Archive for the ‘Massachusetts’ Category

Unsung Heroes: The Success of Nonprofit Counseling Agencies in Combating Foreclosures


June 7th, 2010 by Don Bianchi

This is a true story. Actually, it is two stories about the foreclosure crisis, both true.

We’re familiar with the first story. In Massachusetts and across the country, the foreclosure crisis continues to decimate families, and communities. The response from loan servicers has ranged from marginally improved at best, to anywhere from woefully inadequate to counter-productive at worst. The programs initiated by the federal government have been too little and too late and too reliant on the voluntary participation of lenders.

According to data provided by the Warren Group to the Boston Globe, the number of homeowners in Massachusetts who lost their properties to foreclosure in April, 2010 (1,372) is 80% more than the number from April of 2009 (764), and the number of foreclosure petitions (the first step in the foreclosure process) jumped 21% compared to April of 2009. Furthermore, lenders are getting more efficient at foreclosure, reducing the time it takes to complete a foreclosure from 9.2 months in October, 2008 to 4.6 months in November 2009.

But there is another story, hidden under the grim headlines of the first story. Nonprofit counseling agencies across the Commonwealth are helping prevent foreclosure, and when necessary they are helping people transition to new housing so they can land on their feet.

During calendar year 2009, according to data collected by MACDC through its GOALs Survey, MACDC Members counseled 5,200 households at risk of foreclosure. The same members reported that, by the end of calendar year 2009, 31% (1,590 households) had achieved a positive outcome (averting foreclosure) by the end of the year. Since it can take many months for these situations to be resolved many of these 5,200 households will eventually achieve a positive outcome in 2010. Furthermore, the percentage of families in Massachusetts achieving successful outcomes within the same year increased from 24% in 2008 to 31% in 2009.

Some of this success is likely attributable to the Obama Administration’s Home Affordable Modification Program (HAMP) that was introduced in early 2009. Despite significant problems with HAMP in moving borrowers from temporary to permanent loan modifications, by February, 2010, over 4,000 Massachusetts families had received permanent loan modifications under the program.

The positive impact of foreclosure prevention counseling is further demonstrated by data on the National Foreclosure Mitigation Counseling Program (NFMC). The most recent findings from an Urban Institute analysis of NFMC showed that homeowners who sought counseling after a foreclosure filing were 1.6 times more likely to get out of foreclosure, and avoid a foreclosure sale, than homeowners not assisted by counseling.

The experience of MACDC members bears out the positive impact of this counseling. Juan Bonilla, the Director of Homeownership Programs at Lawrence Community Works (LCW), tells a story of an elderly man who was not aware until days before his home was to be foreclosed that there was assistance available. With LCW’s help he got the auction postponed and later submitted the documents necessary for a loan modification, which LCW expects to be successful. There was a woman whose lender gave her a trial modification, and at its completion insisted she enter another trial period at a higher interest rate and payment, because the lender mistakenly calculated that her income had increased 25%. Because of the intervention and the persistence of the LCW counselors, both homeowners remain in their homes. Since 2007, LCW has provided foreclosure prevention assistance to approximately 400 families in the region, and 59% of these families have achieved positive outcomes.

At the Neighborhood of Affordable Housing (NOAH) in East Boston, Counselor Smita Das tells the story of a single mother of two young children. After losing her job, she was unable to pay the two mortgages on her triple-decker. With NOAH’s helped she received a trail modification under the HAMP program, and then a permanent modification that lowered the combined monthly payment on her mortgages from $4,500 to just over $2,800.

Michele Morris of Valley CDC in Northampton highlights an important reason for counselors’ success in helping homeowners in crisis: the ability to develop a positive working relationship with the loan servicer’s staff. Homeowners may typically vent their frustration by treating the loan servicer’s staff as an adversary, which is not conducive to getting the family’s loan prioritized and getting the complex servicing errors untangled.

The moral of this story is clear. With all the challenges associated with loan modifications and foreclosure prevention counseling, it remains the fastest and most cost effective method of assisting families facing foreclosure, preserving family wealth, avoiding displacement, and stabilizing neighborhoods. Our frustration and anger about the on-going foreclosure crisis should not obscure the important success that nonprofit organizations are having day after day, one family at a time. We need to dramatically increase support for counseling, not throw in the towel in despair.

Asian CDC Launches Participatory Chinatown as a New Community Tool


May 17th, 2010 by Pete Kane

Earlier this month, Asian Community Development Corporation (ACDC) and the Metropolitan Area Planning Council (MAPC) showcased a groundbreaking tool for civic engagement. Developing a very realistic 3D environment mimicking Chinatown in Boston, Participatory Chinatown gives community members opportunities to learn about the possibilities and tradeoffs the neighborhood may face in the coming years. MACDC member ACDC, in collaboration with MAPC, has provided its community with a new way to learn about their neighborhood while at the same time interact with a possible future for that area. Provided in both English and Cantonese, the program has been crafted to meet the needs of the local residents. Youth from the neighborhood volunteer at the events as well to help other residents learn how to use the 3D space and feel more comfortable.

ACDC and MAPC have hosted a number of interactive sessions for the public. I attended their event on May 5th which was focused on educating practitioners about the tool. Broken down into two sessions, we are able to see Chinatown in two different lights. The first session focuses on playing a fully-storied character in order to achieve the character’s desired goal. Each character is looking to fulfill a need within one of three categories: work, housing, social. My character, Hong Yee, was a recent immigrant with a family looking for suitable, low-income housing. By playing the character within the 3D world of the current Chinatown, you as the player are provided a view into what Chinatown is like today. Where can you find a job, where are the different types of housing located, what locations provide adequate social interaction? Through interactions both with hotspots in the world as well as with other characters, I was given hints as to where to find housing and what that type of housing could provide my family. At the end of this session, the player is asked to evaluate the options they have been presented and choose the three best options for their character. Which three jobs do you feel your character can be successful at, what housing options provide you with your needs, where can you socialize and thereby grow within your community? These choices come with tradeoffs, providing the user a view into the issues facing those currently living and working in Chinatown. There is also the chance you may end up with none of your choices – a direct reflection on the current needs of the area. As my character had a fixed budget and needed at least two bedrooms, my options were slim. In the end, I did not find housing as the wait list for my choices were too long.

The second session allows the user to examine some potential development scenarios. The three scenarios – housing-oriented, jobs-oriented, and mixed-use – were developed by MAPC and ACDC for the area of Chinatown south of the Turnpike. Participants are presented with a number of topics that deal with planning and development such as business, open space, parking and identity. Based on the three topics you feel are most important to consider when redeveloping this area, you are presented with one of the three scenarios. I selected “walkability,” “connectivity,” and “identity” as the most important factors which resulted in the mixed-use future scenario. As a user, you are invited to enter a 3D world again – this time it is the scenario that was selected. You then walk around the world to see what a future for the area might look like under this type of development. While walking around, you are asked to provide comments related to the earlier topic areas as well as to provide other comments. These comments are viewable by everyone and will be utilized in the visioning process for the Chinatown master plan.

The Participatory Chinatown team traveled to Washington, D.C., in May as part of National Lab Day to showcase the potential of this tool to senior White House Staff. This meeting will help to bring this virtual concept to the national stage, showcasing the possibility to many other community development organizations as a means to engage their communities. It will be exciting to see what information, concerns and ideas come out of this new innovation that MACDC’s member ACDC has developed.

Lobby Day 2010


April 14th, 2010 by Allison Staton

Photo by Lolita Parker Jr.

There is something inspiring about bringing people to the State House.  As a professional lobbyist I can, at times, take for granted the grand and inspiring dome sitting atop Beacon Hill.  I can find the process of watching bills or the annual budget go through the legislative process to be frustrating.

Yet on Tuesday, April 6th the stunning Hall of Flags filled with people, posters, PowerPoint displays on laptops, brochures and good food.    CDCs from around Massachusetts were represented by board members, staff, community leaders, and more than a dozen youth leaders.  Over 200 people from 38 member organizations came to meet with at least 38 legislators and aides to talk about the importance of ongoing foreclosure relief, fully supporting small business technical assistance and the role of CDCs in neighborhoods and regions throughout the Commonwealth. We also made a strong push for funding summer jobs for youth, with Makeila Layne, Dorchester Bay Youth Force from Dorchester Youth Force speaking to the crowd about the importance of those programs.

I heard people marvel at how beautiful the building is and I reminded them it is their building, they pay for it and the salaries of those working in it.  People talked about how welcoming their Senator or Representatives were.  Leaders brought their communities into the State House and the State House welcomed them.

Photo by Lolita Parker Jr.

Senator Harriette Chandler of Worcester, who was introduced by North High School Sophomore Jasmine Garcia, spoke of the importance of CDCs in her district and the pride she had in sponsoring bills that strengthen resources for CDCs.  Representative Linda Dorcena Forry of Boston spoke of how CDCs build up communities including her own.  EOHHS Secretary Greg Bialecki announced that he was doubling the Small Business Technical Assistant grants for CDCs and other non-profits so their funding was secure through the end of FY11.

