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NM Strategic Plan for Supportive Housing


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NM Strategic Plan for Supportive Housing

  1. 1. The Next Threshold A FiveYear Strategic Plan for the Supportive Housing Coalition of New Mexico September 2010 – September 2016
  2. 2. ii The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
  3. 3. iii Dear Friends and Colleagues, A Message of Commitment 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 find a clear and detailed agenda, grounded with specificity and vetted for feasibility, for the Supportive Housing Coalition of New Mexico to be executed over the next five 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 five 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 Isaacs President, Board of Directors The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
  4. 4. iv The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
  5. 5. v Sigrid Olson, JD, Board President Plan Authorization Executive Director, Pecos Valley Medical Center Claudia Isaac, PhD, Board Vice President Associate Professor, University of New Mexico Charlie Moss, MA, Board Treasurer Home Construction/Developer Paul Siewart Director of Psychosocial Rehab, UNM Psychiatric Center Colleen Doyle, LISW HUD/VASH Social Worker, NM VA Health Care System Sami Frosch, BA Housing Director, Safehouse Trish Grand, BS Director of Finance, Albuquerque Health Care for the Homeless Gary Jackson, MA Executive Director, Transitional Living Services Ann Norton, JD President, Housing Preservation Project Michael Passi, PhD Consultant Matias Vega, MD Physician, Albuquerque Health Care for the Homeless The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
  6. 6. vi The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
  7. 7. vii Funding Contribution Acknowledgements 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 office-based staff of the organiza- tion for their participation in formulation of this Strategic Plan. Mark Allison Executive Director Evelyn Dulaney Director of Finance Mona Fuentes Staff Accountant John Ames Community Housing Director Trina Lopez Housing Specialist DeAnna Leggett Housing Administrative Coordinator Ashley Shaffer Resource Development and Grants Manager Judy Spears Property Manager Anne 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 Albuquerque Ed Rosenthal Enterprise Community Partners Elizabeth Martin Optum Health Janie McGuigan New Mexico Behavioral Health Collaborative Joseph Montoya New Mexico Mortgage Finance Authority Ken Balizer Village Makers Norty Kalishman McCune Charitable Foundation Linda Donnelly Resident Representative Michael Burkett Dekker, Perich, and Sabatini Whit Spencer Enterprise Community Investment Thomas Hassell Housing Authority of the City of Las Cruces and Dona Ana County Nancy Johnson Albuquerque Community Foundation The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
  8. 8. viii Acknowledgements National Peer Organizations The SHC-NM would like to thank those non-profit 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 field. Mercy Housing/ Lakefront Housing, Chicago, IL A Community of Friends, San Francisco, CA AIDS Housing Corporation, Boston, MA Victory Programs Supportive Housing, Boston, MA Women’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. The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
  9. 9. ix Section One............................................ 1 Table of Contents Plan at a Glance Section Two............................................ 3 Introduction Section Three......................................... 5 Strategic Planning Process Section Four........................................... 7 Organizational History Section Five........................................... 11 Internal Review and Environmental Scan Section Six............................................. 15 Goals for Five Years Section Seven........................................ 17 Strategies for Five Years Section Eight......................................... 25 Timeline: Objectives and Milestones Appendices............................................. 31 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 The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
  10. 10. x The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
  11. 11. 1 PLAN AT A GLANCE constructed affordable housing will be brought on line over the next five years Section One of which at least 100 homes will be dedicated as permanent supportive SUMMARY housing for people with behavioral health disabilities. Approximately 200-300 The Next Threshold is the first formal additional units of supportive housing will Strategic Plan developed in the history be created by leveraging tenant based of the Supportive Housing Coalition of rental assistance commitments from local New Mexico (SHC-NM). It synthesizes communities to replicate the success of updates, to the organization’s proven pilot programs in Albuquerque. Most strategies, with new advances designed beneficiaries of this new housing inventory to take the organization forward. For will have been homeless and chronically elevating proven strategies to the next homeless. level, the plan outlines formalization to the SHC-NM’s development and Additional new construction projects will management practices, internal commence at staggered intervals such systems, and operational efficiency. that the SHC-NM maintains a constant These updates are all designed to of two to three new projects underway fully unleash organizational talent. over the course of the next half decade. Sites for these new projects will be varied In the realm of new advances, the plan communities across New Mexico, identified commits to replication of supportive for their strategic role in building a housing models in new regions of statewide supportive housing inventory, New Mexico, community planning, local political will, and willingness to public policy leadership, enterprise leverage regional resources. development, and techniques for ensuring standards of care are High need behavioral