STRATEGIC PLAN

Transcription

1 STRATEGIC PLAN

2 THE MISSION OF SPARK CDI is to help profoundly transform disinvested neighborhoods into thriving and prosperous communities.

3 CONTENTS INTRODUCTION 4 EXECUTIVE SUMMARY 5 THE STRATEGIC PLAN 6 OUR VISION 8 OUR MISSION 9 HOLISTIC DEVELOPMENT PRINCIPLES 10 OUR VALUES 11 OUR ROLE 12 IMPACT ZONES 13 FOCUS AREAS 14 BOARD OF DIRECTORS 19 EXECUTIVE DIRECTOR 20 3

4 4 INTRODUCTION BY EXECUTIVE DIRECTOR, JAMIE BERGLUND W elcome and thank you for taking the time to review the Strategic Plan for Spark CDI. The Board and I hope that you find this plan informative and that it clarifies our ambitions and hope for the future. Spark believes that every neighborhood in the Omaha/ Council Bluffs region should have the foundational assets necessary to thrive and prosper. This inaugural strategic plan lays the foundation for our organization and the work we will undertake in the Omaha/Council Bluffs community. A recognition of the need for shared governance and partnership was at the forefront of the formation of Spark through a careful, deliberate, and inclusive process which actively solicited input and meaningful engagement from a variety of stakeholders throughout the Omaha/Council Bluffs region. More than 30 banking, philanthropic, legal, and real estate development leaders volunteered their time and expertise over the course of approximately 16 months helping to shape the vision for Spark. This plan reflects the interests, concerns, and aspirations expressed by our stakeholders and will serve to guide the direction of our work over the next five years. However, this is just a starting point, the implementation of this plan will include ongoing assessment, open communication, and input from community members, and a process for evaluation and refinement as we move forward. Our success depends on the commitment, energy and support of our community! Jamie Berglund, Executive Director

5 EXECUTIVE SUMMARY Spark Community Development Intermediary (Spark CDI) is a newly established 501(c)(3) nonprofit organization that brings a unique, collaborative, and community-based approach to economic development in the Omaha/Council Bluffs region. We recognize that philanthropic organizations, civic institutions, and other equity partners have the resources to impact change while community residents, business owners, and other stakeholders best understand the community s needs. Spark serves as a bridge between these various parties, leveraging our expertise, relationships, and funding to transform neighborhoods through a process of holistic development. Holistic development applies rigorous real estate development methods while considering all the foundational assets: social, political, economic, and physical, that are necessary for communities to thrive and prosper. Our role is to support and supplement the work of existing organizations, build upon existing community assets, provide funding, leverage resources to close financing gaps, and to help educate and minimize the risk for developers who would otherwise not invest in these communities. Moreover, we work hand in hand with the community to identify and train community leaders to effectively advocate for themselves both now and for future generations. 5

6 6 OUR VISION & MISSION THE STRATEGIC PLAN The purpose of our planning process was to help clarify and articulate our long-term goals and vision, define the outcomes and the impacts we seek to achieve, develop our organizational values and guiding principles, and develop a cohesive strategy to direct the allocation of our resources and investments in order to pursue our mission and achieve our ultimate vision. This section provides inspiration for our work and answers the question: What are the long-term outcomes we want to achieve in the Omaha/Council Bluffs communities? What wil we do to realize our vision? OUR HOLISTIC DEVELOPMENT PRINCIPLES Informed by community feedback and data this section answers the question: What are the foundational assets necessary for all individuals and families to have a quality life in our community? These principles reflect our core commitment to the community and will help guide and shape the work we will undertake in the Omaha/ Council Bluffs area. This plan is the product of a four-month process that was led by the Board of Directors and facilitated by an external agency. The layout of this document follows the stages of the planning process that guided the development of this plan, including: OUR VALUES Our organizational values reflect the heart of Spark and our commitment to the Omaha/Council Bluffs communities. This section answers the question: What are the core values that define us and will guide our internal and external culture?

7 IMPACT ZONES These sections help clarify: Where we will do our work and who will benefit from it? OUR ROLE This section further clarifies how Spark will interact with the community and the functions we will play within the larger community economic development activities in the region FOCUS AREAS In this section, we present a set of five strategic focus areas that include: 1. Transform Neighborhoods 2. Empower Communities 3. Financial Community Partnerships 4. Community Development Thought Leadership 5. Sustainable Operations Within these focus areas we have defined a compelling set of goals and objectives to be achieved by This plan embraces the hope and desires expressed by community members. OUR BOARD This section identifies the board members that are central to the development of our Business Strategy and the implementation of this plan moving forward. This strategic plan is constructed to uphold and advance the interests and desires of community stakeholders and is intended to drive positive change in the Omaha/Council Bluffs region. We understand that all good plans must be continuously measured, monitored, and evaluated. As such, we will work to develop and refine metrics and collect baseline data and community feedback that will help to inform the ongoing development of our goals and strategies over the next five years. 7

