HomeMy WebLinkAbout2016-020 I RESOLUTION NO. 2016-20
2 RESOLUTION OF THE MAYOR AND COMMON COUNCIL OF THE CITY OF
SAN BERNARDINO AUTHORIZING THE CITY MANAGER TO ENTER INTO A
3 MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF SAN BERNARDINO
4 AND THE COLLECTIVE SIGNATORY AGENCIES, ORGANIZATIONS AND
GOVERNMENTS THAT ARE WORKING TO PREPARE A SUCCESSFUL PROMISE
5 ZONE APPLICATION AND COMPLETE WORK EFFORT UNDER THE PROMISE
ZONE DESIGNATION TO TRANSFORM AN AREA OF EXTREME NEED.
6
7 WHEREAS, On December 18, 2015, U.S. Department of Housing and Urban Development
8 (HUD) Secretary Julian Castro and U.S. Department of Agriculture (USDA) Secretary Tom Vilsack
9 announced that communities may now apply to be designated a Promise Zone under the third and
10 final round competition; and
11 WHEREAS, Promise Zones are high poverty communities where the federal government
12 partners with local leaders to increase economic activity, improve educational opportunities,
13 leverage private investment, reduce violent crime, enhance public health and address other priorities
14 identified by the community; and
15 WHEREAS, through the Promise Zone designation, communities will work directly with
16 federal, state and local agencies to give local leaders proven tools to improve the quality of life in
17 some of the country's most vulnerable areas; and
18 WHEREAS, the collective agencies, organizations and governments involved in the
19 submittal of the 2016 Promise Zone application desire to codify their responsibility to the project
20 through a Memorandum of Understanding (MOU).
21 NOW, THEREFORE, IT IS HEREBY RESOLVED, DETERMINED AND ORDERED
22 BY THE MAYOR AND COMMON COUNCIL OF THE CITY OF SAN BERNARDINO, AS
23 FOLLOWS:
24 Section 1. The Mayor and City Manager are hereby authorized to execute the "2016
25 Promise Zone Application Memorandum of Understanding" (MOU), attached hereto as Exhibit "A"
26 and incorporated herein, and the City Manager, or their designee, is hereby authorized to fulfill the
27 terms of the MOU.
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I Section 2. That the City Manager, or his designee, is authorized to execute and, after review
2 and approval by the City Attorney, submit the appropriate applications, agreements and ancillary
3 documents necessary to implement the "2016 Promise Zone Application Memorandum of
4 Understanding," including agreements and ancillary documents that may become necessary to
5 effectuate this Resolution.
6 Section 3. This Resolution shall take effect upon its adoption and execution in the manner
7 as required by the City Charter.
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I RESOLUTION OF THE MAYOR AND COMMON COUNCIL OF THE CITY OF
SAN BERNARDINO AUTHORIZING THE CITY MANAGER TO ENTER INTO A
2 MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF SAN BERNARDINO
AND THE COLLECTIVE SIGNATORY AGENCIES, ORGANIZATIONS AND
3 GOVERNMENTS THAT ARE WORKING TO PREPARE A SUCCESSFUL PROMISE
ZONE APPLICATION AND COMPLETE WORK EFFORT UNDER THE PROMISE
4 ZONE DESIGNATION TO TRANSFORM AN AREA OF EXTREME NEED.
5
6 I HEREBY CERTIFY that the foregoing Resolution was duly adopted by the Mayor and
7 Common Council of the City of San Bernardino at a joint regular meeting thereof, held on the 16th
8 day of February, 2016, by the following vote to wit:
Council Members: Ayes Nays Abstain Absent
9
MARQUEZ X
10
BARRIOS X
11
VALDIVIA X
12
SHORETT X
13 NICKEL X
14 JOHNSON X
15 MULVIHILL X
16
171 .c9-tst iuy
Georgea Hanna, CMC, City Clerk 0'
18
19 The foregoing Resolution is hereby approved this day of February, 016.
20 ,f
t
21
R. Carey Davis, Mayor
22 City of San/Bernardino
23 Approved as to Form:
24 Gary D. Saenz, City Attorney
25
By:
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Memorandum of Understanding
Relating to the
Promise Zone Initiative for San Bernardino
I. Purpose
The purpose of this Memorandum of Understanding(MOU)is to provide a mutual understanding of the signatory
agencies,organizations and governments that are collectively working to:1)prepare a successful Promise Zone application
in which the County of San Bernardino(County)in partnership with the City of San Bernardino(City)is the lead
applicant with administrative and program management support from National Community Renaissance of California
(CORE);and 2)complete the work effort under the Promise Zone designation to transform an area of extreme need in the
City of San Bernardino into a healthy,sustainable,equitable and thriving place to work,live and play.The positive
transformation of this community and its residents is dependent upon physical transformation of the area,linked to a
comprehensive and coordinated public-private Promise Zone strategy to reduce violent crime,improve education,access
and create jobs,increase economic activity and security,and improve health and wellness.The MOU promotes the
continued collaboration of public and private sector organizations to achieve shared goals and outcomes in the 10-year
Promise Zone designation. Further background on the Obama Administration's Promise Zone Initiative is provided at
http://portal.hud.gov/hu dportal/HUD?src=/program_offices/comm_planning/economicdcvelopment/programs/pz.
