CLT Staff Roles Tool _ Herramienta de roles del personal de fideicomisio.xlsx

	A	B	C	E	F	G	H	I
1		Roles	Needed when	Tasks/duties include	Possible positions	Contract or internal	Prior experience/ training	Notes

2	Fundraising / Development	Direct communication with funders	needed early on, position can develop as the organization grows	correspondence and direct communications with foundations, individuals, etc.	board member(s), executive director, development (fundraising) director, external fundraising consultant, program staff, involved residents/community members	either, but should ideally have familiarity with the work of the organization and be able to speak convincingly about it.	prior experience doesn't hurt, but can be developed especially if working with someone who does have experience and takes the initial lead in making connections.
3	Fundraising / Development	Grantwriting	needed early on, position can develop as the organization grows	writing and applying for grants, prospecting possible funding sources	board member(s), executive director, development (fundraising) director, external fundraising consultant, program staff	either, but should ideally have familiarity with the work of the organization and be able to articulate that work coherently.	Helpful but not necessary. Can work initially with an experienced grantwriting consultant. Courses also available to support this skill.
4	Accounting / Financial Management	Grant management	needed early on, position can develop as the organization grows	coding expenses and income, working with bookkeeper to ensure that proper coding is maintained, track timelines and requirements of funding sources, reports to funders	Executive director, finance director, bookkeeper in tandem with program staff or ed	better internal, requires coding of expenses and an internal understanding of how money is being spent, what money is being raised, and the timelines/restrictions on those funds	if no prior experience, support in the form of courses (compasspoint for example) and some external support from someone with expertise is necessary. Experience that is transferable would be any type of compliance monitoring.
5		Loan Compliance/Monitoring	there are loans, or the potential for loans	providing quarterly reports, financials, other data to government, bank/CDFI, and philanthropic lenders (PRI)	Executive dircector, finance director, staff involved in asset management. Often this is shared across positions. Bookkeeper also involved.	Internal - could be advised by a 3rd party, but it is important for the organization to hold internally what it's compliance and monitoring obligations are. If there is a partnership with another developer, it is possible that some of the compliance obligations might be shared, but the CLT should have it's own way of monitoring all parties to ensure compliance.	It is helpful to have some background in compliance, not necessarily housing, but the person doing this should be able to understand the legal documents and be able to track compliance.
6		Bookkeeping	needed early on, position can develop as the organization grows	data entry into acccounting system, work with management staff and accounant, create reports, generate invoices and checks, reconciliation on a monthly basis, and monthly/yearly closing	Bookkeeper, this person can hold other roles, or it can be a discrete, contracted position	Contract is fine, provided that there is a single point of contact on staff to supervise and review the books and communicate around expenses. Financial management and controls need to be carefully followed.	Experience with the accounting system used is essential. This could be held by a contractor while internal capacity is developed, but it is relatively easy to find a decent bookkeeper. Note: once the organization owns/manages property, the accounting becomes more complex and requires that the bookkeeper either have prior real estate accounting experience or be working with a supervising accountant who does.
7		Supervising CPA	Needed if bookkeeper or finance director is not a CPA	reviewing financials, advising bookkeeper and/or finance director, ensuring GAAP compliance. This is not an auditor, and their advice is especially useful because it allows the organization to receive feedback around compliance and make corrections outside of the audit process.	typically this would be a contract with an accountant or firm.	Contract. Large organizations would have a CFO and accounting department, and would not require this role, but for small orgs, this contract serves that function.	Experience with nonprofit housing and proper certification/licensing is required.
8		Auditor	Needed if any loans, federal or municipal funding, or large grants are received - typically in the first or second year of operation.	And outside auditor reviews the organizations finances and financial management practices to certify compliance with accounting standards, and guarantees accuracy of books. When property is owned/managed, the auditor also ensures compliance with all regulatory documents and reviews reserve and property accounting.	Auditor	external, this is a contracted position, ideally it rotates every so often. Needs to be a CPA that is not involved in the organization's financial management or daily operations. Typically it is an accounting firm that offers this service, or an accountant that specializes in audits. Federal funding in excess of $750k received in the year (from all sources) triggers a single audit, which is more involved and more expensive. An audit is a significant expense, $10k for the smallest organization, typically in the $20k range but will be more expensive for a larger organization, especially if multiple LLC subsidiaries are being audited.	Ideally the auditor would have some experience with the community land trust model. It is also necessary for organizations that receive a lot of federal funding to find an auditor/firm that is able to handle a single audit.
