Social and Economic Impact Report

1. The Village
at Market Creek
Social and Economic Impact Report
Calendar Year 2008
Advance Copy

2. The Village at Market Creek
Toward the Resident Ownership
of Neighborhood Change
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3. A Letter to Investors
Hard-Hitting Winds
Jennifer S. Vanica, Despite these previous challenges, the economic storm
President and CEO of 2008 hit with unprecedented impact and uncertainty.
Jacobs Family Foundation No one could predict the future based on the past. No
Jacobs Center for blueprint existed. No assumptions provided guideposts.
Neighborhood Innovation
By mid-year, we knew we were facing unique challenges
in achieving the vision of
A Year of Extraordinary Challenge The Village at Market Creek The economic storm of 2008
As a foundation partnering in community change, as a vibrant live-work-play hit with unprecedented impact
we have faced challenges before. cultural destination.
and uncertainty.
In 1997, we teamed with a small group of community After seven years in the
residents to create a new vision for the Market–Euclid making, Market Creek’s
intersection in San Diego’s southeastern Diamond largest social enterprise — Market Creek Events &
Neighborhoods. We were confronted with long-term Venues, a hospitality, banquet services, and culinary
disinvestment, dark streets, widespread blight, limited training academy on the first floor of the Joe & Vi Jacobs
activities for young people, and lack of commercial Center — debuted just as travel and meeting budgets
services. across the country were cut.
Over the next four years, a committed group of San Diego’s restaurant business was hit hard. At Market
residents and funders worked to acquire and develop Creek Plaza, the locally-owned small businesses were
an abandoned industrial site. We hit every possible impacted by the severe economic downturn and
obstacle. Yet, in 2001, we opened the first major grocery further challenged by eruptions of gang violence
store to serve these neighborhoods in over 30 years. in the surrounding neighborhoods.
Even in the face of the economic downturn that Shrinking business activity slowed
followed 9/11, the old factory site was transformed into the development timeline
a vibrant commercial and cultural center. The initial six for a nearby office
working teams became over 30 Village teams. Land- and industrial
use planning and land acquisition expanded. Residents project.
and funders were working more comprehensively, and
teams began discussing a broader sense of purpose in
creating a strong, safe, vibrant, and caring community.
With this larger scope, new challenges emerged.
We struggled to understand scale at a neighborhood
level. We grappled with how to expand the resource
network, then had to figure out how to coordinate
wide-ranging actions with a growing number
of partners. We were challenged by residents to
create pioneering tools for collective investment
and had to grow to develop the next phase
— the Joe & Vi Jacobs Center — as a central
resource in The Village.
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4. One Market Creek Plaza restaurant launched an
entertainment series. Another created new product
lines and added a buffet to attract evening business.
The businesses focused on customer service and
launched a concerted effort to help residents make
their dollars bounce in their neighborhoods and
save jobs at home. Loans were modified, cash-flow
forecasting intensified, relationship marketing
increased, and meetings with potential customers
and community investors focused on “we-care-and-
want-your-business.”
After two years of
planning for the first Market Creek Events & Venues hosted a series of
homeownership project business mixers. Because of its unique multicultural
in The Village, high foreclosure setting and social enterprise mission, it brought wide
rates quickly shifted the housing demand regional and community interest.
from ownership to rental.
Project Safe Way, staffed by residents at key
In project finance, losses in the financial markets made intersections in The Village neighborhoods, initiated
tax credits questionable. Without completion of a safe-passage-to-school pilot program and partnered
a pending mixed-use Community Plan Amendment, with schools and city police to resolve issues at
status as a smart-growth “shovel-ready” project strategic corners.
could not happen fast enough for limited public
Facing financial challenges, the eight surrounding
sector funding.
schools pulled together to share resources. They
With our assets and those of our foundation partners collaboratively designed a program to serve the most
also impacted, we had to rethink how to gain greater challenged students, strengthen systems that support
leverage, partner more effectively, and reduce the need families, and bolster the learning environment in the
for loan guarantees, which strapped our resources. broader Village.
Young people began stepping into the lead.
The Creativity of Teams Writerz Blok, an urban art program, contracted with
If the greatest opportunities for innovation come the San Diego Unified School District to create mural
in the most challenging times, then 2008 was prime art with youth teams, becoming a juvenile-diversion
time for The Village at Market Creek. program. At the same time, an emerging “I Am the
Movement” youth campaign rallied students from
Faced with severe economic seven campuses to help their peers stay in school.
circumstances, people
In one of the worst years of became creative. They
looked for the synergy,
The Impact of Innovation
business losses in history,
unearthed the opportunity In one of the worst years of business losses in history,
Market Creek Plaza logged
of the moment, and tried Market Creek Plaza logged an unprecedented
an unprecedented $42 million to ferret out any potential $42 million in economic activity. Gross sales were up
in economic activity. percolating under the 5 percent over the year before. Job counts were stable.
surface of the new reality.
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5. Market Creek Partners, LLC was profitable and paid A Report Card on Impact
its 10-percent preferred return to Diamond Community
Investors and the Neighborhood Unity Foundation. This is the third annual
Social and Economic We must work comprehensively
In the broader Village, an additional $10 million Impact Report on
in capital investment created more than 140 new at the intersection of social,
the achievements,
jobs in the area surrounding the Market-Euclid hub. challenges, and learnings economic, physical, and civic
As a year of great challenge, 2008 stands as a testament of the coordinated effort strategies.
to the community’s literal and figurative ownership to raise The Village at
of change and to the ability of residents to innovate Market Creek. As a focal
in the face of hard times. point for joint action, The Village is a strategic effort
to connect residents, markets, resources, and
communities.
A Platform for Learning
While the success of The Village at Market Creek is
For all of us who have played a role in Market Creek,
often measured by square feet of new construction,
it has been a journey into uncharted territory that
number of jobs, and value of contracts, Market Creek
involves taking risks and breaking new ground together.
is mostly about people learning how to work together.
From this journey, we have learned that independent In teams, people develop strong and dynamic networks,
action around isolated issues can’t get at the underlying create bridges to the larger region, and cultivate higher
conditions that require change. We must work expectations for change. This creates cross-cultural
comprehensively at the intersection of social, understanding, ownership, and new platforms for
economic, physical, and civic strategies. problem-solving to improve the health, education,
and safety of the community.
We have learned that this work requires long-term
alliances among players who traditionally have not
worked together — developers and residents, residents
and foundations, securities lawyers and community
builders, grantmakers and tax-credit investors,
museums and graffiti artists, former gang members
