Hope Solutions Strategic Plan 2019-2023

FORMERLY CONTRA COSTA INTERFAITH HOUSING

Strategic Plan 2019-2023 2021 UPDATE

Vision

Hope Solutions envisions a world in which everyone has a place to call home and the support of a strong community so that they can live with dignity and reach their full potential.

Mission

Hope Solutions heals the effects of poverty and homelessness by providing permanent housing solutions and vital support services to highly vulnerable families and individuals.

HOPE SOLUTIONS

(FORMERLY CONTRA COSTA INTERFAITH HOUSING)

STRATEGIC PLAN 2019-2023

Since the doors at Garden Park Apartments opened

result of more than 250-person hours of reflection

in 2004, Contra Costa Interfaith Housing (CCIH) has

and planning time devoted by members of the

proven that vulnerable households struggling with

Strategic Planning Committee.

housing insecurity can defy the odds with permanent

As a start to the strategic planning process, CCIH’s

housing and wrap-around support services. CCIH’s evidence-based, outcome driven model provides the tools and resources needed to help families break intergenerational cycles of homelessness and poverty.

Since serving 27 families in 2004, CCIH has leveraged its successful programs and community partners to increase its impact to provide housing, resources, and vital services to more than 1,300 people per year across Contra Costa County in 2019. We have added multi-site permanent supportive housing for families and vulnerable individuals, over half of whom are seniors. We have developed intensive psychological and academic support services for children living in affordable housing across the County, as well as crisis case management for their caregivers. And, more recently, CCIH has partnered with the County to build an effective coordinated homeless service system by piloting a County-wide Housing Navigation program.

consultants engaged a sampling of the organization’s external stakeholders in anonymous interviews to hear their perceptions of CCIH. Stakeholders included a wide-range of partners, such as donors, funders, elected officials, public sector partners, congregations, and community and housing partners.

External stakeholders hold CCIH in high esteem. The organization is viewed as strong, remarkably effective, and having exemplary leadership. It is also highly regarded for the quality of its services, integrity, and for the principled way it collaborates with partners and works with other entities in the county to address community needs. Stakeholders interviewed also offered widespread agreement on issues that should be at the fore of CCIH’s thinking and planning as it moves into the future. These included (but are not limited to):

This innovative program assists vulnerable people

• There is a palpable appetite for CCIH to expand

with housing readiness, housing search, move-in

upon its exemplary services and reputation to

support, eviction prevention, and limited financial

expand its impact on homelessness in Contra

assistance. Today, CCIH is one of the premiere

Costa County. Some advocate for replicating and

organizations in the County and is postured to

scaling existing programs; others are hungry

profoundly increase its impact in the next five years.

for CCIH to expand into new areas, including

This strategic plan was developed over a seven-month period, from May through December 2018. It is the

building permanent housing, providing services to transition age youth (including transition age youth who are young parents), increasing multi-

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site housing, and more. This unreserved desire for

measurable and time-specific objectives. Taken as a

CCIH to significantly expand the scope and reach

group, each set of objectives collectively moves the

of its programs and services is the fundamental

needle on achieving the goal; it is at the objective

underpinning of the Strategic Planning

level that progress on the plan can be measured.

Committee’s deliberations.

CCIH’s future is bright, and we are thrilled to share

• CCIH’s existing name is highlighted as an

the highlights of our plan to increase our impact and

impediment to accurately conveying the

end homelessness in our community.

organization’s mission and unique value proposition, and potentially to expansion both programmatically and financially.

In solidarity,

• CCIH’s sterling reputation and long and effective history serving homeless people positions it to be a powerful advocacy voice.

The external stakeholder input helped direct the Strategic Planning Committee determine the most important things to place at the heart of CCIH’s forthcoming plan: • Expand our reach and impact without compromising the quality of services, including considering affordable housing development or acquisition; • Address the shortcomings identified in our name and brand awareness; • Make the commitment to invest in CCIH’s internal infrastructure, including staffing and development capacity; and, • Build the structure and the role of the Board to match the plan’s aspirations and ensure that we succeed.

This plan represents CCIH’s aspirations through FY 2024. At its core is an overarching goal to dramatically increase the number of people housed and served by the organization and thus CCIH’s overall impact. Each goal is supported by a series of

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Deanne Pearn

Carol Gilliland

Executive Director

Board President

(March 2019) This version of our Strategic Plan was reprinted in 2022, with our new name, logo and design aesthetic.

We have kept the original content of the Strategic Plan therefore you will see references to our former name throughout the document. To review updates to our progress, reference the latest Annual Report at hopesolutions.org.

Goal One

Triple the number of people housed and served Triple CCIH’s annual delivery of permanent housing solutions and support services for highly vulnerable families, youth and seniors from 125 households (250 people) to 375 households (750 people) by end of FY2024.

