PLATINUM2024

CommonBond Communities

Building stable homes, strong futures, and vibrant communities

St. Paul, MN   |  www.commonbond.org

Mission

CommonBond Communities' mission is to build stable homes, strong futures, and vibrant communities.

Ruling year info

1976

President & CEO

Deidre Schmidt

Main address

1080 Montreal Ave

St. Paul, MN 55116 USA

Show more contact info

EIN

41-1260469

NTEE code info

Housing Development, Construction, Management (L20)

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

Housing Rehabilitation (L25)

IRS filing requirement

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

Sign in or create an account to view Form(s) 990 for 2022, 2021 and 2020.
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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Every day, people with low to moderate incomes face increasing rental rates that are out of proportion to wages. While demand for rental housing is steadying, a huge increase in the number of high-income renters has lead to an increase in luxury rental units and overall gross rent prices. Plus, older modest rental properties have been upscaled to meet this demand, displacing long-time residents. These factors have created a massive share of cost-burdened households, meaning that millions of people are sacrificing other crucial areas of their lives to
afford the basic necessity of a home.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Advantage Services

Key Strategy #1 Prepare Advantage Services for the growth and diversification of our housing portfolio.

• Establish a common method of assessing each housing community’s resources and challenges guiding service planning and intensity determinations.
• Develop method for determining service intensity level in new developments including acquisitions.
• Continue to build Education and Advancement and Health and Wellness models across the portfolio balancing depth, breadth and impact.
• Continue to formalize Community Building and Engagement model.
• Formalize Supportive Housing case management model, including use of Certified Peer Specialists, and Clinical Consultation. Continue to prioritize getting organization at key tables in Supportive Housing space.
• Continue to build the Housing and Services Core service delivery approach
o Use of technology to support remote service coordination
o Leverage partnerships
• Ensure operational systems are in place and documented
o Build systems to monitor compliance with the HUD service coordinator program

Key Strategy #2 Understand and illustrate the impact of Advantage Services using data

• Complete return on investment (ROI) analysis of eviction prevention activities, including dissemination and learning from findings. Determine further work in ROI—including other programs, by intensity level, unsubsidized.

Key Strategy #3 Identify and pursue our desired impact at the intersection of health care and housing

• Increase understanding of opportunities at the intersection of health care and housing, including national best practice models.
• Identify and strengthen aspects of our current structure that support social determinants of health.
• Seek strategic partnership opportunities to leverage our scale and portfolio for the benefit of our residents and to increase funding sources.

Population(s) Served
Economically disadvantaged people
Ethnic and racial groups

Where we work

Awards

Star Tribune Nonprofit 100 2015

Top Nonprofit

Star Tribune Nonprofit 100 2016

Top Nonprofit

4-Star Charity 2015

4 Star Charity Navigator

Secretary's Commendation 2000

U.S. Department of Housing and Urban Development (HUD)

Best Practices Award 2000

U.S. Department of Housing and Urban Development (HUD)

Resident Services: Teen Program 2016

Minnesota Multi-Housing Association

Community Manager, Affordable Housing 2015

Minnesota Multi-Housing Association

Community Manager, Senior Propert 2015

Minnesota Multi-Housing Association

Complete & Total Building Renovation 2015

Minnesota Multi-Housing Association

Impact Award- Upper Post Veterans Community 2015

Preservation Alliance of Minnesota

Top 50 Affordable Housing Developers 2012

Affordable Housing Finance Magazine

Top 50 Affordable Housing Developers 2011

Affordable Housing Finance Magazine

Minnesota Nonprofit Excellence Award 2014

Minnesota Council of Nonprofits and MAP for Nonprofits

Women in Business Award, VP of Business Development 2013

Minneapolis/St. Paul Business Journal

Best New Development or Renovation Award 2010

The Business Journal of Milwaukee

Community Development Hall of Fame 2008

Local Initiatives Support Corporation (LISC)

Affiliations & memberships

NeighborWorks America - Member 2016

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of program participants who remain employed 12 months after program completion

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adults

Related Program

Advantage Services

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

Percentage of those placed in jobs maintaining one year post-placement

Number of participants who gain employment

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adults

Related Program

Advantage Services

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

Number of job placements (adults over 18)

Average wage of clients served (in dollars)

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adults

Related Program

Advantage Services

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Average wage at employment

Number of individuals attending community events or trainings

This metric is no longer tracked.
Totals By Year
Related Program

Advantage Services

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Number of residents that participate in community building events

Number of residents participating in Leadership Training

This metric is no longer tracked.
Totals By Year
Related Program

Advantage Services

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of residents with active leadership roles in the community

This metric is no longer tracked.
Totals By Year
Related Program

Advantage Services

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of all Youth and Teen Program participants

This metric is no longer tracked.
Totals By Year
Population(s) Served

Children and youth

Related Program

Advantage Services

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of "Summer Fun" participants

This metric is no longer tracked.
Totals By Year
Population(s) Served

Children and youth

Related Program

Advantage Services

Type of Metric

Output - describing our activities and reach

Direction of Success

Decreasing

Context Notes

Youth summer programs

Percent of successfully resolved housing risks

This metric is no longer tracked.
Totals By Year
Population(s) Served

Economically disadvantaged people

Related Program

Advantage Services

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Context Notes

(eviction/negative turnover)

Number of Health and Wellness participants across all programs

This metric is no longer tracked.
Totals By Year
Related Program

Advantage Services

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

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.

Long range goal: CommonBond Communities seeks to broaden its impact on individuals and communities - by 2025; 15,000 people will benefit from a CommonBond Community as a foundation.

