KANSAS CITY, MO
4 risk indicators measuring financial stability and operational resilience
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Sign In — Free (10 views/day)SHEFFIELD PLACE, founded in 1989, is a community nonprofit in the Housing & Shelter sector that reported $3.3M in total revenue in fiscal year 2025. Revenue fell 28% from the prior year — a significant decline worth monitoring. The organization ran a surplus of $708K, a strong 21% operating margin.
TO EMPOWER HOMELESS MOTHERS AND THEIR CHILDREN TO HEAL FROM THEIR TRAUMA AND BECOME SELF-SUFFICIENT.
SHEFFIELD PLACE IS A TREATMENT AND SUPPORTIVE HOUSING PROGRAM IN KANSAS CITY THAT FOCUSES EXCLUSIVELY ON HOMELESS MOTHERS AND THEIR CHILDREN WITH MULTIPLE BARRIERS TO SUCCESS. THESE BARRIERS INCLUDE...
SHEFFIELD PLACE IS A TREATMENT AND SUPPORTIVE HOUSING PROGRAM IN KANSAS CITY THAT FOCUSES EXCLUSIVELY ON HOMELESS MOTHERS AND THEIR CHILDREN WITH MULTIPLE BARRIERS TO SUCCESS. THESE BARRIERS INCLUDE (2025 DATA): MENTAL HEALTH DIAGNOSIS 94%; ADDICTION 91%; LIVING IN POVERTY 100%; DOMESTIC VIOLENCE 57%; FELONIES 26%; AMONG OTHERS. THE AGENCY OFFERS A LENGTH OF STAY BASED ON FAMILY NEEDS, PROVIDES EVIDENCE-BASED, TRAUMA-INFORMED,INTENSIVE MENTAL HEALTH AND ADDICTION RECOVERY SERVICES USING LICENSED MASTERS-LEVEL THERAPISTS, CERTIFIED SUBSTANCE USE DISORDER COUNSELORS, CASEMANAGERS, AND PEER SUPPORT; DELIVERS ALL PROGRAMMING ONSITE WHERE THE FAMILIES LIVE, AND ENSURES THAT ALL SERVICES ARE DELIVERED IN KEEPING WITH TRAUMA-INFORMED CARE PRINCIPLES. 164 FAMILIES (330 INDIVIDUALS) WERE SERVED. RESIDENTIAL SERVICES ACCOUNTED FOR 127 FAMILIES. THERE WERE 37 FAMILIES IN AFTERCARE/OUTPATIENT. NEARLY ALL FAMILIES ORIGINATED FROM KANSAS CITY, MISSOURI, OR EASTERN JACKSON COUNTY. THE GOALS OF THE PROGRAM INCLUDE: IMPROVING MENTAL, ABSTAINING FROM DRUGS/ALCOHOL, ATTAINING EMPLOYMENT, AND SECURING PERMANENT HOUSING.TO ADVANCE THE MISSION OF EMPOWERING HOMELESS MOTHERS AND THEIR CHILDREN TO HEAL FROM THEIR TRAUMA AND BECOME SELF-SUFFICIENT, SHEFFIELD PLACE OFFERS FOUR FULLY-INTEGRATED SERVICES: RESIDENTIAL HOUSING SERVICES: EACH FAMILY HAS A PRIVATE LIVING UNIT (29 LIVING UNITS IN TOTAL) WITH A PRIVATE BATH IN EITHER THE MAIN FACILITY (17 LIVING UNITS), THE SEVI HOUSE (7 UNITS), OR THE ASPEN (5 UNITS). FAMILIES SHARE KITCHENS AND LAUNDRY FACILITIES. FAMILIES WITH INCOME PAY 30% OF THEIR NET ADJUSTED INCOME AS A PROGRAM FEE; MOTHERS WITHOUT INCOME PERFORM AN ADDITIONAL CHORE. THE AGENCY ACCEPTS FAMILIES WITH UP TO SIX CHILDREN AND AGES FROM BIRTH THROUGH 18 YEARS OF AGE.RESIDENTIAL CLINICAL SERVICES: MOTHERS RECEIVE AN HOUR OF THERAPY AND AN HOUR OF WEEKLY CASE MANAGEMENT WITH THE REQUIREMENT THAT MOTHERS PARTICIPATE IN PSYCHO-EDUCATIONAL AND THERAPY GROUPS THAT ARE OFFERED MORE THAN 23 HOURS EACH WEEK. RESIDENTS OBSERVE A NIGHTLY CURFEW; DO DAILY CHORES; AND MUST BE EMPLOYED OR ACTIVELY SEEKING EMPLOYMENT,AND BE IN RECOVERY SERVICES. CHILDREN TAKE PART IN THE PSYCHO-EDUCATIONAL PROJECT HOPE PROGRAM THAT IS OFFERED DURING ADULT SERVICES.AFTERCARE/OUTPATIENT CLINICAL SERVICES: FAMILIES THAT TRANSITION OUT OF RESIDENTIAL SERVICES, MAY ELECT TO PARTICIPATE IN AFTERCARE/OUTPATIENT SERVICES AT NO COST AND FOR AS LONG AS THEY WISH. THESE FAMILIES RECEIVE CASE MANAGEMENT SERVICES ALONG WITH OTHER SUPPORTIVE SERVICES. FAMILIES MAY RETURN TO THE FACILITY FOR THERAPY AND PSYCHO-SOCIAL GROUPS. FAMILIES TAKE PART IN THE AGENCYS SOCIAL EVENTS SUCH AS THE SUMMER PICNIC, THANKSGIVING DINNER, THE HOLIDAY PARTY, AMONG OTHER EVENTS. PERMANENT HOUSING SERVICES: FAMILIES IN PERMANENT HOUSING ALSO RECEIVE SUPPORTIVE SERVICES THROUGH AFTERCARE. SHEFFIELD PLACE OPERATES 9 UNITS OF PERMANENT HOUSING. FAMILIES PAY ADJUSTED RENT, UTILITIES, AND PARTICIPATE IN AFTERCARE. IN SPITE OF THE DRAMATIC EXPANSION OF THE NUMBER OF FAMILIES SERVED SINCE 2010, SHEFFIELD PLACE REACHES ONLY A SMALL PERCENTAGE OF THE OVERWHELMING NEED.IN 2025, 1025 FAMILIES CALLED THE AGENCY IN SEARCH OF SERVICES. THE NUMBER OF CALLS WAS SUBSTANTIALLY HIGHER THAN THE 505 FAMILIES THAT CALLED IN 2012.OF ALL DISCHARGES 45% LEFT CLEAN/SOBER, 32% WERE HOUSED, 2% WERE EMPLOYED. OF THOSE WHO STAYED MORE THAN 30 DAYS 80% WERE CLEAN/SOBER, 79% HOUSED, AND 41% EMPLOYED. OUTCOMES FOR CLIENTS IN AFTERCARE INCLUDED 73% MAINTAINED INCOMEAND 95% MAINTAINED HOUSING.FOR THE 9TH CONSECUTIVE YEAR, SHEFFIELD PLACE RECEIVED THE TOP 4-STAR (100%) RATING FROM CHARITY NAVIGATOR, THE NATIONS LEADING INDEPENDENT RATING AGENCY.