9		Annual Audit prep and coordination	Needed for audit	staff member coordinates with auditor, and provides supporting documentation and schedules	Finance director, bookkeeper, executive director	requires significant time, and detail-orientation	Not necessary as the auditor will essentially drive the process, however requires deep familiarity with the organizations finances and access to all supporting doucmentation. The consequences of an unfavorable audit are severe, so this role is significant, and the work of the audit requires dedicated time from whatever staff member(s) are involved.
10		Financial Oversight	Needed early on, responsibilities will expand as the organization grows	Really breaks down into two separate areas: management and GAAP compliance.
11		Tax filing and compliance	Needed in first year of operation	file all necessary tax documents with state and federal bodies.	Executive director working with bookkeeper, finance director, auditor, external CPA or tax-preparer
12	Property Management	Property Management	needed when organization acquires, constructs or manages rental property*	Collection of rent, marketing/filling vacancies, readying vacant units for occupation, responding to resident requests for repairs, ensuring compliance re: fire safety, permitting of repairs, etc. Essentially property management is involved in the day-to-day operation of property.	Can be contracted, and in some cases funding may require a 3rd party property manager. For larger projects, in early stage of ownership transition, this can make sense. Many smaller projects are self-managed by CLT staff - can be a separate position or for smaller organizations can be folded into another position or shared between multiple positions (if shared, a centralized way of tracking property information as well as regular team checkins is necessary.) Often, as properties progress toward resident ownership, movement is made toward having residents hold more of this responsibility, for example via formation of a maintenance committee. Established co-ops may be entirely self-managed by residents, or may opt to contract with a property management company or with the CLT to provide these services.	See previous: this could be either contracted or internal, and the specific needs of the project, as well as considerations around staff/resident capacity will likely determine which approach will be best.	Can be an external management company that is brought on (a good idea for larger properties, and a requirement for some funding sources), or can be an internal staff position	*California real estate laws requires a property manager to have a real estate broker's license if they are not the owner. A CLT can manage its own property, but if managing another entity's property, this requirement will be triggered. Staff without this license can work under the supervision of someone who does. Additionally, properties over 16 units are required to have an on-site property manager under CA law.
13	Asset Management	Asset Management	needed when organization acquires property	tracking financial performance of properties - reports on income and expense, cash flow, as well as reserve analysis to ensure that each property will continue to meet the future costs. For properties that are not able to independently perform, this could include identifying additional funding sources and monitoring ongoing need. Ensure compliance with regulatory agreements, loan agreements, etc.	Asset manager/stewardship manager, can be folded into other finance or property management positions in small orgs, eventuallly becomes its own position once organizations are large enough	internal	prior experience isn't essential, however training is. Asset management program available through Neighborworks. Focus on LIHTC projects but the fundamentals are not different for non-LIHTC.
14	Resident / Community Engagement	Community/resident organizing	needed early on, can include direct work within the community and work with tenants	for CLTs that are also involved with pre-purchase community organizing, this will involve joining community meetings, and organizing groups of tenants, as well as identifying/working with leadership within the community. As CLTs own property, there is a specific place for resident organizers to work in different areas: with specific groups of tenants that are building ownership capacity, to form co-ops for example, and to work with all of the CLTs residents to ensure participation and make sure that there are meaningful pathways to leadership that the CLT supports. Also to identify areas where residents can engage in mutual aid and community builsing across projects, and create staff support for this. For non-housing projects such as community farming or cultural spaces, this role involves facilitating community leadership and involvement, and developing or assisting in development of a program that centers community and resident needs.	Stewardship Coordinator, Resident Education Manager, Resident engagement coordinator, Community organizer, etc. The position can have a variety of titles. Where possible, this should be at least one full-time staff position	Tenant organizing pre-acuisition could be held by another organization that partners with a CLT, such as a tenants association or grassroots organizing group. It could also be internal to the CLT, depending on the organizations Internal. In theory, certain aspects of resident education and organization could be held across multiple CLTs, or by staff at several organizations working together, but a non-CLT third party would probably struggle to hold CLT resident organizing, since that is very specific, and involves building relationships between residents and one another, as well as with the larger organization.	prior experience in some area of community or tenant organizing, resident services, or similar is helpful - there are skills speifically related to working with groups of people to help them come to common understandings and identify their common interests.	The approach is less about convincing people to do something than it is about supporting them to come together and build community and a common understanding. It is also really important to have clear and ongoing communication with residents and potential residents about the role the CLT can (and can't!) play, and what the ongoing relationship and possible ownership structures/transition to ownership will be.