health reached and maintained at all SHC- subpopulations with complex needs and NM housing. Highlights from these multiple barriers to housing will be a and other ideas that make up the prioritized population for the SHC-NM, heart of the plan are outlined in this and the organization will mix creative, executive summary. Also introduced pilot housing development projects, to here are the contents of The Next meet the needs of these vulnerable Threshold which are described with groups, with its mainstay housing. the recommendation that all readers, Additionally, new strategies will be from community stakeholders to employed to ensure that all SHC-NM potential funding partners, review this housing assures a low threshold of access report seeking opportunities to play a for applicants with prolonged episodes role themselves in making this plan a of homelessness, limited rental history, reality. and other impediments to tenancy. PLAN HIGHLIGHTS Empirical evidence of the outcomes and cost savings to communities that result At a minimum, 270 units of newly from investments in supportive housing will The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
  12. 12. 2 Plan at a Glance be systematically gathered in conjunction with CONTENTS other advocacy efforts to promote increased investments in supportive housing from funders, The Next Threshold is a five part report. It is both local and state and both public and private. written for a wide audience that includes those Over the course of five years, the SHC-NM will close to the organization and its Board of Directors prioritize the use of senior staff time to lead and potential new partners and stakeholders related public policy advocacy and systems with an interest in the organization’s future. The change efforts. In conjunction with this activism, introduction of The Next Threshold presents a the SHC-NM will facilitate and catalyze the history of the organization, an account of the formation of a cross-constituency advocacy evolution of its growth from modest origins to coalition to connect the affordable housing the almost mid-sized organization it is today, and homelessness planning constituencies in the and an explanation of the impetus for strategic state. planning. These preliminaries include the SHC- NM’s strategic decision to adhere, for the next A general maturation of the SHC-NM as an five years, to its historic mission of developing organization will be achieved through a multi- permanent supportive housing for those with point plan to improve upon internal operations, behavioral health issues. elevate expertise on the Board of Directors, and maximize the effectiveness of Board members’ In the sections that follow, the report describes leadership. The SHC-NM will capitalize on the democratic process used to create this plan these internal strengths to assert national and conveys salient findings of an internal best practice standards in the day to day review and environmental scan. Revealed by operation of supportive housing at all SHC-NM this analysis are strengths and weaknesses of housing sites and with all its partnering service the organization and its position pertaining providers, landlords, and property managers. to leadership, internal operations, adherence Staff will use a toolbox of new educational to best practices, property management, and approaches, standards of care publications, housing production. and joint governance arrangements to reach these standards. The body of The Next Threshold is organized around nine general thematic goals. For each Ambitions for four newly formed divisions within of these goals, a set of respective strategies the SHC-NM will be assessed for feasibility in for executing them is described. In turn, each the first years of the plan, mapped out step strategy has objectives and milestones identified. by step midway through the plan, and brought To provide a time orientation to the objectives to fruition in the latter part of the five years. and milestone, a five year timeline phases them These include initiatives in community education, out over the next half decade. Taken together, technical assistance provision, consultancy the goals, strategies, objectives, and milestones practice, and property management enterprise for the plan express the SHC-NM’s overall development. The realization of these programs determination to maintain its momentum along will be a milestone in the maturation of the SHC- its existing course and simultaneously position NM. To bring them about, new resource streams itself to grow and adapt with maximum will be harnessed from funders committed to efficiency in future years. realizing the SHC-NM’s full potential. The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
  13. 13. 3 INTRODUCTION mission that has shaped its work for the last decade and a half. Before Section Two arriving at this conclusion, contributors to this plan weighed the advantages THE ORGANIZATION and disadvantages of expanding upon the mission for future endeavors and The Supportive Housing Coalition of taking the organization in new directions. New Mexico (SHC-NM) is a statewide Ultimately, the planners chose to maintain non-profit housing organization the focus on preventing and solving incorporated in 1996. Based in homelessness for behavioral health Albuquerque, the SHC-NM represents populations. This decision reflects the vast a formal collaboration among some of unmet housing needs of those living with New Mexico’s oldest and most respected behavioral health issues in New Mexico providers of homeless and behavioral and the strategic advantages gained by health services. The organization cultivating expertise in the focused niche develops, owns, and manages a of supportive housing development. variety of affordable permanent supportive housing for homeless and near homeless individuals who have IMPETUS FOR STRATEGIC PLANNING behavioral health challenges, while The SHC-NM is currently in a period community partners refer and place of transition in its evolution as an residents and offer a comprehensive organization. After its early