Stories of Philanthropic Leadership in Advancing Regional and ...

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LIVABLE NEIGHBORHOODS/STRONG REGIONSPlaza is an effort to empower residents as activepartners and decisionmakers in the project. Projectimplementation is characterized by a commitment tolearn by doing. It even means that at times theimplementation may take the project inunanticipated directions. Furthermore, JCNI plansto remain in the neighborhood until a sunset clauseputs the center out of business in about 20 years.Freedom from the pressures of conducting shorterterminitiatives has enabled JCNI to engage in apatient process of building trust and relationshipswith residents, while building lasting communityinstitutions. Finally, to support communitycontrolledasset development, JCNI is pioneeringnew ways of using the Jacobs Family Foundation’sown assets and borrowing capacity in support ofcommunity goals. New program-related investmentstrategies that fuse neighborhood loans, loanguarantees, and working lines of credit are oneoutcome of this effort.Community listening, in which resident responses are recorded and thencategorized, is key to the planning process of each team involved in theMarket Creek Plaza development. (Source: Jacobs Center forNeighborhood Innovation).ResultsAfter four to five years of pursuing the CommunityPartnership Working Group process, The San DiegoFoundation’s representatives are starting to seeprogress. The product from the Working Groups iscomprehensive. It is well-framed from residentinput. It uses data to identify emergingopportunities. Detailed grantmaking iscomplemented by meta-level activities that advancegoals like creating a new regional consensus forhousing. The flurry of activity stimulates a new kindof discourse at the board level that addresses regionalequity in a framing that members can embrace. Asone Working Group member puts it, “How do wetalk about moving to the future in the region whenour children cannot afford to live here?” More than250 volunteers are critical to making this processwork, assisted by nearly all of the Foundation’s 42staff. “How do you include those who never get toparticipate into planning for their communities?”asks Diaz. “There is your regional equity issue.”Donors increasingly look to create agencyendowments to sustain the more innovativeorganizations. “This is the long term goal,” notesDiaz. “We need to tap the passion of the donors.”The Foundation and community groups create atriad for addressing regional equity concerns, withthe donor being the primary investor who lives inthe area and values it as their home.Progress in the case of City Heights can also be seen.One hundred-sixteen housing units adjacent to theUrban Village were recently completed, as well as anoffice building specifically devoted to housingnonprofit organizations that provide communityservices. In 2001, Price Charities convened a series ofcommunity workshops to develop a new Vision Planfor upcoming development efforts. Recognizing thatrevitalizing City Heights requires addressing all thefactors that contribute to urban poverty, the Initiativeis committed to employing holistic strategies ofredevelopment. Moreover, the Initiative is committedto making the redevelopment effort communitydrivenand to improving City Heights for its currentresidents. “Price is tearing down all the barriers,” saysone observer. “University, teachers’ union, financialinstitutions—they bring them all to the table. If weare going to achieve neighborhood or regional equity,we will need that kind of bridging power.”Meanwhile, Market Creek Plaza has already resultedin important breakthroughs in minoritycontracting, local hiring, civic participation,community equity, local business interest andownership, and neighborhood reinvestment eventhough implementation is not yet complete. Sixtytwopercent of the construction contracts forMarket Creek Plaza were awarded to local minority-87Funders’ Network for Smart Growth and Livable Communities
owned enterprises, totaling $8.5 million.Additionally, 91 percent of the initial employees atFood 4 Less (the anchor grocery store) were hiredfrom the community. All these jobs are unionizedand include living wages, health care, and pensionplans. The Jacobs Center for NeighborhoodImprovement indicates that 3,000 adults and morethan 1,000 youth to date have participated in landplanning, leasing, marketing, research, advocacy,and ownership design. Extensive cross-culturalteams have played an ongoing role in projectimplementation. Furthermore, a plan to enable upto 450 community residents to invest in the projectis currently before the California Department ofCorporations. As the nation’s first communitydevelopment initial public offering (IPO), ifapproved it will enable residents to “own a piece ofthe block” (as their campaign is called) through thepurchase of units (similar to stock) in Market CreekPartners, LLC. Residents have also designed alocally controlled foundation, which is alreadychartered and will soon apply for its 501(c)(3)status. As an owner, this community foundationwill receive portion of the profits from thedevelopment of Market Creek Plaza for grantingback into the neighborhood.the projects’ complexities and tough decisions inorder to forge ownership of the implementation andthe results. Community ownership of change alsorequires anticipating and dealing effectively withequity issues. Funders and organizers also see manyopportunities from partnering with residents indevelopment activity. These partnerships expandresidents’ conception of their own capacities and spurthem to undertake further organizing, policyadvocacy, and community change work. Theexperiences of the projects and their funders willcontinue to provide an important perspective fromthe field regarding strategies and approaches forsustainable neighborhood change.Contact PeopleMariano DiazSenior Vice President, Community PartnershipsThe San Diego Foundationmariano@sdfoundation.org(619) 235-2300Matthew HerveyCommunity Development DirectorPrice Charitiesmhervey@pricecharities.com(619) 795-2004Jennifer VanicaPresident and CEOJacobs Family Foundation & Jacobs Center forNeighborhood Innovationjvanica@jacobscenter.org(619) 527-6161LIVABLE NEIGHBORHOODS/STRONG REGIONSArtists from the Diamond Neighborhoods community, including VictorOchoa, Jose Morales, Jean Cornwell, and Mario Torero, participated on theArt & Design Team to design the look and feel of Market Creek Plaza.