15		Co-op development and support	Needed when the CLT has a cooperative ownership project such as LEHC, RON (zero-equity co-op), or other form of cooprative ownership/operation. Could also be needed if the CLT is incubating any worker co-ops. Can be community organizer, eventually requires at least one staff position exclusively devoted to this work, in tandem with outside support/resources	working with tenants in newly acquired properties to convert to co-operative management/ownership. Includes support with crafting bylaws and group agreements, navigating group process around collective decision-making, ongoing support as needed.	Stewardship Manager/Coordinator, Resident Education Manager, Resident engagement coordinator, Community organizer, etc. The position can have a variety of titles. Where possible, this should be at least one full-time staff position. There is an element of this position that is able to assist residents as needed in understanding the legal structures involved, and working with attorney and residents to create the co-operative. Doesn't have to be an attorney but familiarity with both the legal and social aspects of cooperatives is very helpful.	There should be a staff person who anchors this work. Some aspects of the support, such as legal, would be contract, and some of the work could potentially be shared among multiple CLTs, but the person or people who are working with residents should be internal to the CLT world and have a deep enough understanding of cooperative formation and function that they can provide meaningful support to residents.	Prior experience in at least some aspects of this work is pretty helpful - ideally this person has some experience living and/or working cooperatively, and can understand some of the interpersonal dynamics that can come into play, as well as some of the other legal and logistical challenges to co-op formation and ongoing process.	There are many needs around cooperative support that may exceed CLT staff capacity and extend into the broader ecosystem. For example, trauma can play a huge role in how people interact in a co-op setting, as can internalized power dynamics and systemic oppression. It is important for our CLT work to support and reinforce the healing, transformative justice, and anti-oppression work in our communities, and to highlight the need to fund this work, as it ultimately supports our work as well, and makes cooperative ownership structures more likely to succeed.
16		Developing leadership and connection amongst residents	early on, can be combined into broader community organizing, later can be combined into resident organizer position(s) or have a dedicated staff position	Creating opportunities and support for CLT residents to network across projects, and to provide guidance and feedback to the CLT as well as systems of mutual aid. Ideally it is support for self-organizing among residents	community organizer, stewardship coordinator/manager, resident support, also can be volunteer resident organizers	internal
17		Translation/interpretation	needed from the beginning to ensure access	interpreter(s) for in-person/zoom, translation of written documents. Ensure that all documents and meetings are language-accessible	can be staff, or staff member(s) act as point for contracted interpreters	at least partially external contractors. Usually requires multiple languages and service providers in addition to multilingual staff.
