Strategic Plan (Updated April 2016) 201620165€¦ · conduct a SWOT analysis, and then to identify the five‐year vision, goals and strategies. The Board contributed and provided

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.


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.


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)


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.


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.


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


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


lookingliketheyearthatmanyofthesepolicieswillbeweakenedandresultbothintheproductionoffeweraffordablehousingunitsandinthedevelopmentoffewerinclusivecommunities.

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


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.


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.


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.


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.


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’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.


DevelopateamandpromotionalmaterialstoquicklyrespondtodeveloperRFQ’ssentoutbylocalgovernments.

Developpartnershipswithveteran’sserviceorganizationstoaidinobtainingresourcesanddevelopmentopportunitiesforveteranshousing.

Developinternalcapacityand/orpartnershipstoenabledevelopmentandoperationofspecifictypesofseniorhousing.

Progresswillbemeasuredinthefollowingways:

75%ofourpropertiesmeetatleast7of9watch‐listmetricseachmonth. CashflowfromPMoperationsensurespaymentofallowedlimitedpartnerandgeneralpartnerassetmanagementfeesatallproperties.

80%ofMutualHousingpropertieshavenofindingsduring3rdpartyaudit/inspections.100%ofpropertiescorrectandrespondtoanyfindingswithin1week.

Whereenergyefficientequipmenthasbeeninstalled,propertieswillrealizeprojectedcostsavingswithin10%ofengineerprojections.

Residentsreportsatisfactionannuallyonpropertymanagementissuesofimportanceto

them.


SuccessfullaunchandoperationofMutualHousingManagement.

Createandfollowaplan,consistentwithMutualHousingCalifornia’smissionandvalues,formarketingandforselecting,orientingandretainingresidents.

ImplementarenterreadinessprogramtoeducateMutualHousingresidents&potentialapplicantsonresponsibilitiesofrentersandhowbeingaresponsiblerentercanleadtoimprovedqualityoflife&financialhealth.

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


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.


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

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


MeasureofresidentperceptionofMutualHousing:Onresidentsurveys,amajorityofthosesurveyedcanarticulatetheuniquenessofmutualhousingandhowtheirrolecontributestoitssuccess.

Measureofleadershipdevelopment:atleast10%ofhouseholdsineachcommunityhaveatleastonehouseholdmemberwhoisservinginaleadershipcapacityintheircommunity.


Createclear,conciseproceduresforresidentsuggestions,concernsaboutandappealsofpropertymanagementdecisionsandpractices.

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

Increasequantityandqualityofresidentparticipation:

Createmeaningfulavenuesforresidentinputintopropertymanagementandopportunitiestosharetheirconcernsforcontinuedimprovementintheircommunities.

Regularlyassessresidentsatisfactionandsolicitresidentsuggestionsforincreasingresidentretentionandimprovingresidentqualityoflife.

Mentorresidentleadersintheprocessofidentifyingserviceandeducationalinstitutionstoserveaspartnersandservetheircommunities.

Developacadreofresidentmemberswhoprepareothermemberstosupporttheirinterests,includingsupportingthegoalsofMutualHousing

UsePropertyImprovementTeamstointegratepropertymanagement,assetmanagementandcommunityorganizingstrategiesforimprovingeachcommunityandimproveresidentqualityoflife.

CreateandimplementaprogramofeducationaloutreachforallMutualHousingmembersonthebenefits,rightsandresponsibilitiesofbeingamember.

Implementdatabasetotrackdevelopmentofresidentleadersandresidentparticipationinprograms,andassessoutcomes.



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.



Enterintopropertymanagementfeeforservicecontractswithnonprofitownersofaffordablehousing.

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

Developacapacity‐basedannualresourcedevelopmentplanthatidentifieswhat,whoandhowmuch.

Evaluatetheprofitabilityofanannualsignatureeventthatisparticipatory,costeffectiveandscalable.

Createandmaintainamajordonorcampaign.


AlldepartmentswithinMutualHousingreporthigherlevelsofefficiency. Allstaffreporttheyhavethetechnologicaltools(hardwareandsoftware)theyneedtodotheirworkeffectively. Allcontractsarerecordedonacontracttrackingprogramorspreadsheetbycontractstartdateandcloseoutdate,and

recommendationsforfuturecontractingarerecordedatcloseouts. Individualdonorsanddonorcommunicationsarerecordedusingadonorsoftware

program. Allcriticaldocumentsandrecordsarerecordedelectronically. Allstaffarefollowingadocumenttrackingprotocolandallstaffcaneffectivelylocate

documentstheyneed. ApplicantstoMutualHousingpropertiesfindinformationtheyneedaboutproperties

andapplicationsonourwebsite. Allstaffarecontinuallyaddingcontactinformationoftheircontactstoawell‐organized

andmaintainedcentraldatabase.

Goal#6:DevelopandimplementaninformationtechnologyplanthatallowsallMutualHousingdepartmentsandtheBoardofDirectorstooperateatmaximumefficiencyandeffectiveness.


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.


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


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


BryanDove

AnneMarieFlynn

RCHDC | 2010‐2012 Strategic Plan 25

Documents

Strategic Plan (Updated April 2016) 201620165€¦ · conduct a SWOT analysis, and then to identify the five‐year vision, goals and strategies. The Board contributed and provided