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2011 – 2014 Organizational Underwriting Operational Plan NeighborWorks® of Grays Harbor County Prepared by John M. Kliem & Deborah A. Holden, Creative Community Solutions, Inc. CREATIVE COMMUNITY SOLUTIONS, INC.

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Page 1: Organizational Underwriting Operational Planccsolympia.com/strategic/NWGHC_Operating_Plan_ 7-20-2011.pdf · 2011 – 2014 . Organizational Underwriting Operational Plan. NeighborWorks®

2011 – 2014

Organizational Underwriting Operational Plan

NeighborWorks® of Grays Harbor County

Prepared by John M. Kliem & Deborah A. Holden, Creative Community Solutions, Inc.

CREATIVE COMMUNITY SOLUTIONS, INC.

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NeighborWorks® of Grays Harbor County Board of Directors Edward Quijada President Bill Sidor 1st Vice President Ty Palmer 2nd Vice President Donna McCallum Secretary Terri Degner Treasurer Will Foster Director Bonnie Gilovich Director Alan Gozart Director Larry Lauritzen Director M. Diane Peters Director Mike Sand Director Norm Sprague Director Bob Waite Director Staff David Murnen Executive Director Patrick Beaty Construction Manager Jeanie Largen Financial Manager Kelly Cooper Loan Specialist/Housing Counselor Julie Galligan Housing Counselor Robert Freeman Property Management Nancy Lyle AA/Property Management

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NeighborWorks® makes this happen for its clients by combining program and financial resources with those of lenders, contractors, landlords, other nonprofits, and neighborhoods.

The MISSION of NeighborWorks® of Grays Harbor County is to develop partnerships in the community between business, government, and residents to create safe and affordable housing opportunities for all residents of Grays Harbor County.

NeighborWorks® will continue to fulfill this mission by becoming financially self-sufficient and by expanding its program resources.

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Contents The Operational Planning Process at NeighborWorks® ............................................................................ 1

Assessing Our Environment ...................................................................................................................... 3

The NeighborWorks® Vision for Success .................................................................................................. 6

Staff Analysis of the Board’s Vision for Success ........................................................................................ 9

Three-Year Operational Work Plan ......................................................................................................... 11

Home Improvement Loans ..................................................................................................................... 11

Production Details: .............................................................................................................................. 11

Housing and Financial Counseling .......................................................................................................... 11

Production Details: .............................................................................................................................. 12

First Mortgage Program .......................................................................................................................... 12

Production Details: .............................................................................................................................. 12

Homeownership Down Payment ............................................................................................................ 12

Production Details: .............................................................................................................................. 12

Construction Oversight for Homeowners ............................................................................................... 13

Production Details: .............................................................................................................................. 13

Real Estate Development ........................................................................................................................ 13

Work Plan Details: ............................................................................................................................... 13

Property Management ............................................................................................................................ 13

Work Plan Details: ............................................................................................................................... 14

Evaluating NeighborWorks® Property Portfolio ..................................................................................... 14

Work Plan Details for Determining the Status of Properties: ............................................................. 14

Work Plan Details for Selling or Renting Properties to the Public: ..................................................... 15

Work Plan Details for Repurposing Properties: .................................................................................. 15

Paint the Corridor ................................................................................................................................... 15

Work Plan Details for Paint the Corridor: ........................................................................................... 16

Target Neighborhood Revitalization Project .......................................................................................... 16

Work Plan for the Developing the Target Neighborhood Revitalization Project:............................... 17

Annual Meeting....................................................................................................................................... 17

General Marketing .................................................................................................................................. 17

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Diversify Income Streams ....................................................................................................................... 18

Work Plan for Developing an Annual Board Fundraising Team event................................................ 18

Work Plan for Establishing an Endowment Program .......................................................................... 18

Work Plan for Securing Donations of Construction Materials and Software ..................................... 19

Work Plan for Exploring the Merits of the Hub and Spoke Model for NeighborWorks® ................... 19

Upgrade Office Technology .................................................................................................................... 19

Work Plan for Updating Computer, Software, and Phone Systems ................................................... 20

Appropriately Compensate Staff ............................................................................................................ 21

Work Plan for Determining Salary Ranges .......................................................................................... 21

Determine the Need for a Receptionist .................................................................................................. 21

Work Plan for Determining the Need for a Receptionist .................................................................... 22

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The Operational Planning Process at NeighborWorks®

NeighborWorks® America, the parent organization for NeighborWorks® of Grays Harbor County, relies on the Operational Plan for determining its commitment to local member organizations for financial, technical assistance, and training assistance as well as eligibility for membership in national initiatives and participation in special projects.

