Get documents about "Sample Letter of Support for Nonprofits
Description
Sample Letter of Support for Nonprofits document sample
Document Sample
A B C D E F G H
2 Greater Kansas City LISC
3 Performance Metric
4 Metric Date
5 CDC SAMPLE PERFORMANCE METRIC Metric Year and Beginning Month
10% Board Governance NA
6
10% Planning NA
7
10% Resource Development NA
8
20% Internal Management NA
9
15% Community Connection NA
10
35% Program Delivery NA
11
100%
12
Overall Grade NA
13 Performance Metric: revised 4/14/2005
In October 2002, the CD2000 performance metric was revised to clarify CDC best practices and to create a development tool for CDCs
in building organizational capacity and strengthening results in Kansas City neighborhoods. The metric measures six performance areas
of relative weights: Board Governance (10%), Strategic Planning (10%), Resource Development (10%), Internal Management (20%),
Community Connection (15%), and Program Delivery (35%). Although the metric describes a broad scope of CDC activity, it is not all
inclusive. In instances when the metric does not adequately capture a CDC's community development programs and activities, CD2000
will work individually with the CDC to evaluate performance. CDCs have the right to appeal the metric performance assessment score
14 upon which the CD2000 investment tier is based.
Each performance area is broken down into components. Each component has a relative weight between 1 and 4 based upon its
importance. If the CDC is ranked as "Excelling" in one of these components, this corresponds to an "A" grade. If the CDC is ranked as
Advancing in one of these components, this corresponds to an "B" grade, and so on. Attributes associated with a lower level are implied NOTES
15 in higher levels. Investment tiers are based on Excelling, Advancing, Operational and Developing performance levels.
16 download a copy from www.liscnet.org/kansascity/Resources/documentsandforms.htm
17 Grade
Last year's grade:
10% Board Governance NA
18
19 Weight Developing Operational Advancing Excelling
4 Neighborhood Board members consist Board members consist Board members consist Board members consist Last year's grade:
Representation of 25% neighborhood/ of at least 38% of at least 51% of at least 51%
core city/target area neighborhood/core neighborhood/core neighborhood/core
residents or city/target area residents city/target area residents city/target area residents
stakeholders. or stakeholders with at or stakeholders with at or stakeholders with at
least 1 resident leader least 2 resident leaders. least 3 resident leaders.
active in their
20 neighborhood.
4 Participation Level It is difficult to achieve A quorum or 50% A quorum or 65% A quorum or 75% Last year's grade:
a quorum, as defined by (whichever is higher) is (whichever is higher) is (whichever is higher) is
the organization and a generally achieved at full generally achieved at full generally achieved at full
committee structure is board and committee board and committee board and committee
yet to be formed, such meetings. meetings. meetings.
as Development and
Executive/Finance
21 committees.
8/9/2011 9:26 AM page 1 of 12 fe6ea699-312a-4dee-a3ff-1e7f35429d8a.xls
A B C D E F G H
4 Committee Structure The board operates as a The board creates a Committees demonstrate Committees' written Last year's grade:
and Board Staff whole, without a formal formal committee major functions are functions cover all
Relations committee structure. structure and covered such as core areas of core business
committees have business, Finance, and have clear lines of
written functions. Executive and authority to the full
Committee reports are Nominating. Committee board.
primarily verbal. The chairs give written
Executive Director reports and bring
primarily staffs recommendations to
committees. the full board for
discussion and vote.
Board and staff have a
cooperative relationship,
with both ED and other
staff members engaged
at the committee level.
22
4 Education, Self CDC begins to identify CDC focuses on and Board members The board actively Last year's grade:
Assessment and best practices and provides regular participate in board participates in an
Planning opportunities for board opportunities for board development provided annual board retreat
development and development. The board both during education and/or special planning
researches available self conducts a self sessions at board session to reflect on
assessment tools. assessment survey at meetings and in outside where they have been
least every other year trainings. The board's and rethink where they
to measure board self assessment survey are going. The board's
performance and reflects improvement in self assessment survey
member satisfaction with performance and board is conducted annually
board service. member satisfaction. and reflects marked
improvement in
performance and board
23 member satisfaction.