This will be achieved through the cumulative work in five areas:

OBJECTIVE 1 Blend the use of purchasing, building, and master leasing to reach a total of 150 housing units under management by FY 2024.

OBJECTIVE 2 Expand CCIH housing and support services to launch a program for at least 20 homeless transition age youth (TAY) by December 31st, 2021.

OBJECTIVE 3 Broker 205 units of housing per year serving approximately 410 people by end of 2024.

OBJECTIVE 4 Scale CCIH’s exemplary supportive services to meet the demand related to increase in total housing units under management through FY 2024. Services include case management, life skills support, youth enrichment and mental health services.

OBJECTIVE 5 Exercise CCIH’s expertise to shape public conversations and influence legislation, policy and funding to end homelessness in our community.

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Goal Two

Increase revenue to achieve program expansion Increase revenue generating capacity to achieve program expansion and organizational infrastructure while preserving CCIH’s existing strong financial standing.

OBJECTIVE 1 Identify and dedicate resources during FY 2019 to research housing development/ acquisition/ownership opportunities to create additional communities serving target populations.

OBJECTIVE 2 If indicated, launch a capital campaign to meet fiscal needs of identified expansion by June 2020.

OBJECTIVE 3 Sustain 70-80% of funding through government resources for ongoing operations costs.

OBJECTIVE 4 Grow private giving¹ to continue to represent 20-30% of income for ongoing operations and growth capital. Private giving consists of individual, event, foundation, corporation and faith community contributions.

1. Private giving includes individual, event, foundation, corporation and faith community contributions.

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Goal Three

Increase infrastructure capacity to support program expansion Increase CCIH’s administrative and infrastructure capacity to enable expansion in housing and services.

OBJECTIVE 1 Invest in organizational and staff capacity and capabilities by investing in performance coaching, structured professional development, and culture of empowerment.

OBJECTIVE 2 Invest in systems/platforms to create efficiencies in the organization and ensure top level performance, such as a robust program information system and donor database.

OBJECTIVE 3 Invest in the space needed to realize goals, including expanding central and East County office space.

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Goal Four

Strengthen board and optimize talents to meet growth needs Scale, optimize talents and organize Board to meet organizational growth needs.

OBJECTIVE 1 Review and enhance overall Board governance to clarify roles and responsibilities of the Board and Board Committees and enable planned organization growth.

OBJECTIVE 2 Add resident voice/input into direction and operations of the organization.

OBJECTIVE 3 Add capacity to Board utilizing skills matrix to identify gaps.

OBJECTIVE 4 Maintain Board giving at or better than 10% of annual private fundraising targets.

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Goal Five

Reposition Contra Costa Interfaith Housing (CCIH) brand and messaging

OBJECTIVE 1 Rename organization to convey mission and values and to support growth goals.1 OBJECTIVE 2 Establish communications plan across all platforms consistent with brand by March 1, 2020.

1. This updated report reflects our new name and design.

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Timeline 1997

2002

2004

2007

2008

2010

Contra Costa Interfaith Housing becomes a 501(c)(3)

Purchased Garden Park Apartments (GPA)

GPA opens to serve 27 formerly homeless families

Developed afterschool program with an academic focus

First Ruby Slippers There’s No Place Like Home auction gala

Partnered with Resources for Community Development to provide services in East County

First public funding for services

Launched mental health internship program

Partnered with Mercy Housing California

First licensed mental health provider hired

Rehabilitation of GPA begins

2012

2014

2015

2016

2017

2018

Added support services in Concord, in partnership with Resources for Community Development

Expanded GPA community center to include private mental health offices and an expanded Youth Enrichment Center

Added Adult Multi-Site housing program

Resident Monitor Program launched

Family MultiSite program launched

Housing and Disability Advocacy Program (HDAP) funded and launched

Added HIV/AIDS Housing Advocacy

Expanded HIV/ AIDS Housing Advocacy

Family Multi-Site program funding awarded Housing Navigation funding awarded

Housing Navigation program launched

Resident Empowerment Program (REP) launched

2019

2020

2021

Funded and launched Youth and Young Adult (YYA) Housing Support Program for homeless transitionage youth (18–24)

Completed Housing Task Force work to identify options and costs for building/buying 50 units of affordable housing

Identified and invested in program database

Funded and launched HousingWORKS! Rapid Re-housing Program for homeless families

Launched new name and tagline, Hope Solutions: The Heart of Housing and Services

Expanded Probation/Re-entry Housing Program Homes Heal Hearts Capital Campaign launched

399 Taylor Boulevard, Suite 115 Pleasant Hill, California 94523 hopesolutions.org hopesolutionsnonprofit