Have community development corporations (CDCs) in Cincinnati been equally effective throughout their short histories? The answer for the most part is, no. There have been ebbs and flows in stages of great community advancement and other stages of stagnation and inactivity; this can result in knock-on effects of either urban rejuvenation or blight. However, CDC-inconsistency has seldom been investigated. We need to ask whether internal or government policy, community engagement, stakeholder relations, or even the controversial point of CDC key-persons’ personalities and leadership capacity played pivotal roles in CDC organizational capacity.
We look at the Walnut Hills Redevelopment Foundation (WHRF) as a case-study, after many years of inactivity, the WHRF has recently received a great deal of positive publicity. How has WHRF done this and what are the lessons for other CDCs.
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