Week 7: Reading Blog - Jennifer

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!