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Strategic PlanJ a n u a r y 2 0 0 8 – D e c e m b e r 2 0 1 0

This document is the official strategic plan of Community Housing Partnership.

It will guide our work from January 1, 2008 through December 31, 2010,

as approved by the Board of Directors.

Jeff Kositsky Executive Director Community Housing Partnership

Geoff MacDonald CHP Board President California Bank and Trust

Signature Page

Table of contents

Introduction P a g e 1Overview of Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Who We Are: Our Mission What We Do: Our Goals How We Do It: Our Values

Agency Status . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Strategic Plan Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Use of This Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

goals and Objectives P a g e 6Goal Number 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Services Housing Administration

Goal Number 2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8


Goal Number 3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9


action Steps P a g e 10

List of Staff Abbreviations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Action Steps Table . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

The Community Housing Partnership (CHP) is in a period of unprecedented

growth. This trajectory was outlined in the last two strategic plans.

CHP's strategic plan for 2003 - 2004 focused on stabilizing the agency and

strengthening its infrastructure. Building off of these efforts, the strategic plan

for 2005 - 2007 called for the development of new housing and programs. CHP

was very successful in all of these efforts and we are expecting the continued

development of new housing and programs through 2010. The Board of

Directors decided that the next strategic plan, 2008 - 2010, should focus on

ensuring that CHP successfully launches these new initiatives while maintaining

the high quality of our housing and services. However, we are also looking to

the future and during the next three years CHP will be developing a more

comprehensive five year strategic plan that will take effect in January 2011.

P a g e 1

Introduction

Introduction

P a g e 2

Overview of Plan

CHP's Three Year Strategic Plan was developed to help guide the agency's activities from January 1, 2008 through December 31, 2010. This plan largely focuses on managing our growth while maintaining the quality of our housing and services. The objectives described in this plan can be broken into three categories: improving existing programs, developing new initiatives and managing growth.

CHP's strategic plan for 2008 - 2010 is broken into three sections:

The Introduction section provides an overview of the strategic plan, a description of CHP, an explanation of the process used to develop this plan and a statement on how this plan will be used.

The Goals and Objectives section describes CHP's goals and objectives for the next three years.

The Action Steps section lists the action steps for each of CHP's objectives, who is responsible for completing them and when they are to be completed.

Organization Description

In 2007, CHP revised its mission, goals and core values to better reflect the organization. The following is a summary of these statements as well as a brief description of CHP’s status as of January 2008.

Who We are: Our mission

The Community Housing Partnership (CHP) creates, implements, and demonstrates solutions to homelessness in San Francisco by working in partnership with people who would otherwise be without a home. CHP develops and operates high quality permanent affordable housing, integrating optional support services, job training and community organizing. We strive to break the cycle of homelessness by strengthening community, encouraging self-determination and involving tenants in every aspect of the organization.

What We Do: Our goals

Build and operate high quality affordable housing with on-site support services

Partner with our tenants to ensure that over 97 percent retain permanent housing

Invest in employment programs so at least 75 percent of tenants seeking jobs find work

Offer housing and services to nearly all of the people we screen

Hire so that more than 50 percent of our staff members are formerly homeless people

Develop new leaders by involving tenants and line staff in all aspects of the work we do

Organize our stakeholders to promote policies that will end homelessness

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Introductionc O n T I n u e D

P a g e 3

How We Do It: Our Values

O P P O rt u n i t y : We create opportunities for people to overcome homelessness and achieve their personal goals by focusing on housing retention, hiring people who were once homeless and providing learning opportunities to tenants and staff.

Pa rt i c i Pat i O n : We work hard to make sure everyone involved with CHP has an opportunity to share their ideas and opinions. All tenants, staff and Board members are encouraged to help run CHP, especially line staff and those who have been homeless.

c O m m u n i t y : We seek to build sustainable communities at all of our sites, develop leaders and maintain strong and caring relationships throughout our organization.

S e l f - D e t e r m i n at i O n : We respect the rights of individuals to be who they are, make their own decisions and live their lives without fear of unfair judgment. Our commitment to harm reduction and voluntary services reflects this respect.

ac t i v i S m : We work with our allies to create new solutions and policies that advance our mission and promote social justice, organizing around a variety of issues in recognition of the need for affordable housing, health care, living wage jobs and safe communities to truly end homelessness.

S P i r i t : We voice our opinions as we work for change, bringing energy, passion, creativity and commitment to everything that we do.

agency Status

Ov e rv i e w : In January 2008, CHP has approximately 150 staff members, over 50 percent of whom were once homeless. Our annual budget is approximately $11 million, with 79% coming from contracts, rents and other sources of earned income. The agency has ended each fiscal year with a positive cash flow since 2002. CHP's operations have been very stable during the past five years. However, the anticipated growth from 2008 - 2011 will create new challenges for the agency in terms of human resources management and increased fundraising requirements.

