QUARTERLY REPORT 4Th Quarter – Fiscal Year 2020

QUARTERLY REPORT 4th Quarter – Fiscal year 2020

Timeframe Fourth Quarter of Fiscal Year 2020, April – June 2020

Link to reports: https://planning.baltimorecity.gov/pimlico-local-impact-aid-spending-plans-and-reports ATTACHMENT A Pimlico Local Impact Aid Quarterly Report – 4th Quarter FY20

Table of Contents Page FY13/14 FY15 FY16 FY17 FY18 FY19 FY20 Park Heights Master Plan Area Major Redevelopment Area 1-2 X X X X X X X Blight Elimination 3 X Park Heights Avenue Corridor Revitalization 4-5 X X INSPIRE Development Incentives 6-7 X X Study & Design/Construction - Library 8 X X X Human Development Programs - FY15-18 9 X X X X Human Services – FY19-20 10-18 X X Park Heights Renaissance 19-27 X X X X X X X Public Safety - Safe Streets 28-29 X X CC Jackson Rec Center - Park Expansion 30 X X Langston House Center - Operating Expenses 31 X X Park Heights Community-based projects 32-42 X X 1 Mile Radius Area Northwest Community Planning Forum Strategic Neighborhood Action Plan Mt Washington Community Projects 43-45 X Northwest Park improvements 46 X X X X Pimlico Safety Academy field improvements 47-48 X X X Recreation programming – Fallstaff (HNI) 49 X X Northern Parkway Street Cleaning 50 Northern Parkway median beautification 51 X X X X X Community Initiatives managed by HNI 52-62 X X X X X X X Liberty-Wabash Area Public Safety – CitiWatch cameras 63 X Dolfield Sidewalks (Walking Path) 64 X Community Initiatives managed by HNI 65-73 X X X X X X X Coldspring Newtown Mercantile Building Redevelopment 74 X X X X List of Completed Projects INSPIRE Community Project (Fordney Lane) 75-76 Park Heights Street and Alley Cleaning 77-78 Coldspring Community Initiatives - HNI 79-80 Dolfield Sidewalks 81-82 Liberty Wabash - Vacant Housing Initiative 83 Pocket Park feasibility - Cheswolde 84 Job Training Scholarships (Park Heights) 85 Traffic study of NWCPF SNAP area 86 Crosswalks and Traffic Calming 87-88 Dolfield Commercial Area (Public Realm) 89-90 Dolfield/Cold Spring Façade Improvement 91-92 Luckman Park 93-94 Enhanced Public Facilities - CC Jackson Rec 95 Planters in Western Run Park 96 Jones Falls Trail amenities 97 Ornamental Fencing (Coldspring Newtown) 98-99

Project Name: Major Redevelopment Area Pre-Development Activities

Project Description: Acquire properties in the Major Redevelopment Area, relocate existing residents, and demolish the existing structures. In FY20, funding is available for the MRA infrastructure and pre-development. Contact: Kate Edwards Title: Assistant Commissioner for Land Transactions and Management Agency/Department: Housing and Community Development Telephone: 410-396-4664 Email: [email protected]

Progress 3rd quarter: Jan – March 2020 Accomplishments: Final parcel of land has been approved through BOE, for CHAI/PHR development project located at 4701 Park Heights Avenue known as Woodland Gardens II. DHCD and CHAI are working to move forward toward settlement.

Renaissance Row, located at 4301 Park Heights Avenue has finalized their contract with DHCD, and resolved issues with sewer capacity and permitting. As such the City is taking the project through BOE for Q4, and has allocated the agreed upon $1M from the DHCD PCDA budget for their project.

NHP and DHCD are working toward finalizing contract for the 17.3 acres of the MRA.

Progress 4th quarter: April - June 2020 Accomplishments: This Quarter, DHCD prepared for the settlement of Renaissance Row, an 84 unit affordable housing project. The FY19 slots funding allocation is assisting with the funding and development of this project. DHCD also continued final acquisition of properties on Woodland and Virginia Avenues, as well as the relocation which has no begun in preparation of demolition. The City has also worked with Park Heights Renaissance through an agreement, funded by slots funding, to maintain and mow the areas called "parcel B and C" of the awarded MRA footprint.

Next steps (specific actions planned): Complete relocation.

Financial Summary Local Impact Aid (LIA):  FY 2012 $ 454,000  FY 2013-14 $ 3,505,000  FY 2015 $ 1,948,7501  FY 2016 $ 1,636,250  FY 2017 $ 2,500,000

1 Funds were reduced by $375,000 in March 2015 in response to revenue reductions. 1

 FY 2018 $ 3,436,050  FY 2019 $ 1,000,000 (MRA or other major projects)  FY 2020 $ 1,602,000 (MRA Infrastructure and pre-development) Other funding sources  State $ 2,100,000 Total Project Cost: $11,521,453.51 ($16,082,050 in VLT funds) Total LIA Expended to date: 9,737,027.68 Balance remaining: $1,003.720.31

Supplemental information (pictures, etc.):

Map of redevelopment of 17.3 acres in the Major Redevelopment Area.

Project Name: Blight Elimination

Project Description: Eliminate blight through demolition or renovation in the area of Rosewood Avenue and Pimlico Road (in the vicinity of Renaissance Gardens) and generally near but outside of the Major Redevelopment Area

Contact: Kate Edwards Title: Assistant Commissioner for Land Transactions and Management Agency/Department: Housing and Community Development Telephone: 410-396-4664 Email: [email protected]

Progress 3rd quarter: April – June 2020 Accomplishments: Funding used for demolition and renovation.

Projected Timeframe:

Next steps (specific actions planned): Finding responsible homeowners.

Financial Summary Local Impact Aid (LIA):  FY 2013-14 $ 1,000,000 Other funding sources  Philanthropic, etc. Total Project Cost: $ 1,000,000 Total LIA Expended to date: $ included with Major Redevelopment Area expenditures Balance remaining: $ included with Major Redevelopment Area expenditures

Supplemental information (pictures, etc.):

Project Name: Corridor Revitalization (Park Heights Avenue)

Project Description: The corridor revitalization initiative focuses on the gateway to the neighborhood along Park Heights Avenue from Park Circle to Springhill Avenue. Funds will be used for a combination of revitalization strategies including development incentives, strategic demolition, façade improvements for existing homeowners, and greening.

Contact: Kate Edwards Title: Assistant Commissioner for Land Transactions and Management Agency/Department: Housing and Community Development Telephone: 410-396-4664 Email: [email protected]

Progress 3rd quarter: Jan – March 2020 Accomplishments: See previous update.

Progress 4th quarter: April - June 2020 Accomplishments: As part of the corridor greening, $38,373 is being made available to PHR to cleanup 2 parcels (B&C) of the 17 acre Major Redevelopment Area on Park Heights Avenue. DPW is cleaning Parcel A.

For corridor greening, HCD has been working in partnership with the Dept. of Planning and Civic Works and recently completed Oakford Park (Parque Oakford). There is a diverse population on the Oakford Ave. block, including a cohort of Spanish speaking families, and the sign was designed accordingly with a description in English and Spanish.

Under the FY21 spending plan, total funding was reduced by $1.6M.

Projected Timeframe: On-going.

Next steps (specific actions planned): HCD is working with Park Heights Renaissance on a targeted strategy.

Financial Summary Local Impact Aid (LIA):  FY 2018 $ 2,250,000  FY 2019 $ 250,000 (Homeownership Incentives)  FY 2021 ($1.6 million reallocated for construction of CC Jackson and Youth Programming); new total is $900,000 Total Project Cost: $ 900,000 Total LIA Expended to date: $ Balance remaining: $

Supplemental information (pictures, etc.):

New Pocket Park Transforms Vacant Lots on Oakford Ave. Oakford Park, also known as “Parque Oakford”, opened in Park Heights this Spring. This new green space was inspired by the diverse residents of Oakford Avenue located between Pimlico Road and Park Heights Avenue. After many conversations with local residents, the Department of Planning collaborated with Planning's Baltimore Green Network, the Department of Housing and Community Development and Civic Works to transform vacant lots into a local park. The improvements include a marked pathway, benches, a dog waste station, and a new community sign.

Project Name: INSPIRE Development Incentives (Pimlico and Arlington)

Project Description: Development incentives and homeowner repairs to help stabilize the area around Pimlico and Arlington schools to promote new investment. This investment supports the INSPIRE planning efforts around the schools and aligns with the construction of the new 21st Century schools.

Contact: Kate Edwards Title: Assistant Commissioner for Land Transactions and Management Agency/Department: Housing and Community Development Telephone: 410-396-4664 Email: [email protected]

Progress 3rd quarter: Jan – March 2020 Accomplishments: Applications for development incentives were received and are undergoing final review before award.

Link to application for development incentives around Pimlico and Arlington: https://dhcd.baltimorecity.gov/nd/city-grant-and-funding-opportunities

Progress 4th quarter: April - June 2020 Accomplishments: HCD has awarded 6 INSPIRE grants for the Pimlico INSPIRE footprint, for a total of $300,000 of the $500,000 budget and 4 awards in the Arlington INSPIRE footprint for $250,000 of the $500,000 budget. Applicants include both non-profit and for profit entities, looking to rehab vacant homes for homeownership in those areas.

All homeowner incentives have been expended at Arlington and repairs completed (roofs, HVAC, etc.). HCD and Planning are working with the Cylburn Action Association and the leaders are assisting with additional applicants around Pimlico EMS.

Projected Timeframe: Next steps (specific actions planned): Grant agreements to be signed with awardees of development incentives.

Financial Summary Local Impact Aid (LIA):  FY 2018 $ 750,000  FY 2019 $ 750,000 Total Project Cost: $ 1,500,000 Total LIA Expended to date: $ Balance remaining: $

Supplemental information (pictures, etc.):

Homeowner Repairs near Arlington Elementary school in the INSPIRE footprint (1/4 mile around the school).

Project Name: Feasibility Study for Park Heights Library and Design

Project Description: Funds will be used for design/construction and a feasibility study to determine the viability, programs and potential locations, including demand for various library services (lending library, reference resources, computer stations, meeting space, pre-school area, homework help, etc.), operating cost, and space requirements.

Contact: Gordon Krabbe Title: Chief Operating Officer Agency/Department: Enoch Pratt Library Telephone: 410-545-3108 Email: [email protected]

Progress this quarter: April – June 2020 Challenges: Additional funding ($15-18M) is needed for construction of an 18,000 sq ft. library. Operating costs (~$1M per year also need to be secured).

Projected Timeframe: TBD

Next steps (specific actions planned): Secure additional funding for construction of library.

Financial Summary Local Impact Aid (LIA):  FY 2018 $ 50,000  FY 2019 $ 500,000 (Design and seed funds for construction)  FY 2020 $2,000,000 (Design and construction) Other funding sources  Enoch Pratt $ 7,774.06 Total Project Cost (study): $ 57,774.06 Total Project Cost (Design $ 2,500,000 ($15-$18M needed for construction) and Construction): Total LIA Expended to date: $ Balance remaining: $

Supplemental information (pictures, etc.):

Project Name: Human Development Programs (Ended FY17) – Family League

Description: From FY 2015 – FY 2017 the Mayor’s Office of Human Service contracted with the Family League of Baltimore to administer and manage the Video Lottery Terminal funding that supports human services. During this time, Family League worked with local providers to fund multiple organizations partnering to deliver youth services. Programs included: Project Engage, the Kujichagulia Center, Project PAYE, Project Exposed and Project STEAM

Project Name: Human Development Programs (Ended FY18) – Mayor’s Office of Human Services

Description: In Fiscal Year 2018, funding was used to support 6 Summer programs in Park Heights and to fund 6 Out of School Time programs, during the 17/18 school year in Park Heights. In total, the plan was to serve more than 450 students with this investment.

Agency/Department: Family League of Baltimore Contact: Khalilah Slater Harrington Title: Senior Director, Youth Initiatives Telephone: 410-662-5500 Email: [email protected]

Contact: Terry F. Hickey Title: Director Agency/Department: Mayor’s Office of Human Services Telephone: 443-984-0001 Email: [email protected] *Reporting contact Yasmin Viera, [email protected]. Current Status: N/A

Financial Summary – Family League Local Impact Aid (LIA):  FY 2016 $ 393,750  FY 2017 $ 537,500 Total Project Cost: $931,250

Financial Summary - MOHS Local Impact Aid (LIA):  FY 2018 $ 520,000 Total Project Cost: $ 520,000

Project Name: Human Services in the Park Heights Master Plan Area

Project Description: Single Focused and Comprehensive Out of School Time programming in Park Heights Community locations (slot funds)

Organization: Family League of Baltimore Contact: Khalilah Slater Harrington Title: Chief Program Officer Telephone: 410-662-5500 Email: [email protected] Progress this quarter: April - June 2020

Accomplishments: Despite the shift to virtual programming during this reporting period, Funded Partners continued to operate programming and participate in site visits, check-ins and professional development virtually. In addition, many partners are taking advantage of the budget extension and operating programming virtually over the summer.

Summer Programming Six of the eight VLT partners will operate programming this summer for no more than 40 youth. The Partners and their tentative summer schedule include:  Sisters Saving the City (7/13 – 8/21) - Focus on advocacy, financial literary; youth will take on community projects such as making masks for local senior citizens  Lead 4 Life Inc. (7/1 – 9/30) - Continuing to reengage disconnected youth who are not working or in school to education or employment services.  Leaders of Tomorrow Youth Center (LTYC), Inc. (7/13 – 8/14) -LTYC Virtual Arts camp allow students grade 3-8 to experience a variety of arts disciplines guided by a weekly theme  Catherine’s Family and Youth Services (CFYS) Inc. (7/7 – 8/7) - CFYS’ Virtual Summer Program will offer DIY at home activities, including virtual sessions that focus on reading, mentoring, cooking, financial literacy/stocks, and in person meetups for outdoor activities on Fridays.  Beautiful Butterflies (7/1 – 9/30) - Ambitious Girls Summer program will be an extension of the school year program with a priority focus on STEAM.  Excellence & Ambition (6/29 – 8/15) - Hosting Youth Entrepreneurship Program (YEP!), Youth Build Community Program (YBC), and Community Leadership Engagement & Reciprocity (CLE&R) curricula. At the completion of the curricula, each participant receives a Certificate of Completion in Workforce Development Training, Entrepreneurship, or Community Leadership.

Half of the programs will continue supporting the youth that they have supported since the beginning of FY 20 programming, while the other half are taking on new students from the community.

Professional Development Professional Development has been an opportunity for partners to build their capacity but also share challenges, ideas, strategies and resources for supporting youth and families. This quarter’s Site Leadership Meeting and PD focused on leveraging and managing strategic partnerships to support program goals and enhance experiences for young people.

Site Visits/Check-Ins Each VLT Funded Partner received a 1-on-1 virtual check in with the Program Manager of Expanded Youth Programs. Similar to the site visits, check-ins provide Partners another opportunity to share their successes, challenges, experiences, express concerns and ask questions regarding changes. Components of virtual check-ins include:

 Programming Review - Topics range from program start up, attendance family engagement, youth engagement, recruitment efforts and data trends. Partners share successes, challenges and Family League supports by providing technical assistance, guidance and resources.  Planning - Partners use data and projections for program planning. It was important for partners to begin exploring programming utilizing different modalities. Assessing what is currently working in their virtual programs and what methods of engagement are needed to keep their participants engaged has been a heavy focus during planning. During this time, Family League staff inquired about what supports partners would be most beneficial in aiding them in delivering successful programs. Partner responses will help provide guidance to Family League teams including, the Professional Development team.  Program/Partner Highlights - Partners were able to share their amazing success stories during this uncertain time.  Closing Debrief - Similar to an in-person site visit, Family League staff ends the check in by asking any clarifying questions, providing updates, resources, suggested strategies and next steps.

Challenges: The pandemic has caused many programmatic challenges. Throughout this quarter, Funded Partners expressed the need for technology and internet access for youth and families as well as resources such as PPE and food for the communities they serve. Some partners have reallocated dollars to purchase these resources. In addition to resources, when programs, shifted to virtual programming in March, many partners were not prepared for the shift and it took ramp up time for partners to adjust to the new flow with their staff, students and families. The majority of our programs experienced a decline in attendance and/or retaining youth regardless of the activities and supports being offered. For some programs, the pandemic caused a disruption in their data collection efforts which ultimately impacted their reporting.

As for a few reporting highlights for the quarter:

 The VLT programs served 134 youth at least 1 day.  ADA Rate (ADA out of Enrolled Youth) was 67%,

 Per the youth survey data, 98% of VLT program participants said the program helped them become a better leader.

