Strategic Plan (Updated April 2016) 201620165€¦ · conduct a SWOT analysis, and then to identify...

Preview:

Citation preview

 

 

   

Mutual Housing California  8001 Fruitridge Road, Suite A, Sacramento, CA 95820 Phone: (916) 453-8400 Fax: (916) 453-8401 www.mutualhousing.com

StrategicPlan(UpdatedApril2016)201620165

2014‐2018

Mutual Housing California| 2014‐2018 Strategic Plan  2 

 

TableofContents 

Introduction................................................................................................................................................................................3

History...........................................................................................................................................................................................3

MutualHousingCaliforniaToday.…………..………………………………………………………………………………….4

EnvironmentalFactors...........................................................................................................................................................7

S.W.O.T.Analysis.........................................................................................................................................................................................10

MissionStatement..................................................................................................................................................................13

CoreValues.................................................................................................................................................................................13

OurVisionfor2018...............................................................................................................................................................14

MutualHousing'sGoalsfor2018...................................................................................................................................15

EvaluationMethodology…………………………………………………………………………………………………………..21

Acknowledgments..................................................................................................................................................................22

AppendixA:ListofJanuary2014BoardMembersandManagementTeam

FrontCover:NewHarmonyMutualHousing:GreenBuilderAwardRecipient

PhotographonthefrontisofNewHarmonyMutualHousingCommunity,takenbyFrankDomin.NewHarmonyisournewestcommunity,havingopenedinFebruary2013,andisemblematicofourfuturedirection.Withsolarphotovoltaicpanelsproducingtheequivalentof80percentoftheenergyneededfortheresidentialandcommunitybuildings,itishighlyefficient.GreenBuildermagazinerecentlybestowedits“GreenHomeAward‐BestCommunityProject”toNewHarmonyaspartofitssixthannualHomeoftheYearawards. 

   

Mutual Housing California| 2014‐2018 Strategic Plan  3 

 

Introduction

Inthesecondhalfof2013,MutualHousingCalifornia(MutualHousing)conductedstrategicplanningtoidentifyitsvision,goalsandstrategiesforthenextfiveyears.Inpreparationforplanning,keyorganizationalstakeholderswereinterviewedandanenvironmentalscanwasconducted.Externalopportunitiesandchallengesaswellasinternalstrengthsandareasforimprovementwereidentified.Staffmetseveraltimesoverthecourseofsixmonths,firsttoconductaSWOTanalysis,andthentoidentifythefive‐yearvision,goalsandstrategies.TheBoardcontributedandprovidedoversight.MutualHousingiscommittedtofulfillingourmissionandmeetingourgoals,withthecontinuedsupportofourcommunityandpartners.

History

Formedin1988asSacramentoMutualHousingAssociation,ataxexemptCaliforniapublicbenefitcorporation,MutualHousingwasfoundedasthefirstmutualhousingdevelopmentorganizationintheWesternUnitedStates.MutualHousingwasinitiallyformedfromapartnershipofneighborhoodresidents,businessrepresentatives,housingadvocates,andlocalgovernment.Itsmainobjectivewastocreatealocallycontrollednonprofitthatwouldhelptocatalyzerevitalizationoflow‐incomecommunitiesbystrengtheningneighborhoodassets–boththehousinganditsresidents.

MutualHousing’sinitialfocuswastoacquiredeterioratingmultifamilystructures,andleverageprivateandpubliccapitaltorenovatepropertiesandturnthemaroundintosafe,affordableandwell‐functioningresidentialcommunities.Similarly,byattractinginvestmenttoconstructnewhousingonvacantin‐filllots,MutualHousingwouldaddtothelocalsupplyofsafe,affordablehousingandeliminatethehazardsoftenassociatedwithvacantlots.

By2000,MutualHousingwasprovidinghousingforover2000residents,withafulltimestaffof8servingahighlydiverseresidentpopulationandaBoardofDirectorswithmajorityresidentcomposition.Threeyearslater,itdoubleditsstaffsizeanditsportfolioincludedninepropertieswith600housingunits.InitsseconddecadeofoperationMutualreceivedlargegrants,includingalandmark2001California

The Mutual Housing Model The Mutual Housing model offers a permanent solution to the housing needs of low‐income families by creating communities in which residents have a vested interest.  Residents take a key role in the operation and life of their community through site‐specific resident councils and issues committees.  These councils, working together with management, develop “house rules,” review financial reports, plan resident activities, evaluate programs, and plan and implement outreach and education strategies. Councils provide leadership in the identification of resident talents and how those assets can be used to support the community, as well as the identification of community needs and in raising resources to fill those needs such as youth development programs, education and economic development resources, safety and security programs, and recreational facilities.

Mutual Housing California| 2014‐2018 Strategic Plan  4 

 

Endowmentgrantof$279,000,amultiyearfederalSubstanceAbuseandMentalHealthServicesAdministrationgranttoleadayouthcoalitioninSouthSacramento,and$200,000fromBankofAmericaastherecipientoftheBank’s2006NeighborhoodExcellenceAward. MutualHousingbecamewellknownintheSacramentoregionnotonlyforthequalityofitshousingdevelopments,butforitsresidentleadershipprogramsandcommunityorganizing.FinancialCapabilityandAsset‐Buildingprogramsweredevelopedtofurtherresidents’financialskillsandeconomicindependence.In1988,MutualHousingexpandeditsreachbyaffiliatingayoungermutualhousingassociationinYoloCountyandincorporatingitsfourhousingdevelopmentsintoMutualHousing’sportfolio.

Mutual Housing California Today

Nowcelebratingits25thanniversary,theorganizationhasmarkedtheoccasionwithanamechangetoMutualHousingCaliforniatobetterconveyitsroleandcapabilityinprovidingstatewideleadershipinthedevelopmentandmanagementofpermanentlyaffordablehousingviathemutualmodel.

