strategic plan - roc usa

Strategic Plan2015-2018

ROC USA NetwORk

ROC USA, LLC FUNdeRS & INveStORS

ROC USA, LLC MeMbeRS & SpONSORS

WELLS FARGO CDC

®

www.rocusa.org • www.myROCUSA.orgROC USA, LLC • 6 Loudon Road, Suite 501 Concord, NH 03301 • 603.513.2791 • [email protected]

StRAtegIC pLANJuly 1, 2015 – June 30, 2018

Our Vision:We envision a country in which the owners of efficient and affordable homes are economically secure in healthy and socially vibrant resident-owned communities.

Our Mission:To make quality resident ownership viable nationwide and to expand economic opportunities for homeowners in manufactured (mobile) home communities.

Our Goals: 1. Preserve and improve affordable communities;

2. Build financial assets and economic security for homeowners; and

3. Foster healthy, mutually supportive communities and leaders.

Our Values:Our values are expressed in our Organizing Principles, which reflect our steadfast commitment to, and respect for, democratic process.

What we do:

ROC USA helps democratic associations purchase and manage their manufactured (mobile) home communities.

Why we do what we do:

Homeownership without land ownership can be risky. Homeowners on rented land are vulnerable to community closures and eviction, unsafe infrastructure and ever-increasing lot rents.

Homeowners need control of the land beneath their homes to be secure.

One proven method of control is resident ownership, in which homeowners buy their community as a democratic resident corporation. Its success has been demonstrated by more than 170 communities that have followed the first resident-

We are looking to secure economic gain for our local resident-owned communities (ROCs). For that, we look to owners who are leveraging the benefits of connecting to other like companies for their own benefit.

Two of the many examples in the retail sector are Ace Hardwareand True Value, both co-ops of nearly 5,000 locally owned hardware stores. These co-ops help their local store owners-members compete with big box competitors. The co-ops provide

(Continued on following page.)

Where else do you see examples of local owners collaborating

in large associations?

owned community (ROC) established in Meredith, New Hampshire in 1984.

Building on our work in New Hampshire, we created ROC USA in 2008 to bring the opportunity of resident ownership to homeowners in other states. In just seven years, ROC members and ROC USA Network’s affiliated nonprofits have doubled the number of homes in ROCs from 5,000 to 10,000 and expanded from one state to 14.

In 2012, two ROC leaders, with support from ROC USA started the ROC Association so that the 170+ ROCs could elect three of their members to serve on ROC USA’s Board of Directors. We wanted to ensure that ROC USA was incorporating input from community members at the highest level of the organization.

their member stores with education, national marketing, and product purchasing.

Similarly, ROC USA and its regional Network affiliates offer services that include training and technical assistance (TA), national marketing, financing and product and service discounts.

Also, ROC USA reflects these large and impressive cooperative businesses with three community members being elected to the ROC USA Board by ROCs.

With now 10,000 homeowners in ROCs, together we can achieve our vision of economically secure and vibrant communities by continuing to reflect the values and services of large and successful co-ops like Ace and True Value.

ROBERT DANN PHOTOGRAPHYMeadow Valley Park is a 54-site neighborhood in Una-dilla, N.Y., whose residents purchased their community on the steps of a courthouse foreclosure auction in 2010.

No surprise, a nonprofit that represents 10,000 homeowners and that listens hard to its community leaders is finding opportunities to capitalize on the size of the ROC Association to benefit its communities. ROC USA connects independent ROCs – communities with all the strength and focus of local ownership and control – with similar communities and a network of nonprofit organizations (ROC USA Network) so everyone is helping one another. We look to replicate and systematize benefits, and build mechanisms to support ROCs, and find ways to be “Better Together.”

How we do what we do:1. We promote resident ownership with community owners to win opportunities for

homeowners to purchase their communities at fair market value.

2. We provide homeowners an opportunity to make informed democratic decisions about community ownership.

3. We provide pre- and post-purchase Technical Assistance (TA) and training to resi-dent corporations.

4. We provide pre-development, purchase and community improvement loans to ROCs that are supported by an affiliated TA provider.