Operational plans must contain outcome-based goals to accomplish over the next three years. In addition, the plan must

• Reflect local market conditions with input from the local community,

• Draw upon detailed projections on lines of business, and

• Provide a framework for the work plans and budgets that guide day-to-day operations.

NeighborWorks® relied on an interactive Board - Staff approach for developing its three-year Operational Plan. The Board of Directors laid the foundation to the planning process by engaging in a SWOT analysis of both the community and NeighborWorks®. Understanding this "lay of the land" allowed the Board to then to set a three-year Vision for Success. The Vision for Success represents the hopes and aspirations of

3-YEAR VISION FOR SUCCESS

Obstacles to Vision

Strategies Leading To Vision

3-Year Work Plans

NWGHC 3-YEAR STRATEGIC

PLAN

Vision for Success: Represents the hopes and aspirations for our success over the next three years.

SWOT Analysis: Looking at strengths, weaknesses, threats, and opportunities.

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all the Board members for the future of NeighborWorks® in the community.

The second round of the planning process then passed on to the NeighborWorks® Staff. Their first step was to identify any obstacles they saw associated with accomplishing the Board's vision. Obstacles are those blocks or barriers that hinder the organization in realizing its vision. Understanding what these obstacles are allows the Staff to assess accurately from their viewpoint the environment they must work in to achieve the Board's Vision for Success. Without completing this crucial step, an organization may fail to account for the pitfalls it faces as it moves forward.

Keeping these obstacles in mind, the Staff then embarked on the task of brainstorming and selecting strategies. Strategies are broad organizational directions that overcome obstacles and bring about movement towards the Vision for Success. Strategies typically take the form of a program or a course of action. Whereas discovering obstacles to a vision is a very analytical process, developing strategies is a highly creative one.

The final step in the planning process for Staff was to prepare three-year work plans that implement the strategies by clarifying actions, outcomes, responsibilities, timelines, and resources. Building the three-year work plans was a consensual team effort that involved all of the Staff reviewing and amending the work of others. The outcome of this effort was a series of distinct and coordinated set of actions within NeighborWorks® Lines of Business, which at the end of the three-year planning period will achieve the Board's Vision for Success.

The last step in the planning process was for the Board of Directors to review the work of Staff to ensure it clearly achieves its Vision for Success. The Board reviewed and approved the plan at its September 2011 meeting.

Obstacles to Vision: Blocks and barriers hinder us from realizing the NWGHC Vision.

Strategies: Programs or a course of action that address obstacles and catalyzes movement towards the Vision for Success.

3-Year Work Plans: Distinct, coordinated & detailed actions that achieve strategies.

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Assessing Our Environment

What are the strengths, weaknesses, opportunities and threats facing NeighborWorks® over the next three years?

The Board of Director's SWOT analysis revealed:

Our Interna l Strengths

• Strong partnerships with local businesses, government, and nonprofit organizations

• Our Staff is dedicated, flexible, talented, diversified, and trained to “Lead the Legacy” of NeighborWorks®

• Recognized for doing things right and following through with projects

• NWGH has effective programs that address multiple facets of housing problems within the community

• Knowledgeable and engaged Board and Committee members

HELPFUL HARMFUL IN

TERN

AL

STRENGTHS

Internal strengths are resources or capabilities that help an organization accomplish its mandates or mission. (Examples: professional staff, adequate resources, leadership)

WEAKNESSES

Internal weaknesses are deficiencies in resources and capabilities that hinder an organization’s ability to accomplish its mandate or mission. (Examples: lack of effective communications, absence of clear vision or mission, flawed organizational structure, noncompetitive pay structure.)

EXTE

RNAL

OPPORTUNITIES

External opportunities are outside factors that can affect your organization in a favorable way. (Examples: new funding from a federal program, political support for a potential project, a chance to modify an outdated mandate.)

THREATS

External threats are outside factors or situations that can affect your organization in a negative way. (Examples: loss of state funding, increasing demand for a specific service, management conflicts.)