3 Diversity and Expertise Board researches Board members are At least 4 to 6 board Board members also Last year's grade:
assessment tools for diverse, racially and members have diverse include civic
determining board gaps economically, by expertise in financial, leadership who are able
in diversity and gender and age (with legal, real estate to provide access to
expertise. more than 1 development, business, other sectors.
representative from each asset management,
group). At least 1 board government and other
member has financial areas of core CDC
expertise and 1 member business. At least 2
has expertise in the members have financial
CDC's core business, expertise. Some
e.g., housing or members bring strategic
commercial relationships with other
24 development. organizations.
8/9/2011 9:26 AM page 2 of 12 fe6ea699-312a-4dee-a3ff-1e7f35429d8a.xls
A B C D E F G H
3 ED Evaluation and The board's The board evaluates The board's annual Board deliberates and Last year's grade:
Policy vs. Operations performance evaluation the Executive Executive Director actively participates in
Focus of Executive Director is Director's performance performance evaluation policy formulation,
tacit rather than a formal each year, with a includes performance planning, financial
procedure. The board written evaluation. The against strategic oversight, fund
volunteers to assist the board tends to focus itsplanning targets. The development, executive
CDC in operations, deliberation on CDC board provides ongoing performance oversight,
which are understaffed. operations. constructive feedback to board development and
the ED. The board forging strategic
begins to engage in partnerships rather than
more oversight roles operations.
such as fund
development, financial
oversight and planning,
25 rather than operations.
2 New Member Board roster renews Board roster reflects Board vacancies are The board mentors as Last year's grade:
Recruitment, memberships in spite of adherence to bylaws in filled in a timely well as educates new
Orientation and term limits in CDC's by- member rotation and manner. The board members, using several
Succession Planning laws. The recruitment term limits but there is recruits new members to methods to ensure they
process tends to focus delay in filling vacancies. meet organizational are active and
on potential members The recruitment and needs and educates knowledgeable
available rather than nominating process using orientation members. The board
analysis of organizational reflects careful analysis materials. has a plan for rotation of
needs. of organizational leadership and plans for
needs. leadership succession.
Committees are used
as a leadership
succession tool for the
full board, with chairs
often moving into elected
board leadership
26 positions.
8/9/2011 9:26 AM page 3 of 12 fe6ea699-312a-4dee-a3ff-1e7f35429d8a.xls
A B C D E F G H
27 Grade
Last year's grade:
10% Planning NA
28
29 Weight Developing Operational Advancing Excelling
4 Strategic Plan CDC has a written CDC has a current CDC's strategic plan is CDC's strategic plan is Last year's grade:
operating plan for the
outcomes strategic updated with updated with
year. CDC begins to plan that assesses the community input neighborhood data
design ways to obtainstrengths and needs of annually. CDC places trends analysis
community input and the neighborhood served highest priority on annually. CDC is highly
feedback in strategicas well as CDC capacity projects and programs strategic reflected in
planning. issues. CDC regularly that have the ability to projects and programs
obtains community maximize the clustered to achieve a
input and feedback in organization’s impact on clear impact on the
the strategic planning neighborhood health and neighborhood and its
30 process. market conditions. conditions.
3 Mission and CDC's mission and CDC's mission, vision, CDC's mission is CDC's mission, vision, Last year's grade:
Neighborhood Change vision are articulated. values and strategies are realistic, operational, values and strategies are
Results CDC operates programs clearly articulated. understandable and reexamined, renewed
consistent with its CDC operates and provides a basis for or refined every two to
mission. develops new development of three years. CDC's
programs true to its performance targets and strategic outcomes are
mission. Board minutes interim milestones. clearly focused on long
reflect the board Performance targets term neighborhood
directly tracks the clearly reflect the change and track both
strategic plan's CDC's mission and neighborhood and CDC
performance. begin to identify both outcomes. CDC's
neighborhood level and programs achieve
CDC outcomes. outcomes that promote
neighborhood health.
