Founded in 1991, Sheffield Place has served nearly 1000 homeless mother-led families. The agency embarked upon a strategic expansion program in 2011 that has dramatically increased the number of clients served.
The criteria for admission were revised in 2016 so that the agency now accepts large families with older children (up to five children of any age). The mothers do not have to be free from alcohol and other drugs, but are referred to treatment and the level of drugs in their system is expected to drop.
What sets Sheffield Place apart is: the commitment to trauma-informed, evidence-based mental health and addiction recovery interventions; the exclusive focus on homeless mothers with children; the length of stay (averaging just less than 3 months in 2016); the delivery of all services onsite; and the long-term commitment to providing ongoing supportive services to the families.
Sheffield Place offers four fully-integrated programs to empower the families as they make the difficult journey from homelessness to self-sufficiency:
Now in its 26th year of service, Sheffield Place is committed to providing
trauma-informed, evidence-based therapeutic interventions for homeless mothers
and their children. The agency's goal is to empower homeless mothers and their
children to improve their physical and mental health, secure stable housing,
and improve education/employment skills. Trauma informed care is the agency’s
hallmark. In response to the
overwhelming need in the community, the agency’s strategic plan embraces
expanding services to more families and increasing the number and intensity of
In 2016, Sheffield Place served 113 families – up from 95 families in 2014, 68 families in 2013 and 20 families in 2010. Of the 113 families, 84 received services in the shelter and 29 families received ongoing case management, therapy, and other supportive services once they transitioned to permanent housing in the community (Aftercare). A portion of this substantial growth is attributable to the addition of three living units in the shelter and to the expansion of the permanent housing program that acquires and renovates houses in the Sheffield neighborhood. To date, Sheffield Place owns four houses and one duplex. The strategic plan calls for the agency to operate a total of 10 units of permanent housing by mid-2017.
Sheffield Place was named a best practice in homeless services by the U.S. Department of Housing and Urban Development (2011). In 2012, Sheffield Place received certification from the Missouri Department of Mental Health. In 2014, Sheffield Place received the "Excellence in Nonprofit Leadership Award" from Support KC in recognition of excellence in financial and governance practices. In 2015, Executive Director Kelly Welch received the ‘Woman of Achievement’ award from Zonta in recognition of the growth of Sheffield Place under her leadership and the agency received the ‘Excellence in Fundraising Award from the Association of Fundraising Professional’s Mid America Chapter.
In 2016, Sheffield Place
served 113 unduplicated families – a nearly five-fold increase from the 20
families the agency served in 2010. The agency anticipates serving nearly
110 families in 2016. The agency’s
commitment to rapid, sustainable growth reflects the deep commitment to serving
a larger portion of the vast need for services.
In 2016, for example, 703 mother-led homeless families called the agency
in search of shelter – up from 505 families in 2012.
The greatest needs the agency faces include:
Sheffield Place 113 served 95 families and 331 individuals in 2016. Nearly two-thirds of those clients were children. The overarching goal of everything Sheffield Place does is to break the generational cycle of homelessness, poverty, addiction, and violence that traumatizes children just as it did their mothers before them. The cycle must end.
Children’s services are essential to empowering these children to recover from the severe trauma they have endured as a first step toward a life of mental and physical health. In addition to parenting training and individual therapy, the children learn about such topics as emotional regulation, personal safety, and healthy living through structured curricula provided in age-appropriate group settings. The “Mommy and Me” group provides fun, structured activities to improve the mother-child bond. These groups teach the mothers how to interact in positive, healthy ways with their children.
A family that recently moved from Sheffield Place to their own apartment demonstrates the personal transformation that occurs through our programs.
Stella arrived here in her third trimester of pregnancy at age 17. She had been exited from two other facilities before arriving at Sheffield Place. Over the course of 20 months, she gave birth to Amanda, completed high school and two semesters of college. She and Amanda have a small apartment of their own. Just recently, Stella secured full-time employment. She receives ongoing case management services from Sheffield Place. She will continue working, going to school, and caring for her daughter. She is leading a successful, productive life.
In 2017, the agency continues its strategic initiative to serve more families with more services.
Many thanks to the funders, donors, and volunteers, for making this growth possible.
