CLARE HOUSING Joint Board Meeting Minnesota AIDS Project and Clare - - PowerPoint PPT Presentation

CLARE HOUSING

Joint Board Meeting Minnesota AIDS Project and Clare Housing February 21, 2015

Our History

1987 - 2015

Evolution of Clare Housing

• 2008: Clare Housing sets an aggressive 5-year strategic plan

to create more affordable supportive housing options for PLWHA

• 2008: Project Cornerstone established (scattered site housing)
• 2011: Clare Midtown opens
• 2014: Clare Housing announces new Strategic Framework
• 2015: Clare Terrace projected opening November 2015
• 2016: Marshall Flats projected ground breaking

Vision

2002 We envision Clare Housing as a leader and innovator in the continuum

• f care for persons affected by HIV and AIDS providing flexible, cost

effective, respectful housing and related services that respond appropriately as the demands of the epidemic change. We envision the board and staff engaged with the community in mutual learning about HIV and AIDS. 2010 All persons living with HIV/AIDS have affordable, safe and stable housing with access to the supportive services they need to lead satisfying lives with dignity. 2014 We envision an AIDS-free world built on a foundation of equitable access to housing and health care.

Mission

2002 The mission of Clare Housing is to provide services, shelter, and compassionate care to persons living with HIV and AIDS. 2010 The mission of Clare Housing is to provide affordable housing, supportive services and compassionate care to people living with HIV/AIDS. 2014 Clare Housing provides a continuum of affordable and supportive housing options that create healing communities and

• ptimize the health of people living with HIV/AIDS.

New Strategic Framework

What we Know People living with HIV experience a higher probability of housing loss and instability. We also know that access to affordable, stable and supportive housing is the cornerstone for ...

• Adhering to treatment
• Improving HIV-related health outcomes and reducing

mortality

• Reducing new HIV infections
• Decreasing the use of expensive emergency care and
• ther crisis services
• Achieving an AIDS-free generation

New Strategic Framework

How We Make a Difference Grounded in the belief that helping people access and sustain their housing is the foundation of our work, we provide an array of housing and supportive service options designed to guide people toward wholeness and self-sufficiency. We make a difference by …

• Developing and providing a continuum of affordable and supportive

housing options

• Providing person-centered care that reflects the diversity and needs
• f the people we serve
• Engaging in educational activities that break down barriers and

reduce stigma

• Advocating for public policy change that improves quality of life and

ensures equitable access to housing and treatment

New Strategic Framework

How We Demonstrate Impact We know when an individual has access to stable housing he/she is more likely to remain connected to care, to be virally suppressed and to adhere to their medication regimen. We will demonstrate our impact by …

• Increasing the number of people living with HIV/AIDS who

maintain stable housing

• Reducing HIV-related health disparities through access to and

retention in care

• Improving HIV-related health outcomes
• Reducing reliance on more expensive public services
• Increasing public support and awareness

New Strategic Framework

How We Sustain Our Work We view sustainability in its broadest sense –

• remaining vital and relevant,
• doing great work and being nimble enough to adapt

quickly to changing environments. In doing so, we believe we can maintain a healthy balance sheet and cash flow that helps us to maintain and execute

• ur mission.

New Strategic Framework

Our sustainability as an organization will be achieved by …

• Building a diversified business model that ensures adequate

investment of both public and private resources and allows for the creation of reserve funds to sustain and fulfill our mission.

• Exploring new program and social entrepreneurial opportunities

that enhance or enable us to further our mission and lead us towards increased financial sustainability.

• Maintaining an organizational culture that encourages

innovation, personal development and team work.

• Remaining open to opportunities and dialogue regarding

collaborative opportunities, strategic partnerships and mergers in order to achieve common goals.

Today Clare Housing is ….

Providing a continuum of permanent, affordable, supportive housing options for people living with HIV Redefining healthcare through its supportive housing model Preventing the spread of HIV in our state

CLARE’S CURRENT PROGRAMS

Program Philosophy and Outcomes 2015

Providing Affordable Housing

Clare Housing is the only organization in Minnesota whose mission and programs are solely dedicated to advancing programs and new solutions that address the full- continuum of HIV-related housing needs and ending homelessness among individuals living with HIV/AIDS.

• Four Community Care Homes providing housing and 24/7

care to 16 residents

• Two apartment buildings providing independent living,

assisted living and supportive services to 77 people

• 18 scattered site apartments providing independent,

affordable living options for 10 families and 8 individuals

Providing Affordable Housing

All 116 housing units within Clare Housing are designed with an affordable rent structure for low-income HIV+ persons and families.

