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Restore Neighborhood LA:

Transitioning to the Future…Toward a New Era of Service

Strategic Plan 2013-2014

ADOPTED 1 April 2013

Jeff Schaffer, Chair, Board of Directors John Perfitt, Executive Director 315 West Ninth Street, Suite 501 Los Angeles, CA 90015 Office: 213-270-1720 Fax: 213-270-1739 www.rn-la.org

http://www.rn-la.org/�

RNLA Strategic Plan 2013 - 2014 2

Strategic Plan 2013 – 2014

ADOPTED 1 April 2013

TABLE OF CONTENTS

Introduction ...................................................................................................................................... 5

Comments from Jeff Schaffer, Board Chair, and John Perfitt, Executive Director ........................ 5

Plan Design ................................................................................................................................... 5

RNLA History in Brief .................................................................................................................... 6

Strategic Planning Leadership ...................................................................................................... 6

Guiding Statements ......................................................................................................................... 7

Foundational Statements: Mission, Vision and Values ................................................................... 7

Strategic Priorities for the Plan Period, 2013 – 2014 ................................................................. 8

Pursuing our Mission in New Directions ...................................................................................... 8

Strengthening our Capacity to Serve our Community ............................................................... 9

Organizing for the Long-Term Future ........................................................................................ 9

Profiling Our Distinctive Competencies ............................................................................................ 9

Real Estate Acquisition and Disposition ......................................................................................... 9

Asset Management ..................................................................................................................... 10

Construction Management .......................................................................................................... 10

Working with Governmental Entities .......................................................................................... 11

Pursuing our Mission in New Directions .......................................................................................... 11

Goal #1: Neighborhood Investment and Home Ownership ....................................................... 11

Objective #1.1: New Partnerships .......................................................................................... 12


Objective #1.2: LAHD Revenue Sources ................................................................................. 12

Objective #1.3: New Revenue Sources ................................................................................... 13

Goal #2: Neighborhood Investment and Rental Housing ........................................................... 14

Objective #2.1: New Partnerships .......................................................................................... 14

Objective #2.2: New Revenue Sources ................................................................................... 14

Objective #2.3: Housing the Formerly Homeless .................................................................... 15

Objective #2.4: Housing Those with Special Needs ............................................................... 15

Strengthening Our Capacity to Serve our Community ................................................................... 16

Goal #3: Organizational Capacity ........................................................................................... 16

Objective #3.1: Earned Revenue ............................................................................................ 16

Objective #3.2: Contributed Income ....................................................................................... 16

Objective #3.3: Name Recognition ......................................................................................... 17

Objective #3.4: Capital and Financing .................................................................................. 18

Objective #3.5: Cost Efficiency .............................................................................................. 18

Goal #4: Staffing for the Work ................................................................................................ 18

Objective #4.1: Transition Scenarios ...................................................................................... 19

Objective #4.2: Special Expertise .......................................................................................... 19

Objective #4.3: Personnel Policies .......................................................................................... 20

Objective #4.4: Compensation Guidelines ............................................................................. 20

Goal #5: Finance and Administration ........................................................................................ 20

Objective #5.1: Payment Processing ...................................................................................... 21

Objective #5.2: Timberline ..................................................................................................... 21

Objective #5.3: Contract Management System ...................................................................... 22


Objective #5.4: Project-Based Accounting ............................................................................. 22

Objective #5.5: Operating/Training Manuals........................................................................ 23

Organizing for the Long-Term Future ............................................................................................ 23

Goal #6: Governance ................................................................................................................ 23

Objective #6.1: Bylaws Amendments ..................................................................................... 24

Objective #6.2: Board Development ...................................................................................... 24

Goal #7: Long-Range Planning.................................................................................................. 25

Objective #7.1: Current Plan Execution .................................................................................. 26

Objective #7.2: Next Stage Planning..................................................................................... 26


INTRODUCTION

COMMENTS FROM JEFF SCHAFFER, BOARD CHAIR, AND JOHN PERFITT, EXECUTIVE DIRECTOR

Restore Neighborhoods Los Angeles (RNLA) was expediently created when a window of opportunity opened to respond to a crisis. In 2009, the federal government launched the Neighborhood Stabilization Program (NSP) to send dollars to local communities for the acquisition, rehabilitation, and resale (or rental) of foreclosed properties. To maximize local access to this funding, and the nimble use of this new resource, the City of Los Angeles and Enterprise Community Partners collaborated to establish RNLA.

