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www.cincinnatidevelopmentfund.org
1224 RACE ST
Cincinnati OH 45202-7109
Cincinnati OH | IRS ruling year: 1989 | EIN: 31-1256064
TO DRIVE COMMUNITY REVITALIZATION BY PROVIDING CAPITAL ACCESS AND TECHNICAL ASSISTANCE.
Good
This charity's score is 86%, earning it a Three-Star rating. If this organization aligns with your passions and values, you can give with confidence.
This overall score is calculated from multiple beacon scores: 80% Accountability & Finance, 10% Leadership & Adaptability, 10% Culture & Community. Learn more about our criteria and methodology.
We recognize that not all metrics and beacons equally predict a charity’s success. The percentage each beacon contributes to the organization’s overall rating depends on the number of beacons an organization has earned.
Use the tool below to select different beacons to see how the weighting shifts when only one, two, or three beacons are earned.
Rating histories are available for a growing number of rated organizations. Check back later to see if this organization has a rating history!
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Cincinnati Development Fund Inc. is outdated and the overall rating may not be representative of its current operations. Please check with the charity directly for any questions you may have.
Cincinnati Development Fund Inc. has earned a 85% for the Accountability & Finance beacon. See the metrics below for more information.
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
This Accountability & Finance score represents IRS Form 990 data up until FY 2020, which is the most recent Form 990 currently available to us.
Learn more
Full Credit
Partial Credit
No Credit
Not ApplicableBoard Composition - 14/14 - 25/25 ptsBoard Composition - 14/14 - 25/25 pts
Charity Navigator looks for at least 3 board members, with more than 50% of those members identified as independent (not salaried).
The presence of an independent governing body is strongly recommended by many industry professionals to allow for full deliberation and diversity of thinking on governance and other organizational matters.
Source: IRS Form 990
Independent Audit or Financial Review - Audited - 20/20 ptsIndependent Audit or Financial Review - Audited - 20/20 pts
An Audit, Review, or Compilation provides important information about financial accountability and accuracy. Organizations are scored based on their Total Revenue Amount:
| Total Revenue Amount | Expectation to Receive Credit |
|---|---|
| $1 million or higher | Expected to complete an audit |
| $500,000 - $1 million | Expected to complete an audit, review, or compilation |
| Less than $500,000 | No expectation (removed from scoring methodology) |
Source: IRS Form 990
Conflict of Interest Policy - Listed - 3/3 ptsConflict of Interest Policy - Listed - 3/3 pts
Charity Navigator looks for the existence of a conflict of interest policy on the Form 990 as an accountability and transparency measure.
This policy protects the organization and by extension those it serves, when it is considering entering into a transaction that may benefit the private interest of an officer, director and/or key employee of the organization.
Source: IRS Form 990
Board Meeting Minutes - Documented - 3/3 ptsBoard Meeting Minutes - Documented - 3/3 pts
Charity Navigator looks to confirm on the Form 990 that the organization has this process in place as an accountability and transparency measure.
An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference.
Source: IRS Form 990
Document Retention and Destruction - Listed - 3/3 ptsDocument Retention and Destruction - Listed - 3/3 pts
Charity Navigator looks for the existence of a document retention and destruction policy per the Form 990 as an accountability and transparency measure.
This policy establishes guidelines for the handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promote data integrity.
Source: IRS Form 990
Whistleblower Policy - Listed - 3/3 ptsWhistleblower Policy - Listed - 3/3 pts
Charity Navigator looks for the existence of a whistleblower policy per the Form 990 as an accountability and transparency measure.
This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report financial or other types of mismanagement.
Source: IRS Form 990
Website - Listed - 3/3 ptsWebsite - Listed - 3/3 pts
Charity Navigator looks for a website on the Form 990 as an accountability and transparency metric.
Nonprofits act in the public trust and reporting publicly on activities is an important component.
Source: IRS Form 990
Full CreditPartial CreditNo CreditNot ApplicableLiabilities to Assets Ratio - 60.73% - 0/15 ptsLiabilities to Assets Ratio - 60.73% - 0/15 pts
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990). This ratio is an indicator of an organization’s solvency and/or long-term sustainability.
| Liabilities to Assets Ratio | Amount of Credit Received |
|---|---|
| Less than 50% | Full Credit |
| 50% - 59.9% | Partial Credit |
| 60% or more | No Credit |
Source: IRS Form 990
Program Expense Ratio - 84.75% - 25/25 ptsProgram Expense Ratio - 84.75% - 25/25 pts
The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three 990s). This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver.
