A Turning Point in Community Development: Invest STL

By Mary McMurtrey

Mary McMurtrey is the Director of Community Engagement for the Greater Saint Louis Community Foundation. She previously served as President of the Gateway Center for Giving (formerly the Metropolitan Association for Philanthropy) for over six years. Prior to joining The Center, she served as the Executive Director of Boys Hope Girls Hope St. Louis and the Executive Director of the Wildlife Rescue Center. Before entering the field of nonprofit management, Mary was the communications officer for the Public Policy Research Center at the University of Missouri-St. Louis, where she was recruited to create a new position within the PPRC and to direct the organization’s communications and marketing efforts as an established professional entity in the St. Louis policy arena with a focus on both regional and national issues.

This op-ed is based on Mary’s keynote speech at the Community Builders Network Awards Reception held March 31st, 2016.

It’s time that we all come together to celebrate the amazing work that we’ve been doing. So many of you, for so many years, have been doing really good work. Sometimes, you’ve been doing good work in isolation, with not a lot of people knowing about what you’re doing, or the lives and communities you’re changing. We want to do something about that.

I was approached a few years ago by Todd Swanstrom and Karl Guenther of the Community Builders Network of Metro St. Louis to look at what other communities were doing to create community and economic development systems that bring these good things together—so that one plus one could equal three—so that we could build on successes, and take good things and really make them great. Instead of a project here, and a project there, how do we stitch everything together in a way that’s cohesive and makes everybody’s life better, healthier, and stronger?

Groups of us went to Baltimore, Cincinnati, Memphis, Cleveland, and other places to find out what other communities were doing. There were some exciting things happening around the country. We looked at that and we said, “What are some of those elements?” There’s not one-size-fits-all solution. There wasn’t some program that we could lift out of some other city and transplant to St. Louis. (And we don’t like that anyway, do we?) Instead, we looked at aspects of what was happening in other communities and said, “What do we think we could adapt to fit our community?”

Out of that process came lots of travel and many conversations. For over two years, representatives from the Community Builders Network, the Metropolitan St. Louis CRA Association, and local philanthropy came together, sat at tables, and said, “We can do this.” There’s nothing about those other communities that makes them any more special than anybody else. What they have is the will.

We have that will in this community right now. I have no doubt about it. I have seen it in all of you. We are at a turning point where fifty years from now, people will look back and say that there was a moment in St. Louis’s community where everyone came together and made a decision to do things differently. And look at where they are now.

I believe that moment is right now. And I believe that the vehicle for that pivotal change is a community and economic development system that we have named Invest STL (http://investl.org). It is a way to bring public, private, and philanthropic donors, partners, and investors together under one tent. We need one table, not a million places where everyone has to run to in order to put a deal together and make some progress. We need a cohesive system that works for everyone. And we believe that we’re going to have that in Invest STL.

I’d like to invite everyone to find ways to participate in being a champion for doing business differently in our community. We have galvanized our local leadership to say: “It’s time for us to be open for business with Invest STL.” We are here. And we want to celebrate what’s happening in your communities and find ways to support the good work that you’re doing. Because without you, none of this would be happening.

Articles in “From the Field” represent the opinions of the author only and do not represent the views of the Community Builders Network of Metro St. Louis or the University of Missouri-St. Louis.

Achieving Equity Through School and Neighborhood Integration

By Christie Huck

Christie Huck is Executive Director of City Garden Montessori Charter School. With a background in community organizing and social activism, Christie entered the education reform movement as a parent and community member concerned about education equity and integration in schools. She worked with City Garden’s founder and parents to develop the first Montessori and neighborhood charter school in Missouri. City Garden, which opened as a charter school in 2008, provides children with a rigorous, individualized education with a focus on social justice. Christie lives in St. Louis’s Shaw neighborhood with her three children.

On May 5th and 6th, City Garden Montessori School convened individuals and organizations from across the region to discuss and learn about how racial and economic integration—in schools and in neighborhoods—could be a critical mechanism for achieving equity in St. Louis. (You can read more about the convening at this link.)

About 200 individuals participated in meetings over the course of two days, and we were joined by national experts, Phil Tegeler, Executive Director of the Poverty and Race Research Action Council, Tanya Clay House, Assistant Deputy Secretary of the US Department of Education, and Eddie Wartts, St. Louis Regional Field Director for the US Department of Housing and Urban Development.

Perhaps the most poignant statement made during these sessions was that in the US, geographic income segregation is growing primarily among families with children. This trend is certainly a reality in the St. Louis region.

At the same time, Phil Tegeler shared that there are dramatic benefits for children who move from low-income neighborhoods to “high opportunity” areas with thriving school districts. When low-income children are able to access high-performing school districts, the results include higher test scores and better grades, reduced exposure to the criminal justice system, 130% higher incomes as adults, improved college attendance and completion, lower teen pregnancy rates, reduced obesity and diabetes rates, improved mental health, reduced exposure to lead, and reduced exposure to violence and toxic stress.

The benefits of integrated schools go beyond these “concrete” outcomes. It has become evident that racial and economic integration benefits all children—improving critical thinking skills (learning to see and anticipate others’ points of views), resulting in more “cross-racial” friendships and reduced “racial anxiety.” Children who attend integrated schools are also more likely to choose integrated neighborhoods as adults, which ultimately helps to decrease inequities in our society.

St. Louis is the 5th most segregated of the 50 largest metropolitan area in the United States. The events in Ferguson in 2014 exposed how detrimental this is, and has been, for our region.

It is time to address the segregation that exists in our region, and to ensure that all children and all families in St. Louis have access to quality housing and quality schools. Doing so will go a long way toward creating equity. Not doing so will continue to cause harm not just to individuals, but to our region as a whole.

Through collaboration between municipal governments, school districts and housing officials, we could create an innovative plan that includes affordable housing throughout our region, increasing access to high-opportunity districts for low-income children. By continuing to improve educational options in high poverty areas, we will draw middle-class families to these neighborhoods, dissipating the hyper-concentration of poverty that currently exists throughout the City of St. Louis and the inner-ring suburbs.

City Garden Montessori School is working at a very local level to address these issues. City Garden is a racially and economically integrated neighborhood charter school in South St. Louis City. We situated our school in the 63110 zip code because it is one of the most integrated parts of the city. As the school has become more successful, more middle and upper income families are moving into the neighborhood in order to apply to City Garden. From a community development standpoint, this is a “great” problem to have. However, low-income families are finding it more difficult to stay or move into the neighborhood—which counters the intent and mission of the school.

We have initiated a Coalition for Neighborhood Diversity and Affordable Housing to explore mechanisms to sustain the racial and economic diversity of the neighborhood, even while this area continues to rebound.

The events last week marked the launch of this coalition. On Friday, we invited regional housing and education leaders to discuss this issue at a regional level. The level of interest and enthusiasm was impressive.

I think St. Louis has reached its time—to right the wrongs of the past and to forge a new path forward, toward equity. Integration of schools and neighborhoods must be central components of regional change.

As stated in the Ferguson Commission’s report: “These divides we’ve created—between Black and White, between rich and poor and middle class—are bad for all of us, not just some of us(“Forward Through Ferguson,” 2015).” At the same time, addressing these divides will benefit all of us, starting with our children, to create a more hopeful future for our region.

Articles in “From the Field” represent the opinions of the author only and do not represent the views of the Community Builders Network of Metro St. Louis or the University of Missouri- St. Louis.

Pagedale Pride Grows Here: Importance of Neighborhood Branding

By Stephanie Co

Stephanie Co serves as Special Assistant to the President/CEO at Beyond Housing and currently facilitates the Pagedale Marketing Team. She was worked in community development in St. Louis since 2010. She is a graduate of Washington University in St. Louis and a Master of Public Policy Administration candidate at University of Missouri-St. Louis.

Just a few years ago, Pagedale residents had to leave their community if they wanted to shop at a full-service grocery store, go to a bank, see a movie, and the list goes on. Residents spent their money outside of their own community, not because they wanted to, but because of necessity.

Now, residents for the first time have their own Town Center, where they can do all of these things. Pagedale Town Center also has senior living and an array of financial services, and will soon be home to a health clinic and a coffee shop. And these new amenities simply add on to other thriving businesses – delicious barbecue, the best grilled chicken, beauty and barbershops, and more.

In addition, Pagedale will soon have safer and more walkable streets through the Great Streets Project, as well as St. Vincent Greenway, a walking and biking trail. Pagedale is accessible to two MetroLink stations; one of these stations is a future Transit Oriented Development site. Youth and residents build community through community gardens, the boxing gym, an after-school program, community arts spaces, parks and events. Pagedale has a lot to be proud of.

Simultaneously, a lot of people don’t know about all the progress the Pagedale community has made. Even some residents are still learning about what Pagedale has to offer. A group of residents and business owners are working to change that. Supported by Beyond Housing through a NeighborWorks marketing grant, this group, the Pagedale Marketing Team, is exploring what makes Pagedale special.

Deeply-rooted. Progressive. Vibrant town center. Home. These are some of the words community members identify with when they think of Pagedale. They are thinking of the multi-generational families rooted in the community, the community’s willingness to take action, grow, and change, the new development and their first ever Town Center, and a place where everybody knows everybody (and their grandmother). Those qualities set Pagedale apart.

Through this marketing and branding initiative, the neighborhood marketing team is working to change public perception of Pagedale, increase investment in the community, and engage community members in building a shared identity based on respect and community commitment.  This effort will not only improve community identity among existing residents and business owners, but it will showcase Pagedale and its strengths to the greater region, including to prospective businesses and residents.

Most importantly, this neighborhood branding is driven by the community. It is important to have stakeholders, whether residents, business owners, or elected officials, engaged from the beginning. This community-based team has not only led the visioning and creation of a marketing plan for Pagedale, but will be instrumental in implementing that plan.

Ultimately, we know neighborhood branding alone is not enough. Branding is complementary to revitalization and development efforts working to create better communities to live in. As the team launches its new logo, events, social media campaigns, media press kits, street banners, and more, their efforts will only be successful if partnered with other community development strategies.

Through this neighborhood branding process, the Pagedale marketing team created a slogan to reflect the brand and better represent the community: “Pagedale Pride Grows Here.” They want you to come to Pagedale and see why they are proud of their community. Visit Pagedale Town Center, come watch a movie, and see how Pagedale has grown and will continue to grow.

Articles in “From the Field” represent the opinions of the author only and do not represent the views of the Community Builders Network of Metro St. Louis or the University of Missouri- St. Louis.

“The Least of These”: Life-on-Life Community Development

By Dr. Terry M. Goodwin

Dr. Terry M. Goodwin is the founder and Executive Director of Sun Ministries. He lives and works in the Hyde Park neighborhood of North St. Louis with his wife Suzette. Together they are leading a new paradigm of ministry they call Pastoring the Community. 

In Matthew chapter 25 Jesus tells a story about how we should treat people. In this story he states:

“‘I tell you the truth, when you refused to help the least of these my brothers and sisters, you were refusing to help me.”

When we approach our problems in the neighborhoods we serve we must never lose sight of the “least of these.” For many people their work is dedicated to helping provide for the “least of these.” We help them with food, housing, utilities, clothing and many other necessities of life. Yet after decades of hard work our problems persist. To care for someone is a noble venture but to provide for their self-sufficiency is a greater good.

Many charitable efforts are offered as a program or a class. This approach to our work misses the need for life-on-life interaction. What the “least of these” needs is a family, a community, a network of people who will care for them and empower them to be all that God designed them to be. They don’t just need this Monday – Friday from 8 – 5; they need this 24/7. Training and provision will always fall short if they are not connected to loving, caring people who are willing to live side by side with the “least of these.”

There is a marginalized group of people in our communities. They lack education, social skills, job skills and have often never been surrounded by loving relationships. The “least of these” are oppressed, beat down, abused, neglected, and carry their past mistakes like yokes around their necks. If we want to help them, we must walk with them and carry their burdens. We must make a place for them to live and work in our communities.

Many of the “least of these” have never had a legitimate paying job. They do not know what is required of them to show up on time, take instruction from authority, care for the things of others, and many other lessons that are learned in employment. The “least of these” carry burdens that will not just go away with provision and training. They need our love and our care and our grace as they struggle to overcome the weight of the yoke they carry. Many have been conditioned by the pain and failures of their past to expect bad results again.

Unfortunately, for our society, money drives our work. Businesses are looking to hire the best of the best not the “least of these.” Funders drive programming as the desired approach to our work. It is easier to evaluate a program than it is to evaluate life-on-life work. Life is fluid and messy. How can we tell if our money is getting the results we desire without the ability to count and analyze data? If money sources would change the way they offer support to show a priority for life-on-life work instead of programming, we would have more people moving to our most desperate neighborhoods and living alongside the “least of these,”

When we take a life-on-life approach to our work we focus on building the person up and rebuilding the communities they live in, one person and one house at a time. If we adopt a life-on-life approach to our work, we will house and employ the “least of these” and thus raise our entire community in the process. As we lift up the “least of these” we empower them to take advantage of the many opportunities that already exist. We remove the oppressive yoke from their neck and bring equity into their lives.

Articles in “From the Field” represent the opinions of the author only and do not represent the views of the Community Builders Network of Metro St. Louis or the University of Missouri- St. Louis.

Great Neighborhoods Are Needed to Attract Millennial Workers: Cortex and NGA Belong Together

By Dennis Lower

Dennis Lower is president and CEO of Cortex.

The Cortex Innovation Community is a 200-acre urban innovation district that is a 10-minute drive from the proposed location for the National Geospatial-Intelligence Agency in St. Louis. Cortex is a very strong reason why NGA should choose the St. Louis site.

Cortex is a growing mixed-use technology hub that today supports more than 200 companies in the bioscience, IT and engineering sectors, providing nearly 4,000 district jobs toward our goal of 13,000 tech-related jobs and 300 companies in the decade ahead.

As NGA evaluates its alternatives, the choice is not just about today, but how well its new location will attract the brightest and best talent for decades to come. Fundamentally, site selection for a technology enterprise is driven less by physical infrastructure and more by intellectual infrastructure. That’s why the Cortex Innovation Community is located in the city of St. Louis, and why the NGA will benefit by being our neighbor.

Built on a solid vision of leveraging our region’s university and corporate research, Cortex has achieved remarkable growth in the last five years because we recognized what our assets are, what our workforce wants, and what our value proposition is to the startup and established corporate communities in the greater St. Louis region.

We are a city with incredible physical and human infrastructure: great cultural institutions, great academic institutions, great restaurants, great recreational venues and great historic neighborhoods. These are elements that strongly appeal to the increasingly millennial workforce who often seek to build their future in urban environments where steps, not miles, separate them from where they live, work and play.

Today, more than one in three American workers are millennials, growing to 75 percent of the workforce by 2025. Direct access to this talent pool is one important reason why some of our largest regional Fortune 500 companies have established a presence in Cortex.

Cortex has learned that to develop a nationally and internationally recognized innovation hub, we must intentionally create an environment that supports the lifestyle and workstyle preferences of today’s workforce — a generation that approaches the integration of live-work-play much more intentionally than Gen-Xers and Boomers. Cortex is purposely connecting to St. Louis’ core urban assets, as well as developing vibrant mixed-use environments that foster creative interactions and “collisions” among bright, socially conscious, innovative, creative people.

Nothing better demonstrates the results of our efforts than what happens every Thursday between 3 and 8 p.m. in Venture Café @4240, where 500 to 600 innovative, creative people drop by to network, socialize and get a weekly dose of entrepreneurial food-for-thought. On display every week is the heart and soul of the Cortex Innovation Community. It is arguably the most inclusive gathering anywhere in the St. Louis region by age, ethnicity, educational attainment and technology mix, and it is the largest weekly gathering of entrepreneurs in the nation; yes, in the Midwest city of St. Louis!

NGA moving closer to Cortex would be very beneficial to both of our technology-driven missions. Our proximity and that of our university sponsors would support NGA’s talent acquisition efforts, and NGA’s presence will encourage startup tech companies aligned with NGA’s mission to find a home in St. Louis and the Cortex District, where they can experience a supportive entrepreneurial environment with an abundance of startup programming.

Articles in “From the Field” represent the opinions of the author only and do not represent the views of the Community Builders Network of Metro St. Louis or the University of Missouri- St. Louis.

Community Development in St. Louis: A Call for More Regional Collaboration

By Jenny Ryan,

Jenny is the Community Development Specialist for the Community Builders Network of Metro St. Louis. She has a Master’s Degree in Urban Planning and Real Estate Development with a concentration in Community Development from Saint Louis University. She is also the co-founder of the Tower Grove Farmers’ Market.

Throughout my past year of working at the Community Builders Network (CBN) I have visited with many community development corporations, banks, philanthropic organizations and government agencies to learn about their experience working in community development in the St. Louis region. I have been heartened to see more organizations collaborating across neighborhood lines and geographic boundaries. But we can do more.

St. Louis has a history of its nonprofit organizations and city governments working independently instead of collaborating to address community development challenges. So it is welcome progress when organizations share resources and planning responsibilities to build a better St. Louis. At CBN we encourage and facilitate our member organizations to collaborate on community development projects and apply for funding jointly – collaborate instead of compete.

The neighborhoods surrounding Tower Grove Park are an excellent example of collaboration of community development organizations strategically working together to produce stronger communities. Facilitated by the Community Builders Network, the Tower Grove Neighborhoods CDC was formed from three place-based nonprofits. During the facilitation process each organization learned the strengths and weaknesses of the other. By combining complementary strengths and eventually merging organizations operationally, they have combined their knowledge and expertise to offer landlord trainings, build and renovate affordable homes (particularly nuisance properties), and conduct broader and better community engagement of residents and business owners to create a neighborhood- based plan.

As a network, CBN’s purpose is to help our members fulfill their missions while promoting collective efforts for making St. Louis a place where all residents have a chance to thrive. CBN has funded two successful collaborations of clusters of CDC members that work in different neighborhoods in close proximity. They created original workforce development programming, neighborhood beautification, neighborhood housing analysis, and funded a development position specifically for collaborative grants.  These collaborations did not achieve these results without a lot of discussion, difficulty, and sometimes conflict when discussing new ways of distributing resources in their communities.

Originally, there were four collaborations to be funded by Des Lee Collaborative Vision and CBN. But collaboration does not come without aches and pains.  Organizations may conflict on ideology or fail to maintain a consistent vision when staff turnover occurs. Sometimes, even when organizations do collaborate, the best-laid plans never get off the ground because stakeholders are just too busy keeping their own organizations operating.

Successful collaborations put the greater good of their shared neighborhood and public spaces at the forefront.  I encourage readers to reach out and engage with new partners when doing community development work and see how you can achieve more through partnerships. Get comfortable being uncomfortable. We must remain curious, not judgmental, about unfamiliar neighborhoods and communities.

And now I ask for your patience as I do a bit of self-promotion for the Community Builders Network. Please consider joining our network if you are a nonprofit doing place-based community development work, or if you are a bank or business, or developer looking to connect with those in the community development sector. We also welcome public sector and government organizations, as well as individuals looking to create a better community where they live or work.

And please make sure to attend the Community Builders Network Awards Reception Thursday, March 31, from 5:30 to 7:30 pm at T-REX downtown (free and open to the public) where we will honor those who have done important community building in St. Louis. The event is a wonderful opportunity to meet community organizations, philanthropic foundations, public and private sector, and grass roots activists in the community development field. It’s also a great way to promote your organization or business to over 250 people. Registration and sponsorship opportunities are available here.

Articles in “From the Field” represent the opinions of the author only and do not represent the views of the Community Builders Network of Metro St. Louis or the University of Missouri- St. Louis.

Rebuilding the Dream

By Melvin White

Melvin White is the President and CEO of Beloved Streets of America. He is a graduate of Hazelwood East High School, a 4-year Veteran of the United States Air Force, EMT licensed, and 20-year United States Postal Service employee.

Dr. Martin Luther King Jr. is one of Americas most storied African Americans. He won Nobel peace prize, organized some of America’s biggest protest marches, stood for diversity and is recognized worldwide for his model of civil disobedience.

Beloved Streets of America is a St. Louis-based 501c non-profit organization whose mission is to foster collaboration among individuals, groups, and organizations to generate resources to revitalize and conserve the streets that bear the honorable name of Dr. Martin Luther King, Jr.

In our seven-year study of various MLK streets nationwide we found these streets to be crime-ridden, poverty stricken places where non blacks seldom travel. They typically lack any sustainable economic vitality. This is not fitting for a man who gave his life to uplifting humanity. It’s time for St. Louis and the nation to change the stigma that has been placed on these streets. We have money for Nike, Ralph Lauren, and baseball stadiums but little money for communities that surround streets that bear the MLK name.

