how to write a business plan for a homeless shelter

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Homeless Shelter Business Plan Sample

Published Dec.22, 2016

Updated Sep.14, 2024

By: Noor Muhammad

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Table of Content

Do you want to start a Homeless Shelter business plan?

Do you want to establish a homeless shelter business? Well, whatever the scope or domain of the business, good planning in the initial stages is a must. Starting a non-profit business like a homeless shelter is no easy feat. However, if you spend significant time in the initial planning phase then it can be much easier for you.

Every business needs a sample of a strategic plan to get started. So, if you want to learn how to write a business plan for a homeless shelter, you must look through all the necessary details. To help you, we will be showing a business plan for Rest&Peace, a homeless shelter startup.

You can develop a business plan for a homeless shelter by reading relevant examples and collecting information about your target market. For developing a homeless shelter business, guides like property management business plan can also be helpful.

Executive Summary

2.1 about the business .

Rest&Peace will be a homeless shelter started by Penny Holmes and Jack Dawson. The business aims to provide a safe space for homeless people where they can rest to sustain themselves. It will offer many services such as free resting places, meals, and cleaning supplies along with guidance and connections to get jobs and deal with legal issues. 

2.2 Management of Homeless Shelter Company

A non profit homeless shelter business plan will be different than any other business plan. Many approaches are necessary to be taken to ensure the successful working of a non-profit. Therefore, Penny and Jack went through every single sample homeless shelter business plan they could find. 

A homeless shelter business plan needs to include logistic, technical, and human resource planning. Opening a franchise business that is focused on the rehabilitation of homeless people, the planning can be a bit different. However, for general info and market trends, you can refer to this homeless shelter business plan sample. 

2.3 Customers of Homeless Shelter Company

In addition to boarding traditional homeless, Rest&Peace will also cater to people who need a place to stay for a while to get back into health and take care of themselves. For this purpose, the company will be partnering with many investors to sustain itself. Some categories of these customers will include:

• Homeless People
• Government Fund Institutions 
• Philanthropists 
• Educational Facilities
• Employment Agencies

2.4 Business Target

The target of the business is to provide a dynamic recovery program for people who have the talent and determination but not opportunities. The achievement metrics that we want to attain will include getting at least 60% of the people who pass through the system rehabilitated. 

The financial targets we want to achieve within the first 3 years are demonstrated below

Company Summary

3.1 ownership & management of company.

Penny Holmes and Jack Dawson will be the owners and managers of Rest&Peace. Both of them worked together as partners in a law firm and both had aspirations to create an organization that would help people and that is self-sustainable.

3.2 Company History 

Penny noticed that most non-profits were only helping people in certain situations and many people who needed help stood ignored. Jack realized that most people were willing to work for making their life better but they could not afford residence within their salaries. Therefore, Jack partnered with potential investors to establish Rest&Peace and fill the gaps in the market. 

3.3 How the Homeless Shelter company will be started

Step1: Identify Gaps

The primary step in setting up a homeless shelter is to look into the market and find what the current businesses are lacking. This can better be done by developing a sample business plan for a homeless shelter that outlines the comparison. So, if you are wondering how to start a homeless shelter business, going through a business plan and developing your one is the way to go.

Step2: Plan Your Solution 

Once you have identified the gaps in the market and have learned how to open a homeless shelter , you should move to the next step. The next step is to create a strategy to provide adequate solutions to the problems you identified. 

Jack saw that there was a need for dynamic recovery programs and asked himself how can I start a homeless shelter that will train people to sustain themselves? In this business plan, you can see how Jack developed his marketing, financial, and personnel plan to execute the business. You can also study hotel business plan for more understanding.

Step3: Get Funding

After you have learned how to open up a homeless shelter, the next step is to get funding. It is because a business like this cannot stay operational without significant funds. So Jack and Penny set out to approach as many organizations as they could to obtain funding for Rest&Peace.

Step4: Develop Awareness 

A non-profit organization looking to help people is of no use if its target customers don’t know about it. Therefore, Penny and Jack will start awareness campaigns at least two months before the opening. Social media managers will be hired and other sales strategy ideas will be implemented. 

Step5: Find a Location

Your homeless shelter should be located in a place where homeless people could easily approach it. Penny and Jack decided on a three-story building to offer as much space as possible.

Before starting a homeless shelter, it is necessary to figure out what you will be offering to your customer. This will not only help you present a good homeless shelter business plan to your investors but also organize the resources you need. 

You can learn a lot about how to run a homeless shelter once you know what you will be offering to your customers. You can go through related plans like a home inspection business plan or something that resonates with your services and business ideas. 

Penny and Jack decided that as they were still learning how to start a homeless shelter, they would provide a few basic services in the beginning. So, if you are looking at how to start a homeless foundation, you can get help from the following list of services offered by Rest&Peace:

• Rooming Service

We will provide basic living and rest spaces for homeless individuals who are still gaining education or learning a skill to get employment. The supplies will be obtained from businesses as well as investors.

• Meals 

We will also provide three meals a day for people who come in looking for a place to stay for a few days. Meals will be provided to those as well who are committed to working with us to help in the preparation of at least one meal a day. 

• Employment Opportunities

Rest&Peace will also provide employment opportunities to homeless folks. These opportunities will come from our investors and the companies who will invest in the setup for getting labor. However, these companies will be vetted by us to ensure good working conditions. 

• Rental Clothes and Clean-Up Areas

We will also provide rental clothes and clean-up areas where people can come and make themselves presentable for interviews. 

• Rehab Services

We will help people find a living space suitable to their income and requirements so that they can be rehabilitated back into society.

Marketing Analysis of Homeless Shelter Company

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excellent work, competent advice. Alex is very friendly, great communication. 100% I recommend CGS capital. Thank you so much for your hard work!

Running a homeless shelter requires constant vigilance and marketing so that you can raise awareness about your services. Penny and Jack knew that starting a homeless shelter would require a very focused marketing strategy to gain investors. So, they decided to invest a good amount of time in developing the business plan for a homeless shelter . 

They learned as much as they could on how to create a homeless shelter. And then they set out to open a homeless shelter named Rest&Peace. So, if you want to know how to build a homeless shelter and market it efficiently, you can look into the marketing plan for Rest&Peace.

5.1 Market Trends

According to IBISWorld, the homeless shelter business was growing at a rate of 0.9% in the past 5 years before it took a hit due to COVID. There are about 11000 community houses, but the number is declining because these places don’t have a source to sustain themselves. Therefore, if you’re wondering how do I start a homeless shelter, you should also focus on figuring out ways to sustain your business. 

5.2 Marketing Segmentation

The customers and investors of Rest&Peace are divided into the following groups:

Business plan for investors

5.2.1 homeless people.

We will be serving homeless folks who are looking to improve their lives and looking for jobs. 

5.2.2 Government Institutions & Philanthropists

Organizations and people that fund rehabilitation projects are expected to be a target group. They would not be availing of our services, but they would be referring the roofless to us and providing funding. 

5.2.3 Educational Facilities 

We will have contracts with educational facilities to provide vocational training and courses to individuals who don’t have a marketable skill but who want to learn. These efforts will be funded by government funds and philanthropist contributions. 

5.2.4 Employment Agencies  

We will have contracts with employment agencies that will be interested in employing homeless people and funding our ventures.

5.3 Business Target

While building a homeless shelter, Jack had the following business targets in mind:

• To establish an all-rounded community service and rehab center for struggling or homeless people.
• To expand the services to other states across America.
• To help with the rehabilitation of at least 30% homeless community of New Orleans.
• To help at least 80% of people passing through the system with rehabilitation.

5.4 Product Pricing

Our customers will not have to pay for our services in any shape or form. Therefore, the pricing strategy as given in mortgage lender business plan cannot help us. All the costs will be covered by investors and collected funds, along with our commissions for contracts.

Marketing Strategy

Starting a homeless shelter home needs consistent contributions and investments. And investments to start a homeless shelter are not so simple to come by. Jack and Penny, while learning how to open a shelter for homeless, realized that constantly approaching new investors was key. So, along with keeping their current investors up to date, they also approached other investors such as those who provided funds for home inventory business plan and other opportunities. 

If you want to learn how to open a shelter home, you can look into the marketing analysis below. It will guide you in developing a sales strategy for your own business. In this blog on how to start a shelter home, we will also list the sales forecast for three years.

6.1 Competitive Analysis

• We are a self-sustained business and do not require any financial contribution from the people we’re helping.
• We not only provide short-term care but also guide long-term rehabilitation efforts.
• We will provide employment opportunities.
• We will provide better facilities than our competitors. 

6.2 Sales Strategy

• We will start marketing via Google Ads and social media sites a month before the launch to get contributions.
• We will constantly approach investors for funds.
• We will provide quarter-year updates to all of our investors.

6.3 Sales Monthly

6.4 Sales Yearly

6.5 Sales Forecast

Personnel plan

A homeless shelter business plan must also include the details of employees and salary structure. If you are starting a homeless shelter for women, you should focus on hiring more females than males. Besides, you must ensure that you hire compassionate and friendly people. 

If you want to learn how to get a homeless shelter started, you can take guidance from here. Here we are providing the list of employees made for Rest&Peace. 

7.1 Company Staff

• 2 Professional Cooks
• 6 General Cleaners
• 1 Web Developer/ Mobile App Developer to manage online sites
• 2 Sales Managers to manage advertisements 
• 1 Accountant
• 1 Receptionist

7.2 Average Salary of Employees

Financial Plan

You might be wondering how much it costs to start a homeless shelter . The best way to figure out the financial requirements of the business is to develop a financial plan. 

A financial plan helps sustain a business and identify ways to increase profits. Developing a financial plan for a home shelter business is going to be an entirely different process than making one for the usual businesses. Since investments are unpredictable and non-recurring, the planning for cash flows and profit projections can be complicated.

After Jack had learned how to open a homeless shelter, he decided to hire a financial analyst to get an accurate financial plan. Here we’re providing the detailed financial plan made for Rest&Peace that you can follow to create a financial plan for your business. 

8.1 Important Assumptions

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8.2 Break-even Analysis

8.3 Projected Profit and Loss

8.3.1 Profit Monthly

8.3.2 Profit Yearly

8.3.3 Gross Margin Monthly

8.3.4 Gross Margin Yearly

8.4 Projected Cash Flow

8.5 Projected Balance Sheet

8.6 Business Ratios

• How do I start a homeless shelter business plan?

Opening a homeless shelter requires you to go through not only business plan for homeless shelter but also other plans like a property preservation business plan for guidance and planning. After studying these business plans thoroughly, you will be able to start writing one for your startup.

• How to write a business plan for a homeless shelter?

You can learn how much is needed to build a homeless shelter and other details by developing a homeless shelter business plan. To create a business plan, you can follow the steps mentioned in this sample

Download Homeless Shelter Business Plan Sample in pdf

OGSCapital’s team has assisted thousands of entrepreneurs with top-rated document, consultancy and analysis. They’ve helped thousands of SME owners secure more than $1.5 billion in funding, and they can do the same for you.

4 thoughts on “ Homeless Shelter Business Plan Sample ”

your idea is amazing and was really helpful to me

Thank you for your comment. If you need assistance in writing your business plan please contact us by email: [email protected] or call us at USA +1-619-727-5304, UK +44-203-318-1069, Canada +1-613-699-7822, Australia +61-385-956-735.

We always needs emergency shelters for disaster relief, but shelters for the homeless should be long term and in either lockable cubicle rooms or tiny houses. This works best. Thank you for your business plan. It helps put availability to create a shelter out there on the net.

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How to Start a Homeless Shelter: Steps, Planning & Resources

By Happy Sharer

Introduction

Homelessness is defined as “the state of having no fixed residence or permanent place to live” ( Merriam-Webster ). Despite the efforts of many individuals and organizations working to reduce homelessness, it remains a serious problem in many cities. According to the National Alliance to End Homelessness (NAEH), an estimated 553,742 people were homeless on a single night in January 2019 ( NAEH ). Opening a homeless shelter can be an effective way to help address this issue in your community.

Researching the Local Need for a Homeless Shelter

Before opening a homeless shelter, it’s important to research the local need and determine what services might be required. The NAEH recommends conducting a Point-in-Time (PIT) count, which involves counting the number of people experiencing homelessness on a particular night. This data can provide valuable insight into the size and scope of the homeless population in your area ( NAEH ).

Identifying the Population in Need

In addition to determining the size of the homeless population, it’s also important to identify the specific needs of that population. According to the United States Interagency Council on Homelessness (USICH), understanding the demographics of the homeless population can help inform the types of services that might be needed at a homeless shelter ( USICH ). For example, if the homeless population includes many families with children, there may be a need for child care services. It’s also important to consider other factors such as mental health issues, substance abuse issues, and access to medical care.

Estimating the Necessary Services

Once you have identified the population in need, it’s important to estimate the number of beds that will be needed and the types of services that should be offered. According to the NAEH, homeless shelters typically offer a range of services including meals, case management, and referrals to other services such as job training or housing assistance ( NAEH ). Estimating the number of beds and services needed will help you develop an accurate budget for the homeless shelter.

Outlining the Necessary Steps to Open a Homeless Shelter

Once you have conducted research and outlined the services that will be offered, it’s time to start planning the process of opening the homeless shelter. This process typically involves several steps including obtaining legal approval, securing zoning and permits, and identifying funding sources.

Legal Requirements

Before opening a homeless shelter, it’s important to understand the legal requirements. According to the National Law Center on Homelessness & Poverty (NLCHP), the federal government has enacted several laws to protect the rights of homeless individuals ( NLCHP ). It’s important to familiarize yourself with these laws and any relevant state laws to ensure that your homeless shelter is in compliance.

Zoning and Permits

In addition to the legal requirements, it’s also important to secure the necessary zoning and permits. According to the NLCHP, some cities have adopted ordinances that restrict the establishment of homeless shelters ( NLCHP ). It’s important to research these ordinances and obtain the necessary permits before opening the homeless shelter.

Funding Sources

Finally, it’s important to identify potential funding sources for the homeless shelter. According to the NAEH, potential funding sources include the federal government, state governments, foundations, corporations, and individual donors ( NAEH ). Securing funding is essential to ensuring the financial sustainability of the homeless shelter.

Identifying Potential Locations for a Homeless Shelter

Once you have obtained the necessary legal approval and secured funding, it’s time to identify potential locations for the homeless shelter. According to the USICH, there are several factors to consider when selecting a location including safety, accessibility, proximity to services, and availability of public transportation ( USICH ). It’s important to consider the advantages and disadvantages of each potential location before making a decision.

Creating a Business Plan for Opening a Homeless Shelter

Once you have identified a potential location for the homeless shelter, it’s important to create a business plan. According to the Small Business Administration (SBA), a business plan should include goals and objectives, a budget, and strategies for marketing and fundraising ( SBA ). A well-developed business plan will help ensure that the homeless shelter is financially sustainable.

