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H ome O wnership for P ersonal E mpowerment. HOPE’s Mission is to Provide Stable, Affordable Housing Options for People with a Developmental Disability. PART I. HOPE ACCOMPLISHMENTS: What Your Organization Did Over This Past Year. Program Development and Delivery. - PowerPoint PPT Presentation
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Home Ownership for Personal
EmpowermentHOPE’s Mission is to Provide Stable, Affordable Housing Options for People with a Developmental Disability.
PART IHOPE ACCOMPLISHMENTS:What Your Organization Did Over This Past Year
Program Development and Delivery
• We have already seen success in our efforts to acquire more properties for the affordables program with two new purchases in Norwalk—the first in several years.
• Efficiencies, cost savings and better communication have been established with HOPE’s property management company and regular status reporting to HOPE has been instituted and successful.
• A tenant newsletter has been developed and is being sent to residents.
• Staff have refined the construction process so that properties are finished sooner and rents, therefore, collected earlier.
• Properties saw upgrades throughout the affordables portfolio at Clark duplex, Bacarro, Ximeno condo, both Ximeno duplexes, Hathaway condo, Euclid, Crenshaw duplex; work included new floors, paint, bathrooms, roofs, HVAC, kitchens and more. 4
Administration and Human Resources
• Staffing has grown to include a full-time Controller position, a full time Executive Assistant, and a contracted specialized fund development consultant.
• Staff development/training has been a focus this year as staff have participated in a large variety of trainings, webinars, conferences and classes.
• HOPE’s internal procedures are in the process of being updated and many have been revised. A schedule has been developed for on-going updates and review.
• A HOPE 401(k) plan for staff was established.• We continue to refine our operational efficiencies through
integrating our various software programs and ensuring that vendors and contractors are delivering the best product for the best price.
5
Community Relations
• The launch of HOPE’s website, email blasts, and social media pages brings new functionality, communication tools, and ways for the organization to increase our presence in the community.
• HOPE has updated its primary brochure and applicable fund development inserts.
• Staff regularly attend meetings and trainings at the Torrance Volunteer Center, the Long Beach Non-Profit Partnership, and the Center for Non-Profit Management in Los Angeles.
• Executive Director participates in conference calls and attends regular semi-annual meetings with Housing NPO colleagues.
• HOPE developed a Volunteer Auxiliary in order to provide more opportunities for engagement with the organization and our residents. 6
Financial Management and Legal Compliance
• HOPE, as the management agent of the HUD corps, saw success in its recent REAC (physical) inspection by scoring its highest score yet.
• HOPE and HUD corps again saw a successful audit with no findings.
• We have made strides in our investment efforts in our partnership with the Long Beach Community Foundation and have laid the groundwork for a truly sustainable future by allocating reserves for both replacement and operations.
• We are moving forward with the refinancing of higher interest rate properties.
7
Fundraising
• With the decrease in government funding opportunities HOPE has looked to other funding sources including new fundraising efforts to include major gifts, planned giving, and a capital campaign.
• The annual tournament brought in new friends to HOPE, received rave reviews, and had its most successful year yet.
8
Board of Directors
• The HOPE Bylaws have been updated to reflect current practices and better controls.
• Board members are participating in trainings and conferences sponsored by HOPE when appropriate.
• The HOPE Board Committee structure has been implemented and is working well.
9
PART IIHOPE SUMMARY STATISTICS:What Your Organization Looks Like Now
Housing Models
2233%
4364%
23%
Homes(as of 5/23/14)
AffordableLicensedC2C
Total = 6711
Housing Models
7130%
15264%
146%
Capacity(as of 5/23/14)
Affordable
Licensed
C2C
Total = 23712
Housing $ Value*
$-
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
$26,666
$31,012
Purchase PriceCurrent Value
* In Millions
13
(+17%)
Housing $ Value*
Purchase Price Current
Value
$-
$5,000.0
$10,000.0
$15,000.0
$20,000.0
$25,000.0
$30,000.0
$35,000.0
$3,683.0 $5,146.0
$22,983.0 $25,866.0 Sustainables (+13%)
Affordables (+40%)
* In Millions
14
Organization: Staff
Executive Director
Kristin Martin 1 FTE
Development Director
Denise Fanelli 1 FTE
Property Oversight
Appleby
Building Contractors
5 Contractors
Architect/Project Manager1 Architect/PM
Development Coordinator
Jennifer Byram .5 FTE
Tenant Coordinator
Jennifer Byram .5 FTE
Property Management
Appleby
HUD Compliance
Phipps/Carr
Controller
Lisa Davidson1 FTE
Bookkeeping
Consultants
Executive Assistant
Eileen Bock 1 FTE
HOPE employs 4.5 FTE staff members and relies on contracted support to perform a variety of functions.
