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B7 business planning casa strategic plan 2012-2015


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This workshop will cover the how to’s of business planning, along with the benefits, and examples of successful business plans for small and medium nonprofits. Presenters will share how their organizations use business planning to attract and retain competent staff, attract diverse funding sources, and deliver needed services to their communities.

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B7 business planning casa strategic plan 2012-2015

  1. 1. Building hopes, homes and financial health CASA of Oregon Strategic Plan 2012 – 2015 CASA Strategic Plan 2012 – 2015 1
  2. 2. Transforming Lives Across OregonHere’s the truth. Many Still, there is hope on the horizon. means to build assets in Individual At CASA, we are developing low- Development Accounts (IDAs).farmworkers and other income housing and creating foundations to provide struggling In addition, our advocacy haslow-income families Oregonians with a secure financial resulted in dedicated fundingin Oregon are existing future. By partnering with with streams for farmworker housing, public and private agencies, better coordination among stateon the edge – living and federal agencies, and growing investors, banks and developers inoutdoors, in vehicles innovative ways, we are helping low- public awareness about housing income families improve their lives. issues.or in abandonedbuildings. They face The path forwardhigh unemployment, We have ambitious goals in mind for the next three years.overwhelming financial • Increase affordable housingpressures, and little or options in rural access to education • Develop 540 new housing units • Preserve an additional 360 unitsand resources. of existing housing. CASA – the hub where solutions happen • Create safe and affordable Today, CASA is recognized childcare options by building two nationally as a key intermediary in new Head Start facilities in rural the fields of farmworker housing Oregon. and economic and community • Preserve affordable housing for development. We do everything 350 mobile home park residents from piecing together federal, by creating 6 resident-owned state and private resources, to park communities. hiring architects and builders and ensuring compliance with all regulations. We also work with local non-profits to provide families with tools and support, including the2 CASA Strategic Plan 2012 – 2015
  3. 3. Core principles Collaboration: Collaborating Making a difference with partners in both public and CASA (Community private sectors is the keystone of and Shelter Assistance our success. It enables efficient Corporation) was and effective service and unites established in 1988, organizations on common ground, primarily to serve the producing positive change in our housing needs of Oregon• Provide 1,500 low-income work and communities. farmworkers and their Oregon families with financial Excellence: We pursue excellence families. To date, CASA of education and Individual through inquiry, learning and Oregon has produced: Development Savings Accounts. critical thinking. The result is • 1,136 housing units built or• Advocate at state and federal high-quality support in program rehabbed level for continued support of development, technical assistance • 1,300 on-farm beds fair, equitable housing policies, and funding. rehabbed particularly in rural areas. • 4 MHPP (Mobile Home• Advocate for a strong consumer- Parks Purchase program) focused comprehensive financial parks converted into reform, ensuring an inclusive cooperatives economy that provides equal • 157 MHPP residents turned access to opportunity from renters to ownersOur mission • 2,666 IDA (Individual Development Account)Deeply rooted in service to Innovation: Through research and participantsfarm- workers, CASA of Oregon development, we design innovativeimproves the lives of Oregonians • $4.8 million in IDA funds programs that meet the needsin underserved communities invested in the Oregon of our clients and partners. Ourby building affordable housing, economy results show this entrepreneurialneighborhood facilities, and approach adds great value to theprograms that increase families’ communities and clients we well-being. Opportunity: Our goal is to build housing, family support systems and an economy that creates equal opportunity – for everyone. CASA Strategic Plan 2012 – 2015 3
  4. 4. Housing and Community Development Goals and Strategies 1. Increase and preserve affordable housing options for farmworkers and other low-income families by expanding the products offered and agencies served. • Conduct two annual feasibility studies for housing in rural areas in Oregon. • Annually obtain funding for two new housing developments. • Annually complete construction of at least two new housingOur Vision developments resulting in the production of approximately 180Help provide decent, safe units.and affordable housing and • Preserve two existing affordable housing complexes in rural to farmworkers and • Identify at least one new and/or nontraditional source of financingother low-income households for development activity.through access to financial and • Increase CASA’s ability to directly finance predevelopment andtechnical resources. Increase interim activities by 20%.CASA’s effectiveness to developprojects in light of changes in 2. Help communities develop neighborhood facilities that improve the lives of underserved people, including farmworkers and other low-housing finance markets. income families. • Obtain funding and complete construction on two communityObjectives facilities focusing on federally funded health clinics and HeadQuality housing and commu- Start centers.nity facilities that improve the • Explore opportunities to partner with other organizations engagedlives of families and enhance in multi-sector approaches to community development.their neighborhoods andcommunities. 