HF Strategic Plan 01.10.15

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2015-2019

Strategic Plan

The Board of Directors and Staff of Homes First! recognize the need for long term planning and goals. This Plan supports their vision to grow the organization in an effort to ensure that affordable rental housing continues to be available and grow to support more community members.

Guidance for Growth

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This Page Intentionally Blank

Contents

HISTORY OF HOMES FIRST!.............................................................................................4

CONTEXT TODAY............................................................................................................4

Vision........................................................................................................................... 5

Programmatic:..........................................................................................................5

Administrative:.........................................................................................................5

Mission........................................................................................................................ 5

Values......................................................................................................................... 5

GROWTH STATEMENT.....................................................................................................6

OUR GOALS.................................................................................................................... 6

Programmatic Goals (Providing Affordable Rental Homes):.......................................6

Infrastructure Goals (Administration/HR):..................................................................6

Financial Goals:...........................................................................................................7

STRATEGIES FOR SUCCESS............................................................................................7

Leadership...................................................................................................................7

Partnerships................................................................................................................ 7

Professional Development...........................................................................................7

Capacity Building........................................................................................................8

Secure Funding...........................................................................................................8

BENCHMARKS.................................................................................................................8

Programmatic (Providing Affordable Rental Homes)...................................................8

Infrastructure (Administration/HR)..............................................................................8

Financial...................................................................................................................... 9

2015-2017 SUCCESS PLAN...........................................................................................10

IMPLEMENTATION PLAN................................................................................................13

MONITORING AND REVISING.........................................................................................19

STRATEGIC PLAN LIFE CYCLE........................................................................................20

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HISTORY OF HOMES FIRST!

Homes First! was founded in 1990, by a consortium of local housing activists, housing and shelter providers, and government officials This informal network of people sympathetic to the housing crisis occurring in our community ruminated on possible solutions beyond the scope of their official involvement in the issues.

Homes First! was created on a net worth of good ideas alone and has since matured to the present day portfolio of 25 properties valued at approximately four million dollars - assets that make possible many more affordable rental homes for community members in need.

Operating i n T h u r s t o n C o u n t y , WA, Homes First! acquires, renovates, and preserves affordable rental housing for low income families, individuals, and people with special needs. We currently own and manage 72 units with 137 tenants. Income from rents goes to maintain the housing, provide program staff, and help fund future affordable housing projects.

CONTEXT TODAY

According to a 2011 report by the National Low Income Housing Coalition, Washington State ranks as the 15th most expensive state for rental housing. Low-income households and families pay an especially high price for rentals. Families burdened by housing costs move frequently, resulting in high stress and poorer health. Children engage in riskier behavior and struggle in school. More than one-fourth of all children in Washington State lack affordable housing.

Our low-income households in Thurston County face severe challenges. A recent report from Thurston County Housing, estimates that there are 39,000 people (one third of our county population) paying more than 50% of their income for housing in our county alone. With the average monthly cost of a market-rate three-bedroom apartment at $1,308 a month, families earning minimum wage need to work three to four full-time jobs just to afford rent. Homes First! families pay half of that amount or less, for safe and decent housing with a landlord that treats them with respect.

We believe that households with modest means need safe, suitable housing that they can afford. When housing is affordable, low and moderate income families are able to put nutritious food on the table, receive necessary medical care, and provide reliable daycare for their children. But the benefits of affordable housing extend beyond its occupants to the community at large. Research shows that the development of affordable housing increases spending and employment in the surrounding economy, acts as an important source of revenue for local governments, and reduces the likelihood of foreclosure and its associated costs.

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Vision

Homes First! sees our future in being the premier affordable rental housing owner and manager for low income people in Thurston County. We will achieve this vision through sustaining and strengthening our program and administrative capacity.

Programmatic: Homes First! strives to help fill the need for affordable rental housing in our community. This need is seen through the number of homeless and un-homed families and individuals that are seeking shelter that cannot afford market rate housing.

Administrative: The Board of Directors and staff of Homes First! endeavors to maintain an organization which is able to sustainably meet the need for growth of affordable rental housing in Thurston County.

