2010 Social and Economic Impact Report

1

Social and Economic Impact ReportCalendar Year 2010

2

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

1

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

2

2010 Hilights

2

3

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

5

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.

6

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.

8


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


Map of The Village at Market Creek

9

Transit Hub

Mixed Use

Retail

Office/Light Industrial

Housing

Community Resource

Park/Open Space

Complete


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

11

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


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.


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


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.


22


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


The Beginning

ThephysicaltransformationoftheMarket-EuclidhubbeganwithanoldSocialSecuritybuildingbeingrenovatedbytheCityandbecomingtheTubman-ChavezCenter,avacantlotbecomingthesiteofthenewValenciaPark/MalcolmXLibrary,theElementaryInstituteofSciencebuildingastate-of-the-artscienceandtechnologycenter,andstate-fundedland-planningatthisimportantcommunityintersection.

Theseearlyeffortsinspiredresurgence.Residentsofallagesbegantoworktogethertomaketheirdreamsareality.Theyenvisionedabelovedcommunitywithqualityfacilities,award-winningdesign,avibrantsenseofplace,andnetworksthatcouldnurturechildren asthehighestpriority.

26

27

Physical

Develo

pm

ent

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


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

28

29

Physical

Develo

pm

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


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.


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.

33

Physical

Develo

pm

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.


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


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




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


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

19

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%.

38

39

Edu

cation

, Health

&

Safety

TheCaliforniaEndowment

CommunityConnectionResource Center(CCRC)

CountyofSanDiegoProbation Department



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



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


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


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

om

ic D

evelop

men

t

44

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


• 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

men

t

Community Enterprise & Ownership2010 Highlights


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

49

Partnersh

ips

& 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


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


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

ips

& 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)

52

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.


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



Kaiser Permanente


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

ips

& 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


56

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

56


57

– African Proverb

To go fast, go alone...

To go far, go together

58

©2011-JacobsCenterforNeighborhoodInnovation. Allrightsreserved.11-1698.

404EuclidAvenue•SanDiego,CA92114(619)527-6161•www.JacobsCenter.org

Printed on recycled paper.

Jacobs Center for Neighborhood Innovation

2010 Social and Economic Impact Report

Documents

Transcript of 2010 Social and Economic Impact Report