Creating Whole Communities: Enhancing Capacities of the
Community Development Nonprofits of the St. Louis Region. by Todd Swanstrom and Karl Guenther
In “Enhancing Capacity,” Swanstrom,
Guenther, and colleagues conducted a number of focus groups to try to determine
what factors would lead to economic growth in the St. Louis area, especially
considering: the marked decrease in St. Louis’s population,
migration of residents leaving some areas in poverty, and inefficient jobs to
support higher costs of living in suburban, more affluent areas, which leads to
longer commutes and a multitude of other problems. This focus group proposed that in order for economic growth
to happen, the city needed to do three things:
1. Increase
its capacity for strategic community development by creating whole
communities where people want to live because all their basic needs are
addressed,
2.
Develop strategic community development
requiring a supportive community development system, which would require
the mobilization of resources, expertise, and local knowledge of the private
and nonprofit sectors, and
3.
Increase the capacity of community
development corporations (CDCs) to do the work which requires a bottom-up
approach utilizing the people and grass roots of the community.
Based on these findings, researchers conducted a survey examining
what CDCs in the St. Louis area were doing for the city, and to obtain their
feedback on additional resources they felt were needed to conduct their work
more efficiently. Of the 34 CDCs
that met inclusion criteria, it turns out that many of the CDCs meet the first
and third criteria in achieving optimal economic growth in St. Louis. Many CDCs work to provide assistance
for housing, obtaining housing through additional counseling, tax credits,
repair, assistance with down-payments, weatherization, and maintenance for
rental properties. Other CDCs have
worked in economic development to upgrade infrastructure to attract new
businesses, create jobs that benefit both the youth and elderly (i.e. Riverview
West Florissant Corporation), and provide education and training for future
leaders in the community. Finally,
other CDCs work to improve quality of life by bringing people in the community
together through group photography and art activities (i.e. Rebuild Foundation
and Carondelet Community Betterment Federation), youth organizations (i.e.
Riverview West Florissant Development Corporation), and a 7-mile long
walking/running/bicycle path the leads through several St. Louis communities
(i.e. St. Vincent’s
Greenway). While the CDCs in St.
Louis are doing great work, the writers acknowledge that St. Louis shows
weaknesses in both organizational capacity and building civic capacity. For the former, it is highlighted that
many CDCs lack the organizational experience, size, and sources of
funding. For the latter, the
article argues that a large number of CDCs are isolated and do not collaborate
with other CDCs in the area, with the exception of Regional Housing and
Community Development Alliance (RHCDA).
The article concludes that by increasing collaboration among CDCs across
the St. Louis area, the door to policy change and greater financial resources
could be obtained.
I’m almost
embarrassed to say that I have little experience even volunteering in a
community — let alone
being a community organizer — so,
this semester has been eye-opening in a number of ways. I didn’t know what to expect!
I remember the trip to the Farmer’s Market in Ferguson — my first visit to the community. I was nervous and apprehensive: how would I talk to the
people? What would I say? As I was trying to find the main
entrance, I spotted another couple walking in, and voila! Before I knew it, we were engaged in a
conversation about Ferguson: how much they loved it, that they regularly
attended the Farmer’s
Market, they were involved in their neighborhood watch, I could come to a
meeting, etc. I talked to all
sorts of people that day, and I really enjoyed myself! I thought, “Maybe this community development stuff could really be for
me!”
One thing that struck me about this article was the section
regarding years of experience being in a leadership position at a CDC. The authors indicated that having one
year or less experience in running a CDC will limit the CDC’s organizational capacity. In our other assigned reading for the
week, Ray Thompson, the “Community
Connector” hired by
Perspectives, had “4
months to engage community members (Chrzanowski, Rans, & Thompson, p.9),” and he bridged the school with
the community to create a fruitful, prosperous and symbiotic relationship. Thus, while he obviously new Chicago
well and he had a combined ten years experience with child welfare and
supporting community organizations, he may not have necessarily known the
Auburn-Gresham neighborhood.
This brings me to my question: do you think several years of
experience as an executive director of a nonprofit/CDC is necessary to optimize
an organization? While Ray
Thompson was a community connector and not an executive director, I think it is
fair to say that he assumed many of the responsibilities that an executive
director would have. However, what
about the financial end? Yes, it
is essential to have the ability to connect and talk with people, but is
business savy also essential? P.S.
- the Swanstrom and Guenther article also referenced Angel Baked Cookies, and I
was absent that day. I would love
for those of you who were in attendance to share your experiences!