Social and Economic Impact Report 2009

civic engagement

economic opportunity

physical development

investment in innovation

social infrastructure

Breaking New Ground Together

The Village at Market Creek

ADVANCE COPY

Social and Economic Impact Report CalendarYear2009

2

1 Letter to Partners

2 2009 Highlights

5 The Village at Market CreekOverview

Progressin2009

10 Civic Engagement Community Vision and Voice

16 Physical Development Smart Growth Pilot Village

24 Social Infrastructure Family and Community Networks

32 Economic Opportunity Community Enterprise and Ownership

42 Investment in Innovation Shared Learning

53 Conclusion

57 Teams and Partners

What’s Inside

1

Letter from Jennifer S. Vanica, President and CEOJacobs Family FoundationJacobs Center for Neighborhood Innovation

Breaking New Ground ...Together

Dear Friends and Partners,

As the coordinating partner for The Village at Market Creek, the Jacobs Center for Neighborhood Innovation

is pleased to provide our fourth annual Social and Economic Impact Report on the progress, challenges,

and learnings of this comprehensive effort to build community and raise a village.

For most of us involved in this twelve-year journey, Market Creek represents a collaboration of unlikely partners

entering uncharted territory and breaking new ground together. It is a long-term learning partnership among

diverse stakeholders mapping a pathway to the resident ownership of neighborhood change.

The Village at Market Creek is about bringing all voices to the table to tackle the deeply entrenched issues

of our time and creating a “community of opportunity.” It is about building a strong platform for civic involvement,

developing housing and commerce, forming solid networks that support families and promote youth leaders,

creating community-controlled assets, and reinvigorating a set of urban neighborhoods through teamwork,

risk-taking, and learning.

We are grateful to all of you for your steadfast commitment and your willingness to test new ideas, try new

approaches, assume new roles, and collectively lean into the wind when the work gets hard.

We entered 2009 with all hands on deck, as the economic storm of 2008 left us needing to adjust the sails.

Shrinking business activity slowed development of a planned office and industrial park. The need for housing

suddenly shifted from ownership to rental. The hard-hit restaurant business impacted our small, locally-owned

businesses. Delays in a Community Plan Amendment needed to pave the way for mixed-use development

impacted our ability to secure public sector funding.

These challenges did not let up.

But despite them (or perhaps because of them), 2009 brought an unprecedented outpouring of citizen action,

support, spirit, and commitment to continue building the future that was envisioned. On all fronts, residents

took greater ownership of The Village work.

Community participation escalated through unparalleled volunteerism and cross-cultural coordination

for Village meetings, activities, and events. Their work led to over 46,000 people coming to The Village.

By building bridges and sharing resources, planning teams launched a pilot program to re-engage struggling

students in the schools, began designing a Center for Community & Cultural Arts, and secured the development

approval for the first Village housing. Youth also stepped into new leadership roles and formed a network called

The Youth Movement to achieve a stronger voice in Village planning.

For Market Creek Plaza, the first community-owned commercial venture in The Village, resident investors tracked

its financials, advocated for changes in its property management, promoted its businesses, and took ownership

of designing new tools for collective investment. Through this ownership, Food 4 Less experienced an extraordinary

30 percent growth in gross sales, residents received a 10 percent return on their investment, and The Village

expanded its pipeline of prospective tenants.

By the end of 2009, The Village — an area that was once home to only one active business and seven jobs — had

attracted 32 businesses, 716 jobs, and $72.5 million in total economic activity. Planning together, 18 cultural and

community networks and 11 new working teams were making their neighborhoods safer, healthier, and more caring.

As we entered 2010, it was with new vigor and optimism. We thank you all for being a part of this journey.

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physical

learning

shared

2

Eight cultural networks took ownership of the

annual Arts & Culture Fest to build understanding, share stories, and showcase food, art, and entertainment while attracting over 6,000 people.

In a process that took six years, the San Diego City Council approved the Community Plan Amendment needed for smart growth, opening the doors for detailed planning of the next phases of The Village.

civic

After two years of work, the Housing Team completed thepermitting phase for Trolley Residential, the first transit-oriented housing development in The Village.

Under the leadership of The Legler Benbough Foundation, a partnership was formed with the San Diego Museum of Art. An exhibition called Black Womanhood provided this resident-foundation-museum partnership an opportunity for joint programming.

The Village Center Meetings – the quarterly town hall convenings – were planned and organized by residents. These large-scale meetings drew over 1,800 participants, up from 750 the year before – a 140 percent increase.

Learning exchanges and site visits brought over 4,000 visitors from communities across the country to The Village for residents to share their strategies and advance their comprehensive work on the ground.

Advancing The Village2009 Highlights:

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social

learning

economic

In one of the most challenging years for business nationally, the income of Market Creek Partners, LLC, remained stable at $1.7 million. The company paid a 10 percent preferred return to its community investors – the Neighborhood Unity Foundation (NUF) and Diamond Community Investors (DCI).

Project Safe Way expanded its scope by creating and implementing safe neighborhood plans and was honored by the San Diego City Council for its help in reducing the crime rate in the district.

Back in 1999, the Business and Leasing

Team for Market Creek Plaza listed pizza

delivery after 5 p.m. as a key success indicator.

In 2009, Papa John’s – a new tenant at the

Plaza – delivered just that.

Food 4 Less experienced an extraordinary 30 percent growth in gross sales, catapulting Market Creek Plaza’s sales per square foot.

Market Creek Events & Venues logged $1.3 million in revenue in its first full year of operation, coming within 21 percent of its break-even mark during the last six months and creating 60 new jobs.

Six neighborhood schools, three non-profit organizations, and members of the San Diego Neighborhood Funders collaborated to launch

Opening Doors to Learning – a program designed to re-engage struggling students

and support their families.

Advancing The Village

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Built on the Strength of Citizen Action

In an effort to reinvigorate the urban marketplace and improve the quality of life in San Diego’s southeastern neighborhoods, Market Creek Plaza was developed as a high-impact anchor project in an area of severe blight.

The original goal in developing the project was to secure a grocery store. There hadn’t been one serving the community in over 30 years. However, the initial working teams that planned and built it quickly expanded the work to a more comprehensive vision. Along with its community-owned corporate structure (Market Creek Partners, LLC), Market Creek Plaza became a powerful platform for collective action and investment. Ultimately, the goal of the endeavor was framed as “the resident ownership of neighborhood change.”

While the success of Market Creek is often measured by square feet of new construction, number of jobs, and value of contracts, Market Creek’s most significant impact has been the mobilization of large-scale civic involvement by residents working together to change their community on all fronts.

The Creativity of Teams

Market Creek is built on the belief that engaged residents — working together on issues of common concern — can find the pathway to change and build communities of opportunity and caring.

In teams, people develop strong and dynamic networks and build bridges to the broader region. This teamwork creates cross-cultural understanding, instills a strong sense of pride and ownership, and promotes problem solving. This


Today, Market Creek’s teams have a broader vision for change in their neighborhoods — a vibrant cultural village built on the four cornerstones of ownership, partnership, innovation, and learning.

The Cornerstones of The VillageOwnership — Residents must own change in their community. By owning the planning, implementation, and assets, residents build the vision, skills, expectations, networks, and resources needed for change to be sustaining. When this happens, ordinary people accomplish extraordinary things.

Partnership — New solutions require new voices and new ways to partner across sectors. Different perspectives help us make better decisions. 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. When people get stuck, teamwork gives rise to creativity and breakthroughs. Innovation emerges.

Learning — Learning together creates relationships of trust and builds understanding. It also helps us see what is working and what isn’t so we can accelerate change.

opens doors to economic opportunity and improves the health, education, and safety of the community.

Today, Market Creek’s teams have a broader vision for change in their neighborhoods — a vibrant cultural village built on the four cornerstones of ownership, partnership, innovation, and learning.

Overview

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Market & 47th Southeast CornerConstruction: 2011 - 2012

Southwest VillageConstruction: 2017 - 2018

Market & 47th Northeast CornerConstruction: 2013 - 2014 Market View

Construction: 2013 - 2014

Youth WorldConstruction: 2015 - 2016

West VillageConstruction: 2017 - 2018

Trolley ResidentialConstruction: 2010 - 2011

Northwest Village Construction: 2012 - 2013

The Village will provide

residents a direct economic

stake in the changes

that occur in their own

neighborhoods.

Commercial and Industrial ProjectsMarket Creek PlazaBRYCO Business Park

Non-Profit & Public FacilitiesElementary Institute of ScienceHorton Elementary SchoolJoe & Vi Jacobs CenterMalcolm X LibraryTubman-Chavez Multicultural CenterThe Old Globe Technical Center

AmenitiesChollas Creek River Parkway (Phase 1)Festival ParkMarket Creek AmphitheaterWorld Court

Market Creek Community VenturesDiamond Management, Inc.Cold Stone Creamery Youth Employment ProjectMarket Creek Events & VenuesMarket Creek Partners, LLCWriterz Blok Social Enterprise

Art InstallationsAfrican Batik Tile TapestryThe World DomeSempra Energy Children’s WallCommunity Faces Mural ProjectJoe & Vi Jacobs Center Cultural BannersFirefly Dreams Bronze SculptureLao Walkway Tile TapestryWriterz Blok Graffiti Art Park

What’s in The Village — 2009ChollasCreekEnhancementProject

The Village Residents Envision

With strong assets in place, The Village at Market Creek is envisioned as a bustling residential, commercial, and cultural district built upon the extraordinary multicultural strength of the surrounding neighborhoods.

Planned, built, managed, owned, and operated by community stakeholders, The Village will provide residents a direct economic stake in the changes that occur in their own neighborhoods.

Centered around a major transit hub, The Village will transform over 60 acres of blighted land

into productive use; replace substandard housing with nearly 1,000 quality, affordable homes; and restore nearly 5,500 linear feet of wetlands. Over 1.6 million square feet of new construction will bring more than $300 million

in contracts to the community, attracting over 250 new businesses and 2,000 jobs.

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60acres

1,000homes

2,000jobs

250newbusinesses

285,000squarefeet

retailspace

255,000squarefeet

officespace

65,000squarefeet

lightindustrial

25,000squarefeet

conferencecenter

15,000squarefeet

childcarespace

400,000squarefeet

openspace,parks,amphitheater,

riverparkway

5,500linearfeet

ChollasCreekrestoration

7interconnected

culturalvenues

The Village at Market Creek(when completed)

Northwest Village CommercialConstruction: 2010 - 2012

Office/Light Industrial ProjectConstruction: 2011 - 2012

Northwest Village Creek Enhancement ProjectConstruction: 2010 - 2011

Naranja CommercialConstruction: 2012 - 2013

Village Transit Hub Mixed Use/OfficeConstruction: 2018

Guymon ApartmentsConstruction: 2012 - 2013

MalcolmXLibraryBRYCOBusinessPark

MarketCreekPlaza

Amphitheater,FestivalPark&WorldCourt

RiverParkway

TheOldGlobeTechnicalCenter

ElementaryInstituteofScience

Tubman-ChavezMulticulturalCenter

HortonElementarySchool

Joe&ViJacobsCenter

ChollasCreekEncantoTributaryEnhancementProject

Transit Hub

Mixed Use

Retail

Office/Light Industrial

Housing

Community Resource

Park/Open Space

Complete

San Diego Int’l Airport

La Mesa

La Jolla

Mission Valley

Coronado

Chula Vista

Del Mar

El Cajon

San Diego

Oceanside

Escondido

Tijuana

805

515

8

163

94


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Building for the Future A primary goal of The Village at Market Creek is sustainability. This challenges community teams to think long term about health, green buildings, solar energy generation, and water usage — one of San Diego’s most critical issues.

Management, financial, and ownership structures are also being designed to sustain community services, parks, cultural venues, and training programs, and to put profits back into the community.

Working at the intersection of resident ownership and smart growth, teams are restoring vitality to their neighborhoods with an eye toward transit-centered compact design, mixed land uses, and environmental sustainability, in a way that maximizes community benefit.

Building Our Communities Together

As a focal point for action, The Village is about connecting residents across communities. Civic participation, harnessing the markets for social change, and community ownership are central

A Comprehensive View of ChangeThe Village at Market Creek encompasses five interconnected elements

1. CIVIC ENGAGEMENT — Community Vision and Voice Residents actively engaged — across cultures, neighborhoods, generations, and faiths —

in planning, implementing, and owning change in their community, and celebrating the rich multicultural traditions that form the foundation of the cultural village.

2. PHYSICAL DEVELOPMENT — Smart Growth Pilot Village Residents reclaiming wide-scale blight and transforming the heart of their community

into a vibrant, mixed-use, transit-oriented village that fosters environmental sustainability, social equity, and the local ownership of assets.

3. SOCIAL INFRASTRUCTURE — Family and Community Networks Residents weaving a strong social infrastructure — connecting as neighbors, bridging organizations

and institutions, and forming the collaborative leadership needed to create safe and vibrant places, energize learning, promote health, and support the full potential of young people.

4. ECONOMIC OPPORTUNITY — Community Enterprise and Ownership Residents expanding economic opportunity by developing community-owned, socially responsible

enterprises that bring essential services, create jobs, expand contracting opportunities, and build community wealth.

5. INVESTMENT IN INNOVATION — Shared Learning Residents engaged in learning by doing; connecting with other teams from across the country

to share approaches, lessons, and impact; and stimulating ongoing innovation in resident-led community change.

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COMM

UNITY VISION

AN

D VO

ICE

SMART GROWTH PILOT VIL

LAG

E

COM

MUNIT

Y ENTERPRISE AND OWNERSHIP

FAM

ILY AN

D CO

MM

UNITY NETWORKS

INVESTMENT IN INNOVATION

PHYSICAL D

EVEL

OPM

ENT

CIVIC ENGAGEMENT

ECO

NO

MIC

OPP

ORTUNITY

SOCIAL INFRASTRUCTURE

SHARED LEARNING

to The Village at Market Creek, making it a learning resource for groups from across the country and around the world. Each year, learning exchanges bring hundreds of people to The Village to share approaches and form partnerships to strengthen the resident leadership of change.

Taking a Comprehensive View of Change

Teams work across civic, physical, social, and economic development and hold a strong commitment to innovation and learning. This report documents movement toward resident ownership and community capacity in these five areas.

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civic engagement civic engagementcivic engagement

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civic engagement Community Vision and Voice

1.Large-scale, cross-cultural resident

participation in the planning, decision-making, implementation,

and ownership of change.

The Village at Market Creek is about neighbors creating the change they want to see.

Market Creek’s working teams unite residents across

neighborhoods, cultures, and generations to strengthen

joint action and increase the ability of people to break

down barriers, engage in the creative exchange of ideas,

and get things done.

As engaged citizens, residents are creating their dynamic

vision of a village built on the rich cultural diversity of

their community, a commitment to joint action, and a strong

youth voice. Working together in teams, residents promote

understanding, encourage creativity and problem solving,

share risk, strengthen relationships, and build leadership.

Market Creek is built on the belief that a high level of

participation by all stakeholders is needed to tackle today’s

complex issues. Ultimately, these relationships and networks

are the foundation for the long-term sustainability of

community change.

“Working Teams” as the platform for residents to become leaders of change in their communities.

Innovation

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Community Vision and Voice

Civic Engagement

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Areas of FocusIn order to support large-scale civic development in the community, work in The Village focuses in four areas:

1) Resident Outreach and Organizing

• Develop a strong resident voice.

• Conduct community listening and organize resident networks across neighborhoods, cultures, faiths, and generations.

2) Collaborative Leadership

• Support the ongoing development of community leaders working together on common goals.

• Bring residents together to create visions, solve

problems, and develop action plans.

3) Inclusive Community Decision-Making

• Create opportunities for consensus decision-making that takes all voices into account.

• Develop a critical mass of residents to plan, implement, and evaluate work.

4) Community Identity and Cultural Awareness

• Create a strong sense of community that builds on the strength of our diversity and connects people across ethnic backgrounds.

• Expand understanding within and across cultural groups by sharing rituals, traditions, histories, food, and art.

Citizensdesperatelywanttobeengagedinpubliclife.Theywanttheirviewstobeheard,understood,andconsidered…Bycollaboratingtoaddresspublicconcerns,citizenscananddodevelopadifferentkindofcivicculturethatmakestheircommunitiesandregionsstrongerandmoreeffective.

— David Chrislip and Carl Larsen, Collaborative Leadership

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50,000

40,000

30,000

20,000

10,000

0

2005 2006

Involvement in Village Activities & Events

200920082007

8,150 19

,080

31,298 41

,978 46

,374

Involvement in Village Activities & Events

civic engagement civic engagementcivic engagement

Members

CHE’LU, Inc. (Chamorro Hands in

Education Links Unity)

Chollas View Neighborhood Council

Diamond Community Investors

Emerald Hills Neighborhood Council

Izcalli

Jacobs Center for Neighborhood Innovation Community Coordinators

Kumeyaay Historical Society

Lao Community Cultural Center

Lincoln High School, School of Social Justice

Neighborhood Unity Foundation

PASACAT (Philippine American Society and

Cultural Arts Troupe)

Project Safe Way

Samoan Community Council of San Diego

Somali Youth United

South Sudan Christian Youth & Community

Organization

UAAMAC (United African American Ministerial

Action Council)

Valencia Park Elementary School PTA

The Youth Movement

Project VOCAL

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to The Village work, resulting in larger attendance at community meetings, events, and activities.

• Participation in community listening doubled to more than 3,000. Residents conducted 12 neighborhood surveys and 18 focus groups on topics such as community safety, housing needs, business opportunities, customer satisfaction, and education.

• The Youth Movement, a community-wide effort to mobilize youth around community issues, conducted surveys on the topics of lowering school drop-out rates and improving health in The Village. As part of this effort in 2009, eight youth interns were trained in outreach and organizing.

ProgressSince the early planning of Market Creek Plaza, residents have had an active voice in revitalizing their neighborhoods. This deepened and broadened over time. In 2009, residents took even greater ownership of Village meetings, built stronger bridges to the broader community, and brought greater focus to training their neighbors in outreach and organizing.

Young people involved in The Village expanded their networks, and formed The Youth Movement to have a greater voice in their community.

The Market Creek Plaza Outreach Team evolved into JCNI’s International Outreach Team. In 2009, this led to the creation of Project VOCAL (Voices of Community at All Levels). Comprised of 18 cultural and neighborhood networks, VOCAL now provides southeastern San Diego a stronger community-wide organizing capacity.

Following are key highlights of progress in the four focus areas for Community Vision and Voice:

1) Resident Outreach and Organizing

• Community organizing efforts deepened and broadened in the half-mile radius around the Market-Euclid hub. Residents were encouraged to connect

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Major Cultural Events Held in The Village

Cesar Chavez Commemoration

Fiesta Filipina

Fiestas Patrias

Heritage Day

Juneteenth

Lao New Year Celebration

Martin Luther King, Jr. Community Breakfast

Samoan Festival

Samoan Flag Day

Somali Independence Day

Sudanese Celebration

Market Creek Arts & Culture Fest

community vision and voice

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2) Collaborative Leadership

All Village Center Meetings — the large quarterly town hall convenings — were planned and organized by residents. Village Team members assumed leadership roles, assuring residents were broadly connected and informed.

Over 150 residents participated in formal and on-the-job trainings in community listening, public speaking, mediation, organizing, structuring agendas, conducting meetings, and web design.

In order to expand opportunities for youth involvement and leadership, 157 summer interns were placed throughout The Village, focusing on such areas as business development and arts and culture.

The Diamond Community Investors Advisory Council and the Neighborhood Unity Foundation Board of Directors initiated partnership meetings with Diamond Management, Inc. and JCNI to achieve a deeper understanding of the long-termfinancial and management expertise needed to carry The Village work into the future.

By the end of 2009, the idea of Project VOCAL was formed as a forum for 18 community and cultural networks to come together to update The Village plan.

3) Inclusive Community Decision-Making

• To ensure Village decision-making remains inclusive and comprehensive over time, the concept of a Village Teams Council was formed in 2008 and implemented in 2009. This group of team representatives became the platform for launching new Village teams and keeping active teams accountable to each other.

• In addition to the Village Teams Council, major town hall meetings open to all residents, were organized and led by residents each quarter. These large-scale Village Center Meetings drew over 1,800 participants, up from 750 the year before — a 140 percent increase.

• Initiated at the end of 2008, Building Our Community Together — a partnership of the Fourth District Council office, the Southeastern Economic Development Corporation, the Coalition of Neighborhood Councils, and JCNI — expanded its effort to involve residents in community planning. The Saturday morning forums drew over 700 residents interested in giving input on district-wide priorities.

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Capacity Building: Civic Engagement

Youth & Adults Trained in Outreach & Organizing

Residents Involved as Group Leaders, Trainers & Presenters

Youth Interns

Percentage of Village Center Meetings Facilitated by Residents

57

151

157

100%

2,000

1,500

1,000

500

0

Involvement in Village Meetings

200920082007

550 75

0

1,800

Involvement in Village Center Meetings

Community Participation

Residents Involved In: - Surveys & Focus Groups - Planning & Implementation Teams - The Youth Movement Planning Team (ages 14-18)

- Teen Center Activities

3,159

78340

1,468

Cross-Cultural Awareness

Residents Participating In: - In-Depth Cross-Cultural Training - Cultural Film & Discussion Groups - Cultural Celebrations

136900

24,350

community vision and voice community vision and voicecommunity vision and voice

4) Community Identity and Cultural Awareness

• From the earliest planning efforts, residents wanted the diversity of their neighborhoods and their rich multicultural traditions preserved and strengthened as important assets. Over time, the vision for a “cultural village” was formed. In 2009, the plans to develop The Village as a cultural destination and gathering place resulted in over 24,000 people coming to Market Creek for cultural celebrations and cross-cultural learning experiences.

• Undaunted by shrinking sponsorships, volunteers took greater ownership of Market Creek’s signature Arts & Culture Fest, which bridges all the major cultural groups in the community. A resident team coordinated efforts to build understanding, share stories, and showcase food, art, and entertainment. The 2009 event attracted over 6,000 people from across the region.

• Building on the resident-led momentum in arts and culture, The Legler Benbough Foundation, San Diego Museum of Art (SDMA), and JCNI joined with residents to create a two-way “cultural bridge” that connects southeastern San Diego residents, artists, and cultural initiatives with the Balboa Park arts institutions. This unique collaboration began planning a Center for Community & Cultural Arts to be housed on the second floor of the Joe & Vi Jacobs Center. Its first joint programming, the Black Womanhood exhibition, resulted in an ongoing relationship between SDMA and the Black Storytellers of San Diego.

• A series of movies, exhibits, and discussion groups were hosted at Market Creek by a number of groups. 800-Mile Wall was hosted by the ACLU and American Friends Service Committee. Legacies of War was hosted by the Lao Community Cultural Center and TeAda Productions. 9500 Liberty was hosted by the San Diego Asian Film Foundation. These movies stimulated powerful dialogue about issues of race, class, immigration, discrimination, and war — historically and today.

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Skills to implement change

physical development physical developmentphysical development

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Skills to implement change

physical development Smart Growth Pilot Village2.

The Village at Market Creek is about changing the landscape of a community.

Resident working teams are reclaiming blighted land and

restoring vitality to their neighborhoods, starting with the

revitalization of a central transportation and civic hub.

With an eye toward transit-oriented development, compact

design, mixed land uses, environmental sustainability, and

community benefits, The Village will put over 60 acres of

blight back into productive use. Built on a strategic growth

model that puts the current residents of the community at the

forefront of who benefits, The Village will ultimately replace

substandard housing with over 1,000 quality, affordable

homes; bring over 250 new businesses with 2,000 jobs;

restore nearly 5,500 linear feet of wetlands; bring more than

$300 million in construction contracts; and create an integrated

network of parks, cultural venues, and public facilities.

Resident-guided development that maximizes and returns the benefits of rebuilding to the immediate community.

Innovation

A mixed-use, financially strong, transit-oriented cultural village

that fosters sustainability, social responsibility, and the resident

ownership of assets.

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Areas of Focus In order to support large-scale physical development in the community, work in The Village focuses in four areas:

Physical Development

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Smart Grow

th Pil

ot V

illag

e Itgivesmegreatpleasuretobeabletoseethepowerandpotentialofpeoplecommittedtoreallygettingsomethingtohappen...workingtogetherwiththeFederalGovernmentandputtingourtaxdollarstoworkthewaythattheyshouldwork.

— Anna Escobedo Cabral, Former U.S. Treasurer, at her June 2006 press conference at Market Creek Plaza

1) Community-Based Development and Management Capacity

• Build a financially-sustainable community-based development company.

• Expand local skills, jobs, and contracting opportunities.

2) Land Acquisition and Land-Use Planning

• Bring undeveloped, neglected, and blighted properties into productive use.

• Support land-planning that is comprehensive and assures residents a voice in decision-making.

3) Village Development and Construction

• Develop a family-friendly cultural village.

• Build resident-owned commercial, industrial, and residential developments.

4) Sustainability and Community Benefits

• Maximize the community’s benefits from development projects.

• Develop The Village into a sustainable community – socially, economically, and environmentally.

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The construction of the new state-of-the-art Elementary Institute of Science (EIS) and the development of Market Creek Plaza on the site of an abandoned factory played catalytic roles in the community’s revitalization.

The successful EIS $6-million fundraising campaign was achieved through a team of youth leaders, backed by parents and grandparents. The development of Market Creek Plaza built on this resident momentum and was structured for community benefit — from construction contracts to ownership of the project.

As the landscape changed, so did expectations for change.

The next phase, an office and conference center that community teams wanted to name for Joe & Vi Jacobs, took the value of community contracts up to $25.5 million and the number of jobs to over 400. During the planning of this facility, residents expanded the vision of Market Creek from a plaza to a village.

The planning area expanded because teams were becoming more creative and effective. There was also a growing realization that if these projects continued to be surrounded by brownfields and deteriorating buildings, they could not be sustained from a financial, environmental, and management perspective. Greater scale was essential.

New challenges emerged. To raise a village, teams faced barriers resulting from large-scale infrastructure deficiencies, the cost of brownfield clean-up, the need to restore toxic waterways involving multiple regulatory agencies, and an outdated Community Plan. Retailers in an emerging market and housing in an area where affordability is essential are not able to absorb these additional costs. Public subsidy became a priority.

Physical Development

Progress

physical developmentphysical development

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Village Awards

The Village at Market CreekExcellence in Economic

Development – Neighborhood Development Initiatives

International Economic Development Council

Community Vision AwardSan Diego Architectural Foundation

Market Creek PlazaOutstanding Brownfield

TransformationU.S. Environmental Protection

Agency (EPA)

ULI Social Equity AwardUrban Land Institute

San Diego/Tijuana District Council

Excellence in Economic Development – Real Estate

Development & Reuse International Economic

Development Council

Joe & Vi Jacobs CenterAward of Merit

American Society of Civil Engineers, San Diego Section

Chollas Creek Encanto Tributary

Orchid Award San Diego Architectural Foundation

Project of the Year AwardAmerican Public Works Association,

San Diego & Imperial Counties Chapter

Village Infrastructure: Gateway Underpass

Award of MeritAmerican Society of Civil Engineers,

San Diego Section

Concrete Structure/Bridge Project of the Year

American Concrete Institute,San Diego International Chapter

Engineering Excellence Consulting Engineers and

Land Surveyors of California

With 2008 came a shift in the national landscape around smart growth, urban regeneration, and transit-oriented development. California’s charge to lower greenhouse gas emissions (Senate Bill 375) put it at the forefront of the smart growth movement. While this opened up opportunity for public subsidy, our neighborhoods still did not have a Community Plan Amendment authorizing mixed-use projects.

In 2009, the six-year journey to secure the Community Plan Amendment came to an end, opening the doors for detailed planning of the next phases of The Village.

Following are key highlights of progress in the four focus areas for Smart Growth Pilot Village:

1) Community-Based Development and Management Capacity

• Diamond Management, Inc. (DMI) was created in response to residents asking that a portion of the profits from Market Creek Plaza be used to build ongoing development and construction capacity in the community. DMI was also created to build management capacity for the community ventures in the Market Creek network.

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4) providing resident employees and youth with training in security, property management, and maintenance.

2) Land Acquisition and Land-Use Planning

• In 1997, the area surrounding the Market Street and Euclid Avenue hub was dominated by brownfields. Vacant or deteriorating industrial sites had become the central feature of a largely residential area. Beginning with an abandoned industrial site that made way for Market Creek Plaza, residents began identifying properties that could be cleaned up and put back into productive use. In 2001, residents formed the Euclid-Market Action Team (EMAT) and expanded the vision to include over 45 acres. To date, 42.6 acres of largely vacant and/or contaminated land have been acquired by JCNI for redevelopment as part of The Village.

• Through three rounds of community planning, The Village at Market Creek has been the platform for resident involvement in and learning about land planning. Through these planning efforts — Euclid Place3s Plan in 1997, the EMAT Plan in 2002, and the City of Villages Plan in 2004 — the number of residents involved in the planning guide team averaged over 100. In addition, approximately 1,500 residents per year have participated in planning surveys and focus groups to guide the core planning team.

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smart growth pilot village

Diamond Management, Inc.

Representation on the Board of Directors

Coalition of Neighborhood Councils


Jacobs Center for Neighborhood Innovation


Independent Members

Embedded in DMI’s purpose is a double-bottom-line approach focused on issues of social equity and responsible redevelopment. To ensure the company’s charitable purpose and guarantee its financing, JCNI holds 50 percent of the seats on its board; community representation and independent members hold the other half. Over time, the plan calls for community residents to have a controlling interest in the company. Currently 40 percent of the Board is from the community.

To become fully self-sustaining, DMI must develop projects valued at approximately $250 million. Of the seven Village development projects to date, DMI has developed five of them: two are new construction (Market Creek Plaza and the Joe & Vi Jacobs Center), one is renovation (BRYCO Business Park), and two are wetlands restoration projects (Chollas Creek and its Encanto Tributary). These five projects cost $54 million. In addition, DMI provided technical assistance to the Elementary Institute of Science on its 15,000-square-foot facility. Construction of this state-of-the-art science center was $5.4 million.

With the housing financial markets tightening in 2009, DMI focused in four areas: 1) completing the permitting phase for Trolley Residential, the first transit-oriented housing development in The Village, 2) re-painting Market Creek Plaza, 3) completing over 6,000 square feet of tenant improvements on the second floor of the Joe & Vi Jacobs Center, and

21

• In 2009, more than 100 residents made their voices heard by participating in meetings at City Hall, including those of the Land-Use Committee, Planning Commission, and City Council. Perhaps the biggest accomplishment of 2009 was the San Diego City Council’s unanimous approval of the Fifth Amendment to the area’s Community Plan, which provided the zoning needed for mixed-use projects and opened the door to transit-oriented development. In a show of community support, Fourth District residents took off work to attend the City Council meeting on the day of this crucial vote, wearing buttons saying “The Fourth is for the Fifth!”

3) Village Development and Construction

• To date, 21.8 acres of brownfields have been developed in The Village and put into productive use.

• New building construction totals 197,000 square feet, building renovations total 84,000 square feet, and creek restorations total 2,100 linear feet. These projects collectively total $60 million in investment.

• In 2009, development focused on securing the Planned Development Permit (PDP) for Trolley Residential, the first residential project in The Village. The PDP was 90 percent complete by the end of the year. DMI and the Village Housing Team, in partnership with McCormack Baron Salazar (a national leader in affordable housing development), moved Trolley Residential and a second housing development — Northwest Village Housing — toward becoming finance-ready.

• Work on the Market Street Office and Light Industrial project was deferred due to the shift in the market for office and industrial space. Instead, teams focused on the next commercial project — Northwest Village Commercial — with the goal of locating a new drug store within the community. By the end of 2009, a Letter of Intent had been secured with Walgreens.

• Projects in the planning phase now total $126 million.

Capacity Building: Land Planning

Number of Residents Involved in Land Planning 576


Community Representation - Percentage of Residents on Board of Directors 40%

Capacity Building: Property Management

Training Hours Provided - Full-time Resident Employees - On-call Staff - Youth

Total Training Hours Provided

Types of Training Provided - Customer Service - Self Defense - First Aid/CPR

# People2021

104

145

# Hours 720189720

1,629

- Field Investigations - Night Building Searches - Emergency Evacuations

Village Land Assembly: JCNINumber of Acres - Acquired - Developed - Held for Future DevelopmentInvestment in Land Acquisition - Investment in Developed Land - Investment in Undeveloped LandPartners - The Annie E. Casey Foundation - Jacobs Center for Neighborhood Innovation

42.621.820.8

$ 4,516,000$17,249,000

smart growth pilot village smart growth pilot villagesmart growth pilot village

Employment: Diamond Management, Inc.

Number of Employees Percentage of Employees Who Are: - Residents - Minorities - Employed for the First Time

60

43%90%26%

- Jacobs Family Foundation - Pacific Western Bank - U.S. Bank

22

of Chollas Creek and the use of recycled materials in building the Joe & Vi Jacobs Center, residents began planning for the solar retrofit of Market Creek Plaza, the criteria for becoming a LEED Neighborhood, and reducing greenhouse gas emissions. With transit ridership up, teams were ready to bring plans for The Village’s first transit-oriented, “green” housing project to City Hall for approval.

• To date, 74 percent of all construction contracts managed or supervised through DMI have gone to Historically Underutilized Business Enterprises (HUBE) through a best bid process, in order to build capacity and recycle benefits. This resulted in $28.9 million in economic impact through 2009.

Equity InvestorsDiamond Community InvestorsDiamond Management, Inc.Jacobs Center for Neighborhood Innovation Neighborhood Unity Foundation

Program Related InvestmentsThe Legler Benbough Foundation The Annie E. Casey Foundation The F.B. Heron FoundationJacobs Family Foundation The Rockefeller Foundation

Lenders & New Markets Tax Credit Investment Partners ChaseClearinghouse Community Development Financial InstitutionPacific Western BankU.S. BankWells Fargo & Company

Tax Increment FinancingSoutheastern Economic Development Corporation

GrantsCalifornia State Water Resources Control BoardEvelyn & Walter Haas, Jr. FundSan Diego Neighborhood Funders

Small Business Development LoansCalifornia Southern Small Business Development Corporation

Strategic Investment Partners (Physical)

Village Investment Advisory Board

22

Investment in the seven completed Village projects came from a variety of partners. Market Creek Plaza and the Joe & Vi Jacobs Center were made possible by Program Related Investments (PRIs) from foundations and New Markets Tax Credit financing. Public-sector partners assisted with the wetlands restoration. Working lines of credit, backed by foundation partners, assisted in the land acquisition. Private-sector philanthropic campaigns paved the way for new non-profit facilities. The Elementary Institute of Science, a neighborhood cornerstone since 1964, mobilized support to build its new 15,000-square-foot, state-of-the-art science center. The Old Globe Theatre, which opened a Technical Center in the community in 2008, brought an innovative theatrical set design workshop and studio to The Village.

Sustainability and Community Benefits

Central to The Village are its community benefits and sustainability strategies. In 2009, the work focused on strengthening community benefit incentives in leases and contracts and developing goals for environmental sustainability.

Community discussions about environmental impacts broadened significantly. After the restoration

23

Construction Contracts (ManagedorSupervisedthroughDiamondManagement,Inc.)

Market Creek PlazaElementary Institute of ScienceJoe & Vi Jacobs CenterBRYCO Business ParkCreek Restoration

Building & Tenant Improvements (post construction)

Overall Village

Total Contracts

$ 10,000,000$ 5,400,000$ 18,574,000$ 346,000$ 4,123,000

$ 421,000

$ 38,864,000

HUBE* Contracts

$ 7,866,000$ 4,500,000$ 13,213,000$ 235,000$ 2,706,000

$ 390,000

$ 28,910,000

% HUBE Contracts**

79%83%71%68%66%

93%

74%

Market Creek Plaza Property Tax Impact

Taxes Paid on Land, Improvements, and Personal Property

- 2009 - Since Inception (estimated)

$ 282,925$1,500,000

* Historically Underutilized Business Enterprises ** Community goal set at 65%

Projects in Planning

Governmental Approvals Complete - Trolley Residential (52 units of housing)

Conceptual Plans Underway - Market Street Office/Light Industrial - Northwest Village Housing - Northwest Village Commercial

Total in Planning

$ 23,000,000

$ 28,000,000$ 58,000,000$ 17,000,000

$ 126,000,000

smart growth pilot villagesmart growth pilot village

Projects Developed

New Construction - Market Creek Plaza - Elementary Institute of Science - Joe & Vi Jacobs CenterRenovation - BRYCO Business Park - The Old Globe Technical CenterCreek Restoration - Chollas Creek River Parkway - Chollas Creek Encanto Tributary

Sub-Total Development CostsBuilding & Tenant Improvements (post construction)

Total Development Costs

$ 23,500,000$ 5,400,000$ 25,000,000

$ 346,000$ 673,000

$ 2,400,000$ 2,800,000

$ 60,119,000$ 421,000

$ 60,540,000

• Market Creek Partners, LLC, the company that holds Market Creek Plaza and is 40 percent community owned, has had steady income since completion and has distributed a 10 percent return on investment to its community investors since community ownership was established four years ago. To date, Market Creek Partners has distributed $280,000, or 67 percent of its profits, to the community.

• In 2009, Market Creek Plaza generated $282,925 in property taxes on land, improvement, and personal property. Since the first full year of grocery operation in 2002, Market Creek Plaza generated an estimated $1.5 million in property taxes.

• Community employment at Market Creek Plaza stands at 73 percent for 2009, up four percent from the prior year. In the overall Village, community employment is 58 percent, up five percent from the prior year. While this beats the benchmark of 30 percent community employment in similar redevelopment projects, teams were concerned that “spirit of partnership” agreements, used to promote community benefits, were too informal to be effective in achieving hiring and reporting goals. In 2009, new leases and contracts formalized benchmarks for local hiring, with incentives provided for higher percentages.

24

social infrastructure social infrastructuresocial infrastructure

Networks to sustain change

25

The Village at Market Creek is about building strong networks from the inside out.

The collaborative effort of people inside and outside the

community, bringing together a range of expertise and

resources, is what is needed to address the complex issues

our communities face, whether it’s school performance,

health disparities, or gang violence. Partnerships focused

on health, education, family services, and youth development

are important to the effective coordination of services and

the long-term sustainability of programs that enhance

the quality of life for children and families.

Identifying and connecting existing organizations and

natural networks, opening access to systems and services,

and establishing a culture of community listening — these

help us discover what is needed, get at real barriers, and

design better ways to address the concerns of residents.

They also form the foundation for sustainable change.

If it takes a village to raise a child, it takes a network of

dedicated people and organizations to raise a village.

These interconnected networks — that place a high value

on the voice of residents — create the fabric of a community.

Collaborative teams of diverse partners — private citizens, non-profits, program participants, funders, governmental agencies, and institutions —

that strengthen community problem solving and promote shared resources.

Innovation

Strong social networks that promote learning, support children in achieving their full

potential, and enhance health and safety.

social infrastructure Family and Community Networks

Networks to sustain change

3.

26

Areas of Focus In order to support large-scale social infrastructure in the community, work in The Village focuses in four areas:

Social Infrastructure

26

Family and Community Networks1) Family Resources

• Link family services to better support our community.

• Serve, celebrate, and connect families in The Village.

2) Safe Neighborhoods

• Work with residents to develop safe zones in their neighborhoods.

• Build a support network to assist former prisoners coming home to this community.

3) Quality Schools

• Work with principals, teachers, parents, and students to build a strong and connected learning community.

• Develop a support network for students that are struggling in school.

4) Healthy Communities

• Expand our community’s access to health services.

• Improve the physical, social, economic, and environmental factors that affect health and well-being.

“Eachtimeapersonmovesfromisolationtoconnection,ourneighborhoodsbecomesafer,ourcommunitiesmorevibrant,andoursocietymorecohesive.Giventheenormityofthechallengeswefaceintheseinfantyearsofthe21stcentury,buildingrelationships,strengtheninghumanbonds,expandingourcapacitytocareforoneanotherarecrucialacts.Ourcollectivetaskistoendthepovertyofloneliness.Itistolearntocareforeachother.”

— Vicki Cammack, quoted in the December 2009 From Clients to Citizens, a synopsis of conversations from the

Asset-Based and Citizen-led Development (ABCD) Forum

27

ProgressBeginning in 2006, residents began teaming with family service agencies, school leadership, the police, justice system representatives, and health and child welfare professionals to listen, learn, and develop strategies to address the health and well-being of residents in The Village. Over the next two years, network teams formed around four focus areas: education, public safety, family resources, and health.

Eight school principals formed the “Diamond Learning Community” to share resources and develop ways to improve the quality of education for their students. The collaboration conducted focus groups with parents, students, and teachers over a three-year period. With this feedback, the team developed strategies to serve the most vulnerable and disengaged students and to recruit and support new teachers.

A group of residents concerned about public safety used information received through community listening forums to launch a safe passage to school program called Project Safe Way. In 2009, the project expanded to include the development of a comprehensive neighborhood safety plan.

A San Diego Grantmakers working group on prisoner reentry convened a team of formerly incarcerated residents, law enforcement officials, criminal justice staff, and non-profit providers to design a community-based pilot project in southeastern San Diego and City Heights. The project, called Coming Home to Stay, launched in 2009.

social infrastructure social infrastructuresocial infrastructure

27

What started as an effort to bring child care providers and parents together evolved into a Child Care Enhancement Center. The center provided training and coordinated resources to strengthen the child development expertise of child care providers. In 2008, this work expanded into a Family Enhancement Center, focused on the coordination of broader family-centered, parent-child activities. This continued into 2009.

In 2008, the Coalition of Neighborhood Council’s “Walk to the Moon” campaign sparked discussions among Village teams about creating a healthy, walkable Village with trails along Chollas Creek, bike paths, family-friendly sidewalks, and pedestrian bridges. In addition, Village teams were encouraged by the expansion of community-based health services through San Ysidro Health Center and Family Health Centers of San Diego and initiated discussions about assisting them in increasing health outreach, awareness, education, and access.

Family and Community Networks

28

• The Housing Team, working on the first two residential projects in The Village, developed plans for a child care center to be included in the Northwest Village.

2) Safe Neighborhoods

• Project Safe Way expanded its scope by hiring and training six residents as Project Area Coordinators to engage their neighbors in creating and implementing safe neighborhood plans. The Coordinators organized residents and formed three working teams: 1) “Safe Talk” to improve relationships with the police, 2) “Safe Places” to identify and implement plans to transform

Partners Alliance Healthcare Foundation

The California Endowment

Community Connection Resource Center (CCRC)

County of San Diego Probation Department


Jacobs Family Foundation

Metro United Methodist Urban Ministry

Overcoming Gangs & Beyond

The Parker Foundation

Price Charities

Richard J. Donovan Correctional Facility

San Diego County Bar Foundation

San Diego County Sheriff’s Department

San Diego Grantmakers

Robin Scott

Second Chance STRIVE

Rev. Edward Thompson

UAAMAC (United African American Ministerial Action Council)

Welcome Home Ministries

Kenneth Wilson

Coming Home to Stay

28

Following are key highlights of progress in the four focus areas for Family and Community Networks:

Family Resources

The Family Enhancement Center hosted a series of workshops, activities, and forums with its partners in 2009 on a variety of topics ranging from how toddlers grow to how parents can teach their children to read. Participating in these family and child development workshops were 189 parents.

The Amphitheater Summer Series, with family movies and cultural activities, was attended by more than 2,500 parents and children. Family Day in The Village, a celebration with learning activities, entertainment, and games, drew over 800 residents.

In 2008, the Family Enhancement Center initiated discussions with Home Start, Union of Pan Asian Communities, and SAY San Diego about using common office space in The Village to provide greater coordination of family services. In 2009, these three family service agencies began joint work with the Opening Doors pilot project while office space in The Village is built.

29

unsafe places in the community, and 3) “Residents Against Predators” to inform parents of the presence of predators and ways to protect their children. Over 500 residents participated in these neighborhood safety team meetings.

• The Coming Home to Stay prisoner reentry pilot project was initiated in October 2009 with a network of 20 coordinating partners. The model uses formerly incarcerated peer coaches and a resource network to address housing, employment, health, legal documents, and family relationship support. The project goal is to reduce the recidivism rate of its clients from the state-wide average of 70 percent down to 25 percent. During its first three months of operation, 18 residents returning from incarceration were enrolled. In its first year of operation, Coming Home to Stay will serve at least 50 community residents.

3) Quality Schools

• In 2009, the schools in the Diamond Learning Community moved from planning to implementation and launched the Opening Doors to Learning pilot project, serving 30 students and their families at six elementary schools. This comprehensive program uses a school resources team approach that includes on-site family therapists and tutoring, home visits, and classroom behavior intervention support for teachers. The Opening Doors teams completed

Project Safe Way

Surveys on Public Safety Attendance at Neighborhood Safety MeetingsAttendance at Project Safe Way EventsPublic Safety Issues Corrected Gang Fights or Student Violence InterventionsPolice-Reported Incidences Resolved

2009

762507

1,196

8025

64

2008N/AN/A

N/A

1232

55

Violent Crime Incidents (VillageHubNeighborhoods:LincolnPark,EmeraldHills,ChollasView,ValenciaPark)

500

400

300

200

100

0

2001 2003

Total Violent Crime

20092005

429

2002 2004 2008

391

365 40

6

328

305

296

295

227

20072006

Source: Automated Regional Justice Information System (ARJIS)

Capacity Building: Public Safety

Project Safe Way - Project Area Coordinators • Number of Coordinators • Training Hours Provided - Safe Passage to School Corner Leaders • Number of Corner Leaders • Training Hours ProvidedTypes of Training Provided: - Outreach & Organizing - Public Safety Planning - Mediation - Gang Culture & Awareness

6

979

16512

- CPR - Observation & Reporting - Radio Communication

family and community networksfamily and community networks

Capacity Building: Family Resources

Residents Participating In: - Amphitheater Summer Series - Family Day in The Village - Family Child Development Workshops

Types of Training Provided - Developmental Milestones for Toddlers - Language to Literacy - Disaster Preparedness for Child Care Providers

2,555800189

30

family and community networks

education, equity, and excellence) convened the school principals, along with the directors of teacher preparation programs from San Diego’s colleges and universities, to develop a strategy. Plans call for placing student teachers at the schools in supportive clusters and providing them with greater mentorship, coaching, and support.

