Glickman, N.J. and Servon, L.J. 2008. More than Bricks and Sticks: Five components of community development corporation capacity. In: J. DeFilippis and S. Saegert, eds. _The Community Development Reader_. New York and London: Routledge.

Norman J. Glickman, PhD, Economics, is University Professor at Rutgers University. His research interests are community development, international and regional economic development, urban impact analysis, and urban and industrial policy. He’s written over ten books and 100 articles, and received all his degrees at the University of Pennsylvania.

Lisa Servon, PhD, Urban Planning from UC Berkeley, MA, Art History from the University of Pennsylvania, and BA, Political Science from Bryn Mawr, is Professor of Urban Policy at the New School and former dean at Milano School of International Affairs, Management, and Urban Policy. She and Susan Fainstein edited Gender and Planning: A Reader in 2005.

In this article, Glickman and Servon assert that the definitions of “capacity” must be teased apart and defined as discrete entities, particularly since they each impact all others. (1) Resource capacity: long-term operating support, resources for stabilization and expansion, development capital, access to funders, balanced portfolio risk, and interaction among components. (2) Organizational capacity: effective executive director, competent and stable staff, effective fiscal management, board development and leadership, managed growth, project management, evaluation, and interaction among components. (3) Programmatic capacity: skills related to housing, skills related to commercial development, skills related to economic development, skills related to organizing, responsiveness to changing community concerns, mutually supportive programs, and interaction among the components. (4) Networking capacity: relationships with other organizations and institutions, promotion of CDCs agendas, access to non-financial resources, and interaction among the components. (5) Political capacity: community participation, political leverage, educated constituents and partners, conflict management, and interaction among the components. They conclude that capacity is built with the following: strategic planning, fundraising, leadership, human resources stewardship, community participation, and CDC networks.

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