Fairmount/Indigo Line CDC Collaborative (FICC) …...2015/05/11 · Fairmount/Indigo Line CDC...

Fairmount/Indigo Line CDC Collaborative (FICC) Strategic Plan for 2015 – 2018

Sponsoring Community Development Corporations

Codman Square Neighborhood Development Corporation (CSNDC) 587 Washington Street Dorchester, MA 02124 617-825-4224 csndc.com

Dorchester Bay Economic Development Corporation (DBEDC) 594 Columbia Road, #302 Dorchester, MA 02125 617-825-4200 dbedc.org

Southwest Boston Community Development Corporation (SWBCDC) 11 Fairmount Avenue, #101 Hyde Park, MA 02136 617-364-7300 swbcdc.org

Adopted May 11, 2015

Urban Agriculture and Food Security

Networks

City Planning and Public

Agency Networks

Anti-Displacement Organizing

Networks

Economic Development

and Jobs Networks

Family Asset Building Networks

Transit Equity

Networks

Arts and Culture

Networks

Funder and Social

Investor Networks

Greenway and

Environmental Networks

Community

Development Networks

The ‘Big Tent’ Vision of the Fairmount/Indigo Network … a statement of vision and unity developed by more than a dozen community-based initiatives working together as part of the Fairmount/Indigo Network. The Fairmount/Indigo Line CDC Collaborative and its three member CDCs are active Fairmount/Indigo Network participants, and together with other community representatives affirmed this vision statement in early 2015.

‘Create Equity’ means establishing a level playing field where residents who face the greatest social and economic challenges are able to improve their lives, benefit themselves, their families, the Fairmount/Indigo Corridor neighborhoods, and ultimately all residents of the City.

Equity along the Fairmount/Indigo Line means a future -- where existing residents and local businesses are well-organized to create safe, healthy, economically and culturally thriving neighborhoods; where coordinated action ensures that those at the margins of wealth and those excluded from existing power structures have increased resources, improved public services, new economic opportunities and increased control of local assets to help shape the destiny of their families and communities.

Actionable Outcomes Equity along the Fairmount Corridor will be achieved when low- and moderate-income residents and businesses benefit from:

Transit Equity and Justice – achieved by an improved Indigo Line with frequent, reliable, affordable service, good transit connections and less polluting trains.

Affordable Housing and Development without Displacement – realized by building energy efficient transit oriented housing affordable for renters and homeowners, by implementing protections for long-time residents (especially the elderly) to benefit from community improvements and increased property values without risk of displacement.

Financial Empowerment – attained by generating new economic opportunities and access to high quality education, business support, and high-quality living wage jobs for current and future generations to grow incomes, build assets and pursue aspirations.

Community Pride and High Quality Environments – accomplished by creating healthy, safe, vibrant neighborhoods filled with access to green and recreational spaces, locally grown fresh food, arts and cultural activities and safe and inviting places for gathering and building community.

Racial Justice and Political Power – achieved by exposing racial injustices that underlies inequalities in the Fairmount Corridor and by organizing people and resources to achieve racial and income equity.

* Equity is just and fair inclusion and access to power and positive opportunities among diverse groups of people. Achieving equity entails breaking the barriers created by different forms of oppression such as race, class, gender, age, sexual orientation, that operate in social and economic structures. Equity fosters human dignity and self-worth and requires intentional efforts toward income equality and active engagement

Fairmount/Indigo Network Purpose: To shape and influence the future of our community, secure resources, and ensure equity and opportunity for residents along the Fairmount/Indigo Line by organizing a diverse and powerful collective voice through shared values, goals and action plans. Contributing Members of the Network: ABCD Mattapan Family Service Center, Dudley Street Neighborhood Initiative, Fairmount/Indigo Line CDC Collaborative (Codman Square NDC, Dorchester Bay EDC, Southwest Boston CDC), Greater Four Corners Action Coalition, LISC, Mattapan Food and Fitness Coalition, Mattapan United, Moving from Debt to Asset, Newmarket Business Association, Quincy Geneva Housing Corporation, The Boston Foundation, The Fairmount /Indigo Line Transit Coalition, The Greenway Task Force

Fairmount/Indigo Line CDC Collaborative (FICC) Strategic Plan for 2015 – 2018 Sponsoring Community Development Corporations

Codman Square Neighborhood Development Corporation (CSNDC) Dorchester Bay Economic Development Corporation (DBEDC) Southwest Boston Community Development Corporation (SWBCDC)

Table of Contents Page

Part 1: Considerations Informing the CDC Collaborative’s Plan CDC Collaborative Mission and Overview of Our Communities and Constituents 1 Strategic Focus for the Collaborative in the Next Three Years: 2

o Transit Oriented Development without Displacement o Transit Equity o Financial Resilience and Pathways to Better Paying Jobs

Current Context: 3 o Why Try To Get Ahead of the Displacement Curve? TOD Affordable

Housing Track-record; Level of Production vs. Need o Completing the Transit Equity Agenda o Increasing Economic Prosperity for Low and Moderate-Income Families o Investing in a Solidarity Economy and Sustainable Greenway Projects

Summary Statements of Goals and Priorities for 2015-2018 5

Part 2: Sections with More Specifics on Goals, Priorities and Objectives for 2015-18 Transit-Oriented Development-Affordable Housing 7 Economic Development and a Solidarity Economy 10 Building Organizing Muscle to Stop Displacement and Achieve Transit Equity 13 Greenway and Open Space Projects 17 CDC Capacity and Collaborative Management 20

Attachments A. 2004-2014 TOD Projects Completed, In Progress and In The Pipeline B. History of the ‘Fairmount Line’ and the Fight for Transit Equity

Acknowledgements

The Fairmount/Indigo Line CDC Collaborative Strategic Plan for 2015-2018 Adopted May 11, 2015 1

Fairmount/Indigo Line CDC Collaborative (FICC) fairmountcollaborative.org

Strategic Plan for 2015 – 2018 Sponsoring Community Development Corporations

Codman Square Neighborhood Development Corporation (CSNDC) 587 Washington Street Dorchester, MA 02124 617-825-4224 csndc.com

Dorchester Bay Economic Development Corporation (DBEDC) 594 Columbia Road, #302 Dorchester, MA 02125 617-825-4200 dbedc.org

Southwest Boston Community Development Corporation (SWBCDC) 11 Fairmount Avenue, #101 Hyde Park, MA 02136 617-364-7300 swbcdc.org

Our CDC Collaborative Mission The Fairmount/Indigo Line CDC Collaborative strengthens diverse communities linked by the Fairmount/Indigo Rail Line as viable homes and places of opportunity for people of low- and moderate-incomes. We seek equity through increased affordable housing, excellent public transit, pathways to good jobs and financial resilience, new commercial enterprises, sustainability innovations, expanded open space and opportunities for active living, and vibrant public places. We organize local residents and businesses and coordinate action with many neighborhood partners, public agencies and social investors.

Overview of Our Communities and Primary CDC Constituencies The Collaborative focuses on Dorchester, Mattapan and Hyde Park communities which border 7.3 miles of the MBTA Fairmount/Indigo line between the Newmarket and Readville station stops. More than 93,000 people live within a half mile of this part of the line, representing 15% of Boston’s total population. Proportionally more family households are in our communities than in the City of Boston as a whole (83% are family households vs. 60% for the City of Boston.) More than 20% of our families and 35% of our neighborhoods’ children live in poverty. While Boston’s city-wide median household income is $50,684, nearly half of households along the Fairmount/Indigo Line earn less than $40,000 per year. The majority of people living within our communities are African American (59% compared to 22% for the City as a whole) and 20% are Latino. The communities are rich in language diversity. A majority of Boston’s speakers of Haitian Creole, Cape Verdean Creole, Brazilian Portuguese, and Spanish of numerous dialects make their homes along the Fairmount/Indigo Line. Our communities have many assets: most importantly the cultures, creativity and resilience of the people who live here now; the more than 900 small businesses operating in neighborhood commercial districts and light industrial centers; the strong network of visionary and resourceful community nonprofits, artists and eco-entrepreneurs; and, the publicly held land near rapid rail transit which can be cultivated for housing, commercial use and green space.


Strategic Focus for the Collaborative in the Next Three Years The three CDC members of the Collaborative - Codman Square NDC, Dorchester Bay EDC, and Southwest Boston CDC - understand that there are nuances of different needs and strategic priorities within each of our immediate communities and organizations. After working successfully together for a decade and achieving victories which have resulted in close to $400 million in transformational investments for our communities, the CDCs could declare ‘Victory!’ and go separate ways. However, as part of a six month strategic planning process beginning in November 2014, all three CDCs have affirmed that a united stand and a coordinated strategic approach is now more critical than ever.

Over the last ten years, the Collaborative has provided the glue for shared action, learning and reflection on cutting-edge community development strategies. By being a part of a close-knit collaboration, the CDCs have achieved results for each organization’s priorities. We have had a higher impact overall by together focusing on the Fairmount/Indigo Line corridor as a whole. While continuing to pursue Transit Oriented Development (both affordable housing and commercial development), investing in small business incubators, eco-innovation enterprises and sustainable Greenway projects – all of which are outlined in more detail in the body of this plan, the Collaborative is renewing its commitment and tightening its focus on three major strategic directions for shared action:

Transit Oriented Development without Displacement… And, Building the Power Base to Achieve it. We will pursue a multi-tiered strategy to keep Fairmount/Indigo communities affordable for low and moderate families. While continuing to build TOD housing controlled by CDCs – we must go beyond this strategy to organize a power-base of people living in private housing. We aim to confront speculative practices and policies before they fully take hold in our communities. If left solely to market-driven forces, the very people who fought for transit justice and economic equity in the City of Boston may become more vulnerable and at risk of being displaced, or seeing their children and grandchildren displaced by a “hot” speculative market which may emerge in the next decade. We are joining in citywide coalitions to press for policy changes such as stronger linkage and inclusionary development formulas and ‘just cause’ eviction protections.