Developing an Outreach Program

It’s also important to develop an outreach program to raise awareness of the new homeless shelter and recruit volunteers and donors. According to the NAEH, an effective outreach program should involve publicizing the shelter in the local media, establishing relationships with other organizations, and recruiting volunteers and donors ( NAEH ). An effective outreach program will help ensure the success of the homeless shelter.

Establishing Partnerships with Other Organizations

Finally, it’s important to establish partnerships with other organizations that can provide assistance to the homeless shelter. According to the NAEH, potential partners include local businesses, faith-based organizations, and other homeless service providers ( NAEH ). These partnerships can provide valuable resources and support for the homeless shelter.

Opening a homeless shelter can be a challenging but rewarding endeavor. By researching the local need, outlining the necessary steps, identifying potential locations, creating a business plan, and developing an outreach program, you can make a meaningful difference in your community. With the right planning and preparation, you can open a successful homeless shelter that provides much-needed services to those in need.

Resources for further information:

• Developing and Operating Emergency Shelters , National Alliance to End Homelessness
• Write Your Business Plan , U.S. Small Business Administration
• Siting Emergency Shelter , U.S. Interagency Council on Homelessness

(Note: Is this article not meeting your expectations? Do you have knowledge or insights to share? Unlock new opportunities and expand your reach by joining our authors team. Click Registration to join us and share your expertise with our readers.)

Hi, I'm Happy Sharer and I love sharing interesting and useful knowledge with others. I have a passion for learning and enjoy explaining complex concepts in a simple way.

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How to Start a Nonprofit Homeless Shelter in 2024

https://home.simplyk.io/blog/how-to-start-a-homeless-shelter

Starting a shelter is a selfless act of human service that can make a profound impact on your community. These homeless shelters help individuals in transitioning from temporary to permanent housing.

This blog provides step-by-step instructions on how to start a 501(c)(3) nonprofit homeless shelter. Find out all you need to know about startup costs, operational costs, obtaining and filing necessary legal documents, and acquiring funding.

8 steps to starting a nonprofit homeless shelter

• Decide on the type of homeless shelter
• Find the right location
• Write a mission statement
• Build community relations with local government agencies
• Develop programs and services 
• Get your paperwork in order
• Secure funding and resources
• Apply for government grants

Why start a homeless shelter?

More than half a million Americans are homeless, and this number is expected to rise in the coming years, which indicates a growing need for homeless shelters across the country.

Building a shelter offers a safe place for homeless individuals and families who have nowhere else to go. It means giving people a chance to rebuild their lives and providing them with temporary accommodation. 

By providing basic levels of health and safety, you play a significant role in helping people transition from homelessness to stability. 

How to open a nonprofit homeless shelter

1. decide on the type of homeless shelter.

Homeless shelters often focus on specific groups to provide targeted support and address the unique challenges faced by different populations. This specialized approach allows for more effective and tailored support services to groups such as:

These shelters cater to parents and children, providing a safe environment with family-oriented services, which may include on-site childcare, tutoring, after-school programs, and prenatal care, addressing the unique challenges faced by homeless families.

Focused on those who've served in the military, these shelters offer tailored support for veterans. Services often include job training, mental health assistance, and resources to help with the transition to civilian life, addressing the specific needs of this population.

Aimed at young people without stable housing, these shelters create safe spaces with an emphasis on education and career development. Programs typically focus on life skills, continuing education, and job readiness to help the youth build independent futures.

• Women and children

These shelters specialize in supporting women, often with children, who are experiencing homelessness. Services may include childcare, domestic violence support, job training, and health services, providing a comprehensive approach to help women regain stability.

Other homeless shelters may focus on individuals with specific challenges, such as mental illness, former inmates, or those battling substance abuse. These facilities offer targeted services like mental health treatment, addiction recovery programs, and reintegration support.

2. Find the right location

When searching for a location for your homeless shelter, start by kindly requesting local communities and community groups to donate buildings. This will significantly reduce your financial burden. 

Alternatively, nonprofits find locations by:

• Contacting the owner of an abandoned building
• Reaching out to religious institutions to discuss their willingness to provide spaces
• Using social media and other outlets to gain leads on available properties

A major part of finding a location is the cost of the property. It should be within your budget for purchase or rent. The location you choose should be close to public transportation and essential social services such as hospitals, schools, and employment centers. Proximity to urban development makes it easier for residents to access what they need.

Check with local authorities to ensure the property is zoned for use as a shelter to avoid unnecessary legal issues.

Create a rapport with local community organizations. Schedule meetings with them to explain your mission and address any concerns. Good community relationships will help you raise more funds for the shelter.

3. Write a mission statement

Your mission statement defines your purpose and outlines what you aim to achieve with your homeless shelter.

A good mission statement includes the services you offer. These might be generic transition assistance for housing or food banks or niche-specific services.

Here is an example of a mission statement:

“Our mission is to offer a safe, caring place for homeless families. We provide shelter, service delivery, support, and resources to help them find stability and independence. We focus on each resident's needs, creating a community of respect and hope. Through housing help, healthcare, education, and job support, we empower families to rebuild their lives. Join us, and together, we can create brighter futures for those in need.”

4. Build community relations with local government agencies

Establish a coalition with local government agencies and receive advice from other organizations offering similar services. These will help you avoid mistakes and scale your shelter.

Consider these tips when building community relations:

• Collaborate with an emergency food pantry to donate food to shelter residents
• Reach out to other charities that have similar goals to obtain sponsorships
• Request donations of furniture, kitchen supplies, or hygiene products from local organizations and community members
• Collaborate with a broader community, such as civic organizations and educational institutions, to organize fundraising events  

5. Develop programs and services for your homeless shelter

Depending on the type of shelter you choose, create programs and services that provide a compassionate, human touch. Here are key areas to consider:

• Basic needs services

Ensure immediate comfort and dignity by providing essential health and human services. This includes nutritious meals, clean clothing distribution, access to showers and hygiene facilities, and safe emergency shelter. These fundamentals create a foundation for stability and recovery.

• Case management

Offer personalized support through dedicated case managers who can assess individual needs, coordinate access to healthcare, assist with job training opportunities, and guide residents through the process of securing permanent housing. This tailored approach helps address unique challenges.

• Healthcare services

Partner with local healthcare providers and foundations to offer comprehensive care. This can include regular medical check-ups, dental services, mental health counseling, and substance abuse treatment. Addressing health concerns is crucial for overall well-being and stability.

• Employment and education programs

Empower residents with skills for self-sufficiency. Provide job training workshops, resume-building assistance, and connections to local employers. Offer GED classes or tutoring to support educational goals. These programs build confidence and create pathways out of homelessness.

• Supportive services

Address underlying issues that contribute to homelessness. Offer addiction recovery programs, legal aid for navigating the justice system, and support for family reunification when appropriate. These services tackle root causes and promote long-term stability.

6. Get your paperwork in order

Homeless shelters typically operate as nonprofit organizations, which allows them to benefit from tax-exempt status. To qualify, shelters must register as 501(c)(3) organizations under the Internal Revenue Service (IRS) tax code.

You can register by simply filling out Form 1023 which collects detailed information about your shelter’s structure, governance, financials, and other necessary activities.

In some states, homeless shelters are not required by law to register for tax exemption. You must check with local authorities within your location to confirm.

Other necessary paperwork to get in order includes:

• A business license and financial statements 
• Zoning permits and health department approvals 
• Resident intake and consent forms
• Insurance policies, certificates of incorporation, and donor receipts
• Copies of grant funding and acceptance letters
• EIN (Employer Identification Number) from the Federal Government

7. Secure funding and resources

Most homeless shelters operate on tight budgets, often facing shortages in essential equipment and supplies. The chosen facility may need significant upgrades, including bedding, linens, shower essentials, kitchen equipment, and food supplies. 

Securing specific funding for these necessities is crucial to provide adequate care for shelter residents. Some common fundraising ideas you should consider are:

• Grant writing : Apply for local, state, and federal grants specifically aimed at homeless services
• Community fundraising events : Organize walks, dinners, or concerts to raise awareness and funds
• Corporate partnerships : Collaborate with local businesses for ongoing financial support or in-kind donations
• Individual giving campaigns : Develop a donor base through direct mail, email, and social media outreach

8. Apply for government grants

Government grants are a crucial funding source for homeless shelters. Start by researching federal opportunities through grants.gov, which lists various programs from agencies like HUD and SAMHSA . 

State and local governments also offer grant programs, so check with your state's housing department and local community development offices.

When applying, carefully read eligibility requirements and align your shelter's mission with the grant's objectives. Craft a compelling narrative that demonstrates your shelter's impact and how the funds will be used effectively. Include detailed budgets, timelines, and measurable outcomes in your proposal.

Remember that government grants often require extensive reporting and compliance. Be prepared to track expenses meticulously and provide regular updates on your shelter's performance. 

Consider partnering with experienced grant writers or nonprofit consultants to strengthen your applications and increase your chances of success.

Persistence is key – many shelters apply for multiple grants annually to diversify their funding sources and maintain stable operations.

Concluding thoughts on how to start a nonprofit homeless shelter

Starting a nonprofit homeless shelter requires dedication and perseverance, but the potential to change lives and strengthen communities makes it worthwhile. Every new shelter has the potential to transform lives, providing essential support and hope to those in need.

With Zeffy, you can incorporate your nonprofit at no cost. The platform not only covers all the administrative fees associated with incorporation but also provides valuable tools to simplify your fundraising efforts. 

When you incorporate with us, you benefit from our donor management, online peer-to-peer campaigns, and auction features as well.

FAQs on how to start a nonprofit homeless shelter

Starting a shelter from scratch is a challenging initiative that requires lots of money and resources. However, with dedication and creativity, it's possible to establish small-scale homeless shelters with relatively little financial aid.

The most important resources you’ll need are people willing to donate their time, funds, energy, and compassion to help the homeless population.

Opening a homeless shelter is a huge investment. The total estimated cost is between $960,000 – $1,850,000 depending on your location, the size of the shelter, and the services you plan to offer.

When creating a budget, consider costs for purchasing or renting a building, renovations, utilities, hiring staff, providing basic health and human services, and furnishing the space. Seek adequate resources from organizations that grant funds through a grant application and through donations and community fundraising.

Opening a homeless shelter takes a lot of time. The process from the initial planning stages to welcoming your first homeless individuals can take several months to a few years.

Certain factors also affect the time it would take to open a homeless shelter. These include raising funds, finding the right location, completing renovations, applying for tax-exempt status, and navigating all other legal requirements.

More articles

Fundraising email writing guide: tips and templates, a complete guide to nonprofit advocacy campaigns, keep reading :.

Discover the benefits and requirements of 501(c)(3) tax-exempt status for your nonprofit. Learn how to apply, maintain compliance, and maximize your impact.

Learn how to start a nonprofit with our comprehensive guide. Ready to make a difference ? Discover the 9 steps to transform your passion into action.

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How to Start a Nonprofit Homeless Shelter

Last Updated: July 5, 2024 Fact Checked

This article was co-authored by Dan Bodner . Dan Bodner is a Transitional Shelter & Homelessness Expert and the CEO & Founder of QuickHaven Transitional Shelters. With over 20 years of experience, he specializes in executive leadership, product development, and innovation, which have helped him develop modular tiny homes to improve the lives of those affected by homelessness. Dan earned a BA from Vassar College and an MS from the University of Texas at Austin. There are 15 references cited in this article, which can be found at the bottom of the page. This article has been fact-checked, ensuring the accuracy of any cited facts and confirming the authority of its sources. This article has been viewed 493,133 times.

Anyone can be homeless at any time. While most people can't fathom the idea of not having a roof over their head or a daily shower, millions of people suffer everyday with homelessness. Unfortunately, the number of homeless people far outweighs the number of shelters. You can help people by starting your own nonprofit homeless shelter, but be prepared for a lot of hard work.

Organizing Your Shelter

• Also make requests for a donation through media, such as radio/TV shows, newspapers, and social media.
• You can only have a shelter in an area zoned for it, so check zoning laws as well.

• Decide whether you want to provide meals to your residents as well. If you do, there needs to be a working kitchen where you can prepare food. You'll also need space for residents to eat, which should be separate from the sleeping area.

• Consult with religious institutions, such as churches, synagogues, and mosques. Their values should align with yours, so they might be particularly eager to help you start a homeless shelter.

• Friends and family. Show them your proposal in which you explain why you are starting the homeless shelter and how you will use the money. [5] X Research source
• Donors. People who don't know you might donate to the homeless shelter. They'll need some way to find you, so you might want to create a website. Set up the website so that you can accept Paypal.

• Some lawyers are happy to provide services pro bono to nonprofits. Talk to a local attorney and ask if they know someone willing to work pro bono.

Completing Legal Requirements

• Your articles will require basic information about your corporation, e.g., your name, principal place of business, and a registered agent who can accept legal papers. [7] X Research source
• Submit your articles to the address provided along with your fee. Each jurisdiction sets its own fees, but plan on spending a couple hundred dollars. [8] X Research source

• Basic information, such as your corporate name and the location of your principal office.
• A description of your business purpose.
• An explanation of how you are dedicating your nonprofit's assets. For example, if you dissolve, you will probably give your assets to another nonprofit.
• The number of directors, as well as their qualifications and duties.
• The number of officers, including information about how they will be elected, their duties, and compensation.
• A well-developed conflict of interest policy , which is meant to protect your nonprofit from being taken advantage of by directors, officers, and other insiders.

• You'll need to provide financial information. If you're a new nonprofit, you must provide financial data for every year you've been in existence and estimates for future years. You may need an accountant to help you.
• You should file for tax-exempt status within 27 months of filing your articles of incorporation. If you do, your tax-exempt status is retroactive to the date you filed your articles. [10] X Trustworthy Source Internal Revenue Service U.S. government agency in charge of managing the Federal Tax Code Go to source
• Once you are approved, you'll receive a determination letter. Hold onto this, since you will probably need to show it to many people.

Preparing to Open

• You can obtain a policy by find an insurance agent in your phone book. Also talk to other homeless shelters about what insurance they carry.

• Find people with skills that will benefit your homeless shelter. For example, a former manager of a homeless shelter might make a great director.
• Prominent business people also make good directors. They know other business owners in the community and can raise your profile.

• Adopt your bylaws.
• Appoint officers, such as President, Vice President, Treasurer, and Secretary. In a small nonprofit, one person can take on more than one role.
• Note that you have received tax-exempt status.
• Authorize someone to open a bank account for the homeless shelter.

• If you partner with a religious institution, you can ask its members to volunteer. Request an opportunity to speak to the congregation about your homeless shelter.

• Your staff also needs to be aware of state laws regulating homeless shelters. For example, in some states, the homeless are given ID numbers. Your staff will need to enter this information into a computer system. [15] X Research source

• In the U.S., you'll need to report all new hires to your state's New Hire Reporting office within 20 days. This is required for all full- or part-time employees but not independent contractors. You should register for an account with your state office.
• You could hire and train homeless veterans, as veterans, in particular, are reliable. The expectation is that they're reliable and sober and ready to work every day.
• You may also need to buy workers' compensation insurance. Talk to your insurance agent.