S u P P O rt i v e H O u S i n g : As of January 2008, CHP owns, operates or serves 774 units of housing for formerly homeless individuals and families in eleven properties. Since January 2005 we have more than doubled in size. The 157 families and 617 individuals living in CHP owned or operated housing pay no more than 30 percent of their income to rent and have access to voluntary support services. All of our services are designed to help people break the cycle of homelessness. CHP provides housing to most every tenant screened for vacant units, and over 98% of our tenants either remain housed with CHP or move on to other permanent housing.


P a g e 4

H O u S i n g D e v e lO P m e n t: We continue on a significant course of growth and expansion that carries the agency through 2010, with three buildings in the development pipeline. Arnett Watson Apartments is currently under construction and will open in 2009, providing housing to 83 households, including both families and single adults. CHP has two other projects in development that will both be under construction during the next few years. These two developments will provide a total of 167 studio apartments for formerly homeless adults.

e m P lOy m e n t & t r a i n i n g : CHP's Employment and Training Department serves over 300 people each year through a variety of activities and programs. The Supportive Housing Employment Collaborative (SHEC) continues providing educational opportunities, vocational counseling and job placement to residents of supportive housing. SHEC has expanded to seven members and added a short-term job program that focuses on recycling. CHP's three job training programs continue to operate effectively. In November 2007 we launched CHP Enterprises (CHPE), a new property management business that offers our job training graduates permanent employment in a supportive work environment. CHPE currently employs 20 formerly homeless adults.

c O m m u n i t y O rg a n i z i n g : In 2007 CHP also launched the Community Housing Organizing Project (CHOP) to increase leadership development and civic engagement among our constituents. The CHOP has given CHP more capacity and direction in our efforts to develop new leaders and promote policies that will help end homelessness.

Strategic Plan Development

As stated earlier, this strategic plan mostly focuses on managing growth created by new housing and programs already in development. Therefore, the planning process was abbreviated and took place during a five month period. The following is a summary of the steps taken to develop this plan.

CHP's senior management team held a retreat in August 2007 to analyze CHP's status along with its strengths, weaknesses, opportunities and threats. An outline of critical issues was developed and broken into three categories: managing growth, new initiatives and existing programs.

In August and September 2007, a series of meetings and focus groups were conducted with staff, tenants and Board members to get their input on CHP's direction for the next three years.

CHP created a working group called "Direction Team" that analyzed the reports and data from senior management, CHP staff, tenants and the Board of Directors. Direction Team met from September - November and drafted an outline of the strategic plan.

The outline of the strategic plan was presented to the Board of Directors for their comments.

A second draft of the strategic plan was developed based on the input of the Board of Directors and Direction Team.

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P a g e 5

Staff presented the second draft of the strategic plan at a Board retreat where it was modified.

The final draft was presented to Direction Team and the Board of Directors for approval.

Members of Direction Team spent a great deal of time gathering input and analyzing information to create this plan. Thanks to the following staff who participated in Direction Team: Gail Gilman, Kathy Treggiari, Dorothy Ridley, Brett Vaughn, Charles Byrd, Elizabeth Hewson, Cameron McHenry, Christina Galvez, James Tracy, Felisia Thibodeaux, Jeff Kositsky, Zeke Weiner, David Schnur, Hershey Hirschkop, Bernadette Gaerlan, Murry Richard, Theresa Howe.

use of this Plan

This strategic plan serves as a guide for CHP's leadership in determining the agency’s direction from January 2008 through December 2010. It will provide the Board, tenants and staff a framework for the continued growth and development of CHP. The strategic plan is also a management tool that provides staff with specific goals that will help CHP to better fulfill its mission. Therefore, it will also serve as a tool for measuring CHP’s progress in fulfilling its mission.

CHP’s Direction Team will present this plan to the Board, staff and tenants in February 2008. After that time, a report will be made to the Board of Directors on the progress of this plan twice a year. In addition, reports will be made to staff and tenants at least once a year. CHP’s Management Team will review the plan quarterly.

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The following is a list of the goals and objectives established for the period

January 1, 2008 - December 31, 2010.

P a g e 6

goals & Objectives

goals & Objectives

P a g e 7

goal #1

Improve existing services, housing and administrative systems to better meet the needs of our tenants and staff in their efforts to fulfill CHP’s mission.

Services

Develop a data collection system to track participant and customer information for the Employment & Training Department by June 2009.

