1. FERNDALE HOUSING COMMISSION
2017 Strategic Plan

2. Home is a springboard.
Shelter is a basic need, housing is an adequate foundation, but HOME is a springboard. Safe, stable housing can be the determining factoring in making/breaking a family’s success: economic, physical, mental, social…having a strong foundation can make all the difference.
19 million families qualify for rental assistance, 7.3 million receive it.

3. Shifting demographics will shape housing
Rental assistance to households with children fell by over 14% from , and for seniors it increase by almost 8%; MAJOR surge 57% increase in assistance for those with disabilities; aging in place and connection to community is critical

4. Ferndale + Affordable Housing =
Great Match!
Close to shopping, transportation, library, churches, parks, city buildings, post office, all the things that make someone feel part of a COMMUNITY.

5. Visionary Leadership
On October 8, 2016 the FHC Board met to talk about who we are, what we believe, where we’ve been, & where we are headed

6. Mission: What do we do, for whom, & why?
Vision: What should FHC look like in 5 years?
Values: What are the core values that guide our pursuit of success?
Goals: What are the specific things we'd like to achieve?
Plans: How & when will we do it?
Budgets: What will it cost?
Measures: How will we know we've succeeded?
How can we achieve superior performance, that will have a distinctive impact on this community? How can we build an enduring legacy?

7. Our Values
& Strengths

8. Our Mission
Thanks for the picture, Councilman Martin!
“The Ferndale Housing Commission assures high quality, affordable housing and access to social and community services, where those we serve feel secure and welcome within a diverse and inclusive community that is caring, participatory, and values each person.”

9. Tie to Mission
Goal/Action
Outcomes/Success
Evidence/Measure
Timeframe/Budget
Access to social & community services
Secure an on-site social worker and/or community health worker to connect residents to health, social, economic and other resources
Residents have greater access to employment opportunities & quality of life improvements
Number of residents who participate in social/educational/enrichment/health activities
Number of resident who access other resources facilitated/promoted by FHC
2017
Some grant-funded programs may exist, or utilize existing staff budget to reallocate for contractual support
Diverse & inclusive community
Build strong relationships with community groups and a strong external “brand”
Community if aware of, proud of, and supportive of FHC
Residents feel connected to the broader Ferndale community
FHC has collaborative partnerships with other groups
Community participation in FHC open house and/or other event(s)
Residents engage in community groups/activities (library, city council, boards/commissions, etc.)
Joint programs between FHC & other groups
FHC is able to leverage external resources
Budget allocated for website improvements, resident activities
Secure & welcome
Develop clear expectations and pursue strict enforcement
Create a communication strategy
Residents trust FHC and are proud to be a part of FHC
Fewer complaints
Fewer violations/evictions
High performing resident committees with specific plans/goals
Residents participate in FHC (attend meetings, give input, respond to surveys)
Resident surveys
2017: Strict enforcement
Budget allocated for legal support to review updated handbook; assist with more aggressive enforcement
Budget allocated for resident activities
1-3 years communication strategy
High quality & affordable housing
Complete a comprehensive physical needs assessment (PNA)
Develop corresponding long-term capital plan
Properties are in routine maintenance mode; deferred maintenance has been remedied, major projects are completed or planned
Marked improvement at the unit level
Work order volume and completion rate (24 hours for emergency, 48 hours for urgent, fewer than 5 days for routine)
2017 PNA
Budget allocated for PNA, significant capital improvements
1-3 years capital plan
1-3 years major property improvements

10. Tie to Mission
Goal
Outcomes/Success
Evidence/Measure
Timeframe/Budget
We serve
Revamp foundational policy manuals (ACOP, Adm. Manual, Personnel Policy, Resident Handbook, Lease, Maintenance Plan, EEO Policy)
Revisit ALL policies of FHC
Complete forensic audit
Business operations are modern, efficient & effective
Processes automated, extensive reporting functionality
Business and personnel policies are up-to-date
Website overhaul planned
Clear and complete understanding of all financials and accounts
Increased use of online forms and systems
Improved business analytics (i.e. inventory systems, performance reports)
Capacity to use infographics, other reporting to demonstrate strong performance
Number of hits on website
2017: Foundational policies
Budget allocated for consulting support to update ACOP, Adm. Manual
Budget allocated for legal support in reviewing Personnel Manual, lease, resident handbook
 1-3 Years: ALL Policies
Caring, participatory, values each person
Create a customer-focused, service oriented culture
Staff is inspired by our mission and passionate about doing great work for FHC and its residents
Positive “secret shopper” experiences
Empowered staff who initiates solutions, drives change
Staff engagement with residents
Performance evaluations & metrics
Customer feedback cards
Resident surveys
Training in mental health first aid training, customer service, etc.
Customer-focused website
Streamlined and customer-focused procedures, processes
2017
Budget allocated for staff training, website improvements
Social & community services
Explore and secure grants and alternative funding for expanded programs, services, improvements
Research and information is assembled, development underway
 TBD
1-3 years
High quality affordable housing
Expand affordable housing in the community, explore feasibility of RAD or other models
3-5 years expansion
1-3 years RAD feasibility
Become a national model
TBD 
3-5 years

11. And now…we WORK!