Philadelphia Association of Community Development Corporations

aka PACDC   |   Philadelphia, PA   |  www.pacdc.org

Mission

PACDC has filled a unique niche in Philadelphia since 1992 as a membership association of 125 community development corporations (CDCs) and other organizations located throughout the City. PACDC is dedicated to advocacy, policy development, and technical assistance for CDCs and other organizations in their efforts to rebuild communities and revitalize neighborhoods. PACDC’s vision is for vibrant and diverse neighborhoods across Philadelphia that equitably meet the needs of all community members, preserve and enhance community assets, and foster a stronger city and region. PACDC seeks to improve programs, increase access to resources; and offer technical assistance and training to help our members work more effectively so that they may share the impact of that work with a wide audience.

Notes from the nonprofit

PACDC has been recognized with several regional and national awards, and PACDC's executive director also has received awards and gained more national recognition through extensive media coverage locally, regionally, and nationally. PACDC successfully completed a campaign to create the Philadelphia Land Bank and now is working toward implementation. Previously, PACDC created the Housing Trust Fund which has raised more than $100 million and the Philadelphia Tax Credit Partnership which has generated more than $50 million for CDC general operations. PACDC conducted the first-ever economic impact of CDCs and learned it was $3.3 billion to the City and $5.1 billion to the State. PACDC launched the Philadelphia Community Development Leadership Institute, held the first-ever Symposium at the Federal Reserve Bank of Philadelphia on CDCs at the Crossroads, and created the PACDC National Advisory Board.

Ruling year info

1993

Principal Officer

Mr. Rick Sauer, Executive Director

Main address

1315 Walnut Street Suite 1600

Philadelphia, PA 19107 USA

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EIN

23-2707112

NTEE code info

Alliance/Advocacy Organizations (S01)

Management & Technical Assistance (S02)

Community Improvement, Capacity Building N.E.C. (S99)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Communication

Programs and results

What we aim to solve

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Awards

Advancing the Field 2013

Regional Housing Legal Service

Harris Ominsky Good Deed Award for Philly Land Bank 2013

Philadelphia Bar Association

Community Development Award 2013

NeighborWorks America

Ernest E. Jones Community Leadership Award 2012

Urban Affairs Coalition

Eisenhower Fellowship in Urban Challenges 2007

Eisenhower Fellowship

Affiliations & memberships

National Alliance of Community Economic Development Associations 2003

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

PACDC operates within a strategic plan which is updated periodically in conjunction with its Board of Directors and Members. PACDC will implement a multipronged strategy in 2017 to address the following areas:
*Affordable Housing: We will work to at least double dedicated revenue to the Philadelphia Housing Trust Fund to $25 million per year to expand housing opportunities for low- and moderate-income residents through the development of new affordable homes, repair of occupied homes, and homelessness prevention. We will work with city officials to provide input on the development of a comprehensive City housing and community development strategy.
*Economic Development: We will work with commercial corridor managers and City officials to improve programs and increase flexible funding for neighborhood economic development/commercial corridor revitalization, including expansion of the City's CDC Tax Credit Program.
*Training and Technical Assistance: We will enhance our service to organizations engaged in revitalization efforts by providing their staff, Boards and residents with "best practice" approaches and innovations impacting neighborhoods through PACDC's Community Development Leadership Institute (CDLI). We will offer trainings year round, including sessions in real estate development finance, community engagement and community safety. As part of PACDC's launching of its new website, CDLI will create and maintain the Knowledge Bank, an online toolkit which will encompass information, guides and links related to community development for the benefit of all stakeholders.
*Creative Placemaking: PACDC will partner with artists, arts organizations, community developers and residents to explore how the arts can enliven and make more meaningful economic development opportunities such as commercial corridor revitalization, while fostering community engagement. CDLI will provide technical assistance to help practitioners build capacity while identifying pathways for broader partnership making and program sustainability.

