2. Table of Contents
Contents
Executive Summary
Mission& VisionStatement,PlanHighlights
AgencyBackground& Service Areadescription
AgencyOrganizationandServices
OrganizationandManagement
Board of Directors
Staff
Future StrategicPartnerships
Marketingand Communications
Potential FundingSources
Timeline
Appendices
Program LogicModel
Financial ProForma& in-kindContributions
Board Members
Organizational Chart&Staff Schedule
Duties of Staff and Leadership
Intake & Process for Homeless Shelter
Morning Outtake Process for Homeless Shelter
Employee Handbook
3. {NAME WITHHELD} Business Plan 1
Executive Summary
Mr. {name withheld} is the President of {name withheld} Transitional Housing, Incorporated ({NAME
WITHHELD}). {NAME WITHHELD} is a non-profit corporation in good standing, headquartered at {name
withheld},StLouis,Missouri. Mr.{namewithheld},aVeteran, isresponsibleforthe day-to-dayoperations
of {NAME WITHHELD}.
Mr. {namewithheld},Directorof {NAMEWITHHELD},hasmanagedthe operationof the Men’sOvernight
Shelter the previous two years. Last year was a particularly challenging year with higher-than-average
participationandawidervarietyof clientelegiventheextremeweather. Mr.{namewithheld} successfully
managedthe shelterevenwithdoublingthe numberof homelessindividualsseekingthe overflow shelter
and the increased number of nights due to the severe weather.
{NAMEWITHHELD} responsibilitiesinclude directingstaff inthe preparationof the designatedareasthat
will be used to temporarily lodge homeless individuals. Cots and blankets will be prearrangedby staff.
The City of St. Louis and {NAME WITHHELD} will coordinate with supporting agencies and volunteers
assisting with providing meals, donations, and supportive services to the homeless.
Many homeless and near homeless individuals struggle to access health care and ongoing health
needs and instead forgo addressing those needs, thus increasing the potential risk to the larger
community.
Since 2007, Mr. {name withheld} and {NAME WITHHELD} staff has addressed these issues in the
lives of their homeless clientele and surrounding communities:
Advocacy Work 1- working with Vets to fill the gap in case service provision
Advocacy Work 2 – expanding to 2nd Veterans assistance home
Advocacy Work 3- expand to City winter overflow shelter
These activities have grown beyond the scope of a small initiative of {NAME WITHHELD} into
helping the larger community. As a result, {NAME WITHHELD} incorporated as their own
501(c)(3) nonprofit corporation in January 2012.
4. {NAME WITHHELD} Business Plan 2
Mission Statement
{NAMEWITHHELD} Non-ProfitCorporationisorganized exclusivelyforcharitable,religious,educational,
orscientificpurposes,withinthe meaningof section501(c)(3) of the Code. Withoutlimitingthe generality
of the immediatelyprecedingsentence,the corporationisorganizedtoprovide ashelterandsafe-haven,
as well as support services, for the homeless, including veterans who are transitioning into civilian life,
and work with local government and other agenciesto provide emergency and/or overflow shelter and
supportive services to the homeless, including veterans.
Vision Statement
• To have all our actions and the actions of our clients reflect respect (for ourselves and
those in our community) and hope (for a better tomorrow)
• To be part of the solution of homelessness in the St. Louis region
• To ensure homeless receive one-on-one case management counseling
• To help transition chronically homeless males to stable housing
• To help transition chronically homeless to stable employment
Plan Highlights
{NAME WITHHELD} proposes the following services and resources:
A safe and secure sleeping environment where case management and data collection can
take place
Educating homeless clients on the importance of being a good neighbor in surrounding
communities
Hiring and training staff according to Employee Handbook standards
Having established procedures for homeless for set-up, intake, explanation of rules,
breaks, meals, etc.
Maintaining ongoing partnerships with other homeless agencies, case management
providers and HMIS providers
Maintaining involvement in the Continuum of Care committee
Seeking financial sustainability through matching grants
5. {NAME WITHHELD} Business Plan 3
Agency Background
{NAMEWITHHELD} has beeninvolvedwithhomelessindividualssince 2007. {NAMEWITHHELD} started
by assistingmale Veteranswhofell throughservice gapsandworkedtodetermine eligibilityand thereby
moving Veterans into VA, state and local programs. In 2012-2013, {NAME WITHHELD} responded to St.
