HomeMy WebLinkAbout2023-05-08 D02 Waukee Area Christian Services Report
Social Services Needs
and Shared Solutions
in the City of Waukee
Presented to the
City of Waukee
For the City's May 2023
Planning Session
Presented By:
PARTNERING
FOR A
HEALTHY
COMMUNITY
2
Contents
Executive Summary ................................................................................................................................................................. 3
Our Impact ............................................................................................................................................................................ 3
Our Challenge ...................................................................................................................................................................... 3
Your Support ........................................................................................................................................................................ 4
WACS Overview....................................................................................................................................................................... 5
Agency Purpose ................................................................................................................................................................... 5
Mission................................................................................................................................................................................... 5
History .................................................................................................................................................................................... 5
Services ................................................................................................................................................................................. 6
Points of Differentiation ...................................................................................................................................................... 6
Client Demographics .......................................................................................................................................................... 6
Our “Typical” Client ............................................................................................................................................................. 7
National Trends, Local Impact ........................................................................................................................................... 7
Revenue and Funding Streams ......................................................................................................................................... 8
Area Social Service Agencies Analysis ................................................................................................................................. 9
Research Study ..................................................................................................................................................................... 9
Agency Locations ................................................................................................................................................................ 9
Affiliations ............................................................................................................................................................................. 9
Services ............................................................................................................................................................................... 10
Funding Models ................................................................................................................................................................. 11
Space Needs .......................................................................................................................................................................... 12
Current Site ......................................................................................................................................................................... 12
Space Needs Assessment ................................................................................................................................................ 12
Current Site Deficiencies .................................................................................................................................................. 13
Barriers to Planned Growth .............................................................................................................................................. 13
Facility Requirements ........................................................................................................................................................ 14
APPENDIX I: ............................................................................................................................................................................ 15
Area Social Services Agencies Comparative Study ..................................................................................................... 15
APPENDIX II: ........................................................................................................................................................................... 25
Waukee Area Christian Services Space Needs Analysis ............................................................................................. 25
3
Executive Summary
Since Waukee Area Christian Services (WACS) launched in 2005, the City of Waukee has been supportive of
our work to serve immediate needs and create connections to build lifelong wellness in the community.
As Waukee’s population grows closer to the threshold for requiring city-supported social services, we’re
committed to partnering to reliably and compassionately deliver those services. As city leadership prepares for
the future, we want to provide a clear picture of the need experienced by Waukee residents, our impact to the
community, the space challenges we’re currently facing, and how we hope to partner with the city to overcome
that challenge.
Our Impact
As you can imagine, 2022 was an extremely busy year for the agency, with record demand set for nearly all
of our services. Despite the dramatic increase in client volume, we were able to serve those needs through
our five part-time staff who were supported by more than 780 volunteers who donated more than 12,800
hours of their time to serve our community.
FOOD PANTRY
➢ 859 individuals served monthly through our food pantry (70% increase)
➢ 2,602 individuals served through our rescue food Anytime Room (75% increase)
➢ 480 Thanksgiving and Christmas bonus meals provided
MEDICAL CLINIC
➢ 221 patient visits to free clinic (59% increase)
CLIENT ASSISTANCE
➢ 329 families assisted with outside services and general support (28% increase)
➢ 84 families received emergency financial assistance or were served through eviction prevention
programming
SCHOOL CHILDREN SUPPORT
➢ 1,279 students received weekend snack packs each month (122% increase)
➢ 309 students received required school supplies (29% increase)
Our Challenge
This significant increase in demand across our services amplified our space constraints, with our clients,
volunteers, and staff feeling the impact. Our current facility limits our ability to optimize service delivery
and to add new services.
Last year, our Board of Directors approved two strategic initiatives to prepare us to meet the future needs
of the community:
SPACE NEEDS ANALYSIS
We partnered with Pelds Design Services to conduct a comprehensive needs assessment, with a goal of
understanding the square footage, layout, and facilities features needed to adequately meet the future
demand for our services from a growing community.
Through this work we learned the ideal space for our organization includes 20,000 square feet of space,
parking for approximately 55 vehicles, and is easily accessible to those we serve. The analysis includes
detail on features needed to support delivery of our services, create a client-centered workflow, and
appropriately care for our staff and volunteers.
4
AREA SOCIAL SERVICES COMPARATIVE STUDY
We partnered with Canary Consulting Group to conduct interviews with the leaders of several area
agencies that deliver the same or similar services as Waukee Area Christian Services. These conversations
helped us better understand the landscape of agencies including services offered and demand for those
services, the agency’s funding streams, and general community support.
Through this work, we learned that nearly two thirds of comparable agencies receive city funding that fully
offsets the cost of rent and facilities expense.
Your Support
As our community grows, we hope to continue to deepen our relationship with the City of Waukee to meet
the needs of our residents through mission-aligned services. Space is by far our largest constraint, and
your support in securing a space for us to serve is critical to our long-term success and sustainability.
We’re grateful that in our first 18 years, we’ve enjoyed free rent from a local church, allowing us to dedicate
100% of our fundraising efforts to delivering our services. We’re unable to further expand in this borrowed
space. However, we need to significantly expand our facilities footprint to serve our clients well.
Long-term, we’d love the opportunity to relocate our agency to city -owned facilities and for the city to
offset property management expenses in that space. However, we understand that you may not have
space available until the planned Waukee City Campus becomes a reality.
In the interim, our board is interested in exploring opportunities for moving into leased space to meet our
most immediate needs. If the city is willing to offset this expense, we can continue our focus on serving the
Waukee community.
Grateful for your continued partnership,
Melissa Stimple
Executive Director
5
WACS Overview
Agency Purpose
Waukee Area Christian Services (WACS) brings our community together to offer supplemental food, clothing,
medical services and other essentials to people needing a little extra help.
WACS is the largest social services agency in Waukee and serves more than 2300 unduplicated individuals in
more than 760 unique households annually in its food panty alone. Throughout the year, we have more than
60,000 moments of impact where Waukee residents benefit from our wide array of services.
Mission
We serve people’s immediate needs and
create connections that encourage lifelong wellness.
History
WACS was launched in 2005 when eight Waukee churches decided to work together to address food
insecurity in Waukee. Over time, we added a variety of other services to meet the needs of the community. In
addition to serving the city of Waukee, we expanded our reach in recent years, and most WACS services are
now available to all Dallas County residents.
Today, the WACS board includes active representation from each of the eight founding churches and other at-
large members with specific expertise from within our service area.
Throughout our 18-year history, our services have been available to anyone in need. Though our mission is
rooted in our faith, there’s no faith requirement for clients to receive services. Waukee Area Christian Services
never discriminates on the basis of race/ethnicity, color, national origin, sex, disability, veteran status, political
beliefs, religion, sexual orientation, or age in the administration of its admissions policies or other agency -
administered programs.