8 8 OUR VISION Neighborhood Transformation Our Vision is an Omaha/Council Bluffs region where all neighborhoods have the foundational assets necessary to thrive and prosper. Through the intervention of holistic development, Spark will significantly change the built, economic, and social environment in targeted neighborhoods at a scale that will serve as a catalyst for additional investment, shifting the market in that community. Spark will focus its efforts in neighborhoods where problems are acute and development has not historically progressed in a holistic manner. Spark understands that these communities not only have the greatest need for investment but also have the potential to produce the greatest reward to residents and public and private stakeholders. Spark, as a financial partner, will link private investors to local economic development opportunities by leveraging our specialized knowledge of the area, providing gap funding resources, and developing community relationships to help structure deals that have both financial returns for investors and social and economic benefits for area residents. Spark, most importantly, will work hand-in-hand with the communities we serve working collaboratively to make them places where people are healthy, safe, and flourishing. Community engagement and empowerment are fundamental to Spark s way of doing business. We will identify and work with local community leaders and provide meaningful opportunities for participation in our planning and development processes. It is vital to the success of our mission and vision that we have strong local partnerships in the communities in which we invest.

9 OUR MISSION The mission of Spark is to help profoundly transform disinvested neighborhoods into thriving and prosperous communities. Spark will use the tool of holistic real estate development to create high quality neighborhoods of choice throughout the entire metro area with east Omaha and parts of Council Bluffs being early priorities. We strive to develop projects that promote more stable, healthy communities anchored in existing assets. 9

10 10 OUR HOLISTIC DEVELOPMENT PRINCIPLES Spark believes that in order to be economically and socially successful and sustainable, neighborhoods must possess a foundation of community assets. Spark believes that development of these neighborhoods should focus on all of these foundational assets, resulting in holistic development of the neighborhood. These assets, or holistic development principals, are: CONNECTIVITY Neighborhhoods are connected to the city and region through multi model transit SOCIAL CAPITAL Social and political power of area residents is recognized and there is a commitment to the development of local leaders ECONOMIC ADVANCEMENT Access to a variety of employment and entrepreneurial opportunities EDUCATION & TRAINING Quality education and training opportunities for adults and youth are readily available QUALITY HOUSING Availability of mixed income and various housing types HEALTH & WELLNESS Easy and affordable access to health and wellness resources CULTURE Cultural assets are celebrated and create a unique identity and soul ENVIRONMENTAL AND ECONOMIC SUSTAINABILITY Design standards are used that respect the existing character, are aesthetically pleasing, and consider the needs of current and future generations

11 OUR VALUES Our values go right to the heart of our organization. They drive our internal culture as well as affect the type of activities that will be carried out, how they will be delivered, and who ultimately will benefit from them. COMMUNITY: We believe the residents of a community know what is best for their community and need to be engaged and empowered to set priorities, develop projects, and benefit from the results. INTEGRITY: We believe in holding ourselves accountable to consistent moral principles of honesty and integrity and conducting our work in a manner that honors the culture and history of the communities we serve. SUSTAINABILITY: We believe in supporting high-quality development that promotes economic advancement, safety, walk-ability, healthy living, and environmental stewardship for current families and future generations. 11

12 12 OUR ROLE AS A CDI Spark s role is to be a community development intermediary and catalyst for transformation by promoting and investing in projects that enhance the core neighborhood assets that support stable, healthy communities across the Omaha/ Council Bluffs region. Our work builds on a vast history and practice of other community development intermediary systems that have operated in the United States since the 1960 s. Intermediaries serve as a facilitator between and among entities that have a stake and interest in the future and well-being of communities and families facing pervasive poverty and disinvestment. Spark will bring together neighborhood stakeholders, developers, financial institutions, government entities, and community service providers to collaborate on holistic neighborhood development. Specifically, Spark will: CATALYZE AND COLLABORATE: build and lead a coalition of stakeholders to drive mutually beneficial neighborhood development outcomes where they otherwise may not occur MOBILIZE: pull together the capital necessary for full project execution; provide direct investment where appropriate ADVOCATE: support organizations and initiatives implementing holistic development projects through technical assistance and advocacy