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Our Interna l Weaknesses

• Aging computers / technology and software

• Stale inventory of remaining new houses built to sell by the organization are not earning income and remain outside the current real estate market

• The sale of homes built through the Grays Harbor College carpentry program resulted in a net break-even and did not contribute to diversifying our income.

• The physical size of the office is too small to accommodate additional personnel, which could hinder program growth.

• Programmatic Unit Production has been low in comparison to other NWOs due to small overall population in countywide service area. This leads to less NWA funding and support.

• There is a need for a fulltime receptionist or an automated telephone system for directing calls.

• Improve outreach to homeowners needing assistance.

• The inability to sell our new homes continues to divert and absorb resources that would otherwise keep the organization flexible financially.

• Aging of Board and Staff members

Our External Opportun it ies

• The “Hub and Spoke” Model creates the opportunity to gain additional Programmatic Units.

• New funding opportunities are available through NWA.

• Form new partnerships with local and regional organizations to create needed housing opportunities using our existing inventory.

• There is a growing need for creative housing solutions for special populations. Partner with organizations that serve this clientele.

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• Create a block or neighborhood-focused project using NSP Revolving Loan funds to leverage other funding opportunities

Our External Threats

• The overall state of the national and local economy has been poor, affecting housing markets.

• The growing number of building codes and governmental regulations.

• The lack of political will to fund historic program resources that have resulted in lost or reduced funding opportunities to support rehab loans and housing counseling.

• The continued state of unemployment our potential clients face.

• The descending housing market is creating negative equity and increased loan-to-value issues for those clients required to have loan security.

Given these strengths, weaknesses, opportunities, and threats, the Board concluded that

WE ARE CONTINUING TO GROW IN A MOVING ENVIRONMENT

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The NeighborWorks® Vision for Success

The Board of Directors identified a Vision for Success for NeighborWorks® to focus on over the next three years that comprised of six elements.

Upgrade Off i ce Technology

The NeighborWorks® office is currently running on an antiquated Windows 2000 operating system. Technology needs upgrading to a newer operating system that has the capacity to run the software NeighborWorks® relies on for its many lines of business. NWGH should outline its technology needs and implement a plan for purchase and installation of hardware and software upgrades. Upgrading this technology should happen soon to avoid a system shut down.

Stabi l i z in g Income

Despite being able to meet its financial obligations and show profitability, NeighborWorks® is in need of stabilizing its income by increasing liquidity and expanding its loan pool. The first step in that direction is to undertake an internal review of income sources to determine where adjustments in operations and assets could achieve a better return on investment. Setting up a Strategic Planning Committee to take the lead in examining options will be the first step.

Similarly, new funding sources may surface for new income generating programs through grants like the Community Development Block Grant and NeighborWorks® America. Creating a Community Loan Fund with local lenders could also play a large and an important role in leveraging outside resources. Aggressively pursuing these funding opportunities with solid project ideas will be a priority.

Forming partnerships may be another approach to stabilizing income. The “hub and spoke” model successfully used by NeighborWorks® Organizations in Montana and Oregon may prove a viable approach to increasing NWA financial resources by increasing our Programmatic Unit footprint.

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Meetin g Board and Staf f Needs

Current Board and Staff members have served NeighborWorks® for many years. While their dedication has made the organization the success it is today, the time has come to begin developing a succession plan to stay a step ahead of retirements. NeighborWorks® needs a Strategic Planning Committee consisting of both board members and staff to begin addressing this issue.

Board self-governance is becoming more important to NWA. The Board members will create a self-assessment matrix and complete it every two years starting with the September or October 2011 board meeting.

Board oversight of the director is becoming more important to NWA as well. The Personnel Committee will assess the Executive Director annually, post annual Organizational Underwriting, and employ the OU statements against the intended goals.

In addition, NeighborWorks® salaries must remain competitive to retain and attract the talent it demands. The staff has worked for the past six years without salary increases. The Board wants to see Staff salaries at comparable levels to similar-sized organizations within the NeighborWorks® Network.

Evaluate and P lan for New a nd Reha bi l i tat ion Construct ion Projects

Housing needs in Grays Harbor County change frequently. Staying fresh and effective as an organization that responds to the community requires NeighborWorks® to assess regularly the housing needs of our client base. The information collected through an assessment process will guide the Board in developing and maintaining a Three-Year Construction & Development Plan.

