Sheffield Place
6604 E. 12th Street
Kansas City MO 64126-2208
Web and Phone Contact
Telephone (816) 483-9927
Mission Statement
Sheffield Place Mission Statement:  To empower homeless mothers and their children to heal from their trauma and help them become self-sufficient. 
Leadership
CEO/Executive Director Ms. Kelly Welch
Board Chair Nate Vander Hamm
Board Chair Company Affiliation Grant Thornton
History and Background
Year of Incorporation 1989
Financial Summary
Revenue Expense Area Graph

Comparing revenue to expenses shows how the organizations finances fluctuate over time.

Source: IRS Form 990

 Breakdown
Net Gain/Loss:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.
Statements
Mission Statement Sheffield Place Mission Statement:  To empower homeless mothers and their children to heal from their trauma and help them become self-sufficient. 
Background Statement

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: 

  1. Residential Housing Services provides mothers and their children with a private living unit with a bathroom, shared kitchens and laundry.
  2. Residential Clinical Services provides therapy, strengths-based case management services, and intensive life skills training for mothers and their children.
  3. Aftercare Clinical Services provides case management, therapy, and other supportive services families once they achieve sufficient stability to transition into permanent housing in the community for as long as necessary.
  4. Permanent Housing Services provides housing for families in houses purchased and renovated by the agency once the families have become stable enough to transition from the shelter into permanent housing. Families may live there as long as they wish and pay adjusted rent.
Impact Statement

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 services provided. 

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.

Needs Statement

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:

  1. General operating support
  2. Programmatic support
  3. In-kind donations of the products families need for day-to-day life: paper towels, cleaning supplies, new twin sheets and towels; toilet paper, laundry detergent, dishwasher detergent, dish soap, bath soap, among others
  4. Program and special event volunteers
  5. Opportunities to inform the public about the overwhelming crisis of mother-led family homelessness in Kansas City
Service Categories
Mental Health Treatment
Homeless Shelters
Family Services
Areas of Service
MO - Jackson County
MO - Jackson County Urban Core
MO
KS - Johnson County
KS - Wyandotte County
Sheffield Place has no geographic restrictions.  Mothers and children may be admitted to the program regardless of the jurisdiction from which the came.  The majority of clients are from Kansas City, MO, and Eastern Jackson County.
CEO/Executive Director/Board Chair Statement

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.

 

Programs
Description Residential Housing Services provides a one or two room living unit with a private bath and a shared kitchen and laundry facilities. Residential services assists 17 families (with up to five children) at one time by providing a safe, comfortable place to live. Goals of the program include: learning to obtain permanent housing, learning to cooperate in a shared living environment, increasing leadership skills through participation in the peer leadership program, and becoming more accountable for the living units.
Program Budget $125,400.00
Category Housing, General/Other Transitional Housing
Population Served Homeless, Females, Families
Short-Term Success
  • 75% of families will be discharged to permanent housing
  • 75% of families increase income and/or educational levels
  • 75% of mothers with addiction issues will be clean from alcohol and other drugs at discharge
Long-Term Success The residential services program empowers homeless families to develop skills they need to become self-sufficient and break the generational cycle of poverty, homelessness, addiction, and violence.
Program Success Monitored By
Upon entry the mothers identify goals for themselves and their children with their case manager.
 
The success of the Residential Services Program is monitored in relation to the following goals:
  • Discharge to permanent housing - case manager notes
  • Increase education or income - case manager notes 
  • Sobriety - Urinalysis
Examples of Program Success
When families arrive at Sheffield Place, they have often lived in chaos and have lacked structure in their lives.  The Residential Services Program provides the structure the families need.  For example, each mother has a chore in the kitchen and in the larger facility.  The families must observe the curfew of 8 p.m. Monday through Thursday, 10 p.m. on Friday and Saturday, and 6 p.m. on Sunday.  Each mother has a daily chore in the facility and one in the kitchen.  In addition, all  mothers must be working, in school, or actively seeking employment.  
 
In 2016, 77% of families were discharged to permanent housing; 61% increased education or income; 47% were employed at discharged as compared with 9.5% at intake; and 85% of those with addiction issues were clean at discharge.    
 