years as a range of supportive services. Today, steady and moderately paced developer the SHC-NM provides over 500 of small scale supportive housing, the units of housing created through new SHC-NM marked the last five years with construction, property acquisition, a faster pace in units brought online and rehabilitation, management, and the overall unprecedented progress. In these administration of tenant based rental recent years, the organization multiplied assistance vouchers. its contributions to the supportive housing inventory in New Mexico several fold, MISSION scaled up the number of units within each project, and diversified the models “The mission of the Supportive Housing of housing it offered by adding new Coalition of New Mexico is to prevent rental assistance programs to the mix. and reduce homelessness and to To achieve these gains, the organization increase the quality of life for people established new relationships, engaged with behavioral health issues in New new financing partners, and made itself Mexico by creating and preserving a presence in new communities. All along permanent and affordable supportive this evolution, the organization’s planning housing.” process and method for setting strategy was largely informal. Lacking was an RE-COMMITMENT TO MISSION overall framework for guiding decisions, setting priorities, and adhering to an It is the decision of this plan for the informed strategy. SHC-NM’s to recommit to the general The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
  14. 14. 4 Introduction Today, the informal improvising of the GOALS FOR STRATEGIC PLANNING organization’s earlier history is no longer appropriate. Future goals include expanding The intentions of the strategic planning were to: dimensions of the work and growing the housing portfolio. These intentions call for a 1. Review the organization’s more thorough and inclusive planning process accomplishments for charting the future. Towards this end, the SHC-NM embarked on a four-month strategic 2. Evaluate the strategies and approaches planning process in March, 2010. The intention used to date was to engage multiple key players and stakeholders in a systematic assessment of 3. Understand strengths and weaknesses of where the organization has been and where it the organization and its position should go. Needed was an overall framework for the Board of Directors and staff to facilitate 4. Assess the opportunities and threats this directional movement and specific intentions shaping the context for how the work should take shape. 5. Solicit the insights of valued community stakeholders 6. Consider lessons learned by peer non- profits 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 The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
  15. 15. 5 STRATEGIC research to glean answers to these questions from multiple perspectives Section Three PLANNING PROCESS included: 1. Qualitative interviews and surveys with stakeholders ORGANIZATION OF THE PROCESS 2. A participatory staff forum The SHC-NM chose a democratic process for strategic planning that 3. A participatory Board of engaged stakeholders in collaborative Directors’ forum analysis and consensus decision making. To facilitate this process, the SHC-NM contracted with the national non-profit GOALS AND STRATEGIES PHASE Technical Assistance Collaborative (TAC), a group that specializes in The Goals and Strategies Phase of the supportive housing, homelessness, and strategic planning process was carried out behavioral health systems. in three thematic workgroups made up of organization staff, Board Members, and As a structure, the process was staged community stakeholders. Each workgroup into three phases: (1) Analysis (2) took up a different set of themes and Goals and Strategies, and (3) a generated respective recommendations. Final Retreat. To organize reference To bridge communications, one liaison information, research, and work-in- participated in all workgroups and progress, a Strategic Plan website was brought areas of overlap, where ideas created as an information repository coincided, to light. The theme areas that that the planners consulted throughout. shaped each of the workgroups were: The planners also posted their own supporting documents to the website 1. Workgroup 1: Board of Directors, as a means of sharing content with one Internal Operations, and Policy/ another during planning. Advocacy 2. Workgroup 2: Property ANALYSIS PHASE Management and Best Practices The Analysis Phase of the planning 3. Workgroup 3: Development of process was an in-depth inquiry into Permanent Supportive Housing the status of organization and the dynamics shaping the context of its work. This research was carried out FINAL RETREAT within the traditional framework of a strengths, weaknesses, opportunities, A Final Retreat was the concluding step of and threats (SWOT) assessment. As strategic planning process. This full day a preliminary to the SWOT, thematic planning session was the culmination of the questions of strategic interest were preliminary planning work and a process collectively developed. Qualitative for advancing the goals and strategies The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
  16. 16. 6 Strategic Planning Process to a greater level of specificity. 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 specific time oriented objectives to match the goals and strategies proposed by the workgroups for the next five 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 five year timeline. The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
