Avondale's Quality of Life Movement

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AVONDALE QOL Avondale’s Quality of Life Movement

Approved by Avondale Community Council November 19, 2019 Approved by Cincinnati City Council January 23, 2020 The Avondale QOL was made possible by many Avondale residents, partners, and stakeholders. Special thanks to the following organizations:

Avondale Community Council Table of Contents

1 Acknowledgments

4 Executive Summary

7 Intro

15 Engagement

18 Data Snapshot

24 Vision

25 Recommendations

26 Goals

28 Increasing Safety

35 Sharing Success

43 Connecting Residents & Building Partnerships with Institutions 51 Improving Housing

58 Future Land Use

66 Recommendation Action Plan

91 Appendix Acknowledgments

Steering Committee Working Group

Arnessa Allen, Resident Leader Leadership Jennifer Foster, Resident Leader Henry Brown, Avondale Development Belinda Tubs Wallace, Principal, Rockdale Corporation Board Chair Academy Toni Selvy-Maddox, Resident Leader Yvonne Howard, Resident Leader Morag Adlon, Cincinnati Development Fund Reginald Harris, The Community Builders Mark Fisher, Cincinnati Zoo and Botanical Wade Johnston Tri-State Trails, Green Gardens Umbrella Steve Sherman, City of Cincinnati, Cincinnati Candra Evans, Greater Community Church Initiative to Reduce Violence (CIRV) Pastor Ron Evans, Greater Community Royce Sutton, Fifth Third Church Trudy Spalding, Resident Leader Audrey Scott, Resident Leader Noel Beyer, Neighborhood Allies Anita Brentley, Cincinnati Children’s Hospital Medical Center Brooke Duncan, Uptown Consortium Kristen Zook, Cincinnati Children’s Hospital Medical Center Lillian Carter, Cincinnati Public Schools Gloria Butler, Cincinnati Public Schools Linnea Gartin, ArtWorks Linda Thomas, Resident Leader

Avondale QOL Page 1 Working Group Planning Partners City of Cincinnati Elected City of Cincinnati Uptown Consortium Officials Departments Beth Robinson, President and John Cranley, Mayor Katherine Keough-Jurs, Director, CEO Christopher Smitherman, Vice Department of City Planning Franz Stansbury, Director of Real Mayor Philip Denning, Director, Estate and Development Tamaya Dennard, President Pro Department of Community and Brooke Duncan, Community Tem Economic Development Development Manager Greg Landsman, Council Member Stacey Hoffman, Senior City Planner, Department of City Avondale Development David Mann, Council Member Planning Corporation Amy Murray, Council Member Bob Bertsch, Economic Russell Hairston, Executive Jeff Pastor, Council Member Development Manager, Director Chris Seelbach, Council Member Department of Community and Maria Collins, Real Estate and Economic Development P.G. Sittenfeld, Council Member Community Development Roy Hackworth, Housing Manager Wendell Young, Council Member Manager, Department of Patrick Cartier, Community Cincinnati City Planning Community and Economic Engagement and Commission Development Communications Manager Byron Stallworth, Acting Chair Greg Koehler, Development April Gallelli, Community Officer, Department of Organizer and QOL Project Patrick A. Duhaney, City Manager Community and Economic Manager Christopher Smitherman, City Development Rafiq Jihad, Choice Community Council Member Joseph Malek, Development Organizer John Eby Officer, Department of Carolyn King, Executive Assistant Jake Samad Community and Economic Development Michael Cervay, Acting Director Anne Sesler of Business Operations and Real Estate

Community Building Institute Liz Blume, Executive Director Valerie Daley, Associate Director Chris Schadler, Senior Consultant Emma Shirey, Community Building Associate

Avondale QOL Page 2

Avondale’s Community Vision

Avondale is a proud, resilient community with a rich culture and history of African American change-makers and community-builders.

The community is safe and healthy, and everyone shares in its success. Families and individuals – young and old – are recognized as the backbone of the community, finding strength together, they are vested in Avondale’s bright future.

Avondale residents work together with community and institutional partners to build a safe, healthy, equitable neighborhood where all can prosper.