While the beginning of this quarter was rocky as everyone adjusted to a new normal, we are happy to see VLT Partners apply lessons learned, new and creative strategies to support virtual programming. Family League of Baltimore will continue to be attentive, flexible and work with partners and other stakeholders to provide PD and other supports to address challenges and high-quality programming utilizing various modalities. This will help to strengthen programming in FY 21.

As we plan for FY 21 granting, Family League is preparing to launch a closed bid process with available resources for VLT programming. The RFA is set to launch on July 31st. ______Previous Updates: January - March 2020

Accomplishments: Family League of Baltimore hosted its first Expanded Youth Programs Site Leadership Meeting on January 28, 2020. VLT Funded Partners were engaged by Katherine Spinney who facilitated a workshop on Building Quality Programs. She was able to review programmatic data from sources such as the National Afterschool Association, The Center for Youth Program Quality, and the Wallace Foundation just to name a few. Katherine provided all attendees with materials to use to measure their programs currently as well as what routines were needed to be considered quality programing. Attendants expressed their gratitude for attending and felt that it was a great use of their time. Based on written feedback received, participants thoroughly enjoyed the PD and wished they would have received it earlier. Family League has recorded this information to use when planning for FY21.

January 29, 2020, Family League, in collaboration with the offices of African American Male Engagement to host the first Park Heights Networking Event. This event came about after consulting with VLT Funded Partners and there being a consensus that there was a lack of opportunity for partners in Park Heights to collaborate, Family League staff began planning immediately. The event showcased successes of previous programs, gave partners a chance to authentically engage with one another and share out on how they could collaborate. Attendees felt this opportunity was beneficial and gave them some insight on how they could collaborate with one another soon.

Each VLT FY20 Funded Partner has received a site visit during this reporting quarter. Site visits are Family League’s strategy to check in with Funded Partners face to face and a chance to briefly share experiences on what they see during daily operations. Site visits also help to gauge what supports are needed to assist with building partners capacity and sustainability. All visits are conducted using a Weikart Lite Lenses and feedback is giving based solely from observation as seen in the YPQA assessments. Components of the site visit go as followed:  Site Leadership Check In During this time the visit conductor and the site leadership present discuss any successes and challenges they have had with conducting program and they would

share out any data trends and barriers with meeting their attendance goals. Family League staff present would then provide suggestions to overcome or enhance anything discussed during this check in.  Safety and Climate Walk Together, the site leadership and Family League staff present will complete a site walk through in which the Family League staff is assessing climate through interactions of youth-youth, youth-staff, staff-staff as well as assessing safety of the program by assessing the spaces used and completing the checklist.  Youth Interview Family League staff present conducts an interview with at least two participants to get their view on their day to day of the program.  Closing Debrief Both the site leadership and the Family League staff present end the visit with questions, updates and any things that stood out. Site Leadership is able to ask questions about next steps or any general inquires about the process.

Challenges: In March 2020, Baltimore as well as the rest of the world, were affected by Covid 19 . In accordance with Governor Hogan and Mayor Bernard C. “Jack” Young’s recent guidance to practice social distancing to flatten the curve and help stem the spread of the virus, Family League of Baltimore mandated teleworking policy for all staff effective March 16th until further notice. Like Family League, many VLT Funded Partners had to follow this regulation and halt tradition programming until further notice. The first few weeks were extremely hard to navigate for everyone and it left a few partners uncertain about what was to come next.

Family League has kept partners up to date with all things COVID-19. Family League of Baltimore understands this is a trying time for all Funded Partners so we are working with them to keep them motivated to keep youth and their communities engaged through virtual engagement. This is accomplished by providing each partner with technical assistance and extending deadlines for reporting. All previously scheduled professional development trainings and meetings will be shifted to virtual convenings, using a combination of online and telephone options. Funded Partners have expressed their gratitude for all the wrap around supports they have received thus far.

Projected Activities/Time Frame: July 2020 – September 2020 Next steps (specific actions planned): • Closed Procurement RFA Release (Tentatively July 31st) • Pre-Proposal Conference (Tentatively August 7th) • RFA submission deadline (Tentatively August 28th) • Review and Consensus (Tentatively September 7th – September 18th) • All FY 20 programming ends (September 30th) • FY21 Programs Start no later than October 15th ; FY 20 Q4 deliverables due

*Orientation for FY 21 Funded Partners – TBD; September 2020*

Financial Summary

Local Impact Aid (LIA): • FY 2019 $ 520,000 • FY 2020 $ 520,000 Other funding sources • Philanthropic, etc. Total Project Cost: $ 1,040,000 Total LIA Expended to date: $307,179 Balance remaining: $732,821

Supplemental information (pictures, etc.):

Program Spotlight

Programming and Supports During Covid-19

Catherine’s Family and Youth Services have ramped up their efforts tremendously in the midst of the Covid 19 crisis. They have been instrumental in connecting the community to resources through food and mask distributions. In addition, they have served over 20,000 meals and provided 2,000 masks to those in need. Finally, they have been successfully navigating virtual programming by keeping their participants and families engaged through outdoor painting activities and take-home activities such as pizza making and tie dye. Catherine’s will continue to engage youth in programming this summer.

Youth picking up their take home materials for virtual engagement

Youth completing take home tasks (making breakfast, making pizza and tie dying t-shirts & socks)

The Catherine’s Team and volunteers passing out meals and masks to those in need

Beautiful Butterflies, like other VLT partners quickly adapted programming for youth during Covid 19. Despite many challenges, this organization utilized resources to provide, Beautiful Butterflies Subscription Boxes for youth enrolled in their Ambitious Girl program. The boxes contain inspirational activities, educational activities and fun activities for youth to complete at home.

Leaders of Tomorrow Youth Center (LTYC) brought a hybrid experience to participants with safety being a top priority. LTYC’s leadership authentically engaged families through surveys to gauge what youth and families would like to see in program. They will be hosting a sidewalk chalk event to keep participants engaged. LTYC also partnered with local artists to record lessons on assignments and participants were tasked with picking up supplies from their doorsteps, watching the activity via Zoom and going outside to complete it. LTYC shared that participants reported that they really enjoyed themselves and they look forward to the next event!

Creative Nomads’ Youth Yoga program has seen many successes this reporting quarter. Participants enjoy guidance from their instructor Ms. K, who allows them to comfortably learn, ask questions, and talk about their experiences during the sessions. Youth received two books to support virtual lessons. One book, Yoga For Kids And Their Grown Ups, allowed youth to choose poses and put together their own flows during the session, thus giving them control and choice during the session. The book also supports youth and families practicing of yoga outside of sessions. Youth also were able to select music for the sessions, helping to also set the atmosphere for the sessions. Families were empowered to continue to learn and practice yoga by using the materials distributed (yoga mats, blocks, books, and handouts).

Creative Nomads also hosted a Juneteenth Painting event for families to participate in virtually. The event was promoted on social media and via email. The organization chose a designated spot where materials could be picked up.

Photos of families participating in the Juneteenth Painting event

Project Summary: Park Heights Renaissance (PHR)

Project Description: In FY20, Local Impact Aid funding was allocated for Operating Expenses, Community Clean-up, and Education.

Contact: Yolanda Jiggetts Title: Executive Director Agency/Department: Park Heights Renaissance, Inc. Telephone: 410-664-4890 Email: [email protected]

Contact: Kelly Baccala Title: Neighborhood Development Officer Agency/Department: Housing and Community Development Telephone: 410-396-4111 Email: [email protected]

Progress this quarter: April – June 2020

This quarter was a difficult time for the city, State and Park Heights community as we all adapted to safety precautions, food access challenges, increased unemployment rates, housing and rental assistance needs, and other related impacts of the COVID19 pandemic, including 21215 suffering from the highest number of cases reported in early April.

Park Heights Renaissance, Inc. (PHR) staff were deemed essential employees at the onset of the pandemic and all staff have been working consistently to ensure we continued to be as much of a resource as possible to the residents of Park Heights by supporting food distribution sites, delivering food and supplies to vulnerable families and residents, partnering with our schools and principals and as many community residents and providers as was possible, while at the same time ensuring the safety of our employees.

During this quarter PHR has also been working to strengthen its operational capacity and plan for new program implementation in FY21. We continue to support and assess return to work/school policies and protocols, remote work access capabilities, new technology trainings and adaptability, and innovative and creative but safe strategies to continue engagement with the community.

Housing Department April - June 2020: Ms. Cathy Poindexter (Housing Counselor) Real Estate Development

2600 Block Loyola Northway On 6/27/2020, PHR hosted an engagement and kick-off celebration to honor the residents in the 2600 block of Loyola Northway as we prepared for the start of the rehab project for the block and release of an RFP this summer to rehab this block. The Executive Director and Clean and Green team canvassed the block prior to the event and met with several residents to inform them of the launch of the project and to get their buy-in for final plans.

The development project will include the rehab of 11 PHR owned properties, façade and home repair grants to the remaining homeowners and tenants, workshops for the residents on homestead tax credit programs and related protection resources for the residents, and “Healthcare for the Home” workshops to provide residents a checklist of the essentials for maintaining the value and integrity of their properties.

The event was planned and executed with COVID safety guidelines including wearing of masks, social distancing but the traditional sense of a neighborhood block party with free giveaways including packaged sorbets, Census and Voter Registration engagement, live music, fresh produce from our partners at the Park Heights Urban Farm Plantation, rental assistance registration, grocery card giveaways for our seniors, and a great display of support and solidarity from numerous partners and service providers.

Residents were able to celebrate and mingle with the Mayor, Senator Hayes, Councilwoman Middleton and Delegate Bridges and share with their elected officials ideas and recommendations that they envision for their neighborhood.

Renaissance Row Much work has been underway this quarter to support our development partner, Pennrose, in prep for the settlement date scheduled for July 9, 2020. This new development project will be located at the corner of Park Heights and Rosewood Avenues and will include 84 affordable rental housing units for the Park community. Groundbreaking will be scheduled for early Fall 2020.

Other development work includes continued support of our two partner projects with CHAI and Conifer, and assessment and planning to successfully execute façade and home repairs grant opportunities over the next fiscal year, and streamlined processes that we envision supporting increased participation from minority contractors and developers interested in investment in the Park Heights community.

Pre-Purchase In the months of April through June in the Home Buyers Education process assisted 17 potential homeowners. Due to COVID 19 the Home buying process has been a challenge in assisting clients of different levels to accommodate some of their struggles. We have been able to assist most clients virtually in communicating and meeting the requirements for them to move forward. During this period, four (4) clients have received grant assistance and seven (7) clients have purchased a home.

Foreclosure Prevention Foreclosure Prevention - assisted four (4) clients and 3 are still in process and 1 have received a modification.

On February 26, 2020, client requested assistance from Park Heights Renaissance. As a small business owner, she had been struggling to maintain her business but due to contract delays and then COVID 19 her loan became delinquent and she wanted to see if she can receive a forbearance. On May 8, 2020 client was approved for a three-month trial (3) trial modification that reduced her monthly payment to be affordable for her to maintain.

Community Outreach

The Housing Department participated in:

• Tuesday’s Free fresh produce giveaway • Wednesday’s Free Grocery Boxes Giveaway • 2020 Census outreach (Educating the Community on the 2020 census benefits) • Langston Hughes Center (to announce PHR resources)

Community and Human Services Department (Pam Curtis Community Outreach Coordinator and Intern Shalene Wallace) April - June 2020

New Partnerships: • Health Department, Vonda Fields Colson Community Engagement Liaison (Community Risk Reduction Services) • Charm City Pet Connect - 501c3 Organization (Free pet food, supplies and services) • Mt. Washington Pediatric Hospital (Ms. Lauren) • Baltimore City Community College, (Mr. Will Hug, International Student Coordinator) • New Mt. Sinai Ministry Church (Pastor Andre Nance and members) • Northwest Police Department Community officers (Officer Hammond and Officer Perfectto) • Chris Ervin, Community Advocate (deliveries) • Rehoboth Ministries Church COGIC (Bishop McMillian • Langston Hughes Community Center • National Guard Military • Leaders of Tomorrow Youth Center (LYTC) • Plantation Park Heights (Farmer Chippy) • Arts of Everyday (Julia Di Bussolo, Executive Director)

April: • Promotion of Langston Hughes Free citywide food Pantry on Tuesday and Wednesday • Participated in New Mt. Sinai Ministry Community Outreach Food and resource fair • Participated in Gillis Memorial Church Community outreach food giveaway • Canvassing of the community with 2020 Census Information • Assisted Park Heights Safe Streets with Social distancing flyers on businesses • Promoted COVID-19 and Social distancing in the community (Passed out FREE mask) • Promoted Park Heights Housing Prevention Program and gave resources for assistance

May: • Participated in New Mt. Sinai Ministry Church Community Outreach food giveaway • National Guard assisted Park Heights Renaissance with our food distribution • Assisted True Deliverance Outreach Ministries Church with their food and outreach event • Park Heights Renaissance Tuesday and Wednesday food distribution • Promoted and volunteered at Langston Hughes Community Center • Assisted Baltimore City Community College Saturday food giveaway

• Promoted and assisted Edgecombe Circle Elementary School “Chalk the Block Community event” • Promoting of COVID-19 and Social Distancing flyers within the community (residents & businesses) • Promoted the Get Out and Vote /voters’ registration

June: • New Mt. Sinai Worship Center, Feeding the community event • Promotion of the Ballot drop box • Promoted and participated in the Juneneeth community event at Towanda Rec Center • Promotion of the Nurses Program held at the Langston Hughes Community center • Promotion of the 2020 Census and canvassing the community • Food Distribution of the Free Produce Boxes • Baltimore City Community College Saturday Food Distribution • Park Heights Renaissance participated in a Women’s March with Cornerstone Church of Christ • Promoted Plantation Park Heights, Free Fresh Produce Boxes on Mondays • Promoted Social Distancing and COVID-19 flyers • Park Heights Safe Streets Food Distribution • Charm City Pet Connect Participated in Park Heights Renaissance Tuesday food Distribution • New Mt. Sinai Worship Center (bread donation)

Safe Streets Park Heights April – June 2020 (Mr. Aaron Fennell, Director)

April: • 22 mediations, 50 posters, fliers 200, 50 buttons, 25 Bumpers stickers, 100T-shirts, Other outreach material 1300. • 11 follow-up phone calls, 6 Employment referrals • No Staff have any new law charges/warrants/violation • Participated in Park Heights Renaissance Tuesday and Wednesday Food Distribution

May: • 28 mediations, 50 posters, fliers 500, 50 buttons, 50 Bumpers stickers, 100 T-shirts, Other outreach material 1000. • 11 follow-up phone calls, 4 Employment referrals • No Staff have any new law charges/warrants/violation • Participated in Park Heights Renaissance Tuesday and Wednesday Food Distribution

June: • 36 mediations, 50 posters, 1000 fliers, 50 buttons, 25 Bumpers stickers, 500 T-shirts, Other outreach material 100. • 11 follow-up phone calls, 6 Employment referrals and 4 street mediations • No Staff have any new law charges/warrants/violation • Participated in Park Heights Renaissance Tuesday and Wednesday Food Distribution • 2 education referrals, 2 housing referrals

Clean and Green Team (Ms. Tamara Thomas and Mr. Christopher Crockett)

April 2020 Clean & Green Pre-Start The Clean and Green Team relaunched in April 2020 with uncertainties of how our workforce would move forward due to the pandemic. Clean and Green started with the following agenda: o Meetings with Executive Director for Clean & Green’s vision 2020 o Conducted interviews for the season with a goal of 5 recruits o Contacted vendor for Osha 10 training o Inventory of current equipment and needed repairs o Assessments of current vehicles (2-F150 Ford Pickups, 2013 and 2018) for maintenance needs o Assessment of current storage container and finding relocation o Created a plan to operate Clean and Green with construction trades o Created orientation package for new or returning contractual employees o Created online partnership accounts to purchase landscaping supplies at a discounted rate included tax exempt status o Ordered landscaping equipment in advance in preparation for the season o Reviewed contract awarded to mow and clean 14 additional acres in Park Heights MRA-B and MRA-C lots o From this agenda, Clean & Green was able to complete the following: o Re-Hire 3 seasonal contractual employees from previous years o Complete maintenance for Life bridge truck by replacing 1 tire and repairing 1 tire on trailer o Replace battery for PHR F-150 pickup truck and clean interior o Check on status of equipment in repair shop o Find new vendors for partnership to service our vehicles, storage our equipment and purchase requests o Complete orientation for the seasonal contractual employees o The Clean & Green Team was able to successfully kickoff on, Monday, 04/27/2020.

May 2020

Clean and Green developed a list of predetermined lots since their inception. The landscaping and cleaning started with this list and the additional 14 acres from awarded city contract to mow and clean 14 acres in Parcel MRA-B and MRA-C.

Our pre-determined lots consist of various community parks and playgrounds in the Park Heights Corridor, along with vacant lots, Care-A-Lots, and PHR owned properties. The chart below summarizes the landscaping and cleaning efforts that Clean & Green started in the first 30 days.