Partners

Chollas-Mead Elementary School

Elementary Institute of Science

Gompers Charter Middle School

Horton Elementary School

Jackie Robinson YMCA



Meg Jacobs

Johnson Elementary School

Knox Elementary School

Lincoln High School Ninth Grade Academy

PAZZAZ


Porter Elementary School

San Diego Unified School District

University of California, San Diego CREATE

Valencia Park Elementary School

Diamond Learning Community

30

intervention plans that addressed the academic, recreational, creative, and emotional needs of each student.

Three family service agencies (Home Start, the Union of Pan Asian Communities, and SAY San Diego) joined the project to hire and supervise the therapists, which provided 116 hours of direct services to the students and their families.

Each of the eight collaborating schools formed teams to participate in the San Diego Unified School District training, called Positive Behavioral Interventions and Support Program, to strengthen their learning environments and school cultures. Serving on the school teams, 172 teachers and staff members began implementing the program within their schools.

In order to increase the number and improve preparation of student teachers in neighborhood schools, the Director of CREATE (a University of California, San Diego program focused on

31

family and community networks family and community networks

Community Health

Residents Participating In: - Youth-led Health Network Planning Retreat - Healthy Eating & Nutrition Survey - Health Workshops & ForumsTypes of Programs Implemented - HIV & AIDS Awareness - Alternative Health Nights - Minority Health Education for Social Workers - Inter-generational Nutrition & Physical Activities - Lung Disease & Respiratory Disorders Education - Youth-led Health Awareness Fairs - Cooking & Nutrition Classes for Youth - Sexual health & Responsible Dating

1055

210

Urban Greening

Number of Trees Planted Brownfields Cleanup - Total Acres Planned - CompletedCreek Restoration - Total Linear Feet Planned - CompletedWalking Paths - Total Linear Feet Planned - CompletedOpen Space, Parks, Amphitheater & River Parkway - Total Square Feet Planned - Completed

1,250

4520

5,5002,100

8,6002,600

400,000240,000

family and community networks

Trolley Ridership

Increase - 2009 - Since Inception

8%

82%

4) Healthy Communities

• The Youth Movement Planning Team conducted surveys on eating habits among young people and held a screening of the film Super Size Me. Following this provocative movie on health and nutrition, youth participated in a discussion on the impact of fast food on their long-term health and attended a class on the preparation of quick, nutritious meals. Throughout the year, over 300 youth participated in health fairs and workshops organized by youth teams and partner organizations.

• The Alternative Healing Network’s Integrative Health Nights provided 662 acupuncture treatments, 423 chiropractic treatments, and 100 blood pressure screenings, as well as classes in meditation and yoga, at no cost to residents.

• Thirty-three small grants totaling over $64,000 were awarded by the Neighborhood Unity Foundation and the Spirit of the Diamond Fund to community groups providing health education, access, and support. These resident-guided grants supported HIV and AIDS awareness, the UCSD Student-Run Free Clinic Project at Baker Elementary, lung disease and respiratory health education, and health fairs.

• With a goal of creating a healthy, walkable Village, planning teams targeted the redevelopment of over 45 acres of brownfields, the acquisition of accessible fresh fruits and vegetables, and the incorporation of over 400,000 square feet of parks, open space, and walkways in The Village master plan. This plan also includes the restoration of 5,500 linear feet of wetlands. To date, 20 acres of brownfields have been eliminated, a major grocery chain secured, and 2,100 linear feet of Chollas Creek restored.

• The vibrant commercial center, staffed with a team of Safety Ambassadors, has transformed the Market Creek/Euclid Avenue Trolley Station into a safe, active transit center and contributed to an 82 percent increase in ridership since the inception of the project. This use of public transportation will play an important role in the long-term reduction of greenhouse gases and the creation of a healthier environment.

Capacity Building: Community Schools

San Diego Unified School District’s Positive Behavioral Interventions and Support Program - Teachers & Staff Members Trained 172

32

Assets to leverage future change

economic opportunityeconomic opportunity Community Enterprise and Ownership

33

Assets to leverage future change

The Village at Market Creek is about collective community investment in change.

As an anchor project for reinvigorating an urban

marketplace, Market Creek Plaza is designed to give

residents a financial stake in their community, put their

gifts and talents to work, build individual and community

assets while rebuilding neighborhoods, and keep social

responsibility at the forefront of business.

Resident teams work to harness local retail dollars, build

an emerging market, and develop a network of community-

owned enterprises. Collectively, these triple-bottom-line

business ventures unite diverse communities and capture

the benefits of an expanding economy through community

contracting and ownership. Pioneering tools enable residents

to own a piece of their block and achieve together what they

cannot do alone.

Harnessing the markets for social change and making the tools of ownership and investment accessible to all residents.

Innovation

economic opportunityCommunity Enterprise and Ownership

Community-owned enterprises that bring essential services, create jobs, expand contracting opportunities,

and build assets.

4.

34

Areas of Focus In order to support large-scale economic opportunity in the community, work in The Village focuses in four areas:

1) Business Development

• Attract new businesses and jobs to the community.

• Develop a vibrant business community.

2) Community Ownership

• Provide opportunities for residents to invest in the development of their community.

• Create systems to use profits from The Village development for both individual and community benefit.

3) Social Enterprise

• Attract businesses that fill a community need, develop jobs, and create social impact.

• Provide opportunities for job training and career development.

Economic Opportunity

34

InSanDiego’sMarketCreekPlaza,settingupacommunitydevelopmentlimitedliabilitycompanythatgaveresidentsanownershipstakeintheprojectcreatedasenseofparticipationandafeelingthattheywerenotatthemercyofpowerfuleconomicforcesbeyondtheircontrol.

— Janet Yellen, President, Federal Reserve Bank of San Francisco, in her keynote speech delivered at the February 2010 Summit Improving Outcomes for Place-Based Initiatives

Com

muni

ty E

nter

prise

and Ownership

4) Community Employment

• Develop a range of job and career opportunities, from entry-level to highly skilled professional positions.

• Support residents in getting and maintaining jobs in The Village.

35

ProgressAt time of purchase, the 45 acres that make up The Village today were home to only one active business and seven jobs. Yet, residents in a half-mile radius of the Market-Euclid hub were spending an estimated $60 million outside their neighborhoods. If harnessed, this was an asset to be built upon.

Ten years before the term “food desert” became popularized in the United States, residents were clear about their top priority. The area grocery carried no fresh fruits or vegetables. A “Top 10 Most Wanted List” created from community surveys and team meetings put a national grocery chain in the number one spot. This list became the guiding document for building the business district.

Residents also voiced their concern about gentrification and displacement. While they wanted commercial services, new jobs, and quality housing in their communities, they were apprehensive about not being able to afford to live in the neighborhood once it was improved.

To address this concern, community ownership became the central guiding principle in developing Market Creek. Community investment gives residents a stake in the success of their community,

economic opportunity economic opportunityeconomic opportunity

Com

muni

ty E

nter

prise

and Ownership

Economic Activity: Overall Village

$80M

$60M

$40M

$20M

2004 2005 2006

Village Economic Activity

200920082007

$21,8

77,44

3

$24,4

77,43

7

$34,6

26,72

0

$40,2

00,00

0$64,8

97,14

3

$72,4

92,15

8

35

provides a platform for shared risk, and recycles value back into the neighborhoods.

Today, The Village consists of 32 businesses, and the original goal of 10 new businesses with 166 jobs has grown to a goal of 250 businesses with 2,000 jobs. The vision includes positioning the community as a strong player in San Diego’s cultural tourism economy.

While greater economic forces strained all business in 2009, residents held tight to their vision and goals. Market Creek Plaza’s community owners created a personal campaign to connect to the Plaza’s businesses and give them support. Grocery sales soared. Bank deposits were stable. The Plaza’s small-business revenues leveled off after sharp decreases the prior year. The year ended with gross economic activity up 20 percent overall — 63 percent above original projections.

36 36

• For the entire Village, economic activity increased in 2009 to $72.5 million. This was an increase of 12 percent from the prior year.

• Of the original “Top 10 Most Wanted List” of businesses in the community, the need for a drug store remained unmet at the beginning of 2009. By the end of the year, however, a Letter of Intent from Walgreens was secured to anchor the next phase of The Village.

2) Community Ownership

• The resident-designed ownership structure for Market Creek calls for a balance of individual ownership, community ownership, and on-going investment in asset-building. To begin implementing this design, Market Creek Partners, LLC was created to hold the assets of Market Creek Plaza and an additional property intended for a drug store. After six years of teamwork, residents won the right to “go public” in 2006 and buy shares in the project.

• A pioneering Community Development Initial Public Offering (CD-IPO) resulted in an initial 416 community stakeholders buying 20 percent of the company. Known as Diamond Community Investors (DCI), these shareholders invested $500,000. Today, there are 421 DCI members.

community enterprise and ownership

2009 Advisory Council

Dajahn Blevins

Joyce Brown

Bobby Carney

Ron Cummings

Lee King

Dr. Robert Matthews

James Patton

Eddie Price

ShuJen Walker


Following are key highlights of progress in the four focus areas for Community Enterprise and Ownership:

Business DevelopmentAs an economic anchor of The Village, the partnership with Food 4 Less has been a success. During the eight years since its grand opening, the grocery has shown a steady increase in gross sales each year — anywhere from six to ten percent. In 2009, however, with fewer people eating out, the grocery logged an unprecedented 30 percent increase with $36.9 million in gross sales.

Market Creek Plaza’s small businesses continued to be impacted by the economic downturn. Following sharp decreases in 2008, these businesses experienced an additional decrease of one percent in gross sales for 2009. Two local businesses, the Curves franchise and Batter Up, closed.

With a strong list of prospective tenants, L&L Hawaiian Barbecue filled one vacancy and Papa John’s filled the second. Fulfilling one of the original success indicators set by the early planning teams, 2009 brought evening pizza delivery to the neighborhood.

Market Creek Plaza’s benchmark for sales per square foot is $402 based on similar-sized commercial centers. In 2009, the Plaza outperformed its benchmark by 35 percent and logged gross sales per square foot of $543.

37

Economic Activity: Market Creek Plaza

$60M

$50M

$40M

$30M

$20M

$10M

Original Projection

2005 2006

Market Creek Plaza Economic Activity

200920082007

$24,3

97,43

7

$34,2

20,72

0

$40,2

00,00

0

$42,0

81,13

3

$50,4

57,58

0

• Following the CD-IPO, the investors formed a DCI Advisory Council of eight elected members and one member appointed by DMI. In 2009, this Council coordinated the DCI annual meeting, reported to the larger group of investors on the finances of the partnership, coordinated the meeting for the distribution of dividends, and studied the process, key dates, and capacity needed for the buyout of JCNI’s shares in the company in 2018.

• In 2009, committees of the DCI Advisory Council published a business directory, hosted a Market Creek business mixer, initiated the design of its website, reviewed the organizational charter, and proposed amendments to streamline operations.

• Neighborhood Unity Foundation (NUF), formed for the community ownership of Market Creek Partners, also raised and invested $500,000 to establish its 20 percent ownership share. Profits from the partnership were invested back in the neighborhood through mini-grants designed to promote citizen action in creating a healthy and caring community. To date, NUF has granted its $155,000 in dividends from Market Creek Partners back into the neighborhood. Along with funds it raised from other sources, NUF has made 138 grants totaling nearly $300,000 since 2006.

• In 2009, NUF successfully grew its endowment by 40 percent to $700,000. In addition, grants to NUF from the San Diego Neighborhood Funders provided the capacity for NUF to hire its first staff member.

• In one of the most challenging years for business nationally, Market Creek Partners’ income remained stable at $1.7 million, and the company netted just over $105,000 in profits. The LLC paid a ten percent preferred return in 2009 to both DCI and NUF. JCNI and DMI received a three percent return.

Market Creek Partners, LLC: Financials

Total RevenuesOperating Expenses & Loan InterestIncome after Operating Expenses & Loan InterestDepreciation & Lease Amortization

Net Income

FY 2008

$ 1,703,821$ (959,675)

$ 744,146 $ (633,910)

$ 110,236

FY 2009

$ 1,723,406$ (983,884)

$ 739,522 $ (634,397)

$ 105,125

Gross Sales: Food 4 Less

$40M

$30M

$20M

$10M

2005 2006

Food 4 Less Sales

200920082007

$22,4

85,16

9

$24,7

27,72

0

$26,1

75,46

7

$28,3

49,66

0$36,8

79,96

8

community enterprise and ownership community enterprise and ownershipcommunity enterprise and ownership Market Creek Partners, LLC: Ownership





Ownership Share

20%

20%

56%

4%

2009 ROI

10%

10%

3%

3%

38 38

• In the broader community, asset-building took a step backwards as families were hard-hit by unemployment and foreclosures. The Home Opportunity Collaborative offered private sessions with volunteer attorneys, bankers, real estate agents, and home foreclosure counselors to over 300 area families.

• Business Matters — a mailbox, copy, and shipping store at Market Creek Plaza — was incorporated as a Manage-to-Own enterprise. After two years as manager of Business Matters, Kevin Wright successfully transitioned to full ownership of the business in 2009.

Sampling of 2009 Clients

ACLU of San Diego and Imperial Counties

Alliance Healthcare Foundation

Alpha Phi Alpha

Ballet Folklórico en Aztlan


City of San Diego

Comic-Con International

Community Housing Works

County of San Diego

Cox Communications

The Gem Foundation

Grassroots Grantmakers

The John Brockington Foundation

Kaiser Permanente

Kalusugan Community Services

Lao Community Cultural Center

LEAD San Diego

Lincoln High School

MAAC Project

Megatrato, Inc.

National Bar Association

Neighborhood House Association

Market Creek Events & Venues

(continued on page 40)

Following the first distribution of profits to DCI members in 2007, a Community Investment Fund was formed by residents as a mechanism for continued collective investment. Of the 421 current DCI members, 181 have now invested their Market Creek Partners dividends into the Community Investment Fund in preparation for future ownership opportunities. The fund increased 50 percent in 2009 and now totals $59,970.

In addition to the Community Investment Fund, resident teams continued to build the broader capacity of Village stakeholders to achieve financial health and wealth. In 2009, 823 residents participated in workshops, forums, and activities focused on financial education and asset-building. Classes in The Village, taught by a range of partners, included financial fitness, trusts and wills, types of insurance, organizing key financial documents, raising a financially savvy child, and first-time homebuyer assistance.

Mind Treasures, a local non-profit, brought financial education to young people. It piloted an introduction to finance and an in-depth seven-week class for 217 elementary school children in The Village, in partnership with Chollas Mead Prime Time After School Program, PAZZAZ, and the Diamond Community Girl Scouts Troup.

39

3) Social Enterprise

• Over time, a network of triple-bottom-line training businesses has emerged through community planning. DMI trains people in development, construction, property management, maintenance, and security. Writerz Blok trains young people in graphic design, printing techniques, and silk screening. Where the World Meets trains and supports micro-entrepreneurs testing their cultural products in a retail store. In 2008, a new social enterprise, Market Creek Events & Venues, launched as a culinary, meeting, conference, and event training business.

• In 2009, this network of social enterprises created and/or sustained 125 jobs. In addition, the group of companies logged over 4,000 hours of on- the-job or classroom training.

• With construction of the Joe & Vi Jacobs Center completed and housing on the drawing board, DMI focused job training in 2009 on property management, security, and maintenance. Over 900 hours of training for its full-time and on-call staff were conducted, along with over 1,200 additional hours of training for interns, as well as Job Corps and Hire-A-Youth participants.

• What began as a unique approach to prevent gang-related graffiti in southeastern San Diego is now an innovative youth urban art program and social enterprise. Today, its team offers programs in muralism, screen printing, urban art, and disc jockey training. During 2009, Writerz Blok focused on strengthening its business plan to move toward becoming a self-sustaining social enterprise by training young people in the production of t-shirts, posters, banners, conference tote bags, and murals.

• Created as a micro-enterprise program for residents with unique multicultural gifts, Where the World Meets was launched by 35 community entrepreneurs. The original business plan for the store called for half of the inventory to be made by neighborhood entrepreneurs and half of the products to be imported by residents.

Community Investment Fund

Total # InvestorsTotal Amount In Fund

FY 2007

79$ 14,658

FY 2008

158$ 40,049

FY 2009

181$ 59,970

Capacity Building: Social Enterprise

Enterprise:

- Diamond Management, Inc. - Writerz Blok - Where the World Meets - Market Creek Events & Venues

Total

Interns & Class

Participants

14281017

69

Training Hours

Provided

2,126732460

866

4,184

Jobs: Social Enterprise

Enterprise:

- Diamond Management, Inc. - Writerz Blok - Where the World Meets - Market Creek Events & Venues

Total

Jobs

6032

60

125

Capacity Building: Investment & Ownership

Residents Participating in Financial Education:

- Adults - Youth

539284

40

4) Community Employment

• Community employment close to home has been a high priority since the first planning surveys were conducted back in 1997. With unemployment rates high and transportation to job centers difficult, local community employment remains critical. The goal for Market Creek Plaza was 166 jobs, with a balance of living wage jobs and benefits through the anchor national tenants and entry-level jobs through the local small businesses. Market Creek Plaza ended 2009 with 251 jobs, 154 through the national tenants and 97 through the small businesses. Six of the 12 employers offer benefits.

40

The Palavra Tree

Planned Parenthood of San Diego & Riverside Counties

San Diego Convention & Visitors Bureau

San Diego County Regional Airport Authority

San Diego County Sheriff’s Department

San Diego Foundation for Change

San Diego Futures Foundation


San Diego Housing Commission

San Diego Neighborhood Funders

San Diego Unified School District

San Diego Police Department

San Ysidro Health Center

Shakti Rising

Tariq Khamisa Foundation

U.S. Census Bureau

UAAMAC (United African American Ministerial Action Council)

United Domestic Workers

Urban Land Institute

(continued from page 38)

Market Creek Events & Venues

Sampling of 2009 Clients

Over time, the store was intended to transition to a fully sustainable retail site for residents creating products or serving as cultural import consultants. This was never achieved. Efforts were made to develop an International Marketplace to showcase store products, but this promotion could not sustain more than a handful of successful micro-entrepreneurs. By the end of 2009, plans were underway to close the full-service store and shift the strategy to smaller retail kiosks.

Market Creek Events & Venues (MCEV), created to capture the jobs associated with meetings and events within the community, was in start-up mode in 2009. In its first full year of operation, the business was challenged by the need to buy equipment, initiate marketing, establish delivery systems, and pay operating expenses. Because of the larger economic climate, scheduled conferences booked months in advance got cancelled, further complicating the business plan. The kitchen and banquet teams adapted, business plans were revised, and the second half of 2009 began an upward swing. With a long-term goal of achieving financial sustainability and 200 jobs, MCEV logged $1.3 million in revenue, coming within 21 percent of its break-even mark during the last six months of the year. To date, it has created 60 jobs.

41

Jobs: Market Creek Plaza

300

250

200

150

100

50

0

2005 2006

Market Creek Plaza Jobs

200920082007

172

91

81

118

78

116

77 75

178

73

196 193206

251

Jobs Part Time Full Time

Baseline goal set in 2000

131

• When the grocery opened in 2001, it was anticipated that full-time jobs would grow over time. The unstable business environment of the past two years, however, created a climate more conducive to part-time employment rather than full-time. While full-time jobs have remained relatively stable over time, the growth in gross sales has translated to an increase in part-time jobs. This situation will require monitoring and team attention in 2010.

• Challenged by the need to prioritize community hiring and reporting, DMI began to look for ways to encourage ongoing focus on employment statistics and local hiring practices. In 2009, DMI moved from informal requirements to formal contracts to incentivize community employment and reporting. Contracts for new tenants leasing in The Village now spell out these incentives.

• The original Business and Leasing Team set the goals for both community and minority employment at 65 percent. Of the 251 Market Creek Plaza employees, 73 percent are from the community and 84 percent are minorities. Of the 717 jobs in The Village, 58 percent are from the immediate community and 83 percent are minorities.

• To link supply and demand, a series of job fairs were held in The Village through 2009 with the support of partner organizations. Over 800 people attended.

Village Employment

Employed from the Neighborhood

Minority Employees

All Village Businesses

58%

83%

Market Creek Plaza

73%

84%

Capacity Building: Community Employment

Residents Participating In: - Career Fairs Held in The Village 810

Jobs: Overall Village800

700

600

500

400

300

200

100

0

2005 2006

Village Jobs

200920082007

209115

94

156

121

221

194

314

245

486

231

277

415

559

717

Jobs Part Time Full Time

42

Learning to accelerate change

investment in innovationinvestment in innovation

43

Learning to accelerate changeThe Village at Market Creek is about connecting communities.

Market Creek is built on the belief that for change to be

sustainable, residents must own their own change. Everyone

must be willing to learn their way. Every voice matters. Staying

open to new ideas matters. Testing ideas matters. Partners

committed to learning matter. Success depends on it.

Platforms for learning are essential. Hands-on opportunities

for resident-to-resident learning help those working at a

grassroots level understand their role in a larger movement.

These learning exchanges provide forums for people to share

the lessons and stories of change, provide a vision of what

is possible, and let residents know they are not alone.

Each year, hundreds of people visit The Village at Market

Creek to participate in site visits and learning exchanges.

It has become a gathering place for groups from around

the country to share ideas, develop learning relationships,

and enhance efforts to create strong communities. This feeds

innovation and informs the broader community development

field of the lessons, practices, principles, and policies that either

stand in the way or facilitate change.

Shared Learning

A platform for connecting resident leaders and sharing innovative

approaches to community change.

Hands-on applied learning that is comprehensive, resident-driven, and cuts across the civic, physical, social, and economic development of a community.

Innovation

investment in innovation

5.

44

Areas of Focus In order to support shared learning across the country and in the community, work in The Village focuses in four areas:

1) “Connecting Communities” Learning Exchanges

• Offer tours, trainings, team discussions and opportunities to experience and learn how The Village at Market Creek was developed.

• Support the exchange of approaches, strategies, and tools that encourage residents to lead change in their communities.

2) Collaborative Investments in Shared Learning

• Build a network of resource partners committed to shared learning.

• Collaboratively invest in testing, documenting, and disseminating community-building approaches and tools.

3) Village Indicators

• Build learning systems that stimulate creative breakthroughs and clarify what’s working and what’s not.

Investment in Innovation

44

• Document the work, report its social and economic impacts, and synthesize learnings.

4) Policy and Systems Change

• Identify and examine the tools, rules, and policies that facilitate or stand in the way of change.

• Work in public-private partnerships to impact both policy and practice.

Shared Learning

Iamconvincedthatthesenewjointventuremodelsemergingbetweenfoundationsandtheirmissionpartnersareproducingmorepowerfulenginesofimpactandchangethancouldeverhavebeenrealizedthroughtraditionalgrantor-granteerelationships.Theyjustmaybethefutureformofphilanthropyforasignificantsegmentofthefield.

— Doug Nelson, Former President, The Annie E. Casey Foundation, in Simply Put, his book of selected speeches

45

investment in innovationinvestment in innovationinvestment in innovation

45

Over the past 12 years, Village teams have experienced the impact of learning exchanges. By hosting foundations, civic leaders, and community groups from 27 states and 15 countries, residents on Village teams have grown as trainers, presenters, and discussion group leaders.

In 2008, however, the 2,000 visitors coming to Market Creek stretched the teams’ capacity to balance the time required for sharing their strategies and advancing their comprehensive work on the ground.

In 2009, the connecting communities work moved to fewer, more in-depth exchanges to give residents time to share and learn. Site visits were grouped for greater efficiency. Teams also worked to simplify the “how-to” of comprehensive work so it could be shared more easily.