Description The Residential Clinical Services Program addresses the trauma that the mothers and children have experienced, including the trauma of homelessness itself. Licensed master’s level therapists provide individual and group therapy that empowers mothers, children, and families to heal from the severe, chronic, and continuous trauma they have experienced. Skilled and experienced case managers work with the mothers to set goals for increasing education/employment skills, obtaining permanent housing, and improving physical and mental health and monitoring progress toward achieving them.  
Program Budget $106,308.00
Category Mental Health, Substance Abuse Programs, General/other Mental Health Treatment
Population Served Families, Families, Homeless
Short-Term Success
Long-term outcomes measures include:
- 80% of children will improve mental health function
- 80% of families will improve family functioning
- 70% of mothers will improve parenting
- 85% of mothers will improve their mental health 
Long-Term Success
The goal of the Residential Clinical Services Program is to empower homeless, mother-led families to heal from the trauma of their lives and gain the skills they need to become self-sufficient.  By doing so, these families will break the generational cycle of poverty, homelessness, addiction and violence.
Program Success Monitored By
Sheffield Place uses validated tools to ensure that outcomes are measured accurately and that programs have a tangible, measurable impact on the clients' lives.  Measurement tools for the outcomes include: the Child-Behavior Checklist; the Child and Adolescent Needs and Strengths assessment; the Adult Adolescent Parenting Inventory; and the Daily Living Assessment.  
Examples of Program Success
The success of the Residential Clinical Services Program is demonstrated in part by the following outcomes:
- 65% of children improved mental health function
- 92% of families will improve family functioning
- 83% of mothers will improve parenting
- 96% of mothers will improve their mental health.

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.

Description The Aftercare Clinical Services Program continues the linkage to services for families that have become stable in the residential program and have transitioned to permanent housing. Aftercare provides case management, therapy, and other supportive services the families need to maintain their self-sufficiency. Families may return to Sheffield Place for adult and child therapy, health services, and special events such as Thanksgiving and the holidays.  
Program Budget $103,815.00
Category Human Services, General/Other Human Services, General/Other
Population Served Homeless, Adults, Poor,Economically Disadvantaged,Indigent
Short-Term Success
The case manager meets with each client family in their home on a regularly-scheduled basis - weekly, semi-monthly, or monthly depending on the circumstances.  Through these sessions, the case manager can assess the mother's progress toward her goals and assist with areas of challenge.  The client also has access to therapy, groups, and other wrap around services to ensure success in the program.  
 
Short-term success measures include:
- 90% of families will maintain housing
- 80% will remain clean and sober
- 80 percent will maintain/increase income/education
- 80% will maintain mental health in the normal range 
Long-Term Success
The long-term goal of the aftercare program is for the families to continue to heal from severe trauma and to increase their self-sufficiency skills through their ongoing work with a case manager, monthly aftercare skills groups, special events such as the annual backpack distribution picnic, Thanksgiving, and Holiday events.
Program Success Monitored By
The success of the Aftercare Clinical Services Program is closely monitored by the case manager who meets with the families in their home at intervals that are mutually agreed-upon, whether weekly, every two weeks, or once month.  A therapist is also available to meet with the mothers in the home.  These professionals are well placed to monitor the families progress toward their goals.  These services are available to the client families for as long as needed.  The goals are measured through case managers' notes, urinalysis, and Daily Living Activities assessment. 
Examples of Program Success
The evidence of the effectiveness of the Aftercare Programs is found in its outcomes.  In 2016, 97% of the families in the program remained in permanent housing; 93% remained clean and sober; 100% increased/maintained income or education; and 83% increased or maintained mental health in the normal range.
 
Angel and her two children illustrate the achievement of families in the aftercare program.  Angel came to Sheffield Place nearly three years ago with two young children.  She moved into her own apartment after five months in the residential program.  She continues to maintain her home and her sobriety.  She attends community college while also maintaining a part-time job.  She is also a highly effective parent.   
Description

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. 

Category Human Services, General/Other Human Services, General/Other
Population Served Families, ,
Short-Term Success
The outcomes for the program are:
  • 100% of families will pay rent (based on income) on time
  • 100% of families will remain current with utility payments
  • 100% of families will maintain the home in an appropriate condition and observe the terms of the lease
Long-Term Success
The long-term goal of the permanent housing program is for the client families to gain the independent living skills they need to remain self-sufficient.
Program Success Monitored By
Outcomes are measured and tracked using the notes of the case managers. Families are also enrolled in the Aftercare Services Program.
Examples of Program Success
The Permanent Housing Program achieved a 96% occupancy rate throughout the year.
 
Sheffield Place obtained the first home that it uses for this program in
February 2013.  A client family was identified and placed in the home. The family has succeeded in maintaining permanent housing for 30 months - the longest period of stable housing the mother and children have ever known. 
 
Michelle and her family moved into the second permanent housing unit that Sheffield Place acquired.  They have been making the house a home since May 2015.  Michelle's story is featured on the agency video available at SheffieldPlace.org.  As Michelle shares in the video, she and her children had never had a "home," but now they do.
CEO Comments
Sheffield Place continues to produce very strong programmatic performance. The agency remains mission and outcome driven. We exist to serve the clients and to empower them to achieve their goals of healing and self-sufficiency. Every family’s view of self-sufficiency is different. Our job is to help each family identify their individual vision for their future and assist in creating a plan to accomplish it. The strength of the agency is based upon our trauma-informed and evidence-based programs, the highly individualized treatment plans that clients development with the case managers and therapists, and the success the clients achieve. 
 
