nm strategic plan for supportive housing
Post on 21-Dec-2014
626 Views
Preview:
DESCRIPTION
TRANSCRIPT
The Next Threshold
September 2010 – September 2016
A FiveYear Strategic Plan for the Supportive Housing Coalition of
New Mexico
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
ii
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
iii
A M
essa
ge o
f Com
mitm
ent Dear Friends and Colleagues,
It is with great pleasure that we share with you The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico. This plan is the product of hours of diligent work by our organization’s staff and Board of Directors who met in multiple workgroup sessions, half day forums, and a full day retreat to debate and arrive at the decisions that will shape our next half decade. We were assisted in this endeavor by our colleagues and partners from local and state level organizations and government agencies who donated their time and invaluable expertise to our process. In addition, we thank Enterprise Community Partners for its generous contribution that made this process of strategic planning possible.
In reading The Next Threshold, you will fi nd a clear and detailed agenda, grounded with specifi city and vetted for feasibility, for the Supportive Housing Coalition of New Mexico to be executed over the next fi ve years. This agenda will give us a needed framework for pursuing our goals, prioritizing our intentions, and maturing as an organization. We believe that, taken together, the ideas outlined in this plan will grant our organization a new strategic advantage. From this position, we will make an even greater contribution, than our already noteworthy achievements to date, to our cause in New Mexico of ending and preventing homelessness for persons with behavioral health issues.
We invite you to join us by reading The Next Threshold now and following our progress as we cross through this doorway of ideas and intentions. In these coming fi ve years, we look forward to opportunities where you might join us on the other side of the threshold where the long term goals of the Supportive Housing Coalition of New Mexico will take shape. Together, we can all work to solve and prevent homelessness for our state’s most vulnerable and high need citizenry and, in particular, help those for whom behavioral health disabilities stand in the way of stability, community integration, and well being.
Sincerely,
Sigrid Olson President, Board of Directors
Claudia IsaacsPresident, Board of Directors
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
iv
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
v
Plan
Aut
hori
zatio
nSigrid Olson, JD, Board President Executive Director, Pecos Valley Medical Center
Claudia Isaac, PhD, Board Vice President Associate Professor, University of New Mexico
Charlie Moss, MA, Board TreasurerHome Construction/Developer
Paul SiewartDirector of Psychosocial Rehab, UNM Psychiatric Center
Colleen Doyle, LISWHUD/VASH Social Worker, NM VA Health Care System
Sami Frosch, BAHousing Director, Safehouse
Trish Grand, BSDirector of Finance, Albuquerque Health Care for the Homeless
Gary Jackson, MAExecutive Director, Transitional Living Services
Ann Norton, JD President, Housing Preservation Project
Michael Passi, PhDConsultant
Matias Vega, MDPhysician, Albuquerque Health Care for the Homeless
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
vi
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
vii
Ackn
owle
dgem
ents
Funding Contribution
This Strategic Plan was made possible with a generous contribution from Enterprise Community Partners.
Strategic Plan Liaison
The SHC-NM would like to thank Matias Vega, MD, Board Member and physician for Albuquerque Health Care for the Homeless, for his invaluable leadership in plan-ning and overseeing this plan.
Staff Members
The SHC-NM would like to recognize the entire offi ce-based staff of the organiza-tion for their participation in formulation of this Strategic Plan.
Mark Allison Executive DirectorEvelyn Dulaney Director of FinanceMona Fuentes Staff AccountantJohn Ames Community Housing DirectorTrina Lopez Housing SpecialistDeAnna Leggett Housing Administrative CoordinatorAshley Shaffer Resource Development and Grants ManagerJudy Spears Property ManagerAnne Marie MacPherson Housing Development Specialist/ Asset Manager
Community Stakeholders
Appreciation is extended to the multiple community stakeholders who generously contributed time and expertise to help shape this Strategic Plan.
Doug Chaplin City of AlbuquerqueEd Rosenthal Enterprise Community PartnersElizabeth Martin Optum HealthJanie McGuigan New Mexico Behavioral Health CollaborativeJoseph Montoya New Mexico Mortgage Finance AuthorityKen Balizer Village MakersNorty Kalishman McCune Charitable FoundationLinda Donnelly Resident RepresentativeMichael Burkett Dekker, Perich, and SabatiniWhit Spencer Enterprise Community InvestmentThomas Hassell Housing Authority of the City of Las Cruces and Dona Ana CountyNancy Johnson Albuquerque Community Foundation
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
viii
National Peer Organizations
The SHC-NM would like to thank those non-profi t organizations dedicated to developing perma-nent supportive housing in other regions of the U.S. that offered lessons learned from their own experiences in the fi eld.
Mercy Housing/ Lakefront Housing, Chicago, ILA Community of Friends, San Francisco, CAAIDS Housing Corporation, Boston, MAVictory Programs Supportive Housing, Boston, MAWomen’s Institute for Housing and Economic Development, RI and MA
Consultant
Technical Assistance Collaborative Senior Associate, Kristina Hals, provided consulting services in conjunction with this project and is the author of this plan.
Acknowledgements
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
ix
Tabl
e of
Con
tent
s Section One............................................Plan at a Glance
Section Two............................................Introduction
Section Three.........................................Strategic Planning Process
Section Four...........................................Organizational History
Section Five...........................................Internal Review and Environmental Scan
Section Six.............................................Goals for Five Years
Section Seven........................................Strategies for Five Years
Section Eight.........................................Timeline: Objectives and Milestones
Appendices.............................................A. Anticipated Opportunities for Financing the Housing in Permanent Supportive Housing for People who are Homeless in New Mexico
B. Anticipated Opportunities for Financing Services for People who are Homeless or are in Supportive Housing in New Mexico
C. Financials
1
3
5
7
11
15
17
25
31
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
x
1
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
Sect
ion
One
PLAN AT A GLANCE
SUMMARY
The Next Threshold is the fi rst formal Strategic Plan developed in the history of the Supportive Housing Coalition of New Mexico (SHC-NM). It synthesizes updates, to the organization’s proven strategies, with new advances designed to take the organization forward. For elevating proven strategies to the next level, the plan outlines formalization to the SHC-NM’s development and management practices, internal systems, and operational effi ciency. These updates are all designed to fully unleash organizational talent.
In the realm of new advances, the plan commits to replication of supportive housing models in new regions of New Mexico, community planning, public policy leadership, enterprise development, and techniques for ensuring standards of care are reached and maintained at all SHC-NM housing. Highlights from these and other ideas that make up the heart of the plan are outlined in this heart of the plan are outlined in this executive summary. Also introduced here are the contents of The Next Threshold which are described with the recommendation that all readers, from community stakeholders to potential funding partners, review this report seeking opportunities to play a role themselves in making this plan a reality.
PLAN HIGHLIGHTS
At a minimum, 270 units of newly
constructed affordable housing will be brought on line over the next fi ve years of which at least 100 homes will be dedicated as permanent supportive housing for people with behavioral health disabilities. Approximately 200-300 additional units of supportive housing will be created by leveraging tenant based rental assistance commitments from local communities to replicate the success of pilot programs in Albuquerque. Most benefi ciaries of this new housing inventory will have been homeless and chronically homeless.
Additional new construction projects will commence at staggered intervals such that the SHC-NM maintains a constant of two to three new projects underway over the course of the next half decade. Sites for these new projects will be varied communities across New Mexico, identifi ed for their strategic role in building a statewide supportive housing inventory, local political will, and willingness to leverage regional resources.
High need behavioral health subpopulations with complex needs and multiple barriers to housing will be a prioritized population for the SHC-NM, and the organization will mix creative, pilot housing development projects, to meet the needs of these vulnerable groups, with its mainstay housing. Additionally, new strategies will be employed to ensure that all SHC-NM housing assures a low threshold of access for applicants with prolonged episodes of homelessness, limited rental history, and other impediments to tenancy.
Empirical evidence of the outcomes and cost savings to communities that result from investments in supportive housing will
2
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
be systematically gathered in conjunction with other advocacy efforts to promote increased investments in supportive housing from funders, both local and state and both public and private. Over the course of fi ve years, the SHC-NM will prioritize the use of senior staff time to lead related public policy advocacy and systems change efforts. In conjunction with this activism, the SHC-NM will facilitate and catalyze the formation of a cross-constituency advocacy coalition to connect the affordable housing and homelessness planning constituencies in the state.
A general maturation of the SHC-NM as an organization will be achieved through a multi-point plan to improve upon internal operations, elevate expertise on the Board of Directors, and maximize the effectiveness of Board members’ leadership. The SHC-NM will capitalize on these internal strengths to assert national best practice standards in the day to day operation of supportive housing at all SHC-NM housing sites and with all its partnering service providers, landlords, and property managers. Staff will use a toolbox of new educational approaches, standards of care publications, and joint governance arrangements to reach these standards.
Ambitions for four newly formed divisions within the SHC-NM will be assessed for feasibility in the fi rst years of the plan, mapped out step by step midway through the plan, and brought to fruition in the latter part of the fi ve years. These include initiatives in community education, technical assistance provision, consultancy practice, and property management enterprise development. The realization of these programs will be a milestone in the maturation of the SHC-NM. To bring them about, new resource streams will be harnessed from funders committed to realizing the SHC-NM’s full potential.
CONTENTS
The Next Threshold is a fi ve part report. It is written for a wide audience that includes those close to the organization and its Board of Directors and potential new partners and stakeholders with an interest in the organization’s future. The introduction of The Next Threshold presents a history of the organization, an account of the evolution of its growth from modest origins to the almost mid-sized organization it is today, and an explanation of the impetus for strategic planning. These preliminaries include the SHC-NM’s strategic decision to adhere, for the next fi ve years, to its historic mission of developing permanent supportive housing for those with behavioral health issues.
In the sections that follow, the report describes the democratic process used to create this plan and conveys salient fi ndings of an internal review and environmental scan. Revealed by this analysis are strengths and weaknesses of the organization and its position pertaining to leadership, internal operations, adherence to best practices, property management, and housing production.
The body of The Next Threshold is organized around nine general thematic goals. For each of these goals, a set of respective strategies for executing them is described. In turn, each strategy has objectives and milestones identifi ed. To provide a time orientation to the objectives and milestone, a fi ve year timeline phases them out over the next half decade. Taken together, the goals, strategies, objectives, and milestones for the plan express the SHC-NM’s overall determination to maintain its momentum along its existing course and simultaneously position itself to grow and adapt with maximum effi ciency in future years.
Plan at a Glance
3
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
Sect
ion
Two INTRODUCTION
THE ORGANIZATION
The Supportive Housing Coalition of New Mexico (SHC-NM) is a statewide non-profi t housing organization incorporated in 1996. Based in Albuquerque, the SHC-NM represents a formal collaboration among some of New Mexico’s oldest and most respected providers of homeless and behavioral health services. The organization develops, owns, and manages a variety of affordable permanent supportive housing for homeless and near homeless individuals who have behavioral health challenges, while community partners refer and place residents and offer a comprehensive range of supportive services. Today, the SHC-NM provides over 500 units of housing created through new construction, property acquisition, rehabilitation, management, and the administration of tenant based rental assistance vouchers.
MISSION
“The mission of the Supportive Housing Coalition of New Mexico is to prevent and reduce homelessness and to increase the quality of life for people with behavioral health issues in New Mexico by creating and preserving permanent and affordable supportive housing.”
RE-COMMITMENT TO MISSION
It is the decision of this plan for the SHC-NM’s to recommit to the general SHC-NM’s to recommit to the general
mission that has shaped its work for the last decade and a half. Before arriving at this conclusion, contributors to this plan weighed the advantages and disadvantages of expanding upon the mission for future endeavors and taking the organization in new directions. Ultimately, the planners chose to maintain the focus on preventing and solving homelessness for behavioral health populations. This decision refl ects the vast unmet housing needs of those living with behavioral health issues in New Mexico and the strategic advantages gained by cultivating expertise in the focused niche of supportive housing development.
IMPETUS FOR STRATEGIC PLANNING
The SHC-NM is currently in a period of transition in its evolution as an organization. After its early years as a steady and moderately paced developer of small scale supportive housing, the SHC-NM marked the last fi ve years with a faster pace in units brought online and overall unprecedented progress. In these recent years, the organization multiplied its contributions to the supportive housing inventory in New Mexico several fold, scaled up the number of units within scaled up the number of units within each project, and diversifi ed the models of housing it offered by adding new rental assistance programs to the mix. To achieve these gains, the organization established new relationships, engaged new fi nancing partners, and made itself a presence in new communities. All along this evolution, the organization’s planning process and method for setting strategy was largely informal. Lacking was an overall framework for guiding decisions, setting priorities, and adhering to an informed strategy.