• Site-Based Section 8 (Clare Apartments and Spirit on Lake)
• Rental Assistance (Housing Trust Fund) via Minnesota Housing
• Group Residential Housing
• Housing Opportunities for Persons with AIDS

Providing Affordable Housing

• Clare Housing utilizes a “Housing First/Harm Reduction”

philosophy when housing formerly homeless and/or unstably housed persons;

• Provide intensive supportive services (non-judgmental,

trauma-informed, client centered)

• Work collaboratively with property management (Eviction

Prevention Planning) to support long-term housing success.

Providing Affordable Housing

Housing Outcomes

• Average (mean) length of time in housing is 3.4 years,

including Clare Midtown which was opened in 2011.

• 85% of our residents maintain their housing for 2 years or

more (HUD, Minnesota Housing standard)

Healthcare Services

24-hour on-site supportive services are available at Clare Apartments, Clare Midtown and in our Care Homes. These are tailored specifically for client needs:

• Housing with Services Registration (MDH) to provide supportive

services at Clare Apartments, Clare Midtown and Clare Terrace.

• Class A Home Care License (MDH) to operate assisted living

services at Clare Apartments & Clare Midtown. RN services, medical coordination, 24-7 resident assistants;

• 245D license (DHS) to operate Intensive Residential Services in
• ur Care Homes.

Healthcare Services

Health Outcomes

• 90% of all Clare Housing’s residents have an “undetectable” viral

load (less than 200 copies/ml).

• 98% of clients in our assisted living/care home setting have an

undetectable viral load

• E.R. visits and hospital stays are lessened according to a pre- and

post-housing analysis completed in 2010.

• Clare Housing is saving the state of Minnesota over $500,000 each

year in preventable healthcare costs

Prevention with Positives

• Clare Housing knows that “Housing = HIV Prevention”

since securing affordable housing can lessen risky behaviors;

• We assist/support our residents in achieving undetectable

HIV viral loads, which significantly lessens the risk of HIV transmission.

• Clare collaborates with prevention specialists in the

community to do on-site partner/friend testing and counseling, etc.

SUSTAINABILITY

Clare ApartmentsLLC

(Clare Housing issole owner)

Clare ApartmentsLP

General Partner: ClareApartments (1 %) Limited Partner: NEF (99%) Property M anager: PPL General Partner: ClareTerrace (1 %) Limited Partner: NEF (99%) Property M anager: PPL

Clare Terrace LP Clare Terrace LLC

(Clare Housing issole owner)

Community Care Homes Project Cornerstone Clare ServicesLLC

(Clare Housing issole owner) ClareServices LLC was created as a requirement of anagreement withNEF. ClareServices LLC leases employees from ClareHousing to provideservices to the residents of Clare Apartments, Clare Hiawatha andClare Terrace.

* NEF = NATIONAL EQUITY FUND * The Executive Committee of the Clare Housing Board of Directors provides oversight and exercises

control over Clare Apartments LLC, Clare Hiawatha LLC and Clare Terrace LLC.

General Partner: ClareHiawatha(1 %) Limited Partner: NEF (99%) Property M anager: PPL

Clare Hiawatha LP

(Clare Midtown)

Clare Hiawatha LLC

(Clare Housing issole owner)

Construction Capital:

LowIncome Housing Tax Credits Variety of forgivable Government Grants and loans

Rent Subsidies:

GRH

License:

Clare Terrace is registered as a Housing with Services Establishment (M DH)

Rent Subsidies:

M innesotaHousing, Housing Trust Fund

Services:

Clare Operating Funds

Clare ApartmentsLP

GOVERNMENT FUNDING STREAMS

Construction Capital:

LowIncome Housing Tax Credits Variety of forgivable Government Grants and loans

Rent Subsidies:

Section 8 GRH (Group Residential Housing)

License:

ComprehensiveHome Care Licensewhichallows for 24Hr customized living services (M DH) Clare Apartments is also registeredas a Housing with Services Establishment (MDH)

Clare ServicesLLC

Community Care Homes

Services:

CADI Waiver

Services:

CADI Waiver GRH HOPWA (HUD) Clare Operating Funds

Construction Capital:

LowIncome Housing Tax Credits Variety of forgivable Government Grants and loans

Rent Subsidies:

HOPWA (HUD) GRH

License:

ComprehensiveHome Care Licensewhichallows for 24Hr customized living services (M DH) Clare M idtown is also registeredas a Housing with Services Establishment (M DH)

Clare Hiawatha LP

(Clare Midtown)

Project Cornerstone

Clare Terrace LP

Staffing

Executive Director Director of Resource Development (vacant) Community Outreach Coordinator Director of Operations Operations Coordinator Maintenance (Janitorial) Director of Programs Community Care Homes Manager Lead Caregiver Caregiver Live-In Overnight Caregiver Support Services Mtg (Clare Apts & Project Cornerstone) Lead Resident Assistant Resident Assistant Congregate Dinning Coordinator Support Services Manager (Clare Midtown) Lead Resident Assistant Resident Assistant Support Services Manager (Clare Terrace - 2015) Lead Resident Assistant Resident Assistant Director of Nursing (Clare Apts/Midtown Community Care Homes) Registered Nurse Housing Support Specialist