Transit Equity. We will actively participate in a robust transit equity campaign determined to complete long sought after improvements in construction, policies and operating practices of the Fairmount/Indigo Line. Our message will highlight that our communities deserve both rapid transit and affordability as part of our long term campaign to achieve equity. The transit equity agenda is not yet complete and we may face even greater challenges in 2015-2018. As CDCs participating in the Fairmount/Indigo Line Transit Coalition, we need to rejuvenate the campaign and renegotiate with a new governor and MBTA administration.

Financial Resilience and Pathways to Better Paying Jobs. In this next phase of our collaboration, we want to go deep to change the economic patterns and the resiliency of financially vulnerable people in our communities--particularly low-income people of color, immigrants, and those who have been incarcerated—all of whom need bridges to better paying jobs and ways of building assets to stop a multi-generational path that keeps whole groups of people in poverty. Now that we have worked to get the Fairmount/Indigo Line up and running, we want to pursue a deliberate strategy of linking employers and job seekers via the rapid transit line. As ‘bookend stops’ between the southern Hyde Park neighborhood and northern Dorchester, the Readville and the Newmarket stations host a combined total of 17,000 jobs. We want to create the neighborhood-based pathway to these jobs in the next three years.

We see these three strategic directions as a renewed rallying point for the collaboration of our three CDCs. The body of this strategic plan covers the specific goals and measurable objectives for the next three years, please see specific goal sections which begin on page 7.


Current Context Why Try to Get Ahead of the Displacement Curve? As nonprofit affordable housing developers, the Collaborative understood from the very beginning that the Fairmount/Indigo Line could provide an unprecedented opportunity for new economic prosperity for low and moderate-income residents. But, the timing of community development strategies must take into account market-driven forces which can counter-act our goals. As new rapid rail stations come on line there is the potential side-effect of attracting more real estate speculators, and eventually creating a competitive real estate market for people with higher incomes. This pattern has happened, and is continuing to happen all over the region. For many Boston area communities, it’s too late to stop market-driven displacement of people, particularly low- and moderate-income people of color. We think the next three years provide a critical window of time to get a head of the displacement curve by organizing new community strategies.

We know displacement issues are part of a regional dynamic, driven by the ever escalating costs of housing and a growing population in the Boston area. People of higher incomes begin moving into areas that were predominantly low-income communities in their own pressure-cooker searches for housing options. The rate of change is not happening at the same pace in every neighborhood in the Fairmount/Indigo Line Corridor, but neighborhoods in the Dudley Street area and other parts of Roxbury are organizing in full force as part of a “Right to Remain” campaign. They are documenting rapid rent increases by landlords intent on flipping real estate.

Increasing housing density and building more permanently affordable housing is one way to slow the dynamic. But, it is not enough. The growing attractiveness of the Fairmount/Indigo Line, with its proximity to downtown Boston, and the physical improvements we are making to housing, commercial districts and planned open spaces, lay the groundwork for our once under-invested communities to eventually become “hot” real estate markets. In the past two years, there’s been an uptick in private speculators buying property and real estate agencies beginning to market specific sections of Dorchester, with new stations of the Fairmount/Indigo line being featured as an attribute. Hyde Park has not been affected as much by this speculation yet, and in some ways may be in the best position to pilot land trust strategies with existing homeowners.

The member CDCs of the Collaborative are aligning anti-displacement strategies now, before wide-spread private speculative development can take hold in Uphams Corner, or Codman Square, or further removed Mattapan and Hyde Park. Messaging in a strong anti-displacement campaign must not pit one priority of our communities against another (e.g., excellent rapid transit service vs. affordable communities). Our communities deserve BOTH affordable housing and transit equity! We aim to build the base of power necessary and to work in city-wide alliances to achieve both goals for the future or our neighborhoods.

TOD Affordable Housing Track-record: Since 2004, more than 1,400 people, mainly families, have moved into new TOD homes constructed or renovated by our CDCs. Approximately 20% of these units have been sold to moderate-income, first time homebuyers. The CDCs own the other 80% of the units; thus, preserving them as permanently affordable, highly energy-efficient rental units within walking distance of the Fairmount/Indigo Line. The CDCs expect to complete construction on another 300 units by the end of 2018. The Collaborative’s early positioning to pursue TOD real estate strategies before all of the station stops were opened has had a tremendous impact. By the end of this strategic plan, more than 2,000 people will enjoy more economic security because of our work to provide stable, affordable housing. In the next three years, the Collaborative will continue to acquire land, site control and financing for new TOD projects with a future yield of 300 to 500 more units. (See Attachment A for the Collabarative TOD projects completed, and those in progress.)


Our Level of Production versus the Need for Affordable Housing: We are proud of the housing we’ve created, but we know it’s not enough. Based on the BRA 2013 Fairmount Indigo Corridor Profile, we know 18,000 people are living in poverty within a half mile of the rail line. Those numbers swell when considering families living paycheck to paycheck, watching housing prices go up without comparable increases in wages. We plan to pilot a range of new approaches to fortify the economic resilience of low-income tenants in private housing and low and moderate-income homeowners. We want existing neighborhood residents to be able to weather changing neighborhood dynamics. We want current residents to be able to afford to stay in place as housing prices increase. As a Collaborative, we are exploring land trust strategies and advocating for a new acquisition loan pool to be available to low and moderate-income homeowners. We are joining in citywide coalitions to press for a stronger linkage formula and inclusionary development formula that targets funds for deeply affordable, permanent, non-speculative housing. We are also part of citywide alliances calling for a Just Cause Eviction law to protect tenants from speculative flipping strategies. And, as part of addressing immediate needs of community residents, CDC members are ratcheting up financial fitness counseling and deepening referral connections to a broader network of service providers, such as Mass Saves, which can help make a financial difference with housing and utility costs.

Completing the Transit Equity Agenda and Facing the Challenges Ahead The functioning of the MBTA became a front and center public issue in early 2015, dominating not only local news but national news for weeks. The vulnerability of the whole system was exposed by the frequent shutdowns and slowdowns during a historic five week period of blizzards and the accumulation of more than 100 inches of snow and ice. One of the Fairmount/Indigo Line Corridor’s strongest allies, Dr. Beverly Scott, the General Manager of the MBTA, abruptly resigned. The new incoming Republican Governor Charles Baker was slow to show support during the state of emergency, and publicly criticized the MBTA’s handling of the system during this time. During the same period, Governor Baker was proposing less investment in MBTA infrastructure. In the middle of February’s storms, the Pioneer Institute, a conservative think tank, called on the state to place the MBTA in receivership and halt most expansion and construction in the system. Clearly, there are political forces aligning to tear down the previous administration’s investment and planning for Smart Growth corridors, like the Fairmount/ Indigo Line Corridor.

The Collaborative has provided, and will continue to provide leadership within the Fairmount/Indigo Line Transit Coalition. Achieving transit justice for communities between Readville and Newmarket is still our agenda. The Collaborative advocates for improved service, fair rates, new station openings, marketing to build ridership, better connections with MBTA hubs, and non-polluting trains. We hope the public outcry over the state of the MBTA during the snow emergencies of 2015 will lead to stronger regional transit coalitions that demand significant public investment system-wide. But for now, the Collaborative will concentrate on renewing negotiations with a new MBTA administration to continue to achieve transit equity for our neighborhoods. As part of raising visibility for Fairmount/Indigo line stations, the Collaborative will also sponsor placemaking activities aligned with Main Streets promotionals and strategies of the Fairmount Cultural Corridor. (Please see Attachment B outlining the history of the Fairmount/Indigo Line and the long fight for transit equity.)

Increasing Economic Prosperity for Low- and Moderate-Income Families The Fairmount Indigo line opens up a rapid-transit pathway to higher paying jobs and higher education. One of the top priorities for the Collaborative in the next few years will be developing stronger linkages between employers and job seekers via the line. As ‘bookend stops’ between the southern Hyde Park neighborhood and northern Dorchester/Roxbury, the Readville and the Newmarket stations host light industrial centers with a combined total of 17,000 jobs accessible by rapid rail transit. Commuters who take the line another ten minutes inbound into South Station enter the hub of employers and well-paying jobs for the Boston region. Improvements in the integration of the line with other MBTA services would provide residents along the line with easy, public transit access to the University of Massachusetts and Roxbury Community College as well as other higher education institutions. The Collaborative’s CDCs already have positive relationships with such career-training institutions as the New England Center for Arts and Technology, Jewish Vocational Services, ABCD and the Kroc Center Culinary Program. In this next phase of the Collaborative’s work, the CDCs will focus on deepening employment related partnerships with employers as well as workforce development training and education sites.