Louis City’s need for someone to manage and staff the Winter Overflow Shelter.
Service Area: Greater St. Louis Area
.
The most recent Point-in-Time count for St. Louis City estimated that there are approximately
1,200 individuals in St. Louis City who are homeless at any given time. The individuals who will
be served are any and all of those who are identified as being homeless, though the level of need
of these individuals will vary on a case-by-case basis. Based on data collection conducted by St.
Patrick Center and The Bridge using the VI-SPDAT with existing clients, the Collaboration
estimates that approximately 25% of the client population will need very little or no assistance;
approximately 55% will need assistance with housing and support services for three to six months
(rapid re-housing); and approximately 20% will need long-term housing and support services
(permanent supportive housing).
The client population will consist of “homeless” men as defined by HUD (24 CFR section 576).
Clients will either self-certify that they are eligible to be an overnight guest or agency partners
will have identified and determined eligibility. The most recent Point-in-Time count for St. Louis
City estimated that there are approximately 1,200 individuals in St. Louis City who are homeless
at any given time.
The Emergency Shelter is currently located at {name withheld} with immediate plans to relocate
to a more functional space. Homeless individuals will either be transported to {NAME
WITHHELD}’s location or come on foot between 6:30pm-11pm. They will go through an intake
process, security screening and then directed to case management and services through
collaboration with other designated agencies to identify beyond and address needs for rapid re-
housing or permanent supportive housing.
6. {NAME WITHHELD} Business Plan 4
Agency Organization and Services
{name withheld} Transitional Housing was involved in providing shelter and advocacy services
for veterans before becoming their own 501(c)(3) as a nonprofit corporation. Over the last two
years, they have expanded their work into the Winter Overflow Shelter and now the year-round
Men’s Overnight Shelter. Over the last three years, {NAME WITHHELD} has expanded
transitional casework to two homes plus the City winter overflow shelter. This led to a year round
men’s overnight shelter being established and managed by {NAME WITHHELD}.
{NAME WITHHELD} Corporation will require resources to achieve their ongoing success. To
successfully grow in their shelter and advocacy work for all those identified as homeless, {NAME
WITHHELD} and staff will need space, temporary sleeping cots, access to personal vehicles and
ongoing general administrative tools such as a cell phone and computers to organize the daily work
of the agency, perform administrative duties and hold board of director meetings. {NAME
WITHHELD} relies heavily on outside sources such as Catholic Legal Aid Ministry (CLAM) and
Saint Louis University (SLU) legal clinics as well as paid outside work such as accounting and
payroll services. Additional financial resources such as renting the physical space will be the
responsibility of the City of St. Louis as well as client bedding, meals and bedding cleaning. With
a body of members and collaborating partners bringing a wide variety of experience and expertise,
{NAME WITHHELD} will eventually expand programs and achieve positive development within
their client base of homeless and veterans.
The members of {NAME WITHHELD} Administrative team plan to create stability in their
organization as well as grow their programs and create partnerships for collaboration. The
members will develop the capacity of the Men’s Overnight Shelter, as well as partner with outside
agencies on case management and homeless data collection. Key participants include paid nightly
staff, {NAME WITHHELD} executive committee, {NAME WITHHELD} governing board,
volunteers, and other community agencies. {NAME WITHHELD} participants and collaborating
partners will work as equals to achieve the short term, intermediate, and long terms goals of the
organization.
{NAME WITHHELD} has short-term, intermediate, and long-term goals to accomplish within the
first five years as a 501(c)(3) corporation. The short-term goals for the organization include
securing funding partners as outlined in request for proposals, establishing community agency
partners to create and maintain the shelter work, being vigilant in educating homeless clients on
being a good neighbor in the community and increasing the accessibility to emergency shelters,
rapid re-housing and long-term permanent housing. Intermediate goals, reached in three to five
years, include maintaining reputation as premier shelter provider in St. Louis area, increasing
recognition of our quality processes and reduce the number of homeless clients as repeat clients
rather than more permanent placement.