18		Financial Counseling and Homebuyer education/Homeowner readiness preparation	needed when the CLT portfolio includes single-family homes or condos that will be homeowner occupied, or any type of lease with purchase option program. Financial counseling is also important for residents in other types of properties.	meeting with residents one-on-one, review of family financial documents; identify financial barriers, and work with residents to create a plan to improve their financial standing. This could include directly providing financial counseling or supporting residents as they go through a partner org's program. For tenants working to become owners, in addition to identifying barriers, working both with the resident and externally to lower those - identifying mortgage products and lenders, for example. For single-family/condo sales to homeowners, design training and outreach materials, host trainings, create and maintain records and logs of trainings as needed for compliance. Design/Assist in designing homeownership programs.	Stewardship manager/coordinator, resident organizer, could also be a combination of a staff member and engaged resident voluntter	internal, but certain aspects can be through 3rd party partnertship, such as HUD certified homebuyer educaiton and financial counseling services. In this case, the internal staff position is to identify and develop partnerships with service providers, and to connect residents to these services.	Any work in organizing, connecting people with needed services, or working with personal finances can be helpful
19		Comunications/Media Relations	Needed when there is a message that must be conveyed outside of the organization. This could be in the context of a fight that tenants are engaging in, a political victory or significant acquisition, or some policy changes that the CLT wants to bring attention to.	Answering media questions, giving interviews, developing messaging.	Most likely this will be folded into another position early on, and could be more than one person holding different aspects. Executive director, board member or resident, communications/community engagement position, or a combination of all.	while advice and support for designing a media strategey and communications plan could be from a third party, the person or people designated as media contacts should be internal to the organization.	It might not be necessary for the person or people in this role to have prior experience in media and communications, though if they don't, third party support could be especially valuable. It IS very important that the person or people in this role have a thorough understanding of the organizaiton, CLT model, and project or policy in question. Not that this will necessarily translate into an accurate representation in the media, but it could help. And it is important that this person is not confused or offering inaccurate informaiton.	Organizations should have a media strategy and messaging developed for situations where there is likely to be press attention, and if this involves work undertaken in coalition and partnership, ideally the messaging is developed together so that the parties reinforce one-anothers' messaging. That said, it is unlikely that a partner or coalition member will be able to accurately represent the work of the CLT, so the CLT should have at least one designated person to do this, and should also have some of its own materials to disseminate.
20		Support/TA for partner CLTs	Part of strengthening our CLT work is that we support each other. As we develop programs, projects or processes we are usually called on to support other organizations that are developing their own versions of these programs, projects or processes. Part of this is also identifying the areas where our own organization needs support	Fielding calls, responding to correspondence from colleagues, developing materials and documentation that others can use, working with statewide, regional and local networks, supporting and participating in the work of the CACLTN curriculum committee :)	Ed, project and program staff. Depending on the situation, most of the staff and board should be prepared to be involved in some level of this.	Internal	Experience in the area where support is being provided is most important, especially experience within the CLT
21		Support/TA for residents	Needed when there are residents and/or potential residents	Developing relationships with residents, creation of curriculum materials, basically identifying needs and creating support for those needs. Will differ somewhat depending on project types, but could include ongoing homeowner support around home maintenance schedules, relationships with neighbors, aging in place, etc. Also for multiunit buildings all of the above, plus additional work around conflict resolution and interpersonal relationships, and becomes part of the support for cooperative ownership. Identifying when residents may be struggling and linking them to internal or 3rd party resources (food assistance, legal aid, medical services, rental assistance, etc.) CLT resident support can include all of the work normally included in resident services, but will include an additional layer that is about supporting residents to develop needed skills to manage their property on their own, identifying and lowering the barriers to ownership. For potential residents, this includes education on the CLT model and what it would mean for them to become CLT residents, as well as potentially assessing the actual engagement of residents and the social feasibility of the project.	Stewardship Manager/Coordinator, Resident Education Manager/Coordinator, Community Organizer, etc. There should be at least one dedicated staff position to working with residents and potential residents, for an organization with multiple properties, and especially with multiple co-ops in development, there needs to be more than one, since co-ops in particular require an enormous amount of staff time, energy, and engagement.	internal	some background in community organizing or education, including peer education, is definitely helpful. Other useful experience: counseling, mediation, facilitation, group/power dynamics, and training/ lived experience in the community.
22		Advocacy/education around policy	To be able to do our work, we often need to change policies that are obstacles, or advocate for policy that is helpful. Other policy work, like TOPA, comes out of our partnerships with tenant organizing. While most CLTs do not have lobbying capacity, there is always a need to at the least educate elected officials and their staffs about our model and the work that we do, and inform them about the impacts that various policies will have on our work.	meetings with partners and elected officials, creation of education materials for peers, community members, partners, government staff, etc. Read and review policy and potential policy, in some cases help draft policy language	Usually would be ED or other staff member(s) who do policy work in addition to other aspects of their job. It usually doesn't make sense to have a designated full-time policy position unless the organization is very large, or potentially if there is a C4 or an explicitly stated advocacy or policy education component to the mission and work of the organization. Could be combined with community/resident organizing but doesn't have to be.	Internal, could be a board member and not necessarily staff, when possible the work should be in partnership with other organizations	not needed, but where someone is coming in without experience there should be a mentor for them or someone they can shadow and/or consult	Any 501(c)(3) can engage in education around policy, including meeting with lawmakers and staff around new and existing policy implementation, and educating partner organizations about the possible impact of new policies that are being advocated for. As far as direct advocacy for new policy is concerned, it's a little more hazy. A small amount is ok, as long as it represents a negligible portion of the CLT work. It is a good idea to take the h-election, which allows a 501(c)(3) to spend up to 20% of it's expenditures on advocacy. It is also good to work in partnership with an organization whose tax status allows for lobbying and political action, so that the CLT doesn't necessarily need to engage in these activities, just inform the policies that are being advocated for.
