STRATEGIC PLAN for
2015-2017
Adopted 9-2-15
Petra Community Housing
Formerly Phoenixville Homes
201 S. Main Street
Spring City, PA 19475
610-948-1797 •
Table of Contents
History & Overview……………………………………………………………………………………………..……..3
Beginnings of the Organization
Changing Times Necessitate New Directions
A Blue Print
Guiding Principles…………………………………………………………………………………………………………5
Mission Statement
Core Values
Vision Statement
Strategic Goals & Objectives for 2015 – 2017
Organizational Milestone
Goal 1: Develop a Sustainable Funding Model………………………………………………..……………6
Goal 2: Build Organizational Capacity for Governance & Operational Excellence…………7
Goal 3: Provide Safe and Affordable Housing………………………………………………………………..8
Goal 4: Establish Complimentary Services, Programs and Partnerships…………………………8
Evaluation Process………………………………………………………………………………………………………….9
Beginnings of the Organization
Petra Community Housing (Petra), formerly Phoenixville Homes, was founded in 1994 by the Greater Phoenixville Area Council of Churches to establish affordable housing in the greater Phoenixville, PA area. The first projects helped homeowners refurbish existing homes. Having proved its capabilities, Montgomery and Chester Counties each certified the corporation as a Community Housing Development Organization (CHDO) and provided federal HOME operating funds to fulfill its function as an IRS recognized charitable organization to develop affordable housing. The corporation expanded its impact in both counties by renovating and reselling existing homes and constructing new homes that were sold to 40 low income,first time home buyers from 1997 to 2012. In addition to operating funds and capital development grants provided by both counties, an endowment managed by the Chester County Community Foundation provided needed gap financing capital.
To aide seniors and persons with disabilities, the organization took advantage of existing Federal Department of Housing and Urban Development (HUD) rental housing development programs. Between 2000 and 2006, three formerly vacant factory buildings were renovated. The result was the 58 unit Flag House and the 62 unit Bard Complex in Spring City for the elderly and the 19 unit Freedom House in Royersford for persons with disabilities. At the completion of each multi-million dollar developmentproject, a new board of directors for each project was formed as the project owner. Each new corporation named Petra as the property manager.
Changing Times Necessitate New Directions
In 2009,with the American economy suffering in large measure due to a crash in the new home construction market, the organization, determined that its most beneficial future would be to brand itselfas a regional developer of affordable rental housing. Insupport of the local community, the organization’s future focus changed from home ownership to the creation of affordable rental housing. Within two years of this decision, and the aid of consultants, the name of the organization accordingly was changed to Petra Community Housing to reflect its wider mission. Also within two years, both Chester and Montgomery County indicated that future projects for Petra would only be eligible for operating funds if they were in support of developing rental housing which addressed the greatest need in the marketplace. To support this policy shift, Petra requested and received authority to utilize its endowment for the development of rental housing and not just for home ownership.
As the American economy continued to struggle, housing affordability for the most vulnerable persons became a greater issue. In response to these concerns, HUD has placed greater emphasis on assistance to the homeless and military service veterans while simultaneously eliminating programs and reducing budgets. Both Chester and Montgomery Counties two years ago took up this challenge by creating ten year plans to combat homelessness and embarked
upon several campaigns to house 100 vets in 100 days. As a provider of permanent housing, both counties looked to Petrafor solutions.
Funding options available for Petra to develop affordable housing have dramatically decreased. The HUD programs that funded previous Petra projects for the elderly and persons with disabilities have been eliminated. In 2012, Petra utilized Capital Access to study this challenge. They recommended how Petra could best accomplish its mission. They indicated that Petra should: 1) make its property management administration efficient by utilizingwritten operating procedures, 2) fund raise to create a new staff position in support of the Executive Director’s efforts to develop housing, and 3) pursue a large scale project funded by the Low Income Housing Tax Credit (LIHTC) program. The strategic plan was revised accordingly.
In 2013, HOME operating funds from Montgomery County ceased to be forthcoming. Due to HUD’s repurposingof theHOME program from housing support to production of dwelling units, Montgomery County was now expecting a new project every year while funding Petra at the level of less than one full time equivalent person. Unable to accomplish these production levels, Petra completed the Schwenksville project in 2015,without applying for future projects.
A Blueprint
Due to the loss of operating funds from Montgomery County, Petra re-examined its options. A new blueprint for the future emerged to:
1)Abandonthe fund raising efforts to provide an assistant to the Executive Director.
2)Reassign existing staff duties in the wake of the recent departure of very capable staff members by centralizing administrative operations andcreatingcrossover duties between departments;
3)Create a new housing development in Chester County utilizing LIHTC’s;provided by the Internal Revenue Service (IRS) and administered on its behalf by the Pennsylvania Housing Finance Agency (PHFA);
4)Generate developer fees deriving from the aforementioned LIHTC project to close the operating fund gap, and provide a significant increase to the endowment; and
5)Utilize the same mission statement, and core values previously adopted.
Guiding Principles
Mission Statement
Strengthening communities by creating affordable housing and empowering our residents for a quality living experience. /Core Values Statement
Petra Community Housing is driven by:- Affordable Quality Housing
- Building Partnerships
- Innovative Thinking
- Community
Vision Statement
We strive to see all persons, with or without disabilities, obtain affordable housing with a high quality of life.Strategic Goals & Objectives for 2015 - 2017
To carry out the blueprint for the future, the four goals adopted in the prior 2012-2015 Strategic Plan are restated with updated objectives and associated outcomes as follows:
Goal 1 / Develop a sustainable funding model.Goal 2 / Build organizational capacity for governance and operational excellence.
