nondc annual report rev2 web

8/3/2019 Nondc Annual Report REV2 Web

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Dear Friends and Supporters o NONDC:

New Orleans Neighborhood Development Collaborative is pleased to present the progress madein 2010. It has been an exciting year!

NONDCs partnership with McCormack Baron Salazar on the ormer Magnolia Public Housingsite has brought to li e Harmony Oaks, a vibrant, new mixed-income community. All 460 unitshave been completed and there is a 2000 person waiting list or the non-public housing units onthe site.

NONDC has continued its leadership role by building eight new homes and starting anadditional seven homes. And through our partnership with the Housing Authority o New Orleans, quali ying amilies are able to buy these high-quality, energy-e fcient homes with amortgage o less than $100,000.

But as proud as we are o these tangible results, it has been the work with our neighbors that has

begun the true trans ormation in Central City. Residents brainstormed with us on a redesign o A.L. Davis Park that will better serve the neighborhood. Heritage property owners along theLaSalle Corridor dedicated many hours to envisioning how this street could once again becomeeconomically vibrant. From planting trees to knocking on doors, rom documenting property conditions to writing letters to negligent property owners, we have worked hand-in-hand withresidents in 2010 to create change.

Energized by our success in 2010, in partnership with our neighbors, unders, and supporters,NONDC has even greater progress planned in 2011. We will be replacing even more vacancy and blight with new homes or amilies. We will be continuing our work with residents to createeconomic opportunity and a better quality o li e.

Thank you or joining us on this journey.

Very truly yours,

Una AndersonExecutive Director


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Both geographically and historically, Central City has been at the heart o the New Orleanscommunity. From the 1960s onward, it played a critical role in the Civil Rights movement; todayit remains a culturally vibrant home to burgeoning community organizations, weekly secondline parades, and Mardi Gras Indian events. Un ortunately, disinvestment pre-dating HurricaneKatrina has le t it in need o concerted revitalization e orts. New Orleans Neighborhood

Development Collaborative has committed to reinvigorating the physical, economic and socialabric o the Central City neighborhood.

summary


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The New Orleans Neighborhood Development Collaborative (NONDC) is anon-pro t community engagement and development organization, ocused onrevitalizing the Central City neighborhood in a comprehensive manner. NONDCbelieves that the production o quality, a ordable housing or ownership will result inthe growth o assets or low-income amilies and overall neighborhood improvement.

In addition to constructing homes or ownership, NONDC also partners on largerental projects; identi es and eradicates blighted properties and neglected lots;rehabs historic homes; and engages community residents to identi y needs, and whereappropriate, leverages resources to respond to those needs. Much o this work iscompleted through partnerships with or-pro t and non-pro t entities.

NONDC also acts as a strategic partner in the development o community assets whenendorsed by local residents. In the past, NONDC has collaborated with stakeholdersin the development o community parks, schools and health clinics, small businessdevelopment projects, and aade improvements along commercial corridors.

organization description


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NONDC ocuses on developing vibrant communities

by creating high-quality housing . In additionto providing the bricks and mortar component o housing development, we also have identi ed the

complementary need to work in the areas o blightelimination, community engagement, and

the development of community assets .

program areas


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O ur work in housing development is multi-faceted. All of our constructionactivities are implemented through a clustering approach, focusing acquisition,blight elimination and construction in sections of two to three blocks in theneighborhood at a time.

In 2010, we accomplished the following goals: Completed 8 newly constructed homes for ownership Started 7 additional newly constructed homes for ownership Continued a partnership with McCormack Baron Salazar to complete the development of the

460 multi-family rental units at Harmony Oaks Apartments. (Over 300 of the Harmony

income units have replaced the crime-ridden Magnolia/CJ Peete public housing project.) Commenced the rehabilitation of a historic home

Construct at least 12 new homes for ownership using federal and conventional funding Pre-sell at least 25% of the new homes prior to completion of construction Sell the remainder within 6 months of construction by developing and implementing a multi-

faceted home sales marketing campaign Rehab 5 historic homes , one of which is at the request of the State of Louisiana in its quest

to preserve the houses that were relocated as part of the expansion of the local VA hospital Increase community economic impact by exceeding the Federal Section 3 requirement

that new hires/contracts involve community residents in our construction work in both rehaband new construction

Seek out other partnerships to

rent-to-own homesappropriate manner for those who are not yet ready to own.


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Blight Elimination


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NONDC has observed that blight elimination is integral in increasing the quality of life for Central City residents. We have found that maintained lots improvethe aesthetics of a neighborhood and increase the property value of the immediatearea in which we work.