13 OUR IMPACT ZONES Spark will utilize a targeted approach to development, concentrating resources, funding, coordination, and public and private partnerships in targeted geographic areas we call Impact Zones. By the end of 2023, our goal is to have an Impact Zone in North Omaha, South Omaha, and Council Bluffs identified with multiple projects completed, under construction and/or in the pipeline. These locations will be selected through a community scan that looks at connectivity, mobility, economic, health, education, and other indicators of community well-being. Spark will continuously evaluate key indicators to identify new Impact Zones for investment throughout the Omaha/Council Bluffs Region. Working in a targeted approach will help to increase confidence of developers and investors by reducing their risk and inspire additional investment. As projects are successfully implemented in the Impact Zones and as community residents get more engaged, we would expect to see additional development and investment spread out from the zone into the surrounding neighborhoods. 13

14 STRATEGIC FOCUS AREAS Our Strategic Focus Areas are the backbone of our plan. Each area encompasses a core component of our Vision, and each area is necessary in order to achieve our long-term goals. Within these Focus Areas you will find Our Goals which serve as the foundation and the Strategic Objectives which are the stepping stones. #1 TRANSFORM NEIGHBORHOODS Goal: Spark will complete at least two holistic development projects and have additional projects under development within its first Impact Zone. It also will have two additional Impact Zones with projects under various stages of development. Strategies: To maximize resources and impact, Spark will focus its efforts toward creating Impact Zones capable of catalizing holistic development in a broader area. To achieve this goal Spark will: Define the criteria for establishment of Impact Zones, including: existing assets, indicators of high distress and trends, commitment of stakeholders, readiness of planning, potential impact of transit, and other criteria. Establish Impact Zones by defining target geographic investment areas and physical boundaries in key neighborhoods; one Impact Zone defined by September , a second by year-end 2019, and a third by Develop a scorecard for evaluating and scoping potential projects, awarding funding, establishing metrics for measuring impact, and communicating Spark s priorities to stakeholders. Cluster projects in relative proximity in order to create momentum and attract non-spark projects that exponentially increase Spark s impact. Establish a technical advisory committee consisting of a core group of development stakeholders to identify, plan, execute, and evaluate holistic development projects. Evaluate transformative impact of projects; Impact Zones should see an increase in both the quantity and quality of holistic development.

15 #2 EMPOWER COMMUNITIES Goal: Within each Impact Zone, Spark will create the local capacity to sustain and expand holistic development, establishing organized leadership and a culture committed to holistic development. Strategies: Understanding that real impact occurs by expanding one s influence and empowering others, Spark will lead by empowering communities to achieve visions that are sensitive to local aspirations and consistent with Spark s core values. To achieve this goal Spark will: 2.1 Identify and engage existing community leaders with a deep understanding and commitment for their community. 2.2 Assess existing capacity, needs, and vision for community development within the Impact Zone. 2.3 Establish an advisory structure within the Impact Zone, comprised of area residents, business owners, and other key stakeholders to formally drive and influence projects. 2.4 Train and equip local stakeholders to economically and socially sustain holistic development within Impact Zones. 15

16 16 #3 FINANCIAL COMMUNITY PARTNERSHIP Goal: Spark will have an established, used, and perfected process around the funding of a mix of alternatives to support its mission. Strategies: Spark seeks to get things done. Getting things done requires both capital and a recognition that Spark must excel at matching unique funding sources to unique project goals, risks, and rewards. Spark must build each project with a capital stack that both achieves its mission and maximizes the use of non-spark, private funding. We must do this in an efficient manner by building talent and processes that enable continual improvement and expanded capacity. To achieve these goals Spark will: 3.1 Build internal capacity and talent to financially analyze, model, structure, and underwrite potential projects. 3.2 Establish productive partnerships with existing Community Development Financial Institutions (CDFI), which both enable Spark to offer funding sources (a loan fund) in the immediate future, and at the same time help Spark build internal capacity to build its own loan fund. 3.3 Identify, secure, and leverage, for development purposes, state, federal, and local government resources including: tax increment financing, Community Development Block Grants, Low Income Housing Tax Credits, and other economic development incentives. 3.4 Establish a network of local banks and philanthropic foundations who are confident in Spark s capability, and interested in partnering with Spark to identify projects and creatively fill funding gaps. 3.5 Establish a project finance committee comprised of local professional volunteers to assist in underwriting and structuring projects; establish a governance structure for approval of projects. 3.6 Create a platform for program-related investments that unlocks the balance sheets of foundations who share Spark s mission. 3.7 Within three years, become certified as a Community Development Entity, well-positioned to receive New Markets Tax Credit allocations to be offered to investors in exchange for equity investments in projects. 3.8 Within three years, create a fund to take advantage of the tax benefits afforded to Opportunity Zones by the U.S Department of Treasury. 3.9 Within five years become a certified CDFI capable of independently sourcing, structuring, and funding projects.