4
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
Today, the informal improvising of the organization’s earlier history is no longer appropriate. Future goals include expanding dimensions of the work and growing the housing portfolio. These intentions call for a more thorough and inclusive planning process for charting the future. Towards this end, the SHC-NM embarked on a four-month strategic planning process in March, 2010. The intention was to engage multiple key players and stakeholders in a systematic assessment of where the organization has been and where it should go. Needed was an overall framework for the Board of Directors and staff to facilitate this directional movement and specifi c intentions for how the work should take shape.
GOALS FOR STRATEGIC PLANNING
The intentions of the strategic planning were to:
1. Review the organization’s accomplishments
2. Evaluate the strategies and approaches used to date
3. Understand strengths and weaknesses of the organization and its position
4. Assess the opportunities and threats shaping the context
5. Solicit the insights of valued community stakeholders
6. Consider lessons learned by peer non-profi ts in other parts of the U.S.
7. Develop goals and strategies to guide the organization
8. Develop a calendar of objectives for implementation of the plan
9. Provide an overall framework for the Board and staff to direct the organization
Introduction
5
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
Sect
ion
Thre
e STRATEGIC PLANNING PROCESS
ORGANIZATION OF THE PROCESS
The SHC-NM chose a democratic process for strategic planning that engaged stakeholders in collaborative analysis and consensus decision making. To facilitate this process, the SHC-NM contracted with the national non-profi t Technical Assistance Collaborative (TAC), a group that specializes in supportive housing, homelessness, and behavioral health systems.
As a structure, the process was staged into three phases: (1) Analysis (2) Goals and Strategies, and (3) a Final Retreat. To organize reference information, research, and work-in-progress, a Strategic Plan website was created as an information repository that the planners consulted throughout. The planners also posted their own supporting documents to the website as a means of sharing content with one another during planning.
ANALYSIS PHASE
The Analysis Phase of the planning process was an in-depth inquiry into the status of organization and the dynamics shaping the context of its work. This research was carried out within the traditional framework of a strengths, weaknesses, opportunities, and threats (SWOT) assessment. As a preliminary to the SWOT, thematic questions of strategic interest were collectively developed. Qualitative
research to glean answers to these questions from multiple perspectives included:
1. Qualitative interviews and surveys with stakeholders
2. A participatory staff forum
3. A participatory Board of Directors’ forum
GOALS AND STRATEGIES PHASE
The Goals and Strategies Phase of the strategic planning process was carried out in three thematic workgroups made up of organization staff, Board Members, and community stakeholders. Each workgroup took up a different set of themes and generated respective recommendations. To bridge communications, one liaison participated in all workgroups and brought areas of overlap, where ideas coincided, to light. The theme areas that shaped each of the workgroups were:
1. Workgroup 1: Board of Directors, Internal Operations, and Policy/Advocacy
2. Workgroup 2: Property Management and Best Practices
3. Workgroup 3: Development of Permanent Supportive Housing
FINAL RETREAT
A Final Retreat was the concluding step of strategic planning process. This full day planning session was the culmination of the preliminary planning work and a process for advancing the goals and strategies
6
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
to a greater level of specifi city. In the Final Retreat, planners revisited the organization’s mission and reviewed the general trajectory of the SHC-NM’s history, current orientation, and future direction. The Final Retreat also brought together all themes under exploration by the workgroups. Collectively and in break-out sessions, the participants developed specifi c time oriented objectives to match the goals and strategies proposed by the workgroups for the next fi ve years. The Final Retreat was also a forum for identifying opportunities for making the plan a reality, prioritizing intentions, and mapping them out on a fi ve year timeline.
Strategic Planning Process
7
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
Sect
ion
Four
ORGANIZATIONAL HISTORY
ORIGINS
The SHC-NM was founded in 1996, under the original name of Albuquerque Mental Health Housing Coalition, in response to local service providers’ recognition of an unmet need for safe and affordable housing for homeless and precariously housed persons with behavioral health disorders. Organized as a member agency model, the original founders included Albuquerque Health Care for the Homeless, St. Martin’s Hospitality Center, Transitional Living Services and the University of New Mexico Psychiatric Center. Later, the SHC-NM added the New Mexico Veterans Administration Medical Systems of Albuquerque as an additional member. This formation enjoyed signifi cant encouragement and support from the State’s Behavioral Health Services Division. In its early years, the organization had but one source of revenue and less than two full time staff revenue and less than two full time staff members. Gradually, the organization expanded this staff capacity and began acquiring and rehabilitating housing properties. At the outset, the Board of Directors consisted entirely of member representatives from the founding service agencies whereas, more recently, additional community experts were brought on to add new dimensions of expertise.
TODAY
Today, after 16 years of operation, the SHC-NM has grown to a staff of 15 employees and has diversifi ed its revenue sources to multiple public and private funders that support both the organization’s housing development work as well as complimentary activities. Over this time, the SHC-NM’s portfolio grew steadily to include a variety of projects made up of new construction, acquisition and rehabilitation properties, mixed use developments, and tenant based rental assistance programs. Much of this portfolio is dedicated to housing behavioral health populations. However, some properties mix affordable housing with the supportive housing model. In addition, the scale of SHC-NM’s housing projects has evolved over the years. Whereas smaller projects were once typical for the organization with less than 20 units in a property, today’s developments are in the range of 60-80 units and are operated with the greater economies of scale achieved with this size.
CHANGES
In addition to changes to the kind of housing SHC-NM develops today, recent years brought new dimensions to the SHC-NM’s daily work itself. These include now asserting the organization into local, state, and national public policy and advocacy activity. In addition, after concentrating in Albuquerque for the fi rst half of its history, the SHC-NM developed a project outside this urban center for the fi rst time
8
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
fi ve years ago and has since continued with an intention of gradual geographic expansion. The decision to expand housing development activities outside of the Albuquerque metro area grew out of a task force convened by then Lt. Governor Diane Denish charged with identifying strategies to proactively reduce and prevent homelessness in more rural areas with less capacity, rather than managing homelessness through emergency based responses. Projects outside Albuquerque necessitated a shift into community planning work to lay the groundwork and increase receptivity for supportive housing development. The result of these ancillary activities is that, across New Mexico, the SHC-NM now has a strong reputation in permanent supportive housing development, ownership, and property management. It has also evolved a model for coordinating its role with local support service partners to provide social services to the residents of its housing.
HOUSING PORTFOLIO
In 16 years, the SHC-NM’s housing portfolio expanded from the 11 apartments it acquired in 1998 to today’s total of 331 hard units of housing. These units are spread across 11 separate properties of which two are sited outside Albuquerque. Complimenting this inventory of
hard units of housing is the accumulation of 243 rental vouchers now overseen by the SHC-NM. These are organized into four separate tenant based rental assistance programs. While the primary population served has and continues to be homeless and near homeless persons, particularly single, unaccompanied adults, other foci have included families with children, at risk youth aging out of juvenile justice and
foster care and off-reservation urban Native Americans, all with serious behavioral health issues. In addition, 138 more units of housing are currently in predevelopment and development phases and their completion is anticipated in the next few years.
CURRENT JUNCTURE
At present, the SHC-NM is at an important juncture where the steady, measured growth that marked its past now meets the more ambitious goals that will shape its future. While no longer identifi ed as a small organization, the SHC-NM has yet to assume the identity of a fully mid-sized organization. Accordingly, its internal systems are in fl ux as they evolve from necessarily informal to more structured and systematized. In planning its future, the SHC-NM is aware of the need to remain fl exible so as to adapt to the uniquely unpredictable context of its
0
50
100
150
200
250
300
350
Hard�Units�of�Housing�Brought�Online
0
50
100
150
200
250
Tenant�Based�Vouchers�Brought�Online
Organizational History
9
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
work and, in particular, the challenging climate of affordable housing fi nance.
In the coming years, despite the uncertainties of the organization’s funding options and the volatility of current economic times, the SHC-NM will venture more deliberately statewide in New Mexico and assert its role more intentionally as the state’s expert in permanent supportive housing for behavioral health populations. This process will involve leveraging the organization’s capacity to add value in localities and experimenting with new partnerships as a means to effi ciency. The current juncture is also a time of critical refl ection for the SHC-NM on the process it has used to date to bring the organization to where it is today.
Organizational History
10
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
�
�
Year UnitsAdded
Milestones/ Advances Challenges/Setbacks
1996 0 � Incorporation as Albuquerque Mental Health Housing Coalition 1997 4 � Purchased East Central (11)
� Assisted St. Martins to purchase San Pablo (4) as PSH � Operational budget of $175 K � Nine audit findings � Operational revenue = 1 source
1998 14 � Opened first office on Madison, SE � Completed renovations and opened East Central (11)� Hired current Executive Director � Purchased Smith Apartments (3) – since sold
1999 0 � Awarded HUD 811 Funding for New Construction of Redlands (18)� Received designation from City as Affordable Housing Development Org.
2000 0 � Moved office to Washington, SE 2001 4 � Purchased and renovated Chelwood Crisis Housing (4) 2002 12 � Purchased and renovated West Central property – now Tierra del Sol (12)2003 118 � Increased staff to total of 2 FTE
� Sold Smith Apartments (3)� Purchased Sunport Apartments (80)� Completed and opened Redlands Apartments (18)� First Operations Year of HUD SHP Sevagram Voucher Program (23)� Added VAMC as a member organization
� Unsuccessful HUD 202 application in partnership with Accessible Space.
2004 0 � Moved office to 4th Street2005 200 � Purchased Euclid Group Home (7) and Lagunitas Group Home (8)
� Initiated Housing First Voucher Program (200 at the time/ 180 today)� Expanded staff by 2 FTE with Community Housing Director and Support Staff
2006 15 � Completed renovation and opened Euclid (7) and Lagunitas (8)� Initiated campaign for development of PSH statewide in NM � Changed name to SHC-NM � Submitted HUD 811 application for Vista Gallinas (15)� Awarded first LIH Tax Credits for Chuska (30)� Expanded with new staff position- Dedicated Grant Writer
� Flat lined budget for Housing First Program
2007 0 � Expanded staff with new position: CFO and Finance Manger� Expanded staff with new position: Staff Grants Manager� Expanded staff with new position: Housing Development Director� Began construction on Chuska (30)� Reached milestone: 1,000 served by housing assistance and prevention
� Unable to secure sufficient services funding to initiate operations of Euclid and Lagunitas
2008 30 � Received City Donated lot and Tax Credits for Downtown (72)� Awarded LIH Tax Credits for Silver Gardens � Moved office to 202 Central SE � Launched Linkages Voucher Program(10) � Began piloting of CYFD Transitions for Youth Vouchers (20)� Received renewed Housing First contract from City for additional 3 years
� Financial recession and collapse of equity market
2009 0 � Broke ground and started construction on Downtown (72)� Broke ground and began construction for Vista Gallinas (15)� Added new staff position Development and Asset Manager� Secured site control for Vista Gallinas (15)
� Charter Bank sold to Beal Financial – lines of credit frozen.
2010 153 � Completed Vista Gallinas (15)� Completed Downtown (72)� Completed Silver Gardens (66)� Submitted LIH Tax Credit application for Las Cruces (60 now in development)� Secured site control for Socorro (15 now in predevelopment) � Began implementation of OneSite Property Management Software� Began implementation of MIP Accounting Software Program� Initiated development of Silver Gardens Phase II (55 now in development)� Awarded LIH Tax Credits for Silver Gardens Phase II (now in development) � Created a 5 Year Strategic Plan
� Reduction by 5% to Housing First budget
ADVANCES AND CHALLENGES
Organizational History
11
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
Sect
ion
Five
INTERNAL REVIEW AND ENVIRONMENTAL SCAN The strategic planning process included an internal review of the organization itself and an environmental scan of the context for its work. This analysis was carried out within the framework of a traditional strengths, weaknesses, opportunities, and threats (SWOT) analysis. The salient fi ndings of this SWOT are summarized here.
BOARD OF DIRECTORS
The SHC-NM Board is highly regarded across the public and non-profi t housing and service sectors in New Mexico. Outside stakeholders respect the Board’s professionalism and commend it for establishing clear and appropriate boundaries with the organization and its staff. Other recognized strengths are the longevity of several members, the diversity of professions represented, and the commitment demonstrated to the commitment demonstrated to the SHC-NM’s mission. Recent advances include the Board’s evolution beyond its original conception as a purely service sector membership. In the realm of communications and decision making, the Board has achieved an essential cohesiveness by having most representatives co-located in Albuquerque.