The need for our services in the community is substantial and shows no sign of abating.  The agency began tracking calls from mothers seeking housing in 2012.  That year, 505 homeless mothers called and were placed on the waiting list.  In 2016, the call volume increased to 703 calls from mother seeking shelter.  The waiting time remained at 3 months or longer.
 
This need continues to drive the strategic initiative to expand services to serve more families through increased capacity.    
Executive Director/CEO
Executive Director Ms. Kelly Welch
Term Start Jan 2011
Compensation $75,001 - $100,000
Experience

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.

Co-CEO/Executive Director
Term Start 0
Compensation Last Year
Former CEOs
NameTerm
Ms. Karen Streeter 1991 - 2010
Senior Staff
Title Director, Operations
Experience/Biography

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 Committee.  

Title Director, Program & Development
Experience/Biography

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.

Staff
Paid Full-Time Staff 12
Paid Part-Time Staff 8
Volunteers 536
Paid Contractors 1
Retention Rate 80%
Staff Diversity (Ethnicity)
African American/Black 10
Asian American/Pacific Islander 0
Caucasian 8
Hispanic/Latino 1
Native American/American Indian 1
Other 0
Staff Diversity (Gender)
Female 16
Male 4
Not Specified 0
Formal Evaluations
CEO Formal Evaluation Yes
CEO/Executive Formal Evaluation Frequency Annually
Senior Management Formal Evaluation Yes
Senior Management Formal Evaluation Frequency Annually
Non-Management Formal Evaluation Yes
Non-Management Formal Evaluation Frequency Annually
Plans & Policies
Organization Has a Fundraising Plan Yes
Organization Has a Strategic Plan Yes
Management Succession Plan Yes
Organization Policy and Procedures Yes
Nondiscrimination Policy Yes
Whistleblower Policy Yes
Document Destruction Policy Yes
Collaborations

 

  • Angels of Mercy
  • Community LINC
  • Dismas House
  • Family Conservancy
  • Giving Grove
  • Head Start
  • Kansas City Community Gardens
  • Kansas City Zoo 
  • Missouri Department of Mental Health
  • Pets for Life
  • reStart
  • Rose Brooks
  • Starlight Theatre 
  • University of Missouri Extension
  • UMKC School of Nursing

 

 

Awards
Award/RecognitionOrganizationYear
AMBIT Award for Newsletter UpWordsAMBIT2010
Outstanding Achievement AwardU.S. Department of Housing and Urban Development Region VII2011
Best Practice AwardU.S. Department of Housing and Urban Development Region VII2011
National Best Practice in working with traumatized, homeless childrenNational Center on Family Homelessness2009
Learning Community Participant to implement Integrated Treatment of Complex Trauma (ITCT)National Child Traumatic Stress Network2008
CertificationMissouri Department of Mental Health2012
Philly Award for Best Agency VideoNonprofit Connect2012
Philly Award for Best Agency WebsiteNonprofit Connect2013
Excellence in Nonprofit LeadershipSupport KC2014
'Woman of Achievement' Award to Executive Director in recognition of agency successZonta2015
Excellence in FundraisingAssociation of Fundraising Professionals Mid America Chapter2015
4-Star Rating indicating accountability, transparency, and financial healthCharity Navigator2017
Government Licenses
Is your organization licensed by the government? No
CEO Comments

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.

 

