HomeMy WebLinkAbout2007/05/24 CVRC Agenda Packet
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llOARD ()! DIRFCr ORS
01<'11'1 ('IX, Chair
St('ve C:Jsl.;'(neda
P,lui De~,r(K_hl'!'s
Chri" l.ewl"
~uhn ;\-\(CU"1l1
Dour, Paul
l'~ud;, R';1f'nlrel
ler~'1,.' nindnnp
r-hristopher Roone~i
OfFICERS
litn Thomson, lnte-rim CEO
\'\df'i.J Kach,:idoori':in, eFG
Ann ;,,,100;"'(', Gt.neral (Crume!
Ann Hix, Secretary
ACENDA
REGULAR MEETING OF THE
CHULA VISTA REDEVELOPMENT CORPORATION (CVRC) AND
REDEVELOPMENT AGENCY AND ADJOURNED REGULAR
MEETING OF THE CITY COUNCIL
Thursday, May 24, 2007, 6:00 p.m.
COUNCIL CHAMBERS
276 FOURTH AVENUE
CHULA VISTA, CA 91910
CALL TO ORDER
CVRC ROLL CALL
Directors Castaneda, Desrochers, Lewis, McCann, Paul,
Ramirez, Rindone, Rooney and Chair Cox
CITY COUNClUREDEVELOPMENT AGENCY ROLL CALL
Council/Agency Members Castaneda, McCann, Ramirez,
Rindone, and Mayor/Chair Cox
PLEDGE OF ALLEGIANCE, MOMENT OF SilENCE
PUBLIC HEARINGS
The following items(s) have been advertised as public hearings as required by
law. If you wish to speak on any item, please fill out a "Request to Speak"
form (available in the lobby) and submit it to the Clerk prior to the meeting.
1. CONSIDERATION OF DRC-06-65, SAV-ON STORAGE
OFFICE AND STORAGE BUILDINGS AT 3712 MAIN
STREET
This property comprises an office and storage complex on
a portion of a 4.78 acre site located at 3712 Main Street
adjacent to the northwest corner of the intersection of
Hilltop Drive and Main Street. The project will include
approximately 10,400 square feet of office and storage .-
facilities.
Staff Recommendation:
That the CVRC adopt the following resolution.
lA. RESOLUTION OF THE CHULA VISTA REDEVELOPMENT CORPORATION
APPROVING DESIGN REVIEW PERMIT (DRC-06-65) TO ALLOW THE
CONSTRUCTION OF 10,400 SQUARE FEET OF OFFICE AND STORAGE SPACE
ASSOCIATED WITH THE EXISTING SAVON STORAGE BUSINESS LOCATED AT
3712 MAIN STREET
2. CONSIDERATION OF THE 2007 MIDTERM REVIEW OF THE REDEVELOPMENT
AGENCY'S ADOPTED FIVE YEAR IMPLEMENTATION PLAN (2005-2009) FOR THE
MERGED BA YFRONT/TOWN CENTRE REDEVELOPMENT PROJECT AREA
(INCLUDING BAYFRONT AND TOWN CENTRE I) AND THE MERGED CHULA VISTA
REDEVELOPMENT PROJECT AREA (INCLUDING TOWN CENTRE II, SOUTHWEST,
OTAY VALLEY AND ADDED AREA)
State redevelopment law (Health & Safety Code Section 33490(c)) requires the
Redevelopment Agency, during the third year of its Five Year Implementation Plan, to
hold a public hearing and conduct a midterm review of the progress made within the
Agency's project areas. A comprehensive Midterm Review evaluating past and future
annual work programs has been prepared for consideration by the CVRC and Agency.
Staff Recommendation:
That the CVRC adopt the following resolution:
2A. RESOLUTION OF THE CHULA VISTA REDEVELOPMENT CORPORATION
MAKING RECOMMENDATION TO THE CHULA VISTA REDEVELOPMENT
AGENCY TO APPROVE THE 2007 MIDTERM REVIEW OF THE
REDEVELOPMENT AGENCY'S ADOPTED FIVE YEAR IMPLEMENTATION PLAN
FOR THE 2005-2009 FIVE YEAR PERIOD FOR THE MERGED
BAYFRONTITOWN CENTRE I REDEVELOPMENT PROJECT AREA (INCLUDING
BAYFRONT AND TOWN CENTRE I) AND THE MERGED CHULA VISTA
REDEVELOPMENT PROJECT AREA (INCLUDING TOWN CENTRE II,
SOUTHWEST, OTAY VALLEY, AND ADDED AREA)
Staff Recommendation:
That the Redevelopment Agency adopt the following resolution:
Page 2 of 4
2B. RESOLUTION OF THE CHULA VISTA REDEVELOPMENT Al..I:NLY
APPROVING THE 2007 MIDTERM REVIEW OF THE REDEVELOPMENT
AGENCY'S ADOPTED FIVE YEAR IMPLEMENTATION PLAN FOR THE 2005-
2009 FIVE YEAR PERIOD FOR THE MERGED BAYFRONT/TOWN CENTRE I
CVRClRDA - Agenda - 05/024/07
REDEVELOPMENT PROJECT AREA (INCLUDING BAYFRONT AND TOWN
CENTRE I) AND THE MERGED CHULA VISTA REDEVElOPMENT PROJECT
AREA (INCLUDING TOWN CENTRE II, SOUTHWEST, OTAY VALLEY, AND
ADDED AREA)
PUBLIC COMMENTS
Persons speaking during Public Comments may address the CVRC andlor RDA on any subject matter
within the CVRC andlor RDA 's jurisdiction that is not listed as an item on the agenda. State law generally
prohibits the CVRC andlor RDA from taking action on any issue not included on the agenda, but, if
appropriate, the CVRC andlor RDA may schedule the topic for future discussion or refer the matter to
staff. Comments are limited to three minutes
ACTION ITEMS
3. REPORT ON CVRC STRUCTURE REORGANIZATION
At the March 22, 2007 joint meeting of the Chula Vista Redevelopment Corporation, the
Redevelopment Agency and the City Council, the City Council and the Redevelopment Agency
accepted the recommendation of the Council Subcommittee on the structure of the CVRC and
directed staff to prepare the necessary amending documents to remove the City Council
members from the CVRC Board of Directors. These documents include the CVRC Articles of
Incorporation and Bylaws, and Chapter 2.55 of the Municipal Code.
Staff Recommendation:
That the CVRC adopt the following resolutions:
3A. RESOLUTION OF THE CHULA VISTA REDEVELOPMENT CORPORATION CITY
DIRECTORS AMENDING THE CVRC ARTICLES OF INCORPORATION TO REMOVE
THE CITY COUNCIL MEMBERS FROM THE CVRC BOARD OF DIRECTORS
3B. RESOLUTION OF THE CHULA VISTA REDEVElOPMENT CORPORATION
AMENDING THE CVRC BYLAWS TO REMOVE THE CITY COUNCIL MEMBERS FROM
THE CVRC BOARD OF DIRECTORS
That the CVRC and the Redevelopment Agency adopt the following resolution:
3C. RESOLUTION OF THE CHULA VISTA REDEVELOPMENT CORPORATION AND
THE CHULA VISTA REDEVElOPMENT AGENCY RECOMMENDING THAT THE CITY
COUNCIL AMEND CHAPTER 2.55, SECTION 2.55.090 OF THE CHULA VISTA
MUNICIPAL CODE TO REMOVE THE CITY COUNCIL MEMBERS FROM THE CVRC
BOARD OF DIRECTORS
Page 3 of 4
CVRGCC - Agenda - OS/24/07
That the City Council place the following ordinance on first reading:
3D. ORDINANCE OF THE CHULA VISTA CITY COUNCil AMENDING CHAPTER
2.55, SECTION 2.55.090 OF THE CHULA VISTA MUNICIPAL CODE TO REMOVE THE
CITY COUNCil MEMBERS FROM THE CVRC BOARD OF DIRECTORS
4. CHIEF EXECUTIVE OFFICER'S REPORT
5 CHAIR'S REPORT
a. Revised CVRC Board of Directors Application Form
6. DIRECTORS' COMMENTS
ADJOURNMENT
The Chula Vista Redevelopment Corporation/Redevelopment Agency will adjourn to its
regularly scheduled meeting on June 14, 2007 at 6:00 p.m.
The Chula Vista City Council will adjourn to its regularly scheduled meeting on June 5, 2007 at
4:00 p.m.
In compliance with the
AMERICANS WITH DISABILITIES ACT
The (hula Vista Redevelopment Corporation requests individuals who require special accommodations to access, attend, and/or
participate in a eVRe meeting, activity, or service request such accommodation at least forty-eight hours in advance for meetings
and five days for scheduled services and activities. Please contact the Community Development Department for specific
information at (619) 691-5047, or Telecommunications Devices for the Deaf (TDD) at (619) 585-5655. California Relay Service
is also available for the hearing impaired.
Page 4 of 4
CVROCC - Agenda - OS/24/07
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CVRC Board
Staff Report - Page 1
Item No. 1
DATE:
May 24, 2007
TO:
CVRC Board Directors
Jim Thomson, Interim Chief Executive Officer ad
Ann Hix, Acting Director of Community Development1{.lf I
Mary Ladiana, Planning Manager7/Y-
VIA:
FROM:
SUBJECT:
Public Hearing to Consider DRC-06-65, Sav-On Storage office and storage
buildings at 3712 Main Street
Project Area:
Developer:
Project Site:
Project Type:
Project Description:
I Merged Chula Vista Redevelopment Project Area
I Mestler Construction, Inc.
13712 Main Street
I Design Review
Office and storage complex on a portion of a 4.78-acre site
located at 3712 Main Street adjacent to the northwest corner of
the intersection of Hilltop Drive and Main Street. The project
will include approximately 10,400 square feet of office and
storage facilities.
ENVIRONMENTAL DETERMINATION
The proposed project has been reviewed for compliance with the California Environmental
Quality Act (CEQA). The project qualifies for a Class 32 categorical exemption pursuant to
Section 15332 (In-fill Development Projects) of the State CEQA Guidelines. Thus, no
further environmental review is necessary.
RECOMMENDATION:
That the Chula Vista Redevelopment Corporation adopt a resolution:
1) Approving Design Review (DRC-06-65), subject to the list of conditions in
the CVRC Resolution.
)-j
Staff Report - Item No.1
Page 2
BOARDS/COMMISSIONS RECOMMENDATIONS
The project was first presented to the Redevelopment Advisory Committee (RAC) at its
meeting of November 2, 2006. In response to comments made by staff and the RAC at the
first review meeting the applicant made numerous changes to the site plan to address ADA
access, decorative fencing, widening of driveways and removal of proposed Building "D".
The project was reviewed for a second time by the RAC on February 1, 2007. The RAC
voted 7-0 to support the design of the project with a recommendation to continue to work
with the applicant regarding landscaping in the back vehicle storage area.
DECISION MAKER CONFLICTS:
Staff has reviewed the property holdings of the CVRC Board and has found no property
holdings within 500 feet of the boundaries of the property which is the subject of this
action.
DISCUSSION:
1. Project Description
The applicant, Mestler Construction, Inc. has submitted a design review application (DRC-
06-065) for a project office and storage uses at 3712 Main Street in Southwest Chula Vista.
The project proposes a new office building and two new storage buildings, and consists of
a total 10,400 square foot expansion of the existing building footprint on the site. The site
currently contains an existing office building and thirteen storage buildings. The storage
buildings are located to the rear of the property and are to remain. The existing office
building located at the southwest corner of the site is to be demolished and replaced in a
centrally located portion of the property. Other site improvements include parking,
landscaping, and circulation.
The project site is approximately 4.78 acres and is zoned Limited Industrial Zone (lLP) with
a General Plan land use designation of Limited Industrial (ILl. The existing and proposed
uses are permitted uses in the ILP zone. The design of the project is subject to the
provisions of the City of Chula Vista Design Manual and Landscaping Manual. Only the
proposed new construction and site design of the adjacent area are subject to design
review.
/-.:{
Staff Report - Item No.1
Page 3
2. Site Location and Surrounding Uses
The subject property consists of a single lot located adjacent to the northwest corner of the
intersection of Hilltop Drive and Main Street. Existing uses adjacent to the subject site
include the following:
North Single Family Residential (20+ feet elevation difference)
West Transit Maintenance Facility
South Gas Station and Car Wash
East Industrial Building
The existing office building is located at the southwestern edge of the lot, set back 10 feet
from Main Street, facing east towards the interior of the property. The property has street
automobile and pedestrian access from a single driveway on Main Street at the
southwestern edge of the site.
3. Design Elements
The project consists of the construction of a new office building and two new storage
buildings. The office building reflects a contemporary industrial design with brown
decorative parapet trim and polar blue roll-up doors, bronze anodized storefront windows,
dark stucco and a tower feature with a standing seam metal finish roof. The office building
height ranges from 17 feet to 19 feet with the tower reaching to 31 feet. Storage buildings
Band C are functionally designed with exposed concrete walls, steel garage doors and
measure 10 feet-8 inches in height.
A new driveway would be added at the southeast corner of the site and additional
landscaping materials have been proposed at both driveway entrances. The parking area
would be re-paved, with landscaping added to the border. A new fence, main gate and
automobile access gate are proposed with the new office building to restrict access to the
main storage area. The central portion of the southerly property line of the site is proposed
for parking and storage of trucks associated with Savon Storage operations.
)-3
Staff Report - Item No.1
Page 4
4. Development Standards
The development is in accordance with the following criteria:
Assessor's Parcel No.: 623-230-06
Current Zoning IL-P - Limited Industrial Zone
Proposed Zoning Same
General Plan IL - Limited Industrial
Allowable vs. Proposed FAR 50% vs. 33%
Lot Area 4.8 acres
DEVElOPMENT STANDARDS:
REQUIRED PROPOSED
Setbacks (per IL zone)
Front Yard: 20 feet 64 feet
Side Yard: none o feet
Rear Yard: none (existing storage buildings) o feet
Parking (per CVMC 19.62.050)
Storage (1/1 OOOsf) 1 0 spaces 24 spaces
5. Analysis
The project has been evaluated in accordance with the goals and objectives of the Chula
Vista General Plan (2005), the Zoning Ordinance and the City's Design Manual. While
the project site is within the Merged Redevelopment Project Area, the Amended and
Restated Redevelopment Plan (2004) for this Project Area defers to the City's General Plan
and Zoning Ordinance for land use authority. As described above the proposed project is
consistent with the land use designation in the General Plan and the development
standards for the IL zone.
The guidelines for industrial development in the City's Design Manual are intended to:
Encourage projects which respect the character and scale of adjoining
developments, with particular attention to sites in older, mixed-use areas,
and sites which adjoin residential neighborhoods or other uses which may
be particularly sensitive to the scale and impacts of industrial development.
(CVOM p. IV-I)
/-7
Staff Report - Item No.1
Page 5
The site design improves the existing building arrangement by placing a new
contemporary office building in the central location of the site. Additionally, the
enhanced landscaped street frontage will result in an improved developed condition to the
site that is sensitive to the scale of the residential development to the north. By
maintaining a height not dissimilar to the cityscape to the north, as well as providing
vertical wall plane variations that subtly mirror the residential development, the overall
project is harmonious with surrounding structures.
Promote a functional and attractive arrangement of buildings, open spaces,
parking, circulation and loading areas which are sensitive to the physical
characteristics and constraints of the site, and which provide efficient and
pleasant places to work. (CVDM p. IV-I)
The site plan and building arrangement is appropriate for the parcel and provides loading
and utility areas concealed behind the office building. Taking into account that employees
might use public transportation, this site plan provides an effective route for pedestrian
access, which leads directly to the new office building. The two access points along Main
Street meet the Fire Department's access requirements. The overall landscaping is
consistent with City standards and provides a good transition and extension to the adjacent
industrial complex located to the east and west of the site. The rear portion of the site is
proposed to be maintained in its current condition.
Create a high quality of architectural and landscape design, with an
emphasis on functional needs, reducing the apparent mass of large scale
buildings, and screening and buffering loading, storage and working areas
from incompatible land uses and from the public view. (CVDM p. IV-I)
The new office building provides a centrally located focal point for the site which does not
currently exist. The existing condition is primarily asphalt paving and dirt along the street
frontage and interior of the lot, with an older office building (to be removed) situated along
the west property boundary. The new office building would be designed with vertical
elements along the building facade, awnings at the entryways and finished with contrasting
earthtone colors and standing seam metal roofing thus providing a much higher quality
architectural appearance. On site landscaping would be improved and includes a 10 foot
wide landscape median where 3 feet exist today. The majority of loading, storage and
working areas are located behind the new office building and would be screened from
view.
j-C
Staff Report - Item No.1
Page 6
REDEVElOPMENT FISCAL IMPACT
The proposed project will create an increase in assessed valuation and the Agency will
receive one percent of this increase as tax increment revenue. Of the one percent, the
Agency will place 20% in the low and moderate income housing fund, 20% to the County
of San Diego, 7% to the Sweetwater Union High School District, 2% to Southwestern
Community College, 1 % to the San Diego County Office of Education, and 11 % to the
Chula Vista Elementary School District, leaving the Agency approximately 39% percent of
the 1 % increase in assessed valuation available for redevelopment activities. The pass
through percentages are applicable to the Southwest Project area only.
ATTACHMENTS:
Attachment 1:
Attachment 2:
Site and Building Plans
Development Application with the following appendices:
Appendix A - Project Description and Justification
Appendix B - Disclosure Statement
Appendix C - Development Permit Processing Agreement
PREPARED BY:
Mary Ladiana, Planning Manager
Miguel Tapia, Senior Community Development Specialist
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Attachment 2
D e f- _
Planning Division
CnY OF
CHUlA VlsrA
APPLICATION · DEVELOPMENT PROCESSING . TYPE A
Part 1
T e of Review Re uested
D Conditional Use Permit
[jJ" Design Review
o Variance
D Special Use Permit (redevelopment area only)
D Misc.
A lication Information
{] D jl/ "5 T/2 (/ e.r/O tJ, I III ~ .
AUe.tt'i l!. u. " C It q l Cf to .
Phone ({Ot '9) ":rl - 7 7 0 0 (CeLL)
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Applic<;Int's Interest in Property (If applicant is not the owner, the owner's authorization signature at e end of this form is required
to process this request.) DOwn D Re~t [B-other: 1JL?1/6{iJ,c,e t!.P.,,~t2-
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Architect/Agent: ;,?"ll/il; I!-tIIU,,v tJ~ nill Address: fiS1i9,,) tJ.
Contact Name: " () l3/tII" Phone: 6;J. <(-r!J76 '1
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Applicant Address 35 / :3 M
Contact Name ~.fI. /VlES,LE~
Applicant Name
Primary contact is: o:;J-1>;pplicant D Architect! Agent
Email of primary contact:
General Project Description (all types)
Project Name: 54V-tJ# <5/Il~6-
General Description of Proposed Project: . iCtLl M- ,e/k:
/tVD A/itW :5'tVI'.#f.tE t3Llk;S.{/lfK~
Has this project received pre~appJication re~iew comments? ~(Date:)
DNo
Subject Property Information (all types)
location/Street Address: 37/.;L. /J1 .4-; AI '5T
Assessor's Parcel #: ,;,;:< 3 -;?30- 0(0 Total Acreage: Redevelopment Area (;fappl'oable): Stll
General Plan Designation:' ! L.,. Zone Designation: f ,--P
Planned Community (if applicable):
Current land Use: 5T();2.I:l-+ic ;:::~;{, Iy
Within Montgomery Specific Plan? 0 Ves 0 No
Proposed Project (aILtypes)
Type of use proposed: D Residential
landscape Coverage (% of lot):
~mmercial - D Industrial D Other:
Building Coverage (% of lot):
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ChuJ~ Vist?
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CITY OF
CHULA VISTA Part 2
APPLICATION · DEVELOPMENT PROCESSING . TYPE A
Residential Project Summary
Type of dwelling unit(s):
Dwelling units:
Number of lots:
PROPOSED
EXISTING
1 Bedroom
2 Bedroom
3 + Bedroom
TOTAL
Density (DU/acre):
Maximum building height:
Minimum lot size:
Average lot size:
Parking Spaces:
Required by code: Provided:
Type of parking (Le. size; whether covered, etc.):
Open space description (acre:s each of private, common, and landscaping):
- 'i'--I..; /bvl fllC. (v~. ~ 6uf/~D] /
.. ~ l vvt tl' /i1J)f Dfr'1..{ of'+{u<) rHfJO'>/'YC'
Non-Residential P~e>:"ummary ,,~ r r
Gross fioor area: ":2-1.1 eAJ A'proposed: ;2 ~:l.JH3.t Existing: Building Height: -3/ (
Hours of operation (d:ys & hours): .? A/J1. - J iJ ~11,
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Anticipated number of employees:
Number and ages of students/children (if applicable):
Parking Spaces:
Required by code: /1 Provided:
Type of parking (Le. size; whether covered, etc.):
Maximum number of employees at anyone time:
L.J
Seating capacity:
;2~ .
U;Ue.o/J,ij>~ /:2J /#lA.d,'MjJ (c20) $-m~lf/MLJ
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Authorization
Print applicant name: HE5/Z..C1!!- (!.oN~e.ftO~ //f/C..:.
Applicant Signature: /3tj.. ~ fhu.. Date: ~7~~
" Print owner name*:
'~nerSignature':
.Note: Proof of
U.V 4~(': it"!]. !Ju,.fi/6e S
~.
</~7~~
iVe.e..
Letter of consent may be provided in lieu of signature,
ate:
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Development Processing
CITY OF
CHUIA VISTA
APPLICATION APPENDIX A1f-
Project Description & Justification
Project Name:
:5/7- V - {);J 5TO/2./74 6
)1G77ZEK. (/.LMf'57/2hCl/Ox..7 J pC!
,
Applicant Name:
Please fully describe the proposed project, any and all construction that may be accomplished as a result of approval of
this project, and the project's benefits to yourself, the property, the neighborhood, and the City of Chula Vista. Inciude any
details necessary to adequately explain the scope and/or operation of the proposed project. You may include any
background information and supporting statements regarding the reasons for, or appropriateness of, the application. Use
an addendum sheet if necessary.
For all Conditional Use Permits or Variances, pi ease address the required "findings" as listed in the Application Procedural
Guide.
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APPLICATION APPENDIX B
Disclosure Statement
Pursuant to Council Policy 101-01, prior to any action upon matters that will require discretionary action by the Council,
Planning Commission and all other officiai bodies of the City, a statement of disclosure of certain ownership or financial
interests, payments, or campaign contributions for a City of Chula Vista election must be filed. The following information
must be disclosed:
1. List the names of all persons having a financial interest in the property that is the subject of the application or the
contract, e.g., owner, applicant, contractor, subcontractor, materiai supplier.
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2. If any person' identified pursuant to (1) above is a corporation or partnership, list the names of all individuals with
a $2000 investment in the business (corporation/partnership) entity.
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3. If any person' identified pursuant to (1) above is a non-profit organization or trust, Ilstthe names of any person
serving as director of the non-profit organization or as trustee or beneficiary or trustor of the trust.
4. Please identify every person, including any agents, employees, consultants, or independent contractors you have
assigned to represent you before the City in this matter.
(! 4, /ftM/the.-
5.
Has any person' associated with this contract .had any financia\~gs with an official** of the City of Chuia
Vista as it relates to this contract within the past 12 months. Yes No_
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If Yes, briefiy describe the nature of the financial interest the official** may have In this contract.
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6.
Have you made a contribution ofAjiore ihan $250 within the past twelve (12) months to a current member 'of the
Chuia Vista City Council? No J,(Yes _ If yes, which Council member? .
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CITY OF
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APPLICATION APPENDIX B
Disclosure Statement - Page 2
7. Have YDU provided mDre than $340 (Dr an item of equivalent value) to an official-- of the City of Chula Vista in the
PClSt twelve (12) ,mDnths? (This includes being a source of income, money tD retire a legal debt, gift, IDan, etc.)
Yes_ No~
If Yes, which official-- and what was the nature of item provided?
Date:
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ture of Dntracto App cant ) ,
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L."!'f. I't - ;> '--'-P"- I'll--"- Pnnt or
type name Df Contracto Applicant
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Person is defined as: any individual, firm, co-partnership, joint venture, assDciation, sDcial dub, fraternal
organization, corpDration, estate, trust, receiver, syndicate, any Dther cDunty, city, municipality, district, or other
political subdivision, -or any other group Dr combinatiDn acting as a unit.
--
Official inciudes, but is nDt limited tD: MaYDr, Council member, Planning Commissioner, Member Df a board,
cDmmission, or committee of the City, empiDyee, Dr staff members.
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COY OF
CHUIA VISfA
APPLICATION APPENDIX C
Development Permit Processing Agreement
Permit Applicant:
Applicant's Address:
Type of Permit:
Agreement Date:
Deposit Amount:
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This Agreement ("Agreement") between the City of Chula Vista, a chartere.d municipal corporation ("City") and the
forenamed applicant for a development permit ("Applicant"), effective as of the Agreement Date set forth above, is made
with reference to the following facts:
Whereas, Applicant has applied to the City for a permit of the type aforereferenced ("Permit") which the City has
mquired to be obtained as a condition to permitting Applicant to develop a parcel of property; and,
Whereas, the City will incur expenses in order to process said permit through the various departments and before
the various boards and commissions of the City ("Processing Services"); and, .
Whereas the purpose of this agreement is to reimburse the City for all expenses it will incur in connection with
providing the Processing Services;
Now, therefore, the parties do hereby agree, in exchange for the mutuai promises herein contained, as follows:
1. Applicant's Duty to Pay.
Applicant shall pay all of City's expenses incurred in providing Processing Services related to Applicant's Permit, including
all of City's direct and overhead costs related thereto. This duty of Applicant shall be referred to herein as "Applicant's
Duty to Pay."
1.1. Applicant's Deposit Duty.
As partial performance of Applicant's Duty to Pay, Applicant shall deposit the amount aforereferenced ("Deposit").
1.1.1. City shall charge its iawful expenses incurred in providing Processing Services against
Applicant's Deposit. If, after the conclusion of processing Applicant's Permit, any portion of the
Deposit remains, City shall return said baiance to Applicant without interest thereon. If, during the
processing of Applicant's Permit, the amount of the Deposit becomes exhausted, or is imminently
likely to become exhausted in the opinion of the e City, upon notice of same by City, Applicant
shall forthwith provide such additional deposit as City shall calculate as reasonably necessary to
continue Processing Services. The duty of Applicant to initially deposit and to supplement said
deposit as herein required shall be known as "Applicant's Deposit Duty".
2. City's Duty. . '. . ..
City shall, uPq~ the .c:ohdition that Applicant is no in breach of Applicant's Duty to Payor Applicant's Deposit Duty,
use good faith to provide processing services in relation to Applicant's Penmit application.
2.1. City shall have no liability hereunder to Applicant for the failure to process Applicant's Penmit application, or
for failure to process Applicant's Penmit within the time frame requested by Applicant or estimated by City.
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CnY OF
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Development Permit Processing Agreement - Page 2
2.2. By execution of this agreement Applicant shall have no right to the Permit for which Applicant has applied.
City shall use its discretion in valuating Applicant's Permit Application without regard to Applicant's promise to pay for the
Processing Services, or the execution of the Agreement.
3. Remedies.
3.1. Suspension of Processing
In addition to all other rights and remedies which the City shall otherwise have at law or equity, the City has
the right to suspend andlor withhold the processing of the Permit which is the subject matter of this Agreement, as well as
the Permit which may be' the subject matter of any other Permit which Applicant has before the City.
3.2. Civil Collection
In addition to all other rights and remedies which the City shall otherwise have at law or equity, the City has
the right to collect all sums which are or may become due hereunder by civil action, and upon instituting litigation to collect
same, the prevailing party shall be entitled to reasonable attorney's fees and costs.
4. Miscellaneous.
4.1 Notices.
All notices, demands or requests provided for or permitted to be given pursuant to this Agreement must be in
writing. All notices, dernands and requests to be sent to any party shall be deemed to have been properly given or served
if personally served or deposited in the United States mail, addressed to such party, postage prepaid, registered or
certified, with return receipt requested at the addresses identified adjacent to the signatures of the parties represented.
4.2 Governing LawNenue.
This Agreement shall be governed by and construed in accordance with the laws of the State of California.
Any action arising under or relating to this Agreement shall be brought only in the federal or state courts located in San
Diego County, State of California, and if applicable, the City of Chula Vista, or as close thereto as possible. Venue for this
Agreement, and performance hereunder, shall be the City of Chula Vista.
4.3. Multiple Signatories.
If there are multiple signatories to this agreement on behalf of Applicant, each of such signatories shall be
jointly and severally liable for the performance of Applicant's duties herein set forth.
4.4. Signatory Authority.
This signatory to this agreement hereby warrants and represents that he is the duly designated agent for the
Applicant and has been duly authorized by the Applicant to execute this Agreement on behalf of the Applicant. Signatory
shall be personally liable for Applicant's Duty to Pay and Applicant's Duty to Deposit in the event he has not been
authorized to execute this Agreement by Applicant.
4.5 Hold Harmless.
Applicant shall defend, indemnify and hold harmless the City, its elected and appointed officers and
employees, from and against any claims, suits, actions or proceedings, judicial or administrative, for writs, orders,
injunction or other relief, damages, liability, cost and expense (including without limitation allorneys' fees) arising out of
City's actions in prqc~"sin~ qr i",,~ing.f-pplic'i'nt'~Eerm~,. qr in e~ergisin? anx ~i~~r",\iori r",!~:",~ th",reto incl~dirglo~t not
limited to the giving o~ proper enytronmental reView, the holding o~ public heanngs, the. eJct~nSI?n.of due prqc",ss ['ghts,
e!,cept only for those. <*'i(lis, suiis, actions or proceedings arising from the sole. negligence or sole willful conduct "f the
City, its officers, orerylploy",e" knOWn to, but not objected to, by the Applicant. Applicant's indemnification shall include
ariyand all costs, expenses, attorney's fees and liability incurred by the City, its officers, agents, or empioyees in
defending against such claims, whether the same proceed to judgement or not. Further, Applicant, at its own expense,
shall, upon written request by the City, defend any such suit or action brought against the City, its officers, agents, or
employees. Applicant's indemnification of City shall not be limited by any prior or subsequent declaration by the
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Development Processing
em OF
CHUlA VISTA
Development Permit Processing Agreement - Page 3
Applicant. At its sole discretion, the City may participate at its own expense in the defense of any such action, but such
participation shall not relieve the applicant of any obligation imposed by this condition.
4.6 Administrative Claims Requirements and Procedures.
No suit or arbitration shall be brought arising out of this agreement against the City unless a claim has first been
presented in writing and filed with the City of Chula Vista and acted upon by the City of Chula Vista in accordance with the
procedures set forth in Chapter 1.34 of the Chula Vista Municipal Code, as same may from time to time be amended, the
provisions of which are incorporated by this reference as if fully set forth herein, and such policies and procedures used
by the City in the implementation of same. Upon request by City, Consultant shall meet and confer in good faith with City
for the purpose of resolving any dispute over the terms of this Agreement.
Now therefore, the parties hereto, having read and understood the terms and conditions of this agreement, do
hereby express their consent to the terms hereof by setting their hand hereto on the date set forth adjacent thereto.
Dated: ~7!o 0 City of Chula Vista
vlZd.ux:t;2/UUiovp(;.f1G-' 276 Fourth Avenue
.!J,;./. .' /iJ1 AJ -1", A t-il:.. Chula Vista, CA
1? By: f/,+, i//'J-'j/~~
Dated:
By:
I-If
276 Fourth Avenue
Chula Vista
California
91910
(619) 691.5101
CVRC RESOLUTION NO. 2007
RESOLUTION OF THE CHULA VISTA REDEVELOPMENT
CORPORATION APPROVING DESIGN REVIEW PERMIT (DRC-
06-65) TO ALLOW THE CONSTRUCTION OF 10,400 SQUARE
FEET OF OFFICE AND STORAGE SPACE ASSOCIATED WITH
THE EXISTING SAVON STORAGE BUSINESS LOCATED AT
3712 MAIN STREET
WHEREAS, the parcel, which is the subject matter of this resolution, is represented in
Exhibit A attached hereto and incorporated herein by this reference, and for the purpose of
general description is located at 3712 Main Street, Chula Vista; and
WHEREAS, on a duly verified application for a Design Review Permit (DRC-06-65),
was filed with the City of Chula Vista on behalf of Mestler Construction, Inc. ("Applicant") to
enable the development of a 10,400 square foot office and industrial space associated with the
existing SavOn Storage business located at 3712 Main Street ("Project"); and
WHEREAS, the application for Design Review Permit (DRC 06-065) has been reviewed
for compliance with the California Environmental Quality Act (CEQA) and based on this review
the project qualifies for a Class 32 Categorical Exemption pursuant to Section 15332 (In-fill
Development Projects) of the State CEQA Guidelines. Thus, no further environmental review is
necessary; and
WHEREAS, a hearing time and place was set by the Chula Vista Redevelopment
Corporation for consideration of the Project and notice of said hearing, together with its purpose,
was given by its publication in a newspaper of general circulation in the City, and its mailing to
property owners and residents within 500 feet of the exterior boundaries of the property, at least
ten (10) days prior to the hearing; and
WHEREAS, the Chula Vista Redevelopment Corporation (CVRC) held a duly noticed
public hearing to consider said application at the time and place as advertised, namely May 24,
2007 at 6:00 p.m. in the Council Chambers, 276 Fourth Avenue, before the Chula Vista
Redevelopment Corporation and said hearing was thereafter closed.
WHEREAS, the Chula Vista Redevelopment Corporation considered all reports,
evidence, and testimony presented at the public hearing with respect to the application.
NOW, THEREFORE, BE IT RESOLVED that the Chula Vista Redevelopment
Corporation does hereby find, determine, and resolve that the Project is in conformance with the
City of Chula Vista Design Manual, Landscape Manual and the requirements of the Zoning
Ordinance. The project site is within the Merged Redevelopment Project Area. The Amended
and Restated Redevelopment Plan (2004) for this Project Area defers to the City's General Plan
and Zoning Ordinance for land use regulations.
/ff/
CVRC Resolution No. 2007-
Page 2
BE IT FURTHER RESOLVED, that the Chula Vista Redevelopment Corporation, after
considering all evidence and testimony presented, Approves Design Review Permit (DRC-06-
65), subject to the conditions of Exhibit B to allow the construction of a 10,400 square foot
office and storage uses associated with the existing SavOn Storage business located at 3712
Main Street.
Presented by
Approved as to form by
'--li~
Ann Moore
General Counsel
/1 -I ~2T
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Ann Hix
Acting Community Development Director
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C HULA VISTA PLANNING AND BUILDING DEPARTMENT
LOCATOR PROJECT Mestler Construction Inc. DESIGN REVIEW
Q) APPLlCAIir.
PROJECT Project Summary: Proposing new office building, two storage
ADDRESS: 3712 Main 51. //1.3 buildings totaling 10,400 sq foot on existing business Sav-on
. storage.
SCALE: FILE NUMBER:
NORTH No Scale ORe-OB-65 Related cases:
J:\pI8nninq\carlos\iocators\drc0665.crlr 01.30.07
EXIITBIT B
Design Review Conditions
3712 Main Street
The Chula Vista Redevelopment Corporation does hereby approve Design Review
Application DRC-06-65, subject to the following conditions:
I. The subject property shall be maintained in substantial conformance with the approved
application, plans, and color and material board, except as modified herein.
2. Applicant shall submit all final interior and exterior design plans, landscape and irrigation
plans, solid waste and recycling plans for review and approval prior to the issuance of
building permits.
3. The applicant/owner shall comply with all applicable federal, state, and local requirements,
and in any case where it does not comply, this permit is subject to modification or
revocation.
4. This permit shall become void and ineffective if not used or extended within one year from
the effective date thereof, in accordance with Section 19.14.600 of the Municipal Code.
5. This permit shall be subject to any and all new, modified, or deleted conditions imposed
after approval of this permit to protect the public from a specific condition dangerous to its
health or safety or both due to the project, which condition(s) the City shall impose after
advance written notice to the permittee and after the City has given the permittee the right to
be heard with regard thereto. However, the City in exercising this reserved right/condition,
may not impose a substantial expense or deprive permittee of a substantial revenue source
which the permittee cannot, in the normal operation of the usc pcrmitted, be expected to
economically recover.
6. The applicant shall and does hereby agree to indemnify, protect, defend, and hold harmless
the City, its Council members, officers, employees, agents, and representatives from and
against all liabilities, losses, damages, demands, claims, and costs, including court costs and
attorney's fees (collectively, liabilities) incurred by the City arising directly or indirectly
from a) City's approval and issuance of this permit, b) City's approval or issuance of any
other permit or action, whether discretionary or non discretionary, in connection with the use
contemplated herein, and without limitation, any and all liabilities arising from the operation
of the facility. Applicant shall acknowledge their agreement to this provision by executing a
copy of this permit where indicated below. The applicant's compliance with this provision
is an express condition ofthis permit and this provision shall be binding on any and all of the
applicant's successors and assigns.
/A-1-
Applicant's Signature
Date
COMMUNITY DEVELOPMENT DEPARTMENT CONDITIONS
7. Prior to issuance of building permits, parking spaces #14 and #15 shall be re-oriented to
align with adjacent spaces to eliminate potential vehicle conflicts at new entry. This modification
shall be shown on the building plans to the satisfaction of the Community Development Director,
or designee.
8. Prior to issuance of building permits, the ADA path connecting the frontage sidewalk to
the building's main entrance shall be re-aligned to provide a direct route onto the property. This
modification shall be shown on the building plans to the satisfaction of the Community
Development Director, or designee.
9 The temporary rental truck parking area located in front of Building "A" shall be
screened with a total of I 0 feet of landscaping as measured from the existing back of sidewalk.
10. Building "D" is not a part of this permit and will require a future separate design review.
II. Screening of the temporary rental truck drop-off area is required within the front yard
setback (i.e., 20 feet from the property line), and shall not exceed 3 1/2 feet in height. The detail
of the proposed screening device shall be shown on the landscape development plan at the time
of submittal of building permits to the satisfaction of the Community Development Director, or
designee.
12. All roof mounted mechanical equipment included with Building "A" shall be clustered
and screened and shall take the views from any adjacent uses into consideration.
13. The side elevation of proposed storage Building "B" shall incorporate landscaping
treatments consistent with the treatment proposed for screening Building "C" This modification
shall be shown on the building plans to the satisfaction of the Community Development Director,
or designee.
14. Prior to the issuance of building permits, a sign permit for new signage shall be required
and shall include dimensions of wall and freestanding signage on the elevations and type,
location, illumination, font style and size, and color of all wall and freestanding (pole) signage.
The sign permit shall be reviewed and approved by the Community Development Director, or
designee.
15. Prior to issuance of building permits, the site plans shall identify an area for bicycle
parking/storage, preferably located directly adjacent to the main entrance.
1/1!J
PLANNING AND BUILDING DEPARTMENT - BUILDING DIVISION CONDITIONS
16. Prior to issuance of building permits, plans must comply with 2001 Handicap
Accessibility Requirements, 2001 CBC, CPC and CMC, 2004 CEC and 2005 Energy
Requirements,. In addition the plans shall comply with Seismic Zone 4, Wind speed 70 mph, and
Exposure C standards required.
17. Complete landscape plans shall be provided with the building permit submittal for review
and approval of the Landscape Planner.
FIRE DEPARTMENT CONDITIONS
18. Twenty-four foot access at the site entrance and parking lot shall be provided for Fire
Department vehicles at all times.
19. Any modifications to the existing Fire Alarm System shall require a separate submittal to
the Chula Vista Fire Department Prevention Division.
20. Plans submitted to the Fire Department shall include the location of the nearest fire
hydrants.
21. Plan check fees shall be required for verification of existing life safety systems (fire
sprinklers, fire alarm and fire hydrants). All fire sprinkler plans and fire alarm plans shall require
a separate submittal to the Fire Department.
22. Minimum size Fire Extinguishers shall be 2AI0BC and shall be located every 75 feet of
travel.
23. Knox Box shall be required for Fire Department access to the building front entrance and
fire riser room. Order forms are available through the Fire Department.
24. Policy 2916 (construction site policy for compliance with fire safety provisions) shall be
signed and included with submitted plans.
25. Plans shall include information on sprinkler density for this building and include placard
information from riser. A water flow analysis shall be required.
GENERAL SERVICES DEPARTMENT CONDITIONS
26. The applicant shall develop and submit a Recycling and Solid Waste Management Plan
for construction and demolition debris through to occupancy to the Environmental Services
Program Manager for review and approval as part of the permit process. The plan shall
jilt
demonstrate those steps the Applicant will take to comply with Municipal Code, including but
not limited to Section 8.24,8.25 and 19.58.340 and meet the State mandate to reduce or divert at
least 50% of the waste generated by all residential, commercial and industrial developments
(including demolition and construction phases).
27. The applicant shall contract with the City's franchise hauler throughout the construction
and occupancy phases of the proj ect.
28. The landscape plan shall include designated street trees for Main Street. The interior
slope shall be planted with appropriate plant materials as determined by the Landscape
Architecture Division of Public Works.
ENGINEERING CONDITIONS:
29. Prior to the issuance of building permits, Applicant shall obtain a construction permit
from the Engineering Department to perform any work required within the public right-of-way
which may include, but is not limited to:
a. Construction of street widening, curb, gutter, and sidewalk along the entire project
frontage. Transitions to existing improvements should occur beyond the project
frontage and will be approved by the City Engineer.
b. Construction of driveways meeting design standards as shown in Chula Vista
standard detail CVCS-IA.
c. Installation of pedestrian ramps, if needed.
d. Sewer, storm drain and other utility connecting to public systems.
e. All utilities serving the project shall be underground.
30. Approved improvement plans and construction permit is required prior to Engineering
releasing the Building Permits for the project.
31. Prior to issuance of building permits, the applicant shall submit street improvement plans
and obtain a construction permit in accordance with the City's Subdivision Manual to perform
any work in the City's right-of -way, which may include, but is not limited to:
a) Sewer lateral connections to existing public utilities.
b) All utilities serving the proposed shilll be underground.
c) The proposed driveways shall be designed per CVCS-IA. Curb openings
shall be a minimum 3 feet from any obstructions (i.e. power poles).
32. Applicant shall pay the applicable Engineering fees based on the final plans submitted,
including: Sewer Connection and Capacities Fees; Development Impact Fees; and Traffic Signal
Fees. Additional deposits and fees, in accordance with the City Subdivision Manual will be
required for the submittal of the following items: Grading Plans and Construction Permit.
I/!7
33. Grading plans, in conformance with the City's Subdivision Manual, and a grading permit
will be required prior to issuance of any building permits. The grading plans shall be submitted
to the Engineering Department upon approval of the Design Review application.
34. The grading plan shall be prepared by a registered civil engineer and approved by the
City Engineer.
35. A drainage study and geotechnical/soils study are required with the fust submittal of
grading plans. The drainage study shall calculate the pre-developed and post-developed flows
and show how downstream properties and storm drain facilities are impacted. Design should
incorporate detention of storm water runoff if required.
36. The grading plans shall conform to the City Storm Water Management requirements.
37. All onsite drainage facilities shall be jJrivate.
38. Any offsite work will require letters of permission from the property owner.
39. The applicant is required to complete the applicable Storm Water compliance Forms and
comply with the City of Chula Vista's Storm Water Management Standards Requirements
Manual. These forms shall be submitted with the grading plans. All projects falling under the
Priority Department Project Categories are required to comply with the Standard Urban Storm
Water Mitigation Plans (SUSMP) and Numeric Sizing Criteria. Based on the completion of the
Storm Water Compliance Forms, the project may be required to submit a Storm Water Pollution
Preventions Plans (SWPPP) and Water Quality Technical Report (WQTR) with the submittal of
the grading plans. The following items shall be incorporated in the grading plans and related
reports:
a. Grading Plans: The applicant is required to implement Best Management
Practices (BMPs) to prevent pollution of the storm water conveyance systems,
both during and after construction. Permanent storm water requirements shall be
incorporated into the project design, and shall be shown on the grading plans. Any
construction and non-structural BMPs requirements that cannot be shown
graphically must be either noted or stapled on the plans.
b. SWPPP and WQTR: Development of the project shall comply with all applicable
regulations, established by the United States Environmental Protection Agency
(USEPA), as set forth in the National Pollutant Discharge Elimination System
(NPDES) permit requirements for urban runoff and storm water discharge, and
any regulations adopted by the City of Chula Vista pursuant to the NPDES
regulations and requirements. Further, the applicant shall file a Notice of Intent
(N0l) with the State Water Resource Control Board to obtain coverage under the
NPDES General Permit for Storm Water Discharges Associated with
Construction Activity and shall implement a SWPPP concurrent with the
commencement of grading activities. The SWPPP shall include both construction
and post-construction pollution prevention and pollution control measures, and
shall identify funding mechanisms for the maintenance of post-construction
control measures.
/ /1 c;?'
c. WQTR: The applicant is required to identify storm water pollutants that are
potentially generated at the facility, and propose BMPs that will be implemented
to prevent such pollutants from entering the storm drainage systems. The WQTR
will be required to demonstrate compliance with the requirements of the NPDES
Construction and Municipal Permits, including SUSMP and Numeric Sizing
Criteria requirements, with the first submittal of grading/improvements plans, in
accordance with the City Manual.
PUBLIC WORKS
40. The applicant shall replace or repair three sections of sidewalk that may cause trip
hazard.
41. The applicant shall replace the driveway apron and gutter on the east side of the property
that is cracked or broken.
42. The applicant shall cut back existing bushes and maintain them outside of the public
right-of-way.
43. The landscape plan shall include only designated street trees along Main Street.
MISCELLANEOUS
44. Prior to issuance if building permits, the applicant shall pay all applicable school fees.
45. Prior to issuance if building permits, the applicant shall receive all necessary approvals
ffrom the Sweetwater Authority.
/lter
.
..
CVRC Board
Staff Report - Page 1
Item No. 2
(ORPORi\TIOi'-:
(HULA VISTA
DATE:
May 24, 2007
TO:
CVRC Board of Directors
Redevelopment Agency Board of Directors
FROM:
Jim Thomson, Interim City Manager
Ann Hix, Acting Community Development Director ~
Eric Crockett, Redevelopment Manager @
VIA:
SUBJECT:
2007 Midterm Review of the 2005-2009 Five Year Implementation Plan
BACKGROU N D
Two years ago, redevelopment staff initiated a comprehensive strategic planning process
that completely changed the City's approach to redevelopment planning in Chula Vista.
That planning process led to the creation and adoption of the Redevelopment Agency's
2005-2009 Five Year Implementation Plan. State redevelopment law requires the
Redevelopment Agency, during the third year of the Implementation Plan, to hold a public
hearing and conduct a midterm review of the progress made within the Agency's project
areas. The proposed 2007 Midterm Review (Attachment 1) provides a comprehensive
evaluation of the key elements of the Plan and an assessment of the Agency's adopted five
year work program, including:
. A review of the Agency's Work Program for 2006 and 2007.
. A proposed Annual Work Plan for Fiscal Year 07/08 based on the adopted five year
work program.
This cover report highlights key policy topics and discussions contained in the attached
Midterm Review. Staff is recommending that the CVRC/Agency approve the Midterm
Review, including recommendations addressing: (1) the Five Year Implementation Plan's
Purpose and Intent, Guiding Principles, and Five Year Work Program; and (2) the Proposed
FY 07/08 Annual Work Plan (Appendix A of the Midterm Review).
J-J
Staff Report - Item No.2
Page 2
DECISION MAKER CONFLICTS
Staff has reviewed the decision contemplated by this action and has determined that it is
not site-specific and, consequently, the 500-foot rule found in California Code of
Regulations Section 18704.2(a)(1) is not applicable to this decision.
RECOMMENDATIONS
Staff recommends that:
1. The CVRC Board of Directors adopt the resolution recommending that the
Redevelopment Agency conduct a public hearing and approve the proposed
Midterm Review of the Agency's 2005-2009 Five Year Implementation Plan.
2. The Redevelopment Agency Board of Directors conduct a public hearing and adopt
the resolution approving the proposed Midterm Review of the Agency's 2005-2009
Five Year Implementation Plan.
DISCUSSION
Progress Reports
The majority of the attached Midterm Review document consists of progress reports of the
Agency's Work Program for 2006 and 2007 for the three designated "Geographic Focus
Areas" :
q North: Project areas located
north of L Street, east of 1-5,
south of SR-54, and west of
Second Avenue. Affected
project areas include Town
Centre I, Town Centre II, and
Added Area.
q West: Project areas located
west of 1-5, including Bayfront
and Southwest.
q South: Project areas located
south of L Street, east of 1-5,
and north of the City's
southerly boundary, including
the Auto Park Specific Plan
areas east of 1-805. Affected project areas include Southwest, Otay Valley, and Added
Area.
a REDEVElOPMENT
<>dl'fa. PROJECT AREAS
d-~
Staff Report - Item No.2
Page 3
Annual Work Plans
Appendix A of the Midterm Review contains a proposed Annual Work Plan for the coming
Fiscal Year 07/08 based on the Agency's adopted five year goals and work program
contained in the Five Year Implementation Plan. The Annual Work Plan has been
formatted not only for this Midterm Review, but for ongoing annual reports by staff to the
CVRC and Agency on the progress of redevelopment activities in the Agency's three
geographic focus areas. While the Implementation Plan and this Midterm Review are
based on calendar year, annual reports will be based on the Agency's fiscal year and
coincide with the Agency's budget process to facilitate priority-setting and funding
discussions by the CVRC and Agency.
Key Evaluations & Recommendations
In addition to the progress reports and proposed Annual Work Plan, the body of the
Midterm Review also contains comprehensive evaluations of, and recommendations for,
the Purpose and Intent and Guiding Principles of the Implementation Plan. Key
evaluations and recommendations contained in the 2007 Midterm Review include the
following items.
Five Year Financial Forecast. Consistent with the purpose and intent of the Five
Year Implementation Plan, the City's Finance Department is currently developing a
comprehensive Five Year Financial Forecast for the Agency. The Forecast will
provide a single source document for important financial data about the Agency,
historical and projected, and serve as a crucial companion document to the Five
Year Implementation Plan that will strategically align the operational and financial
goals of the Agency. The Midterm Review recommends that redevelopment staff
continue to coordinate with the Finance Department on the preparation of the
Forecast, which is expected to be completed in FY 07/08.
.
.
CVRC Organizational Development. The Midterm Review refers to the March 22
Report of the City Council Subcommittee on CVRC Structure and Operations,
including the replacement of the five City-Directors on the Board with new Chula
Vista residents possessing expertise and experience in one or more of a number of
professional fields. With new incoming Board Members with varying educational
and professional backgrounds, the Midterm Review emphasizes the importance of
taking advantage of early opportunities to build a strong organizational foundation
for the Corporation. The Midterm Review plans for a comprehensive top-down
review by staff and the CVRC of state and local policy directives that guide
redevelopment in Chula Vista, including the identification and recommendation of
new local policies that will enhance the organizational effectiveness of the City's
redevelopment arm.
~-j
Staff Report - Item No.2
Page 4
. Community Strengthening Strategies. The Midterm Review includes a detailed
discussion about the Implementation Plan's Guiding Principles. Guiding Principle
#2, regarding Community Outreach and Education, provides that the Agency
should "promote and facilitate early and transparent public input and participation
that emphasizes community education." Special attention in the Midterm Review's
discussion about Community Outreach and Education is paid to the Southwest,
including a recent "white paper" report written by redevelopment staff (attached to
the Midterm Review as Appendix B).
The white paper, titled "Community Strengthening Strategies and Their Application
to Southwest Chula Vista," describes newly emerging trends of community
strengthening and capacity building strategies across the country, and explores the
possible application of these principles in the Southwest. The Midterm Review
provides an introduction of the white paper to the City, Agency, CVRC, and the
public, and the possible benefits of community strengthening strategies for the
Southwest. Staff will engage the Council, Agency, and CVRC in a much more in-
.
depth discussion about the specific elements of the white paper at their June 14,
2007 regularly scheduled meeting. At that meeting, staff will be seeking support for
the concepts in the white paper, including funding and authorization to begin a
dialogue with community stakeholders in the Southwest.
The Midterm Review recommends that the Agency, prior to the end of the current
Fiscal Year, appropriate available funds, associated with salary savings from the
CVRe's eliminated CEO position, from the FY 06/07 Budget for "Southwest
Planning and Civic Activities." These funds would be placed in a special account
to provide funding in FY 07/08 for:
. Consultant services to facilitate a dialogue about "community strengthening
strategies" with an initial group of Southwest community stakeholders.
. The initiation of a Southwest Specific Plan, subject to formal action by the
City Council.
CONCLUSIONS
The Five Year Implementation Plan and Midterm Review provide snapshots of the
tremendous redevelopment opportunities that continue to exist in Chula Vista's urban
Westside. They also provide a strategic avenue to take advantage of those opportunities
through work programs that prioritize: the Agency's long-term fiscal health; the
organizational development of the CVRC and Agency; the investment of resources for
public benefits and economic returns; and the implementation of new, innovative
strategies for building public trust and strengthening community resources. In addition to
the Midterm Review, staff will continue to provide the CVRC and Agency ongoing annual
01-1
Staff Report - Item No.2
Page 5
progress reports on these strategic priorities in concert with the Agency's annual budget
process.
ATTACHMENTS:
1. 2007 Midterm Review
2. CVRC and RDA Resolutions
PREPARED BY:
Ken Lee, Principal Community Development Specialist
c/.-6---
Attachment 1
FIVE YEAR IMPLEMENTATION PLAN (2005-2009)
2007 Midterm Review
...~.wt..
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GlOl'A~A
Chula Vista Redevelopment Agency
276 Fourth Avenue Street
Chula Vista, C~ 91910
Phone 619.691.5047. Fax 619.476-5310
,;;{ - 5'
Table of Contents
I. IN TR 0 D U C TI 0 N ......................................................................................................................1
Legal Authority................................................................................... ............. ......................................... ............1
Southwes t Focus.... ....... ...... ......... .................. ....... ....... ......................... ....... ...... ...... ............. ........ ........... .............2
CYRC Development............................................................................................................................................2
Annual Reports..................................................................................................................................................... 3
II. ORGANIZATION OF MIDTERM REVIEW ...........................................................3
III. PURPOSE & INTENT OF IMPLEMENTATION PLAN .................................4
IV. GUIDING PRINCIPLES OF REDEVELOPMENT .............................................5
V. FIVE YEAR WORK PROGRAM ....................................................................................10
Review aEWark Program: 2006 and 2007 ....................................................................................11
APPENDIX A: PROPOSED FY 07/08 ANNUAL WORK PLAN
APPENDIX B: WHITE PAPER: "COMMUNITY STRENGTHENING STRATEGIES AND THEIR
APPLICATION TO SOUTHWEST CHULA VISTA"
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I. Introduction
Two years ago, redevelopment staff initiated a comprehensive strategic
planning process that completely changed redevelopment planning
practice in Chula Vista. That process led to the creation and adoption of
the Redevelopment Agency's 2005-2009 Five Year Implementation Plan.
The key elements of the Plan include:
q Guiding principles to provide consistent policy direction for
redevelopment during the next five years.
..
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q The consolidation of six existing five year implementation plans
into a single, cohesive planning document that is readable,
user-friendly, educational, and informative.
q Geographic focus areas designated for redevelopment planning purposes, consistent with
other City planning boundaries (e.g., General Plan, Urban Core Specific Plan, Bayfront
Master Plan, etc.).
q Measurable strategic objectives and work programs for each geographic focus area that
identify key redevelopment and housing activities and projects through 2009.
q Consistency with overarching planning documents, including redevelopment plans
adopted for the merged project areas, and the Community Development Department's Five
Year Strategic Plan (adopted on March 28, 2006).
Legal Authority
Section 33490(c) of the California Health and Safety Code requires the Redevelopment Agency,
during the third year of the Implementation Plan, to hold a public hearing and conduct a midterm
review of the progress made within the Agency's project areas. This document serves as the
Agency's Midterm Review of the 2005-2009 Plan and provides a comprehensive evaluation of the
key elements of the Plan and the Agency's adopted five year work program, including:
1. A review of the Agency's Work Program' for 2006 and 2007 (p. 11).
2. A proposed Annual Work Plan for Fiscal Year 07/08 based on the adopted five year work
program (Appendix A).
1 2005 projects and activities were documented in the Five Year Implementation Plan as part of the Agency's "Past
Accomplishments" (p. 8 of Five Year Implementation Plan).
62..-1
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Special attention in this Midterm Review is paid to the region
designated as the "South Geographic Focus Area." This focus
area includes the Southwesr Planning Area for which the 2005
General Plan Update (GPU) has called for the preparation of a
specific plan that implements zoning updates in five distinct
planning districts: South Third Avenue, South Broadway,
Palomar Gateway, West Fairfield, and Main Street. The
Agency's five year work program (Exhibit B of the
Implementation Plan) established clear goals and policy direction
to provide support and funding for a Southwest Specific Plan.
The Agency's adopted guiding principles and work program also
established clear policy direction for proactive public outreach
and education in the Southwest. To implement these goals and
policies, redevelopment staff, over the past year, has been
engaged 1!1 a multi-departmental effort to develop a
comprehensive strategy for
civic engagement and
specific planning in the
Southwest. An important product of this effort was a "white
paper" report written by redevelopment staff and attached to
this Midterm Review as Appendix B. The white paper, titled
"Community Strengrhening Strategies and Their Application to
Southwest Chula Vista," describes newly emerging trends of
community strengthening and capacity building strategies across
the country, and explores the possible benefits of applying these
principles in the Southwest.
Southwest Focus
SOUTHWEST SPECIFIC PLAN:
"Facilitate the financing and
preparation of a Specific Plan for
the -Southwest to provide
appropriate land uses and
development standards to facilitate
the development and
redevelopment of properties within
the area." (p. 36 - Five Year
Implementation Plan)
PUBLIC OUTREACH AND
EDUCATION: "Develop an
outreach and education program to
provide the community with
information regarding the purpose
and benefits of redevelopment, the
Agency's role, tools used, and
specific development proposals."
(p. 38 - Five Year Implementation
Plan)
For redevelopment to be successful in the Southwest, both a specific plan and a specialized program
for community education and strengthening will be critical during the next several years.
CVRC Development
On March 22, 2007, a City Council Subcommittee, consisting of Mayor Cox and Councilmember
Rindone, presented a comprehensive report to the Chula Vista Redevelopment Corporation
(CVRC), Redevelopment Agency, and City Council that evaluated the structure and operations of
the CVRC. The report included seven key recommendations, including the removal of the City
Council from the CVRC Board. The Subcommittee recommended that the Council be replaced
with one to five Chula Vista residents possessing expertise and experience in one or more of a
number of professional fields. The CVRC, Agency, and City Council approved the Subcommittee
report and recommendations, as amended. With incoming new Board Members with varying
educational and professional backgrounds, it will be important for the CVRC and redevelopment
staff to take advantage of early opportunities to build a strong organizational foundation for the
Corporation. Upon establishment of the new Board, staff will work closely with the CVRC to
~-g
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conduct a comprehensive top-down revIew of state and local policy directives that guide
redevelopment in Chula Vista, including the identification and recommendation of new local policies
that will enhance the organizational effectiveness of the City's redevelopment arm.
Annual Reports
The proposed FY 07/08 Annual Work Plan in Appendix A has been formatted not only for this
Midterm Review, but for ongoing annual reports by staff to the CVRC and Agency on the progress
of redevelopment activities in the Agency's three geographic focus areas. While the Implementation
Plan and this Midterm Review are based on calendar year, annual reports will be based on the
Agency's fiscal year and coincide with the Agency's budget process to facilitate priority-setting and
funding discussions by the CVRC and Agency.
II. Organization of Midterm Review
While state law requires redevelopment agencies to conduct midterm reviews, it does not prescribe a
specific format or method for the review. Given the comprehensive nature of the changes the
Agency has made to past practices and formats for the preparation of five year implementation
plans, staff has organized this Midterm Review into the following evaluation sections:
1. Purpose & Intent of Implementation Plan: Were the pupose and intent of the 2005-2009 Five
Year Implementation Plan met?
2. Guiding Principles: Did the Agenry follow the Guiding Principles it estahlished in the Five Year
Implementation Plan for carrying out its mission, goals, and objectives?
3. Five Year Work Program
a. Review of Work Program' for 2006 and 2007: Did the Agenry accomplish the annual
goals/projects it establishedfor 2006 and 2007?
b. Proposed FY 07/08 Annual Work Plan (Appendix A): What is the status of the
Agenry's current and planned goals/projects established for FY 07/08?
Each section highlights key areas of past performance and future work plans that staff identified as
areas of significance to the organization.
2 2005 projects and activities were documented in the Five Year Implementation Plan as part of the Agency's "Past
Accomplishments" (p. 8 of Five Year Implementation Plan).
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III. PUrpose & Intent of Implementation Plan
Wen the pm pose and intent of the 2005-2009 Five Year Implementation Plan met?
Although the 2005-2009 Five Year Implementation Plan was prepared in accordance with the
statutory requirements of redevelopment law (Health and Safety Code ~33490), the Agency
recognized the need for a more comprehensive strategic document than those adopted in past years.
The 2005-2009 Five Year Implementation Plan was therefore written with the purpose and intent
of:
9 Providing decision-makers and the public a clear. readable. and user-friendly document
that effectively communicates the City's vision, goals and objectives, and programs for
redevelopment.
9 Establishing five-year strategic objectives and work programs that are measurable.
quantifiable. and track-able and promote the long-term effectiveness and fmancial
viability of the Agency.
9 Presenting information about the Redevelopment Agency m an educational and
informative manner.
9 Implementing the redevelopment goals of the Agency as set forth in the Agency's adopted
Redevelopment Plans.
EVALUATION SUMMARY
Prior to the 2005-2009 Plan, the Redevelopment Agency operated under six separate
implementation plans - one for each of the Agency's six project areas. The consolidation of the
six plans into a single, comprehensive document provided staff, decision-makers, and the public a
consistent and user-friendly source document for:
,/ Education about the mission, role, and tools of redevelopment agencies.
,/ Information about the history of redevelopment in Chula Vista, including profiles of the
Agency's six adopted project areas.
,/ In,formation about Agency's fmances, including projected tax increment revenues and
expenditures for the five year planning period.
,/ Descriptions of the Agency's strategic goals, guiding principles, and work programs,
including annual objectives, that are measurable. quantifiable. and track-able and that imbiement
the redeveloPment goals of the Agency as set forth in the Agency's adopted Redevelopment
Plans.
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hVL' \'l'ar lmp1cmcnt:lti,>n Pbn (:200S-2()O~11
RECOMMENDATIONS
Much of the Plan's purpose and intent were met through the written content and organization of
the document. For future iterations of the Plan, staff recommends that the Agency consider the
following further refmements:
1. Continue to coordinate with the City's Finance Department on the preparation of a Five
Year Financial Forecast for the Redevelopment Agency that is aligned with the Five
Implementation Plan and future annual reviews of the Agency's work program.
Consistent with the purpose and intent of the Five Year Implementation Plan, the
Finance Department is currendy developing a comprehensive Five Year Financial
Forecast for the Agency. The Forecast will provide a single source document for
important fmancial data about the Agency, historical and projected, and serve as a crucial
companion document to the Implementation Plan that will strategically align the
operational and fmancial goals of the Agency.
N. Guiding Principles of Redevelopment
Did the Agenry jOliow the Guiding Principles it established in the Five Year Implementation Plan jOr
carrying out its mission, goals, and objectives?
The policy foundation and direction of the Five Year Implementation Plan were rooted in two
simple but critical Guiding Principles ofRedeve!opment.
Guiding Principle #1: Leverage Public/Private Investment and Resources
Leverage City/Agency resources that attract private investment to improve public
amenities, infrastructure, and affordable housing through:
. Strategic and accountable public investments
. Land assembly
Business reinvestment and expansion
. Debt issuance
The purpose of this guiding principle is to provide important policy direction to the Agency and
staff when considering the investment of public resources to facilitate redevelopment. This
principle serves to strengthen the long-term fmancial viability of the Agency and ensure that the
Agency's investment practices generate returns and tax increment streams for the specific purpose
of creating needed public amenities, infrastructure, and affordable housing. This guiding principle
provides a strong foundation for future CVRC discussions about methods and criteria for evaluating
the qualifications of developers and the merits of development projects.