II. Agreement and Terms of Understanding
a.The signatories hereby agree to support the implementation of the Promise Zone Plan(Plan)as described herein and in
further detail in the Promise Zone application being submitted to the federal government on February 23,2016.
b.The County of San Bernardino,in partnership with the City of San Bernardino,will serve as Lead Applicant.As Lead
Applicant,the County will execute a Promise Zone designation agreement and be responsible to the Department of
Housing and Urban Development(HUD)for fulfilling the responsibilities of the Promise Zone designation.The Lead
organization will provide certification to other organizations applying for grants and other benefits that,if received,would
help to advance the Plan.
c.National Community Renaissance of California(CORE)will serve as the program administrator/manager and shall act
in representative capacity with participating Federal agencies on behalf of the signatories and assume administrative
responsibility for regular interaction with participating Federal agencies.These responsibilities will include organizing and
coordinating activities pursuant to the proposed Promise Zone strategy.CORE will also assist the County as Lead
Applicant in meeting its responsibilities for tracking outcomes,periodically reporting to the participating federal agencies,
and participating in evaluation activities as requested by federal agencies.
d.The City,Housing Authority of the County of San Bernardino(HACSB),San Bernardino City Unified School District
(SBCUSD),Loma Linda University(Loma Linda),Institute of Public Strategies(IPS),and CORE will serve as
Implementing Partners.Implementing Partner organizations will fulfill specific responsibilities to carry out the day-to-day
work and operations of the Plan as reflected in the application and their individual letters included therein.In addition,as
reflected in the application,various County agencies will play implementing roles as part of the Lead Applicant and
particular City departments will also be intimately involved as the local jurisdiction.
e.The following signatories agree to serve as the Leadership Council for implementation of the Plan.Their participation
will be through the following individuals or their designees or replacements from time to time:
Serving on Leadership Council since October 2014:
• County of San Bernardino(Greg Devereaux,County Executive)
• City of San Bernardino(R.Carey Davis,Mayor,and Mark Scott,City Manager)
• San Bernardino City Unified School District(Dale Marsden,Superintendent)
• Housing Authority of the County of San Bernardino(Daniel Nackerman,Executive Director)
• The Waterman Gardens Partnership of CORE,Hope through Housing(HTH)and The Clancy Company
• (Steve PonTell,CEO of CORE and Patrick Clancy,Principal of The Clancy Company)
• Loma Linda University(Dr.Richard Hart,President)
• California State University,San Bernardino(Tomas Morales,President)
• San Bernardino Valley College(Dr.Gloria Fisher,President)
• Inland Valley Development Agency(Michael Burrows,Acting Executive Director)
• Technical Employment Training(Michael Gallo,President)
• Institute for Public Strategies(Daniel Skiles,Vice President)
Serving on Leadership Council since January 2016:
• Dignity Health,St.Bernardine Medical Center(Darryl VandenBosch,President)
• Neighborhood Housing Services of the Inland Empire(Dawn Lee,Executive Director)
San Bernardino Promise Zone MOU Page 1
In that capacity,they agree to meet regularly to oversee the work being carried out to accomplish the Plan,to share
information,data and perspectives on the changing needs of the Promise Zone and on the efficacy of the Plan and to
work collaboratively each using their best efforts to contribute to the successful implementation of the Plan as it
evolves.
L The Promise Zone Plan and Major Goals.The Plan for San Bernardino focuses on physical revitalization and family
success within a high poverty area of extreme need designated as the San Bernardino Promise Zone(SBPZ).The Plan
calls for residents of the SBPZ to increasingly benefit from education,employment,health&wellness,and other
services and resources as identified in the Plan.Within the SBPZ are two synergistic areas:the Waterman+ Baseline
neighborhood and the Downtown/Central Business District and the process undertaken to revitalize these areas has-
in capable and visionary and strongly locally grounded hands-evolved in collaboration with many others to be a
model for other City neighborhoods.
A community-based planning process has resulted in the Waterman+ Baseline Neighborhood Transformation Plan-a
plan that provides comprehensive,consistent and multi-faceted strategies for revitalization of an outmoded public
housing development and surrounding neighborhood.On face,the plan is a Specific Plan that legally conforms to
California State requirements,provides eligibility to apply for a HUD Choice Neighborhood Implementation grant,
and will implement a land use framework to promote the reuse of vacant and/or underutilized properties for
approximately 710 acres in and around the public housing site,and identify needed transportation and infrastructure
improvements.The neighborhood transformation began in March 2015 with a$22 million initial phase of mixed
income housing spurring the physical transformation and beginning to provide the annual revenue stream that will be
increased as each phase is built ensuring the success and the sustainability of the effort.The physical transformation of
the public housing and immediate surrounding area will consist of:
• Four phases of mixed income housing totaling nearly 400 units made possible by the HACSB/CORE/Clancy
participation in the Rental Assistance Demonstration(RAD)and HACSB's commitment to enhance contract
rent levels significantly;
• Repurposing,to the extent feasible,of adjacent public school buildings into a new K-12 campus with joint-use
sport and recreational facilities,and with the neighborhood catchment area aligned with the focus of the
neighborhood revitalization effort;
• Enlivening of the adjacent shopping area,in a partnership with its owner to first create new activity in its vast
underutilized parking areas and over time to revitalize and expand commercial activity throughout the center;
and
• Redevelopment of key,catalytic parcels along major corridors with significant mixed use facilities creating an
attractive neighborhood to a growing array of households over time.
