Sheffield Place
6604 E. 12th Street
Kansas City MO 64126-2208
Web and Phone Contact
Telephone (816) 483-9927
Fax 816- 483-9934
Mission Statement
Sheffield Place Mission Statement:  To empower homeless mothers and their children to heal from their trauma and become self-sufficient.  The vision of Sheffield Place is "to break the generational cycles of poverty, homelessness, addiction, and violence."
CEO/Executive Director Ms. Kelly Welch
Board Chair Skyler Phelps
Board Chair Company Affiliation Mantel Teter
History and Background
Year of Incorporation 1989
Volunteer Opportunities
Ways to donate, support, or volunteer

How you can help:

  1. Give - Sheffield Place relies on donors to fund services for homeless children and families.  
  2. Provide in-kind donations - Sheffield Place relies heavily on donations of the staples of everyday life - paper towels, cleaning supplies, new twin sheets, towels, pillows, and the many other items families need.  Faith groups, Scout troops, corporations, and civic organizations are welcome to conduct drives for these items.  Please refer to the most recent list of needs at 
  3. Volunteer - Sheffield Place welcomes individuals who perform many vital tasks from working with the Children’s Program to serving on special event committees.  Volunteer groups are also welcome to volunteer to clean and maintain the building, hold events for the  children and families, and other activities.  For a list of immediate needs and volunteer opportunities, please visit or www.sheffieldplace/volunteer 
  4. Connect on social media - Please follow Sheffield Place on Facebook and Twitter and like and share posts.  
Financial Summary
Revenue Expense Area Graph

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

Source: IRS Form 990

Net Gain/Loss:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.
Mission Statement Sheffield Place Mission Statement:  To empower homeless mothers and their children to heal from their trauma and become self-sufficient.  The vision of Sheffield Place is "to break the generational cycles of poverty, homelessness, addiction, and violence."
Background Statement

Founded in 1991, Sheffield Place has served more than 1200 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 2018); 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 28th year of service, Sheffield Place is committed to providing trauma-informed, evidence-based therapeutic interventions for highly traumatized homeless mothers and their children. The mothers have multiple barriers to success in achieving self-sufficiency, including:  mental health and addiction issues; domestic violence backgrounds; low educational attainment; upbringing in foster care; and felony convictions.  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 2018, Sheffield Place served 129 families (365 individuals) – up from just 20 families in 2010. Of the families, 102 received services in the facility and 27 (unduplicate) 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 in 2015 and to the expansion of the permanent housing program that acquires and renovates houses in the Sheffield neighborhood. To date, Sheffield Place owns eight houses and one duplex. The strategic plan calls for the agency to operate a total of 15 units of housing witihing the next few years.

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, the agency received the ‘Excellence in Fundraising Award from the Association of Fundraising Professional’s Mid America Chapter.  In 2017 and 2018, the agency received the 4-Star rating from Charity Navigator for effectiveness, transparency, and accountability in its management operations.  In 2019, the agency also received the 4-Star rating and received a 100% score on measures on financial management, transparency, and accountability - the only Kansas City nonprofit to achieve this distinction.  

Needs Statement

In 2018, Sheffield Place served 129 unduplicated families – more than a six-fold increase from the 20 families the agency served in 2010.  The agency’s commitment to rapid, sustainable growth reflects the deep commitment to serving a larger portion of the vast need for services.  In 2018, for example, 850 mother-led homeless families called the agency in search of services – up from 505 families in 2012.     

Mother-led family homelessness remains an overwhelming and invisible crisis in Kansas City. The number of families on the waiting list at Sheffield Place reflects the vast need.  The reason for family homelessness can be traced to the severe, chronic, and continuous trauma the family has experienced. The effects of trauma are compounded by living in the urban neighborhood with high rates of violence ( and reduce the lifespan by 20 years or more.

Like their mothers, the children bear deep emotional and often physical scars caused by exposure to pervasive alcohol and drug abuse, domestic violence, sexual, physical, emotional, verbal abuse, physical and emotional neglect, and the trauma of homelessness itself. Without intervention, these children and families will remain in the generational cycle of poverty and homelessness.

 The greatest needs the agency faces include: general operating support; programmatic support; 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; program and special event volunteers; and opportunities to inform the public about the overwhelming crisis of mother-led family homelessness in Kansas City.
Service Categories
Addictive Disorders NEC
Homeless Shelters
Family Services
Areas of Service
MO - Jackson County
MO - Jackson County Urban Core
KS - Johnson County
KS - Wyandotte County
Geographic Area Served Narrative Sheffield Place has no restrictions on the geographic area of origin of clients.  Most clients orginate from Northeast Kansas City, MO, and Eastern Jackson County.
CEO/Executive Director/Board Chair Statement

Sheffield Place served 129 families and 365 individuals in 2018. 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 2019, 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.

Description Residential Housing Services provides a one or two room living unit with a private bath and a shared kitchen and laundry. 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, and becoming more accountable for the living units.
Program Budget $222,698.00
Category Housing, General/Other Transitional Housing
Population Served Homeless, Females, Families
Program is linked to organization's mssion Yes
Program Frequently Assessed Yes
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.  In addition, all mothers must participate in at least 10 hours of group work (recovery, 12-Step, group therapy, job search skills, parenting, healthy relationships, personal financial management, among many others), and must be working, in school, or actively seeking employment.  
In 2018:
74% of families were discharged to permanent housing (of families that stayed a minimum of 30 days, 85% exited to permanent housing);
62% increased education or income;
5% were employed at intake; 32% were employed at discharge; of mothers who stayed a minimum of 30 days, 51% were employed 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 $361,567.00
Category Mental Health, Substance Abuse Programs, General/other Mental Health Treatment
Population Served Families, Families, Homeless
Program is linked to organization's mssion Yes
Program Frequently Assessed Yes
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: Child & Adolescent Functional Assessment Scale; 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 in 2018:
- 62% of children improved mental health function
- 62% of families improved family functioning
- 67% of mothers improved parenting
- 69% of mothers improved 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.  Family are encouraged to participate in the program for as long as needed.  There is no charge for the services provided by this program.  
Program Budget $217,766.00
Category Human Services, General/Other Human Services, General/Other
Population Served Homeless, Adults, Poor,Economically Disadvantaged,Indigent
Program is linked to organization's mssion Yes
Program Frequently Assessed Yes
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, drug testing, and Daily Living Activities assessment. 
Examples of Program Success
The evidence of the effectiveness of the Aftercare Programs is found in its outcomes.  In 2018,
89% of the families in the program remained in permanent housing;
78% remained clean and sober;
85% increased/maintained income or education; and
69% of mothers 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.   

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. 

Sheffield Place currently owns and operates 10 units of housing - 8 houses and one duplex.  A family may stay in a permanent house for as long as they desire.  The family must pay adjusted rent and comply with program requirements, including compliance with the aftercare program.  
Program Budget $114,497.00
Category Human Services, General/Other Human Services, General/Other
Population Served Families
Program is linked to organization's mssion Yes
Program Frequently Assessed Yes
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.  Success is measured by tracking the family's ability to maintain permanent housing, remain abstinent from alcohol and other drugs, increase/maintain income, and improve or maintain mental health.  In 2018, the outcomes were:
  • 89% of families maintained housing
  • 78% of families remained abstinent from alcohol and other drugs
  • 85% of families improved or maintained income
  • 69% of mothers improved or maintained mental health
These outcomes are consistent with the strong results acheived in previous years. 
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 that requires drug testing and pay stub submission to calculate rental fees.
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.  The program has been highly successful.  

LaKendra and her children are representative of the families Sheffield Place serves. LaKendra has struggled throughout her life with depression and addiction. She has grown children and two younger children with her at Sheffield Place. 

This family came to the agency when LaKendra lost her job and lost her housing. She was deeply depressed, yet committed to recovering from her mental health and addiction challenges. For several weeks, her therapist and case manager worked with her on addiction recovery and arranged for her to be evaluated for medication to assist with chronic depression.

Through hard work and with this assistance, LaKendra has tranformed her life. She is in recovery, has secured full-time employment with benefits.  Six months ago, the family transitioned to a house owned by Sheffield Place.  They have continued to make progress and return to the agency each week for supportive services.  