Determine and implement a more effective way of communicating with tenants about services, activities and policies by December 2008.

Update operating manuals for CHP’s main program areas by June 2009.

Housing

Codify CHP’s project criteria, decision making process, development procedures and design standards in order to facilitate more efficient and effective housing development by December 2010.

Begin the rehabilitation of the San Cristina to create a better living environment for tenants, a more functional working space for staff and greater curb appeal for the neighborhood by October 2010.

administration

Develop a policy that will ensure a clear and equitable path for shift assignments and promotions among limited part-time staff by July 2008.

Revise CHP’s compensation structure to continue the focus on internal parity while increasing competitiveness in the labor market by July 2009.

Create a fundraising advisory committee to help enhance CHP’s fundraising and public relations efforts by February 2008.

Expand CHP’s donor list to increase individual and corporate donations by June 2010.

Standardize and centralize all CHP documents including job descriptions, forms and other materials used by staff by March 2009.

Improve the use of technology, particularly in the areas of communication, financial management and fundraising by December 2009.

Improve systems for disseminating information to staff regarding services, activities and policies by January 2009.

Improve the staff supervision manual, staff training resources library and staff hiring process by June 2010.

Revise the CHP by-laws to reflect the current Board structure by March 2010.

Improve Board operations by December 2008.

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goals & Objectivesc O n T I n u e D

P a g e 8

Fill all COH, CCHO and tenant seats on the Board of Directors and add at-large members with skills in the area of social enterprises and public relations by December 2008.

Lessen the fundraising need for administrative expenses by reducing costs and finding ways to have programs better cover their overhead by May 2009.

Complete asset management set-up for all CHP sites and develop a system for financial oversight and reporting by December 2008.

goal #2

Develop new housing, services and administrative systems that will further CHP’s mission.

Services

Evaluate the addition of potential service components for CHP including clinical services, food security, rep. payees, intensive life skills and services for tenants prior to moving into CHP housing by September 2010.

Design a program to help CHP tenants interested in accessing other housing opportunities by January 2009.

Develop a program that encourages the use of innovative methods for increasing accountability within the CHP community by September 2009.

Housing

Add at least two new projects with a minimum of 150 units to CHP’s development pipeline by December 2010.

Explore the development of “specialized” housing and programs for homeless subpopulations such as families, seniors, youth, mentally ill, immigrants, couples and those exiting the prison system by July 2010.

administration

Develop a strategic plan for 2011-2015 including a comprehensive survey of stakeholders and the community, five-year budget, fundraising plan and staffing plan by December 2010.

Secure site control of owned or leased office space to accommodate all non-site staff by December 2010 for occupancy in 2011.

Pursue a green business certification for the agency and develop green criteria for CHP housing developments by June 2010.

Develop an enhanced branding, marketing and public relations strategy that includes the development of print and other materials by December 2009.

Develop a policy for the selection and management of CHP’s vendors by July 2008.

Research and plan for the implementation of new evaluation and reporting systems by May 2010.

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P a g e 9

Create an emergency and disaster plan and implement by January 2010.

Build “bench strength” to ensure that the future leadership of CHP will be cultivated from within by June 2009.

Develop a support system for entry level employees by December 2009.

goal #3

Effectively manage growth to preserve the quality of our operations and the integrity of our values.

Services

Develop and implement family programming for Arnett Watson Apartments and other CHP properties by January 2009.

Achieve the social and financial goals of CHP Enterprises in the first 3 years of operations by December 2010.

Fully implement CHOP and achieve sustainability of CHP’s community organizing efforts by December 2008.

Housing

Complete the development and rent-up of Arnett Watson Apartments, complete Arendt House and continue construction of Parcel G by December 2010.

Develop and implement a plan for the takeover of the three Chinatown Community Development Center supportive housing sites that CHP has agreed to assume ownership of by July 2010.

Restructure the property management department to accommodate growth as needed by July 2009.

administration

Increase fundraising to meet the growing demand in key program areas by June 2010.

Modify CHP’s corporate structure to accommodate changes in our housing and social enterprise activities by December 2009.

Improve financial management at CHP including changes to CHP’s fiscal year, creation of new budgeting tools, implementation of a reserve policy and enhanced financial reports by December 2010.

Improve payroll management as related to tracking, allocation and handling of various San Francisco ordinances related to wages and benefits by June 2009.

Explore opportunities to replicate CHP’s model in other communities by December 2009.