In the adjacent neighborhoods is a block by block home improvement effort,aided by the focused involvement of the
Neighborhood Transformation Collaborative(NTC)of Central San Bernardino and Build San Bernardino partnership
program-which includes HACSB,CORE,Hope Through Housing(HTH),the local Habitat for Humanity,Inland
Empire Economic Recovery Corporation,Neighborhood Housing Services of the Inland Empire,and Housing Partners
will help stabilize and create a single family residential market. Along the two major corridors,the NTC partners are
developing a roadmap of strategies,including formation of a business improvement district(BID)aimed at
transforming the commercial corridors into safe and successful retail districts,providing opportunities for local
businesses,increasing employment prospects,and bolstering tax revenues.
The redevelopment of the public housing and the revitalization of the surrounding neighborhoods as prescribed by the
Waterman+ Baseline Neighborhood Transformation Plan are an important aspect of the City's larger effort for
revitalizing the adjacent Downtown,where several billion in public transportation and transit funds have been
invested over the past decade and a number of catalytic redevelopment projects are completed or underway,including:
• Construction of the$128 million San Bernardino Transit Center with phase one open in 2015 and phase two
opening in mid-2016. The SB Transit center brings multiple modes of public transit to the Downtown,with an
estimated 8,000 people passing through the Transit Center daily.
• sbX High-Speed Bus Rapid Transit(BRT)System(opened April 2014). sbX,the first high-speed BRT system
outside of Los Angeles in Southern California, directly connects the Downtown along a sixteen mile corridor
with California State University,San Bernardino(17,000 students&faculty)at the north and Loma Linda
University&t Medical Center(8,000 students&faculty)at the south.
• Due to the transit investments,private development and employment is also returning to the Downtown San
Bernardino,the most significant of which is Loma Linda University's$75 million medical facility and education
center known as"Gateway College".
• A master developer is under contract to lead the redevelopment efforts of the outmoded Carousel Mall and
San Bernardino Promise Zone MOU Page 2
Theater Square,totaling 47.5 acres and assuring the sites develop a synergy of uses benefitting the downtown
core,including anticipated urban housing units for sale.
• As the county seat,downtown San Bernardino is home to numerous local,state and federal government offices,
including: City Hall,the County Government Center,the 14-story state office building,and the new$350
million,12-story state courthouse which opened in 2015.
• Immediately adjacent to the Downtown core are three new elementary schools to serve downtown residents,a
5,000 seat baseball stadium that is home to the Los Angeles Angels minor league affiliate,and the 45-acre
Seccombe Lake Park. Within a five-mile radius of downtown over 10,000 jobs have been added within last eight
years,attracting employers such as Amazon,Hewlett-Packard,Michelin,Kohl's,Pep Boys,Mattel,and Stater
Bros.Markets. Approximately two miles east of downtown is the San Bernardino International Airport with its
150,000 sf passenger terminal,international customs facility,executive/corporate air terminal,general aviation
hanger space,and commercial aircraft maintenance and repair facilities.
With a strong public sector employment base,high transit ridership rates,future housing opportunities,and the
Downtown's ethnically and culturally diverse population engaged,Downtown San Bernardino is poised to experience
a renaissance in the coming years and needs the resources and technical assistance of the Federal government to
accelerate efforts underway.
The Promise Zone Plan goes beyond the typical physical revitalization process in an effort to guide the SBPZ in a
direction that improves the quality of life for existing and future residents.The transformation of families'prospects for
success will be grounded in a place-based approach to supporting families and connecting them to critical
resources already begun by HTH.There is a strong series of best practice job readiness,job training and job placement
programs run and funded by the County—the Lead Applicant and substantial job opportunities and job growth,
especially in the logistics and distribution sector and the health care sector.HTH will increasingly invest its family
support resources to ensure more and more families in the SBPZ are connected to those programs and those jobs and
are supported over time as they make what for many will be a first transition to employment.The reform leadership of
the SBCUSD is making progress in improving graduation rates and test scores and designing collaborations with local
universities and employers to assure all students develop the knowledge,skills and proficiencies for success and have
the opportunity to fully utilize them.HTH will work with SBCUSD and the County to expand early learning,after
school and out of school programming and will provide support to parents'engagement in their children's education to
assure we move the needle even more rapidly in the SBPZ.In addition,the full engagement of key actors in the health
system and in public safety will assure an increasingly healthy neighborhood on those metrics.