~-/I
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EV ALUA TION SUMMARY
A recurring theme in the Five Year Implementation Plan is the Agency's financial solvency and
viability. Past investment practices of the Agency did not promote the long-term fiscal health or
effectiveness of the Agency. Since the adoption of the Implementation Plan, redevelopment
staff has been working closely with the City's Finance Department and the Office of Budget &
Analysis to reevaluate the Agency's budgetary structure and identify available revenues that can
be reprioritized toward activities that promote the long-term fiscal health of the Agency. The
proposed FY 07/08 Agency Budget reflects these cross-department efforts and is consistent with
several findings and recommendations made in the recent Chula Vista Independent Financial Review
prepared and presented by Economic & Planning Systems (EPS) to the City Council.
Guiding Principle #1 provides the CVRC and Agency important policy direction for using public
resources to facilitate private real estate development transactions. It also guides Agency
investments toward projects and activities that will ultimately support the Agency's goals for
creating community benefit through public amenities, infrastructure, and affordable housing.
This is also consistent with several findings and recommendations in EPS's Independent Financial
Review.
RECOMMENDATIONS
Guiding Principle #1 sets important policy precedent for ongoing organizational development of
the CVRC and Agency, including the Agency's upcoming FY 07/08 Budget.
1. Continue to actively consider and reinforce Guiding Principle # 1 in decisions about the
financial goals, budgetary structure, and investment practices of the CVRC and Agency.
Guiding Principle #2: Community Outreach & Education
Promote and facilitate early and transparent public input and partIcIpation that
emphasizes community education about the goals, tools, and process of redevelopment.
The Implementation Plan recognizes that successful redevelopment in Chula Vista relies heavily on
effective community outreach and education about the goals and benefits of redevelopment. It also
recognizes the importance of early outreach and education in the redevelopment process. This
guiding principle is consistent with the three Principles if Public Input & Participation adopted by the
City Council on May 24, 2005 as formal policy statements. Those principles were adopted with the
creation of the CVRC and are as follows:
1. Public input and participation should occur earlY and ~ften.
2. Public input and participation should be oven. inclusive. and accessible.
3. Public input and participation should be educational and i,!formative.
6~ -/;Z
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EV ALUA nON SUMMARY
Following adoption of the Implementation Plan, redevelopment staff focused significant
resources toward Guiding Principle #2, recognizing ,the importance of community outreach and
education to the goals and success of the Agency. During the past year, staff facilitated the
formation of the CVRC's Redevelopment Advisory Committee (RAC), launched a CVRC web
site, conducted educational outreach meetings with community stakeholder groups about
redevelopment practices in Chula Vista, and worked closely with key City Departments on
several important strategic initiatives aimed at: (1) evaluating the City's and Agency's current
practices of civic engagement; and (2) exploring new strategies for strengthening communities'
social infrastructure networks and level of engagement with City Hall.
~ &development Advisory Committee (RAC!. Upon formation of the CVRC, staff facilitated a
series of CVRC discussions that led to the formation of the nine-member RAe. The
CVRC adopted a formal project review process to use the RAC to conduct public
workshops on project design at the earliest possible and appropriate point in the
development application process and Exclusive Negotiating Agreement timeline. At
these workshops, the RAC employs an "Open House" process for project review, giving
RAC members and the public the opportunity for up-close and personal looks at projects
and one-on-one dialogues with developers and their architects. During the past eight
months, the RAC has reviewed 11 development projects within redevelopment areas,
ranging from small, non-controversial tenant improvement projects to much larger and
more contentious development projects requiring multiple actions and approvals by the
CVRC, Agency, and City Council.
~ RedeveloPment Roadshow. During 2006, redevelopment staff conducted outreach meetings
with various stakeholder groups to introduce the newly created CVRC model and the
proposed/adopted Five Year Implementation Plan. Stakeholder groups included the
Chamber of Commerce, Crossroads II, Northwest Civic Association, South Bay
Partnership / Healthy Eating, Active Communities (HEAC) , Environmental Health
Coalition, Chula Vista Elementary School Disttict, and the San Diego Building Industry
Association (BIA).
~ CYRC Web Site. In 2006, redevelopment staff collaborated with the Office of
Communications and the City's Webmaster to design and launch a dedicated web site for
the CVRC (www.chulavistaca.gov/redevelopment). The web site contains meeting
documents (agenda, minutes, staff reports), RAC information, interactive maps and
project tracking tools, postings of Requests for Qualifications and Proposals,
redevelopment links and resources, and contact information, including e-mail
subscriptions to CVRC and RAC meeting notices.
7 ~.- /-.3
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CHOi'A!(;srA
EVALUATION SUMMARY (cont'd)
./ Civic Engagement Stuc!y. The Institute for Local Government (ILG) recendy completed an
assessment of civic engagement practices in the City, including findings and
recommendations about education, training, and capacity building for the community.
The Study's findings contained positive references to the RAC, including the "Open
House" participation forum. Many of the ILG's key recommendations are also
consistent with staff's multi-departmental scoping efforts for specific planning and civic
engagement in the Southwest (see below).
./ Community Strengthening Strategies. Staff recendy prepared a white paper, tided "Community
Strengthening Strategies and Their Application to Southwest Chula Vista" (Appendix B),
that has direct relevance to a number of current City activities, including initial scoping
efforts for a Southwest Specific Plan and the Institute for Local Government's report on
Civic Engagement (presented to the City Council on May 15, 2007). The white paper
examines a newly emerging nationwide trend of local communities that are employing
new strategies and public-private partnerships to build capacity and improve quality of
life at the local level. These communities share many of the characteristics found in
Southwest Chula Vista and offer several models that the Southwest could draw from.
The white paper explores the theories and principles behind community strengthening, and
the possible application of community strengthening strategies in the Southwest.
This Midterm Review provides an introduction of the white paper to the City, Agency,
CVRC, and the public, and the possible benefits of community strengthening strategies
for the Southwest. Staff will engage the Council, Agency, and CVRC in a much more in-
depth discussion about the specific elements of the white paper at their June 14, 2007
regularly scheduled meeting. At that meeting, staff will be seeking support for the
concepts in the white paper, including funding and authorization to begin a dialogue with
community stakeholders in the Southwest.
An initial group of community stakeholders could include: schools, businesses,
nonprofits, regional foundations, faith-based organizations, community organizations,
higher education, and other public agencies. The white paper recommends that the initial
group establish, as a high priority, the creation of community partnerships that expand
the group's sphere of influence and dialogue to broader segments of the Southwest
population.
8 c2 - /~
2011' 11IllI FR\I Rlelll:W
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RECOMMENDATIONS
Guiding Principle #2 will continue to be a critical factor to the success of redevelopment in
Chula Vista. While significant progress has been made during the past two years to lay a
foundation for ongoing community outreach and education about redevelopment, the City and
Agency are just beginning to scratch the surface on Southwest specific planning and civic
engagement activities. The Agency's five year work program established policy direction for a
Southwest Specific Plan and ongoing community collaboration efforts like those presented in the
attached white paper (Appendix B) - "Community Strengthening Strategies and Their
Application to Southwest Chula Vista."
1. Prior to the end of the current Fiscal Year, appropriate available funds, associated with
salary savings from the eliminated CVRC CEO position, from the FY 06/07 Budget for
"Southwest Planning and Civic Activities." These funds would be placed in a special
account for "Southwest Planning and Civic Activities" and would provide funding in FY
07/08 for:
. Consultant services to facilitate a dialogue about "community strengthening
strategies" with an initial group of Southwest community stakeholders.
. The initiation of a Southwest Specific Plan, subject to formal action by the City
Council.
This appropriation is also consistent with the Agency's five year work program for the
"South Geographic Focus Area." The appropriations request is tentatively scheduled for
consideration at the June 14, 2007 CVRC/ Agency Regular Meeting, as part of an overall
discussion about the Redevelopment Agency budget.
9 02-;~
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CHULA\lSTA
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\f. Five Year Work Program
Did the Agenry accomplish the annual goals/projects it established for 2006 and 2007?
The Plan designated three geographic focus areas for purposes of developing and implementing five
year work programs for the Redevelopment Agency.
q North: Project areas located
north of L Street, east of 1-5,
south of SR-54, and west of
Second Avenue. Affected
project areas include Town
Centre I, Town Centre II,
and Added Area.
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D. PROJECT
AREAS
<=> West: Project areas located
west of 1-5, including
Bayfront and Southwest.
q South: Project areas located
south of L Street, east of 1-5,
and north of the City's
southerly boundary, including
the Auto Park Specific Plan
areas east of I-80S. Affected project areas include Southwest, Otay Valley, and Added Area.
For each of these focus areas, five year work programs were formulated based on three consistent
strategic objectives:
q Plans & Policies
q Public Infrastructure & Amenities
q Key Catalyst Projects
Based on these objectives, an annotated version of the Agency's Work Program' for 2006 and 2007
is contained in the following pages of this Midterm Review, including a review of work "completed"
and "not completed." A proposed Annual Work Plan for FY 07/08 is contained in Appendix A.
3 2005 projects and activities were documented in the Five Year Implementation Plan as part of the Agency's "Past
Accomplishments" (p. 8 of Five Year Implementation Plan).
10d{-/4
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Review of Work Plogram: 2006 and 2007
ALL GEOGRAPHIC FOCUS AREAS
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, Not Goals
Goals & Objectives / Yr Completed Completed Achieved by Notes / Discussion
Implementing Programs (,/) (X) Implementing
I
COMPREHENSIVE PLANNING DOCUMENTS & PROCESSES
Public Outreach and Education II
Develop an outreach and education program
INYEST
to provide the community with information
regarding the purpose and benefits of
redevelopment, the Agency's role, tools used,
and specific development proposals.
0 Update of the City and Agency's website '06 ,/ Launched the newly designed CVRC web site.
to provide accurate and appropriate Updates to old redevelopment information on the
information regarding redevelopment in City/Agency web pages are ongoing.
general and specific programs and
projects.
0 Development of written materials to '06 ,/ ('07) Developed and posted Redevelopment F AQ on the
communicate with the general public CVRC web site.
about redevelopment.
0 Provide general and technical information '06 ,/ Conducted a series of "Redevelopment Roadshow"
to community organizations other civic presentations to community stakeholder groups.
groups. Community education efforts are ongoing.
0 Implement an ongoing process of '06 ,/ Created the Redevelopment Advisory Committee to
educating and encouraging input from the receive input on project design "early and often."
community regarding specific
development proposals.
11
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, ,
, Not , Goals
Goals & Objectives / , Notes / Discussion
Yr Completed Completed Achie, ed by
Implementing Programs (v') (X) Implementing
AFFORDABLE HOUSING
Expansion ofthe Chula Vista 0 ./'
Redevelopment Project Area CL.....N ACCIlI A feasibility study was conducted during 2005 and
Adding territory to the existing Merged Chula ~ D 2006 to identify a Survey Area for preparation of a
Vista Redevelopment Project Area would preliminary expansion plan that must include a highly
strengthen the Agency's ability to leverage PRnIRV. INVEST detailed "blight" study. Legislation enacted in 2006
Low~Mod Funds for affordable housing, .. fJ (SB 1206) significantly altered redevelopment
including new construction and land WORK GROW agencies' requirements for making findings of blight
purchases, and further the Agency's legislative and expanc\ing project areas. This project is
charge to remove blight. proposed to move forward under the FY 07/08
i:I Adoption of a Survey Area. '07 X Annual Work Plan (Appendix A).
Proportionate Increase of 20% Housing .
Set~Aside LIVI
Conduct a policy study for developing an
accounting system that proportionately
increases the annual amount of tax increment
that is deposited into the Low~Mod Fund as
tax increment revenues reach specified goal
levels. This project would further the
Agency's ability to facilitate the creation of
affordable housing and meet its state~
mandated housing obligstions.
i:I Policy study to analyze the accounting '07 X Based on Council/Agency c\irection, Housing staff
structure and identify appropriate tax resources have been prioritized toward developing a
increment thresholds for set-aside Mobilehome Park Closure Ordinance. This project
increases. is proposed to move forward in the FY 07/08
Annual Work Plan (Appendix A).
12
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NORTH GEOGRAPHIC FOCUS AREA
~
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, Not Goals
Goals & Objectives / Yr Completed Completed Achievcd by Notes / Discussion
Implementing Programs ("') (X) Implementing
PLANS & POLICIES
Urban Core Specific Plan (UCSP) -I' 11
Support the preparatiou and completion of A1:1:I.. INYEST
the Urban Core Specific Plan. .. fJ
CJ Support City efforts to complete and '06 ,/ ('07) WORK GROW UCSP adopted on April 26, 2007. Ordinances will
adopt the UCSP and certify the Program I become effective in June.
ElR.
SHOll
Town Centre I (TC I) Redevelopment fJ
Plan Amendment
GROW
CJ Complete ERAF extension. '06 ,/ Adopted Ordinance #2006-3038 on July 25, 2006
extending the effectiveness of the TC I and Bayfront
Plans/Project Areas by two years pursuant to SB
1096. Also extended TC II and Otay Valley.
CJ Coordinate and work with a consultant to '06 ,/ ('07) Adopted the 2007 Amendment to the TC I Plan on
amend the land use designations in the April 26, 2007, in conjunction with the UCSP.
TC I Redevelopment Plan.
Environmental Remediation 0 ~
CJ Coordinate and work with individual '06 X This is an ongoing annual program for the five year
CU"'N PRIlIiRYI
property owners as contaminated sites are 11 work program. No projects were identified in '06
identified for the remediation of requiring Brownfields assessments or cleanup.
hazardous materials to create a viable INYEST
development site.
13
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Goals & Objectives / Not Goals
Yr Completcd Completed Achieved by Notes / Discussion
Implementing Programs (v') (X) Implementing
, i
PUBLIC INFRASTRUCTURE & AMENITIES
Third Avenue Streetscape Improvement ,r ~
Master Plan
"celli PRUIRVI
To encompass the Third Avenue corridor 11 rJ
from E Street to the north and H Street to the
South. The plan will include street INVUT GROW
improvements, street furniture, and lighting to
improve circulation and provide for quality
design, aesthetics, and identity to the area.
D Coordinate with the Third Avenue Village '06 X Awaited adoption of the UCSP. Consistent with
Association and the City's Engineering '07 X Guiding Ptinciple #1, the proposed activity will be
and General Services Departments to postponed until private investment has committed to
complete a streets cape plan. new development within the Third Avenue Village.
F St Streetscape Improvement Master Plan 0 ,r
To encompass F Street from Interstate~5 to CLK"" "celli
Fourth A venue. The plan will include an ~ 11
assessment of current deficiencies in the
infrastructure and street, to include sewer, PIlSIIRVI INVEST
curbs, sidewalks, gutters, and medians, and the rJ
planning, design, and construction of GROW
necessary improvements to address the
deficiencies. Improvements would assist in
the redevelopment of the old City corp. yard.
D Coordinate with the Engineeting '07 X Engineering is currently inventorying infrastructure
Department to complete an assessment of conditions for the entire City as part of the "It's
current deficiencies and an improvement About Our Neighborhoods" Program. With the
plan to address identified deficiencies. recent adoption of the UCSP, staff is beginning
The Agency will also coordinate with the discussions with Finance and Engineering about the
Finance Department and En~neerinQ: to develonment of a Financinrr Plan. Consistent with
14
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J'l\'l' \'l',\f 111lpkmullalJoo Jllolll (2()I)S 2009!
~
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........
Not I Goals
Goals & Objectives / Yr Completed Complcted , Achieved by Notes / Discussion
Implementing Programs (v') (X) I Implementi':'g
develop a Financing Plan for the Guiding Principle #1, the proposed activity will be
necessary improvements. postponed until private investment has committed to
new development in the E Street Transit Focus Area.
Parking - Downtown ,r 11
With the contemplated development of Al::l::UI INVEST
Agency lots currently used for surface parking,
there is a long-term need for a parking
management plan to better serve the
retail/ commercial uses within the vicinity.
Q Conduct a study of the parking needs for '06 ./ Hired consultant, Rich & Associates, in 2006 and
the Third Avenue commercial corridor '07 ./ began a comprehensive Downtown Parking
and develop a financing plan for the Management Study. Multiple community meetings
development of parking lots/ structures. held in 2006 and 2007. Consultant is currently
preparing a draft report containing technical data,
ftndings, and recommendations with alternative
implementation strategies. Expected to be completed
and presented to City Council in late summer 2007.
KEY CATALYST PROJECTS
Third Avenue Redevelopment 0 I
Opportunities
l::UAN SHOP
The development or redevelopment of vacant ~ 11
or underdeveloped properties located along
the Third A venue corridor from E Street to PRElif.RVf. 'Plvur
the North and G Street to the South. .. fJ
WORK GROW
Q Enter into Exclusive Negotiating '06 ./ In 2005, entered into ENAs with various developers
Agreements (ENAs) to explore, initiate, for sites located along the Third Avenue Corridor. In
and enter into development agreements 2006-2007, ENAs were extended, and new ENAs
for future redevelopment projects. were entered into, in anticipation of the UCSP.
15
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.-----.-.---.
~
,
~
, I Not Goals
Go..ls & Objectives / ,
I Yr Completed Completed Achieved by Notes / Discussion
Implementing Programs , (,.I) (X) , Implementing,
,
0 Negotiate and complete four Ag1:eements '07 X With the adoption of the UCSP on April 26, 2007,
for mixed-use retail and residential several ENAs in the Third Avenue Village were
developments. concurrently extended. Several ENAs have also
entered, or will soon be entering, the design phase
and RAC (Redevelopment Advisory Committee)
process outlined in the ENA schedules. If the UCSP
development permit (design review) process is
completed in 2007, demolition and/ or construction
could begin in 2008. This project is proposed to
move forward under the FY 07/08 Annual Work
Plan (Appendix A).
E Street & Woodlawn Redevelopment I ~ The CYRC is currently under ENA with a developer
Opportunities for the old City corporate yard (F St and Woodlawn),
SHOP PRESERVE adjacent to the E Street Trolley Station. Staff is also
The redevelopment of underdeveloped fJ ..
properties located south of E Street along in active discussions with several property owners
Woodlawn Avenue to provide a mixed-use IHVE5r WORK and prospective developers about redevelopment of
retail and residential development. fJ existing hotel/motel sites in the area and a large
GROW shopping center along the southerly side ofE Street.
0 Pursue Agreements with property owners '07 X Development interests in the area present important
and developers to provide the Agency opportunities for more integrated master planning of
with the ability to explore, initiate, and key sites in the Transit Focus Area (TF A). The
enter into different types of development adoption of the Urban Core Specific Plan has
agreements for future redevelopment promoted greater interests in the area, and greater
projects. confidence among property owners, investors, and
developers. This project is proposed to move
forward under the FY 07/08 Annual Work Plan
(Appendix A).
16
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~
r
~
(;.;
, ,
, Not Goals ,
Goals & Objectives / , Completed Completed Achieved by Notes / Discussion
Implementing Programs I Yr
I (,I) (X) Implementing
Scripps Hospital 11 fJ
0 Assist Scripps hospital in developing a '07 X INVEST GROW Initial staff dialogue with Scripps has expanded to
business plan to maintain the presence of larger discussions with broader group of H Street
quality medical facilities in the Northwest stakeholders about future development and
area of the City. expansion opportunities: Scripps, Chula Vista Center,
Courts/County, Gateway Chula Vista). This project
is proposed to move forward under the FY 07/08
Annual Work Plan (Appendix A).
AFFORDABLE HOUSING
Seniors on Broadway a
0 Complete the Seniors on Broadway '06 X LIVE Construction will be completed in the ftrst half of FY
housing project: 4l-un1ts of rental housing 07 ;08. This project is proposed to move forward
for extremely low and very low income under the FY 07/08 Annual Work Plan
seniors in the Southwest Project Area (Appendix A).
(825 Broadway b/w Sierra Way and K
Street).
New Construction of Housing a Proactive early development of affordable housing in
0 The Agency will work to acquire property '07 X the TC I Project Area to meet the Agency's 15%
LIVE
for the purpose of assisting in the statutory inclusionary requirement is critical. During
construction of 100 affordable rental units 2006 and 2007, the Agency actively pursued and
for very low and low income households. negotiated the purchase of vacant property in the
area to facilitate affordable housing development.
Although negotiations were not successful, the
Agency should continue to pursue appropriate sites
in the Third Avenue Village as they become available
on the open market. This project is proposed to
move forward under the FY 07/08 Annual Work
Plan (Appendix A).
17
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WEST GEOGRAPHIC FOCUS AREA
~
i
~
~
, ,
Not , Goals
Goals & Objectives / Yr Complctcd Complctcd Achicvcd by Notcs / Discussion
Implcmenting Programs (") (X) Implemcnting
PLANS & POLICIES
Bayfront Redevelopmcnt - Planning -I' I1
Support Bayfront mastcr planning bctwcen A'CUI INVEST
the Port of San Diego and the City of Chula .. fJ
Vista to create comprehensive, up-to-date, and
streamlined policies and initiatives for the .Oft GRDW
Bayfront Project Area. Support City efforts to
prepare and apply policy and legislative
documcnts that enable the implementation of
the Chula Vista Bayfront Master Plan
elements located within the City's jurisdiction.
0 Amend the existing BayEront '06 X As an implementing action of the Bayfront Master
Redevelopment Plan to align land use Plan, the Redevelopment Plan Amendment relies on
policies and procedures with the proposed the Master Plan EIR for CEQA requirements. The
Bayfront Master Plan. Plan Amendment will occur simultaneously with or
following the adoption of the Bayfront Master Plan.
This project is proposed to move forward under
the FY 07/08 Annual Work Plan (Appendix A).
0 Support the California Coastal '07 X LCP A and PMP A have not entered the Coastal
Commission Approval of Local Coastal Commission approval process yet. Awaiting
Plan Amendment (LCP A) and Port completion/ certification of the Master Plan EIR.
Master Plan Amendment (PMP A). This project is proposed to move forward under
the FY 07/08 Annual Work Plan (Appendix A).
'18
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1,'1\'t, Yur Illlplnll(,llLllI011 1'1:In (~(i(l:'i2nOI))
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I
~
I ,
Not Goals ,
Goals & Objectives / , Notes / Discussion
Yr Completed Completed Achieved by
Implenlcnting Programs (-") (X) Implementing
PUBLIC INFRASTRUCTURE & AMENITIES
Bayfront Redevelopment - Infrastructure 0 ,.r
Improvements CLEAN ACCII.
The Bayfront area lacks the necessary public 11 ..
infrastructure to support the redevelopment
of the area to more intense land uses as INVEST WORK
proposed within the Bayfront Master Plan. fJ
The redevelopment of the Bayfront area is a GROW
joint effort between the Port of San Diego
and the City of Chula Vista.
0 Coordinate with the Port and the City's '06 X As part of the Bayfront Master Plan, a facilities needs
Engineering and General Services '07 X assessment will be prepared. This project is
Departments to complete an assessment proposed to move forward under the FY 07/08
of the current public infrastructure needs. Annual Work Plan (Appendix A).
Coordinate with the Finance and
Engineering Departments to develop the
City's the Financing Plan for the
necessary improvements.
Goodrich 11 fJ
Goodrich has consolidated its operations
IItVUT GROW
within the Northern Area of the Bayfront. 0
The consolidation now allows the
redevelopment of their former site of CLIAN
operation.
0 Complete activities for the transfer of the '06 X The Agency and Goodrich are completing
Rados property to Goodrich as required negotiations for the transfer of the Rados property.
by the Agreement to allow for the This project is proposed to move forward under
consolidation within its North Campus tbe FY 07/08 Annual Work Plan (Appendix A).
and the vacancy of its former operations.
19
~If(..
~f;;
OOOf
mUlA \I1STA
I Not Goals
Goals & Objectives I I
, Completed Achieved by Notes / Discussion
Implementing Programs Yr Completed
(,() (X) I Implementing
KEY CATALYST PROJECTS
Resort Conference Center i fJ
Development of a 1,500 room hotel and
'HO~ GROW
400,000 sq foot convention space within the
Bayfront.
0 Select the developer and operator of a '06 ,( A Letter of Intent (LOI) was entered into by and
quality Resort Conference Center (RCC) between the City, Agency, Port District, and Gaylord
and begin negotiations. Entertainment July 2006 and extended on May 15,
2007 for six to nine months to allow for the
completion of negotiations for the development of
theRCC.
~
~
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20
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SOUTH GEOGRAPHIC FOCUS AREA
~
I
~
~
, , Goals
, Not
Goals & Objectives / Yr Completed Completed Achieved by Notes / Discussion
Implementing Programs ,
I , (V-) (X) Implementing
PLANS & POLICIES
Southwest Specific Plan '" .. A multi-departmental effort has been underway since
Facilitate the financing and preparation of a mid-2006 to scope out a work program and funding
Ao;CUI WOIIII plan for a Southwest Specific Plan. Staff is cnrrently
Specific Plan for the Southwest to provide for ~
appropriate land uses and development working with the Finance Department and Office of
standards to facilitate the development and GROW Budget & Analysis to restructure the Agency's budget
redevelopment of properties within the area. and find available revenues this fiscal year to help
fund a Southwest Specific Plan during the next fiscal
0 Work with the Finance Department and '06 X year. Following this Midterm Review, the CVRC and
the Office of Budget & Analysis to Agency will be reviewing and considering a proposed
develop a financing plan for the FY 07/08 Agency budget, including appropriations
development of the Southwest Specific requests to earmark monies for Southwest planning
Plan and initiate the development of the and civic engagement activities. This project is
Plan. proposed to move forward under the FY 07/08
Annual Work Plan (Appendix A).
Environmental Remediation 0 ~
0 Agency will coordinate and work with tlle '07 V- CLEAN PIIElEIlVE Completed and submitted an application in
Grants Manager to submit an application December 2006 with the EP A for a $250,000
for EP A Brownfield Assessment Grant Brownfield Assessment Grant Program. Staff will
Program for Phase I Site Assessments for receive notice in Mayor June 2007 of the EPA's
the entire Southwest Project Area decision.
21
~{((....
I~
Oida~A
~
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~
~
Not I Goals
Goals & Objectives / Yr Completed Complctcd Achieved by Notes / Discussion
Implementing Programs I (v') (X) Implementing
,
,
KEY CATALYST PROJECTS
Redevelopment Opportunities I ~
0 Identification of key strategic sites, which '07 X SHOP 'IUIIVE Most redevelopment staff resources were focused in
are vacant, stagnant or underutilized, to 11 .. the North while awaiting the UCSP. As a Southwest
stimulate redevelopment INV!!S' WOIIII. Specific Plan gets underway, staff will identify key
fJ strategic sites for redevelopment. This project is
proposed to move forward under the FY 07/08
"lOW
Annual Work Plan (Appendix A).
0 Facilitate completion of 180,000 sq. feet '06 ./ More than 180,000 sq. feet of new industrial
of new industrial development \.\lith '07 development is under construction on Main Street,
appropriate access and visibility to 1-805. west of Reed Court.
Auto Park Expansion 11 Economic Development staff is continuing to
coordinate \.\lith auto dealers and the Agency in
0 Complete construction of directional '07 X INVEST securing a site, funding, and contract for the
signs for Auto Park, including visible
freeway signage. construction of a freeway directional sign. This
project is proposed to move forward under the
FY 07/08 Annual Work Plan (Appendix A).
Public Outreach and Education 11 In 2006, created the Redevelopment Advisory
Develop an outreach and education program Committee (RAC) to facilitate "early and often"
INVEST
to provide the community with information input on project design. Southwest representation on
regarding the purpose and benefits of the RAC was emphasized as a priority for the CVRC.
redevelopment, the Agency's role, tools used, In addition, the Instirute for Local Government
and specific development proposals. (ILG) recently completed an assessment of civic
Implement an ongoing process of '06 ./ engagement practices in the City, including findings
0 and recommendations about education, training, and
educating and encouraging input from the '07 ./ capacity building for the community. Many of these
community regarding specific key recommendations are consistent with staff's
development proposals. multi-departmental scoPin" efforts for specific
22
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!'in' l'l',lf hl1l1!<:lllClltatioll P!:1ll (2(l(l3-20[ll)')
~
~
~
Goals & Objectives / Not Goals
Yr Completed Completed Achieved by Notes / Discussion
Implementing Programs , (,f) (X) , Implementing
I ,
planning and civic engagement in the Southwest,
including the preparation of a "white paper" by
redevelopment staff about newly emerging strategies
for community strengthening and capacity building,
and the application of those strategies in the
Southwest. The "Community Strengthening
Strategies" Report is attached as Appendix B. In
addition to the appropriation of Agency funds for the
Southwest Specific Plan, staff will also be requesting,
onJune 14'\ funding to initiate and facilitate dialogue
with community stakeholders in the Southwest about
the white paper and opportunities for applying
community strengthening strategies in the Southwest.
This project is proposed to move forward under
the FY 07/08 Annual Work Plan (Appendix A),
AFFORDABLE HOUSING
Mfordable Housing Program A
Expand housing opportunities for low and llYE
moderate-income residents by partnering with
affordable housing developers and providing
assistance for the new construction of
approximately 240 dwelling units.
Q Complete construction of 120 new low or '07 X The Agency expects to complete the construction of
moderate-income dwelling units. 41 new low income senior housing units in IT 07/08
and to approve funding in FY 07 (08 to Wakeland
Housing for an additional 40+ units. This project is
proposed to move forward under the FY 07/08
Annual Work Plan (Appendix A).
23
21JIJC \IIIJII':H\l HI':\'II.\V
Fiw Yl':H lmpknwnr:ltlllll Plan (2(jOS-2(jfJ91
Appendix A
PROPOSED FY 07/08 ANNUAL WORK PLAN
d-,:j ()
\J'PL~'<DJ\:\
I'Y (j7/08 ,\i\i\l'\L WllRK I'L,\'i
Fiv(' 'YUf [1l1pknwm:ltiOil Plan (2(J()3-2009i
Proposed Fiscal Year 07/08 Annual Work Plan
ALL GEOGRAPHIC FOCUS AREAS
G I & Ob' . ! Carried Over Goals Achieved
oa s )ccttvcs
. from 2006 or bv
InlplcmcntIno PrO(TramS
" " 2007? Implementing
COMPREHENSIVE PLANNING DOCUMENTS & PROCESSES
Public Outreach and Education
Develop an outreach and education program to provide the community
v.rith information regarding the purpose and benefits of redevelopment,
the Agency)s role, tools used, and specific development proposals.
D Provide general and technical information to community
organizations other civic groups.
[J Implement an ongoing process of educating and encouraging input
from the community regarding specific development proposals.
Expansion of the Chula Vista Redevelopment Project Area
Adding territory to the existing Merged Chula Vista Redevelopment
Project Area would strengthen the Agency's ability to leverage Low-Mod
Funds for affordable housing, including new construction and land
purchases, and further the Agency's legislative charge to remove blight.
D Adoption of a Survey Area.
11
INVUT
Proportionate Increase of 20% Housing Set-Aside
Conduct a policy study for developing an accounting system that
proportionately increases the annual amount of tax increment that is
deposited into the Low-Mod Fund as tax increment revenues reach
specified goal levels. This project would further the Agency's ability to
facilitate the creation of affordable housing and meet its state-mandated
housing obligations.
D Policy study to analyze the accounting structure and identify
appropriate tax increment thresholds for set-aside increases.
0 .r
CLUlN AC:C:US
~ 11
PRESERVE INVEST
.- .. fJ
WORK GROW
.
U..
.-
I
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CHt.TI~STA
NORTH GEOGRAPHIC FOCUS AREA
Goals & Ohjecth es I Carried Ovcr Goals Achieved
Itnplcmenting Programs from 2006 01 h~
2007? Implemcnting
PLANS & POLICIES
Environmental Remediation 0 ~
0 Coordinate and work with individual property owners as
CLUN PRUIERVE
contaminated sites are identified for the remediation of hazardous D
materials to create a viable development site.
INVIEST
KEY CATALYST PROJECTS
Third Avenue Redevelopment Opportunities 0 I
The development or redevelopment of vacant or underdeveloped
C~I"'N IHOP
properties located along the Third Avenue corridor from E Street to the ~ 11
North and G Street to the South.
PRIElIEIrVIE INVUT
0 Negotiate and complete four Agreements for mixed-use retail and ./ .. fJ
residential developments.
WORI{ GROW
0 Facilitate the completion of 60,000 sq. feet of new retaill commercial
development.
E Street & Woodlawn Redevelopment Opportunities I ~
The redevelopment of underdeveloped properties located south of E
EHO" PRUIRIVI
Street along Woodlawn Avenue to provide a mixed-use retail and 11 ..
residential development.
INVEST WORI{
0 Pursue Agreements with property owners and developers to provide ./ fJ
the Agency with the ability to explore, initiate, and enter into
different types of development agreements for future redevelopment GROW
projects.
Scripps Hospital D fJ
0 Assist Scripps hospital in developing a business plan to maintain the ./
INVlrtST GROW
presence of quality medical facilities in the Northwest area of the
City.
H Street Cortidor Study- NEW I ~
Develop a pathway for making the H Street Corridor a reinvigorated and
EHOP PRUUVe:
vibrant regional commercial and retail area by developing strategies to 11 ..
retain and grow existing businesses and identify and attract new jobs and
industries. INVl$T WORII
- New Program or Project for FY 07/08
2d(- 3cR
\PPL'U1X .\
n oe/OR \'\1'(1\1, \\'(IRK PL,I"
hh- Ycar Imrkmi..~nt:Hinll PhIl (:::(lOS":::O(J{J')
Goals & Objecthes / Carried Over Goals Achieved
Implementing Programs ftom 2006 ot by
2007? Implementing
0 Conduct a srudy of four key issue areas affecting economic and real NEW fJ
estate development opportunities in the H Street Corridor, between GROW
Fourth Avenue and the 1-5 Freeway, including: (I) Strategic vision
and implementation plan for creating new jobs of high economic
value generated from sources external to the City (new jobs); (2)
Analysis of the core economic, social, and transportation linkages
between the developing Bayfront and the Urban Core commercial
areas along Third Ave; (3) Analysis and recommendations for the
Scripps Health Complex and the Chula Vista Shopping Mall; and (4)
Alignment of economic development priorities with appropriate
urban design and transit along the Corridor.
Gateway Chula Vista .. fJ
0 Complete construction of 100,000 sq. feet of commercial/ office and WORK GROW
retail as the third phase of the Gateway project.
AFFORDABLE HOUSING
Seniors on Broadway
0 Complete the Seniors on Broadway housing project: 41-units of ./ .
UVl':
rental housing for extremely low and very low income seniors in the
Southwest Project Area (825 Broadway b/w Sierra Way and K
Street).
New Construction of Housing
0 The Agency will work to acquire property for the purpose of ./ .
LIVE
assisting in the construction of 100 affordable rental units for very
low and low income households.
3 d{- 33
~\~
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cHlI,'NISTA
---------
WEST GEOGRAPHIC FOCUS AREA
Goals & Objectives / Carried Over Goals Achieved
Itnplcmcnting Programs from Z006 or by
ZOO7? , Implctncnting
PLANS & POLICIES
Bayfront Redevelopment - Planning ,r 11
Support Bayfront master planning between the Port of San Diego and Aeeus INVEST
the City of Chula Vista to create comprehensive, up-to-date, and .. fJ
streamlined policies and initiatives for the Bayfront Project Area.
Support City efforts to prepare and apply policy and legislative WORK GROW
documents that enable the implementation of the Chula Vista Bayfront
Master Plan elements located within the City's jurisdiction.
0 Amend the existing Bayfront Redevelopment Plan to align land use .-
policies and procedures with the proposed Bayfront Master Plan.
0 Support the California Coastal Commission Approval of Local .-
Coastal Plan Amendment (LCP A) and Port Master Plan Amendment
(PMPA).
0 Support efforts by the developer and the Port to obtain State Lands
Approval.
Bayfront Redevelopment - Infrastructure Improvements <<) ,r
The Bayfront area lacks the necessary public infrastructure to support e~IlAN ,<<;ellu
the redevelopment of the area to more intense land uses as proposed 11 ..
within the Bayfront Master Plan. The redevelopment of the Bayfront
area is a joint effort between the Port of San Diego and the City of INVEST WORK
Chula Vista. fJ
.- GROW
0 Coordinate with the Port and the City's Engineering and General
Services Departments to complete an assessment of the current
public infrastructure needs. Coordinate with the Finance and
Engineering Departments to develop the City's the Financing Plan
for the necessary improvements.
Goodrich 11 fJ
Goodrich has consolidated its operations within the Northern Area of
INVEST GROW
the Bayfront. The consolidation now allows the redevelopment of their <<)
former site of operation.
,,~
0 Complete activities for the transfer of the Rados property to .-
Goodrich as required by the Agreement to allow for the
consolidation -..vithin its North Campus and the vacancy of its former
operations.
4 cX-3,;f
1'\ (P;iJS Y""l'\/' W(lI(1-- 1'/,,\,\
\ P P J~"\: D r)\ .\ Five \\.<11" Jmrkmcnut1tl1l Phn (200S-2(j(J'J,
Goals & Objccti\cs / Carried Over Goals Achieved
Implementing Programs from 2006 or by
2007? Implcmcnting
Q Demolish and remove vacant buildings located at Goodrich's former
operations.
0 Environmental cleanup of groundwater contamination in the West
Geographic Focus Area,
KEY CATALYST PROJECTS
Residential Development fJ
Construction of up to 2,000 units of residential units within the Bayfront
GROW
master planning area.
Q Entide the residentially zoned land of the Bayfront Master Plan area,
5 c1,-,gS-
~v?-
-~-
~u:.s:.
nHSrx~STA
SOUTH GEOGRAPHIC FOCUS AREA
,
Goals & Objecti,'es / ' Carried A, er Goals Achieved
Implementing Programs from 2006 Of by
ZOO7? , ImplcJncnting
PLANS & POLICIES
Southwest Specific Plan ./' ..
Facilitate the fmancing and preparation of a Specific Plan for the
ACCEss. WDRR
Southwest to provide for appropriate land uses and development rJ
standards to facilitate the development and redevelopment of properties
within the area. GROw
0 Work with the Finance Department and the Office of Budget & ./
Analysis to develop a financing plan for the development of the
Southwest Specific Plan and initiate the development of the Plan.
0 Support City efforts to complete the Southwest Specific Plan,
Environmental Remediation ~ 0
0 If awarded EP A Brownfield Assessment Grant, complete Phase I PREURVE CUAN
site assessments for Southwest Project Area.
0 Submit an application for EP A Revolving Loan Fund Grant
Program to complete Phase II site assessments and cleanup.
PUBLIC INFRASTRUCTURE & AMENITIES
Main Street Improvement Plan ./' l1
0 Agency will coordinate with the Engineering Department to ACCEU lNVUT
complete an assessment of current deficiencies and an improvement rJ
plan to address identified deficiencies. The Agency will also GROw
coordinate with the Finance Department and Engineering to
develop a Financing Plan for the necessary improvements.
KEY CATALYST PROJECTS
Redevelopment Opportunities i ~
0 Identification of key strategic sites, which are vacant, stagnant or ./ SHOP PRnllRVII
underutilized, to stimulate redevelopment l1 ..
INVEST WORM:
rJ
GRDW
6 of-3t;
\PPL}\l)IX
I'\' 11'/08 .11'i!\l'\L wonK PL.I"
J;il'l' Yl':\r ImrkmcllLlti(\f1 Phn (~Il()S-~(j(JI))
G I & Ob. t. / Carricd Oycr Goals Achieyed
oa s Jce I\CS
. from 2006 or by
Implcmentmg Programs 2007'.
. Implcmenung
Auto Park Expansion
o Complete construction of directional signs for Auto Park, including
visible freeway signage.
Auto & Construction Material Recycling Areas-
The Otay Valley Project Area is home to numerous automobile and
construction material recycling businesses. These businesses provide a
needed service, but there may be higher and better uses for this location
of the City.
o Conduct a feasibility study for the Otay Valley Project Area to: (1)
Determine if other land uses, such as expansion of the auto park or
development of new industrial or business parks, may be a better use
of some or all of the Project Area; (2) Analyze the compatibility of
existing and potential future land uses v.rith the surrounding
community; and (3) Examine bow existing and potential land uses fit
into the overall economic development strategy for the City.
Landfill Annexation-
The City has an agreement with the County of San Diego that allows the
City to annex and acquire approximately 54-acres of land adjacent to the
landfill.
o Conduct a study to determine if deyelopment of a business or
industrial park at this location could create a competitive advantage
in recruiting private, knowledge-based technology companies to
Chula Vista. Because of its location within the Otay Valley Project
Area and proximity to numerous auto recycling businesses, study
complements the analysis of the existing automobile and
construction material recycling uses.
Public Outreach and Education
Develop an outreach and education program to provide the community
with information regarding the purpose and benefits of redevelopment,
the Agency's role, tools used, and specific development proposals.
o Implement an ongoing process of educating and encouraging input
from the community regarding specific development proposals.
o ~*Begin and fund an exploratory dialogue with community
stakeholders in the Southwest about the principles and models
presented in the "Community Strengthening Strategies" white paper,
and the possible application of those principles in Southwest Chula
Vista.
- New Program or Project for FY 07/08
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Implementing Programs ffom 2006 Of b)
2007? Implementing
AFFORDABLE HOUSING
Affordable Housing Program
Expand housing opportunities for low and moderate-income residents a
L1V1
by partnering with affordable housing developers and providing
assistance for the new construction of approximately 240 dwelling units.
Completion of this project would eliminate factors hindering I
economically viable use.
D Complete construction of 120 new low or moderate~income ,/
dwelling units.
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Appendix B
WHITE PAPER - "COMMUNITY STRENGTHENING STRATEGIES
AND THEIR APPLICA TION TO SOUTHWEST CHULA VISTA"
cX-3 c;
APPENDIX B
Attachment 1
Report to the City Council, Redevelopment Agency,
and Chula Vista Redevelopment Corporation
Community Strengthening Strategies
And Their Application to Southwest Chula Vista
Prepared:
May 2007
Submitted by:
Ann Hix, Acting Director of Community Development
Prepared by:
Sarah Johnson, Community Development Specialist
Via:
Jim Thomson, Interim City Manager
d--fr)
Community Strengthening Strategies
Report to the City Council
1
Table of Contents
I. Introduction .................................... ...................................... ..... ......................2
A. Purpose........................................................................................................2
B. Overview......................................................................................................2
C. Recommendation......................................................................................... 3
D. Organization of Report.. ........ ....... ............... ....................... ..........................4
II. Why Apply Community Strengthening Strategies in the Southwest? .......4
III. Why Would the Southwest Benefit? .............................................................6
IV. What Is Comprehensive Community Strengthening? .................................8
A. Theory and Principles.................................................................................. 8
B. Model and Strategy .......... ..................................................... ......................9
V. Where Has Comprehensive Community Strengthening Been
Successful? .................................. .................................................................13
VI. Conclusions and Recommendations ..........................................................15
REFERENCES ..........................................................................................................19
Appendix 1 - Data about the Southwest
Appendix 2 - Visual Model: Community Building Strategy
Appendix 3 - Successful Examples
Appendix 4 - National League of Cities publication
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Community Strengthening Strategies
Report to the City Council
2
I. Introduction
A. Purpose
This white paper was prepared to aid the City Council in policy decisions about community
strengthening efforts in Southwest Chula Vista. Although local governments play an
irreplaceable role in making cities desirable and equitable places to live, government alone
cannot meet the wide array of needs that diverse communities have today. City halls
nationwide are realizing that comprehensive community revitalization requires collaboration
with local stakeholders from all sectors, including residents, businesses, civic groups, and
non-profit orgaruzations. Many communities have achieved lasting and mearungful change by
employing the theories and principles of community strengthening, also known as community
building or comprehensive community change. This white paper explores opportunities for
the City to apply these general principles to a specific area of the City, the Southwest, and
recommends that the City collaborate with local stakeholders to explore the implementation
of a comprehensive community strengthening strategy that seeks to build the Southwest's
human, social, orgaruzational, and civic capacity.
B. Overview
This white paper examines a newly emerging nationwide trend of local communities that are
employing new strategies and public-private partnerships to build capacity and improve
quality oflife at the local level. These communities share many of the characteristics found in
Southwest Chula Vista and offer several models that the Southwest could draw from. This
white paper explores the theories and principles behind community strengthening, and
recommends initiating community strengthening strategies in the Southwest.
Community strengthening emphasizes process before product, and prioritizes capacity
building to give communities the tools they need to help themselves. Capacity building is the
process of facilitating change by providing people with training, resources, and support in
areas such as government structure and processes, leadership training, and access to local
programs and services. Strengthening the knowledge and skills of individuals and local
organizations, and building relationships between them, creates informed networks of
stakeholders. A community with connections to each other and to external resources has civic
capacity to engage City Hall in constructive dialogue about the future of their community.
Investing time and resources into the process of education and strengthening social networks
creates self-empowered, well-informed communities and achieves product outcomes as a
result.
While principles behind community strengthening strategies can be applied in almost any
community, the Southwest has unique assets and needs, and stands to benefit from a broad
community strengthening strategy that builds capacity and addresses community issues
comprehensively. As master planned communities in the east approach build-out and
revitalization efforts in the Urban Core move forward, the City's long-term planning focus is
shifting to the Southwest. The Southwest's history, including the annexation of the
Montgomery Area, and perceptions of under-representation and mistrust with City Hall, make
~-~c:l
Community Strengthening Strategies
Report to the City Council
3
a collaborative and comprehensive approach essential to build public trust. To gamer support
for City goals such as redevelopment and specific planning, City Hall, community
organizations, local businesses, and other stakeholders must partner to improve the quality of
life for Southwest residents. Without a comprehensive community strengthening strategy, the
City's conventional planning processes and civic engagement practices are not likely to be
successful.
C. Recommendation
Staff is seeking authorization to begin a dialogue with community stakeholders about the
principles and models presented in the white paper, and their possible application to the
Southwest. An initial group of community stakeholders could include: schools, businesses,
nonprofits, regional foundations, faith-based organizations, community organizations, higher
education, and other public agencies. Topics to be discussed include:
. How to apply community strengthening principles and models in the Southwest.
. How to expand the community strengthening dialogue to broader segments of the
community.
. How to launch a comprehensive community strengthening effort in the Southwest that
is organized and led as a partnership among local stakeholders, including City Hall.
. What process would be used to identify core objectives and program areas for such an
effort, which would require further input from the broader community.
. How to integrate the development of a Southwest Specific Plan into this effort.
. Where to find funding sources and financing structures.
. What educational tools, practices, and training are needed to strengthen capacity.
The initial group could develop a work program that addresses the above discussion topics,
and present the program to the City Council and other agencies and organizations for further
dialogue and/or action. A key component of the work program would be the implementation
of community strengthening and civic engagement strategies that will include broader
segments of the Southwest population.
Moving forward with a community strengthening strategy is important to the success of
several initiatives currently underway or about to start in the Southwest:
Importance for Civic Engagement Practices
Several of the community building principles described in this report relate to CIVIC
engagement practices and are consistent with many of the key recommendations provided in
the civic engagement study that the Institute for Local Government (ILG) recently conducted
for the City. Implementing the concepts and recommendations offered in this white paper
would be one step toward implementing the ILG report's recommendations in the Southwest.
For instance, the unique language and cultural characteristics of the Southwest should be
considered in decisions about civic engagement practices there. To build public trust and to
engage a sector of the public that currently is not involved, the City may need to consider
translating public notices and correspondence, public hearings, and community meetings into
Spanish, and find other creative ways to involve typically less involved communities.
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Community Strengthening Strategies
Report to the City Council
4
Importance for Southwest Specific Planning
Framing Southwest specific planning efforts in the context of a community strengthening
strategy has several advantages. It will help the community understand the importance of
planning and zoning as related to other areas of community concern. At the same time, it will
acknowledge that planning and zoning is only one part of community strengthening, and
cannot by itself address the array of concerns that exist. A community strengthening strategy
will provide Southwest residents with a forum to raise concerns that are broader than specific
planning issues, and allow the public process for specific planning efforts to remain focused
and productive.
Importance for Redevelopment
Community outreach and education, and facilitating the financing and preparation of a
Southwest Specific Plan by 2008, are major goals of the Redevelopment Agency's adopted
2005-2009 Five Year Implementation Plan. Comprehensive community strengthening
strategies will facilitate both of these goals, which are essential to the success of
redevelopment in the Southwest. Redevelopment is facilitated not only by appropriate
planning and zoning frameworks, but also by active and well-informed business associations
and community groups working together and with City staff to improve economic
development, public safety, neighborhood beautification, and access to social services.
Redevelopment will not proceed as desired in the Southwest if City staff is the sole or even
the primary group working toward it.
D.OrganaaUonofReporl
The remainder of the report:
. Explains why a community strengthening strategy is necessary in the Southwest;
. Provides a profile of Southwest Chula Vista and explains how it would benefit;
. Presents theories, principles, and models of comprehensive community strengthening;
. Highlights national trends and examples of cities that have undergone successful
community strengthening efforts; and
. Recommends applying community strengthening efforts in the Southwest.
The Appendices provide more in-depth information about demographics in the Southwest,
examples of successful community strengthening efforts, and a recent National League of
Cities publication on best practices in building equitable communities.
II. Why Apply Community Strengthening Strategies in the
Southwest?
Local government is an essential partner in creating and maintaining meaningful change.
However, in cases where broad community strengthening is needed, government cannot
accomplish widespread change alone. Many communities with characteristics similar to those
of the Southwest have benefited from collaborative efforts that involve city hall and
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Community Strengthening Strategies
Report to the City Council
5
community stakeholders, including local business interests. These public-private partnerships
often follow the principles of what has been called community strengthening, community
building, or comprehensive community change. These models view community needs and
assets comprehensively, and focus heavily on strengthening the skills and resources of
individuals and organizations. Building human, social, organizational, and ultimately civic
capacity gives communities tools to help themselves. A collaborative effort to build capacity
and strengthen community in the Southwest would not only be beneficial to the Southwest,
but it is also necessary to achieve the City's goals in the Southwest. City-community
partnerships in community building efforts are essential to build public trust, improve the
quality of life in an underserved area, and stimulate redevelopment efforts and other city goals
for the Southwest.
Due to the Southwest's history and its current demographics, there is a perception that the
Southwest has not been a priority for the City in recent years, and many residents feel
underrepresented in City Hall. To acknowledge and avoid past roadblocks, and to capitalize
on renewed community interest and commitment, it is necessary for the City to make
intentional efforts to build public trust in the Southwest. Partnering with existing community
organizations and stakeholders to initiate a comprehensive community strengthening strategy
will demonstrate a good faith effort to value public opinion and public process.
Fundamental to any community strengthening effort
is the desire to improve the quality of life for
residents. Building individual, social, and
organizational capacity provides a community with
the resources to improve conditions in their own community. Facilitating a process that
strengthens networks between existing community groups and provides an opportunity for
new organizations to develop would create partnerships that can effect change on a broad
scale. Additionally, strengthening the City's relationships with community groups and
increasing the community's access to local government would benefit all parties and make
community strengthening more efficient by combining efforts. The only way to achieve
tangible outcomes is through a collaborative effort where all players have the skills and
resources necessary to accomplish a broad array of goals.
A Community Strengthening Strategy in the
Southwest is essential to build public trust,
improve quality of life, and accomplish
redevelopment in the area.
Comprehensive community strengthening efforts are also necessary to achieve redevelopment
in the Southwest. To accomplish successful redevelopment that serves local residents, it is
necessary to view community concerns and opportunities for improvement through a
comprehensive lens. As acknowledged in the Redevelopment Agency's 2005-2009
Implementation Plan, which set a goal to facilitate the financing and preparation of a
Southwest Specific Plan by 2008, planning and zoning are important in providing the
framework for the future development. However, the type of community envisioned in a
specific plan may not come to fruition if elements such as economic development, affordable
housing, education, and social services are not in place. Strengthening capacity in the
Southwest will empower the community to engage City Hall and drive improvement efforts in
their own community. Without well-developed business associations and community
organizations, working toward goals such as small business support, neighborhood
beautification, and public safety, redevelopment may not proceed as desired.
c1-1~
Cormllun,ty Strengthening Str2teg:Es
Pepcrt to tl--'e City Council
6
The following sections describe the Southwest's unique character and challenges, outline the
model and principles of conununity building, and demonstrate how other cities nationwide
have successfully implemented comprehensive strengthening strategies. Staff recommends
initiating dialogue with existing community stakeholder groups in the Southwest about how to
tailor these models and success stories to the needs of the Southwest community, and
implement them collaboratively.
III. Why Would the Southwest Benefit?
The Southwest's history and character indicate that it is a portion of the City with unique
assets and needs, and an area where comprehensive community strengthening has the
potential to significantly improve the quality of life for residents. Traditional City methods of
public involvement will not be sufficient in the Southwest due to public trust issues, broad
areas of community concern, and unique demographics and character.
The Southwest Planning Area, as defined in the General Plan, consists of approximately 5,753
acres or almost nine square miles. It is generally bounded on the north by L Street; on the
south by the Otay River; on the east by Interstate 805; and on the west by the San Diego Bay.
The Southwest includes several mature neighborhoods such as Harborside, Castle Park, Otay
Town, Woodlawn Park, Broderick Acres, Whittington Subdivision, and West Fairfield. The
3.9-square-mile Montgomery area, which was annexed to the City from San Diego County in
1985, covers a major portion of the Southwest. The Southwest has diverse land uses including
residential, commercial and industrial businesses. Some of the Montgomery Annexation areas
historically developed without adequate planning and zoning controls, which has led to
incompatible and inefficient land use patterns. Despite City efforts to date, many challenges
remain in the Southwest.
Current demographic information
suggests that the Southwest merits
consideration for activities such as
capacity building and community
strengthening. While some
characteristics are expressions of
the Southwest's assets, such as its
cultural diversity and unique
history, certain demographic data
are indicative of challenges the
Southwest faces. When compared to
the City of Chula Vista as a whole,
and to national averages, the
Southwest demonstrates lower
levels of median income and
educational attainment, and higher
levels of minorities, non-English speakers, and disabled residents. Understanding community
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Community Strengthenmg Strategies 7
Report to the City Council
conditions provides insight into ideal strategies for effective service provision, capacity
building, and public process in civic affairs such as specific planning.
The following demographic data is based on the sixteen census tracts that comprise the
Southwest area as defined above. The total population of the Southwest is 77,171, which
accounts for 36.2% of Chula Vista's total population (SANDAG estimates; 2005 American
Community Survey). Key economic indicators demonstrate that residents of the Southwest
have less financial resources than residents in other areas of the City or country. The median
household income in the Southwest was $39,694 in 2000, which was significantly lower than
the $44,861 median income citywide and also lower than the national average of $41,990. It
follows that 15.2% of the Southwest's population was living below the poverty line in 2000,
which was much higher than the national average of 11.3%.
Educational attainment in the Southwest is also lower than in other areas of Chula Vista.
While 78.5% of Chula Vista residents citywide have graduated high school, and 22.2% have a
bachelor's degree or higher, only 66.5% and 10.6% of residents in the Southwest have those
levels of educational attainment, respectively (2000 Census). The percentage of Southwest
residents with a disabilityl is 20.3%, just slightly higher than citywide and national averages,
which are both 19.3%.
Any public outreach in the Southwest must consider economic
and educational factors, and race, ethnicity, culture, and
language. Over half of Chula Vista's residents citywide are
Hispanic or Latino (55.8%), which is significantly higher than
the national average of 14.5% (2005 American Community
Survey). However, the Latino population in the Southwest is
still much higher at 66.5% (SANDAG Estimates). In fact,
almost half of residents in the Southwest spoke Spanish in 2000 (49.6%), and 11.2% of
residents overall did not speak any English. One could assume that based on the growth of the
Latino population in the Southwest since 2000, the number of Spanish speakers has increased.
Appendix 1 contains more detailed demographic data for the Southwest.
Southwest Data:
Size: ~9 sq. mi.
Population: 77,171
% of City Pop: 36.2%
Med Income: $39,694
Hispanic: 66.5%
Spanish Speakers: 49.5%
High School Grad: 66.5%
This information generates several recommendations regarding how community strengthening
should be conducted. Lower-than-average levels of educational attainment in the Southwest
suggest a need for capacity building. The high percentage of Spanish speakers indicates that it
is essential that outreach efforts be conducted in Spanish. Documents should be translated into
Spanish and meetings should provide translation. Additionally, opportunities for participation
in civic affairs should be provided in multiple forms, including some options that require less
time and resources than others. For example, those who work full time and families with
children may not have as much free time for civic engagement as other community members
but they may still like to participate in one-time events or groups that do not require frequent
meetings. Childcare should also be provided at community meetings, and interested
participants should be polled on the best times, days, and locations for meetings. Additionally,
] Disability is defined by SANDAG's Data Warehouse, Glossary afTerlTIs, as "A long-lasting physical, mental, or emotional
condition making it difficult for a person to do activities such as walking, climbing stairs. dressing, bathing, learning, or
remembering. May also impede a person from being able to go outside the home alone or to work at ajob or business."
01-17
Community Strengthening Strategies
Report to the City Council
8
to involve a wide cross-section of the community in civic affairs, it may be necessary to use
creative methods such as focus groups that provide incentives for participation. Absent these
efforts, community strengthening efforts will not reach less involved segments of the
Southwest population.
IV. What Is Comprehensive Community Strengthening?
The Southwest stands to benefit greatly from a broad community strengthening strategy that
seeks to build capacity and address community issues comprehensively. Goverrunent,
communities, businesses and philanthropic organizations can work together to achieve
common social, economic and environmental outcomes. This holistic approach to improving
quality of life at the local level has taken on several names--community strengthening,
community building, and comprehensive community change are some of the most common-
but all are based on similar core principles. The following is a discussion of the theory and
principles of community building, strategic models for accomplishing community change,
national trends in the field, and successful examples of partnerships where local goverrunents
have taken the initiative to be a part of comprehensive community strengthening. References
to where these concepts can be applied to the Southwest are interspersed in this section, and a
complete set of conclusions and recommendations.
A. Theory and Principles
In sum, comprehensive community strengthening,
or community building, can be defined as "the
democratic or participatory efforts to enhance the
capacities of individuals and organizations in
communities and the connections between them" (Auspos 2005). It is not a program or
technique, but rather a conceptual framework; community building deals'not only with what
is done to improve a community, but how. It is not an abstract concept; it involves concrete
elements of strengthening the knowledge and skills of individuals and community institutions,
and building relationships between them (Kubisch et at. 2002). Relationships both within the
community and between the community and goverrunent are important. The matrix below
sununarizes the social networks and partnerships that community building emphasizes.
Individuals must have their own skills and knowledge, as well as relationships with each other
and with organizations that also have the skills and knowledge to effect change. In turn,
organizations must be connected via networks or coalitions; it is these levels of capacity and
partnerships that make community building possible.
Community Building is...
an inclusive effort to strengthen the knowledge
and skills of individuals and organizations, and
the connections between them.
ea acit
Individuals Leadership and Skills Development
(Govt. structure/process, access to resources)
Services and Su art
Or anizations Or anizational Develo ment
Connections
Social Capital
(Relationships, connections)
Communi Or anizin
Coalitions, Networks
The theory behind this type of community strengthening is that the people who are most
affected by local decisions should be able to influence change. Therefore, community
strengthening is an ongoing, democratic process that underscores the values of equity, self-
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Community Strengthening Strategies
Report to the City Council
9
determination, social justice, and respect for diversity. Residents are central to the process not
only as beneficiaries of change, but also as agents of change. Their involvement lends trust
and legitimacy to the process (Kubisch et al. 2002).
Goals for strong communities include the following (Department for Victorian Communities):
. strong partnerships and collaboration between community organizations;
. local leadership, ownership and control;
. economic, social and environmental assets;
. knowledge and understanding of community;
. the ability to organize participation, determine priorities, and best use resources; and
. governance structures through which action can be organized.
Comprehensive community strengthening can maintain focus on traditional government
responsibilities, while changing the way initiatives are designed to improve service delivery.
Several cities-Minneapolis and San Jose, for example-have applied the principles of
community building to create more inclusive community planning processes. If planned well,
community strengthening can use existing resources more efficiently rather than requiring
additional funding (Department for Victorian Communities). The Strong Neighborhoods
Initiative in San Jose found that looking at community issues from the residents' perspective
achieved a more efficient and responsive service delivery system. The San Jose City Council
committed to incorporate community priorities into the City's Capital Improvement Plan, and
saw that by realigning existing resources, they could better connect resources to community
priorities (www.strongneighborhoods.org).
These principles of inclusive governance can and should be applied to the Southwest.
Growing community concern about public prioritization of incompatible land uses, public
health and safety, and the impacts of new development give the City the opportunity to
proactively solicit public prioritization of community concerns. If the City is not proactive
about collaboratively identifYing and responding to concerns from the public, an antagonistic,
reactive relationship may develop between City Hall and portions of the Southwest
community.
B. Model and Strategy
National trends in comprehensive community change suggest that attention to three key issues
is important in developing a successful model for community strengthening. Successful
initiatives have done the following: I) focused on process before product (and achieved
product as a result), 2) invested time and resources into human, social, and organizational
capacity building, and 3) developed a strategic scope and work plan from the beginning.
Process before Product
The long-term vitality and quality of life in a community is primarily dependent not on the
short-term completion of products or programs, but on the knowledge and skills of residents
and stakeholders, which enable communities to become self-empowered and bring about
positive change. While community building can be a means to an end, and emphasize
program goals and outcomes, it must also be an end in itself, by focusing on resident
leadership, social capital, and neighborhood empowerment (Kubish et al. 2002). A
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Community Strengthenrng Strategies
Report to the City Council
10
community strengthening strategy that focuses only on short-term products is not likely to see
the 1:>enefits of a more process-oriented approach; however, an initiative that prioritizes
process is likely to also see tangible "product" results.
The City of San Jose is one example of a city that focused on process before product, and
achieved exciting results. The Strong Neighborhoods program viewed each of its initiatives as
having a "double bottom line"-to both build leadership and produce results. With support
from staff, each neighborhood was expected to form a 501(c)3 organization, develop a
prioritized neighborhood plan, and leverage additional resources needed to implement it. A
new neighborhood urban park and a Community and Policing Center are just some examples
of the results achieved by focusing on developing community skills and leadership--process
before product (www.strongneighborhoods.org).
In the Southwest, focusing on the process of strengthening the skills and knowledge of
individuals and organizations, and their connections to each other and to govemment, will be
essential to achieving long-term improvements in the community.
Capacity Buildinq
A process-oriented approach facilitates capacity building, which is a key component of
successful community strengthening. One public sector community builder stated that
"Capacity building is a process of managing change by making training, resources and
support available to people" (Department for Victorian Communities). To achieve meaningful
community and civic capacity, three levels of capacity building must be addressed-human,
social, and organizational. The flow chart in Appendix 2 visually depicts this model of
capacity building (adapted from Saegert; Auspos 2005).
Human capital refers to the skills and
knowledge of individuals, and is
strengthened primarily through education
and training. Providing the public training in
leadership, local govemment, city planning,
small business development, public health,
and other community issues are examples of
building human capital. The Warren Connor
Development Coalition (WCDC) in Detroit
participated in the Annie E. Casey Foundation's Rebuilding Communities Initiative (RCI) and
focused heavily on human capacity building. They instituted "Project Lead," which provided
a series of workshops on leadership, city agencies, and other areas the community wanted to
learn more about. The WCDC also focused on getting youth involved, and on building the
capacity of the community's youth.
Human Capital: Individuals' skills & knowledge
Social Capital: Networks, norms, & social trust that
facilitate cooperation; "Relationships that lead to
action."
