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["GOAL","SUBGOAL","Lead_Applicant ","PZNAME","CITY","STATE","REGION","PZGOAL","GoalNameOther","Goal_Desc\n\t ","Subgoal","Activities","G_A","Rationale and Evidence","ImplementingPartners","SubgoalLink","Committed_FinancialSupport","FinancialSupport_Needed","Committed_NonFinancialSupport\n\t ","Nonfinancialsupport_Needed","Expected_Outcomes","Data_Collection","Timeline","E_T","Regulatory_Barriers"]
[1,"a","Camden City, Office of the Mayor","Camden City Promise Zone","Camden City","New Jersey","MidAtlantic","Increase economic activity",null,"Improve the Camden Promise Zone to become a sought-after place to live, work, visit, and invest by establishing a strengthened economic base, providing employment opportunities, and cultivating vibrancy and a strong sense of place through amenities.","Provide job training and skills development that leads to well-paying secure jobs that enable residents to support them and their families: Many residents need basic tutoring support when seeking a GED, technical certification, or college training.","•\tProvide job readiness training services and training programs such as the Philadelphia-based model program, Workforce Development Program (will be implemented by Better Tomorrows, Cooper Hospital and Virtua) and the Opportunity Camden initiative of the City of Camden Mayor’s Office, which will provide training for job seekers interested in becoming skilled workers (new)\r\n•\tExpand the Latin American Economic Development (LEAD) Association free nine-week Entrepreneurial Development Training Program, which has graduated 887 students and kept 506 businesses and 1,169 jobs in Camden (new)\r\n•\tProvide residents with educational opportunities related to basic money management and long-term financial success, such as the HACC Family Self-Sufficiency Program (new)",{"$f":"K2&\"\nActivities: \n\"&L2","v":"Provide job training and skills development that leads to well-paying secure jobs that enable residents to support them and their families: Many residents need basic tutoring support when seeking a GED, technical certification, or college training.\nActivities: \n•\tProvide job readiness training services and training programs such as the Philadelphia-based model program, Workforce Development Program (will be implemented by Better Tomorrows, Cooper Hospital and Virtua) and the Opportunity Camden initiative of the City of Camden Mayor’s Office, which will provide training for job seekers interested in becoming skilled workers (new)\r\n•\tExpand the Latin American Economic Development (LEAD) Association free nine-week Entrepreneurial Development Training Program, which has graduated 887 students and kept 506 businesses and 1,169 jobs in Camden (new)\r\n•\tProvide residents with educational opportunities related to basic money management and long-term financial success, such as the HACC Family Self-Sufficiency Program (new)"},"The New Jersey Economic Opportunity Act of 2013 designates Camden and three other cities as “Garden State Growth Zones” where business and job creation will be prioritized. With the Act now in place, Camden is poised to see an influx of businesses that will be seeking Camden residents to fill a variety of positions. A well-designed workforce development program, such as the Opportunity Camden Initiative, can support economic growth and poverty reduction in a community by connecting workers with the skills and education necessary to get good jobs and build careers, thereby promoting increased workforce productivity (Israel, 2013). In addition, the Entrepreneurial Development Training Program (EDTP) has helped over 887 graduates to create 506 businesses and keep 1,169 jobs in Camden (LAEDA, 2013), and participants of family self-sufficiency programs have been shown to benefit from improved employment status and asset accumulation (Sard, 2001).","LAEDA will continue to support the creation and retention of local businesses with a focus on community-led start ups","Camden City, Office of the Mayor SubGoal 1a","•The Work Group\r\n$375,000\r\nAnnual\r\nN/A\r\n \r\n•\tCFS\r\n$35,000\r\nAnnual (july 1-june 30 ongoing\r\nCamden city residents \r\n(this is part of the Family Success Center Grants\r\n","N/A","N/A","N/A","•\tBy 2018, there will be measurable annual increases in the numbers of Camden residents who enroll in and complete workforce development programs or classes, as measured by a comparative review program enrollment, participation, and completion data\r\n\r\n•\tBy 2018, there will be measurable annual increases in the numbers of Camden adult residents who are employed for at least 30 hours per week, as measured by data from the Department of Labor\r\n\r\n•\tBy 2018, there will be measurable improvements in the numbers of Camden Promise Zone residents with bank accounts, as measured  by an annual administration of a Camden PZ Resident Survey","Partners will evaluate the activities and interventions, identify improvement areas, and implement mid-course corrections when needed. As the lead partner Cooper’s Ferry Partnership will maintain data using a comprehensive data management system to effectively track progress, inform planning, identify new subgoal metrics or measures of success, and improve programs and services as needed. Critical to the success of the PZ implementation, the economic development partners will share and report the indicators, success measures, and outcomes with the other Promise Zone lead partners and with the community. In addition, it will be the responsibility of the lead partner to synthesize the evaluation data from the implementation into a regular, concise, and user-friendly report in an effort to share best practices with other communities nationally, as well as identify any challenges experienced during the implementation process.","2015\r\n•\tDevelop new job readiness training services and training programs\r\n•\tDevelop family self-sufficiency programs\r\n•\tExpand the number of Entrepreneurial Development Training Program (EDTP) classes\r\n\r\n2016\r\n•\tRecruit and enroll participants in new job readiness training services, training programs, and family self-sufficiency programs\r\n•\tContinue offering EDTP classes\r\n\r\n2017-2018\r\n•\tContinue to recruit and enroll participants in job readiness training services, training programs, and family self-sufficiency programs\r\n•\tContinue offering EDTP classes\r\n",{"$f":"\"Expected Outcomes:\n\"&U2&\"\nTimeline:\n\"&W2","v":"Expected Outcomes:\n•\tBy 2018, there will be measurable annual increases in the numbers of Camden residents who enroll in and complete workforce development programs or classes, as measured by a comparative review program enrollment, participation, and completion data\r\n\r\n•\tBy 2018, there will be measurable annual increases in the numbers of Camden adult residents who are employed for at least 30 hours per week, as measured by data from the Department of Labor\r\n\r\n•\tBy 2018, there will be measurable improvements in the numbers of Camden Promise Zone residents with bank accounts, as measured  by an annual administration of a Camden PZ Resident Survey\nTimeline:\n2015\r\n•\tDevelop new job readiness training services and training programs\r\n•\tDevelop family self-sufficiency programs\r\n•\tExpand the number of Entrepreneurial Development Training Program (EDTP) classes\r\n\r\n2016\r\n•\tRecruit and enroll participants in new job readiness training services, training programs, and family self-sufficiency programs\r\n•\tContinue offering EDTP classes\r\n\r\n2017-2018\r\n•\tContinue to recruit and enroll participants in job readiness training services, training programs, and family self-sufficiency programs\r\n•\tContinue offering EDTP classes\r\n"},"N/A"]
[1,"b","Camden City, Office of the Mayor","Camden City Promise Zone","Camden City","New Jersey","MidAtlantic","Increase economic activity",null,"Improve the Camden Promise Zone to become a sought-after place to live, work, visit, and invest by establishing a strengthened economic base, providing employment opportunities, and cultivating vibrancy and a strong sense of place through amenities.","Negotiate redevelopment and community benefit agreements, which lead to neighborhood stability and mixed income communities. Current employees and students have $38 million dollars in potential buying power to spend on goods and services in Camden.","•\tContinue to redevelop the waterfront (ongoing)\r\n•\tContinue to implement the Business Facade Improvement Program funded by the Camden City Urban Enterprise Zone (ongoing)\r\n•\tContinue special events, attractions, and arts and culture activities that feature new ways for residents and visitors to experience the Camden Waterfront (ongoing)\r\n•\tDetermine next steps after the completion of the feasibility study of the redesign of the Walter Rand Transportation Center (WRTC), which is located in the center of the Camden business district (across from Cooper Union Hospital and Rowan University) and serves as the regional transit hub of Southern New Jersey (ongoing)\r\n•\tComplete construction of the state-of-the-art Salvation Army Ray and Joan Kroc Corps Community Center in the Cramer Hill section of the Camden Promise Zone, which will create 160 full- and part-time jobs (ongoing)",{"$f":"K3&\"\nActivities: \n\"&L3","v":"Negotiate redevelopment and community benefit agreements, which lead to neighborhood stability and mixed income communities. Current employees and students have $38 million dollars in potential buying power to spend on goods and services in Camden.\nActivities: \n•\tContinue to redevelop the waterfront (ongoing)\r\n•\tContinue to implement the Business Facade Improvement Program funded by the Camden City Urban Enterprise Zone (ongoing)\r\n•\tContinue special events, attractions, and arts and culture activities that feature new ways for residents and visitors to experience the Camden Waterfront (ongoing)\r\n•\tDetermine next steps after the completion of the feasibility study of the redesign of the Walter Rand Transportation Center (WRTC), which is located in the center of the Camden business district (across from Cooper Union Hospital and Rowan University) and serves as the regional transit hub of Southern New Jersey (ongoing)\r\n•\tComplete construction of the state-of-the-art Salvation Army Ray and Joan Kroc Corps Community Center in the Cramer Hill section of the Camden Promise Zone, which will create 160 full- and part-time jobs (ongoing)"},"Community development activities build stronger and more resilient communities through an ongoing process of identifying and addressing needs, assets, and priority investments (HUD, 2014). The proposed approach to community stabilization incorporates several guiding principles of the responsible redevelopment approach, including use of Community Benefits Agreements to provide tangible benefits to residents (e.g. economic inclusion provisions, job opportunities, living wages, dedicated affordable housing); the establishment of mixed-income, mixed-tenure developments to create diverse communities for residents of all income levels and to help build a sense of community among socially and economically diverse residents; and transit-oriented development (TOD), which helps reduce urban sprawl, mitigate negative environmental and health outcomes, and improve access to opportunities (Neighborhood Reinvestment Corporation, 2009).","LAEDA will continue to support the creation and retention of local businesses with a focus on community-led start ups","Camden City, Office of the Mayor SubGoal 1b","•\tSource of Funds: New Jersey Environmental Infrastructure Trust\r\nActivity: Stormwater Management and Infrastructure Upgrades\r\nAmount: $3.7 million\r\nStart and end date: July 2014-July 2015\r\nRecipient: Camden County Municipal Utilities Authority\r\n\r\n•\tSource of Funds: New Jersey Department of Environmental Protection, US Environmental Protection Agency, and New Jersey Environmental Infrastructure Trust\r\nActivity: Stormwater Management and Park Upgrades\r\nAmount: $3.1 million\r\nStart and end date: July 2014-July 2015\r\nRecipient: Cooper’s Ferry Partnership and City of Camden \r\n\r\n•\tSource of Funds: Wells Fargo Regional Foundation\r\nActivity: North Camden Neighborhood Plan Implementation Grant\r\nAmount: $748,000\r\nStart and end date: January 2011-January 2016\r\nRecipient: Cooper’s Ferry Partnership \r\n\r\n•\tSource of Funds: NJ Urban Enterprise Zone\r\nActivity: Camden Business Facade Improvement Program\r\nAmount: $1.2 million\r\nStart and end date: January 2011- December 2014\r\nRecipient: Cooper’s Ferry Partnership\r\n\r\n•\tSource of Funds: NJ Travel and Tourism\r\nActivity: Camden Waterfront Programming\r\nAmount: $100,000\r\nStart and end date: Annual recurring\r\nRecipient: Cooper’s Ferry Partnership\r\n\r\n•\tSource of Funds: Ray and Joan Kroc, Private Donors, NJ Department of Environmental Protection\r\nActivity: Construction and operations of Salvation Army Ray and Joan Kroc Corps Community Center\r\nAmount: $69 million\r\nStart and end date: 2005-2014\r\nRecipient: Salvation Army\r\n","•\tType: Grant\r\nActivity: Continued Camden Business Facade Improvement Program\r\nEstimated Amount: $1.2 million\r\nDate: January 2014\r\nRecipient: Cooper’s Ferry Partnership\r\n\r\n•\tType: Grant\r\nActivity: Stormwater Management and Park Upgrades at North Camden Waterfront Park \r\nEstimated Amount: $4.5 million\r\nDate: Spring 2015\r\nRecipient: Cooper’s Ferry Partnership or City of Camden\r\n\r\n•\tType: Grant\r\nActivity: Stormwater Management and Park Upgrades at Von Nieda Park \r\nEstimated Amount: $1.5 million\r\nDate: Spring 2015\r\nRecipient: Cooper’s Ferry Partnership or City of Camden\r\n\r\n•\tType: Grant\r\nActivity: Design and construction of the balance of the Harrison Avenue landfill (current location of the Salvation Army Ray and Joan Kroc Corps Community Center)\r\nEstimated Amount: $4 million\r\nDate: N/A, whenever funding is available\r\nRecipient: Cooper’s Ferry Partnership or City of Camden","•\tSource and type: Cooper’s Ferry Partnership and Cooper University Hospital staff time\r\nActivity: Walter Rand Transportation Center (WRTC) Redesign\r\nStart and end date: Ongoing\r\nRecipient: N/A\r\n\r\n•\tSource and type: Cooper’s Ferry Partnership staff time\r\nActivity: Design of the balance of the Harrison Avenue landfill (current location of the Salvation Army Ray and Joan Kroc Corps Community Center)\r\nStart and end date: Ongoing\r\nRecipient: N/A\r\n","N/A","•\tBy 2018, there will be an increase of at least 160 full- and part-time positions created in the Cramer Hill section of the Camden Promise Zone, as measured by data from the Department of Labor\r\n•\tBy 2018, there will be an increase in new local business on the Camden Waterfront, as measured by a comparative review of data annually (baseline 2014)\r\n•\tEach year, at least 5 special events, attractions, and arts and culture activities will be held on the Camden Waterfront, as measured by a review of initiative documentation annually","Partners will evaluate the activities and interventions, identify improvement areas, and implement mid-course corrections as needed. As the lead partner Cooper’s Ferry Partnership will maintain data using a comprehensive data management system to track progress, inform planning, identify new subgoal metrics or measures of success, and improve programs and services as needed. Critical to the success of the PZ implementation, the economic development partners will share and report the indicators, success measures, and outcomes with the other Promise Zone lead partners and with the community, residents, and other stakeholders affected by the Camden Promise Zone plans. In addition, it will be the responsibility of the lead partner to synthesize the evaluation data from the implementation into a regular concise and user-friendly report in an effort to share best practices with other communities nationally, as well as identify any challenges experienced during the implementation process.","2015\r\n•\tContinue waterfront redevelopment and community events \r\n•\tContinue to implement the Business Facade Improvement Program\r\n•\tComplete feasibility study of the WRTC redesign\r\n•\tComplete construction of the state-of-the-art Salvation Army Ray and Joan Kroc Corps Community Center \r\n\r\n2016\r\n•\tContinue waterfront redevelopment and community events \r\n•\tContinue to implement the Business Facade Improvement Program\r\n•\tDetermine next steps in the WRTC redesign initiative\r\n•\tOpen the Salvation Army Ray and Joan Kroc Corps Community Center, creating 160 full- and part-time jobs\r\n\r\n2017-18\r\n•\tContinue waterfront redevelopment and community events \r\n•\tContinue to implement the Business Facade Improvement Program\r\n•\tContinue planning WRTC redesign\r\n",{"$f":"\"Expected Outcomes:\n\"&U3&\"\nTimeline:\n\"&W3","v":"Expected Outcomes:\n•\tBy 2018, there will be an increase of at least 160 full- and part-time positions created in the Cramer Hill section of the Camden Promise Zone, as measured by data from the Department of Labor\r\n•\tBy 2018, there will be an increase in new local business on the Camden Waterfront, as measured by a comparative review of data annually (baseline 2014)\r\n•\tEach year, at least 5 special events, attractions, and arts and culture activities will be held on the Camden Waterfront, as measured by a review of initiative documentation annually\nTimeline:\n2015\r\n•\tContinue waterfront redevelopment and community events \r\n•\tContinue to implement the Business Facade Improvement Program\r\n•\tComplete feasibility study of the WRTC redesign\r\n•\tComplete construction of the state-of-the-art Salvation Army Ray and Joan Kroc Corps Community Center \r\n\r\n2016\r\n•\tContinue waterfront redevelopment and community events \r\n•\tContinue to implement the Business Facade Improvement Program\r\n•\tDetermine next steps in the WRTC redesign initiative\r\n•\tOpen the Salvation Army Ray and Joan Kroc Corps Community Center, creating 160 full- and part-time jobs\r\n\r\n2017-18\r\n•\tContinue waterfront redevelopment and community events \r\n•\tContinue to implement the Business Facade Improvement Program\r\n•\tContinue planning WRTC redesign\r\n"},"N/A"]
[1,"c","Camden City, Office of the Mayor","Camden City Promise Zone","Camden City","New Jersey","MidAtlantic","Increase economic activity",null,"Improve the Camden Promise Zone to become a sought-after place to live, work, visit, and invest by establishing a strengthened economic base, providing employment opportunities, and cultivating vibrancy and a strong sense of place through amenities.","Continue citywide economic revitalization through the work of the Camden Higher Education and Healthcare Task Force, a collaboration of 8 of the city’s anchor institutions: The healthcare and education sectors account for 43% of all jobs in Camden.","•\tContinue to provide a range of higher education opportunities for residents of all ages and backgrounds, including those wishing to enter the job market, upgrade skills, earn degrees, or prepare for professional certifications, serving over 11,500 students annually (ongoing)\r\n•\tContinue to offer health care for all of Camden’s residents regardless of their ability to pay with access to five unique institutions across the city from dental work to trauma visits (ongoing)\r\n•\tContinue to support the improvement of quality of life in Camden, such as the Camden Special Services District with in partnership with Cooper’s Ferry Partnership uses “ambassadors” to greet pedestrians and keep the city clean and safe and the Camden County Adult Basic Skills Consortium, a citywide education partnership (ongoing)","Continue citywide economic revitalization through the work of the Camden Higher Education and Healthcare Task Force, a collaboration of 8 of the city’s anchor institutions: The healthcare and education sectors account for 43% of all jobs in Camden.\nActivities: \n•\tContinue to provide a range of higher education opportunities for residents of all ages and backgrounds, including those wishing to enter the job market, upgrade skills, earn degrees, or prepare for professional certifications, serving over 11,500 students annually (ongoing)\r\n•\tContinue to offer health care for all of Camden’s residents regardless of their ability to pay with access to five unique institutions across the city from dental work to trauma visits (ongoing)\r\n•\tContinue to support the improvement of quality of life in Camden, such as the Camden Special Services District with in partnership with Cooper’s Ferry Partnership uses “ambassadors” to greet pedestrians and keep the city clean and safe and the Camden County Adult Basic Skills Consortium, a citywide education partnership (ongoing)","In 2001, the Higher Education Healthcare Task Force, or “Eds and Meds,” launched to collaboratively help improve the City of Camden and the quality of life of its residents, as well as to support the redevelopment of Camden’s neighborhoods. Individually, each organization has had a strong presence in the City of Camden for many decades. Collectively, the Task Force member institutions have made a significant impact on the economic wellbeing of the city and county of Camden. The Task Force institutions employed 9,253 people and provided jobs for 997 Camden residents in 2011, with Eds and Meds employees earning nearly 38% of the total payroll in Camden. In addition, the Task Force provides more than 50 health and education outreach programs that have a direct impact on families in the city.","CAMcare, Camden County College, Cooper University Hospital, Lourdes Health \r\nSystem, Rowan University, Rutgers-Camden, The University of Medicine and Dentistry of \r\nNew Jersey, and Virtua will serve as the core eight institutions that comprise the Task Force, continuing to provide financial and other support to the economic development in the Camden Promise Zone.","Camden City, Office of the Mayor SubGoal 1c","Source of Funds: 17 Camden-based Institutions \r\nActivity: Camden Special Services District\r\nAmount: $1 million (annual contributions\r\nStart and end date: January 2014-December 2014\r\nRecipient: Camden Special Services District\r\n","Type: Grant \r\nActivity: Continued work for the Camden Special Services District (CSSD)\r\nEstimated Amount: $1 million would expand the CSSD coverage area and increase scope of work\r\nDate: 2015\r\nRecipient: Camden Special Services District\r\n","N/A","N/A","•\tEach year, the Task Force will serve at least 12,500 Camden residents through community outreach programs, as measured by an annual review of Task Force program enrollment data\r\n•\tEach year, the Task Force will support educational programming that serves at least 7,000 school-aged children, as measured by Task Force program enrollment data","Partners will evaluate the activities and interventions, identify improvement areas, and implement mid-course corrections when needed. As the lead partner Cooper’s Ferry Partnership will maintain data using a comprehensive data management system to effectively track progress, inform planning, identify new subgoal metrics or measures of success, and improve programs and services as needed. Critical to the success of the PZ implementation, the economic development partners will share and report the indicators, success measures, and outcomes with the other Promise Zone lead partners and with the community. In addition, it will be the responsibility of the lead partner to synthesize the evaluation data from the implementation into a regular concise and user-friendly report in an effort to share best practices with other communities nationally, as well as identify any challenges experienced during the implementation process.","2015-2018\r\n•\tContinue to provide health and education outreach programs that provide direct services to Camden residents.\r\n•\tContinue to support and promote full-time and part-time job opportunities in Camden\r\n•\tContinue to make capital investments in Camden\r\n","Expected Outcomes:\n•\tEach year, the Task Force will serve at least 12,500 Camden residents through community outreach programs, as measured by an annual review of Task Force program enrollment data\r\n•\tEach year, the Task Force will support educational programming that serves at least 7,000 school-aged children, as measured by Task Force program enrollment data\nTimeline:\n2015-2018\r\n•\tContinue to provide health and education outreach programs that provide direct services to Camden residents.\r\n•\tContinue to support and promote full-time and part-time job opportunities in Camden\r\n•\tContinue to make capital investments in Camden\r\n","N/A"]
[2,"a","Camden City, Office of the Mayor","Camden City Promise Zone","Camden City","New Jersey","MidAtlantic","Improve educational opportunities",null,"Provide high quality, safe educational options that substantially improve the educational and developmental outcomes for all children, youth, and young adults residing in the Camden Promise Zone and that prepares for academically for their future","School readiness. Increase the preparedness of young children to successfully transition to school ready to learn.  Results of 2014 survey showed just one-third of families with young children enrolled in an early learning center, nursery school, or ","•\tOffer Head Start programming throughout Camden (ongoing)\r\n•\tImplement an early education enrollment campaign (new)\r\n•\tFurther develop and implement the National Campaign for Grade Level Reading, “Born To Read,” throughout district preschools and private providers throughout the Promise Zone (new)\r\n•\tPartner with local higher education institution (Rowan University) to deliver intensive teacher training, coaching and mentoring at the preschool level (new)\r\n•\tWork with higher education partner to increase effectiveness of evidence based curriculum and utilization of normed assessments (new)","School readiness. Increase the preparedness of young children to successfully transition to school ready to learn.  Results of 2014 survey showed just one-third of families with young children enrolled in an early learning center, nursery school, or \nActivities: \n•\tOffer Head Start programming throughout Camden (ongoing)\r\n•\tImplement an early education enrollment campaign (new)\r\n•\tFurther develop and implement the National Campaign for Grade Level Reading, “Born To Read,” throughout district preschools and private providers throughout the Promise Zone (new)\r\n•\tPartner with local higher education institution (Rowan University) to deliver intensive teacher training, coaching and mentoring at the preschool level (new)\r\n•\tWork with higher education partner to increase effectiveness of evidence based curriculum and utilization of normed assessments (new)","Research shows that a child’s early development from birth through age 8 is essential to making an effective transition into elementary school and for long-term academic achievement (Annie E. Casey Foundation, 2013). Moreover, extensive research supports the notion that quality early childhood development opportunities lead to positive outcomes later in life, including improved academic performance, higher graduation rates, better jobs, and lower crime rates (Schweinhart, Montie, Xiang, Barnett, Belfield, & Nores, 2005). Unfortunately, by the time they are 8 years old, many children—especially young children with disabilities and students living in low-income families—have not met the developmental milestones that are essential for future success in school and in life. Students from low-income households also face family-related stressors, such as parental job loss and housing insecurity, which hinder their social and cognitive development (Annie E. Casey Foundation, 2013).","•\tThe Camden City School District will offer high quality, full day pre-kindergarten classes citywide\r\n•\tThe Center for Family Services will provide high quality Head Start programming\r\n•\tPrivate preschool providers throughout the Promise Zone will serve as district partners\r\n•\tRowan University College of Education will provide training and technical assistance to early education programs and providers","Camden City, Office of the Mayor SubGoal 2a","•\tSource of Funds: NJ Department of Education (Abbott funding for universal preschool)\r\nActivities: Salaries for the preschool teachers and Family Workers\r\nAmount:  $27,021,765\r\nStart and end date:  July 1 – June 30 annually\r\nRecipient: Camden City School District, private partners, CFS Head Start\r\n\r\n•\tSource of Funds:  US Administration for Children and Families, Office of Head Start\r\nActivity: Head Start classrooms (serving 380 Promise Zone residents)\r\nAmount:  $3,000,000\r\nStart and end date:  August 1 – July 30 annual\r\nRecipient: Center For Family Services \r\n\r\n•\tSource of Funds: NJ Americorps Direct Service State Grant\r\nActivity: Americorps School Readiness Corps at Head Start\r\nAmount:  $280,000\r\nStart and end date:  July 1, 2014-June 30, 2015\r\nRecipient: Center for Family Services\r\n\r\n•\tSource of Funds: Rowan University, College of Education Partners For Success Grant\r\nActivity: Americorps School Readiness Corps at Head Start\r\nAmount:  $35,000  \r\nStart and end date:  October 2013 – June 2015\r\nRecipient: Center for Family Services\r\n","•\tType:  Grant \r\nActivity: Teacher Training and Support\r\nEstimated Amount:   $50,000\r\nDate:  Summer 2015\r\nRecipient:  Center For Family Services\r\n\r\n•\tType:  Grant \r\nActivity:   Assessment Tools\r\nEstimated Amount:  $25,000\r\nDate:  Spring 2015\r\nRecipient:  CCSD/CFS  Head Start\r\n","•\tSource and type: Rowan University Staff/Students\r\nActivity:  Classroom Support and pilot student assessment implementation\r\nStart and end date:  October 2014\r\nRecipient: Center For Family Services Head Start\r\n\r\n•\tSource and type:  Center For Family Service Americorps In Kind Grant Match (space, training)\r\nActivity:  Americorps School Readiness Corps\r\nStart and end date:  July 1, 2014 – June 30, 2015\r\nRecipient:  Center For Family Services Head Start\r\n\r\n•\tSource and type:  Cooper Learning Institute \r\nActivity:  Literacy Summer Program \r\nStart and end date:  July – August, annually\r\nRecipient:  N/A\r\n","•\tType:  Donations\r\nActivity:  Increase exposure to books (building family home libraries)\r\nStart and end date: ongoing\r\nRecipient:  CCSD, Head Start/Parents\r\n\r\n•\tType:  Volunteers\r\nActivity:  One on One Reading in classrooms\r\nStart and end date:  ongoing\r\nRecipient:  N/A\r\n\r\n•\tType:  Higher Education Partners \r\nActivity: teacher training and classroom support\r\nStart and end date: ongoing\r\nRecipient:  N/A\r\n","By fall 2016, the City of Camden will have 100% eligible children enrolled in a pre-kindergarten program, as measured by enrollment in district programs ","The Superintendent will facilitate the sharing of these data annually with Promise Zone partners and the community to measure the attainment of the annual expected outcome for this subgoal.","2015-16\r\n•\tOffer Head Start programming and full-day pre-kindergarten city wide\r\n•\tLaunch an early education enrollment campaign\r\n•\tProvide training and technical assistance to early education programs and providers\r\n•\tExpand the Born to Read initiative throughout the Promise Zone'\r\n\r\n2016-17\r\n•\tContinue to offer Head Start programming and full-day pre-kindergarten city wide\r\n•\tContinue the early education enrollment campaign\r\n•\tContinue to provide training to early education programs and providers\r\n•\tContinue expansion of the Born to Read initiative\r\n\r\n2017-18\r\n•\tContinue to offer Head Start programming and full-day pre-kindergarten city wide\r\n•\tContinue the early education enrollment campaign\r\n•\tContinue to provide training to early education programs and providers\r\n•\tContinue implementation of the Born to Read initiative\r\n","Expected Outcomes:\nBy fall 2016, the City of Camden will have 100% eligible children enrolled in a pre-kindergarten program, as measured by enrollment in district programs \nTimeline:\n2015-16\r\n•\tOffer Head Start programming and full-day pre-kindergarten city wide\r\n•\tLaunch an early education enrollment campaign\r\n•\tProvide training and technical assistance to early education programs and providers\r\n•\tExpand the Born to Read initiative throughout the Promise Zone'\r\n\r\n2016-17\r\n•\tContinue to offer Head Start programming and full-day pre-kindergarten city wide\r\n•\tContinue the early education enrollment campaign\r\n•\tContinue to provide training to early education programs and providers\r\n•\tContinue expansion of the Born to Read initiative\r\n\r\n2017-18\r\n•\tContinue to offer Head Start programming and full-day pre-kindergarten city wide\r\n•\tContinue the early education enrollment campaign\r\n•\tContinue to provide training to early education programs and providers\r\n•\tContinue implementation of the Born to Read initiative\r\n","N/A"]
[2,"b","Camden City, Office of the Mayor","Camden City Promise Zone","Camden City","New Jersey","MidAtlantic","Improve educational opportunities",null,"Provide high quality, safe educational options that substantially improve the educational and developmental outcomes for all children, youth, and young adults residing in the Camden Promise Zone and that prepares for academically for their future","Increase the number of children who feel safe at school: A June 2013 survey showed 49% of elementary students did not feel safe in the hallways and bathrooms at school and 20% of both middle and high school youth felt unsafe right outside of school.","•\tContinue to implement the district’s new safety and security plan (ongoing)\r\n•\tConduct an expanded pilot implementation of the Positive Behavioral Interventions and Supports (PBIS) framework in selected Camden schools (ongoing)\r\n•\tUpgrade security technology in every school (ongoing)\r\n•\tCreate a Youth Justice Task Force in partnership with local community organizations to provide interventions and supports in non-school settings for the district’s most at-risk students (new)\r\n•\tPartner with school communities to continue to implement the Safe Corridors and Safe Haven programs around every school (ongoing)\r\n•\tImplement new, more accurate reporting practices that establish a 2014-15 baseline for measuring safety incidences in the schools (new)\r\n","Increase the number of children who feel safe at school: A June 2013 survey showed 49% of elementary students did not feel safe in the hallways and bathrooms at school and 20% of both middle and high school youth felt unsafe right outside of school.\nActivities: \n•\tContinue to implement the district’s new safety and security plan (ongoing)\r\n•\tConduct an expanded pilot implementation of the Positive Behavioral Interventions and Supports (PBIS) framework in selected Camden schools (ongoing)\r\n•\tUpgrade security technology in every school (ongoing)\r\n•\tCreate a Youth Justice Task Force in partnership with local community organizations to provide interventions and supports in non-school settings for the district’s most at-risk students (new)\r\n•\tPartner with school communities to continue to implement the Safe Corridors and Safe Haven programs around every school (ongoing)\r\n•\tImplement new, more accurate reporting practices that establish a 2014-15 baseline for measuring safety incidences in the schools (new)\r\n","More than ever before, to create a safe learning environment, schools must implement safety plans and prevention programs that address the root causes of violence (Horowitz, 1996) and that involve the entire community (Rodriguez, 1994). The most effective programs for developing safe schools emphasize prevention, positive alternatives, development of psychosocial skills, and recognition of socially competent behavior. PBIS is an evidence-based framework endorsed by the US Department of Education for preventing and improving problem behaviors in classroom and schools. Research on PBIS in schools characterized by severe poverty, community violence, and high problem behavior, like Camden, suggests the efficacy of PBIS in promoting safe schools. Netzel and Eber (2003), for example, found a 22% reduction in of suspensions in the first year, reduced behavior incidents overall and reduced staff turnover after just two years of PBIS implementation in an urban elementary school in Illinois. ","•\tThe Camden City School District will provide the resources to implement the district’s safety plan, pilot the implementation of PBIS, promote the Safe Corridors Program, and expand the use of high-tech safety equipment in the high schools\r\n•\tThe NJ Department of Education and the Rutgers Robert Wood Johnson Medical School will provide training and technical assistance to district and school staff on PBIS implementation\r\n•\tThe Mayor’s Office and Center for Family Services will provide implementation, funding, and grant writing support for PBIS, a  signature initiative of the citywide Youth Forum Violence Prevention Plan\r\n•\tThe Camden Metro Police will continue to provide training for school safety \r\n•\tThe Mayor’s Office, parent and community volunteers, Camden Metro Police, Camden Fire Department, and local businesses will continue to support the district with safe havens, additional street patrols during after school and early evening hours, and distribution of safe route maps","Camden City, Office of the Mayor SubGoal 2b","•\tSource of Funds: State and Community Development Division, OJJDP\r\nActivity: PBIS implementation\r\nAmount: $100,000 per year\r\nStart and end date:  10/1/13-9/30/2015\r\nRecipient: Mayor’s Office, City of Camden directed to CCSD\r\n\r\n•\tSource of Funds: General Fund, Camden City School District\r\nActivity: Salaries for school safety officers, staff involved in PBIS\r\nAmount:  $350,000\r\nStart and end date: ongoing\r\nRecipient: All schools citywide\r\n\r\n•\tSource of Funds: Camden Country Metro Police Force \r\nActivity:  Safe Corridors Program – targeted officer deployment\r\nAmount:  $250,000\r\nStart and end date:  annual for school year\r\nRecipient:  children, youth and families traveling between home and school\r\n","•\tType:  Grant\r\nActivity:  Data System to link across systems and to collect all school related data\r\nEstimated Amount:  $250,000\r\nDate:  Spring 2015\r\nRecipient: Camden City School District\r\n\r\n•\tType:  Grant\r\nActivity:  Increased Law Enforcement Presence in Schools and for safe corridors\r\nEstimated Amount:  $200,000 annually\r\nDate:  for immediate use\r\nRecipient:  Camden County Metro Police Department\r\n\r\n•\tType:  Grant\r\nActivity:  Out of School Time access to schools for afterschool, evening, weekend programming\r\nEstimated Amount:  $200,000\r\nDate:  summer 2015 on going\r\nRecipient:  CCSD/Community Service Providers\r\n","•\tSource and type:  Staff Time and space costs from Camden City School District\r\nActivity: PBIS (and other programs targeted to this goal)\r\nStart and end date:  January 2014 - ongoing\r\nRecipient:  CCSD (and PBIS Partnership)\r\n\r\n•\tSource and type:  Staff time, space and printing costs from Office of Mayor\r\nActivity:  PBIS, safe havens, grant writing support to the district\r\nStart and end date: ongoing\r\nRecipient: varied, including CCSD, youth and families, \r\n\r\n•\tSource and type:  Human resource in kind support, RBA systems support from CFS partner\r\nActivity:  program coordination, grant writing, evaluation coordination, data entry\r\nStart and end date: 10/1/2013 - ongoing\r\nRecipient:  all partners\r\n","•\tType:  Space \r\nActivity:  Afterschool programming and weekend programs\r\nStart and end date: ongoing\r\nRecipient:  Community Center agencies\r\n\r\n•\tType:  Space and staff support\r\nActivity:   Safe Havens for safe corridor programs\r\nStart and end date:  ongoing\r\nRecipient:  Community partners\r\n\r\n•\tType:  Printing, advertising on TV, Print, and Radio\r\nActivity: Community Outreach \r\nStart and end date: ongoing\r\nRecipient:  varied\r\n","•\tBy June 2016, increase the proportion of students who feel safe within and around school by at least 10 percentage points annually from baseline (June 2013), as measured by the annual administration of the School Climate Survey\r\n•\tBy June 2018, decrease the number of school safety and violence-related incidents by at least 20% (established in June 2015), as measured by the official school incident reports submitted to the NJ State Education Department\r\n","The Camden City Schools will continue to administer a School Climate Survey annually at the end of every school year.  The district will also report as required on the number of safety and violence-related incidents that occur monthly in every school by type of infraction.  The Superintendent will facilitate the sharing of these data annually with Promise Zone partners and the community to measure the attainment of annual expected outcomes.","2015-16\r\n•\tImplement the expanded PBIS pilot\r\n•\tCreate the Youth Justice Task Force with at least one community based organization\r\n•\tContinue to operate the Safe Corridors Program\r\n\r\n2016-17\r\n•\tRefine PBIS implementation based on pilot results; continue implementation\r\n•\tRefine Youth Justice Task Force model and expand to implementation\r\n•\tContinue to operate the Safe Corridors Program\r\n\r\n2017-18\r\n•\tContinue to expand the use of PBIS in additional district schools\r\n•\tPlan a continuum of care approach for at-risk youth served by the Justice Task Force\r\n•\tContinue to operate the Safe Corridors Program\r\n","Expected Outcomes:\n•\tBy June 2016, increase the proportion of students who feel safe within and around school by at least 10 percentage points annually from baseline (June 2013), as measured by the annual administration of the School Climate Survey\r\n•\tBy June 2018, decrease the number of school safety and violence-related incidents by at least 20% (established in June 2015), as measured by the official school incident reports submitted to the NJ State Education Department\r\n\nTimeline:\n2015-16\r\n•\tImplement the expanded PBIS pilot\r\n•\tCreate the Youth Justice Task Force with at least one community based organization\r\n•\tContinue to operate the Safe Corridors Program\r\n\r\n2016-17\r\n•\tRefine PBIS implementation based on pilot results; continue implementation\r\n•\tRefine Youth Justice Task Force model and expand to implementation\r\n•\tContinue to operate the Safe Corridors Program\r\n\r\n2017-18\r\n•\tContinue to expand the use of PBIS in additional district schools\r\n•\tPlan a continuum of care approach for at-risk youth served by the Justice Task Force\r\n•\tContinue to operate the Safe Corridors Program\r\n","The primary barrier to implementation for this subgoal is approved data sharing agreements between the school system and key community partners and law enforcement.  This barrier is primarily related to FERPA regulations. Taken together,  partners encounter a number of hardships related to data sharing, including data not maintained in electronic format, limited resources, lack of knowledge about where data exist, confidentiality and privacy concerns, and lack of knowledge of how to access data."]
[2,"c","Camden City, Office of the Mayor","Camden City Promise Zone","Camden City","New Jersey","MidAtlantic","Improve educational opportunities",null,"Provide high quality, safe educational options that substantially improve the educational and developmental outcomes for all children, youth, and young adults residing in the Camden Promise Zone and that prepares for academically for their future","Increase the number of parents who have the information, services, and support they need to help their child succeed.  In March 2014, focus groups with Camden city parents revealed low parental involvement and investment in their child’s school.","•\tRefine the district’s newly developed school information card (based on parental feedback) and distribute citywide so information on school performance, environment, and parental satisfaction is accessible to parents (ongoing)\r\n•\tCreate a catalog of all public school educational programs and options available in Camden, as well as information about how to enroll their child in the school of their choice (new)\r\n•\tDesign a simplified, streamlined universal application and enrollment system to ensure students have equal access to all school options, allow parents to complete the application process without a complicated and time-consuming search, and ensure that all schools serve all students who select them (new)\r\n•\tImplement the Camden Parent Partnership, the district’s first-ever Parent and Community Center housed at the Promise Neighborhood Family Success Center (ongoing)\r\n•\tOpen three new Parent and Community Centers throughout the city (new)\r\n","Increase the number of parents who have the information, services, and support they need to help their child succeed.  In March 2014, focus groups with Camden city parents revealed low parental involvement and investment in their child’s school.\nActivities: \n•\tRefine the district’s newly developed school information card (based on parental feedback) and distribute citywide so information on school performance, environment, and parental satisfaction is accessible to parents (ongoing)\r\n•\tCreate a catalog of all public school educational programs and options available in Camden, as well as information about how to enroll their child in the school of their choice (new)\r\n•\tDesign a simplified, streamlined universal application and enrollment system to ensure students have equal access to all school options, allow parents to complete the application process without a complicated and time-consuming search, and ensure that all schools serve all students who select them (new)\r\n•\tImplement the Camden Parent Partnership, the district’s first-ever Parent and Community Center housed at the Promise Neighborhood Family Success Center (ongoing)\r\n•\tOpen three new Parent and Community Centers throughout the city (new)\r\n","There decades of research that shows that family involvement helps get young children ready for school, promotes school success, and prepares youth for college and life beyond high school. This is especially true for those less likely to succeed, namely children of color and students from low-income families (Brody, Dorsey, Forehand, Armistead, 2002). Moreover, by taking a collaborative approach to the development of parent engagement, schools can form successful partnerships with not only with families but with community-based organizations and other community stakeholders to improve the educational outcomes of all students (Caplan, 1998).","•\tThe Camden City School District will provide the staffing and resources needed to continue its newly launched Division of Family and Community Engagement, provide translation services for parents at school and district events, offer summer parent/adult education classes, and distribute the newly created school information cards\r\n•\tThe Center for Family Services will provide space and other resources for the district’s first ever Parent and Community Center (known as the Camden Parent Partnership) housed at its Promise Neighborhood (PN) Family Success Center\r\n","Camden City, Office of the Mayor SubGoal 2c","•\tSource of Funds: General Fund, Camden City School District\r\nActivities: Salaries for the Division of Family and Community Engagement and the school-based Community School Coordinators and costs of the translation equipment\r\nAmount: $75,000\r\nStart and end date: ongoing\r\nRecipient: Camden City School District\r\n\r\n•\tSource of Funds: Private Support\r\nActivity: Parent and Community Centers\r\nAmount: $75,000 for first center\r\nStart and end date:  1/1/2015\r\nRecipient: Camden City School District\r\n\r\n•\tSource of Funds: NJ Department of Children and Families\r\nActivity: Parent and Community Centers (supports the PN Family Success Center)\r\nAmount: $250,000\r\nStart and end date:  1/1/2015 (annual)\r\nRecipient: Center For Family Services\r\n","•\tType:  Grant\r\nActivity:  Parent Empowerment Centers\r\nEstimated Amount:  $100,000 per center \r\nDate:  annual\r\nRecipient:  Community Partners\r\n\r\n•\tType:  District Funds\r\nActivity:  School Report Card\r\nEstimated Amount:  $25,000\r\nDate:  annual\r\nRecipient:  CCSD and CamConnect (partner in creation and data analysis)\r\n\r\n•\tType:  District Funds\r\nActivity:  Universal Enrollment System\r\nEstimated Amount:  $100,000\r\nDate:  summer 2015\r\nRecipient:  Camden City School District\r\n","•\tSource and type:  Center For Family Services, space and staffing\r\nActivity:  Parent Empowerment Center\r\nStart and end date:  Fall 2014\r\nRecipient: N/A\r\n\r\n•\tSource and type:  Camden City Office of the Mayor\r\nActivity:  Outreach for recruitment and parent support\r\nStart and end date:   Current and ongoing\r\nRecipient:  Camden City School District\r\n\r\n•\tSource and type:  Camden City School District\r\nActivity:   School Report Card and universal enrollment system\r\nStart and end date:  Fall 2014\r\nRecipient:  N/A\r\n","•\tType: Building Space \r\nActivity:  Parent Empowerment Centers\r\nStart and end date:  Winter/Spring 2015 and ongoing\r\nRecipient:  Partners and CCSD\r\n\r\n•\tType:   Universal Recruitment and Enrollment\r\nActivity:  Data sharing and systems commitment (staffing and technology)\r\nStart and end date:  spring 2015 and ongoing\r\nRecipient:  N/A\r\n\r\n•\tType:  Service Provision\r\nActivity:   Parent Education and Support Workshops\r\nStart and end date:  winter 2015 and ongoing\r\nRecipient:  parent empowerment centers and schools\r\n","By June 2016, increase the proportion of parents who report being satisfied with their child’s education by at least 10 percentage points annually from baseline (June 2014), as measured by an annual administration of a districtwide Parent Satisfaction Survey","In 2014, the Camden City Schools launched a Parent Survey that the district will continue to administer annually at the end of every school year to assess the extent of parental satisfaction with their child’s education.  The Superintendent will facilitate the sharing of these data annually with Promise Zone partners and the community to measure the attainment of the annual expected outcome for this subgoal.","2015-16\r\n•\tProvide access to all eligible children in pre-k with 100% enrollment\r\n•\tDistribution of school information cards, schools catalog, and information on the sing, streamlined school application system\r\n•\tOpen the city’s second Parent and Community Center\r\n\r\n2016-17\r\n•\tContinue to provide access to high quality pre-k with a 100% enrollment rate\r\n•\tDistribution of school information cards, schools catalog, and information on the sing, streamlined school application system\r\n•\tOpen the city’s third Parent and Community Center\r\n\r\n2017-18\r\n•\tContinue to provide access to high quality pre-k with a 100% enrollment rate\r\n•\tDistribution of school information cards, schools catalog, and information on the sing, streamlined school application system\r\n•\tOpen the city’s fourth Parent and Community Center\r\n","Expected Outcomes:\nBy June 2016, increase the proportion of parents who report being satisfied with their child’s education by at least 10 percentage points annually from baseline (June 2014), as measured by an annual administration of a districtwide Parent Satisfaction Survey\nTimeline:\n2015-16\r\n•\tProvide access to all eligible children in pre-k with 100% enrollment\r\n•\tDistribution of school information cards, schools catalog, and information on the sing, streamlined school application system\r\n•\tOpen the city’s second Parent and Community Center\r\n\r\n2016-17\r\n•\tContinue to provide access to high quality pre-k with a 100% enrollment rate\r\n•\tDistribution of school information cards, schools catalog, and information on the sing, streamlined school application system\r\n•\tOpen the city’s third Parent and Community Center\r\n\r\n2017-18\r\n•\tContinue to provide access to high quality pre-k with a 100% enrollment rate\r\n•\tDistribution of school information cards, schools catalog, and information on the sing, streamlined school application system\r\n•\tOpen the city’s fourth Parent and Community Center\r\n","The primary barriers to the implementation of these activities is data sharing (as described in the above subgoal 1), as well as liability issues that arise regarding shared spaces. "]
[3,"a","Camden City, Office of the Mayor","Camden City Promise Zone","Camden City","New Jersey","MidAtlantic","Reduce serious or violent crime",null,"Reduce violence and advance the safety and overall well-being of the residents of the Camden Promise Zone using community-based and data-driven approaches.","Transform social norms in Camden from the belief that violence is normal through a comprehensive community education campaign and on-the-spot alternatives to violence: Violent crime in Camden is 6 times the national average.","•\tContinue to replicate the evidence-based Cure Violence model known as Cure4Camden, including the following strategies – violence detection and interruption, behavior change, and change community norms about violence (ongoing)\r\n•\tContinue to provide Chaplaincy Training by the New Jersey State Chaplaincy Program to equip individuals to work as volunteers in the schools and in the community; trained chaplains work with youth involved in, or at risk for, violence and cover critical incident stress management, domestic violence, suicide, post-traumatic stress, and more  (ongoing)\r\n•\tExpand the Camden GPS (Guidance, Preservation, and Support) Program for at-risk youth who are victims of violent crime to prevent future violent injury, retaliation, or recurrent involvement with the juvenile justice system through trauma-informed care (new)","Transform social norms in Camden from the belief that violence is normal through a comprehensive community education campaign and on-the-spot alternatives to violence: Violent crime in Camden is 6 times the national average.\nActivities: \n•\tContinue to replicate the evidence-based Cure Violence model known as Cure4Camden, including the following strategies – violence detection and interruption, behavior change, and change community norms about violence (ongoing)\r\n•\tContinue to provide Chaplaincy Training by the New Jersey State Chaplaincy Program to equip individuals to work as volunteers in the schools and in the community; trained chaplains work with youth involved in, or at risk for, violence and cover critical incident stress management, domestic violence, suicide, post-traumatic stress, and more  (ongoing)\r\n•\tExpand the Camden GPS (Guidance, Preservation, and Support) Program for at-risk youth who are victims of violent crime to prevent future violent injury, retaliation, or recurrent involvement with the juvenile justice system through trauma-informed care (new)","The evidence-based Cure Violence model is used in more than 12 US cities. Just one year after West Garfield, the most violent community in Chicago, launched Cure Violence in 2000, there was a 67% reduction in shootings. By 2004, Illinois expanded Cure Violence from five to 15 communities in Chicago, which yielded a 25% decline of homicides. Since then, studies have shown the model to reduce violence in Chicago, Baltimore, and New York (Skogan, 2008). Though research on chaplaincy is in its infancy, studies have shown that trained chaplains can  be effective at meeting spiritual needs, helping people cope and feel more hopeful, and reducing their stress and anxiety (Wall et al., 2007). Trauma-informed care is an emerging, promising approach to addressing trauma and violence affecting children and adults across service systems (Hopper et. al., 2010).  Preliminary outcomes include a decrease in program participants’ emotional reactions and enhanced sense of safety (Noether et al., 2007).","•\tCenter for Family Services will continue to manage the day-to-day operations of the Cure4Camden replication initiative and will work with the project’s local evaluator to collect, track, and share outcome data \r\n•\tThe Office of the Mayor, with support from the Center for Family Services and other community-based organizations will continue to offer the Chaplaincy Training Program","Camden City, Office of the Mayor SubGoal 3a","•\tSource of Funds: Community-Based Violence Prevent grant, OJJDP\r\nActivity: Replication of Cure Violence\r\nAmount:  $1,400,000\r\nStart and end date: 2013-2016\r\nRecipient: Mayor’s Office, City of Camden; subcontracted to CFS\r\n\r\n•\tSource of Funds:  Private Donations and small grant\r\nActivity:  Training and support for chaplaincy program\r\nAmount:  $20,000\r\nStart and end date:  July 2013\r\nRecipient:  Congress of Community, Resident, and Faith Based Organizations (Mayor’s Office)\r\n\r\n•\tSource of Funds: Foundation Grant\r\nActivity:  GPS Program\r\nAmount:  $75,000\r\nStart and end date:  2011-2014\r\nRecipient:  Camden Coalition of Healthcare Providers\r\n","•\tType:  Grant\r\nActivity:  Chaplaincy Program on going training\r\nEstimated Amount:  $20,000\r\nDate:  N/A\r\nRecipient:  Congress/Office of the Mayor\r\n\r\n•\tType:  Grant\r\nActivity:  Ceasefire Replication Expansion\r\nEstimated Amount: $1,500,000\r\nDate: 2015\r\nRecipient:  varied\r\n\r\n•\tType:  Grant or financing\r\nActivity:  Community Outreach and Education Campaign\r\nEstimated Amount: $150,000\r\nDate: 2015\r\nRecipient:  varied\r\n","•\tSource and type:  Human Capital\r\nActivity:  Cure4Camden Ceasefire Replication\r\nStart and end date: 10/2013 - ongoing\r\nRecipient:  N/A\r\n\r\n•\tSource and type:  Space/Capital\r\nActivity:  Chaplaincy and Ceasefire Replication\r\nStart and end date: ongoing\r\nRecipient:  CFS, City, varied\r\n\r\n•\tSource and type:  Public Messaging (free air space)\r\nActivity:  Public outreach and education \r\nStart and end date: ongoing\r\nRecipient:  CFS, City, varied\r\n","•\tType:  Volunteers\r\nActivity:  Cure4Camden Ceasefire Replication\r\nStart and end date:  ongoing\r\nRecipient:N/A\r\n\r\n•\tType:  Public Service Announcement Space on TV/Radio, Billboards, and on public transportation\r\nActivity:  Public Education and Outreach Campaign\r\nStart and end date:  2015 - 2016\r\nRecipient:  varied\r\n","By 2018, there will be an increase the proportion of Camden residents with appropriate beliefs about violence and the perceived risks of engaging in violence by at least 10 percentage points annually, as measured by the annual administration of the Cure4Camden Resident Survey (baseline to be established in winter 2015) ","The Center for Family Services (CFS) will lead the data collection and tracking for this subgoal.  As the lead partner for Cure4Camden, CFS has contracted with a local evaluator to conduct a project evaluation, including the development of the Cure4Camden Resident Survey, which will be used to collect data on changed community norms of violence and serious crime. In addition, as part of the national evaluation of Cure4Camden, CFS tracks violence and crime-related indicators by neighborhood for the city as a whole. CFS will share the results of the survey annually as well as the relevant administrative data with Promise Zone partners to track and measure progress for this subgoal outcomes. ","2015 \r\n•\tContinue to implement and evaluate the Cure4Camden replication initiative\r\n•\tDevelop and administer annual Cure4Camden Resident Survey (baseline)\r\n•\tContinue to operate the Chaplaincy Training Program\r\n•\tExpand the Camden GPS Program\r\n\r\n2016\r\n•\tContinue to implement and evaluate the Cure4Camden replication initiative\r\n•\tDevelop and administer annual Cure4Camden Resident Survey \r\n•\tContinue to operate the Chaplaincy Training Program\r\n•\tContinue to expand the Camden GPS Program\r\n\r\n2017\r\n•\tContinue to implement and evaluate the Cure4Camden replication initiative\r\n•\tDevelop and administer annual Cure4Camden Resident Survey \r\n•\tContinue to operate the Chaplaincy Training Program\r\n•\tContinue to expand the Camden GPS Program\r\n\r\n2018\r\n•\tContinue to implement and evaluate the Cure4Camden replication initiative\r\n•\tDevelop and administer annual Cure4Camden Resident Survey \r\n•\tContinue to operate the Chaplaincy Training Program\r\n•\tContinue to expand the Camden GPS Program","Expected Outcomes:\nBy 2018, there will be an increase the proportion of Camden residents with appropriate beliefs about violence and the perceived risks of engaging in violence by at least 10 percentage points annually, as measured by the annual administration of the Cure4Camden Resident Survey (baseline to be established in winter 2015) \nTimeline:\n2015 \r\n•\tContinue to implement and evaluate the Cure4Camden replication initiative\r\n•\tDevelop and administer annual Cure4Camden Resident Survey (baseline)\r\n•\tContinue to operate the Chaplaincy Training Program\r\n•\tExpand the Camden GPS Program\r\n\r\n2016\r\n•\tContinue to implement and evaluate the Cure4Camden replication initiative\r\n•\tDevelop and administer annual Cure4Camden Resident Survey \r\n•\tContinue to operate the Chaplaincy Training Program\r\n•\tContinue to expand the Camden GPS Program\r\n\r\n2017\r\n•\tContinue to implement and evaluate the Cure4Camden replication initiative\r\n•\tDevelop and administer annual Cure4Camden Resident Survey \r\n•\tContinue to operate the Chaplaincy Training Program\r\n•\tContinue to expand the Camden GPS Program\r\n\r\n2018\r\n•\tContinue to implement and evaluate the Cure4Camden replication initiative\r\n•\tDevelop and administer annual Cure4Camden Resident Survey \r\n•\tContinue to operate the Chaplaincy Training Program\r\n•\tContinue to expand the Camden GPS Program","N/A"]
[3,"b","Camden City, Office of the Mayor","Camden City Promise Zone","Camden City","New Jersey","MidAtlantic","Reduce serious or violent crime",null,"Reduce violence and advance the safety and overall well-being of the residents of the Camden Promise Zone using community-based and data-driven approaches.","Incorporate proactive community policing components so that all Camden residents are safe and children can play outside and walk to school out of harm’s way: One’s chance of becoming a victim of violent crime in Camden is a staggering 1 in 39.","•\tContinue to implement a community-based policing model citywide, which uses partnerships and problem-solving techniques to proactively address immediate conditions that give rise to public safety issues such as crime, social disorder, and fear of crime (ongoing)\r\n•\tIncrease police presence (both mobile and foot patrols) in all of the city’s neighborhoods in order to provide more time for officers to interact with the community, build local trust, and engage in meaningful discussions regarding crime activity and prevention (new) \r\n•\tExpand the use of Eye-in-the-Sky Surveillance Cameras to support the city’s gunshot detection systems, which allow police to examine quickly an area using cameras strategically placed in high-crime hotspots and to provide real-time response and subsequent investigations and deter would-be criminals (new)","Incorporate proactive community policing components so that all Camden residents are safe and children can play outside and walk to school out of harm’s way: One’s chance of becoming a victim of violent crime in Camden is a staggering 1 in 39.\nActivities: \n•\tContinue to implement a community-based policing model citywide, which uses partnerships and problem-solving techniques to proactively address immediate conditions that give rise to public safety issues such as crime, social disorder, and fear of crime (ongoing)\r\n•\tIncrease police presence (both mobile and foot patrols) in all of the city’s neighborhoods in order to provide more time for officers to interact with the community, build local trust, and engage in meaningful discussions regarding crime activity and prevention (new) \r\n•\tExpand the use of Eye-in-the-Sky Surveillance Cameras to support the city’s gunshot detection systems, which allow police to examine quickly an area using cameras strategically placed in high-crime hotspots and to provide real-time response and subsequent investigations and deter would-be criminals (new)","Community-based policing is among the best known and widely adopted police innovations of the past 30 years; close to 100% of large law enforcement agencies have adopted the approach (Reaves, 2010). Community-based policing is an effective way to increase citizen satisfaction and enhance the legitimacy of the police. Research suggests that when citizens see the police as more legitimate, they are more likely to comply with police directives and the law (Tyler, 1990, 2004; Tyler & Huo, 2002). Wycoff, Pate, Skogan, and Sherman (1985) found that efforts by police in a target neighborhood in Houston to initiate more positive, informal contacts with citizens led to lower rates of victimization.  In addition, as the 2004 National Research Council review of police effectiveness noted, “studies that focused police resources on crime hot spots provided the strongest collective evidence of police effectiveness that is now available.”  ","•\tThe Camden Metro Police will implement the community-oriented policing model and will implement all funding or initiatives designed to increase police presence \r\n•\tThe Camden County Prosecutor’s office will continue to support the community policing model, providing staff for regular meetings with the Camden Metro Police","Camden City, Office of the Mayor SubGoal 3b","•\tSource of Funds: Camden City Contract\r\nActivity: Camden Metro Police Force – Community Policing and officer presence\r\nAmount: $45,000,000\r\nStart and end date: ongoing\r\nRecipient: Camden County\r\n\r\n•\tSource of Funds:  Federal Grant\r\nActivity:  Increase police officers on the grant\r\nAmount:  $3,200,000\r\nStart and end date:  10/1/2014 – 9/30/2017\r\nRecipient: Camden County\r\n\r\n•\tSource of Funds: State Aid\r\nActivity: Camden Metro Police Force start up and ongoing funding\r\nAmount:  $15,000,000\r\nStart and end date: ongoing\r\nRecipient: Camden County \r\n","•Type:  Grant\r\nActivity:  Eyes In the Sky cameras and support equipment \r\nEstimated Amount:  $282,000\r\nDate:2015\r\nRecipient: Camden Country Metro\r\n\r\n•Type: Grant\r\nActivity:  Lighting for increased safety\r\nEstimated Amount:  $157,500\r\nDate: 2015-2016\r\nRecipient:  Camden County/Camden City\r\n\r\n•\tType:  Grant/Investment\r\nActivity:  Increased technology/boots on ground for license plate readers\r\nEstimated Amount:  $180,000\r\nDate:  2015-2016\r\nRecipient: Camden County Metro\r\n","Source and type: Space\r\nActivity: Camden County Metro Training and administration\r\nStart and end date: ongoing\r\nRecipient:Camden County Metro Police\r\n","•\tType:  Data Coordination\r\nActivity:  Improved  cross sector partnerships  \r\nStart and end date: ongoing\r\nRecipient: partners\r\n\r\n•\tType:  Outreach\r\nActivity:  Positive Community Perception\r\nStart and end date:  ongoing\r\nRecipient:  varied\r\n","•\tBy 2018, there will be an increase the number of foot patrols across the Camden Promise Zone, as measured by a comparative annual review of data from the Camden Metro Police regarding officer assignments \r\n•\tBy 2018, there will be at least a 30% reduction in violent crimes overall, as measured by a comparative review and analysis of UCR data maintained annually by the Camden Metro Police (baseline 2013)","As the lead implementation partner for the community policing subgoal, the Camden Metro Police Division will be responsible for collecting data to assess the impact of the activities and interventions on community safety citywide. As such, the Camden Metro Police will collect and track data on the outcome metrics for the community policing and youth violence prevention subgoals. The Camden Metro Chief of Police will facilitate the sharing of these data annually with Promise Zone partners and the community to measure the attainment of annual expected outcomes.","2015-16\r\n•\tContinue to implement a community-based policing model citywide\r\n•\tIncrease police presence (both mobile and foot patrols) in all of the city’s neighborhoods\r\n•\tExpand the use of Eye-in-the-Sky Surveillance Cameras\r\n\r\n2016-17\r\n•\tContinue to implement a community-based policing model citywide\r\n•\tMaintain  police presence in the city’s neighborhoods\r\n•\tRefine and continue the use of Eye-in-the-Sky Surveillance Cameras\r\n\r\n2017-18\r\n•\tContinue to implement a community-based policing model citywide\r\n•\tMaintain  police presence in the city’s neighborhoods\r\n•\tRefine and continue the use of Eye-in-the-Sky Surveillance Cameras","Expected Outcomes:\n•\tBy 2018, there will be an increase the number of foot patrols across the Camden Promise Zone, as measured by a comparative annual review of data from the Camden Metro Police regarding officer assignments \r\n•\tBy 2018, there will be at least a 30% reduction in violent crimes overall, as measured by a comparative review and analysis of UCR data maintained annually by the Camden Metro Police (baseline 2013)\nTimeline:\n2015-16\r\n•\tContinue to implement a community-based policing model citywide\r\n•\tIncrease police presence (both mobile and foot patrols) in all of the city’s neighborhoods\r\n•\tExpand the use of Eye-in-the-Sky Surveillance Cameras\r\n\r\n2016-17\r\n•\tContinue to implement a community-based policing model citywide\r\n•\tMaintain  police presence in the city’s neighborhoods\r\n•\tRefine and continue the use of Eye-in-the-Sky Surveillance Cameras\r\n\r\n2017-18\r\n•\tContinue to implement a community-based policing model citywide\r\n•\tMaintain  police presence in the city’s neighborhoods\r\n•\tRefine and continue the use of Eye-in-the-Sky Surveillance Cameras","N/A"]
[3,"c","Camden City, Office of the Mayor","Camden City Promise Zone","Camden City","New Jersey","MidAtlantic","Reduce serious or violent crime",null,"Reduce violence and advance the safety and overall well-being of the residents of the Camden Promise Zone using community-based and data-driven approaches.","Reduce violence and advance the safety and well-being of Camden Promise Zone youth using an integrated and data-driven approach to service delivery: In 2012, there were 507 juvenile arrests in Camden, including 78 or 15% for violent crimes.","•\tImplement the Street Outreach Services Program to prevent violence, victimization, sexual abuse, or exploitation of young people living on the streets or in unstable housing by building relationships between outreach workers and runaway, homeless, and street youth and providing support services to move youth into stable housing and prepare them for independence (ongoing)\r\n•\tRun the Youth Court Forum Program where specially trained youth encourage their peers to take ownership of their actions without making determinations of guilt or innocence and to determine the most suitable or appropriate consequences (ongoing)\r\n•\tImplement the YouthBuild Training Program, a nonresidential, community-based alternative education program that provides classroom instruction and occupational skills training to at-risk youth and young adults ages 16 to 24 to reach key educational milestones or opportunities that lead to career fulfillment (ongoing)","Reduce violence and advance the safety and well-being of Camden Promise Zone youth using an integrated and data-driven approach to service delivery: In 2012, there were 507 juvenile arrests in Camden, including 78 or 15% for violent crimes.\nActivities: \n•\tImplement the Street Outreach Services Program to prevent violence, victimization, sexual abuse, or exploitation of young people living on the streets or in unstable housing by building relationships between outreach workers and runaway, homeless, and street youth and providing support services to move youth into stable housing and prepare them for independence (ongoing)\r\n•\tRun the Youth Court Forum Program where specially trained youth encourage their peers to take ownership of their actions without making determinations of guilt or innocence and to determine the most suitable or appropriate consequences (ongoing)\r\n•\tImplement the YouthBuild Training Program, a nonresidential, community-based alternative education program that provides classroom instruction and occupational skills training to at-risk youth and young adults ages 16 to 24 to reach key educational milestones or opportunities that lead to career fulfillment (ongoing)","Increasingly, cities have added street outreach services to the mix of strategies used in comprehensive crime prevention and intervention efforts, drawing upon mounting evidence of impact. For example, outreach workers in Rio de Janeiro work closely with street children involved with the drug trade to provide them with housing and services, and to stifle gang activity (Sauma, 2008). Expanding youth courts is also an effective strategy for reducing juvenile delinquency. According to the Urban Institute’s Evaluation of Teen Courts Project, which was based on four teen court programs, the six-month recidivism figures among the programs ranged from 6% to 9%. Finally, YouthBuild is a proven national model for promoting successful outcomes among out-of-school youth. In 2010, 78% of national YouthBuild participants completed the program; 63% obtained their GED or diploma; 60% went on to postsecondary education or jobs averaging $9.20 an hour; 25% enrolled in postsecondary education.","•\tCenter for Family Services will manage the Street Outreach Services Program \r\n•\tThe Office of the Mayor, Municipal Court, and the Camden City Schools will partner to implement the Youth Court Forum \r\n•\tHACC will continue to implement the YouthBuild Program","Camden City, Office of the Mayor SubGoal 3c","•\tSource of Funds: Community Planning and Advocacy Council (CPAC)\r\nActivity: MALL program pilot start up\r\nAmount: $20,000\r\nStart and end date: 10/2014 – 1/2015\r\nRecipient: CFS and Temple #20\r\n\r\n•\tSource of Funds:  U.S. Administration for Children and Families\r\nActivity: Street Outreach SErvices\r\nAmount: $186,000 annually\r\nStart and end date: 10/1/2014 – 9/30/2017\r\nRecipient: Center For Family Services\r\n\r\n•\tSource of Funds:  N.J. Attorney General and Housing Authority of Camden City\r\nActivity:  YouthBuild\r\nAmount: $250,000\r\nStart and end date:  annual\r\nRecipient:  Housing Authority of Camden City\r\n\r\n•\tSource of Funds:  U.S. OJJDP\r\nActivity:  Youth Court Forum\r\nAmount: $25,000\r\nStart and end date:  10/1/2013-9/30/2015\r\nRecipient:  City of Camden\r\n\r\n","•\tType:  Grant/Contract\r\nActivity: Youth Court Forum expansion\r\nEstimated Amount: $50,000\r\nDate: 2015\r\nRecipient: City of Camden/CCSD\r\n\r\n•\tType: Grant/Contract\r\nActivity:  MALL Program\r\nEstimated Amount: $200,000 annual\r\nDate: 2015\r\nRecipient: Camden Metro/City of Camden/partners\r\n\r\n•\tType:  Grant/Donation\r\nActivity: Basketball League\r\nEstimated Amount: $15,000\r\nDate: 2015\r\nRecipient:  Community Based Partners","•\tSource and type:  Volunteers\r\nActivity: Basketball League\r\nStart and end date: ongoing\r\nRecipient:N/A\r\n\r\n•\tSource and type:  Space\r\nActivity:  MALL program\r\nStart and end date:  ongoing\r\nRecipient: Faith Based and Community Partners\r\n\r\n•\tSource and type:  Space and Municipal Court Training and Support\r\nActivity:  Youth Court Forum\r\nStart and end date:  1/2014 - ongoing\r\nRecipient:  Camden City Office of Mayor and CCSD\r\n","•\tType: Volunteers\r\nActivity: Basketball League\r\nStart and end date:ongoing\r\nRecipient:N/A\r\n\r\n•Type:  Recreational Basketball space\r\nActivity:  Basketball League\r\nStart and end date:  ongoing\r\nRecipient: N/A\r\n","By 2018, there will be a reduction in the number of arrest for Part 1 violent crimes of youth and young adults (age 24 and under), as measured by UCR data maintained by the Camden Metro Police (baseline 2013).","As the lead implementation partner for the community policing subgoal, the Camden Metro Police Division will be responsible for collecting data to assess the impact of the activities and interventions on community safety citywide. As such, the Camden Metro Police will collect and track data on the outcome metrics for the community policing and youth violence prevention subgoals. The Camden Metro Chief of Police will facilitate the sharing of these data annually with Promise Zone partners and the community to measure the attainment of annual expected outcomes.","2015-2018\r\n•\tContinue to implement the Street Outreach Services Program\r\n•\tContinue to implement the Youth Court Forum\r\n•\tContinue to implement the YouthBuild Program","Expected Outcomes:\nBy 2018, there will be a reduction in the number of arrest for Part 1 violent crimes of youth and young adults (age 24 and under), as measured by UCR data maintained by the Camden Metro Police (baseline 2013).\nTimeline:\n2015-2018\r\n•\tContinue to implement the Street Outreach Services Program\r\n•\tContinue to implement the Youth Court Forum\r\n•\tContinue to implement the YouthBuild Program","N/A"]
[4,"a","Camden City, Office of the Mayor","Camden City Promise Zone","Camden City","New Jersey","MidAtlantic","Other community goal (i.e. Health and wellness, Affordable housing, etc.)","Improve health and wellness","Achieve Healthy Communities Initiative’s goal to measurably improve the health of young people in Camden by reducing childhood obesity and hunger by 50% by 2020 by focusing on food access, nutrition education, physical activity, and public will.","Increase access to fresh foods: Results of a 2013 health assessment showed that Camden residents with poorer health practices and higher rates of chronic health issues related to poor diet and obesity than did residents countywide.","•\tCreate and grow the Camden Healthy Corner Store Network, which began in 2011 and currently serves approximately 25% of the 150+ corner stores in the city (new)\r\n\r\n•\tSupport the three grantees awarded competitive grants for innovative food access pilots (new) \r\n\r\n•\tCreate a report based on an economic analysis and community interviews that cites recommendations for a more equitable and accessible food economy for Camden City  (to be released by year end 2014) (ongoing)\r\n•\tContinue to work with a portfolio of site-based (school and community) partners to provide onsite nutrition education, school gardens, cooking classes, physical activity programs, and school health and wellness policy creation and implementation (new)","Increase access to fresh foods: Results of a 2013 health assessment showed that Camden residents with poorer health practices and higher rates of chronic health issues related to poor diet and obesity than did residents countywide.\nActivities: \n•\tCreate and grow the Camden Healthy Corner Store Network, which began in 2011 and currently serves approximately 25% of the 150+ corner stores in the city (new)\r\n\r\n•\tSupport the three grantees awarded competitive grants for innovative food access pilots (new) \r\n\r\n•\tCreate a report based on an economic analysis and community interviews that cites recommendations for a more equitable and accessible food economy for Camden City  (to be released by year end 2014) (ongoing)\r\n•\tContinue to work with a portfolio of site-based (school and community) partners to provide onsite nutrition education, school gardens, cooking classes, physical activity programs, and school health and wellness policy creation and implementation (new)","In 2011, the Campbell Healthy Communities program launched in five pilot sites in Camden. At that time, there was only one full-service grocery store in the city (slated for closure), which is plagued by significantly higher levels of childhood obesity and hunger than the national average (NHANES, 2008). Research shows that students who regularly eat a low-quality diet are more likely to perform poorly on assessments (Florence et al., 2008), and youth who experience severe hunger are more likely to be plagued by chronic illness and PTSD (Weinreb et al., 2002). As a result of the Campbell Healthy Communities program, the number of venues that sell healthy food in Camden increased from 0 in 2011 to 36 in 2013. Participating children received over 10 hours per month of nutrition education; by program end, students increased their fruit intake, student nutrition knowledge increased, and their attitudes about the healthfulness of what they eat and drink also improved (Food Trust, 2013).","•\tThe Campbell Soup Company will continue to lead the Campbell Healthy Communities Program, including facilitating community engagement, the Healthy Corner Store Network, physical education for children during and after school, and the community- and school-based nutrition education programs\r\n•\tLocal business owners will participate in the Corner Store Network","Camden City, Office of the Mayor SubGoal 4a","•\tSource of Funds: Campbell Soup\r\nActivity: Creation of Campbell Healthy Communities Model\r\nAmount: $10 million over 10 years\r\nStart and end date: January 2011 – December 2020\r\nRecipient: multiple organizations local, regional and national who are members of the collective.\r\n\r\n•\tSource of Funds: Co – investment from US Soccer Foundation\r\nActivity: Soccer for Success \r\nAmount: $200,000 over 2 years; in our second round funding; Campbell guarantees a 100% match to the US Soccer Foundation funds\r\nStart and end date: 2011/12-2013/14; 2014/15;2016/17\r\nRecipient: Round One: Boys and Girls Club Camden County; Round Two YMCA of Burlington and Camden Counties. \r\n\r\n•\tSource of Funds: Delaware Valley Regional Planning Commission – Co-investment\r\nActivity: Food Economy Report assessing current food economy/system in Camden City\r\nAmount: $100K over first 2 years; equal match by Campbell Soup Company; year three $40K with equal match by Campbell Soup Company\r\nStart and end date: Fall 2012 – Fall 2015\r\nRecipient:- Co-investment by DVRPC and Campbell Soup Company for the Campbell Healthy Communities Collective.\r\n","N/A","N/A","N/A","By 2020, there will be:\r\n\r\n•\tA measureable decrease in the obesity rate among Camden’s children and youth with a goal of reduction of 50% from baseline (2009), as measured by yearly BMI collected by school nurses, Soccer for Success program staff, and Collective partners \r\n\r\n•\tA measureable decrease in the percentage of residents who report being food insecure annually by at least 5 percentage points (baseline June 2013), as measured by a two-question survey to assess food security created and validated by the Camden Coalition of Healthcare Providers and administered by partners in the collective including, the Camden Coalition of Healthcare Providers, Our Lady of Lourdes Hospital, Cooper Hospital, and others \r\n\r\n•\tA measurable improvement in the number of youth and families in the Camden Promise Zone that participate regularly in recreation and nutrition education programs, as measured by a review of program enrollment and participation records annually\r\n","As the lead implementation partner for health, wellness and prevention, Campbell Healthy Communities will lead an evaluation of the program and its impact on children, parents, and residents. As such, they will have primary responsibility for collecting, tracking, and sharing data with the other Promise Zone partners and with the community at large.\r\nCampbell Healthy Communities has a set of shared measures that it uses across all program investments. Program metrics are collected quarterly and an annual report is released yearly with all data that has been collected throughout the year. Program measures include outputs and outcomes in food access, physical activity/access, nutrition education, and public will.\r\n","2015\r\n•\tIdentify six additional Campbell Sites\r\n•\tExpand the Camden Healthy Corner Store Network to 8 new corner stores\r\n•\tConduct a series of community meetings to engage residents\r\n•\tIdentify sustainable food system strategies for the city\r\n\r\n2016\r\n•\tImplement nutrition education programs in six new Campbell Sites\r\n•\tExpand the Camden Healthy Corner Store Network to 16 new corner stores\r\n•\tContinue to convene community engagement meetings\r\n•\tDevelop sustainable food system plan\r\n\r\n2017\r\n•\tContinue to implement nutrition education programs\r\n•\tExpand the Camden Healthy Corner Store Network to 24 new corner stores\r\n•\tContinue to convene community engagement meetings\r\n•\tImplement sustainable food system plan\r\n\r\n2018\r\n•\tContinue to implement nutrition education programs\r\n•\tExpand the Camden Healthy Corner Store Network to 32 new corner stores\r\n•\tContinue to convene community engagement meetings\r\n•\tRefine sustainable food system plan\r\n","Expected Outcomes:\nBy 2020, there will be:\r\n\r\n•\tA measureable decrease in the obesity rate among Camden’s children and youth with a goal of reduction of 50% from baseline (2009), as measured by yearly BMI collected by school nurses, Soccer for Success program staff, and Collective partners \r\n\r\n•\tA measureable decrease in the percentage of residents who report being food insecure annually by at least 5 percentage points (baseline June 2013), as measured by a two-question survey to assess food security created and validated by the Camden Coalition of Healthcare Providers and administered by partners in the collective including, the Camden Coalition of Healthcare Providers, Our Lady of Lourdes Hospital, Cooper Hospital, and others \r\n\r\n•\tA measurable improvement in the number of youth and families in the Camden Promise Zone that participate regularly in recreation and nutrition education programs, as measured by a review of program enrollment and participation records annually\r\n\nTimeline:\n2015\r\n•\tIdentify six additional Campbell Sites\r\n•\tExpand the Camden Healthy Corner Store Network to 8 new corner stores\r\n•\tConduct a series of community meetings to engage residents\r\n•\tIdentify sustainable food system strategies for the city\r\n\r\n2016\r\n•\tImplement nutrition education programs in six new Campbell Sites\r\n•\tExpand the Camden Healthy Corner Store Network to 16 new corner stores\r\n•\tContinue to convene community engagement meetings\r\n•\tDevelop sustainable food system plan\r\n\r\n2017\r\n•\tContinue to implement nutrition education programs\r\n•\tExpand the Camden Healthy Corner Store Network to 24 new corner stores\r\n•\tContinue to convene community engagement meetings\r\n•\tImplement sustainable food system plan\r\n\r\n2018\r\n•\tContinue to implement nutrition education programs\r\n•\tExpand the Camden Healthy Corner Store Network to 32 new corner stores\r\n•\tContinue to convene community engagement meetings\r\n•\tRefine sustainable food system plan\r\n","N/A"]
[4,"b","Camden City, Office of the Mayor","Camden City Promise Zone","Camden City","New Jersey","MidAtlantic","Other community goal (i.e. Health and wellness, Affordable housing, etc.)","Improve health and wellness","Achieve Healthy Communities Initiative’s goal to measurably improve the health of young people in Camden by reducing childhood obesity and hunger by 50% by 2020 by focusing on food access, nutrition education, physical activity, and public will.","Promote access to physical activity in safe environments for children and their families: According to the New Jersey Childhood Obesity Survey, only 42% of Camden children meet the recommended level of physical activity.","•\tContinue to implement Soccer for Success,  a multi-partner city wide program providing physical activity and nutrition education to 700 youth participants (ongoing)\r\n•\tDevelop and disseminate a resource manual of community recreational services and exercise programs and activities (new)\r\n•\tPlan and implement safe neighborhood-based recreational opportunities (e.g., onsite Zumba exercise classes for children and adults), especially during after school hours, on the weekends, and during the summer (new)\r\n•\tReplicate the Safe Places to Play Initiative at Judge Robert Johnson Park (new)","Promote access to physical activity in safe environments for children and their families: According to the New Jersey Childhood Obesity Survey, only 42% of Camden children meet the recommended level of physical activity.\nActivities: \n•\tContinue to implement Soccer for Success,  a multi-partner city wide program providing physical activity and nutrition education to 700 youth participants (ongoing)\r\n•\tDevelop and disseminate a resource manual of community recreational services and exercise programs and activities (new)\r\n•\tPlan and implement safe neighborhood-based recreational opportunities (e.g., onsite Zumba exercise classes for children and adults), especially during after school hours, on the weekends, and during the summer (new)\r\n•\tReplicate the Safe Places to Play Initiative at Judge Robert Johnson Park (new)","Good nutrition and regular exercise are major factors in promoting physical and mental healthfulness and cognitive development in youth. The Center for Disease Control and Prevention recommends 1 hour of daily physical activity to maintain good health among youth (CDC, 2011). However, urban areas like Camden often lack safe indoor or outdoor recreational spaces for children to play. The U.S. Soccer Foundation’s Safe Places to Play program provides grants to organizations to help them build or enhance a field space in their communities. In addition, Soccer for Success® is the U.S. Soccer Foundation’s free afterschool program that uses soccer as a tool to address children's health issues and juvenile delinquency.  A recent study found preliminary evidence that Soccer for Success is an effective approach to addressing childhood obesity and juvenile delinquency among disadvantaged children in urban communities (Carter, 2014).","•\tYMCA of Burlington and Camden Counties will replicate the Safe Places to Play Initiative. They have a joint use agreement with the city to provide physical activity in all of Camden’s parks.  The Y is also facilitating the CATCH program in all six of the Campbell Healthy Community Sites. \r\n•\tYMCA will serve as the lead partner for the Soccer for Success program. \r\n•\tCampbell Soup Company will guarantee the matching funds for the Soccer for Success program, which is currently hosted in 12 sites.","Camden City, Office of the Mayor SubGoal 4b","N/A","N/A","N/A","N/A","By 2018, there will be a measurable improvement in the number of youth and families that residents in the Camden Promise Zone that participate regularly in recreation, as measured by a review of program enrollment and participation records annually","As the lead implementation partner, Campbell Healthy Communities conducts quarterly and annual evaluation of the collective impact program, assessing programmatic outcomes, long term behavioral outcomes, and process evaluation. As such, they will have primary responsibility for collecting, tracking, and sharing data with the other Promise Zone partners and with the community at large.","2015\r\n•\tContinue to implement Soccer for Success with over 700 youth\r\n•\tIdentify/establish safe neighborhood-based recreational opportunities\r\n•\tBegin enhancement of recreational space at Judge Robert Johnson Park\r\n2016\r\n•\tContinue to implement Soccer for Success\r\n•\tImplement safe neighborhood-based recreational opportunities\r\n•\tContinue enhancement of recreational space at Judge Robert Johnson Park\r\n•\tDevelop a resource manual of available community recreational services \r\n\r\n2017\r\n•\tContinue to implement Soccer for Success\r\n•\tContinue to identify and offer neighborhood-based recreational opportunities\r\n•\tComplete enhancement of recreational space at Judge Robert Johnson Park\r\n•\tDisseminate community recreational services resource manual\r\n\r\n2018\r\n•\tContinue to implement Soccer for Success\r\n•\tContinue to identify and offer neighborhood-based recreational opportunities\r\n•\tUpdate and disseminate community recreational services resource manual","Expected Outcomes:\nBy 2018, there will be a measurable improvement in the number of youth and families that residents in the Camden Promise Zone that participate regularly in recreation, as measured by a review of program enrollment and participation records annually\nTimeline:\n2015\r\n•\tContinue to implement Soccer for Success with over 700 youth\r\n•\tIdentify/establish safe neighborhood-based recreational opportunities\r\n•\tBegin enhancement of recreational space at Judge Robert Johnson Park\r\n2016\r\n•\tContinue to implement Soccer for Success\r\n•\tImplement safe neighborhood-based recreational opportunities\r\n•\tContinue enhancement of recreational space at Judge Robert Johnson Park\r\n•\tDevelop a resource manual of available community recreational services \r\n\r\n2017\r\n•\tContinue to implement Soccer for Success\r\n•\tContinue to identify and offer neighborhood-based recreational opportunities\r\n•\tComplete enhancement of recreational space at Judge Robert Johnson Park\r\n•\tDisseminate community recreational services resource manual\r\n\r\n2018\r\n•\tContinue to implement Soccer for Success\r\n•\tContinue to identify and offer neighborhood-based recreational opportunities\r\n•\tUpdate and disseminate community recreational services resource manual","N/A"]
[5,"a","Camden City, Office of the Mayor","Camden City Promise Zone","Camden City","New Jersey","MidAtlantic","Other community goal (i.e. Health and wellness, Affordable housing, etc.)","Increase affordable and safe housing","Ensure quality housing options are available for all residents, meaning housing that is safe, affordable, well-built, well-maintained, and designed with the amenities to meet the needs of current households within the Camden Promise Zone.","Rehabilitate Nimmo Court housing to be accessible, energy efficient and inclusive of on-site amenities:  A Camden market study cited that well-designed apartments with security and amenities at below-market rents can result in absorption and rent-up.","•\tPut into action the results of the US Department of Housing and Urban Development Choice Neighborhood transformation plan that focused on the Camden neighborhoods of Liberty Park, Centerville, and Whitman Park, beginning with Nimmo Court housing development (new)\r\n•\tDevelop an approach to rehabbing the Nimmo Court housing units, addressing issues, including: make all units physically accessible, repair all entrance ways, provide better lighting and surveillance around the site, build storage sheds in the back of each unit, provide insulation for all doors and windows, and replace roof assemblies for improved energy efficiency (new)\r\n•\tSupport rehabilitation with a support services strategy for the wider community as well as create a formal resident council onsite, and implement additional improvements, including building a laundry facility on vacant land contiguous to the site, building a safety-minded tot lot on vacant land, and developing a community garden on adjacent land (new)","Rehabilitate Nimmo Court housing to be accessible, energy efficient and inclusive of on-site amenities:  A Camden market study cited that well-designed apartments with security and amenities at below-market rents can result in absorption and rent-up.\nActivities: \n•\tPut into action the results of the US Department of Housing and Urban Development Choice Neighborhood transformation plan that focused on the Camden neighborhoods of Liberty Park, Centerville, and Whitman Park, beginning with Nimmo Court housing development (new)\r\n•\tDevelop an approach to rehabbing the Nimmo Court housing units, addressing issues, including: make all units physically accessible, repair all entrance ways, provide better lighting and surveillance around the site, build storage sheds in the back of each unit, provide insulation for all doors and windows, and replace roof assemblies for improved energy efficiency (new)\r\n•\tSupport rehabilitation with a support services strategy for the wider community as well as create a formal resident council onsite, and implement additional improvements, including building a laundry facility on vacant land contiguous to the site, building a safety-minded tot lot on vacant land, and developing a community garden on adjacent land (new)","According to HUD, the rehabilitation of the country's older housing is a major resource for meeting an urban city’s affordable housing needs.  A rigorous study of a public housing rehabilitation project in Denver that included the development of recreation and business opportunities (as in the proposed Nimmo Court project) found a decrease in overall as well as violent crime, increased home-buying activity, and increased property values near the site (Cloud & Roll, 2011). Well-constructed and managed affordable housing also has important health benefits for occupants due to reduced exposure to allergens and toxic substances (CHP, 2007), and the use of green building strategies to increase energy efficiency reduces utility costs for low-income residents, who are especially vulnerable to rising energy prices. Other advantages of green building include reduced reliance on fossil fuels; better indoor environmental quality, and durability of building materials and structures (HUD, 2009).","•\tThe Housing Authority of the City of Camden (HACC), Nationwide Management, and the Michaels Development Company will work in partnership to develop a strategy  to identify funding for the rehabilitation\r\n•\tBetter Tomorrows, a nonprofit multi-service agency that serves youth, adults, and  seniors in Camden’s affordable housing developments, will oversee the implementation of the support services strategy","Camden City, Office of the Mayor SubGoal 5a","•\tSource of Funds: Low income Housing Tax Credits (LIHTC)\r\nActivity: 1st phase of development a 50 units mid- rise 4% tax credit (non- competitive) pending application\r\nAmount: $5.8 million\r\nStart and end date: March 2015 through September 2016\r\nRecipient: The Limited Liability corporation set up specifically for this phase\r\n\r\n•\tSource of Funds: HUD Replacement Housing Factor (RHF) Funds\r\nActivity: 1st phase of development a 50 units mid- rise 4% tax credit (non- competitive) pending application\r\nAmount: $3.3 million\r\nStart and end date: March 2015 through September 2016\r\nRecipient: The Limited Liability corporation set up specifically for this phase\r\n\r\n•\tSource of Funds: Rental Assistance Demonstration (RAD) for owners of HUD assisted properties\r\nActivity: In the Promise Zone area HACC has received a conditional RAD approval for 245 units at Branch Village\r\nAmount: Pending\r\nStart and end date: 2015 through 2020\r\nRecipient: HACC’s selected developers\r\n\r\n•\tSource of Funds: Project Based Section 8\r\nActivity: Providing 23 Project based Section 8 vouchers available in the promise Zone area in 2015\r\nAmount: pending\r\nStart and end date: 2015\r\nRecipient: Successful respondent of pending solicitation\r\n\r\n•\tSource of Funds: HOME/Camden city’s First Time Homebuyer’s program\r\nActivity: Funding down payment and settlement grants of 10,000 to first time homebuyers\r\nAmount: up to $500,000\r\nStart and end date: 2015 through 2020\r\nRecipient: City of Camden\r\n","•\tType: Low-Income Housing Tax Credits (LIHTC)\r\nActivity: Constructing 357 rental units over a 5 year period \r\nEstimated Amount: $59.5 Million\r\nDate: 2015 through 2019\r\nRecipient: HACC’s Developers’ Partnerships\r\n\r\n•\tType: New Jersey Economic Opportunity Act funding\r\nActivity: Funding three phases of the development ( approx. 192 rental units)\r\nEstimated Amount: $9 million\r\nDate: 2015 through 2018\r\nRecipient: HACC’s Developers’ Partnerships\r\n\r\n•\tType: Federal Home Loan Bank – Affordable Housing Program\r\nActivity: Funding the construction of 357 rental units\r\nEstimated Amount: $5.3 Million\r\nDate: 2015 through 2019\r\nRecipient: HACC’s Developers’ Partnerships\r\n\r\n•\tType: HUD Choice Neighborhoods Implementation Grant \r\nActivity: New construction and rehabilitation of over 500 units\r\nEstimated Amount: $30 Million\r\nDate: 2015 through 2019\r\nRecipient: HACC","N/A","N/A","•\tBy 2018, it is expected that the Nimmo Court housing units will decrease utility bills for public and assisted housing residents, as measured by a comparative analysis of baseline (2014) and subsequent annual conditions that show improvements at the end of each year.\r\n•\tBy 2018, there will be a percent increase in the number of accessible and visible housing units, as measured by a comparative analysis of baseline (2014) and subsequent annual conditions that show improvements at the end of each year\r\n•\tBy 2018, there will be an increase in the types of on-site amenities available to public and assisted housing residents, as measured by a comparative analysis of baseline (2014) and subsequent annual conditions that show improvements at the end of each year","The HACC and the Choice Neighborhood Housing Task Force members will be responsible for collecting and tracking data on the outcome metrics for this subgoal. The HACC Executive Director will facilitate the sharing of these data annually with Promise Zone partners and the community to measure the attainment of annual expected outcomes.","By 2020, there will be completed construction and rehabilitation of up to 482 units of energy efficient housing\r\n\r\nBy 2020, there will be up to 100 existing homeowners with the necessary funding through the City’s CHIP program to upgrade heating and cooling system as well as insulation to make the home more energy efficient\r\n\r\nBy 2020, the HACC, the City, and CRA will make at least 5% of all 482 housing units accessible, including 2% of these constructed for the visually and hearing impaired\r\n\r\nBy 2020, it is proposed that 100% of the 482 units be made visible\r\n\r\nBy 2018, the City, CRA, and HACC will have secured the high level of rating for LEED for Neighborhood Development in order to achieve the highest levels of environmental, economic and social sustainability which will allow for many neighborhood amenities\r\n","Expected Outcomes:\n•\tBy 2018, it is expected that the Nimmo Court housing units will decrease utility bills for public and assisted housing residents, as measured by a comparative analysis of baseline (2014) and subsequent annual conditions that show improvements at the end of each year.\r\n•\tBy 2018, there will be a percent increase in the number of accessible and visible housing units, as measured by a comparative analysis of baseline (2014) and subsequent annual conditions that show improvements at the end of each year\r\n•\tBy 2018, there will be an increase in the types of on-site amenities available to public and assisted housing residents, as measured by a comparative analysis of baseline (2014) and subsequent annual conditions that show improvements at the end of each year\nTimeline:\nBy 2020, there will be completed construction and rehabilitation of up to 482 units of energy efficient housing\r\n\r\nBy 2020, there will be up to 100 existing homeowners with the necessary funding through the City’s CHIP program to upgrade heating and cooling system as well as insulation to make the home more energy efficient\r\n\r\nBy 2020, the HACC, the City, and CRA will make at least 5% of all 482 housing units accessible, including 2% of these constructed for the visually and hearing impaired\r\n\r\nBy 2020, it is proposed that 100% of the 482 units be made visible\r\n\r\nBy 2018, the City, CRA, and HACC will have secured the high level of rating for LEED for Neighborhood Development in order to achieve the highest levels of environmental, economic and social sustainability which will allow for many neighborhood amenities\r\n","N/A"]
[5,"b","Camden City, Office of the Mayor","Camden City Promise Zone","Camden City","New Jersey","MidAtlantic","Other community goal (i.e. Health and wellness, Affordable housing, etc.)","Increase affordable and safe housing","Ensure quality housing options are available for all residents, meaning housing that is safe, affordable, well-built, well-maintained, and designed with the amenities to meet the needs of current households within the Camden Promise Zone.","Provide for a range of household types and affect rehabilitation of privately owned single- and multi-family dwellings: A Camden market study cited sufficiency of households to support the proposed developments with adequate marketing and phase-in. ","•\tLeverage investment in the Virtua Camden campus, a comprehensive outpatient medical facility, and the Mt. Ephraim Avenue commercial corridor (new)\r\n•\tProvide housing options for a range of household types, including the development of a senior building associated with the Virtua Camden campus (new)\r\n•\tBuild off the success of the City of Camden and HACC Neighborhood Stabilization Program, a HUD-funded initiative that helped stabilize the Liberty Park neighborhood (ongoing)\r\n•\tRevitalize single-family housing, including implementing the My East Camden neighborhood revitalization plan led by Cooper’s Ferry Partnership (ongoing)\r\n•\tProvide city incentives for the rehabilitation of privately owned multi-family rental complexes (new)\r\n•\tSupport the Camdenlive.org employer-assisted housing program, providing financial incentives for people to buy homes in neighborhoods next to where they work (new)","Provide for a range of household types and affect rehabilitation of privately owned single- and multi-family dwellings: A Camden market study cited sufficiency of households to support the proposed developments with adequate marketing and phase-in. \nActivities: \n•\tLeverage investment in the Virtua Camden campus, a comprehensive outpatient medical facility, and the Mt. Ephraim Avenue commercial corridor (new)\r\n•\tProvide housing options for a range of household types, including the development of a senior building associated with the Virtua Camden campus (new)\r\n•\tBuild off the success of the City of Camden and HACC Neighborhood Stabilization Program, a HUD-funded initiative that helped stabilize the Liberty Park neighborhood (ongoing)\r\n•\tRevitalize single-family housing, including implementing the My East Camden neighborhood revitalization plan led by Cooper’s Ferry Partnership (ongoing)\r\n•\tProvide city incentives for the rehabilitation of privately owned multi-family rental complexes (new)\r\n•\tSupport the Camdenlive.org employer-assisted housing program, providing financial incentives for people to buy homes in neighborhoods next to where they work (new)","Proposed efforts to promote home ownership in the community are based on research that shows home ownership can help stabilize and revitalize a neighborhood, promote positive social and economic growth, and create stable environments for children’s development (DataHaven, 2011).  The success of community revitalization efforts is dependent on the preservation of the surrounding rental stock, particularly privately-owned multifamily rental units, which can be rehabilitated at a fraction of the cost of new construction or gut-rehabilitation (FRBNY&P, 2000). Also, the need to expand affordable housing options for older adults is spurned by the nations’ growing senior population, who are more likely than younger adults to have housing affordability challenges (CHP, 2012). Stable, affordable housing may improve health outcomes for the elderly by providing an efficient platform for the delivery of health care and other necessary services (CHP, 2007).","•\tHACC and the City of Camden will work with developer partners to replicate the NSP2 initiative and move forward the Choice Neighborhood transformation plan for Centerville, Liberty Park, and Whitman Park\r\n•\tThe Camden Redevelopment Authority, Cooper University Hospital, Lourdes Health System, Rowan University, and Virtua will continue to participate in the programs of CamdenLive.org\r\n•\tCooper’s Ferry Partnership will continue to lead the East Camden neighborhood revitalization effort\r\n•\tPrivate landlords will be engaged in the rehabilitation of multi-family rental complexes\r\n","Camden City, Office of the Mayor SubGoal 5b","N/A","N/A","N/A","N/A","•\tBy 2018, there will be an increase of at least 50 units of public-assisted senior housing, as measured by a comparative analysis of the number and type of replacement units developed annually\r\n•\tBy 2018, there will be an increase of at least 15 new owner-occupied units to continue to provide income-mixing and stem the tide of non-owner occupied units, as measured by a comparative analysis of the number and type of mixed-income development and homeownership units created annually \r\n","As the lead implementation partner for the housing-related subgoals, the HACC, the City of Camden, and Better Tomorrows will be responsible for conducting an evaluation of the impact of the activities and interventions are having on residents, targeted neighborhoods, and citywide. As such, these entities will collect and track data on the outcome metrics for each of the affordable housing subgoals. The HACC Executive Director will facilitate the sharing of these data annually with Promise Zone partners and the community to measure the attainment of annual expected outcomes.","2015-2016 \r\nHACC and the City will work with the owner of Nimmo Court to secure funds to rehabilitate 60 units \r\n\r\n2017 \r\nThe City and CRA will work on completing the rehabilitation of up to 10 units for homeownership\r\n\r\n2018 \r\nCity and CRA will work on completing the rehabilitation of up to 10 units for homeownership\r\n\r\n2019 \r\nCity and CRA will work on completing the rehabilitation of up to 10 units for homeownership\r\n","Expected Outcomes:\n•\tBy 2018, there will be an increase of at least 50 units of public-assisted senior housing, as measured by a comparative analysis of the number and type of replacement units developed annually\r\n•\tBy 2018, there will be an increase of at least 15 new owner-occupied units to continue to provide income-mixing and stem the tide of non-owner occupied units, as measured by a comparative analysis of the number and type of mixed-income development and homeownership units created annually \r\n\nTimeline:\n2015-2016 \r\nHACC and the City will work with the owner of Nimmo Court to secure funds to rehabilitate 60 units \r\n\r\n2017 \r\nThe City and CRA will work on completing the rehabilitation of up to 10 units for homeownership\r\n\r\n2018 \r\nCity and CRA will work on completing the rehabilitation of up to 10 units for homeownership\r\n\r\n2019 \r\nCity and CRA will work on completing the rehabilitation of up to 10 units for homeownership\r\n","N/A"]
[5,"c","Camden City, Office of the Mayor","Camden City Promise Zone","Camden City","New Jersey","MidAtlantic","Other community goal (i.e. Health and wellness, Affordable housing, etc.)","Increase affordable and safe housing","Ensure quality housing options are available for all residents, meaning housing that is safe, affordable, well-built, well-maintained, and designed with the amenities to meet the needs of current households within the Camden Promise Zone.","Create a positive market environment for existing homeowners and prospective homebuyers: A Camden market study concluded that affordable and attractive new housing should appeal to local households and create a neighborhood of sufficient scale. ","•\tCreate opportunities to reshape the physical environment by acquiring abandoned properties using such tools as tax foreclosure, tax sales, spot blight eminent domain and redevelopment plans (new)\r\n•\tDemolish (where appropriate) vacant properties using available statutory and regulatory tools, Federal, State, and local funding, such as the Demolition Bond, which is a dedicated stream of funding in place for funding demolitions of approximately 118 vacant deteriorated properties in the Mt. Ephraim neighborhood of the Camden Promise Zone (new)\r\n•\tInvest in the development of new and rehabilitated homeownership opportunities by reusing vacant, unoccupied housing, to revised the city’s downward trend of owner-occupied homes (new)","Create a positive market environment for existing homeowners and prospective homebuyers: A Camden market study concluded that affordable and attractive new housing should appeal to local households and create a neighborhood of sufficient scale. \nActivities: \n•\tCreate opportunities to reshape the physical environment by acquiring abandoned properties using such tools as tax foreclosure, tax sales, spot blight eminent domain and redevelopment plans (new)\r\n•\tDemolish (where appropriate) vacant properties using available statutory and regulatory tools, Federal, State, and local funding, such as the Demolition Bond, which is a dedicated stream of funding in place for funding demolitions of approximately 118 vacant deteriorated properties in the Mt. Ephraim neighborhood of the Camden Promise Zone (new)\r\n•\tInvest in the development of new and rehabilitated homeownership opportunities by reusing vacant, unoccupied housing, to revised the city’s downward trend of owner-occupied homes (new)","Vacant and blighted property has emerged as a crisis for many economically vulnerable communities across the nation, denying local governments of desperately needed tax revenues, consuming millions of tax dollars, eroding the value of nearby homes, posing health and safety risks, and complicating already challenging neighborhood revitalization efforts (Fraser, 2011). However, these harmful effects can be mitigated through strategies that allow municipalities to quickly acquire delinquent properties (i.e., through tax foreclosure) and reuse them in a way that advances community improvement strategies (Fraser, 2011). In addition, spot blight eminent domain is a powerful tool to deal with scattered abandoned properties, and is a relatively speedy process under New Jersey’s “quick-take” rules, thereby avoiding further deterioration of property, higher rehabilitation costs, and decline of property values (HCDNNJ, 2014).","•\tCity of Camden will lead the effort to investigate the viability of purchasing vacant lots\r\n•\tCamden Redevelopment Agency  and various developers/builders will lead demolitions\r\n","Camden City, Office of the Mayor SubGoal 5c","•\tSource of Funds: City of Camden Bond funds\r\nActivity: Demolish approximately 100 vacant units\r\nAmount: Up to $1 million\r\nStart and end date: 2015 through 2016\r\nRecipient: City of Camden\r\n\r\n•\tSource of Funds: HOME/Camden city’s First Time Homebuyer’s program\r\nActivity: Funding down payment and settlement grants of 10,000 to first time homebuyers\r\nAmount: up to $500,000\r\nStart and end date: 2015 through 2020\r\nRecipient: City of Camden\r\n","N/A","N/A","N/A","•\tBy 2018, there will be a percentage point increase in the number of infill housing units constructed, as measured by a comparative review of new construction data annually\r\n•\tBy 2018, there will be a percentage point increase in the number of code enforcement citations within the Camden Promise Zone, as measured by a comparative review of housing citation data annually\r\n•\tBy 2018, there will be a reduction in the number of commercial and residential properties identified as dangerous, as measured by a comparative review of data annually\r\n","The detailed implementation schedule (as described in the above expected annual outcomes) will serve as the metrics by the City of Camden will track and evaluate performance related to the construction and sale of new and rehabilitated housing units in the Camden Promise Zone. The HACC will ensure that data are collected, tracked, and shared annually with the Promise Zone partners and with the community. ","2015\r\nThe HACC and its partners will acquire 189 vacant properties, board up 169 vacant properties, and complete 118 demolitions (where necessary)\r\n\r\n2016\r\nThe HACC and its partners will complete at least 31 owner-occupied fix ups\r\n\r\n2017\r\nThe HACC and its partners will complete 30 new housing investment projects (new construction and rehabilitation) and an additional 24 new owner-occupied fix ups\r\n\r\n2018\r\nThe HACC and its partners will complete an additional 35 new housing investment projects (new construction and rehabilitation) and an additional 32 new owner-occupied fix ups\r\n","Expected Outcomes:\n•\tBy 2018, there will be a percentage point increase in the number of infill housing units constructed, as measured by a comparative review of new construction data annually\r\n•\tBy 2018, there will be a percentage point increase in the number of code enforcement citations within the Camden Promise Zone, as measured by a comparative review of housing citation data annually\r\n•\tBy 2018, there will be a reduction in the number of commercial and residential properties identified as dangerous, as measured by a comparative review of data annually\r\n\nTimeline:\n2015\r\nThe HACC and its partners will acquire 189 vacant properties, board up 169 vacant properties, and complete 118 demolitions (where necessary)\r\n\r\n2016\r\nThe HACC and its partners will complete at least 31 owner-occupied fix ups\r\n\r\n2017\r\nThe HACC and its partners will complete 30 new housing investment projects (new construction and rehabilitation) and an additional 24 new owner-occupied fix ups\r\n\r\n2018\r\nThe HACC and its partners will complete an additional 35 new housing investment projects (new construction and rehabilitation) and an additional 32 new owner-occupied fix ups\r\n","N/A"]
[1,"a","City of Minneapolis","Minneapolis Promise Zone","Minneapolis","Minnesota","Great Plains","Other community goal (i.e. Health and wellness, Affordable housing, etc.)","Reduce racial inequities","Reduce racial inequities in public services and institutions that contribute to the ongoing economic exclusion of the MPZ residents and meaningfully engage residents in the decisions affecting their community. ","Reduce racial disparities in public services by using racial equity tools. Minneapolis has some of the country's greatest racial disparities on several socioeconomic measures including employment, homeownership, and education.","-In conjunction with community stakeholders, the City of Minneapolis is on the verge of initiating the development and implementation of a Racial Equity Action Plan focusing on identifying strategies to address disparities in housing, employment, public safety, health, infrastructure and education. This will be modeled after Minneapolis' nationally recognized Climate Action Plan. (new) \n-The City will use our racial equity assessment and expanded use of data to identify and address disparate impacts and opportunities of improvement in our public policies, programs and services. (ongoing) \n-The City will train frontline staff to recognize the role that trauma [historical and personal] plays in shaping MPZ residents' experiences with government. (new) \n-The City will conduct a comprehensive disparity study to be conducted over the next two years. (new)\n","Reduce racial disparities in public services by using racial equity tools. Minneapolis has some of the country's greatest racial disparities on several socioeconomic measures including employment, homeownership, and education.\nActivities: \n-In conjunction with community stakeholders, the City of Minneapolis is on the verge of initiating the development and implementation of a Racial Equity Action Plan focusing on identifying strategies to address disparities in housing, employment, public safety, health, infrastructure and education. This will be modeled after Minneapolis' nationally recognized Climate Action Plan. (new) \n-The City will use our racial equity assessment and expanded use of data to identify and address disparate impacts and opportunities of improvement in our public policies, programs and services. (ongoing) \n-The City will train frontline staff to recognize the role that trauma [historical and personal] plays in shaping MPZ residents' experiences with government. (new) \n-The City will conduct a comprehensive disparity study to be conducted over the next two years. (new)\n","Within the MPZ, less than 50% of residents believe that the City provides meaningful opportunities to give input on important issues compared to 65% city-wide. Similarly, the majority of residents do not believe that the City does a good job representing and providing for the needs of all its citizens (2013 Minneapolis Resident Survey).\r\n\r\nTools for inclusive outreach and public engagement for all Minneapolis residents will help departments ensure equitable participation in and benefit from local government. Mayor Hodges is committed to racial equity in local government services, and to using a racial equity lens when writing budgets, evaluating programs and informing policy choices. For example, using the racial equity assessment, the Minneapolis Department of Regulatory Services recently mapped snow emergency citations and found significant disparity following lines of racial concentration.","Minneapolis Department of Civil Rights, with the support of the Minneapolis City Coordinator’s Office, will engage all City departments in the expanded use of the racial equity assessment.  Minneapolis Department of Civil Rights will be leading the City’s in-depth disparities study.\r\n\r\nVoices for Racial Justice (VRJ), Northside Funders Group, Hennepin County, Metropolitan Council and the rest of our implementing partners are likely to all play a role in the development and implementation of the Racial Equity Action Plan.\r\n\r\nThe Minneapolis Health Department, with the support of the City Coordinator’s Office will provide leadership to other City departments in developing and implementing frontline training for trauma-aware service delivery.","City of Minneapolis SubGoal 1a","Source of Funds:  The City of Minneapolis\r\nActivity: Disparities Study\r\nAmount: $300,000 (pending 2015 budget approval)\r\nStart and End Date: Jan. 1, 2015-Dec. 31, 2016\r\nRecipient:  Civil Rights Department\r\n\r\nSource of Funds:  The City of Minneapolis\r\nActivity: Staff to support equity work, including the expansion and adoption in departments of the racial equity assessment, the development and implementation of the racial equity action plan, and  oversee the implementation of Promise Zone strategies.*\r\nAmount: $250,000 (pending 2015 budget approval)\r\nStart and End Date: Jan. 1, 2015 (ongoing)\r\nRecipient:  City Coordinator’s Office\r\n*Note:  If the above funds are not approved, the City will utilize existing resources to move this work forward.\r\n\r\nSource of Funds:  The City of Minneapolis\r\nActivity: Results Management Program, this is the City’s performance monitoring program and will be used to collect, track and share the data related to Promise Zone. This also includes the development and publication of the workgroup’s annual report.  This program also currently serves as the lead in the racial equity work to support departments in the use and adoption of the racial equity toolkit.  If the above funding is not approved, will be the designated staff support on the equity work moving forward. \r\nAmount: $380,000 (current funding for full time city-wide staff.  If additional staff are added to support the implementation of these strategies, these positions will only support the data collection and the dollar amount will be reduced).\r\nStart and End Date: Ongoing\r\nRecipient:  City Coordinator’s Office\r\n","Additional financial support may be needed as adverse impacts are identified and strategies are implemented.  This is also true for any recommendations that come out of the Racial Equity Action Plan.  The City of Minneapolis will seek funds through our philanthropic partnership with the Northside Funders Group.  The City will seek additional grant sources, as appropriate.","Activity: Work to expand use of racial equity assessment.\r\n\r\nDepartmental staffing and programming are available for the above activity.  In 2014, The City of Minneapolis revamped their budget process to align with newly elected Mayor Hodges’ priority area of increasing equity.  Every budget submission was required to provide a case for equity.  The racial equity assessment is being piloted with nine departments.  After the final evaluation and department feedback, full implementation is expected in Q1 of 2015.   \r\n\r\nIt is the expectation of Mayor Hodges that each department, within their own budget, create staff time to implement the City’s racial equity assessment to assess the impact of programs, policies, and services. These costs are contained within each individual department’s budget and is not reflected in a line item budget item.  \r\n\r\nThe development of a Racial Equity Action Plan is just about to launch with recommended strategies expected in Q2 of 2015.  A complete assessment of financial commitments will be detailed in that process. Financials will be available at that time.","The City is developing partnerships with existing trauma-aware service delivery trainers with the possibility of in-kind training or support for City Staff.   \r\n \r\nNo other non-financial support is needed at this time.  However, as these plans and programs are further defined, we will coordinate with our implementing and supporting partners where necessary.","The overall goal is parity between the MPZ and the balance of Minneapolis. Overall reduction in disparities in specific areas of operation through increased use of the racial equity tools by City departments.  Other measures will be identified as individual City of Minneapolis departments’ evaluate their processes.  Examples of outcomes and measures already determined and identified in our current work include eliminating the disparities in the City’s procurement, contracting, diversity of boards and commissions, and in the City’s workforce. \r\n\r\nSpecific measures are under development with the creation of our Racial Equity Action Plan, will mostly likely focus on community outcomes in housing, employment, public safety, health, infrastructure and education as determined by our community stakeholders.","The City of Minneapolis will use existing data collection and reporting mechanisms through Results Minneapolis, led by the City Coordinator’s office. Where appropriate, the City Coordinator will take steps to integrate data from implementing and supporting partners to report on shared indicators of neighborhood well-being.    \r\n\r\nThe City Coordinator’s office is exploring the use of MPOWR (the software currently powering NAZ Connect) and InsightFormation, another software tool designed to collect, track, report, and share data for collective impact efforts. \r\n\r\nDisparities information for the metro area are available through two major sources:  The One Minneapolis report published every two years and MN Compass.","Anticipated milestones include:\r\n-Development of the Racial Equity Action Plan: Summer 2015\r\n-All departments have access to the Racial Equity Assessment: Spring 2015\r\n-Implementation of the Racial Equity Action Plan: Beginning Summer 2015  \r\n-Finalized comprehensive disparity study: Finalized Winter 2016\r\n-The City will explore training frontline staff to provide trauma-aware services, with expected launch in 4th quarter 2015\r\n-Hiring of dedicated equity staff in the City Coordinator’s Office: Late Winter 2015","Expected Outcomes:\nThe overall goal is parity between the MPZ and the balance of Minneapolis. Overall reduction in disparities in specific areas of operation through increased use of the racial equity tools by City departments.  Other measures will be identified as individual City of Minneapolis departments’ evaluate their processes.  Examples of outcomes and measures already determined and identified in our current work include eliminating the disparities in the City’s procurement, contracting, diversity of boards and commissions, and in the City’s workforce. \r\n\r\nSpecific measures are under development with the creation of our Racial Equity Action Plan, will mostly likely focus on community outcomes in housing, employment, public safety, health, infrastructure and education as determined by our community stakeholders.\nTimeline:\nAnticipated milestones include:\r\n-Development of the Racial Equity Action Plan: Summer 2015\r\n-All departments have access to the Racial Equity Assessment: Spring 2015\r\n-Implementation of the Racial Equity Action Plan: Beginning Summer 2015  \r\n-Finalized comprehensive disparity study: Finalized Winter 2016\r\n-The City will explore training frontline staff to provide trauma-aware services, with expected launch in 4th quarter 2015\r\n-Hiring of dedicated equity staff in the City Coordinator’s Office: Late Winter 2015","N/A"]
