Nonprofit Grant Proposal for Homeless Youth - PDF by ork52719

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									  2010 Nonprofit Sustainability Matching
           Grant Application
                          Organization Profile

 Organization Information

Organization Name (Per IRS Designation)
Young Women's Christian Association of Lancaster

Request Amount
Not to exceed the maximum available from the fund; enter amount
without dollar sign or comma

Business Address Line 1
YWCA of Lancaster

Address Line 2
110 North Lime Street



Zip Code

First Name of Chief Executive

Last Name

Executive Director

E-mail Address

Phone--Main Office Number (xxx) xxx-xxxx

Fax (xxx) xxx-xxxx

Web Site

Employer Identification Number--Enter number without hyphen

PA Bureau of Charitable Organizations Registration Number

Non-Profit Organization (Checking confirms your organization is an NPO)

Annual Operating Budget--Enter without dollar sign or comma

Organization's Mission Statement (75 Word Limit)
The YWCA of Lancaster is dedicated to eliminating racism, empowering women,
and promoting peace, justice, freedom and dignity for all.

Mission Category
Please select the category that you feel most accurately describes the
mission of your organization.

Summary of leadership successes
What successes have your organization experienced at the board and
staff levels in recent years. Please provide 2 to 3 examples. (200 word
The YWCA Lancaster has received local, regional, and national recognition for
many programs. Here we limit ourselves to successes relevant to this project.
a) Facility: The Residence occupies a significant portion of our building, so

protecting the building integrity and making it energy efficient are critical to its
long term viability. Last year we received an Energy Harvest grant from LIVE
Lancaster for an energy audit. The audit pinpointed two areas to reduce our
energy use significantly and receive a financial payback: lighting and solar hot

The solar hot water system will offset 50% of our hot water usage, based on 600
gallons per day, much of which is from the Residence. This will save $3000
annually. Retrofitting lighting fixtures and installing lighting sensors should
produce savings of $11,653 annually. These changes make us eligible for $17,000
in PPL rebates. We also obtained grants for window replacements, exterior
painting, replacing an underground drainpipe, and sealing bricks. These grants
total $225,000.

b) Residence: The YWCA is conditionally approved by HUD for a $633,000 grant
over ten years for 12 units of permanent housing for the homeless. The
Sustainability Grant for which we are applying will help move this project forward.

Is your organization audited annually?

Is your organization currently behind in paying employee payroll taxes?

What is your organization's date of incorporation? (mm/dd/yyyy)

Date of most recent By-Law review and changes. (mm/dd/yyyy)

 Project Coordinator (if different from chief executive)

First Name

Last Name


Phone (xxx) xxx-xxxx


                          Application Questions

Program Name
Name of your program/project (10 word limit)
YWCA Kepler Hall Permanent Housing for the Homeless

Funding Description
Provide a brief summary of your funding request and expected impact.
This description will be the key identifier of your proposal in our data
system, press releases, and on our web site if your proposal is selected to
receive funding. (75 word limit)
The YWCA Lancaster plans to convert 12 units of transitional housing into
permanent housing for the homeless with a $633,000 ten-year grant from HUD,
probably renewable for another ten years. This will net $200,000 additional
revenue from a new source for our Residence over ten years. The conversion
requires vacating the rooms for a period of time. This grant will make up short
term lost income to produce long term sustainability of the Residence.

Application Outline.

IMPACT. 1) What is the mission of the organization? How do you serve
the residents of Lancaster County? Who are the key audiences served by
the organization? 2) What are your organizational goals? What are your
outcomes? What are the key strategies to achieving these outcomes? 3)
How could this one time operational investment be leveraged for long
term community impact?

ORGANIZATIONAL CAPACITY. 4) How is the organization a nonprofit
sector leader? 5) What contributions does the organization make to the
field on a regular basis? 6) What long term benefits will the match have
on the organization?

THE PLAN. 7) What are the key strategies of your development plan?
What are your key strategies for generating revenue? 8) What is the plan
to raise matching funds?

Answer the questions in the outline above, using no more than 3,000

1) The Mission of the YWCA is eliminating racism, empowering women, and
promoting peace, justice, freedom and dignity for all. Our services include safe,
affordable housing for 50 low income women and children nightly; state licensed
child care for 350+ infants through school aged children in eight locations; sexual
assault counseling services for 1000 victims of sexual assault and/or their family
members; sexual assault/abuse prevention programs for 7,500 students,
professionals, and community groups; youth programs for the prevention of teen
pregnancy, school drop out, and substance abuse serving 450 students
throughout the County; racial justice programs for all ages and individuals,
corporations, and institutions; parenting classes for low functioning parents in
cooperation with the County Children and Youth Agency; and health and fitness
programs for seniors at all Office of Aging Senior Centers.

Our services literally span the cradle to the grave, and our clients come from all
over Lancaster County and every socioeconomic level and racial or ethnic group.
We serve 12,000 individuals in the course of a year. Main constituents are: low
income homeless women and children; low and moderate income working
parents; teen parents in the School District of Lancaster; sexual assault survivors
and their families/partners, school age youth at risk of teen pregnancy, school
drop out, or sexual abuse; low functioning parents seeking to retain or regain
custody of their children; frail elderly; and individuals and organizations desiring
to create a just society.

2) A summary of goals from our 2008-2011 strategic plan include: a) aggressive
growth in our Residence, Sexual Assault Prevention and Counseling Center, Racial
Justice Programs, and School Age Child Care program; b) build strength in Youth,
Child Enrichment Center, and McCaskey Child Development Center; c) increase
organizational capacity to raise funds; d) increase earned income; e) maximize
utilization of the facility through renovation and usage; f) make building more
energy efficient; and g) protect the building's integrity and historical value.

Space does not permit a complete listing of all outcomes and strategies. We will
concentrate on those relevant to the proposed project or the sustainability of the
Association as a whole.

a) Residence: Twenty-nine residents successfully obtained permanent housing.
Nine residents participated in employment training programs to increase their
employability status. Fifteen residents were able to live independently following a
stay in a residential treatment facility.
b) Finance: The YWCA was approved for state Educational Improvement Tax
Credit donations, which resulted in over $200,000 in increased revenue for child
care and youth programs. School age child care fees increased by nearly
$100,000 due to increased enrollment.
c) Property: Eight 90-year-old-casement windows on the first floor were replaced
with energy efficient replicas. Over 300 lighting fixtures have been replaced with
energy efficient components, and installation of a solar domestic hot water system
should be completed by June 30.

Strategies: Again, space does not allow for the listing of all strategies. See
attached strategic plan for a more complete listing of strategies. Some strategies
for achieving the above outcomes follow.

a) Residence: A Case Manager was added, so that 100% of residents develop a
written housing plan within 30 days of admission. The Case Manager monitors
progress on each plan. Group meetings are held monthly to provide additional
information to the residents, especially regarding financial literacy and
b) Finance: Requirements for eligibility for EITC donations were researched and
met, broadening our funding sources. School Age Child Care expanded in Penn
Manor School District, increasing our earned income. Three transitional housing
rooms were converted to emergency shelter for homeless women and children,
which also increased our earned income, as well as met a community need
created by the closing of the Crispus Attucks emergency shelter.
c) Property: Grants totaling $155,000 for energy efficiency were applied for and
awarded. $70,000 in County CDBG funds were secured for the preservation of the
foundation and exterior of the building. These projects help us preserve the
integrity of our building, the location of which is so critical to our services. They
also address long term sustainability by making our facility more energy efficient,
including using energy from the sun, a sustainable source.

3) This one time operational investment will be leveraged for long term
community impact by allowing us to meet the requirements of the US Department
of Housing and Urban Development (HUD), thereby:
a) increasing the number of affordable permanent housing units for Lancaster's
homeless women by twelve, in keeping with the Ten Year Plan to end
b) increasing our net income for the Residence by $20,000 annually, a return of
$200,000 over ten years, and likely renewable for at least another ten years,
thereby making the Residence program more sustainable;
c) adding twelve more Section 8 vouchers into the City, at a value of
approximately $633,000 over ten years, probably renewable for at least another
ten years;
d) enabling the YWCA to leverage at least $633,000, and probably $1,266,000
from a new revenue stream; and
e) making $184,000 in capital improvements to the YWCA, thus enhancing the
sustainability of the facility.

The housing will be site specific section 8 housing, for which the YW will receive a
fair market rent. This is substantially more than we currently charge our
residents, as the reason they are living at the YWCA is because they can't afford
market rates. Increasing affordable permanent housing is a main strategy in the
county's Ten Year Plan to Eliminate Homelessness, and this project was approved
for our County's joint application to HUD.

In order to meet all requirements, we must make some physical improvements to
the facility. This will necessitate vacating the rooms for some months, so we will
not receive any rent for those rooms. However, this will not decrease our costs to
operate the Transitional and Emergency Shelter programs. As it is, we have only
two full time staff, making us one of the most efficiently operated shelters in the
County. We will still have all utility and other occupancy costs for the Residence.
LCCF funds will help us continue the program uninterrupted while we also do all
the physical and operational work required for the HUD grant.

