Homes

First!

Strategic Plan

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

Guidance
for Growth

Page 1 of 26

This Page Intentionally Blank

Page 2 of 26

Contents
HISTORY OF HOMES FIRST!............................................................................................. 4
CONTEXT TODAY............................................................................................................ 4
Vision........................................................................................................................... 5
Programmatic:.......................................................................................................... 5
Administrative:......................................................................................................... 5
Mission........................................................................................................................ 5
Values......................................................................................................................... 5
GROWTH STATEMENT..................................................................................................... 6
OUR GOALS.................................................................................................................... 6
Programmatic Goals (Providing Affordable Rental Homes):.......................................6
Infrastructure Goals (Administration/HR):..................................................................6
Financial Goals:........................................................................................................... 7
STRATEGIES FOR SUCCESS............................................................................................. 7
Leadership................................................................................................................... 7
Partnerships................................................................................................................ 7
Professional Development........................................................................................... 7
Capacity Building........................................................................................................ 8
Secure Funding........................................................................................................... 8
BENCHMARKS................................................................................................................. 8
Programmatic (Providing Affordable Rental Homes)...................................................8
Infrastructure (Administration/HR)..............................................................................8
Financial...................................................................................................................... 9
2015-2017 SUCCESS PLAN........................................................................................... 10
IMPLEMENTATION PLAN................................................................................................ 13
MONITORING AND REVISING......................................................................................... 19
STRATEGIC PLAN LIFE CYCLE........................................................................................ 20

Page 3 of 26

HISTORY OF HOMES FIRST!

Homes First! was founded in 1990, by a consortium of local housing
activists, housing and shelter providers, and government oficials This
informal network of people sympathetic to the housing crisis occurring in our
community ruminated on possible solutions beyond the scope of their oficial
involvement in the issues.
Homes First! was created on a net worth of good ideas alone and has since
matured to the present day portfolio of 25 properties valued at
approximately four million dollars - assets that make possible many more
affordable rental homes for community members in need.
Operating i n T h u r s t o n C o u n t y , WA, Homes First! acquires,
renovates, and preserves afordable rental housing for low income families,
individuals, and people with special needs. We currently own and manage 72
units with 137 tenants. Income from rents goes to maintain the
housing, provide program staff, and help fund future affordable housing
projects.

CONTEXT TODAY
According to a 2011 report by the National Low Income Housing Coalition,
Washington State ranks as the 15th most expensive state for rental housing.
Low-income households and families pay an especially high price for rentals.
Families burdened by housing costs move frequently, resulting in high stress
and poorer health. Children engage in riskier behavior and struggle in school.
More than one-fourth of all children in Washington State lack affordable
housing.
Our low-income households in Thurston County face severe challenges. A
recent report from Thurston County Housing, estimates that there are 39,000
people (one third of our county population) paying more than 50% of their
income for housing in our county alone. With the average monthly cost of a
market-rate three-bedroom apartment at $1,308 a month, families earning
minimum wage need to work three to four full-time jobs just to aford rent.
Homes First! families pay half of that amount or less, for safe and decent
housing with a landlord that treats them with respect.
We believe that households with modest means need safe, suitable housing
that they can aford. When housing is afordable, low and moderate income
families are able to put nutritious food on the table, receive necessary medical
Page 4 of 26

care, and provide reliable daycare for their children. But the benets of
affordable housing extend beyond its occupants to the community at large.
Research shows that the development of affordable housing increases
spending and employment in the surrounding economy, acts as an important
source of revenue for local governments, and reduces the likelihood of
foreclosure and its associated costs.

Vision
Homes First! sees our future in being the premier afordable rental
housing owner and manager for low income people in Thurston County.
We will achieve this vision through sustaining and strengthening our
program and administrative capacity.
Programmatic: Homes First! strives to help fill the need for affordable
rental housing in our community. This need is seen through the number
of homeless and un-homed families and individuals that are seeking
shelter that cannot afford market rate housing.
Administrative: The Board of Directors and staff of Homes First!
endeavors to maintain an organization which is able to sustainably meet
the need for growth of afordable rental housing in Thurston County.

