Network Staff Roles and Responsibilities

Network Staff Roles and Responsibilities

Operations and Member Services: Jessica Grant, Manager

Under Members Services:

(1)

Manage member drive outreach and member management (Salesforce and

bookkeeping) - with the help of Membership Committee

(2)

Manage all logistics of conference including the website, registration system, venue

negotiations and management, billing and accounts payable

(3)

Manage logistics of other Place Based Events including venue contracts,

registrations and billings. (Currently under contract with 9 venues)

Under Operations:

(4)

Manage accounting including payables, receivables, audit preparation; with the help

of our bookkeeper, accountant and Cheryl, who pays all of our bills!

(5)

Manage human resources function including payroll, group health, retirement plan,

licenses and taxes in 6 states; manage payroll company and bookkeeper

(6)

Manage IT including purchase and configure computers for staff, manage server and

email

(7)

Administrator website and manage outside web host and technical assistance

(8)

Administer Salesforce and consultant assistance

(9)

Staff support to Board including monthly meetings, committees, retreats

Research and Policy: Emily Thaden, Manager

Under the research program:

(1)

recruit and communicate with members of the Research Collaborative and identify

potential opportunities for collaboration;

(2)

review and collect articles for the Publication’s library;

(3)

design research projects, hire researchers, and conduct data collection, analysis, and

writing with researchers;

(4)

organize webinars and conference sessions for research to inform practice and

create derivative practitioner resources from projects;

(5)

author additional articles.

Under the policy program:

(1)

track emerging activities and issues in congress, federal agencies, and lending

institutions;

(2)

coordinate and meet with national partners, congressional offices, and federal

agencies;

(3)

review and analyze proposed bills, existing and modified regulations and

procedures;

(4)

draft or work with attorney to draft of letters, memos, policy analysis and proposed

changes, educational documents, public comments, briefs, and member

communications;

(5)

gather feedback and input from working groups, members, and their partners;

(6)

design Policy Action Committee agendas and present on webinars;

(7)

provide local and state policy guidance and resources to members and communities;

(8)

provide technical assistance and support on mortgage financing and federal funding

to members;

Mark Perlman, Research & Policy Associate:

(1)

Maintain the Research Collaborative by fielding applications, entering new members

into Salesforce, and putting their bios up on the website

(2)

Assist the Research & Policy manager with vetting research publications, and update

and maintain the online publications library

(3)

Coordinate member engagement and advocacy through planning and administering

PAC meetings, disseminating calls to action and organizing advocacy campaigns

through our new online advocacy platform

(4)

Attend meetings with partner organizations and campaigns, such as the Equity

Caucus and the Campaign for Housing and Community Development Funding,

investigate possibilities for new partnerships, and strengthen ties with housing

advocacy organizations in the Washington, DC area

(5)

Coordinate the congressional visits in March by scheduling briefings and other

visits, and assisting in the preparation of resource materials and messaging

(6)

Assist the Research & Policy Manager and other staff stay apprised of policy

developments

(7)

Oversee administration of state and local advocacy grants

(8)

Manage some conference sessions and presentations (Network and other

conferences)

(9)

Assist in the development of state and local policy documents

(10)

Manage contracts on some research projects

Community and Capacity Building: Beth Sorce, Manager

(1)

Plan and evaluate curriculum development, selection of faculty, and facilitation of all

place-based and online training including the Network conference, NeighborWorks

Training Institutes, CHIP Capacity Building Institutes, webinars, and video tutorials;

(2)

Oversee technical assistance programs including program design, selection of

consultants, the RFP process and selection of grantees, evaluation, and development

of tools for programs such as the business planning fellowship, HomeKeeper

Adoption Grants and the Catholic-CLT Demonstration Project;

(3)

Collaborate with Cornerstone Partnership on the Stewardship Standards for

Long-term Homeownership Programs and assessing the feasibility of a voluntary

accreditation program including facilitating focus groups and tracking and

responding to feedback.

(4)

Respond to and analyze Help Desk TA requests and provide “light” moderation on

the Network forum;

(5)

Convene and staff the Community & Capacity Building Committee and supervise the

capacity building associate.

Jason Webb, Community & Capacity Building Associate

(1)

Coordinate the Ambassadors Initiative, which is an effort to bring the Network’s

member’s residents to the table to partner with the Board of Directors on advocacy

projects.

a.

Meet regularly with the Ambassadors to help create a vision for what they

want to accomplish,

b.