And yet, as the lap tops were put away, the tables broken down, and the Great Hall of Flags became a large empty space I was reminded of the power that comes from bringing community leaders into the State House to make their case. My job will be a little bit easier now as I continue to lobby on a daily basis, but more importantly, I am convinced that our event will help build momentum for passing the legislation and budget items that our members and our communities need.

Be sure to enjoy MACDC’s first ever Lobby Day video.  It was compiled and edited by MACDC’s own Jay Rosa using video shot by various folks and the photographs of Lolita Parker, Jr.

Innovation in Action


April 9th, 2010 by Joe Kriesberg

The other day I read about a new report by New York State Comptroller Thomas DiNapoli (with the help of the New York Council of Nonprofits) that found that 87 percent of nonprofit contracts with state government (of more than $50,000) were not approved prior to the nonprofits’ beginning their work. On average, new contracts were approved nine months after the contract start dates and renewals were five months late on average.  New York State is essentially relying on nonprofit organizations being so committed to their mission that they will risk their financial health to continue providing services without contracts. Indeed the entire system appears to depend on this commitment. 

The only thing about this report that might surprise CDC and non-profit leaders is the fact that a state agency finally documented the problem.  All mission-driven organizations confront this challenge all the time – how to balance money with mission. We must often complete substantial work on a project or program before receiving a fee or reimbursement and those payments rarely cover the full cost of delivering the service. Cash flow becomes a chronic challenge and organizations are unable to build up a health reserve fund. The resulting impact on fiscal health can be severe as the Non Profit Finance Fund recently documented in a report on CDC Fiscal Health that was completed as part of the Community Development Innovation Forum.  

Reversing these trends is a primary goal of the Community Development Innovation Forum. We have recently re-activated a group of stakeholders to develop recommendations for how the real estate development finance system can be reformed to better enable non-profit developers to achieve their missions in a financially sustainable manner. 

In the meantime, I have some very good news to report about a recent policy decision that moves us in the right direction. On April 6, at MACDC’s annual Lobby Day, Massachusetts Secretary of Housing and Economic Development Greg Bialecki, announced that he would forward commit $600,000 in FY 2011 funding for the small business technical assistance program so that he could double the size of recent grants to CDCs and other nonprofits and extend the term of their contracts by 6 months. By providing greater funding certainty and stability, the state will strengthen its organizational partners, promote longer term planning, enhance professional and program development and help leverage more private and federal money – without costing the state any extra money. 

 The Secretary’s announcement was in response to problems this program has had in past years when uncertainty about the state budget would cause substantial delays in the RFP and subsequent funding decisions. Groups sometimes had to wait several months into the fiscal year before learning whether they were going to be funded again and at what level.

 Secretary Bialecki’s creative solution was made possible by a generous commitment from Mass Development to provide $600,000 in funding to the program in FY 2010 and now FY 2011. Since these funds are not contingent on legislative approval of the state budget in June, the Secretary had the flexibility to think outside the box and create a solution that will benefit the state, the grantees and most importantly the small businesses that this program seeks to support. Now that is the type of Innovation that is worth celebrating!

CDC Fiscal Health – where are we, where are we going?


March 1st, 2010 by Joe Kriesberg

Last Friday, at an event hosted by the Boston Foundation, the Community Development Innovation Forum released a new study by the Non Profit Finance Fund that looked at the fiscal health of the CDC sector.

Bill Pinakiewicz from NFF, highlighted the key findings of the study, including:

* Taken as a group, the twenty-six organizations represented in the study have become financially more vulnerable from 2003 thru 2008.  That means that the financial challenges facing community development corporations predate the 2008 recession.

* Unlike private real estate companies, CDC financial performance was not demonstrably better during the hot real estate market in the middle of the decade due to program limits on rents and profits, leaving little cushion when the market collapsed in 2008.

* The study did not find a significant difference among small, medium and large CDCs in terms of recent financial performance.

* CDCs were impacted by multiple factors – homeownership projects that came on line as the market collapsed, rental developments that were stalled or yielded inadequate fees, existing portfolios that generate little to no net cash flow to the CDC, cuts in government, foundation and corporate funding, and rising costs. The study period also covers the first five years following the elimination of the state’s CEED program, which had provided flexible funding to CDCs for more than 20 years.

* While all of the participating CDCs provided audits that fully comply with GAAP there is clearly a wide variation in financial reporting practices across the field that make it difficult to aggregate and compare data among CDCs.