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

Values
We Value
Because:
Building :
Relationshi Working with other organizations with similar goals
ps uses collective impact to make our community a
better place to live.
Tenant Tenants who receive the services they need are
Supports better able to maintain a good quality of life and
and Skills become strong community members.

Page 5 of 26

Sustainable Homes First! achieves its mission by providing and

Portfolio maintaining homes. Ensuring our inventory is
commensurate with the needs of the community and
the capacity of our organization supports that mission.
Financial Adequate income and financial planning for expenses
Sustainabili allows for moderate growth. Projects should be
ty developed to pay for themselves and generate cash
flow.
Staff An organization is only as good as the people who
Capacity help it function. Supporting staff training and staff
development allows us to be a great landlord and
property management organization.

Page 6 of 26

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

Grow to support the housing needs in our community in the niche area in
which we serve. This includes ensuring we understand the community need
and where we can ll the gaps.
b) Support tenants in maintaining safe & decent housing and connecting them
with the services in
our community they need to achieve that goal.
c) Balance the vision of growth with the capacity of our staf and our
resources to enact that vision.

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

Programmatic Goals

(Providing Affordable Rental Homes):

1.Increase our portfolio of properties consistently by using public

and private funds.
a. This should include developing a Building Fund so that we may move
quickly to acquire new homes when the opportunity arises.
2. Evaluation of our current housing stock.
a. Use our 2012 Capital Needs Assessment and ongoing Annual Property
Inspections to determine which properties best suit our current and
ongoing needs and capacity.
3.Share the Homes First! story and mission through targeted
community outreach.
a. This should include seeking out speaking opportunities at local events,
presenting information at forums and developing a strong volunteer
core who understand and support our mission.

Infrastructure Goals

(Administration/HR):

1. Balance mission goals with finance goals.

a. Ensure that we spend our income wisely and maintain control on
expenditures in a way that allows us to fulll our goal of adding more
units to our portfolio and homes to more people.
2. Determine which kinds of properties best fit our portfolio and
the community need.
a. Develop a list of criteria which will help guide our decision making
process for retention and acquisition of properties.
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3. Ensure we have the staff and the training to maintain and

increase the portfolio while maintaining mission focus.
a. Homes First! values its staf and the talents and dedication they bring
to the organization. By providing them with the tools and resources
they need to succeed, we safeguard the longevity of our organization
and provide a model of business conduct that show our commitment
to our human resources.

Financial Goals:
1. Develop a marketing plan and budget to support the
implementation of the plan.
a. No program succeeds without participants; no service lasts without
users; few organizations stay healthy without a strong donor and
volunteer base -- and marketing is the way that these groups are
reached, engaged, retained and motivated to act.
2. Develop new unrestricted funding sources.
a. Create a resource development plan that diversies our income to
support our goal of increasing our portfolio.
3. Create budgeting benchmarks.
a. In order for the board to adequately understand Homes Firsts
nancial health, it needs a budget to serve as a benchmark against
which to measure current income and expense against the
achievement of our mission, vision, and values.

STRATEGIES FOR SUCCESS

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

Partnerships
Partnerships between Homes First! and businesses and community groups
provide invaluable opportunities. Collaboration can increase funding but
more importantly can increase access to community.
Outcome:
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Professional Development
Our staf is a key component in the success of Homes First! We wish to
support their professional and personal excellence by protecting,
nurturing, strengthening, and enhancing staf development.
Outcome: Homes First! develops and implements a plan which allows for
moderate growth, compensation, and rewards for staf that is
commensurate with the goal to grow the organization.

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

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

BENCHMARKS
HOMES FIRST! will know we are successful when:

Programmatic

(Providing Affordable Rental Homes)

Benchmark 1: We add at least four units to our portfolio each year. (four by
the end of
2015)
Benchmark 2: We develop a plan on how to expand our book of business
to serve other local stakeholders who need affordable rental housing. We
Page 9 of 26

can do this either by adding new programs or by partnering with other

organizations.
Benchmark 3: We develop and maintain marketing and outreach plans that
allow us to connect with community members both 1) in groups and 2) one on
one consistently. Consistently means
at least once a month in perpetuity. We have a group of trained
volunteers (including board members) who are ready and able to
participate in outreach activities.