Some of the potential projects that the Board wants to begin exploring through this process are to determine if there is a need to return to the focused neighborhood approach – working with local cities to select distinct neighborhoods for comprehensive housing and infrastructure revitalization. Another concept to examine is an adaptation of the Habitat for Humanity model for clients who put sweat equity into the construction of their homes.

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Refocus ing our Assets

NeighborWorks® owns a portfolio of properties that may or may not be generating the income reflective of the effort put into maintaining them. The Board wants to begin a process of assessing each property to determine if the organization should keep, rent, sell, or convert it to other possible uses that would produce a higher return or community benefit.

Providin g Communit y Educat ion

NeighborWorks® has a long history of interaction with our community in youth and adult education, particularly in financial counseling and housing assistance.

NeighborWorks® provides the Financial Fitness Education Program in area schools to teach fundamental financial skills to youth. The Board wants the program expanded, when financially feasible, to a larger number of schools and to the adult clients.

In addition, the Board sees a similar extension role for NeighborWorks® with post-homeownership classes. Many new and existing homeowners need help in understanding how to maintain and retain a home in good order, physically and financially. The knowledge and experience of NeighborWorks® staff, taught through classes, seminars, or the media, would be of great benefit to homeowners in the community. The success of the long-running “Nailing it Down” series in The Daily World suggests such a program would be well received by the public.

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Staff Analysis of the Board’s Vis ion for Success

Before laying out an approach for implementing the Board’s Vision for Success, the Staff spent time reflecting on the potential benefits and concerns that surround each element.

Upgrade Off i ce Technology

While the Staff acknowledged that upgrading office technology was essential, it also noted that it would prove challenging from a budgeting standpoint without grants for equipment and software and a staff-timing standpoint without careful scheduling around audits and reporting due dates.

Stabi l i z in g Income

Relying on declining state and federal grants and loans as an approach to stabilizing income will prove a challenge. The Section 8 program, the project-based subsidy for Sun Rise Court, the HUD Housing Counseling program, and the Community Development Block Grant Program will likely see reduced funding. On the other hand, other alternatives deserve closer inspection.

For instance, the Board Director may need to pursue fundraising and other new fund raising concepts. The creation of a community endowment program and a Revolving Community Loan Fund offer some unique long-term opportunities to explore. Reducing overhead expenses and selling off assets that fail to produce income will deserve constant scrutiny and innovation.

Meeting Board and Staf f Needs

Careful analysis of the budget will be necessary to determine where Staff salary increases may come from, and to what extent they can be implemented.

Evaluate and P lan for New a nd Reha bi l i tat ion Construct ion Projects

While NeighborWorks® has limited financial resources for new construction projects, the availability of grant funding from state and federal sources will dictate whether this effort eventually moves forward.

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In addition, economic conditions in the county bring into question if there will be prospective clients interested or financially capable of committing to home purchases, construction, or rehabilitation.

However, our staff anticipates local city councils will receive the idea of a comprehensive neighborhood improvement effort with enthusiasm and possible funding partnership opportunities.

Refocus ing our Assets

The current real estate market may limit NeighborWorks’® ability to outright dispose of properties without taking a significant loss on our investment. Finding lender participation for buyers may also prove difficult as home values continue to decline. There is also a concern that disposing of assets at a loss could affect our rating with NeighborWorks® of America. Repurposing through partnerships and proceeding with lease-purchase options are the more acceptable solutions.

The “hub and spoke” model does offer opportunities for expansion of our Programmatic Unit footprint, but the great distances between potential organizations located around the Olympic Peninsula or even state-wide will present some significant logistical complexities. Other organizations have reduced these challenges by selecting housing counseling opportunities as the focus of their hub and spoke line of business focus, using the internet as their mode of travel.

Providin g Communit y Educat ion

For those schools that use the Financial Fitness Program, it has been a success with their student bodies. However, other schools have had issues with deciding how to implement the program with their existing class offerings as well as not having appropriate staff oversight.

Setting up post-homeownership classes for adults is less problematic and the amount of existing materials to use is considerable. Potential partners include local hardware stores and the Home Depot.