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P a g e 1 0

action Steps

The following pages include action steps to be completed from January 1,

2008 through December 31, 2010. Each action step is a task that must be

completed in order to fulfill specific objectives. This section is meant to be a

tool for managers to stay on target with their work. It also allows stakeholders

to more easily monitor the agency’s progress.

action Steps

P a g e 1 1

The first column indicates one of the three goals outlined in this strategic plan. The second column is a number that corresponds with an objective from the previous section. The third column is the actual work to be completed. The fourth column lists the individual on staff responsible for completing the action step*. The fifth column is the date the action step is to be completed.

Staff will be provided a copy of this document electronically so that they can sort the action steps by various categories to facilitate the management of their work. It will be updated quarterly by the Executive Director and presented to the management team.

*list of staff abbreviations:

DAM Director of Asset Management

DD Deputy Director

DET Director of Employment and Training

DFD Director of Fund Development

DF Director of Finance

DHRA Director of Human Resources & Administration

DHD Director of Housing Development

DPM Director of Property Management

DTS Director of Tenant Services

ED Executive Director

Action StepsC O N T I N U E D

P A G E 1 2

Goal Object. A ction Steps W ho Target Date

1 1 Develop a list of data collection and reporting requirements for all Employment and Training programs DET 04/30/08

1 1 Research and assess software options for Employment and Training programs DET 05/31/08

1 1 Contract with consultant to develop database for Employment and Training programs DET 06/30/08

1 1 Develop and/or modify forms as needed for Employment and Training database DET 09/30/08

1 1 Develop security protocol for Employment and Training database and participant files DET 09/30/08

1 1 Develop data fields and queries for Employment and Training database DET 09/30/081 1 Test run Employment and Training database queries and fields with at

least 15% of participants entered into system DET 03/31/091 1 Identify Employment and Training staff to complete initial and

ongoing data entry DET 04/20/091 1 Train staff on Employment and Training new forms and

database system DET 05/31/091 1 Fully implement Employment and Training database DET 06/30/091 2 Complete and distribute the tenant brochure DTS 02/28/081 2 Convene working group of one staff from each department to

work on tenant communication DTS 04/30/081 2 Compile list of all current ways staff communicate information

to tenants DTS 06/30/081 2 Survey tenants regarding preferred communication methods DTS 08/31/081 2 Develop standard language for staff to communicate regarding

activities, services and policies to tenants DTS 10/31/081 2 Develop written recommendations for improved tenant

communication, taking into account frequency and verbal, written and visual methods DTS 10/31/08

1 2 Train appropriate staff in tenant communications strategies and messaging DTS 11/30/08

1 2 Implement new tenant communication strategies in Property Management Dept. DPM 12/31/08

1 2 Implement new tenant communication strategies in Tenant Services Dept. DTS 12/31/08

1 2 Implement new tenant communication strategies in Employment and Training Dept. DET 12/31/08

action Stepsc O n T I n u e D

P a g e 1 3

goal Object. action Steps who target Date

1 3 Complete revisions and updates to the screening process DTS 06/30/08 1 3 Complete revisions and updates to Employment and Training Dept. manual DET 12/31/08 1 3 Complete revisions and updates to Property Management Dept. manual including occupancy policies, addition of new sites, etc. DPM 06/30/09 1 4 Finalize Board approval process for development projects DHD 08/01/08 1 4 Standardize procedures for development decisions DHD 10/01/08 1 4 Create development decision tracking system DHD 12/01/08 1 4 Standardize development systems including filing, pro formas procedures, etc. DHD 12/01/09 1 4 Create standardized project manual for new housing developments DHD 12/01/10 1 5 Develop San Cristina rehab scope DHD 09/01/08 1 5 Evaluate San Cristina financial feasibility DHD 12/31/08 1 5 Secure commitments for all San Cristina rehab funding DHD 07/01/10 1 5 Begin San Cristina rehab DHD 10/01/10 1 6 Form a committee to work on shift assignment and promotional opportunities for limited part-time staff DHRA 01/31/08 1 6 Review hiring, promotion and turnover patterns of on-call and limited part-time staff DHRA 02/28/08 1 6 Bring proposal for clarifying shift assignments and promotions to policy team for review and approval DHRA 04/30/08 1 6 Train supervisors on new policy on shift assignments and promotions for limited part-time staff DHRA 06/30/08 1 6 Implement new policy on shift assignments and promotions for limited part-time staff DHRA 07/01/08 1 7 Convene policy team to begin discussion on compensation DD 07/15/08 1 7 Review CHP’s compensation structure with a special focus on senior management and entry level staff DD 07/31/08 1 7 Review salary and benefits of other agencies within industry DD 08/31/08 1 7 Review updates of San Francisco ordinances affecting CHP’s compensation and benefits DD 08/31/08 1 7 Review feasibility of retirement benefits DD 08/31/08 1 7 Get initial staff input on compensation policy DD 08/31/08 1 7 Management team to develop a compensation proposal for presentation to policy team DD 10/31/08 1 7 Policy team to approve compensation policy DD 12/31/08


