ROOFLINESblogging beyond bricks & mortar
Living in Central New Jersey, I’ve had a ringside seat for the last few years to …
February 18 · Industry News »
Geoffrey Cananda will step down from his role as chief executive of the Harlem Children’s Zone in June, the New York Times reported. more
February 11 · Industry News »
Cristina Jimenez, managing director of United We Dream, was recognized in Forbes Magazine as one of the top 30 law and policy influencers under 30. more
Those charged with redeveloping one of New Orleans’s Big Four public housing developments faced an extreme version of nearly every challenge that public housing redevelopment struggles with. And while it wasn’t perfect, they learned some lessons from their trial by fire that would hold true in other cities as well.
This report was produced by the National Housing Institute with the support of the Annie E. Casey Foundation. Additional support provided by the Charles Stewart Mott Foundation.
Also check out Leila Fiester’s complementary report Investing in New Orleans: Lessons for Philanthropy in Public Housing Redevelopment, published by the Annie E. Casey Foundation.
We first met Darren Walker about 15 years ago while planning an issue on faith-based development. Darren was the chief operating officer of the Abyssinian Development Corporation, the storied community development arm of the Abyssinian Baptist Church in New York City. We asked Darren to write an article that was not simply a cheerleader’s promotion of church-based CDCs, but a realistic assessment of the benefits and challenges to an institution embarking on that path.
Darren was optimistic and enthusiastic about the work he was doing at Abyssinian creating hundreds of units of affordable housing in Harlem. But he was pragmatic and realistic also. His article encouraged organizations to temper the enthusiasm necessary to even consider this work with a realistic analysis of an organization’s capacities and a clear-eyed examination of their assumptions about the rewards of creating a CDC.
Darren approached his work enthusiastically, I think, because he had visceral understanding of the challenges low-income folks had and the opportunities that were available to them with the right help. The kind of help that the stability of an affordable home could provide. His understanding came from personal experience that would inform his work wherever it took him, from law school to international finance, from a storefront afterschool program and Abyssinian to the Rockefeller and Ford foundations.
When we sat down with Darren on March 18 to conduct this interview, we were glad to see that enthusiasm, optimism, and pragmatism were as strong as ever as he starts his leadership of one of the world’s largest foundations.