NWGHC Operating Plan 7-20-2011

2011 2014
Organizational
Underwriting
Operational Plan
NeighborWorks of
Grays Harbor County
Prepared by
John M. Kliem & Deborah A. Holden,
Creative Community Solutions, Inc.
CREATIVE COMMUNITY SOLUTIONS, INC.
NeighborWorks of Grays Harbor County
Board of Directors
Edward Quijada President

Bill Sidor 1st Vice President
Ty Palmer 2nd Vice President
Donna McCallum Secretary
Terri Degner Treasurer
Will Foster Director
Bonnie Gilovich Director
Alan Gozart Director
Larry Lauritzen Director
M. Diane Peters Director
Mike Sand Director
Norm Sprague Director
Bob Waite Director
Staff
David Murnen Executive Director
Patrick Beaty Construction Manager
Jeanie Largen Financial Manager
Kelly Cooper Loan Specialist/Housing Counselor
Julie Galligan Housing Counselor
Robert Freeman Property Management
Nancy Lyle AA/Property Management
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The MISSION of NeighborWorks of Grays Harbor County is to
develop partnerships in the community between business,
government, and residents to create safe and affordable
housing opportunities for all residents of Grays Harbor
County.
NeighborWorks makes this happen for its clients by

combining program and financial resources with those of
lenders, contractors, landlords, other nonprofits, and
neighborhoods.
NeighborWorks will continue to fulfill

this mission by becoming financially
self-sufficient and by expanding its
program resources.
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Contents
The Operational Planning Process at NeighborWorks............................................................................ 1
Assessing Our Environment ...................................................................................................................... 3
The NeighborWorks Vision for Success .................................................................................................. 6
Staff Analysis of the Boards Vision for Success........................................................................................ 9
Three-Year Operational Work Plan ......................................................................................................... 11
Home Improvement Loans ..................................................................................................................... 11
Production Details:.............................................................................................................................. 11
Housing and Financial Counseling .......................................................................................................... 11
First Mortgage Program .......................................................................................................................... 12
Homeownership Down Payment ............................................................................................................ 12
Construction Oversight for Homeowners ............................................................................................... 13
Real Estate Development........................................................................................................................ 13
Work Plan Details: ............................................................................................................................... 13
Property Management............................................................................................................................ 13
Work Plan Details: ............................................................................................................................... 14
Evaluating NeighborWorks Property Portfolio ..................................................................................... 14
Work Plan Details for Determining the Status of Properties: ............................................................. 14
Work Plan Details for Selling or Renting Properties to the Public: ..................................................... 15
Work Plan Details for Repurposing Properties: .................................................................................. 15
Paint the Corridor ................................................................................................................................... 15
Work Plan Details for Paint the Corridor: ........................................................................................... 16
Target Neighborhood Revitalization Project .......................................................................................... 16
Work Plan for the Developing the Target Neighborhood Revitalization Project:............................... 17
Annual Meeting....................................................................................................................................... 17
General Marketing .................................................................................................................................. 17
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Diversify Income Streams ....................................................................................................................... 18
Work Plan for Developing an Annual Board Fundraising Team event................................................ 18
Work Plan for Establishing an Endowment Program .......................................................................... 18
Work Plan for Securing Donations of Construction Materials and Software ..................................... 19
Work Plan for Exploring the Merits of the Hub and Spoke Model for NeighborWorks ................... 19
Upgrade Office Technology .................................................................................................................... 19
Work Plan for Updating Computer, Software, and Phone Systems ................................................... 20
Appropriately Compensate Staff ............................................................................................................ 21
Work Plan for Determining Salary Ranges .......................................................................................... 21
Determine the Need for a Receptionist .................................................................................................. 21
Work Plan for Determining the Need for a Receptionist .................................................................... 22
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The Opera ti o na l Pla nni ng Proc ess a t
N ei ghbo rW o rks
NeighborWorks America, the parent organization for NeighborWorks
of Grays Harbor County, relies on the Operational Plan for determining its
commitment to local member organizations for financial, technical
assistance, and training assistance as well as eligibility for membership in
national initiatives and participation in special projects.
Operational plans must contain outcome-based goals to accomplish over

the next three years. In addition, the plan must
Reflect local market conditions with input from the local

community,
Draw upon detailed projections on lines of business, and
Provide a framework for the work plans and budgets that guide
day-to-day operations.
NeighborWorks relied on an interactive Board - Staff approach for

developing its three-year Operational Plan. The Board of Directors laid
SWOT Analysis: the foundation to the planning process by engaging in a SWOT analysis of
Looking at
strengths,
both the community and NeighborWorks. Understanding this "lay of
weaknesses, threats, the land" allowed the Board to then to set a three-year Vision for
and opportunities. Success. The Vision for Success represents the hopes and aspirations of
Vision for Success: 3-YEAR VISION