5. We innovate with local, regional and national solutions to address common ROC challenges and opportunities.

How we set our priorities: The priorities of this Strategic Plan were developed through a Board-led process that focused on engagement of key stake-holders. Through the 14-month process, the Board engaged ROC leaders and Net-work affiliates at the 2014 Community Leadership Institute (a gathering of two-dozen ROC leaders who came together for leadership development training) in Cin-cinnati and through a 2015 survey of ROC Boards. The Board also engaged industry experts and leveraged the expertise of a nonprofit brand specialist. This process re-sulted in setting eight strategic priorities for the three-year plan period.

Cranberry Village in Carver, Mass., hosted the ROC USA Network TA Providers, ROC USA staff, and Members from several Massachusetts ROCs in March 2014. One of the small-group discussions held in the newly renovated community building sought answers to this all-important question from stakeholders.

Four strategic priorities came directly from ROC leaders:

1. Provide an appropriate level of engagement by ROC USA and Network affili-ates from purchase through maturity by:

a. Delivering local, regional, and national training both in person and online; and

b. Enhancing the connections among ROC leaders.

2. Increase the accessibility and affordability of public and private capital (grants and loans) for infrastructure improvements.

3. Ensure that homebuyers in all ROCs have ac-cess to home purchase loans.

4. Produce resources to help ROCs fill vacant sites in their communities.

The ROC USA Board of Directors contributed four additional strategic priorities:

5. Develop scalable solutions to property management services that improve in-dividual property perfor-mance and the experience of living in a ROC.

6. Increase the number of communities preserved by resident ownership each year and leverage the size of the ROC As-sociation to develop addi-tional benefits for home-owners and communities.

7. Improve earnings to achieve sustainable operations throughout the ROC USA enterprise and Network affiliates.

8. Build a strong resident ownership brand (reputation) that encompasses ROCs, Network affiliates, and ROC USA.

Faye Morton, Secretary of Brunswick Bay Mobile Home Cooperative in Brunswick, Maine, takes part in a strategy planning session at the 2014 Community Leadership institute in Cincinnati.

Why these priorities are important to us: Our communities’ priorities are our priorities because we believe we succeed when our communities succeed.

Further, the four priorities identified by the community leaders signal a healthy business focus at the community level.

Priority 1: A commitment to education and leadership development is vital to every field and the fact that community leaders are asking for more is extremely encouraging. Expressed desire for both in-person and online training and networking will help ROC USA Network innovate with scalable and efficient solutions. Efficiency in post-purchase training is integral to creating sustainable affiliate TA programs.

Priority 2: The call for infrastructure resources underscores the challenge and opportunity for health and safety improvements as well as beautification projects in ROCs. Self-advocacy has been integral to securing external resources and research on programmatic targets will support local advocacy. Further, ROC USA Capital and other community development lenders play an important role in delivering financing and can do more with specialized resources. Network affiliates are also providing project management services in many instances and leveraging knowledge and contacts to secure project funding.

Priorities 3 and 4: Financing for homes and filling vacant sites are rooted in maintaining or increasing cash flow in ROCs, improving communities and reducing blight. Both also provide access to affordable homeownership and support mobility — the ability to sell a home and move when that’s desired. Home financing and vacant sites are not unique to ROCs; they are industry-wide issues that require entrepreneurial solutions.

TERESA YOUNG PHOTODuvall Riverside Village in Duvall, Wash., tapped reserves for a road resurfacing project in the fall of 2014.

Priority 5: We conclude that property management services across the country vary widely in terms of quality and greatly impact the experience of resident ownership. Scalable solutions are not yet evident but we intend to assess, design, and deliver solutions.

Priority 6: Our long-term goal is to make resident ownership viable in every state in the country and ultimately transform a significant segment of the industry to one in which homeowners enjoy security and economic and social benefits. Our goal for the next three years is to expand the number of ROCs in our existing 14 states and support new ROCs in three to five additional states.

Priority 7: We cannot fulfill our national mission and support a network of ROCs without achieving sustainability based upon earnings. ROC USA will achieve operating sustainability by 2018 and Network affiliates will be assisted to sustainably support their resident ownership lines of business.

Priority 8: Strong brands – for ROCs, TA providers and ROC USA – make everyone’s job easier. ROC USA is committed to continuing the work of developing shared mission, purpose and values across the organization as a central focus.

Liz Wood, Natividad Seefeld and Colleen Preston, the first three elected Directors of the ROC Association Board, attended their first ROC USA Board meeting in Washington, D.C., in 2013

ROC USA, LLCResident Ownership Network, LLC (d/b/a ROC USA Network) Resident Ownership Capital, LLC (d/b/a ROC USA Capital)ROC USA Network and ROC USA Capital are both wholly owned subsidiaries of ROC USA, LLC.

Twenty-three ROC leaders, the ROC USA and ROC Association boards of directors, Network TA affiliates and ROC USA staff gathered in Cincinnati in 2014 to work on the social venture’s strategic plan. Pictured are:

FRONT ROW (from left): Nathalie Laidler-Kylander — Harvard Kennedy School; Dawn Mitchell — Brunswick Bay Mobile Home Cooperative, Brunswick, Maine; Faye Morton — Brunswick Bay Mobile Home Cooperative, Brunswick, Maine; Natividad Seefeld — ROC Association & Park Plaza Cooperative, Fridley, Minn.; Paige Weeks — Whisper-ing Pines Homeowner Cooperative, Oak Harbor, Wash.; Ainslea Coviello — Cranberry Village Residents Associa-tion, Carver, Mass.; Sheryl Huetter — Buena Vista Community, Inc., Missoula, Mont.; Lorie Cahill — Green Acres Cooperative, Kalispell, Mont.; Andrea Levere* — CFED; Deb Wyman — ROC USA; Julia Shepard Stenzel — Nonprofit Brand ConsultantMIDDLE ROW (from left): Mike Bullard — ROC USA; Mary O’Hara — ROC USA Network; Linda Sprague — Me-domak Mobile Home Cooperative, Waldoboro, Maine; Jessica Pooley — Cooperative Development Institute; Cathy Haigh — ROC USA Network; Donna Carty — Pine Tree Village, Carver, Mass.; Diane Gasaway* — Northwest Cooperative Development Institute; Colleen Preston* — ROC Association & Cranberry Village Residents Associa-tion, Carver, Mass.; Sandy Overlock — Wheel Estates Tenants Association, North Adams, Mass.; Marjory Gilsrud — Madelia Mobile Village Cooperative, Madelia, Minn.; Donna Celona — Wayside Community Association, Inc., Shirley, Mass.BACK ROW (from left): David Doyon — ROC USA; Adnan Bokhari* — CFED; Tom Chabolla* — NeighborWorks® America; Terry Simonette* — Capital Impact Partners; David Gammel — Wayside Community Association, Inc., Shirley, Mass.; Jesse Martinez — Wheel Estates Tenants Association, North Adams, Mass.; Scott Sporte* —Capital Impact Partners; Michael Swack* — Carsey School of Public Policy, University of New Hampshire; Michael Sloss — ROC USA Capital; Liz Wood* — ROC Association & Duvall Riverside Village, Duvall, Wash.; Katherine Eads Gald-ieri — ROC USA Network; Eric Bowman, Northwest Cooperative Development Institute; Maureen Carroll — Co-operative Development Institute; Paul Bradley* — ROC USA; Larry Erickson — Pine Tree Village, Carver, Mass.; Kelli Cicerelli — ROC-NH; Jay Marble — Country Garden HOA, Inc., Alden, N.Y.; Kaia Peterson* — Neighbor-Works Montana; Dennis Jakubowski — Country Garden HOA, Inc., Alden, N.Y.; Alice Hurst — Windy Hill Housing Cooperative, Tilton, N.H.; Marty Cahill — Green Acres Cooperative, Kalispell, Mont.; Sam Moody — Lincoln Institute of Land Policy; Marilyn Soboski— Pine Tree Village, Carver, Mass.; Terry Huetter — Buena Vista Community, Inc., Missoula, Mont.* Indicates ROC USA Board of Directors

Priority 1Provide an appropriate level of engagement by ROC USA

and Network affiliates from community purchase through maturity.