ContinuingundertheskillfulleadershipoflongtenuredExecutiveDirectorRachelIskowandaseasonedmanagementteam,MutualHousingnowboastsatotalinvestmentinhousingof$141million.Annualgrosspotentialrentsarenearly$8.5million,andtheorganizationisprovidinghousingfor3000residentsin1009homesin18multifamilycommunitiesacrossSacramentoandYolocounties.MutualHousinghasbecomealeaderinsustainable“green”housingdevelopmentandcontinuestoinnovateinareasofdesignandconstruction,andthroughitsresidentleadershipprograms.

MutualHousingremainscommittedtostrengtheningneighborhoodsandbuildingresidentskillsthroughacomprehensivecommunityorganizingandleadershipdevelopmentprogramwhichprovidesopportunitiesforresidentstomaketheirvoicesheardandmakechangeintheircommunitiesandbeyond.Inrecentyears,despitecontractionintheindustryduetoextremelychallengingeconomicconditions,MutualHousinghasundergonegeographic,organizationalandprogrammaticexpansion.Notablemilestonesinclude:

LedresidentsinsuccessfuladvocacyeffortstopasstheCityofSacramentoproactiverentalhousinginspectionordinance.(2008)

AffiliatedwithYoloMutualHousingAssociationandtookfourmultifamilyDavispropertiesintoitsportfolio.(2008)

Awardedfederalmulti‐yearSubstanceAbuseandMentalHealthServicesAdministrationgranttoleadSouthSacramentoCoalitionforFutureLeaders.(2008)

NegotiatedtheexitoftheinvestorlimitedpartnerintheNorwoodEstatespartnership.(2009)

PurchasedvacantacreageforfutureconstructionofmutualhousinginthetownofWoodland,YoloCounty.(2010)

Mutual Housing California| 2014‐2018 Strategic Plan  5 

 

PurchasedvacantacreageforfutureconstructionofmutualhousinginSouthSacramento.(2010)

PurchasedfromtheRedevelopmentAgencytheir28unitapartmentbuildingandHeadStartCenteradjacenttoNorwoodMutualHousingCommunityandreceivedfundstorenovatetheproperty.(2010)

ChosenastheleadlocalorganizationfortheCorporationforEnterpriseDevelopment’sAssetsandOpportunitiesNetwork.(2011)

PilotedaGreenLeadersprogramwhichengagesresidentsinbecomingsustainabilityleadersintheircommunities.(2011)

DevelopedMutualHousingattheHighlands,anenvironmentallysustainablecommunityoftownhomesandstudioapartmentswiththe(then)highestGreenPoint‐ratedBuilditGreenscoreintheregion.Thecommunityoffershousingandsupportiveservicesforlowincomeandformerlyhomelessindividuals,somewithmentaldisabilities.(2011)

MadesubstantialgreenimprovementstoFoothillPlazaMutualHousingCommunitythroughaHUDGreenRenovationProgramgrant.

CompletedtheinfrastructureimprovementsandtheinstallationofanewcommunitybuildingatWesternerMobileHomePark,aMutualHousingCommunity.

DevelopedNewHarmonyMutualHousingCommunity,thehighestprivately‐ownedresidentialsolarpowerproducerinthetownofDavis.ThiscommunityreceivedthehighestGreenPointratedBuilditGreenscoreforamultifamilydevelopmentintheregionandreceivednationalrecognitionasGreenBuilderMagazine’stopgreencommunityprojectaward.(2013)

SecuredallfundingcommitmentsneededtobuildthefirstzeronetenergyhousingcommunityforagriculturalworkersinNorthernCaliforniaandthefirstLEEDratedmultifamilyhousingdevelopmentinWoodland.(2013).

Syndicatedthreeexistingdevelopments(LosRobles,GreenwayandGlenEllenMutualHousingCommunities)intoonepartnershipandobtainedtaxcreditsandfinancingcommitmentssufficienttoconductmajorgreenrenovations.

BeganconvertingallDavismutualhousingcommunitiestosolarenergyproducers(2013)

ObtainedGreenOrganizationdesignationfromNeighborWorks®AmericaasarecognitionofMutualHousing’sincorporationofsustainabilitystrategiesthroughouttheorganizationanditsprograms.

Hired30newemployeesandstartedanonprofitpropertymanagementfirm,MutualHousingManagement,tomanagetheMutualHousingportfolio.(2013)

ThetablebelowprovidesinformationabouteachpropertyinMutualHousing’sportfolio.

Mutual Housing California| 2014‐2018 Strategic Plan  6 

 

MutualHousingPropertyOverviewCounty/Property  # of 

Units Community Type/ Population served 

Special features 

Sacramento County 

Evergreen Mutual Housing Community 

55  Families  Tot lot; Community‐wide free Internet service. 

Foothill Plaza Mutual Housing Community 

98  Seniors and families 

Tot lot; community center; mini‐computer lab; solar thermal water heating. 

Glen Ellen Mutual Housing Community 

35  Families  Community room; tot lot. 

Greenway Mutual Housing Community 

54  Families; formerly homeless residents 

Community room; tot lot; computer lab; 

Community garden. 

Mutual Housing at Lemon Hill  

74  Families  Community center; computer learning lab; service offices; tot lot. 

Los Robles Mutual Housing Community 

80  Families  Community center; mini‐computer lab; basketball court; tot lot. 

Mutual Housing at the Highlands 

90  Families; formerly homeless individuals; mentally disabled 

Community‐wide free wireless internet; community center; mini‐computer lab; conference room; social work/counseling offices; solar thermal common area heating; public art; 24 hour staffing; resident planting areas; garages for townhomes. 

Norwood Mutual Housing Communities 

87  Families; seniors  Community center; computer lab; tot lot; Head Start Center. 

River Garden  Mutual Housing Community 

123  Families  Two community centers; computer learning lab; tot lot; community gardens. 

Victory Townhomes Mutual Housing Community 

21  Families  Community‐wide free internet access; community center; computer learning lab; tot lot; solar photovoltaics. 