The chart details the Mowing and Cuts, # of times for Light Cleaning-LC and number of times for Heavy Cleaning-HC.

In addition, Clean & Green assisted with accepting food distribution from the National Guard and Kearny for dry food and fresh produce. Their assistance consisted of accepting food boxes from the delivery truck on

Furthermore, in this month, Clean & Green was able to complete the following: o Hire an additional seasonal worker which brings the total to 4 o Success contact was made with a new local vendor to house our 40 foot o Previous vendor, Ted’s Towing Service, to successfully relocate our 40 trailers to A.S. Midway Trailways o Pick up equipment from repair shop o Update safety training/requirements with seasonal contractual employees

June 2020

By June, the Clean & Green Team had approached the community with a better understanding that they could complete the work in this community while also practicing Covid-19 requirements and mandates.

The team completed the following agenda: o Hired the 5th seasonal worker of the team o Continued to assist with food distribution and cleanup afterwards including pickup from new partnership-Empowerment Temple Church

o Successfully supported PHR’s Block Party on Loyola Northway to launch kickoff of rehab project of 11 vacant properties and o Identifying areas of concern for cleaning and mowing o Ongoing Landscaping and Cleaning throughout the community o Education Department (Mrs. Kaliq Simms Director of Education and School Coordinators) COMMUNITY SCHOOLS SYNOPSIS

PHR EDUCATION TEAM MEETINGS TOOK PLACE ON ZOOM THROUGHOUT THE PANDEMIC PERIOD

PHR Community School Coordinators were instrumental in food and learning packet distribution from April-present. Coordinators organized food pantries, diaper/baby product giveaways, laptops, and a host of other basic essentials for families in their schools. Some of our coordinators also made home visits (according to COVID-19 protocols) throughout this period. In addition, coordinators participated in countless hours of meetings with school staff and partners as well as professional development workshops sponsored by funders and city agencies.

• Number of Meals Served: approx. 20,000

• Groceries, Meat and Produce: approx. 8,000lbs

• Diapers Distributed: approx. 30,000

PHR Community Schools Model

PHR is lead agent for five Community Schools: Pimlico Elementary/Middle School (a 21st C school), Arlington Elementary School (a 21st C. school), Dr. Martin Luther King Jr. Elementary School (school is now closed permanently) Edgecombe Circle Elementary School, and Creative City Public Charter School.

Funding for Community Schools comes from the State of Maryland Kirwan Commission, Family League and Baltimore City Public Schools. VLT/slots funds also provide funding for Community Schools.

The work of Community Schools is evaluated through the BCPSS Needs Assessment process and the Family League’s Results-Based Assessment. Coordinators each create action plans for the schoolyear and report on progress semi-annually and quarterly. Community Schools partners include: Girl Scouts of Central Maryland, Penn State Alternative Spring Break, Mt. Washington Pediatric Healthcare/Resources, Hungry Harvest (food pantries), Share Baby, Baltimore Clayworks, US Dream Academy, Smart Steps Childcare, and more.

School initiatives include facilitation of student immunizations, attendance tracking/incentives, after school programming for preK-8, parent engagement/adult education (GED), and more. Park Heights Renaissance Youth Works 2020 VIRTUAL WORK PLAN SYNOPSIS

Greater than a Pawn: Playing the Game of Life and Winning July 13-Aug 14

Program Focus Areas: Youth online chess program; career development; life skills education; community beautification

Goals/Objectives:

• To teach teens and young adults career and life skills using chess strategies as a vehicle

• To build a sense of community and challenge one’s self through chess play

• To construct permanent outdoor chess boards and a chess-inspired wall mural in Shirley Av Park 21215 for use by the entire community

• To engage youth in the work of Park Heights Renaissance (PHR) through virtual workshop presentations by PHR employees in the following departments: Community Outreach, Housing Services, Education, Safe Streets, and Clean and Green

Total Number of Youth: 23 Weekly Schedule: M-F, 8am-2pm via Zoom Partners: Boardroom Chess, Baltimore Clayworks, Mayor’s Office of Employment Development, Robert Katende International, Baltimore City Recs and Parks

Youth Works Park Heights Renaissance – Zoom Art Class

Home Instruction for Parents of Preschool Youngsters (HIPPY) HIPPY home visiting is slated to recommence in Sept 2020, pending COVID-19 status. PHR HIPPY has hired a ESOL Recruiter and received a complete ESOL curriculum in Spanish. One goal is to enroll more parents who speak Spanish as their primary language into the program. A second goal is to hire a new HIPPY Coordinator once funding is secured. PHR HIPPY remains fully accredited by HIPPY USA, the national governing body of HIPPY. This spring and summer, PHR staff engaged in over 50 hours of professional development with HIPPYUSA. HIPPY is now enrolling for HIPPY 3.0 its virtual home instruction program for FY21. We have already successfully enrolled families for this exciting new program.

Oasis Trauma Responsive Schools Oasis (trauma-responsive school program established, November 2018 by the PHR Trauma Taskforce) continues to meet the needs of the middle school students at Dr. Martin Luther King, Jr. Elementary and Middle School. The Park Heights Renaissance Trauma-Responsive Schools program (PHR-TRS) endeavors to improve the social, emotional, and intellectual development of children who have been exposed to adversity. Through restorative caregiving and the provision of high-quality educational opportunities for young people and their families, PHR-TRS seeks to alleviate the effect of toxic experiences on the healthy development of children and the growth of loving families. Before and after school life skills programming, responsive adult mentors, and academic support services. We are looking to expand the program in order to grow the pilot. The coordinator for the Oasis program is Ms. Karen Rivera. She has been making home visits (according to COVID protocols) throughout this period.

Financial Summary Local Impact Aid (LIA) Funds:  FY 2015 $ 500,000  FY 2016 $ 500,000  FY 2017 $ 400,000 for Operating Support $ 755,000 for Community services grants, Community Assoc. Support, ED Programming, Cmnty Outreach & Engagement, Cmnty Cleanup Program, Public Safety  FY 2018 $100,000 for Community clean-up $140,000 for Education $100,000 for Public Safety  FY 2019 $ 500,000 for Operating Support $100,000 for Community clean-up $140,000 for Education  FY 2020 $ 500,000 for Operating Support $100,000 for Community clean-up $140,000 for Education Total Project Cost: $ 400,000 - $500,000 annually for operating support2 and funding for greening and education initiatives

2 In FY18 PHR received Racetrack Impact Funds instead of Local Impact Aid to fund PHR’s general opportuning support, including community outreach/engagement as well as community association support and communications. 27

Project Name: Public Safety Initiatives – Safe Streets

Project Description: In FY20, $200,000 in slots funds will continue and expand Safe Streets in the Park Heights area. Contact: Anisha Thomas Title: Deputy Director Agency/Department: Mayor’s Office of Criminal Justice Telephone: (443) 890 - 8919 Email: [email protected]

Previous updates: January – March 2020 Accomplishments: In addition to the work in the last report, the slots dollars are being used to support the Safe Streets Hospital Responder programs' internship programming. There is now a cohort of interns (made of individuals who have been victims of violence and are on the Hospital Responder caseload) who will be working directly in Sinai Hospital. Uniforms and technology have been purchased for them and they will be provided stipends. The internship program provides workforce development training directly to its participants and incorporates career assessment tools to help guide them. Once the interns graduate, they will become full-time employees at Sinai Hospital.

Progress this quarter: April – June 2020 Accomplishments: The Sinai Community Violence Hospital Responders and the Family Violence Program are now jointly supervised by the Manager of the Sinai Violence Response Team, Penny Green. During COVID-19, Responders have adapted their response to adhere to CDC recommendations. One Responder reports to the hospital each day and responds to patients' needs at bedside, wearing PPE. Other Responders have shifted to remote work and make follow-up phone calls, referrals, and community connections via phone or a HIPAA compliant telehealth platform. The trauma-focused therapist attached to this team has had increased referrals and conducts about 20 sessions per month via a HIPAA compliant telehealth platform. He has noticed an increase in depression and anxiety related to COVID-19, and all Responders have noticed an increased need for food, housing, and utility assistance.

In addition to bedside visits and resource connection, Responders are also responsible for reaching out to all patients who are admitted to the hospital for trauma-related injuries that are caused by community violence - such as gun shots, stabbings, and assaults - along with people who are treated and released for such injuries. Each month there are up to 200 trauma patients. Responders receive this trauma list and assess each trauma patient for violence-related injuries and appropriateness for this program. Patients deemed appropriate for this program are then contacted and numerous efforts are made to engage each patient. Patients are offered safety planning, crisis intervention, and case management services that assess need and link patients to appropriate services within the community. Responders work with Safe Streets staff to ensure a continuity of services when the patient returns to the community. COVID-19 has prompted

additional conversations around safety and well-being and COVID-related education amongst all programs. Projected Timeframe: N/A Next steps (specific actions planned):

Financial Summary Local Impact Aid (LIA):  FY 2019 $200,000  FY 2020 $200,000 Other funding sources  Philanthropic, etc. Total Project Cost: $200,000 Total LIA Expended to date: $ Balance remaining: $200,000

Project Name: CC Jackson Rec Center

Project Description: Funding was allocated for the design of the park expansion. Contact: Kate Brower Title: Design Planner II Agency/Department: Baltimore City Recreation and Parks Telephone: 410-396-0803 Email: [email protected]

Progress this quarter: April – June 2020 Accomplishments: Received consultant proposal for next phase of work Next Steps: Currently reviewing consultant proposal

Previous updates: January – March 2020 Accomplishments: BCRP is working with consultants to develop scope of work to move forward with design development and construction documents for a phased development of the park without the Library and parking lot. The phased design will be based upon the revised PCDA funds available for the project. The Library, parking lot and swimming pool would be done in later phases. Next Steps: Awaiting consultant proposal. Projected Timeframe: N/A

Next steps (specific actions planned): Develop the draft final plan.

Financial Summary Local Impact Aid (LIA):  FY 2019 $ 250,000  FY 2020 $1,200,000 Other Funding Sources:  Total Project Cost: $1,450,000 Total LIA Expended to date: Balance remaining: $ 0

Supplemental information (pictures, etc.):

Project Name: Langston Hughes Resource Center – Operating Expenses

Project Description: The Langston Hughes Resource Center is providing business, resource, and educational enrichment resources for the Park Heights community. The Langston Hughes site is a closed school transformed into a resource hub. This funding will help the Department of General Services (DGS) to pay for operating expenses for the building, such as utilities, maintenance, security, etc. Contact: Hillary Chester Title: Real Estate Agent II Agency/Department: Department of General Services Telephone: 410-396-8453 Email: [email protected]

Progress this quarter: April – June 2020 DGS has received several quotes and are still planning to start the switch gear replacement work by September. COVID-19 has slowed down DGS’ ability to schedule work at all their locations, however, this work is a high priority.

Previous updates: Jan – March 2020 DGS has had several contractors out to submit bids for the switchgear replacement as well as to repair/patch/replace as much as the roof as is possible with the FY 20 funds. We would like to begin the work in June and expect to wrap up both projects by the end of this summer.

Projected Timeframe: N/A Next steps (specific actions planned):  Awaiting breakdown of costs to replace roof. Financial Summary Local Impact Aid (LIA):  FY 2019 $100,000  FY 2020 $100,000 Other funding sources  Philanthropic, etc. Total LIA Expended to date: $ Balance remaining: $100,000

Supplemental information (pictures, etc.):

Project Name: Park Heights Community-based Projects

Project Description: Projects awarded in Park Heights

Contact: Mark Sissman Title: President Agency/Department: Healthy Neighborhoods, Inc. Telephone: 410-332-0387, ext. 1001 Email: [email protected]

Activity this Period: April to June 2020

Park Heights Neighborhood Initiative Competitive Grants ($700,000)

Large community grants program for Park Heights

FY19 CYCLE 1

Holy Nativity St. Johns (HNSJ) – Arts on the Avenue ($28,800)

The Arts on the Avenue project is a beautification initiative where HNSJ will be installing artwork on vacant lots along the Park Heights avenue corridor through Central Park Heights to Park Circle.

During this past quarter, program outcomes, were not achieved by HNSJ, due to the COVID- 19 epidemic. During the months of April, May and June, Baltimore City was undergoing a Phase One protocol that impacted several businesses and in particular HNSJ from obtaining the necessary labor to commence repairs.

As a result of COVID-19 and the extensive damage and pilferage of the panels and solar lights, HNSJ requested and received a one year extension for the purpose of repairing and replacing all damage artworks. HNSJ repaired the armature and replaced all of the panels at 3741/43 Park Heights Avenue. Next quarter, HNSJ reports they will commence with the repair and replacement of all damage panels and replace all interior solar lights, and install all of the panels at 3800, 3741/43, 3837/39, and 3900 Park Heights Avenue. In addition, HNSJ will seek-out and retain local artists from the Park Heights community to design and paint panels that were damaged using remaining grant funds.

HNSJ has drawn $18,139.24 of its grant funds on this project.

NW Faith Based Community Partnership (NWFBP) Operation On Guard ($15,000)

Previously NWFBP executed a Memorandum of Understanding (MOU) with the Baltimore City Police Department (BCPD) that outlined the relationship between project stakeholders

BCPD, NWFBP and the RING (Amazon) Corporation. After obtaining this MOU, NWFBP executed a grant agreement and the project commenced.

During this quarter, Amazon staff finalized the engagement policy that addresses public concerns about privacy issues and presented to the project organizers (Northwest Faith-Based Community Partnership) and was signed by NWFBP. Camera donations were expected this quarter, but there have been unexpected delays in delivery of 150 Ring Doorbell Pro 2 cameras. NWFBP reports that the camera order is still in process and should be delivered next quarter.

NWFBP has not drawn any funds on this project.

FY19 CYCLE 2

Cycle 2 Large community grants program for Park Heights

Catherine’s Family and Youth Services (CFYS) – After School Summer Enrichment ($8,600)

During this quarter, Catherine’s Family and Youth Services (CFYS) continued their After School Enrichment program. Due to COVID 19, CFYS enacted a strategic plan to create a hybrid program that allows them to have remote access to their students This allowed them to still provide 1:1 tutoring, mentorship, providing on demand resources and mental health check ins for students and families, provide online workshops and groups that will teach life and character skill development, fitness fun, workshops and STEM Based enrichment activities.

April During the month of April, their youth program was interrupted due to COVID-19. CFYS used this time to reach out to their youth and families for wellness checks. CFYS quickly learned that many seniors and families needed access to technology and food resources due to unemployment, layoffs, etc. CFYS used this time to prepare for COVID-19 relief by sanitizing and cleaning our facility in preparation for meal giveaways and virtual youth programming. CFYS held a virtual orientation for our pilot virtual afterschool program that would continue offering their homework help sessions, reading groups, virtual dance and yoga and mentoring sessions. May 1st Week of May kicked off their virtual program that served 20 returning youth for 5 weeks. Parents were able to request to loan a tablet for the duration of the program. Tablets were used for students to complete virtual classes for school and homework assignments, in addition to utilizing it for afterschool program sessions and groups. Youth picked up their materials on Sundays and dropped off any remaining materials and tablets on Fridays for 5 weeks. Youth had the opportunity to participate in weekly DIY steam activities, healthy snack-making, mentoring panels, small reading groups, virtual dance and yoga classes, access to pick up free hot meals and bagged lunches. The virtual

program was successful. Youth and families requested virtual summer programming if COVID perimeters allow. During the month of May, CFYS also served meals via donations from all over that included produce boxes, nonperishables, hot meals, bagged lunches, heat and go meals. Meals were distributed to senior citizens, low to no income families, those experiencing food insecurity, unemployment or lacking access to food due to COVID-19. CFYS were able to secure donations with World Central Kitchen and Breaking Bread for the month of June to serve meals Monday-Friday.

June th During the month of June, CFYS were able to continue providing meals. As of June 29 , CFYS were able to serve over 14,000 meals, nonperishable and produce boxes throughout the Baltimore community. During COVID-19 CFYS were able to reach those that were affected the most by COVID-19. Through the help of donations, CFYS were able to expand our meal service program by identifying and serving senior facilities and comn1unities t1i.at house some of our most vulnerable adults/seniors. These areas had received little to no assistance with gaining access emergency food, while some residents received meals on wheels, that left so many others without family or transportation to get the local grocery stores to fend for themselves. This was call to action for us and CFYS were able to distribute meals to the following facilities and neighborhoods: Greater Hope Senior Apartments, Edgecombe Circle/Park Lane Neighborhood, Bolton North Senior Apartments, Park Heights Place Senior Apartments, West Arlington Neighborhood, Forest Park Lane Senior Center, in addition to serving families with children, those experiencing unemployment, food insecurity. During the month of June, CFYS also prepared for our virtual summer program by recruiting students, hosting parent and new student orientation, packing virtual camp kits and continuing to provide wellness checks to families. CFYS will continue to serve as a meal site and provide virtual summer programming to youth as an effort to provide relief and access to resources for families and those in need.