Avondale Quality of Life

In the fall of 2018, the Avondale Development Corporation launched its Quality of Life initiative. QOL is designed to capture residents’ visions for Avondale and turn those visions into achievable projects. In addition to street layouts and housing and retail needs, QOL has taken a broader look at the whole community – schools, parks, safety, organizing, social services and opportunities for economic advancement. Neighborhoods that have a strong plan are better able to realize their vision, rather than be swept along in development. This effort came at the perfect time for Avondale.

2019 and Moving Forward

After decades of neglect and disinvestment, Avondale has emerged as the City of Cincinnati’s hottest neighborhood. Avondale is on the cusp of a long-awaited revitalization, led largely by the growth of the Uptown Innovation Corridor. The Corridor, part of the Uptown Innovation District, is centered on the new, $110 million interchange at I-71 and Martin Luther King, Jr. Boulevard. The four Corridor quadrant areas at Reading Road and MLK Boulevard comprise 65 acres and 2 million square feet of redevelopment opportunity. When fully built-out, the Corridor will represent a total project investment of more than $3 billion and create 7,000 jobs. It will also bring new residents to Avondale and new economic opportunities to current Avondale residents and businesses.

We are excited about our progress and honored to be part of the team working for the betterment of our shared neighborhood through our Quality of Life Planning efforts.

Together, we can and will GROW Avondale!!

Sincerely,

Russell Hairston, Executive Director Henry Brown, Chairman Avondale Development Corporation Avondale Development Corporation Board of Trustees Executive Summary

The Avondale Quality of Life Movement engaged more than 250 residents and stakeholders beginning in the Fall of 2018 with a SWOT analysis of the neighborhood through one- on-one interviews. After a Kick-Off and Visioning Session in the winter of 2019, residents and stakeholders met in Working Groups for over 3 months to develop the goals and recommendations of the Avondale QOL. The Avondale community has undergone several past planning efforts, including several business district focused plans and urban renewal plans, along with the 2005 Avondale Vision Plan (led by the Avondale Community Council), but the Avondale Quality of Life (QOL) Movement plan will be the first comprehensive community plan that is approved by both the Avondale Community Council and City of Cincinnati Council. The QOL Movement focuses on four key theme areas that were identified as priorities in the SWOT assessment. The four areas include Increasing Safety, Sharing Success, Connecting Residents & Building Partnerships with Institutions, and Improving Housing. The recommendations and goals included in this QOL Movement were created by Working Groups led by residents and key community stakeholders, including representatives from schools, churches, community institutions, local development companies, law enforcement, and the local government. Recommendations are based on the SWOT analysis, community priorities, and relevant data. The goals for each Working Group are as follows:

Increasing Safety

Goal 1 Avondale’s youth and families are supported in and out of school by an extensive intergenerational network of Avondale residents and stakeholders. Goal 2 Avondale residents are engaged and actively participating in neighborhood safety. Goal 3 Avondale is a model for police community relations and is subsequently changing the perception of Avondale as an unsafe community for residents and those living outside of Avondale.

Avondale QOL Page 4 Sharing Success

Goal 4 Youth in Avondale are connected with education, employment, and career opportunities and resources that will lead to gainful employment and prepare the future generation for a competitive workforce. Goal 5 Avondale business districts are revitalized with service based and community serving businesses that support the health and vitality of the community. Goal 6 Residents have access to quality jobs at good local and regional businesses. Barriers to employment are addressed/removed. Goal 7 Entrepreneurs in Avondale have the platform to access the training and resources they need to successfully open and run strong, resident and black owned businesses.

Connecting Residents & Building Partnerships with Institutions Goal 8 Avondale is a place where residents know what’s going on, they feel connected with one another, and they get involved. Goal 9 Avondale’s block clubs and resident associations and other community groups and organizations share information, connect residents, build resident leadership, and help connect residents with the Avondale Community Council and community decision-making. Goal 10 Avondale residents are active participants and have a voice in the decisions made by Avondale institutions and businesses when they have a direct impact on residents. Goal 11 All Avondale stakeholders (including the Avondale Community Council, resident associations, community partners, and anchor institutions) work together to support implementation of the Avondale QOL.

Avondale QOL Page 5 Improving Housing

Goal 12 Revitalize Avondale with a diverse quality housing stock which meets the needs of existing seniors, owners and renters and attracts new residents. Goal 13 Create an education and advocacy curriculum to support the upward mobility and stability of our existing seniors, owners and renters.