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Three-Year Operational Work Plan

The Three-Year Operational Work Plan for NeighborWorks® of Grays Harbor County consists of a combination of existing programs and new initiatives that will lead to the Board of Director’s Vision for Success.

These existing programs and new initiatives fall under one of three Lines of Business: Housing Services, Asset Management, Community Building. In addition, there are other programs identified under Organizational Improvement.

Hous ing Ser vi ces

H o m e I m p r o v e m e n t L o a n s

This program provides loans to homeowners looking to rehabilitate their homes. It places special emphasis on health and safety items, including structural, electrical, plumbing, weatherization and mechanical problems. Loan amounts can range from $1,500 to $60,000 depending on need and funding sources. Production will scale up or down depending on financial resources available to lend.

Produc t ion D et a i l s :

Fiscal Year

Number of Loans

Completion Date Coordinators

FY 12 20 6/30/12 J. Galligan, K. Cooper Loan Committee FY 13 8 6/30/13

FY 14 8 6/30/14

H o u s i n g a n d F i n a n c i a l C o u n s e l i n g

Housing and Financial Counseling focuses on mortgage default, pre-purchase analysis, Landlord Tenant Act, pre-foreclosure sale, pre-rental, refinancing, budget, monetary management, and reverse equity mortgages (with additional certification required).

The US Department of Housing and Urban Development funds this program for all counseling except foreclosure. Because future funding for the non-foreclosure programs is uncertain, production details reflect NeighborWorks® receiving the same funding level as the 2011 Fiscal Year.

Existing Program

NeighborWorks® Lines of Business:

1. Housing Services 2. Asset Management 3. Community Building

Other Actions: Organizational Improvement

Existing Program

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Produc t ion D et a i l s :

Fiscal Year

Number of New Clients

Completion Date Coordinator

FY 12 60 6/30/12 J. Galligan FY 13 60 6/30/13 FY 14 60 6/30/14

F i r s t M o r t g a g e P r o g r a m

This homeownership program offers both purchase and rehabilitation options for people of all income levels. The program can include all loan types as well as facilitation opportunities.

Produc t ion D et a i l s :

Fiscal Year

Number of New Clients

Completion Date Coordinator

FY 12 40 6/30/12 J. Galligan FY 13 40 6/30/13 FY 14 40 6/30/14

H o m e o w n e r s h i p D o w n P a y m e n t

The Homeownership Down Payment program provides loans up to $20,000 for down payment and/or closing costs on single-family, owner-occupied homes. A homebuyer may use the loan in conjunction with a Home Improvement Loan. NeighborWorks® will take a second lien on the property behind a bank loan or a first lien on an owner contract loan.

Produc t ion D et a i l s :

Fiscal Year

Number of New Clients

Completion Date Coordinators

FY 12 2 6/12 J. Galligan, K. Cooper FY 13 2 6/13 FY 14 2 6/14

Existing Program

Existing Program

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C o n s t r u c t i o n O v e r s i g h t f o r H o m e o w n e r s

NeighborWorks® will provide contracted project management for homeowners doing rehabilitation projects. Funding opportunities and issues related to client loan qualification are driving factors to attaining these production levels.

Produc t ion D et a i l s :

Fiscal Year

Number of New Clients

Completion Date Coordinator

FY 12 20 6/30/2012 P. Beaty FY 13 8 6/30/2013 FY 14 8 6/30/2014

Ass et Management

R e a l E s t a t e D e v e l o p m e n t

NeighborWorks® will continue to develop its real estate holdings geared towards new and rehabilitated single-family homes. Properties we intend to emphasize over the next three years include the properties on Mohler, Taft, and Sheridan Streets.

Work P lan D et a i l s :

Implementation Step Completion

Date Coordinator Continue to have lots filled at the Mohler Street property; facilitate completion of street improvements through contractor donations

Ongoing P. Beaty

Sell or lease the home at Taft Street Property (market to Habitat for Humanity) and remove the existing structure at 1721 Taft Street

9-30-2011 Ongoing

D. Murnen, P. Beaty

P r o p e r t y M a n a g e m e n t

Staff will continue to oversee rental properties to maintain full occupancy and ensure their good repair.