Westerner Mutual Housing Community 

47  Families; seniors  Community building; swimming pool. 

 

 

Mutual Housing California| 2014‐2018 Strategic Plan  7 

 

Yolo County 

Moore Village Mutual Housing Community 

59  Families  Tot lot; community center; solar photovoltaics. 

Tremont Green Mutual Housing Community 

36  Families  Tot lot, community building; community garden; planned photovoltaics. 

Twin Pines Mutual Housing Community 

36  Families  Tot lot, community gardens; community building; solar photovoltaics. 

Owendale Mutual Housing Community 

45  Families; formerly homeless 

Community‐wide free internet access; swimming pool; community gardens; community building; tot lot; planned solar photovoltaics. 

New Harmony Mutual Housing Community 

69  Families  Community‐wide free internet access; solar photovoltaics; community gardens; community center; financial education conference room; study room; tot lot; public art. 

Environmental Factors

TheenvironmentinwhichMutualHousingisoperatinghaschangeddramaticallyinthepast5years.Externaleventssuchasthehousingcrisisandneardemiseofthefinancialsector,andthesubsequentrecessionandshortfallinCalifornia’sandlocalgovernments’budgets,arecontinuingtocauseextremedifficultyinthehousingindustry,andhaveforcedmanyfor‐profitandnon‐profitdevelopersoutofbusiness.SignificantfactorsinMutualHousing’sexternalenvironmentarelistedanddiscussedbrieflybelow.

AvailabilityofDevelopmentCapital.Redevelopmentsubsidiesforaffordablehousingbecamenon‐existentwiththe2012demiseofredevelopmentagencies.Voter‐approvedbondfundsmadeavailablethroughthe2006passageofProposition1Cwas,forthemostpart,spentdownby2012.ThefederalgovernmentcontinuedtoreducesupportforhousingdevelopmentthroughreductionsinHUDsubsidies,ruralhousingsubsidiesandthefederalHOMEandCDBGprograms.However,nationalandregionalfinancialinstitutionscontinuetohaveanappetiteforlendingonmultifamilydevelopments.Onthedownside,thereislimitedavailabilityof9%taxcreditsavailableintheregionandthetaxcreditmarketcontinuestobesomewhaterratic,withpricinguncertainandlimitedbank/investorCRAorotherappetiteforinvestmentinSacramentoandtheCentralValley.

PropertyValues.Therecessioninthehousingmarketcontinues,andpropertyvaluesarestillrelativelylow,buthavestartedtoincrease.Themedianperunitaskingpricefor

Mutual Housing California| 2014‐2018 Strategic Plan  8 

 

multifamilypropertiesinSacramentoCountyhitalowof$60,000inthefourthquarterof2012.TheAugust2013medianwasupto$68,000‐‐up9.3%fromayearprevious.Whilethispriceindexhasbeenbothupanddownthisyear,a24%increaseinlistingsoverayearagoseemstoprovidesomeopportunitiesforpurchasingexistingmultifamilyproperties.Thisdependsonthecontinuingpricetrendsandourabilitytocompetewithotherbuyerswhocanoffercashand/orshorterescrowperiods.Thenumberofdaysonthemarketisdown5.9%fromayearago.CashinvestorshavepurchasedmuchofSacramento’ssinglefamilyinventory.

JobsandEconomicConditions.Thefiscalcrisisiscontinuingatalllevelsofgovernment(local,state,andfederal).Cutstothefederalbudgetfromsequestrationandthegovernmentshutdownhavefurtherslowedeconomicgrowthandtherecessionaryeconomyiscontinuingtoimpactareajobsandincreaseunemployment.SacramentoCounty’sunemploymentratereachedahighof13.1%inJulyof2010,andhaddecreasedto9.2%inJuly2013.ByDecember2013,Sacramento’sunemploymentratehaddecreasedto8.1%,andCalifornia’sto8.5%,howeverYoloCountywasat9.4%andSanJoaquinCountywasataverytroubling12.2%.

AreaRents&DemandforHousing.Recentregionalrentaltrendssuggestastrongcontinuingneedforhousingproductsandservicestargetedatlowandverylow‐incomehouseholds.WhentheSacramentoHousingAuthorityopeneditswaitinglistforhousingvouchersinJune2013,50,000peopleappliedfor3,000openslotsonthelist.ArecentreportbytheSacramentoAreaCouncilofGovernmentsshowstheneedfornewhousingunitsforlowandverylowincomefamiliesfortheperiodof2014‐2018tobe23,211initsfullservicearea(ElDorado,Placer,Sacramento,Sutter,YoloandYubaCounties).Thecorrespondingneedoverthattimeis12,443unitsforSacramentoCountyand2,323forYoloCounty.Intermsofvacancyrates,thenationalstatisticasoftheendofthird‐quarter2013is8.8percent.Correspondingrateslocallyare5.5percentinSacramentoCounty(downfrom6.3percentin2012),4.4percentinSanJoaquinCounty(downfrom10percentin2008,largelyduetoasteepdecreaseinhomeownership),andjust2percentinYoloCounty(downfrom7.1percentlastyear).TheCityofDavisisseeingasub‐rateof1.7percent,asofApril2013.InSacramentoCounty,rentsarestagnant–thecurrentaverageaskingmonthlyrentof$917isuponly1percentfromlastyear.YoloCountyhasthehighestaskingmonthlyrentintheregion,at$1,263–a7percentincreasefromtheprioryear.