Mission

Homes First! increases the supply of affordable rental homes in Thurston County. We create & maintain homes, support tenants, & build a safe community.

Values

We Value Building :

Because:

Relationships Working with other organizations with similar goals uses collective impact to make our community a better place to live.

Tenant Supports and Skills

Tenants who receive the services they need are better able to maintain a good quality of life and become strong community members.

Sustainable Portfolio

Homes First! achieves its mission by providing and maintaining homes. Ensuring our inventory is commensurate with the needs of the community and the capacity of our organization supports that mission.

Financial Sustainability

Adequate income and financial planning for expenses allows for moderate growth. Projects should be developed to pay for themselves and generate cash flow.

Staff Capacity An organization is only as good as the people who help it function. Supporting staff training and staff development allows us to be a great landlord and property management organization.

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GROWTH STATEMENT

In planning for the future, Homes First! must develop an organization and programs which will:

a) Grow to support the housing needs in our community in the niche area in which we serve. This includes ensuring we understand the community need and where we can fill the gaps.

b) Support tenants in maintaining safe & decent housing and connecting them with the services inour community they need to achieve that goal.

c) Balance the vision of growth with the capacity of our staff and our resources to enact that vision.

OUR GOALS

Homes First! will ensure our vision continues to reflect our mission, vision, and values through the following shared goals:

Programmatic Goals (Providing Affordable Rental Homes):

1. Increase our portfolio of properties consistently by using public and private funds.a. This should include developing a Building Fund so that we may move quickly to acquire

new homes when the opportunity arises.2. Evaluation of our current housing stock.

a. Use our 2012 Capital Needs Assessment and ongoing Annual Property Inspections to determine which properties best suit our current and ongoing needs and capacity.

3. Share the Homes First! story and mission through targeted community outreach.a. This should include seeking out speaking opportunities at local events, presenting

information at forums and developing a strong volunteer core who understand and support our mission.

Infrastructure Goals (Administration/HR):

1. Balance mission goals with finance goals.a. Ensure that we spend our income wisely and maintain control on expenditures in a

way that allows us to fulfill our goal of adding more units to our portfolio and homes to more people.

2. Determine which kinds of properties best fit our portfolio and the community need.a. Develop a list of criteria which will help guide our decision making process for

retention and acquisition of properties.3. Ensure we have the staff and the training to maintain and increase the portfolio while

maintaining mission focus.a. Homes First! values its staff and the talents and dedication they bring to the

organization. By providing them with the tools and resources they need to succeed, we safeguard the longevity of our organization and provide a model of business conduct that show our commitment to our human resources.

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Financial Goals:

1. Develop a marketing plan and budget to support the implementation of the plan.a. No program succeeds without participants; no service lasts without users; few

organizations stay healthy without a strong donor and volunteer base -- and marketing is the way that these groups are reached, engaged, retained and motivated to act.

2. Develop new unrestricted funding sources.a. Create a resource development plan that diversifies our income to support our goal of

increasing our portfolio.3. Create budgeting benchmarks.

a. In order for the board to adequately understand Homes First’s financial health, it needs a budget to serve as a benchmark against which to measure current income and expense against the achievement of our mission, vision, and values.

STRATEGIES FOR SUCCESS

Leadership

Board performance is widely recognized as a critical ingredient in a nonprofit organization’s ability to achieve impact. Beyond the duties of care, loyalty, and obedience, there is a fourth board duty: the duty of imagination. It is imperative for the Homes First! board to imagine the greater potential for our organizations --to envision, create the strategic path, and provide the support for its achievement.Outcome: Homes First! identifies and engages a valued group of strong board members who will lead the organization to achieving its mission and vision for our community.

Partnerships

Partnerships between Homes First! and businesses and community groups provide invaluable opportunities. Collaboration can increase funding but more importantly can increase access to community.Outcome:

Professional Development

Our staff is a key component in the success of Homes First! We wish to support their professional and personal excellence by protecting, nurturing, strengthening, and enhancing staff development.Outcome: Homes First! develops and implements a plan which allows for moderate growth, compensation, and rewards for staff that is commensurate with the goal to grow the organization.