2005 FOOD PANTRY
Founded in partnership with 8 Waukee churches
2008 FREE CLINIC
Joined forces with Free Clinics of Iowa
2009 COMMUNITY GARDEN
Led by local master gardeners to provide direct access to fresh produce
2016 CLIENT ADVOCACY
Provided 1:1 client navigation through the complex network of social services
2020 DWELLING PLACE
Focused on eviction prevention and housing stabilization
2022 CLOTHING CLOSET
Folded Dallas County Closet's operations into WACS
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Services
We support clients by delivering five programs with sixteen unique services. In addition to the list below, we
have a 10-year strategic plan which we review annually and incorporate the changing needs of our clients and
the community.
FOOD
Food Pantry
Community
Garden
Seasonal Food
Programs
Food Rescue
Anytime Food
Weekend Snack
Packs
CLOTHING
Kids Clothing
Closet
Seasonal Clothing
SHELTER
Eviction Prevention
Emergency
Assistance
HEALTH
Medical Care
Specialty Care
School Health Fair
CONNECTION
Client Advocacy
Holiday Gift
Program
School Supplies
Connection and
Events
Points of Differentiation
When compared to other local social services agencies, WACS delivers a broader range of programming
areas than any other agency (see Area Social Services Agencies analysis below), closely followed by West Des
Moines Human Services1 and the Urbandale Community Action Network (UCAN)2. This includes three services
not often seen in similar nonprofits:
➢ Client Advocacy: We act as champions to address client concerns by assessing needs, helping with
benefits applications, providing referrals, and helping people navigate the complex network of social
services.
➢ Eviction Prevention: The Dwelling Place program helps housing insecure clients stay in their homes by
temporarily offsetting rent expense, allowing families to create a financial safety net through savings,
financial literacy training, peer mentorship, and goal setting under the direction of a case worker. Every
client served by Dwelling Place remains in stable housing, and one family was even able to purchase a new
home of their own.
➢ Specialty Medical Care: WACS not only offers general medical care through Free Clinics of Iowa, but
also delivers medical specialty care, including chiropractic care and physical the rapy. Over time, WACS
plans to expand specialty care programming to meet the diverse needs of their clients.
1 West Des Moines Human Services is a department of the City of West Des Moines.
2 A majority of UCAN programs are focused on student services and senior support.
Client Demographics
WACS clients are racially diverse and speak at least a dozen different languages, most commonly English,
Spanish, Arabic, Hindi, Swahili, and Tigrinya. We serve mostly families with an average of two kids per
household, so children ages 0-17 make up the largest number of people benefitting from WACS services.
7
Our “Typical” Client
An analysis of WACS client intake data paints a picture of the types of clients who most frequently use our
services. Most typically, we serve middle aged adults with families who are employed and renting a home. Our
typical client visits the pantry four times per year and is not eligible to receive government food assistance.
National Trends, Local Impact
Waukee is a safe, welcoming community with excellent schools and amenities. Although it’s desirable to live
here, there is evidence of need in our county and our community. Through our services, WACS fills the gap in
making our community accessible to the people who live, work, and play here.
Many communities across the country are struggling with this gap in affordability, and this is how we’re
impacted in Waukee:
➢ Inflation is outpacing wage growth. The US Bureau of
Labor Statistics cites that core inflation for the last 12 months
ending in March 2023 was 5.6%, but wage growth trailed at
4.2% for the same period. Families need to stretch their
dollars further, which leads to increased use of our services.
Many employers are managing costs by reducing hours,
which compromises our clients’ ability to earn. That shortfall
leaves limited income for the basics of rent, utilities,
transportation, and day care. The families we serve have little
disposable income for expenses such as food and clothing .
➢ Affordable housing is a priority. According to the US
Department of Housing and Urban Development (HUD), the
Des Moines/West Des Moines metro fair market rent area
experienced a 14.9% increase over the prior year for a two -
bedroom apartment, which is higher than the national
average. As housing costs increase, our clients are at greater
risk of needing our services.
Increased housing costs typically have observable impact to food insecurity. According to the Des Moines
Area Religious Council (DMARC), the Food Pantry Network set a new record for the number of people
assisted in the month of March, reaching 19,410 families seeking out food assistance. In March, a record
1,456 first-time visitors used the DMARC Food Pantry Network. April 4 was the second highest single day
ever in the 47-year history of the network. WACS ranked 7th highest service volume in the data network,
nearly even with West Des Moines Human Services.
➢ State assistance is at risk. For example, Supplemental Nutrition Assistance Program (SNAP) benefits
increased during COVID, but food and other government assistance have dropped significantly since
then, and this trend is expected to continue.
In the first quarter of 2022, we served an average of 207 families per month. After SNAP benefits were
significantly reduced in April, we served an average of 301 families per month, a 69% increase. For many
SNAP recipients, the monthly allotments decreased from $250/month in March to as low as $23 per month
in April.
8
Revenue and Funding Streams
REVENUE GROWTH
Annual WACS revenue has grown steadily over the last decade. In parallel, the number of clients we’ve served
through our food pantry has increased significantly over this same time period.
We’ve proven to be good stewards of our resources and have matured our fundraising practices to address
growing client need:
• In 2017, we added an annual fundraising event to increase our ability to serve more clients
• In the midst of the COVID-19 pandemic in 2021, our revenue spiked, as families were incredibly generous
in response to people displaced from their work; at the same time, client visits temporarily decreased
because of the variety of federal and state resources available to those in need
• In 2022, the temporary spike in revenue and decrease in client visits returned to pre-COVID-19 trends; the
increase in household visits was particularly steep
When we move out of the donated space at Westview church, the cost of running WACS will permanently
increase to include the cost of rent unless the cost is offset via a gift from the City of Waukee.
FUNDING SOURCES
In our 2022-23 fiscal year, WACS received revenue from four primary sources; private fundraising (including
individual gifts, corporate gifts, and sponsorships), grants, church support, and financial support from the
City of Waukee.
Aside from private fundraising, grants are our next largest source of revenue. In the interest of long -term
sustainability, our fundraising strategy includes expanding grant identification beyond the borders of Waukee.
Specifically, this means exploring opportunities within Dallas County and across the state.
When WACS was launched, it was funded by a
small monthly donation from each of the eight
founding churches. In the years since, we’ve
matured our philanthropy footprint. Today, our
founding churches’ direct financial support
represents only 8% of our total funding.
Last year’s financial support from the City of
Waukee represented 4% of our operating
budget; however, this doesn’t offset WACS
operating expenses. Instead, those funds are a
pass-through disbursement to Waukee clients for
emergency financial assistance.
0
500
1000
1500
2000
2500
3000
3500
CLIENT GROWTH
(Household Visits to the Food Pantry)
$-
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
$450,000
$500,000
REVENUE GROWTH*
9
Area Social Service Agencies Analysis
Research Study
WACS keeps current with local social services trends by actively reaching out to peers for networking,
information, and mutual support. Assessing the services and approaches of other social service agencies is not
new to WACS, but it has been a formal area of strategic focus this fiscal year.