CFYS has completed project and will draw down remaining grant funds next quarter to close out the grant.

CFYS has drawn $5,733.28 of their grant funds on this project.

Creative City Public Charter School – Façade Mural ($30,000)

Previously, the school reported it was important that all stakeholders had a part in the design process. The input phase occurred last school year. The artist finalized design together with school leaders July – September, 2019. Key staff at Creative City worked with artist Iandry Randriamandroso to work towards permits required for Spring mural painting. The initial plan was for mural painting to start in mid-April. However, they have been sidelined by school closures and the COVID-19 health crisis. While the mural could technically be painted by the artist in isolation, it is a major goal of the project to engage the school community in creating the art. Therefore, they have delayed their schedule to a start date still to be determined.

Creative City reports that their artist will be able to return to Baltimore the week of 7/6/20 and will begin the preliminary phases of painting the mural, together with assistants he has worked with in the past, the following week of 7/13/20. The bottom 6 feet of painting will be reserved to complete with students and families once the opportunity presents itself. Meanwhile, Creative City is excited that installing this inspiring mural will be something that can be a bright spot for our neighbors and our school community during an otherwise difficult time.

No grant funds have been drawn on this project.

United Way – Homelessness Prevention ($30,000)

United Way’s existing Homelessness Prevention Programs operated by their partners My Sister’s Place Women’s Center at Arlington Elementary Middle School and Center for Urban Families (CFUF) at MLK Elementary continued during this quarter. The prevention programs serve families who are in crisis and facing the real possibility of becoming homeless. Families must have at least one school-aged child and are carefully screened to establish their risk of becoming homeless. Families enrolled in the program receive emergency financial assistance and intensive case management designed to stabilize them in their homes, prevent school transfers for their children and help them achieve financial self-sufficency. Once a family is stabilized in their home, the case manager will provide additional services designed to help them achieve self-sufficiency. These services include:

o Coaching and supporting families in the development of family plans that establish meaningful, measurable goals; outline necessary steps to attain these goals; and track progress toward reaching these goals. o Increasing each family's financial literacy by helping them understand their finances and develop a family budget; maximize their benefits; identify and pursue ways to increase their income; repair their credit; and start saving for future crises. o Promoting and supporting increased parent engagement in school activities such as attending parent-teacher conferences, volunteering at school, and participating in parent-support groups.

The amount of time a family spends in the program varies depending on the family’s needs and resources but typically ranges from 10 to 12 months. As soon as one family reaches self- sufficiency and exits the program, as determined by their scores on the Arizona Self- Sufficiency Matrix and the Case Manager's recommendations, another family will be identified and enrolled in the program.

Program Outcomes Achieved The following outcomes have been achieved in the fourth quarter: Catholic Charities served 26 families this quarter, 0 of which were new. All 26 families had a successful outcome by staying housed. One family successfully exited during the quarter. Forty-three children were served this quarter and 39 were able to stay in their school of origin while 4 made a successful planned transfer to another school.

Center for Urban Families (CFUF) served 31 families this quarter 10 of which are new. All 31 families avoided homelessness and had a successful outcome. Seven families were able to achieve financial stability and successfully exited the program this quarter. One family had an unsuccessful exit as the case manager was unable to continue working with family after the family ceased contact. Forty-eight children were served this quarter, and all were able to stay in their school of origin. Despite MLK Elementary closing due to COVID-19, the children have transitioned to online learning. Challenges CFUF reported the following challenges The case manager has been fully remote since COVID-19 and face-to-face interactions with clients have ceased. Technology barriers for the clients make it difficult so all interactions have been via phone. Not having access to client files has made it difficult to complete documentation. No challenges were reported by Catholic Charities this quarter.

Client Success Stories Catholic Charities

R. is a non-profit worker who was affected during the start of COVID -19, making it difficult to afford to continue living in her current home. She and her two children were able to move to an affordable apartment. R. successfully transferred both students so that their education was not interrupted. R. is now able to afford her apartment comfortably and the children were able to smoothly transfer into their new zoned schools in the 21225 zip code.

Center for Urban Families IJ is a single mother raising 2 children who first enrolled in The Family Stability Homelessness Prevention Program on 5/3/2019 in need of rental and BGE assistance. IJ fell behind on her rent due to the high cost of commuting back and forth to work, spending close to $400.00 bi-weekly for Lyft. IJ also shared that she had not seen her youngest daughter since 2018 due to custody issues with her child’s father, which weighed on her mentally. Though IJ maintained employment she felt there was not much room for growth after being with the company since 2016. Her resilience showed when she completed her first goal of locating more affordable housing then proceeding to get her driver’s license and obtaining her own transportation. IJ has been able to make adjustments allowing her to spend more time with her middle child. IJ has taken advantage of every resource including ShareBaby items through CFUF, WIC formula, drive up & go pantries, and is currently working towards a lead position with her employer.

Project has been completed, all funds drawn and grant been closed out.

The entire $30,000 of grant have been drawn and the project has been completed.

FY20 CYCLE 1

FY20 Cycle 1 Large Community Grant Program for Park Heights

At the House – Arlington garden maintenance/Youth Golf ($3,500)

During this quarter, At the House continued maintenance of the Arlington garden.

$1,000 of grant funds have been drawn on this project.

Civic Works – Pimlico Golden Garden Improvements ($28,750)

Last quarter, the project commenced. Civic Works purchased steel fencing, 6 picnic tables, 4 large planter pots, dumpster service and crushed stone. Civic Works removed trashed, weeded garden areas, annual flowers and mulch were installed and broken wooden planting bed frame was repaired. Due to COVID 19, all site activity was suspended in March.

During this quarter, all site activity continued to be suspended due to COVID 19. Civic Works’ program supervisor Calvin Lewis and community leader, Sister Israel continue conversations and Mr. Lewis made periodic site visits. Civic Works reports that project activities will start back in July and they plan to complete the project in July and August. Sister Israel arranged to have the four planter pots decorated by a local artist.

No funds have been drawn on this project.

Dayspring – Razing Project ($25,000)

During this quarter, Dayspring discovered and removed asbestos prior to demolition of the building. This created an additional $5,200 cost not part of their $25,000 grant for demolition. Dayspring covered this additional $5,200 cost for asbestos removal from their own funds. Dayspring’s contractor obtained all necessary permits and inspections and demolition has been scheduled for July 20, 2020. Demolition will be completed, all funds will be expended and project will be closed out in the next 30 days.

No grant funds have been drawn on this project.

Parks & People – Creative City Public Charter School neighborhood green space improvement ($30,000)

Parks & People has been in close contact with Creative City staff to forge a path forward during the pandemic. In concert with the school staff, Parks & People developed a new timeline and plan for virtual engagement and approval. Steve Preston, staff landscape architect, developed 2 concepts for the space based on the initial engagement and input from the staff and teachers. These 2 concepts will be presented via 2 Zoom presentations/workshop sessions in July. The sessions will be a chance for the school community and larger

community to see and hear about the two concepts and provide feedback. Following the sessions, the concepts will be posted on the school’s preferred platforms (private Facebook group for the school and Class Dojo) for comments, feedback and voting. The concepts will be posted for 2 weeks, then the comments will be summarized and incorporated into a final design and approved by the school staff. Once design is finalized, Parks & People will bid out the project, select and hire a contractor and begin work. We anticipate construction to start in mid-September.

$2,222.22 of grant funds have been drawn on this project.

Plantation Park Heights Urban Farm – Project Access Expansion ($29,000.16)

During this quarter, Plantation Park Heights Urban Farm (PUF) created an app that PUF staff, farmers, parents and community stakeholders will be able to access and provide various updates and information about the farm. For instance, parents will be able to get updates on their children while at the farm. Community members will be able to participate in message boards, learn from other community members and upload pictures from home gardens. Staff and farmers will be able to clock in and out of the farm, know schedule, keep up with assigned tasks and monitor activity.

PUF purchased seeds, trees and soil and completed hoop house and installing raised beds.

PUF has expended $22,163.13 of grant funds on this project

Towanda Neighborhood Association – Upcycle yourself ($30,000)

The Upcycle Yourself Towanda project is community based and the association’s large scale attempt to show residents “how to love your neighborhood”. Towanda reports that it is one of many ways they have brought resources from inside and outside of the Towanda/Grantley community to buy into their vision to clean and beautify their surroundings. Towanda report they believe their vision is large enough for every person, of any age to take part in, which is important because they “need” everyone to help make this idea work.

Highlights from the past quarter (April – June 2020) of Upcycle Yourself project’s accomplishments are listed below:  Planning teams were enlarged and MSU’s role has been updated due to COVID-19. o The planning committee incorporated the services of Structural Engineer, Steve Brown, to certify the fabrication of both sculptures o Artist, Jeffrey Kent, has requested in-kind assistance from Developer, Pat Turner o Co-Project Coordinator, Cleo Baker has set up an Instagram page for the UYT project which is chronicling each milestone in pictures and text o MSU’s Professor, Dr. Samia Kirshner (School of Architectural SA+P program) has been awarded a grant for $10,000 from a total amount of $150,000 from the

Henry Luce Foundation to support COVID-19 Relief. Through CRSC, Dr. Kirshner, Plantation Park Heights Urban Farm and with assistance from U of MD Extension’s Northern Cluster, they are creating new ways to enhance the distribution of fresh free food to the Park Heights community during the COVID-19 Pandemic o This grant will also support MSU School of Architectural SA+P program to design and build a demonstration kitchen on site at PPH Urban Farm o TNA Co-Project Coordinator, Joi Dabney, has requested in-kind assistance from SSA Developer, Otis Jackson

 The purpose of inviting in-kind collaborators to our weekly Zoom-style meetings was to provide access to their respective expertise and resources, i.e. digital site elevations, confirmation of order on necessary tasks, establish a team environment with project participants, as well as a platform to exchange ideas and create plans to install structurally sound sculptures.  Both gentlemen will serve as Site Managers, on specific activities, during the installation of both sculptures  The internet meetings also keep all parties on point to complete tasks and keep us updated, via text, before the next scheduled weekly meeting  Bi-weekly landscape maintenance in both lots continues  Plantation Park Heights Urban Farm is located in the Greenspring community. Farmer Chippy and Tierra have become TNA’s newest community partners by pledging to provide us with home grown, perennial decorative grasses, and annual plants that will beautify the lots landscapes, alongside our beautiful “Welcome to Towanda” tire sculptures  We continue to developing a social media campaign via Facebook, Instagram #UYT and TNA’s website www.Towanda-Grantleycommunity.org that will not only keep our community aware of important news. But it will also recruit neighbors to take part in building the sculptures and tire planters in their own back yards, then we will transfer the individual painted tires to the lots, like pieces of a puzzle. This project, begun during the Spring, incorporates social distancing, which is still necessary to keep us all safe from spreading the COVID 19 virus. Artist Assistant/Co-Project Coordinator and TNA are working diligently together on the social media portion of the project because each of the different platforms will continue to: o Keep the community informed of upcoming events o Maintain the community’s involvement, which we feel is necessary in order for our neighbors to take ownership and value the UYT improvements. o Request and use the communities’ input, as well as, o Need the communities’ support and participation. o Disseminate printable community documents o Give residents another way to contact TNA about concerns o Expand our vision to our neighbors who currently are not attending community meetings, surrounding neighborhoods, as well as, stimulate an increase in

revenue through contributions, dues, and in-kind donations to support on-going landscape and lot maintenance programs.

Our strategic goals include addressing all of the unsightliness and blight within Towanda/Grantley. Here are some of the plans we have completed since receiving this grant:  The Community Law Center helped us re-write our association’s by-laws. Unfortunately our first and second quarterly meetings were cancelled because of social distancing, but the newly written by-laws were distribute to the community. Our counsel at CLC continues to provide us with guidance to following the proper guidelines to complete this task. We look forward to our next quarterly meeting in September, 2020 to put our new by-laws into place.  We have expanded our rapport with entities including BCDP, CSX, DOT, BCRP, NW/BCPD, PPHUF and affiliated organizations, Skarda & Assoc. Vulcan Materials, PHR, HNSJDC, Gillis Memorial Church, Creative City Charter School, Bulldog Football League, community developers Social Solutions Advisors, Turner Development and Conifer Realty, as well as, private /public agencies/organizations to know what we want in order to transform our community.  Our local lawn maintenance company continues to maintain our adopted lots, residents, and community businesses. Our goal is to hire labor from within our community year around.  We applied for a second grant from Baltimore City’s Care-A-Lot to maintain other large city-owned abandoned lots on Reisterstown Road and West Coldspring Lane. To date we haven’t received notification if we were awarded the funds.  Joi Dabney introduced Dr. Samia Kirshner to another successful project in the Park Heights community, founded by Farmer Chippy. The concept of being able to enhance and integrate the Plantation Park Heights Urban Farm was too appealing, let alone important, for us to not find an alternative way for MSU to continue their participation in UYT. The purpose of each activity is to build a strong foundation for the future of our neighborhood and to find effective ways to teach on every level. We are extremely happy that the approval of this grant is definitely fulfilling this purpose.

$11,500 of grant funds have been expended on this project.

Small community grants program for Park Heights neighborhoods

Projects underway:  Towanda Assoc. – 501(c)3, accounting, web hosting/maintenance, Community Law Center ($2,050)  Beyond the Game – CC Jackson Mentoring and Sports Clinic ($2,500)  At the House – communications case management program ($2,500)  Parklane – Seniors program and garden project ($2,500)

Funded and completed projects are:  King Health System – Back to School Fair ($2,277.70)  Pimlico Merchants 501(c)3, marketing/website ($2,325)  One More One Less Mentoring Stop the Bleeding event ($2,500)  At the House – acquisition/closing costs for 5301 Beaufort ($2,500)  Plantation Urban Farm shed ($2,500)  Plantation Urban Farm tractor and hoop house ($2,433.97)  Parklane Neighborhood Association open house ($2,500)  Linda Felder House – Etiquette program ($2,500)  C.C.H.B. neighborhood association Festival ($2,500)  Dayspring – Playground and lot cleanup ($1,801.34)  One More One Less – Eating healthy and mentoring ($2,500)  Beth El Temple Church – Harvest Trunk-A-Treat ($2,500)  Berean Church – Northwest Meet & Greet ($2,500)  Plantation Park Heights Farm – mushroom composting ($2,500)  Cylburn – Community Flowering ($472.44)  Sankofa Children Museum ($2,500) Progress this quarter: April to June 2020 Accomplishments: Catherine’s Family and Youth Services’ After School project was completed. Parks and People created 2 concept designs for Creative City Charter School’s neighborhood green space that will be presented via zoom next quarter. Projected Timeframe: Next steps (specific actions planned): See project descriptions.

Financial Summary Local Impact Aid (LIA):  FY 2019 $ 450,000.00  FY2020 $ 250,000.00 Total Project Cost: $ 700,000.00 Total LIA Expended to date: $ 324,746.82 Balance remaining: $ 375,253.18

LIA Quarterly Expenditures List of tasks: FY20 April to June 2020 LIA Expended this Quarter $16,919.53 Plantation Urban Farm FY20 $6,207.16 expansion At House – Arlington garden $400 groundskeeper & youth golf Towanda Upcycle Yourself $1,500 Catherine’s Family Youth $2,149.98 Services Parks+People – Creative City $2,222.22

Muslim Social Services $2,500 Parklane Senior Program $386.43 TNA – web maintenance $985.24 HNSJ-Arts on Avenue $478.50 Supplemental information

Parks+People design 1 for Creative City

Parks+People design 2 for Creative City

Project Name: Mt. Washington Community Projects* Project Description: Evaluate and identify opportunities to improve the pedestrian experience around Mt. Washington Village area. Improve lighting, street amenities, wayfinding sign, and community sign. Contact: Linda Taylor-Newton Title: Project Coordinators Agency/Department: Transportation Telephone: 410-984-4092 Email: [email protected] Progress this quarter: April to June 2020 Accomplishments: DOT has submitted request for Purchase Order for Signs by Tomorrow for fabrication and installation. This project is on old due to reduction in City services. Challenges: Due to Convid-19 some DOT projects have been delayed. Previous updates: January to March 2020 Accomplishments: Mt. Washington has received approval for installation of Banners in the ROW. DOT has submitted request for Purchase Order. Challenges: Due to Convid-19 some DOT projects have been delayed. Projected Timeframe:

Next steps (specific actions planned): No actions are planned at this time.