We then heard from a panel including Geeta Pradham from the Boston Foundation, Jeanne Pinado from Madison Park DC, Phil Giffee from NOAH and Paul Juraschek the CFO at JPNDC.  The panelists pointed out that not all CDCs are struggling financially and that the true financial health of a CDC can sometimes be hard to discern from consolidated financial statements that include real estate properties and the core organization. The panelists described some of the tough decisions that CDCs have had to make to deal with the financial stress, including shutting down programs and laying off staff. They also noted that small changes in the real estate finance system with respect to developer fees, cash flow distribution and other rules could significantly improve CDC fiscal health and stability. There was also broad agreement that more consistency in financial reporting and more opportunities for CFOs and Executive Directors to learn from each other would be valuable.

MACDC, LISC and other partners in the Innovation Forum intend to follow up the study by renewing our efforts to improve the real estate finance system, to begin implementing Strength Matters in Massachusetts, to expand peer learning opportunities among CDCs, to support collaborations, mergers, and other ways to improve operating efficiency, and to continue researching trends to determine whether we are making progress in the coming years.

The structural flaws in the way that real estate is financed make it difficult for mission driven organizations to succeed, and this report underscores that point. Real estate development is a high risk economic activity and the affordable housing financing system makes it difficult for that risk to be adequately rewarded for mission driven organizations while not shielding them from the negative consequences of failure. It is also clear that the way all non profits are financed creates inherent challenges, including government contracts with little overhead, private philanthropy that is highly restricted and a lack of unrestricted operating funds that allow nonprofits to invest in organizational infrastructure, capacity building, research and development, and innovation. 

To me, a core problem is that too many funders are looking to simply buy services from nonprofit organizations at the lowest possible price and too many nonprofits play into this game at their own financial peril. Instead, we need more funders to think not just about the immediate program or project, but how their investment in that program or project will help the organization achieve lasting, sustainable community impact over the long term.

Welcome to my new blog!


January 21st, 2010 by Joe Kriesberg

After a couple of years of cajoling and encouragement from friends and colleagues, and a few months of my own contemplation and procrastination I have decided to venture into the blogosphere. My hope is to offer some ideas, information, and insights that will be of interest to community developers and their partners in Massachusetts and perhaps around the country. I welcome your feedback and comments as I hope this blog becomes a vehicle for sparking conversation and debate about key issues in our field.

Right now I am reading a very interesting book called Start Up Nation: The Story of Israel’s Economic Miracle by Dan Senor and Saul Singer. I started reading the book because I am in Israel for the rest of January with a Jewish Community Relations Council (JCRC) delegation of non-profit leaders. We will be meeting with our counterparts in Boston’s sister city of Haifa and around the country, including some affordable housing advocates. I’ll be writing more about that later.

But right now I am really enjoying this book. While it is providing me with good context for my trip, it also has very relevant lessons for the work we are doing in Massachusetts with our Community Development Innovation Forum. You see, it turns out that Israel is the world’s leader in innovation and entrepreneurial activity – especially in the high-tech, biotech and smart energy fields.  The authors explore the cultural and environmental factors that support so much innovation. According to the authors, it flows from such factors as a lack of hierarchy, a willingness to challenge conventional wisdom, a propensity to argue, debate, question and challenge authority, and an ability to see failure as learning step toward success rather than a reason to quit. In short,  it requires “chutzpah!”  Innovation has also been spurred by necessity (lack of natural resources, constant threats, economic and political isolation in the region) immigration, universal military service, and a strong commitment to education.   Entrepreneurialism is produced “when people can cross boundaries, turn societal norms upside down, and agitate in a free market economy … to catalyze radical ideas.”  The biggest obstacle to such innovation it turns out is “order. A bit of mayhem is not only healthy, but critical.”

Of course, there must be some balance. Israeli entrepreneurs benefit from “stable institutions and the rule of law,”  but also from Israel’s “nonhierarchical culture where everyone in business belongs to overlapping networks produced by small communities, common army service, geographic proximity and informality.”

When we are at our best, I think the community development field shares many of these attributes and characteristics. But I do worry that sometimes  we are afraid to challenge conventional wisdom, our own customs and practices, or powerful authorities, including funders and government officials. There may be a tendency to think that all of us should do the same thing or pursue the same solutions. We are often quick to judge and criticize those who try things differently. Too often we are afraid to acknowledge something has failed and when we do see failure we may see that as a permanent taint rather than a learning opportunity. In our desire for scale, efficiency, and an orderly delivery system, will we stifle the very innovation we need to achieve our ambitious goals?

My own sense is that we are all going to have to get more comfortable with disruption, confusion, disagreement, failure, and a bit of chaos if we are serious about creating a culture of innovation in our field. 

What do you think? Do you want to argue with me about that? Either way, post your comment!