[1,"b","City of Minneapolis","Minneapolis Promise Zone","Minneapolis","Minnesota","Great Plains","Other community goal (i.e. Health and wellness, Affordable housing, etc.)","Reduce racial inequities","Reduce racial inequities in public services and institutions that contribute to the ongoing economic exclusion of the MPZ residents and meaningfully engage residents in the decisions affecting their community. ","Use creative placemaking and other proven strategies to strengthen resident engagement in the MPZ, recognizing that only 50% of MPZ residents feel the City provides meaningful opportunities to give input on issues.","-Engage residents to define MPZ success and shape implementation strategies through the Forum for Accountability and Community Engagement (FACE)\r\n-Convene MPZ residents and workers to utilize existing neighborhood engagement structures for communications, monitoring, and continuous improvement for MPZ goals and strategies. (new)\r\n-Support and expand creative placemaking efforts in the MPZ to augment community identity and voice. (ongoing)\r\n-Design an MPZ proposal to utilize a portion of $1 million in Kresge Foundation dollars recently awarded the City for creative placemaking and community engagement project. (new)\r\n- Grow and use organized blocks to engage citizens and expand MPD National Night Out Plan which engages over 80 police teams to support block clubs and leaders.(ongoing)","Use creative placemaking and other proven strategies to strengthen resident engagement in the MPZ, recognizing that only 50% of MPZ residents feel the City provides meaningful opportunities to give input on issues.\nActivities: \n-Engage residents to define MPZ success and shape implementation strategies through the Forum for Accountability and Community Engagement (FACE)\r\n-Convene MPZ residents and workers to utilize existing neighborhood engagement structures for communications, monitoring, and continuous improvement for MPZ goals and strategies. (new)\r\n-Support and expand creative placemaking efforts in the MPZ to augment community identity and voice. (ongoing)\r\n-Design an MPZ proposal to utilize a portion of $1 million in Kresge Foundation dollars recently awarded the City for creative placemaking and community engagement project. (new)\r\n- Grow and use organized blocks to engage citizens and expand MPD National Night Out Plan which engages over 80 police teams to support block clubs and leaders.(ongoing)","MPZ residents do not feel that the City meaningfully engages the community.  Utilizing culturally competent and meaningful engagement methodologies, the City anticipates an increase in public trust and long-term sustainability on MPZ projects (Core Values for the Practice of Public Participation, iap2).  In this case the city hopes to build on its creative placemaking efforts.\r\nLocal Support Initiatives Coalition Director of Creative Placemaking, Erik Takeshita says, “Creative placemaking not only lifts up a neighborhood physically, it helps strengthen the local economy, as eye-catching storefronts, new cultural activities and intriguing installations bring in customers and attract new businesses. It increases a sense of community identity and local pride...But most importantly arts and culture are a powerful force that help shape a neighborhood's narrative -- telling the story of what kind of place it is, changing its reputation and its trajectory” (The Huffington Post, Mar. 2014).","The Minneapolis City Coordinator’s Office and the Arts, Culture and the Creative Economy Program will lead creative engagement efforts, in partnership with the Minneapolis Neighborhood and Community Relations Department and the Department of Community Planning and Economic Development. This includes convening Forum for Accountability and Community Engagement (FACE) in setting the measures for successful implementation of the MPZ. \r\n\r\nVoices for Racial Justice (VRJ) and Northside Funders Group will contribute to the successful implementation of FACE.\r\n\r\nLocal Initiatives Support Corporation (LISC) will provide technical support and assistance on creative placemaking efforts, along with other supporting partners.\r\n\r\nMinneapolis Police Department’s Community Engagement Program will continue to grow and use organized blocks to engage citizens and expand MPD National Night Out Plan which engages over 80 police teams to support block clubs and leaders.","City of Minneapolis SubGoal 1b","Source of Funds:  The City of Minneapolis\r\nActivity: Staff to support equity work throughout the City and to oversee the implementation of Promise Zone strategies.  This also includes program dollars to convene MPZ residents and workers communications, monitoring, and continuous improvement for MPZ goals and strategies. (new)\r\nAmount: $250,000 (Pending)\r\nStart and End Date: Jan. 1, 2015 (ongoing)\r\nRecipient:  City Coordinator’s Office\r\n\r\nSource of Funds:  The Kresge Foundation/City of Minneapolis Match\r\nActivity: Staff to support equity work throughout the City and to oversee the implementation of Promise Zone strategies\r\nAmount: Portion of $1 million Kresge grant plus City match\r\nStart and End Date: December 2013-December 2018 \r\nRecipient:  City Coordinator’s Office: Arts, Culture, and Creative Economy Program\r\n\r\nSource of Funds: The City of Minneapolis and CDBG Dollars\r\nActivity:  Minneapolis Police Department Community Engagement will continue to grow and use organized blocks to engage citizens and expand MPD National Night Out Plan which engages over 80 police teams to support block clubs and leaders.(ongoing)\r\nAmount: $2,465,988\r\n     General Fund  $1,568,988 (2015)\r\n     CDBG: $897,000\r\nStart and End Date: Annual/Ongoing\r\nRecipient: Minneapolis Police Department","Additional financial support may be needed and will be sought from local philanthropies, as appropriate.","There are several supporting partner organizations engaged in creative placemaking initiatives (many supported by Twin Cities LISC), including Juxtaposition Arts, Intermedia Arts, West Broadway Coalition’s  FLOW / Northside Arts Crawl, whose ongoing work will contribute to the MPZ. \r\n\r\nAs the City of Minneapolis expands the use of effective engagement models and works to engage MPZ residents in decision making processes impacting their neighborhoods and community in more meaningful and consistent ways, City Department’s will face an increased reliance on the City’s Department of Neighborhood and Community Relations.  Support from the following programs will increase and any additional costs will be absorbed across all City Departments.  The total budget for Access and Outreach Support, Coordinated Engagement Services and the Neighborhood Engagement and Support programs is $6.8 million.","No other non-financial support is needed at this time.  However, as these plans and programs are further defined, we will coordinate with our implementing and supporting partners where necessary.","Anticipated milestones include:\r\n-Improvement on key measures in the Minneapolis Resident Survey (e.g.; Residents’ Rating of The City government on Providing Opportunities for their Input and the Likelihood of participation in City Government Decisions).\r\n-Increased resident engagement through FACE and other specific planning processes.\r\n-Use the qualitative measures associated with the Minneapolis Creative Vitality Index in order to gauge the creative placemaking efforts underway.","The City of Minneapolis will use existing data collection and reporting mechanisms through Results Minneapolis, led by the City Coordinator’s office. Where appropriate, the City Coordinator will take steps to integrate data from implementing and supporting partners to report on shared indicators of neighborhood well-being.    \r\n\r\nThe two resident-based measures listed as outcomes are collected through the City of Minneapolis’ biennial Resident Survey.  This statistically significant survey is conducted through a private contract managed by the City’s Neighborhood and Community Relations Department. The executive summary and findings are shared at the monthly Department Leadership meeting and to the full City Council.  Individual reports with findings are sent to departments’ and their management teams.  This data is also used to measure department’s individual progress toward their department goals and are shared in their annual Results Minneapolis progress conferences.","Tentative plans call for convening community residents and partners at least twice annually for accountability and engagement purposes -- hearing reporting from the MPZ workgroups and offering counsel, direction, and correction (if needed) to ensure that MPZ activities meet resident needs. With appropriate start-up time, the City anticipates seven convenings within the first five years.\r\n\r\nCreative placemaking activities will emerge from MPZ workgroups and community convenings. No milestones can be reasonably projected at this time.","Expected Outcomes:\nAnticipated milestones include:\r\n-Improvement on key measures in the Minneapolis Resident Survey (e.g.; Residents’ Rating of The City government on Providing Opportunities for their Input and the Likelihood of participation in City Government Decisions).\r\n-Increased resident engagement through FACE and other specific planning processes.\r\n-Use the qualitative measures associated with the Minneapolis Creative Vitality Index in order to gauge the creative placemaking efforts underway.\nTimeline:\nTentative plans call for convening community residents and partners at least twice annually for accountability and engagement purposes -- hearing reporting from the MPZ workgroups and offering counsel, direction, and correction (if needed) to ensure that MPZ activities meet resident needs. With appropriate start-up time, the City anticipates seven convenings within the first five years.\r\n\r\nCreative placemaking activities will emerge from MPZ workgroups and community convenings. No milestones can be reasonably projected at this time.","N/A"]
[2,"a","City of Minneapolis","Minneapolis Promise Zone","Minneapolis","Minnesota","Great Plains","Reduce serious or violent crime",null,"Reduce serious and violent crime by curtailing gun violence, strengthening community-law enforcement relationships, addressing youth violence and domestic violence.","Improve public safety by reducing gun violence and building public trust by strengthening community-law enforcement relationships. The MPZ has a  violent crime rate 2.7 times higher than the rest of the City.","-Increase the effectiveness of multi-agency hot spot collaborations in the following areas:\r\n1. Gun violence prevention and crime reduction in hotspots and in chronic micro places of crime. (ongoing)\r\n2. Data sharing through coordination. (ongoing)\r\n3. Northside Safety Summit and implement community-driven strategies. ongoing)\r\n4. Public-Private partnerships with ‘assessment funds’ for public safety funds. (new) \r\n\r\n-Support and, where necessary, enhance the following community-based/community-driven initiatives:\r\n1.Court Watch, citizens partnership with police, prosecutors, probation officers, and others to prevent and respond to public safety concerns. (ongoing)\r\n2.Community-based and community supported chronic offenders programs in MPZ hotspots (ongoing)\r\n3.Investment in community-oriented policing from the DOJ’s COPS program and coordinate multi-agency law enforcement presence (ongoing)\r\n4. 4th Precinct Community And Resource Exchange (CARE) taskforce focused on livability issues. (ongoing)","Improve public safety by reducing gun violence and building public trust by strengthening community-law enforcement relationships. The MPZ has a  violent crime rate 2.7 times higher than the rest of the City.\nActivities: \n-Increase the effectiveness of multi-agency hot spot collaborations in the following areas:\r\n1. Gun violence prevention and crime reduction in hotspots and in chronic micro places of crime. (ongoing)\r\n2. Data sharing through coordination. (ongoing)\r\n3. Northside Safety Summit and implement community-driven strategies. ongoing)\r\n4. Public-Private partnerships with ‘assessment funds’ for public safety funds. (new) \r\n\r\n-Support and, where necessary, enhance the following community-based/community-driven initiatives:\r\n1.Court Watch, citizens partnership with police, prosecutors, probation officers, and others to prevent and respond to public safety concerns. (ongoing)\r\n2.Community-based and community supported chronic offenders programs in MPZ hotspots (ongoing)\r\n3.Investment in community-oriented policing from the DOJ’s COPS program and coordinate multi-agency law enforcement presence (ongoing)\r\n4. 4th Precinct Community And Resource Exchange (CARE) taskforce focused on livability issues. (ongoing)","Activities were chosen because of the primacy of public safety to the success of the MPZ.\r\n\r\nResearch shows focused police interventions, such as directed patrols, proactive arrests, and problem-oriented policing, produce significant gains in crime prevention hot spots (Weisburd and Eck, 2004).\r\n\r\nYears (‘00-’13) of hot spot data show MPZ has had 32% of the City’s violent crime (45% of the city’s homicides, 39% of the aggravated assaults, 26% of the robberies, and 37% of the domestic strangulation cases) and only encompassing 1/5 of the city’s geography and population. \r\n\r\nMPZ has had 50% of all gun violence and 77% of gunshot victims are African American. Concentrations are stable over time, and in spite of an overall 12% increase in police enforcement in North Minneapolis in 2013, pockets within these neighborhoods saw violent crime increases of over 55%. Regardless of increased policing, systemic issues create significant criminal activity in specific hot spots.","The Minneapolis Police Department (MPD), through their community engagement division, will coordinate the multi-agency work in conjunction with the City Attorney’s Office (CAO), Hennepin County Attorney’s Office and Sheriff, Parks and Recreation Police, and Metropolitan Council/Metro Transit. All agencies are currently implementing activities related to the Northside Safety Summit and will continue to participate in further convenings. Efforts focused on reducing gun violence using hot spot strategies and data coordination will be led by the MPD Criminal Intelligence and Analysis Program and Public Safety Services.  \r\n\r\nHennepin County will continue to manage Court Watch in partnership with MPD, the CAO’s Community Attorney Program, and supporting partners, including neighborhood organizations in the MPZ.\r\n\r\nThe Community Attorney Program will also support the exploration of community-based and community-supported chronic offenders programs.","City of Minneapolis SubGoal 2a","Source of Funds: The City of Minneapolis General Fund and CDBG Dollars\r\nActivity:  Minneapolis Police Department Community Engagement: Includes Community Crime Prevention and Community Engagement Team efforts related to establishing block leaders, coordinating community and neighborhood events, National Night Out, and resolving problem properties complaints.  \r\nAmount: $2,465,988\r\n     General Fund  $1,568,988 (2015)\r\n     CDBG: $897,000\r\nStart and End Date: Annual/Ongoing\r\nRecipient: Minneapolis Police Department\r\nNote:  While this represents the total MPD Community Engagement budget, a significant portion of these funds are directed in the MPZ geographic area. Please also note community engagement dollars are listed as funds for other subgoals and could represent duplicated dollars.\r\n\r\nSource of Funds: City of Minneapolis General Fund\r\nActivity:  Minneapolis Police Department funds all officers in the field and need support.  A large portion of the City’s budget goes to funding public safety within the MPZ and 4th precinct, budgeting is not based by precinct.  The amount presented below is the Department’s total budget for the following program areas that provide direct services or support to the MPZ: Public Safety Services, Violent Crime Investigations, Criminal Intelligence and Analysis, Special Crimes Investigations.  It can be safely assumed that at least ⅕ of the budget below is directed to the MPZ.  The narrative below describes specific amounts dedicated to the MPZ in the Mayor’s proposed 2015 budget.\r\nAmount: $121,843,541 (2015)\r\nStart and End Date: Annual/Ongoing\r\nRecipient: Minneapolis Police Department \r\n\r\nThe Mayor recommended the following ongoing General Fund resources: $996,000 for hiring 20 part time Community Service Officers, $520,000 as a matching requirement for $520,000 in funding from the Federal COPS Hiring Grant – to provide for ten more officers to address violent crime.\r\n\r\nSource of Funds: Northside Funders Group\r\nActivity:  Implementation of community public safety strategies that are developed out of the multi-agency work of the MPD and other implementing partners that support supporting partners. \r\nAmount: $250,000\r\nRecipient: Supporting partners to be determined\r\n\r\nSource of Funds: The City of Minneapolis\r\nActivity:  The City Attorney’s office currently supports Court Watch in the fourth precinct through its community attorney program.  This program will support the exploration of community-based and community-supported chronic offenders programs in MPZ  hot spots.  Approximately ⅕ of the total Community Attorney program is dedicated to the MPZ.  \r\nAmount: $365,000\r\nRecipient: The City Attorney’s Office","Additional financial support may be needed and will be coordinated through our philanthropic partnership with the Northside Funders Group and we will also identify additional grant sources, as appropriate.","Many of the City’s Neighborhood Associations and organizations are active in the work of Court Watch and our multi-agency collaborations.  Their continued support and volunteer time is critical to the success of this goal.\r\n\r\nA new resource implemented in 2014 is the use of body cameras for its uniformed officers, and while this is city wide, the intent is to increase public trust and accountability of the Minneapolis Police Department.","Programs like Court Watch and initiatives stemming from our Safety Summit will require additional volunteer hours from Neighborhood Organization and Association membership.  Exact numbers will become available as these expansions are more clearly defined.","For each measure listed below the ultimate outcomes is overall reduction in crime and parity between MPZ and the balance of the City.\r\n\r\n-Reduction in violent and serious crime rates specific to hot spots (includes homicides, rape, aggravated assault, etc.)\r\n-Increase in residents’ perceptions of safety by neighborhoods and by race \r\n-Increase satisfaction with Police services\r\n-Decrease in discrimination cases committed by the Minneapolis Police Department","The Minneapolis Police utilize CODEFOR (Computer Optimized Deployment – Focus On Results) to adjust policing strategies in real time based on the most recent crime trends. CODEFOR provides more accurate and timely information about crime that is occurring, rapid deployment of resources, and relentless follow-up and assessment resulting in more effective and agile tactics.\r\n\r\nFor long-term outcomes, the City of Minneapolis will use existing data collection and reporting mechanisms through Results Minneapolis, led by the City Coordinator’s office (CCO). Where appropriate, the City Coordinator will take steps to integrate data from external partners to report on the collective impact of all partners toward the goals above and on improvement in neighborhood level indicators. \r\n\r\nThe CCO is exploring the use of MPOWR (the software currently powering NAZ Connect) and InsightFormation, another software tool designed to collect, track, report, and share data for collective impact efforts.","Anticipated milestones include: \r\n-Convene Byrne Grant planning group and begin conduct needs assessment 2015-2016\r\n\r\n-Facilitate engagement between implementing partners (MPD, CAO, and Hennepin County) and the community to explore what a community-based and community supported chronic offenders programs would look like.  Anticipated start date Q1 2017.\r\n\r\n-Officers hired through the Department of Justice’s COPS program will be in the field by 2015.\r\n\r\n-The City Coordinator’s Office will convene public safety institutions as part of Forum for Accountability and Community Engagement efforts in order to establish which data is expected by the community as measures of success by Q1 2016.\r\n\r\n-Convene the 2nd annual Northside Safety Summit in Q2 2015. \r\n\r\n-The City of Minneapolis will examine the use of ‘assessment funds’ for public safety purposes by Q4 2015.","Expected Outcomes:\nFor each measure listed below the ultimate outcomes is overall reduction in crime and parity between MPZ and the balance of the City.\r\n\r\n-Reduction in violent and serious crime rates specific to hot spots (includes homicides, rape, aggravated assault, etc.)\r\n-Increase in residents’ perceptions of safety by neighborhoods and by race \r\n-Increase satisfaction with Police services\r\n-Decrease in discrimination cases committed by the Minneapolis Police Department\nTimeline:\nAnticipated milestones include: \r\n-Convene Byrne Grant planning group and begin conduct needs assessment 2015-2016\r\n\r\n-Facilitate engagement between implementing partners (MPD, CAO, and Hennepin County) and the community to explore what a community-based and community supported chronic offenders programs would look like.  Anticipated start date Q1 2017.\r\n\r\n-Officers hired through the Department of Justice’s COPS program will be in the field by 2015.\r\n\r\n-The City Coordinator’s Office will convene public safety institutions as part of Forum for Accountability and Community Engagement efforts in order to establish which data is expected by the community as measures of success by Q1 2016.\r\n\r\n-Convene the 2nd annual Northside Safety Summit in Q2 2015. \r\n\r\n-The City of Minneapolis will examine the use of ‘assessment funds’ for public safety purposes by Q4 2015.","N/A"]
[2,"b","City of Minneapolis","Minneapolis Promise Zone","Minneapolis","Minnesota","Great Plains","Reduce serious or violent crime",null,"Reduce serious and violent crime by curtailing gun violence, strengthening community-law enforcement relationships, addressing youth violence and domestic violence.","Reduce youth violence by implementing MPZ-tailored approaches consistent with the Youth Violence Prevention (YVP) Blueprint and other emerging plans. In 2013, 39.6% of all juvenile violent crime arrests took place in the MPZ’s 4th precinct.","-Increase the use of referrals to the Juvenile Supervision Center (JSC, a contractor through the City’s Youth Violence Prevention YVP work) as a diversion tool for low-level juvenile offenders as a safe and supervised alternative to incarceration. (ongoing)\r\n-Extend “Inspiring Youth” prevention services for middle school age youth. (ongoing)\r\n-Expand quality out of school time (OST) with safe spaces and positive activities like Pop-Up Parks and Youth Outreach Workers in crime hot spots. (ongoing)\r\n-Expand programs like the Broader Urban Involvement and Leadership Development (BUILD) Training and Gang Resistance Education And Training (GREAT) that provide early education violence prevention, and conflict resolution skills to address specific needs of MPZ community. (ongoing)\r\n-Develop and implement a Childhood Exposure to Violence Task Force, to address trauma experienced by children who witness violence in the home. (new)","Reduce youth violence by implementing MPZ-tailored approaches consistent with the Youth Violence Prevention (YVP) Blueprint and other emerging plans. In 2013, 39.6% of all juvenile violent crime arrests took place in the MPZ’s 4th precinct.\nActivities: \n-Increase the use of referrals to the Juvenile Supervision Center (JSC, a contractor through the City’s Youth Violence Prevention YVP work) as a diversion tool for low-level juvenile offenders as a safe and supervised alternative to incarceration. (ongoing)\r\n-Extend “Inspiring Youth” prevention services for middle school age youth. (ongoing)\r\n-Expand quality out of school time (OST) with safe spaces and positive activities like Pop-Up Parks and Youth Outreach Workers in crime hot spots. (ongoing)\r\n-Expand programs like the Broader Urban Involvement and Leadership Development (BUILD) Training and Gang Resistance Education And Training (GREAT) that provide early education violence prevention, and conflict resolution skills to address specific needs of MPZ community. (ongoing)\r\n-Develop and implement a Childhood Exposure to Violence Task Force, to address trauma experienced by children who witness violence in the home. (new)","All of the activities detailed above are strategies within Minneapolis’ nationally recognized Blueprint for Action to Prevent Youth Violence.  With great success to date, this effort is part of the National Forum by the US Department of Justice, Office of Community Oriented Policing Services who only accept cities whose practices are data-driven and grounded in evidence-based practices.  (Whitman, Julie L. A Review of Minneapolis’s Youth Violence Prevention Initiative).\r\n\r\nForty percent of all Minneapolis child neglect cases, 38% of the child abuse cases, and 37% of the domestic strangulation cases all occurred within North Minneapolis (Minneapolis Police Department, Unified Crime Report). A growing body of evidence suggests higher rates of exposure to violence, especially for youth, increase the risk for an individual to be a future victim or perpetrator of violence.","City Coordinator’s Office (CCO), Minneapolis Police Department (MPD) and Parks will review statistics on MPZ referrals to JSC.\r\n\r\nThe City’s Youth Violence Prevention Program and partners will define and implement a plan to extend “Inspiring Youth” prevention services for middle school age youth and develop a plan to expand OST (see above) in crime hot spots.\r\n\r\nCCO, the City’s Youth Violence Prevention program and partners increase and expand programs like the Broader Urban Involvement and Leadership Development (BUILD) Training, and Gang Resistance Education And Training (GREAT).\r\n\r\nThe Youth Violence Prevention program, the Domestic Abuse Project and YVP partners will develop and implement the Childhood Exposure to Violence Task Force.","City of Minneapolis SubGoal 2b","Source of Funds: The National Forum on Youth Violence Prevention\r\nActivity: Youth Violence Prevention Programming including the establishment of the New Childhood Exposure to Violence Task Force ($10,000).  $100,000 goes directly to the Minneapolis Public Schools and their work in this area.\r\nAmount: $222,000\r\nStart and End Date: Thru Dec. 31, 2016\r\nRecipient: City of Minneapolis and Minneapolis Public Schools\r\n\r\nSource of Funds: The City of Minneapolis \r\nActivity: Pop Up Parks, Broader Urban Involvement and Leadership Development (BUILD) Training and Gang Resistance Education And Training (GREAT) and similar or supporting programming, and Inspiring Youth are funding through these program dollars. \r\nAmount: $435,728 (includes grant dollars, but excludes the National Forum Grant listed above)\r\nStart and End Date: Ongoing\r\nRecipient: Minneapolis Health Department’s Youth Violence Prevention Program\r\nNote:  This represents the entire Youth Violence Prevention Program budget city-wide.  However, a majority of activities are currently focused in the MPZ geographic area and resources will continue to be allocated in the areas of greatest need.\r\n\r\nSource of Funds:  The City of Minneapolis\r\nActivity: Expand quality out of school time (OST)  with safe spaces and positive activities like Pop-Up Parks which includes the addition of a new youth outreach worker in 2015. \r\nAmount: $350,000\r\nRecipient: The Youth Coordinating Board* with pass through dollars from the Minneapolis Department of Health.\r\nNote:  The Youth Coordinating Boards 2014 revenue budget was $1.6 million and receives additional dollars from Hennepin County, the Minneapolis Public Schools and Park Board as well as foundation funding.  While dollars specific to the MPZ can not be separated, a portion on these overall dollar will be spend on OST in the MPZ. \r\n\r\nSource of Funds:  Hennepin County, The City of Minneapolis, and Minneapolis Public Schools\r\nActivity:  Fund the full operation of the Juvenile Supervision Center as a diversion tool for low-level juvenile offenders as a safe and supervised alternative to incarceration.   \r\nAmount: $741,570\r\n$93,000 The City of Minneapolis (CDBG dollars)\r\n$93,000 Minneapolis Public Schools \r\n$555,570 Hennepin County\r\nStart and End Date:  Ongoing\r\nRecipient:  The Juvenile Supervision Center\r\nNote: This amount funds the full operation of the center, which serves youth from throughout Hennepin County. However, in 2013, 40% of youth visitors to the JSC were residents of zip code 55411 and 13% were residents of 55412 located in the MPZ.","Additional financial support may be needed as the plans and programs are further defined and also will be coordinated through our philanthropic partnership with the Northside Funders Group.  The City will seek additional grant sources, as appropriate.","The City of Minneapolis also provides in-kind support, in the way of space as the Juvenile Supervision Center is located in City Hall as well as staff time as a portion of the Youth Intervention Coordinator in the Minneapolis Health Department is spent as the unofficial JSC coordinator.  Two Minneapolis Police Department officers also provide transport for the JSC.\r\n\r\nWhile no additional financial support has been identified for this subgoal, as the Youth Violence Prevention Blueprint evolves and adopts the most up-to-date best practices, additional activities many need to be adopted requiring additional funding and staff time.  This is also true of the activities recommended and pursued by the Childhood Exposure to Violence Task Force.","No other support is needed at this time, but as the Childhood Exposure to Violence Task Force is established, additional implementation or support partners may be added. Activities may require meeting space and opportunities to connect with the community in culturally relevant ways.","The City of Minneapolis currently has five defined goals and associated performance measures for their youth violence prevention work.  These are currently tracked in the City of Minneapolis annual Results Minneapolis Youth Violence Prevention Report. Overall indicators of success include a decrease in the number of juveniles and young adults involved in violent crime, a decrease in aggravated and simple assaults, a reduction in the percentage of repeat offenders at Juvenile Supervision Center and a decrease in juvenile and young adult gunshot victims. This also includes a goal of zero juvenile and youth homicides and over the course of ten years parity with the City in terms of 4th precinct crime statistics listed above.","The Minneapolis Police utilize CODEFOR (Computer Optimized Deployment – Focus On Results) to adjust policing strategies in real time based on the most recent crime trends. CODEFOR provides more accurate and timely information about crime that is occurring, rapid deployment of resources, and relentless follow-up and assessment resulting in more effective and agile tactics.\r\n\r\nThe City will use its existing data collection and reporting mechanisms, Results Minneapolis, led by the City Coordinator’s office (CCO). Any new MPZ measures will be incorporated into the City’s annual Youth Violence Prevention (YVP) report. This report is currently structured around the blueprints’ five goals and targets and will continue to integrate data from all YVP partners and MPZ specific work.\r\n\r\nThe CCO is exploring the use of MPOWR (the software currently powering NAZ Connect) and InsightFormation, another software tool designed to collect, track, report, and share data for collective impact efforts.","Anticipated milestones include:\r\n\r\n- By Q1 2016, leaders in this goal area will develop more specific plans to address youth referrals to the JSC, expansion of Inspiring Youth and BUILD programs, and additional opportunities for quality OST.\r\n\r\n-The City of Minneapolis Health Department in combination with its Youth Violence Prevention partners intends to develop and implement the Childhood Exposure to Violence Task Force by the end of third quarter 2015.","Expected Outcomes:\nThe City of Minneapolis currently has five defined goals and associated performance measures for their youth violence prevention work.  These are currently tracked in the City of Minneapolis annual Results Minneapolis Youth Violence Prevention Report. Overall indicators of success include a decrease in the number of juveniles and young adults involved in violent crime, a decrease in aggravated and simple assaults, a reduction in the percentage of repeat offenders at Juvenile Supervision Center and a decrease in juvenile and young adult gunshot victims. This also includes a goal of zero juvenile and youth homicides and over the course of ten years parity with the City in terms of 4th precinct crime statistics listed above.\nTimeline:\nAnticipated milestones include:\r\n\r\n- By Q1 2016, leaders in this goal area will develop more specific plans to address youth referrals to the JSC, expansion of Inspiring Youth and BUILD programs, and additional opportunities for quality OST.\r\n\r\n-The City of Minneapolis Health Department in combination with its Youth Violence Prevention partners intends to develop and implement the Childhood Exposure to Violence Task Force by the end of third quarter 2015.","N/A"]
[2,"c","City of Minneapolis","Minneapolis Promise Zone","Minneapolis","Minnesota","Great Plains","Reduce serious or violent crime",null,"Reduce serious and violent crime by curtailing gun violence, strengthening community-law enforcement relationships, addressing youth violence and domestic violence.","Increase community-specific, data-driven approaches to prevent and reduce domestic violence, given that 42.2% of city-wide felony and misdemeanor domestic violence crimes occur in the MPZ’s 4th precinct.","-Adopt results from Byrne CJI Planning Grant research on exposure to domestic violence as a predictor of violent crime. (new)\r\n-Develop and implement a Childhood Exposure to Violence Task Force, to address trauma experienced by children who witness violence in the home. (new)\r\n-Expand in the MPZ culture-specific approaches to engaging men and boys in breaking the cycle of domestic violence through new and existing channels. (ongoing)\r\n-Expand and implement work related to VAWA grants, focused on increasing charging rates of “Gone on Arrival” domestic violence cases (new and ongoing)","Increase community-specific, data-driven approaches to prevent and reduce domestic violence, given that 42.2% of city-wide felony and misdemeanor domestic violence crimes occur in the MPZ’s 4th precinct.\nActivities: \n-Adopt results from Byrne CJI Planning Grant research on exposure to domestic violence as a predictor of violent crime. (new)\r\n-Develop and implement a Childhood Exposure to Violence Task Force, to address trauma experienced by children who witness violence in the home. (new)\r\n-Expand in the MPZ culture-specific approaches to engaging men and boys in breaking the cycle of domestic violence through new and existing channels. (ongoing)\r\n-Expand and implement work related to VAWA grants, focused on increasing charging rates of “Gone on Arrival” domestic violence cases (new and ongoing)","The above activities aim to reduce domestic violence and limit youth exposure to domestic violence.  The 4th Precinct domestic violence calls have increased in the last three years creating hot spots resembling those of concentrated gun violence the Byrne grant will be used to explore this correlation further. The City Attorney will expand their VAWA Gone on Arrival (GOA) work. Since implementation, the number of GOA cases charged exceeded 2013  by 220% and case filing time has also fallen by over 50%.\r\n\r\nExposure to violence acutely impacts youth; an estimated 30-60% of perpetrators of intimate partner violence also abuse children in the household. Boys who witness domestic violence are 2x as likely to abuse their partners and children (Domestic Violence Facts, National Coalition Against Domestic Violence and Break the Cycle, Startling Statistics (2006).","The Minneapolis Health Department’s Youth Violence Prevention program will oversee the creation of the Childhood Exposure to Violence Task Force with participation from the City of Minneapolis Police Department (MPD), City of Minneapolis Attorney’s Office and the Domestic Abuse Project.  These groups will also work to establish evidence based and culture-specific approaches to engaging men and boys in breaking the cycle of domestic violence.\r\n\r\nThe MPD will oversee the planning and research related to the Byrne Grant in conjunction with the Minneapolis Health Department, City Attorney’s Office and Domestic Abuse Project.  This work also links closely to both the State and Federal VAWA pilots focusing on increasing the number of “gone on arrival” cases charged.","City of Minneapolis SubGoal 2c","Source of Funds: Federal Violence Against Women (VAWA) Grant\r\nActivity:   Increasing the charging rate of those domestic violence cases where the victim or perpetrator is gone upon arrival (GOA) of officers.\r\nAmount: $900,000\r\nStart and End Date: 2014-2016\r\nRecipient:  City of Minneapolis City Attorney’s Office\r\nNote: This dollar amount represents city-wide programming for this activity.  However, data suggests a significant portion of these resources will be spent in the MPZ based on need.\r\n\r\nSource of Funds: Byrne CJI Planning Grant\r\nActivity:  Explore the correlation between 4th Precinct domestic violence calls and the creation of hot spots resembling those of concentrated gun violence.\r\nAmount: $100,000\r\nStart and End Date: 2015-2017\r\nRecipient: City of Minneapolis\r\n\r\nSource of Funds: The National Forum on Youth Violence Prevention\r\nActivity: Establishment of the Childhood Exposure to Violence Task Force \r\nAmount: $10,000\r\nStart and End Date: Thru Dec. 31st, 2016\r\nRecipient: City of Minneapolis and Minneapolis Public Schools","Source of Funds: State Violence Against Women (VAWA) Grant\r\nActivity:   Increasing the charging rate of those domestic violence cases where a 911 call is made but no police report is filed. \r\nAmount: $100,000 (Applied for)\r\nStart and End Date: 2015-2017\r\nRecipient:  City of Minneapolis City Attorney’s Office\r\n\r\nAdditional financial support may be needed as the Byrne Grant results are further defined.  This is also true for those strategies that will be identified by the Childhood Exposure to Violence Task Force.   As these approaches are refined, the City will coordinate additional funds through our philanthropic partnership with the Northside Funders Group and others.","No committed non-financial support is needed at this time. However, as these plans and programs are further defined, we will coordinate with our implementing and supporting partners where necessary.","No other non-financial support is needed at this time. However, as these plans and programs are further defined, we will coordinate with our implementing and supporting partners where necessary.","Overall reduction in domestic violence in the MPZ with the goal of overall reduction and parity between MPZ and the balance of the City.  Specific measures may include:\r\n-Increase in the number of domestic violence cases charged, specifically an increase in the chargeable “Gone on Arrival” domestic violence cases \r\n-Number of culture specific classes offered to young men in the MPZ","The Minneapolis Police utilize CODEFOR (Computer Optimized Deployment – Focus On Results) to adjust policing strategies in real time based on the most recent crime trends. CODEFOR provides more accurate and timely information about crime that is occurring, rapid deployment of resources, and relentless follow-up and assessment resulting in more effective and agile tactics.\r\n\r\nFor long-term outcomes, the City of Minneapolis will use existing data collection and reporting mechanisms through Results Minneapolis, led by the City Coordinator’s office (CCO). Where appropriate, the City Coordinator will take steps to integrate data from external partners to report on the collective impact of all partners toward the goals above and on improvement in neighborhood level indicators.\r\n\r\nThe CCO is exploring the use of MPOWR (the software currently powering NAZ Connect) and InsightFormation, another software tool designed to collect, track, report, and share data for collective impact efforts.","-Adopt results from Byrne CJI Planning Grant research on exposure to domestic violence by 2017.\r\n-The City of Minneapolis Health Department in combination with its Youth Violence Prevention partners intends to develop and implement the Childhood Exposure to Violence Task Force by the end of third quarter 2015.\r\n-Trained staff to do follow up on domestic violence incidents, where a 911 call is made but no police report is filed.  Q2 2015 (pending grant funding)","Expected Outcomes:\nOverall reduction in domestic violence in the MPZ with the goal of overall reduction and parity between MPZ and the balance of the City.  Specific measures may include:\r\n-Increase in the number of domestic violence cases charged, specifically an increase in the chargeable “Gone on Arrival” domestic violence cases \r\n-Number of culture specific classes offered to young men in the MPZ\nTimeline:\n-Adopt results from Byrne CJI Planning Grant research on exposure to domestic violence by 2017.\r\n-The City of Minneapolis Health Department in combination with its Youth Violence Prevention partners intends to develop and implement the Childhood Exposure to Violence Task Force by the end of third quarter 2015.\r\n-Trained staff to do follow up on domestic violence incidents, where a 911 call is made but no police report is filed.  Q2 2015 (pending grant funding)","N/A"]
[3,"a","City of Minneapolis","Minneapolis Promise Zone","Minneapolis","Minnesota","Great Plains","Improve educational opportunities",null,"Improve cradle-to-career outcomes for MPZ students, thereby reducing the racial gaps in educational achievement and preparing all Minneapolis children for lifelong success.","Ensure children are Kindergarten-ready by engaging families of the youngest MPZ residents to build a foundation for successful educational pathways at home, and by increasing access to high-quality early childhood programs.","-Increase the number of children in the MPZ awarded Race to the Top scholarships to fund their enrollment at quality early education centers. (ongoing)\r\n-Implement NAZ’s Family Academy and other “whole family” educational engagement models for parents of children under 5 (in partnership with MPS Office of Black Male Achievement and others). (ongoing)\r\n-Research and incorporate best practices in early childhood care from the Minneapolis Public Schools (MPS) and the University of Minnesota’s Center for Early Education and Development  (CEED) partnership to existing and expanded sites in MPZ. (new)\r\n-Generation Next & UROC will provide six faculty fellows to research root causes of the achievement gap. (new)","Ensure children are Kindergarten-ready by engaging families of the youngest MPZ residents to build a foundation for successful educational pathways at home, and by increasing access to high-quality early childhood programs.\nActivities: \n-Increase the number of children in the MPZ awarded Race to the Top scholarships to fund their enrollment at quality early education centers. (ongoing)\r\n-Implement NAZ’s Family Academy and other “whole family” educational engagement models for parents of children under 5 (in partnership with MPS Office of Black Male Achievement and others). (ongoing)\r\n-Research and incorporate best practices in early childhood care from the Minneapolis Public Schools (MPS) and the University of Minnesota’s Center for Early Education and Development  (CEED) partnership to existing and expanded sites in MPZ. (new)\r\n-Generation Next & UROC will provide six faculty fellows to research root causes of the achievement gap. (new)","Only 1/4 of children living in the MPZ start kindergarten ready to learn. Children who lag behind their peers as they enter kindergarten are more likely to lag behind in later years as well. Research suggests that children’s overall readiness is a significant predictor of subsequent academic achievement; and, that children who have a broad base of school readiness experience acquire complex skills more rapidly than those who do not (Bowman, Donovan, & Burns, 2000). \r\n\r\nThe NAZ model of preparing youth for kindergarten has been effective. Among families enrolled in their program, 59% of students were prepared for kindergarten vs. 34% of those not enrolled. \r\n\r\nCEED’s early learning \"centers of excellence\" are advancing research and extending proven practices of existing high-quality programs.","Northside Achievement Zone (NAZ) will work in coordination with Minneapolis Public Schools to implement their model of whole family engagement. This includes utilizing NAZ’s supporting partners in this work. Through MPS’ Office of Black Male Achievement, these organizations will identify families that can benefit from this program.\r\n\r\nThe University of Minnesota’s CEED and MPS will work cooperatively to implement and expand early learning centers of excellence sites in MPZ.\r\n\r\nGeneration Next & UROC will provide six faculty fellows to research root causes of the achievement gap.","City of Minneapolis SubGoal 3a","Source of Funds: US Department of Education\r\nActivity: Race to the Top Challenge \r\nAmount: A portion of the $45 million allocated to MN is designated to the Northside Achievement Zone\r\nStart and End Date: End of 2015\r\nRecipient: Northside Achievement Zone\r\n\r\nSource of Funds: Promise Neighborhoods & additional private sources\r\nActivity: Implementing the NAZ model of whole family engagement with Minneapolis Public Schools; future expansion planned with additional funds\r\nAmount:  $295,000\r\nStart and End Date: Ongoing activity; cost identified for 2015\r\nRecipient: NAZ and 4 MPS partner schools","Additional financial support may be needed as Generation Next’s funded research project moves from study to adaptation. At the time that recommendations are made, the applicable workgroups will convene to move into strategy development. As additional funds are needed, we will approach philanthropic and public partners, as appropriate.","Minneapolis Public Schools’ Office of Black Male Achievement will provide staff support, working to accelerate academic strategies and narrow the achievement gap with a portion of its $200,000 allocated to this work.  \r\n\r\nStaff time and expertise will be provided by the University of Minnesota and Minneapolis Public Schools early childhood “centers of excellence”: Professor Michael Rodriguez, who is leading Achievement Gap efforts; the University’s Urban Research and Outreach/Engagement Center (UROC); the Human Capital Research Collaborative; and other academic departments and centers.\r\n\r\nCenter Early Education Development  and Minneapolis Public Schools are committed to providing staff and other supports to pursue early learning \"centers of excellence\"in the MPZ.","No other non-financial support is needed at this time. However, as these plans and programs are further defined, we will coordinate with our implementing and supporting partners where necessary.","- Increase the percent of MPZ children who are kindergarten-ready to 80%, moving towards parity with the balance of Minneapolis.\r\n-Expand the number of MPS-UofM early learning “centers of excellence” and other quality early learning centers serving MPZ children under 5.\r\n-Use the Early Childhood Indicators of Progress (ECIPs), Minnesota’s early learning standards to track developmentally appropriate progress for what children should know and be able to do at certain ages, moving toward parity in outcomes between MPZ children and others in Minneapolis.\r\n-Increase the number of parents of children under 5 who participate in whole-family approaches.","The City of Minneapolis will use existing data collection and reporting mechanisms through Results Minneapolis, led by the City Coordinator’s office. Where appropriate, the City Coordinator will take steps to integrate data from implementing and supporting partners to report on shared indicators of neighborhood well being.\r\n\r\nWhere applicable, partners will use NAZ Connect, an online achievement planning and data collection system that supports “high-touch” work with families, to track progress toward their goals, as well as the progress of programs. The NAZ Connect tool enables data sharing across families, schools, and organizations. The City is also exploring the use of MPOWR (the underlying tool that powers NAZ Connect) and Insightformation, both software tools for tracking collective impact models.","- 80% of MPZ children will be ready for kindergarten by conclusion of MPZ designation.\r\n-The expected target is four new early learning “centers of excellence” during MPZ designation period.\r\n-100 families will complete College Bound Babies, College Bound Scholars, or similar programs within the first two years MPZ designation.\r\n- There will be a 15% increase in Race to the Top scholarship (pending available funding), by 2018.\r\n- 5 Faculty fellows will be provided through Generation Next by 1st Quarter 2015.","Expected Outcomes:\n- Increase the percent of MPZ children who are kindergarten-ready to 80%, moving towards parity with the balance of Minneapolis.\r\n-Expand the number of MPS-UofM early learning “centers of excellence” and other quality early learning centers serving MPZ children under 5.\r\n-Use the Early Childhood Indicators of Progress (ECIPs), Minnesota’s early learning standards to track developmentally appropriate progress for what children should know and be able to do at certain ages, moving toward parity in outcomes between MPZ children and others in Minneapolis.\r\n-Increase the number of parents of children under 5 who participate in whole-family approaches.\nTimeline:\n- 80% of MPZ children will be ready for kindergarten by conclusion of MPZ designation.\r\n-The expected target is four new early learning “centers of excellence” during MPZ designation period.\r\n-100 families will complete College Bound Babies, College Bound Scholars, or similar programs within the first two years MPZ designation.\r\n- There will be a 15% increase in Race to the Top scholarship (pending available funding), by 2018.\r\n- 5 Faculty fellows will be provided through Generation Next by 1st Quarter 2015.","N/A"]
[3,"b ","City of Minneapolis","Minneapolis Promise Zone","Minneapolis","Minnesota","Great Plains","Improve educational opportunities",null,"Improve cradle-to-career outcomes for MPZ students, thereby reducing the racial gaps in educational achievement and preparing all Minneapolis children for lifelong success.","Meet K-8 math and reading benchmarks for children living in the MPZ by enhancing family and community supports. 93% of MPZ youth attend K-8 schools that perform in the lowest quartile of all schools in MN (per standardized testing).","- Integrate the NAZ “whole family”model into service delivery/referrals within schools throughout the MPZ to connect K-8 students and their families to the range of supports they need to ensure successful learning. (ongoing)\r\n-Support the establishment of a Community Partnership School in the MPZ , fostering autonomy and innovation to better meet students’ learning needs. (new)","Meet K-8 math and reading benchmarks for children living in the MPZ by enhancing family and community supports. 93% of MPZ youth attend K-8 schools that perform in the lowest quartile of all schools in MN (per standardized testing).\nActivities: \n- Integrate the NAZ “whole family”model into service delivery/referrals within schools throughout the MPZ to connect K-8 students and their families to the range of supports they need to ensure successful learning. (ongoing)\r\n-Support the establishment of a Community Partnership School in the MPZ , fostering autonomy and innovation to better meet students’ learning needs. (new)","-Reading proficiency by the end of 3rd  grade is often a predictor for future success. Attaining solid reading skills in the early grades is essential as students are unlikely to catch up to expectations in subsequent grades.\r\n-The “whole family”model equips students with a range of academic support: high-quality early childhood education, one-on-one support with K-12 academics, mentors, academic-focused after-school and summer programs, and college access. Parents are supported in stabilizing their whole family with: parent education, housing resources, career/finance training, and behavioral health counseling. NAZ students have improved their reading and math proficiency by 52%.\r\n-The Partnership Schools model is based on several successful national models that focus on increasing autonomy, partnerships and accountability in order to improve student performance. In the MPZ, NAZ and GenNext will work with MPS to help our Partnership School carry out its vision.","NAZ, MPS, & Generation Next will work cooperatively to extend the “whole family” approach to schools within the MPZ; and, establish at least one Community Partnership school in the Zone.","City of Minneapolis SubGoal 3b","Source of Funds: Promise Neighborhoods & additional private sources\r\nActivity: Implementing the NAZ model of whole family engagement with Minneapolis Public Schools; future expansion planned with additional funds\r\nAmount:  $295,000\r\nStart and End Date: Ongoing activity; cost identified for 2015\r\nRecipient: NAZ and 4 MPS partner schools\r\n\r\nSource of Funds: Promise Neighborhood & additional private sources\r\nActivity: Support the establishment of a Community Partnership School in the MPZ\r\nAmount:  $294,000\r\nStart and End Date: School year 2015/16\r\nRecipient: NAZ & MPS","Although additional financial support may be needed, specific budget figures are not available at this time. As appropriate, the implementation partners will seek additional public and philanthropic funding in support of this subgoal.","No committed non-financial support is needed at this time. However, as these plans and programs are further defined, we will coordinate with our implementing and supporting partners where necessary.","No other non-financial support is needed at this time. However, as these plans and programs are further defined, we will coordinate with our implementing and supporting partners where necessary.","-Establishment of a “whole family” service delivery/referral system at each school in the MPZ\r\n-Establishment of a Community Partnership School within the first year of PZ designation, with subsequent results informing strategies for success in schools throughout the MPZ\r\n-Increase by 8% annually the number of 3rd graders meeting reading standards \r\n-Increase by 8% annually the number of 8th graders meeting math benchmarks","The City of Minneapolis will use existing data collection and reporting mechanisms through Results Minneapolis, led by the City Coordinator’s office. Where appropriate, the City Coordinator will take steps to integrate data from implementing and supporting partners to report on shared indicators of neighborhood well being.\r\n\r\nWhere applicable, partners will use NAZ Connect, an online achievement planning and data collection system that supports “high-touch” work with families, to track progress toward their goals, as well as the progress of programs. The NAZ Connect tool enables data sharing across families, schools, and organizations. The City is also exploring the use of MPOWR (the underlying tool that powers NAZ Connect) and InsightFormation, both software tools for tracking collective impact models.","-By the end of the 2016-2017 academic year, every school in the MPZ will have a “whole family” service delivery/referral model in place. \r\n-One Community Partnership School will be established at the elementary level in the MPZ in the 2015-2016 academic year. Over the course of the 10 year Promise Zone designation, it is possible that another school at the elementary or secondary level will be designated within the MPZ.","Expected Outcomes:\n-Establishment of a “whole family” service delivery/referral system at each school in the MPZ\r\n-Establishment of a Community Partnership School within the first year of PZ designation, with subsequent results informing strategies for success in schools throughout the MPZ\r\n-Increase by 8% annually the number of 3rd graders meeting reading standards \r\n-Increase by 8% annually the number of 8th graders meeting math benchmarks\nTimeline:\n-By the end of the 2016-2017 academic year, every school in the MPZ will have a “whole family” service delivery/referral model in place. \r\n-One Community Partnership School will be established at the elementary level in the MPZ in the 2015-2016 academic year. Over the course of the 10 year Promise Zone designation, it is possible that another school at the elementary or secondary level will be designated within the MPZ.","N/A"]
[3,"c","City of Minneapolis","Minneapolis Promise Zone","Minneapolis","Minnesota","Great Plains","Improve educational opportunities",null,"Improve cradle-to-career outcomes for MPZ students, thereby reducing the racial gaps in educational achievement and preparing all Minneapolis children for lifelong success.","Improve high school graduation rates so MPZ youth are college/career ready and are completing secondary schooling at rates equal to their peers citywide. Only 39% of students of color graduate on time.","-Support and expand Accelerating Graduation by Reducing Achievement Disparities (A-GRAD) and other successful interventions designed to improve academic outcomes for young people confronting myriad life challenges. (ongoing)\r\n-Expand the Youth Coordinating Board’s Assets and Services Inventory to establish a digital “one-stop shop for youth” - an user-friendly electronic portal. (new)\r\n-Extend quality out-of-school time (OST) to improve educational outcomes by better coordinating schools with tutors and mentors at supporting organizations, so that all are working jointly to ensure students complete work on time and test successfully. (new)\r\n-  Increase enrollment of eligible North HS and Patrick Henry HS students in Minneapolis Community and Technical College in the Power of You program which covers the cost of tuition and fees for two years or up to 72 credits at Minneapolis Community and Technical College (MCTC) or Saint Paul College to Minneapolis public school graduates.","Improve high school graduation rates so MPZ youth are college/career ready and are completing secondary schooling at rates equal to their peers citywide. Only 39% of students of color graduate on time.\nActivities: \n-Support and expand Accelerating Graduation by Reducing Achievement Disparities (A-GRAD) and other successful interventions designed to improve academic outcomes for young people confronting myriad life challenges. (ongoing)\r\n-Expand the Youth Coordinating Board’s Assets and Services Inventory to establish a digital “one-stop shop for youth” - an user-friendly electronic portal. (new)\r\n-Extend quality out-of-school time (OST) to improve educational outcomes by better coordinating schools with tutors and mentors at supporting organizations, so that all are working jointly to ensure students complete work on time and test successfully. (new)\r\n-  Increase enrollment of eligible North HS and Patrick Henry HS students in Minneapolis Community and Technical College in the Power of You program which covers the cost of tuition and fees for two years or up to 72 credits at Minneapolis Community and Technical College (MCTC) or Saint Paul College to Minneapolis public school graduates.","A-GRAD is Hennepin County’s 20-year commitment to setting policy, improving practice and making strategic investments to ensure that youth graduate from high school, with special attention to children and youth that access county services. Their work is supported by a longitudinal study that examined the educational performance of 3,557 youth who had especially high levels of involvement in county systems during the years 2008 – 2012.\r\n\r\nExtending quality OST is based on the premise that the community broadly shares accountability for our young people’s academic success. There are numerous quality afterschool programs available to MPZ high school students; however, they tend to operate without reference to testing and other academic expectations. Directly connecting weekly academic requirements with supporting organizations brings community-wide support to our students.","-Hennepin County, MPS, and Generation Next will support and expand A-GRAD and other successful interventions.\r\n-YCB will expand its Assets and Services Inventory.\r\n-YCB, MPRB, and UMN will extend quality OST.\r\n-MCTC & MPS will promote placement of eligible North Hennepin School and Patrick Henry High School students in MCTC programs, supported by Power of You scholarship funds.","City of Minneapolis SubGoal 3c","Source of Funds: Promise Neighborhoods and Additional private sources\r\nActivity: Sustain and expand quality academic-focused out-of-school time programs to improve educational outcomes\r\nAmount:  $1,700,000\r\nStart and End Date: ongoing activity; annual budget list; funding identified through 2016; expansion would occur with additional funding\r\nRecipient: Six expanded learning partners (PCYC, Beacons @ NSJ, Sojourner Truth, Ascension, Kwanzaa 21st Century Learning, and Breakthrough)\r\n\r\nSource of Funds: Promise Neighborhoods\r\nActivity: Support post-secondary education transitions from North and Patrick Henry high schools; further development of strategy with additional partners as NAZ High School & College Success Solution Plans begin implementation\r\nAmount:  $138,000\r\nStart and End Date: Annual cost\r\nRecipient: NAZ and North/Patrick Henry\r\n\r\nSource of Funds: Federal and State grants and private scholarships\r\nActivity: Enrollment of North High School and Patrick Henry Graduates at MCTC or St. Paul College\r\nAmount:  $1 million \r\nStart and End Date: Annual budget\r\nRecipient: Student scholars Note: This is the full amount of the Power of You scholarship program, a significant portion of which will benefit MPZ students.","Source of Funds: TBD from public and/or philanthropic sources\r\nActivity: Establish a digital “one-stop shop for youth” -  user-friendly electronic portal \r\nAmount: $250,000\r\nStart and End Date: TBD\r\nRecipient: Youth Coordinating Board","Hennepin County already provides staff and resources for the  A-GRAD Intervention programs designed to improve academic outcomes for young people confronting barriers. Any additional expansion costs will be identified at a later time.\r\n\r\nThe University of Minnesota has committed support for 20 paid summer youth interns from the MPZ in the  MN Landscape Arboretum. The YCB will support additional out-of-school activities.","No other non-financial support is needed at this time. However, as these plans and programs are further defined, we will coordinate with our implementing and supporting partners where necessary.","-Increase the four-year graduation rate for students of color graduating on time from 38% to be on par with their white peers citywide. \r\n-Establish a digital “one-stop shop for youth”. \r\n-Increase number and quality of OST opportunities.\r\n-Increase number of North HS and Patrick Henry HS students receiving Power of You scholarships to attend MCTC programs.","The City of Minneapolis will use existing data collection and reporting mechanisms through Results Minneapolis, led by the City Coordinator’s office. Where appropriate, the City Coordinator will take steps to integrate data from implementing and supporting partners to report on shared indicators of neighborhood well being.    \r\n\r\nThe City Coordinator’s office is exploring the use of MPOWR (the software currently powering NAZ Connect) and InsightFormation, another software tool designed to collect, track, report, and share data for collective impact efforts.","-The Minneapolis Public Schools have a goal to close the achievement gap by 2020. Every year for the next five years our goal is a 10% increase in the four-year graduation rate.\r\n-Funding sources and structure for digital one-stop for youth will be identified by 4Q 2016\r\n-A plan for expanding quality Out of School Time will be developed by 1Q 2016","Expected Outcomes:\n-Increase the four-year graduation rate for students of color graduating on time from 38% to be on par with their white peers citywide. \r\n-Establish a digital “one-stop shop for youth”. \r\n-Increase number and quality of OST opportunities.\r\n-Increase number of North HS and Patrick Henry HS students receiving Power of You scholarships to attend MCTC programs.\nTimeline:\n-The Minneapolis Public Schools have a goal to close the achievement gap by 2020. Every year for the next five years our goal is a 10% increase in the four-year graduation rate.\r\n-Funding sources and structure for digital one-stop for youth will be identified by 4Q 2016\r\n-A plan for expanding quality Out of School Time will be developed by 1Q 2016","N/A"]
[4,"a","City of Minneapolis","Minneapolis Promise Zone","Minneapolis","Minnesota","Great Plains","Increase economic activity",null,"Build a more inclusive economy in the MPZ, ensuring dollars are reinvested in the community and that goods, arts, and services are available to MPZ residents and visitors. Support the MPZ as a destination for business growth.","Attract people and businesses by promoting MPZ assets, capitalizing on emerging transit nodes and utilizing creative placemaking. 40% of residents do not feel their neighborhoods have a good selection of stores/services to meet their needs.","-Target business and land development in the MPZ through the City’s Grow North Initiative (a financial incentive package) along with other business attraction and expansion efforts. (ongoing)\r\n-Promote ”destination-focused” business growth in the MPZ, capitalizing on station area planning for the Southwest light rail and Bottineau rapid transit corridors making the MPZ a destination. (new)\r\n-Promote creative placemaking with the creation of a Northside Arts District, anchored by the Capri Theater and other venues, many of which remain underutilized. (ongoing)\r\n-Dedicate program staff from one or more implementing partners to lead a focused effort to engage developers, business owners, and site selectors in promoting the assets of the MPZ and shaping business expansion and attraction efforts using all the activities above, and others. (new)","Attract people and businesses by promoting MPZ assets, capitalizing on emerging transit nodes and utilizing creative placemaking. 40% of residents do not feel their neighborhoods have a good selection of stores/services to meet their needs.\nActivities: \n-Target business and land development in the MPZ through the City’s Grow North Initiative (a financial incentive package) along with other business attraction and expansion efforts. (ongoing)\r\n-Promote ”destination-focused” business growth in the MPZ, capitalizing on station area planning for the Southwest light rail and Bottineau rapid transit corridors making the MPZ a destination. (new)\r\n-Promote creative placemaking with the creation of a Northside Arts District, anchored by the Capri Theater and other venues, many of which remain underutilized. (ongoing)\r\n-Dedicate program staff from one or more implementing partners to lead a focused effort to engage developers, business owners, and site selectors in promoting the assets of the MPZ and shaping business expansion and attraction efforts using all the activities above, and others. (new)","These activities were chosen based on community input, staff research, and past experience. There is ample evidence from the International Economic Development Council about the value of targeted marketing and site selection efforts, as noted in their publication “Knowledge is Power: Working Effectively with Site Selectors” (Anderson, 2012). Creating destinations through transit-oriented development (TOD) is also documented as a successful strategy for promoting economic activity (Ohland and DItmar, 2003). The Metropolitan Council (the regional planning entity and transit provider) developed a written policy promoting TOD that anchors expectations for the MPZ.\r\n\r\nCreative placemaking is a proven strategy, as documented for the Mayor’s Institute on City Design (Markusen & Gadwa, 2010), for revitalizing neighborhoods with underutilized space and lack of economic activity.","-Minneapolis Community Planning and Economic Development (CPED) will continue to lead Grow North and related incentive programs for business growth and attraction. West Broadway Coalition will continue to be a partner in marketing and implementing those programs. Together, CPED and the West Broadway Coalition will support the focused ‘site selection’ marketing effort. \r\n-The City of Minneapolis, Metropolitan Council, and other area nonprofit providers will support the development of transit and related development in the MPZ.\r\n-Local Initiatives Support Corporation and West Broadway Coalition will work with other supporting partners to pursue the Northside Arts District.","City of Minneapolis SubGoal 4a","Source of Funds: City of Minneapolis\r\nActivity: Grow North\r\nAmount: $200,000\r\nStart and End Date: ongoing\r\nRecipient: Community partners\r\n\r\nSource of Funds: City of Minneapolis\r\nActivity: Targeted business and land development\r\nAmount: $100,000 (proposed, pending approval by City Council)\r\nStart and End Date: Jan. 1., 2015 - Dec. 31, 2105\r\nRecipient: Community partners\r\n\r\nSource of Funds: LISC\r\nActivity: Pursuit of Northside Arts District\r\nAmount: $1.5M \r\nStart and End Date: ongoing\r\nRecipient: Community partners\r\nNote: This total represents LISC’s total investments in the MPZ, a portion of which will go to the activity above.","Staff support for the ‘site selection’ marketing effort will be needed. Likely sources for such support include the Local Initiatives Support Corporation, other area philanthropies, and public sources to be identified.","Metropolitan Council will provide staff support from existing funds including, $3.26M in federal “Ladders of Opportunity” funding to support station area plans some of which will be designated for the MPZ. Metropolitan Council also has funds allocated for Livable Communities grants, intended to spur transit-oriented development and placemaking activities in conjunction with development of transit stations.\r\n\r\nWest Broadway Coalition, Local Initiatives Support Corporation, and other MPZ supporting partners will provide staff support toward the Northside Arts District as well as other business development efforts in the MPZ.","Additional support related to real estate development may be needed to successfully implement this subgoal. City of Minneapolis CPED will reach out to professionals in the field for pro bono expertise, as needed.","-Increase in new businesses and new real estate development, with diminishing public incentives\r\n-Maintenance of current levels of permit valuation in Wards 4 & 5 (totaling $115M)\r\n-15% improvement on the Creative Vitality Index from January 2013 baseline by January 2023","The City of Minneapolis will use existing data collection and reporting mechanisms through Results Minneapolis, led by the City Coordinator’s office. Where appropriate, the City Coordinator will take steps to integrate data from implementing and supporting partners to report on shared indicators of neighborhood well being.\r\n\r\nThe City is also exploring the use of MPOWR (the underlying tool that powers NAZ Connect) and InsightFormation, both software tools for tracking collective impact models.","Critical milestones include:\r\na) Establishment of a site selection/marketing presence through implementing partners is expected in 2016.\r\nb) Completed planning, with significant funding structure secured, for Northside Arts District by 2018.\r\nc) Launch of Southwest rail line expected in 2018 and Bottineau soon thereafter, with station area improvements happening both before and after launch.\r\n","Expected Outcomes:\n-Increase in new businesses and new real estate development, with diminishing public incentives\r\n-Maintenance of current levels of permit valuation in Wards 4 & 5 (totaling $115M)\r\n-15% improvement on the Creative Vitality Index from January 2013 baseline by January 2023\nTimeline:\nCritical milestones include:\r\na) Establishment of a site selection/marketing presence through implementing partners is expected in 2016.\r\nb) Completed planning, with significant funding structure secured, for Northside Arts District by 2018.\r\nc) Launch of Southwest rail line expected in 2018 and Bottineau soon thereafter, with station area improvements happening both before and after launch.\r\n","N/A"]
[4,"b","City of Minneapolis","Minneapolis Promise Zone","Minneapolis","Minnesota","Great Plains","Increase economic activity",null,"Build a more inclusive economy in the MPZ, ensuring dollars are reinvested in the community and that goods, arts, and services are available to MPZ residents and visitors. Support the MPZ as a destination for business growth.","Expand sector strategies and work supports to link MPZ residents to job opportunities and growth industries in and near the MPZ. The official MPZ unemployment rate is 22.3%, with 52% of working-age African-Americans in the MPZ are unemployed.","-Develop a workforce plan and training programs for projected employment needs in public sector occupations, in partnership with public schools and higher education institutions. (new)\r\n-Expand and strengthen existing FastTRAC career pathways programming (concurrent learning for GED and occupational training) for MPZ residents in demand. (ongoing)\r\n-Utilize the new North Minneapolis WorkForce Center being built in the West Broadway Education and Career Center, to connect job seekers to a full suite of employment and support services, located in the heart of the MPZ. (new)","Expand sector strategies and work supports to link MPZ residents to job opportunities and growth industries in and near the MPZ. The official MPZ unemployment rate is 22.3%, with 52% of working-age African-Americans in the MPZ are unemployed.\nActivities: \n-Develop a workforce plan and training programs for projected employment needs in public sector occupations, in partnership with public schools and higher education institutions. (new)\r\n-Expand and strengthen existing FastTRAC career pathways programming (concurrent learning for GED and occupational training) for MPZ residents in demand. (ongoing)\r\n-Utilize the new North Minneapolis WorkForce Center being built in the West Broadway Education and Career Center, to connect job seekers to a full suite of employment and support services, located in the heart of the MPZ. (new)","These activities were chosen based on their past success, emerging strengths, and evidence of success elsewhere.\r\n\r\nThe public sector training demand is exemplified in Hennepin County where 2,200 of 7,400 county employees will reach retirement age in five years (Source: Hennepin County Executive David Hough). Recently, the National Urban Fellows Public Service Leadership Diversity Initiative highlighted the desperate need for a public workforce that mirrors the citizenry they serve. The City of Minneapolis, in partnership with Hennepin County, will address this issue for county (and likely city) employment trends by specifically training MPZ residents for career pathways in public service occupations through the existing County Career Connection initiative.\r\n\r\nMN FastTRAC is successfully modeled on Washington State’s iBEST program, now adapted in seven states nationwide, and continues to operate as a statewide program.","Hennepin County, the Minneapolis Workforce Investment Board, Minneapolis Community & Technical College, Project for Pride in Living (PPL) and MPZ area community-based workforce providers will serve as key partners in advancing the public sector workforce initiative (with likely support from union partners SEIU and AFSCME) and training in career pathways appropriate to the FastTRAC program design.\r\n\r\nMinneapolis CPED (with the Minneapolis Workforce Investment Board), with support likely from community-based providers and the Northside Funders Group, will assess prior sector analyses and, if needed, update sector and cluster analyses to identify appropriate opportunities. CPED will also serve as the linking partner to the Minnesota WorkForce Center in the MPZ.","City of Minneapolis SubGoal 4b","Source of Funds: Hennepin County\r\nActivity: Develop workforce plans and training programs\r\nAmount: $200,000 \r\nStart and End Date: Ongoing\r\nRecipient: Hennepin County Career Connection\r\nNote: This dollar amount represents county-wide programming for this activity. However, it is anticipated that MPZ residents will benefit.\r\n\r\nSource of Funds: Northside Funders Group\r\nActivity: Sector-based workforce training and job placement support\r\nAmount: $1M \r\nStart and End Date: Ongoing\r\nRecipient: Implementation and support partners\r\nNote: This dollar amount represents NFG’s programming sector training overall. However, it is anticipated that MPZ residents will benefit.\r\n\r\nSource of Funds: City of Minneapolis\r\nActivity: Adult workforce development, Minneapolis Works, RENEW Minneapolis\r\nAmount: $5.3M \r\nStart and End Date: Ongoing\r\nRecipient: Department of Community Planning and Economic Development\r\nNote: This dollar amount represents city-wide programming for this activity.  However, data suggests a significant portion of these resources will be spent in the MPZ based on need.","It is likely that additional training funds will be needed in 2016 and beyond. Funding sources may include the MN Department of Employment and Economic Development for FastTRAC career pathways training in the MPZ, the MN State Colleges & Universities system (of which MCTC is a member campus), philanthropic funders, and union partners. MCTC already has funds committed for training scholarships through the Power of You program, which generally makes $1M available annually, $6M to date, to students in need.","Implementing partners Hennepin County, MCTC, and Northside Funders Group all have past and pending research on employment pathways that will be used to advance this subgoal.","Support from sector-specific business associations and occupational associations will be welcomed as training and placement activities proceed in fulfillment of this subgoal. The City of Minneapolis will reach out to business leaders, as appropriate, for relationship management, promotional opportunities within industry circles, and to strengthen linkages between MPZ partners and selected business associations.","The Minneapolis Workforce Investment Board (through CPED) currently measures job placements and credentials obtained through training. The goal is for MPZ resident employment and education attainment to reach parity with the balance of Minneapolis by 2025.","The City of Minneapolis will use existing data collection and reporting mechanisms through Results Minneapolis, led by the City Coordinator’s office. Where appropriate, the City Coordinator will take steps to integrate data from external partners (nonprofit, philanthropic, and other public agencies) to report on the collective impact of all partners toward the goals above. \r\n\r\nThe City Coordinator’s office is exploring the use of MPOWR (the software currently powering NAZ Connect) and InsightFormation, another software tool designed to collect, track, report, and share data for collective impact efforts.","Key milestones include at least two cohorts of training and placement in the Hennepin County Career Connection initiative in 2015-16, with at least one training cohort continuing annually thereafter.  Hennepin County anticipates hiring as many as 750 MPZ residents over ten years in public positions.\r\n\r\nThe City of Minneapolis anticipates designation of at least one new FastTRAC program in 2015-16 to serve MPZ residents, with at least 500 served over a ten year period.\r\n\r\nThe new MN Workforce Center expected to open in the Fall of 2015.","Expected Outcomes:\nThe Minneapolis Workforce Investment Board (through CPED) currently measures job placements and credentials obtained through training. The goal is for MPZ resident employment and education attainment to reach parity with the balance of Minneapolis by 2025.\nTimeline:\nKey milestones include at least two cohorts of training and placement in the Hennepin County Career Connection initiative in 2015-16, with at least one training cohort continuing annually thereafter.  Hennepin County anticipates hiring as many as 750 MPZ residents over ten years in public positions.\r\n\r\nThe City of Minneapolis anticipates designation of at least one new FastTRAC program in 2015-16 to serve MPZ residents, with at least 500 served over a ten year period.\r\n\r\nThe new MN Workforce Center expected to open in the Fall of 2015.","N/A"]
[5,"a","City of Minneapolis","Minneapolis Promise Zone","Minneapolis","Minnesota","Great Plains","Create jobs",null,"Create jobs through the promotion of transit oriented development opportunities; incenting growth among businesses in proximity to the MPZ; and, creating youth employment opportunities that can meaningfully contribute to household income.","Promote transit-oriented development (TOD) to boost job growth in the MPZ to help address 22.3% unemployment among residents.","-Engage workforce partners (see supporting partners list in the Appendix) with Penn Avenue Works, Bottineau LRT, Penn BRT, and Emerson BRT, development toward new employment opportunities for MPZ residents. (new)\r\n-Use transit development to promote arts-focused business development at station nodes. (new)","Promote transit-oriented development (TOD) to boost job growth in the MPZ to help address 22.3% unemployment among residents.\nActivities: \n-Engage workforce partners (see supporting partners list in the Appendix) with Penn Avenue Works, Bottineau LRT, Penn BRT, and Emerson BRT, development toward new employment opportunities for MPZ residents. (new)\r\n-Use transit development to promote arts-focused business development at station nodes. (new)","Creating destinations through transit-oriented development (TOD) is also documented as a successful strategy for promoting economic activity (Ohland and Ditmar, 2003). The Metropolitan Council (the regional planning entity and transit provider) developed a written policy promoting TOD that anchors expectations for the MPZ.\r\nCreative placemaking is a proven strategy, as documented for the Mayor’s Institute on City Design (Markusen & Gadwa, 2010), for revitalizing neighborhoods with underutilized space and lack of economic activity. \r\n\r\nFurther, the Brookings Institution (Creative Communities: Art Works in Economic Development, 2013) work by Professor Richard Florida and now many others, identify successful arts-focused economic development efforts as avenues to job creation in lower-income neighborhoods.","Hennepin County Community Works is overseeing the Penn Avenue Works project.  \r\nMetropolitan Council/Metro Transit will provide support for implementation of station-area plans along Bottineau line.\r\nLocal Initiatives Support Corporation (LISC), in partnership with area community-based partners, will support business development in and around transit nodes.\r\nThe City of Minneapolis Department of Public Works and Department of Community Planning and Economic Development, Hennepin County Community Works and the Metropolitan Council work in partnership on all BRT and LRT projects.","City of Minneapolis SubGoal 5a","Source Source of Funds: Northside Funders Group\r\nActivity: Northside Job Creation Team, North@Work\r\nAmount: $8.8M\r\nStart and End Date: Jan. 1st, 2015-Dec. 31st, 2016\r\nRecipient: Community-based partners\r\nNote: This total represents NFG’s total investments related to job creation and training, a portion of which will go to the activity above.\r\n\r\nSource of Funds: Local Initiatives Support Corporation\r\nActivity: Business development in the MPZ\r\nAmount: $1.5M\r\nStart and End Date: Ongoing\r\nRecipient: Community-based partners\r\nNote: This total represents LISC’s total investments in the MPZ, a portion of which will go to the activity above.","Additional financial support may be needed as the plans and programs are further defined and will be coordinated through our philanthropic partnership with the Northside Funders Group. The City will seek additional grant sources, as appropriate.","The Metropolitan Council and Hennepin County are making significant investments in the MPZ for these activities which will directly benefit MPZ residents. \r\n\r\nSeveral MPZ supporting community partners are already committed to business development/job creation around transit nodes and/or with an arts-specific lense. Many were engaged in our planning efforts and their work will be integrated in support of this subgoal.","No other non-financial support is needed at this time. However, as these plans and programs are further defined, we will coordinate with our implementing and supporting partners where necessary.","Expected outcomes include business development and job creation, measured consistently with the Results Minneapolis framework. Using that framework, the City expects to see increases in jobs and adults working, in the MPZ and across the city.  The intermediate goal is for parity between the MPZ and the balance of the City. For this subgoal, the City anticipates at least 10% of increases in jobs and adults working will be in close proximity to new transit developed.","The City of Minneapolis will use existing data collection and reporting mechanisms through Results Minneapolis, led by the City Coordinator’s office. Where appropriate, the City Coordinator will take steps to integrate data from implementing and supporting partners to report on shared indicators of neighborhood well being.The City is also exploring the use of MPOWR (the underlying tool that powers NAZ Connect) and InsightFormation, both software tools for tracking collective impact models.","Anticipated milestones include:\r\n-The Southwest and Bottineau LRT are expected to be operational in 2018 and 2020 respectively. \r\n-Bus Rapid Transit along Bottineau, running in 2015 and transit-oriented development could begin soon thereafter. \r\n-Bus Rapid Transit along Emerson, running in 2015 and transit-oriented development could begin soon thereafter. \r\n-Bus Rapid Transit along Penn, running in 2015 and transit-oriented development could begin soon thereafter. \r\nSpecific expectations for business growth and job opportunities cannot be reasonably predicted at this time.","Expected Outcomes:\nExpected outcomes include business development and job creation, measured consistently with the Results Minneapolis framework. Using that framework, the City expects to see increases in jobs and adults working, in the MPZ and across the city.  The intermediate goal is for parity between the MPZ and the balance of the City. For this subgoal, the City anticipates at least 10% of increases in jobs and adults working will be in close proximity to new transit developed.\nTimeline:\nAnticipated milestones include:\r\n-The Southwest and Bottineau LRT are expected to be operational in 2018 and 2020 respectively. \r\n-Bus Rapid Transit along Bottineau, running in 2015 and transit-oriented development could begin soon thereafter. \r\n-Bus Rapid Transit along Emerson, running in 2015 and transit-oriented development could begin soon thereafter. \r\n-Bus Rapid Transit along Penn, running in 2015 and transit-oriented development could begin soon thereafter. \r\nSpecific expectations for business growth and job opportunities cannot be reasonably predicted at this time.","N/A"]
[5,"b","City of Minneapolis","Minneapolis Promise Zone","Minneapolis","Minnesota","Great Plains","Create jobs",null,"Create jobs through the promotion of transit oriented development opportunities; incenting growth among businesses in proximity to the MPZ; and, creating youth employment opportunities that can meaningfully contribute to household income.","Support expansion and growth of businesses in and around MPZ to grow employment opportunities accessible to MPZ residents (geographically and by skill level) to address the 22.3% unemployment rate.","-Aggregate efforts by University of MN Northside Job Creation Team and Northside Funders Group (NFG) to identify, grow, and improve work opportunities for MPZ residents in growth industries & occupations. Focus will include business opportunities around the Upper Harbor Terminal Development (48 acres of developable land along the Mississippi riverfront) and other riverfront businesses; jobs within sector-specific industries; and entrepreneurship opportunities within and around the MPZ. (ongoing)\r\n-Use Grow North and other existing incentive programs to attract business development opportunities in MPD crime hot spots to increase employment and improve public safety. (new)\r\n-Maintain/expand the asset inventory for MPZ (land accumulation, vacant business properties) to identify opportunities for commercial land bank strategies. (ongoing)","Support expansion and growth of businesses in and around MPZ to grow employment opportunities accessible to MPZ residents (geographically and by skill level) to address the 22.3% unemployment rate.\nActivities: \n-Aggregate efforts by University of MN Northside Job Creation Team and Northside Funders Group (NFG) to identify, grow, and improve work opportunities for MPZ residents in growth industries & occupations. Focus will include business opportunities around the Upper Harbor Terminal Development (48 acres of developable land along the Mississippi riverfront) and other riverfront businesses; jobs within sector-specific industries; and entrepreneurship opportunities within and around the MPZ. (ongoing)\r\n-Use Grow North and other existing incentive programs to attract business development opportunities in MPD crime hot spots to increase employment and improve public safety. (new)\r\n-Maintain/expand the asset inventory for MPZ (land accumulation, vacant business properties) to identify opportunities for commercial land bank strategies. (ongoing)","These activities were chosen through resident engagement, based on past experiences with business attraction efforts that were less than satisfactory. \r\n\r\nSector/cluster analysis is a proven methodology from the Initiative for a Competitive Inner City (ICIC). Drawing on a strong understanding of current businesses in and adjacent to the MPZ, the City of Minneapolis sees opportunity to target local businesses for growth -- specifically to grow entry- and mid-level jobs that are within reach of MPZ residents. ICIC’s “What Works for Cities” Practices in Action showcases numerous efforts by cities to accelerate growth of existing businesses, particularly when coupled by the availability of a large developable land parcel. The National Initiative on Mixed-Income Communities also offers useful suggestions in its “State of the Field Scan” (11/13) for approaching development, as may be appropriate for the Upper Harbor Terminal.","The U of MN’s Urban Research and Outreach/Engagement Center (UROC) and the Center for Urban and Regional Affairs (CURA), along with the Northside Funders Group (NFG), will lead research & engagement efforts with growing business in MPZ. Business outreach will be led by UROC’s Growth Accelerator Program and NFG’s North@Work initiative, in partnership with community-based workforce service providers. \r\n\r\nMinneapolis CPED/WIB will coordinate and manage employment training efforts to identify work opportunities and work with Mississippi Riverfront Partnership to create jobs.\r\n\r\nThe Minneapolis Community & Technical College will offer training programs, as appropriate, together with community-based workforce service providers, to MPZ residents.\r\n\r\nWest Broadway Coalition, with public and community partners, will explore the siting of businesses at crime hot spots; and, will support the expansion of an asset inventory for MPZ to identify opportunities for commercial strategies.","City of Minneapolis SubGoal 5b","Source of Funds: Minneapolis CPED/WIB\r\nActivity: Northside Job Creation Team & assets inventory(Adult Workforce Development)\r\nAmount: General Fund: $728,455\r\n                 Other Funds: $4,626,546\r\nStart and End Date: Jan. 1, 2015-Dec. 31, 2016\r\nRecipient: CPED / West Broadway Coalition\r\n\r\nSource of Funds: City of Minneapolis\r\nActivity: Maintain/expand the asset inventory for MPZ (land accumulation, vacant business properties) to identify opportunities for commercial land bank strategies. \r\nAmount: General Fund: $1.9M\r\nStart and End Date: Jan. 1, 2015-Dec. 31, 2016\r\nRecipient: Department of Regulatory Services\r\nNote: This is the full budget for commercial development, a portion of which could be applied to this activity going forward.\r\n\r\nSource of Funds: City of Minneapolis\r\nActivity: Grow North to incent business expansion\r\nAmount: $850,000\r\nStart and End Date: Jan. 1, 2015-Dec. 31, 2016\r\nRecipient: Department of Community Planning and Economic Development\r\n\r\nSource Source of Funds: Northside Funders Group\r\nActivity: Northside Job Creation Team, North@Work\r\nAmount: $8.8M\r\nStart and End Date: Jan. 1, 2015-Dec. 31, 2016\r\nRecipient: Community-based partners","Additional grant funding will likely be needed for targeted business research and growth support; and, for engaging community members in Upper Harbor redevelopment planning. Likely sources for such funds include: Hennepin County, federal resources (USDOC/EDA, USDOL/ETA, HUD), and local and national philanthropies.","The University of MN has committed to participation in the Northside Job Creation Team, providing staff presence and expertise for which no financial amount is available at this time.\r\n\r\nSeveral MPZ-area organizations (NEON, MEDA, and UROC) provide entrepreneurship training that can be leveraged in support of this subgoal. \r\n","No other non-financial support is needed at this time. However, as these plans and programs are further defined, we will coordinate with our implementing and supporting partners where necessary.","-The Minneapolis CPED/WIB currently measures job placements and credentials obtained through training. The goal is for MPZ resident employment and education attainment to reach parity with the balance of Minneapolis by 2025.\r\n-An additional metric, now tracked by the University of MN Center for Urban and Regional Affairs, will be the commute-shed for MPZ residents: assessing the proximity of\r\nwork opportunities for MPZ residents relative to the MPZ. The goal would be to ensure that the commuting burden is no greater for MPZ residents than it is for other Minneapolis residents (also considering modes of transportation for time and affordability).","The City of Minneapolis will use existing data collection and reporting mechanisms through Results Minneapolis, led by the City Coordinator’s office. Where appropriate, the City Coordinator will take steps to integrate data from implementing and supporting partners to report on shared indicators of neighborhood well being.\r\n\r\nThe City Coordinator’s office is exploring the use of MPOWR (the software currently powering NAZ Connect) and InsightFormation, another software tool designed to collect, track, report, and share data for collective impact efforts.","-Identifying and supporting at least ten MPZ area businesses to significantly increase employment opportunities by 2018;\r\n-Ensuring that at least 2000 Northside African-American men obtain gainful employment by 2020; and,\r\n-Completion of an Upper Harbor Terminal plan by 2018 that is employment-centric, benefitting MPZ residents.","Expected Outcomes:\n-The Minneapolis CPED/WIB currently measures job placements and credentials obtained through training. The goal is for MPZ resident employment and education attainment to reach parity with the balance of Minneapolis by 2025.\r\n-An additional metric, now tracked by the University of MN Center for Urban and Regional Affairs, will be the commute-shed for MPZ residents: assessing the proximity of\r\nwork opportunities for MPZ residents relative to the MPZ. The goal would be to ensure that the commuting burden is no greater for MPZ residents than it is for other Minneapolis residents (also considering modes of transportation for time and affordability).\nTimeline:\n-Identifying and supporting at least ten MPZ area businesses to significantly increase employment opportunities by 2018;\r\n-Ensuring that at least 2000 Northside African-American men obtain gainful employment by 2020; and,\r\n-Completion of an Upper Harbor Terminal plan by 2018 that is employment-centric, benefitting MPZ residents.","N/A"]
[5,"c","City of Minneapolis","Minneapolis Promise Zone","Minneapolis","Minnesota","Great Plains","Create jobs",null,"Create jobs through the promotion of transit oriented development opportunities; incenting growth among businesses in proximity to the MPZ; and, creating youth employment opportunities that can meaningfully contribute to household income.","Promote and expand youth employment through existing public and private internships, career readiness programs, and year-round job opportunities. Youth unemployment in the MPZ is high (91.5%), especially among African-American males ages 16-19.","-Increase the capacity of programs such as Urban Scholars, Cookie Cart, STEP-UP (a program of Achieve Mpls and the City of Minneapolis) and other work-based learning and volunteering initiatives to increase the number of MPZ students enrolled in these programs. (ongoing)\r\n-Expand [and align] career readiness and credentialing in MPZ through AchieveMpls and other programs by connecting students to career counselors. (ongoing)\r\n-Target work opportunities for youth contributing to household income through North Minneapolis Workforce Center and future MPZ job creation opportunities. (new)","Promote and expand youth employment through existing public and private internships, career readiness programs, and year-round job opportunities. Youth unemployment in the MPZ is high (91.5%), especially among African-American males ages 16-19.\nActivities: \n-Increase the capacity of programs such as Urban Scholars, Cookie Cart, STEP-UP (a program of Achieve Mpls and the City of Minneapolis) and other work-based learning and volunteering initiatives to increase the number of MPZ students enrolled in these programs. (ongoing)\r\n-Expand [and align] career readiness and credentialing in MPZ through AchieveMpls and other programs by connecting students to career counselors. (ongoing)\r\n-Target work opportunities for youth contributing to household income through North Minneapolis Workforce Center and future MPZ job creation opportunities. (new)","These activities were chosen based on past successful experiences, and from community input. There is ample scholarly and programmatic evidence linking youth exposure to career pathways, internship experiences, and early work experiences to adult mobility in the labor market (e.g., “Dollars & Sense: How ‘Career First’ Programs Like Year-Up Benefit Youth & Employers”, Jobs for the Future, 2010). Minneapolis programs like STEP-UP, Urban Scholars, and Achieve Minneapolis have strong results from their own recent program years, with over 20,000 youth successfully served over the past decade.","Minneapolis Community Planning and Economic Development (CPED) will lead efforts with Achieve Minneapolis (a supporting partner) to expand STEP-UP and other work-based learning and volunteer initiatives; and, to expand & align career counseling for MPZ students. \r\n\r\nCPED (with supporting partners MN Dept of Employment and Economic Development & community-based organizations) will target work opportunities for youth to meaningfully contribute to household income. Northside Funders Group is expected to support this activity as well.","City of Minneapolis SubGoal 5c","Source of Funds: The City of Minneapolis\r\nActivity: STEP-UP Expansion and work-based learning and volunteer initiatives\r\nAmount: General Fund: $803,024\r\n                 Other Funds: $3,153,647\r\nStart and End Date: Jan. 1st, 2015- Dec. 31st, 2016\r\nRecipient: CPED, Youth Training Development\r\nNote: This dollar amount represents the City’s full programming for this activity. A portion of these funds will support this activity in support of MPZ residents.\r\n\r\nSource of Funds: City of Minneapolis\r\nActivity: Youth training and development, STEP-UP Program, Year Round WIA Youth Program\r\nAmount: $3.9M \r\n                 General Fund: $803,024\r\n                 Other Funds: $3,153,647\r\nStart and End Date: Ongoing\r\nRecipient: Department of Community Planning and Economic Development\r\nNote: This dollar amount represents city-wide programming for this activity. However, a majority of STEP-UP students reside in North Minneapolis, must meet income guidelines and/or have a substantial barrier to employment and therefore a significant portion of these resources will be spent in the MPZ.\r\n\r\nSource of Funds: The City of  Minneapolis\r\nActivity: Urban Scholars Program \r\nAmount: General Fund: $803,024\r\n               Other Funds: $3,153,647\r\nStart and End Date: Ongoing\r\nRecipient: Civil Rights\r\nNote: This dollar amount represents the City’s full programming for this activity. A portion of these funds will support this activity in support of MPZ residents.\r\n\r\nSource of Funds: Northside Funders Group\r\nActivity 5.3: Target work opportunities for those contributing to household income through North Minneapolis Workforce Center and future MPZ job creation opportunities. \r\nAmount: $2.1M\r\nStart and End Date: 2015-20\r\nRecipient: Supporting Partners related to youth employment\r\nNote: This dollar amount represents NFG’s programming for this whole goal area. However, a portion of this area will support this activity in support of MPZ residents.","Additional financial support may be needed as the plans and programs are further defined and will be coordinated through our philanthropic partnership with the Northside Funders Group. The City will seek additional grant sources, as appropriate.","Several supporting partners are active in the MPZ providing services that support youth employment goals. Their activities will be leveraged as non-financial support toward achievement of this subgoal.","No other non-financial support is needed at this time. However, as these plans and programs are further defined, we will coordinate with our implementing and supporting partners where necessary.","-Increase the number of students enrolled in STEP-UP and Urban Scholars programs by expanding capacity to other sites (private organizations) that can sponsor more positions.\r\n-Expansion [and alignment] of career readiness and advising for MPZ students will be measured with the simple output of student contacts; and, broader measures of youth employment within the MPZ. \r\n-Finally, a Promise Zone designation and associated activities is expected to increase household income over time, including income generated by youth employment.","The City of Minneapolis will use existing data collection and reporting mechanisms through Results Minneapolis, led by the City Coordinator’s office. Where appropriate, the City Coordinator will take steps to integrate data from external partners (nonprofit, philanthropic, and other public agencies) to report on the collective impact of all partners toward the goals above and toward improvement on broad indicators of neighborhood well-being (household income, housing affordability, employment, and crime).\r\n\r\nThe City Coordinator’s office is exploring the use of MPOWR (the software currently powering NAZ Connect) and InsightFormation, another software tool designed to collect, track, report, and share data for collective impact efforts.","-STEP-UP and Urban Scholars could increase capacity by 5% by 2018.\r\n-The City of Minneapolis anticipates an increase of at least 15% more student contacts with career advisers over a five-year period; and, a 10-15% increase in youth employment rates during the period of MPZ designation. Every effort will be made to also establish milestones related to youth earnings and contributions to household income.","Expected Outcomes:\n-Increase the number of students enrolled in STEP-UP and Urban Scholars programs by expanding capacity to other sites (private organizations) that can sponsor more positions.\r\n-Expansion [and alignment] of career readiness and advising for MPZ students will be measured with the simple output of student contacts; and, broader measures of youth employment within the MPZ. \r\n-Finally, a Promise Zone designation and associated activities is expected to increase household income over time, including income generated by youth employment.\nTimeline:\n-STEP-UP and Urban Scholars could increase capacity by 5% by 2018.\r\n-The City of Minneapolis anticipates an increase of at least 15% more student contacts with career advisers over a five-year period; and, a 10-15% increase in youth employment rates during the period of MPZ designation. Every effort will be made to also establish milestones related to youth earnings and contributions to household income.","N/A"]
[6,"a","City of Minneapolis","Minneapolis Promise Zone","Minneapolis","Minnesota","Great Plains","Other community goal (i.e. Health and wellness, Affordable housing, etc.)","Support stable housing for all","Promote stable housing for all residents in the Minneapolis Promise Zone by increasing availability, quality and affordability of housing stock while coordinating housing support services.","Preserve and revitalize housing stock and livability to address poor housing conditions, abandoned properties, and an over-concentration of problem properties in the MPZ all condemned/vacant buildings city-wide, 49.5% are found within the MPZ.","-Decrease blight through maximization of existing tools (receivership and Minneapolis Regulatory Services’ “Director’s Order to Rehab” program) while resurrecting previously successful initiatives ($1 sale of government-owned properties to owner-occupants). (ongoing & new)\r\n- Expedite tax forfeiture process by coordinating with Hennepin County. (new)\r\n-Establish long-term preservation/affordability agreements with investors purchasing large numbers of single family homes. (new)\r\n-Aggressively identify and pursue opportunities for land-banking to preserve Minneapolis Promise Zone existing housing stock. (ongoing)\r\n-Coordinate Healthy Homes and Lead Abatement Grant activity with inspections division and incorporate into tenant education programming. (new)\r\n-Align and expand targeted housing inspections and support accelerated enforcement on worst offenders. (ongoing)","Preserve and revitalize housing stock and livability to address poor housing conditions, abandoned properties, and an over-concentration of problem properties in the MPZ all condemned/vacant buildings city-wide, 49.5% are found within the MPZ.\nActivities: \n-Decrease blight through maximization of existing tools (receivership and Minneapolis Regulatory Services’ “Director’s Order to Rehab” program) while resurrecting previously successful initiatives ($1 sale of government-owned properties to owner-occupants). (ongoing & new)\r\n- Expedite tax forfeiture process by coordinating with Hennepin County. (new)\r\n-Establish long-term preservation/affordability agreements with investors purchasing large numbers of single family homes. (new)\r\n-Aggressively identify and pursue opportunities for land-banking to preserve Minneapolis Promise Zone existing housing stock. (ongoing)\r\n-Coordinate Healthy Homes and Lead Abatement Grant activity with inspections division and incorporate into tenant education programming. (new)\r\n-Align and expand targeted housing inspections and support accelerated enforcement on worst offenders. (ongoing)","Property preservation and blight removal help enhance desirability and livability of a community. Long-term community stability is very dependent on the quality, durability, and availability of housing choices for families. Blight, vacant housing and poorly maintained rentals contribute to chronic disinvestment and declining property values (National Vacant Properties Campaign, 2005). MPZ is home to some of the oldest housing in the City and 32% of nuisance violations occur in the six neighborhoods that comprise the MPZ.  The activities detailed here are supported by evidence that rehabilitation of properties, maintenance of existing properties, combatting vacancies, and increasing pressure on rental property owners are all antidotes to blight.","Minneapolis Regulatory Services will continue to expand the use of the “Director’s Order to Rehab” in partnership with Urban Homeworks, as well as align targeted enforcement strategies for chronic problem landlords.\r\n\r\nMinneapolis Community Planning and Economic Development (CPED), in partnership with Urban Homeworks, will lead the effort to reestablish the $1 house program; and, to identify opportunities for land-bank acquisition.\r\n\r\nRegulatory Services and Build Wealth MN will develop a program targeted at large investors, looking at ways to build a stronger relationship and plan for a manageable “exit strategy” when/if these companies divest single family properties.\r\n\r\nRegulatory Services, CPED, City Attorney and Hennepin County will establish guidelines for expedited tax-forfeiture regulation with MPZ as pilot.\r\n\r\nThe City of Minneapolis Health Department, through their Healthy Homes Program will implement Lead Abatement Grant.","City of Minneapolis SubGoal 6a","Source of Funds:  The City of Minneapolis; Revolving Fund\r\nActivity:  Directors Order to Rehab\r\nAmount:  $250,000 available\r\nStart and End Date:  ongoing\r\nRecipient:  Regulatory Services\r\n\r\nSource of Funds: The City of Minneapolis including CDBG Funds\r\nActivity:  Acquisition of blighted properties primarily in the MPZ\r\nAmount: $500,000 available for acquisition of blighted properties\r\nStart and End Date: Ongoing\r\nRecipient: Community Planning and Economic Development (CPED)\r\n\r\nSource of Funds: State of Minnesota; CDBG dollars \r\nActivity:  Identify and acquire housing - through landbank\r\nAmount: $1,000,000 available \r\nStart and End Date: N/A\r\nRecipient:  Allocated to Landbank in partnership with Community Planning and Economic Development.  \r\nNote: This is the total grant amount, however, because of the disproportionate number of vacant housing in North Minneapolis, fund will be targeted in need areas, which include the MPZ.\r\n\r\nSource of Funds: HUD Office of Lead Hazard Control\r\nActivity:  Dollars will be used to coordinate the Healthy Homes and Lead Abatement Grant activity with inspections division. (new)\r\nAmount: $3.4M \r\nStart and End Date: Sept.2014\r\nRecipient:  Minneapolis Health Department; Healthy Homes Program\r\nNote: This is the total grant amount, however, because of the age of housing stock and the disproportionate number of lead  poisoned children in North Minneapolis, fund will be targeted in need areas, which include the MPZ.","Additional financial support may be needed as the plans and programs are further defined and will be coordinated through our philanthropic partnership with the Northside Funders Group. The City will seek additional funding sources, as appropriate.","Several implementing and supporting partners have existing programs and staff dedicated to the reduction of blight.  While these programs and their resources are not targeted directly in the MPZ, there is substantial work not captured here.","No other non-financial support is needed at this time. However, as these plans and programs are further defined, we will coordinate with our implementing and supporting partners where necessary.","As with all the outcomes, the goal is to reach parity between the MPZ and the balance of the city over time.  However, it is important to see a decrease in the overall number of vacant/condemned properties and an increase in quality rental units available. Other important measures include:\r\n-Improved property maintenance and long-term structural integrity of residential properties\r\n-Increased investment in maintenance of properties (rental and owner-occupied)\r\n-Increase in the number of permits for residential improvements in MPZ\r\n-Decrease in number of housing code violations for rental properties\r\n-Increase in number of properties rehabbed through “Director’s Orders for Rehab”\r\n-Increase in resident satisfaction with livability indicators and housing measures such as “My housing costs are affordable and within my household’s budget” and “They physical condition of my house is adequate to meet my household’s need”).","The City of Minneapolis will use existing data collection and reporting mechanisms through Results Minneapolis, led by the City Coordinator’s office. Where appropriate, the City Coordinator will take steps to integrate data from implementing and supporting partners to report on shared indicators of neighborhood well being.    \r\n\r\nThe City Coordinator’s office is exploring the use of MPOWR (the software currently powering NAZ Connect) and InsightFormation, another software tool designed to collect, track, report, and share data for collective impact efforts.","Anticipated milestone:\r\n-Identify ten eligible properties for “Director’s Order to Rehab”: End of 2016\r\n\r\n-Initial planning/feasibility plan for $1 House completed:  Q3 2015\r\n\r\n-Develop plan and initiate conversation with at least one large investment company: Q1 2016.\r\n\r\n-Initiate conversation with Landbank about opportunities for purchase: Q3 2015.\r\n\r\n-Establish plan for expedited tax-forfeiture in conjunction with Hennepin County: June 2015.","Expected Outcomes:\nAs with all the outcomes, the goal is to reach parity between the MPZ and the balance of the city over time.  However, it is important to see a decrease in the overall number of vacant/condemned properties and an increase in quality rental units available. Other important measures include:\r\n-Improved property maintenance and long-term structural integrity of residential properties\r\n-Increased investment in maintenance of properties (rental and owner-occupied)\r\n-Increase in the number of permits for residential improvements in MPZ\r\n-Decrease in number of housing code violations for rental properties\r\n-Increase in number of properties rehabbed through “Director’s Orders for Rehab”\r\n-Increase in resident satisfaction with livability indicators and housing measures such as “My housing costs are affordable and within my household’s budget” and “They physical condition of my house is adequate to meet my household’s need”).\nTimeline:\nAnticipated milestone:\r\n-Identify ten eligible properties for “Director’s Order to Rehab”: End of 2016\r\n\r\n-Initial planning/feasibility plan for $1 House completed:  Q3 2015\r\n\r\n-Develop plan and initiate conversation with at least one large investment company: Q1 2016.\r\n\r\n-Initiate conversation with Landbank about opportunities for purchase: Q3 2015.\r\n\r\n-Establish plan for expedited tax-forfeiture in conjunction with Hennepin County: June 2015.","N/A"]
[6,"b","City of Minneapolis","Minneapolis Promise Zone","Minneapolis","Minnesota","Great Plains","Other community goal (i.e. Health and wellness, Affordable housing, etc.)","Support stable housing for all","Promote stable housing for all residents in the Minneapolis Promise Zone by increasing availability, quality and affordability of housing stock while coordinating housing support services.","Enhance successful housing (homeownership, long-term tenancy) suitable for all families, situations and needs through coordinated housing support services. In the MPZ, 60.1% of MPZ households are cost-burdened and in rentals.","-Increase homeownership opportunities for emerging/under-represented markets through programs like Wells Fargo ECHO/LIFT, where support in financial literacy and credit repair, direct financial support, and direct marketing are available to MPZ residents. (new)\r\n\r\n-Provide rehab support services to homeowners (financing, rehab scope development, construction management support) through long-term property maintenance tools. (ongoing)\r\n\r\n-Develop and implement new tools to address systemic barriers for families with complex housing histories (ex-offenders, those with a history of unlawful detainers, etc) including wrap-around family services. (new) \r\n\r\n- Support stable, long-term rental situations by ensuring property owners and tenants understand their rights, responsibilities, and can communicate effectively.(new)\r\n\r\n-Improve coordination and data sharing among publicly-funded housing and service providers to facilitate individuals obtaining safe housing through seamless service delivery.(new)","Enhance successful housing (homeownership, long-term tenancy) suitable for all families, situations and needs through coordinated housing support services. In the MPZ, 60.1% of MPZ households are cost-burdened and in rentals.\nActivities: \n-Increase homeownership opportunities for emerging/under-represented markets through programs like Wells Fargo ECHO/LIFT, where support in financial literacy and credit repair, direct financial support, and direct marketing are available to MPZ residents. (new)\r\n\r\n-Provide rehab support services to homeowners (financing, rehab scope development, construction management support) through long-term property maintenance tools. (ongoing)\r\n\r\n-Develop and implement new tools to address systemic barriers for families with complex housing histories (ex-offenders, those with a history of unlawful detainers, etc) including wrap-around family services. (new) \r\n\r\n- Support stable, long-term rental situations by ensuring property owners and tenants understand their rights, responsibilities, and can communicate effectively.(new)\r\n\r\n-Improve coordination and data sharing among publicly-funded housing and service providers to facilitate individuals obtaining safe housing through seamless service delivery.(new)","Stable housing, through homeownership or quality rental has been shown to have positive impacts on health, educational outcomes and overall wellness. (Positive Impacts of Affordable Housing, Center for Housing. 2007) Homeownership is one key to long-term community stability and investment but also contributes significantly to wealth accumulation (Wealth Accumulation and Homeownership. HUD, Dec 2004) However, the homeownership gap between whites and people of color in Minneapolis is 33% and is compounded by the racial demographics of the Minneapolis Promise Zone.\r\n\r\nFor the 60% of MPZ residents who rent, and face higher rates of mobility the need for quality and affordable rental units are essential. The Family fund suggests that high mobility disproportionately impacts students of color and their educational outcomes.  The interventions aim to address many of the issues related to absentee owners, the lack of investment in housing stock and the high volume of housing code violations.","-The City will coordinate Build Wealth MN and Well Fargo in connecting MPZ residents with homeownership information beginning with families served by NAZ and partners (Urban Homeworks (UHW) and Project for Pride in Living (PPL)).\r\n\r\n-UHW, NAZ and Regulatory Services will create a plan and programming to enhance wrap around family support services in housing needs capitalizing on existing resources (NAZ model and like West Broadway Education and Career Center).\r\n\r\n-Coordinate of efforts for long-term property maintenance support will be developed with UHW and PPL.\r\n\r\n-Reg. Services, in partnership with HOMEline, will oversee increased support for tenants.\r\n\r\n-Regulatory Services and Hennepin Co responsible for developing approach for coordinated data sharing among publicly-funded housing and service providers to ensure safe and seamless housing.\r\n\r\n-UHW, PPL, NAZ and Hennepin Co will be responsible for identifying opportunities and deficits for assisting families with complex housing histories.","City of Minneapolis SubGoal 6b","Source of Funds: City of Minneapolis\r\nActivity:   Homeownership Support and Development Program: \r\n1. Provide rehab support services to existing homeowners (e.g. financing, rehab scope development, construction management support) and create tools for MPZ owners to better understand and address and plan for long-term property maintenance.\r\n2. Increase homeownership opportunities for emerging/under-represented markets (e.g.: Wells Fargo ECHO/LIFT) through financial literacy, credit repair, direct financial support, and direct marketing to MPZ residents \r\nAmount: General Fund: $6,002,493\r\nStart and End Date: Ongoing\r\nRecipient:  Department of Community Planning and Economic Development/ Home Ownership Support and Development.   \r\nNote: This is the total budget for the Homeownership Support and Development program within the CPED department and represent citywide spending.  This includes Green Home North dollars discussed in subgoal 6.3.  Dollars are not separated by programs and may represent duplicated spending.  However, because of the disproportionate number vacant and condemned buildings in North Minneapolis, funds will be targeted in need areas, which include the MPZ.\r\n\r\nSource of Funds: Urban Homeworks\r\nActivity:  Housing Stability \r\nAmount: $16.8 Million\r\nStart and End Date: Ongoing\r\nRecipient:  N/A  \r\nNote: This is the total budget for Urban Homeworks.  Their work is focused solely in North Minneapolis, however, their activities range from rehabs, property acquisition, property management, and serve as housing navigators to NAZ families.  A portion of their budget is also spent on promoting jobs and would not be spent in this activity area.","Additional financial support will be explored collaboratively with implementing partners, specifically with Northside Funders Group, to secure sustainable funding.  Grant funding will also be identified to support as needed.  As new tools are developed (addressing barriers for families with complex housing histories as well as data collection )  there will be need to secure funding.","Numerous implementing and supporting partners work directly with MPZ residents but their budgets do not specify dollars for North Minneapolis programing.  Example of this support include: \r\n-Urban Homeworks, NAZ and PPL are currently engaged in these efforts but specific dollars to these new strategies are woven throughout their entire budgets. \r\n-Staff expertise from Wells Fargo that will be utilized in developing ways to increase homeownership with under-represented communities within the MPZ.  \r\n-With the support of Build Wealth MN and other supporting partners (neighborhood organizations, Wells Fargo, Urban League, etc.) Minneapolis Public Housing Authority, Hennepin County, and the City of Minneapolis Department of Community Planning and Economic Development will improve coordination and data sharing with service providers to ensure  seamless housing.  \r\n-The staff time that will be used to collect, manage and develop data sharing tools.","No other non-financial support is needed at this time. However, as these plans and programs are further defined, we will coordinate with our implementing and supporting partners where necessary.","As with all the outcomes, the goal is to reach parity between the MPZ and the balance of the city over time.  However, it is important to see a decrease in cost-burden households and an increase in long-term tenancy.  It is also important to see an increase of residents’ pride in their neighborhoods, as measured through Minneapolis resident survey.  Other measures include\r\n-Long-term owner-occupied properties and stable, mixed income neighborhoods\r\n-Decreased number of homeless families\r\n-Increased homes owned by families of color\r\n-Increase in quality housing stock","The City of Minneapolis will use existing data collection and reporting mechanisms through Results Minneapolis, led by the City Coordinator’s office. Where appropriate, the City Coordinator will take steps to integrate data from implementing and supporting partners to report on shared indicators of neighborhood well being.    \r\n\r\nThe City Coordinator’s office is exploring the use of MPOWR (the software currently powering NAZ Connect) and InsightFormation, another software tool designed to collect, track, report, and share data for collective impact efforts.","First event between CPED, Regulatory Services and Build Wealth MN to develop outreach plan:  Spring 2015\r\n\r\nThe initial programmatic response to developing a coordinated data sharing method will be developed: End of 2016\r\n\r\nCPED and Hennepin County will be responsible for -- Initial planning conversations for identifying opportunities and deficits for assistance for families with complex housing histories: Summer of 2015 \r\n\r\nTenant / landlord / community engagement sessions: Summer 2015 and ongoing","Expected Outcomes:\nAs with all the outcomes, the goal is to reach parity between the MPZ and the balance of the city over time.  However, it is important to see a decrease in cost-burden households and an increase in long-term tenancy.  It is also important to see an increase of residents’ pride in their neighborhoods, as measured through Minneapolis resident survey.  Other measures include\r\n-Long-term owner-occupied properties and stable, mixed income neighborhoods\r\n-Decreased number of homeless families\r\n-Increased homes owned by families of color\r\n-Increase in quality housing stock\nTimeline:\nFirst event between CPED, Regulatory Services and Build Wealth MN to develop outreach plan:  Spring 2015\r\n\r\nThe initial programmatic response to developing a coordinated data sharing method will be developed: End of 2016\r\n\r\nCPED and Hennepin County will be responsible for -- Initial planning conversations for identifying opportunities and deficits for assistance for families with complex housing histories: Summer of 2015 \r\n\r\nTenant / landlord / community engagement sessions: Summer 2015 and ongoing","N/A"]
[6,"c","City of Minneapolis","Minneapolis Promise Zone","Minneapolis","Minnesota","Great Plains","Other community goal (i.e. Health and wellness, Affordable housing, etc.)","Support stable housing for all","Promote stable housing for all residents in the Minneapolis Promise Zone by increasing availability, quality and affordability of housing stock while coordinating housing support services.","Enhance new/existing housing development opportunities to ensure a range of housing types and choices and to meet demand. In the past decade, hundreds of blighted homes have been demolished in Minneapolis Promise Zone. There are nearly 1000 vacant re","- Complete the final phases of stalled major ownership development projects (100+ units) in the Minneapolis Promise Zone like Heritage Park.(ongoing) \r\n- Continue to support Green Homes North, a new development strategy  focused on  building new energy-efficient, single-family ownership housing units.(ongoing)\r\n- Support the development of mixed-income rental housing projects (including those with large bedroom counts) along the corridors to serve an array of households.(ongoing)","Enhance new/existing housing development opportunities to ensure a range of housing types and choices and to meet demand. In the past decade, hundreds of blighted homes have been demolished in Minneapolis Promise Zone. There are nearly 1000 vacant re\nActivities: \n- Complete the final phases of stalled major ownership development projects (100+ units) in the Minneapolis Promise Zone like Heritage Park.(ongoing) \r\n- Continue to support Green Homes North, a new development strategy  focused on  building new energy-efficient, single-family ownership housing units.(ongoing)\r\n- Support the development of mixed-income rental housing projects (including those with large bedroom counts) along the corridors to serve an array of households.(ongoing)","Over the past several years, Minneapolis has demolished hundreds of single family homes and duplexes - the majority in the Minneapolis Promise Zone and adjacent Northside neighborhoods. Nearly half (49.5%) of all vacant and condemned residential property in Minneapolis is in the Minneapolis Promise Zone (City of Minneapolis Regulatory Services Data, 2014). This, along with lack of affordable housing, limits viable living choices in the Minneapolis Promise Zone.   Research suggests that blight directly impacts residents pride in their communities resulting in decreased long-term tenancy and reduced economic spending (Brueckner and Helsley. Sprawl and Blight. 2007).  This is evident by the fact that only about 60% of MPZ residents’ believe their neighborhood is clean and well maintained compared to 82% citywide, with approximately 40% reporting an intention to move within the next two years (only 30% city-wide). (2012 Minneapolis Resident Survey).","The City of Minneapolis’ Department of Community Planning and Economic Development (CPED) is overseeing the completion of Heritage Park, supports Green Homes North, markets city-owned vacant land for strategic infill development, and supports the development of mixed-income rental housing projects.","City of Minneapolis SubGoal 6c","Source of Funds: City of Minneapolis\r\nActivity:  Green Homes North Programming\r\nAmount: $630,000\r\nStart and End Date:  Ongoing\r\nRecipient:  Department of Community Planning and Economic Development\r\n\r\nSource of Funds: City of Minneapolis\r\nActivity:  Homeownership Support and Development which includes the Affordable Housing Trust Fund directed to mixed-income rental housing projects \r\nAmount: General Fund: $5,372,493 (After removal of Green Homes North dollars)\r\nStart and End Date:  Ongoing\r\nRecipient:  Department of Community Planning and Economic Development.    \r\nNote:  This is the total budget amount for the Homeownership Support and Development program within CPED and represents city-wide spending. However, because of the disproportionate number of cost burdened families living in North Minneapolis, funds will be targeted in need areas, which include the MPZ.","Additional financial support may be needed as the plans and programs are further defined and will be coordinated through our philanthropic partnership with the Northside Funders Group. The City will seek additional grant sources, as appropriate.","Heritage Park is a $225 million Development project supported by numerous public and private funding sources including HUD, State of Minnesota, Hennepin County, Metropolitan Council, Minneapolis Public Housing Authority, and the City of Minneapolis. To complete the final phases of this project, the City of Minneapolis will be issuing an RFP that would complete stalled major ownership development projects (100+ units).","No other non-financial support is needed at this time. However, as these plans and programs are further defined, we will coordinate with our implementing and supporting partners where necessary.","-Productive, community-identified use of 500 vacant lots in the MPZ \r\n-Full development of 100 Green Homes North by 2018 and complete Heritage Park by 2020\r\n-Increase in the number of mixed-income housing available in range of choices, bedrooms, and styles to support life-cycle housing needs\r\n-Increase in affordable housing units built and available\r\n-Increase in new owner-occupied housing","The City of Minneapolis will use existing data collection and reporting mechanisms through Results Minneapolis, led by the City Coordinator’s office. Where appropriate, the City Coordinator will take steps to integrate data from external partners (nonprofit, philanthropic, and other public agencies) to report on the collective impact of all partners toward the goals above and toward improvement on broad indicators of neighborhood well-being (household income, housing affordability, employment, and crime).\r\n\r\nThe City Coordinator’s office is exploring the use of MPOWR (the software currently powering NAZ Connect) and Insightformation, another software tool designed to collect, track, report, and share data for collective impact efforts.","-Complete Heritage Park by 2020 \r\n\r\n-An RFP for the next round of development at Heritage Park will be completed by end of 2016\r\n\r\n-Continue to support the development of new “green” single family ownership housing units as part of Green Homes North, with 100 Green Homes built by the end of 2018\r\n\r\n-Productive, community-identified use of 500 vacant lots in the Minneapolis Promise Zone by year 5 of the designation, and 1,000 by the end of the 10 year period\r\n\r\n-Full development of 100 Green Homes North by 2018","Expected Outcomes:\n-Productive, community-identified use of 500 vacant lots in the MPZ \r\n-Full development of 100 Green Homes North by 2018 and complete Heritage Park by 2020\r\n-Increase in the number of mixed-income housing available in range of choices, bedrooms, and styles to support life-cycle housing needs\r\n-Increase in affordable housing units built and available\r\n-Increase in new owner-occupied housing\nTimeline:\n-Complete Heritage Park by 2020 \r\n\r\n-An RFP for the next round of development at Heritage Park will be completed by end of 2016\r\n\r\n-Continue to support the development of new “green” single family ownership housing units as part of Green Homes North, with 100 Green Homes built by the end of 2018\r\n\r\n-Productive, community-identified use of 500 vacant lots in the Minneapolis Promise Zone by year 5 of the designation, and 1,000 by the end of the 10 year period\r\n\r\n-Full development of 100 Green Homes North by 2018","N/A"]