15
Materials and Outreach
16New Brochure New Website
Financial Overview: Revenue
Rents
DevelopmentFundraising
Primary Income•Rents• Tenants• PRAC
•Development• Fees
•Fundraising• Unrestricted $• Restricted $ 17
Financial Overview: Expenses
Operations
Services
Primary Expenses•Operations• Salaries/Benefits• General Office• Fundraising/Marketing
• Services/Properties• Mortgages• Property Management• Utilities• Maintenance• Reserves 18
Expenses*
2012 20130
200
400
600
800
1000
1200
1400
1600
1800
2000
445 513
516712
166
293155
215
37
39
UtilitiesTaxes and InsOperations and MaintenanceInterestAdmin
19
* In Thousands
Expenses*
2012 20130%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
445 513
516712
166 293
155 21537 39
UtilitiesTaxes and InsOperations and MaintenanceInterestAdmin
20
* In Thousands
PART IIILOOKING FORWARD:What Your Organization Plans to Do Next
Program Development and Delivery
• HOPE will continue to seek out ways to increase the affordables program by adding new properties through acquisition, set-asides, or other means.
• HOPE will explore housing for a supported living program not unlike the C2C model.
• HOPE will issue an RFP/RFQ for property management services to ensure we are getting the best service possible.
• HOPE will explore the development of a Life Estates program.
22
Administration and Human Resources
• HOPE will continue to refine our internal procedures to maximize efficiencies.
• We will evaluate the need for additional staff positions as necessary; for example: major gifts/planned giving, media relations/marketing.
• HOPE will participate in the Pepperdine Business School Program’s Business Case Study Program.
• HOPE will explore an on-going internship opportunity in the areas of marketing and fundraising.
23
Community Relations
• HOPE staff and Board members will attend various local groups such as Rotary, Kiwanis, etc. on behalf of HOPE.
• Staff will continue to publish information about HOPE via various electronic and social-media sites. Staff will become increasingly familiar with adept with these tools.
• HOPE will work to grow its volunteer auxiliary.
24
Financial Management and Legal Compliance
• HOPE will explore refinancing properties, where appropriate, in order to maximize cash flow.
• HOPE will issue an RFP/RFQ for HOPE’s bank.• HOPE, via the Finance Committee, will follow-up on
implementing HOPE’s investment policy for cash reserves. • The Board and Staff will explore the need for an endowment
25
Fundraising
• HOPE staff, in conjunction with our consultant, will explore HOPE’s capacity for obtaining large gifts.
• HOPE staff will redefine and implement our existing long range fundraising plan which incorporates both restricted and unrestricted grants and gifts.
• The HOPE Board and staff will be increasingly engaged in fundraising efforts, and 1:1 interaction with individual donors, as part of our major gifts and capital campaign efforts.
• HOPE will finalize our Planned Giving program and hire staff, if appropriate, to manage this and solicit large gifts.
26
Board of Directors
• An Audit committee will be convened.• A Board Development/Recruitment effort will be
implemented and succession planning for officers will be developed.
27
PART IVFUNDRAISING:How We Plan to Get There
Fundraising: Needs
Need for Funds•Operations•Staff•Administrative•Services•Acquisition•Renovation 29
Operations
Services
Fundraising: Trends
HOPE National0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
35
73
58
14
0 87 5
CorporationsBequestsFoundationsIndividuals
30
Fundraising: Past - Sources
• Foundations• Campaigns• Special Events• Government
Fund Raising
Foundations
Campaigns
Special Events
Government
31
Fundraising: New Sources
Fund Raising
Foundations
Campaigns
Special Events
GovernmentFund
Raising
Foundations
Planned Giving / Legacy Society
Individual Gifts
Campaigns
Special Events
Government
32
Fundraising: RolesStaff
• Write Grants• Organize Events• Publish Newsletters• Campaigns• Identify Donors• Support Board Members
in Their Efforts• Tell Our Story
Board• Utilize Contacts• Attend and Bring Guests
to Events• Sponsor/Host Events• Identify Donors• Participate in Campaigns• Look for Ways to
Advocate for HOPE• Tell Our Story
33
34