31
3 Strategic Partnerships CDC identifies the There is evidence of Partnership is formed Partnership achieves Last year's grade:
stakeholders in target informal strategic with a Memorandum of results which exceed
areas as potential alliances and/or Understanding that original plan and new
partners and invites partnerships with other establishes a formal projects are undertaken.
them to CDC events and nonprofits and framework for strategy, Partnership tracks and
activities. stakeholders, to advance structure, results, & measures impact of
a long term vision of the roles, and determines initiative and activities to
community. CDC work, outcomes & achieve identified
activities are engaged measurements. CDC outputs and outcomes.
by a widening circle of staff either facilitate or CDC forms multiple
stakeholders. participate in alliances formal partnerships,
and coalitions on issues resulting in a
of interest to their comprehensive
constituency which result community
in additional or development strategy.
improved resources
and programs that
demonstrate positive
32 community change.
8/9/2011 9:26 AM page 4 of 12 fe6ea699-312a-4dee-a3ff-1e7f35429d8a.xls
A B C D E F G H
33 Grade
Last year's grade:
10% Resource Development NA
34
35 Weight Developing Operational Advancing Excelling
4 Diversity of Income CDC is reliant on a CDC begins to diversify CDC relies on no more CDC relies on no more Last year's grade:
Sources primary source of its funding base, than 60% of its operating than 50% of its operating
income. increasing charitable budget from any single budget from any single
donations and earned source. source.
36 income.
4 Fund Development Fund development is Fund development is CDC has a fund CDC has staff who Last year's grade:
Plan Implementation primarily done by the primarily done by the development plan that it assist the Executive in
Executive Director. Executive Director and monitors to gauge preparing grant
one to two board results. Board takes proposals on a schedule
members. responsibility for raising according to the fund
the targeted funding, development plan.
with members active in
events, calling on
donors, or other
37 engagement.
3 Days Cash Reserves CDC has few day's CDC has at least 30 CDC has at least 60 CDC has at least 90 Last year's grade:
38 cash reserves. day's cash reserves. day's cash reserves. day's cash reserves.
2 Funder Reports Funder reports tend to Funder reports are not Funder reports are not Funder reports are Last year's grade:
39 be over 90 days late. more than 60 days late. more than 15 days late. consistently on time.
2 Stewardship and CDC begins to develop CDC has a few basic CDC shows active CDC's expanding donor Last year's grade:
Communication basic materials for fund materials to make its stewardship methods, base reflects active
raising. case such as a brochure, regular and stewardship and
newsletter or website. individualized communication.
communication, to
cultivate continued
funding with donors.
CDC has an array of
communications
materials and methods
to make the case for
40 funding to its
organization.
8/9/2011 9:26 AM page 5 of 12 fe6ea699-312a-4dee-a3ff-1e7f35429d8a.xls
A B C D E F G H
41 Grade
Last year's grade:
20% Internal Management NA
42
43 Weight Developing Operational Advancing Excelling
44 10% Financial Management Last year's grade:
4 Accounting System CDC has a cash CDC has an accrual CDC has established an CDC has an accrual Last year's grade:
accounting system. based accounting accrual based, cost based, cost centered,
system. centered, integrated integrated accounting
accounting system system based on GAAP
based on GAAP principles, fully
principles. operational for all CDC
entities and highly
45 efficient.
4 Audit There is a financial Clean audits are Clean audits are Clean audits are Last year's grade:
review but not a formal produced within 9 produced within 6 produced within 4
audit. months of fiscal year- months of fiscal year- months of fiscal year-
end. Compliance end. Compliance end. CDC's
reporting, such as IRS reporting, such as IRS management letters
Form 990, is generally Form 990, is timely and reflect no critical
timely and reflects reflects accurate filing. issues.
accurate filing. CDC audits meet
Treasurer and Exec industry accepted
Committee meet with standards. Audit
auditor annually. management letters
show fewer issues
raised each year,
reflecting corrective
action in the financial
46 management system.