• However, also cast a wider net. Write a letter to your local Chamber of Commerce describing your homeless shelter and stating what you need. They can share your letter with members.
• Also consider giving an interview to local media. Point out that you are a nonprofit and you are accepting donations.

Community Q&A

Things You'll Need

• Shelter Location and Building
• Mission Statement
• Business License
• IRS Paperwork
• Professionals
• Volunteers or Employees

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• ↑ https://www.zakat.org/start-homeless-shelter/
• ↑ https://georgewbush-whitehouse.archives.gov/government/fbci/guidance/partnering.html
• ↑ https://www.grants.gov/applicants/grant-applications/how-to-apply-for-grants
• ↑ https://www.sos.ca.gov/business-programs/business-entities/faqs
• ↑ https://www.tax.virginia.gov/nonprofit-organizations
• ↑ https://www.irs.gov/charities-non-profits/other-non-profits/exempt-organization-bylaws
• ↑ https://www.irs.gov/charities-non-profits/applying-for-tax-exempt-status
• ↑ https://www.irs.gov/charities-non-profits/annual-electronic-filing-requirement-for-small-exempt-organizations-form-990-n-e-postcard
• ↑ https://www.samhsa.gov/sites/default/files/volunteer_handbook.pdf
• ↑ https://www.justice.gov.nt.ca/en/non-profit-societies/
• ↑ https://www.councilofnonprofits.org/running-nonprofit/employment-hr/volunteers
• ↑ https://www.ohchr.org/en/special-procedures/sr-housing/homelessness-and-human-rights
• ↑ https://www.usda.gov/sites/default/files/documents/usda-good-samaritan-faqs.pdf

About This Article

To start a nonprofit homeless shelter, try to find someone to donate a building to you by asking on social media and in newspapers. Once you’ve found a location, try to get funding from other nonprofits or through the government. Then, find and train volunteers to help you clean, check people in, and handle fights. At that point, you can start asking grocery stores to donate food, and ask any business to donate cots, bedding, toys, and other items. Keep reading to learn how to handle the liabilities and paperwork associated with nonprofits. Did this summary help you? Yes No

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Transitional Housing Business Plan

Starting a transitional housing organization is an excellent way to help people in need of shelter. If you’re someone wanting to support a cause or make a meaningful impact on society, it’s the way to do it.

However, just like any other business—you will need a solid business plan in place to succeed.

Need help writing a business plan for your transitional housing business? You’re at the right place. Our transitional housing business plan template will help you get started.

Free Business Plan Template

Download our free transitional housing business plan template now and pave the way to success. Let’s turn your vision into an actionable strategy!

• Fill in the blanks – Outline
• Financial Tables

How to Write a Transitional Housing Business Plan?

Writing a transitional housing business plan is a crucial step toward the success of your business. Here are the key steps to consider when writing a business plan:

1. Executive Summary

An executive summary is the first section planned to offer an overview of the entire business plan. However, it is written after the entire business plan is ready and summarizes each section of your plan.

Here are a few key components to include in your executive summary:

• Introduce your business: Start your executive summary by briefly introducing your business to your readers.
• This section may include the name of your transitional housing business, its location, when it was founded, the type of transitional housing business (E.g., nonprofit transitional housing, government-funded transitional housing.), etc.
• Market opportunity: Summarize your market research, including market size, growth potential, and marketing trends. Highlight the opportunities in the market and how your business will fit in to fill the gap.
• Transition housing services: Highlight the transitional housing services you offer your clients. The USPs and differentiators you offer are always a plus.
• For instance, your services may include housing, support services, health and wellness services, education and training, childcare, and other related services.
• Marketing & sales strategies: Outline your sales and marketing strategies—what marketing platforms you use, how you plan on acquiring customers, etc.
• Financial highlights: Briefly summarize your financial projections for the initial years of business operations. Include any capital or investment requirements, associated startup costs, projected revenues, and profit forecasts.
• Call to action: Summarize your executive summary section with a clear CTA, inviting businesses and organizations for collaborations or partnerships.

Ensure your executive summary is clear, concise, easy to understand, and jargon-free.

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2. Business Overview

The business overview section of your business plan offers detailed information about your organization. The details you add will depend on how important they are to your business. Yet, business name, location, business history, and future goals are some of the foundational elements you must consider adding to this section:

• Business description: Describe your business in this section by providing all the basic information:
• Nonprofit transitional housing organization
• Government-funded transitional housing
• Community-based transition housing
• College or university transitional housing
• Describe the legal structure of your transitional housing organization, whether it is a sole proprietorship, LLC, partnership, or others.
• Explain where your business is located and why you selected the place.
• Owners: List the founders of your transitional housing organization. Describe what shares they own and their responsibilities for efficiently managing the business.
• Mission statement: Summarize your business’ objective, core principles, and values in your mission statement. This statement needs to be memorable, clear, and brief.
• Business history: If you’re an established transitional housing service provider, briefly describe your business history, like—when it was founded, how it evolved over time, etc.
• Additionally, If you have received any awards or recognition for excellent work, describe them.
• Future goal: It’s crucial to convey your aspirations and vision. Mention your short-term and long-term goals; they can be specific targets for revenue, market share, or expanding your services.

This section should provide a thorough understanding of your business, its history, and its future plans. Keep this section engaging, precise, and to the point.

3. Market Analysis

The market analysis section of your business plan should offer a thorough understanding of the industry with the target market, competitors, and growth opportunities. You should include the following components in this section.

• Target market: Start this section by describing your target market. Define your ideal customer and explain what types of services they prefer. Creating a buyer persona will help you easily define your target market to your readers.
• For instance, homeless individuals or families and low-income individuals or families would be an ideal target market for a community-based transitional housing program.
• Market size and growth potential: Describe your market size and growth potential and whether you will target a niche or a much broader market.
• Competitive analysis: Identify and analyze your direct and indirect competitors. Identify their strengths and weaknesses, and describe what differentiates your transitional housing services from them. Point out how you have a competitive edge in the market.
• Market trends: Analyse emerging trends in the industry, such as technology disruptions, changes in customer behavior or preferences, etc. Explain how your business will cope with all the trends.
• For instance, many transitional housing businesses are partnering with other businesses and organizations to expand their reach, you may explain how you plan to make the most out of this potential growth opportunity.
• Regulatory environment: List regulations and licensing requirements that may affect your transitional housing organization, such as zoning regulations, fair housing laws, building codes, licensing requirements, etc.

Here are a few tips for writing the market analysis section of your homeless shelter business plan:

• Conduct market research, industry reports, and surveys to gather data.
• Provide specific and detailed information whenever possible.
• Illustrate your points with charts and graphs.
• Write your business plan keeping your target audience in mind.

4. Products And Services

The product and services section should describe the specific services and products that will be offered to customers. To write this section should include the following:

• Describe your services: Mention the services your organization will provide to its residents. This list may include services like,
• Accommodation and housing services
• Support services
• Education and training
• Food and clothing
• Health and wellness services
• Community resources: List the community resources available for transitional house residents.
• For instance, these resources may include, transportation services, access to healthcare, etc. Mention partnerships with local businesses or organizations that provide any additional services.
• Outcome and impacts: Describe the outcomes and impact of your homeless shelter services on the community. Use data, testimonials, and charts to illustrate the positive changes your organization has made.
• Admission criteria: Describe the admission criteria for residents. Your admission criteria may include age limit, income requirements, and other specific requirements.

In short, this section of your transitional housing plan must be informative, precise, and client-focused. By providing a clear and compelling description of your offerings, you can help potential investors and readers understand the value of your business.

5. Sales And Marketing Strategies

Writing the sales and marketing strategies section means a list of strategies you will use to attract and retain your clients. Here are some key elements to include in your sales & marketing plan:

• Unique selling proposition (USP): Define your organization’s UVPs depending on your transitional housing services. Describe what sets your organization apart, including its vision, mission, values, social impact, etc. This section of your business plan must offer the reader a clear and compelling understanding of your UVPs.
• Fee structurer: Outline the fee structure for residents—include details like rent, service fees, and any other costs associated with the facility.
• Marketing strategies: Discuss your marketing strategies to market your services. You may include some of these marketing strategies in your business plan—social media marketing, Google ads, brochures, email marketing, content marketing, and print marketing.
• Sales strategies: Outline the strategies you’ll implement to maximize your sales. Your sales strategies may include developing referral programs, attending community meetings, hosting events, etc.
• Resident retention: Describe your resident retention strategies and how you plan to execute them. Your retention strategies may include providing quality services, developing a sense of community, promptly addressing issues, and providing ongoing support.

Overall, this section of your transitional housing business plan should focus on customer acquisition and retention.

Have a specific, realistic, and data-driven approach while planning sales and marketing strategies for your transitional housing business, and be prepared to adapt or make strategic changes in your strategies based on feedback and results.

6. Operations Plan

The operations plan section of your business plan should outline the processes and procedures involved in your business operations, such as staffing requirements and operational processes. Here are a few components to add to your operations plan:

• Staffing & training: Mention your organization’s staffing requirements, including the number of employees or resident assistants needed. Include their qualifications, the training required, and the duties they will perform.
• Operational process: Outline the processes and procedures you will use to run your transitional housing business. Your operational processes may include resident management, case management, program development, administrative tasks, and community outreach.
• Facilities and equipment: Include the list of facilities and equipment required for transitional housing, such as housing facilities, kitchen & dining facilities, medical equipment, office equipment, and other facilities.
• Explain how these equipment and facilities help you maintain quality standards and improve the efficiency of your services

Adding these components to your operations plan will help you lay out your business operations, which will eventually help you manage your business effectively.

7. Management Team

The management team section provides an overview of your transitional housing business’s management team. This section should provide a detailed description of each manager’s experience and qualifications, as well as their responsibilities and roles.

• Founder/CEO: Mention the founders and CEO of your transitional housing organization, and describe their roles and responsibilities in successfully running the business.
• Key managers: Introduce your management and key members of your team, and explain their roles and responsibilities..
• It should include, key executives, senior management, and other department managers (e.g., case manager, marketing and communication manager.) involved in the transitional housing business operations, including their education, professional background, and any relevant experience in the industry.
• Organizational structure: Explain the organizational structure of your management team. Include the reporting line and decision-making hierarchy.
• Compensation plan: Describe your compensation plan for the management and staff. Include their salaries, incentives, and other benefits.
• Advisors/consultants: Mentioning advisors or consultants in your business plans adds credibility to your business idea.
• So, if you have any advisors or consultants, include them with their names and brief information consisting of roles and years of experience.

This section should describe the key personnel for your transitional housing services, highlighting how you have the perfect team to succeed.

8. Financial Plan

Your financial plan section should provide a summary of your business’s financial projections for the first few years. Here are some key elements to include in your financial plan:

• Profit & loss statement: Describe details such as projected revenue, operational costs, and service costs in your projected profit and loss statement. Make sure to include your business’s expected net profit or loss.
• Cash flow statement: The cash flow for the first few years of your operation should be estimated and described in this section. This may include billing invoices, payment receipts, loan payments, and any other cash flow statements.
• Balance sheet: Create a projected balance sheet documenting your transitional housing organization’s assets, liabilities, and equity.
• Break-even point: Determine and mention your business’s break-even point—the point at which your business costs and revenue will be equal.
• This exercise will help you understand how much revenue you need to generate to sustain or be profitable.
• Financing needs: Calculate costs associated with starting a transitional housing organization, and estimate your financing needs and how much capital you need to raise to operate your business. Be specific about your short-term and long-term financing requirements, such as investment capital or loans.

Be realistic with your financial projections, and make sure you offer relevant information and evidence to support your estimates.

9. Appendix

The appendix section of your plan should include any additional information supporting your business plan’s main content, such as market research, legal documentation, financial statements, and other relevant information.

• Add a table of contents for the appendix section to help readers easily find specific information or sections.
• In addition to your financial statements, provide additional financial documents like tax returns, a list of assets within the business, credit history, and more. These statements must be the latest and offer financial projections for at least the first three or five years of business operations.
• Provide data derived from market research, including stats about the transitional housing industry, user demographics, and industry trends.
• Include any legal documents such as permits, licenses, and contracts.
• Include any additional documentation related to your business plan, such as product brochures, marketing materials, operational procedures, etc.

Use clear headings and labels for each section of the appendix so that readers can easily find the necessary information.

Remember, the appendix section of your emergency shelter business plan should only include relevant and important information supporting your plan’s main content.

The Quickest Way to turn a Business Idea into a Business Plan

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This sample transitional housing business plan will provide an idea for writing a successful transitional housing plan, including all the essential components of your business.

After this, if you still need clarification about writing an investment-ready business plan to impress your audience, download our transitional housing business plan pdf .

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Frequently Asked Questions

Why do you need a transitional housing business plan.

A business plan is an essential tool for anyone looking to start or run a successful transitional housing business. It helps to get clarity in your business, secures funding, and identifies potential challenges while starting and growing your business.

Overall, a well-written plan can help you make informed decisions, which can contribute to the long-term success of your transitional housing organization.

How to get funding for your transitional housing business?

There are several ways to get funding for your transitional housing business, but self-funding is one of the most efficient and speedy funding options. Other options for funding are:

Small Business Administration (SBA) loan

Crowdfunding, angel investors.

Apart from all these options, there are small business grants available, check for the same in your location and you can apply for it.

Where to find business plan writers for your transitional housing business?

There are many business plan writers available, but no one knows your business and ideas better than you, so we recommend you write your transitional housing business plan and outline your vision as you have in your mind.

What is the easiest way to write your transitional housing business plan?

A lot of research is necessary for writing a business plan, but you can write your plan most efficiently with the help of any transitional housing business plan example and edit it as per your need. You can also quickly finish your plan in just a few hours or less with the help of our business plan software.

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Upmetrics is the #1 business planning software that helps entrepreneurs and business owners create investment-ready business plans using AI. We regularly share business planning insights on our blog. Check out the Upmetrics blog for such interesting reads. Read more

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How To Start Emergency Shelter Business

• by Olaoluwa
• November 23, 2023 August 28, 2024

This article will guide you in writing an emergency shelter business plan .

Emergency shelters provide a vital service to the homeless. Though these types of shelters offer minimal supportive services, people are helped to get some semblance of normal life within a reasonable space of time.

If you’re interested in starting a profitable emergency shelter , this business plan should be of significant help.

Setting up an emergency shelter can be quite tricky without the necessary guidance or plan. This is because there’s an absence of a framework with which to launch your business. However, this doesn’t need to be so.

Here, we provide you with the help you need to succeed.

Finding Out the Shelter Needs of Your Community

One of the most important steps to take in a bid to start your emergency shelter service has to do with identifying the needs of your community. By this, we mean the shelter needs of your community. Every community has shelter issues.

Without a doubt, most of these communities have emergency shelters. However, you need to find out which area within such communities requires additional shelters.