To analyze local social services agency programs, client volume, and funding, WACS interviewed the leaders of
eight other agencies in cities near Waukee. For a more detailed review of city demographics and agency capabilities,
see Appendix I: Area Social Services Agencies Comparative Study.
Agency Locations
Each of the agencies in our study provides services to families outside of their geographical footprint. Some
providers also have very specific programming – such as emergency financial assistance – which are only
offered to residents of the specific city they serve.
1 - Adel Good Samaritan Food Pantry
2 - Ankeny Service Center
3 - Clive Community Services
4 - Grimes Storehouse
5 - Johnston Partnership
6 - Urbandale Food Pantry
7 - Urbandale Community Action Network (UCAN)
8 - Waukee Area Christian Services (WACS)
9 - West Des Moines Human Services
Affiliations
All agencies in our study are
associated with either the
Food Bank of Iowa or with
DMARC.
Many agencies are affiliated
with both organizations.
The Des Moines Area Religious Council is
a food pantry network of 15 partner
organizations, as well as several affiliate
pantries who also receive food and data
management services.
The Food Bank of Iowa is a food
wholesaler that distributes goods
through a statewide partner network
which includes food pantries, meal sites,
shelters, schools, and other locations.
Adel Good Samaritan Affiliate Partner
Ankeny Service Center Partner
Clive Community Services Partner
Grimes Storehouse Affiliate Partner
Johnston Partnership Partner
Urbandale Food Pantry Partner Partner
UCAN Partner
Waukee Area Christian Services Affiliate Partner
WDM Human Services Partner Partner
A prolonged public disagreement between the Food Bank and DMARC interrupted food distribution to many
metro agencies. WACS was not significantly impacted by the stalemate between the two organizations;
however, the situation reinforced the need for careful risk mitigation around supply chain issues AND the need
to keep other overhead expenses low to ensure adequate operational funding in the event of an external
disruption.
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Food Pantry
Food delivered in partnership with DMARC, the Food Bank of Iowa,
or though pantry private sourcing and in-kind donations
⚫ ⚫ ⚫ ⚫ ⚫ ⚫ ⚫ ⚫ ⚫
Food Rescue/Anytime Food
Food rescued through relationships with Feeding America Partners
(if a member of Food Bank of Iowa) or local businesses; typically
distributed at any time without qualification or restriction
⚫ ⚫ ⚫ ⚫ ⚫ ⚫ ⚫ ⚫ ⚫
Youth Backpack/Break Food Programming
Youth food programming, including backpack programs for
evenings and weekends, food for extended school breaks, in-school
pantries or refrigerators, etc.
⚫ ⚫ ⚫ ⚫
Community Garden
Many pantries receive food from in-kind donations from local
community gardens or garden nonprofits; however, this refers to
gardens run by an agency as a permanent part of their services
⚫
Clothing
Year-round permanent programming to provide adult and/or youth
clothing
⚫ ⚫ ⚫ ⚫ ⚫
Free Medical Clinic
Medical services delivered in partnership with Free Clinics of Iowa ⚫ ⚫ ⚫
Emergency Financial Assistance
Benevolence funding and/or utility assistance to offset client
expenses on a short-term emergency basis
⚫ ⚫ ⚫ ⚫
Eviction Prevention
Longer-term housing programming designed to prevent families
from being evicted from their homes
⚫
Youth Mentoring
A wide variety of programming related to developing skills and
character development in youth
⚫ ⚫
English Language Learner (ELL) Programming
Programs designed to help non-English speakers learn the
language
⚫ ⚫ ⚫
Seasonal Programs
Programs may or may not be food related but occur only
occasionally throughout the year. Examples include holiday food,
holiday gifts, school supplies, winter coat drives, etc.
⚫ ⚫ ⚫ ⚫ ⚫ ⚫ ⚫
Handyman and Yard Services
A variety of services, typically targeted to seniors or people living
with a disability, to help them maintain their home.
⚫ ⚫ ⚫
Transportation
On-demand rides for critical needs such as medical appointments,
school/job appointments, etc.
⚫
Client Advocacy
Additional client care (beyond check-in) to help individuals and
families access the complex network of social services outside of the
agency. This includes informal needs assessments, information
sharing, referrals, education, basic counseling, etc.
⚫ ⚫
TOTAL 4 6 5 3 7 2 8 10 9
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Funding Models
A third of agencies receive no city funding; these are all smaller agencies with a smaller service area , programming footprint, and operational maturity.
Of the remaining six agencies, five receive funding to offset the cost of rent. WACS is the sixth and currently uses rent-free space at Westview Church.
Annual
Budget
City
Funding
County
Funding Grants Private
Fundraising
How City Funding
is Used
Adel Good Samaritan $146,885 0% 0% 2% 98% • No city funding received
• School district offsets rent expense
Ankeny Service Center Unknown 0% 0% Unknown Unknown • No city funding received
Clive Community Services $81,780 10%
11% 25% 54% • City funding of approximately $8K offsets rent
expense.
• The city plans to gift them a former city building in
the near future
Grimes Storehouse $77,000 0% 0% 2% 98% • No city funding received
Johnston Partnership $590,293 4% 3% 11% 82% • City funding of approximately $24K offsets rent
expense
Urbandale Food Pantry $900,000 8% 0% 4% 88% • City funding of approximately $40K offsets rent and
utility expenses
• The remaining funding is used for space
improvements and upkeep
UCAN $264,500 28% from city and county
funding sources
22%%
11% • City funding of approximately $60K offsets rent
expense of $12K annually (housed in a church)
• The remaining funding is used for operational
expenses
WACS $435,388 4% 0% 11% 85% • WACS does not pay rent at its current location
• City funding does not offset operational expenses;
funds are distributed directly to clients as
Emergency Assistance Funds
• City-provided emergency assistance funds are
distributed by WACS as a pass-through expense
without any administrative cost to the city
WDM Human Services $1,142,776 89% 0%
6%
5% • As a city-funded 170(c) department, the city offsets
the cost of:
o Facility
o Utilities
o Maintenance and improvements
o Furniture and equipment
o Pay and benefits for 9 staff
o All technology
o City emergency assistance funding
• The city does not offset the cost of
o Services delivered to non-WDM residents
o Goods (food, clothing, etc.) for service delivery
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Space Needs
Current Site
In 2021, WACS adopted a 10-year strategic plan focused on service delivery. Each year, we conduct an annual
strategic planning session to identify and prioritize critical work. When we consider our growth strategy, one
thing is clear: we’ve outgrown the free space provided by Westview Church in Waukee.
WACS's primary barrier to growth
- both in scope of services and client needs served -
is lack of access to adequate space.
