strategic planning case study - · pdf filestrategic planning case study. provide strategic...

STRATEGIC PLANNINGSTRATEGIC PLANNING CASE STUDYCASE STUDY

Presented for New England Presented for New England NAHRONAHRO

byby Connecticut Housing Finance AuthorityConnecticut Housing Finance Authority

andand Simsbury Housing AuthoritySimsbury Housing Authority

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IntroductionsIntroductionsStrategic Planning ~ Why?Strategic Planning ~ Why?CHFA Strategic Planning ToolsCHFA Strategic Planning ToolsFacilitator ~ What For?Facilitator ~ What For?Simsbury Housing Authority Case StudySimsbury Housing Authority Case StudySummarySummary

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AGENDA

Strategic Planning Case Study

Successful Strategic PlanningSuccessful Strategic PlanningIs a key part of effective managementIs a key part of effective management

Builds a shared vision that is valuesBuilds a shared vision that is values--basedbased

Inclusive, participatory process where board/staff take shared oInclusive, participatory process where board/staff take shared ownershipwnership

Accepts accountability to the communityAccepts accountability to the community

Is externally focused and sensitive to the organizationsIs externally focused and sensitive to the organizations’’ environmentenvironment

Is based on quality dataIs based on quality data

Requires an openness to questioning the status quoRequires an openness to questioning the status quo

Leads to actionLeads to action

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SESSION PURPOSE


Provide strategic planning guidance and tools to Housing Authorities

Consists of the following activities and decisionsConsists of the following activities and decisionsFormulation of the future mission of the organization in light oFormulation of the future mission of the organization in light of f

external factors, e.g., regulation, resources, competition, external factors, e.g., regulation, resources, competition, technology and residentstechnology and residents

Development of a competitive strategy Development of a competitive strategy

Creation of an efficient & effective organizational structure Creation of an efficient & effective organizational structure

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STRATEGIC MANAGEMENT


Requires attention to the “big picture”and

a willingness to adapt to changing environment

Includes reviewingIncludes reviewing

Mission StatementMission Statement

Marketing StrategyMarketing Strategy

Capital NeedsCapital Needs

OperationsOperations

Management StructureManagement Structure

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STRATEGIC PLANNING TOOL


One method is called SWOTOne method is called SWOTStrengthsStrengthsWeaknessesWeaknessesOpportunitiesOpportunitiesThreatsThreats

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StrengthsManagement capacity, successionResources, Assets, PeopleExperience, knowledge, data Philosophy and valuesLocation and geographical

WeaknessesReputation, presence and reach FinancialsOwn known vulnerabilities Timescales, deadlines and pressures ContinuityEffects on core activities, distraction

OpportunitiesTechnology development and innovation Global influences Niche target markets New developmentsCompetitors' vulnerabilities

ThreatsPolitical effects Legislative effects Environmental effects Competitor intentions - various Market demand Sustaining internal capabilities Obstacles faced Loss of key staff

SWOT ANALYSIS


StrengthsStrengths: positive tangible and intangible attributes, internal to an : positive tangible and intangible attributes, internal to an organization and within the organizationorganization and within the organization’’s controls control

WeaknessesWeaknesses: internal factors within an organization: internal factors within an organization’’s control that detract s control that detract from its ability to attain the desired goalfrom its ability to attain the desired goal

OpportunitiesOpportunities: external attractive factors that represent the reason for an : external attractive factors that represent the reason for an organization to exist and developorganization to exist and develop

ThreatsThreats: external factors beyond the organization: external factors beyond the organization’’s control which could s control which could place the organizationplace the organization’’s mission or operation at risk. s mission or operation at risk.