(Source: Jacobs Center for Neighborhood Innovation).Lessons LearnedOrganizations are learning valuable lessons from theirregional investments in the San Diego area. First andforemost, involving residents as ongoing partnersrequires a commitment to pursuing multipleengagement approaches, continuing outreach, andasking questions rather than providing answers. It isalso clear that it is necessary to engage residents inPart III: Section 2: Making All Neighborhoods Stable, Healthy, and Livable as Building Blocks for a Strong Region 88
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Stories of Philanthropic Leadership
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Signs of Promise:Stories of Philant
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Funders’ Network for Smart Growth
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(II. B.)(II. C.)Turning Neighborhoo
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PART I:IntroductionThe Purpose of t
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social justice issues as they relat
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PART II:Perspectives on Advancing R
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peer work, we can reestablish a sig
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Annie E. Casey FoundationBaltimore,
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neighborhoods into healthy ones—g
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Charles and Helen Schwab Foundation
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Section 1:Promoting Equitable Publi
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I. A. BUILDING POWER AND GIVINGVOIC
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policy advocates. In 2002, Milwauke
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in Los Angeles, Ford’s Anthony no
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I. B. PROMOTING COALITIONSTO ADVANC
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Yet the interpersonal dynamics of c
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guidelines. “Many of the member o
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Funder InterestThe EPA supported th
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I. D. DEMONSTRATING THESTRUGGLE FOR
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Richmond, Calif.The second regional
Page 43 and 44: through policy reform at the local
Page 45 and 46: I. E. BUILDING COALITIONTHROUGH KNO
Page 47 and 48: organizing project, the Connecticut
Page 49 and 50: and businesses are quantified in a
Page 51 and 52: I. G. REVITALIZING WHILEASSURING DI
Page 53 and 54: In the late 1990s, the city of Albu
Page 55 and 56: I. H. A TRAVEZ DE LA FRONTERA:LAND
Page 57 and 58: The International Community Foundat
Page 59 and 60: I. I. MOBILIZING ACTION FORREGIONAL
Page 61 and 62: To meet all of these objectives, th
Page 63 and 64: efforts. And with each public plann
Page 65 and 66: pattern of disproportionate transpo
Page 67 and 68: Clinica de la Raza identify this cr
Page 69 and 70: Contact PeopleCarl AnthonyActing Di
Page 71 and 72: Section 2:Making All Neighborhoods
Page 73 and 74: II. A. REACHING BEYONDHOUSING TO IM
Page 75 and 76: A local resident receives the keys
Page 77 and 78: East Baltimore community and the Jo
Page 79 and 80: example, adjacent to the EBDI area,
Page 81 and 82: II. C. YIELDING REGIONALBENEFITS TH
Page 83 and 84: is using transit-oriented developme
Page 85 and 86: financing and innovative, forward-t
Page 87 and 88: The Row House Community Development
Page 89 and 90: II. E. COUNTERING THE PERFECTSTORM:
Page 91 and 92: funded community programs, includin
Page 93: housing developments and commercial
Page 97 and 98: LOAN GUARANTEESSection 3:Connecting
Page 99 and 100: III. A. MAKING HOUSING ANOPPORTUNIT
Page 101 and 102: A new report from the National Hous
Page 103 and 104: The Straphangers Campaign was found
Page 105 and 106: Funder InterestThe Straphangers Cam
Page 107 and 108: or increase poverty. Whether direct
Page 109 and 110: The Regional Plan Association then
Page 111 and 112: multi-stakeholder effort composed o
Page 113 and 114: director with LISC. No one set of s
Page 115 and 116: 12 western Louisville neighborhoods
Page 117 and 118: III. E. UNITING THREE STATESFOR ONE
Page 119 and 120: increased their personal wealth by
Page 121 and 122: summary evaluation of MSDI found th
Page 123 and 124: method alone was strong enough to m
Page 125 and 126: consistent body of work. The Counci
Page 127 and 128: 3) Issues Need to be ConnectedThe f
Page 129 and 130: PART V:Glossary of TermsThe terms d
Page 131 and 132: Regional and neighborhood equity. A
Page 133 and 134: Tijuana River Reserve, California:h
Page 135 and 136: Sargent Shriver National Center on
Page 137: 1500 San Remo Avenue • Suite 249
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