CEDC Strategic Plan (2011 - 2013)

CEDC's 2013-2016 Strategic Plan Summary

Please click on this link to see our most recent Strategic Plan Summary

CEDC’s 2011-2013 Strategic Plan Summary

Directional Statement

CEDC will be on the leading edge in responding to the current economic environment and creating sustainable communities, while building on a foundation of 30 years of community development expertise.

Strategic Goal Areas

Excel at the Fundamentals
Strengthen the existing capacity of CEDC, both as a whole and within current business lines, as measured by improved systems and reaching targets on key operational and production indicators

Key Activities

• Select a new CEO by Fall 2011
• Complete construction and occupancy on 301 homes in 8 developments
• Secure site control for 500 homes
• Create a new Asset Management Department
• Increase rental portfolio to 973 homes (24 developments)

Expand Programmatically and/or Geographically
Strategically broaden CEDC’s reach within the fields of affordable housing and community development

Key Activities

• Obtain 2 outside property management contracts and $12 million in mission-based construction contracts
• Develop in-house Real Estate service for acquisition/rehabilitation of single-family homes
• Involve 5 neighborhoods in coalitions and revitalization efforts

Increase Innovation and Adaptive Capacity
Adapt and be flexible in ways that address the changing marketplace, that keep Cabrillo at the leading edge of the community development field, and that enable CEDC to take greater control of its future by helping shape the paradigm of community development

Key Activities

• Acquire three multi-familiy properties (150 homes) for acquisition/rehabilitation
• Evolve services of the Ventura County Community Development Corporation (VCCDC) beyond foreclosure prevention
• Establish a “Youth Success” program at rental properties to encourage higher education goals
• Continue to lead on local, state and national policy issues

Reach Greater Self-Sufficiency
Reduce and better manage risk, operate at a sufficient surplus to build reserves, and establish a stronger capital base so that the organization can continue to capitalize on new opportunities

Key Activities

• Build operational reserves from $600,000 to $1.75 million by 2013 and $3.678 million by 2015
• Raise $5 million in development capital (equity and long-term debt) for CEDC and $30 million in capital for VCCDC

Read the full 2011-2013 Strategic Plan

Attachment A - 2010 Board Retreat Themes

Attachment B - Corporate Culture Statement and Operational Principles

CEDC Strategic Plan 2006 - 2010 Executive Summary

This report summarizes the results of the Cabrillo Economic Development Corporation’s (CEDC) strategic planning process.  The Strategic Plan’s purpose is to establish goals, measures of success, and strategies that will guide the efforts of Board and staff from January 2006-December 2010.  The Plan also places five-year goals in the context of the organization’s mission, vision, and values, the internal and external environment in which it operates, and its accomplishments over the previous five-year planning cycle.

The Strategic Plan was developed from August 2004-December 2005.  The CEDC Board of Directors was the driving force behind the Strategic Plan, and set direction after analyzing both quantitative data and qualitative input from staff, clients, and outside stakeholders.  Executive Director Rodney Fernandez, consultant Mark Levine, and CEDC staff Jill Bangser Fioravanti assisted the Board and senior management.

The heart of CEDC’s Strategic Plan is the below directional statement, which outlines where the organization will go over the coming five years through implementing its goals:

CEDC’s Board of Directors and staff dedicate their efforts to improving the lives of those most lacking in opportunity through the provision of housing and housing-related services, using housing as the catalyst for change at the individual, family, and neighborhood levels.

From 2006-2010, to continue to positively impact individuals, families, and neighborhoods through housing, CEDC will:

• Work as a team, internally and with outside partners, and using innovative approaches to build high-quality communities, not just homes

• Strive for the highest level of impact in CEDC’s history

• Reach a diverse client base through outreach and marketing

• Impact affordable housing policy through community education and advocacy

• Maintain operational and financial self-sufficiency

• Thoughtfully manage organizational growth, including the use of a new facility and an Executive Director transition

• Maintain its positive public image throughout its service area and nationwide

Goals, measures, and strategies are listed across six goal areas.  These include CEDC’s four programmatic divisions (Real Estate Development, NeighborWorks® Home Ownership Center, Property and Asset Management, and Community Building and Neighborhood Revitalization), as well as Marketing and Communications and Policy/Advocacy.  The final section of the Strategic Plan highlights CEDC’s plans for sustaining its work and provides financial health, facilities, and human resources targets for 2006-2010.

Read the full CEDC Strategic Plan

Appendix A - Stakeholder Participants
Appendix B - Internal and External Conditions