More detailed strategies and action steps for the goals listed above are included in the Recommendation Action Plan section. The Action Plan section will act as a roadmap for implementation and includes key partners needed to support the implementation of each strategy, as well as a timeline and measures. The Avondale QOL Movement also includes Future Land Use recommendations, which should be used to guide future development in the community. The Avondale QOL Movement represents the collective vision of hundreds of Avondale residents who prioritized developing a vision for the future of their community and are committed to improving the quality of life in Avondale for current and future residents. The Avondale QOL Movement would not have been possible without the steadfast leadership of the Avondale Community Council (ACC). Patricia Milton, former President of the Avondale Community Council, led the council for over a decade with unwavering support for the Avondale community and provided strong commitment and guidance to this planning process. Sandra Jones Mitchell has participated in every step of this planning process, and as the new Community Council President, is committed to carrying the Avondale QOL towards implementation. The planning process was guided by a Steering Committee made up of leadership from the ACC, other resident leaders and stakeholders, as well as staff of the Avondale Development Corporation. Local Initiatives Support Corporation (LISC) Cincinnati provided generous funding support and staff expertise throughout the process. Cincinnati Children’s Hospital Medical Center was also a generous sponsor of this planning process. The Avondale Development Corporation staff and board, under the leadership of Chairman Henry Brown, were integral in ensuring every voice was invited to participate and is reflected in the resulting Avondale QOL. Staff from the City of Cincinnati and the Community Building Institute facilitated the planning process and provided technical assistance, along with helping to staff the Working Groups.

Avondale QOL Page 6 Intro

In 2019, the Avondale community sits at the confluence of pivotal investment and the threat of displacement of residents who have lived in the community for generations. Just a few miles north of downtown Cincinnati, the neighborhood of Avondale is centrally located on the east side of Cincinnati and in Uptown, a collection of neighborhoods that is home to one of the region’s largest employment centers. Avondale is one of the City’s predominately African American communities and is home to some of the most influential African American leaders in the region. That community has a diverse housing stock, with large historic homes throughout the community. Avondale also has dozens of large apartment buildings, many of which align the Reading Road corridor and others of which are scattered through the community. The communities aging housing stock has suffered from disinvestment, especially since the Great Recession of 2007-2009 and the housing crisis that followed, and the community seen a decline in population since 1990. As a result, Avondale currently has almost a 30% housing vacancy rate and only one out of every four occupied units are owner occupied (see Data Snapshot). Concerns about the quality and safety of rental units in the community are pervasive as many of the rental units are in severe disrepair. This reality highlights the challenges facing the community but also represents huge opportunities for the community and the institutions that live in it. The Avondale community is at a pivotal moment as it starts to see long-awaited, critical investment in the community. Avondale has a history of strong resident-led organization in the Avondale Community Council, a community-based development corporation in the Avondale Development Corporation, as well as large anchoring institutions, such as Cincinnati Children’s Medical Hospital and the Cincinnati Zoo and Botanical Gardens. The residents of Avondale have chosen not to be silent as they see change coming to their community. The Avondale Quality of Life Movement is a comprehensive, community plan of action that represents the community’s collective vision for the future of the Avondale community, which respects the history of the community, protects its long-time residents, and simultaneously welcomes new neighbors and supports forward growth. The Avondale Quality of Life Movement will be Avondale’s first comprehensive community plan approved by both the Avondale Community Council and the City of Cincinnati.