[1,"a","Hartford Mayor's Office","North Hartford Promise Zone","Hartford","Connecticut","New England","Create jobs",null,"Increase resident’s net income, financial capabilities, long-term job retention and net worth over time.","Restore the former Swift Factory complex in order to bring together job creation, education and health improvement initiatives in the NHPZ by 2016","•\tThe historic former Swift Gold Leaf factory and surrounding campus will be transformed from a vacant and blighted structure into an economic engine for job creation and health promotion centered on food. (New)\r\n•\tThe former Swift factory site will include a rooftop hydroponic growing facility that will support year round jobs in agriculture, in addition to seasonal employment through a network of urban farms on currently vacant properties in the NHPZ. (New)\r\n•\tCreate three levels of kitchen facilities: a commercial kitchen for Billings Forge’s contract production; a teaching kitchen for training community members and testing entrepreneurs’ recipes; and, a series of small incubators (production spaces rented by entrepreneurs).  All culinary space will share secured refrigeration, dry storage, and mechanical and ventilation systems, reducing costs through economics of scale. (New)\r\n•\tSecure grant funding to support the above activities (Ongoing)\r\n","Restore the former Swift Factory complex in order to bring together job creation, education and health improvement initiatives in the NHPZ by 2016\nActivities: \n•\tThe historic former Swift Gold Leaf factory and surrounding campus will be transformed from a vacant and blighted structure into an economic engine for job creation and health promotion centered on food. (New)\r\n•\tThe former Swift factory site will include a rooftop hydroponic growing facility that will support year round jobs in agriculture, in addition to seasonal employment through a network of urban farms on currently vacant properties in the NHPZ. (New)\r\n•\tCreate three levels of kitchen facilities: a commercial kitchen for Billings Forge’s contract production; a teaching kitchen for training community members and testing entrepreneurs’ recipes; and, a series of small incubators (production spaces rented by entrepreneurs).  All culinary space will share secured refrigeration, dry storage, and mechanical and ventilation systems, reducing costs through economics of scale. (New)\r\n•\tSecure grant funding to support the above activities (Ongoing)\r\n","The NHPZ has a per capita income $12,099 annually as opposed to $16,286 for the City and $37,726 for the State. Residents in the NHPZ face three intertwined challenges: unemployment (27.44%), poverty (49.35%) and low educational levels (only 38.3% of residents 25 years and older have a high school degree or equivalent) (source: Census). A disproportionate number of former prisoners are released to, and often remain in the NHPZ where they face high barriers to employment. The emphasis on food relates to access and affordability, as a core determinant of health. Of Hartford’s 17 neighborhoods, the 2012 Health Equity Index ranked the NHPZ worst in health equity for potential years of life lost, diabetes, and infectious disease, as well as among the lowest in cardiovascular disease and respiratory disease for its residents.","•\tCommunity Solutions will develop and manage Swift’s hydroponic growing facility, employment through urban farms and entrepreneurial food businesses and food service training and education programs. Community Solutions has developed a large and growing consortium for this project including civic, non-profit and community organizations working collaboratively to improve health and employment outcomes for NHPZ. Participants include the City of Hartford, State of Connecticut, University of Hartford, Saint Francis Hospital/Burgdorf Health Center, University of Connecticut, Connecticut Department of Health and Human Services, Capital Workforce Partners, Hartford Food System, Knox, NAACP and over 30 other organizations.","Hartford Mayor's Office SubGoal 1a","Source of funds: Funding includes environmental assessment and remediation grants and loans administered by the State of Connecticut Dept. of Economic and  Community Development (DECD), Office of Brownfield Remediation and grants from MetLife, Travelers, Connecticut Trust for Historic Preservation and Newman’s Own Foundation.\r\nActivity: Former Swift Factory Restoration\r\nAmount: $2 million\r\nStart and end date: January 2015- January 2016 \r\nRecipient of resources: Community Solutions\r\n","Type: Funding sources include New Market Tax Credits, Federal, and State Historic Rehabilitation Tax Credits, government grants, and low interest loans.\r\nActivity: Restoration of former Swift Factory\r\nEstimated amount: $12 million\r\nStart and end date: January 2015-January 2016\r\nRecipient: Community Solutions\r\n","N/A","N/A","•\tIncrease seasonal employment through a network of urban farms (measurement: number of jobs created);\r\n•\tCreate at least 250 permanent jobs through space for light manufacturing/craft businesses (measurement: number of jobs created);\r\n•\tIncrease in entrepreneurial food business, food service training and education programs (measurement: number of new entrepreneurial  food business, food service training and education programs created); and, \r\n•\tIncrease year round jobs in agriculture (measurement: number of jobs created).","Community Solutions is currently developing a dashboard to record vital data points to track progress toward NHPZ goals. Additionally, Community Solutions benefit from assistance in data analytics from their Knowledge Sharing Division, which assists communities in adapting their methodology to improve the housing, health and employment outcomes of vulnerable residents. Community Solutions has additionally already created an assets and needs inventory for the NHPZ that was shared with all implementing partners for the development of this application. ","•\tRenovation of former Swift Factory by 2016\r\n•\tCreate on-site hydroponic growing facility by 2017\r\n•\tCreate a food center commercial grade kitchen by 2017\r\n•\tSecure federal grant funding by 2015","Expected Outcomes:\n•\tIncrease seasonal employment through a network of urban farms (measurement: number of jobs created);\r\n•\tCreate at least 250 permanent jobs through space for light manufacturing/craft businesses (measurement: number of jobs created);\r\n•\tIncrease in entrepreneurial food business, food service training and education programs (measurement: number of new entrepreneurial  food business, food service training and education programs created); and, \r\n•\tIncrease year round jobs in agriculture (measurement: number of jobs created).\nTimeline:\n•\tRenovation of former Swift Factory by 2016\r\n•\tCreate on-site hydroponic growing facility by 2017\r\n•\tCreate a food center commercial grade kitchen by 2017\r\n•\tSecure federal grant funding by 2015","N/A – not applicable"]
[1,"b","Hartford Mayor's Office","North Hartford Promise Zone","Hartford","Connecticut","New England","Create jobs",null,"Increase resident’s net income, financial capabilities, long-term job retention and net worth over time.","Align and expand existing youth/adult education and workforce programs that support occupational demand in four current targeted industry sectors ","1) Expand Hartford Opportunity Youth Collaborative (HOYC), a program focused on producing and implementing a full-scale, multi-year, comprehensive plan to improve the quality of life outcomes for youth between 16 and 24 years of age who do not have a high school diploma, or who have a high school diploma but are not in school and not working (ongoing); 2) Expand Jobs Funnel to provide education, pre-employment preparation and job training and placement in construction, green jobs, energy efficiency and weatherization (ongoing); 3) Integrate financial education coaching, counseling and benefits income screening into services offered through the American Job Center network (new); and  5) Connect unemployed and underemployed residents with a comprehensive job readiness, job training and job placement opportunity with regional employers looking for a competitive, committed workforce including current sector-based initiatives such as Workforce Solutions Collaborative.(ongoing)","Align and expand existing youth/adult education and workforce programs that support occupational demand in four current targeted industry sectors \nActivities: \n1) Expand Hartford Opportunity Youth Collaborative (HOYC), a program focused on producing and implementing a full-scale, multi-year, comprehensive plan to improve the quality of life outcomes for youth between 16 and 24 years of age who do not have a high school diploma, or who have a high school diploma but are not in school and not working (ongoing); 2) Expand Jobs Funnel to provide education, pre-employment preparation and job training and placement in construction, green jobs, energy efficiency and weatherization (ongoing); 3) Integrate financial education coaching, counseling and benefits income screening into services offered through the American Job Center network (new); and  5) Connect unemployed and underemployed residents with a comprehensive job readiness, job training and job placement opportunity with regional employers looking for a competitive, committed workforce including current sector-based initiatives such as Workforce Solutions Collaborative.(ongoing)","The NHPZ has a per capita income $12,099 as opposed to $16,286 for the City. Residents in the NHPZ face 3 intertwined challenges: unemployment (27.44%), poverty (49.35%) and low educational levels (only 38.3% of residents 25 and older have a high school degree or equivalent) (Census). Individuals who do not have a high school diploma earn at least $9000 less per year than high school graduates. The lifetime income disparity between dropouts and college graduates is almost $1 million. (Source: National Dropout Prevention Center/Network). Although many youth and adults eventually seek to continue their education, a sizable number become seriously disconnected from both school and work. For youth that are disconnected, besides their difficulty in finding jobs, they are more likely to have other poor outcomes, like non-marital births and criminal justice involvement. This underscores the importance of creating programs and partnerships to restore youth and adults connections to opportunity","Capital Workforce Partners (CWP) is the implementing agency for this initiative. CWP will partner with the City of Hartford and many of its existing partners such as Capital Community College, Workforce Solutions Collaborative and the American Job Center/CT Dept. of Labor. ","Hartford Mayor's Office SubGoal 1b","Source of funds: Grant from the Aspen Institute \r\nActivity: Mayor’s Hartford Opportunity Youth Collaborative (HOYC)\r\nAmount: $150,000\r\nStart and end date: July 2014 to July 2015\r\nRecipient of resources: Capital Workforce Partners\r\n\r\nSource of funds: Grant from Berkshire Bank\r\nActivity: For youth leadership development activities\r\nAmount: $10,000\r\nStart and end date: March 2014 to March 2015\r\nRecipient of resources: Capital Workforce Partners\r\n\r\n\r\n","Type:  Grant Funding\r\nActivity:  Support the integration of financial education coaching and counselling and benefit income screening into existing workforce development programs\r\nEstimated amount: $1 million\r\nStart and end date: Spring 2015-2020\r\nRecipient: Workforce Training Activities \r\n","N/A","N/A","CWP has relied on a Result Based Accountability Model, focusing on collective action and quantifying Community Level Quality of Life Results.  Examples of population groups where the NHPZ can seek  Quality of Life outcomes include:\r\n•\tindividuals moving off public assistance – value of savings to the public\r\n•\tex-offenders moving from incarceration – value of savings/program costs\r\n•\tlow income individuals moving to higher paying wages – value of savings\r\nNHPZ project outcomes include:\r\nIncrease # of economically self-sufficient families and individuals; \r\nExpand education/workforce training programs accessible in these neighborhoods specifically for disconnected youth and ex-offenders and TANF families; and\r\nAccess and maximize use of integrated financial education/coaching, benefit screening and workforce programs.\r\n","In regard to measuring against outcomes, Capital Workforce Partners manages data collection and evaluates goals and objectives in many instances through Hartford Connects/Efforts to Outcomes (ETO).  ETO is a web-based performance management system designed to collect, aggregate and report on participant-level data on outcomes, demographic and socioeconomic characteristics, skills attained, and services received. ETO operates as a case management system with the capability to track real time activities and produce participant-level and aggregate reports. The ETO platform is scalable, fully customizable, and contains audit features and functions. ETO data analysis facilitates evidence-based decision-making about adjusting services to optimize performance. ETO allows partners to input data (with password protection).","•\tFully develop Workforce-Education Partnership Promise Zone Plan and Resource Development Plan, with MOUs (first 6 months)\r\no\tPartnership/Businesses commitments supported in the form of MOUs;\r\no\tActivities, interventions will be assigned lead and support partners; and,\r\no\tFormal plan for resource development, community engagement, marketing and communications, will be developed to align to activities and interventions.  \r\n•\tFully develop Promise Zone Economic Committee with clear roles and responsibilities. (first 6 months)\r\n•\tBuild comprehensive, uniform data system to collect and report on activities and interventions (first 9 months)\r\n•\tImplementation of Activities and Interventions (see above)\r\no\tOngoing\r\n","Expected Outcomes:\nCWP has relied on a Result Based Accountability Model, focusing on collective action and quantifying Community Level Quality of Life Results.  Examples of population groups where the NHPZ can seek  Quality of Life outcomes include:\r\n•\tindividuals moving off public assistance – value of savings to the public\r\n•\tex-offenders moving from incarceration – value of savings/program costs\r\n•\tlow income individuals moving to higher paying wages – value of savings\r\nNHPZ project outcomes include:\r\nIncrease # of economically self-sufficient families and individuals; \r\nExpand education/workforce training programs accessible in these neighborhoods specifically for disconnected youth and ex-offenders and TANF families; and\r\nAccess and maximize use of integrated financial education/coaching, benefit screening and workforce programs.\r\n\nTimeline:\n•\tFully develop Workforce-Education Partnership Promise Zone Plan and Resource Development Plan, with MOUs (first 6 months)\r\no\tPartnership/Businesses commitments supported in the form of MOUs;\r\no\tActivities, interventions will be assigned lead and support partners; and,\r\no\tFormal plan for resource development, community engagement, marketing and communications, will be developed to align to activities and interventions.  \r\n•\tFully develop Promise Zone Economic Committee with clear roles and responsibilities. (first 6 months)\r\n•\tBuild comprehensive, uniform data system to collect and report on activities and interventions (first 9 months)\r\n•\tImplementation of Activities and Interventions (see above)\r\no\tOngoing\r\n","Current restrictive federal funding rules and regulations"]
[2,"a","Hartford Mayor's Office","North Hartford Promise Zone","Hartford","Connecticut","New England","Increase economic activity",null,"Attract and retain businesses in the NHPZ commercial corridors that build on recent neighborhood initiatives.\r\n\r\n","Promote business growth by developing suitable commercial and mixed-used sites.","To achieve our goals, the city is:\r\n•\tAcquiring underutilized and blighted commercial and industrial sites and preparing them for reuse (ongoing).\r\n•\tWorking with existing businesses to identify barriers to stability and growth; working with partner organizations to create competitive loan programs; working with local businesses through the city’s façade program to improve commercial properties; and, in cooperation with the state, improving the streetscape of commercial neighborhoods; and, investing in digital infrastructure to enhance business growth opportunities (ongoing.\r\n•\tIn partnership with Capital Workforce Partners identify the need for training and developing the training programs necessary to train North Hartford residents for jobs created by businesses in the NHPZ corridor (New).  \r\n•\tSecure grant funding to support the above activities (Ongoing)","Promote business growth by developing suitable commercial and mixed-used sites.\nActivities: \nTo achieve our goals, the city is:\r\n•\tAcquiring underutilized and blighted commercial and industrial sites and preparing them for reuse (ongoing).\r\n•\tWorking with existing businesses to identify barriers to stability and growth; working with partner organizations to create competitive loan programs; working with local businesses through the city’s façade program to improve commercial properties; and, in cooperation with the state, improving the streetscape of commercial neighborhoods; and, investing in digital infrastructure to enhance business growth opportunities (ongoing.\r\n•\tIn partnership with Capital Workforce Partners identify the need for training and developing the training programs necessary to train North Hartford residents for jobs created by businesses in the NHPZ corridor (New).  \r\n•\tSecure grant funding to support the above activities (Ongoing)","Through code enforcement efforts, we have identified over 1,000 vacant industrial, commercial and residential structures throughout the city and specific sites within the NHPZ area. Through the neighborhood planning process, we have identified extensive underutilization and disinvestment in NHPZ’s commercial district and traditional industrial areas. As a result, we have found that NHPZ’s commercial districts suffer extensive storefront vacancy.  Furthermore, through our efforts to attract and grow businesses in the NHPZ, we have learned from business owners of their inability to hire workers with the skills necessary for the jobs that are being offered. ","Our partners will come from the public entities, non-profit organizations and the university in the NHPZ. This includes include those we presently work with (ex., CT Department of Community and Economic Development, Capital Workforce Partners, University of Hartford, Hartford Redevelopment Agency, Hartford Economic Development Corporation, Hartford Community Loan Fund; local Neighborhood Revitalization Zone committees, and local business groups) and those we have been in discussion with as future partners (ex., University of Connecticut, Hartford Public Schools, Comcast, Inc., Clean Energy Finance Investment Authority, Connecticut Economic Resource Inc., Connecticut Innovations, Inc. and other similar organizations).","Hartford Mayor's Office SubGoal 2a","Source of funds: City of Hartford\r\nActivity: Façade program ($1 million), Streetscape improvements ($4 million), Property acquisition and cleanup ($5 million)\r\nAmount: $10 million\r\nStart and end date: January  2015 to be completed by September 2016\r\nRecipient of resources: Hartford Department of Development Services: Division of Economic Development\r\n\r\nSource of funds: State Grants\r\nActivity: Façade program ($5.3 million); Brownfields cleanup ($3.5 million); Streetscape improvements ($30 million); DECD has funds available on an application basis to assist businesses to expand. Assistance is based on the businesses needs and jobs that it will create.\r\nAmount: $38.8 million\r\nStart and end date: January 2015 to be completed by September 2019\r\nRecipient of resources: Hartford Department of Development Services: Division of Economic Development\r\n\r\n","Type: Grants\r\nActivity: Acquisition, cleanup and improvements of vacant property; needs between $5 and $7.5 million annually.\r\nEstimated amount: $7.5 million\r\nStart and end date: Annually every fiscal year\r\nRecipient: Hartford Department of Development Services: Division of Economic Development\r\n\r\nType: Grants\r\nActivity: For business assistance, more flexible dollars are needed for building improvements, working capital and business start-up.\r\nEstimated amount: $3 million\r\nStart and end date: Annually every fiscal year\r\nRecipient: Hartford Department of Development Services: Division Economic Development\r\n\r\nType: Grants\r\nActivity: Working with our job training partners it is projected that a fund of around $500,000 to $1 million would be necessary annually to provide the training programs to address the needs of businesses in the NHPZ.\r\nEstimated amount: $1 million\r\nStart and end date: Annually every fiscal year\r\nRecipient: Hartford Department of Development Services: Division Economic Development\r\n","Source and type: City staff time provided in-kind\r\nActivity: Planning and Economic Development staff of the Department of Development Services.\r\nStart and end date: September 2015-2025\r\nRecipient: NHPZ Promise Zone\r\n","Type: Federal or State technical expertise\r\nActivity: Technical expertise that would assist city staff and partners to better understand the economic development and job training issues and approaches.\r\nStart and end date: September 2015 - 2018\r\nRecipient: NHPZ Promise Zone partners\r\n","On an annual basis, we expect to achieve:\r\n•\t1 industrial property and 3 commercial properties to be acquired and prepared for redevelopment\r\n•\t7 façade loans to be made\r\n•\t5 new businesses started in the commercial areas\r\n•\t10 existing businesses to be assisted through stabilization and or expansion assistance\r\n•\t3 businesses retained\r\n•\t2 miles of new streetscape work started (expect two construction seasons to complete)\r\n•\t10 business loans to be made\r\n•\t25 persons receiving job training in identified fields\r\n•\t250 businesses visited a year","The following data will be collected and tracked to evaluate the effectiveness of our programs:\r\n•\tBusiness contacts with both retail and industrial clients\r\n•\tAssistance given (technical advice, referral to other agencies, expansion assistance, relocation assistance, job training, etc.)\r\n•\tJobs created and retained\r\n•\tLoans and/or grants given, dollar amounts and achievements as a result\r\nAll data will be available to the public to review and track the city’s efforts and accomplishments.  The city is working through Metro Hartford Information Services (MHIS), the City's information technology division, which has developed an Open platform program to share all non-personal available data.  \r\n","Planning for these programs is ongoing and the city is implementing many of these programs.  Once designated, the city will accelerate implementation of the various component pieces of this strategy. ","Expected Outcomes:\nOn an annual basis, we expect to achieve:\r\n•\t1 industrial property and 3 commercial properties to be acquired and prepared for redevelopment\r\n•\t7 façade loans to be made\r\n•\t5 new businesses started in the commercial areas\r\n•\t10 existing businesses to be assisted through stabilization and or expansion assistance\r\n•\t3 businesses retained\r\n•\t2 miles of new streetscape work started (expect two construction seasons to complete)\r\n•\t10 business loans to be made\r\n•\t25 persons receiving job training in identified fields\r\n•\t250 businesses visited a year\nTimeline:\nPlanning for these programs is ongoing and the city is implementing many of these programs.  Once designated, the city will accelerate implementation of the various component pieces of this strategy. ","N/A"]
[3,"a","Hartford Mayor's Office","North Hartford Promise Zone","Hartford","Connecticut","New England","Reduce serious or violent crime",null,"Reduce crime and improve community safety as part of a comprehensive strategy to advance neighborhood revitalization.","Hartford Police Department (HPD) proposes to replicate Preventing Recidivism through Organized Supervision, Partnerships and Enhanced Relationships (PROSPER) in the NHPZ in order to reduce recidivism and violent crime by 5% by December 31, 2018.","PROSPER was designed to reduce violent offending by focusing on those most serious and highest risk returning offenders. Inmates are offered tangible opportunities to make positive choices with the assistance of a PROSPER Community Service Officer (CSO) that serves as a mentor support. PROSPER incorporates the delivery of a wide range of services to address the offenders’ needs and differs from traditional re-entry in that offenders are characterized by higher levels of contact with a Probation Officer and a CSO, smaller caseloads, and strict conditions of compliance. Therefore, PROSPER increases the success of community supervision, reduces the risk of offenders under their oversight and improves public safety. (This program will be a new activity under the NHPZ). Additionally, HPD is working on plans for police substation in the heart of the NHPZ. It will serve as a base from which to launch the initiative with other stakeholders or community partners directly in the NHPZ.","Hartford Police Department (HPD) proposes to replicate Preventing Recidivism through Organized Supervision, Partnerships and Enhanced Relationships (PROSPER) in the NHPZ in order to reduce recidivism and violent crime by 5% by December 31, 2018.\nActivities: \nPROSPER was designed to reduce violent offending by focusing on those most serious and highest risk returning offenders. Inmates are offered tangible opportunities to make positive choices with the assistance of a PROSPER Community Service Officer (CSO) that serves as a mentor support. PROSPER incorporates the delivery of a wide range of services to address the offenders’ needs and differs from traditional re-entry in that offenders are characterized by higher levels of contact with a Probation Officer and a CSO, smaller caseloads, and strict conditions of compliance. Therefore, PROSPER increases the success of community supervision, reduces the risk of offenders under their oversight and improves public safety. (This program will be a new activity under the NHPZ). Additionally, HPD is working on plans for police substation in the heart of the NHPZ. It will serve as a base from which to launch the initiative with other stakeholders or community partners directly in the NHPZ.","Hartford is home to a disproportionate number of the Connecticut prison population. Approximately 23% (3,842) of the 16,594 offenders residing in Connecticut Department of Correction (CT DOC) facilities declared Hartford as their town of residence (source: CT DOC) and a total of 622 registered sex offenders were living in the city as of January 1, 2014. The worst violence is often associated with high-risk offenders re-entering distressed neighborhoods such as the NHPZ after incarceration. Outbreaks of violence associated with re-entering offenders in the NHPZ devastates the area’s physical and social health and delay revitalization efforts. Businesses are not investing in the NHPZ out of concerns for violence, and this lack of investment significantly undercuts efforts to improve the decrepit quality of key physical and social institutions; thereby feeding the cycle of community disadvantage and violence. ","In 2012, HPD first rolled out the PROSPER program in one of Hartford’s neighborhoods on a pilot basis using City dollars. PROSPER currently has a 23% recidivism rate and a 13% successful completion rate. PROSPER was created using the Boston Re-entry Initiative (BRI) listed in Crime Solutions under promising programs. PROSPER will be implemented by HPD in partnership with the Connecticut Department of Correction (CT DOC) Court Support Services Division (CSSD) and Community Partners in Action (CPA). CSSD’s Probation officers will work in close collaboration with HPD to supervise probationers in the PROSPER program. CPA provides evidence-based programs to help probationers make positive changes in their lives.","Hartford Mayor's Office SubGoal 3a","Source of funds: City\r\nActivity: Construction of Police Sub-station ($1.5 million) and staffing ($1.5 million)\r\nAmount: $3 million\r\nStart and end date: July 1st, 2015- November 1st, 2016\r\nRecipient of resources: Hartford Police Department\r\n","Type: Grants or City Funds\r\nActivity: Need one Sergeant and three Community Service Officers to expand the program into the NHPZ\r\nEstimated amount: $1,670,790\r\nStart and end date: 2015-2020\r\nRecipient: Hartford Police Department\r\n","Type: Court Support Services Division (CSSD)Funding\r\nActivity: CSSD Probation officer work cooperatively with HPD officers during program at a cost to CSSD.\r\nStart and end date: 2015-2020\r\nRecipient: Hartford Police Department\r\n","Type: Court Support Services Division (CSSD)\r\nActivity: CSSD Probation Officers provide information on target probationers for inclusion into the PROSPER program.\r\nStart and end date: 2015-2020\r\nRecipient: Hartford Police Department\r\n","•\tReduce recidivism rate by 5% by 2018 (measurement: CT DOC recidivism rate)\r\n•\tIncrease residents and investors sense of security in the NHPZ (measurement: surveys)\r\n•\tReduce crime rate by 5% by 2018 (measurement: crime statistics for the NHPZ)","A field interview card and reports are completed by each CSO assigned to a probationer. This by-weekly reports are reviewed and discussed by a due diligence team designed by the Chief of Police. Furthermore, HPD’s Crime Analysis Unit maintains an in-house custom developed Records Management System that is used to track CSOs contact with probationers assigned to them. This information is shared with CT DOC. ","•\tPrepare property blue prints January to April 2015\r\n•\tRFP released for the construction April 30th, 2015\r\n•\tConstruction of Police Substation completed by November 2016\r\n•\tHave CSOs working with ex-offenders in the NHPZ by the beginning of 2016\r\n•\tSecure grant funding by 2015","Expected Outcomes:\n•\tReduce recidivism rate by 5% by 2018 (measurement: CT DOC recidivism rate)\r\n•\tIncrease residents and investors sense of security in the NHPZ (measurement: surveys)\r\n•\tReduce crime rate by 5% by 2018 (measurement: crime statistics for the NHPZ)\nTimeline:\n•\tPrepare property blue prints January to April 2015\r\n•\tRFP released for the construction April 30th, 2015\r\n•\tConstruction of Police Substation completed by November 2016\r\n•\tHave CSOs working with ex-offenders in the NHPZ by the beginning of 2016\r\n•\tSecure grant funding by 2015","N/A"]
[3,"b","Hartford Mayor's Office","North Hartford Promise Zone","Hartford","Connecticut","New England","Reduce serious or violent crime",null,"Reduce crime and improve community safety as part of a comprehensive strategy to advance neighborhood revitalization.","Implement the Minority Youth Violence Intervention and Prevention (MYvip): A Public Health and Community Policing Approach by September 30, 2015.","This project seeks to adopt and adapt the Child Development-Community Policing (CD-CP) program, a successful violence prevention and crime reduction model developed by the New Haven Department of Police Services and the Child Study Center at the Yale University School of Medicine. This public health approach to violence prevention and intervention brings police officers and mental health professionals together to provide each other with training, consultation, and support, and to provide direct interdisciplinary primary and secondary intervention to children who are victims, witnesses, or perpetrators of violent crime. MYvip will pilot the CD-CP model with male youths (10-18 years old) exposed to domestic violence. These youths will be recruited into the program when the families come into contact with HPD’s Domestic Violence Unit (DVU).","Implement the Minority Youth Violence Intervention and Prevention (MYvip): A Public Health and Community Policing Approach by September 30, 2015.\nActivities: \nThis project seeks to adopt and adapt the Child Development-Community Policing (CD-CP) program, a successful violence prevention and crime reduction model developed by the New Haven Department of Police Services and the Child Study Center at the Yale University School of Medicine. This public health approach to violence prevention and intervention brings police officers and mental health professionals together to provide each other with training, consultation, and support, and to provide direct interdisciplinary primary and secondary intervention to children who are victims, witnesses, or perpetrators of violent crime. MYvip will pilot the CD-CP model with male youths (10-18 years old) exposed to domestic violence. These youths will be recruited into the program when the families come into contact with HPD’s Domestic Violence Unit (DVU).","In 2013, the Hartford Juvenile Court had the highest delinquency and Families with Service Needs (FWSN) referral rate in the State: 64 per 1,000 juveniles (Source: Facts & Figures on Connecticut’s Juvenile Justice System). In 2013 a total of 756 youth were involved in crimes in the City of which 24% of crimes were committed in the NHPZ area: 33% of the youth lived in the NHPZ (source: HPD). A review of State of Connecticut Family Violence Detailed Report shows that 498 children in Hartford were either involved or present during incidents of domestic violence in 2013. In 2013 the Police Department reported that Hartford had a total of 106 abuse and neglect reports of which 26% where in the NHPZ. Additionally, that same year it had 29% of arrests due to domestic violence in the NHPZ area.","•\tHartford Health and Human Services will provide clinical social workers that will work closely with HPD officers in the Domestic Violence Unit.\r\n•\tHartford Police Activities League will provide recreational and educational programs that offer an alternative to violence.\r\n•\tThe YMCA’s Stop the Violence, Increase the Peace Coalition will work collaboratively with HPD to increase outreach and provide at risk youth with community-wide opportunities for engagement and enrichment as a strategy to reduce gang violence and deescalate conflict\r\n","Hartford Mayor's Office SubGoal 3b","Source of Funds: City\r\nActivity: Domestic Violence Unit Detectives\r\nAmount: $78,000\r\nStart and end date: January 2015- January 2020\r\nRecipient: Hartford Police Department\r\n","Type: Grant\r\nActivity: Provide direct interdisciplinary primary and secondary intervention to children who are victims, witnesses, or perpetrators of violent crime\r\nEstimated amount: $2 million\r\nDate: January 2015- January 2020\r\nRecipient: HPD and HHS\r\n","Source and type: Police Activities League and Grater Hartford YMCA \r\nActivity: Provide recreational programs and training to at-risk youth\r\nStart and end date: January 2015- January2020\r\nRecipient: MYvip Program\r\n","Type: COPS Technical Assistance & Support Services\r\nActivity: On-site technical assistance provided by subject matter experts\r\nStart and end date:  September 2015\r\nRecipient: MYvip Program\r\n","•\tImproved coordination and services to address youth violence and crime prevention by September 2015 (Measurement: Number of partnering agencies involved in coordinated services)\r\n•\tIncreased access to needed public health and/or social services by 10%. (Measurement: Number of youths reached and number of youths enrolled in the program).\r\n•\tReduction in community violence and crimes perpetrated by minority youth by 5%. (Measurement: crime statistics for youth in the NHPZ)\r\n","HPD use the CD-CP interview protocols which will investigate children’s general developmental status, post-traumatic responses, exposure to additional episodes of violence, and subjective experience of the intervention. In addition, HPD will use the CD-CP surveys they have developed to measure changes in the attitudes and practices of police officers and mental health professional as a result of their involvement in the collaborative program. This information will be shared with HHS and partnering organizations.","•\tConduct cross-training,(provided by Yale University) of mental health professionals and law enforcement professionals to facilitate their collaborative work by 2015\r\n•\tBegin program by September 2015 – request families’ permission for youth to participate in the program. \r\n","Expected Outcomes:\n•\tImproved coordination and services to address youth violence and crime prevention by September 2015 (Measurement: Number of partnering agencies involved in coordinated services)\r\n•\tIncreased access to needed public health and/or social services by 10%. (Measurement: Number of youths reached and number of youths enrolled in the program).\r\n•\tReduction in community violence and crimes perpetrated by minority youth by 5%. (Measurement: crime statistics for youth in the NHPZ)\r\n\nTimeline:\n•\tConduct cross-training,(provided by Yale University) of mental health professionals and law enforcement professionals to facilitate their collaborative work by 2015\r\n•\tBegin program by September 2015 – request families’ permission for youth to participate in the program. \r\n","N/A"]
[3,"c","Hartford Mayor's Office","North Hartford Promise Zone","Hartford","Connecticut","New England","Reduce serious or violent crime",null,"Reduce crime and improve community safety as part of a comprehensive strategy to advance neighborhood revitalization.","Increase at-risk youth opportunity to become positive, productive contributors of society.","Inspiring Trust aims to build and nurture positive relationships between regular patrol officers and city youth, preferably from the neighborhoods in which the officers patrol, through mutually enjoyable activities that are fun, promote team building, and contribute to the betterment of the community. Fun activities would include Laser Tag, Bowling, Golf & Go Karts, and movies. Team building/leadership activities would include the Competitive Youth Rowing Program through Riverfront Recapture, Rope climbing lessons and activities at Brownstone Exploration & Discovery Park in Portland. Community service activities would include neighborhood park clean up and back to school BBQ that will include distribution of backpacks. At-risk youth, identified by the Police Activities League (PAL) supervisors and through Juvenile Investigative detectives, will be approached with an invitation to participate in the program.","Increase at-risk youth opportunity to become positive, productive contributors of society.\nActivities: \nInspiring Trust aims to build and nurture positive relationships between regular patrol officers and city youth, preferably from the neighborhoods in which the officers patrol, through mutually enjoyable activities that are fun, promote team building, and contribute to the betterment of the community. Fun activities would include Laser Tag, Bowling, Golf & Go Karts, and movies. Team building/leadership activities would include the Competitive Youth Rowing Program through Riverfront Recapture, Rope climbing lessons and activities at Brownstone Exploration & Discovery Park in Portland. Community service activities would include neighborhood park clean up and back to school BBQ that will include distribution of backpacks. At-risk youth, identified by the Police Activities League (PAL) supervisors and through Juvenile Investigative detectives, will be approached with an invitation to participate in the program.","In 2013, the Hartford Juvenile Court had the highest delinquency and Families with Service Needs (FWSN) referral rate in the State: 64 per 1,000 juveniles (Source: Facts & Figures on Connecticut’s Juvenile Justice System). In 2013 a total of 756 youth were involved in crimes in the City of which 24% of crimes were committed in the NHPZ area and 33% of the youth lived in the NHPZ (source: HPD). A review of State of Connecticut Family Violence Detailed Report shows that 498 children in Hartford were either involved or present during incidents of domestic violence in 2013. In 2013 the Police Department reported that Hartford had a total of 106 abuse and neglect reports of which 26% where in the NHPZ. Additionally, that same year it had 29% of arrests due to domestic violence in the NHPZ area. These youth need positive role models and activities that will keep them from continuing the cycle of violence.","Inspiring Trust, an initiative proposed by the Board of Directors of the Police Athletic League of Hartford in collaboration with the Hartford Police Department, is a departure from traditional HPD/Youth programs, in that there will be no “classroom time,” no lectures, no enforcement directed concepts. Instead, Inspiring Trust will be focused on building and nurturing positive relationships between regular patrol officers and city youth, from the NHPZ neighborhood where the officer patrols. In essence, Inspiring Trust seeks to improve positive youth, police and community interaction. Additionally, the YMCA’s Stop the Violence, Increase the Peace Coalition will work collaboratively with HPD and PAL to increase outreach and provide at risk youth with community-wide opportunities for engagement and enrichment as a strategy to reduce gang violence and deescalate conflict.","Hartford Mayor's Office SubGoal 3c","Source of Funds: CT Juvenile Advisory Police and Youth Grants\r\nActivity: Inspiring Trust – Police and Youth Program\r\nAmount: $10,000\r\nStart and end date: 2014-2015\r\nRecipient: Police Activities League of Hartford\r\n","Type: Grant\r\nActivity: Inspiring Trust – Police and Youth Program Activities\r\nEstimated amount: $75,000\r\nDate: 2015-2020\r\nRecipient: Police Activities League of Hartford\r\n","Source and type: Greater Hartford YMCA\r\nActivity: Stop the Violence, Increase the Peace Coalition activities\r\nStart and end date: 2015-2020\r\nRecipient: Police Activities League of Hartford\r\n","Type: Volunteer Patrol Officers\r\nActivity: Patrol officers that work with the youth\r\nStart and end date: 2015-2020\r\nRecipient: Police Activities League of Hartford\r\n","The Inspiring Trust – Police and Youth Program activities have three positive outcomes: 1) increased personal connection by patrol officers with the community; 2) increased communication between youth and police; and 3) increased involvement in community improvement activities by both police and youth.","The Police Activities League collects demographic information on the youth involved in the program such as age, gender, income-level and race. Additionally, it collects information on the frequency of contact between youth and police officers. This information is shared quarterly with partner organizations. ","•\tRecruit participants into the program January 2015 - ongoing\r\n•\tProvide PAL activities by March 2015 - ongoing\r\n•\tSecure grant funding for above activities by 2015\r\n","Expected Outcomes:\nThe Inspiring Trust – Police and Youth Program activities have three positive outcomes: 1) increased personal connection by patrol officers with the community; 2) increased communication between youth and police; and 3) increased involvement in community improvement activities by both police and youth.\nTimeline:\n•\tRecruit participants into the program January 2015 - ongoing\r\n•\tProvide PAL activities by March 2015 - ongoing\r\n•\tSecure grant funding for above activities by 2015\r\n","N/A"]
[4,"a","Hartford Mayor's Office","North Hartford Promise Zone","Hartford","Connecticut","New England","Improve educational opportunities",null,"Increase the number of high school graduates that are college and career ready","Increase opportunities and supports in order for a greater number of students in the NHPZ to graduate high school, college and become career ready.","•\tIncrease professional development activities with educators and partners (named in sub goal) to share the CCR plan competencies and experiential learning opportunities available to students\r\n•\tContinue to provide the number of employers, partners and students involved in the implementation of the Hartford Student Internship Program – by 20% in the Zone and from 347 to 620 through the district.\r\n•\tincrease opportunities and participation in the Summer Youth Employment and Learning Programs (SYELP) and the City’s Hartford Student Internship Program (HSIP)\r\n•\tSupport full implementation of Student Success Plans across schools in the Northeast, Upper Albany and Clay Arsenal (NHPZ)neighborhoods \r\n•\tCreate STEM core learning experiences/pathways that begin in the elementary grades","Increase opportunities and supports in order for a greater number of students in the NHPZ to graduate high school, college and become career ready.\nActivities: \n•\tIncrease professional development activities with educators and partners (named in sub goal) to share the CCR plan competencies and experiential learning opportunities available to students\r\n•\tContinue to provide the number of employers, partners and students involved in the implementation of the Hartford Student Internship Program – by 20% in the Zone and from 347 to 620 through the district.\r\n•\tincrease opportunities and participation in the Summer Youth Employment and Learning Programs (SYELP) and the City’s Hartford Student Internship Program (HSIP)\r\n•\tSupport full implementation of Student Success Plans across schools in the Northeast, Upper Albany and Clay Arsenal (NHPZ)neighborhoods \r\n•\tCreate STEM core learning experiences/pathways that begin in the elementary grades","College and career readiness refers to the content knowledge, skills, and habits that students must possess to be successful in postsecondary education or training that leads to a sustaining career. A student who is ready for college and career can qualify for and succeed in entry-level, credit-bearing college courses without the need for remedial or developmental coursework. Currently, HPS has a district level freshman persistence rate of 78%, 79%, and 79% for students who graduated in 2010, 2011, 2012, respectively. Of the 545 Hartford students who enrolled in a 2-year college in 2007, only 6% completed degree requirements within 3 years.  Hartford Public Schools, by implementing a data-driven, student centered and strategic approach to increase the graduation rate and with the assistance of funds from the High School Graduation initiative Grant, showed a significant increase in the cohort graduation rate from 63.2% in 2011 to 71.2% in 2013.","The NHPZ serves approximately 3261 students in grades PK3-12 in 9 schools (not including the Achievement First programs). The investment in a department focused on College and Career Readiness and the demonstrated partnerships and financial commitments (as outlined in other sections) speak to Hartford’s Public Schools capacity and commitment to this sub-goal. To implement the above activities Hartford Public Schools will partner and leverage the activities with Capital Workforce Partners, the City of Hartford, Hartford Consortium for Higher Education (comprised of 12 college, university, and seminary presidents), Hartford Foundation for Public Giving, and Achieve Hartford!, to strengthen and deepen the work of college and career readiness.","Hartford Mayor's Office SubGoal 4a","Source of Funds: Federal Department of Education\r\nActivity: High School Graduation Initiative Grant\r\nAmount: $13.5 million\r\nStart and end date: October 2010-September 2015\r\nRecipient of resources: Hartford Public Schools\r\n\r\nSource of Funds: Bill & Melinda Gates Foundation\r\nActivity: Support Residency Program to build strong and consistent school leadership; training and coaching for teachers for growth and effectiveness; advancement of Common Core curriculum and standards-based assessments; transforming of low performing district schools. Pilot and spread Grant was developed in collaboration with Milner/Jumoke Academy and Achievement First.\r\nAmount: $2,773,069\r\nStart and end date: November 2012 - June 2015.\r\nRecipient of resources: Hartford Public Schools\r\n\r\nSource of Funds: City of Hartford Department of Families, Children Youth, and Recreation\r\nActivity: SYELP and HSIP\r\nAmount: $1,150,000\r\nStart and end date: 2014-2015\r\nRecipient of resources: Capital Workforce Partners\r\n","Type: Grant\r\nActivity: Funding for the above college readiness activities\r\nEstimated Amount: $7 million\r\nStart and end date: 2015-2020\r\nRecipient: Hartford Public Schools\r\n\r\nType: Grant\r\nActivity: SYELP and HSIP\r\nEstimated Amount: $5,750,000\r\nStart and end date: 2015-2020\r\nRecipient: City of Hartford Department of Families, Children, Youth and Recreation\r\n\r\n","Type: Technical assistance and in-kind services through the partnerships named above\r\nActivity: For the above college readiness activities\r\nStart and end date: 2015-2020\r\nRecipient: Hartford Public Schools\r\n","Type: Building buy-in/capacity around the various aspects of our collaboration and partnerships\r\nActivity: Shared commitments and actions and development of shared measurement tools\r\nStart and End Date: 2015-2020\r\nRecipient: Hartford Public Schools\r\n","FAFSA: Increase the FAFSA completion rate from 54.5 % to 70% by September 2015 as measured by the FAFSA Completion Project Operational Milestone Reporting Form.  \r\nCollege enrollment: Increase post-secondary enrollment rate from 55% to 70% by November 2015 as measured by the National Student Clearinghouse Report. \r\nConcurrent college enrollment for high school students:  Increase the total number of students enrolled in college level courses from 594 to 700 by June 2015 as measured by the Hartford Public Schools data system. \r\nCollege Persistence: Hartford Public Schools (HPS) will increase persistence from 79% (baseline) to 82% (goal data) by November 2016 as measured by the National Student Clearinghouse Report. \r\nCareer Development:  Hartford Public Schools (HPS) will increase the total number of students participating in Internship opportunities from 347 to 620 by September 2015 as measured by the Hartford Student Internship Program reporting system. \r\n","Both quantitative and qualitative data have and will be collected on an ongoing basis throughout the implementation of the Hartford Promise Zone activities.\r\nIn the case of the work pertaining to College and Career Readiness and the partnership with the Department of Families, Children, Youth and Recreation, we will work to leverage and integrate aspects of the Hartford Public Schools data system, the Metro Hartford Information Services (MHIS), and Capital Workforce Partners (CWP) Efforts to Outcomes (ETO) data management system, in order to capture student, as well as professional development data to assist with quality improvement and monitor indicators of progress aligned with our goal and sub goals. Additionally, we will use the National Student Clearinghouse and the Hartford Student Internship Program Reporting systems to monitor progress and success.\r\n","•\tCollaboration with CBOs & Higher Ed January to May 2015\r\n•\tSSP & Internship Coordination October 2014 to June 2015\r\n•\tFAFSA completion initiative and college application process supports January 2015 – ongoing\r\n•\tProgress Monitoring and Professional development January - September 2015\r\n•\tStrategic planning & continuous improvement - Ongoing","Expected Outcomes:\nFAFSA: Increase the FAFSA completion rate from 54.5 % to 70% by September 2015 as measured by the FAFSA Completion Project Operational Milestone Reporting Form.  \r\nCollege enrollment: Increase post-secondary enrollment rate from 55% to 70% by November 2015 as measured by the National Student Clearinghouse Report. \r\nConcurrent college enrollment for high school students:  Increase the total number of students enrolled in college level courses from 594 to 700 by June 2015 as measured by the Hartford Public Schools data system. \r\nCollege Persistence: Hartford Public Schools (HPS) will increase persistence from 79% (baseline) to 82% (goal data) by November 2016 as measured by the National Student Clearinghouse Report. \r\nCareer Development:  Hartford Public Schools (HPS) will increase the total number of students participating in Internship opportunities from 347 to 620 by September 2015 as measured by the Hartford Student Internship Program reporting system. \r\n\nTimeline:\n•\tCollaboration with CBOs & Higher Ed January to May 2015\r\n•\tSSP & Internship Coordination October 2014 to June 2015\r\n•\tFAFSA completion initiative and college application process supports January 2015 – ongoing\r\n•\tProgress Monitoring and Professional development January - September 2015\r\n•\tStrategic planning & continuous improvement - Ongoing","N/A"]
[4,"b","Hartford Mayor's Office","North Hartford Promise Zone","Hartford","Connecticut","New England","Improve educational opportunities",null,"Increase the number of high school graduates that are college and career ready","Implement literacy and intervention strategies for Hartford students and families in the NHPZ by December 31, 2015","Hartford Public Schools and Hartford Public Library propose to work in partnership to serve the literacy and intervention needs of Hartford students and families in the NHPZ through a coherent system of relevant resources, programming, and services focused on increasing community adult and youth literacy rates.  As this proposal is part of the existing larger HPL & HPS Partnership work, this sub-goal will focus on fully implementing the library zone collaboration strategy and roll out plan in the NHPZ. The agencies will implement the following activities: 1) Zone Collaboration Strategy - build partnerships between branch libraries and surrounding schools to improve services and access; 2) Partnership Communication Strategy - effectively communicate programs and resources to all stakeholders to improve access to literacy resources and services; and 3) Technology, Resource, and Access Strategy - leverage shared tools, systems, and resources to improve services and access (new)","Implement literacy and intervention strategies for Hartford students and families in the NHPZ by December 31, 2015\nActivities: \nHartford Public Schools and Hartford Public Library propose to work in partnership to serve the literacy and intervention needs of Hartford students and families in the NHPZ through a coherent system of relevant resources, programming, and services focused on increasing community adult and youth literacy rates.  As this proposal is part of the existing larger HPL & HPS Partnership work, this sub-goal will focus on fully implementing the library zone collaboration strategy and roll out plan in the NHPZ. The agencies will implement the following activities: 1) Zone Collaboration Strategy - build partnerships between branch libraries and surrounding schools to improve services and access; 2) Partnership Communication Strategy - effectively communicate programs and resources to all stakeholders to improve access to literacy resources and services; and 3) Technology, Resource, and Access Strategy - leverage shared tools, systems, and resources to improve services and access (new)","The NHPZ areas include Upper Albany Branch Library and Barbour Branch Library Zone.  The schools that fall within these zones are primarily neighborhood schools serving students that underperform in literacy as compared to their peers in surrounding zones.  Only 2 out 9 schools that fall within these two zones currently have school libraries staffed by Library Media Specialists.  A study conducted in 2001 compared student performance across 4 states with the level of access to library media programs in schools in partnership with local public libraries. The results overwhelmingly confirmed higher student achievement for students that had access to and participated in robust library programming including those with dedicated staffing, current and adequate collections, and comprehensive literacy programs and services (Lance, K.C (2001) Proof of the Power: Recent Research on the Impact of School Library Media Programs on the Academic Achievement of US Public School Students. ERIC Digest)","he vision of the Hartford Public Schools and Hartford Public Library is to work collaboratively to serve the library and intervention needs of Hartford students and families through a coherent system of relevant resources, programming, and services.  Common features of effective public library and school collaborations are designed to promote reading in schools, homes, and libraries, include access to varied material that appeals to all ages and tastes, promote active parent involvement, foster partnerships among community institutions, and support collaboration among significant adults in students’ lives. The Hartford Public Schools and Hartford Public Library’s collaboration efforts are currently evidenced through the development of a joint collaboration action plan that outlines the roles and responsibilities of each entity in all three strategy areas (Zone Collaboration Strategy, Partnership Communication Strategy, and Technology, Resource and Access Strategy).","Hartford Mayor's Office SubGoal 4b","Source of Funds: Hartford Board of Education Budget\r\nActivity: Goodwin Branch Library Zone Collaboration Pilot Development and Implementation\r\nAmount:   $74,788\r\nStart and end date: 2013-14 School Year and Recurring\r\nRecipient of Resources: Funds Support Partnership Efforts and Activities\r\n\r\nSource of Funds: Hartford Public Library Budget\r\nActivity: Goodwin Branch Library Zone Collaboration Pilot Development and Implementation\r\nAmount:   $25,470\r\nStart and end date: 2014-2015\r\nRecipient of Resources: Funds Support Partnership Efforts and Activities\r\n","Type: Grants or HPL/HPS Budget\r\nActivity: Need increased FTEs (staff) per zone for both HPL and HPS; Shared Circulation System Upgrade, Maintenance, and Collection Development; Zone Collaboration Programming Funding; Communications Funding; Shared Technology Resources\r\nEstimated amount: Year 1 $801,332; Year 2 $966,274; Year 3 $1,135,068; Year 4 $1,269,880; Year 5 $1,166,668; Year 6 $1,218,235 (Total over five years: $5,339,222)\r\nStart and end date: 2015-2020\r\nRecipient: HPL/HPS Partnership\r\n","Type: HPS/HPL Budgets\r\nActivity: School and Branch Staff Collaboration, Time, Facilities\r\nStart and end date: 2015-2020\r\nRecipient: HPL/HPS Partnership\r\n","Type: Partnership\r\nActivity: Building buy-in/capacity around the various aspects of our collaboration and partnerships\r\nStart and end date: 2015-2020\r\nRecipient: HPL/HPS Partnership\r\n","We expect to see positive outcomes in four areas identified as key collaboration priorities:\r\n•\tSchool Readiness \r\n•\tLibrary Services and Access\r\n•\tProgramming for Students and Families \r\n•\tIntervention Programs and Services – summer learning loss \r\nMeasurement:\r\nIncreased % of students meeting  reading targets set each year by HPS\r\nIncreased % of zone population with registered library cards\r\nIncreased % of zone population participating in literacy programs and services\r\n","In the case of the Hartford Public Schools and Hartford Public Library Partnership, action plans have been developed at both the partnership level as well as within each school/branch zone.  Surveys have been administered and will continue to be used to collect data around stakeholder needs and feedback.  This data is shared on a continuous within the various focus teams developed from the partnership (Core Leadership Team, Zone Teams, Systems & Access Team, Communication Team). ","•\tImplement multi-year zone collaboration expansion (Pilot Year: 1 Zone; Year 1: 2 Zones, Year 2: 2 Zones; Year 3: 2 Zones; Year 4: 3 Zones) \r\n•\tBegin Partnership Communication Strategy in 2015\r\n•\tImplement Technology, Resource, and Access Strategy starting in 2015","Expected Outcomes:\nWe expect to see positive outcomes in four areas identified as key collaboration priorities:\r\n•\tSchool Readiness \r\n•\tLibrary Services and Access\r\n•\tProgramming for Students and Families \r\n•\tIntervention Programs and Services – summer learning loss \r\nMeasurement:\r\nIncreased % of students meeting  reading targets set each year by HPS\r\nIncreased % of zone population with registered library cards\r\nIncreased % of zone population participating in literacy programs and services\r\n\nTimeline:\n•\tImplement multi-year zone collaboration expansion (Pilot Year: 1 Zone; Year 1: 2 Zones, Year 2: 2 Zones; Year 3: 2 Zones; Year 4: 3 Zones) \r\n•\tBegin Partnership Communication Strategy in 2015\r\n•\tImplement Technology, Resource, and Access Strategy starting in 2015","N/A"]
[5,"a","Hartford Mayor's Office","North Hartford Promise Zone","Hartford","Connecticut","New England","Other community goal (i.e. Health and wellness, Affordable housing, etc.)","Housing","Create programs that assist NHPZ’s individuals with preventing foreclosure and provide low-to-moderate income individuals and/or households decent, affordable and sustainable rental, homeownership, and home improvement opportunities.","Support NHPZ neighborhood stabilization by providing foreclosure prevention resources and information to current homeowners, prospective homebuyers, and other residents.","Continue to implement the House Hartford Downpayment Assistance Program which offers up to 20% in down payment funds and require the front-end housing expense ratio to fall between 25%-33%, a range deemed sustainably affordable by HUD. Refer at risk clientele to the Emergency Mortgage Assistance Program (EMAP) administered by the Connecticut Housing Finance Authority. EMAP provides temporary monthly mortgage payment assistance for up to five years to eligible Connecticut homeowners who are facing foreclosure due to a financial hardship. Refer at-risk clients to the Neighborhood Corporation of America (NACA). This entity’s Home Save Program is effective in helping homeowners refinance their unaffordable mortgages. Allowing partial forgiveness, modification, or subordination of City debt in instances where foreclosure action can be prevented. Refer neighborhood residents to HUD-approved housing counseling agencies that offer professional housing counseling and training (ongoing)","Support NHPZ neighborhood stabilization by providing foreclosure prevention resources and information to current homeowners, prospective homebuyers, and other residents.\nActivities: \nContinue to implement the House Hartford Downpayment Assistance Program which offers up to 20% in down payment funds and require the front-end housing expense ratio to fall between 25%-33%, a range deemed sustainably affordable by HUD. Refer at risk clientele to the Emergency Mortgage Assistance Program (EMAP) administered by the Connecticut Housing Finance Authority. EMAP provides temporary monthly mortgage payment assistance for up to five years to eligible Connecticut homeowners who are facing foreclosure due to a financial hardship. Refer at-risk clients to the Neighborhood Corporation of America (NACA). This entity’s Home Save Program is effective in helping homeowners refinance their unaffordable mortgages. Allowing partial forgiveness, modification, or subordination of City debt in instances where foreclosure action can be prevented. Refer neighborhood residents to HUD-approved housing counseling agencies that offer professional housing counseling and training (ongoing)","The NHPZ has a per capita income $12,099 annually as opposed to $16,286 for the City and $37,726 for the State. Residents in the NHPZ face three intertwined challenges: unemployment (27.44%), poverty (49.35%) and low educational levels (only 38.3% of residents 25 years and older have a high school degree or equivalent). The City of Hartford had approximately 201 foreclosures in 2013. Of that number the Promise Zone foreclosure number was approximately 54, representing 27% of total foreclosures city-side(source: American Community Survey) Homeowners in the NHPZ are struggling to make their mortgage payments due to job loss or reduction of income. In addition, 56% of homes in Hartford were “underwater” in 2013.","The Department of Development Services: Housing Division will work with supporting partners such as the Urban League of Greater Hartford, Neighborhood Assistance Corporation of America (NACA), and the Christian Activities Council to provide comprehensive housing counseling for individuals facing foreclosure, loss mitigation services, mortgage lending assistance, debt reduction counseling and financial literacy.  Connecticut Housing Finance Authority (CHFA) and NACA will play a pivotal role in providing financial assistance to homeowners facing foreclosure and upside down home values.","Hartford Mayor's Office SubGoal 5a","Source of funds: NONE\r\nActivity:  N/A\r\nAmount: N/A\r\nStart and end date: N/A\r\nRecipient of resources: N/A\r\n","Type: Marketing in the NHPZ\r\nActivity: Mailers and Correspondence\r\nEstimated amount: $8,500.00\r\nStart and end date: January 2015- January 2016\r\nRecipient: Selected Housing Counseling agencies\r\n","Type: Comprehensive housing counseling\r\nActivity: Counseling for low-to moderate income individuals facing foreclosure, loss mitigation services, mortgage lending assistance, debt reduction counseling and financial literacy. \r\nStart and end date: Services are currently offered\r\nRecipient: Renters, homeowners, an prospective homebuyers\r\n","Type: Comprehensive housing counseling\r\nActivity: Counseling for low-to moderate income individuals facing foreclosure, loss mitigation services, mortgage lending assistance, debt reduction counseling and financial literacy. \r\nStart and end date: Services are currently offered\r\nRecipient: Renters, homeowners, an prospective homebuyers\r\n","•\tReduce NHPZ foreclosure rate by 20%\r\n•\tDecrease the rate of sliding home values by 1%-3%\r\n•\tHelp to Increase home values by 1%-3%\r\n•\tThe number of residents attending professional, comprehensive housing counseling: 100\r\n•\tGenerally reduce the incidences of abandonment and vandalism in NHPZ","•\tRequests quarterly reports on the number of residents attending counseling sessions\r\n•\tPeriodically tracking foreclosure activity in housing market publications such as the Commercial Record and Hartford Business Journal\r\n•\tDocumenting the number of referrals to counseling agencies\r\n•\tPeriodically tracking the value of residential homes in NHPZ\r\n•\tUsing data and outcomes to direct/affect future funding to housing agencies","•\tIdentify additional funding for counseling agencies in 2015-2016\r\n•\tTrain all City of Hartford housing staff to disseminate foreclosure prevention information in 2015.\r\n•\tCreate and maintain a resident referral form to track the number and nature of referrals to housing counseling agencies in 2015.\r\n•\tOrganizing and presenting a foreclosure prevention fair/event in the NHPZ in 2015","Expected Outcomes:\n•\tReduce NHPZ foreclosure rate by 20%\r\n•\tDecrease the rate of sliding home values by 1%-3%\r\n•\tHelp to Increase home values by 1%-3%\r\n•\tThe number of residents attending professional, comprehensive housing counseling: 100\r\n•\tGenerally reduce the incidences of abandonment and vandalism in NHPZ\nTimeline:\n•\tIdentify additional funding for counseling agencies in 2015-2016\r\n•\tTrain all City of Hartford housing staff to disseminate foreclosure prevention information in 2015.\r\n•\tCreate and maintain a resident referral form to track the number and nature of referrals to housing counseling agencies in 2015.\r\n•\tOrganizing and presenting a foreclosure prevention fair/event in the NHPZ in 2015","N/A"]
[5,"b","Hartford Mayor's Office","North Hartford Promise Zone","Hartford","Connecticut","New England","Other community goal (i.e. Health and wellness, Affordable housing, etc.)","Housing","Create programs that assist NHPZ’s individuals with preventing foreclosure and provide low-to-moderate income individuals and/or households decent, affordable and sustainable rental, homeownership, and home improvement opportunities.","Create programs, initiatives or incentives to encourage rehabilitation and homeownership opportunities for low to moderate income households.","Expand the City’s down payment assistance program that specifically targets low-to-moderate income residents who wish to live in the NHPZ. Provide information regarding the Connecticut Housing Finance Authority, which currently operates a first-time homebuyer offering down payment assistance for low to moderate income households currently living in public Housing.  Expand Hartford’s Restoration Project to assist with blight remediation and exterior beautification. Expand developer/builders gap financing, allowing the construction of single family and owner occupied rental homes where the cost to build exceeds what the property can sell for in the open market. Fully fund the City’s Housing Preservation Loan Fund to inexpensively cover the cost of general repairs, code violations, and blight remediation for low-to moderate income homeowners. Continue to support Rebuilding Together Hartford’s efforts to provide no-cost minor repair services for low income, elderly or disabled homeowners.","Create programs, initiatives or incentives to encourage rehabilitation and homeownership opportunities for low to moderate income households.\nActivities: \nExpand the City’s down payment assistance program that specifically targets low-to-moderate income residents who wish to live in the NHPZ. Provide information regarding the Connecticut Housing Finance Authority, which currently operates a first-time homebuyer offering down payment assistance for low to moderate income households currently living in public Housing.  Expand Hartford’s Restoration Project to assist with blight remediation and exterior beautification. Expand developer/builders gap financing, allowing the construction of single family and owner occupied rental homes where the cost to build exceeds what the property can sell for in the open market. Fully fund the City’s Housing Preservation Loan Fund to inexpensively cover the cost of general repairs, code violations, and blight remediation for low-to moderate income homeowners. Continue to support Rebuilding Together Hartford’s efforts to provide no-cost minor repair services for low income, elderly or disabled homeowners.","The NHPZ has a per capita income $12,099 annually as opposed to $16,286 for the City and $37,726 for the State. Residents in the NHPZ face three intertwined challenges: unemployment (27.44%), poverty (49.35%) and low educational levels (only 38.3% of residents 25 years and older have a high school degree or equivalent). The NHPZ has a total of 10,113 housing units for a population of 23,930. Eighty-six percent of the City’s residential housing stock was built before 1978 and likely contains lead.  Fifty-two percent of the housing stock was built before 1950 - homes that are now in need of deferred maintenance.  (American Community Survey). In 2011, a City-wide inventory survey of buildings in Hartford revealed the existence of over 700 blighted buildings, many of which are residential 1-6 family structures.","The Housing Division is the lead implementing partner for the above mentioned activities. The Housing Division will partner with Rebuilding Together Hartford, Connecticut Housing Finance Authority, Christian Activities Council, and the Hartford Habitat for Humanity. First mortgage lenders providing affordable financing for homeownership HomeBridge Financial, First Niagara Bank, First World Mortgage, United Bank (formerly Rockville Bank).","Hartford Mayor's Office SubGoal 5b","Source of funds: City, State, Federal, private\r\nActivity:  Homeownership and Rehabilitation\r\nAmount: HPLF: $2,065,000 ($75K; HHS:$200k, LSNI: $100K, HouseHartford: $250k; GAP: $100K; CIP: $300K, CHFA and private lenders: $1 million; Rebuilding Together Hartford: $40k;  Habitat for Humanity: $350K)\r\nStart and end date: January 2015- January 2020\r\nRecipient of resources: low to moderate income households seeking to affordably purchase or improve a home in Hartford.\r\n","Type: City, State, Federal, private (all sources)\r\nActivity: Homeownership and Rehabilitation\r\nEstimated amount: $2,000,000 (Additional)\r\nStart and end date: January 2015- January 2020\r\nRecipient: low to moderate income households seeking to affordably purchase or improve a home in Hartford\r\n","Type: Free human capital (volunteers)\r\nActivity: Construction of new homes and rehabilitation and repair of existing homes\r\nStart and end date: January 2015- January 2016\r\nRecipient: low to moderate prospective homebuyers and current homeowners\r\n","N/A","•\t15 blighted properties addressed (residential owner-occupied);\r\n•\t60 owner-occupied units improved to decent, safe condition;\r\n•\t25 owner-occupied units lead remediated;\r\n•\t100 Completed rehabilitation projects (properties);\r\n•\t120 low to moderate income households assisted in the NHPZ’s;\r\n•\t80 new homebuyers in NHPZ over five years; and, \r\n•\t5-10 city owned properties/lots acquired and sold for homeownership development.","•\tHousing collects and tracks transactional data for all projects assisted by funds administered by the City;\r\n•\tSpreadsheets are the collection tool of choice for City loan program;\r\n•\tParticipating lenders may be required to share loan origination and closing data in NHPZ (CRA efforts and accomplishments);\r\n•\tThe City’s MUNIS financial system collects and tracks housing program expenditure data; and, \r\n•\tThe use of HUD’s Integrated Disbursement & Information System allows Housing to track and report funding and expenditure figures for HOME/CDBG related housing activities.\r\n","•\tHousing must hire three  additional staff members by the beginning of 2015-2016;\r\n•\tCapital Improvement Funds for the loan activity must be authorized by July 2015; and, \r\n•\tMarketing efforts in the NHPZ on the part of our partners should begin by July 2015.","Expected Outcomes:\n•\t15 blighted properties addressed (residential owner-occupied);\r\n•\t60 owner-occupied units improved to decent, safe condition;\r\n•\t25 owner-occupied units lead remediated;\r\n•\t100 Completed rehabilitation projects (properties);\r\n•\t120 low to moderate income households assisted in the NHPZ’s;\r\n•\t80 new homebuyers in NHPZ over five years; and, \r\n•\t5-10 city owned properties/lots acquired and sold for homeownership development.\nTimeline:\n•\tHousing must hire three  additional staff members by the beginning of 2015-2016;\r\n•\tCapital Improvement Funds for the loan activity must be authorized by July 2015; and, \r\n•\tMarketing efforts in the NHPZ on the part of our partners should begin by July 2015.","N/A"]
[5,"c","Hartford Mayor's Office","North Hartford Promise Zone","Hartford","Connecticut","New England","Other community goal (i.e. Health and wellness, Affordable housing, etc.)","Housing","Create programs that assist NHPZ’s individuals with preventing foreclosure and provide low-to-moderate income individuals and/or households decent, affordable and sustainable rental, homeownership, and home improvement opportunities.","Increase and improve the affordability and condition of rental units, especially along transit corridors, such as Albany Avenue and North Main Street.","•\tMaintaining/expanding the City of Hartford’s Section 8 Housing Choice Voucher Program, providing rental assistance for thousands of low income families. Housing Preservation Loan Fund – general repair, code violations, blight remediation for rental units in multi-family homes. Program often requires owners to rent to low-to moderate households and capping rents to an “affordable level”. \r\n•\tHHS Lead Remediation loans – for lead remediation activities in rental units in multi-family homes. Program often requires owners to rent to low-to moderate households with children. \r\n•\tThe Hartford Community Loan Fund, a private lender, provides loans to owners of multi-family properties seeking to rehabilitate/update rental units. \r\n•\tThe City’s Home Investment Partnerships Program lends federal dollars to developers of affordable rental housing.  Housing staff to seek out project opportunities in NHPZ. \r\n","Increase and improve the affordability and condition of rental units, especially along transit corridors, such as Albany Avenue and North Main Street.\nActivities: \n•\tMaintaining/expanding the City of Hartford’s Section 8 Housing Choice Voucher Program, providing rental assistance for thousands of low income families. Housing Preservation Loan Fund – general repair, code violations, blight remediation for rental units in multi-family homes. Program often requires owners to rent to low-to moderate households and capping rents to an “affordable level”. \r\n•\tHHS Lead Remediation loans – for lead remediation activities in rental units in multi-family homes. Program often requires owners to rent to low-to moderate households with children. \r\n•\tThe Hartford Community Loan Fund, a private lender, provides loans to owners of multi-family properties seeking to rehabilitate/update rental units. \r\n•\tThe City’s Home Investment Partnerships Program lends federal dollars to developers of affordable rental housing.  Housing staff to seek out project opportunities in NHPZ. \r\n","Households paying more than 30% of household income to cover housing expenses: \r\n62.7 % Upper Albany; 53.4% Northeast; 72.8% Clay Arsenal – compared to a city-wide percentage of 58.5% (Ninigret Partners-Hartford Housing Study); many household cannot afford the ancillary costs associated with owning a home an choose to rent.\r\n","•\tThe City of Hartford Housing Division is the lead implementing agency. The Housing Division will partner with the Hartford Community Loan Fund, Horace Bushnell, and the Connecticut Housing Finance Authority to implement the above mentioned activities.\r\n•\tHHA will meet with the Housing Division on a regular basis to ensure their respective housing development efforts are strategically aligned. Such efforts will ultimately, results in new developments that will benefit the local neighborhoods, include the zone.  \r\n","Hartford Mayor's Office SubGoal 5c","Source of funds: Federal, State, and City, private funding sources\r\nActivity: Rental Rehabilitation and Development\r\nAmount: $ 2,750,000 (HPLF: $200K; HOME: $1 million, HHS: $450k; LSNI: $100K, GAP: $100K; CIP: $500K; CHFA rental development funds: Variable; Hartford Community Loan Fund: $400K\r\nStart and end date: January 2015- January 2020\r\nRecipient of resources: Developers and building owners developing rehabilitating affordable rental units in NHPZ.  \r\n","Type: Federal, State, and City, private funding sources\r\nActivity: Rental Rehabilitation and Development\r\nEstimated amount: $5,000,000 (additional dollars needed)\r\nStart and end date: January 2015- January 2020\r\nRecipient: Developers and building owners developing rehabilitating affordable rental units in NHPZ.  \r\n","N/A","N/A","•\t100 rental units rehabilitated\r\n•\t60 rental units lead remediated\r\n•\tHousing to seek 10-20 Project-Based Section 8 affordable rental opportunities\r\n•\t50 new rental units created\r\n•\tAverage rental cost monitored over 5 years","•\tHousing collects and tracks transactional data for all projects/households assisted by funds administered by the City;\r\n•\tSpreadsheets are the collection tool of choice for City loan program;\r\n•\tThe City’s MUNIS financial system collects and tracks housing program expenditure data;\r\n•\tThe use of HUD’s Integrated Disbursement & Information System allows Housing to track and report funding and expenditure figures for HOME / CDBG related housing activities;\r\n•\tHUD furnishes a booklet on the estimated number, location and availability of affordable rental housing in the City of Hartford;\r\n•\tAnnually, the State of Connecticut issues a communique that informs municipalities of the number of affordable housing units in each community; and, \r\n•\tCollect information of average rents in NHPZ over five years.\r\n","•\tHousing must hire three additional staff members by the beginning of 2015-2016\r\n•\tCapital Improvement Funds for the loan activity must be authorized by July 2015\r\n•\tMarketing efforts in the NHPZ on the part of our partners should begin by July 2015","Expected Outcomes:\n•\t100 rental units rehabilitated\r\n•\t60 rental units lead remediated\r\n•\tHousing to seek 10-20 Project-Based Section 8 affordable rental opportunities\r\n•\t50 new rental units created\r\n•\tAverage rental cost monitored over 5 years\nTimeline:\n•\tHousing must hire three additional staff members by the beginning of 2015-2016\r\n•\tCapital Improvement Funds for the loan activity must be authorized by July 2015\r\n•\tMarketing efforts in the NHPZ on the part of our partners should begin by July 2015","N/A"]
[6,"a","Hartford Mayor's Office","North Hartford Promise Zone","Hartford","Connecticut","New England","Other community goal (i.e. Health and wellness, Affordable housing, etc.)","Health and Wellness","Improve emotional and physical development of high-risk children and families.\r\n\r\n","Decrease the incidence of emotional and behavioral disturbance, developmental and learning problems, and abuse and neglect among high-risk young children and their families.\r\n\r\n","Child First provides services to pregnant women and families with children from birth to age 6 years in cases in which the child has emotional, behavioral, or developmental concerns or the family faces multiple risks that are likely to lead to negative child outcomes. Child First is an intensive home visiting approach that uses two professionals working together as a team: (1) a bachelor’s level care coordinator connects children and families to needed services and (2) a master’s level, licensed, mental health clinician who provides a psychotherapeutic intervention. Targeted implementation of the Child First model in the NHPZ, with two dedicated teams, would provide integrated, wrap-around services and supports to 48-60 households annually. The Village for Families and Children (The Village) currently serves 24 families in Hartford, and eight families in the targeted zone. The unmet need is estimated between 75-100 families in the NHPZ area.","Decrease the incidence of emotional and behavioral disturbance, developmental and learning problems, and abuse and neglect among high-risk young children and their families.\r\n\r\n\nActivities: \nChild First provides services to pregnant women and families with children from birth to age 6 years in cases in which the child has emotional, behavioral, or developmental concerns or the family faces multiple risks that are likely to lead to negative child outcomes. Child First is an intensive home visiting approach that uses two professionals working together as a team: (1) a bachelor’s level care coordinator connects children and families to needed services and (2) a master’s level, licensed, mental health clinician who provides a psychotherapeutic intervention. Targeted implementation of the Child First model in the NHPZ, with two dedicated teams, would provide integrated, wrap-around services and supports to 48-60 households annually. The Village for Families and Children (The Village) currently serves 24 families in Hartford, and eight families in the targeted zone. The unmet need is estimated between 75-100 families in the NHPZ area.","Evidence suggests that domestic violence (DV) is especially likely to occur when other risks (i.e. parental or sibling substance abuse, unemployment and related financial stress, violence, other negative influences in the surrounding community) also are present, creating an overlap of familial and environmental violence and/or negative influences and putting children living with such overlap at extremely high risk (Intersection of Child Abuse and Children’s Exposure to DV, Trauma, Violence & Abuse 9:84).  In 2013 HPD reported that Hartford had a total of 106 abuse and neglect reports of which 26% where in the NHPZ. That same year it had 29% of arrests due to DV in the NHPZ. The Child First, evidence-based home visitation model prevents family disruption and promotes the healthy development of children by decreasing environmental stressors that are toxic to the developing brain of the child, and by increasing parent-child attachment as a protective factor against this toxic stress. ","The Village is a nonprofit, multi-service organization serving the Greater Hartford region for over 200 years. The Village endeavors \"to build a community of strong, healthy families who protect and nurture children.\" It fulfills this mission by providing a full range of child welfare, behavioral health and community support services for children and their families. From prevention to crisis, The Village does whatever it takes to help children and families transform their lives, and to ensure that every child believes in tomorrow. Since 2010, The Village has been part of replicating Child First in Connecticut and has an excellent record of implementing Child First with fidelity to the model. Today, the organization has two teams serving Hartford and one in Bloomfield.","Hartford Mayor's Office SubGoal 6a","Source of funds: Department of Children and Families\r\nActivity: Child First teams serving Hartford\r\nAmount: (25% of total, pro-rated based on Promise Zone) $105,735 per year\r\nStart and end date: Current contract: 07/01/2012-6/30/2015\r\nRecipient of resources: The Village for Families and Children\r\n","Type: Operating\r\nActivity: Two Child First Teams \r\nEstimated amount: $420,000 per year ($2.1 million over five years)\r\nStart and end date: 2015-2020\r\nRecipient: The Village for Families & Children\r\n","N/A","N/A","Child First is designed to improve maternal mental health and depression; child social-emotional and language development; and, referrals and access to community-based services and supports. Improved child emotional/behavioral problems or mental health; Decreased in caregiver parenting stress; Improved parent-child interaction; Enhanced child executive functioning/cognitive and language function; Reduced family involvement with DCF for child maltreatment; Increased family access to community-based services and supports. Child First’s established assessment protocol uses a combination of standardized measures; formal assessments developed or adapted by Child First; and informal assessments based on information obtained by the team during discussions with the family or observations. Teams administer assessments at specific points in time during the intervention; at specific developmental milestones for children; and on an as-needed basis determined by the family’s needs. ","Child First has a customized Electronic Health Record (EHR) that uses the CareLogic SaaS application to capture all required Child First clinical and administrative data elements. The Village collects required elements using its own CareLogic EHR and then submits the data to the Child First Central Program Office.","•\tSecure funding: 3-12 months\r\n•\tStaff and train new teams: 3-4 months\r\n•\tEnroll new Promise Zone Families to capacity: 2-3 months\r\n","Expected Outcomes:\nChild First is designed to improve maternal mental health and depression; child social-emotional and language development; and, referrals and access to community-based services and supports. Improved child emotional/behavioral problems or mental health; Decreased in caregiver parenting stress; Improved parent-child interaction; Enhanced child executive functioning/cognitive and language function; Reduced family involvement with DCF for child maltreatment; Increased family access to community-based services and supports. Child First’s established assessment protocol uses a combination of standardized measures; formal assessments developed or adapted by Child First; and informal assessments based on information obtained by the team during discussions with the family or observations. Teams administer assessments at specific points in time during the intervention; at specific developmental milestones for children; and on an as-needed basis determined by the family’s needs. \nTimeline:\n•\tSecure funding: 3-12 months\r\n•\tStaff and train new teams: 3-4 months\r\n•\tEnroll new Promise Zone Families to capacity: 2-3 months\r\n","N/A"]
[6,"b","Hartford Mayor's Office","North Hartford Promise Zone","Hartford","Connecticut","New England","Other community goal (i.e. Health and wellness, Affordable housing, etc.)","Health and Wellness","Improve emotional and physical development of high-risk children and families.\r\n\r\n","Increase the number of food retailers offering healthy food options from 0 to 10 and remove barriers to community gardening by 2016.",null,"Increase the number of food retailers offering healthy food options from 0 to 10 and remove barriers to community gardening by 2016.\nActivities: \n","Organize a public forum with the community, food retailers and organizations about offering more healthy food options in the NHPZ. Meet with local small retailers and assist them in creating a buying collaborative in order to secure better prices for fresh produce (New). Work with city leaders to adopt and implement amendments to zoning codes to remove barriers to urban agriculture and amend the City tax code to provide tax incentives to private property owners who may collaborate with NHPZ non-profits to develop urban farming operations on their property. To be eligible for a tax incentive, a property owner might deed the property to a 501c3 organization to develop a garden on the property. Language in the deed would state that if the property ceases to be used as a garden, ownership would revert back to the donor of the property. Secure grants funding to support the above activities (New).   ","The Greater Hartford YMCA / REACH (Racial and Ethnic Approaches to Community Health) Coalition is a partnership of 19 organizations to combat health disparities in Hartford.) The REACH Coalition will organize public forums with the community and food retailers about offering more health food options.  Coalition partners will lead the efforts to meet with local retailers and assist them in creating a buying collaborative in order to secure better prices for fresh produce. The REACH Coalition will also create liaisons between small/medium grocery stores and farmers for the purchase of local fresh produces. Hartford Department of Health and Human Services will be responsible for drafting amendments to the zoning code and pursuing tax incentives for private property owners and Supporting Partner Knox, currently assists communities to implement community gardens. ","Hartford Mayor's Office SubGoal 6b","Source of funds: Connecticut Health Foundation Grant\r\nActivity: REACH Coalition current programs\r\nAmount: $75,000\r\nStart and end date: January 1, 2014 to December 31, 2014\r\nRecipient of resources: Greater Hartford YMCA/REACH Coalition\r\n\r\nSource of funds: State of CT DPH Per Capita Fund\r\nActivity: Capacity building for urban agriculture\r\nAmount: $10,000/year over 3 years ($30,000 total)\r\nStart and end date: July 2014\r\nRecipient of resource: Hartford Food Systems\r\n","Type:  Grant\r\nActivity: To cover the cost of a facilitator and incidentals (printing, supplies, rent) for public forums, meetings with food retailers and liaison between local farmers and small/medium size grocery stores.\r\nEstimated amount: $75,000\r\nStart and end date: January 2015 to December  2015\r\nRecipient: Greater Hartford YMCA/ REACH Coalition\r\n\r\nType: Grant\r\nActivity:  Development of community gardens\r\nEstimated amount: $30,000\r\nStart and end date: September 2015 - 2018\r\nRecipient: Department of Health and Human Services\r\n\r\nType: Grant\r\nActivity:  Consumer education of healthy food choices and distribution of information\r\nEstimated amount: $25,000\r\nStart and end date: September 2015-2018\r\nRecipient: Department of Health and Human Services\r\n","Source and Type: In-kind support from Hartford REACH Coalition partners\r\nActivity: Support in the creation of a Community Action Plan, and its implementation, as we explore policy, system and environmental changes required to create a healthier community for residents of the NHPZ.\r\nStart and end date: January  2013 ongoing\r\nRecipient: Greater Hartford YMCA \r\n","Type: Volunteers\r\nActivity: Need 5-10 total, part and full-time volunteers to organize public forums\r\nStart and end date: September 2015-2018\r\nRecipient: Greater Hartford YMCA/REACH Coalition\r\n","•\tIncrease representation from the food retail industry to help direct future initiatives as it relates to healthy food options and food policy (measurement: number of retailers participating);\r\n•\tCreate a dialogue between food retailers and the community to support healthy items in the stores (measurement: 75 or more people attend public forums);\r\n•\tIncrease in community gardens created in the NHPZ (measurement: number of community gardens created);\r\n•\tIncrease the quality and availability of fresh produce at small/medium-size groceries (measurement: number of groceries providing fresh produce); and\r\n•\tIncrease the proportion of adults who are at healthy weight by 10% (measurement: use baseline data for NHPZ to compare impact of program).\r\n","The CDC required the REACH Coalition to comply with its data collection strategies. To that end, the REACH Coalition has a Data Collection Sub-Committee that is responsible for the collection, tracking and sharing of data. The data collected is consistent with the Community Action Plan (CAP) created to guide collective work and impact. In addition, GIS technology will be used to identify community garden plots within Promise Zone along with food metrics. Data will be shared with the Mayor’s Office and other Departments annually. The Efforts to Outcome (ETO) database will be used to collect the following:\r\n•\tNumber of gardening education sessions (including dates held, topics covered, number of participants, participants’ neighborhood of residence, equipment purchased, food type and yield); and,\r\n•\tNumber of healthy food choices sessions (including dates held, topics covered, number of participants, participants’ neighborhood of residence and number of household members/children);\r\n","•\tOrganize public forums by 2015 ( measurement: number of organizations in attendance at public forums);\r\n•\tCreation of buying collaborative by 2015 (measurement: number of buying collaborative created);\r\n•\tWork with City leaders to amend zoning codes to remove barriers to urban agriculture and amend the City tax code to provide tax incentives to private property owners by 2015;\r\n•\tDevelop a plan to increase health food options by 2016 (measurement: Plan developed according to timeline);\r\n•\tCreate of community gardens by 2016;\r\n•\tProvide education and nutrition education to consumers about healthy food choices by 2016; and,\r\n•\tSecure federal grant funding by 2016.","Expected Outcomes:\n•\tIncrease representation from the food retail industry to help direct future initiatives as it relates to healthy food options and food policy (measurement: number of retailers participating);\r\n•\tCreate a dialogue between food retailers and the community to support healthy items in the stores (measurement: 75 or more people attend public forums);\r\n•\tIncrease in community gardens created in the NHPZ (measurement: number of community gardens created);\r\n•\tIncrease the quality and availability of fresh produce at small/medium-size groceries (measurement: number of groceries providing fresh produce); and\r\n•\tIncrease the proportion of adults who are at healthy weight by 10% (measurement: use baseline data for NHPZ to compare impact of program).\r\n\nTimeline:\n•\tOrganize public forums by 2015 ( measurement: number of organizations in attendance at public forums);\r\n•\tCreation of buying collaborative by 2015 (measurement: number of buying collaborative created);\r\n•\tWork with City leaders to amend zoning codes to remove barriers to urban agriculture and amend the City tax code to provide tax incentives to private property owners by 2015;\r\n•\tDevelop a plan to increase health food options by 2016 (measurement: Plan developed according to timeline);\r\n•\tCreate of community gardens by 2016;\r\n•\tProvide education and nutrition education to consumers about healthy food choices by 2016; and,\r\n•\tSecure federal grant funding by 2016.","N/A"]
[6,"c","Hartford Mayor's Office","North Hartford Promise Zone","Hartford","Connecticut","New England","Other community goal (i.e. Health and wellness, Affordable housing, etc.)","Health and Wellness","Improve emotional and physical development of high-risk children and families.\r\n\r\n","Increase families’ and children’s active lifestyles and nutrition education by 10%","•\tReview and revise current regulations for food service in licensed early learning centers. (Ongoing)\r\n•\tEducate early learning center and licensed home daycare providers about changes to regulations and provide reference materials and guidelines. (Ongoing)\r\n•\tMonitor obesity rates among preschool children to measure effects of policy changes. (Ongoing)\r\n•\tIncrease distribution of nutrition information in child care facilities that is given to parents. (Ongoing)\r\n•\t““Leave No Child Inside” summer food service and recreation program with emphasis on nutrition and physical activity at Keney Park in the NHPZ. (Ongoing)\r\n•\tIncrease grant funding to support the above activities. (Ongoing)\r\n","Increase families’ and children’s active lifestyles and nutrition education by 10%\nActivities: \n•\tReview and revise current regulations for food service in licensed early learning centers. (Ongoing)\r\n•\tEducate early learning center and licensed home daycare providers about changes to regulations and provide reference materials and guidelines. (Ongoing)\r\n•\tMonitor obesity rates among preschool children to measure effects of policy changes. (Ongoing)\r\n•\tIncrease distribution of nutrition information in child care facilities that is given to parents. (Ongoing)\r\n•\t““Leave No Child Inside” summer food service and recreation program with emphasis on nutrition and physical activity at Keney Park in the NHPZ. (Ongoing)\r\n•\tIncrease grant funding to support the above activities. (Ongoing)\r\n","According to Hartford’s Child Weight Surveillance report, 32% of Hartford’s 3-to 4-year old children are either overweight or obese; the percentage increase to 39% for 4-to 5-year olds. This increased BMI with age trend is troublesome, as the expected long-term outcome is an increase in the overweight adult population. Difficult access to healthy and whole foods in low-income neighborhoods is the hard reality faced by a significant proportion of NHPZ residents. Lack of full-service grocery stores with higher quality fresh foods, coupled with the overall higher cost of healthy foods, increases the likelihood that our residents make food choices based on cost, typically leaving them to choose pre-pared foods. Hartford is well positioned to act since a great proportion of children’s recreational time and food intake occurs in preschool, and nearly three quarters of all Hartford preschool children are enrolled in city-funded center-based care. ","•\tDepartment of Families, Children, Youth and Recreation – the Division of Recreation implements the “Leave No Child Inside” summer food service and recreation program. “Leave No Child Inside\" defines recreation services by tying healthy meals with recreational activities and nutritional literacy.\r\n•\tSalvation Army has a location at 100 Nelson Street (in the middle of the PZ) and operates Preschool and Family Resource Center and an After School Enrichment Project. They will assist with the distribution of nutrition information in child care facilities and family center that is given to parents.\r\n•\tDepartment of Health and Human Services will review and revise current regulations for food services in licensed child day care centers and will educate day care providers about changes in regulations. The department will also monitor obesity rates among preschool children.\r\n","Hartford Mayor's Office SubGoal 6c","Source of funds: National Recreation and Park Association (NRPA) out-of-school time grant.\r\nActivity: “Leave No Child Inside” summer food service and recreation program\r\nAmount: $50,000\r\nStart and end date: April 2014 to January  2015\r\nRecipient of resources: Department of Families, Children, Youth and Recreation\r\n","Type: Grant\r\nActivity: “Leave No Child Inside” summer food service and recreation program\r\nEstimated amount: $200,000 over 5 years ($40,000 per year)\r\nStart and end date: January 2015- 2020\r\nRecipient: Department of Families, Children, Youth and Recreation  \r\n","Type: Partnering Organizations\r\nActivity: Community Center’s In-Kind Resources for the “Leave No Child Inside” Program\r\nStart and end date: January 2015-2020\r\nRecipient:  Department of Families, Children, Youth and Recreation\r\n","Type: Partnering Organizations\r\nActivity: Community Center’s In-Kind Resources for the “Leave No Child Inside” Program\r\nStart and end date: January 2015-2020\r\nRecipient:  Department of Families, Children, Youth and Recreation\r\n","•\tIncrease the number of facilities with nutrition standards for foods and beverages provided to preschool-aged children in child care by 10%. (Measurement: number of facilities participating)\r\n•\tReduce the proportion of preschool children and adolescents who are considered obese by 10% (Measurement: establish baseline data for children in current facilities to compare impact of program)\r\n•\tIncrease participation in summer food service and recreation programs in the NHPZ (Measurement: number of children participating in the “Leave No Child Inside” program)\r\n","Metro Hartford Information Systems (MHIS) will manage the project’s data management needs via the Socrata GovStat application - an online performance management system that will store project data, and measure and share progress among the partners. The collection of data will be a shared responsibility between MHIS and Connecticut Center for Advanced Technology (CCAT).","•\tReview and revise current regulations for food service in licensed child day care centers by 2015.\r\n•\tProvide education on new regulations to day care providers by 2015-2016.\r\n•\tContinue  “Leave No Child Inside” in 2015-2016 and ongoing\r\n•\tSecure federal grant funding by 2015 for above mentioned activities.","Expected Outcomes:\n•\tIncrease the number of facilities with nutrition standards for foods and beverages provided to preschool-aged children in child care by 10%. (Measurement: number of facilities participating)\r\n•\tReduce the proportion of preschool children and adolescents who are considered obese by 10% (Measurement: establish baseline data for children in current facilities to compare impact of program)\r\n•\tIncrease participation in summer food service and recreation programs in the NHPZ (Measurement: number of children participating in the “Leave No Child Inside” program)\r\n\nTimeline:\n•\tReview and revise current regulations for food service in licensed child day care centers by 2015.\r\n•\tProvide education on new regulations to day care providers by 2015-2016.\r\n•\tContinue  “Leave No Child Inside” in 2015-2016 and ongoing\r\n•\tSecure federal grant funding by 2015 for above mentioned activities.","N/A"]
[1,"a","John H. Boner Community Center","IndyEast Promise Zone","Indianapolis","Indiana","Great Lakes","Other community goal (i.e. Health and wellness, Affordable housing, etc.)","Affordable Housing and Redevelopment","Live IndyEast:  We promise to create an economically diverse community by promoting housing redevelopment that embraces existing and new residents. We aim to accomplish this by recapturing vacant housing and developing new and affordable options.","Decrease transiency rate/resident turnover by addressing barriers to decent, safe, & affordable housing of existing renters/homeowners. Deferred maintenance, vacant/blighted properties, & problem rentals undermine community vitality and stability.","Partner with community service providers to provide comprehensive support that helps keep low-income renters and homeowners in place.  These services will include social, occupational, and economic interventions. [Ongoing]\r\n\r\nWork with existing homeowners  to access homeowner repair loan/grant funds to stabilize properties, increase energy efficiency, and increase curb appeal.  These interventions will both increase property value and help home-owning neighbors remain stable within the community. [Ongoing]\r\n\r\nPromote responsible renting. Partner with the City of Indianapolis toward a comprehensive landlord registry and conduct landlord and tenant education sessions. [New]\r\n\r\nUtilize targeted code enforcement efforts and selective demolition of problem properties to encourage responsible property ownership and eliminate blight in developing areas. [Ongoing]","Decrease transiency rate/resident turnover by addressing barriers to decent, safe, & affordable housing of existing renters/homeowners. Deferred maintenance, vacant/blighted properties, & problem rentals undermine community vitality and stability.\nActivities: \nPartner with community service providers to provide comprehensive support that helps keep low-income renters and homeowners in place.  These services will include social, occupational, and economic interventions. [Ongoing]\r\n\r\nWork with existing homeowners  to access homeowner repair loan/grant funds to stabilize properties, increase energy efficiency, and increase curb appeal.  These interventions will both increase property value and help home-owning neighbors remain stable within the community. [Ongoing]\r\n\r\nPromote responsible renting. Partner with the City of Indianapolis toward a comprehensive landlord registry and conduct landlord and tenant education sessions. [New]\r\n\r\nUtilize targeted code enforcement efforts and selective demolition of problem properties to encourage responsible property ownership and eliminate blight in developing areas. [Ongoing]","Through a comprehensive review of research literature, The Urban Institute (2010) found  mixed-income neighborhoods offer the following benefits:\r\n\r\nEnriched social interactions, leading to positive outcomes for disadvantaged families;\r\n\r\nHeightened resident satisfaction with housing and neighborhood services and amenities;\r\n\r\nPromotion of positive place-based change;\r\n\r\nHigher resident satisfaction with safety measures;\r\n\r\nRealization of mental health benefits for residents; and, Increased resident understanding of others’ backgrounds, cultures and perceived stereotypes and prejudices.  \r\nhttp://www.urban.org/uploadedpdf/412292-effects-from-living.pdf)  \r\n\r\nWhen, through our activities and intervention, existing low-income neighbors find the supports and resources they need to maintain stability, these desirable outcomes will be achieved for the home-owning and house-renting neighbors in our Promise Zone neighborhoods.","Near East Area Renewal (NEAR) will offer home weatherization.\r\n\r\nThe John H. Boner Community Center (JHBCC) will offer homelessness prevention, rental housing, school-based services, the resources of its Center For Working Families, and energy assistance funds.\r\n\r\nThe following partners will offer critically-needed homeowner repair initiatives to residents living in the the Promise Zone: Englewood Community Development Corporation (ECDC), Riley Area Development Corporation (RADC), King Park Development Corporation (KPDC), Shepherd Community, Mission Indy, Federal Home Loan Bank and the Indianapolis Neighborhood Housing Partnership (INHP). \r\n\r\nIndianapolis Department of Code Enforcement will establish and maintain a landlord registry and engage in strategic demolition.\r\n\r\nThe Marion County Prosecutor’s office will continue to offer tenant and landlord education. NEAR will partner with the Prosecutor’s office. \r\n","John H. Boner Community Center SubGoal 1a","Total committed financial support for this sub-goal is $6,049,857 broken down as follows:\r\n\r\nSource of Funds:             City of Indianapolis - DMD - Housing Trust Fund\r\nActivity:                          \tHouse weatherization\r\nAmount:                          \t$50,000\r\nStart and End Date:  \tJanuary 2014 – December 2014\r\nRecipient:                        \tNear East Area Renewal\r\n\r\nSource of Funds:             City of Indianapolis - DMD- Housing Trust Fund\r\nActivity:                           \tHomeowner Repair Funds\r\nAmount:                          \t$81,000\r\nStart and End Date: \tJanuary 2014 – December 2014\r\nRecipient:                        \tEnglewood Community Development Corporation\r\n\r\nSource of Funds:          \tCity of Indianapolis - DMD -CDBG grant\r\nActivity:                            Homeowner repair\r\nAmount:                          \t$150,000\r\nStart and End Date: \tJanuary 2014 - December 2014\r\nRecipient:                        \tNear East Area Renewal\r\n\r\nSource of Funds:          \tCity of Indianapolis - DMD - CDBG grant\r\nActivity:                            Homeowner repair\r\nAmount:                          \t$150,000\r\nStart and End Date:  \tJanuary 2014 - December 2014\r\nRecipient:                        \tEnglewood Community Development Corporation\r\n\r\nSource of Funds:             City of Indianapolis - DMD - CDBG grant\r\nActivity:                           \tHomeowner repair & weatherization\r\nAmount:                          \t$130,000\r\nStart and End Date: \tJanuary 2015 – December 2015\r\nRecipient:                        \tNear East Area Renewal\r\n\r\nSource of Funds:             City of Indianapolis - DMD - CDBG grant\r\nActivity:                           \tHomeowner Repair Program\r\nAmount:                          \t$175,000\r\nStart and End Date: \tJanuary 2015 – December 2015\r\nRecipient:                        \tEnglewood Community Development Corporation\r\n\r\nSource of Funds:             City of Indianapolis - DMD - CDBG grant\r\nActivity:                           \tHomeowner Repair Program\r\nAmount:                          \t$150,000\r\nStart and End Date:  \tJanuary 2015 – December 2015\r\nRecipient:                        \tRiley Area Development Corporation\r\n\r\nSource of Funds:             City of Indianapolis - DMD - CDBG grant\r\nActivity:                           \tHomeowner Repair Program\r\nAmount:                          \t$175,000\r\nStart and End Date:  \tJanuary 2015 – December 2015\r\nRecipient:                        King Park Area Development Corporation\r\n\r\nSource of Funds:            City Of Indianapolis - DMD - CDBG grant\r\nActivity:                           Homeowner Repair Program\r\nAmount:                          $150,000\r\nStart and End Date:        January 2015 – December 2015\r\nRecipient:                        \tSoutheast Neighborhood Development\r\n\r\nSource of Funds:             Indianapolis Neighborhood Housing Partnership\r\nActivity:                            Homeowner facade repairs/upgrades\r\nAmount:                          $98,537\r\nStart and End Date:     \tOngoing\r\nRecipient:                        \tPromise Zone homeowners at or below 80% AMI\r\n\r\nSource of Funds:             National Bank of Indianapolis/Federal Home Loan Bank of Indianapolis\r\nActivity:                            Homeowner Repair Program\r\nAmount:                          \t$75,000\r\nStart and End Date:     \tMarch 2015 – December 2015\r\nRecipient:                        \tSoutheast Neighborhood Development\r\n\r\nSource of Funds:             City Of Indianapolis - DMD - Continuum of Care\r\nActivity:                            Supportive Housing Subsidy\r\nAmount:                          \t$320,000\r\nStart and End Date:    \tOngoing-January 2017 \r\nRecipient:                        \tEnglewood Community Development Corporation\r\n\r\nSource of Funds:            City Of Indianapolis - DMD - Continuum of Care\r\nActivity:                            Supportive Housing Subsidy\r\nAmount:                          \t$589,104\r\nStart and End Date:     \tJune 2014- November 2015\r\nRecipient:                        \tJohn H. Boner Community Center\r\n\r\nSource of Funds:            City Of Indianapolis - DMD - Continuum of Care\r\nActivity:                            Supportive Housing Subsidy\r\nAmount:                          \t$540,372\r\nStart and End Date:     \tJune 2014-July 2015\r\nRecipient:                        \tPartners in Housing Development Corporation\r\n\r\nSource of Funds:            Indiana Housing & Community Development Authority - Indiana’s Hardest Hit Funds\r\nActivity:                            Selective Demolition\r\nAmount:                          \t$1,125,000\r\nStart and End Date:     \t2014-2015\r\nRecipient:                        \tPartners in Housing Development Corporation\r\n\r\nSource of Funds:            John H. Boner Emergency Assistance Funds (FEMA, Housing Trust  Fund, Energy Assistance Program,     \r\n                                        Emergency Shelter Grant)\r\nActivity:                           \tEmergency Assistance (Utilities, rental, essential needs)\r\nAmount:                          \t$841,260\r\nStart and End Date:     \t2015-2016\r\nRecipient:                        \tPartners in Housing Development Corporation\r\n\r\nSource of Funds:             Private Sector\r\nActivity:                           \tSupport Service to Increase Housing Stability - Food Pantry\r\nAmount:                          \t$254,745\r\nStart and End Date:     \tStarts January 2015 with no end date\r\nRecipient:                        Westminster Neighborhood Services\r\n \r\nSource of Funds:             Private Sector\r\nActivity:                           \tSupport Service to Increase Housing Stability - Soup Kitchen\r\nAmount:                          \t$47,985\r\nStart and End Date:     \tStarts January 2015 with no end date\r\nRecipient:                \t        Westminster Neighborhood Services\r\n \r\nSource of Funds:             Support Service to Increase Housing Stability - Private Sector\r\nActivity:                            Christmas Baskets\r\nAmount:                       \t$126,566\r\nStart and End Date:     \tJanuary 2015  with no end date\r\nRecipient:                \t        Westminster Neighborhood Services\r\n \r\nSource of Funds:            \tSupport Service to Increase Housing Stability - Private Sector\r\nActivity:                            Adult Education\r\nAmount:                          \t$214,689\r\nStart and End Date:     \tJanuary 2015 with no end date\r\nRecipient:                \t        Westminster Neighborhood Services\r\n","Needed financial support for this sub-goal is $35,902,772 and breaks down as follows:\r\n\r\nType:        \t\t\tGrant - charitable\r\nAmount:   \t\t\t$750,000 ($75,000 x ten years)\r\nActivity:    \t\t\tFaith-based support for homeowner and tenant barriers to stable housing\r\nDate:         \t\t\tJune 2015\r\nRecipient: \t\t\tCity Mosaic is a consortium of Central Indiana congregations that have committed to invest in housing and other urban neighborhood development strategies; priorities and funding levels and commitments are still emerging.\r\n\r\nType:         \t\t\tGrant  - public resources or bond\r\nAmount:   \t\t\t$3,000,000 ($300,000 annually  x ten years)\r\nActivity:    \t\t\tA dedicated source for demolition of unsafe and blighted housing.\r\nDate:        \t\t\t June 2015\r\nRecipient:  \t\t\t City of Indianapolis Department of Code Enforcement\r\n\r\nType:         \t\t\tGrant - public and private resources\r\nAmount:    \t\t\t$1,000,000 ($100,000 annually x ten years)\r\nActivity:     \t\t\tDedicated source for rental assistance that focuses on short-term resolvable crises, and includes a counseling component.\r\nDate:         \t\t\t July 2015\r\nRecipient:  \t\t\t Available to renting neighbors and social service providers\r\n\r\nType:         \t\t\t Grant - public and private resources\r\nAmount:   \t\t\t $1,000,000  ($100,000 annually x ten years)\r\nActivity:     \t\t\t Individual Development Account funding from IHCDA tax credit program\r\nDate:          \t\t\t June 2015\r\nRecipient:  \t\t\t JHBCC\r\n\r\nType:         \t\t\t Continuum of Care Grant\r\nAmount:   \t\t\t $10,952,772  \r\nActivity:    \t\t\t Existing Supportive Housing Project Subsidies\r\nDate:         \t\t\t January 2016 forward\r\nRecipient:  \t\t\t JHBCC, Partners in Housing, Englewood Community Development Corp.\r\n\r\nType:          \t\t\tContinuum of Care Grant\r\nAmount:    \t\t\t$3,000,000  \r\nActivity:     \t\t\tFuture Supportive Housing Project Subsidies\r\nDate:          \t\t\tJanuary 2016 forward\r\nRecipient:  \t\t\tJHBCC, Partners in Housing, Englewood Community Development Corp.\r\n\r\nType:          \t\t\tCommunity Development Block Grant\r\nAmount:    \t\t\t$6,300,000 ($700,000 annually x nine years)\r\nActivity:     \t\t\tFuture Homeowner Repair Grants for residents under 80% AMI\r\nDate:         \t\t\tJanuary 2016 forward\r\nRecipient:  \t\t\tEnglewood CDC, Riley Area CDC, Southeast Neighborhood Development, Near East Area Renewal\r\n\r\nType:          \t\t\tIndianapolis Neighborhood Housing Partnership Grants\r\nAmount:    \t\t\t$900,000 ($100,000 annually x nine years)\r\nActivity:     \t\t\tFuture Homeowner Repair Grants for residents under 80% AMI\r\nDate:          \t\t\tJanuary 2016 forward\r\nRecipient:  \t\t\tLow to moderate income homeowners within the promise zone\r\n\r\nType:          \t\t\tFederal Home Loan Bank Neighborhood Improvement Grants\r\nAmount:   \t\t\t$900,000 ($100,000 annually x nine years)\r\nActivity:     \t\t\tFuture Homeowner Repair Grants for residents under 80% AMI\r\nDate:         \t\t\tJanuary 2016 forward\r\nRecipient: \t\t\tLow to moderate income homeowners within the promise zone in cooperation with community development corporations.\r\n\r\nType:          \t\t\tEmergency Assistance Grants \r\nAmount:    \t\t\t$8,100,000 ($900,000 annually x nine years)\r\nActivity:     \t\t\tAssisting low-income residents to stay in place (Utilities, Rental, Essential Needs)\r\nDate:          \t\t\t2016-2025\r\nRecipient:  \t\t\tJohn H. Boner Community Center\r\n\r\n","The following organizations/individuals have committed resources to activities that will assist in keeping neighbors in place.\r\n\r\nSources and Type:     Volunteers (650+)\r\nActivities:                    \r\nNumerous groups have committed volunteer work to providing repair/weatherization/beautification work, food pantries, soup kitchens, medical and health services and the local Christmas Basket program in the Promise Zone.  Groups include:  Mission Indy, City Mosaic,  One Heart Many Hands, and Caulk of the Town Community Weatherization Event.  \r\nStart and End Date:   January 2015 - ongoing\r\n\r\nSources and Type:     John H. Boner Community Center\r\nActivities:                    \r\nEmployment Services, GED/adult education, case management, tax preparation, financial education and counseling, elder adult days services.\r\nStart and End Date:   January 2015 - ongoing\r\n\r\nSources and Type:     CICOA - Aging and In-Home Solutions\r\nActivities:                    \r\nInformation and assistance through the Aging & Disability Resource Center; Care/Case Management services for seniors; Food discount Program; Nutrition Classes; Medicaid Waivers; and Transportation.\r\nStart and End Date:   January 2015 - ongoing\r\n\r\nSources and Type:     Adult & Child Mental Health Center\r\nActivities:                   \r\nPeer Support Groups: Individual Counseling Therapy; Skills Development Training;Medication Training, Support & Management; Psychiatric Diagnostic Evaluation; Adult Strengths, Needs Assessment/Reassessment; Substance Abuse Treatment; and Targeted Case Management. \r\nStart and End Date:  January 2015 - ongoing\r\n\r\nSources and Type:     Englewood Christian Church\r\nActivities:            \t   \r\nLevel 4 Early Childhood Education, Alcoholics Anonymous meetings, Community Meal, Rental/Emergency Assistance & Counseling, Volunteer opportunities\r\nStart and End Date:   January 2015 - ongoing\r\n\r\nSources and Type:     Westminster Neighborhood Ministries\r\nActivities:                    \r\nFood/Clothing Pantry, Soup Kitchen, Medical Clinic, GED classes, Job search assistance, ESL courses, computer courses, literacy programming, life skills and parenting workshops, cooking/fitness/nutrition workshops, case management/counseling, legal services\r\nStart and End Date:   January 2015 - ongoing\r\n\r\nSources and Type:     Neighborhood Christian Legal Clinic\r\nActivities:                    \r\nPro bono legal representation and preventative legal education to low income families.  Assistance with foreclosure prevention.\r\nStart and End Date:   January 2015 - ongoing\r\n\r\nSources and Type:     Shepherd Community Center\r\nActivities:                \t   \r\nFood pantry, volunteering, health clinic, sports programming, after- school programming, private school, gardening program, tax preparation \r\nStart and End Date:   January 2015 - ongoing\r\n\r\nSources and Type:    Tangram\r\nActivities:               \t  Disability services including vocational rehab, TIeket to Work, social coaching, community living skills. \r\nStart and End Date:  January 2015 - ongoing\r\n\r\nSources and Type:    USDA food allocation; 27,600 lbs./annually\r\nActivities:           \t  TEFAP product supplied by Gleaners Food Bank to be distributed in WNS Food Pantry\r\nStart and End Date:  January 2015 – ongoing\r\n\r\nSources and Type:    Midwest Food Bank\r\nActivities:          \t  in-kind product to WNS Food Pantry\r\nStart and End Date:   January 2015 – ongoing\r\n","Type:                          Volunteers (300+)\r\nActivity:                       Home repair, landscaping assistance, technical assistance and beautification for homeowners\r\nStart and End Date:   January 2015 - ongoing\r\nRecipient:                   Near East Area Renewal, Riley Area Development Corporation, Englewood Community Development Corporation\r\n\r\nType:                          Mentors to work with families\r\nActivity:                       Household coaching and mentoring to increase stability in place for homeowners and renting neighbors\r\nStart and End Date:   January 2015 - ongoing\r\nRecipient:                   JHBCC, ECDC, Westminster\r\n\r\nType:                          Education and Assistance\r\nActivity:      \r\nAssisting homeowners with non-financial resources for foreclosure prevention, including budgeting assistance, credit education and pro-bono legal assistance\r\nStart and End Date:   January 2015 - ongoing\r\nRecipient:                   JHBCC, ECDC","10% decrease in requests from homeowners to receive home repair assistance by 2025;\r\n\r\n10% decrease in the time it takes to resolve citations on homes/buildings by code enforcement by 2015 and 20% percent by 2020;\r\n\r\n50% increase in targeted code enforcement efforts by 2018;\r\n\r\n50% reduction in blighted properties with targeted code enforcement and selective demolition by 2022; and,\r\n\r\n25% decrease in student mobility in schools within the IEPZ  by 2025.\r\n","Indiana University Public Policy Institute will coordinate, track, evaluate and report on the following:\r\n\r\nTrack vacancy rate on an annual basis, including level of disrepair for each vacant home;\r\n\r\nTrack transiency level utilizing data from public schools serving Promise Zone population;\r\n\r\nTrack transiency level utilizing data from the U.S. Postal Service;\r\n\r\nTrack number of repair requests from homeowners and estimated value of requests;\r\n\r\nTrack the issuance of demolition, repair, mowing/cleanup orders by Department of Code Enforcement;\r\n\r\nShare information quarterly with stakeholders and neighbors participating in Quality of Life Summits and through electronic neighborhood networks;\r\n","Apply for funding for IDA accounts through State of Indiana and HHS (2016, 2019, 2022 and 2025);\r\n\r\nChoose neighborhood(s) that will be selected for targeted code enforcement and selective demolition actions (March 2015, 2020 and 2025);\r\n\r\nCoordinate with all agencies to develop the most efficient homeowner repair program, that uses available resources in the most responsible manner (March 2015);\r\n\r\nSelect provider for foreclosure prevention education (March 2015);\r\n\r\nCoordinate rental assistance funding agencies and other social service providers to make sure that we are addressing root causes of financial crises (February 2015, 2020, 2025);\r\n\r\nApply for funding for new rental assistance funding (Annually);\r\n\r\nDevelop a  volunteer program that will help elderly homeowners with minor repairs (Annually);\r\n\r\nSchedule quarterly tenant and landlord education sessions (March 2015 and quarterly thereafter);\r\n\r\nFacilitate 100 homeowner repairs on an annual basis.\r\n","Expected Outcomes:\n10% decrease in requests from homeowners to receive home repair assistance by 2025;\r\n\r\n10% decrease in the time it takes to resolve citations on homes/buildings by code enforcement by 2015 and 20% percent by 2020;\r\n\r\n50% increase in targeted code enforcement efforts by 2018;\r\n\r\n50% reduction in blighted properties with targeted code enforcement and selective demolition by 2022; and,\r\n\r\n25% decrease in student mobility in schools within the IEPZ  by 2025.\r\n\nTimeline:\nApply for funding for IDA accounts through State of Indiana and HHS (2016, 2019, 2022 and 2025);\r\n\r\nChoose neighborhood(s) that will be selected for targeted code enforcement and selective demolition actions (March 2015, 2020 and 2025);\r\n\r\nCoordinate with all agencies to develop the most efficient homeowner repair program, that uses available resources in the most responsible manner (March 2015);\r\n\r\nSelect provider for foreclosure prevention education (March 2015);\r\n\r\nCoordinate rental assistance funding agencies and other social service providers to make sure that we are addressing root causes of financial crises (February 2015, 2020, 2025);\r\n\r\nApply for funding for new rental assistance funding (Annually);\r\n\r\nDevelop a  volunteer program that will help elderly homeowners with minor repairs (Annually);\r\n\r\nSchedule quarterly tenant and landlord education sessions (March 2015 and quarterly thereafter);\r\n\r\nFacilitate 100 homeowner repairs on an annual basis.\r\n","Currently individual development accounts (IDAs) cannot be used for homeowner repairs.  For many low-income families who are homeowners, being able to use IDA funds to maintain their current home rather than purchase a new one is critical to their stability."]
[1,"b","John H. Boner Community Center","IndyEast Promise Zone","Indianapolis","Indiana","Great Lakes","Other community goal (i.e. Health and wellness, Affordable housing, etc.)","Affordable Housing and Redevelopment","Live IndyEast:  We promise to create an economically diverse community by promoting housing redevelopment that embraces existing and new residents. We aim to accomplish this by recapturing vacant housing and developing new and affordable options.","Increase homeownership, density, and home values and lower vacancy rate by creating diverse housing opportunities for new neighbors. A high percentage of vacant/blighted residential properties compel new housing and infill development opportunities.","Concentrate nonprofit homeownership development of existing and newly constructed properties to seed private development.[Ongoing]\r\n\r\nEstablish incentives that attract new homeowners including: homesteading purchase/rehab program, down payment assistance, and public safety personnel housing incentives.[New]\r\n\r\nWork with private developers to abide by community quality standards and develop housing products that are competitive in the larger housing market.[Ongoing]\r\n\r\nOffer comprehensive homeownership preparation services which will include one-on-one homeownership advising, homeownership education classes, and mortgage coaching.[Ongoing]\r\n\r\nDevelop a marketing strategy to highlight assets and opportunities within the Promise Zone, with special focus on educational opportunities and public safety perceptions.[New]\r\n\r\nSecure capital and expand capacity of the city land bank.[New]\r\n\r\nUtilize existing HoTIF to leverage additional infrastructure for housing redevelopment efforts.[Ongoing]","Increase homeownership, density, and home values and lower vacancy rate by creating diverse housing opportunities for new neighbors. A high percentage of vacant/blighted residential properties compel new housing and infill development opportunities.\nActivities: \nConcentrate nonprofit homeownership development of existing and newly constructed properties to seed private development.[Ongoing]\r\n\r\nEstablish incentives that attract new homeowners including: homesteading purchase/rehab program, down payment assistance, and public safety personnel housing incentives.[New]\r\n\r\nWork with private developers to abide by community quality standards and develop housing products that are competitive in the larger housing market.[Ongoing]\r\n\r\nOffer comprehensive homeownership preparation services which will include one-on-one homeownership advising, homeownership education classes, and mortgage coaching.[Ongoing]\r\n\r\nDevelop a marketing strategy to highlight assets and opportunities within the Promise Zone, with special focus on educational opportunities and public safety perceptions.[New]\r\n\r\nSecure capital and expand capacity of the city land bank.[New]\r\n\r\nUtilize existing HoTIF to leverage additional infrastructure for housing redevelopment efforts.[Ongoing]","Shilling and Logan (2008) in the Journal of the American Planning Association, concluded that in legacy cities the best model for redevelopment includes the following elements:\r\n\r\n(a) Instituting green infrastructure plans and programs,\r\n(b) Creating land banks to manage the effort, and\r\n(c) Building community consensus through collaborative neighborhood planning.\r\n\r\nTheir model builds on lessons learned from successful vacant property and urban greening programs, including nonprofit leadership and empowerment of neighborhood residents, land banking, strategic neighborhood planning, targeted revitalization investments, and collaborative planning.  Article: “Greening the Rust Belt: A Green Infrastructure Model for Right Sizing America's Shrinking Cities”","NEAR will develop housing for affordable homeownership opportunities, foster emerging nonprofit and private residential housing development across the Promise Zone, and coordinating the area housing revitalization plan.\r\n\r\nRADC will develop affordable homeownership opportunities in the southwest quadrant of the Promise Zone.\r\n\r\nFull Circle Development, a private real estate investment group, will develop market-rate homeownership opportunities in the Promise Zone in cooperation with the revitalization plan.\r\n\r\nINHP will offer homeownership education and homebuyer support services, special mortgage products, and downpayment assistance.\r\n\r\nJHBCC will offer construction lending through its State Farm Social Investment Fund.\r\n\r\nRenew Indianapolis, an NPO that facilitates city land bank transactions, will coordinate city-owned property acquisitions and sales to maximize strategic housing development in the Promise Zone.\r\n","John H. Boner Community Center SubGoal 1b","The total committed financial support for this sub-goal is $11,061,970 and breaks down as follows:\r\n\r\nSource of Funds:             City of Indianapolis - DMD - HOME grant\r\nActivity:                            Welcome HOME Project - house renovation & construction\r\nAmount:                          \t$960,000\r\nStart and End Date:     \tJanuary 2014 – December 2014\r\nRecipient:                        \tNear East Area Renewal\r\n\r\nSource of Funds:          \tCity of Indianapolis - DMD - HOME grant\r\nActivity:                            NEARly HOME Project - house renovation & construction\r\nAmount:                          \t$480,000\r\nStart and End Date:     \tJanuary 2015 - December 2015\r\nRecipient:                        \tNear East Area Renewal\r\n\r\nSource of Funds:          \tCity of Indianapolis - DMD - HOME grant\r\nActivity:                            Willard Park Phase III - house renovation & construction\r\nAmount:                          \t$426,070\r\nStart and End Date:     \tJanuary 2015 - December 2016\r\nRecipient:                        \tRiley Area Development Corporation\r\n\r\nSource of Funds:             State Farm Insurance Revolving Loan Fund                      \r\nActivity:                            Construction loan\r\nAmount:                          \t$4,000,000\r\nStart and End Date:     \tOngoing\r\nRecipient:                        \tEnglewood Community Development Corporation, Near East Area Renewal, East 10th Street Civic Assn., Others TBD\r\n\r\nSource of Funds:             Indianapolis Neighborhood Housing Partnership/First Mortgage Lending by partner banks                  \r\nActivity:                            First Mortgage Lending\r\nAmount:                          \t$4,585,700\r\nStart and End Date:     \tOngoing\r\nRecipient:                        \tHomebuyers earning incomes less than 80% AMI\r\n\r\nSource of Funds:             Indianapolis Neighborhood Housing Partnership\r\nActivity:                            Pre-purchase counseling at office maintained in IEPZ\r\nAmount:                          \t$131,500\r\nStart and End Date:     \tOngoing\r\nRecipient:                        \tHomebuyers earning incomes less than 80% AMI\r\n\r\nSource of Funds:             U.S. Health and Human Services - Assets for Independence\r\nActivity:                            Individual Development Accounts\r\nAmount:                          \t$168,700\r\nStart and End Date:     \tOngoing\r\nRecipient:                        \tHomebuyers earning incomes less than 200% of poverty\r\n\r\nSource of Funds:             Indianapolis Neighborhood Housing Partnership\r\nActivity:                            Down Payment Assistance\r\nAmount:                          \t$10,000\r\nStart and End Date:     \t2013\r\nRecipient:                        \tHomebuyers earning incomes less than 80% AMI\r\n\r\nSource of Funds:             City of Indianapolis - HOME Grant\r\nActivity:                            Creation of new homeownership opportunities\r\nAmount:                          \t$300,000\r\nStart and End Date:     \t2014-2015\r\nRecipient:                        \tEast 10th Street Civic Association\r\n","Needed financial support over the 10 year designation for this sub-goal is $38,000,000 and breaks down as follows:\r\n\r\nType:                         Grants - public resources\r\nActivity:                      Funds to support continued affordable housing development\r\nEstimated amount:    $27,000,000 ($3,000,000 annually x nine years)\r\nDate:     \t                  Beginning January 2016\r\nRecipient:                  Englewood Community Development Corporation, Near East Area Renewal, East 10th Street Civic Assn.\r\n\r\nType:                         Capital funds -public and charitable resources\r\nActivity:                      Funds to build capacity of the city land bank to make possible strategic property acquisition in the Promise Zone\r\nEstimated amount:    $5,000,000\r\nDate:     \t                  Beginning January 2016\r\nRecipient:                  Renew Indianapolis, City of Indianapolis DMD\r\n\r\nType:                         Grants - charitable resources\r\nActivity:                      Down payment assistance for low-income homebuyers\r\nEstimated amount:    $1,000,000 ($100,000 annually x ten years)\r\nDate:     \t                  Beginning January 2015\r\nRecipient:                  Indianapolis Neighborhood Housing Partnership\r\n\r\nType:                         Grants - public resources or City of Indianapolis bond issue\r\nActivity:                      Funds to support demolition of unsafe, blighted properties\r\nEstimated amount:    $1,000,000\r\nDate:     \t                  Beginning January 2015\r\nRecipient:                  City of Indianapolis DMD\r\n\r\nType:                         Revolving Loan Fund - private resources\r\nActivity:                      Construction loan for residential projects both single family homes and multi-family projects\r\nEstimated amount:    $4,000,000\r\nDate:     \t                  Beginning  2020 (to replace State Farm revolving loan fund)\r\nRecipient:                  Englewood Community Development Corporation, Near East Area Renewal, East 10th Street Civic Asssociation, Others TBD\r\n","Source and type:             St. Clair Place Pattern Book - NEAR\r\nActivity:                            Development guidelines to ensure housing quality/value\r\nStart and End Date:     \tJanuary 2009 - ongoing\r\nRecipient:                        \tContractors, homebuilders and developers\r\n\r\nSource and type:             Homebuyer support - INHP\r\nActivity:                            Homeownership education classes and mortgage coaching\r\nStart and End Date:     \tOngoing\r\nRecipient:                        \tPotential IEPZ homebuyers\r\n\r\nSource and type:            Real estate marketing\r\nActivity:                           Comprehensive promotion of homeownership opportunities   \r\nStart and End Date:     \tJanuary 2015 - ongoing\r\nRecipient:                        \tCoordinated with local real estate brokers and nonprofit and private developers by Near East Area Renewal\r\n\r\nSource and type:            Volunteers (200+) via Near East Area Renewal, Riley Area Development Corporation\r\nActivity:                           Deconstruction and clean-out work on abandoned houses and vacant properties\r\nStart and End Date:        January 2015 - ongoing\r\nRecipient:                       Nearby property owners\r\n","Source and type:             Additional Volunteers (200+)\r\nActivity:                            \r\nDeconstruction and clean-out work on abandoned houses and vacant properties in preparation for rehab, neighborhood clean-ups, landscaping\r\nStart and End Date:     \tJanuary 2015 - ongoing\r\nRecipient:                        \tNear East Area Renewal, Riley Area Development Corporation, Englewood Community Development Corporation\r\n\r\n\r\n","20% increase in residential property occupancy rate by 2022;\r\n\r\n10% increase in homeownership rate in targeted neighborhoods by 2025;\r\n\r\n20% increase in average sale price in targeted neighborhoods by 2025; and,\r\n\r\n320 new or renovated homes for low to moderate income households by 2025.\r\n","Indiana University Public Policy Institute will coordinate, track, evaluate and report on the following:\r\n\r\nUtilize Metropolitan Indianapolis Board of Realtors sales data (average sale price, number of transactions);\r\n\r\nTrack number of new homeowner occupants utilizing data from County Assessor;\r\n\r\nTrack U S Postal Service data on occupied houses;\r\n\r\nTrack neighborhood renovation programs and the income level of purchasers (market rate versus low to moderate income); and,\r\n\r\nShare information quarterly with stakeholders and neighbor participating in Quality of Life Summits and through electronic neighborhood networks.\r\n","Initiate capital funds exploration and capacity development strategy discussions with Renew Indianapolis (for land bank resourcing), 2015;\r\n\r\nMeet quarterly with local realtors in a realtors roundtable to promote housing sales and Promise Zone quality of life strategies;\r\n\r\nDevelop a marketing strategy for the Promise Zone as a neighborhood of choice, 2016;\r\n\r\nBegin meeting with local private developers to explore market-rate development possibilities in targeted neighborhoods and across the Promise Zone, 2017;\r\n\r\nDevelop designs for homes that are competitive in the 21st Century housing market, 2017;\r\n\r\nRenovate 50 homes per year for homeownership opportunities;\r\n\r\nDevelop a toolbox of incentives for market rate buyers to be the first to re-enter the housing market, 2015;\r\n","Expected Outcomes:\n20% increase in residential property occupancy rate by 2022;\r\n\r\n10% increase in homeownership rate in targeted neighborhoods by 2025;\r\n\r\n20% increase in average sale price in targeted neighborhoods by 2025; and,\r\n\r\n320 new or renovated homes for low to moderate income households by 2025.\r\n\nTimeline:\nInitiate capital funds exploration and capacity development strategy discussions with Renew Indianapolis (for land bank resourcing), 2015;\r\n\r\nMeet quarterly with local realtors in a realtors roundtable to promote housing sales and Promise Zone quality of life strategies;\r\n\r\nDevelop a marketing strategy for the Promise Zone as a neighborhood of choice, 2016;\r\n\r\nBegin meeting with local private developers to explore market-rate development possibilities in targeted neighborhoods and across the Promise Zone, 2017;\r\n\r\nDevelop designs for homes that are competitive in the 21st Century housing market, 2017;\r\n\r\nRenovate 50 homes per year for homeownership opportunities;\r\n\r\nDevelop a toolbox of incentives for market rate buyers to be the first to re-enter the housing market, 2015;\r\n","Within the Promise Zone areas lifting the income restriction for HOME funds from 80% to 100% AMI would assist in building a more economically diverse neighborhood.  NSP funding had a 120% AMI income restriction which was helpful in attracting qualified buyers.  "]
[1,"c","John H. Boner Community Center","IndyEast Promise Zone","Indianapolis","Indiana","Great Lakes","Other community goal (i.e. Health and wellness, Affordable housing, etc.)","Affordable Housing and Redevelopment","Live IndyEast:  We promise to create an economically diverse community by promoting housing redevelopment that embraces existing and new residents. We aim to accomplish this by recapturing vacant housing and developing new and affordable options.","Increase the population density and level of specialty housing by developing multi-family housing options for families and individuals across the economic spectrum. This will in turn fuel other economic development.\r\n","Create new multi-family housing for seniors.\r\n\r\nDevelop mixed-income apartments for new neighborhood residents which will build upon the momentum of downtown apartment construction.\r\n\r\nIncrease available supportive housing which will include:  assisted living, options for physically or cognitively impaired individuals, and the continuum of care populations. Integrate supportive housing residents into other multi-family development projects. \r\n\r\nCreate mixed-use developments along transit corridors to add vitality to existing and proposed commercial development. In addition, this will increase public safety by having more pedestrians and other activity along the corridor. \r\n\r\nIncorporate the Gold Rating National Green Building Standard and a HERS rating, <50%, into multi-family developments. This will lower utility costs for residents, decrease environmental impact, and define resources to obtain net energy positive design with additional funding.","Increase the population density and level of specialty housing by developing multi-family housing options for families and individuals across the economic spectrum. This will in turn fuel other economic development.\r\n\nActivities: \nCreate new multi-family housing for seniors.\r\n\r\nDevelop mixed-income apartments for new neighborhood residents which will build upon the momentum of downtown apartment construction.\r\n\r\nIncrease available supportive housing which will include:  assisted living, options for physically or cognitively impaired individuals, and the continuum of care populations. Integrate supportive housing residents into other multi-family development projects. \r\n\r\nCreate mixed-use developments along transit corridors to add vitality to existing and proposed commercial development. In addition, this will increase public safety by having more pedestrians and other activity along the corridor. \r\n\r\nIncorporate the Gold Rating National Green Building Standard and a HERS rating, <50%, into multi-family developments. This will lower utility costs for residents, decrease environmental impact, and define resources to obtain net energy positive design with additional funding.","According to a 2007 study completed by New York University, “Affordable housing creates jobs, contributes to safer streets, supports neighborhood retail and encourages economic stability among resident families.  [It] increased the value of surrounding properties by 6 percent right away and resulted in consistent increases over time. The study [shows] investing in affordable housing not only benefits the residents, but the community as a whole\" Ellen, Ingrid Gould et al. \"Does federally subsidized rental housing depress neighborhood property values?.\" Journal of Policy Analysis and Management 26.2 (2007): 257-280.  Market rate rentals can help fuel the homeownership market.  Specialty and senior housing provide a healthy place for existing neighbors to continue to thrive in the community.","ECDC, as developer and general partner, will develop mixed-income and mixed-use affordable and senior housing in the southern corridor of the Promise Zone, and serve as the lead on the Washington Street revitalization to attract other multi-family residential investment.\r\n\r\nEast 10th Street Civic Association serves as developer and general partner on mixed income and mixed use affordable housing on the Mass Avenue Industrial Corridor and East 10th Street.\r\n\r\nNEAR serves developer and general partner in senior housing and assisted living projects occupying former IPS Schools 97 and 78. \r\n\r\nJHBCC will offer construction lending through its State Farm Social Investment Fund;\r\n\r\nFor-Profit Developers: Request for Proposals will be issued for for-profit developers to develop mixed-income and market rate multifamily housing (rental and condo).\r\n\r\nPartners In Housing, ECDC, NEAR and JHBCC will provide supportive housing to neighbors with special needs.\r\n","John H. Boner Community Center SubGoal 1c","Total committed financial support for this sub-goal is $10,776,932 and breaks down as follows:\r\n\r\nSource of Funds:          \tIndiana Housing & Community Development Authority\r\nActivity:                            Oxford Place Senior Apartments – 30 units\r\nAmount:                          \t$5,200,000\r\nStart and End Date:     \tSeptember 2014- December 2016\r\nRecipient:                        \tEnglewood Community Development Corporation\r\n\r\nSource of Funds:          \tIndiana Housing & Community Development Authority - Development Fund Loan\r\nActivity:                            Oxford Place Senior Apartments \r\nAmount:                          \t$356,181\r\nStart and End Date:     \tSeptember 2014- December 2016\r\nRecipient:                        \tEnglewood Community Development Corporation\r\n\r\nSource of Funds:             Federal Home Loan Bank of Indianapolis – Affordable Housing Program\r\nActivity:                            Oxford Place Senior Apartments\r\nAmount:                          \t$500,000\r\nStart and End Date:     \tSeptember 2014 – December 2016\r\nRecipient:                        \tEnglewood Community Development Corporation\r\n\r\nSource of Funds:             City of Indianapolis- DMD - HOME grant\r\nActivity:                            Oxford Place Senior Apartments\r\nAmount:                          \t$500,000\r\nStart and End Date:     \tSeptember 2014 – December 2016\r\nRecipient:                        \tEnglewood Community Development Corporation\r\n\r\nSource of Funds:            City of Indianapolis - DMD- HOME grant\r\nActivity:                            Oxford Place Assisted Apartments\r\nAmount:                          \t$400,000 (pending tax credit award)\r\nStart and End Date:     \tSeptember 2014 – December 2016\r\nRecipient:                        \tEnglewood Community Development Corporation\r\n\r\nSource of Funds:            City of Indianapolis- DMD - HOME grant\r\nActivity:                            2015 Award- 17 Rental Units\r\nAmount:                          \t$765,000\r\nStart and End Date:     \tJanuary 2015 – December 2017\r\nRecipient:                        \tEnglewood Community Development Corporation\r\n\r\nSource of Funds:             Federal Home Loan Bank of Indianapolis – Affordable Housing Program\r\nActivity:                            Gladstone Apartments Rehabilitation\r\nAmount:                          \t$500,000\r\nStart and End Date:     \tAugust 2014 – December 2016\r\nRecipient:                        \tPartners in Housing Development Corporation\r\n\r\nSource of Funds:             City of Indianapolis - DMD - Environmental Protection Agency and other sources\r\nActivity:                            Oxford Place Senior and Assisted Apts. Site Remediation\r\nAmount:                          \t$1,500,000\r\nStart and End Date:     \t2013 - 2015\r\nRecipient:                        \tPartners in Housing Development Corporation\r\n\r\nSource of Funds:             City of Indianapolis - DPW - Local Tax Dollars\r\nActivity:                            Curbs/gutters/sidewalk improvements on East 16th Street\r\nAmount:                          \t$115,926\r\nStart and End Date:     \t2014\r\nRecipient:                        \tLow income neighbors and residents\r\n\r\nSource of Funds:             City of Indianapolis - DPW - Local Tax Dollars\r\nActivity:                            Curbs/gutters/sidewalk improvements - Jefferson Avenue Bioswales\r\nAmount:                          \t$23,845\r\nStart and End Date:     \t2014\r\nRecipient:                        \tLow income neighbors and residents\r\n\r\nSource of Funds:             City of Indianapolis - DPW - Local Tax Dollars\r\nActivity:                            Curbs/gutters/sidewalk improvements - Indy Access Tacoma\r\nAmount:                          \t$130,980\r\nStart and End Date:     \t2014\r\nRecipient:                        \tLow income neighbors and residents\r\n\r\nSource of Funds:             Indianapolis Neighborhood Housing Partnership\r\nActivity:                            Offer core operating support to CDC’s developing housing in the IEPZ.\r\nAmount:                          \t$785,000\r\nStart and End Date:     \t2013-2015\r\nRecipient:                        \tNear Eastside Area Renewal, Riley Area Development Corporation, Southeast Neighborhood Development and King Park Area Development Corporation.\r\n","Needed financial support over the 10 year designation for this sub-goal is $57,800,000 and breaks down as follows:\r\n\r\nSource of Funds:             Federal Home Loan Bank of Indianapolis – Affordable Housing Program\r\nActivity:                            Oxford Place Assisted Apartments\r\nAmount:                          \t$500,000\r\nStart and End Date:     \tAugust 2015- December 2016 \r\nRecipient:                        \tEnglewood Community Development Corporation\r\n\r\nSource of Funds:          \tIndiana Housing and Community Development Authority\r\nActivity:                            Oxford Place Assisted Apartments – 35 units of assisted living senior apartments\r\nAmount:                          \t$4,500,000 (pending)\r\nStart and End Date:     \tApril 2015- April 2017\r\nRecipient:                        \tEnglewood Community Development Corporation\r\n\r\nSource of Funds:          \tIndiana Housing and Community Development Authority - Development Fund \r\nActivity:                           \tOxford Place Assisted Apartments \r\nAmount:                          \t$350,000\r\nStart and End Date:     \tApril 2015-April 2017\r\nRecipient:                        \tEnglewood Community Development Corporation\r\n\r\nSource of Funds:          \tIndiana Housing & Community Development Authority - Rental Housing Tax Credits\r\nActivity:                            School 78 Senior Housing Project\r\nAmount:                          \t$10,500,000\r\nStart and End Date:     \t2016-2017\r\nRecipient:                        \tNear East Area Renewal\r\n\r\nSource of Funds:          \tIndiana Housing & Community Development Authority - Tax Exempt Bonds\r\nActivity:                            School 97 Assisted Living Project\r\nAmount:                          \t$13,200,000\r\nStart and End Date:     \t2015-2016\r\nRecipient:                        \tNear East Area Renewal\r\n\r\nSource of Funds:            Federal Home Loan Bank of Indianapolis – Affordable Housing Program\r\nActivity:                            School 78 Senior Housing Project\r\nAmount:                          \t$250,000\r\nStart and End Date:     \t2016-2017\r\nRecipient:                        \tNear East Area Renewal\r\n\r\nSource of Funds:            City of Indianapolis- DMD - HOME grant\r\nActivity:                            School 78 Senior Housing Project\r\nAmount:                          \t$500,000\r\nStart and End Date:     \t2016-2017\r\nRecipient:                        \tNear East Area Renewal\r\n\r\nSource of Funds:            Department of Energy Grant - Sunshot Initiative\r\nActivity:                            \r\nGrant source to subsidize the incremental cost of Net Energy Positive Design for each proposed multifamily development\r\nAmount:                          \t$2,000,000\r\nStart and End Date:     \tSeptember 2015- September 2025\r\nRecipient:                        \tNear East Area Renewal, Englewood Community Development Corporation, Riley Area Development Corporation, Southeast Neighborhood  Development, East 10th Street Civic Assn, private developers\r\n\r\nSource of Funds:          \tIndiana Housing & Community Development Authority - Rental Housing Tax Credits\r\nActivity:                            Four Future Rental Housing Tax Credit Projects\r\nAmount:                          \t$20,000,000\r\nStart and End Date:     \tJanuary 2016- 2025\r\nRecipient:                        \r\nNear East Area Renewal, Englewood Community Development Corporation, Riley Area Development Corporation, Southeast Neighborhood  Development, East 10th Street Civic Assn, private developers\r\n\r\nSource of Funds:            Federal Home Loan Bank of Indianapolis – Affordable Housing Program\r\nActivity:                            Future multifamily development subsidy\r\nAmount:                          \t$2,000,000\r\nStart and End Date:     \t2016- 2025\r\nRecipient:                        \tNear East Area Renewal, Englewood Community Development Corporation, Riley Area Development Corporation, Southeast Neighborhood  Development, East 10th Street Civic Assn, other developers TBD\r\n\r\nSource of Funds:            City of Indianapolis - DMD - HOME grant\r\nActivity:                            Future Multifamily and Rental Development\r\nAmount:                          \t$4,000,000\r\nStart and End Date:     \t2016-2025\r\nRecipient:                        \tNear East Area Renewal, Englewood Community Development Corporation, Riley Area Development Corporation, Southeast Neighborhood  Development, East 10th Street Civic Assn, other developers TBD\r\n","Sources and type:  \tJohn H. Boner Community Center\r\nActivities:    \t\t\r\nEmployment Services, GED/adult education, case management, tax preparation, financial education and counseling, Parents as Teachers program, elder adult days services.\r\nStart and End Date: January 2015 - ongoing\r\n\r\nSources and type:  \tCICOA - Aging and In-Home Solutions\r\nActivities:  \t\t\r\nInformation and assistance through the Aging & Disability Resource Center; Care/Case Management services for seniors; Food discount Program; Nutrition Classes; Medicaid Waivers; and Transportation.\r\nStart and End Date: January 2015 - ongoing\r\n\r\nSources and Type:  Adult & Child Mental Health Center\r\nActivities:  \t\t\r\nPeer Support Groups: Individual Counseling Therapy; Skills Development Training; Medication Training, Support & Management; Psychiatric Diagnostic Evaluation; Adult Strengths, Needs Assessment/Reassessment; Substance Abuse Treatment; and Targeted Case Management. \r\nStart and End Date:  January 2015 - ongoing\r\n\r\nSources and Type:  Englewood Christian Church\r\nActivities:  \t\t\r\nLevel 4 Early Childhood Education, Alcoholics Anonymous meetings, Community Meal, Rental/Emergency Assistance & Counseling, Volunteer opportunities\r\nStart and End Date:  January 2015 - ongoing\r\n\r\nSources and Type:  East Washington Street Public Library\r\nActivities:     \t\t\r\nOne-on-one computer classes, Volunteering, Homebound Services, Community Programming for youth and adults\r\nStart and End Date:\tJanuary 2015 - ongoing\r\n\r\nSources and Type:  Westminster Neighborhood Ministries\r\nActivities:  \t\t\r\nFood/Clothing Pantry, Soup Kitchen, Medical Clinic, GED classes, Job search assistance, ESL courses, computer courses, literacy programming, life skills and parenting workshops, cooking/fitness/nutrition workshops, case management/counseling, legal services\r\nStart and End Date:\tJanuary 2015 - ongoing\r\n\r\nSources and Type:  AccessAbility\r\nActivities:  \t\t\r\nProvides services to individuals with disabilities including: independent living skills training, advocacy, resource center, peer support, assistive technology case management and referrals.\r\nStart and End Date:\tJanuary 2015 - ongoing\r\n\r\nSources and Type:  HealthNet (Federally qualified health center)\r\nActivities:    \t\t\r\nCommunity-based, comprehensive primary care health center for the medically underserved, smoking cessation programs, nutrition and diet classes,\r\nStart and End Date:\tJanuary 2015 - ongoing\r\n\r\nSources and Type:  Neighborhood Christian Legal Clinic\r\nActivities:  \t\tPro bono legal representation and preventative legal education to low income families.\r\nStart and End Date:\tJanuary 2015 - ongoing\r\n\r\nSources and Type:  Shepherd Community Center\r\nActivities:  \t\t\r\nFood pantry, health clinic, sports programming, after school programming, private school, gardening program, tax preparation \r\nStart and End Date:\t January 2015 - ongoing\r\n\r\nSources and Type: \tTangram\r\nActivities:  \t\tDisability services including vocational rehab, TIcket to Work, social coaching, community living skills. \r\nStart and End Date: January 2015 - ongoing\r\n","Source and type:            Technical Assistance/Advocacy\r\nActivity:                           \r\nAccess to technical assistance from the DOE or other consultants who might help local stakeholders and decision makers see the benefits of high performance buildings, renewables and the competitive ROI for green construction.\r\nStart and End Date:     \tJanuary 2015 - ongoing\r\nRecipient:                        Near East Area Renewal, Englewood Community Development Corporation, Riley Area Development Corporation, Southeast Neighborhood  Development, East 10th Street Civic Assn, private developers\r\n\r\nSource and type:          Pre-Development/Environmental Management\r\nActivity:                         \r\nEnvironmental clean-up of contaminated industrial corridor to with the financial viability of a multi-family project or redevelopment..  \r\nStart and End Date:     January 2015 - ongoing\r\nRecipient:                     Near East Area Renewal, Englewood Community Development Corporation, Riley Area Development Corporation, Southeast Neighborhood  Development, East 10th Street Civic Assn, private developers\r\n\r\nSource and type:          Assisted Living Services\r\nActivity:                         \r\nFind a provider/partner that can provide high quality assisted living services for the proposed living developments.\r\nStart and End Date:     January 2015 - ongoing\r\nRecipient:                     Near East Area Renewal, Englewood Community Development Corporation, Riley Area Development Corporation, Southeast Neighborhood  Development, East 10th Street Civic Assn, private developers\r\n","300 units of new, high quality, affordable rental housing with 10% set aside for persons with disabilities by 2025;\r\n\r\n10% increase in high quality, affordable rental housing for seniors in the IEPZ, which include supportive services, shared housing or independent living, by 2022; \r\n\r\n20% increase in high quality, market rate rental housing for individuals by 2020; and,\r\n\r\n10% annual increase in the number of rental units developed with energy star standards. \r\n","Indiana University Public Policy Institute will coordinate, track, evaluate and report on the following:\r\n\r\nTrack the number of new or multifamily properties are developed in the target area using city permitting data, including the number of specialty properties (senior, supportive, etc);\r\n\r\nTrack rental rates of multifamily properties within the Promise Zone by survey of properties;\r\n\r\nTrack the number of new installations and total Kilowatts of electricity produced by renewable energy installations within the Promise Zone;  \r\n\r\nTrack energy performance of new developments with green technology improvements; and,\r\n\r\nShare information quarterly with stakeholders and neighbor participating in Quality of Life Summits and through electronic neighborhood networks.\r\n","Start construction on Oxford Place Senior Apartments May 2015;\r\nStart construction on Oxford Place Assisted Apartments August 2015 (pending award);\r\nEstablish baseline for data March 2015;\r\nMeet with market rate housing developers June 2015;\r\nApply for funding (School 97 Assisted Living Development) June 2015;\r\nSecure funding (School 78 Senior Housing Project) November 2015;\r\nStart Construction on School 97 Assisted Living Development December 2015;\r\nStart construction on School 78 Senior Project April 2016;\r\nStart construction on ECDC 2015 HOME Rental Properties August 2015;\r\nCompletion of renovation of Gladstone Apartments September 2015;\r\nApply for funding from the DOE (ie the SunShot Initiative) or other sources that will assist with the incremental costs of renewables or achieving HERS rating <50%.;\r\nEach new multifamily development will achieve the Gold Rating National Green Building Standard and a HERS rating <50%.;\r\nComplete four additional LIHTC projects before 2025.","Expected Outcomes:\n300 units of new, high quality, affordable rental housing with 10% set aside for persons with disabilities by 2025;\r\n\r\n10% increase in high quality, affordable rental housing for seniors in the IEPZ, which include supportive services, shared housing or independent living, by 2022; \r\n\r\n20% increase in high quality, market rate rental housing for individuals by 2020; and,\r\n\r\n10% annual increase in the number of rental units developed with energy star standards. \r\n\nTimeline:\nStart construction on Oxford Place Senior Apartments May 2015;\r\nStart construction on Oxford Place Assisted Apartments August 2015 (pending award);\r\nEstablish baseline for data March 2015;\r\nMeet with market rate housing developers June 2015;\r\nApply for funding (School 97 Assisted Living Development) June 2015;\r\nSecure funding (School 78 Senior Housing Project) November 2015;\r\nStart Construction on School 97 Assisted Living Development December 2015;\r\nStart construction on School 78 Senior Project April 2016;\r\nStart construction on ECDC 2015 HOME Rental Properties August 2015;\r\nCompletion of renovation of Gladstone Apartments September 2015;\r\nApply for funding from the DOE (ie the SunShot Initiative) or other sources that will assist with the incremental costs of renewables or achieving HERS rating <50%.;\r\nEach new multifamily development will achieve the Gold Rating National Green Building Standard and a HERS rating <50%.;\r\nComplete four additional LIHTC projects before 2025.","N/A"]
[2,"a","John H. Boner Community Center","IndyEast Promise Zone","Indianapolis","Indiana","Great Lakes","Create jobs",null,"Work IndyEast: We promise to develop vibrant neighborhood zones of business activity, industries and commerce in which residents are employed in living wage jobs. We aim to accomplish this through entrepreneurship, industrial reuse and job training.","Redevelop six neighborhood legacy industrial sites or corridors into zones of commerce and opportunities that support emerging economic sectors and existing post-industrial opportunities.","Strengthen Redevelopment Entity:The City of Indianapolis will strengthen its redevelopment vehicle through a more robust mission and increased staffing.[ongoing]\r\nBrownfield Remediation: Focus areas will be assessed and remediated through assessment grants, insurance cost recovery, and local incentives connecting remediation with redevelopment. [new]\r\nIndustrial District Implementation: Legacy industrial sites will receive customized staffing and programmatic support over several years to ensure success.[new]\r\nGrow Anchor Institutions: Angie’s List’s $40M redevelopment of the Ford facility will grow its corporate campus from 1,000 to 2,800 employees.[ongoing]\r\nFocus on Regional Economic Clusters: A new study indicates Food Manufacturing & Distribution and Local B2B clusters show particular promise for growth in Indianapolis urban corridors.[new]\r\nInnovative Financing: Utilize existing and new TIF districts, cost-recovery litigation and public, private and philanthropic sources.[new]","Redevelop six neighborhood legacy industrial sites or corridors into zones of commerce and opportunities that support emerging economic sectors and existing post-industrial opportunities.\nActivities: \nStrengthen Redevelopment Entity:The City of Indianapolis will strengthen its redevelopment vehicle through a more robust mission and increased staffing.[ongoing]\r\nBrownfield Remediation: Focus areas will be assessed and remediated through assessment grants, insurance cost recovery, and local incentives connecting remediation with redevelopment. [new]\r\nIndustrial District Implementation: Legacy industrial sites will receive customized staffing and programmatic support over several years to ensure success.[new]\r\nGrow Anchor Institutions: Angie’s List’s $40M redevelopment of the Ford facility will grow its corporate campus from 1,000 to 2,800 employees.[ongoing]\r\nFocus on Regional Economic Clusters: A new study indicates Food Manufacturing & Distribution and Local B2B clusters show particular promise for growth in Indianapolis urban corridors.[new]\r\nInnovative Financing: Utilize existing and new TIF districts, cost-recovery litigation and public, private and philanthropic sources.[new]","In an article published by Northeast Midwest Institute (Paull, 2008), found that brownfield redevelopment produced employment gains, leveraged investments and revitalized neighborhoods.  In addition, brownfield development produced new sources of public revenue, reduced infrastructure costs and had positive sustainability benefits including reduced air emissions/greenhouse gases, storm water runoff and improved water quality.  This is confirmed by Sousa, Wu and Westphal (Urban Studies, 2014) who studied more than 100 brownfield sites and concluded “the results reveal that the spillover effect in terms of raising surrounding property values is significant in both quantity and geographic scope, as redevelopment led to a net increase of 11.4% in nearby housing prices in Milwaukee and 2.7% in Minneapolis”.\r\n","City of Indianapolis will coordinate land assembly/acquisition, brownfield redevelopment, litigation/cost recovery and the strengthening of its redevelopment entity.\r\n\r\nLocal Initiatives Support Corporation (LISC) will provide grants for industrial district planning and implementation and project financing to various components in the target areas.\r\n\r\nECDC will coordinate all industrial reuse plans in the IEPZ and will be the lead partner in the implementation of the reuse plans for the Washington Street corridor.\r\n\r\nRADC will be the lead partner in the implementation of the Mass Avenue industrial reuse plan in conjunction with NEAR and the East 10th Street Civic Association.\r\n\r\nDevelop Indy/Chamber of Commerce will promote industrial ready sites and recruitment of regional employers to the IEPZ.\r\n\r\nState of Indiana Economic Development Corporation will provide tax and other incentives to grow anchor institutions.\r\n","John H. Boner Community Center SubGoal 2a","Total committed financial support for this sub-goal is $69,176,871 and breaks down as follows:\r\n\r\nSource of Funds: \tCity of Indianapolis - DMD -  Brownfields Fund\r\nActivity: \t\t        The City of Indianapolis continues to increase capacity and commitment within its Brownfields Department. These funds are committed to environmental remediation at three key redevelopment sites within the Promise Zone, and have already facilitated over $6 million of committed redevelopment activity.\r\nAmount: \t\t         $1,052,500\r\nStart and End Date: 2015-2016\r\nRecipient: \t\tEnglewood Community Development Corporation and City of Indianapolis\r\n\r\nSource of Funds: \tLocal Initiatives Support Corporation, Indianapolis - Brownfield Assessment Grants, \r\nActivity: \t\t        LISC Indianapolis will make available technical assistance dollars for Phase 1 & Phase 2 environmental assessments within the Promise Zone.\r\nAmount: \t\t        $200,000 ($20,000 annually x ten years)\r\nStart and End Date:\tJanuary 2015 - ongoing\r\nRecipient: \t\tEnglewood Community Development Corporation, Near Eastside Area Renewal, Riley Area Development Corporation, Southeast Neighborhood Development and King Park Area Development Corporation.\r\n \r\n\r\nSource of Funds: \tIndiana Department of Environmental Management (IDEM) - Brownfield Assessment and Remediation grants\r\nActivity:    \t\tIDEM funding is committed for three key brownfield properties already identified within the Promise Zone.\r\nAmount:    \t\t$106,678\r\nStart and End Date: 2013 - ongoing\r\nRecipient: \t\tEnglewood Community Development Corporation and Private Property Owners\r\n\r\nSource of Funds: \tU.S. Environmental Protection Agency - Brownfields assessment grant\r\nActivity:    \t\tEPA funding is committed for Phase 1 and Phase 2 exploration at Tinker Flats, a key brownfield property within the Smart Growth District and the site of a $4.5 million redevelopment creating 35 new jobs.\r\nAmount:   \t\t$51,894\r\nStart and End Date: 2014 and ongoing\r\nRecipient: \t\tCity of Indianapolis and Private Property Owner\r\n\r\nSource of Funds: \tLocal Initiatives Support Corporation, Indianapolis - Industrial District Implementation\r\nActivity:    \t\tComprehensive commitment for activities including: neighborhood based district staffing, corridor planning, market study, technical assistance, early action grants, placemaking, neighborhood engagement and quality of life planning assistance for two key industrial districts within the Near Eastside Promise Zone. \r\nAmount: \t        \t$317,300\r\nStart and End Date: January 2015 and ongoing\r\nRecipient: \t\tEnglewood Community Development Corporation, Near Eastside Area Renewal, Riley Area Development Corporation, Southeast Neighborhood Development and King Park Area Development Corporation.\r\n\r\nSource of Funds: \tCity of Indianapolis - DMD - Community Development Block Grant\r\nActivity:    \t\tEconomic development investment committed to two anchor developments, Tinker Flats and PR Mallory, as part of comprehensive redevelopment strategies designed to re-establish two historically robust employment centers within former industrial properties. \r\nAmount:           \t$2,340,000\r\nStart and End Date: March 2015 - June 2016\r\nRecipient: \t\tEnglewood Community Development Corporation and King Park Area Development Corporation\r\n\r\nSource of Funds: \tSlane Capital - Private Investment\r\nActivity:    \t\tInvestment at Tinker Flats to create a 30,000 square foot artisan food and beverage production hub with 5 tenants, corporate headquarters for Slane Capital, and 8,000 square feet of community space.  An estimated 35 jobs will be created. \r\nAmount:   \t\t$3,160,000\r\nStart and End Date: March 2015 - June 2016\r\nRecipient: \t\tKing Park Area Development Corporation\r\n\r\nSource of Funds: \tHorner Electric/Horner Industrial Group - Private Investment\r\nActivity:                    Current 20,000 square foot expansion plus new equipment purchases at Horner Industrial Group’s 1521 E. Washington Street facility. The expansion will create 10 new positions. \r\nAmount:   \t\t$2,500,000\r\nStart and End Date: September 2014 - June 2015\r\nRecipient:                Horner Electric/Horner Industrial Group\r\n\r\nSource of Funds: \tCity of Indianapolis - DMD - Tax Abatement/Incentives\r\nActivity:    \t\tValue of 5-year tax abatement related to the current 20,000 square foot expansion plus new equipment purchases at Horner Industrial Group’s 1521 E. Washington Street facility, as part of a larger $2,500,000 project at this location. \r\nAmount:   \t\t$216,999\r\nStart & End Date: \t2014 - 2018\r\nRecipient: \t\tHorner Electric/Horner Industrial Group\r\n\r\nSource of Funds: \tCitizens By Products Coal Company - Brownfields Remediation Funds\r\nActivity: \t        \tEnvironmental remediation of approximately 103-acre former coal/coke plant for future reuses. State approved Phase 1 cleanup of $100,000. Estimated Phase 2 cleanup of $1,000,000. \r\nAmount:   \t\t$1,100,000\r\nStart and End Date: 2014 - 2018\r\nRecipient: \t\tProperty owner \r\n\r\nSource of Funds: \tCitizens By Products Coal Company\r\nActivity:    \t\tDonation of approximately 26-acre former drive-in theater site to local community development corporation for community reuse.\r\nAmount:   \t\t$780,000\r\nStart and End Date: 2014\r\nRecipient: \t\tSoutheast Neighborhood Development/Riley Area Development Corporation\r\n\r\nSource of Funds: \tSoutheast Neighborhood Development and Riley Area Development Corporation \r\nActivity:    \t\tPredevelopment site characterization and assessment of the approximately 26-acre former drive-in theater site by two local community development corporations committed to the site’s redevelopment for community reuse.\r\nAmount: \t        \t$50,000\r\nStart and End Date: March 2015 - February 2016\r\nRecipient: \t\tProperty owner\r\n\r\nSource of Funds: \tJP Morgan Chase Foundation - Private Investment\r\nActivity:    \t\tSite Characterization Study - Predevelopment site characterization and assessment of the approximately 80-acre former RCA / Thomson Consumer Electronics site by a local community development corporation committed to the site’s redevelopment for community reuse. \r\nAmount:   \t\t$20,000 \r\nStart and End Date: March 2015 - February 2016\r\nRecipient: \t\tNear East Area Renewal\r\n\r\nSource of Funds: \tAngie’s List - Private Investment\r\nActivity: Angie’s List’s is making the Near Eastside Promise Zone it’s single site solution for it’s corporate campus. This $44 million redevelopment of the Ford Motor Company facility, and other properties, will grow this corporate campus from 1,000 to 2,800 employees.\r\nAmount:   \t\t$31,700,000\r\nStart and End Date: March 2015 - September 2016\r\nRecipient: \t\tAngie’s List\r\n\r\nSource of Funds: \tAngie’s List - Private Investment\r\nActivity: Angie’s List’s is making the Near Eastside Promise Zone it’s single site solution for it’s corporate campus. This $13.2 million investment in its corporate headquarters campus within the Promise Zone helped the company grow to 1,000 employees.\r\nAmount:    \t\t$13,200,000\r\nStart and End Date: 2013 - 2014\r\nRecipient: \t\tAngie’s List\r\n\r\nSource of Funds: \tCity of Indianapolis - DMD - Economic Development Incentives\r\nActivity:    \t\tAngie’s List’s is making the Near Eastside Promise Zone it’s single site solution for it’s corporate campus. This $44 million redevelopment of the Ford Motor Company facility, and other properties, will grow this corporate campus from 1,000 to 2,800 employees.\r\nAmount: \t        \t$10,000,000\r\nStart and End Date: March 2015 - September 2016\r\nRecipient: \t\tAngie’s List\r\n\r\nSource of Funds: \tState of Indiana - Indiana Economic Development Council - Financial Incentives\r\nActivity:    \t\tAngie’s List’s is making the Near Eastside Promise Zone it’s single site solution for it’s corporate campus. This $44 million redevelopment of the Ford Motor Company facility, and other properties, will grow this corporate campus from 1,000 to 2,800 employees.\r\nAmount:   \t\t$2,000,000\r\nStart and End Date: March 2015 - September 2016\r\nRecipient: \t\tAngie’s List\r\n\r\nSource of Funds: \tLocal Initiatives Support Corporation, Indianapolis (LISC)\r\nActivity:    \t\tCluster Study - “Linking Regional Economic Clusters with Targeted Urban Places” is a recently completed study commissioned by Local Initiatives Support Corporation for Indianapolis. The results will be implemented over the next several years, with a focus on the Near Eastside Promise Zone.\r\nAmount:    \t\t$80,000 (Cost of Study), Implementation cost counted elsewhere.\r\nStart and End Date: Study: March 2014 - October 2014, Implementation: 2015-2016\r\nRecipient: \t\tLISC, Indianapolis\r\n\r\nSource of Funds: \tUrban Land Institute - Rose Fellowship - Industrial Reuse Study of Mass Ave/Brookside\r\nActivity:    \t\tA critical industrial reuse district, the Mass Ave/Brookside Corridor, was the subject of the Urban Land Institute’s Rose Fellowship. The multi-day study involved experts from numerous cities and stakeholders throughout Indianapolis, and resulted in an innovative revitalization and reuse plan, which will jumpstart a multi-year focus on this corridor.\r\nAmount:    \t\t$301,500\r\nStart and End Date: August 2014 \r\nRecipient: \t\tCity of Indianapolis\r\n","Needed financial support over 10 years designation for this sub-goal is $67,400,000 and breaks down as follows:\r\n\r\nType: \t\t\tNew Markets Tax Credit Program (NMTC), U.S. Department of The Treasury\r\nActivity:    \t\tThe NMTC Program has been utilized successfully in the past within the Promise Zone, most recently in conjunction with the $11 million Chase Near Eastside Legacy Center. The NMTC program is key to our strategy to revitalize formerly industrial sites and to attract new investments and capital into the Promise Zone. \r\nEstimated Amount: \t$20,000,000\r\nDate: \t\t\t2015 - 2025\r\nRecipient: \t\tCity of Indianapolis, Local Initiatives Support Corporation (LISC), IFF Real Estate Services, Others\r\n\r\nType: \t\t\tCommunity Economic Development Program (CED), Office of Community Services (OCS)\r\nActivity:    \t\tThe Community Economic Development Program (CED) has been utilized successfully on several Indianapolis projects to finance innovative projects while creating good jobs for low-income individuals. Funding from this program is a key part of the industrial reuse and job creation strategy on the Near Eastside. \r\nEstimated Amount: \t$2,400,000 (Approximately 3-4 awards)\r\nDate: \t\t\t2015+\r\nRecipient: \t\tEnglewood Community Development Corporation, John H. Boner Community Center, Riley Area Development Corporation, East 10th Civic Association, Southeast Neighborhood Development (SEND)\r\n\r\nType: \t\t\tCommunity-Wide EPA Assessment Grant\r\nActivity:    \t\tBrownfield assessment funding is needed in relation to numerous large sites within the Promise Zone, particularly the Brookside/Mass Avenue Corridor. \r\n\r\nEstimated Amount: \t$5,000,000 ($500,000 annually x ten years)\r\nDate: \t\t\t2015 and ongoing\r\nRecipient: \t\tCity of Indianapolis\r\n\r\n\r\nType: \t\t\tEconomic Development Incentives\r\nActivity: \t        \tTo help grow the identified Food Manufacturing and Distribution and Business-to-Business clusters, which have shown promise in urban Indianapolis, economic development incentives are needed to help absorb the cost of build-out or other capital costs in return for these businesses agreeing to locate in urban areas and offer training and attractive wages. \r\n\r\nEstimated Amount:\t$40,000,000\r\nDate: \t\t\t2015 and ongoing\r\nRecipient: \t\tGrowing Businesses Locating Within the Promise Zone\r\n","Source and type: \tVolunteers, Mayor’s Manufacturing Reuse Task Force\r\nActivity:    \t\t\r\nThe Mayor’s Manufacturing Reuse Task Force is committed to dedicating it’s time, attention and expertise toward the reuse and revitalization of these former industrial corridors and sites.\r\nStart & End Date: \t2015 and ongoing\r\nRecipient: \t\tVarious CDC’s and Owners\r\n \r\nSource and type: \tStaff Support, City of Indianapolis Department of Metropolitan Development\r\nActivity:    \t\t\r\nOver the last year, the City of Indianapolis has strengthened it’s commitment to Brownfield Redevelopment and Industrial Reuse activities through increased full-time staffing for these activities including a new position to lead and coordinate Industrial Reuse initiatives as part of a financial commitment of over $1 million toward brownfield redevelopment initiatives identified above.\r\nStart & End Date:     2015 and ongoing\r\nRecipient: \t\tVarious CDC’s and Owners\r\n \r\nSource and type: \tStaff Support, LISC Indianapolis\r\nActivity:    \t\t\r\nLISC Indianapolis has committed full time staffing to coordinate and support Industrial District Implementation efforts identified within the Committed Financial section above on at least two key corridors and numerous key industrial reuse sites. LISC Indianapolis staffing will also coordinate efforts o implement the newly created “Linking Regional Economic Clusters with Targeted Urban Places” study.\r\nStart & End Date: \t2015 and ongoing\r\nRecipient: \t\tVarious CDC’s and Owners\r\n \r\nSource and type: \tStaff Support, Develop Indy/Chamber of Commerce\r\nActivity:    \t\t\r\nDevelop Indy/Chamber of Commerce has committed full time staffing to promote industrial ready sites and recruitment of regional employers with a focus on the IEPZ. Additionally, Develop Indy staff will participate on the Mayor’s Manufacturing Reuse Task Force and will assist LISC Indianapolis in implementation of the newly created “Linking Regional Economic Clusters with Targeted Urban Places” study.\r\nStart & End Date: \t2015 and ongoing\r\nRecipient: \t\tVarious CDC’s and Owners\r\n","Type: \t\t\tWorking Groups\r\nActivity:    \t\t\r\nLocal stakeholders should encourage the formation of Food Manufacturing and Distribution and Business-to-Business Working Groups to help grow these promising clusters. \r\nStart and End Date: 2015 and ongoing\r\nRecipient: \t\t Local Initiatives Support Corporation, Indianapolis and Develop Indy","20% increase in the number of jobs with the reuse of old industrial and commercial sites in the IEPZ by 2025;\r\n\r\nFive new supply chain businesses which will capitalize on anchor institutionsand expansions within the IEPZ by 2020; \r\n\r\n50% increase in the number of food manufacturing, distribution, and business-to-business companies within the IEPZ by 2025; and\r\n\r\nIncrease the range, number and size of economic development incentives to better induce businesses to former industrial properties by 2018.\r\n","Indiana University Public Policy Institute will coordinate, track, evaluate and report on the following:\r\n\r\nTrack job creation with new businesses entering the IEPZ;\r\n\r\nTrack job creation from business expansion within the IEPZ;\r\n\r\nTrack job creation on reuse of old industrial sites; and,\r\n\r\nTrack job creation numbers in comparison to investment of financial resources to determine ways to be more cost effective.\r\n","Pair remediation with redevelopment on at least 10 parcels within the Promise Zone by 2025;.\r\nDevelop a reuse plan, market analysis, and pro formas for underperforming industrial sites by 2016;\r\nRehabilitate and attract new businesses to two former industrial sites by 2021;\r\nFinalize Great Places planning for East Washington Street by July 2015;\r\nComplete Mass Ave/Brookside industrial corridor market study and plan by August 2015;\r\nApply for Area Wide Brownfield Assessment Grant by end of 2015;\r\nPerform site assessment for former Citizens Coke Plant and RCA sites by February 2016;\r\nComplete the creation of tax increment financing districts to better support industrial redevelopment within IEPZ by July 2016;\r\nExpand the Angie’s List employment base by 2,800 employees by October 2016;\r\nAssist five new supply chain businesses to expand within the IEPZ  by 2018; and,\r\nAchieve 50% growth in the number of food manufacturing, distribution and business-to-business companies end of 2018.","Expected Outcomes:\n20% increase in the number of jobs with the reuse of old industrial and commercial sites in the IEPZ by 2025;\r\n\r\nFive new supply chain businesses which will capitalize on anchor institutionsand expansions within the IEPZ by 2020; \r\n\r\n50% increase in the number of food manufacturing, distribution, and business-to-business companies within the IEPZ by 2025; and\r\n\r\nIncrease the range, number and size of economic development incentives to better induce businesses to former industrial properties by 2018.\r\n\nTimeline:\nPair remediation with redevelopment on at least 10 parcels within the Promise Zone by 2025;.\r\nDevelop a reuse plan, market analysis, and pro formas for underperforming industrial sites by 2016;\r\nRehabilitate and attract new businesses to two former industrial sites by 2021;\r\nFinalize Great Places planning for East Washington Street by July 2015;\r\nComplete Mass Ave/Brookside industrial corridor market study and plan by August 2015;\r\nApply for Area Wide Brownfield Assessment Grant by end of 2015;\r\nPerform site assessment for former Citizens Coke Plant and RCA sites by February 2016;\r\nComplete the creation of tax increment financing districts to better support industrial redevelopment within IEPZ by July 2016;\r\nExpand the Angie’s List employment base by 2,800 employees by October 2016;\r\nAssist five new supply chain businesses to expand within the IEPZ  by 2018; and,\r\nAchieve 50% growth in the number of food manufacturing, distribution and business-to-business companies end of 2018.","As stated by Slutsky and Frey in “Brownfield Uncertainty:  A proposal to reform Superfund”,   “Although these hazardous waste statutes in tandem provide much needed incentive for industry to avoid contaminating our lands and are therefore remarkably effective in protecting Americans from exposure to hazardous waste, their liability provisions provide powerful disincentives for potential redevelopment of urban properties. In fact, many would argue that the threat of Superfund liability is the single greatest impediment to the redevelopment of brownfield sites (see, for example, Davis, 2002; Rubenstein, 1997; Anderson, 1996). Scattered within and among some of the most commercially desirable urban centers in the country, brownfield sites are suspended in a sort of regulatory limbo; although not specifically designated as Superfund sites and listed by EPA on the National Priority List (NPL), they are nonetheless tarred by their potential—real or perceived—for costly environmental regulatory and third-party tort liability. Uncertainty is the enemy of economic activity. Urban redevelopment activities are stymied in the face of uncertainty, and CERCLA liability represents great uncertainty. Before a developer will move forward with a project, he or she must be convinced that the effort will provide a favorable financial outcome."]
[2,"b","John H. Boner Community Center","IndyEast Promise Zone","Indianapolis","Indiana","Great Lakes","Create jobs",null,"Work IndyEast: We promise to develop vibrant neighborhood zones of business activity, industries and commerce in which residents are employed in living wage jobs. We aim to accomplish this through entrepreneurship, industrial reuse and job training.","Decrease unemployment and increase household income for unemployed or underemployed neighborhood residents. ","Increase Access to Education and Employment for Chronically Unemployed Adults through investments and innovative partnerships, including Centers for Working Families. [ongoing]\r\n\r\nCustomized Job Training: “Place and train” initiatives like PowerTrain Indy provide customized training for 400 unemployed/underemployed residents for local companies offering competitive wages. [ongoing]\r\n\r\nCertificate Programs: A wide array of industry focused technical and short-term certificate programs, designed for workforce preparation, offered within the Promise Zone to neighborhood residents. [new]\r\n\r\nDegree Programs: Local universities provide associates and bachelor’s degree programs with an emphasis on the needs of working adults. [ongoing]\r\n\r\nLaunch Urban Manufacturing Incubator: With entrepreneurial “Makers” as the target, the incubator will assist in design, prototype and commercialization of new products for new businesses, with an emphasis on the supply chain of anchor institutions. [ongoing]","Decrease unemployment and increase household income for unemployed or underemployed neighborhood residents. \nActivities: \nIncrease Access to Education and Employment for Chronically Unemployed Adults through investments and innovative partnerships, including Centers for Working Families. [ongoing]\r\n\r\nCustomized Job Training: “Place and train” initiatives like PowerTrain Indy provide customized training for 400 unemployed/underemployed residents for local companies offering competitive wages. [ongoing]\r\n\r\nCertificate Programs: A wide array of industry focused technical and short-term certificate programs, designed for workforce preparation, offered within the Promise Zone to neighborhood residents. [new]\r\n\r\nDegree Programs: Local universities provide associates and bachelor’s degree programs with an emphasis on the needs of working adults. [ongoing]\r\n\r\nLaunch Urban Manufacturing Incubator: With entrepreneurial “Makers” as the target, the incubator will assist in design, prototype and commercialization of new products for new businesses, with an emphasis on the supply chain of anchor institutions. [ongoing]","Following national trends, employers in the urban core of Indianapolis represent about one-third of the businesses in the central city and about 40% of the available jobs, but employment growth is lower and average wage growth slower in the inner city compared to the surrounding metro area. According to the Cluster Mapping Project (Institute for Strategy and Competitiveness, Harvard Business School), over the past ten years, the Indianapolis metro area has experienced a net growth of 4,400 jobs, yet urban neighborhoods have not fully participated in this expansion.  This is supported by the work of Harrison & Glasmeler (Economic Quarterly, 1997), which finds “efforts to ‘rework’ the public workforce development system to meet the needs of employers can be at odds with efforts to meet the needs of disadvantaged populations. But greater proximity to employers can also enhance the system’s capacity to promote more progressive human resource practices and equitable labor market outcomes.”","JHBCC, through their Center for Working Families, will provide employment/workforce development, financial coaching and access to public benefits to promote family stability.\r\n\r\nLISC will assist in matching applicable job clusters with appropriate training and provide support for the expansion of the Center for Working Families.\r\n\r\nIUPUI will provide customized skill and degree programs targeting residents of the IEPZ to increase their employability.\r\n\r\nDevelop Indy/Chamber of Commerce will match job training incentive packages to employers who are locating in or expanding within the IEPZ.  \r\n\r\nEmployIndy (WIB) will match IEPZ residents with current and new job training and well designed certificate programs with job marketplace demand.  \r\n","John H. Boner Community Center SubGoal 2b","Total committed financial support for this sub-goal is $7,022,428 and breaks down as follows:\r\n\r\nSource of Funds: \tCity of Indianapolis - DMD - Community Development Block Grant, Private Fundraising\r\nActivity:    \t\t \r\nFor 12 years, Horizon House’s Opportunity Knocks program has focused on addressing the unique needs, strengths and barriers of individuals experiencing homelessness. Opportunity Knocks provides job readiness training followed by comprehensive job search services to approximately 200 individuals annually. Ongoing vocational case management services also help clients retain employment and build stable income.\r\nAmount: \t        \t$150,000 \r\nStart and End Date:  January 2015 - ongoing\r\nRecipient: \t\tHorizon House \r\n\r\nSource of Funds: \tPrivate Fundraising\r\nActivity:    \t\t\r\nLocated within the Promise Zone, Second Helpings Culinary Job Training Program has graduated more than 550 unemployed and underemployed adults since 1998 for meaningful careers in the culinary industry.  Graduates of the program receive job placement assistance, college credit at Ivy Tech, ServeSafe Certification and First Aid & CPR Certifications.\r\nAmount:   \t\t$521,196\r\nStart and End Date: January 2015 - ongoing\r\nRecipient: \t\tSecond Helpings\r\n\r\nSource of Funds: \tLocal Initiatives Support Corporation (LISC), Grants for Center for Working Families (CWF)\r\nActivity:    \t\t\r\nCenter for Working Families (CWF) Programming at the John H. Boner Community Center to support individuals grow their financial positions through employment opportunities and training. \r\nAmount:   \t\t$610,000\r\nStart and End Date: 2013 - ongoing\r\nRecipient: \t\tJohn H. Boner Community Center\r\n\r\nSource of Funds: \tUnited Way of Central Indiana, Grants for Center for Working Families (CWF)\r\nActivity:    \t\t\r\nCenter for Working Families (CWF) Programming at the John H. Boner Community Center to support individuals grow their financial positions through employment opportunities and training. \r\nAmount: \t        \t$135,439\r\nStart and End Date: 2014 - 2015\r\nRecipient: \t\tJohn H. Boner Community Center\r\n\r\nSource of Funds: \tCentral Indiana Community Foundation - Grants for Center for Working Families (CWF)\r\nActivity:    \t\t\r\nCenter for Working Families (CWF) Programming at the John H. Boner Community Center to support individuals grow their financial positions through employment opportunities and training. \r\nAmount:    \t\t$50,000\r\nStart and End Date: 2012 - 2015\r\nRecipient: \t\tJohn H. Boner Community Center\r\n\r\nSource of Funds: \tKey Bank Foundation, Grants for Center for Working Families (CWF)\r\nActivity:    \t\t\r\nCenter for Working Families (CWF) Programming at the John H. Boner Community Center to support individuals grow their financial positions through employment opportunities and training. \r\nAmount: \t        \t$10,000\r\nStart and End Date: 2012 - 2015\r\nRecipient: \t\tJohn H. Boner Community Center\r\n\r\nSource of Funds: \tMarion County Commission on Youth - Summer Youth Program Fund \r\nActivity:    \t\tYouth employment initiative of the Summer Youth Program Fund (SYPF). \r\nAmount: \t        \t$11,569\r\nStart and End Date: 2012 - 2015\r\nRecipient: \t\tJohn H. Boner Community Center\r\n\r\nSource of Funds: \tCity of Indianapolis - DMD - Community Development Block Grant\r\nActivity:    \t\tSupporting employment opportunities for youth. \r\nAmount: \t        \t$19,224\r\nStart and End Date: 2015\r\nRecipient: \t\tJohn H. Boner Community Center\r\n\r\nSource of Funds: \tIndianapolis Public Library - Capital Budget\r\nActivity:    \t\t\r\nThe Indianapolis Public Library has committed up to $2 million for the renovation and expansion of the historic East Washington Branch Public Library within the Promise Zone. A key goal of the expansion is to enhance job skills counseling, and increase computer access and literacy for unemployed or underemployed low-income neighborhood residents, achieved in part through an increased partnership as a Mobile WorkOne site. \r\nAmount:   \t\t$2,000,000\r\nStart and End Date: June 2015 - September 2016\r\nRecipient: \t\tIndianapolis Public Library\r\n\r\nSource of Funds: \tCity of Indianapolis - Workforce Training Fund\r\nActivity:    \t\t\r\nEmploy Indy’s Power Train Indy program is providing customized job training for 400 unemployed or underemployed residents for local companies within urban Indianapolis that offer competitive wages.\r\nAmount:   \t\t$1,500,000 \r\nStart and End Date: January 2013 - December 2015\r\nRecipient: \t\tEmploy-Indy\r\n\r\nSource of Funds:  \tPrivate Investment\r\nActivity:    \t\t\r\nAngie’s List’s is making the IndyEast Promise Zone it’s single site solution for it’s corporate campus. The company has committed $1 million toward retraining of existing employees and training of new team members as it grows from 1,000 to 2,800 employees on-site. New jobs will have an average wage of $23/hr. Skills will include: information technology, team building, quality control, technical support and conflict resolution.\r\nAmount:   \t\t$1,000,000\r\nStart and End Date: March 2015 - September 2016\r\nRecipient: \t\tAngie’s List\r\n\r\nSource of Funds:  \tPrivate Investment\r\nActivity: \t\t\r\nAngie’s List’s is making the Near Eastside Promise Zone it’s single site solution for it’s corporate campus. Over the last 12 months, the company has spent $400,000 toward retraining of existing employees and training of new team members as it has grown to 1,000 employees on-site.\r\nAmount: \t\t        $400,000\r\nStart and End Date:\t2013 - 2014\r\nRecipient: \t\tAngie’s List\r\n\r\nSource of Funds: \tPrivate Workforce Development Investment \r\nActivity:    \t\t\r\nIn the next 3 – 5 years, the company is anticipating approximately $375k in trainee paid wages while participating in OJT program plus another $100k in creating classroom training programs in partnership with local educational institutions, including Ivy Tech Community College.  Horner projects 10% job growth coupled with replacement of employees retiring within the next 5-7 years.  Horner Industrial Group jobs have an average wage of $21/hr. Skills will include: basic electrical theory, mathematics, technical reading, manual machining techniques, diagnostics techniques, quality control.\r\nAmount:   \t\t$500,000\r\nStart and End Date:  June 2015 -  ongoing\r\nRecipient: \t\tHorner Electric, Inc. / Horner Industrial Group\r\n\r\nSource of Funds: \tSave Our Vets\r\nActivity:    \t\t\r\nVeteran’s Welding Training Program - In the next 3 – 5 years, the company is anticipating approximately $375k in trainee paid wages while participating in OJT program plus another $100k in creating classroom training programs in partnership with local educational institutions, including Ivy Tech Community College.  Horner projects 10% job growth coupled with replacement of employees retiring within the next 5-7 years.  Horner Industrial Group jobs have an average wage of $21/hr. Skills will include: basic electrical theory, mathematics, technical reading, manual machining techniques, diagnostics techniques, quality control.\r\nAmount:   \t\t$125,000\r\nStart and End Date: June 2015 - ongoing\r\nRecipient: \t\tSave Our Vets\r\n","Needed financial support over the 10 year designation for this sub-goal is $24,850,000 and breaks down as follows:\r\n\r\nNeeded financial support over the 10 year designation for this sub-goal is $25,350,000 and breaks down as follows:\r\n\r\n Type: \t\t\tSocial Innovation Fund, Corporation for National & Community Service \r\nActivity:    \t\t\r\nNear Eastside partners would like to target vulnerable, high-risk or opportunity young adults ages 18-24 with workforce development supports combined with engaging young adults in their communities through volunteering. A number of local partners are well positioned to lead and support an initiative like this one. \r\nDate: \t\t\t2015 or 2016\r\nEstimated Amount: \tunknown\r\nRecipient: \t\tJohn H. Boner Community Center\r\n \r\nType: \t\t\tYouthBuild, Employment & Training Administration \r\nActivity:    \t\t \r\nEmploy Indy has successfully utilized YouthBuild in Indianapolis for the past five years with good success. Funding will be needed between 2015 – 2025 to continue the program with a focus on the Promise Zone.\r\nDate: \t\t\t2015 - 2025\r\nEstimated Amount: \t$1,500,000\r\nRecipient: \t\tEmploy Indy\r\n\r\nType: \t\t\tLocal Initiatives Support Corporation, Indianapolis - Center For Working Families Grant \r\nActivity:    \t\t\r\nContinued expansion of LISC’s successful Center For Working Families (CWF) at the John H. Boner Community Center. \r\nDate: \t\t\tJanuary 2015 - ongoing\r\nEstimated Amount: \t$2,100,000 ($210,000 annually x ten years)\r\nRecipient: \t\tJohn H. Boner Community Center\r\n\r\nType: \t\t\tState of Indiana - Workforce Development Grant \r\nActivity: \t        \t\r\nA second Mobile WorkOne Indy team is needed to increase employment services access. An increased presence at libraries and other social service destinations is key to connecting with job seekers within the Promise Zone.\r\nDate: \t\t\tJanuary 2015 - ongoing\r\nEstimated Amount: \t$1,750,000 ($175,000 annually x ten years)\r\nRecipient: \t\tEmploy-Indy \r\n\r\nType: \t\t\tEmploy Indy - Youth Employment Services Grant \r\nActivity:    \t\t\r\nEmploy Indy manages a Youth Employment Services (YES) program which  serves young adults, ages 18-24, who have a desire to secure and grow in a job through the provision of flexible vouchers that help remove barriers for successful transition to employment. Barrier-busting vouchers assist with childcare, transportation, training and education, work clothing and much more. Given the high level of unemployed 18-24 year olds within the IEPZ, these flexible barrier-buster resources are needed over the next decade. The EmployIndy YES Program is set to expire at the end of 2014\r\nDate: \t\t\tJanuary 2015 - ongoing\r\nEstimated Amount: \t$2,500,000 ($250,000 annually x ten years)\r\nRecipient: \t\tIEPZ service providers - Edna Martin Christian Center, Keys to Work, Martindale-Brightwood Community Development Corporation, and PACE, Inc., Recycle Force\r\n\r\nType: \t\t\tEmploy Indy - Power Train Indy Grant \r\nActivity: \t        \t\r\nAn extension is necessary for Employ Indy’s current Power Train Indy program, or a workforce development program like it. Set to expire in December 2015, Power Train Indy provides customized job training for 400 unemployed or underemployed residents for local companies within urban Indianapolis that offer competitive wages.\r\nDate: \t\t\tJanuary 2016 - ongoing\r\nEstimated Amount: \t$4,000,000 ($500,000 annually x nine years)\r\nRecipient: \t\tIEPZ service providers - Keys to Work, Inc., John H. Boner Community Center, Recycle Force\r\n\r\nType: \t\t\tSave our Vets  - Veterans Workforce Development Grant \r\nActivity:    \t\t\r\nSave Our Vets (SOV) operates it’s 88,000 square foot Victory Center within the IEPZ. The organization estimates a $3 million investment is necessary in capital, equipment and staffing for the full implementation of training programs necessary to serve both Hoosier veterans (80% of participants) and other local Promise Zone residents (20% of participants). SOV’s current programs include Computer Numerical Control (CNC) and Information Technology (IT) and have a 100% graduation and career placement rate in the organization’s young history.\r\nDate: \t\t\tJanuary 2016 - ongoing\r\nEstimated Amount: \t$3,000,000 \r\nRecipient: \t\tSave Our Vets\r\n\r\n\r\nType: \t\t\tCapital and Programming Grant \r\nActivity: \t        \t\r\nThe City of Indianapolis, led by the Mayor’s Manufacturing Reuse Task Force, hopes to launch an Urban Manufacturing Incubator. Preliminary estimates are for a 20,000 to 40,000 square foot facility with an anticipated cost of approximately $10 million to develop and program the space for the first five years.\r\nDate: \t\t\tJanuary 2016 - ongoing\r\nEstimated Amount: \t$10,000,000 \r\nRecipient: \t\tCity of Indianapolis\r\n","Source and type: \tCity of Indianapolis - Mayor’s Manufacturing Reuse Task Force\r\nActivity:    \t\t\r\nThe Mayor’s Manufacturing Reuse Task Force is committed to dedicating it’s time, attention and expertise toward the launch of an Urban Manufacturing Incubator.\r\nStart and End Date: 2015-Study, 2016-Implementation\r\nRecipient: \t\tPromise Zone Entrepreneurs \r\n","Type: \t\tTechnical Assistance\r\nActivity:    \t\r\nTechnical assistance will be needed in order to successfully implement the Urban Manufacturing Incubator in a manner that utilizes best practices in urban manufacturing from across the country. A growing partnership with the Urban Manufacturing Alliance (UMA) may provide access to content experts for some of this technical support. \r\nDate: \t\tJanuary 2015 - ongoing\r\nRecipient: \tLocal Initiatives Support Corporation, Indianapolis and Develop Indy\r\n","25% increase in the number of participants in education or employment services by 2025;\r\n\r\n200% increase in the number of job seekers referred to, and successfully placed, within job training programs after visiting Mobile WorkOne Centers by 2020;\r\n\r\n5% annual increase in the number of individuals placed in employment through Centers For Working Families (CWF);\r\n\r\n100% increase in the number of residents or employees of neighborhood businesses who receive customized job training through PowerTrain Indy by 2017;\r\n\r\n25% increase in residents who graduate through a certified program by 2025; and,\r\n\r\n50% increase in adult residents with an associates or bachelor’s degree by 2025.\r\n","Indiana University Public Policy Institute will coordinate, track, evaluate and report on the following:\r\n\r\nTrack the number of unemployed persons seeking employment services;\r\n\r\nTrack the job retention rates of new placed employees, up to one year;\r\n\r\nTrack education attainment of high school graduates involved in IEPZ certification programs;\r\n\r\nTrack number of associates and bachelor degrees award to IEPZ residents; and,\r\n\r\nTrack number of jobs created by employment sector.\r\n\r\nTrack the employment rate for residents of the IEPZ.\r\n","By June 2016, complete the renovation and expansion of the East Washington Branch Public Library with increased access to education and employment services;\r\n\r\nBy September 2016, Angie’s List will have trained and expanded its workforce from 1,000 to 2,800 employees on-site;\r\n\r\nBy December 2016, the City of Indianapolis will launch the Urban Manufacturing Incubator;\r\n\r\nBy 2018, Ivy Tech Community College will have expanded its presence within the Promise Zone with an increase in employee valued certificate and degree programs;\r\n\r\nBy 2021, the Incubator will have created 20 new businesses and 1,000 new jobs;\r\n\r\nBy 2025, achieve the net creation of 4,000 new jobs within the Promise Zone;\r\n\r\nCreate 50 new businesses and 2,500 new jobs by 2025 through the Urban Manufacturing Incubator; and,\r\n\r\nBy 2025, achieve the net creation of 4,000 new jobs with approximately 80% paying a livable wage and 60% paying at or above the county median.","Expected Outcomes:\n25% increase in the number of participants in education or employment services by 2025;\r\n\r\n200% increase in the number of job seekers referred to, and successfully placed, within job training programs after visiting Mobile WorkOne Centers by 2020;\r\n\r\n5% annual increase in the number of individuals placed in employment through Centers For Working Families (CWF);\r\n\r\n100% increase in the number of residents or employees of neighborhood businesses who receive customized job training through PowerTrain Indy by 2017;\r\n\r\n25% increase in residents who graduate through a certified program by 2025; and,\r\n\r\n50% increase in adult residents with an associates or bachelor’s degree by 2025.\r\n\nTimeline:\nBy June 2016, complete the renovation and expansion of the East Washington Branch Public Library with increased access to education and employment services;\r\n\r\nBy September 2016, Angie’s List will have trained and expanded its workforce from 1,000 to 2,800 employees on-site;\r\n\r\nBy December 2016, the City of Indianapolis will launch the Urban Manufacturing Incubator;\r\n\r\nBy 2018, Ivy Tech Community College will have expanded its presence within the Promise Zone with an increase in employee valued certificate and degree programs;\r\n\r\nBy 2021, the Incubator will have created 20 new businesses and 1,000 new jobs;\r\n\r\nBy 2025, achieve the net creation of 4,000 new jobs within the Promise Zone;\r\n\r\nCreate 50 new businesses and 2,500 new jobs by 2025 through the Urban Manufacturing Incubator; and,\r\n\r\nBy 2025, achieve the net creation of 4,000 new jobs with approximately 80% paying a livable wage and 60% paying at or above the county median.","Comprehensive immigration reform will allow us to tap the skills, resources, tax revenue and human capital of a population that has been very valuable to to the stability  of the promise zone area.  The increased tax revenue and social security contributions of many residents who are currently unaccounted for would be a great benefit locallly and nationally, while decreasing the unemployment rate within the immigrant community.\r\n\r\nA February 2010 report from the Economic Policy Institute (EPI) finds that the “effect of immigration from 1994 to 2007 was to raise the wages of U.S.-born workers, relative to foreign-born workers, by 0.4% (or $3.68 per week).” Even the small (and shrinking) number of “U.S.-born workers with less than a high school education saw a relative 0.3% increase in wages (or $1.58 per week)” as a result of immigration during this period.\r\n\r\nThe report emphasizes that “more people, including more foreigners, do not mean lower wages or higher unemployment.  If they did, every time a baby was born or a new graduate entered the labor force, they would hurt existing workers.  But new workers do not just have supply-side impacts, they also affect demand.  Those new graduates buy food and cars and pay rent.  In other words, while new workers add to the supply of labor, they also consume goods and services, creating more jobs.  An economy with more people does not mean lower wages and higher unemployment, it is simply a bigger economy.\r\n"]
[2,"c","John H. Boner Community Center","IndyEast Promise Zone","Indianapolis","Indiana","Great Lakes","Create jobs",null,"Work IndyEast: We promise to develop vibrant neighborhood zones of business activity, industries and commerce in which residents are employed in living wage jobs. We aim to accomplish this through entrepreneurship, industrial reuse and job training.","Support infrastructure improvements as a top priority guiding employment and development on transit corridors, aligning with system upgrades, and supporting transit-oriented development.","Stabilize/upgrade basic infrastructure: Improve power grid, sewers, street ROW, high speed data, and green infrastructure to serve the 21st century needs of employers and neighborhood residents.[new]\r\n\r\nConcentrate on transit-oriented development: Focus development at nodes around rapid transit with dense mix of commercial, retail, and residential within walking distance of rapid transit.[ongoing]\r\n\r\nConnect residents to employment: Enhance residents’ connections to downtown employment, bringing employees into Near Eastside with convenient access, building on high-performing bus routes.[ongoing]\r\n\r\nIntegrated multi-modal access: Integrate transit, bicycle, and pedestrian infrastructure to create a higher level of mobility, more effectively linking residents to employment and amenities.[ongoing]\r\n\r\nSupport industrial users with new/improved routes: Provide access in and out of neighborhood with increased connectivity like proposed new industrial corridor south of Washington Street.[new]","Support infrastructure improvements as a top priority guiding employment and development on transit corridors, aligning with system upgrades, and supporting transit-oriented development.\nActivities: \nStabilize/upgrade basic infrastructure: Improve power grid, sewers, street ROW, high speed data, and green infrastructure to serve the 21st century needs of employers and neighborhood residents.[new]\r\n\r\nConcentrate on transit-oriented development: Focus development at nodes around rapid transit with dense mix of commercial, retail, and residential within walking distance of rapid transit.[ongoing]\r\n\r\nConnect residents to employment: Enhance residents’ connections to downtown employment, bringing employees into Near Eastside with convenient access, building on high-performing bus routes.[ongoing]\r\n\r\nIntegrated multi-modal access: Integrate transit, bicycle, and pedestrian infrastructure to create a higher level of mobility, more effectively linking residents to employment and amenities.[ongoing]\r\n\r\nSupport industrial users with new/improved routes: Provide access in and out of neighborhood with increased connectivity like proposed new industrial corridor south of Washington Street.[new]","According to the American Public Transportation Association 2009 report “Economic Impact of Public Transportation Investment” investments in public transportation diversifies transportation options and improves mobility for all incomes. If sustained over time, the cost savings from customers can shift consumer spending. “Business operating cost savings associated with worker wage and reliability effects of reduced congestion; Business productivity gained from access to broader labor markets with more diverse skills, enabled by reduced traffic congestion and expanded transit service areas; and additional regional business growth enabled by indirect impacts of business growth on supplies and induced impacts on spending of worker wages.” \r\n","Citizens Energy Group will complete the Dig Indy Tunnel System to eliminate raw sewage overflows into IEPZ waterways.\r\nCity of Indianapolis will lead implementation of infrastructure improvements consistent with corridor plans and Complete Streets ordinance, provide planning assistance, and modernization of zoning code.\r\nECDC will convene businesses and neighborhood groups to ensure infrastructure and transit improvements are consistent with IEPZ job creation/TOD goals and the Near Eastside QOL Plan.\r\nThe Metropolitan Planning Organization and IndyGo will advance Indy Connect plans toward implementing a rapid transit system within Indianapolis and greater Central Indiana region.\r\nCentral Indiana Regional Transit Authority will apply for funding and implementation of the Indy Connect Plan via U.S. Department of Transportation.\r\nDevelop Indy/Chamber of Commerce will convene assessment of technology/industrial infrastructure, TIF district financing feasibility and TOD maximization. ","John H. Boner Community Center SubGoal 2c","Total committed financial support for this sub-goal is $420,505,467 and breaks down as follows:\r\n\r\nSource of Funds: \tCitizens Energy Group - Dig Indy – Lower Pogues Run Tunnel System , Rate Increases\r\nActivity:    \t\t\r\nThe Lower Pogues Run Tunnel System is part of the Dig Indy Tunnel System. The Lower Pogues project consists of about 10,000 feet of deep r ock tunnel and is currently in the design phase. At more than 200 feet deep and a storage capacity of 200 million gallons, the Dig Indy Tunnel System will extend into the Promise Zone along Pogues Run and Pleasant Run to create a collective, underground storage and transport facility for wastewater (sewage), which otherwise could have gone directly into our waterways. The tunnel system is a component of the federally-mandated plan to reduce raw sewage overflows into our waterways.\r\nAmount:    \t\t$130,000,000\r\nStart and End Date: Early 2017 – Late 2021\r\nRecipient: \t\tCity of Indianapolis, Citizens Energy Group\r\n \r\nSource of Funds: \tCitizens Energy Group - Dig Indy – Upper Pogues Run CSO Abatement Project, Rate Increases\r\nActivity:    \t\t\r\nThe Upper Pogues Run CSO Abatement Project is part of the Dig Indy Tunnel System. The Upper Pogues project is in the preliminary study phase. At more than 200 feet deep and a storage capacity of 200 million gallons, the Dig Indy Tunnel System will extend into the Promise Zone along Pogues Run and Pleasant Run to create a collective, underground storage and transport facility for wastewater (sewage), which otherwise could have gone directly into our waterways. The tunnel system is a component of the federally-mandated plan to reduce raw sewage overflows into our waterways.\r\nAmount:   \t\t$40,000,000\r\nStart and End Date: Early 2017 & End – Late 2021\r\nRecipient: \t\tCity of Indianapolis, Citizens Energy Group\r\n \r\nSource of Funds: \tCitizens Energy Group - Dig Indy – Pleasant Run Tunnel System, Rate Increases\r\nActivity:    \t\t\r\nThe Pleasant Run Tunnel System, which is in the early planning phases, is part of the Dig Indy Tunnel System. At more than 200 feet deep and a storage capacity of 200 million gallons, the Dig Indy Tunnel System will extend into the Promise Zone along Pogues Run and Pleasant Run to create a collective, underground storage and transport facility for wastewater (sewage), which otherwise could have gone directly into our waterways. The tunnel system is a component of the federally-mandated plan to reduce raw sewage overflows into our waterways.\r\nAmount:   \t\t$240,000,000\r\nStart and End Date: Start - 2021 & End - 2025\r\nRecipient: \t\tCity of Indianapolis, Citizens Energy Group\r\n\r\nSource of Funds: \tCity of Indianapolis - DPW - Basic & Advanced Infrastructure\r\nActivity:    \t\t\r\nResurfacing and various infrastructure upgrades throughout the IEPZ in the next 12 months through Rebuild Indy. Rebuild Indy has been an effort by the City of Indianapolis plan to address our City's sweeping infrastructure needs over the last three years. This investment includes approximately $1,200,000 in current upgrades to the East Washington Street corridor, which will soon realize tremendous employment growth due to Angie’s List expansion.\r\nAmount:   \t\t$4,177,099\r\nStart and End Date: 2014-2015\r\nRecipient: \t\tCity of Indianapolis residents and businesses\r\n\r\nSource of Funds: \tState of Indiana - Indiana Department of Transportation (INDOT)\r\nActivity:    \t\t\r\nThree separate INDOT projects within the IEPZ which will replace or reconstruct approximately 4.28 miles of interstate bridge decks along I-70 and/or I-65.\r\nAmount:   \t\t$10,962,000\r\nStart & End Date: \t2014-2017\r\nRecipient: \t\tIndiana Department of Transportation (INDOT)\r\n\r\nSource of Funds: \tCity of Indianapolis - Angie’s List Infrastructure\r\nActivity: \t\t\r\nAngie’s List’s is making the Near Eastside Promise Zone it’s single site solution for it’s corporate campus. This $1.5 million investment in public infrastructure adjacent to its corporate campus within the Promise Zone helped the company grow to 1,000 employees.\r\nAmount:    \t\t$1,500,000\r\nStart and End Date: 2013 - 2014\r\nRecipient: \t\tAngie’s List\r\n\r\nSource and type: \tIndyGo Forward, Federal Planning Funds \r\nActivity:    \t\t\r\nCurrent comprehensive operational analysis, entitled  IndyGo Forward, which is an in-depth study of how the bus system operates today and what our plans are beginning in 2015 with the opening of the new Downtown Transit Center. IndyGo is committed to enhancing transit access to the Near Eastside Promise Zone. The Promise Zone features several of the highest ridership lines in the IndyGo system, including the highest ridership Route #8 line along Washington Street. IndyGo Forward calls for service enhancements on the Near Eastside, including 15-minute headways along Washington Street just blocks away from the new Downtown Transit Center. \r\nStart & End Date: \tJuly 2014 - March 2015-Study, 2015+ Implementation\r\nAmount:   \t\t$270,736 \r\nRecipient:  \t\tIndianapolis MPO\r\n\r\nSource of Funds: \tGreen Rapid Transit Line Draft Environmental Impact Statement, Federal Earmark and Congestion Mitigation & Air Quality (CMAQ) funds\r\nActivity: \t\t\r\nDevelop a draft environmental impact statement for the proposed Green Rapid Transit Line from Downtown Indianapolis to Noblesville, Indiana. The proposed light rail or bus rapid transit line would run adjacent to the Monon Trail along the western border of the proposed promise zone and a station is proposed at 16th Street to serve residents that live within the zone.  \r\nAmount:   \t\t$4,546,670\r\nStart and end date: \tSeptember 2009 to April 2015\r\nRecipient:   \t\tIndiana Department of Transportation with the Indianapolis MPO as the sub-recipient\r\n","Needed financial support over the 10 year designation for this sub-goal is $1,460,733,998 and breaks down as follows:\r\n\r\nType: \t\t\tTechnical Assistance and Infrastructure Incentives, Economic Development Administration\r\nActivity: \t\t\r\nIn the next year, the Indy Partnership will complete its Comprehensive Economic Development Strategy (CEDS) for Indianapolis as part of the Plan 2020 effort. Upon completion and acceptance, technical assistance from the EDA will be requested to assist in proposal development and application submission for EDA incentives. \r\nEstimated Amount: \tUnknown\r\nDate: \t\t\t2015 – Completion of CEDS, 2016-2017 – EDA technical assistance, proposal development and application submission, 2017-2025 - Infrastructure Completion\r\nRecipient: \t\tCity of Indianapolis\r\n\r\nType: \t\t\tCity of Indianapolis - DPW - Basic Infrastructure\r\nActivity:    \t\t\r\nApproximately $14,733,998 worth of specific basic infrastructure needs have been identified within the IEPZ. The City of Indianapolis hopes to invest in this infrastructure through the proposed Rebuild Indy 2. Rebuild Indy 2 is the City of Indianapolis plan to address our City's sweeping infrastructure needs with up to $350 million in projects over three years. The projects planned with RebuildIndy 2 will improve aging infrastructure throughout Indianapolis and increase pedestrian and motorist safety. If approved, RebuildIndy 2 would fund more than $50 million in sidewalks and more than $100 million in street repairs—including all of our highest priority street resurfacing needs in Marion County. Furthermore, the RebuildIndy 2 plan supports the recently adopted Complete Streets ordinance that requires DPW to achieve a better connected Indianapolis with sidewalks, trails and greenways.\r\nEstimated Amount: \t$14,733,998\r\nDate: \t\t\t2015-2017\r\nRecipient: \t\tIEPZ residents and businesses\r\n\r\nType: \t\t\tCity Infrastructure -  DPW - Advanced Infrastructure\r\nActivity:    \t\t\r\nImplement recommendations in ReEnergize East Washington Street Catalyst Plan, the Smart Growth District Plan and the soon to be developed Mass Ave/Brookside Industrial Reuse Plan related to the need to upgrade railroad crossings and underpasses that conflict with heavier truck traffic used by employers. Additionally, a proposed feasibility study will assess the costs-benefits of developing new right-of-ways for industrial users.\r\nEstimated Amount: \t$10,000,000\r\nDate: \t\t\tJanuary 2015 - ongoing\r\nRecipient: \t\tIEPZ residents and businesses\r\n\r\n\r\nType: \t\t\tU.S. Department of Transportation\r\nActivity:    \t\t\r\nThe Indy Connect Plan would be implemented in phases, the first of which would focus primarily on Marion and Hamilton Counties in the first 10-years. A combination of federal  (Federal Transit Administration - FTA), state, and local dollars, as well as transit fares, will be used to build, operate and maintain the transit system in this plan, but a new dedicated source of local funds will be needed to fund capital and ongoing operating costs. \r\nEstimated Amount: \tUnknown, however, initial estimates are $1.3 billion to build over 10-years and a cost of $136 million to operate. \r\nStart and End Date: 2014-State Legislature Approval, 2016-County Referendum, 2017-2027-Funding and Implementation\r\nRecipient: \t\tCentral Indiana Regional Transit Authority (CIRTA)\r\n","Source and type: \tIndianapolis MPO / IndyGo Planning\r\nActivity:    \t\t\r\nThe Indianapolis MPO and IndyGo will continue to advance Indy Connect plans toward implementing a rapid transit system within Indianapolis and the greater Central Indiana region.  This specifically has the potential to impact employment growth and job creation within the Promise Zone. Building upon the $1 million 2013 Alternatives Analysis for the Blue Line (Washington Street) and the current $4.5 million Green Rapid Transit Line Draft Environmental Impact Statement, additional planning is committed in the coming years. Indy Connect, Central Indiana’s Transportation Initiative, is about connecting people to people and people to places through a network of local bus routes, rapid transit lines, walking and biking paths and roadways. Specific to the Promise Zone, two of the five planned rapid transit routes, the Blue Line and the Green Line, both serve the Promise Zone. \r\nStart & End Date: \t2014-State Legislature Approval, 2016-County Referendum, 2017-2027-Funding and Implementation\r\nRecipient: \t\tIndianapolis MPO/IndyGo\r\n\r\nSource and type: \tCity of Indianapolis - DMD - Planning Assistance\r\nActivity:    \t\t\r\nThe City of Indianapolis draft “Plan 2020” includes the intersection of Washington & Rural within the Promise Zone as one of only a handful of proposed “Urban Villages” having all of the characteristics necessary to drive new growth and vitality within our city. Plan 2020 includes a number of proposed interventions for these “Urban Villages” to create a dense mix  of commercial, retail, and residential within walking distance of local transit stops or rapid transit stations, including a current Plan 2020 Fellowship Program to create a guide to the healthy creation of an Urban Village. \r\nStart and End Date: 2015-Plan Release, 2015-2020-Implementation\r\nRecipient: \t\tIEPZ - Implementation Partners\r\n\r\nSource and type: \tCity of Indianapolis - DMD - Indy Rezone Implementation\r\nActivity:    \t\t\r\nIndy Rezone has been an effort to update the decades-old zoning ordinances, regulations and design practices in Indianapolis to be more sustainable and to improve Indy residents’ quality of life. It provides a foundation for creating vibrant communities through appropriate redevelopment. Two of the three prototype areas as part of Indy Rezone are within the Promise Zone and will be implemented first to facilitate the creation of more dense, walkable and transit served communities. The successful facets of these prototype Neighborhood Invigoration Initiatives will be replicated after the grant award period throughout the county in areas that are in a similar situation. \r\nStart and End Date: 2015-Plan Adoption, 2015+ Implementation\r\nRecipient: \t\tIEPZ - Implementation Partners\r\n\r\nSource and type: \tCity of Indianapolis - DMD - Implementation of Complete Streets Ordinance \r\nActivity:    \t\t\r\nIn 2012, Smart Growth America named the City of Indianapolis’ Complete Streets ordinance as the strongest city-level legislation in the nation. Furthermore, the RebuildIndy 2 plan to upgrade basic infrastructure requires DPW to consider multi-modal access with each and every improvement to achieve a better connected Indianapolis with sidewalks, trails and greenways. \r\nStart and End Date: 2015-2017\r\nRecipient: \t\tIEPZ - Implementation Partners\r\n","Type: \t\t\tEvaluation from Local Utility\r\nActivity: \t\t\r\nIndianapolis Power & Light Company will be asked to perform a comprehensive evaluation of the electricity infrastructure for key corridors and sites within the Promise Zone in response to the perception of inadequate power service for high usage businesses. \r\nStart and End Date:\tJanuary 2015 - ongoing\r\nRecipient: \t\tCustomers of Indianapolis Power & Light\r\n\r\nType: \t\t\tSmart Grid / Eco-District Technical Assistance\r\nActivity: \t\t\r\nTechnical assistance is needed from the Department of Energy or other renewable energy consultants as we seek to identify barriers and develop innovative solutions related to smart grid technology and distributed energy generation. There are extremely high levels of interest in renewable energy and smart grid technology within the Promise Zone as numerous small-scale and large-scale renewable energy projects have been implemented, and the first “Net Energy Positive” development in Indianapolis will be constructed within the Promise Zone next year. Further, recent produced plans would create at least two eco-districts within the zone. \r\nStart and End Date:\tJanuary 2015 - ongoing\r\nRecipient: \t\tEnglewood Community Development Corporation  and the City of Indianapolis - SustainIndy\r\n\r\nType: \t\t\tTechnology Infrastructure Technical Assistance\r\nActivity: \t\t\r\nConsultation with high speed data professionals is desired to ascertain what infrastructure investments should be made to attract technology companies in key areas served by transit. \r\nStart and End Date:\tJanuary 2015 - ongoing\r\nRecipient: \t\tCity of Indianapolis- DPW and Develop Indy\r\n\r\nType: \t\t\tIndustrial Infrastructure Feasibility Study\r\nActivity: \t\t\r\nA cost-benefit feasibility study should be conducted to assess at least two proposed industrial corridors designed to provide more convenient access in and out of the neighborhood for industrial users.  \r\nStart and End Date:\tJanuary 2015 - ongoing\r\nRecipient: \t\tCity of Indianapolis- DPW and Develop Indy\r\n\r\nType: \t\t\tTIF District Feasibility Study\r\nActivity: \t\t\r\nA cost-benefit feasibility study should be conducted to assess the creation of a new tax increment finance (TIF) district serving the Near Eastside Promise Zone. Although the area is served currently by a Housing Tax Increment Financing (HoTIF), there is a recognition that flexible funding to pay for job creation related infrastructure an brownfield remediation is necessary. \r\nStart and End Date: January 2015 - ongoing\r\nRecipient: \t\tCity of Indianapolis- DPW and Develop Indy\r\n","20% increase in economic/commercial development as a result of the reduction of barriers from Indy ReZone by 2025;\r\n\r\n50% increase in the availability or frequency of public transportation by 2025;\r\n\r\n100% increase in the number of public infrastructure improvement projects to the IEPZ including electrical and sewer/water by 2025; \r\n\r\n100% increase in the availability of alternative transportation during non-business hours (second shift, night shift, and weekends) by 2019; and\r\n\r\n100% elimination of raw sewage overflows into Pogues Run and Pleasant Run by 2025. \r\n","Indiana University Public Policy Institute will coordinate, track, evaluate and report on the following:\r\n\r\nTrack ridership on IndyGo (local public transportation) for routes entering and leaving the IEPZ;\r\n\r\nTrack miles of “walkable” infrastructure improvements made over the course of the IEPZ designation;\r\n\r\nTrack the number of employees that require and use non-traditional modes of transportation; and,\r\n\r\nTrack the number of employees that require the use of non-traditional modes of transportation during non-business operating hours (2nd shift, night shift and weekends).\r\n","In 2015, Indy Rezone will be adopted facilitating the creation of more dense centers for employment and mixed-use development;\r\n\r\nBy 2016, a new Tax Increment Financing District will be created to invest in infrastructure or incentives related to job creation;\r\n\r\nBy 2017, Rebuild Indy 2, subject to the Complete Street ordinance, will invest approximately $30 million in infrastructure improvements to major corridors within the Promise Zone;\r\n\r\nBy 2019, per the Mallory EcoDistrict Plan, implement concentrated renewable energy investments or smart grid technology;\r\n\r\nBy 2020, per Plan 2020, a dense, walkable, transit served “Urban Village” including at least 200 new jobs will be located at Washington & Rural;\r\n\r\nBy 2020, achieve a 20% increase in bus ridership on lines serving the Promise Zone, due to IndyGo Forward enhancements and the new Downtown Transit Center; and,\r\n\r\nBy 2025, the Indy Connect Transit Plan will serve the zone and Central Indiana with Bus Rapid Transit (BRT) service.","Expected Outcomes:\n20% increase in economic/commercial development as a result of the reduction of barriers from Indy ReZone by 2025;\r\n\r\n50% increase in the availability or frequency of public transportation by 2025;\r\n\r\n100% increase in the number of public infrastructure improvement projects to the IEPZ including electrical and sewer/water by 2025; \r\n\r\n100% increase in the availability of alternative transportation during non-business hours (second shift, night shift, and weekends) by 2019; and\r\n\r\n100% elimination of raw sewage overflows into Pogues Run and Pleasant Run by 2025. \r\n\nTimeline:\nIn 2015, Indy Rezone will be adopted facilitating the creation of more dense centers for employment and mixed-use development;\r\n\r\nBy 2016, a new Tax Increment Financing District will be created to invest in infrastructure or incentives related to job creation;\r\n\r\nBy 2017, Rebuild Indy 2, subject to the Complete Street ordinance, will invest approximately $30 million in infrastructure improvements to major corridors within the Promise Zone;\r\n\r\nBy 2019, per the Mallory EcoDistrict Plan, implement concentrated renewable energy investments or smart grid technology;\r\n\r\nBy 2020, per Plan 2020, a dense, walkable, transit served “Urban Village” including at least 200 new jobs will be located at Washington & Rural;\r\n\r\nBy 2020, achieve a 20% increase in bus ridership on lines serving the Promise Zone, due to IndyGo Forward enhancements and the new Downtown Transit Center; and,\r\n\r\nBy 2025, the Indy Connect Transit Plan will serve the zone and Central Indiana with Bus Rapid Transit (BRT) service.","N/A"]
[3,"a","John H. Boner Community Center","IndyEast Promise Zone","Indianapolis","Indiana","Great Lakes","Increase economic activity",null,"Buy IndyEast: We promise to create healthy commercial corridors that provide desirable neighborhood goods, services and amenities that serves our residents and becomes a regional destination for shopping, dining, and recreation.","Provide comprehensive commercial district development resources and incentives targeting new and existing neighborhood-serving businesses, commercial property owners, and neighborhood-commercial developers.","Update market studies focused on commercial development, acquisition and business recruitment within key redevelopment nodes.[ongoing]\r\nPartner with job training programs and businesses to determine the skills necessary for IEPZ jobs.[ongoing]\r\nWith the City, establish both a pool of funds to assist with cleanup of contaminated commercial/retail sites and  a process for development of vacant sites.[new]\r\nIn partnership with LISC, the City, and IFF Real Estate Services, create an incentive tool box to encourage strategic site control of key commercial buildings in targeted nodes.[new]\r\nEstablish a competitive loan product and incentive tool box for start-up, and existing small businesses to assist with build-out of commercial space, expansion, inventory acquisition and marketing support.[new]\r\nFacilitate façade improvement projects for businesses.[ongoing]\r\nCoordinate a buy local campaign to educate consumers on the benefits and sustainability of supporting IEPZ businesses.[new]","Provide comprehensive commercial district development resources and incentives targeting new and existing neighborhood-serving businesses, commercial property owners, and neighborhood-commercial developers.\nActivities: \nUpdate market studies focused on commercial development, acquisition and business recruitment within key redevelopment nodes.[ongoing]\r\nPartner with job training programs and businesses to determine the skills necessary for IEPZ jobs.[ongoing]\r\nWith the City, establish both a pool of funds to assist with cleanup of contaminated commercial/retail sites and  a process for development of vacant sites.[new]\r\nIn partnership with LISC, the City, and IFF Real Estate Services, create an incentive tool box to encourage strategic site control of key commercial buildings in targeted nodes.[new]\r\nEstablish a competitive loan product and incentive tool box for start-up, and existing small businesses to assist with build-out of commercial space, expansion, inventory acquisition and marketing support.[new]\r\nFacilitate façade improvement projects for businesses.[ongoing]\r\nCoordinate a buy local campaign to educate consumers on the benefits and sustainability of supporting IEPZ businesses.[new]","A Wilder Research paper (2012) conducted an evaluation of 198 business owners in eight low income Twin Cities neighborhoods; the study found 71% of owners contributed time, money or in-kind support to their neighborhood within the past year.  Eighty-seven percent of these owners  noted their place as a prominent role model for youth or young adults; 47% of respondents mentioned role as a leader for community groups.  These business owners added 2,285 jobs, and contrary to conventional wisdom, the average wage was $12.14/hour. An article by the Federal Reserve Bank of Cleveland (2004) states “small businesses are a powerful economic force, and nowhere is this more true than in low- and moderate-income communities. Neighborhood revitalization cannot be complete unless local businesses are strong. By complementing our efforts in affordable housing… with small business development, we can work toward stronger, more self-sufficient communities that will thrive and grow over the long term.”","East 10th Street Civic Association will  coordinate efforts of service providers, and serve as the connection between businesses and available resources.\r\n\r\nLISC will offer financing, subsidy and technical assistance for predevelopment costs and commercial façade improvements.\r\n\r\nCity of Indianapolis will finance the clean up of contaminated sites,and assist with market study updates, zoning, permitting and other regulatory requirements.\r\n\r\nDevelopIndy/Chamber of Commerce will connect businesses to IEPZ developments.\r\n\r\nIndiana Department of Environmental Management will oversee with brownfield remediation regulatory requirements..\r\n\r\nIFF Real Estate Services will offer planning, project development and financing for real estate development, business expansion and recruitment.\r\n\r\nEmployIndy will provide job training programs, and connect employers to skilled labor.\r\n\r\nIUPUI will manage students, faculty advisors and community to collaborate, create and implement “Buy Local” campaign.","John H. Boner Community Center SubGoal 3a","Total committed financial support for this sub-goal is $4,963,200 and breaks down as follows:\r\n\r\nSource of Funds: \tLISC Indianapolis - LISC Indianapolis Business Facade Matching Grant Program\r\nActivity: \t        \tMatching grant incentives to entice local business owners to invest in exterior improvements to business facades and catalyze new investments within the IEPZ.\r\nAmount:   \t \t$150,000\r\nStart and end date: \t2013 - 2015\u2028 and ongoing\r\nRecipient: \t\tIEPZ Businesses\r\n\r\nSource of Funds: \tLISC Indianapolis - Commercial Loans\r\nActivity:    \t\tVarious commercial loans from LISC Indianapolis to further economic development efforts within the IEPZ.\r\nAmount:\t        \t$300,000\r\nStart and end date: \t2013 - 2015\u2028 and ongoing\r\nRecipient: \t\tIEPZ Businesses and CDC’s\r\n\r\nSource of Funds: \tLISC New Market Support Company - New Markets Tax Credit\r\nActivity:    \t\tJPMorgan Chase Bank has made an equity investment through the purchase of New Markets Tax Credits in the development of the Near Eastside Legacy Center, which provides community fitness and community education to residents of the IEPZ. This is a key $14.4 million amenity for this area.  The amount represented are the tax credits generated from this Federal program through 2018.\r\nAmount:   \t \t$4,193,400\r\nStart and end date: \t2013 - 2018\r\nRecipient: \t\tJohn H. Boner Community Center and Indianapolis Public Schools\r\n\r\nSource of Funds: \tCity of Indianapolis - DMD - Community Development Block Grant\r\nActivity:    \t\tBuild-out assistance for the completion of the Pia Urban Cafe & Market, a critical retail destination along East Washington Street and within the newly designated Great Place.\r\nAmount:   \t \t$94,800\r\nStart and end date: \tMarch 2015 - June 2015\u2028\r\nRecipient: \t\tEnglewood Community Development Corporation\r\n\r\nSource of Funds: \tEnglewood Community Development Corp. - Equity Investment\r\nActivity:    \t\tFull renovation of the Pia Urban Cafe & Market the  long vacant 5,000 SF building into a mixed-use destination including cafe and custom furniture coop space.\r\nAmount:   \t \t$75,000\r\nStart and end date: \t2014 - June 2015\u2028\r\nRecipient: \t\tEnglewood Community Development Corporation\r\n\r\nSource of Funds: \tEnglewood Community Development Corp - Equity Investment\r\nActivity:    \t\tStabilization and renovation of Oddfellow’s Lodge, a historically significant and vacant 12,000 SF building for future commercial/retail reuse.\r\nAmount:   \t \t$150,000\r\nStart and end date: \t2014 - January 2015\u2028\r\nRecipient: \t\tEnglewood Community Development Corporation\r\n","Need financial support over the 10 year designation for this sub-goal is $8,475,000 and breaks down as follows:\r\n\r\nType: \t\t\tCommunity Economic Development Program Healthy Food Financing Initiative Projects, Office of Community Services (OCS)\r\nActivity:    \t\t\r\nThe Community Economic Development Program Healthy Food Financing Initiative will assist Near Eastside organizations address food deserts and improve access to healthy and affordable foods while also creating business and employment opportunities for low-income individuals. Past success in this area has been demonstrated through the creation of Pogues Run Grocer, Indianapolis first food coop, by the Indy Food Cooperative within the Promise Zone in 2011.\r\nEstimated amount: \t$1,600,000 (Approximately 2-3 awards)\r\nDate: \t\t\t2015+\r\n\u2028Recipient: \t\tIndy Food Cooperative, East 10th Civic Association, Englewood Community Development Corporation, John H. Boner Community Center, Riley Area Development Corporation, Southeast Neighborhood Development (SEND)\r\n\r\nType: \t\t\tMicro Entrepreneurship Initiative, Small Business Administration\r\nActivity:    \t\t\r\nCapital access to early-stage small businesses is a critical need within the IEPZ. Numerous local organizations are well positioned to administer this program, while neighborhood based organizations (CDC’s and community centers) are well positioned to identify potential entrepreneurs.\r\nEstimated amount: \t$350,000\r\nDate: \t\t\t2015+\r\n\u2028Recipient: \t\tIndianapolis Chamber of Commerce/Business Ownership Initiative (BOI), Financial Health Federal Credit Union, Grameen America – Indianapolis\r\n\r\nType: \t\t\tGrants - public and private resources\r\nActivity:    \t\tFunds to conduct market study on the retail viability of the zone. \r\nEstimated amount: \t$25,000\u2028\r\nDate: \t\t\tBeginning November 2015\u2028\r\nRecipient: \t\tEast 10th Street Civic Association\r\n\r\nType: \t\t\tLoans - public resources; litigation\r\nActivity:    \t\tFunds to clean up contaminated sites for commercial/retail or mixed-use redevelopment\r\nEstimated amount: \t$500,000\u2028\r\nDate: \t\t\tBeginning September 2015\u2028\r\nRecipient: \t\tEast 10th Street Civic Association\r\n \r\nType: \t\t\tLoans - public and private resources\r\nActivity:    \t\tFunds to improve facades\r\nEstimated amount: \t$250,000\u2028\r\nDate: \t\t\tBeginning September 2015\u2028\r\nRecipient: \t\tEast 10th Street Civic Association, Englewood Community Development Corporation\r\n\r\nType: \t\t\tGrants - public and private resources\r\nActivity:    \t\tFunds to improve facades\r\nEstimated amount: \t$750,000\u2028\r\nDate: \t\t\tBeginning September 2015\u2028\r\nRecipient: \t\tEast 10th Civic Association, Englewood Community Development Corporation\r\n \r\nType: \t\t\tGrants - public resources; litigation \r\nActivity:    \t\tFunds to clean up contaminated sites for commercial/retail or mixed-use redevelopment\r\nEstimated amount: \t$1,000,000\u2028\r\nDate: \t\t\tBeginning September 2016\r\nRecipient: \t\tCity of Indianapolis\r\n \r\nType: \t\t\tGrants - public resources; litigation\r\nActivity:    \t\tFunds to clean up contaminated sites for commercial/retail or mixed-use redevelopment\r\nEstimated amount: \t$1,000,000\u2028\r\nDate: \t\t\tBeginning September 2016\r\nRecipient: \t\tState of Indiana, Department of Environmental Management\r\n \r\nType: \t\t\tLong Term Revolving Pool Fund - Acquisition, Holding Costs\r\nActivity:    \t\tFunds to acquire IEPZ commercial properties\r\nEstimated amount: \t$2,000,000\r\nDate: \t\t\tBeginning January 2017\r\nRecipient: \t\tEast 10th Civic Association, Englewood Community Development Corporation\r\n\r\nType: \t\t\tRevolving Loan Pool Fund - Incentive Toolbox\r\nActivity:    \t\tMatching Funds to incentivize private commercial investment (build-out, expansion)\r\nEstimated amount: \t$1,000,000\r\nDate: \t\t\tBeginning June 2017\r\nRecipient: \t\tEast 10th Civic Association, Englewood Community Development Corporation\r\n","Source and type: \tIndianapolis Chamber of Commerce\r\nActivity:    \t\tProvide macroeconomic data for IEPZ market study \r\nStart and end date: \tNovember 2015 - May 2016\r\nRecipient: \t\tEast 10th Civic Street Association, Englewood Community Development Corporation \r\n\r\nSource and type: \tJohn H. Boner Community Center - Neighborhood Engagement\r\nActivity:    \t\tConsumer focus groups engaged through Neighborhood Summits\r\nStart and end date: \tNovember 2015 - May 2016\r\nRecipient: \t\tEast 10th Civic Street Association \r\n\r\nSource and type: \tIFF Real Estate Services \r\nActivity:    \t\tProvide technical assistance for identification of priority real estate projects \r\nStart and end date: \tJanuary 2015 - May 2025, repeating annually                                                        Recipient: \t\tEast 10th Civic Street Association \r\n\r\nSource and type: \tIndiana University-Purdue University Indianapolis (IUPUI) \r\nActivity:    \t\tSupport management of “buy local” campaign\r\nStart and end date: \tJanuary 2016 - May 2025, repeating annually \r\nRecipient: \t\tEast 10th Civic Street Association, Englewood Community Development Corporation\r\n\r\nSource and type: \tIEPZ Business Owners \r\nActivity:    \t\tProvide oversight, creative direction, marketing of “buy local” campaign\r\nStart and end date: \tJanuary 2016 - May 2025, repeating annually \r\nRecipient: \t\tEast 10th Civic Street Association, Englewood Community Development Corporation\r\n","Type: \t\t\tProgram Assistance, Historically Underutilized Business Zones (HUBZone)\r\nActivity: \t\t        Program Assistance is requested to increase outreach to potential HUBZone-certified small businesses.\r\nStart and end date: \t2015 and ongoing \r\nRecipient: \t\tDevelop Indy, EmployIndy\r\n\r\nType: \t\t\tProgram Assistance, Women’s Business Centers (WBCs)\r\nActivity:\r\nProgram Assistance is requested of the SBA to help the IEPZ establish WBCs to better equip entrepreneurs with the necessary tools to create a thriving business.\r\nStart and end date: \t2015 and ongoing \r\nRecipient: \t\tDevelop Indy, Employ Indy, East 10th Civic Association, Englewood Community Development Corporation\r\n\r\nSource and type: \tPublic Allies Indianapolis - AmeriCorps Members\r\nActivity:    \t\tSupport coordination of “buy local” campaign\r\nStart and end date: \tJanuary 2016 - May 2025, repeating annually \r\nRecipient: \t\tEast 10th Civic Street Association \r\n\r\nSource and type: \tWorkOne Center and IEPZ Employers\r\nActivity: \t\t\r\nPartnership with WorkOne Centers (funded by Dept. of Labor - Workforce Invetsment Act) local centers) toward “Hire Local” campaign\r\nStart and end date: \tJanuary 2017 - December 2017, repeat annually \r\nRecipient: \t\tEast 10th Civic Street Association \r\n\r\nSource and type: \tCitywide “Buy Local” Consortium                                                                                      \r\nActivity: \t\t\r\nPartnership with Indianapolis Downtown Inc., Irvington Development Organization, Mass Ave Merchants Association, Fountain Square Merchants Association, SoBro and others                               \r\nStart and end date: January 2017 - Ongoing \r\nRecipient: \t\tEast 10th Civic Street Association, Englewood Community Development Corporation\r\n","30% reductions in the amount of retail expenditure leakage by 2025;\r\n\r\n20% increase in the amount of IEPZ retail sales in targeted expenditures leakage categories including restaurants, grocery stores, and retail services by 2025;\r\n\r\n20% increase in the amount of buying power of IEPZ households by 20 percent in 2025;\r\n\r\n35 new business will will open in the IEPZ by 2025;\r\n\r\n35 businesses will expand operations in the IEPZ by 2025;\r\n\r\n50% reduction in vacancies in viable commercial buildings in the IEPZ by 2025; and,\r\n\r\n105 commercial façade improvements in the IEPZ by 2025.\r\n","Indiana University Public Policy Institute will coordinate, track, evaluate and report on the following:\r\n\r\nReduction in overall IEPZ expenditure leakage;\r\n\r\nIncrease in IEPZ retails sales specific to restaurants and grocery stores retail services;\r\n\r\nThe number of new residents to IEPZ impacting growth in buying power;\r\n\r\nThe number of new businesses opened in IEPZ; \r\n\r\nThe number of vacant commercial buildings in IEPZ; \r\n\r\nThe number of new building owners, percent of commercial lease-up, and business expansion.\r\n","Complete updated market studies by May 2016;\r\n\r\nBuild economic development toolbox by January 2016 with implementation in 2016;\r\n\r\nCreate economic development marketing to attract businesses by July 2018;\r\n\r\nDevelop a small business toolbox by end of 2015 and update annually;\r\n\r\nEstablish a job training collaboration based on skills required by new businesses to the area by 2017;\r\n\r\nExecute agreement with IUPUI and community stakeholder group by January 2016 to begin strategizing “buy local” initiative, with \r\n\r\ninitial implementation of campaign beginning in January 2017;\r\n\r\nComplete two façade projects each year to incentivize private investments for improvements to key buildings.\r\n","Expected Outcomes:\n30% reductions in the amount of retail expenditure leakage by 2025;\r\n\r\n20% increase in the amount of IEPZ retail sales in targeted expenditures leakage categories including restaurants, grocery stores, and retail services by 2025;\r\n\r\n20% increase in the amount of buying power of IEPZ households by 20 percent in 2025;\r\n\r\n35 new business will will open in the IEPZ by 2025;\r\n\r\n35 businesses will expand operations in the IEPZ by 2025;\r\n\r\n50% reduction in vacancies in viable commercial buildings in the IEPZ by 2025; and,\r\n\r\n105 commercial façade improvements in the IEPZ by 2025.\r\n\nTimeline:\nComplete updated market studies by May 2016;\r\n\r\nBuild economic development toolbox by January 2016 with implementation in 2016;\r\n\r\nCreate economic development marketing to attract businesses by July 2018;\r\n\r\nDevelop a small business toolbox by end of 2015 and update annually;\r\n\r\nEstablish a job training collaboration based on skills required by new businesses to the area by 2017;\r\n\r\nExecute agreement with IUPUI and community stakeholder group by January 2016 to begin strategizing “buy local” initiative, with \r\n\r\ninitial implementation of campaign beginning in January 2017;\r\n\r\nComplete two façade projects each year to incentivize private investments for improvements to key buildings.\r\n","Brownfields/Urban Redevelopment – the Promise Zone has a number of commercial properties that have brownfields that require multiple agencies’ involvement in the clean up and inspections/approvals.  These regulatory requirements can be difficult and costly for small businesses to navigate, forcing them to locate elsewhere in the Metropolitan Area.\r\n"]
[3,"b","John H. Boner Community Center","IndyEast Promise Zone","Indianapolis","Indiana","Great Lakes","Increase economic activity",null,"Buy IndyEast: We promise to create healthy commercial corridors that provide desirable neighborhood goods, services and amenities that serves our residents and becomes a regional destination for shopping, dining, and recreation.","Strategically target neighborhood-centered commercial redevelopment nodes to implement Arts-based Community Development (ABCD) initiatives as an economic catalyst for commercial development, entrepreneurship and creative programming. \r\n","Engage through community-based, arts-focused and local government support, a plan for Arts-based Community Development (ABCD) within the IEPZ to provide opportunities for jobs to attract and retain community-minded residents.  [New]\r\nImplement strategic and actionable redevelopment plans for three ABCD nodes within the Promise Zone boundaries. [New]\r\nExpand existing and affordable economic “clusters” like arts incubators, education and performance spaces to provide opportunities for jobs, entrepreneurship and community building within ABCD nodes.\r\nExpand on existing neighborhood-serving retail through recruitment of retail arts venues in ABCD nodes (i.e. bookstores, music stores, craft and art supply stores) [Ongoing]\r\nDevelop affordable, quality rental and homeownership opportunities for working artists. [New]\r\nExpand development of Infrastructure to serve as gathering and event space for opportunities in creative performance, entrepreneurship and building community capacity.[Ongoing]","Strategically target neighborhood-centered commercial redevelopment nodes to implement Arts-based Community Development (ABCD) initiatives as an economic catalyst for commercial development, entrepreneurship and creative programming. \r\n\nActivities: \nEngage through community-based, arts-focused and local government support, a plan for Arts-based Community Development (ABCD) within the IEPZ to provide opportunities for jobs to attract and retain community-minded residents.  [New]\r\nImplement strategic and actionable redevelopment plans for three ABCD nodes within the Promise Zone boundaries. [New]\r\nExpand existing and affordable economic “clusters” like arts incubators, education and performance spaces to provide opportunities for jobs, entrepreneurship and community building within ABCD nodes.\r\nExpand on existing neighborhood-serving retail through recruitment of retail arts venues in ABCD nodes (i.e. bookstores, music stores, craft and art supply stores) [Ongoing]\r\nDevelop affordable, quality rental and homeownership opportunities for working artists. [New]\r\nExpand development of Infrastructure to serve as gathering and event space for opportunities in creative performance, entrepreneurship and building community capacity.[Ongoing]","ABCD initiatives support both physical development nodes and the social community. Arts programming can engage a variety of entities, including local businesses, schools and churches in an effort to bolster local cultural vitality (The Urban Institute, 2006).  A LISC white paper noted “...the arts make a substantial impact in low-income and minority communities by knitting community bonds, inspiring young people, animating a new sense of possibility, bolstering economic development, and forging a positive identity for challenged neighborhoods” (2014). Enhancing public space further promotes interaction among community members, and increases civic participation. Cooperation among locals, artists and organizations creates a stronger sense of ownership, and partnership, encouraging the larger community to explore other facets of their neighborhood (Project for Public Space, 2014).\r\n","East 10th Street Civic Association will serve as the lead organization for E. 10th Street corridor projects. \r\n\r\nECDC will serve as the lead organization for E. Washington Street corridor projects.\r\n\r\nLISC will provide support to organizations focused incentivising the artistic entrepreneurs as a catalyst to spur local economic development efforts. \r\n\r\nCity of Indianapolis will connect economic development resources with  other partners and oversee construction of public works projects.\r\n\r\nArts Council of Indianapolis will connect working artists and the larger community resulting in the enhancement of community through economic development. \r\n\r\nLocalmotion Arts, will serve as a facilitator of arts groups with a focus on opportunities for artists who seek to use their talents for community transformation. \r\n\r\nArts-focused Urban Box incubator will support five new businesses including a dance academy, yoga initiative, music lessons, birth education classes, and a theatre company.","John H. Boner Community Center SubGoal 3b","Total committed financial support for this sub-goal is $525,000 and breaks down as follows:\r\n\r\nSource of Funds: \tCity of Indianapolis - DMD - Community Development Block Grant        \r\nActivity:     \t\t\r\nReplacement of the roof at this historic theater will strengthen economic development efforts at this key node along East 10th Street.                                                    \r\nAmount:   \t \t$300,000                                                                                                                \r\nStart and end date: \t2013 - 2014\u2028                                                                                                         \r\nRecipient: \t\tEast 10th Civic Association\r\n\r\nSource of Funds: \tCentral Indiana Community Foundation - Capital Improvements Fund                                                          Activity: \t\tReplacement of the roof at this historic theater will strengthen economic development efforts at this key node along East 10th Street.                                                    \r\nAmount:   \t \t$100,000                                                                                                                \r\nStart and end date: \t2015 - 2016                                                                                                         \r\nRecipient: \t\tEast 10th Civic Association\r\n\r\nSource of Funds: \tJPMorgan Chase Foundation                                                                              \r\nActivity:    \t\tConsultant Services - Rivoli Theatre & Dearborn Building Reuse Strategy development efforts at this key node along East 10th Street.                                                    \r\nAmount:    \t \t$10,000                                                                                                                  \r\nStart and end date: \t2014 - 2015                                                                                                         \r\nRecipient: \t\tEast 10th Civic Association\r\n\r\nSource of Funds: \tCentral Indiana Community Foundation - Efroymson Fund                                                                              Activity:    \t\tReplacement of the roof at this historic theater will strengthen economic development efforts at this key node along East 10th Street.                                                    \r\nAmount:   \t \t$10,000                                                                                                                  \r\nStart and end date: \t2015 - 2016                                                                                                         \r\nRecipient: \t\tEast 10th Civic Association\r\n\r\nSource of Funds: \tFinancing - Indiana Landmarks                                                                                          \r\nActivity:    \t\tFinancing - Replacement of the roof at this historic theater will strengthen economic development efforts at this key node along East 10th Street.                                                    \r\nAmount:   \t \t$40,000                                                                                                                  \r\nStart and end date: \t2015 - 2016                                                                                                         \r\nRecipient: \t\tEast 10th Civic Association\r\n\r\nSource of Funds:  \tJeffrey Page, LLC/Movin’ Legacy\r\nActivity:    \t\tArchitectural Design, Predevelopment Activity, Business Development, Modeling Movin’  Legacy program and Rivoli Theatre, Dearborn Building,\r\nAmount:   \t\t$65,000\r\nStart and end date: \tJanuary 2013 - December 2014                                           \r\nRecipient: \t\tEast 10th Civic Street Association\r\n","Needed financial support over the 10 year designation is $21,450,000 and breaks down as follows:\r\n\r\nType: \t\t\tGrants (such as Kresge Foundation)\r\nActivity:    \t\tSeed funding for place-making\r\nEstimated amount: \t$3,500,000\u2028\r\nDate: \t\t\tSeptember 2017 - ongoing\r\nRecipient: \t\tEast 10th Street Civic Association, Englewood Community Development Corporation\r\n\r\nType: \t\t\tGrants - private sources\r\nActivity:    \t\tStaffing for ABCD node initiative coordinator - Outreach, Engagement, and Management\r\nEstimated amount: \t$250,000\r\nDate: \t\t\tSeptember 2017 - September 2022\r\nRecipient: \t\tEast 10th Street Civic Association, Englewood Community Development Corporation\r\n\r\nType:  \t\t\tGrants - public and private sources\r\nActivity:      \t\tIncubator, Retail, and Performance Space Build-Out\r\nEstimated amount: \t$150,000\r\nDate: \t\t\tJanuary 2016 - ongoing\r\nRecipient: \t\tEast 10th Street Civic Association\r\n\r\nType:  \t\t\tGrants - public and private sources\r\nActivity:    \t\tIncubator, Retail, and Performance Space Build-Out\r\nEstimated amount: \t$150,000\r\nDate: \t\t\tJanuary 2016 - ongoing\r\nRecipient: \t\tEnglewood Community Development Corporation\r\n\r\nType:  \t\t\tGrants - public and private sources\r\nActivity:    \t\tIncubator, Retail, and Performance Space Build-Out\r\nEstimated amount: \t$150,000\r\nDate: \t\t\tJanuary 2020 - ongoing\r\nRecipient: \t\tEast 10th Street Civic Association\r\n\r\nType:  \t\t\tGrants - public and private soruces\r\nActivity:    \t\tIncubator, Retail, and Performance Space Build-Out\r\nEstimated amount: \t$150,000\r\nDate: \t\t\tJanuary 2020 - ongoing\r\nRecipient: \t\tEnglewood Community Development Corporation\r\n\r\nType:  \t\t\tNew Markets Tax Credit - City of Indianapolis\r\nActivity:    \t\tRestoration of the Historic Rivoli Theatre \r\nEstimated amount: \t$4,200,000\r\nDate: \t\t\tSeptember 2016 - ongoing\r\nRecipient: \t\tEast 10th Street Civic Association\r\n\r\nType:  \t\t\tNew Markets Tax Credit - IFF Real Estate Services / LISC\r\nActivity:    \t\tRivoli Performing Arts and Education Center\r\nEstimated amount: \t$4,200,000\r\nDate: \t\t\tSeptember 2016 - ongoing\r\nRecipient: \t\tEast 10th Street Civic Association\r\n\r\nType:  \t\t\tFederal Historic Tax Credits \r\nActivity:    \t\tBuilding Rehab of Historic Rivoli Theatre\r\nEstimated amount: \t$1,500,000\r\nDate: \t\t\tSeptember 2016 - ongoing\r\nRecipient: \t\tEast 10th Street Civic Association\r\n\r\nType: \t\t\tRental Housing Tax Credits - Indiana Housing & Community Development Authority\r\nActivity:    \t\tConstruct Affordable Rental Housing for Qualifying Artists\t\r\nEstimated amount: \t$7,200,000\r\nDate: \t\t\tNovember 2017 - ongoing\r\nRecipient  :\t\tEast 10th Street Civic Association\r\n","Type:  \t\t\tJohn H. Boner Community Center - Neighborhood Engagement\r\nActivity:    \t\tCollaborative task force to define a planned ABCD initiative\r\nStart and end date: \tMarch 2016 - March 2017                                               \r\nRecipient: \t\tEast 10th Civic Street Association, Englewood Community Development Corporation\r\n\r\nSource and type:  \tIndianapolis Downtown Artists and Dealers Association (IDADA)   \r\nActivity:    \t\tDirect marketing support and promotion of monthly First Friday art exhibits                                                                                                     Start and end date: \tJanuary 2015 - May 2025, repeating annually                                                        \r\nRecipient: \t\tEast 10th Civic Street Association, Englewood Community Development Corporation\r\n\r\nSource and type:  \tUrban Box Resident Businesses  \r\nActivity:    \t\tExecute recruitment strategy to target other ABCD businesses\r\nStart and end date: \tAugust 2013 - Ongoing                                                \r\nRecipient: \t\tEast 10th Civic Street Association\r\n\r\nSource and type:  \tArts Council of Indianapolis\r\nActivity:    \t\tServe as a lead partner to define ABCD initiative for IEPZ\r\nStart and end date: \tJanuary 2016 - December 2025                                           \r\nRecipient: \t\tEast 10th Civic Street Association, Englewood Community Development Corporation\r\n\r\nSource and type:  \tHeartland Truly Moving Pictures\r\nActivity:    \t\tServe as a lead partner to define ABCD initiative for IEPZ\r\nStart and end date: \tJanuary 2016 - December 2025                                           \r\nRecipient: \t\tEast 10th Civic Street Association, Englewood Community Development Corporation\r\n\r\nSource and type:  \tJeffrey Page, LLC/Movin’ Legacy\r\nActivity:    \t\tServe as a lead partner to define ABCD initiative for IEPZ\r\nStart and end date: \tJanuary 2016 - December 2025                                           \r\nRecipient: \t\tEast 10th Civic Street Association, Englewood Community Development Corporation\r\n\r\nSource and type: \tLocalmotion Arts\r\nActivity:    \t\tServe as a lead partner to define ABCD initiative for IEPZ\r\nStart and end date: \tJanuary 2016 - December 2025                                           \r\nRecipient: \t\tEast 10th Civic Street Association, Englewood Community Development Corporation\r\n\r\nSource and Type:  \tThe Rivoli Center for the Performing Arts\r\nActivity:    \t\tServe as a supporting partner to define ABCD initiative for IEPZ\r\nStart and end date: \tJanuary 2016 - December 2025                                           \r\nRecipient: \t\tEast 10th Civic Street Association, Englewood Community Development Corporation\r\n\r\nSource and Type:\tDance Kaleidoscope\r\nActivity:    \t\tServe as a supporting partner to define ABCD initiative for IEPZ, relocate  rehearsal, performance and administrative offices to IEPZ redevelopment node \r\nStart and end date: \tJanuary 2016 - December 2025                                           \r\nRecipient: \t\tEast 10th Civic Street Association,\r\n\r\nSource and Type:\tMotus Dance Theatre\r\nActivity:    \t\tServe as a supportive partner to define ABCD initiative for IEPZ\r\nStart and end date: \tJanuary 2016 - December 2025                                           \r\nRecipient: \t\tEast 10th Civic Street Association, Englewood Community Development Corporation\r\n","Source and Type:  \tIUPUI - School of Public and Environmental Affairs Capstone Students\r\nActivity:    \t\tResearch nationwide best practices regarding ABCD initiatives and their economic impact\r\nStart and end date: \tJanuary 2016 - May 2016                                             \r\nRecipient: \t\tEast 10th Civic Street Association, Englewood Community Development Corporation\r\n\r\nSource and type:  \tLISC National Arts-based Community Development Program                                         \r\nActivity:    \t\tTechnical assistance and national best practices for Creative Placemaking initiative\r\nStart and end date:  \tJanuary 2016 - December 2025  \r\nRecipient: \t\tEast 10th Civic Street Association, Englewood Community Development Corporation\r\n\r\nSource and type: \tCity of Indianapolis - Deputy Mayor for Economic Development, Deputy Mayor for Neighborhoods\r\nActivity:    \t\tServe as a supporting partner to define ABCD initiative for IEPZ\r\nStart and end date: \tJanuary 2016 - December 2025                                           \r\nRecipient: \t\tEast 10th Civic Street Association, Englewood Community Development Corporation\r\n\r\nSource and type:  \tCentral Indiana Community Foundation\r\nActivity:    \t\tServe as a supporting partner to define ABCD initiative for IEPZ\r\nStart and end date: \tJanuary 2016 - December 2025                                           \r\nRecipient: \t\tEast 10th Civic Street Association, Englewood Community Development Corporation\r\n\r\nSource and type:  \tFaith-Based Coalition - ABCD initiative advisors\r\nActivity:    \t\tServe as a supporting partner to define ABCD initiative for IEPZ\r\nStart and end date: \tJanuary 2016 - December 2025                                           \r\nRecipient: \t\tEast 10th Civic Street Association, Englewood Community Development Corporation\r\n\r\nSource and type: \tFinancial Health Federal Credit Union \r\nActivity:    \t\tABCD - Retail Arts Venue Businesses Loan Pool Fund\r\nStart and end date: \tJanuary 2017 - December 2025                                           \r\nRecipient: \t\tEast 10th Civic Street Association, Englewood Community Development Corporation\r\n","Two new arts-based businesses in the IEPZ, annually, utilizing the local incubator;\r\n\r\n10% increase in the number of stand alone arts-based businesses in the IEPZ by 2025;\r\n\r\n60% increase in the number of arts-based programs offered to residents and consumers in the IEPZ by 2022;\r\n\r\n10% annual increase in resident participation in programmatic, art-based projects in the IEPZ; and,\r\n\r\n10% increase in the number of outdoor performance areas/green spaces in the IEPZ to spur economic development by 2025.\r\n","Indiana University Public Policy Institute will coordinate, track, evaluate and report on the number of:\r\n\r\nInterest inquiries from artists looking to move into the IEPZ;\r\n\r\nNew retail arts businesses to the IEPZ;\r\n\r\nVolunteers that assist with art-based projects and improvements in the IEPZ, such as performance venue programming and upkeep;\r\n\r\nArtists utilizing Urban Box and other incubators in the IEPZ; and,\r\n\r\nIncubator businesses expanding in IEPZ.\r\n\r\nPPI will also collaborate with the Arts Council of Indianapolis and Localmotion Arts to monitor and evaluate impact of the initiative in IEPZ.\r\n","Confirm three public green spaces to foster economic development by July 2015;\r\n\r\nDevelop a public green space plan for confirmed three sites, confirming development team, funding and program partners by end of 2015.\r\n\r\nComplete development of three key public green spaces by end of 2020.\r\n\r\nComplete design and engineering plans for five-mile Pogue’s Run Trail identifying opportunities to for economic development and connect residential neighborhoods with commercial corridors by end of 2017.\r\n\r\nComplete construction of phase I of Pogue’s Run Trail by January 2016.\r\n\r\nAttract five new “trail-centric” businesses that benefit from implementation of public green spaces, trails, bike lanes and corridor infrastructure by end of 2020.\r\n\r\nDecrease crime statistics by 35% utilizing CPTED practices in public green space, trail, bike lanes and public infrastructure development January 2017.\r\n\r\nIncrease walkability score of two commercial corridors within the Promise Zone by 25% by August 2018. ","Expected Outcomes:\nTwo new arts-based businesses in the IEPZ, annually, utilizing the local incubator;\r\n\r\n10% increase in the number of stand alone arts-based businesses in the IEPZ by 2025;\r\n\r\n60% increase in the number of arts-based programs offered to residents and consumers in the IEPZ by 2022;\r\n\r\n10% annual increase in resident participation in programmatic, art-based projects in the IEPZ; and,\r\n\r\n10% increase in the number of outdoor performance areas/green spaces in the IEPZ to spur economic development by 2025.\r\n\nTimeline:\nConfirm three public green spaces to foster economic development by July 2015;\r\n\r\nDevelop a public green space plan for confirmed three sites, confirming development team, funding and program partners by end of 2015.\r\n\r\nComplete development of three key public green spaces by end of 2020.\r\n\r\nComplete design and engineering plans for five-mile Pogue’s Run Trail identifying opportunities to for economic development and connect residential neighborhoods with commercial corridors by end of 2017.\r\n\r\nComplete construction of phase I of Pogue’s Run Trail by January 2016.\r\n\r\nAttract five new “trail-centric” businesses that benefit from implementation of public green spaces, trails, bike lanes and corridor infrastructure by end of 2020.\r\n\r\nDecrease crime statistics by 35% utilizing CPTED practices in public green space, trail, bike lanes and public infrastructure development January 2017.\r\n\r\nIncrease walkability score of two commercial corridors within the Promise Zone by 25% by August 2018. ","N/A"]
[3,"c","John H. Boner Community Center","IndyEast Promise Zone","Indianapolis","Indiana","Great Lakes","Increase economic activity",null,"Buy IndyEast: We promise to create healthy commercial corridors that provide desirable neighborhood goods, services and amenities that serves our residents and becomes a regional destination for shopping, dining, and recreation.","Implement innovative infrastructure including public gathering spaces, dedicated trail systems and streetscape improvements to attract a strong consumer base and utilize placemaking practices as a catalyst for business development.","Expand development of public green spaces fostering economic development of existing businesses on the corridor and serving as an incentive in recruiting new neighborhood-serving businesses focused on health, creative performance and sustainable practices. [Ongoing]\r\nImplement Trail Systems and Reconnecting to Our Waterways Initiatives – construct shovel-ready public, separated trail and trail spurs and elements linking the IEPZ to Downtown, the Cultural Trail, and the Monon Trail; as part of the City of Indianapolis Parks Full Circle Plan.  [Ongoing]\r\nImplement Corridor Infrastructure Plans – gateway and node design that will further transform Near Eastside commercial corridors into economic destinations. [Ongoing]\r\nGreen Lane Project – Implement protected bike lanes on one-way arterials that link the Near Eastside neighborhoods and business districts to Downtown Indianapolis. [New]\r\nSecure National Register of Historic Places designation for Kessler Park and Boulevard System. [New]","Implement innovative infrastructure including public gathering spaces, dedicated trail systems and streetscape improvements to attract a strong consumer base and utilize placemaking practices as a catalyst for business development.\nActivities: \nExpand development of public green spaces fostering economic development of existing businesses on the corridor and serving as an incentive in recruiting new neighborhood-serving businesses focused on health, creative performance and sustainable practices. [Ongoing]\r\nImplement Trail Systems and Reconnecting to Our Waterways Initiatives – construct shovel-ready public, separated trail and trail spurs and elements linking the IEPZ to Downtown, the Cultural Trail, and the Monon Trail; as part of the City of Indianapolis Parks Full Circle Plan.  [Ongoing]\r\nImplement Corridor Infrastructure Plans – gateway and node design that will further transform Near Eastside commercial corridors into economic destinations. [Ongoing]\r\nGreen Lane Project – Implement protected bike lanes on one-way arterials that link the Near Eastside neighborhoods and business districts to Downtown Indianapolis. [New]\r\nSecure National Register of Historic Places designation for Kessler Park and Boulevard System. [New]","A Carnegie Mellon University study (2010) found Pittsburgh properties within 2000 feet of a large park realized an average value increase of $40,000.  Additional research by Active Living Research (2010) urther found “compact, walkable development, which preserves open space and concentrates development on smaller lots, also provides financial benefits to municipalities related to lower infrastructure costs.” Over 50 percent of respondents of a National Association of Realtors 2011 survey reported they would prefer to purchase a home in a smart-growth neighborhood; a staggering 77% consider pedestrian features a priority. A University of Wisconsin-Madison study revealed numerous benefits of bicycling to the state, including contributing $1.5 billion annually, supporting more than 13,000 jobs, attracting tourism, reducing healthcare costs and improving overall quality of life.\r\n","East 10th Street Civic Association will serve as the lead organization on implementation of projects, including Legacy Plaza, East 10th Street Urban Design and Gateway Plan, payne connect10n gateway, and Pogue’s Run Trail.\r\n\r\nAs the Washington Street corridor lead organizer, ECDC will focus on public green spaces including The Community Quad, and the Englewood Community Garden & Nature Playspace.\r\n\r\nCity of Indianapolis will lead construction of public works projects including portions of East 10th Street Plan, payne connect10n gateway, Pogue’s Run Trail, Bicycle Plan, Green Lane Project. The City will also coordinate efforts for greenways trail development and connect public green spaces to locally-based economic development. \r\n\r\nPeopleForBikes will partner with the City on The Green Lane Project, implementing protected bike lanes on portions of New York and Michigan Streets, one-way arterials which connect the Near Eastside to Downtown Indianapolis.","John H. Boner Community Center SubGoal 3c","Total committed financial support for this sub-goal is $10,541,083 and breaks down as follows:\r\n\r\nSource of Funds: \tIndiana Department of Transportation - Bridge Deck Reconstruction \r\nActivity:    \t\tReconstruction of 1.86 miles of I-65/I-70 near the critical 10th & Monon economic development node.  \r\nAmount:   \t \t$6,467,000\r\nStart and end date: \t2016-2025\r\nRecipient: \t\tIndiana Department of Transportation\r\n\r\nSource of Funds: \tCity of Indianapolis - Indy Parks & Recreation - Pogue's Run Trail Design\r\nActivity:    \t\tPlanning and design costs associated with the development of the 8-mile Pogues Run Greenway Trail.\r\nAmount:   \t \t$100,000\r\nStart and end date: \t2013 - 2015\u2028\r\nRecipient: \t\tCity of Indianapolis - Indy Parks & Recreation\r\n\r\nSource of Funds: \tCity of Indianapolis - Indy Parks & Recreation - Pleasant Run Trail Construction\r\nActivity:    \t\tThe construction of the Keystone Avenue Bikeway as part of the Pleasant Run Trail. \r\nAmount:   \t \t$200,000\r\nStart and end date: \t2013 - 2014\u2028\r\nRecipient: \t\tCity of Indianapolis - Indy Parks & Recreation\r\n\r\nSource of Funds: \tIndianapolis Metropolitan Planning Organization - Transportation Alternatives Program Grant\r\nActivity:    \t\tPlanning and development of a Bike Boulevard. A first of its kind development in Indianapolis. Located within the Smart Growth District along 19th Street. \r\nAmount:   \t \t$1,200,000\r\nStart and end date: \t2015 Planning - 2018 Construction\u2028\r\nRecipient: \t\tCity of Indianapolis\r\n\r\nSource of Funds: \tCity of Indianapolis - DPW - Cycle Track Development\r\nActivity:    \t\tPlanning and development of a cycle track development along New York and Michigan Streets \r\nAmount:   \t \t$1,500,000\r\nStart and end date: \t2015 Planning - 2018 Construction\u2028\r\nRecipient: \t\tCity of Indianapolis\r\n\r\nSource of Funds: \tCity of Indianapolis - DPW - Transportation Alternatives Program Match\r\nActivity:    \t\tPlanning and development of a Bike Boulevard. Located within the Smart Growth District along 19th Street. \r\nAmount:   \t \t$300,000\r\nStart and end date: \t2015 Planning - 2018 Construction\u2028\r\nRecipient: \t\tCity of Indianapolis\r\n\r\nSource of Funds: \tCity of Indianapolis- DMD/DPW\r\nActivity:    \t\tConstruction of a bikeway and upgraded sidewalks in conjunction with residential and commercial improvements in the Willard Park Neighborhood.  \r\nAmount:   \t \t$100,000\r\nStart and end date: \t2014 - 2015\u2028\r\nRecipient: \t\tCity of Indianapolis\r\n\r\nSource of Funds: \tCity of Indianapolis - DPW \r\nActivity:    \t\tNeeded upgrades to drainage at Brookside Park.  \r\nAmount:   \t \t$268,783\r\nStart and end date: \t2014 \u2028\r\nRecipient: \t\tCity of Indianapolis\r\n\r\nSource of Funds: \tCity of Indianapolis - DMD - Community Development Block Grant \r\nActivity:    \t\tStreets and sidewalk improvements related to a new mixed-use development at 10th & Dorman.  \r\nAmount:   \t \t$150,000\r\nStart and end date: \t2015\r\nRecipient: \t\tEast 10th Civic Association\r\n\r\nSource of Funds: \tCity of Indianapolis - DMD - Community Development Block Grant\r\nActivity:    \t\tNeighborhood greenspaces and placemaking infrastructure along East Washington Street as part of a comprehensive development for Willard Park Neighborhood.  \r\nAmount:   \t \t$83,000\r\nStart and end date: \t2015\r\nRecipient: \t\tRiley Area Development Corporation\r\n\r\nSource of Funds: \tCity of Indianapolis \r\nActivity:    \t\tPlacemaking infrastructure to enhance walkability and new business development as part of a $12 million two-phase Oxford Place Senior Apartments development along East Washington Street.  \r\nAmount:   \t \t$164,000\r\nStart and end date: \t2015\r\nRecipient: \t\tEnglewood Community Development Corporation\r\n\r\nSource of Funds: \tCity of Indianapolis - DPW                                                                                  \r\nActivity:    \t\tPublic parks facility improvements; removal of Brookside Park structural elements                                                                                                                                                     Amount:   \t \t$8,300                                                                                                                      \r\nStart and end date: \t2015                                                                                                                         \r\nRecipient: \t\tEast 10th Street Civic Association\r\n","Needed financial support over the 10 year designation for this sub-goal is $6,100,000 and breaks down as follows:\r\n\r\n\r\nType:\t\t\tCity of Indianapolis - DMD/DPW \r\nActivity:    \t\tConstruction of Pogue’s Run Trail Phase I                                                   \r\nEstimated Amount:\t$3,000,000\r\nDate:\t\t\t2015-2025\r\nRecipient:  \t\tEast 10th Street Civic Association\r\n\r\nType\t\t\tState Department of Transportation (INDOT) - Statewide Transportation Improvement Program (STIP)\r\nActivity:    \t\tPlanning, design and implementation grants for public infrastructure projects Estimated Amount:\t$500,000\r\nDate:\t\t\t2018 \r\nRecipient:\t        \tEast 10th Street Civic Association, Englewood Community Development  Corporation\r\n\r\nType\t\t\tState Department of Transportation (INDOT) - Transportation Investment Generating Economic Recovery (TIGER)\r\nActivity:     \t\tPlanning, design and implementation grants for public infrastructure projects Estimated Amount:\t$2,500,000\r\nDate:\t\t\t2018 \r\nRecipient:\t        \tEast 10th Street Civic Association, Englewood Community Development Corporation\r\n\r\nType\t\t\tCentral Indiana Community Foundation - Kresge Creative Placemaking Grant\r\nActivity:    \t\tImplementation grants for public infrastructure amenities and programming Estimated Amount:\t$100,000\r\nDate:\t\t\t2015 - 2017\r\nRecipient:  \t\tEast 10th Street Civic Association\r\n","Source and type: \tIndianapolis Re-entry Educational Facility (IREF)\r\nActivity: \t\t\r\nIREF currently provides in-kind services to the East 10th Street Civic Association for maintenance of existing public greenspace and infrastructure facilities. This partnership is currently in its third year of operation providing a committed source of volunteers on a monthly basis, January through December each year.\r\nStart & End Date: \tJanuary 2015 - ongoing\r\nRecipient: \t\tEast 10th Street Civic Association, Englewood Community Development Corporation\r\n\r\nSource and type: \tDuvall Residential Center (Duvall)\r\nActivity: \t\t\r\nDuvall currently provides in-kind services to the East 10th Street Civic Association for maintenance of existing public greenspace and infrastructure facilities. This partnership is currently in its third year of operation providing a committed source of volunteers on a weekly basis, January through December each year.\r\nStart & End Date: \tJanuary 2015 - ongoing\r\nRecipient: \t\tEast 10th Street Civic Association\r\n\r\nSource and type: \tMarion County Health Department (MCHD)\r\nActivity: \t\t\r\nMCHD currently provides loan of tools to the East 10th Street Civic Association for volunteer projects for maintenance of existing public greenspace and infrastructure facilities. This partnership is currently in its third year of operation providing a committed source of tools on an as-needed basis.\r\nStart & End Date: \tJanuary 2015 - ongoing\r\nRecipient: \t\tEast 10th Street Civic Association, Englewood Community Development  Corporation\r\n\r\nSource and type: \tNorthview Church\r\nActivity: \t\t\r\nNorthview Church has provided volunteers and in-kind assistance to the East 10th Street Civic Association for a variety of volunteer projects during their Good Neighbor weekends (twice yearly). These volunteer project activities have included construction of special elements and maintenance at E10SCA-owned public greenspace sites as well as maintenance of infrastructure facilities. This partnership is currently in its second year of operation providing a committed source of volunteers, and tools.\r\nStart & End Date: \tJanuary 2015 - ongoing\r\nRecipient: \t\tEast 10th Street Civic Association \r\n\r\nSource and type: \tPhi Gamma Delta Fraternity - University of Kentucky chapter\r\nActivity: \t\t\r\nPhi Gamma Delta Fraternity has provided volunteers and in-kind assistance to the East 10th Street Civic Association for a variety of volunteer projects in 2015 (three different projects?). These volunteer project activities have included construction of special elements and maintenance at E10SCA-owned public greenspace sites as well as maintenance of infrastructure facilities. \r\nStart & End Date: \tMay 2015 - December 2015 \r\nRecipients: \t\tEast 10th Street Civic Association, John H. Boner Community Center, ECDC, NEAR\r\n\r\nSource and type: \tAdaptive Reuse Consulting\r\nActivity: \t\t\r\nJack Kouwe leads a high school building and construction program, where students learn construction and building craft. As part of this instruction, students are available to practice skills while building elements for incorporation into public greenspace properties the E10SCA owns. This program is in an initial phase, and details will be defined outlining the frequency of these volunteers.\r\nStart & End Date: \tMay 2015 - December 2015\r\nRecipient: \t\tEast 10th Street Civic Association\r\n\r\nSource and type: \tGreat Indy Cleanup Volunteers (neighborhood) \r\nActivity: \t\t\r\nVolunteers from adjacent neighborhoods (NESCO neighborhoods) have provided in-kind services to the IEPZ for maintenance of  public greenspace and infrastructure. Volunteers perform a variety of duties twice yearly as part of the City of Indianapolis’ Great Indy Cleanup initiative.\r\nStart & End Date: \tMay 2015 - ongoing\r\nRecipient: \t\tEast 10th Street Civic Association, ECDC, NEAR, JHBCC\r\n\r\nSource and type: \t10 East Biz District Green Team + Green Team Supplement Program\r\nActivity: \t\t\r\nMerchants on the 10 East Biz District, a neighborhood-serving commercial district, participate in the Green Team, providing a commitment for maintaining the exterior of their business, keeping their properties clean and enhancing the  visitor experience to East 10th Street. The Green Team Program includes a daily maintenance calendar, provides a kit with maintenance items (bucket, broom, dust pan), and encourages collaboration between merchants which in turn utilizes CPTED practices for a safer district. In addition to the Green Team Program, a Green Team Supplement Program has been created by the East 10th Street Civic Association, providing a seasonal, part-time job for a neighborhood resident. The responsibilities are supplemental to the Green Team and include twice-weekly maintenance of the public right-of-way along the District.\r\nStart & End Date: \tDecember 2015 - ongoing\r\nRecipient: \t\tEast 10th Street Civic Association \r\n\r\nSource and type: \tIndianapolis MPO / IndyGo Planning\r\nActivity: \t\t\r\nThe Indianapolis MPO and IndyGo will continue to advance Indy Connect plans toward implementing a rapid transit system within Indianapolis and the greater Central Indiana region.  This specifically has the potential to impact employment growth and job creation within the Promise Zone. Building upon the $1 million 2013 Alternatives Analysis for the Blue Line (Washington Street) and the current $4.5 million Green Rapid Transit Line Draft Environmental Impact Statement, additional planning is committed in the coming years. Indy Connect, Central Indiana’s Transportation Initiative, is about connecting people to people and people to places through a network of local bus routes, rapid transit lines, walking and biking paths and roadways. Specific to the Promise Zone, two of the five planned rapid transit routes, the Blue Line and the Green Line, both serve the Promise Zone. Additionally, as part of their system upgrade, IndyGo is expanding existing service to their major bus routes, including those on East 10th and Washington Streets.The following commitmens are also noted under Work IndyEast.\r\nStart & End Date: \t2014-State Legislature Approval, 2016-County Referendum, 2017-2027-Funding and Implementation\r\nRecipient: \t\tIndianapolis MPO/IndyGo\r\n\r\nSource and type: \tCity of Indianapolis - DMD - Planning Assistance\r\nActivity: \t\t\r\nThe City of Indianapolis draft “Plan 2020” includes the intersection of Washington & Rural within the Promise Zone as one of only a handful of proposed “Urban Villages” having all of the characteristics necessary to drive new growth and vitality within our city. Plan 2020 includes a number of proposed interventions for these “Urban Villages” to create a dense mix  of commercial, retail, and residential within walking distance of local transit stops or rapid transit stations, including a current Plan 2020 Fellowship Program to create a guide to the healthy creation of an Urban Village. \r\nStart & End Date:     2015-Plan Release; 2015-2020 Implementation\r\nRecipient: \t\tIEPZ - Implementation Partners\r\n\r\nSource: \t\tCity of Indianapolis - DMD - Indy ReZone Implementation\r\nActivity: \t\t\r\nIndy Rezone has been an effort to update the decades-old zoning ordinances, regulations and design practices in Indianapolis to be more sustainable and to improve Indy residents’ quality of life. It provides a foundation for creating vibrant communities through appropriate redevelopment. Two of the three prototype areas as part of Indy Rezone are within the Promise Zone and will be implemented first to facilitate the creation of more dense, walkable and transit served communities. The successful facets of these prototype Neighborhood Invigoration Initiatives will be replicated after the grant award period throughout the county in areas that are in a similar situation. \r\nStart & End Date: \t2015-Plan Adoption; 2015 - ongoing Implementation\r\nRecipient: \t\tIEPZ - Implementation Partners\r\n\r\nSource: \t\tCity of Indianapolis - DMD - Implementation of Complete Streets Ordinance \r\nActivity: \t\t\r\nIn 2012, Smart Growth America named the City of Indianapolis’ Complete Streets ordinance as the strongest city-level legislation in the nation. Furthermore, the RebuildIndy 2 plan to upgrade basic infrastructure requires DPW to consider multi-modal access with each and every improvement to achieve a better connected Indianapolis with sidewalks, trails and greenways. \r\nStart & End Date: \t2015-2017\r\nRecipient: \t\tIEPZ - Implementation Partners\r\n\r\nSource: \t\tNational Register of Historic Places designation of Kessler Parks and Boulevard System (National Park Service)\r\nActivity: \t\t\r\nThe Indianapolis Park and Boulevard System is a group of parks, parkways, and boulevards in Indianapolis, Indiana that was designed by landscape architect George Edward Kessler in the early part of the twentieth century. Also known as the Kessler System, the district includes 3,474 acres and has shaped the city through the present day. This Historic District was added to the National Register of Historic Places in 2003.\r\nStart & End Date: \t2003 - ongoing\r\nRecipient: \t\tIEPZ - Implementation Partners\r\n","Source and type:     \tGreen Infrastructure Maintenance Re-Entry Training Program\r\nActivity:    \t\t\r\nConsultation and hands-on training with green infrastructure maintenance experts leading a committed group of re-entry volunteers. These volunteers will receive training in proper maintenance techniques for green infrastructure located in the public right-of-way. As part of the program, weekly maintenance will be performed in commercial districts and neighborhoods where green infrastructure exists or is planned. Additionally, small business management skills will be taught  to provide an opportunity for participants who want to own their own business. Maintenance of other public greenspaces and infrastructure will be included to provide volunteers a variety of skillsets that they can utilize in job placement upon re-entry into the community.\r\nStart and End Date: \tJanuary 2016 - ongoing\r\nRecipients:       \t\tCity of Indianapolis- DPW and Sustain Indy, East 10th Street Civic Association, IREF\r\n\r\nSource and type:     \tKeep Indianapolis Beautiful (KIB) Youth Tree Team\r\nActivity: \t\t\r\nThe Youth Tree Team (YTT) works to preserve and maintain the trees KIB plants through their Community Forestry program. YTT seeks to promote professionalism, respect, personal and environmental responsibility, and teamwork in today’s high school students.  YTT members work outdoors to water, mulch, prune, stake, and plant trees. Other duties include consistent attendance and punctuality, weeding, litter clean-up, working harmoniously with team members, follow crew leader directions, participating fully in enrichment activities, filling out work logs and other duties as assigned. Along with daily work activities, YTT participates in weekly enrichment activities including, a wilderness camping trip, learning financial management skills, networking with green-collar professionals, and rafting on the White River. All of this combined with hard work helps us connect Indy youth to the environment and each other, fostering a commitment to service and cultivating lasting friendships and a connecting to their community.\r\nStart and End Date: \tOctober 2015 - ongoing\r\nRecipients:        \t\tEast 10th Street Civic Association, Englewood Community Development Corporation\r\n\r\nSource and type:      \tVibrant Corridors Program\r\nActivity: \t\t\r\nKeep Indianapolis Beautiful, the Arts Council of Indianapolis, and Downtown Indy, along with the City of Indianapolis, has launched a new civic-led, neighborhood mural initiative that will beautify many of the city’s key gateways and thoroughfares.\r\nStart and End Date: \tOctober 2015 - ongoing\r\nRecipients:        \t\tEast 10th Street Civic Association, Englewood Community Development Corporation\r\n\r\nSource and type:     \tEli Lilly & Co. Global Day of Service (LDOS)\r\nActivity: \t\t\r\nEach October, about 20,000 Lilly employees spend a day out of the office, helping friends and neighbors in communities around the world. Since the program launched in 2008, employees have given nearly 625,000 hours through Global Day of Service initiatives, making it one of the largest single-day volunteer programs in the world.\r\nStart and End Date: \tOctober 2015 - ongoing\r\nRecipients:       \t\tEast 10th Street Civic Association, ECDC\r\n\r\nSource and type:      \tIndyDo Day volunteers\r\nActivity: \t\t\r\nIndy Do Day is a people-powered community day of service when the residents of Indianapolis take ownership of their neighborhoods and take care of their neighbors. Indy Do Day provides an organized effort for a variety of volunteer projects to take place over a span of three days in October, making a larger, collective impact for neighborhoods in Indianapolis.\r\nStart and End Date: \tOctober 2015 - ongoing\r\nRecipients:       \t\tEast 10th Street Civic Association, ECDC\r\n\r\nSource and type:      \tIndyCog Bicycle Education Program\r\nActivity:             \t\t\r\nAdvocating and educating directly with cyclists and the motoring public; fostering partnerships with local government and community agencies. This program would include riding tips and techniques, safe routing suggestions and tools, education of how to utilize new bicycle infrastructure, and participation in local policy change.\r\nStart and End Date: \tJanuary 2016 - ongoing\r\nRecipients:       \t\tCity of Indianapolis- Sustain Indy, East 10th Street Civic Association, Englewood  Community Development Corporation\r\n","Increase the number of active green spaces in the area by 10 percent to spur economic development.\r\n\r\nIncrease outside recognition of the area as a cultural destination by 20 percent.\r\n\r\nIncrease the availability of pedestrian-friendly infrastructure by 10 percent by 2025.\r\n\r\nIncrease the number of “shop local” marketing efforts by 50 percent to attract buyers to the commercial corridors by 2020.\r\n","Indiana University Public Policy Institute will coordinate, track, evaluate and report on:\r\n\r\nIncrease in sales as direct result of active green space activity and events in the;\r\n\r\nMarketing campaign investment for each of the major commercial corridors in the IEPZ;\r\n\r\nBike use of local bike lanes and other greenway paths in the IEPZ;\r\n\r\nDecrease of expenditure leakage in the IEPZ with “shop local” marketing efforts; and,\r\n\r\nWebsite inquiries and visits on “shop local” marketing efforts for commercial corridors in the IEPZ.\r\n\r\n","Complete phased development of three (3) key public green spaces by December 2022;\r\n\r\nComplete full design and engineering plans for phase two of five-mile Pogue’s Run Trail identifying opportunities to support economic development and connect residential neighborhoods with neighborhood-based commercial corridors by December 2018;\r\n\r\nComplete phase two construction of Pogue’s Run Trail by December 2018;\r\n\r\nAdd 10 miles of designated and protected bike trails within the Promise Zone boundaries by December 2020;\r\n\r\nIdentify corridor infrastructure funding and implementation strategy for corridor streetscape improvements December 2017. Final phased implementation complete in 2025; and\r\n\r\nSecure National Register of Historic Places designation for entire Kessler Park and Boulevard System by May 2018. \r\n","Expected Outcomes:\nIncrease the number of active green spaces in the area by 10 percent to spur economic development.\r\n\r\nIncrease outside recognition of the area as a cultural destination by 20 percent.\r\n\r\nIncrease the availability of pedestrian-friendly infrastructure by 10 percent by 2025.\r\n\r\nIncrease the number of “shop local” marketing efforts by 50 percent to attract buyers to the commercial corridors by 2020.\r\n\nTimeline:\nComplete phased development of three (3) key public green spaces by December 2022;\r\n\r\nComplete full design and engineering plans for phase two of five-mile Pogue’s Run Trail identifying opportunities to support economic development and connect residential neighborhoods with neighborhood-based commercial corridors by December 2018;\r\n\r\nComplete phase two construction of Pogue’s Run Trail by December 2018;\r\n\r\nAdd 10 miles of designated and protected bike trails within the Promise Zone boundaries by December 2020;\r\n\r\nIdentify corridor infrastructure funding and implementation strategy for corridor streetscape improvements December 2017. Final phased implementation complete in 2025; and\r\n\r\nSecure National Register of Historic Places designation for entire Kessler Park and Boulevard System by May 2018. \r\n","N/A"]
[4,"a","John H. Boner Community Center","IndyEast Promise Zone","Indianapolis","Indiana","Great Lakes","Reduce serious or violent crime",null,"Safe IndyEast: We promise to create a welcoming environment in which all families and visitors feel safe and secure. We aim to accomplish this by focused efforts on crime prevention, youth intervention programming, and supportive reentry services.","Work cooperatively with the Department of Public Safety and neighborhood residents to  develop initiatives that aim to prevent serious and violent crime through community policing and focused activities to address mental health and repeat offenders.","Flex Team: Dedicate a small group of detailed officers to target individuals and places with known guns and narcotics violations [Ongoing]\r\n\r\nDay Tact Shift: Place additional officers in the IEPZ to proactively address identified hotspots [New]\r\n\r\nLatino Outreach Initiative: Appoint bilingual officers to bridge the communication gap between Hispanic families and police officers Ongoing]\r\n\r\nCrime Prevention Through Environmental Design: Train Indianapolis Metropolitan Police Department officers, city planners, and developers on design-oriented best practices to prevent crime [New]\r\n\r\nInPact: Support a partnership between Indianapolis Parole District #3 and IMPD to utilize officers and parole agents to monitor and support released offenders convicted of a serious and violent crime [Ongoing]\r\n\r\nPAIR Program: Reinstate the Psychiatric Assertive Identification and Referral program and mental health court to divert individuals with a mental health disorder to treatment instead of jail [New]","Work cooperatively with the Department of Public Safety and neighborhood residents to  develop initiatives that aim to prevent serious and violent crime through community policing and focused activities to address mental health and repeat offenders.\nActivities: \nFlex Team: Dedicate a small group of detailed officers to target individuals and places with known guns and narcotics violations [Ongoing]\r\n\r\nDay Tact Shift: Place additional officers in the IEPZ to proactively address identified hotspots [New]\r\n\r\nLatino Outreach Initiative: Appoint bilingual officers to bridge the communication gap between Hispanic families and police officers Ongoing]\r\n\r\nCrime Prevention Through Environmental Design: Train Indianapolis Metropolitan Police Department officers, city planners, and developers on design-oriented best practices to prevent crime [New]\r\n\r\nInPact: Support a partnership between Indianapolis Parole District #3 and IMPD to utilize officers and parole agents to monitor and support released offenders convicted of a serious and violent crime [Ongoing]\r\n\r\nPAIR Program: Reinstate the Psychiatric Assertive Identification and Referral program and mental health court to divert individuals with a mental health disorder to treatment instead of jail [New]","A study commissioned by the Department of Justice (2008) found problem-oriented policing targeted at “hot spots” can greatly deter crime. “Even in the  most crime-ridden neighborhoods, crime clusters in a few discrete locations, while other areas are relatively crime free”. The study asserted this focused police effort can lead to a significant decrease in both calls and incidents in all types of crime.  The emphasis on place-based prevention was suggested to be the most influential in the reduction of crime as “place-focused tactics might influence offenders when they are deciding to commit a specific crime” (DOJ). While research on community-based prevention has been mixed, researchers have found some programs “can reduce crime and resident fear of crime, as well as increase citizen satisfaction with police, resident involvement in crime prevention activities, and interactions between police and residents” (Bureau of Justice Assistance, 2008). Continual evaluation is essential.","As co-chair of the Safe IndyEast committee, the John H. Boner Community Center will oversee VISTA members who will work to engage neighborhood residents in facets of community policing. \r\n\r\nAs co-chair of the Safe IndyEast committee, the Department of Public Safety will commit officers in the East District to direct the various interventions.\r\n\r\nThree Hispanic congregations will work collaboratively with IMPD in the Latino Outreach Initiative, working to address tensions in the neighborhood between Hispanic populations and officers.\r\n\r\nIndiana Department of Correction Parole District # 3 will work with IMPD in a focused effort to monitor and support released offenders who have serious and violent convictions through the InPact program.\r\n\r\nMental health providers will work to reinstate the PAIR program and the mental health court.  PAIR is a pre-sentencing diversion program that leads people with mental illness to treatment instead of jail.\r\n","John H. Boner Community Center SubGoal 4a","Total committed financial support for this sub-goal is $1,381,376 and breaks down as follows:\r\n\r\nSource of Funds:      \tCommunity Crime Prevention Grant Funds\r\nActivity:             \t\tProvide safety initiatives for Great Places designations\r\nAmount:            \t\t$10,000\r\nStart and End Date:  \tOctober 2014 - July 2015\r\nRecipient:          \t\tLocal Initiatives Support Corporation\r\n\r\nSource of Funds:      \tLocal Budget Allocation\r\nActivity:             \t\tFlex Team officers to perform targeted visits\r\nAmount:            \t\t$751,616\r\nStart and End Date:  \t2014 - 2014\r\nRecipient:          \t\tCity of Indianapolis - Department of Public Safety\r\n\r\nSource of Funds:      \tLocal Budget Allocation\r\nActivity:             \t\tLatino Outreach Initiative officers to work with Hispanic populations in IEPZ\r\nAmount:            \t\t$187,904\r\nStart and End Date:  \t2014 - 2014\r\nRecipient:          \t\tCity of Indianapolis - Department of Public Safety\r\n\r\nSource of Funds:     \tLocal Budget Allocation\r\nActivity:             \t\tIndianapolis Parole Accountability Team (InPAcT) \r\nAmount:  \t\t                $431,856\r\nStart and End Date:  \t2014 - 2014\t\r\nRecipient:          \t\tCity of Indianapolis - Department of Public Safety\r\n\r\n","Needed financial support over the 10 year designation for this sub-goal is $30,056,020 and breaks down as follows:\r\n\r\nType:\t\t\tCOPS Hiring Grant\r\nActivity:\t\t        Add additional officers to the Flex Team for a total of 16 - 20 officers to target known guns and narcotics violations\r\nEstimated Amount:\t$12,426,564\r\nDate:\t\t\t2015 - 2025\r\nRecipient:\t        \tCity of Indianapolis - Department of Public Safety\r\n\r\nType:\t\t\tCOPS Hiring Grant\r\nActivity:     \t\tAdd six officers to form the Day Tact Shift to proactively work the IEPZ\r\nEstimated Amount:\t$6,213,282\r\nDate:\t\t\t2015 - 2025\r\nRecipient:\t        \tCity of Indianapolis - Department of Public Safety\r\n\r\nType:\t\t\tCOPS Hiring Grant\t\r\nActivity:     \t\tAdd two bilingual officers to staff the Latino Outreach Initiative\r\nEstimated Amount:\t$2,071,094\r\nDate:\t\t\t2015 - 2025\r\nRecipient:  \t\tCity of Indianapolis, Department of Public Safety\r\n\r\nType:\t\t\tByrne Criminal Justice Innovation Program Grant\r\nActivity:\t\t\r\nTrain IMPD officers, city planners, and developers in Crime Prevention Through Environmental Design (CPTED) practices.  The requested amount provides for initial training for 30 individuals and update training mid-way through the time designation of the zone.\r\nEstimated Amount:\t$87,000\r\nDate:\t\t\t2015 - 2025\r\nRecipient:  \t\tCity of Indianapolis, Department of Public Safety\r\n\r\nType:\t\t\tByrne Criminal Justice Innovation Program Grant\r\nActivity:\t\t\r\nProvide funding for IMPD officers and Indianapolis Parole Agents to monitor and support released individuals convicted of a serious and violent crime (InPAct Program)\r\nEstimated Amount:\t$5,758,080\r\nDate:\t\t\t2015 - 2025\r\nRecipient:\t        \tCity of Indianapolis, Department of Public Safety\r\n\r\nType:\t\t\tByrne Criminal Justice Innovation Program Grant\r\nActivity:     \t\tProvide funding for the PAIR program and creation of a mental health court\r\nEstimated Amount:\t$3,000,000\r\nDate:\t\t\t2015 - 2025\r\nRecipient:\t        \tCity of Indianapolis, Department of Public Safety\r\n\r\nType:\t\t\tCommunity Crime Prevention Grants\r\nActivity:     \t\tProvide seed funding for neighborhood resident led initiatives for community policing\r\nEstimated Amount:\t$500,000\r\nDate:\t\t\t2015 - 2025\r\nRecipient:  \t\tJohn H. Boner Community Center\r\n","Source and Type:\tBilingual volunteers\r\nActivity:     \t\tEngage Hispanic neighborhood residents in improving relationships with IMPD\r\nStart and End Date:\t2014 - 2014\r\nRecipient:\t         \tCity of Indianapolis - Department of Public Safety\r\n","Type:\t\t         Bilingual volunteers\r\nActivity:\t\t        Engage Hispanic neighborhood residents in improving relationships with IMPD\r\nStart and End Date:\t2015 - 2025\r\nRecipient:\t        \tCity of Indianapolis - Department of Public Safety\r\n\r\nType:        \t\tVolunteers\r\nActivity:    \t\tEngage volunteers to work with individuals with mental health issues in the PAIR program and in mental health court\r\nStart and End Date:\t2015 - 2025\r\nRecipient:\t         \tCity of Indianapolis - Department of Public Safety\r\n\r\nType:        \t\tVolunteers\r\nActivity:     \t\tEngage neighborhood residents in working collaboratively with IMPD to create a true community policing model in the IEPZ\r\nStart and End Date:\t2015 - 2025\r\nRecipient:  \t\tCity of Indianapolis - Department of Public Safety\r\n","75% decrease in the number of serious and violent felons returned to custody for a technical rule violation by 2025;\r\n\r\n50% decrease in the number of serious and violent felons returned to custody for committing a new crime by 2025;\r\n\r\n70% decrease in the number of Part II UCR crimes in the zone by 2025;\r\n\r\n80% decrease in the number of individuals detained by Indianapolis Emergency Mental Services by 2025;\r\n\r\n100% increase in the number of individuals served by Marion County Mental Health Court by 2025;\r\n\r\n50% decrease in the number of arrests for gun and narcotics violations by 2025;\r\n\r\n80% of property owners (both business and residential) will self-report lower crime rates based on the utilization of Crime Prevention Through Environmental Design principles by 2025; and,\r\n\r\n50% of neighborhood residents will self-report a greater involvement with Indianapolis Metropolitan Police Department and community policing activities by 2025.\r\n","Indiana University Public Policy Institute will coordinate, track, evaluate and report on the following:\r\n\r\nNumber of serious and violent felons returned to custody for a technical rule violation;\r\n\r\nNumber of serious and violent felons committing a new crime;\r\n\r\nNumber of serious and violent felons successfully completing parole;\r\n\r\nReported Hispanic / IMPD interactions within the zone;\r\n\r\nNumber of Indianapolis Emergency Medical Service interactions within the zone;\r\n\r\nNumber of individuals receiving treatment as a diversion to jail through the PAIR program\r\n\r\nNumber of individuals involved in Marion County Mental Health Court;\r\n\r\nNumber of individuals successfully completing an assigned Marion County Mental Health Court Program;\r\n\r\nNumber and type of Crime Prevention Through Environmental Design elements incorporated into new buildings throughout the zone; and,\r\n\r\nNumber of neighborhood residents involved in community policing initiatives.\r\n","Hire additional police officers for Flex Team and Day Tact activities by 2018;\r\n\r\nProvide Crime Prevention Through Environmental Design training to police officers, city planners, and community development corporations by 2016;\r\n\r\nBegin implementation of elements of Crime Prevention Through Environmental Design in projects started in  2017;\r\n\r\nSolicit neighborhood resident based ideas for community policing activities by 2016;\r\n\r\nWork with mental health providers to create a mental health court by 2016;\r\n\r\nWork with mental health providers to recruit volunteers for the PAIR program by 2016;\r\n\r\nHire additional police officers and parole agents to expand the InPAct program by 2016; and,\r\n\r\nRecruit bilingual neighborhood based volunteers and police officers to participate in the Latino Outreach Initiative by 2016.\r\n","Expected Outcomes:\n75% decrease in the number of serious and violent felons returned to custody for a technical rule violation by 2025;\r\n\r\n50% decrease in the number of serious and violent felons returned to custody for committing a new crime by 2025;\r\n\r\n70% decrease in the number of Part II UCR crimes in the zone by 2025;\r\n\r\n80% decrease in the number of individuals detained by Indianapolis Emergency Mental Services by 2025;\r\n\r\n100% increase in the number of individuals served by Marion County Mental Health Court by 2025;\r\n\r\n50% decrease in the number of arrests for gun and narcotics violations by 2025;\r\n\r\n80% of property owners (both business and residential) will self-report lower crime rates based on the utilization of Crime Prevention Through Environmental Design principles by 2025; and,\r\n\r\n50% of neighborhood residents will self-report a greater involvement with Indianapolis Metropolitan Police Department and community policing activities by 2025.\r\n\nTimeline:\nHire additional police officers for Flex Team and Day Tact activities by 2018;\r\n\r\nProvide Crime Prevention Through Environmental Design training to police officers, city planners, and community development corporations by 2016;\r\n\r\nBegin implementation of elements of Crime Prevention Through Environmental Design in projects started in  2017;\r\n\r\nSolicit neighborhood resident based ideas for community policing activities by 2016;\r\n\r\nWork with mental health providers to create a mental health court by 2016;\r\n\r\nWork with mental health providers to recruit volunteers for the PAIR program by 2016;\r\n\r\nHire additional police officers and parole agents to expand the InPAct program by 2016; and,\r\n\r\nRecruit bilingual neighborhood based volunteers and police officers to participate in the Latino Outreach Initiative by 2016.\r\n","As part of the Violent Crime Control and Law Enforcement Act of 1994, the Federal Assault Weapons Ban included a prohibition on the manufacturing for civilian use of assault weapons.  This part of the federal law expired in 2004.  Reinstating the ban sends a strong message that gangs and violent crime is not tolerated in our neighborhoods.  \r\n"]
[4,"b","John H. Boner Community Center","IndyEast Promise Zone","Indianapolis","Indiana","Great Lakes","Reduce serious or violent crime",null,"Safe IndyEast: We promise to create a welcoming environment in which all families and visitors feel safe and secure. We aim to accomplish this by focused efforts on crime prevention, youth intervention programming, and supportive reentry services.","Expand and develop youth crime-intervention programming, emphasizing on at-risk youth populations to curb systemic crime and empower youth to become more engaged in their community. \r\n","Juvenile Justice Jeopardy: Educate youth and families on juvenile law and how to interact with police officers  to reduce the number of juvenile arrests. [Ongoing]\r\n\r\nIMPD Chess Club: Engage at-risk kids by teaching participants the game of chess and how it mirrors life, with special emphasis on decision making. [Ongoing]\r\n\r\nPolicing the Teen Brain: Provide specialized training for officers working with youth involved in the criminal justice system. [New]\r\nWomen’s Empowerment Series: Provide education and referrals to single mothers who are dependent on individuals engaged in criminal activity with the goal of independence from association with illegal activities. [Ongoing]\r\n\r\nFamily and Juvenile Intervention Initiative: Target at-risk children to assist with diagnosis and treatment of root causes contributing to illegal activities. [Ongoing]\r\n\r\nTeen Court: Utilize teen volunteers to provide a court experience designed to reduce recidivism for first time juvenile offenders. [Ongoing]","Expand and develop youth crime-intervention programming, emphasizing on at-risk youth populations to curb systemic crime and empower youth to become more engaged in their community. \r\n\nActivities: \nJuvenile Justice Jeopardy: Educate youth and families on juvenile law and how to interact with police officers  to reduce the number of juvenile arrests. [Ongoing]\r\n\r\nIMPD Chess Club: Engage at-risk kids by teaching participants the game of chess and how it mirrors life, with special emphasis on decision making. [Ongoing]\r\n\r\nPolicing the Teen Brain: Provide specialized training for officers working with youth involved in the criminal justice system. [New]\r\nWomen’s Empowerment Series: Provide education and referrals to single mothers who are dependent on individuals engaged in criminal activity with the goal of independence from association with illegal activities. [Ongoing]\r\n\r\nFamily and Juvenile Intervention Initiative: Target at-risk children to assist with diagnosis and treatment of root causes contributing to illegal activities. [Ongoing]\r\n\r\nTeen Court: Utilize teen volunteers to provide a court experience designed to reduce recidivism for first time juvenile offenders. [Ongoing]","A wide variety of youth-crime prevention and intervention strategies have been found successful. The most efficient programs should  “produce long-term changes in individual competencies, environmental conditions, and patterns of behavior” (Department of and Human Services, 2001). Early intervention programs and targeted skills-oriented programs and behavioral approaches toward adolescents have been shown to curb potential gang-participation, decrease risk factors for youth violence, and reinforce better school attendance and participation (HHS, 2001). Interventions that focus upon moral-reasoning and problem solving are also highly effective. The involvement of youth in both planning and implementing prevention strategies has been found to be particularly impactful (National Crime Prevention Council, 2014). “[Youth] contribute a valuable perspective on the problem as they build skills that will help them make positive contributions to their neighborhoods” (ibid, 2014).","As co-chair of the Safe IndyEast committee, John H. Boner Community Center will oversee VISTA members who will work to engage youth participants in outlined activities.\r\n\r\nAs co-chair of the Safe IndyEast committeee, Department of Public Safety will commit officers in the east district to direct the various interventions.\r\n\r\nReach for Youth will expand their existing Teen Court to serve an additional number of first time youth offenders and create partnerships with existing service providers for social service interventions and supports.\r\n\r\nSchools in the Zone - The designated zone currently has 10 elementary schools, 3 middle schools, and 3 high schools.  VISTA members will work with existing community school coordinators to identify youth participants.\r\n\r\nStopover, Inc. and Outreach, Inc. will work with at-risk and homeless youth in prevention and intervention programming.\r\n","John H. Boner Community Center SubGoal 4b","Total committed financial support for this sub-goal is $613,275 and breaks down as follows:\r\n\r\nSource:\t\t\tCommunity Crime Prevention Grant Funds\r\nActivity:    \t\tSupport employment opportunities for older youth\r\nAmount:   \t\t$8,000\r\nStart and End Date:\tOctober 2014 - July 2015\r\nRecipient: \t\tJohn H. Boner Community Center\r\n\r\nSource:\t\t\tCommunity Crime Prevention Grant Funds\r\nActivity:    \t\tCrime prevention Through Care for homeless and runaway teens\r\nAmount:   \t\t$30,000\r\nStart and End Date:\tOctober 2014 - July 2015\r\nRecipient:  \t\tOutreach, Inc.\r\n\r\nSource:\t\t\tCommunity Crime Prevention Grant Funds\r\nActivity:    \t\tStopover and Teens Acting Responsibly Together Program\r\nAmount:   \t\t$25,000\r\nStart and End Date:\tOctober 2014 - July 2015\r\nRecipient:  \t\tStopover, Inc.\r\n\r\nSource:\t\t\tLocal City Funding\r\nActivity:    \t\tPurchase of Juvenile Justice Jeopardy License\r\nAmount:   \t\t$275\r\nStart and End Date:\t2014 - Ongoing\r\nRecipient:  \t\tDepartment of Public Safety - IMPD East District\r\n\r\nSource:\t\t\tCombination of federal, state, and local grants and private donations\r\nActivity:    \t\tEmergency and transitional living space and support systems for homeless and at-risk youth\r\nAmount:   \t\t$550,000\r\nStart and End Date:\t2014 - 2014\r\nRecipient:   \t\tStopover, Inc.\r\n","Needed financial support over the 10 year designation for this sub-goal is $3,465,250 and breaks down as follows:\r\n\r\nType:  \t\t\tCommunity Crime Prevention Grant Funds\r\nActivity:    \t\tProvide funding for a variety of supportive services to at-risk youth populations, including homeless and runaways\r\nEstimated Amount: \t$500,000 ($50,000 annually)\r\nDate:  \t\t\t2015 - 2025\r\nRecipient:  \t\tOutreach, Inc.\r\n\r\nType:  \t\t\tCommunity Crime Prevention Grant Funds\r\nActivity:    \t\tProvide funding to support employment opportunities for older youth\r\nEstimated Amount:  $500,000 ($50,000 annually)\r\nDate:  \t\t\t2015 - 2025\r\nRecipient:  \t\tJohn H. Boner Community Center\r\n\r\nType:  \t\t\tCommunity Crime Prevention Grant Funds\r\nActivity:  \t\t\r\nProvide funding for the Stopover and Teens Acting Responsibly Together program, targeting young adults exhibiting truancy behaviors that lead to delinquent behavior\r\nEstimated Amount:  $345,000 ($34,500 annually)\r\nDate:  \t\t\t2015 - 2025\r\nRecipient:  \t\tStopover, Inc.\r\n\r\nType:  \t\t\tGrant\r\nActivity:     \t\tPurchase of additional licenses of the “Juvenile Justice Jeopardy” game, including maintenance fees over the term of the zone\r\nEstimated Amount:  $10,250\r\nDate:  \t\t\t2015 - 2025\r\nRecipient:  \t\tDepartment of Public Safety - IMPD East District\r\n\r\nType:  \t\t\tGrant\r\nActivity:    \t\tAnnual training for IMPD officers in the “Policing the Teen Brain” curriculum\r\nEstimated Amount:  $100,000 ($10,000 annually)\r\nDate:  \t\t\t2015 - 2025\r\nRecipient:  \t\tDepartment of Public Safety - IMPD East District\r\n\r\nType:  \t\t\tGrant\r\nActivity:  \t\t\r\nDouble the capacity to provide emergency and transitional living space and support services to homeless and at risk youth\r\nEstimated Amount:  $2,010,000 ($201,000 annually)\r\nDate:  \t\t\t2015 - 2025\r\nRecipient:  \t\tStopover, Inc.\r\n","Source and Type:  \tFood and gift cards\r\nActivity:     \t\tProvide incentives and prizes to youth participating in the Juvenile Justice Jeopardy Game\r\nStart and End Date:\t2014 - 2014\r\nRecipient: \t\tDepartment of Public Safety - IMPD East District\r\n","Type:        \t\tFood and gift cards\r\nActivity:    \t\tProvide prizes and incentives for youth participating in the Juvenile Justice Jeopardy game\r\nStart and End Date:\t2015 - 2025\r\nRecipient:  \t\tDepartment of Public Safety - IMPD East District\r\n\r\nType:       \t\tSupplies, food, prizes\t\r\nActivity:    \t\tProvide chess game boards and pieces, prizes, and incentives for youth participating in the IMPD East District Chess Club\r\nStart and End Date:\t2015 - 2025\r\nRecipient:  \t\tDepartment of Public Safety - IMPD East District\r\n","50% reduction in number of juvenile arrests in the IEPZ by 2025;\r\n\r\n100% of schools in the IEPZ will have a rotating schedule of “Juvenile Justice Jeopardy” games quarterly by 2017;\r\n\r\n25% increase in the number of first time juvenile offenders in the IEPZ participating in Teen Court by 2025;\r\n\r\n50% increase in the number of juveniles from the IEPZ participating as volunteers in Teen Court by 2025;\r\n\r\n10% increase in the number of juveniles from the IEPZ participating in IMPD East District Chess Club by 2025;\r\n\r\n10% increase in the number of adult volunteers from the IEPZ participating in IMPD East District Chess Club by 2025\r\n\r\n15% increase in the number of female heads of household in the IEPZ that self-report gaining independence from negative influences by 2025;\r\n\r\n20% increase in the number of family unit participants from the IEPZ in the Family and Juvenile Intervention Initiative by 2025\r\n","Indiana University Public Policy Institute will coordinate, track, evaluate and report on the number of: \r\n\r\nJuvenile arrests in the zone;\r\n\r\nReported juvenile/police interactions within the zone;\r\n\r\nJuvenile participants participating in Juvenile Justice Jeopardy;\r\n\r\nOfficers trained in “Policing the Teen Brain” curriculum;\r\n\r\nJuvenile participants in IMPD East District Chess Club;\r\n\r\nAdult volunteers in IMPD East District Chess Club;\r\n\r\nJuvenile offenders participating in Teen Court;\r\n\r\nJuvenile volunteers participating in Teen Court;\r\n\r\nAdult volunteers participating in Teen Court;\r\n\r\nFamilies participating in the Family and Juvenile Intervention Initiative;\r\n\r\nFamilies self-reporting improvement through participation in the Family and Juvenile Intervention Initiative;\r\n\r\nSingle female mothers participating in the Women’s Empowerment Series; and, \r\n\r\nSingle female mothers self-reporting independence from criminal influences.\r\n","All officers currently working in the IEPZ will be trained in “Policing the Teen Brain” curriculum by 2016.  New officers will be trained on a quarterly basis ongoing. \r\n\r\nAll schools in the IEPZ will begin quarterly rotations of Juvenile Justice Jeopardy beginning September 2015.\r\n\r\nReferrals for participants in the Women’s Empowerment Initiative will begin 2015, with referrals continuing to be made throughout the school year\r\n\r\nJuvenile volunteers for Teen Court will be recruited and trained in 2015.  Expanded Teen Court will begin in the last quarter of 2015 and continue throughout the term of the zone.\r\n\r\nReferrals for  participants in the IMPD East District Chess Club will begin in 2015.  Chess club will meet on a bi-monthly basis throughout the term of the zone.\r\n\r\nReferrals for participants in the Family and Juvenile Intervention Initiative will begin in 2015 and will continue on an ongoing basis throughout the term of the zone.\r\n","Expected Outcomes:\n50% reduction in number of juvenile arrests in the IEPZ by 2025;\r\n\r\n100% of schools in the IEPZ will have a rotating schedule of “Juvenile Justice Jeopardy” games quarterly by 2017;\r\n\r\n25% increase in the number of first time juvenile offenders in the IEPZ participating in Teen Court by 2025;\r\n\r\n50% increase in the number of juveniles from the IEPZ participating as volunteers in Teen Court by 2025;\r\n\r\n10% increase in the number of juveniles from the IEPZ participating in IMPD East District Chess Club by 2025;\r\n\r\n10% increase in the number of adult volunteers from the IEPZ participating in IMPD East District Chess Club by 2025\r\n\r\n15% increase in the number of female heads of household in the IEPZ that self-report gaining independence from negative influences by 2025;\r\n\r\n20% increase in the number of family unit participants from the IEPZ in the Family and Juvenile Intervention Initiative by 2025\r\n\nTimeline:\nAll officers currently working in the IEPZ will be trained in “Policing the Teen Brain” curriculum by 2016.  New officers will be trained on a quarterly basis ongoing. \r\n\r\nAll schools in the IEPZ will begin quarterly rotations of Juvenile Justice Jeopardy beginning September 2015.\r\n\r\nReferrals for participants in the Women’s Empowerment Initiative will begin 2015, with referrals continuing to be made throughout the school year\r\n\r\nJuvenile volunteers for Teen Court will be recruited and trained in 2015.  Expanded Teen Court will begin in the last quarter of 2015 and continue throughout the term of the zone.\r\n\r\nReferrals for  participants in the IMPD East District Chess Club will begin in 2015.  Chess club will meet on a bi-monthly basis throughout the term of the zone.\r\n\r\nReferrals for participants in the Family and Juvenile Intervention Initiative will begin in 2015 and will continue on an ongoing basis throughout the term of the zone.\r\n","N/A"]
[4,"c","John H. Boner Community Center","IndyEast Promise Zone","Indianapolis","Indiana","Great Lakes","Reduce serious or violent crime",null,"Safe IndyEast: We promise to create a welcoming environment in which all families and visitors feel safe and secure. We aim to accomplish this by focused efforts on crime prevention, youth intervention programming, and supportive reentry services.","Partner with community organizations to support families and neighborhoods impacted by incarceration and develop strategies to integrate holistic, community-focused re-entry services.","Bolster the capacity of mentoring programs to provide a continuous, seamless transition to an identified support system available upon release.[Ongoing]\r\n\r\nExpand the spectrum of educational opportunities within facilities to include GED, post-secondary education, and vocational training opportunities.[Ongoing]\r\n\r\nProvide focused outreach to private employers to increase the awareness of the Work Opportunity Tax Credit and federal bonding programs as incentives to hire ex-offenders.[New]\r\n\r\nWork with local organizations to identify quality, affordable housing options for ex-offenders with a particular emphasis on providing support for serious and violent offenders and sex offenders.[New]\r\n\r\nCreate an Engagement Center that provides an alternative to incarceration while providing free and low-cost services for addiction assistance, a secure lockdown for detoxification, and mental health assistance.[New]\r\n\r\nPromote, implement, and expand the use of restorative justice programs.[New]","Partner with community organizations to support families and neighborhoods impacted by incarceration and develop strategies to integrate holistic, community-focused re-entry services.\nActivities: \nBolster the capacity of mentoring programs to provide a continuous, seamless transition to an identified support system available upon release.[Ongoing]\r\n\r\nExpand the spectrum of educational opportunities within facilities to include GED, post-secondary education, and vocational training opportunities.[Ongoing]\r\n\r\nProvide focused outreach to private employers to increase the awareness of the Work Opportunity Tax Credit and federal bonding programs as incentives to hire ex-offenders.[New]\r\n\r\nWork with local organizations to identify quality, affordable housing options for ex-offenders with a particular emphasis on providing support for serious and violent offenders and sex offenders.[New]\r\n\r\nCreate an Engagement Center that provides an alternative to incarceration while providing free and low-cost services for addiction assistance, a secure lockdown for detoxification, and mental health assistance.[New]\r\n\r\nPromote, implement, and expand the use of restorative justice programs.[New]","The 2012 Indianapolis-Marion County Council Re-Entry Policy Study Commission Report found that a 1% reduction in the three-year recidivism rate in the County led to a $1.55 million cost saving. Comprehensive strategies, involving “state and local levels of government; increased coordination among criminal justice and social service agencies; and the inclusion of non-traditional groups, such as community-based groups, to coordinate and provide services” are essential in preventing recidivism (Bureau of Justice Assistance 2014). Returning prisoners often struggle in finding permanent housing options, and those returning to neighborhoods “perceived to be unsafe and lacking in social capital are at greater risk of recidivism” (Urban Institute, 2010). Comprehensive programs which ensure continuity of care and target housing, education and employment can reduce recidivism.","As the co-chair of the Safe IndyEast committee, John H. Boner Community Center will provide re-entry services with a focus on securing housing and employment, and oversee VISTA members who will work to further awareness of employment and housing incentives.\r\n\r\nAs the co-chair of the Safe IndyEast committee, Department of Public Safety land acquisition, financing, construction, and operation of the proposed Engagement Center. \r\n\r\nTrusted Mentors will train individuals to be mentors.\r\n\r\nOakland City University and Grace College will provide post-secondary programs to the residents of the Indianapolis Re-entry Educational Facility (IREF). \r\n\r\nIndiana Department of Workforce Development will provide vocational training programs.\r\n","John H. Boner Community Center SubGoal 4c","Total committed financial support for this sub-goal is $31,986,053 and breaks down as follows:\r\n\r\nSource:    \t\tCommunity Crime Prevention Grant Funds\r\nActivity:    \t\tProvide supportive services for employment training and attainment through Job Club\r\nAmount:   \t\t$30,000\r\nStart and End Date: October 2014 - July 2015\r\nRecipient:  \t\tJohn H. Boner Community Center\r\n\r\nSource:    \t\tCommunity Crime Prevention Grant Funds\r\nActivity:    \t\tFrom Prisoner to Citizen Program: provide supportive job-training programs for recently released individuals\r\nAmount:   \t\t$80,000\r\nStart and End Date: October 2014 - July 2015\r\nRecipient:  \t\tWorkforce, Inc.\r\n\r\nSource:    \t\tCommunity Crime Prevention Grant Funds\r\nActivity:    \t\tProvide funds for the mentoring program for successful re-entry\r\nAmount:    \t\t$40,000\r\nStart and End Date: October 2014 - July 2015\r\nRecipient: \t\tTrusted Mentors\r\n\r\nSource:    \t\tCommunity Crime Prevention Grant Funds\r\nActivity:    \t\tProvide supportive housing and employment services for female offenders\r\nAmount:   \t\t$75,000\r\nStart and End Date: October 2014 - July 2015\r\nRecipient:  \t\tDove Recovery House\r\n\r\nSource:    \t\tUnited Way of Central Indiana\r\nActivity:    \t\tProvide job coaching, financial coaching, and supportive housing and employment services for ex-offenders\r\nAmount:   \t\t$422,862\r\nStart and End Date: 2012 - 2015\r\nRecipient:  \t\tJohn H. Boner Community Center\r\n\r\nSource:    \t\tUnited Way of Central Indiana\r\nActivity:    \t\tExpand medical clinic to serve at-risk re-entry populations\r\nAmount:   \t\t$211,364\r\nStart and End Date: 2013 - 2014\r\nRecipient:  \t\tHorizon House\r\n\r\nSource:    \t\tUnited Way of Central Indiana\r\nActivity:    \t\tExpand medical clinic to serve at-risk re-entry populations\r\nAmount:   \t\t$100,050\r\nStart and End Date: 2014 - 2015\r\nRecipient: \t\tThe Damien Center\r\n\r\nSource:    \t\tCity of Indianapolis - DMD - Emergency Solutions Grant\r\nActivity:    \t\tEmergency rent for ex-offenders\r\nAmount:    \t\t$65,987\r\nStart and End Date: 2014 - 2015\r\nRecipient:  \t\tWorkforce, Inc.\r\n\r\nSource:    \t\tDepartment of Labor - Enhanced Transitional Jobs Grant\r\nActivity:     \t\tProvide salaries and support services for transitional jobs for ex-offenders\r\nAmount:   \t\t$15,000,000\r\nStart and End Date:\t2013 - 2015\r\nRecipient:  \t\tWorkforce, Inc.\r\n\r\nSource:\t\t\tPrivate Donations\r\nActivity:    \t\tProvide salaries and support services for ex-offenders\r\nAmount:   \t\t$66,565\r\nStart and End Date: 2013 - 2015\r\nRecipient:       \t\tWorkforce, Inc.\r\n\r\nSource:\t\t\tProgram Generated Income\r\nActivity:    \t\tProvide salaries and support services for ex-offenders\r\nAmount:   \t\t$7,442,379\r\nStart and End Date:\t2013 - 2015\r\nRecipient:  \t\tWorkforce, Inc.\r\n\r\nSource:\t\t\tLocal Grants\r\nActivity:    \t\tProvide salaries and support services for ex-offenders\r\nAmount:   \t\t$8,121,846\r\nStart and End Date:\t2013 - 2015\r\nRecipient:  \t\tWorkforce, Inc.\r\n\r\nSource:            \tState Budget Allocation\r\nActivity:    \t        Provide salaries and classroom materials for incarcerated offenders\r\nAmount:   \t\t$330,000\r\nStart and End Date:\t2014 - 2014\r\nRecipient:\t        \tIndiana Department of Correction\r\n","Needed financial support over the 10 year designation for this sub-goal is $93,300,000 and breaks down as follows:\r\n\r\nType:\t\t\tCombination of public and foundation resources\r\nActivity:    \t\tCreation of an Engagement Center.  Includes land acquisition and construction\r\nEstimated Amount:\t$800,000 - $1.8 million\r\nStart and End Date:\t2015 - 2017\r\nRecipient:  \t\tCity of Indianapolis - Department of Public Safety\r\n\r\nType:\t\t\tGrant\r\nActivity:    \t\t\r\nProvide post-secondary education for incarcerated individuals.  Over the 10 year span of the Promise Zone designation, the requested amount represents a grant allocation of $1500 per student to serve a total of 200 students per year. \r\nEstimated Amount:\t$3,000,000 ($300,000 annually)\r\nStart and End Date:\t2015 - 2025\r\nRecipient:  \t\tVarious post-secondary institutions\r\n\r\nType:        \t\tBudget Re-allocation from Justice Investment Savings Funding Model\r\nActivity:    \t\t\r\nIncrease the number of teachers and supplies at the Indianapolis Re-Entry Educational Facility.  Provides salaries, benefits and class materials for nine full-time vocational instructors and six full-time GED / Literacy instructors.  Over the 10 year span of the Promise Zone designation, the requested amount would triple the amount of education offered at the facility.  \r\nEstimated Amount:\t$9,900,000 ($990,000 annually)\r\nStart and End Date:\t2015 - 2025\r\nRecipient: \t\tIndiana Department of Correction\r\n\r\nType:\t\t\tGrant\r\nActivity:\t\t\r\nProvide dedicated staff with expertise in managing barriers to successful reentry for those with a conviction on their record.  Over the 10 year span of the Promise Zone designation, the requested amount would provide two full-time positions for a case manager and an employment coach to work with this specific population.\r\nEstimated Amount:\t$1,200,000 ($120,000 annually)\r\nStart and End Date: 2015 - 2025\r\nRecipient:\t        \tJohn H. Boner Community Center\r\n\r\nType:       \t\tCrime Prevention Grants\r\nActivity: \t\t\r\nProvide funding for a variety of supportive services to released offenders including job coaching, financial coaching, mentoring, rental and utility assistance, substance abuse treatment, and child care assistance.  The needed amount is allocated to four different agencies over the 10 year span of the Promise Zone Designation.\r\nEstimated Amount:\t$2,500,000 ($250,000 annually)\r\nStart and End Date: 2015 - 2025\r\nRecipient:\t        \tJohn H. Boner Community Center, Dove Recovery House, Trusted Mentors, Workforce, Inc.\r\n\r\nType:\t  \t\tDepartment of Labor - Enhanced Transitional Jobs Grant\r\nActivity:  \t\t\r\nProvide salaries and support services for transitional jobs for ex-offenders.  In 2011, the DOL announced their Enhanced Transitional Jobs Demonstration Grants, with Indianapolis one of seven across the country chosen as an initial site.  The results of this grant are currently under evaluation by the DOL, but early studies in Indiana show this as a promising model for reducing recidivism.  If the DOL studies support the effectiveness of the grant, the grant should be increased over the ten year span of the Promise Zone designation to serve a greater number of ex-offenders.\r\nAmount:   \t\t$50,000,000 ($5,000,000 annually)\r\nStart and End Date:\t2015 - 2025\r\nRecipient:  \t\tWorkforce, Inc.\r\n\r\nType:\t\t\tGrant\r\nActivity:\t\t\r\nProvide unrestricted grant dollars to act as “barrier busting” dollars for recently released ex-offenders.  This special population often has specific barriers to successful reentry that are not experienced by other populations.  Unpaid tickets can lead to a suspended drivers license with fees and fines that prevent an individual from obtaining a drivers license.  Unpaid utility bills can prevent an individual from having heat or electricity turned on in their name.  Some individuals are able to obtain the deposit for an apartment, but not the first months rent.  Often, individuals are released with little more than two outfits and no other clothes.  Some individuals may need an entrance or testing fee for a vocational program.  Having an unrestricted source of grant dollars to pay for these one time barriers will lead to a lowered recidivism rate.  This needed amount would allocate $1,000 per individual, serving a total of 7,500 distinct individuals in three different organizations over the 10 year span of the Promise Zone designation.\r\nEstimated Amount:\t$7, 500,000 ($750,000 annually)\r\nStart and End Date: 2015 - 2025\r\nRecipient:  \t\tJohn H. Boner Community Center, Dove Recovery House, Workforce, Inc.\r\n\r\nType:\t\t\tGrant\r\nActivity:    \t\tStaffing and supplies to recruit, train and manage volunteer mentors\r\nEstimated Amount:\t$1,125,000 ($112,500 annually)\r\nStart and End Date: 2015 - 2025\r\nRecipient: \t\tTrusted Mentors\r\n\r\nType:\t\t\tGrant\r\nActivity:    \t\tStaffing and supplies to recruit, train and manage volunteer restorative justice facilitators and implement restorative justice programming.\r\nEstimated Amount:\t$275,000 ($27,500 annually)\r\nStart and End Date: 2015 - 2025\r\nRecipient:  \t\tIndiana Department of Correction\r\n\r\nType:\t\t\tCombination of user fees, grants, and budget reallocation \r\nActivity:    \t\tOperating Budget for Engagement Center.  \r\nEstimated Amount:\t$16,000,000 ($1,600,000 annually)\r\nStart and End Date: 2015 - 2025\r\nRecipient:  \t\tCity of Indianapolis\r\n","Source and Type:\tVolunteers (150)\r\nActivity:\t\r\nIndianapolis Reentry Education Center has a core group of committed volunteers from the community who serve as mentors, conduct classes, activities and programs for residents of the facility.  \r\nStart and End Date:\tOn-going thru 2025\r\nRecipient:\t        \tResidents of IREF\r\n\r\nSource and Type:\tResidents of Indianapolis Reentry Education Facility\r\nActivity:\t\r\nResident work crews from IREF conduct clean-ups, maintain public infrastructure, beautification projects and other community service efforts for residents and organizations within the IEPZ.  \r\nStart and End Date:\tOn-going thru 2025\r\nRecipient:  \t\tIEPZ residents/area\r\n","Type:\t\t\tVolunteers\r\nActivity:\t\t\r\n50 new volunteers are needed per year to serve as mentors for men incarcerated at IREF.  A total of 500 volunteers would be used during the term of the IEPZ designation. \r\nStart and End Date:\t2015 - 2025\r\nRecipient: \t\tTrusted Mentors\r\n\r\nType:\t\t\tVolunteers\r\nActivity:\t\t\r\n10 new volunteers are needed per year to serve as restorative justice facilitators for men incarcerated at the Indianapolis Re-Entry and Education Facility.  A total of 100 volunteers would serve during the term of the IEPZ designation. \r\nStart and End Date:\t2015 - 2025\r\nRecipient:  \t\tIndiana Department of Correction\r\n","50% reduction in recidivism by 2025;\r\n\r\n40% increase by 2025 in the number of offenders obtaining their GED or high school diploma prior to release;\r\n\r\n25% increase by 2025 in the number of offenders obtaining a vocational certificate/post-secondary education prior to release;\r\n\r\n40% increase by 2025 in the number of ex-offenders gaining employment within the first 3 months of release;\r\n\r\n50% increase by 2025 in the number of ex-offenders who maintain employment more than one year;\r\n\r\n50% increase by 2025 in the number of ex-offenders who obtain independent quality, affordable housing;\r\n\r\n30% increase by 2025 in the number of ex-offenders who maintain independent quality, affordable housing;  \r\n\r\n10% increase by 2025 in the number of ex-offenders who become homeowners;\r\n\r\n15% increase by 2025 in the number of offenders matched with a mentor;\r\n\r\n50% increase by 2025 in the number of offenders participating in restorative justice programs.","Indiana University Public Policy Institute will coordinate, track, evaluate and report on the following:\r\n\r\nWhile incarcerated in the Indianapolis Re-entry Educational Facility:\r\n1.  Obtain their GED or high school equivalency degree\r\n2.  Receive some level of post-secondary education or vocational training\r\n3.  Are matched with a mentor\r\n\r\nAfter release from the Indianapolis Re-entry Educational Facility\r\n1.  Gain employment within three months of their release\r\n2.  Are housed in independent, quality, affordable housing\r\n3.  Have become homeowners\r\n4.  Continue the mentor relationship one year, three year, and five year post release\r\n5.  Recidivism Rate\r\n\r\nThroughout the timeline designation of the zone\r\n1.  Amount of wages earned by offenders\r\n2.  Length of employment of offenders\r\n3.  Number of offenders who participate in a restorative justice program\r\n","Recruit and train volunteers to serve as mentors and restorative justice facilitators:  Recruitment to begin in July 2015 with initial group trained and matched by October 2015.  VISTA members will perform ongoing recruitment with quarterly training sessions held throughout the term of the zone designation\r\n\r\nCreate an education and outreach campaign for landlords and private business owners:  Develop the education and outreach tools in 2015.  Beginning in 2016, VISTA members will reach out to three landlords and business owners per quarter. \r\n\r\nExpand post-secondary educational programs:  2015 - 2020\r\n\r\nHire additional teaching staff at Indianapolis Re-entry Educational Facility:  Three vocational teachers and two GED instructors hired by January 2016 [first increase], January 2017 [second increase] and January 2018 [third increase]\r\n\r\nBuild the Engagement Center:  2015 - 2017\r\n","Expected Outcomes:\n50% reduction in recidivism by 2025;\r\n\r\n40% increase by 2025 in the number of offenders obtaining their GED or high school diploma prior to release;\r\n\r\n25% increase by 2025 in the number of offenders obtaining a vocational certificate/post-secondary education prior to release;\r\n\r\n40% increase by 2025 in the number of ex-offenders gaining employment within the first 3 months of release;\r\n\r\n50% increase by 2025 in the number of ex-offenders who maintain employment more than one year;\r\n\r\n50% increase by 2025 in the number of ex-offenders who obtain independent quality, affordable housing;\r\n\r\n30% increase by 2025 in the number of ex-offenders who maintain independent quality, affordable housing;  \r\n\r\n10% increase by 2025 in the number of ex-offenders who become homeowners;\r\n\r\n15% increase by 2025 in the number of offenders matched with a mentor;\r\n\r\n50% increase by 2025 in the number of offenders participating in restorative justice programs.\nTimeline:\nRecruit and train volunteers to serve as mentors and restorative justice facilitators:  Recruitment to begin in July 2015 with initial group trained and matched by October 2015.  VISTA members will perform ongoing recruitment with quarterly training sessions held throughout the term of the zone designation\r\n\r\nCreate an education and outreach campaign for landlords and private business owners:  Develop the education and outreach tools in 2015.  Beginning in 2016, VISTA members will reach out to three landlords and business owners per quarter. \r\n\r\nExpand post-secondary educational programs:  2015 - 2020\r\n\r\nHire additional teaching staff at Indianapolis Re-entry Educational Facility:  Three vocational teachers and two GED instructors hired by January 2016 [first increase], January 2017 [second increase] and January 2018 [third increase]\r\n\r\nBuild the Engagement Center:  2015 - 2017\r\n","In 1965, Congress passed Title IV of the Higher Education Act which allowed currently incarcerated people to apply for financial aid for post-secondary education in the form of Pell Grants.  By 1982, there were more than 350 distinct programs in over 90% of the United States.  According to the United States Department of Education, of the $5.3 billion awarded in Pell grants in 1993, about $34 million were awarded to inmates.  This represents less than 1/10 of one percent (1%) of the total grant awards.  In 1994, the Violent Crime Control and Law Enforcement Act passed by Congress effectively decimated funding for prison education programs by eliminating Pell grants for currently incarcerated individuals.  The U.S. Department of Education’s 1997 study titled “Three State Recidivism Study” showed that for every dollar spent on education, more than two dollars are returned to the public in reduced prison costs.  If Congress were to resume the practice of releasing a fraction of the available Pell grants to incarcerated individuals, this extremely modest investment would reduce both recidivism rates and correctional budgets to unprecedented levels. (“The Three State Recidivism Study,” Steurer et al., U.S. Department of Education, Office\r\nof Correctional Education, 1999.)  (“Prison Education Program Participation and Recidivism: A Test of the Normalization Hypothesis,” Miles D. Harer, Federal Bureau of Prisons, Office of Research and Evaluation, May, 1995.) (“Pell Grants for Prisoners: Facts/Commentary,” U.S. Department of Education, Office of\r\nCorrectional Education 1995.)\r\n\r\n\r\nAccording to HUD, an incarcerated individual is only considered homeless if they are incarcerated less than 90 days AND they were living in an emergency shelter  or a place not meant for human habitation immediately prior to their incarceration.   Expanding the definition of homeless to anyone leaving incarceration would allow those individuals the opportunity to take advantage of existing opportunities utilizing ESG and CoC funds.   Removing systemic barriers can allow previously incarcerated individuals the opportunity to access quality, affordable housing, reducing both the recidivism rate and the amount spent on correctional budgets.  (“Examining Housing as a Pathway to Successful Reentry:  A Demonstration Design Process,” Fontaine, Jocelyn, Ph.D., Urban Institute, 1993.)\r\n"]
[5,"a","John H. Boner Community Center","IndyEast Promise Zone","Indianapolis","Indiana","Great Lakes","Improve educational opportunities",null,"Learn IndyEast: We promise all children will receive exceptional education from birth to adulthood including developmentally appropriate early childhood services, high quality and innovative schools and access to postsecondary education and training.","Improve school readiness for young children, infant to pre-kindergarten, so they are physically, socially, and academically ready to start Kindergarten. ","Increase number of high-quality Childcare Providers and Early Childhood Education Programs (Child Care Providers) for children birth to Pre-K and ensure access for low-income children by ensuring commitment to scholarships, sliding fee scales, and government funded resources. (On-going)\r\n\r\nImplement an assessment tool (ISTAR-KR or similar evaluation) that aligns to the Foundations to the Indiana Academic Standards to measure skills from infancy to kindergarten. (On-going)\r\n\r\nProvide education, training, and in-home mentoring opportunities for parents to enhance parent-child interaction and strengthen family relationships in families with children ages infant to 5 years. (New)\r\n\r\nPromote high-quality programs participating at high levels in Paths to Quality to families. (New)","Improve school readiness for young children, infant to pre-kindergarten, so they are physically, socially, and academically ready to start Kindergarten. \nActivities: \nIncrease number of high-quality Childcare Providers and Early Childhood Education Programs (Child Care Providers) for children birth to Pre-K and ensure access for low-income children by ensuring commitment to scholarships, sliding fee scales, and government funded resources. (On-going)\r\n\r\nImplement an assessment tool (ISTAR-KR or similar evaluation) that aligns to the Foundations to the Indiana Academic Standards to measure skills from infancy to kindergarten. (On-going)\r\n\r\nProvide education, training, and in-home mentoring opportunities for parents to enhance parent-child interaction and strengthen family relationships in families with children ages infant to 5 years. (New)\r\n\r\nPromote high-quality programs participating at high levels in Paths to Quality to families. (New)","The HighScope Perry longitudinal study (Schwinhart et al. 2005) demonstrates that high quality early childhood programs prepare children for future success in school, work, and life. Birth to age five is the most critical time for human brain development. A child experiences in these early years plays a significant role in the way his or her brain develops, and a child’s brain development plays a significant role in the future success of the child. The study further found adults at age 40 who had exposure to a preschool program had higher earnings, were more likely to hold a job, had committed fewer crimes, and were more likely to have graduated from high school than adults who did not have access to preschool.","United Way of Central Indiana will co-chair the Learn IndyEast committee and provide funding for capital improvements, training opportunities, curriculum support, classroom equipment, books, and volunteers for providers to achieve Paths to Quality rating.\r\n\r\nWNS will co-chair the Learn IndyEast committee as well provide a Level 3 Paths to Quality Early Childhood Education Program. WNS will implement and administer the Parents as Teachers Program.\r\n\r\nDaystar Childcare provides a Level 3 Paths to Quality Early Childhood Education Program.\r\n\r\nEast Tenth UMC Child and Youth Center provides a Level 3 Paths to Quality Early Childhood Education.\r\n\r\nShepherd Community Center provides a Level 1 Paths to Quality Early Childhood Education Program and a home, parent mentoring program for infants to pre-K.\r\n\r\nHoly Cross Central School provides a Early Childhood Education Program working toward Paths to Quality.\r\n\r\nThe Oaks Academy provides an ISACS accredited Early Childhood Education Program.\r\n","John H. Boner Community Center SubGoal 5a","Total financial support for this sub-goal is $815,177 and breaks down as follows:\r\n\r\nSource of Funds:  \tUnited Way of Central Indiana\r\nActivity:    \t\tCapital Grant-Child Care Expansion\r\nAmount:    \t\t$133,384\r\nStart and End Date:  2014-2014\r\nRecipient:  \t\tDaystar Childcare\r\n\r\nSource of Funds:  \tUnited Way of Central Indiana\r\nActivity:  \t\t        Capital Grant-Infant House\r\nAmount:    \t\t$82,309\r\nStart and End Date: 2014-2014\r\nRecipient: \t\tDaystar Childcare\r\n\r\nSource of Funds:  \tUnited Way of Central Indiana\r\nActivity:    \t\tCapital Grant-Child Care Improvements for Paths to Quality\r\nAmount:  \t        \t$67,000\r\nStart and End Date:  2014-2014\r\nRecipient: \t\tEast Tenth United Methodist Child and Youth Center\r\n\r\nSource of Funds:  \tUnited Way of Central Indiana\r\nActivity:     \t\tCapital Grant-Child Care Improvements for Paths to Quality\r\nAmount:  \t        \t$9,994\r\nStart and End Date:  2012-2013\r\nRecipient: \t\tWestminster Preschool\r\n\r\n\r\nSource of Funds: \tRuth Lilly Philanthropic Foundation\r\nActivity:    \t\tCapital Grant-Infant House \r\nAmount:    \t\t$82,308\r\nStart and End Date: 2014-2014\r\nRecipient: \t\tDaystar Childcare\r\n\r\nSource of Funds:  \tRuth Lilly Philanthropic Foundation\r\nActivity:    \t\tCapital Grant-Child Care Expansion\r\nAmount:  \t        \t$67,692\r\nStart and End Date:  2014-2014\r\nRecipient:  \t\tDaystar Childcare \r\n\r\nSource of Funds:   \tIndiana Housing and Community Development Authority\r\nActivity:    \t\tNeighborhood Assistance Tax Credits – Early Childhood assistance for families\r\nAmount:    \t\t$45,490\r\nStart and End Date:  2013-2014\r\nRecipient:  \t\tDaystar Childcare\r\n \r\nSource of Funds:  \tUnited Way of Central Indiana\r\nActivity:    \t\tFurniture and Supplies\r\nAmount:    \t\t$2,500\r\nStart and End Date:  2014-2014\r\nRecipient:  \t\tDaystar Childcare\r\n \r\nSource of Funds:  \tIndiana Family and Social Services Administration\r\nActivity:    \t\tEarly Education Matching Grant (EEMG)\r\nAmount:   \t\t$50,250\r\nStart and End Date:  2014-2015\r\nRecipient:  \t\tDaystar Child Care\r\n \r\nSource of Funds:  \tPrivate Sector\r\nActivity:    \t\tEEMG match\r\nAmount:    \t\t$10,050\r\nStart and End Date: 2014-2015\r\nRecipient:  \t\tDaystar Child Care\r\n \r\nSource of Funds:\tUnited Way of Central Indiana\r\nActivity:    \t\tEEMG match\r\nAmount:    \t\t$40,200\r\nStart and End Date:  2014-2015\r\nRecipient:  \t\tDaystar Childcare\r\n \r\nSource of Funds:  \tPrivate Sector\r\nActivity:    \t\tElevator for educational wing\r\nAmount:    \t\t$162,000\r\nStart and End Date:  2014-2015\r\nRecipient:  \t\tDaystar Childcare\r\n \r\nSource of Funds:  \tUnited Way of Central Indiana\r\nActivity:    \t\tDevelopmentally appropriate furniture and supplies\r\nAmount:   \t\t$2,000\r\nStart and End Date:  2013-2014\r\nRecipient: \t\tWestminster Preschool\r\n\r\nSource of Funds:\tPrivate Sector\r\nActivity:    \t\tCapital donation for facility improvements\r\nAmount:\t        \t$60,000\r\nStart and End Date:\t2015-2015\r\nRecipient:\t\t        Daystar Childcare\r\n","Total needed financial support over the 10 year designation for this sub-goal is $22,850,000 and breaks down as follows:\r\n\r\nType:         \t\tPublic and charitable grants\r\nPossible Sources:  \tSocial Innovation Funds, Central Indiana Community Foundation, Lilly Endowment, private sector\r\nAmount:   \t\t$3,100,000 ($310,000 annually)\r\nActivity:    \t\tParents as Teachers implementation and on-going administration of program for 100 families.\r\nDate:  \t\t\tSeptember 2015 to 2025\r\nRecipient: \t\tNear Eastside Partner Organizations\r\n \r\nType:  \t\t\tPublic and charitable grants\r\nAmount:   \t\t$2,250,000\r\nPossible Sources:  \tLilly Endowment, United Way of Central Indiana, Glick Fund\r\nActivity:  \t        \t\r\nImprovements for Paths to Quality providers below Level 4.  Achieving accreditations is subsequent to ever-changing regulations, condition of existing facilities, and approved standards. Estimated funding to ensure adherence to FSSA and Paths to Quality standards to meet the goal of all providers within the Promise Zone rated Paths to Quality Level 1 and 80% of all providers rated Level 3 or 4 is estimated at $2,250,000.\r\nDate:  \t\t\t2015 to 2025\r\nRecipient: \t\tIEPZ Child Care Providers\r\n\r\nType: \t\t\tCapital Funding\r\nPossible Sources:  \tNew Market Tax Credits, Central Indiana Community Foundation, Faith-Based Organizations, United Way of Central Indiana, Kresge Foundation\r\nAmount:  \t\t        $12,500,000\r\nActivity:    \t\tNewly constructed Early Childhood and Youth Facility serving 100 infants to Pre-K and 150 K-8 students.\r\nDate:  \t\t\t2019\r\nRecipient:  \t\tWestminster Neighborhood Services\r\n\r\nType: \t\t\tPublic and charitable grants\r\nPossible Sources:  \tState of Indiana, Early Education Matching Grant, private sector, United Way of Central Indiana\r\nAmount:   \t\t$5,000,000 ($500,000 annually)\r\nActivity:    \t\tScholarships for low income 4 year olds for Paths to Quality Level 3 or 4 rated child care providers\r\nDate:  \t\t\t2015 -2025\r\nRecipient:  \t\tChild Care Provider","Source and type:   \tUnited Way of Central Indiana coaching, training, curriculum support, classroom equipment, books and volunteers for Child Care Providers to reach Level 3.\t       \r\nActivity:     \t\t\r\nUWCI is providing coaching for Child Care Providers to meet qualifications for a variety of accreditations such as IN FSSA Voluntary Certification Program for Preschools and Paths to Quality ratings, as well as enrollment in IN FSSA Child Care and Development Fund (Federal Child Care Voucher Program) to supplement preschool costs for parents. UWCI provides laptops and online access to the IN Standards Tools for Alternate Reporting (ISTAR) evaluation tool for Paths to Quality rated preschools. ISTAR-KR (Kindergarten Readiness) is the tool Paths to Quality rated preschools in the Promise Zone will use to measure Kindergarten Readiness.                                    \r\nStart and End Date:  2014 and on-going \r\nRecipient:  \t\tChild Care Providers                       \r\n\r\nSource and Type:  \tWestminster Neighborhood Services, Inc. houses the Westminster preschool which is a Paths to Quality Level-3 rated Preschool in the IEPZ providing slots for 18 preschool students ages 3-5.\r\nActivity:  \t\t        \r\nParticipates in child care voucher program and provides a sliding fee scale, uses ISTAR-KR to evaluate Kindergarten Readiness, Implementation and administration of Parents as Teachers Program for parents of children ages infant to Pre-K.\r\nStart and End Date:\t2014 and on-going\r\nRecipient: \t\tNeighborhood families\r\n\r\nSource and Type:   \tDaystar is a Paths to Quality Level-3 rated Child Care Providers in the Promise Zone providing 124 slots   for children ages infant to Pre-K.\r\nActivity:    \t\t\r\nParticipates in Federal Child Care Voucher Program, uses ISTAR-KR to evaluate Kindergarten Readiness, on track to achieve Paths to Quality Level 4 rating by 2016, recipient of IN FSSA Early Education Matching Grant to provide scholarships for 15 low-income 4 year-olds to attend preschool.\r\nStart and End Date: 2013 and on-going\r\nRecipient: \t\tNeighborhood families\r\n\r\nSource and Type:  \tEast Tenth United Methodist Child and Youth Center is a Paths to Quality Level 3 rated Child Care Providers in the IEPZ providing 82 slots for children ages infant to Pre-K.\r\nActivity:                    \r\nParticipates in the Federal Child Care Voucher Program and provides a sliding fee scale, on track to achieve Paths to Quality Level 4 rating by Dec. 31, 2015, uses ISTAR-KR to evaluate Kindergarten Readiness.\r\nStart and End Date:\t2013 and on-going\r\nRecipient: \t\tNeighborhood families\r\n\r\nSource and Type:  \tShepherd Community Center is a Paths to Quality Level 1 rated Child Care Providers in the IEPZ providing 44 slots for ages 3-5.\r\nActivity:    \t\t\r\nChild Care Providers provided at low cost, implementation and administration of a parent education and home mentoring program for parents of children ages parents to Pre-K (Project Jordan).\r\nStart and End Date:  2014 and on-going\r\nRecipient: \t\tNeighborhood families\r\n\r\nSource and Type:  \tHoly Cross Central School is a private school that provides Child Care Providers for 35 children ages 3–5.  \r\nActivity:    \t\t\r\nBegan process for Paths to Quality Rating and Federal Child Care Voucher Program acceptance in 2015.\r\nStart and End Date:  2014 and on-going\r\nRecipient:  \t\tNeighborhood Families\r\n\r\nSource and Type:  \tThe Oaks Academy is a charter school accredited by Independent Schools Association of the Central States (ISACS) that provides Child Care Providers for 30 children ages 3-5.\r\nActivity:    \t\tChild Care Providers provided at minimal cost\r\nStart and End Date:  2014 and on-going\r\nRecipient:  \t\tNeighborhood families\r\n","Source and Type:  \tCommunity Volunteers, Preschool Taskforce\r\nActivity:    \t\t\r\nIdentification of preschool providers that are unaccredited, are not approved to accept Federal Child Care Vouchers, or Paths to Quality rated. Community commitment to collect provider information is necessary to ensure adherence to FSSA accreditation and Paths to Quality Program enrollment, working with providers to begin strategy for accreditation, and promoting high quality programs.\r\nStart and End Date: 2015 and on-going\r\nRecipient:  \t\tChild Care Providers and neighborhood families\r\n","50% of low income children in the IEPZ will attend at least one year in high quality, accredited early childhood programs through 2025;\r\n\r\n100% of early childhood providers will be rated at least Level 1 by 2025;\r\n\r\n80% of children attending Paths to Quality Level 3 and 4 rated providers will be Kindergarten ready as measured by ISTAR-KR or similar evaluation by 2025; and,\r\n\r\n80% of children entering schools, who participated in Parents as Teachers programming, will be assessed kindergarten ready as measured by ISTAR-KR or similar evaluation after three years of participation in the program.   \r\n","Indiana University Public Policy Institute will coordinate, track, evaluate, and report on the following:\r\n\r\nTrack neighborhood early childhood capacity and Paths to Quality ratings of providers;  \r\n\r\nTrack cost of high quality care for early childhood programs within the IEPZ; compare to that of high quality care programs within the City of Indianapolis;\r\n\r\nTrack number of providers in Path to Quality Program and their annual progress;\r\n\r\nTrack and collect pre- and post-testing of Pre-K students to determine kindergarten readiness; and,\r\n\r\nTrack Pre-K readiness of the children participants in the Parents as Teachers Program.\r\n","Implementation of Parents as Teachers programming for 100 families within the IEPZ by 2019;\r\n\r\n60% of center-based providers in the IEPZ will achieve Paths to Quality Level 3 or 4 by 2017;\r\n\r\n80% of center-based providers in the IEPZ will achieve Paths to Quality Level 3 or 4 by 2021 and no programs will be below Level 1;\r\n\r\nEnsure that all Paths to Quality rated providers are measuring Kindergarten Readiness as measured by ISTAR-KR or similar scale by 2017; and,\r\n\r\nCreate and implement a survey of early childhood resources in the neighborhood  including both licensed and unlicensed daycares, nurseries, and multi-family child care services by 2017.\r\n","Expected Outcomes:\n50% of low income children in the IEPZ will attend at least one year in high quality, accredited early childhood programs through 2025;\r\n\r\n100% of early childhood providers will be rated at least Level 1 by 2025;\r\n\r\n80% of children attending Paths to Quality Level 3 and 4 rated providers will be Kindergarten ready as measured by ISTAR-KR or similar evaluation by 2025; and,\r\n\r\n80% of children entering schools, who participated in Parents as Teachers programming, will be assessed kindergarten ready as measured by ISTAR-KR or similar evaluation after three years of participation in the program.   \r\n\nTimeline:\nImplementation of Parents as Teachers programming for 100 families within the IEPZ by 2019;\r\n\r\n60% of center-based providers in the IEPZ will achieve Paths to Quality Level 3 or 4 by 2017;\r\n\r\n80% of center-based providers in the IEPZ will achieve Paths to Quality Level 3 or 4 by 2021 and no programs will be below Level 1;\r\n\r\nEnsure that all Paths to Quality rated providers are measuring Kindergarten Readiness as measured by ISTAR-KR or similar scale by 2017; and,\r\n\r\nCreate and implement a survey of early childhood resources in the neighborhood  including both licensed and unlicensed daycares, nurseries, and multi-family child care services by 2017.\r\n","Currently, the Federal Childcare Vouchers gross income limit is 171% of FPG. Because the Federal Childcare Vouchers benefit “cliff” is the single greatest barrier to self sufficiency for families, raising the gross income limit to 250% of FPG would encourage employment and support economic mobility and self-sufficiency.\r\n"]
[5,"b","John H. Boner Community Center","IndyEast Promise Zone","Indianapolis","Indiana","Great Lakes","Improve educational opportunities",null,"Learn IndyEast: We promise all children will receive exceptional education from birth to adulthood including developmentally appropriate early childhood services, high quality and innovative schools and access to postsecondary education and training.","Improve academic achievement of school age children through supplemental programs including out of school time providers, in-school interventions and community services that ensure children come to school healthy and ready to learn.","Expand access to high-quality, evidence-based, accredited out-of-school time programs that provide academic remediation, STEM enrichment activities as well as address the basic daily needs of low income students including rental and utility assistance, hunger relief, and medical care. [On-going]\r\n\r\nClosely monitor all students’ academic progress throughout their K-12 academic career including OST programs. [On-going]\r\n\r\nProvide educational and training opportunities for parents to enhance understanding of family dynamics on education and enable parents to become advocates for their children. [On-going]\r\n\r\nDevelop a mentoring program for students after school, or during out-of-school days, to provide low-income children with strong role models alongside parents. [On-going]\r\n\r\nEnhance the parent role in schools with assigned parent educators in each school. [New]\r\n\r\nFamily interventions/resource referral to decrease student transfers due to social/economic circumstances.  [On-going]","Improve academic achievement of school age children through supplemental programs including out of school time providers, in-school interventions and community services that ensure children come to school healthy and ready to learn.\nActivities: \nExpand access to high-quality, evidence-based, accredited out-of-school time programs that provide academic remediation, STEM enrichment activities as well as address the basic daily needs of low income students including rental and utility assistance, hunger relief, and medical care. [On-going]\r\n\r\nClosely monitor all students’ academic progress throughout their K-12 academic career including OST programs. [On-going]\r\n\r\nProvide educational and training opportunities for parents to enhance understanding of family dynamics on education and enable parents to become advocates for their children. [On-going]\r\n\r\nDevelop a mentoring program for students after school, or during out-of-school days, to provide low-income children with strong role models alongside parents. [On-going]\r\n\r\nEnhance the parent role in schools with assigned parent educators in each school. [New]\r\n\r\nFamily interventions/resource referral to decrease student transfers due to social/economic circumstances.  [On-going]","According to an Annie Casey Foundation report (2010), which followed 4th graders who had taken the National Assessment of Educational Progress in 2009,  85% of children from low-income families who attended high poverty schools failed to reach reading proficiency.  The study further found that 4th graders who are not proficient today “are all too likely to become the nation’s lowest income, least skilled least-productive, and most costly citizens tomorrow.”  The need for engaged parents has been demonstrated to be vital in childhood development. A  Southwest Educational Development Laboratory report (2002) found regardless of family income or background, students with involved parents were more likely to earn higher grades and test scores, and enroll in higher-level programs; be promoted, pass their classes, and earn credits, attend school regularly;; have better social skills, show improved behavior, and adapt well to school; and lastly, graduate and go on to postsecondary education.","IPS serves as the Learn committee co-chair. IPS has five elementary schools, one middle school, and one high school with total enrollment of 5,192 students within the IEPZ. \r\n\r\nUWCI serves as the Learn committee co-chair, provide support for capital improvements, training, support for Paths to Quality rating for OST programs and the ReadUp Program.\r\n\r\nWNS serves as the Learn committee co-chair, provides OST programs and administration of Strengthening Families Program (SFP).\r\n\r\nJHBCC operates OST programs at five schools, the Chase Near Eastside Legacy Center, and has school-community coordinators at three schools.\r\n\r\nDaystar, East Tenth Street UMC Child & Youth Center, Shepherd Community Center all provide OST programs for school-age children. \r\n\r\nHorizon Christian School at Shepherd Academy is a K-5 elementary school.\r\n\r\nHoly Cross Central School is a K-8 school and OST provider.\r\n\r\nThe Oaks Academy is a K-5 elementary school and consolidated middle school.","John H. Boner Community Center SubGoal 5b","Total committed financial support for this sub-goal is $4,319,768 and breaks down as follows:\r\n\r\nSource of Funds: \tUnited Way of Central Indiana\r\nActivity:    \t\tSchool Community Coordinators at IPS schools 14 and 54\r\nAmount:   \t\t$244,700\r\nStart and End Date: 2012-2015+\r\nRecipient:  \t\tJohn H. Boner Community Center\r\n\r\nSource of Funds:  \tUnited Way of Central Indiana\r\nActivity:    \t\tPlay 60 and Fit Kids Summer Camp\r\nAmount:   \t\t$49,266\r\nStart and End Date:  2012-2013\r\nRecipient:  \t\tJohn H. Boner Community Center\r\n\r\nSource of Funds:  \tIndianapolis Public School and United Way of Central Indiana\r\nActivity:    \t\tSchool Community Coordinator at IPS school 74\r\nAmount:   \t\t$48,326\r\nStart and End Date:  2012-2015+\r\nRecipient:  \t\tJohn H. Boner Community Center\r\n\r\nSource of Funds:  \tNational Football League Foundation\r\nActivity:    \t\tAfterschool Programming at the Chase Near Eastside Legacy Center \r\nAmount:   \t\t$15,000\r\nStart and End Date:  2013-2015+\r\nRecipient:  \t\tJohn H. Boner Community Center\r\n\r\nSource of Funds:  \tIndiana Department of Education \r\nActivity:    \t\t21st Century Community Learning Centers Program supporting afterschool programming (IPS 14,15,54 and Chase Near Eastside Legacy Center) \r\nAmount:    \t\t$300,000\r\nStart and  End Date:  2014-2018+\r\nRecipient:  \t\tJohn H. Boner Community Center\r\n\r\nSource of Funds:  \tIndiana Department of Education \r\nActivity:    \t\t21st Century Community Learning Centers Program supporting afterschool programming (Arsenal Technical High School and Chase Near Eastside Legacy Center) \r\nAmount:   \t\t$111,000\r\nStart and End Date:  2014-2018+\r\nRecipient:  \t\tJohn H. Boner Community Center\r\n\r\nSource of Funds:  \tDrug Free Marion County\r\nActivity:    \t\tAfterschool Programming (IPS 14,15,54, Arsenal Technical High School and Chase Near Eastside Legacy Center)\r\nAmount:   \t\t$18,750\r\nStart and End Date:  2014-2015\r\nRecipient:  \t\tJohn H. Boner Community Center\r\n\r\nSource of Funds:  \tCommunity Development Block Grant\r\nActivity:    \t\tSummer Youth Program Fund for Youth Summer Camp\r\nAmount:   \t\t$6,690\r\nStart and End Date:  2014-2015+\r\nRecipient: \t\tJohn H. Boner Community Center\r\n\r\nSource of Funds:  \tLilly Endowment\r\nActivity:    \t\tSummer Youth Program Fund for Youth Summer Camp\r\nAmount:   \t\t$13,500\r\nStart and End Date:  2014-2015+\r\nRecipient:  \t\tJohn H. Boner Community Center\r\n\r\nSource of Funds:  \tOpus Foundation\r\nActivity:    \t\tYoung Dreamer's Entrepreneur Program \r\nAmount:   \t\t$27,800\r\nStart and End Date:  2013-2015+\r\nRecipient:  \t\tJohn H. Boner Community Center\r\n\r\nSource of Funds:  \tJP Morgan Chase Foundation\r\nActivity:    \t\tAfterschool STEM programming for at-risk youth. \r\nAmount:   \t\t$25,000\r\nStart and End Date:  2014-2015+\r\nRecipient:  \t\tJohn H. Boner Community Center\r\n\r\nSource of Funds:  \tCommunity Development Block Grant \r\nActivity:    \t\tAfterschool Programming (IPS 14,15,54, Arsenal Technical High School, and Chase Near Eastside Legacy Center) \r\nAmount:   \t\t$15,000\r\nStart and End Date:  2015-2015\r\nRecipient:  \t\tJohn H. Boner Community Center\r\n\r\nSource of Funds:  \tRuth Lilly Philanthropic Foundation \r\nActivity:    \t\tAfterschool Programming (IPS 14,15,54, Arsenal Technical High School, and Chase Near Eastside Legacy Center)  \r\nAmount:   \t\t$35,111\r\nStart and End Date:  2014-2014\r\nRecipient: \t\tJohn H. Boner Community Center\r\n\r\nSource of Funds:  \tIndiana Pacers Foundation \r\nActivity\t:   \t\tAfterschool Programming (IPS 14,15,54, Arsenal Technical High School, and Chase Near Eastside Legacy Center) \r\nAmount:   \t\t$18,750\r\nStart and End Date:  2014-2014\r\nRecipient:  \t\tJohn H. Boner Community Center\r\n\r\nSource of Funds:  \tNicholas H. Noyes Jr., Memorial Foundation \r\nActivity:    \t\tAfter School Programming (IPS 14,15,54, Arsenal Technical High School, and Chase Near Eastside Legacy Center) \r\nAmount:   \t\t$10,000\r\nStart and End Date:  2014-2014\r\nRecipient:  \t\tJohn H. Boner Community Center\r\n\r\nSource of Funds:  \tCummins Foundation\r\nActivity:    \t\tCreate a program which will increase education within the IEPZ. \r\nAmount:   \t\t$10,700\r\nStart and End Date:  2014-2015+\r\nRecipient:  \t\tJohn H. Boner Community Center\r\n\r\nSource of Funds:  \tCorporation for National and Community Services \r\nActivity:    \t\tCreate a program which will increase education within the IEPZ using the AmeriCorps Planning Grant. \r\nAmount:   \t\t$25,002\r\nStart and End Date:  2014-2015+\r\nRecipient:  \t\tJohn H. Boner Community Center\r\n\r\nSource of Funds:  \tLilly Endowment\r\nActivity:    \t\tOutdoor classroom at the Chase Near Eastside Legacy Center to educate youth about healthy living food preparation.\r\nAmount:   \t\t$25,000\r\nStart and End Date:  2014-2015\r\nRecipient:  \t\tJohn H. Boner Community Center\r\n\r\nSource of Funds:  \tUnited Way of Central Indiana \r\nActivity:    \t\tCommunity fund allocation supporting Out of School Time activities\r\nAmount:   \t\t$422,862\r\nStart and End Date:  2012-2015\r\nRecipient:  \t\tJohn H. Boner Community Center\r\n\r\nSource of Funds:  \tUnited Way of Central Indiana\r\nActivity:    \t\tCapital Grant for child care improvements for Paths to Quality for school-aged children. \r\nAmount:    \t\t$37,125\r\nStart and End Date:  2014-2015\r\nRecipient:  \t\tWestminster Neighborhood Services\r\n\r\nSource of Funds:  \tCorporation for National and Community Services \r\nActivity:    \t\tAmeriCorps Program on education for 15 full time equivalent members \r\nAmount:   \t\t$302,980\r\nStart and End Date:  2015-2016\r\nRecipient:  \t\tJohn H. Boner Community Center\r\n\r\nSource of Funds:  \tLilly Endowment\r\nActivity:    \t\tSummer Youth Program Fund for children K-8 \r\nAmount:   \t\t$18,000\r\nStart and End Date:  2012-2014\r\nRecipient:  \t\tWestminster Neighborhood Services\r\n\r\nSource of Funds:  \tCentral Indiana Community Foundation\r\nActivity:    \t\tSummer Youth Program Fund for children K-8 \r\nAmount:   \t\t$4,000\r\nStart and End Date:  2013-2014\r\nRecipient:  \t\tWestminster Neighborhood Services\r\n\r\nSource of Funds:  \tPrivate Sector\r\nActivity:    \t\tAcademic enrichment programming for out of school time  \r\nAmount:   \t\t$13,369\r\nStart and End Date:  2013-2015\r\nRecipient:  \t\tWestminster Neighborhood Services\r\n\r\nSource of Funds:  \tCentral Indiana Community Foundation\r\nActivity:    \t\tAcademic programs that support students K-8 during out of school time \r\nAmount:   \t\t$29,997\r\nStart and End Date:  2012-2015\r\nRecipient:  \t\tWestminster Neighborhood Services\r\n\r\nSource of Funds:  \tCity of Indianapolis - Department of Public Works\r\nActivity:    \t\tSchool Zone Warning Flashing Beacons for IEPZ schools\r\nAmount:   \t\t$2,161,840\r\nStart and End Date:  2014-2014\r\nRecipient:  \t\tIEPZ schools\r\n\r\nSource of Funds:  \tIndiana Department of Education\r\nActivity:    \t\tAlternative Education Grant \r\nAmount:   \t\t$67,000\r\nStart and End Date:  2014-2015\r\nRecipient:  \t\tIndianapolis Public Schools\r\n\r\nSource of Funds:  \tIndianapolis Public Schools General Fund\r\nActivity:    \t\tRacial equity training at Indianapolis Public Schools and John Morton Education Center\r\nAmount:   \t\t$250,000\r\nStart and End Date:\t2014-2015\r\nRecipient:  \t\tIndianapolis Public Schools\r\n\r\nSource of Funds:  \tIndiana Criminal Justice Institute \r\nActivity:  \t        \tSafe Haven Grant \r\nAmount:   \t\t$12,000\r\nStart and End Date:\t2014-2015\r\nRecipient:  \t\tIndianapolis Public Schools\r\n\r\nSource of Funds:  \tDrug Free Marion County\r\nActivity:    \t\tDrug Free Communities Grant for Drug Prevention and Education\r\nAmount:    \t\t$1,000\r\nStart and End Date:\t2014-2014\r\nRecipient: \t\tIndianapolis Public Schools\r\n","Needed financial support over the 10 year designation for this sub-goal is $38,250,000 and breaks down as follows:\r\n\r\nType:         \t\tPublic and Charitable Grants\r\nPossible Sources:  \tDepartment of Education, Project Prevent Grant Program, Drug Free Marion County\r\nAmount:   \t\t$3,800,000 ($380,000 annually)\r\nActivity:    \t\tStrengthening families implementation and on-going administration of program for 100 families.\r\nDate:  \t\t\t2015-2025\r\nRecipient: \t\tNear Eastside Partners Organizations\r\n\r\nType:    \t\t\tPublic and Charitable Grants\r\nPossible Sources: \tIndianapolis Public Schools General Fund, private sector\r\nAmount:   \t\t$1,500,000 ($150,000 annually)\r\nActivity:    \t\tRacial Equity Training\r\nDate: \t\t\t2015 - 2025\r\nRecipient:  \t\tIndianapolis Public Schools\r\n\r\nType:  \t\t\tPublic and Charitable Grants\r\nPossible Sources:  \tIndiana Criminal Justice Institute, Alternative Education Grant\r\nAmount:   \t\t$250,000 ($25,000 annually)\r\nActivity:    \t\tAfterschool Safe Haven Club for enrichment activities \r\nDate:\t\t\t2015 and on-going\r\nRecipient:  \t\tIndianapolis Public Schools\r\n\r\nType:  \t\t\tPublic and Charitable Grants\r\nPossible Sources:  \tIndiana Department of Education - 21st Century Community Learning Centers, Full Service Community School Grant, Lilly Endowment, Central Indiana Community Foundation, Nina Mason Pulliam Charitable Trust\r\nAmount:   \t\t$17,000,000 ($1.7M annually)\r\nActivity:    \t\tOut of School Time Programs and wrap around services for IEPZ families\r\nDate: \t\t\t2015 - 2025\r\nRecipient:  \t\tIndianapolis Public Schools and Neighborhood Partner Organizations\r\n\r\nType:  \t\t\tPublic and Charitable Grants\r\nPossible Sources:    School Climate Transformation Grant\r\nAmount:   \t\t$1,200,000\r\nActivity:    \t\tProfessional development and training for teachers and school staff\r\nDate:\t\t\t2015-2025\r\nRecipient: \t\tIndianapolis Public Schools\r\n\r\nType: \t\t\tPublic and Charitable Grants\r\nPossible Sources:\tDepartment of Education Safe Schools/Healthy Students Grant\r\nAmount:    \t\t$8,000,000 ($800,000 annually)\r\nActivity:    \t\tCommunity initiative which will provide education in areas of school safety, character,  and health including food, nutrition, and exercise.\r\nDate:\t\t        2015-2025\r\nRecipient:\t        \tIndianapolis Public Schools\r\n\r\nType: \t\t\tPublic and Charitable Grants\r\nPossible Sources:\tProject Prevent Grant \r\nAmount:\t        \t$6,500,000 ($650,000 annually)\r\nDate:\t\t\t2015-2025\r\nRecipient: \t\tIndianapolis Public Schools\r\n","Source and Type:  \tCode of Conduct Taskforce\r\nActivity:    \t\t\r\n20 Indianapolis Public School administrators, teachers, and staff will meet frequently to address and reduce rates of suspension and expulsion. Code of Conduct Revision Taskforce will conduct surveys at the student, staff, and parent level.  \r\nDate:  \t\t\tBeginning April 2015\r\nRecipient:  \t\tIndianapolis Public School students\r\n\r\nSource and Type: \tUnited Way of Central Indiana\t\t\t\t\r\nActivity:    \t\tReadUp Programs including individual mentoring, ReadUp Corps, and ReadUP Readers.\r\nDate:  \t\t\t2014 and on-going\r\nRecipient:  \t\tIEPZ elementary schools\r\n\r\nSource and Type:  \tUnited Way of Central Indiana\r\nActivity:    \t\tBridges to Success works in schools to ensure wrap-around services for families.\r\nDate:  \t\t\ton-going\r\nRecipient: \t\tIndianapolis Public Schools and John H. Boner Community Center\r\n\r\nSource and Type:  \tDaystar \r\nActivity:    \t\t\r\nOut of School Time Program in the IEPZ will provide 40 slots for school-aged children and participates in the Federal Child Care Voucher Program.\r\nDate: \t\t\tOn-going\r\nRecipient: \t\tIEPZ Families\r\n\r\nSource and Type:  \tWestminster Neighborhood Services\r\nActivity:    \t\t\r\nOut of School Time Programs for up to 50 children in grades K-12, participates in Federal Child Care Voucher Program, and provides a sliding scale fee.\r\nDate: \t\t\tOn-going\r\nRecipient: \t\tIEPZ Families\r\n\r\nSource and Type:  \tWestminster Neighborhood Services\r\nActivity:    \t\t\r\nImplementation and administration of Strengthening Families Program for families with children in grades Pre-K through 12 in partnership with IPS.\r\nDate:  \t\t\tSeptember 2016 and on-going\r\nRecipient: \t\tIEPZ Families\r\n\r\nSource and Type:  \tJohn H. Boner Community Center\r\nActivity:    \t\t\r\nOut of School Time Programs provide 370 slots for children in grades K-12 and will provide half and full scholarships for low-income children.\r\nDate: \t\t\ton-going\r\nRecipient:  \t\tIEPZ Families\r\n\r\nSource and Type:  \tEast Tenth United Methodist Children & Youth Center\r\nActivity:    \t\t\r\nOut of School Time Programs for 105 children in grades K-18, participates in Federal Child Care Voucher Program, and provides a sliding fee scale.\r\nDate: \t\t\tOn-going\r\nRecipient: \t\tIEPZ Families\r\n\r\nSource and Type:  \tShepherd Community Center \r\nActivity:    \t\t\r\nOut of School Time Programs providing slots for 182 children in grades K-12, provides scholarships for low-income children.\r\nDate: \t\t\ton-going\r\nRecipient:  \t\tIEPZ Families\r\n\r\nSource and Type:  \tHorizon Christian Academy at Shepherd Academy\r\nActivity:    \t\tK-5 elementary school providing education for 100 children.\r\nDate:  \t\t\tOn-going\r\nRecipient:  \t\tIEPZ Families\r\n\r\nSource and Type:  \tHoly Cross Central School \r\nActivity:    \t\t\r\nPrivate school providing education to 213 children in grades K-8, 96% of students attend through the provision of Indiana State Vouchers for Tuition.\r\nDate: \t\t\tOn-going\r\nRecipient:  \t\tIEPZ Families\r\n\r\nSource and Type:  \tHoly Cross Central School\r\nActivity:    \t\tOut of School Time programs to provide 60 slots for youth grades K-8.\r\nDate: \t\t\tOn-going\r\nRecipient: \t\tIEPZ Families\r\n\r\nSource and Type:  \tThe Oaks Academy \r\nActivity:    \t\t\r\nPre-K to grade 8 Independent Schools Association of the Central States accredited public charter school providing 154 slots for children in grades K-5, The Oaks Academy has plans to open a consolidated Middle School by 2016.\r\nDate: \t\t\tOn-going\r\nRecipient:  \t\tIEPZ\r\n","Type:  \t\t\tCommunity volunteers \r\nActivity:                    Implement mentoring programs for IEPZ children including expansion of the ReadUp Program to include ReadUp Corps and ReadUp Readers. \r\nDate:  \t\t\t2015 and on-going\r\nRecipient:  \t\tIEPZ Schools and Out of School Time providers\r\n","15% increase in the pass rate on student achievement scores (ISTEP) for 4th graders and 8th graders by 2020;\r\n\r\n30% increase in the pass rate on student achievement scores (ISTEP) for 4th and 8th graders by 2025;\r\n\r\n10% increase in reading literacy of 3rd graders as measured by IREAD by 2020;\r\n\r\n20% increase in reading literacy of 3rd graders as measured by IREAD by 2025;\r\n\r\n25% increase in participation of students in Out of School Time Activities, including STEM enrichment programs, by 2020;\r\n\r\n40% increase in participation of students in Out of School Time Activities, including STEM enrichment programs by 2025:\r\n\r\n20% increase in parental participation in IEPZ schools by 2025;\r\n\r\n25% decrease in annual student mobility in IEPZ schools 2025; and,\r\n\r\n20% decrease in student suspension and expulsion rates by 2020.\r\n","Indiana University Public Policy Institute will coordinate, track, evaluate and report on the following:\r\n\r\nTrack ISTEP and IREAD scores for each of the IEPZ schools as provided by Indiana Department of Education;\r\n\r\nTrack student mobility rates, suspension, and expulsions through IEPZ school data;\r\n\r\nTrack Out of School Time participation rates annually through provider surveys, UWCI data collection, and community level indicators; and,\r\n\r\nTrack paternal participations through IEPZ schools data and information from parent liaisons and school community coordinators. \r\n","Implementation of ReadUP Programs including ReadUP Corps and ReadUP Readers in all IEPZ schools by 2019;\r\n\r\nImplementation of the Housing Stability Program in IEPZ elementary schools by 2017;\r\n\r\nImplementation of Strengthening Families Program curriculum in the IEPZ schools by 2017;\r\n\r\nImplementation of Strengthening Families Programs in IEPZ public schools;\r\n\r\nAchieve a Paths to Quality rating Level 3 or 4 for students K-6 by 2019 for all participating providers;\r\n\r\nDevelop comprehensive mentoring program by 2018;\r\n\r\nEmploy positive-based and racially equitable discipline practices by 2016 and offer annual trainings for teachers and school staff; and,\r\n\r\nDevelop tiered levels of academic and social supports for students by 2017.\r\n","Expected Outcomes:\n15% increase in the pass rate on student achievement scores (ISTEP) for 4th graders and 8th graders by 2020;\r\n\r\n30% increase in the pass rate on student achievement scores (ISTEP) for 4th and 8th graders by 2025;\r\n\r\n10% increase in reading literacy of 3rd graders as measured by IREAD by 2020;\r\n\r\n20% increase in reading literacy of 3rd graders as measured by IREAD by 2025;\r\n\r\n25% increase in participation of students in Out of School Time Activities, including STEM enrichment programs, by 2020;\r\n\r\n40% increase in participation of students in Out of School Time Activities, including STEM enrichment programs by 2025:\r\n\r\n20% increase in parental participation in IEPZ schools by 2025;\r\n\r\n25% decrease in annual student mobility in IEPZ schools 2025; and,\r\n\r\n20% decrease in student suspension and expulsion rates by 2020.\r\n\nTimeline:\nImplementation of ReadUP Programs including ReadUP Corps and ReadUP Readers in all IEPZ schools by 2019;\r\n\r\nImplementation of the Housing Stability Program in IEPZ elementary schools by 2017;\r\n\r\nImplementation of Strengthening Families Program curriculum in the IEPZ schools by 2017;\r\n\r\nImplementation of Strengthening Families Programs in IEPZ public schools;\r\n\r\nAchieve a Paths to Quality rating Level 3 or 4 for students K-6 by 2019 for all participating providers;\r\n\r\nDevelop comprehensive mentoring program by 2018;\r\n\r\nEmploy positive-based and racially equitable discipline practices by 2016 and offer annual trainings for teachers and school staff; and,\r\n\r\nDevelop tiered levels of academic and social supports for students by 2017.\r\n","N/A"]
