Pensacola Habitat for Humanity Strategic Plan

Hope.

Respect.

Impact.

Pensacola Habitat for Humanity Strategic Plan 2021

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Table of Contents A Letter from the CEO

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Vision, Mission & Values

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SCOT Analysis

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Areas of Strategic Focus

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Objectives tied to Areas of Focus

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Detailed Plan with Actions tied to Objectives

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INTRODUCTION

A Letter from the CEO For many, homeownership is a pipe dream—either unattainable or never contemplated. We’re changing that. At Pensacola Habitat for Humanity, we believe that homeownership is a critical key to breaking the cycle of poverty, creating wealth, building strong families, and revitalizing communities.

The tools we use stretch far beyond hammers and nails. Our team strives to empower others, lifting them up with dignity and providing them with education, support, and empowerment to attain and sustain homeownership—removing obstacles and laying the physical and socio-economic foundation for generations to come.

Sam Young

PRESIDENT & CEO OF PENSACOLA HABITAT FOR HUMANITY

Since 1981, Pensacola Habitat for Humanity has been serving Escambia and Santa Rosa Counties and has provided affordable home ownership to over 1400 deserving individuals and families. Our organization has grown to the 25th largest producer out of 1100 national affiliates. We are the only Habitat affiliate in the country that has earned Charter Membership status in NeighborWorks America. We stand proud of our reputation, accomplishments, and impact; but we will not rest on our laurels.

This plan lays out a path forward for us to continue to grow and evolve as an advocate, thought leader and producer of affordable and sustainable housing.

Our mindset will be to serve our community, our homebuyers, and our team members. We will be trusted stewards of our resources and strive to have the greatest possible impact across our areas of strategic focus.

The plan that follows identifies six areas of strategic focus. Each area has specific objectives that will serve as guideposts for our team to concentrate their efforts and allocate our resources. The plan is intentionally flexible.

One key lesson from enduring and persisting over the last two years is the importance of an organization’s ability to pivot and adapt. We will allocate resources to, and focus on, those areas where we will have the greatest impact and provide the greatest return on our investment.

It’s amazing what four walls and a roof can do when they are created in the spirit of hope, dignity, and impact. The journey to homeownership isn’t always easy—but it’s one worth taking. We will continue our noble mission of turning houses into homes and holding steadfast to our vision of a world where everyone has a decent place to live.

Leadership Dialogue Report & Strategic Planning Framework

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Vision A world where everyone has a decent place to live.

Mission

Seeking to put God’s love into action, Pensacola Habitat for Humanity brings people together to build homes, communities, and hope.

Values* • RELATIONSHIPS: born of trust, family, and community • INTEGRITY: aligning experience with expectation, trust • COMPASSION: empathy, experience of mission work • HOPE: assurance that the future can be better • TRANSPARENCY: relay intentions through communication, openness (external and internal) • EMPOWERMENT: awareness, dignity, humanity • FAITH: motivating factor for work, foundation • CARING: taking the time to listen, support • MINISTRY: teaching home ownership mentality • FAMILY BUILDING: promote security and stability, pride • EDUCATION: walking people through the process so they can become stronger • COMMUNITY: you belong, lifting each other up, inclusivity

*These were generated during the board leadership dialogue planning meeting in August 2020. The Core Values Task Force is working on finalizing this list.

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SCOT ANALYSIS

Analysis of Strengths, Challenges, Opportunities & Threats* Strengths

Challenges

• Our people, our board, staff, volunteers, partnerships

• Transition of the new corporate culture and the CEO in the coming year

• We have better resources and staff than others trying to tackle the challenges

• Face the reality of our financial future

• People, resources, skill sets

• Implementation of objectives with current staff limitations

• History and knowledge (proven track record)

• Increased awareness to bring better understanding of what we do

• Strong portfolio • Steadily improving reputation of PHFH, and how we are perceived by community - overcoming misperceptions, winning parade of homes, and overall product improvements • Underlying mission and principles

• Building needed strategic alliances and partnerships • Refining systems and processes to eliminate homeowner failures • Create the right organizational structure with the right people • Ongoing communication with cross-department interaction

Opportunities

Threats

• Re-group as a staff

• Land and building costs

• Cultivation of benefactors

• Decreased funding opportunities

• Align the team and the board, specifically the new ED and team, with on the top goals

• COVID 19

• Determine the viability of third-party mortgages • Urgent housing needs in this community • Growing need for workforce housing

• Continue to improve the community’s perception while we increase operationally (business of the business) • Evaluate the post-pandemic world and our role in it

• 3rd party mortgages • To be of significant partner/player in the 500 affordable homes project • Reengaging Church support - increase partnerships

*These were generated during the board leadership dialogue planning meeting in August 2020.

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2021-2024

Areas of Strategic Focus Leaders Statement of Intent Pensacola Habitat will continue to grow and evolve as an advocate, thought leader and producer of affordable housing. Our mindset will be to serve our community, our homebuyers, and our team members. We will be trusted stewards of our resources and strive to have the greatest possible impact across each of our areas of strategic focus.

FOCUS 1 Increase the Impact of PHFH through product development and financial stability.

FOCUS 6

FOCUS 2

Advance our retail strategy to support the success or our ReStore resulting in greater contribution to the mission.

Expand Outreach Efforts to build lasting and impactful relationships with donors, volunteers, business, municipal, community and faith-based organizations.

FOCUS 5

FOCUS 3

Establish a sustainable Community Development program focused on preserving homeownership and neighborhood revitalization.

Perpetuate Successful Habitat Homeownership through ongoing education, counseling, and mentorship.

