agreements or stipulations of this Agreement, City shall thereupon have the right to
terminate this Agreement by giving written notice to Corporation of such and specifying the
effective date thereof not less than thirty days before the effective date of such termination.
If Agency shall fail to cure its default to the satisfaction of City in City's sole discretion
within such thirty day period, this Agreement shall be deemed terminated at the end of
such thirty day period without further action of either party.
Upon termination of this Agreement, Agency shall return to City all unexpended funds
and/or any funds utilized for purposes other than stated in the Agreement.
9. Assignability
Agency shall not assign any interest in this Agreement without the prior written approval
from of City.
10. Insurance
At the time of execution of this Agreement by Agency, Agency shall provide the City copies
of Agency's insurance certificates showing general liability, automobile liability, and workers
compensation insurance coverage to the satisfaction of City for the term of this Agreement.
WITNESS:
CITY OF DUBUQUE, IOWA
OLJ
Kevin Firnstahl, Ci -lerk Roy D. But , Mayor
St. John's Lutheran Church
Gwen Kirchhof, Executive Director
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Exhibit A
Dubuque
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All-Ametica City
THE CITY OF
DUB E SUSTAINABLE
Ci DUBUQUE
Masterpiece on the Mississippi 2007.2012•=013 viable - linable - equitable
The Dubuque 2030 Vision Statement
The city of Dubuque is a progressive, sustainable city with a strong diversified economy and
expanding global connections. The Dubuque community is an inclusive community celebrating
culture and heritage and has actively preserved our "Masterpiece on the Mississippi." Dubuque
citizens experience healthy living and retirement through quality, livable neighborhoods with an
abundance of fun things to do; and are engaged in the community, achieving goals through
partnerships. Dubuque city government is financially sound and is providing services with citizens
getting value for their tax dollar.
Mission Statement
The City's mission is to deliver excellent municipal services that support urban living and a
sustainable city plan for the community's future and facilitate access to critical human services
which result in financially sound city government and citizens getting services and value for their
tax dollar.
Five-Year Community Goals for a Sustainable Dubuque
• Economic Prosperity
• Environmental Integrity
• Social/Cultural Vibrancy
Five-Year City Goals
• Planned and Managed Growth
• Partnering for a Better Dubuque
• Improved Connectivity: Transportation and Telecommunications
Five-Year Organizational Goal
Financially Responsible City Government and High Performance Organization
2015 - 2017 Top Priorities (in alphabetical order):
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1) East-West Corridor Study Implementation
City Goal: Improved Connectivity
Key Issues:
• Property acquisition
• Environmental assessment
• Funding for design and construction of roundabouts
2015-2017 Actions:
• Complete preliminary design and identify property acquisition parameters
• Maintain corridor preservation ordinance
• Development of a plan including prioritization of locations and capital improvement funding
options
2) Environmental Stewardship Commission (Community Resiliency Commission)
Community Goal: Environmental/Ecological Integrity
Key Issues:
• Purpose and role of commission
• Determine process for community engagement, size and diverse representation of
community
• Staff support and funding
2015-2017 Actions:
• City Council approval of process to transition to new commission format
• Comprehensive community engagement effort to define purpose and role of commission and
to recruit candidates
3) Historic Millwork District Parking (470 spaces)
City Goal: Improved Connectivity
Key Issues:
• Land acquisition
• Funding
2015-2017 Actions:
• Opening of new intermodal facility
• Property acquisition for construction of surface parking lots
• Funding strategy for design and construction of surface parking lots
4) Inclusive Dubuque Action Plan
Community Goal: Social/Cultural Vibrancy
Key Issues:
• Community engagement process on development of action plan for priority areas
• City role as a partner in implementation of action plan
2015-2017 Actions:
• Completion and analysis of Equity Profile assessment
• Development and implementation of Equity Profile Action Plan
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• Quarterly reporting on implementation of Action Plan
5) Street Maintenance Program
City Goal: Improved Connectivity
Key Issues:
• Evaluate existing service level targets
• Funding to restore or expand service level targets
2015-2017 Actions:
• Review current program, assess condition of completed areas, and evaluate community
needs
• Development of a strategy including prioritization of locations and budget options to maintain
or increase service level
2015 — 2017 High Priorities (in alphabetical order):
1) Central Iowa Water Association
City Goal: Planned and Managed Growth
Key Issues:
• Annexation
• Funding
• Water Infrastructure
2015-2017 Actions:
• Research and prepare response to litigation
• Policy decisions on water extensions, annexation, and funding
2) City Economic Development
Community Goal: Economic Prosperity
Key Issues:
• Review staffing levels and partners
• Funding
• Goals and performance expectations
2015-2017 Actions:
• Identify partnership opportunities
• Develop strategic plan including funding
3) Citywide Flower-Planting Program
City Goal: Partnering for a Better Dubuque
Key Issues:
• Policy on use of volunteers
• Policy of location(s) for existing or new plantings and type of plant (annual vs. perennial)
• Funding and hiring freeze
• Ongoing operation and maintenance costs
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2015-2017 Actions:
• Review current activities and assess community needs
• Development of a strategy including: prioritization of locations, plantings and staffing vs.
volunteer needs and budget recommendations
4) Comprehensive Plan
City Goal: Planned and Managed Growth
Key Issues:
• Funding
• Community assessment and input process
2015-2017 Actions:
• Research alternative staffing and consultant options for development of process and creation
of a new 20-year plan
• City Council direction on process and funding recommendations
6) Debt Reduction Policy
Organizational Goal: Financially Responsible City Government and High Performance
Organization
Key Issues:
• Education for general public and for city staff
• Continued implementation of strategic debt reduction
2015-2017 Actions:
• Review and assessment of existing debt-reduction strategy
• Development of a policy for evaluating future use of debt for projects including: prioritization
of capital projects and capital project assistance programs, project timing, and budget
recommendations
6) Methane Gas Plan
Community Goal: Environmental/Ecological Integrity
Key Issues:
• Identify opportunities for methane gas reuse in city operations including BioCNG
• Development agreement for methane gas reuse
2015-2017 Actions:
• Develop cost/benefit analysis and policy for city vehicle conversion to BioCNG
• Negotiate agreement with private sector for methane gas reuse at Landfill and Water &
Resource Recovery Center including capital investment requirements
7) Surveillance Camera Funding
Community Goal: Social/Cultural Vibrancy
Key Issues:
• Evaluate types of cameras for future purchase
• Funding and location of additional cameras
• Use and storage of data and information
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2015-2017 Actions:
• Identify areas and phasing plan for installation of additional cameras, including access to
existing or new fiber-optic connections
• Direction on funding for additional cameras and increased video storage capacity
2015 — 2017 Management Agenda (in alphabetical order):
1) Greater Dubuque Development Corporation: Sustainable Innovation
Community Goal: Economic Prosperity
Key Issues:
• Alternative energy options including bio compressed natural gas and hydropower
• IBM Smarter Cities partnership next phase
2015-2017 Actions:
• Council direction on agreement for use of bio compressed natural gas
• Analysis of hydropower opportunities
• IBM partnership agreement for workforce development and open data
2) Industrial Park Development
Community Goal: Economic Prosperity
Key Issues:
• Actions
• Funding
2015-2017 Actions:
• Develop budget options
• City Council direction on budget and timeline
3) National Incident/Event Report
Community Goal: Social/Cultural Vibrancy
Key Issues:
• Community engagement
• Community preparedness
2015-2017 Actions:
• Community engagement effort to identify issues
• Review other city and federal reports to develop local best practices
• Prepare report with local options and recommendations
4) Skate Park
City Goal: Partnering for a Better Dubuque
Key Issues:
• Location and scope of project
2015-2017 Actions:
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• Contract for evaluation, design and site location
• Initiate private fundraising effort
5) Police: Review Best Practices
Organizational Goal: Financially Responsible City Government and High Performance
Organization
Key Issues:
• Community engagement
• Community preparedness
2015-2017 Actions:
• Review 21 st Century National Police Report to identify best practices and analyze
opportunities for Dubuque
• Prepare action plan with options for City Council review and direction
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