Politicalconditions.WhileaffordablehousinghasnotbeenapriorityofthecurrentGovernor’sagenda,onthepositiveside,anactiveadvocacyenvironmentismakingastrongpushtowardpassageoflegislationtocreateanewpermanentsourceofhousingdevelopmentsubsidiesinCalifornia(theCaliforniaHousingandJobsAct).TheStateSenatePresidentProTemrepresentsaSacramentodistrictandisastrongsupporterofbothMutualHousingandthislegislation.Locally,thelocalsinglefamilyhomedevelopmentcommunity,organizedundertheBuildingIndustryAssociation,hasputenormouspressureonlocalofficialstodecreasebuilderresponsibilitiestocontributetoproductionofaffordablehousingunderseverallocalmixedincomehousingordinances.2014is

Mutual Housing California| 2014‐2018 Strategic Plan  9 

 

lookingliketheyearthatmanyofthesepolicieswillbeweakenedandresultbothintheproductionoffeweraffordablehousingunitsandinthedevelopmentoffewerinclusivecommunities.

Economicstatus.U.S.CensusdatareleasedinSeptember2013showedthatpovertyisatanall‐timehighinourregion–16.9percentoffamilieslivebelowthefederalstandard.Localpovertyhasrisensteadilysinceits2007levelof11percent.Analternativepovertyindexthattakesthevaryinggeographiccostsofliving,includinghousingcosts,intoconsiderationrevealedthat22percentofCaliforniansarelivinginpoverty,17percentinSacramentoCountyand23percentinYoloCounty.ThepovertyestimateforchildreninCaliforniais25%.

Mutual Housing California| 2014‐2018 Strategic Plan  10 

 

S.W.O.T. (Strengths, Weaknesses, Opportunities & Threats) Analysis

Aspartofitsstrategicplanningprocess,MutualHousingconductedananalysistoidentifystrengths,weaknesses,opportunitiesandthreats(S.W.O.T.).Inputwasreceivedfromstaff,boardandotherkeycommunitystakeholders.OrganizationalStrengths

Leadership:MutualHousing’svisionaryandinnovativeCEO,witha19‐yeartenure,whohasastronghousingdevelopmentbackgroundandadedicated,skilledmanagementteam,complementedbyadiverseboardthatincludesrepresentationfromthepublicsector,thebankingindustry,andtherealestateindustry,togetherwithstrongresidentrepresentation.

Clarityofpurposeandprograms:MutualHousingmaintainsastrongandconsistentfocusonthedualmissionofdevelopingandpreservingmultifamilyaffordablehousingandbuildingcommunityandresidentleadership.Thisclearfocusonourkeystrengths,combinedwithastrongriskmanagementandriskmitigationapproachandmanagementstyle,helpedtheorganizationweathertherecentrecessionandcontinuetogrowduringthatperiod.

Financialsystems:Exceptionalfinancialmanagementsystemsandfinancialcontrolshavecreatedareputationfortheorganizationasatrustworthystewardofpublic,private,andcommunityfunds.MutualHousinghasservedasfiscalsponsorforcommunitycoalitionsandorganizationsattherequestofpublicofficialsandcommunitygroups.

Adaptingtochangingopportunities:MutualHousing’ssmall,talentedstaffisabletobenimbleinrespondingquicklytoopportunitiesinthemarketplace.  Forexample,theytookadvantageofanationalPortfolioInitiativesprogramtorecapitalizeexistingportfolio.

Exemplary‐rated:In2013,MutualHousingreceivedthehighest,“exemplary”ratingfromNeighborWorks®America’sintensiveorganizationalassessment,aratingwhichMutualHousinghasmaintainedforthelast15years.

Advocacy:MutualHousingisastrongadvocateforaffordablehousingandparticipatesinbroaderregionalandstatewideefforts.

Residentempowerment&communityengagement.MutualHousingiscommittedtonotonlyempoweringandprovidingservicestoitsownresidents,buthasalsoeffectivelyengagedthelargercommunityandpridesitselfonbeingagoodneighbor.

Persistenceandcollaborationforprojectcompletion.MutualHousingisknownforpersistenceingettingprojectsapprovedandfunded,andworkscollaborativelywithlocaljurisdictions.

Highquality,greendevelopment.MutualHousingisknownforbuildingandmanagingbeautiful,successful,andsustainable(“green”)affordablehousingdevelopments.

Mutual Housing California| 2014‐2018 Strategic Plan  11 

 

S.W.O.T. Analysis, cont.

OrganizationalWeaknesses

Streamlinedevelopment.MutualHousingneedstocontinuetoleverageitscorecompetenciesandstreamlineitsdevelopmenteffortstoreachanevenbroadercommunityandexpandgeographically.

Propertymanagement.Thirdpartypropertymanagementhasinsomecasesfailedtoliveuptocorporateandresidentexpectations,andchangeproveddisruptive,asMutualHousingcontractedwithvariousoutsidefirms.Now,MutualHousinghasdecidedtoundertakeitsownpropertymanagementandhopestoaddresssomeofthekeychallengesithashadinprovidingeffectivepropertymanagement.

Communicatingitsvalueproposition.MutualHousingneedstocontinuetodemonstratetothecommunitytheimportantrolethatisplayedbynon‐profitdevelopers.MutualHousinghasnotyeteffectivelytolditsuniquestorytodifferentiateitselffromothernon‐profithousingproviders,andthusattractmorefundinganddevelopmentopportunities.

Staffturnover.Witha20memberstaffworkinginnon‐propertymanagementpositions,upwardpromotionopportunitiesarelimited,andambitiousstaffleavetofindmanagementlevelpositionselsewhere.MutualHousing’sreputationhasmadeitpossibletoattractnewtalentedstaffintheirplace,butworkforcestabilityisanissue.

ExternalOpportunities

Demandforhousingwithsupportiveservices.NeighboringcountiesarelookingfordevelopersthatcaneffectivelyutilizeMentalHealthServicesActfunds.Thereispotentialforpartnershipswithnon‐housingorganizationscommittedtoprovidingthishousing. 

Highdemandincertainmarkets.DemandforaffordablerentalsinDavisisextremelyhigh,andvacancyratesareverylow,andtypicallyhoveringaroundonepercent.

Mergerswithothernon‐profits.Asotherdevelopersarebecominginsolventandliquidatingtheirportfolios,MutualHousingcouldacquireandmanagethem.