Since 2006, we have accomplished the following goals:

Acquir ed 57 p rope rties Demolished bligh ted structu res on these properties when appropriate Maintained all of the p rope rties in our possession Facilitated belonging

to delinquent owners

Acquire, remove blight f rom, and maintain at least 25 additional prope rties for 2012 construction

Eliminate 25% (13) bligh ted structu res within NONDCs cluster areas Ensure 75% of vacant lots are maintained in NONDCs cluster areas through existing

practice of employing residents

Explore ways to expand blight elimination beyond NONDCs currently owned propertieswhile creating income for community residents


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In the pre-development and planning process of Harmony Oaks, NONDCconvened stakeholders to address a multitude of quality of life issues. processof identifying resident needs served as a catalyst for NONDCs current partnership

with Urban Strategies to develop a school-based health clinic. It also helped NONDCto direct various city agencies to immediate resident concerns. experienceunderscored the importance of community engagement.

In 2010, we accomplished the following goals:

an in-depth set of data and maps of all the buildings in our cluster targets in Central City. Thisinformation has been stored electronically and has been shared with other public and non-protentities working in the area.

Developed and implemented a separate door-to-door resident survey , in whichnow have data regarding the quality of life of residents in our targeted clusters.

such as cleaning and maintaining anumber of abandoned lots and planting donated trees.

Harnessed this community momentum by engaging residents in a property campaign in which residents contact owners of neighboring blighted and neglected property.

Began the process of assisting residents to make crucial connections with lawenforcement in order to develop neighborhood watch associations when desired.

Work directly with residents to continue and expand the property campaign Work directly with residents to such as cleanups and tree

planting Track progress indicators in all of these areas of concern

Update the resident survey on an annual basis Update the property conditions survey on an annual basis


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Community Assets


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NONDC denes community assets as the public spaces that improve a residentsquality of life. Well-developed community assets also greatly improve NONDCsability to market its homes. Because of its ability to convene stakeholders, obtaintechnical assistance, and educate municipal entities of appropriate solutions, NONDC isuniquely positioned to broker the development of needed community assets. NONDCintends to rely heavily on appropriate partnerships to conduct this work.

In 2010, NONDC worked on the development of the following community assets:

A.L. Davis Park. NONDC has convened stakeholders to redesign A.L. Davis Park, a historicallyand culturally signicant but under-utilized public space in Central City immediately adjacent tothe new Harmony Oaks community. Through an in-kind grant from Tulane City Center for designservices, and a series of focused meetings of residents and stakeholders, the community reachedconsensus around two design alternatives for the park. These designs will be formalized into a visioning

document that was released in the rst quarter of 2011.. NONDC will explore, in coordination with

raise and implement these design plans in 2011.

LaSalle Corridor. NONDC is currently the owner of a key parcel of land along La Salle Street,a major thoroughfare in Central City. Along with three heritage owners of adjacent properties,NONDC is exploring a joint development proposal utilizing New Market Tax Credits (NMTC) todevelop this corridor into a viable commercial area that is relevant to the needs of the surrounding

development and, in the long run, provide NONDC with a sustainable source of income through therents collected on our property.

In 2011, NONDC will undertake a lead role in convening the property owners on the LaSalle Corridor

on a regular basis; assisting in the legal formation of the development entity; facilitating philanthropicand NMTC investment; negotiating terms with a commercial developer and the three other propertyowners; drawing up of documents; and overall implementation of the commercial development plan.

Keller Square . In the midst of one of NONDCs housing clusters sits a city square with a historicmarket surrounded by municipal property. The market has become a haven for criminal activity,public inebriation, and loitering.

In 2011, NONDC will work with Tulane City Center, community stakeholders and Ash CulturalArts Center to create and implement a revitalization plan for the entire square. This plan will reecta partnership between the NORD Commission, local architects and residents.


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AssetsCash and Cash EquivalentsInvestmentsAccounts ReceivableProperty Held or SaleTax Lien ReceivableFurniture and Equipment, Net o Accumulated DepreciationMortgage Reserved

Total Assets $2,732,283

LiabilitiesAccounts PayableDe erred RevenueLine o CreditLoan PayableGNOF Funds or Mortgage Rec.

Total Liabilities $1,688,380

Net AssetsBeginning Net Asset BalanceChange in Net AssetsEnding Net Asset Balance

Total Liabilities and Net Assets $2,732,283

$175,288162,015142,715

2,155,84060,833

5,59230,000

$9,767279,447

(86)1,369,252

30,000

$476,014$567,889

$1,043,903

2010Schedule of Financial

Position


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Revenues and SupportGrants and ContributionsContract ServicesSale o PropertiesConstruction SubsidyOther Income

Total Revenues and Support $1,776,422

Schedule of Functional Expenses

Cost o Homes SoldHolding ExpensesPersonnelPro essional FeesMarketing/Resource DevelopmentInsuranceTelephone

Ofce ExpenseTravelCon erence/TrainingCapital ExpenseMiscellaneous ExpensesHomebuyer RecruitmentOrganizational DevelopmentNeighborhood Revitalization

