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Annua l Repo r t

2016

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Ou r F a c i l i t y ’ s C o n s t r u c t i o n a n d R e n o v a t i o n i s C o m p l e t eIn 2012, the Guest House executive director and board of directors recognized that the physical limitations of our building were incompatible with the increasing needs of the space. Together, we launched a $2.6 million dollar capital campaign to renovate and expand the shelter by 8,000 square feet. The project was completed in fall of 2016, without a single incidence of service interruption. A few of the highlights include enhancements to the dormitories, addition of a handicapped-accessible restroom, installation of an elevator, construction of a commercial-grade kitchen, expanded dining room, addition of one-on-one meeting rooms as well as small and large group conference rooms, increased office capacity to accommodate growing staff, and improved safety features internally and externally. The ongoing growth of our recent building renovation and expansion continue to embed the Guest House into the overall fabric of the community.

O p e n H o u s e a n d H a r v e s t F e s tIn September 2016, the community gathered to help us celebrate our expanded building, which has allowed us to help more people receive services with dignity, and be independent and housed. Our Open House and Harvest Fest celebration invited over 300 attendees in the community to tour the newly renovated building, enjoy a free community meal, and celebrate the end of another successful harvesting season.

Meet Eric

From this

To this

Homeless since 2009, Eric came to the Guest House when he was ready to get off the street. Once here, he found people who took time to listen and help.

Eric appreciates how his case manager and other staff respect his own input to the process of finding housing and medical care. “They supply you with the resources, but

it’s your goal to accomplish,” Eric explains. “They are here to help you reach your goals.” Eric finds great inspiration witnessing the accomplishments of other Guests. He notices the successes and the failures of others and says the Guest House helps people get up and try again. He is proud when he sees someone pack up, excited to move into his own place. “That’s motivation!”

2016 : Mo r e Than Sh e l t e r

Staff tour attendees through our newly

renovated dorms and commercial-grade kitchen.

One attendee stops to admire the donor wall

for the capital campaign, created by local artist

Eric Neevel.

Community members and men in shelter enjoy a meal

provided and cooked by Black Shoe Hospitality.

Mayor Barrett helped honor the men in shelter who went through our six-week Urban

Agriculture Training Program.

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N ew P r o g r a m : R e c o v e r y H o u s i n gAt the end of May 2016, the Guest House was informed that government funding for our long-term shelter beds, with funding for stays up to two years, would not be renewed for the April 2016-March 2017 cycle. This was an unexpected event that impacted the Guest House with a funding loss of $155,000. Countless shelters across the country were affected, with total funding losses in excess of $155 million nationwide. Our options were to immediately discharge those in long-term shelter beds or to find another way to overcome the funding loss in order to preserve all levels of programming. We chose the latter.

To maintain our programming that best serves the majority of those requiring extended stays, we shifted a portion of our long-term beds to a recovery-focused model known as Recovery Housing. This program is supported through our Comprehensive Community Services (CCS) program, a Medicaid waiver revenue source. Recovery Housing is abstinence-focused, allowing men in all stages of change to participate. The targeted audience for this new 22 bed shelter program are men who are homeless or lack stable housing who have an Alcohol and Other Drug Abuse (AODA) concern or are dual diagnosed (AODA and mental health).

Guests in this shelter program are served through a client centered approach based on where the client is in his recovery. The program includes substance abuse and mental health counseling, as well as harm reduction practices. Additionally, there is an emphasis on income and/or employment with the development of a strong sense of community among program participants. The environment creates a stable and safe place for the individual to reside while assisting the person in overcoming or managing all aspects of their recovery.

This Recovery Housing program is staffed by a team consisting of clinicians and case mangers. The program length is up to two years with goals being reviewed every six months. The recovery housing model should not be seen as a replacement for residential treatment for clients with acute substance abuse problems; however case management components could follow along in certain circumstances.

Recovery Housing is designed to follow the person along their recovery path to provide access to permanent housing for its participants. The main outcomes are sustained sobriety, stable housing, stable income and access to main stream benefits.

Throughout 2016, we were incredibly proud of our ongoing ability to maintain, transition, and expand programs and services that best fit the needs of all 1,200 individuals serviced in shelter, housing, education, and clinic programs. Our success was made possible with your help. We are so excited to work together to transform lives of those currently experiencing homelessness in meaningful and innovative ways. We’re grateful to our community for your support during the 2016 fiscal year to make our efforts possible in being more than shelter.

A Message From Our Executive Director:

-CindyCindy Krahenbuhl

2016Year in Rev i ew

Our Cream City Gardens harvested

pounds of delicious produce

+800 contributed more than

We didn’t do it alone, though...

1 ,228 5,613hours of supportvolunteers

66% of clients

were discharged with sustained sobriety

of clients were discharged with stable mental health99

%500 men in

emergency shelter

186

clients in permanent supportive housing

60

clients in prevention programs

clients in rapid rehousing63

Our shelter and housing programs served nearly

men, women and children:1 ,000

93% of permanent

housing clients maintained their housing from one year to the next

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Benefits $ 430,964

Current portion of LT Liabilities 70,437

Total Current Liabilities 501,401

Long-Term Liabilities

Mortgage 254,126

Highland MM LLC 305,000

Current Portion of LT Liabilities (70,437)

Gap Loan 348,242

Total Long-Term Liabilities 956,314

Other Liabilities

Client Trust Accounts $ -

Total Liabilities $ 1,457,715

Net Assets $ 3,298,350

Total Liabilities and Net Assets $ 4,756,065

Current Liabilities Current Assets Cash and Equivalents $ 582,752

Cash - Restricted 80

Accounts Receivable 59,533

Pledges Receivable (net) 216,158

Grants Receivable 476,031

Amount Held in Escrow -

Prepaid Expenses 15,801

Total Current Assets $ 1,350,355

Property and Equipment Building and Improvements $ 3,329,964

Equipment 153,794

Furniture 45,816

Equipment in Progress 18,500

Land Total Property & Equipment Less: Accumulated Depreciation Net Property and Equipment

169,7583,717,832

(1,038,310)2,679,522

Other Assets Investment in LLC $ 502,263

Cash-Client Trust Account -

Cash Equivalent - Reserved for Unemployment Claims

32,673

Security Deposits 27,675

Pledges Receivable 163,577

Total Other Assets $ 726,188

Total Assets $ 4,756,065

Liabili ties and Net AssetsAssets

Audited Operational Financial Statements

January 1st, 2016 - December 31st, 2016

Finan c i a l R e po r t

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Foundation Grants and Contributions $ 634,279

In-Kind Gifts 243,367

Special Events 120,270

(Special Events Expenses) (32,588)

Interest Income 476

Rent Income 192,395

City of Milwaukee

Block Grant 73,996

Emergency Shelter Grant 176,842

Milwaukee County

CCSB 83,134

Prairie Apartments 49,000

AODA Grant 23,171

Shelter Plus Care 130,913

RMT 400,272

Key to Independence 357,772

Comprehensive Community Service 669,506

Housing First 119,783

State of Wisconsin

State Shelter Subsidy Grant 89,000

Rapid Rehousing Grant 149,079

Medicaid 3,200

US Dept of Housing and Urban Developoment Transitional Housing 40,102

Permanent Housing 1,502,237

FEMA Grant 22,590

V.A. Grant 103,325

Community Shares of Greater Milwaukee 16

Net Assets Released from Restrictions 1,170,285

Other Income 8,517

Other Fee-For-Service Income 19,905

Gain on disposal of property & equpiment 10,377

RevenueCurrent Revenue

Total Revenue

Program Services Shelter Operations $ 817,968

Resident Manager/Tenant Services 406,668

Transitional Housing & Clinical Services 879,353

Supportive Permanent Housing 1,901,648

Rapid Rehousing 175,968

Open Gate 5,215

Keys to Independence 418,119

Management and Supporting Services 390,422

Fund Development 239,828

Total Operating Expenses $ 5,235,189

Change in Assets $ 1,123,135

Net Assets, beginning of year 1,731,207

Net Assets, end of year $ 2,854,342

Operating Expenses

This past year, your outstanding dedication allowed our continued work in providing more than shelter to those in need. In 2016, our programs served 583 unduplicated adult men, with 29% of guests being discharged to permanent housing, and 45% being discharged with income over $500/month. Additionally, 99% of guests were discharged with stable mental health and 66% of those

struggling with substance abuse were discharged with sustained sobriety of at least 45 days. From all of us at the Guest House of Milwaukee, Inc., thank you for

supporting us this past year.

A Message From Our 2016 Board President:

-PatPatrick O. Dunphy

$ 6,361,221

Meet Willie Willie saw himself as a totally

different person before coming to the Guest House. Once homeless and addicted to drugs, Willie came to the Guest House and got his happiness back. The Guest House offered him a case manager and made Willie feel like he was part of a family. Participating in the LEADS program, Willie is most proud of securing his first apartment. Willie’s newfound happiness is reflected in the advice he offers to other guests: “Be honest and be hopeful. Get some feedback and find the good in yourself.”

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