[5,"c","John H. Boner Community Center","IndyEast Promise Zone","Indianapolis","Indiana","Great Lakes","Improve educational opportunities",null,"Learn IndyEast: We promise all children will receive exceptional education from birth to adulthood including developmentally appropriate early childhood services, high quality and innovative schools and access to postsecondary education and training.","Implement a comprehensive strategy that  increases student retention and graduation rates as well as development of a post-secondary plan.","Enroll eligible middle school students in the 21st Century Scholar Program and provide the support needed to ensure students graduate as a 21st Century Scholar; [on-going]\r\n\r\nProvide College Readiness programs for students and their families including financial counseling, campus visits, and interest inventories to ensure success for young adults who choose to attend college; [On-going]\r\n\r\nReduce missed days of school due to suspension and expulsion; [On-going]\r\n\r\nClosely monitor students’ academic progress throughout their K-12 academic career including, Out of School Time Programs; [On-going] \r\n\r\nExpand enrollment in high quality certificate or career-based training, college, or other post-secondary education programs for \r\n\r\nIEPZ high school students; and, [On-going]\r\n\r\nExpand vocational training and apprenticeship opportunities for IEPZ high school students. [On-going]\r\n","Implement a comprehensive strategy that  increases student retention and graduation rates as well as development of a post-secondary plan.\nActivities: \nEnroll eligible middle school students in the 21st Century Scholar Program and provide the support needed to ensure students graduate as a 21st Century Scholar; [on-going]\r\n\r\nProvide College Readiness programs for students and their families including financial counseling, campus visits, and interest inventories to ensure success for young adults who choose to attend college; [On-going]\r\n\r\nReduce missed days of school due to suspension and expulsion; [On-going]\r\n\r\nClosely monitor students’ academic progress throughout their K-12 academic career including, Out of School Time Programs; [On-going] \r\n\r\nExpand enrollment in high quality certificate or career-based training, college, or other post-secondary education programs for \r\n\r\nIEPZ high school students; and, [On-going]\r\n\r\nExpand vocational training and apprenticeship opportunities for IEPZ high school students. [On-going]\r\n","A Georgetown University Center on Education report (2010) found a college education can lead individuals to better and more sustainable economic opportunities.  Low-income students often lack the guidance and support they need to prepare for college, apply to the best-fit schools, apply for financial aid, enroll and persist in their studies, and ultimately graduate. As a result, large gaps remain in educational achievement between students from low-income families and their high-income peers. The share of jobs that require postsecondary education has doubled over the last 40 years, as jobs require more skills. In 1970, roughly three-fourths of the middle class had a high school diploma or less; by 2007, this share had declined to just 39 percent.","Indianapolis Public School will co-chair the Learn IndyEast committee.  Arsenal Technical High School houses the Career and Technology Magnet and Success School.\r\n\r\nWestminster Neighborhood Services will co-chair Learn IndyEast committee and provides Out of School Time Programs as well as a Junior Assistant Program for high school students.\r\n\r\nEast Tenth United Methodist Child & Youth Center is an Out of School Time provider and offers Leaders in Training for middle school students, as well as, Junior Counselors Program for high school students.\r\n\r\nJohn H. Boner Community Center provides Out of School Time programming which includes job training and college readiness for high school students.\r\n\r\nThe Crossing is an alternative high school which currently has the capacity for 27 expelled or drop-out students ages 14-20 to re-enroll in the public school system and receive a diploma.\r\n","John H. Boner Community Center SubGoal 5c","Total committed financial support for this sub-goal is $13,000,000 and breaks down as follows:\r\n\r\nSource of Funds:  \tCarl D. Perkins Vocational and Technical Education Act Grant\r\nActivity:    \t\tCareer Training Grant\r\nAmount:    \t\t$9,000,000 ($900,000/annually)\r\nStart and End Date:\t2015 - 2025\r\nRecipient:  \t\tIndianapolis Public Schools/Arsenal Technical High School Career and Technology Magnet\r\n\r\nSource of Funds:  \tIndiana Department of Education\r\nActivity:    \t\tAlternative Education Grant\r\nAmount:   \t\t$4,000,000 ($400,000/annually)\r\nStart and End Date:\t2015-2025\r\nRecipient:  \t\tIndianapolis Public Schools-Extended Day Program and Success School ","Needed financial support throughout the 10 year period designation for this sub-goal is $10,810,000 and breaks down as follows:\r\n\r\nType:  \t\t\tPublic and Charitable Grants\r\nPossible Sources: \tClowes Fund, faith-based organizations, Social Innovation Fund, private sector\r\nActivity:    \t\tJob training, skill building programs in partnership with local businesses to provide hands-on experience through shadow days, internships, and apprenticeships\r\nAmount:   \t\t$290,000 ($29,000 annually)\r\nDate:  \t\t\t2015-2025\r\nRecipient:  \t\tWestminster Neighborhood Services, John H. Boner Community Center\r\n\r\nType:  \t\t\tCharitable Grants\r\nPossible Sources:  \tLilly Endowment, private sector, Marion County Council on Youth\r\nActivity:    \t\tEmployment opportunities for IEPZ high school students to work in Child Care Providers or Out of School Time Programs\r\nAmount:   \t\t$520,000 ($52,000 annually)\r\nDate:  \t\t\t2015-2025\r\nRecipient:\t        \tWestminster Neighborhood Services, John H. Boner Community Center, and East Tenth United Methodist Children & Youth Center\r\n\r\nType: \t\t\tPublic and Charitable Grants\r\nPossible Sources:\tSubstance Abuse and Mental Services Administration Strategic Prevention Framework for Success\r\nActivity:    \t\tFocused education for IEPZ high school students regarding underage drinking and prescription drug abuse.\r\nAmount:   \t\t$10,000,000 ($1,000,000 annually)\r\nDate:        \t\t2015-2025\r\nRecipient:\t        \tIndianapolis Public Schools\r\n","Source and Type:  \tIndianapolis Public Schools, Arsenal Technical High School Career, and Technology Center (CTC)\r\nActivity:     \t\t\r\nThe Career Technology Center (CTC) currently has more than 600 students.  A smaller number of lower classmen take exploratory classes at CTC to find their interests, however upper classmen are on track to earn dual credits in one of several pathways. These areas include: culinary, advanced robotics, architectural design, automotive, certified nursing assistant (CNA), cosmetology, fire and rescue, and graphic design. A dental program has been added to meet emerging local market needs. An internship is frequently included during a student’s senior year. It is common for CNA programs to send it’s seniors to mentored clinicals four days a week. Strong partners for CTC that provide internships and mentoring including Amtrak, Conference of minority transportation Officials, The Indianapolis Fire Department.  A 2012 national study through Harvard University stated, “by the year 2018, 59% of the jobs in the United states will require technical training as opposed to 37% that will require a four year college degree. Only 10% of future jobs will be available with no training at all.”  CTC is prepared to meet that need.\r\nDate: \t\t\tOn-going\r\nRecipients: \t\tIEPZ high school students\r\n\r\nSource and Type:  \tIndianapolis Public Schools - Arsenal Technical High School Extended Day Program and Success School\r\nActivity:  \t\t\r\nArsenal Technical High School has options for approximately 300 students, such as the Extended Day Program to help students get back on track to graduate by replacing credits and passing essential end-of-course exams. The Extended Day Program, along with Success School for Social Challenges, are paid for through the Indiana Department of Education Alternative Education Grant.\r\nDate: \t\t\tOn-going\r\nRecipients: \t\tIEPZ high school students\r\n\r\nSource and Type:  \tWestminster Neighborhood Services Junior Assistant Program\r\nActivities:  \t\t\r\nProvides opportunities to high school students who have participated in the Westminster Neighborhood Services’ Out of School Time Programs.  Through this program, up to five students per year receive work experience and a stipend as Junior Program Assistants. These students receive aid to various items such as college visits, help reviewing college, scholarship and grant applications, and guidance as they choose a university to enroll.  Students who choose on-going support will be provided program assistant positions in child care providers or Out of School Time Programs, as well as, support to ensure graduation.\r\nDate: \t\t\t2012 and on-going\r\nRecipient:  \t\tIEPZ high school students\r\n\r\nSource and Type: \tJohn H. Boner Community Center\r\nActivity: \t\t\r\nProvides access to guest speakers, college visits, SAT and ACT prep, FAFSA and scholarship workshops, and career exploration tools to expand on weekly topics. In the summer, 15 IEPZ high school students will participate in a youth employment program where they are able to gain hands-on employment skills, as well as, continue to receive college/career readiness education.\r\nDate:\t\t\t2013 and on-going\r\nRecipient: \t\tIEPZ high school students and their families\r\n\r\nSource and Type:  \tThe Crossing Education Center\r\nActivity:  \t\t\r\nAn Indiana Department of Education high school that partners with public school systems to identify students who have dropped out, or have been expelled, but are still eligible for re-enrollment (ages 14-20).  The Crossing Education Center uses APEX curriculum to guarantee adherence to academic standards and works with students on an individualized basis to ensure graduation. The Crossing Education Center partners with local businesses to apply applicable work experience for students to acquire high school credit toward graduation. Students have the option of graduating with a diploma either from The Crossing Education Center or a partner school system.  \r\nDate:  \t\t\t2013 and on-going\r\nRecipient: \t\tIEPZ high school students ages 14-20\r\n\r\nSource and Type:  \tEast Tenth United Methodist Children & Youth Center Junior Counselor Program\r\nActivity:  \t\t\r\nProvides placement for five high school students to serve in the Out of School Time Program. Junior Counselors receive job experience and exposure to “real world” job expectations.\r\nDate:  \t\t\tOn-going\r\nRecipient: \t\tIEPZ high school students\r\n","Source and Type:  \tMentors for high school students\r\nActivity:  \t\t\r\nLong-term commitment to mentor high school students as they complete their schooling, explore college and career options, and apply for programs, scholarships, grants, etc.  \r\nDate: \t\t\t2015 and on-going\r\nRecipient: \t\tIEPZ high school students\r\n\r\nSource and Type:  \tApprenticeship and Internship opportunities\r\nActivities:  \t\t\r\nLocal trade organizations and businesses are needed to partner with community organizations to ensure apprentice and internship programs for IEPZ high school students.\r\nDate: \t\t\t2015 and on-going\r\nRecipient: \t\tIEPZ high school students\r\n","15% increase in high school graduation rates for youth living in the IEPZ by 2025;\r\n\r\n50% increase participation in the 21st Century Scholars Program for children in the IEPZ by 2025;\r\n\r\n15% increase in the number of high school students from the IEPZ who enter postsecondary vocational, technical, or certification programs following graduation by 2025;\r\n\r\n15% increase in the number of students from the IEPZ who enroll in a college or university programs by 2025; and\r\n\r\n60% increase in the number of dual credit (high school and college) classes offered at Arsenal Technical High school by 2025.\r\n","Indiana University Public Policy Institute will coordinate, track, evaluate, and report on the following:\r\n\r\nTrack graduation rates for each high school within the IEPZ;\r\n\r\nTrack number of students who receive high school equivalency;\r\n\r\nTrack number of students entering the  21st Century Scholars Program;\r\n\r\nTrack graduation rates of students who participated in the 21st Century Scholars Program;\r\n\r\nTrack number of students entering postsecondary vocational, technical, or certificate training programs;\r\n\r\nTrack the number of students who enroll in college or university programs; and,\r\n\r\nTrack number of dual credit courses offer by Arsenal Technical High School.\r\n","Design and offer a mentoring program for high school students to help guide them to graduation by 2020;\r\n\r\nIntervene with 150 at-risk students and their families each year, to avoid excessive absenteeism, housing  stability, and other educational problems by beginning 2015;\r\n\r\nDouble the number enrolled in high quality certificate programs by 2020;\r\n\r\nExpand dual credit classing offers to additional partner universities by 2019; and,\r\n\r\nCreate a student tutoring program that can also be offered to families of students in the IEPZ by 2019.\r\n","Expected Outcomes:\n15% increase in high school graduation rates for youth living in the IEPZ by 2025;\r\n\r\n50% increase participation in the 21st Century Scholars Program for children in the IEPZ by 2025;\r\n\r\n15% increase in the number of high school students from the IEPZ who enter postsecondary vocational, technical, or certification programs following graduation by 2025;\r\n\r\n15% increase in the number of students from the IEPZ who enroll in a college or university programs by 2025; and\r\n\r\n60% increase in the number of dual credit (high school and college) classes offered at Arsenal Technical High school by 2025.\r\n\nTimeline:\nDesign and offer a mentoring program for high school students to help guide them to graduation by 2020;\r\n\r\nIntervene with 150 at-risk students and their families each year, to avoid excessive absenteeism, housing  stability, and other educational problems by beginning 2015;\r\n\r\nDouble the number enrolled in high quality certificate programs by 2020;\r\n\r\nExpand dual credit classing offers to additional partner universities by 2019; and,\r\n\r\nCreate a student tutoring program that can also be offered to families of students in the IEPZ by 2019.\r\n","Deferred Action for Childhood Arrivals (DACA), a federal policy directive announced on June 15, 2012, has created new opportunities for approximately 1.9 million undocumented youth who came to the U.S. before the age of 16, have lived in the U.S. continuously for at least five years, and have graduated from high school or obtained a GED. Qualifying immigrant youth can request a temporary two-year reprieve from deportation and apply for a work permit. DACA also provides beneficiaries a Social Security Number, temporary lawful presence, and a more tangible future in the U.S. It does not, however, provide access to federal or state-based financial aid. Even with DACA, undocumented students are still greatly in need of financial assistance for higher education.\r\n"]
[1,"a","Sacramento Housing and Redevelopment Agency, on behalf of the Housing Authority of the City of Sacramento","Sacramento Promise Zone","Sacramento","California","Far West","Create jobs",null,"Accelerate Job Creation: The Promise Zone partners will accelerate job creation by aligning job creation with the Next Economy Capital Region Prosperity Plan which identifies priority business clusters as opportunities for economic growth.","Invest in a sector approach to occupational skills training that prepares jobseekers in the Promise Zone for career pathways to middle skilled jobs that ensure self-sufficiency.  There is an 18.84% unemployment rate in the proposed Promise Zone.","•\tFocus resources on the identified priority clusters: Health Sciences and Life Sciences; Transportation, Production and Manufacturing; Installation, Maintenance, and Repair; Information and Communications Technology; Construction and Clean Energy Technology; Administrative and Support Services; Agriculture, Food and Hospitality. [Ongoing]\r\n•\tFoster cooperation and braid WIA funds with TANF/AB98 funding received by the County of Sacramento, Department of Human Assistance (DHA) to provide subsidized employment and On-the-Job Training opportunities to Promise Zone residents. [Ongoing]\r\n•\tOffer training-related subsidized employment opportunities to support classroom instruction and improve the marketability of graduates within the Promise Zone. [Ongoing]\r\n","Invest in a sector approach to occupational skills training that prepares jobseekers in the Promise Zone for career pathways to middle skilled jobs that ensure self-sufficiency.  There is an 18.84% unemployment rate in the proposed Promise Zone.\nActivities: \n•\tFocus resources on the identified priority clusters: Health Sciences and Life Sciences; Transportation, Production and Manufacturing; Installation, Maintenance, and Repair; Information and Communications Technology; Construction and Clean Energy Technology; Administrative and Support Services; Agriculture, Food and Hospitality. [Ongoing]\r\n•\tFoster cooperation and braid WIA funds with TANF/AB98 funding received by the County of Sacramento, Department of Human Assistance (DHA) to provide subsidized employment and On-the-Job Training opportunities to Promise Zone residents. [Ongoing]\r\n•\tOffer training-related subsidized employment opportunities to support classroom instruction and improve the marketability of graduates within the Promise Zone. [Ongoing]\r\n","In a recent policy brief produced by mdrc and authored by Betsy Tessler, she cites that “Although training programs abound, many low-income individuals cannot afford them, do not complete them, or do not obtain a marketable credential.  At the same time, many employers claim that they cannot easily find people with the right occupational skills to meet their needs.  Because of this skills mismatch, some types of jobs go unfilled, even in a weak economy.”  A sector approach to occupational skills ensures that the unemployed are receiving the right training and skill-building for the occupations that are in-demand.  The number of job seekers completing training programs in demand industries will double through a sector approach resulting in job placement.  Leveraging existing WIA funding along with TANF/AB98 funding from the County of Sacramento will increase the training and workforce development resources available to jobseekers within the Promise Zone.  ","Sacramento Employment and Training Agency will lead the coordination of the implementation of all activities needed to implement core Jobs action team goals over the entire Promise Zone designation period.  Sacramento Employment and Training Agency will utilize Sacramento Works, Inc., the local Workforce Investment Boards for Sacramento County as the Promise Zone convener and to develop and update the strategic plan.  SETA will coordinate the flow of information and reports of activity to Sacramento Housing and Redevelopment Agency and other stakeholder partners.  Sacramento Employment and Training Agency will coordinate the tracking and reporting of each of the goals and sub goals and will cooperate and collaborate with the local and national evaluation contractors.  Sacramento Employment and Training Agency will cooperate with the other action teams and will also serve on the Implementation Council.","Sacramento Housing and Redevelopment Agency, on behalf of the Housing Authority of the City of Sacramento SubGoal 1a","1. Source of Funds:  Workforce Investment Act/CalWORKs\r\nActivity:  Sacramento Works Job and Training Center System, America’s Job Centers of California, providing 36,000 job seekers and 800 employers annually with workforce development services, scholarships for training in demand sectors, and internships/on-the-job training opportunities.  Sacramento Employment and Training Agency (SETA) - Joint powers agency of the City and County of Sacramento has an office directly across from the Globe Avenue light rail station on Del Paso Blvd. In February 2014, SHRA, Greater Sacramento Urban League, and SETA launched First Source, a pilot program linking employers with low income housing resident job seekers. Programs specific to the Del Paso site include Refugee Services, Community Services Block Grant, and Sacramento Works Youth Services.  SETA is the one-stop operator for the Sacramento Works Job and Training Center system, a one-stop clearinghouse that connects employers with job opportunities to qualified job seekers.  The partnership program coordinates a structured path toward employment for people who need help getting the skills, training, or certification necessary to successfully compete in the local job market.  The target applicant pool is Sacramento residents based on income requirements.\r\nAmount: $11,790,905\r\nStart and end date:  July 1, 2015 – June 30, 2016\r\nRecipient: Sacramento and Employment Training Agency\r\n\r\n2. Source of Funds: Workforce Investment Act Youth Program\r\nActivity: WIA Youth Program – Universal Youth Services at Job Training Centers, In-School Youth and Out-of-School Youth.  Youth services target low-income, disadvantaged youth\r\nAmount: $2,000,000\r\nStart and end date:  July 1, 2015 – June 30, 2016\r\nRecipient: Sacramento and Employment Training Agency\r\n\r\n3. Source of Funds: Career Pathways Trust\r\nActivity: Career Pathways programs for youth.  SETA is partnering with Sacramento City and Elk Grove Unified School Districts and the Los Rios Community Colleges to develop career pathway programs to prepare youth for high demand sectors in the region.\r\nAmount: $275,000\r\nStart and end date:  July 1, 2014 – June 30, 2016\r\nRecipient: Sacramento and Employment Training Agency\r\n\r\n4. Source of Funds: City of Sacramento\r\nActivity: Medical Innovation Zone (MedZone) – To support a full-time position tasked with business development and to hire a contractor to manage the next phase of the overall design.\r\nAmount: $100,000\r\nStart and end date:  7/1/2014-6/30/2015\r\nRecipient: Nehemiah Community Reinvestment Fund ($75,000) and Economic Planning Systems, Inc. ($25,000)\r\n\r\n5. Source of Funds: The California Wellness Foundation\r\nActivity: Medical Innovation Zone (MedZone) – To sup a full-time Community and Economic Development Manager, who will act as the liaison to the K-20 school systems.  \r\nAmount: $30,000\r\nStart and end date:  1/1/15-12/31/15\r\nRecipient: WayUp Sacramento\r\n\r\n6. Source of Funds:  The Career Pathways Trust \r\nActivity: Capital Region Academies for the Next Economy (CRANE) and Capital Academies Pathways (CAP) Career Pathways Trust grants awarded to the Sacramento County Office of Education and NextEd (CRANE) and the Sacramento Unified School District (CAP).  The region’s $21 million education and workforce reform initiative seeks to bring career pathways academies to scale, creating a greater tie to the region’s workforce needs through industry-themed high school academies that incorporate work-based learning experiences for students that help prepare students for college and career.  Sacramento State is the lead higher education institution to coordinate post secondary involvement, has faculty represented on industry councils, and is supporting teacher preparation and credentialing.\r\nAmount: $15M\r\nStart and end date: Ongoing\r\nRecipient: NextEd\r\n\r\n7. Source of Funds:  The Career Pathways Trust \r\nActivity: Capital Region Academies for the Next Economy (CRANE) and Capital Academies Pathways (CAP) Career Pathways Trust grants awarded to the Sacramento County Office of Education and NextEd (CRANE) and the Sacramento Unified School District (CAP).  The region’s $21 million education and workforce reform initiative seeks to bring career pathways academies to scale, creating a greater tie to the region’s workforce needs through industry-themed high school academies that incorporate work-based learning experiences for students that help prepare students for college and career.  Sacramento State is the lead higher education institution to coordinate post secondary involvement, has faculty represented on industry councils, and is supporting teacher preparation and credentialing.\r\nAmount: $6M\r\nStart and end date: Ongoing\r\nRecipient: Sacramento City Unified School District and Elk Grove Unified School District\r\n\r\n8. Source of Funds:  The Career Pathways Trust - CRANE\r\nActivity: Capital Region Academies for the Next Economy (CRANE) and Capital Academies Pathways (CAP) Career Pathways Trust grants awarded to the Sacramento County Office of Education and NextEd (CRANE) and the Sacramento Unified School District (CAP).  The region’s $21 million education and workforce reform initiative seeks to bring career pathways academies to scale, creating a greater tie to the region’s workforce needs through industry-themed high school academies that incorporate work-based learning experiences for students that help prepare students for college and career.  Sacramento State is the lead higher education institution to coordinate post secondary involvement, has faculty represented on industry councils, and is supporting teacher preparation and credentialing.\r\nAmount: $37,000\r\nStart and end date: Ongoing\r\nRecipient: Sacramento State\r\n\r\n9. Source of Funds:  The Career Pathways Trust - CAP\r\nActivity: Capital Region Academies for the Next Economy (CRANE) and Capital Academies Pathways (CAP) Career Pathways Trust grants awarded to the Sacramento County Office of Education and NextEd (CRANE) and the Sacramento Unified School District (CAP).  The region’s $21 million education and workforce reform initiative seeks to bring career pathways academies to scale, creating a greater tie to the region’s workforce needs through industry-themed high school academies that incorporate work-based learning experiences for students that help prepare students for college and career.  Sacramento State is the lead higher education institution to coordinate post secondary involvement, has faculty represented on industry councils, and is supporting teacher preparation and credentialing.\r\nAmount: $36,000\r\nStart and end date: Ongoing\r\nRecipient: Sacramento State\r\n\r\n10. Source of Funds:  Sacramento State\r\nActivity:  The Sacramento Pathways to Success is a partnership between Sac State, Sacramento City Unified School District and Sacramento City College designed to increase graduation rates and student access to and readiness to succeed in college.  Formally established in 2013 by Sacramento City Unified School District, Sacramento City College, and Sacramento State – has been the catalyst for a host of innovative and significant system changes within the region’s K-12, community college, and university systems in recent years, including the following:\r\n-\tJoint professional development and discipline-specific communities of practice for secondary school teachers and college faculty;\r\n-\tJoint postsecondary initiatives to address barriers for underrepresented students, many of which focus specifically on STEM (science, technology, engineering and mathematics;\r\n-\tData-sharing agreements across systems to leverage the power of technology and research;\r\n-\tExpansion of the Pathways Initiative in 2014 through the convergent efforts of Elk Grove Unified School District, Cosumnes River College, and Sacramento State demonstrating the partnership model’s scalability; and\r\n-\tThe use of a nested ePortfolio system between Cosumnes River College and Sacramento State for individual students demonstrating competencies in writing, math, and career skills and allowing for intersegmental assessments to accelerate time to degree/completion.   \r\nAmount: $30,000\r\nStart and end date: Ongoing\r\nRecipient: Sacramento Pathways to Success\r\n\r\n11. Source of Funds:  The California Endowment\r\nActivity:  Develop a green career pathways center in Sacramento\r\nAmount: $100,000\r\nStart and end date: 9/1/14-8/31/15\r\nRecipient: Green for all\r\n\r\n12. Source of Funds: Walmart Foundation\r\nActivity: Walmart California Construction Program – 50 enrollments in Pre-Apprenticeship Program\r\nAmount: $300,000\r\nStart and end date: 7/1/2014-6/30/2016\r\n","Type: Grant\r\nActivity: Playcare Center -  Playcare Center would be used by parents who cannot afford childcare.  The Center would allow parents to drop off their young children at a safe and secure facility while they take the classes or training they need to make a better life for themselves and their families. The Center would be built inside the GSUL building\r\nEstimated Amount: $300,132\r\nDate: January 1, 2016 – December 31, 2019\r\nRecipient: Greater Sacramento Urban League\r\n\r\nType: Grant\r\nActivity: Transportation - Many of the people residing the Del Paso Heights neighborhood do not have their own transportation and struggle to receive program services. GSUL receives over 40 calls per month from individuals seeking transportation services.  Having its own transportation available would allow GSUL to serve more people. The vans would run on a regular schedule, shuttling passengers from Light Rail stations to the GSUL building and picking up students at their schools so they can participate in one of GSUL’s after-school programs. It would also be used for field trips to places such as CSUS. The van would be used for shorter and/or unplanned trips such as taking clients to other agencies or appointments\r\nEstimated Amount: $327,200\r\nDate: July 1, 2015 – June 30, 2018\r\nRecipient: Greater Sacramento Urban League\r\n\r\nType: Grant\r\nActivity: Programming and Robotics Youth Program -Students will learn the process of creating video games and robotics, while getting a foundation of computer programming and engineering concepts.  Students will be introduced to programming and video design through Scratch.  Scratch is a program created by MIT to introduce youth to programming concepts while creating interactive stories and video games.  The program is designed to transition student into creating and programming robotics. \r\nEstimated Amount: $150,000\r\nDate: July 1, 2015 – June 30, 2016\r\nRecipient: Greater Sacramento Urban League\r\n","1. Source and type: City of Sacramento – Economic Development Staff Time – Approx. 5FTE\r\nActivity: Invest in building Sacramento: Facilitate and Promote Projects and Program Initiatives that Support Economic Growth, Quality of Life and Job Creation in Key Areas of the City; Invest in Local Business: Create Conditions for the Private Sector to Grow and Thrive\r\nStart and end date: (On-going)\r\nRecipient: Promise Zone Residents and Promise Zone Collaborative Partners\r\n\r\n2. Source and Type: Sacramento State – Job Training and Career Development Services \r\nActivity: Sacramento State’s Veteran’s Success Center’s Career Pathways project is delivering a phased training program to make them more employable.  The program emphasizes interviewing skills, resume writing and tips on choosing a career to their linking, all of which makes the students especially attractive to employers.\r\nStart and End Date: Ongoing\r\nRecipient: Veterans attending Sacramento State and living in the Promise Zone\r\n","N/A","An increase in the number of Promise Zone residents who obtain a marketable and industry-recognized credential or degree, with a special emphasis on unemployed, underemployed, low-skilled, low-income, veterans, disabled individuals, and other at-risk populations.","•\tTrack number of Promise Zone residents who obtain industry-recognized certificates/degrees: This data is available from the Sacramento Employment and Training Agency\r\n•\tTrack number of Promise Zone residents who obtain unsubsidized employment, job retention, and wage gains\r\n•\tShare information annually with Promise Zone collaborative\r\n","Focus resources on the identified priority clusters: Health Sciences and Life Sciences; Transportation, Production and Manufacturing; Installation, Maintenance, and Repair; Information and Communications Technology; Construction and Clean Energy Technology; Administrative and Support Services; Agriculture, Food and Hospitality. \r\nTimeline: Ongoing\r\nMilestones: Grants directed to support priority clusters\r\n\r\nFoster cooperation and braid WIA funds with TANF/AB98 funding received by the County of Sacramento, Department of Human Assistance (DHA) to provide subsidized employment and On-the-Job Training opportunities to Promise Zone residents. \r\nTimeline: Ongoing\r\nMilestones: WIA and TANF/AB98 funded programs and projects\r\n\r\nOffer training-related subsidized employment opportunities to support classroom instruction and improve the marketability of graduates within the Promise Zone. \r\nTimeline: Ongoing\r\nMilestones: Subsidized training programs offered within the Promise Zone area\r\n","Expected Outcomes:\nAn increase in the number of Promise Zone residents who obtain a marketable and industry-recognized credential or degree, with a special emphasis on unemployed, underemployed, low-skilled, low-income, veterans, disabled individuals, and other at-risk populations.\nTimeline:\nFocus resources on the identified priority clusters: Health Sciences and Life Sciences; Transportation, Production and Manufacturing; Installation, Maintenance, and Repair; Information and Communications Technology; Construction and Clean Energy Technology; Administrative and Support Services; Agriculture, Food and Hospitality. \r\nTimeline: Ongoing\r\nMilestones: Grants directed to support priority clusters\r\n\r\nFoster cooperation and braid WIA funds with TANF/AB98 funding received by the County of Sacramento, Department of Human Assistance (DHA) to provide subsidized employment and On-the-Job Training opportunities to Promise Zone residents. \r\nTimeline: Ongoing\r\nMilestones: WIA and TANF/AB98 funded programs and projects\r\n\r\nOffer training-related subsidized employment opportunities to support classroom instruction and improve the marketability of graduates within the Promise Zone. \r\nTimeline: Ongoing\r\nMilestones: Subsidized training programs offered within the Promise Zone area\r\n","N/A"]
[1,"b","Sacramento Housing and Redevelopment Agency, on behalf of the Housing Authority of the City of Sacramento","Sacramento Promise Zone","Sacramento","California","Far West","Create jobs",null,"Accelerate Job Creation: The Promise Zone partners will accelerate job creation by aligning job creation with the Next Economy Capital Region Prosperity Plan which identifies priority business clusters as opportunities for economic growth.","Improve business climate for economic growth in the Promise Zone.  This subgoal establishes a starting point for addressing economic impediments that prevent business growth in the Promise Zone area by focusing on collective efforts on reducing local","•\tConduct an audit of jurisdictional permitting procedures and build an updated online clearinghouse of jurisdictional permits and requirements within the Promise Zone. [New]\r\n•\tForm a technical public-private task force to assess and institute a common business-friendly permitting system and explore e-permitting platforms where appropriate for businesses in the Promise Zone. [New]\r\n•\tHelp local governments develop more effective, lower-cost policy instruments and assess opportunities for variance mechanisms in order to foster business growth within the Promise Zone. [New]\r\n","Improve business climate for economic growth in the Promise Zone.  This subgoal establishes a starting point for addressing economic impediments that prevent business growth in the Promise Zone area by focusing on collective efforts on reducing local\nActivities: \n•\tConduct an audit of jurisdictional permitting procedures and build an updated online clearinghouse of jurisdictional permits and requirements within the Promise Zone. [New]\r\n•\tForm a technical public-private task force to assess and institute a common business-friendly permitting system and explore e-permitting platforms where appropriate for businesses in the Promise Zone. [New]\r\n•\tHelp local governments develop more effective, lower-cost policy instruments and assess opportunities for variance mechanisms in order to foster business growth within the Promise Zone. [New]\r\n","Business costs and regulatory environments play an integral role in economic development.  The single largest impediment to business growth and job creation in California is the regulatory environment, according to a survey of nearly 100 C-level executives at the Vistage All-City 2012 Conference, Sacramento, CA.  Whether large or small, employers within the Promise Zone require a predictable, growth-oriented and business-friendly environment and access to assets that foster economic opportunity in order to create jobs.  Improving the business climate in the Promise Zone will inevitably create jobs, increase the median income and spending for families in the Promise Zone, and boost the local and regional economy.  The above-mentioned activities were selected because they align with the Next Economy Capital Region Prosperity Plan.","United Way will coordinate the implementation of all activities needed to implement sub goal 2 of the Jobs action team goals.  United Way will convene regular meetings, coordinate the flow of information, develop and update work plans and provide regular reports of activity to the SHRA.  United Way will coordinate data tracking and participate in local and national evaluation activities.  United Way will act as a support partner for other action teams and will also serve on the Implementation Council.","Sacramento Housing and Redevelopment Agency, on behalf of the Housing Authority of the City of Sacramento SubGoal 1b","N/A","N/A","1. Source and type: County of Sacramento, Preference Points  \r\nActivity: Local Vendor/Small Business Preference Points System: The County of Sacramento awards preferences to State Certified Micro-Business enterprises located within the Sacramento Regional Market Area when contracting.  \r\nStart and end date: On-Going\r\nRecipient: Small Businesses within the proposed Promise Zone\r\n\r\n2. Source and type: Sacramento County, Credit Program\r\nActivity: Sacramento County Sewer Credit Program – Reduction of sewer feeds for commercial, construction and residential projects.  County has a bank of approximately 600 credits.  Credits are generally dispersed in an amount of 1 to 3 per project.\r\nStart and End Date: Ongoing\r\nRecipient: Small businesses within the proposed Promise Zone\r\n\r\n3. Source and type: Sacramento County, Development Code Update \r\nActivity: Development Code Update – Update to Zoning Code, Design Guidelines and Development Standards to streamline and clarify the entitlement process to promote development in the County, including in the proposed Promise Zone area.\r\nStart and End Date: Expected timeframe for approval of the Development Code is early 2015.\r\nRecipient: Small businesses within the proposed Promise Zone\r\n\r\n4. Source and type: Sacramento County, Business Incentives \r\nActivity: Business Incentives:  Staff is evaluating development impact fee credit incentives that would transfer across parcels within a multi-parcel redevelopment project. This would allow developers to fully utilize available fee credits for each parcel and only pay for development fees in excess of the credits.  This incentive is to help reduce fees thereby encouraging the redevelopment of antiquated properties within the proposed Promise Zone.\r\nStart and End Date: Expected timeframe for the release of this incentive is first quarter 2015.\r\nRecipient: Developers proposing projects within the proposed Promise Zone\r\n\r\n5. Source and type: Sacramento County, 5FTE\r\nActivity: BERC:  The County’s Business Environmental Resource Center provides free and confidential advice to businesses within the County on environmental regulations, land use, and businesses related issues.  Their non-regulatory services are available to new and existing businesses to help increase activity within the Promise Zone.\r\nStart and End Date: Ongoing\r\nRecipient: New and existing businesses within the proposed Promise Zone\r\n","N/A","•\tCreate jobs within the Promise Zone\r\n•\tReduce costs to businesses from regulations for businesses operating within the Promise Zone\r\n•\tEnhance business retention within the Promise Zone\r\n","•\tTrack number of jobs created within the Promise Zone: This data is available from the City of Sacramento and the County of Sacramento\r\n•\tTrack any increase/decrease in costs from business regulations for businesses operating within the Promise Zone: This data is available from the City of Sacramento and the County of Sacramento.\r\n•\tTrack existing and new businesses operating with the Promise Zone and the length of business operations: This data is available from the City of Sacramento and the County of Sacramento.\r\n•\tShare information annually with Promise Zone collaborative\r\n","Conduct an audit of jurisdictional permitting procedures and build an updated online clearinghouse of jurisdictional permits and requirements within the Promise Zone. \r\nTimeline: Q4/2015-Q4/2016\r\nMilestones: Completed audit of permitting procedures and an online clearinghouse of permits and requirements\r\n\r\nForm a technical public-private task force to assess and institute a common business-friendly permitting system and explore e-permitting platforms where appropriate for businesses in the Promise Zone. \r\nTimeline: Q4/2015-Q2/2016\r\nMilestones: Establishment of a public-private task force\r\n\r\nHelp local governments develop more effective, lower-cost policy instruments and assess opportunities for variance mechanisms in order to foster business growth within the Promise Zone. \r\nTimeline: Q1/2016-Q1/2017\r\nMilestones: Development of low-cost policy instruments to foster business growth\r\n","Expected Outcomes:\n•\tCreate jobs within the Promise Zone\r\n•\tReduce costs to businesses from regulations for businesses operating within the Promise Zone\r\n•\tEnhance business retention within the Promise Zone\r\n\nTimeline:\nConduct an audit of jurisdictional permitting procedures and build an updated online clearinghouse of jurisdictional permits and requirements within the Promise Zone. \r\nTimeline: Q4/2015-Q4/2016\r\nMilestones: Completed audit of permitting procedures and an online clearinghouse of permits and requirements\r\n\r\nForm a technical public-private task force to assess and institute a common business-friendly permitting system and explore e-permitting platforms where appropriate for businesses in the Promise Zone. \r\nTimeline: Q4/2015-Q2/2016\r\nMilestones: Establishment of a public-private task force\r\n\r\nHelp local governments develop more effective, lower-cost policy instruments and assess opportunities for variance mechanisms in order to foster business growth within the Promise Zone. \r\nTimeline: Q1/2016-Q1/2017\r\nMilestones: Development of low-cost policy instruments to foster business growth\r\n","N/A"]
[1,"c","Sacramento Housing and Redevelopment Agency, on behalf of the Housing Authority of the City of Sacramento","Sacramento Promise Zone","Sacramento","California","Far West","Create jobs",null,"Accelerate Job Creation: The Promise Zone partners will accelerate job creation by aligning job creation with the Next Economy Capital Region Prosperity Plan which identifies priority business clusters as opportunities for economic growth.","Diversify the economy through growth and support of the core business clusters.  The proposed Promise Zone vacancy rate is 7.92%.  ","•\tExplore opportunities to create formal public-private partnerships to foster and grow cluster opportunities in the Promise Zone. [New]\r\n•\tGarner local governmental commitment to supporting cluster growth through specific permitting, procurement and other business-oriented programs for businesses operating within the Promise Zone. [New]\r\n•\tEncourage the creation of local incentives that support growth of primary jobs within the Promise Zone, especially across core clusters and other industries. [New]\r\n","Diversify the economy through growth and support of the core business clusters.  The proposed Promise Zone vacancy rate is 7.92%.  \nActivities: \n•\tExplore opportunities to create formal public-private partnerships to foster and grow cluster opportunities in the Promise Zone. [New]\r\n•\tGarner local governmental commitment to supporting cluster growth through specific permitting, procurement and other business-oriented programs for businesses operating within the Promise Zone. [New]\r\n•\tEncourage the creation of local incentives that support growth of primary jobs within the Promise Zone, especially across core clusters and other industries. [New]\r\n","Over the past decade a large number of regions have adopted a cluster-based concept within their economic development efforts to boost competitiveness and enhance economic vitality.  The Center for Strategic Economic Research analyzed historical and projected economic performance was across nearly 300 detailed economic activities in the Capital Region to identify a set of potentially viable cluster opportunities. Six business clusters were identified as offering leading opportunities for economic growth and expansion.  By shifting the Region’s economic development discourse to emphasize clusters over industries, a wider array of outcomes can result by facilitating growth and development across an entire value chain and related infrastructure and services (as an alternative to efforts focused on a specific industry sector), and by drawing attention to an interrelated set of foundational economic factors.  ","SETA will lead the coordination of the implementation of the Jobs action team goals.  SETA will utilize Sacramento Works, Inc., the local WIB for Sacramento County as the Promise Zone convener and to develop and update the strategies.  SETA will coordinate the information flow and report activity to SHRA and other stakeholders.  SETA will coordinate the tracking and reporting of each goal and will collaborate with the evaluation contractors.  SETA will cooperate with other action teams and will serve on the Implementation Council. United Way will co-coordinate the implementation of all activities needed to implement the action team goals and will support SETA in convening meetings, coordinating the flow of information, developing and updating work plans and providing regular reports of activity to SHRA.  United Way will co-coordinate data tracking, participate in evaluation activities, will act as a support partner for other action teams, and will serve on the Implementation Council.","Sacramento Housing and Redevelopment Agency, on behalf of the Housing Authority of the City of Sacramento SubGoal 1c","1. Source of Funds: Sacramento County (including services funded by Office of Refugee and Resettlement Services)\r\nActivity: Refugee Skills Training, On-the-Job Training, Work Experiences and Employment Services\r\nAmount: $542,153\r\nStart and end date: 2014-2015  \r\nRecipient: Sacramento Employment and Training Agency\r\n\r\n2. Source of Funds: Workforce Investment Act (WIA), proposal pending \r\nActivity: SlingShot, grow jobs and support economic mobility by creating the conditions for entrepreneurs, start-up companies and small businesses.\r\nAmount: $1,000,000\r\nStart and end date: February 2015 to December 2015\r\nRecipient: Sacramento Employment and Training Agency\r\n","N/A","1. Source and type: In-Kind Staff Time for Partnership\r\nActivity: CSUS partnered with the Sacramento Metro Chamber of Commerce to manage the federal Small Business Development Center which provides technical assistance and resources to businesses including those located within the Promise Zone\r\nStart and end date: Ongoing\r\nRecipient: Businesses located within the Promise Zone\r\n\r\n2. Source and type: CSUS, College of Business Administration – In-Kind Consulting\r\nActivity: The CSUS College of Business Administration’s Center for Small Business provides free management assistance to small businesses operating in Sacramento, including the designated Promise Zone.  Consulting services are provided in virtually all facets of business except for taxation, law, and loan packaging.\r\nStart and end date: Ongoing\r\nRecipient: Businesses located within the Promise Zone \r\n","N/A","•\tDevelop a formal public-private partnership to grow cluster opportunities in the Promise Zone.\r\n•\tPartner with local government to develop business-oriented programs targeting cluster opportunities for businesses operating within the Promise Zone.\r\n•\tPartner with local government to develop incentives to support job growth, especially across core clusters, for businesses operating within the Promise Zone.\r\n","•\tTrack development of a formal public-private partnership: This data will be available via Promise Zone meeting notes – tracking the progress of stakeholder discussions.  \r\n•\tTrack development of business-oriented programs: This data will be available from the City of Sacramento and the County of Sacramento.\r\n•\tTrack development of incentives to support job growth: This data will be available from the City of Sacramento and the County of Sacramento\r\n•\tShare information annually with Promise Zone collaborative\r\n\r\n","Explore opportunities to create formal public-private partnerships to foster and grow cluster opportunities in the Promise Zone\r\nTimeline: Q3/2015-Q3/2016\r\nMilestones: Formal public-partnerships created.\r\n\r\nGarner local governmental commitment to supporting cluster growth through specific permitting, procurement and other business-oriented programs for businesses operating within the Promise Zone. Timeline: Q4/2016-Q4/2018\r\nMilestones: Development of specific permitting, procurement, and business-oriented programs.\r\n\r\nEncourage the creation of local incentives that support growth of primary jobs within the Promise Zone, especially across core clusters and other industries. \r\nTimeline: Q3/2016-Q3/2018\r\nMilestones:  Creation of business incentives, especially for the core clusters.","Expected Outcomes:\n•\tDevelop a formal public-private partnership to grow cluster opportunities in the Promise Zone.\r\n•\tPartner with local government to develop business-oriented programs targeting cluster opportunities for businesses operating within the Promise Zone.\r\n•\tPartner with local government to develop incentives to support job growth, especially across core clusters, for businesses operating within the Promise Zone.\r\n\nTimeline:\nExplore opportunities to create formal public-private partnerships to foster and grow cluster opportunities in the Promise Zone\r\nTimeline: Q3/2015-Q3/2016\r\nMilestones: Formal public-partnerships created.\r\n\r\nGarner local governmental commitment to supporting cluster growth through specific permitting, procurement and other business-oriented programs for businesses operating within the Promise Zone. Timeline: Q4/2016-Q4/2018\r\nMilestones: Development of specific permitting, procurement, and business-oriented programs.\r\n\r\nEncourage the creation of local incentives that support growth of primary jobs within the Promise Zone, especially across core clusters and other industries. \r\nTimeline: Q3/2016-Q3/2018\r\nMilestones:  Creation of business incentives, especially for the core clusters.","N/A"]
[2,"a","Sacramento Housing and Redevelopment Agency, on behalf of the Housing Authority of the City of Sacramento","Sacramento Promise Zone","Sacramento","California","Far West","Other community goal (i.e. Health and wellness, Affordable housing, etc.)","Health and wellness","Promote Healthy Behaviors and Increase Health Interventions ","Increase adoption of comprehensive approaches to improve community design that supports physical activity by influencing City and County general and specific plans. Life-expectancy in the Zone ranges from 72-77, which is less than County average.","•\tConduct an assessment of development design guidelines within the City and County to identify how many active design guidelines are in place, describe the types of development projects which apply, identify which policies already support health and identify the gaps. [ Ongoing]\r\n•\tConduct key informant interviews with land use and transportation planning advocates and experts from other cities/counties that have successfully developed and implemented active design guidelines. [New]\r\n•\tIdentify and outreach to 20 city and county agencies and elected officials responsible for community development and infrastructure.  Work with agencies to develop a plan on how to move efforts in the Promise Zone from a planning phase to an implementation and capital improvement phase.  [New]\r\n•\tSeek opportunities to continue park master planning and the design and development of existing neighborhood, community and regional parks, bikeways and open space to support a healthy qualify of life. [Ongoing]\r\n","Increase adoption of comprehensive approaches to improve community design that supports physical activity by influencing City and County general and specific plans. Life-expectancy in the Zone ranges from 72-77, which is less than County average.\nActivities: \n•\tConduct an assessment of development design guidelines within the City and County to identify how many active design guidelines are in place, describe the types of development projects which apply, identify which policies already support health and identify the gaps. [ Ongoing]\r\n•\tConduct key informant interviews with land use and transportation planning advocates and experts from other cities/counties that have successfully developed and implemented active design guidelines. [New]\r\n•\tIdentify and outreach to 20 city and county agencies and elected officials responsible for community development and infrastructure.  Work with agencies to develop a plan on how to move efforts in the Promise Zone from a planning phase to an implementation and capital improvement phase.  [New]\r\n•\tSeek opportunities to continue park master planning and the design and development of existing neighborhood, community and regional parks, bikeways and open space to support a healthy qualify of life. [Ongoing]\r\n","According to CHIS 2007, while 48% of adults nationwide report getting the minimum physical activity needed to maintain health – 30 minutes activity 5 days a week – only 37% of Sacramento County adults achieve this minimum amount.  Rates of walking, bicycling, and transit use in Sacramento County are low.  Only 7.5% of all trips in Sacramento are on foot and/or bicycle, and only 1.2% are on public transit based on a 2010 report from the Campaign for active transportation.  The life expectancy for residents in the Promise Zone is among the lowest in Sacramento County.  Supporting the adoption of active living principles in community design are recommended to increase community engagement in regular physical activity.  Related strategies, such as encouraging community design and development that supports physical activity, have been found to be effective in increasing safety when implemented in communities.  ","Sierra Health Foundation (SHF) is the Implementation Partner for the Health Action Team, which aligns with the existing Healthy Sacramento Coalition.  SHF will lead the coordination of activities needed to implement Health action team goals and will convene regular meetings, coordinate information flow, develop and update work plans, and provide regular reports of activity to SHRA and other stakeholders.  SHF will coordinate the tracking and reporting of each of the goals and will cooperate with evaluation contractors.  SHF will act as a support partner for the other action teams and will serve on the Implementation Council.  United Way will co-coordinate the implementation of activities and will support SHF in convening meetings, coordinating information, updating work plans and providing activity reports to SHRA.  United Way will track data, participate in evaluation activities, act as a support partner for other action teams, and will serve on the Implementation Council.","Sacramento Housing and Redevelopment Agency, on behalf of the Housing Authority of the City of Sacramento SubGoal 2a","1.\tSource of Funds: Public Policy Grant (Sierra Health Foundation) \r\nActivity: To integrate a health and equity perspective into the Sacramento Area Council of Governments (SACOG) approaches to its development and transportation planning efforts.\r\nAmount: $75,000\r\nStart and end date:  January 2013 – January 2015\r\nRecipient: Sacramento Area Council of Governments\r\n\r\n2.\tSource of Funds: Public Policy Grant (Sierra Health Foundation) \r\nActivity: To improve community health through a community-wide strategic planning process, in collaboration with Drexel University, Mobilizing for Action through Planning and Partnerships (MAPP), a component of achieving public health accreditation for Sacramento County.\r\nAmount: $25,000\r\nStart and end date: August 2013 – March 2015\r\nRecipient: Sacramento County Department of Health and Human Services\r\n\r\n3.\tSource of Funds: Grant (Sierra Health Foundation) \r\nActivity: To promote the long-term health of residents of the Greater Sacramento region by supporting Valley Vision’s health agenda and programs. \r\nAmount: $250,000\r\nStart and end date:  December 2006 – December 2015\r\nRecipient: Valley Vision\r\n\r\n4. \tSource of Funds: Private Stakeholders\r\nActivity: Arden Garden Market - Independent marketplace dedicated to creating a food community dedicated to feeding both the body and soul. Arden Garden Market helps people access affordable, healthy, fresh, and local food.\r\nAmount: $75,000\r\nStart and end date:  Ongoing\r\nRecipient: Farmers, Community Stakeholders\r\n\r\n5.\tSource of Funds: The California Endowment\r\nActivity:  Promote health equity in policies and practices\r\nAmount:  $200,000\r\nStart and end date:  10/15/13-10/14/16\r\nRecipient: Sierra Health Foundation\r\n\r\n6.\tSource of Funds: The California Endowment\r\nActivity:  Oak Park Farmer’s Market\r\nAmount:  $150,000\r\nStart and end date:  5/1/14-4/30/15\r\nRecipient: NeighborWorks\r\n\r\n7.\tSource of Funds: The California Endowment\r\nActivity:  Promoting land use policies that improve the health of distressed neighborhoods\r\nAmount:  $130,000\r\nStart and end date:  6/15/14-6/14/15\r\nRecipient: Ubuntu Green, Walk Sacramento, and Youth Development Network\r\n","Type:  Grant\r\nActivity: Improving public health by shaping the built environment to better support walking, biking, and other healthy activities is a core goal of the Healthy Sacramento Coalition. In support of this goal grant fund would support:  \r\n•\tEvaluation of Healthy Sacramento communities’ measures promoting physical activity, access to services and healthy foods, and creating safer communities and reducing crime through environmental design measures for inclusion into the county’s Folsom Boulevard Transit Area Plan and into the new Zoning Code. Contractor will use measures recommended by the Healthy Sacramento Coalition Community Action Plan. \r\n•\tSupport the incorporation of Healthy Communities and crime reduction measures into the Folsom Boulevard Transit Area Plan and new Zoning Code, housing elements and specific plans that identify new residential and residential mixed-use infill development to help promote walkability, physical activity and create bicycle and pedestrian connectivity \r\n•\tProvide training and technical assistance to public planning, regional planning and public health agencies to help develop skills to communicate the health impacts of the built environment to bridge the gaps related to policies and development decisions, begin to incorporate health related policies and solutions in City and County zoning codes, improvement standards, and design review, and engage health, community development and employers in the “healthy” environmental development process.  \r\nEstimated Amount:  $600,000\r\nDate: 3/1/15-2/28/18\r\nRecipient:  Health Sacramento Coalition \r\n\r\nType: Grant\r\nActivity: Funds to build and operate an urban garden at the Oak Park Community Center\r\nEstimated Amount: $100,000\r\nDate: Beginning January 2015\r\nRecipient: WayUp Sacramento and Soil Born Farms\r\n","1.\tSource and type: Sierra Health Foundation conferencing and convening meeting space (in-kind support)\r\nActivity: Convening and hosting (at least five per month) monthly Healthy Sacramento Coalition meetings\r\nStart and end date: November 2011 – ongoing \r\nRecipient: Healthy Sacramento Coalition \r\n\r\n2.\tSource and type: Sierra Health Foundation (in-kind support) staff time  \r\nActivity: Sierra Health Foundation staff time provided to the Healthy Sacramento Coalition (including: Evaluation Director, Communications and Public Affairs Director, Director of Health Programs, and Program Assistant) \r\nStart and end date: January 2015 – ongoing \r\nRecipient: Healthy Sacramento Coalition \r\n\r\n3.\tSource and type: Convergence Partnership funded by the Tides Foundation, The California Endowment and Sierra Health Foundation  \r\nActivity:  To support the creation of an organized cohort of advocates; and to support the creation of an agenda and strategies for reducing health disparities and promoting health equity in Sacramento County.  \r\nStart and end date: December 2012 – December 2015\r\nRecipient: Center for Fathers and Families, La Familia Counseling Center, Asian Resources, and Mutual Assistance Network of Del Paso Heights \r\n","N/A","The development of an active design guideline plan for Promise Zone area.","•\tTrack the progress of the development of an active design guideline plan for the Promise Zone: This data will be available via Promise Zone meeting notes – tracking the progress of discussions with stakeholders. \r\n•\tShare information annually with Promise Zone collaborative\r\n","Conduct an assessment of development design guidelines within the Promise Zone to identify how many active design guidelines are in place, describe the types of development projects which apply, identify which policies already support health and identify the gaps.  Timeline: Q1/2015 Milestone: Completed Assessment\r\n\r\nConduct key informant interviews with land use and transportation planning advocates and experts from other areas that have successfully implemented active design guidelines. \r\nTimeline: 2015 -2016 Milestone: Completed Interviews and Key Informant Report \r\n\r\nWork with agencies to develop a plan on how to move efforts in the Promise Zone from a planning phase to an implementation and capital improvement phase.  Timeline: 2015-2016 Milestone: Completed Promise Zone Community Development Plan \r\n\r\nSeek opportunities to continue park master planning and the design and development to support a healthy qualify of life.  Timeline: 2015-2016 Milestone: Completed Park Plan\r\n","Expected Outcomes:\nThe development of an active design guideline plan for Promise Zone area.\nTimeline:\nConduct an assessment of development design guidelines within the Promise Zone to identify how many active design guidelines are in place, describe the types of development projects which apply, identify which policies already support health and identify the gaps.  Timeline: Q1/2015 Milestone: Completed Assessment\r\n\r\nConduct key informant interviews with land use and transportation planning advocates and experts from other areas that have successfully implemented active design guidelines. \r\nTimeline: 2015 -2016 Milestone: Completed Interviews and Key Informant Report \r\n\r\nWork with agencies to develop a plan on how to move efforts in the Promise Zone from a planning phase to an implementation and capital improvement phase.  Timeline: 2015-2016 Milestone: Completed Promise Zone Community Development Plan \r\n\r\nSeek opportunities to continue park master planning and the design and development to support a healthy qualify of life.  Timeline: 2015-2016 Milestone: Completed Park Plan\r\n","N/A"]
[2,"b","Sacramento Housing and Redevelopment Agency, on behalf of the Housing Authority of the City of Sacramento","Sacramento Promise Zone","Sacramento","California","Far West","Other community goal (i.e. Health and wellness, Affordable housing, etc.)","Health and wellness","Promote Healthy Behaviors and Increase Health Interventions ","Increase opportunities for physical activity in the Promise Zone through shared use agreements between municipalities, school districts and community based organizations by targeting schools in the Promise Zone.  ","•\tBuild on partnerships with faith-based organizations and collaborate with churches with large open space or other facilities ideal for shared use agreements. [Ongoing]\r\n•\tPartner with community development organizations to explore how shared use strategies can align with existing community development strategies to promote better health outcomes.  [New]\r\n•\tRecruit and train residents to adopt shared use agreements and to encourage Sacramento County, Sacramento City Council and the relevant School Board to adopt resolutions supporting shared use agreements at schools. [New]\r\n•\tConvene public agency staff at least four times to incorporate research on best practices, and key themes from the meetings, interviews, and survey data regarding shared use into their community practice efforts. [New]\r\n•\tUtilize research on best practices, and key themes from the meetings, interviews and survey data to develop shared use agreement templates that can be tailored to schools in the Promise Zone. [New]","Increase opportunities for physical activity in the Promise Zone through shared use agreements between municipalities, school districts and community based organizations by targeting schools in the Promise Zone.  \nActivities: \n•\tBuild on partnerships with faith-based organizations and collaborate with churches with large open space or other facilities ideal for shared use agreements. [Ongoing]\r\n•\tPartner with community development organizations to explore how shared use strategies can align with existing community development strategies to promote better health outcomes.  [New]\r\n•\tRecruit and train residents to adopt shared use agreements and to encourage Sacramento County, Sacramento City Council and the relevant School Board to adopt resolutions supporting shared use agreements at schools. [New]\r\n•\tConvene public agency staff at least four times to incorporate research on best practices, and key themes from the meetings, interviews, and survey data regarding shared use into their community practice efforts. [New]\r\n•\tUtilize research on best practices, and key themes from the meetings, interviews and survey data to develop shared use agreement templates that can be tailored to schools in the Promise Zone. [New]","The Healthy People 2020 goal is set to no more than 30.6% of the population reporting obesity by the year 2020, as compared to the national benchmark of 34%.  Data from the 2009 CHIS study reveal that 61.3% of respondents from Sacramento County reported being obese, compared to the state reported rate of 59.4%.  More than 65% of respondents living at 0-200% of the federal poverty limit report being obese.  A growing body of research shows that the inclusion of safe and accessible parks and green space, whether used alone or as part of a multi-component community intervention, increase community engagement in regular physical activity. Since availability to open space is disproportionately lower in the Promise Zone, and safety issues in these neighborhoods may restrict access to physical activity, it is believed that pursuing shared use of indoor/outdoor recreational facilities for use during school or non-school hours would increase access to open space and physical activity.","Sierra Health Foundation (SHF) is the Implementation Partner for the Health Action Team, which aligns with the existing Healthy Sacramento Coalition.  SHF will lead the coordination of activities needed to implement Health action team goals and will convene regular meetings, coordinate information flow, develop and update work plans, and provide regular reports of activity to SHRA and other stakeholders.  SHF will coordinate the tracking and reporting of each of the goals and will cooperate with evaluation contractors.  SHF will act as a support partner for the other action teams and will serve on the Implementation Council.  United Way will co-coordinate the implementation of activities and will support SHF in convening meetings, coordinating information, updating work plans and providing activity reports to SHRA.  United Way will track data, participate in evaluation activities, act as a support partner for other action teams, and will serve on the Implementation Council.","Sacramento Housing and Redevelopment Agency, on behalf of the Housing Authority of the City of Sacramento SubGoal 2b","1.\tSource of Funds: Community Transformation Grant, Centers for Disease Control and Prevention \r\nActivity: To increase the capacity among Sacramento’s community and faith-based organizations to engage in the development of shared use agreements.\r\nAmount: $2,000 per recipient\r\nStart and end date:  September 2014 – December 2014\r\nRecipient(s): Always Knocking, Inc., Tao Holistic Wellness Foundation, St. Paul Baptist Church, The Center of Praise Ministries, The Church of the Nazarene, Inc., and Unity of Sacramento Church\r\n\r\n2.\tSource of Funds: Community Transformation Grant, Centers for Disease Control and Prevention \r\nActivity: To support the technical assistance, leadership development and mobilization efforts of nine congregations to develop and implement shared use efforts in Sacramento County.\r\nAmount: $20,000\r\nStart and end date:  September 2014 – December 2014\r\nRecipient: Sacramento Area Congregations Together (ACT) \r\n\r\n3. Source of Funds: United Way\r\nActivity: Fit Kids Project - The Fit Kids project is collaboration between various nonprofits and United Way with a goal to increase the number of adolescent youth in the Healthy Fitness Zone by providing knowledge, skills to address the root causes of obesity.\r\nAmount: $371,511\r\nStart and end date:  Annually\r\nRecipient: Child Abuse Prevention Council, Health Education Council, Sacramento Chinese Community Services Center, YMCA of Superior California\r\n\r\n4. Source of Funds: The California Endowment, Blue Diamond Almonds, Kaiser Permanente, Sacramento County Office of Education, SAMSA\r\nActivity: The Healthy Communities through Healthy Schools program includes support for the Connect Center, a single point of access to district and community health, coverage and wellness resources; support for implementation of a holistic approach to bullying prevention that includes social and emotional learning and increased support for Lesbian, Gay, Bisexual, Transgender and Questioning (LGBTQ) youth advocacy and services, and support for teachers in implementing a comprehensive and standardized physical education program.\r\nAmount: $507,537\r\nStart and end date:  2013-2015\r\nRecipient: Child Abuse Prevention Council, Health Education Council, Sacramento Chinese Community Services Center, YMCA of Superior California\r\n\r\n5. Source of Funds: The California Endowment\r\nActivity: Incorporating school gardens into academic curricula using 5 pilot schools\r\nAmount: $115,000\r\nStart and end date:  5/1/14-4/30/15\r\nRecipient: Soil Born Farms\r\n\r\n6. Source of Funds: The California Endowment\r\nActivity: Improving community health through legal and technical assistance\r\nAmount: $282,000\r\nStart and end date:  8/15/14-8/14/16\r\nRecipient: Legal Services of Northern California\r\n","Type: Grant\r\nActivity:  There are a relatively low number of safe and accessible parks in the Healthy Sacramento Coalition identified focus communities of north and south Sacramento County.  A growing body of research shows that the adoption of active living principles in community design, and the inclusion of safe and accessible parks and green space, whether used alone or as part of a multi-component community intervention, increase community engagement in regular physical activity.  To help address this grant support for projects focused on increasing physical activity or wellness for the community through the shared  use of a faith based and school based facilities would be used to:\r\n•\tDevelop of a community-based strategy and implementation plan.\r\n•\tImplement specific outreach and education strategies to expand shared use agreements in the participating communities.\r\n•\tCollect of data that can be used to (1) assess progress toward the PICH project goal, including the results of any environmental scans and/or resident surveys that may be used, and (2) inform future activities to increase access to safe open spaces in the 15 zip codes. \r\n•\tSupport the engagement of community based organizations, and faith based organizations in gaining demonstrable buy-in support from the faith based organization administration, governing board, or other relevant official, and the partnering community based organization’s administration. \r\n•\tProvide training and technical assistance around joint use practices, and policy development approaches. \r\n•\tSupport the development of at least 5 stand-alone shared use faith-based/ school based organizational policies to allow these entities to establish and convey a goal which consists of impacting community health through joint use of faith based organization facilities.\r\n•\tConvene partners/advisory board on a regular basis to develop a formal shared use agreement between community and faith-based organization to address such areas as program costs, liability, maintenance and operation costs, etc. \r\n•\tSupport the implementation of shared use projects including ensuring that the efforts of the joint use project are incorporated into the formal oversight process of the relevant faith based organizations governing entity’s objectives and initiatives.\r\nEstimated Amount:  $300,000\r\nDate: 6/1/15-5/31/18\r\nRecipient: Healthy Sacramento Coalition\r\n","1.\tSource and type: Sierra Health Foundation conferencing and convening meeting space (in-kind support)\r\nActivity: Convening and hosting meetings related to shared use agreements\r\nStart and end date: September 2014 – ongoing\r\nRecipient: Healthy Sacramento Coalition member organizations involved in advancing shared use agreements in Sacramento County.  \r\n\r\n2.\tSource and type: Sierra Health Foundation (in-kind support) staff time  \r\nActivity: Sierra Health Foundation staff time provided to the Healthy Sacramento Coalition member efforts related to shared use agreements (including: Evaluation Director, Communications and Public Affairs Director, Director of Health Programs, and Program Assistant) \r\nStart and end date: September 2014 – ongoing \r\nRecipient: Healthy Sacramento Coalition member organizations involved in shared use agreement efforts in Sacramento County. \r\n","N/A","Increase the number of shared use agreements between municipalities, school districts and community-based organizations in North and South Sacramento County.","•\tTrack physical activity for residents in the Promise Zone:  This data is available from WalkScore.com\r\n•\tShare information annually with the Promise Zone collaborative\r\n","Build on partnerships with faith-based organizations and churches for shared use agreements. Timeline: Q3/2015-Q1/2016 Milestone: Development of Shared Use Agreements \r\n\r\nPartner with community development organizations to align community development strategies to promote better health outcomes. Timeline: Q3/2015-Q1/2016 Milestone: Development of Alignment Report \r\n\r\nTrain residents to adopt shared use agreements and to encourage the County, the City and the relevant School Board to adopt resolutions supporting shared use agreements. Timeline: Q4/2015-Q4/2017  Milestones: 10 shared use agreements, Resolution to support shared use agreements  \r\n\r\nConvene public agency staff to incorporate best practices regarding shared use into community practice efforts. Timeline: Q4/2015-Q4/2017 Milestone: Survey Data Results in a report\r\n\r\nUtilize research on best practices to develop shared use agreement templates that can be tailored to schools. Timeline: Q4/2015-Q4/2016 Milestone: Shared Use Agreement Te","Expected Outcomes:\nIncrease the number of shared use agreements between municipalities, school districts and community-based organizations in North and South Sacramento County.\nTimeline:\nBuild on partnerships with faith-based organizations and churches for shared use agreements. Timeline: Q3/2015-Q1/2016 Milestone: Development of Shared Use Agreements \r\n\r\nPartner with community development organizations to align community development strategies to promote better health outcomes. Timeline: Q3/2015-Q1/2016 Milestone: Development of Alignment Report \r\n\r\nTrain residents to adopt shared use agreements and to encourage the County, the City and the relevant School Board to adopt resolutions supporting shared use agreements. Timeline: Q4/2015-Q4/2017  Milestones: 10 shared use agreements, Resolution to support shared use agreements  \r\n\r\nConvene public agency staff to incorporate best practices regarding shared use into community practice efforts. Timeline: Q4/2015-Q4/2017 Milestone: Survey Data Results in a report\r\n\r\nUtilize research on best practices to develop shared use agreement templates that can be tailored to schools. Timeline: Q4/2015-Q4/2016 Milestone: Shared Use Agreement Te","N/A"]
[2,"c","Sacramento Housing and Redevelopment Agency, on behalf of the Housing Authority of the City of Sacramento","Sacramento Promise Zone","Sacramento","California","Far West","Other community goal (i.e. Health and wellness, Affordable housing, etc.)","Health and wellness","Promote Healthy Behaviors and Increase Health Interventions ","Implement strategies to translate and integrate known community health interventions into usual clinical care approaches to increase control of high blood pressure and high cholesterol for Promise Zone residents.  ","•\tWorking with 4 local health systems, build on their nascent patient navigator and community health worker (CHW) initiatives to focus them on a high need, high utilization population by integrating CHWs into clinical care teams to better coordinate chronic disease management. [Ongoing]\r\n•\tPartnering with 4 local health systems, SETA and Los Rios Community College District to develop standards for and implement a chronic disease management focused CHW program to include CHWs embedded in the community and stationed at Emergency Departments. [New]\r\n•\tConvene at least 3 multi-sector meetings of local health systems, community clinics, community based organizations, SETA and Los Rios Community College District to refine model for integrating CHWs in the care teams to reduce hospitalizations and Emergency Department visits by 3-10%. [New]\r\n","Implement strategies to translate and integrate known community health interventions into usual clinical care approaches to increase control of high blood pressure and high cholesterol for Promise Zone residents.  \nActivities: \n•\tWorking with 4 local health systems, build on their nascent patient navigator and community health worker (CHW) initiatives to focus them on a high need, high utilization population by integrating CHWs into clinical care teams to better coordinate chronic disease management. [Ongoing]\r\n•\tPartnering with 4 local health systems, SETA and Los Rios Community College District to develop standards for and implement a chronic disease management focused CHW program to include CHWs embedded in the community and stationed at Emergency Departments. [New]\r\n•\tConvene at least 3 multi-sector meetings of local health systems, community clinics, community based organizations, SETA and Los Rios Community College District to refine model for integrating CHWs in the care teams to reduce hospitalizations and Emergency Department visits by 3-10%. [New]\r\n","Hypertension is said to be one of the single biggest predictors of health.  In the neighborhood of Oak Park, which is within the Promise Zone, the community has an ER rate due to hypertension that is twice the state rate (282/100,000 and 172/100,000 respectively). The life expectancy for residents in the Promise Zone is among the lowest in Sacramento County and below the average life-expectancy for the County as a whole (79.5) Increasing the number of health care providers who include outdoor physical activity in their clinical treatment of high blood pressure and of high cholesterol, along with expanding the number of community-based health care professionals, will result in reduction of inactivity and poor nutrition.","Sierra Health Foundation (SHF) is the Implementation Partner for the Health Action Team, which aligns with the existing Healthy Sacramento Coalition.  SHF will lead the coordination of activities needed to implement Health action team goals and will convene regular meetings, coordinate information flow, develop and update work plans, and provide regular reports of activity to SHRA and other stakeholders.  SHF will coordinate the tracking and reporting of each of the goals and will cooperate with evaluation contractors.  SHF will act as a support partner for the other action teams and will serve on the Implementation Council.  United Way will co-coordinate the implementation of activities and will support SHF in convening meetings, coordinating information, updating work plans and providing activity reports to SHRA.  United Way will track data, participate in evaluation activities, act as a support partner for other action teams, and will serve on the Implementation Council.","Sacramento Housing and Redevelopment Agency, on behalf of the Housing Authority of the City of Sacramento SubGoal 2c","1.\tSource of Funds: Department of Health and Human Services und Section 330 of Public Health Services Act\r\nActivity: Federally Qualified Community Health Centers\r\nAmount: Varies\r\nStart and end date:  Ongoing\r\nRecipient: WellSpace, Health for All, Sacramento Native American Health Center\r\n\r\n2.\tSource of Funds: Sierra Health Foundation Grant \r\nActivity: To implement a capacity building plan to strengthen the primary care safety net in the region.\r\nAmount: approximately $300,000 per recipient\r\nStart and end date:  September 2013 – September 2015\r\nRecipient: WellSpace Health, Elica Health Centers, CARES Community Health, and Winters Healthcare Foundation\r\n\r\n3.\tSource of Funds: Grant (Sierra Health Foundation) \r\nActivity: To increase clinic capacity by active participation in the Sacramento Region Safety Net Learning Institute.\r\nAmount: $10,000 per recipient\r\nStart and end date:  January 2014 – December 2015\r\nRecipient(s): Sacramento Native American Health Center, Inc., Health For All, El Dorado County Community Health, Planned Parenthood Mar Monte, CommuniCare Health Centers \r\n\r\n4. Source of Funds: The California Endowment\r\nActivity: Improve access to healthcare\r\nAmount: $200,000\r\nStart and end date:  2/15/14-2/14/16\r\nRecipient: Sacramento Covered\r\n\r\n5. Source of Funds: The California Endowment\r\nActivity: WayFit – To ensure all students in Oak Park elementary school are enrolled in health care and have a medical home.\r\nAmount: $12,000\r\nStart and end date:  7/1/14-6/30/15\r\nRecipient: WayUp Sacramento and Sacramento Covered\r\n\r\n6. Source of Funds: The California Endowment\r\nActivity: Health navigation and improving educational outcomes for Southeast Asians\r\nAmount: $150,000\r\nStart and end date:  6/15/14-6/14/15\r\nRecipient: Hmong Women’s Heritage Association\r\n\r\n7. Source of Funds: The California Endowment\r\nActivity: Health navigation and improving educational outcomes for Latinos\r\nAmount: $124,000\r\nStart and end date:  6/15/14-6/14/15\r\nRecipient: La Familia Counseling Center\r\n\r\n8. Source of Funds: The California Endowment\r\nActivity: Promoting health outcomes for LGBTQ youth\r\nAmount: $25,000\r\nStart and end date:  11/15/14-5/14/15\r\nRecipient: Mental Health America of Northern California\r\n\r\n9. Source of Funds: The California Endowment\r\nActivity: Promoting health outcomes for African American women\r\nAmount: $25,000\r\nStart and end date:  7/1/13-12/31/15\r\nRecipient: Yes2Kollege\r\n\r\n10. Source of Funds: County and State\r\nActivity: California Children’s Services - CCS provides specialized medical care and rehabilitation for children with special health care needs whose families are partially or wholly unable to provide for such services.\r\nAmount: $9,900,172\r\nStart and end date: Annual\r\nRecipient: Sacramento County Public Health Department\r\n\r\n11. Source of Funds: Multiple\r\nActivity: Family & Children’s Services - Child Health & Disability Prevention (CHDP), Health Care Program for Children in Foster Care (HCPCFC), Maternal, Child and Adolescent Health (MCAH), The Black Infant Health and Childhood Lead Poisoning Prevention. Programs address the health and primary needs of infants, foster care children, mothers, children and adolescents, and their families. Investigates cases of lead poisoning and works with providers in the community to increase access to health care for low income children and families. Nurse Family Partnership (NFP) provides case management and care coordination to low income at-risk pregnant/parenting women.\r\nAmount: $6,682,702\r\nStart and end date: Annual\r\nRecipient: Sacramento County Public Health Department\r\n\r\n12. Source of Funds: Varies\r\nActivity: Health Education Unit - Education programs to prevent Sexually Transmitted Disease (STD), HIV, chronic disease, obesity, tobacco use, childhood illness and injury, dental disease prevention and education. Education to promote health and wellness. Education to prevent Chlamydia infections in 15 to 25 year-olds. HIV and Hepatitis C outreach, education, prevention, and testing services throughout the County. Supports five subcontracted community-based organizations for HIV and Hepatitis C prevention in high risk populations.\r\nAmount: $4,958,480\r\nRecipient: Sacramento County Public Health Department\r\n\r\n13. Source of Funds: Varies\r\nActivity: Ryan White HIV/AIDS - Contracts with community based organizations that provide medical, dental, mental health, substance abuse, hospice, and support services for people infected with the Human Immunodeficiency Virus (HIV) or living with Acquired Immunodeficiency Syndrome (AIDS).\r\nAmount: $3,456,848\r\nRecipient: Sacramento County Public Health Department\r\n\r\n14. Source of Funds: Varies\r\nActivity: Communicable Disease Control Epidemiology, and Immunizations - Communicable Disease Control, Epidemiology, and Immunizations: Disease surveillance for over 80 reportable diseases in the State, investigation and containment of disease outbreaks both communicable or environmental. Use of statistical and epidemiological data to identify most pressing health issues in the community and to inform policy makers and programs for the best use of funding. Taking any action necessary to stop any health hazard in the community.  Preventing disease through increased access to immunizations and monitoring immunization rates.\r\nAmount: $3,222,265\r\nRecipient: Sacramento County Public Health Department\r\n\r\n15. Source of Funds: Varies\r\nActivity: Chest Clinic - The Chest Clinic provides Tuberculosis screening, diagnosis and treatment of Tuberculosis infection and disease.  Services include case management, contact investigation and directly observed medication therapy for patients diagnosed with active TB and their contacts.  The Chest Clinic participates in the Homeless Shelter TB Screening Program.\r\nAmount: $3,224,641\r\nRecipient: Sacramento County Public Health Department\r\n","Type: Grant\r\nActivity: Funds to create a Patient Registry with HIE connectivity to Health Plan claims adjudication and utilization data, hospital system admission, discharge and transfer data, lab/pharmacy xml feeds and primary care EMR data.\r\nEstimated Amount: $1M\r\nDate: TBD\r\nRecipient: Capitol Health Network\r\n\r\nType: Grant\r\nActivity: The Healthy Sacramento Coalition is in the process of designing and implementing a small scale model of service delivery/payment improvements/community-health care collaboration that targets Medicaid recipients in Sacramento County aimed at contributing to improved health status, a much more accessible and effective health care system, and reduced costs.  Through the efficient application of state of the art community health navigation, chronic disease management, patient and community education, advocacy, and support the health of targeted Medicaid populations in Sacramento County will be improved.  Grant support will help with the achievement of this through:\r\n•\tAnalyzing and recommending community prevention interventions that promote health and reduce chronic disease.   The contractor will identify approaches that focus on extending linkages between clinic services and community and population-based health initiatives currently underway in Sacramento County. A particular area of focus will be on identifying ways to integrate essential enabling and prevention services from community-based organizations in a seamless continuum of care from the health center into the community. \r\n•\tConducting community education to share information about the model and its anticipated impact in the region. Contractor will work with health center outreach staff to incorporate information about the project into their regular community outreach strategies.   Contractor will also provide education for providers conducted through internal meetings at the health center sites. Medical Directors will be the provided with information to share with providers and encourage their participation.\r\n•\tInclusion of a broad spectrum of community partners and stakeholders in the project implementation. Contractor will organize and support monthly meetings to bring together all project partners to discuss project activities, responsibilities, and timelines. Any challenges encountered during implementation will be discussed and solutions identified during these meetings. In addition, contactor will host town hall meetings to convene Medicaid beneficiaries and community partners to provide updates on the project and obtain input on the project.\r\nEstimated Amount: $700,000\r\nDate: 6/1/15-5/30/19\r\nRecipient: Healthy Sacramento Coalition \r\n","1.\tSource and type: California Department of Managed HealthCare\r\nActivity: To increase collaboration efforts to close the gap between science and practice to improve patient outcomes among medical, pharmacy, and quality improvement directors, as well as thought leaders in evidence-based medicine.  \r\nStart and end date: March 2008 – ongoing \r\nRecipient: Sacramento Right Care Initiative partners and organizations. \r\n\r\n2.\tSource and type: Sierra Health Foundation conferencing and convening meeting space (in-kind support)\r\nActivity: Convening and hosting monthly Right Care Initiative: University of Best Practices meetings \r\nStart and end date:  January 2012 – ongoing \r\nRecipient:  Clinical and community organizations participating in the Right Care Initiative: University of Best Practices \r\n\r\n3. Source and type: California Department of Public Health, with cost-sharing provided by the University.\r\nActivity: Research - Sacramento State has recently undertaken a collaborative partnership with the California Department of Public Health to perform an array of public health survey research activities, including behavioral risk factors, nutrition and obesity, youth and adult tobacco use, and other actions and attitudes that impact health and a range of co-morbidities.\r\nStart and end date: Ongoing\r\nRecipient: Sacramento State\r\n\r\n4. Source and type:  Planned Parenthood – Mar Monte, Teen Success Support Groups \r\nActivity: Teen Success Support Groups: Teen Success is an award-winning program with a 23-year history of supporting pregnant and parenting teens and encouraging them to maintain their family size, complete their education and develop future goals.  Teen Success is a theory-supported group intervention that focuses on developing assets, skills, and resiliency among members through a strong program of education, support, and linkage to clinic services.  It has been successful in delaying a second pregnancy until participants complete their high school, GED or vocational education.  Over the program history, 96% of members have maintained their family size.  Since 2004 when the replication began, 99% have achieved this outcome.  There are three Teen Success Support groups operating within the proposed Promise Zone.\r\nStart and end date: Ongoing\r\nRecipient: Teens living within the Proposed Promise Zone\r\n\r\n5. Source and type:  Planned Parenthood – Mar Monte, Health Centers\r\nActivity: Planned Parenthood Mar Monte operates four Health Centers within the proposed Promise Zone.\r\nStart and end date: Ongoing\r\nRecipient: Women and girls living within the Proposed Promise Zone\r\n","N/A","Increase in the number of health care providers who include outdoor physical activity in their clinical treatment of high blood pressure and of high cholesterol.","•\tTrack number of healthcare providers who include outdoor physical activity in their clinical treatment of high blood pressure and of high cholesterol: This data is available from  Valley Vision’s Hospital System Needs Assessment\r\n\r\n•\tShare information annually with Promise Zone collaborative\r\n","Working with 4 local health systems, build on their nascent patient navigator and CHW initiatives to focus them on high need populations by integrating CHWs into clinical care teams to better coordinate chronic disease management. Timeline Q3/2015-Q3/2017 Milestone: Coordination of CHW activities across health systems.\r\n\r\nPartnering with 4 local health systems, SETA and Los Rios Community College District to implement a chronic disease management focused CHW program to include CHWs embedded in the community and stationed at Emergency Departments. Timeline Q4/2015-Q4/2017 \r\nMilestones: Placement of CHWs in the community and at emergency rooms \r\n\r\nConvene local health systems, community clinics, CBOs, SETA and Los Rios Community College District to refine model for integrating CHWs in the care teams to reduce hospitalizations and Emergency Department visits.  Timeline Q2/2016-Q2/2020 Milestones: Reduction in hospitalizations and ER visits by 3-10% \r\n","Expected Outcomes:\nIncrease in the number of health care providers who include outdoor physical activity in their clinical treatment of high blood pressure and of high cholesterol.\nTimeline:\nWorking with 4 local health systems, build on their nascent patient navigator and CHW initiatives to focus them on high need populations by integrating CHWs into clinical care teams to better coordinate chronic disease management. Timeline Q3/2015-Q3/2017 Milestone: Coordination of CHW activities across health systems.\r\n\r\nPartnering with 4 local health systems, SETA and Los Rios Community College District to implement a chronic disease management focused CHW program to include CHWs embedded in the community and stationed at Emergency Departments. Timeline Q4/2015-Q4/2017 \r\nMilestones: Placement of CHWs in the community and at emergency rooms \r\n\r\nConvene local health systems, community clinics, CBOs, SETA and Los Rios Community College District to refine model for integrating CHWs in the care teams to reduce hospitalizations and Emergency Department visits.  Timeline Q2/2016-Q2/2020 Milestones: Reduction in hospitalizations and ER visits by 3-10% \r\n","N/A"]
[3,"a","Sacramento Housing and Redevelopment Agency, on behalf of the Housing Authority of the City of Sacramento","Sacramento Promise Zone","Sacramento","California","Far West","Increase economic activity",null,"Promote a sustainable economic base: Invest in Building the Promise Zone – Facilitate and promote projects and program initiatives that support economic growth, quality of life, and job creation in key areas of the Promise Zone.","Revitalize commercial corridors within the Promise Zone; each of which is a vital asset and offer tremendous revitalization opportunities, including retail, commercial, and housing.  ","•\tWork with the Property and Business Improvement Districts (PBIDs) and Business Associations (BAs) throughout the Promise Zone to attract investment and redevelopment along commercial corridors by partnering on joint beautification and marketing efforts. [Ongoing]\r\n•\tEncourage PBIDs, BAs and Sacramento Housing and Redevelopment Agency to establish financing and development mechanisms such as bank consortia for Community Development (CD) and Community Reinvestment Act (CRA) lending. [Ongoing]\r\n•\tCreate additional financing tools for micro-businesses within the Promise Zone. [New]\r\n•\tFill retail and service voids along commercial corridors within the Promise Zone by encouraging PBIDs and BAs to focus on retail recruitment programs and services. [Ongoing]\r\n",{"$f":"K67&\"\nActivities: \n\"&L67","v":"Revitalize commercial corridors within the Promise Zone; each of which is a vital asset and offer tremendous revitalization opportunities, including retail, commercial, and housing.  \nActivities: \n•\tWork with the Property and Business Improvement Districts (PBIDs) and Business Associations (BAs) throughout the Promise Zone to attract investment and redevelopment along commercial corridors by partnering on joint beautification and marketing efforts. [Ongoing]\r\n•\tEncourage PBIDs, BAs and Sacramento Housing and Redevelopment Agency to establish financing and development mechanisms such as bank consortia for Community Development (CD) and Community Reinvestment Act (CRA) lending. [Ongoing]\r\n•\tCreate additional financing tools for micro-businesses within the Promise Zone. [New]\r\n•\tFill retail and service voids along commercial corridors within the Promise Zone by encouraging PBIDs and BAs to focus on retail recruitment programs and services. [Ongoing]\r\n"},"With the loss of redevelopment in 2011, many of the most disinvested neighborhoods throughout Sacramento lost their most effective community reinvestment tool.   With a 7.92% vacancy rate in the Promise Zone area, there is opportunity to further develop the commercial corridors within the Promise Zone. The activities mentioned to achieve this subgoal were selected because of the overlapping strategies in both the City of Sacramento and Sacramento County’s current economic development strategic plans which address supporting economic development by finding new funding approaches and increasing the role and capacity for other existing programs or resources in commercial corridors. PBIDs (property-based business improvement districts) are one example of a program that has proven to be successful in helping businesses within these commercial corridors come together to dynamically change the overall vitality of an area. ","California Capital Financial Development Corporation is the Implementation Partner for the Economic Development Action Team.  California Capital will lead the coordination of activities to implement the goals and will convene meetings, coordinate information flow, develop and update work plans, and provide regular reports of activity to other stakeholders.  California Capital will coordinate the tracking of each of the goals and will cooperate with evaluation contractors.  California Capital will act as a support partner for the other action teams and will serve on the Implementation Council.  City of Sacramento and County of Sacramento will support California Capital in convening meetings, coordinating information, updating work plans and providing activity reports.  City of Sacramento and County of Sacramento will participate in evaluation activities, act as a support partner for other action teams, and will serve on the Implementation Council.","Sacramento Housing and Redevelopment Agency, on behalf of the Housing Authority of the City of Sacramento SubGoal 3a","1. Source of Funds: Small Business Administration\r\nActivity: Small Business Development through Women’s Business Center and Procurement Technical Assistance Center\r\nAmount: $125,888\r\nStart and end date: 2014-2015\r\nRecipient: California Capital Financial Development Corporation\r\n\r\n2. Source of Funds: Defense Logistic Agency\r\nActivity: Procurement Technical Assistance Center\r\nAmount: $375,000\r\nStart and end date: 2014-2015\r\nRecipient: California Capital Financial Development Corporation\r\n\r\n3. Source of Funds: GOOD street food + design market\r\nActivity: Monthly pop-up market featuring local designers and food entrepreneurs. \r\nAmount: $30,000\r\nStart and end date: Launched in 2012, Ongoing  \r\nRecipient: Del Paso Boulevard Partnership\r\n\r\n4. Source of Funds: Sacramento Metropolitan Arts Commission\r\nActivity: Public art partnership to produce artworks on buildings along Del Paso Blvd \r\nAmount: $12,500\r\nStart and end date: Launched in 2013, Ongoing \r\nRecipient: local artists, designers, poets\r\n\r\n5. Source of Funds: PBID - Special Assessment to Property Owners within Specified Boundaries\r\nActivity: Litter Abatement, Graffiti Abatement and Miscellaneous Maintenance provided within specified boundaries of the Del Paso Boulevard Partnership district\r\nAmount: $55,000\r\nStart and end date: Ongoing\r\nRecipient: The River District\r\n\r\n6. Source of Funds: PBID - Special Assessment to Property Owners within Specified Boundaries\r\nActivity: Homeless Outreach \r\nAmount: $70,000\r\nStart and end date: Annual\r\nRecipient: The River District\r\n\r\n7. Source of Funds: United Way California Capital Region\r\nActivity: The United Way Financial Stability program works with local nonprofits to provide basic financial literacy/coaching programs.  Additionally United Way is the backbone organization to the Sacramento Bank On Program\r\nAmount: $148,820\r\nStart and end date: Annual\r\nRecipient: Women’s Empowerment, St. Johns Shelter for Women and Children, Opening Doors, Inc., Goodwill Inc.\r\n\r\n8. Source of Funds: City of Sacramento – Economic Development, General Fund\r\nActivity: Invest in Partners - Strengthen Partnerships in Order to Implement City Goals and Leverage Resources; Contract Funding available for Ethnic Chambers for value added economic development tasks.\r\nAmount: $50,000\r\nStart and end date: Varies\r\nRecipient: Ethnic Chambers\r\n\r\n9. Source of Funds: City of Sacramento – Economic Development, General Fund\r\nActivity: Invest in Partners - Strengthen Partnerships in Order to Implement City Goals and Leverage Resources – Contract Funding available to partner organizations such as SACTO, SARTA, NCWTC, and Metro Chamber\r\nAmount: $85,000 \r\nStart and end date: Varies\r\nRecipient: Partner organizations such as SACTO, SARTA, NCWTC, and Metro Chamber\r\n\r\n10. Source of Funds: City of Sacramento\r\nActivity: Medical Innovation Zone (MedZone) – To support a full-time position tasked with business development and to hire a contractor to manage the next phase of the overall design.\r\nAmount: $100,000\r\nStart and end date:  7/1/2014-6/30/2015\r\nRecipient: Nehemiah Community Reinvestment Fund ($75,000) and Economic Planning Systems, Inc. ($25,000)\r\n\r\n11. Source of Funds: The California Wellness Foundation\r\nActivity: Medical Innovation Zone (MedZone) – To support a full-time Community and Economic Development Manager, who will act as the liaison to the K-20 school systems.  \r\nAmount: $30,000\r\nStart and end date:  1/1/15-12/31/15\r\nRecipient: WayUp Sacramento\r\n\r\n12. Source of Funds: City of Sacramento, The California Endowment, Sacramento Regional Transit\r\nActivity: North Franklin Business District Association Community and Economic Development Plan and Strategy – To support the creation of a Community and Economic Development Plan and Strategy which addresses both physical and social infrastructure needs and solutions.  \r\nAmount: $45,000\r\nStart and end date:  To be completed Spring 2015\r\nRecipient: North Franklin Business District Association\r\n\r\n13. Source of Funds: The California Endowment\r\nActivity: Support Economic Development plan for the North Franklin Business District Association (PBID)  \r\nAmount: $10,000\r\nStart and end date:  8/15/14-2/14/15\r\nRecipient: North Franklin Business District Association\r\n","Type: Grant \r\nActivity:  Hire a consultant to attract private investment in the Promise Zone area, especially Del Paso Heights\r\nEstimated Amount: $100,000\r\nDate: TBD\r\nRecipient: City of Sacramento – Economic Development\r\n\r\nType: Grant\r\nActivity:  Funds to hire full-time Community and Economic Development Manager, focusing in the Oak Park Neighborhood\r\nEstimated Amount: $50,000\r\nDate: January 2015\r\nRecipient: WayUp Sacramento\r\n\r\n","1. Source and type: Del Paso Boulevard Partnership, Neighborhood Beautification\r\nActivity: Street Banner Design Contest - Competition for local designers, local design schools, and local businesses to design signage along Del Paso Blvd\r\nStart and end date: Ongoing\r\nRecipient: Del Paso Boulevard Partnership\r\n\r\n2. Source and type: Sacramento County, Economic Development – 6 FTE Economic Development and Marketing Staff\r\nActivity: 2014-2017 Economic Development Implementation Plan\r\nStart and end date: 2014-2014\r\nRecipient: Sacramento County \r\n\r\n3. Source and type: Sacramento County, Comprehensive Marketing and Media Plan\r\nActivity: Comprehensive Marketing and Media Plan – Priority sites in the Promise Zone area, including Capital Commerce Center: Market sites at applicable tradeshows, staff support for incoming tenants, setup meetings with Community Development staff to provide information on required planning, permits, process, etc.\r\nStart and end date: Ongoing\r\nRecipient: Business locating into the proposed Promise Zone\r\n\r\n4. Source and type: Sacramento County, Support for PBIDs\r\nActivity: PBID Support: Staff provides support for the following PBIDs in the Promise Zone area: Florin Road Partnership, Stockton Boulevard Partnership, and North Franklin Business District Association.\r\nStart and end date: Ongoing\r\nRecipient: PBIDs within the proposed Promise Zone\r\n\r\n5. Source and type: Neighborworks, Paint the Town Event\r\nActivity: Paint the Town Event: NeighborWorks brings together residents and volunteers to complete 10-20 exterior home improvement projects (house painting, fence building, landscaping, etc.) in a one-day event in September.\r\nStart and end date: Every September\r\nRecipient: Families living in the proposed Promise Zone\r\n\r\n6. Source and type: Neighborworks, Housing Rehabilitation Work\r\nActivity: Housing Rehabilitation Work: NeighborWorks renovates vacant and abandoned homes and sells them to new homeowners. \r\nStart and end date: Ongoing\r\nRecipient: Families living in the proposed Promise Zone\r\n\r\n7. Source and type: Oak Park Business Association/Stockton Boulevard Partnership, Meeting Space\r\nActivity: In-Kind Meeting space for Promise Zone Activities \r\nStart and end date: Ongoing\r\nRecipient: Stakeholders participating in the Promise Zone initiative\r\n\r\n8. Source and type: City of Sacramento – Economic Development, 1.5FTE working on initiatives in this area\r\nActivity: Del Paso Heights – Commercial Corridor Revitalization Strategy (food desert)\r\nStart and end date: Ongoing\r\nRecipient: Del Paso Heights Stakeholders – Mutual Assistance Network, Greater Sacramento Urban League, Councilmember Warren’s Office, SACOG, Portland University Center for Public Interest and Design\r\n\r\n9. Source and type: Sacramento State - Research\r\nActivity: The Center for the Study of Criminology and Criminal Justice are partnered with the Downtown Sacramento Partnership to analyze crime patterns in the City of Sacramento and the effects of new downtown development to inform solutions to decrease crime rates and improve public safety as part of the urban core’s revitalization.\r\nState and end date: Ongoing\r\nRecipient: Sacramento State\r\n","Type: Volunteers\r\nActivity: Need 10-20 total, part-time volunteers to provide staff support for the Paint the Town Event.\r\nStart and end date: Third Saturday in September\r\nRecipient: NeighborWorks\r\n","•\tIncrease in revitalization of the commercial corridors as evidenced by decreased commercial vacancy rates and increase in public and private investments in the Promise Zone.","•\tTrack commercial vacancy rates in the Promise Zone: This data is available from the City of Sacramento and Sacramento County\r\n•\tTrack public and private investments in the Promise Zone: This data is available from the City of Sacramento and Sacramento County\r\n•\tTrack financing for new business and micro-businesses locating into the Promise Zone: This data is available from the City of Sacramento, County of Sacramento and Small Business Administration.\r\n•\tShare information annually with Promise Zone collaborative\r\n","•\tSecure Federal grant funding by 2017.\r\n•\tDevelop short term (2015-2017), intermediate (2017 -2020) and long term goals (2020-2023) and metrics. \r\n",{"$f":"\"Expected Outcomes:\n\"&U67&\"\nTimeline:\n\"&W67","v":"Expected Outcomes:\n•\tIncrease in revitalization of the commercial corridors as evidenced by decreased commercial vacancy rates and increase in public and private investments in the Promise Zone.\nTimeline:\n•\tSecure Federal grant funding by 2017.\r\n•\tDevelop short term (2015-2017), intermediate (2017 -2020) and long term goals (2020-2023) and metrics. \r\n"},"N/A"]
[3,"b","Sacramento Housing and Redevelopment Agency, on behalf of the Housing Authority of the City of Sacramento","Sacramento Promise Zone","Sacramento","California","Far West","Increase economic activity",null,"Promote a sustainable economic base: Invest in Building the Promise Zone – Facilitate and promote projects and program initiatives that support economic growth, quality of life, and job creation in key areas of the Promise Zone.","Focus resources on key infill and major development projects within the Promise Zone.  A number of key infill and major development projects throughout the Promise Zone contribute to creating jobs, improving the quality of life and building a sustain","•\tIn partnership with the Sacramento Housing and Redevelopment Agency, redevelop three public housing sites: Alder Grove, Marina Vista, and Twin Rivers. [Ongoing]\r\n•\tFacilitate the development of Brownfield sites throughout the Promise Zone by securing additional federal EPA funds. [New]\r\n","Focus resources on key infill and major development projects within the Promise Zone.  A number of key infill and major development projects throughout the Promise Zone contribute to creating jobs, improving the quality of life and building a sustain\nActivities: \n•\tIn partnership with the Sacramento Housing and Redevelopment Agency, redevelop three public housing sites: Alder Grove, Marina Vista, and Twin Rivers. [Ongoing]\r\n•\tFacilitate the development of Brownfield sites throughout the Promise Zone by securing additional federal EPA funds. [New]\r\n","Brownfield redevelopment is an emerging infill strategy that can prove to be successful in an area such as the proposed Promise Zone.  According to the Brownfield Association, “brownfield redevelopment can benefit both private investors and the communities in which they are located.  For the private sector, Brownfield redevelopment can mean new business opportunities, the potential for profit or unused or under-utilized properties, improved community and environmental stewardship, and access to untapped urban markets.  The public improvements in the community’s quality of life, and a reduction in urban sprawl.”  According to a recent report by the California Housing Partnership Corporation, there is a shortfall of 52,935 homes affordable to Sacramento County’s very low-income and extremely low-income households.  And 90% of all very low-income households in Sacramento County pay more than 30% of income in rent (Source: NLIHC Analysis of 2012 PUMS data).  ","California Capital Financial Development Corporation is the Implementation Partner for the Economic Development Action Team.  California Capital will lead the coordination of activities to implement the goals and will convene meetings, coordinate information flow, develop and update work plans, and provide regular reports of activity to other stakeholders.  California Capital will coordinate the tracking of each of the goals and will cooperate with evaluation contractors.  California Capital will act as a support partner for the other action teams and will serve on the Implementation Council.  City of Sacramento and County of Sacramento will support California Capital in convening meetings, coordinating information, updating work plans and providing activity reports.  City of Sacramento and County of Sacramento will participate in evaluation activities, act as a support partner for other action teams, and will serve on the Implementation Council.","Sacramento Housing and Redevelopment Agency, on behalf of the Housing Authority of the City of Sacramento SubGoal 3b","1. Source of Funds: The California Endowment\r\nActivity: Boards and Commissions Leadership Institute and promotion of affordable housing policies\r\nAmount: $120,000\r\nStart and end date:  10/15/14-10/14/15\r\nRecipient: Sacramento Housing Alliance\r\n","Type: Loans/Grants\r\nActivity: Development Funds for Globe Station TOD – Transformation of underutilized and predominantly vacant property formerly owned by the redevelopment agency (7 parcels) and a private property owner (2 parcels) in an area planned by the local jurisdiction as a transit oriented development.\r\nEstimated Amount: TBD\r\nDate: Fall 2015\r\nRecipient: To be formed development partnership\r\n","1. Source and type: Sacramento County, Economic Development – 6 FTE Economic Development and Marketing Staff\r\nActivity: 2014-2017 Economic Development Implementation Plan\r\nStart and end date: 2014-2015\r\nRecipient: Sacramento County \r\n\r\n2. Source and type: Sacramento State – workforce development\r\nActivity: The Department of Public Policy Administration’s Urban Land Development professors are partnered with North State BIA to promote Masters degrees in Urban Land Management to backfill the current void in the Sacramento region’s workforce of specialists in urban revitalization and planning.\r\nStart and end date: Ongoing\r\nRecipient: Sacramento State\r\n","N/A","•\tIncrease in infill and major development projects in the Promise Zone","•\tTrack infill and major development projects in the Promise Zone: This data is available from Sacramento Housing and Redevelopment Agency, the City of Sacramento and Sacramento County\r\n•\tTrack availability and types of housing within the Promise Zone: This data is available from Sacramento Housing and Redevelopment Agency\r\n•\tShare information annually with Promise Zone collaborative\r\n","•\tSecure EPA funds to develop Brownfield sites within the Promise Zone by 2017","Expected Outcomes:\n•\tIncrease in infill and major development projects in the Promise Zone\nTimeline:\n•\tSecure EPA funds to develop Brownfield sites within the Promise Zone by 2017","N/A"]
[3,"c","Sacramento Housing and Redevelopment Agency, on behalf of the Housing Authority of the City of Sacramento","Sacramento Promise Zone","Sacramento","California","Far West","Increase economic activity",null,"Promote a sustainable economic base: Invest in Building the Promise Zone – Facilitate and promote projects and program initiatives that support economic growth, quality of life, and job creation in key areas of the Promise Zone.","Implement and promote policy and planning initiatives that effectively improve business-friendly conditions and processes to encourage further development and investment in the Promise Zone.  ","•\tWork with City and County officials to develop a streamlined development/permit review policy for highly desired development projects within the Promise Zone [Ongoing]\r\n•\tLeverage region’s Farm to Fork identity by promoting development and investment in grocery stores and creating more access to healthy and fresh foods for families residing in the Promise Zone [Ongoing]\r\n","Implement and promote policy and planning initiatives that effectively improve business-friendly conditions and processes to encourage further development and investment in the Promise Zone.  \nActivities: \n•\tWork with City and County officials to develop a streamlined development/permit review policy for highly desired development projects within the Promise Zone [Ongoing]\r\n•\tLeverage region’s Farm to Fork identity by promoting development and investment in grocery stores and creating more access to healthy and fresh foods for families residing in the Promise Zone [Ongoing]\r\n","Thumbtack, in partnership with the Ewing Marion Kauffman Foundation released the results of its 3rd annual Thumbtack.com Small Business Friendliness Survey in which small business owners gave California an “F” rating in overall business-friendliness with Sacramento as one of the three worst-performing cities as rated by small business owners.  By streamlining the development and permit review process, the Promise Zone strategy removes red tape and other barriers to attracting business into the Promise Zone area.  One area gaining traction in the region is Sacramento’s farm to fork movement.  There are over 50,000 farm-related jobs in the Sacramento Valley and Sacramento is home to the largest “Certified Farmers’ Market” in California and offers the most ethnically diversified market in both produce and customer demographics.  Leveraging the farm-to-fork activities and existing programs make the Promise Zone well-positioned to take advantage of the slow food movement.  ","California Capital Financial Development Corporation is the Implementation Partner for the Economic Development Action Team.  California Capital will lead the coordination of activities to implement the goals and will convene meetings, coordinate information flow, develop and update work plans, and provide regular reports of activity to other stakeholders.  California Capital will coordinate the tracking of each of the goals and will cooperate with evaluation contractors.  California Capital will act as a support partner for the other action teams and will serve on the Implementation Council.  City of Sacramento and County of Sacramento will support California Capital in convening meetings, coordinating information, updating work plans and providing activity reports.  City of Sacramento and County of Sacramento will participate in evaluation activities, act as a support partner for other action teams, and will serve on the Implementation Council.","Sacramento Housing and Redevelopment Agency, on behalf of the Housing Authority of the City of Sacramento SubGoal 3c","1. Source of Funds: The California Endowment\r\nActivity: Improving access to healthy foods\r\nAmount: $614,000\r\nStart and end date: 10/1/14-9/30/16  \r\nRecipient: Soil Born Farms, Sacramento Food Bank, Ubuntu Green and Alchemist CDC\r\n","N/A","1. Source and type: Sacramento County, Economic Development – 6 FTE Economic Development and Marketing Staff\r\nActivity: 2014-2017 Economic Development Implementation Plan\r\nStart and end date: 2014-2014\r\nRecipient: Sacramento County \r\n\r\n2. Source and type: Sacramento County, Urban Agriculture Incentives\r\nActivity: Urban Agriculture: Staff is evaluating urban agriculture ordinance as well as an incentive zone, which would include the Promise Zone area.   \r\nStart and end date: TBD\r\nRecipient: Urban Farmers in the proposed Promise Zone \r\n\r\n3. Source and type: NeighborWorks, Oak Park Farmers Market\r\nActivity: Oak Park Farmer’s Market: NeighborWorks provides access to locally grown food to residents of Oak Park and surrounding communities each Saturday from May through October.  The Farmer’s Market accepts WIC and EBT and provides a dollar for dollar match as an EBT purchase incentive.   \r\nStart and end date: Annually – May - October\r\nRecipient: Families living in the proposed Promise Zone \r\n\r\n4. Source and type: NeighborWorks, Oak Park Crop Swap\r\nActivity: Oak Park Crop Swap: NeighborWorks provides support for residents to meet weekly in the summer to swap home-grown produce and listen to presentations on gardening topics.  NeighborWorks also hosts an annual garden tour in Oak Park, hosts potlucks, and other neighborhood events.   \r\nStart and end date: Annually – Summer Season\r\nRecipient: Families living in the proposed Promise Zone\r\n","Type: Volunteers\r\nActivity: Need 5-10 total, part-time volunteers to provide staff support for the Farmer’s Market\r\nStart and end date: Every Saturday morning from May through October\r\nRecipient: NeighborWorks\r\n","•\tIncrease in approved project permits, with shorter wait times, within the Promise Zone.\r\n•\tIncrease in policies that promote access to healthy foods within the Promise Zone. \r\n","•\tTrack number of project permits and wait times, within the Promise Zone: This data is available from the City of Sacramento and County of Sacramento \r\n•\tTrack grocery stores, farmers markets, home gardens within the Promise Zone: This data is available from the Sacramento Region Food System Collaborative\r\n•\tShare information annually with Promise Zone collaborative\r\n","•\tSecure Federal grant funding by 2017.\r\n•\tDevelop short term (2015-2017), intermediate (2017 -2020) and long term goals (2020-2023) and metrics. \r\n","Expected Outcomes:\n•\tIncrease in approved project permits, with shorter wait times, within the Promise Zone.\r\n•\tIncrease in policies that promote access to healthy foods within the Promise Zone. \r\n\nTimeline:\n•\tSecure Federal grant funding by 2017.\r\n•\tDevelop short term (2015-2017), intermediate (2017 -2020) and long term goals (2020-2023) and metrics. \r\n","N/A"]
