Strategic Plan
2019-2022
AVESTA HOUSING
is a nonprofit organization with a mission to improve lives and strengthen communities by promoting and providing quality affordable homes for people in need in Maine and New Hampshire. We are focused on five areas of affordable housing: advocacy, development, property management, senior/assisted living, and homeownership. This strategic plan sets forth Avesta Housing priorities from 2019 to 2022. The theme of the plan—we care about people—underscores our awareness that resident well-being is the measure of our success. As put by President & CEO Dana Totman, “We want to provide more help to the people we now serve. We want to help more people. And we want to be more effective in helping to improve lives.” The strategic plan was developed by a Strategic Plan Steering Committee comprised of board members and staff. The committee relied on information from a variety of sources including meetings with staff and surveys. This document represents a short version of the complete plan.
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The focus of the strategic plan is on the following new or evolving areas, and those requiring special attention:
1
Deliver a superior experience for residents.
2
Increase the number of people we serve.
3
Develop a leading-edge, value-driven model of senior residential support.
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Demonstrate leadership in advocacy.
5
Recruit and retain talent.
6
Deepen our organizational capacity.
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DELIVER A SUPERIOR EXPERIENCE FOR OUR RESIDENTS. We will enhance and improve the resident experience with emphasis on physical and mental health, independence, empowerment, sense of community, and happiness.
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With continuing input from residents and families, identify ways to support resident well-being and sense of community, such as opportunities for employment, volunteerism, recreation, and education; and meaningful activities appealing to diverse backgrounds, interests, and abilities.
STRATEGIES
Ongoing, and through a variety of channels (e.g., in formal conversations, surveys, focus groups, and resident councils), ask residents about their experience with Avesta Housing or related services, and how that experience could be improved. Be systematic in sharing and analyzing the feedback.
with organizations such as NeighborWorks America, Housing Partnership Network, Maine Real Estate Managers Association, and Maine Health Care Association. Pay close attention to detail, attractiveness, maintenance, and functionality in all properties. Seek affiliations with other organizations to add and improve services and resources available to residents.
Ongoing, invite suggestions from all staff on improving service delivery.
Seek foundation and grant opportunities to meet existing needs and to develop new models of service delivery, including increased use of assistive and adaptive technologies.
Be on the vanguard of best practices through continuous learning and close association
Improve data analytics to better measure quality of life indicators.
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INCREASE THE NUMBER OF PEOPLE WE SERVE. While continuing to deliver high-quality services, we will add properties to our portfolio, gradually increasing the number of people we serve. In keeping with our nonprofit mission, emphasis will be on projects where we have expertise and where we can make the most human impact. This includes providing more housing in rural areas and working with other organizations to address the varied needs of our mutual constituencies.
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STRATEGIES
Work closely with MaineHousing and New Hampshire Housing Finance Authority to identify policies, mechanisms, and opportunities to increase the supply of affordable housing in Maine and New Hampshire. Develop ties to organizations with constituencies in need of housing, including community action agencies, housing authorities, and service providers. Be open to affiliations to develop or manage properties, or to provide services for individuals and families. Pursue innovative approaches, such as Housing First, repurposing commercial real estate, and home-ownership education. Maintain strong relationships with investors, banks, and developers. Engage with small municipalities to explore moderately sized developments in rural areas.
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3
DEVELOP A LEADING-EDGE, VALUE-DRIVE MODEL OF SENIOR RESIDENTIAL SUPPORT. Our desired model emphasizes the following attributes: 1) sense of community, security, engagement, empowerment, and independence, 2) seamless transitions from one level of support to the next, 3) sensitivity to feelings and concerns during times of transition, and 4) being widely known as a trusted resource for seniors and their families.
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Articulate the culture, values, model, policies, and processes that define Avesta Housing senior services, ranging from accessibility and technology in rental properties to comprehensive support in assisted living.
Complete major renovation project at 75 State Street.
Develop an organization-wide senior services approach, drawing together the expertise of staff at 75 State Street, Inn at Village Square, and other staff who support seniors in Avesta Housing properties.
Investigate how to make better use of assistive and adaptive technology to support self-sufficiency, convenience, safety, and care.
Evaluate and modify the mix of services in assisted-living properties to enhance resident experience and to optimize service delivery, including more seamless transitions in levels of care. Improve clarity around the target “customer� for various properties, and align outreach and marketing with programs and services.
STRATEGIES
Leverage expertise in governance and advisory roles to develop and support an organization-wide approach to supporting seniors.
Explore creative use of Medicaid, Senior Housing Bond, and other types of funding to expand capacity.
Develop a distinctive senior services training program drawing on internal and external resources, and in collaboration with other organizations. Foster close working relationships with healthcare organizations, such as MaineHealth, Northern Light Health, and physician practices, with special emphasis on health services for seniors. Collaborate with senior-focused organizations including Area Agencies on Aging, AARP, Maine Council on Aging, and Maine Health Care Association.