Financial Health Score (300–850) · Liquidity · Solvency · Sustainability · Efficiency
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Liquidity (40%) • Solvency (30%) • Sustainability (20%) • Efficiency (10%)
Sign In — Free (10 views/day)| 2025 | 2024 | Change | |
|---|---|---|---|
| Revenue | $3,345,229 | $4,675,493 | -0.3% |
| Expenses | $2,637,469 | $2,217,702 | +0.2% |
| Net Income | $707,760 | $2,457,791 | -0.7% |
Comprehensive financial analysis: Altman Z-Score, liquidity, solvency, sustainability, efficiency, and growth metrics
Financial Distress Indicator
Liquidity & Cash Position
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Altman Z-Score • Liquidity Ratios • Solvency Analysis • Growth Indicators • Efficiency Metrics
Sign In| Name | Title | Hours/Week | Role | Reportable Comp | Other Comp | Total |
|---|---|---|---|---|---|---|
| KELLY WELCH | CEOPRESIDENT | 45.00 |
Officer
|
$174,810 | $20,246 | $195,056 |
| MISSY ANDEEL | DIRECTOR | 2.00 |
Director
|
$0 | $0 | $0 |
| CHRISTIAN CHALABI | DIRECTOR | 2.00 |
Director
|
$0 | $0 | $0 |
| CRISSY DEL PERCIO | DIRECTOR | 2.00 |
Director
|
$0 | $0 | $0 |
| BEN MCANANY | DIRECTOR | 2.00 |
Director
|
$0 | $0 | $0 |
| JAMES MELTON | DIRECTOR | 2.00 |
Director
|
$0 | $0 | $0 |
| HOANG NGUYEN | DIRECTOR | 2.00 |
Director
|
$0 | $0 | $0 |
| NATALIE OBANNON | DIRECTOR | 2.00 |
Director
|
$0 | $0 | $0 |
| SKYLER PHELPS | DIRECTOR | 2.00 |
Director
|
$0 | $0 | $0 |
| MAUREEN PURCELL | DIRECTOR | 2.00 |
Director
|
$0 | $0 | $0 |
| SARAH SANCHEZ | DIRECTOR | 2.00 |
Director
|
$0 | $0 | $0 |
| TANDRA STACER | DIRECTOR | 2.00 |
Director
|
$0 | $0 | $0 |
| STEVEN ST JOHN | DIRECTOR | 2.00 |
Director
|
$0 | $0 | $0 |
| DEBORAH SCHWARTZKOPF | DIRECTOR | 2.00 |
Director
|
$0 | $0 | $0 |
| LANCE SANDAGE | CHAIR | 2.00 |
Officer
Director
|
$0 | $0 | $0 |
| SARAH HOLDMEYER | VICE CHAIR | 2.00 |
Officer
Director
|
$0 | $0 | $0 |
| BRYAN PETERSON | TREASURER | 2.00 |
Officer
Director
|
$0 | $0 | $0 |
| KYLE SINER | PAST CHAIR | 2.00 |
Officer
Director
|
$0 | $0 | $0 |
| JENNIFER HOGAN | AT-LARGE | 2.00 |
Officer
Director
|
$0 | $0 | $0 |
| Year | Revenue | Expenses | Assets | Net Income |
|---|---|---|---|---|
| 2025 | $3,345,229 | $2,637,469 | $9,019,274 | $707,760 |
| 2024 | $4,675,493 | $2,217,702 | $8,224,966 | $2,457,791 |
| 2023 | $3,053,579 | $2,055,591 | $5,720,779 | $997,988 |
| 2022 | $2,331,773 | $1,833,583 | $4,666,862 | $498,190 |
| 2021 | $2,183,282 | $1,800,349 | $4,172,612 | $382,933 |
| 2020 | $1,937,712 | $1,698,719 | $3,756,396 | $238,993 |
| 2019 | $3,104,160 | $1,524,697 | $3,559,852 | $1,579,463 |
| 2018 | $1,456,428 | $1,271,343 | $1,962,699 | $185,085 |
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