17 #4 COMMUNITY DEVELOPMENT ADVOCACY AND CAPACITY BUILDING Goal: Spark will become a trusted and respected leader within the Omaha/Council Bluffs region for ensuring that our community excels at holistic development. Strategies: Spark understands the complexity of its mission and the challenges experienced by disinvested neighborhoods. In order to achieve meaningful success, Spark must be trusted and respected as a community-serving and collaborative organization. Spark must offer its compelling vision, ask the right questions of stakeholders about what it will take to get there, as well as offer answers and persuade others to support those answers. To achieve this goal Spark will: 4.1 Build authentic relationships with all levels of influence over our community, from neighborhood leaders to local business leaders to local and state government, creating trust, reliance, and a desire to partner with Spark on community economic development initiatives. 4.2 Share lessons learned and best practices with the community. 4.3 Identify, recruit, and develop talent to meet human capital needs in community development in the Omaha/Council Bluffs region. 4.4 Through meaningful community dialogue, informal partnerships and discussions, and broad-audience communications, raise awareness about community interests, and advocate for changes in relevant local, state, and federal policies and legislation, and serve as a reliable and trusted source of community economic development information in the Omaha/Council Bluffs region. 17

18 18 #5 SUSTAINABLE OPERATIONS Spark will be a partially self-sustained organization by 2023 with a well-defined fundraising strategy and set of operational guidelines. Strategies: Spark understands that being effective means optimizing its sources and uses of resources, to that end Spark will: 5.1 Establish and consistently update a fundraising plan that identifies sources of capital to support operations and programs. 5.2 Be 30% self-sufficient by year 2023, funding operations with revenue from projects and lending activities. 5.3 Ensure operations are in line with best-inclass standards as defined by the Nonprofit Association of the Midlands. 5.4 Develop and execute a staffing model to implement all goals effectively and efficiently. 5.5 Adopt technologies that improve efficiency and process. 5.6 Build capacity of neighborhood stakeholders so Spark effectively achieves more with less. 5.7 Appoint a fundraising committee and other committees as needed to support efficient operations with each board member serving on at least one committee. 5.8 Develop a board recruitment and succession plan that identifies and targets board members with specific skills and competencies that complement the Spark s current and future needs.

19 OUR BOARD Spark is governed by a diverse board of directors from a variety of backgrounds including business, finance, real estate development, philanthropy, and more. The strength of our board lies in the talents and expertise of each board member and their passion for the Omaha/ Council Bluffs communities. Sylvester Orsi Board Chair Baird Holm LLP Alec Gorynski Board Treasurer First National Bank of Omaha Kali Baker Board Secretary Omaha Community Foundation Rishi Bhakar Board Member Tenaska Paula Hazelwood Board Member Greater Omaha Chamber of Commerce Andrea Kathol Board Member Field Day Development Jeff Kutash Board Member Peter Kiewit Foundation Kenny McMorris Board Member Charles Drew Health Center Sergio Sosa Board Member Heartland Workers Center Carmen Tapio Board Member North End Teleservices 19

20 20 OUR EXECUTIVE DIRECTOR Jamie Berglund is a passionate change-agent with nearly two decades of professional and volunteer experience focused on leading transformative community and economic development initiatives. Jamie Berglund Executive Director On May 21, 2018, she began serving as executive director of Spark. Before accepting this position she was the executive director of Omaha by Design where she worked to revamp the organization s strategy, programming, and community relations. Prior to that role, she worked for ten years for the Greater Omaha Chamber where she collaborated with partners to create and implement redevelopment plans for Midtown, North Omaha, and South Omaha, helped establish the Omaha Municipal Land Bank and Spark, helped redesign the Chamber s small business assistance efforts, worked with partners to evolve the region s transportation strategy, and helped facilitate the Chamber s economic development strategic plan. Before working at the Chamber she worked with at-risk youth, the homeless, and other marginalized populations through Heartland Family Service, the Nebraska AIDS Project, and the MICAH House in Council Bluffs, and she served in the Peace Corps in Jordan. Jamie was a recipient of the Peter Kiewit Foundation Comprehensive Memorial Scholarship and graduated from the University of Nebraska at Lincoln with a Bachelor of Arts in Sociology. She was also a recipient of the Department of Housing and Urban Development (HUD) Community Development Work Study Program scholarship while completing her Master of Science in Urban Studies from the University of Nebraska at Omaha. Jamie currently serves as a commissioner for the Omaha Housing Authority. She is a former board member and chair of the Omaha Municipal Land Bank, and was a longtime member of the Metro Area Continuum of Care for the Homeless Board of Directors, serving as their president for the last two years of her tenure. She is a graduate of Leadership Omaha Class 33 and a recipient of the Midlands Business Journal s 40 Under 40 award.

21 STRATEGIC PLAN CONTACT US: 1141 N. 11th Street, Omaha, NE sparkcdi.org Jamie Berglund Executive Director 1141 N. 11th Street Omaha, NE O: D: