JPMorgan Chase Commits $100,000 to Develop an Equitable Neighborhood Plan in Upham’s Corner, Boston to Drive Economic Opportunity

JPMorgan Chase & Co. announced a $100,000 planning grant to a Boston-based collaborative team, Pathways Home, to create economic opportunity in Upham’s Corner through an effort to maximize equity as the area undergoes rapid transformation. As part of the firm’s $125 million, five-year Partnerships for Raising Opportunity in Neighborhoods (PRO Neighborhoods) Competition, the Pathways Home team, consisting of Dorchester Bay Economic Development Corporation, Blue Hub Capital (formerly Boston Community Capital), Boston Medical Center, Community Economic Development Assistance Corporation (CEDAC), and the Corporation for Supportive Housing will develop an equitable neighborhood plan for the rapidly changing Upham’s Corner neighborhood of North Dorchester.

With equitable and inclusive economic growth at the heart of the strategy, JPMorgan Chase recognizes the importance of having a plan in place to develop and drive equitable outcomes for families, businesses, and communities. That’s why this year’s PRO Neighborhoods competition included planning grant opportunities for local leaders to identify the greatest needs facing their communities and develop data and community-driven neighborhood plans—14 planning grant winners received $1.8 million this year in addition to the four capital grant winners in Fresno, Milwaukee, New Orleans and Philadelphia.

“We are proud to make an investment that will strategically bring local partners together to push for positive change in Dorchester’s Upham’s Corner,” said Rick MacDonald, New England region manager for JPMorgan Chase Commercial Banking. “This investment will help give organizations the means to put ideas on paper and develop a blueprint of economic growth.”

PRO Neighborhoods provides the necessary capital to local community development financial institutions (CDFIs) to address the drivers of economic opportunity in neighborhoods. These CDFIs work together to pool resources and expand lending activities for building health and education facilities, open retail centers and support community services in area neighborhoods.

The Pathways Home team intends to work with area residents and key neighborhood partners in developing their plan.

“We are thrilled at the opportunity afforded to us and our partners to make a contribution to equitable development and real economic opportunity in Upham’s Corner,” said Perry B. Newman, CEO of Dorchester Bay Economic Development Corporation on behalf of the Pathways Home team. “The area is undergoing an exciting and rapid transformation, and it is essential that local stakeholders and partners work together to ensure that the development of this community is equitable and provides stability as well as an opportunity for all residents. Through an equitable development planning process, we can help to make that a reality.”

Measuring the Impact of PRO Neighborhoods

JPMorgan Chase has hosted five competitions to-date, awarding more than $98 million to 25 groups of collaborating CDFIs in communities across the country – work that’s highlighted in a new progress report by the Joint Center for Housing Studies of Harvard University. Among other highlights, the report found that the winners of the first three competitions leveraged JPMorgan Chase’s nearly $68 million in support to raise an additional $717 million in outside capital, issued over 21,000 loans to low-to-moderate income customers, and created or preserved over 3,000 affordable housing units and 11,000 quality jobs.

Visit www.jchs.harvard.edu to learn more about this work.

About Pathways Home

The Pathways Home Collaborative is committed to equitable and holistic community development in Boston. Dorchester Bay Economic Development Corporation is the convener for the PRO Neighborhoods planning on behalf of the Dorchester Bay Neighborhood Loan Fund (DBNLF). BlueHub Capital will provide flexible, patient financing for a range of projects. Corporation for Supportive Housing will bring experience in collaborations for population-specific housing development. Community Economic Development Assistance Corporation offers strong expertise in state funding and holistically-minded community development. Boston Medical Center can provide direct services, research and finance to act on its belief that housing is a prescription for health.

More information about the organizations in the collaborative can be found at:

Dorchester Bay Economic Development Corporation www.dbedc.org

BlueHub Capital www.bluehubcapital.org

Corporation for Supportive Housing www.csh.org

Community Economic Development Assistance Corporation www.cedac.org

Boston Medical Center www.bmc.org

About JPMorgan Chase

JPMorgan Chase & Co. is a leading global financial services firm with assets of $2.6 trillion and operations worldwide. The firm is a leader in investment banking, financial services for consumers and small businesses, commercial banking, financial transaction processing, asset management, and private equity. A component of the Dow Jones Industrial Average, JPMorgan Chase & Co. serves millions of consumers in the United States and many of the world’s most prominent corporate, institutional, and government clients under its J.P. Morgan and Chase brands. Information about JPMorgan Chase & Co. is available at www.jpmorganchase.com. Follow JPMorgan Chase on Twitter@JPMorgan or @Chase and Facebook.

 

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SourceDorchester Bay Economic Development Corporation

Affordable Housing Next Frontier in Health Care

Affordable Housing Next Frontier in Health Care

New Programs, Partnerships and Funding Prioritize Health Improvements

By Roger Herzog and Sara Barcan

Special to Banker & Tradesman

Affordable housing is the next big frontier in health care, and community development practitioners are catalyzing the growing discussion on social determinants of health, defined by the Centers for Disease Control and Prevention (CDC) as “conditions in the places where people live, learn, work and play that affect a wide range of health risks and outcomes.”

