The Bethesda Center - The United Way of Forsyth County

United Way of Forsyth County
2013-2014 Mid-Cycle Program Report
Agency/Program
1 of 3
Agency/Program: Bethesda Emergency Shelter Program Manager: Peggy Galloway
Total Program Budget: $294,550 United Way Funded Amount:$67, 302
Please provide a brief written response to the following questions. Completed report should not
exceed four (4) pages.
1. Overview: Provide a brief overview of the United Way funded programs for this Impact Council including the
target population and the key program activities. This information may be copied verbatim from the original
application.
Bethesda Center through United Way provides an emergency day/night shelter programs for homeless adult
men and women of diverse backgrounds. The primary services are a safe and clean environment which will
reduce their concerns for safety and unmet needs such as showers, laundry, various group activities and meal
ticket for the next day in in the night shelter. At the time of entry, majority of individuals do not have any income.
Target groups consist of 70% African Americans, 20% Caucasian, and 5% Hispanic, Alaskan or American
Indian. Primary reasons cited for homelessness are 33% unemployed, 25% transient and 27% disabled. During
the winter, 100 % utilization of the beds and mats occurs while in the summer a slight lesser rate is common.
Between December and April, Bethesda operates an overflow shelter for individuals to have a safe and warm
place to sleep when Bethesda is full. We estimate that an average of 14 people per night will be served through
the overflow shelter.
2. Resources:
a. Have you experienced or do you anticipate any changes to your revenue streams or expenses in the next
year? If there is any additional information regarding your budget, please use this space to do so.
Bethesda Center has experienced reduction in funding due to allocation changes/requirements. These
reductions include the Collaborative Initiatives for the Street to Homes Grant, reduction in federal grants and
overall reduction in funds from businesses/individuals. Due to the shift in making the transition from Emergency
Shelter to Emergency Solution, the overall funding for shelters are down from the federal government. Although
Bethesda has worked hard to prepare for the transition in funding to meet the new funding requirements through
Federal and State, the slow economy has also impact funding from the City of Winston-Salem and local
contributions. Bethesda has been a recipient of FEMA and we hope these funds will be available in the
upcoming year. However, the anticipated date of receiving the funds are unknown or if these funds would be
available.
Bethesda is continuing to experience reduced private contributions. The largest fundraising event for Bethesda is
expected to help fill the gap in lost revenue.
b. Please list any fundraising activities planned for the period of July, 1 2013 through June, 30 2014, including
dates of events or activities.
New fundraising activities are being planned; however; the information isn’t available for release. Two current
events will continue and they are Take the Lead-April 2014 and an ongoing benefit “Homelessness to Hope” is
scheduled as requested.
3. Updates: Please describe any key learnings regarding what is or is not working and what adjustments have
been made to address them. This may include major changes in key personnel, target population, program
delivery, etc.
Bethesda Center (Board and Staff) have embraced the concept of Housing First and Harm Reduction while
learning new approaches to servicing the homeless population. Selected staffers have been trained as Peer
Specialists and Case Management staff has been trained in Critical Time Intervention. The Board of Directors
are supportive of the changes that may be necessary for Bethesda Center to continue to serve and to meet the
challenge of providing housing while also ensuring that clients with less motivation or understanding are provided
for.
Mid-Cycle Report – 2011 through 2013
January 2013 Version