| Program Expense Percentage | Amount of Credit Received |
|---|---|
| 70% or higher | Full Credit |
| 60% - 69.9% | Partial Credit |
| 50% - 59.9% | Zero Points for Program Expense Score |
| Below 50% | Zero Points for Both Program Expense AND Liabilities to Assets Scores |
Source: IRS Form 990
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
Presented here are up to five of this organization's highest compensated employees. This compensation data includes salary, cash bonuses, and expense accounts and is displayed exactly how it is reported to the IRS. The amounts do not include nontaxable benefits, deferred compensation, or other amounts not reported on Form W-2. In some cases, these amounts may include compensation from related organizations. Read the IRS policies for compensation reporting
Source: IRS Form 990 (page 7), filing year 2020
Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website
Activities:
Low and moderate income housing (BMF activity code: 381)
Foundation Status:
Organization that normally receives no more than one-third of its support from gross investment income and unrelated business income and at the same time more than one-third of its support from contributions, fees, and gross receipts related to exempt purposes. 509(a)(2) (BMF foundation code: 16)
Affiliation:
Independent - the organization is an independent organization or an independent auxiliary (i.e., not affiliated with a National, Regional, or Geographic grouping of organizations). (BMF affiliation code: 3)
The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage finance and accountability data from it to form Encompass ratings. Click here to search for this organization's Forms 990 on the IRS website (if any are available). Simply enter the organization's name (Cincinnati Development Fund Inc.) or EIN (311256064) in the 'Search Term' field.
This organization was impacted by COVID-19 in a way that effected their financial health in 2020. This normally would have reduced their star rating. Due to the unprecedented nature of the pandemic, we give charities such as this one the opportunity to share the story of COVID's impact on them, and doing this pauses our revision of their rating. Charities may submit their own pandemic responses through their nonprofit portal.
Cincinnati Development Fund Inc. reported being impacted by COVID-19 in the following ways:
Balance Sheet
How COVID-19 impacted the organization's operations financially:
Since March 2020 CDF granted 90 day deferral requests on 27 loans and 5 of them were granted additional deferrals in December 2020. All deferred loans resumed their normal monthly payment by April 2021. We received a PPP grant that allowed us to stay fully staffed through the pandemic.
How COVID-19 impacted the organization's delivery of programs:
Due to social distancing loan closings were done electronically versus in person. Lending activity continued throughout the pandemic so loan activity remained stable.
How this organization adapted to changing conditions caused by COVID-19:
All employees worked remotely until June 2021. Employees went back to hybrid work schedules when COVID variants were on the rise.
Innovations the organization intends to continue permanently after the pandemic:
We continue to offer work-from-home options for all employees.
Not Currently Scored
Cincinnati Development Fund Inc. cannot currently be evaluated by our Impact & Results methodology because either (A) it is eligible, but we have not yet received data; (B) we have not yet developed an algorithm to estimate its programmatic impact; (C) its programs are not direct services; or (D) it is not heavily reliant on contributions from individual donors.
Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.
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Cincinnati Development Fund Inc. reported its largest program on its FY 2020 Form 990 as:
Spent in most recent FY
Percent of program expenses
CINCINNATI DEVELOPMENT FUND (CDF) IS A NONPROFIT LENDING INSTITUTION ESTABLISHED IN 1988 TO FINANCE AFFORDABLE HOUSING DEVELOPMENT AND COMMUNITY REVITALIZATION IN THE GREATER CINCINNATI AREA. CDF'S MI ... (More)
CINCINNATI DEVELOPMENT FUND (CDF) IS A NONPROFIT LENDING INSTITUTION ESTABLISHED IN 1988 TO FINANCE AFFORDABLE HOUSING DEVELOPMENT AND COMMUNITY REVITALIZATION IN THE GREATER CINCINNATI AREA. CDF'S MISSION IS TO PROVIDE INNOVATIVE REAL ESTATE FINANCING FOR PROJECTS THAT STRENGTHEN LOW-INCOME NEIGHBORHOODS AND IMPROVE LIVES.OVER THE PAST 30 YEARS, LOCAL FINANCIAL INSTITUTIONS, FOUNDATIONS, SOCIALLY MOTIVATED INVESTORS, AND LOCAL AND FEDERAL GOVERNMENTS HAVE ALL CONTRIBUTED TO CDF'S SOURCES OF CAPITAL. FINANCIAL INSTITUTIONS INVEST IN CDF BECAUSE OF OUR EXPERTISE IN EVALUATING COMPLEX LOAN APPLICATIONS WITH MULTIPLE FINANCING SOURCES. THIS EXPERIENCE MAKES IT EASIER AND MORE COST-EFFECTIVE FOR FINANCIAL INSTITUTIONS TO INVEST IN THE COMMUNITY. AN ADDED BENEFIT IS THAT FUNDS ARE ORGANIZED INTO LOAN POOLS THAT ENABLE LENDERS TO DIVERSIFY THEIR LOAN PORTFOLIOS AND SHARE THE RISK ON EACH LOAN WITH OTHER CDF PARTICIPANTS. CDF HAS ORIGINATED MORE THAN $425 MILLION IN LOANS RESULTING IN THE CREATION OF MORE THAN 6,000 UNITS OF HOUSING. CDF FOCUSES ON LENDING IN LOW INCOME COMMUNITIES WHERE NEED AND IMPACT ARE THE GREATEST.CDF IS AN EQUAL OPPORTUNITY PROVIDER. (Less)
Cincinnati Development Fund Inc. has earned a 80% for the Culture & Community beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
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Full CreditPartial CreditNo CreditNot ApplicableConstituent Feedback - No Data Available - UnscoredConstituent Feedback - No Data Available - Unscored
Constituent Feedback and Listening Practice data are not available for this organization. Charity Navigator believes nonprofit organizations that engage in inclusive practices, such as collecting feedback from the people and communities they serve, may be more effective.