Organizational Capital: Strength of community
groups, business associations
Community Capital: Built from human, social, and
organizational capacity; community's ability to be self-
empowered; collective visioning, agenda-setting
Civic Capital: Collective ability to engage public
~p.r.tnr: Rr.r.P.~~ AxtArn::J1 rp.~OIJrr.p.~
There are innumerable ways to strengthen human capital in the Southwest. Several
community groups may already have training or education elements as part of their work that
they may wish to tailor to the Southwest. There may be opportunities to partner with local
schools or colleges to offer innovative community-oriented educational opportunities. The
City may choose to hold a series of workshops on the basics of local government, City
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Community Strengthening Strategies
Report to the City Council
11
programs and services, and how to get involved. Staff is also currently exploring the creation
of a City Resource Guide to inform residents about City services, and how to connect with
needed resources.
Social capital is the relationships, informal networks, norms, and social trust that facilitate
collaboration between individuals in a community. Simply stated, social capital is the
existence of relationships that facilitate action (Saegert). Strengthening social capital involves
getting people together, either at traditional meetings or more creative events such as
community walk -throughs, block parties, or volunteer events. It is important to facilitate
broad participation by offering multiple opportunities for stakeholders with varying levels of
time and resources. It is necessary to solicit community input on what will attract
participation-translation at meetings, childcare, food, or nontraditional meeting times and
locations, for example.
The Minneapolis Neighborhood Revitalization Program (NRP), which was formed by the
City Council and the Minnesota state legislature to address decline in urban neighborhoods, is
an example of an initiative that emphasized the value of broad participation and relationship
building. Each neighborhood organization that wanted to participate in the program had to
sign a "Participation Agreement," which outlined how they planned to involve a diverse
group of community stakeholders, including minority populations, renters, and other
underrepresented groups. The neighborhood groups had to provide multiple opportunities for
participation via activities such as meetings, surveys, events, and focus groups
(www.nro.org).
In a community like the Southwest, where the community does not yet enjoy the level of
organization that is necessary for broad civic engagement or community-led improvements,
and where a large part of the population may be underrepresented, community organizing
would likely be a necessary part of building social capital. To get a wide cross-section of the
community involved, resource-intensive community outreach such as going door-to-door,
distributing flyers, or conducting Spanish language focus groups may be necessary.
Finally, strengthening the ori!anizational eaoital of existing community groups and
encouraging the development of new groups is integral to building community capacity. As
research suggests, "Strong organizations are especially important in communities of lower
socio-economic status to offset their other barriers to participation" (Fung and Fagotto 2006).
Strategies for enhancing organizational capacity in the Southwest could include educating
groups on how to leverage funding by providing grant writing training or an ongoing list of
grant opportunities, for example. Other strategies may include providing leadership and
management training for existing or budding leaders, or offering small business support or
development training. The San Jose Strong Neighborhoods Initiative, for example, provided
grant writing training to neighborhood groups, which were then expected to leverage outside
funding to complement city funding for the implementation of neighborhood plans
(www.strongneighborhoods.org). Another important aspect of organizational capacity is
coalition building, or developing consistent communication among community groups and
collaboration on strengthening efforts.
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Community Strengthening Strategies
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Part of organizational capacity building in the Southwest may include encouraging the
formation of new community or neighborhood groups, particularly if certain areas or sectors
of the population do not feel represented by existing groups. This will not occur, however,
absent human and social capital strengthening. The Minneapolis Neighborhood Revitalization
Program was very successful at facilitating the formation of new community groups. Prior to
the NRP, most neighborhoods had weak or unstable levels of organization, if any. Today, all
81 urban neighborhoods in the program have functioning 50 I (c)3 neighborhood organizations
(Fagotto and Fung 2005). In the Southwest, organizations may form around either geographic
or issue areas, or both.
Community cavacitv may be developed only after training and orgamzmg efforts with
individual residents and organizations have been completed. The community will then be
better equipped to collectively participate in local visioning, planning, and agenda-setting, and
will be able to take ownership of change. This level of self-empowerment is often called
community capacity. "Community Capacity is the interaction of human, organizational and
social capital existing within a given community that can be leveraged to solve collective
problems and improve or maintain the well-being of a given community" (Chaskin 1999 as
cited in Auspos 2005).
Strengthening community capacity in Southwest Chula Vista may mean going through a
community visioning process, which could include mapping out community assets and needs,
and prioritizing action areas. Also, research indicates that community planning is a tangible
product that successfully reduces common barriers to city-community collaboration (Rich et
al. 2001). The City will certainly involve community residents and stakeholders in the
specific planning process, and should apply community building principles where possible. In
both the Minneapolis Neighborhood Revitalization Program and in San Jose Strong
Neighborhoods, capacity building efforts led up to localized, neighborhood planning. The
Southwest is a large area with over 77,000 residents; localized, neighborhood strengthening
efforts or planning may be desirable if the community expresses interest in organizing at a
neighborhood level.
Civic cavacitv is the most advanced level of
. th . d 1 I' h "When collaboration succeeds, new networks
capacity at a commumty can eve op.. t IS t e and norms for civic engagement are established
collective ability to engage with the public and the primary focus of work shifts from
sector, influence the social agenda, access public parochial interests to the broader concerns of
and private sector resources, and influence the the community. Collaboration...not only
achieves results in addressing... substantive
physical and social environment (Saegert). Civic issues...it also builds 'civic community.'"
capacity is different than civic engagement, -Chrislip and larson 1994 as cited in Rich et al. 2001
which is usually of an individual nature (voter turnout, participation in public forums, reading
the local newspaper). Civic capacity is collective; it moves beyond the agenda of one specific
community group. It does not necessarily mean consensus, but it involves stakeholders from
various sectors-businesses, parents, non-profits, educators---coming together around
community-wide concerns. Without the prior steps of building the capacity of individuals and
groups, and undergoing a community visioning or planning process, civic capacity would not
be possible (Saegert). Civic capacity ensures that relationships are built not only within the
community but with external parties as well.
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Community Strengthening Strategies
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Members of the Southwest community have felt underrepresented in City Hall in the past, and
may not enjoy strong connections to stakeholders and resources outside the community. Any
community strengthening efforts must not only focus on building capacity within the
community, but also on strengthening relationships with outside stakeholders such as local
business interests, and certainly City Hall. Community support for City goals such as specific
plans is much more likely if the community is confident that it has a positive relationship with
City Hall.
Strateqic Scope and Work Plan
In addition to prioritizing process and investing in capacity building, successful models for
comprehensive change are clear about their scope and work plan from the beginning. There
are three types of comprehensive approaches to community change: I) Efforts may be
comprehensive from the outset, attempting to address physical, economic and social issues all
at once by developing programs in three or four areas and relying on many organizations to
collaboratively plan, manage, and carry out activities. The San Jose Strong Neighborhoods
Initiative and the Annie E. Casey Foundation's Rebuilding Communities Initiative (RCI),
which was carried out in five major urban areas, used comprehensive approaches with five or
six objectives or program areas. 2) Alternatively, an initiative may form around a "strategic
driver," usually a single community-identified issue that serves as a catalyst to jump start
broader efforts that are still approached via a comprehensive lens. Detroit's Warren Connor
Development Coalition (WCDC), for example, formed around improving the quality of local
public schools, and later expanded its efforts, once external support from the Annie E. Casey
Foundation was obtained (www.warrenconnor.org). 3) Third, an organic, incremental
approach may begin with one thing at a time and expand programs as needs arise without pre-
planning a comprehensive initiative from the start (Kubisch et al. 2002). The incremental
approach is usually used by smaller, resident-led initiatives that do not yet have a high level of
organization or resources. While each strategy has its pros and cons, it is best to start with
something that will have short-term tangible successes, is a primary community interest, and
can garner future participation, funding, and support.
For the Southwest, a full strategic scope and work plan would be best developed in
collaboration with existing community stakeholders who have access to local knowledge and
public trust and participation. Most likely, the scope and work plan would either be
comprehensive from the outset, or may form around a "strategic driver." Staff will be seeking
approval to initiate discussion with community stakeholders regarding their ideas for
community strengthening efforts.
v. Where Has Comprehensive Community Strengthening
Been Successful?
Community building, or strengthening, is a relatively new
phenomenon, but in the roughly 20 years that it has been
practiced in the United States, it has emerged as a
successful approach to community development (Auspos
Local government is an essential
partner in creating and maintaining
meaningful community improvement.
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Community Strengthening Strategies
Report to the City Council
14
2005; Saegert). In the last few years, local governments have become much more involved in
comprehensive community change through partnerships with local communities. Results from
a National League of Cities survey conducted in 1998 demonstrated that "the past few years
have witnessed an unprecedented growth in collaborative efforts between city halls and
community organizations to reduce poverty and/or revitalize neighborhoods" (Rich et al.
2001). A 1995 report by the Committee for Economic Development (CED) concluded that
creating partnerships between government, businesses, and community organizations is "the
nation's best hope" for revitalizing urban areas. The report stated, "Community groups offer
indispensable institutional and human resources, knowledge of neighborhoods and their
problems, and the trust and participation of residents. Outside institutions [government,
business] possess financial resources, technical knowledge and skills, and political power"
(CED 1995 as cited in Rich et al. 2001).
A large body of national research demonstrates that
partnerships between local government and community
groups are essential to successful revitalization or
redevelopment of urban areas. However, the National
League of Cities survey shows that community
organizations and city halls perceive these partnerships
differently. Cities have a more positive impression of
city-community partnerships than community groups
have, and also report higher levels of benefits from collaboration (Rich et al. 200 I).
Collaboration was most common during early stages of a project or initiative, which may
prove limiting. Both cities and community groups surveyed agreed that inadequate city
funding and a lack of trust and respect for each other were the greatest barriers to
collaboration. Successful examples of collaboration provided multiple avenues for open
communication, typically involved government funding or incentives for community-based
activities, and often incorporated a comprehensive approach to poverty reduction or a
strategic planning initiative (Rich et al. 200 I).
Partnerships are Essential
Communitv Graues Offer:
-Institutional & Human Resources
-Neighborhood Knowledge
-Resident trust & Participation
Outside Groues (Gov!. Business) Offer:
-Financial Resources
-Technical Knowledge/Skills
-Political Power
There are several successful examples nationwide that are indicative of these national trends,
and where comprehensive community change has occurred by following the principles and
models explained above. Success stories always involve collaboration among several
community stakeholders. Local government is an essential partner in creating and maintaining
meaningful change. Cities such as San Jose and Minneapolis have realized that giving the
public the authority and resources to participate in civic affairs such as community planning
and the design of service provision results in more efficient and effective public service
delivery and use of public funds. Participants in the Minneapolis NRP do not believe
revitalization efforts would have been successful without the resources and the authority that
the public sector gave the community (Fung and Fagotto 2006).
While most city-community partnerships
in large-scale comprehensive community
strengthening efforts do involve some
level of city funding, there are creative
ways to provide public sector support.
Collaboration is..:'more than simply sharing knowledge
and information (communication) and more than a
relationship that helps each party achieve its own goals
(cooperation and coordination). The purpose is to create
a shared vision and joint strategies to address concerns
that go beyond the purview of any particular party.'.
~Chrislip and Larson 1994 as cited in Rich et al. 2001
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The Minneapolis NRP utilized Redevelopment Tax Increment funds when efforts were
focused on redevelopment areas, for example. Detroit's Warren Connor Development
Coalition instituted a Competitive Action Grants program for community groups. Local
groups could apply for funding for projects such as desired signage or lighting, neighborhood
beautification, or stipends for youth activities (www.warrencOnnOLOrg). In the long run, cities
save time and resources by providing resources and partnering with stakeholders early in the
process to avoid negative community response to perceived city policies, and the
consequential erosion of public trust. Better aligning community priorities with existing
resources ultimately creates more efficient public service delivery.
These examples and best practices from cities nationwide provide invaluable knowledge,
experience, and ideas that can easily be applied to the Southwest. Selected examples are
presented in one-page summaries in Appendix 3. Appendix 4 is a recent National League of
Cities publication on best practices in building equitable communities.
VI. Conclusions and Recommendations
The combination of a Community Strengthening Strategy, a progressive public participation
process for the Southwest Specific Plan, and changes to Civic Engagement Practices as
informed by the Institute for Local Government (ILG) study will build public trust in the
Southwest, improve the quality of life for residents, and facilitate redevelopment and City
goals. A specific plan will lay the framework for future development and improvements.
However, the community envisioned in a specific plan is not likely to come to fruition if
broader issues such as economic development, infrastructure improvements, affordable
housing, and access to quality education and health care are not addressed. The City must play
a role in addressing most of these complex issues, but is not structured or empowered to
handle all of them alone. The City has the opportunity to set a new precedent for community
process in Chula Vista, to strengthen relationships with community partners, and to
implement a model Community Strengthening Strategy in the Southwest. Building
community capacity will empower the Southwest community to work alongside the City to
implement positive change in an area of the City that is home to roughly one third of Chula
Vista's residents and is vital to the redevelopment of Western Chula Vista.
Staff offers the following recommendations for a Community Strengthening Strategy, and for
civic engagement practices and the Southwest specific planning process, where relevant.
Community Strenlrtheninl!: Stratel!V: Staff is seeking authorization to begin a dialogue with
community stakeholders about the principles and models presented in the white paper, and
their possible application to the Southwest. An initial group of community stakeholders could
include: schools, businesses, nonprofits, regional foundations, faith-based organizations,
community organizations, higher education, and other public agencies. Topics to be discussed
include:
. How to apply community strengthening principles and models in the Southwest.
. How to expand the community strengthening dialogue to broader segments of the
community.
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Community Strengthening Strategies
Report to the City Council
16
.
How to launch a comprehensive community strengthening effort in the Southwest that
is organized and led as a partnership among local stakeholders, including City Hall.
What process would be used to identify core objectives and program areas for such an
effort, which would require further input from the broader community.
How to integrate the development of a Southwest Specific Plan into this effort.
Where to find funding sources and financing structures.
What educational tools, practices, and training are needed to strengthen capacity.
.
.
.
.
The initial group could develop a work program that addresses the above discussion topics,
and present the program to the City Council and other agencies and organizations for further
dialogue and/or action. A key component of the work program would be the implementation
of community strengthening and civic engagement strategies that will include broader
segments ofthe Southwest population.
Examples of possible community partners may include but are not limited to the following:
Southwest Civic Association
Environmental Health Coalition
HEAC
South Bay Partnership
Walk San Diego
MAAC
California Endowment
South Bay Community Services
ChuJa Vista Community Collaborative
Libraries
Sweetwater Union HSD
Chula Vista ESD
Southwestern College
South County EDC
County of San Diego
South Bay Homeless Coalition
Business Association(s)
The following may provide a framework base for discussion. A Community Strengthening
Strategy should:
o Focus on process before product.
o Emphasize and invest in capacity building efforts, which may include activities such
as the following:
Human Capacity Building: Workshop or training series including leadership,
local government primer, community-identified desired skills/knowledge.
Social Capacity Building: Strengthening relationships, getting people involved;
focus groups, meetings, events, community walk-throughs; Community
organizing, done by trained residents, professional organizers,
City/Agency/Community group staff, college interns
Organizational Capacity Building: Grant writing workshops, leadership
training for existing leaders, organization-identified topics
Community Capacity Building: community visioning, agenda-setting,
planning, possible Action Grant competition
o Build feedback loops into public process so participants know how their input is used.
o Provide resources and authority to the community to generate meaningful results.
o Align City Departments around common goals and objectives for the Southwest;
incorporate existing City services and programs, particularly the Specific Plan.
o Provide clear explanation to the public regarding differences between the public
process for specific planning efforts, and broader community strengthening efforts.
o Seek advice from cities who have undertaken similar initiatives, and from experts such
as the National League of Cities (Appendix 4) and The Annie E. Casey Foundation.
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Community Strengthening Strategies
Report to the City Council
17
One or two City staff members could initiate these exploratory discussions and work with the
community partners to develop a work program for presentation to the City Council and other
agencies and organizations. The work program could identify possible funding sources and
financing strategies for a Southwest Community Strengthening Strategy. It is important to
learn from other cities' lessons and experiences-aligning existing resources with community
priorities results in more efficient use of public funds. Outside funding for community
strengthening efforts may also be more likely obtained through a city-community partnership.
Foundations such as The Annie E. Casey Foundation, The Ford Foundation, The California
Endowment, the James Irvine Foundation and others may support collaborative community
building efforts. It would also be beneficial to solicit support form state and federal
legislators.
Civic Ene:ae:ement Practices: Several of the community building principles and practices
described in this white paper directly relate to civic engagement practices, and are consistent
with key recommendations provided in the Institute for Local Government (ILG) study on
civic engagement that was recently conducted for the City. Implementing the principles and
recommendations in this white paper are a step toward implementing many of the ILG
report's recommendations for civic engagement in the Southwest.
The Southwest's unique character has implications for civic engagement practices. It is a
large area of the City with a significant portion of the population that is not likely represented
by existing community groups and has typically not been civically engaged. Civic
engagement practices in the Southwest should consider the unique language and cultural
factors of the Southwest population. To build public trust and increase civic engagement, the
City may consider providing translation services, both for City correspondence with the
public, as well as for community meetings in the Southwest. To involve a wide cross-section
of the population, it may be beneficial to poll residents on preferred meeting times and days,
and to offer childcare at certain meetings. Finally, the City may consider providing education
on the role and function of local government, and how to get involved.
Southwest Specific Plannine: Process: Framing specific planning in the context of broader
efforts to address community issues will serve multiple purposes. It will:
. help the community understand the importance of planning and zoning as related to
other areas of community importance;
. provide a broader forum where residents can voice non-specific-planning-related
concerns; and therefore
. allow meetings about specific planning to remain focused and productive.
The design of a public participation process for specific planning efforts should incorporate as
many principles of community building as possible. The following recommendations should
be considered:
. Collaborate with stakeholder groups to design the public process where appropriate.
. Build feedback loops into the public process so that participants are aware of how
their input is incorporated.
. Provide opportunities for various levels and modes of participation to recognize
participants' varying levels of time, skills and resources.
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Community Strengthening Strategies
Report to the City Council
18
. Provide participation opportumtIes that are sensitive to the language, schedule,
childcare, and other needs of the community.
Emphasize capacity building activities such as a training or workshop senes on
various aspects of planning and zoning.
Initiating a Community Strengthening Strategy in Southwest Chula Vista will accomplish
many things for the City. It will improve civic engagement practices, allow Southwest
specific planning efforts to be successful, and advance redevelopment efforts in the
Southwest. In doing so, it will build public trust, involve groups that typically have not
participated in city governance, and strengthen relationships with stakeholders such as
community groups, other non-profits and business associations. Ultimately, it has the
potential to improve the quality of life for residents of the Southwest and make the City of
Chula Vista a more desirable place to live and do business.
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Community Strengthening Strategies
Report to the City Council
19
REFERENCES
American Community Survey. 2005. "Data Profile Highlights." Chula Vista, California.
www.factfinder.census.goV
The Annie E. Casey Foundation. "Rebuilding Communities Initiative." Available online at
www.aecf.org/rci/pubs.htm.
Auspos, Patricia. 2005. "The Contribution of Community Building Project: Crosscutting
Issues and Lesson." Working paper summarizing findings from the Aspen
Roundtable's Contribution of Community Building Project. Available at
www.aspeninstitute.org/atf/cf/(DEB6F227-659B-4EC8-8F84-
8DF23 CA 704 F5 }/rccfinalcrosscuttingreport.pdf
Chula Vista General Plan. Adopted December 13,2005. Prepared through City ofChula Vista
Planning and Building Department.
www.chulavistaca.gov/Citv Services/Development Services/Planning Building/Gene
ral PlanlOverview/default.asp
Committee for Economic Development (CED). 1995. Building inner-city communities; A new
approach to the nation's urban crisis. New York: Author. As cited in Rich et.al. 2001.
Department for Victorian Communities. Web Site. Victoria, Australia. "Community
Building." http://www.communitvbuilding.vic.gov.au/graphic/overview
Fagotto, Elena and Archon Fung. 2005. "Revitalizing Minneapolis."
Fung, Archon and Elena Fagotto. 2006. "Empowered Participation in Urban Governance: The
Minneapolis Neighborhood Revitalization Program." International Journal of Urban
and Regional Research. September.
Kubish, Anne C. et al. 2002. Voices from the Field II: Reflections on Comprehensive
Community Change. The Aspen Institute, Washington DC. Available at
www.aspeninstitute.org/site/c.huL WJeMRKpH/b.612045/k.4BA8/Roundtable on Co
mmunitv Change.htm
Minneapolis Neighborhood Revitalization Project. www.nrp.org
National League of Cities. "Tapping the Power of City Hall to Build Equitable Communities:
17 Promising Practices." 2006. Author. Washington, D.C.
"The Montgomery Annexation: An Overview of Municipal Services, Infrastructure and
Governance, 1986-Present." Report to the City Council ofChula Vista. March 31,
2006. Prepared by Ken lee and Lynnette Tessitore-Lopez.
0< - ~~j
Community Strengthening Strategies
Report to the City Council
20
Rich, Michael, Micheal Giles, and Emily Stem. 2001. "Collaborating to Reduce Poverty:
Views from City Halls and Community-Based Organizations." Urban Affairs Review.
Vol. 37, No.2, November. Sage Publication. Pp. 184-204.
San Diego Association of Governments. Data Warehouse. "Current Estimates." Selected
Census Tracts. www.sandag.org
San Jose Strong Neighborhoods Initiative. www.strongneighborhoods.org.
Saegert, Susan. "Community Building and Civic Capacity." Working paper summarizing
findings from the Aspen Roundtable's Contribution of Community Building Project.
Available at www.aspeninstitute.org/atf/cf/{DEB6F227-659B-4EC8-8F84-
8DF23 CA 704 F5} /CommunitvBuildingCivicCapacitv. pdf
United States Census Bureau, Census 2000. "Fact Sheet." Chula Vista, California.
www.factfinder.census.goV
United States Census Bureau, Census 2000. "Table DP-l. Profile of General Demographic
Characteristics: 2000. Geographic Area: Chula Vista city, California."
The Warren Connor Development Coalition. www.warrenCOnnOLOrg
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Community Strengthening Strategies
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Appendix 1
Southwest Chula Vista Demographic Data
Census 2000
~
~
'-...
Census Total Med Med Hh Below HS Span
Tract POD HisDanic Aae #Hh Persons/Hh Income Pov Grad BA SDeaker Disabled
100.01 3,910 1,973 33.7 1,035 3.77 $48,665 299 1,675 321 1,604 621
100.03 6,129 3,310 33.5 1,467 4.15 $56,855 971 1,844 256 2,582 1,084
101.07 6,076 3,556 31.3 1,685 3.57 $40,505 1,130 2,238 328 3,072 1,220
131.02 6,172 3,470 30.2 2,162 2.83 $32,190 1,180 2,548 352 2,760 1,283
131.03 2,272 1,517 29.7 725 3.13 $31,250 472 857 43 1,222 533
131.04 5,495 3,188 28.9 1,903 2.89 $29,291 1,151 2,306 393 2,569 1,631
132.03 5,976 4,114 29.1 2,121 2.81 $28,389 1,324 1,955 271 3,338 1,224
132.04 3,906 3,081 29.6 1,111 3.51 $32,880 681 1,207 201 2,726 776
132.05 2,028 1,650 27.9 582 3.48 $25,584 688 551 77 1,405 536
132.06 5,713 3,668 35.1 2,228 2.56 $28,404 787 2,419 340 3,063 1,487
133.01 4,769 2,173 37.1 1,501 3.18 $51,726 417 2,390 524 1,607 896
133.02 4,751 2,720 35.2 1,341 3.54 $54,686 336 2,152 437 2,065 699
133.03 4,893 3,120 33.3 1,434 3.41 $38,987 391. 1,921 209 2,348 955
133.06 4,512 2,635 30.5 1,247 3.56 $48,156 692 2,093 387 2,078 924
133.07 3,912 2,343 33.6 1,044 3.74 $46,750 418 1,701 239 1,992 771
133.08 3,804 2,882 27.5 965 3.93 $40,793 339 1,238 259 2,456 430
TOTAL: 74,318 45.400 31.6 22,551 3.38 $39,694 11,276 29,095 4637 36 887 15070
% of SW: 61.1% 15.2% 66.5% 10.6% 49.6% 20.3%
Citywide 173,556 49.6% 33.0 2.99 $50,136 9.6%" 78.5% 22.2% 19.3%
National 12.5% 33.5 2.59 $50,046 10.8%" 80.4% 20.4% 19.3%
Sources: U.S. Census Bureau, Census 2000 data; Fact Sheet for Chula Vista; SANDAG Data Warehouse based on Census 2000 data
* Number taken by averaging families and individuals below poverty level.
Community Strengthening Strategies
Report to the City Council
22
Southwest Chula Vista Demographic Data
SANDAG Estimates 2006
~
f
B'-
~
Tot Age < Age Med Med Inflation-
Area Pop Hispanic #Hh Persons/Hh 20 65+ Aae Income adjusted
100.01 3,925 2,174 1,017 3.86 1,424 437 27.2 $49,991 $39,159
101.03 5,609 3,676 1,717 3.26 2,002 511 28.7 $37,958 $29,733
101.07 6,384 3,976 1,735 3.66 1,946 658 30.8 $50,061 $39,214
131.02 6,576 3,861 2,226 2.93 2,013 641 32 $41,618 $32,600
131.03 2,285 1,592 704 3.25 750 248 30.5 $39,894 $31,250
131.04 5,776 3,501 1,932 2.99 1,796 576 32 $42,002 $32,901
132.03 6,311 4,497 2,164 2.91 2,134 607 30.8 $41,363 $32,400
132.04 4,099 3,369 1,126 3.64 1,444 439 29.3 $41,913 $32,831
132.05 2,234 1,910 620 3.60 809 213 28.9 $32,701 $25,615
13206 5,944 4,149 2,239 2.65 1,710 1,160 35.3 $41,805 $32,747
133.01 5,051 2,533 1,535 3.29 1,321 868 38.9 $75,245 $58,941
133.02 4,901 2,981 1,336 3.67 1,356 750 37.3 $78,178 $61,238
133.03 5,158 3,515 1,460 3.53 1,615 787 33.1 $51,821 $40,592
133.06 5,082 3,120 1,359 3.68 1,577 588 32.8 $67,925 $53,207
133.07 3,842 2,421 990 3.88 1,093 539 34.5 $61,182 $47,925
133.08 3,994 3,171 982 4.05 1,336 352 29.9 $56,229 $44,045
TOTAL: 77,171 50,446 23,142 3.43 24,326 9,374 32.0 $50.618 $39,650
% Tot
POD: 65.4% 31.5% 12.1% 32.9
Citywide 212,954 55.8% 2.98 36.4
National 14.5% 2.60
Sources: U.S. Census Bureau 2005 American Community Study; SANDAG Estimates 2006
Community Strengthening Strategies
Report to the City Council
Appendix 2. Visual Model: Strategy for Community Building and Civic Capacity
Strategy for Community Building and Civic Capacity
COlJHilUrll(l, BUilding Strategies
Indlvldualleyel
Organizing
Deve-loping Networks
leadership Development
\ ;,;.
, '0 .9
~ m
0- m
1 m E
:-.. <.> .E
0 '"
'5 c Oraanizatlon level
N G ::!2
;,;. '5 ..... Organizational Development
'c '"
" ;,;. I Coalition Building
E c
E "
0 E
<.> E
~ <3
~
Community Level
Visioning
Analysis and Planning
Agenda Setting
I
" .-..-..-. .-
Community Buildina
Outcomes
local Social
Capital
Change Agenda
Improved
Conditions
Human Capital
....
External Social
Capital
.....
I
Polllical
Participation
COnsensus and/or
Confronlalion
.......-..-..-..-..
Community/Civic
Caoacitv Outcomes
. Influence
. Public/Private
Resources
Social Agenda
Change Social and
Physical
Environment
I
23
Interim and Long-term
Changes in
Programmatic
Outcomes
Community Strengthening Strategies
Report to the City Council
24
Appendix 3: Successful Examples
c2 -t f
Community Strengthening Strategies
Report to the City Council
25
""
i, {' I . I!I
1- J'
- , ,
~:,' _~i." .. ,,\ ;"1
, ',; '''\ ..'
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~ \- '.~"
~\Jf"\,
Summary: The Minneapolis Neighborhood Revitalization Program (NRP) was
created in 1 989 in light of serious decline in urban neighborhoods, In 1990 the
Minnesota state legislature and Minneapolis City Council dedicated $400 million
in redevelopment tax increment funds to be distributed over 20 years to revitalize
81 urban neighborhoods, Funding was allocated differently to Protection,
Revita/ization, and Redirection neighborhoods, Neighborhood groups created
Neighborhood Action Plans, and applied for funding, which was allocated in accordance with the
neighborhood's level of deterioration, This is an example of where the local government initiated a
meaningful level of community involvement in urban planning and neighborhood revitalization.
Process:
1. The neighborhood organization (established 501(c)3 resident organization) prepares a Participation
Aqreement that spells out how they will elect a steering committee, involve a diversity of people,
gather information for planning, define issues and opportunities, and develop their plan,
2. Diverse Citizen Participation Effort and Gather Information - Issues, needs and opportunities are
identified through outreach to a variety of residents and neighborhood groups, Outreach includes
meetings, surveys, events, and focus groups managed by the steering committee.
3 Draft a Plan - Using information from outreach efforts, the neighbprhood steering committee develops
a draft plan with a vision statement, broad goals and clearly defined objectives. Assistance from
government staff, nonprofit organizations and the private sector helps establish the strategies,
timeliness, costs and responsibilities for implementation,
4, Review and Approve the Plan at the Neiqhborhood Level - The steering committee presents the draft
plan to neighborhood residents and stakeholders for their review, comment and approval.
5. Submit Plan to Government Jurisdictions for Review, Approval
and Funding - The plan goes to the NRP's Management Review
Team; Policy Board and the five participating jurisdictions for
review and approval. A portion of the review focuses on using
NRP money to leverage other resources.
6. Implement the Plan -Neighborhood organization staff and
resident volunteers help carry out, monitor and revise the plan
as it is implemented. Cooperation with government staff,
nonprofit organizations and the private sector ensures
successful and timely implementation,
Highlighted Results
Comj:ll!ters.for schools
Neighbors for safe drilling
Park construction ' .
Neighoorhooa sei:viC!! centers
Public'1lrt ' ,',' ' .
Affordable housing
Community gardens
Library improvern!lnts
Commercial area renovation
Comments/Evaluation of First Ten Years..,
. NRP is credited with enhancing a "sense of community and civic spirit."
. Since no legal framework bound public agencies to give priority to neighborhood plans, the program
did not change practices of "bureaucratic" bodies.
. The main forces driving participation were the unprecedented resources and authority given to
neighborhood organizations. Many think efforts would have failed had that not existed,
. Did not simply give funds and public authority to neighborhoods; created relationships between
neighborhood organizations - "accountable autonomy,"
. Public sector assistance and supervision improved quality of neighborhood plans,
. Criticized for favoring white homeowners; renters and minorities had low participation rates,
. Programs must create participation opportunities for those with less time/resources/language skills
. Prior to NRP, most neighborhoods had some organization, but it was usually weak and unstable,
Today, all neighborhoods have functioning organizations,
. Plans show that neighborhoods have very different priorities,
. Planning process takes over 3 years because it is run by residents, not professional planners,
. During first 10 years, 52,5% of resources had to go to housing, program-wide,
. NRP office is staffed with 1 director and 10 neighborhood specialist staff,
:; -t..C
Community Strengthening Strategies
Report to the City Council
26
Purpose: Build Strong Neighborhoods by developing community leadership and working with residents to
achieve the delivery of City Services and Neighborhood Priorities.
Strategy: Provide meaningful, visible change in each neighborhood through five initiatives that each have
a "double" bottom line, to produce results and build leadership.
Affordable Housing: working with non-profits and neighborhood leaders to implement rehab through home
improvement grants, community paint days, private investments.
Cleaner Neighborhoods: Code Enforcement Driveway Team, neighborhood clean ups, anti-graffiti and
anti-litter campaigns build resident capacity to beautify neighborhoods.
Safer and more attractive residential streets: traffic calming, sidewalk replacement and repair, street tree
planting, lighting, and educating citizens to take responsibility.
Vital Business Districts: new facades and streetscapes, stronger business associations, support small
business owners, connecting with resources, encouraging entrepreneurship.
New Parks and Community Centers: construct parks and neighborhood centers with dedicated residents
involved in operations and maintenance.
Lessons Learned: leveraging resources
and looking at issues from residents'
perspective has achieved a more efficient
and responsive service delivery system.
. Organize with neighborhoods as the
building block (identity and action)
. Build on existing strengths and assets
. Develop clear priorities
. Establish accountability
. Connect priorities to resources-
realigning existing resources
. Develop neighborhood and city
leadership
Organization:
. Each neighborhood must establish a
501(c)3 Neighborhood Advisory
Committee (NAC).
. Each NAC creates a Neighborhood
Improvement Plan, and ranks top 10
priorities.
. City Council commits to incorporate top
10 goals into City's Capital
Improvement Program.
. Began with 6 neighborhoods; now
encompasses 19 and includes 230,000
residents.
. City staff (7) are assigned to specific
neighborhoods for SNI. City and
Agency staff worked together.
. Grant Writing training provided for
NACs, so they could leverage funding
aside from City funding to implem6!nt
Neighborhood Improvement Plan.
';<-6i,
Community Strengthening Strategies
Report to the City Council
27
Rebuilding Communities Initiative
Annie Casey Foundation - Boston, Philadelphia, Denver, Washington DC, Detroit
http://www.aecf,orQ/rci/
The Annie E Casey Foundation launched the Rebuilding
Communities Initiative (RCI) in 1994 to help transform deeply
troubled neighborhoods into safe, supportive and productive
environments for children and their families in five cities. The
Initiative was seven years long, ending in 2001, and was
conducted in five neighborhoods that already had a neighborhood
rebuilding process and a Community Building Organization. RCI
took place in one neighborhood in each of these five urban
areas-Boston, Philadelphia, Denver, Washington DC, and
Detroit
""
~. ~'!e ~, :__~ _ '~_:'1~.7__~" C'~'
{i<> i1\1 ~.,,}_' .,. ~.~~. ">1
~-- -. - .
<!!~i.....6I /, '.f~k ~
rlkbllilding (:(>Itlll1lli1ilit's'!
~, I 'I r
Block by Block-
Most of the neighborhoods had very high percentages of minority populations, lower-than-average
income, and high poverty and unemployment levels. Most of the focus areas had populations of 60,000-
70,000 residents, similar to the population of Southwest Chula Vista. Initiatives focused on empowering
residents, increasing social and political organization, and providing services to families and children.
Six Objectives:
. Maximize capacity and impact of neighborhood resources and institutions;
. Develop an effective neighborhood-based human service delivery system for children, youth, and
families;
. Increase public and private capital investments in the neighborhood;
. Improve physical and social infrastructure;
. Strengthen capacity and effectiveness of neighborhood governance collaboratives;
. Increase resident participation in community building.
Three Steps:
1. Developing a plan (21 months) - visioning, prioritization, resources, needs, assets map
2. Building capacity of local leaders and organizations before implementation (3 years) - planning,
management, leadership, community organizing, knowledge of specific issues such as school reform,
ability to understand and use technology and data, etc.
3. Implementing a plan - (5 years from start) select one "engine of change" issue
Sample Programs:
. Resident development institute for leadership development
. Grantmaking that supports community events and beautification projects
. Resident-let planning for community centers and spaces
. Brownfields redevelopment advocacy campaign
. Parent organizing for school reform
. School-based community centers
. School-to-worklschool-based incubators
. EmploymenUWorkforce Development
~ -Ie, r;
Community Strengthening Strategies
Report to the City Council
28
Community Building and Organizing
Warren Connor Development Coalition, Detroit
http://www.warrenconner.orq/home.htm
Summary: The Warren Connor Development Coalition (WCDC) was established
almost 20 years ago in response to community concerns about a declining quality
of life. They benefited from an eight year partnership with Annie Casey Foundation
in the Rebuilding Community Initiative (RCI). They used a "Neighborhood Toolbox" to holistically and
strategically address community-identified issues by incorporating technical assistance, education,
resources, and concrete tools that build residents' capacity to create change.
Guiding Principles:
. The community's power and economic wealth
is in its collective knowledge and collaboration
. Each member of our community has value and
can make significant contributions.
. Our work is primarily built on the assets of our
community and abilities by our community.
. Residents define community's future, direction.
. Our public officials and institutions are
accountable to our community and our citizens
are accountable to each other.
. Social and economic diversity and equity will
make our community thrive.
. All perspectives and points of view are
important and should be respected.
. Quality education and the development of our youth are the core of the community's health.
Community Building as...
. Process-centered, not
program-centered
. An "envisioning" process
. More than just getting people
to a meeting
. A capacity building activity
. People recognizing their power
. Providing support, strategic
direction
. Getting people to think about
what they want
. Concrete, realized action plans
. Strategic planning, critical
thinking, understanding tactics
. Understanding that the
community is not helpless
.
Mechanisms
Block clubs
"Project Lead" - Workshops on
leadership, City agencies
Unite first around common, manageable
goal such as neighborhood beautification
Get youth involved - youth block clubs
In the beginning, hold bi-monthly
community forums where residents,
businesses, community leaders
discussed issues of concern.
Competitive Action Grants for community
groups - youth stipends,
signage/lighting, beautification supplies
.
.
.
.
.
Lessons Learned...
. Change is assured; flexibility needed; plan must establish a
strategy to manage change
. Process matters; not all about end result
. Process-centered vs. program-centered
. Raise community expectations; don't incite anger
. Resident-led does not mean staff-silent; support residents
without usurping power
. Developing leadership must be intentional
. Communication and feedback opportunities needed -
accountability, respect, trust
. Need tangible outcomes/wins to further efforts and maintain
momentum
. Effective internal management essential
. Experiential learning - staff and residents apply knowledge to
real situations
. Organizations carry history with them, good or bad
.
The Black United Fund, Inc. (member)
Annual Operating Drive
WCDC Endowment Fund
Program Areas:
. Neighborhood Development- Rebuilding Communities Initiative / "Neighborhood Toolbox":
o Beautification
o Community Capacity Building
o Code Enforcement Campaign
o Home Exterior Upgrade Grants
. Real Estate Development
. BusinesslWorkforce Development
. Youth Development
.
.
=< -t, R
Community Strengthening Strategies
Report to the City Council
29
Appendix 4: National League of Cities Publication
~-b7
~.~~
N.tiona' League of Cities
Tapping the Power
of City Hall to
Build Equitable
Communities:
r
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Contents
Promising Practices: Pmgm/lls and Slmlegies(ro/ll
Cilles Idtl.l Agendas Tbal Address fne(jl/afiffes-
EcrJl/Ollllc, Racla!, Socfa! (/lId Po!itica!
",\\N1ct,t>
~€;~liN
~ :y/ ""-
~" "-
"fF PO~\~
Forward
Iii
Introduction
"
Getting Started-Educating Your Community
1. Sa\';lnn~lh: U\\'1..:'k"0111t:' 10 the ~l;lll.' or PO\-l..:'rty" ]>()\"ert\' '.illluLl\i(lJ1
Building Collaborative Partnerships
2. K~Iianlazoo: P:lrtner., Building CflJ11J11uniIY
3, Burlington: The J.egclCl' Prfljn't """,
4, Dayton: T:trgelc'd CflJ11l1lunill'.B:hed Cfllbh"r:t1ill'
"
s
'J
Gathering Data to 'Make the Case'
5. CharlotrL': '\l'ighhflrl]()fld Qu:tliry flr Lir" ,\"""nlC'll" , , , , , ' , , , , , , 11
6. Burien: DeJ11flgraphics Project, , , , , , ' , , , , ' :u
7. Baltimore: I\allillmr.e :\l'ighhor.hflUd Indic.ilOr.' ,\lli:lI1Ce , , , , , IS
Maintaining Participatory Governance Processes
8. ]{ochesler: '\eighhorLink '\l'lwork , , , , , , , , , , , , ,
9. San Jose: '\eighhorhood :\chisorl' COJ11l1litte"s """""
]-
11
Dealing with Issues of Race
10. Dayton: D:l\'roll Dialogue fln Ibce I",briolls ' , , , , , , ,
11. Kalamazoo: SUJ11J11 it on H:tcisl1l "", , , , , , , , , ,
12. Indianapolis: \Iillorill' alld W'Jlnl'n.O"'lled Busil1l'SS rllle'rpris,' ProgrclJ11 ,
,>
.;...:"
,-
-,
y;
Innovative Service Delivery Programs
13. Savannah: Ilo'pil:tI Palil'llt Tr.:m'porler Tr.:tinillg
14. BuriL'n: New FtHurl',' , , , , , , ,
15. Burlington: Good Nl''''s Garage """", """"""
16. Burlington: '\eighhorKl'epers, ]n,', , , , , , , , , , , , , ' , , , , , , , , , , ,
17. San Jose: Healthy '\l'ighhorhomls Venrure Fund, , , , , , , , , , , , , , , , , , , , , r
2l)
51
.~5
:\'i
0{-7/
Foreword
\\\' .~n i'\'.ITI_1 1',\ ]",r: "v'"jl 7;(j;jJill,'.!. (/1(' fJII/eel" If city !fiill {Ii nlllid /.i!({!tiliJ!C (rlill/JlilllirfL'.\': ,- FI"I//lIf\ill,'..!.
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J-7~
Hi
~
Introduction
TeI/Jlling tbe Puu'('r f~((iZl' Iff/I! to en.'ah' I:'qllila(J/e C'onw{[{!1itfes: ,- Prumising Proctices i" iI1IL'ndt:d [0 pro-
\ide l'il\' ()jlici:d~ \\llh C\:llllpll's of pro.~Lllll" :l1ld :niti:lli\-c" Ilul "1I1']1\\1"1 :lI1d l'Jrry oul llJ\.":d "ILlll.:gic,..; I'll!"
illl'l\.;j,....ill,L; l"quity ,lilt! illlpnl\in,\..! iilt' qll:llily (If hfl' :ll1d lY()I1\)]11il' (lj)Pl1rlll!iiliv.... lor lnw-incomi: n.-,:,>i(knl~ This
fq)\II01 I.... ~l l'(1111p;ltlillll pil"'v 11) 'L\pping tIll' l)()\\\~r Iii (:ity ILdl II) ('rv.I!1..' hlUiLlbll' C(mHllllnitil's: I() Cil\"
Pnl(ik.....
nipping th(' Prm'l.'r f~rCilJ' 1Ia{/ III Crelltel:'(luilalJ/e COlll1l1lfl/ilies: 10 City Pn~/iks 1" :111 in-lkplh '-l\ldy (If 1l1unic-
ip:d ....lLllv:--.;il'" :lnd :lpp]'();lll1l'S \)1;H ;iiill1l1 illLTl':I"ing ('('()!1llIl1il'. r:H i:d. P1dilic:I1 :lnd ~llC"i:lI equily In :ILlditi(ln tll
Ilh:se I:lrgt'r ....ILlk'gic :lppr():Ic1lt'~ tl1:l1 Ulil'~ \\Vn.: tl~ing, \\\' di....(l)\t.'rt,d;l ll\llllh\.T or :-.p\.'cific progLlIlb :l1ld pr:lt'-
lin'.... in pl;lt't' :l(rll......, t!l\.'....\., l'iti\.'" 111:11 "uppll1'lnl tilt' \,J)Ul''' :llld ()hil'(ti\l'~ Ilr 11lt' I:lrg\.'r "tr:llcgivs TIli." \!()()~kt
bring:-. to.:.!.L'(!Jl.T 1- or II1(!"l' 1,]';Il,:tkL'.... :Illd pro.:.!.r:1111'" I"n,'..,:t.tl1l'r. Il1l' dv,','nplilll1"i I.'nnuilwd hL'l"\.' dlu:-.ILlh: till....
hrq;ld :lrr:lY u( l,r()gLlllls :ll1d ;ll'li(}!1"; llu! support :ll1d ''IT\'l.' l(1l';d l:quity .lgl.'llt.lJS',
'j']w pn 19rJIl1S ;lnd iniILlli\'l's lk"t.Tihnl in lllis rvpl \11 \\'l...'r\.' C(1I11P()lk.lll.... (11' Ill\." \.'(juiIY ~lgcnd:ls (ir ,::lrrinl (Hit the
\ l])jt'c1h'l'''i (ltl1l' l....quiIY :I.12.L.ndJ.... in till.' rollo\\'lng l'itll....: ~:l\.:lnn:dL (;:\: I );1\'!(}1l. ()1 L 1\11t.'hI..'Stl.'r. :\Y: .'-':111 } l."il...'.
c.-\: !\.aL!Jll:\ZI)(l. .\11: Buril'n. \\~\: BurlingtoIl. \T: Indbn.lpllli.... 1\. Clurl(ll\l..'. \(-. :Ind Ibllimofc. .\ID
Background
CilY go\'\.'rllmvnts .trl.' eml'fging .IS lTul'i~!1 :It'lor,, !n IhL' ."ifll.~gk''i n;l1it)JI.\\,iLk' to rnlul'e in\.'qu;llilil"'i. di:-;p:uitil's.
t':\<.'hl"i(lll. ;Illd ptncny. -\ ...t..'ril",' IlJ' lrend'i ~llld dulk'llgl'" ~lrL' i...(lll\.l....rging III 1l1;lkL' citii..'S ~I b.'y .-;Oll1't't..' (If in no-
\';nion. rt'....poll"ihilily. :llHJ "u:-.Uin:lhility in rL'ducing p(l\ nt~.. TIll'.'e Irl....nll'i irKlulk: 1) dunges in how IhL' intl'r-
g()\'dI1llll'1ll:I!",Y"lclll :lddres"l'" i:-'SUl'" oj" p(AL>n~. :l1ld ilwqll~llit~.. .:;) tlr:llliJlk ."bifts {jut ;I fl...' churning ;ll1d dis-
rupting lhl' (ll'pol1unilY fXllll'lTl;>.; in Ill\.' L\.:OIlOll1Y. :md 5) myri:ld dl'll1llgLlphli..' Ch;lll~t''i IluI ;lft' ...,illlul!;ll1eOusly
~L11l'rillg ;lnd in\.Tl':I"in,Q. lIlt' lW\.'ll.'i t)( plHlr !l{HISd1t)ld" :llld Ul1lllll1ll1ilics
l:\'tln(}mi( :lI1d dl'nH~~r;lrhit.' dl:ll1gl'S :lrt..' ()((UITing in -\meriel'" L'llil''i. cl1:l11g.....s Ihal :1ft.? fl'sh;q)ing \\'!l:ll cities
<.Itl :Ind 11m,' Ihl'Y dt) il. lh\.' ,,!lift from .l m;lnLJf:IL"lllril1g-h~lsl...'d l.'l.'(l!111I11Y In ;1 sl'I'\'in:- :Ind j.;Jl{l\\ledgc-h:l...;cd
i..'\."l)l1(11l1Y. (()lllhined \\'ilh 11ll' in<.T\.':I"ln.~ mohility (ll: Pl'(lplc :llld hu"inl'....sl'S in :1 Llpidly gltlh:dizing C'(()nomy.
is fc,ulting in joh 10:--:-,e-". \\'orh-l'rs wilh rnltlnd~ll1l ...kills. iIKlva."i\.'.... in llll.' ntllnhvr of \\'{)rkin.~ pour. and :1 gfO\\'-
ing numher ()r pel lple in nl'\..d t \1' J....,i"tllll"l.... In ort.ll'r !l) rn:IKl.' t'nds 1ll\.'t'1 \k~lll\\ hilt.'. rl'l:lk'd dClll(),:.!.Llphic Irl'I1lL..;
_ rapid inCrl"~ISeS in imrnigr.lli(}\), lhl' d1:l\1gin.~ C(ll1lpt),Sili(l!1 Ill' h~lll.s\.'holds. :lnd c'{)fl!inut'd sllhurh:lni/.~lti()I1-
:Ir<: il1l.'fL.:I....ing :lIld dunging. lIw n:llurl' of IlHlnicip:tl fesidl'nh' lll...'cds :IS \\'L'll :1.S Ih\.' lknunds l)ll lllunicip:d
rL'sOllrt.T....,
;\ rl'...;ul1 of lhl':-:l:' CO!1\'crging trend..; i.... the grl'Jlc..'r Iwcd Cnr llltlnil'ip:d nf!ki:lls :lnd tlll'if p:lrlll\.'rs 10 dl'\'elop locl!
so!lniolls :lI1d 10 redefine till' rtlk: nf 1l11.ll1icip:d g{)\'l'rnIlleIII in :Iddrt.'ssing po\'!...'rt;: :md inequalilY, As J)~I\'id
CL'rgeJ1. j"()rlllt..'r \Vhill' )'fnu"ic slarr under four prl.....idt'l1h. noled in ~! recent "IX'l.'l'h at :l!1 \LC conferencL', "Cilie,s
are WllL,!"L' lilt,. :ldi<m i"i. Thl:;: are inLTl':lsingly IIlL' main SI)urC.'l.'S ()f inn~)\":llit>n ~ll1d t;llcnt in gO\'\.'rl1l1lc.::nl :In<.l
s{)Ci:llt:'J1trl'preJ1l'ur:-.hip."
New Roles for Cities
In ;In efli In II) under.stand 11m\" locI! ollici:ds are llll'L'ling these ch:llll'llgl's. \LC looked ;ll inno\";ltin' :l[)pro;IL"lK'S
in 10 l'itlv;>.; IluI promntl' equilY- soci:d. l'(onomi<..:. racial ;llld polilie;ll. The PUfPOSl.:; of :"1.Cs ....IUUY was 10
llndL'r:--li.ll1d ;ll1d doclJllll'nt Ill'W str:l1cgic :lppro:teIH:S lh:Jt lllunicip:d g{)n~rnlllL'llIs \\Tfl' LIKing t{) Sll'm the dfL'cts
o!" inLTl';lsing disjxlrith:s :1I1d illl,tjuiliL's th:lt manifest in growing Lllllily l'col1omic insecurity. gn::Jtl:r C(Jncenlra-
linns of pO\"l_'r1Y. and dl.'CTc:Ising panidpatiol1 in ci\'ic life.
'1'11(: len citil'," Were ."clectl'd bCc:ltlSL' lh\.~y all :lJllw:l1\xlto lu\"(~ in pbce \1..'hat \\'1.:.' h:l\'c called an 'equilY :lgeolb:
\'\.'C d):lr~ICIl'ri/.l...'d :1 l'ilY :IS h:l\'jng :111 equity :lgel1da if there W;lS a) :In explicit recognition Ihal pO\'l'ny :tnd
iv
~-13
ilWqu~dity ;In' UJ1;\(xq1uhk. h) ;ll) inc!lI"IIJ:1 \l P()\t"l1~- l"l,dllcti()Jl :md 'lr :lllWli\ lLllil)11 in lhe' '"-Ll!l'd pri()rilic-; ,If
Cll~' (lHlIll"il.'i .me! Jdminl:-'lLlllrJlb, :lIld CI.l (k'J1l0iblrJkd l()1ll111ltllll'lll It) ,Ie! III .1,-t'(ll\I:iI1l'l" wilh ilUl priorilY_
1'111." l'(juity :lgl'nd:l:-' :-,wdictl \Yen..' in \";lrHHI'"- "L1gl'S (If d<"'\L'ltlPllh:llt frolll thl)'"-\.' ill till' ((i!-lluli\v'iLlgt: Il) l!l()<';l'
lh;ll h,\\'\..' hl..'en ,c,u.....uinl..'ll ((If I(l )",:;tr.... (lr Il)(ll"l'. TI1l' J() ,-IIiI..':'> 'itudit'd 1\:prl"'\l'1l1c...1 h\)lh IJrgL' :Illd 'im:dl cite_'i,
grm\'ing ;111...1 dn'lining l:"t'\Jnoillit',..,. ,lilt! Il1fl....1 r,-,:<..;i\1I1S or th.... loulllry. \'1.<:--. ....tudy l'11l~lik'd mort' rlull j()() in-
deplh intl'J\"IC\YS \Ylth (i[y (llTicbh, (ity i\l:lrr. llejghhor!1()od It::llk'r.'i :ll1d \:lriou.... ('ily p:lrll1l.r.... rnnn I(lc:d dtlln~
hlT'i, 1()1...~t1 fnund:l!io!b, !11)llprofil org:lIliz:l!ioI1,'i, :ll1d ()tl'1l'rs ill till' len l-ili...,'i
Lll'h Cl"l' ,"ludy indlj(,k--; :1 lk'..,niplll 111 of :1) th..: \.:\,()!UlI()11 (If lilt.' l'qUilY ;1:-:l'lllLI fn 1111 110\\' il \\-:l.'i 1..'f1\'i:-.il!llcd In
hO\\- il \\':IS put int() ;ll"lirlll: 11) llll' Oh.'i!:lt'!v'i 11l:1! \\\Tl' [l\\'!"l'(lIllL' ill <.Il','"-l,L:ning :llh.l i!11pkI1k'lltin,:.; t!i\.,' l..'ljuilY :lgl'lld:l
:ll1d lho:-;l' I he l'il~' ,"Iii] bl.TS; Cllhl' \\'ay:- !IUlliw \.'qllil~' :lgl..'nt!:llu" instllllli()Il;i!izl'l1 pO\'L'n~'I'l'dllUi()I1 :llld :llllt.'-
linLllioJl iJl it." Slr;ll",',~jt" gtd,'i :llld :lL'li(ln prinriliL',,: d.l llll' \\':IY<'; Ih:ll till' l'(llliIY ~lw'nd:l 11:1.... kd 10 nl'\\' \\';I\'S tJUI
cily 11:111 COlllltll't.S its hu....ille....s: ;Illd l.'llhl' iI1lP:ll'IS of lIlt.' L'qU\IY :lgel1lL\ (>11 lo\\'-incnl1ll.' Lllllilil's :IJld th\.' qu:lii-
ty of lik in lo\\' incollll' I1vighh(jrllOods
Municipal Strategies
Although Ihe "IX'l'ifk prugr:lnh :lJ1d initiali\I..'s 11l:1t ell\' o!lili:d" lhl'd hl c:lrry (llllthl' g():d.., (li' thl'ir L''1Ui1Y :1)-;I..'Jl-
d:l.-; \'J.rii..'d JlTO."S lhl:' ClIt...':-i, I)Ur rl''il"art"il 1\'\'I..';lil'd rour m:lj()r ....lLl1egic :lppnl:ldlt.,'i in pLIt'l' :HTf):-..... lhl' III citlt.''i:
cLI1:\-dri\'L'n. colbhor:lli\'c or pannl'r"hip-h:l"l.'d. j1:ll1icip:llpry gO\"l^1"1UneL'. ;lnd ll);lrKl.'Hlri\'en :Ippro:lchl.'s. ;I"';
dL'.'"-lTihed h\.'IO\\-:
. Data~drivcn strdtegic approach: Thi" :lppro:lch l't.'lks (In ,U:lllll'ring rc..:'k'\-,lllt lLII:l ;lhOIlI pO\'l'ny ;llld
equity to pro\'idl..:' ;In :lc(ur:lte pklure or community ;md lleighhorhood needs, \\'110 is ponr. di,'ip:lrilit.'s
hl'lwt.:(^n diffcrl..'nt inC(lllll..:' 1<..'\'l' I...;, :1."....1..'1 pU\'\.'11y, ;lllll L'lunge" in :lll\" (11' lhl',""'. C()nt! lhul';ln lX';1 ])(1\\'-
crfull()ol for lTc:lting cOllllllunity-widi..' ....uppon fllr pl)\'erly l"cdUlIioll inn''"-lllkllh ~llld pllliL"it,'i
. Collaborative/partnership strategic approach: This :lppnw..:h ;ISSllIllCS tlul nu ~ingle 'il..'ctor-
n(mprofiL pri\':llc or public - (;\l1 rl'dll\:e pm'L'ny :d(llll'. \X'orking i..'ull:lhm:l1h-I..'ly \\'ill1 olher ..;cOors :lnd
org:miz;l[iollS is a \\':IY of hoth ."trclcl1ing rL'SOUrl.\::s Jnd inI..Tt::lsing dTl'l'li\t'lll'.sS. Colbhor:llioll Il.':lds to
more cfficil..'Jl{ ..;(>on'iet' dcli\'l.'ry :llh.ll':lI1 .'iprl':ld tlw ((h! of pn)gr:\llls ;lIid scnicl':-> (}\IT 111:111\' org:lll!z:l-
{ions. In cjlll:S \\"ith 1J"ouhlcd l'l'onomiL's. thi:-i ;Ippnl:lch nn~' hL' lhl..' mnsl fV;lsihk.
. Participatory go\"crnancc approach: This :lppn \llh ]"OCU:-.L...... fir,,! Oil nt'ighhnrhol)d lWl'ds :md
impron:Il1l'nls :ll1d addn:sses lhe "enSL' of i'ioblillll of )0\\'-inCD1l1l' :lre;lS through k';lder....hip dc\'d()p-
mem, communily organizing :lnd <.::lJx\t-ity huilding. 11 tTl':lll'S :-.lrnng rcLllinn'"-hip" hl't\\'Cl'll h)\\'-i!K(lllll'
rL'sidellh ~lIld cil'Y gO\'l'IT1IllL'Il1. In lht.' prou:s."; il k:lds to rl'.<.;idL'llh 1II1lkr.'iI:lIlding cily gO\-L'lllml"nl hd-
tel'. J grealer ~l'nSl' of l'mrX)\\'l'r1l1('l1t nn the p:lrl of rl..'~idL,nt,,,, :llld mnn.: ci\ic l'ng:lgl.'I1ll:'!11.
. Targcted investmcnt strategy: This apprn;H:h in\'oh-...^s im'l'stllll..'llI"'; th:ll inCfl.:':lSl' th.... \':llul' of ;IS,"l'1s of
1I1t' pOOf. This elll 1:11\1..' Ihl' form of im'L"Slllll'nls in l1l'ighhorhood" :llld I)(jusing. :lIld l:duCllion :md train-
ing programs for lo\Y-inn)lllt" rl.''iilknl'-i, IIlLTl':lsing till' \':Jlul' of hnll."l'..... o\\'JlI..,d hy !<}\\,-inClllllL' rl'sidl'nt.'-i
Ihrough ~(onomic den:'lopml.'IlI, I1L'ighhorhoud ;Jnd public .....:Ifl.'ty imprm'l'lll""I1!.<-;. ;lnd helle[ ;llTL'SS 10
public Ir:lnSpon:Hion huilds thl' ;I,""l'IS uf I IlL' pnor.
Using this Book
The Promising PranicL's in Ihe !"ollo\\'ing pJges :lrl' oq..pnizl'd into six cnl'goril's hased (J!1 \\'h:ll ;ISrX'C! of ;l!1
cquilY ~g(.'nlb Ih(' progr:11l1 -"llppOI1S Se\'L'n of thl..'sL' de:lrly SUPP()11 or C:lrry oul onl.' nf thl:' alm\'l' slr:llL'gil'
:lppro:lchl's. Others addrL'ss crns~H"utting issucs :I(TOSS all uf the loel! :lgend:IS, .'illch :b r:Kl'. sl'n'ice" 10 !U\\"-
inUll11l' and unemployed re:-;idenls, and public educltinn.
W'hile some Illunicip:llilk:s 113\'(' innO\':ili\'e strategies in pbce.. lluny citiL's ;\ft: just no\\' n:ady 10 1110\'(:.' fOl"\\';m.!
anu are lookin~ for ideas, We hope that the innovatin:, practices :lnd progr~llns Jl."scrihed here will prm'ide
fresh ideJs and models fnr city leaders and tlwir st:llT looking fOf 11l'\\' W:lYs to :H.ldrl'ss the plight of lhose in
Ilwir ci[ies who ;In.: in pon:I1y or who are simply slruggling !O ll1akl:' ends meet..
o{-7~
v
"Welcome to the State of Poverty" Poverty Simulation
Savannah. Georgia
,~
Purpose: PI1\Tn~- ~illllll:l{i()n:-, :dl()\\' p:lrtil'j-
p:lllh lo L'\:pl'ril..'llCL' \\'11:11 il'<.; liKe 10 liyL' in :1
!()\\"-ilKU1l1l' f:l!nily trying 10 Slllyj\'V fr()1ll Ill\)[llh
tn month. TIlL' sil1ll1Lltio!ls pro\'idl.' :111 uppor1.u-
nilY f{l!' lilt.' puhlk - including prohlL'lll>,<';()!\'l'r"
in tilL' hu....illl..,\s cn1l1111llnilY - to iL':lr11 ,;\-Ily
pO\"I.'rlY i~ .\11 h"l!t,: 111:1\ il1ipJds 1..."-lT\Ol1l', :Illd 10
1.'1lg:lgl' in :lddrl',ssing it.
Background: In 2()():i.;lll :1ll!i-p()\'....J1y !;l~k
l( lI't'l' Sl.'l up hy Fnnnl'r .\by! lr U()~-d :\\.I:U11S \\';1",
!I){lking for;1I1 dfl'l,:ti'"l' \\';l~- In l'ng:lgl.' ~:l\';lllll;lll'..;
hll.';inv",'" l'(ll11l111tniry in its dl(J11. \,-lll'll :\ ,'i1y
1.'lllpIU)'L'l' found uut Jholll thL' pn\"l'ny Sill1l1l:t-
lion.... (()ndu('\cd hy 11lL' l"ninTsity of (;l'()r.~i:l
(I '(~:\) C<)( Jpl'r:l1i\'l' EXIl'llsic Ill, Llsk forcl' IllL'1l1hL'r...;
dl'clc.h:d lu I:l!"e p;ln in In introduClory SilllUl:lti()ll,
Local Savannah business leader Billy Carver expresses Irus-
tration while role playing a lamily member seeking assistance
from a community resource.
:IIKI (IHlnd it 10 lw :lll I.'nlighh:ning l'dLJC;ltion~d l':\lx.'riL'nl.T,
SUhSl'<jlll'nlly. t~lsk !'orcL' Illl'l11lwrs ir1\'ill'(\ ~l numher 01" S:I\'~I1111:dl'S huslness k\llk-rs 10 p:lrlil'lpaIL' in :1 pmcny
,..;illlubtiun, presented undn cuJ1lr~lCt hy thL' Lni\'l'rsllY ()r (:;L'()rgi~l in Athens, Fonner l;isk furce llwmhl'r Ll"lIY
~he:lrl'r, direcIllr (If L'l'nlVlll1lC :lnd c(lIll1nunilY dl'\'l'lclpnll'J1l .II :\rnl.....lnl!1g~:\ILlntil. :-;utl' l'lli\'l'rsil~' in SJ\-:1111Uh,
:-:':li(llhl'" g:l\'l.' hu,...,inl'....,..; 1l..~ldL'r.'> ;1 ....Il:lred rLl11lL' (If rl'fl.'rl'nl"l'
l.ikt.:.' mO'....1 pl'()pk~, hll.;in(':-:,,-,: k:ldcrs ul1dl'rgoing tIll' ptl\'eny ....irnllbtl(Hl L'x]1l'riL'ncl'd:l ....l'IlSL. o( frUSILllil)]l,
"lhC:--'L' :lrL' pl.'Oplt: \\'!In :tI"L' Xl'U.slOll1l.d to,>ol\ing pn lhll'ms," ,';:lId Shl':lrl'l'. 'T1l('~' \\:lllll,d 11) rind !lll' fix" r( If the pruh~
h:ms f:u:cd hy rx'op!t'li\ing in pll\'eI1y, ThL' ,....illll1l:1tioIlS. ,....hl'S:llll. \\'L'rL':1I1 i!l\'it:llifln to get inforilled ;lI1d in\"{}I\'l'C.1.
in S:l\':lIl11~rh. 11101"\: th:lll Y;,{)()O lX'opll' li\'l':H (11" helm\' I Ill' pO\'l'ny len'L For IIIL'ln, l'\<LTY d:lY em turn ifllO :111
CillL'rgclll'Y. \\lwthL'r it's sL'curing :1 pLICt., to li\'L'. rl'nling their LUlliliL's. IXlying lhl' c!t:ctriL' hill. or finding :lJ1d
:lccL'ssing lr:llbj1on:l\inn and slIppol1 SL'!\'i('L''; to hl'lp lhelH l11l'd h:ISic Ill'l'ds
ThL' pmL'l1y....illlllbliol1 l'lllploYl'd in ,"1:I\':lnn:lll IS lilk'd "\Vek{llllL' In till: SUll' \)( PO\'l'ny." de\'t.'lopcd hy thL'
I{o\\'(.'l 1l{L'fofln Org:lnil.:l1ion oj" \\'df:lfeJ EdllCllioll A",so,'i:ltilln, Sl. Louis, .\ID,
'Description: In thL' Sill111bliollS. groups of 5::; In '7~ pcopk' ;IS:-:'U1'l1e rolL'S in 2(1 lypil'~d LuniIiL',':; hYing in
pO\"l'ny, lilt.: go:!! or e:lch family i.:; 10 Sl1!\'i\'l' for one lllonth or fUllr 1-)~llliIlUlL' h\\'L,t'ks." Inlhis timl', Ihl' p~lr~
lidp:lnlS 1ll\'1.';,[ m:lin1:1in s('curL' shL'iIl'J' ~111l1 utilities, feed their LlllliliL's, 1l1:1h.' 10:111 P;lYJ11l'Il1s, ml'et li\'ing expl'ns~
t.:.',,> "iuch :IS for tr~lll,"pol1~l!ion, handll' ul1l':\[x'cIl'd ('1l1t:rgL'nciL's, ;In'L''''S 10(';11 sllPP()Jl s('ITicl's, :md keep thL'ir
childrl'1l in ....cl10()l. :i!! \\-hilL' suhsisting ;Il or helt)\\' the pm'L'ny len'1.