The RAD-based housing effort will,as it is implemented,create annual revenue that will reach one-half million dollars
to support the place-based strategies of HTH and provide the critical resources for the infrastructure of coordination
of the Promise Zone effort.A key result of the Promise Zone designation will be the ability to compete effectively for a
Choice Neighborhood award,a second Byrne criminal justice innovation grant and other federal programs which will
provide resources for the critical expansion of the mixed income neighborhood build out,strengthening of the adjacent
home ownership area,as well as provide capital for elements of the community facilities critical to a sustainable
neighborhood.
g.With an intersection of need and opportunity in the targeted area—the signatories commit to serve Promise Zone
residents through the alignment of offered and delivered services focused on achieving the six goals detailed in the Plan
and summarized in Attachment A to this MOU. The Promise Zone partners agree to share client and program data
gathered to evaluate strategies and make continuous improvements in order to expand successful evidence-based
practices to communities throughout the City of San Bernardino and to have a broader city-wide collective impact.On
that basis,they agree to use their best efforts to collaborate on its implementation. They further agree to work
together to insure:
• Continuing clear delineation of accountabilities for implementation of the Plan;
• Continued agreements to share information and data on Plan implementation;and
• Mutual accountability to modify implementation activities based upon outcomes measures mutually derived.
The signatories agree that our collaborative and collective approach to this effort is critical to the success the Promise
Zone Plan and reference and acknowledge,"Channeling Change:Making Collective Impact Work"written by Fay
Hanleybrown,John Kania,&Mark Kramer for Stanford Social Innovation Review,2012.
h. If this Plan is selected for Promise Zone designation,the signatories agree to develop and execute a more detailed
Final Memorandum of Understanding governing the implementation of the Plan and in particular defining specifics
with respect to accountability,data sharing and continued Plan implementation improvement.If this Plan is not
selected for Promise Zone designation,the signatories agree to meet,discuss and conclude how to proceed with the
San Bernardino Promise Zone MOU Page 3
effort to achieve the goals of the Promise Zone Plan.
i.This Preliminary MOU is effective the 23rd day of February,2016 and shall continue until modified pursuant to the
preceding paragraph(Section Il.h).
j. Signatories hereto agree to sign this MOU in counterparts and return to CORE with signature affixed thereto;in-lieu
signatories hereto agree to transmit their electronic signature and authorize CORE to affix to MOU for application
submittal.
Leadership Council Implementing Partners:
Greg Devereaux,CEO Mark Scott,City Manager
County of San Bernardino City of San Bernardino
Steve PonTell,President &CEO Daniel Nackerman,Executive Director
National Community Renaissance of California Housing Authority of the County of San Bernardino
Hope Through Housing Foundation
Dr.Richard Hart,President Dale Marsden,Superintendent
Loma Linda University San Bernardino City Unified School District
Daniel Skiles,Vice President
Institute for Public Strategies
Additional Leadership Council Si atorieS.
/C� �L
Mayor R.Carey Da ' Patrick Clancy,Principal
City of San Bernar 'no The Clancy Company
Dr.Tomas Morales,President Dr.Gloria Fisher,President
California State University,San Bernardino San Bernardino Valley College
Michael Burrows,Acting Executive Director Michael Gallo,President
Inland Valley Development Agency Technical Education Training
Dawn Lee,Executive Director Darryl VandenBosch,President
Neighborhood Housing Services of the Dignity Health,St.Bernardine Medical Center
Inland Empire
San Bernardino Promise Zone MOU Page 4
Attachment A
San Bernardino Promise Zone Plan Goals
Each of the signatories to this MOU is committed to implementing the San Bernardino Promise Zone(SBPZ)Plan to
revitalize an area of extreme need in the City of San Bernardino by partnering to achieve the following goals:
Goal l—Reduce Violent Crime. Enhance safety,and reduce violent crime in the SBPZ through a coordinated approach of
prevention,intervention,and suppression strategies that address the issues leading to crime.
o Subgoal 11 Reduce all forms of violent crime in the SBPZ through"hot-spot"policing and implementation of evidence
based violence prevention strategies through the creation of a Crime Intervention and Prevention Partnership(CIPP);
o Subgoal 12 Reduce crime,drug activity,and gang activity in multifamily rental properties in the SBPZ through
expansion of the City's successful crime free multifamily housing program.
o Subgoal 13:Enhance and support the Institute for Public Strategies Byrne Grant activities including community
engagement and Deemed Approved Ordinance drug and substance/alcohol abuse prevention strategies/activities.
Goal 2- Improve Educational Opportunities.PK-12 students in the SBPZ will develop 21st century skill to ensure graduation
and higher education preparedness that support a pathway to careers;while receiving support to overcome barriers to
success in their communities.
o Subgoal 21 Increase early child development opportunities for low-income 0-5 children to enhance social competence
and school readiness.
o Subgoal 22 Increase parent involvement in schools by providing educational resources and enhance community
partnerships to strengthen student capacity.
o Subgoal 23:Students in the zone will complete a rigorous secondary school program and obtain a secondary diploma
leaving them prepared for postsecondary education and qualified as technical workers across a variety of STEAM focused
sectors.
Goal 3-Transform the Neighborhood.Create a new,mixed income,service-enriched community that is high quality,attractive
and affordable.
o Subgoal 31 Transform the 38-acre Waterman Gardens public housing site and adjacent neighborhood into a privately-
owned and managed 400+home,mixed-income community.
o Subgoal 3.2: Preserve existing and create new opportunities for home ownership.
o Subgoal 3.3: Create a service-enriched environment with a broad array of resources to support children and families
within Inner SBPZ.
Goal 4—Access and Create Jobs.Increase access of Inner SBPZ residents to an array of best practice job readiness and training
programs offered and funded by the County/City and substantial jobs in the growing sectors of healthcare,and
transportation,distribution and logistics.
o Subgoal 41 Afford access to effective skill-based adult education programs for adult education to prepare a workforce
aligned with in alignment with local employers'needs,specifically targeting parents of children in Inner SBPZ schools.
o Subgoal 4.2:Seek partnerships and garner commitments from local businesses within the outer SBPZ for hiring newly
qualified,eligible employees who are residents of the inner SBPZ and that have completed an educational,skill-based
training program.
Goal 5—Increase Economic Activity.A holistic,community driven neighborhood economic development strategy that fosters
opportunity and vitality through identification and attraction of new capital resources with sufficient depth and
leveraging investment to help catalyze economic revitalization,support neighborhood business growth,and enhance
commercial areas while building on the character and composition of the neighborhood.
o Subgoal 51 Drive neighborhood business growth and investment.
o Subgoal 5.2: Foster neighborhood vitality and create a vibrant sense of place.
o Subgoal 53: Build local capacity and align/coordinate resources to support neighborhood economic development.
Goal 6—Improve Health Outcomes.Align with the ACA's Strategic Goals 1&3 to connect families living in the SBPZ with
sufficient health insurance coverage and empower the community to advance their own health,safety and well-being
through prevention and wellness programs.
o Subgoal 6.1:Increase access to quality physical and mental health services.
o Subgoal 6.2:Reduce preventable chronic health problems and financial burdens associated with disease through evidence-
based community disease prevention programs including:health education,healthy food access,and designated healthy
spaces.
San Bernardino Promise Zone MOU Page 5
2016-20
Memorandum of Understanding
Relating to the
Promise Zone Initiative for San Bernardino
I. Purpose
The purpose of this Memorandum of Understanding(MOU)is to provide a mutual understanding of the signatory
agencies,organizations and governments that are collectively working to:1)prepare a successful Promise Zone application
in which the County of San Bernardino(County)in partnership with the City of San Bernardino(City)is the lead
applicant with administrative and program management support from National Community Renaissance of California
(CORE);and 2)complete the work effort under the Promise Zone designation to transform an area of extreme need in the
City of San Bernardino into a healthy,sustainable,equitable and thriving place to work,live and play.The positive
transformation of this community and its residents is dependent upon physical transformation of the area,linked to a
comprehensive and coordinated public-private Promise Zone strategy to reduce violent crime,improve education,access
and create jobs,increase economic activity and security,and improve health and wellness.The MOU promotes the
continued collaboration of public and private sector organizations to achieve shared goals and outcomes in the 10-year
Promise Zone designation. Further background on the Obama Administration's Promise Zone Initiative is provided at
http://portal.hud.gov/hudportal/HUD?src=/program_offices/comm_planning/economicdevelopment/programs/pz.
II. Agreement and Terms of Understanding
a.The signatories hereby agree to support the implementation of the Promise Zone Plan(Plan)as described herein and in
further detail in the Promise Zone application being submitted to the federal government on February 23,2016.
b.The County of San Bernardino,in partnership with the City of San Bernardino,will serve as Lead Applicant.As Lead
Applicant,the County will execute a Promise Zone designation agreement and be responsible to the Department of
Housing and Urban Development(HUD)for fulfilling the responsibilities of the Promise Zone designation.The Lead
organization will provide certification to other organizations applying for grants and other benefits that,if received,would
help to advance the Plan.
c.National Community Renaissance of California(CORE)will serve as the program administrator/manager and shall act
in representative capacity with participating Federal agencies on behalf of the signatories and assume administrative
responsibility for regular interaction with participating Federal agencies.These responsibilities will include organizing and
coordinating activities pursuant to the proposed Promise Zone strategy.CORE will also assist the County as Lead
Applicant in meeting its responsibilities for tracking outcomes,periodically reporting to the participating federal agencies,
and participating in evaluation activities as requested by federal agencies.
d.The City,Housing Authority of the County of San Bernardino(HACSB),San Bernardino City Unified School District
(SBCUSD),Loma Linda University(Loma Linda),Institute of Public Strategies(IPS),and CORE will serve as
Implementing Partners.Implementing Partner organizations will fulfill specific responsibilities to carry out the day-to-day
work and operations of the Plan as reflected in the application and their individual letters included therein.In addition,as
reflected in the application,various County agencies will play implementing roles as part of the Lead Applicant and
particular City departments will also be intimately involved as the local jurisdiction.