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SWOT ANALYSISStrategic Planning Case Study

The ‘SWOT’ itself is only a data capture exercise - the analysis follows

January 2011 January 2011 -- the Simsbury Housing Authority utilized the Simsbury Housing Authority utilized the CHFAthe CHFA--provided Strategic Planning tools to initiate provided Strategic Planning tools to initiate a comprehensive Strategic Plana comprehensive Strategic Plan

A facilitator was engaged A facilitator was engaged

Two full day offTwo full day off--site sessions were held in March 2011site sessions were held in March 2011

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SIMSBURY HOUSING AUTHORITYStrategic Planning Case Study

This presentation focuses on the processand

outcomes of the initiative

IndependentIndependent

Not affiliated with the Housing AuthorityNot affiliated with the Housing Authority

KnowledgeableKnowledgeable

InIn--depth experience with CT Public Housingdepth experience with CT Public Housing

AvailableAvailable

Attend Planning SessionsAttend Planning Sessions

ModeratorModerator

Keep Session Keep Session ‘‘On TrackOn Track’’ 99

FACILITATOR – WHAT FOR?Strategic Planning Case Study

ImmersionImmersionprovides insight into current operationsprovides insight into current operationshighlights current financial situationhighlights current financial situationoverviews current and future trends & demographicsoverviews current and future trends & demographics

AssessmentAssessmentprovides provides ‘‘gapgap’’ analysis analysis –– ‘‘needs versus affordabilityneeds versus affordability’’staffing skills assessment and mappingstaffing skills assessment and mapping

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BOARD COMMISSIONERS VIEWPOINTStrategic Planning Case Study

OWNERSHIP

BlueprintBlueprintshort term & longer term implementation plansshort term & longer term implementation plansshort term & longer term financial impacts / needsshort term & longer term financial impacts / needsstaff continuity and succession planningstaff continuity and succession planning

AdvocacyAdvocacyknowledgeable knowledgeable ‘‘talking pointstalking points’’prior experience applicabilityprior experience applicabilitytracking against short & long term planstracking against short & long term plans

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BOARD COMMISSIONERS VIEWPOINTStrategic Planning Case Study

OWNERSHIP

Staff – committed, dedicated Residents – happy, strong supportMission Statement – facility functions as intended, common goals of leadershipExecutive Director – competent, assertive, involved, strong administrator, passion for elderly,

good community representativeBoard – common goals, diverse experiencesTown Relationship – very strong, active liaison, great supportFinancial Condition – stable, no debt, have reservesFacility – no major problems or capital needs, recently renovated thanks to grantOccupancy – currently full, some waiting listFulfills needs of residents – subsidized rent, social programs, assisted living services,

security, housekeeping, nursing, all high qualityReputation – very positiveLocation – park-like grounds, nice town, safe, comfortable, community interactionVolunteers - some keySenior center – comes to usSize – manageable

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SWOT ANALYSIS - STRENGTHSStrategic Planning Case Study

StrengthsManagement capacity, successionResources, Assets, People Experience, knowledge, data Philosophy and valuesLocation and geographical

WeaknessesReputation, presence and reachFinancials Own known vulnerabilitiesTimescales, deadlines and pressuresContinuityEffects on core activities, distraction

OpportunitiesTechnology development and innovationGlobal influencesNiche target markets New developmentsCompetitors' vulnerabilities

ThreatsPolitical effects Legislative effects Environmental effects Competitor intentions - variousMarket demand Sustaining internal capabilitiesObstacles faced Loss of key staff

STRENGTHSSTAFFTOWN RELATIONSHIPBOARDRESIDENTS NEEDSFACILITY

Succession Planning – Executive Director to retire on horizon, need to search for the right person

Units – small size, only a few 1BR, no dens, may not be desirable in future, showing their age, lack some features, lack of diversity in types of housing

Resident Population – Assisted living program success produces older, more frail residents, not attracting able-bodied 62-79 population, do not provide amenities attractive to younger population, not attracting higher paying residents, 40% of State Elderly is social security disabled, lack of diversity

Financial Condition – minimal reserves, rent structure does not permit significant build-up of reserves for future capital improvements

Lack of Awareness – not well-known in the communityWaiting Lists – not strong Resource Restrictions – future may require more resources, limited segregation of duties,

small staff, very dependent on team approach & coverage, difficult to do day to day as well as more long-term initiatives

Location – rural, limited public transportation, senior center not close by Size – small revenue streamPolicies & Procedures – incomplete, some inconsistenciesTechnology – no formal software database, staff technical skills could be stronger

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SWOT ANALYSIS - WEAKNESSESStrategic Planning Case Study

StrengthsManagement capacity, successionResources, Assets, People Experience, knowledge, dataPhilosophy and valuesLocation and geographical

WeaknessesReputation, presence and reachFinancials Own known vulnerabilitiesTimescales, deadlines and pressures Continuity Effects on core activities, distraction

OpportunitiesTechnology development and innovation Global influencesNiche target markets New developments Competitors' vulnerabilities

ThreatsPolitical effects Legislative effects Environmental effects Competitor intentions - variousMarket demand Sustaining internal capabilities Obstacles faced Loss of key staff

WEAKNESSESSUCCESSION PLANNINGRESIDENT POPULATIONFINANCIAL ENVIRONMENTPOLICIES & PROCEDURES

Aging Population – growing senior population with assisted living needsMarketing – implement current plans, become more aggressive, increase awareness, market Congregate to current State Elderly residentsCommunications – connect with more clubs, organizations, health care facilities, churches, social services, mediaSenior Outreach – increases awarenessBe Shovel Ready – get all planning in place for future renovations or replacement so that all is ready when the time is rightSynergies with Other Housing Authorities – explore ways to gain knowledge, get volume discounts, share human resources to contain costs & improve servicesIncrease Revenues in non-traditional ways – explore ideas like Housing Choice Vouchers (Section 8)? Become federal rather than state? Form a non-profit organization to receive donations?Lobbying – create more awareness of the costs savings and benefits of these types of facilities with local, state and federal officials to increase funding in the futureVolunteers – increase involvement to assist staff

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Strategic Planning Case StudySWOT ANALYSIS - OPPORTUNTIES

StrengthsManagement capacity, successionResources, Assets, People Experience, knowledge, dataPhilosophy and valuesLocation and geographical

WeaknessesReputation, presence and reachFinancials Own known vulnerabilities Timescales, deadlines and pressuresContinuity, supply chain robustnessEffects on core activities, distraction

OpportunitiesTechnology development and innovation Global influences Niche target markets New developments Competitors' vulnerabilities

ThreatsPolitical effects Legislative effectsEnvironmental effectsCompetitor intentions - variousMarket demand Sustaining internal capabilities Obstacles faced Loss of key staff

OPPORTUNITIESAGING POPULATIONMARKETINGCOMMUNICATIONSSYNERGIES WITH OTHERHOUSING AUTHORITIES

Government Funding – state financial problems may affect funds available in the future such as less money for rental assistance program (RAP) and assisted living programsMajor Expenditures – facilities will deteriorate, long range plans would require large funds, and reserves are limited Less Rent Revenue – increasing disabled population has lower income = lower rent, require greater support/servicesLoss of Residents – people may not want to come to the facility in the future if it lacks the features and facilities needed (unit size, efficiency units, aging infrastructure, etc), private housing for 55+ abundant in this areaKey Employee Departures – Executive Director is on the horizon, other employees are key as wellDisasters – need to be prepared for any type of emergencyIncreased Oversight – may create resource problems

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Strategic Planning Case StudySWOT ANALYSIS - THREATS

StrengthsManagement, capacity successionResources, Assets, People Experience, knowledge, data Philosophy and valuesLocation and geographical

WeaknessesReputation, presence and reachFinancialsOwn known vulnerabilitiesTimescales, deadlines and pressures Continuity, supply chain robustnessEffects on core activities, distraction

OpportunitiesTechnology development and innovation Global influencesNiche target marketsNew developments Competitors' vulnerabilities

ThreatsPolitical effects Legislative effects Environmental effects Competitor intentions - various Market demand Sustaining internal capabilities Obstacles faced Loss of key staff

THREATSGOVERNMENT FUNDINGMAJOR EXPENDITURESLOSS OF RESIDENTSKEY EMPLOYEE DEPARTURES

Needed to identify What we have, don’t have and need to update

Created a matrix based on areas of responsibilityBoard of CommissionersHuman Resources /AdministrativeFinancial /AccountingMaintenanceResidentContact Information

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Strategic Planning Case StudyPOLICIES AND PROCEDURES