By doing this, you’re positioning your business to meet a ready demand.

Emergency Shelter BUSINESS STARTUP GUIDE

This is the most important tool for your business operations. Your emergency shelter business plan is not only important at the initial stages of the business but stays relevant throughout its existence.

Your business plan has several uses, part of which includes equity funding and bank finance.

Other uses of an emergency shelter business plan include recruitment, to explain the business, and more importantly to strategize on how the business will be unveiled or launched.

So, how do you begin writing one? You’ll need to follow a definite procedure.

Here, certain sections must be included. Each of these sections discusses an important aspect of your emergency shelter business. By providing the needed information, you should end up having a comprehensive plan of action.

Important sections include the executive summary section, your business description, market analysis, competitive analysis, description of management and organization, and details of the types of emergency shelter services to be offered.

Others include a marketing plan, your sales strategy, a request for funding, and financial projections. By developing each of these sections, you should come up with a comprehensive plan. This is turn enhances your chances of success.

Definite information needs to be provided in your plan. Such specifics should include discussions on whether your shelter will offer extended stays or temporary shelter. Will food be available? Will there be counseling and medical care services?

How far are you willing to go to make people’s lives better? In other words, will there be a job or housing placement or both? All these are vital to the planning process and must be fully discussed.

Consider your Skills and Areas of Expertise

As part of the planning process for starting an emergency shelter, it’s important to first consider what skills you have or your area of expertise. This allows you to better assess what you can offer.

Human resource skills are among the most relevant in this area of business.

Identify Your Sources of Funding

Emergency shelters without a doubt need reliable financing sources.

These are important as they provide a lifeline for the actualization of this important societal need. Three groups offer funding opportunities for emergency shelters.

These include private groups, the state, and federal governments.

Such sources of funding are basically in the form of grants. State governments for instance have a variety of funding arrangements for emergency shelters. Some of these are in the form of appropriations for homeless housing projects as well as bond funds.

The federal government through the Department of Housing and Urban Development (HUD) offers critical funding to emergency shelter businesses. This is done through HUD’s Emergency Shelter Grant Program.

Here, funding is provided to states on a needs basis.

Private groups aren’t left out of grant provision for running emergency shelters. There are several of these across different states. A little digging of information should bring up tons of relevant details.

Have a Budget

When it comes to planning for your emergency shelter business, working out your budget is a necessity.

There are many benefits attached to having one. These include helping you figure out your long-term goals, keep track of your progress, and ultimately save money.

Additional benefits of having a budget include ensuring you don’t spend money you don’t have.  Most importantly your budget equips you for emergencies that may arise in the course of your operations.

In drafting a budget for your emergency shelter business, you’ll need to consider multiple factors such as expenses for remodeling, monthly operating costs, staff wages as well as expenses for repairs.

The cost of supplies must also be put into consideration in the course of budget planning.

Registrations

An emergency shelter must be registered to be considered legitimate. Every state has its unique registration requirements for emergency shelter businesses. To register your business, you’ll need to obtain permits and licenses.

These are issued by the small business administration.

Additional requirements (not uniform across states) may include filing articles of incorporation. Now, certain emergency shelter businesses operate as nonprofits while others do not. Filing articles of incorporation applies to both types (nonprofits and for-profit emergency shelter businesses).

As a nonprofit emergency shelter business, you’re expected to appoint three board members. Certain states may not have this requirement though.

Spreading Word About Your Business

To successfully launch your emergency shelter operations, you’ll need to spread the word about it. One of the ways to go about this involves discussing with your local shelter authority about your emergency shelter.

The purpose is to have them list your business or service on their website as well as in informational bulletins within the community. This creates enhanced awareness about the services you offer.

This emergency shelter business plan guide has highlighted the important aspects of planning for the launch of your business. Here, we’ve seen that emergency shelters offer an essential service to communities especially those with inadequate housing provisions.

Making your business idea a reality depends on how well you strategize for it. Hopefully, the information provided here should serve your purposes.

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13+ SAMPLE Homeless Shelter Proposals in PDF | MS Word

Homeless shelter proposals | ms word, 13+ sample homeless shelter proposals, what is a homeless shelter proposal, tips for creating a homeless shelter proposal, services of a homeless shelter , how to create a homeless shelter proposal, what is the purpose of a homeless shelter proposal, what are the components of a homeless shelter proposal, why are people homeless.

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Homeless Shelter

Sister Joan of Arc Center

23 Oak Blvd. Denver, CO 80203

Sister Joan of Arc Center reduces criminal recidivism and alleviates chronic homelessness by providing short–term shelter that seeks to obtain long–term housing, establish mentoring relationships, and secure stable employment for its clients.

EXECUTIVE SUMMARY

The Saint Patrick Homeless Family Shelter (Patrick House) is an emergency family shelter for women and families in Denver, CO. In November 2004, the Saint Patrick Society (SPS) ended its organizational sponsorship of Patrick House because of excessive financial burden. Patrick House and its board of directors became their own unaffiliated 501(c)3 not–for–profit organization. SPS also signed the deed over to Patrick House for the building Patrick House operates from. This severance also resulted in a loss of 25% of Patrick House's total annual funding. In addition, SPS stipulated that the emergency family shelter cease having any reference to "Patrick" in its identity.

The national trend for human service organizations is to consolidate services and programs for the homeless into large centers and consolidated civic plans. The City of Denver is following suit. In December 2004 Denver Mayor John Hickenlooper announced that homeless day services would be bolstered in three local emergency shelters. Patrick House is the only emergency shelter not to be directly included in this plan.

Federal grants are rewarding organizations that maintain the national trend of streamlining services. Across the nation organizations that solely offer emergency shelter are both rethinking long term strategies and making significant changes to stay competitive. To not respond to the trend results in a reduction of services and ultimately ceasing operations due to funding shortages.

It is becoming increasingly difficult for Patrick House to attract funding. During a time of industry transition, stagnation is tantamount to surrender. In order for Patrick House to continue as a viable service provider for the homeless population honest evaluations must be made, alternatives considered, and proactive forward thinking decisions made.

The primary demand for homeless services is a constant need. A newly emerging market segment is offender reentry programs. 600,000 people are released from incarceration every year and the statistical rate for recidivism is 66%. Recidivism is over 70% for people who upon release are homeless. Homelessness and offender reentry is a significant social issue with costly consequences. To address this issue, the US Government announced a 2003 joint initiative—the Serious and Violent Offender Reentry Initiative (SVORI). The Colorado Department of Correctional Services implements locally SVORI programs. The Colorado Department of Correctional Services has communicated a community demand for a transitional shelter for reentering homeless offenders.

Funding for Patrick House will be pursued through federal grants. Transitional shelter for reentering homeless offenders is of particular interest to the Department of Labor, Department of Justice, and the Housing & Urban Development Committee. Awards are being announced on a regular basis. In additional to $100 million that funds SVORI, an additional $20 million for grant money was announced on April 1st 2005 by the Department of Labor to address offender reentry.

This business plan will detail the steps needed to dissolve Patrick House. The turn around plan is for the creation of the Saint Joan of Arc Center (SJAC)—an organization whose long–term vision is to become the community leader for offender reentry and homeless issues. SJAC's first objective is to establish the Joan of Arc Transitional Living Program (TLP). TLP's mission is to provide shelter for reentering homeless offenders.

BUSINESS OVERVIEW

Organizational statements, vision statement.

Saint Joan of Arc Center is a national beacon and the local community standard for serving the homeless with an offender reentry program.

Saint Joan of Arc Center reduces criminal recidivism and alleviates chronic homelessness by providing short–term shelter that seeks to obtain long–term housing, establish mentoring relationships, and secure stable employment for its clients.

Organizational Name

Saint joan of arc center, legal form of business.

Saint Joan of Arc Center is to be a 501(c)3 not–for–profit organization.

COMPANY HISTORY

After twenty years of sponsorship, Patrick House became an organization independent from the St. Patrick Society in November 2004. The annual budget for Patrick House had grown to be 250% of the entire budget for the Society. The increasing financial liability for the Society became too heavy of a burden and it was mutually agreed that the Society would be able to best operate separate from Patrick House.

The Society signed over the deed for the building the Patrick House operates from for the cost of $1. The financial result of this separation is a loss of 25% of total funding for Patrick House. Funding loss coupled with a tight environment for funding, Patrick House is surviving financially on a month to month basis. Funding and fundraising is the foremost concern for Patrick House. It was additionally agreed that Patrick House would no longer use "Patrick" to identify itself.

In the City of Denver, Patrick House is one of four emergency shelters. In December 2004, Denver Mayor John Hickenlooper announced plans to involve three emergency shelters and attempt to create a continuum of care available to Denver's homeless population. Public funding is being used for this project. Patrick House is not included in the plan. It is reasonable to expect that civic attention will be given to the Mayor's plan and, in turn, philanthropists will take interest in seeing this plan succeed. Not being included in the Mayor's proposal will prove to be a significant hurdle that impedes the potential flow for future funding to Patrick House.

Today is April 2005 and Patrick House is in an interim period. The board of directors and staff remain intact and united through the reorganization process with the Society. The critical question at Patrick House today is funding. Patrick House is surviving the short term by tooth and nail financial efforts. Where is it going to come from and how is it going to happen? Now is the time for Patrick House administrators to critically assess Patrick House's role in the Denver community and evaluate the most effective way to both serve the homeless and attract long term funding.

What follows here is a plan for Patrick House to grow into a financially comfortable and socially valuable organization. The first building block for any not–for–profit organization is to satisfy the demand for a public need.

MARKET ANALYSIS

A national study conducted by the Bureau of Justice Statistics in 2002 revealed that in a three–year window, the recidivism rate for ex–offenders was 67%. Two–thirds of released prisoners are re–arrested and one–half are re–incarcerated within 3 years of release from prison. Over 60% of these offenses were committed with the first year of release. In 2003, researcher Peter Silia observed that "It appears from the available evidence that persons being released from prison today are doing less well than their counterparts released a decade ago in successfully reintegrating into their communities. More of them are being rearrested; these arrests are occurring more quickly; and as a group, ex–convicts are accounting for a growing share of all serious crimes experienced in the United States."

Trends are no different in the State of Colorado. As of March 2003, Colorado's prison population was at 4,018. This figure represents 132% of its capacity.

In a study conducted in 2000, researcher Ali Riker measured the impact that community based treatment models had upon recidivism for transitioning offenders who are homeless. The key finding of Riker's demonstrates that community based treatment models that serve the homeless reduce recidivism from 71% down to 44%.

Speaking to the relationship of recidivism and homelessness, Larry Wayne of the Nebraska Department of Correctional Services notes: "Recidivism for transitioning offenders is over 70% for those without a non–criminalgenic home environment. In the state of Colorado, there is a chronic shortage of housing for transitioning offenders. There is an absolute need for residential based, community supportive housing in Denver, CO. Stable housing for offender reentry initiatives is an absolute need right now."

In 2003, the United States Departments of Agriculture, Commerce, Education, Health and Human Services, Housing and Urban Development, Justice, Labor and Veterans Affairs came together to produce the Severe and Violent Offender Reentry Initiative (SVORI). SVORI aims to reduce recidivism rates by funding community based treatment models. The Colorado Department of Correctional Services is the only organization working with SVORI in the state of Colorado. The Colorado Department of Correctional Services does not have a work plan for a program to provide transitional living services for reentering homeless offenders.

The University of Colorado is currently evaluating SVORI in Colorado. The study is expected to continue for several months before a definitive assessment and recommendation come forth. It is anticipated that this study will highlight a positive correlation between recidivism and homelessness. A need for a transitional living shelter for reentering offenders is expected to be highlighted.

The demand is for offender reentry programs. In Denver, the opportunity to enter the offender reentry market is to provide a transitional living program for reenter homeless offenders. The long term opportunity is for Patrick House is to develop this market segment. An exit strategy for Patrick House is addressed further in the plan. First, the birth of the Saint Joan of Arc Center will be highlighted.

SJAC is the "turn around" plan for Patrick House. SJAC will work out of the same building (23 Oak Blvd.) as Patrick House did. The board of directors and staff of SJAC are retained from Patrick House. A transition strategy and an overview of SJAC personnel is included later in the plan.

The Saint Joan of Arc Center (SJAC) is a 501(c)3 not–for–profit organization that funds and manages programs that address homelessness and offender reentry. The vision for SJAC is to a nationally recognized and local community leader for services provided to the homeless reentering offenders in Denver, CO.

The immediate foundation for SJAC is the establishment of the Saint Joan of Arc Transitional Living Program (TLP). For the short term, SJAC will be indistinguishable from the TLP. The long term vision is for SJAC to grow into several programs organized under the organizational umbrella of SJAC. The long term growth vision for SJAC is detailed below.

Saint Joan of Arc Transitional Living Program

Business strategy.

The goal of Saint Joan of Arc Transitional Living Program is to provide individuals with the necessary resources and support they need to gain self–sufficient living in an atmosphere of dignity, integrity and respect. The Saint Joan of Arc Transitional Living Program serves adult (18+) women who upon being released from prison are homeless.

Believing all adults have the necessary resources to achieve independent living, we call our guests into high accountability for their actions or in–actions. Adults benefit from this philosophy, as does the entire community.

With the increased awareness of the value that community plays in helping to reshape the lives of those in need, we are working to form partnerships and strong relational ties with individuals and community organizations throughout Denver and the surrounding community. We realize that those who need us most belong to the community, and as such, it is the community joining together that is best able to meet their needs. We are hopeful that through the ongoing involvement and support of others, our guests will continue to receive the care and services they need to help enable them to fully participate in the community they are a part of.

We believe that the community finds value in the services that the Saint Joan of Arc Center provides and that the ongoing support of community organizations, associations and individuals is reflective of the community's means of contributing to the joint effort required to serve the needs of members of the community, and ultimately, of humanity.

The end outcome for TLP is the reduction of offender recidivism. Providing transitional living for reentering homeless offenders pursues this goal. This goal is measured through statistical analysis and is benchmarked by national trends.

The work of the Saint Joan of Arc Transitional Living Program is to:

• Offer short-term transitional shelter for women being served by the Colorado Department of Correctional Services' offender reentry program.
• Grow to imitate the client services offered by Colorado Department of Correctional Services and provide a long term homeless offender reentry services without relying on Colorado Department of Correctional Services for resources.

TLP is based on a community treatment model, in that TLP works with the Colorado Department of Correctional Services treatment model. Communication and relationship with potential guests begin while incarcerated and may continue well beyond a guest moving on from the TLP. To encourage the end outcome, the TLP emphasizes security in three areas: housing, mentoring, and employment.

Short–term transitional housing is located at the building previously known as "Patrick House". The building can comfortably shelter up to 40 people. The standard length of stay is a flexible 30–60 days. Thus, TLP can optimistically serve 480 people each year. A realistic figure is 240 people. A minimum number is 200 people.

All living necessities are provided for guests at no charge. In house services include: three meals a day, toiletries, clothing, laundry and basic living expenses as needed.