Organize and deliver training on advocacy,

c.

Help to organize their visit to DC in March.

(2)

Coordinate the Emerging CLT Initiative aimed at supporting communities and

groups that are exploring the idea of community control of land and permanently

affordable housing.

a.

Develop tools and resources for a Start Up Hub on our website including a

Start Up Pathway;

b.

Offer one-on-one technical assistance through the Help Desk;

c.

Work closely with the three start up groups entering into a business planning

process with Mike Brown;

d.

Develop and manage contracts with the individual start up business planning

grantees and the consultant.

(3)

Assist with member outreach and help desk calls

Communications and Fundraising: Lisa Johnson, Coordinator

(1)

Write and design e-newsletters and mass e-communications

(2)

Manage Social media including Facebook and Twitter

(3)

Contribute to the website and collects and shares analytics

(4)

Designs and manages the production of the annual report

(5)

Designs, writes and manages other print materials used to promote permanently

affordable housing, CLTs and the Network

(6)

Overall manages the visual brand of the organization and collaborates with staff to

design messaging

(7)

Pursues and organizes conference sponsorship cultivation and relationships, the fall

individual donation campaign, and grant reporting

(8)

Identifies new grants and program underwriting to pursue. Manages application

process.

Strategic

Plan

2014 – 2016

E

XECUTIVE

S

UMMARY

This strategic plan is about significantly increasing the number of people with modest incomes

who have the opportunity to build wealth and live in an affordable home of their own. Over the

next three years we will significantly increase the number of permanently affordable housing

units on the ground by coalescing as a sector, boosting the capacity of the Network, and

ensuring that our members operate more effectively and sustainably. To meet this goal we will

focus on four strategic priorities, each with a set of specific goals and deliverables.

2014-2016 Strategic Priorities

Advance the Industry

Advance our industry so that it is recognized, impactful, and

_reputable.

Catalyze Growth

Grow the impact and sustainability of our members and promote

_{adoption of CLTs and permanently affordable housing programs.}

Institutionalize

Support

Garner formal support and political will from private and public

institutions for CLTs and permanently affordable housing.

Optimize Impact

Further develop a high-capacity Network that fully engages its

members and continuously acts in service of families and

communities who experience marginalization.

Advance the Industry.

The Network is expanding its membership beyond CLTs to include

other organizations that adopt practices providing permanently affordable housing (PAH) and

durable control of tenure. A broader member base will increase and unify the voice of the

sector and streamline practices to recruit stronger financial and political support. Ultimately,

sector development will result in an industry that is well-defined, well-known, reputable,

quality-assured, and high-impact.

Over the next three years we will develop a legislative definition of permanently affordable

housing as well as a brand identity and useful messaging adopted throughout the sector,

complete evaluative research on the performance and outcomes of the sector, and create new

legal documents aligned to the model ground lease to minimize barriers for institutional

support. During the first half of 2014 the Network will engage in a joint planning process with

Cornerstone Partnership/NCB Capital Impact to examine how the work of both organizations

contributes to unifying the sector and achieving impact at a meaningful scale. We will consider

a range of options for ongoing coordination and collaboration including the possibility of some

form of merger.

Vision for the Future

1. Significantly more permanently affordable homes are available throughout the country.

2. Federal, state, and local funding programs and policies incentivize permanent affordability and result in funding for the production of units as well as to support stewardship activities.

3. Accessible first mortgage products are available to our homebuyers in every region of the country: rural, urban, and suburban. 4. Permanently affordable housing enjoys

wide recognition and respect and is considered a critical solution in meeting community needs.

Catalyze Growth.

The Network will increase the pace and breadth of growth among

members by raising awareness about what impact means (scale, sustainability, and reach),

encouraging members to adopt goals for impact and measure performance; and developing

tools that will help members understand how growth occurs in different environments,

conditions, and situations. The focus on impact will also be seen in efforts to enable members to

successfully compete for limited funding resources and to develop productive partnerships with

lenders, city officials, housing finance

agencies, appraisers, and Realtors. The

Network will direct its capacity building

resources to help members strengthen,

sustain, and grow their impact through

grants and scholarships, tools and

resources, training, knowledge-sharing, and

research on innovations or

empirically-supported best practices.

Measuring the change effected in our

members as a result of our capacity building

program is extremely difficult. However, over

the next three years we expect to incorporate

program impact measurement and evaluation

efforts into many of our activities. The

quantity and quality of our tools and

resources will increase significantly including the addition of new online tutorials and advocacy

toolkits, and members at all levels of expertise will find resources applicable to their needs.

Other specific products will include: webinars, conference sessions, and technical assistance

grants focused on impact; a new “Start-up Hub” on the website accompanied by webinars and

adoption grant opportunities; tools and resources designed specifically around individual

standards; webinars, “how-to” toolkits and marketing materials for lenders, Realtors, and other

partners; and HomeKeeper adoption grants and a clear strategy to help facilitate small

HomeKeeper users.

Institutionalize Support.

The Network is working to institutionalize support from private

and public entities that will result in funding, financing, and property for the sector locally and

nationally

.

National policy efforts will focus on three major goals: 1) Increase access to

mortgage financing for homebuyers in CLT or PAH programs; 2) Increase the availability of

funding and properties for CLTs and PAH programs; and 3) Build strategic allies and a civically

engaged membership to ensure policy wins.

Impacting public policy, particularly at the national level, is a slow process and some of our

work over the next several years is really about laying the foundation for future wins by

developing relationships with allies and elected officials and building a base of advocates

among our membership. During the next three years we expect FHA to issue a waiver and rule

changes to allow FHA-insured loans for permanently affordable housing programs. We also

expect to make substantial progress in our efforts to remove barriers for CLTs using HOME

funds and generate regular and significant advocacy actions on the part of our members. In

additional to national-level policy work, the Network will support member efforts at the

municipal and state levels where there are significant opportunities to infuse permanent

affordability into inclusionary zoning ordinances, transit-oriented development policies, and

housing trust fund priorities.

Optimize Impact.

A strong Network organization is vital in order to successfully support our

members to achieve significant impact in their communities and for the field to positively

impact society. Our job is to make our members’ work easier so that they can increase the

number of families who have the opportunity to live in an affordable home. To do that, the

Network must have ample and sustainable financial resources, highly skilled staff capacity, and

the vision and commitment needed to effectively professionalize and grow the sector. It must

be valued by and show value for its staff, leadership, members, volunteers, allies, and partners.

Over the next three years the Network will develop a more sustainable business model; grow

our membership by 15%; develop a high-quality communications and fundraising function;

improve our personnel benefits program; develop and implement a compensation policy; build

a 6-month operating reserve; and design a measurement and evaluation system.

2014-2016

Strategic Priorities

Advance the

Industry

Advance our industry so that it is recognized, impactful,

and reputable.

Catalyze Growth

Grow the impact and sustainability of our members and

promote adoption of CLTs and permanently affordable

housing programs.

Institutionalize

Support

Garner formal support and political will from private

and public institutions for CLTs and permanently

affordable housing.

Optimize Impact

Further develop a high-capacity Network that fully

engages its members and continuously acts in service of

families and communities who experience

014-2016 Strategic Priorities and Goals

2015 Work Plan

Strategic Priority #1

Advance our industry so that it is recognized, impactful, and reputable.

1)

Produce a top-notch national conference for 300+ participants in Lexington KY that

unifies, grows, and inspires the industry; fosters best practices and innovation; advances

scale; and forges partnerships and relationships.

1) SESSION SELECTION AND CONTRACTING: Beth

Contract for the facilitation of at least 16 sessions (5 concurrent tracks). Contract for at least 4 sessions of curriculum development (JPA). Implement a fair and equitable compensation package.

Facilitate work of Capacity Building Committee in curriculum design.

2) COMMUNICATIONS: Beth and Lisa

Explore using tracks or recommended schedules.

Explore the idea of a training institute in conjunction with the national conference. Improve our paperless conference communications.

Expand traditional and social media coverage of the conference.

3) COHORT MEETINGS: Beth and Jason

Facilitate training/ meetings for the resident ambassadors and the start-up cohort. Replace regional meetings with another networking opportunity.

4) SCHOLARSHIPS

Provide scholarships to Catholic leaders, start up CLTs, and others to attend conference Jason

Provide scholarships to RAC members to attend conference Jason

Provide scholarships to Network Members at large. Jessica

Provide scholarships to RC members & researchers. Mark & Emily

5) CONFERENCE ADMINISTRATION

Develop and manage conference budget Jessica

Secure enough sponsorship revenue to generate at least $10k after expenses Melora and Board

Negotiate and facilitate hotel and meeting space logistics. Jessica

Facilitate conference coordinating committee Jessica

Conduct conference evaluation and assessment Jessica

Prepare and disseminate sponsor reports Lisa

6) Initiate planning for 2016 conference in Park City, UT Jessica

2)

Conduct research on best practices, innovations, and assessments on aspects of our

members and state of industry to ground our work in evidence-based practice and

inform the priorities of the Network.

1) RESEARCH COLLABORATIVE & PUBLICATIONS LIBRARY:

Update shared equity publications library (2014-2015 JPA) Mark & Emily

Support and recruit research collaborative members (2014-2015 JPA) Emily & Mark

2) INCLUSIONARY HOUSING:

Policy FocusReport-June 2015 (2014-2015 JPA) Assist in design and review of PFR and manage

contract with CP Emily & Mark

National Directory Develop contact information for 508 programs, gather additional programmatic

information with CP and NHC: January-Dec 2015 Mark & Emily

Impacts of Linkage Fees on Housing Production & Values. Provide feedback and advising to Ann Hollingshead, UC-Berkeley Masters in Public Policy, who is contracted through Cornerstone

Partnership to produce report. Emily

3) COMMUNITY ORGANIZING & CLT DEVELOPMENT:

Land Lines article-Manage contract with NHI for article published in January 2015 Emily

4) POTENTIAL WORKING PAPER: Pending conversations with Lincoln Institute, potentially contract and

produce working paper over 2015-2016. Depending upon opportunities and integration

conversations, possible topics are: (1) community organizing and CLT establishment, (2) impacts of linkage fee programs on housing production and values, or (3) state-level legislative and legal factors that hinder or enable inclusionary housing. Our hope is that Lincoln will not require a working paper in 2015-2016 JPA so that we have staff capacity for preparing for national performance evaluation by

a dissertation fellow and/or work in loan documentation project. Emily

5) MEMBERSHIP DATA Staff

Design and conduct membership survey Sept/Oct 2015; Analyze and disseminate information.

6) RESEARCH DISSMINATION WEBINARS

Plan and facilitate webinars, and/or develop collateral tools and resources for each research project.

Emily & Mark

Support the creation of certifications that provides quality-assurance of industry players

and results in greater access to first mortgage financing and funding.

1) STEWARDSHIP STANDARDS Beth

Release final iteration of Stewardship Standards

Complete in early 2015 the Affordable Pricing and Resale Formula tutorial series

2) ACCREDITATION FEASIBILITY STUDY Beth & Emily

Produce a business plan for accreditation pending 2014 feasibility study results (If feasibility study is negative consider a exploring alternatives such as a more rigorous membership assessment or a loan vetting process.)

5)

Complete evaluative research on the performance and outcomes of the industry and

disseminate results to members, allies, and public policy makers.

1) NATIONAL PERFORMANCE EVALUATION: Emily

Invest in completion of online dashboard

Conduct HomeKeeper data feasibility assessment for future evaluative research

Strategic Priority #2

Grow the impact and sustainability and promote adoption of CLTs and permanently

affordable housing programs.

A.

Educate our members about scale and provide program assessment and evaluation

tools along with business planning grants that enable them to gauge their

organizational health and take steps to increase sustainability and impact.

Beth

1) DESIGN, DEVELOP, MONITOR AND EVALUATE BUSINESS PLANNING FELLOWSHIP PROGRAM

Create and disseminate business planning tool kit

Monitor and close out 2014 Business Planning Fellowships

Launch a second of business (planning fellowships pending 2014 results and a sponsor.

2) DEVELOP AND PUBLISH SHORT ARTICLES THAT EDUCATE MEMBERS ABOUT SCALE AND THE

IMPORTANCE OF MEASUREMENT.

B.

Support organizations exploring, planning for, and implementing CLTs and other

permanently affordable housing programs by providing services, tools and resources.

1) START-UP HUB Jason

Develop the Start-up Pathway with tools and resources to help organizations complete appropriate steps

Adapt Business Planning Toolkit for Start-ups based on Fellowship Repeat the start-up webinar at least twice.

2) START-UP CAPACITY BUILDING GRANTS Jason

Monitor, evaluate, and close out 2014 Start-up capacity building grants Award and monitor 2015 continuation grants.

Launch second round or continuing support of start-up grants dependent on funding availability. Include content relevant for start-ups and by start-ups at the 2015 National Conference

3) START-UP PRIMING Jason

Provide more intense/ frequent help-desk calls to coalitions and community groups that are interested in starting-up a CLT.

Provide active facilitation of the start-up room in the member forum. Conduct special monthly “office hours” to answer questions.