Over the past three years, RNLA has successfully partnered with the City of Los Angeles to program more than $116 million of NSP funds while simultaneously building its own infrastructure and capacity. Today, RNLA is an efficiently operating organization, grown in maturity and with clearly defined areas of expertise. With the development of this strategic planning document, RNLA prepares to embark on a next, post-NSP phase of its existence. The timing and content of this plan are of vital importance as RNLA looks to its future.

Over the past six months, RNLA has engaged in a systematic assessment of its strengths and weaknesses, as well as threats and opportunities, engaging the participation of board, staff, city colleagues and external partners. The members of the Strategic Planning Committee have played a leading and central role in this process, contributing above and beyond their ongoing roles in the organization.

While we are pleased to deliver this final plan, we intend for it to be a living document that will both guide our efforts and be further modified as RNLA maps out the organization’s future. We welcome your review and comments, and invite your engagement in our ongoing efforts to maximize RNLA’s contribution to the local community.

PLAN DESIGN

Collectively, the mission, vision, and values statements form the foundation of the Strategic Plan. Together they provide a view of the far horizon toward which this plan is oriented. Within the time frame of the plan period, which is two years, the agency has identified seven priorities; these constitute the major goals of the plan. For each goal, several objectives are identified that serve to support the accomplishments of that goal. Finally, the plan provides a short statement as to how to achieve those goals. These are the short descriptions of strategies that are included just below the goal statements. Particular tactics serving those strategies are delineated for each goal as well.


RNLA HISTORY IN BRIEF

Restore Neighborhoods LA, Inc. (RNLA), incorporated in December 2008, was established to engage in community development activities in an effort to improve the physical, economic, and social environments within Los Angeles, California. These include neighborhood revitalization initiatives, the provision of decent housing that is affordable to low- and moderate-income brackets, the acquisition of vacant land and properties with improvements, the demolition of blighted properties, the sale of housing to low-, moderate- and middle-income households, and the development of rental and ownership properties.

RNLA has become a nonprofit holding and development organization, carving out a niche in purchasing foreclosed and/or abandoned properties at a discount from lenders and loan servicers for resale to qualified owners. The Los Angeles Housing Department (LAHD) worked closely with Enterprise Community Partners to establish RNLA as a “community-based organization.”

LAHD signed a Neighborhood Stabilization Program (NSP) agreement with the U.S. Department of Housing and Urban Development (HUD) in February 2009 for a total of $32.8 million and was expected to obligate the entire amount within eighteen months. In January 2010, LAHD was awarded a second NSP allocation of $100 million to be spent within three years. RNLA is a sub-recipient agency contracting with LAHD to carry out the bulk purchase of foreclosed properties using these NSP funds. RNLA worked in collaboration with the National Community Stabilization Trust (NCST) to acquire foreclosed properties from lending institutions.

RNLA acquires foreclosed and abandoned single-family homes and multi-unit properties from the National Community Stabilization Trust (NCST) and other loan servicing entities, lending institutions, and investors. RNLA focuses these efforts in the neighborhoods identified with the highest incidence of foreclosures: Central, East and South Los Angeles, and North and South San Fernando Valley. These are the Los Angeles areas where the private sector has not been as effective in moving homes from foreclosure to new ownership and where the majority of households have incomes below 120% of the area median income.

Within four years, RNLA has successfully provided affordable housing and real estate acquisition opportunities for low- and moderate-income families in various Los Angeles communities. Many Los Angeles neighborhoods would have become dilapidated due to the subprime mortgage market disaster. It is through these tenacious efforts to revitalize Los Angeles neighborhoods that RNLA has proven that they are “rebuilding tomorrow’s communities.”