  17. 17. 7 ORGANIZATIONAL TODAY Section Four HISTORY Today, after 16 years of operation, the SHC-NM has grown to a staff of 15 employees and has diversified its ORIGINS revenue sources to multiple public and private funders that support both the The SHC-NM was founded in organization’s housing development 1996, under the original name of work as well as complimentary activities. Albuquerque Mental Health Housing Over this time, the SHC-NM’s portfolio Coalition, in response to local service grew steadily to include a variety of providers’ recognition of an unmet projects made up of new construction, need for safe and affordable housing acquisition and rehabilitation properties, for homeless and precariously housed mixed use developments, and tenant persons with behavioral health based rental assistance programs. Much disorders. Organized as a member of this portfolio is dedicated to housing agency model, the original founders behavioral health populations. However, included Albuquerque Health Care for some properties mix affordable housing the Homeless, St. Martin’s Hospitality with the supportive housing model. In Center, Transitional Living Services addition, the scale of SHC-NM’s housing and the University of New Mexico projects has evolved over the years. Psychiatric Center. Later, the SHC- Whereas smaller projects were once NM added the New Mexico Veterans typical for the organization with less Administration Medical Systems than 20 units in a property, today’s of Albuquerque as an additional developments are in the range of 60-80 member. This formation enjoyed units and are operated with the greater significant encouragement and support economies of scale achieved with this from the State’s Behavioral Health size. Services Division. In its early years, the organization had but one source of CHANGES revenue and less than two full time staff members. Gradually, the organization In addition to changes to the kind of expanded this staff capacity and housing SHC-NM develops today, recent began acquiring and rehabilitating years brought new dimensions to the SHC- housing properties. At the outset, the NM’s daily work itself. These include now Board of Directors consisted entirely asserting the organization into local, state, of member representatives from the and national public policy and advocacy founding service agencies whereas, activity. In addition, after concentrating more recently, additional community in Albuquerque for the first half of its experts were brought on to add new history, the SHC-NM developed a project dimensions of expertise. outside this urban center for the first time The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
  18. 18. 8 Organizational History five years ago and has since continued with an hard units of housing is the accumulation of 243 intention of gradual geographic expansion. rental vouchers now overseen by the SHC-NM. The decision to expand housing development These are organized into four separate tenant activities outside of the Albuquerque metro area based rental assistance programs. While the grew out of a task force convened by then Lt. primary population served has and continues Governor Diane Denish charged with identifying to be homeless and near homeless persons, strategies to proactively reduce and prevent particularly single, unaccompanied adults, homelessness in more rural areas with less other foci have included families with children, capacity, rather than managing homelessness at risk youth aging out of juvenile justice and through emergency based responses. Projects outside Albuquerque necessitated Hard�Units�of�Housing�Brought�Online a shift into community planning work to lay 350 the groundwork and increase receptivity for 300 supportive housing development. The result 250 of these ancillary activities is that, across 200 New Mexico, the SHC-NM now has a strong 150 reputation in permanent supportive housing 100 development, ownership, and property 50 management. It has also evolved a model 0 for coordinating its role with local support service partners to provide social services to the residents of its housing. HOUSING PORTFOLIO foster care and off-reservation urban Native Americans, all with serious behavioral health In 16 years, the SHC-NM’s housing portfolio issues. In addition, 138 more units of housing are expanded from the 11 apartments it acquired currently in predevelopment and development in 1998 to today’s total of 331 hard units of phases and their completion is anticipated in housing. These units are spread across 11 the next few years. separate properties of which two are sited outside Albuquerque. Complimenting this inventory of CURRENT JUNCTURE At present, the SHC-NM is at an important juncture where the steady, measured growth Tenant�Based�Vouchers�Brought�Online 250 that marked its past now meets the more ambitious goals that will shape its future. 200 While no longer identified as a small 150 organization, the SHC-NM has yet to assume the identity of a fully mid-sized organization. 100 Accordingly, its internal systems are in flux 50 as they evolve from necessarily informal to more structured and systematized. In 0 planning its future, the SHC-NM is aware of the need to remain flexible so as to adapt to the uniquely unpredictable context of its The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
  19. 19. Organizational History 9 work and, in particular, the challenging climate of affordable housing finance. 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 efficiency. The current juncture is also a time of critical reflection for the SHC-NM on the process it has used to date to bring the organization to where it is today. The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