Long term housing is explored with staff, social workers, and community organizations to identify available options for either private living or publicly supported housing programs. TLP is a fast track to secure these services and realize "housing first".

Mentoring is the promotion of a person's physical, mental, and emotional health. The basic goal here is to help get a person readjusted and situated within their community. Each person is guided by a social worker to identify personal needs and satisfy personal healing and growth.

While incarcerated a Colorado Department of Correctional Services social worker establishes a relationship with inmates who may quality as participants with SVORI. It is here that clients for TLP are identified, their personal needs assessed, and personal goals are established with the inmate. Based on a "community based treatment model" a care plan for the individual is created by the social worker.

The social worker introduces the client to the staff of TLP. In addition to the Colorado Department of Correctional Services social worker, TLP staff has a significant amount of experience providing a continuum of care for the homeless. Community networking and relationships allow TLP staff to provide entry points for health care, mental health services, support groups and legal services. The purpose of the mentor is to help the client establish a network of relationships needed to successfully transition from incarceration into reentry.

This mentoring process may or may not be complete by the time a person completes TLP. SJAC will continue to provide community entry points for former guests and be a foundation of support as each person reconstructs a social network and builds core support relationships.

Employment is the establishment of any sustainable income allowing a person to live a frugal life. For some this may include working a job. For others it may include receiving a disability check. TLP works with the Denver Workforce Development Board to seek employment and cultivate employable skills. Public funding supports other folks. TLP works with all people to identify a means to survive by.

Exit Strategy

Patrick House receives grants from the federal Housing and Urban Development Program (HUD), the Federal Emergency Maintenance Act (FEMA), the Colorado Homeless Assistance Trust Fund Act, and other private foundations. Each of these grants requires that Patrick House provide emergency shelter services either for women, children, and/or families. By transitioning into an organization that provides shelter for offenders being released from incarceration, Patrick House breaks the terms of its grants. In order for Patrick House to terminate and for the Saint Joan of Arc Center to be born, several grants will need to be terminated and remaining funding reimbursed to the grantors.

The typical concern for grant termination is loss of funding. Sufficient funding sources for the Saint Joan of Arc Center have been identified and will be addressed in the funding section below.

The transition from old grants into new grants will be both an accounting and a communications matter. Determining the accrual of expenses and the budgeting schedule for each grant will determine how much money needs to be reimbursed to the grantor. The current administrative assistant who has both experience and a background in accounting can handle such facts and details.

The bottom line is that the dissolution of Patrick House will be characterized by communicating a sharpened commitment to serve the homeless population of Denver. The market segment of reentering homeless offenders is developing and it makes economic and social sense to hone services to this population. Communication with grantors and their respective agencies will serve the ending of Patrick House.

Transitional Period

The legal transition for when Patrick House closes and the Saint Joan of Arc Center opens will be determined by the date of when majority funding begins for SJAC. Given the current grant opportunities and deadlines, an optimistic target date for the end of Patrick House and opening of the SJAC is November 1, 2005. Realistically, the date is flexible and transition will be gradual.

There are two chief concerns for the transition: staff preparedness and community readiness. SJAC will be serving a distinct segment of the homeless population than it has in the past. Reentering offenders all come from the common environment of incarceration and will have unique needs that SJAC staff will need to be sensitive to and prepared to work with.

In the months leading up to the transition, an overview of criminal justice and presentations and conversations with social workers will provide the backbone to equip SJAC staff to be more ready to address the daily care needs of the people they will be serving. SJAC staff will need to meet with local criminal justice organizations and social workers to be introduced to the population they will be serving. Ongoing invitations to hear presentations from local agencies will not help share knowledge; it will be an excellent source for networking and building relationships.

Initially the primary relationship for the SJAC is with the Colorado Department of Correctional Services. Colorado Department of Correctional Services provides community treatment and programming for reentering offenders. Colorado Department of Correctional Services has expressed direct interest to see the establishment of a transitional shelter that would address reentering offenders. Planning the opening of SJAC with the help of Colorado Department of Correctional Services is essential. Colorado Department of Correctional Services is the current beacon for offender reentry and will embrace a relationship with SJAC.

Apart from the community resources, networks, and relationships offered through Colorado Department of Correctional Services, SJAC will maintain relationships with all the local service organizations that Patrick House worked with on a daily basis. To be sure, organizations such as the Greater Denver Workforce Development, Charles Drew Health Services, and Community Alliance have indicated a willingness to support and offer service to programs that address prisoner reentry.

Management Summary

The board of directors and staff of SJAC will remain the same during this period of growth. During this period of change, a strong anchor of leadership is needed to see the transition through. In a period of change, maintaining the professional integrity and social fabric of an organization will help stabilize SJAC.

The members on the board of directors are:

Rev. Trent Snow—Spiritual Advisor

Trent is the Pastor of St. Mark's Parish and former Provincial for the Wisconsin Province of the Jesuits. Trent has taught at St. Paul's Preparatory School for 20 years.

Jim is the President of Marketing for RBG Service Corp. He has been active in 12 Step Programs for 25 years.

Don served as Executive Director for the Uta Halee Girls Village for 15 years. Today he is retired and does Outreach Ministry for St. Philip Neri Parish.

Bob McCarthey

Bob has been the Director of Human Resources at St. Clair of Montefalco Community College for 10 years. He is a former Chair of the Campfire USA Board and is a Deacon at St. Joseph's Parish.

Donald Oppenmeyer

Donald Oppenmeyer has been the Executive Director of Patrick House for 7 years.

Brett Boyer

Brett teaches Theology at St. Paul's Preparatory School. For 20 years he has served as Director for the school's annual food drive—Operation Others.

Dick Weidlen

Dick has worked as an Investor and Entrepreneur for 15 years and is retired from the Civil Service. He joined the Patrick House board a month ago.

Jane taught for 20 years at the University of Colorado. She is a former President of the business community development group Denver Group.

Neal McMurtney—President

Neal has been the Director for the Colorado Community Office of Retardation and Developmental Disabilities for 12 years. He has been involved in community activism for 10 years.

Mike is an attorney and a Managing Partner with Twiz PPC. He is active with a variety of community organizations.

Brent Jordan—Treasurer

For 25 years Brent worked as a Comptroller for First Charter Bank. He has also served on the board of New Covenant Center for 6 years.

Lisa Spornon—Vice Chair

Lisa has worked at Denver Methodist Hospital as a Certified Registered Nurse Anesthetist for 20 years and has served on the board of Patrick House for 6 years.

Robert Smith

Robert has been a Managing Director for Smith Investment Company for 15 years. He has also served as the Director of Investments at Girls and Boys Town.

Jack Bruster—Secretary

Jack is a Managing Partner at the Apex Architectural Firm. For 15 years he has worked as an architect for Apex.

Organization

As Patrick House closes, the full time staff of Patrick House will carry over and form the nucleus for organizing, opening, and operating Saint Joan of Arc Center. In addition to the named staff, two full timed non–salaried positions will continue to be filled by several part time hourly–wage employees.

Executive Director—Mark Rielle

Mark has a background as both a managerial administrator and as a social servant. In his first career, Mark spent several years as a project manager for an Denver–based financial firm. In the mid 1980s, Mark organized a Denver Catholic Worker house whose ministry was with homeless men. From 1997 until the present, Mark has served as the executive director for the St. Vincent de Paul Homeless Family Shelter. Mark is deeply connected within the Denver community and serves on various boards and committees that address homelessness in Denver. Mark is widely recognized by his peers as being a person who is deeply immersed in the issue of homelessness and is a topical guru for social services.

Administrative Assistant—Daniel Holden

Daniel has served as the Administrative Assistant at the St. Vincent de Paul Homeless Family Shelter for five years. In this position, he oversaw all accounting, budget, and general financial issues for the Family Shelter. Daniel also comes with a background in insurance. Previously, Daniel has spent time as an accountant in the insurance industry.

Community Programmer—Mary Moore

Mary has earned a PhD in occupational therapy and has taught courses at both the University of Nebraska–Omaha and Depauw University. In 2004 she joined Patrick House to focus on the community services available for clients being served by Patrick House.

A grant driven financial strategy will stabilize SJAC and orient the organization towards the future. This foundation will build to the vision of establishing SJAC as the organization for reentering offenders and homelessness in Denver, CO.

The primary source of funding for Patrick House is federal grant awarded for offender reentry programs. Conversations with social service professionals, academic researchers, and federal employees are quite optimistic that federal and state funding for offender reentry programs will continue for the next several years. Thus, it is reasonable to expect that SJAC's annual budget of $500,000 can rely on grants for the foreseeable future.

On April 1, 2005 the US Department of Labor (DOL) announced a solicitation for grant application for prisoner re–entry initiatives. DOL seeks faith based and/or community organizations that provide services to prisoners reentering the community. The grant is valued at $660,000 and applications are due July 13, 2005. Grantees must begin services within four months of the award reception. This is a prime grant for SJAC to apply for and more information on this grant is found in Appendix 9.

Since 2001 the United States Department of Justice (DOJ) has been regularly awarding project grants for offender reentry programs. In recent months, a 2 year grant worth $1 Million was announced. The application deadline for this award passed in March. It is anticipated that an identical grant (CFDA 16.202) will be made available in early 2006.

The Severe and Violent Offender Reentry Initiative (SVORI) is a backbone for funding. Between 2003 and 2006, over $100 million is being distributed to sixty–nine grantees to develop offender reentry programs. The Colorado Department of Correctional Services is one of the primary grantees for SVORI and looks to develop and fund such programs in the state. Because current SVORI funding ends in Oct 2006, relying on Colorado Department of Correctional Services for primary funding is not sustainable. It will be smart to continue to follow SVORI because it is believed that the US Government will continue to sponsor offender reentry programs after SVORI concludes.

The bottom line is that the Saint Joan of Arc Transitional Living Program will provide emergency shelter for people who are both reentering offenders and homeless. There is substantial money available for this market segment. SJAC can pursue grants that are above and beyond offender reentry programs. In addition, The Housing and Urban Development Committee, Federal Emergency Management Agency, and United Way of the Midlands also regularly provide grants, tax credits, and funding opportunities to basic emergency shelters. SJAC is included in this classification. Because SJAC is growing into a center for homeless services, it is reasonable to believe that SJAC can become a player for grant opportunities where Patrick House was losing ground.

Historically, private donations to Patrick House annually exceeded $100,000. In addition, the annual golf fundraiser brings in an additional $25,000. Although primary care is changing from women and families to reentering offenders, communicating the community need and simultaneously demonstrating the social value of Patrick House to past donors should be enough to retain a substantial amount of this private funding. It is realistic to expect that SJAC will be able to secure $500,000 in annual funding.

FINANCIAL ANALYSIS

The 2006 budget is rather loose and is benchmarked by the assumption that SJAC will be realistically able to win a substantial grant with a median value of $500,000.

Patrick House's budget for fiscal year 2005 is $328,200. 1 full year of operating the Saint Joan of Arc Center is budgeted at $500,000. The largest leap is the salaries being paid to the full time administrators. The figures of $45,000, $40,000, and $35,000 are set to be competitive figures for similar positions in not–for–profit organizations.

SJAC is a forward thinking, growth oriented organization and its pay scale reflects the caliber of team players involved. Employee benefits have been increased by 55% to encourage workplace unity and ease financial concerns so often associated with social service organizations. If key administrators are shown appreciation, it sets a tone of professionalism and progress throughout the entire organization.

$216,000 is earmarked for any two part time staff members to be at Patrick House every hour of every day. A rate of $12.32/hour for two positions satisfies this figure. Currently, there are several staff members who work part time at Patrick House. These individuals are the fabric that will encourage continuity throughout the significant change from Patrick House into the Saint Joan of Arc Center. It is important that an appropriate pay scale be used as a vehicle to retain staff members during this transitory period.

Various administrative and operating expenses show slight increases. Professional fees are more then doubled to reflect the potential costs incurred during the legal transition from Patrick House to SJAC. Potential professional fees may also be incurred should SJAC have to engage in legal action to resolve its land threat (see below).

Fundraising expense reflect the need for SJAC to do basic marketing procedures to establish its identity in Denver. Newsletters, letterheads, basic websites, etc. will need to organized in order to raise awareness about the services of SJAC as well as comfort donors that the transition from Patrick House to SJAC is in fact a smooth and seamless one. Finally, $4,000 is added to building and grounds repairs to reflect changes that the building may need to undergo in order to be up to code with the standards of Colorado Department of Correctional Services as a community partner.

RECOMMENDATIONS AND EVALUATION TOOLS

The University of Colorado's Department of Criminal Justice is currently doing a local study on the Colorado Department of Correctional Services' offender reentry program. This study is expected to be complete in the near future and will deliver program recommendations and insights. It is expected that the report will include correlations for recidivism and homelessness. As SJAC begins to address this very issue, it is in a prime position to seek partnership with criminal justice researchers at the University of Colorado.

SJAC's partnership with the University of Colorado and the Colorado Department of Correctional Services will create a cutting edge synergy that synthesizes experience, research, and implementation. The benefit for SJAC is two–fold. First, being plugged into an active academic body will provide SJAC will progressive social models for service and care. Secondly, SJAC will be able to translate its raw data into meaningful benchmarks and create measuring sticks for success. This information will be able to demonstrate the success and community value of offender reentry programs.

As SJAC seeks to position itself as the leader for recidivism and homelessness, it may be strategically wise to seek research grants and offer employment to the University of Colorado professors and graduate students to strategically work with SJAC. Investing in a smart relationship will encourage local growth, foster national attention, and attract funding oriented towards growth and the improvement of a socially valued service.

GROWTH STRATEGY

As described, the Saint Joan of Arc Transitional Living Shelter is the first program sponsored by the Saint Joan of Arc Center. As the parent organization, the vision for SJAC is to be the recognized community leader for services provided to homeless and returning offenders in Denver. The under-pinning of this turn around plan is to building programs poised for long term organizational growth.

The Transitional Living Program (TLP) is the first step to realize this vision. Over the next one to two years, staff will gain working knowledge for offender reentry programming. In this time, TLP will demonstrate itself as effectively being able to reduce recidivism by alleviating homelessness. The story of Patrick House growing into the Saint Joan of Arc Center will be a modern day benchmark for how emergency shelters grow from surviving into thriving.

In order for SJAC to provide a methodically effective and financially sustainable continuum of care for homeless reentering offenders, SJAC will need to grow and be able to touch society with its message for dignified care in a myriad of ways.

The long term goal for SJAC is to be the community center for offender reentry in Colorado. Colorado Department of Correctional Services is providing a blueprint for services and SJAC is poised to emulate these services, work with University of Colorado to evaluate successes, and make positive adjustments for long term effectiveness and growth. Over the next 2–3 years, SJAC can grow vertically to the point of needed to expand into a larger operating space.

Acquiring an additional building would allow SJAC to be able to provide long term support for reentering offenders living in the community. In the future, the best professionals who deal with offender reentry issues will be employed by SJAC. As a result, it only makes sense to provide a long– term continuum of care for persons needing periodic support and professional consultation.