In Massachusetts, we are at a critical juncture: health care policymakers seek to rein in high costs while their housing counterparts are increasing efforts to reduce chronic homelessness and address affordable housing shortages. These challenges are intertwined, especially when reviewing the growing body of research that demonstrates the negative health outcomes and high health costs for homeless and rent-burdened families.

On the housing side, the Department of Housing and Community Development (DHCD) and CEDAC have funded over 3,000 supportive housing units since 2013. We’ve achieved this through a twofold effort that includes improved coordination between housing and health/human services agencies, and increases to the state’s capital budget for housing, especially supportive housing for people experiencing homelessness, elders, persons with disabilities, veterans and unaccompanied youth.

The state makes innovative use of health care and human services resources, including Medicaid, to pay for clinical supports and services that stabilize tenancies and allow residents to succeed in community-based housing. This year was a very important year, as the Legislature and the Baker administration enacted a $1.8 billion housing bond bill, which authorized the capital funds that the state uses to construct supportive housing.

For decades, CEDAC has managed supportive housing capital programs on DHCD’s behalf. Several of these programs, including the Facilities Consolidation Fund and the Community Based Housing program, help to ensure that people with chronic disabilities may live in the community rather than the institutions that housed them previously. Residents of this housing access care and supportive services in their own homes. Medicaid waivers pay for many of these services; we know that they help to keep people out of institutions and can save health care dollars. So it’s nothing new for Massachusetts to capitalize on the intersection of housing and services: for decades, we’ve provided capital and operating subsidies for buildings while Medicaid has covered the supports.

Social Determinants Become Larger Consideration

In recent years, the health care sector has begun to connect its growing understanding about the impacts of these social determinants into their planning and investment decisions. The federal Patient Protection and Affordable Care Act established new opportunities to foster increased collaboration between housing and health care providers. Attorney General Maura Healey and the Department of Public Health have issued updated guidance for community benefits from hospitals and determination of need rules, both of which serve as the oversight framework for hospital performance and accountability. The health sector is responding, with innovative approaches in the community health needs assessment process and plans to utilize financial and real estate assets to align with their mission.

For instance, Boston Medical Center (BMC) recently announced it would invest $6.5 million and work with community partners to support new affordable housing to reduce medical costs. As BMC’s Dr. Megan Sandel has said, “housing is a critical vaccine that can pave the way to long-term health and wellbeing.”

BMC’s initiative was significant not only because of the $6.5 million but also because, as stated in its press release, it “represents the first time that a Massachusetts hospital has put all its required community health investment into one social determinant of health – in this case, housing – to satisfy the requirements of the Massachusetts Department of Public Health for a determination of need.”

BMC’s efforts are not restricted to the housing stabilization initiative it is creating with two nonprofits, Pine Street Inn and Boston Health Care for the Homeless Program. The hospital’s Elders Living at Home Program is working with the nonprofit Roxbury-based Madison Park Development Corporation and Winn Management to create a pilot project, a community based Complex Care Management program, at Madison Park Village. A community health advocate and a community wellness nurse work on-site to provide services with the goal of improving health outcomes, independence and housing stability for residents.

These activities bode well for future collaboration between the health care and affordable housing sectors.

A vibrant community development sector in Massachusetts with a proven track record in real estate development is working to strengthen the relationship with health care institutions. And as our experience with supportive housing shows, CEDAC stands ready to help with policy development, early stage financing and technical assistance.

Roger Herzog is the executive director of the Community Economic Development Assistance Corporation. Sara Barcan is CEDAC’s director of housing development.

https://cedac.org/wp-content/uploads/2018/09/BT_Reprint_HerzogBarcan_092418.pdf

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SourceBanker & Tradesman

Why Boston Medical Center Is Investing In Housing

Chuck Gyukeri is a Navy vet who was homeless back in 2009, and has been living in subsidized apartments ever since. Now supported by disability benefits and Section 8 vouchers, he lives in a small, street-level apartment on the back corner of a handsome brownstone near Fields Corner, in Boston’s Dorchester neighborhood.

The inside of the Waldeck buildings need work, Gyukeri says, swatting flies around his head, but he’s grateful to have his own place.

“I know I got someplace stable now,” Gyukeri says, standing outside the apartment he’s lived in for the last three years, his two cats slinking around behind the building with a third from the neighborhood. “I don’t have to worry about being out homeless again.

“It makes me feel comfortable about myself,” he adds, “that I’m able to come in and out of my own home. And I’m getting my health issues together.”

Gyukeri’s apartment is in one of four brownstones on Waldeck Street — 35 units that came close to losing their affordable status. Gyukeri was part of a tenant organizing campaign that resulted in the complex coming under the ownership of Codman Square Neighborhood Development Corp.

