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Community Development Stakeholder Perspectives on Organizational Capacity-Building in DetroitA Summary Report of Focus Groups Sessions for Building the Engine of Community Development in Detroit
IntroductionInthefallof2017,eightsessionswereconductedtoexplorestakeholders’currentandfutureperspec<vesonDetroit’scommunitydevelopmentcapacitybuildingsystem.ThisispartofPhaseIIofBuildingtheEngineforCommunityDevelopment(BEDCC)togatherlocalfeedbackthelocalasetofimprovementstothecurrentsystem.FacilitatedbytheteamofLibbyLevyofProSeedsandAlanLevyofGoaltrac,eachsessionwasfocusedononestakeholdergroupinvolvedinthesystem:Founda<ons,FinancialIntermediaries,ServiceIntermediaries,Government,andCommunityDevelopmentOrganiza<ons.Threefollow-upsessionswereheldtoincreasethebreadthanddepthoffeedbackfromtheCommunityDevelopmentOrganiza<ons,Government,andServiceIntermediariesgroups.
Thefollowingsummaryhighlightsthesimilarthemesvoicedinallormostofthefocusgroupsandtheniden<fiessomeofthenotabledifferencesbetweenthefocusgroups.Thisisfollowedbysomeconcludingobserva<ons.AppendedtothisreportisagraphicsummaryofeachsessionusingtheSWOT(Strengths,Weaknesses,Opportuni<es,andThreats)classifica<onfollowedbydetailednotes.
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Overall Themes and Notable Differences
SWOT
TheExecu<veSummaryconsistsofthreesec<ons:anoverviewofthethemeswhichcameuprepeatedlyinallornearlyallofthesessions.Thisisfollowedbyhighlightsofthenotabledifferencesexpressedinoneortwoofthesessions.
Common Themes
Strengths
• Increasing,diversefundingcommunityInnearlyeveryfocusgrouptheincreasedanddiversifiedfundingwasmen<onedandseenasastrength.
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• MixedviewonIntermediariesThecapacityandcapabilityofvariousintermediariescameupinmostfocusgroupsbuttherewasawiderangofopiniononthisissue.Overlappingroles,eveniftheorganiza<onswereeachcompetentinthatrole,wasseenasaweakness.
• CDOisasustainedadvocateforitsneighborhoodPar<cipantshighlightedtheuniqueroleofCDOsandGROsastheadvocatefortheneighborhoodandpointedoutthisroleissustainedevenwhentheenvironmentchangesthatthecityandtheeconomyandtheprivatesectorcancomeandgoandtheorganiza<oniss<lltherelookingoutfortheneighborhood’sbestinterestsandneeds.
Weaknesses
• Historyimpedesrela@onshipsInnearlyallfocusgroupstherewasrecogni<onthatpasthistoryofrela<onshipsimpedestheabilityofgroupstoworktogetherandforsectorstocollaborate.Evenwheretherela<onshipsarebeneficial,suchasthetrustthatallowsafundertocon<nuetoworkwithagrouphe/shehasknownforalog<me,thishistorycanmakeitdifficultforyoungerunrelatedorganiza<onswhichdon’thavethoserela<onshipstogetafairshake.
• Nosystemwithoverlappingefforts/groupsatCDOandintermediarylevelsThelackofasystemmeansthateffortsaredisjointedandsome<mesredundant.Leadstoalotof<mespentincompe<<onthatmakestrustandcoopera<onmoredifficult.Noclearlydefinedrolesmeansthatorganiza<onsattheintermediarylevelandattheCDOlevelself-defineaccordingtofundersopportuni<es,arealorperceivedgapinserviceprovisionbyanotherorganiza<on,etc.
• Communitydevelopmentisunder-resourced/grantstoosmallandsporadicTherewasawidelyheldunderstandingthatCDOswereunder-resourced.Whilemoremoneywassome<mespointedtoastheanswer,therewasalsosomeconsensusthatthemannerthemoneywasmadeavailablehadalargeeffect.Moreconsistency,longer<meframes,lessflavorofthemonthallwouldhaveaposi<veimpact.
• LackoftrustTheissueoftrustcameupmany<mesinthefocusgroupdiscussions.Concernsabouttrustcamefromwithinastakeholdersectorbutespeciallybetweenstakeholdersectors.
• Currentcompe@@velandscapebreedsgreaterdistrustSeveralstakeholderrepresenta<vesnotedthatthelackofclearrolesandthedeficitintheoverallsupplyofresourcesmakestheCDOshyper-compe<<veanddistrus^ul.
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Opportunities
• AlignmentwouldincreaseabilitytoimpactpolicyandsocialissuesBeyondtheincreaseinefficiencyinanyoneservicearea,be_eralignmentwouldallowCDOstoaddresscitywideorstatewideissuesimpac<ngthemandtheirresidents.
• TimingisrightforaddressingthisissueTheincreaseinfunding,thegreatereffec<venessofthecityindeliveringservices,andthecon<nuedstrugglesoftheindividualstakeholdersinrealizingtheirgoalsmakesthisagood<metoaddressthisissue.
• CitygovernmenthasincreasedcapacityCDOs,whicho`entrytofillwhatevergapsinservicesimpacttheirneighborhood,haverecentlyhavehadtoplaylessofthatrolewithregardtoCityservicesincludingplanning.Thisfreesthemuptodothekindsofserviceso`enseeninotherci<es.
Threats
• P&DDdoesnottrust/respecttherela@onshipwithCDOsCDOandothersectorrepresenta<vesreportasensethatthenewlyre-energizedP&DDdoesnotrespectCDOorfeelthattheyprovideenoughaddedvaluetobeworthengaging.Also,thereisasensethattheyareincompe<<onwiththeCDOfortheheartsandmindsoftheresidentsandforcreditifsomethingimproves.
• CDFIsgetfundingandsupportfromCityratherthanCDOsCDOswiththeirspo_yrecordofsuccessfuldevelopmentandrangeofcapacityarenottrustedbytheCitytodevelopunitsandthecityandfounda<onsaresuppor<ngCDFIswhothenmustfindwaystoenterintoacommunitytodevelopproperty.
• CitydepartmentsincreasedcapacityalsogeneratesarroganceP&DDandotherdepartmentshaveincreasedcapacity—andareperceivedtobearrogantaboutit.Theymayvaluetheirexper<seandexperienceasfarmoreimportantthanthehistoryandknowledgeofCDOsandtheirresidents.
Notable Divergence between Focus GroupsThissec<oncontainsperspec<vesthatwerewell-supportedinoneorperhapstwofocusgroupsessionsbutnotwidelysupportedacrossallfocusgroups.Theywerenotableinthattheyilluminateapar<cularviewpointheldbythatsector,orbecausetheyconfesssomeawarenessoftheroleasectorplaysinthecurrentsitua<on.Thefollowingabbrevia<onssignalwhichsectorexpressedtheperspec<veinthesummarybelow.
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F=Founda<onsG=GovernmentFI=FinancialIntermediariesSI=ServiceIntermediariesCDO=CommunityDevelopmentOrganiza<ons
Strengths • CDO:CurrentSystemhasAdvantagestoWell-ConnectedCDOs
CDOrepresenta<vesacknowledgedthatthecurrentsystembenefi_edorganiza<onsthatwerewell-connectedandhadreceivedresourcesinthepastandu<lizedthemwell.
Weaknesses • FI:RecognizedthatfundingwasgoingtothemratherthanCDOs.
CDFI’srecognizedthattheyareincompe<<onforfundingwithCDOandthatbeingsocouldcausedifficul<es.
• SI:HighlightedhowoSennewactorsarenotcognizantofpasteffortsduetoalackofcentralrepository.Newactorswillcomeintoaneighborhoodwan<ngtodoaplanningprocessandareunawareofsimilareffortsinthepastorhavenowaytoeasilyaccessreports.
• CDO,SI:LackofTransparencyManyrepresenta<vesmen<onedalackoftransparencybutthiswaspar<cularlyimportanttoCDOexecsandserviceintermediaryrepresenta<ves.