Updates:
Agency/Program
2 of 3
Received funding from Kate B Reynolds Charitable Trust to implement a collaborative housing project.
Implemented a 90 day tracking system including identification process involving CHIN and was recognized by
Hands on NW NC.
Established a Client Advisory Council to be responsible for addressing client issues and consequences to
eliminate any biases and in support of motivational/ peer specialist process.
BCH has a trained staff person completing SOAR applications and is completing certification.
Received an AmeriCorps Grant for a Volunteer/Program VISTA Coordinator.
Transitioned the coordination of Resource Day Program from United Way to an activity maintained by
Bethesda Center.
Increased bed availability for women from 27 to 39.
Challenges:
Bethesda has identified and seen an increased in gang members between 18-25 seeking shelter.
Because of this new challenge, the Center has requested the involvement of Parks and Recreation
Gang Task force to provide staff with ongoing training on gang activities and identification and is in
the beginning stage of developing a plan to address the issue of gang members in the shelter.
Although Bethesda Center has revamped the staff, it appears that some issues are aligned with similar
circumstances and continue to reoccur. Example, there has been an increased in complaints on Bethesda
Center and the abilities of the staff.
Our agency is the only shelter provider opened 24/7 during extreme weather. Therefore, clients and
staff are interacting constantly.
There has been an increased level of activity for the night shelter consisting of new entries and
returning clients and lack of bed availability during peak times. The challenge is to meet housing needs
while reducing shelter beds.
Because Bethesda is practicing harm reduction, clients are entering the Center that may not be
permitted to enter other locations.
There are individuals entering Bethesda Center and they are inappropriate for entry due to major
mental and physical disabilities; however, there are limited options.
Lessons Learned:
After many years of operating without a time limit for clients to stay in the shelter, a time limit policy was
adopted for 90 days. Individuals making progress may apply for a 30 day extension (up to 2 extensions).
Although the Clients adjusted to the new policy, many are recycling through other shelters. Therefore,
the average length of stay was reduced and is consistent with other shelters. We have seen some of
those affected by the first wave of the 90 day policy return to the Center.
Due to funding cuts, BCH ceased providing evening meals and clients were able to eat when several
churches became partners in providing meals through programming services at Bethesda.
Clients don’t always understand that when agencies reduce or terminate a service that funding is the
reason for the reduction instead of the lost being viewed as punishment to them.
A major ongoing challenge at Bethesda is educating and helping the clients to change their attitudes
from entitlement to self-reliance-with-assistance. Because we have been successful in placing some
people into housing, the clients see it occurring for some and not for others; however, they do not
understand why some are able to move into housing faster than others. Therefore, educating the clients
on eligibility requirements for programs is very essential. Many individuals without impairments, lack of
age eligibility and or income do not qualify for housing programs or any other assistance. There is a
group of people who do not qualify or fit into any system or would be able to acquire housing if HAWS
does not present the opportunity (client must pay a minimum fee for housing).
We believe that clients should play an essential role in improving their situation while being pointed in
the direction of multiple systems of assistance and help; there is expectation by participants that the
system should do more.
In the first six months of services, there was a decreased in the number of men being served due to
housing placement or reduced enrollment and bed availability was converted to serving more women.
For the first time since 2006, there were sufficient beds to meet demands for beds by women.
Scanning identification cards increased accuracies in registering for services and card maintenance for
entry into the Center has required clients to be responsible. Clients have brought into the identification
process.
Mid-Cycle Report – 2011 through 2013
January 2013 Version

Agency/Program
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Bethesda Center is able to keep the Center open longer during the day due to UW funding and to ensure
clients have a place to be. The Center is the only place other than the library, where they may stay indoors.
Opening longer meant greater interaction between clients and staff (24/7) because until housing
is acquired they have no other "place to be".
Although we have a trained staff, the client levels (multiple barriers and demands) far exceed the staff
ratio in the shelter and or in case management. The Community Intake Center becomes essential in
referring clients to agencies that could address needs appropriately or diverting potential clients to other
options.
4. Outlook: Please list and describe any program milestones that you are hoping to achieve during this final year of
the multi-year funding cycle.
Finalize procedures with Downtown Health Plaza to have an established program and person@
BCH to improve health/dental care access for the homeless and to reduce the call volume for
ambulance services and repeat ER visits.
Participate in the Community Coordinated Intake Center.
Improve data quality by working with CHIN to prepare specific reports and to evaluate scanning of
data into the system.
Review and evaluate the 90 day tracking system for changes including the length of stay.
Complete the strategic plan for the agency.
Promote a new fundraising event.
Establish a committee to evaluate the grievance process including the Client Advisory Council role
and outside involvement.
Explore a customer service model whereby the clients’ complaints are well received, and addressed
in a timely manner. Executive Director will personally meet with the clients, every 2 weeks, to hear
their problems and address them immediately.
5. Please use this space to provide any other pertinent information regarding your program.
Bethesda Center is continuing to focus on rehousing people and to provide clients with resources to
prevent the return to homelessness. Funding from the impact council allows BCH to offer services that
would be unavailable i.e. the day shelter will close earlier and people would be more visible and meeting
personal hygiene needs would return to being critical or the lack of.
Note:
Funding is contingent upon the results of the annual campaign.
Mid-Cycle Report – 2011 through 2013
January 2013 Version