Existing Program

Existing Program

Existing Program

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Work P lan D et a i l s :

Implementation Step Completion

Date Coordinator Maintain full occupancy at Oakview Estate and aim for a 99% approval on annual plant audit

Ongoing N. Lyle

Maintain minimum 90% occupancy rate for NeighborWorks® rentals

Ongoing N. Lyle/contract property manager

Conduct inspections of NeighborWorks® rentals to ensure properties are kept in good order

Semi-annually

N. Lyle/contract property manager

E v a l u a t i n g N e i g h b o r W o r k s ® P r o p e r t y P o r t f o l i o

The newly formed Strategic Planning Committee will examine the NeighborWorks® property portfolio to determine which properties to keep for rent, repurposing, or liquidation. The intent behind implementing this initiative is to aid in stabilizing, and eventually increasing, the organization’s income stream necessary for meeting the Vision for Success.

Work P lan D et a i l s for D et ermin ing t he St at us of P ropert ies :

Implementation Step Completion

Date Coordinator Create an inventory report for each NeighborWorks® property

Nov 2011 D. Murnen

Design a decision-making process for the Strategic Planning Committee and Board to determine the best use for each property

Nov 2011 D. Murnen, Strategic Planning Committee

Take Strategic Planning Committee and Board on tour of NeighborWorks® properties

Nov 2011 or as

requested

D. Murnen, Strategic Planning Committee, Board

Facilitate recommendation by Strategic Planning Committee for Board action

Dec 2011 D. Murnen, Strategic Planning Committee, Board

New Initiative

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Work P lan D et a i l s for Se l l ing or Rent ing P ropert ies t o t he Publ i c :

Implementation Step Completion

Date Coordinator Create an information sheet for each NeighborWorks® property remaining for sale

2011-2012 Ongoing

D. Murnen

Develop ongoing “Nailing it Down” advertisement targeting homes for sale or lease -purchase

Ongoing D. Murnen

Contract for property management with outside source to market lease purchases

Aug 2011 D. Murnen

Create and use social media such as FaceBook and Craigslist to advertise properties if needed

2011-2013 N. Lyle

Create a share board site for properties in office foyer if needed

2011-2013 D. Murnen, N. Lyle

Work P lan D et a i l s for Repurpos ing Propert ies :

Implementation Step Completion

Date Coordinator Create an information sheet for each NeighborWorks® property that will be offered for repurpose with partnerships; contact potential partners

Oct 2011- ongoing

D. Murnen

Commu nity Bui ld ing

P a i n t t h e C o r r i d o r

NeighborWorks® participates in this Vision 2020 annual event aimed at painting homes along the Simpson-Sumner/101-109 Corridor in Hoquiam and Aberdeen. While the Paul Stritmatter Family sponsors the event financially, NeighborWorks® plays a key role in organizing the event. Participation in this event provides an excellent spotlight on NeighborWorks® in the county. NeighborWorks® now piggybacks off the Paint the Corridor event to maximize its own celebration of National NeighborWorks® Week locally in Grays Harbor County.

Existing Program

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Work P lan D et a i l s for Pa int t he Corr idor :

Implementation Step Completion

Date Coordinator Meet with prospective event partners

Jan 2011 - 2013

D. Murnen, Vision 2020

Choose areas to target Mar 2011 - 2013

D. Murnen, Vision 2020

Solicit volunteers and homes May - Jun 2011 - 2013

D. Murnen, City council volunteers

Select homes May - Jun 2011 - 2013

D. Murnen, Vision 2020

Choose date for the event May - Jun 2011 - 2013

D. Murnen, Vision 2020

Hold event Aug-Sept 2011 - 2013

D. Murnen, Vision 2020

T a r g e t N e i g h b o r h o o d R e v i t a l i z a t i o n P r o j e c t

Thirty years ago, a newly formed Aberdeen Neighborhood Housing Services focused on housing rehabilitation in three target neighborhoods. The idea behind this approach was that by concentrating services in these targeted neighborhoods, the impact would be noticeable and stimulate overall revitalization. While the approach helped many low- and moderate-income (LMI) homeowners improve their homes and build neighborhood pride, it did not address infrastructure issues that would have spurred long-term investment.

Today’s NeighborWorks® again wants to focus on target neighborhoods but use a more comprehensive approach. In addition to making housing rehabilitation assistance available to low-, moderate-, and middle-income (LMMI) homeowners, NeighborWorks® wants to work with landlords and local governments to take a more complete approach that includes infrastructure and socio-economic improvements. This entails finding an interested neighborhood and facilitating the residents and landlords through a long-term neighborhood plan. From beginning to end, the process will be a neighborhood driven approach, with NeighborWorks® and local government playing a facilitative role in helping residents achieve the goals they set.

