2021-2023 Strategic Plan - Hudson River Housing

2021-2023 Strategic Plan

ORGANIZATIONAL OVERVIEW

Mission Statement
Hudson River Housing provides a continuum of services that improves lives and
communities through housing with compassion and development with vision. We create
pathways out of homelessness through empowerment, education, and advocacy. We
strengthen communities by developing and preserving affordable housing and creating
opportunities for people and places to thrive.

Vision Statement
We envision a world where no one experiences homelessness; where everyone has the
opportunity to live in housing that meets their needs, regardless of income, family makeup,
physical or mental health issues, or any other defining factors; and where communities,
including their residents and governing bodies, understand and value affordable housing
and quality neighborhoods as essential to everyday life and well-being.

What We Do

Hudson River Housing (HRH) improves lives and communities through housing with
compassion and development with vision.

We are dedicated to building strong, sustainable communities by developing and
preserving quality affordable housing and helping families and individuals obtain and
maintain housing through education, advocacy and support services. We strengthen and
preserve strong neighborhoods by leveraging affordable housing and community building
as critical tools, creating long-term opportunity for individuals and families and building
greater socio-economic resilience in the City of Poughkeepsie and throughout Dutchess
County and the greater Hudson Valley.

HRH was founded in 1982 with a mission to serve the growing population of people
confronting homelessness in Dutchess County. Our first programs consisted of an
emergency shelter and services for individuals and families. HRH remains Dutchess
County's largest provider of supportive housing, and now offers an array of other services
that aim to prevent and end homelessness and help people and places thrive.

Our work extends throughout the Hudson Valley, and we work with people across the
demographic spectrum and in communities of all types and sizes. A passion to create
affordable homes for all and to instill the sense of pride and achievement that comes from
having a home of your own and being part of a vibrant community is what drives our staff,
donors and volunteers. As long as people need a place to call home and long for a sense of
community, our work will continue.

How We Engage in Our Work

                Emergency and Affordable Housing: ​We create pathways out of
                homelessness through emergency, transitional, and permanent
                housing. We provide opportunities for people of all ages and
                incomes to live in the Hudson Valley.

                Specialized Support Services:​ We provide outreach, care
                management, and support services to youth, veterans, the
                homeless, and other special populations.

                Strengthening Communities:​ We work with residents and
                stakeholders to create communities of opportunity for all. We
                strengthen and preserve neighborhoods and increase affordable
                housing through new construction and property rehabilitation.

                Homeownership Promotion and Preservation:​ We help people
                achieve the dream of owning and maintaining a home. We provide
                education and counseling and work with families to prevent
                foreclosure.

                 Job Training and Small Business Development​: We create
                 pathways to meaningful work in a supportive environment. We
                 foster wealth building and entrepreneurship and run social
                 enterprises that provide job training opportunities to youth and
                 adults.

Our Lines of Business

To accomplish the above activities, HRH organizes our internal operations into five lines of
business, which are supported by the foundation of strong organizational management and
resource development.

HRH has a staff of 170, including 120 full time and 50 part time or per diem employees,
making us a significant employer in Dutchess County. Our organization is headed by an
Executive Director, who is supported by a team of six senior staff directors and a senior
management team of approximately twenty staff across all departments.

HRH is guided by a volunteer Board of Directors. Board members at the time of plan
adoption include:

Susan Fortunato, President                        Richard Keller-Coffey
Roderick MacLeod, Vice-President                  Jeff Kosmacher
Daria Hanssen, Secretary                          Tim McQueen
Mary Paden, Treasurer                             Taneisha Means
William Carroll                                   Tom Pape
Ariel Cordova                                     Diane Ruffin
Emily Dozier                                      Lorna Thompson
G. Nicholas Garin                                 Thomas Zurhellen
Danny Hairston

PLANNING PROCESS OVERVIEW

The 2023 Strategic Plan is the result of over six months of evaluation regarding the agency’s
operations, our desired impact, and the environment in which we operate. The purpose of
this plan is to articulate the overarching goals adopted by Hudson River Housing that will
guide the annual operations of the organization over the next three years, and the specific
strategies that will ensure that we achieve them. Hudson River Housing staff led the
strategic planning process, with guidance from NeighborWorks America.

The planning process included multiple opportunities for staff and stakeholders to provide
input.

From July - September 2020 we implemented an all-staff survey, asking questions on a
variety of topics including mission and impact, diversity, equity and inclusion, and
coronavirus response. More than 70 responses were received.

Concurrently, we worked with our Relationship Manager from NeighborWorks America to
conduct a series of interviews with community stakeholders. Thirty-nine stakeholders were
contacted via phone and email, and asked to share their feedback on HRH’s impact over the
past three years, where and how they think HRH has the most potential to grow or serve an
unmet need, and how they see Hudson River Housing building equity and inclusion into the
agency’s programs, services and operations.

In September we began a series of ten focus groups meetings with staff. Facilitated by our
Relationship Manager, these conversations engaged nearly 100 employees across all
departments. One hour conversations without staff or board leadership present allowed
staff to talk openly about their perspectives on the future of the agency.

Lastly, a market analysis looked at data from twenty-six sources, presenting a summary of
conditions in Dutchess County and the City of Poughkeepsie and implications for our work.

Following this intensive work, the staff director team (comprised of the Executive Director,
the Chief Financial Officer, the Director of Finance, the the Director of Real Estate
Development, the Director of Facilities, and the Director of Strategic Initiatives) held a
full-day retreat to delve into the results of all of these activities, and begin to hone a set of
strategic priorities to present for discussion with the board of directors.

Our Board of Directors then took part in a half day retreat focused on finalizing the strategic
priorities. As a result, a set of four concise strategic priorities was confirmed.

This plan was approved in its entirety by the Board of Directors on January 21, 2021.

OUR STRATEGIC CONTEXT AND RESPONSE

This plan was created during a time of unprecedented change and challenge. The
impacts of a global pandemic, a new reckoning with systemic racism and inequity, and a
divisive political environment have necessitated shifts in how we approach and
undertake our work. However, the process of creating this plan has made it clear that
regardless of what is happening around us, maintaining a clear vision and setting out a
strategic direction will help us confront and surmount such challenges, and do so in a
way that maintains the integrity of our mission and values as an organization. The events
of recent months have underscored the importance of our work and the essence of its
underlying tenets. Although circumstances shift, funding changes, new political leaders
emerge, etc., providing housing with compassion and development with vision remains a
true and clear north star for our organization.

Where We Are Today

Since the creation of our last strategic plan, many things have changed. We have put into
action several significant new projects, including the Poughkeepsie Underwear Factory and
its associated social enterprises programs. We built our first solo Low Income Housing Tax
Credit project, FallKill Commons on Rose, with 78 units of affordable housing, plus added
another 198 affordable housing units in other projects around the region.

We launched Project Porchlight, a drop-in site for those experiencing chronic homelessness
at our new Housing Resource Center, now a home for our Housing Navigators, street
outreach team, and several care managers. We relocated our Webster Housing Emergency
Overnight Housing program to the Dutchess County Pods within a week of the onset of
Covid-19, creating safer conditions for some of those most vulnerable to the pandemic.
VetZero, an initiative to reduce homelessness and suicide among veterans that has national
recognition, is an effort that now lives under the umbrella of Hudson River Housing and
includes new programs such as the VetZero Ride Program.

During the past three years we also co-launched a new coalition focused on bringing
stakeholders together in support of affordable housing in rural northeastern Dutchess
County. We expanded our employment services programs, adding new training
opportunities for our residents. We launched a collaborative advocacy effort, the
Poughkeepsie Affordable Housing Coalition, to bring greater affordable housing awareness
and education to Poughkeepsie. We reclaimed a vacant and blighted building in the heart
of Main Street, renovating the Poughkeepsie Trolley Barn as a new home for youth arts
programming.

We began new programs to engage small landlords and manufactured home owners,
working to preserve these critical forms of affordable housing. We expanded our

specialized supportive services, adding new supportive housing units and specialized care
managers to work with seniors, veterans, and those in recovery from addiction.

These service and program enhancements, and many others, took place concurrent with
significant internal changes. We launched an employee-led Race Equity Diversity and
Inclusion (REDI) initiative to establish a shared agency-wide understanding of racial equity
and systems of oppression and further Hudson River Housing’s commitment to a just,
equitable workplace and community. We began a Resident Advisory Committee to bring
more resident leadership into agency decision-making. We made significant upgrades to
our property management and accounting software. And we have seen an unprecedented
outpouring of support from our community, with cash and in-kind donations increasing 78%
from 2017 to 2020, including an increase of 53% from 2019 to 2020 alone.

All of this has taken place under the thoughtful and energetic leadership of Christa Hines,
who continues to lead the organization as Executive Director, now in her fourth year in the
position.

The Next Three Years

As we move into 2021 and launch the three-year period guided by this plan, many of the
challenges addressed in our previous plan remain, and have only intensified. Our
approach over the next three years is to grow more deeply in our mission and hone our
focus on key priorities of affordable housing, equity and opportunity, and homeless
services. As we move forward with this work, we must leverage our position to educate
and advocate, and continue to be a strong and consistent voice for housing in
Mid-Hudson communities.

The Hudson Valley continues to face intense housing pressures and rapid price escalations.
Change is coming to the Hudson Valley - has already come to many communities - much of
it with the potential to cause widespread displacement. How we manage that change, and
protect those parts of our community most vulnerable to negative impacts, is top of mind.
Strategies like building and preserving more affordable housing and offering supportive
services to at-risk populations remain core activities.

Going forward we will also establish a greater presence in advocacy on housing issues, and
work to advance policies that embed long-term housing affordability in our communities.
Dutchess County has announced a robust commitment to affordable housing and has taken
initial action steps, including appointing a Deputy Commissioner for Housing, a new position
in the county. We look forward to being an active part of these efforts. We will also use our
voice to work with stakeholders to build support and capacity for housing work in their own
communities, building coalitions around the common interest of safe, affordable housing for
all.

Renters would need to earn an average wage of $26.87/ hour, or work 2.3 minimum wage jobs, in
order to afford the average 2-bedroom apartment.

30% of Dutchess County homeowners were cost-burdened (paying more than ⅓ of their income on
housing costs) from 2013-2017, including 12% that were severely cost-burdened (paying more than ½ of
their income on housing costs). Median home prices increased by 15% from 2014 to 2018 in Dutchess.

“Provide enough affordable housing that keeps Dutchess County citizens in the community -
gentrification is pushing people out.” ~ HRH Staff

“Just keep building affordable housing - more is needed.” ~ Community Member

The delicate balance between strengthening neighborhoods, providing affordable housing,
and offering supportive services to vulnerable populations is inextricably linked to systemic
challenges of racism and inequality. The ongoing fight for racial justice has led us to take
new steps to leverage our position of privilege for the greater good, including an internal
examination of our operations and position in the community. Our Race, Equity, Diversity
and Inclusion (REDI) work will continue with opportunities for all staff to receive training and
engage in discussion on these topics, as well as the addition of a full-time position
dedicated to REDI.

As we further strengthen our commitment to creating opportunity and advancing equity, the
coming years will see the development and implementation of a plan for a Community
Land Trust, as well as the launch of a new program to mentor aspiring real estate
developers of color. New efforts to bring more voices into program and project planning will
include community conversations as real estate development projects move through
concept and design phases, and regular listening sessions with stakeholders to get
feedback on our work and its impact. We will also take a careful look at ongoing programs,
such as the Poughkeepsie Underwear Factory, to make sure we are leveraging all
resources to offer opportunities to historically marginalized groups.

People of color comprise just 28% of Dutchess County’s total population, yet they make up 54% of all
people experiencing homelessness and 62% of people in families experiencing homelessness. Youth
of color make up 56% of the homeless youth population and veterans of color make up 29% of the
homeless veteran population.

“Take a bold and clear stance on equity as it relates to the creation and management of housing.” ~
HRH Staff

“Expand the region’s understanding and capacity to tackle the issues that HRH has been addressing
for a long time.” ~ Community Member

The Covid-19 pandemic has exposed the true extent of housing insecurity in our
communities. We have continued to see the number of those experiencing homelessness
rise over the past years, and the need for supportive services is greater than ever. While the
precariousness of housing has increased for many, the greater attention on housing issues
has increased awareness about the housing crisis that we know has existed for decades,
and built support for affordable housing in many places that were previously much more
adverse to it. More intensive services, provided in-house and through partners, is a goal for
the coming years, as we work to ensure that all members of our community have access to
the appropriate housing and services that they need to thrive.

Emergency rent relief programs will be a large part of our work in the near future. As more
households confront housing insecurity and local, state and federal government puts
money into relief packages for rental assistance, Hudson River Housing is playing a leading
role in outreach and distribution of those resources. As the full impact of the pandemic
continues to unfold, and we await changes to state or eviction moratoria, these programs
play a significant role in mitigating devastating consequences of the pandemic for many
households.

Another major focus of the coming years will be the permanent relocation of the Webster
House Emergency Overnight Housing program. Previously located at Hillcrest House in the
Town of Poughkeepsie, the program moved to the Dutchess County Pods in the City of
Poughkeepsie at the onset of the pandemic, and in coordination with Mental Health
America Dutchess County, began offering 24/7 shelter and services with up to 150 beds
available. Now, we are looking to create a new permanent shelter site that will provide
expanded, comprehensive services for those experiencing homelessness in a 24/7 setting.
The former Webster House location within Hillcrest House is being repurposed as additional
units of critically needed affordable housing. Ramping up our street outreach team will also
be a focus of the coming years. As street homelessness continues to rise, new teams of
staff will be dedicated to building trust with those hardest to reach and bringing creative
solutions to meet the needs of that community.

Our VetZero efforts will grow as well, with exciting new projects on the horizon. Proceeds
from a new memoir by Tommy Zurhellen about his walk across America will benefit Hudson
River Housing, and a book tour and associated activities will continue to raise awareness
and support for efforts to combat veteran homelessness. Our veteran ride program has
proven effective and essential and will continue and hopefully expand. VetZero continues
to be an important part of HRH’s strategy to increase awareness of the organization and
meet the needs of those experiencing homelessness.

Between 2015-2019 the rate of homelessness grew by 42% in Dutchess County. This includes a 33%
increase in homelessness for families.

“The pandemic has exposed that many people may be skating by just barely, until an unexpected
circumstance throws them into financial and social turmoil.” ~ HRH Staff

Financially, Hudson River Housing remains a strong and stable organization. Our budget has
grown 24% over the past three years. Our revenue streams are diverse, with over fifty grants
supporting agency activities, along with earned income in the form of rental fees, program
fees, and developer fees, and a robust and growing private donor base. Our success relies
on community support. Volunteer programs like Adopt a Night, which provides meals for
our Webster House guests every night of the year, are integral to our operations.
Foundations, private donors of all sizes, and our many advocates who are a voice for
affordable housing create a bedrock of support that allows our organization to continue our
core mission while also innovating in new ways.

As we move into the next three years, we face an uncertain funding climate once again. The
impacts of the pandemic on government budgets have been severe, and we don’t yet know
how those impacts will affect grant sources and programs that we have relied upon for
many years. So, we continue to look to grow community support and seek untapped
resources to ensure that we can continue our work unabated. Our grants team was
expanded last year, and this new capacity will help us maintain our existing contracts and
also reach out to new prospective funders. Fundraising has risen over the past three years,
and the outpouring of support that we have received during the pandemic has been truly
special. We hope to maintain these new relationships and continue to deepen them.

Hudson River Housing is a top regional employee, offering a wide range of roles across 170
positions. Over the past three years our staff has grown by 46%. Our work has always been
challenging, and work during the pandemic certainly brought a higher risk of burnout and
compassion fatigue as staff dealt with greater personal risk when performing their duties,
faced challenges of managing teams across remote and on-site locations, and helped
tenants and residents through a mounting series of struggles. However, our recent staff
survey showed that staff morale remains high, and commitment to our mission is the driving
force that brings us all together in the workplace each day. Management is constantly
reviewing how we do our work and how best to support staff - keeping our staff engaged
and happy is critical, as our staff are always our most important resource.

2023 STRATEGIC VISION

The deep analysis reflected above has led to the development of a concise and focused set
of strategic priorities. Our 2021-23 Strategic Plan establishes ​four main goals​ that impact all
business lines, as well as organizational management and resource development. Our
objective is to align the work of all departments of the agency toward these common goals
that advance our mission to improve lives and communities and respond to our current
environmental context and community needs.

GOAL ONE: Prevent and end the cycle of homelessness and provide support to
individuals and families to achieve long-term housing stability.

The bedrock of our mission remains interrupting the destructive cycle of homelessness and
helping those experiencing homelessness, low-income individuals and families, and other
marginalized households find and maintain housing that is right for them and that helps
them not just survive, but thrive. To accomplish this, over the next three years we will:

   1. Provide direct services that assist people in obtaining and maintaining housing where
      they can thrive through a robust team of specialized care managers and outreach
      workers.
   2. Advocate to funders, policymakers, and partner service providers for enhanced
      services and greater resources for homeless and high-needs populations.

2023 Outcome: Fewer people experience homelessness due to a lack of appropriate
housing in the communities we serve. More resources and opportunities are available to
those experiencing homelessness, and those opportunities are provided by an array of
well-equipped partners. Everyone in Hudson River Housing’s care has the opportunity to
access the services they need to stay stably housed and to thrive.

GOAL TWO: Prevent the displacement of low and moderate income households and
community assets (including businesses and cultures) in the Mid-Hudson region.

Rapidly rising housing costs throughout the Hudson Valley are creating increasing
pressures for low income residents and those experiencing homelessness, who are finding
it harder and harder to find and retain affordable housing. We need to continue the
important work of creating and preserving affordable housing as part of healthy,
mixed-income communities and ensure that that housing is available in communities
throughout our region. And as our communities evolve, we must uphold the needs of local
residents, people of color, local businesses, and the cultural institutions that define our Main
Streets and neighborhoods. To accomplish this, over the next three years we will:

   1. Create and preserve affordable housing (up to 120% AMI) in geographically diverse
      locations so that low-income households can afford to live in communities across
      the Mid-Hudson region.
   2. Build partnerships that enhance communities’ capacity to provide housing and
      services for low-income residents and those experiencing homelessness, especially
      outside of Poughkeepsie.
   3. Celebrate and steward community assets, especially those vulnerable to the
      negative impacts of gentrification, that support the social, emotional, and economic
      well-being of existing residents.

2023 Outcome: More affordable units, including 150+ units newly created/newly made
affordable and 180+ existing affordable units improved/preserved are available in
communities throughout the Mid-Hudson region. More municipalities in our service area are
actively engaged in work to enhance affordable housing in their community. Small
businesses and community organizations and coalitions are strengthened by our
involvement, and our community is better able to retain community assets.

GOAL THREE:​ ​Increase access to housing and economic opportunity for
historically marginalized and cost-burdened households.

To achieve equitable economic development in our area, we need local government
policies that ensure there are widely available affordable housing opportunities and that
prioritize local business creation. In doing this work, we must center the voices of those who
have experienced homelessness or barriers to housing equity, and anyone who might not
have access to a safe and secure place to call home because of income disparities. Any
work that truly strengthens a community must take into account all members of that
community, especially those who have systematically been denied access to power and
decision-making opportunities. To accomplish this, over the next three years we will:

   1. Educate ourselves, partners, and policymakers on the root causes of homelessness
      and housing insecurity including structural racism, poverty, and inequitable housing
      policies and leverage our knowledge and influence to build greater support for
      affordable housing policies.
   2. Create opportunities for those experiencing homelessness, BIPOC, and other
      systems-impacted people to achieve fulfilling community involvement and
      economic advancement.
   3. Center the voices of community members most impacted by the systems that led to
      the development of HRH in program planning, implementation, and evaluation.

2023 Outcome: There is a greater understanding by residents, elected officials, and partners
of the current state of affordable housing, legislation, opportunities for advocacy, and
available resources in the region. More users of HRH services have opportunities to engage
with the planning, implementation, and evaluation of our work. More residents of our service
area have access to fulfilling community involvement through employment, volunteerism,
training, or entrepreneurship.

GOAL FOUR: Invest in staff and systems to ensure adequate support of agency
growth and continued financial sustainability.

Staff is our most important resource. Keeping our staff strong, trained and motivated is
critical to the success of everything that Hudson River Housing seeks to accomplish. Staff
thrive when they are inspired by our mission and feel aligned with our values. And our staff
can best meet the needs of our community when we reflect who that community is.
Additionally, we need to ensure that our most impactful programs can sustain operations,
and also allow for innovative new ideas to be tested. A stable base of financial support,
adequate technology and systems to manage our growing workload, and strong
communication across our widespread workforce are important to ensuring a thriving
organization over the years to come. To accomplish this, over the next three years we will:

   1.   Steward and retain a satisfied, diverse and informed workforce that is representative
        of the communities and constituencies that we serve.
   2.   Ensure adequate departmental staffing is included in all project and program
        analyses before and throughout implementation.
   3.   Enhance intra-agency communication across departments.
   4.   Increase compensation levels to be more in line with cost of living in the Hudson
        Valley.
   5.   Ensure a strong, diversified pipeline revenue streams, including in-kind support.

2023 Outcome: We maintain a strong staff that expresses high levels of satisfaction, has
access to ongoing training, and is sufficiently compensated. Resources increase to support
the appropriate levels of staffing and administrative services needed to run programming
effectively. Staff facility with issues of equity and inclusion increases and intentional steps
are taken to diversify organization leadership. Grant and donor support that withstands
fluctuations in the political and economic climate is consistent and growing.

EVALUATION

Our strategic priorities are posted at all our sites and are available to the public in hard copy
or digital form, as we seek to be transparent with our objectives and programs. Hudson
River Housing has a multi-pronged evaluation process for the regular review and
assessment of progress toward our strategic priorities. Priorities are reviewed as needed
during weekly staff director meetings. They are reviewed quarterly at monthly senior
management meetings of approximately twenty senior staff from across the agency, with a
focus on identifying progress toward goals and discussing any areas where we are
experiencing a challenge or where circumstances have changed substantially. Staff
recommend course adjustments if necessary, and identify items to consider in the future.
Quarterly dashboard updates are provided to the board for review and discussion.

APPENDIX - MARKET ANALYSIS REPORT

Market Analysis Report
     September 2020

Hudson River Housing
313 Mill Street
Poughkeepsie, NY 12601
www.hudsonriverhousing.org

Table of Contents
SUMMARY OF KEY FINDINGS                                                                                                                  Page
Dutchess County                                                                                                                             3
Poughkeepsie                                                                                                                                5
COVID-19 Impact                                                                                                                             6

HUDSON RIVER HOUSING AGENCY DATA SNAPSHOT
Emergency, Transitional, Permanent Supportive Housing and Non-Residential Clients in programs on July 1, 2020                               7
Number of Overnight Emergency Shelter Guests Served in 2020                                                                                 8
NeighborWorks HomeOwnership Center of Dutchess County clients Oct 2019-Aug 2020                                                             8
2018 Community Wealth Building Data                                                                                                         9
2020 Impact Data: Quarter 1 & 2                                                                                                            10

Property Portfolio, July 2020                                                                                                              11

Real Estate Development Pipeline, September 2020                                                                                           14

Appendix: ​Reports and key excerpts from the following sources
   1.    2019 Dutchess County Rental Housing Survey​, Dutchess County, 2019
   2.    ALICE in NY: A Financial Hardship Study​, United Way, 2020
   3.    COVID-19 Housing Policy Scorecard: New York​, The Eviction Lab, 2020
   4.    The COVID-19 Eviction Crisis: As Estimated 30-40 million people in America are at Risk​, ​National Low Income Housing Coalition, 2020
   5.    Foreclosure Update: Signs of Progress​, Office of the NY State Comptroller, 2018
   6.    Hudson Valley Regional Housing Market Report: Summer 2020​, Pattern for Progress
   7.    Mid-Hudson Multiple Listing Services: City of Poughkeepsie​, 2019
   8.    Mid-Hudson Multiple Listing Services: City of Poughkeepsie​, 2020
   9.    Out of Alignment: Dutchess County Profile​, Hudson Valley Pattern for Progress, 2019
   10.   Out of Reach: New York State Report​, National Low-Income Housing Coalition, 2020
   11.   Percentage and Number of Homeowners by AMI and Level of Risk​, Patterns for Progress, 2020
   12.   Racial Equity Analysis: Poughkeepsie/Dutchess Continuum of Care​, Census Bureau, 2019
   13.   State of Homelessness report: Dutchess County​, National Alliance to End Homelessness, 2019
   14.   Tri-Town Coalition Affordability Analysis​, Pattern for Progress, 2020
   15.   Urban Action Agenda Housing Profiles: Poughkeepsie​, Hudson Valley Pattern for Progress, 2019
   16.   Urban Action Agenda Report: Housing​, Hudson Valley Pattern for Progress, 2019
   17.   Continuum of Care Homeless Assistance Programs Homeless Populations and Subpopulations​, HUD, 2019

         Additional Online Data Sources Used
   18.   US Census & American Community Survey​ h   ​ ttps://data.census.gov/
   19.   Mid-Hudson Valley Community Profile, 2020 ​https://mhvcommunityprofiles.org/dashboards/
   20.   NYSTeachs, 2019 ​https://nysteachs.org/topic-resource/data-on-student-homelessness-nys/
   21.   National Coalition for Homeless Veterans ​http://nchv.org/index.php/news/media/background_and_statistics/
   22.   As New York Hurdles Towards an Eviction Crisis, These are the Tenants Most at Risk, Curbed
         https://ny.curbed.com/2020/8/19/21368734
   23. Covid-19 Impact Tracker, Enterprise Community Partners ​https://www.enterprisecommunity.org/research-and-resources/covid-19-impact-tracker
   24. COVID Tracking Project, The Atlantic ​https://covidtracking.com/race
   25. The COVID-19 Pandemic is Straining Families’ Abilities to Afford Basic Needs, The Urban Institute
       https://www.urban.org/research/publication/covid-19-pandemic-straining-families-abilities-afford-basic-needs
   26. COVID-19 and the State of Homelesness, National Alliance to End Homelessness
       https://endhomelessness.org/covid-19-and-the-state-of-homelessness/
   27. US Mortgage Delinquency Rate Jumps to 7.76%, CFO
       https://www.cfo.com/the-economy/2020/06/u-s-mortgage-delinquency-rate-jumps-to-7-76/
   28. HUD Consolidated Planning CHAS Data ​https://www.huduser.gov/portal/datasets/cp.html

Summary of Key Findings:​ ​Dutchess County
Hudson River Housing’s programs, services, and rental housing portfolio are primarily based in Dutchess County, NY
(Includes Appendix data sources referenced)

Dutchess County population growth has stalled, but it is still growing in age and diversity​.
Over 40% of Dutchess County residents are age 45+ and the median age is 42.5 (18). The Hispanic and Latino population
has grown significantly and now accounts for 13% of the total population, up from 6% in 2000 (18). The Black population in
Dutchess County rose by 3% from 2000-2019, to 13.2% (18).

Poverty is slowly rising in parts of Dutchess County​.
Median household income in Dutchess County (adjusted for inflation) decreased slightly from 2010 to 2017 and the
percentage of households below the federal poverty line increased slightly (9). 27% of households fell below the ALICE
threshold, those who are employed and living above the federal poverty line but still struggle to afford basic essentials (2).
Household income tends to be higher in southern suburban towns like East Fishkill and La Grange, and lower in eastern
rural Towns like Dover and Amenia (9). At the same time incomes are decreasing, the cost of living is increasing. The ALICE
Essentials Index, which measures the cost of essential goods and services needed to live and work in the modern economy,
has increased almost twice as fast as the Consumer Price Index over the last decade (2).

Housing affordability is a growing challenge among renter households​.
The 2020 fair market rent for a 2-bedroom apartment in Dutchess County is $1,397 (10). Market Rate Apartment Complex
rents for Dutchess County increased for all unit sizes from 2018-2019, including 36% for studio apartments (1). About a
third of all housing units are renter occupied and nearly half of these earned 50% or less than the Area Median Income
(AMI) of $86,700 in 2015 (9). The majority of renters in the county are severely cost-burdened, spending more than half of
their income towards housing costs (9). Renters would need to earn an average wage of $26.87/ hour, or work 2.3
minimum wage jobs, in order to afford the average 2-bedroom apartment (10). In the northeastern Towns of Amenia, Pine
Plains, and Northeast, 19% of renters are cost-burdened and 15% are severely cost-burdened (14).

Rental housing is scarce.
The vacancy rate for Dutchess County Market Rate Apartment Complexes held steady at 1.5% for 2018-2019, the lowest it’s
been since 2000 (1). For some municipalities, such as Beacon, the rate was 0% (1). This is despite the fact that 360 new
apartment units were constructed in 2019, all in the City of Poughkeepsie and Beacon (1).

Housing affordability is a growing challenge among homeowners.
Real estate pressures have increased in recent years, further driving up housing costs. Median home prices increased by
15% from 2014 to 2018 in Dutchess (9). Over this same time period Dutchess County experienced a 39% increase in the
number of closed sales (9). 30% of Dutchess County homeowners were cost-burdened (paying more than ⅓ of their income
on housing costs) from 2013-2017, including 12% that were severely cost-burdened (paying more than ½ of their income on
housing costs) (28). However, between 2015-2018 the number of foreclosures in the county dropped by 60%. The 2018
foreclosure rate was 0.57% of households, one of the lowest rates in the Mid-Hudson region of NY (5).

Summary of Key Findings:​ ​Dutchess County, cont.
The number of people experiencing homelessness is growing rapidly in Dutchess County.
Between 2015-2019 the rate of homelessness grew by 42% in Dutchess County (13). This includes a​ ​3% increase in youth
homelessness and a 33% increase in homelessness for families (13). The number of unsheltered homeless individuals has
dropped by 33% during this time (13). The 2019 annual Point in Time (PIT) count of people who were homeless in Dutchess
County was 533, which was a 25% spike compared to previous years (13). The rate of homelessness is much higher in
Dutchess County than in other parts of New York (excluding NYC) and slightly higher than the US rate of homelessness (13).

People of color are more likely to experience poverty and homelessness in Dutchess County.
People of color comprise just 28% of Dutchess County’s total population (18), yet they make up 54% of all people
experiencing homelessness and 62% of people in families experiencing homelessness (12). Youth of color make up 56% of
the homeless youth population and veterans of color make up 29% of the homeless veteran population (12). Hispanic
residents comprise just 12% of the total population (18), yet they make up 30% of people experiencing homelessness, 21%
of the homeless youth population and 14% of the homeless veteran population (12).

The opioid crisis is growing in Dutchess County.
While Dutchess County is consistently ranked as one of the healthiest counties in New York State, like much of the nation, it
is grappling with a growing opioid addiction problem. The drug overdose mortality rate, at 27.2/ 100,00 residents, is much
higher in Dutchess County than in NY state or the US, and is increasing (19). About 8% of people experiencing homelessness
in 2019 reported a chronic substance abuse issue (17).

The number of youth living in poverty and experiencing homelessness is slowly rising in Dutchess
County.
12% of Dutchess County youth live in poverty, which is a slight increase since 2013, but still lower than the US and New
York state rates (19). The number of single-parent households is also increasing in Dutchess County (19). Similarly, youth
homelessness rose by 3% in Dutchess County from 2015-2019, which was less than New York state (13). However, during
this same time period Family Homelessness rose by 33% in Dutchess County (13). Other indicators for youth outcomes in
Dutchess County show a positive trend. The rate of child abuse and neglect is decreasing, the rate of foster care admissions
is steady, the teen pregnancy rate is decreasing, the number of juvenile delinquency intakes are decreasing and bullying
incidences are decreasing (19).

Dutchess County rates of veteran poverty and homelessness are stable and relatively low.
Veterans comprise 5.9% of Dutchess County’s total population (18). 3% of Dutchess County veterans live in poverty (19) and
1.3% of the adults experiencing homelessness in the county in 2019 were veterans (17). Nationally, veterans make up 11%
of the homeless adult population (21).​ ​Roughly 45% of US homeless veterans are African American or Hispanic, despite only
accounting for 10.4% and 3.4% of the U.S. veteran population, respectively (21).

Summary of Key Findings:​ ​City of Poughkeepsie
A high concentration of Hudson River Housing’s programs, services, and 49% of our rental housing portfolio are located
within the City of Poughkeepsie, NY

Poughkeepsie’s population growth has slowed, but the demographics of residents are changing​.
From 2000-2015 Poughkeepsie’s population grew by just 2.6% (15). During this same time period the percentage of White
residents dropped from 49% to 37% while the population identifying as Hispanic/Latino has increased from 11% to 21%
(15). Over a quarter of residents are under age 20 and the number of residents ages 65-74 grew by 33% from 2000-2017
(15). About one in five Poughkeepsie residents were born outside the United States (15).

One in five Poughkeepsie households live in poverty​.
The poverty level has dropped slightly in the past 5 years, but at 20% remains 12% higher than Dutchess County as a whole
(18). 40% of households fell below the ALICE threshold, compared to 27% for Dutchess County and 31% of New York State
(2). Since 2000, the city’s median household income has dropped 4% when accounting for inflation (15). The share of
households receiving SNAP benefits rose from 19% in 2010 to 25% in 2015 (15). 61% of households earn under $50,000.
Poughkeepsie’s unemployment rate has tripled since 2000 (15).

Youth poverty is concentrated in the City of Poughkeepsie.
The percentage of City of Poughkeepsie youth living in poverty is decreasing, but at 26% it is still higher than the state and
county rates (19). Similarly, the percentage of City of Poughkeepsie families that are single-parent households is decreasing,
but still very high at 54% (19). In the 2018-2019 school year 434 City of Poughkeepsie students were identified as
experiencing homelessness, nearly half of all the 907 homeless students in Dutchess County (20).

Housing affordability in Poughkeepsie is an urgent concern for both renters and homeowners​.
Poughkeepsie median rents have risen over 25% since 2000 (16). The Poughkeepsie-Newburgh-Middletown HUD Metro
Fair Market Rent Area was ranked the fourth most expensive area in New York, with an average 2-bedroom apartment
rented at $1,397 (10). Two-thirds of housing units in Poughkeepsie are renter-occupied and a majority of them are cost
burdened, including 38% who are severely cost burdened (15). 41% of Poughkeepsie homeowners are cost-burdened,
including 14% severely cost-burdened (15).

Poughkeepsie’s real estate market is heating up.
Inflation-adjusted home values in the city have risen by 24% since 2000, which is slightly less than Dutchess County over all
(15). Between 2018-2019 the average sales price for single family detached homes rose over 7% and prices for multifamily
properties rose over 18% (7). Total sales of single family detached homes also increased by 6.5% (7).

Summary of Key Findings:​ ​COVID-19 Impact
Significant local, state, and national trends and market changes since the onset of the COVID-19 pandemic

Local Health Impacts & Risks
As of July, 2020 the Dutchess County COVID-19 infection rate was 1%, there were 4,704 confirmed cases of COVID-19 and
153 deaths (23). Pre-pandemic, 17% of the county’s population were seniors, 9% of the population suffered from diabetes,
7% from COPD, 10% had asthma, 3% of households were overcrowded, 9% were ‘doubled-up’, 11% lacked internet access
and 9% lacked access to a computer (23).