and police.
We have learned that in a resident-guided process,
blight is an opportunity for people to develop
individual and community assets while rebuilding
their own neighborhoods.
We have learned that the most creative breakthroughs
happen when residents are the primary leaders in
changing their own neighborhoods. Differences,
disagreements, and barriers — these are
the ingredients for innovation. This kind
of ownership brings people to a new vision,
instills hope, builds skills, and creates
economic value that benefits them.
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6. Because The Village at Market Creek has grown, 3. Community Enterprise and Ownership: This section
this report is organized into five areas. The various reports on the work to build economic opportunity.
teams, partners, and investors who have made this It recounts efforts to develop community-owned
work possible are also organized by these categories: enterprises that bring essential services, create jobs,
expand contracting opportunities, and build community
1. Community Vision and Voice: This section
wealth. Market Creek’s strategies focus on simplifying
reports on civic engagement and community service.
and adapting the tools of the marketplace — such as a
It covers the impact of efforts to mobilize large-scale,
Community Development IPO — so that residents have
cross-cultural resident participation in the planning,
a financial stake in their community and businesses
decision-making, implementation, and ownership
benefit from social responsibility.
of change.
4. Family and Community Networks: This section
2. San Diego’s Smart-Growth Pilot Village: This
documents the work of residents in building the social
section documents the development of the physical
infrastructure of their neighborhoods. It describes
assets of The Village, an effort to reclaim 45 contiguous
the bridges that connect residents, community
acres of blight and turn them into a vibrant mixed-
organizations, and funders to energize learning,
use, transit-oriented cultural village that fosters
support the potential of children, and encourage
environmental sustainability, social equity, and the
healthy lifestyles.
resident ownership of assets. It describes the effort
to rebuild in a way that maximizes and returns the 5. Shared Learning: This section reports on
benefits of development to the immediate community. Market Creek as a shared learning environment
for people across the country. Focused on new
approaches to community building, social enterprise,
and community ownership, partners are investing
in learning, which attracts new ideas to
The Village and stimulates ongoing
innovation in the field.
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7. Thank You to Our Partners Leaning into the Wind
This report reflects the combined work of many This year, we were reminded of what we learned from
residents, community organizations, institutions, Joe Jacobs years ago — when things look like they
foundations, public sector partners, and other are not going to work,
concerned citizens who care about changing the don’t falter. Lean into
dynamic of disinvestment and are coming together the wind. Innovation Innovation will emerge when
for greater impact. It traces our collective journey over will emerge when times times are hard, resources are
the past year, highlights where we were challenged, are hard, resources are
limited, and human potential
what changed, and what we have learned. limited, and human
potential is challenged.
is challenged.
We are grateful for the steadfast commitment
of the San Diego Neighborhood Funders, our PRI We also embraced, like
partners, and our community investors. Local friends never before, the truth of the African proverb:
from San Diego like The Legler Benbough Foundation “To go fast, go alone. To go far, go together.”
anchored us in the storm. National partners like
Don’t just build buildings. Find the connecting
The Annie E. Casey Foundation inspired us to keep
points. Start and stay together. Build a commitment
sailing. Community partners like the Diamond
to and understanding of our common destiny.
Community Investors turned out to help us adjust
Do together what we cannot do alone...
the sails. Without planning support and strategic
investments for implementation, the achievements Become a community.
of 2008 would not have been possible. We will
continue to rely on our public and private partners
to bring the vision of The Village at Market Creek
to fruition.
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8. The work at Market Creek is
based on the assumption that
all people can and must lead.
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9. Goal
Large-scale, cross-cultural
resident participation in the
planning, decision-making,
implementation,
and ownership
of change.
civic engagement
Community Vision and Voice
overview
The Village at Market Creek is about neighbors taking charge of change.
Market Creek’s working teams unite residents across neighborhoods, cultures, and generations
to strengthen joint action and increase the ability of people to break down barriers, engage
in the creative exchange of ideas, and get things done.
From the earliest planning, arts and culture have been galvanizing forces in bringing residents
from the diverse neighborhoods together to envision and plan, foster a sense of belonging,
and celebrate their strength as a community. Participating in building a secure and vibrant
place to live, people have brought the best of themselves and their cultures together to
promote understanding, encourage creativity and problem-solving, and find their voice.
The work at Market Creek is based on the assumption that all people can and must lead —
including our youth. Young people are asked to bring their great gifts to the table and
take on important roles. This builds skills, relationships, and leadership.
It brings new voices to the table.
Diverse stakeholders, working across unlikely relationships,
Innovation
“Working Teams” as the are the foundation for the long-term sustainability
platform for residents to become of community change.
primary leaders of change in their
community.
Challenge
Creating an infrastructure to support
large-scale, cross-cultural organizing.
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10. Community Vision and Voice
Working Teams
Amphitheater Team
Artists-in-Residence
The Work Community Vision and Voice
Black Womanhood Exhibit Team
Community Listening Survey Team
Friends of the Teen Center Community Organizing working teams, became a forum for
International Outreach Team communicating, decision-making,
NUF “Power in Caring” Niche Team For The Village Working Teams
Village Teams Council and planning together.
Writerz Blok Graphic Design Team and the cultural networks, 2008
Writerz Blok Mural Team was a year of re-assessing the The International Outreach Team,
Youth Advisory Board pulse of the neighborhoods and made possible through funding
Youth Movement Working Team
organizing around people’s critical by six local foundations, includes
Planning and Community Partners
AjA Project issues. Residents — hit hard by 17 community members that
Balboa Park Cultural Partnership job loss, foreclosures, immigration represent three generations and the
The Legler Benbough Foundation
City of San Diego Commission for Arts and Culture issues, gang violence, and lack of seven major cultures of The Village.
City of San Diego Fourth District Council Office affordable housing — continued In 2008, the team provided a
Coalition of Neighborhood Councils
Common Ground Theatre
working to create a strong and platform for deeper organizing
Elementary Institute of Science healthy village. Teams began efforts within and across cultures.
Fourth District Youth Action Board creating networks to help bridge As these efforts bridged the various
Inner City Youth
Jackie Robinson Family YMCA the community to resources in the cultural groups, the diversity of
Lao Community Cultural Center broader region. An organizing the working teams expanded and
M.A.N.D.A.T.E. Records
Mingei International Museum effort called Project VOCAL (Voices the number of cultural events
Morse High School of Community at All Levels) was at Market Creek grew.