New Initiative

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Work P lan f or t he Dev elop ing t he T arget Neighborhood Rev it a l iz at ion Pro jec t :

Implementation Step Completion

Date Coordinator Write TA for Developing white paper on concept for use in funding requests

Feb 2012 D. Murnen, CCS

Research available grants and approach community for funding

Feb – Mar 2012

D. Murnen, CCS

Approach potential funders/ prepare grant applications

Apr – Jul 2012

D. Murnen, CCS

Solicit cities and neighborhoods regarding interest in project

Aug – Sept 2012

D. Murnen, CCS

Form blue-ribbon panel to select neighborhood; select neighbor-hood

Dec 2011 D. Murnen, CCS, Strategic Planning Committee

Initiate neighborhood planning process; develop plan

Jan – Apr 2012

D. Murnen, CCS, Strategic Planning

Begin plan implementation May 2012 - Ongoing

D. Murnen Strategic Planning

A n n u a l M e e t i n g

Every year since its inception, NeighborWorks® has held an annual meeting as an appreciation to its clients, board members, and contributors to the organization. The event happens every February or March and features a guest speaker and an organizational status report. Election of officers and induction of new board members may also occur.

G e n e r a l M a r k e t i n g

Keeping the NeighborWorks® name before the public is an ongoing task. Over the years, the two most effective marketing tools have been the weekly Daily World column “Nailing It Down” and periodic appearance of staff on local radio stations.

“Nailing It Down” relies on a professional, paid ghostwriter, although the content of each article is staff-based. NeighborWorks® will continue to commit financially to the column over the next three fiscal years. Radio appearances by staff will continue on an invited basis. Staff will also periodically contact stations to generate interest.

NeighborWorks® staff will also participate in community events and forums as opportunities arise and as financially feasible. Examples of such

Existing Program

Existing Program

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opportunities might include the Grays Harbor County Fair, builder expos, and Grays Harbor business fairs. Membership in organizations such as the Grays Harbor Association of Realtors will remain important as a means of staying connected to the business community.

Organizat ional Improvement

D i v e r s i f y I n c o m e S t r e a m s

Tight financial times are an incentive to find new sources of income to replace those that are currently faltering. NeighborWorks® can begin diversifying its income stream by banking on its long time success and reputation. There are four basic approaches for doing this – developing a fundraising team, establish an endowment program, soliciting new and used donations, and examining the merits of establishing a “hub and spoke” partnership model with other regional housing counseling organizations.

Work P lan f or Deve lop ing an Annual Board Fundra i s ing Team event

Implementation Step Completion

Date Coordinator Secure a Technical Assistance grant to assist in project design

Oct 2011 D. Murnen

Develop a fundraising plan with the team

Mar 2012 D. Murnen and TA-NTI

Train team members in implementing the plan

Jun 2012 TA-NTI /board team captain

Initiate fundraising during or after “Paint the Corridor” event

Aug 2012 fundraising team

Work P lan f or Est abl i sh ing an Endowment P rogram

Implementation Step Completion

Date Coordinator Secure a Technical Assistance grant to work with NOW Peer-to-Peer who has set up an endowment program

Nov 2011 D. Murnen/ board member from B/F committee

Report to the Board of Directors on endowment potential and determine whether to move forward with the concept

Dec 2011 B&F committee

Implement in accordance with 2013 D. Murnen/ B&F

New Initiative

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Board directive committee

Work P lan f or Sec ur ing D onat ions of Const ruct ion M at er ia l s and Sof tware

Implementation Step Completion

Date Coordinator Identify needed construction materials; i.e., paint, doors, fans, sinks, toilets, etc.

Ongoing R. Freeman

Identify donation sources; i.e., Dennis Co., 2good2toss.com, Walmart, Craigslist, etc.