Opportunities • F,G:Morevocalinthebenefitstheysawifgreateralignmentwereachieved.
Representa<vesofthesetwosectorswereconcernedwithimpactcitywideaswellastheROIofindividualinvestmentsandsawalignmenthavingsignificantpoten<altoimproveontheseconcerns.
• F:Pointedoutthattheirgrant-makingwasnotgivingenough@meforCDOstohaverealis@cchancetomakingchangehappenonthetrulytransforma@[email protected]<oncomefromthefundingdecision-makersthemselvesishearteningasitseekstoaself-awarenessthatthesector’sownac<onsmaybecontribu<ngtothelevelofdisfunc<on.
• F:RecognizedthatthelackofalignmentamongFounda@onimpactedtheen@resystem.
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Founda<onrepresenta<vesalsoacknowledgedthattheirlackofconsensusandpartnershipwasnega<velyimpac<ngtheabilityofotherstakeholderstomakeprogress.
• SI:Par@cularlysensi@vetotheopportunitytoinvolveCouncilasawaytoswayCitypolicyandgainpowerforthecommunitydevelopmentindustry.IndiscussionsabouttheCity’sroleand,inpar<cularthecurrentAdministra<on’sdirec<on,serviceintermediarieswereamongthemostvocalthatpolicychangeattheCitylevelwasanadvocacyissuethathadnotbeenadequatelyaddressedbythecommunitydevelopmentindustryandthatworkingwithCouncilmembers,manyofwhomareperceivedtobesuppor<veofthegoalsoftheindustry,wasanuntappedresource.Thesen<mentaboutadvocacywasechoedintheCDOfocusgroups.
• FI:HighlighteddesiretopartnerwithCDOsandtoevenrequirefor-profitandnonprofitdeveloperstosupportthesoSac@vitythattheyfeltwasnecessaryandthattheywerepoorlyequippedtodo.Financialintermediariesexpresseddesiretopartnerwithplace-basedCDOsastheirpreferredmethodofadvancingneighborhooddevelopmentdeals.Theyseethemselvesasbringingdevelopmentexper<seandfundingtoaneighborhooddealbutneedingtheCDOtoprovidecommunityengagement,poten<albuy-inandevenmanaginginfrastructureandsocialprogramma<cimprovementsthatincreasethelikelihoodofthedevelopment’sbuy-induringtheprocessandthedevelopment’ssuccessa`erconstruc<on.
• F:Noonefounda@onwouldfundwhatevercomesfromtheBEDCCcapacity-building(andpresumablytherestofthevision)processbecauseitistooexpensiveandtoohardtomeasurereturn-on-investment.ButtheydidthinkFounda@onswouldbewillingtocometogether. Thescopeofthecapacity-buildingissueissolargethatfounda<onsrepresenta<veswereclearthatnoonefounda<onwouldmakefundinganimprovementprogramitsownmission.Theydidfeelthatacollabora<veeffortwasverypossible.
Threats • CDO:CityInterac@onisamovingtarget
Impressionsoftherela<onshipbetweentheCDindustryandCityGovernmentvariedfromstakeholdertostakeholderandCityDepartmenttoCityDepartment.Governmentrepresenta<vespointedoutthatwithoutavisionbothGovernmentandFounda<onswillbereluctanttoinvest.
• SI,CDO:ServiceIntermediariesandCDOsareveryconcernedaboutraceandclassimpactsofthecurrentin-migra@onofpeopleandinvestmentinDetroitneighborhoods.Perhapsbecausetheyare“closertotheground”orpossiblybecauseweaskedmoreques<onsaboutthisasthefocusgroupconversa<onsevolvedbuttheissue
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orwhorepresentstheneighborhoodcameupmoreandcameuppassionatelyinthesecondCDOandsecondserviceintermediaryfocusgroupsessions.
• CDO:Trustalsoanissueintherela@onshipbetweenCDOsandresidentsServiceintermediariesandsomeCDOspointedoutagrowingdisconnectbetweenresidentsandtheCDOsthatservethem.
Concluding Observations• Awillingnesstotrustandpartnerisevidenteventhoughcurrenttrustlevelsare
variedanduncertainbetweenstakeholdergroupsEvenifindividualactorswithinastakeholdergroupistrusted,stakeholdergroupsingeneralarenottrustedbyotherstakeholdergroups.Itwasevidentthatmostandperhapsallthepar<cipantswerewillingtopartnerinwaysthatwouldincreasetrustover<me.Government,Founda<on,andFinancialIntermediaries,thestakeholdergroupswiththemostresourcesandgreaterdecision-makingpowerwerepar<cularlystronginthisregard.
• Basedontheskep@calbuthopefulnatureofmostofthepar@cipants,anincrementalapproachthatbuildsonaccomplishmentislikelytofindbeZeracceptanceratherthanasweepingrevampatone@me.Thelackoftrust,theimpactofpastrela<onshipsoncurrentdecision-making,thevariedtrackrecordofaccomplishmentbyCDOs,thelackofacurrentsystem,etc.,allmakeitunlikelytogettoarevampedsysteminonefellswoop.Rather,incrementalimprovements,whichwhensuccessful,buildtrustandrespect,maymakeitmorelikelytomakestakeholderswillingtocommittoanincreasinglylargerinvestmentinfunding,reputa<on,and<me.
• Perspec@vegenerallyalignedwithstakeholderposi@oninthesystemAsmightbeexpectedgiventheirroles,governmentandfounda<onsweremorelikelytoseethingsfromacitywideperspec<veandviewtheen<resystem;intermediariesandCDOsrepresenta<vesemphasizednear-termissuesandresidentconcerns.
• SharedmetricswouldbehelpfulinovercomingdistrustToovercomeissuesoftrustandensurethatCDOsgenerateimpact,shared-metricswouldbehelpful.Ifwearecollec<velyworkingtowardsthesameendgoalandweallagreetothegoalandmetricsforhowwearegehngthere,therewouldbemoretrustinthesystemandinCDOs.
• Thereweremanyexamplesfrompar@cipantsabouthowtheirsectorhascontributedtodifficul@esinthecurrentsystemAnumberofstakeholdergroupsexpressedadegreeofself-awarenessabouttheroletheirsectormayhaveplayedincrea<ngthecurrentsystemandkeepingimprovementsfromhappening.Forexample,serviceintermediarieswerewellawareoftheiroverlappingroles,founda<onsbroughtuphowtheirrepor<ngrequirementsand<mehorizonshaveworkedagainstlong-termsystemicimprovementsinneighborhoods,CDOsrecognizedtheircomplicityinchasing
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fundingoverfocusingonmission,governmentrecognizedthattheypitorganiza<onsagainsteachotherandparceloutsuchsmallamountsinanonviableway.Allsectorsrecognizedthattheirfundingmodelsle`noavenueforCDOstogrowsustainedcapacityintheso`sideofcommunitydevelopment,Itshouldbenoted,however,thatmostoftheseobserva<onsweremadebyrepresenta<vesinthemidlevelsoftheirsectorsandthatdecision-makersineachsectormayormaynotsharethesamesen<ment.
Itwasclearthatstronginterestexitsamongmanyfocusgrouppar<cipantsinseeingimprovementsoccur.Ofcourse,thosethatwereuninterestedself-selectedout,butinspiteofthis,therewasnotanundercurrentofpessimismorevenskep<cismwhichcouldhaveprevailedevenamongthosewithaninterestinseeingchangehappen.Thisop<mismisfeltinpartduetothecurrentmomentwithrenewedinvestmentandinterestinDetroit,increasedfounda<oncapacity,asenseofarrivalforthemidtownanddowntownareas,interestbytheprivatesectorinanumberofDetroitneighborhoodsandperhapsevenasensebydecision-makersthatthedowntownandmidtownareasnolongerneedtobetheirprimaryinvestmentfocus.Giventhepassionandinterestexpressedbyfocusgrouppar<cipants,itwouldbedifficultnottoconcludethattheBEDCCfunders’,coremembers’,andstaff’svisiontopursuethisini<a<veatthis<meiswell-supportedandbodeswellforthefuture.
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Appendix
SWOT and Notes from Each Session Theappendixconsistsofthedetailednotesfromeachfocusgroupsession:Founda<ons,FinancialIntermediaries,ServiceIntermediaries,Government,andCommunityDevelopmentOrganiza<ons.Threefollow-upsessionswereheldtoincreasethebreadthanddepthoffeedbackfromtheGovernment,ServiceIntermediaries,andCommunityDevelopmentOrganiza<onsstakeholdergroups.Forthesethreestakeholdergroups,notesfromthesecondsessionwereinterspersedwiththenotesfromtheini<alsessiontoimprovereadabilityandfurtherenhanceconfiden<ality.
EachsetofnotesisprecededbyasummarygraphicofthetopicsorganizedinaSWOT(Strengths,Weaknesses,Opportuni<es,andThreats)format.FeedbackfromthetwoServiceIntermediariessessionswasabletobecombinedinonegraphic;Feedbackfromthemul<pleGovernmentandCDOsessionswastooextensivetobecombined.
Inaddi<ontoprovidingasummaryoverviewofeachstakeholdergroups’sfeecomparisonofthevolumeofresponsesineachSWOTcategoryyieldssomeaddi<onalinteres<nginforma<on.Forthecurrentsitua<on(StrengthsandWeaknesses)allstakeholdergroupshadmorenega<veresponsesthanposi<ve.Thiswaspar<cularlytrueoftheGovernmentandtheCDOstakeholdergroupswhereeachofthefoursessionsyieldedfarmoreweaknessesthanstrengths.
GovernmentandFounda<onsweremoreop<mis<caboutfutureopportuni<esversusfuturethreats.CDOssessionscombinedyieldedabalancebetweenopportuni<esandthreats.Intermediariesweregenerallyfairlybalancedbothaboutthecurrentsitua<onandthefuture.
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Foundations
AttendeesCrisDobyofErbFamilyFounda<on,BryanHogleofKresgeFounda<on,BenjaminKennedyofKresgeFounda<on,KeeganMahoneyofHudsonWeberFounda<on,JodeeFishmanRainesofErbFamilyFounda<on,BriannaSuarezofM&MFisherFounda<onwithDeborahPfliegelofCommunityLearningPartnershipsihngin.
SWOT
Strengths • PeopleandLeadership:Organiclocalleadership;Commitmentfromlocalleaders;
Somepeoplehaveabroadviewandstrongins<tu<onalknowledge• Place-basedexper<se:Peopleareworkingondifferentissuesindifferentareas
andbuildupanexper<seaboutthatcommunity• Capableintermediaries,(CDAD,MNA,etc.)butcouldbebe_eralignedandbe_er
resourced
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• Strongfundingcommunity,butcouldbebe_eraligned• Communitydevelopmentisessen<al:communitydevelopmentisnotanop<on.
Detroit’scomebackneedstobemorethangovernmentorbusinessdriven.Residentsneedtobeleading.
Weaknesses • PeopleandLeadership:Organiclocalleadership;Commitmentfromlocalleaders;
Somepeoplehaveabroadviewandstrongins<tu<onalknowledge• Place-basedexper<se:Peopleareworkingondifferentissuesindifferentareas
andbuildupanexper<seaboutthatcommunity• Capableintermediaries,(CDAD,MNA,etc.)butcouldbebe_eralignedandbe_er
resourced• Strongfundingcommunity,butcouldbebe_eraligned• Communitydevelopmentisessen<al:communitydevelopmentisnotanop<on.
Detroit’scomebackneedstobemorethangovernmentorbusinessdriven.Residentsneedtobeleading.
Opportunities • Timing:BothPassionandarecogni<onoftheneedarepresentatthismoment
whichmightmakethe<meright—thoughit'snotequalamongthevarioussectors.Theimprovementintheeconomyalsomakesthe<mingright.
• CityGovernment:Somepor<onsofthecitygovernmentseemwillingtocollaborate.
• Fundersascoordinators:Funderscanconveneandhelpwithcross-collabora<on• Alignment:Afewnewfundingsourcesarebecomingavailablethatcouldhelp—
itseemslikea<metoalignfunds.Thereisgrowinginterestinalignmentingeneral.There’sanopportunitytomapneedsandservicesandshuffleforbe_eralignment.Opportunityforagroupoffounda<onstomakealonger-terminvestmenttocommunitydevelopmentcapacity.Weneed5yearsandmul<plefunderstoinvestinastructuretoreallychange.
• InterestinNeighborhoods:Don’tknowthattherehasbeenasmuchinterestinthelast15yearsonneighborhoodcondi<onsasthereisnow-the<meisnowtotranslatethatintoopportuni<es
• Redefineexper<se:Theinterestinneighborhoodshasputfundingstaffinbe_ertouchwithresidentsandthereforebe_erabletoredefineexper<se(i.e.,residentsasexperts,notjustdevelopers,etc.).Theleaderswearelookingforaretryingtopresentthemselvesandweneedtodoabe_erjoboffindinganddevelopingthem.
• LandControl:Thereneedstobemoreopportuni<esforcommuni<estocontrolland.Itisanopportunitytoinfluencethefutureofaneighborhooditthecommunityhaslanditcontrols;itisathreatwhentheydon’tcontrolland—youcan’tsitatthetableandnego<ateifyoudon’tcontrolland.Ifwethinkaboutitherelikewedoindevelopingcountries,wecouldmakeprogress.
• DepartmentofNeighborhoods:Opportunity(andneed)tobe_eralign• Trainingprograms
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Threats • Funding:Founda<onshaveashorta_en<onspanandthereisalackofalignment
forfunding.Oneproblemisnoclearconsensusonthedefini<onoflong-term?Whatisthepoweranalysisbehind3yearsbeinglong-term?Seventotenyearsshouldbemorelikelyconsideredlong-term.We’renowusinglanguagetotalkabout“agenera<on”whenyouthinkaboutracialequityandifgenera<onalchangeistheendresult,itchangeshowyoulookatfundingaprogram.Maybeit’snot3yeargrantor7yeargrantinthatcase.Movingtheneedlemighttake10or20years.Thisisn’tdiscussedatthecounciloffounda<ons,neighborhoodforum,etc.Maybeitcouldbe.
• Landcontrol:Outsidespeculatorsandlackofcommunitylandcontrol.• Rolesinsociety:founda<onshavebeenaskedtotakeonkeyrolesinthesafety
netthatweretradi<onalrolesofgovernment.Thecurrenttreasonousdisrespectofgovernmentistearingupthefabricofourcommuni<es.
• Leadership:Burn-outofcurrentleadershipandlackofdevelopmentofthenextgenera<onofleadership.
• Dispersedinfluence:Toomanyorganiza<onswithsmallspheresofinfluencemeanthatthereisli_leorlimitedimpactinneighborhoods.
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Government (2 Sessions Combined)AttendeesDarnellAdams,DetroitLandBank;AmberEllio_,DLBA;MichaelFreeman,HousingandRevitaliza<on;GaryHeidelMSHDA,JoelHowraniHeeres,OfficeofSustainability;ArthurJemison,HRD;VickyKovari,DepartmentofNeighborhoods;MarthaPotere,DEGCandMichaelRafferty,DEGC.
SWOT
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• Marketdemand—thereisagrowinginterestinlivinginci<es,thetrendamongmillennialsespeciallyistoliveinurbancommuni<es
• Founda<ons–moresourcesoffunds;morea_en<onandfundingonneighborhoodcommunitydevelopmentissues
• CDAD–centralpromoteroftheworkthatneedstobedone,someinfrastructure,focalpoint(“imaginewhatitwouldbelikeinDetroitifitwasn’there?”)
• DiversityofOrganiza<ons:housingtogreenstormwaterinfrastructurehavingarangeofcommunityorganiza<onswithdifferentstrengths/exper<se
• Resourceful–CDOsdoalotwithali_le• Experts–CDOsknowtheneighborhoodsbe_erthananyoneelse,grassroots• Passion–peoplewhogetintothisworkcaredeeplyaboutit• Citygovernment—it'sthebestcitygovernmentwe’veseeninawhileandit’s
morefocusedoncommunitydevelopmentthanpastgovernments• Involved:thegroupsarealreadyinvolvedinneighborhoods• Inten<onal:theirworkseemsinten<onalinresponsetoaperceivedneed(itwas
noted,however,thatthepercep<onmaybebasedonanecdotalratherthanactualdata).
• LeveragedResources—PrivateInvestmentAscomparedtorecentpast,moreprivatesectorinterestinneighborhoods
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• Experienceindevelopingrealprojectsfromfillingthevacuumle`bytheabsenceofgovernmentandtheprivatesectorindoingdevelopmentovertheyears
• Organiza<onsareresilientinthefaceofalotofchallenges
Weaknesses • Overallstrategyismissing—fundersaren’tsurewheretoputtheirmoneyand
withsomanypeoplecomingtotownandpuhngtheirmoneyinitishardtofigureoutwhatwouldhavethemostimpactandwhatwouldbewastedsincethereisnocoordina<on.
• Lackofresources—governmentfundinghasdecreasedpar<cularlyfederalfundingthatispassedthroughstateandlocalgovernment.Forexample,sixyearsagotheStateofMichiganwasalloca<ng$20millionforneighborhoodsannually.Nowit’s$3million.
• Compe<<ve–theCDOsarecompe<ngforthemoneysotheydon’tcollaborateandtryingtogetevenblockclubsmuchlessCDOstocooperateisreallydifficult.
• History–Tocollaboratesomeofthepeoplewho’vebeeninthefieldforalong<methatcollabora<onhavetoovercomealotofbadbloodforpastexperiences
• Figh<ng/Compe<<onforscarcedollars• Founda<onsasbasesourceoffundraising—nodesiretocreateindependentand
sustainableincomestreams.• WhenIwasinCommunityDevelopmentinDetroitthemodelwas1/3ofthe
moneywasraisedfromyourowncommunity;1/3wasgeneratedfromfundraisersand1/3fromfounda<onsandgovernment.Thegroupsthathavetheirownmoneythattheycancontrolarethestrongergroups.
• ManyCDOsarefinanciallyilliterate(evensomethatdogoodprogramming)soCity“hastotakeahardpass”onfundingthem
• “Can’trunagrantprogramtosavetheirlife.”• Evenweatthecitymakethemallvieforfundingandthenchasea`erourgoals
ratherthanwhatmaybetheneedintheirneighborhood.Weareaskingforcollabora<onnow.
• CDOspercep<onofneedintheirneighborhoodislikelynotbasedonanyanalysisandisatbestbasedonanecdotalevidence.There'salotofself-diagnosis.
• Lackoffundstoexecutemission-focusedprogramming• CDOso`enlackthecapacitytodooutreachtoprivatesector• CDOsmisstheirmission/overallgoal• Communityorganizingiswaydifferentfromwhatitwasinthe90s.• Weakoutcomesrepor<ng• Nocommonstrategy• Federalrestric<onsongrantmoneymakesitdifficultforgovernmenttosupport
theCDOs• Vastdifferenceincapacityinorganiza<ons• Raciallyunconscious• Gapsingeographiccoverageacrossthecity• Under-resourced• CDOspossessonlylowvalueassetsandlowliquidityunlikeinotherci<es• Therewasa<mewhenyougotpaidtooperate—that’snotthecase
everywhere.Itsetanexpecta<onthatshouldnolongerexist.
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Opportunities • Levelsehngthroughtraining—wehaveanopportunitytogetallCDOsonalevel
playingfieldtogetthemtogrow,butattheirownpace—training• There’salotoftalk,forinstance,aboutaBIDprogramforneighborhoods• Citygovernmentincreasingservices—peoplearetalkingaboutplanning
neighborhoodsagain• Focusonequity—it’sbeingthoughtof—it’stalkedabout,butnotsureifthere’s
enoughfollow-through• Resourcesarebeingcutbuttaxincen<vescouldbeusedtospurdevelopment—
forexample,atthefederallevel,SmartGrowthAmericahasadvocatedfortaxincen<vestocreateworkforcehousing.Thereareexis<ngtoolstodorehabilita<oninneighborhoods,CaliforniausesaTIFAplandifferentfromours—corridordevelopment—avaria<ononTODs(TransitOrientedDevelopment).
• Designthestrategy—the<metogetthisdown,the<meisnowtocreatethestructuresothatfundingcanbedistributedinanefficientmanner
• MSHDAusedtoofferstraightupopera<ngsupportanditdidn’twork.Ithadtobe<edtoprojectstogetoutcomes.
• Peoplehavecomebacktocommunitydevelopmenta`ertheeconomicdownturn,butwhattheywanttodoisdifferent.
• Collabora<on(4votesonthis)anopportunitytobemoreeffec<veiftherewereacitywide“ConsistentFrameworkwithwhichwecanoperate”(the‘we’inthisistheCitybutalsotheotherstakeholders)/Alignallactorstowardscommonpriori<es/Rebuildwithanewfocus.
• Wehavetofindawaytomake[CDOs]sustainable(notjustfinanciallybutintheirrole)
• “Anidealcitywidecollabora<onwouldbe,forexampletheNeighborhoodOpportunityFund-let’ssaytheCityhasonemajorgoalitwantstoaccomplishwiththeNOFthisyear.Weneedtodefineitandmakesureweareallalignedtoreachthatsamegoalandthenweallocatefundstomaximizetheimpact.Rightnowwemakeeveryonecompeteandweallocatesmallamountsallovertheplaces.Wearenowaskingintheapplica<onforpeopletopartnerup.”
• Wenolongerhaveahumanservicesdepartment.ThisisagoodroleforCDOs.• Needsassessment—ideallywewouldhavesomewayofassessingwhatthe
neighborhoodreallyneedsandthenbuildinggoals&priori<esoffofthat.• WeneedtogettoanagreementbetweentheCitysayingwhatitneedsfromthe
CDO(levelofcapacity,financialliteracy,solidrepor<ng,results)andwhattheCDOsaysitsneighborhoodneeds.
• Capacityhastobedefinedandhastobeincluderobustfinances—somanygroupsdon’thavethat.
• List’scapacity-mappingprogramwasactuallypre_ygoodatdefiningorganiza<onalgapsandwecouldadaptthatforDetroit’suseratherthanreinven<ngthewheel.(MariaGu<errez,whodevelopedtheCap-MapprogramatNa<onalLISC,wouldactuallybeavailabletocomeinandcustomizeit.)Don’tuseitasapuni<vetool—useitasawaytohelporganiza<ons.
• Hungryforinfo/growth• Poli<cs—orgsresistchangeandhavecompe<ngagendas• Moreconfidenceincitysystemsandresults(alsoaThreat)
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• CDOscanhelptheotherstakeholderstargetexis<ngresidentstoprovideacon<nuumofcare.Forexample,85%ofourseniorhomerepairrecipients’homesgointoforeclosure.Wedon’thaveawayofhelpingtherecipientswiththeirfinancialmanagementsoa`erwe’ve(theCity)investedinthemweseethehouse,withitsimprovements,gointoforeclosure.
• Asimilarexample—HabitatforHumanitysupporttheirhomerecipientsandtheirfamiliarwith2yearsoftrainingandtechnicalassistancesothehomeownerscouldbuildanunderstandingandsetofhabitsthatwereconducivetokeepingthehouseandmakingprogress.
• Howdowemaketheconnec<onbetweenphilanthropyandgovernmentresources?
