EnhanceMarc: This is the interview you’ll need to

do with Joanne Liveley. Her son, Dan, was under the care of SAVE Inc. while

dying from AIDS. His story is one of inspiration. Doug interviewed Sister Kevin (I’ll give you the notes of that interview) who befriended Dan and helped him. I was hoping we could pull out nuggets of information from the interviews (we were originally supposed to weave Dan’s story throughout this document) but as you can see there’s no room — we’ll have to work closely to edit down copy to fit within each page. I will give you Joanne’s contact information, but you’ll need to read Doug’s notes from the Sister Keven interview before calling. That will help you ask the right questions. Marc: This is the interview you’ll need to do with Joanne Liveley. Her son, Dan, was under the care of SAVE Inc. while dying from AIDS. His story is one of inspiration. Doug interviewed Sister Kevin (I’ll give you the notes of that interview) who befriended Dan and

helped him. I was hoping we could pull out nuggets of information from the interviews (we were originally supposed to weave Dan’s story throughout this document) but as you can see there’s no room — we’ll have to work closely to edit down copy to fit within each page. I will give you Joanne’s contact information, but you’ll need to read Doug’s notes from the Sister Keven interview before calling. That will help you ask the right questions.

PlanningF O R T H E F U T U R E

In 2007, SAVE Inc. embarked on a five-year journey to expand our ability to address the housing problems related to HIV/AIDS in the Kansas City area. With a new strategic plan in place, we will build on more than a decade of expertise and leadership in providing supportive housing to individuals and families living with the disease, and expand our scope to include persons at risk of HIV infection due to housing instability as a result of chemical-dependency or mental-health challenges.

National studies [footnotes?] have shown that stable housing is a critical factor in preventing the spread of HIV/AIDS and in making sure people living with the disease maintain access to healthcare and support services. According to the Centers for Disease Control and Prevention (CDC), ... [FIND CITATION]

Within the Kansas City Eligible Metropolitan Statistical Area (EMSA), 8.4 percent of the 1.9 million people living here--approximately 159,600 individuals--live in poverty. An estimated 3,551 people are living with HIV or AIDS. A recent HIV/AIDS housing survey done by the KC Department of Health found that 80 percent of the respondents living with the disease were living in precarious housing situations, where any type of medical or financial emergency becomes a housing crisis. The housing review estimated a shortfall of 726 units of affordable housing dedicated to persons living with HIV/AIDS.

Already recognized as a premier provider of affordable housing for people living with HIV/AIDS, SAVE Inc. is in a unique position to engage this problem and assume responsibility for increasing the availability of stable, low-income housing and supportive services in Kansas City. Toward this end, SAVE Inc. has set strategic goals and objectives for the next five years. Those goals are outlined in the pages of this report.

The strategic plan is the result of more than a year’s work by the SAVE Inc. Board of Directors, with guidance from Collaborative Solutions Inc.

(CSI), a nonprofit based in Birmingham, Ala., specializing in capacity-building and long-range planning for nonprofit organizations providing low-income, special-needs housing.

“It’s a question of how we want to live the mission over the next five years,” says Kami Thomas, president of the Board of Directors. “Through this process, we wanted to discover the right direction to go. Housing functions as a tool for prevention. SAVE has become the leader in housing people with AIDS, and we want to expand that to include people at risk.”

A three-phase planning process helped us develop the plan:

Phase I involved collecting and analyzing data from a variety of sources. We did an assessment of the immediate environment, in which we examined the internal workings of the organization and the needs of our clients. We then examined the external environment through U.S. Census data and data collected by national HIV/AIDS research. The third step was to analyze data collected by CSI through client and provider focus groups and stakeholder interviews.

Phase II we engaged in creating a vision and setting goals for the next five years. The data and analysis from Phase I was presented to the Board of Directors at a retreat in January and formed the basis of strategic brainstorming sessions. The result was a set of goals that will guide the Board and senior staff and serve as a tool for evaluating our progress. We also began an internal process of recrafting the SAVE, Inc. mission statement to reflect the transition to serving both those living with HIV/AIDS and those at risk of infection.

Phase III led us through development of a management plan based on the analysis and goals. The management plan outlines key staff roles, responsibilities and tasks for implementing the strategic plan, and serves as a tool for tracking progress, assigning tasks and marking accomplishments.