SeniorandVeteransHousing.MutualHousingiswell‐positionedtoservetheemerginghighneedforseniorandveteranshousing.

Broadentheservicearea.PossibleareasofexpansionincluderuralcommunitiesandnativelandsinthegreaterSacramentoregionthatlackdevelopmentcapacity.

Creativestrategies.Theremaybeopportunitiesforothertypesofdevelopmentthatwouldbenefitlowincomefamilies.Thiscouldincludetransit‐orienteddevelopment,mixeduse,ormixedincomehousing.

Self‐managementisnotamagicbullet.Bytakingonitsownmanagement,MutualHousingisthesoleauthorityonitspropertymanagementissues.Diligenceandfindingandkeepingtherightstaffwillbecritical.

Mutual Housing California| 2014‐2018 Strategic Plan  12 

 

S.W.O.T. Analysis, cont.

ExternalThreats

Environmentaluncertainty.Withthedemiseofredevelopmentagenciesandspentdownstatebondfunds,thefutureofaffordablehousingdevelopmentisunclear.Onethingisclear:therewillbeheightenedcompetitionforlimiteddevelopment/operatingsubsidies.Developerswillneedtobeveryentrepreneurialandcreativetosurvive.

Lackoffinancing.Federalandstatesourceshaveshrunk,andwithoutapermanentsourceoffunding,capitalwillcontinuetobeseverelylimited.

Challengestoinclusionaryhousing.Amajortoolforensuringdevelopmentofaffordablehousingisbeingchallengedincourts.Inresponsetothehousingcrisis,citiesareclaimingtheyneedtostimulatedevelopmentandareretractingcommitmentsforlandsetasides,inclusionaryfeesandlowincomehousingrequirements.

Sacramentodoesn’tcompetewell.Withcheaperlandandproperty,rentsarelowerinSacramento,whichmakesithardertomakeprojectscashflow.SacramentodevelopmentisatacompetitivedisadvantageforbankinvestmentdollarswhicharetargetedathigherCRAareaswherebankhavegreatercustomerdeposits.

Publicperception.WhileNIMBYismisacontinuingconcern,MutualHousingisalsofightingperceptionsthatsincethedeclineinhousingprices,affordablehousingisnolongerneeded.

Lackofskilledtalent.Duetotheindustrydownturn,qualifiedprofessionalsareleavingthefieldandareunlikelytoreturn.Braindrainisanindustry‐wideconcern.

 

Mutual Housing California| 2014‐2018 Strategic Plan  13 

 

Mission Statement

MutualHousingCaliforniadevelops,operatesandadvocatesforsustainablehousingthatbuildsstrongcommunitiesthroughresidentparticipationandleadershipdevelopment.

Core Values

WhileMutualHousingCaliforniapursuesitsvisionandstrivestoachieveitsmission,werecognizeourresponsibilitiesandobligationstoourmembers,employees,partnersandthecommunitiesinwhichweoperate.Ourcorevaluesarereflectedineverydecisionwemakeandineveryinteraction.

Individualstrengthsanddiversity:Werecognizetheuniquegiftsandtalentsofeachindividualandvaluethediversityamongus.Thesestrengthsandourdiversityarethefoundationuponwhichourorganization,ourcommunitiesandindividualhouseholdswillgrowstronger,andwithwhichwewillengagecommunitiesmosteffectively.

Relationships:Institutionsaremadeupofindividualswiththeiruniqueinterests,anditisincumbentonustovalueourrelationshipswiththeindividualswithinourownorganizationandinstakeholderinstitutions.Throughstrongrelationships,wewillmoreeffectivelymeetourmissionandattractfurtherresourcestorealizeourvision.

Stabilityandaccountability:Tobeaneffectivestewardofpermanentcommunityassets,wemustmaintainstabilityinthemanagementofourorganizationanditsfinancialhealth,andbeaccountabletoourdiversestakeholders.Wesimilarlystriveforthestabilityofourhousingpropertiesandindividualresidenthouseholds,whichtogetherwillcreatestrong,sustainablecommunities.

Residentvoices:TheMutualHousingmodelhasitsfoundationinavisionofhousingthatsustainscommunitiesthroughresidenteducationandresidentleadership.Westrivetoincorporatethevoicesofindividualresidentsthroughouttheorganization,recognizingthatthroughdiverseopinions,thebestdecisionswillbemade.

Healthy,sustainableenvironments:Healthyhousingisacriticalcomponentofindividual,familyandcommunityhealth,andweadvocateforhealthyhousingstandardsandenforcementregardlessofincomeofoccupants.Newsustainabletechnologiesshouldbeaccessibletolowincomehouseholds,andourhousingdevelopmentandoperationsshouldincorporatethosetechnologies.

Mutual Housing California| 2014‐2018 Strategic Plan  14 

 

Our Vision for 2018

In2018,MutualHousinghouseholdmembersandcommunitypartnersunderstandandcommunicatethenatureandvalueofouruniquenessasaninnovativedeveloperandmanagerofsustainable,affordablemultifamilyhousingthatemphasizesresidentleadership.MutualHousingisanoutstandingresourceandpartnerintheviewofresidents,neighborhoodassociations,localgovernments,familiesseekingaffordablehousing,andfor‐profitdeveloperslookingforinclusionaryhousingpartners.ThisisbecauseMutualHousing’sleadershipfocusmeansthatinadditiontobuildinghigh‐qualityhousing,ourboard,staffandresidentsintegratewiththecommunityattheneighborhoodandregionallevels,andcollaboratetomakeitabetterplacetoliveforeveryone.RegionalstakeholdersviewMutualHousingasatransparentandtrustworthystewardofcommunityresources.Wehavefurtherdevelopedandleveragedourcommunityrelationshipstoimpactkeypolicies,andwemaintainahealthydevelopmentpipelineinanexpandedgeographicalarea.Throughintegrationofourcorefunctions,consistentupgradingofouradministrativesystemstousecutting‐edgetechnology,andactiveengagementofresidents,wehavemaximizedoperationalefficiencyandbenefitstoMutualresidentsandlocalcommunities,whileensuringorganizationalandenvironmentalsustainability.Specificelementsofour2018visionforMutualHousinginclude:

Wearediversifiedintermsofproducttypesandgeography.