Communities of Color are bearing the brunt of COVID-19.
As of July 15, Black people made up 25% of NY State’s COVID-19 deaths compared to 15% of the state’s total population
(24). Hispanic people made up 27% of NY State’s COVID-19 deaths compared to 19% of the state’s total population (24). As
of July 15, nationally, Black people were dying from COVID-19 at 2.4 times the rate of white people. 61% of Hispanic
Americans and 44% of Black Americans reported that they, or someone in their household, experienced job or wage loss in
April, compared to 38% of White Americans (4). People of color generally constitute approximately 80% of people facing
eviction across the country, and studies show this inequity has remained true during the COVID-19 pandemic (4).

COVID-19 economic impacts are also disproportionately hurting renters and low-income households.
The Dutchess County unemployment rate jumped from 4% to 14% in April, 2020 (23). 37.4% of the NY State Labor force
filed for unemployment between March-July, 2020 (23). Nationally, between 27-34% of renter families are at risk of job or
wage loss due to COVID-19 (4). Job and income losses are more prevalent among low-income households. Two-thirds of
adults with family incomes below the federal poverty level experienced serious hardships such as inability to pay rent or
other bills, food insecurity, or lack of medical attention (25).

The growing population of people experiencing homelessness is at great risk for catching and spreading COVID-19.
2019 marked the third straight year that homelessness increased in the US (26). Analysis from Columbia University
estimates that the US rate of homelessnes will increase by 40-45% in 2020, an addition of nearly 250,000 people (26).
Systems were already unable to serve everyone experiencing homelessness, with US providers only able to offer an
emergency shelter bed to 1 in 2 individuals in need (26). 200,000 people remained unsheltered in 2019 (26). Older adults
and those with health conditions made up a growing number of individuals experiencing homelessness in the US in 2019
(26). Social distancing, proper hygiene, testing, and tracking are all difficult to achieve with sheltered and unsheltered
homeless populations.

Foreclosure moratoriums have been successful, but their expiration leaves households in a state of uncertainty.
The foreclosure rate fell 31.1% in May (27). However, the US mortgage delinquency rate rose from 3.39% in March to
7.76% in May - its highest level in 8 years (27). NY had the 3rd highest delinquency rate in the US, at 11.28% (27). Serious
delinquencies (mortgages 90 days past due but not yet in foreclosure) rose nationally by 36.5% from April to May (27). The
NY State Housing Insecurity rate (the percent of adults who missed last month’s rent/ mortgage or who are not confident
they can pay next month’s on time) peaked on June 30th at 37% (18).

A wave of evictions is pending across the country.
14,500 eviction cases in NY were already pending pre-COVID-19. It is estimated that 36-45% of NY renters are at risk of
eviction in 2020 (2). Nationally, 30-40 million renter households could be at risk of eviction this year (4). The current federal
moratorium on evictions due to COVID-19 is set to expire Dec. 31, 2020.

Low-interest rates, low inventory and shifts away from wealthier urban centers are driving up housing demand and
costs.
Dutchess County closed sales decreased by 26% from Q2 of 2019 compared to Q2 of 2020 and the inventory of
single-family, condos and townhomes fell 22.8% (6). Meanwhile, median sales prices increased 9.3% (6). Median sales
prices for 2-4 family homes in the lower Hudson Valley (south of Dutchess County) increased 16.3% over this same period
(6). City of Poughkeepsie residential real estate prices have risen significantly in 2020. Compared to 2019, multifamily
property sales prices rose by 25%, attached homes by 13.4% and single-family detached homes by 17.1% (7,8).

Hudson River Housing Agency Data Snapshot
All Emergency, Transitional, Permanent Supportive Housing and Non-Residential Clients in program(s) on July 1, 2020

                            Emergency              Transitional          Supportive             Non-residential       Total
                            Gannett House,         Hillcrest House,      Permanent              STEHP HP and RR, FT   May include
                            River Haven Shelter,   LaGrange House, and                          and UW FT, WH Case    duplication of
                            and Webster House      River Haven TLC       Housing                Management, EATS,     clients in more than
                                                                         includes 14 programs   VetZero               one program

 Total # in program         129 (19%)              120 (17%)             192 (28%)              254 (36%)             695 (100%)

 Runaway/ homeless youth    4                      0                     0                      0                     4 (

Hudson River Housing Agency Data Snapshot
       Number of Overnight Emergency Shelter Beds Provided in 2020

        NeighborWorks HomeOwnership Center of Dutchess County
                 Clients Served from Oct 2019-Aug 2020

                                           Clients

                 Total # in all programs   357

                                 White     170 (48%)

                                  Black    148 (41%)

                Other race / mixed race    35 (10%)

                     Race not collected    4 (1%)

                               Hispanic    52 (15%)

                 Ethnicity not collected   7 (2%)

                             100% AMI      63 (10%)

              Households in rural areas    22 (6%)

               Households with limited     3 (

Hudson River Housing Agency Data Snapshot

Hudson River Housing Agency Data Snapshot
             2020 Impact Data - Quarters 1&2

Hudson River Housing Agency Data Snapshot
              Property Portfolio, July 2020

Hudson River Housing Agency Data Snapshot
            Property Portfolio, July 2020, continued

Hudson River Housing Agency Data Snapshot
            Property Portfolio, July 2020, continued

Hudson River Housing Agency Data Snapshot
            Real Estate Development Pipeline, Sept 2020

Hudson River Housing Agency Data Snapshot
            Real Estate Development Pipeline, Sept 2020