Affordable Homes for Plano, Texas
PLANO HOUSING CORPORATION
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 Strategic Plan of the Plano Housing Corporation

Meeting the needs of the Community 

 

 

 

PHC's Next 10 Years

Adopted 11/10/2010

BACKGROUND/PURPOSE:

“FOCUS 20-20” starts with the Plano Housing Corporation’s Mission Statement and establishes goals, objectives, and strategies for the organization over the next ten years. Organized in 1992, the Plano Housing Corporation (PHC) is a private, nonprofit entity providing assistance to low and moderate income Plano residents with their long term housing needs. It has helped over 40 households become owners of new or rehabilitated dwelling units over the last 18 years.

 As Plano continues to mature as a community over the next ten years, programs like those PHC offers will continue to be essential. As Plano’s housing stock ages, carefully implemented rehabilitation and redevelopment efforts could significantly impact the long term viability of Plano’s older neighborhoods. With the right plan and properly applied resources, the Plano Housing Corporation could play an important role in Plano’s continued evolution as a community. FOCUS 20-20 is intended to guide PHC’s participation in local efforts to improve the plight of local low and moderate income residents and the neighborhoods in which they live over the next ten years and beyond.

PHC’s primary financial sources are federal HOME and Community Development Block Grant (CDBG) funds administered through the City of Plano. PHC must apply for funding each year along with nonprofit housing providers in the area. PHC received a $1.3 million Neighborhood Stabilization grant through the Texas Department of Housing and Community Affairs (TDHCA). After learning that TDHCA intended for all applicants to front the costs of property acquisition and rehabilitation themselves and then seek reimbursement, which places an excessive burden on the applicants, PHC withdrew from the program. In the future, PHC will need to seek grants and contributions from private foundations, businesses, and other sources to significantly increase its impact on Plano’s low and moderate income households.

MISSION STATEMENT:

“The Plano Housing Corporation, an independent nonprofit organization, works in conjunction with the local governments, lending institutions, businesses, community organizations, and interested citizens to expand the opportunities for low and moderate income residents to own safe, suitable, and affordable homes in Plano and Collin County. In doing so, PHC strives to maintain and enhance the stability of local neighborhoods and promote the conservation of the community’s existing housing stock.”


 

GOALS, OBJECTIVES, AND STRATEGIES:

Below are a series of long range goals, measurable objectives, and strategies for achieving effective results.

Goals:

1.0 Increase the total number of households assisted with homeownership to ten (10) per year by 2020.

2.0 Triple the yearly capital resources available to the organization by 2020.

3.0 Make PHC an integral component of Plano’s community service network. 

Objectives:

1.1 Create an effective and efficient system for assisting clients that will increase productivity each year.

1.2 Maximize the use of volunteers while maintaining an effective, efficient paid staff.

2.1 Obtain public and private grants, donations, contributions, and assistance from a wide variety of sources.

2.2 Find ways to effectively leverage funds from multiple sources.

3.1 Build ongoing relationships with leaders of the neighborhood, socioeconomic, and ethnic groups that are         primary targets of PHC’s programs.

3.2  Build ongoing relationships with other nonprofit organizations that serve Plano and develop programs for sharing resources and information.

3.3  Improve the general public’s knowledge of PHC and how it contributes to the betterment of the community.

Strategies:

1.1.1  Periodically review the various activities and services provided to the public to identify inefficiencies and update practices to make them more efficient and customer-friendly.

1.2.1  Carefully evaluate the talents and expertise of available volunteers and identify ways that they could assist paid staff with various PHC activities.

1.3.1  Using a combination of paid staff, consultants, and volunteers, develop and implement a comprehensive approach for identifying and utilizing a broad range of public and private funding opportunities.

2.1.2. Carefully evaluate the regulations, restrictions, and allowed uses of various funding programs and identify ways that funds from one source might be combined with or augmented by those from another to create effective, productive activities.

3.1.1.  Develop a mailing list of with representatives of various social service organizations, religious congregations, and community leaders. Introduce PHC to them and keep them apprised of its activities.

3.2.1 Establish a speakers’ bureau, make presentations to various community organizations, and engage them in the possibilities of sharing ideas, resources, and talents.

3.3.1.  Establish an ongoing public relations program that includes press releases, newsletters, and website updates with information on the latest PHC activities and accomplishments.


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