Chaz and his mother, Ana (not their real names), represent the transformation that takes place every day at Sheffield Place. Five-year-old Chaz was separated from his mother while she was in prison. Chaz stayed with relatives, where he suffered from abuse and neglect. When he came to Sheffield Place, he had infections in both eyes, he acted out sexually, he had difficulty in school, and he could not follow one-step directions. After six months of treatment by the skilled therapy staff, Chaz is calmer, performs well in school, and exhibits little aggression. He is happy and laughs on occasion. His mother has learned how to manage his behavior in positive ways.
Permanent, scattered site housing provides agency-owned houses in the neighborhood for families that have become stable and are ready to transition to permanent housing. This program provides continued wrap-around services and the skills families need to maintain permanent housing.
Ms. Welch brings a strong background in nonprofit management and social services to Sheffield Place. Immediately prior to joining Sheffield Place, she served as the director of development and program for a transitional living program for homeless men in Kansas City. She has served as a consultant to non-profits and the funder community. Under her leadership, Sheffield Place grew from serving 20 families in 2010 to serving 113 families in 2016.
With 18 years of experience in the Operations Department at Sheffield Place, Ms.
Lemmons has been responsible for accounting/finance, facilities management,
technology support, database management, and office administration. She
partners with the Executive Director and Board to create agency and program
specific budgets. She is responsible for daily oversight of budget
reconciliation for all projects, foundations, corporations, and government
grants. She is the staff liaison to the Board of Director’s Operation/Finance
David Hanzlick, CFRE, more than three decades of success in fundraising, nonprofit management, and public relations and public affairs. He joined the Sheffield Place staff in 2010.
Sheffield Place is deeply gratified by the community’s response to the agency’s mission of healing and self-sufficiency for homeless mothers and children. Over the past six years, the agency has regained financial stability and achieved a position of fiscal strength. The generosity of foundations, corporations, individuals, as well of government support have contributed to the agency’s ability to move forward to serve more families with more services. The retention of full-time staff remains at high - dipping from 100% over the past few years due to a still high 91%. This stability and predictability adds to the staff’s ability to serve the clients in a highly professional and consistent manner. The professionalism and client-centered orientation of the staff is reflected in the results of a recent client survey that showed that 91% of clients surveyed responded that staff have positive expectations of clients, 100% said that staff listen to clients, and 90% said that staff understand client challenges and strengths.
Sheffield Place strives to carry out the essence of the strategic plan - serving more clients with more intensive services to meet a larger part of the growing need in the community. This focus informs decision-making at all levels - staff, volunteer, committee, and advisory council, and board. The imperative to reach more families with the services they need to become self-sufficient motivates and guides the agency’s actions.
Over the past six years, the Board has become very strategic in its recruitment to ensure that essential skills and areas of expertise are represented. A matrix of needed skills guides board member recruitment. In 2011, for example, no accountants served on the board. Today, the board president is a CPA as is another board member.
Recruiting a diverse board that represents the racial/ethnic make-up of the city and the clients continues to challenge the organization. The board, led by the ad hoc organizational development committee and its chair, who is a diversity professional, continues to work in that direction.
The board has achieved substantial progress in recruiting men to serve. Currently, nearly half of board members are men, a substantial increase from past years.
Over the past six years, the agency has also expanded the size of the board and implemented a Council of Advisors to increase the agency’s reach into the community.
Indirect Public Support HelpIndirect public support represents revenue received through solicitation campaigns. This includes funding United Way and other federated fundraising organizations, but does not include donor designated contributions.
Earned Revenue HelpEarned revenue represents income generated in direct exchange for a product or service.Earned income includes income from government contracts.
Sheffield Place has achieved a solid financial position through careful planning and management. After struggling with financial stability in 2011-2012 and taking decisive steps to ensure the continued operation of the agency - 2.0 FTE staff reduction, salary reductions of 20% for full-time staff for six months, and other cost-cutting measures - the agency has since prospered as the community has responded by investing in the mission and plans for aggressive, sustainable growth.
The agency continues to engage many new donors in the corporate and foundation communities and in the faith community while also deepening relationships with current supporters. Sheffield Place continues to work to diversify the funding base and reduce its dependency upon federal, state, and local funding sources over time. Sheffield Place prides itself in being a debt-free organization. Through the hard and effective work of the board, the advisory council, and many advocates in the community, the agency has increased support from the faith community and clubs and other organizations, from government, corporations/foundations, individuals, and from specials events. In these ways, Sheffield Place has carefully planned for its financial future as it strives to expand services and the numbers of homeless families the agency serves.
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