Represents the FOR SUCCESS
hopes and
aspirations for our
success over the
next three years.
Obstacles to Strategies
Vision Leading To Vision
3-Year Work
Plans
NWGHC 3-YEAR
STRATEGIC
PLAN
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all the Board members for the future of NeighborWorks in the
community.
The second round of the planning process then passed on to the

Obstacles to Vision: NeighborWorks Staff. Their first step was to identify any obstacles they
Blocks and barriers saw associated with accomplishing the Board's vision. Obstacles are
hinder us from
realizing the those blocks or barriers that hinder the organization in realizing its vision.
NWGHC Vision. Understanding what these obstacles are allows the Staff to assess
accurately from their viewpoint the environment they must work in to
achieve the Board's Vision for Success. Without completing this crucial
step, an organization may fail to account for the pitfalls it faces as it
moves forward.
Strategies:
Keeping these obstacles in mind, the Staff then embarked on the task of
Programs or a brainstorming and selecting strategies. Strategies are broad
course of action that
address obstacles
organizational directions that overcome obstacles and bring about
and catalyzes movement towards the Vision for Success. Strategies typically take the
movement towards
the Vision for form of a program or a course of action. Whereas discovering obstacles
Success. to a vision is a very analytical process, developing strategies is a highly
creative one.
The final step in the planning process for Staff was to prepare three-year
3-Year Work Plans:
Distinct, coordinated work plans that implement the strategies by clarifying actions, outcomes,
& detailed actions responsibilities, timelines, and resources. Building the three-year work
that achieve plans was a consensual team effort that involved all of the Staff reviewing
strategies.
and amending the work of others. The outcome of this effort was a
series of distinct and coordinated set of actions within NeighborWorks
Lines of Business, which at the end of the three-year planning period will
achieve the Board's Vision for Success.
The last step in the planning process was for the Board of Directors to
review the work of Staff to ensure it clearly achieves its Vision for
Success. The Board reviewed and approved the plan at its September
2011 meeting.
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A ssessi ng Our Envi ro nment
What are the strengths, weaknesses, opportunities and threats facing
NeighborWorks over the next three years?
HELPFUL HARMFUL
STRENGTHS WEAKNESSES
Internal strengths are resources or Internal weaknesses are deficiencies in resources
INTERNAL
capabilities that help an organization and capabilities that hinder an organizations

accomplish its mandates or mission. ability to accomplish its mandate or mission.
(Examples: professional staff, adequate (Examples: lack of effective communications,
resources, leadership) absence of clear vision or mission, flawed
organizational structure, noncompetitive pay
structure.)
OPPORTUNITIES THREATS
External opportunities are outside factors External threats are outside factors or situations
EXTERNAL
that can affect your organization in a that can affect your organization in a negative
favorable way. (Examples: new funding from way. (Examples: loss of state funding, increasing
a federal program, political support for a demand for a specific service, management
potential project, a chance to modify an conflicts.)
outdated mandate.)
The Board of Director's SWOT analysis revealed:
O u r In t e r n a l St r e n gt h s
Strong partnerships with local businesses, government, and
nonprofit organizations
Our Staff is dedicated, flexible, talented, diversified, and trained

to Lead the Legacy of NeighborWorks
Recognized for doing things right and following through with

projects
NWGH has effective programs that address multiple facets of

housing problems within the community
Knowledgeable and engaged Board and Committee members
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Our Internal Weaknesses
Aging computers / technology and software
Stale inventory of remaining new houses built to sell by the

organization are not earning income and remain outside the
current real estate market
The sale of homes built through the Grays Harbor College

carpentry program resulted in a net break-even and did not
contribute to diversifying our income.
The physical size of the office is too small to accommodate

additional personnel, which could hinder program growth.
Programmatic Unit Production has been low in comparison to

other NWOs due to small overall population in countywide service
area. This leads to less NWA funding and support.
There is a need for a fulltime receptionist or an automated

telephone system for directing calls.
Improve outreach to homeowners needing assistance.
The inability to sell our new homes continues to divert and absorb
resources that would otherwise keep the organization flexible
financially.
Aging of Board and Staff members
Our External Opportunities