WACS launched from the basement of Westview Church in
Waukee in 2005. At the time, the space suited our needs; it
supported early services and volume, it’s free, and we’ve had
maximum flexibility in building out the space within the
limitations of the building.
Over time, we received permission to use additional space in
the church’s basement, however:
• There is insufficient space to deliver more comprehensive
services with increased volume, and most certainly not
enough space to deliver some of the additional services
included in the WACS 10-year plan.
• The church was not built to deliver these types of services,
which leads to significant inefficiencies and navigation
issues for clients, staff, and volunteers.
Space Needs Assessment
Starting in FY 2022-23, WACS began work to better understand its long-term space needs. We:
• Formed a committee including people
outside of WACS with facilities and
development expertise
• Conducted a search to choose an
architecture and engineering firm
• Hired Pelds Design Services to conduct a
space study
• Toured the current 4230 sq. ft. space to
describe how it’s used and to understand
what building features are needed to
deliver each service in an ideal way
• Discussed the ideal flow between spaces
to support client service delivery and staff
efficiency
• Reviewed initial report and data from
Pelds and suggested adjustments
• Accepted Pelds’ final recommendation as
the basis for WACS space planning
Current
Space
4230 sq. ft.
Immediate
Needs
12,500
sq. ft.
Ideal Space
20,108
sq. ft.
'Immediate Needs' represents the space needed to
deliver current services well. 'Ideal Space' represents the
space needed to deliver all services defined in the WACS
10-Year Strategic Plan
13
Current Site Deficiencies
Pelds Design Services identified these deficiencies in the current location ; these are barriers to delivering
existing services at our current volume. If further unprecedented spikes in demand occur, the current grocery
space is NOT adequate.
Barriers to Planned Growth
These space constraints not only limit the volume and efficiency of delivering current services; they also
preclude WACS from adding new services included in the 10-Year Plan. Below are examples of the types of
services which are in alignment with the WACS mission yet cannot begin due to space constraints.
Access
•Limited handicap access
•Elevator isn't near the service area
•Client access is through the church entry; not direct to WACS
•No pallet drop space or ramp to receive goods
Flow •Service area isn't on the main floor
•No central client intake area
•Flow isn't intuitive; clients get 'lost' between services
Setup •No dedicated food rescue space (set up/tear down daily)
•No dedicated space for school backpack packaging
•No dedicated space for seasonal program assembly
Storage
•Not enough cooler/freezer space to manage pantry backstock
•Insufficient cooler space in the Anytime Room
•Clothing closet requires offsite collection and storage
•Storage is where WACS can find it, often not where it's needed
Size •Clinic space is undersized for its use
•Clothing closet is grossly undersized
•Staff office and meeting space is inadequate
Food
•No space to package
FOOD PANTRY
DELIVERY for seniors
and homebound
clients
•No space to store
and process items
needed to launch a
MOBILE FOOD
PANTRY
Clothing
•No space to accept,
launder, store, and
display ADULT
CLOTHING in our
clothing closet
Health
•No space to add new
SPECIALTY MEDICAL
CARE programs,
including vision,
dental, and other
medical services
•Insufficient space to
include SCREENINGS
and REFERRALS to
outside services such
as mental health,
counseling, or
substance abuse;
some of which would
ideally be offered by
external partners in
our space
Connection
•No meeting or
classroom space to
deliver
EDUCATIONAL
PROGRAMMING,
such as English
Language Learner
(ELL) or financial
literacy classes.
•No space to offer
new CO-LOCATED
PARTNERSHIPS
where other
nonprofits and
government services
can deliver onsite
assistance to WACS
clients.
14
Facility Requirements
Below is a synopsis of the facility features we’ll need to effectively deliver our existing services and those
outlined in our 10-year strategic plan to the Waukee community.
Our ideal facility is unified around a
‘hub and spoke’ model with a
centralized reception and client
check-in. Clients who receive
multiple services will return to the
reception area between visits to each
service area.
Administration
To balance collaboration and client
privacy, our team will be housed in a
combination of dedicated office
spaces and drop-in workstations
used by part time staff, key
volunteers, and visiting service
providers.
An employee and volunteer
breakroom will provide a landing
spot for the hundreds of community
members who serve at WACS.
Receiving, Donation
Processing, and Storage
At least 270 tons of food, clothing, and other donations must be processed through our facility each year, so
efficient material handling is key to our success. Needed features include:
• A loading dock
• Grocery receiving area, processing, and storage for backstock items
• Food rescue receiving area, processing, and preparation for outbound delivery of excess perishable food
• Cold storage for the pantry and anytime room, including ample refrigeration and freezer space
• Clothing receiving area, commercial laundering, clothes storage, and preparation for outbound delivery
of damaged, excess, or out of season clothing
• Warehouse space for longer-term storage across all service categories
• Storage areas near where items are used (for example, medical supplies stored in the free clinic)
Service Delivery
It’s critical to have space where we efficiently deliver our services. Just as important is our goal of providing a
safe, convenient, and welcoming space where our clients are met with the dignity and support they deserve.
The diagram above shows how the space can be configured in these ‘hubs’ to enable our planned and existing
services.
For a more detailed understanding of space requirements and intended uses, see Appendix II : Space Needs Analysis.
Conceptual
bubble diagram
courtesy of Pelds
Design Services
15
Area Social
Services Agencies
Comparative Study
Delivered in partnership with:
APPENDIX I:
16
Adel Good Samaritan
Food Pantry
Organization Information
Adel Good Samaritan Food Pantry Summary
Community Information
City: Adel, Iowa
Population: 6,276 (7/1/21 Estimate; US Census Bureau)
Households: 2230 / Avg. Size: 2.58
Language Other than English: 6.7%
Median Household Income: $67,440
Persons in Poverty: 7.9%
Organization History
• Received 501(c)3 status in 1983
• Faith-based organization started in collaboration with the Adel
Ministerial Alliance
• Physical location moved several times; currently located in space
provided by the Adel DeSoto Minburn School District for $1/year
Service Area No boundaries; city of Adel preferred.
Services
• Food Pantry (Food Bank of Iowa partner, DMARC affiliate)
• Food Rescue
• Anytime Food (distributed along with monthly pantry visit)
• School Backpack Program
Food Pantry Service Volume 331 unduplicated food pantry households, per NIFCAP 2022 data
Hours of Operation Mondays and Tuesdays 12 p.m. – 2 p.m.
Fourth Monday of the Month 5 p.m. – 6 p.m.