[4,"a","Sacramento Housing and Redevelopment Agency, on behalf of the Housing Authority of the City of Sacramento","Sacramento Promise Zone","Sacramento","California","Far West","Improve educational opportunities",null,"Increase educational opportunities for all Promise Zone students along the education spectrum – from PreK to higher education.  ","Increase third grade reading proficiency by focusing on early learning programs and results-based interventions like City Year.  Only 37% of third graders are reading at grade level in Sacramento.  ","•\tPromote Headstart programs and services to families living in the Promise Zone [Ongoing]\r\n•\tScale programs like United Way’s STAR Readers program to other parts of the Promise Zone [ongoing]\r\n•\tImplement the Reservations for College Community Program (RFCCP) designed to address the academic achievement gap that persist between Black and Latino students, and their White counterparts in K-12. RFCCP also focuses on increasing the number of minority and low income students who complete the A-G curriculum and are eligible to attend the University of California or a California State University upon completion of high school.  [new]\r\n","Increase third grade reading proficiency by focusing on early learning programs and results-based interventions like City Year.  Only 37% of third graders are reading at grade level in Sacramento.  \nActivities: \n•\tPromote Headstart programs and services to families living in the Promise Zone [Ongoing]\r\n•\tScale programs like United Way’s STAR Readers program to other parts of the Promise Zone [ongoing]\r\n•\tImplement the Reservations for College Community Program (RFCCP) designed to address the academic achievement gap that persist between Black and Latino students, and their White counterparts in K-12. RFCCP also focuses on increasing the number of minority and low income students who complete the A-G curriculum and are eligible to attend the University of California or a California State University upon completion of high school.  [new]\r\n","In 2011, Sacramento County was home to roughly 40,026 children ages 3 and 4.  More than half (21,709) were not enrolled in preschool.  More than 28% of the kindergartners begin their educational journey with limited English proficiency, compared with 22.7% just 13 years ago. Additionally, the number of children who are Dual Language Learners (DLLs) is increasing.  The number of DLLs in grades 1-8 makes up 19% of the total student population for those same grades.  Recent research also reveals that only 14% of Black and 18% of Latino males are proficient in reading by fourth grade (NAEP, 2013).   According to the article “Lessons Learned: A Review of Early Childhood Development Studies” written by Burr and Grunewald in 2006, Economist James Heckman has determined that early investment in a child produces a rate of return of 7% to 20% in the form of higher earnings and tax payments by children and parents, reduced use of welfare, and the creation of a larger more qualified workforce.  ","UCD is the Implementation Partner for the Education Action Team.  UCD will lead the coordination of activities needed to implement Education action team goals and will convene regular meetings, coordinate information flow, develop and update work plans, and provide regular reports of activity to SHRA and other stakeholders.  UCD will coordinate the tracking and reporting of each of the goals and will cooperate with evaluation contractors.  UCD will act as a support partner for the other action teams and will serve on the Implementation Council.  United Way and TRUSD will co-coordinate the implementation of activities and will support UCD in convening meetings, coordinating information, updating work plans and providing activity reports to SHRA.  United Way and TRUSD will track data, participate in evaluation activities, act as a support partner for other action teams, and will serve on the Implementation Council.","Sacramento Housing and Redevelopment Agency, on behalf of the Housing Authority of the City of Sacramento SubGoal 4a","1. Source of Funds: 21st Century Community Learning Center, ASSETS and ASES grants and Packard Foundation\r\nActivity: Out of School Time programs – Before and after school programs and summer programs\r\nAmount: $11,543,280\r\nStart and end date: 2014-2015 School Year\r\nRecipient: Sacramento City Unified School District\r\n\r\n2. Source of Funds:  California Department of Education \r\nActivity: Education support for homeless students by providing service to students and families living in shelters\r\nAmount: $113,179\r\nStart and End Date: 2014-2015 School year\r\nRecipient: Sacramento City Unified School District\r\n\r\n3. Source of Funds: School Improvement Grant (federal grant through CDE)\r\nActivity: School Turnaround – Oak Ridge Elementary.  This funding expands the school day by 45 minutes, increasing the time spent in core academics, student enrichment and teacher planning/collaboration.  The grant has enhanced all aspects of Oak Ridge’s transformation efforts.\r\nAmount:  $4.6M\r\nStart and End Date: 2012-2015\r\nRecipient: Sacramento City Unified School District\r\n\r\n4. Source of Funds: The California Endowment\r\nActivity: Improve outcomes for foster and low income youth by providing input on SCUSD’s Local Control Accountability Plan\r\nAmount:  $100,000\r\nStart and End Date: 6/15/14-6/14/2015\r\nRecipient: Sacramento City Unified School District, People Reaching Out and UC Davis KRESS Center\r\n\r\n5. Source of Funds: The California Endowment\r\nActivity: Develop strategies to reduce chronic absence in SCUSD\r\nAmount:  $69,000\r\nStart and End Date: 8/15/14-8/14/15\r\nRecipient: Community Link\r\n","Type: Grant \r\nActivity:  Develop curriculum for the Reservations to College Community Program\r\nEstimated Amount:  $100,000\r\nDate: 1/1/2015-12/31/2015\r\nRecipient:  Office of Campus Community Relations, University of California, Davis \r\n\r\nType: Grant\r\nActivity:  Student Parent Academic Resource Campaign (SPARC) is a series of activities, workshops and information sessions designed to increase the intellectual, cultural and personal development of both students and parents \r\nEstimated Amount: $75,000\r\nDate: 2015-2016\r\nRecipient:  Urban Advocates and Achievers\r\n\r\nType: Grant\r\nActivity: Virtual Online Classroom and Tutoring – An interactive and collaborative online classroom experience to support both the standard classroom and RFCCP curriculum.\r\nEstimated Amount: $250,000\r\nDate: 2015-2016\r\nRecipient:  University of California, Davis\r\n\r\nType: Grant\r\nActivity: Develop a series of Professional Development Workshops and Training for Teachers in the RFCCP.\r\nEstimated Amount:  $125,000\r\nDate: 2015-2016\r\nRecipient:  University of California, Davis\r\n","1. Source and type: Sacramento State – In-Kind Program \r\nActivity: Sacramento State’s Educational Opportunity Program improves access and retention of low-income, first-generation college students by providing academic advising, personal counseling, tutoring and a grant for eligible students.  \r\nStart and end date: Ongoing\r\nRecipient: Sacramento State students living in the Promise Zone area\r\n\r\n2. Source and type:  University of California, Davis – In Kind Program\r\nActivity: UC Davis Early Academic Outreach Program (EAOP) helps students at underserved schools prepare for college and the work force, complete all UC/CSU admission requirements, and apply for college and financial aid. EAOP also guides families by showing them how to navigate complex college preparation, college application, and financial aid processes.\r\nStart and end date:  Ongoing\r\nRecipient:  Students interested in UC Davis living in the Promise Zone area and beyond\r\n\r\n3. Source and type:  University of California – In Kind Program\r\nActivity: UC Davis, Kinders Go To College (KG2C) is an annual day-long event which brings together a broad spectrum of students, from kindergarteners to UC Davis graduate students for a day fun and learning about career and educational options. Kindergarten participants are paired with eighth grade mentors who guide them through various workshops and activities facilitated by high school, community college, and university students and faculty.\r\nStart and end date:  Ongoing\r\nRecipients:  Kindergarteners and eighth graders in the Promise Zone area and beyond     \r\n","Type:  Community Volunteers\r\nActivity:  Volunteers to serve as mentors and chaperones for visits to community educational sites   \r\nStart and end date:  Ongoing\r\nRecipient:  K-12 students in the Promise Zone area\r\n","•\tIncrease in third grade reading proficiency among students living in the Promise Zone.\r\n•\tIncrease in the number of Headstart and Early Headstart programs operating in the Promise Zone.\r\n•\tIncrease in the number of STAR Readers programs operating in the Promise Zone.\r\n•\tDecrease the academic achievement gap between Black and Latino students and their White counter parts.\r\n•\tIncrease the number of students who remain on track to complete the A-G curriculum and attend college.  \r\n","•\tTrack third grade reading proficiency for schools within the Promise Zone: This data is available through Sacramento City Unified School District and Twin Rivers Unified School District.\r\n•\tTrack number of Headstart and Early Headstart programs operating in the Promise Zone: This data is available through the Sacramento Employment and Training Agency.\r\n•\tTrack the number of STAR Readers programs operating within the Promise Zone: This data is available through the United Way California Capital Region.\r\n•\tTrack the academic performance of Black and Latino students within the Promise Zone.  This data is also available through the Sacramento and Twin Rivers Unified School Districts.\r\n•\tTrack the number of students (from third grade in the Promise Zone)) who remain on track to complete the A-G curriculum and remain eligible to attend a four year university upon completion of high school. The Sacramento and Twin Rivers School Districts will have this data.  \r\n","•\tHire an early childhood liaison for the Promise Zone by 2016-2017 school year.\r\n•\tSecure Federal grant funding by 2017.\r\n•\tDevelop a community partnership advisory board to support these initiatives by 2015-2016\r\n•\tDevelop short term (2015-2017), intermediate (2017 -2020) and long term goals (2020-2023) and metrics \r\n","Expected Outcomes:\n•\tIncrease in third grade reading proficiency among students living in the Promise Zone.\r\n•\tIncrease in the number of Headstart and Early Headstart programs operating in the Promise Zone.\r\n•\tIncrease in the number of STAR Readers programs operating in the Promise Zone.\r\n•\tDecrease the academic achievement gap between Black and Latino students and their White counter parts.\r\n•\tIncrease the number of students who remain on track to complete the A-G curriculum and attend college.  \r\n\nTimeline:\n•\tHire an early childhood liaison for the Promise Zone by 2016-2017 school year.\r\n•\tSecure Federal grant funding by 2017.\r\n•\tDevelop a community partnership advisory board to support these initiatives by 2015-2016\r\n•\tDevelop short term (2015-2017), intermediate (2017 -2020) and long term goals (2020-2023) and metrics \r\n","N/A"]
[4,"b","Sacramento Housing and Redevelopment Agency, on behalf of the Housing Authority of the City of Sacramento","Sacramento Promise Zone","Sacramento","California","Far West","Improve educational opportunities",null,"Increase educational opportunities for all Promise Zone students along the education spectrum – from PreK to higher education.  ","Improve retention rates by increasing basic skills competencies in reading, writing, and math to improve student preparedness for degree, certificate courses, and employment.","•\tExpand GED and high school completion opportunities for students within the Promise Zone. [Ongoing]\r\n•\tIncrease occupational skills training and career pathways programs in the Promise Zone. [Ongoing]\r\n•\tSupport tutoring and mentoring program for students in the Promise Zone. [Ongoing]\r\n•\tRaising K-12 student achievement levels generally and addressing barriers to educational equity. [Ongoing]\r\n•\tEnhancing academic opportunities to engage in activities related to Science, Technology, Engineering and Mathematics in the Promise Zone.[New] \r\n•\tIncrease training and professional development opportunities for teachers to work with students to both improve basic skills competencies and to motivate students to counteract psychological barriers aspire to excel in their academic endeavors. [Ongoing]\r\n\r\n","Improve retention rates by increasing basic skills competencies in reading, writing, and math to improve student preparedness for degree, certificate courses, and employment.\nActivities: \n•\tExpand GED and high school completion opportunities for students within the Promise Zone. [Ongoing]\r\n•\tIncrease occupational skills training and career pathways programs in the Promise Zone. [Ongoing]\r\n•\tSupport tutoring and mentoring program for students in the Promise Zone. [Ongoing]\r\n•\tRaising K-12 student achievement levels generally and addressing barriers to educational equity. [Ongoing]\r\n•\tEnhancing academic opportunities to engage in activities related to Science, Technology, Engineering and Mathematics in the Promise Zone.[New] \r\n•\tIncrease training and professional development opportunities for teachers to work with students to both improve basic skills competencies and to motivate students to counteract psychological barriers aspire to excel in their academic endeavors. [Ongoing]\r\n\r\n","California is struggling to keep up with the increasing demand for a skilled workforce especially in the area of STEM and the insufficient preparation of students of color is a major challenge. In the Promise Zone, over 30% of residents have less than a High School Diploma versus 14.4% in the County.  Furthermore, the disparities in employment, health, economic opportunities and educational funding further negatively impact the performance of students in critical ways.  In order to address these disparities, we are proposing a developed and coordinated systemic effort across the various sectors of the educational pipeline to reverse the current trends.  According to the Level Playing Field Institute, to accomplish this we must acknowledge the importance of tapping an underutilized pool of potential talent for both economic growth in the state and the country and develop initiatives that will enable all of our students to reach their full potential.            ","UCD is the Implementation Partner for the Education Action Team.  UCD will lead the coordination of activities needed to implement Education action team goals and will convene regular meetings, coordinate information flow, develop and update work plans, and provide regular reports of activity to SHRA and other stakeholders.  UCD will coordinate the tracking and reporting of each of the goals and will cooperate with evaluation contractors.  UCD will act as a support partner for the other action teams and will serve on the Implementation Council.  United Way and TRUSD will co-coordinate the implementation of activities and will support UCD in convening meetings, coordinating information, updating work plans and providing activity reports to SHRA.  United Way and TRUSD will track data, participate in evaluation activities, act as a support partner for other action teams, and will serve on the Implementation Council.","Sacramento Housing and Redevelopment Agency, on behalf of the Housing Authority of the City of Sacramento SubGoal 4b","1. Source of Funds: Workforce Investment Act Youth Program\r\nActivity: WIA Youth Program – Universal Youth Services at Job Training Centers, In-School Youth and Out-of-School Youth.  Youth services target low-income, disadvantaged youth\r\nAmount: $2,000,000\r\nStart and end date:  July 1, 2015 – June 30, 2016\r\nRecipient: Sacramento and Employment Training Agency\r\n\r\n2. Source of Funds: Career Pathways Trust\r\nActivity: Career Pathways programs for youth.  SETA is partnering with Sacramento City and Elk Grove Unified School Districts and the Los Rios Community Colleges to develop career pathway programs to prepare youth for high demand sectors in the region.\r\nAmount: $275,000\r\nStart and end date:  July 1, 2014 – June 30, 2016\r\nRecipient: Sacramento and Employment Training Agency\r\n","Type: Grant\r\nActivity: Hire an Outreach Coordinator for Promise Zone\r\nEstimated Amount: 40,000\r\nDate: 1/1/2016\t\r\nRecipient: UC Davis\r\n","N/A","Type:  Student, Faculty and Community Volunteers\r\nActivity: Tutoring, Mentoring,  Peer-Advising,  Staffing Educational Events and Activities\r\nStart and end date:  Ongoing\r\nRecipient:  Students in the Promise Zone area\r\n","•\tDecrease in the number of high school dropouts for students in the Promise Zone\r\n•\tIncrease in number of students enrolled in certificate programs\r\n•\tIncrease in number of students enrolled in higher education\r\n","•\tNumber of Promise Zone students enrolled in certificate programs\r\n•\tNumber of Promise Zone students enrolled in higher education\r\n•\tNumber of employed working age students\r\n•\tShare information annually with Promise Zone collaborative\r\n","•\tHire an Academic Outreach Coordinator for the Promise Zones by 2016-2017 school year.\r\n•\tDevelop short term (2015-2017), Intermediate (2017-2020) and long term goals (2020-2023) and metrics \r\n","Expected Outcomes:\n•\tDecrease in the number of high school dropouts for students in the Promise Zone\r\n•\tIncrease in number of students enrolled in certificate programs\r\n•\tIncrease in number of students enrolled in higher education\r\n\nTimeline:\n•\tHire an Academic Outreach Coordinator for the Promise Zones by 2016-2017 school year.\r\n•\tDevelop short term (2015-2017), Intermediate (2017-2020) and long term goals (2020-2023) and metrics \r\n","N/A"]
[4,"c","Sacramento Housing and Redevelopment Agency, on behalf of the Housing Authority of the City of Sacramento","Sacramento Promise Zone","Sacramento","California","Far West","Improve educational opportunities",null,"Increase educational opportunities for all Promise Zone students along the education spectrum – from PreK to higher education.  ","Support and improve college and career readiness programs.  Over 30% of residents in the Promise Zone have less than a High School Diploma versus 14.4% in the County.  ","•\tIncrease college readiness of high school students by aligning curricula, expectations, and standards focused on reducing the number of high school graduates who need to take remedial courses via the Sacramento Pathway to Success Program. [Ongoing]\r\n•\tIncrease access to rigorous and Advanced Placement courses, especially in mathematics and science. [Ongoing]\r\n•\tExpand programs that develop early interest and counteract psychological barriers to STEM fields among underrepresented students. [Ongoing]\r\n•\tExpand STEM acceleration and pre-college bridge programs [Ongoing] \r\n","Support and improve college and career readiness programs.  Over 30% of residents in the Promise Zone have less than a High School Diploma versus 14.4% in the County.  \nActivities: \n•\tIncrease college readiness of high school students by aligning curricula, expectations, and standards focused on reducing the number of high school graduates who need to take remedial courses via the Sacramento Pathway to Success Program. [Ongoing]\r\n•\tIncrease access to rigorous and Advanced Placement courses, especially in mathematics and science. [Ongoing]\r\n•\tExpand programs that develop early interest and counteract psychological barriers to STEM fields among underrepresented students. [Ongoing]\r\n•\tExpand STEM acceleration and pre-college bridge programs [Ongoing] \r\n","Economists predict that by 2020, California will be more than one million degree holders shorter of meeting the workforce needs of its businesses.  According to the Center for Community College Student Engagement report Entitled “A matter of degrees: Practices to pathways” produced in 2014, “A pathway is ‘a highly structured, coherent educational experience that is built around and through an area of study’ (AACC, 2104, p.11).  Through intentional design, pathways incorporate engagement into a rational, research-based experience for every student.  In this way, effective pathways can guide students to completion – and to success.”  The Sacramento Pathway to Success Program is a k-12 and post secondary educational partnership designed to provide students and their families with a local educational pathway through College to Career.  The current collaborative partners include: Sacramento City Unified School District, Sacramento City College, and California State University, Sacramento.  ","UCD is the Implementation Partner for the Education Action Team.  UCD will lead the coordination of activities needed to implement Education action team goals and will convene regular meetings, coordinate information flow, develop and update work plans, and provide regular reports of activity to SHRA and other stakeholders.  UCD  will coordinate the tracking and reporting of each of the goals and will cooperate with evaluation contractors.  UCD will act as a support partner for the other action teams and will serve on the Implementation Council.  United Way and TRUSD will co-coordinate the implementation of activities and will support UCD in convening meetings, coordinating information, updating work plans and providing activity reports to SHRA.  United Way and TRUSD will track data, participate in evaluation activities, act as a support partner for other action teams, and will serve on the Implementation Council.","Sacramento Housing and Redevelopment Agency, on behalf of the Housing Authority of the City of Sacramento SubGoal 4c","1. Source of Funds: California Pathways Trust Grant\r\nActivity: Linked Learning – This program supports college and career-ready students by bringing a rigorous, integrated academic core together with relevant industry-themed content, within the context of a high school education for all students.\r\nAmount: $2.5M\r\nStart and end date: 2014-2018\r\nRecipient: Sacramento City Unified School District\r\n\r\n2. Source of Funds: NoVo Foundation and The California Endowment\r\nActivity: Social and Emotional Learning – Sacramento City Unified School District’s vision/mission of social and emotional learning (SEL) is that all students [and staff] are self and socially aware, and demonstrate self-management, relationship skills and responsible decision-making.  To support these five competencies, schools create and maintain a positive climate through the intentional instruction and modeling of the five SEI competencies.  By teaching these skills, students are more successful in school, college and career ready, and contribute positively to society.\r\nAmount: $300,000\r\nStart and end date: 1/1/2015-12/31/2015\r\nRecipient: Sacramento City Unified School District\r\n","Type: Grant\r\nActivity: STEM Program implemented in Promise Zone schools\r\nEstimated Amount: $75,000\r\nDate: 1/1/2016\r\nRecipient: UC Davis\r\n\r\nType: Grant\r\nActivity: Sacramento Pathways to Success Program\r\nEstimated Amount: $100,000\r\nDate: 1/1/2016\r\nRecipient: Sacramento State\r\n\r\n","1. Source and type: University of California, Davis - In Kind\r\nActivity: Summer Math and Science Honors Academy (SMASH) is a four –week cohort –based summer academy that introduces university STEM related majors to high achieving secondary school students from economically disadvantaged communities. The goal is to increase the visibility of university-related STEM majors to prospective high achieving low-income and first-generation students.\r\nStart and end date:  Pilot expected to start in summer 2015 \r\nRecipient:  High achieving secondary school students from economically disadvantaged communities\r\n\r\n2. Source and type:  University of California, Davis\r\nActivity: Capitol Mathematics Engineering Science Achievement (MESA) is an intersegmental collaboration with MESA programs in local community colleges, CSUs and UC Davis that collectively works to provide academic and advising support to low income and first generation K-12 students in preparation for college admission to selective STEM related majors. UC Davis is working to expand the MESA program to six additional high schools and four middle schools that are at the lower quintile of the Academic Performing Index (API) in the Sacramento area.\r\nStart and end date:  Ongoing\r\nRecipient:   low income, first generation K-12 students in the Promise Zone and beyond   \r\n","N/A","Increase in the number of career readiness programs and enhanced coordination of college readiness programs with local high schools and elementary schools within the Promise Zone.","•\tNumber of students participating in college readiness programs: This data is available through the Sacramento Pathway to Success Program.\r\n•\tNumber of students participating in MESA in the Promise Zone: This information is available through Capitol MESA at UC Davis\r\n•\tNumber of students participating in SMASH from the Promise Zone: This information is available through UC Davis\r\n•\tShare information annually with Promise Zone collaborative\r\n","•\tSecure Federal grant funding by 2017.\r\n•\tDevelop short term (2015-2017), intermediate (2017 -2020) and long term goals (2020-2023) and metrics \r\n","Expected Outcomes:\nIncrease in the number of career readiness programs and enhanced coordination of college readiness programs with local high schools and elementary schools within the Promise Zone.\nTimeline:\n•\tSecure Federal grant funding by 2017.\r\n•\tDevelop short term (2015-2017), intermediate (2017 -2020) and long term goals (2020-2023) and metrics \r\n","N/A"]
[5,"a","Sacramento Housing and Redevelopment Agency, on behalf of the Housing Authority of the City of Sacramento","Sacramento Promise Zone","Sacramento","California","Far West","Other community goal (i.e. Health and wellness, Affordable housing, etc.)","Sustainable communities ","Promote a sustainably built community: Facilitate neighborhood revitalization by creating destinations that are desirable for both living and working.","Strengthen community capacity to address gang involvement and create safe neighborhoods, especially for boys and men of color residing in the Promise Zone.","•\tSupport and expand the Men’s Leadership Academy in schools and youth groups within the Promise Zone [Ongoing]\r\n•\tDevelop restorative justice options for juvenile offenders within the Promise Zone [Ongoing]\r\n•\tCoordinate a strategy with the Sacramento County Probation Department for the reentry of formerly incarcerated youth and young adults reintegrating into the Promise Zone [Ongoing]\r\n","Strengthen community capacity to address gang involvement and create safe neighborhoods, especially for boys and men of color residing in the Promise Zone.\nActivities: \n•\tSupport and expand the Men’s Leadership Academy in schools and youth groups within the Promise Zone [Ongoing]\r\n•\tDevelop restorative justice options for juvenile offenders within the Promise Zone [Ongoing]\r\n•\tCoordinate a strategy with the Sacramento County Probation Department for the reentry of formerly incarcerated youth and young adults reintegrating into the Promise Zone [Ongoing]\r\n","In December 2010, two people lost their lives while five others were wounded during a gang related shooting in a strip mall near a local barber shop within the Promise Zone.  One of the victims was a 30 year old woman – an innocent bystander caught between gang gunfire, killed while protecting her two year old son.  Nationally-recognized programs like Ceasefire, were brought to Sacramento by Sacramento ACT and are a proved best practice in reducing gang violence.  The Men’s Leadership Academy (MLA) is a program implemented by Sacramento City Unified School District which is designed to combat the school to prison pipeline and empowers young, male students of color.  MLA has shown impact in curtailing attendance drops and chronic absenteeism.  Students participating in the MLA have also participated in advocacy efforts and contributed to the adoption of a new Positive School Discipline policy in line with restorative justice practices. ","SHRA is the Implementation Partner for the Sustainably Built Community Action Team.  SHRA will lead the coordination of activities needed to implement the action team goals and will convene meetings, coordinate information flow, develop and update work plans, and provide regular reports of activity to other stakeholders.  SHRA will coordinate the tracking and reporting of each of the goals and will cooperate with evaluation contractors.  SHRA will act as a support partner for the other action teams and will serve on the Implementation Council.  City of Sacramento, County of Sacramento and Sacramento ACT will co-coordinate the implementation of activities and will support SHRA in convening meetings, coordinating information, updating work plans and providing activity reports.  City of Sacramento, County of Sacramento and Sacramento ACT will track data, participate in evaluation activities, act as a support partner for other action teams, and will serve on the Implementation Council.","Sacramento Housing and Redevelopment Agency, on behalf of the Housing Authority of the City of Sacramento SubGoal 5a","1. Source of Funds: The California Endowment\r\nActivity: Men’s Leadership Academy – The MLA program is designed to empower young men, particularly those of color, to become lifelong learners and globally competitive leaders by equipping them with the tools and skills to be resilient, responsible and respectful men.  The MLA is a program centered on a class offered during the school day (and for elective credit).  The target audience for the MLA is boys in grades 9-12 who have multiple risk factors, including low attendance, low academic performance and high suspension rates. \r\nAmount: $50,000\r\nStart and end date: 1/1/2015-12/31/2015\r\nRecipient: Sacramento City Unified School District\r\n\r\n2. Source of Funds: The California Endowment\r\nActivity: Implement policies that improve mental health in Sacramento County \r\nAmount: $150,000\r\nStart and end date: 7/1/2013-10/31/2015\r\nRecipient: Sierra Health Foundation\r\n","N/A","1. Source and type: Sacramento State - Research\r\nActivity: The Center for the Study of Criminology and Criminal Justice serves is consulting with the Eastern District Attorney General's office and federal, state, and local law enforcement agencies on such subjects as crime analysis, developing large datasets for analysis processes, and successful crime reduction programs as part of the Smart On Crime initiative.  \r\nStart and end date: Ongoing\r\nRecipient: Sacramento State\r\n\r\n2. Source and type: Sacramento County, 1 Probation Officer\r\nActivity: Enforcement Activities - Avenues Task Force: Joint partnership/coalition of Sheriff’s Department (POP), Probation Department, Code Enforcement, Waste Management, District Attorney and the Board of Supervisors to reduce crime, blight and promote a safe living environment for the residents, create an attractive environment for business, and improve quality of life in the area.\r\nStart and end date: January 2014 - ongoing\r\nRecipient: Residents living in the proposed Promise Zone area\r\n\r\n3. Source and Type: Sacramento County, 1 Probation Officer\r\nActivity: COPPS: Monthly meetings with several County agencies to address blight and crime issues in the targeted area. A larger area but includes the “Promise Zone” designated area.\r\nStart and End Date: On going\r\nRecipient: Residents living in the proposed Promise Zone area\r\n\r\n4. Source and Type: Sacramento County, 1 Probation Officer\r\nActivity: Problem Oriented Policing: On-going projects and follow-up investigations from Patrol Services, investigations and community tip line.\r\nStart and End Date: On going\r\nRecipient: Residents living in the proposed Promise Zone area\r\n","N/A","•\tIncrease gang-reduction and youth development programs and activities within the Promise Zone, especially for boys and men of color.","•\tTrack number of gang-reduction and youth development programs and activities in the Promise Zone:  This data is available from school districts will be collected from Promise Zone partners.\r\n•\tShare information annually with the Promise Zone collaborative\r\n","Support and expand the Men’s Leadership Academy in schools and youth groups within the Promise Zone. Timeline: Q3/2015-Q3/2016; Milestones: Increased number of MLA programs within the Promise Zone\r\n\r\nDevelop restorative justice options for juvenile offenders within the Promise Zone. Timeline: Q1/2016-Q1/2018; Milestones: Develop a restorative justice cohort of advocates to develop an action plan based on best practices\r\n\r\nCoordinate a strategy with the Sacramento County Probation Department for the reentry of formerly incarcerated youth and young adults reintegrating into the Promise Zone. Timeline: Q3/2015-Q3/2017; Milestones: Develop a reentry stakeholder team to develop an action plan based on best practices.\r\n","Expected Outcomes:\n•\tIncrease gang-reduction and youth development programs and activities within the Promise Zone, especially for boys and men of color.\nTimeline:\nSupport and expand the Men’s Leadership Academy in schools and youth groups within the Promise Zone. Timeline: Q3/2015-Q3/2016; Milestones: Increased number of MLA programs within the Promise Zone\r\n\r\nDevelop restorative justice options for juvenile offenders within the Promise Zone. Timeline: Q1/2016-Q1/2018; Milestones: Develop a restorative justice cohort of advocates to develop an action plan based on best practices\r\n\r\nCoordinate a strategy with the Sacramento County Probation Department for the reentry of formerly incarcerated youth and young adults reintegrating into the Promise Zone. Timeline: Q3/2015-Q3/2017; Milestones: Develop a reentry stakeholder team to develop an action plan based on best practices.\r\n","N/A"]
[5,"b","Sacramento Housing and Redevelopment Agency, on behalf of the Housing Authority of the City of Sacramento","Sacramento Promise Zone","Sacramento","California","Far West","Other community goal (i.e. Health and wellness, Affordable housing, etc.)","Sustainable communities ","Promote a sustainably built community: Facilitate neighborhood revitalization by creating destinations that are desirable for both living and working.","Increase housing types and transit growth to promote livability and connectivity within the Promise Zone.","•\tImplement Equitable Transit Oriented Development (eTOD) Business Plan in support of the Sustainable Communities Plan [New]\r\n•\tEnhance pedestrian and bicycle-friendly streets within the Promise Zone [Ongoing]\r\n•\tIncrease the availability and types of housing opportunities (both  rental and homeownership) across all income levels [Ongoing]\r\n•\tPreserve and create new affordable housing units within the Promise Zone [Ongoing] \r\n•\tImprove service coordination for the homeless population within the Promise Zone [Ongoing]\r\n","Increase housing types and transit growth to promote livability and connectivity within the Promise Zone.\nActivities: \n•\tImplement Equitable Transit Oriented Development (eTOD) Business Plan in support of the Sustainable Communities Plan [New]\r\n•\tEnhance pedestrian and bicycle-friendly streets within the Promise Zone [Ongoing]\r\n•\tIncrease the availability and types of housing opportunities (both  rental and homeownership) across all income levels [Ongoing]\r\n•\tPreserve and create new affordable housing units within the Promise Zone [Ongoing] \r\n•\tImprove service coordination for the homeless population within the Promise Zone [Ongoing]\r\n","The elimination of redevelopment funds led to a loss of more than $20.4 million annually in local investment in the production and preservation of affordable homes in Sacramento County.  According to the CHPC in a report entitled “How Sacramento County’s Housing Market is Failing to Meet the Needs of Low-Income Families” released on May 2014 cuts to HOME and Community Development Block Grants (CDBG) have resulted in the loss of another $13.6 million in funding.  Further exacerbating Sacramento’s affordable housing challenges are the shortfall of 52, 935 homes for the County’s very low-income (VLI) and extremely low-income (ELI) households.  In report from the EPA entitled “Our Built and Natural Environments” produced in June 2013, a transit oriented approach supports residents without cars to access job markets and recreational activities that were previously inaccessible.  ","SHRA is the Implementation Partner for the Sustainably Built Community Action Team.  SHRA will lead the coordination of activities needed to implement the action team goals and will convene meetings, coordinate information flow, develop and update work plans, and provide regular reports of activity to other stakeholders.  SHRA will coordinate the tracking and reporting of each of the goals and will cooperate with evaluation contractors.  SHRA will act as a support partner for the other action teams and will serve on the Implementation Council.  City of Sacramento, County of Sacramento and Sacramento ACT will co-coordinate the implementation of activities and will support SHRA in convening meetings, coordinating information, updating work plans and providing activity reports.  City of Sacramento, County of Sacramento and Sacramento ACT will track data, participate in evaluation activities, act as a support partner for other action teams, and will serve on the Implementation Council.","Sacramento Housing and Redevelopment Agency, on behalf of the Housing Authority of the City of Sacramento SubGoal 5b","1. Source of Funds: The California Endowment\r\nActivity: Promoting safe walkable communities\r\nAmount: $25,000\r\nStart and end date: 9/15/14-9/14/15 \r\nRecipient: Walk Sacramento\r\n\r\n2. Source of Funds: CDBG\r\nActivity: Continue public improvement investments: Neighborhood Livability Initiative (NLI)– The Avenues Streetlight Conversion To LED Project \r\nAmount: $50,000\r\nStart and end date: 2015 \r\nRecipient: County of Sacramento\r\n\r\n3. Source of Funds: CDBG\r\nActivity: Continue public improvement investments: NLI– South Oak Park Pedestrian Enhancement Project\r\nAmount: $855,000\r\nStart and end date: 2015 \r\nRecipient: County of Sacramento\r\n\r\n4. Source of Funds: CDBG\r\nActivity: Continue public improvement investments: NLI– 44th Avenue Pedestrian Safety Improvement Project\r\nAmount: $85,000\r\nStart and end date: 2015 \r\nRecipient: County of Sacramento\r\n\r\n5. Source of Funds: CDBG\r\nActivity:  Continue public improvement investments: North 12th Street Complete Streets – Design and phase 1 construction\r\nAmount: $1.4 million\r\nStart and end date: 2/13 – 12/15\r\nRecipient: City of Sacramento\r\n\r\n6. Source of Funds:  CDBG, State and local transportation\r\nActivity:  Continue public improvement investments:  Dos Rios Light Rail Station Design and property acquisition for station.\r\nAmount: $3 million\r\nStart and end date:  11/14– 12/16\r\nRecipient: SHRA and Sacramento Regional Transit District\r\n\r\n7. Source of Funds:  CDBG, Federal funding\r\nActivity:  Continue public improvement investments: Broadway Complete Street Plan (Sac. River to Highway 99) \r\nAmount:  $397,600\r\nStart and end date:  3/14– 6/16\r\nRecipient: City of Sacramento\r\n\r\n8. Source of Funds:  State and local funding\r\nActivity:  Downtown Transportation Study\r\nAmount:  $1,240,000\r\nStart and end date:  10/09– 12/15\r\nRecipient: City of Sacramento\r\n\r\n9. Source of Funds:  Federal, State and local funding\r\nActivity:  Richard Boulevard Streetscape Design and Engineering \r\nAmount: $390,000 \r\nStart and end date: 3/13 to 12/15\r\nRecipient: City of Sacramento\r\nSource of Funds:  CDBG and local funding\r\n","Type: SHRA, local governments\r\nActivity:  Establish the governance structure for the eTOD Loan Fund\r\nEstimated Amount: $200,000\r\nDate: ongoing\r\nRecipient: SHRA\r\n","1. Source and type: Sacramento County, Code Enforcement Staff\r\nActivity: Neighborhood Livability Initiative: Proactive code enforcement in specific sub-areas of South Sacramento\r\nStart and end date: Ongoing \r\nRecipient: Residents living in the proposed Promise Zone area\r\n\r\n2. Source and type: Sacramento County, Code Enforcement Staff\r\nActivity: Neighborhood Livability Initiative: Proactive code enforcement in specific sub-areas of South Sacramento\r\nStart and end date: Ongoing \r\nRecipient: Residents living in the proposed Promise Zone area\r\n\r\n3. Source and Type: Sacramento County, Abandoned and Foreclosure Property Registry Program\r\nActivity: Abandoned and Foreclosure Property Registry Program: Staff is evaluating an ordinance that would require responsible parties to register foreclosed and abandoned properties with the County.\r\nStart and end date: TBD\r\nRecipient: Residents living in the proposed Promise Zone\r\n\r\n4. Source and Type: Sacramento County, Disposition of Land\r\nActivity: Disposition of Land: Sale and development of five single family home by Habitat for Humanity on former Redevelopment Agency properties in the Promise Zone area.   \r\nStart and end date: 12/14 – 8/16\r\nRecipient: Residents living in the proposed Promise Zone\r\n\r\n5. Source and Type:  SHRA, Development of Affordable Housing\r\nActivity:  SHRA’s Multifamily Housing Loan Program and Mortgage Revenue Bond Program: gap financing and issuance of mortgage revenue bonds for the development or acquisition/rehabilitation of multifamily rental housing.\r\nStart and end date:  ongoing \r\nRecipient: City and County of Sacramento\r\n\r\n6. Source and Type: City of Sacramento, Planning Staff and SHRA\r\nActivity: Policy:  Staff is updating the City’s Mixed Income Housing Ordinance to update the inclusionary housing requirements and apply citywide.\r\nStart and end date: 9/13 to 12/15\r\nRecipient: City of Sacramento \r\n\r\n7. Source and Type:  Valley Vision and local governments \r\nActivity: Policy: Valley Vision is leading the effort prioritize affordable housing projects to apply for state of California Cap and Trade funding.\r\nStart and end date: Fall 2014 to Spring 2015\r\nRecipient: Local jurisdictions.\r\n\r\n8. Source and Type:  SHRA and Sacramento Regional Transit District\r\nActivity:  Identify and remove physical and policy barriers to equitable transit oriented development at light rail stations.  \r\nStart and end date: current - TBD\r\nRecipient: City and County of Sacramento\r\n\r\n","N/A","•\tIncrease housing and a wider variety of housing types within the Promise Zone.\r\n•\tIncrease connectivity via walking, bicycling and public transit within the Promise Zone.\r\n","•\tTrack availability and types of housing within the Promise Zone: This data is available from Sacramento Housing and Redevelopment Agency.","During the first six months, SHRA and SACT will establish the Sustainability Built Community team. It will determine a the meeting schedule, communication mechanisms for information flow, develop the work plan and tracking methods for all activities.  The team will create external community mechanisms to inform and engage residents, business and property owners, neighborhood and business organizations and other interested parties throughout the 10 years.  The schedule for regular work plan assessment will be created during this process which considers the differing City, County and SHRA annual funding cycles.  A process will also be established to identify, evaluate and prioritize projects/programs for new funding opportunities.  ","Expected Outcomes:\n•\tIncrease housing and a wider variety of housing types within the Promise Zone.\r\n•\tIncrease connectivity via walking, bicycling and public transit within the Promise Zone.\r\n\nTimeline:\nDuring the first six months, SHRA and SACT will establish the Sustainability Built Community team. It will determine a the meeting schedule, communication mechanisms for information flow, develop the work plan and tracking methods for all activities.  The team will create external community mechanisms to inform and engage residents, business and property owners, neighborhood and business organizations and other interested parties throughout the 10 years.  The schedule for regular work plan assessment will be created during this process which considers the differing City, County and SHRA annual funding cycles.  A process will also be established to identify, evaluate and prioritize projects/programs for new funding opportunities.  ","N/A"]
[1,"b","Southern Carolina Regional Development Alliance","Southern Carolina","Allendale, Bamberg, Hampton, Walterboro, Hardeville","South Carolina","Southeast","Create jobs",null,"Increasing job creation through local food systems.","Provide Good Agricultural Practices (GAP) certification for 50 new farmers per year, enabling them to increase production and distribution of higher margin fruits and vegetables and create 25 new jobs per year in distributing and marketing product.","GrowFood Carolina, Coastal Conservation League and the South Carolina Department of Agriculture will use resources, made more accessible by this designation, to recruit small farmers to participate in the food hub system. Along with the SC Department of Agriculture, the University of South Carolina’s Office of Economic Engagement and USC Salkehatchie’s Leadership Institute will work the Southern Carolina Alliance to provide Good Agricultural Practices (GAP) certification training to small farming. GAP certification is a requirement for farmers by food hubs in SC, and the current certification program lacks the resources that these partnerships can provide. ","Provide Good Agricultural Practices (GAP) certification for 50 new farmers per year, enabling them to increase production and distribution of higher margin fruits and vegetables and create 25 new jobs per year in distributing and marketing product.\nActivities: \nGrowFood Carolina, Coastal Conservation League and the South Carolina Department of Agriculture will use resources, made more accessible by this designation, to recruit small farmers to participate in the food hub system. Along with the SC Department of Agriculture, the University of South Carolina’s Office of Economic Engagement and USC Salkehatchie’s Leadership Institute will work the Southern Carolina Alliance to provide Good Agricultural Practices (GAP) certification training to small farming. GAP certification is a requirement for farmers by food hubs in SC, and the current certification program lacks the resources that these partnerships can provide. ","Similar Strategies were used in the initial development of GrowFood Carolina in the Charleston area, and were determined a success by that communities members.  ","South Carolina Department of Agriculture \r\nGrowFood Carolina\r\nCoastal Conservation League \r\nUSC- Salkehatchie\r\nSouthern Carolina Alliance ","Southern Carolina Regional Development Alliance SubGoal 1b","A portion of the $90,000 committed by the Southern Carolina Alliance is allotted to this initiative.","SCDA Specialty Crop Block Grant \r\nType: Grant \r\nEstimated Amount: $100,000\r\nDate: Beginning May 2015\r\nRecipient: GrowFood Carolin ","GrowFood Carolina, Coastal Conservation League and the South Carolina Department of Agriculture have committed to recruiting small farmers to participate in the food hub system. Along with the SC Department of Agriculture, the University of South Carolina’s Office of Economic Engagement and USC Salkehatchie’s Leadership Institute have committed to will work the Southern Carolina Alliance to provide Good Agricultural Practices (GAP) certification training to small farming. GAP certification is a requirement for farmers by food hubs in SC, and the current certification program lacks the resources that these partnerships can provide. ","N/A","50 new GAP certified farmers per year\r\n25 new jobs per year in the distribution and marketing process\r\n","Data will be collected by the National Agricultural Statistic Service, and will be reviewed by the partnering organizations. ","Begin in May 2015, measured annually for the life of the designation. ","Expected Outcomes:\n50 new GAP certified farmers per year\r\n25 new jobs per year in the distribution and marketing process\r\n\nTimeline:\nBegin in May 2015, measured annually for the life of the designation. ","N/A"]
[2,"c","Southern Carolina Regional Development Alliance","Southern Carolina","Allendale, Bamberg, Hampton, Walterboro, Hardeville","South Carolina","Southeast","Improve educational opportunities",null,"Improve education and degree attainment.","Significantly increase the percentage of students who successfully transition from early childhood to elementary and from middle grades through high school prepared for success.","Expand the following programs, already implemented by the partnering organizations, into the Zone:\r\nTransform SC, \r\nSC World Scholars, \r\nand My First Book of the Lowcountry. ","Significantly increase the percentage of students who successfully transition from early childhood to elementary and from middle grades through high school prepared for success.\nActivities: \nExpand the following programs, already implemented by the partnering organizations, into the Zone:\r\nTransform SC, \r\nSC World Scholars, \r\nand My First Book of the Lowcountry. ","Three very experienced organizations have stepped up to demonstrate their support for this region by committing to take lead partnership roles in four significant projects designed to help the residents of the region help themselves. All have demonstrated track records with metrics and success stories that motivate others to be willing to help connect the dots for improved education.","Transform SC \r\nSC World Scholars \r\nSouthern Carolina Alliance \r\nMy First Books of the Lowcountry ","Southern Carolina Regional Development Alliance SubGoal 2c","A portion of the $90,000 committed by the Southern Carolina Alliance is allotted to this initiative.","N/A","N/A","N/A","Increase the high school and bachelor's degree obtainment rate for the Zone by 10% over the life of the designation. ","Data on high school and bachelor's degree obtainment from the US Census Bureau will be monitored by the partnering organizations. ","Begin May 2015. ","Expected Outcomes:\nIncrease the high school and bachelor's degree obtainment rate for the Zone by 10% over the life of the designation. \nTimeline:\nBegin May 2015. ","N/A"]
[3,"a","Southern Carolina Regional Development Alliance","Southern Carolina","Allendale, Bamberg, Hampton, Walterboro, Hardeville","South Carolina","Southeast","Create jobs",null,"Market the area to recruit more jobs to domestic and international jobs. ","Attract new firms and facilitate the expansion of existing firms that will create an estimated 2000 jobs, during the life of the designation, by continuing its strategy of promoting “business clusters” around target industries. ","Over the next ten years the goal of the Alliance will be to attract new firms and to facilitate the expansion of existing firms that will create an average of 200 jobs annually by continuing its strategy of promoting “business clusters” around target industries of manufacturing, distribution and the startup firm. Business clusters that are targeted by the Alliance include value-added forest products; agribusiness; aviation services and manufacturing; recycling; first and second tier automotive manufacturing and nuclear services that support the remaining operations of the Department of Energy’s Savannah River Site. ","Attract new firms and facilitate the expansion of existing firms that will create an estimated 2000 jobs, during the life of the designation, by continuing its strategy of promoting “business clusters” around target industries. \nActivities: \nOver the next ten years the goal of the Alliance will be to attract new firms and to facilitate the expansion of existing firms that will create an average of 200 jobs annually by continuing its strategy of promoting “business clusters” around target industries of manufacturing, distribution and the startup firm. Business clusters that are targeted by the Alliance include value-added forest products; agribusiness; aviation services and manufacturing; recycling; first and second tier automotive manufacturing and nuclear services that support the remaining operations of the Department of Energy’s Savannah River Site. ","The Southern Carolina Regional Development Alliance was established in 1994 as an economic development program that serves the proposed Promise Zone. Since inception, a major focus of the Alliance has been the promotion and recruitment of jobs for the area.  As a result of its efforts and programs, the Alliance has announced 4,929 new jobs in the Region through new facilities or expansions of existing operations from foreign and domestic heritage. These firms expanded the tax base by investing more than $1.1 billion in new capital.  ","South Carolina Department of Commerce \r\nSC Power Team \r\nSouth Carolina Department of Agriculture \r\nSouthern Carolina Alliance ","Southern Carolina Regional Development Alliance SubGoal 3a","A portion of the $90,000 committed by the Southern Carolina Alliance is allotted to this initiative.","$100,000 for marketing to domestic and international firms.","SCA, and its staff, is administrating and coordinating the efforts needed to obtain this goal ","N/A","Estimated 2000 jobs over the life of a designation. ","Record project by project, the amount of capital investment and the number of jobs created. ","Begin May 2015","Expected Outcomes:\nEstimated 2000 jobs over the life of a designation. \nTimeline:\nBegin May 2015","N/A"]
[4,"b","Southern Carolina Regional Development Alliance","Southern Carolina","Allendale, Bamberg, Hampton, Walterboro, Hardeville","South Carolina","Southeast","Increase economic activity",null,"Increasing economic activity by developing a campaign to recruit vertically integrated agribusinesses.","Contact 80 targeted agribusiness prospects through recruitment, missions, marketing materials and attendance of trade shows and attract sufficient farm focus on a single crop that creates need for pack, within first three years of the designation.","With this designation, the Southern Carolina Alliance (SCA) will expand its regional economic development focus to agribusiness/food processing. Representatives of the SC Department of Agriculture and the Palmetto Agribusiness Council have already made agreements to fund an assessment and plan recruiting agriculture projects recruitment to the SCA region.\r\nThe assessment is being conducted now, with the lead generation and recruitment partnership to begin in January. The first recruitment trip to California is planned for March, with several trade shows, and additional recruitment trips under consideration for 2015.\r\n","Contact 80 targeted agribusiness prospects through recruitment, missions, marketing materials and attendance of trade shows and attract sufficient farm focus on a single crop that creates need for pack, within first three years of the designation.\nActivities: \nWith this designation, the Southern Carolina Alliance (SCA) will expand its regional economic development focus to agribusiness/food processing. Representatives of the SC Department of Agriculture and the Palmetto Agribusiness Council have already made agreements to fund an assessment and plan recruiting agriculture projects recruitment to the SCA region.\r\nThe assessment is being conducted now, with the lead generation and recruitment partnership to begin in January. The first recruitment trip to California is planned for March, with several trade shows, and additional recruitment trips under consideration for 2015.\r\n","The Palmetto Agribusiness Council and the SC Department of Agriculture have already acquired staff dedicated to this specific initiative. ","Palmetto Agribusiness Council \r\nSC Department of Agriculture \r\nSouthern Carolina Alliance ","Southern Carolina Regional Development Alliance SubGoal 4b","A portion of the $90,000 committed by the Southern Carolina Alliance is allotted to this initiative.\r\nSC Department of Agriculture already has a estimated budget of $125,000 for agribusiness economic development.","$25,000 for the Palmetto Agribusiness Council to continue its effort. ","The partnering organizations have  already committed to a recruitment trip to California is planned for March, with several trade shows, and additional recruitment trips under consideration for 2015. The Alliance and Partners have committed to develop both a short and long term strategy to bring about change. ","N/A","80 targeted agribusiness prospects through recruitment, missions, marketing materials and attendance of trade shows\r\nAttract established farming organizations that will develop 20,000 acres worth of a single crop that creates need for pack, within first three years of the designation.","The partnering organizations will monitor data collected by the National Agricultural Statistic Service to monitor agricultural growth. Record project by project, the amount of capital investment and the number of jobs created. ","Begin May 2015","Expected Outcomes:\n80 targeted agribusiness prospects through recruitment, missions, marketing materials and attendance of trade shows\r\nAttract established farming organizations that will develop 20,000 acres worth of a single crop that creates need for pack, within first three years of the designation.\nTimeline:\nBegin May 2015","N/A"]
[5,"a","Southern Carolina Regional Development Alliance","Southern Carolina","Allendale, Bamberg, Hampton, Walterboro, Hardeville","South Carolina","Southeast","Reduce serious or violent crime",null,"Strengthen prosecution of career criminals.","Through hiring additional prosecutors, investigations and allied staff, this strategy aims to reduce the rate of murder, rape, robbery and aggravated assault by 10% during the life of the designation. ","Prosecutors say that lowering the crime rate can be achieved by using intelligence-based community prosecutions in which special prosecutors for each county target career criminals and gang members. If the designation is awarded, the two state solicitors in the Zone counties have committed to seeking federal grant funding and dedicated state funding worth $1.2 million to expand intelligence-based community prosecutions by hiring additional prosecutors, investigations and allied staff to crush career criminal acts and gang violence throughout the Zone.","Through hiring additional prosecutors, investigations and allied staff, this strategy aims to reduce the rate of murder, rape, robbery and aggravated assault by 10% during the life of the designation. \nActivities: \nProsecutors say that lowering the crime rate can be achieved by using intelligence-based community prosecutions in which special prosecutors for each county target career criminals and gang members. If the designation is awarded, the two state solicitors in the Zone counties have committed to seeking federal grant funding and dedicated state funding worth $1.2 million to expand intelligence-based community prosecutions by hiring additional prosecutors, investigations and allied staff to crush career criminal acts and gang violence throughout the Zone.","In adjacent counties, prosecutors say they are achieving success in lowering the crime rate by using intelligence-based community prosecutions in which special prosecutors for each county target career criminals and gang members.","Southern Carolina Alliance \r\nSC Solicitor Stone\r\nSC Solicitor Thurmond ","Southern Carolina Regional Development Alliance SubGoal 5a","Dedicated state funding worth $1.2 million to expand intelligence-based community prosecutions by hiring additional prosecutors.\r\nA portion of the $90,000 committed by the Southern Carolina Alliance for the project is allotted to this initiative.","Federal grant funding to match the $1.2 million in committed state funding. ","N/A","N/A","Reduce the rate of murder, rape, robbery and aggravated assault by 10% during the life of the designation. ","Crime rate data, collected by the South Carolina Law Enforcement Division will be monitored by the partnering organizations. ","Begin May 2015.","Expected Outcomes:\nReduce the rate of murder, rape, robbery and aggravated assault by 10% during the life of the designation. \nTimeline:\nBegin May 2015.","N/A"]
[6,"b","Southern Carolina Regional Development Alliance","Southern Carolina","Allendale, Bamberg, Hampton, Walterboro, Hardeville","South Carolina","Southeast","Other community goal (i.e. Health and wellness, Affordable housing, etc.)","Revolving Loan Fund","Leveraging private capital through a revolving loan fund. ","Create one permanent job for every $65,000 of RLF funds loaned and leverage $5 million in identified funds, with private bank funds, to create $10 million fund. \r\n","Assist resident in developing infrastructure to make the opportunities made available by the revolving loan fund more obtainable. ","Create one permanent job for every $65,000 of RLF funds loaned and leverage $5 million in identified funds, with private bank funds, to create $10 million fund. \r\n\nActivities: \nAssist resident in developing infrastructure to make the opportunities made available by the revolving loan fund more obtainable. ","The RLF already funds, from $50,000 to $300,000, are available to small businesses located in Allendale, Bamberg, Barnwell, Colleton, Hampton, Jasper and a number of other counties. These funds can be used in conjunction with bank financing to fund eligible project costs. The Funds ability to take second positions on loans, a competitive interest rate and negotiable term can significantly lower overall debt service providing improved cash flow for the business.","Southern Carolina Alliance \r\nLowcountry Council of Governments\r\nLower Savannah Council of Governments\r\nAllendale County Alive","Southern Carolina Regional Development Alliance SubGoal 6b","Funds available from the $5 million Revolving Loan Funds for qualifying project.\r\nA portion of the $90,000 committed by the Southern Carolina Alliance is allotted to this initiative.","N/A","In partnering with the Lowcountry council of governments, and with the support of the Lower Savannah Council of Governments, private banks, and Allendale County Alive, the Alliance will help develop infrastructure for local business in order to qualify for the fund. ","N/A","One permanent job for every $65,000 of RLF funds loaned \r\n$5 million in identified funds, combined with private bank funds, to create $10 million fund spent on economic activity in the Zone. \r\n","Monitored by the partnering organizations, project by project, the amount loaned from the Revolving Loan Fund for community reinvestment. ","Begin May 2015. ","Expected Outcomes:\nOne permanent job for every $65,000 of RLF funds loaned \r\n$5 million in identified funds, combined with private bank funds, to create $10 million fund spent on economic activity in the Zone. \r\n\nTimeline:\nBegin May 2015. ","N/A"]
[1,"a","St. Louis Economic Development Partnership","St. Louis Promise Zone","St. Louis City, Ferguson, Bellerive, Bel-Ridge, Berkeley, Beverly Hills, Cool Valley, Country Club Hills, Dellwood, Flordell Hills, Glen Echo Park, Greendale, Hazelwood, Hillsdale, Jennings, Kinloch, Moline Acres, Normandy, Northwoods, Pagedale, Pine Lawn, Riverview, University City, Uplands Park, Velda City, Velda Village Hills, Wellston","Missouri","Great Plains","Increase economic activity",null,"As Economic Activity and Job Creation are intrinsically linked, we will strengthen high-potential business clusters by expanding the pipeline to jobs in these sectors; supporting/developing job hubs; and assembling land for businesses and jobs. ","Focus development on high-demand sectors, livable wages and upward mobility.","We will pursue large-scale developments, and commitments by Centene, Emerson, Monsanto and Boeing to bring new jobs to Ferguson and the surrounding communities. Area schools and training centers will prepare students for high-growth, high-potential occupations in logistics, bioscience, information systems, high-tech manufacturing, healthcare, and aerospace/defense. Strategies:\r\n•\tContinue SLEDP’s business expansion, retention and attraction, and economic development initiatives.[ongoing]\r\n•\tCollaborate with community colleges, WIBs, workforce development centers, and employers to increase workforce training, and implement evidence-based strategies for hard to employ populations (i.e., ex-offenders, youth). [ongoing]\r\n•\tEnhance current MET Center [ongoing] and add 4 new satellite centers in the Zone. [new]\r\n","Focus development on high-demand sectors, livable wages and upward mobility.\nActivities: \nWe will pursue large-scale developments, and commitments by Centene, Emerson, Monsanto and Boeing to bring new jobs to Ferguson and the surrounding communities. Area schools and training centers will prepare students for high-growth, high-potential occupations in logistics, bioscience, information systems, high-tech manufacturing, healthcare, and aerospace/defense. Strategies:\r\n•\tContinue SLEDP’s business expansion, retention and attraction, and economic development initiatives.[ongoing]\r\n•\tCollaborate with community colleges, WIBs, workforce development centers, and employers to increase workforce training, and implement evidence-based strategies for hard to employ populations (i.e., ex-offenders, youth). [ongoing]\r\n•\tEnhance current MET Center [ongoing] and add 4 new satellite centers in the Zone. [new]\r\n","Since 1984, SLEDP has facilitated investment of $1.627 billion into low-incomes communities, many in the proposed Zone. Working with 13 employers in the Zone, SLEDP generated 3,787 new jobs in 2013-2014, representing $492,650,000 in new private investment. It is also currently managing $33 million in federal grants for projects that impact the Zone.\r\n\r\nStudies showing collaborative, regional economic development plans yield stronger results:\r\n•\t“Place Matters: Metro Politics for the 21st Century” (Dreier, Mollenkopf, Swanstrom, 2013)\r\n•\t“The Regional City” (Calthorpe and Fulton, 2001)\r\nOther evidence:\r\n•\t38% of city parcels are vacant and could be used for larger scale development.\r\n•\t7,389 North City/County students attend community colleges.\r\n•\tThe MET Center/FWCA, SLATE and the County’s One-Stop Career Centers counseled, trained and placed 40,000 individuals in 2014.\r\n","SLEDP and St. Louis City and St. Louis County, as the implementation partners, will work with the following support partners to implement various strategies to achieve the Economic Activity/Job Creation goals. \r\n•\tSLATE (St. Louis Agency for Training and Employment)\r\n•\tLocal Workforce Investment Boards\r\n•\tSt. Louis Community Colleges and Universities\r\n•\tMetro (regional transit agency)\r\n•\tSt. Louis Regional Chamber \r\n•\tMET Center/ Family Workforce Centers of America (FWCA)\r\n•\tMcEagle\r\n•\tOthers to be determined as the project progresses ","St. Louis Economic Development Partnership SubGoal 1a","Source of Funds: Private investment (Heartland Investment Fund/Enterprise Zone investment, and public/private funding and incentives for Wellston Industrial Park development/enterprise center)\r\nActivity: Attraction and expansion of businesses in the Zone  \r\nAmount: $107.2 million\r\nStart and end date: Ongoing\r\nRecipient: Private businesses\r\n\r\nSource of Funds: Metro\r\nActivity: New North County Transit Center that will help connect the people of the promise zone to jobs\r\nAmount: $5.29 million\r\nStart and end date: 2015-2016\r\n","•\t$730,000 needed to restart Re-entry offenders service (REOS) Career Center at SLATE.\r\n•\tFunding for new Metro bus rapid transit expansion system (TBD)","SLEDP staff and partner organizations and resources in support of economic development efforts in the Zone are committed.  Volunteer services provide by local employers to SLATE, schools and other agencies.","•\tOngoing employer commitment to support development efforts in the Zone.\r\n•\tCommitment by area companies to reinvest in their employees' growth within their company to provide opportunities for growth and career advancement.\r\n•\tLocal hiring goals for zone residents & employer commitment to support career growth & development","Over the next 10 years, the proposed strategies will result in the following outcomes, as measured by partners and reported through IMPLAN.\r\n•\t1,500 Zone residents/year will be placed in high potential jobs.\r\n•\t10,000 new construction jobs established within the Zone.\r\n•\t20% increased ridership of bus transit (including bus rapid transit).\r\n•\t10% decline in poverty.\r\n","SLEDP tracks business recruitment and expansion results on a monthly basis. Jobs created are inputted into IMPLAN, which also projects indirect jobs growth resulting from new development/expansion.\r\n\r\nJob training/job placement results will be tracked by SLATE, St. Louis County WIB, Met Center and other partners and reported to SLEDP on a quarterly basis.","Short-term (Year 1):\r\n•\tReview of job needs and training requirements with area employers.\r\n•\tEstablishment of America’s Gateway Freight District.\r\n•\tInitiate Emerson’s Ferguson First Initiative.\r\n•\tBuild-out of Centene’s new call center in Ferguson.\r\n\r\nMid-term (Year 2-3): \r\n•\tAviator Park established.\r\n•\tContinue SLEDP’s business recruitment work and economic development incentives.\r\n•\tMetro’s North County Transit Center established.\r\n•\tWorkforce funders collaborative created.\r\n•\tWork with area agencies to design strategies for hard to employ populations.\r\n\r\nLong-term (Year 4-10):\r\n•\tMetro’s Bus Rapid Transit implemented.\r\n•\tContinue SLEDP’s business recruitment work and economic development incentives.\r\n","Expected Outcomes:\nOver the next 10 years, the proposed strategies will result in the following outcomes, as measured by partners and reported through IMPLAN.\r\n•\t1,500 Zone residents/year will be placed in high potential jobs.\r\n•\t10,000 new construction jobs established within the Zone.\r\n•\t20% increased ridership of bus transit (including bus rapid transit).\r\n•\t10% decline in poverty.\r\n\nTimeline:\nShort-term (Year 1):\r\n•\tReview of job needs and training requirements with area employers.\r\n•\tEstablishment of America’s Gateway Freight District.\r\n•\tInitiate Emerson’s Ferguson First Initiative.\r\n•\tBuild-out of Centene’s new call center in Ferguson.\r\n\r\nMid-term (Year 2-3): \r\n•\tAviator Park established.\r\n•\tContinue SLEDP’s business recruitment work and economic development incentives.\r\n•\tMetro’s North County Transit Center established.\r\n•\tWorkforce funders collaborative created.\r\n•\tWork with area agencies to design strategies for hard to employ populations.\r\n\r\nLong-term (Year 4-10):\r\n•\tMetro’s Bus Rapid Transit implemented.\r\n•\tContinue SLEDP’s business recruitment work and economic development incentives.\r\n","Local zoning regulations may need to be negotiated to enable some projects. Funding for ongoing and new projects remains the biggest barrier."]
[1,"b","St. Louis Economic Development Partnership","St. Louis Promise Zone","St. Louis City, Ferguson, Bellerive, Bel-Ridge, Berkeley, Beverly Hills, Cool Valley, Country Club Hills, Dellwood, Flordell Hills, Glen Echo Park, Greendale, Hazelwood, Hillsdale, Jennings, Kinloch, Moline Acres, Normandy, Northwoods, Pagedale, Pine Lawn, Riverview, University City, Uplands Park, Velda City, Velda Village Hills, Wellston","Missouri","Great Plains","Increase economic activity",null,"As Economic Activity and Job Creation are intrinsically linked, we will strengthen high-potential business clusters by expanding the pipeline to jobs in these sectors; supporting/developing job hubs; and assembling land for businesses and jobs. ","2.\tInvest resources to replace blight with opportunity and value-added amenities.","•\tAssemble and repurpose vacant land for large-scale developments and neighborhood amenities.[ongoing]","2.\tInvest resources to replace blight with opportunity and value-added amenities.\nActivities: \n•\tAssemble and repurpose vacant land for large-scale developments and neighborhood amenities.[ongoing]","Since 1984, SLEDP has facilitated investment of $1.627 billion into low-incomes communities, many in the proposed Zone. Working with 13 employers in the Zone, SLEDP generated 3,787 new jobs in 2013-2014, representing $492,650,000 in new private investment. It is also currently managing $33 million in federal grants for projects that impact the Zone.\r\n\r\nStudies showing collaborative, regional economic development plans yield stronger results:\r\n•\t“Place Matters: Metro Politics for the 21st Century” (Dreier, Mollenkopf, Swanstrom, 2013)\r\n•\t“The Regional City” (Calthorpe and Fulton, 2001)\r\n\r\n\r\nOther evidence:\r\n•\t38% of city parcels are vacant and could be used for larger scale development.\r\n•\t7,389 North City/County students attend community colleges.\r\n•\tThe MET Center/FWCA, SLATE and the County’s One-Stop Career Centers counseled, trained and placed 40,000 individuals in 2014.\r\n","SLEDP and St. Louis City and St. Louis County, as the implementation partners, will work with the following support partners to implement various strategies to achieve the Economic Activity/Job Creation goals. \r\n•\tSLATE (St. Louis Agency for Training and Employment)\r\n•\tLocal Workforce Investment Boards\r\n•\tSt. Louis Community Colleges and Universities\r\n•\tMetro (regional transit agency)\r\n•\tSt. Louis Regional Chamber \r\n•\tMET Center/ Family Workforce Centers of America (FWCA)\r\n•\tMcEagle\r\n•\tOthers to be determined as the project progresses \r\n","St. Louis Economic Development Partnership SubGoal 1b","Source of Funds: Federal, State and local subsidy ($17.7 million in TIF Funds, $33 million in federal grants)  \r\nActivity: Provide gap funding for and attract private investments in hard to develop areas.\r\nAmount: $50 million\r\nStart and end date: Ongoing\r\nRecipient:  Developers, business owners\r\n\r\n","•\t$5 million for 20,000 sf of new and expanded incubator space\r\n•\t$50 million to redevelop vacant parcels and under-utilized buildings\r\n•\t$10 million in site acquisition and development of major sites identified \r\n","SLEDP staff and partner organizations and resources in support of economic development efforts in the Zone are committed.  Volunteer services provide by local employers to SLATE, schools and other agencies.","•\tBlighting approvals from City and County.\r\n•\tOngoing employer commitment to support development efforts in the Zone.","•\tIncrease the number of new business permits by 10%.\r\n•\t4,000 new office jobs established within the Zone.\r\n•\t400 acres in underutilized properties repurposed for new development.","SLEDP tracks business recruitment and expansion results on a monthly basis. Jobs created are inputted into IMPLAN, which also projects indirect jobs growth resulting from new development/expansion.\r\n\r\nJob training/job placement results will be tracked by SLATE, St. Louis County WIB, Met Center and other partners and reported to SLEDP on a quarterly basis.\r\n\r\nBusiness permit and development projects tracked through City and County Building Departments.\r\n","Short-term (Year 1):.\r\n•\tIdentification of land assembly opportunities.\r\n\r\nMid-term (Year 2-3): \r\n•\tRedevelop 50 acres of underutilized properties\r\n\r\nLong-term (Year 4-10):\r\n•\tRedevelop 350 acres of underutilized properties\r\n","Expected Outcomes:\n•\tIncrease the number of new business permits by 10%.\r\n•\t4,000 new office jobs established within the Zone.\r\n•\t400 acres in underutilized properties repurposed for new development.\nTimeline:\nShort-term (Year 1):.\r\n•\tIdentification of land assembly opportunities.\r\n\r\nMid-term (Year 2-3): \r\n•\tRedevelop 50 acres of underutilized properties\r\n\r\nLong-term (Year 4-10):\r\n•\tRedevelop 350 acres of underutilized properties\r\n","Local zoning regulations may need to be negotiated to enable some projects. Funding for ongoing and new projects remains the biggest barrier."]
[1,"c","St. Louis Economic Development Partnership","St. Louis Promise Zone","St. Louis City, Ferguson, Bellerive, Bel-Ridge, Berkeley, Beverly Hills, Cool Valley, Country Club Hills, Dellwood, Flordell Hills, Glen Echo Park, Greendale, Hazelwood, Hillsdale, Jennings, Kinloch, Moline Acres, Normandy, Northwoods, Pagedale, Pine Lawn, Riverview, University City, Uplands Park, Velda City, Velda Village Hills, Wellston","Missouri","Great Plains","Increase economic activity",null,"As Economic Activity and Job Creation are intrinsically linked, we will strengthen high-potential business clusters by expanding the pipeline to jobs in these sectors; supporting/developing job hubs; and assembling land for businesses and jobs. ","3.\tLink schools/training centers’ curricula to the needs of high-potential businesses.","•\tCollaborate with community colleges, WIBs, workforce development centers, and employers to increase workforce training, and implement evidence-based strategies for hard to employ populations (i.e., ex-offenders, youth). [ongoing]\r\n•\tEnhance current MET Center [ongoing] and add 4 new satellite centers in the Zone. [new]\r\n","3.\tLink schools/training centers’ curricula to the needs of high-potential businesses.\nActivities: \n•\tCollaborate with community colleges, WIBs, workforce development centers, and employers to increase workforce training, and implement evidence-based strategies for hard to employ populations (i.e., ex-offenders, youth). [ongoing]\r\n•\tEnhance current MET Center [ongoing] and add 4 new satellite centers in the Zone. [new]\r\n","Since 1984, SLEDP has facilitated investment of $1.627 billion into low-incomes communities, many in the proposed Zone. Working with 13 employers in the Zone, SLEDP generated 3,787 new jobs in 2013-2014, representing $492,650,000 in new private investment. It is also currently managing $33 million in federal grants for projects that impact the Zone.\r\n\r\nStudies showing collaborative, regional economic development plans yield stronger results:\r\n•\t“Place Matters: Metro Politics for the 21st Century” (Dreier, Mollenkopf, Swanstrom, 2013)\r\n•\t“The Regional City” (Calthorpe and Fulton, 2001)\r\n\r\n\r\nOther evidence:\r\n•\t38% of city parcels are vacant and could be used for larger scale development.\r\n•\t7,389 North City/County students attend community colleges.\r\n•\tThe MET Center/FWCA, SLATE and the County’s One-Stop Career Centers counseled, trained and placed 40,000 individuals in 2014.\r\n\r\n","SLEDP and St. Louis City and St. Louis County, as the implementation partners, will work with the following support partners to implement various strategies to achieve the Economic Activity/Job Creation goals. \r\n•\tSLATE (St. Louis Agency for Training and Employment)\r\n•\tLocal Workforce Investment Boards\r\n•\tSt. Louis Community Colleges and Universities\r\n•\tMetro (regional transit agency)\r\n•\tSt. Louis Regional Chamber \r\n•\tMET Center/ Family Workforce Centers of America (FWCA)\r\n•\tMcEagle\r\n•\tOthers to be determined as the project progresses \r\n","St. Louis Economic Development Partnership SubGoal 1c","Source of Funds: Grants and awards (i.e., Youthbuild Foundation grant, Jobs and Innovation Accelerator Challenge grant, DOL Fathers Support Center grant, MSD grant award to SLATE)\r\nActivity: Job training and employment programs, including for ex-offenders   \r\nAmount: $8,350,000\r\nStart and end date: ongoing \r\nRecipients: WIBs and workforce development organizations\r\n\r\nSource of Funds: Youth Career Development Programs (Career Pathway Bridge, STL Youth Jobs, and MET center) \r\nActivity: Create 2,000 youth employment opportunities for youth in Zone\r\nAmount: $10 million\r\nStart and end date: ongoing\r\n\r\nSource: DED Tax credit funds and EDA funds (for MET center build-out, northland redevelopment area, Plymouth Industrial Park)\r\nActivity: Expand sector-based workforce development centers for direct training-to-employment \t\r\nAmount: $8.7 million\r\nStart and end date: ongoing\r\n","•\t$6 million for MET Center expansion to 2 additional City and 2 additional County locations, assuming sites are in underutilized, existing buildings that can be repurposed. Impacts: 7,000 additional assessments and 3,000 people placed in jobs. \r\n•\t$730,000 needed to restart Re-entry offenders service (REOS) Career Center at SLATE.","SLEDP staff and partner organizations and resources in support of economic development efforts in the Zone are committed.  Volunteer services provide by local employers to SLATE, schools and other agencies.","•\tOngoing employer commitment to support development efforts in the Zone.\r\n•\tCommitment by area companies to reinvest in their employees' growth within their company to provide opportunities for growth and career advancement.\r\n•\tLocal hiring goals for zone residents & employer commitment to support career growth & development.\r\n","•\t2,500 Zone residents/year will receive job training in stackable skills/certificates for high potential jobs.\r\n•\t1,500 Zone residents/year will be placed in high potential jobs.\r\n•\t10,000 new construction jobs established within the Zone.\r\n","SLEDP tracks business recruitment and expansion results on a monthly basis. Jobs created are inputted into IMPLAN, which also projects indirect jobs growth resulting from new development/expansion.\r\n\r\nJob training/job placement results will be tracked by SLATE, St. Louis County WIB, Met Center and other partners and reported to SLEDP on a quarterly basis.\r\n\r\nBusiness permit and development projects tracked through City and County Building Departments.\r\n\r\n","Short-term (Year 1):\r\n•\tReview of job needs and training requirements with area employers and refine training curricula.\r\n\r\nMid-term (Year 2-3): \r\n•Begin MET Center Expansion\t\r\n\r\nLong-term (Year 4-10):\r\n•\tCompletion of MET Center Expansion\r\n","Expected Outcomes:\n•\t2,500 Zone residents/year will receive job training in stackable skills/certificates for high potential jobs.\r\n•\t1,500 Zone residents/year will be placed in high potential jobs.\r\n•\t10,000 new construction jobs established within the Zone.\r\n\nTimeline:\nShort-term (Year 1):\r\n•\tReview of job needs and training requirements with area employers and refine training curricula.\r\n\r\nMid-term (Year 2-3): \r\n•Begin MET Center Expansion\t\r\n\r\nLong-term (Year 4-10):\r\n•\tCompletion of MET Center Expansion\r\n","Local zoning regulations may need to be negotiated to enable some projects. Funding for ongoing and new projects remains the biggest barrier."]
[2,"a","St. Louis Economic Development Partnership","St. Louis Promise Zone","St. Louis City, Ferguson, Bellerive, Bel-Ridge, Berkeley, Beverly Hills, Cool Valley, Country Club Hills, Dellwood, Flordell Hills, Glen Echo Park, Greendale, Hazelwood, Hillsdale, Jennings, Kinloch, Moline Acres, Normandy, Northwoods, Pagedale, Pine Lawn, Riverview, University City, Uplands Park, Velda City, Velda Village Hills, Wellston","Missouri","Great Plains","Improve educational opportunities",null,"The goal is to ensure that students in the Zone are college and career ready, by improving schools, returning them to accredited status, and providing wraparound services to support children from birth through graduation.","Expand access to early childhood and parent education programs.","Expand early childhood education funding to support operations and new construction of high quality centers like Flance and Early Explorers. [Ongoing]","Expand access to early childhood and parent education programs.\nActivities: \nExpand early childhood education funding to support operations and new construction of high quality centers like Flance and Early Explorers. [Ongoing]","Of the seven school districts in the Zone, two are unaccredited and two others are provisionally accredited. Two are being run by state-appointed boards. Restoring the quality and accreditation to these districts is essential if children are to access high quality education. \r\n\r\nLocal data suggest there are only enough early childhood education slots for approximately 1/3 of children in the Zone.\r\n\r\nSt. Louis ranks 18th in the percentage of adults, age 25 and up, with less than a high school diploma, and 17th among those with a bachelor’s degree. Blacks are twice as likely not to graduate high school or receive a college degree. (2012 American Community Survey & 3-Year Estimates, U.S. Census Bureau)\r\n\r\n•\t“Invest in early childhood development: Reduce deficits, strengthen the economy” (Heckman, James 2012).\r\n•\t“The Productivity Argument for Investing in Young Children” (Heckman, James, and Masterov, Dimitriy) Nobel laureate and University of Chicago Professor James Heckman has documented the \r\n","St. Louis City and St. Louis County, as the implementation partners, will work with the following support partners to implement various strategies to achieve the Education goals. \r\n•\tEducationPlus\r\n•\tThe seven school districts in the Zone\r\n•\tParents As Teachers National Center\r\n•\tMissouri Charter Public Schools Association\r\n•\tSt. Louis Regional Early Childhood Council\r\n•\tChildCare Aware\r\n•\tSt. Louis Graduates (Community partnership of nonprofits, schools and funders focused on improving pipeline to postsecondary degree)\r\n•\tChildCare Aware (Resource center for parents and child care providers)\r\n•\tLUME Institute \r\n•\tOASIS (Intergenerational tutoring program with several hundred volunteer tutors in the Zone)\r\n•\tBeyond Housing 24:1 (Community building initiative in the Normandy School District)\r\n•\tUrban Strategies, Inc.\r\n•\tFamily Workforce Centers of America\r\n•\tSt. Louis Community Colleges\r\n•\tOthers to be determined as the project progresses \r\n","St. Louis Economic Development Partnership SubGoal 2a","Source of Funds: City and County Children’s Service Funds\r\nActivity: Fund diverse social service agencies providing services in the Zone, particularly around school-based prevention services, crisis intervention services, home and community-based interventions, outpatient psychiatric services, substance abuse treatment, services to unwed and teenage parents, and respite care services\r\nAmount: $43,000,000 (annual budget)\r\nStart and end date: Ongoing\r\nRecipient: Various social service agencies throughout St. Louis City and County\r\n\r\nSource of Funds: St. Louis School District Budget, St. Louis Charter School Budgets, Hazelwood School District Budget, Riverview Gardens School District Budget, Jennings School District Budget, Ferguson Florissant School District Budget, Normancy Schools Collaborative Budget, University City School District Budget\r\nActivity: All School Districts located in the Zone receive substantial annual local funding and will use their best efforts to apply resources to the education priorities of the Zone Amount: $958,000,000 (annual budget)\r\nStart and end date: Ongoing\r\nRecipient: PZ School Districts\r\n\r\nSources of Funds: Missouri Department of Elementary and Secondary Education allocations to the 7 Zone School Districts for Parents as Teachers\r\nActivity: Parents as Teachers programming\r\nAmount: $11,000,000\r\nStart and end date: Ongoing\r\nRecipient: Parents as Teachers\r\n\r\nSources of Funds: Parents as Teachers\r\nActivity: Parents as Teachers technical assistance to the 7 School Districts in the Zone\r\nAmount: $1,500,000\r\nStart and end date: Ongoing\r\nRecipient: 7 School Districts in the Zone\r\n\r\nSources of Funds: Desegregation Case Settlement\r\nActivity: St. Louis Public Schools Desegregation Settlement to reduce debts and expand early childhood education, among other priorities.\r\nAmount: $96 million \r\nStart and end date: Ongoing\r\nRecipient:  St. Louis Public Schools\r\n\r\nSource of Funds: Substance Abuse and Mental Health Services Administration\r\nActivity: Project LAUNCH Grant targeting social and emotional needs of children under 8 in two zipcodes in the Zone\r\nAmount: $4.2 million\r\nStart and end date: 2013 – 2018\r\n","Further financial support is needed for many of the proposed activities. Possible funding sources include:\r\n\r\nType: Increased Taxation and other State and Local Funding Support\r\nActivity: Support development and operations of high-quality early childhood education\r\nEstimated Amount: $15 million/year \r\nRecipient: All Promise Zone school districts and other high-quality, licensed early education providers\r\n","Type: OASIS volunteer tutors\r\nActivity: School-based volunteer program\r\nStart and end date: Ongoing\r\nRecipient: All Promise Zone school districts\r\n\r\nType: Faith-based organization and other volunteer tutors \r\nActivity: Collaborative work with schools to enrich the learning experience\r\nStart and end date: Ongoing\r\nRecipient: All Promise Zone school districts\r\n\r\nType: Legislation\r\nActivity: Preschool bill passed to gradually increase state funding to public school districts to provide pre-K programs for low-income children ages 3 to 5\r\nStart and end date: May 2014/ongoing\r\n","A number of future needs will not necessarily require financial support, but can be addressed through work by child care experts, community representatives and volunteers, as well as actions by the state legislature. These include: \r\n\r\nType: Task Force\r\nActivity: Formation of an accreditation task force with experienced education professionals \r\nStart and end date: 2015\r\nRecipient: Unaccredited school districts in the Promise Zone\r\n\r\nType: Capacity assessment and strategy development\r\nActivity: Conduct a study on child care slots in the Promise Zone to determine top underserved areas and prioritize resources\r\nStart and end date: 2015\r\nRecipient: All Promise Zone early childhood education providers\r\n\r\nType: Legislation\r\nActivity: Authorization of increased child care funding, including increasing childcare subsidy amounts to 75% of market rate and changing income eligibility to 200% FPL for childcare subsidies\r\nStart and end date: 2015-as needed\r\nRecipient: Children/families of Promise Zone\r\n","•\t20% increase in the number of quality, accredited ECE slots in the Zone by 12/31/17.\r\n•\t25% increase in the number of students reading at grade level by 3rd grade\r\n•\tAll ECE in the Zone fully accredited by 2020.\r\n","Data specialists at EducationPlus, St. Louis Regional Early Childhood Council will assist SLEDP in gathering and analyzing data supplied by Department of Elementary and Secondary Education (DESE) on an annual basis. Supplemental information will be provided by school districts, St. Louis Graduates, Parents as Teachers, Child Care Aware, and other providers/partners.\r\n\r\nSLEDP and EducationPlus will also conduct a baseline study of ECE capacity in the Zone and update it every other year.\r\n","Short-term (Year 1):\r\n•\tIdentify needs of unaccredited districts.\r\n•\tSecure needed resources to assist districts toward accreditation.\r\n•\tEnsure all Zone schools have access to child psychologist.\r\n•\tInvestigate ways to increase usage of Parents as Teacher program.\r\n•\tConduct screenings and assessments in schools.\r\n•\tEngage ECE Coalition to help all providers pursue accreditation.\r\n\r\nMid-term (Years 2-3):\r\n•\tIdentify opportunities to provide teacher/administrator training and other supports.\r\n•\tRecruit nonprofits and volunteers to provide assistance to schools.\r\n•\tUse Juvenile Courts in City and County, along with St. Louis City and Police, in concert with school districts in Zone, to increase attendance, reduce truancy\r\n\r\nLong-term (Year 4-10):\r\n•\tBuild new ECE online registration capacity.\r\n•\tAchieve accreditation for all Zone districts and ECE providers.\r\n\r\n","Expected Outcomes:\n•\t20% increase in the number of quality, accredited ECE slots in the Zone by 12/31/17.\r\n•\t25% increase in the number of students reading at grade level by 3rd grade\r\n•\tAll ECE in the Zone fully accredited by 2020.\r\n\nTimeline:\nShort-term (Year 1):\r\n•\tIdentify needs of unaccredited districts.\r\n•\tSecure needed resources to assist districts toward accreditation.\r\n•\tEnsure all Zone schools have access to child psychologist.\r\n•\tInvestigate ways to increase usage of Parents as Teacher program.\r\n•\tConduct screenings and assessments in schools.\r\n•\tEngage ECE Coalition to help all providers pursue accreditation.\r\n\r\nMid-term (Years 2-3):\r\n•\tIdentify opportunities to provide teacher/administrator training and other supports.\r\n•\tRecruit nonprofits and volunteers to provide assistance to schools.\r\n•\tUse Juvenile Courts in City and County, along with St. Louis City and Police, in concert with school districts in Zone, to increase attendance, reduce truancy\r\n\r\nLong-term (Year 4-10):\r\n•\tBuild new ECE online registration capacity.\r\n•\tAchieve accreditation for all Zone districts and ECE providers.\r\n\r\n","Potential barriers may include need to gain commitment of multiple local school boards to all initiatives, insufficient state funding for schools, and possible zoning issues affecting new ECE centers."]
[2,"b","St. Louis Economic Development Partnership","St. Louis Promise Zone","St. Louis City, Ferguson, Bellerive, Bel-Ridge, Berkeley, Beverly Hills, Cool Valley, Country Club Hills, Dellwood, Flordell Hills, Glen Echo Park, Greendale, Hazelwood, Hillsdale, Jennings, Kinloch, Moline Acres, Normandy, Northwoods, Pagedale, Pine Lawn, Riverview, University City, Uplands Park, Velda City, Velda Village Hills, Wellston","Missouri","Great Plains","Improve educational opportunities",null,"The goal is to ensure that students in the Zone are college and career ready, by improving schools, returning them to accredited status, and providing wraparound services to support children from birth through graduation.","Implement evidence-based strategies to return underachieving schools to accreditation.","1.      Improve unaccredited schools with focus on supportive services to ensure children are school ready (Parents as Teachers) and enhance teacher/administrator training led by EdPlus. [Ongoing]\r\n2.\tContinue/expand partnership with nonprofits and corporations to enrich learning environments. (Normandy 21st Century Grant, Boeing, Monsanto, Emerson) [Ongoing]","Implement evidence-based strategies to return underachieving schools to accreditation.\nActivities: \n1.      Improve unaccredited schools with focus on supportive services to ensure children are school ready (Parents as Teachers) and enhance teacher/administrator training led by EdPlus. [Ongoing]\r\n2.\tContinue/expand partnership with nonprofits and corporations to enrich learning environments. (Normandy 21st Century Grant, Boeing, Monsanto, Emerson) [Ongoing]","Of the seven school districts in the Zone, two are unaccredited and two are provisionally accredited. Two are run by state-appointed boards. Restoring the quality and accreditation to these districts is essential if children are to access high quality education. \r\n\r\nLocal data suggest there are only enough ECE slots for approximately 1/3 of children.\r\n\r\nSt. Louis ranks 18th in the percentage of adults, age 25 and up, with less than a high school diploma, and 17th among those with a bachelor’s degree. Blacks are twice as likely not to graduate high school or receive a college degree. (2012 American Community Survey)\r\n","St. Louis City and St. Louis County, as the implementation partners, will work with the following support partners to implement various strategies to achieve the Education goals. \r\n•\tEducationPlus\r\n•\tThe seven school districts in the Zone\r\n•\tParents As Teachers National Center\r\n•\tMissouri Charter Public Schools Association\r\n•\tSt. Louis Regional Early Childhood Council\r\n•\tChildCare Aware\r\n•\tSt. Louis Graduates (Community partnership of nonprofits, schools and funders focused on improving pipeline to postsecondary degree)\r\n•\tChildCare Aware (Resource center for parents and child care providers)\r\n•\tLUME Institute \r\n•\tOASIS (Intergenerational tutoring program with several hundred volunteer tutors in the Zone)\r\n•\tBeyond Housing 24:1 (Community building initiative in the Normandy School District)\r\n•\tUrban Strategies, Inc.\r\n•\tFamily Workforce Centers of America\r\n•\tSt. Louis Community Colleges\r\n•\tOthers to be determined as the project progresses \r\n","St. Louis Economic Development Partnership SubGoal 2b","Source of Funds: St. Louis School District Budget, St. Louis Charter School Budgets, Hazelwood School District Budget, Riverview Gardens School District Budget, Jennings School District Budget, Ferguson Florissant School District Budget, Normancy Schools Collaborative Budget, University City School District Budget\r\nActivity: All School Districts located in the Zone receive substantial annual local funding and will use their best efforts to apply resources to the education priorities of the Zone Amount: $958,000,000 (annual budget)\r\nStart and end date: Ongoing\r\nRecipient: PZ School Districts\r\n\r\nSources of Funds: Missouri Department of Elementary and Secondary Education allocations to the 7 Zone School Districts for Parents as Teachers\r\nActivity: Parents as Teachers programming\r\nAmount: $11,000,000\r\nStart and end date: Ongoing\r\nRecipient: Parents as Teachers\r\n\r\nSources of Funds: Parents as Teachers\r\nActivity: Parents as Teachers technical assistance to the 7 School Districts in the Zone\r\nAmount: $1,500,000\r\nStart and end date: Ongoing\r\nRecipient: 7 School Districts in the Zone\r\n\r\nSources of Funds: Desegregation Case Settlement\r\nActivity: St. Louis Public Schools Desegregation Settlement to reduce debts and expand early childhood education, among other priorities.\r\nAmount: $96 million \r\nStart and end date: Ongoing\r\nRecipient:  St. Louis Public Schools\r\n","Type: State and Local Funding Support\r\nActivity: Support school districts pursuing full accreditation\r\nEstimated Amount: Amount to be determined by accreditation task force – see below\r\nRecipient: All Promise Zone school districts\r\n","Type: OASIS volunteer tutors\r\nActivity: School-based volunteer program\r\nStart and end date: Ongoing\r\nRecipient: All Promise Zone school districts\r\n\r\nType: Faith-based organization and other volunteer tutors \r\nActivity: Collaborative work with schools to enrich the learning experience\r\nStart and end date: Ongoing\r\nRecipient: All Promise Zone school districts\r\nType: Legislation\r\nActivity: Preschool bill passed to gradually increase state funding to public school districts to provide pre-K programs for low-income children ages 3 to 5\r\nStart and end date: May 2014/ongoing\r\n","Type: Task Force\r\nActivity: Formation of an accreditation task force with experienced education professionals \r\nStart and end date: 2015\r\nRecipient: Unaccredited school districts in the Promise Zone\r\n\r\n","•\tProvisionally accredited and state run districts become fully accredited","Data specialists at EducationPlus, St. Louis Regional Early Childhood Council will assist SLEDP in gathering and analyzing data supplied by Department of Elementary and Secondary Education (DESE) on an annual basis. Supplemental information will be provided by school districts, St. Louis Graduates, Parents as Teachers, Child Care Aware, and other providers/partners.\r\n\r\nSLEDP and EducationPlus will also conduct a baseline study of ECE capacity in the Zone and update it every other year.\r\n","Short-term (Year 1):\r\n•\tIdentify needs of unaccredited districts.\r\n•\tSecure needed resources to assist districts toward accreditation.\r\n•\tEnsure all Zone schools have access to child psychologist.\r\n•\tInvestigate ways to increase usage of Parents as Teacher program.\r\n•\tConduct screenings and assessments in schools.\r\n•\tEngage ECE Coalition to help all providers pursue accreditation.\r\n\r\nMid-term (Years 2-3):\r\n•\tIdentify opportunities to provide teacher/administrator training and other supports.\r\n•\tRecruit nonprofits and volunteers to provide assistance to schools.\r\n•\tUse Juvenile Courts in City and County, along with St. Louis City and Police, in concert with school districts in Zone, to increase attendance, reduce truancy\r\n\r\nLong-term (Year 4-10):\r\n•\tBuild new ECE online registration capacity.\r\n•\tAchieve accreditation for all Zone districts and ECE providers.\r\n","Expected Outcomes:\n•\tProvisionally accredited and state run districts become fully accredited\nTimeline:\nShort-term (Year 1):\r\n•\tIdentify needs of unaccredited districts.\r\n•\tSecure needed resources to assist districts toward accreditation.\r\n•\tEnsure all Zone schools have access to child psychologist.\r\n•\tInvestigate ways to increase usage of Parents as Teacher program.\r\n•\tConduct screenings and assessments in schools.\r\n•\tEngage ECE Coalition to help all providers pursue accreditation.\r\n\r\nMid-term (Years 2-3):\r\n•\tIdentify opportunities to provide teacher/administrator training and other supports.\r\n•\tRecruit nonprofits and volunteers to provide assistance to schools.\r\n•\tUse Juvenile Courts in City and County, along with St. Louis City and Police, in concert with school districts in Zone, to increase attendance, reduce truancy\r\n\r\nLong-term (Year 4-10):\r\n•\tBuild new ECE online registration capacity.\r\n•\tAchieve accreditation for all Zone districts and ECE providers.\r\n","Potential barriers may include need to gain commitment of multiple local school boards to all initiatives, insufficient state funding for schools, and possible zoning issues affecting new ECE centers."]
[2,"c","St. Louis Economic Development Partnership","St. Louis Promise Zone","St. Louis City, Ferguson, Bellerive, Bel-Ridge, Berkeley, Beverly Hills, Cool Valley, Country Club Hills, Dellwood, Flordell Hills, Glen Echo Park, Greendale, Hazelwood, Hillsdale, Jennings, Kinloch, Moline Acres, Normandy, Northwoods, Pagedale, Pine Lawn, Riverview, University City, Uplands Park, Velda City, Velda Village Hills, Wellston","Missouri","Great Plains","Improve educational opportunities",null,"The goal is to ensure that students in the Zone are college and career ready, by improving schools, returning them to accredited status, and providing wraparound services to support children from birth through graduation.","Provide an array of services to promote high school attendance rates and reduce mobility. ","1.\tExpand screening and assessments of students, through programs like Parents as Teachers, and connect students to wrap-around services. [Ongoing]\r\n2.\tEnsure access to child psychologist in every school district. [Ongoing]\r\n3.\tSupport programs to increase school attendance, reduce truancy and increase college and other postsecondary access (St. Louis Graduates). [Ongoing]\r\n","Provide an array of services to promote high school attendance rates and reduce mobility. \nActivities: \n1.\tExpand screening and assessments of students, through programs like Parents as Teachers, and connect students to wrap-around services. [Ongoing]\r\n2.\tEnsure access to child psychologist in every school district. [Ongoing]\r\n3.\tSupport programs to increase school attendance, reduce truancy and increase college and other postsecondary access (St. Louis Graduates). [Ongoing]\r\n","Of the seven school districts in the Zone, two are unaccredited and two are provisionally accredited. Two are run by state-appointed boards. Restoring the quality and accreditation to these districts is essential if children are to access high quality education. \r\n\r\nLocal data suggest there are only enough ECE slots for approximately 1/3 of children.\r\n\r\nSt. Louis ranks 18th in the percentage of adults, age 25 and up, with less than a high school diploma, and 17th among those with a bachelor’s degree. Blacks are twice as likely not to graduate high school or receive a college degree. (2012 American Community Survey)\r\n","St. Louis City and St. Louis County, as the implementation partners, will work with the following support partners to implement various strategies to achieve the Education goals. \r\n•\tEducationPlus\r\n•\tThe seven school districts in the Zone\r\n•\tParents As Teachers National Center\r\n•\tMissouri Charter Public Schools Association\r\n•\tSt. Louis Regional Early Childhood Council\r\n•\tChildCare Aware\r\n•\tSt. Louis Graduates (Community partnership of nonprofits, schools and funders focused on improving pipeline to postsecondary degree)\r\n•\tChildCare Aware (Resource center for parents and child care providers)\r\n•\tLUME Institute \r\n•\tOASIS (Intergenerational tutoring program with several hundred volunteer tutors in the Zone)\r\n•\tBeyond Housing 24:1 (Community building initiative in the Normandy School District)\r\n•\tUrban Strategies, Inc.\r\n•\tFamily Workforce Centers of America\r\n•\tSt. Louis Community Colleges\r\n•\tOthers to be determined as the project progresses \r\n","St. Louis Economic Development Partnership SubGoal 2c","Source of Funds: City and County Children’s Service Funds\r\nActivity: Fund diverse social service agencies providing services in the Zone, particularly around school-based prevention services, crisis intervention services, home and community-based interventions, outpatient psychiatric services, substance abuse treatment, services to unwed and teenage parents, and respite care services\r\nAmount: $43,000,000 (annual budget)\r\nStart and end date: Ongoing\r\nRecipient: Various social service agencies throughout St. Louis City and County\r\n\r\nSource of Funds: St. Louis School District Budget, St. Louis Charter School Budgets, Hazelwood School District Budget, Riverview Gardens School District Budget, Jennings School District Budget, Ferguson Florissant School District Budget, Normancy Schools Collaborative Budget, University City School District Budget\r\nActivity: All School Districts located in the Zone receive substantial annual local funding and will use their best efforts to apply resources to the education priorities of the Zone Amount: $958,000,000 (annual budget)\r\nStart and end date: Ongoing\r\nRecipient: PZ School Districts\r\n\r\nSources of Funds: Missouri Department of Elementary and Secondary Education allocations to the 7 Zone School Districts for Parents as Teachers\r\nActivity: Parents as Teachers programming\r\nAmount: $11,000,000\r\nStart and end date: Ongoing\r\nRecipient: Parents as Teachers\r\n\r\nSources of Funds: Parents as Teachers\r\nActivity: Parents as Teachers technical assistance to the 7 School Districts in the Zone\r\nAmount: $1,500,000\r\nStart and end date: Ongoing\r\nRecipient: 7 School Districts in the Zone\r\n\r\nSources of Funds: Desegregation Case Settlement\r\nActivity: St. Louis Public Schools Desegregation Settlement to reduce debts and expand early childhood education, among other priorities.\r\nAmount: $96 million \r\nStart and end date: Ongoing\r\nRecipient:  St. Louis Public Schools\r\n\r\nSources of Funds:  Department of Labor\r\nActivity: DOL Community Based Job Training grant for the Graduate! St. Louis Workforce Development Consortium\r\nAmount: $4.4 million\r\nStart and end date: Ongoing\r\nRecipient: Graduate! St. Louis\r\n","Type: Philanthropic and grant support (i.e Department of Education)\r\nActivity: Support services for students\r\nEstimated Amount: $5 million/year\r\nRecipient: PZ School Districts","Type: OASIS volunteer tutors\r\nActivity: School-based volunteer program\r\nStart and end date: Ongoing\r\nRecipient: All Promise Zone school districts\r\n\r\nType: Faith-based organization and other volunteer tutors \r\nActivity: Collaborative work with schools to enrich the learning experience\r\nStart and end date: Ongoing\r\nRecipient: All Promise Zone school districts\r\nType: Legislation\r\nActivity: Preschool bill passed to gradually increase state funding to public school districts to provide pre-K programs for low-income children ages 3 to 5\r\nStart and end date: May 2014/ongoing\r\n","Type: Volunteer/mentors\r\nActivity: School-based volunteer program\r\nStart and end date: Ongoing\r\nRecipient: All Promise Zone school districts","•\tAt least 65% of Zone students will graduate high school on time by 2020. \r\n•\tTruancy among students in the Zone will be reduced by 15% by 12/31/17.\r\n•\t20% increase in the number of high school graduates enrolled in career prep trainings or post secondary schools by 2020.","Data specialists at EducationPlus, St. Louis Regional Early Childhood Council will assist SLEDP in gathering and analyzing data supplied by Department of Elementary and Secondary Education (DESE) on an annual basis. Supplemental information will be provided by school districts, St. Louis Graduates, Parents as Teachers, Child Care Aware, and other providers/partners.\r\n\r\nSLEDP and EducationPlus will also conduct a baseline study of ECE capacity in the Zone and update it every other year.\r\n","Short-term (Year 1):\r\n•\tIdentify needs of unaccredited districts.\r\n•\tSecure needed resources to assist districts toward accreditation.\r\n•\tEnsure all Zone schools have access to child psychologist.\r\n•\tInvestigate ways to increase usage of Parents as Teacher program.\r\n•\tConduct screenings and assessments in schools.\r\n•\tEngage ECE Coalition to help all providers pursue accreditation.\r\n\r\nMid-term (Years 2-3):\r\n•\tIdentify opportunities to provide teacher/administrator training and other supports.\r\n•\tRecruit nonprofits and volunteers to provide assistance to schools.\r\n•\tUse Juvenile Courts in City and County, along with St. Louis City and Police, in concert with school districts in Zone, to increase attendance, reduce truancy\r\n\r\nLong-term (Year 4-10):\r\n•\tBuild new ECE online registration capacity.\r\n•\tAchieve accreditation for all Zone districts and ECE providers.\r\n","Expected Outcomes:\n•\tAt least 65% of Zone students will graduate high school on time by 2020. \r\n•\tTruancy among students in the Zone will be reduced by 15% by 12/31/17.\r\n•\t20% increase in the number of high school graduates enrolled in career prep trainings or post secondary schools by 2020.\nTimeline:\nShort-term (Year 1):\r\n•\tIdentify needs of unaccredited districts.\r\n•\tSecure needed resources to assist districts toward accreditation.\r\n•\tEnsure all Zone schools have access to child psychologist.\r\n•\tInvestigate ways to increase usage of Parents as Teacher program.\r\n•\tConduct screenings and assessments in schools.\r\n•\tEngage ECE Coalition to help all providers pursue accreditation.\r\n\r\nMid-term (Years 2-3):\r\n•\tIdentify opportunities to provide teacher/administrator training and other supports.\r\n•\tRecruit nonprofits and volunteers to provide assistance to schools.\r\n•\tUse Juvenile Courts in City and County, along with St. Louis City and Police, in concert with school districts in Zone, to increase attendance, reduce truancy\r\n\r\nLong-term (Year 4-10):\r\n•\tBuild new ECE online registration capacity.\r\n•\tAchieve accreditation for all Zone districts and ECE providers.\r\n","Potential barriers may include need to gain commitment of multiple local school boards to all initiatives, insufficient state funding for schools, and possible zoning issues affecting new ECE centers."]
[3,"a","St. Louis Economic Development Partnership","St. Louis Promise Zone","St. Louis City, Ferguson, Bellerive, Bel-Ridge, Berkeley, Beverly Hills, Cool Valley, Country Club Hills, Dellwood, Flordell Hills, Glen Echo Park, Greendale, Hazelwood, Hillsdale, Jennings, Kinloch, Moline Acres, Normandy, Northwoods, Pagedale, Pine Lawn, Riverview, University City, Uplands Park, Velda City, Velda Village Hills, Wellston","Missouri","Great Plains","Reduce serious or violent crime",null,"Achieve consistent annual reduction in the rate of violent crime across the Promise Zone through greater collaboration among police departments and focusing resources in high-crime areas.","Achieve greater operational coordination and uniformly high professional standards for all police in the Zone and improved police-community relations.","Two realities highlighted in Ferguson are the need for better coordination among City, County and municipal police and building trust between police and the community. Criminals are not restricted by jurisdictional boundaries, and police should not be either. Proposed activities include:\r\n1.\tOrganizing and executing a jointly developed multi jurisdictional hot-spot policing strategy across the Promise Zone. [new]\r\n2.\tSt. Louis County Police Department will implement cross-agency patrolling of hot-spots within St. Louis County Promise Zone area.  St. Louis Metropolitan Police Department will implement patrolling of hot-spots within St. Louis City Promise Zone area. [ongoing]\r\n3.\tAdopting joint, multi-agency training for all Zone police. [new]\r\n4.\tConsider establishing an additional North County precinct station south of I-70 within the St. Louis County Promise Zone area. [ongoing]\r\n5.\tIncrease community-policing and use of new technology/social platforms like nextdoor.com to build trust and\r\n","Achieve greater operational coordination and uniformly high professional standards for all police in the Zone and improved police-community relations.\nActivities: \nTwo realities highlighted in Ferguson are the need for better coordination among City, County and municipal police and building trust between police and the community. Criminals are not restricted by jurisdictional boundaries, and police should not be either. Proposed activities include:\r\n1.\tOrganizing and executing a jointly developed multi jurisdictional hot-spot policing strategy across the Promise Zone. [new]\r\n2.\tSt. Louis County Police Department will implement cross-agency patrolling of hot-spots within St. Louis County Promise Zone area.  St. Louis Metropolitan Police Department will implement patrolling of hot-spots within St. Louis City Promise Zone area. [ongoing]\r\n3.\tAdopting joint, multi-agency training for all Zone police. [new]\r\n4.\tConsider establishing an additional North County precinct station south of I-70 within the St. Louis County Promise Zone area. [ongoing]\r\n5.\tIncrease community-policing and use of new technology/social platforms like nextdoor.com to build trust and\r\n","Hot spot and community policing in the City and County have helped reduce Part 1 crimes by as much as 16% since 2011, while strengthening community/police relations. In Jennings, for example, Part I crimes have been reduced by 33.3% from 2011-2013 since St. Louis County Police assumed responsibility of providing police services.  Research conducted by Southern Illinois University-Carbondale showed residents in hot spot patrol areas were more willing to act to address neighborhood problems. Other citations:\r\n•\t“Policing Crime and Disorder Hot Spots: A Randomized Controlled Trial.” (Braga & Bond, 2008)\r\n•\t“Shared Beginnings, Divergent Lives: Delinquent Boys to Age 70.” (Sampson & Laub, 2003)\r\n•\t“General Deterrence Effects of Police Patrol in Crime 'Hot Spots': A Randomized Controlled Trial.” (Sherman & Weisburd)\r\nA St. Louis Post-Dispatch story (11/15/14) quoted the City and County police chiefs saying the Ferguson unrest has created “a new norm” that will require more officers going forward","St. Louis City and St. Louis County, as the implementation partners, will work with the following support partners to implement various strategies to achieve the Crime Reduction goals. \r\n•\tSaint Louis City Police Department\r\n•\tSaint Louis County Police Department\r\n•\tMissouri Highway Patrol\r\n•\tUniversity of Missouri-St. Louis Department of Criminology and Criminal Justice\r\n•\tMunicipal police departments within the Zone\r\n•\tOthers to be determined as the project progresses \r\n","St. Louis Economic Development Partnership SubGoal 3a","Source of Funds: 2014 Saint Louis City & County Police Department Budgets\r\nActivity: Both leading police agencies receive substantial annual local funding, and will use their best efforts to apply resources to advance the multi-jurisdictional hot-spot policing strategy, cross-agency patrolling of hot spots, and joint, multi-agency training opportunities across the Promise Zone\r\nAmount: $244,323,639\r\nStart and end date: Equivalent annual support is expected throughout the 10-year designation of the Promise Zone\r\nRecipient: St. Louis City and County Police Departments\r\n\r\nSource of Funds: Better Together Study on City and County policing\r\nAmount: $300,000\r\nStart and end date: 2013-2015\r\nRecipient: Better Together received funding from the Missouri Council for a Better Economy, which will inform the Promise Zone’s policing strategies\r\n\r\n","Type: Grant/Increased State and Federal Funding\r\nActivity: Identify funds for increased staff, training programs and cross-jurisdictional coordination programs\r\nEstimated Amount: $17,273,760 for additional 240 officers (split 50% for St. Louis County Police and 50% City of St. Louis Police Department), plus identification of funds for training and coordination programs\r\nRecipient: Saint Louis City and County Police Departments\r\n\r\nType: Loan\r\nActivity: New, Centrally Located, North County Precinct Station\r\nEstimated Amount: $1,400,000 for new building\r\nRecipient: Saint Louis County Police Department\r\n\r\n","Type: Neighborhood Patrol Programs\r\nActivity: Resident-led, local crime prevention initiatives\r\nStart and end date: Ongoing\r\nRecipient: All Promise Zone Municipalities\r\n\r\nType: St. Louis CrimeStoppers\r\nActivity: Hotline to report criminal activity\r\nStart and end date: Ongoing\r\nRecipient: All Promise Zone Municipalities\r\n","Type: Government Support\r\nActivity: Support by local elected officials for coordinated, collaborative efforts to reduce crime through proposed, cross-jurisdictional strategies and a consolidated regional Police Academy.\r\nStart and end date: Ongoing\r\nRecipient: Saint Louis City and County Police Departments\r\n\r\nType: Resident Participation\r\nActivity: Increased participation by Zone residents and businesses in Neighborhood Patrol and neighborhood Watch programs.  Public Service Campaign to expand use of nextdoor.com, a private social network neighborhoods to get the word out about important occurrences\r\nRecipient: All Promise Zone Municipalities\r\n\r\n","•\tAnnual reduction, by 12/31/16, in the rate of violent crime equal to the best three-year average annual reduction achieved in St. Louis City/ St. Louis County between 2004-2013. Measured using Uniform Crime Report data. \r\n•\tBy 6/30/16, at least 50% of hot spot policing calls to be handled by cross-jurisdictional police patrols, a measured by City/County/municipal monthly reports.\r\n•\tHot spots in high crime areas will be reduced by 25% by 12/31/16, as reported in UCR.\r\n•\tDevelop uniform professional standards for all Zone police by 12/31/16.\r\n•\tJoint, multi-agency training for all Zone police will be implemented by 12/31/16, as reported in police annual reports.\r\n•\tCitizen participation in neighborhood Patrol/Watch programs increased by 20% by 12/31/16, as reported in police annual reports.\r\n","The St. Louis Promise Zone will utilize Uniform Crime Report data to track progress against these goals. The St. Louis County and City Planning Department will assist with data collection, analysis and reporting. In addition, the University of Missouri-St. Louis’ Department of Criminology and Criminal Justice will provide assistance with data collection and analysis. The City and County Police Departments provide monthly incidence reports, as well as training and community outreach updates. Budget changes will be tracked through the annual budget process in all departments. ","Short-term (Year 1):\r\nDevelopment of hot spot policing plan.\r\nImplementation of cross-agency patrolling of hot spots in the Zone.\r\nCommunity policing activities increased across the Zone.\r\n\r\nMid-term (Years 2-3):\r\nProgress evaluated via UCR and strategies modified, as needed.\r\nAdoption of joint, multi-agency training for all Zone police.\r\nDevelop uniform professional standards for all Zone police.\r\n\r\nLong-term (Years 4-10):\r\nContinue efforts on hot spot and community policing.\r\n\r\n","Expected Outcomes:\n•\tAnnual reduction, by 12/31/16, in the rate of violent crime equal to the best three-year average annual reduction achieved in St. Louis City/ St. Louis County between 2004-2013. Measured using Uniform Crime Report data. \r\n•\tBy 6/30/16, at least 50% of hot spot policing calls to be handled by cross-jurisdictional police patrols, a measured by City/County/municipal monthly reports.\r\n•\tHot spots in high crime areas will be reduced by 25% by 12/31/16, as reported in UCR.\r\n•\tDevelop uniform professional standards for all Zone police by 12/31/16.\r\n•\tJoint, multi-agency training for all Zone police will be implemented by 12/31/16, as reported in police annual reports.\r\n•\tCitizen participation in neighborhood Patrol/Watch programs increased by 20% by 12/31/16, as reported in police annual reports.\r\n\nTimeline:\nShort-term (Year 1):\r\nDevelopment of hot spot policing plan.\r\nImplementation of cross-agency patrolling of hot spots in the Zone.\r\nCommunity policing activities increased across the Zone.\r\n\r\nMid-term (Years 2-3):\r\nProgress evaluated via UCR and strategies modified, as needed.\r\nAdoption of joint, multi-agency training for all Zone police.\r\nDevelop uniform professional standards for all Zone police.\r\n\r\nLong-term (Years 4-10):\r\nContinue efforts on hot spot and community policing.\r\n\r\n","The biggest challenge to successful implementation of these crime reduction strategies is the large number of police agencies that exist in or have a role to play in the Promise Zone. Achieving coordination and collaboration among these agencies will be difficult, but the task is aided by experiences in Ferguson and the clear needs that resulted from that tragedy. While there do not appear to be any regulatory or statutory barriers that would prevent the activities proposed here, local elected officials and taxpayers must also be convinced of the urgency and potential value of implementing this approach."]
[3,"b","St. Louis Economic Development Partnership","St. Louis Promise Zone","St. Louis City, Ferguson, Bellerive, Bel-Ridge, Berkeley, Beverly Hills, Cool Valley, Country Club Hills, Dellwood, Flordell Hills, Glen Echo Park, Greendale, Hazelwood, Hillsdale, Jennings, Kinloch, Moline Acres, Normandy, Northwoods, Pagedale, Pine Lawn, Riverview, University City, Uplands Park, Velda City, Velda Village Hills, Wellston","Missouri","Great Plains","Reduce serious or violent crime",null,"Achieve consistent annual reduction in the rate of violent crime across the Promise Zone through greater collaboration among police departments and focusing resources in high-crime areas.","Increase funding for police departments to provide adequate manpower to ensure community safety.","1.\tAdopting joint, multi-agency training for all Zone police. [new]\r\n2.\tRe-evaluating the feasibility for a consolidated regional Police Academy to train all officers in St. Louis City-County. [new]\r\n3.\tPursue opportunities for increased public/private funding to provide additional resources. [ongoing]\r\n4.\tConsider establishing an additional North County precinct station south of I-70 within the St. Louis County Promise Zone area. [ongoing]\r\n","Increase funding for police departments to provide adequate manpower to ensure community safety.\nActivities: \n1.\tAdopting joint, multi-agency training for all Zone police. [new]\r\n2.\tRe-evaluating the feasibility for a consolidated regional Police Academy to train all officers in St. Louis City-County. [new]\r\n3.\tPursue opportunities for increased public/private funding to provide additional resources. [ongoing]\r\n4.\tConsider establishing an additional North County precinct station south of I-70 within the St. Louis County Promise Zone area. [ongoing]\r\n","Hot spot and community policing in the City and County have helped reduce Part 1 crimes by as much as 16% since 2011, while strengthening community/police relations. In Jennings, for example, Part I crimes have been reduced by 33.3% from 2011-2013 since St. Louis County Police assumed responsibility of providing police services.  Research conducted by Southern Illinois University-Carbondale showed residents in hot spot patrol areas were more willing to act to address neighborhood problems. Other citations:\r\n•\t“Policing Crime and Disorder Hot Spots: A Randomized Controlled Trial.” (Braga & Bond, 2008)\r\n•\t“Shared Beginnings, Divergent Lives: Delinquent Boys to Age 70.” (Sampson & Laub, 2003)\r\n•\t“General Deterrence Effects of Police Patrol in Crime 'Hot Spots': A Randomized Controlled Trial.” (Sherman & Weisburd)\r\nA St. Louis Post-Dispatch story (11/15/14) quoted the City and County police chiefs saying the Ferguson unrest has created “a new norm” that will require more officers going forward","St. Louis City and St. Louis County, as the implementation partners, will work with the following support partners to implement various strategies to achieve the Crime Reduction goals. \r\n•\tSaint Louis City Police Department\r\n•\tSaint Louis County Police Department\r\n•\tMissouri Highway Patrol\r\n•\tUniversity of Missouri-St. Louis Department of Criminology and Criminal Justice\r\n•\tMunicipal police departments within the Zone\r\n•\tOthers to be determined as the project progresses \r\n","St. Louis Economic Development Partnership SubGoal 3b","Source of Funds: 2012-2014 Additional Grants received by St. Louis City and County Police Departments from U.S Department of Justice, MO Dept of Public Safety, and others\r\nActivity: Additional grant funds are available to support the public safety objectives of the Promise Zone \r\nAmount: $7,000,000\r\nStart and end date: 2012- fund expenditure complete\r\nRecipient: St. Louis City and County Police Departments\r\n","Type: Grant/Increased State and Federal Funding\r\nActivity: Training of new officers\r\nEstimated amount: $8,250,000 for training of 120 new recruits\r\nRecipient: St. Louis County Police Department\r\n\r\nType: Loan\r\nActivity: New, Centrally Located, North County Precinct Station\r\nEstimated Amount: $1,400,000 for new building\r\nRecipient: Saint Louis County Police Department\r\n",null,null,"•\t5% increase in police budgets achieved by 1/1/18.\r\n•\tNew North County precinct station\r\n","Budget changes will be tracked through the annual budget process in all departments. ","Short-Term (Year 1):\r\nFunding strategies identified for increased public/private funding to provide additional resources.\r\n\r\nMid-term (Years 2-3):\r\nFunding strategies identified for increased public/private funding to provide additional resources.\r\n\r\nLong-term (Years 4-10):\r\nComplete North County Precinct Station \r\nAchieve 5% budget increase by 2018\r\n","Expected Outcomes:\n•\t5% increase in police budgets achieved by 1/1/18.\r\n•\tNew North County precinct station\r\n\nTimeline:\nShort-Term (Year 1):\r\nFunding strategies identified for increased public/private funding to provide additional resources.\r\n\r\nMid-term (Years 2-3):\r\nFunding strategies identified for increased public/private funding to provide additional resources.\r\n\r\nLong-term (Years 4-10):\r\nComplete North County Precinct Station \r\nAchieve 5% budget increase by 2018\r\n","The biggest challenge to successful implementation of these crime reduction strategies is the large number of police agencies that exist in or have a role to play in the Promise Zone. Achieving coordination and collaboration among these agencies will be difficult, but the task is aided by experiences in Ferguson and the clear needs that resulted from that tragedy. While there do not appear to be any regulatory or statutory barriers that would prevent the activities proposed here, local elected officials and taxpayers must also be convinced of the urgency and potential value of implementing this approach."]
