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This comprehensive report takes a multifaceted approach in examining the social and economic impacts to date in the development of The Village at Market Creek.
Citation preview
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This kind of success buys involvement.
It’s like really loving a movie and when you come
out, you can’t wait to see the sequel. We are
paving the road for those that will take it.
– Kiki Sotoa Solia Community Resident
People are working for the opportunity
to contribute to the common good. That’s my
answer to how I know we’re making a difference.
– Bevelynn Bravo Community Resident
When I told my dad that our meetings
had all these ethnicities,
he said ‘that’s impossible!’ Then he
came to the meeting. Now he found
his voice. It opened a door.
– Macedonio Arteaga Community Resident
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Dear Friends and Partners,In 1997, we started our work by knocking on doors and building relationships and connections to deepen our understanding of how to learn and work with the community. As we worked together, a vision started to develop and the residents began to unite around this new outlook for themselves and their community. In order to achieve the vision, it was vital that we build our capacity and the community’s capacity as well. This capacity building created new roles for the residents and for the Jacobs Center as we partnered in designing Market Creek Plaza. We adopted a double-bottom line approach that required us to address the economic and social deficits that existed in the community. People needed jobs, but we didn’t have enough business to provide the jobs. People needed healthy fruits and vegetables, but we didn’t have the grocery stores to provide them. People wanted a safe place to live, but we had violence in the community. Working together with the residents over the last 13 years, new economic opportunities have been created, healthy options are now available, and programs are in place that are making our community a safer place to live.Shared leadership and the sharing of resources have produced new networks that allow us to grow the vision
and build The Village – The Village at Market Creek. We have come a long way and still have a long way to go. The journey is light and heavy at times; sometimes we celebrate and sometimes we reflect. In 2010 we had many successes and some challenges. As you read the following report, you will gain a thorough understanding of the successes and challenges we faced during the year:• EconomicactivityinTheVillagewas$94.6 million, up 30% from 2009, having more than tripled since 2004.
• AtMarketCreekPlaza,retail sales of $45.9 million were down 9% in 2010, but still far above projections of $31 million.• JobcountsintheVillagehavegrown from the original seven to 590, but fell 18% in 2010 from their high in 2009.• Guidingkeyland-useandprogramdecisions,826 residents participated on working teams, a 33% increase from the prior year.• 300 youth participated in Village development activities, including internships, college touring, “green” initiatives, and health outreach.• Nearly49,000 residents and visitors attended events and participated in planning and programming in The Village in 2010, a 6% increase from 2009.The work is not over and in many cases it has just begun. We are in the process of looking at the work and roles
involved in doing comprehensive, resident-led work and making sure that the capacity and resources necessary to sustain this work are in place. We thank our partners, investors, collaborators, and friends for supporting us and helping us get this far. We look forward to your continued support and guidance in making Resident OwnershipofNeighborhoodChangeareality!
Letter fromRoque Barros, Interim President & Chief Programs OfficerJacobs Family FoundationJacobs Center for Neighborhood Innovation
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The Built Environment . . . . . . . . . . . . . . . . . . . . . . 24 • LandPlanning
• BuildingSustainableCommunities
• CommunityBenefits
Family & Community Networks . . . . . . . . . . . 34 • QualitySchools
• Health&Wellness
• SafeNeighborhoods
Partnerships & Shared Learning . . . . . . . . . . 48 • TheLearningCenter
• Public-PrivatePartnerships
• CollaborativeInvestments
Table of Contents
Community Vision & Voice . . . . . . . . . . . . . . . . . 10 • CivicParticipation
• Outreach&Organizing
• YouthDevelopment
Community Enterprise & Ownership . . . . . . 40 • Business&SocialEnterprise
• Job&EmploymentDevelopment
• Ownership&AssetBuilding
Overview of The Village . . . . . . . . . . . . . . . . . . . . . 5 • WhatisTheVillage
• ThePlanningCircles
• MapofTheVillage
Resid
ent V
oice
Arts &
Cu
lture
Edu
cation
, Health
&
SafetyEco
no
mic
Develo
pm
ent
Partnersh
ips
& Learn
ing
Physical
Develo
pm
ent
Overview
Community & Cultural Arts . . . . . . . . . . . . . . . . 16 • VillageArt&Identity
• CulturalCelebrations&Understanding
• TheCenterforCommunity&CulturalArts
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The Village at Market CreekBuilt on the strength of citizen action
Overview MarketCreekPlazawasdevelopedasahigh-impact
anchorprojectinanareaofsevereblight.Itsoriginalgoal
wastosecurethecommunity’sfirstgrocerystore,something
thathadbeenmissingformorethan30years.
Inspiredbyjointeffortsandearlysuccesses,residentteams
quicklyexpandedtheirvisiontoincludeafullcommercial
andculturalcenter.Theprojectbecameapowerful
platformforcollectiveactionandinvestment,with“resident
ownershipofneighborhoodchange”growingtomean
ownershipofthedesign,implementation,andassetsof
projectswithinTheVillage.
MarketCreekshowsthatengagedresidentscanfindthe
pathwaytochangeandbuildcommunitiesofopportunity
andcaring.Inteams,peopledevelopstronganddynamic
networksandbuildbridgestothebroaderregion.This
teamworkcreatescross-culturalunderstanding,instillsa
senseofprideandownership,andpromotesproblemsolving.
Thisopensdoorstoeconomicopportunityandimprovesthe
health,education,andsafetyofthecommunity.
Today,MarketCreek’steamsareputtingthebuildingblocks
inplaceforavibrantculturalvillagebuiltonthestrength
ofcitizenaction.Asalearningresourceforcommunities
acrossthecountry,theseteamsareharnessingthemarkets,
inspiringchangethroughoutthecountry,andplacing
communityownershipandresidentvoiceatthecenter
ofsocialadvancement.
Overview
6
The Village Residents EnvisionTheVillageatMarketCreekisenvisionedasavibrantresidential,commercial,andculturaldistrictbuiltupontheextraordinarystrengthofdiverseresidentsworkingtogetheronissuesofcommonconcern.Planned,owned,andoperated bycommunitystakeholders,TheVillagewillprovideresidentsadirecteconomicstakeinneighborhoodchange.
Centeredaroundamajortransithub, TheVillagewilltransformmorethan 60acresofblightedlandintoproductiveuse;replacesubstandardhousingwithnearly1,000quality,affordablehomes; andrestorenearly5,500linearfeetofwetlands.Over1.6millionsquarefeet ofnewconstructionwillbringmore than$300millionincontractstothecommunity,attractingover250newbusinessesand2,000jobs.
The Cornerstones of The Village
Ownership — Residents own the planning, implementation, and assets. As such, they build the vision, skills, networks, and resources needed for change to be sustaining.
Partnership — New solutions require new voices and new ways to partner across sectors. Partnership provides a powerful platform for problem solving, shared risk, and strategic joint action.
Innovation — Creativity, risk-taking, and a can-do spirit must be nurtured for people to realize their dreams. Innovation emerges when teamwork fosters creativity and breakthroughs.
Learning — Learning together builds trust and understanding. It helps us see what is working and what isn’t, so we can accelerate change.
Astheyplan,Villageteamsarefocusedonsustainability—social,economic,andenvironmental.Challengedtothinklongtermabouthealth,greenbuildings,solarenergygeneration,andwaterusagesidebysidewiththefinancialstructurestosustainparks,supportculturalvenues,andbuildjobs,teamsworkattheintersectionoflong-termcommunityownershipandsmartgrowth.
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The Village at Market Creek overview
7
1. Community Vision & Voice Residentsactivelyengaged—acrosscultures,neighborhoods,generations,andfaiths—inplanning,implementing,andowningchangeintheircommunity,andcelebratingtherichmulticulturaltraditions thatformthefoundationoftheculturalvillage.
2. Community & Cultural Arts Residentsignitingthecreativespiritthroughartsandculture,honoringandcelebratingtraditions, andshapingadynamicsenseofplacereinforcedbyaspiritofunity.
3. The Built Environment Residentsreclaimingwide-scaleblightandtransformingtheheartoftheircommunityintoavibrant,mixed-use,transit-orientedvillagethatfostersenvironmentalsustainability,socialequity,andthelocalownershipofassets.
4. Family & Community Networks Residentsweavingastrongsocialinfrastructure—connectingasneighbors,bridgingorganizationsandinstitutions,andformingthecollaborativeleadershipneededtocreatesafeandvibrantplaces,energizelearning,promotehealth,andsupportthefullpotentialofyoungpeople.
5. Community Enterprise & Ownership Residentsexpandingeconomicopportunitybydevelopingcommunity-owned,sociallyresponsibleenterprisesthatbringessentialservices,createjobs,expandcontractingopportunities,andbuildcommunitywealth.
6. Partnerships & Shared Learning Residentsengagedinlearningbydoing,connectingwithotherteamsfromacrossthecountrytoshareapproaches,lessons,andimpact,andstimulatingongoinginnovationinresident-ledcommunitychange.
The Village at Market Creek
Planning Circles
Community & Cultural Arts
The Built Environment
Family & Community
Networks
Community Enterprise
& Ownership
Community Vision & Voice
Partnerships & Shared Learning
A Comprehensive View of ChangeThe Village at Market Creek encompasses six interconnected planning circles
Overview
Planning Circles
This report documents movement toward resident ownership and community capacity in six interconnected planning areas: civic engagement, arts & culture, physical development, social infrastructure, economic opportunity, and shared learning.
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The Village at Market Creek
The Village: 2010Commercial & Industrial ProjectsMarket Creek PlazaBRYCO Business Park
Non-Profit & Public FacilitiesElementary Institute of ScienceHorton Elementary SchoolJoe & Vi Jacobs CenterValencia Park/Malcolm X LibraryTubman-Chavez Multicultural CenterThe Old Globe Technical Center
AmenitiesChollas Creek River Parkway (Phase 1)Festival ParkMarket Creek AmphitheaterWorld Courtyard
Art InstallationsSee Community & Cultural Arts on Page 21
The Village at Market Creek
Map of The Village at Market Creek
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Transit Hub
Mixed Use
Retail
Office/Light Industrial
Housing
Community Resource
Park/Open Space
Complete
The Village at Market Creek
The Village Development (When Complete)
60 acres
1,000 homes
2,000jobs
250newbusinesses
285,000 square feet retailspace
255,000 square feet officespace
65,000 square feet lightindustrial
25,000 square feet conference center
15,000 square feet childcarespace
400,000 square feet openspace,parks,amphitheater,riverparkway
5,500linearfeet ChollasCreekrestoration
7 interconnected culturalvenues
Overview
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Community Vision & VoiceEngaged citizens driving change
Overview TheVillageatMarketCreekisaboutneighborscreating
thechangetheywanttosee.
MarketCreek’sworkingteamsuniteresidentsacross
neighborhoods,cultures,faiths,andgenerationsto
strengthenjointactionandincreasetheabilityofpeople
tobreakdownbarriers,engageinthecreativeexchange
of ideas, and get things done .
Asengagedcitizens,residentsarecreatingtheirdynamic
visionofavillagebuiltontherichculturaldiversityof
theircommunity,acommitmenttojointaction,anda
strongyouthvoice.Workingtogetherinteams,residents
promoteunderstanding,encouragecreativityand
problemsolving,sharerisk,strengthenrelationships,
andbuildleadership.
MarketCreekisbuiltonthebeliefthatahighlevel
ofparticipationbyallstakeholdersisneededtotackle
today’scomplexissues.Ultimately,theserelationships
andnetworksarethefoundationforthelong-term
sustainabilityofcommunitychange.
Resid
ent V
oice
1212
• Looktopeopleforsolutions to problems in their community
• Neverstoplistening,neverstop engaging
• Listentoallvoicesandembrace differences
• Honorthecommunity’space
Large-scale, cross-cultural resident participation in the planning, decision-making, implementation, and ownership of change.
What We Are Trying to Accomplish Inordertosupportlarge-scalecivicaction,workinTheVillagefocuses onachievingthefollowing:
Civic Participation
• Acriticalmassofresidents,representingthediversityofthecommunity,workingonissues of common concern
• AnincreasingnumberofpeopleparticipatinginVillageactivities andevents,growingTheVillagebrandasavibrantculturalgatheringplace andregionalhub
Outreach & Organizing
• Networksthatcanorganizewithinandacrossneighborhoods,cultures,faiths, and generations
• Residentcapacitytodevelopongoing leadershipandexpandcommunityinvolvementinciviclife
Youth Development
• Systemsforstrengtheningandexpandingyouthleadership
• Networksthatensurebroadyouthinclusionincommunityissues andplanning
How the Work Has GrownThe Beginning
TheVillageresidentengagementworkbeganin1998withanOutreach Team thatwasformedtosurveyotherresidentsaboutwhatbusinessesandservicestheywantedintheirneighborhood.Quarterly Open Housesofferedopenforumsforcommunityresidentstoaskquestions,providefeedback,learnhowtogetmoreinvolved,andstayconnectedtothework.
TheinitialOutreachTeambecamethemodelforresidentWorking Teams . Eachtimeanewphaseoftheworkwaslaunched,anewteamwascreatedtoaddresstheplanning,andsmallergroupsofresidentswerehiredasconsultantstohelpimplementthegoals.Theseteamsweretime-specificandhadacleargoal tobeachieved.
The Movement to Community Coordinators
Astheneedfordeepercommunitylisteningexpanded,residentshosted“livingroommeetings”withtheirneighborstolistentotheirvisionfortheircommunityandfindissuesofcommonconcern.Residentleaderswereidentified
goal
Community Vision & Voice
principlesGUIDING
civic engagement
involved in activities and events in The Village — up 6% from previous year.
48,932
residents were involved in 44 working teams
916
13
throughthisprocessforaCommunity Coordinatorstrainingprogram.TheOutreachTeam,whichhadbeenasurveygroup,phasedout,andtheseCommunityCoordinatorsassumedtheroleoffull-timecommunityorganizers.
AsWorkingTeamsgrew,aWorking Teams Councilwaslaunchedtoprovideanopenforumforallteamstokeepupdatedaboutthebroaderworkandpromoteaccountabilitytothelargercommunity.Toensurethatrepresentativesofeachteamcould takeactiverolesinthelargerforums, a Village Teams Luncheonwashosted.RepresentativesfromeachWorking Teamreportedattheseopenforums.
Organizing through International Outreach
Toensurethatissue-specificteamsdidnot disconnect from each other and theworkstayedcoordinated,Mix-and-Match Teamswereformedtodistributeexpertise.Thisprovidedawayforresidentstosharedifferingopinionsandperspectivesandmakedecisionsthatachievedbothsocialandeconomicgoals.
Todeepentheengagementofspecificculturalcommunitiesandworktostrengthencross-culturalunderstanding,an International Outreach Teamwasformedthatincludedresidentsfrom eachmajorculturalgroupfromthecommunity.
AstheworkexpandedfromMarketCreekPlazatoTheVillageatMarketCreek,theWorkingTeamsCouncilnameshiftedtoVillage Teams Council and continued as thetownhallforumforlargecross-teaminteraction .
VOCAL and The Village Planning Circles
In2009,theInternationalOutreachTeamexpandedtoformtheVOCAL Network (Voices of Community at All Levels). VOCALincludedthenineculturalgroupsfromtheInternationalOutreachteamandrepresentativesfromnineadditionalcommunitynetworks.VOCALonceagainexpandedoutreachandresidentvoiceintheplanninganddecision-makingforTheVillagework.
ResidentWorkingTeamswereconsolidatedintotheVillage Planning Circles,coveringcivic,cultural,physical,social,andeconomicdevelopment.ThetownhallmeetingswererenamedVillage Center MeetingsandVOCALdidtheorganizingtoensurelargenetworkturnout.TheCommunityCoordinatorsplannedandconductedthemeetings.
Looking Ahead Inthecomingyear,thisnetworkofresidentteamswilldiscoverthenextgeneration of structures and team formatstoadvanceresidentskills,involvement,anddecision-makinginallaspectsofTheVillage.Thegoalisfortheseteamstoarriveatagovernanceframeworkandsustainingstructureforlarge-scalecitizenaction,ensuringongoingCommunityVisionandVoice.
timelineAT A GLANCE
19
98
Working Teams
Quarterly Open Houses
Outreach Team
20
02 Surveys/Living Room Meetin
gs
Village Teams Council
Working Teams
Working Teams LuncheonsCommunity Coordinators
20
06
Mix-and-Match Teams
Listening Teams
Village Teams Council
International Outreach Team
20
10
Working Teams
Village Planning Circ
le
Village Center M
eetingsThe VOCAL Network
Resid
ent V
oice
1414
Civic Participation• Communitylistening,conductedthroughsurveys
andfocusgroups,documented3,801responses tovariousVillageplanningeffortstoensureastrongresidentvoiceinthevisionofTheVillage— 2½timesthenumberofpeoplereachedfrom thepreviousyear.
• ParticipationinVillageCenterMeetingstotaled1,965,up9%fromthepreviousyear.Thesetown hallmeetingsprovidedaforumforfeedbackfrom abroadrangeofcommunityresidentsrepresentingthevariouscommunitynetworksandculturalgroups.
• DemonstratingthegrowingvibrancyofTheVillage,participationinVillageactivitiesandeventsgrew 6%fromtheprioryeartonearly49,000people. Thisisanincreaseofover600%since2005, whenMarketCreekPlazawasfirstcompleted.
Outreach & Organizing• TheVOCALNetwork—VoicesofCommunity
atAllLevels—formedin2009andactivatedin2010asagroupof18communityandculturalnetworks,includingrepresentationfrommajorculturalgroups,neighborhoodcouncils,schoolnetworks,MarketCreekownershipnetworks,theYouthMovement,andothercommunityorganizations.
Community Vision & Voice2010 Progress
• Goingbeyondprovidingfeedbackonissuesandplans,826residentsactivelyparticipatedon workingteams,manyofthemconveningweeklyinordertoachievekeydeadlinesandmoveVillageplanningforward—a33%increasefromthe prioryear.
• Since1998,WorkingTeamshaveservedastheprimaryplatformforresidentstoleadchange inrevitalizingtheirneighborhood.Thepurposeandmake-upoftheseteamsvarydependingontheworktobeaccomplished.Todate,44distinctteamshavebeeninitiatedtoplanandimplementVillagework.
Youth Development• ToensureastrongyouthvoiceinallVillageplanning,
twofull-timeYouthMovementstaffandfivepart-timeinternsreceivedtraininginoutreachandorganizing.Oncethetrainingwascompleted,theyouthwereassignedtoworkwithVOCALandeachoftheVillageplanningcircles,coveringcivic,social,economic, andphysicaldevelopment.
• Over300youthparticipatedinVillagedevelopmentactivitiesandevents,includingacollegecampustour,theyouthhealthinitiative,theLincolnHighSchoolcampusrecyclinginitiative,ayouth-organizedinvestmentclub,trainingindigitalstorytelling,variousfundraisers,andresidentyouthmeetings.
14
15
CHE’LU,Inc.(ChamorroHands inEducationLinksUnity)
ChollasViewNeighborhood Council
DiamondCommunityInvestors
EmeraldHillsNeighborhood Council
Izcalli
JacobsCenterforNeighborhood InnovationCommunity Coordinators
KumeyaayHistoricalSociety
LaoCommunityCulturalCenter
LincolnHighSchool,Schoolof SocialJustice
NeighborhoodUnityFoundation
PASACAT(PhilippineAmerican SocietyandCulturalArtsTroupe)
ProjectSafeWay
SamoanCommunityCouncil ofSanDiego
SomaliYouthUnited
SouthSudanDevelopment Association
UAAMAC(UnitedAfricanAmerican MinisterialActionCouncil)
ValenciaParkElementary SchoolPTA
TheYouthMovement
The VOCAL Network
The Youth Movement
organized a collaborative
effort with the Lincoln
HighSchoolGreenTeam,
an afterschool student
group dedicated to
environmental issues
and education. Together
they created a video to
raise awareness among
students on the benefits of
recycling on their campus.
Community Vision & Voice
Members of the VOCAL
Networktookaleadership
role in ensuring broad
representation from the
various community and
culturalgroupsandkept
people connected and
informed.
Village Center meetings were planned and organized by residents.
VOCALmetonceaweekandheldthreeday-longretreatstowork
on updating the comprehensive Village Master Plan.
2010 HighlightsR
esiden
t Vo
ice
17
Community & Cultural ArtsIgniting the Creativity for Change
Overview MarketCreekisaboutadvancingaglobalcommunity.
Artsandculturehasbeenthegalvanizingforcefor
residentswhowouldhaveotherwisekepttothemselves.
Ithasbroughtpeopletogethertovisionandplan,to
create,andtodevelopstrongerbonds.Whatstarted
asadiversegroupofcommunitymembersengaged
inplanningtheartanddesignofMarketCreekPlaza
isnowaregionalplatformforcross-culturaland
cross-generationalunderstandingthroughthearts.
TheVillageatMarketCreekisemergingasacultural
destinationfortheSanDiegoregion.Award-winning
architecture,culturalartintegratedintoconcreteand
canvas,indoorandoutdoorstages,artsvenues,and
gallerieshaveattractedmanyofSanDiego’scultural
communitiestomakeMarketCreekhometotheir
culturalcelebrations.
Fromresidentteamsengagedin“placemaking”
bycreatinguniquepublicspacesandculturalvenues,
tothosepartneringwithSanDiego’sgreatartinstitutions
onperformancesandexhibits,MarketCreekisaplace
wherepeopleofallbackgroundsenjoyaplatform
for discussion that crosses gender, generation, race,
andincometoaddresssocialissuesofconcernin
anatmosphereofcreativityandhumanconnection.
Arts &
Cu
lture
1818
Connecting people across cultures, bridging understanding, promoting creative expression, shaping a dynamic sense of place that honors and celebrates traditions, and building economic opportunity reinforced by a spirit of unity.
What We Are Trying to Accomplish InordertosupporttheculturaldevelopmentofTheVillage,workfocusesonachievingthefollowing:
Village Art & Identity• Astrongcommunityidentityas
adynamicculturaldestination
• Asenseofplacebuiltonthestrength ofdiverseculturaltraditionsand artaspartofeverydaylife
Cultural Celebrations & Understanding• Culturalgroupsworkingand
celebratingtheirdiversetraditionstogether
• PlatformforshowcasingandstrengtheningtheroleandcontributionofTheVillageinSanDiego’sbroaderartsandculturecommunity
The Center for Community & Cultural Arts• Creationofagalleryspaceand
conceptualframeworkthatbridgecultures,generations,communities, and art forms
• Venuesandprogrammingthatengagepeople—throughartsandculture— inconversationsaboutkeysocial issuesthatimpacttheirdailylives
How the Work Has Grown
The Beginning
TheDiamondNeighborhoodsarerichwithdiversecultures,art,andtraditions.Fromtheearliestorganizingefforts,theOutreachTeamsoughtwaystocreatecross-culturalunderstandingandunity.AmongthefirstactivitieswasaseriesofEthnic Nights,monthlyeventsputonbyresidentsfromeachofthemajorculturalgroups.Theseeveningeventsshowcasedandcelebratedthehistoryandheritageofpeoplewholivedinthecommunitythroughart,displays,culturalsong, dance,andtraditionalfood.
Followingquicklyonthismomentum,an Art and Design TeambecameoneofMarketCreekPlaza’sfirstWorkingTeams,createdtoguidethedevelopmentofthearchitecturalcharacterandcolorsofthesupermarketandotherbuildings.Residentsbroughtforththeirartisticheritage—designs,textiles,tapestries,patterns,andarchitectureuniqueto
24,550
goal
• Build on the cultural and artistic strengths of the community
• Nurturethenaturalcreativityofpeopleinallundertakingsand support artistic expression
• Provide platform for exploring human experience and bridging differences
• Build understanding by celebrating together, sharing stories, and uplifting traditions
principlesGUIDING
Community & Cultural Arts arts & culture
People attended Village cultural celebrations
19
Arts &
Cu
lture
theircultures—andbydoingthisdiscoveredtheircommonality.Theresultwasaunique,award-winningdesignthatcapturedthebeautyandspiritofthecommunity’sdiversebackgrounds,whilereflectingtheaspirationsofaunitedmulticulturalcommunity.
The Emergence of a Cultural Village
ThesitededicationforMarketCreekPlazain1999markedthebeginning ofthephysicaltransformationof TheVillageandgaverisetodiscussionsofMarketCreekasaculturalvillage.
FollowingtheseriesofEthnicNights,teamsheldaUnity Nightatwhichalltheculturesjoinedtogetherinsharingandlearning.Aspartofthiscelebration,eachculturalgroupbuiltareplicaofashelterfromtheirnativeland,andsharedblessingsandcelebratoryentertainment.Calleda Cultural Village, thesetemporaryhousesbroughtaheightenedsenseofplacetothesitethatwasbeingdedicated.
Youngpeoplealsogotinvolvedcreatingmuralstoreflecta“worldvillage”throughgraffitiart.Themomentumgeneratedbythisprojectledtodedicatinganadjacentlotforartpanelsandfreespraypaint.Youthformedthe“Graff Creek” teamtooverseethefledglingartparkandencourageyouthtolearnaboutgraffitiasanartform.
AttheheartofMarketCreekPlaza,residentteamswantedaperformancevenuefortheongoingexpressionofdanceandsong.The500-seatoutdoorMarket Creek Amphitheaterwasbuiltasavenuetoshowcasebothlocalandinternationalperformingartstalent,aswellastocreateagatheringplaceforcommunitycelebrationsandculturalevents.In2001,soonafterthededicationoftheFood4Lessgrocerystore,aresidentteamconductedatalentsearchandheldthefirstmajoreventintheamphitheater,showcasingtheartisticcreativityinthecommunity.
Art as Part of Everyday Life
OneofthegoalsoftheArtandDesignTeamwastomakeartcentraltotheeverydayexperienceatMarketCreekPlaza.Tobeginimplementingthisgoal,the team transitioned into an Arts and Culture TeamandbeganworkingonMarketCreek’sfirstmajorpublicartproject,Community Faces.Twenty-fourpanels,eightfeetinscale,featurecommunitymembersinportraitscreatedbycommunityartistsanddisplayedonthesidesofFood4Less.
timelineAT A GLANCE
20
02 Community Faces
Graff Creek becomes Write
rz Blok
African Batik
Tile Tapestry Installed
Lao Walkway Tile Tapestry Installed
Children’s Wall
Market Creek Amphitheater
20
06 Family Summer S
eries
JVJC Cultural BannersArts & Culture Fest
20
10 Center for C
ommunity
& Cultural A
rtsCultural Learning Partnership
19
98
Art and Design Team
Unity NightEthnic Nights
Cultural V
illage Site
Dedication
Graff Creek
Joe & Vi Jacobs Center
Cultural Venues
20
andorganizingandstrengthened the cross-culturallearning.Thisteambroughtthe momentum and magicoftheearlyUnityNightandthevillageofculturalhouses together into anannualsignatureeventforMarketCreek— the Arts & Culture Fest.Originally,seventemporaryculturalhouses
becamepermanentandwereplacedaroundaWorldCourtyardnexttotheAmphitheater.Duringthefestival,residentshostedworkshopson theirculturesandcelebratedwithculturalentertainmentandfood. Ascross-culturalorganizingexpanded,participationintheFestgrewinto the thousands .
Overtime,thePlazagrewintoaculturalgatheringplace.EverymonthfromJanuarythroughSeptember,adifferentculturecelebratesitsheritagein TheVillage,culminatingwiththeArts&CultureFest.Alongwiththesecelebrations,aFamily Summer Series waslaunchedfeaturingweeklyFridayFamilyMovieNights,SaturdayCulturalCelebrations,andGospelSundays.
By2007,MarketCreekteamshadexpandedthefocusfrom10acresto 60andenvisionedaculturaldestination. TheJoe & Vi Jacobs Centerwasbeingplannedasthecenterpieceof TheVillageatMarketCreek.WithinthisnewCenter,planningteamswanteda10,000-square-footeventsvenuetohostlargerevents.Anewsocialenterprisewascreatedtosupportthisactivity andbrandMarketCreek’svenuesas apremierartsandculturedestination.
arts institutions and community arts and cultural groups involved in the Cultural Learning Partnership
21
Community & Cultural Arts
Theprojectinvolved12communityartists,27honorees,and20youthwhoweretrainedinvideographyandstory-tellingandcreatedanaward-winningvideoofthelivesofthehonorees.
TheArtsandCultureTeamalsocoordinated the Children’s Wallproject.FundedbySempraEnergy,ateamofcommunityartistsworkedwithover600neighborhoodchildrentocreatetheirownsignaturehand-paintedtiles.These
tileswerethenblendedintoamosaicofatreeonaretainingwalloverlookingChollasCreekattheAmphitheater.
Tospotlighttheindividualcultures,theArtsandCultureTeamalsoplannedforculturaltapestriestobebuiltintothePlaza’swalkways.Withfundinginplace,the African Batik Tile Tapestry and Lao Walkway Tile Tapestrywerecreated,installed,anddedicated.
AstheGraffCreekteamgrewitsparticipation,thegraffitiartparkmovedtoasitethatcouldprovideforover13,000squarefeetofartpanels.Theteam changed its name to Writerz Blok andexpandedtoteachingmuralartandtrainingyouthingraphicdesign,silkscreening,andposterprinting,andeventuallyaddedarangeofincome-producingactivities,puttingyoungpeople’sgiftsandtalentstowork.
A Center of Arts and Culture
In2005,theformationoftheInternationalOutreachTeamdeepenedandbroadenedtheculturaloutreach
20
21
Arts &
Cu
lture
Anadditionaloutdoorstagewasaddedandcommunityartistscreatedculturalartbannersandfilledits27culturalnicheswithdynamicartandartifacts.
UndertheleadershipofTheLeglerBenboughFoundationandthe SanDiegoMuseumofArt,2010gave risetoalargernetworkcalledtheCulturalLearningPartnership.Ninemajorculturalgroupsandfiveof SanDiego’sleadingartmuseumscame together to create the Center for Community & Cultural Arts.Envisionedasa“culturalbridge”betweenthecommunityandBalboaPark’sartinstitutions,jointprogrammingandexhibitswerelaunched.
2010alsosawtheadditionoftheeighthculturalhousetotheWorldCourtyard,theChamorroHouse,andtheworkof
Major Cultural Celebrations Held in The Village (Cumulative)
AsianFilmFest
ChamorroCulturalFest
CincodeMayoCelebration
FiestasPatrias
FilipinoFiesta
HeritageDayParade&Festival
Juneteenth
LaoNewYearFestival
MartinLutherKing,Jr. CommunityBreakfast
SomaliIndependenceDay 50thAnniversaryDinner
SomaliAmericanCulturalDay
SamoanFestival
TheVillageArts&CultureFest
ParolFestival
Art Installations and Cultural Venues in The Village
AfricanBatikTileTapestry
CelebrationHall&OutdoorStage
CommunityFacesMuralProject
CulturesoftheDiamondMural
Firefly DreamsBronzeSculpture
JacobsCenterCulturalBanners
LaoWalkwayTileTapestry
MarketCreekAmphitheater
SempraEnergyChildren’sWall
WriterzBlokGraffitiArtPark
WorldCourtyard andCulturalHouses
theVOCALNetworktostrengthenplans fortheculturalbrandingofTheVillage.
Looking Ahead Nextyear,thelaunchofamajorartsoverlaytoTheVillageMasterPlanwithfundingfromtheNationalEndowmentfortheArts,planningforaculturalartsdistrict,thefirstcross-culturalmuseum-communityexhibition,andthecontinuedgrowthoftheartsandculturemomentum,areallontheagenda.
Community & Cultural Arts
22
Community & Cultural Arts
22
2010 Progress
TheCulturalLearningPartnership,agroupoffiveSanDiego
arts institutions, nine cultural groups from The Village, and other
southeasternSanDiegoresidents,workedtogethertoinitiatethe
Center for Community & Cultural Arts. The team initiated construction
on the exhibit and arts programming space on the second floor of
the Joe & Vi Jacobs Center.
Village Art & Identity• The40-memberVOCALteaminitiatedplanning
forculturalbrandingofTheVillage,holdingaseries ofcross-culturallearningsessionsinvolvingmore than500peopletolaythefoundationforarts districtplanning.
• WriterzBlok,theinnovativeurbanartparkandsocialenterprise,drewanestimated1,255peopletoitsactivitiesandevents,rangingfromaerosolartandmuralpainting,graphicdesign,silkscreening,exhibits,andvideoevents.
• WriterzBlokdeepeneditsrelationshipwiththeBalboaParkmuseumsthisyear.TheOldGlobetheaterinvitedthemtocreatebackdropsforahip-hopdramacalledWelcometoArroyo’s .
Cultural Celebrations & Understanding• 14majorculturaleventsbroughtanestimated
24,550peopletoTheVillage.
• Up63%fromtheprioryear,196communityartistsparticipatedinVillageactivitiesandprojectsand 120residentsparticipatedinin-depthcross-culturaltraining .
• Morethan5,000peopleattendedthe2010Arts&CultureFest,asix-monthplanningandcapacity-buildingeffortwithmultiplestages,exhibits,culturalfood,artsactivities,andcross-culturallearning.
The Center for Community & Cultural Arts• TheCenterforCommunity&CulturalArtswas
launchedbyagroupofartsinstitutionsandcommunityartsandculturalgroupsaspart oftheCulturalLearningPartnership.
• Throughtheleadershipandsupportof TheLeglerBenboughFoundation,a4,700-square-footgallerywasbuiltonthesecondfloorofthe Joe&ViJacobsCentertoshowcaseexhibitsputtogetherbythePartnership.
community artists involved in Village events and projects
196
people attended activities at Writerz Blok Urban Art Park
1,255
23
Arts &
Cu
lture
AnewmuralonthedomeinsideAsiaWorkrestaurant
celebratesculturewith8-footfiguresdesignedandpainted
bylocalartistSalBarajasandhisson,SalJunior.
InJuly,national and international
graffiti artists drew more than 400
peopletotheWriterzBlokUrban
ArtParkforagraffitiartshowcase,
promoting the positive aspects
of the art form.
TheChamorroCulturalHouse,
the eighth house to be constructed in the
World Courtyard, was dedicated in May
during an event that attracted more
than2,500SanDiegans.
Organizations in the Cultural Learning Partnership
TheLeglerBenboughFoundation
CasadelReyMoroAfricanMuseum
CHE’LU,Inc.
FiestasPatriasCommittee
Izcalli
JacobsCenterforNeighborhood Innovation
JacobsFamilyFoundation
LaoAmericanCouncil
LaoCommunityCulturalCenter
MingeiInternationalMuseum
MuseumofPhotographicArts
PASACAT
SamoanCommunityCouncil ofSanDiego
SamoanFestivalCommittee
SanDiegoHistoryCenter
SanDiegoMuseumofArt
SanDiegoMuseumofMan
SomaliYouthUnited
SouthSudanDevelopment Association
TheYouthMovement
WriterzBlok
2010 HighlightsCommunity & Cultural Arts
25
The Built EnvironmentSkills to implement change
Overview TheVillageatMarketCreekisaboutchanging
thelandscapeofacommunity.
Residentworkingteamsarereclaimingblightedland
andrestoringvitalitytotheirneighborhoods,starting
withtherevitalizationofacentraltransportation
andcivichub.
Withaneyetowardmixedlanduse,environmental
sustainability,andcommunitybenefits,TheVillage
willputmorethan60acresofblightbackinto
productiveuse.Builtonastrategicgrowthmodel
thatputsresidentsattheforefrontofwhoplansand
benefits,theprojectwillultimatelyreplacesubstandard
housingwith1,000quality,affordablehomes;support
250newbusinesseswith2,000jobs;restorenearly
5,500linearfeetofwetlands;yieldmorethan
$300millioninconstructioncontracts;andcreate
anintegratednetworkofparks,culturalvenues,
andpublicfacilitieswithinTheVillage.
Physical
Develo
pm
ent
26
A mixed-use, family-friendly, transit-oriented cultural village that fosters environmental sustainability, social responsibility, and resident ownership of assets.
principlesGUIDING
• Ensure residents have a strong voice in all land planning and development decisions
• Keep decisions grounded in the social, economic, political, and cultural needs of the community
• Balanceseveralbottom-lines — social, economic, and environmental — to ensure sustainability
• Return maximum benefits to the local community
Community Benefits
• Maximumbenefitfromdevelopmentreturnedtocommunityresidentsandlocally-ownedbusinesses
• Stakeholdercapacitybuiltintoeveryaspectofdevelopment,includinglandplanning,residentialandcommercialdevelopment,construction,financing,andownership
• Afully-sustaining,community-basedcompanywiththecapacitytodevelopandmanageprojectsthataredesigned,built,owned,andservicedbythecommunity
32acres of blight removed
The Built Environment physical development
goal
What We Are Trying to Accomplish Inordertosupportphysicaldevelopmentandtransformation, workinTheVillagefocusesonachievingthefollowing:
Land Planning
• Sitecontrolofundeveloped,neglected,andblightedpropertiessurroundingtheMarketCreek/EuclidAvenuemulti-modalTransitStation
• Resident-guidedlandplanningthatisinformedbythecommunity’sneedsandaspirations,reflectsaunifiedvision,buildsontheassetsandstrengthoftheirdiversity,andensuresahealthyandvibrantvillage
Building Sustainable Communities
• Amixed-use,transit-orientedculturalvillagethatisfamily-friendlyandshowcasestherichmulticulturaltraditionsofthecommunitywith avibrant“senseofplace”
• Anetworkofcommercial,industrial,andresidentialdevelopmentsthatareownedindividuallyorcollectivelybyresidents,withintegratedchildcare,playgrounds,andfamilyenhancementservices
• AsustainableVillage—economically,environmentally,socially,andfrom amanagementperspective
How the Work Has Grown
The Beginning
ThephysicaltransformationoftheMarket-EuclidhubbeganwithanoldSocialSecuritybuildingbeingrenovatedbytheCityandbecomingtheTubman-ChavezCenter,avacantlotbecomingthesiteofthenewValenciaPark/MalcolmXLibrary,theElementaryInstituteofSciencebuildingastate-of-the-artscienceandtechnologycenter,andstate-fundedland-planningatthisimportantcommunityintersection.
Theseearlyeffortsinspiredresurgence.Residentsofallagesbegantoworktogethertomaketheirdreamsareality.Theyenvisionedabelovedcommunitywithqualityfacilities,award-winningdesign,avibrantsenseofplace,andnetworksthatcouldnurturechildren asthehighestpriority.
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27
Physical
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Resident-Guided Development
TheJacobsFamilyFoundationprovidedtheresourcestopurchasethesiteandaskedresidentstoplan,design,andbuildtheprojecttheyenvisioned.DividedinhalfalonganaturalboundaryprovidedbyChollasCreek,thefirsttenacres—onceknownonlybyitsbarbedwirefencing—becameMarket Creek Plaza .
PhysicaldevelopmentofthesitegaverisetotheconceptofresidentWorking TeamsandprovidedthefoundationforthePlazaasa“double bottom line” project.Diverseteamskeptfinancialsustainabilitybalancedwithcommunitybenefits.Goalsweresetforcapacity-building,training,involvement,jobs,contracts,andownership.
TheArt & Design Teambroughtarchitectsandcommunityartiststogethertocreatealookforthecenterthatwasreflectiveandrespectfulofthecommunity’srichculturaldiversity.
AConstruction Collaboration set and surpasseditsunprecedentedgoalforawardingatleast65percentofcontractstolocalminority-andwomen-ownedfirms.
Residents formed a Business & Leasing Teamtoidentifyandrecruitthebusinessestheywanted.TheirworkresultedinaSpirit of Partnership Agreementthatmaximizedcommunitybenefitslikelocalhiringandpurchasingfromlocalbusinesses.
Inthespotlightwasa20-acreabandonedfactory.TheLangley factoryrepresentedlarge-scaleblightinthemiddleofwhatwasenvisionedasacivichub.TheJacobsFamilyFoundationpurchasedthesite,consideredundevelopable,andin1998hiredresidentstosurveytheirneighborstoseewhatshouldbedonewithit.Sixhundredresidentsand200businesseswerequeriedandoverwhelminglyrequestedagrocerystore—therehadn’tbeenamajorchaininthecommunityfor30years.Theyalsowantedasit-downrestaurant,bank,coffeeshop,drugstore,placetogather,andjobs.Basically,theywantedwhatother communities had .
Aneconomicimpactstudyrevealed thatresidentswerespendingmorethan $60millionoutsidetheareasimplybecausetherewerenobusinessesprovidingneededgoodsandservices.Residentsposedthequestion,“couldthispotentialbefurthertappedtocreatejobsinourowncommunity?”
timelineAT A GLANCE
19
98
Langley Factory
Site Acquisition
Phase 1 of C
reek Restoration
& Site Preparatio
n
Community Contractin
g Program
20
02
Langley becomes Market Creek Plaza
Food 4 Less First Y
ear of O
peration
Village Center E
nvisioned
EIS Constructio
n/Building Grand OpeningMarket C
reek Amphitheater
Euclid
-Market A
ction Team (EMAT)
Planning CirclesAwards fo
r Archite
cture and Engineering
20
06
Villa
ge Center becomes
The Village at M
arket Creek
Conference and Office Build
ing
Planned (Named fo
r Joe and Vi Jacobs) S
an Diego’s City of Villa
ges
Smart Growth Pilo
t Villa
ge
Fifth Amendment to
the Community Plan
Next Phase of C
reek Restoration
The Old Globe Technical Center
Expanded Land Acquisition
BRYCO Industrial Build
ing Renovation
Market Creek Plaza – Complete
20
10
Comprehensive Village Plan Update
Expanded Land AcquisitionDesignatio
n as CA Catalyst Community
EPA Brownfields Partnership
LEED-ND Certificatio
n Filing
ULI Summit on Infra
structure Finance
Northwest V
illage Planned
Housing Team
28
The Built Environment
2,100linear feet of Chollas Creek restored
AnEmployment Development Team builtapartnershiptoprovideworkforcepreparationandtraining,resultingin91percentofthegrocerystore’sinitialemployeesbeingcommunityresidents.
AResource TeamtraveledthecountrywithJacobsstaffandtrusteestosecureneededfinancialinvestment.
Asthegrocerynearedcompletion,an Ownership Design Teambegantoexploreamechanismforresidentinvestmentandliteralownershipoftheproject.Thisteam’s“theoryofthirds”calledforbalancingindividualbenefit,communitybenefit,andongoinginvestmentinrevitalizationefforts. AfterhundredsofhoursofteamplanningoversixyearsandthreesubmissionstotheCaliforniaDepartmentofCorporations,thisteamgavebirthtotheCommunity Development IPOforindividualownership,theNeighborhood Unity Foundationforcommunityownership,and Diamond Management, Inc. for investmentinongoingrevitalization.
ThePlaza’sfirstbusiness,Food 4 Less, openedin2001andquicklybecameoneofthechain’sbestperformingstoresintheregion—andcontinuestobesotothisday.ThemajorrestorationofChollasCreekfromahazardousliabilitytoanaturalgreenbeltasset,andthebuildingofacommunityamphitheater,gavelifetooutdoorspaces.
By2005,thePlazawasfullyleased,withallofitsstoresandrestaurantsopen forbusiness.
EMAT and The Village Center
Sparkedinacatalyticandcontroversialmoment(whenaproducedistributioncenterwasproposedonasitenexttotheircommunity’scivicbuildings),residentsandbusinessescametogether as the Euclid-Market Action Team (EMAT)andcreatedavisionfortransformingtheacresofunder-utilizedandcontaminatedlandatthisimportantintersection.Thevisionwasalive-work-playenvironmentbuiltaroundthetransithub.Thisteamidentifiedapproximately60acrestobetargetedforrevitalization.
Between2005and2008,thepainstakingworkofassemblinglandwasundertakenbytheJacobsFamilyFoundationinpartnershipwithTheAnnieE.CaseyFoundationandtwobanks.Anearbywarehousewastransformedintoasmall-businessenvironmentwithamixofofficeandwarehousespace.
Duringthistime,EMATwonacompetitivebidasoneofSanDiego’s“pilotvillages”totestthesmartgrowthprinciplesofmixed-use,compactdesigninatransit-orientedvillageatmosphere.
Outdatedland-usedesignationsinthecommunityplancalledforworkbytheSoutheasternEconomicDevelopmentCorporation(SEDC)andtheCityPlanningDepartment.ThisworkculminatedintheapprovaloftheFifth Amendment to the Community Plan inApril2009bytheCityCouncilwithhundredsofresidentsparticipatinginpublichearings.
TheCommunityPlanAmendmentopenedthedoorfordevelopment ofthevillagecenter.
The Village Today
Withtheabilitytodevelopmixed-useprojects,teamworkfocusedonupdatingthemasterplantoincorporatethelatest
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29
Physical
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ent
The Built Environmentthinkingabouteconomic,social,andenvironmentalsustainability,includinganassessmentofVillageplansagainstLEED-ND(LeadershipinEnergyandEnvironmentalDesignforNeighborhoodDevelopment)criteria.
AssistancefromtheUrbanLandInstituteoninfrastructurefinance,andtheU.S.EnvironmentalProtectionAgency(EPA)onbrownfieldsclean-up,helpedadvancetheplanning.
2010sawthefinishedbuildoutofthesecondflooroftheJoe&ViJacobsCenter,creatingspaceforpartneragenciesandlocalnonprofitstohaveanewandimprovedpresenceinTheVillage.SEDC,HomeStart, SanYsidroHealthCenter,andthe CenterforCommunity&CulturalArtsmovedin,bringingthe78,000-square-footbuildingtofulloccupancy.
InNovember2010,TheVillagewasselectedasoneoffivegold-levelCatalyst CommunitiesbytheCaliforniaSustainableCommunities CounciltoreceiveprioritypointsinthebidprocessforStateHousingandCommunity
Development,Caltrans,andurbangreeninggrantsasamodelforbuildingliveablecommunities.
Looking AheadInthecomingyear,workwillbeginonNorthwestVillage.AnchoredbyaWalgreensdrugstoreandenhancedbythenextphaseoftheChollasCreekrestoration,theNorthwestVillagewillgetunderway.Followingquicklybehindistheplanningforthehousingportionoftheproject.
AlsoonthedrawingboardisthegroundbreakingforMarket&47th,makingwayforanew23,000-square-footcommunityclinictobebuiltbyFamilyHealthServicesofSanDiego.ResidentteamswillcompletetheupdateofthemasterplanforTheVillage,debatearrivalofa“bigbox”inTheVillage,andimplementnewmethodsforclean-up ofbrownfieldssites.
The Village at Market CreekGold-level Catalyst Community Housing and Community Development Department, State of California
Excellence in Economic Development — Neighborhood Development InitiativesInternational Economic Development Council
Community Vision Award San Diego Architectural Foundation
Market Creek PlazaOutstanding Brownfield TransformationU.S. Environmental Protection Agency (EPA)
ULI Social Equity Award Urban Land Institute San Diego/Tijuana District Council
Excellence in Economic Development — Real Estate Development & ReuseInternational Economic Development Council
Joe & Vi Jacobs CenterAward of Merit American Society of Civil Engineers, San Diego Section
Chollas Creek Encanto TributaryOrchid Award San Diego Architectural Foundation
Project of the Year Award American Public Works Association, San Diego & Imperial Counties Chapter
Village Infrastructure: Gateway UnderpassAward of Merit American Society of Civil Engineers, San Diego Section
Concrete Structure/Bridge Project of the YearAmerican Concrete Institute, San Diego International Section
Engineering Excellence Consulting Engineers and Land Surveyors of California
Village Awards (Cumulative)
30
Completed Projects The Built Environment
Elementary Institute of Science
Food 4 Less
Market Creek Amphitheater
BEFORE
BEFORE
BEFORE
BEFORE
Market Creek Plaza
30
31
Physical
Develo
pm
ent
The Built Environment
Joe & Vi Jacobs Center
Housing – Creek Terrace Townhomes (proposed)
BRYCO Business Park
Chollas Creek Encanto Tributary
BEFORE BEFORE
BEFORE
BEFORE
32
$104.9 millionTotal investment in The Village — up 3% since previous year
32
Land Planning• UndertheleadershipoftheVOCALNetwork,
570residentsparticipatedinupdatingthe masterplanforTheVillage,coveringlanduse,connectivity,urbandesign,andculturalbranding.
• Anadditional7.3acreswasassembledforVillageplanningforatotalof52acres;todate,22acres havebeendevelopedandanadditional30acres arebeingheldforfuturedevelopment.
• TheCityofSanDiegoawardeda$400,000SANDAGSmartGrowthIncentiveProgramGranttoconductmobility/walkabilitystudiesattheMarket-Euclidhub,akeycomponentofTheVillageMasterPlan.
Building Sustainable Communities• TheStateofCaliforniaawardedTheVillage
$1,350,000asastatewide“Gold-LevelCatalystCommunity”undertheCatalystProjectsforCaliforniaSustainableStrategiesPilotProgram.TheVillage willbeeligibleforprioritypointsinthebidforresourcestoeliminateblight,improvejobcreation,expandaffordablehousing,preserveopenspace,promotehealthyenvironments,andincrease energyconservation.
• Residentteamsmovedplanningforwardontwohousingandtwocommercialprojects.Attheend of2010,WalgreenssignedaleasetoanchorNorthwestVillageCommercial,thenextphase ofVillagedevelopment.
$29.7 millionin contracts awarded to HUBE contractors
2010 Progress
DiamondManagement,Inc.workedwithcommunitycontractors
todemolishdeterioratingapartmentsonNaranjaStreet.
The Built Environment
Community Benefits• Totalinvestmentinbuildingsandbuilding
improvementsnowtotals$61.4million,up$909,000fromtheprioryear;ofthisnewinvestment,92%ofthecontractswheresecuredbyminority-andwomen-ownedbusinesses.
• Todate,contractsinTheVillagetotal$39.8million; ofthisamount,$29.7millionwerecontracts awardedtoHUBE(HistoricallyUnderutilized BusinessEnterprises)contractors.
• Thepercentageofcontractstominority-and women-ownedbusinessestodateis75%, up1%fromprioryear.
• Ofthe42employeesofDiamondManagement,Inc.(DMI),thedevelopment,construction,andpropertymanagementcompanyforTheVillage,29%areresidentsand71%arepeopleofcolor.
• DMIprovided2,468hoursoftrainingandcapacitybuildingtoitsemployeesandon-callstaffinarangeofareasfromcustomerservicetoemergencyevacuations,firstaid,andCPR.
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Physical
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ent
2010 Highlights
Residents in VOCAL and the Physical
Development Team learned about green design
standardsandLEED-ND(LeadershipinEnergy
andEnvironmentalDesignforNeighborhood
Development) certification for The Village at
MarketCreek.WithsupportfromGlobalGreen
andagrantof$25,000fromtheU.S.Green
BuildingCouncilandBankofAmerica,the
LEED-NDapplicationprocesswasinitiated
as part of the updated Village Master Plan.
The Built Environment
UsingTheVillageatMarketCreekasa
casestudy,theUrbanLandInstitute2010
TechnicalAssistancePanel(TAP)Workshop
focused on infrastructure deficits and
the capital challenges of revitalizing
underinvested neighborhoods.
Residents,Cityofficials,andpartnerscelebratedtheselectionofTheVillageatMarketCreek
asaGold-LevelCatalystCommunity.
Land Acquisition PartnersTheAnnieE.CaseyFoundation
JacobsCenterforNeighborhood Innovation
PacificWesternBank
U.S.Bank
Market Creek Investment Advisory BoardTheLeglerBenboughFoundation
CaliforniaSouthernSmallBusiness DevelopmentCorporation
CaliforniaStateWaterResources ControlBoard
TheAnnieE.CaseyFoundation
Chase
ClearinghouseCommunity DevelopmentFinancialInstitution
DiamondCommunityInvestors
DiamondManagement,Inc.
Evelyn&WalterHaas,Jr.Fund
TheF.B.HeronFoundation
JacobsCenterforNeighborhood Innovation
JacobsFamilyFoundation
NeighborhoodUnityFoundation
PacificWesternBank
TheRockefellerFoundation
SoutheasternEconomic DevelopmentCorporation
U.S.Bank
WellsFargoandCompany
35
Edu
cation
, Health
&
Safety
Networks to sustain changeFamily & Community Networks
Overview TheVillageatMarketCreekisaboutbuildingstrong
networksfromtheinsideout.
Acollaborativeeffortofpeopleinsideandoutsidethe
community,bringingtogetherarangeofexpertiseand
resources,isneededtoaddressthecomplexissuesour
communitiesface,whetherit’sschoolperformance,
healthdisparities,organgviolence.Partnerships
focusedonhealth,education,familyservices,and
youthdevelopmentareimportanttothelong-term
sustainabilityofprogramsthatenhancequality
oflifeforchildrenandfamilies.
Identifyingandconnectingexistingorganizations
andnaturalnetworks,openingaccesstosystemsand
services,andestablishingacultureofcommunity
listening—thesehelpusdiscoverwhatisneeded,get
atrealbarriers,anddesignbetterwaystoaddressthe
concernsofresidents.Theyalsoformthefoundation
forsustainablechange.
Ifittakesavillagetoraiseachild,ittakesanetwork
ofdedicatedpeopleandorganizationstoraiseavillage.
Theseinterconnectednetworks—whichplaceahigh
valueonthevoiceofresidents—createthefabric
ofourcommunity.
36
What We Are Trying to Accomplish
Inordertosupportlarge-scalesocialinfrastructureinthecommunity,workfocusesonachievingthefollowing:
Quality Schools
• AstronglearningcommunityamongtheeightVillageschoolsandtheirprincipals,teachers,parents,andstudents
• Acommunity-basededucationandfamilysupportnetworktomeettheneedsofstudentsandfamilies
Health & Wellness
• Networksthatenhanceaccessandconnectpeopletoprogramsandservicesthatbuildandpromotehealthandwellness
• Asafe,walkablecommunitywithaccess to fresh foods
• Theeliminationoftoxicbrownfieldsandsubstandardhousing
Safe Neighborhoods
• Residentnetworksthatcanidentifyunsafeareasandresolveunsafesituations,improvingtheoverallsafetyintheirneighborhoods
• Acoordinatedsupportnetwork tofacilitatethesmoothre-entry offormerlyincarceratedresidents intothecommunity
• Eventsandnetworksthatcelebrate, recognize,andconnectfamilies throughoutTheVillage
36
Strong social networks that promote learning, support children in achieving their full potential, and enhance health and safety.
principlesGUIDING
• Lead with parents and youth to identify issues important to them, and the practical actions theycantaketoaddressthem
• Usealearn,plan,anddostrategy to strengthen resident capacity and connect existing resources and services
• Include a broad range of stakeholderstobuildjointactionandstrongnetworks
• Connect policy and decision makerstoidentifyandaddresspolicy barriers and issues
• Createlong-termplansandpartnershipswithshort-termgoals and results
education, health & safety
How the Work Has Grown
The Beginning
InplanningMarketCreekPlaza,residentsincludedachildcarecenter.However,whenchildcareproviderswereconvenedtohelpdesignthecenter,theyrecommendedsupportingprogramsalreadyinthecommunityinsteadofbuildinganewcenter.AChildcare Learning Partnershipwasformedtolinkresources,strengthenreferralsnetworks,andenhancetrainingopportunities.
AYouth Learning Partnership, formed byprogramdirectorsandyouth,wasestablishedtostrengthenyouthservicesandcoordinatework.Thisledtothepilotingofayouth-ledteencenter.
Respondingtoresidentconcernsaboutaccesstohealthcare,representativesfromtheEuclidHealthCenter,ParadiseValleyandChildren’sHospitals,theCountyofSanDiegoHealthandHumanServices,andtheneighborhoodnonprofitProjectNewVillagecametogether to form the Partnership for Excellence in Health,withthegoal ofaddressingthehealthcareneeds ofthemedicallyunderserved.
Allthreeoftheselearningpartnershipsweresupportedbyanewlyformed SanDiegoNeighborhoodFunders.
Listening Teams become Learning Collaborations
TheseLearningPartnershipsledtobroaderlisteningstrategies.
AYouth Violence Listening Project conducted outreach to former gang members,parents,andyouthbeing
goalFamily & Community Networks
37
timelineAT A GLANCE
impacted,alongwithcommunity,regional,andnationalyouthviolencepractitioners.AYouth Violence Team wasthenformedtomovefromlisteningtostrategy.
ASchools Listening Project connected principals,teachers,parents,andstudentsfromthetenschoolsthatsurroundTheVillage.
AthirdimportantlisteningprojectwasconductedbySanDiegoGrantmakersas it formed its Work Group on Prisoner Re-entry .
Theteamsthatgrewoutofthelisteningworkformedcollaborationstousewhattheyhadlearnedandbeganworking onsolutions.
TheYouthViolenceTeambecame a Safe Neighborhoods Collaborative . TheSchoolsListeningProjectbecame a Principals Collaborative.TheSanDiegoGrantmakers’WorkingGroupformedaPrisoner Re-entry Collaboration Design Team .
Pilot Projects
By2009,thesecollaborationshadlaunchedPilot Projectstoimplementandevaluatetheirstrategies.
TheSafeNeighborhoodsCollaborativelaunchedProject Safe Way . Residents ledaSafePassagetoSchoolprogram, aSafeTalkProgramgearedtoimproverelationshipswiththepolice,aSafePlacesProgramtotransformunsafeplaces,andResidentsAgainstPredators(RAP)toinformparentsofthepresenceofpredatorsandwaystoprotecttheirchildren.
ThePrincipalsCollaborativesetlearninggoalsandvaluesforitseightschools,renameditselftheDiamond Learning Community, and initiated Opening Doors to Learning,linkingfamiliesfromsixelementaryschools
tothreesocialserviceagenciesand anetworkofcommunityresources tosupporttheirsuccess.
ThePrisonerRe-entryCollaborationDesignTeamlaunchedComing Home to Stay,aprojectthatusesacommunityresourcenetworktoserveresidentsreturningtotheDiamondNeighborhoodsandCityHeights.
Looking AheadBuildingonthemomentumofthepilotprojects,a40-memberVillageplanningcircle,calledtheFamily and Community Networks Team,isnowbringingthesegroupstogethertodevelopcomprehensivegoalsforhealth,education,andsafety,andfindwaystomeasureimpact.Inthecomingyear,theirchargeistodevelopthestrongandsustainingnetworksneededforahealthy,safeandvibrantVillagecommunity.
20
02 Youth Violence Team
Schools Listening Project
Youth Violence Listening Project
20
06
San Diego Grantm
akers’ Work
Group on Prisoner Re-entry
Principals Collaborativ
e
Prisoner R
e-entry
Collaboration Design Team
Safe Neighborhoods
Collaborative
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98
Childcare Learning Partnership
Partnership for E
xcellence in Health
Youth Learning
Partnership
Diamond Learning Community
Opening Doors to Learning
Coming Home to Stay
Family & Community Networks
Team
20
10
Project Safe Way
Edu
cation
, Health
&
Safety
38
Family & Community Networks2010 Progress
$175,000grant from the EPA to engage resident teams in developing reuse and remediation strategies
Quality Schools• ParticipationintheOpeningDoorstoLearningpilot
projectincludedsixschoolswithassignedteams,31studentsandfamilymembers,27teachers,threesocialserviceagencies,threelocalcommunityagenciesservingyouth,andthreemembers oftheSanDiegoNeighborhoodFunders.
• The31studentsparticipatinginOpeningDoors and11oftheirsiblingsreceived795hours oftutoringforanaverageof19hourseach (sixmonthfigures).
• Aftersixmonths,50%ofthestudentsimprovedinstudentengagementandattitudetowardlearning,19%improvedschoolstandinginstudentperformance,and13%improvedskillproficiency.
Health and Wellness• SanYsidroHealthCenter,withsupportfrom
TheCaliforniaEndowment,surveyedover1,500residentsandassembledanadvisorygroupof over100organizationsandindividualstocreate aSoutheasternSanDiegoCommunityStrategicHealthPlan.
• TheCaliforniaEndowmentalsoprovidedfunding fora40-memberteamofresidentstoimplement aHealthIndicatorsProjectforTheVillage.
• TheEPAselectedTheVillageforaBrownfieldsArea-WidePlanningPilotProgramgrantof$175,000toengageresidentteamsindevelopingreuseandremediationstrategiesforeightVillageproperties.
• 60unitsofsubstandard,mold-infestedhousingwereeliminated,52unitsofnewhousingarereadyforfinancing,andanadditional100areinplanning.
• 2,100linearfeetofChollasCreekanditstributarieshavebeencleanedupandrestoredtonaturalvegetationwithwalkingtrails.
Safe Neighborhoods• InthethreesafetyzoneswithinTheVillagecreated
byProjectSafeWay,thenumberofgangandschoolviolenceinterventionswasdown40%fromthe prioryear.
• TheexpandedeffortbyProjectSafeWayin2010 ledto121publicsafetyissuesbeingcorrected— up51%frompreviousyear.
• Civicparticipationinpublicsafetymeetingsandeventswasupfrompreviousyear16%to1,971.
• 23residentsreceived898hoursofpublicsafetytraining,and67peoplevolunteeredinthesafeneighborhoodsnetwork.
• IntheComingHometoStayprisonerre-entryprogram,ofthe53participantsfromtheDiamondNeighborhoods,73%weresuccessfullyplaced injobs.Thenationalbenchmarkforemployment is9%.
• Wraparoundservicesand1,200hoursofpeermentoringresultedinreducingtherecidivismrate forthecommunityparticipantsinComingHome toStayto7.7%,comparedtothestateaverage of75%.
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39
Edu
cation
, Health
&
Safety
TheCaliforniaEndowment
CommunityConnectionResource Center(CCRC)
CountyofSanDiegoProbation Department
JacobsCenterforNeighborhood Innovation
JacobsFamilyFoundation
MetroUnitedMethodist UrbanMinistry
OvercomingGangs&Beyond
TheParkerFoundation
Price Charities
RichardJ.DonovanCorrectional Facility
SanDiegoCountyBarFoundation
SanDiegoCountySheriff’s Department
SanDiegoGrantmakers
SanYsidroHealthCenter
SecondChanceSTRIVE
ReverendEdwardThompson
UAAMAC(UnitedAfricanAmerican MinisterialActionCouncil)
KennethWilson
Chollas-MeadElementarySchool
ElementaryInstituteofScience
GompersPreparatoryAcademy
HortonElementarySchool
JackieRobinsonFamilyYMCA
JacobsCenterforNeighborhood Innovation
JacobsFamilyFoundation
MegJacobs
JohnsonElementarySchool
KnoxElementarySchool
LincolnHighSchoolNinthGrade Academy
PAZZAZ
TheParkerFoundation
PorterElementarySchool
SanDiegoUnifiedSchoolDistrict
UniversityofCaliforniaSanDiego CREATE
ValenciaParkElementarySchool
Coming Home to Stay Partners
Diamond Learning Community Partners
Family & Community Networks2010 Highlights
ComingHometoStaysharedencouragingstatisticsattheOne-Year
ReportBackmeetinginCityHeights.
ProjectSafeWaykickedoffasafety
campaignwiththeSanDiegoPolice
Departmentafterariseinchild-related
traffic accidents.
JCNIpartneredwiththeSanDiegoPolice
Departmentforthe3rdAnnualJerryGriffen
Toy Drive to distribute toys to southeastern
SanDiegofamilies.Thedrive,assistedby
Toys for Tots, served more than 60 families
with200children,providingmorethan1,000
toys ranging from bicycles to iPods.
41
Overview TheVillageatMarketCreekisaboutcollective
communityinvestmentinchange.
Asananchorprojectforreinvigoratinganurban
marketplace,MarketCreekPlazaisdesignedtogive
residentsafinancialstakeintheircommunity,put
theirgiftsandtalentstowork,buildindividualand
communityassetswhilerebuildingneighborhoods,
andkeepsocialresponsibilityattheforefront
ofbusiness.
Residentteamsworktoharnesslocalretaildollars,
buildanemergingmarket,anddevelopanetwork
ofcommunity-ownedenterprises.Collectively,
thesetriple-bottom-linebusinessventuresunite
diversecommunitiesandcapturethebenefitsofan
expandingeconomythroughcommunitycontracting
andownership.Pioneeringtoolsenableresidents
toownapieceoftheirblockandachievetogether
whattheycannotdoalone.
Community Enterprise & OwnershipAssets to leverage future change
Econ
om
ic D
evelop
men
t
4242
Community-owned enterprises that bring essential services, create jobs, expand contracting opportunities, and build assets.
principlesGUIDING
• Maximize economic impact in every phase of community development, from local hiring and contracting to leasing and ownership
• Develop mechanisms for residents to build wealth while redeveloping their neighborhood
• Promote the circulation of money in the neighborhood and build economic capacity
• Involve residents in business, financial, and asset management tobuildworkingknowledge and expertise
economic development
What We Are Trying to Accomplish
Inordertosupportlarge-scaleeconomicopportunityinthecommunity,workfocusesonachievingthefollowing:
Business & Social Enterprise
• Avibrantbusinessenvironmentwithastrongeconomicbaseandthetypesofproductsandservicesresidentswantandneed
• Anetworkoftriple-bottom-linebusinessventuresthatcreatecommunityjobs,offertrainingandsupport,andfillcommunityneeds
Jobs & Employment Development
• Jobgrowthwithsystemstosupportresidentsincapturingandretainingasignificantpercentageofthesepositions
• Strongnetworksthatprovideemploymentdevelopment,training,andjobplacementinpartnershipwithemployers
Ownership & Asset Building
• Ownershipstructuresfordirectindividualresidentinvestmentin therevitalizationoftheircommunityforreturningprofitstobroadercommunitybenefitandexpandingtheongoingdevelopmentofTheVillage
• Programsandtoolsthatenhanceresidents’financialhealthand buildwealththroughsavings andinvestment
How the Work Has Grown
The Beginning
In1997,residentsidentifiedtheabandonedLangleyfactorysiteasanopportunitytoturnblightedlandintoeconomicvalue.Thegoalwastoprovideneededgoodsandservices,recaptureretailleakage,andcreatelocalbusinessownershipandemploymentforresidents.AnOutreachTeamconductedsurveystocreatethecommunity’s “Top Ten List”ofbusinessesandselectthenameforthenewcommercialcenter—MarketCreekPlaza(MCP).
Tosetthecriteriaandoverseetheselectionoftenants,aresidentBusiness and Leasing Teamwasformed.Inordertoachieveabalanceoffinancially-securetenantsandlocalentrepreneurs,theteamdecidedona“theoryofthirds”strategy:one-thirdnationalandregionaltenants,one-thirdfranchisesforpotentialresidentownership,andone-thirdlocalentrepreneurs.Theinitialtenantmixincluded2national/regionaltenants, 2franchises,1manage-to-ownbusiness,and3locallyowned.Alltenantssigned“SpiritofPartnership”agreementscommittingtolocalresidenthiring.
Contracting and Employment
TheBusinessandLeasingTeamsetagoalof65percentresidentemploymentforjobscreatedbyMarketCreekPlazaconstructionandbusinesses.
AConstruction CollaborationwasformedwithcontractorassociationstorecruitandprovidecapacitybuildingtoDiamondNeighborhoodscontractorssotheycouldsecurebidstobuildMarket
Community Enterprise & Ownership
goal
43
timelineAT A GLANCE
CreekPlaza.Thisresultedin79percentofcontractsgoingtolocalandminority-ownedbusinesses.Contractsincludedcommitmentstohireresidentsforlabor.
AresidentemploymentconsultantworkedwiththemajornationaltenantFood4Lesstosecure85percentresidentemploymentofitsinitialjobs.MCP’ssecurityandmaintenanceoperationswerelaunchedasLearn-and-Earn businesseswithresidentsrecruitedandtrainedforthepositions.TheColdStoneCreameryfranchisestorealsodevelopedayouthemploymenttrainingprogram.BRYCO Business Park createdinexpensivespaceforlocalsmallbusinessesinarenovatedlight-industrialbuilding.
Social Enterprise
Twodouble-bottom-linesocialenterpriseswerealsocreated.WheretheWorldMeets,aretailmicroenterpriseprogram,wasopenedtoprovidelocalentrepreneursaplacetoshowcaseculturalproductsandtogrowtheirbusinesses.WriterzBlok,whichbeganasagraffitiartsprogramforyouth,alsodevelopedproductlinesincludingmuralartprojectsandurbanwear.
DiamondManagement,Inc.,incorporatedin2005,waslaunchedasatrainingbusinesstoprovidedevelopment,construction,andpropertymanagementtoTheVillage.
In2008,Market Creek Events & Venues, abanquetandconferencecenterenterprise,beganoperatingtoservethenewJoe&ViJacobsCenterasatraining
businessforresidentsinthefoodandhospitalityindustry.
Ownership & Asset Building
In2000,aresidentOwnershipDesignTeamwasformedtoexplorewaystocreateownershipopportunitiesforcommunitymembers,includingtheCommunityDevelopmentIPOstrategywhichresultedin415residentsbuyingunitsofownershipinMarketCreekPartners,thecompanywhichownsthePlaza.TheseDiamondCommunityInvestorsown20percentofthecompany.TheNeighborhood Unity Foundation,aresident-ledcommunityfoundation,wascreated.Italsoowns20percentofMarketCreekPartnersandusesitsreturnstooperateamini-grantsprograminthecommunity.
Looking AheadAVillage Enterprise and Ownership Teamhasbeenformedtodevelopbusiness,employment,assetbuilding,andresidentownershipgoalsandstrategiesforfuturedevelopment.TheteamisexploringlocalbusinessownershipopportunitiesforthenexttwoVillagecommercialdevelopments.MarketCreekPartnersisdevelopingaplanfortheDiamondCommunityInvestors(DCI)andNeighborhoodUnityFoundation(NUF)topurchasefullownershipofthecompanyin2018.Agroupof193DCImembershasre-investedtheirreturnsinaCommunityInvestmentFundwiththepurposeofcontinuingtoinvestinimprovingtheircommunity.
SEDC, H
ome Start, ACCIÓN San Diego,
San Ysidro Health Center m
ove into JVJC
MCEV generates $1.47 millio
n in earned
revenues and grants
20
10
Ashlon Realty, Asia Wok, T-M
obile open
590 jobs in The Village
20
06
Market C
reek Events & Venues (MCEV)
opens for b
usiness
By end of 2008, 559 jobs in The Villa
ge
Papa John’s Pizza opens
Property Management Team expanded
to manage additio
nal properties
Joe & Vi Jacobs Center community
leasing program underway
BRYCO build
ing renovated & leased,
adding 12 new tenants & 53 jobs
Received perm
it from Departm
ent of
Corporations afte
r 6-year e
ffort
19
98
Food 4 Less signs as anchor te
nant
at Market C
reek Plaza
Business & Leasing Team fo
rms –
holds leasing opportunity fair Local contra
ctors hired to
demolish
Langley factory building Outre
ach Team
conducted community
surveys, created “Top Ten List”
CA Southern CDC launches $1 millio
n
loan pool for M
CP entrepreneurs
Resident O
wnership Design Team form
ed2
00
2
SDG&E opens, first tenant in
Building 5
Four community-owned businesses open
Where th
e World Meets opens with
21
community entrepreneurs
Market Creek Plaza Merchants Assoc. fo
rmed
Starbucks opens (Top Ten List)
Public Safety & Maintenance Ambassador
Program launched
MCP fully leased/operatio
nal, 177 new jobs
Diamond Management, Inc. la
unched
Econ
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ic D
evelop
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t
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Community Enterprise & Ownership2010 Progress
Business & Social EnterpriseThe Village at Market Creek
• EconomicactivityforTheVillageatMarketCreek to-datewasup30%fromperviousyearforatotal of$94.6million.
• ThetotalnumberofbusinessesinTheVillage nowstandsat35,upfromtwoin1997.
Market Creek Plaza
• MarketCreekPlaza’seconomicactivityfor2010wasdown5%frompreviousyearforatotalof$47.8million.Originallyprojectedat$31million,MarketCreekPlazaholdssteadyaboveitsbenchmarkbymorethan50%.
• ThetotalnumberofbusinessesatMarketCreekPlazanowstandsat12,upfromzeroin1997.
• MarketCreekPartners,LLC,thecommunity-ownedcompanythatownsMarketCreekPlaza,generated$1,700,000ingrossrevenue,holdingsteadyfrom theprioryear.
Social Enterprise
• MarketCreekEvents&Venues(MCEV),thetrainingbusinessthatmanagestheconferenceandbanquetcenterattheJoe&ViJacobsCenterandMarketCreek’sothereventvenues,generated$1,400,000ingrossrevenue,anincreaseof8%frompreviousyear.
• MCEVgenerated66%ofitssustainabilityfromearnedincomeand34%fromgrants.Itsgoalistooperate80%earnedincomeand20%traininggrants.
• DiamondManagement,Inc.(DMI),thetrainingbusinessthatmanagesthedevelopment,construction,andpropertymanagementfor TheVillage,generated$602,000ingrossrevenue, anincreaseof4%frompreviousyear.
• DMIgenerated57%ofitsoperationsfromearnedincomeand44%fromProgramRelatedInvestments(PRIsarebelow-market-ratefoundationinvestments)fromtheJacobsCenterforNeighborhoodInnovation.Itsgoalistoachievesustainabilityinthecomingyear,
operating100%fromearnedincomeandabletobeginrepaymentofitsPRIs.
•InthevarioussocialenterprisesinTheVillage,employees,on-callstaff,andtrainingprogramparticipantsreceived7,728hoursofpaidtraining .
44
45
Econ
om
ic D
evelop
men
tCommunity Enterprise & Ownership
2010 Highlights
Market Creek Events & VenuesSamplingof2010Clients
AsiaWok’sgrandopeningbroughtnewjobs,aswellasnewflavorstoMarketCreekPlaza.
PartneringwithLincolnHighSchool,AsiaWokhelpedraiseover$2,000fortheClassof2012.
MarketCreekEvents&Venues
hostedthe2010DiversityHealth
Fair, bringing several hundred
newvisitorstoCelebrationHall.
AspartofWriterzBlok’s
growing social enterprise,
the retail store offers printed
merchandise as well as paint
supplies for visiting artists.
TheCaliforniaEndowmentCheerSanDiegoComic-ConInternationalCommunityCampershipCouncil,Inc.CommunityHousingWorksCouncilonFoundationsCountyofSanDiegoHealthand
HumanServicesAgencyCoxCommunicationsEnvironmentalHealthCoalitionEveokeDanceTheatreGirlScoutsofSanDiegoTheGrandparents’ConnectionHomeStartHospitalitySalesandMarketing
AssociationInternational(HSMAI)JackandJillofAmerica,Inc.KaiserFoundationKingChavezPublicSchoolLambdaKappaMuSororityLeadershipCaliforniaLet’sPlayLincolnHighSchoolMANAdeSanDiegoMingeiInternationalMuseumMoveSanDiegoMr.BlackSanDiegoNationalConflictResolutionCenterNationalCouncilofNegroWomenPASACATPilgrimProgressiveBaptistChurchProjectConcernPromiseCharterSchoolsSanDiegoCountyRegional
AirportAuthoritySanDiegoGrantmakersSanDiegoRegionalMinority
SuppliersNetworkSanYsidroHealthCenterSempraEnergySt.JudeFiestaGroupToysforTotsUAAMACUrbanLandInstituteTheUrbanLeagueWomensInc.YMCA
46
Community Enterprise & Ownership2010 Progress
Job & Employment Development
The Village at Market Creek
• Jobcountsintheplanningareahavegrownfromtheoriginalsevenjobstoitscurrent590jobs.Thejobstotal,however,isdown18%fromitshighof717the prioryear.
• Full-timejobsinTheVillageincreasedby14jobs(6%)fromtheprioryearto245,whilepart-timejobsdecreasedby141(29%)to345.
• JobswithinTheVillagestandat30%oftheoverallgoalprojectedforTheVillagewhencomplete of2,000jobs.
• Ofthe590employeesinTheVillage,49%arefromthecommunityand73%arepeopleofcolor.Bothoriginallyprojectedat65%,communityemploymentcontinuesbelowitsbenchmarkfor asecondyear,andminorityemploymentcontinuestobeatitsbenchmarkby8%.
Market Creek Plaza
• Whenplanningwaslaunchedonthe10-acrefactorysitethatwouldbecomeMarketCreekPlaza,therewasonlyonejob:asecurityguard.Attheendof2010,thetotalnumberofjobsatthePlazastood at215.Thejobstotal,however,isdown14%fromitshighof251theprioryear.
• Forthepast5years,full-timejobshavedecreasedandpart-timejobshaveincreased.In2010,thistrendreversed.Full-timejobsatthePlazaincreasedtoa5-yearhighof91(a25%increase),whilepart-time jobsdecreasedby30%to124.
• Originallyprojectedtocreate166jobs,thePlazacontinuesaboveitsbenchmarkby30%.
• Ofthe215employeesatMarketCreekPlaza,66% arefromthecommunityand84%arepeopleofcolor.Bothoriginallyprojectedat65%,communityemploymentcontinuesatitsbenchmark,andminorityemploymentexceedsitsbenchmarkby19%.
Ownership & Asset-Building• ReturnstoinvestorsinMarketCreekPartners,LLC
weresteady: -DiamondCommunityInvestors (422stakeholders),10% -NeighborhoodUnityFoundation,10% -JCNI,DMI,andPRIPartners,3%
• 193investorsareparticipatingin theCommunityInvestmentFund,reinvestingdividendsfromMarketCreekPartnersinpreparationforfutureownershipopportunities,thisisup7% frompreviousyear.TheFundnowtotals$77,000,up28%frompreviousyear.
• 788youthand939adultsparticipated infinancialeducation.
46
47
Econ
om
ic D
evelop
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Community Enterprise & Ownership2010 Highlights
NeighborhoodUnityFoundation
providedamini-granttoBlockParty
SanDiego(BPSD)NeighborsProject.
BPSDassistsresidentswithplanningblock
parties so they can learn how to organize
neighborhoods, engage residents, and
takeanactiveroleinimprovingtheir
community.Over125residentsfrom
the Fourth District participated.
It has been four years since the offering
of 50,000 shares to “preferred investors”
andpartnersofMarketCreekPartners,
LLC. Known as Diamond Community
Investors,416communitymembersare
still in it for the long term. Community
residentsandstakeholdersarestaying
aboard and riding out the waves of
economic uncertainty.
Women Entrepreneur
Empowerment (WEE) launched
its first luncheon for women
entrepreneurs and business owners.
Over100womenattendedthe
luncheon with the excitement of
gaining the encouragement and
knowledgetheyneedtocreateor
growtheirbusinesses.Thekeynote
speakerwasmotivationalspeaker
DeeSanford,CEOofDeeSanford
International.
Diamond Community Investors2010 Advisory Council
DajahnBlevins
BobbyCarney
ThomasCartwright
NarriCooper
PriscillaFord
JessieJimenez
JohnJohnson
EddiePrice
Neighborhood Unity Foundation2010 Board of Directors
KathyBeas
LauraBenavidez
ShirleenFreeman
KathieHardie
NancyJohnson
ElaineKennedy
MidgeLeClair
ArdiseRawlins
CharleneCharlesSmith
RodneyA.Williams
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Partnersh
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& Learn
ing
Partnerships & Shared LearningLearning to accelerate change
Overview TheVillageatMarketCreekisaboutconnecting
communitiesandsharinglessons.
MarketCreekisbuiltonthebeliefthatforchange
tobesustainable,residentsmustownit.Everyone
mustbewillingtolearntheirway.Everyvoicematters.
Stayingopentonewideasmatters.Testingideas
matters.Partnerscommittedtolearningmatter.
Successdependsonit.
Platformsforlearningareessential.Hands-on
opportunitiesforresident-to-residentlearninghelp
thoseworkingatagrassrootslevelunderstandtheir
roleinalargermovement.Theselearningexchanges
provideforumsforpeopletosharethelessonsand
storiesofchange,provideavisionofwhatispossible,
andletresidentsknowtheyarenotalone.
Eachyear,hundredsofpeoplevisitTheVillageatMarket
Creektoparticipateinsitevisitsandlearningexchanges.
Ithasbecomeagatheringplaceforgroupsfrom
aroundthecountrytoshareideas,developlearning
relationships,andenhanceeffortstocreatestrong
communities.Thisfeedsinnovationandinformsthe
broadercommunitydevelopmentfieldofthelessons,
practices,principles,andpoliciesthateitherstandin
thewayorfacilitatechange.
5050
A platform for connecting people committed to advancing innovative approaches to building communities, which place resident learning and leadership at the forefront of change.
goal
principlesGUIDING
• Promote the exchange of ideas, strategies, and tools that are central to communities managing their own change
• Fosterhands-on,appliedlearning and encourage partnerships that recognize thebenefitsofsharedrisks,truthful communication, andequityindecisionmaking
• Honorthegiftsandtalentseveryone brings to the table
• Embraceriskandthepossibilityoffailureaskeypillarsoflearning
What We Are Trying to Accomplish
Inordertosupportsharedlearningacrossthecountryandinthecommunity,workfocusesonachievingthefollowing:
The Learning Center
• Anetworkofcommunitiescommittedtoadvancingthelearningandleadershipofresidentscreatingchange in their communities
• Systemsfordocumenting,evaluating,andsharingtheprinciples,practices,processes,andpoliciesthatfacilitateorstandinthewayofchange
Public-Private Partnerships
• Anetworkofpublicandprivatepartnerscommittedtoadvancinginnovationinthefieldofneighborhoodrevitalization
• Communitycapacitytoalignstrategicallyacrosssectorsandorganizeacrosstheregiontosecureavoiceinarea-widedecisionmaking,advocacy,andplanning
Collaborative Investments
• Acollaborativeplatformforlinking“inside/outside”resourcesandtypesofcapitalforstrongerimplementationof change
• Communitycapacitytoworkcollaborativelytodevelopfinancing strategies and to access and controlcapital
How the Work Has Grown
The Beginning
TheMarketCreekstoryhasalwaysbeenoneoflearningandpartnering.Fromthefirstdays,wesawthetremendousvalueinsharinglessons,askingquestions,liftingupwhatworks,andlearningfromwhatdidn’tsopartnersfromaroundtheblocktoacrossthenationcouldbenefit.Throughhostingsitevisits,conferences,andsymposiums,wesoughttobringthestorytolifewithhands-onlearningforvisitors.Andbysendinglocalresidents—thetruestakeholdersinthisendeavor—topanels,events,andmeetingsaroundthecountry,theircapacityhasgrownandourpartnershavehadthechancetolearndirectlyfromthosewhoneed,drive,andsustainthechangethatisunderway.
In2010,TheJamesIrvineFoundationandTheAnnieE.CaseyFoundationexpandedongoingpartnershipswith JFFandJCNIspecificallyinsupportofourSharedLearningagenda.
FollowingthereceiptoftheprestigiousIrvineFoundationLeadershipAwardin2009,JCNIsoughttoexpandandformalizeopportunitiesforplace-basedfundersandindividualcommunityorganizerstoconveneandlearnfromeachother.PlanningthusbeganfortheinauguralConnecting Communities Learning Exchange(CCLE),aplatformforresident-to-residentlearning.Evenwhileinitsearliestplanningstages,theCCLEattractedfundingfromboththeIrvineandtheCaseyfoundations,with
Partnerships & Shared Learningshared learning
51
Partnersh
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& Learn
ing
Site VisitsAT A GLANCE
Caseyadditionallysupportingoureffortstocaptureandchroniclekeylessonsfromourfirst13yearsofcommunitychangework.
2010alsosawtheJacobs’workhighlightedandchronicledinthethirdeditionoftheacclaimedVoices from the Field seriespublishedbyTheAspenInstitute.Alongwithsomeofourmostesteemedpartners,theJacobs’modelforcommunitybuildingandresidentengagementwasoutlined,examined,anddissectedinthisbook,providingusandourpeerswithanewlensthroughwhichtoviewtheFoundation’sroleasacatalystforchange.
Whenconfrontingissuessuchasoutdatedsewersystems,inadequateparkspace,inefficientstreetdesign,andcontaminatedbrownfields,privatephilanthropyusuallyhasnorole.Inourcase,wehavelearnedthatwecanhelpcommunitymembersidentifyproblems,andthenleverageourrelationshipswithpoliticiansandpolicymakerstomakesureresidentsareheard.2010sawthelaunchofourPublic/Private
Policy Team, as a consistent forum for exploringtheintersectionofplanning,land-use,andpolicy-makingatthelocal,regional,andstatelevels.Inaddition,enhancedcoordinationledtosuccesswithseveralgrantapplications, themostimportantofwhichwasa $1.3millionawardfor“innovativehousingsolutions”andGold-levelCatalystCommunitydesignationfromtheStateofCalifornia’sHousingandCommunityDevelopmentdepartment.MarketCreekalsosolidifiedkeyrelationshipsatthefederallevel,receivingsupportfromtheEnvironmentalProtectionAgencytoundertakeclean-upandreuseplanningforpollutedlotsinTheVillage.
Looking AheadAstheworkcontinuesandthechallengesshift,weseektostayinalearningpositionwithpublic,private,corporate,andnonprofitpartners,trackingwhatdoesanddoesnotwork,whatgetsstuck,andwhatneedsalittlepush.2011willseethelaunchofourresident-to-residentlearningexchangeandadditionaloutreachtopublicsectorpartnersatalllevels.Wewillaccelerateresidentleadershiptrainingthroughvolunteerinvolvementin“sunsetplanning”retreatsthatwillbringtogethermembersoftheJacobsfamilywithmembersofthebroaderneighborhood“family,”astheygrappleto create a smooth transition and pathwayforresidentstotakeovertheresponsibilitiesandtheassetsassociatedwiththisgrandendeavor.
January 2010Bill & Melinda Gates Foundation Youthdevelopment(10people)
The San Francisco Foundation – Koshland Program Development of community leaders (45 ppl)
February 2010Council on Foundations Family Philanthropy Conference Joined by The Annie E. Casey Foundation, The Russell Family Foundation, Flintridge Operating Foundation, and Rasmuson Foundation,JFFledaworkshopcalled“SocialInnovation: The Role of Philanthropy in CreatingSustainableChange”(50ppl)
Opportunity Finance Network Tour of The Village (20 ppl)
March 2010Portland State University and Springfield-Clark County, Ohio (2 days) Socialdimensionsofsustainabilityintodevelopment policies and practices (60 ppl)
April 2010San Diego State University – Social Entrepreneurship Class Socialequityandenvironmentalsustainability (30 ppl)
May 2010 Conversation wtih Van Jones, San Diego Foundation, and Grantmakers Greenjobs(140ppl)
June 2010 Stocktonians Taking Action to Neutralize Drugs (STAND) Partnering with community (40 ppl)
July 2010 Urban Land Institute’s Technical Assistance Panel (TAP) Workshop Transit Oriented Development (TOD) Infrastructure financing (40 ppl)
August 2010 U.S. Housing and Urban Development (HUD) and counterparts from federal Government in Mexico(50ppl)
Ford Foundation “Metro Opportunity” Addresssocialjusticeinitiatives(85ppl)
October 2010 Institute of the Americas Engaging greenmunicipalagenda(10ppl)
November 2010 American Planning Association – California Chapter “Mobile Workshop Tour” Transit oriented development (30 ppl)
December 2010 Citizen Diplomacy Council of San Diego IntroduceAfghanistandelegationtowork atTheVillage(15ppl)
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The Learning Center• Villageteamshosted80conferences,trainings,
learningexchanges,andsitevisits,committingtimeeachweektosharingwhathasbeenlearnedandencouragingresidentsfromacrossthecountry totakeleadershiprolesincommunitychange.
• 112residentsparticipatedastrainers,presenters, ordiscussiongroupleadersinlearningexchanges.
• 3,767visitorsfrom31statesand17countriesparticipatedinconferences,trainings,learningexchanges,sitevisits,andothereventsheld inTheVillage.
• TheAnnieE.CaseyandTheJamesIrvineFoundationscommittedmulti-yearfundingtotaling$450,000toformalizetheConnectingCommunitiesLearningExchangeandtodocumentanddisseminateTheVillage’spracticesandprinciples.
Public-Private Partnerships• TheVillagePublic-PrivatePartnershipTeam
establishedstrongercross-sectoralignment,resultingin$4millioninpublicsectorsupport forTheVillagematchedbytheprivatesector.
• TheStateofCaliforniaawardedTheVillage$1,350,000,astatewide“Gold-LevelCatalystCommunity”undertheCatalystProjectsforCaliforniaSustainableStrategiesPilotProgram.
• EPAawarded$175,000forinnovativebrownfieldreuseplanningaspartofthefederalgovernment’sPartnershipforSustainableCommunities.
Partnerships & Shared Learning
52
2010 Progress
CouncilonFoundations’NextGenerationWorkshopdiscussed
programs and services supporting the next generation of
philanthropists and philanthropic leaders.
Collaborative Investments• In2001,SanDiegoNeighborhoodFunders
formedtheregion’sfirstcross-disciplinaryfundercollaborative.Today,ithascommitted$5.7million tocollaborativeprivatesectorgrantsforresident-ledprojects,workingteams,andpilotprograms inTheVillage.
• CapitalinvestmentinTheVillageincreased3%frompreviousyearto$105million.Thisinvestmentincludestaxcreditfinancing,equityinvestments,bankworkinglinesofcreditforpredevelopmentandlandacquisition,grantsandPRIsfromcharitablefoundations,andpublicsectorsupport.
53
San Diego Neighborhood Funders
BankofAmerica
TheLeglerBenboughFoundation
TheCaliforniaEndowment
CaliforniaSouthernSmallBusiness DevelopmentCorporation
CoxCommunications
AliceandDougDiamond
GirardFoundation
JacobsCenterforNeighborhood Innovation
JacobsFamilyFoundation
Kaiser Permanente
NeighborhoodUnityFoundation
TheParkerFoundation
SanDiegoFoundationforChange
SanDiegoGrantmakers
SanDiegoNationalBank
WellsFargo
Partnerships & Shared Learning2010 Highlights
CouncilonFoundations’Family
Philanthropy Conference learning
exchange brought residents and
partners together to share how they
docommunitybuildingwork.
TheVillageatMarketCreekhosted
the presentation of the California
DepartmentofHousingand
CommunityDevelopment’s
Catalyst awards. The Village earned
“Gold”statusasasustainable,
economically vibrant community.
SouthwestKeyPrograms,anational
nonprofit organization serving children
and their families, visited The Village to
learn about positioning residents at the
center of community revitalization.
Partnersh
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& Learn
ing
54
Learning, Training & Investment Partners
AssociationsAsian Business Association of San Diego Association of Raza EducatorsBalboa Park Cultural PartnershipBlack Contractors AssociationCommunity Investment Fund MembersCouncil on FoundationsDiamond Community Investors MembersEmbedded FundersGrassroots GrantmakersPacific Islander Festival AssociationPacific Islander Student AssociationSan Diego Convention & Visitors BureauSan Diego GrantmakersSan Diego Housing FederationSan Diego Regional Chamber of CommerceSTAND (Stocktonians Taking Action to Neutralize Drugs)Urban Land Institute (ULI), San Diego/Tijuana District Council
BusinessesA-1 Fire ProtectionAbundantia ConsultingAshlon RealtyAsia WokBaker ElectricBusiness MattersCATS ExcavatingCoca-Cola Bottling Company of San DiegoCold Stone CreameryCox CommunicationsJoe Davis & AssociatesKevin deFreitas ArchitectDiamond Management, Inc.El Pollo GrillFirst America Title Company
Food 4 Less Hawkins RealtyHome DepotJohn Todd General ContractorsL&L Hawaiian BarbecueLuce, Forward, Hamilton & Scripps, LLP M.A.N.D.A.T.E. RecordsMagnolias Authentic Southern DiningManpower, Inc. McCormack Baron Salazar, Inc.Money Management, Inc.New York Life Insurance CompanyPapa John’sPhilliber Research Associates Rick EngineeringRodriguez Associates Architects & Planners, Inc.San Diego PrintersSempra EnergyStarbucks Coffee CompanyT-MobileTodd ConstructionWhere the World Meets
Financial InstitutionsBank of AmericaCalifornia Bank & TrustCalifornia Southern Small Business Development CorporationChaseClearinghouse Community Development Financial InstitutionNorthwestern Mutual
Pacific Western BankUnion Bank U.S. BankWells FargoWells Fargo & Company
Foundations/Grantmakers The Thomas C. Ackerman FoundationAlliance Healthcare FoundationBank of America Merrill LynchThe Legler Benbough FoundationCharles & Ruth Billingsley FoundationBoeing California – Employees Community FundThe California EndowmentThe Annie E. Casey FoundationCenter for the Study of Social Policy (CSSP)Cox Kids Foundation Joe DavisAlice and Doug Diamond Doris and Peter EllsworthLouise EnglemanFlintridge Operating FoundationFord FoundationGirard Foundation Evelyn & Walter Haas, Jr. Fund Valerie Jacobs Hapke and Norm Hapke The F.B. Heron Foundation The James Irvine Foundation
54
Thank You to Our Partners!
55
Partnersh
ips
& Learn
ing
Jacobs Center for Neighborhood InnovationJacobs Family FoundationMeg Jacobs Vi Jacobs Jewish Community Foundation of San DiegoRobert Wood Johnson Foundation Kaiser PermanenteDr. Edmond KassoufKearny Mesa Rotary Club – Arthur Pratt Memorial FundKurt KicklighterEvelyn LutfyMasserini/French Trust at Wells FargoNeighborhood Unity FoundationNice Guys San DiegoDr. William NorcrossThe Parker FoundationThe Pettus FoundationThe Arthur and Jeanette Pratt Memorial FundVasundhara PrabhuPrice CharitiesRasmuson Foundation The Rockefeller FoundationThe Russell Family FoundationSan Diego Architectural FoundationSan Diego County Bar FoundationThe San Diego FoundationSan Diego Foundation for ChangeSan Diego Grantmakers’ Coming Home to Stay Funders Group (Prisoner Reentry)San Diego Neighborhood FundersSan Diego Women’s FoundationSan Francisco Foundation – Koshland ProgramSANA Art FoundationThe Skillman FoundationMina and Ned Smith United Way of San Diego CountyThe Patricia and Christopher Weil Family Foundation
Non-Profits ACCIÓN New MexicoACCIÓN San Diego The AjA ProjectAll Congregations TogetherAlpha ProjectAlternative Healing Network, Inc.American Friends Service CommitteeAquatic Adventures Science EducationThe Aspen InstituteBayview Community Development Corporation, San DiegoBlack Infant HealthBlack Storytellers of San DiegoBoys & Girls Club of Greater San Diego - Encanto Branch
Casa del Rey Moro African MuseumCenter Stage Theatrical AcademyCHE’LU, Inc.Child Development AssociatesCoalition of Neighborhood CouncilsCommon Ground TheatreCommunity Housing WorksCommunity Health Improvement Partners CRASH, Inc. (Community Resources and Self Help)Elementary Institute of ScienceEnvironmental Health Coalition Family Health Centers of San DiegoGirl Scouts San Diego - Imperial Council Global Green USAThe Grandparents’ ConnectionGroundwork San Diego – Chollas CreekHome StartHouse of MetamorphosisInner City Youth of San DiegoIzcalliJackie Robinson Family YMCAJunior Achievement of San Diego and Imperial CountiesJunior League of San Diego KPBSKumeyaay Historical SocietyLao American CoalitionLao Community Cultural CenterLEAD San DiegoLeadership CaliforniaMetro United Methodist Urban MinistryMind TreasuresMingei International MuseumMulticultural Arts Leadership Institute (MALI)Museum of Photographic Arts
National Conflict Resolution CenterNeighborhood House AssociationThe New Children’s MuseumNu-Way Operation BHILDThe Old GlobeOmega Boys Club Outdoor OutreachOvercoming Gangs & BeyondThe Palavra Tree, Inc.PASACAT (Philippine American Society and Cultural Arts Troupe)PAZZAZThe People’s Produce ProjectPolicyLinkPRO NeighborhoodsProject New VillageSamoan Community Council of San DiegoSamoan Heritage FoundationSan Diego Children’s ChoirSan Diego Futures FoundationSan Diego History CenterSan Diego Museum of ArtSan Diego Museum of ManSan Diego Organizing ProjectSan Diego Urban Economic CorporationSan Diego Urban LeagueSan Diego Urban WarriorsSan Diego Women’s History Museum & Education CenterSan Diego Youth Action BoardSan Diego Youth ServicesSan Ysidro Health CentersSAY San DiegoSecond ChanceSierra ClubSomali Family Services
Partnerships & Shared Learning
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Somali Youth UnitedSouth Bay Community ServicesSouth Sudan Development Association Southern Sudanese Community Center of San DiegoSouthwest Key ProgramsSpringboardTASK (Tupulaga a Samoa i Kalefonia)Turning the Hearts CenterUJIMA Institute of Civic ResponsibilityUnion of Pan Asian CommunitiesUAAMAC (United African American Ministerial Action Council)U.S. Green Building CouncilVictory OutreachWelcome Home MinistriesYouth Empowerment Center
Public SectorCalifornia Department of Corrections and RehabilitationCalifornia Department of Housing and CommunityCalifornia Department of Transportation (Caltrans)California Department of Water Resources Integrated Regional Water Management (IRWM)California Natural Resources AgencyCalifornia State Water Resources Control BoardCity of San Diego City Planning and Community InvestmentCity of San Diego Commission for Arts and CultureCity of San Diego Commission for Gang Prevention and InterventionCity of San Diego Development ServicesCity of San Diego Fire-Rescue DepartmentCity of San Diego Fourth District Council Office
City of San Diego Office of the MayorCity of San Diego Police DepartmentCity of San Diego Redevelopment AgencyCounty of San Diego District AttorneyCounty of San Diego Health and Human Services AgencyCounty of San Diego Probation DepartmentCounty of San Diego Sheriff’s DepartmentEncanto Neighborhoods Community Planning GroupMountain View Recreation CenterSan Diego Association of Governments (SANDAG)San Diego Housing CommissionSan Diego Job Corps CenterSan Diego Metropolitan Transit System (MTS)San Diego Workforce PartnershipSoutheastern Economic Development Corporation (SEDC)Southern Economic Development Council AgencyState of California – Business, Transportation and Housing Agency U.S. Census BureauU.S. Environmental Protection Agency (USEPA)
Schools & UniversitiesChollas-Mead Elementary SchoolCSU San MarcosGompers Preparatory AcademyHorton Elementary School
Johnson Elementary SchoolKeiller Leadership AcademyKnox Elementary SchoolLincoln High School Morse High School Mt. Erie Christian AcademyPorter Elementary School Portland State UniversitySan Diego State UniversitySan Diego Unified School DistrictSan Diego Unified School District, Mental Health Resource CenterSan Diego Unified School District, Police DepartmentSDSU - Institute for Public HealthSpringfield CollegeUCSD – Calit2 (California Institute for Telecommunications and Information Technology) UCSD – CREATE (Center for Research on Educational Equity, Assessment, and Teaching Excellence)UCSD – Student-Run Free Clinic Project, Baker Elementary SchoolValencia Park Elementary SchoolWittenberg University
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Partnerships & Shared Learning