Ongoing R. Freeman and D. Murnen

Solicit donations from potential donors

Ongoing R. Freeman, D. Murnen, P. Beaty

Attend NTI session on donations Ongoing D. Murnen Acquire construction materials through salvage opportunities

Ongoing R. Freeman and P. Beaty

Apply for software grants Ongoing P. Beaty

Work P lan f or Exp lor ing t he Mer i ts of the Hub and Spoke M ode l f or NeighborWorks®

Implementation Step Completion

Date Coordinator Get a Technical Assistance grant to hire consultant to research and develop a conceptual plan

Oct 2011 D. Murnen

Research list of potential 501(c)3 organizations; i.e., housing counseling agencies, housing authorities, tribal housing, community action programs

As per TA schedule

D. Murnen and Technical Assistance- M Clarke, Program Development Committee Chair

Report findings to the Board and refer to Strategic Planning Committee

As per TA schedule

Program Development Committee Chair D. Murnen, Technical Assistance- M Clarke

Implement in accordance with Board directive

As per TA schedule

D. Murnen, Technical Assistance- M. Clarke & D. Murnen

U p g r a d e O f f i c e T e c h n o l o g y

The NeighborWorks® computer system uses an outdated operating system, Windows 2000, which is in immediate danger of losing

New Initiative

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compatibility with other essential office software programs. The problem is significant enough that there is concern that the system may crash.

Funding and available staff time have been significant barriers to solving this problem. Although technology changes rapidly, NeighborWorks® has identified its immediate minimum needs to be a 2005 Server and Microsoft XP, which will allow them to use and update older software as well as run their newer programs. This initiative needs to work in concert with the Securing Donations of Construction Materials and Software initiative.

There is also a need to upgrade the current phone system to one that will facilitate automatic answering and transfer of calls.

Acquiring components for the new computer and phone systems is to work in concert with the Securing Donations of Construction Materials and Software initiative.

Work P lan f or Updat ing Comput er , Software , and Phone Systems

Implementation Step Completion

Date Coordinator Conduct a staff survey of computer and communication needs and wants

Apr – May 2011

P. Beaty

Meet and discuss with staff regarding technology alternatives

May – Jun 2011

P. Beaty

Based on staff discussions, contact outside contractors for estimates

Jun 2011 P. Beaty

Receive approval from Board on purchase recommendations

Jun 2011 P. Beaty

Assemble needed hardware and software components

Jul 2011 P. Beaty and staff

Determine best time to bring the new system on-line; request match funds NWA-contract grant requests

Jul - Aug 2011

P. Beaty and staff D. Murnen

Install new computer and possible telephone system.

Post Sept audit

P. Beaty and contractor

Install new telephone 2013 P. Beaty

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A p p r o p r i a t e l y C o m p e n s a t e S t a f f

Determining fair compensation for staff will require researching comparative salary ranges in line with appropriate budget commitments before the Board can consider action.

Work P lan f or Det ermin ing Sa lary Ranges

Implementation Step Completion

Date Coordinator Update job descriptions Feb 2012 J. Largen and staff Obtain salary ranges from NWA and state agencies

Feb 2012 J. Largen

Present salary ranges to the Personnel Committee

Mar 2012 J. Largen, D. Murnen

Determine staff salaries based on salary ranges

Mar 2012 J. Largen, D Murnen, Personnel Committee

Prepare budget with Executive Director’s suggested staff salaries

Apr 2012 J. Largen

Present budget to Board May 2012 Personnel Committee , Murnen

Set up Annual Review Process with annual reviews

August 2012 Murnen ,Personnel Committee

Review job descriptions Jan 2013 J. Largen, D. Murnen

D e t e r m i n e t h e N e e d f o r a R e c e p t i o n i s t

The loss of an office receptionist position has affected staff performance given the necessity of everyone fielding telephone calls from the public. A return of the receptionist position would shield staff from the telephone interruptions that keep them from their duties. A receptionist would also aid in coordinating property management inquiries.

Moving forward with the receptionist position requires justifying the need and determining if there is sufficient budget to cover it.

New Initiative

New Initiative

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Work P lan f or Det ermin ing t he Need f or a Rec ept ion i s t

Implementation Step Completion

Date Coordinator Determine desirable qualifications (prop mgmt exp.)

July 2011 J. Largen, K.Cooper, D. Murnen

Update the existing job description

July 2011 J. Largen, K. Cooper

Determine salary range July 2011 J. Largen Determine starting salary July 2011 D. Murnen Prepare budget with Executive Director’s suggested salary rate

July 2011 J. Largen