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1 7 Prepare cost analysis of new compensation policy DD 01/31/09 1 7 Revise compensation policy as needed based on cost analysis DD 02/28/09 1 7 Present new compensation policy to Board for approval DD 05/31/09 1 7 Present new compensation policy to staff DD 06/30/09 1 7 Implement new compensation structure DD 07/01/09 1 8 Recruit additional members for Advisory Committee DFD 01/31/08 1 8 Hold Advisory Committee meeting regarding strategic communications process for CHP DFD 02/28/08 1 8 Continue with regular meetings of the Advisory Committee DFD 02/28/08 1 9 Conduct analysis of current donors DFD 07/31/08 1 9 Discuss new methods of donor recruitment with Advisory Committee DFD 12/31/08 1 9 Create a plan for developing new funders and donors with Advisory Committee in alignment with CHP’s communication plan DFD 06/30/09 1 9 Implement plan and achieve increase in revenue through individual donations DFD 12/31/09 1 9 Evaluate effectiveness of new donor engagement strategy DFD 06/30/10 1 10 Develop list of documents that need to be standardized DHRA 10/31/08 1 10 Create a document control and distribution system for the agency DHRA 12/31/08 1 10 Revise and standardize all agency documents DHRA 03/31/09 1 11 Develop list of needs related to IT, software and communication systems DD 07/31/08 1 11 Select fundraising software consultant(s) for financial management and fundraising DD 09/30/08 1 11 Select telecommunications consultant DD 09/30/08 1 11 Conduct an assessment of IT, fundraising software finance software and telecommunications DD 12/31/08 1 11 Review software options for fundraising and finance (including MIP and MP) DD 12/31/08 1 11 Review options for maximizing IT and communications equipment DD 12/31/08 1 11 Determine appropriate upgrades of software and hardware DD 01/31/09 1 11 Develop budget for upgrades DD 02/28/09 1 11 Begin implementing hardware and software upgrades DD 07/01/09 1 11 Develop an IT and communications systems manual DD 12/31/09 1 12 Focus group to discuss handling of communication with staff DHRA 06/30/08


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1 12 Present findings on staff communication to management team DHRA 10/31/08 1 12 Bring proposal on staff communication for review and approval by policy team DHRA 12/31/08 1 12 Clarify and communicate policies regarding substance abuse in the buildings DPM 12/31/08 1 12 Implement changes in ways to communicate with staff DHRA 01/01/09 1 13 Improve staff training resources based on staff input DHRA 06/30/08 1 13 Create a staff supervision manual DD 01/31/09 1 13 Conduct legal review of staff supervision manual DD 03/30/09 1 13 Complete supervisors manual and train staff on its use DD 06/30/09 1 13 Redesign CHP’s staff hiring process and train staff on its use DHRA 06/30/10 1 14 Discuss possible changes to the by-laws at the annual Board retreat and create outline ED 12/31/08 1 14 Collect by-laws and amendments already approved ED 02/28/09 1 14 Draft by-law changes with Board Executive Committee and provide to attorneys for review ED 04/30/09 1 14 Present revised by-laws at the annual retreat for review and revisions ED 12/31/09 1 14 Make adjustments and finalize by-laws at the January Board meeting ED 01/31/10 1 14 Final review by attorney and submission to State ED 03/31/10 1 15 Present Board with findings from 2007 Board retreat and develop action steps ED 03/31/08 1 15 Revise Board operations based on the action steps above ED 07/01/08 1 15 Evaluate Board committee operations at the 2008 retreat and make needed changes ED 12/31/08 1 16 Add Board member(s) from stakeholder groups as appropriate ED 12/31/08 1 16 Add at-large Board member(s) with a background in social enterprises and/or public relations ED 12/31/08 1 17 Identify different methods of cost allocation of direct and indirect expenses DF 10/30/08 1 17 Review indirect rate with various government agencies DF 12/31/08 1 17 Develop and implement new cost allocation/indirect policies to increase revenue for the administration department DF 02/28/09 1 17 Review administrative expenses and cut costs as appropriate DF 04/30/09 1 17 Incorporate increased revenue and decreased expenses into the new budget DF 05/31/09