Where are we in 2015?

Network affiliates deliver a wide range of tools and templates as a part of every start-up and as needed over time. A start-up online community center

for training, news, blogs, purchasing discounts and member-to-member interaction with 374 registered users and 263 average visits per month during the latest three-month period.

Network affiliates and ROC USA have led seven regional events and one national event attended by a total of 325 ROC members in the last 12 months.

Where do we want to be

in June 2018?

An integrated national system of post-purchase education, training and tools is delivered locally, regionally and nationally both in person and online.

A vibrant online learning community with at least 10% of ROC members as champions connected and sharing ideas, tools, skills and positive solutions.

When will we get there?

By 12/31/17, deliver an integrated national system.

Increase average monthly community center visits to 750 by 12/31/16 and to 1,250 by 6/30/18.

Engage 400 ROC members annually in regional and national events in 2016 and 2017.

Have 80% of ROCs reporting overall green level rating on their Healthy ROC Dashboards.

Who do we need to help us?

We need affiliates to help develop a standardized curriculum and develop new and enhanced tools to help ROCs become more self-sufficient.

We need ROC members, CLI graduates, and ROC Association Directors to get the word out and help demonstrate the benefits of training, education, and peer-to-peer transfer of knowledge both in person and online.

We need national partners to build out online training and conquer the digital divide in ROCs.

Priority 1A Deliver local, regional, and national training both in person and online through www.myROCUSA.org.

Priority 1B Enhance connections and peer education among ROC leaders.

Priority 2Increase the accessibility and affordability of public

and private capital (grants and loans) for infrastructure improvements.


Resource availability and services vary widely based upon the funding environment, state and federal policy and practice in any given state.

Since inception, ROC USA Capital has delivered 12 loans totaling $7 million for infrastructure improvements.

ROCs and Network affiliates have also secured an additional $23 million in grants and loans for ROC infrastructure projects.


in June 2018?

Permanently preserved communities like ROCs have access to the full range of health and safety improvement resources available to other affordable housing providers.

ROC USA and Network affiliates empower ROC leaders to self-advocate.

ROC USA and Network affiliates lead the search for resources and ROC USA Capital continues to finance improvements and seeks to leverage lower cost resources through its financing role.

ROC USA and Network affiliates provide online training on both securing grant and loan resources as well as managing capital improvement projects.


By 12/31/15, ROC USA Network will publish and Network affiliates (TA providers) will distribute state-specific infrastructure resource guides to ROCs in all 14 states currently served.

By 12/31/16, ROC USA Capital will collaborate to develop low-cost infrastructure loan products in at least two states in addition to its standard loan product available in all states.

By 12/31/16, ROC USA Network will have online training targeting resource development and project management essentials.


We need ROC leaders, Network affiliates and ROC USA to provide key leadership in the development of resources for ROCs.

We need support from state and national advocates and state and federal agencies.

Priority 3Develop a solution so homebuyers in all ROCs

have access to home purchase loans.


One traditional chattel (home) lender for high FICO score borrowers has targeted ROCs outside of New England.

New Hampshire has a strong nonprofit (Community Loan Fund) mortgage product for homes in ROCs.

Several local experiments are under way by Network affiliates.

ROC USA initiated a beta test in New York in 4Q14 and has thus far credit enhanced five loans in Champion Park.


in June 2018?

Affordable, accessible home loans are available to homebuyers in every ROC market.

Due to the serious shortage of chattel MH lenders, we anticipate that ROC USA will need to play a financial role to motivate new lenders to enter this market.


ROC USA will, by 6/30/16, be operational with a fixed rate, 95% LTV home loan product in all chattel states with ROCs.


We need banks, credit unions, state HFAs and traditional chattel lenders to see the advantage of lending in ROCs.