• Dowetakethe“good”organiza<onsandoverstretch?Ilikesmallerorganiza<onsbecausetheycanbeverygoodatwhattheydo.Howdoweconnectbetweenfederalandfundingtoconnecttosmallerorganiza<ons?Organizeassetsandresourcesandac<ngasafiduciary—notjustorganizingindividualpeople.IfaCDOcouldactasafiduciaryforsmallerorganiza<onschurches,blockclubs,ar<sts,etc.,thatwouldhelpusbe_erbeabletoworkwithalotofprogramma<callygoodorganiza<ons.
• Iwishtheywoulddoabe_erjobofadvoca<ngfortheirneedsandgoals;thatwouldgivemeleverageontheinside.Weneedadvocatestohelpusingovernmenttosaywhatweneed–I’musedtohavingmul<pleadvocatesandI’mwillingtocometoconsensusandtakinganac<on.AcornusedtocomeandoccupycitycouncilandSOSCoali<onwouldgetorganizedaroundCDBG.CDOsdidn’tdoenoughadvocacythenandwedon’tdoitnow.
• Someadvocatesaren’tinterestedincollabora<ngonasolu<on—Theonesthatdoorganizingtheywanttoyellandscreamandtheydon’thaveconcretesolu<onsonhowtosolvetheproblem.Andtheanswerisjustforthecitytosolvetheproblem.Likethethingpeoplefindmostoppressive—insuranceissues—thecitydoesn’tevenhavepartnerstohelpadvocateatthestatelevel.
• Peoplearen’twillingtonego<ate--It’spolarizing.Organizing–shouldbeaboutnego<a<ngandcomingtoagreement
Threats • Ifwedon’tfigureoutthesolu<onsthenthelackofcoordina<onwillcon<nueto
makefundersreluctant • IfCDOscan’tsustaintheso`services,itwillbeatthedetrimentofthe
regenera<onoftheneighborhoods • Citygovernmentisdoingapoorjoboftalkingtopeoplesoitisnotbuildingtrust • Residentsvoicescon<nuetogounheardandthatcreatesaddi<onalfrustra<on • Federalgovernment—iftheycon<nuedownthispathofcuhngfundingthen
we’llloseresourcesandcrea<vity• Statepoli<cs—changesatthegovernorlevelcouldmakethingsworsefor
communitydevelopment• Economicdownturn—if/wheneconomytakeadownturn,it’llhurt• 8yearsle`ofthemillennials(butearlyindica<onsarethatthefollowing
genera<onhassimilarvalues)• Resourcesnotalignedwithneed
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• Needbe_ermeasurementofneed • LackofFocus • BeforeyoucangettoadiscussionoftheroleofaDetroitcommunity
developmentorganiza<onandsustainableyouhavetoaddressthatthereisabiasofexpecta<onsbasedonpastexperiencethatisn’tagoodguideforthefuture.AlotofCDCsacrossthecountrybuilttheirassetsbetween1979and1995andtheyownstuffthatwassmarttoown.WehadmorerobustCDCac<vitybackthen-itswhatCDusedtolooklike.Maturecommunitydevelopmentorganiza<onshaveassetsandliquidity—theydon’taskforresourcesfromgovernmentunlessit’sforaproject.MaybeDetroitCDCsweren’tabletoposi<onthemselvesthatwayduetothelevelofdisinvestmenthere.We’renotgoingtorecreatethatresourceprofile—weneedtomovebeyondwhat’sbeenlostandnottrytorecreatewhat“should”havebeen.
• CommunityOrganizingtodaylooksdifferent—technology• Don’tknowwhatwe’rebuyingifI(Government)spendmoney—whatdoesitall
adduptoandwhatistheimpactcitywide?• Tooa_achedtogovernmentfunding/governmentinvolvement• Lackofhighcapacitypartners• Moreconfidentinvestmentincityinfrastructure(alsoanopportunity)• Federalfundsthreatened • Intermediariesandlaneconfusion
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DRAFT
Financial Intermediaries
Attendees MaureenAnwayofInvestDetroit,YulondaByrdofCinnaire,BrandonIvoryofLISC,andDennisQuinnofCinnaire.
SWOT
Strengths • Open–thedefini<onofcommunitydevelopmentisverybroadsoanyonecan
comeinandpar<cipate(alsoaweakness)• Plen<fulfundingop<ons-Kresge,Wilson,etc.
Weaknesses • Open/Broad–defini<onwhatiscommunitydevelopment?Somanypeoplesay
theyarecommunitydevelopment.Thebroaddefini<onleavesthedooropenfor
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workthatmaynotbecommunitydevelopment.Forexample,weareapproachedbyhouseflippers—thatisNOTcommunitydevelopmentandthosehousesmayendupbackonthetaxforeclosure.
• Therearemanyoverlappingeffortsandgroups.• Weo`enask:“HaveyoutalkedtogroupA,B,Cinthesameareaordoingsimilar
workandtheansweriso`enno.”• History--wetriedtoworktogetherinthepastanditdidn’twork• Fundingop<ons—access • Itisnolongergoodenoughtojustexist/bealiveasaCDOinthiseconomic<me,
youneedtobegood• YouhadCDOsworkingwithinthesamegeographicboundaries,andwiththe
financialcollapsetheydidn’tcombineforces,collaborateormerge;somejustwentoutofbusiness
• Ifsurvivalmeantcollabora<onormerger,whydidn’tithappen?It’sbecauseofego.
• Lackofhumanandfinancialresources• BackintheglorydaysyouwouldgetCHDOopera<ngsupportorfunders
collabora<ve—it’snotthereanymore.Ifwe’regoingtorebuildthesystemwithCDOsandnotjustCDFIsIdon’tseewherethepotofmoneyisgoingtocomefrom.
• Fundersaren’tgivingmoneytoli_legroups—theyarelookingatCDFIindustryashavingthecer<fica<on/capacity.They’vebeencer<fiedbythefederalgovernment.
• ThereistrickledownfromCDFIstoCDOstosupportorganizingandso`erskills• Lackofstrategicvision—fromCityandnowthatwehavethemap—there’ss<ll
alackofvisionfortheotherneighborhoods.• Changingtargetareas• Equityinthenewmodeldoesn’texist.Theoldmodelhadfor-profitswithhard
skillsandnon-profitsbroughtso`skills.Butsome<mesgehngapieceoftheequityofthedevelopmentwasatotaldisaster.Theyle`non-profitsholdingthebagwithtoomuchrealestatedebtandnotenoughrevenue.
Opportunities • ForfundersandCDOstopartnerandworktogetheronanauthen<cresponse • Ifweneedtomeetmul<plegoals,weneedtoconvenealotofpeopleandmaybe
capacitycouldbebuilt• CDFIisgehngintothecommunitydevelopmentindustry—i.e.InvestDetroit.
Fornowthatishowitworks,butwe’dlikeCDOstogetmorecapacitywecanhavetheCDOstakeonprojects.Needtogetmoreopportuni<estogivetheresourcestotheCDOs.
• Knowledgetransferishappeningandtherecouldbemoreofit.• Newgenera<on—babyboomersarere<ringandthenextgenera<onneedsto
stepintothevoid.Weneedtobetalkingtomoreoftheyoungergenera<on.• InvestDetroitwantstobeknownasacommunitypartner—mul<plewaysto
plugin.
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DRAFT
Threats • CDFIstoCDOs • Powerimbalance–CDOsvs.Funders• Maurice,Arthur,andtheMayor–therearegoingtobewinnersandlosersin
termsofgeography.FundersandCDFIsaremakingdecisionsonwhethertheywillfundprojectsandorganiza<onsbasedonthatmap.
• TerritorialnatureofCDOs• For-profitsector–Bedrock,McCormickSmith,American,etc.,20%affordable—
privatesectorcandothisalldaylong.EvenlocalslikeHantzthinkshe’sdoingeveryoneafavorforhiswork“cleaningup”theEastside.Thesefolkswon’tpickuptrashintheneighborhoods.Couldalsoleadtodisplacement.
• Currentlytherearenobigdeveloperfeesforcommunityorganizing.However,developerswanttobeknownfortheirgoodwork—sothereareopportuni<esforCDOs.
