Binghampton Development Corporation
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Organizational analysis of BDC
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Binghampton Development Corporation
- 1. Binghampton Development Corporation Priyanka Chatterjee, Gloria Davis, Iqtidar ul Hassan, and Laura Vaughn
- 2. The Binghampton Community • 31% decline in population from '70 to '00 • 48% of the households have incomes under $20,000, median income of $26,000. • 35% of the residents live under the poverty level. • 33% of the households earn no wage or income. • 52% of the householders are female with no husband present. • Increase in home ownership to 22% in 2000 to 30% in 2010. • 92% of residents feel that the community is improving.
- 3. Mission The Binghampton Development Corporation (BDC) is dedicated to improving the quality of life in the Binghampton neighborhood. "Things are going to get better and I'm going to be right here to see it. Next 10 years, 5 years, next year, come back to me and I'm going to have more to tell you.“ Kitty Woodland, Resident “The mindset of the people is changing, people are starting to expect new things“ Octavius Nickson, Wagner General Contractors Inc. and BDC Job Training Graduate
- 4. Board of Directors Phil Mischke, Chair, Attorney Steve Bowie, Real Estate Roy Campbell, Youth Ministry Director Walter Casey, Lester Community Center Mike Cloutier, Agriculture Brian Crenshaw, Student Ministry Jeanita Davis, Lester Community Center Margaret Gilland, Senior Volunteer Paul Makris, Nonprofit Business Administration Tom Marino, Private Foundation Robert Montague, Nonprofit Director Noah Gray, Executive Director
- 5. Board Engagement • Board Meetings • Policy Matters • Monitoring • Financial Matters • Capacity Building “We see the outcomes, not the inputs. We see the change in the neighborhood. We do not see performance against targets; rather we see it in what has been done for the neighborhood.” Walter Casey, Board Member
- 6. Serving the Community Student Outreach Job Training Community Building
- 7. Compassion in Action “BDC does not want Binghampton to become a charity case for the city of Memphis or be perceived in this way, which is why there is such an emphasis on the community helping itself. Effectively, this is preventing gentrification from taking place and the residents losing their sense of self/identity.” –Noah Gray
- 10. 5 Top Challenges • Resistance from the community • Board engagement in policy • Lack of systematic efforts • Technology • Lack of advocacy
- 11. References Walter Casey, BDC Board Member and Director of Lester Street Community Center. Interview conducted by Hassan ul Iqtidar on x date. Noah Gray, Executive Director of BDC. Interview conducted by P. Chatterjee, G. Harris, H. ul Iqtidar & L. Vaughn on x date. www.guidestar.com www.wheretogivemidsouth.com www.bdcmemphis.org www.bdcmemphis.org/2015/
Editor's Notes
- GLORIA The Binghampton community is located at the geographic center of Memphis representing two square miles and 8,000 residents. Binghampton began as an independent and racially integrated rural Memphis town in the late 1800s and early 1900s. The community experienced a shifting character as the city’s growth pushed east and urban manufacturing jobs departed, leading to various stages of racial segregation, poverty and population flight, which spawned a significant reduction in home ownership and increased vacant and blighted property. Some Stats – 10 year anniversary survey A 31% decline in population from '70 to '00 48% of the households have incomes under $20,000, leading the area median income of $26,000 35% of the residents live under the poverty level 33% of the households earn no wage or salary income 52% of the householders are female with no husband present Homeownership rebounding from 22% in 2000 to 30% in 2010. 92% of respondents to the BDC's 10th Year resident survey indicated that Binghampton is improving.
- GLORIA The Binghampton Development Corporation (BDC) was formed in order to change the socio-economic structure of the area and revive it without subjecting the community to gentrification. The BDC was established around 2004 by Christ United Methodist Church. The idea for the BDC stemmed from the well-established organization Service Over Self (SOS) with the intention of focusing primarily on housing and economic development. Once the BDC achieved their initial mission to save the housing situation within Binghampton, they revisited their mission statement around 2011 in order to bring a more holistic approach to the organization and aid residents in the community to have more pride in their neighborhood. As a result, the BDC has done much to restore confidence, prosperity and self-sufficiency to the area. The BDC shares that, the lack of jobs, quality education, commercial outlets (grocery stores, clothing outlets, thrift stores, drug stores, etc.) perpetuates crime, poverty and hopelessness within neighborhoods and that an investment in capacity and opportunity can develop life-altering housing.