TI)\\'~lrd (Ill' vnd (Jf the threL'-hour SL"ssiO!1. progr.ll11 Ltcilit:lt<)rs kad :1 discussi{)11 \\'jth {ul1icipant...; (0 l':\~ll11inl' issues
:md fl.'clings l'xpl'ril'llCed, \Io.",t people n.:';lll to tilL' simulated prohll'ms :ll1d lurdships \\'ilh :1 SL'nse of fruslcuion,
sharon Gihson. (~hi!dr('n, Youth ;1l1c1 FamiliL's al Risk coordin;ltor. :ind SlIS:lll \\,'. Ch;IJlm:m, PIl,D" extension
l'oordill:H(jr. arc LJcuhy mcmher", for Cooperati\'L' Extellsiun at thL:' L'ni\l'fSily of Gl."Orgi:I's College of F~lI11i1y
d!.-7S-
-
;lnd CIJll<.;Ull1Vr ~~'i~'Il('l':-;. T11I-'\' c()ndU(h'd lilL' fir..;,! j1()\t'rt: >llllllLllliJ!1 in ':l\':;nn:dl. ;lnd lr;linnl ,,;\\.II1I1:t11 nll-
unlVL'f-.. 1(1 he .ihlv In Lil'diu!l' llh.:ir (;\\'!"1 ...irnuLiti{lll<.;, (~ih"'(I]l :l!ld Ch:lpllUn l'(l!11inul,;' 10) prl:_"l'nt pC)\'l'rl\" SilllU-
Lili( lll.., :lnd ClJl1dlll"! f()II(}\Y-IJp \\ I )rK with ~l \":lrk-'y ()j" :\t1dk'lh"V:-; illl'luding ;I(,h"( JCll" gfl HIpS. Cflll1l1111l1ilY (lr,c.;:lll-
iz:ni{H1:--. .;;ch()l'] ",~',"'IL'I1l". :H)d IlWlllhlT..; tlf llll' hlJ:-.inl'''',,,, ,'(111l1l1IJnil\
Funding: Fil1:!llCi;i! .'illppllrt filf tIll' CiIY'S pO\L'ny "imlll;lli()ll'" ('(1\11l'''' (nlll1 .'\:I\":lnrul1 Eh.:(lril', \\'ilh n:.";l':lfcl1
."uppUr1 frulll I \~:\ through its uJnili:llin'qIl hl\"l'lty :lnd till' I~C()n{lJllY." ,11ld ...l:Itfin.~ _"'\lppor! fr()Il111lL' ~:I\':llln;ll1
E\.'ollomil: Dl'\'vlopml'1l1 Dl'P:lrlllK'lll. TIll' ,."ily's simuLJliOIl" :11"\: OIYl'fl'd m( 111111\>' ;l1ld '1j!l'lI II} :lJlYO!)l' \\'110 \\';l1lb
to k\lrt1 mor\.:' :lhotll !Ill' pO\'l'ny prohklll in ,":I\':lnn;l11. 1~l'gi,"lLllifJll i_" l'l'quir,,"d tIH()U.~l1lhl' S:I\':IIlIl;l11 Cll;11llhl'r
(l C()lll11h'I'CL'. hUI j1;tnkip;ilinll i_... rrl.'l'.
TIll' pon'ny...il11uLtliOlls ;In: ;tl"o :I\':lil:lhk' \hrllugh C(l()!X'Llli\\' h':ll'n~i()!) in thl.' CI dk'gL' ,)( j';llllily :111d
C()[lStlllWr Scit:nn"s ;1\ llw t 'ni\'''-'r....ny or t;,,-'ort:i;L \l:1ny olhL'r blld-.~r:lll1 puhliL' uni\'l'r...ilit,'" ill the !'nill'd ;-\I:ltl''''
(lkr "\'\'I..'k"ptll!..-' 10 lhe Sutl..' ()r p()\l.'r1!" lhnHl,l.!.h 1he'lr L'()\)!x'r:lli\'l' l.'\!I..'1'l..;iOll sl'r\'icl.'s.
Acco:anplishlnents: .-\n L'...;lill1:l\l.'dllH) pt'()pll.' 11:1\'1' ukt"n P;111 in ~:l\':lllll:lh's j1(l\.lTt!....imuLlIi()!ls. Thl'
Cil~' l:nnlillllt'S It) LIS,,' tilt:' ,,,illlLlLltio!ls 10 ,,'llg:lgL' new ..;l;lkcl1(lldl'rs for lIS :lll!i-pn\'l_'rly l'lTO!'!
.\Ior,,' Ilul1 ]00 S;l\":1Il11:1I1 hu;-,inl',";";l'." :lIld go\'(.'rnm,,-'nt Il'Jth:r..; ha\'\.' p;J11iL'ip:IlI,:d \1l1]W pO\'l'I1Y Silll11Lttion..;. \L':lrh'
nTh:.' third of lhem h:l\'L> cllmmillL'd In \york 011 f(lllt)\\'~lIp pbnning for thl' CilY'~ ~Iep-l 'p ~:I\-:lTln:lh Ptl\'L'I1Y
Ht..'lhll.,'lilll1 Inili:lIj\'L'. .\klllhl.'I"S of lilt' hU...;il1l'S~ (omlllunity :11'L' im'{ lh'l.'d in lill' inili:lti\'c ;It l'\'L'I",I' k'n.J.
";tcp-Lp ~:I\annah \\'~I"; lTl';IIL'd ;1"; :1 rL'sult (ll' lill:' ;lnli-pn\'t'ny usk fnr',."l'\ vllorts. .\lorL' lhJIl :--\1) ()rgani;::l1i11n..;
rL'pn:""l'llting hu..;inL',""s. gC)\'l..'rI1ll1l'!ll. nlul';lI\(lIl, :llld (llher l'llliliL'S n(l\\' L"(IILth(lr:lll' It) ;ll..ldrl's..; tIll' l(IlIghl'sl proh-
Iem ilindL'rin,t!. S:l\':lllnah'" Cl'()Il()IlliL' dC\'l'I(lplllclll :lnd pnl,,,;pl'ril\-: sysh_'1l1lc pt)\L'r1Y, Rutlunll \\':d~h. \\'{)rkf()n.",,'
lk'n'li)j!lllL'l1t l'l\( lrdin:lIor 1'1)1' !Ill' ";;I\-:lI111:d1 ArL';1 < :!ulllhL'r Ill' <:()ll)IllL'rl."l', l'luir:-; llll' SIL'p-L'p S:\\':lll11:d\ Alkislll",l
Bo:\rd.
\\hik' StL'p-l'p 11:\S ;1 \':l1'iL'l\' oj' Il1L':ISULlhk' ()lllCOllll' .t!.o:ds in the :II'L";\:-; of \\'orkfo!'n" dL'\'L'i()pl1lcnl. lll':llthcarL'.
Ir:II1"p{lr\;lli(lll. IkpL'lllknl l:l1'L', !l\lu",ing. :md :\S,";L'1 huilding, il is Jbn \\'()rking I(l :lllLln:ss 11lL' nl'l'ds of 1'::;
"';;1\-:l11n;1I1 r:ll11iliL's li\'in.\.? in pO\'l'rt~- on lll:l1llT"; f',lIlh ~IS dliltk;!rL'. i\)h lLlining :lnd If:l11spurutinn.
:'J\':llll1;lh\ IJt\\lTly SiIllllLl\i()Il"; h~l\'" rl.'ll'i\'l'd IUlill!1;lI :1(('bi111 :\lld :lltcl1tion (rom 11lL' Illl'di:l
Contacts:
!);lni""l DOlld
I'r()gr;11l1 !)ilTl.'I{)f
"ll'p-l.p S:l\';mn:dl
](11 E. lby _"lrl'l'l
P,O, Box 1 ()1~
S;I\'.U1I1;ilJ, C1A .-'1\ iu2-1 ()2S
{()12i (),j-I'(\i20
d:lllil'ldo(ld'.;].S,I\';IIlIl:1 ht]l:11ll1)L'LCl 1111
W\\ '\\-. Sll'pU p....; I \':11111;1 h, ()1)!.
Sl1artll1 (;ih:-'()ll
\1ulticuhur:li SPI.',,'Lllisl
(:(lllcgt' (Jl' F:llllily ,lnll Cm."llllll'r
l'nln.'rsil!' {If Gl'orgi:l
250 Ilnkc.: ~mill1 .\nllL':\
AlIll'n<.;. (;,\ 50(\( 12
(-O()) '::'.j2-(1I 1-
....ll1sgj])~~lUg:I,('dll
Scil'lk'L'."
2
c1-7~
r
Partners Building Cormllunity
Kalamazoo, IvIichigan
Purpose: P:lIlrW!","; BlJiJdil1,LL t:'lIllIlHlnil\ (I'J)Cl j.";;1 ..:()1l1~
rlHlnity.h:I";L'd l'IJlbhOLlli\\: to illlprm"v 11ll' .-;(jci:d :lIld l'CI)-
II( 1111ic qll:l!i!\' ()f lift' ill ....pl'Cii"il. ]()\\'-iIK()Il1l' C()llI1l1UniliL'" or
K:iLlIltl/I)(1. It...; go:ds :lrL' In cnJunu' tl'1l.''';l:n'';l' (If lllIHllHllli-
ty. impl'( )\l" hr JlL"ing. iIllTL';ISl' hlll11l' (J\\"llL'P,hip_ dv\ l'lop
IIv\\' :1I1d c\:i....till,:..! hu..,il1vS";L'S ;inti il11pr<I\'c dli.: ini'r:l."trtldllre
A PBC partner. the Kalamazoo Edison
Neighborhood's Weed & Seed program accepts
the MetLife Community-Police Partnership
Award lor incorporating city law enforcement
and community development into their neighbor-
hood revitalization strategy.
Background: ]11 2()llO. K;ILIIl1:IZ()O.... cit\" llun:lg,,'r
;l"kcd l"il\" _";!;lIT to rl'''iL':rn:h rUlion:t! Jlld I()cd hest pr:IClil\'S
f()!" cOl1llllunity l"l'lk'\'vlnPllK'1l1. :\lill()tlgll ;1 11llJnhl.'f Ill' h)(";ll
,:..;n IUPS \\l'fL' W'lltillg In ;lddrL':->s 1l1..'L'd,-; in \':lriou:-> ~'ity llL'igh-
h lrh()mb. tl1t'i1' efrons \n.r~' nOI h:l\'ing LlI"gL.-,,,~':dL' m lo11g-
LJ"ling dlL'Ch. ThL' city ~d:->o \\':lnll'd 10 r(l:->kf.hl..'lll'r ft'bliol1-
...lllps \\'jlh IlL'ighho1'llond (JI).!,Jniz:lli(ll1s, 1m':!! found:lli(lIl' :lnd olhlT group.; im'()h'l'd in Clllllll1unilY imprm'L'-
1111_'nl. ,\:-; ~l rcsull of rI'SI':lrl'll :lJ1c1 )()l':d di,'iUI..."jol1'. lhL' CilY of r\;!l;IIlU/.llll LllllKhnl P:lI'llll'r:-> Building
(,:1 Hlllll\lnil\'.
PHCs guiding prillcipl...,.... \\L'n: to:
. Build (Ill Ilc'ighhllrl1ll(}d"'lrL'llglh..;, :1'i-;<....\.". :llld \)\,pnnunilit-..;:
. fncludl' :111 phy"icil. I..'C()1l11111il', :l1ld 'i()ci;lI 'iL'U()1":
. J)C\t.:lllP h-;ting pJrtlll.T...hips:
Crl':IlL' 'ilbl:lin:lhll.' imprnn.'llll..'1l1 ill jXTl'\..'jn'd :ll1d :H.-tll,d \IU;dil\" (,f lilt..- r! '1' 1lI'igilh11r.... :lnd hu..in(.........e':
;\Jh.l
. L..;c lilY ;md COnHmll1it\" ["l'-;()url'l..'''; -;lr:l1L'gicdly.
Till..' fir:->t [;11'.\..;1..'1 ;IrCI \\-JS c;dlL'l1 IhL' CrosstO\\'1l ProjL'l.t :lIld surled in llll' f:dl (Jr 2(HHl. TilL' Cro..;slfl\\'ll ProjL'U
indudL's pan", l)( !\\"() IlL"lghhllrl1oods Wilh ;1 pnpuLlliull o( ;lhoUll.o"\lHl. .\ ";l'l'Ol1d L\rgvt :1 n..';1 , tilt..' ;\()nhLI";\
Prl1jl'(1, \\":1.... :I(kkd in ~O\J-j. ~lIld ("11\'L'J"S ;1 P(JpulatiOIl {J( IK':lrly 1.-HlO ;lI1d illCludl'''; pl)rtions (if t\\'ll ;lddiliolUI
!\.;I);IIl1;I/()()'" hm'..inL'<lllll' llL'ighl)llrl1()(llls.
In L';ICl1l;ll.....~l't ;11',-,;1. the city ~ll1d IlL.igllhorlHlI)L! .,;t:lkl.'holders - I'l'sidl'I1['''. hll~iI1L""'~ I)\\'IKTS. ;l1ld Ilonprofit com-
mllnit~'-h:ISl.'d o1'g;l1liz;l\i()ns dL'n'loped ;I \-1.-..iOI1 for l11L' fUlIlrL' or I Ill' p1'niL'l.:t arl'~1. In hoth t:lrgct ;lrl';ls, IhL' l'ilY
It!..; :1L'll'd ;1"; 1hl' C()l1n'!ll.'l' ;md Lll'ilit;llOf fill' hringing (')\'1..'1' Ul lnc;t1 nrg;tniz:ltio!l" togL.II'lL'L
Description: P~II1I11'rS Building COl1llllunity is J Ctllllllllll1ily~h;I,-;l..'d l'oILlho1';uion \\"()rKing [ogdhl.'r to
rL'\'ilalizc (o(usl'd ;1["1.,:;1"; of K;lbnuzoo llL'ighho1'hoOlk C01llpOnl'I1lS ()( tlll,' liBe Crn..;,tO\\'1l Proil~l:t indudL. th.....
f(}lh)",ing:
. Edison Mainstrcct Program to J'l.'\'il:llizL' the Pon:lgc ~trL'('t husinL's-,; di....tril,:l:
. Edison W-'ccd and Seed Program 10 \\'eed out nilllt.: :md SL'L,L1 positi\'!.:, Vh,'Illt..'JllS, lllodeled ;lfll'f:l l !.S.
Ikp~lnJlll'J1l of Ju....tice progrJIl1 that l'mphasizl's lTlJl1I11Llnity policing. 1;lw L'nrOrCl'I1lL'1l1. inlI.T\'l'lllion,
pre\'l'ntir)ll. trl..':ltlllelll, Jlld !lL'ighh()r!lO(1l1 res!ur:ltioll:
cl-11
3
~
. Housing Initiative \11 rVh,ihiliuk' \...\j"ting--trl.illlll-....",. ('nf(\n.v huilding c{)lk"..lJid pnl\'id\..' fin:!llli:Jl
~L.....:-;i:-;\;lrK\.::
Public Spaces Initiative to fL'luhiliulL' 1.'1 tll11l1l1:1tl\ j""urL... :lnd \'11\ ir( 11l;n.....nul ;1"....('\". y.,; \\L'it :h il11pro\'\.:'
tl1".: pO[lllbr t-::d:l1ll:1Z()(! F:lr1llvr.... \Ltrk\'I:
. Youlh Initiative to dl.'\\'!op s:lfl.:' :lIld dkCl]\l..: youlh .md Lt1llih' :ICli\'itk"< :llld
Public Art lnitiath'c to L'ng:igL' !1h~ Cll1ll1l1lHlll\' in prl ll!lh,'ing p\lhlk .111. \\ hik' hrin:-.;ing in l1LTf( lnll:lllt'L'S
:iI1d :Ill ~lr!L"I-tll-n..:....itklKL' _'\crk':-;,
Thef\..' ;11"t.: III Ilrg:llliZ;ltinl1s wurking l'oll:d)(}!";ili\Tly II) bring .lhllUl pl)....iliyl. ch:lng...' in TilL' t:ro_"\[(}\\l1
Projt'd drv;]..-, Another 2\) (lrg:l1li/:llinll'i .Ifl' \\"(lrl.;ing l(lgl'tht'r l\n dll' '\llnhLl..;1 Prnjl'cl. TIlL'Y fucl!"; nn is:-'UL'S
slIdl ;1"; :'llsl~linillg hOIl1\..' ()\\"lh:rship ~lnd impr(l\"in~ pn,lj"wny I.':\ll'rior.... IlwllIgh :lll ;\d()PI<l-Blul-k progr:lIl1,
The :\or\hE;lSI Pn1jl'l'\ ;llsl) :-.lri\"\',,,; 10 hring in mon.' n,'t:lil. :lI1d 11;ls ,,,;uCl'L'l'dl.'d in gelting :\ grOlTf';-' stnn' In
kH,:;ltl'llll're,
Funding: PBC ..;urH:d \\'ilh ;ll.:ily in\'l.:"'tllll'nt llf SlnO,tHI!) \\'l1kh \\-:l.-; to hl' "IK'1l1 011111fr;lstrtll'I\ln: impro\"l.'-
llll'l1h :1"'; dl'll.'rllll11L'd hy the !);lnnL'fS, "iirll'l' tlwl1, Ihl.' (~i[~' (\1' K:ILllllaZ(l(l 11;1";' im'L'Sll'd lltl1L'L :-.ll1:llk'r Jll101l1l1s
oj' 1ll1.111il.'ip:d funds !n gL'1 Ihl.' PBt: 1.'((011 LllllKhl'd In I)olh I Jrgl.'l ;I rL\\'" , TI1\,'sl.' funds h;l\'l' fl:'<jtlin..'d ..;ignificlnt
rn:l1ching, :Hld h:l\'t,.' hl..'l.'n \L'it'd 10 dll'I..'li\'t'ly k\I,:r:\ge :lddltinn:l! n'Sl \\11'1.'1.',""
Accomplishments: The Crl)sstown J>ft)il..'t'I lu:-; I..'nioYl.'d ;1 1l111l11K'r (If SlIl'CL'SSL''';', BUlh the Edisnn
\l:lin,'.trt.'l't ProgLlm :llld the Edi"lln \"l'l.'d :\Jld "iL'l'd Progr;ll11 h:l\'L' l't'I.Ti\'l'd n~lli{)n;l1 ft'Cogllitinll for thL'ir :lCti\,-
ilil''', A...; ;1 rl':-illlt of L'('l1lltl11111ily L'jfOI1S, dlL' K;I!:lIlUZOO F:umL'r_< \brk,:! h:1S undergollt' signifi,.::ln! upgr:ldl'''
including nt"\\' ronI', !xlinl. vk'dri<.::lI :1111.1 SlHllld s~>lL'lllS, ,md l'onslruction Or;l 1k'\\' cn1l11ll\lllll\' hoolh
Otlk'r mih:...;tUlll..'S indudL' thL' opL'ning of;1 pulice suhSI:lli()l1 inl by.... P~lrk, :1 sl.'nlrilY lighting prngr:ll1l, :\11 allnu;il
spring !'il..'~u, svlr-dd'L'lbL' d:l-"SI'S, :lnd ;In Jl1is!.in-rl'siLknL'l' ,";L'riL's, :\ I1l'\\' Youth Dl'\Tlop11lL'nt Center ;l!ong
ernS:-;!l 1\\-11 P~lrl,\\'~IY pro\-idl'''' youth-focused :ICli\'itit"'" inLluding :l tcd1l1o]()gy program tlut is ~1\'ail:lh]L' In thl.:'
community :ll brgl' lu ilnp:lrl \':t111:lhle computer ;Inti rd:lled fl..'dmnltl).ly :-;kills,
In :.:!(InL ll:lr\':lrd l-ni\ ersity rL"CI)gniz.....d PBC Ihr(\ugh liS .\:-..11 In~lilllH,: rur 1)l'lllPlT:l1ic C(}\'t~rnJnCL' :1111..1
fnllO\':lljnll, The llL':\t YL':If. PBC \\'~IS rl'l'ogniZt"d hy rlk' SI:I1L' nf \lidlig:lll'S Ik'P:lrllllt'J11 of 11001....ing :lnd t'rh:1ll
rk\l'loPllll'111 tllnHl\.dl lis \\,111 n! LllllL' ,Iw:lrds,
Onl' \J!' PBCs gl\..':llL''''1 ;It'I.'\llllpbhllll'nt...; i...; lltl' lOlllmllnilY ....tr~'llgl1wnillg 111:11 lu:-; {)L'dllTl'l1. ..\s one p;lrlil-ip;1111
COIllIllL'llll'd, "Thl' hl'St thing to nmK' lHlI I)r P;IJ'tI1t'TS j" fL'btjnl1ship dl'\l'l{)pllll"jl1 lh:ll l..'ncuuclgl'''; hl.'lIL'r lru_....l.
hl'ttl'r l'lJllllllUnleltit1l1, hL'llL'f lllUllI.d 11l1Lk'r,";1~1l1ding,"
Contact:
Rl\'lilll.' \l:ll1ni
(:oordin~lt{lr
Thl' CrnS:-itu\\'J1 Prujl'd
P;lrlnLTs Building COllllllunity
+l':; \\" ~lichig:ln :\\'L'nUl', :-'uilL' 101
Kll:111UZ()(), \11 ,jl)(J\l'7
(l(Jl)) }-)7~,"U2:;
\1:ll1niH2,(j:kal:lIll;lI()(k'il~ ,(lrg
\.\'\\'w.phck:I];IIl1:IZ0n,(}rg
I
I
*
~-1g
4
The Legacy Project
Burlington, Vermont
Purpose: TilL' I.q..(:Jcy P["ojl'C! is ;lJl ongoing t'llmlllllllily~
wide 'illst:/in:lhililY c!T(ln to dl:11'1 Bllrlin,:..:tol1.... rUIUl\,:' Ctllll''iC
;Jl1d kecp it ]i\';,hk' ;Ind l1(.';dlh~' ((II" 11lL' lK'xt gt.'[1L'I\llitlll. ]t
L'1l1p]l;lSizL',S inlt.'llsl.: {)U11'l';I\-!l III l'1l"UfL' \\'idl..'sprl':ld puhlk
p:lrticip:ni()Jl.
"Jt's ;1 rn:h.l !1UP for I Ill' l'ilY's !UI\lIT ;ll1d ih l'l'0!101llll". c'Il\'i-
rUl1l1lL'!1I;t! and soc-j:t1 1ll';t11h." ;-,;I\,.'\ Ikl~Y j{o"'l'nhlulh. din.'c-
tur of lhl' 1.1'~;IL'Y PrnjL't:1.
:\ l'()ll1mon visit In. tk'\'L.1t lj1l'd 11m lllgh ,'iliI.L'11 p:!nil'ip:llltll1.
set llll' I.l',L::tCY Prnj('(:!'s g();tls to;
. 111:1inl:,in Burlington ;tS J region:!! pnpul:lIion. gm'l'rn~
melll, t:ullur:t1, ;md Ct'llIlCHllk' huh \\'jlh full L'lllplny-
Illl'nl, jnhs tlut pJ~';l hYing \\';1,\2.1.... ...;()ej;!! Sllppnrb. :tnd
housing Ilut 11l;ltC!lCS joh ,:2.r(1\\'I11 :lnd LlTllily illl"IlIl1I..':
. il1lprun: 11lL' quality or life in nl'ighhorhoods:
.incn:;l";;i.: !XlI1il'ip:lli()!1 in l"CllnmunilY lkd:"ion-nuking:
* * ****'.**
.~ ,EIff"I'r~tr.,
,,_ ,l,,-,<y ~"",,,L
Former Burlington Mayor Peter Clave/le helps
launch the public outreach efforts for the Legacy
Project in downtown Burlington,
. pro\'idl: youth ,,:ith high-qu;diIY edut';llion ;lnd ~()ci;d...;urp()n.", ;Ind lifL'lllng learning uppOl111nitiL's for
~t1I: and
. prL'SL'IY(' tilL' l:ilY ,'- Cl1\inll1nll'l1l:d health.
Background: Long luikd :1." OIlL' nf the n;llio!l'" !1l0"';( h,';rhk' l"illl'S, Hllrlill.~t(ln in ]lJlN LICL'd ;1 lltll1lhn
(If dl:i1kngl's, :llllong thcm ;1 seriuus ,<.;hOI1:lgL' uf ;llfordJhll' hOll,..;;ing, cl1iklrl'n ji\'ing in PO\'l'rlY, tLlllic COllgL'V
tinn. crillle. .<.;uhurhan spr:\\\-J. ;lJ1d pollution. To maintain lhl' CilY'S Ik'SI fl':lllll"l'S :lnd t1LTdoj1 a l'nmprL'hl'Tlsi\'c
pLIf1 for Cll:lllgl' and susttinahility, Forlllcr \byor Peter Cb\-dle LltllKI1L'd 1111..' Ll..'~"pcy Project :IS :1Il initi:lIin_'
im"oh-ing the city, lht.:' \'l'rmOI1l~haSl'd In~lilUle for Sust;lin~lhk.' Commullitil'.<';, :uld thousands of city rl.."silk,nts.
Fur thl' purpo:-;cs of Ihi..; project. Burlinglon hnITO\\-ed lhl' \\'orkl Cnlllfllilll'l' Oil Ell\'iroll1llcnt :Illd
J)t,>\-c]cJj1Illl'nt.'s definition of :-;ll.<.;I:Jin:lhll' lk\"dopllll'lll: "!)l'yl'loPllll'llt that Illl'ets till' needs of Ihl' ["'resell! with-
ou! comprol1li:-:ing till' :lhility of hlltll"l' genl'r:ltio!1s 10 mel'l lhl'ir 0\\"11 Ill'l.tlS."
Description: !)rojCC( urg;lnizers hl'g:ll1 by asking citizens :llld other city ,..;ukl'hoklt:rs to L'1l\-ision wl1;1[
rhey \Valli Burlington to he like in thl' year 2030. A din'rsc stl'ering committee tlut included st;lkl..'holdl'fS from
the husiness. low-incollle. en\"ironn1l'nt. :Icldemic Yfllllh. ;llld ,.;,ocial sl'r\'icl' comlllunities \\":IS :Ippoinu..'d hy
the mayor :md durgl'tI \\'ith coorclin:lling the puhlic in\"ohellll'nt l';lll1p:lign, collecting d:lla :tllll prl'paring thl'
:luiol1 plan.
They ;J(.:l1il'\'(.:d high l'itiZI'Il participation through the rnIlO\\'ing -"reps:
. SUf\'I..'Ys distrihull'd ;Il l..'omll1unity t'\"l'nts :lnd lhf()llgh s,--,\"('ral hundrl'd agl'l1l..'it.'s and ()rg~lniz:lti(H1s. :l:-,k~
ing city resiJ('"nts 10 share their hopes :Ind dreams for the future of Ihl: city"
.
. F(KlIS gnJUrS cnll\"cned through Burlington's :\eighhorhood Planning As,..;emhlies.
01. --11
5
Sllhil'C1-"PI.'Cli"i,' 1'( lnb :~i"( JII])" hv1d Ii) di"<"lL"" .\fl ;1-': \,r ,( l!i(-l'rll :iIld (Jl'I'i1rlll!lit il'''';
t_ )Ull\.':lch \(1 Y( lung pt'11plL' in f( K-US ,'...'.rtHip~ ,II l-il\- :--;,'l1i l( ,[:--;. \\-ilh "luck-Ill \1 luthil...; :ind ,11':)\ )11:...: nIl )1'<--' !!Ul1
2() \-(l\llh '->l'1"\'it."l' pnl\"l\kr."
llundrl.d,,,,; oi' !l()ll1':-i of illr0l"1l1:11 di;duguv \\'il!1 I.'ili/vn". IIlCllIdjll~ Ih(J"l' ;Il fnr\d p:l1lll"1l". :'l'!I\'.li" \l.rHl'I....;.
1..11L' I 'nin'r,..,ilY or Vl_Tl1l\1111. :111.1 j1Jrl'nt-il':I\'ht'l" (lr.~:llli/;I\i(l1b from cit~- sl-hl 1\ 11...;
PrinlJ1uking. ...;llll;.'klling :Ind p;qxTllUkin.\l.. 1\\ lll..')p chdllrVll t'\Tll"l......" tl1l"ir idl.;l....; :lhlltll il1<--' ('ilY'," flllltrl'
P\J,,!vr :111d l'..,,,:IY l"('inles\:; \\'I.'rt' I1l'kl in ;1\1 B\lllin,s.:j()!l"'( ht)()I..,. ;Ind tl1l' n.'''';lIll'' \\-lTe t,\lllhikd ill,'il\' lull
. FOllr puhlic Ill':lring:-: ()n the fir..,1 dr;lft ()f 1]11..' Lq..;J,"\' PJ'()jl'd pLIIl. dl':I\\-illg IllI)l'l' Ilull 2()() ('()nll'rI1l.d
C1l11lTllllnilY l11l'lllher.." Fl'l'dh:ll.."k \\':IS L1,,,nll() rl'\'j"l' till' dr;tn pLlIl. \\l1il.'l1 \\;1" ."'l'lll 10 (1IH}I\',kk'llh :l1ld
()r.:2;;llli/:ltillllS 1'(lJ' l'tlJllllWJlL Cllpk'.., \\\'fl' di",trihtlll'd ,1I !lUll\' t'11111111llnilY flllll'lio])s
. A ~l:jJ\h .,;I.l{lI) "SIII1lIl'llt (1]) the City'.., Ftrllll"l' ;llkndnlln' --,n() l-i\i/\.'ll'. tu c,)lkd :ilklition:il!,uhlic l'llll1-
menl :Ind ,"'t'! :ll.tion prioriti\.'"
The Ll.:g:ll'Y pf(ljl.'CI Ul!1dUl"lS :mJlll;1! "j'()\\Tl .\k't.'lin,~:' II l\.'\ :lltLllv pr( )i-!,rl....,...:,
Tlll' n"',"'p<1I1,,ihiliIY for il1lpIL'1111'nling 1111.' l.l'g:Il.."Y PrUlt.'l'I'~ ,'...;lul.., l"..,!l:lrvd ;II1l()]l,1.!. ;ill ()( Ill\.' in,llllltilln.., lll~lt pl:l~
roiL','" in "ltlping lllC,t'ity'...; fllturl.' Burlingt()1l's \'tl\.lllg j'l{'llpll.' lu\'l' pIJYl'd;1 11ui\)r J"[JIL' - I11nrl,tlun 21) pl'rcl'111
of p:lr1h.-ip;IIllS :1J't.' undt.'f :1,1.:1.' .,;::'.
Lt.'g:lC) Proil'n dforh indlldl"
. TIll' Burlington Food Councilll) j'l]"lJ\'idt.' Ilulrililln l'lhl(';IIH1n \\'hih.: 1ll;lking 1l1llriti(lllS. 1()1.':1I ft)l)ds
:1\';lil:Jhk'l() "Illdt'nh.
The Tnten'alc/Old North End COl1ununity Connections proj('ct tll IV1ll()\'V h:lrrivr.., 10 tl1:l1 l"(lllllllU-
!lilY'" r{ )oll, l;lnd. l.duC;lli{l!1~ll. ;lIld rnTl':lli( III rl'S( lurCL'S. l.'nlu Ill't.' l"\ lJlIlt.'(1 i, lJlS, :lnd f, )~\l'r J "t'JlSl' ,)f ()\\-!1-
('J'"hip.
Thl' Sustainable School... Project In intcgr:lll' Ill\.' C(l111'\:pl ()j" su..,l;1ln:lhllily in lhc dt'll1L~nl:lry s\."I1ool nlr-
ril"1I1t1111. ;lnd pnAidl' [1':tc!W1" lr:lining :lnd l'urrinlltll11 ",upp(lrt.
Thl' Food, Farol and Nutrition Legacy Card Projl'ct 1<) l'ng:1,1.(t.' Cll~\lllpLlill Llcllll'lll:lI"Y ...;!udl'nts ;llld
tllt.'ir Llrnilil's in (Tl':llin~:1 sU,:'I:lin:lhk fUl\lrl' fllr Burling\()n. \'.'ith input rrnlll ]octl roud. brll1 :Ind llulri-
llnn-r('Lucd ()rg:lniz;lli(J11S.
TilL: Youth Engagclnent and l.cadcfship Project to pru\'ide lhl' eil\'" YOllll,'...; j!l'llpk \\ill1 mon-' infnr-
ntltiol1, fl'SOlll\'t.'S :l1ltl opportunities in ll':ldt.'r"hip :l1ld l'i\i<.'-l'n,\2.;l.~l'llll'1l1.
. Youth on City Hoards and ConullissiOl1s 10 :tlh)\\' high St'hl)ol ";ludl'll\S In ..,CIYC {)n lilY hn;mb :md
l.'t}111ml"';~I{lIlS.
"'
.\-'Ston1\watcr Monitoring Project lo deter1lline l'( lllt:lll1in:lnls \\":l';hin:-.; into Ld\l> Ch:l1npbin. \\"i\b \'()I~
unlet'J'S l.'olll'(ling \\':l1l'r s:llllpk:-i :Iftcr ,"lI1ll111l'J' r:linLdls. :\ J'el:lIcd effort im.()h-L.....; dL'\'doping ...,lr:lIL'gil's
10 ((J1ll1nl air p{)llulilll1,
Funding: TI1I..' Lq.;:lcy PrtlicCl \\';1." bU!ld1l'd with a S\)S,()()() 12.1';1111 from tIlL' t ~.s. En\'iJ'onmclll:ll ProlLTlio!l
Agency, II rl'cL'in's gr:lllls :lnd funding fn 1m Ihl' cilY, pri\':I1l' sources :lnd m:ljor ~L1keh()kk'r", TbL' prnil'Ci slri\'l'''
to nuke USl' ()f L':\i~ling 1't.':,ourCl'S lO meet go:i1s.
Accomplishments: The lq~:lcy Proj(>(.'1 lu~ grC:111y incrl':l:'ed ,'itizell 1ll\'ohTl1ll'nl. hOlh hy :ldu1ts ;llld
IhL' city's YOllth. In recognition {)f Ihis efron, the InllTn:ltinn:ll :\ssoci:lllon of Puhlic P:1I1icip:l1ion. h:ISL'd in
Dl'Jl\'L'f, (010., named IhL' Leg:lt.')' ProjecI ~l "Projed of tl)(' 1"(':lr" in 2002 for its public pLlIlning process,
Thl' IrllL'rn:llion:ll Council for Local Ezwironml'llullniti:l1in:,s (JeLEI) wrolL' :1 ca~e study on Iht' Legacy Projecl
in ~nn2 ;I,,,, ;11l l'xample of local gO\"l:.'rnmenl SllCC(',,;S, Tht' Lq.;:ICY projcl.'l :tne! the I ~nh'l'rsiIY ()r Vermont
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l~n',ini111l1l'nLd (,()lll1l"d rcn'i\!_:d thL' :01\5 \'vrnl(llll Ci)\l'rIllir'" :\\\:!rd fIll" Ln\irollllll'llLd 1->;celklkL' .Intl
1)1:,lllllillll Prl'\'l.'1l1j()n.
.\"; :1 l\'-;UIt <lille lcg;h"~ Projl.:'l.:1. Burlingl()l1 i... rl'\\Tiling ih ZOIl111g 1;1\\-; 1<) in,julk' ilknlli\\,'s ((ll- .o...:n.:'L'll hllild-
jl1.~";. rvdu(,L'd (';If lr:t!lil', "rn~lrl gr()\\lh. ,111d prrl!l'l'li{)f1 ()( ()jx'n "P:1\..'L' :l1ld J1,llur,d r,,-','';(lllrn.'s Th,,-' city 11:1... svl ~l
.\~(I;l) ()!' rvducin:-l grn'nh\Hhl' g;l'\ l'nll""iIlI1S hy 10 pl:rnTll :IIl<..l is \\()rking to i1l\(lh-C l1(HI.".....h()kL" :tnd sm:t11 hllsj-
Ih..........l.S in lilt' \..'Ilnn,
Till.' pnljL.(,:t h:h "p;lr~l'd :Ill :lllli-r;lCi"in inili.lli\'L' :llld cffrH"!"; 10 pro\'idl' :1 11101\' \\Vk(lming l'l1\inlllllll'll\ j"(jr
illlTlligL11)l (,()Jl1!lltlnilil''';
.\11 'LOOU childrL'll ...:nrnlil'd i!ltl1l' Cil~-'''i ..,d)l)()I.., :11\' ....ating h....;llll1il'r IllJhlll'S \\Ilik' lv:l!'l1ing ;lholll l1lJlrili(lll, In
II 1 J'('L' YL';lL", lilt' l.l'g:I""Y PrOiL'l"! :md ih p:lrtncrs -"lltYt'\.'tk'd in lripling till' ;!llltlUIlI of rrL',....h prndt,hT"l'IYl'll In
,...chool 1l1l';l]';. ()nl' third or il i.... )n"".llly gnJ\\'n ~tlldl'Jlh work wilh (,.':If...'h:ri;! ...1:11'1' !o de\'I.'ICl]1 I'l'l'ipl',-; ;mt! 1v-"1
them I'll]' p()ll'nli;tl inl'lu,--jon lll1 the Ilk'nll
TJll' L....g:1C~' P]'l)ll'l'( :11,"11 dl'\'vlI1p",'d;l \\l'l1..;il<..' to I1l']p olhl'r ....ollllll11nilil',-- idvlltify ,--llL'l'l,..,--rlll pr:1L'li(l'S th:lllll('y C!11
\1....L' to fUJ1lwf till'll' own :-,usLlinahility gU;lk Burlinglon rt'gubrl~ rvn::l\l'.... inquiri....,.., :dmut 111.... I.l':.!;ICY i>rUil'Cl. :lIong
\\ilb d....l...'g;Hio!1s from itlll'n,.....tl'd C0Il111l\ll1itiv.; :tcn l..,S tIlL' n:ltill!l ;IS \'\'vl! ;1:-; j'n \111 Il\l.'r....l';\S.
'I Ihink p....opk -"l'l' it. ;1'-; :1 ....\1t.xL's...fullllod....1." ",:j~'S !{n,sl.'llhlulh
Contact:
lkhy I{l )..,....nhluth
Dirl'c1ur
Burlington Ll'J.~:lCY Proi....\.-t
I'lt) (Jlllrch Sl Room 52
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Targeted C01llffiunity-Based Collaborative
Davtol1. Ohio
Purpose: TIll' ,~()~d of Illl' l:lr.~\..'!l'd C()Il1J111I11ily-lb...,cd CI)JLd)()I'Jli\\' (TUll:J I" to ~k'\'t'](lp progLIIH-; :l\ld
'ilr:lll'giv.'i to :llklrl..''';''; IIll' ";()t'i;d. rirulll'i:d :Jlld nhll':l!inn:lI nevd.'" (lll)\\"'\1h'()111t' LlI1lilic... in lhl' P()o!'t.......t 1l1'i,'..dl-
]-.,()1'!l()(1l1.. \11 \h11l1,l-.;ollwry (:111l111~'. ()hitl, Thl' ilUII)]'il>' I)l' IhL""v 1;!J)..;l'll'd lll'i,Ldlh()rh'}(\lL..; ;lrl' )nc:lll'd in IhL' (:ity
(11' Ibyl! JIl, OJ'( :J~C \\;1"'; llv\'l'lnrwd :l" :111 dTI)1"1 II) !"l'dun' llll' 1l11!1llwr (Jf LI111ilit..,,, :lJld 1lldi\ id\l:d:-. ,II ri....k Ill' hl'('( 11ll-
illg lklk>ndl'111 (H1 puhlk :\,"..,I...l:ll1l..'l' hy iJ1ljlj"( )\ing 111l'ir \\;j.~l'"l"lIT\illg pllll'Il1LtI ,Ind prm idillg _"t1PPI 1rl "l'l,it L'"
In lll'lp 111l'11l rind jol)..; (ll' gl'l hVIILT illh"
Background: ;-;L'\'en Yl,::lr... :l.l!.l) thv Ohi(} LL'gi."d~llllrL' ,:"':;l\L' l,'oUl1liv,<; llll' ()PP\)r1111111~-I() L'....uhlish ;Ind 11uil1-
I;J in (,.'l llbhllLlli\-L' p:lrl1lL'rships with Llilh.h:ISL'd :1I1d Cl lJ11l1lllnily-h;l'''l..'d l )J'g:l1liZ:11 i< IllS. In J 1)(Jt). the .\h )!llgulIlcry
(:( llJl1ty [kp:lrlll1L'111 (If,rl lh :Jnd F:Hllily _"L'l\in'.<; (.\1(:1 )JF~ l LTc:l\l,'d I Ill.' T:lrgl.'tL'd (:t IIHIlltlllity !3:lsL'd CdLthllr:lli\'L'.
u...ing TL'lllpur:lrY A"si."t:lI1t't' l() '\LTdy F:11l1ilie,s (T.\:\Fl funds This Clllll' :lhllU[ ;lftCl' Ihlll1l'tl:l t~r:l\'L'S. tlll'1l
dirLTIl)f' uf .\lC1).lF~. ht..'CllllL' :1 ll11'rnlwr Ill";l IhytOf1 wl)rkfnn'l' dt'\L'loPlllL'llt h:alll lIl:1t p:lniL'ip:llL'd in :1 f(lllr-
Y(,.':lr \:ltillll:t1 LL::IgUL' or Cities pr{)jc1..'l III help cities link \\'(Jrkfo['cL' dC\l'lopnwlll I() j10\-t'I1\' reductioll
'1 ):lJ1Ill'l1:J \\':1.'" dL'lLTlllilll..'d III I)lll in pbL'l' :dl pos,...ihk' :llld nn'l'ss:lry :-iUPP( lni\'L' sL'lyin's In dCLTl':I."L' I Ill'
clUllL\:" ,_l LrllliliL'..;, (.:()llling nil \\'dLln.: heing f:ln:c1 \\-ilh l.\trl'lllL' p()\L'rly." Jo\\:e t;crrcJ1. con"tdullt Itl the
T(:BC .";,jY~, C;Ll\'L'S. \\ho rL'lirnl in C;trly 2(K)(), nJl1tr:ll.:lcd \\'illl 1tll';t! nl1lll111lnity-h;lsvd :JIld f:li1l1~h:l"ed ;tgl..'ncil's
lo pn)\'idl' l'(lllllllunilY ~lIpp()ni\-L' :-iL'l"\'icl's. "t;r:I\'l','" \\':lnll...'d llw:->c J.~I..'nL'iL's In itllpro\e ()\,pnI1unitiL-s for llc:H.ls
fl!' i':tllltlil'''' 1t1 hL'l'<lJ11l' .....lllpJoy1..:d. inLTl':l"C llwir L':lrning pnll'llli:ll, :Ind iJ1lprmt.' tllL'ir inh rl...tl'l1li{)Jl r;IIL', Olher
"l.'1'\'in's through TY\F :Iimc'd III l'nl1:l1Kl' f:llnily sl:lhilit~,. :lJld rL,thlll' IHll-of-\\'ed!()d.; l'lrcgn:lnL'ies. SdHl()!
dnJpnlll L1IL'''. "llhs1:lnL'C :lhtt"'L'. :l11d LlIllily \'illkncl'."
TCW .\\':1:-' :1 h'y cmnpnJ1cnl in D;lyton\ ,..;.tr:l1l'gy In rcdun: pm'L'I'1\' ill t\\ () uq~\'lL'd Jlopul:lli(Jns - those un
j111hliL' :l.""hLltl,'L'. :lJld [!In....c in 1r1\\'-\\':lgL' j()h..., ;tccording Itl t'ir:i\'L'S,
'TllL' cily idvIllll'ivd lilt' pllor Ill'ighhorhnnds h~> CL'n:-'IlS telL'!: 11wIl Iht'\' idl..'ll\llkd the joh llurkl'l in Iht.:' CiIY,"
(;r:I\.c,.... ,";:IYS 'TIll' cily \\lnk",:d lilgL'lllvr \\ilIl111c L,'()UJlIY :IS:l t1..';II11 111 dc\ L,lj Jpllll'llt :Illd illlpk'lllL'nutioll urll1t......l.
pr{)gLl 11 1."". Our p:1I1 \\':L<; to lll~lkL' _"urc' \\'L' h:ld :IL'nllll1uhk. progr:llll-" Ih:ll lllL'1 11lL' Ilk':lsurc.S \\'L' dl'\'I,'loPL'd in
IHlr pl:llls, \"L' l:lrgL'lcd Ihe lll'ighhllrl1()od:-; th:ll tile city iLk'ntifi1...tl. Thl' city pLlYl'd ;1 \'i1:l1 rok in m:lking -"url'
illL' pr()gr:11ll \\':\..... urgcll'd to [he p1..'upll' lh:ll nl.'l'dL'd the lwlp. It 1'L';dly dl'llloll....lr:IIL.," 110\\';] cily and CIlUllly Gin
\\(lrk t\Jgl'lher I<l ,,,(lh'L~:1 "eriOlI..... pnlhk'11l,"
TCBC L';llllL' into heing :11 :\ limL' \\'I11..'n IhL' ,';()-month T:\:\F time limit-" in ohi(). -"l'! lip follO\Ying n:lliolUI \\'c1-
(:lrL' reform in I\)l)(). were l'xpiring, In :\u\'\;'m!l('r !<)\)(), lilt.' .\I01ilg()I1lL'0-' Cuunty Blurt.! or COlJlllY
C()mtlli~:-.i<HlL'rs (BCel :llllllorizt'd tilt.' :dlnclllon o( S2 million in TA:'\T funds 10 l;llll1L'l1 TCBC.
Description: Tent: I:lrgl'h blllilics \\-ilh :1 gross Illunthly ilK< lllll' I( }\\'L'r 111;ln 2UI) Iwrnl'llI or IhL' Fl.dl'r:tl
Pfl\'cny Guiddim' t FP(; l. thosL' IiYing in lleighhorhood." \\'jlh IllL"l!i:1J1 f;lmily iIK{1I11L'.'i IO\YtT Ill~ln ..zOO pcrCL'nl
IJr the I~P(;. or t!lOSl' li\'ing where the lI11L'mploYllll'nt Lllt.' j" ;o;ignilk:tlllly higl1L'r tl1:1J1 111(> .\ll)l1lgo111cr-;.' C(Jl,llll~'
;1\'L'r~lgl', Four or Ih()SL' lwighhorhoods - (,.'()llt:tlning (1=; [icl'l'L'nl uf till' TenC 1:1rgl'l popul:uinn - :\rl' locHcd
in 1\lytllJ1.
TCBC (ucu....1...s on illlprm'ing :-iUppoJ1 sL']yices 10 ~'()Ulh ;Inti their families. and impn.n'ing their putenlial for
vmploynll'nl. jt)h :H.h';llKL'lllL'nt :ll1d relenliol1. Thl' progr:llll CL'nlers on L'ClI1l11111nily-ha:->t.'d :IllJ Llilh-luSL'd organ-
I/:llitlns lh;lt (l!'wr:lle in lhe I:trgt'ted Iwighhorhnods, TCBC enahk.s :md supports j1:ll1l1L'rship-", which proYidc
"L'IYicl..'<; :llld progr:llll.S :timl'd :1\ prl'\'L'nting, reducing, :IIKI elilnin:iting puhlic :lssi:-itance dependency. :lS \\'L'II
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l:it11i1il''-, :II"\(! l'tnhiin;...: \]1\.',11 to r'_':I~-h ihvir ll1;l\illlll11] k'\('1 ()f \'ll\l1\'ilii( "vlf...;uffilll'n,y
T{:BI. l){':~~Jl1 \\l\b )(, '-.cr\i~'v pr"\ldvr'< ci.-...;hl Ill' thVlllllI1l111jlll1il\"..h:I";V,J .md :111(1Illl'l" l'i:..dll Llill1-11:I..;vd TLltLJ\
llll'r,- .li'V m' Jr\.' liUI] ..")\.1 \....r()\ ilkI'''; .1l1d jl:\r1llvr,... (lti"lTing l'clLll :lli('11 :Ilhl \Llining rvfcn:d-.:. )lIb ";1';lrd1 :Ind pl:l<""l.'
~1ll'1l1 '''IT\i~\.:.'''. 1:lll11h- ~Ti..,i..; 11110r!lUlilJIl. ;\IH[ ~'()11111 :llld ;llltdt lllL'lllnrtng ]1J"(I,t:L1llb
"1'1"' !\If,kr..; hll'kll( 1:1 .j.., :1 1.1 )11"'( lr1iU1l1."h:lfIll:.1. illfl JrIll:11il \ll :Itld \\, 11kil\~ 11 )~"l]lt'r .1"'; (111l.'.' "';;1)'___. Cr,I\'1..','.. "'1'I1L'\' 1..':lll
lI() 11\\lcl1mO\l' \\\lI"kin,~ 111:...:,vlll"T 11~:IJl 1111..'\ v\cr l,(\ldd \\'ilrkinf-.!. :il'JIl1.."
'\~)\\ ill II'. "':"'\1..'l1tl1 \t';II', -n:w: h,i'" "l'n"d ;111 ,..,tilll:ll"I! ](I,(ld!) [lil'IlI.,.
Funding: 'j(:)',,' i,,,,; rUll,h:tll1l:1inly \\'Illl T\'\F ,111(.1 \\'(lrki"O!\'l' 111\ ('....1 1 11l'11l .\l-I fund"
ACCOOlplishments: ,\" :1 I"l."-\ 11 1 (d' \lll' ill:11l\'111'1I1,~l'tl l'll()j't-.. 1>1 TeEt: \h1!ll;.1,OllhT\' ("l)llTllY'" '1'.\,\]'
t,:l....l'llud Cl)lllinul" \ll dnTc:I....v. EllIplllYllll'11\ pn)\idl'r'" rl'pnnvd 11ut .::,() pl'r~,\.nt ~lr ~IC\j\l' p:lrtiL'ip:l1'l1S ()hl:linnl
('rllp!(l~ Illl'lll \\'ilhiI1 IIIl" fir....l few lllonths.
TUse', 11\l,'..;l'ly "lll'Cl.'.",:,,,hd ;lrtl.'I"-",:~'h(l(l1 ~Illd l.'nrill1l1ll.'nt j1IU)2:r:!I1l.... rl'poJh'd Ih:lt ()!I pl.'1'\'elll (}f p:lnicip:\llt< rl';lt!-
ing JJ1d 11l:ltll ",'()rl.'" IJllpn)\'t'd ;11 1v~I,'.1 llllt' gLldv Il'\vl ])urilll.!. ;l'oi'\-yv;lr PlTi(\d. !l()j (illl' (ltll-l)f-\\'L'lllock hirth
IUppl'lll'~1 in;1 gnu,ll) ()f .~II() )'llllll1 in ill....! (l!1L' :1(\\T-...t'!]()()j !)nJ,~r:llll. :ll'l'(\rdill~ I() eLl\'t'.', \()lll' {)(llll'lll drc)ppcd
(Hit Ilr "':lll(){d. Tl:1H~',,,,: :\rll'r-,,~'l1o()1 pr()gr;llll:-. h:I\'l' hVl'n ....\ll.Il;1 "ll~Yl',"-' 111:11 il ..:nntLlc1L'd wilh ~i'\ :,~'ho()l dis-
nit1" i(l !1l'("{)lllt.:' prcl\idl'rS \if ...it11lLll' -,",l'lyill'''',
Thv '1'( TH: 11:1,' W( 111 ;1 nlJ1llhvr ! If Jl:llinn:d :I\\":lrd.-; 11 rVl"l'i\ vi..! 1111' \:tlintl:d :\....-;Ol.i;11iIJn o( COUIlI\' OITit-Lds
\l'hiV\l'llll'llt ,\\\:II'd r'lr .20(\.2 ;llld \\":IS highliglHl'd :1"-:1 "ignific;\lll p:l1'111l'1' in tll...' 1',:-;. lkp:lrllllL'1l1 ()j" Llhor 0111..'-
"':;111]1 Iml()\':illlr,s :lIld Y(luth C()Ul1ciJ .\w:wl, TCHC \\':1:' :11,,,\) l1(lll()]\..d hy llll' \';llinll:ll :\""llci:l1iUIl n!'Cnlllllics for
il....: :ll'l1iL'\''''ll1l"ilh. TI1l' t ',S. (;{)\'L'rtlml'll! :\Cl'otlJlUhililY {)ITlll' g:l\l' leBe :1 -'"'lr:lll"gil- illlL'gLllioll -"L'!\'icl' :l\\":\nl.
Contact:
Ikkn J(lI1l'...-l\.l'lk~
Dirl'l'l(J!'
.\\tllll!.!.nllH-ry (:~)llIH~ IkpJrll1ll'llt (lr,lIJh <.'\: F:1I11l1y ~LT\ill'"
1111 ~. Fd\\in l: .\IO-,",l'''' Bhd
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Neighborhood Quality of Life A.ssessments
CJur11 l\ll'. '\1 )jth C;lrl1Iin;t
Purpose: Iii ill,,,,1
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',\j(lv 1,ILii 11.11,1 i',
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1,1< 1""1(\
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Ii 1,.1 I'Vlll I 't'''l'''1'i\i 1<> "llll!','.!I':II\
,i, '\1...']( '!,11"1\'1"I1 1"1 I, '- ! I, ..I,~II~ (1 ,I'
Ill: \ ~i'l:\ \. 111" 1 i \" n, Ii! 'it \(11 i.,
1:,\111',,1,1\1",' 11\\'"' li]l .1,-.('''''111l';:''
11'..1]1 1:1\ ,-,itl' !.Il" l,i.d'l \\ hr':-,' II I
\ I\'!,I, 'Y j'iI ,il\" !!!d "\ I, \.I] \\L 11 )\~'I".
.It!p,]',1 i ld'h 1!.ill"p"ll,:I]''i1 ll'i]!l''-,
,Iile! .I\!d!\'"" dlh'r l :-r'll il ''-''I
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Cit~. of Charlotte
2004 '\"<igh borhood
Quality of Lif,' Hankings
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Ranklngs
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CJ ,":<<',-_t-(,,,:-,:,,",
IJlUIIUl"n
Background: III ,he' ,iik
!I,")(I" ,h. (h.i!l\dlt'-.\k,kl(,I'\IiII-:~
\ '1)\11"11\ FLll1n!ll,c.; !It'p:lrlllh__nl r:ll"t'\ll.(lti(('m" \!Ul it' 111,' (il\"~ lllill'\" ,'(\l'l' f.llll'd [i\ ~k'\t'!r1p .t~1\i kl't'p p:ll\...' \\i\h
~r(l\'\lh in (.I1;1;!\\\I\....." lhri\\T"\:.2. ,jli\hl";.!. :\1"l\I", \1 \\'()\lkl tlHl';lll'tI 1 ilL' ~ily" 1;\'('r.1il '(\Lilily I"j Ii!,' ,Ind ,c.;i"ll\\lh,
jJl.l1l!l('I" '~l'!l'd\__(j ,Lit:! i~''i:l ":il '-il\,i.~l ,LJ1,1 \,'!.t'llr'illlL ,';!\l':":"l'i\..'" inll1l' i'l')11 \ ,'"', \,'1'11'-\1". ,1:",d u,-,__,llhL" Ill:II\,,'I'i-
,Ii 11) .l~"\''-'' -', :rlnvr-,,\\ '\,-__i:-..;itl"'rhr"'ll... rill'. Illt'urm,lli,:j) \\,1.... LI"l.d \(\ ...ll.lk,::ll.tlh- 1.I'-'1"!I\\ (':\\' 1\..'_"11\l1"\.l',"; 1<)
!ill)"L' ,lll'.l'-, ,.(\n...tl!lTl'(lli,\~:dl',
\J!l'r ;1 (L'\\ \.....tr..;, tIlt' lqu':l ('\'if....II" \1:1i:l \\':1" dL.',.'l1lL.'\! !il"ul'i"il.-iCIII .ind (Hlhl.l:l'll. Thl' 1 11\\l'1'''11\- (If '\\lrtl1
(.L["(llin:1 .11 (:!l.irhl\ll' (I '\C \.hJri,rlll" \\:L" I 11"1 J\I,...:,lu in(<) lilt.' prn("L'''\ in jq(l- II) L'\p:lIHllIl\.' :ltll',lllnl \)1 infor-
111:l1i{)!1 ,-'11klh'I!I'il1!1,' ).\,-.d It.\,'I. ()\\','\ll'lInl"vll1. \lni\('r:---iIY ,t:-'''t',I'j,\1o.,' Plj1\(':-.II'<1\" \kl!"()ptllil:l11 :-;\udiL':-' ;lnd
i:_\.ll'n,kd _\,:I,kil1i, lJi'jl~r.l;n',. .Iild Ill" rC"I'.lrl.-h It':1111 V\:dIUII.d 111\' :h..;l'''....nwnl r'ri1(~''';.... Thv\' rl)l1lld il ,111
('Il"t'('li\~' p()li(Y IIHd. ,Ind n.,nilll1~,_'nll\'d ,~(,il1:-\ dll",'dl\' inlll tll'j.~111~t)J11Il()(I" li, llllkcl tl:ILI.
'Ill\..' t-'\(, __ (-ll.l1h 111~' [l :1111. 1111 1,10...,1 i 11:.2 it" t'I'(, lr! \ 'i) "iudi,..... 'l"n! in j':I....:\lk,n:1. l':dil'j lrni;l. :ll1d ";V:llllv. \\':\...hinglt ll).
dC\l'!'lj'll'd :111'-.1 (of '::,c..:, \:lri:il-.k... ill,l\ kll inl11 !'Illlr (.:ltL..~L)ril'... -till' '-...(1('1:11 dinil'll"\t,n. L'\._'(\lll\miL' tlilllL'll....jl\ll. pll\-";-
11:11 1,liilh.n.....1')ll. .[lid \ !lll'l' \!illl\Il"l("ll
":\11ll" l'l')-. (Jl:lrI,)111' lu~ l"\)l:li1\!L_-11 i!..... ,JiLl (()Ikdit\ll .Iml :\luIY"l" df'1r1 !riJ1l1 -5 Jh'lghh\\II1(}l)(I" \(l thl' l'lltirL'
<llY. 111dlldill~ ;lIl':l.... lk....ll!1l'd I'I!' t\lll1r~' .llilll'\.:lll()ll I'IH'I\' ;lr~' no\\' 1-":' '\l'i~\1I~rlrhl\(\d ~LHi';\i~':d .\rl\I" r:lll.~ill~
!rU1ll .1)'prt\\lIll,l1\'ly Pllllo {1.tIPI) rt,....idt,1l1..... :dtll\lu.~h till' nll1ll1\~'1' ,>I \n(nrnulinn ,..II\....;2.11rIL." lu" hL'l'll rnlu,-L'll.
j()t';ll ~'-\\t"nllli\'n\ ,1L:LTlliL'" \"l11.llilllly ltlllt:\'\ d:l1:1 rill' 1l1l' '-ludic',,,
nescriJltion:ll1c. "
~ lllld\l(.\\,ti l'\ t'ry 1\\-'\ : t ;11";
1;( '1l11i.\.! .11,d ~h,illt'n.~l'lL
i:-:hl1(lllHHl\1 <)\t;llil\ (\1' l.itl.' :1....><..''-,''111\..'11[.'' 10 <..:\';l!U;I1l' t:h:lt'ill!tl"" 11l'lghhlrlll1()d" :I1'l'
Ihl" (1;11;1 i" ('1 -,]1\Tr\l'd ill!n Ihrt.'t' nl'i.~,dlh, lrlvllld-LlI1kil1~ \.:uq.:(lriL'~:,,\;\hlc, tr:l!l.c,j-
TIH' 11111\ \ '1"1[\ n.....l.~lrl i1 [,':1111 \\, !Ik" \\ nil :1 JlUl11hl..r (>f (Inrit\\tl.' :IIld \kl kkt)h\lr~ (',lHUH\' ,lgClIliL'.-; In g:lllll'r
Ind :in.d~,/\' d;ll:1 ['I' 'Ill till' r:'-'1.'...;hI1( H IH)( 1d,,-. ()I11\_'I" p:lrtll(:r" in tl1\' _"llldic,> :lrl' \'L'i.~..d:h nlHIl)ll I k\'l,!,-ll'll1l'lIt I\.cy
0<- i1
11
l~li,i:h''''''', rl-w (_iurl( ll:t'-\h',-l,;knhllrg Pblllljll~ ((llr::l1I-,,,i( In. (:lurl(Jttt'-\kcl,;It'nhlll'~ 1)( din' rkp:lnnlvl11.
\kckknhul".:..!. ('( '1I111Y Ikp~lnIlWIl! (l _"i( )\'i:d "';tT\icL':--. \kd~knIHlr.:..!. (, llllll~- i Ic:dlh Ikp:lllJ1l"-'ill. lilt' Ch:lrln)\l'-
.\kl.l,;lvl1hllr~ ...;~ 11( l( ,I "i\'...;IVlll. :illd Ill": (:11:11'11 Ilk' ] kp:!ri!1lL'llt I. \f :-::lllil;l\inrl '\l'ighh( Jrhnod nl'\'l'll.ll'lIWnl !,t'\'
l~lI,illt.','-' :ld1l1inl..,lvr, lhe ciIY'" 11{J(1..,il1,~ :Illd l'rh~1ll 1 kn.'l(lp1l1t'lil (]Il -1) ) gLint...;, i, I"t",ptjlbihk' ["(ll' L'n[", lrn'l1wnt
["Ilr h(ll)"in,:..!. :llld Iw:dlh :IIKI':lJ1iLiti()ll ('(,dc_", Ll"'iliult,',, ill'\\- 111 11 I.,in.:2. I"L'....O(l1....t" !'(lr "jnglL'-Lllllil~' :lIld lllulli-f:lrn-
dy dt'\'l'Inpnk'l1l,-;, :lllll dc\ l'j( 'p" I lr.~:lnil;\li\ I\ul C;lpJlilY :l11d k:ldl'r:..;hip 1ll lllc CiIY"'" lll'ighh\ l1"Il()()tlS. l-~:ll'h p:lr-
lil'iji:i1ln;2. :1;2.l'lll.'y i.., l'i..'pn""'lllcd (111 tilt' :-In'ring ,-Ollllllillt'L' III dl.lrgt' Il( 11lL' q\l:lIil\' (llik :l,,;,,;v.-;;,;llll'IlIS
ThL' ,l:1u t(dll'Clt'd incllldt'" in1'lll"lll:ltl<ln "lIdl ,1' :In-l''' t() 11:1.';"- _,bl'ppill,!2.. IV)l1ll' o\\'n.,.'r:-hip. ilK(lllll" l'!J:ll1:.;t'.