C.

Help members successfully stretch to new funding resources by providing notices of

upcoming funding opportunities.

1) COLLECT, MAINTAIN AND UPDATE FUNDING RESOURCE PAGE ON WEBSITE Lisa 2) REGULARLY PUBLICIZE FUNDING NOTICES TO MEMBERS-

Continue to include internal and external funding notices in at least one e-newsletter per quarter.- Lisa

D.

Develop the state and local public policy infrastructure to promote the development or

preservation of inclusive communities.

1) INCLUSIVE COMMUNITIES CONCEPTUAL FRAMEWORK PUBLICATION:

Create a public document that identifies the local, state, and federal public policy infrastructures that can enable the development and maintenance of inclusive communities, and disseminate to

practitioners for use as a planning tool. Emily & Mark

2) LEGISLATION & ORDINANCES LIBRARY:

Gather sample public policies that support inclusive communities infrastructure and build out online

library (future CCHD). Mark

3) PUBLIC POLICY EDUCATION/ADVOCACY RESOURCES:

Annually review, update, and disseminate advocacy resources on website. Mark

Develop short (2-4 page) resource tools detailing how the following targets can support PAH development:

● IZ: Key Considerations for Rental Program (Part 3 of series) Emily

● TOD Primer developed using Smart Growth toolkit format Mark & Emily

4) STATE & LOCAL CATALYZING IMPACT GRANTS: Grant two Catalyzing Impact awards for local or state

organizations to take advantage of high-opportunity political climate to pass enabling policies. Mark

5) INCLUSIVE COMMUNITY POLICY PLANNING & “GARNERING POLITICAL WILL” EVENTS:

Create a rolling grant program that allows members to apply for discrete projects or events that will catalyze public policies that enable PAH or inclusive communities. Network provides staff support for

plans and events. Mark & Emily

E.

Expand the number of members using HomeKeeper by offering adoption grant

opportunities for large programs.

1) Monitor and close out Fall 2014 grant awards Beth

2) Implement 2015 Adoption Grant Program Beth

3) Address missing data & historical data entry needs to ensure national database has adequate power

for evaluation Emily

F.

Design, develop, and deliver the curriculum as well as logistical support for place-based

trainings as appropriate.

1) CHIP--Close out Project Period 3 contract and negotiate Project Period 4

2) OTHER PLACE BASED TRAININGS

Sponsor up to three place-based trainings/ gatherings and/or

Participate in and/or facilitate between two and four place based trainings (including NTIs).

G.

Design and implement a resident ambassador initiative

1) RESIDENT AMBASSADOR Initiative

Identify residents to participate in ambassador program; increase their capacity to be CLT advocates; organize and facilitate a DC advocacy trip.

2) RESIDENT ADVISORY COMMITTEE

Evaluate ambassador initiative and new board structure to determine interest in establishing a formal resident advisory committee. Pending results, design and implement program.

H.

Demonstrate how Catholic-CLT partnerships can transform the lives of low-income

households and their communities.

1) DEMONSTRATION PROJECT

Manage and close out the 2014 Catholic-CLT Demonstration Project

Produce publication (NHI) and conference session (?) to highlight the demonstration project. Design and launch second round of funding (pending results) OR explore the emergency fund as alternative.

I.

Provide timely one-on-one technical assistance to members via phone and email.

1) HELP DESK Beth and staff

Collectively as a staff, provide between 3 and 5 hours of one-on-one help desk assistance per week

2) Monitor and contribute to the online member forum.

Strategic Priority #3

Institutionalize support from private and public entities for CLTs and permanently

affordable housing programs.

A.

Monitor and promote importance of housing finance reform to new Congress &

advocate if any proposed bills move forward.

B.

Address barriers at HUD.

Continue to work with FHA to grant access to FHA-insured mortgages.

Seek HOME guidance to clarify new rules and minimize barriers for CLTs and PAH programs to be sustained and expanded.

Obtain rule changes or clarification regarding repair/replacement fees, resale/marketing fees, and preemptive options to purchase.

C.

Monitor & act on federal policy targets and pursue opportunities when they arise (e.g.

FHFA duty to serve rule, National Housing Trust Fund, TOD programs)

(1) MONITORING & EDUCATION: Emily

Identify opportunities to educate HUD on importance of preserving public funds and PAH solutions Conduct ongoing policy and regulatory analysis and write public comments, memo, and proposals on

bills, proposed rules, and existing regulations.