For all its strengths, the SHC-NM Board has areas in need of growth. For one, it lacks succession planning to shift
the Board make-up decisively in future directions. In addition, there are defi cits of professional expertise on the Board particularly in housing development and non-profi t housing fi nance. Relatedly, there is a disconnect between the housing development and management activities that make up the day to day operations of the organization and the Board’s involvement. In addition, the Board lacks suffi cient diversity particularly in the realm of geographic distribution. That is, there is disproportionate representation from those who live and work in Albuquerque leaving the organization without members from areas of the state that are of strategic interest to its future.
INTERNAL STRUCTURE AND STAFFING
The SHC-NM staff is widely admired by the Board and the organization’s constituents, partners, and funders. In particular, the staff is recognized for continuously producing results in a challenging climate with the limited resources of a lean operating budget. Recent additions to the staff make for a mix of new and long time employees that is considered to the advantage of the organization. In addition, advances the organization. In addition, advances in staffi ng structure have improved capacity. Highlights of these changes include new staff positions and greater professionalization of the fi nance and accounting role. Despite staff growth, the staff structure remains informal which has the advantage of promoting fl exibility and teamwork.
For all its merits, aspects of the staffi ng structure limit the organization’s potential for growth and create ineffi ciencies in its day to day operations. The rate of the agency’s recent expansion in both number agency’s recent expansion in both number
12
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
of staff members and volume of commitments outpaced the evolution of the staffi ng structure. As a result, the ability of the organization to sustain future growth is, in part, contingent on expanding and enhancing this staff capacity. In addition, the organization’s reputation and stature across the state is considered by many to be over defi ned by Executive Director role which makes the organization’s future uncertain in the event of turnover at that level. The organization is also not ideally positioned to retain high level staff over the long term given that defi nition of these roles is, by current necessity, static.
WORK ON PUBLIC POLICY, ADVOCACY AND SYSTEMS CHANGE
The SHC-NM’s engagement in the arenas of public policy, advocacy, and systems change is recognized for its success. Contributions to policy advances at every level, from local planning departments to state government to the national affordable housing arena, are commended. To date, these outcomes have been achieved without any formally dedicated organizational capacity or targeted resources. By necessity, the work has been relegated as a tertiary, sideline role of senior staff.
Looking forward, the predicted challenges in the fi nancing of supportive housing development work require that the organization assert itself more deliberately in the policy and advocacy arena. There is a strategic need to use advocacy approaches to cultivate new supportive housing fi nancing opportunities and related alliances. In fact, meeting the organization’s housing development goals is considered to be contingent, in part, on expanding these activities. While the potential to succeed in this arena is strong, the organization is constrained by commitments of senior staff to the day to day responsibilities of operating the organization
and a lack of revenue to formally support advocacy work. As a result, the agency is not fully capitalizing on its potential to participate and lead policy and advocacy activities.
PROPERTY MANAGEMENT
The SHC-NM’s property management effectively balances the day to day tasks associated with maintaining the organization’s current property portfolio within the constraints of limited staff capacity. To meet each property’s myriad needs and also satisfy tax credit funders’ requirements associated with property management, the SHC-NM employs a variety of in-house, outsourced, and hybrid arrangements for property management. On an operations level, this mix is adequate to carry out needed management tasks. On a customer service level, this mix affords signifi cant benefi ts to residents who are served well by the values-based methods, ground level orientation, and generally responsive approach. Additional strengths include reliable mechanisms for reporting and modest income generation.
While currently adequate, the SHC-NM property management design is insuffi cient for meeting the future needs of the SHC-NM’s growing portfolio. The existing arrangements are too varied and the work is not adequately consolidated to prevent it from clouding the cultural focus of the organization when more properties are added to the portfolio to be managed. There are also specifi c areas of ineffi ciency in current arrangements including the transition of new projects from the development phase to the management phase and the fi nancial modeling that tracks the fl ow of money from one area of the ownership business to the next. The SHC-NM’s property management is in need of incremental improvements in the shorter term to address ineffi ciencies. In the longer term, more intentional and signifi cant change is required to prepare the organization
Internal Review and Environmental Scan
13
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
to meet property management challenges anticipated over time.
INTERNAL OPERATIONS AND TECHNOLOGY
The internal operations of the SHC-NM are generally fi tting, functional, and suitably informal for a small sized organization. Recent years have marked advances in these areas. For example, in response to the greater level of complexity introduced by the new corporations required by LIH Tax Credit fi nancing, the organization heightened its technological capacity and made operational improvements. Advances included creation of new personnel and fi scal policies, acquisition of a new state-of the-art accounting system, and movement towards the development of asset management capacity within the organization to oversee capital needs of properties in the portfolio.
Despite its functionality, the SHC-NM’s internal systems do not yet optimally position the organization to grow in coming years. For one, the burden to internal systems created by the spreading out of fi nancial activities to multiple new corporations and affi liates created for recent projects is not yet adequately operationalized. Other areas in need of advancement include human resources as well as contract compliance and reporting. New technology required to improve these systems include a telecommunications systems and more advanced telephone systems. Furthermore, the SHC-NM’s information and technology support would be improved with greater capacity, and the accounting system is in need of more consistently applied practices. In addition, the organization needs to better inventory capital needs and anticipated expenses for its older properties and create a systematic method for accounting for them over time.
As is the case for SHC-NM counterparts across the country, perhaps the most signifi cant on-
going challenge is how to grow and diversify the SHC-NM’s funding streams for operations and administration. This issue is exacerbated in the New Mexico context due to limited public and private resources available and willing to provide multi-year, unrestricted support. Attention needs to be paid to other possible sources of funding, including corporate contribution and individual donors, for example.
ADHERENCE TO NATIONAL BEST PRACTICE
The SHC-NM is recognized as the leader in New Mexico in creating and modeling supportive housing consistent with national best practices. The organization’s adherence to these standards, proven to be the most effective solutions to homelessness, is in evidence at SHC-NM with respect to the architectural design, building sustainability, property scale, community integration, mixed use models, target populations, trajectory of residents from homelessness to housing, and paradigms used to shape the delivery of support services to residents. In general, the SHC-NM has effectively translated national evidence-based best practices, more typical of larger urban areas of the U.S. where opportunities to learn from peer organizations and national intermediaries guiding the supportive housing fi eld are omnipresent, to the comparatively less advantaged state of New Mexico.
Despite its leadership in the best practice arena, the SHC-NM faces obstacles to maintaining these standards in its housing. In particular, this uncertainty pervades SHC-NM’s arrangements, via its partners, for housing-linked support services. Undermining the certainty that services will be delivered at a high standard over the long term are the inadequacy of mainstream public supports in New Mexico and the short term nature of funding sources relied upon for support services. In the future,
Internal Review and Environmental Scan
14
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
the organization will require new strategies for raising accountability with its partners to commit, long term, to national best practice standards. Advocacy and education efforts will also be required to build a wider constituency of committed funders and service providers enlightened by national best practices shaping the supportive housing fi eld. It was also observed that while supportive housing is widely recognized as the single most effective method for reducing and preventing homelessness, particularly for persons with special needs, in much of the country, the strategy is still in its nascent stages in New Mexico and has not been fi rmly institutionalized in the state by policy or practice.
SHC-NM’S STATEWIDE SUPPORTIVE HOUSING DEVELOPMENT
The SHC-NM’s approach to development of supportive housing has evolved. Where it once focused on Albuquerque and produced relatively simple, small scale projects, it has since advanced to larger scale state-of-the-art developments, more complex fi nancing mechanisms, diversifi cation via the addition of tenant based rental assistance, partnerships with for-profi t developers, and at-a-distance development. The results of these efforts are testament to the effectiveness of the organization’s approach which is characterized as a fl exible and opportunistic search for partners, fi nancing, and committed communities and the rare opportunity when these preconditions align. A necessarily informal planning strategy for identifying new projects has matched this approach and refl ected SHC-NM’s staff size, capacity, and talents. Overall, the supportive housing development projects
created to date have established a strong reputation for SHC-NM across all public and non-profi t sectors and with all key players associated with the organization’s fi eld. This track record positions the SHC-NM to capitalize on new opportunities anticipated in coming years.
Despite its preparedness and commitment to continue development of supportive housing, the organization faces uncertainty in its future prospects. The primary challenge is limited public and private funding and increasing competition for sources that do exist. While there are new national funding streams anticipated and local governments and housing authorities in New Mexico which are candidates to contribute resources, none of these prospects are certain. Also complicating future intentions for development of more supportive housing are the challenges inherent in developing in a state as large as New Mexico and with as much variation in public commitment to social welfare. Needed are strategies for overcoming the physical distance, bridging communications, building relationship with local stakeholders, negotiating dynamics of local control, and educating gate keepers about positive impacts and costs savings achieved by supportive housing. The SHC-NM will also need to cope with the dearth of service partners, in many regions of the state, prepared to help launch new supportive housing. To succeed in this climate of obstacles, the SHC-NM will require new planning methods for developing supportive housing that link the SHC-NM with communities most likely to leverage their own local resources and assist in fostering the preconditions for a successful supportive housing development project.
Internal Review and Environmental Scan
15
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
Sect
ion
Six GOALS FOR FIVE YEARS
The SHC-NM has nine general goals to guide the organization’s intentions for the next fi ve years.
GOAL 1
Improve the collective capacity of the SHC-NM’s Board of Directors to effectively lead the organization and contribute expertise in a framework that optimally capitalizes on members’ skills and commitments.
GOAL 2
Conduct a formal internal review of the SHC-NM’s staffi ng structure with the intention of increasing effi ciency, improving division of labor, and generally positioning the organization to grow in capacity and assume new responsibilities in coming years.
GOAL 3
Better train and equip the SHC-NM staff’s senior managers in the arena of the organization’s policy decisions so as to position them to take more of a lead in day to day operation of the organization and to ultimately fulfi ll the long term need for sustainable leadership. Capitalize on this advance as an opportunity for the Executive Director to shift more assertively into advocacy and public policy efforts.
GOAL 4
Improve the short term capacity of SHC-NM to perform effective Property Management of its existing real estate portfolio so as to confi dently position the organization to of its existing real estate portfolio so as to confi dently position the organization to pursue more long term and ambitious advances needed to better manage anticipated growth of the unit inventory.
GOAL 5
Improve the long term capacity of SHC-NM to deliver effective Property Management for its growing portfolio by shifting, in steps, towards a sustainable model where Property Management is consolidated into a separate enterprise thereby allowing SHC-NM to protect the cultural focus of its work as supportive housing development.
16
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
GOAL 6
Assure the sustainability of national best practices in the SHC-NM property portfolio and develop assurances that new projects to be developed by the SHC-NM are in keeping with such standards.
GOAL 7
Elevate the organization’s internal operational systems so as to improve quality, effi ciency and predictability of task activities in the short term and position the organization to grow in the longer term.
GOAL 8
Meet the need for more supportive housing for persons with behavioral health issues in greater New Mexico via SHC-NM’s direct development of hard units
GOAL 9
Develop alternative strategies, other than SHC-NM’s direct development of new hard units, for expanding the availability of supportive housing units for persons with behavioral health issues in New Mexico.
Goals for Five Years
17
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
Sect
ion
Seve
n STRATEGIES FOR FIVE YEARS
The SHC-NM has multiple specifi c strategies to be implemented in the next fi ve years, each of which is correlated to one of the nine general goals.