PROGRAM BUDGET
Expenditures
2013-2014
Budget for Multi-Year Application
Impact Council: Basic Needs
Agency: The Bethesda Center
Program: Emergency Shelters
PROGRAM BUDGET
Expenditures
2013/14 or 2014 FY Change From 12/13 Year-End
2011/12 or 2012 FY 2012/13 or 2013 FY Projected Budgeted
Projected to 13/14 Budget
Actual (Can
Year-End
Budget be Unaudited) Budget Projected Budget
$ %
1 Personnel Expenses
Personnel (Management/Admin
allocation and Program staff's salary +
benefits) $ 196,563 $ 211,979 $ 213,600 $ 175,000 $ 185,000 $ 10,000 5.7%
Contracted Services $ 8,000 $ 15,000 $ 7,000 87.5%
Other (Specify on an attachment)
Total Personnel Expenses $196,563 $ 211,979 $ 213,600 $ 183,000 $ 200,000 $ 17,000 9.3%
2 Direct Program Expenses
Program Supplies & Materials $ 9,300 $ 12,610 $ 8,000 $ 10,000 $ 9,000 $ (1,000) -10.0%
Direct Client Financial Assistance
Transportation Related to Client
Services $ 6,600 $ -
Other (Specify on an attachment) $ 39,000 $ 31,346 $ 30,000 $ 500 $ 1,000 $ 500 100.0%
Total Direct Program Expenses $ 54,900 $ 43,956 $ 38,000 $ 10,500 $ 10,000 $ (500) -4.8%
3 Indirect Program Expenses
Occupancy Costs (Rent/Other) $ -
Utilities $ 38,000 $ 36,742 $ 38,000 $ 38,000 $ 38,000 $ - 0.0%
Telephone $ 2,000 $ 3,759 $ 4,000 $ 5,500 $ 5,500 $ - 0.0%
Postage/Mailing Costs $ 176 $ 300 $ 100 $ 150 $ 50 50.0%
Insurance $ 8,000 $ 14,436 $ 20,000 $ 20,000 $ 20,000 $ - 0.0%
Employee Training/Conferences $ 5,000 $ 3,358 $ 5,000 $ 750 $ 500 $ (250) -33.3%
Local Travel $ 250 $ 500 $ 100 $ 100 $ - 0.0%
Advertising/Marketing $ -
Printing $ 1,656 $ 2,000 $ 2,000 $ 2,000 $ - 0.0%
Repairs and Maintenance $ 13,000 $ 28,376 $ 18,000 $ 18,000 $ 18,000 $ - 0.0%
Professional Fees $ 5,000 $ 1,222
Miscellaneous (If more than $1000
describe on an attachment) $ 1,000 $ 200 $ 900 $ 300 $ 300 $ - 0.0%
Total Indirect Program Expenses $ 72,000 $ 90,175 $ 88,700 $ 84,750 $ 84,550 $ (200) -0.2%
6 Total Expenditures $ 323,463 $ 346,110 $ 340,300 $ 278,250 $ 294,550 $ 16,300 5.9%
Program Budget
Expenditures
United Way of Forsyth County