Estimated Annual Budget $146,885
City/County Relationship Limited; no funding provided by city
County Relationship Limited, no funding provided by county
Board of Directors 16 members
Staff 1 paid staff member (part-time)
17
Ankeny
Service Center
Organization Information
Ankeny Service Center Summary
Community Information
City: Ankeny, Iowa
Population: 70,287 (7/1/21 Estimate; US Census Bureau)
Households: 25,591 / Avg. Size 2.57
Language Other than English: 6.8%
Median Household Income: $92,959
Persons in Poverty: 4.2%
Organization History
• Launched in 2003
• Filled the gap when United Way left Ankeny around 2009
• Was co-located with a number of nonprofits in the school district-owned
Neveln Center until the school needed the space
• Recently leased a building and will be co-locating other nonprofit
human service agencies (currently shared with Impact)
• Current executive director has been with the organization about 2 years
Service Area Holiday Program (Ankeny only)
Other Services (Prefer Polk County but generally don’t turn people away)
Services
• Food Pantry (Food Bank of Iowa Partner)
• Food Rescue
• Anytime Food (partnership with IMPACT)
• Seasonal Food Programs (Holiday)
• Emergency Financial Assistance (Light Programming)
• Transportation
• Durable Medical Equipment
• Lawncare and Snow Removal
• Household Repairs
Food Pantry Service Volume Unduplicated food pantry households not available
Hours of Operation Weekdays 9 a.m. – 1 p.m.
Estimated Annual Budget Unknown
City Relationship Limited; no funding provided by city
County Relationship Solid relationship; have historically received grants
Board of Directors 17 members
Staff 3 paid staff members (full and part-time)
18
Clive Community
Services
Organization Information
Clive Community Services Summary
Community Information
City: Clive, Iowa
Population: 18,814 (7/1/21 Estimate; US Census Bureau)
Households: 6,959 / Avg. Size 2.63
Language Other than English: 15.4%
Median Household Income: $114,905
Persons in Poverty: 3.2%
Organization History • Received 501(c)3 status in 2014
• Opened to provide services in 2016
Service Area No boundaries
Services
• Food Pantry (DMARC)
• Anytime Food
• Medical Clinic (Free Clinics of Iowa Member)
• Clothing Closet
• English Language Learning (ELL) Classes
Food Pantry Service Volume 439 unduplicated food pantry households, per NIFCAP 2022 data
Hours of Operation Mondays 4 p.m. – 7 p.m.
Fridays 9 a.m. – 12 p.m.
Estimated Annual Budget $87,780
City Relationship
• The first iteration of the Board included a city council member
• The city reserves space for Clive Community Services in the monthly
newsletter that accompanies utility bills
• The City Manager volunteers at the pantry monthly and council
members stop in regularly to catch up
• The city awards Clive Community Services $8,000 annually
• The city is interested in potentially providing space for Clive Community
Services at the Harbach Center in the future, which would replace the
annual $8,000 in funding
County Relationship • The county provides a match for the $8,000 in city funding annually
Board of Directors 11 members
Staff 1 paid staff member (part-time)
19
Grimes
Storehouse
Organization Information
Grimes Storehouse Summary
Community Information
City: Grimes, Iowa
Population: 15,949 (7/1/21 Estimate; US Census Bureau)
Households: 5,736 / Avg. Size 2.59
Language Other than English: 9.4%
Median Household Income: $90,456
Persons in Poverty: 6.8%
Organization History
• Started in the Grimes Methodist Church in 2000 by a faith-based
volunteer senior group
• Moved to current location 3 years ago.
Service Area
Primarily Grimes with limited visits from families who reside in Perry,
Granger, or Dallas Center (they serve these families and direct them to
their appropriate pantry for future services)
Services
• Food Pantry (DMARC Affiliated/Food Bank of Iowa Partner)
• Food Rescue
• Anytime Food
• Seasonal Food Program
• Community Garden (Church Partnership)
Food Pantry Service Volume 199 unduplicated food pantry households, per NIFCAP 2022 data
Hours of Operation
Tuesdays 9:30 a.m. – 11:30 a.m.
Thursdays: 9:30 a.m. – 11:30 a.m.
Open 5:30 p.m. – 7:30 p.m. the first and second Tuesdays of the month
Estimated Annual Budget $77,000
City Relationship
• City Council Member sits on Grimes Storehouse board of directors
• City of Grimes does not provide funding for the organization (but
does provide funding for Grimes Volunteer Senior Services, another
local nonprofit)
County Relationship • Limited; no funding provided by county
Board of Directors 8 members
Staff No paid staff; volunteer-run organization
20
Johnston
Partnership
Organization Information
Johnston Partnership Summary
Community Information
City: Johnston, Iowa
Population: 9,256 (7/1/21 Estimate; US Census Bureau)
Households: 5,736 / Avg. Size 2.5
Language Other than English: 12.1%
Median Household Income: $93,363
Persons in Poverty: 9.8%
Organization History
• Launched in 2002
• Started by a group of school nurses within the Johnston Community
School District; organization continues strong ties with the school
Service Area No boundaries
Services
• Food Pantry (DMARC partner)
• Food Rescue
• Anytime Food
• Backpack/School Program
• Youth Mentoring Program
• Seasonal Food Program
• Clothing Closet
• Emergency Financial Assistance
Food Pantry Service Volume 929 unduplicated food pantry households, per NIFCAP 2022 data
Hours of Operation
Tuesdays 9 a.m. – 1 p.m. / 4 p.m. – 6 p.m.
Thursdays 9 a.m. – 1 p.m.
Saturdays 9 a.m. – 1 p.m.
Estimated Annual Budget $590,293
City Relationship
• The city looks to the Johnston Partnership as a social services partner
and has asked them to participate in interviewing for key city staff
• The partnership submits a request for city funding annually; the city
typically provides around $25,000
• The city has expressed concern that The Partnership services
households from outside of Johnston, but this hasn’t resulted in
impacts to funding
County Relationship • Polk county provides approximately $20,000 in funding annually
Board of Directors 12 members
Staff 5 paid staff members (full and part-time)
21
Urbandale
Food Pantry
Organization Information
Urbandale Food Pantry Summary
Community Information
City: Urbandale, Iowa
Population: 45,923 (7/1/21 Estimate; US Census Bureau)
Households: 16,829 / Avg. Size 2.66
Language Other than English: 11.9%
Median Household Income: $100,589
Persons in Poverty: 5.9%
Organization History • Launched in 2008
• Began serving residents throughout Polk County in 2016
Service Area No boundaries.
Services
• Food Pantry (DMARC/Food Bank of Iowa Partner)
• Food Rescue
• Anytime Food
Food Pantry Service Volume 4523 unduplicated food pantry households, per NIFCAP 2022 data
Hours of Operation
Mondays 9:30 a.m. – 6:30 p.m.
Tuesdays 9:30 a.m. – 6:30 p.m.
Wednesdays 9:30 a.m. – 6:30 p.m.
Thursdays 9:30 a.m. – 6:30 p.m.
Saturdays 8:00 a.m. – 12:00 p.m.
