1. home and garden

National Community Land Trust Network—Cornerstone Partnership
Plan of Consolidation
April 27, 2015
1. Introduction
The National Community Land Trust Network and Cornerstone Partnership plan to consolidate into
a new national organization focused on promoting equitable and inclusive communities. The
overarching goal of this union is to join the energy and expertise of both organizations in a single
organization that will be effective in promoting its mission and efficient in delivering services. The
parties believe that a single unified organization can have greater impact on this multi-faceted
issue.
Consolidation will entail Capital Impact Partners spinning off its Cornerstone Partnership program
(Cornerstone) to the existing National Community Land Trust Network (Network) organization and,
in the process, transferring specific assets to the Network, including HomeKeeper. The combined
entity will continue programs and services that they have been providing, as well as launch new
programs and services, and a new organizational structure and identity.
2. Purpose
The work of the new entity will focus on preserving individual and community assets for low- and
moderate-income households and advancing policies that promote equitable development and
housing opportunity, with special attention to the role that lasting affordability plays in preserving
housing choices and preventing displacement.
The long-term goals of the organization are to:
 Reframe the national conversation about “housing issues” as issues about equality,
opportunity, access and social justice.
 Support the work of practitioners in community land trusts, deed restricted housing
programs, and other shared equity programs and ensure that public funding and policies
prioritize lasting affordability in the affordable housing sector.
 Help shift local debates about growth and development to conversations about community
control of development and its benefits.
 Empower communities to apply policy tools that preserve economic diversity and tap into
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market growth to foster diversity where it is missing.
 Further the adoption of sound inclusionary housing policies that have real impact on the
number, type, and location of housing opportunities for people at all incomes.
 Support successful local campaigns in high visibility municipalities, using them to fuel a
paradigm shift in how people think about anti-displacement and housing choice in
communities.
3. Programmatic Focus
a) Provide Support to Communities of Practice. In order to effectively bring about change, we will
actively support housing practitioners and policy makers to strengthen, sustain, and grow their
impact. Our members will include representatives of community land trusts and other shared
equity homeownership programs, policy makers, and city housing, planning, and economic
development staff working on inclusionary housing policies.
b) Convene and Coordinate a National Coalition. We will convene and actively coordinate a
national coalition of organizations that contribute specific expertise in strategies that promote
inclusion, such as inclusionary housing, community land trusts, fair housing, housing trust funds,
land banks, and grassroots organizing. This group will work with local organizations and
governments and coordinate assistance to communities in order to maximize impact.
c) Advance a Strong Policy Infrastructure. We will advocate for changes in policy, funding, and
financing that currently limit the spread and implementation of lasting affordability and
inclusive housing strategies.
d) Implement an Effective Communications Strategy. We will lead a deliberate media and
communications campaign to focus on the values behind the coalition’s work promoting
inclusive and equitable communities, while at the same time raising the profile of successful
inclusive communities to show the rest of the nation that more equitable growth is possible and
worthwhile.
e) Maintain a Robust Knowledge Sharing Platform. We will conduct research and provide public
agency staff, nonprofits, and community advocates with ready access to data, results, and best
practices.
4. Organizational Structure
a) The new (i.e. consolidated) organization will be a stand-alone 501(c)(3); the Network will be the
continuing corporation.
b) The organization will have a governing board, a professional staff, and dues-paying members.
Members will be organizations or individuals, and will be eligible based on criteria established
by the board.
c) Members will have voting rights on particular matters defined in the bylaws, notably election of
a portion of the board representatives, approval of changes to the bylaws, and dissolution.
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5. Governance
a) The organization will have a voluntary Board of Directors of between 9 and 15 individuals.
b) A minimum of 40% of seats on the Board will be filled with representatives of a Community of
Practice, which is a group of practitioners with a shared domain of interest and a desire to
interact with and learn from their peers. The Communities of Practice will include but not be
limited to (a) Community Land Trusts, (b) Shared Equity Housing Programs, and (c) Inclusionary
Housing Programs. The Community of Practice Board representatives will be elected by the
membership. One Board representative will be appointed by Capital Impact Partners. The
remainder of the Board will be elected by the Board.
c) The details above, along with the definition of membership eligibility and roles will be specified
in a revision to the Network bylaws, which, if approved by current Network members, will take
effect on January 1, 2016.
d) The communities of practice will be represented on the board and make up no less than 40% of
the seats; Members will elect the representatives for these seats.
e) Other board members will represent national partners, key allies, and those with connections
and expertise. (These seats will be elected by the Board)
f) One seat will be appointed by Capital Impact Partners.
6. Staffing
a) Each employee of the Network and Cornerstone will be offered a position with the consolidated
organization.
b) A staffing plan, including specification of roles, revised job descriptions for existing employees,
definition of new positions, and specification of a compensation structure will be part of an
integration plan.
7. Branding
a) The organization will adopt a working name either prior to or within the first several months of
post-consolidation operation.
8. Transition Timeframe
April/May - Outreach to Network members
May – Network membership cast electronic votes during two-week period votes on bylaws
changes related to consolidation
Aug/Sept – Network and Capital Impact Partners Boards vote on final resolutions for
consolidation
September – Job analysis completed
October – Integration plan developed
Nov/Dec – Partners begin integration
January 1, 2016 – Consolidated operations begin
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