Conditions were so bad under the previous owner, Codman NDC officials say, that the tenants had more than $3 million in claims against him relating to negligence of the building. In exchange for dropping their complaints, a bankruptcy judge granted ownership of the Waldeck complex — and the Orlando development in Mattapan — to Codman NDC.

Now the 59 affordable units at the Waldeck and the Orlando have been preserved, but Codman NDC says there’s a long way to go before they’re even up to code.

“It’s a little roach-infested right now, I’m trying to handle that,” says Gyukeri, managing to keep a smile despite an overwhelming odor permeating his apartment. “The weird thing is that something died. It might’ve been a mouse.”

‘Social Determinants Of Health’

A third of the units in Waldeck are uninhabitable, according to Codman NDC. But now, thanks to an $800,000 investment from Boston Medical Center, Codman says it wants to turn the row of downtrodden buildings into a paragon of well-being.

“Only about 10 to 20 percent of health is actually determined by what type of health care you get,” says Dr. Megan Sandel, one of the leaders of BMC’s housing initiative. “Much more [significant are] the social determinants of health — where you live, what your environment is like. And so more and more we’re starting to screen for people’s social determinants.”

Waldeck Street's new owner is planning to invest more than $3 million in the complex, with an $800,000 boost from Boston Medical Center. (Simón Rios/WBUR)
Waldeck Street’s new owner is planning to invest more than $3 million in the complex, with an $800,000 boost from Boston Medical Center. (Simón Rios/WBUR)

Waldeck represents one of nine investments for BMC — a total of $6.5 million the hospital has designated for housing in some of Boston’s poorest areas. Advocates say BMC’s investment is part of a burgeoning shift among health care leaders to view housing as a key “social determinant of health.”

Now, a handful of area hospitals are starting to put their money into housing.

BMC’s housing investment is tied to a renovation of its campus in the South End. The state requires that 5 percent of the cost of a hospital expansion be reinvested in community health. BMC chose to spend the money on housing.

The initiative also includes $1 million to help families fight evictions, $1 million to create a housing stabilization program for people with complex medical issues, and $1 million to support a grocery store at a development in Roxbury.

Sandel says there was little resistance among BMC officials to investing in housing, but it’s an experiment that still needs to be proven.

“I think where people need to be convinced is in the business model. Can we actually show that this is something that’s going to reduce costs and improve health outcomes?” Sandel says, adding that it has to make sense for BMC’s bottom line.

BMC is not the only hospital in Massachusetts looking to improve health by improving housing. Boston Children’s Hospital recently set aside $5 million, while Baystate Medical Center in Springfield is also dedicating funds to housing.

In a statement, a spokesperson for Massachusetts General Hospital said MGH, Partners HealthCare and Brigham Health are looking at possible investments to benefit local underserved communities.

Overwhelming’ Housing Challenges

John Erwin is executive director of the Conference of Boston Teaching Hospitals, which is heading up a community needs assessment of Boston’s health care institutions that will conclude in 2019. Erwin says housing could be identified as a major social determinant of health that requires collective action from the city’s hospitals, health centers and nonprofits.

And Erwin says it’s not just about housing the poor: “We’re seeing it from the patient perspective but also as large employers in the city. It’s increasingly difficult for our own employees to find affordable housing in the city — and when you’re trying to attract workers from other parts of the country, housing becomes a factor.”

Getting health care leaders onto the housing bandwagon could make a big difference politically, says Joe Kreisberg, head of the Massachusetts Association of Community Development Corporations.

“The housing challenges we face as a city and a state are overwhelming, and the amount of money that we would need to provide affordable housing to every low- and moderate-income family is a staggering number,” Kreisberg says. “And the health care sector — even the health care sector — is not going to be able to do that.”

Kreisberg estimates Massachusetts spends about 40 percent of its money on health care, and 1 percent on housing. If health care leaders start speaking out about the need for more and better housing, he says that could help change the ratio in the long term.

But residents at the Waldeck development in Dorchester say change can’t come fast enough. They admit things have improved since Codman NDC took over — it actually maintains the building and responds to repair requests — but the tenants are ready for an end to the pest infestation and drug use.

“It’s kind of hard, you wake up in the morning and there’s someone on your hallway,” says Derrick Farley, who’s lived at Waldeck since the beginning of the year.

Farley says sometimes it falls to him to kick drug users out of the building.

“Sometimes I don’t feel safe.”

Farley says he doesn’t want to continue living at Waldeck the way it is now. “But what they’ve given me, a picture of the future, it looks like it could be better.”

Beyond the finances, it’s still unclear what kind of role hospitals could have in housing. At Waldeck, advocates are still working out important questions: Will there be a clinician onsite? Will fair housing law permit patients from certain hospitals to get to the front of the housing wait list? And what kind of assistance will be available to the residents, many of whom struggle with substances and mental health issues?

“I want it to look just as handsome on the inside as it looks on the outside,” says Codman NDC’s executive director, Gail Latimore. “I want the residents to feel like they have an ownership stake in the property. … I want the residents to actually be healthier as a result.”

SourceWBUR