Estimated Annual Budget $900,000
City Relationship
• Executive director meets regularly with the Mayor and has
relationships with city council members
• City provides funding via grants to offset the cost of rent and some
building upkeep and improvements; support has increased as space
has increased
• City is nearing the threshold to provide services and has initiated a
study which will likely result in the need for increased partnership with
another local nonprofit - UCAN
County Relationship • Limited; no funding provided by county
Board of Directors 13 members
Staff 4 paid staff members (full and part-time)
22
Urbandale Community
Action Network (UCAN)
Organization Information
Urbandale Community Action Network Summary
Community Information
City: Urbandale, Iowa
Population: 45,923 (7/1/21 Estimate; US Census Bureau)
Households: 16,829 / Avg. Size 2.66
Language Other than English: 11.9%
Median Household Income: $100,589
Persons in Poverty: 5.9%
Organization History • Launched in 2001; services added/removed over the years
• New Executive Director starting May 2023
Service Area
• Urbandale + Windsor Heights (Transportation)
• Anyone (Mobile Food Pantry)
• Urbandale Only (All Other Services)
Services
• Mobile Food Pantry (Food Bank of Iowa Partner)
• Limited Rescue/Anytime Food
• Snack Pack Program (via Food Bank of Iowa)
• Spring Break/Summer Food Programs
• Metro West Learning Academy Support (Food/Personal Care Items,
Holiday Support, Incentives, Graduation Party)
• After School Programs (Boys 4th-5th Grade & Whiz Kids)
• School Supply Program
• English Language Learning (ELL) Mentorship
• Teacher Support
• Winter Wear for Kids
• Holiday Helping Hands
• Jurene’s Dream Birthday Club
• Senior Services (Transportation, Grocery Shopping, Yard Work,
Meals, Seasonal Gift Baskets, Santa for Seniors)
• Weekly Conversation Circle (Afghan Women)
Food Pantry Service Volume Household data unavailable; the majority of food is distributed via a
mobile food pantry delivered through the Food Bank of Iowa
Hours of Operation • Various by Service
• Mobile Food Pantry is 3 Days/Week at Different Locations
Estimated Annual Budget $264,500
City Relationship
• City provides $60,000 annually ($12,000 for rent, remainder for
general operations)
• City is nearing the threshold to provide services and has initiated a
study which may result in increased partnership with another local
nonprofit – Urbandale Food Pantry
County Relationship • Polk County grants $18,000 - $25,000 annually
Board of Directors 6 members
Staff Executive Director + 10-15 hrs./week part-time help
23
Waukee Area
Christian Services
Organization Information
Waukee Area Christian Services Summary
Community Information
City: Waukee, Iowa
Population: 26,495 (7/1/21 Estimate; US Census Bureau)
Households: 9,289 / Avg. Size 2.52
Language Other than English: 10.6%
Median Household Income: $101,138
Persons in Poverty: 4.8%
Organization History
• Launched as a faith-affiliated nonprofit in 2005 as a partnership
between eight Waukee churches
• In 2021 the organization became a standard nonprofit
• Board is made up of representatives from member churches; however,
there are no faith requirements to receive services
Service Area
• No boundaries
• City-provided Emergency Assistance funding is only available to
residents of Waukee
Services
• Food Pantry (DMARC Affiliated/Food Bank of Iowa Partner)
• Food Rescue
• Anytime Food
• Backpack/School Program
• Seasonal Food Program
• Medical Clinic (Free Clinics of Iowa Member)
• Clothing Closet
• Housing Assistance
• Emergency Financial Assistance
• Client Advocacy
Food Pantry Service Volume 766 unduplicated food pantry households, per NIFCAP 2022 data
Hours of Operation
Mondays 12:00 p.m. – 6:00 p.m.
Tuesdays 9:00 a.m. – 3:00 p.m.
Wednesdays 9:00 a.m. – 3:00 p.m.
Thursdays 9:00 a.m. – 3:00 p.m.
Saturdays 9:00 a.m. – 11:00 a.m.
Estimated Annual Budget $435,388
City Relationship
• Executive director has a positive relationship with the Mayor and city
council; she presents regularly
• City has partnered with the organization to deliver emergency financial
assistance dollars to the community
• Historically, the city has provided smaller amounts of money to the
organization for general support and specific projects
County Relationship Limited; no funding provided by county
Board of Directors 8 members + 2 at large members
Staff 5 paid staff members (all part-time)
24
West Des Moines
Human Services
Organization Information
West Des Moines Human Services Summary
Community Information
City: West Des Moines, Iowa
Population: 69,792 (7/1/21 Estimate; US Census Bureau)
Households: 30,775 / Avg. Size 2.19
Language Other than English: 13.6%
Median Household Income: $76,564
Persons in Poverty: 6.6%
Organization History West Des Moines Human Services is organized as a 170(c) (not a 501(c)(3))
based on their affiliation with the City of West Des Moines.
Service Area No boundaries except for services funded by the City of West Des Moines
(those are only provided to households in West Des Moines)
Services
• Food Pantry (DMARC/Food Bank of Iowa Contract)
• Food Rescue
• Anytime Food
• Seasonal Programs
• Medical Clinic (Free Clinics of Iowa Member)
• Clothing Closet
• Emergency Financial Assistance
• Utility Assistance provided through LIHEAP
• Client Advocacy
Service Volume 986 unduplicated food pantry households, per NIFCAP 2022 data
Hours of Operation
Mondays 8:30 a.m. – 3:00 p.m.
Tuesdays 8:30 a.m. – 3:00 p.m. and 4:30 p.m. – 6:30 p.m.
Wednesdays 8:30 a.m. – 12:00 p.m.
Thursdays 8:30 a.m. – 3:00 p.m.
Fridays 8:30 a.m. – 12:00 p.m.
1st Saturdays 9 a.m. – 12:00 p.m.
Estimated Annual Budget $1,142,776
City Relationship
• West Des Moines Human Services is the only pantry/social services
organization which is an official department of the city
• The city provides funding for staff, facilities, and technology. A
foundation provides additional funding for services which fund
services delivered without borders
County Relationship No funding provided by county
Board of Directors
Because of the city relationship, the organization does not have a formal
governing board, but instead has a 15-member advisory board made up of
members appointed by the Mayor and City Council
Staff 9 paid staff members (full and part-time)
25
APPENDIX II:
Waukee Area
Christian Services
Space Needs
Analysis
Delivered in partnership with:
26
April 5, 2023
Waukee Area Christian Services
1155 S.E. Boone Drive
Waukee, IA 50263
RE: Space needs assessment and programming
Melissa and Board,
Pelds Design Services is pleased to provide the attached space needs analysis for the Waukee Area
Christian Services facility. As you know, our team spent time with you and some staff members to
understand the existing spaces and their functions; to understand the deficiencies in the existing spaces;
discuss wants and needs to address those deficiencies; and discuss important adjacencies between the
spaces and their relationship to the exterior functions. Using the information gathered through these
steps, we provide a final recommendation as to the amount of space the WACS facility needs to function
into the future.
This analysis report is broken down into several sections to aid in understanding the need.
· Process. A summary of the process used to determine the results.