FOCUS 4 Foster and perpetuate an organization culture that reflects our values.

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Objectives tied to Areas of Focus Key objectives under each of the Strategic Areas of Focus identify goals of high importance to the Pensacola Habitat for Humanity. Annual work plans which include metrics, timelines, and budget allocations will be tied to these objectives.

REFERENCE KEY On target/Above target Within 5% of target/At risk of not meeting target Did not meet goal/At risk of not meeting goal No update available at this time Paused

Area of Focus 1 Increase the impact of PHFH through product development and financial stability.

Status

Objectives

Metric

FY2021 Target

FY2021 Actual

1.1 Develop a financial model that supports construction production goals and the overall financial sustainability of the organization.

1.2 Innovation around the financial product line.

1.3 Standardize operational efficiencies tied to KPIs. 1.4 Significantly increase home builds and homeowner closings.

1.5. Reconstitute and redefine the purpose of the Northwest Florida Community Housing Development Organization (CHDO).

1.6. Innovation around devlopment/construction means and methods.

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Area of Focus 2 Expand Outreach Efforts.

Status

Objectives

Metric

FY2021 Target

FY2021 Actual

2.1 Forge community partnerships, relationships and collaborations that further advance the Pensacola Habitat for Humanity mission and image in the community and to move the needle on the perception of PHFH as leaders and experts in affordable homeownership.

2.2. Build Faith Build energy and commitment to the level of Women Build to nurture relationships with faith-based communities.

2.3 Build awareness and relationships with vendors to form partnerships to help them gain exposure and provide reduced or no cost materials or services.

2.4 Ignite stronger efforts in the areas of resource development events, grants, foundations, government, and traditional fundraising.

2.5 Support RESTORE efforts through marketing communications— based on business needs (build donor base and customer base).

DIALOGUE SESSION 2020

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Area of Focus 3 Perpetuate Successful Habitat Homeownership.

Status

Objectives

Metric

FY2021 Target

FY2021 Actual

3.1 Move homeowners to volunteers and donors (pay it forward).

3.2 Develop a Habitat “ministry” that supports sustainable success for Habitat homeowners through peer-to-peer mentoring (coaches).

3.3 In addition to initial mentor program, develop an on-going education series that offers education sessions that support on-going successful ownership as well as acting as a support/social group to connect homeowners.

3.4 Utilize digital and social media platforms to build community through creating and maintaining relationships with homeowners.

3.5 Create a team of HUD counselors to support improving the re-entry process of people who do not meet qualifications.

3.6 Provide services through a certified HUD counselors program.

Area of Focus 4 Foster and perpetuate a culture that reflects a commitment to our Core Value.

Status

Objectives

Metric

FY2021 Target

FY2021 Actual

4.1 Create Core Values (CVs) which link both external and internal customers to Pensacola Habitat’s Mission. Condense and replace values from previously identified values and principles as stated on existing media.

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4.2 Communicate Mission to Pensacola Habitat team. Connect core job responsibilities to mission.

4.3 Identify, design, and communicate effective organizational structure.

4.4 Assure HR records are in legal compliance.

4.5 Create and/or edit job descriptions for organizational structure to include connection to mission and metrics for accurate and meaningful performance appraisals.

4.6 Develop IDPs (Individual Development Plans) and LDPs (Leadership Development Plans) for staff and leadership.

4.7 Design and implement a complete Talent Acquisition process including steps from initial manager request to onboarding. Incorporate CVs into all processes.

4.8 Develop and implement year-long onboarding process to include communication of process and integration of CVs. 4.9 Develop and implement performance management process to include communication of process and integration of CVs. 4.10 Develop and implement metrics-based performance appraisal process to include communication of process and integration of CVs. 4.11 Develop and implement reward and recognition process to include communication of process and integration of CVs. 4.12 Plan and facilitate quarterly team member activities to build community.

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Area of Focus 5 Create greater impact through community development efforts.

Status

Objectives

Metric

FY2021 Target

FY2021 Actual

5.1 Realign the Community Development Program with the NeighborWorks America Comprehensive Community Development Program (CCD).

5.2 Increase the number of customers served through various programs year over year. (i.e. Critical Hoe Repair, WRAP, Wheelchair Ramp Program) 5.3 Identify and leverage income streams to support a sustainable business model.

5.4 Create a brand for the Community Development Program that aligns with PHFHs mission. The goal of the Community Development Program is to preserve homeownership and improve the quality of life in communities in our service area.

5.5 Create an active Community Development Committee (approx. 8 people).

Area of Focus 6 Grow the success and contribution to the mission through our retail strategy.

Status

Objectives

Metric

FY2021 Target

FY2021 Actual

6.1 Grow percentage of sales (increase revenue) by focusing on additional product purchase to targeted identified shoppers.

6.2 Improve in-store and field customer satisfaction through great customer service. Introduce Net Promoter Score program.

6.3 Increase branded community outreach efforts.

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6.4 Attract and retain the best talent.

6.5 Identify and develop ReStore leaders to assure succession planning.

6.6 Partner with other Habitat retailers on bulk purchases.

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Detailed Plan with Actions tied to Objectives Focus Area 1 (example) DEVELOPED BY

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Focus Area THE2 WORK GROUPS

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Focus Area 3

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Focus Area 4

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Focus Area 5

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FOCUS #1

Increase the impact of PHFH through product development and financial stability.

OBJECTIVE 1.1

Develop a financial model that supports construction production goals and the overall financial sustainability of the organization KPI/Target

OFR A N O I T R T ULS ONLY

Actions • • • •

OBJECTIVE 1.2

Innovation around product line

IL

KPI/Target

Actions • • • •

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