East Central Ministries Inc

What it reported doing in 2024

2024 year accomplishments in 2024, east central ministries (ecm) continued to restructure its community development approach to adequately address the housing crisis in the international district neighborhoods. Progress was made in multiple areas toward our goals of developing more efficient affordable housing where there are currently gaps in the continuum of housing. Acquired land, housing pre-development, community engagement, programs, and political advocacy were all part of the year's accomplishments. Also, the organization rebranding process began. The new name, streetvision housing strategies will be coming. Land and housing: 1) ecm became an acting community land trust (clt) by amending our bylaws. In addition, ecm is facilitating and incubating a larger community stakeholder, int. District clt for greater community voice and self- determination. This dual-approach clt strategy allows a rapid response to land acquisition while also developing the sustained community leadership and capacity for land stewardship creating permanent affordable housing and greenspace. 2) ecm secured 1.53 million from nm legislators for the purpose of bernalillo county acquiring vacant and abandoned properties in the int. District for a community land trust. Ecm worked with county (elected and managing) officials to identify and purchase 3 properties (5 acres) of vacant land. Ecm continues to assist the county in creating a process for donation of properties to a non-profit for affordable housing. 3) ecm was approved as a qualified housing developer through with both nm housing (mfa) and bernalillo county. 4) ecm purchased 4 vacant lots at 161 chama ne. In collaboration with center for housing economics and improve group, we started the development process for 20 small affordable cottage homes. 5) ecm continued to support and manage casa shalom housing cooperative, affordable housing and equity asset development for 13 low-income families. 6) ecm continued to maintain the empty building at 133 Virginia ne (site of former ecm clinic) for bernalillo county, and began early planning for a 6 -8 bed transitional home renovation. Community engagement and advocacy: 1) ecm continued hosting the monthly int. Dist. Organizing potlucks around housing and food access which average 40 community members participating from elected officials to unsheltered neighbors. 2) ecm conducted 75 formal and informal interviews of unsheltered individuals about their ideas and solutions for safe housing and encampments that would help them. 3) ecm advocated for a 45 resident encampment and facilitated the negotiations between these unsheltered neighbors and the city for housing vouchers and case management support. 4) ecm advocated for and worked with the city and new creation church for the first safe outdoor space of 8 tent sites. Community programming: 1) ecm provided afterschool tutoring and a preschool cooperative for 25 children four days per week 2) ecm provided healthy produce, proteins and dry goods to over 300 individuals per week between our food cooperative and supporting two other partner non-profits. 3) ecm's growing awareness urban farm grew and sold greenhouses vegetable plants to the large public, supported 6 local community and school gardens, and continued to maintain the la mesa garden park and medicinal herb garden. 4) ecm's thrift store, the common good, continued to serve the community with quality items and regularly donated household items to people in need. Over 45 volunteers help provide staffing.

Financial Efficiency

• Mission deployment rate: 67.1%; rating input score 67
• Program expense ratio: 65.6%; rating input score 66
• Fundraising efficiency: $7.17 raised per $1 spent on fundraising; rating input score 27; 27th percentile among comparable filings

Transparency & Controls

• Consistency checks: 92.9%; rating input score 93; 19th percentile among comparable filings
• Pay-setting controls: Limited
• Foreign activity oversight: Limited
• Grant itemization coverage: Limited
• Major donor itemization: Yes; rating input score 100
• Related-party transparency: Limited

Accountability

• Independent voting board: 100%; rating input score 100; 63rd percentile among comparable filings
• Governance controls: 8 of 8 controls in place; rating input score 100
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Pass
  • Document-retention policy: Pass
  • CEO compensation review process: NotApplicable
  • Other executive compensation review process: Pass
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Pass
  • Independent financial-statement audit: Pass

Sustainability

• Operating margin: 24.6%; rating input score 80; 80th percentile among comparable filings
• Total-asset coverage ratio: 3.48; rating input score 78; 78th percentile among comparable filings
• Liabilities to assets ratio: 0.13; rating input score 39; 39th percentile among comparable filings
• Officer compensation ratio: 12.5%; rating input score 29; 29th percentile among comparable filings

Growth

• Program expense growth: 4.1% per year; rating input score 100; 37th percentile among comparable filings
• Revenue growth: 7.8% per year; rating input score 100; 58th percentile among comparable filings
• Asset growth: 2.7% per year; rating input score 100; 28th percentile among comparable filings