The Hub and Spoke Model creates the opportunity to gain
additional Programmatic Units.
New funding opportunities are available through NWA.
Form new partnerships with local and regional organizations to

create needed housing opportunities using our existing inventory.
There is a growing need for creative housing solutions for special

populations. Partner with organizations that serve this clientele.
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Create a block or neighborhood-focused project using NSP
Revolving Loan funds to leverage other funding opportunities
Our External Threats

The overall state of the national and local economy has been
poor, affecting housing markets.
The growing number of building codes and governmental

regulations.
The lack of political will to fund historic program resources that

have resulted in lost or reduced funding opportunities to support
rehab loans and housing counseling.
The continued state of unemployment our potential clients face.
The descending housing market is creating negative equity and

increased loan-to-value issues for those clients required to have
loan security.
Given these strengths, weaknesses, opportunities, and threats, the Board

concluded that
WE ARE CONTINUING TO GROW

IN A MOVING ENVIRONMENT
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The N ei ghbo rW orks Vi sio n fo r Suc cess
The Board of Directors identified a Vision for Success for NeighborWorks
to focus on over the next three years that comprised of six elements.
U p gr a d e O f f i c e T e c h n o l o g y
The NeighborWorks office is currently running on an antiquated
Windows 2000 operating system. Technology needs upgrading to a
newer operating system that has the capacity to run the software
NeighborWorks relies on for its many lines of business. NWGH should
outline its technology needs and implement a plan for purchase and
installation of hardware and software upgrades. Upgrading this
technology should happen soon to avoid a system shut down.
Stabilizing Income
Despite being able to meet its financial obligations and show profitability,
NeighborWorks is in need of stabilizing its income by increasing liquidity
and expanding its loan pool. The first step in that direction is to
undertake an internal review of income sources to determine where
adjustments in operations and assets could achieve a better return on
investment. Setting up a Strategic Planning Committee to take the lead
in examining options will be the first step.
Similarly, new funding sources may surface for new income generating
programs through grants like the Community Development Block Grant
and NeighborWorks America. Creating a Community Loan Fund with
local lenders could also play a large and an important role in leveraging
outside resources. Aggressively pursuing these funding opportunities
with solid project ideas will be a priority.
Forming partnerships may be another approach to stabilizing income.

The hub and spoke model successfully used by NeighborWorks
Organizations in Montana and Oregon may prove a viable approach to
increasing NWA financial resources by increasing our Programmatic Unit
footprint.
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M e e t i n g B o a r d a n d St a f f N e e d s
Current Board and Staff members have served NeighborWorks for many
years. While their dedication has made the organization the success it is
today, the time has come to begin developing a succession plan to stay a
step ahead of retirements. NeighborWorks needs a Strategic Planning
Committee consisting of both board members and staff to begin
addressing this issue.
Board self-governance is becoming more important to NWA. The Board

members will create a self-assessment matrix and complete it every two
years starting with the September or October 2011 board meeting.
Board oversight of the director is becoming more important to NWA as

well. The Personnel Committee will assess the Executive Director
annually, post annual Organizational Underwriting, and employ the OU
statements against the intended goals.
In addition, NeighborWorks salaries must remain competitive to retain

and attract the talent it demands. The staff has worked for the past six
years without salary increases. The Board wants to see Staff salaries at
comparable levels to similar-sized organizations within the
NeighborWorks Network.
E va l u a t e a n d P l a n f o r N e w a n d R e h a b i l i t a t i o n
C o n s t r u c t i o n Pr o j e c t s
Housing needs in Grays Harbor County change frequently. Staying fresh
and effective as an organization that responds to the community requires
NeighborWorks to assess regularly the housing needs of our client base.
The information collected through an assessment process will guide the
Board in developing and maintaining a Three-Year Construction &
Development Plan.
Some of the potential projects that the Board wants to begin exploring
through this process are to determine if there is a need to return to the
focused neighborhood approach working with local cities to select
distinct neighborhoods for comprehensive housing and infrastructure
revitalization. Another concept to examine is an adaptation of the
Habitat for Humanity model for clients who put sweat equity into the
construction of their homes.
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Refocusing our Assets
NeighborWorks owns a portfolio of properties that may or may not be
generating the income reflective of the effort put into maintaining them.
The Board wants to begin a process of assessing each property to
determine if the organization should keep, rent, sell, or convert it to
other possible uses that would produce a higher return or community
benefit.
P r o vi d i n g C o m m u n i t y E d u c a t i o n
NeighborWorks has a long history of interaction with our community in
youth and adult education, particularly in financial counseling and
housing assistance.
NeighborWorks provides the Financial Fitness Education Program in