Investing in a Solidarity Economy and Sustainable Greenway Projects There is much promise in the economic development strategies which support smaller scale businesses within the neighborhood commercial districts as well as CDC investment in entrepreneurial start-ups. Altogether, in the last ten years, the CDCs have developed commercial space at seven different neighborhood sites. At least three more commercial sites will be developed and leased to small businesses and nonprofits by the end of this strategic plan. Dorchester Bay EDC in particular has led the way in creating incubator spaces for entrepreneurs. One such project is the Bornstein and Peal Food Production Center, 36,000 square feet of commercial space renovated by DBEDC in 2014. The Center has two state of the art shared commercial kitchens currently used by 20 local food entrepreneurs with a combined total of 100 employees. By the end of 2017, the Center will host approximately 50 small businesses and more than 150 employees. Many of the local food producers are selling their products at neighborhood farmers’ markets as well as other venues, and are part of an emerging Green Economy also known as a Solidarity Economy movement. “Buy Local” is a motto embraced by both traditional neighborhood small businesses and a new wave of food producing entrepreneurs.

Codman Square NDC also has several pilot programs underway which fit within a Solidarity Economy framework. One of Codman Square’s projects is the creation of a new urban farm, the OASIS on Ballou Urban Agriculture Enterprise. The project will employ and train local people as farmers, with the first planting schedule to begin in the spring of 2015. The newly formed, worker co-op CERO is an independent enterprise which Codman Square is promoting to social investors. CERO was organized by immigrant workers who want to be owners rather than employees. They are starting a composting soil business which will pick up local food waste from area restaurants, compost it and sell it as organic soil for growing crops. In Hyde Park, Southwest Boston CDC has a longstanding youth employment program known as the Green Team. In the summer of 2014, the Green Team created a “Goatscaping Project” and successfully demonstrated how to herd goats for clearing poison-ivy off of two acres of land. Goatscaping proved to be a sustainable, non-toxic and fun approach for preparing the Green Team’s work to remove invasive plants. Interest in community use of open space continues to grow, and is part of a larger vision for Fairmount/Indigo Line communities – the creation of a nine mile Greenway with walking and biking infrastructure improvements, community gardens, urban agriculture and other types of open space. The Collaborative will continue to promote a vision for nine miles of Greenway alongside the Fairmount/Indigo Line.

As a collaborative, the CDCs continue to be active members of broader initiatives such as the Fairmount/Indigo Network, the Fairmount/Indigo Line Transit Coalition, the Fairmount Greenway Task Force, the Fairmount Cultural Corridor and other city-wide and regional alliances. A Summary of the CDC Collaborative Goals and Priorities for 2015-2018 The CDC Collaborative plan includes goals and priorities for 2015-2017. Collaborative work for coordination and resource development is listed in first priority and second priority order under each goal. Please see the body of the plan for goal sections with measurable objectives under each priority. It is understood, that if resources are limited, the Collaborative will focus on accomplishing objectives listed under first priorities, and pursue Collaborative objectives in second priorities areas as viable. Individual CDCs may be in a position to accomplish second priorities even if the Collaborative needs to scale back due to limited resources.

Transit-Oriented Development-Affordable Housing

Goal: Secure homes and economic opportunity for more than 2,000 low- and moderate-income people by building and preserving affordable, energy efficient housing within walking distance of station stops along the high-speed MBTA Fairmount/Indigo Line.

Priority 1: Build and manage more than 730 TOD energy efficient units as permanently affordable rental housing for approximately 1,825 people by 2018, and have another 300-500 units in the pipeline for future development.

Priority 2: Promote economic empowerment through homeownership by acquiring units to be developed/rehabbed and sold below market rate; involving 200 home buyers in a mutual aid network; and offering financial fitness counseling.


Economic Development and a Solidarity Economy

Goal: Build strong relationships with major employers and small businesses along the Fairmount/Indigo Line in order to significantly increase the number of higher paying jobs held by long-time neighborhood residents of Dorchester, Mattapan and Hyde Park.

Priority 1: Place approximately 300 unemployed or under-employed neighborhood residents in living-wage jobs with employers at the Fairmount/Indigo line bookend station stops of Newmarket and Readville, which together host more than 17,000 commercial and light industrial jobs.

Priority 2: Promote and invest in locally owned businesses, eco-entrepreneurs, artistic enterprises and coordinate place-making activities as part of building thriving neighborhood commercial districts connected by the Fairmount/Indigo Line.

Building Organizing Muscle to Stop Displacement and Achieve Transit Equity

Goal: Over three years, organize a power base of tenants and homeowners who will provide active leadership in North Dorchester, Codman Square, Mattapan, and Hyde Park to push public officials to act on the demands to stop speculator-driven displacement of residents even as the transit equity agenda is aggressively implemented.

Priority 1: Build one-on-one relationships and collectively survey 700 private housing residents with the expectation of engaging 50 leaders and 250 people who want to be active on an anti-displacement action campaign and/or transit equity campaigns by the end of 2016.

Priority 2: Actively participate and provide leadership for a robust transit equity campaign and renewed negotiations with the MBTA.

Greenway and Open Space Projects

Goal: Recruit institutional champions for the Fairmount Greenway vision in order to build deeper capacity to raise significant capital for open space development, including natural areas, farms, gardens, sustainable enterprises and the Greenway route.

Priority 1: Strengthen the partnership with the City of Boston and explore formal partnerships with large open space organizations and land trusts.

Priority 2: Showcase progress on four to six parcels and work with the City of Boston on designing and installing infrastructure for the Greenway route.

CDC Capacity and Collaborative Management

Goal: While working in partnership with the broader Fairmount/Indigo Line Network to achieve a vision of transformation, collaborate on CDC-specific strategies to achieve maximum impact and reinforce the stability, growth and expertise of member CDCs.

Priority 1: Pursue joint fundraising strategies which benefit all three CDCs, provide new funds for experimentation and pilots as well as continued support for established strategies and collaborative management.

Priority 2: Convene joint strategy sessions and review ways to pool capacity to meet shared organizational needs.


Transit Oriented Development-Affordable Housing Goals, Priorities and Objectives for 2015 - 2018

Goal: Secure homes and economic opportunity for more than 2,000 low- and moderate-income people by building and preserving

affordable, energy efficient housing within walking distance of station stops along the high-speed MBTA Fairmount/Indigo Line. Why? Market-based real estate development does not work for the most economically vulnerable. In ‘hot’ real estate markets, even families with stable yet moderate incomes are often displaced from their home communities. For ten years, CSNDC, DBEDC and SWBCDC have worked together to build housing for families in the greatest need. The opportunity to do Transit Oriented Development (TOD) along new station stops of the Indigo Line opens up tremendous economic opportunity but also raises the specter of potential displacement for those families not in CDC-owned housing. In the next three years, the CDCs will pursue strategies to: 1) build hundreds of more units of affordable, highly energy efficient housing, all within walking distance of Indigo Line stations; 2) work with long-time homeowners and renters to reap the benefits of TOD, and 3) resist market-based speculators’ pressures to move.

Priority 1: Build and manage more than 730 TOD, energy efficient units as permanently affordable rental housing for approximately 1,825 people by 2018, and have another 300-500 units in the pipeline for future development. Objectives

Timeframe

Notes related to Objectives

Mid-Point Evaluation with CDC Boards and Staff, Dec. 2016

a) Complete construction and leasing of 284 new,

affordable TOD rental units at five sites by the end of 2018. Thus, providing homes for approximately 710 low- and moderate income people.

(see Attachment A for specific CDC projects)

Total of 284 new units by the end

of 2018

Resource Implications: The three CDCs collectively raise

$300,000 each year in operating revenue to support personnel working on TOD real estate development and asset management

Approximately $75,000 is needed jointly pursue green design and building science strategies, as well as increasing data collection and analysis

Data to Track as a Collaborative: Pooled baseline data on tenant income and % of income going to rent, utilities, transportation, etc. between 2016-18 Portfolio wide building and utility usage data (using WegoWise) to track energy and water usage/savings post retrofits Note: CDCs currently estimate that approx.. 2.5 people live in each CDC unit

b) In the Pipeline: Identify and secure site control and

funding for at least seven new TOD sites in Dorchester and Hyde Park, with potential to yield 300-500 units by 2020. Also, do feasibility analysis of 1-2 Mattapan projects in collaboration with Mattapan United.

Identify & feasibility

analysis by 2016

Predevelopment in 2016-2018

c) Green, Energy Efficient Property Management:

Provide high quality, green management of TOD rental units owned by CDCs (447 in 2015, plus 284 more units by the end of 2018.) Continuously improve and pursue portfolio-wide energy efficiency and water savings to lower costs for tenants and CDCs. (Att. A for CDC owned housing)

Ongoing green retrofit

improvements to 731 CDC

owned units


d) CDC Collaboration Goal for Real Estate:

TOD architectural/landscape design guidelines; Quarterly joint strategy and peer learning sessions

on cutting edge eco innovation & TOD practices; Presentations at 1-2 national or regional;

conferences a year related to TOD, near net zero, net zero, and net positive energy building practices.

Guidelines by Fall 2015

12 Joint Strategy Sessions & 3-6 conferences

2015-18

Cross-CDC Collaborating Team: Real estate developers, asset &

property managers, eco-innovation staff from each CDC

Consulting building scientists, T.O.D. planners & architects

CDC executive directors

Priority 2: Promote economic empowerment through homeownership by acquiring units to be developed/rehabbed and sold below market rate; involving approximately 200 home buyers in a mutual aid network; and offering financial fitness counseling to families and senior citizens. Objectives

Timeframe



a) Build/rehab and then sell energy efficient and near-

net zero homes to income eligible, first time buyers 22 units scheduled for construction in 2018; Include approximately 30 more homeownership

units as part of mixed-income predevelopment planning with construction scheduled for 2018;

Develop a mutual aid network for 22 new home-owners, the 119 families who have previously bought CDC properties, and approx. 60 home-owners who purchased private market housing. (see Attachment A for specific CDC projects)

Acquisition and site control by

2017

Construction and sales in

2018

By end of 2018, ~ 200 home owners in mutual aid

Resource Implications: Advocate for new public resources to

support a loan loan pool for low-interest rehab loans to existing homeowners with limited income.