Struggling with large-scale infrastructure deficits, 2009 also brought a growing awareness of the critical need for strategic alignment with the public sector. State and federal resources required a level of planning that could only be accomplished through a strong local public-private partnership.

ArizonaPhoenix

Tucson

California Costa Mesa

CovinaCulver City Cupertino

DavisFresno

FullertonHuntington Beach

IrvineIrwindale

Long Beach Los Altos

Los AngelesMountain View

NorthridgeNorwalk Oakland

Palm Desert Palo Alto

PasadenaRedwood

Rohnert ParkRosemead

SacramentoSan Bernardino

San Diego San Francisco

San JoseSan RamonSanta Clara

Santa MonicaSonomaVentura

Woodland Hills

ColoradoDenver

Thornton

ConnecticutNew Haven

FloridaMiami

2009 Visitors to The Village

(continued on page 46)

ProgressThe Village at Market Creek has become a hands-on applied learning “pilot plant” for comprehensive, resident-driven change. It informs multiple fields that cut across civic, physical, social, and economic development. As residents build The Village, Market Creek’s teams are playing an important role in sharing lessons with other communities across the country and creating dialogue about resident-led and resident-owned change.

In sharing their experiences and learnings, residents know they are not alone. They see themselves as a part of a larger movement that generates new ideas, new strategies, and new energy. It also builds belief in their own work.

Through this dynamic exchange of ideas, the learning opportunities advance resident-led change by connecting communities to new approaches, new tools, and each other. These opportunities for residents to learn about community building principles and practices side-by-side with place-based funders feeds innovation locally and in the broader field.

46

• Residents also participated in formal learning opportunities in the community, such as the United African American Ministerial Action Council’s Community Summit, and national convenings, such as the Grassroots Grantmakers’ “On the Ground” conference. Others included the Urban Land Institute’s summit on redevelopment models and JCNI’s Innovator Series, which featured PolicyLink Founder and CEO Angela Blackwell on the Recovery Act.

• In 2009, learning exchanges became more focused and formal. These included learning sessions with LEAD San Diego and Leadership California, as well as a two-day consultative session with the Multicultural Arts Leadership Institute (MALI), which engaged residents, funders, and the San Diego arts community in designing the Center for Community & Cultural Arts.

• The goal of connecting communities advanced in 2009 with partners, such as The Russell Family Foundation, which linked its grassroots leadership program, the Jane’s Fellows, with Village teams to exchange strategies. Jane’s Fellows shared their working knowledge of digital storytelling and leadership

2009 Visitors to The Village

Georgia Atlanta

Iowa Council Bluffs Des Moines

Kentucky Louisville

Massachusetts Boston Cambridge

Maryland Baltimore

Michigan Battle Creek Detroit

Missouri St. Louis

New York New York City

Ohio Cleveland South EuclidWarren

OregonPortland

Pennsylvania Philadelphia

Texas Dallas Hallettsville

Washington Gig Harbor

Washington, D.C.

(continued from page 45)

46

shared learning

In addition, the American Recovery and Reinvestment Act spurred a deeper discussion about the policy and tools needed for change.

To advance learning among public and private partners and resident teams, systems for data collection and evaluation needed to be expanded and structures of cooperative investment bolstered.

Following are key highlights of progress in the four focus areas for Shared Learning:

“Connecting Communities” Learning Exchanges

Learning exchanges, site visits, think tanks, and summits with foundations, community development practitioners, investors, and government agencies brought over 4,000 people to The Village in 2009. Visitors from Japan, 18 U.S. states, and the District of Columbia were hosted.

For Village working teams, the learn-as-you-go strategy continued into 2009 with professionals joining residents to provide workshops on topics such as affordable housing with developer McCormack Baron Salazar and gang intervention with the San Diego Police Department.

To broaden resident knowledge on regional issues of significance to the community, public forums were hosted on topics such as the City of San Diego’s budget, the 2010 U.S. Census, and adolescent health.

47

development, and Village team members shared theirs of community listening, outreach, and ownership. The exchange included cross-team visits to neighborhood projects with digital stories created for each.*

• The exchange with The Russell Family Foundation led to the collaborative design of a series of workshops on funder-community partnerships for the January 2010 Council on Foundations’ Family Foundations Conference in San Diego. The session designers included The Annie E. Casey, Rasmuson, Jacobs Family, and Flintridge Opereating Foundations, as well as residents from the various communities they serve.

• As part of the 2009 learning exchanges, approximately 109 people from Village working teams participated as trainers, presenters, and discussion group leaders, expanding their skills and self-confidence in public speaking, facilitating, and training.

• Examples of impacts from the connecting communities work include:

1) The California Endowment is using The Village’s living room meeting strategy to engage residents in the City Heights community of San Diego;

* See The Russell Family Foundation digital story summary at: www.jacobscenter.org/russell.htm

Visitors to The Village

Visitors Participating In: - Site Visits - Learning Exchanges - Conferences

1,003246

2,951

Capacity Building: Shared Learning

Number of Residents Participating in Learning Exchanges as Trainers, Presenters & Discussion Group Leaders

109

shared learningshared learning

2) Hampton Road Ventures, a subsidiary of the Norfolk Redevelopment Housing Authority, cited their visit to Market Creek as the inspiration to begin facilitating “opportunities for residents of low income communities to become co-owners of major commercial and real estate assets” in their neighborhoods;

3) After visiting The Village, a youth team from Pasadena, California began working with the Flintridge Operating Foundation on a plan to replicate the Writerz Blok urban art program in their own community;

48

4) The Annie E. Casey Foundation began hiring residents to engage and connect families to their work in Atlanta’s neighborhoods; and

5) Community listening as a critical component of a grants process is becoming commonplace among members of Grassroots Grantmakers.

2) Collaborative Investments in Shared Learning

• As a comprehensive effort, The Village at Market Creek is a learning platform for local and national foundations, individual philanthropists, banks, and other investors seeking to test and share models of responsible urban revitalization. Collaborating partners include the 17 members of the San Diego Neighborhood Funders (SDNF) (list on page 49) and 18 members of The Village Investment Advisory Board (list on page 22), all of which seek to work strategically across areas of interest and types of capital.

• The Neighborhood Unity Foundation (NUF), formed by a design team of 250 residents to play a leadership role as an owner of Market Creek Partners and as a resident-controlled community foundation, participated as an active collaborative member of both SDNF and The Village Investment Advisory Board. In 2009, learning partners from these groups provided mentoring to NUF in finance, board development, and fundraising and supported NUF in increasing its endowment from $500,000 to $700,000.

• Within San Diego Neighborhood Funders, NUF has become the coordinating partner for the collaboration’s grassroots grants program, which

plays an important role in building the natural momentum of residents working to improve their own neighborhoods. One quarter of NUF’s $100,000 grant budget is provided by SDNF, one quarter comes from its return on investment in Market Creek Partners, and the remaining funds are raised from other sources.

• San Diego Neighborhood Funders and The Village Investment Advisory Board are experimenting with a range of tools. Individual and collaborative grants assist working teams in designing and piloting their strategies. Foundations depositing assets in banks associated with The Village assist in lowering interest rates for land acquisition. Recoverable grants help fund the high-risk stage of predevelopment. Foundation Program Related Investments (PRIs) and loan guarantees, brought together with bank investments and New Markets Tax Credits, provide critical low-cost project capital.

• Local learning partners, such as The Legler Benbough Foundation (which has taken a leadership role in the planning of the Center for Community & Cultural Arts), have brought critical strategic support and direction to The Village.

• National learning partners, such as The Annie E. Casey Foundation (which is loaning key members of their team to assist on project and financing strategies), are demonstrating a new model for how national and local partners work together to stimulate innovation on the ground.


49

• Partners, such as Clearinghouse CDFI (which serves both as a lender and technical assistance provider on debt and equity structures), along with Luce, Forward, Hamilton & Scripps, LLP (legal advisors to JCNI’s work in The Village), are central to designing pioneering structures for banks, foundations, and community investors to work across types of capital to accomplish resident-owned revitalization efforts.

3) Village Indicators

• To advance resident involvement and ownership of the Social and Economic Impact Report, representatives from Diamond Community Investors and the Neighborhood Unity Foundation joined the JCNI team to create the goals and format for the 2009 report. This resulted in the report becoming more focused on linking the data to the resident ownership and capacity-building goals for the year.

• The need for comprehensive Village indicators is leading to the next round of Village planning. A Comprehensive Cultural Village Plan will be a blueprint for setting and achieving the goals residents set for The Village. Support from The California Endowment will assist teams in developing health indicators, and support from the Jacobs Family Foundation will assist with environmental indicators. A public-private


San Diego Neighborhood

Funders

Alliance Healthcare Foundation

Bank of America

The Legler Benbough Foundation


California Southern Small Business Development

Corporation

Cox Communications

Alice and Doug Diamond

Girard Foundation



Kaiser Permanente



San Diego Foundation for Change


San Diego National Bank

Wells Fargo

49

coordinating team will connect the Village plan to a revision of the overall Community Plan.

• In 2009, contracted evaluation support assisted on two fronts: 1) completing the baseline data, investor surveys, focus groups, and Pathway Analysis for the Community Development IPO, utilizing the indicators set by the CD-IPO resident team, and 2) completing the data analysis for the second Quality of Life Report, documenting residents’ perceptions of health, education, safety, economic opportunity, and civic engagement in their community.

4) Policy and Systems Change

• Teams began to focus on the opportunity to become a model for comprehensive change by testing, adapting, or creating the tools, policies, and financing structures needed for vibrant and healthy communities.

• In 2009, the Southeastern Economic Development Corporation (SEDC), the area redevelopment agency, worked with the community to develop forward-thinking, flexible guidelines for future mixed-use development as part of its new strategic plan. In the plan, The Village is a priority project.

50

growth, transit-oriented development in the district. Over 100 residents attended the City Council meeting to advocate for its approval.

• The Coming Home to Stay Advisory Council was formed by formerly incarcerated residents, community reentry providers, funders, and representation from the criminal justice system to disseminate project results and learnings, explore opportunities for systems change, and identify areas for advocacy and collective action. The Council is working to coordinate with pilot pre-release programs authorized by California Senate Bill 618 and the San Diego County Sheriff’s Department for more effective inmate preparation and reentry services.

• Members of Village teams participated in a number of cross-sectoral convenings locally, regionally, and nationally to share learnings. These ranged from groups assembled by the Urban Land Institute to the Federal Reserve Bank of San Francisco. In addition to these convenings, Market Creek was highlighted in a range of media focused on public-private partnerships, from a PolicyLink editorial to a case study published by the Environmental Protection Agency (EPA).

• Addressing foundation policy and the structural issues of social inequities, Market Creek and the Jacobs Family Foundation were a featured chapter in a book sponsored by the Center for Community Change and funded by the Ford Foundation, titled Change Philanthropy: Candid Stories of Foundations Maximizing Results through Social Justice.

• A planning grant of $400,000 was awarded to the City of San Diego from SANDAG (San Diego Association of Governments). This Smart Growth Incentive Program grant will fund mobility and transit infrastructure studies to inform the Village planning process and provide momentum for developing the area as a smart growth pilot community. SEDC, in collaboration with the City, will take the results of this effort and prepare the implementing ordinances. Once the planning studies are completed, The Village will be ready to apply for smart growth capital grants for infrastructure development and park enhancements.

• To coordinate planning efforts, the City of San Diego, SEDC, and JCNI formed a Village public-private coordinating team to connect smart growth planning efforts, including revisions to the Redevelopment and Community Plans. Work during 2009 focused on reviewing timelines, identifying roles and responsibilities, discussing the allocation and coordination of resources, and learning how to overlay organizing efforts to expand the involvement of residents in community planning. This cross-sector alignment will help develop a stronger model for community planning that links health, livability, and sustainability to the built environment and gives residents a powerful voice in planning decisions.