Museum of Photographic Arts
Neighborhood Unity Foundation
launched to help people build
The New Children’s Museum broader coalitions and address Arts and Culture
The Old Globe conditions that challenge families.
Nu-Way Operation BHILD Discussions and joint activities
Outdoor Outreach with the San Diego Museum of
Pazzaz, Inc. 2008 also gave rise to a Village
Project New Village Teams Council as a way of Art and other San Diego arts
San Diego Historical Society coordinating the work and keeping organizations led to an emerging
San Diego Museum of Art
San Diego Museum of Man the teams’ work connected to the relationship between the residents
San Diego Unified School District larger Village. The Council, made of The Village and Balboa Park.
San Diego Unified School District Police Department Out of this grew the concept
San Diego Urban Economic Development Corporation up of representatives of the various
SANA Art Foundation
Somali Youth United
Southeastern Teen Center
Southeastern Economic Development Corporation
United African American Ministerial Action Council
Urban Warriors
Writerz Blok
Strategic Investment Partners
The Thomas C. Ackerman Foundation
Bank of America
The Legler Benbough Foundation
The California Endowment
The Annie E. Casey Foundation
City of San Diego Commission for Arts and Culture
City of San Diego Fourth District Council Office
Coca-Cola Bottling Company of San Diego
Cox Communications
Jacobs Family Foundation
Kaiser Permanente
Edmond Kassouf
Metropolitan Transit System
Neighborhood Unity Foundation
The Parker Foundation
The Pratt Memorial Fund
at the Union Bank of California
San Diego National Bank
San Diego Neighborhood Funders
Sempra Energy
Wells Fargo
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11. MILESTONES
• The Village Teams Council was formed to
bring together representatives of diverse
stakeholders as a platform for large-scale
joint action and decision-making.
• 350 residents attended “Building Our
Community Together,” the first community
meeting hosted by the Coalition of
Neighborhood Councils (CNC), Southeastern
Economic Development Corporation (SEDC),
City of San Diego Fourth District Council
Office, and Jacobs Center for Neighborhood
Innovation (JCNI).
• Over 1,500 residents participated in focus
groups, surveys, and community forums to
provide important input into the planning
of The Village.
• Partnership discussions were initiated
with regional arts organizations including
San Diego Museum of Art, San Diego Museum
of Man, The Old Globe, SANA Art Foundation,
the Mingei International Museum, Museum
of Photographic Arts, San Diego Historical
of “The Benbough Center for The Youth Movement Working Society, The New Children’s Museum, and
Community Arts” as a centerpiece Team — a planning group of 50 the Balboa Park Cultural Partnership.
for creative expression and a focal young people from seven high • An Artists-in-Residence program was piloted
point for Market Creek as a cultural schools and representatives from with four visual artists working with residents
village. This center will become a the Teen Center, Writerz Blok, and to bring their cultural and artistic traditions
platform for discussions that cross the International Outreach Team to The Village.
age, gender, generation, race, and — began by launching “Our Voice • The Old Globe opened its technical center
income to address social issues in Education,” a campaign to reduce for building sets and storing scenery and
of concern in an atmosphere of student drop-out rates. Their first costumes, launched its Southeastern San Diego
creativity and human connection. outreach event, the Diamond Residency Project, and partnered with Lincoln
Classic, brought together 900 youth. High School and Writerz Blok on Kingdom,
As part of an effort to build cultural a play about gang violence.
understanding, teams implemented
18 community art projects and • The Arts & Culture Fest attracted over 5,000
people as a result of collaboration efforts
hosted 42 amphitheater events.
with local and regional arts and culture
Over 8,000 people participated in organizations and resident teams.
arts activities and 11 cultural events
attracted 19,000 people. • The Youth Movement Working Team,
involving 50 youth from seven high schools
and representatives from the Teen Center,
Youth Voice Writerz Blok, and the International Outreach
2008 spurred the vision of a Team, began organizing the next generation
more cohesive youth voice in of leadership in The Village.
The Village, giving rise to The Youth • Attendance at Village activities and events
Movement as a platform for youth increased 34 percent to nearly 42,000.
leadership and peer organizing.
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12. The Impact Community Vision and Voice
Resident Voice 2008 2007
Residents Participating in Community Listening 1,574 1,582
(Surveys and Focus Groups)
Number of Village Working Teams 33 32
Residents Involved in Working Teams
Design and Planning 118 115
Implementation 451 402
Participation in Village Center Meetings
and Forums 750 550
Youth Development 2008 2007
Laura Benavidez Youth Leadership Team 6 6
International Outreach Team Member Youth Interns 30 12
Neighborhood Unity Foundation Board Member
Diamond Community Investor Youth Movement Working Teams 50 N/A
Spirit of the Diamond Grants Committee Youth Community Service Volunteers 57 32
Community Listening Survey Team
Youth Science Commissioners 15 37
“I want to rebuild that feeling of community Youth Classes, Activities, and Event Attendance 3,848 4,200
that had disappeared. I see a glimmer. There is
a feeling that everybody knows everybody by Village Activities and Events 2008 2007
name. Change is happening.” Participation in Village Events 41,978 31,300
At 15, Laura Benavidez was one of 24 students
involved in The Community Faces Project. In the
process of producing videos to honor community
leaders, she realized that youth were under-
represented in The Village work. So she joined
the Youth Working Team.
“There is a lot of talk about what adults and little
kids want and need, but teens often don’t get a
say. They have a reputation for causing trouble.
I want to turn that stereotype around and build
a new view of youth. We should all be heard.”
Now 23, she is an adult member of the
International Outreach Team, representing
the Latino community. Along the way, she also
participated on the Market Creek Plaza
Art & Design Team, the Euclid-Market Action
Team, and the Amphitheater Team.
“A lot of people mentored me. I am now confident
that my opinion does matter. I have a voice
and I use it.”
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13. T he Village Teams Council was
formed as a way of coordinating
work across teams.
Made up of representatives
of the various working teams,
Community Art Projects & Events 2008 2007
Public Art Projects 18 13
the Council became a platform
Amphitheater Events 42 27 for communicating,
Cultural Events 11 10
decision-making, and initiating
Involvement in Public Art Projects 2008 2007 new teams. They began
Community Artists 133 26
creating networks to help
Adult Participants 196 11
Youth Participants 336 383 bridge the community
to resources in the broader region.
Arts & Culture Community Participation 2008 2007
Arts Activities & Workshops 8,070 2,968
Cultural Celebrations 19,125 9,375
Arts & Culture Venues Capacity
Market Creek Plaza Amphitheater and Stage 600
Market Creek Central Plaza 175
World Court 400
Festival Park 2,000
Joe & Vi Jacobs Center — Celebration Hall 1,700
Joe & Vi Jacobs Center — Outdoor Stage and Event Area 1,000
Joe & Vi Jacobs Center — Rooftop Garden 125
Capacity for all Market Creek Plazas and Venues 6,000
Permanent Art Installations
African Batik Tile Tapestry
Sempra Energy Children’s Wall Tile Project
Community Faces Mural Project
“Firefly Dreams” Bronze Sculpture
Joe & Vi Jacobs Center Cultural Banners
“Jalisco Scenes” Ceiling Dome
Lao Tile Tapestry
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14. The Village at Market Creek is about smart growth —
restoring vitality to older urban neighborhoods
with an eye toward transit-centered compact design,
mixed land use, environmental sustainability,
and community benefits.
12