The three CDCs collectively raise and contribute ~ $140,000 to supporting staff who provide financial and a range of housing counseling services and referrals to residents

Develop partnership and coordinate approach with tenants’ rights organizations

$50,000-$100,000 to support outreach and development of new home buying and homeowner series within three communities; series on tenant rights and community options

Explore better coordination between the City and the Collaborative of City sponsored (DND) housing programs within Fairmount Corridor

$10,000-$15,000 for expanded data collection/analysis by university research team ~ 28 census tracts (CSNDC 2014 baseline, expand to North Dorchester, Mattapan & Hyde Park)

b) Advocate for establishing a loan pool dedicated to

the needs of financially vulnerable homeowners: Engage 35 senior citizens by mid-2016, and 50

senior citizens by Dec. 2017 in financial literacy, estate planning and/or landtrust strategies;

Provide low-interest rehab loans to improve habitability of property of ~ 50 moderate income homeowners, and ~ 25 small landlords housing 1-3 tenant families (estimate of 75-125 households);

Assist 275 families with financial fitness counseling; Coordinate with MassSaves and other utility-

sponsored energy efficiency incentive programs to improve living conditions and lower energy costs for homeowners, small landlords and tenants.

Ongoing counseling and

referrals

Evaluate in June each year as a Collaborative


c) Workshops on homeownership & tenants’ rights:

Sponsor a series of home buying classes for current CDC tenants and other tenants interested in homeownership;

Recruit a partner (e.g. Boston Tenant Coalition) to run “know your rights” workshops for tenants living in private rental units.

Each series of workshops, at least twice a year in three-

four community locations

Data to Track as a Collaborative: Use the ‘9 susceptibility to displacement benchmarks’ to monitor changes in the 7 census tracks studied by CSNDC in 2014, expand to 5-14 other key census tracts identified by DBEDC and SWBCCD

Cross-CDC Collaborating Team: Research partner (e.g., Boston

University team for all 3 CDCs) CDC staff including data specialists,

resident counselors; existing or new home mortgage officer

Tenant Rights partner organizations MassSaves and LEAN coordination to

target for critical mass impact


Economic Development and a Solidarity Economy Goals, Priorities and Objectives for 2015 - 2018

Goal: Build strong relationships with major employers and small businesses along the Fairmount/Indigo Line in order to significantly

increase the number of higher paying jobs held by long-time neighborhood residents of Dorchester, Mattapan and Hyde Park. Why? Boston median household income is $50,684, but nearly half of Fairmount/Indigo Line Corridor households earn less than $40,000 a year. More than 20% of families (and 35% of children) live in poverty. For the first time in 60 years, with the opening of the Fairmount/Indigo Line, neighborhood residents of Hyde Park, Dorchester and Mattapan can access higher paying jobs and job training sites via rapid transit. In particular, the 250 businesses at the new Newmarket station stop have more than 15,000 employees working in food production, construction, building supplies, medical services, catering, biotech and more. There are an estimated 200 position openings per year among the different employers, but no centralized system for advertising positions or recruiting new employees from Fairmount Corridor. The Newmarket Business Association (NBA) wants to grow industrial sector jobs, foster career ladders and increase local hiring. At the other south end of the Corridor, Readville has 231-commercial and light industrial businesses and 2,872 employees. The Collaborative will partner with The American Cities Coalition to identify types of existing jobs in Readville's industrial sector and to do outreach to businesses. We will develop a sustainable referral system matching Fairmount Corridor residents to these jobs. The CDCs are also invested in a an emerging ‘Green Economy’ also known as a ‘Solidarity Economy’ movement which encourages innovative startups, worker coops and a neighborhood culture of buying local, growing local crops, and producing food and other goods locally.

Priority 1: Place approximately 300 unemployed or under-employed neighborhood residents in living-wage jobs with employers at the Fairmount/ Indigo Line bookend station stops of Newmarket and Readville, which together host more than 17,000 commercial and light industrial jobs. Objectives

Timeframe

Notes Related to Objectives


a) Newmarket Job Opportunities Clearing House:

Partner with the Newmarket Business Association to develop an online job opportunities database, survey and track employer needs related to job vacancies, new positions being created, and any gaps in skills and needs among current workforce at Newmarket.

MOU with NBA by Fall 2015

Survey Results from employers

in 2016

Resource Implications: Increased CDC staffing capacity

related to job linkage strategies and data entry. Will also explore distinct functions a workplace development partner may provide (see obj. d, pg.11)

~ $10,000 a year to give free Fairmount/Indigo line tickets to job seekers for interviews at Newmarket or Readville, and a one month pass to those hired

Data to Track as a Collaborative: Base income (pre-job match), starting salary at new job, income growth, job retention/promotion over three years Work with MAPC re: more precise

b) Pilot Job Referral and Placement Network: In the

Spring of 2016, target advertising and outreach related to all job openings at Newmarket to neighborhoods within walking distance of the Fairmount/Indigo Line, refer 150-200 people to jobs with an expectation of 40-50% being hired. Continue job placement program through 2018, with a goal of placing more than 300 people in better-paying employment accessible via the Fairmount/Indigo line.

Launch in Spring 2016

300 placements by end of 2018


c) Build Relationships with Readville employers:

Reach out to 15-20 Readville employers to discuss employer needs related to job vacancies, new positions being created, and any gaps in skills. Explore a partnership with The American Cities Coalition (TACC) to increase job opportunities for Corridor residents in local businesses.

Outreach Sept. 2015-June

2016

Network contacts for pilot by Jan.

2017

demographic and housing data within ¼ to ½ mi. of line

Cross-CDC Collaborating Team: Resident Services Outreach and

Intake staff to coordinate match job seekers with jobs

Resource Implications: Complete existing MBTA contract

provisions as part of objective e Use a portion of MBTA grant to pay

for social media campaign to encourage current Newmarket and Readville employees to use the Fairmount/Indigo line (obj. e) as well as building contact e-lists of job seekers

Explore possible re-entry contracts for collaborative work

Data to Track as a Collaborative: Review MBTA ridership data

quarterly, conduct demographic count at each station stop during peak hours at least twice over the three years

d) Explore Formal Partnership(s) with Workforce

Development/Training Agencies: Initiate a series of meetings with such agencies as JVS, ABCD, Kroc Center Culinary Program, New England Center for Arts & Technology, and Roxbury Community College to assess ways of coordinating training and job placement for higher impact. Enter in an MOU partnership agreement with at least one agency by or before Sept. 2017.

Informal meetings,

Sept. 2015 – Jan. 2017

Pilot design/MOU by or before Sept.

2017

e) Increase Fairmount Indigo Line Ridership: As part of Newmarket and Readville business negotiations: Secure one to two MBTA corporate employer pass

agreements to provide incentives to use the line; Recruit at least one business sponsor to the MBTA

“Adopt a Station” program; Achieve daily ridership > 1,900 in 2016.

Two-Three agreements and

increased ridership by or

before June 2016

Priority 2: Promote and invest in locally owned businesses, eco-entrepreneurs, artistic enterprises and coordinate place-making activities as part of building thriving neighborhood commercial districts connected by the Fairmount/Indigo Line. Objectives

Timeframe



a) Neighborhood Commercial Districts: Engage 10-15

small business owners in four to six neighborhood commercial districts (40-60 total small businesses) by coordinating quarterly breakfast meetings to organize: Two “Lighter, Quicker, Cheaper” placemaking

activities aligned with Main Streets promotionals in collaboration with Fairmount Cultural Corridor;

Introduce DBEDC loan products available to all small businesses in Fairmount Corridor at meetings.

At least two LQC

by Sept. 2015

At least one meeting per year in each

district, 2015-2018

Resource Implications: Use portion of existing MBTA contract

to support work with small businesses (objective a)

$5,000-$10,000 events budget to share with Main Streets promotionals

Coordinate with Fairmount Cultural Corridor to have resources for arts related placemaking activities aligned with commercial district plans


b) Small Business Loans: Provide DBEDC loans and referrals for business planning to help 12-15 small businesses within commercial districts stabilize and/or expand their businesses and number of employees.

Ongoing,

2015-2018

Cross-CDC Collaborating Team: Each CDC host meeting times in their

neighborhood for DBEDC loan officers to present small business loans products, may be in conjunction with Main Streets meetings

Resource Implications: Small budget for tours Build lists and contacts with social

investors Ask The Boston Foundation to co-host

one for individuals who place Donor Advised Funds with The Boston Foundation

c) Invest in the Cutting Edge of New Business Models: Over three years, facilitate at least $40,000 in new social investments for entrepreneurs by engaging social investors (individuals, foundations, investment advisors) in tours of incubators, worker cooperatives, and eco-innovation enterprises within the Fairmount/ Indigo Corridor, such as, Bornstein & Pearl Food Production Center:

expand from 20 to 50 local food entrepreneurs (from 100 to 150 employees) sharing state-of the art commercial kitchen facilities by 2017;

OASIS on Ballou: new urban agricultural start-up with the first planting in Spring 2015. Expect to do sales at local farmers’ markets and other venues by 2017;

CERO: an immigrant worker coop involving 8-10 owers who are starting an organic soil composting business by using food waste from restaurants;

Green Team Summer Youth Work: Showcase ‘Goatscaping,’ trail-making and other environ-mental projects of employed Hyde Park teenagers;

Through our partnership with the Fairmount Cultural Corridor, connect artistic entrepreneurs to small business resources available to support their business growth.