This group {name withheld} in capacity and stability will provide opportunities for {NAME
WITHHELD} to achieve their long-term goals. These include maintaining the stabilization of the
Men’s Overnight Shelter, providing shelter and advocacy work for veterans and establishing a
broader level of leadership in the organization, so that {NAME WITHHELD} will be perceived as
equal partners with other agencies and a voice for the misplaced. Finally, {NAME WITHHELD}
7. {NAME WITHHELD} Business Plan 5
will endeavor to unify the neighborhood by demonstrating an ability to educate clientele and
maintain a calm setting.
Organization and Management
Board of Directors
{NAME WITHHELD} is governed by a Board of Directors comprised of a president, vice-
president, secretary and treasurer. The Board plans to recruit members of the community in the
future, including previously homeless, professional people from collaborative agencies and civic
leaders. In its early development, the {NAME WITHHELD} Board will provide oversight on
program development, finance, client safety, communications, and support of any staff. (See
Appendix for a list of current Board members of {NAME WITHHELD}.)
The Board has crafted By-laws and the Business Plan
Staff
As a small nonprofit corporation, {NAME WITHHELD} will rely on one FTE executive director
responsible for daily shelter management and client work. {NAME WITHHELD} will rely on the
director to handle administrative duties and coordinate with outside contractors including CPA
and payroll services. We will establish safety and comfort standards by maintaining a ratio of 25
clients for each staff member plus Lead staff responsible for specified areas.
Future Strategic Partnerships
In addition to the City of St. Louis Human Services department, {NAME WITHHELD} will partner with
several other agencies and stakeholders in the community:
St. Louis City Police
National Park Service Rangers
St. Louis Crisis Nursery
St. Patrick’s Center Catholic Charities
The Bridge Outreach
Affinia Health Care Systems
Affordable Housing Commission
Veteran’s Affairs Medical Center (VAMC)
HOPE Recovery Center in VAMC
Catholic Legal Assistance Ministry (CLAM)
St. Louis University Law School Legal Clinic
8. {NAME WITHHELD} Business Plan 6
Marketing andCommunications
The most effective method of informing the community about {NAME WITHHELD} activities has
been word of mouth. {NAME WITHHELD} has gained a reputation in the community as a safe,
stable form of emergency housing and a positive element in the surrounding community. As new
homeless clientele assimilate into the {NAME WITHHELD} Emergency Shelter, they find quickly
acclimate to a calm atmosphere in which little to no physical altercations have occurred. The City
of St. Louis will be responsible for any marketing or information beyond that.
Potential Funding Sources
The {NAME WITHHELD} Board and executive leadership will initially pursue matching funds from
the Affordable Housing Trust Fund Grant. Potential future funding sources will be considered as
programs expand and grow.
Timeline
Anticipated
Deadline
Objective
Phase 1
COMPLETE
Provide shelter and advocacy services to veterans as LLC (2007)
Phase 2
COMPLETE
Incorporate with the State of Missouri & receive tax-exempt status (2012)
Phase 3
COMPLETE
Successfully maintain the Winter Overflow Shelter system (2012)
Phase 4
COMPLETE
Successfully maintain Men’s Overnight Shelter beyond the initial Winter
Overflow Shelter system (starting in 4-12-2015)
Phase 5
COMPLETE
Apply for City of St Louis RFP Grant (9-30-2015)
Phase 6
COMPLETE
Create updated business plan (11-1-2015)
Phase 7
PENDING
Apply for Affordable Housing Trust Fund Grant (11-6-2015)
Phase 8
PENDING
Expand services to homeless, at risk through the Men’s Overnight Shelter
9. {NAME WITHHELD} Business Plan 7
Appendices
Appendix A: Program Logic Models
Appendix B: Financial Pro Forma & in-kind contributions
Appendix C: Current Board Members
Appendix D: Organizational Chart & Staff Schedule
Appendix E: Duties of Staff and Leadership
Appendix F: Intake and process for homeless shelter
Appendix G: Morning outtake process for homeless shelter
Appendix H: Employee Handbook
10. {NAME WITHHELD} Business Plan 22
Inputs Target
Population
Outputs
Activities Participation
What we do Activities Quantified Short Term
Outcomes – Impact
Medium Term Long Term Results
1 nightly Director
Nightly staff
Nightly volunteers
HMIS database
nightly lists
Physical materials
(cots, blankets,
etc.)
Rental space with
multiple rooms,
lockable closets &
rolling bins for
storage
Posters with rules
explained
Intake process
Dinner meal
Ongoing security
Partners such as
local hospital (for
public
health/safety)
Other partners
involved as needed
such as police
dept., park rangers
& other social
service agencies &
health care
providers
HMIS
registered
Homeless
HMIS
registered &
Chronically
homeless
Non-HMIS-
registered
homeless
Assess client
including
personal health
& hygiene,
having
contraband
material,
registered in
HMIS
New clients not
on the HMIS
system are
referred for
processing &
educated to
rules and
processes
All clients fully
processed &
assigned a night
bed
All clients
allowed outside
for Smoke break
All clients given
a meal
When available:
All clients given
option of a
shower
11pm:Lights out
5am:Lights on &
onto designated
transportation
Male clients will be
assessed from
intake process to
bed assignmentfor
the night
Clientwill
understand the
rules& expectations
of the shelter
Clientwill relinquish
any contraband into
a plastic bag with
his name on the
bag
Clients will keep the
outer grounds of
the complexclean
of trash bags,
cigarette butts and
other trash at all
times
Clients will respect
shelter rules to not
move beyond
designated spaces
Clients will respect
each other’s’
person and
property
Clients will be
processed by11pm
The number of
homeless men
sleeping on the
streets in the St
Louis area will be
greatly reduced
Homeless men
will be able to
sleep in a safe
environment
away from
seasonal
elements
Homeless men
will be involved in
a registered
system where
they are more
likely to
participate in a
continuum ofcare
Homeless men
will learn
established
communityrules
and how to
participate in a
community
environment
Client will have
their basic
survival needs
met& therefore
be able to
address more
long-term,higher
needs
Greater awareness in
St Louis area region
of the number of
homeless population
Clients will recognize
efforts are being
made to care for them
& connect them to
long-term supports
Because oflong-term
HMIS tracking,
greater St Louis
communitywill have a
better understanding
aboutconcerns &
issues confronting the
homeless population
Clients have support
needed to make long-
term changes in
housing and other
areas
Because clients’ basic
needs are meton a
long-term basis,there
will be a reduced
need to aggressively
clamor for scarce
resources in the
greater St Louis area
Some clients as
identified by staff will
become leaders in the
communityas their
needs are met
Will create greater
awareness in the Greater
St. Louis area of the
current effectiveness of
this response plan as
well as the need for
consistentprocesses &
programs focused on
reintegrating the
homeless into the larger
community
Greater St Louis area
has the resources,
processes and
commitmentin place to
move the homeless
population into
permanenthousing,
productive lives and
reintegrating into the
larger community.
Reduce the overall cost
to the communityfor
emergencyresponse to
the homeless population
St. Louis will be seen in
the nation as a
communitythat meets
the needs ofthe
homeless which will
improve the cleanliness
of our city as well as help
tourists feel more
comfortable and excited
to explore and
experience our greatcity.
11. {NAME WITHHELD} Business Plan 22
APPENDIX B
Financial Pro Forma
Expense 2015
Site Manager (salary and benefits - 1 FTE)
Supervisor (salary - 1 FTE)
Program Aid(salary – 12 PTE)
KitchenAid (salary – 2 FTE)
PrintingCosts
Overhead
TOTAL COSTS
Income
PledgedFunding
City of St Louis Requestfor Proposal
SUBTOTAL
Anticipated/Potential Funding
Affordable HousingTrust FundGrant
SUBTOTAL
TOTAL INCOME
SURPLUS/UNFUNDED
To be updated by {NAME WITHHELD}
13. {NAME WITHHELD} Business Plan 24
APPENDIX C
Current Board Members
Member Since Position
{name withheld}* 2012 {NAME WITHHELD} President Chair
{name withheld} Secretary
{name withheld} Treasurer
{name withheld}* Vice President
* Founding member
14. {NAME WITHHELD} Business Plan 25
Appendix D
Staff Organizational Chart
{name withheld}
Executive Director
{name withheld}
Director
Kitchen
staff
{name withheld}
Asst. Manager
Shift
Supervisors
15. {NAME WITHHELD} Business Plan 26
Appendix D
Weekly Staffing
1st
Shift
Saturday Sunday Monday Tuesday Wednesday Thursday Friday
W W LM LM MA TR MA
R R M H R O LM
TB O TB B LM TB EP
LM ER W W ER H H
2nd
Shift
MH HF HF HF FP HF HF
W W MA MA R MA W
CN CN CN CN CN LW H
EG R O TR TR EP EG
W LW TM EG M O LW
K MH CJ CJ CJ TB CJ MH
1ST shift staff = 6 hours M-F 2nd shift staff = 6 hours M-F
Kitchen Staff = 4 hours M-S Weekend staff – 6 or 12 hours * = 12 hours
1 FULL-TIME STAFF & 19 PART-TIME STAFF
16. {NAME WITHHELD} Business Plan 27
Appendix E
Duties of Staff and Leadership
A. Kitchen Staff:
1. Monitor food distribution, ensuring that individual meals and drinks are delivered to the
correct recipients, and follow any special diet restrictions, if any.