3. Focus on affordable green building techniques to decrease carbon footprint and increase operating efficiency for tenants. • Reduce tenant energy costs by 10% at two developments through Green Enterprise measures. • Develop one LEED-certified neighborhood facility.“Oh, we have a home.We just need a houseto put it in.” – Anonymous child4 CASA Strategic Plan 2012 – 2015
  5. 5. Fatma Hajimonhamed, proud new homeowner and VIDA program graduate, with her family CASA Strategic Plan 2012 – 2015 5
  6. 6. Manufactured Housing Communities Goals and Strategies 1. Achieve program scale and sustainability • Convert two manufactured home communities serving 100 families in 2012 and 2013, and three manufactured home communities for 150 – 200 families in 2014. • 90% of conversions operate at 3% or less vacancy by 2013. • Reduce time required for conversion by 50% by 2015.Our Vision • Reduce reliance on public/private grant funding by 30%.Provide long-term security and 2. Increase access to affordable financingasset growth for manufactured • Seccure lottery-backed bonnds to assist the purchase of up to 5housing park residents in Oregon manufactured housing communities serving 500 families by 2015.through the creation of resident-owned communities. • Achieve 10% increase in CASA CDFI funds for park purchases. 3. Devise affordable replacement strategy for manufactured home-Objectives owners in resident-owned communitiesCreation of a comprehensive • Increase access to affordable financing for green technology and/manufactured housing or energy efficient improvements for 8 communities by acquisition and • Achieve 15% increase in banks/credit unions offering single-familypreservation program providing financing to qualified manufactured homeowners in Oregon infinancing and technical assistance 2012, and 25% increase in years 2012 and manufactured homeowners • Provide 100% of qualified homeowners with access to IDA matchin Oregon who wish to purchase, funds by 2013. govern and manage their • Advocate for inclusion of manufactured housing communities incommunities. local, regional and state land use planning. • Provide funding for replacement of dilapidated septic systems 4. Improve resources for post-conversion operations and management • Provide technical assistance and management support to all con- verted communities.“Workers will havedecent, affordablehousing in the commu-nity where they workWell done.”– Debbie Radie, business owner in Boardman, OR6 CASA Strategic Plan 2012 – 2015
  7. 7. CASA Strategic Plan 2012 – 2015 7
  8. 8. Family Economic Opportunity Program Goals and Strategies 1. Increase efficiency and productivity in Individual Development Account operations. • Open a total of 1,500 Individual Development Accounts, totalling 9 million dollars by 2015. • Increase productivity and reduce overhead costs by 20%. 2. Increase financial sustainability and decrease reliance on currentOur Vision sources.Provide all individuals and • Increase non-IDA program revenue by 15% in 2012.families with equitable access • Increase non-IDA program revenue by 15% annually through de-to education and resources veloping new programs/products by they can participate and • Generate $50,000 in unrestricted donations through individualprosper in their communities. giving and private foundation grants.Engage youth, stabilize families • Diversify department revenue sources.and form inclusive communi-ties so all may contribute to the 3. Expand technical assistance to partner organizations to ensurewell-being of society. quality counseling and service delivery to consumers. 4. Identify and develop diversified financial productsObjectivesUnderserved families will have • Design a demonstration asset-builder loan program serving people with disabilities needing adaptive technology to maintain employ-increased access to financial ment or stay self-sufficient in and educational • Develop a business plan and implement the demonstration loanopportunities that enhance program in 2013.economic sustainability and • Raise at least $100,000 in initial loan capital by • Obtain Department of Education support for the MESA Program through technical assistance contracts or direct funding for MESA IDAs.“The IDA programgave me the support,help and ability toprovide a better life formy family.” – Courtney Jepppsen, Small Business IDA graduate8 CASA Strategic Plan 2012 – 2015
  9. 9. CASA Strategic Plan 2012 – 2015 9