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Capacity Building

In order to achieve our goal to provide more affordable housing in our community, Homes First!must develop and use a capacity building tool that allows us to maintain and improve our human resources, systems & infrastructure, and organizational structure to build flexible and efficient organizational capacity.Outcome: Homes First! undergoes flexible organizational growth to support scaling up of our portfolio and provide more affordable rental housing in Thurston County.

Secure Funding

To allow Homes First! to do the greatest good in our community, it is imperative that funding sources are well matched to our goals. In this way we will avoid are cutting or curtailing our vision.Outcome: Homes First! establishes stable diverse funding to address annual and long term strategic plan priorities. Homes First! is a well-funded 501c3 growing to meet community needs.

BENCHMARKS

HOMES FIRST! will know we are successful when:

Programmatic (Providing Affordable Rental Homes)

B e n c h m a r k 1 : We add at least four units to our portfolio each year. (four by the end of2015)

B e n c h m a r k 2 : We develop a plan on how to expand our ‘book of business’ to serve other local stakeholders who need affordable rental housing. We can do this either by adding new programs or by partnering with other organizations.

B e n c h m a r k 3 : We develop and maintain marketing and outreach plans that allow us to connect with community members both 1) in groups and 2) one on one consistently. Consistently meansat least once a month in perpetuity. We have a group of trained volunteers (including board members) who are ready and able to participate in outreach activities.

Infrastructure (Administration/HR)

B e n c h m a r k 1 : Develop a growth plan which incorporates staffing, funding, and properties (3-10 years) which balances the growth in properties with the income from those properties.

B e n c h m a r k 2 : Homes First! has the staff and expertise to grow with the needs of our

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community and mission focus. Develop new community partnerships when need to support this benchmark.

B e n c h m a r k 3 : Assure that our Board is fully trained in the responsibilities and duties of Board leadership at Homes First! and that we continue to attract community members to serve and lead our organization into the future. (Develop a Board Development plan)

We have a list of criteria for acquiring properties by the end of 2014.

Financial

B e n c h m a r k 1 : Develop a 3-5 year Business Plan that allows us to grow consistently using both earned income and public or private funds while maintaining a positive cash flow on each individual property. Update the Capital Needs Assessment which was finalized in 2012, to ensure our annual budget includes long-term capital needs for each property.

Benchmark 2: Develop a fund development plan that works in concert with the Business Plan that recognizes the need for unrestricted funds in the ability to meet growth challenges.

Benchmark 3: Develop a Staffing Plan that works in concert with the Business Plan that allows us to hire or contract with subject area experts (fundraising, property development, etc.) to expand the areas in which we service our community.

B e n c h m a r k 4 : Develop budget metrics that support the Board to better understand our ability to continue to provide housing in our community.

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2015-2017 SUCCESS PLAN

YEAR 12015

Organizational Goal 1 Organizational Goal 2 Organizational Goal 3Programmatic Infrastructure Financial

1. Increase Portfolio:a. Use Public Funding matched with

mortgages to add at least one property per quarter.

b. Acquire property donations to supplement purchased stock

c. Develop a plan on how to expand our ‘book of business’ to serve other local stakeholders who need affordable rental housing. Explore adding new programs or partnering with other organizations.

1. Balance Mission & Finance:a. Board Development Plan: Assure that

our Board is fully trained in the responsibilities and duties of Board leadership at Homes First! and that we continue to attract community members to serve and lead our organization into the future.

b. Continue to develop necessary policies ,procedures, and other key documents to support the day-to-day operations of the organization.

c. Evaluate our information technology systems and update where needed.

d. Develop advocacy resources for our Board and ensure we include advocates in our Directors and Advisors.

1. Marketing Plan & Budget:a. Evaluate our current communications

strategies and how we may use human and technical resources to improve our outreach.

b. Develop a 3-5 year Business Plan that allows us to grow consistently using both earned income and public or private funds while maintaining a positive cash flow on each individual property.

c. Develop a Staffing Plan that works in concert with the Business Plan that allows us to hire or contract with subject area experts (fundraising, property development, etc.) to expand the areas in which we service our community.

2. Evaluate Current Stock:a. Determine which properties should

be considered for other purposes and develop a plan for how to transition.

2. Determine Portfolio Mix:a. Develop a growth plan which

incorporates staffing, funding, and properties (3-10 years) which balances the growth in properties with the income from those properties.

b. Evaluate opportunities to incorporate a cottage community for seniors and D.D. adults in our portfolio. Develop funding plan.

2. Increase Unrestricted Funds:a. Work with Resource Development

Committee to expand current outreach and funding efforts.

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3. Share HF. Mission & Story:a. Work with volunteers, staff, and board

members to ensure we have at least one community engagement per month (outside of fundraising events) to share our story with community groups and businesses.

b. Free up time of Executive Director to expand her efforts to develop strategic alliances to support mission and vision.

c. Develop and maintain marketing and outreach plans that allow us to connect with community members both 1) in groups and 2) one on one consistently. Consistently means at least once a month in perpetuity. We have a group of trained volunteers (including board members) who are ready and able to participate in outreach activities.

3. Staff Support:a. Review and edit Staff and Volunteer

Handbook to ensure staff is being supported in performing at their best and being rewarded for jobs well done. Ensure we are remaining in line with laws and regulations pertaining to human resources

b. Increase volunteer engagement and support in order to continue to increase our ability to perform our mission without substantially increasing the load our staff are asked to bear.

c. ON board and train a .5FTE Office Support staff member to allow Office Manager to concentrate on building better financial systems and provide resource development support to Exec.Director

3. Budget Benchmarks:a. Develop budget metrics that support

requests from the Board to better understand our ability to continue to provide housing in our community.

b. With the Finance Committee, examine our current financial management structure and whether we should and can make any improvements to support our goal to grow our organization.

YEAR 22016

1. Increase Portfolio:a. Re-apply for Public Funding with to add at

least one property per quarter.b. Acquire property donations to supplement

purchased stockc. Implement 2015 plan on how to expand

our ‘book of business’ to serve other local stakeholders who need affordable rental housing.

d. Develop stronger relationships with local and national banks to encourage donations of properties

1. Balance Mission & Finance:a. Plan and execute a Board & Staff Training

retreat to ensure all members are cognizant of governance, financial transparency & accountability needs of organization.

b. Develop plan to include more CHDO eligible community members on our board.

1. Marketing Plan & Budget: a. Update the 2012 Capital Needs

Assessment which was finalized in 2012, to ensure our annual budget includes long-term capital needs for each property.

b. Assess our resource development plan to ensure it continues to work in concert with the Business Plan and it recognizes the need for unrestricted funds in the ability to meet growth goals.

c. Develop “Planned Giving” program

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for Homes First!

2. Evaluate Current Stock:a. Implement 2015 plan for use of current

portfolio.

2. Determine Portfolio Mix:a. Implement 2015 plan for use of current

portfoliob. Implement plan to incorporate a cottage

community for seniors and D.D. adults in our portfolio. Develop funding plan.

2. Increase Unrestricted Funds:a. Free up Executive Director to allow

more grant research and writing to larger foundations and funders.

b. Invest time and funds for Executive Director to meet with potential funders and share Homes First! story and mission.

3. Share HF. Mission & Story:a. Investigate value of further investment

in Benevon model (201)b. Re-invigorate the Opening Doors and

Homes Matter teams by adding new members and recommitting to system.

3. Staff Support:a. Bring .5FTE Office Support staff to full-

time in order to expand our community outreach and ability to utilize volunteers for our project renovations.

b. Add a 1FTE Property/Project support staff member to ensure that we have the necessary human resources to continue our strategic goal of growth in our portfolio

3. Budget Benchmarks:a. Examine our how the additional property

additions are affecting our budget and ability to remain sustainable and adjust our benchmarks accordingly.

YEAR 32017

1. Increase Portfolio:a. Use Public Funding matched with

mortgages to add at least one property per quarter.

b. Acquire property donations to supplement purchased stock

1. Balance Mission & Finance:a. Review Board Handbook and Org. By-

laws to ensure still meeting need of members and Homes First!

b Review policies and procedures which are sun-setting and adjust as necessary.

