Community development corporations

Community development corporations in the US are central to revitalization of local
areas that are economically and socially disadvantaged (Federal Reserve Bank of
San Francisco and Low Income Investment Fund 2012). They pursue short-term and
longer-term activities for local change as measured by economic, physical and
social conditions. CDCs in particular usually operate through housing and economic
development and community organizing (Nye and Glickman 2000).
Community development corporations are subject to a combination of economic,
social and political forces (Gittell and Wilder 1999; Frisch and Servon 2006). They
must meet the needs of multiple stakeholders (residents, businesses, other
community organizations, government) and must balance multiple mission and
operational objectives. However, there is a lack of scholarly literature on the means
by which CDCs identify values, use values to generate objectives, and choose
activities to optimize these objectives.1 CDCs have been shown to focus more on
process and structure than substantive decision modeling or decision-making in
strategy design (Stoutland 1999) and tend not to think strategically or critically
about their organizational mission and development objectives (NeighborWorks
2006). Moreover, the emphasis from funders and public officials on evaluation and
outcome measurement has turned CDC attention away from such fundamental
activities, which tend to be taken for granted (Bryson 1988; NeighborWorks 2006).
It is often assumed that organizational values are not only understood by non-profit
staff, but also agreed upon by other stakeholders. Even NeighborWorks America,
the non-profit trade organization and support provider to CDCs, does not have
among their many reports and best practice studies a discussion of how to identify
and structure organizational values and development decisions, and only 3 % of the
hundreds of courses and trainings offered by NeighborWorks relate to any aspect of
strategic planning (Bratt 2009). Thus there is an apparent gap in CDC practice that
could be filled by innovations related to decision modeling and decision-making.

ผลลัพธ์ (แอฟริกา) 1:

Die Gemeenskap Ontwikkeling korporasies in die VSA is sentraal tot vernuwing van Plaaslike.
areas wat ekonomies en maatskaplik benadeelde (Federale Reserwebank van.
San Francisco en lae inkomste Investment Fund die 2012). Hulle streef kort termyn en
Langer termyn aktiwiteite vir Plaaslike verander soos gemeet deur ekonomiese, fisies en.
sosiale omstandighede. HDSD in die besonder gewoonlik werk deur Behuising en Ekonomiese.
Ontwikkeling en Gemeenskap organisering (Nye en Glickman 2000).
Community Development korporasies is onderhewig aan 'n kombinasie van Ekonomiese ,.
Sosiale en politieke kragte (Gittell en Wilder 1 999; Frisch en Servon 2006). Hulle
moet voldoen aan die behoeftes van verskeie belanghebbendes (Inwoners, Besighede, Ander.
gemeenskapsorganisasies, Regering) en moet balans verskeie en missie.
operasionele doelwitte. Maar daar is 'n gebrek aan wetenskaplike literatuur oor die middel.
waarmee HDSD identifiseer waardes, Gebruik waardes doelwitte te genereer en te kies.
aktiwiteite hierdie Objectives.1 HDSD te optimaliseer het getoon om meer op. Fokus
proses en struktuur as die materiële besluit Modeling of besluit. -making in
strategie Design (Stout 1999) en is geneig om nie te strategies of krities te dink.
Oor hul organisatoriese doelwitte Sending en Ontwikkeling (NeighborWorks.
twee duisend ses). . Verder het die klem vanaf Befondsers en openbare amptenare op Evaluasie en
het uitkoms meting het CDC aandag weg van sulke fundamentele.
aktiwiteite, wat geneig is om as vanselfsprekend aanvaar word (Bryson 1988; NeighborWorks 2006).
Daar word dikwels aanvaar dat organisatoriese waardes is nie slegs verstaan. deur nie-winsgewende
personeel nie, maar ook deur ander belanghebbendes ooreengekom. Selfs NeighborWorks Amerika,
Die nie-winsgewende Handel Organisasie en ondersteuning verskaffer aan HDSD, nie het nie.
Onder hulle baie verslae en die beste praktyke Studies 'n bespreking oor hoe om te identifiseer.
en struktuur organisatoriese waardes en Ontwikkeling Besluite, en slegs 3% van die land.
Honderde kursusse en opleiding aangebied deur NeighborWorks verband hou met enige aspek van.
Strategiese beplanning (Bratt 2 009). So is daar 'n oënskynlike Practice Gap in CDC dat.
kon deur Innovations Verwante te besluit Modeling en besluitneming gevul word.