Financial Summary Local Impact Aid (LIA):  FY 2013-14 $ 50,000.00 (Budget Reduction from $100,000) Other funding sources  Philanthropic, etc. Total Project Cost: $ 50,000.00** Total LIA Expended to date: $ 38,074.64 LIA expended this Quarter $0.00

$ 7,560.00 (Obligated)*** Balance remaining: $ 4,365.36

*Formerly called Mt. Washington Light Rail Station Underpass; Name changed based on needs identified by the community at other parts of the village instead of focusing solely on underpass. **Budget reduction based upon projected revenues forecast for FY15 from $4.5 to $3.5 million. Obligated through DOP authorization of Lamp Post Lighting in the amount of $10,850.00. Final cost of project $6,255.08, project completed December 2017. Obligated through DOP authorization of Banners in the amount of $7,118.20. Final cost of project $6,805.00 project completed August 2018. ***Obligated through DOP authorization of Banners in the amount of $7,560.00. ****Any remaining balance in funds from the Mt. Washington Community projects will be returned to the Department of Planning for reallocation.

Supplemental information (pictures, etc.): Mt. Washington Community Projects

PROJECT COMPLETE Installation of Wayfinding signs completed December 14, 2016.

PROJECT COMPLETE

Installation of Wayfinding signs completed December 14, 2016.

PROJECT COMPLETE PROJECT COMPLETE

Installation of Community Gateway Sign- July, 2016.

Supplemental information (pictures, etc.): Mt. Washington Community Projects

PROJECT COMPLETE

Installation of Benches in the Business District was completed March 2016.

PROJECT COMPLETE

Installation of Holiday Lights in Business District was completed December 2017.

PROJECT COMPLETE

Installation of Banners in Business District was completed July 2018.

Project Name: Northwest Park Improvements

Project Description: Funds will be used to implement the priorities established in the recently completed park master plan. Improvements include providing a new playground, renovating the ball field, new pedestrian circulation, and providing a new water line to the community garden and drinking fountain.

Contact: Adam Boarman Title: Chief Capital Development Agency/Department: Baltimore City Recreation and Parks Telephone: 410-396-7948 Email: [email protected]

Previous updates: January – March 2020 Accomplishments: Redline revisions made to ongoing Jones Falls Trail project to make adjustments that would accommodate the next phase of Upper Park Improvements. Next Steps: Process Change Order on the JFT to perform additional work.

Progress this quarter: April – June 2020 Accomplishments: Continued work on Upper Park Improvements. Next Steps:

Projected Timeframe: “Front of the park” improvements will be bid upon the completion of Jones Falls Trail Phase V. Trail project anticipated to be complete in Fall 2020. Next steps (specific actions planned): Secure DPW approval of the redline revisions.

Financial Summary Local Impact Aid (LIA):  FY 2013-14 $ 288,000  FY 2015 $ 200,000  FY 2016 $ 431,500  FY 2017 $ 32,000 Total Project Cost: $ 951,500 Total LIA Expended to date: $ 433,193.43 Balance remaining: $ 518,306.57

Project Name: Pimlico Safety Academy Field

Project Description: Funds will be used for ball field and pedestrian improvements. This includes properly graded baseball and football/soccer fields; walking loop with benches; parking lot access and spaces separate from Police and Fire Dept. use; and ADA accessibility.

Contact: Adam Boarman Title: Chief Capital Development Agency/Department: Baltimore City Recreation and Parks Telephone: 410-396-7948 Email: [email protected]

Progress this quarter April – June 2020 Accomplishments: RK& submitted draft 100% CD to R&P on 6/1/20 Challenges: Additional funds needed to construct the project are not coming. Design is too expensive to implement.

Previous updates: January – March 2020 Accomplishments: 65% Submission received and comments returned to RKK on 3/10/20. Design team is working on 100% CDs. Challenges: Discovered the tree on the site is a city champion, but had to rework the design to prevent impacts to the tree. Additional funds needed to construct the project are not coming. Design is too expensive to implement.

Projected Timeframe: Advertise for construction in fall 2020 if we can VE the project.

Next steps (specific actions planned): RK&K is continuing to coordinate final design items with R&P. Looking at cost saving measures.

Financial Summary Local Impact Aid (LIA):  FY 2013-14 $ 115,000  FY 2015 $ 50,000  FY 2016 $ 231,500 Other funding sources  Philanthropic, etc. Total Project Cost: $ 396,500 Total LIA Expended to date: $ 99,352 Balance remaining: $ 297,148

LIA Quarterly Expenditures List of tasks:

Supplemental information (pictures, etc.):

Project Name: Recreation Programming – Fallstaff Area

Project Description: Funds were provided for Baltimore City Recreation and Parks and are now being administered by Healthy Neighborhoods to deliver recreational and social activities for youth and adults in the Fallstaff area. Activities could include recreational sports, youth leagues, and art, music, and fitness classes.

Contact: Mark Sissman Title: President Agency/Department: Healthy Neighborhoods, Inc. Telephone: 410-332-0387, ext. 161 Email: [email protected]

Progress this quarter: April - June Funding was re-allocated to HNI to administer. HNI is working with the Fallstaff Improvement Association.

Challenges with scheduling programming due to COVID-19.

Projected Timeframe: On-going. Next steps (specific actions planned): Currently working on program activities for the community.

Financial Summary Local Impact Aid (LIA):  FY 2016 $ 64,000  FY 2017 $ 66,250 Other funding sources  Philanthropic, etc. Total Project Cost: $ 130,250 Total LIA Expended to date: $ 6,035 Balance remaining:

Supplemental information (pictures, etc.):

Project Name: Northern Parkway Street Cleaning

Project Description: This initiative will supplement city street cleaning on Northern Parkway from I-83 to Reisterstown Road. The Baltimore City Department of Recreation and Parks (BCRP) and the Department of Public Works (DPW) will hire community aids, who will pick up litter and other street debris. Contact: Muriel Rich Title: Division Chief Agency/Department: DPW/Bureau of Solid Waste Telephone: 410-396-5671 Email: [email protected] Previous quarter: Jan - March 2020 Accomplishments: DPW is hiring individuals to clean the Northern Parkway Corridor. Weather permitting, cleaning will begin January 2020. Challenges: Trash thrown from passing cars and pedestrians walking along this area. Progress this quarter: April – June 2020 Per FY21 Pimlico LIA Spending Plan, $75,000 was re-allocated from this project.

Projected Timeframe: N/A Next steps (specific actions planned):  Hire two new SMAs to be charged to the new budget activity, and continue hand sweeping the assigned area with a broom and dustpan and removing bagged trash and debris that has been collected. Financial Summary Seasonal Maintenance Aide: Seasonal Maintenance Aide @ 10.7298/hour Hours: Monday through Friday from 7:00 AM – 3:00 PM: (7.33 hours/day) As of 10/1/2019, 7 paychecks have been issued totaling 73.33*10.7298*7=$5,507.71. Load Packer Crew = $17-$18/hour Packer Assumption: 15% of their weekly time is spent on this route which is 6 hours a week or 12 hours bi-weekly. 12 hours * hourly rates * 7 pay periods = $1,523 + $1,512 + $1,552 = $4,587 each quarter. 2 Bundles / 100 bags per week = $31.67 per bundle or 50 bags = Total Cost = $63.34 per week 14 weeks in Quarter 1 = $886.76 1 Broom / Dust Pan = $4.88 per broom and $8.83 per dust pan = $13.71 TOTAL: $5,507.71 + $4,587 + $900.47 = $10,995.18 Local Impact Aid (LIA):  FY 2020 $100,000  FY 2020 ($75,000 reduction)  Philanthropic, etc. Total LIA Expended to date: $10,995.18 Balance remaining: $14,004.82

Supplemental information (pictures, etc.):

Project Name: Northern Parkway Median Beautification

Project Description: Northern Parkway is a main thoroughfare that carries significant amounts of traffic along the southern edge of the Northwest communities. The installation of colorful, aesthetically pleasing plantings in the median from Preakness Way to Park Heights Avenue will create a visually appealing gateway to the Northwest communities.

Contact: Melissa Grim Title: Chief Horticulturist Agency/Department: Baltimore City Recreation and Parks Telephone: 410-396-0180 Email: [email protected]

Progress this quarter: April to June 2020 Accomplishments: We were able to get out once for trash pick-up. Challenges: Due to the pandemic, we have been working with a skeleton crew and have not been able to hire any seasonal help due to a hiring freeze. We do not anticipate this changing soon. In addition, two more areas have been damaged by cars.

Next steps (specific actions planned): This funding was cut for FY21. We are hopeful to spend the rest of the FY20 money on basic maintenance to keep the area tidy but that is uncertain until the hiring freeze is lifted.

Financial Summary Local Impact Aid (LIA):  FY 2016 $ 25,000  FY 2017 $ 25,000  FY 2018 $ 25,000  FY 2019 $ 25,000  FY 2020 $ 25,000 Other funding sources $ 100,000  Philanthropic, etc. Total Project Cost: $ 100,000 Total LIA Expended to date: Balance remaining:

Supplemental information (pictures, etc.):

Project Name: Northwest Community Planning Forum Community-based Projects

Project Description: Projects awarded to the NWCPF.

Contact: Mark Sissman Title: President Agency/Department: Healthy Neighborhoods, Inc. Telephone: 410-332-0387, ext. 10001 Email: [email protected]

Activity this Period: April to June 2020

NWCPF SNAP Projects

CHAI Community organizer ($535,000) and CASA ($295,000)

During this reporting period, CASA continued to provides services to residents. Number of Residents Served:  Conducted 256 outreach calls to residents.  Made 173 new contacts with residents.  Provided 99 residents with assistance in completing applications for services/benefits online.  Provided 70 residents with information/referrals on issues including taxes, legal, education and employment.  Connected 30 residents to COVID-19 testing sites.  Connected 90 residents to food distribution centers.  Provided 20 residents with weekly grocery deliveries through our emergency food access program.  Provided 16 residents with emergency cash assistance through our Solidarity Fund.  Conducted 340 Census promotion/assistance calls to residents, 153 of whom completed the Census online. ● Engaged 5 residents in meetings or events with local elected officials. ● Engaged 23 residents in virtual monthly orientations.

Amidst the global pandemic that has significantly impacted the Fallstaff community, CASA mobilized several neighborhood leaders to share their stories and advocate for rental assistance and an extension of the moratorium on evictions. One of these leaders is Gricelda, who contracted COVID-19 in March while she was working at a local supermarket. She was fired from her job when she was too ill to work, was hospitalized for weeks, and was unable to find work for months. All the while, her rent and other bills began to accumulate. Gricelda spoke out in several meetings and rallies as part of CASA’s #CanceltheRent campaign to ensure that immigrant residents are not excluded from rental assistance and eviction protections. Residents were also educated about new legal protections in the city, such as the prohibition of late fees and rent increases during the state of emergency. CASA and CHAI began planning for the resumption of neighborhood clean ups beginning

next quarter.

Weekly Produce Distributions at Fallstaff Elementary School: Thanks in part to the coordinated efforts of Fallstaff partners, Baltimore City added Fallstaff Elementary/Middle School as a designated food pick-up site from May to August. The school receives 300 boxes a week to serve 150 families each with two boxes of vegetables and fruit. Of the 150 total families served each week, about 30-40 families are Latino.

CASA provides in-person support at the school, unloading and distributing boxes of food and ensuring Spanish-speaking residents have access to translation if necessary. CASA also facilitates communication between immigrant parents and school staff. After the school closed for the year, many families struggled to connect with their child’s teacher because of issues with cell service, computer literacy and language barriers. On average CASA assists 2-3 immigrant parents per week in communicating their concerns to their child’s teacher or the principal on distribution days.

Online Learning Support: CASA supported immigrant families in transitioning to online learning by ensuring that they have access to laptops and the internet. So far, CASA have assisted a total of 7 families in receiving laptops from the school or through another organization. For residents who lacked internet access, CASA provided information and support in applying for Comcast Internet Essentials.

CASA also held a virtual orientation in April on “Disciplining with Love” to provide practical tips and guidance on homeschooling, attended by 7 residents. An immigrant Fallstaff resident, Doris Lopez, was our expert. In Guatemala, she worked as school teacher and child psychologist, and she wanted to do her part to support other immigrant parents. Doris’ message to other immigrant parents was to use the pandemic as an opportunity to grow their relationship with their children.

CASA was notified by a member of the neighborhood association about nuisance behavior taking place on a regular basis at the Fallstaff shopping center and connected the president of the FIA to Officer Santana, a bilingual police officer, to address issues of public safety involving the Latino or Immigrant community.

Given that the federal government is not adequately responding to the needs of the immigrant community during this crisis, we began coordinating a series of virtual information sessions with various consulates/embassies from Central America, including Mexico, Honduras, Guatemala and El Salvador. The orientations cover how to schedule in-person appointments, current services being offered and COVID-19 related supports. At the end of the session, members are able to directly ask questions and share their experiences. To date, CASA has held a virtual orientation with the Mexican consulate and Honduran embassy with a total of 16 Fallstaff residents in the Zoom meeting or participating through Facebook Live.

The conversations during the orientation were meaningful to residents. Some shared their struggles to access financial support in returning deceased loved ones to their home country while others shared experiences of violence and discrimination they have faced as immigrants in Baltimore City. This led to the representatives developing stronger relationships to the community and further supporting them. For example, after the orientation, a member from Mexico called her representative’s direct office number and was able to get an appointment immediately without having to wait in line for her passport. The representative from Honduras also wanted to extend support offering to donate 150 boxes of food for Central American immigrants in the community.

CHAI’s Northwest Community and Schools Director attended the Fallstaff Improvement Association (FIA) monthly meetings in April, May and June by conference call. The Northwest Community and Schools Director held check-in call with the CASA Community Organizer in April. In May and June, the CASA Organizer participated in bi-weekly community partner calls coordinated by the NCSD with Baltimore City government and other agency leads to discuss updates for community member needs during the COVID-19 outbreak. These bi-weekly calls will continue during the next quarter.

Current Projects The FMOP team along with the Fallstaff Elementary Middle School (FEMS) leadership has been participating in a weekly food distribution held at the FEMS. The weekly distribution began in May 2020 and has consistently distributed 150 boxes of fresh fruit and vegetables along with 150 boxes of shelf stable groceries since May 21. The distributions will continue in July and August 2020.

CHAI has continued to interview for a new Fallstaff Community Organizer. CHAI advised that they will announce the hiring of new Fallstaff Community Organizer in the next 30 days during next quarter.

Upcoming Programming

The FMOP partners met in April 2020 to plan the calendar of events, programs and activities for the remainder of the year, once the COVID-19 restrictions have been lifted. The FMOP partners also held brief check-ins in May and June during the weekly food distributions to discuss any other neighborhood concerns. The Fallstaff Improvement Association continued to encourage Fallstaff residents during their monthly meeting to complete the 2020 census. Census flyers and stickers were also distributed during the food distributions held at Fallstaff EMS during the months of May and June.

The FMOP partners will be working on developing a sanitation plan for the neighborhood in light of COVID-19 restrictions due to The Chimes organization not currently doing any street cleaning in the neighborhood. The Partners will meet again in July to develop a plan.

The President of the FIA also participated in CHAI’s Five Presidents meeting that was held in May 2020 for all community associations to share upcoming projects and to brainstorm projects that would benefit all neighborhoods in CHAI’s general service area.

Due to the current pandemic, the project has not been able to create opportunities for community members to come together to build cultural competency and social cohesion among diverse community members due to social distancing restrictions

Copies of detailed quarterly reports from CASA and CHAI are available at Healthy Neighborhoods.

CHAI has drawn their entire $85,000 for the first year of funding and their entire $85,000 for their second year of funding and their entire $87,500 for their third year of funding. CHAI has draw $52,739.28 from their fourth year of funding.

CASA has drawn their entire $45,000 for the first year of funding, their entire $45,000 for the second year of funding, their entire $47,500 for the third year of funding, their entire $47,500 for the fourth year of funding and their entire $55,000 for fifth year of funding. CASA has draw $3,509.65 of their 6th year of funding.

Chimes ($595,000)

Due to safety concerns related to COVID 19, CHIMES suspended cleaning services in Fallstaff and Glen. Once conditions are deemed safe, street cleaning will resume. On March 13, 2020, Chimes closed all of its Day Programs due to COVID 19 and the Governor’s stay at home orders. Unfortunately, this closure meant that CHIMES had to pause services to the Fallstaff and Glen communities as our participants were not attending the program, and all of their staff were furloughed. During this time, Chimes Senior Leadership Team met daily to balance the actions CHIMES must take to keep the people CHIMES support and our staff safe, while complying with all state and federal government mandates. In addition, CHIMES have continued to keep in-touch with Fallstaff and Glen communities about program closures. As CHIMES plan their reopening, and return to Fallstaff and Glen, CHIMES will continue to operate on the advice of the Governor. In addition, CHIMES are following published guidance from the Centers for Disease Control. Given the current guidance, their offices will remain closed with only limited essential personnel onsite to perform functions that cannot be executed remotely. In addition, their Day and Employment programs continue to remain closed. CHIMES recognize these closures put the people CHIMES serve and their families, their care providers, and numerous stakeholders in tough positions. Please know CHIMES do not take these decisions lightly.