Equity Practices - Data Available - 80/100 ptsEquity Practices - Data Available - 80/100 pts
100% of beacon score
This organization's score of 80 is a passing score. The organization reported that it is implementing 3 Equity Practices. Charity Navigator believes nonprofit organizations implementing effective equity policies and practices can enhance a nonprofit's decision-making, staff motivation, innovation, and effectiveness.
Equity Practices (1/7) | |
|---|---|
We review compensation data across the organization (and by staff levels) to identify disparities by race. | |
We ask team members to identify racial disparities in their programs and/or portfolios. | |
We analyze disaggregated data and root causes of race disparities that impact the organization/'s programs, portfolios, and the populations served. | |
We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support. | |
We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders. | |
We disaggregate data by demographics, including race, in every policy and program measured | |
We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization. | |
Equity Policies and Procedures (2/7) | |
|---|---|
We use a vetting process to identify vendors and partners that share our commitment to race equity. | |
We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions. | |
We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization. | |
We have community representation at the board level, either on the board itself or through a community advisory board. | |
We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability. | |
We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team. | |
We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization. | |
Cincinnati Development Fund Inc. has earned a 100% for the Leadership & Adaptability beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.
Learn more
Full CreditPartial CreditNo CreditNot ApplicableMission - 10/10 ptsMission - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
CDF's mission is to provide innovative retail financing for projects that strengthen low-income neighborhoods and improve lives.
Vision - 10/10 ptsVision - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
CDF's vision is to be at the forefront of redevelopment plans in Greater Cincinnati, helping low-income communities preserve their historic buildings and create vibrant, inclusive neighborhoods. Our values that guide the work we do are: • Integrity: We are honest with ourselves and others. We tell the truth. We keep our word. • Innovation: We tackle complex financing with a “can do” attitude. We are nimble, creative and responsive to the needs of our borrowers and the communities we serve. • Inclusion: We collaborate with co-workers, borrowers, partners and community leaders. We respectfully listen, learn and respond to the input of all stakeholders. • Impact: We embrace the visions of the neighborhoods we serve, helping them to build inclusive communities with vibrant business districts and quality housing for all.
Source: Nonprofit submitted responses
Goals - 20/20 ptsGoals - 20/20 pts
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Expand CDF’s influence by staying connected with the state of community development and expanding staff engagement in community-wide initiatives
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Goal Two: Increase CDF’s visibility and ensure recognition for projects financed
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Three: Increase developer awareness/ knowledge of CDF products
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Leadership Development - 15/15 ptsLeadership Development - 15/15 pts
The nonprofit provides evidence of investment in leadership development
President and CFO participated in monthly leadership development program. All staff encouraged to apply and participate in board training program. All staff encouraged to identify and participate in leadership training related to their functional areas of expertise.
Mobilizing for Mission - 15/15 ptsMobilizing for Mission - 15/15 pts
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Strategic Partnerships
Networks of Collective Impact Efforts
Thought Leadership
Community Building
1. Senior leadership and loan officers participate on boards with strategic mission/program overlap. 2. Increase CDF’s visibility as a thought leader on community development/real estate financing by participating in panels, engaging in public forums, publishing editorials. 3. Host networking/training event for developers (in-person or via social media) – promote CDF lending, gather feedback on our products/services (gaps) – include CDCs, REAL graduates 4. Seek opportunities to connect with and expand lending to Northern Kentucky projects/developers 5. Launch quarterly report covering projects financed, impacts, etc. (target audience: borrowers/potential borrowers, investors, partners, govt. representatives, media). First edition July 2022.
Adaptability Story - 30/30 ptsAdaptability Story - 30/30 pts
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
During the COVID pandemic, CDF extended 90 days payment deferrals to any borrowers in need. As a result, CDF granted 27 deferrals in total, totaling $200k in increased interest receivables. Also, as Affordable Housing has reached crisis levels in the Greater Cincinnati area, CDF has added an affordable housing committee to its Board and added Affordable Housing to its strategic plan for FYE 2023-2027.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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