1. Marketing Plan & Budget:a. Implement “Planned Giving”

program for Homes First!b. Evaluate current marketing

programs and adjust where necessary.

c. Evaluate investment in marketing and outreach and whether to adjust up or down.

2. Evaluate Current Stock:a. Maintain annual inspections and

2. Determine Portfolio Mix:a. Continue Implementation of 2015 plan for

2. Increase Unrestricted Funds:a. With Resource Development

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incorporate input from funder monitoring visits to ensure our portfolio continues to perform well.

use of current portfoliob. Continue Implementation plan to

incorporate a cottage community for seniors and D.D. adults in our portfolio. Develop funding plan.

Committee, evaluate current outreach and fund raising efforts and determine next steps to continue growth in unrestricted income.

3. Share HF. Mission & Story:a. Maintain marketing and outreach plans

that allow us to consistently connect with community members both 1) in groups and 2) one on one.

3. Staff Support:a. Continue focus on volunteer

engagement and support in order to increase our ability to perform our mission without substantially increasing the load our staff are asked to bear.

b. Review training needs and requirements to ensure staff have the skills and knowledge necessary to excel in their field.

3. Budget Benchmarks:a. Examine our how the additional property

additions are affecting our budget and ability to remain sustainable and adjust our benchmarks accordingly.

IMPLEMENTATION PLAN 2015

PROGRAMMATIC

Activity/Strategy Action StepsActivity Lead Anticipated

CompletionLead Other Assistance1. Increase PortfolioPARTNERSHIPS/SECURE FUNDINGa. Use Public Funding matched

with mortgages to add at least one property per quarter (four

1. Write successful grant applications for funding from all local, regional, and national sources. Trudy 05.30.15

2. Develop list of viable investments for Homes First! that continues to support our current portfolio while expanding opportunities to diversify into other areas of affordable rental housing as shown by community need. (seniors, veterans, etc.)

Project Development Committee &

PDC Staff

Trudy 05.30.15

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units minimum per year)b. Build relationships to acquire

property donations to supplement purchased stock.

c. Develop a plan on how to expand our ‘book of business’ to serve other local stakeholders who need affordable rental housing. Explore adding new programs or partnering with other organizations.

3. Develop relationships with national and local banks and lenders in order to have access to local foreclosed housing donated to Homes First!

Trudy Board Members & staff

ongoing

4. Increase our public outreach so that more people understand our ability to accept donations Trudy

Board Members & staff

ongoing

5. Develop a partnership plan which includes opportunities for growth and how that would affect staff and operation costs.

Trudy 03.28.15

2. Evaluate Current Stock:LEADERSHIP/STAFF DEVELOPMENTa. Determine which properties should be considered for other purposes

1. Review ideas from 2013/14 and the realities of making changes to our portfolio – including legal & funder restrictions/ramifications.

Mike F PD Committee 03.30.15

2. Review and update Asset Management Plan.Mike F PD Committee 05.30.15

3. Develop benchmarked plan (including criteria) on how we would approach each project including timeline and relocation of tenants if required

Mike F PD Committee 07.30.15

3. Share HF Mission & Story:PARTNERSHIPS/LEADERSHIPa. Work with volunteers, staff, and

board members to ensure we have at least one community engagement per month (outside of fundraising events) to share our story with community groups and businesses.

b. Free up time of Executive Director to expand her efforts to develop strategic alliances to support mission and vision.

1. Using documentation from 2014 Opening Doors events, develop a schedule and hosts for a minimum of two OD events per month. Goal – 200 people attend before August 31, 2015

Marge RD Committee 01.30.15

2. Plan OD events for 2015 using volunteers when available Marge & Trudy RD Committee 01.30.15

3. Implement OD events for 2015 using volunteers when available. Goal – 200 people attend before August 31, 2015

Marge & Trudy RD Committee 08.31.15

4. Develop new scripts and presentation and train new team or OD presenters for 2015 Marge & Trudy RD Committee COMPLETE

02.10.15

5. Have 25th Anniversary Logo designed Trudy - COMPLETE 01.15.15

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c. Develop and maintain marketing and outreach plans that allow us to connect with community members both 1) in groups and 2) one on one consistently. Consistently means at least once a month in perpetuity. We have a group of trained volunteers (including board members) who are ready and able to participate in outreach activities.