2. Place food servings on plates/disposable containers and trays according to orders or
instructions.
3. Load trays with accessories such as eating utensils, napkins, and condiments.
4. Examine trays to ensure that they contain required items.
5. Ensure kitchen area remains clean.
6. Ensure hygiene and sanitation rules, safety protocols, and procedures are followed.
B. Shelter Monitors:
1. Stay awake and provide overnight supervision to up to 75 adult homeless males, guests,
overnight.
2. Monitor the activities and mediate any conflicts that may arise amongst guests to ensure a
safe environment overnight.
3. Report conflicts to shift supervisor, and complete necessary documentation.
4. Coordinate cleaning as needed and ensure bathrooms supplies do not run out.
5. Facilitate check in and search of guests and belongings as directed.
6. Complete distribution of cots and bedding as directed.
7. Complete break-down of cots, gathering of bedding, and cleaning of room in the morning as
directed.
8. Ensure all safety protocols, rules and procedures are followed and follow the directions of
the shift supervisor.
_____________________________________________________________________________
C. Shift Supervisor:
Shift Supervisor is responsible for the management of staff and resources during the assigned
shift. The position ensures compliance with safety standards and regulatory requirements, and
is responsible for the safety of the entire shift (to include staff and guests). The supervisor
responds to all crisis situations in the overnight shelter, and {name withheld} Apartments.
17. {NAME WITHHELD} Business Plan 28
Staff Supervision Responsibilities:
1. Train, schedule & supervise Monitors and Kitchen Staff assigned to shift.
2. Conduct performance reviews with staff as required.
3. Promote ongoing training and support, and ensure attendance at all mandatory trainings
for site employees.
4. Communicate effectively with staff, setting clear and specific expectations.
5. Review and address workplace safety issues.
6. Mediate and resolve disputes consistent with agency corrective action policy.
7. Commit to, model and assure zero tolerance for discriminatory behavior.
8. Develop and ensure the safekeeping of a workplace that values and supports a culturally
and ethnically diverse work environment.
Shelter Responsibilities
1. Respond to crises and provide support to staff and make decisions regarding appropriate
outcomes (i.e., referral to MHP’s, 911, Ban, etc.). Document decisions IAW procedures.
2. Oversee and provide behavioral management by helping staff and guests resolve conflicts
and make pro-social choices.
3. Review and approve Ban Reports written by staff and ensure that they are written timely,
appropriate to the situation, factual, and behaviorally descriptive.
4. Coordinate as needed with Case Managers (rehousing, behavioral, etc.) and Volunteer
Services.
5. Ensure that any assigned reports are completed and submitted on a timely basis.
6. Communicate any necessary recommendations for revision to security practices to {NAME
WITHHELD} and or supervisors as needed to promote a safe environment and to support
program and agency goals.
7. Work collaboratively with other Shelter supervisors to provide coordinated services to
guests and to coordinate the assignment and supervision of on-call staff.
8. Ensure that staff monitor and respond appropriately to loitering, drug activity or other
behaviors within the surrounding neighborhood.
9. Ensure that appropriate safety and sanitation procedures are being followed by regularly
inspecting the facility for cleanliness and safety.
10. Participates in {NAME WITHHELD} supervisor meetings.
11. Other duties as assigned.
18. {NAME WITHHELD} Business Plan 29
Appendix E
Intake Process
6pm Doors open. Wave 1 Registered men.
Wave 1 enters: homeless men who either walked to {name withheld} or are transported
from The Bridge or St. Patrick’s Center are waiting in line with their belongings.
Identified men with disabilities are processed first. They must have identifying
paperwork as disabled.
Bags Checked. Men already on the St. Patrick’s Master List or Bridge Master List have
their belongings checked for drugs, alcohol or weapons (including disposable razor
blades). Unauthorized items are marked with the individual’s initials and put in a plastic
bin with a lid and kept with a staff member at all times.
ClassroomSign-In. Men whose belongings are screened go into the Classroom to wait
quietly for the next step in the process. The Shelter Rules of Conduct are posted on the
wall (see attachment below). A staff member walks from individual to individual, looking
at their ID or getting their name, looking them up on the Master List and getting
signatures to stay accountable. Staff members do a cursory visual examination for any
public health risks (such as bedbugs, lice, etc.); other clients also report any such public
health risks and homeless clients often self-report during the intake process.
Gym & Cots. Wave 1 pre-registered now move into the gym where cots are being set up.
Wave 1 Non-Registered or New.
Men not registered on either Master List are told to sit quietly in chairs along the wall,
away from the processing of registered homeless. If there is space, non-registered men
sit with an empty chair between them. They wait until all registered men are fully
processed.
The process begins by asking for a referral. They should have been referred by St.
Patrick’s Center even though they may not be on the list at that time.
The process is similar to Wave 1 described above: their bags are checked, they are asked
for their ID, their information is written down, they are given New Client information
packet (correct??) explaining the rules of conduct and other safety procedures
Wake-Up Call List
Once all men have been processed and put their belongings on/near/under their cot,
they are allowed to find the staff member processing other clients and ask if their name
can be put on the Wake Up list.
They are told by staff members to make sure 2-3 other staff members are reminded
they need to be woken up and what time they need their wake-up call to be.
19. {NAME WITHHELD} Business Plan 30
Smoking Break **
Once Wave 1 has been processed and they have found their assigned cots, the entire
group is released outside the building for a smoking break. They are told to stay close to
the entrance to the shelter and not go around to the back of the building for safety and
accountability.
11pm Wave 2. Doors open until 11pm to register men
If there are still cots available, the {NAME WITHHELD} Emergency Shelter will remain
open until 11pm and homeless men are allowed to enter and be processed.
At promptly 11pm, doors will be closed and intakes will cease.
At 10:30pm, quiet hours begin.
Shelter cots are filled on a first-come-first-serve basis. Men are urged to sleep in the
same area each night.
** Shower facilities are offered 1-2 days per week as available with soap and bath linens
provided for individuals in the shelter. Showerfacilities will be used in shifts on a first-come-
first-served basis in an orderly fashion.
Any individual with public health related skin conditions (bedbugs, lice) will be pre-screened at
intake. If the individual is deemed a public health concern, the following protocols will be
immediately activated while homeless client is separated from the larger group:
Anything the individual may have inadvertently touched as well as their personal
belongings will be set aside & put into an enclosed bag designated to be sanitized.
The individual will either be directed to Affinia for treatment or in extreme cases the
911/Emergency Services will be called to transport the individual to a local medical
facility for treatment.
20. {NAME WITHHELD} Business Plan 31
Appendix F
Morning Outtake Process
5am Doors open. Wake up & Loading *
General population wake up begins at 5am
Each individual is responsible to gather their belongings, put their laundry in the cart.*
Staff will gather linens, count lines
Staff will separate, spray and bag laundry for pick up
Bagged Items Returned. Men who had their belongings checked for drugs, alcohol or
weapons (including disposable razor blades) will have those items returned.
Gym & Cots.
6am First Bus Pick Up
First bus pick up at 6am to deliver individuals to The Bridge or other designated
location
Next wave of individuals prepare to load the bus
6:30am Second Bus Pick Up
The remaining individuals will load the bus to The Bridge or other designated location
The Overnight Shelter staff will finish cleaning up, putting away cots, bagging linens and
hand off possession of the rented space to the owner/lessee.
* Wake up callspriorto 5am are provideduponwrittenrequestonly
21. {NAME WITHHELD} Business Plan 32
Appendix H
Employee Handbook
Separate document to be created by SLU Law clinic and attached later
