NIM EARLY LEARNING ALLIANCE BUSINESS PLAN 2010 2012

The Petra Community Housing Strategic Plan 2012 - 2014 is a roadmap for the organization in response to changing times. We are confronted by a downturn in the housing market since 2008 and a within the last two years seen a precipitous decline in federal and state funding support for community benefit organizations. As a result of these trends, agencies, communities and individuals have shifted from efforts to create affordable housing for first time home buyers to support for seniors, families and persons with disabilities seeking rental housing. To meet this challenge, the organization now focuses on creating rental housing, providing quality of life services for our residents, and improving our capacity to acquire new sources of development financing and implementation of a comprehensive fund raising plan.

Even before this recent economic stagnation, low and moderate income individuals in Chester County and Montgomery County have struggled to find accessible and affordable housing.

Since 1994, Petra Community Housing worked with federal and local governments, churches, and foundations to enhance our community through housing rehabilitation, new construction, rental and home ownership. Petra Community Housing is the only Community Housing Development Organization (CHDO) authorized by the U.S. Department of Housing and Urban Development (HUD) to develop affordable housing in both of these counties. To advance the organization, the following goals are established to benefit communities and individuals throughout our region.

Strategic Goals for 2012 – 2014

Goal 1	Develop a sustainable funding model.
Goal 2	Build organizational capacity for governance and operational excellence.
Goal 3	Provide safe and affordable housing.
Goal 4	Establish complementary services, programs and partnerships.

History

Petra Community Housing, formerly Phoenixville Homes, was founded in 1994 by the Greater Phoenixville Area Council of Churches to establish affordable housing in the greater Phoenixville, PA area. Our first project was to help home owners refurbish existing homes. This expanded to opportunities for first time homebuyers with the construction of new homes on Wilson Street in Phoenixville, and renovation and resale of existing homes in Spring City and Royersford. Petra Community Housing developed and opened the 58 unit Flag House in Spring City during 2000 and opened the 62 unit Bard Complex in 2006. Both apartment buildings are available to low income seniors 62 years of age or older. In addition the 19 unit Freedom House was completed in 2002 and serves adult persons with disabilities. After development of each rental facility, Petra Community Housing has also become the management agent.

As Petra Community Housing has grown, so has the complexity of its budget and operations. Utilizing one chart of accounts, the organization consists of four Internal Revenue Service recognized 501(c)(3) charitable corporations sharing the same staff with four board of directors. All staff work for Petra Community Housing and serve all four corporate entities. As new residential communities were developed a new board of directors existed that must be recognized to be in good standing with Petra Community Housing. As a result of this arrangement, the residential communities of Flag House, Freedom House and the Bard Complex are programs within the overall operating budget of Petra Community Housing as reflected in the IRS 990 Report of Petra Community Housing.

As a developer of affordable housing, Petra Community Housing has established long standing relationships within the communities it serves. To support first time homebuyers, an endowment managed by Chester County Community Foundation has existed for more than years. Use of this endowment, referred to as the POWER Program (Phoenixville Opportunities with Empowerment Resources), offers loans or grants to qualified low income, first time homebuyers to assist with the purchase of qualified homes. To support continuing operations as a developer, the Chester County Department of Community Development and the Montgomery County Department of Housing and Community have provided federal HOME funds from HUD on a consistent basis for over ten years. These funds support developer operations and are available so long as Petra Community Housing remains classified as a Community Housing Development Organization (CHDO). To be a CHDO, at least one third of the board of directors must represent or be a member of a low income community. By having this CHDO status, we are the only organization with this designation for both Chester and Montgomery counties; thereby maintaining our diversity of perspective and unique capability to have regional impact.

Vision Framework

Petra Community Housing is guided by its mission, core values, and shared vision for the future. This vision framework is the lens through which the organization’s Board of Directors, staff and volunteers make decisions, deliver services, engage residents and the community, and pursue strategic goals and objectives.

Mission Statement

Strengthening communities by creating affordable housing and empowering our residents for a quality living experience.

Core Values Statement

Petra Community Housing is driven by:

Affordable Quality Housing
Building Partnerships
Innovative Thinking
Community

Vision Statement

We strive to see all persons, with or without disabilities, obtain affordable housing with a high quality of life.

Goal 1: Develop a Sustainable Funding Model

Measurable Objectives

Diversify revenue streams through execution of a development plan that identifies new opportunities for traditional and online fundraising, as well as earned income.
Increase Board capacity for fundraising.
Fund raising sufficient to sustain the mission.
Build stronger relationships with elected officials, major donors, and funders.
Create an effective volunteer management and recruitment system.

Action Steps

Task/Deliverable	Timeline
Award of funds to sustain the Operations Assistant; who makes possible the necessary fund raising support efforts. (assume two grant awards in 2012)	Sep., 2012 Dec., 2012
Establish a committee to deliver a Signature Fund Raising Event in 2013; to become an annual activity. (assume a small core with supporting group)	May, 2012
Award of funds for a consultant to assist with the planning of a Signature Fund Raising Event in 2013.	June, 2012
Completion of an organizational branding campaign in support of the new Petra Community Housing name; marked be the grand opening of the Petra Resident Center.	July, 2012
Contributions from volunteers, vendors and others to financially support the creation of a Petra Resident Center at the Bard Complex to serve residents of Flag House, Freedom House and the Bard Complex.	July, 2012
Staging of a modest fund raising event to support general operations including the Operations Assistant; to become an annual activity.	Nov., 2012
Utilization of a software donor base records consisting of at least 300 entries.	June, 2012
Conduct relationship building Chat & Chew sessions with all residents and provide follow-up information to all residents.	June, 2012
Provide an e-newsletter to persons interested in staying current with significant happenings.	May 2012
Begin an annual funding appeal.	Sep., 2012
Initial publishing of an Annual Report and annual publishing thereafter.	Sep., 2012
Update the organization’s Strategic Plan for the next three years.	Mar., 2012

Goal 2: Build Organizational Capacity for Governance and Operational Excellence

Measurable Objectives

Ensure that the Table of Organization and all job descriptions reflect strategic, operational and programmatic priorities.
The HR Committee is to conduct an annual review of the Personnel Policy Manual
Increase the number of qualified staff positions and/or time dedicated to real estate development and provision of social service support to our residents.
Strengthen the Board’s culture and performance as effective stewards of the organization’s mission and resources while reflecting the diversity of its constituents.
Set and evaluate performance goals.

Action Steps

Task/Deliverable	Timeline
Submit Freedom House budget revision/update for HUD approval	Sep., 2012
Submit Flag House budget revision/update for HUD approval	Oct., 2012
Submit Bard Complex budget revision/update for HUD approval	Aug., 2012
Funding award for the hiring of a Real Estate Development Coordinator	Nov., 2012
Funding for creation of a business plan to transition from single family development to multi-family given available sources of financing.	Nov., 2010
HR Committee review of employee performance appraisals	May, 2012
Adoption of Staff Training Plan	July, 2011
Board establishes an annual performance review and incentive plan for the Executive Director	Sep., 2012
Create and adopt a Board Development Plan; including implementation of Director Mentoring Program.	May, 2012
Unify board function requirements and protocols for Flag House, Freedom House and Bard Complex corporations	May, 2012

Goal 3: Provide Safe and Affordable Housing

Measurable Objectives

Improve the quality of supportive services for residents of the Bard, Freedom and Flag House.
Increase the supply of affordable housing stock for low-income seniors and people with disabilities in Chester and Montgomery Counties.
Develop programs and events that foster intergenerational and multicultural learning and social interaction between residents and public.

Action Steps

Task/Deliverable	Timeline
Sell the 137 N. Third Ave. Royersford house rehab project	May, 2012
Begin construction of a site in Montgomery County to provide affordable housing for persons with disabilities.	July, 2012
Make application to the Pennsylvania Housing Finance Agency for the development of affordable housing for seniors and persons with disabilities in Chester County; including accessory uses such as a community center	Oct., 2012
Obtain HUD support to attempt the refinance of the Flag House to significantly improve the living conditions including better HVAC, energy use, and apartment updating; without jeopardizing PRAC subsidy, loss of property management control, or ownership control.	Nov., 2010

Goal 4: Establish Complementary Services, Programs and Partnerships

Measurable Objectives

Actively participate in collaborative projects that help achieve our mission and vision.
Provide needed services and programs to our residents.
Form new and stronger partnerships with leaders of other civic, business, faith-based and community organizations.

Action Steps

Task/Deliverable	Timeline
Establish a Neighborhood Networks Center at the Bard Complex with satellites at Flag House and Freedom House.	July, 2012
Complete the Petra Resident Center at the Bard Complex to serve the educational, recreational and social needs of the Flag House, Freedom House and Bard Complex residents.	July., 2012
Receive funding awards for the acquisition of a handicap lift van for the utilization of our residents.	June, 2010
Receive funding to support two days a week of presence at Freedom House by the Social Services Service Coordinator.	Dec., 2012
Develop partnerships with local churches to encourage interaction between residents and members of the faith-based community, and in support of the mission.	Dec., 2011

Evaluation Process

Petra Community Housing originally adopted its first Strategic Plan for the period 2010 – 2012. This management tool has been updated in 2012 to guide the next period in the organization’s development. The plan is designed to help the Board of Directors and staff to focus their energies on strategic priorities that enhance the mission and build long-term sustainability to increase the value of the organization to its constituents and the community.

The Board of Directors should evaluate progress made on each strategic goal on a quarterly basis. In addition, the Board of Directors should hold an annual strategic planning review meeting to assess ongoing progress. This will allow the organization to build on its successes, identify challenges or barriers to the implementation of specific goals or objectives, and have the flexibility to alter the strategic plan to reflect changes in the organization’s operating environment. Annual review meeting participants may include a variety of key stakeholders, including the Board of Directors, staff, funders, constituents, and community partners.

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