Black homeownership rates started to rise in the 1990s, but lost ground during the recent crisis at a disproportionate rate. In fact, homeownership rates for Black people recently fell below their rate at the time of the enactment of the Fair Housing Act in 1968. Moving the needle now seems like a Herculean challenge, especially in light of the Trump Administration’s budget and the House’s latest legislative antics.
Yet, families and advocates persevere. Late last year, CFED internally launched a new homeownership strategy to at once go beyond and enhance our work in manufactured housing by focusing on the three stages of homeownership.
Taryn H. Gress and Emily K. Miller, National Initiative on Mixed-Income Communities
Affordable housing programs are at great risk of elimination under the current administration. In this uncertain climate, what can we learn from a program that leveraged private interest while aspiring to be a protector of affordable housing?
Information on income and tenure mix can help us begin answering this question by providing insight into the nature of mixed-income developments and the impact these kinds of developments have on residents and communities. In the first comprehensive descriptive data analysis of overall production of HOPE VI units, the HOPE VI Data Compilation and Analysis provides a descriptive analysis of the HOPE VI grantees’ quarterly report data from 1993 through 2014.
In order to better understand the results of the largest federal mixed-income housing policy, our research . . .
CFED, the Corporation for Enterprise Development, has changed its name to Prosperity Now. Over the course of nearly four decades, CFED’s work has transformed from a focus on low-income entrepreneurs into a broader effort to fundamentally change the economy to work better for those with limited income—especially communities of color—in all facets of their lives. Read president Andrea Levere's full statement here.
One of the additional forces at work is also unfair cost burdening. For communities that have suffered decades of disinvestment and the disproportionate distribution of public resources to newer neighborhoods, the infrastructure deficits can be beyond any estimated bonding capacity. These costs . . . —Jennifer Vanica, more
The person in this leadership role works with the Board of Directors, executes the organization's vision, assures its overall program effectiveness, ensures the acquisition of sufficient resources, protects and projects . . . Read Full Listing
Real Estate Finance Manager
The person in this role will have knowledge of the mission, objectives, policies, and practices of non-profit organizations and affordable housing development, and will monitor fiscal data for multiple projects . . . Read Full Listing
Two Project Manager Positions
Two project managers, one in Baltimore and one in D.C., will have responsibility for the overall management of developments from acquisition and entitlements through completion of construction. This includes coordinating . . . Read Full Listing
This position requires a well-organized leader who takes initiative, thinks strategically, favors a collaborative approach to problem solving, and has a sense of humor. S/he must be an experienced manager with strong analytic . . . Read Full Listing
Chief Executive Officer
The East Akron Neighborhood Development Corporation offers an entrepreneurial CEO the opportunity to further the impact of a respected community development organization with a four-decade track record . . . Read Full Listing