· Existing. An analysis of the existing space currently used by WACS.
· Proposed. An analysis of the needs and wants as revealed by you and the staff.
· Comparison. A chart putting the existing spaces next to the proposed spaces to easily identify
the need.
· Diagrams. Images to help visualize the need and identify the relationship between spaces and
exterior functions.
· Recommendation. A final recommendation based on the analysis done in the previous steps.
We hope this report helps WACS with their growth planning and will serve them for years into the
future.
Sincerely,
Daniel Willrich, AIA
Director of Architecture / Business development
Pelds Design Services
27
Process
The process for the space nee ds analysis begins with an understandi ng of the existing facilities and how
they function. Daniel Willrich met with Melissa Stimple and Julie Lins Robeson to discuss the existing
facility. This included a tour of the space currently occupied by WACS at Westview Church. Through the
tour, Daniel was able to better understand how WACS operates and see the shortcomings of the current
space.
Following the tour, Daniel and Melissa reviewed each space and discussed how it could be improved to
better serve the operation of WACS. That discussion also touched on the relationship of each space to
others to better improve flow for staff and clients.
After the building tour, Daniel used the information gathered to start anal yzing the data and develop the
report. A draft re port was created that was reviewed by Melissa and adjustments were made based on
her review and input.
The final draft including a recommendation was created and submitted for final approval and use by
WACS.
Existing
Waukee Area Christian Services is currently housed in the basement of Westview Church located at
1155 S.E. Boone Drive, Waukee, IA 50263. The gross total area occupied by WACS is 6,100 sf. This total
area includes circulation space, restrooms, and other incidental space that serve the entire facility. This
is different from the area shown in figure 2.0 because the spreadsh eet considers useable area by WACS
only. There is also an offsite space used for clothing donations, sorting, and storage.
The existing spaces in the church include:
Directors Office: 105 sf
Client Waiting: 289 sf.
Two offices: 84 sf and 95 sf
Cart corral: 33 sf
Program supply storage: 144 sf
Grocery: 334 sf
Grocery back stock:264 sf
Grocery processing and volunteer break area: 152 sf
Three patient rooms: 111 sf, 109 sf, and 109 sf.
Medical staff room: 101 sf
Patient waiti ng and reception: 326 sf.
Any Time Food room: 168 sf
Clothing Closet:248 sf at Westview
700 sf off site
Food rescue space: 862 sf
Storage areas: 405 sf at Westview
400 sf offsite at self-s torage facility
28
Community garde n: 1/8 acre
See figure 1.0 for the existing facility layout.
Deficiencies
Currently, all of WACS operations are in the baseme nt of Westview Church in Waukee. The overall flow
of the area used by WACS is not intuitive. Customers must find the space in the basement of the church
and make their way through the food pantry portion of the space before finding the waiting area and
staff that can help them. If a client needs a service other than the food pantry, such as the anytime
room, the clinic, or the clothing closet, they must find their way to another portion of the building. Of
course, staff is there to help clients find the appropriate area of the facility, but this takes staff away
from helping clients with more direct needs or completing other necessary tasks.
Because WACS is in the basement, they post an employee or volunteer inside the doors at the top of the
stairs to help clients find their way to WACS spaces. This uses a valuable resource that could be applied
elsewhere and be more useful to clients.
While the space is served by an elevator, it is at the opposite end of the building from where WACS
operates. This is inconvenient for clients and has resulted in some trying to navigate stairs when th ey
should be taking the elevator.
Office space is inadequate. The director’s office is not big enough to hold meetings with staff or donors.
Additionally, there are not enough offices for all of the staff that need one.
Grocery space is adequate as it is used today. However, there is not sufficient cooler or freezer space in
the back stock space. T here is also limited space for pallet drop in the back stock and processing area.
The Anytime space has limited cooler space for backstock. There is a need for additional cooler space
including a walk in cooler.
The clinic space is undersized for the use. The space allocated for clinicians to do their paperwork is not
large enough for the number of people. The medical staff work room also houses the majority of the
supplies which adds to the congestion of this room.
The clothing closet is grossly undersized. Currently the space in the church offers children’s clothing
only. During my visit, there were children’s coats on a rack in the hallway and Clinic. The donation
receiving, and sorting area is located offsite in a leased space.
In the current arrangement, WACS does not have dedicated space for the food rescue program. The
space they use is only available part time. V olunteers and staff must fully set up, then complete their
tasks and fully clear out of the space when done, using valuable time that could be allocated for other
duties.
There is no designated workspace for staff to assemble student sn ack packs, food packages, or other or
other seasonal program offerings.
Storage is currently placed wherever they can find space. Many storage locations are not adjacent to the
areas they support.
Immediate Facility Needs
29
The flow can be improved throu gh the layout of a new facility. Ideally, the layout would resemble a hub-
and-spoke layout where a client would enter a reception and waiting area directly from the front door
(hub). From there, the client could easily be directed by one of up to three greeters to any adjacently
located space offering th e service they require (spoke). Should they require multiple services, the client
would return to the hub to be directed to the next spoke they need to visit. The hub would also house
the staff spaces, so they are close to the entry and available to help clients quickly. See figure 2.0 for an
illustration of the hub-and-spoke layout as it relates to WACS.
Currently there are five staff members, including the director, who should have offices. Today there are
three staff offices in the space. In order to serve the current staff as well as future staff, a new facility
should include a minimum of six offices, one slightly larger for the director. These staff members require
an office because they have conversations with clients and perform tasks that require privacy. In
addition to the offices, a new space would include up to four workstations. WACS works with other
organizations such as WIC and LIHEAP to supplement the service WACS provides. Staff and volunteers
from these organizations would use the workstations on days when they are on site. Ideally, these
offices and workstations would be near the main entrance.
The shopping area for the grocery space is adequate today. However, the desire is to set up the space to
allow clients to shop on their own, then take their selections to a check-out and bagging area similar to
the way one would shop in a traditional grocery store. This approach is important to the staff at WACS in
order to preserve the client’s sense of dignity. In addition, an exit that Is separate from the entry would
be ideal.
The inventory/backstock space is currently part of the grocery space. Ideally, this would be a separate
space that is adjacent to the shopping area. Additionally, this room would have space for pallet drops.
Currently there is little backstock space for re frigerated and frozen items. A future this space should
include a 10’ x 12’ walk-in cooler and a 10’x12’ walk-in freezer.
Today, clients shop for their food monthly. A goal of WACS is to allow clients to shop for their food
weekly. Both the grocery and backstock areas need to be large enough to hold enough product to allow
for this change of philosophy. We would recommend a 20% increase in the size of both areas to
accommodate this change.
The Anytime program provides fo od for immediate consumption by clients. Because of this, there is a
larger need for refrigerated and freezer space. The current reach in refrigerators serve the need today,
but as WACS grows, an 8’x8’ walk-in cooler and a walk in freezer is needed. Ideally, the Anytime room
would be near a warehouse space, near the front of the building, and potentially have its own entrance.