23		Partnerships/negotiations with municipalities	Needed very early on, in relationship building. Also needed when the CLT is working with a city, county or other government body around funding, policy, land, etc.	Form relationships with staff & representatives, meetings w/staff related to implementation of policies, property acquisition, loan/funding terms and agreements; meetings w/assessor related to assessed value of properties, welfare tax exemption, and implementation of new policies. Ensuring that local governments have an understanding of the work of the CLT, and building support for CLTs within local government, ensuring that policies are not implemented in a way that harms or makes opportunities inaccessible for the CLT.	ED, real estate development staff, any staff member with a nuanced understanding of how the CLT works, and what is needed for its success.	internal, however when dealing with contract documents it is necessary to have an attorney with an understanding of the CLT and the affected project(s) to review and negotiate along with staff.	helpful. Anyone stepping into this should have a complete understanding of the organization and the projects involved.
24	Operations	HR compliance	Needed with staff	Monitor changes in employment law and ensure organizational compliance, draft/revise employee manual for board or executive approval.	Executive director, operations manager, internal or external HR specialist. Some pr companies offer this as an add-on, should have a staff person to monitor and act as point person.		Not strictly necessary if external support is provided, but for larger organizations with multiple staff positions having someone with prior HR experience can be very helpful. Can be molded into a sort of internal organizer position.
25		Onboarding new staff	Needed with staff	ensure that new staff members are supported in coming into the organization and have the information and resources needed to be successful in their positions. Welcoming new staff.	All existing positions, but point people should include executive/management staff, board (for smaller orgs) and HR staff. Also program staff with whom new staff will be working and direct reports.	Internal - part of the point is to develop staff into a family, it isn't just about training or legal onboarding, there is a need to bring new folks into the organization in a way that roles are clear and defined, but also in a way that honors and develops the relationships that we have with one another. A third party could certainly help with process and procedure, but ultimately it is up to the team itself to grow in a way that is harmonious and sustainable. Where possible, the board should also be involved, so that board-staff relationships are maintained and strong.
26		Workplan development and performance reviews	Needed with staff	Create a workplan for each position, and review/revise with staff member to reflect ongoing changes in what is needed or what the staff member is actually doing. Track any support needs that staff have, and provide support or connect with needed resources. Work with staff around any performance issues that emerge.	Executive director, HR/management staff, position supervisor	Internal. It might be helpful to consult with a third party, or more than one third party, regarding best practice, evaluation forms and cycles, etc., but ultimately management staff, ideally in communication with the entire team, co-create the process that will work best for everyone and for the organization.	Prior experience and training in management can be helpful, but in the event that someone doesn't have that experience, they should have a deep understanding of the organization, and where the different roles will fit in/intersect
27		Administrative work	Always!	Creating electronic/paper files, ensuring that incoming & outgoing correspondence, checks, etc. are filed as needed, making sure that project-related docs are kept organized, etc. Can include scheduling and responding to correspondence, etc.	At first, this is folded into all staff roles - everyone completes the administrative work associated with their roles as part of their job responsibility. Some larger organizations choose to hire organizational admin support, or create a position that is carrying administrative responsibilities for specific aspects of the work. (such as project management) Other organizations opt to continue to fold administrative work into everyone's role in the way that makes sense for their position.	Internal, though could also be supported by a volunteer that helps with administrative work or data entry, for example. In some states, this could be a contract (1099) worker, since hours might be very limited. CA law would probably require that they be an employee rather than a contractor, particularly if the work wasn't specialized and was part of the normal functioning of the organization.	Organizational skills are helpful, but prior job experience isn't necessary. There is a benefit to having staff be responsible for much of their own admin in that a) it avoids the unfortunate and often-gendered dynamics that can emerge around admin roles and b) it is important for everyone to understand and be able to use the organization's filing systems, particularly the online systems, and know what types of documents need to be preserved.