15. Goal
A 45-acre mixed-use,
transit-oriented cultural
village that fosters
environmental sustainability,
social equity, and the
resident ownership
of assets.
San Diego’s Smart-Growth
physical development
Pilot Village
overview
The Village at Market Creek is about changing the landscape of a community.
Market Creek’s working teams set a goal of reclaiming 45 contiguous acres of blighted land,
developing them into vibrant physical environments, and delivering maximum benefits
into the neighborhood.
A San Diego “City of Villages” pilot project, The Village at Market Creek is about smart
growth — restoring vitality to older urban neighborhoods with an eye toward transit-centered
compact design, mixed land uses, environmental sustainability, and community benefits.
The Village will put 45 acres back into productive use, replace substandard housing with
800 quality, affordable homes, and restore nearly 3,000 linear feet of wetlands. Over 1.9 million
square feet of new construction will bring more than $300 million in contracts
to our community, over 60 new businesses, and 800 jobs.
Market Creek is challenging community teams to think long term
Innovation
about every aspect of sustainability. Community discussions
Resident-guided development
about green buildings, solar energy generation,
that maximizes and returns the
and water usage — San Diego’s most critical issue
benefits of rebuilding to the immediate
— led to a goal of becoming a LEED (Leadership
community.
in Energy and Environmental Design) Gold-
Certified Neighborhood. Financial and ownership
Challenge structures are also being designed to create
Lining up the market, capital, entitlements, financial sustainability for an integrated set
land, and expertise on such a major of services, parks, cultural venues, and
undertaking in a difficult economic climate. educational programs.
Achieving scale for long-term sustainability.
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16. Smart-Growth Pilot Village
Working Teams
The Work Smart-Growth Pilot Village
Business and Leasing Team
Construction Working Team Community Facilities in the original “Top 10 Most Wanted”
Housing Team list of businesses.
Heading into 2008, Market Creek
Joe & Vi Jacobs Center Design Team Plaza was complete and the Heading into the second half of
Joe & Vi Jacobs Center Exterior Landscape Team Joe & Vi Jacobs Center, a project 2008, however, market conditions
Office and Industrial Project Planning Team equal to the scope and scale of the brought sharp changes in The Village
Village Teams Council Plaza, was under construction. development priorities and timelines.
Planning and Community Partners It opened on a temporary permit
in April and received its final permit Knowing that the next few years
City of San Diego Fourth District Council Office would be extremely challenging for
City of San Diego Planning Department in August. Nearly 75 percent of
construction contracts were awarded commercial development, the team
Coalition of Neighborhood Councils shifted strategies away from Market
Diamond Community Investors to minority- and women-owned
businesses. and 47th streets, seeing it as too risky
Diamond Management, Inc. for commercial tenants without the
Encanto Planning Group Housing the Jacobs Center for simultaneous development of the
McCormack Baron Salazar Neighborhood Innovation on the northeast and southeast corners.
Neighborhood Unity Foundation third floor, the Joe & Vi Jacobs Center They began working on a site
The Office of Mayor Jerry Sanders is also home to the newest Village that seemed more feasible — the
San Diego Association of Governments (SANDAG) social enterprise, Market Creek northwest corner of Market & Euclid.
Southeastern Economic Development Corporation Events & Venues. The second floor is
Urban Land Institute earmarked for community partners Residential Development
Strategic Investment Partners and organizations. The overall decline in business
Equity Investors activity also shifted the focus away
Diamond Community Investors Commercial Development from office and industrial space
Diamond Management, Inc. Along Market Street, a new 60,000- to housing. High foreclosure rates
Jacobs Center for Neighborhood Innovation square-foot office complex and a shifted the housing demand from
Neighborhood Unity Foundation 20,000-square-foot industrial ownership to rental. The Housing
Program-Related Investments building were planned, teams Team, which had just completed two
The Legler Benbough Foundation selected an architect to begin design, years of planning for the first Village
The Annie E. Casey Foundation and leasing strategies were ready housing community, had to set aside
The F.B. Heron Foundation to implement. At Market and 47th plans for ownership. They moved
Jacobs Family Foundation streets — the gateway to The Village quickly into planning development
The Rockefeller Foundation — teams worked to recruit a drug of the first rental housing
New Markets Tax Credits Partners & Lenders store, the final business targeted components of The Village.
Chase
Clearinghouse Community
Development Financial Institution
Pacific Western Bank
U.S. Bank
Wells Fargo and Company
Tax Increment Financing
Southeastern Economic
Development Corporation
Grants
California State Water Resources Control Board
Evelyn & Walter Haas, Jr. Fund
Small Business Development Loans
California Southern Small Business
Development Corporation
14

17. MILESTONES
• The 75,000-square-foot Joe & Vi Jacobs
Center was completed, drawing 3,400 guests
to its grand opening, cultural celebrations,
and blessing ceremonies in May.
• The Chollas Creek Enhancement Project,
a $2.5-million endeavor, restored a portion
of the Encanto Tributary. This project, along
with the previous Chollas Creek restoration,
placed The Village at the forefront of urban
stream recovery work. This work was
recognized as “project of the year” by the
American Public Works Association and
received an Orchid award for sustainable
design by the San Diego Architectural
Foundation.
• Construction of the Joe & Vi Jacobs Center
and restoration of the Encanto Tributary
brought over $15 million in contracts, with
74 percent going to minority- and women-
owned businesses.
• The Housing Team produced plans for the
first two affordable multi-family housing
developments and began the process
of assembling financial resources for
implementation.
• Renovation of the BRYCO Business Park,
an old industrial property transformed
into a light industrial business park, was
completed and the facility was fully leased.
• Four additional properties were purchased
or placed in escrow, with the assistance
of a $1.5-million “linked deposit” from
The Annie E. Casey Foundation, which helps
To be competitive for public Salazar (MBS), an industry leader reduce holding costs on the land until it goes
resources like the Affordable Housing in urban development known for into development.
Tax Credit and Transit-Oriented creating long-term public-private
Development Funds, the Housing partnerships. • The Urban Land Institute, San Diego/
Tijuana recognized Market Creek Plaza with
Team expanded its strategy from
By year-end, an $80-million project, its smart-growth award for social equity.
Trolley Residential, a small
encompassing the first two Village
52-unit pilot project that could • Work on a Community Plan Amendment
rental housing communities, was on
be developed locally, to a large- advanced, paving the way for a new mixed-
the drawing board to help address
scale housing project of over use zone in The Village.
the rising demand for rental housing,
200 units. Because this required
childcare, and jobs.
a national partner, the team
selected McCormack Baron
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18. The Impact Smart-Growth Pilot Village
Pilot Village - Scale 2008 2007 1997
Total Acres 44.3 44 20
Acres Developed 21.8 10 0
Acres in Development Planning 6.3 11.8 10
Jobs and Homes 2008 2007 1997
Jobs in The Village 559 415 7
New Homes in Development 205 52 0
Joseph Moore
Housing Team Member
Diamond Community Investor Construction Contracts 2008 2007 1997
Community Investment Fund Investor
Total Construction Contracts $38.4 m $36.2 m 0
“We have to stick up for ourselves. Nobody’s HUBE* Contracts $28.5 m $27.0 m 0
* Historically Underutilized Business
going to do it for us. We need to become more
Enterprises
knowledgeable, more active, and more involved.
Percentage of HUBE Contractors 74% 76% 10
Since getting involved with this work, I’ve lived
another life.”
Capital Investment 2008 2007 1997
Joseph has been a strong voice in shaping plans Total Investment $95 m $85 m 0
for The Village. Active on various teams and
committees, as well as in the community,
Transit Ridership 2008
he became passionate working with the original
Annual Increase 4%
Housing Team and has never stopped. He was one
Increase since 1997 71%
of many who spoke to the City Council on behalf
of the district’s need for mixed-use zoning.
The Housing Team developed a plan for quality,
affordable housing to make ownership possible
for more community residents. Before it could be
implemented, the downturn in the economy and
subprime crisis shifted the immediate need for
housing from ownership opportunities to rentals. Before
After the shift from housing ownership to rentals, Market Creek Plaza
Joseph stayed the course. Along with the rest of the 102,000 square feet
team, he remains focused on the goal of bringing
After
quality housing to The Village.
Market Creek Plaza
“You can’t reach for something if you can’t see it. Amphitheater
I’ve opened my eyes and become a community 12,440 square feet
innovator.” Festival Park
& World Court
37,000 square feet
After
16

