In late 2014, CPDC released a new 2014 – 2018 strategic plan which set forth the organization’s priorities for the next five years and placed a stake in the ground in terms of our commitment to impacting neighborhoods through community development. Learn more about our strategic plan below.
CPDC’s strategic graphic visualization was developed in order to help memorialize and enrich our comprehensive strategic planning process, capturing the top-level ideas developed and agreed upon, and displaying directionally where we are going and how we will focus our energy to get there. This strategic plan represents a meaningful shift in direction for the organization and the illustration captures that shift visually, making it more accessible to our employees and partners.
Established in 1989, Community Preservation and Development Corporation (CPDC) is a leading not-for profit real estate developer focused on the acquisition, redevelopment, and operation of affordable housing for low- to moderate-income individuals and families. Since inception, CPDC has increased the stock of affordable housing in the Mid-Atlantic region and has owned and/or redeveloped more than 25 affordable housing communities throughout Washington, D.C., Maryland, and Virginia. Today, we own and operate over 4,500 residential apartments, serve more than 9,000 residents, and have a total development value of more than $500 million.
In the operation of our portfolio, CPDC makes an ongoing investment in residents by ensuring they have a voice, by matching services to their needs, and by pairing their individual talents to their community interests. We provide high-quality, tailored, site-based resident solutions that help residents and communities grow and thrive. CPDC employs a data-driven community building model that is built upon five areas of sustainable community development and that serves as the basis for all resident services programming:
Health and Wellness
Developing vibrant communities through innovation and partnerships
The following vision describes the direction CPDC will take and the goals we plan to accomplish. Looking forward a decade:
CPDC will own and operate a diverse portfolio of affordable and mixed-income/mixed-use properties in urban and close-in suburban markets from Baltimore, MD and Washington, D.C. to Hampton Roads, VA.
Residents living in CPDC properties, along with members of the broader community, will have an active voice with respect to investments made and services available in their communities.
Key stakeholders will identify CPDC communities as success stories.
CPDC will be recognized as being a strong community developer.
Our Key Stakeholders
CPDC’s primary stakeholders are the individuals and groups that support our mission and vision and that have an ongoing interest in the organization and its success. CPDC’s key stakeholders include, but are not limited to:
Residents and community members
CPDC staff and Board
Resident Services Providers
Government agencies – federal, state, and local
Our Operating Principles
CPDC has adopted the following operating principles that will guide our decision-making processes as it relates to our overall business practices and our strategic plan.
Innovation: Adopting innovative practices and approaches across all business units.
Financial rigor: Maintaining a high standard of financial rigor in our transaction analysis
and business operations.
Partnerships: Developing and maintaining intentional, long-term partnerships to assist in accomplishing the initiatives outlined in the strategic plan.
Organizational efficiency: Increasing organizational efficiency by building systems and processes, as well as developing people to accomplish the strategic plan.
CPDC has undergone several environmental scans conducted by independent third-party consultants. The assessments gathered data through confidential interviews with CPDC Board members and other key stakeholders. Given the results of the scans and work completed by the organization to date (e.g., progress on the previous strategic plan; implementation of a new community building model; brand positioning efforts; evaluation of internal capacity with attention to the right systems and personnel to achieve scale; etc.), we are well-positioned to pursue our new strategic plan.
In early 2011, CPDC’s Board adopted a strategic plan covering the period between 2011 and 2013. That plan reaffirmed our mission and urban focus, while outlining strategic initiatives in four key areas. By the end of 2013, we made the following advances on our strategic plan:
Initiative #1: Geographic Market Expansion — We closed on acquisitions in Norfolk and Richmond, VA.
Initiative #2: Partnerships with Public Housing Authorities (PHAs) — We were selected to redevelop public housing projects in Richmond, VA and Baltimore, MD.
Initiative #3: Mergers, Acquisitions and Alliances — We created a winning alliance with two for-profit developers, resulting in our first new construction project in Reston, VA.
Initiative #4: Fundraising Capacity — We evolved our fundraising model to one that also supports joint fundraising efforts with CPDC’s resident services providers.
CPDC’s strategic plan is intended to guide the organization during the five-year period between 2014 and 2018. The aspiration goals articulated in this plan offer direction and set benchmarks for how we will allocate resources to advance our mission and achieve our vision.
While CPDC will continue to be a not-for-profit real estate developer focused on acquiring, redeveloping, and operating affordable housing, this strategic plan propels the organization forward in new, innovative directions which include:
Developing properties, including new multi-family and commercial, which create viable mixed-income and mixed-use communities that achieve our mission.
Actively responding to community development opportunities that sustainably support investment in the residents and the broader community, to an extent that the result is visible, measurable, and produces healthy neighborhoods.
Being a catalyst for community engagement by connecting residents to each other and to the broader community, and planning for neighborhood change through resident leadership.
Forging alliances to take advantage of the emerging nexus between health and housing.
Increasing local community financial support (public and charitable) in all CPDC communities.
These directions will help CPDC nurture the growth of our real estate pipeline, build on our innovation, broaden our partnerships, and elevate our resident engagement efforts. The greatest shift will be expanding our focus on whole communities, looking outside our lot lines to have greater impact. We believe that these new directions represent a natural evolution for the organization and offer the best opportunities for continued growth.
Strategic Initiatives and Goals
CPDC will pursue this strategic plan through the following four initiatives and their related aspirational goals. Each strategic initiative will be supported by an annual work plan that will guide implementation.
Initiative #1: Real Estate Development
Goal 1: Develop and operate vibrant, economically diverse communities that provide quality homes for families and individuals across the full spectrum of affordability, from very-low income to market rate.
Goal 2: Develop mixed-use properties and commercial projects to provide space for needed services (e.g., medical, educational, retail, etc.)
Goal 3: Increase the stock of affordable housing by identifying and acquiring land for new construction.
Initiative #2: Community Development
Goal 4: Build community development capacity internally.
Goal 5: Establish and implement community development strategies in key CPDC communities.
Initiative #3: Community Engagement and Resident Services
Goal 6: Pursue an open, accountable community engagement process that leads to resident and community participation.
Initiative #4: Operations
Goal 7: Become a more effective organization staffed with a highly talented and mission-driven team.
Goal 8: Ensure financial strength and sustainability, pursue new sources of revenue, and build the financial resources to achieve a sustainable operating structure.
Goal 9: Improve the technology infrastructure that contributes to achieving the strategic plan.
Goal 10: Increase public awareness of and support for CPDC’s mission, vision, portfolio, services, and strategic plan.