28		Developing New Programs	When a community need is identified	defining/identifying the need and what role the CLT can/should play; drafting an overview of the program: what are the goals? who is served? what needs to be created/put in place for the program to be successful? what is the role of residents/community members in designing the program? where will funding come from?	ED, board, other/all staff; residents/community members should also be deeply involved.	internal, can receive support from a consultant	helpful to have a sense of what the organizational capacity actually will be.	New programs are created in response to resident/community need. Can use resident gatherings/community input as a way to create and support new programs for residents. Where a program is identified as being needed, staff works to clarify what that could look like, ultimately it is also up to Steve in consultation with staff and board and in review of financial and human capacity whether or not a new program will be created and what that will look like. In some cases where there isn't staff capacity to actually run a new program, Alex/Felix facilitate the working groups of residents that are interested in making other work happen.
29		Communications/Media Relations	Needed when there is a message that must be conveyed outside of the organization. This could be in the context of a fight that tenants are engaging in, a political victory or significant acquisition, or some policy changes that the CLT wants to bring attention to.	Answering media questions, giving interviews, developing messaging.	Most likely this will be folded into another position early on, and could be more than one person holding different aspects. Executive director, board member or resident, communications/community engagement position, or a combination of all.	while advice and support for designing a media strategey and communications plan could be from a third party, the person or people designated as media contacts should be internal to the organization.	It might not be necessary for the person or people in this role to have prior experience in media and communications, though if they don't, third party support could be especially valuable. It IS very important that the person or people in this role have a thorough understanding of the organizaiton, CLT model, and project or policy in question. Not that this will necessarily translate into an accurate representation in the media, but it could help. And it is important that this person is not confused or offering inaccurate informaiton.	Organizations should have a media strategy and messaging developed for situations where there is likely to be press attention, and if this involves work undertaken in coalition and partnership, ideally the messaging is developed together so that the parties reinforce one-anothers' messaging. That said, it is unlikely that a partner or coalition member will be able to accurately represent the work of the CLT, so the CLT should have at least one designated person to do this, and should also have some of its own materials to disseminate.
30		Web & Social Media	early on, can be part of an early staff role, or if no staff, should be maintained by a board member or committee.	Maintaining website; managing social media accounts	Can be combined into another staff position - initially would be part of the work of the executive director or other initial hire. Could fold into a communications, fundraising, or organizing role.	should be internal, as this is part of core messaging and communication.	Can be learned on-the-job, but the person doing this should be comfortable using the necessary platforms.
31		IT / Tech	usually needed early on, as systems are developed to store and manage the organization's data and online files, and as the organization is able to provide staff with computers, laptops,etc.	Administration of staff hardware, software, apps, act as admin for shared drive and other apps like salesforce, etc. Provide support to staff as needed	Can be combined into another staff position if that person has the necessary skills. Often it is initially held by an executive director or other initial hire, just due to necessity. Can be a board member or volunteer who provides this support to staff as well. For smaller organizations, this wouldn't typically be its own position, but would be folded into another position.	can be either, but if contract should be reliable.	some prior experience is helpful, though a determined person with the right mindset can teach themselves a lot using online tools and tutorials and a certain amount of trial and error.