6. Develop 25th Anniversary Marketing Plan Marge & Trudy Sandy DB from Oly Fed,

DRAFT01.30.15

7. Research & develop list with contact information for Thurston County tabling and outreach events Marge& Ivey Volunteer 01.30.15

8. Schedule monthly speaking engagements for E.D. or board members Ivey Marge 01.30.15

02.27.15

9. Develop and print marketing materials needed both for Opening Doors and other outreach events Marge Trudy 01.30.15

02.10.15

INFRASTRUCTURE

Activity/Strategy Action StepsActivity Lead Anticipated

CompletionLead Other Assistance1. Balance Mission & Finance:a. Board Development Plan:

Assure that our Board is fully trained in the responsibilities and duties of Board leadership at Homes First! and that we continue to attract community members to serve and lead our organization into the future.

b. Continue to develop necessary policies ,procedures, and other key documents to support the day-to-day operations of the organization.

c. Evaluate our information

1. Develop List of potential local and regional, basic and advance, board trainings. Bring to Board Development Committee for input. Trudy Board Development

Committee

First list by 02.13.15 Updated regularly

2. Present opportunities for development to Board and solicit input on other training opportunities board members would like to have access.

Board Development

Chair- 01.29.15

3. Solicit input from board on other activities and potential schedule – social, retreat, other

Board Development

ChairTrudy 02.26.15

4. Develop policy and procedure to ensure we have the correct balance of board members to maintain our Community Housing Development Organization designation with HUD.

Trudy Board Development Committee 01.30.15

5. Recruit potential board members using the Homes First! board matrix as a guide to the right balance of skills needed in the organization.

Board Development

CommitteeTrudy ongoing

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technology systems and update where needed.

d. Develop advocacy resources for our Board and ensure we include advocates in our Directors and Advisors.

6. Continue to develop necessary policies ,procedures, and other key documents to support the day-to-day operations of the organization.

Trudy Staff & Board of Directors ongoing

7. Evaluate our information technology systems and update where needed. Trudy

External and Internal subject

area experts07.30.15

8. Develop advocacy resources for our Board and ensure we include advocates in our Directors and Advisors. Trudy

External and Internal subject

area expertsongoing

2. Determine Portfolio Mix:a. Develop a growth plan which

incorporates staffing, funding, and properties (3-10 years) which balances the growth in properties with the income from those properties.

b. Evaluate opportunities to incorporate a cottage community for seniors and D.D. adults in our portfolio. Develop funding plan.

1. Write Business Plan based on goals and vision of Strategic Plan. Trudy Board COMPLETE

01.29.152. Work with volunteer and pro bono architect to develop a plan for 5-6 cottage style homes. Include Type-A accessible units to house 1-2 people, all located on one piece of property. (TESC, SPSCC etc.)

Mike F Project Dev. Comm.Architect/Developer 06.30.15

3. Develop cost analysis of purchasing land and building compared to donated land, compared to using land we already own to complete the project.

Mike FProject Dev.

Comm.Architect 08.30.15

4. Develop funding plan for project investments

Trudy - 10.30.15

3. Staff Support:a. Review and edit Staff and

Volunteer Handbook to ensure staff is being supported in performing at their best and being rewarded for jobs well done. Ensure we are remaining in line with laws and regulations pertaining to human resources

1. Review and edit Volunteer Handbook Marge Volunteers 04.30.15

2. Review and edit Staff Handbooka. Propose changes to Board if required Trudy Exec Comm 04.30.15

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b. Increase volunteer engagement and support in order to continue to increase our ability to perform our mission without substantially increasing the load our staff are asked to bear.

c. ON board and train a .5FTE Office Support staff member to allow Office Manager to concentrate on building better financial systems and provide resource development support to Exec.Director

3. Hire & train new office support staff to work with volunteers and on events.

Trudy Other StaffCOMPLETE01.30.15

4. Develop a program to onboard and engage volunteers in office, events, fundraising, and property/project management activities.