Looking forward, there are a lot of positive signs. COVID cases continue to decrease in Maryland and the Governor has implemented phase 2 of his reopening strategy. These developments have prompted CHIMES to start planning how CHIMES will return to Fallstaff and Glen communities. CHIMES is looking at locations where their participants can be dropped off, personal protection kits, and evaluating the overall safety of returning to work.

Although CHIMES do not have an official date, it is likely CHIMES will resume services in the near future.

Chimes provides employment services to individuals with intellectual and developmental disabilities. Both Chimes and the individuals they support are eager to return to work. CHIMES has drawn the entire $80,000 grant for this first year funding, drawn entire $80,000 for their second year of funding of this project, entire $134,892.30 from their third year of funding and drawn entire $100,000 from their fourth year of funding.

CHAI Homebuyer Loan and Renovation Funds ($200,000)

The Homebuyer Loan and Renovation Fund eliminates barriers to homeownership for low-, moderate-, and middle-income individuals by providing zero-interest loans of up to $15,000 to homebuyers in Glen and Fallstaff neighborhoods to cover renovation and settlement expenses.

Due to the COVID-19 pandemic, CHAI settled no loans April 1, 2020 – June 30, 2020. CHAI staff conducted 34 virtual pre-purchase one-on-one housing counseling sessions with new clients January 1, 2020 – June 30, 2020 to inform potential buyers of their financial readiness, mortgage affordability and credit scores.

CHAI staff informed 9 prospective buyers at a Zoom Homebuyer Education Workshop held about CHAI's proprietary loan and grant programs and how they can be leveraged with financial incentives from Healthy Neighborhoods, Inc. and Live Baltimore. An additional 35 households accessed CHAI’s Homebuyer Education Workshop through eHome America.

CHAI has drawn the entire $200,000 grant for their first year funding. CHAI has drawn $10,000 from their second year of grant funding.

CHAI Glen Hills Redevelopment Strategy FY18 ($175,000)

During this quarter, CHAI expended all of the remaining grant funds and closed out this grant. The Glen Hills Redevelopment Strategy (GHRS) utilized a variety of approaches to stabilize the Glen Hills neighborhood, which lies on the cusp of a middle market stressed area. CHAI provided loans and grants to potential and current homeowners, assistance with block beautification projects, Senior Home Repair and Benefits services, school and community engagement support, homebuyer education and counseling, and foreclosure prevention counseling. The GHRS leveraged more investment into the community, as well as reinforcing existing and past investments, allowing Glen Hills to remain a desirable place to live.

Façade Improvement Program CHAI distributed $15,161.71 in video lottery terminal matching grants funds for façade improvement projects to 36 households, with a total owner contribution of $46,411.07 resulting in a total of $61,572.78 in façade improvements throughout the Glen and Fallstaff neighborhoods.

Single Family Acquisition & Redevelopment CHAI closed on 5715 Bland Avenue on May 7, 2020. This property was vacant for over two years and was foreclosed on recently. The property will require complete renovation to include upgrades to electric, plumbing, and HVAC systems as well as a new kitchen and baths. The renovation should take approximately six months. During that time, CHAI will market the property through its website and housing counselors.

Activities

CHAI’s Northwest Communities and Schools Director attended the Glen Neighborhood Improvement Association (GNIA) monthly meetings. CHAI’s Northwest Communities and Schools Director worked with the Glen Neighborhood Association’s Blight & Vacant Property subcommittee, Baltimore City Office of Planning, Baltimore City Code Enforcement, and Baltimore City Housing office Attorney to track vacant properties in Glen. The team maintained a tracking sheet to score vacant properties in order to have specific information for contacting 311 to report issues. CHAI worked with GNIA on updates to the properties they acquired at 3411 & 3413 Glen Avenue.

CHAI helped GNIA obtain a grant for its Clean and Green Glen initiative and supported its activities, which include area improvements, updating and enhancing the Glen neighborhood sign, and keeping the neighborhood free of trash and debris. The team engaged local businesses, including the Exxon gas station and 7-Eleven, to collaborate on keeping the intersection of Northern Parkway and Park Heights clean

CHAI assisted GNIA in applying for a marketing/branding strategy for the Association. CHAI’s Northwest Communities and Schools Director provided technical assistance to the association leaders who wrote the grant. GNIA hired a local company to assist with recreating its website, improving its digital presence through social media, and working on a logo design. CHAI worked with GNIA leadership on the implementation of their new strategic plan

CHAI convened meetings that included GNIA leaders, other community stakeholders, and political leaders to develop recommendations related to the redevelopment of the Pimlico Race Course. The outcome of these meetings was a community compact signed by 17 community groups and elected officials, including Mayor Young.

CHAI’s Northwest Communities and Schools Director surveyed streets, sidewalks, lighting and the neighborhood tree canopy throughout the term of the grant to identify needed improvements. The survey included public spaces, such as parks, bus stops and the Glen firehouse. CHAI reported concerns to Baltimore City 311 and shared with GNIA. CHAI continues to share its revised Good Neighbor Guide which was translated it into Spanish with homeowners in Glen and distributes at community events and neighborhood association meetings.

CHAI revised and translated into Spanish its Good Neighbor Guide, which was distributed widely in Glen and at community events and GNIA meetings

CHAI has drawn the entire $175,000 grant and closed out this grant.

Northwest Citizens on Patrol ($50,000)

Due to COVID 19, foot traffic in the neighborhood has significantly decreased; therefore, Northwest Citizens on Patrol (NWCP) determined that the security patrol has been put on hold temporarily. When foot traffic increases and the need for security returns, then the security patrol will return. Last payment for security patrol was made on April 22nd.

NWCP has drawn $33,159.65 of funds for this project.

Shomrim Public Safety Initiatives ($50,000)

During this quarter, Shomrim has fielded 492 telephone calls. Shomrim has initiated a text service allowing residents to notify them of suspicious activity and Shomrim received over 91 messages via text in addition to the telephone calls. Shomrim continues to provide an “auxiliary” force of 40 local residents for whom Shomrim has provided dashcams in an effort to provide better surveillance of the neighborhoods to help police track down suspects of home invasions, attempted car robberies or other forms of larceny.

The vehicle is equipped with a charging station to both allow police officers to charge the batteries of their radios as well as provide a mobile base in the event of a missing persons call. This vehicle is solely used for patrol services and has added approximately 3,650 miles since its inception and 250 this quarter.

Shomrim has drawn $49,897.97 of its grant funds for this project. The remaining funding was re-allocated in the FY21 Pimlico LIA spending plan.

Large community grants program for NWCPF neighborhoods

Northwest Citizen on Patrol – Scheduling software ($27,500) During this quarter, the vendor performed several tasks as listed below.

April NWCP patrol management admin site rebuild: construct patrol calendar management area. daily / monthly calendar views detailing patrol assignments and special requests for each day.automate patrol scheduling. allow for admins or non-admin users to cancel/reschedule a patrol assignment. view calendar by year / by month / by user. allow for daily check-in. configure daily printouts.

May NWCP patrol management admin site rebuild: Build incidents logging area. Add robust reporting area. Construct code to support new features: Watch Your Home Program, Special Events Patrol, integrate with monthly/daily calendar view. New area to manage (add / edit / list) "Watch Your Home" requests and special events patrol requests.

June integrate new admin site with existing WordPress site: allow patrol members to login via WP site. Build new WP form for "Watch Your Home Program" to feed directly to new admin site. Integrate new admin site with existing WordPress site: Build new WP form for "Special Event Patrols" to feed directly to new admin site.

Tweak print versions of attendance sheets – ensure no extra trailing pages printed. Tighten site security.

NWCP has drawn $18,340 of funds on this project.

Mt. Washington Preservation Trust (MWPT) – Arboretum improvements ($30,000)

Donor Agreement MWPT is coordinating with Community Liaison, Sharnice Barnett, who connected us with a Project Manager from the Capital Division, submitted the project to the Legal Department for review, and introduced us to Tierra Brown, Chief of Marketing Communications, to develop the plan for graphic designs and signage. MWPT hase engaged the services of Greg Gensheimer, a licensed and bonded contractor to guide the pavilion construction, as well we obtained and submitted a Certificate of Liability Insurance. At present, they are awaiting final approval of a Donor Agreement. The Legal Department is reviewing the scope of work with only the items that directly impact BCRP’s property (i.e. the building of structures on property) along with the accompanying budget.

Benches and Seating The benches have arrived! See photos attached. Eight custom built benches were delivered on 6/30/20. In advance of their delivery, the MWPT Board held a meeting on 6/18/20 to coordinate available volunteers to meet with the delivery driver and prepare a space in the Arboretum to safely secure the benches until they can be installed. Permanent installation of benches is expected to be completed by the end of July.

Graphic Design & Signage: The MWPT Board has created a sub-committee to oversee all the graphic design needs. The first priority is to develop a list of all the various types of signs and verbiage needed for this project. In addition, outside of this project, we are undertaking a process to upgrade the website, rebrand our logo, and create educational signs. Two early career professionals and Baltimore native graphic designers have been contacted to support the information gathering process and provide/estimate the costs to accomplish our goals.

Pavilion Design: Architect Jason Neal of J. Neal Design was hired and provided renderings of the new pavilion and the pavilion design has been approved by the Baltimore City Department of Recreation and Parks. Our final Donor Agreement is pending an updated Scope of Work and budget; this is expected to be approved early July 2020.

$8,402.90 in grant funds have been expended on this project.

Glen Neighborhood Improvement Association (GNIA) – Marketing/branding ($10,000)

Last quarter, HNI executed a grant agreement with GNIA and the project commenced. GNIA contracted with James Evans of Illume Communications to provide the following services:

Strategic Marketing Plan, including social media best practices and new logo Website Design and SEO Postcards Social Media, including boosting our Facebook page

Illume has provided all contracted services. GNIA has received from Illume a comprehensive marketing plan, a beautiful state-of-the-art website, six full-color and very attractive editable postcards, and an upgraded Facebook page. GNIA reports that are very happy with the outcome of this grant and the quality of the marketing tools they received from Illume. GNIA plans to use these tools during the coming years to market their association and reach out to the community to increase involvement and membership in GNIA. The board is currently discussing how best to utilize these tools and developing an outreach/marketing plan.

Project has been completed.

The entire $10,000 in grant funds have been expended on this project.

Small community grants program for NWCPF neighborhoods

Grants underway: Mt. Washington Preservation Trust (MWPT) – Water Conservation ($2,500)

Funded and completed projects are:

Cheswolde Neighborhood Association to support Neighborhood Night Out ($2,500) Baltimore Terps Youth Football League to support rental of lights ($2,500) Mt. Washington Elementary School PTO for purchase of STEM software ($2,477) Featherstone Music Instructional, Inc. ($917.60) Pirchei Little League Baseball ($1,390) Youth Back to School Empowerment Financial Event ($1,000) Glen – Williamson community garden ($2,498.54) Cheder Chabad playground ($2,446.77) Baltimore Terps Youth Football/Lacrosse League equipment containers ($2,500) Project Pneuma Yoga (1,500) Pirchei Little League Baseball equipment (1,477.50) Featherstone Music/Movie Festival 2017 ($2,500) Glen Night Out 2017 ($2,500) Financial Youth and Family Empowerment Event 2017 (1,500) Cheswolde Night Out 2017 ($2,500) 60

J.U.S.A. – police training ($1,000) Baltimore Terps Awards Banquet ($600) Ahavas Yisrael – food pantry ($2,500) Financial Empowerment 2018 ($1,600) Baltimore Terps Homecoming and awards ceremony (2,500) Wallis Avenue community solar light and address plaques ($1,033.31) Glen Pollinator Planting Project ($2,496.96) Jewish Uniformed Service Association (J.U.S.A.) – Police Training ($2,300) Baltimore Terps helmets, equipment 2019 ($2,500) Fallstaff International Day 2019 ($2,359.17) Pirchei Little League Baseball 2018 ($1,592.88) Glen community/garden event 2019 ($2,500) Glen National Night Out 2019 ($2,500) Cross Country – Planters ($2,150)

Progress this quarter: April to June 2020

Accomplishments: CASA provided 99 residents with assistance in completing applications for services/benefits online, 70 residents with information/referrals on issues including taxes, legal, education and employment, connected 30 residents to COVID-19 testing sites, connected 90 residents to food distribution centers, provided 20 residents with weekly grocery deliveries through their emergency food access program, provided 16 residents with emergency cash assistance through CASA’s Solidarity Fund and conducted 340 Census promotion/assistance calls to residents, 153 of whom completed the Census online. Mt. Washington Preservation Trust purchased benches and seating for the Arboretum, final design for the pavilion have been completed and approved by BCRP. Projected Timeframe: Next steps (specific actions planned): See project descriptions

Financial Summary Local Impact Aid (LIA):  FY 2013-14 $ 747,000  FY 2015 $ 352,000  FY 2016 $ 27,500  FY 2017 $ 795,000  FY 2018 $ 875,000  FY 2019 $ 487,000  FY 2020 $ 560,000 Other funding sources  Philanthropic, etc. Total Project Cost: $ 3,833,500 Total LIA Expended to date: $ 2,488,293.70

Balance remaining: $ 1,345,206.30

LIA Quarterly Expenditures List of tasks: FY20 Q4 (April to June 2020) LIA Expended this Quarter: $180,957.28

CASA $3,509.65 NWCP -security patrol $9,662.35 CHIMES NW $30,351.38 Glen Association – Marketing, $5,000 Branding, website CHAI – Glen Hills Strategy $109,093.90 NWCP – scheduling software $18,340

Glen garden event $2,500 Glen Night Out $2,500

Supplemental information

Mt Washington Arboretum

Project Name: Public Safety Initiatives – Citiwatch cameras

Project Description: Installation of Security cameras in the Liberty-Wabash area.

Contact: Andrew Vaught Title: Senior Criminal Justice Coordinator Agency/Department: Mayor’s Office of Criminal Justice Telephone: 443-984-3404 Email: [email protected]

Progress this quarter: April – June 2020 Accomplishments: Cameras are operational. Planning is underway for additional cameras. Previous updates: Accomplishments: Two camera installations were completed at the following intersections:

Liberty Heights Avenue & Gwynn Oak Avenue;

Dolfield Avenue & W. Cold Spring Lane.

Both cameras are operational.

A camera at Liberty Heights Avenue and Garrison Boulevard was installed with these funds, totaling $30,121.

Projected Timeframe: N/A

Next steps (specific actions planned): BDC is working on additional planning for cameras.

Financial Summary Local Impact Aid (LIA):  FY 2017 $75,000 Other funding sources  Philanthropic, etc. Total Project Cost: $75,000 Total LIA Expended to date: $58,318 Balance remaining: $16,682

Supplemental information (pictures, etc.):

Project Name: Dolfield Sidewalks - Aldi Walking Path

Project Description: Funds allocated to replace broken/cracked sidewalk panels on the 3500 block of Dolfield Avenue and Creating new walking path to Aldi Market. Project limits are Dolfield Avenue from West Cold Spring Lane to Belle Avenue.

Contact: Linda Taylor-Newton Title: Project Coordinators Agency/Department: Transportation Telephone: 410-984-4092 Email: [email protected]

Previous updates: April to June 2020 Accomplishments: The Department of Transportation has selected final design for Aldi Market walking path.

Challenges: Due to Convid-19 some DOT projects have been delayed.

Progress this quarter: January to March 2020 Accomplishments: The Department of Transportation is reviewing design options for the Aldi Market walking path.

Challenges: Due to Covid-19 some DOT projects have been delayed.

Projected Timeframe:

Next steps (specific actions planned): Schedule meeting to provide Walking Path design.

Financial Summary Local Impact Aid (LIA):  FY 2019* $ 18,438.97 Other funding sources $  Philanthropic, etc. Total Project Cost: $ Total LIA Expended to date: LIA Expended this Quarter $ Balance remaining: $ *Obligated through DOP authorization of Sidewalk installation in Commercial Area in the 3500 block of Dolfield Avenue in the amount of $104,000

Project Name: Liberty-Wabash Area Community-based Projects

Project Description: Projects awarded in the Liberty-Wabash area.

Contact: Mark Sissman Title: President Agency/Department: Healthy Neighborhoods, Inc. Telephone: 410-332-0387, ext. 161 Email: [email protected]

Activity this Period: April to June 2020

Ambassador Theater

April

● Bond follow up

On April 15, 2019 Artspace received notice that it had been awarded a $250,000 Maryland Capital Grants to assist in the development, design and construction of the Ambassador. The grant was the result of the unanimous support of the Baltimore City 41st legislative district. The award was the full amount requested by the Artspace team. The grant has a matching requirement and Artspace is working with local resources to match the grant. A grant agreement between Artspace and the State must be executed by the end of 2020. Artspace will be meeting with Maryland Capital Grant staff to fully understand the requirements of the grant.