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1 18 Create fee and distribution schedules for cash surplus for each site DAM 03/31/08 1 18 Improve systems for obtaining financial, demographic, plant and other data necessary for reporting and compliance DAM 06/30/08 1 18 Develop system to identify pertinent financial indices for each site DAM 09/30/08 1 18 Review and ensure accuracy and completeness of asset management binders for each site DAM 12/31/08 2 19 Survey tenants about their food and nutritional needs, in conjunction with CHOP DTS 07/31/08 2 19 Bring initial findings related to food security to management team and proceed as appropriate DTS 09/30/08 2 19 Research factors related to clinical services provision: pay, licensing, insurance, HIPAA, MediCal billing, etc. DTS 10/01/08 2 19 Bring initial findings about clinical services to management team DTS 12/01/08 2 19 Convene a work group of staff, Board members and community members to explore how clinical services should be delivered in CHP properties DTS 01/01/09 2 19 Bring report on clinical services to management team and proceed as appropriate DTS 06/30/09 2 19 Assess tenant need for rep. payee services and determine if CHP should address this issue DTS 07/31/09 2 19 Bring initial findings on rep. payee services to management team and proceed as appropriate DTS 10/31/09 2 19 Convene a work group of staff from Employment and Tenant Services departments to explore if CHP should provide an intensive life skills program for tenants DTS 11/30/09 2 19 Bring a report on intensive life skills to management team and proceed as appropriate DTS 03/31/10 2 19 Convene a work group of Property Management and Tenant Services staff to explore providing services to tenants prior to move-in DTS 04/30/10 2 19 Bring a report on services prior to move-in to management team and proceed as appropriate DTS 09/30/10 2 20 Create tenant/staff team to research and compile info on “move-up” housing options for CHP tenants DTS 04/01/08 2 20 Define baseline criteria to identify potential tenants for “move-up” housing and the number of tenants that could be served by such a program DTS 07/01/08 2 20 Explore and compile resources to support independent housing such as money management and credit improvement DTS 09/01/08


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2 20 Design outreach, intake and service plan steps to assist tenants interested in “move-up” housing DTS 10/15/08 2 20 Create housing options binder that packages resources, housing options and steps toward independence for staff/tenants DTS 11/15/08 2 20 Present findings/resource package and “housing options program” to staff and tenants DTS 11/15/08 2 20 Launch housing options program DTS 01/01/09 2 21 Create a work group to develop a program to increase accountability in our community through innovative methods DTS 09/01/08 2 21 Facilitate tenant & staff focus group(s) and/or written survey(s) to brainstorm around the issue of accountability within our community DTS 12/01/08 2 21 Research outside agency supportive housing programs and how they address accountability issues DTS 03/01/09 2 21 Research and explore developing a mediation training program to provide peer mediators at each site to listen to and mediate tenant-to-tenant disputes DTS 03/01/09 2 21 Research and explore possibility of contracting arbitration services to mediate tenant-to-CHP disputes before an eviction is pursued DTS 03/01/09 2 21 Based on staff and management team feedback, make adjustments in draft recommendation on increasing accountability within our community DTS 05/01/09 2 21 Present recommendations to staff for innovative ideas and tools to increase accountability while giving staff more flexibility DTS 06/01/09 2 21 Conduct staff trainings on new tools and recommendations related to accountability within our community DTS 09/01/09 2 22 Explore development options, including those on Treasure Island and report to the Board DHD 09/30/08 2 22 Secure control of first additional development site DHD 12/31/08 2 22 Secure control of second additional development site DHD 12/31/10 2 22 Complete construction drawings for first additional development site DHD 12/31/10 2 23 Get input from staff, tenants and Board on housing for subpopulations DHD 04/30/09 2 23 Conduct research on housing for subpopulations DHD 09/30/09 2 23 Explore programs for subpopulations ED 09/30/09 2 23 Draft a report based on subpopulations research and present to development team and Board DHD 01/31/10 2 23 Finalize plan for pursuing housing for subpopulations DHD 07/31/10 2 24 Convene direction team to work on strategic plan ED 06/30/09