PROGRAM BUDGET
Revenue
2013-2014
Budget for Multi-Year Application
Impact Council: Basic Needs
Agency: The Bethesda Center
Program: Emergency Shelters
PROGRAM BUDGET
2012/13 or 2013 FY 2013/14 or 2014 FY Change From 12/13 Year-End
Revenue
2011/12 or 2012 FY
Projected
Budgeted
Projected to 13/14 Budget
Actual (Can
Year-End
Budget be Unaudited) Budget Projected Budget
$ %
1 United Way of Forsyth County $ 85,100 $ 66,540 $ 66,307 $ 67,302
Total Funding from UWFC $85,100 $66,540 $66,307 $66,307 $67,302 $ 995 1.5%
2 Foundation Grants
KBR $ 78,091 $ - $ - $ - $ - $ -
$ -
Total Foundation Grants $ 78,091 $ - $ - $ - $ - $ -
3 Government Grants/Funding
City-ESG $ 32,000 $ 32,000 $ 37,000 $ 37,000 $ 33,300 $ (3,700) -10.0%
State-ESG $ 68,038 $ 71,825 $ 71,825 $ 71,825 $ 56,801 $ (15,024) -20.9%
FEMA $ 60,234 $ 45,117 $ - $ 45,000 $ 45,000 $ - 0.0%
Total Government Funding $ 160,272 $ 148,942 $ 108,825 $ 153,825 $ 135,101 $ (18,724) -12.2%
4 Other Support & Revenue
Program Service Fees
Contributions Supplemental from Fundraising the Public $ 95,628 $ 165,168 $ 28,118 $67,147 $ 39,029 138.8%
Activities
Membership Dues
Sales to the Public (Net)
Investment Income
Winston-Salem Foundation $ 35,000 $ 8,750 $ 30,000 $ 25,000 $ (5,000) -16.7%
Other (Specificy):
Other (Specificy):
Other (Specificy):
Total Other Support & Revenue $ - $ 130,628 $ 173,918 $ 58,118 $ 92,147 $ 34,029 58.6%
6 Total Revenue $ 323,463 $ 346,110 $ 349,050 $ 278,250 $ 16,300 5.9%
$ 294,550
Program Budget
Revenue
United Way of Forsyth County

Attachment - Line Items Requiring Additional Explanation
EXPENSES - 2012 FY
Direct Program Expenses (Other) includes
Food for clients $ 31,228.00
Client Services (bus passes, obtain birth certificate, first aid kit, etc.) $ 118.00
$ 31,346.00
Program Supplies & Materials includes
Maintenance Supplies $ 8,673.00
Equipment $ 1,636.00
Office Supplies $ 2,301.00
$ 12,610.00
Note that telephone includes cable & internet expense.
Miscellaneous includes
Licenses and Permits $ 200.00
Bank Service Charges $ -
$ 200.00
REVENUES - 2012 FY
United Way revenue includes designations, basic needs money and day shelter grant (does
not include Streets to Homes of $57,468).
Bethesda received funding from Kate B. Reynolds this fiscal year for case management and
an IT project but not for shelters.
REVENUES - 2014 FY
Winston-Salem Foundation revenue is a 3-year grant that is for decreasing amounts each
year, the amount for FY 2013-2014 has not yet been sent to Bethesda Center, therefore the
budgeted revenue for that line item is unconfirmed. The $30,000 projected for FY 2012-2013
is based on the grant contract for year 2 of this grant received September 2012.
ADDITIONAL NOTES
Please note that Bethesda Center for the Homeless is still in the early stages of the budgeting
process for FY 2013-2014. If there are changes made to revenue or expense items as the
budget is developed, we will notify United Way in writing immediately.

United Way of Forsyth County
Basic Needs and Select Developmental Disabilities Programs
Mid-Cycle Results & Data Report
Agency: Bethesda Center for the Homeless
Program: Emergency Shelter
Overall Program Purpose: Provide a safe, clean environment for homeless adults
The following information was provided in the program’s original report. Please list the program’s actual for 2011. If there are changes to the
2012 Goals, please list them next to the original 2012 Goals and attach a brief explanation of the changes.
2011 Output Goal(s)
Goal # units of service anticipated
2011 Actual Outputs
Goal # units of service anticipated
2012 Output Goal(s)
Goal # units of service anticipated
Provide 550 homeless adults a bed/mat
to sleep
Provided 831 adults beds/mats
Provide 500 homeless adults a bed/mat to
sleep
Provide 350 adults shelter during the day
Provided 345 adults during the day
participated in the day shelter.
Provide 300 adults shelter during the day
Results & Data Report - 2010 Data
2011-2013 Community Investment Process