e.The following signatories agree to serve as the Leadership Council for implementation of the Plan.Their participation
will be through the following individuals or their designees or replacements from time to time:
Serving on Leadership Council since October 2014:
• County of San Bernardino(Greg Devereaux,County Executive)
• City of San Bernardino(Carey Davis,Mayor,and Mark Scott,City Manager)
• San Bernardino City Unified School District(Dale Marsden,Superintendent)
• Housing Authority of the County of San Bernardino(Daniel Nackerman,Executive Director)
• The Waterman Gardens Partnership of CORE,Hope through Housing(HTH)and The Clancy Company
(Steve PonTell,CEO of CORE and Patrick Clancy,Principal of The Clancy Company)
• Loma Linda University(Dr.Richard Hart,President)
• California State University,San Bernardino(Tomas Morales,President)
• San Bernardino Valley College(Dr.Gloria Fisher,President)
• Inland Valley Development Agency(Michael Burrows,Acting Executive Director)
• Technical Employment Training(Michael Gallo,President)
• Institute for Public Strategies(Daniel Skiles,Vice President)
Serving on Leadership Council since January 2016:
• Dignity Health,St.Bernardine Medical Center(Darryl VandenBosch,President)
• Neighborhood Housing Services of the Inland Empire(Dawn Lee,Executive Director)
San Bernardino Promise Zone MOU Page 1
2016-20
In that capacity,they agree to meet regularly to oversee the work being carried out to accomplish the Plan,to share
information,data and perspectives on the changing needs of the Promise Zone and on the efficacy of the Plan and to
work collaboratively each using their best efforts to contribute to the successful implementation of the Plan as it
evolves.
f.The Promise Zone Plan and Major Goals.The Plan for San Bernardino focuses on physical revitalization and family
success within a high poverty area of extreme need designated as the San Bernardino Promise Zone(SBPZ).The Plan
calls for residents of the SBPZ to increasingly benefit from education,employment,health&r wellness,and other
services and resources as identified in the Plan.Within the SBPZ are two synergistic areas:the Waterman+Baseline
neighborhood and the Downtown/Central Business District and the process undertaken to revitalize these areas has-
in capable and visionary and strongly locally grounded hands-evolved in collaboration with many others to be a
model for other City neighborhoods.
A community-based planning process has resulted in the Waterman+Baseline Neighborhood Transformation Plan-a
plan that provides comprehensive,consistent and multi-faceted strategies for revitalization of an outmoded public
housing development and surrounding neighborhood.On face,the plan is a Specific Plan that legally conforms to
California State requirements,provides eligibility to apply for a HUD Choice Neighborhood Implementation grant,
and will implement a land use framework to promote the reuse of vacant and/or underutilized properties for
approximately 710 acres in and around the public housing site,and identify needed transportation and infrastructure
improvements.The neighborhood transformation began in March 2015 with a$22 million initial phase of mixed
income housing spurring the physical transformation and beginning to provide the annual revenue stream that will be
increased as each phase is built ensuring the success and the sustainability of the effort.The physical transformation of
the public housing and immediate surrounding area will consist of:
• Four phases of mixed income housing totaling nearly 400 units made possible by the HACSB/CORE/Clancy
participation in the Rental Assistance Demonstration(RAD)and HACSB's commitment to enhance contract
rent levels significantly;
• Repurposing,to the extent feasible,of adjacent public school buildings into a new K-12 campus with joint-use
sport and recreational facilities,and with the neighborhood catchment area aligned with the focus of the
neighborhood revitalization effort;
• Enlivening of the adjacent shopping area,in a partnership with its owner to first create new activity in its vast
underutilized parking areas and over time to revitalize and expand commercial activity throughout the center;
and
• Redevelopment of key,catalytic parcels along major corridors with significant mixed use facilities creating an
attractive neighborhood to a growing array of households over time.
In the adjacent neighborhoods is a block by block home improvement effort,aided by the focused involvement of the
Neighborhood Transformation Collaborative(NTC)of Central San Bernardino and Build San Bernardino partnership
program—which includes HACSB,CORE,Hope Through Housing(HTH),the local Habitat for Humanity,Inland
Empire Economic Recovery Corporation,Neighborhood Housing Services of the Inland Empire,and Housing Partners
- will help stabilize and create a single family residential market. Along the two major corridors,the NTC partners are
developing a roadmap of strategies,including formation of a business improvement district(BID)aimed at
transforming the commercial corridors into safe and successful retail districts,providing opportunities for local
businesses,increasing employment prospects,and bolstering tax revenues.
The redevelopment of the public housing and the revitalization of the surrounding neighborhoods as prescribed by the
Waterman+Baseline Neighborhood Transformation Plan are an important aspect of the City's larger effort for
revitalizing the adjacent Downtown,where several billion in public transportation and transit funds have been
invested over the past decade and a number of catalytic redevelopment projects are completed or underway,including:
• Construction of the$128 million San Bernardino Transit Center with phase one open in 2015 and phase two
opening in mid-2016. The SB Transit center brings multiple modes of public transit to the Downtown,with an
estimated 8,000 people passing through the Transit Center daily.
• sbX High-Speed Bus Rapid Transit(BRT)System(opened April 2014). sbX,the first high-speed BRT system
outside of Los Angeles in Southern California, directly connects the Downtown along a sixteen mile corridor
with California State University,San Bernardino(17,000 students&r faculty)at the north and Loma Linda
University&t Medical Center(8,000 students&z faculty)at the south.
• Due to the transit investments,private development and employment is also returning to the Downtown San
Bernardino,the most significant of which is Loma Linda University's$75 million medical facility and education
center known as"Gateway College".
San Bernardino Promise Zone MOU Page 2
2016-20
• A master developer is under contract to lead the redevelopment efforts of the outmoded Carousel Mall and
Theater Square,totaling 47.5 acres and assuring the sites develop a synergy of uses benefitting the downtown
core,including anticipated urban housing units for sale.
• As the county seat,downtown San Bernardino is home to numerous local,state and federal government offices,
including: City Hall,the County Government Center,the 14-story state office building,and the new$350
million,12-story state courthouse which opened in 2015.
• Immediately adjacent to the Downtown core are three new elementary schools to serve downtown residents,a
5,000 seat baseball stadium that is home to the Los Angeles Angels minor league affiliate,and the 45-acre
Seccombe Lake Park. Within a five-mile radius of downtown over 10,000 jobs have been added within last eight
years,attracting employers such as Amazon,Hewlett-Packard,Michelin,Kohl's,Pep Boys,Mattel,and Stater
Bros.Markets. Approximately two miles east of downtown is the San Bernardino International Airport with its
150,000 sf passenger terminal,international customs facility,executive/corporate air terminal,general aviation
hanger space,and commercial aircraft maintenance and repair facilities.
With a strong public sector employment base,high transit ridership rates,future housing opportunities,and the
Downtown's ethnically and culturally diverse population engaged,Downtown San Bernardino is poised to experience
a renaissance in the coming years and needs the resources and technical assistance of the Federal government to
accelerate efforts underway.
The Promise Zone Plan goes beyond the typical physical revitalization process in an effort to guide the SBPZ in a
direction that improves the quality of life for existing and future residents.The transformation of families'prospects
for success will be grounded in a place-based approach to supporting families and connecting them to critical
resources already begun by HTH.There is a strong series of best practice job readiness,job training and job placement
programs run and funded by the County—the Lead Applicant-and substantial job opportunities and job growth,
especially in the logistics and distribution sector and the health care sector.HTH will increasingly invest its family
support resources to ensure more and more families in the SBPZ are connected to those programs and those jobs and
are supported over time as they make what for many will be a first transition to employment.The reform leadership of
the SBCUSD is making progress in improving graduation rates and test scores and designing collaborations with local
universities and employers to assure all students develop the knowledge,skills and proficiencies for success and have
the opportunity to fully utilize them.HTH will work with SBCUSD and the County to expand early learning,after
school and out of school programming and will provide support to parents'engagement in their children's education to
assure we move the needle even more rapidly in the SBPZ.In addition,the full engagement of key actors in the health
system and in public safety will assure an increasingly healthy neighborhood on those metrics.
The RAD-based housing effort will,as it is implemented,create annual revenue that will reach one-half million dollars
to support the place-based strategies of HTH and provide the critical resources for the infrastructure of coordination
of the Promise Zone effort.A key result of the Promise Zone designation will be the ability to compete effectively for a
Choice Neighborhood award,a second Byrne criminal justice innovation grant and other federal programs which will
provide resources for the critical expansion of the mixed income neighborhood build out,strengthening of the adjacent
home ownership area,as well as provide capital for elements of the community facilities critical to a sustainable
neighborhood.
g.With an intersection of need and opportunity in the targeted area—the signatories commit to serve Promise Zone
residents through the alignment of offered and delivered services focused on achieving the six goals detailed in the Plan
and summarized in Attachment A to this MOU. The Promise Zone partners agree to share client and program data
gathered to evaluate strategies and make continuous improvements in order to expand successful evidence-based
practices to communities throughout the City of San Bernardino and to have a broader city-wide collective impact.On
that basis,they agree to use their best efforts to collaborate on its implementation. They further agree to work
together to insure:
• Continuing clear delineation of accountabilities for implementation of the Plan;
• Continued agreements to share information and data on Plan implementation;and
• Mutual accountability to modify implementation activities based upon outcomes measures mutually derived.
The signatories agree that our collaborative and collective approach to this effort is critical to the success the Promise
Zone Plan and reference and acknowledge,"Channeling Change:Making Collective Impact Work"written by Fay
Hanleybrown,John Kania,&z Mark Kramer for Stanford Social Innovation Review,2012.
h.If this Plan is selected for Promise Zone designation,the signatories agree to develop and execute a more detailed
Final Memorandum of Understanding governing the implementation of the Plan and in particular defining specifics
San Bernardino Promise Zone MOU Page 3
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with respect to accountability,data sharing and continued Plan implementation improvement.If this Plan is not
selected for Promise Zone designation,the signatories agree to meet,discuss and conclude how to proceed with the
effort to achieve the goals of the Promise Zone Plan.
i.This Preliminary MOU is effective the 23rd day of February,2016 and shall continue until modified pursuant to the
preceding paragraph(Section ILh).
j.Signatories hereto agree to sign this MOU in counterparts and return to CORE with signature affixed thereto;in-lieu
signatories hereto agree to transmit their electronic signature and authorize CORE to affix to MOU for application
submittal.
Leadership Council Implementing Partners: �►
Gb*pDe ,CEO Mark Scott,City Manager
County of San Bernardino City of San Ber ardin
StevV Tell.President &r CEO Daniel Nackerman,Ex cutive Director
Narodil Community Renaissance of California Housing Authority of the County of San Bernardino
Hope Through Housing Foundation
Dr.Richard Hart,President Dale . larsden,Superintendent
Loin nda Universi San Bernardino City Unified School District
Daniel Skiles,Vice President
Institute for Public Strategies
Additional Leadership Council natories:
Mayor R.Carey Dav)fi Patrick Clancy,Principal
City of San Berna9fino The Clancy Company
Dr.Tomas Morales,President Steven j Sutorus,Business Manager
California State University,San Bernardino San Bernardino Valley College
Michael Burr s,Acting Executive Director
Inland Valley Development Agency AMichael Fo der a CEO
loyment (Training,Inc.