Develop close, reciprocal relationships with organizations able to provide services or other levels of residential care for Avesta Housing residents. STRATEGIC PLAN | 9
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DEMONSTRATE LEADERSHIP IN ADVOCACY. Continue efforts to influence policies, funding, and public awareness to address the burgeoning demand for affordable housing across increasingly diverse populations. Advocate for new approaches to achieve greater flexibility in service delivery and to maximize resources for clientfacing activities.
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Propose policy changes that support high levels of compliance and desired outcomes, while reducing the associated disproportionately high administrative burden and resources devoted to these activities. Apprise the board of directors of advocacy efforts, and engage members in advocacy activities, as appropriate, based on individual interests. Continue to be proactive in inviting representatives of municipal, county, state, and federal government to learn about what we do and how we do it. Maintain high engagement and leadership with groups such as National Low Income
STRATEGIES
Propose more effective models of service delivery; seek opportunities to collaborate with others to do so.
Housing Coalition, Maine Affordable Housing Coalition, AARP, Maine Health Care Association, Maine Real Estate Managers Association, Maine Real Estate & Development Association, Maine Council on Aging, and Maine Municipal Association. Maintain close ties to organizations with interest in housing such as Catholic Charities, Preble Street, housing authorities, and community action agencies. Identify opportunities to build public support for the importance and benefits of affordable housing. Offer opportunities and support for residents to participate in community or public efforts to build support for affordable housing. Convey the importance of quality of life when working with policy makers or other organizations.
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5
RECRUIT AND RETAIN TALENT. Establish a robust program to find, recruit, train, support, advance, and retain outstanding employees, volunteers, contractors, property management services, and clinical services.
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Strive for competitive wages and benefits. Develop approach to increase availability of trades and property support services, including creating an in-house enterprise, and long-term, mutually beneficial relationships with contractors. Identify new methods to attract and retain employees who are underrepresented in the workforce. Identify and evaluate new approaches targeted to emerging talent pools, such as on-site training; flexible, part-time, or seasonal schedules; child care and elder care; and college loan assistance.
STRATEGIES
Examine how best to structure the organization to strengthen focus on employee recruitment and retention.
Develop new approaches to ensure the availability of clinical services, such as offering training space and credentialing opportunities for students. Maintain employee satisfaction by reinforcing a culture of appreciation and support; explaining the “why� of decisions; and seeking ways for all staff to see how the day-to-day work contributes to the larger mission. Consider employee work satisfaction in prioritizing technology enhancements. Seek federal, state, and foundation grants to pursue innovative approaches in workforce development. Maintain excellent rating from Best Places to Work in Maine.
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DEEPEN ORGANIZATIONAL CAPACITY. Building on core operational and financial strength, we will add and diversify sources of revenue, improve operational efficiency, make technology gains, and foster employee satisfaction.
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Maintain core financial strength. Focus on fundraising as a source of new revenue, and continue seeking opportunities for grant-writing. Add members to the Avesta Housing and 75 State Street boards with consideration to the priorities outlined in the strategic plan, including fundraising, advocacy, and geographic presence.
STRATEGIES
Examine the organizational model; modify, as needed, to achieve the priorities outlined in this plan.
to on-boarding for new staff; ongoing training; improving response to requests for assistance; quality of hardware and software; and prioritization of technology needs. Increase efficiency through improved internal collaboration, role clarification, reduction in meeting redundancy, and better alignment of job responsibilities and committee participation. Remain focused on high quality internal communication and fostering an organization-wide sense of team and sense of pride.
Periodically, conduct board self-assessments. Leverage existing expertise, such as property management, to address operational needs and to generate revenue.
Encourage innovation and creativity in all areas of the organization. Maintain excellent ratings from independent reviewers, such as NeighborWorks America.
Make better use of technology to improve efficiency and data collection with attention
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STEERING COMMITTEE Tony Cipollone, Steering Committee Chair, Avesta Housing Board of Directors Dana Totman, President & CEO, Avesta Housing Eric Boucher, Senior Vice President Finance & Administration Jonathan Culley, Avesta Housing Board of Directors Janice de Lima, Avesta Housing Board of Directors Catherine Elliott, Development Officer Kim Farrar, Vice President of Strategic Initiatives Douglas Gardner, Vice President of Residential Services Nick Kjeldgaard, Resident Services Manager Maryann O’Rourke, 75 State Street Board of Trustees Andrea Dodge Patstone, Avesta Housing Board of Directors Edward Suslovic, 75 State Street Board of Trustees Kimberly Twitchell, Avesta Housing Board of Directors
PROJECT CONSULTANT Valerie Landry, MissionReach