By M. Isi Eromosele
Over the past 30 years, the most promising alternative model
to direct governmental administration of community development programs has
been that of community development corporations. Unlike government, community
development corporations can respond quickly to the development opportunities offered
by a changing marketplace.
They also can mix and match programs to respond to the
multiple needs within a neighborhood more easily than can city government, which
is responsible for programs in all neighborhoods.
And CDCs are directly
accountable to governing boards that include community representation, linking
CDC directors and staff links to a variety
of community institutions, which can be enlisted in the task of community change.
As intermediaries between the community and the market, CDCs
possess two great strengths: they pro-duce housing units, commercial space, community
facilities, and other visible neighborhood improvements to help make the lives
of people in the community better.
And they work with disparate community residents and leaders
to help bring external resources to bear on the task of neighborhood
improvement.
CDC Impacts on Neighborhood Markets
Differences across cities in CDC ability to improve neighborhood
quality can be explained by differences in part by the strength of regional
markets, but also by the quality of CDC industries, and the quality of the community
development support system.
Overcoming deep and complex neighborhood problems demands long-term
and consistently applied strategic investments, which few CDCs have been able
to make historically.
Industries with large numbers of CDCs able to make these
long-term investments have achieved results, but not all industries have
reached this level of size and quality. Those that have done so benefited from
creation of strong community development support systems.
CDCs achieved the broadest results where they pursued a
consistent community improvement strategy over time, supported by strategic
alliances with other neighborhood and citywide actors.
CDCs most often credited with observable impacts in their
neighborhoods were groups
that had been at work for at least a decade. These CDCs combined
two necessary strengths - a track record of successful redevelopment, including
a blended portfolio
of physical development and human service programs, and an
ability to manage and govern themselves
effectively.
CDCs in cities that created effective community development
systems early on tend to have multiple, strong, capably managed CDCs able to
pursue neighborhood revitalization over the long haul. The key component of
support systems is the relationships among individuals and institutions that
can be used to mobilize and wield finance, expertise, and political influence
for community development.
M. Isi Eromosele is the President and CEO of Oseme Group.
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