In order to fund the acquisition of an additional building, it will be necessary to secure tax credits, work with officials from the City of Denver and seek prospective donors. By now the Transitional Living Program will be having a positive effect on the people it serves and provides a social value for the Denver community. SJAC will be in position to provide empirical evidence with a goal–based vision for the future thus attracting the funding needed to acquire a second building for programming and services.

SJAC is located at 23 Oak Blvd, Denver, CO. SJAC does own the building sitting on this property but does not own the property. Local rumors are suggesting that the current property owner is entertaining proposals to sell the property. Supposedly a major local organization is interested in acquiring and developing the property. The time frame is relatively unknown, as of yet nothing official has been communicated to SJAC.

It is important for SJAC to take proactive steps to anticipate this proceeding. Crucial steps include developing a bargaining strategy and maintaining a short list for alternative buildings to move the SJAC operations into. When this issue materializes it will be imperative for Patrick House to spread the word of the immediacy of its foreclosure and the absolute necessity to secure an alternative site to resume services as soon as possible. Intelligent use of media and public awareness coups will be needed to identify Patrick House as a "champion for the needy".

If and when SJAC is notified of its building foreclosure, instantaneous communication and negotiation with the antagonistic parties will be necessary. Patrick House's priority is to secure an alternative site to continue operations. Cooperation with the Housing and Urban Development Commission and local realtors will swiftly identify potential sites to move the guests and operations of Patrick House into. Negotiations, public pressure, and emergency private appeals will provide the capital needed for this one–time extraordinary transition.

SEVERE AND VIOLENT OFFENDER REENTRY INITIATIVE

Nearly 650,000 people are released from incarceration yearly and arrive on the doorsteps of communities nationwide. The federal government, through the Office of Justice Programs, offers guidance and direction to communities as they prepare for ex–offenders going and staying home. This page presents an overview of this issue and describes OJP's Serious and Violent Offender Reentry Initiative.

The reentry of serious, high–risk offenders into communities across the country has long been the source of violent crime in the United States. As more than 630,000 offenders are released from prison every year, the problem of their recidivism has become a crisis that affects all parts of a community. Fewer than half of all released offenders stay out of trouble for at least 3 years after their release from prison, and many of these offenders commit serious and/or violent offenses while under parole supervision. This is a significant problem because there were more than 652,000 adult offenders under State parole supervision across the country at yearend 2000 (Hughes, Beck, and Wilson, 2001).

The statistics regarding juvenile offenders present a similar picture. Juveniles were involved in 16 percent of all violent crime1 arrests and 32 percent of all property crime2 arrests in 1999. Based on the Office of Juvenile Justice and Delinquency Prevention's (OJJDP's) Census of Juveniles in Residential Placement (Sickmund, 2000), an estimated 100,000 youth are released from secure and residential facilities every year and because the length of incarceration for juveniles is shorter than for adults, a relatively greater percentage of juveniles return to the community each year. In addition, research indicates that a small percentage of juvenile offenders commit the overwhelming majority of juvenile crime.

Some correctional officials—under pressure to cut costs—have curtailed prison programs and services that could ameliorate factors that place inmates at higher risk of recidivism after release. Tougher sentencing laws have, in some cases, removed or limited inmates' incentives to enter available treatment programs. Long, fixed prison terms for serious offenders can sometimes have the perverse effect of returning the most risky offenders to the community with the least control and supervision. There is sometimes little continuity between institutional programs and activities, offenders' reentry plans, and the supervision and services they receive once released.

Communities of law–abiding citizens are victimized by these offenders, making these communities less safe, less desirable places to live. Research has shown that criminal behavior can be predicted for individual offenders on the basis of certain factors.3 Some factors, such as criminal history, are static and unchangeable. Others, such as substance abuse, antisocial attitudes, and antisocial associates, are dynamic and changeable. With proper assessment of these factors, researchers and practitioners can classify groups of offenders according to their relative likelihood of committing new offenses with as much as 80 percent accuracy. Application of the risk principle requires matching levels or intensity of treatment/supervision with the risk levels of offenders. High–risk offenders require intensive interventions to reduce recidivism (Gendreau and Andrews, 1990). Since the return of these high–risk adult and juvenile offenders is imminent, corrections, law enforcement, and community service agencies should collaborate to monitor offenders while assisting them in the development and implementation of a concrete, specific reentry plan. Unless communities do this, they will continue to be victimized by these offenders.

• Violent crime includes criminal homicide, sexual assault, robbery, and aggravated assault.
• Property crime includes burglary, larceny–theft, auto theft, and arson.
• Such factors could include, but are not limited to, prior convictions for violent offenses or serious offenses that may not be defined by statute as violent; violent, assaultive, predatory, or disruptive in–prison behavior; and other high–risk factors that may include affiliation with gangs or security threat groups.

Serious and Violent Offender Reentry Initiative

The Serious and Violent Offender Reentry Initiative—which was developed by the U.S. Department of Justice, Office of Justice Programs (OJP), in conjunction with the federal partners—is a comprehensive effort that addresses both juvenile and adult populations of serious, high–risk offenders. It provides funding to develop, implement, enhance, and evaluate reentry strategies that will ensure the safety of the community and the reduction of serious, violent crime. This is accomplished by preparing targeted offenders to successfully return to their communities after having served a significant period of secure confinement in a state training school, juvenile or adult correctional facility, or other secure institution.

The Reentry Initiative represents a new way of doing business for federal, state, and local agencies. Instead of focusing the Initiative on a competition for a limited amount of discretionary funds, the federal partners are coming together to help state and local agencies navigate the complex field of existing state formula and block grants and to assist them in accessing, redeploying, and leveraging those resources to support all components of a comprehensive reentry program. The discretionary funding available through this Initiative will be provided only to fill any gaps in existing federal, state, and local resources.

Communities selected to participate in the Reentry Initiative will have the opportunity to develop state– of–the–art reentry strategies and to acquire knowledge that will contribute to the establishment of national models of best practices. The Reentry Initiative allows communities to identify the current gaps in their reentry strategy and present a developmental vision for reentry that seeks to fill those gaps and sustain the overall strategy. Additionally, communities can enhance existing reentry strategies with training and technical assistance that will build community capacity to effectively, safely, and efficiently reintegrate returning offenders.

Federal Partners

The Serious and Violent Offender Reentry Initiative is supported by the U.S. Department of Justice (DOJ), Office of Justice Programs (OJP) and National Institute of Corrections (NIC), and their federal partners: the U.S. Departments of Education (ED), Health and Human Services (HHS), Housing and Urban Development (HUD), Labor (DOL) and Department of Veterans Affairs (VA) and Social Security Administration (SSA).

Three Phases of Reentry

The Reentry Initiative envisions the development of model reentry programs that begin in correctional institutions and continue throughout an offender's transition to and stabilization in the community.

These programs will provide for individual reentry plans that address issues confronting offenders as they return to the community. The Initiative will encompass three phases and be implemented through appropriate programs:

• Phase 1 — Protect and Prepare: Institution–Based Programs. These programs are designed to prepare offenders to reenter society. Services provided in this phase will include education, mental health and substance abuse treatment, job training, mentoring, and full diagnostic and risk assessment.
• Phase 2 — Control and Restore: Community–Based Transition Programs. These programs will work with offenders prior to and immediately following their release from correctional institutions. Services provided in this phase will include, as appropriate, education, monitoring, mentoring, life skills training, assessment, job skills development, and mental health and substance abuse treatment.
• Phase 3 — Sustain and Support: Community–Based Long–Term Support Programs. These programs will connect individuals who have left the supervision of the justice system with a network of social services agencies and community–based organizations to provide ongoing services and mentoring relationships.

Examples of potential program elements include institution–based readiness programs, institutional and community assessment centers, reentry courts, supervised or electronically monitored boarding houses, mentoring programs, and community corrections centers.

COLORADO DEPARTMENT OF CORRECTIONAL SERVICES SVORI OVERVIEW

This is an overview of the SVORI–funded Colorado Department of Correctional Services work plan. SJAC is positioned to provide serves to phase 2 and phase 3 of the program.

Colorado has one SVORI grantee (Colorado Department of Correctional Services) serving adults returning to four zip codes in metropolitan Denver. The SVORI target population is individuals who are in need of intensive services upon release. The line chart below provides statistics on adult prison admission and release trends in Colorado over a 24–year period.

Nebraska adult prison admissions and releases, 1978–2002

Data management system

Colorado Department of Correctional Services has a correctional database that can be queried to identify offenders who participate in the Reentry Program. Local evaluation is planned at Denver's College of Public Affairs and Community Services. The University of Colorado is conducting the local evaluation.

Population type: Male adults

Number of targeted prisoners: 201+

Inclusion criteria: Ages 18–35, identified as "violent" by the Colorado Board of Parole, identified as "high risk" on assessment, with tentative release dates equal to or less than 5 years.

Exclusion criteria: Sex offenders, the severely mentally ill, and offenders serving life sentences.

Pre–release facilities: All State prisons

Post–release locations: Four Omaha zip codes: 68104, 68110, 68111, and 68131

Participation: Voluntary

Legal release status: Most participants will be under parole supervision, though offenders who are released at expiration of their sentences will not be automatically excluded.

System–level changes

• Increased enthusiasm
• Future expansion of the program throughout the State

Individual–level changes

• Participants are moved to a pre–release facility (Community Correctional Center Colorado) before release, where they receive specialized reentry services.

Phase 1: Institutionally–Based Programs

Duration: At least 1 year

Assessments: Risk assessment designed by the Colorado Board of Parole

Components/services offered within phase:

• Personalized Reentry Program Plan (PREPP), which is designed for each offender at the time of admission
• Participants are moved to a pre–release facility (Community Correctional Center—Denver) before release
• Case management
• Specific targeted services include, as needed, substance abuse treatment, mental health counseling, medical and dental services, life skills training, parenting skills training, domestic violence counseling, employment programs, education, housing assistance, anger management, and faith– based services

Coordination of services:

• One year prior to an offender's parole, the reentry team begins exploring community treatment and programming options. The team is made up of the prisoner, a case manager, law enforcement, the Parole Board, a parole officer, transition manager, treatment providers, community service providers, family and community members, and a representative from victim advocacy groups.

Phase 2: Community–Based Transition

Duration: Variable

Assessments: Ongoing risk assessment

• PREPP revised
• Transition plan created
• Supervision program developed
• Specific targeted services include, as needed, substance abuse treatment, mental health counseling, medical and dental services, life skills training, parenting skills training, domestic violence counseling, employment programs, education, housing assistance, anger management, and faith– based services.

• Reentry team

Phase 3: Community–Based Long–Term Support

Duration: Up to 2 years

• Revision of Reentry Plan to include services available after release from parole
• Assistance in finding employment

• Reentry team will change to consist of those community programs that have longevity and can provide services to offenders after release from parole.

OFFENDER REENTRY STUDY

The Homeless Release Project is a San Francisco–based program that attempts to demonstrate how a continuum of care affects homeless offender reentry. Below is a snap shot of statistical analysis done for the program.

Data Summary Points

While the experimental and comparison groups had similar prior San Francisco arrest histories, the experimental group showed a decrease in recidivism rates after participating in the Homeless Release Project.

Data summary table

The data support an increase in the number of offenders who had no police contact (arrests) after establishing contact with HRP: fifteen (or 37%) for the experimental group and eight (or 20%) for the comparison group.

The data support that the number of arraignments on new misdemeanor and felony cases decreased for HRP participants: eighteen for the experimental group and twenty-nine for the comparison group. We therefore conclude that the re-offense rate for the experimental group was 44%, and 71% for the comparison group.

The data support that re-offenders who participated in HRP were less likely to be arraigned on felonies: eight (or 55%) of the experimental group were arraigned on felonies and twenty-four (or 83%) of the comparison group were arraigned on felonies.

The data support that upon re-arrest, offenders in the experimental group were more likely to have their cases dismissed than the comparison group: seven discharges as compared to three.

COMMUNITY–BASED TREATMENT MODEL

Included in the previously cited Riker Study is a prototypical outline for a community treatment model. The segment for SJAC is to be the center of the circular support network. In this diagram, the rectangular box in the lower right indicates the measurable outcome.

GRANT OPPORTUNITIES

SJAC staff members have a long history pursuing grants and federal funding for emergency shelters. Because the TLC qualifies as an emergency shelter, these funding opportunities are not included. The Department of Labor and the Department of Justice have been consistently announcing funding for offender reentry programs and should be noted as primary funding sources.

FINANCIAL INFORMATION

Current balance sheet

User Contributions:

Comment about this article, ask questions, or add new information about this topic:.

Homeless Shelter Strategic Plan Template

• Great for beginners
• Ready-to-use, fully customizable Subcategory
• Get started in seconds

Homelessness is a complex issue that requires a strategic approach to make a real impact. Nonprofit organizations and government agencies operating homeless shelters understand the importance of having a well-defined plan in place to address the needs of the homeless population effectively. That's where ClickUp's Homeless Shelter Strategic Plan Template comes in.

With ClickUp's template, you can:

• Define clear goals and objectives to guide your efforts in providing shelter and support
• Develop strategies to address both the immediate and long-term needs of homeless individuals
• Allocate resources efficiently to maximize the impact of your initiatives
• Monitor progress and adapt your plan as needed to ensure continuous improvement

Ready to make a difference in the lives of those experiencing homelessness? Get started with ClickUp's Homeless Shelter Strategic Plan Template today!

Benefits of Homeless Shelter Strategic Plan Template

Creating a strategic plan for your homeless shelter can have a significant impact on the lives of those in need. By using a strategic plan template, you can:

• Set clear goals and objectives to guide your organization's efforts in addressing homelessness
• Develop strategies to provide safe and supportive environments for homeless individuals
• Outline steps to address immediate needs, such as shelter and food, while also focusing on long-term solutions like employment and affordable housing opportunities
• Ensure effective resource allocation and maximize the impact of your organization's efforts in combating homelessness.

Main Elements of Homeless Shelter Strategic Plan Template

ClickUp's Homeless Shelter Strategic Plan Template provides a comprehensive solution to effectively manage and execute your strategic plan.

Key elements of this template include:

• Custom Statuses: Track the progress of your strategic plan with 5 different statuses - Cancelled, Complete, In Progress, On Hold, and To Do - ensuring clear visibility on the current state of each task.
• Custom Fields: Utilize 8 custom fields, such as Duration Days, Impact, Progress, and Team Members, to capture and organize important information relevant to your strategic plan.
• Multiple Views: Choose from 6 different views, including Progress, Gantt, Workload, Timeline, Initiatives, and Getting Started Guide, to visualize your plan, track progress, and facilitate collaboration.
• Project Management Features: Leverage ClickUp's powerful project management capabilities, including task dependencies, time tracking, workload management, and seamless collaboration to streamline the execution of your strategic plan.

How to Use Strategic Plan for Homeless Shelter

If you're looking to create a strategic plan for a homeless shelter, follow these 5 steps to effectively utilize the Homeless Shelter Strategic Plan Template in ClickUp:

1. Assess the current situation

Begin by assessing the current state of the homeless shelter. Identify the strengths, weaknesses, opportunities, and threats that the shelter faces. This analysis will provide a comprehensive understanding of the shelter's current position and help determine the direction for future planning.

Use the Goals feature in ClickUp to define the objectives and key results for the strategic plan.

2. Set strategic goals

Based on the assessment, establish clear and measurable strategic goals for the homeless shelter. These goals should align with the shelter's mission and address the identified areas of improvement. Examples of strategic goals could include increasing capacity, improving program effectiveness, or expanding community partnerships.

Utilize the Gantt chart feature in ClickUp to create a timeline for achieving each strategic goal.

3. Develop action plans

Break down each strategic goal into actionable steps. Create detailed action plans that outline the tasks, responsibilities, and timelines required to achieve the goals. Assign team members to specific tasks and establish regular check-ins to monitor progress.

Use the Board view in ClickUp to visualize and track the progress of each action plan.

4. Implement and monitor

Put the action plans into motion and closely monitor the progress. Regularly review the performance against the set goals and make any necessary adjustments along the way. This will ensure that the strategic plan remains on track and effectively addresses the needs of the homeless shelter.

Utilize the Dashboards feature in ClickUp to track key performance indicators and monitor the overall progress of the strategic plan.

5. Evaluate and adapt

Periodically evaluate the effectiveness of the strategic plan and make adjustments as needed. Solicit feedback from staff, volunteers, and community stakeholders to gain insights into the impact of the plan. Use this feedback to refine the goals, action plans, and implementation strategies to better serve the homeless population.

Utilize the Table view in ClickUp to analyze data and gather feedback for continuous improvement.

Get Started with ClickUp’s Homeless Shelter Strategic Plan Template

Nonprofit organizations and government agencies that operate homeless shelters can use the Homeless Shelter Strategic Plan Template to create and execute a comprehensive plan to address the needs of homeless individuals.

First, hit “Add Template” to sign up for ClickUp and add the template to your Workspace. Make sure you designate which Space or location in your Workspace you’d like this template applied.

Next, invite relevant members or guests to your Workspace to start collaborating.

Now you can take advantage of the full potential of this template to create a strategic plan for your homeless shelter:

• Use the Progress View to track the progress of each objective and ensure that you're on track to meet your goals
• The Gantt View will help you visualize the timeline of your strategic plan and identify any dependencies or overlaps
• Use the Workload View to distribute tasks and responsibilities among your team members and ensure a balanced workload
• The Timeline View will help you create a timeline for your initiatives and monitor their progress
• The Initiatives View will allow you to brainstorm and organize various initiatives and projects aimed at addressing homelessness
• Refer to the Getting Started Guide to get familiar with the template and customize it according to your organization's specific needs

Organize tasks into five different statuses: Cancelled, Complete, In Progress, On Hold, To Do, to keep track of progress

Update statuses as you make progress on each task to ensure transparency and accountability

Monitor and analyze tasks to evaluate the effectiveness of your strategic plan and make any necessary adjustments

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Shelter Business Plans

Emergency shelters business plan.

Transitional Housing of Pittsburgh, a start-up nonproift service organization, will offer emergency housing, counseling, and life skills training to female victim/survivors of domestic abuse.

Whether it’s to provide temporary homes for disaster victims, the homeless, or other displaced individuals, transitional housing can make a major difference in a crisis. If you have a passion for helping others or ideas on how to make more affordable, stable, or versatile emergency shelters, it may be time to start a business.

Unfortunately, that passion won’t be enough to get your startup off the ground, you need a plan for that. Luckily, you can easily start with our emergency shelter sample business plan. Skip all the frustration of trying to find out what you need to include and download a full template to inspire your own business plan.

The quickest way to turn a business idea into a business plan

Fill-in-the-blanks and automatic financials make it easy.

No thanks, I prefer writing 40-page documents.

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Emergency Shelters Sample Business Plan

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Emergency Shelters Business Plan

Executive summary.

Transitional Housing of Pittsburgh is a start-up not for profit social service agency serving the greater Pittsburgh area. The organization was founded by Amy Rand who has both the practical experience and the education to lead the organization. Amy is currently working on assembling a strong Board of Trustees which will be invaluable for the organization.

Services Transitional Housing of Pittsburgh is an organization that provides transitional housing and life skill training for women. It offers assistance to women, frequently homeless, as they move from dependent, often abusive relationships into independent, self-sufficient lifestyles. Additionally, it assists clients in child reunification. This is particularly important as 80% of the clients have children but no custody.

This is the city’s only women-only facility and the only one with long-term transitional housing. All other shelters only offer 30 days or less of housing whereas Transitional Housing offers up to two years. On staff is a chemical dependency counselor, AIDS counselor, and a family reunification counselor to assist clients.

The facility provides clients within an eight-step program that teaches them necessary life skills. This collaborative approach to empowerment is the keystone to developing self-sufficiency in the clients. The steps include personal development, vocational training, substance abuse counseling, interpersonal skills building, community involvement, leisure activities, and independent living skills. The Market Transitional Housing has identified two distinct market segments of customers based on age; those who are under 30 and those who are 30 and over. The distinction is important because of the high percentage of clients with children, and those in the younger market segment having far younger children. The under 30 age group is growing annually at 9%, and the 30 and over age group growing at 8%. The two groups respectively have 165,454 and 158,745 potential clients. The overwhelming majority of clients come from lower socio-economic population groups. These segments can be difficult to communicate with, yet their use of Transitional Housing’s services would give them some profound benefits.

Management Amy Rand is the driving force behind the organization and fills the Executive Director role. Amy earned a B.S. degree in Sociology from Case Western Reserve University and a Master’s in Non-for-Profit Management from the University of Pittsburgh. Additionally, she has several years of social service project management. While working as the program manager of Pennsylvania’s largest domestic abuse relief service provider, Amy developed a proactive empowerment program which has become the foundation for Transitional Housing’s collaborative approach to empowerment. During and since her tenure as program manager, Amy has developed a comprehensive network of personal and professional contacts with key community leaders. This will be instrumental in raising the profile of Transitional Housing within the community as well as having a significant impact on fundraising activities.

1.1 Mission

Transitional Housing’s mission is to provide women of Pittsburgh a safe transitional housing alternative, teach a multitude of skills to empower the women to self-sufficiency, and facilitate the possible reunification of clients with their children.

1.2 Keys to Success

• Build a strong, active Board of Trustees.
• Ensure that the offered services satisfy market needs.
• Design and implement strict financial controls and accountability.

1.3 Objectives

• Secure sufficient funding, both start up and operational.
• Create a women’s-only transitional housing facility that provides housing and a variety of empowering skills.
• Develop a strong Board of Trustees that can offer guidance, help with fundraising efforts, and oversee the smooth operation of the organization.

Organization Summary

Transitional Housing was founded as a Pittsburgh, PA based not for profit 501(c)(3) organization. Upon the Board of Trustees’ final approval, Amy Rand will be the Executive Director. The nonprofit will serve female clients in need of transitional housing and life skills training.

The goal of the organization is to provide interim housing and skill training so that clients become empowered, independent individuals. Transitional Housing’s services are unique in their female-only clientele, long-duration transitional housing, and comprehensive empowerment program. Transitional Housing will make a significant impact on the Pittsburgh community, in both short-term relief, and long-term skill development and empowerment.

Real property will take the form of the old Motel 6 building located in downtown Pittsburgh. This building has been identified as an ideal facility for Transitional Housing. The asking price for the building is $2 million with $100,000 down. The building will need some renovation, primarily fixing up the 65 different rooms. A donor has approached us willing to buy the building, with the intent of leasing it back to Transitional Housing long term, for the organization’s use.

2.1 Start-up Summary

Transitional Housing will require the following real property and equipment for the start-up phase.

• Assorted furniture, furnishings, and appliances for the different rooms.
• Seven desk/chairs, computers, and additional accessories.
• A computer server, two laser printers, broadband Internet connection.
• Fax machine and copier.
• Several file cabinets and shelving units.
• Paper shredder.

2.2 Legal Entity

Transitional Housing has been formed as a 501(c)(3) not for profit entity. The purpose of this organization is to offer women transitional housing as well as teach skills that allow these women to become self-sufficient, independent, and drug and alcohol free. Additionally Transitional Housing will, when applicable, assist women who attempt to gain custody of their children.

Funds for the organization will come from many sources including: silent auctions and other in house fund raising efforts, local government funds, foundation grants, corporate and individual donations, and money from the federal government. Amy Rand has in-depth experience with fundraising as well as grant writing and this will be instrumental in Transitional Housing’s search for funding.

Transitional Housing of Pittsburgh is an organization that provides transitional housing and life skill training for women. It offers assistance to women, frequently homeless, as they move from dependent, often abusive relationships into independent, self-sufficient lifestyles. Additionally, it assists clients in child reunification. This is particularly important as 80% of the clients have children but no custody.

Transitional Housing offers 65 rooms, each with its own kitchen facility to homeless women. Each client is allowed to stay for up to one year as long as they are clean and sober (random drug and alcohol testing determines this), and have no other place to go. Additionally, each client must be an active participant of the program:

Collaborative Approach to Empowering Individual. This program is an eight-step program to develop self-sufficient clients. The different elements of the program are:

• Personal development planning.
• Vocational development.
• Substance abuse prevention.
• Interpersonal skill development.
• Personal and spiritual development.
• Community involvement.
• Creative leisure activities/celebration.
• Independent living preparation/follow up.

Transitional Housing is a women-only facility. This is of significant value to the clients as it eliminates the possibility of sexual abuse from the opposite sex within the facility. This is Transitional Housing’s competitive edge, for more detail please refer to section 5.1.

Market Analysis Summary

Transitional Housing has identified two distinct market segments of customers based on age; those who are under 30 and those who are 30 and over. The distinction is important because of the high percentage of clients with children, and those in the younger market segment having far younger children. The under 30 age group is growing annually at 9%, and the 30 and over age group growing at 8%. The two groups respectively have 165,454 and 158,745 potential clients. The overwhelming majority of clients come from lower socio-economic population groups. These segments can be difficult to communicate with, yet their use of Transitional Housing’s services would give them some profound benefits. The good news is if the people are willing to accept help from Transitional Housing they are far more likely to be able to get out of the dire circumstances that they currently face.

The other service providers are temporary shelters that only allow stays of less than 30 days. These service providers are only housing shelters, they do not offer the in-depth self empowerment programs. Some alternative service providers take the form of religious service organizations that assist clients, but on a much smaller scale. The lack of true competition makes Transitional Housing the premier source of interim housing and life skill training. Other agencies would like to offer the comprehensive services that Transitional Housing offers but are unable to because of organizational design constraints or economic restraints. The following sections provide demographic detail regarding the target market.

4.1 Market Segmentation

Transitional Housing has segmented the market into two distinct categories: women under 30 years old and those 30 and older. This is a significant distinction since the children of the younger group will be younger as well. Some demographic information that is relevant to both groups:

• 95% are or were chemically dependent.
• 17% have undergraduate coursework.
• 85% are African-American.
• 80% have children (but generally no custody).
• 6% are H.I.V. positive- generally a result of their drug addiction.
• 7% are Hepatitis C positive- generally a result of their drug addiction.
• 22% were at one time prostitutes.
• 20% have been in prison.

4.2 Target Market Segment Strategy

Transitional Housing has chosen to target their services to these two market segments because they are the segments that are in the most need of the services. Because of a variety of factors including: time in prison, abusive relationships, alcohol and drug dependencies, and exposure/participation to prostitution, these women have nowhere else to go, no one to turn to. They are in desperate need of transitional housing as well as life skills to empower them to self sufficiency.

Transitional Housing has chosen to serve only women because women who are homeless are far more vulnerable than homeless men. They need more protection because of the increased risk of sexual abuse.

4.3 Service Providers Analysis

The services provided within this industry are typically broken down into two segments: transitional housing and life skills.

Housing- These services are provided by shelters that offer temporary shelters. Life skills- Skills to help empower the individual are offered through daytime programs, but are never (at least in Pittsburgh) part of a transitional housing program where the skills training is part of a comprehensive program.

The following section, 4.3 offers an analysis of the alternative service providers.

4.3.1 Alternatives and Usage Patterns

Housing Please note that the shelters are only housing and do not offer any type of life skills.

• Womenspace: This is a temporary shelter with an emphasis on women. The maximum stay is 30 days. It is first-come first-served with the prerequisite that the client does not have any other alternatives. This shelter has space for 25 clients with a central cooking area that is staffed. Children are not allowed.
• The 42nd Street Shelter: This is also a temporary shelter with a maximum of 10 clients, also with a central kitchen area. This shelter allows at most two children under the age of 18 to stay with the parent. This facility is typically full, it is difficult to get a room in it.
• The Refuge Shelter: This is a Catholic Church operated temporary shelter that has two main rooms with bunk beds that supports 16 people per male and female room.

Life skills There are several service providers that teach these skills. They are typically religious based organizations or community based organizations. The courses are generally one hour long and span a few weeks. They are far less comprehensive than Transitional Housing’s and many people miss several sessions because they are taught over a longer period of time.

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Home » Non Profit

A Sample Transitional Housing Business Plan Template

A transitional housing facility is a temporary housing for certain segments of the homeless population, including working homeless people who are earning too little money to afford long-term housing. Transitional housing is set up to transition residents into permanent housing.

It is not in an emergency homeless shelter, but usually in a room or apartment in a residence with support services. The transitional time can be short, for example, one or two years, and in that time the person must file for and get permanent housing and usually some gainful employment or income, even if Social Security or assistance.

Sometimes, the transitional housing residence program charges a room and board fee, maybe 30 percent of an individual’s income, which is sometimes partially or fully refunded after the person procures a permanent place to live in. In the USA, federal funding for transitional housing programs was originally allocated in the McKinney–Vento Homeless Assistance Act of 1986.

Steps on How to Write a Transitional Housing Business Plan

Executive summary.

Royal Court® Transitional Housing Facility, Inc. is a transitional housing facility that will be based in Santa Clara County, California and the organization will be committed to providing a variety of community housing services, including short-term emergency shelter for victims of domestic violence, sexual assault or child abuse; temporary residential shelter for the homeless, runaway youths and parents and families caught in medical crises.

Peter Gerald is the founder and CEO of Royal Court® Transitional Housing Facility, Inc.

Company Profile

A. our products and services.

Royal Court® Transitional Housing Facility, Inc. will offer the following services;

• Short-term emergency shelter for victims of domestic violence, sexual assault, or child abuse
• Temporary residential shelter for homeless, runaway youths, and families caught in medical crises
• Transitional and assisted housing for low-income individuals and families
• Volunteer construction or repair of low-cost housing
• Repair of homes for elderly or disabled homeowners

b. Nature of the Business

Our transitional housing facility will operate as a nonprofit organization, we will source finance from donor organizations, individuals, relevant government agencies et al. But in some cases, we will charge residents or their families for the services rendered.

c. The Industry

Royal Court® Transitional Housing Facility, Inc. will operate under the Community Housing & Homeless Shelters Industry.

d. Mission Statement

Our mission is to provide safe and secure facilities and services geared towards helping a certain segment of the homeless population, including working homeless people who are earning too little money to afford long-term housing. We are set up to transition residents into permanent, transitional housing.

e. Vision Statement

Our vision is to become the best transitional housing facility in Chicago. Royal Court® Transitional Housing Facility, Inc. will continue to set the standard for players in the Community Housing & Homeless Shelters Industry in the United States of America.

f. Our Tagline (Slogan)

Royal Court® Transitional Housing Facility, Inc. – We have You Covered When You Don’t Have a Shelter!

g. Legal Structure of the Business (LLC, C Corp, S Corp, LLP)

Royal Court® Transitional Housing Facility, Inc. will be formed as a nonprofit corporation at the state level and we will apply for a 501(c)(3) tax exemption at the federal level.

h. Our Organizational Structure

• Head of Transitional Housing (President)
• Transitional House Manager (Administrator)
• Facility Manager
• Account Officer
• Front Desk Officer
• Security Guards

i. Ownership/Shareholder Structure and Board Members

• Peter Gerald (Owner and Chairman/Chief Executive Officer) 51 Percent Shares
• Denis Jones (Board Member) 19 Percent Shares
• Napoleon Mills (Board Member) 10 Percent Shares
• Sandra Joshua (Board Member) 10 Percent Shares
• Clarissa Wise (Board Member and Sectary) 10 Percent Shares.

SWOT Analysis

A. strength.

• Ideal Location for the transitional housing facility
• Highly Experienced and Qualified Employees and Management
• Access to Pool of Donor Organizations
• Highly Secured and Clean Facility
• Easy Access to partnerships with construction companies and key stakeholders.

b. Weakness

• Budget Limitations
• Inability to initially run and manage the organization without the support of donations and grants
• Operating from a leased facility (restriction to fully modify the facility to suit our style and taste)
• Inability to retain our highly experienced and qualified employees longer than we want.

c. Opportunities

• Santa Clara County California has a lot of homeless population, including working homeless people who are earning too little money to afford long-term housing.
• A pool of finance from donor organizations, individuals, and relevant government agencies et al.

i. How Big is the Industry?

The Community Housing & Homeless Shelters industry in the United States is the 27th ranked Healthcare and Social Assistance industry by market size and the 436th largest in the United States.

Please note that there are about 12,323 registered and licensed community housing and homeless shelter companies scattered all across the United States responsible for directly employing about 132,874 people and the industry rakes in a whooping sum of $12 billion annually.

ii. Is the Industry Growing or Declining?

Available statistics point to the fact that the industry is presently not growing and earnings in the industry significantly decreased in 2020, directly resulting from the COVID-19 pandemic. However, profit will likely begin to rebound in the coming years after the decline of the pandemic.

iii. What are the Future Trends in the Industry

The Community Housing & Homeless Shelters Industry is changing, and players in the industry are improvising. No doubt, smart facilities, technology, and social media will change the landscape of the Community Housing & Homeless Shelters Industry going forward.

iv. Are There Existing Niches in the Industry? If YES, List them

Yes, there are niche ideas in the Community Housing & Homeless Shelters Industry. Here are some of them;

• Transitional housing facilities for everyone
• Transitional housing facility for veterans.

v. Can You Sell a Franchise of your Business in the Future?

Royal Court® Transitional Housing Facility, Inc. has plans to sell franchises in the nearest future and we will target major cities with high homeless rates in the United States of America.

• Increase number of well-paid citizens and improvement in the economy
• Lack of support from stakeholders and the government
• Unfavorable government policy and regulations.
• Community resistance
• Liability problems
• Continuously changing consumer demands

i. Who are the Major Competitors?

• Re-Entry inc.
• Hope Help Healing
• Isaiah’s Recovery Services
• Human Potential Consultants, LLC
• Crossroads, Inc.
• Seventh Step Foundation
• Victory Outreach
• Holy Spirit Investments
• Union Rescue Mission
• A New Way of Life Re-Entry Project
• The Francisco Homes
• Women In Transition Re-Entry Project Inc.
• Love Lifted Me Recovery
• Homeless Veteran’s Emergency Housing Facility
• Shirley Lamarr/The Centre
• Restoration House
• Men’s Overcomers Discipleship Ministry
• Delancey St.
• Catholic Rainbow Outreach
• Recovery Zone.

ii. Is There a Franchise for Transitional Housing? If YES, List at least 20 of them and their cost

No, there are no franchise opportunities for the transitional housing business.

iii. Are There Policies, Regulations, or Zoning Laws Affecting Transitional Housings in the United States?

Yes, there are county or state regulations or zoning laws for transitional Housing. The law gives municipalities broad discretion in zoning, and zoning can restrict the location of transitional housing, particularly programs that operate group quarters. On the other hand, zoning law is less relevant to programs that house the homeless in apartments.

In addition, state law limits the ability of municipalities to restrict the location of certain group homes for the mentally ill, and federal law requires local governments to make reasonable accommodations for people with disabilities in their zoning laws.

Please note that zoning is less relevant for other types of transitional housing. Most zoning regulations will allow two or three unrelated individuals to share housing, including apartment buildings owned by social service agencies, in residentially-zoned areas.

Marketing Plan

A. who is your target audience.

i. Age range

Our target market falls from 18 to 55 years

ii. Level of Educational

We don’t have any restrictions on the level of education of those we are ready to accommodate in our transitional housing facility.

iii. Income Level

We don’t have any cap on the income level of those we are looking to accommodate in our transitional Housing. Besides, most people who are admitted to transitional housing facilities have very little or no source of income.

iv. Ethnicity

There is no restriction when it comes to the ethnicity of the people we are looking forward to accommodating in our transitional housing facility.

v. Language

There is no restriction when it comes to the language spoken by the people we are looking forward to accommodating in our transitional housing facility.

vi. Geographical Location

Anybody from any geographical location will be accommodated in our transitional housing facility.

vii. Lifestyle

Royal Court® Transitional Housing Facility, Inc. will not restrict any inmate from accessing our transitional housing facility based on their lifestyle, culture, or race.

b. Advertising and Promotion Strategies

• Host Themed Events That Catch Attention.
• Tap Into Text Marketing.
• Use FOMO to Run Photo Promotions.
• Share Your Events in Local Groups and Pages.
• Turn Your Social Media Channels Into a Resource
• Develop Your Business Directory Profiles
• Build Relationships With Other Nonprofits and related organizations in our Area

i. Traditional Marketing Strategies

• Marketing through Direct Mail.
• Print Media Marketing – Newspapers & Magazines.
• Broadcast Marketing -Television & Radio Channels.
• OOH, Marketing – Public Transits like Buses and Trains, Billboards, Street shows, and Cabs.
• Leverage direct sales, direct mail (postcards, brochures, letters, fliers), print advertising (coupon books, billboards), and referral (also known as word-of-mouth marketing).

ii. Digital Marketing Strategies

• Social Media Marketing Platforms.
• Influencer Marketing.
• Email Marketing.
• Content Marketing.
• Search Engine Optimization (SEO) Marketing.
• Affiliate Marketing
• Mobile Marketing.

iii. Social Media Marketing Plan

• Start using chatbots.
• Create a personalized experience for our customers.
• Create an efficient content marketing strategy.
• Create a community for our audience.
• Gear up our profiles with a diverse content strategy.
• Use brand advocates.
• Create profiles on the relevant social media channels.
• Run cross-channel campaigns.

c. Pricing Strategy

When working out our pricing strategy, Royal Court® Transitional Housing Facility, Inc. will make sure it covers upkeep, premium, economy or value, and full package for each resident. All our pricing strategies will reflect;

• Cost-Based Pricing
• Value-Based Pricing
• Competition-Based Pricing.

Sales and Distribution Plan

A. sales channels.

Our channel sales strategy will involve using partners and third parties—such as referral partners, affiliate partners, religious organizations, nonprofit organizations, and charities to help refer homeless people to us.

Royal Court® Transitional Housing Facility, Inc. will also leverage the 4 Ps of marketing which are place, price, product, and promotion. By carefully integrating all these marketing strategies into a marketing mix, we can have a visible, in-demand service that is competitively priced and promoted to our customers.

b. Inventory Strategy

The fact that we will need toiletries, and foodstuffs per time mean that Royal Court® Transitional Housing Facility, Inc. will operate an inventory strategy that is based on a day-to-day methodology for ordering, maintaining, and processing items in our warehouse. We will develop our strategy with the same thoroughness and attention to detail as we would if we were creating an overall strategy for the business.

Royal Court® Transitional Housing Facility, Inc. will make sure we work with “Just-in-time (JIT) inventory” – (JIT involves holding as little stock as possible, negating the costs and risks involved with keeping a large amount of stock on hand.)

c. Payment Options for Customers

Here are the payment options that Royal Court® Transitional Housing Facility, Inc. will make available to her clients and donors;

• Payment via bank transfer
• Payment with cash
• Payment via credit cards
• Payment via online bank transfer
• Payment via check
• Payment via mobile money transfer

d. Return Policy, Incentives, and Guarantees

At Royal Court® Transitional Housing Facility, Inc., we offer services, and the nature of services we offer does not accommodate return policy, but we guarantee to carry out exceptional services.

e. Customer Support Strategy

Our customer support strategy will involve seeking customer feedback. This will help us provide excellent customer service to our patrons. We will work with an effective CRM software to be able to achieve this. Regularly, we will work towards strengthening our Customer Service Team and also Leverage Multi-Channel Servicing as part of our customer support strategy.

Operational Plan

We plan to expand our revenue by 25 percent in the second year and the plan will include a marketing, sales, and operations component. The operations component of the plan would include attracting grants and fundraising strategies that will enable the firm to boost our service offerings and support revenue growth.

a. What Happens During a Typical Day at a Transitional Housing Facility?

• The facility is open for the day
• The facility is cleaned and prepared for the day’s activities
• Services are carried out
• The facility is closed for the day

b. Production Process

There is no production process when it comes to Transitional Housing.

c. Service Procedure

The service procedure of a Transitional Housing facility starts with screening and proper documentation of residents. Once that is done, the residents are taken through different rehabilitation and reintegration programs. The task is assigned and monitored.

Transitional housing is temporary housing for certain segments of the homeless population, including working homeless people who are earning too little money to afford long-term housing. Transitional housing is set up to transition residents into permanent, transitional housing.

d. The Supply Chain

Royal Court® Transitional Housing Facility, Inc. will rely on charities, religious organizations, and government agencies in our city to refer homeless people to us.

e. Sources of Income

Royal Court® Transitional Housing Facility, Inc. will make money from;

• Fees paid by residents
• Contributions from our partners and donors
• Grants from government agencies and charity organizations
• Community support.

The cost to live in our transitional Housing varies and it will range from about $450 to over $750 per month.

Financial Plan

A. amount needed to start your transitional housing.

Royal Court® Transitional Housing Facility, Inc. would need an estimate of $1.6 million to successfully set up our transitional housing facility in the United States of America. Please note that this amount includes the salaries of our staff for the first month of operation.

b. What are the Costs Involved?

• Business Registration Fees – $750.
• Legal expenses for obtaining licenses and permits – $7,300.
• Marketing, Branding and Promotions – $5,000.
• Business Consultant Fee – $2,500.
• Insurance – $5,400.
• Rent/Lease – $5500,000.
• Other start-up expenses include commercial satellite TV subscriptions, stationery ($500), and phone and utility deposits ($2,800).
• Operational Cost (salaries of employees, payments of bills et al) – $40,000
• Start-up inventory – $15,000
• Store Equipment (cash register, security, ventilation, signage) – $4,750
• Furnishing and Equipping – $280,000
• Website: $600
• Opening party: $3,000
• Miscellaneous: $2,000

c. Do You Need to Build a Facility? If YES, How Much will it cost?

Royal Court® Transitional Housing Facility, Inc. will not build a new facility for our transitional housing; we intend to start with a long-term lease and after 5 years, we will start the process of acquiring our own facility.

d. What are the Ongoing Expenses for Running a Transitional Housing?

• Cost of stocking up supplies such as toiletries and beddings et al
• Facility remodeling
• Utility bills (gas, internet, phone bills, signage and sewage et al)
• Salaries of employees

e. What is the Average Salary of your Staff?

• Head of Transitional Housing (President) – $45,000 Per Annum
• Transitional House Manager (Administrator) – $36,034 Per Annum
• Facility Manager – $29,660 Per Annum
• Fundraiser – $36,500 Per Annum and based on target
• Account Officer – $35,000 Per Annum
• Front Desk Officer – $28,000 Per Annum
• Cleaners – $22,000 Per Annum
• Security Guard – $22,000 Per Annum

f. How Do You Get Funding to Start a Transitional Housing?

• Raising money from personal savings and sale of personal stocks and properties
• Raising money from investors and business partners
• Sell shares to interested investors
• Applying for a loan from your bank/banks
• Pitching your business idea and applying for business grants and seed funding from the government, donor organizations, and angel investors
• Source for soft loans from your family members and friends.

Financial Projection

A. how much should you charge for your service.

At Royal Court® Transitional Housing Facility, Inc. our rental fee will be between $450 and $750 per month, depending on the type of room. But it is important to note that we will make our facility free of charge especially when we can attract enough grants and funds from donors.

b. Sales Forecast?

• First Fiscal Year (FY1): $250,000
• Second Fiscal Year (FY2): $450,000
• Third Fiscal Year (FY3): $550,000

c. Estimated Profit You Will Make a Year?

Royal Court® Transitional Housing Facility, Inc. will operate as a nonprofit organization.

d. Profit Margin of a Transitional Housing Product/Service

Royal Court® Transitional Housing Facility, Inc. is designed not to make profits hence we don’t have a profit margin for our services.

Growth Plan

A. how do you intend to grow and expand .

Royal Court® Transitional Housing Facility, Inc. will grow our Transitional Housing by first opening other outlets in key cities in the United States of America within the first five years of establishing the business and then will start selling franchises from the sixth year.

b. Where do you intend to expand to and why?

Royal Court® Transitional Housing Facility, Inc. plans to expand to;

• New York City, New York
• Los Angeles, California
• San Jose California
• Santa Clara County, California
• San Diego California
• San Franisco, California
• King County, Washington
• Seatle, Washington
• Tacoma, Seatle
• Chicago, Illinois.

The reason we intend to expand to these locations is the fact that available statistics show that the cities listed above have the highest number of homeless people in the United States. California has over 161,548 homeless people.

The founder of Royal Court® Transitional Housing Facility, Inc. plans to exit the business via merger and acquisition. We intend to merge with an international charity organization that has a world spread so that the management of the company can be placed under a trusted hand when the founder retires.

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