• After six years of planning, SEDC spearheaded the approval of the Fifth Amendment to the Community Plan in 2009, which created a new mixed-use zone and opened the door for smart

shared learning

51 51

What We Have Learned TogetherBuild Relationships• Work with residents as neighbors

• Earn trust by working together over time

• Surround every problem and opportunity with a team

• Do with and not for

Listen to All Voices• Listen broadly as a way of doing business

• Make it comfortable for all people to get involved (language, location, process)

• Give up preconceived ideas about how problems should be solved

• Encourage and embrace differences

• Look for the both/and — not the either/or

Partner Broadly• Lead with residents

• Develop a broad partnership strategy that includes residents, businesses, non-profits, funders, and public agencies

• Make sure all partners are in alignment with the strategy residents have developed

• Partner across types of capital and be willing to adapt tools

• Build a committed and connected set of stakeholders over time

Organize Comprehensively• Work in interdisciplinary teams across

the civic, physical, social, and economic development of the neighborhood

• Integrate grantmaking, organizing, training, and development

• Let no corporate structure be a barrier

Think Long Term• Seed the capacity of groups

to carry out and carry on the work

• Use community capacity to benchmark plans

• Set timelines that give people a chance to practice, adapt, and try again

• Be clear about exit strategies by focusing on sustaining capacity, leadership transition, and resident ownership

Take Risks• Nurture creativity and risk-taking as

important ingredients in community change

• Organize for fast and flexible decision-making with systems of shared accountability

• Be clear about outcomes, but be willing to change the process

• Risk change in yourself and in your organization as an example for others

Nurture Ownership• For change to be sustaining, people

must own their own change

• Owning the plans = vision and hope

• Owning the implementation = capacity and skills

• Owning the assets = power to leverage future change

Countries & Territories

Angola

Australia

England

France

Gaza Strip

Ireland

Italy

Japan

Kazakhstan

Mexico

Namibia

New Zealand

Oman

Turkey

United States (27 States)

Venezuela

Visitors to The Village

(2005-2009)


53

Renewed Energy for Action

During its 12-year journey, The Village has been an applied learning “pilot plant” for taking a comprehensive approach to community revitalization. Business cannot thrive without strong social and financial networks, safe neighborhoods, strong schools, a growing number of homes, good land planning, integrated community resources, and political will. Action-oriented teams and networks are building a village, but the very act of building a village is seeding strong social networks and increasing the ability of people to work in strategic joint action.

Heading into 2009, teams were still reeling from market conditions that had brought sharp changes in Village development priorities and timelines. But these teams had faced challenges before. Throughout this journey, we have been reminded that long-term change requires an unwavering spirit and a can-do attitude. If we come together as a community, we can weather any storm and make the improbable possible.

As 2009 ended, some of these challenges were beginning to lift and Village teams had renewed energy for action.

School improvement and public safety projects that had been in the planning phase for several years were launched. The Fifth Amendment to the Community Plan, enabling mixed-use projects, was approved. Planning on the first housing development was completed, and the 52-unit project was ready for financing. Project VOCAL was positioned to convene its 18 networks across culture, age, faith, and neighborhood. Through the planning of a cultural art center, a bridge built between Balboa Park’s institutions and The Village was ready for passage.

ConclusionItisfromnumberlessdiverseactsofcourageandbeliefthathumanhistoryisshaped.Eachtimeamanstandsupforanideal,oractstoimprovethelotofothers,orstrikesoutagainstinjustice,hesendsforthatinyrippleofhope.

— Robert F. Kennedy

Looking Forward

As we look ahead to 2010, Village priorities include:

• Community Vision and Voice: Convening Project VOCAL to update plans for the cultural Village as a safe, healthy, vibrant multicultural community; expanding The Youth Movement to strengthen the youth voice in Village planning; and solidifying plans for the Center for Community & Cultural Arts as an anchor organization for cross-cultural understanding.

• Smart Growth Pilot Village: Coordinating an update to The Village master plan with the City and redevelopment agency as a smart growth hub, securing financing for the first Village housing development, solidifying a drug store contract, and finalizing the site plan for the next commercial project in The Village.

• Family and Community Networks: Expanding area-wide safe neighborhood plans through Project Safe Way and implementing the first-year pilots for Opening Doors to Learning (the school-family support program) and Coming Home to Stay (the prisoner reentry coordination project).

54

• Community Enterprise and Ownership: Assuring Market Creek Plaza businesses are strong, The Village social enterprises are on the path to self-sustainability, and the next Market Creek community ownership opportunities are under design.

• Shared Learning: Formalizing the learning center structure to better facilitate the exchange of innovative ideas and knowledge across communities and in The Village; expanding the success indicators for The Village to include a broader perspective on community health, the environment, public safety, and cross-cultural understanding; and strengthening the network of investors coming together to expand innovation in the field of resident-guided community change.

To Go Far, Go Together

Through this experience, we have come to appreciate the teamwork it takes to develop vision, understand barriers, build consensus, facilitate action, and create change.

Together, we have cleaned up over 20 acres of blight, secured and built the first grocery store in over 30 years, seeded the first ownership structures, recaptured significant economic leakage, shared our cultural traditions, launched a public safety network, created a platform for learning, and forged undying friendships by finding our way through differences, challenges, disappointments, successes, and great celebrations.

When people come together, communities are better places to live. Hungry for the kind of civic involvement that sparks innovation and creates opportunity, residents working together always seem to find ways to do what needs to be done.

55

Today, change is in the hands of ordinary people doing extraordinary things. On a street corner helping children get to school safely, staying up late to read a mini-grant proposal for a neighborhood clean-up, cooking noodles for a community meeting, figuring out how friends can get to camp, helping kids build cars for the soapbox derby, painting murals to beautify walls — these are the acts of kindness that happen every day to build this village.

While this Social and Economic Impact Report attempts to document what occurred in 2009 — what we learned by doing and what changed by learning — we know that we have only scratched the surface in reporting the range of things people did to create a community of caring.

The journey continues...

To go fast, go alone...

To go far, go together.

— African Proverb

55

57

Working comprehensively at the intersection of civic, physical, social, and economic strategies requires engaged citizens working collectively on issues of common concern. It also requires a national community of leaders working side-by-side with residents. As partners in community change, the many whose names appear on the following pages have stayed open to new voices, new solutions, and new roles. These teams and partners have been willing to break through the silos that separate us and collaborate in ways we never have before — public and private, for-profit and non-profit, large and small.

We thank you for bringing The Village at Market Creek to this point, and we invite you to help us expand the number of people working together for social change.

Thank You to Our Teams...

Note: Since Working Teams are often project-specific, not all are active in any given year. This list is since inception.

* New teams added in 2009

Working TeamsCivicAmphitheater TeamArts & Culture Fest Working Team*

Black Womanhood Exhibition TeamCultural Celebrations Planning Team*

Fiestas Patrias Team*

Fiesta Filipina Team*

Juneteenth Team*

Lao New Year Celebration Team*

Samoan Festival Team*

Somali Independence Day Team*

Spirit of the Diamond TeamSummer Series Working TeamVillage Teams Council*Writerz Blok Mural Team The Youth Movement Planning Team*

The Youth Movement Intern Team*

Physical Building Our Community Together Planning TeamConstruction Working TeamHousing TeamJoe & Vi Jacobs Center Design TeamJoe & Vi Jacobs Center Exterior Landscape TeamMCP Art & Design TeamOffice and Industrial Project Planning Team

SocialComing Home to Stay Planning TeamCommunity Listening TeamFamily Enhancement Team International Outreach TeamNUF Power in Caring TeamOpening Doors to Learning Team The Principals’ CollaborationProject Safe Way Team

EconomicBusiness and Leasing TeamCommunity Investment Fund Guide TeamCultural Kitchen TeamDCI Advisory CouncilDCI Business and Promotions TeamDCI Educational Activities TeamDCI Governance TeamDCI Social & Economic Impact TeamHomeowner Readiness TeamNUF Grants TeamWhere the World Meets VendorsWriterz Blok Graphic Design Team

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Learning, Training & Investment PartnersAssociationsAsian 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 CommerceUrban Land Institute, San Diego/Tijuana District Council

BusinessesA-1 Fire ProtectionAbundantia ConsultingBaker ElectricBusiness MattersCATS ExcavatingCoca-Cola Bottling Company of San DiegoCold Stone CreameryCox CommunicationsJoe Davis & AssociatesKevin deFreitas ArchitectDiamond Management, Inc.El Pollo GrillFirst America Title CompanyFood 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.Sempra EnergyStarbucks Coffee CompanyWhere the World Meets

Financial InstitutionsBank of AmericaCalifornia Bank & TrustCalifornia Southern Small Business Development CorporationChaseClearinghouse Community Development Financial InstitutionNorthwestern MutualPacific 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 FoundationThe California EndowmentThe Annie E. Casey FoundationCox Kids Foundation Joe DavisAlice and Doug Diamond Doris and Peter EllsworthLouise EnglemanFlintridge Operating FoundationGirard Foundation Evelyn & Walter Haas, Jr. Fund Valerie Jacobs Hapke and Norm Hapke The F.B. Heron Foundation The James Irvine FoundationJacobs Center for Neighborhood InnovationJacobs Family FoundationMeg Jacobs Vi Jacobs Jewish Community Foundation of San Diego Kaiser PermanenteEdmond KassoufKearny Mesa Rotary Club – Arthur Pratt Memorial FundEvelyn LutfyMasserini/French Trust at Wells FargoNeighborhood Unity FoundationNice Guys San DiegoThe Parker FoundationThe Pettus Foundation

... and Partners

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The Arthur and Jeanette Pratt Memorial FundPrice CharitiesRasmuson Foundation The Rockefeller FoundationThe Russell Family 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 FoundationSANA Art FoundationThe Skillman FoundationMina and Ned Smith United Way of San Diego CountyThe Patricia and Christopher Weil Family Foundation

Non-Profits ACCION New MexicoACCION San Diego The AjA ProjectAll Congregations TogetherAlpha ProjectAlternative Healing Network, Inc.American Friends Service CommitteeAquatic Adventures Science EducationThe Aspen InstituteBayview Community Development Corporation, San Diego

Black Infant HealthBlack Storytellers of San DiegoBoys & Girls Club of Greater San Diego - Encanto BranchCasa 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 Grandparent’s 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 Community Cultural CenterLEAD San DiegoLeadership CaliforniaMetro United Methodist Urban Ministry

Mind TreasuresMingei International MuseumMulticultural Arts Leadership Institute (MALI)Museum of Photographic ArtsNational 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)PAZZAZPeople’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 Corporation

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thank you thank youthank you

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San 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 ServicesSomali Youth UnitedSouth Bay Community ServicesSouth Sudan Christian Youth and Community OrganizationSouthern Sudanese Community Center of San DiegoSpringboardTASK (Tupulaga a Samoa i Kalefonia)Turning the Hearts CenterUJIMA Institute of Civic ResponsibilityUnion of Pan Asian CommunitiesUAAMAC (United African American Ministerial Action Council)Victory OutreachWelcome Home MinistriesYouth Empowerment Center

Public SectorCalifornia Department of Corrections and RehabilitationCalifornia Department of Transportation (Caltrans)California 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 OfficeCity 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 Bureau

Schools & UniversitiesChollas-Mead Elementary SchoolGompers Charter Middle SchoolHorton Elementary SchoolJohnson Elementary SchoolKeiller Leadership AcademyKnox Elementary SchoolLincoln High School Morse High School Mt. Erie Christian AcademyPorter Elementary School Prime Time Extended Day ProgramSan 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 School

thank you thank youthank you

Social and Economic Impact Report 2009

Documents

Transcript of Social and Economic Impact Report 2009