GROW & DIVERSIFY OUR HOUSING PORTFOLIO: CommonBond will increase the number and type of housing units in ownership and under management. We will serve more people and be a more sustainable organization as a result. In the face of vast need, we will pursue projects that are in proximity to our existing infrastructure and /or those that represent independent serviceable scale. We will focus first on opportunities in states where we already have a presence, considering expansion into new state jurisdictions only when compelling market and other factors-such as service funding and partner relationships are in place.

MAXIMIZE OUR RESIDENT SERVICES: Having successfully developed our framework for resident services, CommonBond is poised to enhance its industry-leading Advantage Services, while absorbing growth in the portfolio. With an eye on trends in the national, state and local funding and policy environment, we will strengthen our evaluation of programs using outcomes and impact data. We will determine our strategy and scope of participation in the health and housing field.

BUILD OUR PLATFORM FOR SUCCESS: CommonBond has considerable capacity and is well positioned to grow in spite of market and political uncertainties. Our effectiveness in the future will require innovation and continued investment in people and systems. Increasing public awareness of the social and economic impacts of affordable housing and recognition of CommonBond as a leader in the field will be important factors.

GROW & DIVERSIFY OUR HOUSING PORTFOLIO:
Key Strategy #1: Utilize government programs to the greatest extent that they are available.
Key Strategy #2: Expand our ability to provide housing beyond what is supported by existing government programs
Key Strategy #3: Increase the number of units of housing under fee management

MAXIMIZE OUR RESIDENT SERVICES:
Key Strategy #1: Prepare Advantage Services for the growth and diversification of our housing portfolio.
Key Strategy #2: Understand and illustrate the impact of Advantage Services using better data
Key Strategy #3: Identify and pursue our desired impact at the intersection of health care and housing.

BUILD OUR PLATFORM FOR SUCCESS:
Key Strategy #1: Promote CommonBond's brand and increase our visibility in order to maintain and build private and public support and financial resources.
Key Strategy #2: Build CommonBond's ability to attract and retain a diverse and skilled talent base at all levels.
Key Strategy #3: Develop new sources of funding to achieve programmatic and growth goals.

Advantage Services—life-enhancing services that provide support and opportunities for CommonBond residents—are a critical component of CommonBond's integrated Housing and Services model. Our goal is to support residentsof all ages—including families, children, veterans, and older adults—for long-term stability and independence.Through our site-based Advantage Services Coordinators, we provide direct wraparound services and connections to local resources that are vital to supporting residents. Advantage Services are heavily supported by individual donations and corporate and foundation funding every year.

We develop, own or manage over 7,000 rental apartments and townhomes throughout 52 cities in MN, WI and IA. Because of our deep involvement in every aspect of development, both our physical products and the teams that manage them are high quality and long lasting.

CommonBond is renowned for its award-winning acquisition & development and property management expertise. We've been in the business of developing homes and community since 1971. With a deep portfolio of successful, diverse, long-term partnerships and properties, we are best positioned to address the critical need for more affordable housing in our region. CommonBond manages a portfolio valued at about $500M in a pro-resident and professional manner, while simultaneously protecting the assets and interests of our public and private investors.

We are good neighbors and our presence in a community makes a difference. We go beyond effectively managing our properties, too – we provide supportive services to help residents achieve stability and independence, and we build and maintain important relationships with cities, public agencies, faith communities, and community organizations.

REAL ESTATE:
A long track record of delivering and meeting goals
Access to proprietary financing and relationships
A professional management plus services model
Well-maintained properties with a stable resident base
High resident retention: 377 evictions prevented in the last year
Built-in supportive services to foster quality staffing, residents, and community members
Creating homes that are foundations for other measurable outcomes, like health, education, and rehabilitation

RESIDENT SERVICES (2017 Outcomes):
100% of high school seniors in teen programs graduated or completed their individualized degree programs (compared to 60-70% for local school districts).
278 adults found employment and on average made 20% more than MN minimum wage.
90% of formerly homeless residents in supportive housing maintained housing for a year or more.
2,860 residents participated in community events
810 residents held active leadership roles in their communities.
87% of residents reported that living in a CommonBond community helped them pursue their hopes and dreams.

Financials

CommonBond Communities
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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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Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

CommonBond Communities

Board of directors
as of 02/08/2024
SOURCE: Self-reported by organization
Board chair

Adam Bernier

O'Brien-Staley Partners

Cindy Koch

General Mills

Jamal Adam

Wayzata High School

Megan Remark

Regions Hospital

Tasha Alexander

Wells Fargo The Private Bank

Nicole Brookshire

Brookshire Customized Solutions LLC

R. Patricia (Trish) Kelly

Huntington Bank

Wade C. Lau

Founders Properties, LLC

Sita Morantz

Marsden Holding, LLC

Matt Schriner

Bremer Bank

Val Spencer

Community Volunteer

Eva Stevens

United Properties Investment

Jennifer Thao

Wilder Foundation

Deidre Schmidt

CommonBond Communities

Barb Tretheway

HealthPartners, Inc. (retired)

Shailja Ambrose

Versique Search and Consulting

Fatima Moore

Firefly Advocacy

Mohamed Omar

Washburn Center for Children

Mark Runkel

U.S. Bancorp

Jackie Turner

St. Paul Public Schools

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

Organizational demographics

SOURCE: Self-reported; last updated 9/29/2021

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.

Leadership

The organization's leader identifies as:

Race & ethnicity
Decline to state
Sexual orientation
Decline to state
Disability status
Decline to state

Race & ethnicity

No data

Gender identity

No data

Transgender Identity

No data

Sexual orientation

No data

Disability

No data