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MEMORANDUM OF UNDERSTANDING HIGHLAND PARK—NEIGHBORHOODS IN BLOOM appendix F MEMORANDUM OF UNDERSTANDING HIGHLAND PARK – NEIGHBORHOODS IN BLOOM This Memorandum of Understand (hereafter knows as “MOU”) is made and entered into on this 4th day of June, 1999 by and between the following parties: Highland Park Southern Tip Neighborhood Association (Hereafter known as “HPSTNA”), Elder Homes Corporation (hereafter known as “EHC”), Housing Opportunities Made Equal (Hereafter known as “HOME INC.”), Highland Park Restoration & Preservation Program, Inc. (hereafter known as “HPRAPP”), Richmond Redevelopment and Housing Authority (hereafter known as “RRHA”) and the City’s Department of Community Development (hereafter known as “City”), WITNESSETH: 1. WHEREAS, this collaboration and plan is consistent with the chosen priorities of the Highland Park Community and the City’s philosophy and vision for the development of the Highland Park community’ and 2. WHEREAS, EHC, HOME INC., HPRAPP, and RRHA have been collaborating to coordinate community development efforts in Highland Park, including, specifically, the identification of a geographic target area within which to concentrate joint and complementary efforts in order to achieve immediate and noticeable improvements that, in turn, may serve as the building blocks for future community development both within and outside the target area; and 3. WHEREAS the city council of Richmond has adopted the Neighborhoods in Bloom (hereafter know as “NIB”) plan for targeting Community Development Block Grant (hereafter known as “CDBG”) and Home Investment Partnership Program (hereafter known as “Home”) funding for maximum impact; and 4. Whereas, Highland Park has been selected as one of the first six NIB target areas; and 5. Whereas, the City issued Requests for Proposals (hereafter known as “RFP”) to provide development within the NIB target areas. 6. Whereas, EHC, HOME INC., HPRAPP, and RRHA have agreed to a comprehensive, joint NIB CDBG/Home application in response to the City’s RFP; and 7. Whereas, in the event that the comprehensive, joint NIB CDBG/HOME application is accepted, EHC, HOME INC., HPRAPP and RRHA desire to continue to work together collaboratively toward the execution of the strategies and plans set forth in the joint proposal, consistent with the degree of community participation envisioned in the City’s NIB plan. NOW, THEREFORE, HPSTNA, EHC, HOME INC., HPRAPP, RRHA, and the City hereby agrees each with the other that the successful execution of the comprehensive NIB CDBG/HOME applications, and the resulting benefits to the Highland Park community, will depend upon each party’s considered commitment to the following obligations, provided, however, that the bodies agree that the MOU is non-binding and nothing in the MOU shall be deemed to create or recognize any rights enforceable, or liabilities recoverable, at law, in equity, or otherwise. 160 Powering the Future: High-Performance Partnerships
ARTICLE I – HIGHLAND PARK SOUTHERN TIP NEIGHBORHOOD ASSOCIATION 1. Develop a beautification process for the neighborhood to: ■ Maintain the fonts of our streets on each block by sweeping and picking-up trash as it appears. ■ Planting flowers in the ‘Tot Lot’ and other places where it proves necessary 2. Develop programs to allow the elderly and children to be outside more through the following activities: ■ Exercise programs for the elderly residents. ■ Summer programs for the children. 3. Develop ongoing relationships with other civic associations in the Highland Park that will allow joint efforts in keeping the neighborhood safe. ARTICLE II – ELDERHOMES CORPORATION 1. Execute a Home Repair Grant Program in the six-block target area first and then to Highland Park residents and property owners at large. 2. Work with HOME INC., HPRAPP, RRHA and the City to establish guidelines for the home repair grants. 3. Work with the Highland Park governance board to provide progress reports on the home repair grants. 4. Continue to work in partnership with HPRAPP and RRHA to ensure the successful implementation of the NIB strategy in the Highland Park area. 5. Provide 10 minor home repair grants and / or loans for low and moderate-income homeowners. ARTICLE III – HOUSING OPPORTUNITIES MADE EQUAL 1. Provide comprehensive housing counseling services to families living in the target area. These services include rental, pre-purchase, mortgage default, fair housing and home equity conversion counseling. 2. Provide down payment assistance to first-time homebuyers who meet program criteria. 3. Work with the City of Richmond’s Code Enforcement units to seek alternative housing for families who may face eviction as a result of code violations. 4. Provide Home Equity Conversion Mortgage Counseling (HECM) to seniors in the target area. 5. Hold group sessions that relate to services provided in the Neighborhoods in Bloom community. 6. Work with the Highland Park Southern Tip Civic Association to identify other needs that can be addressed by t he services provided by HOME. 161 Powering the Future: High-Performance Partnerships
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Powering the FUTURE: High-Performan
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A Report by a Panel of the NATIONAL
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TABLE OF CONTENTS FOREWORD.........