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2 24 Conduct initial analysis of current strategic plan and the state of the organization to create a framework for the new strategic plan (2011 - 2015) ED 09/30/09 2 24 Survey staff, tenants, Board members and external partners on CHP’s strategic direction during the next 5 years ED 12/31/09 2 24 Conduct analysis of data collected on strategic survey ED 03/31/10 2 24 Develop first draft of the strategic plan ED 06/30/10 2 24 Develop 5-year staffing plan that considers all strategic objectives ED 09/30/10 2 24 Develop 5-year budget that considers all strategic plan objectives ED 09/30/10 2 24 Develop 5-year fundraising plan that considers all strategic objectives ED 09/30/10 2 24 Revise initial plan based on the various five year plans developed ED 11/30/10 2 24 Finalize strategic plan and bring to Board of Directors for review and approval ED 12/31/10 2 25 Research financing options for office space ownership and present feasibility analysis to Board of Directors DAM 06/30/08 2 25 Solidify pre-development financing commitments DAM 12/31/08 2 25 Research capital campaign feasibility DAM 03/31/09 2 25 Develop a project team and consultants DAM 06/30/09 2 25 Develop a basic design program for office space needs DAM 09/30/09 2 25 Work with broker to identify site for acquisition or lease DAM 12/31/09 2 25 Secure financing and get building under contract or lease DAM 12/31/10 2 26 Research requirements for certification as “green business” DD 12/31/08 2 26 Determine feasibility of obtaining certification as a green business. DD 03/31/09 2 26 If not feasible, determine which green business criteria CHP can achieve DD 06/30/09 2 26 Create schedule and assign responsibilities for implementation of greening objectives DD 12/31/09 2 26 Incorporate green objectives into housing development activities DD 12/31/09 2 26 Begin implementation of greening objectives per schedule DD 06/30/10 2 27 Hire firm to work on strategy and marketing plan for CHP DFD 02/28/08 2 27 Develop communications plan to fulfill strategic communication needs DFD 06/30/08 2 27 Develop collateral utilizing strategy and begin producing materials DFD 09/30/08 2 27 Finalize communications plan and budget accordingly DFD 12/31/08 2 27 Fully implement communications plan DFD 12/31/09 2 28 Develop list of criteria for selecting vendors (services and supplies) DPM 03/28/08


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2 28 Review City regulations and other contract requirements for vendors DAM 03/31/08 2 28 Bring draft vendor policy to management team for review and revision DD 05/31/08 2 28 Complete organizational vendor policy and train staff DD 07/01/08 2 29 Determine evaluation needs ED 09/30/08 2 29 Select evaluation firm ED 12/31/08 2 29 Assess current evaluation and reporting systems and requirements ED 03/31/09 2 29 Determine appropriate evaluation measurements for CHP to take ED 06/30/09 2 29 Research appropriate evaluation software and hardware ED 09/30/09 2 29 Purchase evaluation software and hardware as needed ED 12/31/09 2 29 Develop evaluation systems plan and take next steps as appropriate ED 05/31/10 2 30 Research available city and partner resources for developing a disaster plan for CHP DAM 04/30/08 2 30 Develop basic interim disaster plan DAM 06/30/08 2 30 Research services available for CHP’s properties in aftermath of a disaster DAM 09/30/08 2 30 Research services available for CHP’s tenants in aftermath of a disaster DTS 09/30/08 2 30 Draft comprehensive plan for review by management team and Board of Directors DAM 12/31/08 2 30 Prepare all facets of plan, including staff trainings that require advance preparation DAM 12/31/09 2 30 Await disaster DAM 01/01/10 2 31 Complete CHP’s leadership development plan DD 06/30/08 2 31 Implement and monitor the leadership development plan ED 12/31/08 2 31 Review promotion patterns, including results of promotion from the previous three years DHRA 01/31/09 2 31 Review current staff and identify potential management members DHRA 03/28/09 2 31 Create professional development growth plan for potential management members DHRA 06/30/09 2 32 Conduct focus group of entry level staff regarding needs of staff support group DD 07/31/09 2 32 Consult with human resources group in similar agencies to get input and ideas about supporting entry level staff DD 09/30/09 2 32 Present findings to management team on entry level staff support and proceed as appropriate DD 12/31/09 3 33 Convene work group of interested staff to design CHP’s family program DTS 01/15/08


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3 33 Hire consultant to design the overall program components DTS 02/15/08 3 33 Conduct focus groups with staff and tenants from family supportive housing in the Tenderloin to learn about best practices and challenges DTS 03/30/08 3 33 Research and catalogue neighborhood programs and resources (educational, social, recreational, music and art) DTS 04/15/08 3 33 Work with consultant to design CHP’s family services program for AWA, including program elements ages of youth to be served, main duties of youth services coordinator, milestones and outcomes DTS 06/01/08 3 33 Present draft program to the work group DTS 06/15/08 3 33 Finalize budget and research possible funding sources if additional funds are needed beyond HSA contract DTS 07/15/08 3 33 Build partnerships with neighborhood youth and family resources and develop MOUs to provide services to youth as needed DTS 09/01/08 3 33 Present family program to CHP staff DTS 10/31/08 3 33 Launch program when AWA opens and launch at CHP’s existing sites DTS 01/01/09 3 34 Develop revised timeline for business implementation and expansion DET 04/30/08 3 34 Complete business plan and financial model DET 06/30/08 3 34 Continue marketing of all business lines DET 07/01/08 3 34 Evaluate results from first year of enterprise operations DET 12/31/08 3 34 Evaluate CHPE staff support and development program and modify as needed DET 03/01/09 3 34 Evaluate sustainability of enterprise and determine long-term corporate structure DET 03/01/09 3 34 Evaluate results from first two years of enterprise operations DET 12/31/09 3 34 Achieve job creation goal of 45 new FTE’s DET 09/30/10 3 34 Evaluate results from first three years of enterprise operations DET 12/31/10 3 35 Develop a community organizing plan that includes strong community building and leadership development components DET 06/30/08 3 35 Develop criteria and methods to evaluate community organizing efforts DET 06/30/08 3 35 Design a site-based mobilization strategy involving staff and residents DET 06/30/08 3 35 Evaluate fundraising efforts and opportunities and present sustainability plan to the Board of Directors DET 09/30/08 3 35 Improve integration of CHOP into all aspects of CHP including the creation of a path for tenants to serve on the CHP Board DET 12/31/08 3 35 Evaluate annually participation of tenants, staff and Board in terms of numbers and depth of participation DET 12/31/08