Total Expenses $1,615,420

$752,365153,600697,717168,384

4,356

$815,38421,430

453,785126,189

19,8973,073

11,47155,379

4,09612,064

8,7389,7648,3354,135

61,681

2010 Schedule of Revenues and Support


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Central City is an ideal neighborhood or a diverse population and a valuable placeor continued investment. Through resident organizing, community asset building,appropriately sized commercial development, and the construction o new andrehabbed homes or rent and ownership, NONDC looks orward to continuing itscommitment to the restoration o a vibrant community.

conclusion


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Una AndersonExecutive Director

Una Anderson has served as the Executive Director o New OrleansNeighborhood Development Collaborative since 2001. NONDC is a

non-pro t organization with the mission o increasing the productiono a ordable housing in New Orleans neighborhoods. Under her direction, NONDC coordinates and acilitates neighborhoodplanning and development, demonstrates and promotes innovativemodels and approaches to expanding a ordable housing productionin some o New Orleans most distressed neighborhoods. A Louisiananative and cum laude graduate o Harvard University, Una hasextensive experience in business and real estate development. Shehas a long history o commitment to public service in New Orleans,ormerly legislative aide to a City Councilman and years o serviceon the Orleans Parish School Board where she was an advocate o re orm and a proponent o the charter school system. She has beenactive in numerous community organizations including the LouisianaCouncil or Economic Education, Myrtle Banks Mentoring Program,Kingsley House, New Orleans Council or Young Children, and the

Young Leadership Council, among others. She is involved in multipleneighborhoods and ormerly served as a member o the advisoryboard o Central City Renaissance Alliance.

Charles CutnoConstruction Manager

Charles Cutno is a project manager o NONDC, LLC. His dutiesinclude, but not limited to, construction management o all ongoingprojects and research and easibility studies o potential initiatives.His intensive background in Construction management has been aproven asset. A native o New Orleans and product o Central City,Charles understands the needs o the community and importanceo Quality a ordable housing within this region. A ter earning hisdegree, Charles decided to pursue a career in the greater NewOrleans metro area with the revitalization o our great city.


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Nina FeldmanCommunity Engagement Fellow

Originally rom Ann Arbor, Michigan, Nina has lived in NewOrleans since 2009. Her interest in community planning andorganizing originated as an undergraduate at Bard College andexpanded through travel and service learning projects in LatinAmerica. As Community Engagement ellow at NONDC, Ninaworks closely with neighborhood residents to con ront quality o li e issues and to develop community assets.

Will BowlingNeighborhood Revitalization Fellow

Will Bowling grew up in Rhode Island and spent his high schoolyears exploring both the abandoned structures and historicbuildings o Providence. He graduated rom Brown Universitywith degrees in Public Policy and Religious Studies in 2007. A ter graduation he worked on Barack Obamas campaign in Denver

and became interested in bringing together neighbors around acommon cause. He came to New Orleans in Fall 2009 seekinga bridge between urban planning and community organizing. Asthe Neighborhood Revitalization Fellow, he nds a per ect matchby ocusing on mapping, tree plantings, a neighborhood propertycampaign, and the occasional ofce IT problem.

Kim Vu-DinhHousing and Economic Development Fellow

Kim Vu-Dinh is the Housing and Economic Development Fellowat NONDC. She recently moved to New Orleans rom Alaska,where she had been living or six years. In that time, she practicedlaw or our years in the public sector, and managed politicalcampaigns or two years. One o those campaigns success ully

resulted in the creation o a state-sponsored Housing Trustdesigned to address the issues aced by low-income Alaskans.She is elated to return to the eld o community revitalizationand housing, and looks orward to the development tasks ahead.


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Rudy SkipperBlight Management Assistant

Born and raised in New Orleans, Rudy is a current resident o Central City. As Blight Management Assistant, Rudy ensures that our property databases are maintained so that our blight solutions andacquisition approaches can be as up-to-date as possible. He alsoworks to beauti y the neighborhood block-by-block by coordinatingtree plantings throughout the community.

Ben TrussellHousing and Economic Development Fellow

Ben hails rom Portland, Oregon where he graduated with a degreein Economics and Business rom the nearby University o Oregon.Previously, Ben worked as a volunteer coordinator at a oodpantry in St. Bernard Parish. Through that experience he ell in lovewith New Orleans and Southeastern Louisiana, and is excited to

continue to work hard or the community. Ben wrote his senior thesis on housing price economics and urban geography.

Ashleigh HiteOfce Coordinator

Originally rom Dallas, Texas, Ashleigh made New Orleans her home during her undergraduate education at Tulane University.She went on to obtain a Masters degree in Arts Administration andPolicy rom The School o the Art Institute o Chicago; her thesiswork analyzed the structural support or the arts in post-KatrinaNew Orleans in both the private and non-pro t sectors. Ashleighis excited to be back in this vital city as part o the NONDC team.


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