We expect to play a credit enhancement role and therefore need foundations and banks to help us raise the capital needed.

Priority 4Produce resources to help ROCs

fill vacant sites in their communities.


Some ROCs have vacant sites that could be occupied, providing affordable homeownership opportunities and adding revenue to ROC budgets.

Some Network affiliates are delivering an infill training workshop locally and regionally and it has been presented at the national leadership institute.

Some ROCs have a lot of experience with infill.

Some Network affiliates have purchased and placed new and previously occupied homes in ROCs with varied results.


in June 2018?

Every ROC has achieved its desired and financially sustainable level of infill with well-constructed, energy efficient and affordable homes.

Private and public resources are available to finance infill and replacement homes akin to what is available for site-built homes.


By 3/31/16, ROC USA and Network affiliates will document and distribute best practices for infill and utilize myROCUSA.org to share lessons learned.

By 12/31/17, ROC USA will develop a national program for infill homes in ROCs.


We need all ROCs who are successfully placing new and previously occupied homes in ROCs to share their stories and lessons learned.

We need MH Industry and nonprofits, including NeighborWorks® America, Next Step, and utilities, who have a role in infill and energy-efficient housing, to target our communities.

Priority 5Develop scalable solutions to property management

that improve individual property performance and enhance the experience of living in a ROC.


The quality of Financial and Property Management services varies widely across ROC Association communities.

Services are provided by a wide range of independent local service providers.


in June 2018?

Financial and Property Management services provide good service at a fair price and administer their duties within the democratic nature of the resident corporation.


ROC USA Network will propose solutions to improve these functions by 12/31/16 and begin implementation in 2017.


We need Network affiliates and ROC leaders as key collaborators.

We need to consult with property management firms to better understand how our communities’ needs could be best served.

Priority 6Increase the number of homes and communities preserved through resident ownership and leverage the large number of homeowners and the size of ROC Association to expand

benefits for homeowners and communities.


In April 2015, ROCs in the ROC Association reached a milestone, with 10,000 homes and 170 communities in 14 states! New ROCs have been joining us at the following rates over the last three years aided by Network affiliates:

2014: 15 2013: 13 2012: 12

The purchasing co-op we helped create (Innovia) is beginning to deliver savings to members, including a 10% discount at MH Parts Store. (See the ROC Mall at myROCUSA.org for more offerings.)

The Network affiliate and ROC leaders in Maine are beginning to generate local and regional savings opportunities with vendors who cannot serve customers nationwide.


in June 2018?

A large and powerful association of ROCs with an ever-increasing number of homes and communities that attracts more benefits for members.

Add new states at a manageable pace until homeowners in all 49 states have viable opportunities to choose resident ownership. (Hawaii has no manufactured home communities.)


By 6/30/18, ROC USA Network affiliates will help preserve another 4,000 homes (for 14,000 total) and 60 communities (for 230 total).

By 6/30/17 expand from 14 states to 17 states with at least one ROC in each state through the efforts of existing and new Network affiliates.

Annually, ROC USA Capital will meet borrower demand for loans by raising sufficient capital to finance $25 million in purchase and improvement loans.

By 6/30/18, ROC USA will double savings and specialized service offerings for ROCs and ROC members from seven to 14.


We need communities to continue to perform well and demonstrate for industry, donors and lenders that resident ownership works.

We need Innovia to reach 2.5 million homeowners and other national partners to continually leverage benefits for ROCs and ROC members.

Priority 7Improve earnings to achieve sustainable operations

throughout the ROC USA social venture and Network affiliates.


ROC USA operated by covering 75% of its expenses with earnings in 2014. (The rest was grant supported.)

Five Network affiliates are operating post-purchase TA services sustainably but con-tinue to be challenged by uneven and unpredictable pipelines.

As of June 30, 2015, ROC USA Capital is financially strong with a net assets ratio of 33%, total assets of $41 million and no delinquencies, and positioned to meet borrower demand.


in June 2018?