:111..1 'UI.\l'_""- I 1t V'!Jlll d;,; -, :111 in!'( JrIn:ltil In 111:ll Ill'lps dt'1l'r1llinl' \\ hL'll1l'r ,I l1\,'i.~hh( lrl1( )(lLJ i,,,, li\-:lhk. Thi." j, Vllll'rL'd
illll1 ;1 W'('.\..!,Llpl1i,' intI lnlUli( 11l "YS!t'111 (( ;l~) Clllllputl'!' I,n \,\2.1":1111 t'llllt:llning :dll J( till' city'" "lrVl'l :lddrl""L'" :mtl
111:\11:-- (~]..; 1lI:1kt'" il p{J.'."ihlv III IOllk:lI rd:l1i()I1;..;l1ip~ l'vl\\\'l'll difkTvnl bye!'" or lb\;!. ;lI1d pUh il inll);1 fornut
Ih:ll j" \\(lrLlhll' !"(lr II"l'r" "IH.11 :1" t'k'l"ll,d (ilfid;jl~. Pllhli,' ('T11phlYL'I'..,. \-ltiZl'Il', :l1ld CltiZl'11 ,:..!.f'()UP"" Till.' rL';,;ulh
:11'1.' 1ludv ;1\',111:1hk hlll1 in ]'l"Il1t :111..1 (Jll:1 \\\,11 ,ill.'
Funding: 'Illt' \\..'i)2.llhurl'II)(Jd (:"huliiy 1)]" Lik :\'"1.';-;:--1111..'11[''' :lrv r\11Ilkd hy tilL' (-,ity ()f t:l1:lr!<l!1V :l1ld it... p:lrt-
111.'1" :I,!..!,L'rl,'i..', :llld nrg:ltlil.:ltinll'.
Accomplishments: S()1l1l.' llt'igl1horhllllLl;,; ()ri,!..!,in:tlly ldl'nlifit'd :1;'; ,'Il:lllt'ngl.'d 11:1\-1..' illlr,r(}\l'd :lnd
J"l.';ldlt'd .,uhility. Ih;lllks lO cilY :l1ld L'(JUllIY t'll()rt,,,,; III :lddrv"s tllt'ir i;';;';\lv" in ,\ "tr:llq.!,i( 1ll:l1llltT. [l:trk" :l1ld ."ilk-
\\':llks 11;(\-l" hl.'L'11 buill. \Lln."]1or\:l1inll rOll(es ;ldiu",ll'd, ;l1ld :l1lli.nilllv t'!TOr1s Llrgl'tl'll :I~:\ ft';';Ult llf illftJrm~lli()11
g:lIl1t'[l';j il1 lh\..' :1"S\,',:--1111.'111.;';.
hey BU-;ll1l.'''''' L:\l"I.'Uli\l' in \l.'i.~I1I)(lrl1()()d l)l'\clnpllll'l1l, SLl11ky \\:':1 I!,; ilb, :ldd-; lh:lt nnlll' or the uri.L:in:t1 -5
inl1l.'r-l'il\' llt'ighhtJrl1n<),l-; 11:1, d".'<lillnl Silll.'l' lilt' :1"'"l',,,Jl1t'llL'" :l1ld fnllo\\".up vtTOl1.., hl.'g:m.
:\rt':l (JurillL>_' l"l';l!iglll'd ,"'(1!ll1.' ()!" lllt'ir l'If(l1b in \)nk'r tll Urge! Ilcighl)\)l'!ll)l-'ll.;,; tlUI :Irl.' l.;ltq.~llril.t.'d :IS ILIIl."iti(l!1-
ing or c!l:dll'rl:J.L'd. Tlh." :l.,,,t's:--Illl'nl" L'1l)I'()\\\..T rt'skk'l1b :1" \\-d1. \cigl1horho()d ()rg;miz:l(iuns ll"'l' l'lllTI.'llI ;ISSL'",,-
I11L'nl d;lLl \\-111..'11 ]()hhying fill' pllhlic "l'ni\'l's 1)1' :lddl'l'_"si!1,~ prnhkllb in lhl'ir Ctl1111l1unitil.'s.
Clur\utll"s \l'igllhl)!'IH)~1l1 Qu;i1it\. ill' Lif\..' progLl1ll l'l't'l'i\l'd :111 :l\Y;lrd il1 .July ..::UO..:: fro1ll Ill\.., nt.'rtl'bm:lIln
FO\lnL!:llinn in t-'LTIll;lny :\' 1,:lrt Id' it" ]Il1VrIl:l1illlUllln1jel"l on Q\l:tlily \l( Lire IndiCl1()r".
.\.'''L'''''';IHt'!lh lll()(k'lt'd :iftl'J" rllt.' (llll' dl'\'l'l(lj'vd hy t ',,(~-C1);ll'bll1L' ;1rt' III 1\\' lI_"l..'d ill FdmOll\llll, ,\lhl'rLl in ClIl:ld:1
;1lH..1 (:lWS:lPl':lkv, \-irginiJ
Contact:
(h\Vll FurlIscth
\,,'/)ci;lIC PnJ\'o"-{ rIll' \1t'Ii"lJP(lli1:lll SludiL'" :lJld F\:ll'lldl.'~1 .\l':ldt'nllC Pnlgr:lllb
l'nin'r"ity or \:/ )1"111 Cll'()jin:l :11 Ch:lrlOI!l'
'l20] l:nln'r....il\. <:ity Houk-\";ird
Cl1;nl()IIL', '\C "::922,-\
("':'01) h~{'''-21::;':;
(ljfuru_'L"(lI..'m:lil.unn .l'du
Sl~lnky D, \\\llkins
Kc\' Bll.,in\..'"s F:\lTlIli\ v
\\'igllhurll{)( KI Dl'\-l'loj'ml'tll
City Ill" Clur]ollt'
()Oll 1-::1...,1 Tr:ldL' ,..,lrl'l'!
CharlllHl'. \:C ":::--;202
(-1) I) .~:)()~2':;59
;,;\\ ;IlKins:ih.i,l.har1( )t1L'.1lt .U;';
j,l'\' I{u,illc,,;,;
12
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Demographics Project
Burien. \\'ashington
Purpose: Till' 1 kJ1Hlgr:lphi,.., Pre'icel ()I" l~tJril'n, \\";I..,l1ingj(lll, \\'J"
Ul1(!l:11;\kl.'ll il1 on,k'r 1\) 11l'lp ~'ity ()Ilil'i:ds ,Inti [)111VLS t!l h\.'II\'I' lI11dl..'r-
...Llnd llh.'lr ('()nHllLJnil~'. l'spl',..Ldl~ Illl' clnl1ging dVlll()gr:iphil'... \"Ir
Burit.:n rill' prlJjl'<,:1 \\:lS tksigrk'd wilh lilrl't' fHlrpO"t's in llIind: ] l
dl'\"l'lnJ1 :1 ({lIllj1I\:I1L'IlSiYI.,' nll1111l1lllilY prufilv \Ising lllllllil'lt.' d;ILl
..;{)un:v": 2) illy\)l"l' l'(11111l111nil)' gl"lHlpS :l1ld (ll)wr ...l:lkt..,!l()kk:r" It) idl'll-
111\ i.sslIl'S ,slIg,t,(t.'."ih:d by Ihe l!:\tl: :Illd 51 1I11illUlvly 1ll'lp {'ily k':idl'rs
1ll:1kl' I1l'11<,'r p()lil..'~. dl'('i.sin11." I{) l'I1,"url' \1l:11 Illl: til\' prm'ide.s till' ri).i111
mi:\ or' '''l'l"\'k'l'''' !ll lIs l'ilill'IlS.
C.~mmunit'ViP'r>tirt
(1) of'~lJri;fl
Sq)u",ur.'OOJ
Background: .\ suhurh or S""';111Ic. BlIrlt:n \\';IS inl'l lrpOLI1('d :1:-. :1 cilY in II)~):-\, l.()ng l'oJ1sidLTl'd ;1 rcsiLk'n-
\i:lI. .....t;d,ll'. okkT l'(lll1ll11l1lilY wilh m:II1Y IOllg-krm htllrlL'O\qll'rs. Bllril"1l \\:1;-; ht.'cIJllling il1lTL':lsingly mort.'
di\'ersL':ls J rl'slIll or \Y;I\-l.'S (d' I1l'\\' rl'.....idI'JlLs i"nllll \";lrious l'llInk ;lIld ,'uhllr:!! h:ll'kgr()uJld.s,
.\1 1I1L' s:lllK' ,illll'" d:ltl from LIK' .2000 Ccn;-;u;-; illdiclll'd lh:ll 11ll.'l'l.' Iud IX'l'Jl llUI1Y dungL's in BuriL'n IX:t\Yl'l'll ] ()I)()
:md .2f~IO, Snl1ll' (1j" 1l1L'."L' L'h:lngL'_" indic:ltl'd hy thL' CL'nStlS \\"r.,:!"L' :lJl inl.TL':!''''l' in pn\'l'ny" '''_''I'"Jl'l"i;dly :llllong \11L' ,-ily'...;
children: :1l1 inlTL':L"C in the 1llinnrilY pnrlld:nioll f1"Om II lx..'n.:ent in ] ()<)O 10 2h jX'rCl'llt in 2000: :11l inlTl';l";l' in the [lLT-
ccnugL' (If hOII","'hokl irlClllllL' ."pcl1I 011 11l1\l.sing: :llld :m iIlLTL':ISl' in thL' PCI\'CI1Ugc (If BllriL.11 rL';-;ilk:nt..; th:1\ spoke :1
bngu:lgl' olhl'r Ih:lI1 English ;ll h()nK' i"rOlllnilIL' pl'rl\.'l1l in !l)()O :Ind In 19 pL'ITl.TH in 200n, BUliel1 oftki:lIs" l'O!1CLTnL'd
:lhout lhc;-;L' indiL':llur;-;" idl'l11illcd these ~1l111 utller Ch:Uigcs in iIlL'ir "lll{X) CL'\1.Stl.S ()h"'L'IY:llil_ln;-;."' In urlkr (0 IC:lrn Illl lrL'
;lhoUI hn\\' tllL' Ull11l1l11llily \\';1."; l'h;lI1~ill.~, in 2002 the city c()uncillllldgL'lL'd ~~O.()OO I( l 1I11dl'\1:1kl' IhL' DCl1ll }gr.lphic~
Pnljecl \() Ix: illlpk'll1l'ntnJ in Illrn' pln"l'...;: i,';'Slll' idL'JltillCllitl!l. UlllllllllriilY illput ;ll1d ill\'\)hl'llll'lll. :l1ld lTl':lli(lll :\lld
11llpk'!lWlluli(m (If ";IX'l"lfi,' policy ()lllCOIlll'S.
:\ ";L'ni()!' m:lll:t,!.;l'lllL'J1\ ~ln:t1yst in the Cily fin:Illll' llL'P;lrlt1ll"1l1 \'\';1"; n:ll11t'(! dirl'L'l\ lr 111' 111L: pnljl.'Cl, 1 Ie lTL':lIL'l.l ;1
\lllrking group \\'ilh wprl':'-L'lll:lli(ln frotll :ll! l1l\!nll'ip:d dL'p:lrlllll"111S tll pl:iI1 1[ll''''!Uc!Y ;\lld l1\llkrl:lkl.' illl'
rC'''I)(lJ1.'iC.
Description: During ph:ISl~-()Ill' of thi...' Dl'lllngr;lpl1ic.'i ProjlTI. tIll' \yorking group lTl.':tll'd till'
CllmmllnilY ProHlI..' for the Cily of Bllrien. ClllllpklL'd in SL'pll'lllhcr ~()().1" rill' COllllllunity Pr(lfi[l' C()Illj1;lrl's
Census lLll:l frolll 1()()O ;lI1d 2()()O and :1ll:lIyZCS lbtl on POpul:llion" hlHlselmld ;llld agL' dl:lf;lCleristics, f;H.'L', L'lh-
nicit)" :lIld Llngu:lgc" L'l'onOlllil" i'iSlll'S, il1(O!llL', pm'L'rlY" dllldrl'n, t:dUl':llion;t! ~IIUillllll'lll. l'mploynll'nl. hous-
ing" :lnd Ir:ln-"p0I1:11ion, Till' COlllmunity Pron!e :llso im'orpor:lll.'S lLlta from I]K' Highline ~cI10l)1 Di-"lrict. King
COUlllY Ilollsing Authority" :lnd King COlllllY Public I k:lllh, ",hidl is,<';lH..'S ;l rl'port Oil the hL':t1ih ;lnd \\"L'll hl'ing
(Jf residL'Il\."; :Ind cOllllllllnilies in King <:(JllnIY L'\'l'ry olher YL':lr.
In phasL' !\\'/), the group conducled [WO major owrl'adl - one 10 thL' oyer:1l1 \.."llll111UIJ1ilY :lnd :\1101l1lT urgcted
to Burkn's gruwing Ilisp:mic populalion, Both lhl' COllllllunity Outrl':lch T~ISk Forcl' :IlH.llhL' Lllino OUlrl'ach
T:l,..;k FurcL' were cOI1\'clwd to pnwidc input 10 city st:dT OJl W;IYS the ~'ily could impr()\"L' .'il'r\'icL' to residl'J1lS
Tile L:1tino OULre;ldl T:ISk FOr\..'L'" for l.'x:ll11pk. informed cil'Y :,1:tlT tl1;11 lhey !1l'L'dcd 10 pnJ\"ide ~p;1I1ish \"l.'rsioll'i
(lj" 11l'\\',...lel1l'rS :Ind 11;l\'L' tr;ll1Sblors;it public llll'l'tings" A! k':lst 10 percellt o( Il1l' CilY\ POpublion is Spanish-
speaking, ;1I1d h:lif oj" lhem SPL':lk littk Of no English,
In ph:ISL' thrl~L'. IhL' Buril.'1l Cil)' ClllJI1l"il :Uld thL' wOfking group,"; dL'\'l.'!Opcd policiL's :lnd :lc!ion pbns h:ISL'd 011
the CommunilY Profile data ;lJld input from thL' Task Forces. OnL' ;tclinn rbn In\"()ln..:,d working with till'
Ilighlinl' Schonl Distrkt" \Yhich SLT\'es Buricn and three neighhoring cities" to lTt.:':l1e ,Ill :i1I-~p:lJ1ish summl'r
c< - ffp
13
...,'11\ It Ii I')j'( 1~!';1111. 1 1\111.'1" ~!\l ii ':1 I'LL!!'" k'd It) l!v\,'[' )1" 1\ I,t r:! '. '1<.. j',;l "1L1 t'" '-ii \' 1< r! ~11 hT-...cl I' ",1 I'r' l:...:Li ILL ,I L.lt lit' i
~'i 111'll111lnilY \.'ng;I:..;drtVlli f\i' 'ie'c.. ,I \. (':ltll1\!1l;l\' to ';'\111: f \n :--::!il~"" .In( i ~~,I)1~ \i, ,kilt l' ,:I"!( i (( I!!llllllnil\' :-:n 'III" In~:l:[-
:n,\!'" II , r,Lln ~I (I. ,\\1,11)\\'11 I~;l:-k
111i'()lliLII11111 :"'::llh\.T~:d 1\1I'(111;..:h till' Ik'P1(l,~r,q)h:~' l'r"I\.'d ,lli"llllll:(.... 1" I"" ...h.:1V(1 \\'llb ,"'!l1l1l\1i'lll\ ilr:-:.ll1l/:!ll()n,-
:1!ltl ",T\ V'" ,1'" ,I H JIll 1'( lr lHlI11:ilI...,,_'n i,'v:'. 1:,'1111' lT1lll \ k'\,'!' lj"lllt'\11 .llll! I Ill:lpr\'IH:l1...i\ \' 1,I:millllL:
Funding: 'I'll" j')('Illf).:':i',1I1Li\... jlj'()!,','1 \\:1'" jIJIHk'<1 h\ :]1\' I 11\ \\ lib ':'11.11111) ,II Ii:,' (j\\l",-'1 '] hi'- ill\V...li'iII'111 .11
,il\ rUlld:-- lu... ...inn' \\,'\t'LI,~l'd .I,klill('1ullll;1,!...I-r'lll-1 '>1111.'1 '1I'''::llli/.lt\<'1b III !I':l' \\11111111111\1\
Accomplishments: II"
{JUlllpIOI1 ,\\\:11\1 fill' till' lk\1lI~~1
\......( "l.IlI()11
:11,11:\'''' ])r(li,'<!
i d \\';I...ilil1~ll'l1 (IIH'''' ,i\\ ,I\\I,,~I Hmivll
.Illd Ii-. ....!l;l li I',] I 11:IJl...Lltilll1 ....,.1'\ll..."
I ill'
":Iil);
1 )1\ IT,i:\
Til\.' !)l'll1\l:J.r,lpl1il'" ]JI'l,il..'\! ILl" kd III l,r'jdUt'\in' .11111 "'llh"'1.IIlli,d 1\llll1(,']'--)]q'1" hl'l\\l'l'll II1L: (:1\\' [Ii' HlIt'i,'1l :\lhl
h'y ,,1,d-:t'l1llltlvr... ill\llltllll.'..!. 111(' lli!.-;hlinc ...,di'l,d !)I"lri\'l Kill,\.! ('illlll\ 1Ill\l"ill.c.:\\lih'Jril\', "~'\\' hlllll'l''', :I!ld
,"" lnh\\l:"t ,\rl':l Fl l\IIHI:\ii, ill
TIH' ....p;lIli:--h "'lIllll1\,'r ...dll\(ll pr<',~Llnl, Llllll,Il\'d In 2l;llj 11:1:' ,J .2111\[', \.'l1\'I)IIII]"l1llJllill...ludvnt:-- :111\.1 !,11Vlr Ll111-
ilil'''. ,\ lIIl1111111111\\' \ (llk-.!.2,l' prl,I, l(k'", Fllgli:-.ll 1.'1:1"'''(''' f()r p:II\.!it.... \lo'l'v 11\.111 ,';ili) ...1\1Ik-\11..., ;IIld t!l,'lr (;11l1ilil'''' \\1]1
h:I\1' p:lrtil'ip.\1vd ill tll\.' "111:111)<..:1' prl\:,2.r:ll11 III it" fir"l 11m'\.' \,':11'''
In luf1ll,'r...l1ip wilh :lrl\1 n(l1llw lrit "r~:l1:il.;llil 111". l)ll' Cll~ !,r')\ I\k...., .11'h'I-...,'hl j, 11 pi'! 1~r:11ll:' ill 1111\.'V vll'lllVlll:lry
....c[l/)()I" \\111\ hi.~11 p,.I\.(T1UgL...., "f 11i"1',llli~' ,(1)(.1 Ill\\-lll,(lll),' "Illllt-ill-.
Contact:
] )~l\id CJiIl<..'
,\..."i...t:l\l! C.ilY \1:ln:I~,'r
City (II H\lrit'll
Uuri,'n Cit\' I Ltll
1\:; ,-,,\\'. j':::;i)lh ....Mt.'<.:1
Hurit.'n, \\~I"hi\l~Il)ll \)i"\ 1 ()('_)\,I=;-
(~()flll,-)q-.-)l(l':;
Il:ni,k,;'i'(,'i.))llriVl1,\\;I.U"
W\\ \\,,'i.hllrivlI,\\ :L\I:-.
cJ-P1
14
Baltimore Neighborhood Indicators Alliance
Baltimore, I\Iarvbnc1
Purpose: TIll' H:lItinlllIT' \l'igl1h(lrll\)lld lndic:lli)f"
.,\lIi:lfl,X (I{\T.\ 1 i"i ;1 l'l'sl':mll (,rg:lni;,:lIit H1 !o,-;II,'d \\-ilh-
in thL' .];lloh I"LI11\.\_' 11l....ti\uIl' (Jf Illl' \ 'i''1l\l'r''iH\' qf
Ibl111)lOI\:. It i.., ,"'1IPPI11"lt.:d :llld :lIlilLlll'd \\'jll1 :1 di\\,:1'''l..'
gn\up or fllUndJtiu!l,"'. t'it~ :lgl'll\:il'S. ,llld l'Oml1l11l1ity
~rrHlp,"i ,'(l1111nil1nl III pn1lWJling. supp()nin,-": :Ind llL'lp-
ing peopl", Jll~IKl' hl't\l."r lk','j"jt Ill"; ll'.;ing :In'llLltl' rl.li-
:lhk'. :llld :In.:v,,,,,ib!l' d:lt:l :Ind illdil~:ll()r"i Itl i1llprO\'l' tIll'
qll:liilY nl Jill' in ltiltill1(Jrl' lh'igl1horl1ond....; W\'IA
d"....iglll'd it" ,'()f\' ftllh'\j(lll"i h:I"l'd on till' kno\\'!t'dgl'
111;11 Itdlill1()l"L' nL','dl'd :1 ,,'O\1l1ll011 \\ :IY lll" undl'p,\:mding
hl)\\' ih Ilcighh(JrlHl(HJ... :llld O\l'Ldl (llLdilY llf lifl' Weft'
111:lnging I)\l'r lim\..'
Baltimore's Reservoir Hill Improvement
reviews Vital Sign indicators and maps,
Council
\ t'(ln.: flIIKli,)t) '11' B\L\ l"i I() Iluilluin. (\l'\\.I,:)p, Jilt!
ILld" Vital Signs, J ~L'ril'''' {If iHIIl'l.)lllt:-lllwntl'd indicl-
lo!'", llLl1 "\;1\\1.: lhL' pul..;L''' ,)1' IUllimon."" rll'l:J.hhorh~)(H.I",
l\l Jlle:lsurl: progrL''''s 1')\\';11'...1";1 ,..,!l:ll'l,d \isiCHl f()r :-.trl)Jl).!, IlI..'ighhnrhi11.11.b. iillpn)\-l'd (jtl:lIiry ()f lift'. :l!1d :l 1111")\'-
in,~ .....iry 1.)\'I..'r limC', n\:L\ lLll'1\.", IhL' Vital Signs I..';lch YC:lL :lI1d helps group,s :lIld indi\'idll;lb \I"l" th....."I..' tndic:l-
to!'.; III vnhJIlt'..... llll..'ir \\( Irk t( 1\\';11'..1... hmg l..:flll dungl'.
Thl..' _,\]\i:lIlCl: hrings \(lgl"tht'r lilt' !'l...;(lurCl'....; of "'lr:lll'gil.,: rUrllll'rs :lnd pLi"l'" Il1l'1\1 in :1 nl'ighh()rho11d ,-onll."'1.
SI..'HJf:d (If till',,,..... ,l!!"I1llpS l'( \lllfihUll' tliL'ir liml..' :md l.'tlrH1 10 dl'\\:hlP il1\..' ,\IIi:II1(I."'" l'(\rL' fU!1,:lil))1'-' TI1L' ilk;! i",
Ii) \\'(lrk J(l,'J,L,tllL'r l()\\:lrd ilkrlli!kd ...lurL'd go;!!", :md !1l)! rL'ill\-l'lllllic \\'I1L'c]. P:lrlTllT"; "Vnl~ ()ll 11111..' 1)1' lll(lrc
of n~I:\'..; \\"orkgrnups: lh..... Cnllrdin~lling Cnmmlltl'l", the \'il:I1 ~i,!.!Tl~ ~ll'L'rillg C(l1WniltL'l', IllL' Tnhnil':d
.\:-_"iSI:l11I'L' :In(llLlin\ng \\'(,rk (~r()llp, 1):11;1 Pn)\,ilk'r"" ;lnd ,\lTI'~'" l)(lltll
Background: TflL' Iblliml)!'!.' \:eighl)(lrl1opd lillli('.11l1r~ .-\lli:Ull"C \\-:1~ h()rr1 ill ~l)()() :Jfh:r :Il\\'()-\'I::lr pLIll!1ing
pr<)CC'-;" \\'ilh ...l'\'l'r;lll'ily\\'idL' 110npnJfil ()rgJniZ:lllon...;, ('11\ g{)\'lTnmL'nl :lgCl1l'il..'s, J'1l'iglll)()rh(){lds. Jlld f(Hlnd:lll(ln..;
g:lihl'rl'd hy 111~ ;\",";(lciati(lll (ll' Ibllilll(lrL' ,\1'1..':1 Cf,lJ1l1'lukl:TS ;tnd Illl' Annie F Cl"L'Y h>lllllbll(1I1. Through 1 ilL'
jWl('l',";", sLd-\l'l1(llders idlT'IIifinlll11' l11'L'd f(lr t\\'() things: ;l l'~J1l11n(ll1 Ihrl','.;h<dd r()f I-bltitnfll\: It) dis<.'tl";S \\'11:11 i:-.
h'", ror ch:lllgillg conditio!l": :lllll :1 I1lL'l'h:lnislll to hold il-"dL :l1ld :lll olllcrs who \\-OI'K. liH', pby. ;lnd ill\L>1 in
ih l1t'ighhurllll()ds, :Iccollnt:lhk' 1'01' In(wing in the' fight dirL'uiol1, B:\I.-\ \\'~l" founded 10 fill 1 hi,,,, nt'L'd :1l1d to lTl:'-
:111..' ;t u rlllJl10!1 \\,;IY of U1l<.kT~\;lIlding !Jm\' I1L'ighhorhood.s ;tnd (}\l'I~11l qu:llilY IJI' lire c1l:ll1gl' o\'<.'r linlL',
111 201.12, H:\l:\ l)rg;llllzi.-'d ~I ..;efit:,s of ["OCU" groups to .....m-isinn Ihe \'iLd ~ign", indiCI!(JI's, To do this, focus group
p:1I1il'ip;H11S \\erl' ;lskL'd \\'jU! tlll'Y \\,(lldd lik..... thL'ir 11L'ighhorhu(li..Is !O hl'l'Ol1ll' 20 ye:lrs in lhl' fUllll\,', :l1ld I1m\'
lhl"Y \\'ould Jl1L';I"url' progress tu\\',ml tll,!! \'ision for Ihe l"uturL', H\l:\ Jj-;i) sought inl'orlltllion on \\'Jut pe()plL'
\\':lntl'd to knO\\' ,1I1d \\'h:1\ indil';I!OrS should hL' ll.'-;l'd In InL':I"\I1"l' \\'hvlher Ibllil11un''.s nL'igl1horhoods \\'en:' hL';lhhy
:ll1d impn1\'ing. IllfurI1utioll g;l1hl'red through this c0l11ll1ul1ity-dri\'<.'11 pi"()l't'SS \\";1."; Il"L'd to LTI':lll:' Il1e' \'\1:11 ~ign"
Tlllby, Jr\l:\ \1:1>'; grm\'11 !n includL' ll1~lny 1l1{)1'1..' group:, :md indi\'idu:lb, and 11)orl' l'JL'h lby h:1\"1.:.' (."(l11)L' In COJ1-
...idef II1I'1l1o.;d\'l'S IXl11 (1f thiS grl l\\'ing Alliann: - this IllI)\"CJllL'J1ll( )\\';lrd \\'L'll-inf( Il"J1ll'd dl'ci",j( 1Il ll1:lkjng for dl;ll1gC.
Description: B:\I:\ <.IL'\'(.'lop'" ;lI1d tucks IhL' \'il;11 Si,!,m:,. pn)\'ide,"
ill:tlnt:l ins ;ICCL'SS points TO 11lL' Iwighhorl1ood d:U:l :IS descrihed helow.
Il'chnicd ;!ssisunc..... :lI1d lLlining, ;l1ld
c1- fg
15
rh' Vital Signs ;lr,' ill 1.\lj\(ljjll,' indi,.;lhH-.... ill;;1 ""LIKe :lll' r'U]-,t'-- or ]).dli:l1llrl' :lvi.'..dd)llr!1[lfl,b hy m,::\"urill!-!,
pr(',~rt'~'" If !\\':\nl ;1 ...11.\ rl't 1 \i...ill)l .IIHI dl..'~irl'li l.l,....tllh i"t)]' "'11" )l1g Iwi:~!1h\ )1'111 lll(j..,. gi)( )\.1 qiLlli\y \ 11' llfl'. :H1d ;1 Ihri\'-
ill,~. \'iul (11\' II\Vr \inll' rbl' .'>.:;JllhTl.d indi,':ll()!'~ ;1I"l' di\i,kd inhl "l'\l'n 11 "j"\" ;ll'V;I": l1()t1~in.C2. :llld ,'(lll1111\J1lil\
dl'\L'1r lpnll'lll. \_lliltll'Vll ;Jlld Lllllily 111'~dlh, -;:ikIY :ll1d \,dl-I~l'in~. \\',\rl,JI q-n' ,tlld e,-l 11111l1liL' dl'\'l'\()PI1ll'lt1. -;;llOil;;-
til Ill. lirhJll l'f1\i!'ln1l111'f11 :llltllr.ln"\1. ~'dlICllij 111 :11It1 ~'{ 111111 .llld lll'ig\,hl ii-ill Jlld ,ll-\iI1f1 :l!1d "Cn....l. 1)1' C()11i111111lilY
Thv...v \-iLd "';i~n...; \\Vn..' t1l'\'vl[}pl'd lI"in~ :ll'o1llprl'l1l'n...i\(' \'()\l111Hlllity drl\'l'll P1"1I('L':-'''';. ;l!1d :\1'1..' !LICkl'l1 ()\'l'r llill!..'.
A rl'pl)rl j," puhlishL'd ;11111t1;llly di.,pLlyin.:..:. lhl' IrCf1d~. rill' \'iLll "ii!ln," d:ll:l l1vlp In ~ILlpe p()li,'y dl'(:l~i()n...;. flll1tl-
]11.:.4 pril )riliv~. (l )lllllllll1ilY ])uilLlin.i.! ...1 Lilq..!.il':-;. ;lnd n('i~llll< Irhl)' 1,\ <,rg:lll1/\ng L,I'(( ilb.
.\llllmg (Jlllvr indic:ltor,,,. Ihl' \'iu! :-;igll,"'; K\..'l'P:-i lr;li:k of Ihe lIll.dLIll ...,il"... prill' ()( 1\(llHl'-". Ill!..' l1k'di:lI1 1l1l1nlovr pi
(bys l)11 thl' !lUrKl'l. lllL' jlt'n:L'I1I:1;.!l' 1)1' fj li'l'c]O:-iUrt':-i. :\l1d \l1l' pLTn'n!;l;.:.t' (If \ '.Ii :111l l)r .d\lnd\llll'd j11'( lj1l'r1iL-:-i.
:\l'\:()rding 10 PVll'!' I~, :\rm"lr()ng, :-;l'{lgr;lplli(' inf(I\"llUlil III ...\'_...klll (( ;1..;,) d:ILl 11UI1,l),~lT ["()r \'it:d ~j~J1.'i. till' (;!~
progL111l u,....vd !O :lll:tlYi'.l' fllrl'l'l( j..;llrL' d:lU Cllr p:llll'n1'" ...hl )\\l'd 11Ul "'111111..' :\1\':1." h:ld hi;.lh Ll1l.... or (nrc..x\n'il1rl''';.
\\l1icll Ild]wd;\ Li.";K fOI\'\..' ;lddrv,,'i till' lS";l]l'. :\:'> ;1 \\,...1l11 pl' \:I"'\-; rr11'('l' vfl()rl.... llll' t"lil"l','1()."u1'L' Ull' Ius hl'l'll
rL.dul'l'd ...i~niriL":1I1tly in ..., Jill!..' ;\l'v;lS \ lr I ill' cilY.
Technical Assistance and Training Stratq~'1' l,rll\,llk... t\':linin.'..!, i.'rLlI1!ill.c.!, L'\'vrY'\l1l' \\1\1) 1i\'\......, \\'I)r\';", :ll~d
in\'l':-.IS ill H;J!\iJll~ li'C 10 :ll-n'."". llndl'l'''tllld, :tnd USl' d:ll;l. ]l1dl~',llllr,"', :l]lll till' \'iLll ~ign.'i 10 vlll1:11)L"l' 1< 111.!"Hl'rtl1
lwigl1h()rl1llod illlprn\'L'l11vnl. This tr:lining L'OIKl'l1l1':lIl''' on LIL'i1il:llin.\.!. 11ll' \l:-;L' (II' 111L' \'iul :-iign:-i in ;1 .. rl'Sll 11.""
h:ISl.d :lppro;ll'h 11) dl','i..,i,lJl 11I:lking"' pnlL't':-;S. lho...v u"ing \111..' d:l!;\ ilH'ltltk (:i\y g\l\'l'rnI1lL'l1!. 11lln-prorit ;lglTl-
eil''i. hll."iIW....'il'.". :llld nvigl1h~lrl\()(\ll ill1pnl\'l'll1l'l1l (\rg;\l1i/_:lliIHl"';
B:\lX" "One Stop Shop" for Neighborhood Data is 11lL' fir~l pl:lL'l' to .'..!.I) for lIsL'r..rriL'l1dly :1L'lTSS III lllL' \'it:tl
;-;ign." ,lmll )111er d;\t~1 ;lhl)\.l1 lbllitlll )1'1..' :llld lis neigh!>(lrh, )\)d" fn)!H :1 \:Il'il'IY \ If S(ltH'!.."l'S, .\lli:llKl' .,utT ;\"si_"h pt'()"
pk !t) U,"'l' 11lL' Alli;IIKl' \\l'h:,ilL' \\11L'1"1' 11IIllllT(l\.I:' (\:1\:1 ;lnd indil':lHJJ''' ;II'\' :1\';liIJhlc :Uld rdlT'" thelll 10 ;tddi\ioll-
;tl d~IL\ ...()lll'Cl'S if nl'l.l':'.....;tr~ Al'el'"'' p(linh \I) tIll' il1dil'~Ullrs :11'1..' :1\';liLd,1L' lhl"(l\lgh(J\I! lhl' cilY 10 pn)\,idt: Illl'
:\lli;llll'l"" ()I1..]inL' !'L',....(lllrn':-i 11) !lill"l' \yhn ll(:l'd ;lssi"l:ll1n' I\r do 1111\ h:I\'{' lhl:ir ()\\Tl :Il'l'!..'.",' HllllL' inIl'ml'l. Tl1L'sL'
;!t"lTSS ]l(Jinls nllTl'lltly lndudl' llll' puhlic hLlllch lihr:lril'''';" ,'(111l1l1l1nilY ,-l'llll'l"..;. :lIld '-,(lJl1L' jllh \Llinillg ~'L'rHI..'r.".
Funding: B:\1.-\ i..... r\ln~kd 111n)tI.~h gr;lllh from pri\-:lll' fOllnd;\tilln.... '\0 puhlic 1ll0nl'Y is l1s~d
Accomplishments: In ;\dditioll I() hl'lpmg l'l'dlll'" 1 Ill' r()rt'~I(J:-illrL' LII!..' in Iblli1llorl'. th\..' \'il:ll ~ign_" lu...
;Iidt.d m:lny (libel" \1L'ighh~lrl)\)lld..h.'\'l'l ('rrI1l1" in tl1.... ,'ilY
"~()1l1L' i]ldi~';\I(lr~ 11:1H' illlpr\l\'l'd dL\1ll:Hil:dly Sil1l'(' Illl' ~Lll:I...<,.;:\I1lL'riJlg h('g:Il1." ..,:lys\rmslrnl1.!..;, "\\'L' ~l'l' IrL'nds 111:11
il11l1l: !()l){ls were glling inll1c \\'\"tlng dirl'cli(lll. Sinn' \\'l' ])cg:lI1 kt.'l'ping 11';1,1-; in .2()(}1). 11l:l11Y (If these trl'nds 1l;1\l'
stlI1nl guing in \l1e righl dirl'Clinn, (lur go:!! is 1101 u) iJ11l'l"m-L' n....ighhnrhood,-; I)y oursl.h'l'S - it i:-; 10 help lnc;d groups
impr\l\'" tIK'il" nL'igl1hllrh()ods. If j1l'Opk- ;l\"l' using ul!f d:n:l III llukl' po."ili\'\..' Ch;Ul,\!l'S. Ih;ll's;1 SU\.."CL'SS for us."
The \"it;d ~igl1" W:1S lUll1l'd 0111..' of Ihe top .-lO illl!il';ttors' prll\l't"l."'; in Ill\..' \\udd in lilt.' .200-1 U.S" t;()\'LTIlJ11Clll
'\l'CUlllll:lhililY ()i"lkl' rl'j)(ll"1. "lnfl)\"I11illg ()llf \;lliol1-lmpro\'ing 11m\" \1) :\"'''l'''S 111l' I "S:\'s l)o..;ilinn :llld Prl)grl....."...
..\ nllJ1l1X'r of ()nki~lh froJ1l lldll'J" dliL'.... h:I\'L' l'(JI1IXll'd B:llliJllorl"S \'iLI1 Signs progLl1l1 for :\S:-iiSI;IlKl' ill sl:1l1ing
tl1l'ir o\\'ll t!:lla g:ltllt.'ring ;lI1d lr:ll'king pnlgLlll1". TIlL'."l' illl'ludl' ]):111:1-"" ,\1 Ll\1I;l. .\kl1lphi....;. .\tnl1lrl';lI" :lIld ()llllT
cilil'." ~lroUl1d till: glohl'.
Contact:
'\\;lllhl'\\' K:lchur:1
Pmgr:llll \LIll:lgl'r
W\],\-.IF]
1120 ~ (:h;lrk's Slrl"l'l
B:i!ti1l1(Jl"l. .\11) 212111
(-110) ,~5:-(l)':;1
l\lli;l.'n.l~ni;l_()rg
W\\\\'_!lni;l.\lrg
16
~-gl
Purpose: Tht..' '\t..'i,~llhlll'l.il1k \"ct\\IJrk is :1 1t..'dl11l)llli-!Y ill)li~l\i\L'
u-.ul in ]{lxl1t..','-IL'r. :\L'W )"l)rk, I'l lll~lll.l~t..' 11lL' d:ll:i dL'\'l'II)]wd hy lhl'
~'ily'~ p:lrlil"ip:ll{ll"Y-,'..!..{)\'Vi"lllllL'nl pLlIlning 111\)('V,S~ Tll l'111.'11ur,lgl'
jl1\'llh\'111L'I11 hy rl'sidvl1ts ill 1l1L' pLlt111in;...!. pn ll'L''''-';, tIll: f,,'iIY, lI11lllgl1 1l:--
'\cighh(lrl.ink :\l't\\11rl\ illili;llin', pr(l\'idc", l'l)mpUllT~ thl"tHI.l:hoUl lhe
(.{)tl1Ill1111ity II) gi\t..' ,ill ('ili/L'IlS :In'L':--S III vilY pLIIlnin;.!. pnlg1':\lll~ ,md
l'OIllI11tlJliIY k;ldLTS ;ll't'l';...S t,) ;"'i'plli.-.ticlll'd (In-line pLul1ling l(l()h.
This '\vighhl1rl.illk :--:1..'1\\'( lrk d;ll;lh:t"t' pruvidv.... sedor group:--, llll' l'it\"
;ldl1lini,s!]';lliull" lhL' 1{11Clw-.ll'i' (jlY ~l'lltllll ])istrkL ;Uh..l ;.41...'111..'1';11 puhlil'
will1 tilL' :lhility III Ck'l'\ronil':dly 1I'.1l'k the pr()gress n( lliL' 1ll '-L'L'!(]r
:l(:li{)n pLlns TIll' d.lt;lh~l"'t..' :t1SIl pr()\'il.ks rc,,;dl.'lHS with \Ip-t()-thv-
milHllt..' infllr1lUlilll1 ;dll)llt \hv ;...utu;... Ill' :ll'!h'iliv," ;111<1 Pl'ojL'I.'l." in tl1l'ir ;...l'l:lllrs,
NeighborLink Network
Rochester. New York
I Neighbors Building
I_ Neighborhoods
I. ,&D,,-,"""'....,..,..
IIiiI" "",I( c..,., R~"'~". NY
Background: In jlNI. f{(Klw;...tl'r Lllllll'hl'll \t.:igllhurs Building \l'ighhlrhpntJs I'\B'\l.;1 p:lrlit.'ip;\!l.ll\
pLlllning pnKL'....;s lJut innl!\-L's ;lnd l'lllrH)\\'cr" rl'...;idl'l1l.... Il) lTL';lIl' SI)Ci:llly ;llld l'l'\lJ1I)Illll'Jlly <.;lJhk l1L'ighh(\r-
11(HKls, :\B:\ hl'l';lllll' 111ll' tll.tllc Ill!).'-l "lIt'll's,..Jult'itizl'l1 t,'mpuwl'rlllt.'lH \'l'lltUl\';... ill thl' l'nilcd ~t:lk"';, AS;l firsl
"!cp, lhL' l'ilY \\':1." diyidl..'d inlo III ~t;'Clnr.s I'llI' IllL' purplbL' of pbnnin,'<!., ]{l',,,idl'll1" :It"t..' indlHkd in llw pLinning
pnll..'l'-"S or 1Il1..'''l'l'Inr IIl:ll includl'S tllL'ir llvighhl1rhond, HL""itk:nts in l';ICh ."Cdl]r h:l\'l' lilt: (~pp()ntlnjlY \0 \'ynrk
logl'tlll'r 10 L'!l\'i"iO!l thl' fUlure for IhL'ir "l'l'((lr. "d ;lchit.'\':lbll' gn:lls ;ll1d :ll'lit In pl.111". lhL'r) \\'(lrk \\'i11111w l'il~.
II) t';lrry (Ill! their ;1(:li(lJ) pLtn...;.
Tr:lilling in h:;ll.k:r...;hip, comlllunity org:lrlizing. ;1l1d It.'chlllc:d :l1ld pLu1Iling "f,;dls \." pnn'idl:d 10 nl'ighhor!1l)ot!
:llld sL'dllr k':ldvrs hy llll' l'lty'" \11:\ lll,-litute. Tht' :\l'ighhorl.ink :\t'I\\'OI'K prp\'idl'," llll' tl'dlllolngy n,'SOllITl'S
1"1)r thL' ILlining.
Descnption: Thl' prinury purPllSl' uf l!lL' \t'ighhnrLink :\I..'!\\'(lrk is 10 1'Q'l()J'\ :ll1d tLh,k :dllhL' :ll.ti\iliL's,
initi:tlin's :llld :1L"(OlllplbIH1K'llts or \B\. ,\1 onl' point. llll'rl' \\'l'l'l' 1",';0 indi\'idll:d .,."iliZL'I1-Il'd inili:l\i\'L'S \JlldL'r-
W:1Y. \\'ilhout ;\ pn1JlL'r inf\lrm:lli(lll tLld;ing ;...YSll'Il1, Ih(:' initi:lti\I..'s \\'l'[L' dil'fidlll In m:ln:lgt..' :llld sl:lIl o\"l'r-
wl1l..'lllll'd. Four \\.';lr:--; intI I lilt' :\H:\ prm'L'S". IhL' \JeighhorLink :\'l't\\'ork \\,;\S laundll'd tl) l1ukL' this L'Xlt'n:--;i\'L'
in(ortlutilJll 1ll;1l1:1gClllL'll! l:lsk pll.ssihk. ThL' :\l'ighhorLlnk :\l't\\"ork ;11.'\0 f:ll'ilil:llt'S ()n~lil1L' rc."e:IlTh :lncl (Illll-
11l11nil';tlinll :1\110Ilg \'HN P;ll1rwrs - Sl'ctor \'()Iuntt~t'rs" eililt'IlS. IHlJl-profil.'i. l'()!llllHlnilY :1I1d Liith-h:l.snl gnlups,
(."orpor:lle :lnd !"oUJltbliflll supporters. ;lilt! l'ily surf.
TIll' i'dglll1()d.ink :\'l't\\'(lrk's infL\slnlClllre <..'(111S1Sl:-; (If NeighborLink C0l11puter Sites. :1!1 NBN Inforulation
Managclllcnt SystClll. :lJld tilt' NBN ~re-bsitc. ;111 tkscrihc(\ hL'lo\\'.
NcighhorLink Computer Sites - Thl'rl' :In: 10 :\l'igllhnrl.ink Compuler ~iles. (lnL' for l';lch :\13:\ Sl.'C!()r.
\'inv siles :lr(' InClIl'd ill 1{ocheSlt'r PlIhlit' Lihrarics. The tenth ...ilC is InCHed :1\ J Ul111111unity cL'nlcr. Fat'h
."ilt' is t'qUippL'd \\'ilh :1 di."tincti\'I,,' hL1CK pt.:'rson;1! computer :llld \\'()I-ksl;llioll. :1 prinler. inlcf11L't ;\(.Tl'SS.
the ~B!\' In(onn;lIion :.bnagelllcnt ;O-;y....lt..:1l1. :md \';Irious softW:li"l' ;lpplk:llions. At each ,sitt..'. re....idcl1ts 1.';111
;ll'CL'SS I Ill' ;\B;\ d;ll:lh:lSl'. :lnd comllluniC;ltl' \\"jth olher \"BN p;\I111CrS \'i:1 SL'nl!"e e~nKli!. By dcsign, (tT~
t:lin fUnt'liolls em only Ill' performed :\t on-site computcr ICfl11i1uls. In this \\':IY. lhe lihr:lril's hecome
l.'ssL'nti:l! huhs wl1l'rc dliZt'lls CJn nk'e\ and sl13re idt\l-". "The lihrariL's (lITer ilkat nL'utr:t1 meL'ling SP:lt'1'
in L'adl community'-' :lccording to \'ickie Bell. dirt'ctnr. Bureau nr l\eighhnrlll1od Initi:ni\'l.:'s. "Lihraries
11:1\'l' cOl1le to he lhouglit or :IS Ihe pbCl'S 10 go to anTSS tile internel ;lnd other n,:sourn's.-'
~-1o
17
:\B~ Information ~1anagcmcnt SyslClll - Tlli'" dbI<ill1l/l"d vk'l1!(lnl~' rl']1(l!1]II:"': ,1l1l11Lillin,-"': \.bl:lh:I~\,:
;lnd (\1\)111ltl1l11Y !nrllnll~llj()l1 l11Villl j'Kil'.'lLk',,; full .1(,\.',,'" hl Ihl' '\W\ i,r')"L',,"; ('Him thL' 1ihr:ll\ \.(llllplll~.r
..,ilc':-', II l.'l1;ihk:-i 11l'ighh(lrhln1d ;il1d "1..'ll\lf IVJdvr..; I(l lr:ll k \H'\ ,~Lllll ,,( 11lr~V:-i, \ (;IUIl!el'],,"', ~ind ;l(l',nllpli"h-
111\.']1\-;, lIpd;111' ;ll'lion pbl1 ;1<.'1i\ilil'''', ;Ind lk'\'".'111]1 rvp(,r!'" II !;1"'ilil;l\V,, III,,' \ic'\\'ing \If ;d! III <"vd<1I' ;1,,'linl1
1,1:111,";, ml.'~I."'lIrV" pr(lgrt"," oj' 1 hI.' ,,'nlin: \B'\ p!'(l\'"""", ~llld Iud,..; fund" "Iwnl ]1) "pnific :-ntll]',-; ~l1ld cilY-
widl' In :lddiliiln, tIll' Ini'nr111:lli(111 \L1n:lgl'Il'il.'lIl \y:--;tl'!ll ,o;.::i\'L'," rl'~idt'lIh ;\\.'Cl'"'' 10 pr1lj'c',,-;jllll:d (llrlh:d
jnr\)rIl1~llillll "'y",ll'lll ((;j~) 111:1PI'IIl,~ l\.'c!lllll!Ugy ;llld ,:'-1) \'irlil.tl pLlll11ill,~ l()(ll...;
~BN \\'chsit(. _ Till' '\l'i,~ld)llI-Lillk "\l'1\\(11-K 11111dlill' rl.'..,id~'" \\il1Iillll1l' ('il\' II!' !\(hlw"llT', \\...-,h...il~', Tlli,
1)ll Kluh.: ,';lll hl' \il'\\'L'd fn \111 ~lIlY III lllll' t'l ll11P\ Il\.'l' ,llliJ prl l\ id...." ;1('''....''.., tl) ;..!,t'!lI.'i';t! inflml'l:Ili\ln (In 1111.' \B\'
pLltll1ing pr(l(L',,,", TIll' \B\ \\L'h"ill' 11;1"; link" \!llhl' jll "'nlllr ;\('lilln 11L\lb, J \L'i~hhllrLink \L'i\\ol'k illi-
li:l!i\I.' (k'''~Tip!il}]l. \l~\ In''tillltl' Ilfkrin;J.~, :Ind Il~'\\'" ,\1'\(1 ,1\\':lnl..; Ilpd:III.':-', 11 :11-;\1 illl:lu~k" :Iq'~':-i" \(l puh-
Ik:llj\ 1Il" :ll1d 1111lL'r l'ilY link..,
Funding: Tl1~' ,'il)' {)ri,L:in:dly ";Cdlrnl .d~(llll ..,illl,l)!II' ill (...'i!...'1';\I 1111ld..; Ii) (I'~'.Ih' llw \L'j~hhl)rl.ink :\".'l\\I)1'k
It Liler inn',..;lvd ;Ill ;lddilil In:d S tCl,IlII!) \I) l'nlL\n~'l' till' ~'I Ill'lpUll'r \\1 lrk"l,llil In,''
TIlL' ci\y''' :1ll11\l:tl hlldgel III )\\' t'l )\'L'I'~ ;111 :\1r\ I'rnil'I.'b, illl'ltldini-!, 1111' .\\.'i,~hh( lrl.illk \L't\\llrk, ,-';\.'d()r initi:lli\'I.':--;
:11'1.' fundl.'d hy \B\ !':lnllL'r~ ;Illd in-kind ,lIld \'OlllIl1l.'I'r c(llllrihuli(Hb', in f:ll1. rr()jl'l'l'- C;lt1nllt jwnn,'cd lInlil;\
fllndin:J, !);lrlllL'r i~ "'\.'l'urcd, 1'111.' ,'ilY pro\'idt,,, ~':l'" h :-il'(\(lI' \\'\111 SI.';OIl Iwr \'1..':11' for :tdl1lini..;\r;lli\'l' in,'idt'nub
,,,u~'h :b lll:liling",
\1\'\ I"; ;\dmini",tL'r<:d IllflHlgh till.' ~'il:"'" nUrl':1l1 'If \vigllhurhl)\ld Illili,11i\\':c;, lhL' HlII'l':lu'" :-ii, ..;t:11ll'vl)pk :1I'L'
;Jll p:lid ()lll !.II' CIlJnll"lunilY DI'\d,)pI1lI'1I1 Bl()l'k (~r:\nl lCl)H<;\ fumb. TIlt' "un in...-lud~',;, ri\L' (.'()lllI1lUl1l1Y rr()-
,c.;1':11l1 1'l:11l1Wr" \\hll ";I.'I'\'L' ~I."; ,t;illli;ti...;UJl" Ie) Ill\' III "',-'l'\( lr~, ()nl' '-ulljll.'l"V111 ~'()< lrdiruk" tilL' :\I.'i,c.;hhorl.ink
\I.'l\\(lrk, \ 11'~1111 (If \'l\ll1lHl'l'I':-i, (11' ('llI1lm\lnil~ tL'chlFd(l~~' k;ldl.'r:-i, \\'(lrk~ \\ilh Cil~ "uff \u jWl!\idl.' tLlinin~ on
rhl.' the l,llbl' \l'ighhorl.ink ."l):-I\\':m', :l11d l1uilll.1in:c; ;lll...l 11l,d;lll'" llll' nl.'l\\1 H'k
Accomplishments: In thl.' ])J'(lCI.'"'' nf ~i\'intz l..'ltil.l'lb ,1 "Ir()n,\..'.,l'l" \Ilil.'l: in ,'lIY go\'t.'rnlllL'I11. J{n...-lw,..,II.T
lllrlwd to tl'chlV,!Pgy, Thi:-i Il.'cl1n()I(),~Y 11:1-" helpl'd 1~lh'hl',"'ll.'r rl'~jdl'nh iO n.'in\l'lll lncd gO\'I.'ITlIllL'l1i. Ik,,,idl..'nh
h:l\'L' lr;lll,,-f(l1'!llCd lhL'ir C(lllltmlllitil'," thnl\I,\..'.,h pn1iL'l-h :111...1 illili:lli\'l'" Ill:ll lu\'I.' k'd ll) lll'\\' "upl'rmJrh'h, lll'\\'
hu,..;iI1l.'s:c; dL'\L'11 IP1l1l'll1. IllrL'I.' nL'\\' L'( lllllllunil~' dl'\'<:I( 11'1111.'111 \.'!)rpl lLll j( )[1", ill\'l':C;ll1lL-'llt cluh:.;., ;jnd Illt)hill.' Pt)li"'l'
"t;lti(JIlS, Ik"idl'llt..., \):1\'1.' "'l1l'~'L',..;,,,htlh :lppli~..d (Ill' ;J.LllllS 1(1 fund twi~l1hllrIH)(ld ~'(liln'rt"" "ymplhillm.-; :nH,ll'h:lf-
ll'r "dHI(J]S,
Bl.'hiild lhL' '-l'L'Ill':-i, IhL' \l'ighh()rl.ink \l'l\nlrk 11:1."; hl.'l..'l1 illdi....pl..n..;:lhk. ill rn;lking lilt.:, \B\ pnH,.-e':-i dkCli\L',
'-Y(lll h:l\'l' to huild ;111 inrr;ISlnH'lllrl..' !l) \K' dlL'C!i\'I.', !hll tIll.' hl.':\tIlY (Jf il i" Ill:!! it :111 (()1l1'll.'c1...;_ 11'-; nul lll.";! ;\
computl'f "y:-itl'm - iL is;\ :-iysk'm 10 l'lL'\';UL' :1 (1l1l11111111ity, ,":IY,"; Bdl.
Pro\iding lhl' (()ll\PUllT.'i !l;IS hridgL'd till' l'ity's diglLll tli\'itll' - 111.'I\\'l'l.'l1 1110SL' \\ilh cllmpull'r :KCL'''S :Illd l!ltl,"l'
\\ilh! lUt. (' )nl.' Dr Ihe ;\dl1lini"Ir:1tin' ,'J,o:lLs l)[' currenl .\Llynr !{()hvrl .J. Dully is III L'llh:lllCL' tl'chno]ngy :lnd IlUKL'
il m01'r.: :lccl.'s,>ihk t{) nt'ighhll'hflllll p__'sidl.'nl.", \L'igllhl)rl,ink :\L'l\\'l,rk Ul111l'lItl.'f" 11;1\'L' hecn uSl'd hy YI)uth in a
p:trlll1.'1'-..;hip PH),~1';lln \\'ilh Cl1r!1L'll l'ni\'l'1'~iLy ;llld ;1 1l<l1-i'ur-profil :1,I!.l.'lkY, Young pcopk in il.lh rL':\dinl':-is pro-
gr:1lll," :\1'l: heing uught to the (~lS_ dc"!gn h)gos :1l1t1I.'omluCl nn-lill1.' rl',"I.';lrL'h, Till' go;d of lhi:-.. dfol1 is youlh
IL';llkr,-;11ip dl'\'L'!opllll'nl,
TIll.' City or Hodh,,'SlL'I' !l;IS rl'~"L'i\'L'd l.'oll,..;i(kLthlc :llll'n!ioll fnr it:-.. !ll()\.kl citizen p\:lnning p1'IlCl':-iS, induding des-
ign;llions ;1-; ".\l1lLTka's \I()SI Li\';lhk' City" ;\nd "All A1llL'rk:\Il City:"
~lnSl ]j\':lhle (:it\' (lOnOl: P:1rtI1L'rS for Li\':\hlc Cl In'1l1lUnll it'S ";'L'k'CIL,d 1~()chL'~IL'r :llong \\'illl llnl'r.: (,lhL'r l llll1-
mUl1ilics ;IS :\l1leriel's ,\lo,"l Li\';lhk CiliL's in 2000, HodlL'Slcr is l'J'l'dilcd for ;lcbpting to r:lci;d ;1I1d l'l-Ol1o11lic
changes hy joining ron-t's wilh Ileighhorhood groups, The \:H\ pr()CL',,>S \\';.\...., n()kd :IS;1I1 dfecliYL' urh;ill SILI1-
l'gy llut I'llg:lgL'(\ its citizl'ns 10 LTl':ltL' SL'Uur :\ction plans, rl'Cll1l111lI'nd:ltl011S tlut were intcgratL'd in the cilY's
O1:1,..;IL'r pl:1n,
:\11 Allll'rir";i Citil'" ;\\\':lrd lll)\)kl: In
\'ali()I1:l1 Ci\'!c I.eagtlt', Th~: -"l'lcclion
lLJ9R Rnchl.'SIl'r n:u..'l\'t:d pilL' of 10 :\11 Aml'ril'all CitiL's A\\'ards fnHll thL'
\\'JS hasL'd on lhrl'l' projL'c1."i 11ut positl\'cly lmp:lctl'd lhe lummunilY and
18
c2-- 9/
.
"ii' I\'.t'd (' dLlii' ,r,~ll'!il 1,,'I\\(:l"r~ ,',;-dl!u1'\' jj\IhTi", I. li~d I'tl"il'~"""\"" iil<.1 ~,.\ ('1'1111\,11\ Th. '\I~\ !niii:ll:,.... :~I~(l
"'t', 11 ii' ! i)'" ":' n-; i! 1-::1....1 '\( ":.,:1 d li '1).,)< ,d\i1i:l I'j,(' ::1,11\ I':~';-; "\ l'r,' "ii' ,.1 \ ,\, \ 1~1'; 111.'l 1"
Contact:
\i( kiv lkll
I lil'l'tHl!". l\U!"V:HI 111' '\t'i,'..:llhi Ilil. II H.l Ililli:II!ll'.""
(il\'()fl'\i\!H",ll'J"
:,11 (:lllJi\-11 :-ill'l't'! () )11_\
1{IJll1l'..,ll'l'. ,y 1 ill] i
(;",')) 12~.(1\)-q
i)l:lhl~...il~()ln\, li(..,tl'i" ~IJ\
\\\\\\.tll,:,(!rrl!thv"lt'l ,:"!'()\ dill \,])\
cJ- ff<.
19
Neighborhood Advisory Committees
San Jose. California
Purpose: \vi,t.dlh1)rhl)(ld
.\lh-j",( l!"\' (:1 )1l1111itll'I..'S ('\.\C.... 1 ;II'C
('I,l;jijlillliS Ill' nl.'iglll)(lr!l(}(lll fl.'p-
J"i,':">l"nUlin"'" ll1:H 111:lkl' lip lhl'
fllrm:d -;lr\lllllrc 1'01' ("111/1..'11
L'llg:I....;Vllll.1l1 ulH.k'r :--;ll1 .10,,1..;....,
Slnll1,l.( '\l'ighl'(lrlltHlds lnili;lti'd.'
j S\!), Tl1rnugll \"ACs. city rC,si-
dl.'nLS in 1 \) Ill.'ighhnrhl11 Ills lI11th.:r
thi..' S\! dl'\'cloj1 ll(..:ighhorh()(ld
\i..;inn.";. idl'l1til'y prioriiivs for
Jll'ighh(lrlH)()(.l illlpn)\'l'll1l'rll",.
,llld.. in p:llll1Crship \\"itl1 city h;dl
....urr :In<.l ;1 cily ((lUlled lllcm!wr.
dl'\'cl()p plans fnr i1llplL'llll']Hin~
IhL' ;lgrl'L'd upon prinrili\.'s in
Ihc';r c', ""llllll1;lic" 51,461,000 children's park built in the Washington SNI Neighborhood.
Background: In ~(J{)(). .\bY()f Hon l~()ni'.;Ik's hUlh'hvd Ihe ~trollg '\l'lgllhorhood,-; Inili;IIIYL'. ThL' :-;:\1 is
l-;lITicd t lUt hy llw ,\,--\(:," Ih;!l rl'pn',"'l'llt Ihl' urgc..:IL'd S\! llL'ighh()rht}(l(ls. ThL' S:lll })"l' Ikde\"l'!()plllL'llt :\ulhoriIY
is IhL' prinury funding ,"OllrCl' f(lJ" Ihl' S:\l. J l'ity il1ili~lti\'L' tll;H larget", II) I1cighh{)J"hnOlb <ju:lIifil"d for rl'dl'\'L.I-
oprnl.:nt in\'l'",II11l'llt,
1n P}';(). 11ll' City of S:ln.lll'''l' dL\Ik'd the ~;\n }hl~ Hl'dl'YL']OPI1lL'111 :\gL'lKY (S.1H:\). ;1,"; ~l rl',..,ult or 111l:' Cdif()rni;l
Cnl1Hlll1nilY 1~L'dl'\L'I{)plljl'nl 1.;1\\, This sUll' L!\\' ;h'-iish lucl! g(Al'n1llll'IlIS in n:\-i1:l1iz;llioll, hy graming tllL'1ll
ihe Jl.IllHJrilY, ..;COPL'. ;l1ld rin;liKi;tlllll':Il1" to ,";iilllUbll' L'ul!l()11lic \:()llLlili()ll" ;llld kYl'LlgL' priLIIL' ill\'L''';1l1lL'1l1 in
urh:lll ;lrl';I." Ihnlugh c",uhlishillg rl"dL'\'eltlpnwlli :\gl'lKiL's
TilL" ~;In}l.<' Hcdl'\'L'!elpnll'1l1 :\utb{}rily (S.IH,\l is:l puhliL', !leJ!l-pnlfil (lrganiZ;lli(lI1 LTL';llcd tu illlprun: IhL' qu;lI-
ilY or Ii!"....' in S:H) Jo...,C'- TIll' JgL'ncy is gO\'l'fIlL'd hy 111l' San .1osL' Cil~' CI)UIKiL \\-hidl ,"clYCS;1", lhe lkdl.'\'L'luPI11l'1l1
:\gl.'Ill"Y ])l);\l"(.l Fol' lll;lllY Yl.';lrs" S:ln .Io_"('s fL'lk'\'l'lopmL'lll dT()r!s ;lnd funds \\'L'rl' fO(\I.........d on rd)l1ikling dO\\'n-
11)\\,1l ;Ind indll,,,lri;d :lrl';\S" Tll','.2,kCling nL'ighhurhood lIL'l'ds"
The IDl'lIS of Ihe S,lH:\ l-!UllgL'd in IhL' Lltc iiy)I.fS. To(by lhl' \\'ork of 111L' ~]l{:\ ,llll! liS l'ommunilY :md pri\";lll'
sectuf" p:lr1l1CrS lTl\\1L' jl)hs, dL'\'L'l(\p :dlord:\hk hOlI.'iing. slrL'nglhL'Jl Ilcigllh(lJ"l1o(Jds, Jnd huild puhlic f:ll'i1ilil's,
Description: The \cighhorhood ,-\dyisory CommiuLTs (\:\C) include neighhorhood k;IJCr.", fL',-;idcnts,
husiness O\\'I1l'J"S ;lnd t IlhL'r ."ukeholdcl's \\'jlh :In il1iL'rL'",t in sL'rYing their comlllunilY, :\ cilY council llll'lllhl'J"
;lllt! a key city sl:Ifr J!l'fsnn ;in: ;dst) P;111 \)1' 11ll' ?\r\c. In l110mhly p\lhlil' lllL'l,tings ;lntl sL'\Tral cllmnlllnity \\'ork-
"']101""" the cOIl1Illitll'L'S l:ng:lgL' in ;111 L'ighl 111011\11 to one YL';lf slr;llegic pbnning process or \'isioning ,1I1l1 pri-
ority pbnllillg for IhL'ir nl.:'ighhorhnod's needs 111:11 arL' commtlllic;ltcd lhwugh ;1 nl'ighhorhood iIl11)f()\"L'llll'nl
plan. This plan rL'quirl's NACs \0 L'OndlKt ;111 illYL'mory of their neighhorhnod"s assL'ts :ll1d Ii:lhilitics, in order
(() idl'ntil'y a IlL'ighhorllOOd top-ll'n priority list that is pn..:'sl'!1lL'd to IhL' ("it)' l'ouncil for ;tdoptilll1, The adoptcd
priority lis! '''L'r\'l'S :IS lhl' ;lCli(1) Jgr.:nda for residents, city :'.t~ilT ~Imlthe L"it\" (ouncil.
d-7d
21
\.( J~i1I'",!i](!iJd ililjiH'\,',11l'lil jliH,r:ljl','> ,-;lrl LjJ1~;l' !I'otil !J~'dl"qi'i.in ";11,."1\ ,(Tl'I'-",ij<"': 'l'dlk\\()rL ll'li1(.'j,". :inli
p.il1.,,, :<1 '1111111U1I1\\- l'l'nh_'l". :!l1d U':Illl' \\~\!\ h :nili::il\l-" 11Ltn" ,lIT lillpkIl1l'fill"d \\llllili ihL' :\.-\\:... \\ili1lill' \11P-
PIJrt !Pd11, ,1\ :I,~,.'llli('..., \.\i:... 111:1\ :l!...,rl "k'1l1d\- .\;Ll'i \<l[l1llllll1:[\' !\','-.,lUr'.l'," '11 '-,llppk'!1;tTll "I'" 11111l1:i1,0..: (1'11111
hihTn\'''" .:';I")ii1l'-, ,-'1I1Inlll!lil\-i\;I',".d 1!1ml'!i"liil1" ::nd !::llll-h.l....l.d {lr.~~lnl/:llj,)Il'>
Ti,l.' (-jT\ ..r "':111 .li;....,. Ik'''iC!..n:IlL"'' "Ltft 1,') \\; '1'1-; \!irl','th \\ ilii ilw llll;",'il :..:H'III).... "<..'ni, l]' lil\ ,lilit'i:tl.... :11'<..' .I........i.c.:nl'd
ill 1]);1\1:1.:':", l',!lh ,Ii" IIIl' '\l'i:..:l1l)(lrl1()()\1 \d\i....11r: (:\1illJll!llo..'t'\, ()111U' \'it\. P'- 1'."'" '1111\'1 ~!...,....i,~ilt'li I') \':Il h ,d' 11'tl' ]()
ilhhl\k' ,'I ),1...' ,-,nil !1'(\'ll11Tll \ dlitlT", Cll\- pLllllwr... ~lIld :1 (il\ ('lllIth'li li:li";'llI
III ;l!"l.kr il) jll\'j1:Il"L' '\\{ 111Vlll)'l:r... (Ill' tI],.iI' 1'('10......, ,I' j'!;ll1nin,i.!. p;lrIlh'r..., \\ilh d:l' ,-it: \ll\' '\(,I~__dll)flrll')(ltl
1)\'\....]( Ipll1VI1! (:o..'111l'1', ;) di\'l'-,]( III ,d' "':1 Il '" .11 l'-,l:'" ] )qr:trllllt'llt ()j J{....tT.....lli, )11. jl;l)"k...., .lllt! \'t'i,:.,dd~, lrllrJ\ Jd ."\']"\Il\.....
l.....I:lhli"hvtl..;;Ul,bl,....l..s \L'i,:.!,l1hl))"I1(lOd :\l-:ldl'Ill~' \\hi,'II!l)"I'\'idl'," l]':llllil1.:.!, 1() '\.\(,1l1Vlld,l'],'-, llil k:ldt-r...l1ip d"\l'J-
'ljJtl1\.'nl. 1-\'111l11l1llil~' l)r,~:tl1i/illg, ,~r:lll[ \\Tlling, flllldr:li.-.ll'1,:.!,. .mt! llll1,'!' t.ql;h'II\ hlllldin:.!, ..;kill..;
\(ft:I' th<..' pi.li1l111l.:.!, plu......... \:\C" 1 )\l'!"'-,l't' illlp!":11l'lIUlillll "I Il('i,:.,;hhr II hr)r "I pl.lll"; ,I Ill! ,1\. I :1.... li,ll'>' 111.... h\'l\\ ('l'll ,'il\'
lul! :lll\1 lll'igIJl)( )rlll lOll r"'....ldvlth
Funding: Tlw '\..\{:s :tnd (llll"r ";.'\1 "f((llb .Ii<..' i"undnl p:'il11;lri!: hy I)It' ('it~ l,r ":IIl_II)'-,(~; \\Il11 j,,~';iI ['nlv\L'I-
(!PllK'Il! 11111!W\'. llhuillL'd 111rllIJ.ul1l:J\ iillTL'Jl1l'lll fill;i1lli!l.~ JilL! Ill.... l'il\'", ,'--:"'lh'r:lIl'Ul1d. Ikl\\-l'l'1l "':1)111) ;llld 211()(1,
_";;I1l.lcl",l' \\111 11:1\'<.._' j[l\'(.....ln! 111111\' IIUI1 ';;1_~11 millillll tn Iml)r!)\.... ,-';:'\lnvi.;..:l1hrlJlll)()d...
Accomplishments: Thl' S\1 1ll11dl.'1 ()l' ,~LI<.;:-;rl'()l,"; p~Ir1!)tT....hip \\i\h ,'jly 11:111 In... Ivd [i) gn..',IlL'i' \'(){!rdi-
iUlil)ll flr "'Vnil'l.'''' ~llld r,,','nurn's 1'1'(1111 {llb....r \'ity ,kP:Ir1111L'l1('\ Illlrvl:II{,.tI !o rVdL'\....l<l[1Jll<..'IlI. ,":1I1.l()'>,,'. .lnd ih (,Il-
I!'..'l!'-, 11:1\(' \ (!!llpl<"",,'d Ill()\\' ilLlll 121) nl!111l1lIl1it~. ill1l']"(l\vl1ll'nl pn)jl'd,...,. h~I"L'l1 ')11 ]'J'lIJriliv,'-, "vI h\' \:\Cs. 1)1I1'
1,) i hi" "IJ('<..",'-,,,. \1:1\'( ll" ('1111/;1l\'... 11:1\ pn 1[111_"(',1 t'\\l.'ndin.l!. t 11"''';:'\1 il1( 1\ 1",1 1)( .:..;r;h"I'( 'j ".... ,'ll.~;i.I.il'llk'lll III pLinllillg.
UH1lI11lll1il'.llil111 :111<..1 p.irllll'I',,,lJip [ll ilhllld..., :111 \IIY J'.l'i,:.!,hhnrhIHhk <';.11) _~()";l' i'i l'lIlTVlltk dl.'\-('!()pill.:"; pl:l1h I(]
1111 pJv1lll'1l I ;! tll \ -\\-idl' 11Ji ,dl'l.
Contact:
LlULI LIlli
\Lin;t:-:l'r
'.t!'()l\:.! \vi;:_dJi)ll["h(}(KI:,
.llliJ I-:,I'il :->:]111:1 ("1:1Ll "ll\'l'l. Inl) rll)(~1
~:lll .In",,:. (:.-\ ')::'11.-\
( !I)~I ':'::-);.~-;!I\l
I.I1ILI.I:llllib:l11j1)";l',';1.i--!()\'
\\'\\'\\'. "I [l lrl,e,;l1,'ighh, ,rlll}l)\ ISI )]'.:.,;
22
02- ff
"<'":C".":.',"~,,':" \:,:;";:~tf;'~rl~?Yf!'R'r:~~~~--:,,~'1-.~~":@, .~r;;;),'J.',
Dayton Dialogue on Race Relations
D:lyton. Ohio
Purpose: Thl' I hYlilll I)i:lir 'gUt: Oil J{:lll'
IkLl1 inll"; (DDln:: ) \\ ~I'" j"llundl'c! ;1... :1 1"1 lnllll 10
ill1prl )\'\.' ]"...,1:[[;( )lb hL.[\\....Vll ,\!r;l':lll-,\J11vril::lll...; ;lnd
\\'I1;h,:-; in :111 l1i...llir:c:dh- "q.~rl'g,ni'd (-iIY. Toll:l\',
Dl )1\1< uki''> :\ ]\.:,ldt'L...hijl rull' in thl' l'1':ldit':lli{)Jl or
1\IL';S1ll hy huiJdill.U :lll i!1llT(k-p...'ndlTtl l( 11l11lHIl1ilY
tlut \;dll\'."" r:lci:11. 1\.li!-:illll.";, :I!ld ndlllLlI diffcrVllll''i,
Background: lk'l'.lti"l' Ill" ('(liKei'll"; r:li..,l:d
hy ,rriC:lIl-,\ll1t.'ri<.::ill p( din.' (lflkl'l"."; :11)( nil \\'1 iI"hing
{"<)Jlllilin!ls :lnd promul;ll!1";, city IV:ldi..'r..,,,lll'!l :1...
(~I)!1'll11i.:-i..;i{l11L.r I)V:111 1.11\'l'Lll'l' ''';1\\' ;1 llt'...-d ill I ()I),'-; ll)
,!lldr...s..; r;IL';:d i""lIL''';. h()tl1 ill 1 Ill..' j1()!icl.' dVp;lrt11l1'1l1
;md I Ill.' vIllirv l.'llrl1!1Hl11ilY. Thl.'\' felt II];!l Iht' l'()ill-
1l11111il\" t!luILI nol n1HII"I."11 \\'i\hlll.ll llungil1g lilt' di-
1ll:l1v Ill"LI1.-i"1l1
Dayton residents participate in a Dayton Dialogue event,
January 2006.
'\\'l..' l11'l..'dl.'d tn find :1 fnfllm for pl.'uplL' \(J inltTJlt \\'ilb t':\ch 11111L'f."" ";:IYS !.O\'l..'l.ICl'" :1 fnUr-ll.Tlll ,'il\" ,'()lll!1li-;-
...iollt'r. "\\'l.' lll'l.'l.kd In ."l.'e tll:ll city Sl.'I\'il'l.':-' \\-l.'l\' lX'ing l.'\'l.'nly dislrihukd, \\"e IWl.ded for people !l) rl':lIi7L' tilL'
implll1;lnl'l' ()f gl.'rlill,~ \1) klll'\\' 11])<.,. :llllll]ll'r. This \\-;1<.; I hI..' lu"i-; j"(ll' "l.!rting the diJll'.:.;ut',"'."
1):\\-ttll1. \\"llh:\ pllPllLlli(l1l (If I{)().()(J(). I"; ;llllt!llg rIll.' Il}()"\ ."l.'grq!.:I1l.'d l'ilit'_s in lhl.' l'nilL'd ~[:IIl.'S. \\'e:-'1 DJ\.tn1l
IS I)() percl.'nt .\fricJIl-:\llllTit':IIl. \\hilt' F:I'-.t 1 Lt~'lUIl IS I:lrgl.'h' \\ hill'
Fifty indi\'idu:J!" from politit':Ii. C.dllC:III()ll:iI. hu"inl'...,s, rt'li,~i(ltJS. :Illd ci\'il' (li'g:lIli/:l!il)lb Iller ()\'t'r ,c;""\'l.'r:d Il101llh_s
in l')l}t) .Intl lkcidl..'d \\J blll1lh :1 llllllllltlnil\' ini[i:llin' III ;Iddrvs<.; r:l\,.'l' ;llld rl.'("()ncili:llil)l1. Chivl L::-;. !h"ilrio
.lud.~L' \\':llll.'r J I Ril\' :l1ld Flli'!lH:r ,\](ll1\,\..;(,'111l'r\' {'()UIlI~' {~111ll1l1j..;:-.i()lll'r :--:!r:lh !Lrri"i l(h.luirl't1111.... L'rTon
Th:ll ."i;I 1111.' )'t':il'. l'ity oITiL'i:li,s l-()llLldL'd 110]1.... in tilL' Cilil's (1 fl<:). ,\ !\il'hlll()1ld, \'irgini;1 l'rogLl11l [Jut Ius PLT-
konl :1 model ('11' ink'IT:1("i,l! tii;lI()glll'. 11](: \\':IS 1:1111KIK'd in j()l)II !J1 :lll dfl)r! II) hring lll,:":l.'llll'r polilk':d" hll~i-
lle-;_s. :llld ....(llllmunity Il':ltl....rs in Hidlllllllld, \irgini:I, II) ;lddll'~"i IIlL' In:ll!l'r (li' 1':ICi;!] lll':lIing. Ikpn_'<.;i.:'l1Llli\.t..s
r]"()m IH<: "'crt' in\itt.'d [I) !):Iyloll :11111 g:1\l..' prL'~l'lll:l1illll'" (111 Ih....ir ,q1j1n):It.h [0 rq1rL'."....1l!:ltin'_s of gnJlIp:'i COI1-
l-l'flll'd \\"ilh th.... (it~"s r:lci:l! i"SUL',S. The r ):lyll)]l I )i:lh ),:.l,lIt'S gl)1 tllld....]"\\;l~. ill .2{'1{l(1.
Description: TIlt.' !bY\(Jl1 Di.t1o;.!.lI"" ()ll Ibn: !kbtiol1,c; is:l CCJIllll1ll1lily inili:lli\'l.' \\'h"'''L' prinury go:d is 10
impknll.'n! :1 pr()n..ss of Iw:tlill.ll r:Il'L' rL'btio!lS hy ulilizing dLdugut.' 10 (O:'ilL'r fL'cnllcili:lli()ll. lhis tii:dogllc is :In
;1I11'mpt [0 h:l\'L' ;l!l ll(lIW."1 COIl\'L'1",<.;:l1illn :11l101lg pl.'opk' (ll" :lll h:ll'kgn)t1lld.s on nutlcfs ()f I";ll'l', r....nml'i!i;lli()11
:md 1"l'spunsihilil~'.
I'hi."; di:llo,\.!,ut.' i~ il1[cJ'ldL'd to pnn'idl':1 non.ll1l"L':llL'ning furum th:I1Ill.'lp.<.; p:lrlkip:mh 1nm'c hl'yo1ld hLlnlL". guilt
:md h:lIrcd. In Lice [he P:1.'\1 ;l!'ld mo\'l,' rUlw:nd \\'ill1 n~\\" in"ights
In ;1 lypit':d di;t1oglJt.'. ;1 dozen men ;mtl women - h;ll:ll1lTd h~' LlLl' Jnd led hy :l tLlinl'd rJcilit:1tur - llleL'!
sl.'\'t'r:ll lime", 12 hour..; l{Hal. Tile)" meet in home,c;. chufLhe,s or nlhl.'r pbcl.'s :Ind l;l1k ;lh()UI iss\les SUt h :IS:
Cf 1I111lHlIlilY. cthnicilY. di"LTilllin:tli()l1. diH'fsiIY. s()ci~ll stl'uCfUfCS. ;llld rt.'t'oIKill;lti(}l1, Di:ilogtlL' groups tk'\'is!..'
;]Cljfll1 rbns I() fllnlwr r:ll.'i;ll- rt.T011l:i1i;l1ion S()]llL' m:lY he :!S ",imple :IS gL'l!ing logt.'lhel' oncc :1 TllOl11h :lnd
sl\;lrrng:l 11l\':J!
~-1S
23
"\'-1..' ,~(1 Irl:'11l hl':ll! \<) hl';lrllll :llli(!ll":\\"''; ,\l1lirl'\' '\lll!ILln-'j"lIl"l'1vr cli;d()~\Je :ldlllinj"ILIIII1". '\11l"I1l.ln-Tllr1kr
hi)"lS;1 ItH-;llll'k'\I...ii111 pr(I~Lllll :I!>()t)! !)j)\\l{ :ll1d \\11:\1 i." h:ll'pl..'llin~ lil iIll\WI)\'l.... r:lll.... I'l'Ll1innc-. ill 1);1\"j(11l.
The ,.li;tI():~lIL'S J\;I\'V {';\IL'ntll"ll hl l):I~t()1l ins\iil!litlll". \\'ngln :--;l.lll.... t'niH_'f..;il\' :lnd "iIlt'I:!ir CU11ll1l\lill1Y
Cidk,\..:~'. 1'Ilg;1,u.il1g ;ldminic-.lr,l\(Jr". Llnill\' :md c-.Iudvnls D:I\'I()ll lltlll:i:lIs :llsll Cidlt!tll.tl'll :1 di:l!ilgUt.' \\ilh
(...kt.'\I,:d (llli,'i;II...; fnllll I Ill...' 1ll':lrhy 11l1>c-.lly \\'hitt' cilY ilf I\Vttl'l'il1.~. !>[)){H \\',lrkc-. \1) hring 1Ill' di:dl):~lll.' pr(ll'I.''''''
\ll hll:-: i 111.''';" , inlvrLlill1. l'f"(lk""i(.ln:t!, :lI1d l'i\'il' iJr.:...::l1111.:1Iillll-':, \t l'(llldu,,'\-.: :lpprl):\im;tlcly ....;,1) tli:lll'.L.;\lL'" 11l'r
Yl.':lr.
Funding: TI1L' !):lyloll Di:tlll..:":Ul' (lll ]{: 11.: l' 1{L'Llli'lll:- rt.',-l'i\l'S ,1nl1ll:t! grJI1I.'i (nlll1 till' City 11l')byl{)1I :IIHI
\1()nrgnI1ll'ry COllllty. TIll' ]);Iyllin 1:(HlIld:llillJ) :\\\':Ir~kd :1 ":"'2~1\f)11 ~~LIIl! in 2(H\(1 :llld :\!l()11Il'r in 2(11)2 TIll'
!):lylllll llul11:ltl Ikl.lIiloll.'i (:Olllli."i1 :H:ll1lilli~\l'r" 1 Ill..' I}\)I{!{ pn.'l.l....-.: tlHllUC2,h llw "'l'i'\it.'l'''' (If :\()i"Ill:lll-Tul"Ilvr
Accolnplishments: :\v:lrly J.()()() itldi\'idu~d" 11:\\'"" p.lrticip;lkd in !)])HI{ di:lhlgUl'-". Ui:duglll." 11:1\'l'
lakell pl~ICL' \\\111 ~lUdl'nlS;1I 1\.i";l'r .\liddll' Sl'llOnl :llld :llllllll,l..; :-l\llknL-':, I:ll tlll\' .11lL! :lll1llilli~Ir:\t{)r~ ~11 I\\'ll hh';]!
t'nlll',\..:l's. \\'ri~,dll ~\:lll' l-ni\\:rsiIY :llld Silllllir COlllmunilY {~nlll'gl' \li;11l1i \';ljlL'~' 111)~pil;d ..,\:11'1' llll'lllh....rs h:l\'t'
vn~;lgl'd in di~lh):-!.lIVs :I.'i "'l.ll.
TIll.' (lr:...;:lJli/,:\ll{ln h:1S ILlinl'd :1I1( lll\ 12~ 1)('( 'pk II l L1Cilll:lil' di;lll):-;\ll's Tl1i.., rl'qull"I.'-': :llll"lldill,~ 12 !lnllr-; ()f di:l-
]OgllL'. plus 12 IHlllrs \l1' lLlining \n f:ll'iliLllioll,
In :1 2\102 1.'\-:I\l.I~lli()n {)r !')l)\{IL 11ltlrt' 111:111 ():~ PLTCt.'1l1 Ill' p;lrlit'ip:ll1h rl':,-p(lnding ..;:lid llll' :'-I.'s'iinn-; lllL'1 lhvir
t'Xl11..'l'Lllinns. :lnd !1wrl' lh~\11 I\\'o-Ihirds l":dkd 1hl'ir "l...."iiln" \l'ry P()...,ilin', .\bll\' ":lY \11\: 1l)l}...,1 i 111 P(l]'U 111
rl',"lllt ()f 11ll' di:dl )glll'" is 111:1\ pl'()pk ILI\T .:";IIUl'll \1 \ kIll I'" rl'I]()\\' L'ilY rl....idl'nl..;. Ill" dlfkrcllt r:ll'\:il h:ll'k-
:~nJllnd-.:
,-\___ :1 rl.'slIll (Jf IllL' di;doglll'S. lJ:IYlull'" Ilum;JIl lkl:tti( lllS ~:OUllt.'i1 hl')2.:11l pl"l1lT,...."ing ,'UlllpLlinb ;lholll di...,nilllin;l-
li()ll in 1.'1llploYllll'nl ;11)(.1 hOlL'iing. 111 :Hk\ili{iI1, 1111..' di;d(l,~Ul''-i kd 10 thL' ,TL':HiOll or !Ill..' ~\lllln1il :lg;lin:-;!
lnstilllli(lIl:t1i/l'd Kll'islll, \\-hidl urgd'-i pr:lL"lkl'~. pO!il'il'-" :lilt.! pro(l'dllrl.'~. ....lKl1 :1:-: prl'd:llory Il'nding {flCOIll-
Illllllilil'S Ill' l'(11nr. lll;l1 11I..'rpl'IU:11l' r:ll'i."lll.
Contact:
I':ll Ilid~S-S1llilh
Lll-ilit;l[(l!" CO(lrdin:ll(ll
!),I~'ll111 l!lI111~ln Ik!:l\i()Il," L( lUn\'i1
5-:-1 SL'\-(llld SlrL'd. Sllitl' I(Hl
1);1)'1()fl, Oil \'::'t02
(().1-) 22.;-\- ~ 2'"7-
1 me ~:fiI'iIYllrlLty\( lll_CI 1111
\\\\"\\.l'i.cLlytOIl.ollu'i. ddrr
24
~- 9d:>
r
.
'~
i~
Sum.mit on Racism
Kalamazoo. Michigan
Purpose: K:tLI!11:JZ()()'" ~llm!llil (H'
!{;!\-j"'1ll i-; ;li!l1~'d .11 di"111:lIltJing instilll-
lion:d r;ICl"111 in thl' !.;.:d:llltl/J)() :lrv:l. It
ha..; ,:.:i\'t:ll the \,{)ll11llllnity :111 opportu-
nity to :lddn..'...." Lld:i1 ill:-.ti,"L' j,,",:-,UV.-; :llld
nlllk' 11lgl'1Ilt..T 1'(11":1 C(1l11111l111 ]1\1l'pl):">l',
l\lI1icip:nlls "l'l'~ III r;IL"l' t)lL' l'(l!1Hlll1-
nit\,',-; Lt,..LlI :lJ1d l'lllIlk' :1\\"Jrl'l1l',"'" ;tnd
illll'n l\\' 1':1\.\: n.:I:ll il 111...
Background: K:1l:IIll:W11}'''' fir...t
~tlJl1llllt I)IJ Ib,"i...1l1 \\';1" 11t.:ld Iln
",.:pI\.'ll1hcf 50. ~{)II'1 :11 \\'r.:",IVrIl
\lil'llig:11l l.'!li\'L'r..il~'. ()rg;lnizl'd 11,' tilt'
Cil\' of Kd:JlIUZIlll.thL' Y\'\"C:\ (ll" K;t1:111Ui'.OIl ;lnd Ihl.... Kd:IIlU/()O Cnl1lll11l1il\" Found:llion, J"::d:llluzoo's SUlllmit
till R:ll'i."Jll W:l" 111{l(klvd \)11 ~l11l\\1"lil'r l"lor! [11:11 hq~;ll1 in Cr:\nd ]~;l[,id" in. l~)ql), Till' <;I"~lnd R;lpids Summit on
]tll'i..;m W:I:-; LttlllL'!led hy tlh: Ibl'i:lI.lll:-;liLl' ]n~[iltlll' (If Ihe (~Llnd Ktpids ,\l"l':I Cl'Jlll'r ror [':l'UlllCnbllL
Employment Subcommittee holds planning meeting at the Kalamazoo's
z005 Racial Summit.
Description: l\.:lIJIlUllHl\; SlI1J)lllil l)ll Itlcism i...; ~1I1 dfllrl Il) idl'1l1i!\ :\!ld inCl'l':ISl' ;l\\,:lrt:Il(:'SS or ill'ilinl~
lion:1l LKislll :tnd lhl'n to dl'\\.']{}P :ldion pbo.... In vlilllin;l\v il. Ii {)Pl'Llll'''; \\'ith till' Ulllkr.'iUllding II1:1l r;u:ism
is ;1 n:lIi()\la! prohk'lll, This :lcKno\\-lnlglllt:'nl IIf r;\ci...1ll :l1ld iiS :drl,~.ts ~dl{)\\'..; till. ~-i!y [0 h:l\l' ~1.11 Ilpl'n di:tln,!!.ul'
fl'g:lnling LICL', :lI1d 10 "dl1"K on ~Tl';l!in,~ ,'il)!uli()n:-;, This \\.iIlingnl'.'''..... In cll:t1k-n,'...;L' Lll'ism (lll lwlulf oj" lhL' cily
:lI1d it" ('ilizL'ns ("(llllrihllles to \Ill' SUlllmil l)[l R.:ll'i~m's ...Ul"i.T:-.S,
TIll' ."Ullllllit i,'i IH)lh :111 :lllIlu:d d:l\'-Illng l'\'l'l1l :lnd ,1n IllllhrdL\ ,c.:rn11p IIH(lUgl1 \\l1ich lWO "lIhgr(JlIp~";, OIlV on
l.'dllCllit)1l ;md the nlllL'l' OJ) vlllployrnl'll1. worK lhrlHlghnul Ihl' ye;lr nn l'!"L':lIing \\":IYS 10 rl'dlll'l' or L'lilllin:ilt:'
r:\C'islll in p];lL'C,"; of l'mploYlllL'll1. Thl'y ;dso work on "IX'lific inili;lii\'L'_" \\ith ;1l"L':1 L,t!uclIinll:l! in...till1[itlllS,
According [n ,!cnnilcr Shouh, CEO o( tIll' kII:IIlUZ\)() Y\\\::\, --\\'t' hvllL'\'l' Ih~lI il\ l'.'-isl'll[i:d 111:11 our org~lllll.a-
lion...; It){lk :It ill...[itutio!1;lIizl'd !';lcislll :llld "'\;111 I:d.:.ing rL,...pnnsihility for ll':lring d(l\\'!1 ,"lnlClUI"e,<; [h:lt ]X'fpL'lU;ll('
whilL' pri\'ik'ge :lI1d deny ."l'l\'\Cl',"; ~lI1d PO\\'lT to olher IX.qplc. \\'l' rl,;dly l{}oked ~ll this ;lS :1 \\'ay 10 lx:',l.;in 10
gi\'l' ]X'Oflll' :111 oppol1unity [f) 1:t1k ;1]1m!\ r;lCl', Our g(u] \\';\S tn gel lht:' pbYL'rs in lhl' roolll who are g:lll'kt'l'jwrs
in their l)rg~tnil.;Hi(lI1s, willing In lOOK :11 m:lking ch;II1)_Ws in thl'ir in,<.;titluinns,"
P:1l1icipJ])h in !':;lI:lll1:lZIll)'S .2IHI,~ :lnd .2(lU~ SUlllmits on 1~;l(iSJll included rL'])1"l'Sl'1l1:lli\'l's from :tlJ Sl'l'lors, includ-
ing gOHTllrnl'J1t. J"ur-profil:"J1onprofit husinl'ssL's, IW;ll1h carl', l'lhll':lIioll.. fin:lncl', nirnin:d jUStiLl', and thl' failh-
h:lsed (ollllllunity, Lldl ~lIJlllllil L1rc\\' ()\"l'r 2()() j1aJ1kipanls, The l'mploYllll'llt suhgroup :Ind Illl.' eJuL":llion suh-
group h~I\'L' Il1d mOIl[hly ftlr U\'lT ;I Yl:~\r. These llll'l'ling:-; h;l\'c hroughl lOgl'thl'f incli\'idtuls who s!1:1rl' com-
mon C{)]1l'l'1'Il~ but ill the p:l.'il \\'\Hlld llt.:'\"L'r ha\"(' h:ld thL' oppontlnil~' [0 \\'urk logl'1hl'r, ,\loJ'l' 1]1:In 2(J() \'u]tln~
Il'l'rS h:l\'l' put in o\'cr I "7()(J hours (1f sCr\'iL'e \\'orking ~H1 spel'ilk iniri:ltIH'S \'i:l the suhgroups.
According 10 Cr;Il"l' \\'illi:IIllS of 11C;, Brown :lnd :\,...,.,\()L'i:Hl'S. co-duir of \ Ill' l'mploynwnt suh-gr0l1p, 'ThL' work
of illY suh-grotlp :lnd 1]1;H of thl' entire summit C:lIl innclsl" husiness rrofits while l'ontrihuting In thL' hc:lllh
of I IlL' l'(llllmUnllY, Confronting and eliminating r;ll'i",m :I1lo\\'s husinL'Ssl->s 10 \":due, integrale, and :lpp]~' all of
!hl' :1""elS or rill' COllll111ll1ily, \\'(' rl'l'ognize lh:1t Ihe is,''lK' or r:lcism is :1 Sl'lhiti\'c one hlll I]Wl'e :lre rcll reLUrn~
10 addressing il in ;1 pnucli\"l' f:1shidn."
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Tl]!..' .21!11{) ";11111llli{ '.H11':;i,]"dll m!..'!..'i!i'I~ \\lil pr()\I,k' :ll'J1i-Ll(i",-I-i T::iiiltll,~ j"',il,dlll:!..' l':-:Pl','1vd 2111)-,-\IHII!.lni!..lpJI~l".
ilpci:ltl' thl' 1'1:lni,i!-';lill'" 'In "'ld\~l(IUP prr\<..;rl',<..;". irl\ill' inivrl'..,kd \ (l]lIil1ill1i1Y lllcmhL'f-; In il)illl'\i,,\iJ).~ "'llh~nllll'''',
,md idl'lllil\' l,till'f' P,'!l'lllLd ....uh.~.-(Itq,..; llul :)1I'o.:!l! h-.L::in Hl .Iddn......., ,>tIIl'r f:HC1.... <iJ In....l1tli!](lr\:l! r:l,i..,lll
Funding: TIll' 1 \n::\ (If l\~ll:llil;[/()( 1 pr<)\'id~,:" Ii \c.:.i"lic':!1";UP!l( lr! :l1ld ({ )(.lI\!lIl;ltil In i() Ktl;llll:ll.(l()'" ";1I1ll1llit (111
lC 1 l'l.... Ill. TIll...' rlilldl'J'_" ill\..: 1111' f'.:lI:IIlUZl),j Cl1ll1lllllrltl':' l:ound:l!l<;I1. tilt' h..'lz....r In"tiruto..', :Ind till: City Ill' K:d:llllil/()()
'1'lll''''o..:' (Ir:~:llli/;lti()!1_" \1;1\-l' 1l()!llilh' l'ni\'idl:d \1lL' rund.., r'lr 111l' \\'(',rk llf Ill\.' "1I1llmil hu! !Ill' lll:I~-(Jr ,li,:d:11ll:1i'.()(I
:Illd dlc l'\l:l-IJti\l' tlirl'l'H )1'0.; 'Ii' Ill.... 'ltlllT rumlill,~ .L;l'f Jtlp" "l'I"\(' ('I) thv ....11111Itlil..., "l~'l'rin';..: l'OI1lJ11it;v!..'
Accomplishments: .\n''-Jfllin;..: l(j tilL' Y\\'( :.\. tl1l' ],,;1I:111);1/f II" '11Ilnll1it.., 'ill I'::ll'i"m 1u\l' :1l'liil.'\'l.ti 1111'
I'(l)l()\\-ill~:
. ilhTl':l",'d ,'(i111tllUnll:' ',I\\:HI'!l\''''' :d'hnll Ihl.." !)rf1hkl1l ()f [':ll';"1ll
. nt'\\ prf 19r:1111'" !( J Pfullhltl' r:lu:!I ,'qll:dil\
. lll'\\ .1I1i:llit\'" :llTl),....... r:llLII :tr:d 1'1111lil' linl''''
. Illn!'l' II.'~ldl'r" :llh'lli...:lling f(lr Lll'i:t!l'qu:l!il':1
\l<l1'l' )l),';1I (Jrg:ll1it'.:l\in!l,'" :Irl' \\()r~i!l~ i1l11'nnlly I)ll r:lci:d ~'(I\lil':' ;-;,-;\1l.". :l1ld Illll!'l. J1lL'll1hl'rS of IIIL' l-oIl1Il1Unil':
:lrc (Ji...,dJ""in,!!. tl1l' !!['()bkm \ll' rxi,,[1l, 1:(11' l'X:1111plt'. 1.'\'lTY "'l'!lO(l! "UI)...-ri1l1l'1llk'llt in ]-\;d:1l11J7.()() County Ius
;Igrl'l'd It) inlllldl' :1llIt-I':!l-i"ll1 1!l,trt!l'lii!1l :lllliln;.! IlllL'rill~" :11 11',ld1l'l' iil-<..;,'!yi("L' tr:lining-;, OutUJ1lle,,> l1:I\L' hl'l:n
llll':i"'\Ir1.:d lI1HJ\I~"dl ,,\lI"\ey..;. 1.'\ :11 \ l:JliOll I"orln-; ~llld lr:id.:in,!..; illlJil-:I!01''''
Contact:
C;lrl,,":11Lllnhy
!)['ngr:ltll :\1'l':1 '\lq!l'!\ i,,( lr - l\~ll'i:d .1u";lll't.'
Y,\\"C\ ,)1' kl!:illl:l/.(){)
Y13 F.I,,( \lil-hig:lIl :\\l'nul'
1\.:lI:illl:l/.()I)" \1J '1\)IlI)-
(2i/)) ,,~'1:;-:;:;9:;
l'dl:1I11hy i!:,,:"\\,,.;t k;l!:iI1l:l/' l( If llg
\\'\\'W ,Y\\'CJk:iLlIll:i/.lI( 1,lll','2
cJ-tjg>
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Minority and Women-Owned Business Enterprise Program
Inclianapolb. Indiana
Purpose: T11\..' llldi;\I1:1j")(Jli" .\Iill(\ril)' ;111d \\"(lJ1li.:ll-
{h\"IlL'd B\I~iIlL',..".., Fllkrpl'i<.;(: (.\1 \\ BE) Pl'ugr:lJ1l \\";1"; 1..."1\:-
~ltl'd !l) pn!\idt' grl';l!vr ()PPllr1l111ilil'...; (or cvrtifll'd
millorilY :l!1d \\"( 11111.'11-( l\\Jlvd hu..;illl',"''''V''' \\ilh 1111.-' (:il~
or lndi.lIl:lp( di"" Tlw \1 \\'HF i":1 ,"\lpplil'r di\-l'L"'il~' pro-
,;!ral1l 111:11 11('lp.. Cll'->llrL' lILl! hll..,inl'''....I..'~ 11\\lll'd h~
millurilit's :lnd \\l Jll1l'll .'..!l'l :l Llir "jurI.' Ilf ('il~' t'ontr:!,."l."
:l1ld ..,\IhCllll1r;l\:h ;lnd r,j:l~' :111 iIKl\':I",JI1,:..! rl)lv In till'
11\('1":111 L'il\' l'lfllll)lll\-,
II :!il11-" I() nl':l1\..' :l!I 1.'11\'il"( 11l11h'n\ 11Lll IWI)1ll1 Ill''' 1l1L';111-
in,t;ful husint'........ ()ppIJl1Unilil's. huikb fH'()(.hlCli\"v P:lrl-
Tl\..'r~l1ip.". :l1ld ,Tl':ltl"S sUC\'l...,..,fllJ intl'gr;lliun uf \1 \\T)I:
iinl1.'"i \\'ilhin till' hll,...;illl','"i~ illfr;I";lfunurl' of 1111,' dty, In
Jdtliljr)11 [I) 1IIi)izil1~ IllI)rL' lllinr)rity ~ln(j '.\"(J1l)l:ll-t)\\!1V(!
finn" Illl l-ilY pnljl'l'l". 1I1l' iniluti\'l' ;ds,) inrrodul\__'_S
.\1, \\'HI': fimb It) l1ppiJrlllnitil'_" 'llll..,illc Iltv gtl\-l'ITlllll:nl.
Indianapolis Mayor. Bart Peterson (far leh) and Diversity
Affairs Director. Sherlonda Anderson (far right! present
award to M/WBE at the annual Mayor's Diversity
Celebration.
Background: .-\Ilh\ill~h thL' '-IIY ILH.l J prrl~Llllll() hl'lp Illinuril\' ;lIld \\'()ll1L'n-l1\\lll'd husiI1Vssl...'_" ;IS l';lrly
;I.S 1 (Fl), lhL'n: 11;ld 11\...'\'L'I" hl.'vll :1 pl:tn in p!JCI' to illlTL':lSl' IhL' uriliz;lli()!1 oj" minorilY ;lIld \\"olll(:'n o\\"ned hu,,,,;!-
IlL'''S!,'S. Shortl\' :lftL'r he lUl lK officL' in ~u(jn. .\byor Ibl1 l\'tt.:r"oll :l","i.~l1l'd hi" dirL'C!or (Jf ;ldlllinis!LlIioll to
I'nh:llKL' ~lnd lInpr\)\'l' tIlL' j1!"()gr;11l1.
The 1ll:1~'i)r \\-:1Il11'd ~l pro,~r:ll1l !Il:lt \\,1,"; nlll :l _"d-:1Sidl' hut ;Ill inili;lIj\-t' h:I"L'd Iln 'i/llid hu_"inL's,,,,; prillL'ipks, in
llrdcr It) huild;l strullg \1 \\'BF l'ollllllUnilY t]Ull~;1I1 Ix' l(i1ll1X'lili\1' in Ihi" i\',I..!I0n, n;lli()n:dly ;lnd in tIll' gloh-
:11 Ill~lrkl'lpl:ll'L'," :<l\'_" ,hln:l\h:lll C;lrpCI1lLT dirL'clor or Iht' \1 \\nr Pr(\.\.!.LlIll,
I'plm t:lIdl1g olliCL'. .\I:lyor 1)('IL'1'...;on l__(llllmi,...siol1l'd :l disp:lrilY "Iud\' It) \"\:llllilll' till' Clp:ll'il\' of !{)l':J1
\1 \\'BE t'Ollll,:lniL'" rill' "llid~' found ilul .\1 \\'HE COlllp:llliL'" \\nl' lI11dl'1'1I1ilizul 1II1lkr llll' l'.\i.;,tillg pro-
,\.!.r:lIl1. .-\1 ;lh()ut the"';:!l1ll' lillll', till' din,:l'1()r or :ldl11iniS1Ll1i0l1 1111'1 \\ilb cL'nificd milluril\' :lIld \\ullll'l1
O\\'IlL'd ccnllp:lnies [(I :J......L'S" ho\\" \\Tlllhe progLlnl \\-';lS \\--orking, ()nly to i"intlllu[ there \\';h IlO puint jlLT-
.SlJl1 ill 1111' l'ilY tn :11)\\\'\...'1" qUl'_Slit)lls :llld lh:ll ;!tTL'''S 10 inform;lli()n \\":I.S PO!)r. ~I)t, :i1so found Ill:l\. :dthough
Ill:lj()rity l-()!llr:1Clor." \\'<..'rl,' required 10 dOl'lllllL'l1t good f:lilh dl()rr" 11) idl'J1lify minority :lnd \\"olllell-o\\'l1l,d
husilll'S:-l'," :IS "';UhC(IJ1tr:ll'I(II"S, lluj()ri[\, t-tJlllr;IC!t)rs ;llllud difkrl'Il1 dcfinilillll" or 'g()(ld-LJilh' ('((on,,,;
Description: The .\1. \\"BE llrngr:ull St'ts perCCnU.l.!.l'S rt)1" :lll Cil~. (O[)rr:lds ~l\\';lrded 10 lllil10rilY ;md
\\'(lllll'l'HJ\\'IlVd husilWSSl's. :\ .\Iilli )rily Busil1l'_"S Entvfpri~L' (.\! HE) ;ll1d \\.( )111l'11-( h\'l1l'd Bu...ine...... Enterprise
(\','BEl j,"" ()1lL' in which ll1i!1oritic" ()[" \\'Ollll'n LUl1lrol :;\ pern'IH of lill' l'(jlllp,IJl~'. :lIld :lrl' in durge (If L!:IY-I()-
(by ;Icti\'ilit.'s, IJllIi:lll:lpoli,,,; require....; rll:l1 .\lBE.-.; ;1J1d \\"I3E-" hL' l'L'nifil'd IhI"OLl.~1l tilL' city'" Di\'i.si()n of
.-\dl1lini-"rr;l!ion :1J1d Fqu:d Opportunity, Tl1is Lt'rlilk:l1iOIl rl'quirL'lllL'1l1 :lpplil'" to conlr:\l'[OI"S. suppliers, cOllsull-
:mls, j(lint \"\:l1ltl/\'S, :llld olher \'L'ndor". CLTlilk:llion is good for thret' year.... ;Ind 1.-., free (11' durgl'. Of Ihl' m(lfL.
flun (;no \L\\'Bh LL'nifil'd \\"ith llll' City. lllinorilies O\\"T1 h{) IXTCi..:'J1l Jnd wnlllL.n ()\\'Jl -10 JXTCl'llt.
Till' prngr;lm 11;\S hL'el1 il1lpn)\'l'd in nuny \\":JYs. \biorilY firms un no longer (krine or inlL'rprl'l for thl'IlN.:h'('s
',~OOd-r;lilh v/'j'on< tn l()~.;lk SlJhl'(ll1tr:IL't()rS \\'110 :Ire minoriry ;Hld \\-Ollll'Il-()\\,IlL'lL They must go through ;111
l'/gIH-stl'P pnlCl'SS 10 d()ClIll1l'lll hl)\\- Ille~' :H1l'mptcd to find :Ind utilize minorilY ;tnd \\'()IllL'I1-U\\'nl'd husinl's,....c".
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:iIld. J" (If nC\!)!wr 21)[i5. Ilk' L"iIY [U..; r(',!lIirL'd :111 hidder" 1() :--uhnll\:1 -..tlbcolllr:lclnr".., Ii...! '.\ith ll1L'\f hid doc\!-
111('nls, The "uhmillnl lis! j..; rt....<llIin:d !u..,])( )\\" till' :llll( Hint I)j rl\l' :-;ulx( H"\!l";lc!. ,.,l-OP"-' IJ! \\"():h:.. :lnd ..,i:-:,nnl :!.!.:flT-
menl \\"i\h tile 1l1in1nily (lr \\()llUn (l\\'!ll'r li..;IVd
As (jf ~(H)~. t'lmlr:ll"! pl'r(l'n\:lgL'~ rllr \1 \\"BE... \\'<.:I"L' \nCl"l':I..,l,d fr()1ll III jK'rC\.'1l1 1llinCJrlly :\nd I\\() 1'\..:"1\"l'111
WI l!11l:JH)\\,l1nll() 1 S pt."rel'lll :lnd vighl ])L'fcl'nl. n..""pL'l"ll\ L'I\, This 1l11':11l". f( 11" l.":\1l1pk, tlUl (ljl :1 .-; 1.1){)(1.{)lj(1 cilY
(ontr;l(l, Ihl..' prime CI)!llLl\"lo!" 1ll1l..,\ \;'nsllrL'th:1l SlSll.ll(H) ,'J,()L':-' \(1 1llill(lritY-II\\'lll:d :ll1d :Ssll,IJO() I{l W')llll'IH)\\'llnl
SUhl'(JIl!LIC!()!"S.
:\ nt'\\" IX'nt.."fil of I.'L.rtificninn nll\\: i,,, indu-",itlll (111 tIll' l'iIY'''; (:l'nirinl \"l'lldtlr l.i-..l. Thi:-. Ii,,,! is u":'l'd n(l\ l)nly
l1y Illl' city, h\ll :lho hy pul1lic :lnd pri\:IIL' firm..; :ll1d ()r~;lJlii:;lli(ll1S. In 2(jO-=i, Jndi:ln:lp()li..; "l"l lip ;ll"j .\1 WBE
\"L'ndor Ii..;ling ".'-Ill:lil di,,'MihuliIJn Ii,..;t \Iut L'1l'(.t!'olliL":I1I\' l'I)!1l1lllJlliC:llV..; 'jppor\lInitil'''; Ill;l! l'OIl1L' ThnHI,c;h 11ll'
l.IlY II) thL' L'nlin.: lbtah:I";l' nf CL'l'lifiL'd cnIllp;1I1il'". 111 :ldditil)ll, dUrin,\..; ll'nifil':llioll, h\Jsinl'ss O\\'Ill'J'-; l';ln !c;lrn
;1[)OlJl ll'cl1niral J'''pL'l:IS oj" sl,t1ill~ up :1 husinl'ss, .,\ll'll :l.'"i hll~mls :llld ;Irtkk... uf iIK(ll'po!':llion, ll1l'y fl'l'l'i\"L'
infnrlllatill!l Ot1 [lllll)X'lili\"l' pricing :1111..1 rn;!fkl'ting, ltH: l'ity hldd:-o q\J:lrll'rly I1l'\\\'\lrkin,t.: l'\'l'llh :llld it1\'ites
J1l;ljor firms tn p~lrli(:ip:lIL':-OO thl'ir rl'p!"L',"L'llt:llin's ,::111 111l'l'( P()Il'llli:il ,"'Ul1l"tJ1llrJltllr,,,;, II :llso puhli...lll,...:1 qll:lr-
leJ'ly !\J.. \,\'BE liL'\\,....lL'ltl'r :lnd \'YOrKS with !;Ir,\.!.l' ;lrL':1 h\l,...illl'''''"il':' to Iwlp tlll'lll Pl"lllll(lll' their ()\\ll ~lIpplil'r
din::rsilY progLll1l:-i. 1n lhi:-i \\';ry, IhL' t'ilY h:I'"i l':\p.l11dnl OpP()r!lIllili\.'s fill' 1l1inlH'ilY :l1ld \\'(lIllL'1) Il\\'llt'd hll~i-
nv:-iSl'S heyond Clmlr:lcts \\'ith tIll' city III hll....illl.S;-;l':' Ihrllugh'lU( tilL' t.()t])Il111niIY.
Funding: TllL' l'it{:-;...upplivr di\'L'r,..;ilY pnlgr;l1l1 (lj1L'r;llL'S l'ntirL'ly 'll1 funding frnln tilL' city hudgi.'l.
Accomplishments: \'\'I1l'n .\bYl)]" Pl'IL'r:-illll \\':IS "worn into tlCicl' in .l;ll1u:lry 11)()O, 1111.'rl' \\'L'rL' 2(,0
minority Jnd \\'omL'n-owned l'1l1L'rpri"';l',":' cL'nincd hy lilt' l:ity l)f Indi~ln:lp()lis. TOlby, morL' 111:111 I'll)!.) of \IWIl1 ~lre
c('t1ifi,:d. SC\'L'r;ll In:ljor L'nI11r:ld:-i h;l\L' hL'vn ;1\\':lrdi..'d 10 .\mF \\'BF" :I,S J 1"\.'.'"i\II\ of Ihis prngr:llll
The program Ius \\"(ll1 pr:lisL' from Din"rsity lnc. :1 n:lti\in~d m:lg:lzir1L' l"l)\'l'rin.~ hu,..;inL'",;sl"S :lIld L'iliL~s th;ll :In:
rn;lking rrnwl'ss in l'orpur:l\L' clin,:rsity, .-\ .\1:1\' 1. 2llil() :lnillc pnstl'd on the lndyStlf.(fll1l \YL,h:-iite ohSL'ITL'd that
lndi;lnapnlis h:Ls douhled IhL' ;Hllilunt (If 1l11Jl1I.'Y i1"PL'l1ds ,II ling hu,silll':-iS \\"ith minoritY-o\\'lh:d firm,..; fnlll1 11
percent in 2()tl1 to 22 perl"cllt in 20(1.-1..
Contact:
y!\utlun C;lrpl:ntL'I'
City of 1I1di:unpoli."
.\IBE..\'\'BE Pn)gram Dir....dor
IkparlmCnl of Adminislr:!\ioll ;md Equ;d OpportunilY
200 E. \'\';I...hingt()1l Sl.
Cily-Cuumy Bldg.. SuilL' 1;:;'(\1
Indian:lj1()lis, 1:\ .jhlC1'j
(.11"7) 527-':;(iI2jc1rpel1l'lr.'indygo\.( Jrg
\,'W\\'. in< I)'go\" .(lrg
cJ-j()lJ
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Purpose: TI1l' Ilospiul P:llic.:rll TLln"'p~ lrtt'r (liP,],) Tr;ljJ)in,~
!-'ro~r;11l1 is dt....igIWd III Iwlp pt'ople li\'ing ill pi )\'LTI~' ;ldlil.'\l..' l','(lno!l'l.
ic sI..'lr-.suITicivrll'y hy ILlil)in~ Il1l'l1l in "kdls 11l:\t k':\d l() v1l1ry-k\vl iclh....
\\'illt j1oll..'I1ILtl j"clr lllll\illg lip :\ ~';Irl..'t.'r Llddv1'.
~/
~,~
~'c>,
Hospital Patient Transporter Training
Savann:1h, Georgia
Patient transporter trainees practice on
Background: Thl..' ILlillj"ll.~ pnlgr;llll ;llld it.... Il!f.,I\()(.\l," L'\'Uh"L'd a fellow student.
from ;1 l..'()lbhnr:llion ;lllllll1g lht.' ~l. In:-:I..'ph's Clllc.lk.'1' I k:dlht':ll"l.' Sy";lt'lll.
S:l\";llln;ll1 Tt'l.hnl'ct! C()lkgc. :111<.\ !mpxl TrJining Corpnr:l\il)jl, SI, \Ltry.... C(lllllllllnity Cl'nICr. :1 t.'oll1lllunity ~)lH-
I"l';lt'h inili:lli\'t' (II' SI, .IllSl.'rdl's(::1ndk'r ....l.l"\ing S:\\':lnn:l!l''i struggling (:uyll'r-Bnl\\"llS\'lllv nl'ighh(}rhood. \\'as on
1111.' lookoul f(lr joh llj1pOI11111ilil",; r(lr l1lvlllht..'rs of 11ll.' C()111I111ll1il~'. :\t thl' ,';;o11t' I i 1111..' , ~t. .In'';L'pll'S,C1l1dkr. thL'
Llrgt'st 11I.':lItl\(":II\' sy_"'lc'1ll in ~{)ulhl':hl Ct.'ol)..;i:l. \\":IS looking for :1 \\":l~' 10 hOlh inLTL';ISt' ~lnd ~t:lntbrdih' {he skills
or Iho'il' on its "1;dT who tr:Hlspn!1ed p;tliL'l1l." from (IIlL' loClll0n to :1!1(jlllL'1" within lIlt., ho:-;pit:d. Imp:1C1 Telining
Cnrp\lr:l1i(}l1. through ,";llppon of S;l\.:tnn:d1 EIl'l'lric, \\';IS \\,f)rkil1,~ Ie 1 "..;kill up" tIlL' workforce.
Tile inili:11 focus \\';IS In prm'idL' Ir:lining III 1.'!1;lhlc h)\\,t'r-,...kilk.d :ldlllts 10 ohUin iuh... in hL'~dll1 ell"l..'. The ~i,"h.:rs
of \kn...-y, \\'ho ;lfl.' JlliliJlt,d \\'ith :-;1. .Insvph's C:llldler, ;Iddnl :1 jllh lLlinil1g l.'o1l1j1011I..'nl III thl.' (01ll1l11I11iIY (TI1~
tVf. 11llp:ll"l Tr;lining. :1 )oc1l1y h:l.'iL'd l.'llkrpri'it.' th:ll dl'signs \\'( Jrkf( II\'-l' progr,ll11S, l'( ltllhll..tt'd ;111 1.':\1 t'11.... i\'L' usk
:lIl:tlysi.s of Il()_spiul ]J:l1il'l1t Tr:II1...;pnl1t'r joh skills, d""\"l~h)PL'd lhl' tLlining t.'1I1Tit'ululll, :lnd \\'()rh'd \\"ilh .'-'r.
JO";l:'ph\ elIldler 10 dl'sign 11lL' inukt.' ;IlKI tleJi\.vt;,' pnlt't.'s....
S:1\-:11111:111 Tn'hnied Cnlkgc !':X(.'Cllli\-e \'ict: Pr",'sidcl1! RL'g l'kndrid....'i \\'( )rkt'd \,ilh ""i~k'r P:I! Ibht'L H,S..\1.. of thl.:'
cnnlJl1l.lllity CCllltT, :mtl l;:uIJl:lnl1 \\';dsh, prt'sidcnt or Illlp:li.'t Tr:lining, 10 gL'1 I ilL' l'urrit.'ull.ll1l :q,pro\'l..'d holh hy lhl:'
('()ltt.',~t:' hnard of Ill.bIL'l'''; :lI1d hy d1\..' (~L'\lrgi;l Stile BO:lrd of Ftll1l..':1\i(}!l ;1.... :1 Tcdllliu\ CL'nifiCllt.: (If (~rl'dil (Tee)
Thi,s m;tde il po.....sihk for ...tlldenh 10 ust' IlK' ..;Ull"'" I lOPE eLml funds ror luitiUI1 l'XI1t'I1St',,>.
."t. .InSl'j1h's(~:lndkr h;ld its preselll Ir:lnSpl)rl t'lllp!OYl'l'S tLlint'd tlll t"(l111P:II1Y linw. :lnd i!nl\-itkd lr:lnspon:l-
lion for it,"; t'1l'lploYL'l''''; 10 :lIlt! fnl!n tr:lining:H the Sl. \Llry's Cl'l1tL'L \\'lltTt.' t\\"l) ()f I Ill' Ilm't' L-(HlrSl'.... in lht.' Ulr-
ricullllll ~lrl' t:wghl. Tht' third ((lmSl', 'h:lIlds-on'. dhSL'S in Il'chni('JI skills for lr:II1....P()!1tT l.'xj1L'nt'JlCt'. \\';lS
offered \\'ilhin Ihl.' hospil:d "t'lIiJ1g. Employt.t.'s \\'110 cllmpk'IL'd lht' ILlining \\'nL' gin'l1 r;lisL'.s.
The hospital gll:lr:lnlcl',J ioh inh,'IYit.'\\"_..; 10 olher IT:1illl.'L'S \\h() :llhic\"t'll c",'nitk:llion, :lJH.I hirl'd Inure lhan '10
ncw rr:\n,sp{lrlL'r."i.
Description: Thl.' flPT training "-'<lur....l. IL':ldIL'S ....ludl'llh how 10 il1lL'rf:lt"l.' \\'ilh p:llicnls. prohk'm soh'c.
;1!1d skillfully Ir:lll''''J!ort jXlIit'l1t.s \\'ithin :1 l1()spil;t1 in lilt' mosl :lpprnpri:l1t' \\":IY. Student.... l':lrn :1 l-erlificllt'. which
id",'ntil'it's thL' l'()mpt'll'nlit.'s llwy h:I\"l.' :H:hil'\'t'd ~lI1d ilL"lps 1hem ()hl~lin \\"ork. TilL' IS nedil hour progr;lm,
Wllich Cln he !~lllght in sm:lll il1tTl'nwl1ts 0\"t'1' tlll'",'L' lO-\\'l.'d.; Iwrint.!<.; or in :1 numher uf ol11er form:lts, :l!.-.O
hl.'co11ll.'s Ihl' h:l."it' cotlf.Se for k'\T'r:\ging 1'I1rollnwnt in othe!" S:I\':lnn:d1 Tcdl prugram...;.
Thl' tIUt.t' l'Otll'St'S in Il1l' llPT curriculu1ll Jrc:
. CI10ICES: EtbicspJI.thl!W'orkfJlao!E..i, \\'hich focuses on idcIllif\'ing :llld huilding pl'r.slHul \~l\Ul'S, beh:l\'-
iors. :Inti :lllitudes Lh~ll 11l~11Ch employer requirements:
. Strategic SJd/lsfof Patient TransjHJl'te,"::;("t', which huilds thinking .",kill.<;, le~lrning-I()-lt':lrn str;llcgil..'s. \"('f-
h:ll ~lI1d t'lectronic workpbn.' communicnion stLJlL'gk-,s, :lI1d prohll'1l1-soh'ing :tnd il1lCrpL'rSOll:i! skills
used in llle tran....porter joh: :JIld
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P,l!'I'!'lI1 "I U\>IWllpU._)_, 1.Hllkln<..;
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New Futures
Burien. \\'!ashington
Purpose: \l'\\' Ftillll"\.:~ npC1";ltl':-'
(In-,,it.... ,'()1l11111lnilY l't'nll'r:-> il1"jdl,,' III\\"-
I I)l'OIlh'. hi,l:lHTi!11l..' :l]l:lrtllll'lll COll1-
plv:-.:v:-; In ":'wllh Kil1~ CIJl1111\",
\'\.;I....hin,u!(\l1. i!1\'luding IhL:' (~il~ (Ii'
BuriL'Il. 'I'll lTVJ1l' Illnrc ."t1I~p()ni\"t.'
eJ1\"in ll111W!lIS j"t)1" :It.ri~k l'ltiklrvn.
f:lmiliL's :l1ld (()lllnlllllillV<; \'l'\\'
hIlLl1'l':-; (\.'1"\1\.'1''' Ilrkr :ICldl'l11ll', ..,( }l-i.d
Jill! )lI.'.lth..svnin' p!"ll.t.;Lllll"\ Ih.ll ;11\'
((l!llprvlll'n",i\ l' :lnd l1t.''\ihlL- .lnd
n.:,"j1( lIld It) lIll' nvt.:1.1... of till.' rvsidl'llh.
Background: :\C'\\ FIIlurc"
heg:lll in ]1)l)5 ;1":1 l'olbhor:llin!l o( 111l'
IlK:!! :',chou) <';YSll'!l1, puhlil hV:11l11
,lgent"Y. "hl.'rin~s dl'p:U"lllh:nt. ;md lilt'
I :nin'r.<;ity ()!' \\":L"hingl()ll. Tl':lllwr<.;:11 on..: L'k'111l'11Llr~ scholl] in Hurit'n h;td Il()licl'd !h:lt :1 group of SWdCllls
\\':IS nl)1 d(ling \\1..'11 :11 :-:.\,JW(ll. \In...t (iI'tlll' ,'hiklrl'j) 11\'l'll in tIll' ":lllll' 1()\\'-inUl1llV Ill11lsillg n:>!llplc.\ ill Huricll
In rI..'Spnl1_"l', lilt..' "chl)O] di....lril.'l "!:Irln! ;111 ;lfll.r....dl()()] l11tllril1.L; pr(l.~r:llll ;11 lilt' ~lp:!l"t11lL'1l1.";. hut 1l':l1"lll:d [Jut
1l1:lny ()ll1vr pJ"llhlt.'n1_'-' - PI)\'l'rl:-'. Lillldy ill....Llhilil\. ,111d \'jl)kTll'l' - c'\i"'!vd llll'l"l'. c{lulllnillg ;lCllh.'l1lic
:lchil,'\-l'1llo...'l1l,
A New Futures after-school program.
\'l..'\\' FUIUI\'_" \"\':1' de\'l'!oPl'd t() :Iddrc"'" ;1I11I1l' i..Sl),',"; tlLll Illi;,.;lll KCVj1 llll.' ,.-hildrvll fro1ll '-'\I"l'L'l'dillg in scho()],
II tTl\tll'd ;ll'()1l11lH1l111y-slrl'l1Wh....ning progL(11) to I1v!p Ill.ighh()r..... g...:t j() kIlO\Y :!Ild "1Ij1j11111l';ll h uthl'r. But mo...!
:1llp()rUlltl\". it ImllJ,l.dllli"'; inili:lli\c'\ nglll ili1'l thl' 11llll..;il1:-; ,-(llllPil'\ \\lll.'l"c llw Illiidrvn :lIld tl1L'ir LillliliL'S li\"l..'d.
Description: :\C\\' l:llllll"L'.''; 110\\ \Yllrks \\i!h din'rsv f:1milil..''\ ill."idl' lhrl'C Im\'-illl'()l11C, hlglH,TllllC: :IP;\!"1-
111l..'nt ('(l!llpk:\l..'s in S(Ht1h King Cntll1!Y I(l l"J'l';lll.' 1l1()rl..' Ii\'~lhk' t"(m1ll111l1itiv-" \\11('1\: childrcll ,':lilthri\'l' :lnd It-;l1"Jl.
In Buril'n.;1 '\l'\\' FUlll1\'~ L'I..'nILT -''IT\'l..'S lilt.: ':;'-;i-unit \'int:I.~l..' IJ:ll"k:: Ilthn Jll..';li'h\' tenter" int-ludl' \\'illd.";lli' I kighh
In ,'-;1..';1 "LIt' whit"h "t'lYl'S 5:;0 unih :lIld ..\rhm I kigl1h ill \X'hilt' (:tTlllT, \\-l1ich ,..,t'["\l'" ,);-{ lJnih_ Ll...-l1 '\l'\\' FUlurL'S
cen!!.'r is '\tarkd :lnd indudl.'s CI:ls...,rc)(l1lb, f:llllily 1lll'l'lill.~ ,....pXl. ;Ind ;\ l'lllllpllll"r I:dl, \:1..'\\' FlIll.lrL'S dirl'Clly
SL'I"\"l'" :lhlHll ~.UUll indi\'idu:lb ;lI111u:lily.
\;cw Fl11urc'\ ojTt'rs _'lTYkes in thrl'\..' :11"1..;1....:
. Children's Programs. Tlw.-;c includv :111 l':lrl~'-k':jrnil1g prllgr:un, :111 :11"tcr-"c!loo! j1rogr:illl 1'01' children
111 gr:ltk:-:. 1l!11..' Ihrough "ix, ;lnd :1 youth progrJl1l f{ll" llliddk' sl'h(lol,..I\ldl'11ls ;l1ld ll'l'n~. \'l'\\' FUlures
hires ll'I'Il:lgl'r...; to work :IS tutors :llld roll..' !l10tk'Ls in lheir 0\\'11 ("(Jlllllllll1ilil.'.";
. Farnily Support. F:\ll1ilil.'s em go to the '\1..'\\' FU111rl.'....; "'.'l'fllt'r for Ill'!p to nwvl h:ISic Ill'cds ....,\Kh :lS rO()t!
:lI1d clulhing, 10 :\t't"L'SS ,'Onl1llUnily rl'st)urn's, nr to make pl:\ns for the rUlUrL' throllgh l'dUt";lIion. F:lmily
:H.l\"(}(';\cy l:lkes pbni righl \\'h"rl..' farnilil's 1in'. wilh nn ;\pPOilllllll'nh 1l1'CL'."...~1I"';:, :\e:lrly ]ulf of \\:w
FutUI\'.s ";l~i!'f !in.'s in the compk':\L'.s, I.Ul':llio!1 is kl'y 10 m;lkin,~ lhl' progr:l111 work for Lunilie,". :Il'cord-
ing tu E;":L'Cllli\'1..' DireClur Huth Dickt:y.
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COI1ullunity DI'\'elopI11I'nt. '\l'\\ FlIlUIV" \'rC;l!I.'" '\P!" Ir!Ulll[:V" till' Ill'I.C.!,llh( Irs ll) .~d i( 1 kl1( j\\' I mI.... JIl')ll1-
\'[ \lll(ln~ illl'''l' .Irl.-' Fngbh ,J:l..."l'.... Ll1nih- night". fil.'ld iripo.;, ,o.;llPP()r1 grllil])o.; :llll.l I1h'l'ling... III "1.'1 up
111()(,h \\:111.'111."";, '\<.:\\ FUILln'", l1"l.... 1.'(11l1111ilJ1il\' inl'l'l:n~"'. ...lllY\'\," :1111.1 '))IL"lHl-l1Ilt' ,.-rln\'vro.;;uil)lb \\ill1 1'1..."-;-
idL'IlI"; II) l'"uhlisl1 \\'l1:~l ll'''idL'ilh \\';IJlI in ilit'ir ;ql;\fli1:l'llI ~'I HllJ1Jv'L'''.
In ;lddilil)n to il... t'Ol11JlHl1lilY I.U11L'J" (lj1lT;Jli()!l.", \l...'\\" F\lIUfL'" (llfl.'r" ,llr;llnlll,~ jW1gLlllil.;dll'lllk.IC!1UlIlllut pro-
\'ilk" lr:linill~ II) prl.)fc"..,i(ln:tl..... In ";1.111)()),..; :lnd (llhl'r (Jr.'..!.:miJ..l1l1 Ill" :]IT(I,,,, 11lL' \ 'nilL'll ~l:I\('''; \\ 110 \\'ilh jl )\\-in(( IllK'
f:l111iliL',". Tlw lr:lilling:-- ;1]'L' t"u"t'IJ1lil.L'd j() (lrg.lniz,lli1ln:l] nn'lb :l1ld ddi\L'rL'd hy pr;ll.'lililltll'r..:; wh,) :lfl' :1t"li\'l' In
Ill\: fiL'ld. .\l(lrl..' inf< IJ"l)U(I( III :11)( 1111 lIlt' lL\inillg p1'ogr.\Ill... i,o.; ;l\':lil.lhk' :11 \\\\\\ rL':H'-]'11 HILl!.o.;,
Funding: :\l'\\' Ftlllln:o.; rl'(l'i\'l'~ ih (\Indill~ J'r111l1 l11l!1lkip:lI. L'(llllll\' :lllll ..:;l;Lll..' ,:"';()\'l'Oll11l'tll". (,)\lI1I.Lllinn",
L'(lrp(lr;lli()lb. :l!ld indi\ldll:d"
Accomplishments: For morL' Ihan ]!I YC';lr". \l~\\' ]';ll\11"l'" ]u.o.; l'\':dll:llt'd Ilk' il1lp:ld ()f ih dr(lr\.., Jill!
1101L'd :-;ignilk:llll illlprm'l'llll'lll in Illl' li\'l'" or 1111...' ;ll-rhk Il1ildrCll. 1111'ir Lllllllil'.... :lIld 11'IL' U)l1llllllllilil'~ IIl;ll it
";l'1"\l'-" ill :-:'Olllll hing CI1unlY'., l()\Iglw"t l1l.:'ighhn!'I1()()d~.
H~ p:\11iL'ip:lting in \'C\\ FtillJ1"l'''' Children's IJrogratllS'
. TIll' ;1\l:LlgL' dlild'..:; fL':ldin,w. ;lhility i1l1pnl\'1''' I)~ grJd.... k'\t'l... :lIllT Oll\.' \'v:lr In 1111.' .jrll.'r-~ch1)()1 prll-
gLllll: :llld
. {)() pl..'rL'I..'!1I il1lprml..' 11ll'ir :111l'lid:lllt'l' :llld hl.'h,I\'I()r :Il "dK.ol.
\," ,I rl..'''llll or :\l'\\' FillIJl'L'< Family Support drnrh
-0 pl'fn'1l1 ,,1' P:IJ"I.'lll," )WI..'011ll' lll()rl~ il1\'ll!\'nl \\ill1llll'ir l.11ilt.h ":;1..'IHlol :lnd ";lh()()h\'Oi-K: :l1ld
,~,J, Pl'l'I..'t.'111 ,)f LtmiliL's kd hl'tll.'f :d)ll' III 11In'l Ihl'ir h:l,,,ic llL'nl...;, ..;ucll :1"; i'or ruod :111d l'llllhing.
COlunlunity Development (lll1l'111111.'" during tlil' i"ir"'l t\\'(l YL':lr,'i 111:11 :\L'\\' FUlurL'" (ljWLIlL'd in Ilk. BlIl'il'l1 :lp:\l1-
!llenl cnlllpll''\ inclu(lcll1111.' j'(llhl\\'ing:
. Cril11l' dl..'l'rl':l-;l'll llY ;" PL'l\'I.'1Jt:
. \I()ri,' th:lll lulJ' nf '-I.'~idl'nh \'OIUnll'l'rL'd l1l()rl' in Ilk'ir cOll1IllUnil\": :lnd
. ~~ pl'lYL'nt of rL','iidl'ots felt Ill:!! !llort.' pcople in lhL'ir lll..'i:.!.hhorhood l'Med :I!lolll 11ll'Jll.
For ih d"f(]r1. 'l'\\' FUlllrl'" Iu,.... i"L'Cl'i\ 1.'1.1 ill\'alu:lhll' JOl';d rL'I.' 19nitilln :ll1d :l\\':lrd", in,'luding 11ll' i"ol1o\\ing:
. :\:llioll.tl :\\\';ml f()!' E'\I.'dll.'ll~-L' ill C()ll1llltlnil\' t~'llbh(lr:lli(lll r,)f {:l1ildrl'll :lnd Youlh:
. \ '.~. Dq,:lrll1h:nt Ilr Fdul':llioll :\:l1ioll:il .\Io(kl:
w.;\.....hingl(\!l Sutl.' lkp:lrlll1Ull elf S<lci:ll :lIld Ik:dll1 :--:'l.'f\'icL'" <':(11l11l1l1l1ilY P:Ir111I.T....hip :\\urd:
. \\'J..;hinglo11 :--:'l:lll..' t:fltll11li,..:;,....ioll on I \i~p;ll1i,' :\fbir..; 1~I..'cClgllili()n ror Fdul':llitlll;l! ProgLlllh:
King COl11l\Y .\h:nul I k;llth Chemical Ahli..,l' :llId Dl'jwndclKY SI'IYit.'l' :\\\":m,l: :l!ld
(hl1standing Fduc~lli(m:d 1.1.':ld,T :\\y:ml fnl111 11ll' City or Buricll.
Contact:
bur:! Sil\'t.'r."ll'in
:\~";Ol'i:t1l..' !)irecI()1'
\"1..'\\' Futures
P,O, Hox h(l{);~
BuriL'n, \\';\ ()H I he)
f 2Ull) 2'!;';_')(l"-
bur:!."l!: IW\\,(UIllITS, us
\\'\\"\\'.1lI..,\\'r\11111TS.L1S
32
o! -/ t f
Good News Garage
Burlington, Vermont
Purpose: (J(Hld \l:'\\',"; G~lr;lgl:'
IC\'CI :JCO..:ph drm;l!vd \'chiclL',";.
rl'p:lir'"i lhl'lll ;\nd pnl\'ide'"i lhcm I{l
Cju:difil'd lo\\"-int.:'o1llL' pvopk', This
l'n:dllvs rL'l'ipiL'111S tl1:tl li"l' in :!f"l':IS
nul Sf..'IYl,d hy puhlic lLlnSporl;l\ioll
l() find l'Jllrl()~'nll'nt ;lnd funlll.:r Illustration courtesy of Car Talk
llwir l'ducuill11 Il)" IL1ining.
Background: (J()()d '\l'\YS (;;lra,l..;l' (JpvllL'd it.... door" in Hurlingloll, \'l'r1ll()111 in jt)()() :lIld Ius htTll sle.ldi-
I~' l'Xp:lllding during tilL' P:lst lk:c:ldt:. 11 \Y:IS tilL' rL'.'ildt of;l1l ('frOl1 hy Lllthl:'I"JI1 Soci:lI Sen:icl's of :\(.'\\' England
l L"i~\'E) 10 Jddn.:s,s tIl1111t..:t snci;d nt..'L'd,'i in lilt' region. H.-II (.nblon. a llll'll1hvr or (~{)()d :::'l1L'phl'rd Luthl'r:111
Church in .kril'Jlo. \'L'rJllonl, Clllll.' \IP Wilh the concept ;I," :1 resul! of hi,..; \\'(wl-\ Jt :1 sol'i:i1 Se...'f'\'iCl'S agcncy,
C()I"tOll round 111;11 m:IIlY o( his c1iL'1l\s Iud t1illicully finding or kceping johs h\,"cluse lhl.:Y lacked tran..-;porta-
tiOll, One...' of his (lien!." h:ld plln..'h:l."cd :1 car. hut the \'t.:,hicle kept hn::Iking down :lnd 11('cding costly rt'lxlirs,
Cobton \\-;lnlL'd to _"un J community g:lrage \\'here poor people could huy elI'S that \Yen..' r\',li;lhle :lIld s;lfe [0
dri\'~, I lis I1m-L'1 ide;] \\;IS ;H.lopled hy LSS:\E. Thri\'cnt Fin:lI1ci:tl :lnd \\'ht'~1l HiugL' ~linistrie.s, J lUlheran "oci:J1
."l'r.(CL'S :Igl..'/KY in Chic;lgn. rro\'idcd initial funding for tlk-' progr;l/ll
Descrtptlon: (~()nd :\L'\YS G:lragL' :ICCL'Pt.... dOI1;ltl.'d ell'S, truck" :Uh.l \':ll1S, r('pJirs them ;Ind pro\'kh.:s
lhl'm In qu:difil'u fJmilil'S in tll'L'd. Only ~lh()ut ()!k'~(nLlnh of thL' dOll;uion:-- actually go to ]o\\'-inL'ome recipi-
en1...;: [host.' too old or in l1eL'd of ton llllll,:h rl'p:lir \\ork ;11'1..' sold through ;ludion lO r:lisl..' addition:d funds for
tile progr:lJll, ;Kcording In Good :\l'\\'S C:lrJgl' ern Christopher Ilcndrickso!l, :\lTl'puhlL' ,'chick's :lrl.::' repaired
hy cL'nified llll'Ch;llli,'s L'idlL'r :ll locl! g:lr:I,I..:L'_" undt'r l.'UlllLICL (II' ;l[ lhe pr()gr~llll":-; o\\'n gaLlgc in Burlington,
G\CI \\,;lS the first program in the n;lliClll to proYidl:' !O\\,-iI1U)!)lL' f;lI11ilies Jnd indiyidu:ds with saCe :lnd rcli;lhle
elrS ['0 l'n~lhh:, llwlll to ;ICl"('SS johs :ll1d ulhL'r l:'(onomic opponunitics, it fCl1l::lin.'" ;111 ;dTili:lle of LuthcclI1 Social
S\;,lyicL's (If :\ew England ;lIld no\\' Sl'f'\'L'S Yl'rrnont. COl1nectiult. :.;:\,'W Il:Jm]1:-:.hirc and, through the \e\\'
11JIl1psllin: ,)ITicL', \lassadlUSl:'ttS.
O\'('r tIll' past ckcatlc, C;;\G h:ls gi\'l'n :lway 2,"100 l'ar~ foJ' thl:' \,'ost of Ihe rep;lirs to qualified recipil..'nts, Those
rl'l"l'iving cars must pay registr:l1iun fcC's, thc :lppropriatl:' Sl:1tt' taxes :lI1d for ;Ill!omohile insuranc\,;'. Hecipit'nts
:lre :\Iso required lO have proof ur insurance, :1 \';llid drin'rs' licenses ;\I1t! a job or a firm job llffer. In some
C;lSCS. en recipienh wilh pan-time jub." ;\rt.' :Ihle to hecollle full-tillle \\"orkers :IS a result of h;l\'ing reJi:lhle trans-
ponatjon.
Those who r(;,cl'i\'t..~ elI'S arc t:lught hu\\' 10 Oh[:lin insur:lIlCt: :md 10 hudgLl funds foJ' 1l1:1inll'naI1Cl', Because
m:lI1Y h:I\'<.:' nl'\'l'r h:1(1 Clrs, the program's I11cch:l!1ics :11so tcad1 them how to look tinder the elf hood, how to
dll'ck the oil k\'cl. \\"hcl"c to find the sp:lrc tire. :l11U other t,asic infurm:ltioll.
:\L';lrly all \'l'hicll..' recipil'nts h:1H,' one ur morc children. and 80 percent :In:- singlc mot!lcrs. G0:G enahll's them
[0 hecome fin:mcially self-sufficient. HaYing a car helps reduce employee :lhsentl'eism. and makes it possihle
for recirk'J11S to \\'ork in :m::Is nut sL>l\'(~cl b~' puhlic transportnit>!1 or within walking distance,
A recent impact study hy the LS, Dq)3/1n1ent of Housing and Urh:ln DI..'\'eJopmC=l1l and the Cni\'crsity of
Vermont'" Dqxlnml'l1t of COl1lJlHJI111y Dl'velopment and Applied Economics found the fo!lo'l\'ing:
d-/~:j
33
-
';j j1CI\t.'nt uj (;'''\l~ dil'Iih \\,,_~rl' rl'CL'i\'lll~ k',..,,, in flllld --UCljl hi.'ndih ~dit.:.'r xquiring ~l GIL ~l\1d -!h J1l"fCl'nt 111.1
](Jn~L'" l\:cl.jn'd i"1il.J(1 :-,Lunp,,:ll ;IlL of II1L'''(..' s.'" j'vrn,:-lll :Jl1rihui(.'d !hi.' lknL':l"l' to h:1\'ing;1 Glf.
. -5 p,,:rll,'nl fCjI(lr1cd :111 in,.:rl':L-.(,: in l.~lrnl.d jll,l)llW d\ll" to hJ\'in,L:;l l-~lr.
. -(1 jlt'rCCl1r \\\'!"e I"l.cci\'ing k..,.., 'kmj1()J";\ry ;\"..;i."'\;iIKt' (elf \l'l'lly F:lmilivs (l:\\Fl llllJ111hly hent'fit.." \"hilL'
.:;_ percent had ..;[nppnl n:n'j\'ing h...'lh:fil";, uf \!lI..'''l'. :--;.~ perl'cnl ~lllrihlll('d lhl:' dl'LTl'JSl.' \u h:I\'ill~ ;i l'JI'.
. -s perct.'1l1 h:ld m()1"l' h()pL' h'r the fU1UJ'l' "il1l'I..' .~t..tllI1g ,1 I.';tr.
. S5 pcrCl'nl :lllrihIIlL'd t\ll'ir :Ihdity It) kl'CP Ihl'ir i{lh... [(1 h;l\'ing ;1 elf
iT rJt..:r"':I..'111 r...'porlvd :\ Cl1:lt1gl' in l'Olll111\lliity P;ll1ll'il':llinn ..inn' l\.'l"CIYing ;1 elL
Funding: \l{l...t of lll\;' funding 1'01' c;ond :\v\\'... t.;:lf:lgV - :q,pnlxillutl.ly 1\\'1) lhinb - C01lll'S rnl1\1 Illc four
StltL'S in \\'hkh il [l]W!':lll'S, llll' statl'''' U"'l' T,\\F fund.., \\-hil'h ~Irl' u"L'd to P;IY for \'chlck' rL'p;lirs :IS \\'L'll :IS
pr( )('1....;" Jpplic:l!ions, It co...!S ;lppro\illl:l1t.:ly S l,lJOU 10 ~\.'1 :1 \;';\1' intI) good condition for ;\ ITcipiL'nl. :\l':lrly ;Jll
till' \'l.'hicks l',111lt.' 1'1"<1111 indi\'idll:lll\!lll:lti{l1"l,.., TIll' Hllrlington ((lI111ll\tl1ity Lllld Trust pnJ\'idcd the pn)~r;11l1 \\"ilh
:\ hudding Ih;ll \\':1"'; rl'll1odc'Il'(.110 ,SVf\"l' ;I.S :1 rl'p;lir ,'J,;lL1gl',
Accomplishtnents: Dul' 10 Ihl' ."Ul't'L.S.... of thl' t.~()od ~l'\\"S (;;If:lgl' 111 Burlington, LlIthccm Social
~LT\-icL's {)pcIK'd ;lllllitiollal prngC\l1l'" in (:{>l1lll'Clicu!, :\l.'\\" ll~lmp,...hirl'. ;lnd \!;ISS:ldlUSdb, Ill.'ndricks(ln S:lYS
funding i..; heing ..;ougllllo op\..'n :Ulothl'r l;ond \c\\S t;;lr:lgl' I() Sl'rn' HllodL' L...LUld, lLtl Colston hl'lpl'd:1 silll~
ilar prngr:ull gCl "urtl'd in \\"l'''1 Virginia
(;\G h;I"'; hn'J1 fc;l1ll1"l.'d on IhL' \\"l'h...ill' nf IlK' pop\lbr :\'PH Lldi<J progr:lI11 "elr T:11k." It !l:IS ~il..,() been rc:l1urcd
nn n;\liol1;i! IL'k\'biuJ) ;ll1d in SmifbsU11itlll _\fogo::i"!!. )c11lA.'('c ,Hlfga::i1/e, ;l1ld F(1111"~J' Circle.
G:\G W;lS :1 rl'cipiL'llt of thl: Pl'ter F. DrUCKer .-\\Y:lrd for :\on-l'rofit \Llnagl'1l11'nt. It \yas cited hy the L.S.
ikp:lnnwnt oj llllu..;ing ;lnd '-rh:1l1 Ikn.lnp1l1L'nt in ih nl'Sl Pr:1C!ICl' Report for 199R ;md 1999. In July 2000,
C\(~ ,,\':\..; hunorL'd as 1l11l' or IILT)'s Bv_..;t of llll' He.";! nnn-proril :lgl'ncil's in lh(' Lnitl'd SUkS,
Contact:
Chri~ 1 h.:ndril'k..;( Hl
U:O
(lood :\t."ws Car;lgc
,).31 :\'orth \\hnoo...ki :\\'\.T\UL'
Burlington, \T (l)-1()]
(1-:\""7 I +18- .~2k0
(Iwndrick....! lnfj;g(){ ldl1<.:\\-"g:ILlgt
W\\'\Y .gundnL'wsg:lr;lgC.l Jrg
.(lrg
34
J-j tJ ?
NeighborKeepers, Inc.
Burlington, Vermont
Purpose: \'\,'jgiJhOr!\Vl'lK'r", TnC.:..:l nnn-profil ;1I111'p()\I..Tl~' ()r~;I!1i/;l\i(}n in Hurlinglllll. Vt'l'I11rlf)1. inh.'nds to
nuke Burlington I ill' fir",t urh:1IlI'!wirnI111l1'Ilt in I IlL' n:l1in!l j() 1,..1 i1lli n:Hl.' ..:I1i1dh(HlIl !l1)\'L"ny hy dungin,:': IllL' U))l1-
mllniIY',"; l1lind"Vl ;lhllUI P()\l'rl\' :lnd I1l'lping tIll' pnor I() :ll.\:l..'i.... I\.\"o\lrn'''. In ilS (jIll'''!. \l'ighhlJrr.:.L'l']Wr,", rL'l'L'll!-
ly ;tdOj1IVd llw Circk'" (Jf :-;llppllrt (euS) progLll11. ;1 1l~l\i(Jl1;i! prngr:ll11 Ih;11 i.... t!l',... i ,'...ill 1..'1.1 10 hl'l\lk do\\'n thl' i.'i()-
1:11iol1 l!1:1l lltl!1Y I( lw-int'( 111\1..' LJl11ilil's \.'''pl'rivn..:l' hy (', )1111l'Cli11g Ih! )....1.' \\'Ill l 11:1\1..' 110 rC'illU!\TS with pl'l lpk' who
df I. Till.' Hllrlin:":\l III \':L'igI1IH lrl\.t.'VI1l'l"< t ~(IS pllot pro,l.!rJm n..'lTuiL";', 1 LI in..; ;llltl m:lllhl''' \'(}ll1nll'l'f',"; hI llll'nlor ;lIld
"llf'"lrl()rl f:lllliliL'S C\llllmilll'd 10 k':lrnitlg:l nt'\\ \\,;IY tll rind "vlf-l'l'li;IIll"L',
Background: \\'hilL' !:IlJl1l'hing :llld np,..:r:llillg BurJinglun'..; ....ul.l'l',"i,..,j'ul (~I)()d ~L'\\"i C:lr:l,t!.l' progLllll.
\\hieh lll'lp" llHhl' in Iwvd ())ll:lin l'eli:lhlv 1...':11''';, Ibl Col..;,I()!l ,,,;ur1L'd !l1illkiJl,~ :lho\llll1L' l'UlurL'S or llll' !\'l'ipil'lll
(:lllldiL'";,, IlL, L'l1\,i....iollVd :llld fnllllded:1 IlL"\\' nrg:mif_:l1illl1. \'vigllhl1r}\.l'L'i!l'1'.";, tl1:\! \\'(lldd (I)dl."; on "hre:lking the
1\I)nd..; oj" P()\'I.'rlY, f'l1l' f:lJl1ily :11 ,1 11ll1L'.'
.\nHlllll Ihe ";:11111..' \iml', ,\l:tr:~;lrl'1 B'lzi\.;.. :I"...i...l:lll[ dirL'dnr fl\r 1ll:11l:1,!.;elllL'n1. pLlIming :l!ld CUllll11UlliC:ltions for
\liL' City Ill' Burlingt! 111 '... C( JIllllllmilY El'o!1llmll' J)L'\'l'!opnwnt ()lliL'L', \\';L"i looking ({ 11' 1lL'\\' \\':IY_" In ;l....-;i.....1 ."'lrug-
,~ling f:lll1iliL's, ~llL' :lltl'nlh:d ;l IJ':lining conflTL'nCL' WllL'!'l' she lV:l1'Iwd :1])OlJl Cirl'lL'..., ()r :-:uPPClr1. :1 l1igh-iIllP:lct
";'ILllq..;~' lh...'\'l.:h)pnl in 1')()() h~' IkY(l1ld \\df:iJ'l' Ilf :\mvs, lm\':!. in l'nnj\llll'li(lll \\'ilh tl1l' \I()YL' the ,\I()unuin
I.L':1dL'r'illip CI'nlLT BU/Jk !Old CnL'ilon :thOlll 111L'..;lr:ltL'gy, :lnd hL' l';llk.d .\!il\-L' IhL' ,\IOllIluin Ii) lL':lrrl mol'\:.'
COblt!ll rl~1l C(JS \\'a,,, "illlil:tr to his \'isioll fnr :":l"ighhorKL'L'pl'rs, :lJld 0 HltLldnl Wilh the .\!tn'c 11lL' .\!ol.lnt:lin
Lt.':ldcJ''ihip CCIlIL'r II) l"....t~lhlj...,h ~l Co:-:; pilOt progr;llll in Hurlingllln in ,1:ttHl,lry 200(1, \'L'r111()Ilt 1l1l1S IX'C;lIllV the
:-:iXlh <-;1;Ili..' - :l11d I ilL' firsl "!:lte in lhl' F:bl - \\'ilh :1 CI lS prngLllll. TIll.' pH >.L:r;l11l is offcrl'd in hOlh urh:lJ1 :l1ld
rllr:!! lOllllllllJ'liliL'''' :ILTo.,,;,"i lhi..' (jthe'!' 1'i\'L' 'iUIL's.
To! 'lWLllL' C( JS. '\L'igl1h! lrKl'L'pLT'" Ius p:tl'lIll.Tcd \\'ilh the Cil\' 111' B\lrlin,~I(lll, l'nitL'd \\';IY (II' Ll1illL'nd...'ll <':1 lUlllY,
Fir",t lbpti...;,t Church of Burlill;.;ton, \ItTl'Y C()nnlytion..;, :lI1d C1umpl:li11 (:nlkgt', \\')ll'rL' C(llston";l']"\'L'S ;IS :In
:ldjU1K! pn )kss( 11'.
Description: In ;-':L'11L'r:II, :1 ",:irdL' or suppn!1" is :1 group oj' \\\'(l 10 (h'l.' \'OlllIlll'L'rS, cdk-d ..:llliL.S.... \\'ho
makl' :1 c()lllll1iIIllL'l1t lo help ;1 f:lt11il~' (Jut or pm'eny.. llsing tilL' eos slr:llq.;y of huilding dfL'din.' rL'btio11ships
:l(fo...S r:ll.'L' ;lJ1d l'Ll~,,, HIlL.S. In llll' \('ighhorKvl'Jwrs enS pH!!! pro.\..tr;llll, ]O\\,-illl..'{)!llL' Lllllilie,o..; :m_: fL.fl'ITl.'d to 11lL'
program frolll :-;ix BurlingtoJl :lfl';1 ;IgL'IKks, To hl..' ,....dCdL'd lhl'~' 11;1\'(.' to hv :11 or 1'lL'I()\\' IhL' l"l'llL'r:d PO\'('11y
k\'el ;lIld h:l\'L' lilt' dl'siI'L' ;\Ild Jll{lli\,:ttioll \0 nuke sOl11e' Ch:l11gl',..; in tllL'ir li\'L',";, OIlL' or thl' gO;lb is to hL'lp IllL'll1
k':lrll I ilL' UllspoKl'n rull',"; or snci:tl ('I a...;,"'; tll:lt memhers uf tilL' middll' cb",s \:d..:l' for gr:lllll'd.
.\ rl''iourcl'S :1,,,,seS,sl11l'nl hy :1 ,"'1;11'f pl']'~on or \'oluntl'vr hL'ips g:tilgl' L'Jch p;lnil'ip:lling hlllily's strong JnL! \\'l':lk
;ll'e;IS, and t;lkL.s L':IL'll Lundy Illrollgh :1 process or \'i,..;i-oning :lnd setting go;ds, The gn:il~,<';L'Hillg pnH.Tss focus-
es l'sPl'ci;lIly on thO"L' :lre;{,'i \\ hl'rL' IllL' mo...;t help is neL'ded. TIll" f:lllliJy'S nn;lllL'i:d Si!U;llioll is :In;tlyzl'd and :111
dfon i.. nudl' 10 !e:Il"ll \\'l1a\ inlLTL'''!S :l11d energizes thcm.
111 tilL' ,~l.'igl1hur}\.L'l']'"lL'r enS pilot pro,t!,r:llll.. p:Jr1icip:Jtillg fami1il's ;lrl' J1);I1chL'd \\'j111 thrl-'C tr:lin~d allies, who
;11\' lypicdly middle c!;iSS or upper middle cbss \'olullIL'L'rs \\'illing to lllL'lltor thl' Lundy 1'01' ] oS months, The
n'SOtlrl'l.'S :IS,Sl'SSl11L'llt helps match fJrnilies to allies \yith common interests, On(' ;illy foclIse,..; Oil helping lht.'
LUllily .'~aiJ1 fin:ll1l'ial literacy skills: ~n()lllL'r \\'orks on helping thelll d('\'v!op social and community connL'C-
lion,,,, Thl' lhird assist,..; \\'ilh l'duclliun ;lfld c~rL-'er goals. E:1(h ally spL'nds six 10 eight hours a month cO:lch~
ing the ralllil~', In thl' !e;nning process. Lunilies 1L~~lrn ho\\' to ";l'L'K .support fruJll rniddk l'!;Iss :t!!il's for achiev-
c1-J~7
35
il1.~ \lll:ir .!.:,I):iI..;, 1'11,' ,diiv" :n i,urn. lL'~irn JhUlll \11\.' )lJITlt:;-" llul Cl'l': 11 1..' jlCi\l..'rlY Jnd t\1,' i"'lbliO!1 IIl,!t ptTpl..'t-
tJ:!It.'" P()\'\-"rt~..
Tho_.' ;llJil..'.... \\'(Jr~ on llclpin,L.: IlK' Llll11lil..'''; ;l\.-compli:.;h Illl'ir <.'_..;uhil....l1l'd :.!,():d", _\llll..'.... :lfl' ir:litll'd to not :!C1 :1.<; fl.:',"-
UJU':-: (ll" II'\" t() 1..()l1tf(ll (II" iudgl'_ Thl' :dl1t:'s :!IlL'nd m'lll!hly l!".lining :\nd "upprlrl 1lH..'l'lings, \\"hil-h :;Jjuw them \0
hl'Jr III )\\' ()ll]1.,:r ,'in:lvs :1I"l: running. ,..,Il:lr<.' tlll'ir ..,Ul.."L'C........l.," :!l1d .L:l..:l t'l'l.dh:l<.:K (J11 their ch:dk'f\L.:l'."'. Allie..; (':111 rem:lin
in tlJlJl'h with tllt.' LII1l11il..'''' :tfll'r lIlt.: l11l'lltoring pnll.l's.... cnd:-:
'It \\'(II'k." ht...C:lll....l. il hn.::lks Ilw i....tl!ali'.ll1 'If P()\"crty," ..,;1\..... (:()]-;liln 'The ;1\l'r:lgl: rurticip:\nl lu."; Z('ro to l\H)
intil1l:lll' I"vl:ni('!1..;hip," in llwir lik: :lIlic,'" Jun..' l'i,ldlllO It.'l1, ]\ rV-t.Tl'~ltl'S till' l'CJllll1lllnilie" of (lId, ....v\.l'r:d gl'nCJ";l-
li(lJ1'i :lgIJ. \\Iwrt..' t..'\'\..'rYO!1l' kill'\\' (.':ll.11 nthl'r :md l\Jokl'tI'.IUI r()r l':lch \lll1lT.'"
Till' \L'i,l.!.hh< lrEl'I..'pL'1'''; CI l~ pilcH pnlgr:llll hold.., \\\Tkly II 11111111.11111\' Iv~lllt.'rship nll'l'llll,:.!.'- :11 which ,"'UPpl'f :ll1d
Lhildclrl' :\rc prm'idl'l..l. j>;ll"lidp:llll" ;I!'l:' l'xp1..'ctcd lil ;!1tvnd twin' ;1 11l111lth: :tllil''i :11"1..' l':\IX'ct,'d !O :1Ut.:'nd ()IKl':l
111()l1th. :\1 tlwsl..' Ilkl'lill,~, p:lrlit."ip:lling r;ll1lilic'" lll:lY Ill' p:lil"l.'d \\ilb rllhvr..; III huild li:--tl'nillg ..;kill.... :lIId ....Iurl' fL'l...l-
ing'i, k':1rI1ing in lht..' pnJlT,"'s !l()\\- to In!'il 1..,;\<:11 ollll..'r :lI1d dl'\'d()p jWlT "uppOi'l ,-;ystl'IllS, ortL'l1 Ihl'l"l' :lfl' pr\..'-
_'icllt;llinns 1)11 fil1:11Kbllill'r;Il..'Y, ",olbl :lnd l'(lIl)!1lUllity \-()1l1Wdioll-;, l'lIUl':lli(lIl, :lnt! joh..; tn l"cinf()rt..'l' lhl' dfnns
or :dliL's,
P;inicip:il ing f:lIl1ilics ;ll\' inll'r\ic\\'l'd ('Ycry \l1rl..'l' 1111111[11,.., 11) l,\':1I1I;\1l' 11m\' they :I1'L' lK'nl..'fiting fro!1l ellS
P:lrlit."ip:lling f;1l11ilics ;lrl.' ;lb(l :1...kL,d \0 gi\"l' h:lt.'k th1'o\l,:.!,I1l..'1 llll!l1l1l1lly :--l'lyit.'c, ;l(,'kllo\\"lcdging their 1)\\"11 :lhiliry
10 Ill:,kc socll'ull'()lllrihuliol1'i
Funding: Ihl' HllrliJ1,~I()n \l..'ighh()r~l'('pcr," ens pilol progLllll "Lined wilh :'.~nJlI}() in funding from :1 101..';11
founc1:lliol'l, pri\':lll' donor..... till' CilY or BurlinglOn, ;lntl llll' \'nitt.'d \":1)" of Chil1l..'ndl'll Cllllnly. Ch:11l1pLtinl
(\dkgc \\'il1l'<lfidut.'! I)Uttqll1l: t.'\':i1l1;l1i(ln~ l~\'l'I:-' IllrL'(, mOnlh:-; :tnd "L'ck ;ll.lditiollal gr:lliL" to L'(l11linll(" lhl' prn-
g1':II1I.
Accomplishments: Thl' Burlington \cighhllrl'l't'j'wr..;' enS pill)! progr:ll11 i" only fi\'1..' l1lonths old. :1Il0
il is too soon to ;IS....C~S ih il11jxlt.'! 1111 the L'ight p;ll1il'ipaling r:nnilics. II i'i l':\]lcu,'d tn SUCCl'l'd :lS \\'1..'11 in
Burlingtun :IS it has el"'I..'\\'hcrl' in the country.
Jo J()\\';\. Beyond \X'cILm: Ins succl'"sfully u"l'd lliL' Circles (d. ~lIPP()r1 1111Xld to help Lll'nilics out of po\"(-'ny at
;l co<..;! or under S2,~O() for I..';lch Ll1nily. Thl' :n'LTagl' Llmily tl1l'Y lll'lJl,'d Inti ht..'l'Tl on \\'L'ILlrt.: fOf ..j-~ Y(':lrs ;111<1
look ;Ihout 18 t1H111th.., to gd off it. l.-:oS h:ls :"ut.'c('ct!ct! in huilding hc;dllliLT f:unilil's, :lnd in demonstrating J
"ignificlnl relurn OJl in\'l..'SlIllCnl Ihrough reduced puhlic ;1""isulKL' ;l!"!d ;111 Irtli"e:l~;(-,d numhl'r ()f citiZl'llS p:lying
local. stall' ;lIX! fl'dl'l":d t:I:\('S.
Contact:
IJ:d Colqon
E:\l'cutin-' Director
\'eighhnrKl'cpus, lnc.
516 Shelburne Ild.
Burlington, \'T U1-'IOl
(H02J k,i6--::2~)2
h:ll f~'nt:'igh horkl..'epl'l"s.(}rg
\\'\\'w. 1lI'ighhorkl..'cpcl"s.( lrg
36
o1-/Jf'
Healthy Neighborhoods Venture Fund
San Jose, California
Purpose: ~;lIl .fn...;0'-'i llc;1I1hy \t.:igilh(lII1I)(l(I..... YI.'!1lllr\:'
hl1ld (H\\Tl"llpp< Jr!'i inll( )\.~l!i\\.' ;I!ld U(\lt;'-.... jlf'l )gums
:lill1L'd ~I! Ihe 111';llLllL'~lrL' IK'cds ;md :ll":tdl'lllil' ,\.1c\.-("........ (If
1111.' city's I.hildrL'J1, illlpl"o\"ing 11ll.' <jll:dilY of lifl' fnr st.'nil),!'
citizens, ;!lld dl'lTl';\:-;in.l.! 11lL' ll"l' of loh:ln'o ;\lllUI1.L!. rC,,,j-
<.!ems
Background: :\s it" ....11:11"\'," 111' 1 Ill' n;llil)n~d ....l'l1k'IlK'lit
(!f ;1 1:1\\'stlit with 1l!h:1CCtl \."ollljxlnivs. :--;Ill )\l....C. ,,-iil
n:t.-ei\t.:' :1l1 t:.....tilll;llL.d .::.2=i1l million on:r :\ pl'riod of 2':;
\\.':11',. P~lY1l1l..'1ll.... hl'g:m in 2{)()(l, (:il~> (ll'flCi:l];.; \"iL'\\'ed Ihis
:1" an o[Jpurlunity to lIrh.k'l1:1KL' <"Tl':ltl\'l..' prlljl.'t.:t..;;. 1l....:.1l1.~
thl:' :tnnu:d 'S]O million p:\Yllll'llI 10 enlulKL' hl';\llh and
VdllClliol1 or lo,,'-inc()!lw childn:n :lnd "eni(}r citizens" Tn
t'llSUrL' 11l:ll thl' 11:\\T 1l1ont'Y \\':1'., put 10 the he~l possi-
hIt.' U"l'" 111l' city "ought input from rc."idl..'l11"." Fl'L'dh;\(.-"k
i"rurn tIll.' l'f)Jl1fllllnilY hl'lped t,,,t:lhli:--h gllidt'!inL'...;, for
,lppropri:llini4 lhl~Sl" funds. 1\ \Y:1S ck.cided to spend tlk'
C\l1lds in lhree genLT:d ;lr(':1-": l'dut";ltlon :lnd I1L';ll1h pro-
gums- for children, sl'nior citizen "L'lyin's :lnd hl':lllh. :llld
aI1lHoh:1L"l"O dlnlb. ,\'ill1 the stipulation tlU! the fund:..; hl~
San Jose's Healthy Neighborhoods Venture Fund pro-
vides education programs,
;dJOCltL'd Ihrnu,~h a curnpetili\"l:: hid pn)l"l'Ss.
The City Council ('st:lhli"ht'd lhl~ :l!!oclIioll pLln" riflll'linc. nilL'ri:l, ,lilt! funding prinritil''' rill' the Lise of lht'
tIJhJn~() sCllk'lllL'tlI funlk cdJing itl!ll' Ik:dlhY"l'ighhorh(Hlds \'vnturc Flint!. "\,'c \"ie\\'cd it JS;!ll opP()I1uni-
ty to do ."omc LTl';llin' lhings."" l'\pbin" .\Llynr Hon Conz:l!l'.". """.(' llsed Ill\;.' f\lnd" in ;Ifl';h you might not nor-
]J)~dly "L'L' ~'ily gr)\t,.Tllllll':ll" gt.'t in\"n!\'L'd ill.'"
Description: H\YF funds :lhoUl -n progr~\Jn.. :1!1l1u:1I1y. :\ppro:\illl:ltdy "ill pl'rCl'nt of the fU11lb ~lr(' :i11o-
I..":l!t;'d for l'dUGilion lle:lhh progLllll", ~lppro:\ill1;l!ely 1'::; ]1l'I\'L'llt (or sL'llior sl'rl'kL''' Ill'allll progr:.lms, :llld tilL'"
H:.'m~linin.:2, :lppr{):\inUll'l~" 2:S IX'ITt.'111 I'llI' lll'\\' or l'xL,lin.\2, !t)h:lc'l'o-frl'L' l'{}11l1l1l11lit~ IlL';dth prngr~1111s.
The following i" J"ampll' of prngr:1l1h in IhL' lhrL'L' gCIK'U! area".
Jlellllh/EduCllliol1: lk:lI1h,eduGltio!1 progr:l!1ls \:lrgt't JlfL"schnolL'rs and school<lge youth, schools ,,'ith limitl:'d
L'duClIitJl1;d SL'IYiL'CS, ;lnd youth C'xhihiting high-ri"k hch:l\"inrs sllth ;IS tru:ll1cy or di~;rl'g;lrd for :lcldl'mics,
On\..' or ilK' fie'il programs l:llllKhl'd thrnugh l'I\\"F "';IS the Children"s Health Initiative. prm'iding hl';Ihh-
Cll"l' ["or childn:n is not norm:llly an arL':1 uf responsihility in Calirnrni:l cities. but San .lost had :l Llrge num-
hl'r or childrl'n who did not ha\"l' ;lCcess to quality and ;i!Torlbblc hc:i1thcarc, :md cO\'L'rillg them \"\";lS
dcemed :1 priority in 200U, H;-\\T funds ha\'l' :lbo been used 10 holster ;t11 c;nly litlT:ICY program clllcd
Hook..c-; for Little Hands, Thi.:.' program prm'idt.:'s quality C':Irl~' childhood den:lopmcJ1t program." for pre-
school children Sf) they loan enler kinch:,rg:u1L'n rcady to learn. Par('ms. cJ1ildcare centers ;lnd family day-
care honlL's an: included in progral11 effons. r:J)ck'r the Homework Centers Program, 217 after-school
homework L"L'ntcrS h:l\'l' hccn opened city-wide !l) pnwide 1.Uloring and homework assistance,
c!-jtJ7
37
--.-----.--.-..-
Senior \'cr!'iccs: 11\\"1'" UrL.;l.'l.... qlJ:ltll~ (11 lIfe "('IYIl-V:' j"l" "l'!Wlr !'~'''''l\ll'nl'' of ~;l!l l!J"'L~ 1\1:il .Iddrl...,.... h:i....jt
11l':11\11 :Jlid IWlrllirln.d nVL'lI..; ;tnd pJ"iim\'ll' IlItkl'1'1l\k1l1 ii\ill::-:'
The I.c~al A~sb1ancc to Elders Expansion Projl.'ct pn)\ idl..'" Il"l'\... k;..:;d ....l.nin.., \() L"n.lhk lhl' \.'kkrh' 1<)
I,l Jill illlll' 11\ 111;;..( ....;1 (,.'ly . Illtlvlklltlvntly ;uld \\ illl di,<...;nil\ ill il( ll1.in'-IJlt11iUI1:ili/l'd ....vl\ in,!.;'" Tlll' Senior Safety
Education PrograJll qlfl'r-, "';lfl'lY vdlll :llil)li (11l I Ill' \-j:l! \ 1j" l.ih', 1'11\' ;I!ld (;111 Pl\'\'L'ntil ;11. :lIld C';lrthqtl:il-;v
pl'l'p:ln:dlll''''''', Till' Mature Ahl"rnath'('s to Violent En"ironnu'nts Now Program r \1.\\ F\ I i"lIrili..,hL''''
r..rlll1pn:lll'll.....I\l,' d( illW:-,1 k ,'illltTll'l' 'l']'yil'l',"; I() t lit ~"'V :'11 :l':tr~ t d' .1,:":'(' ,l1lli t 11dl'f.
TiJlu/c(().F}'{'{' CunnI/III/fly: Thl..' go;!l Id' T'lh:IC~'{i-l'n'~' (:'\llll11\llIily vlf'ln.-. j.;, It) irnpn\\L' tll\.' (1\'~'Lilj hl':dth (If
IIlL' i:ily','"' pllj111blillll h~ (k'''Tl':I.;,in,~ 111L' u.;,c \)rltll);l~\'l prllthlt'l~ .ln~1 :\V"(JI'l:lll'(II1~';I]lh prnhk11l.... :lllli)lIt..: lill'
CilY\" ,"el1< l( )l.:l,'..!.l' Yt \\1111. ;llhl1l'VI1'i :llld :ld\llh idvIlli!'it'd ;1" "1( )1~:11.. ~I) II 'v 1"";.
Keep the Music Alive i~ :lI'l i!1-~~I1I)()1 nltlclli()1l:illl]'(1i-!.LI111 111,11 link., i,I/J, j:tl.Z I11U'iici:lll"; :llid lllh:l,,'~'(1 It I
ill11..;lr:lll' IlK' h:lrlllr\Ji l'fktb ur ,""ll()kin,u., :1" p:lrl !)( till..' 1I1ilJ;l1i\\.' III n'dll,'l' llll' l1I11ut'nl.'L' Jl1d \l"L' (ll'llih:lC'
t\ 1, lllL' Tobacco.Fn'c Hc:tJth Project prl 111ltl\l''' 11 d);lCl'( I'll"\.' ]11\.'\l'lllh IIi :1!1l01\\.!. hOll1l.lv....... ~'1)1I1h :tnd lhL'ir
Lllllilil..'''' Fostering Tohacco-Free Conununitics i.. I k"i,~llvd II I prv\vnl inili:11 :ll1d 1'1 J1ltin\l~'d U"'L' lif \{,hx-
ell pnKlulb tlll"lHlgl1 Ir;lillillg :1l1t1 cLTtilk:l1\'Jll, ~'(dLil1!1I';lli\'t' :ldl\'itil's. ll'l'l1nictl :1"..i..;l:llKt,'. ;11111 :Illli-toh;l\'".
(0 Pl\'\'vnti' Ill. L'dll~';l\il Ill, ;lI1d 'i\llr~';II'Il,
Funding: 11\\T j..; rundl'd h~' .o.;:\n ,I( l:-;V'.. !< Ih;lll'll "l'1l1l'I1WI11 i'und,,",
Accomplishments: In tliL' L'LiUI'~lli()n ;ll\':l llWlllgll lilt' Childrl'l1"s Health Initiative, :lIllln..Lthk :lntl
:1l't'L',,:-;ihk' llL':dlh in";ULl11l'l' 11:1" hn'll pri1\'itlL.'d I'I)!' j':;,I)Kl Illilt1rl'll (}I \"LTY ]')\\'-inUI1HL' f:11HlIic.;" :--'OllW 1;.2K,~
prl'"dl()( 1k1''' ]Ll\ I.' hVlwfilL'd t"n'Hll Books for Little Hands. JlId :11l( Jll1L'1" ,-j(lJ)2,":; ('l1ildrt:n ;lIld \1 )\lt1l h:l\L' hL'n-
cfilL'll from IIlL' HOIlu:work Cc-nters progranl. \\!lith lu.... p1'll\idvd f( 'tlr mdli( In hour.;, or dirL'l1 "I.'nicl' in 1ll1()r~
ing ;l11d h(llllL'\\"(lrk .L":-;i,,UIKL',
In tilL' ";L.'llitl1' pj"(l,~Lilll" ;lIld ';'l'1'\'il'L:"; :1 rL';1 , the legal Assbtan<.'c to Elders Expansion Project h~L'i pn)\lLlL'd
freL' It-g;t1 "uppnr! rill' 1)'1 "';:lll .IO";l' L']Lld"; in 11lL'lr dllJlb 1', I li\L' in llt 1l1-irblil\.1ti( 11l:t1il.~'d selling,.., llll' Senior
Safety Education pj'{lgr:l1n lu'" (lfkrl'd ":lklY 1,:t!\IClIil 111 I( ljllj ";(:l1i( 11'''. :111<-1 :\L\YEN I1;J" "L'r\'~'d '151 \ il'lilll:-' of
(If >lilL'.";! i~-, \"i( lkn~'~'.
1n Tllh:lllH-F:"L'L' (:Il11Hlwnily efftllb, ,"lll1lL' -SI 'lulklll." Il:l\"l,.' 1)~'L'1l illlrllLlll~'L'd II) ,,,cl1ll(ll-lxL"I.'d lllh,ll'Ul-1'L'dlll-~
lion 111L':I."\li't'~ tllnlllgh Kcl'J) the Music Aliv(,', Thl' Tohacco-free Health Project lu'-\ hl'lpl'tll'L'dulL' [he 11Ki-
dL'IlL't' or l()h;l~'l'(\ lJ"L' :l!llllllg 2':;.~ homek,,,;,,, youth :llld IllVir i':l 11 lilil'..;, '\lld Fostering Tobacco-Free
COrlullunitics lu."; pn)\ idnl 1i\.,llrL';111l III Ik':; p:lrtil'ip:llll.,
Contact:
Kill<\\,;I11
AI1:I1\'..;1
I L'\\T (~r:lllt Progr:11ll
City Ill' S:IIl .IO....l.
DL']1:lrlllll'lll i If [l:lrks. IktTL':lti( III 0; \t'ighh( lrlH lOci SI.T\icL'S
20() 1-::1st Sall!:1 ebr;t SI1T('1. <)tll 11001'
S;l!1.1()-;l', (~.\ ()':;llj~)l)(J':;
'I(JI-\_"7t),~_-); 1--:'
k il. h \\';l Illif:,,;l n jChL'c;l.gm'
d -// ()
38
CVRC RESOLUTION NO. 2007-
RESOLUTION OF THE CHUlA VISTA REDEVELOPMENT
CORPORATION MAKING RECOMMENDATION TOTHE CHULA
VISTA REDEVELOPMENT AGENCY TO CONDUCT A PUBLIC
HEARING AND APPROVE THE 2007 MIDTERM REVIEW OF THE
AGENCY'S FIVE YEAR IMPLEMENTATION PLAN FOR THE 2005-
2009 FIVE YEAR PERIOD FOR THE MERGED BAYFRONTfTOWN
CENTRE I REDEVELOPMENT PROJECT AREA (INCLUDING
BAYFRONT AND TOWN CENTRE I) AND THE MERGED CHUlA
VISTA REDEVELOPMENT PROJECT AREA (INCLUDING TOWN
CENTRE II, SOUTHWEST, OTAY VALLEY, AND ADDED AREA)
WHEREAS, pursuant to Chula Vista Municipal Code Section 2.55.060(A), the Chula Vista
Redevelopment Corporation ("CVRC) is a recommending body to the Chula Vista
Redevelopment Agency ("Agency") on legislative functions and actions involving redevelopment
plans and regulations, including five year implementation plans; and
WHEREAS, in accordance with Section 33490 of the California Community
Redevelopment Law (Health and Safety Code 9933000 et seq.), the Chula Vista Redevelopment
Agency ("Agency") prepared and adopted a Five Year Implementation Plan for the 2005-2009
five year period for the Merged BayfrontfTown Centre I Redevelopment Project Area (including
Bayfront and Town Centre I) and the Merged Chula Vista Redevelopment Project Area (including
Town Centre II, Southwest, Otay Valley, and Added Area); and
WHEREAS, pursuant to Section 33490 of the Health and Safety Code, the Agency's
adopted Five Year Implementation Plan contains the specific goals and objectives of the Agency
for the adopted project areas, the specific programs, including potential projects, and estimated
expenditures proposed to be made during the five year planning period, and includes
explanations of how the goals and objectives, programs, and expenditures will eliminate blight
within the project areas and implement the Agency's housing requirements contained in Health
and Safety Code Section 33333.10, if applicable, and Sections 33334.2, 33334.4, 33334.6, and
33413; and
WHEREAS, Section 33490(c) of the Health and Safety Code provides that the Agency, at
least on.ce within the five year term of the plan, shall conduct a public hearing and hear
testimony of all interested parties for the purpose of reviewing the Agency's Redevelopment
Plans and Five Year Implementation Plan and evaluating the progress of the redevelopment
project areas; and
WHEREAS, in accordance with Section 33490(a)(1 )(B) ofthe Health and Safety Code, the
adoption of an implementation plan, or approval of the midterm review of a plan, does not
constitute an approval of any specific program, project, or expenditure, and does not constitute a
project within the meaning of the California Environmental Quality Act (Public Resources Code
9921000 et seq.), and is therefore statutorily exempt from the CEQA pursuant to Section
15061 (b)(l) of the State CEQA Guidelines.
c1a-/
CVRC Resolution No. 2007-
Page 2
NOW, THEREFORE, BE IT RESOLVED thatthe Chula Vista Redevelopment Corporation
does hereby recommend that the Chula Vista Redevelopment Agency, in accordance with
Section 33490(c) of the California Health and Safety Code, conduct a public hearing and
approve the proposed 2007 Midterm Review of the Five Year Implementation Plan for the 2005-
2009 five year period for the Merged Bayfront/Town Centre I Redevelopment Project Area
(including Bayfront and Town Centre I) and the Merged Chula Vista Redevelopment Project Area
(including Town Centre II, Southwest, Otay Valley, and Added Area).
Presented by:
Approved as to form by
Ann Hix
Secretary
Chula Vista Redevelopment Corporation
~~ it ~;tc
Ann Moore
General Counsel
Chula Vista Redevelopment Corporation
~tl:C
~-, ):) n I'. ..'./'" ..J:
'" __ . l',,~,,-, .......
----
-ll.cv' ') I,
.J-'''- I... f".
CVRC RESOLUTION NO. 2007-
RESOLUTION OF THE CHULA VISTA REDEVELOPMENT
CORPORATION MAKING RECOMMENDATION TOTHE CHULA
VISTA REDEVELOPMENT AGENCY TO ,CONDUCT A PUBliC
HEARING AND ArrFPT THE 2007 MIDTERM REVIEW OF THE
AGENCY~ FIVE YEAR IMPLEMENTATION PLAN FOR THE 2005-
2009 FIVE YEAR PERIOD FOR THE MERGED BAYFRONTfTOWN
CENTRE I REDEVELOPMENT PROJECT AREA (INCLUDING
BAYFRONT AND TOWN CENTRE I) AND THE MERGED CHULA
VISTA REDEVELOPMENT PROJECT AREA (INCLUDING TOWN
CENTRE II, SOUTHWEST, OTAY VALLEY, AND ADDED AREA)
WHEREAS, pursuantto Chula Vista Municipal Code Section 2.55.060(A), the Chula Vista
Redevelopment Corporation ("CVRC") is a recommending body to the Chula Vista
Redevelopment Agency ("Agency") on legislative functions and actions involving redevelopment
plans and regulations, including five year implementation plans; and
WHEREAS, in accordance with Section 33490 of the California Community
Redevelopment Law (Health and Safety Code 131333000 et seq.), the Chula Vista Redevelopment
Agency ("Agency") prepared and adopted a Five Year Implementation Plan for the 2005-2009
five year period for the Merged BayfrontfTown Centre I Redevelopment Project Area (including
Bayfront and Town Centre I) and the Merged Chula Vista Redevelopment Project Area (including
Town Centre II, Southwest, Otay Valley, and Added Area); and
WHEREAS, pursuant to Section 33490 of the Health and Safety Code, the Agency's
adopted Five Year Implementation Plan contains the specific goals and objectives of the Agency
for the adopted project areas, the specific programs, including potential projects, and estimated
expenditures proposed to be made during the five year planning period, and includes
explanations of how the goals and objectives, programs, and expenditures will eliminate blight
within the project areas and implement the Agency's housing requirements contained in Health
and Safety Code Section 33333.10, if appl icable, and Sections 33334.2, 33334.4, 33334.6, and
33413; and
WHEREAS, Section 33490(c) of the Health and Safety Code provides that the Agency, at
least once within the five year term of the plan, shall conduct a public hearing and hear
testimony of all interested parties for the purpose of reviewing the Agency's Redevelopment
Plans and Five Year Implementation Plan and evaluating the progress of the redevelopment
project areas; and
WHEREAS, in accordance with Section 33490(a)(1 )(B) of the Health and Safety Code, the
adoption of an implementation plan, or acceptance of the midterm review of a plan, does not
constitute an approval of any specific program, project, or expenditure, and does not constitute a
project within the meaning of the California Environmental Quality Act (Public Resources Code
131321000 et seq.), and is therefore statutorily exempt from the CEQA pursuant to Section
15061 (b)(l) of the State CEQA Guidelines.
CVRC Resolution No. 2007-
Page 2
NOW, THEREFORE, BE IT RESOLVED that the Chula Vista Redevelopment Corporation
does hereby recommend that the Chula Vista Redevelopment Agency, in accordance with
Section 33490(c) of the California Health and Safety Code, conduct a public hearing and accept
the proposed 2007 Midterm Review of the Five Year Implementation Plan for the 2005-2009 five
year period for the Merged BayfrontITown Centre I Redevelopment Project Area (including
Bayfront and Town Centre I) and the Merged Chula Vista Redevelopment Project Area (including
Town Centre II, Southwest, Otay Valley, and Added Area).
Presented by:
Approved as to form by:
Ann Hix
Secretary
Chula Vista Redevelopment Corporation
Ann Moore
General Counsel
Chula Vista Redevelopment Corporation
RDA RESOLUTION NO. 2007-
RESOLUTION OF THE CH U LA VISTA REDEVELOPMENT AGENCY
APPROVING THE 2007 MIDTERM REVIEW OF THE AGENCY'S
FIVE YEAR IMPLEMENTATION PLAN FOR THE 2005-2009 FIVE
YEAR PERIOD FOR THE MERGED BAYFRONTfTOWN CENTRE I
REDEVELOPMENT PROJECT AREA (INCLUDING BA YFRONT AND
TOWN CENTRE I) AND THE MERGED CHULA VISTA
REDEVELOPMENT PROJECT AREA (INCLUDING TOWN CENTRE
II, SOUTHWEST, OTAY VALLEY, AND ADDED AREA)
WHEREAS, in accordance with Section 33490 of the California Community
Redevelopment Law (Health and Safety Code 9933000 et seq.), the Chula Vista Redevelopment
Agency ("Agency") prepared and adopted a Five Year Implementation Plan for the 2005-2009
five year period for the Merged BayfrontfTown Centre I Redevelopment Project Area (including
Bayfront and Town Centre I) and the Merged Chula Vista Redevelopment Project Area (including
Town Centre II, Southwest, Otay Valley, and Added Area); and
WHEREAS, pursuant to Section 33490 of the Health and Safety Code, the Agency's
adopted Five Year Implementation Plan contains the specific goals and objectives of the Agency
for the adopted project areas, the specific programs, including potential projects, and estimated
expenditures proposed to be made during the five year planning period, and includes
explanations of how the goals and objectives, programs, and expenditures will eliminate blight
within the project areas and implement the Agency's housing requirements contained in Health
and Safety Code Section 33333.10, if applicable, and Sections 33334.2, 33334.4, 33334.6, and
33413; and
WH EREAS, Section 33490(c) of the Health and Safety Code provides that the Agency, at
least once within the five year term of the plan, shall conduct a public hearing and conduct a
midterm review of the Agency's adopted Five Year Implementation Plan; and
WHEREAS, in accordance with Section 33490(c) of the Health and Safety Code, the
Agency conducted a public hearing and heard testimony of all interested parties for the purpose
of reviewing the Agency's Redevelopment Plans and Five Year Implementation Plan and
evaluating the progress of the redevelopment project areas; and
WHEREAS, in accordance with Section 33490(a)(1 )(B) of the Health and Safety Code, the
adoption of an implementation plan, or approval of the midterm review of a plan, does not
constitute an approval of any specific program, project, or expenditure, and does not constitute a
project within the meaning of the California Environmental Quality Act (public Resources Code
9921000 et seq.), and is therefore statutorily exempt from the CEQA pursuant to Section
15061 (b)(l) of the State CEQA Guidelines.
NOW, THEREFORE, BE IT RESOLVED thatthe Chula Vista Redevelopment Agency does
hereby approve the 2007 Midterm Review of the Five Year Implementation Plan for the 2005-
2009 five year period for the Merged BayfrontfTown Centre I Redevelopment Project Area
d.6 I
RDA Resolution No. 2007-
Page 2
(including Bayfront and Town Centre I) and the Merged Chula Vista Redevelopment Project Area
(including Town Centre II, Southwest, Otay Valley, and Added Area), in accordance with Section
33490(c) of the California Health and Safety Code.
Presented by:
Approved as to form by
'---6~~ J
Ann Moore
General Counsel
Chula Vista Redevelopment Agency
7A;
~\~<&-
Jim Thomson
Interim Executive Director
Chula Vista Redevelopment Agency
d..~A
..:";' --,
:1-fe(V\ zT.
RDA RESOLUTION NO. 2007-
RESOLUTION OF THE CHULA VISTA REDEVELOPMENT AGENCY
ACCEPTING THE 2007 MIDTERM REVIEW OF THE AGENCY'S
FIVE YEAR IMPLEMENTATION PLAN FOR THE 2005-2009 FIVE
YEAR PERIOD FOR THE MERGED BAYFRONTfTOWN CENTRE I
REDEVELOPMENT PROJECT AREA (INCLUDING BA YFRONT AND
TOWN CENTRE I) AND THE MERGED CHULA VISTA
REDEVELOPMENT PROJECT AREA (INCLUDING TOWN CENTRE
II, SOUTHWEST, OTA Y VALLEY, AND ADDED AREA)
WHEREAS, in accordance with Section 33490 of the California Community
Redevelopment Law (Health and Safety Code 9933000 et seq.), the Chula Vista Redevelopment
Agency ("Agency") prepared and adopted a Five Year Implementation Plan for the 2005-2009
five year period for the Merged BayfrontfTown Centre I Redevelopment Project Area (including
Bayfront and Town Centre I) and the Merged Chula Vista Redevelopment Project Area (including
Town Centre II, Southwest, Otay Valley, and Added Area); and
WHEREAS, pursuant to Section 33490 of the Health and Safety Code, the Agency's
adopted Five Year Implementation Plan contains the specific goals and objectives of the Agency
for the adopted project areas, the specific programs, including potential projects, and estimated
expenditures proposed to be made during the five year planning period, and includes
explanations of how the goals and objectives, programs, and expenditures will eliminate blight
within the project areas and implement the Agency's housing requirements contained in Health
and Safety Code Section 33333.10, if applicable, and Sections 33334.2,33334.4,33334.6, and
33413; and
WHEREAS, Section 33490(c) of the Health and Safety Code provides that the Agency, at
least once within the five year term of the plan, shall conduct a public hearing and conduct a
midterm review of the Agency's adopted Five Year Implementation Plan; and
WHEREAS, in accordance with Section 33490(c) of the Health and Safety Code, the
Agency conducted a public hearing and heard testimony of all interested parties for the purpose
of reviewing the Agency's Redevelopment Plans and Five Year Implementation Plan and
evaluating the progress of the redevelopment project areas; and
WHEREAS, in accordance with Section 33490(a)(1 )(B) of the Health and Safety Code, the
adoption of an implementation plan, or acceptance of the midterm review of a plan, does not
constitute an approval of any specific program, project, or expenditure, and does not constitute a
project within the meaning of the California Environmental Quality Act (Public Resources Code
9921000 et seq.), and is therefore statutorily exempt from the CEQA pursuant to Section
15061 (b)(l) of the State CEQA Guidelines.
NOW, THEREFORE, BE IT RESOLVED that the Chula Vista Redevelopment Agency does
hereby accept the 2007 Midterm Review of the Five Year Implementation Plan for the 2005-
2009 five year period for the Merged BayfrontfTown Centre I Redevelopment Project Area
RDA Resolution No. 2007-
Page 2
(including Bayfront and Town Centre I) and the Merged Chula Vista Redevelopment Project Area
(including Town Centre II, Southwest, Otay Valley, and Added Area), in accordance with Section
33490(c) of the California Health and Safety Code.
Presented by:
Approved as to form by:
Jim Thomson
Interim Executive Director
Chula Vista Redevelopment Agency
Ann Moore
General Counsel
Chula Vista Redevelopment Agency
.
..
CORPORA TIOr\J
(HULA VISTA
CVRC Board
Staff Report - Page 1
Item No. 3
DATE: May 24, 2007
TO: Honorable Mayor and City Council
CVRC Board of Directors
Redevelopment Agency Board of Directors
0l)YJ ,
VIA: Ann Moore, City Attorney/Agency Counsel
FROM: Michael J. Shirey, Deputy City Attorney/Assistant Agency Counsel \;\ S/
1:-
SUBJECT: CVRC Structure Reorganization
BACKGROUND:
At the March 22, 2007 meeting of the Chula Visa Redevelopment
Corporation ("CVRC"), Redevelopment Agency ("Agency") and City Council
("Council") the CVRC recommended by resolution that the Agency and Council
approve the Council Subcommittee Report on the CVRCs Structure and
Operations and directed staff to prepare the necessary amendments to the
CVRCs legal and operating documents to implement the Council
Subcommittee's recommendation.
Subsequent to adoption of the above-referenced recommending
resolution, the Council and Agency approved by resolution the Council
Subcommittee Report on the CVRCs Structure and Operations and directed staff
to prepare the necessary amendments to the CVRCs legal and operating
documents to implement the Council Subcommittee's recommendation.
3~)
Staff Report - Item No.3
Page 2
DISCUSSION:
As discussed above, at the March 22, 2007 meeting of the CVRC, Agency
and Council, the Agency and Council adopted a number of recommendations to
restructure the CVRC Board of Directors while retaining the Redevelopment
Advisory Committee. Included among these was a recommendation to remove
the Council Members from the Board of Directors and to have the Council
appoint five (5) residents with expertise in specific areas of development and
business. To accomplish this change the follOWing documents must be
mod ified:
1. Articles of Incorporation
The Articles of Incorporation set out the membership requirements,
including the five (5) City Directors. The amendment to this
document will require the consent of the majority of the City
Directors (please see Attachment 1). Once this amendment has
been acted upon by the City Directors the amended Articles of
Incorporation will be filed with the California Secretary of State
(please see Attachment 2).
2. Bylaws
Article VII of the Bylaws addresses the CVRCs Board of Directors.
To implement the approved Council Subcommittee
recommendations regarding the revised make up of the Board of
Directors, Article VII, Section 2(a) must be amended. Section 2(a)
identifies the existing number and make up of the Board of
Directors. This section is being amended to indicate that there will
be up to nine (9) Directors none of whom shall be the duly elected
or appointed members of the Council (please see Attachment 3).
3-~
Staff Report - Item No.3
Page 3
3. Chapter 2.55 of the Municipal Code
This Chapter sets out the regulations governing the CVRC. The
membership requirements are located in Section 2.55.090. To
implement the approved Council Subcommittee recommendations
regarding the revised make up of the Board of Directors, Section
2.55.090 is being amended to indicate that there will be up to nine
(9) Directors none of whom shall be the duly elected or appointed
members of the Council (please see Attachment 4).
In the interim, the CVRC may provide direction to Redevelopment staff to
prepare the necessary documents to begin recruiting applicants to fill the
anticipated vacancies that will be created by this modification to the CVRCs
membership.
ENVIRONMENTAL DETERMINATION:
Staff has reviewed the proposed activity for compliance with the State of
California Environmental Quality Act ("CEQA"), California Public Resources Code
Section 21000 et seq., and has determined that the activity is not a "Project" as
defined under Section 15378(b)(5) of the State CEQA Guidelines, therefore,
pursuant to Section 15060(c)(3) of the State CEQA Guidelines the activity is not
subject to CEQA.
DECISION MAKER CONFLICTS:
Staff has reviewed the decision contemplated by this action and has determined
that it is not site specific and consequently the 500 foot rule found in California
Code of Regulations section 18704.2(a)(1) is not applicable to this decision.
3-:3
Staff Report - Item No.3
Page 4
RECOMMENDATION:
1) That the CVRC City Directors adopt a resolution:
Amending the CVRC Articles of Incorporation to remove the City Council members
from the CVRC Board of Directors.
2) That the CVRC adopt a resolution:
Amending the CVRC Bylaws to remove the City Council members from the CVRC
Board of Directors.
3) That the CVRC and Redevelopment Agency adopt a resolution:
Recommending that the City Council amend Chapter 2.55, Section 2.55.090 of the
Chula Vista Municipal Code to remove the City Council members from the CVRC
Board of Directors.
4) That the City Council place ordinance on first reading:
Amending Chapter 2.55, Section 2.55.090 of the Chula Vista Municipal Code to
remove the City Council members from the CVRC Board of Directors.
ATTACHMENTS:
1. CVRC Amended Articles of Incorporation
2. Certificate of Amendment for the CVRC Amended Articles of Incorporation
3-}
Staff Report - Item No.3
Page 5
3. CVRC Amended Bylaws
4. Amendment to Municipal Code Chapter 2.55.
5. CVRC City Director resolution amending the CVRC Articles of Incorporation to
remove the City Council Members from the CVRC Board of Directors.
6. CVRC resolution amending the CVRC Bylaws to remove the City Council Members
from the CVRC Board of Directors.
7. CVRC and Redevelopment Agency joint resolution recommending that the City
Council amend Chapter 2.55, Section 2.55.090 of the Chula Vista Municipal Code
to remove the City Council Members from the CVRC Board of Directors.
8. City Council ordinance amending Chapter 2.55, Section 2.55.090 of the Chula
Vista Municipal Code to remove the City Council Members from the CVRC Board
of Directors.
3-C
ATTACHMENT 1
ARTICLES OF INCORPORATION
OF
CHULA VISTA REDEVELOPMENT CORPORA nON
1.
The name of this corporation is the CHULA VISTA REDEVELOPMENT
CORPORATION.
II.
A. This corporation is a nonprofit public benefit corporation and is not
organized for the private gain of any person. It is organized under the Nonprofit Public
Benefit Corporation Law for charitable purposes.
B. The specific and pnmary purpose of this corporation is to carry out
planning and redevelopment activities within such geographical area(s) of Chula Vista as
the Chula Vista City Council may designate from time to time by ordinance or resolution.
This corporation is organized and shall be operated exclusively for charitable purposes
within the meaning of Section 501(c)(3) of the Internal Revenue Code of 1986, as
amended (the "Code").
C. All of this corporation's income will be used to carry out the purposes and
functions of the corporation.
3-~
1
III.
If the City Council of the City of Chula Vista ever determines that the corporation
shall not carry out any planning or redevelopment activities within any area of the City of
Chula Vista, this corporation shall thereupon be dissolved.
IV.
This corporation's Board of Directors shall have nine (9) directors, five (5),4
whom shall be the perSOHS serviHg as tne dilly elected or appoiHted aHd qualified
members of the City Couneil of the City of Clmla (hereiHafter referred to as "City
Directors")none of whom shall be persons serving as the dulv elected or appointed
members of the Citv Council of the Citv ofChula Vista.
V.
The name and address in the State of California of this corporation's initial agent
for service of process is:
Ann Moore
City Attorney, City of Chula Vista
276 Fourth Avenue
Chula Vista, CA 91910
VI.
A. Notwithstanding any provision contained in these Articles or in any other
governing instrument of this corporation, this corporation shall not carry on any activities
not permitted to be carried on (a) by a corporation exempt from federal income tax under
Section 501(c)(3) of the Code or the corresponding provision of any future United States
3~1
2
internal revenue law, or (b) by a corporation to which contributions are deductible under
Section l70( c )(2) of the Code or the corresponding provision of any future United States
internal revenue law.
B. No substantial part of the activities of this corporation shall consist of
carrymg on propaganda, or otherwise attempting to influence legislation, and this
corporation shall not participate or intervene in any political campaign (including the
publishing or distribution of statements) on behalf of any candidate for public office.
C. Notwithstanding any provision contained in these Articles or in any other
governmg instrument of this corporation, this corporation shall not, except to an
insubstantial degree, engage in any activities or exercise any powers that are not in
furtherance of the purposes ofthis corporation.
VII.
The property of this corporation is irrevocably dedicated to charitable purposes
and no part of the net income or assets of this corporation shall ever inure to the benefit
of any director, officer or member hereof or to the benefit of any private person. Upon
the dissolution or winding up of this corporation, its assets remaining after payment, or
provision for payment, of all of its debts and liabilities shall be distributed to the
Redevelopment Agency of the City of Chula Vista provided that it is then an organization
described in Section l70( c)(1) of the Code or the corresponding provision of any future
United States internal revenue law; and if not, such assets shall be distributed to a
nonprofit fund, foundation or corporation designated by the BO'lfd of Directors of this
corporation which is organized and operated exclusively for charitable, educational or
scientific purposes and which has established its tax exempt status under Section
3-P
3
501(c)(3) of the Code or the corresponding provision of any future United States internal
revenue law.
VIII.
These Articles may not be amended without the prior written consent of a
majority of the City Directors theH iH officemembers of the Chula Vista Citv Council.
Dated:
,2005
Incorporator
The undersigned hereby declares that he/she is the person who executed the
foregoing Articles ofIncorporation, which execution is hislher act and deed.
J:Attorney/Ehull/CVRC Reorg/Atticles ofIncorportion 201 07
J\A.ttomey\MichaelSh\CVRC\CVRCReorg-FinalDocs\Attl-ArticlesofIncorporation-3.23.07-Fina1.doc
3-9'
4
ATTACHMENT 2
CERTIFICATE OF AMENDMENT
OF ARTICLES OF INCORPORATION
The undersigned certify that:
1. They are the Chair and the Secretary, respectively, of THE CHULA VISTA
REDEVELOPMENT CORPORATION, a California nonprofit public benefit
corporation.
2. Article IV and Article VIII of the Articles of Incorporation of this corporation
are respectively amended to read as follows
IV.
This corporation's Board of Directors shall have nine (9) directors, none of
whom shall be persons serving as the duly elected or appointed members
of the City Council of the City of Chula Vista.
VIII.
These Articles may not be amended without the prior written consent of a
majority of the members of the Chula Vista City Council.
3. The foregoing amendment of Articles of Incorporation has been duly
approved by the board of directors.
4. The corporation has no members.
We further declare under penalty of perjury under the laws of the State of
California that the matters set forth in this certificate are true and correct of our
own knowledge.
DATE:
Cheryl Cox, Chair of the Board of Directors
Susan Bigelow, Secretary
J:\Attomey\MichaeISh\CVRClArticlesoflncorporation-CertofAmend-3.23.07 -Final.doc
,3-/0
ATTACHMENT 3
BYLAWS
OF
CHULA VISTA REDEVELOPMENT CORPORA nON
a California Nonprofit Public Benefit Corporation
3-//
ARTICLE I
ARTICLE II
Section 1.
Section 2.
ARTICLE III
Section 1.
Section 2.
ARTICLE IV
ARTICLE V
ARTICLE VI
Section 1.
Section 2.
ARTICLE VII
Section 1.
Section 2.
Section 3.
Section 4.
Section 5.
ARTICLE VIII
Section 1.
Section 2.
Section 3.
Section 4.
Section 5.
Section 6.
Section 7.
Section 8.
ARTICLE IX
Section 1.
Section 2.
Section 3.
Section 4.
ARTICLE X
Section 1.
TABLE OF CONTENTS
Pa\1:e
NAME.............................................................................................................,1
OFFICES,........................................................................................................1
Prin cipal Office,.............................................................................................1
Other Offices..................................................................................................l
PURPOSES AND OBJECTIVES...............................................................1
Specific Purpose,............................................................................................1
General Purposes,..................... .....................................................................2
NONPARTISAN ACTIVITIES .................................................................,2
DEDICATION OF ASSETS.......................................................................,2
MEMBERS.....................................................................................................3
Directors as Members...................................................................................3
Meetings....................................... ..................................................... ..............3
DIRECTORS..................................................................................................3
Powers........................................ .....................................................................3
Number and Qualification of Directors.....................................................3
Designation and Term of Office ofIndependent Directors....................4
Directors' Meetings.......................................................................................5
Com pensation ................................................................................................ 6
OFFICERS,....................................................................................................,6
Officers............................................................................................................ 6
Resign a tio n of Officers................................................................................. 6
Vacancies in Office........................................................................................ 7
Chair of the Board .............. ................................... ............................. .......... 7
Chief Executive Officer................................................................................ 7
Secretary......................................................................................................... 7
Chief Financial Officer.................. ........................................ ....................... 7
General Counsel................ ............................................................................8
INDEMNIFICATION OF DIRECTORS, OFFICERS,
EMPLOYEES, AND AGENTS,..................................................................8
Right of Indemnity........................................................................................8
Approval of Indemnity................................................................................. 8
Advancement of Expenses,...........................................................................9
Insurance................ ................. ..................................... ............ ............ ..........9
RECORDS AND REPORTS.......................................................................9
Maintenance of Corporate Records...........................................................9
~-/c5(.
Section 2.
Section 3.
Section 4.
ARTICLE XI
Section 1.
Section 2.
Section 3.
ARTICLE XII
Section 1.
Section 2.
Section 3.
Section 4.
Section 5.
Section 6.
Section 7.
Section 8.
ARTICLE XIII
TABLE OF CONTENTS
Pal!e
Inspection by Directo rs................................................................................9
Independent Audit and Annual Report.....................................................9
Annual Statement of Certain Transactions and
In demnifications............................................................................................l 0
COMPLIANCE WITH LA WS....................................................................11
Application of Political Reform Act...........................................................ll
Application of Government Code Section 1090........................................11
Compliance with Other Laws........................... ...........................................11
GENERAL CORPORATE MATTERS.....................................................ll
Fiscal Y ear.......................................................... ............................................11
CVRC Budget.................................................... ............................................11
Redevelopment Agency Priorities and Budget.........................................12
Investment Policy; Money Manager..........................................................12
Checks, Drafts, Evidence of Indebtedness................................................12
Corporate Contracts and Instruments ......................................................12
Construction and Definitions.................................................................... ...12
Compliance With Public Records Act.......................................................12
AMENDMENTS............................................................................................12
3-/..3
BYLAWS
OF
CHULA VISTA REDEVELOPMENT CORPORA nON
a California Nonprofit Public Benefit Corporation
ARTICLE I
NAME
The name of this corporation shall be the CHULA VISTA REDEVELOPMENT
CORPORATION.
ARTICLE II
OFFICES
Section 1. Princioal Office. The principal office for the transaction of the business
of the corporation ("principal executive office") is located at 276 Fourth Avenue, Chula Vista,
State of California. The directors may change the principal office from one location to another
in the City of Chula Vista. Any change of this location shall be noted by the secretary on these
Bylaws opposite this section, or this section may be amended to state the new location.
&ction 2. Other Offices. The board of directors may at any time establish branch or
subordinate offices at any place or places in the City of Chula Vista where the corporation is
qualified to do business.
ARTICLE III
PURPOSES AND OBJECTNES
Section 1. Soecific Puroose. The specific and primary purpose of this corporation is
to carry out planning and redevelopment activities within such geographical area(s) of Chula
Vista as the Chula Vista City Council may designate from time to time by ordinance or
resolution, including:
(a) the conduct of delegable functions and responsibilities of the Planning
Commission and the Redevelopment Agency of the City of Chula Vista;
(b) the development of recommendations to the City Council and
Redevelopment Agency of the City of Chula Vista regarding non-delegable actions of
those governing bodies;
( c) the conduct of the functions and responsibilities of the Resource
Conservation Commission and the Design Review Committee of the City ofChula Vista;
and
(d) the development of recommendations regarding the strategic priorities to
be programmed by the Redevelopment Agency of the City of Chula Vista through its
annual budget.
3-/~
4
(e) This corporation is organized and shall be operated exclusively for
charitable purposes within the meaning of Section 501(c)(3) of the Internal Revenue
Code of 1986, as amended (the "Code").
Section 2.
following:
General Purposes. The general purposes of this corporation are the
(a) to receive, hold, and disburse gifts, bequests, devises, and other funds to
advance the specific and primary purpose of this corporation;
(b) to own, lease, and maintain suitable real and personal property which is
deemed necessary to accomplish the specific and primary purpose of this corporation;
and
(c) to enter into, make, and perform, and carry out contracts which are
deemed necessary to accomplish the specific and primary purpose of this corporation.
ARTICLE IV
NONPARTISAN ACTIVITIES
This corporation has been formed under the California Nonprofit Public Benefit
Corporation Law for the purposes described above, and it shall be nonprofit and nonpartisan. No
substantial part of the activities of this corporation shall consist of the publication or
dissemination of materials with the purpose of attempting to influence legislation, and this
corporation shall not participate or intervene in any political campaign on behalf of any
candidate for public office or for or against any cause or measure being submitted to the people
for a vote.
This corporation shall not, except to an insubstantial degree, engage in any activities or
exercise any powers that are not in furtherance of its purposes and objectives described above.
Notwithstanding the foregoing sentence, this corporation shall be subject to all applicable State
and Federal laws governing the conduct oflocal governmental entities, including but not limited
to the laws described in Article XI below.
ARTICLE V
DEDICATION OF ASSETS
The property of this corporation is irrevocably dedicated to charitable purposes and no
part of the net income or assets of this corporation shall ever inure to the benefit of any director,
officer, or member hereof or to the benefit of any private person. Upon the dissolution or
winding up of this corporation, its assets remaining after payment, or provision for payment, of
all of its debts and liabilities shall be distributed to the Redevelopment Agency of the City of
Chula Vista provided that it is then an organization described in Section 170(c)(1) of the Code or
the corresponding provision of any future United States internal revenue law; and if not, such
assets shall be distributed to a nonprofit fund, foundation or corporation designated by the board
of directors which is organized and operated exclusively for charitable, educational or scientific
purposes and which has established its tax exempt status under Section 501(c)(3) of the Code or
the corresponding provision of any future United States internal revenue law.
3-/6
5
ARTICLE VI
MEMBERS
Section 1. Directors as Members. This corporation shall have no members. Any
action which would otherwise require approval by a majority of all members or approval by the
members shall require only approval of the board of directors, as authorized by Section 53 1 0 of
the California Nonprofit Corporation Law.
Section 2. Meetine:s. There shall be no meetings of members as such. The persons
constituting the board of directors may, at any given time and from time to time, act in their
capacity as members pursuant to Section I of this Article VI, at meetings of the board of
directors held as provided in Section 4 of Article VII ofthese Bylaws.
ARTICLE VII
DIRECTORS
Section 1.
Powers.
(a) General Comorate Powers. Subject to the provisions of the California
Nonprofit Corporation Law and any limitations in the articles of incorporation and these
Bylaws, the business and affairs of this corporation shall be managed, and all corporate
powers shall be exercised, by or under the direction of the board of directors; provided,
however, that in order to preserve the nonprofit, exempt-from-income-tax status of this
corporation, neither the board nor any member thereof shall do any act, or authorize or
suffer the doing of any act by an officer or employee of this corporation, on behalf of the
corporation, which is inconsistent with the articles or these Bylaws or the nonprofit
purpose of this corporation. Any such act or acts shall be null and void.
(b) Specific Powers. Without prejudice to these general powers, and subject
to the same limitations, the directors shall have the power to:
(i) Change the principal office from one location to another in the
City of Chula Vista, California; and designate any place within Chula Vista,
California, for the holding of any meeting or meetings.
(ii) Adopt, make, and use a corporate seal; and alter the form of the
seal.
(iii) Subject to approval by a majority of the City DirectorsCitv Council
of the Citv of Chula Vista, borrow money and incur indebtedness on behalf of this
corporation and cause to be executed and delivered for this corporation's purposes
and objectives, in the corporate name, promissory notes, bonds, debentures, deeds
of trust, mortgages, pledges, hypothecations, and other evidences of debt and
securities.
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Section 2.
Number and Qualification of Directors.
(a) Number of Directors: Increase. The number of directors shall be ~nine
(9), fi'."e (5) none of whom shall be the duly elected or appointed and qualified members
of the City Council of the City of Chula Vista (Citv Dimetors"). The City Directors
Council shall serve as the initial board of directors until such time that the Chula Vista
City Council designates and appoints one or more Independent Directors pursuant to
Section 3 of this Article VII The number of directors may be increased by resolution of
the board of directors and subject to the approval by the City Conncil of the City of Chula
~
Section 3.
Desil!nation and Term of Qffice of InllepcBdeBt Directors.
(a) All directors other than the City Directors "(Indepel1dent Directors") shall
be designated and appointed by the City Council of the City of Chula Vista. Unless
removed by the Chula Vista City Council pursuant to Section 3(t) of this Article VII,
each Director shall hold office until a successor has been appointed and qualified.
(b)
criteria:
The Independcl1t Directors shall be designated based on the following
(i) One or more Independent Director shall have be a member of tho
pablic with expertise and experience in the field of either architecture or
environmental planning;
(ii) One or more Independent Director shall have be a member of the
public ',\"ith e~[pertise and experience in the field of either real estate development
or business;
(iii) One or more Independent Director shall have be a community
leader and/or a member 04'-tl1o public with expertise and experience in the fields of
either finance or education;
(iv) One or more Independent Director shall have be a member of the
p~:blic with expertise and experience in the field of civil engineering, urban
planning and/or design, or science.
(v) One or more Director shall have expertise and experience in the
field of urban pla!ming. urban development and/or environmental law.
(c) The City Council of the City of Chula Vista shall initially designate
IndCj3ol1dont Directors identified above in (b )(i) and (b )(ii) to serve an initial nominal
four-year term, and Independent Directors identified above in (b)(iii) and (b)(iv) ~to
serve an initial nominal two-year term, terminating on June 30th of the fourth and second
year, respectively. After the completion of the initial terms of office, each IndependeRt
Director's term of office shall be four years.
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(d) After the completion of the initial term of office, each Independent
Director may be re-appointed by the City Council of the City of Chula Vista. The
Independent Directors shall be limited to a maximum of two (2) consecutive terms and an
interval of two (2) years must pass before a person who has served two (2) consecutive
terms may be reappointed; provided, further, that for the purpose of this section an
appointment to fill an initial term or an unexpired term of less than two (2) years in
duration shall not be considered as a term; however, any appointment to fill an initial
term or an unexpired term in excess of two (2) yeas shall be considered to be a full term.
(e) Events Causing Vacancv on the Board. A vacancy or vacancies on the
board of directors shall be deemed to exist on the occurrence of any of the following: (i)
the death, resignation, or removal of any Independent Director, (ii) the declaration by
resolution of the board of directors of a vacancy of the office of Independent Director
who has been declared of unsound mind by an order of court or convicted of a felony or
has been found by final order or judgment of any court to have breached any duty under
Article 3 of Chapter 2 of the California Nonprofit Corporation Law, (iii) the vote of a
majority of the City Council of the City of Chula Vista to remove an Independent
Director with or without cause; (iv) the expiration of the term of an Independent Director
who is not re-appointed to a subsequent term of office, ('i) the increase of the authorized
number of directors, or (BY) the failure of the City Council of the City ofChula Vista, at
any meeting of such City Council at which any Independent Director or Directors are to
be appointed, to appoint the number of Independent Directors to be appointed at such
meeting.
(t) Resignations and Removals. Except as provided in this paragraph, any
Independent Director may resign by giving written notice to the chair of the board, or to
the chief executive officer or the secretary of the board. The resignation shall be
effective when notice is given unless the notice specifies a later time for the resignation
to become effective. Independent Directors serve at the pleasure of the City Council of
the City of Chula Vista; and the City Council of the City of Chula Vista may, by majority
vote, at any time remove any Independent Director for any reason.
(g) Filling Vacancies. Vacancies in the office of Independent Director shall
be filled by the City Council of the City of Chula Vista. Unless removed pursuant to
Section 3(t) of this Article VII, each Independent Director so designated or elected shall
hold office until a successor has been elected and qualified.
(h) No Vacancv on Reduction of Number of Directors. Subject to any other
provisions of these bylaws, no reduction of the authorized number of directors shall have
the effect of removing any Independent Director before that Director's term of office
expIres.
Section 4.
Directors' Meetinl!s.
(a) Place of Meetings. Meetings of the board of directors may be held at any
place within the City of ChuIa Vista that has been designated from time to time by
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resolution of the board or in the notice of the meeting. In the absence of such
designation, meetings shall be held at the principal office of this corporation.
(b) Annual Meeting. The annual meeting of the board of directors shall be
held each year on a date and at a time designated by the board of directors. The date so
designated shall be within fifteen (15) months after the last annual meeting. At each
annual meeting directors subject to election shall be elected, officers shall be elected and
any other proper business may be transacted.
(c) Other Regular Meetings. Other regular meetings of the board of directors
may be held at such time and place as shall from time to time be fixed by the board of
directors.
(d) Special Meetings. Special meetings of the board of directors for any
purpose or purposes may be called at any time by the chair of the board, the chief
executive officer, or the secretary, or any two (2) directors. Notice of the time and place
of special meetings shall be given to each director in accordance with the Ralph M.
Brown Act, Califomia Government Code Section 54950, et seq., ("Brown Act")
(e) Ouorum. A majority of the authorized appointed number of directors shall
constitute a quorum for the transaction of business. Every act or decision done or made
by a majority of the directors present at a meeting duly held at which a quorum is present
shall be regarded as the act of the board of directors, subject to the more stringent
provisions of these Bylaws, the articles of incorporation, and the California Nonprofit
Corporation Law, including, without limitation, those provisions in these Bylaws and the
articles of incorporation relating to (i) the investment and management of the funds of
this corporation, and (ii) the '."eto poy;er ovcr cxpcnditHrcs vested in the City Directors,
llfl4-those provisions of the California Nonprofit Corporation Law relating to a) approval
of contracts or transactions in which a director has a direct or indirect material financial
interest, b) appointment of committees, and c) indemnification of directors. A meeting at
which a quorum is initially present may continue to transact business, notwithstanding
the withdrawal of directors, if any action taken is approved by at least a majority of the
required quorum for that meeting.
(f) Adiournment. A maJonty of the directors present, whether or not
constituting a quorum, may adjourn any meeting to another time and place.
(g) Notice of Adjournment. Notice of the time and place of holding an
adjourned meeting shall be given in accordance with the Brown Act.
(h) Open Meeting Law Compliance. Notwithstanding any other provision of
these Bylaws, including but not limited to this Section 4 and Section 5 of Article VII, the
corporation shall be subject to, and comply with, all of the provisions of the Brown Act;
and the board of directors shall be deemed to be a "legislative body" as defined by the
Brown Act.
Section 5. Compensation. Directors may receive such compensation for their
services and reimbursement for costs and expenses incurred in service to the corporation, as may
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be fixed or determined by resolution of the City Council of the City of Chula Vista, as may be
amended from time to time by the City Council.
ARTICLE VIII
OFFICERS
Section 1. Officers. The officers of this corporation shall be a chair of the board of
directors, a chief executive officer, a secretary, a chief financial officer, and a general counsel.
Any number of offices may be held by the same person, except that neither the secretary nor the
chief financial officer may serve concurrently as the chair ofthe board.
Section 2. Resi!!:nation of Officers. Any officer may resign at any time by giving
written notice to the board of directors. Any resignation shall take effect at the date of the
receipt of that notice or at any later time specified in that notice; and, unless otherwise specified
in that notice, the acceptance of the resignation shall not be necessary to make it effective. Any
resignation is without prejudice to the rights, if any, of this corporation under any contract to
which the officer is a party.
Section 3. Vacancies in Office. A vacancy in any office because of death,
resignation, removal, disqualification, or any other cause shall be filled only in the manner
prescribed in these Bylaws for regular appointment to that office.
Section 4. Chair of the Board. The chair of the board of directors shall be the
person elected bv the board of directors. At the first regular meeting of the board of directors
following Julv I st of every vear. or as soon as practical thereafter. the board shall elect a chair
and a vice-chair from its members. The chair and vice-chair thus selected shall serve for a period
of one vear. ser:ing as the duly elected or appoiflted and qualified mayor of the City of Chula
Vi-stfr.. The chair shall preside at meetings of the board of directors and exercise and perform
such other powers and duties as may be from time to time assigned to him orher by the board of
directors or prescribed by the Bylaws. In the absence of the chair, the vice-chair shall serve as
the presiding officer. In thc absence of the chair. the vice-chair shall serve as the Dresiding
officer.
Section 5. Chief Executive Officer. The Chief Executive Officer shall be the duly
appointed or designated Executive Director of the Redevelopment Agency. The chief executive
officer shall, subject to the control of the board of directors, generally supervise, direct, and
control the business of the corporation, as set forth in these Bylaws. The chief executive officer
shall have such other powers and duties as may be prescribed by the board of directors or the
Bylaws.
Section 6. Secretary. The secretary shall be the person appointed by the chief
executive officer. The secretary shall attend to the following:
(a) Book of Minutes. The secretary shall keep or cause to be kept, at the
principal office or such other place as the board of directors may direct, a book of
minutes of all meetings and actions of the board of directors, with the time and place of
holding, whether regular or special, and, if special, how authorized, the notice given, the
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names of those present at such meetings, the number of directors present or represented at
directors' meetings, and the proceedings of such meetings.
(b) Notices. Agendas. Seal and Other Duties. The secretary shall give, or
cause to be given, notice of all meetings of the board of directors required by the Bylaws
or by law to be given, including but not limited to the agenda requirements of the Brown
Act. The secretary shall keep the seal of the corporation in safe custody. The secretary
shall have other powers and perform such other duties as may be prescribed by the board
of directors or the Bylaws.
Section 7. Chief Financial Officer. The Chief Financial Officer shall be the person
serVing as the duly appointed Director of Finance of the City of Chula Vista, or his or her
designee. The Chief Financial Officer shall attend to the following:
(a) Books of Account. The Chief Financial Officer shall keep and maintain,
or cause to be kept and maintained, adequate and correct books and records of accounts
of the properties and business transactions of this corporation. The chief financial officer
shall send or cause to be given to the directors such fmancial statements and reports as
are required to be given by law, by these Bylaws, or by the board. The books of account
shall be open to inspection by any director at all reasonable times.
(b) Comorate Budget and Audit. The Chief Financial Officer shall be
responsible for preparing and implementing the corporation's annual budget, and
reviewing the annual audit of the corporation's books and accounts.
(c) Deposit and Disbursement of Monev and Valuables. The Chief Financial
Officer shall deposit and manage all money and other valuables in the name and to the
credit of this corporation with such depositories as may be designated by the board of
directors and the chief financial officer shall disburse the funds of this corporation as may
be ordered by the board of directors, in accordance with the provisions of these Bylaws.
The chief financial of1lcer shall render to the chief executive officer and directors,
whenever they request it, an account of all transactions effected by the Chief Financial
Officer and of the financial condition of this corporation. The chief financial officer shall
have such other powers and perform such other duties as may be prescribed by the board
of directors or the By laws.
(d) Bond. If required by the board of directors, the Chief Financial Officer
shall give this corporation a bond in the amount and with the surety or sureties specified
by the board of directors for faithful performance of the duties of such office and for
restoration to this corporation of all its books, papers, vouchers, money, and other
property of every kind in the possession or under control of the Chief Financial Officer
on such officer's death, resignation, retirement, or removal from office. The corporation
shall pay the costs of acquiring, and the annual premiums on, such bond.
Section 8. General Counsel. The general counsel to the corporation shall be the
person serving as the duly appointed or designated City Attorney of the City of Chula Vista, or
his or her designee. The General Counsel shall advise the corporation's board and officers,
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oversee legal compliance of corporation activities, approve as to form all legal documents
approved or entered into by the corporation, and prepare all legal documents on behalf of the
corporation.
ARTICLE IX
INDEMNIFICATION OF DIRECTORS. OFFICERS. EMPLOYEES. AND AGENTS
Section 1. Ril!ht of Indemnitv. To the fullest extent permitted by law, this
corporation shall indemnifY any present or former director, officer, employee or other "agent" of
the corporation, as that term is defined in Section 5238 of the California Nonprofit Corporation
Law, against all expenses, judgments, fines, settlements and other amounts actually and
reasonably incurred by them in connection with any "proceeding," as that term is used in that
Section, and including an action by or in the right of the corporation, by reason of the fact that
the person is or was a person described in that section. "Expenses," as used in this bylaw, shall
have the same meaning as in Section 5238(a) of the California Corporations Code.
Section 2. Approval of Indemnitv. On written request to the board by any person
seeking indemnification under Section 5238(b) or Section 5238(c) of the California Corporations
Code, the board shall promptly determine under Section 5238(e) of the California Corporations
Code whether the applicable standard of conduct set forth in Section 5238(b) or Section 5238(c)
has been met and, if so, the board shall authorize indemnification. If the board cannot authorize
indemnification because the number of directors who are parties to the proceeding with respect
to which indemnification is sought prevents the formation of a quorum of directors who are not
parties to that proceeding, the board shall promptly call a meeting of members. At that meeting,
the members shall determine under Section 5238(e) of the California Corporations Code whether
the applicable standard of conduct set forth in Section 5238(b) or Section 5238(c) has been met
and, if so, the members present at the meeting in person or by proxy shall authorize
indemnification.
Section 3. Advancement of Expenses. To the fullest extent permitted by law and
except as otherwise determined by the board in a specific instance, expenses incurred by a person
seeking indemnification under Sections 5238(b) or 5238(c) of the California Corporations Code
in defending any proceeding covered by those Sections shall be advanced by the corporation
before final disposition of the proceeding, on receipt by the corporation of an undertaking by or
on behalf of that person that the advance will be repaid unless it is ultimately determined that the
person is entitled to be indemnified by the corporation for those expenses.
Section 4. Insurance. The corporation shall have the right to purchase and maintain
insurance to the full extent permitted by law on behalf of its officers, directors, employees, and
other agents, against any liability asserted against or incurred by any officer, director, employee,
or agent in such capacity or arising out of the officer's, director's, employee's, or agent's status
as such.
ARTICLE X
RECORDS AND REPORTS
Section 1.
Maintenance of Corporate Records. The corporation shall keep:
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(a) Adequate and correct books and records of account; and
(b) Written minutes of the proceedings of its board and committees of the
board.
Section 2. Inspection bv Directors. Every director shall have the absolute right at
any reasonable time to inspect the corporation's books, records, documents of every kind,
physical properties, and the records of each of its subsidiaries. The inspection may be made in
person or by the director's agent or attorney. The right of inspection includes the right to copy
and make extracts of documents.
Section 3. Independent Audit and Annual Report. The corporation shall cause an
independent annual financial audit and annual report to be sent to the directors for review, and be
presented to the Chula Vista City Council, within six (6) months after the close of the
corporation's fiscal year. That audit and report shall contain the following information, in
appropriate detail, for the fiscal year:
(a) The assets and liabilities, including the trust funds, of the corporation as of
the end of the fiscal year.
(b) The principal changes in assets and liabilities, including trust funds.
(c) The revenue or receipts of the corporation, both umestricted and restricted
to particular purposes.
(d) The expenses or disbursements of the corporation for both general and
restricted purposes.
(e) Any information required by Section 4 below.
The annual independent audit and annual report shall be accompanied by any report on it
of independent accountants.
Section 4. Annual Statement of Certain Transactions and Indemnifications. As
part of the annual report to all directors, or as a separate document if no annual report is issued,
the corporation shall annually prepare and furnish to each director a statement of any transaction
or indemnification of the following kind within one hundred twenty (J 20) days after the end of
the corporation's fiscal year:
(a) Any transaction (i) in which the corporation, its parent, or its subsidiary
was a party, (ii) in which an "interested person" had a direct or indirect material financial
interest, and (iii) which involved more than Fifty Thousand Dollars ($50,000.00), or was
one of a number of transactions with the same interested person involving, in the
aggregate, more than Fifty Thousand Dollars ($50,000.00). For this purpose, an
"interested person" is either of the following:
(i) Any director or officer of the corporation, its parent, or subsidiary
(but mere common directorship shall not be considered such an interest); or
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(ii) Any holder of more than ten percent (10%) of the voting power of
the corporation, its parent, or its subsidiary. The statement shall include a brief
description of the transaction, the names of interested persons involved, their
relationship to the corporation, the nature of their interest in the transaction and, if
practicable, the amount of that interest, provided that if the transaction was with a
partnership in which the interested person is a partner, only the interest of the
partnership need be stated.
(b) Any indemnifications or advances aggregating more than Ten Thousand
Dollars ($10,000.00) paid during the fiscal year to any officer or director of the
corporation under Article IX of these Bylaws, unless that indemnification has already
been approved by the directors under Section 5238(e) (2) of the California Corporations
Code.
ARTICLE XI
COMPLIANCE WITH LAWS
Section 1. Application of Political Reform Act. Notwithstanding any other
provision of these Bylaws, the corporation shall be subject to, and comply with, all of the
provisions of the Political Reform Act of 1976, Government Code Section 81000, et seq,
("PRA"), as amended from time to time. The corporation shall be deemed to be an "agencv,"
and each director and officer shall be deemed to be a "designated emplovee," as defined in the
PRA. Each director and officer shall be subject to the conflict of interest reporting and
disqualification requirements of the PRA. The board of directors shall adopt, periodically
review, and, if necessary, amend, a "conflict of interest code" as such term is defined in the PRA.
Section 2. Application of Government Code Section 1090. City Direetors shall
be subject to the pro':isions of California Government Code section 1909, eo'. scq. ("Section
1909"). as lliTlended from titTle to time, and the eOfj'loration shall be deemed a "body" of which
the City Director is a member. No Independent Director shall be financially interested in any
contract made by him or her in his or her official capacity as a director or by the corporation.
Nor shall any Independent Director be a purchaser at any sale or vendors at any purchase made
by him or her in his or her official capacity as a director or made by the board of directors. The
prohibitions in this Section 2 shall be interpreted in the same manner as the prohibitions
contained in Government Code Section 1090, et. seg.
Section 3. Compliance with Other Laws. This corporation and its officers shall be
subject to all applicable local, State and Federal laws, and all ordinances and resolutions of the
City of Chula Vista, including those governing the conduct of bodies, commissions and
committees of the City and members of such bodies, commissions and committees.
ARTICLE XII
GENERAL CORPORATE MATTERS
Section 1. Fiscal Year. The fiscal year of this corporation shall commence on July I
and conclude on the immediately following June 30.
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Section 2. CVRC Budeet. Prior to the commencement of each fiscal year of this
corporation, the board of directors shall adopt a budget setting forth the estimated capital,
operating and other expenditures required in connection with, and estimated receipts from, the
activities of the corporation for such fiscal year; provided, however, that during its first fiscal
year, the board of directors shall adopt a budget for that initial year within four months of the
first meeting of the board of directors. No budget shall become effective unless and until
approved by the City Council of the City of Chula Vista. No expenditure may be made or
obligation incurred which, when added to any other expenditure or obligation for the fiscal year
of the corporation, exceeds the budget for that fiscal year by more than $5,000.00 or any line
item specified in the budget by more than five percent (5%), without the prior approval of a
majority of the City Directors City Council of the Citv ofChula Vista.
Section 3. Redevelopment Aeencv Priorities and Budeet. Prior to the
commencement of each fiscal year of the Redevelopment Agency, the board of directors shall
make recommendations to the Redevelopment Agency of the City ofChula Vista for its strategic
priorities, budget, and work plan.
Section 4. Investment Policv: Monev Manaeer. The board of directors shall adopt
and annually review and, if necessary, amend an investment policy for the corporation. Neither
the investment policy nor any amendment thereof shall be deemed adopted by the board of
directors unless a majority of the City Directors the Citv Council of the Citv of Chub Vista
approveii such investment policy or amendment.
Section 5. Checks. Drafts. Evidence of Indebtedness. All checks, drafts or other
orders for payment of money, notes or other evidences of indebtedness, issued in the name of or
payable to this corporation, shall be signed or endorsed by such person or persons and in such
marrner as from time to time shall be determined by resolution of the board of directors. Such
resolution shall require the apj'lroyal of the board of directors, ineluding a majority of the City
Directors.Citv Council of the Citv ofChula Vista.
Section 6. Corporate Contracts and Instruments. The board of directors,
ffi€ffiding a majority of the City Directorssubiect to the approval of the Citv Council of the Citv
of Chub Vista, and except as otherwise provided in these Bylaws, may authorize any officer or
officers, agent or agents, to enter into any contract or execute any instrument in the name of and
on behalf of this corporation, and this authority may be general or confined to specific instances;
and, unless so authorized or ratified by the board of directors or within the agency power of an
officer, no officer, agent or employee shall have any power or authority to bind this corporation
by any contract or engagement or to pledge its credit or to render it liable for any purpose or for
any amount.
Section 7. Construction and Definitions. Unless the context requires otherwise, the
general provisions, rules of construction, and definitions in the California Nonprofit Corporation
Law shall govern the construction of these Bylaws. Without limiting the generality of the above,
the masculine gender includes the feminine and neuter, the singular number includes the plural,
the plural number includes the singular, and the term "person" includes both a legal entity and a
natural person.
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Section 8. Compliance With Public Records Act. The Corporation shall comply
with and be subject to the provisions of the California Public Records Act, California
Government Code Section 6250 et. seq. The Corporation shall be deemed a "Local Agencv" as
that term is used in the California Public Records Act, and as such, shall be subject to all
obligations and exemptions under the California Public Records Act.
ARTICLE XIII
AMENDMENTS
New Bylaws may be adopted or these Bylaws may be amended or repealed by a majority
vote of the board of directors, includia; a m.ajority of the City Directorssubiect to the ratification
by the City Council of the City ofChula Vista.
J:Attomey/EhulVCVRC Reorg /By Laws ' 01 971 1307
J:\Attomey\MichaelSb\CVRC\CVRCReorg.FinalDocs\Att3-CVRCReformationBylaws-5.24.07-Final.doc
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ATTACHMENT 4
Chapter 2.55 Chula Vista Redevelopment Corporation
2.55.010
Creation Authorized.
The creation and formation of the Chula Vista Redevelopment Corporation is hereby
authorized.
2.55.020
Purpose and Intent.
It is the purpose and intent of the city council in establishing the Chula Vista
Redevelopment Corporation to create a separate entity to serve as a resource to, and to advise
and make recommendations to, the city council and redevelopment agency regarding planning
and redevelopment of designated territories and areas of the city. The corporation shall assume
certain powers and responsibilities with respect to planning and redevelopment that were
previously delegated or assigned to the Chula Vista Redevelopment Agency and the planning
and resource conservation commissions, and the design review committee, of the city.
2.55.030
Territory Subject to Corporation Activities.
The corporation shall exercise its powers and functions over such territories or
geographic areas of the city as the city council may from time to time designate by resolution or
ordinance.
2.55.040
Functions and Duties.
The specific functions and duties of the corporation shall be as set forth in Sections
2.55.050 through 2.55.080, and in the corporation's bylaws approved by the city council, as such
bylaws may from time to time be amended in accordance with its procedures.
2.55.050
Previous Planning Commission Functions.
A. Legislative Activities. In addition to the exercise by the planning commission of
advisory powers and functions with respect to legislative actions within its subject matter
jurisdiction, the corporation shall review and make recommendations to the city council on all
legislative planning items to the extent that the items relate to those geographic areas of the city
that the city council designates as areas within which the corporation has the authority to
exercise planning and redevelopment functions and within the Urban Core Specific Plan Area.
These advisory powers and functions of the corporation shall be in addition to, and not in lieu of,
the advisory powers and functions of the planning commission with respect to legislative
planning matters.
B. Administrative Activities. The corporation shall assume the functions of the
planning commission with respect to administrative and quasi-judicial items that relate to lands
or uses within the geographic areas of the City that the city council designates as areas within
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Page 2
which the corporation has the authority to exercise planning and redevelopment functions. Any
action by the corporation under this paragraph shall be subject to appeal to the city council
pursuant to Chapter 19.12 or Chapter 19.14, as applicable, of the Municipal Code.
2.55.060
Previous Redevelopment Agency Functions.
Notwithstanding any provisions of Chapter 2.24, the corporation shall have responsibility
as follows:
A. Recommendations. With respect to consideration of owner participation
agreements, disposition and development agreements, and other approvals and agreements
requiring expenditure of funds (other than solely the funds of the corporation), regulations, and
other legislative functions or activities (such as eminent domain, issuance of bonds, and other
financial transactions not involving solely the funds of the corporation) relating to lands or uses
within those geographic areas of the City that the city council designates as areas within which
the corporation has the authority to exercise planning and redevelopment functions, the
corporation shall transmit a recommendation on such matters to the redevelopment agency, or to
the city council, as applicable.
B. Approvals. Notwithstanding the provIsIOns of 2.55.060(A), with respect to
consideration of exclusive negotiating agreements, replacement housing plans, and other
approvals and agreements requiring expenditure of only the funds of the corporation, the
corporation shall act on such items in accordance with the applicable provisions of the bylaws.
In addition, the corporation shall assume the functions of the redevelopment agency with respect
to administrative and quasi-judicial items relating to lands or uses within the geographic areas of
the City that the city council designates as areas within which the corporation has the authority to
exercise planning and redevelopment functions. Any action by the corporation pertaining to
administrative and quasi-judicial items under this paragraph shall be subject to appeal to the city
council pursuant to Chapter 19.12 or Chapter 19.14, as applicable, of the Municipal Code.
2.55.070
Previous Resource Conservation Commission Functions.
Notwithstanding any provision of Chapter 2.32, the Chula Vista Redevelopment
Corporation shall carry out the duties of the resource conservation commission within those
geographic areas of the City that the city council designates as areas within which the Chula
Vista Redevelopment Corporation has the authority to exercise planning and redevelopment
functions.
2.55.080
Previous Design Review Committee Functions.
Notwithstanding any provision of Chapter 19.14, the Chula Vista Redevelopment
Corporation shall carry out the duties of the design review committee within those geographic
areas of the City that the city council designates as areas within which the Chula Vista
Redevelopment Corporation has the authority to exercise planning and redevelopment functions.
3-d-g
2
Ordinance No.
Page 3
2.55.090
Board of Directors' Membership.
A. Number of directors. The board of directors of the corporation shall consist of Jill
lcLnine (9) voting members, indllding five (5) "city directors" and fOllr (4) "independent
directors." none of whom shall be dulv elected or appointed and qualified members of the Citv
Council then in office.
B. City Directors. The five city directors shall be the fi'ie duly elected or aJ3pointed
and qllalified members of tile city council then in office.
GeE.
Independent Directors.
I.
The four independent directors shall consist of members of the public
appointed to the corporation board of directors by majority vote of the city
council for four (4) year staggered terms, based upon the criteria and
qualifications set forth in the corporation bylaws approved by the city
council, as such bylaws may be amended from time to time.
2.
The initial terms of independent directors shall be for nominal periods of
two and four years, commencing upon appointment and concluding for
two independent directors on June 30th of the second year of the term, and
for the remaining two independent directors on June 30th of the fourth
year of the term, unless an inde]3endent director's office becomes vacant
prior to the end of such initial term. Thereafter, all indeflendent directors
shall serve for a term of four years, concluding on June 30th of the fourth
year of the term, subject to removal or resignation pursuant to the
corporation's bylaws.
3.
Appointment of the independent directors to their initial nominal two-year
and four-year terms shall be as determined by the bylaws.
4.
By majority vote, the city council shall have the power to remove any
inde]3endent director for any reason, to reappoint any independent director
to a succeeding four-year term without any limit on the number of terms
served by such independent directors except as set forth in the corporation
bylaws approved by the city council, and to appoint any person meeting
the criteria and qualifications set forth in the corporation bylaws to a
vacant indepefldent director office. Subject to the city council's power to
remove <Lan independent director, all directors of the corporation shall
hold office until a successor has been appointed and qualified.
C. Election and Duties of Chair and Vice Chair
I. Election of chair and vice-chair. At the first regular meeting of the board
of directors. following Julv 151 of everv vear. or as soon as practical
3-d.C}
3
Ordinance No.
Page 4
thereafter. the board shall elect a chair and vice-chair from its
membership. The chair and vice-chair shall serve for a period of one vear.
2. Duties of the chair and vice-chair. The chair shall serve as presiding
officer at meetings. In the absence of the chair. the vice-chair shall serve
as presiding officer.
2.55.100
Operation of the Corporation
A. Time of meetings. The regular meetings of the corporation board of directors
shall be held on the second and fourth Thursdays of each month, at 6:00 P.M., and at such other
dates and times as the board of directors may designate as adjourned or special meetings of the
board of directors of the corporation.
B. Place of meetings. Unless the corporation shall otherwise establish a meeting
place in accordance with its bylaws, the meetings of the corporation board of directors shall be
held at 276 Fourth Avenue, in the City ofChula Vista.
C. Notice of meetings. The meetings of the corporation board of directors, and
notice thereof, shall be governed by the same rules and regulations by which the city council is
bound in the conduct of public meetings.
D. Conduct of meetings. The conduct of meetings, including requirements for
quorum, the vote required for passage of any motion, the means by which proposed actions are
considered, and other matters, shall be undertaken in accordance with the bylaws approved by
the city council, as such bylaws may be amended from time to time by the corporation board of
directors.
E. Board Operating Budget. The corporation shall annually prepare a proposed
corporation board of directors operating budget, including but not limited to board director
stiRends, training, travel, membership, and miscellaneous expenses, and costs of audit. Upon
approval by the corporation board of directors, the proposed budget shall be forwarded to the city
council for consideration as part of the City's annual budget.
F. Gifts and grants. Subject to approval by the city council, the corporation may
accept gifts and grants from any source to assist it in the performance of its functions. In the
event that private funds or funds from other governmental agencies are made available for
special projects, surveys, educational programs, or general program support, the corporation is
authorized to enter into appropriate contracts for the utilization of such funds in furtherance for
the purpose and intent of, and the duties of functions of, the corporation, subj ect to ratification of
such contracts by the city council.
2.55.200
Director Compensation and Reimbursement.
The city council may, by resolution, authorize and establish compensation to the board of
directors of the corporation, and authorize the corporation to reimburse directors, officers and
3-30
4
Ordinance No.
Page 5
employees for actual, necessary and reasonable expenses, including mileage, incurred in the
performance of their duties authorized, directed or approved by the corporation board of
directors.
Presented by
Approved as to form by
Jim Thomson
Interim City Manager
Ann Moore
City Attorney
3-3)
5
Ordinance No.
Page 6
PASSED, APPROVED, and ADOPTED by the City Council of the City ofChula Vista,
California, this 7th day of June, 2005, by the following vote:
AYES:
Councilmembers:
Castaneda, Davis, McCann, Rindone and Padilla
NAYS:
Councilmembers:
None
ABSENT:
Councilmembers:
None
Stephen C. Padilla, Mayor
ATTEST:
Susan Bigelow, MMC, City Clerk
STATE OF CALIFORNIA )
COUNTY OF SAN DIEGO )
CITY OF CHULA VISTA )
I, Susan Bigelow, City Clerk of Chula Vista, California, do hereby certifY that the foregoing
Ordinance No. 3008 had its first reading at a regular meeting held on the 24th day of May, 2005
and its second reading and adoption at a regular meeting of said City Council held on the 7th day
of June, 2005.
Executed this 7th day ofJune 2005.
Susan Bigelow, MMC, City Clerk
J:Attomey/EhuIVCVRC Reorgl033008.ord 201 071 1307
J:\AttomeylM:ichaelSh\CVRC\CVRCReorg-FinaIDocs\Att4-CVRCReformationOrd-S .24.07-Draftl.doc
,3-- 362-
6
CVRC RESOLUTION NO. 2007-
RESOLUTION OF THE CHULA VISTA REDEVELOPMENT
CORPORATION CITY DIRECTORS AMENDING THE CVRC
ARTICLES OF INCORPORATION TO REMOVE THE CITY
COUNCIL MEMBERS FROM THE CVRC BOARD OF
DIRCTORS
WHEREAS, on May 24,2005, the City Council and Redevelopment Agency of the City of
Chula Vista jointly adopted Resolution Nos. 2005-175 and 2005-1911, respectively, approving and
adopting legal and operating documents for the formation of the Chula Vista Redevelopment
Corporation ("CVRC") as a 50 I (c)(3) nonprofit, public benefit corporation; and
WHEREAS, the legal and operating documents adopted for the CVRC included Articles of
Incorporation that set forth, among other things, the structure, composition, and operations of the
CVRC; and
WHEREAS, on December 19, 2006, the City Council formed a subcommittee, consisting of
the Mayor and Deputy Mayor, to review and evaluate the structure of the CVRC; and
WHEREAS, on March 22, 2007 the Council Subcommittee presented a full report for
consideration by the CVRC, Redevelopment Agency, and City Council containing
recommendations for structural modifications to the CVRC; and
WHEREAS, on March 22, 2007 the CVRC recommended by resolution and the
Redevelopment Agency, and City Council approved by resolution the Council Subcommittee's
recommendations which included removing the Council Members from the CVRC Board of
Directors and that the remaining Board of Directors be supplemented by one to five Chula Vista
resident(s) selected by the City Council and possessing expertise and experience in one or more
of the following professional fields: education, business, finance, architecture, civil engineering,
urban planning and/or design, science, environmental planning, environmental remediation,
environmental law, and real estate, including real estate development, investment, and law; and
WHEREAS, staff has reviewed the proposed activity for compliance with the State of
California Environmental Quality Act ("CEQA"), California Public Resources Code Section 21000
et seq., and has determined that the activity is not a "Project" as defined under Section 15378(b)(5)
of the State CEQA Guidelines, therefore, pursuant to Section 15060(c)(3) of the State CEQA
Guidelines the activity is not subject to CEQA.
NOW, THEREFORE, BE IT RESOLVED that the City Directors of the ChuIa Vista
Redevelopment Corporation do hereby amend sections IV and VIII of the CVRC Articles of
Incorporation to wit:
IV.
This corporation's Board of Directors shall have up to nine (9) directors, none of whom
,3 CL- /
CVRC Resolution No.
Page 2
shall be persons serving as the duly elected or appointed members of the City Council of
the City of Chula Vista.
VIII.
These Articles may not be amended without the prior written consent of a majority of
the members of the Chula Vista City Council.
Presented by:
Approved as to form by:
Jim Thomson
Interim City Manager and Executive Director
.Counsel
J :\AttorneylMichaelSh\CVRC\CVRCReorg-FinalDocs\CVRCReformationResol-5.24.07.PinaLdoc
Attachment 5
-3 tL--':<
CYRC RESOLUTION NO. 2007-
RESOLUTION OF THE CHULA VISTA REDEVELOPMENT
CORPORATION AMENDING THE CVRC BYLAWS TO
REMOVE THE CITY COUNCIL MEMBERS FROM THE CYRC
BOARD OF DIRCTORS
WHEREAS, on May 24,2005, the City Council and Redevelopment Agency of the City of
Chula Vista jointly adopted Resolution Nos. 2005-175 and 2005-1911, respectively, approving and
adopting legal and operating documents for the formation of the Chula Vista Redevelopment
Corporation ("CVRC") as a 501(c)(3) nonprofit, public benefit corporation; and
WHEREAS, the legal and operating documents adopted for the CVRC included Bylaws
that set forth, among other things, the structure, composition, and operations of the CVRC; and
WHEREAS, on December 19, 2006, the City Council formed a subcommittee, consisting of
the Mayor and Deputy Mayor, to review and evaluate the structure of the CVRC; and
WHEREAS, on March 22, 2007 the Council Subcommittee presented a full report for
consideration by the CVRC, Redevelopment Agency, and City Council containing
recommendations for structural modifications to the CVRC; and
WHEREAS, on March 22, 2007 the CVRC recommended by resolution and the
Redevelopment Agency, and City Council approved by resolution the Council Subcommittee's
recommendations which included removing the Council Members from the CVRC Board of
Directors and that the remaining Board of Directors be supplemented by one to five Chula Vista
resident(s) selected by the City Council and possessing expertise and experience in one or more
of the following professional fields: education, business, finance, architecture, civil engineering,
urban planning and/or design, science, environmental planning, environmental remediation,
environmental law, and real estate, including real estate development, investment, and law; and
WHEREAS, staff has reviewed the proposed activity for compliance with the State of
California Environmental Quality Act ("CEQA"), California Public Resources Code Section 21000
et seq., and has determined that the activity is not a "Project" as defined under Section l5378(b)(5)
of the State CEQA Guidelines, therefore, pursuant to Section 15060(c)(3) of the State CEQA
Guidelines the activity is not subject to CEQA.
NOW, THEREFORE, BE IT RESOLVED that the Board of Directors of the Chula Vista
Redevelopment Corporation do hereby amend the Chula Vista Redevelopment Corporation Bylaws
as indicated on attached F"hihit 1 .
Presented by:
Jim Thomson
Interim City Manager and Executive Director
J:\Attomey\MicbaelSh\CVRC\CVRCReorg-FinalDocs\Att6-CVRCRefonnationReso2-5.24.07-Final.doc
:3 6-1
Attachment 6
CVRC RESOLUTION NO. 2007-
RDA RESOLUTION NO. 2007-
RESOLUTION OF THE CHULA VISTA REDEVELOPMENT
CORPORATION AND CHULA VISTA REDEVELOPMENT
AGENCY RECOMMENDING THAT THE CITY COUNCIL
AMEND CHAPTER 2.55, SECTION 2.55.090 OF THE CHULA
VISTA MUNICIPAL CODE TO REMOVE THE CITY COUNCIL
MEMBERS FROM THE CVRC BOARD OF DIRCTORS
WHEREAS, on May 24,2005, the City Council and Redevelopment Agency of the City of
Chula Vista jointly adopted Resolution Nos. 2005-175 and 2005-1911, respectively, approving and
adopting legal and operating documents for the formation of the Chula Vista Redevelopment
. Corporation ("CVRC") as a 501(c)(3) nonprofit, public benefit corporation; and
WHEREAS, the legal and operating documents adopted for the CVRC included chapter
2.55 of the Chula Vista Municipal Code that set forth, among other things, the structure,
composition, and operations of the CVRC; and
WHEREAS, on December 19, 2006, the City Council formed a subcommittee, consisting of
the Mayor and Deputy Mayor, to review and evaluate the structure of the CVRC; and
WHEREAS, on March 22, 2007 the Council Subcommittee presented a full report for
consideration by the CVRC, Redevelopment Agency, and City Council containing
recommendations for structural modifications to the CVRC; and
WHEREAS, on March 22, 2007 the CVRC recommended by resolution and the
Redevelopment Agency, and City Council approved by resolution the Council Subcommittee's
recommendations which included removing the Council Members from the CVRC Board of
Directors and that the remaining Board of Directors be supplemented by one to five Chula Vista
resident( s) selected by the City Council and possessing expertise and experience in one or more
of the following professional fields: education, business, finance, architecture, civil engineering,
urban planning and/or design, science, environmental planning, environmental remediation,
environmental law, and real estate, including real estate development, investment, and law; and
WHEREAS, staff has reviewed the proposed activity for compliance with the State of
California Environmental Quality Act ("CEQA"), California Public Resources Code Section 21000
et seq., and has determined that the activity is not a "Project" as defined under Section 15378(b)(5)
of the State CEQA Guidelines, therefore, pursuant to Section 15060( c )(3) of the State CEQA
Guidelines the activity is not subject to CEQA.
.3 (2- /
CVRC Resolution No.
RDA Resolution No.
Page 2
NOW, THEREFORE, BE IT RESOLVED that the Board of Directors of the Chula Vista
Redevelopment Corporation and Chula Vista Redevelopment Agency do hereby recommend that
the City Council amend Chapter 2.55, Section 2.55.090 of the Chula Vista Municipal Code as
indicated on attached Fxhihit 1 .
Presented by:
Approved as to form by:
,
;
Jim Thomson
Interim City Manager and Executive Director
J:\Attomey\MichaeISh\CVRC\CVRCReorg-FinalDocs\Att7-CVRCReformationReso3-5.24.07-Final.doc
Attachment 7
,3 C!. ~
CITY COUNCIL ORDINANCE NO. 2007-
ORDINANCE OF THE CHULA VISTA CITY COUNCIL
AMENDING CHAPTER 2.55, SECTION 2.55.090 OF THE
CHULA VISTA MUNICIPAL CODE TO REMOVE THE CITY
COUNCIL MEMBERS FROM THE CVRC BOARD OF
DIRCTORS
WHEREAS, on May 24, 2005, the City Council and Redevelopment Agency of the City of
Chula Vista jointly adopted Resolution Nos. 2005-175 and 2005-1911, respectively, approving and
adopting legal and operating documents for the formation of the Chula Vista Redevelopment
Corporation ("CVRC") as a 501(c)(3) nonprofit, public benefit corporation; and
WHEREAS, the legal and operating documents adopted for the CVRC included chapter
2.55 of the Chula Vista Municipal Code that set forth, among other things, the structure,
composition, and operations of the CVRC; and
WHEREAS, on December 19, 2006, the City Council formed a subcommittee, consisting of
the Mayor and Deputy Mayor, to review and evaluate the structure of the CVRC; and
WHEREAS, on March 22, 2007 the Council Subcommittee presented a full report for
consideration by the CVRC, Redevelopment Agency, and City Council containing
recommendations for structural modifications to the CVRC; and
WHEREAS, on March 22, 2007 the CVRC recommended by resolution and the
Redevelopment Agency, and City Council approved by resolution the Council Subcommittee's
recommendations which included removing the Council Members from the CVRC Board of
Directors and that the remaining Board of Directors be supplemented by one to five Chula Vista
resident(s) selected by the City Council and possessing expertise and experience in one or more
of the following professional fields: education, business, finance, architecture, civil engineering,
urban planning and/or design, science, environmental planning, environmental remediation,
environmental law, and real estate, including real estate development, investment, and law; and
WHEREAS, staff has reviewed the proposed activity for compliance with the State of
California Environmental Quality Act ("CEQA"), California Public Resources Code Section 21000
et seq., and has determined that the activity is not a "Project" as defined under Section 15378(b)(5)
of the State CEQA Guidelines, therefore, pursuant to Section 15060(c)(3) of the State CEQA
Guidelines the activity is not subject to CEQA.
NOW, THEREFORE, the City Council of the City ofChula Vista does ordain as follows:
SECTION 1: That Chapter 2.55, Section 2.55.090 of the Chula Vista Municipal Code is
amended to read as follows:
2.55.090. Board of Directors' Membership.
,3Jj
City Council Ordinance No.
Page 2
A. Number of directors. The board of directors of the corporation shall consist of up
to nine (9) voting members, none of whom shall be duly elected or appointed and qualified
members of the City Council then in office.
B. Directors.
I. The directors shall consist of members of the public appointed to the
corporation board of directors by maj ority vote of the city council for four
(4) year staggered terms, based upon the criteria and qualifications set
forth in the corporation bylaws approved by the city council, as such
bylaws may be amended from time to time.
2. The initial terms of directors shall be for nominal periods of two and four
years, commencing upon appointment and concluding for two directors on
June 30th of the second year of the term, and for the remaining two
directors on June 30th of the fourth year of the term, unless an director's
office becomes vacant prior to the end of such initial term. Thereafter, all
directors shall serve for a term of four years, concluding on June 30th of
the fourth year of the term, subject to removal or resignation pursuant to
the corporation's bylaws.
3. Appointment of the directors to their initial nominal two-year and four-
year terms shall be as determined by the bylaws.
4. By majority vote, the city council shall have the power to remove any
director for any reason, to reappoint any director to a succeeding four-year
term without any limit on the number of terms served by such independent
directors except as set forth in the corporation bylaws approved by the city
council, and to appoint any person meeting the criteria and qualifications
set forth in the corporation bylaws to a vacant director office. Subject to
the city council's power to remove a director, all directors of the
corporation shall hold office until a successor has been appointed and
qualified.
C. Election and Duties of Chair and Vice Chair
I. Election of chair and vice-chair. At the first regular meeting of the board
of directors, following July I st of every year, or as soon as practical
thereafter, the board shall elect a chair and vice-chair from its membership.
The chair and vice-chair shall serve for a period of one year.
2. Duties of the chair and vice-chair. The chair shall serve as presiding
officer at meetings. In the absence of the chair, the vice-chair shall serve
as presiding officer.
Sd-oz
City Council Ordinance No.
Page 2
SECTION 2: This ordinance shall take effect and be III full force thirty (30) days
following its second reading.
Presented by:
Approved as to form by:
Jim Thomson
Interim City Manager
{v\
J :lAttomey\MichaeISh\CVRC\CVRCReorg-FinalDocslAtt8-CVRCReformationOrd-5 .24.07-Final.doc
Attachment 8
3d-o
.
II
APPLICA TION
Name
Residence Address
City
Zip
Home phone
Bus. phone
Email
Employer
Occupation
Please check the field(s) in which you have professional preparation or expertise:
Architecture
_Environmental Planning
_Real Estate Development
Finance
Education
_Urban Planning
Science
Environmental Law
_Civil Engineering
Business
Urban Development
_Urban Design
Have you previously served, or do you currently serve, on a Chula Vista Board,
Committee or Commission? _Yes No If yes, which one(s) and for what period of
time?
Are you, or have you been, involved in any local, civic or community groups?
Yes No
On a separate page, please respond to each of the following in 250 words or less:
I) Please describe the experience or special knowledge that you bring to this position.
2) What do you hope to accomplish in the role of a CYRC Director?
I a ""I fe" ", ." r' ".:i' I, t,,;c ."CtO ,')':. ':'~7,'~'-,;' l' \.:.; C r I), :,! C!: ,'" -, \frs I,' t;::~,,:.1~: '/C /('c'n-;",~' (' f ,::,~_q.,::;c .-;:-,f-ir-,"
By sub.' ; Ttt,'ng Lij i:::- ,'p;:;!fG t;:;r~ J :;'c;"~}b ~(.,;ttcst t.';Dt" (he ,IL~:)':te int'c.'nnatic;!' ,;5' '>::o:ur::::.[.
Signature
Date
Applications should be submitted to the City Clerk's Office.
S:-/
........
if,'!',:,"',
~~
i.
CORPORATiON
CVRC Board
Information Memo - Page 1
CHU!J\ VISTA
DATE: May 24,2007
TO: Chula Vista Redevelopment Corporation Board of Directors
~
VIA: Jim Thomson, Interim City Manager d/ .tOO
Ann Hix, Acting Community Development Director 'WI
FROM: Eric Crockett, Redevelopment Manager @
SUBJECT: Item 3, CVRC 5/24 Agenda
Attached are replacement pages 3-7 and 3-'0 for Agenda Item 3 regarding the CVRC
restructure.
On Pages 3-7 and 3-10, under Article IV., the wording has been changed to read: "This
corporation's Board of Directors shall have up to nine (9) directors.
No other changes have been made to the draft documents.
EC:mab
ATTACHMENTS:
Page 3-7
Page 3-'0
PREPARED BY: Eric Crockett
III.
If the City Ceuncil efthe City efChula Vista ever determines that the corporatien
shall net carry eut any planning er redevelepment activities within any area efthe City ef
Chula Vista, this corporatien shall thereupon be dissolved.
IV.
This cerporatien' s Beard ef Directers shall have UD to nine (9) directers, fi.ve-f!'t
Hf-Wflem-5l1~4he--j3efSOI15--sefVffig as the dulyefe€ted-N--apJ*lilltcd aRa qualified
_befs.-~-ity+euoc4ef the City Elf CIllila--fhereffiafter-fereHed4(HIT~
f)ifeeters'-'.:)[lone....Qf whcl[lL_~t!<!!LQ~.'p_(lrsons serving: ._a~.Jb~__.9Ic[ygle(;jfld__Qf_ appoi nted
mflmb~rs_Qfjh~_C!!'y'.Council ofttIe City ofChula Vista.
v
The name and address in the State ef Califernia efthis cerporatien's initial agent
fer service of process is:
Ann Meore
City Atterney, City €lfChula Vista
276 Fourth Avenue
Chula Vista, CA 91910
VI
A. Notwithstanding any provisien contained in these Articles er in any ether
geverning instrument efthis corporati€ln, this corporatien shall not carry en any activities
net permitted te be carried en (a) by a corporatien exempt frem federal income tax under
Sectien 50 1 (c)(3) €lfthe C€lde er the corresponding provisien €lf any future United States
.J r7
.::J - I
2
ATTACHMENT 2
CERTIFICATE OF AMENDMENT
OF ARTICLES OF INCORPORATION
The undersigned certify that:
1. They are the Chair and the Secretary, respectively, of THE CHULA VISTA
REDEVELOPMENT CORPORATION, a California nonprofit public benefit
corporation,
2. Article IV and Article VIII of the Articles of Incorporation of this corporation
are respectively amended to read as follows
IV,
This corporation's Board of Directors shall have UD to nine (9) directors,
none of whom shall be persons serving as the duly elected or appointed
members of the City Council of the City of Chula Vista,
VIII.
These Articles may not be amended without the prior written consent of a
majority of the members of the Chula Vista City Council.
3. The foregoing amendment of Articles of Incorporation has been duly
approved by the board of directors.
4. The corporation has no members.
We further declare under penalty of perjury under the laws of the State of
California that the matters set forth in this certificate are true and correct of our
own knowledge,
DATE:
Cheryl Cox, Chair of the Board of Directors
Susan Bigelow, Secretary
J:lAtl:omey\MichaelSh\CVRC\Afticlesoporalion-Cer1oiAmentJ..3.23.07-Final.doc
3.-/0