1�
�
Goal�1:���Improve�the�collective�capacity�of�the�SHC�NM’s�Board�of�Directors�to�effectively�lead�the�organization�and�contribute�expertise�in�a�framework�that�optimally�capitalizes�on�members’�skills�and�commitments.�
Strategies�
�1. Develop�a�More�Robust�Board�Committees�Structure�by�adding�four�new�committees�and�
expanding�the�role�and�responsibilities�of�the�Finance�Committee.��Expertise�on�committees�will�be�deepened�with�the�addition�of�non�Board�community�stakeholders.��Committees�to�include:�
a) Executive�Committee�b) Finance�Committee�(to�be�expanded�to�include�oversight�of�SHC�NM’s�additional�
corporations)�c) Fundraising,�Resource�Development,�Corporate�Giving�(new)�d) Property�Management�(new)�e) Public�Policy,�Advocacy,�Systems�Change�(new)�f) Nominating�Committee�(new)�
2. Recruit�new�Board�Members�to�Fulfill�Need�for�Missing�Expertise�from�a�pool�of�candidates�to�include�non�Board�members�and�SHC�NM�clients/constituents.��New�recruits�will�broaden�the�Board’s�expertise�in:�
a) Accounting�and�Public�Finance�b) Property�Management�c) Non�profit�Housing�Development,�Private�and�Public�Real�Estate�d) Architecture�and�Community�Planning�
3. Introduce�a�Policy�of�Board�Term�Limits.��Guidelines:�three�year�terms�to�be�served�for�up�to�two�consecutive�terms�for�all�members�and�up�to�three�consecutive�terms�for�Board�Officers.���Members�rotating�off�the�Board�will�be�invited�to�retain�participation�in�Board�Standing�Committees�and�rotate�back�onto�the�Board�if�and�when�re�nominated.�
4. Raise�the�Number�of�Board�Members�to�the�15�member�limit�and,�on�an�as�needed�basis,�exceed�this�number�to�accommodate�for�staggering�in�the�new�term�limits�of�existing�Board�Members.�
5. Recruit�New�Board�Members�from�Unrepresented�Regions�of�New�Mexico�of�Strategic�Interest.��Proactively�seek�representation�from�the�West,�North,�and�South�of�the�State.��The�Executive�Committee,�however,�will�maintain�a�constant�majority�of�Albuquerque�based�Board�Members.�
6. Introduce�Telecommunications�Board�Meeting�Capacity�combined�with�a�policy�for�out�of�Albuquerque�members�that�requires�on�site�participation�at�only�three�Board�Meetings�and�allows�for�tele�participation�in�all�other�sessions.�
�
�
�
�
18
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico2�
�
Goal�2:��Conduct�a�formal�internal�review�of�the�SHC�NM’s�staffing�structure�with�the�intention�of�increasing�efficiency,�improving�division�of�labor, and�generally�positioning�the�organization�to�grow�in�capacity�and�assume�new�responsibilities�in�coming�years.���
Strategies�
�1. Review�Staff�Roles�and�Revise�Job�Descriptions�to�clarify�positions,�establish�boundaries�
between�positions,�and�better�delineate�responsibilities�and�accountability.�2. Update�Organizational�Staffing�Chart�to�provide�coherent�framework�and�reflect�anticipated�
revisions�to�staff�roles�and�responsibilities.�3. Lay�Groundwork�for�Planning�a�Human�Resources�Staff�Division�over�the�long�term,�to�be�
integrated�within�the�organization’s�existing�personnel�structure�and�to�reflect�the�size�of�the�organization.��
4. Utilize�a�Third�Party�Consultant�in�Organizational�Development�to�increase�the�efficiency�of�all�aspects�of�the�formal�internal�review�process.���
�
Goal�3:��Better�train�and�equip�the�SHC�NM�staff’s�senior�managers�in�the�arena�of�the�organization’s�policy�decisions�so�as�to�position�them�to�take�more�of�a�lead�in�day�to�day�operation�of�the�organization�and�to�ultimately�fulfill�the�long�term need�for�sustainable�leadership.��Capitalize�on�this�advance�as�an�opportunity�for�the�Executive�Director�to�shift�more�assertively�into�advocacy�and�public�policy�efforts.��
Strategies�
�1. Assign�SHC�NM�Middle�Managers�to�Board�Subcommittees�to�facilitate�their�greater�
involvement�in�policy�decisions�of�the�organization�and�to�engage�them�in�higher�level�of�general�education�about�the�organization’s�future.�
2. Develop�a�Strategy�to�Underwrite�the�Cost�of�Public�Policy�Work�carried�out�by�the�Executive�Director�so�as�to�allow�for�amplification�and�greater�assertiveness�of�this�essential�realm�of�the�SHC�NM’s�work.���
3. Hire�a�Third�Party�Consultant�in�Advocacy�as�a�cost�effective�method�for�carrying�out�time�intensive,�supporting�tasks�associated�the�SHC�NM�policy�and�advocacy�work�such�as�communications,�mailings,�and�administrative�tasks.�
�
�
�
Strategies for Five Years
19
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico3�
�
Goal�4:���Improve�the�short�term�capacity�of�SHC�NM�to�perform�effective�Property�Management�of�its�existing�real�estate�portfolio�so�as�to�confidently�position�the�organization�to�pursue�more�long�term�and�ambitious�advances�needed�to�property�manage�anticipated�growth�of�the�unit�inventory.��
Strategies�
�1. Develop�a�set�of�Standardized�Property�Management�Models�to�systemize�SHC�NM’s�now�
variable�arrangements�into�a�uniform�set�of�options�for�managing�existing�properties�and�those�to�be�added.�
2. Clarify�Task�Accountability�for�Newly�Developed�Properties�as�they�are�transitioned�out�of�the�development�and�construction�phase�and�into�the�management�and�lease�up�phases.���
3. Finesse�Existing�Property�Management�Operational�Systems�to�prepare�the�organization�for�a�next�step�of�transitioning�confidently�to�the�long�term�plan�for�consolidation�and�restructuring�of�these�functions.�
4. Account�for�the�Automatic�Growth�of�the�SHC�NM�portfolio�to�come�about�when�properties,�developed�in�conjunction�with�private�partners,�age�into�SHC’s�ownership�and�management.�
5. Implement�New�Balanced�Income�Cost�Criteria�whereby�all�new�housing�development�projects�have�the�financial�viability�to�independently�cover�costs�through�income.�
Strategies for Five Years
20
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico4�
�
Goal�5:��Improve�the�long�term�capacity�of�SHC�NM�to�deliver�effective�Property�Management�for�its�growing�portfolio�by�shifting,�in�steps,�towards�a�sustainable�model�where�Property�Management�is�consolidated�into�a�separate�enterprise�thereby�allowing�SHC�NM�to�protect�the�cultural�focus�of�its�work�as�PSH�development.�
Strategies�
�Business�Planning�for�the�Separate,�Spin�off�Enterprise�1. Conduct�a�Feasibility�Study�of�experienced�peer�organizations�across�the�U.S.�to�analyze�the�best�
practices�used�in�developing�a�separate�enterprise�to�carry�out�property�management�of�a�PSH�portfolio.�
2. Conduct�Market�Analysis�to�assess�business�potential�in�both�the�non�profit�and�for�profit�real�estate�sectors�across�NM��to�pool�units�in�need�of�property�management�together�with�SHC�NM’s�own�portfolio.�
3. Determine�a�Threshold�Number�of�Units�needed�to�constitute�the�viable�turning�point�for�the�organization�to�shift�property�management�into�a�new�enterprise.���
4. Collaborate�with�the�SHC�NM’s�LITC�Property�Syndicators�to�develop�a�set�of�standards�that�must�be�achieved�for�SHC�NM�to�assume�responsibility�for�property�management�of�these�units.�
�
Developing�the�Separate,�Spin�off�Enterprise��5. Implement�a�Marketing�Campaign�for�Property�Management�Services�to�sell�the�organization’s�
specialty�of�working�effectively�with�PSH�residents�and�it’s�the�stature�as�statewide�experts�in�PSH�management.�
6. Harness�Local�and�State�Small�Business�Planning�Assistance�to�support�the�organization’s�planning�and�implementation�of�the�proposed�separate�Property�Management�Enterprise.�
7. Create�a�New�Non�profit�or�For�profit�Property�Management�Enterprise�to�assume�responsibility�for�managing�SHC�NM’s�portfolio�and�other�properties�that�are�recruited�into�this�venture.�
Strategies for Five Years
21
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico5�
�
Goal�6:��Assure�the�sustainability�of�national�best�practices�in�the�SHC�NM�property�portfolio�and�develop�assurances�that�new�projects�to�be�developed�by�the�SHC�NM�are�in�keeping�with�such�standards.�
Strategies�
�1. Create�a�Set�of�SHC�NM�Standards�of�Care�Tools�for�advancing�SHC�NM’s�expectations,�related�
to national best practices, with service partners as well as for coordinating expectations withfunders.��Tools�to�include:��Policies�and�Procedures,�a�Matrix�of�Best�Practice�in�PSH,�and�a�Housing�Practice�Checklist.�
2. �Utilize�the�SHC�NM�Standards�of�Care�Tools�as�Criteria�for�Choosing�Service�Partners�in�new�development�projects�and�select�only�those�with�the�potential�to�attain�the�SHC�NM’s�standards.�
3. Ensure�the�Viability�of�Deploying�Service�Coordinators�in�all�new�projects,�above�and�beyond�case�management.�
4. Advocate�for�Increased�Opportunity�for�Best�Practice�Advancement�at�state�level�via�policy�changes�and�priorities�including�changes�to�contract�monitoring,�accommodations�for�rural�service�providers�with�high�transportation�costs,�and�increases�in�mainstream�service�infrastructure.�
5. Develop�an�Effective�Negotiating�Method�to�persuade�SHC�NM’s�private�property�management�partners�to�lower�the�threshold�in�their�screening�of�prospective�tenants�with�multiple�housing�barriers.�
6. Continue�to�Develop�and�Sustain�Pilot�PSH�Housing�Targeting�High�Risk�Populations�with�Multiple�Housing�Barriers�(such�as�youth�aging�out�of�foster�care)�by�balancing�the�demands�and�complexities�of�these�pilots�with�more�predictable�and�less�time�intensive�projects�where�SHC�NM�has�confidence�and�experience.�
�
Strategies for Five Years
22
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico6�
�
Goal�7:���Elevate�the�organization’s�internal�operational�systems�so�as�to�improve�efficiency�and�predictability�of�task�activities�in�the�short term�and�position�the�organization�to�grow�in�the�longer�term.�
Strategies�
�1. Carry�out�a�Review�of�all�Internal�Operations�systems�to�assess�consistency,�quality,�and�
efficiency.��Contract�with�a�construction�contractor�to�perform�building�by�building�assessments.�
2. Develop�an�in�house�Operations�Manual�that�identifies�all�activities�that�are�universal�to�every�project�that�SHC�NM�develops�and�outlines,�step�by�step,�how�these�are�to�be�carried�out.�
3. Conduct�a�Five�Year�Capital�Needs�Inventory�of�all�SHC�NM’s�properties.���4. Develop�Capital�Reserve�Goals�for�each�property�in�the�SHC�NM�inventory�and�a�strategy�to�
meet�these�goals.���5. Introduce�a�Team�Building�Initiative�at�staff�middle�management�level�to�spearhead�the�
internal�review�and�lead�development�of�the�Operations�Manual.�6. Introduce�Data�Gathering�Methods�to�assess�positive�impacts�of�SHC�NM’s�housing�on�
residents�including�tracking�long�term�outcomes�of�Housing�First�participants.����
Strategies for Five Years
23
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico7�
�
Goal�8:���Meet�the�need�for�more�PSH�for�persons�with�behavioral�health�issues�in�greater�NM�via�SHC�NM’s�direct�development�of hard�units�
Strategies�
Developing�Housing�1. Continue�Development�of�New�Hard�Units�of�PSH�Apace�using�relied�upon�public�financing�mechanisms�
to�maintain�an�estimated�1�2�new�development�projects�underway���of�the�agency’s�now�signature�scale.�2. Supplement�the�Anticipated�PSH�Development�Opportunities�(above)�with�Additional�Opportunities�
created�via�leveraging�of�local�$,�local�housing�trusts,�land�grants,�and�other�creative�resources.��3. Maintain�a�Subset�of�Development�Projects�that�Integrate�PSH�w/Mainstream�Affordable�Housing�4. Track�Advances�in�PSH�Funding�Opportunities�that�become�newly�available�in�the�national�funding�arena�
and�aggressively�pursue�opportunities�to�bring�these�resources�to�NM�as�means�of�developing�PSH.�5. Integrate�a�Policy�of�Prioritization�for�Efficient�Development–�i.e.�develop�PSH�when�and�where�most�
likely�to�produce�units�in�shortest�timeframe�so�as�to�meet�the�urgency�of�housing�needs.���
Advancing��Advocacy�&�Public�Policy�Agenda�6. Intensify�Assertive�Involvement�in�Advocacy�and�Policy�Work�at�Local�Level�–�to�foster�creation�of�
financing�opportunities�needed�for�strategies�above.�7. Intensify�Assertive�Involvement�in�Advocacy�and�Policy�Work�at�State�Level–�to�create�and�ensure�
sustainability�of�financing�opportunities�for�strategies�above.�8. Prioritize�Operating�Costs�in�Identification�of�New�Funding�Sources�in�conjunction�with�strategies�above�9. Sponsor�Empirical�Research�Project�on�Local�PSH�Cost�Effectiveness�as�a�tool�to�be�used�for�shifting�
public�will,�leveraging�public�commitments�of�resources�to�fund�new�PSH,�and�advancing�systems�change.�Outreach�to�local�academic�institutions�and�private�foundations�as�partners.���
10. Collaborate�in�establishing�a�new�Statewide�Cross�issue�Advocacy�Consortium�on�Housing�and�Homelessness�of�organizations/�constituents�with�common�advocacy�goals.�
Formalizing�Community�Planning�Activities�11. Conduct�a�Needs�Assessment�to�guide�SHC�NM�PSH�development�plans�that�will�focus�on�a�community�
by�community�analysis�of�local�capacity�across�NM�to�marshal�resources�and�lay�groundwork�for�PSH.�12. Develop�a�Local�Support�Lever�contractual�mechanism�and�related�planning�practices���for�securing�local�
commitments�of�resources,�public�will,�regulatory�incentives,�and�constituent�education�in�exchange�for�SHC�NM’s�commitment�to�carry�out��development�of�PSH.��
Carrying out Organizational Changes13. Advance�a�Shared�Governance�Arrangement�with�new�and�old�service�partners�to��better�integrate�
housing�with�services�and�ensure��long�term�accountability/�security�for�SHC�NM.��14. Increase�In�House�Staff�Capacity�to�assume�responsibilities�of�a�growing�PSH�portfolio�15. �Increase�In�house�Property/Asset�Management�Capacity�to�assume�responsibility�of�a�growing�PSH�
portfolio�that�covers�a�broader�geographic�range.�16. Identify�and�Create�Virtual�or�Real�Satellite�Sites�outside�Albuquerque�for�(a)�field�work�by�development�
staff�(b)�fostering�PSH�incubator�projects�that�will�create�opportunities�for�PSH�replication�in�that�vicinity.�
Strategies for Five Years
24
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico8�
�
Goal�9:���Develop�alternative�strategies,�other�than�SHC�NM’s�direct�development�of�new�hard�units,�for�expanding�the�availability�of�PSH�units�for�persons�with�behavioral�health�issues�in�NM��
Strategies�
Introducing�More�PSH�Units�to�Portfolio�1. Venture�More�Aggressively�into�Acquisition�and�Rehabilitation�of�single�and�multi�family�housing�
as�faster�means�of�bringing�additional�PSH�units��than�new�development.�2. Replicate�the�Tenant�Based�Rental�Assistance�Housing�First�programs�in�other�locations�in�NM.�3. Use�Partnerships��with�For�profit�Developers�to�facilitate�creation�of�more�hard�units�of�PSH.�
Laying�Groundwork/Cultivating�Opportunities�for�More�PSH�Units�4. Develop�Consultancy�Capacity�to�educate�local�non�profits�and�municipalities�about�opportunities,�
regulatory�incentives,�cost�benefits,�and�positive�impacts�of�PSH�development.���5. Sponsor�a�PSH�Public�Education�Initiative�of�outreach�and�workshops/seminars�targeted�to�
municipalities�to�teach�them�about�their�own�need�for�PSH,�necessary�regulatory�mechanisms,�benefits,�and�the�specific�criteria�for�SHC�NM�presence�in�their�community.��
6. Develop�Technical�Assistance�Services�targeting�mid�level�non�profits�with�mentoring�services�to�better�their�capacity�at�developing,�owning,�or�providing�best�practice�services�in�PSH.�
Strategies for Five Years
25
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
Sect
ion
Eigh
t TIMELINE: OBJECTIVES AND MILESTONESYEAR�ONE�
�
OBJEC
TIVES�AND�M
ILESTO
NES�
Year�One
�Calen
dar:�9/201
0���9
/201
1�
Sept�
Oct�
Nov�
Dec�
Jan�
Feb�
Mar�
Apr�
May�
Jun�
Jul�
Aug�
�Boa
rd,�C
ommittees,�a
nd�Organ
izationa
l�Lea
dership��
�Assign�Senior�SHC�NM�staff�to
�full�Bo
ard�mee
tings��
��
�Determine�staff’s�sched
ule�of�atten
dance�an
d�respectiv
e�respon
sibilities�at�fu
ll�Bo
ard�mee
tings�
��
�Re
plen
ish�Bo
ard�of�Directors�with
�three�ne
w�Boa
rd�M
embe
rs��
��
�Introd
uce�expe
rtise�to�Finan
ce�Com
mittee�from
�ban
king
,�LIH�Tax�Credits,�b
usiness,�accou
nting�
��
�Establish�ne
w�com
mittee
:�Nom
inating�Co
mmittee�–�prioritizatio
n�to�Hum
an�Resou
rces�recruit�
��
�Establish�ne
w�com
mittee
:�Fun
draising
�Com
mittee��
��
�Establish�ne
w�com
mittee
:�Prope
rty�Man
agem
ent�C
ommittee�
��
�Establish�ne
w�com
mittee
:�Policy�an
d�Advocacy�Co
mmittee�
��
�Introd
uce�ou
tside�commun
ity�stakeho
lders�to�Finan
ce�Com
mittee�
��
�Assign�on
e�Senior�SHC�NM�staff�m
embe
r�to�each�of�th
e�ne
w�and
�old�working
�com
mittee
s��
��
Fina
lize�charge�fo
r�each�new
�and
�old�working
�com
mittee
��
��
Bring�all�six�working
�com
mittee
s�up
�to�level�of�full�fun
ctiona
lity�
��
Adv
ocacy�,�P
ublic�Policy,�Systems�Ch
ange
��
Prod
uce�conten
t�for�SHC�NM’s�first�A
nnua
l�Rep
ort�inten
ded�for�ou
tside�stakeh
olde
r�aud
ience�
��
�Secure�fina
ncing�resource�to
�pay�fo
r�cost�of�a
�con
sulta
nt�to
�assist�w
ith�pub
lic�policy�work�
��
�Develop
�clear,�con
crete�charge�fo
r�ou
tside�consultant�to
�assist�w
ith�pub
lic�policy�work�
��
Sustaina
bility�of�Best�P
ractices�in
�PSH
�Portfolio�
�Im
plem
ent�p
olicy�chan
ge:�req
uiremen
t�for�Service�Coo
rdinators�on
�site
�at�a
ll�ne
w�projects�
��
��
��
��
��
��
�Co
mplete�SH
C�NM�Stand
ards�of�C
are�To
olkit�to�be
�used�with
�service�partners�
��
�Im
plem
ent�S
tand
ards�of�C
are�To
olkit�w
ith�th
ose�service�pa
rtne
rs�th
at�will�be�conn
ected�to�new
�PSH�develop
men
t�projects��
��
��
��
��
��
��
Internal�Ope
ration
s��
Complete�an
alysis�of�e
ach�SH
C�NM�prope
rty�vis�a�vis�ne
w�policy�requ
iring�Income�Co
st�Balan
ce��
��
��
��
��
��
��
�Fina
lize�ne
w�SHC�NM�In
ternal�Ope
ratio
ns�M
anua
l���
��
��
��
��
��
��
Complete�Ca
pital�N
eeds�In
ventory�for�h
alf�o
f�the
�SHC�NM�prope
rty�po
rtfolio
���
��
��
��
��
��
��
Complete�de
velopm
ent�o
f�Cap
ital�R
eserve�Goa
ls�fo
r�half�o
f�SHC�NM�prope
rty�po
rtfolio
��
��
��
��
��
��
��
Fina
lize�crite
ria�fo
r�po
licy�requ
iring��In
come�Co
st�Balan
ce�fo
r�all�n
ew�develop
men
t�projects�
��
��
��
��
��
��
Direct�Dev
elop
men
t�of�N
ew�Hard�Units�of�P
SH�
�Im
plem
ent�n
ew�policy:�all�ne
w�projects�will�have�at�least�2
5%�units�ded
icated
�to�PSH
���
��
��
��
��
��
��
Complete�de
velopm
ent�o
f�Criteria�fo
r�New
�Develop
men
t�Project�Prio
ritization��
��
��
��
��
��
��
�Assure�minim
um�of�o
ne�project�und
erway�fo
r�high
�nee
d�grou
ps�with
�multip
le�hou
sing
�barriers.�
��
��
��
��
��
��
�Maintain�10
0�ha
rd�units�of�P
SH�(m
ixed
�into�270
�total�u
nits�of�h
ousing
)�in�pred
evelop
men
t�and
�de
velopm
ent�to�be
�broug
ht�online�with
in�th
e�fiv
e�years�of�th
is�plan�
��
��
��
��
��
��
26
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
�
YEAR�TWO��
OBJEC
TIVES�AND�M
ILESTO
NES�
Year�Two�Ca
lend
ar:�9
/201
1��9/201
2�
Sept�
Oct�
Nov�
Dec�
Jan�
Feb�
Mar�
Apr�
May�
Jun�
Jul�
Aug�
�Boa
rd,�C
ommittees,�Lea
dership,�and
�Organ
izationa
l�Lea
dership�
�Co
mplete�roster�of�B
oard�M
embe
rs�with
�15�activ
e�mem
bers�
��
�Assure�all�B
oard�M
embe
rs�are�partic
ipating�on
�at�least�one
�of�the
�six�working
�com
mittee
s��
��
Achieve�geo
grap
hically�rep
resentative�Bo
ard�of�Directors�with
�at�least�th
ree�mem
bers�from
�ou
tside�Albuq
uerque
���
�
Adv
ocacy�,�P
ublic�Policy,�Systems�Ch
ange
��
Complete�first�SHC�NM’s�first�A
nnua
l�Rep
ort�a
nd�disseminate�to�outside
�stakeho
lder�aud
ience�
��
�Secure�fu
nding�for�ou
tside�consultant�to
�sup
port�adv
ocacy�an
d�pu
blic�policy�work�
��
�Bu
ild�allies�statewide�for�g
enesis�of�N
M�Con
sortium�on�Hou
sing
�and
�Hom
elessness�
��
�Hire�ou
tside�consultant�fo
r�pub
lic�policy�work��
��
�Develop
�resea
rch�agen
da�fo
r�PSH
�Empiric
al�Cost�E
ffectiv
eness�Re
search�in�NM�
��
Sustaina
bility�of�Best�P
ractices�in
�PSH
�Portfolio�
�Im
plem
ent�S
tand
ards�of�C
are�To
olkit�w
ith�all�service�pa
rtne
rs�con
nected
�to�existing�ho
using��
��
�Su
ccee
d�in�brokering
�signe
d�MOUs�for�Lowered
�Ten
ant�S
creening
�Thresho
ld�with
�30�land
lords�
in�TBR
A�and
�all�SH
C�NM’s�private�prope
rty�man
agers���
��
��
��
��
��
��
�Achieve�Low
ered
�Ten
ant�S
creening
�Thresho
ld�at�a
ll�ho
using�sites�whe
re�M
OUs�are�sign
ed�
��
��
��
��
��
��
Prop
erty�M
anagem
ent�
�Co
mplete�catego
rizatio
n�of�in
ternal�Stand
ardized�Prop
erty�M
anag
emen
t�Mod
els��
��
��
��
��
��
��
�Co
mplete�clarificatio
n�of�ta
sk�accou
ntab
ility�fo
r�internal�prope
rty�man
agem
ent�o
peratio
ns�
��
��
��
��
��
��
�Fina
lize�fin
essing
�of�e
xisting�internal�prope
rty�man
agem
ent�o
peratio
nal�systems�
��
��
��
��
��
��
Internal�Ope
ration
s��
Complete�Ca
pital�N
eeds�Assessm
ent�for�all�prop
ertie
s�in�SHC�NM�portfolio�
��
��
��
��
��
��
�Fina
lize�Internal�Review�Process�of�staffing�structure�an
d�organizatio
nal�leade
rship�
��
��
��
��
��
��
�Fina
lize�da
ta�points�for�Outcome�Data�Gathe
ring�to�cap
ture�positive�im
pacts�of�SHC�NM’s�PSH
��
��
��
��
��
��
�Direct�Dev
elop
men
t�of�N
ew�Hard�Unit�o
f�PSH
��
��
��
��
��
��
��
Maintain�10
0�ha
rd�units�of�P
SH�(m
ixed
�into�270
�total�u
nits�of�h
ousing
)�in�pred
evelop
men
t�and
�de
velopm
ent�to�be
�broug
ht�online�with
in�th
e�fiv
e�years�of�th
is�plan�
��
��
��
��
��
��
�Assure�minim
um�of�o
ne�project�und
erway�fo
r�high
�nee
d�grou
ps�with
�multip
le�hou
sing
�barriers.�
��
��
��
��
��
��
Expa
nsion�of�PSH
�Units�via�Alterna
tive�M
eans
��
Secure�com
mitm
ent�from�at�least�one
�local�o
r�state�en
tity�to�bring
�abo
ut�TBR
A�replication��
��
��
��
��
��
��
� �
Timeline: Objectives and Milestones
27
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
YEAR�THREE��
OBJEC
TIVES�AND�M
ILESTO
NES�
Year�Three
�Calen
dar:�9/201
2�–�9/20
13�
Sept�
Oct�
Nov�
Dec�
Jan�
Feb�
Mar�
Apr�
May�
Jun�
Jul�
Aug�
�Boa
rd,�C
ommittees,�a
nd�Organ
izationa
l�Lea
dership��
�Co
mplete�ph
ase�in�of�n
ew�Boa
rd�Term�Lim
its�policy�
��
Adv
ocacy�,�P
ublic�Policy,�Systems�Ch
ange
��
Expa
nd�staff�by�.5�FTE�to
�carry�out�policy�an
d�ad
vocacy�work�
��
�Secure�research�pa
rtne
r/�chief�in
vestigator�fo
r�Em
piric
al�Resea
rch�on
�Cost�E
ffectiv
eness�of�PSH
��
��
Commen
ce�PSH
�Empiric
al�Cost�E
ffectiv
eness�Re
search�in�NM�
��
Sustaina
bility�of�Best�P
ractices�in
�PSH
�Portfolio�
�En
sure�th
at�all�SH
C�NM�prope
rties�in�portfolio�have�on
�site
�Service�Coo
rdinators�
��
��
��
��
��
��
�Laun
ch�tw
o�pilot�site
s�for�ne
w�Jo
int�G
overna
nce�Arran
gemen
t�with
�service�partners�
��
��
��
��
��
��
�Set�u
p�system
�for�assessing�Joint�G
overna
nce�Arran
gemen
t�pilo
ts�fo
r�rep
licab
ility�
��
��
��
��
��
��
Prop
erty�M
anagem
ent�
�Co
mplete�the�Feasibility�Study�fo
r�Spin�off�P
rope
rty�Man
agem
ent�V
enture�
��
��
��
��
��
��
�Co
mplete�the�Market�S
tudy�fo
r�Spin�off�P
rope
rty�Man
agem
ent�V
enture��
��
��
��
��
��
��
Internal�Ope
ration
s��
Full�im
plem
entatio
n�of�policy�requ
iring��In
come�Co
st�Balan
ce�fo
r�all�SHC�NM�hou
sing
��
��
��
��
��
��
��
Complete�de
velopm
ent�o
f�Cap
ital�R
eserve�Goa
ls�fo
r�all�of�SHC�NM�prope
rties�
��
��
��
��
��
��
�Fu
lly�im
plem
ent�O
utcome�Data�Gathe
ring�to�cap
ture�positive�im
pacts�of�SHC�NM’s�PSH
��
��
��
��
��
��
��
Fully�im
plem
ent�a
ll�proced
ures�in
�the�ne
w�SHC�NM�In
ternal�Ope
ratio
ns�M
anua
l��
��
��
��
��
��
�Direct�Dev
elop
men
t�of�N
ew�Hard�Units�of�P
SH�
�Maintain�10
0�ha
rd�units�of�P
SH�(m
ixed
�into�270
�total�u
nits�of�h
ousing
)�in�pred
evelop
men
t�and
�de
velopm
ent�to�be
�broug
ht�online�with
in�th
e�fiv
e�years�of�th
is�plan�
��
��
��
��
��
��
�Assure�minim
um�of�o
ne�project�und
erway�fo
r�high
�nee
d�grou
ps�with
�multip
le�hou
sing
�barriers.�
��
��
��
��
��
��
Expa
nsion�of�PSH
�Units�via�Alterna
tive�M
eans
��
Complete�ne
eded
�plann
ing�an
d�tools�for�the�Needs�Assessm
ent�a
nd�Com
mun
ity�Sup
port�Lever�
��
��
��
��
��
��
�Co
mplete�ne
eded
�plann
ing�an
d�tools�for�the�PSH�Statewide�Ed
ucation�Initiative�
��
��
��
��
��
��
�Secure�com
mitm
ent�from�lo
cal�o
r�state�en
tity�for�c
ommitm
ent�o
f�TBR
A�vou
chers�in�at�least�
one�commun
ity�to
�be�used
�to�rep
licate�Albuq
uerque
�based
�vou
cher�program
s��
��
��
��
��
��
�
�Achieve�tw
ofold�Re
plication�of�Ten
ant�B
ased
�Ren
tal�A
ssistance�in�at�least�2��N
M�com
mun
ities�
��
��
��
��
��
��
�Co
mplete�an
alysis�of�T
echn
ical�Assistance�/Con
sulta
ncy�Practic
es�by�pe
er�organ
izations�
��
��
��
��
��
��
�
Timeline: Objectives and Milestones
28
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
�
YEAR�FOUR��
OBJEC
TIVES�AND�M
ILESTO
NES�
Year�Fou
r�Ca
lend
ar:�9
/201
4�–�9/20
15�
Sept�
Oct�
Nov�
Dec�
Jan�
Feb�
Mar�
Apr�
May�
Jun�
Jul�
Aug�
�Boa
rd,�C
ommittees,�a
nd�Organ
izationa
l�Lea
dership��
�Co
mplete�a�mid�stream�review�of�the
�success�of�the
�Five�Year�Strateg
ic�Plan��
��
�Initiate�plan
ning
�for�ne
xt�pha
se�of�strategic�plann
ing�–�iden
tify�fin
ancial�sup
port�
��
Adv
ocacy�,�P
ublic�Policy,�Systems�Ch
ange
��
Form
alize�the�SH
C�NM’s�Policy�an
d�Advocacy�Strategy�in
�a�policy�do
cumen
t��
�Facilitate,�with
�allies�statewide,�gen
esis�of�N
M�Con
sortium�on�Hou
sing
�and
�Hom
elessness�
��
Sustaina
bility�of�Best�P
ractices�in
�PSH
�Portfolio�
�Fu
ll�im
plem
entatio
n�of�Service�Coo
rdinators�at�every�PSH
�hou
sing
�site
�in�th
e�SH
C�NM�portfolio�
��
�Co
mplete�assessmen
t�of�p
iloted�Joint�G
overna
nce�Structure�an
d�replicate�as�is�determined
��
��
��
��
��
��
�Prop
erty�M
anagem
ent�
�Arrive�at�a�th
reshold�nu
mbe
r�of�h
ousing
�units�nee
ded�to�m
ake�Spin�Off�Ven
ture�viable�
��
��
��
��
��
��
�Secure�pub
lic�assistance�in�small�b
usiness�plan
ning
�from
�local�o
r�state�level�sou
rces�
��
��
��
��
��
��
�Co
llabo
rate�with
�LIH�Tax�Credit�S
yndicators�to
�determine�their�requ
irem
ents�fo
r�SH
C�NM�to
�bring�the�prop
erty�m
anagem
ent�o
f�tho
se�prope
rties�with
in�th
e�Spin�Off�Ven
ture�
��
��
��
��
��
��
Internal�Ope
ration
s��
Achieve�fu
ll�compliance�of�all�SH
C�NM�with
�new
�policy�requ
iring�Income�Co
st�Balan
ce�
��
��
��
��
��
��
�Prod
uce�fully�upd
ated
�Job�Descriptio
ns�and
�Organ
izationa
l�Cha
rt�
��
��
��
��
��
��
Direct�Dev
elop
men
t�of�N
ew�Hard�Unit�o
f�PSH
��
Maintain�10
0�ha
rd�units�of�P
SH�(m
ixed
�into�270
�total�u
nits�of�h
ousing
)�in�pred
evelop
men
t�and
�de
velopm
ent�to�be
�broug
ht�online�with
in�th
e�fiv
e�years�of�th
is�plan�
��
��
��
��
��
��
�Assure�minim
um�of�o
ne�project�und
erway�fo
r�high
�nee
d�grou
ps�with
�multip
le�hou
sing
�barriers.�
��
��
��
��
��
��
Expa
nsion�of�PSH
�Units�via�Alterna
tive�M
eans
��
Complete�plan
ning
�for�ne
w�SHC�NM�Com
mun
ity�Sup
port�Lever�in
�four�com
mun
ities�
��
��
��
��
��
��
�Co
mplete�plan
ning
�for�ne
w�SHC�NM�Techn
ical�Assistance�an
d�Co
nsultancy�Practice�
��
��
��
��
��
��
�Iden
tify�site�fo
r�virtua
l�or�actual�SHC�NM�Satellite�Site�in
�one
�com
mun
ity�outside
�Albuq
uerque
��
��
��
��
��
��
�
Timeline: Objectives and Milestones
29
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
�
YEAR�FIVE��
OBJEC
TIVES�AND�M
ILESTO
NES�
Year�Five�Ca
lend
ar�9/201
6�–�9/20
17�
Sept�
Oct�
Nov�
Dec�
Jan�
Feb�
Mar�
Apr�
May�
Jun�
Jul�
Aug�
�Boa
rd,�C
ommittees,�Lea
dership��
�Fina
lize�the�form
al�lo
ng�te
rm�strategy�for�the�Bo
ard’s�Po
licy�an
d�Advocacy�Co
mmittee��
��
Adv
ocacy�,�P
ublic�Policy,�Systems�Ch
ange
��
Expa
nd�staff�by�1.0��FTE�to
�carry�out�pub
lic�policy�an
d�ad
vocacy�work�
��
�Achieve�fu
ll�en
gagemen
t�of�S
HC�NM�in
�the�po
licy�an
d�ad
vocacy�app
roach�
��
�Assess�an
d�make�strategic�use�of�m
idstream
�results�from
�PSH
�Empiric
al�Cost�E
ffectiv