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CHAPTER 12: MANAGEMENT APPROACHES A
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Public Business High Performance Pa
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Medicare and Medicaid health progra
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FIGURE 1-1 CONTINUUM OF ORGANIZATIO
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Coexistence: Cooperative: Contractu
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Business FIGURE 1-3 HIGH-PERFORMANC
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“Creating a partnership takes tim
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FIGURE 2-2 NONPROFIT SECTOR REVENUE
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TABLE 2-1 SECTOR DIFFERENCES Public
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eform to establish some form of res
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FIGURE 3-1 DESIGN LAB PARTNERSHIPS:
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TABLE 3-2 DESIGN LAB — PARTNERSHI
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dren. Nine MCCP case managers made
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FIGURE 3-5 MEDICAL CARE FOR CHILDRE
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“The Healthy Families Partnership
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HFP is an excellent model of growin
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identifying specific goals and outc
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5 A DAY FOR BETTER HEALTH PROGRAM N
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FIGURE 3-8 PUBLIC AWARENESS Percent
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esponsible for developing specific
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FAMILY STRENGTHENING COALITION INDI
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Challenges Despite its solid track
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Challenges NBSD encountered some ba
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early intervention; and an early ch
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CAREGIVER/EMPLOYER PROJECT CENTERS
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Medicare insurer, CMS was the ultim
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A 1996 survey of La Alma/Lincoln Pa
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and establishing performance manage
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PROGRAM AREA TABLE 4-2 SAMPLE PERFO
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The Lapham Park Venture originally
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THE DATA TRAP No partnership can cl
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FIGURE 5-1 THE 5 C’S OF EFFECTIVE
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SURVIVING TRANSITIONS IN LEADERSHIP
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Without a well-documented mission s
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FIGURE 6-4 CAREGIVER/EMPLOYER PROGR
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FIGURE 6-6 STRATEGIC PLANNING CYCLE
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BALANCING FOCUS AND FLEXIBILITY The
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Asset mapping is key to determining
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8. Use third-party payment opportun
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partners agree that redirection is
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Individual governmental units, foun
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dedicate resources to effective ong
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The business community does not imm
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TABLE 8-3 FAMILY STRENGTHENING COAL
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Page 113 and 114: Organizations may feel that a partn
Page 115 and 116: The PODER Project was a six-year in
Page 117 and 118: Neighborhoods in Bloom operates in
Page 121 and 122: Results Characteristics • Derive
Page 123 and 124: FIGURE 10-2 PHASES OF LEADERSHIP Ma
Page 127 and 128: The CMS Employer/Caregiver Workgrou
Page 129 and 130: Informal communications strategies
Page 131 and 132: Management Approaches and Attribute
Page 133 and 134: Public managers tend to be risk ave
Page 135 and 136: Putting It All Together Chapter13 H
Page 137 and 138: FIGURE 13-2 ROWING TOGETHER FOR A H
Page 139 and 140: Appendix A Panel Member Biographies
Page 141 and 142: Appendix B Selected Bibliography
Page 143 and 144: National League of Cities. “City
Page 145 and 146: Appendix C Performance Management G
Page 147 and 148: Outcomes: The quantified result, or
Page 149 and 150: Appendix D Design Lab Participants
Page 151 and 152: Heidi Veltman Reston Kaiser Permane
Page 153 and 154: America’s Promise Gregg Petersmey
Page 155 and 156: Appendix E Excerpt from Lapham Park
Page 157 and 158: LAPHAM PARK VENTURE STRATEGIC PLAN,
Page 159 and 160: 2. Venture Operations Committee PUR
Page 161: Appendix F Memorandum of Understand
Page 166: NATIONAL ACADEMY OF PUBLIC ADMINIST
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