Weareaccessingapermanent(self‐perpetuating)governmentfundingsourceforhousingdevelopment.

Propertymanagementisalignedwithourmissionandallpropertiesreflecthighqualitystandards.Wearemarketingourexceptionalpropertymanagementservicetoothernonprofithousingorganizations.

Weareaprominentleaderincreatinggreenlivingcommunitiesthatfocusonresidenthealth.Environmentalsustainabilityissecondnaturetousandiswell‐establishedwithintheorganizationatalllevels.

Resident‐membersareactiveintheleadershipofMutualHousingandthecommunityatlarge.

OurBoard,managementandinternaladministrationreflectbestpractices,maintainacultureofcontinuousimprovementwithefficiencyandoutcomemeasurementattopofmind,andsupportallprogramsandservicesseamlessly.

Mutual Housing California| 2014‐2018 Strategic Plan  15 

 

Mutual Housing’s Goals for 2018

MutualHousinghasestablishedsixgoalswhichitplanstoachievebytheendofcalendaryear2018.Foreachgoal,measuresofprogressareidentified,aswellasstrategies,whichdescribetheprimarymeanstosupportgoalachievement.

Duringthefiveyearplanningperiod,seniorstaffwillannuallyidentifymilestones–targetswhichareessentialtoachieveinordertokeeptheorganizationontracktomeetitslongtermgoalsandrealizeitsvision.Managerswillbeheldaccountableforcreatingstaffworkplanswhichsupportachievementofannualmilestones.Milestonesareupdatedeachyearandenabletheorganizationtotrackitsprogresstowardsachievementofitsstrategicgoals.

 

 

 

  

Progresswillbemeasuredinthefollowingways: In2018,portfoliowillcontainatleast1,360unitsofhousing.

In2018,MutualHousingwillbeprovidingspecializedhousingforseniorsandveterans.

In2018,MutualHousingwillhavedevelopedaplatinumLEEDratedcommunityandreceivedanothernationalorstateawardandalocalorregionalawardforgreenhousingdevelopment.

By2018,allMutualHousingpropertiesheldfor15yearsormorehaveundergonephysicalevaluation,andcriticalimprovementsandgreenupgradeshavebeenmade.

Keystrategiestobeimplementedtoachievethisgoalinclude:

AnnuallyreviewandupdateGreenCapitalImprovementPlanwithHousingDevelopment,PropertyManagement,AssetManagementand3rdpartyexpertsforuseinnewconstruction,majorrehabilitationandon‐goingoperations.

Maintainexistingportfolioinpristineconditionforresidents,neighbors,investors,lendersandpartners

HousingDevelopmentstaffwillparticipateinPropertyImprovementTeam(“PIT”)processwhenconductingmajorrenovationsatexistingproperties.

Goal#1:By2018,MutualHousingistherecognizedleaderingreenaffordablehousingdevelopmentandrenovationintheNorthCentralValley,hasincreasedthesizeofitsportfoliobyatleast35%,andhasfurtherdiversifiedthetypesoflowincomeandverylowincomeconstituentsbeinghoused.

 

 

Mutual Housing California| 2014‐2018 Strategic Plan  16 

 

DevelopateamandpromotionalmaterialstoquicklyrespondtodeveloperRFQ’ssentoutbylocalgovernments.

Developpartnershipswithveteran’sserviceorganizationstoaidinobtainingresourcesanddevelopmentopportunitiesforveteranshousing.

Developinternalcapacityand/orpartnershipstoenabledevelopmentandoperationofspecifictypesofseniorhousing.

 

 

 

 

Progresswillbemeasuredinthefollowingways: 

75%ofourpropertiesmeetatleast7of9watch‐listmetricseachmonth. CashflowfromPMoperationsensurespaymentofallowedlimitedpartnerandgeneralpartnerassetmanagementfeesatallproperties.

80%ofMutualHousingpropertieshavenofindingsduring3rdpartyaudit/inspections.100%ofpropertiescorrectandrespondtoanyfindingswithin1week.

Whereenergyefficientequipmenthasbeeninstalled,propertieswillrealizeprojectedcostsavingswithin10%ofengineerprojections.

Residentsreportsatisfactionannuallyonpropertymanagementissuesofimportanceto

them.  

Keystrategiestobeimplementedtoachievethisgoalinclude:

SuccessfullaunchandoperationofMutualHousingManagement.

Createandfollowaplan,consistentwithMutualHousingCalifornia’smissionandvalues,formarketingandforselecting,orientingandretainingresidents.

ImplementarenterreadinessprogramtoeducateMutualHousingresidents&potentialapplicantsonresponsibilitiesofrentersandhowbeingaresponsiblerentercanleadtoimprovedqualityoflife&financialhealth.

Goal#2:By2018,MutualHousinghasimplementedcutting‐edge,sustainablepropertymanagementpracticesandleveragedinvolvementfromresidentsandotherdepartmentstoimprovepropertyperformance,provideadditionalbenefitstoresidentsandneighboringcommunities,andcreatemeasurableenvironmentalbenefits.

 

 

Mutual Housing California| 2014‐2018 Strategic Plan  17 

 

Fullyintegratepropertymanagementwiththeculture,systems,finances,mission,ethicsandstaffofallMutualHousing’slinesofbusinessthroughthedevelopmentofappropriatepoliciesandproceduresandongoingteam‐buildingactivitiesthatincludeallstaff.

Holisticallyaddresspropertyfinancialandoperationalchallengesandresidentconcernsbydevelopingsystemsandprocedurestoengageresourcedevelopment,housingdevelopment,assetmanagement,propertymanagementandcommunityorganizingperspectives.(e.g.regularmeetings)

Implementgreenoperationsmanagementpractices: O&Mplanscreatedandupdatedannually

Createandfollowgreenoperationsandmaintenancemanualsatallproperties.