As a child in the 1960’s, when MLK was named Easton, it was bustling with businesses, diversity, and jobs. It was a place where you would feel safe to take your kids to a movie on Saturday. JC Penney, Woolworths, and many mom and pop stores thrived. In 1972, as the street was declining, the name was changed to Dr. Martin Luther King Jr. Drive.

Fast forward to 2016. Now, there is nothing but vacant lots, abandoned buildings, and little economic vitality. We all have to ask ourselves: is this any way to honor Dr. King? Not only in St. Louis but this is mimicked on many of the 900 streets across America, Senegal, Israel, Zambia, France, and Australia named after Dr. King. Almost all are in predominantly African American communities.

It is hard to evaluate the truth in negative stereotypes, though one report suggests that residents of neighborhoods with MLK streets are $6,000 poorer than those without. It’s ironic that we have attached the name of the most famous civil rights leaders of our time to streets that speak to the pressing need to continue the progress of the civil rights movement.

The city has spent money on highways and tourist attractions that transfer wealth to the rich, demolishing African American neighborhoods in the process. The suburb of Ladue is 94% white with a median house hold income of $177,000. Seven miles away on MLK drive the community is 94% black, with a median income of only $22,500.

Beloved Streets of America is leading a very important National MLK Street Initiative. This calls for St. Louis to be a model for the nation to show what a MLK street should be by bringing jobs back, introducing the area to urban agriculture, solar energy, and black culture and history. The goal is to get rid of the negative stigma that has been placed on communities bearing Martin Luther King’s name.

We will start here in St. Louis and go from city to city redeveloping neighborhoods across the country surrounding MLK streets. We need everyone across the nation to contribute by donating resources to fix this problem and give Dr. King’s legacy the respect it deserves. Support the Beloved Streets of America and the National MLK Street Initiative.

Articles in “From the Field” represent the opinions of the author only and do not represent the views of the Community Builders Network of Metro St. Louis or the University of Missouri- St. Louis.

It’s About Good Governance

By Chris Krehmeyer, President/CEO, Beyond Housing

Can we please press the pause button on the rush to dismantle municipalities in the County?  Pause does not mean change should not occur.  It does not mean past practices of some municipalities are acceptable.  It does not mean consolidations or mergers will never occur.  Pause implies: can we have a thoughtful, rational conversation about what we are trying to achieve and how do we get there?  Can local communities drive this conversation, not Jefferson City or the County Executive’s office?  The state and county are clearly partners in this conversation but they should not be the drivers.

Discriminatory practices for decades by white leadership in the region segregated the African American community and harmed the long-term strength and vitality of many neighborhoods and municipalities, especially in North County.  Now, do we want to abdicate leadership for needed change to outsiders who do not know, care, or relate to these communities?  These communities are predominantly African American and have predominantly African American elected leadership.  We as a region should not walk away from local elected representatives without hearing the community’s perspective and desires for their governments.

Over the last five years, well before the explosion of Ferguson, in partnership with Beyond Housing, a place-based community development organization, the mayors of the 24 municipalities of the Normandy Schools Collaborative have been working together to provide the most efficient and effective government to residents and tax payers .  Here are a few highlights:

• In 2013, Cool Valley made the decision to dissolve their police department and contract services with another 24:1 municipality—Normandy. As a result, Cool Valley saved roughly $200,000 annually, while also providing better quality services for its residents. Normandy also provides policing services for Bellerive Acres, Greendale and Glen Echo Park.

• In 2015 both Charlack and Wellston decided to dissolve their police departments and contract with the newly formed North County Police Cooperative run by Vinita Park. Vinita Park also provides policing for Vinita Terrace. Total savings for Charlack, Vinita Terrace and Wellston for one year is nearly $1 million. The Co-op focuses on customized community policing and is currently pursuing its national CALEA accreditation.

• In 2015, in partnership with the Normandy Schools Collaborative, 24:1 mayors received a two-year $750,000 grant from the U.S. Department of Justice to place a Community Resource Police Officer in every Normandy school building.

• The City of Pine Lawn led a successful bidding effort to find a more efficient and cost effective way to provide trash services, resulting in savings of over $70,000 a year for participating cities. In addition to hard savings, the cities designed a model contract based on the best services and terms, which included benefits such as a 10% senior discount, calendars, free containers, weekly and quarterly reports and overall better service.

• Four municipalities are working with St. Louis County to collectively pool funds for demolition, street repair and other beneficial purposes. The municipalities are currently working on a collective bid on demolition and anticipate saving over $2,000 or 20% on each of the 51 homes to be demolished.

