n OPINION
ST. HOPE ’S DUAL APPROACH IN OAK PARK
CAN BE A MODEL FOR OTHER NONPROFITS
by Jake Mossawir
C
ities across the country struggle with how to revitalize his-
torically disenfranchised neighborhoods. An interesting
and successful model — using public education, economic
development and self-empowerment to drive change — has had
a profound impact on a local underserved community.
Oak Park, just southeast of downtown, is Sacramento’s
oldest neighborhood. In the early 1900s, it was a thriving com-
munity. The elimination of working class jobs from employers
like the Libby Cannery, which closed in 1982, left residents with
limited opportunities. The construction of Highway 99, the re-
moval of the 5th Avenue off-ramp and the elimination of the
streetcar that once connected Oak
Park to downtown also meant the
neighborhood was distanced from
the city’s core.
As a result, during the last cen-
tury Oak Park was one of the city’s
most crime-ridden, impoverished
communities and residents suf-
fered immensely from the infusion
of drugs, prostitution and violence.
Today, Oak Park is much differ-
ent. While the community wrestles
with new challenges in finding a
balance between old and new, it’s
a neighborhood on the rise. The
transformation has been fueled by
the efforts of several nonprofits and
elected officials’ calls for new strategies, such as making Oak
Park the first neighborhood to receive services from WayUp
Sacramento, Councilman Jay Schenirer’s community building
initiative.
One of those organizations is St. HOPE, founded 30 years ago
by Oak Park native, NBA player and future Sacramento Mayor
Kevin Johnson to help reduce long-time disparities in the neigh-
borhood. What started as an after-school program in 1989 has
grown into St. HOPE’s three-school public charter network that
serves predominantly African American and Latino students
from the neighborhood. The premise is that high-quality schools
with dynamic teachers and enriching programs can help boost
economic mobility for local children. For example, Sac High is
the highest performing high school in the state where African
American students make up at least 50 percent of the tested
student population.
We realized over time that to help bring real change, schools
can’t be islands of excellence within a larger community they
aren’t touching. Building upon the initial goal of using public char-
ter schools to close the achievement gap, St. HOPE is now a family
of nonprofits that functions as a community development corpora-
tion focused on both education and economic efforts to revitalize
the neighborhood.
Our business model generates revenue through real estate
development, investments and operating companies that over
the years has allowed us to scale our programs and increase
our impact. This strategy didn't happen overnight; it came
from taking a broader view of the community and ensuring
that our mission aligned with the neighborhood’s needs.
We brought in business in-
vestments and tenants that are
reflective and relevant to the
neighborhood and provide jobs,
housing options and enjoyable
amenities. Oak Park is home to
the 40 Acres Art & Cultural Center
that includes the Guild Theater
and Underground Books, one of
just 57 African American-operat-
ed bookstores in the nation. We
also have become partners with
College Track, Valley Vision and
the Sacramento Employment and
Training Agency, all similarly
focused on community improve-
ment initiatives.
According to a 2019 report prepared by the Tootelian Com-
pany for St. HOPE, the economic impact of St. HOPE is nearly
$5.7 million annually in Oak Park and more than $28.1 mil-
lion annually across the region when jobs, labor income and
indirect business tax revenue are factored in. Annually, nearly
390 jobs are created, which means more than $14.5 million in
additional labor income that can be spent by households each
year, and more than $1.5 million in indirect business taxes
are generated.
St. HOPE’s dual education and economic development
model also has allowed us to become a financially self-sustain-
ing nonprofit, eliminating our dependence on donations for
operational revenue for our economic development initiatives.
This is significant in Sacramento because our region has the
largest per capita number of nonprofits outside of Washington,
D.C., but there are no Fortune 500 companies headquartered
here. As many nonprofits know, fundraising is difficult when
there are limited philanthropic dollars.
Our business model generates revenue
through real estate development,
investments and operating companies.
... This strategy didn't happen
overnight; it came from taking a
broader view of the community and
ensuring that our mission aligned with
the neighborhood’s needs.
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comstocksmag.com | June 2019