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Prof. Avis C. Vidal Humanities Center Seminar October 1, 2013
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1991 – 2001 - National Community Development Initiative 2001-2007 - Living Cities: The National Community Development Initiative 2007 - present - Living Cities
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Inner-city housing abandonment rampant in 1970s Community development corporations (CDCs) form to respond High-profile issue in Presidential campaign of 1980 ~1980 – National Community Development Intermediaries founded: ◦ Local Initiatives Support Corporation (LISC) ◦ The Enterprise Foundation ◦ NeighborWorks
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Intermediaries successful CDC Movement Grows ◦ Number of CDCs grows sharply ◦ Some CDCs very successful – ‘housing first’ Most CDCs too small for neighborhood-level impact Field remains unrecognized Rockefeller Foundation: “Take CDC movement to scale”
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7 philanthropic & corporate funders $62.5 M for 1 st three years (Goal: 10 years) Virtual organization ◦ Funder CEOs are the virtual Board ◦ Commitment to collaborative decision-making ◦ Oversight by one consultant (later with a Deputy) as ‘Secretary’ ◦ Administered by LISC and Enterprise in 20 cities (later 23)
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Attract new capital by attracting new partners ◦ All sectors grants and loans ◦ National and local ◦ Goal: $250 M over 10 years Refine program scope – participating cities have different needs, priorities, and capacities Build capacity of CDCs Build local systems of support
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HUD becomes partner (Section 4 - 1993) National partnership grows: 11 foundations + 6 major financial institutions Total funds committed: $253.7M Leverages $2.23B in CDC real estate development projects Parallel growth at local level ◦ Match for NCDI funds ◦ Key players at table to build support systems
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Tailor program focus to meet local needs ◦ Neighborhood needs ◦ CDC capacity ◦ Funder tolerance for risk Gradually broaden support to include new CDC activities – locally driven ◦ Affordable home ownership ◦ Commercial and industrial real estate ◦ Community facilities
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Four strategies ◦ Core operating support programs ◦ Formal capacity building programs ◦ Improved training programs ◦ Greater role for local or state CDC associations Significant capacity gains ◦ Housing production increases sharply ◦ Number of consistent producers more than doubles ◦ Many CDCs broaden scope of neighborhood work ◦ National standards of practice widely adopted ◦ CDCs’ reputation improves locally
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Key problem: financing of affordable housing complex; need many funding sources Basic strategy ◦ Local funders make decisions (programs & projects) ◦ Deepened understanding of the work ◦ Gradually developed relationships of mutual trust ◦ NCDI covered riskiest parts of projects Systems outcome (uneven across cities): Private capital more available for CDC housing; productions systems streamlined; new support systems for non-housing activities
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CDCs, supported by intermediaries, provide platform for comprehensive neighborhood improvement Local systems of support critical Collaboration among funders more capital, strategic deployment ◦ greater impact ◦ platform to try new approaches Surprise decision: extend program, formalize organization
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Small staff led by formed Deputy Secretary Funder board, committee structure to give funders leadership roles (“member driven”) 3-year funding cycle continues Broader goals ◦ Improve lives of people in distressed neighborhoods ◦ Connect urban neighborhoods to regional economy ◦ Better use of information technology ◦ Shape public policy
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Structure from NCDI continues Momentum continues to build ◦ Funding to intermediaries continues to rise – both grants and loans ◦ Loans an increasing share of total funds ◦ “NCDI” share of total development costs falls ◦ Volume of real estate development stimulated increases dramatically, becomes more diverse Agenda still driven by intermediaries
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Pilot Cities Initiative – 4 Cities ◦ Local funders design strategies to align resources (following national LC model) for comprehensive revitalization of neighborhoods ◦ No cross-cutting themes no lessons Urban Markets Initiative - Close the urban information gap ◦ Better data on urban assets to simulate investment ◦ Neighborhood data available to CDCs, especially GIS Policy Advisor
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Platform created by collaboration not living up to its potential Cities Program ◦ Proven record of success ◦ No new opportunities to test approaches to systems change ◦ Not member driven Major restructuring to support more ambitious agenda needed
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Broader Mission ◦ Strengthen neighborhoods by Strengthening their cities Changing public and private systems that create and sustain concentrated poverty ◦ Build knowledge Program development and evaluation/research Broad, transparent dissemination of information ◦ Develop leadership New leadership, larger staff New board structure – include members’ staff on committees and working groups
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Catalytic Capital (Private) Leadership & Influence (Public) Research & Development ◦ Green Economy ◦ Transit Oriented Development ◦ Asset Building ◦ Education The Integration Initiative
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Ambitious 10-year, 5-city intervention Build new civic infrastructure: “One table” collaborative leadership Combines targeted neighborhood initiatives with broad systems change ◦ Move beyond delivering programs to changing systems ◦ Mainstream disruptive innovations ‘new normal’ ◦ Drive private market to serve low-income people $83M for first 3 years - $13.75M grants
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Anchor Strategy (Live, Buy, Hire Local) New Housing & Real Estate Development Land Use Policies & Practices Education Business development and regulation Access to capital Capacity & Leadership Data & Evaluation
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