Stephanie doesn’t have HIV/AIDS, but her life for

more than five years was the very definition of at-risk. Addicted to methamphetamines, she lived in a car for much of that time, when she had a car. Otherwise, she lived where she could. “I counted 15 different places where I lived in the last year of my addiction,” she says. She went through treatment eight times during those years, was in and out of hospitals and treatment facilities.

The turning point came when one of the treatment centers, ReDiscover, put her in contact with SAVE Inc. On November 17, 2004, she moved into a home with rental assistance from SAVE, and she’s been clean ever since.

Now Stephanie is a full-time student and works three days a week. The rest of her time is filled with the duties and joys of being a single mother.

In December 2007, she completed an Associates degree at Blue River Metropolitan Community College, and in 2008 plans to enroll at UMKC, where she will study environmental science. She started out in psychology, thinking that with all her experience in treatment centers, she could help people in the kind of situation. But she decided she would be better off finding another way.

“I want to study geology and hydrology,” she says. “Environmental work is the future. It gives me a way to make a difference in the world.”

“I’m not taking the easy way out anymore,” she says. “Not that the life of drugs is easy, but my life now consists of recovery.”

It’s hard work. She attends Narcotics Anonymous a few times a week, and in her part-time job she works as a utilities assistant and rental case worker for a nonprofit in Independence. She interviews clients who are candidates for rental assistance, gets them help paying their light bills.

“Every day I go to work, I see me, sitting across the desk. It gives me so much gratitude for the help SAVE has given me.”

Provide housing opportunities for at least 75 additional households by 2012.

n SAVE Inc. will actively explore partnerships with area developers who may include low-income housing set-aside units for special needs populations, those who may be interested in unit-by-unit buy downs, and those who may be interested in third-party development through a contract with SAVE. In targeting this growth, SAVE will give priority to those with dual diagnoses, the elderly and individual home-ownership options for those in the greater Kansas City area.

SAVE Inc. Strategic Plan 2007

SAVE Inc. is the Kansas City area’s leader in providing housing and housing-related services to HIV/AIDS-challenged individuals and families so they can live with personal dignity.

Enhance and maintain independence of 100% of residents and clients by 2012.

(Dick Keller Interview) SAVE Inc. is the creation of many people. People with kind hearts and a refusal to fail. The first, the one who started

the whole thing rolling, was Gerry Gilligan.

In the early 1980s, AIDS came to Kansas City. It brought sickness and death first to the city’s gay community, and the resulting stigma made it all the more devastating. Gerry and his partner Dick Keller saw a growing number

of friends affected. Eventually, it would take Gerry as well (this sidebar is running too long and it’s a shame because it’s very important — it’s the history of SAVE Inc. told through Keller’s eyes).

A story in the Kansas City Star made Gerry decide that something must be done. The story was about a young man who had been banished to his parents’ basement to die because even his family didn’t want to be associated with him.

Gerry decided that something must be done about housing for people dying of AIDS. Through his association with Dick, who was and still is in the real estate business, Gerry had dabbled in real estate. He and Dick began working with Virginia Allen, director of the recently established Good Samaritan

n Goal number seven goes here. It would be nice to keep the word count shorter than goal number six if possible. Goal number seven goes here. It would be nice to keep the word count shorter than goal number six if possible. Goal number seven goes here. It would be nice to keep the word count shorter than goal number six if possible.

Housing is healthcare. Housing is prevention. Housing is hope.

Create

IncreaseSome call him “the Miracle Man.” Danny contracted AIDS from a

girlfriend when he was 20. He’s now 47, one of the longest-living AIDS patients around.

He was in the military when he was diagnosed. “They help you financially, and they help you as a person,” he says. “They

100 percent helped me when I was down and out.”Write more story here. Write more story here. Write more story here.

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Create and implement a strategic marketing plan with key messages to increase brand awareness of SAVE in the Kansas City area in support of the agency and development goals through 2012.

n SAVE will recruit experts in positioning nonprofit agencies and define the Development Committee’s scope. Primary emphasis will be on supporting the No Place Like Home (NPLH) model. The marketing plan will run parallel to and support the strategic plan quarter-by-quarter. Create key messages and develop materials to support SAVE’s services to referring agencies and direct to consumers.