We need well-known and respected national and local brands, and a vibrant communications system creating more purchase opportunities and other enhancements for existing ROCs.

Innovation and impact will attract grant investments throughout the plan period.

ROC USA Capital will meet borrower demand for financing and increase total assets and net earnings to enable ROC USA to be self-sufficient on earned revenues for core operations while maintaining a net assets ratio greater than 20%.


By 12/31/2016, Network affiliates will have a reliable three-year pipeline of leads.

By 6/30/18, ROC USA will achieve break-even.

By 6/30/18, 80% of Network affiliates will be able to sustain post-purchase activity on earned income and be operating with at least three months of expenses in reserve.


We need foundation support for seed and growth capital.

We need Network affiliates and ROCs to use their brands and communications sys-tems on a local level to increase our visibility and sphere of influence.

ROC USA Capital needs balance sheet equity and debt from public, philanthropic and private sectors and participation capital from public and private sectors.

Priority 8Build a strong resident ownership brand (reputation)

that encompasses ROCs, Network affiliates, and ROC USA.


We have strong brand ambassadors in those who get to know us well through CLI, the ROC Association and direct interaction.

About 50% of ROCs see ROC USA as “just the lender” but a new understanding is emerging as more benefits for individual communities and members come into focus.

Individual ROCs demonstrate varied levels of understanding and commitment to a strong brand.


in June 2018?

Strong brands make everyone’s job easier and everyone more effective.

Our purpose and values are widely and clearly understood by all stakeholder groups.

Communities see the importance of a strong brand and how to build and maintain one.


By 6/30/2018, ROC USA will raise its brand awareness among ROCs as a valuable resource from 50% to 80%.

By 6/30/18, 80% of ROCs using the Healthy ROC Dashboard have identified Green on their Healthy ROC Dashboards as to having a marketing plan (4B) and as to being known as a good place to live (4C).


We need ROC USA, Network affiliates, and ROC leaders to continually align our mission, purpose, and values.

We need ROC leaders and members to take the lead on their own community’s brand building.

board of directors

Adnan Bokhari Kaia Peterson Michael SwackCFED NeighborWorks® Montana University of New Hampshire

Tom Chabolla Natividad Seefeld Liz WoodNeighborWorks® America ROC Association ROC Association

Diane Gasaway Scott Sporte Colleen PrestonNorthwest Cooperative

Devlopment CenterCapital Impact Partners ROC Association

StaffROC USA, LLC ROC USA CAPiTAL ROC USA NeTWORK

Paul Bradley Michael Sloss Mary O’HaraPresident Managing Director Director

Mike Bullard Kevin Porter Katherine A. eads GaldieriCommunications

& Marketing ManagerLoan Officer Network Systems Manager

David Doyon Robin Wilcox Cathy HaighCFO Portfolio Manager National Training

& Education Manager

Debra WymanExecutive Assistant & Data Mgr.

Paul Bradley, President Andrea Levere, ChairROC USA® CFED

Terry Simonette, Vice-Chair Juliana eades, SecretaryCapital Impact Partners N.H. Community Loan Fund

ROC USA® Network has assisted 81 ROCs

in 14 states since launching in 2008.

MEWA

ORID

UT

MT ND MN

IA

WI

OHPA

NYSD

TX

VTNH

MARICT

NJDE

MD

NCSC

GAAL

TN

IN

MI

ILKY

MSAR

MOKS

NMAZ

NVCA

AK

HI

OK

NECO

WY

LA

FL

VAWVShelburne Falls, MA

Rochester, NY

Concord, NH

Great Falls, MT Minneapolis, MN

Salt Lake City, UT

Sherwood, OR

ROC NorthwestOlympia, WA

ROC Association Communities & Network Affiliates

June 201514 States • 172 ROCs10,186 Households

Mountain West

East, Midwest and South

New England

Regions

MEWA

ORID

UT

MT ND MN

IA

WI

OHPA

NYSD

TX

VTNH

MARICT

NJDE

MD

NCSC

GAAL

TN

IN

MI

ILKY

MSAR

MOKS

NMAZ

NVCA

AK

HI

OK

NECO

WY

LA

FL

VAWV

1. Trust is at the root of all effective relationships. An empowered membership is critical to building thriving neighborhoods and organizations. Information is shared openly with all members of the Board of Directors and, when it is not the subject of a personal or confidential nature, with all members.