GOVERNANCE

Strategic Planning Case StudyStrategic Planning Case Study Sample MatrixSample Matrix

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HaveNeed to Update

Need to Create

Update Frequency

Priority (H,M,L)

Policy Procedures: A Who oversees all the policies & procedures and keeps them up to date and accessible?Mission Statement ABy-Laws 5 yrsBoard Goals & Objectives for Fiscal Year A status after 6 monthsExecutive Director Goals & Objectives for Fiscal Year A status after 6 monthsAction Items M items that the Board is currently addressingPeriodic Tasks A items that the Board needs to address in each particular month; tasks that the housing authority does on a daily, weekly, monthly, quarterly, semi-annual, annual basisMeeting Procedures: 5 yrs includes how to call/post, Robert's Rules, sample agenda, schedule for year, when/how to file minutes, Regular vs. SpecialNew Commissioner Orientation Packet A

BOARD OF COMMISSIONERS DOCUMENTATION

Capital Needs Analysis and Reserves

Last CNA was 7 years agoCongregate reserves are limitedState Elderly Property reserves adequate for current needs onlyCDBG major rehabilitation was completed in 2009Collaboration on RFP with another Housing Authority Results will be incorporated in the Long-Range Plan to ensure

the continued viability of the housing authority

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SUSTAINABLE MODEL

Skills Needs AssessmentSkills Needs Assessmentestablish search committeeestablish search committeedefine requisite skills / criteriadefine requisite skills / criteriaprioritize and agree weightingprioritize and agree weightingassess diversity impactassess diversity impact

Process TimetableProcess Timetabledefine enddefine end--game target dategame target dateoutline search process action itemsoutline search process action itemsidentify potential professional assistanceidentify potential professional assistance

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Strategic Planning Case StudyEXECUTIVE DIRECTOR SEARCH PROCESS

Identify CandidatesIdentify Candidatesall sources all sources

network / colleagues / internet / associationsnetwork / colleagues / internet / associationssort and comparesort and comparedevelop short listdevelop short list

Interview and SelectInterview and Selectsearch committee interviewssearch committee interviewsdowndown--select to top two or three candidatesselect to top two or three candidatesfinal selectionfinal selectionnegotiate contractual agreementnegotiate contractual agreement

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EXECUTIVE DIRECTOR SEARCH PROCESSStrategic Planning Case Study

Identify Identify ‘‘top prioritiestop priorities’’Establish and confirmEstablish and confirm

ResponsibilityResponsibilityAction TimetableAction Timetable

Present status updates at Board Meetings Present status updates at Board Meetings

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TAKEAWAYS


KEEP FOCUSED&

STAY COMMITTED!

Initiate the processInitiate the processEngage a facilitatorEngage a facilitatorConduct SWOT analysis Conduct SWOT analysis –– independentlyindependentlyDo advance preparationDo advance preparationConduct WorkshopConduct WorkshopSummarize Action PointsSummarize Action PointsAssign Responsibilities & TimetableAssign Responsibilities & TimetableMonitor ProgressMonitor Progress

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SUMMARY


JUST DO IT!

Lynn KoroserLynn Koroser--Crane ~ CHFACrane ~ CHFA860.571.4393 ~ 860.571.4393 ~ [email protected]@chfa.org

Bob Counihan ~ CONNBob Counihan ~ CONN--NAHRONAHROrobertcounihan@[email protected]

Joseph Joseph LoewyLoewy ~ Simsbury Housing Authority~ Simsbury Housing Authority860.658.1147 ~ 860.658.1147 ~ [email protected]@comcast.net

Christine Winters ~ Simsbury Housing AuthorityChristine Winters ~ Simsbury Housing Authority860.658.1147 ~ 860.658.1147 ~ [email protected]@comcast.net

Ronald P Ronald P ZappileZappile ~ Simsbury Housing Authority~ Simsbury Housing Authority860.658.1147 ~ 860.658.1147 ~ [email protected]@comcast.net

CONTACT INFORMATIONCONTACT INFORMATION

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mailto:[email protected]









THANK YOUTHANK YOU

Q&AQ&A

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