eness�
Research�in�NM��
��
Sustaina
bility�of�Best�P
ractices�in
�PSH
�Portfolio�
�Upd
ate�Stan
dards�of�Care�To
olkit�w
ith�th
e�most�c
urrent�nationa
l�best�p
ractices
��
Prop
erty�M
anagem
ent�
�Make�de
term
ination�as�to
�feasibility�of�S
pin�Off�Prope
rty�Man
agem
ent�V
enture�or�a
lternatives�
��
��
��
��
��
��
�Crea
te�and
�estab
lish�bu
sine
ss�structure�fo
r�Spin�Off�Prope
rty�Man
agem
ent��Ve
nture�
��
��
��
��
��
��
�Co
mplete�bu
sine
ss�plan�for�S
pin�Off�Prope
rty�Man
agem
ent�V
enture�
��
��
��
��
��
��
�Co
mmen
ce�m
arketin
g�campa
ign�for�Spin�Off�Prope
rty�Man
agem
ent�V
enture�
��
��
��
��
��
��
�Laun
ch�non
�profit�or�for�p
rofit�Spin�Off�Prope
rty�Man
agem
ent�V
enture�
��
��
��
��
��
��
Internal�Ope
ration
s��
Fina
lize�de
cision
�abo
ut�arran
gemen
ts�fo
r�the�Hum
an�Resou
rces�Division�with
in�SHC�NM��
��
��
��
��
��
��
Direct�Dev
elop
men
t�of�N
ew�Hard�Unit�o
f�PSH
��
Bring�on
line�at�least�a
�total�o
f�100
�New
�Units�of�P
SH�add
ed�to
�the�SH
C�NM�portfolio�
��
��
��
��
��
��
�Bring�on
line�at�least�a
�total�o
f�270
�New
�Units�of�H
ousing
�(of�w
hich�th
e�10
0�PSH�units�are�a�
part)�a
dded
�to�th
e�SH
C�NM�portfolio�
��
��
��
��
��
��
Expa
nsion�of�PSH
�Units�via�Alterna
tive�M
eans
��
Implem
ent�the
�new
�SHC�NM�Com
mun
ity�Sup
port�Lever�M
echa
nism
�in�fo
ur�NM�com
mun
ities��
��
��
��
��
��
��
�Dep
loy�the�ne
w�SHC�NM�Techn
ical�Assistance�an
d�Co
nsultancy�Practice�
��
��
��
��
��
��
�Laun
ch�th
e�ne
w�SHC�NM�Training�an
d�Ed
ucation�Serie
s�in�com
mun
ities�across�NM���������������������������
��
Ope
n�virtua
l�or�a
ctua
l�SHC�NM�Satellite�Site�in
�one
�com
mun
ity�outside
�Albuq
uerque
��
��
��
��
��
��
��
Achieve�tw
ofold�replication�of�Albuq
uerque
�based
�Ten
ant�B
ased
�Ren
tal�A
ssistance�in�at�least�
two�othe
r�parts�of�N
M�
��
��
��
��
��
��
�
Timeline: Objectives and Milestones
30
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
31
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
Appe
ndic
esA. Anticipated Opportunities for Financing the Housing in Permanent Supportive Housing for People who are Homeless in New Mexico
B. Anticipated Opportunities for Financing Services for People who are Homeless or are in Supportive Housing in New Mexico
C. Financials
32
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
Ant
icip
ated
Opp
ortu
nitie
s fo
r Fi
nanc
ing
the
Hou
sing
in P
erm
anen
t Sup
port
ive
Hou
sing
for
Peop
le w
ho a
re H
omel
ess
in N
ew M
exic
oPr
ogra
m/F
undi
ng S
ourc
e A
ctiv
ity
NewConstruction
Acquisition
Rehabilitation
Rental Assistance Tied to a Bldg/Unit
Rental Assistance Portable
Pre-Development Loans
Leasing Property
Operating Costs
SHC
-NM
ha
s U
sed
Befo
re
Not
es
Con
solid
ated
Pla
n Pr
ogra
ms
Stim
ulus
Pac
kage
-N
eigh
borh
ood
Stab
iliza
tion
Prog
ram
(NSP
) X
XX
Not
yet
use
d fo
r PS
H in
NM
. Tem
pora
ry
Emer
genc
y Sh
elte
r G
rant
(ESG
) X
XX
Onl
y av
aila
ble
in e
ntitl
emen
t citi
es in
NM
Com
mun
ity D
evel
opm
ent B
lock
Gra
nt (C
DBG
) X
XX
XX
Onl
y av
aila
ble
in e
ntitl
emen
t citi
es in
NM
Hom
eles
snes
s Pr
even
tion
and
Rapi
d Re
-Hou
sing
(HPR
P)X
Onl
y av
aila
ble
in e
ntitl
emen
t citi
es in
NM
. Tem
pora
ry
HO
ME
Inve
stm
ent P
artn
ersh
ip P
rogr
am
XX
XX
XO
nly
avai
labl
e in
ent
itlem
ent c
ities
in N
M
Hou
sing
Opp
ortu
nitie
s fo
r Pe
ople
with
AID
S (H
OPW
A)
XX
XX
XX
XO
nly
avai
labl
e in
ent
itlem
ent c
ities
in N
M
CoC
Hom
eles
s A
ssis
tanc
e C
ontin
uum
of C
are
Prog
ram
sSu
ppor
tive
Hou
sing
Prog
ram
(SH
P)
XX
XX
XX
App
ly th
ru th
e C
oC;
Cha
nges
exp
ecte
d in
in th
e ne
w
HEA
RTH
Act
. D
etai
ls in
Sep
tem
ber,
2010
Sect
ion
8 M
oder
ate
Reha
bilit
atio
n SR
O
XSh
elte
r Pl
us C
are
XX
Rapi
d Re
hous
ing
(may
not
be
in 2
010
NO
FA)
XRa
pid
Reho
usin
g D
emon
stra
tion
Prog
. for
Fam
ilies
X
XX
Publ
ic H
ousi
ng A
genc
y (L
HA
s) P
rogr
ams
Publ
ic H
ousin
g X
Som
e LH
As
set a
side
units
to b
e us
ed f
or P
SH
Sect
ion
8 H
ousin
g C
hoic
e V
ouch
er P
rogr
am
XX
XC
an b
e pr
ojec
t-ba
sed
to P
SH v
ia L
HA
s
Sect
ion
8 “B
outiq
ue”
Vou
cher
Pro
gram
s �
New
: Non
elde
rly P
erso
ns w
ith D
isabi
litie
s �
Mai
nstr
eam
(PW
D) V
ouch
ers
�C
erta
in V
ouch
ers
�D
esig
nate
d V
ouch
ers
�Pr
ojec
t Acc
ess
Fam
ily U
nific
atio
n Pr
ogra
m (F
UP)
�
Fair
Shar
e Pr
o gra
m(s
ome
targ
eted
to P
WD
)
X
New
Vou
cher
s pr
ogra
m ju
st o
ut –
7/’
10 d
eadl
ine
All
can
be p
roje
ct-b
ased
to P
SH v
ia N
M’s
LHA
s.
HA
s m
ust b
e en
cour
aged
to a
pply
for
thes
e vo
uche
rs
and
to p
roje
ct b
ase
them
with
non
-pro
fits
Oth
er H
UD
Pro
gram
sRe
auth
oriz
ed S
ectio
n 81
1 D
emon
stra
tion
Prog
ram
X
XX
XX
Will
be
big
oppo
rtun
ity f
or P
SH in
NM
. D
ue ‘1
1/’1
2
New
ly A
utho
rized
: Nat
iona
l Hou
sing
Trus
t Fun
d X
XX
Will
be
big
oppo
rtun
ity f
or P
SH in
NM
. Due
‘11
Sect
ion
202
Supp
ortiv
e H
ousin
g fo
r th
e El
derly
X
XX
XD
orm
ant p
rogr
am. N
ot w
idel
y us
ed a
nym
ore
HO
PE V
I X
XX
XRe
vam
ps o
ld p
ublic
hou
sing
into
aff
ord
hous
ing
Sect
ion
232
Mor
tgag
e In
sura
nce
XX
XU
.S. D
epar
tmen
t of A
gric
ultu
re P
rogr
ams
Sect
ion
515
Rura
l Ren
tal H
ousin
g Pr
ogra
m
XX
XSt
ill a
roun
d
Sect
ion
538
Rura
l Ren
tal H
ousin
g G
uara
ntee
d Lo
an
XX
XSt
ill a
roun
d
Vet
eran
s Sp
ecifi
c Pr
ogra
ms
VA
Gra
nt a
nd P
er D
iem
Pro
gram
X
XFu
nds
tran
sitio
nal h
ousin
g fo
r ho
mel
ess
vete
rans
VA
Miss
ion
Hom
eles
s Pr
ogra
m (v
ia E
nhan
ced
Use
Lea
seM
ech)
XX
Fund
s re
purp
osin
g V
A p
rope
rty
into
vet
eran
s ho
usin
g
Oth
er H
ousi
ng a
nd F
inan
ce T
ools
Low
Inco
me
Hou
sing
Tax
Cre
dits
and
Hist
oric
Tax
Cre
dits
XX
XX
XX
XN
M h
as p
riorit
y fo
r PS
H p
roje
cts
that
are
inte
grat
ed
Tax
Exem
pt B
ond
Fina
ncin
g X
XX
XTr
ied
and
true
dev
elop
men
t too
l
Med
icai
d Re
inve
stm
ent –
Uns
pent
Ser
vice
Dol
lars
Con
vert
edX
XX
XH
ighl
y ex
perim
enta
l. U
sed
in a
few
cou
ntie
s in
US
Belo
w-M
arke
t Len
ders
– C
omm
unity
Dev
elop
. Loa
n Fu
nds
XQ
uasi
publ
ic p
rivat
e ag
enci
es f
und
affo
rd. h
ousin
g
Fina
ncin
g D
raw
ing
from
Loc
al a
nd S
tate
Tax
Dol
lars
Don
atio
ns o
f pr
ivat
e pr
oper
ty to
be
used
as
PSH
C
ould
be
prom
ising
opt
ion
Proposed: N
M H
ousin
g Tr
ust F
und
Wou
ld p
rese
nt s
igni
fican
t opp
ortu
nity
Proposed: C
ity o
f A
lbuq
uerq
ue H
ousin
g Tr
ust F
und
W
ould
pre
sent
sig
nific
ant o
ppor
tuni
ty
Loca
l and
sta
te le
vel c
omm
unity
fun
ds
XN
ot li
kely
to b
e of
fere
d in
mos
t of
NM
Appendix A
33
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
Ant
icip
ated
Opp
ortu
nitie
s fo
r Fi
nanc
ing
Serv
ices
for
Peo
ple
who
are
Hom
eles
s or
are
in S
uppo
rtiv
e H
ousin
g in
New
Mex
ico
Prog
ram
/Fun
ding
Sou
rce
Act
ivity
Target Population
Care Coordination
In Home Health
Personal Care
Skill Training
Day Services
Employment Related Services
Community Support
SHC
-N
M
has
Use
d Be
fore
Not
es
Med
icai
d Fi
nanc
ed P
rogr
am R
esou
rces
C
ompr
ehen
sive
Com
mun
ity S
uppo
rt S
ervi
ce
via
Cor
e Se
rvic
e A
genc
ies
cont
ract
ed b
y O
ptum
Hea
lth
Peop
le w
/ D
isabi
litie
s X
XX
XX
Can
pay
for
up
to 6
0% o
f se
rvic
es i
n PS
H.
Mus
t pa
rtne
r w
ith o
ne o
f th
e ne
w 2
5 gr
ante
es u
nder
C
ore
Serv
ice
Age
ncie
s co
ntra
cted
for
MH
del
iver
y. O
ther
Sta
te o
f N
M F
undi
ng D
epar
tmen
t of
Beha
vior
al H
ealth
SM
IX
XX
XX
XX
XO
ptum
Hea
lth w
orrie
s cl
oud
pros
pect
s
Sta
te D
epar
tmen
t of
Cor
rect
ions
C
orre
ctio
ns
XX
XX
XX
XSo
me
stat
e D
OC
s fu
nd P
SH s
ervi
ces
Con
solid
ated
Pla
n R
esou
rces
C
omm
unity
Dev
elop
men
t Blo
ck G
rant
(CD
BG)
Any
XX
XX
Poss
ible
par
tner
ship
s w
ith C
AP
agen
cies
Hom
eles
s Sp
ecifi
c R
esou
rces
*H
UD
- M
cKin
ney/
Ven
to S
uppo
rtiv
e H
ousin
g Pr
ogra
m
Hom
eles
s X
XX
XX
App
ly th
ru th
e C
oC;
Cha
nges
exp
ecte
d in
in th
e ne
wH
EART
H A
ct.
Det
ails
in S
epte
mbe
r, 20
1H
UD
- E
mer
genc
y Sh
elte
r G
rant
H
omel
ess
Hea
lth C
are
for
the
Hom
eles
s H
omel
ess
XX
XX
XC
ontr
act g
oes
thru
loca
l HC
FH
Proj
ects
to A
ssist
in th
e Tr
ansit
ion
from
Hom
eles
s (P
ATH
)H
omel
ess
XX
XX
XV
eter
ans
Res
ourc
esV
A G
rant
and
Per
Die
m P
rogr
am
Hom
eles
s ve
ts
XSe
rvic
e fo
r ve
ts in
tran
sitio
nal h
ousin
g
New:S
uppo
rt S
ervi
ces
for
Low
Inco
me
Vet
eran
s Pr
ogra
Hom
eles
s ve
ts
XPr
even
tion
serv
ice
for
vets
. D
ue in
9/2
010
Vet
eran
s A
dmin
istra
tion
(VA
) Hea
lthca
re f
or H
omel
ess
Hom
eles
s V
ets
XX
XC
ase
man
ager
s fo
r ve
ts in
hea
lth c
ente
rs
VA
/Dep
t. of
Lab
or H
omel
ess
Vet
eran
s Re
inte
grat
ion
H
omel
ess
Vet
s X
XX
Empl
oym
ent f
ocus
ed s
uppo
rt s
ervi
ces
Oth
er S
peci
al P
opul
atio
nsRy
an W
hite
Car
e A
ct
HIV
/AID
S X
XX
XO
f in
tere
st to
us
if w
ant A
IDS
PSH
Old
er A
mer
ican
s A
ct
Elde
rs
XX
XX
XO
nly
of in
tere
st to
us
if w
ant E
lder
s PS
H
Hou
sing
Opp
ortu
nitie
s fo
r Pe
rson
s w
ith A
IDS
(HO
PWA
)H
IV/A
IDS
XX
XX
Of
inte
rest
to u
s if
wan
t AID
S PS
H
Dep
t. of
Jus
tice
Goi
ng H
ome
Re-e
ntry
Par
tner
ship
Yo
uth
Off
ende
rs
XO
f in
tere
st to
us
if w
ant R
eent
ry P
SH
SAM
HSA
Pro
gram
s
Sub
Abu
sers
/ SM
I X
Voc
atio
nal R
ehab
ilita
tion
(VR
) Res
ourc
esV
R A
CT
Inde
pend
ent L
ivin
g C
ente
rs
Phys
. Dis.
X
XX
XO
nly
of in
tere
st to
us
if w
ant P
D P
SH
VR
– Em
ploy
men
t Ser
vice
s Ph
ys. D
is.
XX
Onl
y of
inte
rest
to u
s if
wan
t PD
PSH
VR
– A
dapt
ive
Equi
pmen
t and
Ren
ovat
ions
Ph
ys. D
is.
XX
Onl
y of
inte
rest
to u
s if
wan
t PD
PSH
Priv
ate
Fund
s U
nite
d W
ay
Any
X
XX
XX
XX
XV
ery
com
petit
ive
as n
on-p
rofit
s al
l in
need
NM
Priv
ate
Foun
datio
ns
Any
X
XX
XX
XX
XLo
cal f
ound
atio
ns in
NM
now
hav
e lim
ited
reso
urce
s
Loca
l Don
ors
Con
trib
utin
g to
Cap
ital F
unds
A
nyX
XX
XX
XX
XW
ould
req
uire
cap
ital f
undr
aisin
g
Appendix B
34
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
ASSETS Notes 2009Current Assets
Cash and cash equivalents 3 $ 268,488Cash restricted to meet tenant deposit liabilities 3 22,666Cash restricted for replacement reserve 3 29,798Short-term certificates of deposits 4 107,668Grant and contract receivables 5 495,928Rent receivables 5 24,294Developer's fee receivable 5 2,728Due from limited partner 5 827,126Other receivables 5 2,400Prepaid expenses 6 71,401
Total Current Assets 1,852,497
Property and Equipment, net of accumulated depreciation Sched 5 17,076,104
Other AssetsDeferred financing fees 7 47,953Silver Gardens affiliate loan receivables 1-H-3 392,030
Total Other Assets 439,983Total Assets $ 19,368,584
LIABILITIESCurrent Liabilities Cash deficit 3 $ 12,000
Accounts payable 9 905,530Payroll related and other accrued liabilities 10 153,385
SUPPORTIVE HOUSING COALITION OF NEW MEXICO AND CONTROLLED AFFILIATESConsolidated Statement of Financial Position
As of June 30, 2009
SEE INDEPENDENT AUDITORS' REPORTThe accompanying notes are an integral part of these financial statements
4
Accrued developer's fee 8 63,290Retainage accounts 11 53,087Deferred revenue 12 35,978Deposits held for tenant 13 23,598Accrued interest 14 13,925Lines of credit 18 191,849Current portion of notes payable Sched 6 791,623
Total Current Liabilities 2,244,265
Long Term LiabilitiesNotes payable-net of current portion Sched 6, 15 2,435,943
4,680,208
UnrestrictedUnrestricted, undesignated 3,824,057Capital, General Partner-Controlled Affiliates Sched 4 913,250Capital, Limited Partner, net Sched 4 7,012,151Investment in property and equipment, net of related debt and capital advance (does not include limited partnerships) 17, Sched 5,6 1,873,558
Total Unrestricted Net Assets 13,623,016Temporarily Restricted-Investment in Building 17 1,065,360
Total Net Assets 14,688,376Total Liabilities and Net Assets $ 19,368,584
For Presentation of Financials by Entity Please See Pages 32-34
SEE INDEPENDENT AUDITORS' REPORTThe accompanying notes are an integral part of these financial statements
4
SEE INDEPENDENT AUDITORS' REPORTThe accompanying notes are an integral part of these financial statements
4
Appendix C
35
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
Temporarily 2009Notes Unrestricted Restricted Total
REVENUE AND SUPPORTRevenue
Rental and Management income $ 537,706 - 537,706Program income 464,149 - 464,149Housing development grants and contracts 199,582 132,605 332,187Consulting and development fees 37,863 - 37,863Investment income 3,785 - 3,785
Total Revenue 1,243,085 132,605 1,375,690Support
Operational grants and programs 2,011,741 - 2,011,741Contributions 601 - 601
Total Support 2,012,342 - 2,012,342 Net Assets Released From Restrictions
Restrictions satisfied by program payments 28,548 (28,548) -Total Revenue and Support Before Development Pass-Through Affiliates Revenue 3,283,975 104,057 3,388,032
EXPENSES BEFORE DEPRECIATION AND AMORTIZATIONProgram 3,041,169 - 3,041,169
(49,892) - (49,892)
SUPPORTIVE HOUSING COALITION OF NEW MEXICO AND CONTROLLED AFFILIATESConsolidated Statement of ActivitiesFor the Year Ended June 30, 2009
Eliminations in program services per consolidated statement of functionalexpenses
SEE INDEPENDENT AUDITORS' REPORTThe accompanying notes are an integral part of these financial statements
5
(49,892) - (49,892)General and administrative 385,313 - 385,313
Total Expenses Before Depreciation and Amortization 3,376,590 - 3,376,590
(92,615) 104,057 11,442Depreciation
Program depreciation and amortization 473,548 - 473,548General and administrative depreciation 11,723 - 11,723
Total Depreciation 485,271 - 485,271
DEVELOPMENT AFFILIATES PASS-THROUGH REVENUE (EXPENSES)Development pass-through grants revenues 3,315,444 - 3,315,444Development pass-through grants expenses (186,781) - (186,781)
Total Development Affiliates Revenue (Expenses) 3,128,663 - 3,128,663
Change in net assets 2,550,777 104,057 2,654,834Net assets, beginning of year 3,432,807 961,303 4,394,110Restatement 24 7,639,432 - 7,639,432Net assets, beginning of year, restated 11,072,239 961,303 12,033,542Net assets, end of year $ 13,623,016 1,065,360 14,688,376
For Presentation of Financials by Entity Please See Pages 32-34
expenses
Change in Net Assets Before Development Affiliates Pass-ThroughRevenue and Depreciation and Amortization
SEE INDEPENDENT AUDITORS' REPORTThe accompanying notes are an integral part of these financial statements
5
Appendix C
36
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
Prop
erty
Hou
sing
Hou
sing
Man
agem
ent
Elim
in-
Tot
alM
gtPr
ogra
mD
evel
opm
ent
Tot
al&
Gen
eral
atio
nsE
xpen
ses
Sala
ries a
nd w
ages
$19
1,12
0
15
5,04
1
14
8,95
2
495,
113
20
0,70
6
-
695,
819
Payr
oll t
axes
14,9
77
11,4
03
11,2
05
37
,585
15
,766
-
53,3
51
Ben
efits
30
,336
28
,669
21
,061
80,0
66
25,1
56
-
10
5,22
2
To
tal p
ayro
ll an
d re
late
d ex
pens
es23
6,43
3
19
5,11
3
18
1,21
8
612,
764
24
1,62
8
-
854,
392
Ren
tal a
ssis
tanc
e30
,596
1,
569,
981
-
1,60
0,57
7
-
(3
0,59
6)1,
569,
981
Ren
tal u
tiliti
es12
4
69
,538
-
69
,662
(6
70)
-
68
,992
In
tere
st10
5,31
9
1,
063
-
10
6,38
2
6,42
9
-
112,
811
Prof
essi
onal
serv
ices
80,2
93
9,98
2
138,
990
22
9,26
5
25,2
68
(1
9,29
6)23
5,23
7
R
ent a
nd le
ases
8,66
5
19,8
87
12,4
85
41
,037
63
,409
-
104,
446
Occ
upan
cy
177,
279
165
-
177,
444
-
-
17
7,44
4
R
epai
rs a
nd m
aint
enan
ce24
,139
58
-
24
,197
21
9
-
24
,416
In
sura
nce
29,4
30
175
175
29,7
80
8,72
1
-
38,5
01
Trav
el a
nd tr
ansp
orta
tion
2,16
5
6,33
3
5,04
3
13,5
41
4,35
1
-
17,8
92
Tele
phon
e an
d co
mm
unic
atio
ns7,
113
4,
584
2,
044
13
,741
6,
941
-
20
,682
Su
pplie
s and
off
ice
expe
nse
9,22
7
2,30
5
1,44
112
,973
5,
390
-
18
,363
Prog
ram
Ser
vice
s
SUPP
OR
TIV
E H
OU
SIN
G C
OA
LIT
ION
OF
NE
W M
EX
ICO
AN
D C
ON
TR
OL
LE
D A
FFIL
IAT
ES
Con
solid
ated
Sta
tem
ent o
f Fun
ctio
nal E
xpen
ses
For
the
Yea
r E
nded
Jun
e 30
, 200
9
SEE
IND
EPE
ND
EN
T A
UD
ITO
RS'
RE
POR
TT
he a
ccom
pany
ing
note
s are
an
inte
gral
par
t of t
hese
fina
ncia
l sta
tem
ents
6
Supp
liesa
ndof
fice
expe
nse
9,22
72,
305
1,44
112
,973
5,39
0
18
,363
Mis
cella
neou
s18
,808
-
-
18,8
08
-
-
18,8
08
Bad
deb
t14
,420
15
,931
-
30
,351
-
-
30
,351
Eq
uipm
ent
5,43
7
1,03
7
6,56
3
13,0
37
5,95
3
-
18,9
90
Mee
tings
234
296
3,19
3
3,72
3
2,
975
-
6,
698
Pr
intin
g an
d du
plic
atio
n57
6
13
1
2,
158
2,
865
129
-
2,99
4
Prof
essi
onal
dev
elop
men
t94
38
4
1,
367
1,
845
2,95
2
-
4,79
7
Due
s and
subs
crip
tions
3,52
3
2,74
0
1,22
3
7,48
6
4,
208
-
11
,694
Se
rvic
e fe
es38
6
59
-
44
5
2,17
9
-
2,62
4
Prop
erty
taxe
s29
,438
-
-
29,4
38
-
-
29,4
38
Post
age
and
deliv
ery
147
1,86
4
(203
)1,
808
1,23
1
-
3,03
9
Adv
ocac
y-
-
-
-
4,
000
-
4,
000
E
xpen
ses b
efor
e de
prec
iatio
n78
3,84
6
1,
901,
626
355,
697
3,
041,
169
385,
313
(4
9,89
2)3,
376,
590
Dep
reci
atio
n ex
pens
e an
d am
ortiz
atio
n47
3,54
8
-
-
473,
548
11
,723
-
485,
271
Tot
al E
xpen
ses
$1,
257,
394
1,90
1,62
635
5,69
73,
514,
717
397,
036
(49,
892)
3,86
1,86
1
SEE
IND
EPE
ND
EN
T A
UD
ITO
RS'
RE
POR
TT
he a
ccom
pany
ing
note
s are
an
inte
gral
par
t of t
hese
fina
ncia
l sta
tem
ents
6
Appendix C
37
The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
2009Cash flows from operating activities
Cash received from support and revenue funding sources $ 2,481,999Cash received from interest income 3,785Cash paid to employees and suppliers (975,457)Cash paid for interest (101,117)
Net cash provided (used) by operating activities 1,409,210
Cash flows from investing activitiesCash paid for investment in construction in progress (101,460)Cash paid for investment in property and equipment (5,146,539)Cash reinvested in investments (certificate of deposits) (2,493)Cash invested in deferred financing fees (47,953)
Net cash provided (used) by investing activities (5,298,445)
Cash flows from financing activitiesProceeds from notes payable 1,618,587Net proceeds from line of credit 191,849
Payments on line of credit (149,764)Principal payments on debt (227,224)Capital contributions controlling owners 329,250Capital contributions from non-controlling owners 1,950,501
SUPPORTIVE HOUSING COALITION OF NEW MEXICO AND CONTROLLED AFFILIATESConsolidated Statement of Cash Flows
For the Year Ended June 30, 2009
Capital contributions from non controlling owners 1,950,501Net cash provided by financing activities 3,713,199
Net increase (decrease) in cash and cash equivalents (176,036)Cash and cash equivalents, beginning of year 484,988Cash and cash equivalents at end of year $ 308,952
Change in Net Assets $ 2,654,834Adjustments to reconcile increases in net assets to cash provided by operating activities:Adjustment for prior period adjustment (3,602,205)
Depreciation expense and amortization 485,271Bad debt expense 30,351(Increases) decreases in receivables (556,345)Increases (decreases) in deferred revenue 7,381(Increase) decrease in prepaid expenses (32,504)Increase (decrease) in accrued wages & benefits 956,660Increase (decrease) in tenant deposits 3,723Increase (decrease) in accounts payable 1,450,349Increase (decrease) in accrued interest 11,695
Net cash provided by operating activities $ 1,409,210
Reconciliation of Increase in Net Assets to Net Cash Provided by Operating Activities
SEE INDEPENDENT AUDITORS' REPORTThe accompanying notes are an integral part of these financial statements
7
Appendix C
top related