area schools to teach fundamental financial skills to youth. The Board
wants the program expanded, when financially feasible, to a larger
number of schools and to the adult clients.
In addition, the Board sees a similar extension role for NeighborWorks

with post-homeownership classes. Many new and existing homeowners
need help in understanding how to maintain and retain a home in good
order, physically and financially. The knowledge and experience of
NeighborWorks staff, taught through classes, seminars, or the media,
would be of great benefit to homeowners in the community. The success
of the long-running Nailing it Down series in The Daily World suggests
such a program would be well received by the public.
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Staff A na lysi s o f the Boa rds V isio n fo r
Succ ess
Before laying out an approach for implementing the Boards Vision for
Success, the Staff spent time reflecting on the potential benefits and
concerns that surround each element.
U p gr a d e O f f i c e T e c h n o l o g y
While the Staff acknowledged that upgrading office technology was
essential, it also noted that it would prove challenging from a budgeting
standpoint without grants for equipment and software and a staff-timing
standpoint without careful scheduling around audits and reporting due
dates.
Stabilizing Income
Relying on declining state and federal grants and loans as an approach to
stabilizing income will prove a challenge. The Section 8 program, the
project-based subsidy for Sun Rise Court, the HUD Housing Counseling
program, and the Community Development Block Grant Program will
likely see reduced funding. On the other hand, other alternatives deserve
closer inspection.
For instance, the Board Director may need to pursue fundraising and
other new fund raising concepts. The creation of a community
endowment program and a Revolving Community Loan Fund offer some
unique long-term opportunities to explore. Reducing overhead expenses
and selling off assets that fail to produce income will deserve constant
scrutiny and innovation.
M e e t i n g B o a r d a n d St a f f N e e d s
Careful analysis of the budget will be necessary to determine where Staff
salary increases may come from, and to what extent they can be
implemented.
E va l u a t e a n d P l a n f o r N e w a n d R e h a b i l i t a t i o n
C o n s t r u c t i o n Pr o j e c t s
While NeighborWorks has limited financial resources for new
construction projects, the availability of grant funding from state and
federal sources will dictate whether this effort eventually moves forward.
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In addition, economic conditions in the county bring into question if there
will be prospective clients interested or financially capable of committing
to home purchases, construction, or rehabilitation.
However, our staff anticipates local city councils will receive the idea of a
comprehensive neighborhood improvement effort with enthusiasm and
possible funding partnership opportunities.
Refocusing our Assets

The current real estate market may limit NeighborWorks ability to
outright dispose of properties without taking a significant loss on our
investment. Finding lender participation for buyers may also prove
difficult as home values continue to decline. There is also a concern that
disposing of assets at a loss could affect our rating with NeighborWorks
of America. Repurposing through partnerships and proceeding with
lease-purchase options are the more acceptable solutions.
The hub and spoke model does offer opportunities for expansion of our
Programmatic Unit footprint, but the great distances between potential
organizations located around the Olympic Peninsula or even state-wide
will present some significant logistical complexities. Other organizations
have reduced these challenges by selecting housing counseling
opportunities as the focus of their hub and spoke line of business focus,
using the internet as their mode of travel.
P r o vi d i n g C o m m u n i t y E d u c a t i o n
For those schools that use the Financial Fitness Program, it has been a
success with their student bodies. However, other schools have had
issues with deciding how to implement the program with their existing
class offerings as well as not having appropriate staff oversight.
Setting up post-homeownership classes for adults is less problematic and

the amount of existing materials to use is considerable. Potential
partners include local hardware stores and the Home Depot.
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Three- Yea r Opera tio na l Wo rk Pl a n
NeighborWorks Lines The Three-Year Operational Work Plan for NeighborWorks of Grays
of Business:
Harbor County consists of a combination of existing programs and new
1. Housing Services initiatives that will lead to the Board of Directors Vision for Success.
2. Asset Management
3. Community Building These existing programs and new initiatives fall under one of three Lines
Other Actions:
of Business: Housing Services, Asset Management, Community Building.
Organizational In addition, there are other programs identified under Organizational
Improvement Improvement.
H o u s i n g Se r vi c e s
Existing Program Home Improvement Loans
This program provides loans to homeowners looking to rehabilitate their

homes. It places special emphasis on health and safety items, including
structural, electrical, plumbing, weatherization and mechanical problems.
Loan amounts can range from $1,500 to $60,000 depending on need and
funding sources. Production will scale up or down depending on financial
resources available to lend.
Production Details:
Fiscal Number of Completion