19. Before K nowing that the next
few years will be
Joe & Vi Jacobs Center
75,000 square feet
extremely challenging
Celebration Hall
(inside) for commercial development,
12,000 square feet
After the team shifted its focus from
home ownership to rental housing.
To be more competitive for
Elementary Institute of Science
public resources, we partnered
15,000 square feet
with an industry leader
Before
in urban development
known for creating
long-term public-private
partnerships.
After
Wetland Recovery:
Chollas Creek Restoration
1,200 linear feet
Chollas Creek Encanto
Tributary Restoration
900 linear feet
Before
After
17

20. The Village at Market Creek Development Overview
Northwest Village
Rental Housing
Market & 47th Construction: 2011 - 2012
Northeast Corner
Construction: 2013
Trolley Residential
Construction: 2010 - 2011
Market & 47th
Southeast Corner
Construction: 2011 - 2012
Gateway Properties
Construction: 2014 - 2015
Youth World West Village
Construction: 2015 - 2016 Construction: 2017 - 2018
Joe & Vi Jacobs Center
Southwest Village
Construction: 2017 - 2018
Retail Light Industrial
Housing Marketplace
Community Resource Park/Open Space Chollas Creek
Enhancement Project
Complete
18

21. Guymon Apartments
Construction: 2012 - 2013
Northwest Village Creek
Enhancement Project
Construction: 2010 - 2011
Northwest Village — Commercial
Construction: 2010 - 2012
Office and Light
Industrial Project
Elementary Institute of Science Construction: 2011 - 2012
Malcolm X Library
BRYCO Business Park
Transit Station
Tubman-Chavez The Old Globe
Multicultural Center Technical Center
Chollas Creek Encanto Tributary
Enhancement Project
Market Creek Plaza
Naranja Commercial
Construction: 2012 - 2013
19

22. In the worst year for business since the
Great Depression, Market Creek Partners, LLC
paid its 10-percent preferred return
to community investors.
20

23. Goal
Community-owned
enterprises that bring essential
services, create jobs, expand
contracting opportunities,
and build community
wealth.
Community Enterprise and
economic opportunity
Ownership
overview
The Village at Market Creek is about residents putting their talents to work.
As an anchor project for reinvigorating an urban marketplace, Market Creek is designed to
give residents a financial stake in their community, build individual and community assets
while rebuilding neighborhoods, and keep social responsibility at the forefront of business.
Resident teams work to harness local retail dollars, build an emerging market, and develop
a network of community-owned enterprises. Collectively called Market Creek Community
Ventures, the goal of these double-bottom-line businesses is to unite diverse communities
and recapture the value of economic expansion through individual and community ownership.
Market Creek Partners, LLC owns two properties: Market Creek Plaza, anchored by a Food 4 Less
supermarket and home to 11 other business suites, and an additional parcel
planned to accommodate a major drug store.
Innovation Jacobs Facilities, LLC owns the Joe & Vi Jacobs Center,
Harnessing the markets a 75,000-square-foot community and conference
for social change and making center with a 5,000-square-foot commercial kitchen.
the tools of ownership and
Small businesses add to the social enterprise
investment accessible to residents. network, including Writerz Blok, a graffiti
art and graphic design business, and
Challenge Where the World Meets, a retail outlet
Stimulating a culture of risk-taking, for micro-entrepreneurs.
encouraging an allegiance to local
entrepreneurs, and overcoming negative
perceptions of the area.
21

24. Community Enterprise & Ownership
Working Teams The Work Community Enterprise
Business and Leasing Team
Cultural Kitchen Team Ownership & Investment Business & Employment
DCI Business Promotion Team
DCI Community Investment Fund Guide Team In the worst year overall for business The broader economic forces
DCI Financial Education Team since the Great Depression, made 2008 a tenuous year. With
DCI Governance Team Market Creek Partners, LLC paid people losing their homes and
Homeowner Readiness Team its 10-percent preferred return to unemployment growing, Market
International Outreach Team
community investors. Creek’s small businesses struggled
Village Teams Council
Where the World Meets Vendors The Neighborhood Unity Foundation to weather the storm. Entrepreneurs
(NUF), also a community owner hungry to be successful searched
Planning and Community Partners
ACCION San Diego of Market Creek Partners, put its for innovation.
California Southern Small Business profits back into the neighborhood. Work began on two fronts:
Development Corporation
With a combination of dividends
Coalition of Neighborhood Councils • Addressing the variables that
CRASH, Inc. (Community Resources and Self Help) and support from the San Diego could be controlled by individual
Joe Davis & Associates Neighborhood Funders, NUF made businesses, such as customer
Diamond Community Investors 39 grants for a total of $97,162 to a service or the creation of new
El Pollo Grill wide variety of projects that help product lines
Hawkins Realty people help each other.
Home Start • Launching a concerted effort
House of Metamorphosis The 415 Diamond Community to encourage residents to make
Danielle Jackson, Attorney at Law Investors (DCI), secured through their dollars bounce in their
Julia’s STARS the Community Development IPO, neighborhood to save jobs
Junior Achievement
focused on financial education and
Lincoln High School At Magnolias, interior renovations
Luce Forward Hamilton & Scripps took a leadership role in the creation
warmed and opened up the
MAAC Project of the next platform for collective
restaurant. Bessie’s Holiday Pies and
Magnolias Authentic Southern Dining investment — the Community
Manpower the “March to Mardi Gras” food and
Investment Fund.
Mind Treasures entertainment series helped pull
Money Management, Inc. Under the leadership of Reverend crowds.
Morse High School Ikenna Kokayi, chairman of the
Neighborhood House Association At El Pollo Grill, a first-of-its-kind
DCI Advisory Council, 60 investors
Neighborhood Unity Foundation Mexican buffet turned evening
participated in the planning. A Guide
The Old Globe business around, and new product
Team was then formed to facilitate
Pazzaz, Inc. lines, including hot carrots and
San Diego National Bank investment decisions and guidelines
frozen burritos, took El Pollo Grill into
Springboard for participation.
its first four Unified Grocery stores.
Union Bank of California
By the end of the year, 158 investors
United African American Ministerial Action Council While the owner of Curves closed
Wells Fargo chose to participate in the new
its doors in November, overall
Writerz Blok investment fund, pooling $39,411
business at Market Creek Plaza was
to save for future ownership
Strategic Investment Partners a testament to the community’s
The Legler Benbough Foundation opportunities.
literal and figurative ownership.
The Annie E. Casey Foundation
Diamond Community Investors
Evelyn & Walter Haas, Jr. Fund
The James Irvine Foundation
Jacobs Family Foundation
Evelyn Lutfy
Masserini/French Trust at Wells Fargo
Neighborhood Unity Foundation
The Rockefeller Foundation
San Diego National Bank
Wells Fargo
22

25. and Ownership
MILESTONES
• Market Creek Plaza’s overall economic
activity totaled $42 million — a 5 percent
increase from the year before.
• Sales per square foot at the Plaza totaled
$430, outperforming its benchmark for
comparable shopping centers by 18 percent.
• Market Creek’s anchor tenant, Food 4 Less,
logged an increase in sales of 8 percent.
• Wells Fargo’s branch at Market Creek Plaza
reported that deposits and bank transactions
held steady despite the economic downturn.
• Business Matters reported a 16 percent
By the end of 2008, Market Creek opening of the business, the startup increase in sales, and its manager began
Plaza captured $42 million in team was working around the clock readiness planning for the store’s transition
to ownership.
economic activity, up 5 percent, to manage a high volume of calls,
on a site where no economic activity schedule events, cover workloads, • Market Creek’s newest social enterprise —
existed just 10 years earlier. In a year run double shifts, and adapt to last- Market Creek Events & Venues (MCEV)
when maintaining jobs was the minute menu changes. Rethinking — opened for business in June. From July
priority, final job counts were the business plan became a top through December, MCEV hosted over
up 6.7 percent. priority. 9,000 people at 46 events, booking nearly
$300,000 in revenues.
Social Enterprise Without time to hire and train,
Following the grand opening of the contract costs escalated. Room • Market Creek Events & Venues trained
discounts that were set to 31 people as on-call event staff, 94 percent
Joe & Vi Jacobs Center in May, teams
accommodate the local market of them from the community.
launched Market Creek’s largest
social enterprise — Market Creek turned out to be too deep to break
• The number of jobs in The Village increased
Events & Venues (MCEV) — to even. Capital was needed to buy
from 415 to 559 — an increase of 35 percent.
operate the first-floor meeting equipment and initiate marketing, The employment totals include a 6.7 percent
and conference destination, yet it was difficult to raise. increase at Market Creek Plaza, from 193
along with the Market Creek Plaza to 206.
At the same time, the economic
Amphitheater, World Court, downturn reduced conference • The Property Management team assumed
and Festival Park. budgets and activity across operations of the newly constructed
The new business was formed the nation. Joe & Vi Jacobs Center, including building
and public safety, maintenance, landscaping,
to help recapture an estimated Despite the overwhelming challenge and janitorial services.
$1.5 million in economic leakage of 2008, MCEV earned a foothold
associated with meetings, in the regional market. As local • Writerz Blok’s business operations
conferences, catering, banquet companies downsized, many moved expanded, generating 31 contracts valued
services, and other hospitality- their events to closer venues, at over $22,000 in gross sales.
related industries in San Diego. providing an increase in event
• Diamond Community Investors created
As a training business, Market Creek activity in the 200- to 300-person
a new collective savings account called the
Events & Venues planned for a slow range. By December, MCEV had Community Investment Fund, in which
ramp-up with a few strategic “test” hosted over 9,000 people at 158 people invested $39,411 in its pilot year.
events. Ten days following the May 46 events, booking nearly $300,000
in revenues.
23

26. The Impact Community Enterprise
Civic Participation 2008
Market Creek Partners Community Investors
Diamond Community Investors 415
Total Investment $ 500,000
Community Investment Fund
Investors 158
Total Investment $ 39,411
Attendance in Financial Education 581
Ownership of Return on
Ownership Values of Investment
Market Creek Partners, LLC Share Shares
Marquis Snowden (FY 2008)
Diamond Community Investor Diamond Community Investors 20% $ 500,000 10%
Community Investment Fund Investor
Mind Treasures Participant Neighborhood Unity Foundation 20% $ 500,000 10%
Jacobs Center for Neighborhood
“Investing in Market Creek Plaza and learning Innovation 56% $ 1,400,000 3%
about money management was a great new Diamond Management, Inc. 4% $ 100,000 3%
experience. I learned a lot, like how to keep
track of my money. That is really cool.”
Market Creek Partners, LLC FY 2008 FY 2007
As one of the youngest of 415 DCI investors, Total Revenues $ 1,703,821 $ 1,733,913
11-year-old Marquis Snowden is also a Operating Expenses & Loan Interest $ (959,675) $ (988,985)
participant in the Community Investment Fund Income after Operating Expenses
and a graduate of Mind Treasures, a money- & Loan Interest $ 744,146 $ 744,928
management program for kids. He is also Depreciation & Lease Amortization $ (633,910) $ (633,692)
a budding social entrepreneur. Net Income $ 110,236 $ 111,236
He and five fourth-grade friends helped their
Original
school raise funds to purchase a climbing wall Market Creek Plaza 2008 2007 Projections
for the playground. They set up a lemonade stand
Annual Economic Activity $ 42 m $ 40.2 m $ 31 m
at school, charged 50 cents a cup, and donated
Number of Employers 12* 12 12
all proceeds to the climbing wall.
Number of Jobs 206 193 166
The principal didn’t agree with the idea at first, Employed from Neighborhood 69% 72% 65%
but the kids were persistent, had a plan in place, Minority Employees 86% 88% 65%
and did it all on their own. He saw it as a great Construction to Minority-
example of school spirit and follow-through that and Women-Owned Businesses 79% 79% 65%
gave the students a real sense of ownership. * Curves, which closed in November,
is counted in this annual total.
In the final few weeks of school, the group raised
$150, which was added to other raised funds.
The wall was installed the day before Marquis
and his friends returned to start fifth grade.
“It was neat having kids come up and thank
us for what we did.”
24

27. and Ownership
I n the worst year for
business since the Great Depression,
Market Creek Partners, LLC
paid a 10-percent preferred return
to its 415 community investors.
In addition, 158 investors
Joe & Vi Jacobs Center 2008 2007 chose to develop a new fund,
Annual Economic Activity $ 12.3 m N/A
jointly investing their returns
Number of Employers 3 N/A
Number of Jobs 124 N/A for future ownership opportunities.
Employed from Neighborhood 50% N/A
Minority Employees 81% N/A
Construction to Minority-
and Women-Owned Businesses 71% 74%
BRYCO Business Park 2008 2007
Annual Economic Activity $ 860,000 N/A
Number of Employers 12 9
Number of Jobs 121 71
Employed from Neighborhood 32% N/A
Minority Employees 83% N/A
Construction to Minority-
and Women-Owned Businesses 68% 68%
Other Social Enterprises 2008 2007
Market Creek Events & Venues
Number of Guests 9,300 N/A
Events Hosted 46 N/A
Revenues $298,000 N/A
Where the World Meets
Store Vendors 50 24
International Marketplace Vendors 46 N/A
Total Vendor Sales $ 98,813 $ 61,015
Writerz Blok
Entrepreneurs/Participants 18 18
Number of Contracts 31 55
Total Value of Contracts $ 22,085 $ 15,000
25

28. Networks formed to initiate hands-on activities
that encourage healthy living at home,
promote physical activities, and unite families
to address youth violence.
26

29. Goal
Strong networks that promote
learning, support children in
achieving their full potential,
and encourage healthy
and safe lifestyles.
Family and Community
social infrastructure
Networks
overview
The Village at Market Creek is about connecting and coordinating action.
Connecting residents of the community to each other, to businesses and resources, and to the
vision of The Village is central to the resident ownership of neighborhood change. Identifying
and connecting existing organizations, opening access to systems and services, and listening
to find out what is needed create the foundation for sustainable interconnected networks
that serve community residents and strengthen the fabric of The Village.
Beginning in 1998, these efforts took the form of “Learning Partnerships” that brought
diverse non-profits and programs together to share learning and resources, and find
ways to work together. Partnerships on employment, youth, and health resulted in
more effective coordination of services among participating agencies.
These partnerships evolved into collaborations focused on
Innovation
long-term strategies to improve the quality of life for
Collaborative teams of diverse
children and families.
partners — private citizens,
non-profits, program participants, funders, As these collaborations formed and identified
governmental agencies, and institutions — their work, they expanded members from inside
that strengthen problem solving and promote and outside the community into networks
shared resources. with the range of expertise and resources
required to address the complex issues
of poor school performance, health
Challenge
disparities, and youth and gang violence.
Developing and sustaining networks built upon
mutual trust and the vision and patience to work
toward long-term goals while balancing collective
and individual interests, addressing immediate needs,
and taking actions that achieve short-term results.
27

30. Family & Community Networks
Working Teams
Childcare Providers Support Group
CNC Walk to the Moon Team
The Work Family and Community Networks
Coming Home to Stay Planning Team
Community Listening Team In 2008, Village Teams began This network of parents, foster
DMI Safety Ambassadors
Family Enhancement Team forming networks to connect parents, childcare providers, and
International Outreach Team residents and local organizations kinship groups linked with family
NUF Grants Team to regional resources. service organizations to serve
NUF Power in Caring Team
Parents Support Group over 2,000 children and families.
Project Safe Way Team Education & Planning was initiated with the
Village Schools Collaborative Family Support Union of Pan Asian Communities (UPAC),
Village Teams Council
The Village Schools Collaborative, San Diego Youth Services (SDYS),
Planning & Community Partners
Alternative Healing Network including principals and counselors SAY San Diego, and Home Start to
Aquatic Adventures from eight Village schools and develop a joint strategy for providing
Children Having Children needed family resources in the
City of San Diego Fourth District Council Office
university educators, initiated
Coalition of Neighborhood Councils a three-part strategy: community.
Diamond Management, Inc.
Elementary Institute of Science
• Commissioning a briefing paper
Family Health Centers of San Diego on the state of education in the Health & Safety
Groundwork San Diego - Chollas Creek Diamond to identify barriers In Village planning, health and safety
Home Start
to quality education with were identified as critical issues.
Inner City Youth
Jackie Robinson Family YMCA recommendations Networks formed to initiate hands-
Outdoor Outreach on activities that encourage
Overcoming Gangs • Convening San Diego universities
to plan for strengthening teacher healthy living at home, promote
Pazzaz, Inc.
San Diego Commission on Gang Prevention preparation physical activities that help people
and Intervention get or stay in shape, and unite
San Diego Grantmakers Prisoner Reentry Funders • Designing “Opening Doors” —
Working Group families to address youth violence.
San Diego Police Department
a joint effort to encourage a
San Diego Unified School District culture of learning and directly Throughout 2008, the Family
San Diego Unified School District Police Department support the most disengaged Enhancement Center organized
San Diego Youth Services workshops to address family
SAY San Diego
students, their teachers, and
UCSD CREATE families health and safety concerns in the
Union of Pan Asian Communities community. The International
United African American Ministerial Action Council The Childcare Enhancement Center,
formed eight years ago by resident Outreach Team linked with
The Village Schools (see box)
family childcare providers to ensure The California Endowment on a “Healthy
Strategic Investment Partners
Alliance Healthcare Foundation high quality, affordable childcare, Connections” strategy to increase
The Legler Benbough Foundation residents’ access to health services.
The California Endowment expanded its focus and became
the Family Enhancement Center. Diamond Management, Inc., the
California Southern Small Business
Development Corporation
The Annie E. Casey Foundation
Cox Communications
Alice T. and Doug B. Diamond
The Village Schools Collaborative
Girard Foundation
Norm and Valerie Hapke
Chollas-Mead Elementary
Jacobs Family Foundation
Meg Jacobs Gompers Charter Middle School
Vi Jacobs
Kaiser Permanente Horton Elementary
Edmond Kassouf
Neighborhood Unity Foundation Johnson Elementary
The Parker Foundation Keiller Leadership Academy
Price Charities
San Diego County Bar Association Lincoln High School Ninth Grade
San Diego District Attorney Office Academy
San Diego Foundation for Change
San Diego National Bank Porter Elementary
The Patricia and Christopher Weil Family Foundation
Wells Fargo
Valencia Park Elementary
28