2. Our role is to develop options for consideration by the appropriate decision-making body within the Resident-Owned Community and not one of imposing our choices.

3. We support the creation of a democratic framework and coach fair democratic process and dispute resolution.

4. Resident-Owned Communities are encouraged and trained in how to hire and oversee third-party service providers for legal representation, engineering services, and auditing. Templates and information are furnished to make efficient use of these third parties and not as a substitute.

5. Homeowners form corporations wherein directors have fiduciary and other duties to uphold. Our work must respect those duties in order for them to exist.

6. We only support entities whose policies do not discriminate, and whose membership is open to all homeowners in the community regardless of their income level, age, gender, sexual orientation, race, religious creed, color, marital status, familial status, physical or mental disability, or national origin.

7. The best long-term interest of the resident-controlled corporation as a community and borrower are our primary goals. When our role as a trainer and a lender are in conflict, we openly discuss our position with the Board of Directors and membership, as appropriate, and encourage them to consult third-party professionals privately on the issue.

8. Long-term health and sustainability requires teaching respect and understanding of the organization and its Articles, Bylaws, Rules, and Policies.

9. The respect and de-stigmatization of manufactured housing and the people who live in it is vital to the success of Resident-Owned Communities. We demonstrate our respect through our words, actions, inclusion, and sharing the credit.

ROC USA Organizing, training, and technical Assistance principles

®

Healthy ROC dashboardROC Health Dashboard/ Date:

1. Overall Fiscal HealthActual - Green? Red? Yellow? (type in answer)

Green Yellow Red

A. YTD operating expenses are within budget. Green less than 10% over budget 10-15% over budget more than15% over budgetB. Households are current in lot rent. Yellow more than 95% 90-95% less than 90%C. Households are in payment agreement. Red less than 10% 10- 15% more than 15% D. Members pay monthly toward membership fee (if owed). more than 90% 85-90 % less than 85%E. Operating cash on hand 1.5 mo. Expenses 1 mo. Expenses less than 1 mo. expenses

F. Amount in reserves meets loan doc requirements and/or meets CIP. Yes RR meet loan agreement, but not full need/want of CIP No

G. Annual debt-service coverage ratio is being met. Yes; at least year end and on track 2 of last 3 Qtrs.

Yes, at last year end, but not on track 2 of last 3 Qtrs.

Not on track to meet current FY DSCR and actuals show revenue low and/or expenses high as compared to

budget.Overall Fiscal Health rating All green 50% are green 25% or less are green2. Financial Reporting/Compliance Actual Green Yellow Red

A. Treasurer presents Treasurer's Report monthly. 12 consecutive months 9 of the last 12 months less than 9 of the last 12 months of the year

B. Board reviews cash balances monthly. 12 consecutive months 9 of the last 12 months less than 9 of the last 12 months of the year

C. Board reviews report of accounts receivable monthly. 12 consecutive months 9 of the last 12 months less than 9 of the last 12 months of the year

D. Board reviews Capital Improvement spending monthly. 12 consecutive months 9 of the last 12 months less than 9 of the last 12 months of the year

E. Board reviews Accounts Payable monthly. 12 consecutive months 9 of the last 12 months less than 9 of the last 12 months of the year

F. Budget Variance Reports presented monthly. 12 consecutive months 9 of the last 12 months less than 9 of the last 12 months of the year

G. Yearly audited financials submitted to lender and CTAP. Yes Yes, late NoH. Yearly tax returns submitted to Lender and CTAP. Yes Yes, late NoI. The ROC is in good standing w/the SOS/Attorney General. Yes Yes, late No

J. The ROC has insurance and is in compliance with loan agreement requirements. Yes ROC has insurance but is not in full

compliance w/Loan Agreement

Insurance has lapsed and/or out of compliance with several Loan

Agreement requirements Overall Financial Reporting/Compliance rating. 76-100% are green 26-75% are green Less than 25% are green3. Governance and BOD/Membership Health Actual Green Yellow RedA. BOD is following bylaws. Yes Sometimes Not oftenB. Rules are enforced fairly and consistently. Always Sometimes Seldom

C. Minutes are taken, submitted and attested monthly. 12 consecutive months 9 of the last 12 months less than 9 of the last 12 months of the year

D. Minutes are taken at Annual Meeting, provided to the members, approved and attested annually. Always Once in the last two years Not in the previous 2 years

E. All BOD Members attend and participate at meetings/ quorum is met. 100% attendance in last 10 months Quorum is met, but less than 100%

attendanceQuorum is not met at least more than

once in the last 8 months

Name of ROC:

Healthy ROC dashboardF. A quorum of the membership is achieved at Annual Meeting and Budget Meetings. Always Not achieved 1 of the last two

meetingsNot achieved in the previous 2

meetingsF. BOD Members have attended Boot Camp/ROC Grow in the last 5 years.

3 of 5 members/ 5 of 7 members / 6 of 9 members

2 of 5 members, 4 of 7 members / 5 of 9 members

2 of 5 members / 3 of 7 members/ 4 of 9 members

G. 25% of Members attend any kind of training (e.g. Communications, Member Rights, What is a ROC) at least once per FY. 2 or more training sessions 1 training session No training sessions

H. Agenda/meeting notices are posted in accordance with the bylaws. Always Sometimes Not often

I. Board has succession plan for all board positions and follows it. Have plan and it is followed Have a plan, don't follow it No planJ. Lot inspections/community conditions inspections are being conducted in accordance with board policy. Always Sometimes Never

K. Board and/or members have been in touch with other ROCs to give or get help. Yes Seldom Never

L. ROC's Financial/Property Manager is meeting the obligations of the contract. Yes Somewhat No

Overall Governance and BOD Health rating 76-100% are green 26-75% are green Less than 25% are green4. Long-Term Stability Actual Green Yellow Red

A. 10-year CIP is followed/reviewed annually / approved by members and lender and being carried out.

Yes, annually reviewed, revised as needed and approved by

members/lender

Followed but not reviewed and/or revised annually Not followed, not reviewed

B. Marketing Plan is in place and utilized (flyer, sign, website). All in place/used 2 of three in place/used Fewer than two in place/used

C. Our community is known as a ___________ place to live. Great, affordable, safe OK, not expensive, safe Not OK, not affordable, or not safe

D. The community is maintained in a neat, clean and appealing way. Yes Mostly No

E. Vacant lots/abandoned homes Less than 3% and a plan in place to get to 100% occupancy

Less than 7% and current plan to increase occupancy is not being

executed

Greater than 7% and either no plan in place to increase occupancy or current

plan is not workingF. If 4E is >3%, training has occurred within 1 year and in-fill committee active. Yes or N/A Inactive No

G. Replacement reserves are being made in accordance with the loan agreement. Always 10 of the last 12 months less than 10 months of the last 12

months

Overall Long-Term Stability rating 76-100% are green 26-75% are green Less than 25% are green

5. Committee Health Actual Green Yellow RedA. Finance Committee meets monthly. 12 consecutive months 9 of the last 12 months less than 9 of the last 12 monthsB. Operations Committee meets monthly or as needed. 12 consecutive months 9 of the last 12 months less than 9 of the last 12 monthsC. Membership Committee is trained and ready to process an application. Yes Mostly No

D. All active Committees have and follow the ROC budget. Yes Sometimes NoE. Each Committee has at least 3 members. Yes NoF. The majority of Committee member are non-board members. Yes NoG. At least 2 Committee members have attended training within the last 3 years (for each Committee). Yes No

Overall Committee Health rating All green 50% are green 25% or less are greenOverall Health Rating for All Categories 76-100% are green 26-75% are green Less than 25% are green© 2015 ROC USA, LLC

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