Two FICC-Sponsored Tours a Year – total of 6 Tours, 2016 -

2018

Ongoing followup as part

of donor/ investor

engagement strategy

FICC facilitate $40,000 in small

individual investments by

2018

d) Develop New Commercial Space: Complete

development, leasing and/or sale of three TOD commercial space sites, yielding a combined total of ~ 24,500 square feet of newly renovated space for startups, small businesses and offices by the end of 2017. Have another 3-5 commercial space projects in the pipeline. (see Attachment A-2 for list of commercial projects.)

3 new commercial

spaces by 2018


Build Organizing Muscle to Stop Displacement & Achieve Transit Equity Goals, Priorities and Objectives for 2015 - 2018

Goal: Over the three years, organize a power base of tenants and homeowners who will provide active leadership in North Dorchester,

Codman Square, Mattapan and Hyde Park to push public officials to act on the demands to stop speculator-driven displacement of residents even as the transit equity agenda is aggressively implemented. Why? The opening of the Fairmount/Indigo Line has drawn some speculative real estate developers who are acquiring properties of long-time residents with a plan to eventually convert these properties and whole sections of neighborhoods close to rapid transit stops into highly profitable real estate ventures. Corporate landlords and other real estate speculators are beginning to market Dorchester and Roxbury rentals and condominiums based on the demand of young single professionals and middle-class families for housing that is relatively less expensive than downtown Boston and adjacent neighborhoods. Although speculation is not happening at an equal rate up and down the Corridor, CSNDC published a study in October 2014 documents indicators of potential displacement in seven census tracts and identifies nine benchmarks to monitor in areas at risk of being targeted by speculators. These benchmarks can be used Corridor-wide to define priority areas for community organizing to stop displacement. To stop displacement and keep the Corridor affordable will require a deep commitment to organizing a strong base of community residents – an “equity army” – which can fight speculative development while continuing to push for greater MBTA investment and improved service and new transit equity demands for the Fairmount/Indigo Line. We are also joining in citywide coalitions to press for policy changes such as stronger linkage and inclusionary development formulas and ‘just cause’ eviction protections. The Collaborative firmly believes that continued pursuit of a transit equity agenda is essential. Messaging in a strong anti-displacement campaign must not pit one priority of the community against another (e.g., good rapid transit vs. affordable communities). We want BOTH! And, we aim to build the base of power and work with city-wide alliances to achieve both goals for the future or our communities.

Priority 1: Build one-on-one relationships and collectively survey 700 private housing residents with the expectation of engaging 50 leaders and 250 people who want to be active on housing equity, anti-displacement action and/or transit equity campaigns by the end of 2016. Objectives

Timeframe



a) Research & Organizing in At-Risk Census Tracts:

Arrange for a local university research study of 9 benchmarks to monitor in Codman Square census tract to be expanded to key census tracts in in North Dorchester, Hyde Park and Mattapan. Have CDC organizers design a ‘listening campaign’ for these area and a survey related to anti-displacement, transit equity, need for affordable housing, higher paying jobs, interest in open space and greenway, etc.)

May – Sept. 2015

Organizers and EDs meet and

develop strategy and short FICC

survey

Resource Implications: Coordination of a team of organizers

working across three CDCs Meeting budget for convening major

organizers of existing campaigns to outline preliminary power analysis

Use a portion of MBTA grant to pay for social media campaign related to Fairmount/Indigo line (obj. b) which emphasizes increasing ridership

Data to Track as a Collaborative: Census Tracts in all three neighbor-hoods at risk, changes over 3 years Contact list management with fields to note interests, needs, and participation

b) Systems to Support Organizing & E-Alerts: Establish

one standard FICC contact list template/database used by all three CDCs & FICC for individual contact tracking, e-news/alerts, facebook, twitter, etc.

Set-up by Fall 2015

CDC quarterly data entry thereafter


c) Power Analysis: FICC convene primary organizers and leaders on transit equity and anti-displacement (together or separately) to review existing coalition campaigns and alliances, potential new demands to win in 6 mo. to 2 years, outline targets of campaigns, and interest in coordinated approach. Convene again to assess and refine approximately every six months.

May – Oct. 2015

April 2016 Oct. 2016

April 2017 Oct. 2017

Cross-CDC Collaborating Team: Regular convenings of Community

Organizing staff, Executive Directors and Organizing advisor to plot strategy, pacing of outreach, revise power analysis

Invest time in building relationships among volunteer leadership delegates from SWBCDC, CSNDC and DBEDC working on both anti-displacement and transit equity issues

d) First Neighborhood Action Summit in Codman Square

& Four Corners: Identify one to three significant, tangible wins which can be achieved: CSNDC organize 100-150 people already involved

in anti-displacement and/or transit equity (in addition to members of the Four Corners Action Coalition and other allies);

DBEDC organize a delegation of 10 North Dorchester leaders to attend Fall Summit

SWBCDC organize a delegation of 5 Hyde Park leaders to attend Fall Summit

Fall 2015

Summit

CSNDC turnout with DBEDC &

SWBCDC delegates attending

e) Three Neighborhood Listening Campaigns: Starting in

census tracks identified as “at risk” (obj. a), have CDC organizers and CDC leaders conduct one-on-one meetings with approximately 700 homeowners and tenants in privately held rental units to 1) listen to self-identified priorities, 2) conduct a short FICC survey on key issues, 3) identify interest in getting involved with CDCs or direct action with City Life/Viva Urbana/Right to the City, 4) get contact information (electronic, cell, mail) for future CDC/FICC contact. Individual CDC outreach targets: CSNDC organizers do one-on-ones with ~ 300

people and follow-up with 100 who want to be active with organizing or direct action, also follow-up with financial counseling with ~ 50 seniors & families who are financially vulnerable

DBEDC organizers do one-on-ones with ~ 300 people, follow-up with 100 people to involve

SWBCDC survey and do one-on-ones with ~ 100 people, follow-up with ~ 50 people to involve

One-on-Ones conducted over one and a half

years, June 2015 - Nov. 2016

Data entry & participant

tracking quarterly by

CDCs

At least once a year

Collaborative review &

combine data/ contact lists


f) Build Campaign(s) and Public Testimony: Staff organizing campaigns as part of a coalition strategy, with ongoing leadership sessions and action summits. Coordinate FICC presentations at key public policy forums re: linkage, inclusionary zoning, just cause eviction, transit equity, etc., and share community priorities for TOD, jobs, excellent public transit (etc.) during visioning sessions sponsored as part of the Mayor’s comprehensive citywide planning initiative, Imagine Boston 2030.

Ongoing

Projected 1-3 Tangible Wins by Dec. 2018

Note Consider ways of involving

constituents and organizing leaders in a variety of the types of forums being sponsored by the Mayor of Boston’s comprehensive citywide planning initiative, Imagine Boston 2030. Use various electronic forums (twitter, Instagram, facebook, etc.) as well as voicing priorities in public meeting spaces and small groups as a vehicle for sharing community-driven visions and goals for Boston’s future

Resource Implications: Approach potential voter engagement nonprofit partners about joint fundraising possibilities in 2016, 2017

Data and Research as a Collaborative: Voting patterns, policy positions of candidates

Cross-CDC Collaborating Team: Joint work plans to coordinate one

large candidates forum Sharing contact lists/database for

coordinated messaging for organizing campaigns and voter turn-out efforts

g) Develop Voter Engagement & Turn-out: Research

voting patterns and numbers of eligible voters in each CDCs’ target area. Convene a leadership core groups across CDCs to review numbers and consider setting goals for increasing voter engagement by 2017. Partner with Mass Vote, Right to the City Vote, Neighbor to Neighbor or other voter engagement organization to conduct a yearlong voter registration drive and nonpartisan voter education series which highlights anti-displacement policies, transit equity and access to better paying jobs.

Research in Winter 2016

Voter

engagement 2016-2017

2018: Assess

results and plan for future

h) Forums with Elected Officials and Candidates: Organize a series of smaller neighborhood action forums leading up to at least one major candidates’ forum which draws more than 400-700 constituents to voice community priorities and compare candidate responses.

One Forum in

Summer or early Sept. 2017

Assess results in

by mid-2018


Priority 2: Actively participate and provide leadership for a robust transit equity campaign and renewed negotiations with the MBTA. Objectives

Timeframe



a) Participate in Coalition Advocacy Strategy: Have all

three CDCs assign staff to consistently attend monthly coalition meetings and participate in developing the next phase of advocacy with the MBTA and the state. Each CDC will identify 3-5 community (volunteer) leaders to participate in Coalition projects and activities, and speak on behalf of their CDC and the CDC Collaborative at key public events.

Assess

Coalition’s functionality

with strong CDC participation in

Dec. 2015

Cross-CDC Collaborating Team: Work together as staff and leaders

on messaging which emphasizes both the need for excellent transit AND affordable housing. Help develop a “United We Stand” community-wide analysis which does not pit one priority against another

Resource Implications: To lend strength to the Fairmount/

Indigo line Coalition and/or the Collaborative efforts, approach the MIT Transportation Planning Department to make the Fairmount/Indigo line a standing project for case studies and recommendation with graduate students

b) One local event or action a year in each neighborhood: Each CDC will coordinate one local event (e.g., placemaking) or action (distributing flyers/conducting surveys) at least one Fairmount/Indigo line station stop/planned stop to highlight the transit agenda within the local neighborhood. (Also see objective a on page 8 for potential linkage)

3 events a year (one per CDC)

In 2016-2018

c) Transit Equity Messaging – it’s ‘AND’ not ‘either/or’: Frame talking points for FICC and the CDCs as achieving transit equity AND affordable housing WITHOUT DISPLACEMENT (these things go together, the community deserves both!) Commit a small section of each CDCs newsletters an article written by the Collaborative which shares latest news about the Transit Equity Campaign, interesting factoids and infographics about the Fairmount/Indigo line.