- HASSAN The board members are professionals, and laymen who are living among the community and already involved with the community in one way or another. Board stands for quality life, safer community and uplift society. With this perspective, the board tries to direct the mission and the policies of the organization toward the goals which can ensure these ideals for the community. Noah has served with the BDC for many years, but has only been Executive Director for less than a year. He and several other staff members live in the community.
- HASSAN Most of our meetings are on an as needed basis. When the executive needs some matters to be discussed with the board, he calls a meeting. The process of policy designing is a collaborative process. Most of the decisions are taken through voting by board, but the Executive Director, Noah Gray, has the discretion in making policy decisions without the board. The president of the organization has the discretion to identify and decide upon policy alternatives. The board informally evaluates organizational performance regularly, but does not have a formal evaluation process. “We see the outcomes, not the inputs. We see the change in the neighborhood. We do not see performance against targets; rather we see it in what has been done for the neighborhood.” Financial matters are meticulously seen into from funds generated, to funding sources to how it is used. Board Meetings They are random, because ED was saying they meet quarterly, while according Casey these meeting take place every month, some times with more frequency Policy Matters ED possesses the discretionary powers to design policy and the board is just intimated with that policy. They do not meticulously see into policy This state of affairs hints at a less active board Monitoring They see the impact of the work of the organization, they are not interested in the functional aspect of organization This shows a lack of monitoring by the board Financial Matters The audit is strict But, no participation in fund raising shows a lack of knowledge about the responsibilities of the board Capacity Building There is no formal training Board is satisfied with its capabilities But certain things, like less interest in policy designing and feeling absolutely no obligation regarding fund raising, hints at ignorance on the part of board members on certain important responsibilities.
- LAURA Student Outreach Community development starts with the youth in our neighborhood. BDC has three Student Outreach Coordinators, who relationally engage and share the Gospel in our neighborhood schools, Cornerstone Lester Prep and East High, through in-school and after-school activities. Job Training BDC provides job training for Binghampton residents, who seek a solid foundation for a productive, disciplined life and construction-related employment. Trainees receive hands-on experience working on Binghampton housing development projects. Construction, Workforce Development Community Building The primary goal of the Community Building Program is to build the residents’ capacity to survive, thrive, and adapt, which then improves their community. Neighborhood groups work within the community to empower residents and encourage self-sufficiency. Program includes: literacy support for children, parent seminars, outreach to refugee and immigrant families, neighborhood events, VITA tax preparation, newsletter and referral services to residents, housing counseling, health seminars. 3 core program with “six bucket of services” The BDC does not provide services, we provide tools and resources to enable the residents to empower themselves. To build lives of self-sustainability.
- LAURA Discuss a few of their specific activities like the art garden and the Lester Street Community Center. Volunteer Opportunities: There are not many opportunities for Memphians to become involved because the residents are encouraged to improve the community for their selves. This does not mean that the BDC does not accept help, but again there is an emphasis on growing the community as opposed to saving it. Residents are engaged in action to address community issues and help develop solutions. Can get involved by donating and being part of the solution by engaging in the movement….shop…live….teach.
- LAURA
- PRIYANKA Fundraising Expenses: Less than 1%. Reflection of no fundraising Revenue high in 2013, expense high 2014. Timing of gifts. Projecting slight deficit for 2015. About breakeven with 2014.
- PRIYANKA Resistance from community Unnecessary intervention A distrust, based on racial difference Lack of systematic effort No strategic plan to guide the systematic implementation of programs No fundraising plan – highly dependent on program income and a few foundations No formal sustainability plan No program evaluation Technology Their facilities had basic technology equipment such as computers, printers, phones, etc. No donor database Leadership does not understand why there is a need for technology Lack of leveraging social media to share their story or communicate with residents Website is out of date Lack of advocacy According to the Executive Director, there is no active involvement with political advocacy or lobbying. The BDC is solely a grassroots movement, and the ED indicated that in order for bigger changes to take place policies would effectively have to change. Planning They don’t have a strategic plan, a fundraising plan or a succession plan.