• CHNandNeighborWorksaresqueezingoutCDOs–thosewhohavewillgetmoreandthosewhohavenotwillcon<nuetodespair.
• Percep<onoffundingpa_erns–Iffundingisgoingtoneworganiza<onsorjusttheareasonthemaporjustorganiza<onswithrecognizednames(whomaynotbedoingqualitywork).
• The“system”isdifferentnow.Largergroupsarecominginbecauseofthelackofcapacity.
• ShouldCDOsbedoingphysicaldevelopment?—thosethatcontrolmoneyfeelthatCDOsshouldn’tbedoingphysicaldevelopment
• Theso`stuffwouldthenneedtobesubsidized–CDOsthatdotheso`stuffsome<mesjustwantotherstodothedevelopmentWhatistherolefortheCDOtoworkwiththedeveloper.
• Idosomethingtocontributevoice—youshoulddothisalongtheadjacentcorridorortotheadjacenthomes
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DRAFT
Service Intermediaries
Attendees DonnaMurrayBrownofMNA,ShamyleDobbsofMichiganCommunityResources,GraigDonnellyofWSU,AnikaGoss-FosterofDetroitFutureCity,SaridaSco_MontgomeryofCDAD,EricaRaleighofD3,MikeTysonofNEW,andTahirihZieglerofLISC.
SWOT
Strengths • Depthofexperienceandknowledgeofneighborhoods,depthofexper<se• Intermediaries:CDAD,MNA,NEWDFC,CEDAM,etc.• Energy–lotsofpeoplewanttodogoodstuff
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• Someindividualsareverywellconnectedsotheirprojectsmoveforwardquickly(Weaknessfornon-wellconnected)
• Fundingpieisgrowing• Fundersinvestedorinterestedininves<ng• Varietyofofferings• Veryorganizedpor<onsofthecity• Con<nuedconversa<onsbetweenCDOs/CBOs/Funders• ThereisaCLEARNEED• CDOswillingtomoveacrossboundariesw/incity• Manypartnersandorganiza<onsdedicatedtothe“work”
Weaknesses • Someindividualsarenotwellconnectedandcan’tmovetheirprojectsforward
withthesameease • Twofundingissuesaroundcapacity-buildingservicedelivery.Thereisn’tenough.
Ifthereweremorefundingtherewouldbea<ghterecosystem.Andwhatmoneythereis,isdistributeddirectlytoindividualorganiza<onsratherthananycomprehensiveeffortthroughaserviceprovider.Forexample,NEWgetsli_lefundingdirectlytodothiskindofworkfornon-profits.However,funderswillgivemoneytothespecificorganiza<onto“buy”theservicefromNEW,butthefundingisn’tenough.NEWshouldn’thavetocharge.
• Theremaybeenoughmoney,butit’spoorlydistributed.Wedon’tknowhowitshouldbedistributeddifferentlybecausewehaven’tmappedoutwhatisneeded.
• Stop,lookandGoogle.Whendeployingfundsorcrea<ngprograms/ini<a<vespeopleo`endonotfirstseeifitexistsorifithasbeendoneelsewhere.O`enthereisalreadyabaselinestudyorneedsassessmentalreadydone.Forexample,RocketFiberwantedtodoadigitaldividestudyandwejustpointedthemtotwoothersthathadalreadybeencompletedinthelastfewyears.
• Wheretogofortheinforma<on—therearetoomanyplaceswhereitispossibletogetsomeinforma<on.
• NodesignatedleadershipforCDOsthatisaccepted.We’res<llvyingforthatleader.Coordina<onthensuffers.
• Asanexampleoftheabove,IfP&DDcouldhaveworkedwithCDCsonthisroundofplanninginsteadofstar<ngfromscratchitwouldhavebe_erbutbecauseCDCsaren’tcoordinatedorrealleadershiptherewasnobodywhohadthesupportofalltheCDCstopushbackorsuggestthealterna<ve.Andthere’salackoftrustcomingfromthecityinwhateverleadershipthatdoesexisteitherinformally(e.g.,someonelikeMaggie)orformally(anorganiza<onlikeCDAD).
• TheCitydoesn’tvalueCDCs–acoordinatedeffortcouldhavehadbeenmoreimpac^ul.
• TheCitycanbeforcedintolisteningifacoordinatedeffortwascreated.InLA,theLi_leTokyoCDCpartneredwithSkidRowCDCtogathersupportfromCDCsacrossthecitytopushbackonthewaytheCitywasconduc<ngplanning.
• DoweneedcentralizedleadershipfromCityordoweneedCitytobesavvyenoughtosay…
• Notransparency—upanddownthesystem.Inpartit’sbecausewe’rebusyanddon’thave<metocommunicateandinpartit’sbecausewedon’twanttotalk
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DRAFT
beforesomethingislaunched.It’scausedbycompe<<onandthefearaboutashrinkingpieisalwaysthereeveniftherearecurrentlymoreavailableresources.
• Philanthropy-drivenstrategies—compe<ngforresourcesmakecoopera<ondifficultandpriori<zesfihngintoanindividualfounda<on’scurrentstrategyratherthananymoreholis<coralignedstrategy.
• Trust• Defini<onofIntermediary:ThecommunitydevelopmentindustryinDetroithas
differentdefini<onsofintermediarybecausesomedefineitasanyorganiza<onthatprovidesservicestootherorganiza<ons.CDADandMCRareconsideredintermediaries,buttheyarenot(accordingtothespeaker).LISCisanintermediaryinthattheydonotdotheworkonthegroundbutbringresourcesandsupporttotheworkandtheybringstrategyandbestprac<ces.Inotherci<esifyouareaCDOinanywayyouarenotanintermediary.CDAD,forexample,shouldn’tstrivetobeatthesamelevelasLISCbecauseLISCcanbringinna<onalresources.[LISCandCDAD]areinsuchdifferentlanes;LISCisaCDFI;LISCcan’tdotheworkthatCDAD(andMCR)aredoing.
• FundingandFunders:Thesystemisnotwell-funded.Compe<<onexistsforthislimitedfundingbetweenCDOs,betweenintermediaries,andbetweenintermediariesandCDOs.Partlyduetofundersnotbeingalignedresul<nginmul<pleeffortswiththeirownobjec<ves,preferredorganiza<onsandmetrics.Thosepar<culargoalsarenotpartofalargercohesiveeffort.Fundersarenotlookingatthemacropointofviewandwhileeveryoneistalking,nobodyiscollabora<ng.Infact,talkingisa)seenassufficient(awillingnesstocollaboratebutnotanactualcollabora<on)andb)talkingisusedmoreforintelligencegathering.Thereisalackoftransparency.
• LaneConfusion:confusioniscausedinpartbycompe<<onforresources;weallchasefundingandthenfindajus<fica<onformakingitpartofourmission.
• ServiceDeliveryandDefining“theWork”:becauseeachorganiza<onisdefiningtheworkforthemselvesitishardtounderstandit.Thereshouldbesomecohesion.Agreeduponoutcomesandmetricsshouldbemet—aprocessofagreementbetweenwhatthecitywantsandwhattheneighborhoodwants.
• CapacityforWhat?Whatisitthatwearetryingtoaccomplish?Whatisthelogicmodel?Somecapacity-buildingisinternaltoorganiza<onaldevelopment,someistododevelopmentandsomeisneededfororganizing.IsthereanassessmenttoolormodeltodeterminetheactualneedsofCDOsandthenasystemforprovidingservicesbasedonthatanalysis?
• CitywantsUnits,ButWon’tFundSoKCosts:CitywantsunitsanddevelopmentandtheCDOsandintermediariesneedtoprovidethatiftheywantCitysupportandcoopera<on.Thecitycan’tpayforcapacityandtalentimprovement.Weneedprivatedollarstobemoreflexiblesothatwecanprovideso`coststoorganiza<onssotheyhavethecapacitytodounitsanddevelopmentinneighborhoods.
• NoCon<nuumofCapacity-Building:weprovidecapacityatsomelevels,butnotalllevelssotheworkdoesn’tbuilduponitselftobuildcapacity.GROSandotherCDOsstruggletogetseenifthere’salargeCDOtakingupresources.