2-3 news articles a year, run by all

three CDCs plus the

Collaborative

d) Promotional Rides of the Fairmount/Indigo line: Work with members of the Coalition and other Collaborative partners to design targeted promotional events which encourage new riders to try the line (e.g., A field trip organized for ESOL students; workforce development job fair held at different station stops.)

At least one event with a

partner in 2017, 2018, 2019


Greenway and Open Space Projects Goals, Priorities and Objectives for 2015 - 2018

Goal: Recruit institutional champions for the Fairmount Greenway vision in order to build deeper capacity to raise significant capital for open space development, including natural areas, farms, gardens, sustainable enterprises and the Greenway route. Why? The Collaborative estimates current priority parcels will need $1 million to $2 million in capital improvement dollars to achieve community visions for open space projects at six sites. Funds are currently being raised project by project, after determining which nonprofits will take over ownership of parcels and maintain the sites. Approximately $45,000 is needed for a pilot of the bike path, two half-mile segments, and a social media fundraiser is raising about $5,000 for wayfinding signage. It’s been a slower process than originally envisioned, in part because the collaborating CDCs have competing priorities for resources and time. The long term vision is to have nine miles of Greenway for recreational use, community gardens and farms and other sustainable enterprises -- a new Emerald Necklace spanning the Fairmount corridor. To realize this vision, it will take a multi-million dollar initiative and require dedicated leadership for raising both public capital and cultivating donations from individuals and conservation foundations. In the next three years, the Collaborative would like to explore the interest and potential of bringing in a lead open space partner organization which commits to the Greenway cause, and, with CDC members of the Collaborative, builds a multi-million fundraising campaign involving both public and private investments, to accelerate the completion of open space goals. While investigating a potential new partnership approach, the Collaborative and member CDCs will continue to work with community groups on priority projects and make progress with the resources currently available.

Priority 1: Strengthen the partnership with the City of Boston and explore formal partnerships with large open space organizations and land trusts. Objectives

Timeframe



a) Recruit New Greenway Open Space Partner: Develop

a Greenway presentation to share at a series of meetings between CDC Collaborative representatives and potential open space partners such as the Boston Nature Center of Mass. Audubon, Trustees of the Reservation/BNAN, Emerald Necklace Conservancy, and The Trust for Public Land. Review the Greenway Concept Plan and explore institutional interest in joining the Collaborative and/or options for adopting specific projects. If viable, sign an MOU outlining terms and expectations of partnership by Mar. 2016

Complete

presentation materials by

July 2015

~ 6 meetings Sept. - Dec.

2015 MOU with new

partner, Jan-Mar. 2016

Cross-CDC Collaborating Team:

Identify lead CDC ED/Rep to open up dialogue and organizing meetings with potential Open Space partners and public officials with City of Boston Departments, MA Department of Conservation and Recreation (DCR)

Bigger Tent Involve Greenway Task Force

members, key project representatives (e.g., Woolson Community Garden reps) and consultants as strategy sessions and potential options become more clear after initials set of meetings to discuss interests

Approach Parks Department and DCR to discuss taking ownership of priority parcels in the Greenway development

b) The City of Boston as Greenway Champion: Meet with DND, Parks and Recreation and other key public officials to strategize on a coordinated approach and schedule for deep public-private capital investments in multi-site Greenway projects. Also explore feasibility of a state line item to support Greenway with backing from the City of Boston.

By Oct. 2015

Determine

2016-18 strategy based on meeting(s)


Priority 2: Showcase progress on four to six open space parcels and work with the City of Boston on designing and installing infrastructure for the Greenway route. Objectives

Timeframe



a) Resolve Land Ownership and Maintenance Issues: Secure formal agreements on ownership of the land and responsibility for maintenance as a necessary step before DND designation, further site design, and fundraising for:

Magnolia Street, Uphams Corner-Community Gathering Space & Outdoor Theatre

Washington Street, Four Corners- Urban Wild with edible plants, native trees and shrubs

Make a ‘Go/No Go’ decision for Collaborative support based on ability to secure agreements and determine the leads for ongoing maintenance and fundraising. For project(s) going forward, secure DND designation by June 2016, raise capital; construct in 2017-18.

Agreements secured, and ‘Go/No Go’

decisions made by Dec. 2015

Complete construction by

end of 2018

Resource Implications: Preliminary: $30,000 for installation

for phase 1 of Magnolia, approximately $250,000 more to complete ‘Community Gathering Space and outdoor Theatre.’ Results of discussion with potential partners listed on page 17 will influence sustainability discussions for Greenway projects, including Magnolia and Washington St. Additional review of expected uses, short and long-term expenses, and agreements for holding the land, maintaining the land will be part of FICC ‘Go/No Go’ decision

Estimated $770,000 to complete Washington-Urban Wild based on conceptual design

If maintenance becomes an obstacle, consider raising joint budget to hire workers/landscape contractors to maintain multiple sites. Currently DNI may be able to hold the land.

b) West Street and Doyle Playground in Hyde Park: Co-

sponsor with City of Boston Parks Department a design charrette for West Street which ties into plans for the Doyle Playground. Support SWBCDC in building a relationship with MA Department of Conservation and Recreation (owner of Doyle) to develop a coordinated capital improvement plan for Doyle Playground and West Street. (also see Green Team goatscaping project in Section 2 on Economic Development)

Community Planning

Charrette in Fall 2015

Resource Implications: Budget estimate for West St. done in

collaboration with City; other concept plans in conjunction with MA Department of Conservation and Recreation.

Explore possible commitment from the City of Boston’s Parks Department.


c) Greenway Task Force: Continue to cultivate interest,

visibility, volunteer help, grassroots fundraising and hands-on projects with Greenway Task Force members. Invite new representatives from Dorchester Bikes, Dorchester Cyclist Coalition, Bowdoin Bike School, Healthy Dorchester, Boston Bikes, Boston Cyclist Union, Walk Boston, Boston Public Health Com-mission & Boston Food Forest Coalition to implement hands-on projects to build Greenway visibility.

Sponsor 1-2 projects and

events a year, 2015-2018

Resource Implications: Hands-on projects selected by Task

Force member groups, also ask member networks to take on grassroots fundraising for small projects

Build a social media campaign to reach the individual members of cyclist organizations

d) Greenway Route Development: Complete

fundraising campaign and work with the City of Boston to: Install 50 large, 150 small signs and bike sharrows

over four to six miles in the Fall of 2015 and Spring of 2016;

Work with the City, State and MBTA to design and implement infrastructure improvements at three intersections or rail stations by 2017.

Signs installed in Fall 2015 & Spring 2016

Route

infrastructure in 2017

Resource Implications & notes: $4,500 raised, solicit for ~ 500 more

with online fundraiser for signs $10,000-$15,000 to sponsor

promotional events which raise visibility of route and parcels

$45,000 as preliminary estimate for Greenway route infrastructure

Prepare conceptual designs for Greenway street and intersections

Design wayfinding signs for key locations (e.g., commercial districts)

e) Operational Support & Raise Visibility: Woolson Community Garden, Mattapan: feature

work and ways to get involved in e-news and tours.

OASIS on Ballou, Codman Square: Support CSNDC’s progress with Phase 1 and highlight Phase 2 concept plans as part of Greenway advocacy strategy and in e-news (also referenced in Section 2 on Economic Development)

Ongoing, 2015-18

Resource Implications: Development complete,

maintenance funds responsibility of Mattapan Food and Fitness ~ 500 more with online fundraiser

Phase 1 of OASIS on Ballou estimated at $70,000 being raised primarily by CSNDC

Phase 2 of OASIS on Ballou includes building, estimate of $1 million

Signage & bike path to intersect with parcels

Coordinate promotional events of Green Task Force for maximum exposure (e.g., bike tour or play streets with groundbreaking events at OASIS on Ballou and special garden days with Woolson Community Garden.)


CDC Capacity and Collaborative Management Goals, Priorities and Objectives for 2015 - 2018

Goal: While working in partnership with the broader Fairmount/Indigo Line Network to achieve a vision of transformation, collaborate

on CDC-specific strategies to achieve maximum impact and reinforce the stability, growth and expertise of member CDCs. Why? The Fairmount/Indigo Line CDC Collaborative is more than ten years old. In the last two years, FICC has experienced some ‘funder fatigue’ as long-time supporters have reduced grants or shifted their priorities for funding. Although the CDC Collaborative is still viewed as a driving force of the Fairmount Corridor vision, new networks and non-profit collaborations have sprung up to take the lead on implementing aspects of the Corridor-wide vision, (e.g., the Fairmount Cultural Corridor network). These new networks are markers of success. However, they also require a different type of positioning for the future of the CDC Collaborative. The situation is further complicated by a number of transitions occurring in 2015. One of the Corridor’s strongest allies, the General Manager of the MBTA abruptly resigned in early 2015. The CDC Collaborative holds a contract with the MBTA, with a scope of work to be completed in 2015. The Collaborative wants to fortify its relationships with MBTA and lay the groundwork for future collaboration. In addition, executive leadership transitions are occurring at DBEDC and SWBCDC. Both CDCs expect to hire new executive directors in the Fall of 2015. All three CDCs have affirmed the important role the Collaborative plays; all expect to continue with a unified approach. The Collaborative forecasts having a more constrained budget in FY 16 with a plan to secure increased revenue in FY 17 and FY 18. All three CDCs have expressed strong interest in involving senior staff and the Boards of Directors in joint strategy sessions as well as combined communications strategies to build visibility for Fairmount/Indigo Line CDC Initiatives.

Priority 1: Pursue joint fundraising strategies which benefit all three CDCs, provide new funds for experimentation and pilots as well as continued support for established strategies and collaborative management. Objectives

Timeframe



a) Raise funds collaboratively for CDC-specific strategies

in the strategic plan, with projections as follows: $300,000 for FY 2016 (Jul. 1 2015-June 30, 2016) $400,000-$500,000 for FY 2017 $400,000-$750,00 for FY 2018

Continue to review opportunities for new strategic fundraising to position FICC for future growth in FY 19.

Review fundraising plans and financial

statements quarterly

2015 - 2018

Resource Strategies to Consider As part fundraising sessions, pool

FICC and individual CDC lists and amounts being given from current supporters of TOD-Smart Growth, eco-innovation, economic development, Greenway projects, community organizing and resident engagement and brainstorm new ways of pitching collaborative work

b) Systematic Approach to New Funding Sources:

Coordinate a team approach to identify potential new funding sources (local and national) for collaborative work, with priority given to new strategic directions: Workforce development (Newmarket & Readville)

and strategies to overcome income disparities, build family assets, promote economic resilience;

Anti-displacement strategies including research, organizing and advocacy, financial literacy counseling, and/or direct action-protest.

Aug. 2015: joint session for all

fundraising staff & consultants

Follow-up session in Oct.

2015 2016-2018: Approx. 3

sessions a year


c) Raise FICC and CDC Profiles with Individual Donors:

Build the visibility of Corridor work by presenting as a Collaborative with reps from all three CDCs at events and on-line forums that draw individual donors and family foundations. Organize FICC tours for individual prospects and existing CITC individual investors twice a year, beginning in 2016. Build lists of individual donors/prospects with messages targeted to projects individual donors are most likely to support.

At least one FICC

presentation/ tour a year in 2016, 2017,

2018

Ongoing building of

lists/e-contact

Resource Strategies to Consider Ask The Boston Foundation to

feature the Collaborative and CDCs at forums related to donor advised funds at least twice, 2015-18

Build relationships with Social Venture Partners and other organizers of individual donors interested in social investments, esp. for incubator and eco-innovation projects

d) Meet with the Mayor of the City of Boston: Insure meaningful Fairmount/Indigo line CDC representation in the Imagine Boston 2030, the Mayor’s city-wide comprehensive planning initiative so that Fairmount equity, TOD and economic development goals are incorporated into the broader plan. Meaningful representation means, a seat for FICC on the decision making body for Boston 2030. CDC Boards request a meeting with the Mayor to determine his priorities and to share the CDC Collaborative's strategic priorities with him by August 1, 2015 (with letter from FICC Boards requesting a meeting with the Mayor sent by June 15, 2015).

Send letter with request to

Mayor by June 15, 2015

Schedule meeting with

Mayor by Aug./Sept. 2015

2015-18: Ongoing

engagement

Notes Involve CDC Board members in

contact letter and meeting(s) with Mayor

Consider inviting key public officials to periodic FICC gatherings involving joint meetings of all boards

Priority 2: Convene joint strategy sessions and review ways to pool capacity to meet shared organizational needs. Objectives

Timeframe

Notes


a) Senior Staff Gatherings: Convene senior staff working

groups, across CDCs, four times a year to share lessons learned and develop strategies together.

Quarterly,

beginning in June 2015-18

Strategies to Consider Ask CDC property management

companies for help with gathering/sharing tenant contact information for future e-news and job opportunity alerts

Ask all senior staff at each organization to share new organizing/outreach/small business contact information with the Collaborative on a quarterly basis

Build off existing CDC facebook and social media campaigns to feature Collaborative work and vice versa

b) Board Gatherings: Covene CDC Boards of Directors together at least once a year for reflection, strategy development and/or tours of the Corridor. Recruit 3-5 Board members from each CDC who agree to be FICC ‘ambassadors’ and attend community and coalition meetings, make presentations and you-tubes related to both individual CDC priorities and FICC goals.

1st Convening in Nov./Dec. 2015

Annually

thereafter


c) Communications: Gather and combine contact list information to be used for FICC alerts and individual CDC communications as needed. Build the list to 7,000 by end of the plan by including CDC tenant lists, wait lists for housing, resident initiatives, organizing contacts, small business owners and employees.

Build lists to

2,000 by early 2016; 7,000 by

end of plan

Recruit data management partners (academics, etc.) to help meet data tracking priorities

Ask volunteers and/marketing professionals living in the neighborhoods to help with YouTubes of meetings and events and stories to be shared

d) Collaborative Tracking of Data: Review priorities and

choose 3-4 indicators for data tracking and research which can illustrate Collaborative impact over time.

Prep in 2015

Collection

2016-2018

e) Consultant Contracts: CDC executive

directors/designated representatives review consultant scopes of services and budgets each June and confirm agreements on scope of contracts.

2015-2018

By mid-June each year

f) Explore ‘lead CDC’ model: Consider ways to build on

specific expertise each CDC may bring, and contract between CDCs to extend the reach of services and strategies and add depth of approach within individual neighborhoods (e.g. quarterly small business sessions to explore loan opportunities with DBEDC loan officers presenting at forums organized in Hyde Park by SWBCDC)

2015-18 Dec. each year

Attachment A

TOD Affordable Housing Projects Completed between 2004 and 2014

Project Units Mixed-Use NC or R* Status CDC

1 Dudley Vil lage 50 MU NC Occupied-rentals DBEDC

2 Lithgow Bldg 31 MU R Occupied-rentals CSNDC

3 Girls Latin Academy 93 R Occupied-rentals CSNDC

4 Levedo Building 24 MU NC Occupied-rentals CSNDC

5 Uphams West 13 MU R Occupied-rentals DBEDC

6 157 Washington St 24 MU NC Occupied-rentals CSNDC

7 Franklin Field S, II 21 NC Homeownership CSNDC

8 Norwell-Whitfield 20 NC Homeownership CSNDC

9 Acquired Foreclosure Properties 79 R 26 bldgs: 20 home ownership, 3 occup. rentals 3 CDCs10 COHIF 2 R Homeownership CSNDC

11 Codman Sq Apts 80 MU R Occupied-rentals CSNDC

12 Quincy Heights I/II 129 R/NC Occupied-rentals DBEDC

566 6 MU

447 TOD CDC owned/maintained of a combined total CDC portfolio of more than 2,000 units

119 TOD sold for homeownership

Project Units Mixed-Use NC or R Expected Completion Date CDC

1 Residences at Fairmount Station (former Nott St) 27 NC 2017-rentals SWBCDC

2 Talbot Commons I 18 MU NC 2017-18-rentals CSNDC

3 Talbot Commons II 48 NC 2017-18-rentals CSNDC

4 Cottage Brook Apts 147 R 2017-18-rentals DBEDC

5 Whittier/Lyndhurst/Washington 44 MU R 2017-rentals CSNDC

6 Church Lots/New England Heritage Homes 22 NC 2017-2018 homeownership CSNDC306 2 MU

284 CDC owned/maintained22 sold for homeownership

Note: CDCs estimate 2.5 people per completed unit. Between 2004-2014, ~1,415 people enjoyed TOD housing, an additional 765 will haveTOD homes by the end of 2018, for a total of ~2,180 people benefiting since the Collaborative formed.

1 Four Corners Plaza 30 MU R/NC pre-development CSNDC

2 COHIF foreclosures 6 R pre-development CSNDC

3 Boston Bay/Hope Bay 132 R pre-development DBEDC

4 270 Talbot ("Roper's Auto") 25 MU NC pre-development CSNDC193 2 MU

4 NC, 2R6 TOD projects

4 TOD projects 1 NC, 2R, 1 R/NC

5NC, 6R, 1R/NC

Active TOD Projects in Pre-Development. To Be Completed, 2015-2018

1st Phase of TOD: 566 Units Completed, 2004-2014. Rented & Sold to Families Now Living within 1/2 Mile of the Fairmount/Indigo Line

TOD Housing In the Pipe Line: Early Pre-Development

12 TOD projects* NC = New Construction, R = Rehabilitation

A - 1

Attachment A

Project Sq Ft Status CDC

1 Dudley Vil lage 6,260 Completed & Leased DBEDC

2 Levedo Building 500 Completed & Leased CSNDC

3 Uphams West 3,915 Completed & Leased DBEDC

4 157 Washington St 3,500 Completed & Leased CSNDC

5 Lithgow Building Completed & Leased CSNDC

6 Codman Square Apts 4,250 Completed & Leased CSNDC

7 Pearl Business Center I, II 36,000 Completed-Light Industrial, partially leased DBEDC

54,425

Project Sq Ft Expected Completion Date CDC

1 191-95 Bowdoin St 14,000 Complete in 2017-18 DBEDC

2 Talbot Commons l & II 9,500 Complete in 2017-18 CSNDC

3 Whittier/Washington/Lyndhurst 1,000 Complete in 2017 CSNDC

24,500

1 Four Corners Plaza 6,500 CSNDC

Project CDC

1 Lewis Chemical SWBCDC

2 Maxwell Building DBEDC

3 Cote Ford CSNDC

Type of Development

7 TOD Commercial Projects square feet owned and managed by CDCs

TOD Commercial Space- All Mixed-Use

1st Phase of TOD Commercial Space- All Mixed-Use, Completed, 2004-2014. 54,425 sq ft leased to Small Businesses/Small Business Incubators

Mixed use; with 100 rental & 29 homeownership units included

TOD Concept Plans & Feasibility Assessments for Potential Development, 2015-2018

square feet

CommercialMixed use; with 80 mixed-income rental/12 homeownership units included; 20,000 square feet commercial

TOD Commercial Space in the Pipeline: Early Pre-Development

3 TOD Commercial Projects square feet owned and managed by CDCs

Active TOD Projects in Pre-Development. To Be Completed, 2015-2018

commerical/retail portion of project was re-financed only; no additonal rehab; square footage (25,000) is not being counted in commercial TOD output.