  20. 20. 10 Organizational History � ADVANCES AND CHALLENGES � Year Units Milestones/ Advances Challenges/Setbacks Added 1996 0 � Incorporation as Albuquerque Mental Health Housing Coalition 1997 4 � Purchased East Central (11) � Operational budget of $175 K � Assisted St. Martins to purchase San Pablo (4) as PSH � 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 � Unsuccessful HUD 202 � Sold Smith Apartments (3) application in partnership with � Purchased Sunport Apartments (80) Accessible Space. � Completed and opened Redlands Apartments (18) � First Operations Year of HUD SHP Sevagram Voucher Program (23) � Added VAMC as a member organization 2004 0 � Moved office to 4th Street 2005 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) � Flat lined budget for Housing � Initiated campaign for development of PSH statewide in NM First Program � 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 2007 0 � Expanded staff with new position: CFO and Finance Manger � Unable to secure sufficient � Expanded staff with new position: Staff Grants Manager services funding to initiate � Expanded staff with new position: Housing Development Director operations of Euclid and � Began construction on Chuska (30) Lagunitas � Reached milestone: 1,000 served by housing assistance and prevention 2008 30 � Received City Donated lot and Tax Credits for Downtown (72) � Financial recession and collapse � Awarded LIH Tax Credits for Silver Gardens of equity market � 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 2009 0 � Broke ground and started construction on Downtown (72) � Charter Bank sold to Beal � Broke ground and began construction for Vista Gallinas (15) Financial – lines of credit frozen. � Added new staff position Development and Asset Manager � Secured site control for Vista Gallinas (15) 2010 153 � Completed Vista Gallinas (15) � Reduction by 5% to Housing � Completed Downtown (72) First budget � 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 The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
  21. 21. 11 INTERNAL the Board make-up decisively in future directions. In addition, there are deficits Section Five REVIEW AND of professional expertise on the Board ENVIRONMENTAL particularly in housing development and non-profit housing finance. Relatedly, SCAN there is a disconnect between the housing development and management activities that make up the day to day operations The strategic planning process included of the organization and the Board’s an internal review of the organization involvement. In addition, the Board lacks itself and an environmental scan of sufficient diversity particularly in the the context for its work. This analysis realm of geographic distribution. That is, was carried out within the framework there is disproportionate representation of a traditional strengths, weaknesses, from those who live and work in opportunities, and threats (SWOT) Albuquerque leaving the organization analysis. The salient findings of this without members from areas of the state SWOT are summarized here. that are of strategic interest to its future. BOARD OF DIRECTORS INTERNAL STRUCTURE AND STAFFING The SHC-NM Board is highly The SHC-NM staff is widely admired regarded across the public and non- by the Board and the organization’s profit housing and service sectors in constituents, partners, and funders. In New Mexico. Outside stakeholders particular, the staff is recognized for respect the Board’s professionalism continuously producing results in a and commend it for establishing clear challenging climate with the limited and appropriate boundaries with resources of a lean operating budget. the organization and its staff. Other Recent additions to the staff make for recognized strengths are the longevity a mix of new and long time employees of several members, the diversity that is considered to the advantage of of professions represented, and the the organization. In addition, advances commitment demonstrated to the in staffing structure have improved SHC-NM’s mission. Recent advances capacity. Highlights of these changes include the Board’s evolution beyond include new staff positions and greater its original conception as a purely professionalization of the finance and service sector membership. In the accounting role. Despite staff growth, realm of communications and decision the staff structure remains informal making, the Board has achieved which has the advantage of promoting an essential cohesiveness by having flexibility and teamwork. most representatives co-located in Albuquerque. For all its merits, aspects of the staffing structure limit the organization’s potential For all its strengths, the SHC-NM Board for growth and create inefficiencies in its has areas in need of growth. For one, day to day operations. The rate of the it lacks succession planning to shift agency’s recent expansion in both number The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
  22. 22. 12 Internal Review and Environmental Scan of staff members and volume of commitments and a lack of revenue to formally support outpaced the evolution of the staffing structure. advocacy work. As a result, the agency is not As a result, the ability of the organization to fully capitalizing on its potential to participate sustain future growth is, in part, contingent on and lead policy and advocacy activities. expanding and enhancing this staff capacity. In addition, the organization’s reputation and PROPERTY MANAGEMENT stature across the state is considered by many to be over defined by Executive Director role The SHC-NM’s property management which makes the organization’s future uncertain effectively balances the day to day tasks in the event of turnover at that level. The associated with maintaining the organization’s organization is also not ideally positioned to current property portfolio within the constraints retain high level staff over the long term given of limited staff capacity. To meet each that definition of these roles is, by current property’s myriad needs and also satisfy tax necessity, static. credit funders’ requirements associated with property management, the SHC-NM employs WORK ON PUBLIC POLICY, ADVOCACY a variety of in-house, outsourced, and hybrid AND SYSTEMS CHANGE arrangements for property management. On an operations level, this mix is adequate to carry The SHC-NM’s engagement in the arenas of out needed management tasks. On a customer public policy, advocacy, and systems change service level, this mix affords significant benefits is recognized for its success. Contributions to residents who are served well by the values- to policy advances at every level, from local based methods, ground level orientation, and planning departments to state government to generally responsive approach. Additional the national affordable housing arena, are strengths include reliable mechanisms for commended. To date, these outcomes have reporting and modest income generation. been achieved without any formally dedicated organizational capacity or targeted resources. While currently adequate, the SHC-NM By necessity, the work has been relegated as a property management design is insufficient tertiary, sideline role of senior staff. for meeting the future needs of the SHC-NM’s growing portfolio. The existing arrangements Looking forward, the predicted challenges in the are too varied and the work is not adequately financing of supportive housing development consolidated to prevent it from clouding the work require that the organization assert itself cultural focus of the organization when more more deliberately in the policy and advocacy properties are added to the portfolio to be arena. There is a strategic need to use advocacy managed. There are also specific areas of approaches to cultivate new supportive inefficiency in current arrangements including the housing financing opportunities and related transition of new projects from the development alliances. In fact, meeting the organization’s phase to the management phase and the housing development goals is considered to financial modeling that tracks the flow of money be contingent, in part, on expanding these from one area of the ownership business to the activities. While the potential to succeed in this next. The SHC-NM’s property management arena is strong, the organization is constrained is in need of incremental improvements in the by commitments of senior staff to the day to day shorter term to address inefficiencies. In the responsibilities of operating the organization longer term, more intentional and significant change is required to prepare the organization The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
  23. 23. Internal Review and Environmental Scan 13 to meet property management challenges going challenge is how to grow and diversify anticipated over time. the SHC-NM’s funding streams for operations and administration. This issue is exacerbated INTERNAL OPERATIONS AND TECHNOLOGY in the New Mexico context due to limited public and private resources available and The internal operations of the SHC-NM are willing to provide multi-year, unrestricted generally fitting, functional, and suitably support. Attention needs to be paid to informal for a small sized organization. Recent other possible sources of funding, including years have marked advances in these areas. corporate contribution and individual donors, For example, in response to the greater level of for example. complexity introduced by the new corporations required by LIH Tax Credit financing, the ADHERENCE TO NATIONAL BEST PRACTICE organization heightened its technological capacity and made operational improvements. The SHC-NM is recognized as the leader Advances included creation of new personnel in New Mexico in creating and modeling and fiscal policies, acquisition of a new state- supportive housing consistent with national best of the-art accounting system, and movement practices. The organization’s adherence to towards the development of asset management these standards, proven to be the most effective capacity within the organization to oversee solutions to homelessness, is in evidence at capital needs of properties in the portfolio. SHC-NM with respect to the architectural design, building sustainability, property scale, Despite its functionality, the SHC-NM’s internal community integration, mixed use models, systems do not yet optimally position the target populations, trajectory of residents organization to grow in coming years. For one, from homelessness to housing, and paradigms the burden to internal systems created by the used to shape the delivery of support services spreading out of financial activities to multiple to residents. In general, the SHC-NM has new corporations and affiliates created effectively translated national evidence- for recent projects is not yet adequately based best practices, more typical of larger operationalized. Other areas in need of urban areas of the U.S. where opportunities advancement include human resources as well to learn from peer organizations and national as contract compliance and reporting. New intermediaries guiding the supportive housing technology required to improve these systems field are omnipresent, to the comparatively less include a telecommunications systems and more advantaged state of New Mexico. advanced telephone systems. Furthermore, the SHC-NM’s information and technology support Despite its leadership in the best practice arena, would be improved with greater capacity, the SHC-NM faces obstacles to maintaining and the accounting system is in need of more these standards in its housing. In particular, this consistently applied practices. In addition, the uncertainty pervades SHC-NM’s arrangements, organization needs to better inventory capital via its partners, for housing-linked support needs and anticipated expenses for its older services. Undermining the certainty that properties and create a systematic method for services will be delivered at a high standard accounting for them over time. over the long term are the inadequacy of mainstream public supports in New Mexico As is the case for SHC-NM counterparts across and the short term nature of funding sources the country, perhaps the most significant on- relied upon for support services. In the future, The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