In the policy and advocacy arena, PACDC accomplishes its goals through collaboration, and numerous examples abound. Our strategies involve identifying key partners, being inclusive, including diverse players and opinions, and providing data and frequent communication to advance the goals.
In the technical assistance and member services arena, PACDC encourages extensive member participation, collaborates with partners who can contribute ideas, expertise and resources to its initiatives, and develops strong programs, assistance, and trainings to meet members' needs.

PACDC works closely with a range of institutional, governmental, nonprofit
and for-profit partners to achieve success, leverage our resources, and boost our clout including: Regional Housing Legal Services, the Housing Alliance of Pennsylvania, LISC, The Reinvestment Fund, and the City of Philadelphia, among others.

PACDC is well-regarded as a convener that brings individuals and organizations together to advance significant initiatives, such as convening the Philly Land Bank Alliance to advance creation and implementation of the Philadelphia Land Bank, and building a broad-based coalition that succeeded in advocating for the creation of the Philadelphia Housing Trust Fund.

The PACDC Board, Advisory Board, committees and membership take an active role in setting and implementing our programs and policy agenda as well.

In addition, PACDC's Executive Director currently serves on a number of community development-related Boards and Committees, including:
*Vice Chair, Philadelphia Housing Trust Fund Oversight Board
*Board Director, Philadelphia Land Bank
*Board Director, National Alliance of Community Economic Development Associations
*Board Vice President, Housing Alliance of Pennsylvania
*Board Director & Co-Chair, Community Economic Development Committee, Urban Affairs Coalition Committee
*Member, Philadelphia Data Collaborative
*Member, Energy Conservation Agency Energy Fit Philly Advisory Board
*Member, PNC Bank Community Development Advisory Committee
*Member, Philadelphia Land Bank

A major focus of PACDC's work going forward is the implementation city-wide of equitable development. As Philadelphia's economy improves and population continues to rise for the first time in five decades, PACDC is working to ensure that neighborhoods are inclusive, existing residents can stay in place, and all residents can live in neighborhoods of choice. We anticipate this challenge will remain for many years.

Poverty, unemployment and low wages threaten neighborhood stability, and deprive the city of the revenue to pay for vital services and quality schools. Despite our success in expanding local resources, Washington has cut funding for the Community Development Block Grant (CDBG) and HOME programs, which support local affordable housing and community development efforts. Due to budget cuts, Philadelphia's overall annual budget for affordable housing and community development has been cut by more than $48 million since 2007. This is despite the fact that Philadelphia needs more than 70,000 new affordable homes just to meet the needs of our poorest residents those at or below 30% of Area Median Income (AMI), or under $23,650 for a family of four. Cuts in for a family of four. Cuts in federal funding mean that organizations that serve our lowest income neighbors, including CDCs, have to do more with less. The Trump Administration has proposed eliminating the CDBG program entirely and drastically cutting other housing and community development programs.

As CDCs see private investment return to the neighborhoods they've worked for years to improve, they must respond to the changing conditions and needs of long-term and new neighbors. As the field matures, we also need to cultivate emerging leaders that will become the next generation of community development professionals. PACDC has identified a need to expand and better coordinate efforts to build the capacity of local community development practitioners through training and mentorship, and give CDCs the tools to implement Equitable Development strategies.

Financials

Philadelphia Association of Community Development Corporations
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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Philadelphia Association of Community Development Corporations

Board of directors
as of 10/24/2017
SOURCE: Self-reported by organization
Board chair

Ms. Rose Gray

Asociacion Puertorrequenos en Marcha

Term: 2013 -

Maria Gonzalez

HACE

Marcus Allen

Big Brothers Big Sisters Independence Region

Janet Stearns

Project HOME

John Chin

Philadelphia Chinatown Development Corporation

Michael Davidson

Turner Law

Bryan Fenstermaker

Passyunk Avenue Revitalization Corporation

Nora Lichtash

Women's Community Revitalization Project

Cicely Peterson-Mangum

Wanda Mial

Mialstones Consulting

Majeedah Rashid

Nicetown Community Development Corporation

Mark Schwartz

Regional Housing Legal Services

Michael Thorpe

Mt. Vernon Manor Community Development Corporation

James Wright

People's Emergency Center Community Development Corporation

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes