NM Strategic Plan for Supportive Housing

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The Next Threshold September 2010 – September 2016 A FiveYear Strategic Plan for the Supportive Housing Coalition of New Mexico

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Transcript of NM Strategic Plan for Supportive Housing

Page 1: NM Strategic Plan for Supportive Housing

The Next Threshold

September 2010 – September 2016

A FiveYear Strategic Plan for the Supportive Housing Coalition of

New Mexico

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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

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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

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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

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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

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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

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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

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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

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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.

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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

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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

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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

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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

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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

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Organizational History

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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

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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

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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

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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

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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

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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.

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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.

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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

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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.�

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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

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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

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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

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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

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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

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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

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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,�

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Strategies for Five Years

Page 35: NM Strategic Plan for Supportive Housing

25

The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico

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Page 36: NM Strategic Plan for Supportive Housing

26

The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico

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Page 37: NM Strategic Plan for Supportive Housing

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The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico

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Page 38: NM Strategic Plan for Supportive Housing

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Page 39: NM Strategic Plan for Supportive Housing

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The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico

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Timeline: Objectives and Milestones

Page 40: NM Strategic Plan for Supportive Housing

30

The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico

Page 41: NM Strategic Plan for Supportive Housing

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

Page 42: NM Strategic Plan for Supportive Housing

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

Page 43: NM Strategic Plan for Supportive Housing

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

Page 44: NM Strategic Plan for Supportive Housing

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

Page 45: NM Strategic Plan for Supportive Housing

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

Page 46: NM Strategic Plan for Supportive Housing

36

The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico

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6

Appendix C

Page 47: NM Strategic Plan for Supportive Housing

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