2014 – 2018 Strategic Plan

CPDC Strategic Plan Visualization

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.

Table of Contents

I. Organizational Overview ................................................................... 1

Who We Are ........................................................................................................ 1

Our Mission ......................................................................................................... 1

Our Vision ........................................................................................................... 2

Our Key Stakeholders ....................................................................................... 2

Our Operating Principles ................................................................................... 3

II. Environmental Scans ........................................................................ 3

III. 2011 – 2013 Strategic Plan Progress ............................................... 3

IV. 2014 – 2018 Strategic Plan ................................................................ 4

Introduction ......................................................................................................... 4

Strategic Initiatives and Goals .......................................................................... 5

V. Acknowledgements ........................................................................... 6

d 2 0 1 4 – 2 0 1 8 C P D C S T R A T E G I C P L A N

I. Organizational Overview

Who We Are

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:

1. Economic Development2. Education3. Environment4. Health and Wellness5. Resident Engagement

Our Mission

Developing vibrant communities through innovation and partnerships

I M P A C T I N G O U R N E I G H B O R H O O D S T H R O U G H C O M M U N I T Y D E V E L O P M E N T 1

Our Vision

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• Donors• Investors• Lenders

• Government agencies – federal,state, and local

• Industry peers/colleagues • Contractors• Volunteers

2 2 0 1 4 – 2 0 1 8 C P D C S T R A T E G I C P L A N

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.

II. Environmental Scans

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.

III. 2011 – 2013 Strategic Plan Progress

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.

I M P A C T I N G O U R N E I G H B O R H O O D S T H R O U G H C O M M U N I T Y D E V E L O P M E N T 3

IV. 2014 – 2018 Strategic Plan

Introduction

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.

4 2 0 1 4 – 2 0 1 8 C P D C S T R A T E G I C P L A N

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.

I M P A C T I N G O U R N E I G H B O R H O O D S T H R O U G H C O M M U N I T Y D E V E L O P M E N T 5

V. Acknowledgements

CPDC wishes to thank the following individuals and organizations for their contributions toward the development of the 2014 – 2018 strategic plan. We would like to extend a special thanks to Helen Dunlap, our Board of Directors, and the Strategy Team for being part of the full strategic plan process and report.

CPDC Board of Directors

Conrad Egan, Chair

Phyllis Caldwell, Vice Chair

John D. Reilly, Vice Chair

Linda G. Davenport

John Dillon

Eugene F. Ford, Emeritus — Founder

Barbara Goldberg-Goldman

Lecester Johnson

Fernando Lemos

Brian McLaughlin

Shekar Narasimhan

Lee Reno

Shelley Rubin

CPDC Staff

Real Estate Development & Asset Management

Stacie Birenbach

Maura Brophy

Shelynda Brown*

Christopher Everett

Denise Haffenden

Christopher LoPiano*

Riane McWain

Jessica Jones

Suzanne Welch*

Suzanne Williamson*

Resident Services

TeAnna Abraham

Russell Yerodin Avent

Ryan Barton

Tiffani Berry

Cora Clark

Tawanda Clemons

Khyati Desai-Seltzer*

Daynna Dixon*

Joanna Giddens

Amanda House

Robert Johns

Adebayo Lumumba-Umoja

Pamela Lyons*

Jeffery McCauley

William McIntyre*

Lynette Melvin-Barmer

Katrina Polk

Seble Seyoum

Catherine Sirko

Operations+

Marilyn Aklin*

Nicole Antonelli

Lillian Barwick

Luann Tia Blount*

Sharea Colmes

Liston Dickerson*

Jennifer Fauss*

Shatice Gaines

Sonya Hochevar

Jerry Lane

Leonivic Mira

Jorge Marcos Pantelis*

J. Michael Pitchford*

Neil Teehan*

Harry Thompson*

Alex Wonasue

Ben Zuckerman

* Indicates members of the Strategy Team

+ Operations consists of the teams that provide support for the entire organization: Executive Office, Finance and Accounting, Information Technology, Marketing, Volunteer Engagement, Evaluation, Human Resources, and Resource Development

Helen Dunlap (strategic plan process facilitator)

Brakeley Briscoe, Amanda Carney, Philip Cawley, and Capital One (environmental scans)

6 2 0 1 4 – 2 0 1 8 C P D C S T R A T E G I C P L A N