  24. 24. 14 Internal Review and Environmental Scan the organization will require new strategies created to date have established a strong for raising accountability with its partners to reputation for SHC-NM across all public and commit, long term, to national best practice non-profit sectors and with all key players standards. Advocacy and education efforts will associated with the organization’s field. This also be required to build a wider constituency track record positions the SHC-NM to capitalize of committed funders and service providers on new opportunities anticipated in coming enlightened by national best practices shaping years. the supportive housing field. It was also observed that while supportive housing is widely Despite its preparedness and commitment to recognized as the single most effective method continue development of supportive housing, for reducing and preventing homelessness, the organization faces uncertainty in its future particularly for persons with special needs, in prospects. The primary challenge is limited much of the country, the strategy is still in its public and private funding and increasing nascent stages in New Mexico and has not been competition for sources that do exist. While firmly institutionalized in the state by policy or there are new national funding streams practice. anticipated and local governments and housing authorities in New Mexico which are candidates SHC-NM’S STATEWIDE SUPPORTIVE to contribute resources, none of these prospects are certain. Also complicating future intentions HOUSING DEVELOPMENT for development of more supportive housing are the challenges inherent in developing The SHC-NM’s approach to development of in a state as large as New Mexico and with supportive housing has evolved. Where it as much variation in public commitment to once focused on Albuquerque and produced social welfare. Needed are strategies for relatively simple, small scale projects, it has overcoming the physical distance, bridging since advanced to larger scale state-of-the- communications, building relationship with local art developments, more complex financing stakeholders, negotiating dynamics of local mechanisms, diversification via the addition of control, and educating gate keepers about tenant based rental assistance, partnerships positive impacts and costs savings achieved by with for-profit developers, and at-a-distance supportive housing. The SHC-NM will also need development. The results of these efforts to cope with the dearth of service partners, in are testament to the effectiveness of the many regions of the state, prepared to help organization’s approach which is characterized launch new supportive housing. To succeed as a flexible and opportunistic search for in this climate of obstacles, the SHC-NM will partners, financing, and committed communities require new planning methods for developing and the rare opportunity when these supportive housing that link the SHC-NM with preconditions align. A necessarily informal communities most likely to leverage their planning strategy for identifying new projects own local resources and assist in fostering has matched this approach and reflected SHC- the preconditions for a successful supportive NM’s staff size, capacity, and talents. Overall, housing development project. the supportive housing development projects The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
  25. 25. 15 GOALS FOR FIVE YEARS Section Six The SHC-NM has nine general goals to guide the organization’s intentions for the next five 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 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. 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. 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 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. The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
  26. 26. 16 Goals for Five Years 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, efficiency 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. The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico
  27. 27. 17 STRATEGIES FOR FIVE YEARS Section Seven The SHC-NM has multiple specific strategies to be implemented in the next five years, each of which is correlated to one of the nine general goals. 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.� � 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:� Strategies� 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.� � � � � The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico 1�
  28. 28. 18 Strategies for Five Years 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.��� � 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� Strategies� 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.�� � 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.� Strategies� 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.� � � � 2� The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico �
  29. 29. Strategies for Five Years 19 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.�� � 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.��� Strategies� 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.� 3� The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico �
  30. 30. 20 Strategies for Five Years 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.� � 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.��� Strategies� 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.� 4� The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico �
  31. 31. Strategies for Five Years 21 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.� � 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 with funders.��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.� Strategies� 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.� � 5� The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico �
  32. 32. 22 Strategies for Five Years 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.� � 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.� Strategies� 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.��� � 6� The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico �
  33. 33. Strategies for Five Years 23 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� 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� Strategies� 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 Changes 13. 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.� 7� The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico �
  34. 34. 24 Strategies for Five Years 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�� 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.� Strategies� 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.� 8� The Next Threshold: A Five Year Strategic Plan for the Supportive Housing Coalition of New Mexico �