Private Philanthropy (Fundraising)

Pre-Sustainable Funding Implementation Sustainable Funding Program Implemented

FY 2009 Actual FY 2010 Actual FY 2011 Actual FY 2012 Actual FY 2013 Actual FY2014 Actual FY2014S Actual CASH RECEIVED Corporate and Foundations $ 104,500 $ 177,935 $ 122,685 $ 71,300 $ 145,200 $ 163,250 $ 128,800 Individuals 98,467 98,288 70,104 124,024 149,734 168,643 87,843 Red Ribbon Ride 36,430 37,000 23,400 51,500 31,000 22,500 20,000 Friends Dining with Friends 38,527 55,829 41,159 Bingo 16,583 27,053 26,950 Religious Gifts 15,355 11,480 5,609 Community Events 9,396 6,783 3,994 3,731 3,115 5,000 12,283 Sponsorship 5,000 5,000 20,750 17,500 15,500 24,317 Planned Giving/Memorial 42,000 69,000 Capital Campaign 172,000 TOTAL CASH RECEIVED $ 324,258 $ 591,368 $ 335,901 $ 271,305 $ 415,549 $ 374,893 $ 273,243

Clare Housing Operating Budget

FY 2009 Actual FY 2010 Actual FY2011 Actual FY 2012 Actual FY 2013 Actual FY2014 Actual FY2015 Budget Income Resident Fees 1,868,055 1,937,962 2,066,009 2,203,404 1,982,660 2,090,557 2,122,157 Contributions 219,388 269,593 239,640 389,068 447,061 372,474 465,000 Government Grants/Contracts 414,702 626,010 388,577 476,061 538,688 812,812 445,947 Deferred Grants 6,000 Forgiveness of loans 6,000 36,000 Special Events 128,248 179,653 144,339 Developer Fee 90,000 210,000 300,000 Partnership/Management Fees 5,464 5,628 4,899 16,162 16,462 17,332 17,659 Interest Income 30,542 26,381 27,877 27,576 29,691 32,204 900 Other Income 3,520 657 4,408 7,372 2,344 2,915 TOTAL INCOME 2,669,919 3,135,884 3,091,749 3,425,643 3,052,906 3,328,294 3,051,663

Clare Housing Operating Budget

FY 2009 Actual FY 2010 Actual FY2011 Actual FY 2012 Actual FY 2013 Actual FY2014 Actual FY2015 Budget Expense Program Services 2,003,269 2,139,173 2,308,517 2,695,857 2,357,781 2,494,386 2,402,993 Management and General 356,362 421,857 582,517 548,768 577,777 536,550 567,920 Fundraising 152,185 203,845 202,898 199,164 212,521 191,145 184,455 TOTAL EXPENSES 2,511,816 2,764,875 3,093,932 3,443,789 3,148,079 3,222,081 3,155,368 Change in net assests 158,103 371,009 (2,183) (18,146) (95,173) 129,460 (103,705) Adjustments 50,000 118,401 59,087 105,709 Change in net assests 158,103 421,009 116,218 40,941 (95,173) 235,169 (103,705) Net assets beginning of year 2,176,623 2,364,395 2,759,342 2,920,064 2,867,322 2,540,443 2,775,612 Net assets end of year 2,334,726 2,785,404 2,875,560 2,961,005 2,772,149 2,775,612 2,671,907

Critical Issues for Clare Housing

• Housing Policy Environment (State and Federal)
• Funding for Supportive Services
• A continued decline of the public’s sense of urgency

associated with ending the epidemic

• Increasing number of people living with HIV, greater

challenges serving people with HIV, and higher health care costs.

Areas of Mission Alignment

Housing

• Our housing programs compliment each other and

provide a continuum of options from transitional to permanent and independent to supported Case Management

• Many of MAP’s clients live in one of Clare Housing’s
• facilities. Provides for stronger care coordination, service

delivery and positive HIV health outcomes.

Areas of Mission Alignment

Prevention

• Both organizations provide education, testing and

community outreach services (Clare Housing on a much more limited scale) Public Policy

• Strong history of working together on issues that impact

people living with HIV and ending the epidemic

Areas of Mission Alignment

Shared Strategic Priorities

• Reducing new infections
• Increasing access to care and improved health outcomes

for people living with HIV

• Reducing HIV-related health disparities
• Strategic alignment of the sector to achieve a more

coordinated, effective response to the HIV epidemic in Minnesota

QUESTIONS?