Year Loans Date Coordinators
FY 12 20 6/30/12 J. Galligan, K. Cooper
FY 13 8 6/30/13 Loan Committee
FY 14 8 6/30/14
Existing Program Housing and Financial Counseling
Housing and Financial Counseling focuses on mortgage default, pre-

purchase analysis, Landlord Tenant Act, pre-foreclosure sale, pre-rental,
refinancing, budget, monetary management, and reverse equity
mortgages (with additional certification required).
The US Department of Housing and Urban Development funds this

program for all counseling except foreclosure. Because future funding for
the non-foreclosure programs is uncertain, production details reflect
NeighborWorks receiving the same funding level as the 2011 Fiscal Year.
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Production Details:

Year New Clients Date Coordinator
FY 12 60 6/30/12 J. Galligan
FY 13 60 6/30/13
FY 14 60 6/30/14
Existing Program First Mortgage Program
This homeownership program offers both purchase and rehabilitation

options for people of all income levels. The program can include all loan
types as well as facilitation opportunities.
Production Details:

FY 12 40 6/30/12 J. Galligan
FY 13 40 6/30/13
FY 14 40 6/30/14
Existing Program Homeownership Down Payment
The Homeownership Down Payment program provides loans up to

$20,000 for down payment and/or closing costs on single-family, owner-
occupied homes. A homebuyer may use the loan in conjunction with a
Home Improvement Loan. NeighborWorks will take a second lien on the
property behind a bank loan or a first lien on an owner contract loan.
Production Details:

Year New Clients Date Coordinators
FY 12 2 6/12 J. Galligan, K. Cooper
FY 13 2 6/13
FY 14 2 6/14
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Existing Program Construction Oversight for Homeowners
NeighborWorks will provide contracted project management for

homeowners doing rehabilitation projects. Funding opportunities and
issues related to client loan qualification are driving factors to attaining
these production levels.
Production Details:

FY 12 20 6/30/2012 P. Beaty
FY 13 8 6/30/2013
FY 14 8 6/30/2014
A s s e t Ma n a ge m e n t
Existing Program Real Estate Development
NeighborWorks will continue to develop its real estate holdings geared

towards new and rehabilitated single-family homes. Properties we intend
to emphasize over the next three years include the properties on Mohler,
Taft, and Sheridan Streets.
Work Plan Details:
Completion
Implementation Step Date Coordinator
Continue to have lots filled at the Ongoing P. Beaty
Mohler Street property; facilitate
completion of street
improvements through
contractor donations
Sell or lease the home at Taft 9-30-2011 D. Murnen, P. Beaty
Street Property (market to Ongoing
Habitat for Humanity) and
remove the existing structure at
1721 Taft Street
Existing Program Property Management
Staff will continue to oversee rental properties to maintain full occupancy

and ensure their good repair.
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Work Plan Details:
Completion
Maintain full occupancy at Ongoing N. Lyle
Oakview Estate and aim for a
99% approval on annual plant
audit
Maintain minimum 90% Ongoing N. Lyle/contract
occupancy rate for property manager
NeighborWorks rentals
Conduct inspections of Semi- N. Lyle/contract
NeighborWorks rentals to annually property manager
ensure properties are kept in
good order
New Initiative Evaluating NeighborWorks Property Portfolio
The newly formed Strategic Planning Committee will examine the

NeighborWorks property portfolio to determine which properties to
keep for rent, repurposing, or liquidation. The intent behind
implementing this initiative is to aid in stabilizing, and eventually
increasing, the organizations income stream necessary for meeting the
Vision for Success.
W o r k P l a n D e t a i l s f o r D e t e r mi n i n g t h e S t a t u s o f
Properties:
Completion
Create an inventory report for Nov 2011 D. Murnen
each NeighborWorks property
Design a decision-making process Nov 2011 D. Murnen, Strategic
for the Strategic Planning Planning Committee
Committee and Board to
determine the best use for each
property
Take Strategic Planning Nov 2011 D. Murnen, Strategic
Committee and Board on tour of or as Planning Committee,
NeighborWorks properties requested Board
Facilitate recommendation by Dec 2011 D. Murnen, Strategic
Strategic Planning Committee for Planning Committee,
Board action Board
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Work Plan Details for Selling or Renting Properties to
the Public:
Completion
Create an information sheet for 2011-2012 D. Murnen
each NeighborWorks property Ongoing
remaining for sale
Develop ongoing Nailing it Ongoing D. Murnen
Down advertisement targeting
homes for sale or lease -purchase
Contract for property Aug 2011 D. Murnen
management with outside source
to market lease purchases
Create and use social media such 2011-2013 N. Lyle
as FaceBook and Craigslist to
advertise properties if needed
Create a share board site for 2011-2013 D. Murnen, N. Lyle
properties in office foyer if
needed
Work Plan Details for Repurposing Properties:
Completion
Create an information sheet for Oct 2011- D. Murnen
each NeighborWorks property ongoing
that will be offered for repurpose
with partnerships; contact
potential partners
Community Building
Existing Program Paint the Corridor
NeighborWorks participates in this Vision 2020 annual event aimed at