Infrastructure (Administration/HR)
Benchmark 1: Develop a growth plan which incorporates staffing, funding,
and properties (3-10 years) which balances the growth in properties with the
income from those properties.
Benchmark 2: Homes First! has the staf and expertise to grow with the
needs of our
community and mission focus. Develop new community partnerships when
need to support this benchmark.
Benchmark 3: Assure that our Board is fully trained in the responsibilities
and duties of Board leadership at Homes First! and that we continue to
attract community members to serve and lead our organization into the
future. (Develop a Board Development plan)
We have a list of criteria for acquiring properties by the end of 2014.

Financial
Benchmark 1: Develop a 3-5 year Business Plan that allows us to grow
consistently using both earned income and public or private funds while
maintaining a positive cash flow on each individual property. Update the
Capital Needs Assessment which was nalized in 2012, to ensure our
annual budget includes long-term capital needs for each property.
Benchmark 2: Develop a fund development plan that works in concert
with the Business Plan that recognizes the need for unrestricted funds in
the ability to meet growth challenges.
Benchmark 3: Develop a Staffing Plan that works in concert with the
Business Plan that allows us to hire or contract with subject area experts
(fundraising, property development, etc.) to expand the areas in which we
service our community.
Benchmark 4: Develop budget metrics that support the Board to better
understand our ability to continue to provide housing in our community.
Page 10 of 26

Page 11 of 26

2015-2017 SUCCESS PLAN

YEAR
1
2015

1.

Organizational Goal 1
Programmatic
Increase Portfolio:

a. Use Public Funding matched

with mortgages to add at
least one property per
quarter.
b. Acquire property donations to
supplement purchased stock
c. Develop a plan on how to
expand our book of business
to serve other local
stakeholders who need
affordable rental housing.
Explore adding new programs
or partnering with other
organizations.

1.
a.

Organizational Goal 2
Infrastructure
Balance Mission & Finance:
Board Development Plan:
Assure that our Board is fully
trained in the responsibilities
and duties of Board
leadership at Homes First!
and that we continue to
attract community members
to serve and lead our
organization into the future.

b. Continue to develop necessary

policies ,procedures, and other
key documents to support the
day-to-day operations of the
organization.
c. Evaluate our information
technology systems and
update where needed.
d. Develop advocacy resources
for our Board and ensure we
include advocates in our
Directors and Advisors.

Organizational Goal 3
Financial
1. Marketing Plan &
Budget:
a. Evaluate our current
communications strategies
and how we may use human
and technical resources to
improve our outreach.
b. Develop a 3-5 year Business
Plan that allows us to grow
consistently using both
earned income and public or
private funds while
maintaining a positive cash
flow on each individual
property.
c. Develop a Staffing Plan that
works in concert with the
Business Plan that allows us
to hire or contract with
subject area experts
(fundraising, property
development, etc.) to expand
the areas in which we service
our community.

Page 12 of 26

2. Evaluate Current Stock:

a. Determine which properties
should
be considered for other
purposes and develop a plan for
how to transition.

2. Determine Portfolio Mix:

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

2. Increase Unrestricted
Funds:
a. Work with Resource
Development Committee to
expand current outreach and
funding efforts.

b. Evaluate opportunities to
incorporate a cottage
community for seniors and D.D.
adults in our portfolio. Develop
funding plan.
3. Share HF. Mission & Story:
a. Work with volunteers, staff, and
board members to ensure we
have at least one community
engagement per month (outside
of fundraising events) to share
our story with community
groups and businesses.
b.

Free up time of Executive

Director to expand her efforts
to develop strategic alliances
to support mission and vision.

c.

Develop and maintain

marketing and outreach plans
that allow us to connect with
community members both 1) in
groups and 2) one on one

3. Staff Support:
a. Review and edit Staff and
Volunteer Handbook to ensure
staff is being supported in
performing at their best and
being rewarded for jobs well
done. Ensure we are remaining
in line with laws and regulations
pertaining to human resources
b. Increase volunteer engagement
and support in order to continue
to increase our ability to perform
our mission without substantially
increasing the load our staff are
asked to bear.
c. ON board and train a .5FTE
Office Support staff member to

3. Budget Benchmarks:
a. Develop budget metrics that
support requests from the
Board to better understand
our ability to continue to
provide housing in our
community.
b. With the Finance
Committee, examine our
current financial
management structure and
whether we should and can
make any improvements to
support our goal to grow our
organization.

