CONTRA COSTA INTERFAITH HOUSING
STRATEGIC PLAN 2019 - 2023 MARCH, 2019
CCIH 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.
CCIH heals the effects of poverty and homelessness by providing permanent housing solutions and vital support services to highly vulnerable families and individuals.
CONTRA COSTA INTERFAITH HOUSING STRATEGIC PLAN, 2019 - 2023 MARCH, 2019
Since the doors at Garden Park Apartments
postured to profoundly increase its impact in the
opened in 2004, Contra Costa Interfaith Housing
next five years.
(CCIH) has proven that vulnerable households
This strategic plan was developed over a seven-
struggling with housing insecurity can defy the odds with permanent housing and wraparound 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
month period, from May through December 2018. It is the result of more than 250-person hours of reflection and planning time devoted by members of the Strategic Planning Committee. As a start to the strategic planning process, CCIH’s 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.
families and vulnerable individuals, over half of
External stakeholders hold CCIH in high esteem.
whom are seniors. We have developed intensive
The organization is viewed as strong, remarkably
psychological and academic support services for
effective, and having exemplary leadership.
children living in affordable housing across the
It is also highly regarded for the quality of its
County, as well as crisis case management for
services, integrity, and for the principled way it
their caregivers. And, more recently, CCIH has
collaborates with partners and works with other
partnered with the County to build an effective
entities in the county to address community
coordinated homeless service system by piloting
needs. Stakeholders interviewed also offered
a County-wide Housing Navigation program. This
widespread agreement on issues that should be
innovative program assists vulnerable people
at the fore of CCIH’s thinking and planning as it
with housing readiness, housing search, move-
moves into the future. These included (but are
in support, eviction prevention, and limited
not limited to):
financial assistance. Today, CCIH is one of the
• There is a palpable appetite for CCIH
premiere organizations in the County and is
to expand upon its exemplary services
and reputation to expand its impact on
to match the plan’s aspirations and ensure
homelessness in Contra Costa County. Some
that we succeed.
advocate for replicating and scaling existing programs; others are hungry for CCIH to expand into new areas, including building permanent housing, providing services to transition age youth (including transition age youth who are young parents), increasing multi-site housing, and more. This unreserved desire for CCIH to significantly expand the scope and reach of its programs and services is the fundamental underpinning of the Strategic Planning Committee’s deliberations.
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 measurable and time-specific objectives. Taken as a group, each set of objectives collectively moves the needle on achieving the goal; it is at the objective level that progress on the plan can be measured. CCIH’s future is bright, and we are thrilled to share the
• CCIH’s existing name is highlighted as an
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.
• 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
Deanne Pearn Executive Director
Carol Gilliland Board President
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, outlined in Objectives 1 through 5, below:
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.
Development/financing: Increase revenue generating capacity to achieve program expansion and organizational infrastructure while preserving CCIHâ€™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.
Administration and Infrastructure: Increase CCIHâ€™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.
Governance: 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.
Presence/Communications: Reposition CCIH brand and messaging to assert our role as a leader in the community and support expansion goals.
Objective 1 Rename organization to convey mission and values and to support growth goals. Objective 2 Establish communications plan across all platforms consistent with brand by March 1, 2020.
Contra Costa Interfaith Housing becomes a 501(c)(3)
Purchased Garden Park Apartments (GPA)
GPA opens to serve 27 formerly homeless families
Partnered with Mercy Housing California
Developed afterschool program with an academic focus
First Ruby Slippers - Thereâ€™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
First licensed mental health provider hired
Rehabilitation of GPA begins
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
Expanded HIV/AIDS Housing Advocacy
Family MultiSite program funding awarded
Housing and Disability Advocacy Program (HDAP) funded and launched
Added HIV/ AIDS Housing Advocacy
Housing Navigation funding awarded
Housing Navigation program launched
Resident Empowerment Program (REP) launched
Contra Costa Interfaith Housing 399 Taylor Boulevard, Suite 115 Pleasant Hill, CA 94523