painting homes along the Simpson-Sumner/101-109 Corridor in Hoquiam
and Aberdeen. While the Paul Stritmatter Family sponsors the event
financially, NeighborWorks plays a key role in organizing the event.
Participation in this event provides an excellent spotlight on
NeighborWorks in the county. NeighborWorks now piggybacks off the
Paint the Corridor event to maximize its own celebration of National
NeighborWorks Week locally in Grays Harbor County.
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W o r k P l a n D e t a i l s f o r P a i n t t he C o r r i d o r :
Completion
Meet with prospective event Jan D. Murnen, Vision
partners 2011 - 2013 2020
Choose areas to target Mar D. Murnen, Vision
2011 - 2013 2020
Solicit volunteers and homes May - Jun D. Murnen, City
2011 - 2013 council volunteers
Select homes May - Jun D. Murnen, Vision
2011 - 2013 2020
Choose date for the event May - Jun D. Murnen, Vision
2011 - 2013 2020
Hold event Aug-Sept D. Murnen, Vision
2011 - 2013 2020
New Initiative Target Neighborhood Revitalization Project
Thirty years ago, a newly formed Aberdeen Neighborhood Housing

Services focused on housing rehabilitation in three target neighborhoods.
The idea behind this approach was that by concentrating services in these
targeted neighborhoods, the impact would be noticeable and stimulate
overall revitalization. While the approach helped many low- and
moderate-income (LMI) homeowners improve their homes and build
neighborhood pride, it did not address infrastructure issues that would
have spurred long-term investment.
Todays NeighborWorks again wants to focus on target neighborhoods

but use a more comprehensive approach. In addition to making housing
rehabilitation assistance available to low-, moderate-, and middle-income
(LMMI) homeowners, NeighborWorks wants to work with landlords and
local governments to take a more complete approach that includes
infrastructure and socio-economic improvements. This entails finding an
interested neighborhood and facilitating the residents and landlords
through a long-term neighborhood plan. From beginning to end, the
process will be a neighborhood driven approach, with NeighborWorks
and local government playing a facilitative role in helping residents
achieve the goals they set.
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W o r k P l a n f o r t he D e v e l o p i n g t h e T a r g e t N e i g h b o r h o o d
Revitalization Project:
Completion
Write TA for Developing white Feb 2012 D. Murnen, CCS
paper on concept for use in
funding requests
Research available grants and Feb Mar D. Murnen, CCS
approach community for funding 2012
Approach potential funders/ Apr Jul D. Murnen, CCS
prepare grant applications 2012
Solicit cities and neighborhoods Aug Sept D. Murnen, CCS
regarding interest in project 2012
Form blue-ribbon panel to select Dec 2011 D. Murnen, CCS,
neighborhood; select neighbor- Strategic Planning
hood Committee
Initiate neighborhood planning Jan Apr D. Murnen, CCS,
process; develop plan 2012 Strategic Planning
Begin plan implementation May 2012 - D. Murnen
Ongoing Strategic Planning
Existing Program Annual Meeting
Every year since its inception, NeighborWorks has held an annual

meeting as an appreciation to its clients, board members, and
contributors to the organization. The event happens every February or
March and features a guest speaker and an organizational status report.
Election of officers and induction of new board members may also occur.
Existing Program General Marketing
Keeping the NeighborWorks name before the public is an ongoing task.