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3 36 Finalize AWA services plan and budget DTS 02/01/08 3 36 Develop AWA leasing procedures DPM 04/15/08 3 36 Begin Arendt House construction DHD 09/15/08 3 36 Begin hiring AWA property management staff DPM 10/15/08 3 36 Begin hiring AWA tenant services staff DTS 10/15/08 3 36 Finalize Arendt House services plan and budget DTS 12/15/08 3 36 Begin AWA operations DHD 01/15/09 3 36 Develop Arendt House leasing procedures DPM 03/15/09 3 36 Begin hiring Arendt House property management staff DPM 09/15/09 3 36 Begin hiring Arendt House tenant services staff DTS 09/15/09 3 36 Begin Arendt House operations DHD 12/15/09 3 36 Begin Parcel G construction DHD 02/01/10 3 36 Finalize Parcel G services plan and budget DTS 08/01/10 3 36 Develop Parcel G leasing procedures DPM 12/31/10 3 37 Finalize Cambridge financing plan DHD 04/01/08 3 37 Start feasibility analysis of Hamlin/William Penn rehab DHD 07/01/08 3 37 Begin recommended Hamlin/William Penn rehab strategy DHD 01/01/09 3 37 Secure commitments for all Cambridge rehab funding DHD 04/01/09 3 37 Begin Cambridge construction DHD 07/01/09 3 37 Complete Cambridge construction DHD 07/01/10 3 38 Review and revise the staffing structure of the property management department DPM 09/30/08 3 38 Develop non-personnel changes needed in the property management department DPM 11/30/08 3 38 Develop a budget for the new staffing structure and other changes in the property management department DPM 02/28/09 3 38 Begin implementing non-personnel changes to the property management department DPM 04/30/09 3 38 Hire new property management staff required for the new structure DPM 07/01/09 3 39 Develop a two year fundraising plan for CHP that takes into consideration growth in housing and new initiatives DFD 05/31/08 3 39 Implement new fundraising strategies with a special focus on CHPE, CHOP and attracting larger grants and national foundations DFD 05/31/09


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3 39 Achieve all fundraising goals outlined in the aforementioned plan and/or those required by CHP’s current needs DFD 06/01/10 3 40 Evaluate CHP Enterprises and the expansion of CHP’s housing portfolio and third party property management as related to the corporate structure ED 04/30/08 3 40 Evaluate Goldfarb and Lipman’s memo on CHP’s corporate structure ED 05/31/08 3 40 Based on corporate structure evaluations, meet with insurance, accounting and legal consultants ED 07/30/08 3 40 Decide upon need to create a new corporate entity(ies) ED 09/30/08 3 40 Create new corporate entity(ies) as needed ED 01/31/09 3 40 Set up new insurance, accounting and other systems as needed for new corporate structure ED 06/30/09 3 40 Begin operation of new entity(ies) ED 12/31/09 3 41 Revise reserve and developer fee policies for CHP DF 05/31/08 3 41 Develop new budget tools for housing development and the agency at large DF 12/31/08 3 41 Assess need for changing CHP’s fiscal year DF 12/31/09 3 41 Make decision on whether or not to change fiscal year DF 06/30/10 3 41 Develop plan for changing the fiscal year DF 09/30/10 3 41 Change fiscal year DF 12/31/10 3 42 Determine need to restructure payroll management to better address the organization’s needs in terms of salary allocation, benefits tracking and efficient collection of timesheets DF 11/30/08 3 42 Budget for new payroll system DF 02/28/09 3 42 Implement new payroll system DF 06/30/09 3 43 Explore opportunities for replicating CHP’s model in other communities ED 12/31/09

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