Produceanannualgreenpropertysnapshotthatreportsongreenresidentinitiatives,utilityusage,andgreen/sustainableprojectscompleted

Expandgreenleadersprogramtoincreaseparticipationanddemonstratemeasurableoutcomes

Monitorenergyusagetosavecosts,reducewasteandguiderehabilitationandresidentgreeneducationefforts

HousingDevelopmentstaffwillworkwithpropertymanagers,maintenancestaff,communityorganizersandassetmanagementtoensureeffectivecommunicationandattentiontoresidentconcernsduringmajorrenovationsatexistingpropertiesthatmaysometimesrequiretemporaryrelocationofresidents.

Residentsandpropertymanagementselectatleastonejointgoalannuallyandmakeprogressinachievingitthroughcollaborativeefforts.

 

 

Progresswillbemeasuredinthefollowingways: 

InteractionwithPropertyManagement:80%ofresidentsuseagreeduponprocedureforreportingconcernsandappealsandPMrespondsto90%ofresidentappealsandrequestswithin48hoursandresolves/decides100%ofitemswithin30daysandcommunicatesthisdecisioninwritingtorequestingresident(s). Residentparticipationmeasure:CommunityOrganizersreportandresidentsurveysshowanincreaseinresidents’senseofpride,involvementandownershipintheircommunity.

Goal#3:By2018,MutualHousingCaliforniaresidentswillunderstandtheirrolesandresponsibilitiesasMutualHousingmembersandtakeanactiveroleindecision‐makingandinadvocatingforandowningtheirorganizationtocontinuetheworkofbuildingstrong,safeandsustainablecommunities.

 

Mutual Housing California| 2014‐2018 Strategic Plan  18 

 

MeasureofresidentperceptionofMutualHousing:Onresidentsurveys,amajorityofthosesurveyedcanarticulatetheuniquenessofmutualhousingandhowtheirrolecontributestoitssuccess. 

Measureofleadershipdevelopment:atleast10%ofhouseholdsineachcommunityhaveatleastonehouseholdmemberwhoisservinginaleadershipcapacityintheircommunity.

 

Keystrategiestobeimplementedtoachievethisgoalinclude:

Createclear,conciseproceduresforresidentsuggestions,concernsaboutandappealsofpropertymanagementdecisionsandpractices.

UtilizeGreenLeadersprogramtoincreaseresidentparticipationingreen,energysavingpractices;implementproceduresandpracticestoengageresidentsinincreasingcommunitysustainabilityandmaximizingenergyefficiency(e.g.createteams,implementationplans).

Increasequantityandqualityofresidentparticipation:

Createmeaningfulavenuesforresidentinputintopropertymanagementandopportunitiestosharetheirconcernsforcontinuedimprovementintheircommunities.

Regularlyassessresidentsatisfactionandsolicitresidentsuggestionsforincreasingresidentretentionandimprovingresidentqualityoflife.

Mentorresidentleadersintheprocessofidentifyingserviceandeducationalinstitutionstoserveaspartnersandservetheircommunities.

Developacadreofresidentmemberswhoprepareothermemberstosupporttheirinterests,includingsupportingthegoalsofMutualHousing

UsePropertyImprovementTeamstointegratepropertymanagement,assetmanagementandcommunityorganizingstrategiesforimprovingeachcommunityandimproveresidentqualityoflife.

CreateandimplementaprogramofeducationaloutreachforallMutualHousingmembersonthebenefits,rightsandresponsibilitiesofbeingamember.

Implementdatabasetotrackdevelopmentofresidentleadersandresidentparticipationinprograms,andassessoutcomes.

 

Mutual Housing California| 2014‐2018 Strategic Plan  19 

 

 

Progresswillbemeasuredinthefollowingways: 

InvolvementinadvocacycampaignsofmutualhousingresidentsandBoardmembersincreases. Involvementinadvocacycampaignsofkeycommunityalliesincreases.Involvementinadvocacycampaignsofresidentsfromsurroundingneighborhoodsincreases. Targetedpoliciesarepassedandprotected. Publicfundingforaffordablehousingincreases.Keystrategiestobeimplementedtoachievethisgoalinclude:

Dedicateincreasedstafftimeandconsultantresourcestoadvocacyefforts. Advocacyeffortstargetedto:

Obtainapermanentaffordablehousingdevelopmentfundingsource

Increasefundingforpermanentaffordablerentalhousingforveterans

Gainpassageofmandatoryrentalhousinginspectionpoliciesinlocaljurisdictionscurrentlylackingsuchpolicies.

Progresswillbemeasuredinthefollowingways

Increaseindividualcontributionsannuallyby25%:

Increasedonationsfrombusinesses/corporationsannuallyby25%.

Increasegeneralandprogram‐specificsupportfromfoundationsannuallyby25%.

Developnewfeeforservicerevenuestreams.

Goal#4:By2018,MutualHousinghasengagedresidentsinsuccessfuladvocacyeffortsandisplayinganevenmoreprominentroleinregionalandstatewideadvocacyforaffordablehousingissuesthatimpactfundingandMutualHousing’sconstituency.

 

 

Goal#5:Diversifyfundingtoincreasenon‐housingdevelopmentrevenuefortheorganization.

 

 

Mutual Housing California| 2014‐2018 Strategic Plan  20 

 

Keystrategiestobeimplementedtoachievethisgoalinclude:

Enterintopropertymanagementfeeforservicecontractswithnonprofitownersofaffordablehousing.

Enhanceorganizationalcapacityforfundraising,includingtheareasofpersonnel(boardandstaff)andinfrastructure(e.g.database).

Developacapacity‐basedannualresourcedevelopmentplanthatidentifieswhat,whoandhowmuch.

Evaluatetheprofitabilityofanannualsignatureeventthatisparticipatory,costeffectiveandscalable.

Createandmaintainamajordonorcampaign.

 

 

 

Progresswillbemeasuredinthefollowingways:

AlldepartmentswithinMutualHousingreporthigherlevelsofefficiency. Allstaffreporttheyhavethetechnologicaltools(hardwareandsoftware)theyneedtodotheirworkeffectively. Allcontractsarerecordedonacontracttrackingprogramorspreadsheetbycontractstartdateandcloseoutdate,and

recommendationsforfuturecontractingarerecordedatcloseouts. Individualdonorsanddonorcommunicationsarerecordedusingadonorsoftware

program. Allcriticaldocumentsandrecordsarerecordedelectronically. Allstaffarefollowingadocumenttrackingprotocolandallstaffcaneffectivelylocate

documentstheyneed. ApplicantstoMutualHousingpropertiesfindinformationtheyneedaboutproperties

andapplicationsonourwebsite. Allstaffarecontinuallyaddingcontactinformationoftheircontactstoawell‐organized

andmaintainedcentraldatabase.

 

Goal#6:DevelopandimplementaninformationtechnologyplanthatallowsallMutualHousingdepartmentsandtheBoardofDirectorstooperateatmaximumefficiencyandeffectiveness.

 

Mutual Housing California| 2014‐2018 Strategic Plan  21 

 

Keystrategiestoachievethisgoalinclude:

Upgradecorporateadministrativesystems&procedurestoincreaseefficiency,improvecommunicationinternallyandexternally,andimproveoperationalperformance.

Determinewhichtechnologicalandadministrativesystemsarestrongestwithregardsto: Documentretention

Donortracking

Contacttracking

Propertyinformationmanagement

Financialinformationmanagement

Voicecommunication

Computerhardware,software,printingandscanning

Gopaperlessinallpossiblecases. Researchthefeasibilityofofferingadministrativeservicesonafeemanagementcontractbasis,

includingfiscalagencyandfinancialmanagementservices. CreateindividualMutualHousingpropertywebsites,toincreasepublicandprospective

residentinformationaccessaboutthecommunitytoinclude:propertyphotos;floorplansforunittypes;rents;siteplan;propertyandareaamenities;locationmap;activitiesandotherstrengths/attributesofthecommunities.

Developanonlineapplicationprocesstoimprovelease‐upandreducevacancylossdays.

Evaluation Methodology

ToensurethatMutualHousing’sStrategicPlanisalivingdocumentandonewhichwillservetoguideresourceallocation,programprioritiesandmanagementdecisionmaking,MutualHousingcommitstothefollowingsteps.

Theboardandstaffretaincollectiveresponsibilityforachievingthe2018goals. The2018(5year)goalswillbetranslatedintoannualgoals&milestones. Annualmilestoneswillbedevelopedpriortotheendofeachcalendaryearthatreflectthe

mostimportanttasksthatmustbeachievedtoensurelongrangegoalsaremet. TheExecutiveDirectorisresponsibleforensuringthatDepartmentworkplanssupport

achievementofannualand5‐yeargoals. TheBoardwillreceivesemi‐annualupdatesfromstaffonprogresstowardmeetinggoals.

Mutual Housing California| 2014‐2018 Strategic Plan  22 

 

Onceannually,theBoardwillevaluateprogressongoals,discusschallengesandfinalizegoalsforthefollowingyear.

 

Acknowledgements

InJanuary2014,theMutualHousingBoardofDirectorsadoptedanewstrategicplanthatwillguidetheorganizationoverthenextfiveyears.

Theplanreflectstheworkofboardandstaffduringretreatsandworkingsessions,andthanksgoestothemfortheirthoughtfulparticipation.PleaseseeAppendixAforalistofboardmembersandmanagementteammembersatthetimeofthisplan'screationandadoption.

SpecialthankstoNeighborWorksAmericamanagementconsultantJoeDabekwhoprovidedguidanceandwisdomtotheBoardofDirectorsduringthisandthepreviousplanningperiod,andtoconsultantMarylinMcKeown,whoseexpertiseinstrategicplanningandharnessingthethoughtsandexperienceofstaffandboardsisreflectedinthisplanandthe2008‐2013strategicplan.MutualHousingemployeeAmyWilliamsoncarefullyeditedthisplananditsvariousrevisionsduringtheplanningprocess.

Adiversegroupofcommunitystakeholdersalsoparticipatedintheplandevelopmentprocessviainterviews.Wewishtoacknowledgeandthanktheseparticipants:

BillPride,DavisCommunityMeals DonSaylor,YoloCountyBoardofSupervisors DonaldTerry,WellsFargoandCityofRanchoCordova LaShelleDozier,SacramentoHousingandRedevelopmentAgency ChristineWeichert,SacramentoHousingandRedevelopmentAgency GregSparks,SacramentoHousingAlliance LauraKobler,CaliforniaHousingPartnershipCorporation MaryHogarty,Citibank NancyConk,CabrilloEconomicDevelopmentCorporation RobWiener,CaliforniaCoalitionforRuralHousing RonDwyer‐Voss,PacificCommunitySolutions StanleyKeasling,RuralCommunityAssistanceCorporation

Mutual Housing California| 2014‐2018 Strategic Plan  23 

 

AppendixA:January2016MutualHousingCaliforniaLeadership

BOARDOFDIRECTORS

MindyRomero,Chair

ElizabethBeigh,Treasurer

JackLedyard,Secretary

GregChew

AudreyScott‐Henley

JoeDevlin

CartearraJohnson

RebekahDavis

MaxFernandez

CathyCreswell

MollyChiah

MANAGEMENTTEAM

RachelIskow

JulieGoldfine

HollyWunderStiles

RachealFrederick‐Vijay

FernandoCibrian

KennethBrackenhoff

Mutual Housing California| 2014‐2018 Strategic Plan  24 

 

BryanDove

AnneMarieFlynn

RCHDC | 2010‐2012 Strategic Plan  25 

 

Recommended