Board Chair
Board Chair Nate Vander Hamm
Company Affiliation Grant Thornton
Term Jan 2017 to Dec 2017
Email president@sheffieldplace.org
Board Members
NameAffiliation
Ms. Missy Andeel Children's Mercy Hospital
Ms. Sarah Bradshaw McGonagle Spencer Gahagan
Mr. James G. Clarke Fiduciary Research and Consulting, LLC
Mr. Brad Farha Digital Enterprise Communications & Technology Company
Ms. Sylvia Flores Cable Dahmer
Mr. Cary Hall Benefits By Design
Ms. AnnaLisa Knefel Garrison Family Dental
Ms. Adrienne Kordalski Black & Veatch
Ms. Julie Lattimer The Nolan Company
Ms. Kathy Malone Counseling and Recovery Partners
Mr. Scott Mathews Midwest Cast Stone
Mr. James Melton Hallmark
Ms. Kama Moseley Lockton
Mr. Steve Ornduff Moly-Cop, USA
Mr. Skyler Phelps Mantel Teter
Mr. Kyle Siner Mariner Real Estate Management
Ms. Diane Smith Citizens Bank & Trust
Ms. Gina Thornton Community Volunteer
Mr. Nate Vander Hamm Grant Thornton
Hon. Courtney Wachal City of Kansas City, Missouri
Board Demographics - Ethnicity
African American/Black 0
Asian American/Pacific Islander 1
Caucasian 17
Hispanic/Latino 2
Native American/American Indian 0
Other 0
Board Demographics - Gender
Male 9
Female 11
Unspecified 0
Governance
Board Term Lengths 3
Board Term Limits 2
Board Meeting Attendance % 80%
Written Board Selection Criteria? Yes
Written Conflict of Interest Policy? Yes
Percentage Making Monetary Contributions 94%
Percentage Making In-Kind Contributions 94%
Constituency Includes Client Representation Yes
Number of Full Board Meetings Annually 10
Standing Committees
Executive
Finance
Advisory Board Members
NameAffiliation
Ms. Bonnie Blythe Community Volunteer
Ms. Emily Boeshaar Community Volunteer
Ms. Susan Escher Symphony Financial Group
Mr. Ryan Fischer Tutera
Ms. Jennifer Hart Hartline Construction
Ms. Cindy Irey Community Volunteer
Mr. J.J. Jones Look East
Dr. Susan Kimble UMKC School of Nursing and Health Studies
Ms. Perri Lampe
Ms. Susan Lytton Community Volunteer
Rev. Bill Pape Community Volunteer
Ms. Regina Pulliam Community Volunteer
Comm. Sherri Rosen Commissioner of the Circuit Court
Mr. Jim Scott Bank of Kansas City
Major Richard Smith KCMO Police Department
CEO Comments

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.

Financials
Fiscal Year Start Jan 01, 2017
Fiscal Year End Dec 31, 2017
Projected Revenue $1,180,656
Projected Expenses $1,180,656
IRS Letter of Exemption
Foundation Comments
  • FY 2015, 2014: Financial data reported using the IRS Form 990.
  • FY 2013: Financial data reported using the organization's audited financial statements.
  • Foundation/corporate revenue line item may include contributions from individuals.
Detailed Financials
 
Revenue SourcesHelpThe financial analysis involves a comparison of the IRS Form 990 and the audit report (when available) and revenue sources may not sum to total based on reconciliation differences. Revenue from foundations and corporations may include individual contributions when not itemized separately.
Fiscal Year201520142013
Foundation and
Corporation Contributions
$726,479$544,008$446,779
Government Contributions$580,289$355,517$361,340
Federal----$255,340
State----$0
Local----$0
Unspecified$580,289$355,517$106,000
Individual Contributions----$0
$0$0$0
$20,864$11,272$8,688
Investment Income, Net of Losses$432$92$937
Membership Dues$0$0$0
Special Events$141,314$112,277$100,102
Revenue In-Kind$48,667$75,043$82,870
Other$0$0$0
Expense Allocation
Fiscal Year201520142013
Program Expense$950,577$733,710$657,089
Administration Expense$109,813$94,289$93,389
Fundraising Expense$53,597$55,875$79,736
Payments to Affiliates----$0
Total Revenue/Total Expenses1.361.241.21
Program Expense/Total Expenses85%83%79%
Fundraising Expense/Contributed Revenue4%6%9%
Assets and Liabilities
Fiscal Year201520142013
Total Assets$1,445,358$1,033,569$813,531
Current Assets$823,763$755,665$537,065
Long-Term Liabilities$4,076$1,544$0
Current Liabilities$69,725$64,526$60,367
Total Net Assets$1,371,557$967,499$753,164
Short-Term Solvency
Fiscal Year201520142013
Current Ratio: Current Assets/Current Liabilities11.8111.718.90
Long-Term Solvency
Fiscal Year201520142013
Long-Term Liabilities/Total Assets0%0%0%
Top Funding Sources
Fiscal Year201520142013
Top Funding Source & Dollar AmountCity of Kansas City, MO $224,908U.S. Dept. of Housing & Urban Development $166,241 --
Second Highest Funding Source & Dollar AmountUS Department of Housing & Urban Development $166,241Health Care Foundation of Greater Kansas City $77,534 --
Third Highest Funding Source & Dollar AmountJackson County, Missouri $110,000City of Kansas City, Missouri $62,148 --
Capital Campaign
Currently in a Capital Campaign? No
Capital Campaign Anticipated in Next 5 Years No
Organization Comments

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.

Organization Name Sheffield Place
Address 6604 E. 12th Street
Kansas City, MO 641262208
Primary Phone (816) 483-9927
Contact Email info@sheffieldplace.org
CEO/Executive Director Ms. Kelly Welch
Board Chair Nate Vander Hamm
Board Chair Company Affiliation Grant Thornton
Year of Incorporation 1989