● Design Request for Qualifications

Artspace prepared a RFQ Request For Qualifications and proposal for initial concept design. Artspace received submissions from five local architectural firms: Ziger/Snead, SMP, Living Design Lab, Moseley, and Quinn/Evans.

May

● Request for Qualifications submission packet review (internal) and interviews

The request for qualifications had a submission date of May 8, with interviews utilizing video-conferencing the week of May 22. Quinn Evans (frmr. Cho Benn Holback) was selected as the team to lead the design work at the Ambassador; all parties were notified on June 5. Three of the four firms that were not selected did ask for an exit interview to understand how they could improve their presentations for future RFQ submissions.

● Fundraising

Artspace continued its fundraising efforts with a submission to the Baltimore Community Foundation (BCF) to hire two consultants: Ian Callender of the Culture House in Washington, DC, and Cheryl Goodman of Dance Baltimore. Among their tasks will be the creation of a business/operating plan for the Ambassador. They will also help lead Artspace through the creation of a strategic plan and mission statement for the new Ambassador. They will also engage the surrounding community, with the artist community, to begin identifying potential anchor tenants and other users of the space upon completion. June

● Distribution of the Artspace Community Engagement Report

Artspace presented its completed Community Engagement Report, as analysis of their findings during the community engagement and focus groups that were held during 2019 and 2020. The consensus of the report was that the Ambassador should be redeveloped as a community art & cultural center that would serve as a creative hub for both visual and performing artists in northwest Baltimore.

● Quinn Evans and Artspace Team Kick-Off Meeting

Artspace hosted a kick-off meeting at the Ambassador in June for the purposes of getting the Quinn Evans team together with the Artspace team in-person. All social distancing protocols were observed and everyone was instructed to wear a mask in order to attend the meeting. Because of the COVID pandemic none of the architectural firms we interviewed were able to enter the theater to gather their own impressions of the space and to make assumptions about it for their proposal. As such, this was Quinn Evans’ first look at the interior of the theater. Artspace has drawn $252,987.39 of grant funds on this project.

Large community initiatives

Garwyn Oaks Northwest Housing Resource – Liberty Heights Gateway ($30,000)

Activities

During this quarter, Garwyn Oaks Northwest (“GO Northwest”) continued to implement community marketing, engagement and program management activities to conduct and expand Healthy Neighborhoods Initiative and related community development activities in selected Liberty Wabash communities along the Liberty Heights Gateway corridor. These communities are Howard Park, Ashburton and Callaway-Garrison.

Due to the COVID 19 GO Northwest closed its office on March 18, and staff worked remotely, negatively impacting the community outreach, promotion, and engagement activities/deliverables in our Scope of Services for this grant . Our partner community associations, schools, and other stakeholders shut down as well, eliminating in person communications/outreach , meetings and community canvassing. Our print communications and distribution to our community partners and hubs was greatly reduced or eliminated, changing our means of communications to virtual—phone, conference calls, and online— email, Zoom, which took some time to setup and implement.

Despite the challenges during this time, GO Northwest accomplished the following activities:

Community Marketing/Promotion/Information

During the reporting period, GO Northwest:  Promoted Callaway Garrison and Howard Park Commercial strips Facebook Page Date: 4/2/2020  Promoted GO Northwest and HNI programs and services on Facebook page. Date: 4/3/2020  Produce and develop content for newsletter, website, social media and marketing communications. Date: 4/28/20  Promoted HNI and GO Northwest services on social media to increase awareness and selection of programs and services. Date: 5/4/2020  Collected media content to promote partner neighborhoods and assets. Date: 5/19/20  Promote GO Northwest services and HNI on social media to increase awareness and selection of programs Date: 6/1//20  Promoted COVID-19 related resources and information for partner communities on social media. Date: weekly  Promoted food resources and distribution sites for partner communities on social media Date: weekly  GO Northwest participated as an online vendor at Live Baltimore online event to promote HN and Howard Park for homeownership . Date: 5/30/20  Engaged with 6 community members and educated them on Go Northwest and HNI programs and services  Promote commercial strips of Howard Park and Callaway Garrison on social media. Date: 6/1/20  Conducted outreach to real estate agents: providing information about the community, Healthy Neighborhoods Initiative, and available homeownership programs to assist homebuyers buy in our communities.

 Called list of 2 realtors to connect with list agents in partner communities. Date 4/4/2020  Called list of 2 realtors to connect with list agents in partner communities. Date: 4/16/2020  Connected with Joseph Mayo and Benjamin Ouazana and placed sign and marketing materials at 5014 Norwood Ave. in Howard Park on 4/28/20  Contacted 2 agents to connect with list agents in partner communities. Date: 5/29/20 Community/ Resident Engagement

Engaged with community residents and stakeholders to promote Healthy Neighborhoods program, expansion, and address community issues:  Conference call with president of Ashburton Area Association to maintain working relationship, prepare for HN Expansion and discuss Covid-19 community related issues Date: 4/1/20  Conference call with Community School Coordinator of Forest Park HS to maintain working relationship, check-in about intergenerational computer class project and discuss Covid-19 related issues. Date: 4/3/20  Conference call with Cassandra London (agent) to maintain relationship and discuss closing cost program for listings in Howard Park. Date: 4/6/20  Conference call with Board President of Howard Park Civic Association to discuss food distribution plan for Howard Park Date: 4/21/20  Attended Ashburton Area Association general meeting via zoom/ conference call. April and June 2020  Presentation at Callaway-Garrison Improvement Association general meeting via zoom to discuss the HN expansion, provide information about GO Northwest and HNI programs and services and prepare the community for the HN expansion. Date: 5/9/2020  15 residents educated about HNI program and GO Northwest services.  1 resident interested in HN refi-rehab loan Sierra Mason  Healthy Neighborhoods expansion timeline discussed  Conference call with Community School Coordinator of CREMS to discuss Money Matters summer program and finalize dates and logistics for the workshops. Date: 5/11/20  Workshop dates and logistics confirmed  Conference call with Community School Coordinator and Parent Engagement coordinator of Liberty ES to discuss Money Matters summer program and finalize dates and logistics for the workshops. Date: 5/12/20  Workshop dates and logistics confirmed  Conference call with BCF Grants Program Manager Billie Malcolm to discuss current projects, BCF support for Howard Park, Covid-19 community concerns and potential funding for the Liberty Heights Enhancement project. Date: 5/13/20  Canvassed Howard Park on 3700-3800 Mohawk Ave. to increase awareness and selection of the HNI and share food resources. Date: 5/19/20  Engaged 2 residents and left HN information at all houses on 3700-3800 Mohawk Ave.

 Began planning for home improvement workshops for school staff; Money Matters virtual workshop for parents in the summer  Distribute Covid-19 related resources and mayor’s office updates to community leaders and partner communities. Date: Daily

Program Management

 Develop inventory of media content to highlight community assets and market target communities as desirable places to live. Date: 4/8/20  Prepare assets list for expansion communities for future marketing communications Date: 4/27/20  Tracked and maintained list of HN post purchase clients. Date: 4/28/20  Collected media content for inventory to promote partner neighborhoods and assets. Date: 5/19/20  Attended Healthy Neighborhoods Initiative program managers meeting via zoom/ call Date: 5/28/20  Covered Block Project updates, middle neighborhoods report and work activities during Covid-19 pandemic

Go Northwest has drawn $9,691.01 of grant funds on this project.

Liberty Wabash Development Incentives ($150,000)

HNI received a state BRNI grant of $200,000 to buy renovate and sell vacant houses along Liberty Heights Avenue. Meetings have been held with community groups in the neighborhoods including Go Northwest Housing and Wayland Baptist CDC. Wayland has agreed to be the developer. The 4300 and 4400 blocks of Liberty Heights Avenue are the starting points acquisition. One line of credit from the Baltimore Community Foundation is in place to support the project.

No funds have been drawn on this project.

Ashburton Area Community Association – Centennial 2020 ($8,759) During this quarter, the Mayor and PCDA awarded Ashburton $8,759 for their Centennial 2020 project. HNI executed a grant agreement with Ashburton and the project commenced. Ashburton hired a vendor to produce the Centennial Documentary and project planning has started. The Documentary will be completed and delivered by October 26, 2020.

No funds have been drawn on this project.

Small community grants program for Liberty Wabash neighborhoods

Grants underway:

Ashburton - marketing, communications ($2,500) Forest Park High Hoops for Her 2020 ($2,500) It Takes a Village – Gala 2020 ($1,050) Muslim Social Services Agency Rawan 2020 Youth Awards ($2,500)

Funded and completed projects are:  Civic Works to support the Calloway Apple Project ($500)  Ashburton Area Association to purchase an apple press to support community garden project ($500)  Howard Park Civic Association for rent, office supplies and updating corporate documents ($2,000).  Calloway Garrison Community Association for 501(c)(3) renewal, organization documents, Youthworks summer jobs program ($1,220.99).  East Arlington Neighborhood Association for mailings re: community meeting ($368.70)  Howard Park Civic Association for office lease for Jan – Dec 2016 ($3,600)  Callaway-Garrison – Ice cream truck for Neighborhood Night Out ($450)  Howard Park Civic Association - Unity Festival ($2,375)  Callaway-Garrison – Equipment for Trash Clean Up ($1,718)  West Arlington – marketing materials, food, beverages for Holiday Event ($1,326.35)  Ashburton Apple Festival – Festival tent, permits, food, advertising ($1,100.25)  Liberty Wabash Presidents Alliance (LWPA) – LWPA meeting supplies ($135.66)  Callaway Garrison – Ice Cream truck for Neighborhood Night Out ($450)  Baltimore Bus Tour ($250)  Muslim Social Services Agency – Rawan Abbas Youth Community Service Awards ($2,500)  Beautify Callaway Garrison Luncheon ($440.47)  Muslim Social Services Agency - Food Pantry ($2,500)  Dorchester movie night and block party ($2,375)  West Arlington community block party ($2,500)  Neighborhood Design Center Asset Map (2,500)  It takes a Village summer trips ($684)  Callaway Garrison Night out ice cream ($450)  West Arlington Night Out ($1,500)  Howard Park Night Out ($1,239.27)  West Arlington Ice Cream Social ($600)  Ashburton Community Block Party ($1,698.27)  West Arlington commercial appraisal ($900)  Forest Park High School Hoops for Her 2018 ($2,498.17)  Dolfield Resource Center Architectural Fees ($1,317.50)  Muslim Social Services Agency – food pantry 2019 ($2,500)  West Arlington Community Event 2019 (2,500)  It takes a Village – summer camp, programming 2019 ($2,500)  Forest Park High School Hoops for her 2019 ($2,499.98)  West Arlington National Night Out 2019 ($2,454)  Ashburton Community Event 2019 ($1,924.52)  Callaway Garrison – National Night Out 2019 ($600)  West Arlington holiday event ($1,600)  Muslim Social Services Agency – Food Pantry ($2,500)  West Arlington – Covid 19 emergency supplies - masks ($2,500)

Progress this quarter: April to June 2020 Accomplishments: Significant progress was made on the Ambassador as detailed above. West Arlington provided COVID-19 masks to residents. Muslim Social Services Agency provided a mobile food pantry for community residents.

Challenges

Projected Timeframe:

Next steps (specific actions planned): See project descriptions

Financial Summary Local Impact Aid (LIA):  FY 2013-14 $ 147,000  FY 2015 $ 33,750 3,4  FY 2016 $ 75,000  FY 2017 $ 124,175  FY 2018 $ 171,000  FY 19 $ 327,000  FY 20 570,000 Other funding sources  Philanthropic, etc. Total Project Cost: $ 1,447,925 Total LIA Expended to date: $567,013.78 Balance remaining: $880,911.22

LIA Quarterly Expenditures List of tasks: FY 20 Q4 (April to June 2020) LIA Expended this Quarter: $14,691.01 West Arlington – Covid 19 $2,500 emergency supplies (masks) Muslim Social Services Agency – $2,500 mobile food pantry GoNW – Lib Wab gateway $9,691.01 staffing

3 The allocated budget for Small Community Grants was reduced by $11,250 in response to reduced revenue estimates. 4 The allocation for Small Community Grants will increase by $5,000 in November 2015 with the redistribution of a portion of the contingency funds in the City’s agreement with HNI. 71

Supplemental information (pictures, etc.): West Arlington COVID 19 masks

Project Name: Mercantile Building/Community Cottage Redevelopment Project Description: The Department of Housing and Community Development issued an RFP in the summer of 2015 for the Mercantile Building to gauge developer interest in the site. Funds used for this project will implement solutions to enable the City to sell the Mercantile Building while continuing to provide locker-rooms for the pool and community meeting space in the vicinity.

Contact: Kelly Baccala Title: Development Officer Agency/Department: Department of Housing and Community Development Telephone: 410-396-4111 Email: [email protected]

Progress 4th quarter: April - June 2020 Accomplishments: RFP review underway. Previous quarters: Released RFP for the 4701 Yellowwood Road. Projected Timeframe: Next steps (specific actions planned): Finalize ratings and reviews from proposals received and select a developer.

Financial Summary Local Impact Aid (LIA):  FY 2016 $ 16,725  FY 2017 $ 69,875  FY 2018 $ 65,348  FY 2019 $ 41,000  FY 2020 $ 59,000 Other funding sources  Philanthropic, etc. Total Project Cost: $ 251,948 Total LIA Expended to date: Balance remaining:

Supplemental information (pictures, etc.):

Project Name: INSPIRE Community Project (Fordney Lane) Project Description: Funding allocated to improve the pedestrian alley (3600 block of Fordney Lane) between Eldorado Avenue and Hicks Avenue that connects Liberty Heights Avenue and the southern end of the Forest Park High School campus along Chatham Road. This project will create a safer, pedestrian-friendly alley, and a new gateway to the Forest Park High School campus.

Contact: Chad Hayes Title: Western District Planner Agency/Department: Department of Planning Telephone: 410-396-3958 Email: [email protected]

Previous quarter: Jan – March 2020 The Department of Transportation (DOT) began reclaiming Fordney Lane, an overgrown pedestrian alley across from Forest Park HS. The alley leads directly to the steps of the original 1924 school building, which were preserved during school construction. The project has added lights and cleared the overgrowth and debris. Exposed aggregate will be added in the spring 2020, creating an attractive walkway.

Link to project page: https://planning.baltimorecity.gov/fordney-lane-pedestrian-alley

Progress this quarter: April – June 2020 Thanks to the hard work of Mary Colleen Buettner and the Department of Transportation the Fordney Lane project is now complete. The newly paved pedestrian walkway will now serve as a connection for students and residents traveling to and from Liberty Heights Avenue to Forest Park High School. PROJECT COMPLETE

Timeframe: Next steps (specific actions planned):

Financial Summary Local Impact Aid (LIA):  FY 2020 $ 50,000 Other funding sources  INSPIRE $142,948 Total Project Cost: $ 192,948 Total LIA Expended to date: Balance remaining:

Supplemental information (pictures, etc.):

Project Name: Park Heights Street and Alley Cleaning

Project Description: This initiative will supplement the Department of Public Works’ (DPW) city street and alley cleaning in the Park Heights Master Plan area, particularly in the neighborhoods surrounding the racetrack. This will complement the efforts being funded for Northern Parkway and extend south into the Park Heights Master Plan area.

Contact: Kristyn Oldendorf Title: Program Analyst Agency/Department: Department of Public Works, Bureau of Solid Waste Telephone: 410-396-4511 Email: [email protected]

Progress 4th quarter: April – June 2020 Accomplishments: During the fourth quarter of FY20, the program was suspended due to the COVID-19 Pandemic. This suspension was in place March 24th – May 6th. This project resumed on May 6th ended on June 30th. Due to the economic impact of the casino closures during COVID, the City revised the estimates for the Pimlico local impact aid and decreased the FY20 budget for some previously approved items; this project budget was revised from $100,000 to $33,000. As a result of both the suspension and the budget cut, DPW and Living Classrooms worked together with Planning to revise the budget to most effectively utilize the remaining funds. This was done by funding the crew to work five days a week rather than three to complete the project budget by the end of the fiscal year. The crew was able to manage a great amount of cleaning by working five days a week, cleaning much of the litter that had started to accumulate during the suspension of services. They received positive feedback from the community. Living Classrooms continued to submit weekly reports and photos to DPW, and a final meeting between DPW and Living Classrooms was held on July 17th. Throughout the course of the project, the crew collected 314 bags of trash which totaled 143,630 pounds.