Marc:Here’s where it gets a little sticky. Doug

interviewed two people: Misty Stevens and Andrea Umbreit. He was supposed to contact a third person: Kirk Isenhour, but I’m not sure if he ever reached him. This section of the page should be short, condensed information about No Place Like Home. If you need more information about what needs to be covered on this page, please contact Mark Anderson at (816) 531-6307, x 22.

Here’s where it gets a little sticky. Doug interviewed two people: Misty Stevens and Andrea Umbreit. He was supposed to contact a third person: Kirk Isenhour, but I’m not sure if he ever reached him. This section of the page should be short, condensed information about No Place Like Home. If you need more information about what needs to be covered on this page, please contact Mark Anderson at (816) 531-6307, x 22.

Increase non-governmental revenue to 15 percent of the annual budget by 2012.

n This begins with an analysis and reassessment of the SAVE Inc. Board of Directors and development of a process to find and recruit new board members who have the ability to give, obtain or represent increased private contributions. Simultaneously, SAVE will set ambitious goals for increasing the funds (Marc: this goal statement runs about twice this length and needs to be cut back because I need the

Dan Altnether and David Paschke (these

are donors)250 words is too

much to fit into this section. The goal statement to the left is too long. We need to cut the text in each story down to about 150 words. 250 words is too much to fit into this section. The goal statement to the left is too long. We need to cut the text in each story down to about 150 words. 250 words is too much to fit into this section. The goal statement to the left is too long. We need to cut the text in each story down to about 150 words. 250 words is too much to fit into this section. The

goal statement to the left is too long. We need to cut the text in each story down to about 150 words. 250 words is too much to fit into this

section. The goal statement to the left is too long. We need to cut

Jolie Justus (donor) 250 words is too much to fit into this section. The goal statement to the left is too long. We need to cut the text in each story down to about 150

words. 250 words is too much to fit into this section. The goal statement to the left is too long. We need to cut the text in each story down to about 150 words. 250 words

is too much to fit into this section. The goal statement to the left is too long. We need to cut the text in each story down to about 150 words. 250 words is too much to fit into this section. The goal statement to the left is too long. We need to cut the text in each story down

to about 150 words. 250 words is too much to fit into this section. The goal statement to the left is too long.

We need to cut

Create a sound financial plan to manage surpluses, assets and debts.

n Determine all management information system needs and ensure ongoing compliance with federal and state privacy laws, including confidentiality of client electronic records.

Financials

Financials

Financials

Financials

Financials

Financials

Financials

Financials

Financials

Financials

“Quotes from Bob Theis and Larry Bailey go in this sidebar. I don’t know if we can fit both of them in this space but will try.” “Quotes from Bob Theis and Larry Bailey go in this sidebar. I don’t know if we can fit both of them in this space but will try.”

Pie chart info goes here. Pie chart info goes here.

Analyze staff roles and responsibilities to create a long-term staffing plan that will be implemented by 2010.

n An ad-hoc committee comprising the executive director, one staff member and one board member will review staffing to support the strategic plan, including reconsideration of the organizational chart and pay scales and gather information on work loads. (This goal statement needs to be cut in half.)

Karl Woods story (staff) 250 words is too much to fit into this section. The

goal statement to the left is too long. We need to cut the text in each story down to about 150 words. 250 words is too much to fit into this section. The goal statement to the left is too long. We need to cut the text in each story down to about 150 words. 250 words is too much to fit into this section. The goal statement to the left is too long. We need to cut the text in each story down to about 150 words. 250 words is too much to fit into this section. The goal statement to the left is too long. We need to cut the text in each story down to about 150 words. 250 words is too much to fit into this section. The goal statement to the left is too long. We need to cut

Karl Woods story (staff) 250 words is too much to fit into this section. The goal statement to the left is too long. We need to cut the text in each story down to about 150 words. 250 words is too much to

fit into this section. The goal statement to the left is too long. We need to cut the text in each story down

to about 150 words. 250 words is too much to fit into this section. The goal statement to the left is too long. We need to cut the text in each story down to about 150 words. 250 words is too much to fit into this section. The goal statement to the left is too long. We need to cut the text in each story down to about 150 words. 250 words is too much to fit into

this section. The goal statement to the left is too long. We need to cut