• HistoryandPersonality–peopledon’tforgetoldgrudgesandwillbringupsomethingthathappened8yearsago.Weneedafreshstart.
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DRAFT
Opportunities • City’sgrowingcapacity • Li`uphomegrownplace-basedprojectsthataren’tgivenenougha_en<on.For
exampletheSidewalkFes<valand—theAr<stVillage • Coordinatedone-stopshop—agoodexampleisinCalifornia.Itdoesn’tneedto
beoneplaceliterally,butweneedtofigurethisout.• Rebuildorreviseprevioussuccessfulmodels:ONCR,NeighborhoodPartnership
Academy,FundersCollabora<ve.• Coordina<onwould?• Re<ringleadership—newgenera<onwhomightdothingsdifferentlyandalso
nothavethebaggagefrominterpersonaldisagreementsthatsome<mesobstructprogress
• CityCouncil–Though^ulstrategicinterac<onatalllevelsofcitygovernmentisneeded.Weneedtodoabe_erjobofengagingCityCouncil.Duringtheinclusionaryhousingdiscussionatcouncil,thereweresofewprac<<onerstheir—councilwouldresponddifferentlyifwebandedtogether
• DefiningaCDO:IwanttogetoutofthisprocessistocreatethissetofstandardsofwhatitmeanstobeaCDOinDetroit.Thisiswhatwehaveagreeduponcollec<vely.TheBECDDprocessislookingatcapacity-buildingandmetricstodefineastrongorstableneighborhood,butistheprocesshelpingCDOsunderstandwhattheyneedtobedoingtogettotheendgoalfortheirresidentsandbusinesses?
• NewModelofSustainability:HelpCDOsunderstandwheretheycamefrom,howtheygottowheretheyarenow,andwheretheyneedtogointhefuture.GiventhecurrentstateoftheCity,whatisthepointofyourorganiza<onnow?
• History&Personality:Leadersbringtheweather—individualsinorganiza<onsorinacommunity—havethepowerofpersonalrela<onships—onepersoncanbecomethebarriertoothersengaging.Howdoyouempowerleaderstoengageeffec<vely?
Threats • IfCity’sgrowingcapacity/arrogance • ForthephysicaldevelopmentthattheCitywantstosee,theymightgotoCDFIs
insteadofCDOs.WhatdoCDOsthendo?Howdotheso`thingslikeorganizing,empowerment,beau<fica<on,etc.,happen?
• Physicaldevelopment—citydoesn’thaveaprocessorvisionthatincorporateresidentthoughts.We’resoexcitedaboutgehnginvestment.It'sNOTaninclusivedevelopmentprocess.
• Decisionsneedtogetmadequickly—onthegroundfolkswouldpreferaprocesstopluginto
• Cityisinahurrytoshowprogressandmeetresidentdemands.Forexample,aresidentmightwanthis/herstreetlighton,buttheresidentmightalsowanttoalsotalkaboutotherthingsthatresidentswanttoseedone.Citywantstotreatalltheotherthingsthesameasstreetlights,developmentandshort-termfixes.
• P&DDknowstheyneededanon-the-groundpartner…buttheyarereluctant—unhappyaboutthepretendCBAthing,butitsdifferent/biggerthanthat.
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DRAFT
• Notsurethereislowhangingfruitwiththecity. • DoingDevelopmentDifferentlyinDetroitwantstodoaseriesonthebasicsof
realestatedevelopment.Especiallyforplaceswherethedevelopmentishappening.Educatepeopleonwhatwillhappentoyou,taxes,etc.
• Ihavenoideahowtopullbackthetrain(City)ithasle`thesta<on.Thisrealestatedevelopmentfastmovingtrain.
• D3decidedtofocusonCIOsoffice—corporatesponsorhelpedlinkMicroso`andCIOtogetdataandtechfurtherintotheneighborhoods
• ArthurJemisonisarealally—organizearoundArthurinsteadofforcingMaurice’shand
• HowistheCDOleadershipconnectedtoArthurandhisstaff?Itss<llnotcoordinated.WhatwouldwebetalkingtoArthurabout?IsitCDAD’splace?Itcouldbe.It’snotnow,butitcouldbe.
• CDADisn’tsurewhatitwantsitsroletobe—ifCDADsaysthisiswhatIwanttodo…weneedtoknowwhotheywanttobe.TherewasapowerstruggleandCDOleadersle`CDADledbyMaggie.
• BECDDneedstoengageemergingleaders—Itcanbeenergizedandcatalyzedbyoneperson,butitcan’tbeledbyonepersonorit’ssuccessorfailurebecomes<edtotheindividualratherthantheidea.
• IndustryReformandmergerswasterrifyinglanguagetopeopleinthefirstroundofthis.“Strategicalliances”isabe_erterm.
• There’salwaysgoingtobeaneedforacertainscaletogettopeopleintheneighborhood—howdotheygetresourcedaswellasalargerstructuretohavethelargersphereofinfluence.
• ThisprocesswithBECDDisbe_erthanthefirst<mearound—it’saslowerprocesstogettothepointwherepar<cipantscansayhereiswhatwewanttodoaspartofthesystem(i.e.,CDAD)andsinceitisaprocessthatcanendratherthananorganiza<onitcankeepitsmissiontheoriginalgoalofsystemchange.
• Strongorganiza<onsaregehngstrongerandweakergehngweaker• CDOsNeedtoRegainTrustoftheirResidents:Wearenotheretosupportthe
stabiliza<onofanumberoforganiza<ons.Weareheretomeettheneedsofresidents.CDOsneedtoprovethattheyarelisteningandrespondingtoresidents.ResidentsneedtofeelfreetosaywhattheythinkCDOsshouldbedoing.
• City:TheCitydoesn’tseeariskinnotbeinga_en<vetotheneedsofresidents.Atthesame<me,they(P&DD)needtosaywhattheythinkCDOsshouldbedoing(clarifyinglanes).Wes<lldon’thaveconsensusonwhatCDOsshouldbedoingandwhatCityshouldbedoing
• Funders:PhilanthropyalsoneedstosaywhatitthinksCDOsshouldbedoingandcoordina<ngamongstthemselves,sothatmul<pleini<a<vesdon’tleadtoaprolifera<onofmany,smaller,lesseffec<veorganiza<ons.Note:Kelloggisexpectedtofundanini<a<vetosupportresident-ledorganiza<ons.HowareCDOsposi<oned?IfFordistheonlyonefundingorganizing,howareCDOspartofthatequa<on?Whathappenswhenthefunders’agendasareatoddswiththeCity(i.e.,Ford’sinvestmentsinorganizing).CDOsbalancebetweenresident/funder/city.
• CDOConnec<ontoCityCouncil:Councilneedstobetheen<tythatpushesforthepeople;theyarethewatchdogsofhowmoneyisbeingspent–Sco_Benson,
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DRAFT
MarySheffield,RaquelCastanedaLopez,GabeLeland,BrendaJonesandmaybeTatearepro-CDOandcanhelptomakethecase.
• OldGuard:Wearen’tcul<va<ngLeadershipofnextlevel• DefiningCDOsandtheSystem:Aneco-systemanalysisneeded—self-defining
[role}isnotappropriate.Together,weneedtodeterminewhattheover-archingmetricsarethatweareworkingtowardstogether.Somenon-CDOs
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DRAFT
CDO Staff (2 Sessions Combined)
Attendees OrlandoBaileyofEastsideCommunityNetwork,Chris<neBellofUNI,DanCarmodyofEasternMarket,EleanoreEvelethofSinai-GraceGuildCDC,MacFarrofTheVillagesCDC,AngieGaaboofWoodbridgeNeighborhoodDevelopmentCorpora<on,LaurenHoodofLive6Alliance,QuincyJonesofMatrixHousing,LarrySimmonsoftheBrightmoorAlliance,LindaSmithofU-SNAP-BAC,SheritaSmithofGrandmontRosedaleDevelopmentCorpora<on,PamelaMar<nTurnerofVanguardCDC,KathyWendlerofSDBA,TheresaZajacofSDBA,andDeborahPfliegeloftheCommunityLearningPartnershipobservingbothsessions.