32	Real Estate Development	Project Management	needed when any construction/rehab is contemplated or in progress	Managing larger construction projects - either new construction or larger-scale rehab. Managing the timelines and tasks associated with construction - city draws, rfp's, working with other staff to secure estimators, contractors, archicitects, structural engineers, etc. - overseeing construction projects, as well as supporting with analysis of these projects, examining feasibility and looking at alternative options.	Can be held internally by staff, often initially this is held by our executive directors or other management staff, though this is not typical for housing developers. There are also options to contract with a 3rd party for specific projects. Long term for a larger organization, this will be a staff position, eventually it will be a lead position with supporting staff.	can be contract and/or internal - eventually most organizations will hold this internally, but the requirement for holding internally is that the organization has enough projects in the development stage to make that staff position make sense.	Not necessary, but good to utilize resources available for staff that are taking on this work for the first time. It's really challenging to navigate this terrain without some support or guidance from others - this has been historically created via mutual aid relationships between organizations, other resources/TA are also available.	This role needs to be supported, and the type of support is different depending on how the organization is filling the need. If hiring an asset manager with experience in a different context, there will need to be funds to pay this person competitively. They will also need to be onboarded into CLT values, the community that the organizaiton is operating in, and what differences might exist in our approach to project "performance." If developing the role internally for staff who don't have that carreer experience, the role will require some third-party support at least initially from someone who is familiar with navigating the constraints that may be on each propety, as well as any local requirements or compliance issues.
33		Pro-Forma Development	needed prior to acquisition of any property	analyzing project income and expenses, determining how much financing the project can support, and identifying funding gaps that need to be met by bringing in subsidy. Demonstrating to potential lenders that the project can support the financing that is requested. Determining how long term project needs will be met.	Executive Director, project manager, could be a real estate development positon, or potentially held at least in part by a board member with expertise, initially. Very important that executive, financial and asset management staff have a deep understanding of proforma development and how to interact with/understand the proformas. For other staff, as well as residents transitioning to ownership, important to have at least a basic understanding as well as how the project is affected by the financing, and how the operating proforma translates into a project budget.	While in theory this can be contract at first, especially if internal capacity is being developed, it makes the most sense to develop this in-house.	Can be an acquired skill! Prior experience is not necessary, but study of proforma creation is, and also an understanding of how the specific project finance will work is essential.
34		Project Financing	needed prior to acquisition of any property	Identifying potential sources of funding; working with lenders, municipalities, foundations, community members, etc. to secure funding for the project.	Executive Director should definitely be involved, if not directly responsible for this aspect of the work. This work could also be built into a real estate development-dedicated position as well. It should be clear to external funders as well as to internal staff who is bottom-lining this work.	Internal is really ideal, third party consultation could help the development of the position early on. Many CLTs have developed this capacity internally in conversation/mentorship with staff at other CLTs	SImilar to project management, not necessary, but good to utilize resources available for staff that are taking on this work for the first time. It's really challenging to navigate this terrain without some support or guidance from others - this has been historically created via mutual aid relationships between organizations, other resources/TA are also available.	Important to remember that we are pretty creative here. It isn't necessarily an advantage to have staff in this position that come from more traditional financing backgrounds, it could be, in terms of not having to develop these skills, but with staff coming from these other backgrounds it might be important to stress that CLTs tend to be a little more daring and creative in patching together financing for projects than some other models can be. It is also good to remember that if we are bringing in someone who learned these skills in a different context, there is a fair amount of onboarding into the CLT model and values that will be needed - it isn't quite as plug-and-play as it looks like it could be.
35	Governance / Board	Board Meetings	needed from the start, even if it is a board member initially doing this.	Preparing agendas, materials, org updates, notetaking for monthly + ad hoc board meetings	Executive Director or Co-Director - once there is staff, the initial staff person is usually holding this role - it becomes an executive director/codirector position responsibility to work with the board, support the board and support the relationship between board and staff.	internal.	not necessary, but being able to build relationship with the board is important, if those relationships don't already exist.
36		Board Development	needed from the start, even if it is a board member initially doing this.	Providing (or arranging) support, training and other resources to board members	Executive Director or Co-Director - once there is staff, the initial staff person is usually holding this role - it becomes an executive director/codirector position responsibility to work with the board, support the board and support the relationship between board and staff.	internal.	not necessary, but being able to build relationship with the board is important, if those relationships don't already exist.
37		Board Recruitment, Onboarding	needed from the start, even if it is a board member initially doing this.	Support board with materials, outreach, interviews, decision making, and onboarding of board members	Executive Director or Co-Director - once there is staff, the initial staff person is usually holding this role - it becomes an executive director/codirector position responsibility to work with the board, support the board and support the relationship between board and staff.	internal.	not necessary, but being able to build relationship with the board is important, if those relationships don't already exist.