A - 2

B-1

Attachment B History of the ‘Fairmount Line’ and the Fight for Transit Equity

As part of strategic planning we reflected on some of the historical forces affecting our work as CDCs, and how those forces inform our current strategies and our vision to benefit the people who live in our neighborhoods now, especially those who been parts of groups which have historically been discriminated against. The Fairmount Line originally opened as the Midland Railroad in 1855. It was one of Boston’s first passenger railroads, which at its peak included 11 stations. After World War II, although freight service continued, passenger service did not resume. Communities bordering the rail line experienced rapid demographic shifts as a result of ‘white flight’ to booming suburban towns outside of Boston. The Fairmount Corridor neighborhoods were plagued by institutional disinvestment and redlining by lenders. In 1979, the MBTA restored service to two of the neighborhood stations—Uphams Corner and Morton Street (because of rerouting needs related to reconstructing the Southwest Corridor Orange line) —and ran the Fairmount Line passenger service from Hyde Park’s Readville and Fairmount stops to Dorchester’s Morton and Uphams Corner stops then on to South Station. The Fairmount Line service was irregular and expensive ($5.50 to $6.50 one way). For the vast majority of people living in communities alongside the Fairmount rail line, the train was something to be seen but not accessed or ridden.

Fast forward to the year 2000. The Greater Four Corners Action Coalition launched the fight to create new stations and bring “transit equity” to the neighborhoods alongside the Fairmount rail line. For years, predominantly African American, Latino, Caribbean and Cape Verdean residents of our neighborhoods had to rely on lengthy bus rides with transfers to get to work and schools. In 2004, the grassroots Transit Equity Coalition succeeded in winning $43 million in commitments from the Commonwealth of Massachusetts to upgrade the MBTA Fairmount commuter rail line and add station stops in Dorchester and Mattapan. Four community development corporations located within the Fairmount Rail line Corridor, were active with the transit equity campaign, and in 2005, brought the weight of their organizations to the effort by working to engage many community partners in further negotiations with the MBTA. As a result of this work, an additional $150 million was secured for infrastructure improvements and a rebranding of the line as the “Fairmount/Indigo Line.”

While organizing for transit equity, the CDCs also created the Fairmount/Indigo Line CDC Collaborative. The Collaborative pursued an explicit agenda of acquiring land within a half mile of the anticipated opening of more Fairmount/Indigo line station stops. The CDCs secured financing and began constructing “Transit-Oriented-Developments” (TOD) as permanently affordable housing for low and moderate income people. TOD commercial space developments provide economically viable space for small businesses, start-up incubators and entrepreneurs. The Collaborative also pursued the concept of the Greenway, which requires the turning over of parcels of publicly held vacant land to be put to community use for recreation, environmentally sustainable projects, open space and revived natural areas.

A Moment to Celebrate, Followed by a Need to Renew Strong Transit Equity Advocacy. Fast forward to the year 2013. Finally, after years of organizing and advocacy, communities along the Fairmount/Indigo Line celebrated when the MBTA completed construction and opened three new stations at Newmarket, Four Corners/Geneva and Talbot Avenue all in Dorchester. The MBTA is still on track to begin construction on a fourth station at Blue Hills/Cummins Highway in Mattapan in the second half of 2015. Community advocates are negotiating with the MBTA for another two stations to open at Columbia Road in Dorchester and River Street in Hyde Park. The Fairmount/Indigo line Transit Coalition also succeeded in reducing the fares to $2.10 one way (Zone 1A) for six stops in Dorchester, Mattapan and Hyde Park and continues to press for Readville to be included in the Zone 1A rate. These wins have been significant. For the first time in more than sixty years, the Fairmount/Indigo Line provides rapid rail service to some of Boston’s lowest income neighborhoods. The equation of commuting time for neighborhood residents seeking or holding higher paying jobs in downtown Boston changed from a 45 to 90 minute-one-way commute by MBTA bus to a 13 to 23 minute-one-way commute by MBTA rapid rail.

B-2

The Collaborative members and their partners have been recognized as a model for transformational success with a number of awards and press conferences with representatives of the U.S. Department of Housing and Urban Development, the Environmental Protection Agency, the Federal Transit Administration, the City of Boston, the Boston Foundation, Local Initiatives Support Corporation, the MBTA, and former Massachusetts Governor Patrick Duvall among others.

The 2013 and 2014 celebrations were much deserved. However, the transit equity agenda is not complete and may face even greater challenges between 2015 and 2018. The functioning of the MBTA became a front and center public issue in early 2015, dominating not only local news but national news for weeks. The vulnerability of the whole system was exposed by the frequent shutdowns and slowdowns during a historic five week period of blizzards and the accumulation of more than 100 inches of snow and ice. One of the Fairmount/Indigo Line Corridor’s strongest allies, Dr. Beverly Scott, the General Manager of the MBTA abruptly resigned. The new incoming Republican Governor Charles Baker was slow to show support during the state of emergency, and publicly criticized the MBTA’s handling of the system during this time. During the same period, Governor Baker was proposing less investment in MBTA infrastructure. In the middle of February’s storms, the Pioneer Institute, a conservative think tank, called on the state to place the MBTA in receivership and halt most expansion and construction in the system. While this has not happened, there are clearly political forces aligning to tear down the previous administration’s investment and planning for Smart Growth corridors, like the Fairmount/ Indigo Line Corridor.

The Collaborative has provided, and will continue to provide leadership within the Fairmount/Indigo Line Transit Coalition. Achieving transit justice for communities between Readville and Newmarket is a high priority. The Collaborative will advocate for improved service, fair rates, new station openings, marketing to build ridership and non-polluting trains. We hope the public outcry over the state of the MBTA during the snow emergencies of 2015 will lead to stronger regional transit coalitions that demand significant public investment system-wide. But for now, the Collaborative will concentrate on renewing negotiations with a new MBTA administration to continue to achieve transit equity for the Fairmount/Indigo Line neighborhoods. Please visit fairmountcollaborative.org, for a more complete history of the Fairmount Train Line, the fight for transit equity and the milestone accomplishments of the Fairmount/Indigo Line CDC Collaborative between 2004 and 2014.

Fairmount/Indigo Line CDC Collaborative (FICC) Sponsoring Community Development Corporations

Codman Square Neighborhood Development Corporation (CSNDC) Dorchester Bay Economic Development Corporation (DBEDC) Southwest Boston Community Development Corporation (SWBCDC)

Acknowledgements Many people contributed to the CDC Collaborative strategic planning process by participating in meetings or interviews, and sharing relevant data, documents and other resources. Thank you all! Johane Alexis-Phanor, CSNDC Grant Writer Marcos Beleche, CSNDC Associate Director Jason Boyd, CSNDC Director of Community Organizing and Resident Resources Michael Brown, Organizing Consultant Michael Chavez Architectural Designer/Enterprise Foundation Rose Fellow Shane Culliton, CSNDC Information Systems Manager Dan DeSantis, DBEDC Director of Economic Development Sheila Dillon, Chief of Housing and Neighborhood Development, City of Boston Mark Dinaburg, CSNDC Director of Real Estate Development Jeanne DuBois, DBEDC Senior Advisor (retired as Executive Director of DBEDC on 1/31/15) Megara Flanigan, DBEDC Director of Capital Development Sherry Flashman, Fundraising Consultant R. Michelle Green, DBEDC Chief Operating Officer Diana Kelly, SWBCDC Board President Mary Knasas, Senior Planner III, Boston Redevelopment Authority Sarah Lamitie, SWBCDC Board Treasurer

Gail Latimore, CSNDC Executive Director Elias Monteiro, DBEDC Director of Resident Initiatives and Community Organizing Michelle Moon, Greenway Consultant Ines Soto Palmarin, Fairmount/Indigo Network Consultant to The Boston Foundation Helena Pimentel, DBEDC Executive Assistant Geeta Pradhan, Associate Vice President of Programs, The Boston Foundation David Queeley, CSNDC Eco Innovation Fellow Abadur Rahman, CSNDC Director of Ecomonic Development Christina Sieber, Director of Institutional Advancement, Action for Boston Community Development, Inc. Mat Thall, SWBCDC Interim Executive Director Joan Tighe, Coordinating Consultant Bob Van Meter, Executive Director, Boston Local Initiatives Support Corporation Drew Vernalia, CSNDC Asset Manager Charlie Vlahakis, Notetaker Andy Waxman, DBEDC Director of Real Estate Tiffany White, CSNDC Executive Assistant/Special Projects Tremayne Youmans, CSNDC Millennium Ten Coordinator

Between November 2014 and May 2015, collaborative planning was coordinated by Jeanne Dubois, Megara Flanigan, Sherry Flashman, Gail Latimore, Mat Thall, Joan Tighe and the planning facilitator, Jaime Pullen.

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