Page 13 of 26

allow Office Manager to

concentrate on building better
financial systems and provide
resource development support
to Exec.Director

consistently. Consistently
means at least once a month in
perpetuity. We have a group of
trained volunteers (including
board members) who are ready
and able to participate in
outreach activities.

YEAR
2
2016

1.

Increase Portfolio:

a. Re-apply for Public Funding

with to add at least one
property per quarter.
b. Acquire property donations to
supplement purchased stock
c. Implement 2015 plan on how
to expand our book of business
to serve other local stakeholders
who need affordable rental
housing.
d. Develop stronger relationships
with local and national banks to
encourage donations of
properties

2. Evaluate Current Stock:

a. Implement 2015 plan for use of
current portfolio.

1.

Balance Mission & Finance:

a. Plan and execute a Board &

Staff Training retreat to ensure
all members are cognizant of
governance, financial
transparency & accountability
needs of organization.
b. Develop plan to include more
CHDO eligible community
members on our board.

2. Determine Portfolio Mix:

a. Implement 2015 plan for use of
current portfolio
b. Implement plan to incorporate

1. Marketing Plan &

Budget:
a. Update the 2012 Capital
Needs Assessment which was
finalized in 2012, to ensure
our annual budget includes
long-term capital needs for
each property.
b. Assess our resource
development plan to ensure it
continues to work in concert
with the Business Plan and it
recognizes the need for
unrestricted funds in the
ability to meet growth goals.
c. Develop Planned Giving
program for Homes First!
2. Increase Unrestricted
Funds:
a. Free up Executive Director
to allow more grant research
Page 14 of 26

a cottage community for seniors

and D.D. adults in our portfolio.
Develop funding plan.

YEAR
3
2017

and writing to larger

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

3. Share HF. Mission & Story:

a. Investigate value of further
investment in Benevon model
(201)
b. Re-invigorate the Opening
Doors and Homes Matter teams
by adding new members and
recommitting to system.

3. Staff Support:
a. Bring .5FTE Office Support staff
to full-time in order to expand
our community outreach and
ability to utilize volunteers for
our project renovations.
b. Add a 1FTE Property/Project
support staff member to ensure
that we have the necessary
human resources to continue
our strategic goal of growth in
our portfolio

3. Budget Benchmarks:
a. Examine our how the
additional property additions
are affecting our budget and
ability to remain sustainable
and adjust our benchmarks
accordingly.

1.

1.

1. Marketing Plan &

Budget:
a. Implement Planned Giving
program for Homes First!
b. Evaluate current marketing
programs and adjust where
necessary.
c. Evaluate investment in
marketing and outreach and
whether to adjust up or down.

Increase Portfolio:

a. Use Public Funding matched

with mortgages to add at
least one property per
quarter.
b. Acquire property donations to
supplement purchased stock

Balance Mission & Finance:

a. Review Board Handbook and

Org. By-laws to ensure still
meeting need of members and
Homes First!
b Review policies and procedures
which are sun-setting and adjust
as necessary.

Page 15 of 26

2. Evaluate Current Stock:

a. Maintain annual inspections and
incorporate input from funder
monitoring visits to ensure our
portfolio continues to perform
well.

2. Determine Portfolio Mix:

a. Continue Implementation of
2015 plan for use of current
portfolio
b. Continue Implementation plan to
incorporate a cottage
community for seniors and D.D.
adults in our portfolio. Develop
funding plan.

2. Increase Unrestricted
Funds:
a. With Resource Development
Committee, evaluate current
outreach and fund raising
efforts and determine next
steps to continue growth in
unrestricted income.

3. Share HF. Mission & Story:

a. Maintain marketing and
outreach plans that allow us to
consistently connect with
community members both 1) in
groups and 2) one on one.

