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H ome O wnership for P ersonal E mpowerment

H ome O wnership for P ersonal E mpowerment. HOPE’s Mission is to Provide Stable, Affordable Housing Options for People with a Developmental Disability. PART I. HOPE ACCOMPLISHMENTS: What Your Organization Did Over This Past Year. Program Development and Delivery.

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H ome O wnership for P ersonal E mpowerment

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  1. HomeOwnership forPersonal Empowerment HOPE’s Mission is to Provide Stable, Affordable Housing Options for People with a Developmental Disability.

  2. PART I HOPE ACCOMPLISHMENTS: What Your Organization Did Over This Past Year

  3. Program Development and Delivery • We have already seen success in our efforts to acquire more properties for the affordables program with two new purchases in Norwalk—the first in several years. • Efficiencies, cost savings and better communication have been established with HOPE’s property management company and regular status reporting to HOPE has been instituted and successful. • A tenant newsletter has been developed and is being sent to residents. • Staff have refined the construction process so that properties are finished sooner and rents, therefore, collected earlier. • Properties saw upgrades throughout the affordables portfolio at Clark duplex, Bacarro, Ximeno condo, both Ximeno duplexes, Hathaway condo, Euclid, Crenshaw duplex; work included new floors, paint, bathrooms, roofs, HVAC, kitchens and more.

  4. Administration and Human Resources • Staffing has grown to include a full-time Controller position, a full time Executive Assistant, and a contracted specialized fund development consultant. • Staff development/training has been a focus this year as staff have participated in a large variety of trainings, webinars, conferences and classes. • HOPE’s internal procedures are in the process of being updated and many have been revised. A schedule has been developed for on-going updates and review. • A HOPE 401(k) plan for staff was established. • We continue to refine our operational efficiencies through integrating our various software programs and ensuring that vendors and contractors are delivering the best product for the best price.

  5. CommunityRelations • The launch of HOPE’s website, email blasts, and social media pages brings new functionality, communication tools, and ways for the organization to increase our presence in the community. • HOPE has updated its primary brochure and applicable fund development inserts. • Staff regularly attend meetings and trainings at the Torrance Volunteer Center, the Long Beach Non-Profit Partnership, and the Center for Non-Profit Management in Los Angeles. • Executive Director participates in conference calls and attends regular semi-annual meetings with Housing NPO colleagues. • HOPE developed a Volunteer Auxiliary in order to provide more opportunities for engagement with the organization and our residents.

  6. Financial Management and Legal Compliance • HOPE, as the management agent of the HUD corps, saw success in its recent REAC (physical) inspection by scoring its highest score yet. • HOPE and HUD corps again saw a successful audit with no findings. • We have made strides in our investment efforts in our partnership with the Long Beach Community Foundation and have laid the groundwork for a truly sustainable future by allocating reserves for both replacement and operations. • We are moving forward with the refinancing of higher interest rate properties.

  7. Fundraising • With the decrease in government funding opportunities HOPE has looked to other funding sources including new fundraising efforts to include major gifts, planned giving, and a capital campaign. • The annual tournament brought in new friends to HOPE, received rave reviews, and had its most successful year yet.

  8. Board of Directors • The HOPE Bylaws have been updated to reflect current practices and better controls. • Board members are participating in trainings and conferences sponsored by HOPE when appropriate. • The HOPE Board Committee structure has been implemented and is working well.

  9. PART II HOPE SUMMARY STATISTICS: What Your Organization Looks Like Now

  10. Housing Models Total = 67

  11. Housing Models Total = 237

  12. Housing $ Value* (+17%) * In Millions

  13. Housing $ Value* * In Millions

  14. Organization: Staff HOPE employs 4.5 FTE staff members and relies on contracted support to perform a variety of functions.

  15. Materials and Outreach New Website New Brochure

  16. Financial Overview: Revenue Primary Income • Rents • Tenants • PRAC • Development • Fees • Fundraising • Unrestricted $ • Restricted $

  17. Financial Overview: Expenses Primary Expenses • Operations • Salaries/Benefits • General Office • Fundraising/Marketing • Services/Properties • Mortgages • Property Management • Utilities • Maintenance • Reserves

  18. Expenses* * In Thousands

  19. Expenses* * In Thousands

  20. PART III LOOKING FORWARD: What Your Organization Plans to Do Next

  21. Program Development and Delivery • HOPE will continue to seek out ways to increase the affordables program by adding new properties through acquisition, set-asides, or other means. • HOPE will explore housing for a supported living program not unlike the C2C model. • HOPE will issue an RFP/RFQ for property management services to ensure we are getting the best service possible. • HOPE will explore the development of a Life Estates program.

  22. Administration and Human Resources • HOPE will continue to refine our internal procedures to maximize efficiencies. • We will evaluate the need for additional staff positions as necessary; for example: major gifts/planned giving, media relations/marketing. • HOPE will participate in the Pepperdine Business School Program’s Business Case Study Program. • HOPE will explore an on-going internship opportunity in the areas of marketing and fundraising.

  23. Community Relations • HOPE staff and Board members will attend various local groups such as Rotary, Kiwanis, etc. on behalf of HOPE. • Staff will continue to publish information about HOPE via various electronic and social-media sites. Staff will become increasingly familiar with adept with these tools. • HOPE will work to grow its volunteer auxiliary.

  24. Financial Management and Legal Compliance • HOPE will explore refinancing properties, where appropriate, in order to maximize cash flow. • HOPE will issue an RFP/RFQ for HOPE’s bank. • HOPE, via the Finance Committee, will follow-up on implementing HOPE’s investment policy for cash reserves. • The Board and Staff will explore the need for an endowment

  25. Fundraising • HOPE staff, in conjunction with our consultant, will explore HOPE’s capacity for obtaining large gifts. • HOPE staff will redefine and implement our existing long range fundraising plan which incorporates both restricted and unrestricted grants and gifts. • The HOPE Board and staff will be increasingly engaged in fundraising efforts, and 1:1 interaction with individual donors, as part of our major gifts and capital campaign efforts. • HOPE will finalize our Planned Giving program and hire staff, if appropriate, to manage this and solicit large gifts.

  26. Board of Directors • An Audit committee will be convened. • A Board Development/Recruitment effort will be implemented and succession planning for officers will be developed.

  27. PART IV FUNDRAISING: How We Plan to Get There

  28. Fundraising: Needs Need for Funds • Operations • Staff • Administrative • Services • Acquisition • Renovation

  29. Fundraising: Trends

  30. Fundraising: Past - Sources • Foundations • Campaigns • Special Events • Government

  31. Fundraising: New Sources

  32. Fundraising: Roles Staff Board Utilize Contacts Attend and Bring Guests to Events Sponsor/Host Events Identify Donors Participate in Campaigns Look for Ways to Advocate for HOPE Tell Our Story • Write Grants • Organize Events • Publish Newsletters • Campaigns • Identify Donors • Support Board Members in Their Efforts • Tell Our Story

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