  10. 10. Advocacy and Transformation Goals and Strategies 1. Multifamily Housing and Facilities: Advocate for state and federal policies that improve opportunities to provide housing for farmwork- ers and families in rural communities. • Establish methods for measuring need and demand for farmwork- er housing that is acceptable to funders and sponsors. • Focus attention on the ongoing need for agricultural worker hous- ing as a member of the Farmworker Facilitation Team. • Demonstrate the financial leverage gained and ability to meetOur Vision pressing housing needs by the state prioritizing projects with fed-CASA and partners will work eral project-based rental broad-based coalitions to • Work with national partners to support permanent program statusadvance national, state and for USDA’s rural housing preservation programlocal policies that promote • Work with community partners to prioritize state funding alloca-investment in rural and under- tions for those with the lowest incomes. • Work with national partners to support the inclusion of residentserved communities and their services as an eligible expense under USDA’s Rural Developmentresidents. multi-family programs. • Support the Streamlining Compliance Initiative and take the leadObjectives in engaging USDA to participate in such efforts to increase report-Expanded resources, oppor- ing and record-keeping efficiencies.tunities and access for the • Plan, host and organize the 2013 Farmworker Asset and Propertymost vulnerable Oregonians, Management Conference.helping Oregon communities Manufactured Housing Communities: Develop an education andrecover from adverse economic advocacy strategy which supports state and federal policies thatconditions. increase opportunities and resources for resident ownership. • Develop legislative policy recommendations, including Opportu- nity to Purchase legislation. • Support the renewal of the Oregon Affordable Housing Tax Credits • Collaborate with the Housing Alliance to support issuance of lottery-backed bonds for funding resident purchases of manufac- tured home communities. • Provide recommendations to state housing agencies on legislation“We have completelyturned our livesaround thanks to theVIDA program.” – Danne Wilson, Homeownership IDA graduate10 CASA Strategic Plan 2012 – 2015
  11. 11. and policies that successfully remove barriers in preserving manu- factured home parks in Oregon.• Work with local, regional and state policy makers to include manu- factured housing park preservation and resident purchases of parks in land use plans.• Market the resident park purchase program as a viable exit strat- egy to manufactured community owners and real estate brokers• Collaborate with national partners on federal legislation for manu- factured housing.• Educate regional and national foundations and social investors to attract investment and enable CASA to provide more subordinated park purchase loans, particularly for parks in rural areas.• Collaborate with public and private partners on a replacement strategy to give homeowners in resident-owned communities ac- cess to affordable single-family financing – for home replacement or upgrades, including access to energy-efficient green housing.Family Economic Opportunity: Advocate at state and federal levels toimprove asset-building opportunities for low-income families.• Collaborate with partners to form the Fair Finance Coalition, a group of state organizations that share a consumer-oriented eco- nomic justice mission.• Improve public awareness of low-income families and the im- portance of asset building using newspaper op-eds, articles and online media.• Secure the support of Oregon’s federal delegation for the Savings for Working Families Act and the Children’s Savings Accounts -En- act ASPIRE Act – two pieces of federal legislation that would make IDA-type programs universal and scalable.• Initiate on-going newsletter series for stakeholders addressing trends and policies affecting low-income familes.• Collaborate with partners to organize an annual state conference to highlight the need for state initiatives that support asset build- ing and financial security for low-income residents.• Continue participating in policy advisory groups to develop and test pilot asset-building projects serving specific populations. “A better life is my dream. CASA is my hope.” – who?? CASA Strategic Plan 2012 – 2015 11
  12. 12. CASA Changes Lives Accomplishments Partners Government Housing and Community Development Federal, state, local • 1,136 units of multi-family housing have been built or rehabilitated for Financial institutions farmworker families. Non-profits • 1,300 beds have been provided for farmworkers in rehabilitated on-farm housing facilities. Employers Developers, businesses • Two Head Start facilities have been built, providing quality child care for low-income families in Newberg and McMinnville. Donors • Two medical and dental clinics and three Community Center facilities have been built, serving residents in rural areas. CASA Manufactured Home Park Program (MHPP) • CASA organized residents in 4 mobile home park communities, and pro- vided training and education on cooperative ownership. Programs • 157 former renters became owners through the conversion of 4 mobile Housing and Community home parks. Development Mobile Home Parks Family Economic Opportunity Program (FEOP) Purchase (MHPP) • 2,666 Oregonian families have built savings through the Individual Devel- Family Economic opment Account (IDA) program, enabling them to invest in a first home, Opportunity Program small business, post-secondary education and other assets. • More than $4.8 million in IDA funds has been invested into the Oregon economy, providing financial support for thousands of families. • 299 new small businesses have been funded with IDA funds. • 235 students have used their IDA to fund part of their college education. • 382 new homeowners have purchased homes with affordable mortgages. 212 East First Street Newberg Oregon 97132 503-537-0319 www.casaoforegon.org12 CASA Strategic Plan 2012 – 2015