Dawn Lee,Executive Director Darryl VandenBosch,President
Neighborhood Housing Services of the Dignity Health,St.Bernardine Medical Center
Inland Empire
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Attachment A
San Bernardino Promise Zone Plan Goals
Each of the signatories to this MOU is committed to implementing the San Bernardino Promise Zone(SBPZ)Plan to revitalize an
area of extreme need in the City of San Bernardino by partnering to achieve the following goals:
Goal 1—REDUCE VIOLENT CRIME. Improve safety,reduce violent crime,and transform perceptions of the SBPZ through an aligned
set of prevention,intervention,and suppression strategies to address the underlying factors leading to crime.
• Subgoal 1.I:Reduce all forms of violent crime in the SBPZ through"hot-spot"policing and implementation of evidence-based
violence prevention strategies,including bicycle patrols,youth offender and parolee programs,and by locating a substation in
the SBPZ.
• Subgoal 1.2:Reduce crime,drug activity,and gang activity in multifamily rental properties in the SBPZ through expansion of
the City's crime free multifamily housing program,utilizing place-based and CPTED strategies recommended by the BCJI
Program.
• Subgoal 13:Target problematic businesses in hot spot areas,implementing BCJI interventions,including acquisition of vacant
properties,street clean ups,facade projects,business owner empowerment,and enforcement of the deemed approved ordinance.
Goal 2-IMPROVE EDUCATIONAL OPPORTUNITIES.PK-12 students in the SBPZ will develop 21st century skills to ensure graduation
and higher education preparedness that support a pathway to careers while receiving support to overcome barriers to
success in their communities.
• Subgoal 2.1:Increase early child 0-5 development opportunities by expanding Head Start and state pre-schools,providing pre-
kindergarten services,and delivering parenting and family asset building courses to enhance social competence and school
readiness.
• Subgoal 2.2:Enhance college and career pathways by delivering STEAM out of school programming,access to applied learning
experiences through collaborative community partnerships and parent engagement opportunities.
• Subgoal 23:Students will complete a secondary school program and obtain a secondary diploma leaving them prepared for
post-secondary education and qualified as technical workers across a variety of STEAM focused sectors.
Goal 3—ACCESS AND CREATE Joss.Implement job readiness and training programs to prepare SBPZ residents for jobs in the
growing sectors of healthcare,distribution,and logistics.Provide skill-based education to SBPZ residents to reduce the
20.20/6 unemployment rate.
• Subgoal 3.1:Provide SBPZ residents with access to effective skills-based/technical education programs,on-the-job training,and
job-placement services to promote economic mobility and establish a workforce aligned with local employers'needs.
• Subgoal 3.2:Seek partnerships and garner commitments from local businesses to hire newly qualified,eligible employees living
within the SBPZ that have completed educational and skill-based training programs.
GOAL 4-INCREASE ECONOMIC ACTIVITY.Foster opportunity and vitality through attraction of new capital resources to catalyze
economic revitalization,support neighborhood business growth,and enhance commercial areas while building on the
character and composition of the neighborhood.
• Subgoal 4.1:Revitalize the Downtown and commercial corridors within the SBPZ to retain existing businesses while
establishing new opportunities for job-generating uses mixed with workforce housing. Subgoal 5.2: Foster neighborhood
vitality and create a vibrant sense of place.
• Subgoal 4.2:Attract financial resources and investment to build local business capacity,encourage small start-up businesses,
and spur economic development that aligns with SBPZ workforce development strategies to increase the number of high-paying
jobs for qualified SBPZ residents.
Goal 5-IMPROVE HOUSING OPPORTUNITIES.Construct new,high quality affordable and workforce housing in identified
opportunity areas,facilitate home ownership,and invest in existing housing stock to preserve and improve existing
neighborhoods.
• Subgoal 5.1: Transform the 38-acre Waterman Gardens public housing site into a privately-owned and managed 400+home
mixed-income,service enriched community and leverage this effort to revitalize the surrounding neighborhood.
• Subgoal 5.2: Preserve existing and create new opportunities for home ownership by collaborating with landowners and
residents to improve neighborhood appearance and housing quality and assist existing and new homeowners in meeting
physical and financial challenges.
• Subgoal 53:Reduce new episodes of homelessness and return entries by increasing permanent supportive units,building a
unified system of continuous care to link housing and services and coordinate access,and expanding services for special needs.
Goal 6—IMPROVE HEALTH OUTCOMES.Align with the ACA's Strategic Goals I Est 3 to connect families living in the SBPZ with
sufficient health insurance coverage and empower the community to advance their own health,safety and well-being
through prevention and wellness programs.
• Subgoal 61 Increase access to quality physical and mental health services by mapping existing healthcare and insurance
options for families,launching a Promotores program,and building and operating a federally qualified health clinic in the SBPZ.
• Subgoal 6.2:Reduce preventable chronic health problems and financial burdens associated with disease through evidence-based
community disease prevention programs including health education,healthy food access,and well-designed healthy spaces.
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