Over the years, the two most effective marketing tools have been the
weekly Daily World column Nailing It Down and periodic appearance of
staff on local radio stations.
Nailing It Down relies on a professional, paid ghostwriter, although the

content of each article is staff-based. NeighborWorks will continue to
commit financially to the column over the next three fiscal years. Radio
appearances by staff will continue on an invited basis. Staff will also
periodically contact stations to generate interest.
NeighborWorks staff will also participate in community events and

forums as opportunities arise and as financially feasible. Examples of such
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opportunities might include the Grays Harbor County Fair, builder expos,
and Grays Harbor business fairs. Membership in organizations such as the
Grays Harbor Association of Realtors will remain important as a means of
staying connected to the business community.
O r g a ni z a t i o n a l Im p r o v e m e nt
New Initiative Diversify Income Streams
Tight financial times are an incentive to find new sources of income to

replace those that are currently faltering. NeighborWorks can begin
diversifying its income stream by banking on its long time success and
reputation. There are four basic approaches for doing this developing a
fundraising team, establish an endowment program, soliciting new and
used donations, and examining the merits of establishing a hub and
spoke partnership model with other regional housing counseling
organizations.
Work Plan for Developing an Annual Board Fundraising

Team event
Completion
Secure a Technical Assistance Oct 2011 D. Murnen
grant to assist in project design
Develop a fundraising plan with Mar 2012 D. Murnen and TA-
the team NTI
Train team members in Jun 2012 TA-NTI /board team
implementing the plan captain
Initiate fundraising during or Aug 2012 fundraising team
after Paint the Corridor event
W o r k P l a n f o r E s t a bl i s h i n g a n E n d o w m e n t P r o g r a m
Completion
Secure a Technical Assistance Nov 2011 D. Murnen/ board
grant to work with NOW Peer-to- member from
Peer who has set up an B/F committee
endowment program
Report to the Board of Directors Dec 2011
on endowment potential and B&F committee
determine whether to move
forward with the concept
Implement in accordance with 2013 D. Murnen/ B&F
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Board directive committee
Work Plan for Securing Donations of Construction

M a t e ri a l s a n d S of t w a r e
Completion
Identify needed construction Ongoing R. Freeman
materials; i.e., paint, doors, fans,
sinks, toilets, etc.
Identify donation sources; i.e., Ongoing R. Freeman and
Dennis Co., 2good2toss.com, D. Murnen
Walmart, Craigslist, etc.
Solicit donations from potential Ongoing R. Freeman,
donors D. Murnen, P. Beaty
Attend NTI session on donations Ongoing D. Murnen
Acquire construction materials Ongoing R. Freeman and
through salvage opportunities P. Beaty
Apply for software grants Ongoing P. Beaty
W o r k P l a n f o r E x p l or i n g t h e M e r i t s of t h e H u b a n d
Spoke Model for NeighborWorks
Completion
Get a Technical Assistance grant Oct 2011 D. Murnen
to hire consultant to research
and develop a conceptual plan
Research list of potential 501(c)3 As per TA D. Murnen and
organizations; i.e., housing schedule Technical Assistance-
counseling agencies, housing M Clarke, Program
authorities, tribal housing, Development
community action programs Committee Chair
Report findings to the Board and As per TA Program
refer to Strategic Planning schedule Development
Committee Committee Chair
D. Murnen, Technical
Assistance- M Clarke
Implement in accordance with As per TA D. Murnen, Technical
Board directive schedule Assistance- M. Clarke
& D. Murnen
New Initiative Upgrade Office Technology
The NeighborWorks computer system uses an outdated operating

system, Windows 2000, which is in immediate danger of losing
19
compatibility with other essential office software programs. The problem
is significant enough that there is concern that the system may crash.
Funding and available staff time have been significant barriers to solving
this problem. Although technology changes rapidly, NeighborWorks has
identified its immediate minimum needs to be a 2005 Server and
Microsoft XP, which will allow them to use and update older software as
well as run their newer programs. This initiative needs to work in concert
with the Securing Donations of Construction Materials and Software
initiative.
There is also a need to upgrade the current phone system to one that will
facilitate automatic answering and transfer of calls.
Acquiring components for the new computer and phone systems is to

work in concert with the Securing Donations of Construction Materials and
Software initiative.
Work Plan for Updating Computer, Software, and