• Twelve municipalities are exploring the consolidation of a joint, 24:1 community court.

• 13 municipalities received almost $80,000 in tree inventory and maintenance grants from the Missouri Department of Conservation (MDC). In 2015, MDC awarded a $500,000 grant over 5 years to 24:1 Mayors and Beyond Housing to design a self-sustaining municipal services district, focused on strategic tree management but applicable to other types of municipal services, as well.

• 125 elected officials and key staff completed NIMS (National Incident Management Systems) training required by FEMA.

As these results show, the 24:1 municipalities are changing, improving, and evolving to meet the needs of residents and tax payers. This commitment to place-based, locally led work is building stronger communities.  The only narrative our region has heard is that these municipalities are incompetent, unneeded, and unfair.  That is not the whole story. Change is happening and, as these results show, if supported by the state and County, the 24:1 community will continue to evolve, improve and lead the way to what a new North County can look like.

Articles in “From the Field” represent the opinions of the author only and do not represent the views of the Community Builders Network of Metro St. Louis or the University of Missouri- St. Louis.

NGA West in North STL is environmentally just

By John Hickey

John Hickey is the Missouri Chapter Director for the Sierra Club, a grassroots environmental organization that works for a clean energy transition, public health, economic justice, and land preservation.

This op-ed originally appeared in the St. Louis American.

The Department of Defense is in the process of deciding where it should locate the next home of the National Geospatial-Intelligence Agency (NGA) West headquarters, currently located just south of downtown St. Louis. For a number of reasons, the NGA should be located in North St. Louis, near the site of the old Pruitt-Igoe housing complex.

The North St. Louis site is better for the NGA’s stated goal of being more open in its operations and more connected with the public. It is closer to the airport and existing NGA West facilities. It also is the only location on the list of four (North St. Louis, Fenton, Mehlville and near Scott Air Force Base near Shiloh, Illinois) that meets the guidelines of presidential Executive Order 12072, which requires the federal government give priority to urban areas when it moves federal facilities.

As the nation’s largest grassroots environmental organization, we see two other, critical reasons why North St. Louis is the best location for the NGA: environmental protection and environmental justice.

There is a major difference in terms of environmental impact between redeveloping an urban area like North St. Louis – which would include cleaning up existing hazardous contamination – and building a new facility from the ground up on a 180-acre plot of green space and farmland, as would be required at Scott Air Force Base.

The plan for the North St. Louis site includes a clean, reliable energy network through upgraded “smart” infrastructure, distributed power generation and on-site renewables as well as the cleanup of existing hazardous contamination and the installation of large swaths of new green space. The Scott AFB location includes the displacement of a two-acre forested wetland.

Furthermore, building in North St. Louis would not add significantly to the commute times of current NGA employees, who already commute to the city, whereas locating NGA West at Scott AFB would require many employees – it is estimated that 70 percent of NGA West’s current workforce lives in Missouri – to add 60 or more minutes to their commute each day, adding significant amounts of auto exhaust and pollution into our region’s air.

Developing a project of this size in North St. Louis would also provide a perfect opportunity for our region to develop mass transit connecting North St. Louis to the rest of the region – a much cleaner option than expanding drive times across the river.

Placing NGA West at Scott Air Force Base would increase urban sprawl, whereas placing it in North St. Louis epitomizes the pro-environmental principle of smart growth, which we define as “intelligent, well-planned development that channels growth into existing areas, provides public transportation options, and preserves farm land and open space.”

Both science and common sense tell us that putting cars on the road for longer periods of time leads to more air pollution, which leads to higher rates of asthma, which are already elevated in the City of St. Louis. So locating NGA West across the river will not only take jobs and tax revenues out of the city, it could lead to an increase in health problems for our children.

The North St. Louis location also includes the development of new, infill housing, new trees, greenways, bike paths and other amenities that will help invigorate the surrounding community and connect the site to other areas in the city. This type of smart development exemplifies environmental justice: cleaner, greener neighborhoods, new jobs, and investments in the economy. The Scott AFB site, on the other hand, is isolated and connected to few, if any, other community amenities. Most NGA employees will drive in and drive out, and lower-income communities and communities of color will not benefit.

If we are going to commit ourselves to meeting the goals of environmental justice, smart growth and equitable development, then there is only one obvious choice as the next home of NGA West: North St. Louis.

Articles in “From the Field” represent the opinions of the author only and do not represent the views of the Community Builders Network of Metro St. Louis or the University of Missouri- St. Louis.

Energy-Efficient Affordable Housing: An Opportunity We Must Not Miss

By Thomas Pickel

Thomas Pickel is the Executive Director of DeSales Community Housing Corporation and President of the Community Builders Network of Metro St. Louis.

A version of this op-ed originally appeared in the St. Louis Post-Dispatch.

In response to the possibility of Ameren’s energy efficiency programs shrieking to a halt, the St. Louis Post-Dispatch Editorial Board issued a rallying cry that now is the time for Missouri to “ramp up its efficiency programs—not shut them down.”

We agree. Missourians have a major opportunity to reap big benefits from energy efficiency. Families save on utility bills. Building owners increase the value of their properties. And business owners create new jobs.

Right now, it’s a missed opportunity.

The Clean Power Plan, a historic effort to reduce harmful carbon pollution produced by power plants, will give Missouri power companies double credit toward compliance with the Plan for energy efficiency investments that are made in low-income communities.  This would mean investments of millions of dollars to help revitalize our neighborhoods.

Ameren’s proposed energy efficiency programs—rejected by the Missouri Public Service Commission (PSC)—would invest $10.75 million via a cutting edge program to bring energy savings and increased comfort to low-income families living in apartments. That could catapult Missouri toward getting those double credits.

Fannie Mae knows that the cost of energy is a major challenge in making sure affordable housing remains sustainable for the families that need it. Across the country, energy costs are 37% higher per square foot in low-income rental apartments than in condos or co-ops, 41% higher than rented single-family homes and an astounding 76% higher than owner-occupied single-family homes.

The toll also goes beyond the wallet. The problems that cause a building to be energy inefficient — for example, poor air filtration or inadequate insulation — exacerbate chronic health conditions like asthma.  These health problems can lead to missed work and school and more visits to the hospital.

Ameren, the PSC, and other stakeholders must work to find a solution regarding recovery of program costs. More than 70% of the affordable multifamily buildings within Ameren Illinois and Ameren Missouri service territories are NOT engaging in current energy efficiency programs—despite the fact that affordable multifamily housing is aging and offers a huge opportunity for untapped energy savings and lower energy bills. As a result, multifamily housing ranks as the least energy efficient building type in the residential sector.

Improving the energy efficiency of affordable multifamily housing will help thousands of Missouri families who call affordable housing home – and it will go a long way in helping Missouri create a sustainable energy future.

A new multi-state partnership, Energy Efficiency for All (EEFA), released a Potential for Energy Savings report that clearly illustrates the impact of energy efficiency investments. According to the report, improving the energy efficiency of low-income housing will create significant economic impact in Missouri—a return on investment of $3.20 for every $1.00 made in energy efficiency improvements.

Savings like these have a real impact on real people—225,000 St. Louis families and seniors who call affordable housing home will see lower energy bills all while improving the value of affordable housing.

And it creates good jobs in a high-growth industry. In Missouri, the clean energy industry already employs 40,000 people—the majority of whom work in energy efficiency—at 4,400 businesses. In the next year alone, these firms expect to add 3,000 new jobs to their payrolls.

The state’s energy plan provides the framework to make this kind of change possible. Utilities and their regulators can strengthen the Missouri programs by using best practices that leaders in other states are putting in place. They can:

• Develop programs specifically targeted to multi-family low-income buildings.

• Structure incentives for whole-building savings.

• Support benchmarking, audits, and other assessments.

• Support a “one-stop-shop” where building owners can access integrated program services.

• Help building owners finance efficiency projects by tailoring incentives to fit with conventional purchase and refinancing loans, partnering with lenders active in the local market, and exploring on-bill payment arrangements.

Those who are most vulnerable to the financial and health toll of energy inefficiency have been left behind for too long. When it comes to energy efficiency, little steps can make a big impact. Low-income families need the investment that Ameren included in its most recent plan. Now is the time to take action.

Articles in “From the Field” represent the opinions of the author only and do not represent the views of the Community Builders Network of Metro St. Louis or the University of Missouri- St. Louis.