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The Art Of Resource Development

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Presented at the National Forum for Black Public Administrators Conference 2003. The postings on this site are my own and don't represent CHA's positions, strategies or opinions.

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The Art Of Resource Development

  1. 1. The Art of Resource Development Strategic Sourcing,Partnership Development, and Issues Marketing
  2. 2. Paradigm Shift 1. In tough economic times, a different perspective is needed. 2. An agency’s annual budget details allocated cost for projected expenditures. 3. If we know the bottom line and the potential shortfall, then we how much revenue is needed. 4. The paradigm shifts from trying to generate revenue to developing alternative resources. 5. The strategy is to apply equivalent dollar value in place of actual revenue, and then diversify development.1.
  3. 3. Historical PerspectiveOn January 6, 2000, after many years of poormanagement and benign neglect, the ChicagoHousing Authority submitted a ten‑year strategicplan to the U.S. Department of Housing and UrbanDevelopment outlining major program changes,policy directions, and organizational initiativesrequired to transform Chicagos public housingsystem.The Plan for Transformation, approved by HUD onFebruary 6, 2000, outlined a strategy forrebuilding Chicago’s distressed public housingcommunities placing into motion a vision forchange.
  4. 4. CHA’s Plan for Transformation 2000 - 2005 The Plan for Transformation incorporatedthe following core commitments: $1.5 billion to create, 25.000 new or rehabbed housing units, enough for those residents who were lease‑compliant as of 10/1/99. Creation of affordable housing developments that incorporated attractive, mixed‑income communities. Redesigning neighborhoods so children, families and economic opportunities could flourish ‑ and gangs and drugs crumble. Assuring that CHA residents received access to essential supportive services Reducing duplicative administrative costs.
  5. 5. Recognize Sourcing OpportunityThe CHA’s Plan for Transformationrequired the creation of an aggressiveresource development strategy. Astrategy that would increase fundingfor needed resident services andcommunity development.The CHA committed to increasingoutside funding sources by $50 millionover a five-year period, to enhance thelevel of services being provided to CHAresidents.To accomplish this, a specialdepartment, Resource Development,was established to address unfundedcomponents essential to the plan’ssuccessful implementation.
  6. 6. Consider the Environment  Review the various funding conditions, cycles, sources, trends and mechanisms available, then consider their potential impact as you design your resource development strategy.  Conduct an annual needs assessment to determine funding gaps related to your organization’s strategic plan.  Analyze the funding mechanisms, e.g. corporate contributions, public/private funding requests, voluntary service hours, donor events/campaigns, social enterprises, etc. then estimate percentages to optimize and diversify the development strategy.
  7. 7. Consider the Environment  From the Gap Analysis, create fundable projects and strategically align them with issue areas and funding mechanisms.  Develop a creditable approach for sourcing: e.g. social investment, strategic alliances, public awareness campaign, improved good will, stakeholder engagement, cost/ benefit analysis, or innovation.  Source projects.
  8. 8. Define the StrategyA. Public/Private PartnershipsB. Corporate Solicitation/ValuationC. Volunteer Management
  9. 9. Partnership Development When there is a shared vision, agenda and challenges there can be strategic alliances & shared resources. Results used sponsorship, collaborative ventures, fund redistribution and/or leveraging of resources. Examples included: Community Partnership Initiative Corporate Partners Program University Partnerships
  10. 10. Committed PartnersThe Chicago Housing Authority(CHA) approached agencies,businesses, and industriesserving the Chicago metropolitancommunity area. and the C H A
  11. 11. Shared VisionThe CHA’s External Partnerships encouraged direct social investment, community involvement and corporate ownership and a shared commitment to transforming public housing North Town Village conditions and neighborhoods.
  12. 12. Shared AgendasChicago’s redevelopment plans included a renovated stadium, SoldiersField, the home of the Chicago Bears, and the CHA proposed Lakefront Properties, Jazz on the Boulevard and Lake Park Crescent.
  13. 13. Shared Agendas The Chicago Bears worked with the Chicago Park District to renovateSoldiers Field, and the CHA redeveloped its Lakefront Properties, Jazz on the Boulevard and Lake Park Crescent.
  14. 14. Ultimately, the shared agenda resulted in the Chicago Bears donating the skyboxfurnishings and team equipment to CHA for resale and/or use in their Senior Buildings’ recreational areas
  15. 15. Shared Challenges Building new communities Creating new opportunities Investing in the next generationV olunteers • Making life better
  16. 16. Issue Marketing Applying a marketing approach helps to lead the development process, which should involve customers, partners, and other stakeholders to shape the right offers for the right target segments. Foundation Partner IssueMacArthur Foundation Public HousingPublic Agency Partners Issue HUD, NEA & NGCSA Arts Education Nonprofit Partner Issue KaBoom! Appropriate Play Environments Corporate Partner Issue Chicago Bears Underprivileged Youth
  17. 17. Issues = InitiativesHUD, NEA & the National Guild of Community Schools of the Arts Creative Communities KaBoom! Chicago Bears Care Campaign Playground Builds Christmas Toy Giveaway
  18. 18. Strategic SourcingThrough a combination of technicalassistance and foundation supportamounting to approximately$1,400,000, the CHA was able toacquire needed equipment, softwareand consulting services ensuring clientconfidentiality, security and dataintegrity to support the CHA’s housingrelocation process.This funding was then used to leveragenearly $900,000 worth of public sectorfunding making it possible toincorporate innovative multi-mediaenhancements, foster interagency dataexchange and further expand theagency’s wide area network in supportof public housing residents.
  19. 19. TheRightMovesNet Increased access to reliable public housing information More digital funding opportunities Better technical skills
  20. 20. Evaluate the Strategy Track new market penetration, competitive positioning, related development, and other strategic metrics. New Resources FY2000-FY2002 (in millions)CHA New Resources $16.13 FY2002CHA New Resources $40.53 FY2000-FY2002 $50.00 Goal by 2005 $0 $10 $20 $30 $40 $50 (Millions)
  21. 21. Questions ?
  22. 22. This work is licensed under the CreativeCommons Attribution-NonCommercial-ShareAlike 3.0 Unported License.To view a copy of this license, visithttp://creativecommons.org/licenses/bync-sa/3.0/ or send a letter to CreativeCommons, 444 Castro Street, Suite 900,Mountain View, California, 94041, USA.

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