4 Financial Reports and The board approves an Board approves an Board reviews financial Finance packages for Last year's grade:
Annual Budget annual budget, often annual budget that is reports at monthly board board, finance
completed into the fiscal used to manage the meetings including committee and external
year. The board and organization. The board balance sheet, income partners reflect
staff are learning how to reviews the statement, budget to appropriate level of
use the budget as a organization's actual, and cash flow detail, easily read and
management tool. financials including projection. Profit and understood. At least one
balance sheet and loss are clearly half of board members
income statement on a reported for each CDC indicate they understand
monthly basis at each entity (including the financial reports.
meeting. subsidiaries), project and
47 function.
2 Internal Controls and Some internal controls Internal controls are Written financial Written financial B+ Last year's grade:
Written Financial are in place and the fully in place, with policies are in place. policies and
Policies CDC is becoming segregation of duties procedures are in
familiar with standard between board members place. Internal controls,
accounting practice. and staff. financial system
operations and
organizational financial
policies are described in
detail, ensuring new
staff can be easily
trained from detailed
48 procedures.
8/9/2011 9:26 AM page 6 of 12 fe6ea699-312a-4dee-a3ff-1e7f35429d8a.xls
A B C D E F G H
49 10% Organizational Management NA Last year's grade:
4 Management and CDC has basic CDC has appropriate CDC management CDC board and staff Last year's grade:
Teamwork management in place organizational actively and adeptly form highly effective
and begins to form a structure, with manages staff and teams, separately and
teamwork approach. delegation of program workload issues, jointly, as evidenced by
CDC staff are responsibility to continuously assessing CDC programs and
developing job skills. managers. CDC has program effectiveness neighborhood impact.
current personnel and efficiency, making Staff contributions are
policies and procedures, appropriate adjustments. sought as part of the
with individual staff job Personnel policies and CDC's continuous
descriptions and procedures are up-to- improvement and
performance date and CDC staff learning, e.g., CDC
evaluations. Regular understand the policies. Executive Director and
staff meetings and CDC staff are highly Senior Staff performance
individual staff effective and skilled in evaluations include
conferences are held. individual job feedback from
CDC staff are skilled assignments and as a stakeholders and
team, reflected in both subordinates at least
and effective in
management and line every other year.
individual job
assignments, as staff performance
demonstrated in evaluations. Teamwork
performance is promoted with annual
50 evaluations. staff retreats.
4 Professional CDC researches CDC demonstrates it has CDC staff are rewarded CDC staff tend to Last year's grade:
Development recruitment and a strong, talented, and with public recognition demonstrate senior
professional diverse workforce for achievement and level expertise as a
development models to evidenced by effective performance. CDC staff result of excellent staff
increase staff expertise programs and performance evaluations development, coaching
and to recruit and retain operations. CDC staff are tied to the strategic and retention by CDC
an ethnically diverse professional growth is plan's achievement. management.
staff. CDC staff supported and staff are
professional growth is coached.
51 self-initiated.
2 MIS System CDC begins to develop CDC has basic CDC management CDC's management Last year's grade:
and build its management information systems and information systems,
management information system and filing systems are highly filing systems and use of
information and filing filing systems in place. reliable. CDC uses advanced technology
systems. technology effectively demonstrate the CDC's
and is guided by written outstanding efficiency,
technology policies. reliability and
innovation in the use of
52 technology.
8/9/2011 9:26 AM page 7 of 12 fe6ea699-312a-4dee-a3ff-1e7f35429d8a.xls
A B C D E F G H
53 Grade
Last year's grade:
15% Community Connection NA
54
Community Community connections program delivery is defined below, showing a range of CDC approaches including
Connections Program neighborhood capacity building, block organizing, resident leadership training, and specialized education to
55 Delivery: neighborhood residents.
Community CDC obtains community resident input and engagement in its work.
