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How is the Greater Crisfield Action Coalition (GCAC) like other CDCs in the country? First of all, like GCAC, “Community Development Corporations (CDCs) are nonprofit, community-based organizations focused on revitalizing the areas in which they are located, typically low-income, underserved neighborhoods that have experienced significant disinvestment,” according to community-wealth.org. How many CDCs are there in the U.S. and who starts them? The National Congress for Community Economic Development has estimated there are at least 4,600. In fact, they operate in every state and region, including on the Eastern Shore of Maryland, with 90% launched by individuals or small groups and run by a professional staff, as GCAC is proposing. Carol Steinbach, author of Enterprising Communities: Community-Based Development in America, says “The median CDC budget ranges from $200,000 to $400,000 annually. The staff generally includes a director and one or two people working on development, community building and support activities…” They are funded by federal, state, and local grants and also by community donations, and by contributions from foundations, banks, and local businesses. In comparison, GCAC’s proposed operating budget is $245,000 and includes hiring an Executive Director, an Administrative Assistant, plus funds for rent and utilities, phones, computers, copier and supplies, as well as professional services including accounting, legal, and grant writing. All hiring and professional services would be advertised, and every effort would be made to hire and buy locally, if possible. Of course, Board members and their families would be excluded from any compensated work. Steinbach’s research also shows that CDCs have fared well “as an enhancement to government and markets.” In fact, there are many new sources of funding because “the CDC record of accomplishment is solid.” She states further, “Their chief contribution has been to pioneer an innovative approach to fighting poverty – stressing local action, flexibility, alliances with public and private sector institutions, and interventions on multiple fronts to attack distress.” They are now “widely viewed as the nation’s best strategy for revitalizing poor areas.” Let’s look at a CDC in our area. In 2000, leaders in Ocean City, a City of 7,000, formed the Ocean City Development Corporation (OCDC) to focus on revitalizing the downtown area from 4th Street to the Inlet. They hired a fulltime Executive Director and Administrative Assistant and funded their $300,000 operating budget with $100,000 from the City, $100,000 from the County, and $100,000 from state grants and other fundraising. Sixteen years later, the results are impressive. After 175 facade projects from 2000 to 2015, the revitalization of the downtown has resulted in a 90% increase in property values. Furthermore, the incremental increase currently generates a total of $2,684,614 in new tax revenue annually: $900,523 for Ocean City; $1,573,090 for the County; and $211,001 for the state. As you can see, the City and the County get a great return on their $100,000 annual investment. Interestingly, it is not uncommon for elected leaders to serve on community development boards. In fact, the People’s Law Library says this about Community Development Corporations in Maryland and their Boards: “These individuals may be from the city and county government, community, churches, public charities, or an established group within the organization forming the CDC.” For example, the CDC in Easton has the Mayor and a councilman on its Board. The Lake County, Montana CDC website shows that the CDC includes a county commissioner. As a final example, the Lehigh Valley EDC Board in Pennsylvania includes elected county and city officials. As you can see, GCAC is modeled after the thousands of other CDCs in the country: It has a volunteer Board of experienced and dedicated local leaders, including elected officials, whose plan is to seek funds for the proposed operating budget to hire an Executive Director and an Administrative Assistant to carry out the mission and vision as defined in the Action Plan. GCAC is also in some ways modeled after the Somerset County Long-Term Recovery Committee whose operations were carried out by a paid fulltime staff of 7, most of whom held college degrees. To be clear: CDCs are not Chambers of Commerce. Ocean City has a Chamber of Commerce AND a CDC. Easton has a Chamber of Commerce AND a CDC, as many other places do. Also, CDCs are not loose associations of volunteers like some community groups here. And CDCs do not operate without funding. CDCs require the skill of a professional staff because the CDC is a corporation designated by the IRS to do community development. Further, although CDCs are “widely viewed as the nation’s best strategy for revitalizing poor areas,” they do require the support of the City along with funding for staff and operations in order to be successful, just as GCAC is seeking. For more information, see: www.greatercrisfieldmd.org. Recent Developments
Coalition Celebrates First Year’s Accomplishments Thanks community for its support  The Greater Crisfield Action Coalition, Inc. celebrated its first year’s anniversary with a report to the community on its accomplishments and challenges; and with an expression of thanks to all of the individuals and organizations who have supported their efforts thus far. The all-volunteer non-profit group, which started meeting on May 18, 2015, has made significant progress towards its stated mission “to transform Crisfield into a vibrant and thriving community where everyone has the opportunity to succeed in an outstanding and meaningful way”.
This newspaper has been reporting regularly on GCAC’s activities during the past twelve months, including its two public meetings and the release of its 116 page Five-Year Action Plan in March of this year. Among the accomplishments of the group are the following:
Having completed all of these tasks in the space of 12 months, the Coalition’s greatest ongoing need is to obtain funding sufficient to hire a full time Executive Director and Executive Assistant to move the plan’s action steps forward in a professional manner and at an accelerated pace. GCAC is seeking both private and corporate contributions and has engaged professional assistance to pursue private foundation and government funding for this purpose as well. GCAC Board Members report that they have seen ample evidence of support for the Coalition and its plan from virtually all segments of the community. The group also fully understands the need to expand and modify the plan based upon additional community input and changing conditions. Those wishing to submit comments, contribute or volunteer may do so by visiting the GCAC website at www.greatercrisfieldmd.org or by contacting any board member.
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