Category Archives: CDC Change

Organizational Future, Change and Innovation

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Future Plans

“What do you see as the future of your organization?”

We put every CDC’s response into a program that took the most frequent words and enlarged them.

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expected-future

“We need to be the place where immigrants and others come to get hooked in and connected to the community.”
“We hope to develop some of our skills around development and management and services into revenue-producing enterprises.”
“This organization has been around for 34 years and we expect to be here for many more.”
“Growth.” “Change.” “No change.”

In the written responses 29% mentioned future growth, 26% indicated they would continue with their mission, 20% said they wanted to do more with an existing program, 17% talked about adding services, 16% were generally positive but did not give specifics and 15% believed their future to be uncertain or expected shrinking funding.

Expected Future of OrganizationPercentage of Organizations Reporting Given Future Expectations
Overall Growth29%
Continue with Mission26%
Focus More on an Existing Program20%
New Programs/Services17%
Positive16%
Uncertain or Negative15%

future-services-added

Examples of services CDCs were considering included veterans services, more housing programs, housing rehab, home repairs, job training and life skills, youth programs, an integrated health clinic and services for businesses.

CDCs Aspiring to Add New ServicesPercentage
Yes55%
No26%
Unsure or N/A19%

Organizational Change

org-changess2

About one in ten (15%) CDCs have recently considered consolidating or merging with another organization, but very few – one in fifty (2%) – recently considered dissolution. Both categories are down compared to 2008, perhaps because those organizations already consolidated or dissolved. The majority of CDCs considering merging stated it was for cost savings and the two organizations that considered dissolution did so out of funding concerns.

Almost all CDCs that changed their mission updated it to include a new program while keeping the core of the original mission. Some made the wording more concise and focused.

The reasons for change in audience were varied. Some CDCs were reaching out to new audiences, some saw a shift in which program had the biggest demand and others experienced middle-income populations falling into poverty: “The community service side of the business is seeing families in need who were never there – persons who are now unemployed and/or at risk of losing homes aren’t limited to ‘traditional’ populations.”

Organizational Changes ConsideredPercentage of Organizations Considering Change2008 Data
Merger/Consolidation15%28%
Audience Change22%N/A
Mission Change12%N/A
Dissolution2%9%

variety-programming

Only one in ten CDCs said the variety or types of programming they offer decreased over the past two years. Based on those numbers, an estimated 35% of CDCs are attempting to maintain or even increase the variety of programming despite cutbacks in staff and/or budget.

Variety of ProgrammingPercentage
Increased63%
No Change27%
Decreased10%

staff-change

Staff SizePercentage
Decreased37%
Increased35%
No Change28%

Change in Operational Budget

Operational BudgetPercentage
Decreased41%
Increased36%
No Change23%

Innovation

The survey asked organizations if they had developed any new strategies that were innovative. New partnerships were frequently listed as the force behind innovation.

DowntownDetroit

Detroit

Safety: We hire secondary employment police officers to patrol off hours to be a visible presence in the community. They wear uniform and are in patrol cars. We aren’t at the point where we are using comstat, but that’s a goal.

Districts for Community Security: We’re helping the City create an ordinance that allows neighborhoods to institute Special Assessment Districts in their areas to provide funding for community security initiatives. If passed, it will be the first effort like this in the state. It is similar to the Business Improvement Districts in SW Detroit, but focused on residential areas.

 

Mid-Michigan

Mid-Michigan

Reaching People: Our organization is creating remote intake centers to lessen the transportation burden on clients who are in need of our services.

 

 

 

Lansing

Lansing

Cross-Sector Partnership to Renovate Foreclosed Homes: To address housing challenges, we joined a partnership called Restoration Works with the Ingham County Land Bank and Lansing Community College around renovation of two tax foreclosed homes by LCC construction students. The houses serve as education and demonstration sites, offering inspiration and instruction to residents interested in home improvement. In addition, a new partnership with Habitat for Humanity will provide facade improvement assistance to income qualified home owners in targeted neighborhoods.

 

 

Marquette

Marquette

Small Business Lending: We offer SBA 7A Community Advantage Loans, which is a SBA pilot loan program to meet the credit, management and technical assistance needs of small businesses in underserved markets.

 

 

 

Northwest Michigan

Northwest Michigan

Earned Income Funding: We are developing a spin-off company to earn money for our nonprofit agency.