Marge Other Staff 09.30.15

FINANCIAL

Activity/Strategy Action StepsActivity Lead Anticipated

CompletionLead Other Assistance1. Marketing Plan & Budget:a. Evaluate our current

communications strategies and how we may use human and technical resources to improve our outreach.

b. Develop a 3-5 year Business Plan that allows us to grow consistently using both earned income and public or private funds while maintaining a positive cash flow on each individual property.

c. Develop a Staffing Plan that works in concert with the Business

1. Evaluate our current communications strategies and how we may use human and technical resources to improve our outreach.

TrudyExternal and

Internal subject area experts

02.15.15

2. Using information gleaned from evaluation, develop a marketing and communications plan which incorporates events, sponsorship opportunities, social media, and annual mailings to improve our visibility and impact in Thurston County

TrudyExternal and

Internal subject area experts

03.15.15

3. Grant writing research to develop list of possible funders who will support our mission and help us increase income for projects and operations

Trudy ongoing

4. Develop a Staffing Plan that works in concert with the Business Plan that allows us to hire or contract with subject area experts (fundraising, property development, etc.) to expand the areas in which we service our community.

Trudy Board Executive COMPLETE01.29.15

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Plan that allows us to hire or contract with subject area experts (fundraising, property development, etc.) to expand the areas in which we service our community.2. Increase Unrestricted Funds:a. Work with Resource

Development Committee to expand current outreach and funding efforts.

1. Work with Resource Development Committee to expand current outreach and funding efforts. Trudy RD Committee ongoing

3. Budget Benchmarks:a. Develop budget metrics that

support requests from the Board to better understand our ability to continue to provide housing in our community.

b. With the Finance Committee, examine our current financial management structure and whether we should and can make any improvements to support our goal to grow our organization.

1. Develop budget metrics that support requests from the Board to better understand our ability to continue to provide housing in our community. (DASHBOARD)

Finance Committee Trudy & Amy 03.30.15

2. With the Finance Committee, examine our current financial management structure and whether we should and can make any improvements to support our goal to grow our organization.

Finance Committee Trudy & Amy 03.30.15

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MONITORING AND REVISING How will we monitor the plan and assess our progress?

Successful strategic plans are not static. Best practices recommend that department/agency five-year strategic plans be revised and updated, at a minimum, every three years.

As a practical management maneuver, strategic plans should be evaluated on an annual basis for progress toward accomplishment of goals and objectives. This annual assessment may reveal the need to make a few adjustments or accommodations. However, unless extraordinary changes in internal capacity or external operating environment have occurred, it should not be necessary to overhaul or rewrite an entire strategic plan annually. Barring an extraordinary internal or external change, major review, revision, and update should not be needed before the mandatory review and update

Assess Accomplishment and Effectiveness of Outcomes

There are many different methods of obtaining feedback concerning the achievement of accomplishments and the effectiveness of outcomes. This information can be obtained via meetings, surveys, focus groups, review of accomplishment reports, etc. Regardless of the method, you should ask the following:

a. Were the actions and strategies completed?b. Did the action plan meet the objectives?c. Did the action plan accomplish what was actually needed (were the objectives the right ones)?d. If not, have the organization’s strategies on which the plan is based changed? Were there other

factors preventing achievement of the goal?e. Are the estimates and assumptions of the supply and demand still valid?f. Is there a need to modify the action items?

Address Need for Adjustments to Strategies and Action Items

After the above analysis has been conducted, take steps to remedy any problems in implementing action items. . Examples include:

a. Change timeframes for implementation of action items as warranted by business requirements.b. Adjust content of action items. Action items may be deleted because they are no longer valid

and/or feasible (e.g. budget, reorganization, etc.).c. Hold persons responsible for action items accountable.

Communicate Changes

Changes to the action items should be communicated to leadership and employees in a timely manner to allow for questions and clarification. Similarly, achievement of action items could be shared in your organization’s annual accomplishment report, website, employee meetings, etc..

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STRATEGIC PLAN LIFE CYCLE