3. Staff Support:
a. Continue focus on volunteer
engagement and support in
order to increase our ability to
perform our mission without
substantially increasing the load
our staff are asked to bear.
b. Review training needs and
requirements to ensure staff
have the skills and knowledge
necessary to excel in their field.

3. Budget Benchmarks:
a. Examine our how the
additional property additions
are affecting our budget and
ability to remain sustainable
and adjust our benchmarks
accordingly.

IMPLEMENTATION PLAN 2015

PROGRAMMATIC
Activity/Strategy

Action Steps

Activity Lead

Anticipate
Page 16 of 26

Lead
1. Increase Portfolio
PARTNERSHIPS/SECURE
FUNDING
a. Use Public Funding
matched with mortgages
to add at least one
property per quarter
(four units minimum per
year)
b. Build relationships to
acquire property
donations to supplement
purchased stock.
c. Develop a plan on how
to expand our book of
business to serve other
local stakeholders who
need affordable rental
housing. Explore adding
new programs or
partnering with other
organizations.

1. Write successful grant applications for

funding from all local, regional, and
national sources.
2. Develop list of viable investments for
Homes First! that continues to support
our current portfolio while expanding
opportunities to diversify into other
areas of afordable rental housing as
shown by community need. (seniors,
veterans, etc.)
3. Develop relationships with national
and local banks and lenders in order to
have access to local foreclosed housing
donated to Homes First!
4. Increase our public outreach so that
more people understand our ability to
accept donations
5. Develop a partnership plan which
includes opportunities for growth and
how that would afect staf and
operation costs.

2. Evaluate Current
Stock:
LEADERSHIP/STAFF
DEVELOPMENT
a. Determine which

1. Review ideas from 2013/14 and the

realities of making changes to our
portfolio including legal & funder
restrictions/ramications.
2. Review and update Asset
Management Plan.

Other
Assistance

Trudy

d
Completio
n
05.30.15

Project
Developme
nt
Committee
& PDC Staf

Trudy

05.30.15

Trudy

Board
Members &
staf

ongoing

Trudy

Board
Members &
staf

ongoing

Trudy

03.28.15

Mike F

PD Committee

03.30.15

Mike F

PD Committee

05.30.15
Page 17 of 26

properties should be
considered for other
purposes

3. Develop benchmarked plan (including

criteria) on how we would approach
each project including timeline and
relocation of tenants if required
3. Share HF Mission &
1. Using documentation from 2014
Story:
Opening Doors events, develop a
PARTNERSHIPS/LEADERS
schedule and hosts for a minimum
HIP
of two OD events per month. Goal
200 people attend before August 31,
a. Work with volunteers,
staff, and board
2015
members to ensure we
2. Plan OD events for 2015 using
have at least one
volunteers when available
community engagement
3. Implement OD events for 2015 using
per month (outside of
volunteers when available. Goal 200
fundraising events) to
people attend before August 31, 2015
share our story with
4.
Develop new scripts and presentation
community groups and
businesses.
and train new team or OD presenters
for 2015
b. Free up time of
Executive Director to
5. Have 25th Anniversary Logo designed
expand her efforts to
develop strategic
6. Develop 25th Anniversary Marketing
alliances to support
Plan
mission and vision.
7. Research & develop list with contact
information for Thurston County tabling
c. Develop and maintain
and outreach events
marketing and
8. Schedule monthly speaking
outreach plans that
engagements for E.D. or board
allow us to connect
members
with community
9. Develop and print marketing materials
members both 1) in
needed both for Opening Doors and
groups and 2) one on
other outreach events

Mike F

PD Committee

07.30.15

Marge

RD Committee

01.30.15

Marge &
Trudy

RD Committee

01.30.15

Marge &
Trudy

RD Committee

08.31.15

Marge &
Trudy

RD Committee

COMPLETE
02.10.15

Trudy

Marge &
Trudy

Sandy DB
from Oly Fed,

COMPLETE
01.15.15
DRAFT
01.30.15

Marge&
Ivey

Volunteer

01.30.15

Ivey

Marge

01.30.15
02.27.15

Marge

Trudy

01.30.15
02.10.15

Page 18 of 26

one consistently.
Consistently means at
least once a month in
perpetuity. We have a
group of trained
volunteers (including
board members) who
are ready and able to
participate in outreach
activities.

INFRASTRUCTURE
Activity Lead
Activity/Strategy
1. Balance Mission &
Finance:
a.

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

Action Steps
1. Develop List of potential local and
regional, basic and advance, board
trainings. Bring to Board Development
Committee for input.
2. Present opportunities for
development to Board and solicit input
on other training opportunities board
members would like to have access.
3. Solicit input from board on other
activities and potential schedule
social, retreat, other
4. Develop policy and procedure to
ensure we have the correct balance of
board members to maintain our
Community Housing Development
Organization designation with HUD.

Anticipate
d
Completio
n
First list by
02.13.15
Updated
regularly

Lead

Other
Assistance

Trudy

Board
Development
Committee

Board
Developme
nt Chair

01.29.15

Board
Developme
nt Chair

Trudy

02.26.15

Trudy

Board
Development
Committee

01.30.15

Page 19 of 26

b. Continue to develop
necessary policies
,procedures, and other
key documents to
support the day-to-day
operations of the
organization.
c. Evaluate our
information
technology systems
and update where
needed.
d. Develop advocacy
resources for our
Board and ensure we
include advocates in
our Directors and
Advisors.
2. Determine Portfolio
Mix:
a. Develop a growth plan
which incorporates
staffing, funding, and
properties (3-10 years)
which balances the
growth in properties
with the income from
those properties.

5. Recruit potential board members

using the Homes First! board matrix as
a guide to the right balance of skills
needed in the organization.
6. Continue to develop necessary
policies ,procedures, and other key
documents to support the day-to-day
operations of the organization.
7. Evaluate our information technology
systems and update where needed.

8. Develop advocacy resources for our

Board and ensure we include
advocates in our Directors and
Advisors.

1. Write Business Plan based on goals

and vision of Strategic Plan.
2. Work with volunteer and pro bono
architect to develop a plan for 5-6
cottage style homes. Include Type-A
accessible units to house 1-2 people, all
located on one piece of property. (TESC,
SPSCC etc.)
3. Develop cost analysis of purchasing
land and building compared to donated
land, compared to using land we already

Board
Developme
nt
Committee

Trudy

ongoing

Trudy

Staf & Board

of Directors

ongoing

Trudy

External and
Internal
subject area
experts

07.30.15

Trudy

External and
Internal
subject area
experts

ongoing

Trudy

Board

COMPLETE
01.29.15

Mike F

Project Dev.
Comm.
Architect/Deve
loper

06.30.15

Architect

08.30.15

Mike F
Project Dev.
Comm.

Page 20 of 26

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

3. Staff Support:
a. Review and edit Staff
and Volunteer
Handbook to ensure
staff is being supported
in performing at their
best and being
rewarded for jobs well
done. Ensure we are
remaining in line with
laws and regulations
pertaining to human
resources
b. Increase volunteer
engagement and
support in order to
continue to increase our
ability to perform our
mission without
substantially increasing
the load our staff are
asked to bear.
c. ON board and train a .

own to complete the project.

4. Develop funding plan for project

investments
Trudy

10.30.15

1. Review and edit Volunteer Handbook

Marge

Volunteers

04.30.15

2. Review and edit Staf Handbook

a. Propose changes to Board if
required

Trudy

Exec Comm

04.30.15

3. Hire & train new office support staf to

work with volunteers and on events.

Trudy

Other Staf

COMPLETE
01.30.15

Marge

Other Staf

09.30.15

4. Develop a program to onboard and

engage volunteers in office, events,
fundraising, and property/project
management activities.

Page 21 of 26

5FTE Office Support

staff member to allow
Office Manager to
concentrate on building
better financial systems
and provide resource
development support to
Exec.Director

FINANCIAL
Activity Lead
Activity/Strategy
1. Marketing Plan &
Budget:
a. Evaluate our current
communications
strategies and how we
may use human and
technical resources to
improve our outreach.
b. Develop a 3-5 year
Business Plan that
allows us to grow
consistently using both
earned income and
public or private funds
while maintaining a
positive cash flow on
each individual

Action Steps
1. Evaluate our current communications
strategies and how we may use human
and technical resources to improve our
outreach.
2. Using information gleaned from
evaluation, develop a marketing and
communications plan which
incorporates events, sponsorship
opportunities, social media, and annual
mailings to improve our visibility and
impact in Thurston County
3. Grant writing research to develop list
of possible funders who will support
our mission and help us increase
income for projects and operations
4. Develop a Staffing Plan that works in
concert with the Business Plan that
allows us to hire or contract with

Anticipate
d
Completio
n

Lead

Other
Assistance

Trudy

External and
Internal
subject area
experts

02.15.15

Trudy

External and
Internal
subject area
experts

03.15.15

Trudy
Trudy

ongoing
Board
Executive

COMPLETE
01.29.15
Page 22 of 26

property.
subject area experts (fundraising,
c. Develop a Staffing Plan
property development, etc.) to expand
that works in concert with
the areas in which we service our
the Business Plan that
community.
allows us to hire or
contract with subject area
experts (fundraising,
property development,
etc.) to expand the areas
in which we service our
community.
2. Increase
Unrestricted Funds:
a. Work with Resource
1. Work with Resource Development
Development
Committee to expand current outreach
Committee to expand
and funding eforts.
current outreach and
funding efforts.
3. Budget Benchmarks: 1. Develop budget metrics that support
a. Develop budget
requests from the Board to better
metrics that support
understand our ability to continue to
requests from the
provide housing in our community.
Board to better
(DASHBOARD)
2. With the Finance Committee, examine
understand our ability
our current nancial management
to continue to provide
structure and whether we should and
housing in our
can make any improvements to
community.
support our goal to grow our
b. With the Finance
organization.
Committee, examine
our current financial
management structure

Trudy

RD Committee

ongoing

Finance
Committee

Trudy & Amy

03.30.15

Finance
Committee

Trudy & Amy

03.30.15

Page 23 of 26

and whether we should

and can make any
improvements to
support our goal to
grow our organization.

Page 24 of 26

MONITORING AND REVISING

How will we monitor the plan and assess our progress?
Successful strategic plans are not static. Best practices recommend that
department/agency five-year strategic plans be revised and updated, at a
minimum, every three years.
As a practical management maneuver, strategic plans should be evaluated on an
annual basis for progress toward accomplishment of goals and objectives. This
annual assessment may reveal the need to make a few adjustments or
accommodations. However, unless extraordinary changes in internal capacity or
external operating environment have occurred, it should not be necessary to
overhaul or rewrite an entire strategic plan annually. Barring an extraordinary
internal or external change, major review, revision, and update should not be
needed before the mandatory review and update
Assess Accomplishment and Effectiveness of Outcomes
There are many diferent methods of obtaining feedback concerning the
achievement of accomplishments and the efectiveness of outcomes. This
information can be obtained via meetings, surveys, focus groups, review of
accomplishment reports, etc. Regardless of the method, you should ask the
following:
a. Were the actions and strategies completed?
b. Did the action plan meet the objectives?
c. Did the action plan accomplish what was actually needed (were the objectives

the right ones)?

d. If not, have the organizations strategies on which the plan is based changed?
Were there other
factors preventing achievement of the goal?
e. Are the estimates and assumptions of the supply and demand still valid?
f. Is there a need to modify the action items?
Address Need for Adjustments to Strategies and Action Items
After the above analysis has been conducted, take steps to remedy any
problems in implementing action items. . Examples include:
a. Change timeframes for implementation of action items as warranted by

business requirements.
b. Adjust content of action items. Action items may be deleted because they
are no longer valid and/or feasible (e.g. budget, reorganization, etc.).
c. Hold persons responsible for action items accountable.
Communicate Changes
Changes to the action items should be communicated to leadership and
employees in a timely manner to allow for questions and clarication. Similarly,
Page 25 of 26

achievement of action items could be shared in your organizations annual

accomplishment report, website, employee meetings, etc..

STRATEGIC PLAN LIFE CYCLE

Page 26 of 26