4) The YWCA of Lancaster is active not only locally, but regionally, nationally, and

internationally. The Executive Director chairs the YWCA of the Mid-Atlantic Region,
which is comprised of 40 YWCAs in eight states and DC, a position she has held
for four years. She is also on the YWCA Regional Leadership Council, comprised of
the leaders from all nine YWCA Regions in the US. In this group, she is active on
the Standards Committee, which has developed consistent criteria for all
standards of affiliation with the YWCA USA. On a national level, she recently
served on the committee that developed a revised Mission Statement for all
YWCAs in the USA. Three years ago, she was selected to be part of the US
delegation to the YWCA World Council and International Women's Summit on
HIV/AIDS and Women in Nairobi, Kenya, attended by 2000 women from 105

Historically, YWCAs were leaders in providing affordable housing, a tradition that
we have continued uninterrupted since our founding in 1889. The YWCA
recognized the need for safe, affordable housing for young women moving from
farms into cities to obtain paid employment during the Industrial Revolution. We
have the oldest transitional housing program in the County, and it is still the
second largest. Our clientele has changed significantly over the past 121 years,
and we have altered our services and requirements as needed to meet emerging
community needs throughout that time. While many YWCAs (and YMCAs) have
abandoned their residences, the YWCA of Lancaster has remained a beacon of
hope for women who would otherwise be unable to meet basic shelter needs for
themselves and their children.

Two years ago, we stepped up to help fill the gap when Crispus Attucks closed its
emergency shelter, and we now devote three rooms to emergency housing for
homeless women with children.

Up to 125 women and children find housing at the YWCA in a given year. The
average length of stay is seven to eight months, although they may stay for up to
two years in some cases. We have found that for some women, the degree of
structure and support provided at the YWCA is perfect for them, and it is a shame
they cannot stay on indefinitely. An example is a woman who had sustained a
closed head brain injury, and was simply incapable of managing an apartment on
her own. Living with her mother was not feasible: indeed, her mother received the
daughter's SSI disability check, then would cash and spend it, not bothering to
pay her daughter's YWCA rent or ensure that her daughter's other basic needs
were met. This is just one example of an individual who could thrive in our
proposed single room occupancy permanent housing.

So we are planning to modify our program in keeping with research that shows a
lack of affordable permanent housing in Lancaster County. Research on a national
level also indicates that homeless people are more likely to maintain their housing
situation if they move quickly from transitional to permanent housing. Realizing
this, the YWCA Board of Directors decided to contribute to the County's
Continuum of Care Plan by dedicating twelve units to permanent housing. This
became a major piece of the County's HUD proposal last year, especially because
our project is a capital one (which HUD prefers), with supportive services already
in place. Thus, the YWCA strengthened Lancaster County's joint proposal
considerably, and increased every participating agency's chances of getting

5) While many YWCA staff contribute expertise to other nonprofit boards and

committees, we will here concentrate on key staff relevant to this project.
Our Executive Director is part of the Nonprofit Resource Network at Millersville
University Advisory Group, and serves on its Program Excellence Committee,
which is dedicated to offering top notch training opportunities to the regional
nonprofit sector. She is also Treasurer of the CAP Board (which operates the
Domestic Violence Services plus a Bridge Housing shelter), on the Chamber of
Commerce Diversity Committee, and the New Choices Advisory Committee for the
Lancaster Career and Technology Center. Maureen regularly mentors new
Executive Directors within the Mid-Atlantic Region, and she teaches a segment of
the YWCA's annual Leadership Academy for new Executive Directors and
Presidents. She is a past Executive Committee member of United Disability
Services and is currently on its Personnel Committee.

The Assistant Executive Director was a founding member of the Lancaster
Committee for Peace and Social Justice and serves on the Lancaster County
Coalition to End Homelessness Continuum of Care Committee, which oversees the
county's annual HUD application for services to the homeless.

The Residence Director is on the Transitional Housing Action Team of the UW Ten
Year Plan to End Homelessness. She also participates in the Homeless Service
Providers Network and ABWA. The Residence Case Manager is on the SDoL
Homeless Student Task Force.

These commitments do not entail simply attending meetings. They all are
collaborative efforts to improve either the capacity of nonprofit organizations or
services to those in need.