SWOT
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DRAFTStrengths
• Moreanddifferentphilanthropicsources(2)• Abilitytoadvocateforaneighborhooddespitechangingpoli<cs • Caringcommunity • Decentralized• Need–CDOsareneeded • Opportuni<estoalign• GoodworkbyCDOs• Collabora<onacrossandwithinneighborhoods• CDADTrainings• LeadershipDetroit,DRFP(DetroitFellows)• Wehaveseasonedprac<<onerstolearnfrom• DedicatedDetroiters–“Detroitisarace-proudcity”W.E.B.DuBoisquote–Grit • Fundersmovingslowlytowardsfundingcapacity
Weaknesses • NOSYSTEM(3)
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DRAFT
• Long-termchangeneedslong-termfunding—pa<entcapital/Wedon’thavethetypeofinvestment(quan<tyandpa<ence)totakethetypeofrisktodoreallyinnova<veworkover<methatshowsresults/Physicaldevelopment—alltheworkislong-termandtakes<me
• Financialsustainabilitytosustainstaff,program,etc.(2)• Lackofalignment • Wehaveorganiza<ons,founda<ons,capacitybuildingproviders,etc.,
infrastructure—wehavetheelementstocreateagoodsystem.Howdowemakesurepeopledowhattheyaregoodat?Itneedstocoordinate.Somegroupsneedtodropwhattheyaredoing.Someintermediariesdocapacitybuildingandkeeptheadminfunds,thenpushdownfundstocommunityorganiza<ons–BizGridallthoseserviceprovidersdon’thavecustomers.
• Alignment(needtoensurealignmentdoesn’tleadtocontrolandstopcrea<vity).• Funder–creep–FundersaredoingtheworkofIntermediariesandCDOs• There’salotofplayers,sowhilewehavealotofphilanthropicresources,itgets
splitupintotoomanysmall,unsustainableamounts • Resourcesareavailabledependingontheorganiza<onthatisasking—lackof
equitable,accessiblesystemisalsoaweakness • Fewmeasurableoutcomeswhichcreatesalackofsuccessesandmakesithardto
conveythevalue • Someprojectsdon’tfallintooutput/outcomemetrics—sohowtoprovetheyare
achieving • Ifitwereeasy,themarketwouldbedoingit• Isittruethatwehave“toomany”organiza<onsinthisspace?Howdoesit
comparetootherci<es? • Rightnowar<stsgetallsortsoffunding—nowyouneedtobear<s<cwhichisn’t
ourcoremissionbutit’swherethemoneyis• Noorganizedwaytolearnandbetested—nocer<fica<on(UDMercyexists,but
itstoosmall)• Doyouweneedtobecer<fied?(Onlyonepersonthinksweneedtobecer<fied,
onethinksweshouldn’t,andthreearen’tsureitdependsonwhatitlookslike.)Howareyougoingtocer<fytomanyjob<tlesintooneconsistentprogram?Forsomeofthisworkthere’saway.MainStreetcer<fica<ondidn’tseemtomakeadifference.
• Cer<fica<onforanorganiza<onversusapersonisaques<on• Noteverythingneedstobecentralized.Oneorganiza<onmayhaveanamazing
ideaforyouthemployment,butnotallowingorgstocreatetheirownwouldbes<fling
• LackofDetroitCD101training• Compe<<onbetweenCDCsandnowillingnesstoshare• Lackofclarityonwhatcapacitymeans?Ifwedon’tknowwhatitiswe’re
measuringwedon’tknowifweareexecu<ng…• City–wantsustodoworkortheywantustogetoutoftheway--dependsonif
youareinatargetedinvestmentarea• Mechanismforservicedelivery• EvenrequestsbytheIndianVillageAssocia<onareignored--can’tgetblight
<ckets,removingblight,environmental<cketswri_en,etc.IfIVAcan’tgetthecitytoprovideservices,whatdoyouthinkthechancesareforawomancallinginfromConcordStreet?
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DRAFT
• ThereisnoneighborhoodstrategybyCity–onlyepisodic–P&DD• P&DDwantstotalkaboutintellectualconcepts,butweneedaplantoimpact
realityandday-to-day• Mayorisanalaboutnarra<ve—anditisisn’tourstoryheistelling—wehaveto
tellourstoryandcontroltheindustry’snarra<ve• HRD• LandBank• Mysteryofwhototalktowhen—itisalwayschanging• Constantfundraising• Externalnewtopdownapproach–DevelopDetroit,ImpactDetroit,weareforced
tocollaborateortheywilltakeover• Funderspayforlearningforthemselves—dobestprac<ceresearch,butdon’t
providethoselearningstoprac<<onersontheground• Lackoftalent • Cri<calneedforgoodjudgment—strategicthinking
Opportunities • Collec<veimpact—aligning—organiza<onsagreeingtoadjusttheirworkto
impactasocialissue • Backofficecoordina<on/Thebackofficeserviceswouldbuildthecapacity–HR,
Accoun<ng,IT,etc. • Lotsofareasoffocus—theindustrycangrowbecausemanydifferentissuesare
present • Workforcedevelopment—willremainahugeissuewhileK-12alsoremainsan
issue.• Noclearinghousesuchasajobboardfornewstaff(MNAkind-ofhasthis)• Opportuni<es• TheopportunityformentorshipneedstobeformalizedsortofaDRFPforexis<ng
prac<<oners.• Organizingexecu<veleadershiptocreateunifieddemandsandasks• CDADfulfillingalargerrole • Money–consistentandongoing
Threats • PeopleinthecitythinkCDOsareincompetent–NORESPECT• TheplanningforsouthwestisanexampleofhowCitycomesinwithoutworking
withtheCDOs.• IfCDOisseenascompetent,thenthecityseesCDOsascompe<<on• LackofalignmentwithCity• CDOswentawry10yearsagowithnotbeingplace-based—ifwhatyou’redoing• Risingcosts—land,propertytaxes,etc.makingithardertodobusiness• Landassembly—youcanenduppaying$500peryearforarohngproperty• Nextrecession/depression(alsoanopportunityforCDOsbecausetherewouldbe
moreneed)iscoming.• Majorchangesintaxpolicyatthena<onalpolicycouldchangehowrealestate
developmentisdone.• Changingpoli<calpriori<esandchangingphilanthropicpriori<es
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DRAFT
• Funding–fundingistooshort-termanddoesn’tmatchproject<melines• Iner<a,slowtochange• Compe<<onfromorganiza<onswithtechnicalskills,butnotthesamevalues(i.e.,
DevelopDetroit,InvestDetroit,CDFIs,BuildingBlocksorotherswhomayvalueprofit-makingattheexpenseofneighborhoodvalues).
• CityofDetroitishiringcontractorstodoboard-upsandlandclean-up—whywouldn’tyoujustpaythenon-profitswhohavebeendoingittokeepdoingit.(Itwaspointedoutthat)BlightBustersisoneofthem.(AlsopointedoutthattheCityhas…)triedtouseorganiza<onsandhelpthembuildcapacity,butitdidn’tworkaswell.
• Howdoyoucreateacentralized/decentralizedsystem(wherethingsarenotsocontrolledthatorganiza<onsaren’tabletobeflexibleenoughtomeetchangingneeds,forexample)?
• Externalnewtopdownapproach–DevelopDetroit,ImpactDetroit,weareforcedtocollaborateortheywilltakeover
• Money–s<ckandcarrot—asas<ck,iffounda<onsdriveanddefinethemission• DeathandAnnihila<on–onthehorizon• Whatisourvalueiffor-profitdeveloperscandoitfasterandcheaper(even
thoughtheydon’thavetheneighborhood’sinterestsnecessarilyatheart)• Thisclimatecomesfromthismayorandlegisla<vechangesareneeded
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