CEO Comments
Sheffield Place continues to produce very strong programmatic performance. The agency remains mission and outcome driven and exists 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. The agency's 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 2018, the call volume increased to 850 calls from mothers seeking shelter.  This need continues to drive the strategic initiative to expand services to serve more families through increased capacity.    
Sheffield Place greatly appreciates the community support - funding, in-kind gifts, volunteers, etc., that allows the agency to grow and serve more families.  Thank you for making the programs at Sheffield Place a true community effort. 
Executive Director/CEO
Executive Director Ms. Kelly Welch
Term Start Jan 2011

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 132 families in 2017.

Former CEOs
Ms. Karen Streeter1991 - 2010
Senior Staff
Title Director, Operations

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

David Hanzlick, PhD, CFRE, has more than three decades of success in fundraising, nonprofit management, public relations and public affairs.  He joined the Sheffield Place staff in 2010.

Paid Full-Time Staff 15
Paid Part-Time Staff 5
Paid Contractors 0
Volunteers 525
Retention Rate 87%
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
  • BMO Harris Bank
  • Children’s Mercy
  • Community LINC
  • CommunityAmerica Credit Union
  • Family Conservancy
  • Giving Grove
  • Hampton Inn & Suites/Plaza
  • HeadStart
  • James Madison University Service Learning Program
  • John Deere
  • Kansas City Community Gardens
  • Kansas City Zoo
  • Missouri Department of Mental Health
  • Pets for Life
  • Sheffield Neighborhood Association
  • Starlight Theatre
  • Wayside Waifs
United Way Member Agency2018
Learning Community Participant to implement Integrated Treatment of Complex Trauma (ITCT)National Child Traumatic Stress Network2008
National Best Practice in working with traumatized, homeless childrenNational Center on Family Homelessness2009
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
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
4-Star Rating indicating accountability, transparency, and financial healthCharity Navigator2018
4-Star Rating indicating accountability, transparency, and financial health; 1 of 67 nonprofits nationwide to achieve a perfect 100 score on the evaluation and the only one in Kansas City to do soCharity Navigator2019
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 eight 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 at 87%. 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 Skyler Phelps
Company Affiliation Mantel Teter
Term Jan 2019 to Dec 2019
Board Members
Ms. Missy AndeelChildren's Mercy Hospital
Mr. Bill Dunn IIICampione Interior Solutions, LLC
Ms. Susan EscherSymphony Financial Group
Ms. Sylvia FloresCable Dahmer
Ms. Dionne KingDMK Consults, LLC
Ms. Adrienne KordalskiTransystems
Ms. Julie LattimerThe Nolan Company
Ms. Kathy MaloneCounseling and Recovery Partners
Mr. James MeltonHallmark
Ms. Kama MoseleyLockton
Mr. Dan MuellerGrant Thornton
Mr. Boyd NolenPro Circuit
Mr. Skyler PhelpsMantel Teter
Ms. Maureen PurcellSolwork, LLC
Mr. Kyle SinerPlatform Ventures
Ms. Diane SmithCitizens Bank & Trust
Mr. Nate Vander Hamm
Mr. Don WoehrmanDST (retired)
Board Demographics - Ethnicity
African American/Black 1
Asian American/Pacific Islander 0
Caucasian 17
Hispanic/Latino 2
Native American/American Indian 0
Board Demographics - Gender
Male 9
Female 11
Unspecified 0
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 100%
Percentage Making In-Kind Contributions 100%
Constituency Includes Client Representation Yes
Number of Full Board Meetings Annually 10
Standing Committees
Advisory Board Members
Ms. Rachel BerbigliaBuild a Bookshelf
Hon. Margene BurnettCircuit Court of Jackson County
Ms. Alinda DennisUnited Way of Greater Kansas City (Retired)
Ms. Susan HopkinsCommunity Volunteer
Ms. Lundy JoyceCommunity Volunteer
Dr. Susan KimbleUMKC School of Nursing and Health Studies
Ms. Perri Lampe
Ms. Lisa McIntireCitizens Bank & Trust
Ms. Melissa MillerKCI Auto Auction
Mr. Mark MoralesSheffield Neighborhood Association
Mr. Sean O'MalleyCreative Planning
Mr. Steve OrnduffMoly Cop
Mr. Bryan PetersonPro Group
Ms. Gina PulliamCommunity Volunteer
Ms. Heather RollinsBlue Cross Blue Shield of Kansas City
Comm. Sherri RosenCommissioner of the Circuit Court
Mr. Jim ScottBank of Kansas City
Mr. David ShowalterClinical Social Worker
Chief Richard SmithKCMO Police Department
Ms. Gina ThorntonCommunity Volunteer
Mr. Kenny YeungUMB
CEO Comments

Ms.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 overwhelming 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 seven 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 immediate past president is a CPA as is another board members.

Recruiting a diverse board that represents the racial/ethnic make-up of the city and the clients continues to challenge the organization. 

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 seven years, the agency has also expanded the size of the board and implemented a Council of Advisers to increase the agency’s reach into the community.

Fiscal Year Start Jan 01, 2019
Fiscal Year End Dec 31, 2019
Projected Revenue $1,268,208
Projected Expenses $1,268,208
IRS Letter of Exemption
Foundation Comments
  • FY 2018, 2017, 2016: Financial data reported using the IRS Form 990.
  • 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 Year201820172016
Foundation and
Corporation Contributions
Government Contributions$462,114$512,199$454,098
Individual Contributions------
Investment Income, Net of Losses$4,368$1,217$808
Membership Dues------
Special Events$178,153$206,693$167,275
Revenue In-Kind$87,598$57,826$64,335
Expense Allocation
Fiscal Year201820172016
Program Expense$1,105,804$1,026,190$1,092,836
Administration Expense$122,678$119,480$118,126
Fundraising Expense$42,861$41,876$52,829
Payments to Affiliates------
Total Revenue/Total Expenses1.151.161.11
Program Expense/Total Expenses87%86%86%
Fundraising Expense/Contributed Revenue------
Assets and Liabilities
Fiscal Year201820172016
Total Assets$1,962,699$1,773,181$1,604,668
Current Assets$996,696$907,333$840,320
Long-Term Liabilities$1,471$1,622$2,586
Current Liabilities$75,578$70,994$90,037
Total Net Assets$1,885,650$1,700,565$1,512,045
Short-Term Solvency
Fiscal Year201820172016
Current Ratio: Current Assets/Current Liabilities13.1912.789.33
Long-Term Solvency
Fiscal Year201820172016
Long-Term Liabilities/Total Assets0%0%0%
Top Funding Sources
Fiscal Year201820172016
Top Funding Source & Dollar Amount -- --U.S. Department of Housing & Urban Development $166,341
Second Highest Funding Source & Dollar Amount -- --City of Kansas City, Missouri $163,701
Third Highest Funding Source & Dollar Amount -- --Jackson County, Missouri $127,490
Capital Campaign
Currently in a Capital Campaign? Yes
Campaign Purpose
The demand for residential services far exceeds the agency’s capacity. To support the great need, Sheffield Place is pursuing a growth campaign.
The ‘A Place to Grow’ campaign goal is $1,207,800 million to support the following needs:
  • $410,000 to renovate a seven-unit apartment building to provide 30 more families each year with transitional housing services;
  • $88,000 to modernize the existing facility to make it more comfortable for families through new energy-efficient lighting, kitchen remodeling, and exterior maintenance;
  • $205,000 to renovate three houses in the neighborhood for use by client families as permanent housing;
  • $40,000 to increase operational efficiency through enhanced IT;
  • $166,000 to maintain the integrity of the main facility by tuck-pointing the nearly 100-year old building; and
  • $298,800 to support program costs, campaign costs, and contingencies.
Goal $1,462,800.00
Dates June 2019 to June 2020
Amount Raised to Date $767,200.00 as of Sept 2020
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.

 Again, the growth of Sheffield Place - from serving 20 families in 2010 to serving 129 families in 2018 - would not have been possible without the strong support of the community.  Thank you! 
Other Documents
Annual Report2016View
Annual Report2015View
Annual Report2014View
Annual Report2013View
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Organization Name Sheffield Place
Address 6604 E. 12th Street
Kansas City, MO 641262208
Primary Phone (816) 483-9927
Contact Email
CEO/Executive Director Ms. Kelly Welch
Board Chair Skyler Phelps
Board Chair Company Affiliation Mantel Teter
Year of Incorporation 1989