Engagement and
Definitions
56 Communication
57 Advocacy CDC acts as an advocate for the neighborhood and the community development industry.
Neighborhood CDC engages in capacity building of neighborhood associations in the CDC's community and economic
Association and development target area. CDC also engages, directly or through referrals, in leadership capacity building of
58 Leadership Capacity neighborhood residents, as documented by CDC with LISC.
Building:
Block Capacity CDC engages in capacity building of neighborhood blocks.
59 Building:
Education: CDC provides community education for residents such as homebuyer education, financial literacy or other
60 specialized programming.
CDC will be graded on required components and can choose to be graded on one or more
61 optional components.
62 Weight Developing Operational Advancing Excelling
4 Community CDC utilizes an active CDC periodically CDC obtains broad CDC expands its circle Last year's grade:
Engagement and neighborhood obtains community based community of community input and
Communication volunteer core to carry feedback on its feedback on its cooperation by recruiting
(Required) out activities and CDC programs and input on programs and input for new community
events are attended by neighborhood assets and the strategic plan annual representation on
neighborhood residents. needs in development of update. CDC creates advisory or ad hoc
The community is kept the strategic plan. CDC communication board committees.
well informed of CDC communicates through exchange with CDC creates
and neighborhood plans regularly distributed community stakeholders communication
through CDC staff communications to through such processes exchange with
reporting at neighborhoods, public as listening sessions, community stakeholders
neighborhood officials such as study circles, task force annually.
meetings. newsletters, flyers, and groups, and forums at
forums. least every 2 years.
63
4 Neighborhood CDC reports to Stronger relationship is CDC assists 50% of CDC assists 100% of Last year's grade:
Association and neighborhood formed between neighborhoods and at neighborhoods and at
Leadership Capacity association(s) and neighborhood(s) and least 4 residents least 6 residents
Building (Required) begins building a positive CDC in opinion of both graduate from graduate from
working relationship, parties. CDC assists at leadership development leadership development
identifying and referring least 1 neighborhood in program(s). program(s).
residents to leadership target area with 1 event
development programs. held, facilitates a
capacity building
assessment and plan,
and at least 2 residents
graduate from
leadership development
64 program(s).
8/9/2011 9:26 AM page 8 of 12 fe6ea699-312a-4dee-a3ff-1e7f35429d8a.xls
A B C D E F G H
3 Advocacy (Required) CDC identifies critical CDC board and staff CDC board and staff CDC board and staff Last year's grade:
community locally advocate for expand advocacy role mentor community
development needs, policy issues through to federal level issues leaders and fellow CDCs
gaps, issues and letter writing and through letter writing on how to effectively
identifies arenas for personal meetings on and personal meetings advocate for change and
advocacy work. behalf of the CDC, as well as locally support. CDC board and
neighborhood(s), or testify on behalf of the staff are active leaders in
community development CDC, neighborhood(s), the industry, e.g.,
industry. or community attending and speaking
development industry. at local, state and
national conferences,
65 forums and panels.
0 Block Capacity 10 block contacts or At least 8 blocks At least 10 new blocks At least 15 new blocks Last year's grade:
Building (Optional) CDC attends block organized with plans organized. 7 blocks organized; existing
Use 3 or 0 as weight events. and signed petitions achieve 50% of goals; 5 blocks
(51% of occupied blocks sustain progress upgrade/establish new
residences on block). 4 & achieve long-term goals and majority
blocks achieve 50% of goal. (51%) of existing
goals. organized blocks
66 sustain progress.
0 Education (Optional) Program planned with Measure results Tracking indicates Tracking indicates Last year's grade:
Use 3 or 0 as weight target number of through tracking of positive results with 50% positive outcomes of
participants; discussion participants. of first year graduates. 66% of graduates. 20%
on partnership 15% growth over growth is achieved
progresses. previous year is over previous year &
achieved & progress is progress is seen on
seen on other other measurable
measurable outcomes. outcomes.
67
8/9/2011 9:26 AM page 9 of 12 fe6ea699-312a-4dee-a3ff-1e7f35429d8a.xls
A B C D E F G H
68
Last year's grade:
35% Program Delivery NA
69
70 20.0% Physical Production NA Last year's grade:
71 Physical Production: The definitions below define a range of CDC physical production and "other" community development activity.
Lending: CDC makes a mortgage loan to an individual for the purchase of a new or rehabbed home; or CDC makes a
mortgage loan to an individual for the rehab of an owner-occupied unit, or CDC is an NRC affiliate and
72 processes loan application through that affiliate.
Minor Home Repair: CDC provides funding and/or technical assistance for the repair of a home. Cost of repairs are over $1,000 in
73 actual home-owner grant or loan or in-kind services by the CDC.
Housing - New: CDC owns and develops a lot or purchases a fully developed lot and contracts for a new home to be
Definitions
74 constructed on the site, and the home is sold and closed.
Housing - Rehab: CDC purchases a home and provides substantial rehab... over $15,000 and over 40% of acquisition costs and
75 the home is sold and closed.
76 Multi-family housing: Substantial rehab or new construction of project with 4 or more units.
77 Commercial: Substantial rehab or new construction of a project, including the following:
Day Care Center, Health Care Facility, Retail Operation, Warehouse, Office Building, Community Center,
Charter School, Industrial/Manufacturing, or Subdivision Residential Lot Development (Subdivision
development is different from new housing in that the CDC develops lots with the intent to sell them to builders.
If the CDC also contracts for the home construction, as is most typical, this would be captured in new housing
78 development.)
Other: Economic Development in the form of job creation will be weighed when this is a primary CDC community
development activity and will be negotiated individually with the CDC. Other CDC primary community
79 development activity not captured in this chart will also be negotiated individually with the CDC.
Weight For the below grade, the CDC can score a grade through achievements in certain components
80 without achievements in ALL components. The below line describes these levels.
81 Developmental: Operational: Advancing: Excelling:
1 Developing Level 2 Developing Level or 4 Developing Level or 4 Operational Level or
1 Operational Level 2 Operational Level or 2 Advancing Level or
82 1 Advancing 1 Excelling
Lending 20 21 - 50 Not Eligible as 1 at Not Eligible as 1 at Last year's grade:
components here have
83 Advancing Level Excelling Level
All program area
Minor Home Repair 61 - 120 Not Eligible as 1 at Not Eligible as 1 at
equal weight
84 15 - 60 Advancing Level Excelling Level
85 Housing (new & rehab) 2-5 6 - 10 11 to 20 Over 20
86 Multi-Family Projects 1 1 1 2
87 Multi-Family Units 4 to 36 Over 36 Over 75 Over 125
88 Commercial Projects 1 1 or over 1 or over Over 1
89 Commercial Sq Ft 1,000-3,000 3,001-15,000 15,001-30,000 30,001 and over
8/9/2011 9:26 AM page 10 of 12 fe6ea699-312a-4dee-a3ff-1e7f35429d8a.xls
A B C D E F G H
90 5.0% Physical Development Pipeline and Expertise Last year's grade:
4 Pipeline and Staff CDC pursues a real Asset management and CDC manages CDC staff are proficient Last year's grade:
Development Skills estate transaction in market information is development process at development,
partnership with others. accurately captured with a pipeline managing with ease
when developing a developed in the multiple, financially
project. strategic plan, complex projects at
reflecting community once.
input and goals. CDC
has successfully
managed a tax credit
development with at
least 50% ownership
stake and collects
development fees. CDC
has been recognized
for its development
skills, for example,
receiving award
91 recognition.
3 Project Management CDC does not CDC actively CDC manages CDC has institutionalized Last year's grade:
participate in participates in individual projects on its development
development process. development process, time and on budget, expertise. Development
selecting the reporting to the board capacity and expertise
development team and each development's is shared among staff
financing package and progress and budget to and is therefore not
overseeing project actual financials. reliant on just one
progress. person.
92
4 Community CDC is not engaged in CDC actively advocates The pipeline reflects CDC has produced, over A Last year's grade:
Transformation neighborhood real for neighborhood real increased activity and time, a body of work
estate needs. estate needs. skill by the CDC; the that is exemplary
CDC knows which within the industry and
projects will work and has considerably
which will not. contributed to the
community's
transformation, beyond
individual projects. CDC
is sought for its
93 development expertise.
8/9/2011 9:26 AM page 11 of 12 fe6ea699-312a-4dee-a3ff-1e7f35429d8a.xls
A B C D E F G H
94 10% 0% if no Asset Mgmt Asset Management NA Last year's grade:
95 NOI Net Operating Income: Total Income less Operating Expenses (before reserves payments and debt payments).
Defini-
tions
DCR Debt Coverage Ratio: Net Operating Income divided by required debt service. This is after reserve payments
96 are added in. This is expected to be 1.15 or greater.
97 Weight Developing Operational Advancing Excelling
4 Financial Performance NOI is negative NOI is positive DCR of 1.10 or greater DCR of 1.15 or greater Last year's grade:
98
4 Occupancy (Economic) Occupancy is less than Occupancy is 84% - 87% Occupancy is 88% - 92% Occupancy is 93% or Last year's grade:
99 84% greater
3 Asset Mgmt Reporting, Written board report Written board report Written board report Written board report Last year's grade:
Board Reporting, and includes occupancy. includes occupancy, also includes collections, also includes evictions,
Board Functioning as income statement tenant receivables. turnover, and make
verified in Quarterly summary. Board Board is planning to ready info. Board's
Board Reports to LISC meetings discuss the incorporate the Asset committee structure
performance of tax credit Mgmt function in its oversees Asset Mgmt
properties. Asset committee structure and provides at least
Management staff meet and has AM expertise. quarterly reports to the
regularly with Property CDC is planning for a Board. CDC is planning
Management. ED or capital needs study or for Year 15 and capital
CFO reviews and has in place. CDC has need planning is current.
responds timely to plans in place for non-
financial reports of each performing properties
property. through property mgmt
systems or refinancing.
100
3 Tenant Files and Files in poor condition. Files in fair condition. CDC monitors tenant CDC monitors tenant Last year's grade:
Compliance (NA for non- CDC is learning CDC has taken classes files and compliance files and compliance and
NEF property) compliance issues and and active in and gets good gets excellent
Use 3 or 0 as weight is taking classes. supervising property performance reviews performance reviews
management roles in when files are audited. when files are audited.
101 compliance.
3 Physical Property Property is in fair Property is in good Property in good Property is in excellent Last year's grade:
Characteristics condition and make condition but make condition and make condition and make
ready and turnover ready and turnover ready and turnover ready and turnover
times unknown. times not tracked times are 15 and 20 times are 10 and 15
102 days. days.
3 Management of LP Audit is delivered later Audit is delivered within Audit is delivered within Audit is delivered on Last year's grade:
Audit (NA for non-NEF than 20 days of 20 days of February 28. 10 days of February 28. time (Feb 28).
property) February 28.
103 Use 3 or 0 as weight
3 Reporting Timeliness Less than 70% on time 70%-79% on time for 80%-89% on time for 90%-100% on time for Last year's grade:
for Quarterly Reports, Quarterly Reports, Quarterly Reports, Quarterly Reports,
Budgets, and State Budgets, and State Budgets, and State Budgets, and State
104 Certs. Certs. Certs. Certs.
2 Accounts Payable Accounts payable are Accounts payable are Accounts payable are Accounts payable are Last year's grade:
greater than $1500 per between $1000 and between $400 and less than $400 per unit.
105 unit. $1500 per unit. $1000 per unit.
8/9/2011 9:26 AM page 12 of 12 fe6ea699-312a-4dee-a3ff-1e7f35429d8a.xls