[4,"a","St. Louis Economic Development Partnership","St. Louis Promise Zone","St. Louis City, Ferguson, Bellerive, Bel-Ridge, Berkeley, Beverly Hills, Cool Valley, Country Club Hills, Dellwood, Flordell Hills, Glen Echo Park, Greendale, Hazelwood, Hillsdale, Jennings, Kinloch, Moline Acres, Normandy, Northwoods, Pagedale, Pine Lawn, Riverview, University City, Uplands Park, Velda City, Velda Village Hills, Wellston","Missouri","Great Plains","Other community goal (i.e. Health and wellness, Affordable housing, etc.)","Transformative Development","The goal is to design and implement a collaborative strategy for large-scale, mixed-income, mixed-use development that will foster transformative, sustainable communities.","1.\tStrengthen “marginally stable” Zone neighborhoods to stem further decline and revitalize them as desirable places to live, work and play, with adequate infrastructure, funding and partnerships in place to enable transformative development","Transformative development enhances both the physical nature of Zone communities, and also community pride and togetherness. Activities will target strategically located existing assets to attract new investment and demonstrate the viability of Zone communities. Activities include:\r\n•\tWork with local developers to develop large-scale, mixed-income, mixed-use developments of approximately 250 units each (1000 total) that link housing, retail, infrastructure, and other development to job and transit centers.  Targeted nodes for redevelopment are located in Wellston/Rock Road TOD/MLK; Pagedale (Page Ave); North St. Louis, and Ferguson.\r\n•\tTie developments to East-West Gateway’s Great Streets Planning Projects and work with Great Rivers Greenway to link trails and greenways with transformative developments.\r\n•\tWork with Zone municipalities to consolidate block grant funds and other infrastructure funding to support transformative developments.\r\n","1.\tStrengthen “marginally stable” Zone neighborhoods to stem further decline and revitalize them as desirable places to live, work and play, with adequate infrastructure, funding and partnerships in place to enable transformative development\nActivities: \nTransformative development enhances both the physical nature of Zone communities, and also community pride and togetherness. Activities will target strategically located existing assets to attract new investment and demonstrate the viability of Zone communities. Activities include:\r\n•\tWork with local developers to develop large-scale, mixed-income, mixed-use developments of approximately 250 units each (1000 total) that link housing, retail, infrastructure, and other development to job and transit centers.  Targeted nodes for redevelopment are located in Wellston/Rock Road TOD/MLK; Pagedale (Page Ave); North St. Louis, and Ferguson.\r\n•\tTie developments to East-West Gateway’s Great Streets Planning Projects and work with Great Rivers Greenway to link trails and greenways with transformative developments.\r\n•\tWork with Zone municipalities to consolidate block grant funds and other infrastructure funding to support transformative developments.\r\n","Our approach is supported by evidence demonstrated by Turbov & Piper in “HOPE VI and Mixed-Finance Redevelopments: A Catalyst for Neighborhood Renewal” (2005) that showed mixed-income communities can achieve increases in household incomes and workforce participation rates, dramatic drops in crime rates, improved test scores and increased property values when supported by public-private partnerships and active community engagement.\r\n\r\nA second study, “Improving the Management of Rental Properties with Drug Problems: A Randomized Experiment” (Eck, & Wartell, 1998), examined certain interventions created significant crime reduction effects on drug places.\r\n\r\nSLEDP’s own experience with development in Wellston, starting with the MET Center, has shown that employers, housing, early childcare education and other services can be attracted to low-income communities when transformative developments are implemented.\r\n","St. Louis City and St. Louis County, as the implementation partners, will work with the following support partners to implement various strategies to achieve goals related to Transformative Development/Affordable Housing.\r\n•\tCity’s Affordable Housing Commission, Community Development Agency, Human Services, Neighborhood Stabilization Team, Parks, Public Safety, Real Estate Development, Streets, Housing Authority, and Development Corporation.\r\n•\tCounty’s Highways & Traffic, Public Works, Planning, Parks and Human Services Departments.\r\n•\tEast-West Gateway Council of Governments\r\n•\tMcCormack Baron Salazar\r\n•\tUrban Strategies\r\n•\tGreat Rivers Greenway\r\n•\tBeyond Housing\r\n•\tRISE\r\n•\tHabitat for Humanity\r\n•\tFriendly Temple Missionary Baptist Church\r\n•\tMcEagle\r\n•\tMissouri Department of Conservation\r\n•\tMetropolitan Sewer District\r\n•\tOthers to be determined as the Plan progresses\r\n","St. Louis Economic Development Partnership SubGoal 4a","Source of Funds: Public & Private \r\nActivity: Develop 4 new transformative, mixed-income, mixed-use developments\r\nAmount: $15 million — Tax increment financing and private investment in Pagedale revitalization, led by Beyond Housing (with additional $15 million planned)\r\n$10 million — County CDBG and HOME funded activities in the Zone\r\n$12.7 million — St. Louis Housing Authority funding for North Sarah 3 project\r\n$8 million — Tax increment financing for Northside Regeneration Project\r\n$3.7 million— Energy Efficiency and Conservation Block Grant to support St. Louis Sustainability Plan\r\n$830,000 — Metro investments to upgrade bus stops along West Florissant Avenue\r\n$700,000 — County Public Works allocation for demolition of derelict and vacant structures in North St. Louis County\r\n$632,500 — Private support for development of Wellston Neighborhood Park\r\n$474,000 — Choice Neighborhood Planning Grant for Wellston\t\r\nStart and end date: 2015-2025\r\nRecipient: Various development partners\r\n\r\nSource of Funds: Qualified Energy Conservation Bonds & Affordable Housing Commission Home Repair Set Aside\r\nActivity: Help vulnerable residents maintain aging homes to safe and livable standards\r\nAmount: $4.6 million\r\nStart and end date: 2014 – ongoing\r\nRecipient: Various development partners\r\n\r\nSource of Funds: Healthy Home Repair Program\r\nActivity: Help vulnerable residents maintain aging homes to safe and livable standards\r\nAmount: $2.5 million\r\nStart and end date: 2014 – ongoing\r\n\r\nSource of Funds: Metropolitan Sewer District Consent Decree\r\nActivity: Pilot Program to develop techniques to reduce water flow directly to the sewer system\r\nAmount: $200 million of total $4 billion in planned improvements\r\nStart and end date: 2012 - ongoing\r\n\r\n","The private marketplace has proven unable to deliver an adequate supply of decent, affordable housing, revitalization of disinvested assets, etc. especially in distressed urban and suburban neighborhoods. Government agencies have worked to rebuild the distressed urban core and suburban communities with limited resources and limited success. Large-scale mixed-income, mixed-use developments within the Zone will be successful if partners are successful in assembling diverse financial resources, including federal, state and local programs (CDBG, HOME, TIF, etc.), Low Income Housing Tax Credits, tax-exempt financing, insured conventional loans, and debt and equity from the private sector. Zone developments will involve public-private partnerships that leverage public dollars with maximum private investment.  \r\n\r\nBoth the Wellston/MLK/Road Road and Northside/O'Fallon areas will pursue Choice Neighborhoods Initiative Implementation Grants ($60 million) in upcoming allocation rounds (in different years). \r\n\r\nThe North Sarah plan in North St. Louis builds upon a successful HOPE VI grant to the St. Louis Housing Authority (with McCormack Baron Salazar, Urban Strategies), with the subsequent phase requiring a LIHTC equity commitment of $8,000,000.\r\n\r\nAssuming approximately 1000 total units in the large-scale, mixed-income, mixed-use developments, of which approximately 60% would serve low and moderate income households, funding needs would include approximately: $25 million in private debt; $90 million in equity ($10 million in LIHTCs), and $115 million in gap funding ($230 million total).\r\n","OneSTL is a group comprised of 11 partner organizations working together to produce a regional plan for sustainable development.  In addition to the project partners, more than 50 organizations, 200 committee members, and 2,000 public meeting attendees contributed to the plan. The result is a plan regional in breadth and truly comprehensive in scope. \r\n\r\nCommitments on the part of municipalities, community development corporations, nonprofits, and for-profit developers working in the Zone to collaborate.\r\n","Community support for prioritized projects.","Expected outcomes include:\r\n•\tImproved indicators of neighborhood strength (fewer vacant properties, higher homeownership rates, improved school performance, etc.) as seen in annual reports of implementing and support partners.\r\n•\tSecuring of needed financial resources, such as Choice Neighborhoods Initiative Implementation Grants, tax credits, and other state, local and federal resources, and improved alignment of existing resources\r\n•\tInitiation and completion of transformative developments in Wellston, Pagedale, North St. Louis and Ferguson including TODs.\r\n•\tCompletion of Great Streets projects along MLK Drive, West Florissant, and Natural Bridge.\r\n•\tHome repairs in a minimum of 200 homes in the Zone.\r\n","The St. Louis County and City Planning Departments will assist with data collection, analysis and reporting.","Short-term (Year 1):\r\n•\tIdentify key development area & linkages where support partners are already actively working.\r\n•\tIdentify areas that have been prioritized by the City and County.\r\n•\tIdentify acquisition needs for transformative developments.\r\n•\tIdentify linkage corridors for Great Streets Planning Projects led by East-West Gateway, and Metro sites for transit-oriented developments. \r\n\r\nMid Range (Years 2-4):\r\n•\tWork with municipalities to consolidate block grant funds and identify infrastructure funding resources.\r\n•\tSecure needed resources for priority developments (state, federal, local funding applications).\r\n•\tAcquisition, entitlement and predevelopment work.\r\n\r\nLong Term (Years 5-10):\r\n•\tConstruction and completion of transformative developments.\r\n","Expected Outcomes:\nExpected outcomes include:\r\n•\tImproved indicators of neighborhood strength (fewer vacant properties, higher homeownership rates, improved school performance, etc.) as seen in annual reports of implementing and support partners.\r\n•\tSecuring of needed financial resources, such as Choice Neighborhoods Initiative Implementation Grants, tax credits, and other state, local and federal resources, and improved alignment of existing resources\r\n•\tInitiation and completion of transformative developments in Wellston, Pagedale, North St. Louis and Ferguson including TODs.\r\n•\tCompletion of Great Streets projects along MLK Drive, West Florissant, and Natural Bridge.\r\n•\tHome repairs in a minimum of 200 homes in the Zone.\r\n\nTimeline:\nShort-term (Year 1):\r\n•\tIdentify key development area & linkages where support partners are already actively working.\r\n•\tIdentify areas that have been prioritized by the City and County.\r\n•\tIdentify acquisition needs for transformative developments.\r\n•\tIdentify linkage corridors for Great Streets Planning Projects led by East-West Gateway, and Metro sites for transit-oriented developments. \r\n\r\nMid Range (Years 2-4):\r\n•\tWork with municipalities to consolidate block grant funds and identify infrastructure funding resources.\r\n•\tSecure needed resources for priority developments (state, federal, local funding applications).\r\n•\tAcquisition, entitlement and predevelopment work.\r\n\r\nLong Term (Years 5-10):\r\n•\tConstruction and completion of transformative developments.\r\n","Limited availability of funds. Zoning and plan approval coordination between jurisdictions where developments cross municipal and/or City-County lines. "]
[5,"a","St. Louis Economic Development Partnership","St. Louis Promise Zone","St. Louis City, Ferguson, Bellerive, Bel-Ridge, Berkeley, Beverly Hills, Cool Valley, Country Club Hills, Dellwood, Flordell Hills, Glen Echo Park, Greendale, Hazelwood, Hillsdale, Jennings, Kinloch, Moline Acres, Normandy, Northwoods, Pagedale, Pine Lawn, Riverview, University City, Uplands Park, Velda City, Velda Village Hills, Wellston","Missouri","Great Plains","Other community goal (i.e. Health and wellness, Affordable housing, etc.)","Health and Wellness","Address systemic needs and individual interventions to reduce disparities in the life expectancies of Promise Zone residents. ","Improve access to developmental, behavioral and mental health services for Zone residents that promote healthy habits, behaviors and safe, stable and healthy living and learning environments.","A.\tWork with the Children’s Service Fund and Mental Health Board to increase funding for mental health services in highest need areas of the zone. [ongoing]\r\nB.\tWork with EducationPlus member districts to design/implement comprehensive social emotional learning preK-12 standards. [new]\r\nC.\tImplement strategies of the Healthy Eating, Active Living (HEAL) Partnership in St. Louis City and apply same principles in St. Louis County. [ongoing]\r\nD.\tSecure resources to increase connectivity and safety through new sidewalks, better lighting and a crosswalk safety program to improve pedestrian safety. [new]\r\nE.\tExpand youth programming on prevention of substance abuse, violence, homelessness and teen pregnancy. [ongoing]\r\n","Improve access to developmental, behavioral and mental health services for Zone residents that promote healthy habits, behaviors and safe, stable and healthy living and learning environments.\nActivities: \nA.\tWork with the Children’s Service Fund and Mental Health Board to increase funding for mental health services in highest need areas of the zone. [ongoing]\r\nB.\tWork with EducationPlus member districts to design/implement comprehensive social emotional learning preK-12 standards. [new]\r\nC.\tImplement strategies of the Healthy Eating, Active Living (HEAL) Partnership in St. Louis City and apply same principles in St. Louis County. [ongoing]\r\nD.\tSecure resources to increase connectivity and safety through new sidewalks, better lighting and a crosswalk safety program to improve pedestrian safety. [new]\r\nE.\tExpand youth programming on prevention of substance abuse, violence, homelessness and teen pregnancy. [ongoing]\r\n","In For the Sake of All, Washington University researchers (2014) exploring economic impacts of health disparities found, “Where you live in St. Louis has a powerful impact on your health. Residents…separated by only a few miles have up to an 18-year difference in life expectancy. Areas with high African American populations often lack healthy foods, safe green spaces, and convenient access to medical care.”\r\n\r\n“National Stakeholder Strategy for Achieving Health Equity.” (National Partnership for Action to End Health Disparities, 2011). Provides guidance on public/private initiatives to help underserved groups reach their full health potential.\r\n\r\n“HHS Action Plan to Reduce Health Disparities.” (2011). Outlines goals and actions HHS will take to reduce health disparities.\r\n\r\n“Healthy Foods, Healthy Communities: Promising Strategies to Improve Access to Fresh, Healthy Food and Transform Communities.” (Flournoy, 2011) Provides healthy food evidence-base models in low-income urban neighborhoods.","St. Louis City and St. Louis County, as the implementation partners, will work with the following support partners to implement various strategies to achieve the Health & Wellness goals. \r\n•\tCity of St. Louis Department of Health (DOH)\r\n•\tSt. Louis County Department of Health (DOH)\r\n•\tEducationPlus (non-profit education consortium for school districts)\r\n•\tSchool districts in Promise Zone\r\n•\tParents as Teachers (parent educator focused on healthy child development)\r\n•\tCity and County Children's Service Funds \r\n•\tSt. Louis Mental Health Board\r\n•\tSt. Louis Regional Children’s Mental Health System of Care\r\n•\tBehavioral Health Network (coordinating body for local mental health providers)\r\n","St. Louis Economic Development Partnership SubGoal 5a","Sources of Funds: City of St. Louis and County Departments of Health \r\nActivity: St. Louis City and County health department budgets, including programs addressing environmental issues, prenatal/parent support, mental health, violence prevention, and clinical/healthcare initiatives.\r\nAmount: $76.7 million annual budget (annual budgets combined, port)\r\nStart and end date: Through designation period \r\n\r\nSources of Funds: City and County Children’s Service Funds\r\nActivity: Fund diverse social service agencies providing services in the Zone, particularly around school-based prevention services, crisis intervention services, home and community-based interventions, outpatient psychiatric services, substance abuse treatment, services to unwed and teenage parents, and respite care services\r\nAmount: $43,000,000 (annual budget)\r\nStart and end date: Through designation period\r\n\r\nSources of Funds: Missouri Foundation for Health\r\nActivity: Funding for second phase of “For the Sake of All” report \r\nAmount: $593,000\r\nStart and end date: 2014-2016  \r\n\r\nSources of Funds: Mental Health Board (City of St. Louis) via U.S Substance Abuse & Mental Health Services Administration\r\nActivity:  Develop greater coordination of health and mental health services for children in the St. Louis region, particularly those with special health-care needs and serious behavioral issues \r\nAmount: $409,496\r\nStart and end date:  2014-2015\r\n","Type: Grant\r\nActivity: DOH programs addressing environmental issues, prenatal/parent support, mental health, violence prevention, scholarships for minority education, utility assistance, and clinical/healthcare initiatives.\r\nEstimated Amount: $5.9 million\r\nRecipient: DOH and community health partners \r\n\r\nType: Grant \r\nActivity: DOH core department functions to meet growing community health needs\r\nEstimated Amount: $6.2 million/year\r\nRecipient: City DOH\r\n\r\nType: Grant\r\nActivity: Mental and behavioral health services partnership and crisis counseling\r\nEstimated Amount: $800,000\r\nRecipient: Better Family Life; Places for People\r\n\r\nType:  Grant\r\nActivity:  Streetscape safety investments along W. Florissant Blvd. (benches, bus stops, etc.)\r\nEstimated Amount: $700,000\r\nRecipient: St. Louis County Public Works\r\n\t\r\nType:  Grant\r\nActivity: Prenatal and parental support \r\nEstimated Amount: 1.4 million/year\r\nRecipient: Maternal, Infant, Families and Children Health Coalition and Parents as Teachers\r\n\r\nType: Grant\r\nActivity: Project Prevention (school violence prevention)\r\nEstimated Amount: $1.0 million/year\r\nRecipient: St. Louis Public Schools\r\n","Type: Coordination of health and mental health services\r\nActivity: Planning process to align and integrate behavioral and health services to better meet children’s needs in the St. Louis Region\r\nStart and end date: 2014-2015\r\nRecipient: Mental Health Providers in the St. Louis Region\r\n\r\nType: Trees\r\nActivity: Forest ReLeaf of Missouri, through its Priority ReLeaf progam serving financially underserved areas in the region, is committed to providing 1,000 free trees each year to support the Promise Zone’s goal of healthy and safe neighborhoods\r\n\r\nType:  Volunteer support\r\nActivity: A wide range of nurses, physicians and nutritionists volunteer their time to make presentations in schools and at workplaces to promote healthier habits. Area businesses also donate services and employee time off to enable workers to learn better habits and participate in wellness activities.\r\nStart and end date: Ongoing through designation\r\nRecipient: Local schools, clinics and community organizations\r\n","Type:  Peer support from health/mental health professionals and medical students \r\nActivity: The St. Louis region supports several major healthcare systems and medical schools. Engaging professionals and medical students in community schools and clinics as volunteers will help build community capacity and meet ongoing needs, including support for community health workers.\r\nStart and end date: Ongoing through designation\r\nRecipient: Local schools, clinics and community organizations\r\n\r\nType:  In-kind contribution\r\nActivity: Social media campaign to increase knowledge and awareness about healthy living, health/mental health resources, healthy eating and obesity prevention.\r\nStart and end date: Ongoing through designation\r\nRecipient: Local schools, clinics and community organizations\r\n","•\t250 more children and adults with mental health issues will have access to services and counseling by 12/31/15 and 500 will have access By 12/31/18.\r\n•\tStudents in Zone schools will spend a minimum of 4 hours per week participating in physical activities, by 12/31/16, and all schools will have regular services provided by health/mental health professionals.\r\n•\tA majority of Zone schools will adopt health food policies, implement healthy food lunch programs, offer before and after school nutrition programs, and revise vending machine policies to emphasize healthier options, by 12/31/16. Obesity will be decreased by 5% by 2018.\r\n•\tPhysical infrastructure improvements will be identified by 12/31/15 and at least 35% of these will be implemented by 12/31/17, resulting in 20% fewer pedestrian fatalities or serious injuries compared to the average of the past five years.\r\n•\tInjuries and fatalities caused by substance abuse and violence will be reduced by 10% by 2020.\r\n","•\tThe Departments of Health and Zone school districts will collect data and share their results with SLEDP related to each of the proposed goals and activities. \r\n•\tBehavioral Health Network will track and publish data on mental health services provided in the Zone.\r\n•\tThe Children’s Service Funds will make data available from their nonprofit grant recipients.\r\n•\tEducationPlus will provide data from member schools on health and nutrition programming participation, changes in curriculum, implementation of health strategies, and educational attainment.\r\n•\tThe County Public Works Department and Metro will provide data on crosswalk safety/physical improvements implementation.\r\n•\tCounty Planning department will access data from area hospitals and clinics on health trends and issues among Zone residents to help direct prevention and intervention efforts.\r\n","Short Term (Year 1):\r\n•\tWork with schools, churches and mental health providers to prioritize services and improve identification/referrals for those in needs.\r\n•\tMeet with Zone school leaders to discuss school health programs. \r\n•\tMeet with Public Works dept. and Metro to identify/prioritize infrastructure needs and priorities.\r\n•\tWork with EducationPlus member schools to design and implement comprehensive social emotional learning K-12 standards.\r\n\r\nMid Range (Year 2-3):\r\n•\tIncrease availability of mental health services.\r\n•\tInitiate physical infrastructure improvements.\r\n•\tContinue to promote/support healthy food options and nutrition education in Zone schools.\r\n•\tLaunch social media campaign for health and wellness.\r\n\r\nLong Term (Years 4-10):\r\n•\tSecure resources for sidewalks, lighting and crosswalk safety program. \r\n•\tContinue to promote/support healthy food options and nutrition education.\r\n•\tExpand youth programming, home safety testing and other proposed services.\r\n","Expected Outcomes:\n•\t250 more children and adults with mental health issues will have access to services and counseling by 12/31/15 and 500 will have access By 12/31/18.\r\n•\tStudents in Zone schools will spend a minimum of 4 hours per week participating in physical activities, by 12/31/16, and all schools will have regular services provided by health/mental health professionals.\r\n•\tA majority of Zone schools will adopt health food policies, implement healthy food lunch programs, offer before and after school nutrition programs, and revise vending machine policies to emphasize healthier options, by 12/31/16. Obesity will be decreased by 5% by 2018.\r\n•\tPhysical infrastructure improvements will be identified by 12/31/15 and at least 35% of these will be implemented by 12/31/17, resulting in 20% fewer pedestrian fatalities or serious injuries compared to the average of the past five years.\r\n•\tInjuries and fatalities caused by substance abuse and violence will be reduced by 10% by 2020.\r\n\nTimeline:\nShort Term (Year 1):\r\n•\tWork with schools, churches and mental health providers to prioritize services and improve identification/referrals for those in needs.\r\n•\tMeet with Zone school leaders to discuss school health programs. \r\n•\tMeet with Public Works dept. and Metro to identify/prioritize infrastructure needs and priorities.\r\n•\tWork with EducationPlus member schools to design and implement comprehensive social emotional learning K-12 standards.\r\n\r\nMid Range (Year 2-3):\r\n•\tIncrease availability of mental health services.\r\n•\tInitiate physical infrastructure improvements.\r\n•\tContinue to promote/support healthy food options and nutrition education in Zone schools.\r\n•\tLaunch social media campaign for health and wellness.\r\n\r\nLong Term (Years 4-10):\r\n•\tSecure resources for sidewalks, lighting and crosswalk safety program. \r\n•\tContinue to promote/support healthy food options and nutrition education.\r\n•\tExpand youth programming, home safety testing and other proposed services.\r\n","As with most of the Zone’s goals, the historic fragmentation of governments in the region stands as a significant barrier to be overcome. Achieving our goals will require careful negotiation, compromise and new levels of collaboration among all interested parties.\r\n\r\nThe other barrier to improved health and wellness for Zone residents is the Missouri state legislature’s reluctance to fund Medicaid expansion. Until this is achieved, too many low-income families and individuals will remain without a medical home or ready access to affordable health care. The average per person public health funding in Missouri in 2013 was only $5.86, compared to the national average of $27.49/person.\r\n"]
[1,"a","Thunder Valley Community Development Corporation","Pine Ridge Indian Reservation Promise Zone","Kyle; Porcupine; Pine Ridge; Oglala; Batesland; Wounded Knee; Manderson; Wanblee; Allen; Red Shirt; Martin","South Dakota","Great Plains","Create jobs",null,"Our overall goal of creating new jobs consists of a well rounded approach whereby we will implement workforce development programs and create new businesses so that there are individuals trained with the skills to fill new positions. ","We will create an innovative workforce development strategies to build the capacity of unemployed, out of school individuals to have access to building skills to enter the workforce and advance their education. ","Implement the Workforce Development Through Sustainable Construction Program (“WDP”). TVCDC will implement this three-tiered program. Construction Skills & On the Job Training- Through this component TVCDC will have 10 participants every ten months for 5 years, every 10 months the workforce participants will complete a single-family house, the equity in the home built will be passed down to a low income family for homeownership through the purchasing of the home. This model both builds the skills of the out of work and unemployed and responds to the need of overcrowded housing on the reservation. Through the WDP each participant will create and follow and individual education plan with the goal of entering post-secondary education. In the final component of the program each individual will develop an individual success plan that will include things like starting a bank account, obtaining a job upon graduation from the workforce program, graduate from college etc. ","We will create an innovative workforce development strategies to build the capacity of unemployed, out of school individuals to have access to building skills to enter the workforce and advance their education. \nActivities: \nImplement the Workforce Development Through Sustainable Construction Program (“WDP”). TVCDC will implement this three-tiered program. Construction Skills & On the Job Training- Through this component TVCDC will have 10 participants every ten months for 5 years, every 10 months the workforce participants will complete a single-family house, the equity in the home built will be passed down to a low income family for homeownership through the purchasing of the home. This model both builds the skills of the out of work and unemployed and responds to the need of overcrowded housing on the reservation. Through the WDP each participant will create and follow and individual education plan with the goal of entering post-secondary education. In the final component of the program each individual will develop an individual success plan that will include things like starting a bank account, obtaining a job upon graduation from the workforce program, graduate from college etc. ","Unemployment is 10.62 on most of the Shannon County tract, 6.10% for Wanblee, Jackson County and 5.44% for the tracts in Bennett County, http://www.huduser.org/RFMap/RuralFund.html. The US Dept. of Interior Market Information Study on Indian Labor Force Report, 2005 (latest available) for Pine Ridge and surrounding areas shows a 29,004 person workforce with 3,131 employed and 34% of employed below poverty line. This is 89% of labor force unemployed. The 2000 US Census Bureau (not updated for 2010) shows Employed: 2,901 and Unemployment Rate: 33.40%. The 2005 Pickering Study (Colorado State University) found that among ages 18-65 there are 39% employed, 40% who want to work but are unemployed, and 21% who do not want to or cannot work. The types of employment are private sector 18%; public sector 74%; self-employed 8%. In response to “what” people need to get a job on the Reservation, respondents said: education, trade or skill 55%; who you know 28% and reliable transportation 6%.","TVCDC is the lead implementation partner who will staff this initiative with a Program Manager, Construction Trainer, Education Coordinator with support from the TVCDC Leadership team. The initiative will be headquartered out of the WDP center and the construction will take place on the 34 acres that TVCDC currently owns as a non-profit developer. Other implementation partners include Oglala Sioux Partnership for housing will provide Individual Development Accounts (IDA’s) for workforce participants, OLC will be the testing site for GED testing and the National Career Rediness Certificate. Mazaska Oweecaseo Otipi Financial will provide the financing for the homes built through the program and the Native American Sustainable Housing Initiative will provide architect and engineered floor plans for the homes built through WDP. A Center For Healing and Restoration will deliver the Family Restoration Curriculum to participants to help them heal and inform their Individual Education Plans.","Thunder Valley Community Development Corporation SubGoal 1a","TVCDC has received a $2,500,000.000 grant, equaling $500,000 each year for 5 years from the Administration for Native Americans (ANA) Sustainable Employment and Economic Development Strategies (SEEDS) program. In addition to the $2.5 million federal grant TVCDC is required to provide 20% non-federal match each year for 5 years for a total of 500k. With support from the Northwest Area Foundation and the Bush Foundation TVCDC was able to commit to the first two years of non-federal match. ","An additional $300,000 of non-federal match is needed for years 3-5 of the program but we have two years to raise the match. ","The Lakota Fund Inc., OST Partnership for Housing, Mazaska Oweecaseo Otipi Financial and Black Hills Consumer Credit Counseling Agency have offered to provide free financial literacy, credit repair education and savings account education to all participants in the workforce development program. Four Bands Community Fund played an important role in developing the working with traditions workforce development curriculum and they have offered to make the curriculum available to all the participants in the program. ","The third part of the program is the development of Individual Success Plans which includes financial goal setting, personal goal setting, educational goal setting and creating action steps to achieve those goals. An additional partner is needed to assist program participants in gaining access to outpatient counseling treatment, referral services and case management services. These services were formerly provided by the Oglala Sioux Access to Recovery Program but they are going through restructuring and financial which creates challenges to them providing these services in the future. ","TVCDC has contracted Sweet Grass Consulting who has a contractual relationship with the Colorado State University’s Anthropology Department to track the outcomes and measure the impact of WDP. Expected outcomes include: number of homes built; number of families achieving homeownership because of the equity created through the program; improvement of basic construction skills; advancement in educational goals; number of participants employed longer then 6 months; and number of participants going into post secondary education.","Through TVCDC’s partnership with Sweet Grass Consulting and Colorado State University a database will be developed to track each participant through the workforce program for up to 5 years, it will also track homeowners who are purchasing the homes. The program staff will enter the data into the database developed by Sweat Grass Consulting, who will provide a yearly report about the progress of WDP and will provide a final report at the end of the 5 years. The progress of this model will not be shared publically until the close of the 5 year program. This is because one of the goals of this initiative is to create a national model for workforce development strategies for low income communities throughout America. We look forward to sharing the results of this program to funding agencies and philanthropic partners for them to include in their funding priorities and through the funding agencies in partnership with TVCDC will be shared nationally. ","The grant agreement for this program was executed on September 30th, 2014 and October –December includes hiring staff, advertising the WDP. The WDP will officially launch in January of 2015, January through the end of March will focus primarily on classroom instruction then in mid to late April we will break ground on the first home to be constructed through WDP. The participants will do on the job construction training onsite and building through the Spring and Summer. The home will be fully completed October 1st, 2015 and mid October we will have an open house and at the end of October we will have the graduation ceremony for the first cohort of graduates from the workforce program. The second cohort of participants will start November 1st, 2015. ","Expected Outcomes:\nTVCDC has contracted Sweet Grass Consulting who has a contractual relationship with the Colorado State University’s Anthropology Department to track the outcomes and measure the impact of WDP. Expected outcomes include: number of homes built; number of families achieving homeownership because of the equity created through the program; improvement of basic construction skills; advancement in educational goals; number of participants employed longer then 6 months; and number of participants going into post secondary education.\nTimeline:\nThe grant agreement for this program was executed on September 30th, 2014 and October –December includes hiring staff, advertising the WDP. The WDP will officially launch in January of 2015, January through the end of March will focus primarily on classroom instruction then in mid to late April we will break ground on the first home to be constructed through WDP. The participants will do on the job construction training onsite and building through the Spring and Summer. The home will be fully completed October 1st, 2015 and mid October we will have an open house and at the end of October we will have the graduation ceremony for the first cohort of graduates from the workforce program. The second cohort of participants will start November 1st, 2015. ","The primary barriers to this program is that we should be able to explore doing this same type of program through Department of Labor funding through the Workforce Investment Act (WIA) but the WIA program limits the amount of hours that program participants can get stipends for on the job training. There for WIA funding isn’t currently structured to do comprehensive workforce development strategies like the WDP we are piloting in this initiative. Lastly, another similar program is the Department of Labor’s Youth Build Program, we would like to deploy the Youth Build Program in Pine Ridge and at Thunder Valley but we strongly believe there should  be a funding set aside for Tribes and Native American non-profits. In fiscal year 2014 there was $73 million nationally that went into the Youth Build program but there were no Tribal or Native American non-profit grantees in the program. "]
[1,"b","Thunder Valley Community Development Corporation","Pine Ridge Indian Reservation Promise Zone","Kyle; Porcupine; Pine Ridge; Oglala; Batesland; Wounded Knee; Manderson; Wanblee; Allen; Red Shirt; Martin","South Dakota","Great Plains","Create jobs",null,"Our overall goal of creating new jobs consists of a well rounded approach whereby we will implement workforce development programs and create new businesses so that there are individuals trained with the skills to fill new positions. ","Create jobs through the start up of a worker-owned cooperative enterprise to increase community wealth and employee buy-in, which will increase productivity and employee assets.  ","TVCDC received a grant from the Northwest Area Foundation to draft a business plan for the start up of a work-owned construction company (\"Construction Company\"), which we plan to launch during the summer of 2015.  The Construction Company will actively recruit the graduates of the workforce development program.  To complete the business plan, TVCDC will need to perform a feasibility and market study to gauge the scope of services the Construction Company will perform and will start to seek out potential customers. ","Create jobs through the start up of a worker-owned cooperative enterprise to increase community wealth and employee buy-in, which will increase productivity and employee assets.  \nActivities: \nTVCDC received a grant from the Northwest Area Foundation to draft a business plan for the start up of a work-owned construction company (\"Construction Company\"), which we plan to launch during the summer of 2015.  The Construction Company will actively recruit the graduates of the workforce development program.  To complete the business plan, TVCDC will need to perform a feasibility and market study to gauge the scope of services the Construction Company will perform and will start to seek out potential customers. ","TVCDC has been participating in workshops and performed site visits as part of the technical assistance provided through the grant obtained to write the Construction Company business plan, which have provided many resources to effectively start a worker-owned company and provide successful models that can be adapted to fit the Pine Ridge Promise Zone.  These models demonstrate that worker-owned companies provide employees greater satisfaction and lead to greater skill development and long term retention.  ","TVCDC; Northwest Area Foundation; Democracy Collaborative; Pyatt Studios LLC and Evergreen Cooperatives.","Thunder Valley Community Development Corporation SubGoal 1b","The Northwest Area Foundation (\"NWAF\") provided a $100,000 grant for the development of the Construction Company business plan.  The grant covers the salary and benefits of the individual hired to prepare the business plan, research materials, and for workshops and education surrounding the use of a worker-owned model of business. ","Upon completion of the business plan for the Construction Company TVCDC will be seeking start up capital, likely in the form of Program Related Investments from the foundations TVCDC has close relationships with.  It is not yet clear the exact dollar amount that will be required for the start up and initial operation of the Construction Company. TVCDC anticipates it will likely be seeking funding for the Construction Company starting in the summer of 2015.  ","Northwest Area Foundation and the Democracy Collaborative have already provided technical guidance and assistance through learning labs and workshops.  Additionally, TVCDC has had the opportunity to make important connections with other organizations that have previously started worker-owned companies, such as Evergreen Cooperatives.  Evergreen has agreed to provide guidance and share their experiences during the planning, start up and operation phases of the Construction Company. TVCDC also has access to a local area industry expert who has over 30 years of construction management experience and who has agreed to volunteer time to assist in the formation of the Construction Company. ","Administrative and office services and research assistance.  ","We will measure the success of the worker-owned enterprise by its sustainability and creation of full time equivalent (FTE) jobs. We will measure sustainability of the Construction Company by evaluating its financial statements annually to determine whether it is operating at a net gain and does not require additional capital infusions in order to continue to function. We will also determine a baseline FTE job creation goal, with an increase over a 10 year span to measure the Construction Company's performance against.  The FTE job creation goal will be determined by the realistic profit growth margins year over year. ","The Construction Company's quarterly and annual financial statements will be the primary source of data by which the progress and attainment of this subgoal will be measured.  ","Anticipated completion of the business plan is scheduled for May 2015, with a capital campaign set to begin in April 2015 based on the preliminary business plan.  The Construction Company operation start date is anticipated to coincide with the completion of the initial cohort of participants in the Workforce Development Program. ","Expected Outcomes:\nWe will measure the success of the worker-owned enterprise by its sustainability and creation of full time equivalent (FTE) jobs. We will measure sustainability of the Construction Company by evaluating its financial statements annually to determine whether it is operating at a net gain and does not require additional capital infusions in order to continue to function. We will also determine a baseline FTE job creation goal, with an increase over a 10 year span to measure the Construction Company's performance against.  The FTE job creation goal will be determined by the realistic profit growth margins year over year. \nTimeline:\nAnticipated completion of the business plan is scheduled for May 2015, with a capital campaign set to begin in April 2015 based on the preliminary business plan.  The Construction Company operation start date is anticipated to coincide with the completion of the initial cohort of participants in the Workforce Development Program. ","N/A"]
[2,"a","Thunder Valley Community Development Corporation","Pine Ridge Indian Reservation Promise Zone","Kyle; Porcupine; Pine Ridge; Oglala; Batesland; Wounded Knee; Manderson; Wanblee; Allen; Red Shirt; Martin","South Dakota","Great Plains","Increase economic activity",null,"We will increase economic activity in the Pine Ridge Promise Zone through a collaborative effort among the various stakeholders in the area and by approaching the issues at the systematic level. ","TVCDC will establish a workforce housing model within its Development Project that provides housing for the existing Reservation workforce and attract new employment opportunities through development of workforce housing options.","\tTVCDC will implement a workforce housing strategy that includes development of single family housing as well as middle market rate apartment and townhome rentals. The primary market for this housing strategy will be focused on the currently employed individuals that are working on the Reservation but either living off Reservation because of lack of housing options or living in standard overcrowded housing on the Reservation. This strategy looks at the income levels and debt to income ratios of the currently employed, how far they are currently traveling to go to and from work and how transportation related cost can be reduced to improve quality of life, reduce green house gas emissions and provide housing options to meet their needs.  ","TVCDC will establish a workforce housing model within its Development Project that provides housing for the existing Reservation workforce and attract new employment opportunities through development of workforce housing options.\nActivities: \n\tTVCDC will implement a workforce housing strategy that includes development of single family housing as well as middle market rate apartment and townhome rentals. The primary market for this housing strategy will be focused on the currently employed individuals that are working on the Reservation but either living off Reservation because of lack of housing options or living in standard overcrowded housing on the Reservation. This strategy looks at the income levels and debt to income ratios of the currently employed, how far they are currently traveling to go to and from work and how transportation related cost can be reduced to improve quality of life, reduce green house gas emissions and provide housing options to meet their needs.  ","The 2010 Census indicates approximately 5200 individuals are employed on the Reservation. Yet 51% of that existing workforce does not live on the Reservation, they are renting or owning homes outside the Reservation. There are no homes or apartments for sale or rent on the entire Reservation. HUD approved Pine Ridge Equity and Opportunity analysis further shows that 55% or 3,097 people of the currently employed on the reservation travel more then 50 miles to go to work everyday which translates to the currently employed spending between 50%-60% of their disposable income on transportation related cost limited their ability to afford rental or homeownership housing. Creating workforce housing is not simply about putting roofs over families it’s part of a regional economic development strategy for the entire Reservation. By creating workforce housing, income earners can stay in the region and contribute to the local economy through purchasing power and building the tax base of the Tribe.","Implementation Partners include TVCDC as the developer of the housing project. South Dakota Housing Development Authority as the allocator of Housing Tax Credits, low interest construction loan funds and permanent financing. Mazaska Oweecaseo Otipi Financial as high-risk lender for interim project financing. The Lakota Funds for Individual Development Accounts for Match Savings program participants in the housing program. Oglala Sioux Partnership For Housing to provide financial literacy education, home-buyer education and home ownership counseling services. The Lakota Federal Credit is the only depository financial institution and is partnered with TVCDC to provide free of charge savings accounts for all homeownership participants through this initiative. ","Thunder Valley Community Development Corporation SubGoal 2a","Committed funds for the project include $750,0000 loan from the Rural Housing Loan Fun administered by the Housing Assistance Council, $200,000 funds committed by the Minnesota Housing Partnership and $387,000.000 of loan funds by the South Dakota Housing Opportunity Fund administered by the South Dakota Housing Development Authority. ","An additional $500,000 is needed to complete this initiative for Housing Subsidy. TVCDC in partnership with the Tribe will be applying to the Federal Home Loan Bank of Des Moines Iowa in the Affordable Housing Program for remaining subsidy needed to complete this initiative. ","TVCDC has secured the land to develop 18 lots to complete the workforce housing initiative. ","There needs to be additional coordination between the IHS, OLC, Bureau of Indian Affairs and the Tribe for the workforce housing initiative to be leveraged in a way that will serve their employees. These institutions are the primary employers in the region and although no additional resources are needed coordination is key to make the initiative successful. ","The expected outcome of this initiative is to secure, finance and build 18 units of workforce housing for the currently employed individuals on Pine Ridge. Reduce transportation related cost for these workers by 50% and get them building assets through home ownership. ","TVCDC will use the Sustainable Home Ownership Project Database and the Homekeeper software to track progress in this initiative. The data will be collected in the central database, and the homekeeper software will produce reports on a quarterly basis to be shared with all project partners. ","In the spring of 2015 we will break ground on 3 of the workforce housing units and we will build and additional 15 units over the following three years. This workforce housing project will be completed by year four and the milestones will be moving the workers into their homes and tracking them for 12 months. ","Expected Outcomes:\nThe expected outcome of this initiative is to secure, finance and build 18 units of workforce housing for the currently employed individuals on Pine Ridge. Reduce transportation related cost for these workers by 50% and get them building assets through home ownership. \nTimeline:\nIn the spring of 2015 we will break ground on 3 of the workforce housing units and we will build and additional 15 units over the following three years. This workforce housing project will be completed by year four and the milestones will be moving the workers into their homes and tracking them for 12 months. ","The primary statutory barriers are that in order to develop long term workforce housing. The USDA and HUD need to coordinate and standardize the income limits for the region of Pine Ridge. Currently HUD Home Funds, USDA Water and Sewer Program Funds and 502 Loan funds all use different methods of measuring income levels for the use of their programs. These income limits need to be standardized across the board to development long term sustainability of the initiative. "]
[2,"b","Thunder Valley Community Development Corporation","Pine Ridge Indian Reservation Promise Zone","Kyle; Porcupine; Pine Ridge; Oglala; Batesland; Wounded Knee; Manderson; Wanblee; Allen; Red Shirt; Martin","South Dakota","Great Plains","Increase economic activity",null,"We will increase economic activity in the Pine Ridge Promise Zone through a collaborative effort among the various stakeholders in the area and by approaching the issues at the systematic level. ","Continue to expand the Lakota Federal Credit Union (\"LFCU\"), a local credit union and seek to increase participation of outside capital sources, including other banks and lending institution to increase the capital base on the Pine Ridge Reservation.","TVCDC regularly collaborates with the LFCU and will regularly provide information regarding accounts and loan options through LFCU to community members and individuals seeking to participate in the homeownership programs at TVCDC.  Additionally, LFCU holds community events to raise awareness of their account options and financing options, such as small business operation and capital loans. The implementing partners have agreed to a strategic campaign to increase use of the LFCU account options and financing options by local small businesses.  TVCDC and the Sustainable Housing Opportunity Program have begun building relationships with lending institutions to implement and service home loans to individuals on the Pine Ridge Reservation, utilizing federal programs , i.e. Section 184 loan and Section 502 Direct and Guaranty programs.  We are actively educating outside financial institutions, which will decrease reluctance of such institutions to finance housing on Pine Ridge Reservation.  ","Continue to expand the Lakota Federal Credit Union (\"LFCU\"), a local credit union and seek to increase participation of outside capital sources, including other banks and lending institution to increase the capital base on the Pine Ridge Reservation.\nActivities: \nTVCDC regularly collaborates with the LFCU and will regularly provide information regarding accounts and loan options through LFCU to community members and individuals seeking to participate in the homeownership programs at TVCDC.  Additionally, LFCU holds community events to raise awareness of their account options and financing options, such as small business operation and capital loans. The implementing partners have agreed to a strategic campaign to increase use of the LFCU account options and financing options by local small businesses.  TVCDC and the Sustainable Housing Opportunity Program have begun building relationships with lending institutions to implement and service home loans to individuals on the Pine Ridge Reservation, utilizing federal programs , i.e. Section 184 loan and Section 502 Direct and Guaranty programs.  We are actively educating outside financial institutions, which will decrease reluctance of such institutions to finance housing on Pine Ridge Reservation.  ","The implementing partners recognize that there are many programs that exist on the Pine Ridge Reservation that offer financial counseling and services to residents but that there has not been adequate cooperation with each partner to avoid duplication of services.  In order to strengthen the economy on the Pine Ridge Reservation access to capital is considered a primary concern, because of that the partnerships with outside financial institutions opens doors that have previously been considered closed.  ","TVCDC; LFCU; Lakota Funds; Housing and Urban Development; Department of Agriculture; and First Tribal Lending. ","Thunder Valley Community Development Corporation SubGoal 2b","$15,000 TVCDC re-grant of Bush Foundation and Northwest Area Foundation grant to LCFU for participation in the Sustainable Home Ownership Program to provide financial education services to community members. ","Financial support for LFCU in the form of deposits and grant money that can increase its capacity.  An initial influx of capital in the form of a grant that enables LFCU to hire additional staff to manage the overflow of customer service and inquiries will greatly increase capacity of LFCU.  Additionally, LFCU requires additional deposits in order to offer a wider variety of account options to its members.  ","Lakota Funds will continue to offer financial literacy and individual development accounts without any additional financial support to community members.  ","N/A","We will measure success of the increased participation with the LFCU and influx of outside capital by evaluating three pieces of information: (1) how many new members join the LFCU on an annual basis and (2) annual review of the number of small business loans made by the LFCU and (3) the number of mortgages issued on the Pine Ridge Reservation by outside lenders. ","LFCU will share its member numbers and statistics with the Sustainable Homeownership Program partners, who will also have access to many of the individuals who will be applying for and obtaining home mortgages to purchase homes at the TVCDC development site. ","The goal to increase membership in the LFCU is ongoing and will continue throughout the duration of the Promise Zone designation.  The initial mortgages that are being anticipated will likely be obtained during the late summer of 2015.  ","Expected Outcomes:\nWe will measure success of the increased participation with the LFCU and influx of outside capital by evaluating three pieces of information: (1) how many new members join the LFCU on an annual basis and (2) annual review of the number of small business loans made by the LFCU and (3) the number of mortgages issued on the Pine Ridge Reservation by outside lenders. \nTimeline:\nThe goal to increase membership in the LFCU is ongoing and will continue throughout the duration of the Promise Zone designation.  The initial mortgages that are being anticipated will likely be obtained during the late summer of 2015.  ","N/A"]
[3,"a","Thunder Valley Community Development Corporation","Pine Ridge Indian Reservation Promise Zone","Kyle; Porcupine; Pine Ridge; Oglala; Batesland; Wounded Knee; Manderson; Wanblee; Allen; Red Shirt; Martin","South Dakota","Great Plains","Improve educational opportunities",null,"Improve overall educational opportunities on the Reservation starting at the primary school level, both to offer charter school options and Lakota immersion options and through higher education options at Oglala Lakota College.","Work with the SD Sec. of Education to implement non-traditional schools research, legislation, exploration that will lead to creating pilot charter school legislation in three tribal communities throughout the State Including the Reservation.","South Dakota’s Governor’s Office and the South Dakota Sec. of Education will partner with three Tribal Communities throughout South Dakota, Pine Ridge Reservation, Rosebud Indian Reservation and Standing Rock Indian Reservation. The purpose of this partnership is to explore new education models for tribal communities throughout the state and to create more educational opportunities and begin to close the educational achievement gap between Native American and non-Native American students throughout the State Of South Dakota. By creating charter school legislation it will create a pathway for creating community based culturally appropriate models of education. The legislation is key because in order to use State Education Funds and Federal Impact Aid funds the legislation must create an application process to become a charter school.","Work with the SD Sec. of Education to implement non-traditional schools research, legislation, exploration that will lead to creating pilot charter school legislation in three tribal communities throughout the State Including the Reservation.\nActivities: \nSouth Dakota’s Governor’s Office and the South Dakota Sec. of Education will partner with three Tribal Communities throughout South Dakota, Pine Ridge Reservation, Rosebud Indian Reservation and Standing Rock Indian Reservation. The purpose of this partnership is to explore new education models for tribal communities throughout the state and to create more educational opportunities and begin to close the educational achievement gap between Native American and non-Native American students throughout the State Of South Dakota. By creating charter school legislation it will create a pathway for creating community based culturally appropriate models of education. The legislation is key because in order to use State Education Funds and Federal Impact Aid funds the legislation must create an application process to become a charter school.","According to the 2010 Census and the HUD approved, Pine Ridge Equity and Opportunity Analysis the high school drop out rate for the Reservation is about 53%, and over 50% of the population of the Reservation is under the age of 21 years old. The educational achievement gap between the Native American and Non-Native students statewide has doubled and is projected to triple in the next decade. Improving Native American education has become a statewide priority for South Dakota as well as the tribal communities.  There is national evidence base community education models like the Native American Community Academy an the KIPP, these national models are currently working to serve low income communities around the U.S. and the only reason why they are not in South Dakota serving reservation communities is because there is to charter school legislation in place to secure financial sustainability of these alternative types of education.","Implementing Partners: SD Governors Office, The SD Office of Tribal Relations, SD Dept of Education, OST Department of Education, Rosebud Sioux Tribal Education Department, Todd County School District, Thunder Valley CDC, Bush Foundation and the Native American Community Academy. \r\n\r\nSD Governors Office has made this a priority and is working closely with the SD Dept of Tribal Relations and SD Dept of Education to draft legislation that will only affect reservation communities by creating the legislation. The Oglala, Rosebud and Standing Rock Sioux Tribes are involved in this initiative because the legislation and new education models need to be piloted and lead by Native Americans in tribal communities. TVCDC has earmarked land in their 34 acre master plan to build and deploy a new school. Thunder Valley has also been convening a group of concerned parents, administrators, teachers and local leaders to organize around improving education for young people on the Reservation. ","Thunder Valley Community Development Corporation SubGoal 3a","There are currently no funds committed to the project yet but the Secretary Of Education for the State of South Dakota is putting in $100,000 for the year of learning process in their budget for travel, materials, and bringing experts, convening native education practitioners.","Its estimated that it will take an additional $200,000 to do community organizing in 2015 and mobilize the Native American leadership throughout South Dakota to educate and testify at the State Legislature in the fall/winter of 2015-2016. The Likely source of these funds will come from the Bush Foundation and a few other non-federal resources. ","The biggest non-financial commitment that exists for this initiative is the leadership of the Secretary of Education for South Dakota. The Secretary has made this a statewide priority and priority for her office moving forward. ","For Sate wide legislation to be passed by the State legislature there needs to be an endorsement of the 9 tribes in South Dakota supporting the legislation otherwise the initiative isn’t politically possible. The Governor of South Dakota will support the South Dakota Tribes decision once they have endorsed the legislation. ","The primary outcome expected from this sub goal is to introduce non-traditional schools legislation. Create a clear equitable pathway for charter schools on three reservations in South Dakota including Pine Ridge and deploy a non-traditional schools model and measure the effectiveness of the models over a 5-year period.","The South Dakota Dept of Education under the leadership of the Secretary of Education will create a data collection and tracking mechanism that will be written in and funded in the 2015 interim legislation. This tracking system is key as the education models being deployed are part of a five-year pilot project to potentially make a way for broader legislation after the 5-year pilot is completed. The three pilot communities in partnership with the South Dakota Dept of Education will create case studies and best practices as result of the data collected to share with tribal and State leaders. ","-\tDecember 2014-February -2015 introduces interim non-traditional schools legislation and budget secured for the year of learning. \r\n-\tFebruary, 2015-June 2015 visit schools in Denver, New Mexico and other communities to expand knowledge base about charter schools \r\n-\tJune 2015-August 2015 review legislation from at least 4 other states to have a discussion about the best kind of legislation for South Dakota. \r\n-\tAugust 2015-Novemmber 2015 finalize legislation with Tribal Leaders and SD Governors Office. \r\n-\tDecember 2015-February 2016 introduce and pass charter school legislation. \r\n-\tFebruary 2016 to January 2018 (two years of planning on implementing school model. \r\n-\tJanuary 2018 -launch 3 charter or non-traditional school models in 3 tribal communities throughout South Dakota.\r\n-\tJanuary 2018-Janury 2023 study the pilots for 5 years. \r\n-\tJanuary 2023 -share case studies produced as a result of the pilot project.","Expected Outcomes:\nThe primary outcome expected from this sub goal is to introduce non-traditional schools legislation. Create a clear equitable pathway for charter schools on three reservations in South Dakota including Pine Ridge and deploy a non-traditional schools model and measure the effectiveness of the models over a 5-year period.\nTimeline:\n-\tDecember 2014-February -2015 introduces interim non-traditional schools legislation and budget secured for the year of learning. \r\n-\tFebruary, 2015-June 2015 visit schools in Denver, New Mexico and other communities to expand knowledge base about charter schools \r\n-\tJune 2015-August 2015 review legislation from at least 4 other states to have a discussion about the best kind of legislation for South Dakota. \r\n-\tAugust 2015-Novemmber 2015 finalize legislation with Tribal Leaders and SD Governors Office. \r\n-\tDecember 2015-February 2016 introduce and pass charter school legislation. \r\n-\tFebruary 2016 to January 2018 (two years of planning on implementing school model. \r\n-\tJanuary 2018 -launch 3 charter or non-traditional school models in 3 tribal communities throughout South Dakota.\r\n-\tJanuary 2018-Janury 2023 study the pilots for 5 years. \r\n-\tJanuary 2023 -share case studies produced as a result of the pilot project.","The primary State barriers that currently exist in South Dakota is the lack of existing Charter School legislation thus there is no avenue to create charter or non-traditional school models. Without an approved school through the State Board of Education, schools do not have access to Federal Impact Aid dollars through the U.S Department of Education dollars. "]
[3,"b","Thunder Valley Community Development Corporation","Pine Ridge Indian Reservation Promise Zone","Kyle; Porcupine; Pine Ridge; Oglala; Batesland; Wounded Knee; Manderson; Wanblee; Allen; Red Shirt; Martin","South Dakota","Great Plains","Improve educational opportunities",null,"Improve overall educational opportunities on the Reservation starting at the primary school level, both to offer charter school options and Lakota immersion options and through higher education options at Oglala Lakota College.","Increase access, success and relevance of postsecondary education to provide educated workers for jobs needed on the Reservation.","OLC is a university preparation community college, technical college, and 4 year college and graduate school. OLC is a foundation for development of the Promise Zone whether it provides terminal degrees or prepares students to go obtain degrees not currently offered through OLC at other institutions. OLC performed 2 years of self study which is the basis for the Activities described here. The first is to provide financial assistance through a scholarship endowment to any OLC student and second is to develop an ongoing labor market Information system for the Reservation including existing jobs, qualifications/skill requirements, wage rates, and openings and a list of jobs needed which do not currently have funding. To develop Oglala Tech as part of OLC to provide access to immediate jobs such as Certified Nursing Assistants and bus drivers with Commercial Drivers Licenses. Finally, continue to expand student preparation in needed degree areas such as Registered Nurses and Teachers.","Increase access, success and relevance of postsecondary education to provide educated workers for jobs needed on the Reservation.\nActivities: \nOLC is a university preparation community college, technical college, and 4 year college and graduate school. OLC is a foundation for development of the Promise Zone whether it provides terminal degrees or prepares students to go obtain degrees not currently offered through OLC at other institutions. OLC performed 2 years of self study which is the basis for the Activities described here. The first is to provide financial assistance through a scholarship endowment to any OLC student and second is to develop an ongoing labor market Information system for the Reservation including existing jobs, qualifications/skill requirements, wage rates, and openings and a list of jobs needed which do not currently have funding. To develop Oglala Tech as part of OLC to provide access to immediate jobs such as Certified Nursing Assistants and bus drivers with Commercial Drivers Licenses. Finally, continue to expand student preparation in needed degree areas such as Registered Nurses and Teachers.","1. The Reservation is the 3rd poorest area in America (US Census 2012) and OLC students have an unmet financial need of about $18 million a year. OLC raised an endowment of $43,000,000 (faculty, maintenance and scholarship) through direct mail, proposals and wise financial management. 2. The last comprehensive Occupational Survey on the Reservation was done in 1978 and led to the development of current OLC programs. We will do a new survey to see what the current needs are. Preliminary results show there is a need for Bus Drivers, Teachers, Allied Health, and Construction Trades personnel. 3. OLC has an Applied Science program but needs to develop short term education programs to meet the needs of young people, especially men. OLC has current GED and National Career Readiness Programs that are collaborating in order to integrate readiness for available jobs. ","1. OLC Development Office, Lakota Express and Mitom, Inc. are implementing Phase VI of the Rebuilding the Lakota Nation through Education Campaign using direct mail, internet fundraising, proposals and effective fiscal management and investment. 2. Mitom is doing the Occupational Survey in collaboration with OST Tribal Employment Rights Office , SD Dept. of Labor, OST Human Resources Office, Bureau of Indian Affairs, IHS, Oglala Nation Education Consortium (22 schools) and other employers on the Reservation to provide job information. 3. OLC Applied Science Department and OLC Community Education Department. 4. OLC Nursing Department and Education Department to provide courses, etc. IHS for clinical preparation. Reservation Schools for student teaching.","Thunder Valley Community Development Corporation SubGoal 3b","- OLC Development Office $890,000 a year for direct mail and proposal development. OLC Student Scholarship Endowment has $16,260,274 which generates about $975,000 a year at OLC, a 6% investment yield. \r\n- OLC has committed $20,000 for the Occupational Survey to be completed by Spring 2015. \r\n- DOE-NACTEP provides $487,000; from 10/1/2014 to 9/30/2015 to OLC.\r\n- DOL-TAAAC provides $1,656,326, from 10/1/2013 to 9.30.16 to OLC.\r\n- American Indian College Fund-Dollar General provide $50,000 from 7/1/2014 to 6/30/2015 to OLC.\r\n- DOE-Indian Professional Development-Teachers provides $1,251,000 from 7/1/2013 to 6/30/2017 to OLC.  \r\n- DOE-Indian Professional Development-Principals provides $1,010,000 from 7/1/2013 to 6/30/2017 to OLC.  \r\n- HHS, Scholarships for Disadvantaged Students provides $484,000 from 7/1/2014 to 6/30/2015 to OLC.\r\n- Vucurevich Foundation provides $24,000 from 7/1/2014 to 6/30/2015 to OLC.\r\n","N/A","N/A","Oglala Lakota College Computer System 10/1/2014 – ongoing to OLC.","- $10,500,000 raised in student scholarship endowment, $1,500,000 a year.\r\n- Occupational Survey Report with numbers of jobs, educational requirements, wage rates, application procedures and employers.\r\n- Template is created and system deployed for updating and expanding information including focus groups with employers on employee skills desired.\r\n- Suggestions for added short term certificates, additions to degrees choices, and changes in current degree content.\r\n- GED/National Career Readiness Certificate preparation program with preparation for job certification e.g. Commercial Driver’s License, Certified Nursing Assistant.\r\n- 21 Construction Trades Certificates issued.\r\n- 15 Endorsed Teachers.\r\n- 15 Endorsed Principals.\r\n- Upgraded student support and curriculum changes to assist with passage of Nursing and Teacher tests and preparation for Principal endorsement.","OLC has a Student Information System, Annual Strategic Plan update, Annual Report on Endowment, Annual Institutional Effective Plans and Reports by each department. Information on progress will be shared on the website and at Promise Zone partner meetings. ","$10,500,000 raised in student scholarship endowment by 3/2021, $1,500,000 a year, increase of $630,000 a year available for student scholarships after 2021.\r\nOccupational Survey Report with numbers of jobs, educational requirements, wage rates, application procedures and employers by 6/2015.\r\nTemplate and system for updating and expanding information including focus groups with employers on employee skills desired by 6/2016.\r\nSuggestions for added short term certificates, additions to degrees choices, and changes in current degree content by 6/2017.\r\nGED/National Career Readiness Certificate preparation program with preparation for job certification by 6/2017.\r\n21 Construction Trades Certificates issued by 6/2018.\r\n15 Endorsed Teachers by 6/2017.\r\n15 Endorsed Principals by 6/2017.\r\nUpgraded student support and curriculum changes to assist passage of Nursing and Teacher tests and preparation for Principal endorsement by 6/2020.","Expected Outcomes:\n- $10,500,000 raised in student scholarship endowment, $1,500,000 a year.\r\n- Occupational Survey Report with numbers of jobs, educational requirements, wage rates, application procedures and employers.\r\n- Template is created and system deployed for updating and expanding information including focus groups with employers on employee skills desired.\r\n- Suggestions for added short term certificates, additions to degrees choices, and changes in current degree content.\r\n- GED/National Career Readiness Certificate preparation program with preparation for job certification e.g. Commercial Driver’s License, Certified Nursing Assistant.\r\n- 21 Construction Trades Certificates issued.\r\n- 15 Endorsed Teachers.\r\n- 15 Endorsed Principals.\r\n- Upgraded student support and curriculum changes to assist with passage of Nursing and Teacher tests and preparation for Principal endorsement.\nTimeline:\n$10,500,000 raised in student scholarship endowment by 3/2021, $1,500,000 a year, increase of $630,000 a year available for student scholarships after 2021.\r\nOccupational Survey Report with numbers of jobs, educational requirements, wage rates, application procedures and employers by 6/2015.\r\nTemplate and system for updating and expanding information including focus groups with employers on employee skills desired by 6/2016.\r\nSuggestions for added short term certificates, additions to degrees choices, and changes in current degree content by 6/2017.\r\nGED/National Career Readiness Certificate preparation program with preparation for job certification by 6/2017.\r\n21 Construction Trades Certificates issued by 6/2018.\r\n15 Endorsed Teachers by 6/2017.\r\n15 Endorsed Principals by 6/2017.\r\nUpgraded student support and curriculum changes to assist passage of Nursing and Teacher tests and preparation for Principal endorsement by 6/2020.","N/A"]
[3,"c","Thunder Valley Community Development Corporation","Pine Ridge Indian Reservation Promise Zone","Kyle; Porcupine; Pine Ridge; Oglala; Batesland; Wounded Knee; Manderson; Wanblee; Allen; Red Shirt; Martin","South Dakota","Great Plains","Improve educational opportunities",null,"Improve overall educational opportunities on the Reservation starting at the primary school level, both to offer charter school options and Lakota immersion options and through higher education options at Oglala Lakota College.","Increase Lakota Language use in schools on the Pine Ridge Reservation to increase the level of fluency of young people.","Expand the Lakota Woglaka Wounspe immersion program at OLC as well as the Iyapi Iglukini program at TVCDC.  Expand the curriculum to include higher level grades each year.  For the Iyapi Glukinipi program this will include adding a kindergarten class to their child care program.  For the Lakota Woglaka Wounspe this includes adding a fourth grade class.  \r\nIncrease parent involvement in these classroom settings.  Encourage parents to practice Lakota with their children at home.  Hold evening classes for any especially interested parents.  \r\nEnhance marketing and outreach to encourage more families to send their children to the language immersion programs.\r\nDevelop an assessment to measure the continued improvement of the children’s fluency.","Increase Lakota Language use in schools on the Pine Ridge Reservation to increase the level of fluency of young people.\nActivities: \nExpand the Lakota Woglaka Wounspe immersion program at OLC as well as the Iyapi Iglukini program at TVCDC.  Expand the curriculum to include higher level grades each year.  For the Iyapi Glukinipi program this will include adding a kindergarten class to their child care program.  For the Lakota Woglaka Wounspe this includes adding a fourth grade class.  \r\nIncrease parent involvement in these classroom settings.  Encourage parents to practice Lakota with their children at home.  Hold evening classes for any especially interested parents.  \r\nEnhance marketing and outreach to encourage more families to send their children to the language immersion programs.\r\nDevelop an assessment to measure the continued improvement of the children’s fluency.","There is a drastic loss of the Lakota language and it will continue to decrease with the loss of elders unless the language is taught to the younger generations.  Currently there is no practiced effective model for teaching fluency in a school setting, however both of the Lakota Language Immersion programs have proven to be effective interventions for language preservation. ","OLC- Lakota Woglaka Wounspe\r\nThunder Valley CDC- Iyapi Glukinipi","Thunder Valley Community Development Corporation SubGoal 3c","TVCDC’s Iyapi Glukinipi has strong financial stability.  They recently received the ANA Native American Language and Preservation Grant for $2,600,000.\r\nOLC’s Lakota Woglala Wounspe funding.","Additional funding to support growth.","Elders and fluent speaker committed to Lakota language preservation.","Implementation of Lakota Language into everyday situations by participating partners. ","Increase fluency among students in both of these programs.\r\nIncrease in participants in both of these programs.\r\nAdded grade level each year for both of these programs to grow as the students continue on in their education.","Data will be collected through bi-annual assessments given to the students.  These assessment will be evaluated and shared with teachers, staff, local schools, and all other interested parties. This data will then be used to discover ways that the language immersion programs can be improved to increase fluency success. ","Each year a higher grade level will be added to the language programing to accommodate the students moving up a grade each year.  Eventually these immersion schools will be full grade schools grades K-8.\r\nAdd three students to each of the programs each year.\r\nTwice a year test the students to measure their improvement.\r\nIncrease fluency by one grade level each year for the majority of students in each cohort.","Expected Outcomes:\nIncrease fluency among students in both of these programs.\r\nIncrease in participants in both of these programs.\r\nAdded grade level each year for both of these programs to grow as the students continue on in their education.\nTimeline:\nEach year a higher grade level will be added to the language programing to accommodate the students moving up a grade each year.  Eventually these immersion schools will be full grade schools grades K-8.\r\nAdd three students to each of the programs each year.\r\nTwice a year test the students to measure their improvement.\r\nIncrease fluency by one grade level each year for the majority of students in each cohort.","N/A"]
[4,"a","Thunder Valley Community Development Corporation","Pine Ridge Indian Reservation Promise Zone","Kyle; Porcupine; Pine Ridge; Oglala; Batesland; Wounded Knee; Manderson; Wanblee; Allen; Red Shirt; Martin","South Dakota","Great Plains","Reduce serious or violent crime",null,"Reduce the serious or violent crime rate on the Pine Ridge Reservation by reducing substance abuse, strengthening the overall public safety, and reducing domestic violence.","Reduce substance abuse by 5% during the next 5 years by increasing Access to Recovery programs, counseling, and education.","Pursue funding sources to support the continuation of the Access to Recovery Program, an innovative program that provides access to substance abuse and other mental health treatment.\r\nIncrease the capacity of Access to Recovery by identifying qualified local MSWs, Psychologists, and counselors that are willing to provide services through the Access to Recovery.  \r\nIncrease participation in Access to Recovery by raising community awareness of the various assistance mechanisms offered by the program. ","Reduce substance abuse by 5% during the next 5 years by increasing Access to Recovery programs, counseling, and education.\nActivities: \nPursue funding sources to support the continuation of the Access to Recovery Program, an innovative program that provides access to substance abuse and other mental health treatment.\r\nIncrease the capacity of Access to Recovery by identifying qualified local MSWs, Psychologists, and counselors that are willing to provide services through the Access to Recovery.  \r\nIncrease participation in Access to Recovery by raising community awareness of the various assistance mechanisms offered by the program. ","90% of violent crimes on the reservation are a result of substance abuse.  Access to Recovery has been a successful program on the Reservation in reducing substance abuse, providing innovative support to people who struggle with addiction.  The program provides people with the option to participate more in cultural healing options, in addition to other healthy activities that can assist in supporting those struggling with addition. ","Anpetu Luta Otipi\r\nAccess to Recovery\r\nTVCDC\r\n","Thunder Valley Community Development Corporation SubGoal 4a","Current Access to Recovery funding can be used to help leverage other funds, though the exact dollar amounts are unknown at this time. ","Access to Recovery funding- grant based\r\nAnpetu Luta- grant based\r\nSchool counseling- grant based and Tribal government level funding","TVCDC is committed to informing Access to Recovery about any potential funding options and to informing community members about the various assistance mechanisms in place for those that struggle with addition.  ","Support of Spiritual Circles to help people on their path of healing.","Reduction in DUI offenses reported on the Reservation.\r\nReduction in number of people arrested for intoxication and other alcohol related offenses.","Data will be collected for this subgoal by the reports released from OST Public Safety about the number and types of crimes they address yearly.  This information will be tracked by the evaluation consultant that is measuring changes in each of our subgoals.  The information will then be shared with implementation partners through reports, and quarterly meetings that serve the purpose of updates.  The information will be shared with the public on the Public Safety Radio show hosted by KILI Radio Station, a community based radio station.","March 2015 - Identify potential Funding sources to sustain the Access to Recovery program.\r\nDecember 2015 - Secure Funding sources to sustain the Access to Recovery program\r\nJanuary 2016 - Identify potential qualified staff and begin to recruit these experiences counselors and service providers.\r\nFebruary 2016- Hire two additional staff.\r\nApril 2016- Identify culturally appropriate substance abuse and dependency programs to use at Access to Recovery.\r\nApril 2016- Begin Tracking reduction in substance abuse related crimes, evaluate data, and share continuously. ","Expected Outcomes:\nReduction in DUI offenses reported on the Reservation.\r\nReduction in number of people arrested for intoxication and other alcohol related offenses.\nTimeline:\nMarch 2015 - Identify potential Funding sources to sustain the Access to Recovery program.\r\nDecember 2015 - Secure Funding sources to sustain the Access to Recovery program\r\nJanuary 2016 - Identify potential qualified staff and begin to recruit these experiences counselors and service providers.\r\nFebruary 2016- Hire two additional staff.\r\nApril 2016- Identify culturally appropriate substance abuse and dependency programs to use at Access to Recovery.\r\nApril 2016- Begin Tracking reduction in substance abuse related crimes, evaluate data, and share continuously. ","The Access to Recovery grant is coming to an end, however we believe there is additional funding available we will just need to identify other sources and successful apply for them."]
[4,"b","Thunder Valley Community Development Corporation","Pine Ridge Indian Reservation Promise Zone","Kyle; Porcupine; Pine Ridge; Oglala; Batesland; Wounded Knee; Manderson; Wanblee; Allen; Red Shirt; Martin","South Dakota","Great Plains","Reduce serious or violent crime",null,"Reduce the serious or violent crime rate on the Pine Ridge Reservation by reducing substance abuse, strengthening the overall public safety, and reducing domestic violence.","Strengthen the overall public safety, Tribal Courts and Attorney General's offices to help reduce crime on the Reservation. ","As an ongoing activity, we plan to continue an agreement under a Memorandum of Understanding with the Oglala Sioux Lakota Housing, Oglala Sioux Public Safety Program and OST Attorney General’s Office to work on illegal activities and violence especially in in Tribal housing units on the Reservation.  We plan to continue to increase training for the public safety officers and hope to implement additional training among the staff in the Attorney General's office.  Explore more innovative and culturally appropriate and restorative justice programs in the courts. ","Strengthen the overall public safety, Tribal Courts and Attorney General's offices to help reduce crime on the Reservation. \nActivities: \nAs an ongoing activity, we plan to continue an agreement under a Memorandum of Understanding with the Oglala Sioux Lakota Housing, Oglala Sioux Public Safety Program and OST Attorney General’s Office to work on illegal activities and violence especially in in Tribal housing units on the Reservation.  We plan to continue to increase training for the public safety officers and hope to implement additional training among the staff in the Attorney General's office.  Explore more innovative and culturally appropriate and restorative justice programs in the courts. ","Strengthening the public safety officer's training program and exploration of new methods of deterrence and justice in the courts will lead to less recidivism in the Tribal justice system.  ","OST Dept. of Public Safety, OST Courts will jointly work toward securing additional grant funding to implement new training and to obtain necessary equipment to properly function. ","Thunder Valley Community Development Corporation SubGoal 4b","N/A","Funding will be needed for additional training of the public safety officers as well as the Tribal Court officials, which will likely come from grants, such as the Consolidated Tribal Assistance Grants. ","N/A","N/A","Increased training standards for the public safety officers.  Implementation of a variety of diversion programs and other restorative justice programs, as well as the drug court. ","The implementing partners will collaborate on sharing pick up, arrest and conviction numbers to determine the impact of any new training or justice and punishment guidelines on crime rates.  The implementing partners will strive to hold meetings a minimum of once a month to discuss progress and to share data. ","Research in to more innovative punishment and justice options completed by June 2015. \r\nEstablishment of a practical method of sharing information and determining effectiveness by July 2015. \r\nChanges in policies and procedures in the Department of Public Safety where the data indicates such change is required by December 2015. \r\n","Expected Outcomes:\nIncreased training standards for the public safety officers.  Implementation of a variety of diversion programs and other restorative justice programs, as well as the drug court. \nTimeline:\nResearch in to more innovative punishment and justice options completed by June 2015. \r\nEstablishment of a practical method of sharing information and determining effectiveness by July 2015. \r\nChanges in policies and procedures in the Department of Public Safety where the data indicates such change is required by December 2015. \r\n","N/A"]
[4,"c","Thunder Valley Community Development Corporation","Pine Ridge Indian Reservation Promise Zone","Kyle; Porcupine; Pine Ridge; Oglala; Batesland; Wounded Knee; Manderson; Wanblee; Allen; Red Shirt; Martin","South Dakota","Great Plains","Reduce serious or violent crime",null,"Reduce the serious or violent crime rate on the Pine Ridge Reservation by reducing substance abuse, strengthening the overall public safety, and reducing domestic violence.","In two years, decrease the number of reported incidents of domestic violence through education, awareness, and shelters.","Organize outreach events to inform the community about healthy relationships and raise awareness about the issue of domestic violence.\r\nProvide education to community members, especially high school and college students about warning signs of being in a potentially mentally, physically, or emotionally abusive relationship.\r\nDevelop a business plan for domestic violence shelters for women and children.\r\nFundraise for the capital funding for the shelter.\r\nCreate programming and interventions for women to participate while they are at the shelter.\r\nCreate programming in a separate environment for men who have been abusers or abused in domestic violent relationships.\r\nCreate job opportunities for recent Bachelor and Master level social workers by working at the shelter.","In two years, decrease the number of reported incidents of domestic violence through education, awareness, and shelters.\nActivities: \nOrganize outreach events to inform the community about healthy relationships and raise awareness about the issue of domestic violence.\r\nProvide education to community members, especially high school and college students about warning signs of being in a potentially mentally, physically, or emotionally abusive relationship.\r\nDevelop a business plan for domestic violence shelters for women and children.\r\nFundraise for the capital funding for the shelter.\r\nCreate programming and interventions for women to participate while they are at the shelter.\r\nCreate programming in a separate environment for men who have been abusers or abused in domestic violent relationships.\r\nCreate job opportunities for recent Bachelor and Master level social workers by working at the shelter.","According to OST Public Safety there were 1,310 reports of domestic violence incidents in 2013.  With an increase of education and awareness, as well as a safe place to go, incidents of domestic violence will decrease.  Currently, there is no place for victims of domestic violence to go for shelter, counseling, or to get back on their feet.","TVCDC\r\nOST Public Safety","Thunder Valley Community Development Corporation SubGoal 4c","N/A","Funding to implement Domestic Violence awareness campaign.\r\nCapital funding to build a domestic violence shelter.","OST Public Safety is committed to decreasing the violent crimes rate.","MSWs to develop education and counseling programming.","Decrease in number of domestic violence incidences reported.\r\nIncreased awareness of the issue of domestic violence.\r\nFunding to build Domestic Violence Shelter.\r\nBuild Domestic Violence shelter in next five years.","Data will be collected by OST Public Safety.  Some data may also be available through school counselors, however the primary source of data will be public safety. When the shelter is completed, data will continue to be collected by the staff.  This data will be tracked annually and evaluated to see if the strategies to decrease domestic violence are effective.","By 2016 have an effective outreach and awareness campaign.\r\nBy 2016 have educational programming for school.\r\nBy 2019 secure funding to build Domestic Violence shelter.\r\nBy 2020 construct shelter.\r\nBy 2021 shelter will be fully operational.","Expected Outcomes:\nDecrease in number of domestic violence incidences reported.\r\nIncreased awareness of the issue of domestic violence.\r\nFunding to build Domestic Violence Shelter.\r\nBuild Domestic Violence shelter in next five years.\nTimeline:\nBy 2016 have an effective outreach and awareness campaign.\r\nBy 2016 have educational programming for school.\r\nBy 2019 secure funding to build Domestic Violence shelter.\r\nBy 2020 construct shelter.\r\nBy 2021 shelter will be fully operational.","N/A"]
[5,"a","Thunder Valley Community Development Corporation","Pine Ridge Indian Reservation Promise Zone","Kyle; Porcupine; Pine Ridge; Oglala; Batesland; Wounded Knee; Manderson; Wanblee; Allen; Red Shirt; Martin","South Dakota","Great Plains","Other community goal (i.e. Health and wellness, Affordable housing, etc.)","Provide Affordable Housing","We plan to provide affordable, low maintenance, energy efficient housing to residents of the Pine Ridge Reservation, including low rent, home ownership and middle income housing, through creation of a real estate market and access to capital.","Oglala Sioux Lakota Housing (\"OSLH\") will obtain a 2nd HUD Title VI loan for 9 Tribal homeownership houses, blend 9 existing subdivisions, get 5 low rent units each through 1st Title VI loan and obtain mortgages by end of construction.","OSLH will do comprehensive site surveys and plans for the 9 homes which will cover roads, water, sewer and electric. OSLH will review current designs for prospective homeowners to choose from. OSLH will develop criteria and identify 9 prospective home owners. Sustainable Home Ownership Program Collaborative (SHOP) will identify the best vehicles for mortgages and sources of financing assistance to help reduce cost to the homeowner. SHOP will liaise with lending institutions to assist with mortgages. OSLH will submit Preliminary Letter of Acceptance Request to HUD. OSLH will work with 1st National Bank of Gordon, Nebraska to secure financing. OSLH will submit the Firm Commitment Request to HUD. OSLH will submit the Title VI guaranteed loan proposal. HUD will approve Title VI loan proposal.  OSLH will do site surveys and do contracts for A/E, Houses, and General Contractor. Financial Institutions holding mortgages will pay OSLH. OSLH will repay the Title VI – 2 Guaranteed Loan.","Oglala Sioux Lakota Housing (\"OSLH\") will obtain a 2nd HUD Title VI loan for 9 Tribal homeownership houses, blend 9 existing subdivisions, get 5 low rent units each through 1st Title VI loan and obtain mortgages by end of construction.\nActivities: \nOSLH will do comprehensive site surveys and plans for the 9 homes which will cover roads, water, sewer and electric. OSLH will review current designs for prospective homeowners to choose from. OSLH will develop criteria and identify 9 prospective home owners. Sustainable Home Ownership Program Collaborative (SHOP) will identify the best vehicles for mortgages and sources of financing assistance to help reduce cost to the homeowner. SHOP will liaise with lending institutions to assist with mortgages. OSLH will submit Preliminary Letter of Acceptance Request to HUD. OSLH will work with 1st National Bank of Gordon, Nebraska to secure financing. OSLH will submit the Firm Commitment Request to HUD. OSLH will submit the Title VI guaranteed loan proposal. HUD will approve Title VI loan proposal.  OSLH will do site surveys and do contracts for A/E, Houses, and General Contractor. Financial Institutions holding mortgages will pay OSLH. OSLH will repay the Title VI – 2 Guaranteed Loan.","The Reservation suffers from a housing shortage equaling approximately 2,588 units (HUD NAHASDA Formula 2015 Document). The OSLH has 163 Certified Applications for homeownership units (OSLH 3rd Quarter Report 9/30/14), which demonstrates the desire of Tribal members to own homes.  OSLH currently has sites for at least 1 more home in each of its 9 subdivisions. OSLH obtained the first successful HUD Title VI Guaranteed loan in South Dakota in July 2014 for $6,000,000 to complete infrastructure and build 45 low rent homes.\r\n","- OSLH will be the lead agency in doing the overall planning, development and construction of housing under this subgoal.\r\n- Native American Sustainable Housing Institute will review and modify design of the Rural Innovation House.\r\n- USDA will provide USDA Water and Waste Native American Set-Aside and other Grants for infrastructure.\r\n- HUD will provide Title VI Guaranteed Loan proceeds.\r\n- SHOP will work on identifying the best vehicles for mortgages and liaising with the lending institutions to assist with mortgages and assist with vetting prospective homeowners.\r\n","Thunder Valley Community Development Corporation SubGoal 5a","OSLH has committed development costs for the Title VI proposal including site surveys at a cost of $10,000, First National Bank Fees of $22,500, proposal facilitation costing $12,000, Certified Public Accountant Fees of $3,500 and OSLH Legal Fees costing approximately $8,000 and OSLH staff time equally $15,000 for a total of $71,000 in its 2015 Development Budget from NAHASDA and income collected.\r\nOSLH is eligible to apply for and to obtain over $14,000,000 in Title VI guaranteed loans based on its NAHASDA formula. \r\n","In order to accomplish the tasks in this subgoal financial support between $1,200,000 and $1,500,000 depending on the type of house decided upon will be needed. This will be obtained by OSLH by utilizing the $14,000,000 available for the Title VI loan.","The committed non-financial support falls into three categories and are described below. \r\n\r\n- Land:  OSLH has at least one site available (1.5 acres) in each of its 9 subdivisions which have leases granted by the Oglala Sioux Tribe.\r\n\r\n- Design: OSLH had a basic design that it used for many years, a new design developed as part of the Rural Innovation Project.  This new design is a modified SD Governor’s home design that is being used for the Title VI low rent homes.\r\n\r\n- Title VI Expertise and Template: OSLH has a team of architects and engineers, a Contract Manager, Proposal Facilitator, Contracts Officer, Lawyer, Accountant etc. that worked on the original Title VI loan as well as a templates for loan agreements, contracts, proposal pieces, etc.\r\n\r\n- SHOP has members and connections with the financial community.\r\n","N/A","We anticipate coming out of the initial phase of this plan with a template for financing and building affordable home ownership homes on the Reservation using Title VI Guaranteed Loans.\r\nWe aim to build strong relationships with financial institutions to give mortgages on the Reservation for the duration of the Promise Zone designation and beyond.\r\nWe will produce a catalog of and procedures for obtaining resources for reducing costs to homeowners on the Reservation.\r\nThere will be 9 newly built affordable, energy efficient, low maintenance homeownership houses built and 9 families, meeting low income requirements living in that housing with affordable mortgages.\r\nHUD Title VI-2 guaranteed loan will be repaid with mortgages by financial institutions allowing OSLH to obtain another loan and build additional housing units.\r\n","Each partner in the Promise Zone will provide $10,000 which will be used to hire a Promise Zone Coordinator and Data Manager. These staff will collect monthly reports from the lead agency, match to the Promise Zone Plan and share Monthly Updates with all the partners. They will develop a Promise Zone page on the TVCDC Website with both monthly reports and as near to real time information as possible. Quarterly meetings of key partners in this subgoal will meet to analyze the data and make decisions on future activities and revisions of the Plan as needed.","OSLH will do comprehensive site surveys for the 9 homes which include roads, water, sewer and electric begin. OSLH will identify 9 prospective home owners. SHOP will identify the most appropriate vehicles for mortgages and sources of financing assistance to help reduce the cost to homeowners by 6/2015.  SHOP will liaise with lending institutions to assist with mortgages throughout the process. OSLH will submit Preliminary Letter of Acceptance Request to HUD in early 2015. OSLH will work with 1st National Bank of Gordon, Nebraska to secure financing by 9/2015. OSLH will submit the Firm Commitment Request to HUD. OSLH will submit the Title VI guaranteed loan proposal by 11/15. HUD will approve Title VI loan proposal by 12/2015. OSLH will do site surveys and enter contracts for architectural and engineering and General Contractor work on the homes and complete construction by 12/2016. Financial Institutions will pay OSLH by 1/2017. The Title VI – 2 Guaranteed Loan will be repaid by 2/17.","Expected Outcomes:\nWe anticipate coming out of the initial phase of this plan with a template for financing and building affordable home ownership homes on the Reservation using Title VI Guaranteed Loans.\r\nWe aim to build strong relationships with financial institutions to give mortgages on the Reservation for the duration of the Promise Zone designation and beyond.\r\nWe will produce a catalog of and procedures for obtaining resources for reducing costs to homeowners on the Reservation.\r\nThere will be 9 newly built affordable, energy efficient, low maintenance homeownership houses built and 9 families, meeting low income requirements living in that housing with affordable mortgages.\r\nHUD Title VI-2 guaranteed loan will be repaid with mortgages by financial institutions allowing OSLH to obtain another loan and build additional housing units.\r\n\nTimeline:\nOSLH will do comprehensive site surveys for the 9 homes which include roads, water, sewer and electric begin. OSLH will identify 9 prospective home owners. SHOP will identify the most appropriate vehicles for mortgages and sources of financing assistance to help reduce the cost to homeowners by 6/2015.  SHOP will liaise with lending institutions to assist with mortgages throughout the process. OSLH will submit Preliminary Letter of Acceptance Request to HUD in early 2015. OSLH will work with 1st National Bank of Gordon, Nebraska to secure financing by 9/2015. OSLH will submit the Firm Commitment Request to HUD. OSLH will submit the Title VI guaranteed loan proposal by 11/15. HUD will approve Title VI loan proposal by 12/2015. OSLH will do site surveys and enter contracts for architectural and engineering and General Contractor work on the homes and complete construction by 12/2016. Financial Institutions will pay OSLH by 1/2017. The Title VI – 2 Guaranteed Loan will be repaid by 2/17.","- Indian Health Service saying they cannot do water and sewer for HUD homes.\r\n- USDA Costs for Preengineering Studies for USDA Water and Waste Programs.\r\n- USDA using minute Median Household Income and Unemployment breakdowns rather that the Reservation as a whole. \r\n"]
[5,"b","Thunder Valley Community Development Corporation","Pine Ridge Indian Reservation Promise Zone","Kyle; Porcupine; Pine Ridge; Oglala; Batesland; Wounded Knee; Manderson; Wanblee; Allen; Red Shirt; Martin","South Dakota","Great Plains","Other community goal (i.e. Health and wellness, Affordable housing, etc.)","Provide Affordable Housing","We plan to provide affordable, low maintenance, energy efficient housing to residents of the Pine Ridge Reservation, including low rent, home ownership and middle income housing, through creation of a real estate market and access to capital.","TVCDC is building a Sustainable Community Development.  The Development is a complete community system incorporating business space, social, educational, and economic services, which will provide housing for a population of up to 1,000 residents.","New activities include the consolidation of the Sustainable Housing Ownership Project (SHOP), a Workforce Development Through Sustainable Construction Program, a Youth Build Project, and the USDA 523 Mutual Self-Help Program. The development is one result of a regional planning process that was funded by a HUD Sustainable Communities Grant.  That process assessed the needs of the regions population, and determined priorities to organize infrastructure and resources to address the current housing crisis through an extensive community engagement process.  The Regional Plan is an ongoing, living, project that has been adopted by successive Tribal Councils.","TVCDC is building a Sustainable Community Development.  The Development is a complete community system incorporating business space, social, educational, and economic services, which will provide housing for a population of up to 1,000 residents.\nActivities: \nNew activities include the consolidation of the Sustainable Housing Ownership Project (SHOP), a Workforce Development Through Sustainable Construction Program, a Youth Build Project, and the USDA 523 Mutual Self-Help Program. The development is one result of a regional planning process that was funded by a HUD Sustainable Communities Grant.  That process assessed the needs of the regions population, and determined priorities to organize infrastructure and resources to address the current housing crisis through an extensive community engagement process.  The Regional Plan is an ongoing, living, project that has been adopted by successive Tribal Councils.","Activities listed above were selected to establish equity in the homes through the building process and to subsidize the final cost. The Workforce Development, Youth Build and Self-Help programs have been recognized as human resource strategies for their proven success as interventions in depressed regional economies by matching attainable skill sets with a industry sectors that need reinvestment. ","TVCDC will provide the site, training program and building materials for the construction.  \r\nOLC will be the testing site for GED testing and the National Career Rediness Certificate. \r\nOglala Sioux Partnership for Housing will provide Individual Development Accounts (IDA’s) for workforce participants.\r\nMazaska Oweecaseo Otipi Financial will provide the financing for the homes built through the program. ","Thunder Valley Community Development Corporation SubGoal 5b","Thunder Valley CDC has a conditional commitment from USDA Rural Development for their 523 Mutual Self-Help Grant for Technical Assistance.  Additional funding is supported by the Administration for Native Americans “SEEDS” Grant which provides $2.5 Million over 5 years.  ","Funding is pending for the Department of Labor Youth Build Program which is integral to our goals though not considered essential for the development to proceed.","Youth Build USA is providing technical assistance to TVCDC (and thereby building capacity) for the Youth Build grant application.  The application date for the Youth Build Grant application is April of 2015 with an anticipated program launch of September 2015. SHOP will continue to provide essential application assistance and homeownership education. ","N/A","TVCDC is in the process of setting up evaluation tools for our development in collaboration with BioRegional and One Planet.  We will use the One Planet metrics to evaluate our development.  A primary metric will be the number of homes built and occupied by homeowners.  ","TVCDC has recently implemented the use of Contacts Relationship Management system Salesforce for Non-Profits which will allow for information sharing among SHOP partners and to adopt metrics for data collection through the “Homekeeper” system that works as an extension of the Salesforce platform.  In essence Homekeeper allows the Homeownership Coordinator to track homeowner’s by seamlessly aggregating data and providing a series of useful metrics including social impact analysis. ","Year one - Infrastructure build out and 9 homes built and sold; year 2 - additional 9 homes built and sold; year 4 - additional 12 homes built and sold; year 5 - additional 12 homes build and sold.  ","Expected Outcomes:\nTVCDC is in the process of setting up evaluation tools for our development in collaboration with BioRegional and One Planet.  We will use the One Planet metrics to evaluate our development.  A primary metric will be the number of homes built and occupied by homeowners.  \nTimeline:\nYear one - Infrastructure build out and 9 homes built and sold; year 2 - additional 9 homes built and sold; year 4 - additional 12 homes built and sold; year 5 - additional 12 homes build and sold.  ","The USDA 306(c) program does not allow for storm-water systems for infrastructure grants.  We consider sustainability to be an essential value and operating principle for the development, thus our negotiations with the USDA for this funding are ongoing, and we are considering other funding mechanisms to achieve our sustainability goals."]
[5,"c","Thunder Valley Community Development Corporation","Pine Ridge Indian Reservation Promise Zone","Kyle; Porcupine; Pine Ridge; Oglala; Batesland; Wounded Knee; Manderson; Wanblee; Allen; Red Shirt; Martin","South Dakota","Great Plains","Other community goal (i.e. Health and wellness, Affordable housing, etc.)","Provide Affordable Housing","We plan to provide affordable, low maintenance, energy efficient housing to residents of the Pine Ridge Reservation, including low rent, home ownership and middle income housing, through creation of a real estate market and access to capital.","Develop and implement a comprehensive housing plan for the Pine Ridge Reservation including land, infrastructure survey, alternative housing designs and types, target residents and funding and financing options.\t","Ongoing efforts include, HUD Rural Innovation Fund program implementation, HUD Title VI Guaranteed Loan use, and \r\ncompletion of a discussion draft Housing Construction Plan, by OSLH, which is being distributed in November-December 2014.\r\nNew efforts will include the completion of the plan, which will involve land acquisition, site evaluation and easements; client study; structure selection; site survey including topographical, archeological and geotechnical; civil site design for infrastructure including domestic water, wastewater, electrical, site drainage and landscaping, telecommunications, access roads and approaches; proposal development including cost estimate and possible funding source; contractor selection including architecture/engineering design services, construction manager and general construction contractor; construction and budget monitoring and client selection, occupancy and monitoring. We created discussion points and to do lists for the development of the plan.\r\n","Develop and implement a comprehensive housing plan for the Pine Ridge Reservation including land, infrastructure survey, alternative housing designs and types, target residents and funding and financing options.\t\nActivities: \nOngoing efforts include, HUD Rural Innovation Fund program implementation, HUD Title VI Guaranteed Loan use, and \r\ncompletion of a discussion draft Housing Construction Plan, by OSLH, which is being distributed in November-December 2014.\r\nNew efforts will include the completion of the plan, which will involve land acquisition, site evaluation and easements; client study; structure selection; site survey including topographical, archeological and geotechnical; civil site design for infrastructure including domestic water, wastewater, electrical, site drainage and landscaping, telecommunications, access roads and approaches; proposal development including cost estimate and possible funding source; contractor selection including architecture/engineering design services, construction manager and general construction contractor; construction and budget monitoring and client selection, occupancy and monitoring. We created discussion points and to do lists for the development of the plan.\r\n","The HUD Rural Innovation Fund program ($2 million HUD, $1 million OSLH) is to design and build 18 three bedroom, 1.5 bath energy efficient, low maintenance, low rent homes (2 per district) to be completed by 9/30/15. Implementation of this program provided new housing designs and the beginning of an efficient housing construction process. We are learning from early mistakes and the project will be successful.\r\n  HUD Title VI Guaranteed Loan for $6 million in 7/14 will provide for 45, 1,250 sq. ft., Green Star efficient, 3-bedroom, 2 bath Governor’s homes by 6/30/16. OSLH is contributing about $600,000 for administration, interest payments, etc. OSLH’s debt service on the loan will be approximately $485,000 annually for 20 years. \r\n  Based on the experience of OSLH staff and the knowledge of these two projects we are beginning a comprehensive housing plan including a process for planning, implementing and managing housing.\r\n","OSLH is the lead partner on this subgoal and will implement and complete the HUD Rural Innovation and Title VI Guaranteed Loan. OSLH will create the Housing Construction Plan. First National Bank of Gordon and Native American Bank are prospective lenders. The Tribe’s Technical Team will provide information on infrastructure issues. The Tribe’s Land Committee and Land Office will approve and execute land leases. The Tribal Council makes ultimate decisions on land, water, sewer, etc. TVCDC has done a large amount of research on housing designs, infrastructure development, financing, etc. The SHOP Collaborative will be identifying sources of financial mortgages for home ownership participants. The Collaborative includes the Oglala Sioux Tribe Partnership for Housing and Mazaska Owecaso Otipi Financial.","Thunder Valley Community Development Corporation SubGoal 5c","- HUD Rural Innovation Fund 11; Design and Construct 18 low rent houses; $2 million from HUD and $1 million from OSLH; 9-29-11 to 9-30-15; OSLH will receive the funds. \r\n- HUD Title VI Guaranteed Loan; provides funding for 45 low rent houses; $6 million loan; OSLH has committed $600,000 for administration type costs.; 7-8-14 to 6-30-16; OSLH will be receiving the funds. \r\n- HUD Title VI Guaranteed Loan; OSLH commits to pay $40,000 a month for 60 months from rent collections.\r\n","N/A","N/A","N/A","18 Rural Innovation Fund low rent homes completed and occupied by low income Native Americans. 45 Title VI low rent homes completed and occupied by low income Native Americans. Site Surveys completed for home sites. Structure designs selected for different types of houses. Comprehensive housing construction plan approved by OSLH Board and Tribal Council. Template for Construction Planning and Implementation completed including land acquisition, site evaluation and easements; client study; structure selection; site survey including topographical, archeological and geotechnical; civil site design for infrastructure proposal development including cost estimate and possible funding source; contractor selection including architecture/engineering design services, construction manager and general construction contractor; construction and budget monitoring and client selection, occupancy and monitoring. Funding sources identified for low rent and home ownership homes.","Each partner in the Promise Zone will strive to provide $10,000 which will be used to hire a Promise Zone Coordinator and Data Manager. These staff will collect monthly reports from the lead agency, match to the Promise Zone Plan and share monthly updates with all the partners. They will develop a Promise Zone page on the TVCDC Website with both monthly reports and real time information. Quarterly meetings of key partners in Goal 5 will meet to analyze the data and make decisions on future activities and revisions of the Plan as needed.","- 18 Rural Innovation Fund low rent houses completed 9/2015.\r\n- 45 Title VI low rent houses completed 6/2016. \r\n- Structure designs selected for different home designs. \r\n- Comprehensive housing construction plan approved by OSLH Board and the Tribal Council 9/2016. \r\n- Template for Construction Planning and Implementation completed 9/2016. \r\n- Funding sources identified for low rent and home ownership homes 9/2016. ","Expected Outcomes:\n18 Rural Innovation Fund low rent homes completed and occupied by low income Native Americans. 45 Title VI low rent homes completed and occupied by low income Native Americans. Site Surveys completed for home sites. Structure designs selected for different types of houses. Comprehensive housing construction plan approved by OSLH Board and Tribal Council. Template for Construction Planning and Implementation completed including land acquisition, site evaluation and easements; client study; structure selection; site survey including topographical, archeological and geotechnical; civil site design for infrastructure proposal development including cost estimate and possible funding source; contractor selection including architecture/engineering design services, construction manager and general construction contractor; construction and budget monitoring and client selection, occupancy and monitoring. Funding sources identified for low rent and home ownership homes.\nTimeline:\n- 18 Rural Innovation Fund low rent houses completed 9/2015.\r\n- 45 Title VI low rent houses completed 6/2016. \r\n- Structure designs selected for different home designs. \r\n- Comprehensive housing construction plan approved by OSLH Board and the Tribal Council 9/2016. \r\n- Template for Construction Planning and Implementation completed 9/2016. \r\n- Funding sources identified for low rent and home ownership homes 9/2016. ","We do not see Federal regulatory or statutory barriers as much as the fickleness of program guidelines and the leeway that Federal employees have to interpret criteria and score proposals. There needs to be a process of review of proposals to USDA and HUD funding sources that ensures applicants know what is expected and evaluated. Some programs that need this to be done immediately are the USDA Water and Environmental Programs and the HUD ICDBG program related to new construction. "]
[6,"a","Thunder Valley Community Development Corporation","Pine Ridge Indian Reservation Promise Zone","Kyle; Porcupine; Pine Ridge; Oglala; Batesland; Wounded Knee; Manderson; Wanblee; Allen; Red Shirt; Martin","South Dakota","Great Plains","Other community goal (i.e. Health and wellness, Affordable housing, etc.)","Develop Infrastructure","We plan to create and implement systematic approaches to infrastructure development, to provide the Tribal Government with the ability to operate, maintain and replace current infrastructure and make future development possible.  ","Address intergovernmental and jurisdictional issues in terms of taxation,water, sewer, and electricity to create a more effective way to sustain infrastructure development.","Research and understand Sanitary/Utility districts as they pertain to fee simple land located within a federally created tribal reservation.  \r\nWork with tribal government to explore the feasibility of establishing a Sanitary/Utility Districts within the boundaries of the Reservation.\r\nEstablish a Sanitary District for the TVCDC development, which is on fee simple land.","Address intergovernmental and jurisdictional issues in terms of taxation,water, sewer, and electricity to create a more effective way to sustain infrastructure development.\nActivities: \nResearch and understand Sanitary/Utility districts as they pertain to fee simple land located within a federally created tribal reservation.  \r\nWork with tribal government to explore the feasibility of establishing a Sanitary/Utility Districts within the boundaries of the Reservation.\r\nEstablish a Sanitary District for the TVCDC development, which is on fee simple land.","Shannon County, recently renamed Oglala Lakota County, has very little tax base, only 14% of county’s land base is taxable.  As a result of such a small tax base the county is unable to provide services such as waste water treatment, water lines, and other utilities making it extremely difficult to create developments such as the one being built by TVCDC.  It is important to ensure that the cost of operation and maintenance of the infrastructure is covered. ","Oglala Sioux Tribe\r\nTVCDC","Thunder Valley Community Development Corporation SubGoal 6a","TVCDC is in the negotiation stages of securing funding for the infrastructure of its development, from USDA Rural Development using a 306(c) funding mechanism.  When that infrastructure is secured and TVCDC will create the development and will have the families needed, pursuant to regulatory requirements, to create the sanitary/utility district.","N/A","TVCDC is committed to creating a sanitary district and to working with the Tribe to share information on how this can allow for more development on the Reservation.","Support from lawyers to fully understand how setting up a sanitary/utility district legally works.","Successfully create a taxable sanitary district at the TVCDC development site.\r\nCreation of similar housing development strategies.","We will track the success of setting up this sanitary district to measure how sustainable this type of district method is on the Reservation.  We will collect and track this information at the TVCDC development site and share it as a potential model to be repeated throughout the Reservation.","Research and understand how to operate sanitary districts for the next two years.\r\nEnough residents at TVCDC to set up district in next three years.\r\nThe sanitary district will be set up in the next five years.","Expected Outcomes:\nSuccessfully create a taxable sanitary district at the TVCDC development site.\r\nCreation of similar housing development strategies.\nTimeline:\nResearch and understand how to operate sanitary districts for the next two years.\r\nEnough residents at TVCDC to set up district in next three years.\r\nThe sanitary district will be set up in the next five years.","It is unclear at this time whether any federal regulatory or statutory barriers exist to this approach."]
[6,"b","Thunder Valley Community Development Corporation","Pine Ridge Indian Reservation Promise Zone","Kyle; Porcupine; Pine Ridge; Oglala; Batesland; Wounded Knee; Manderson; Wanblee; Allen; Red Shirt; Martin","South Dakota","Great Plains","Other community goal (i.e. Health and wellness, Affordable housing, etc.)","Develop Infrastructure","We plan to create and implement systematic approaches to infrastructure development, to provide the Tribal Government with the ability to operate, maintain and replace current infrastructure and make future development possible.  ","Assure adequate current water, wastewater and solid waste infrastructure and develop plans for expansion by establishing a Tribal entity with professional planning, sustainable financial and effective human resources to accomplish this.","Work with OST Water, Wastewater and Solid Waste Commission to operate, maintain, upgrade and expand the three basic infrastructure systems. Conduct research on other tribal and municipal systems. Hold a series of stakeholder focus groups. Hold education and planning sessions with the Tribal Council, Housing and other Tribal Departments and administrators. Research funding sources for operations, replacement, and expansion revenue including user fees, maintenance fees, bonds, federal funding, etc. Pass a Tribal Ordinance setting up the Commission with an appropriate organizational structure. Gather demographic, land, environmental, engineering information. Continue developing and implementing a plan to upgrade 17 community water systems to transfer to the Mni Wiconi System. Continue developing and implementing a plan to upgrade and expand community sewer systems. Continue developing and implementing a plan to bring the OST Solid Waste Program into compliance with EPA.","Assure adequate current water, wastewater and solid waste infrastructure and develop plans for expansion by establishing a Tribal entity with professional planning, sustainable financial and effective human resources to accomplish this.\nActivities: \nWork with OST Water, Wastewater and Solid Waste Commission to operate, maintain, upgrade and expand the three basic infrastructure systems. Conduct research on other tribal and municipal systems. Hold a series of stakeholder focus groups. Hold education and planning sessions with the Tribal Council, Housing and other Tribal Departments and administrators. Research funding sources for operations, replacement, and expansion revenue including user fees, maintenance fees, bonds, federal funding, etc. Pass a Tribal Ordinance setting up the Commission with an appropriate organizational structure. Gather demographic, land, environmental, engineering information. Continue developing and implementing a plan to upgrade 17 community water systems to transfer to the Mni Wiconi System. Continue developing and implementing a plan to upgrade and expand community sewer systems. Continue developing and implementing a plan to bring the OST Solid Waste Program into compliance with EPA.","The construction under the Mni Wiconi Act is coming to an end in 2015. Under the Act all water systems which meet Bureau of Reclamation (\"BOR\") criteria can be transferred into trust for the Tribe and then maintained with assistance from BOR. There is a $12,000,000 estimate for these community system upgrades. The sewage lagoon systems in many towns are in disrepair and the Wounded Knee System was condemned by EPA. The Solid Waste system is also under EPA sanction. After preliminary research we have found that there is funding under the USDA Water and Environmental Programs to upgrade and expand all three systems. OSLH working with OSRWSS has obtained a $999,000 USDA grant to upgrade the Wounded Knee Lagoon and is working on a USDA WEP grant for the Wounded Knee water system. We are developing a 5 to 10 year plan to upgrade all of the water and wastewater systems on the Reservation. We also need to plan and develop new or expanded systems for new housing and economic development","OSLH is the grantee for the Bush Innovation grant and will handle the overall logistics. OSLH is also the main client of the three systems. OS Rural Water Supply System is completing construction of the Mni Wiconi Pipeline and initiated the talks on the Commission. OST Department of Water Maintenance will manages the Mni Wiconi piece of the water system and will be one of the 3 arms of the Commission. The OST Water and Sewer Program does non-Mni Wiconi water systems and the sewer and lagoon systems and will also be an arm of the system.  The OST Solid Waste Program manages solid waste collection and disposal for the entire Reservation and will be the third arm of the Commission. The BOR will work with the Commission on assessing and approving the transfer of water systems. USDA Rural Development will assist with the WEP funding applications. ","Thunder Valley Community Development Corporation SubGoal 6b","- The Bush Foundation provided funds for research and planning for OST Water, Wastewater and Solid Waste\r\nCommission in the amount of $170,000, from 8-1-14 to 9-30-16 to OSLH. \r\n- USDA Water and Environmental Programs provided funds to Renovate Wounded Knee Sewage Lagoon in the amount of $999,999, from 12-30/14 to 12-30-17, to OSLH.\r\n- USDA SEARCH provided funding to perform pre-engineering report and environmental for renovation of Red Shirt Sewage Lagoon to OSLH.\r\n- The Oglala Sioux Tribe has obtained a $6,000,000 bond of which $3,000,000 is for equipment and more efficient functioning of the wastewater and solid waste programs.\r\n","No additional funding is needed for the development of the infrastructure plan. $12,000,000 will be required for Community Water system upgrades. We do not have final estimates on the funding needed to upgrade the wastewater and solid waste physical systems. The Tribe needs development funds to prepare USDA WEP grant which require Preengineering Reports that cost between $10,000 to $50,000 and Environmental Reviews which cost $6,000 to $7,000 apiece.","N/A","N/A","A Tribal Ordinance which creates a Water, Sewer and Solid Waste Commission as either a Tribally chartered organization or special Tribal program or some other appropriate vehicle. A Tribal Ordinance providing environmental guidelines and practices related to construction and infrastructure.  A CASE statement with demographics, system data and needs on the Reservation. A Comprehensive Plan, which includes operations, upgrades, and expansion of all three systems. An annotated list of funding vehicles and resources that can benefit infrastructure projects. A journal and documentation of the innovative and inclusive planning and implementation process used. An ongoing collaborative process to keep Reservation entities working together on operations, maintenance and development. A website and Facebook page where all relevant information and resources on water, wastewater and solid waste will be available for users and as a resource for other Tribes or groups tackling infrastructure issues.","Each partner in the Promise Zone will strive to provide $10,000 which will be used to hire a Promise Zone Coordinator and Data Manager. These staff will collect monthly reports from the lead agency, match to the Promise Zone Plan and share monthly updates with all the partners. They will develop a Promise Zone page on the TVCDC Website with both monthly reports and real time information. Quarterly meetings of key partners in Goal 6 will meet to analyze the data and make decisions on future activities and revisions of the Plan as needed.","- Completion of the Mni Wiconi Tokatakiya (Beyond Mni Wiconi) Comprehensive Plan for water, wastewater and solid waste by 9/2015.\r\n- Set up of the OST Water, Wastewater and Solid Waste Commission by 7/2016.\r\n- Completion of the Wounded Knee Lagoon renovation by 9/2016.\r\n- Development of a template and process for USDA WEP program proposals and implementations for water, wastewater and solid waste projects by 9/2015.\r\n- Transfer of the first community water systems into Mni Wiconi by 9/2015.\r\n- Begin the Wounded Knee Water upgrade by 10/2015.\r\n","Expected Outcomes:\nA Tribal Ordinance which creates a Water, Sewer and Solid Waste Commission as either a Tribally chartered organization or special Tribal program or some other appropriate vehicle. A Tribal Ordinance providing environmental guidelines and practices related to construction and infrastructure.  A CASE statement with demographics, system data and needs on the Reservation. A Comprehensive Plan, which includes operations, upgrades, and expansion of all three systems. An annotated list of funding vehicles and resources that can benefit infrastructure projects. A journal and documentation of the innovative and inclusive planning and implementation process used. An ongoing collaborative process to keep Reservation entities working together on operations, maintenance and development. A website and Facebook page where all relevant information and resources on water, wastewater and solid waste will be available for users and as a resource for other Tribes or groups tackling infrastructure issues.\nTimeline:\n- Completion of the Mni Wiconi Tokatakiya (Beyond Mni Wiconi) Comprehensive Plan for water, wastewater and solid waste by 9/2015.\r\n- Set up of the OST Water, Wastewater and Solid Waste Commission by 7/2016.\r\n- Completion of the Wounded Knee Lagoon renovation by 9/2016.\r\n- Development of a template and process for USDA WEP program proposals and implementations for water, wastewater and solid waste projects by 9/2015.\r\n- Transfer of the first community water systems into Mni Wiconi by 9/2015.\r\n- Begin the Wounded Knee Water upgrade by 10/2015.\r\n","IHS has indicated they cannot work on HUD financed housing projects, which is inefficient use and support of federally funded projects.\r\n\tUSDA Rural Water has unclear requirements for WEP program eligibility and applications. These are subject to interpretation by local, regional and national staff which discourages entities from applying, leaving over $12,000,000 in the WEP Native American Set-Aside Program this past year. With clear directions and specific guidelines we could have spent much of that fund on Pine Ridge. As an example, the interpretation of the poverty and unemployment requirement; although the Reservation is the 3rd poorest area in America according to the US Census, USDA uses a variety of sources to pinpoint each small area of the Reservation as being eligible or not. The poverty statistics are usually no problem but the unemployment percentages are highly irregular depending on source and place.\r\n\tUSDA’s failure to modernize and bring its systems into the 21st Century and electronic age creates high volumes of paper and checklists for applying for USDA Rural Development funding that is mindboggling."]

{"sheet":"dropdowns","index":1,"n_rows":26,"n_cols":5,"rows_kept":26,"hidden":true}
["CDM Policy Areas (25)",null,"Promise Zones (14)"]
["Adult Education",null,"Camden City Promise Zone","Round 2","Urban"]
["Broadband",null,"Eastside Promise Zone (San Antonio, TX)","Round 1","Urban"]
["Commercial Corridors",null,"Evansville Promise","Round 3","Urban"]
["Community Infrastructure",null,"IndyEast Promise Zone","Round 2","Urban"]
["Community Policing and Trust",null,"Los Angeles Promise Zone","Round 1","Urban"]
["Crime Prevention and Intervention",null,"Minneapolis Promise Zone","Round 2","Urban"]
["Early Childhood Education",null,"Nashville Promise Zone","Round 3","Urban"]
["Educational Systems",null,"North Hartford Promise Zone","Round 2","Urban"]
["Entrepreneurship",null,"Sacramento Promise Zone","Round 2","Urban"]
["Environmental Health",null,"San Diego Promise Zone","Round 3","Urban"]
["Family Asset Building",null,"South Los Angeles Transit Empowerment Zone, SLATE-Z","Round 3","Urban"]
["Health and Wellness",null,"St. Louis Promise Zone","Round 2","Urban"]
["Health Food Access",null,"West Philadelphia Promise Zone","Round 1","Urban"]
["Homelessness",null,"Westside Promise Zone (Atlanta, GA)","Round 3","Urban"]
["Homeownership"]
["Housing Development",null,"Rural (Not Included)"]
["K-12 and Youth",null,"Choctaw Nation","Round 1","Rural"]
["Private Sector Investment",null,"Kentucky Highlands","Round 1","Rural"]
["Public Safety Capacity Building",null,"Pine Ridge Indian Reservation","Round 2","Rural"]
["Reentry Justice System",null,"Roosevelt Roads","Round 3","Rural"]
["Rental Assistance/Public Housing",null,"South Carolina Low Country","Round 2","Rural"]
["Resident Capacity Building",null,"Southwest Florida","Round 3","Rural"]
["Small Business Assistance",null,"Spokane","Round 3","Rural"]
["Transportation",null,"Turtle Mountain Band","Round 3","Rural"]
["Workforce Development"]

{"sheet":"Annual Priorities Plan","index":2,"n_rows":10,"n_cols":5,"rows_kept":10,"merged":[[6,0,6,4],[7,0,7,4]]}
["Promise Zone: Annual Priorities Plan and Quarterly Updates",{"$nulls":3},"HUD Form 9919\nOMB Approval Number 2501-0035\n(Exp. xx/xx/xxxx)"]
["Annual Priorities Plan (Fiscal Year Oct. 1 - Sep. 30)"]
[]
["Date:"]
["Promise Zone:"]
["Promise Zone Director:"]
["Instructions: The Promise Zone Lead Organization will submit an Annual Priorities Plan which identifies priority projects where federal assistance is requested over the next year, and provide quarterly updates.  Priorities can be amended throughout the year. To the extent the Promise Zone Lead Organization is able, fill out plans and priorities, anticipated challenges, and desired federal assistance for a suggested 6-12 projects. The Promise Zone federal support team, and in particular Promise Zone Community Liaisons, will formulate their annual work plans based on the local Promise Zone's plans and priorities. The blue columns will be carried over into the quarterly updates. The purple columns are for the upcoming year, but will be updated on a quarterly basis to remain current."]
["Reporting Information: Public reporting burden for this collection of information is estimated to average 10 hours per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining data needed, and completing and reviewing collection of information. The information is not considered sensitive. Provision of this information is voluntary. This agency may not collect this information, and you are not required to complete this form, unless it displays a currently valid Office of Management and Budget (OMB) control number. The purpose of this information collection is to track goals on an annual basis and track the quarterly progress towards those goals. The Annual goals set here should contribute to the achievement of the goals in the 10-year plan. HUD uses this information to track quarterly progress and to facilitate communication between local and federal partners, based on the Promise Zone's anticipated challenges and desired federal assistance listed in this report. "]
["Policy Area","Annual Priority Project","Project Objective- Long Term Desired Outcome","Anticipated Challenges in the Next Year","Desired Federal Assistance in the Next Year"]
["Select one or multiple policy areas from the drop down menu.  These classifications will be used to align projects with Technical Assistance (TA) from various federal agencies.","Briefly describe the projects prioritized by the Promise Zone in the next year. Create a new row for each of the suggested 6-12 projects. Plans and priorities can include particular strategies you hope to focus on, partnerships you wish to form, major meetings or summits you plan to host, and other initiatives. ","Briefly describe the long term desired outcome for this project. What objectives does this project align to from the Promise Zone Plan?","Briefly describe any potential constraints to completing this project or achieving the annual or long-term outcomes. Be as specific as possible as the challenges identified will enable agencies to target technical assistance.","Briefly describe how the Promise Zone's federal support staff could assist you in the next year. Such assistance could include: reaching out to federal partners, researching best practices and funding opportunities, or advising on strategy formation. Federal agencies will suggest additional methods of support.\n"]

{"sheet":"Q1 Update","index":3,"n_rows":10,"n_cols":7,"rows_kept":10,"merged":[[7,0,7,6]]}
["Promise Zone: Annual Priorities Plan and Quarterly Updates"]
["Quarter 1 Update (Oct. 1 - Dec. 31)"]
[]
["Date:"]
["Promise Zone:"]
["Promise Zone Director:"]
[]
["Instructions: At the end of each quarter, each Promise Zone will provide an update on the annual priorities. The blue section will be pre-populated from the Annual Priorities Plan in the previous quarter. The green section should be completed to provide updates on the current status and needs for the next quarter. Priorities can be amended throughout the year by creating a new row. "]
["Policy Area","Annual Priority Project","Project Objective- Long Term Desired Outcome","Milestones and Accomplishments in the Last Quarter","Plans for the Next Quarter"," Anticipated New Challenges ","Desired Federal Assistance "]
["Select one or multiple policy areas.  These classifications will be used to align projects with TA from various federal agencies.","Describe a suggested 6-12 priorities for the Promise Zone in the next year. Create a new row for each project. Plans and priorities can include particular strategies you hope to focus on, partnerships you wish to form, major meetings or summits you plan to host, and other initiatives. ","Briefly describe the long term desired outcome for this project. What objectives does this project align to from the Promise Zone Plan (Appendix A of the Designation Agreement, as updated over time)?","Provide a status update, including any major milestones or accomplishments during Quarter 1, noting outcomes and numerical results where possible.\n","Briefly describe your plans and priorities for the next quarter. Plans and priorities could include any major meetings or summits you plan to host, particular strategies you hope to focus on, partnerships you wish to form and other initiatives. Please include any major milestones you anticipate achieving in the next 3 months, for awareness and coordination purposes only.","Briefly describe any challenges anticipated as you try to act on your plans and priorities over the next quarter. This could include difficulty securing funding, limitations in staff or partner capacity, or changes in local dynamics (for example, an increase in crime or the loss of a major employer). ","Briefly describe if there are particular ways Promise Zone's federal support staff could help you over the next quarters. Such assistance could include reaching out to federal partners, researching best practices and funding opportunities, or advising on strategy formation. Federal agencies will suggest additional methods of support.\n"]

{"sheet":"Q2 Update","index":4,"n_rows":10,"n_cols":7,"rows_kept":10,"merged":[[7,0,7,6]]}
["Promise Zone: Annual Priorities Plan and Quarterly Updates"]
["Quarter 2 Update (Jan. 1 - Mar. 31)"]
[]
["Date:"]
["Promise Zone:"]
["Promise Zone Director:"]
[]
["Instructions: At the end of each quarter, each Promise Zone will provide an update on the annual priorities. The blue section will be pre-populated from the Annual Priorities Plan in the previous quarter. The green section should be completed to provide updates on the current status and needs for the next quarter. Priorities can be amended throughout the year by creating a new row. "]
["Policy Area","Annual Priority Project","Project Objective- Long Term Desired Outcome","Milestones and Accomplishments in the Last Quarter","Plans for the Next Quarter"," Anticipated New Challenges ","Desired Federal Assistance "]
["Select one or multiple Policy Areas.  These classifications will be used to align projects with TA from various federal agencies.","Describe a suggested 6-12 priorities for the Promise Zone in the next year. Create a new row for each project. Plans and priorities can include particular strategies you hope to focus on, partnerships you wish to form, major meetings or summits you plan to host, and other initiatives. ","Briefly describe the long term desired outcome for this project. What objectives does this project align to from the Promise Zone Plan (Appendix A of the Designation Agreement, as updated over time)?","Provide a status update, including any major milestones or accomplishments during Quarter 2, noting outcomes and numerical results where possible.\n","Briefly describe your plans and priorities for the next quarter. Plans and priorities could include any major meetings or summits you plan to host, particular strategies you hope to focus on, partnerships you wish to form and other initiatives. Please include any major milestones you anticipate achieving in the next 3 months, for awareness and coordination purposes only.","Briefly describe any challenges anticipated as you try to act on your plans and priorities over the next quarter. This could include difficulty securing funding, limitations in staff or partner capacity, or changes in local dynamics (for example, an increase in crime or the loss of a major employer). ","Briefly describe if there are particular ways Promise Zone's federal support staff could help you over the next quarters. Such assistance could include reaching out to federal partners, researching best practices and funding opportunities, or advising on strategy formation. Federal agencies will suggest additional methods of support.\n"]

{"sheet":"Q3 Update","index":5,"n_rows":10,"n_cols":7,"rows_kept":10,"merged":[[7,0,7,6]]}
["Promise Zone: Annual Priorities Plan and Quarterly Updates"]
["Quarter 3 Update (Apr. 1 - Jun. 30)"]
[]
["Date:"]
["Promise Zone:"]
["Promise Zone Director:"]
[]
["Instructions: At the end of each quarter, each Promise Zone will provide an update on the annual priorities. The blue section will be pre-populated from the Annual Priorities Plan in the previous quarter. The green section should be completed to provide updates on the current status and needs for the next quarter. Priorities can be amended throughout the year by creating a new row. "]
["Policy Area","Annual Priority Project","Project Objective- Long Term Desired Outcome","Milestones and Accomplishments in the Last Quarter","Plans for the Next Quarter"," Anticipated New Challenges ","Desired Federal Assistance "]
["Select one or multiple Policy Areas.  These classifications will be used to align projects with TA from various federal agencies.","Describe a suggested 6-12 priorities for the Promise Zone in the next year. Create a new row for each project. Plans and priorities can include particular strategies you hope to focus on, partnerships you wish to form, major meetings or summits you plan to host, and other initiatives. ","Briefly describe the long term desired outcome for this project. What objectives does this project align to from the Promise Zone Plan (Appendix A of the Designation Agreement, as updated over time)?","Provide a status update, including any major milestones or accomplishments during Quarter 2, noting outcomes and numerical results where possible.\n","Briefly describe your plans and priorities for the next quarter. Plans and priorities could include any major meetings or summits you plan to host, particular strategies you hope to focus on, partnerships you wish to form and other initiatives. Please include any major milestones you anticipate achieving in the next 3 months, for awareness and coordination purposes only.","Briefly describe any challenges anticipated as you try to act on your plans and priorities over the next quarter. This could include difficulty securing funding, limitations in staff or partner capacity, or changes in local dynamics (for example, an increase in crime or the loss of a major employer). ","Briefly describe if there are particular ways Promise Zone's federal support staff could help you over the next quarters. Such assistance could include reaching out to federal partners, researching best practices and funding opportunities, or advising on strategy formation. Federal agencies will suggest additional methods of support.\n"]

{"sheet":"Q4 Update","index":6,"n_rows":10,"n_cols":4,"rows_kept":10,"merged":[[7,0,7,2]]}
["Promise Zone: Annual Priorities Plan and Quarterly Updates"]
["Quarter 4 Update (Jul. 1 - Sep. 30)"]
[]
["Date:"]
["Promise Zone:"]
["Promise Zone Director:"]
[]
["Instructions: At the end of the foruth quarter, each Promise Zone will provide an update on the annual priorities. New priorities cannot be added in the fourth quarter report. The blue section will be pre-populated from the Annual Priorities Plan in the previous quarter. The green sectiion should be completed to give an update on progress made in the final quarter, but also a more cumulative review of progress made in the year and where federal assistance, if any, was provided. "]
["Policy Area","Annual Priority Project","Project Objective- Long Term Desired Outcome","Milestones and Accomplishments in the Last Quarter"]
["Select one or multiple Policy Areas.  These classifications will be used to align projects with TA from various federal agencies.","Describe a suggested 6-12 priorities for the Promise Zone in the next year. Create a new row for each project. Plans and priorities can include particular strategies you hope to focus on, partnerships you wish to form, major meetings or summits you plan to host, and other initiatives. ","Describe the long term desired outcome for this project. What objectives does this project align to from the Promise Zone Plan?","For the final quarterly update, provide a more complete update on the outcomes of the project during the final quarter and year. Include any major milestones or accomplishments during Quarter 4, noting outcomes and numerical results where possible for the quarter and year."]