Phone Systems
Completion
Conduct a staff survey of Apr May P. Beaty
computer and communication 2011
needs and wants
Meet and discuss with staff May Jun P. Beaty
regarding technology alternatives 2011
Based on staff discussions, Jun 2011 P. Beaty
contact outside contractors for
estimates
Receive approval from Board on Jun 2011 P. Beaty
purchase recommendations
Assemble needed hardware and Jul 2011 P. Beaty and staff
software components
Determine best time to bring the Jul - Aug P. Beaty and staff
new system on-line; request 2011 D. Murnen
match funds NWA-contract grant
requests
Install new computer and Post Sept P. Beaty and
possible telephone system. audit contractor
Install new telephone 2013 P. Beaty
20
Appropriately Compensate Staff
New Initiative
Determining fair compensation for staff will require researching
comparative salary ranges in line with appropriate budget commitments
before the Board can consider action.
W o r k P l a n f o r D e t e rm i n i n g S a l a r y R a n g e s
Completion
Update job descriptions Feb 2012 J. Largen and staff
Obtain salary ranges from NWA Feb 2012 J. Largen
and state agencies
Present salary ranges to the Mar 2012 J. Largen, D. Murnen
Personnel Committee
Determine staff salaries based on Mar 2012 J. Largen, D Murnen,
salary ranges Personnel
Committee
Prepare budget with Executive Apr 2012 J. Largen
Directors suggested staff salaries
Present budget to Board May 2012 Personnel
Committee , Murnen
Set up Annual Review Process August 2012 Murnen ,Personnel
with annual reviews Committee
Review job descriptions Jan 2013 J. Largen, D. Murnen
New Initiative Determine the Need for a Receptionist
The loss of an office receptionist position has affected staff performance

given the necessity of everyone fielding telephone calls from the public. A
return of the receptionist position would shield staff from the telephone
interruptions that keep them from their duties. A receptionist would also
aid in coordinating property management inquiries.
Moving forward with the receptionist position requires justifying the need
and determining if there is sufficient budget to cover it.
21
W o r k P l a n f o r D e t e rm i n i n g t h e N e e d f o r a R e c e pt i o n i s t
Completion
Determine desirable July 2011 J. Largen, K.Cooper,
qualifications (prop mgmt exp.) D. Murnen
Update the existing job July 2011 J. Largen, K. Cooper
description
Determine salary range July 2011 J. Largen
Determine starting salary July 2011 D. Murnen
Prepare budget with Executive July 2011 J. Largen
Directors suggested salary rate
22

NWGHC Operating Plan 7-20-2011

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NWGHC Operating Plan 7-20-2011

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2011 2014

Edward Quijada President

NeighborWorks makes this happen for its clients by

NeighborWorks will continue to fulfill

Operational plans must contain outcome-based goals to accomplish over

Reflect local market conditions with input from the local

Draw upon detailed projections on lines of business, and

NeighborWorks relied on an interactive Board - Staff approach for

Vision for Success: 3-YEAR VISION

The second round of the planning process then passed on to the

capabilities that help an organization and capabilities that hinder an organizations

The Board of Director's SWOT analysis revealed:

Our Staff is dedicated, flexible, talented, diversified, and trained

Recognized for doing things right and following through with

NWGH has effective programs that address multiple facets of

Knowledgeable and engaged Board and Committee members

Stale inventory of remaining new houses built to sell by the

The sale of homes built through the Grays Harbor College

The physical size of the office is too small to accommodate

Programmatic Unit Production has been low in comparison to

There is a need for a fulltime receptionist or an automated

Improve outreach to homeowners needing assistance.

Aging of Board and Staff members

Our External Opportunities

New funding opportunities are available through NWA.

Form new partnerships with local and regional organizations to

There is a growing need for creative housing solutions for special

Our External Threats

The growing number of building codes and governmental

The lack of political will to fund historic program resources that

The continued state of unemployment our potential clients face.

The descending housing market is creating negative equity and

Given these strengths, weaknesses, opportunities, and threats, the Board

WE ARE CONTINUING TO GROW

Forming partnerships may be another approach to stabilizing income.

Board self-governance is becoming more important to NWA. The Board

Board oversight of the director is becoming more important to NWA as

In addition, NeighborWorks salaries must remain competitive to retain

NeighborWorks provides the Financial Fitness Education Program in

In addition, the Board sees a similar extension role for NeighborWorks

Refocusing our Assets

Setting up post-homeownership classes for adults is less problematic and

Existing Program Home Improvement Loans

This program provides loans to homeowners looking to rehabilitate their

Fiscal Number of Completion

Existing Program Housing and Financial Counseling

Housing and Financial Counseling focuses on mortgage default, pre-

The US Department of Housing and Urban Development funds this

Fiscal Number of Completion

Existing Program First Mortgage Program

This homeownership program offers both purchase and rehabilitation

Fiscal Number of Completion

Existing Program Homeownership Down Payment

The Homeownership Down Payment program provides loans up to

Fiscal Number of Completion

NeighborWorks will provide contracted project management for

Fiscal Number of Completion

Existing Program Real Estate Development

NeighborWorks will continue to develop its real estate holdings geared

Work Plan Details:

Existing Program Property Management

Staff will continue to oversee rental properties to maintain full occupancy

New Initiative Evaluating NeighborWorks Property Portfolio

The newly formed Strategic Planning Committee will examine the