MaineHousing Organizational Assessment Strategic Plan engaged our external partners, stakeholders, and staff and set broad goals for the agency Organizational Assessment focuses on MaineHousing’s capacity to accomplish our vision and goals; our capacity to change. It builds on the Strategic Plan Assessed our ability to change not our willingness to change

Outcomes (Vision and Goals) Collaboration (Engaging our Partners) Organizational Development (Capacity for Change) High Level View Strategic Plan Organization al Assessment

Methodology Structured interviews with leadership of MaineHousing Deep dives into budgeting, finance, technology services and resource allocation decision-making Interviews with Strategic Planning implementation teams Business process mapping for three major business lines: multifamily lending, single family lending and LIHEAP Benchmarking surveys with 4 other state HFAs

ORGANIZATIONAL FRAMEWORK USED TO ASSESS THE ORGANIZATION Is Vision and Strategy clear for near and longer term?

ASSESSED THE ORGANIZATION AGAINST KEY CHANGE PRINCIPLES Culture and practice of targeting and achieving ongoing organizational improvement Metrics to help identify areas for improvement and progress made Routine Plan/Do/Review process in place Use of goals to set expectations for improvement Continuous Improvement Knowing when step change is required Ability to structure and execute change across organizational boundaries Governance to ensure delivery and to help manage change Benefits Tracking Transformational/Step Change Being open to new ideas Process to gather/source new ideas E.g. Benchmarking, talks with customers/partners, internal colleagues Use of improvement targets to “force” the need for innovative solutions Creativity/Innovation Ability to identify issues and solve problems (e.g. use of data) Consistent view and definition of “change project” Tools to help make change happen (e.g. Process Maps, RACI, Tmap, stakeholder management, To/From Maps) Change Methodology and Tools

CohnReznick Recommendations  Define the Change Agenda  Key Projects identified  Teams and Leaders  Create a 3 to 5 year Transformation Map  See Transformation Map handout  Approach to Projects  Would recommend using tools and approach that you used before  This time, might help to focus some of the projects around a specific problem statement (e.g. how to cut the time from application to approval by 30%)  Governance  Clarify if Executive Committee is Steering Group  Consider whether a separate Steering Group would make sense  Set aside a specific time to review progress of change  Separate the day to day decision making from long term change management