The setup for this room could be similar to a concession stand where a client approaches a counter, and
a staff member retrieves the requested items.
The Food Rescue program receives perishable food from neighborhood grocery stores. WACS needs
space to sort, measure, and weigh the product. Once the food is sorted, it is moved to one of several
storage locations depending on use. Sorted product may be transported on pallets, so the destination
space needs to allow for pallet drops. WACS cu rrently uses space in the church’s young adult program
space. WACS has been allocated a corner for temporary occupancy, but when food arrives, they use
almost half of the young adult space. An ideal space would have direct access to the outside through an
exterior door large enough to allow pallets to pass. This entrance for foo d rescue would be separate
30
from the client entrance. The floor area would be sized to allow for pallet drop space and plenty of
tables for sorting and weighing.
The clinic needs to grow with WACS. Ideally, a new clinic space would include six patient rooms, a
supplies closet, a private restroom, and workspace for five people.
A multi-purpose work room is needed for major projects such as the assembling of backpacks for the
school supplies program, food boxes for the ho lidays and Christmas gifts for kids. This space would also
house a copier and office supplies.
The Clothing Closet is currently served by two separate spaces, one of them offsite. Ideally, a new space
would be large enough to offer clothing options for all ages, men, women, boys, and girls. The new
space would also have room to receive and sort donations, and commercial laundry equipment so
donations could be cleaned prior to going on the rack. A new space would provide 4 times the current
display space, 1500 sf for receiving and sorting and laundry.
WACS relies on volunteers to perform the majority of the work required to serve clients. A break room
for those volunteers and staff, large enough to accommodate 16 to 18 people, is necessary.
There is a community garden on site today. Ideally, any future location would also need to include a
community garden.
To ease the burden of clients, a new sp ace would have a drop off/pick up space that would be available
after hours. This could be a small vestibule where an exterior door is unlocked, but an interior door is
locked. That would allow a client to drop off or pick up items without gaining access to the entire facility.
Additional/Future Needs
WACS is a thriving non-profit that serves the needs of underprivileged people in the Waukee area. The
goal of WACS is to continue to add to the services they offer to the community to help move people to
self-sufficiency. Following are spaces that would be needed as WACS looks to the future and the new
services they coul d provide.
WACS would like to provide educational classes to clients. These could include ESL, financial literacy, and
more. To do this, a designated classroom would be needed.
A commercial kitchen so that WACS could provide prepared meals to their clients from time to time.
This kitchen could be used for cooking classes as well ; potentially using ingredients from the community
garden.
Because storage is so scattered today, and the storage needs for current and future uses is always
changing, a large warehouse space would be ideal to support all of the client spaces in a new facility.
This warehouse space should include a pull through loading/unloading area, and a pick-up canopy.
Spaces such as the grocery backstock and food rescue program could be integrated into this space over
time.
A large multi-purpose room is a wish list item that would offer WACS flexibility in the programs and
services they coul d offer. This space could easily be a warming center during a cold January weather
pattern.
31
See figure 2.0 for a spreadsheet of all current and future spaces.
Bubble Diagram
In an effort to begin to look at the area needed and the relationship of the spaces to each other, a
preliminary bubble diagram has been developed. This diagram is created without and particular
building or building shape in mind. The sole purpose is to graphically show the space nee ds and their
relationship to each other. See figure 3.0.
Conclusion/Recommendation
The existing space is inadequate for optimal operation and future expansion of services. Access is
inconvenient and cumbersome for some clients, especially those with physical disabilities. There is not
enough space for staff and volunteers to perform their duties. The existing space limits WACS’ ability to
expand their current services and to offer additional services.
In order for WACS to operate in an optimal way, they need a new facility. Ideally, a new facility would
have 20,000 to 21,000 square feet. The site would be large enough to accommodate the required
parking (approx. 55), vehicle and pedestrian circulation, and a 1/8 acre community garden. This would
give WACS enough space to expand their current offerings and provide new services.
At a minimum, a new facility would be 12,500 to 13,500 square feet but could be expanded to the ideal
area in the future.
32
33
Waukee Area Christian Services - Space Comparison and Program 03.14.2023
Space Current Area Immedeiate Need Additional /
Future Needs Adjacency Notes
Entry/Client Waiting 289 600 Front door (3) 8'x6' reception stations, seating for 12
Directors Office 105 120 Entry/waiting 10' x 12'
Staff office 1 84 100 Entry/waiting 10' x 10'
Staff Office 2 95 100 Entry/waiting 10' x 10'
Staff Office 3 100 Entry/waiting 10' x 10'
Staff Office 4 100 Entry/waiting 10' x 10'
Staff Office 5 100 Entry/waiting 10' x 10'
Workstation 1 64 Entry/waiting 8'x8'
Workstation 2 64 Entry/waiting 8'x8'
Workstation 3 64 Entry/waiting 8'x8'
Workstation 4 64 Entry/waiting 8'x8'
Break Room 200 Offices 10'x20' to accommodate 16 to 18 people
Work Room 150 Offices 10' x 15'
Cart Corral 33 33 Grocery
Backpack supply stoage 144 160 Warehouse 10% growth
Grocery 334 525 Entry/waiting, extrior 20% growth plus space for check out and bagging
Grocery Backstock 264 320 Grocery 20% growth
Walk-in Freezer 120 Grocery backstock 10'x12' in backstock
Walk-in Cooler 120 Grocery backstock 10'x12' in backstock
Grocery Processing 152 170 Grocery backstock 10% growth
Clinic Waiting 326 360 Entry/waiting 10% growth
Patient room 1 111 110 Clinic waiting
Patient room 2 109 110 Clinic waiting
Patient room 3 109 110 Clinic waiting
Patient room 4 110 Clinic waiting
Medical Staff Workroom 101 120 Clinic waiting
Anytime Room 168 185 Exterior 10% growth, dedicated entrance
Walk-in cooler'64 Anytime room 8'x8'
Clothing Closet 948 2,500 Entry/waiting 4 times current display space plus current offsite space
Food Rescue 862 950 Exterior 10% growth
Pick-up/drop off 64 Exterior 8'x8'
Multi-purpose room 2,500 Entry/waiting 50'x50'
Classroom 600 Entry/waiting 20'x30'
Kitchen 600 Multi-purpose Includes dishwash and food storage
Warehouse 5,000 Grocery backstock/food rescue
Prayer room 100 Entry/waiting 10'x10'
Ancillary space (+20%)2,091 1,260 walls, circulation, restrooms, mechanical/electrical closets
Su b -t o ta l fo r e a c h p h a se 4 ,2 3 4 1 2,5 4 8 7 ,5 6 0
T o ta l fu tu re n e e d s 2 0,1 0 8
FIGURE 2.0
AREA COMPARISON
34