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1.4 Holly Denniston

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  • CSH seeks to help ensure that such projects include multi-year lease terms of the greatest length deemed feasible.
  • Such units are integrated into community settings and sponsors typically avoid a concentration of more than a few such units in any one site. When possible, scattered site units may be geographically clustered to achieve management and service economies.
  • PROSCONSSCATTERED SITEIntegrates clients into the communityNon-profit usually does not need to engage property management servicesLack of space to deliver services presents challenge and adds cost to services budget Lack of common space inhibits ability to build community and foster tenant leadershipIf unit is located in an environment which is unhealthy, can lead client to return to unhealthy behaviorsNeighbors can display a negative attitude toward clientIsolation of client can be a problem; inhibits peer support networkSINGLE SITEEnhances ability to provide services in a more centralized manner; allows for spontaneous outreach as tenants enter and leave buildingProvides the non-profit with the ability to create a healthy living environmentCommunity-building activities are easier to organizeProject may face community opposition as a development which houses a “massing” of clients who may be viewed as undesirable (NIMBYism)Certain client groups may not do as well if they are living in an environment which is only comprised of tenants with the same issuesTenants may be less likely to form relationships outside the building
  • Turnkey: Developer develops property and then turns ownership over to the service provider for a predetermined fee.Co-Development: Developer and service provider work together to develop property and create tenant selection plan, and share the developer fee and property ownershipMaster Leasing: Owner leases specific units to a service provider (usually for multiple years), who then subleases units to tenantsService Contract: To comply with service provision requirements specified in capital financing, owner contracts with service provider to provide supportive services and often tenant recruitment as well.
  • PROSCONSOwnershipAssures permanent use of the units as affordable supportive housing (if properly financed)Non-profit sets operating budget, and can assure that staffing, operating expenses and replacement reserves are adequately funded New construction enables the non-profit to control how the building is designedAcquisition and rehabilitation may be positively received in community as a mechanism for “cleaning up” a deteriorated building or siteAcquiring or developing property is time- consuming and requires upfront capital; it can take up to 2-3 years, from concept to lease-upRequires substantial upfront commitment of fundingAcquiring or developing affordable housing is a highly technical area that requires the expertise of a housing “developer”LEASINGUnits can be brought online quickly In some cases, building owner will engage property management services, relieving non-profit of this workLeasing of units is less highly technical than new construction or acquisition/rehabilitationLeases will be short-term, typically from 1-10 years Each leased unit must be covered by some form of rental subsidy (Sec. 8, S+C)Tenancies can be jeopardized if rental subsidy amount doesn’t keep pace with market rentsIn hot real estate market, may be difficult to find landlords willing to lease units
  • Projects typically have little or no hard debt.Due to the need for a service providers, PSH project sponsors are often a partnership of agencies.PSH projects frequently require a longer development timeline and intensive community outreach strategy.Lenders and tax credit investors want to see committed operating subsidies and service funding
  • Personnel – Majority of BudgetDirect staff including program directors, case managers, nurses, and supervisory staff. Employee benefits and salaries should be included in budgetOther expensesConsultant/contractual services; Social/client services; Transportation; Staff training; Supplies & materials for services; General office supplies and support
  • Transcript

    • 1. Development 101
      Holly Denniston
      Senior Program Manager
      Corporation for Supportive HousingJune 13, 2011www.csh.org
    • 2. Our Mission
    • 3. Types of Permanent Supportive Housing
    • 4. Types of PSH
      Single-Site, Single-Purpose Development Projects
      Single-Site, Integrated Supportive Housing Development Projects
      Master Leased Housing Projects
      Scattered-Site Housing Projects
    • 5. Types of PSH
      Single-Site, Single Purpose
      All units in a property are required to be dedicated to PSH with an extended use or similar agreement
      Developed either through new construction or acquisition/rehabilitation
      Size of such projects varies widely
      Many CSH-sponsored projects fit this model
    • 6. Types of PSH
      Single-Site, Integrated Housing
      Projects with a mix of units dedicated for supportive, affordable and/or market rate housing as secured by an extended use or similar agreement
      Developed either through new construction or acquisition/rehabilitation activities
      The size of such projects varies widely
      CSH prioritizes working with projects that dedicate at least 10% of the units as supportive housing for CSH’s target or priority populations
    • 7. Types of PSH
      Master Leased Housing Projects
      Under this strategy, supportive housing providers lease several units within a development, a floor within a building, an entire building or development, or units in a number of buildings, from the owner(s) in order to provide PSH
      The supportive housing provider then subleases the units to eligible tenants, and serves as the landlord for the tenants.
    • 8. Types of PSH
      Scatted Site Housing Projects
      Households (usually using tenant-based subsidies) directly lease individual units from landlords
      Units are not dedicated to PSH through any extended use or similar agreements
    • 9. Scattered versus Single Site
    • 10. Types of Development
    • 11. Types of Development
      New Construction
      Acquisition/Rehabilitation
      Acquisition
    • 12. Development Options
      Turnkey
      Co-Development
      Master Leasing
      Service Contract
    • 13. Ownership versus Leasing
    • 14. Role of Owner, Developer, Property Manager and Service Provider
    • 15. Development Team Roles
      Owner
      Developer
      Service Provider
      Property Manager
    • 16. Roles and Responsibilities: Memorandum of Understanding
      Roles and responsibilities of partners
      Target population and tenant selection plan
      Supportive service plan
      Property management plan
      Project policies and procedures
      Ongoing communication
    • 17. Two Key Project Goals:
      Recruiting supportive housing tenants:
      Tenant Selection plan stipulates how property manger will market to potential tenants and will vet tenants with credit and background checks to ensure that homeless households are screened in.
      Embracing goal of housing stability:
      Property management plan includes system of coordination between property manager and service provider to promote housing stability
    • 18. Three Types of Budgets:
      Capital, Operating and Services
    • 19. Funding Differences between Supportive Housing and Affordable
      Capital
      Operating
      Capital
      Operating
      Services
      Affordable
      PSH
    • 20. Three Types of Budgets:
      Operating
      Property operations such as management staff, landscaping, utilities, reserves.
      Services
      Delivery of supportive services to tenants.
      Capital
      Land, buildings, new construction, soft costs of development, capitalized reserves.
    • 21. Capital Financing
      Predevelopment
      Construction
      Permanent
    • 22. Development Sources
      Grants
      Soft Debt
      Low Income Housing Tax Credit Equity
      Bonds
      Conventional Debt
    • 23. Developing PSH
      Projects typically have little or no hard debt
      Sponsors are often a partnership of agencies
      Frequently require longer development timeline
      Desire to see committed operating and services funding
      Need for early stage financing
    • 24. Sources and Uses
      Combines costs with the financing sources
    • 25. Fifteen Year Operating Budget
      Show projection of income and expenses
    • 26. Service Budget Components
      Personnel – Majority of Budget
      Other Expenses to support staff and office
    • 27. Permanent Supportive Housing: An Operating Cost Analysis101
    • 28. Is Permanent Supportive Housing a Good Investment?
    • 29. Methodology
    • 30. Key Findings
    • 31. Key Findings
    • 32. Key Findings
    • 33. Key Findings
    • 34. Conclusion
    • 35. Housing Credit Policies in 2011 that Promote Supportive Housing
    • 36. Why Should I Care?
    • 37. Current Trends
    • 38. Keys to Successful Use of the Credit