Monitor and act on emerging legislation or regulatory changes as they arise and amend the work plan to reflect changes.

D. Continue to build awareness, relationships, and partnerships with national

organizations involved with inclusive communities work Melora, Emily, Mark

1) CULTIVATE PARTNERSHIPS: Examples of potential partnerships with Smart Growth America, CCP,

Center for Popular Democracy, National Housing Conference, Partnership for Working Families, etc.

2) CONFERENCES & INVITED PRESENTATIONS:

Present and/or participate in national or regional conferences or invited presentations that are identified as high-priority, high-return.

E. Cultivate a civically engaged membership that will mobilize and act when needed.

1) POLICY ACTION COMMITTEE MEETINGS:

Conduct quarterly PAC webinars Mark & Emily

2) CALLS TO ACTION:

Provide updates to members on policy developments Emily

Monitor and amend partners’ policy communications to create Calls to Action Mark

Design member-specific Calls to Action Mark

3) ANNUAL CONGRESSIONAL ADVOCACY VISITS

Plan, schedule, and create communications for staff, board, and residents to advocate and educate

Congressional offices on PAH, CLTs, and importance of THUD budget Mark & Emily

Provide training for advocates making visits Emily & Jason, board, and partners

Strategic Priority #4

Develop a high-capacity Network that fully engages its members and provides

excellent customer service.

A.

Manage the continuing process to determine whether and how to combine

the Network with Cornerstone Partnership.

1) PLANNINGPROCESS

Develop a shared vision/programmatic description of the role the merged organization could play in building inclusive communities.

Gather data and required information, draft papers and manage Network participation in negotiations regarding governance, programming, human resources, and financial. Ensure that adequate due diligence process is completed.

2) INTEGRATIONWORK

Work with CP and consultants to rebrand the combined organization.- Lisa

Revise or create new bylaws and articles of incorporation to reflect new entity if appropriate.

Work with HR consultant to develop staffing plan, job descriptions, compensation policies, and benefits program.

B.

Develop an effective fundraising function within the Network.

1) Apply for at least 3 new mid-sized grants and submit Kresge pre-application. -Lisa

2) Expand the number of individual donations through an annual, formalized fall campaign

driven by the board- Lisa

3) Develop the fundraising committee to become excellent fundraisers beyond conference

sponsorships by providing 1 education opportunity as well as support- Lisa

4) Grow conference sponsorships with the mid-term goal of making the conference

self-sustaining -Lisa

C.

Build a strong communications platform to ensure that we effectively

communicate with members and allies as well as grow awareness of

permanently affordable housing.

1) MEMBER-RELATED

Explore interest in a communications and/or fundraising affinity group among members and build out further fundraising and communications resources on the website by pulling

resources from successful CLT fundraising programs nationwide- Lisa

Create communications/ fundraising tool-kit for members, including how to explain CLTs,

national CLT data sheet, CLT-specific fundraising tips, etc.- Lisa

Develop a membership outreach plan for newly established CLTs and a series of automatic

introduction responders for new members- Lisa and Jessica

Cultivate social media relationships with members and partners by expanding Facebook

engagement numbers -Lisa

2) INTERNAL

Place at least one article on Community Land Trusts/ Permanent affordable housing in a

publication- Lisa

Create 10 minute intro to CLTs for website –Lisa and Beth

Raise overall website traffic rates- Lisa and Jessica

Produce and distribute an annual report.-Lisa

D.

Regularly engage members through committees, affinity groups, and other

opportunities.

1) MEMBER OUTREACH CALLS Staff

Conduct at least 12 pro-active outreach calls with members.

2) COMMUNITY & CAPACITY BUILDING COMMITTEE Beth

Facilitate monthly webinars with the committee to solicit feedback on work planning, scale initiatives, conference content and other C&CB priorities.

3) FORUM AFFINITY GROUPS Beth and staff

Provide more intense forum moderation for up to 2-3 groups. Potential forum groups include fundraising/ communications, LECs, start-ups and the research collaborative.

E.

Achieve a 90% renewal and a 5% rate of growth in the annual membership

drive.

1) Work with membership committee to set detailed goals and conduct member drive.

Jessica

2) Design membership application and data collection. All

F. Improve technology tools to better serve a virtual office.

1) Explore technology solutions for online toolkits.

2) Continue to implement new Salesforce features to ensure the most effective use.

3) Integrate policy contacts into Salesforce.

4) Research and adopt technology to improve meetings and webinars.