The Test of Transition: The Case of the Community Preservation and Development Corporation Harvard Case Solution & Analysis

This study presents the facts relating to the conservation and Community Development Corporation (CPDC), one of the most famous non-profit housing company in the United States, while the fundamental transitions - a new chief executive was installed after a few months the board operates. Working with the founder, Eugene Ford, the first executive director has made a specialty, using a variety of complex financial measures to help revive poor housing projects that have become or are at risk of becoming dilapidated, crime-ridden disasters. The organization became known for blazing new trails in the provision of services to low-income residents of its housing projects, particularly those related to technology. Federal, state and local government agencies, private corporations, foundations and universities with CPDC in its development projects and resident services. But despite the worthy projects of reconstruction programs and dazzling, CPDC was a house divided. Concerned about the difficulties CPDC in the accounting and reporting of income and expenses, board members have become more involved in managing the organization and helped care founding CEO of the organization. In essence, CPDC was amazed that include organizational schizophrenia from two different lines of business, each with its own organizational structure, funding, and supporters of the board of directors. The case presents the reader with the question of what strategies and ultimately the business model incoming CEO must take to keep the organization viable and fulfill their mission. HKS Case Number 1924.0 "Hide
by Alexander von Hoffman Source: Harvard Kennedy School 27 pages. Publication Date: June 9, 2011. Prod. #: HKS123-PDF-ENG

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