STRATEGIC PLANNING LEADERSHIP

The Board of Directors, which engaged in the planning process and ultimately approved this plan, is comprised of the following members:


• Marva Smith Battle-Bey, Director • Earl “Skip” Cooper II, Director • Paul Freese, Director • Alicia Lara, Secretary • Veronica Padilla, Director • Tony Salazar, Treasurer • Jeffrey Schaffer, President • Cynthia Sanchez, Director • Tom De Simone, Director

The Board of Directors is grateful to the Strategic Planning Committee, which devoted many hours to this project. The Committee’s membership included:

• Jesse Alvarez, Construction Manager • Lisette Belon, Senior Asset Manager • Jon Duey, Asset Manager • Jessica Frazier, Program Manager – Real Estate Acquisitions and Sales • Jeff Graham, Business Consultant • Cassandra Kauwling, Deputy Director • Alicia Lara, Secretary, Board of Directors • John Perfitt, Executive Director • Tim Piasky, Deputy Director – Housing Production • Jeffrey Schaffer, Chair, Board of Directors • Vicky Rubio, Administrative Assistant

The Board of Directors is also grateful to the Drafting Team for the contributions of its members: Lisette Belon, Senior Asset Manager; Jon Duey, Asset Manager; and Cassandra Kauwling, Deputy Director. David Norgard, Principal at OD180 Consulting, LLC, and Sherry Wong, Associate at OD180, served as consultants to the project.

GUIDING STATEMENTS

FOUNDATIONAL STATEMENTS: MISSION, VISION AND VALUES

Mission Statement

RNLA enriches the quality of life for the people in the communities it serves by creating housing, jobs, and other economic opportunities, investing in neighborhoods, improving the built environment, and advancing environmental sustainability.


Vision Statement

RNLA envisions local neighborhoods that are thriving and sustainable in which every house becomes a home. In these communities, economic and job opportunities are plentiful, and the built environment evokes pride. Values Statement Why We Do What We Do With human beings spending as much as 90% of their lives in built environments, RNLA understands that home and workplace environments are critical to the lives and livelihoods of their inhabitants. Thus RNLA supports housing and job opportunities for all, focusing its work on improving housing stock in key neighborhoods of the Los Angeles metropolitan region. The Way We Work What we accomplish is either enhanced or diminished by how we do it. Recognizing this truth, we hold to certain values that guide us in all of our activities and operations. With every customer, vendor, and partner, we pledge to be fair and equitable in how we conduct business. We pledge to honor each community we serve, recognizing its unique culture, history, and aspirations as strengths to embrace and not as obstacles to surmount. In all of what we build, we pledge to maintain high standards of construction quality and environmentally sustainable design to the greatest extent possible. Finally, recognizing that the heart of what we offer to those we serve is the talent and skill of those whom we employ, we commit to personnel policies and practices that encourage all who work here to be and give their best.

STRATEGIC PRIORITIES FOR THE PLAN PERIOD, 2013 – 2014

These statements represent the major goals of the Strategic Plan 2013 – 2014. Taken together with the Foundational Statements, they offer a summary of the plan.

PURSUING OUR MISSION IN NEW DIRECTIONS #1 Investigate, develop and implement financially sustainable new programs in the metropolitan Los Angeles region, which promote and provide affordable home ownership opportunities for low- and moderate-income households and communities, including those with special needs.

#2 Investigate, develop and implement financially sustainable new programs in the metropolitan Los Angeles region, which promote and provide affordable rental housing opportunities for low- and moderate-income households and communities, including those with special needs.


STRENGTHENING OUR CAPACITY TO SERVE OUR COMMUNITY #3 Secure adequate funding for the transitional period of this strategic plan through a combination of pledges, gifts, grants, loans, and investment. #4 Hire, train, and retain the best-equipped staff capable of meeting and taking advantage of future programmatic opportunities. #5 Refine accounting and other administrative systems to improve efficiency and satisfaction among internal and external stakeholders (such as vendors, lenders, customers, and program partners).

ORGANIZING FOR THE LONG-TERM FUTURE #6 Review board structure, composition, and operations and realign to meet new demands of leadership. #7 Commence planning for long-range institutional vitality and increasing community impact.

PROFILING OUR DISTINCTIVE COMPETENCIES As NSP draws to a close during this plan period, RNLA will be ready to apply its distinctive set of organizational competencies to new initiatives which are consistent with its stated mission, vision, and values.

REAL ESTATE ACQUISITION AND DISPOSITION RNLA’s Real Estate Acquisition and Disposition is the “bread and butter” of RNLA. RNLA’s Real Estate Acquisition and Disposition is literally the beginning and end of what RNLA does by buying, stabilizing and selling multi-unit properties. Given this importance, policies and procedures have been put in place to streamline the entire process. Real Estate Acquisition and Disposition sold double the number of homes in 2011, making 2012 a breakout year. RNLA is on target to have another amazing year in 2013 by continuing to sell and list properties at a quick pace. The Real Estate Acquisition and Disposition team is continually


looking for ways to improve internal systems to ensure that it is working in a way that is highly efficient and cost-effective. RNLA’s Real Estate Acquisitions and Disposition team stands out from many other nonprofit organizations because of the team’s efficiencies, which include hiring individuals in the department that are seasoned in what they do and have the drive to learn. The team has been set up so that members help each other solve problems creatively and quickly. In addition, the team maintains great working relationships with outside agents and vendors while cultivating a competent and experienced internal team. It is passionate about what it does and translates that drive into effective and tangible results.

ASSET MANAGEMENT RNLA’s Asset Management team has successfully managed a portfolio of over 200 single family and multi-family properties. RNLA’s Asset Management oversees third party property managers to keep RNLA properties appropriately maintained and secured. Asset Management covers any property-related functions, such as property tax and insurance, on a portfolio-level. A more overarching focus is on invoice management since vacant properties do not have operating accounts to pay their bills. In addition, Asset Management is generally a troubleshooting department that solves a wide array of problems, such as property-specific security issues, debris hauling, and transitional planning for properties where there are construction issues or delays. RNLA’s Asset Management team is innovative, industrious, and always looking for ways to increase value and reduce expenses. For instance, the team developed and implemented a Green Rebates Program that is expected to return hundreds of thousands of dollars back to the NSP. Asset Management has also taken advantage of many opportunities to waive fees that are normally required, resulting in cost savings in the tens of thousands of dollars. Even in a restrictive program that focuses on expenditure, RNLA’s Asset Management has managed to create income. The Asset Management team has special expertise in meeting requirements for vacant properties in Los Angeles. Furthermore, it has the distinct advantage of being able to adapt to regulatory requirements quickly. The team, though small in number, is able to handle a disproportionately large number of properties effectively. As the opportunities arise, the Asset Management team is ambitious and eager to take on new challenges. Above all else is the team’s dedication to excellence that extends to every facet of its work.

CONSTRUCTION MANAGEMENT

RNLA's Construction Management has the experience and expertise to handle nearly any construction project from beginning to end. RNLA’s Construction Management prepares and specifies the scope of the construction work in


developing certain properties. In addition, the Construction Management team bids out the work, prepares and executes contracts, oversees and manages the contractor(s) to verify that the work is being completed in a high quality manner and in compliance with the Construction Standards specified in the contract, including any Green Building requirements. RNLA's Construction Management team successfully completed thirty-eight abatement and demolition projects, eight large multi-family projects, and approximately 180 single-family homes. RNLA achieved these milestones while also meeting all NSP, local and federal regulations related to procurement and construction. RNLA's Construction Management team is able to inspect a property, prepare a cost estimate and scope of work, prepare a bid package, bid out the project, prepare and execute construction contract and manage the project to completion, including the handling of all types of invoicing and billing. RNLA also handles post-construction issues related to vandalism or warranty-related items, hand-in-hand with the City of Los Angeles Housing Department.

WORKING WITH GOVERNMENTAL ENTITIES

RNLA is adept at interpreting complex federal rules and guidelines, and creating and implementing policies, processes and procedures to ensure compliance with these procedures. RNLA has implemented a very complex and new federal program (NSP) that is subject to multiple layers of regulation. These regulations include federal rules, California laws, local ordinances, and numerous other policies. Further, RNLA was monitored by its funder/grantee (LAHD) on an ongoing basis and was subject to audits by the U.S. Department of Housing and Urban Development (HUD), the U.S. Office of Inspector General, and the City of Los Angeles City Controller. To date, all of RNLA's work has been subject to extensive governmental oversight and regulation. This oversight extends to programmatic matters, such as procurement and contracting, and more project-specific issues, such as tenant relocations and security deposit payments. As a result of operating in this highly regulated environment, RNLA has developed extensive experience and capacity to work collaboratively with multiple government agencies. Now RNLA has the benefit of having significant experience and knowledge from operating and implementing a program in an environment viewed by many as very difficult. This expertise and capacity will be applied when RNLA implements future programs and will also be valuable to future RNLA partners and/or clients.

PURSUING OUR MISSION IN NEW DIRECTIONS

GOAL #1: NEIGHBORHOOD INVESTMENT AND HOME OWNERSHIP

Investigate, develop and implement financially sustainable new programs in the metropolitan Los Angeles region, which strategically invest in neighborhoods and provide


affordable home ownership opportunities for low- and moderate-income households and communities, including those with special needs.

Strategic Approach: Utilize experienced consultants, in-house staff, and other relevant services to identify resources and funding sources to assess feasible scenarios and make recommendations to the Executive Director. In addition, pursue new programs and functions that assist LAHD in achieving its

strategic objectives while in partnership with them.

To attain Goal #1, we will pursue three specific objectives:

OBJECTIVE #1.1: NEW PARTNERSHIPS

Identify, cultivate, and secure new funding and operating partnerships, especially with organizations in which RNLA has a prior relationship with, and those with experience in acquisition, rehabilitation, and resale programs.

Tactics

1.1.1

Investigate new program opportunities with governmental entities and pursue those deemed to be feasible.

1.1.2

Investigate new collaborations with other nonprofit organizations, including philanthropies, and pursue those deemed to be feasible.

1.1.3

Create a program based on leveraging the NSP experience and new capacity created in partnership with LAHD.

OBJECTIVE #1.2: LAHD REVENUE SOURCES Support LAHD’s transit-oriented development strategies and its role as a successor agency to the Community Redevelopment Agency (CRA). Tactics 1.2.1


Work closely with LAHD on strategic planning. 1.2.2

Support LAHD’s asset management objectives.

1.2.3

Secure adequate personnel capacity to support LAHD’s strategic objectives.

1.2.4

Negotiate and secure contracts with LAHD to support its key objectives.

OBJECTIVE #1.3: NEW REVENUE SOURCES Identify and reorganize current operations in order to generate transaction fees. (See also Objective #3.1.) Tactics 1.3.1 Design and launch a brokerage at RNLA. 1.3.2

Examine and define opportunities to generate asset management fees.

1.3.3

Investigate and determine opportunities to generate construction management fees.

1.3.4

Structure agreements to allow RNLA to operate as a fee-based developer when operating with federal and other funds.


GOAL #2: NEIGHBORHOOD INVESTMENT AND RENTAL HOUSING

Investigate, develop and implement financially sustainable new programs in the metropolitan Los Angeles region, which strategically invest in neighborhoods and provide affordable rental housing opportunities for low- and moderate-income households and communities, including those with special needs.

Strategic Approach: Utilize experienced consultants, in-house staff, and other relevant services to identify resources and funding sources to assess feasible scenarios and make recommendations to the

Executive Director.

To attain Goal #2, we will pursue four specific objectives:

OBJECTIVE #2.1: NEW PARTNERSHIPS

Identify, cultivate, and secure new funding and operating partnerships, especially those with experience in acquisition, rehabilitation, and rental programs.

Tactics

2.1.1

Investigate new program opportunities with governmental entities and pursue those deemed to be feasible.

2.1.2

Investigate new collaborations with other nonprofit organizations and pursue those deemed to be feasible.

2.1.3

Join and be active in affordable housing organizations, forums, and networks.

OBJECTIVE #2.2: NEW REVENUE SOURCES Identify and reorganize current operations in order to generate transaction fees. (See also Objective #3.1.)


Tactics 2.2.1 Design and launch a brokerage at RNLA. 2.2.2


2.2.3


OBJECTIVE #2.3: HOUSING THE FORMERLY HOMELESS

Design, fund, and launch initiatives to house the formerly homeless.

Tactics

2.3.1

Pursue funding sources for delivering cost-effective rehabilitation projects to house the formerly homeless.

2.3.2

Actively work with the County of Los Angeles, LAHD, HACLA, and other stakeholders to expand RNLA’s real estate program to generate cost-effective and affordable units for heavy users of the County medical system.

OBJECTIVE #2.4: HOUSING THOSE WITH SPECIAL NEEDS

Design, fund, and launch initiatives to house those with special needs, such as transitional age youth, seniors, veterans, persons with HIV, and the disabled.

Tactics

2.4.1

Explore and pursue partnerships with other nonprofit entities, for-profit companies, and governmental bodies, which have proven success models in this service area.


STRENGTHENING OUR CAPACITY TO SERVE OUR COMMUNITY

GOAL #3: ORGANIZATIONAL CAPACITY

Secure adequate funding for the transitional period of this strategic plan through a combination of pledges, gifts, grants, loans, and investment.

Strategic Approach: Develop new revenue streams – both earned and contributed. In service to developing such new funding, increase RNLA’s name recognition within the region, particularly

among governmental, commercial, and philanthropic entities concerned with affordable housing and neighborhood development. At the same time, change and refine RNLA’s operations such that the

organization stays competitive, increases efficiency, and provides even greater value to the communities it serves.

To attain Goal #3, we will pursue five specific objectives:

OBJECTIVE #3.1: EARNED REVENUE Identify and reorganize current operations in order to generate transaction fees. (See also Objectives 1.2 and 2.2.) Tactics 3.1.1 Design and launch a brokerage at RNLA. 3.1.2


3.1.3


OBJECTIVE #3.2: CONTRIBUTED INCOME

Research and pursue grants and contracts from government entities.


Tactics

3.2.1

Engage an independent grant researcher/writer to investigate grant possibilities and prepare proposals for submission.

3.2.2

Develop and implement a business sponsorship or partnership program.

3.2.3

Research and pursue grants from community and corporate foundations.

3.2.4

Develop and implement a community partners program focusing on associations and community groups.

OBJECTIVE #3.3: NAME RECOGNITION Develop, adopt, and implement a short-term marketing and public relations plan that identifies target audiences and delineates methods for actively engaging with them. Tactics 3.3.1 Define critical target audiences, such as government officials and bodies and business and philanthropic leaders. 3.3.2

Generate key messages.

3.3.3

Identify and execute appropriate engagement strategies.


OBJECTIVE #3.4: CAPITAL AND FINANCING

Secure short-term and long-term operating capital to continue operations.

Tactic

3.4.1

Secure additional long-term credit from a commercial or nonprofit lending institution under the most favorable terms and rate possible.

3.4.2

Secure financing for launch and roll-out of new programs as they are developed.

OBJECTIVE #3.5: COST EFFICIENCY

Reduce operating costs to allow RNLA to operate more competitively in the marketplace.

Tactic

3.5.1

Evaluate ways to eliminate waste in general and administrative costs relating to consumable supplies, services, utilities, and miscellaneous expenses.

3.5.2

Maximize functionality of construction-related systems to operate more efficiently.

3.5.3

Actively negotiate and secure lowest feasible pricing for construction inputs.

GOAL #4: STAFFING FOR THE WORK

Hire, train, and retain the best-equipped staff capable of taking advantage of future programmatic opportunities.

Strategic Approach: Amend personnel policies to ensure recruitment and retention of skilled and talented staff. In the same vein, review and refine compensation guidelines. Align staffing plan with

forecasted programmatic and administrative requirements.


To attain Goal #4, we will pursue four specific objectives:

OBJECTIVE #4.1: TRANSITION SCENARIOS

Forecast best case/worst case scenarios for current funding levels over the next two years and adjust staffing accordingly.

Tactics

4.1.1

Develop a multi-stage ‘roll-down plan’ to be implemented incrementally as necessary. 4.1.2

Estimate optimal operations staffing for programs built on forecasts of winding down and for programs starting up.

4.1.3

Develop staffing plans for new programs that utilize hybrid positions and crossover duties.

4.1.4

Design and implement equitable methods of separation to be used as needed.

4.1.5

Design and implement incentives for retention.

OBJECTIVE #4.2: SPECIAL EXPERTISE

Recruit for key positions in order to ensure continued operations, compliance, and success with new funding sources.

Tactics

4.2.1

Hire staff with experience in federal funding requirements.

4.2.2

Hire a development and communications manager or engage a professional firm for this purpose.


OBJECTIVE #4.3: PERSONNEL POLICIES Develop and adopt new personnel policies that are both equitable to staff and flexible for organizational agility. Tactics

4.3.1

Revise regular operating hours and implement flexible work schedules. 4.3.2

Review and modify sick leave policy.

4.3.3

Review and modify holiday policy.

OBJECTIVE #4.4: COMPENSATION GUIDELINES

Develop and adopt comprehensive compensation guidelines.

Tactics

4.4.1

Design and establish a job classification/step system for all positions.

4.4.2

Conduct compensation study, using appropriate comparisons, and prepare recommendations.

4.4.3

To the extent practicable, set individual and organizational targets and then link them to bonuses and merit increases.

GOAL #5: FINANCE AND ADMINISTRATION

Refine accounting and other administrative systems to improve efficiency and satisfaction among internal and external stakeholders.


Strategic Approach: Engage in a comprehensive needs assessment and evaluate all current systems with respect to actual functionality versus needed functionality. From that assessment, develop a comprehensive list of reports and reporting needs on the part of all stakeholders. Concurrently, create a fund accounting system to track and account for projects funded by multiple sources.

To attain Goal #5, we will pursue five specific objectives:

OBJECTIVE #5.1: PAYMENT PROCESSING Review and change internal payment processing for ALL payments, including construction draw. Tactics

5.1.1

Merge accounts payable and construction draw processes. 5.1.2

Create a new requisition and purchase order system.

5.1.3

Design and implement a new system for payment processing that specifies that ALL invoices go to Accounting prior to any other department.

5.1.4

Inform all vendors, specifically general contractors, of new payment process and policies.

5.1.5

Monitor and reinforce new process to ensure that the switch is made effectively.

OBJECTIVE #5.2: TIMBERLINE

Use Timberline as the original source of reporting data.


Tactics

5.2.1

Research and purchase all necessary Timberline modules.

5.2.2

Integrate essential Community Central data into Timberline.

5.2.3

Determine which specific data is required to be captured, who will enter it, and set up Timberline to capture required data.

5.2.4

Provide training to all staff on new process for entry of data.

OBJECTIVE #5.3: CONTRACT MANAGEMENT SYSTEM

Implement use of contract management system within Timberline, including a purchase order and requisition process.

Tactics

5.3.1

Engage relevant staff in discussion to determine what the system needs to accomplish and for what users.

5.3.2

Task Controller and/or external consultant with development and implementation of system.

OBJECTIVE #5.4: PROJECT-BASED ACCOUNTING Implement project-based accounting and budgeting capabilities allowing for multiple users and producing accurate and timely reports as needed.


Tactics

5.4.1

Establish what metrics need to be captured and create pro forma assumptions.

5.4.2

Create feasible Timberline reports to help determine budgeting and reporting.

5.4.3

Implement use of property-specific cost projection reporting.

OBJECTIVE #5.5: OPERATING/TRAINING MANUALS Create operating and training manuals for new system procedures. Tactics

5.5.1

Task Controller and/or an external consultant with providing screen shot training materials for new contracts management system, requisition system, construction draw system and basic project data entry.

5.5.2

Purchase ready-made training materials from Timberline (if available and relevant) and provide to staff.

ORGANIZING FOR THE LONG-TERM FUTURE

GOAL #6: GOVERNANCE

Review board structure, composition, and operations and realign to meet new demands of leadership.1

1 The RNLA Board of Directors recognizes that major new program initiatives and funding sources imply a change in what the organization will need of its leaders as well. Thus the board is committed to reviewing its own structure, composition, and operations, and realigning them to meet new demands.


Strategic Approach: Engage independent expertise in nonprofit governance to prepare a governance plan and ensure that best practice standards are maintained in the work of the Board of Directors.

To attain Goal #6, we will pursue two specific objectives:

OBJECTIVE #6.1: BYLAWS AMENDMENTS Update the bylaws to reflect and support the expanded mission of the organization. Tactics

6.1.1

Eliminate entirely the reference to a “primary geographic area of operation” and replace it with permissive yet descriptive language that places RNLA in Los Angeles, but clearly allows it to work both throughout the city and beyond it.

6.1.2

Expand the permissible size of the board to range from seven to twenty people with the norm of operating with approximately twelve members.

6.1.3

Eliminate the currently stated qualifications entirely and replace it with a simpler statement specifying that: a) all must be over twenty-one years of age; b) residents in the State of California; and c) a third must be residents of the City of Los Angeles.

6.1.4

Lengthen the term of office from one to two years and allow for up to four consecutive terms.

6.1.5

Create an office of Vice Chair.

OBJECTIVE #6.2: BOARD DEVELOPMENT Prepare and equip the Board of Directors for optimal effectiveness during this transitional period and the launch and execution of the organization’s long-range plan.


Tactics

6.2.1

Following the passage of relevant amendments to the bylaws, gradually expand the board to fourteen or sixteen members and arrange two “classes” so that the number of terms being fulfilled each year is approximately half the total number of members.

6.2.2

Create, adopt, and implement a Governance Plan that is complementary to this Strategic Plan.

6.2.3

Prepare and adopt a protocol for removing members who become inactive or who have otherwise not fulfilled the duties of the role as defined in the Board Member Position Description.

6.2.4

Adopt a Strategic Composite Board Profile.

6.2.5

Prepare and distribute a board manual and schedule regular updates to it.

6.2.6

Conduct a new member orientation periodically.

6.2.7

Design and implement a cycle of board education that addresses both best practice standards in governance and trends in the mission area of the organization.

6.2.8

Conduct an annual board self-evaluation with both individual and collective components.

GOAL #7: LONG-RANGE PLANNING

Commence planning for long-range institutional vitality and increasing community impact.2

2 The present Strategic Plan is intended to serve as a guide through the transitional period now underway during which RNLA moves from executing NSP on behalf of LAHD to initiating new programs with new funding and operating partners. Such a dynamic situation calls for a continuous approach to examining and addressing strategic opportunities and challenges. Therefore, next stage planning is itself a major priority of this plan.


Strategic Approach: Monitor implementation of this transitional plan regularly, update it accordingly, and commence long-range planning as soon as conditions permit.

To attain Goal #7, we will pursue two specific objectives:

OBJECTIVE #7.1: CURRENT PLAN EXECUTION

Identify, empower, and utilize a team to manage execution of the RNLA Strategic Plan 2013 - 2014.

Tactics

7.1.1

Appoint a team of staff leaders to monitor and evaluate execution.

7.1.2

Organize reporting protocols from staff and consultants to the team and from the team to the Executive Director and Board of Directors.

7.1.3

Review the plan itself quarterly and update as prudent.

OBJECTIVE #7.2: NEXT STAGE PLANNING

Initiate strategic planning for the next stage of the organization’s development.

Tactics

7.2.1

Organize a strategic planning process for 2015 and beyond.

7.2.2

Commit staff and other resources to the project.

restore neighborhood la - wordpress.com · 2014. 6. 20. · restore neighborhood la: transitioning...

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