PROJECT COMPLETE Progress 3rd quarter: January – March 2020 Accomplishments: During the third quarter of FY20, the program launched. On February 18th, Department of Public Works (DPW) and Living Classrooms held a Community Information Session about the program, held at the Manna Bible Church, 3043 W. Belvedere. On Monday, March 2nd, the crew began cleaning in the designated area. The program was suspended on March 23rd due to the COVID-19 public health crisis.

From March 2nd through March 23rd, the crew collected a total of 36,194 pounds of trash. Living Classrooms submitted weekly reports, along with before and after photos of the work, to DPW.

Challenges: COVID-19 impacts on the program. Next steps (specific actions planned): N/A

Financial Summary Local Impact Aid (LIA):  FY 2020 $100,000  FY 2021 (Reduced by $67,000 in the FY21 spending plan) Total Project Cost: $33,000 Total LIA Expended to date: $33,000 Balance remaining: $0

Project Name: Coldspring Newtown Community-based Projects

Project Description: Projects awarded in Coldspring Newtown.

Contact: Mark Sissman Title: President Agency/Department: Healthy Neighborhoods, Inc. Telephone: 410-332-0387, ext. 161 Email: [email protected]

Project status:

Coldspring Association Pool Repairs and Other Community Improvements ($113,275)

All funds expended and all project completed. PROJECT COMPLETE

CCA has drawn their entire $113,275 of grant funds. All projects have been completed.

Projected Timeframe:

Next steps (specific actions planned): See project descriptions.

Financial Summary Local Impact Aid (LIA):  FY 2013-14 $ 36,500.00  FY 2015 $ 55,500.005  FY 2016 $ 26,275.00 Other funding sources  Philanthropic, etc. Total Project Cost: $ 113,275.00 Total LIA Expended to date: $ 113,275 Balance remaining: $ 0 LIA Quarterly Expenditures List of tasks: FY20 Q3 January to March 2020 LIA Expended this Quarter $0

5 FY15 funding was originally $50,500 but will increase by $5,000 in November 2015 with the redistribution of a portion of the contingency funds contained in the City’s agreement with HNI. 79

LED Lighting (Repair and Replace)

Project Name: Dolfield Sidewalks (3500 Block of Dolfield)

Project Description: Funds allocated to replace broken/cracked sidewalk panels on the 3500 block of Dolfield Avenue and add new sidewalk as needed. Project limits are Dolfield Avenue from West Cold Spring Lane to Belle Avenue.

Contact: Linda Taylor-Newton Title: Project Coordinators Agency/Department: Transportation Telephone: 410-984-4092 Email: [email protected]

Progress this quarter: April - June 2019 Accomplishments: The Department of Transportation installed sidewalks in commercial district of Dolfield Avenue. The project is complete. Challenges:

Previous updates: January – March 2019 Accomplishments: The Department of Transportation met with the Community to provide updates regarding sidewalk installation project and the planned schedule.

Projected Timeframe: PROJECT COMPLETE Installation occurred in May 2019.

Next steps (specific actions planned): No planned activity

Financial Summary Local Impact Aid (LIA):  FY 2019 $ 104,000.00 Other funding sources $ 9,146.45  Philanthropic, etc. Total Project Cost: $ 113,146.45 Total LIA Expended to date: LIA Expended this Quarter $ 94,707.48 Balance remaining: $ 18,438.97***

LIA Quarterly Expenditures (Current) List of tasks:

Obligated through DOP authorization of Sidewalk installation in Commercial Area in the 3500 block of Dofield Avenue in the amount of $94,707.98 ***Any remaining balance in funds from the Dolfield Community projects will be returned to the Department of Planning for reallocation

. Sidewalk installation completed May 2019.

PROJECT COMPLETE

Sidewalk installation completed May 2019.

Project Name: Vacant Housing Initiative

Project Description: Funds are provided to the Department of Housing and Community Development to address the issue of vacant housing in the area.

Contact: Chad Hayes Title: Western District Planner Agency/Department: Department of Planning Telephone: 410-396-3958 Email: [email protected]

Progress this quarter: April – June 2019 Progress: No additional demolitions added to the list as a portion of the funds were reprogrammed. PROJECT COMPLETE Projected Timeframe: The remainder of the funding will be reprogrammed. Next steps (specific actions planned):

Financial Summary Local Impact Aid (LIA):  FY 2016 $140,000  FY 2018 -70,000 Total Project Cost: $70,000 Total LIA Expended to date: $68,366 Balance remaining: $1,634

Supplemental information (pictures, etc.):

Project Summary: Pocket Park Design

Project Description: Funds will be used for design, planning, and improvements for a Green Space in the Cheswolde neighborhood (Note: site change) at Department of Transportation’s Rusk Ave Easement. Contact: Denise Caldwell Title: Design Planner II Agency/Department: Baltimore City Recreation and Parks Telephone: 410-396-7948 Email: [email protected]

Progress this quarter: Jan - June 2019 Accomplishments: Complete. Challenges:

PROJECT COMPLETE

Projected Timeframe: Construction Docs complete and advertised in Winter 2017 Project Awarded in late spring/ early summer 2017 Contract with Construction company is six months. final walk through in December 2017. Next steps (specific actions planned): Begin construction.

Financial Summary Local Impact Aid (LIA):  FY 2015 $ 50,000 Total Project Cost: $ 50,000 Total LIA Expended to date: $50,000 Balance remaining: 0

Supplemental information (pictures, etc.):

Project Name: Job Training Scholarships

Project Description: Funds will be used for scholarships to offset the costs of tuition for Park Heights residents enrolled in a program offered by the Jane Addams Resource Center (JARC) at the Regional Skills Training Academy. The JARC programs include welding and computer numeric control manufacturing skills as well as a manufacturing skills (math and reading) bridge program.

Contact: Mary Sloat Title: Assistant Director, Workforce Operations Agency/Department: Mayor’s Office of Employment Development Telephone: 410-396-1910 Email: [email protected]

Progress this quarter: July – September 2018

At the beginning of CY 2018, a seventh resident was been identified and is in the Fundamentals of Manufacturing course. Funds were encumbered to cover the cost of his training as a Welder. Mr. Tavon Forster is the 7th and final Pimlico Impact Funding trainee and progressing as expected.

PROJECT COMPLETE

Projected Timeframe: N/A Next steps (specific actions planned): Project is completed.

Financial Summary Local Impact Aid (LIA):  FY 2016 $50,000.00 Other funding sources  Philanthropic, etc. Total Project Cost: $50,000.00 Total LIA Expended to date: Balance remaining:

Project Name: Traffic and Transportation Study NWCPF

Project Description: Study of the entire Northwest Community Planning Forum (NWCPF) Strategic Neighborhood Action Plan area to evaluate needs and available resources for the SNAP area including safe routes to schools.

Contact: Linda Taylor-Newton Title: Project Coordinators Agency/Department: Transportation Telephone: 410-984-4092 Email: [email protected]

Previous updates: April – June 2018 Accomplishments: Challenges: DOT submitted report to the Department of Planning.

Progress this quarter: July – September 2018 Accomplishments: The Department of Planning has a copy of the report.

Challenges: PROJECT COMPLETE

Projected Timeframe:

Next steps (specific actions planned):

Financial Summary Local Impact Aid (LIA):  FY 2013-14 $ 85,340.99 Other funding sources  Philanthropic, etc. Total Project Cost: $ 85,340.99 Total LIA Expended to date: $ 65,915.30 LIA Expended this Quarter $ Balance remaining: $ 19,425.69***

LIA Quarterly Expenditures (Current) List of tasks: Work performed by consultant in relation to report draft.

Paid to date $60,855.62 (June 7, 2016) *Paid to date $65,915.30 (April 18, 2017) ** Final invoice pending delivery of report (October 30, 2017) ***Any remaining balance in funds from the Traffic and Transportation Study NWCPF project will be returned to the Department of Planning for reallocation. Supplemental information (pictures, etc.): NA

Project Name: Crosswalks and Traffic Calming in Coldspring Newtown

Project Description: Install decorative crosswalks and traffic calming methods around the intersection of Springarden Drive and Tamarind Road to facilitate community requests to slow traffic and improve pedestrian safety.

Contact: Linda Taylor-Newton Title: Project Coordinators Agency/Department: Transportation Telephone: 410-984-4092 Email: [email protected] Progress this quarter: July - September 2018 Accomplishments: Per TEC project was completed April 2018 Challenges: PROJECT COMPLETE

Projected Timeframe:

Next steps (specific actions planned):

Financial Summary Local Impact Aid (LIA):  FY 2013-14 $ 61,500, Budget Increase to $88,700.00 Other funding sources  Philanthropic, etc. Total Project Cost: $ 88,700.00 Total LIA Expended to date: $ 0.00 Obligated $ 79,686.65 (Traffic Calming)* Balance remaining: $ 9,013.35***

LIA Quarterly Expenditures (Current) List of tasks:

* The estimated cost for implementation of Traffic Calming on Springarden Drive between Tamarind Road and Greenspring Avenue is $79,686.65. Final invoice to be paid upon acceptance of work. **The Balance returned to DOP for reallocation. ***Any remaining balance in funds from the Crosswalks and Traffic Calming in Coldspring Newtown projects will be returned to the Department of Planning for reallocation.

Supplemental information (pictures, etc.): Crosswalks and Traffic Calming in Coldspring Newtown

Project Completed

Traffic Calming completed April 2018

Project Completed Traffic Calming completed April 2018

Project Name: Dolfield Commercial Area Public Realm and Landscape Plan Implementation

Project Description: Implementation of the study to develop streetscape plan for Dolfield Avenue to improve pedestrian, shopping, and retail experience along the block. Provide a comfortable, safe experience for customers, neighbors, and visitors to improve economic development in the retail corridor. Project limits are Dolfield Avenue from West Cold Spring Lane to Belle Avenue. Contact: Linda Taylor-Newton Title: Project Coordinators Agency/Department: Transportation Telephone: 410-984-4092 Email: [email protected] Progress this quarter: July - September 2018

Accomplishments: PROJECT COMPLETE

Challenges: Projected Timeframe:

Next steps (specific actions planned): Install the (2) City bike racks.

Financial Summary Local Impact Aid (LIA):  FY 2013-14 $ 15,338.03*  FY 2013-14 $ 40,000.00  FY 2015 $ 211,500.00  FY 2017 $ 30,200.00 Other funding sources Total Project Cost: $ 297,038.02 Total LIA Expended to date: $ 113,968.60 Obligated $ 173,922.97 (Pedestrian Lighting)** Balance remaining: $ 9,146.45 ***

LIA Quarterly Expenditures (Current) List of tasks:

*Vision study budget was $30,000 Consultant expenditures $29,988.68 to complete project. Remaining budget $15,338.03 transferred from Visioning project to Implementation project. Transfer reviewed and approved by DOP. **Phase II Obligated through DOP authorization for installation of pedestrian lighting in the amount of $173,922.97. This amount includes estimate from Contractor for installation, BGE and DOT Maintenance. ***Any remaining balance in funds from the Dolfield Commercial Area Public Realm Landscape Plan Implementation projects will be returned to the Department of Planning for reallocation.

Supplemental information (pictures, etc.): Dolfield Commercial Area Public Realm Landscape Plan Implementation

PROJECT COMPLETE The planting of 16 Kwanza Cherry Trees on Dolfield Avenue completed April 29, 2015.

PROJECT COMPLETE

Installation bike racks on Dolfield Avenue - August 19, 2015.

PROJECT COMPLETE Installation of Planters on Dolfield Avenue - July 1, 2015.

Project Name: Dolfield Avenue/Cold Spring Lane Façade Improvement

Project Description: Funding for façade improvements.

Contact: David Garza Title: Economic Development Officer Agency/Department: Baltimore Development Corporation Telephone: 410-837-9305; 410-779-3851 (direct) Email: [email protected]

Previous updates: October – December 2017

Accomplishments: Phase II of the Dolfield commercial façade project is completed and final payment was made.

Challenges: Some of the merchants run 7 day operations and contractors could not complete security grate improvements. BDC *intervened and merchants cooperated by closing early on the weekend.

Progress this quarter: January – March 2018

Projected Timeframe: All phases is completed, 3519 & 3529 Dolfield Avenue

Next steps (specific actions planned): The project is 100% completed and no next steps.

Financial Summary Local Impact Aid (LIA):  FY 2013-14 $ 100,000 Total Project Cost: $100,000 (($9,000 architect, $90,852 Contractor) Total LIA Expended to date: $ 94,652 (inc.* overtime on phase II) Balance remaining: $ 0

Supplemental information (pictures, etc.):

Project Name: Luckman Park Improvements

Project Description: BCRP recently completed major renovations to Luckman Park. Funds will be used for a community-wide “Kick-Off” event to reopen the park and to provide additional site furnishings and signage.

Contact: Valerie McGuire Title: Design Supervisor Agency/Department: Baltimore City Recreation and Parks Telephone: 410-396-7948 Email: [email protected]

Progress this quarter: July - September 2018

Projected Timeframe:

Next steps (specific actions planned):

Financial Summary Local Impact Aid (LIA):  FY 2013-14 $ 25,000 Total Project Cost: $ 25,000 Total LIA Expended to date: $ 25,000 Balance remaining: $ 0

Supplemental information (pictures, etc.):

Project Name: CC Jackson Rec Center

Project Description: $700,000 in FY13 funding went toward the construction of the Youth Development Sport Complex (Phase I), a new 91,000 SF artificial turf sport playfield built in collaboration with the Cal Ripken Sr. Foundation. Additional funding of $400,000 was allocated in FY14 (Phase II) to be used toward athletic lighting and site improvements as part of the rec center expansion project.

Contact: Valerie McGuire Title: Design Supervisor Agency/Department: Baltimore City Recreation and Parks Telephone: 410-396-7948 Email: [email protected]

Progress this quarter: July - September 2018

Projected Timeframe: N/A

Next steps (specific actions planned): N/A

Financial Summary Local Impact Aid (LIA):  FY 2012 $ 270,000 (HCD – Land acquisition)  FY 2013-14 $ 1,100,000 Other Funding Sources:  City G.O. bonds $ 2,642,000  State $ 2,758,000  Ripken Foundation $ 600,000 Total Project Cost: $ 7,370,000 Total LIA Expended to date: $ 1,370,000 (land acquisition, Phase I, and rec center expansion) Balance remaining: $ 0

Supplemental information (pictures, etc.):

Project Summary: Planters in Western Run Park

Project Description: Funds will be used for general park beautification and bench and planter installation.

Contact: Valerie McGuire Title: Design Supervisor Agency/Department: Baltimore City Recreation and Parks Telephone: 410-396-7948 Email: [email protected]

Progress this quarter: July - September 2018

PROJECT COMPLETE!

Projected Timeframe: N/A

Next steps (specific actions planned): N/A

Financial Summary

Local Impact Aid (LIA) Funds:  FY 2013-14 $ 13,000 Total Project Cost: $ 13,000 Total LIA Expended to date: $ 13,000 Balance remaining: $ 0

Supplemental information (pictures, etc.):

Project Summary: Jones Falls Trail Amenities

Project Description: Funds will be used for benches and landscaping by the recently completed section of the Jones Falls Trail at Springarden and Tamarind.

Contact: Valerie McGuire Title: Design Supervisor Agency/Department: Baltimore City Recreation and Parks Telephone: 410-396-7948 Email: [email protected]

Progress this quarter: July - September 2018

Projected Timeframe: N/A

Next steps (specific actions planned): N/A

Financial Summary

Local Impact Aid (LIA) Funds:  FY 2013-14 $ 12,000 Total Project Cost: $ 12,000 Total LIA Expended to date: $ 11,250 Balance remaining: $ 750

Supplemental information (pictures, etc.):

Project Summary: Fencing along Springarden/Greenspring/Yellowwood (Coldspring Newtown)

Install ornamental fencing along Springarden Drive between Greenspring Avenue and Yellowwood Road.

Contact: Linda Taylor Newton Title: Project Manager Agency/Department: Transportation Telephone: 410-984-4092 Email: [email protected]

Activity this Period: July – September 2018

Fence installation completed in August 2015. PROJECT COMPLETE!

Next Steps:

Project Complete. No further activity required.

Financial Summary

Local Impact Aid (LIA) Funds:  FY 2013-14 $ 14,239 Total Project Cost: $ 22,150.07* LIA Expended this Quarter: $ 22,150.07 LIA Expended to Date: $ 22,150.07 Balance $ 0.00

*Project cost is updated to reflect design change and additional materials required to complete the project according to the new design. The deficit of $7,911.07 is to be covered by the excess for the Guardrails in Coldspring Newtown budget for the Coldspring Newtown Community.

Supplemental information (pictures, etc.): Fencing along Springarden/Greenspring/Yellowwood (Coldspring Newtown)

PROJECT COMPLETE

Installation of Fence completed in 2015.