6) The match for the LCCF grant will enable us to meet the requirements for
turning 12 units of transitional housing into permanent housing for the homeless.
There are certain physical improvements we must make either to bring the
building up to code or to meet HUD requirements. Specifically, we must paint all
196 exterior windows and trim, hard wire the smoke detectors throughout the
Residence, make improvements to a bathroom, seal some exterior bricks and
replaster interior walls, sand wood floors and carpet hallways on the 4th floor.
Some of these improvements are eligible to be amortized through the rents on the
twelve unites. Other costs are not eligible, because they are not directly tied to
those rooms. For example, only one third of hard wiring the smoke detectors will
be reimbursed by HUD, but we must upgrade all smoke detectors throughout the
Residence. Carpeting will be replaced throughout the fourth floor, but only 48% of
that cost is eligible for reimbursement from HUD, because there are 25 rooms on
that floor, and only 12 are included in the HUD project.

Thus, the match will be part of $184,000 in improvements to the facility, which is
itself a benefit. In closing the funding gap for this project, it will have the long
term effect of enabling us to qualify for a $633,000 ten year grant from HUD to
provide permanent housing for 12 homeless women, and receive fair market rents
for the rooms. This will bring $633,000 into the County and net us approximately
$20,000 in additional income annually for at least ten years, which will help us
maintain both the program and the facility. It is likely the grant will be extended
for another ten year period. Most important, there will be 12 more Section 8
vouchers in the City, and 12 formerly homeless women will have permanent
affordable housing in a supportive environment.

In short, this one time investment of $40,000 is part of a business plan that will
generate a guaranteed $633,000 in revenue from a new source that will result in
a net increase of $200,000 (and possibly $400,000) in revenue for the YWCA
based on earned income, rather than competing with a myriad nonprofits for gifts
from individual donors, which are subject to the vagaries of the economy and
donor fatigue.

7) Our overall development plan is based on the philosophy that all levels of
leadership (Directors, Trustees, Development Committee, Executive Director and
senior staff) must play an active role. These roles are defined in the plan, so all
are clear about their responsibilities (See attached.).

Methods of fundraising include personal solicitation of major gifts; phonathon;
direct mail solicitation; soft asks (i.e. gift envelope in our voice, Annual Report or
other non-solicitation publication); grant writing, including private and public
sources; special events (Race Against Racism); marketing memberships,
marketing memorial and honorary gifts; and soliciting planned gifts to the YWCA
Methods of cultivation may include Community Lunches, Valentines/Thanksgiving
cards, YWindows, Annual Report, Annual Meeting, Awards (internal and external),
our voice, personal contacts, thank you notes and calls, Julia Arnold Powell Legacy
Society membership, public recognition, volunteer recruitment and development,
reproduction and distribution of news articles featuring the YW, reunions, and
contact with the media.

We strive for a balance of revenue sources. Approximately 52% of our income is
earned through program service fees, which includes residence rents. About 27%
of our income is from government grants, notably for the Sexual Assault
Prevention and Counseling Center. About 17% is raised through United Way,
private foundations, individual and corporate gifts, and other contributions. And
4% comes from investment income, contract services, and special events. This
mix of revenue sources has served the YWCA Lancaster well over the past two
decades, allowing us to make adjustments as funding trends change.

Apart from our development plan, which targets charitable contributions,
increasing our earned income through improved operations is one of the goals of
our strategic plan. To that end, we have expanded our school age child care
program and improved our Keystone Stars ratings in our preschool centers, which
increased our revenue for Child Care. Likewise, turning three Residence rooms
into emergency housing has resulted in additional income for those rooms. By
improving our business operations in ways that meet community needs, we are
becoming more self sustaining. This project also increases our earned income for
the Residence at the same time it addresses one of the goals of the Ten Year Plan
to End Homelessness.

8) We hope to raise matching funds through a grant from the High Foundation.
The focus of the High Foundation is eliminating homelessness and this foundation
prefers capital projects. That makes our project a perfect match for its priorities.
We will be requesting $40,000 toward a $184,000 project, which in turn will lead
to the $633,000 HUD grant.

Other potential sources for matching funds include the Armstrong Foundation,

Steinman Foundation, and Community Reinvestment Act donations from area
banks. If need be, we will solicit individual donors. However, we believe this
particular project is best suited to foundation giving, which will be a much more
efficient means of raising the match.

The sustainability of this project lies in leveraging the HUD monies, which will
produce a guaranteed new revenue source for at least ten years, contingent only
upon the occupancy of the housing units. The beauty of the project is in its fit with
our Mission, strategic plan, and our historical and current skill in managing
housing for low income women. It is a very low risk investment for the LCCF, with
a substantial payoff for both the YWCA and the community.


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