Goal 3 / Provide safe and affordable housing.
Goal 4 / Establish complementary services, programs and partnerships.
Organizational Milestone
An organizational Milestone occurred August 25, 2015, when Petra purchased a vacant 3.2 acre tract of land in the Borough of Phoenixville for a proposed LIHTC project; to turn our blueprint into reality.
Goal 1 Develop ASustainable Funding Model
Objectives:
1)Petra is to make application in March 2016, for LIHTC’s in support of a general occupancy project generating developer fees to:
a)Adequately support funding of general operations;
b)Invest additional dollars into the William West Endowment fund; and
c)Provide the basis for needed pre-development funds to advance future projects
2)Petra will participate in a Funders Convening and follow-up visits to potential investors by:
a)Obtaining $350,000 in grant funds over three years to cover the pre-development cost requirements now faced by Petra; and
b)Obtaining $2,500,000 in grant commitments for the LIHTC project
3)Petra is to continue to provide active leadership in support of Chester County’s Decade to Doorways ten year plan to combat homelessness
4)After creating a collaboration of partners in support of the Petra LIHTC project, the corporation is to embark on a branding campaign to:
a)Become better known in the Phoenixville community and larger market area; and
b)Open new doors to potential investors in Petra activities
5)Expand partner by:
a)Publishing an Annual Report, conducting an annual funding appeal, inviting potential partners to Board Breakfasts, and providing the annual Family & Friends Day with proceeds to benefit the handicap accessible bus program; and
b)Establishing a Speakers Bureau for the Executive Director to ‘get the word out’ to local service clubs and agencies.
Goal 2 Build Organizational Capacity for Governance and Operational Excellence
Objectives:
1)Continue the allocation of staff duties and resources associated with the 139 units of HUD assisted housing, two units of HOME assisted housing and new LIHTC project by:
a)Relying on the Executive Director for matters of lease enforcement, all aspects of project development, and fundraising including grant writing;
b)Relying on the Finance Coordinator for cost allocation accounting between corporate entities so as to maintain finding free A-133 category audits;
c)Relying on the Housing Coordinatorfor continual certification and documentation of matters pertaining to admission and continued occupancy;
d)Relying on the Facilities Coordinator to provide oversight to all aspects of facilities management, and capital improvements; provide assistance and expertise regarding the new LIHTC project;
e)Relying on the Resident Services Coordinator for tenant relations and to direct residents to provider services for those who request physical, emotional, and behavioral supports to facilitate their ability to remain in theirhomes ; and
f)Relying on the Operations Coordinator for administrative support in the LIHTC project, to assist with HOME project and CHDO administration, vendor payment processing, assistance with human resource administration, and general coordination of communications and office resources
2)Provide compensation, benefits and training to staff commensurate with duties and responsibilities and improve efficiencies by:
a)Submitting timely requests for annual budget revisions to HUD;
b)Upgrading the current electronic work order system;
c)Incorporating aspects of current financial management into Boston Post software;
d)Modifying the main office for improved security and confidentiality;
e)Providing timely performance reviews;
f)Completing the process of creating an Operational Procedures Manual; and
g)Bi-Annual in-service training for all staff
3)Continue board governance initiatives by means of:
a)Conducting an annual review of the organization’s strategic plan, business plan and insurance coverage; and
b)Conducting periodic training sessions pertaining to community development, fund raising and governance best practice.
Goal 3 Provide Safe and Affordable Housing
Objectives:
1)Improve the quality of supportive services for residents by:
a)Formalizing the procedures for consistent lease enforcement;
b)Formalizing the procedures for residents with indications of dementia;
2)Obtain LIHTC’s and begin construction of a 54 unit general occupancy rental project with co-located offices in support of residents as evidenced by:
a)Financial commitments by nonprofits and agencies for space on-site;
b)Partnership commitments for coordinated service delivery;
c)Construction of 1, 2 and 3 bedroom apartments to support the affordable housing needs of the community including seniors, military service veterans, struggling families and persons with disabilities;
d)Perform Phase II environmental assessment to ascertain remediation necessary;
e)Sale of property to a limited liability corporation in order to secure the needed construction equity in exchange for tax credits given to investors; and
f)Utilize a Steel Town Harbor Business Plan to guide the development process
3)Conduct periodic meetings with residents by:
a)Posting the agenda in advance of meetings;
b)Providing a written summary of meeting topics discussed; and
c)Reinforcing important topics through the resident newsletter
Goal 4 Establish Complimentary Services, Programs and Partnerships
Objectives:
1)Continue participation with the Phoenixville Area Resource Network (PARN)
2)Build new collaborations with Chester County and other direct service providers to ensure a coordinated service delivery system for the proposed LIHTC project and its support to the local community
3)Continue the relationship with Chestnut Noll at Home in its provision of counseling services to Freedom House residents
4)Obtain volunteer services to support the Neighborhood Networks Centers providing information technology education to residents
Evaluation Process
Petra Community Housing originally adopted its first Strategic Plan for the period 2010 – 2012. This management tool has been periodically updated to guide subsequent periods in the organization’s development. The plan is designed to help the Board of Directors and staff to focus their energies on strategic priorities that enhance the mission and build long-term sustainability to increase the value of the organization to its constituents and the community.
The Board of Directors should evaluate progress made on each strategic goal on an annual basis. This will allow the organization to build on its successes, identify challenges or barriers to the implementation of specific goals or objectives, and have the flexibility to alter the strategic plan to reflect changes in the organization’s operating environment. Annual review meeting participants may include a variety of key stakeholders, including the Board of Directors, staff, funders, constituents, and community partners.
Petra Community Housing | A Blueprint for the Future / 1