Avondale QOL Page 7 Avondale is home to a number of community assets and boasts a number of strengths. Avondale has strong educational assets within its borders, including two Cincinnati Public School Elementary schools, Rockdale Academy and South Avondale Elementary. Phoenix Community Learning Center is a charter school that serves students K-8 and has recently expanded to serve high school students. The community also has strong recreation assets including the Hirsch Recreation Center, which has recently undergoing an extensive renovation, and many parks, including Fleischmann Gardens where Avondale community leaders partnered with go Vibrant and ArtWorks to bring art and activities to the park through sidewalk art installations. The community has a robust trail network, which will eventually connect to the regional Wasson Way trails. The Avondale community is also home to dozens of churches, many of which are historic physical assets in the neighborhood. Strong non-profits including the Urban League of Greater Southwestern Ohio, the Avondale Branch Library, Gabriel’s Place, and the Cincinnati Zoo and Botanical Gardens, the second oldest zoo in the nation (and Voted Best Zoo in 2019) are anchoring assets in the neighborhood. The Avondale Community Council is a strong resident-led, civic organization that has been serving the community for over 30 years and whose mission is to “represent and promote the community of Avondale, providing the leadership, direction and support for a safe, attractive, healthy, politically and economically viable community.” The Avondale Development Corporation (ADC) leads residential and economic development initiatives and works collaboratively to address priorities that promote the well-being of Avondale residents. Avondale has experienced tremendous growth, especially over the past ten years. Awarded in 2013, a $29.5 million Choice Neighborhoods grant spurred revitalization along the Reading Road corridor with 200 new and renovated housing units in previously abandoned or distressed apartment buildings on the Reading Road corridor. The Choice grant also transformed the Town Center with 119 new mixed-income housing units and 75,000 square feet of new retail, a new Avondale Business Center, and free community Wi-Fi. The first new urban highway interchange in the City of Cincinnati in decades – the Interstate 71 Martin Luther King Drive interchange – opened in 2017. In 2018, the Neighborhood Enhancement Program (NEP) brought a month and a half long program focused on targeted code enforcement and blight removal, including targeted enforcement of crime hotspots to Avondale. The NEP process was also a motivator for taking on this comprehensive community planning process. The largest single development project in decades, the Cincinnati Children’s Hospital Medical Center critical care expansion, is currently under construction. The emerging Uptown Innovation Corridor at the intersection of Reading Road and Martin Luther King Drive, which will bring millions of dollars of investment into a number of mixed- use projects. Uptown Consortium is working with partners to bring new office, retail, and residential development to Burnet Avenue. For over a decade, several key community partners including the Avondale Community Council, Local Initiatives Support Corporation (LISC), Cincinnati Children’s Hospital Medical Center, the Cincinnati Zoo and Botanical Gardens, and the Health Alliance have been working collaboratively to address the effects of decades of disinvestment along Burnet Avenue.

Avondale QOL Page 8 The investments listed are just some of the many physical investments that have been made recently in Avondale. See Recent Community Investments for more information on these and other recent investment. The plan that follows is intended to guide the residents, institutions, and businesses through these next transformative years in a way that maximizes new investment and protects current residents, while maintaining the character and integrity of the community for future generations.

Avondale QOL Page 9 Recent Community Investments According to the Cincinnati Business Courier Crane Watch (as of July 29, 2019), just under $1.5 billion dollars of investment in projects currently under construction or proposed in Avondale.

Avondale Town Center Dream Campus 3529 Reading Road 3202 Reading Road A large-scale mixed-use development A mixed-use development that would that includes multifamily residential and combine faith, education, health innovation commercial space. and technology in the spirit of Dr. Martin Owner/Developer: Community Builders Inc. Luther King Jr. Cost: $29,500,000 Owner/Developer: Community Dream Development Corp. Status: Under Construction/ Estimated Completion: Q3, 2019 Cost: $40,000,000 [Additional information provided by the 2018 Status: Proposed/ Estimated Completion: Avondale Choice Neighborhood Community N/A Report: The Avondale Town Center brings two new mixed-use buildings and the The Node rehabilitation of a third commercial building, Northeast corner of Reading Road and Martin with 75,000 square feet of commercial space Luther King Drive and 119 units of mixed-income housing. There A roughly 20-acre, urban, mixed-use will be a vibrant mix of new and existing development that would include office, businesses on the ground floors with a grocery research, hotel, retail, apartments and store, health center and retail amenities. parking. The first phase will start with In addition, construction of the new center 130,000 square feet of research/office space, includes robust commitments to economic a 160-room class A hotel, 180 multifamily inclusion and hiring from the Avondale residential units and up to 10,000 square feet community. ($43 million)] of retail and restaurant space. Owner/Developer: MLK Investors I LLC Cost: $500,000,000 Status: Proposed/ Estimated Completion: Q3, 2021 (Phase I)

Avondale QOL Page 10 Uptown Gateway Ronald McDonald House Expansion 635 Melish Place 341 Erkenbrecher Ave. A huge, high-density, urban-style Ronald McDonald House Charities of Greater development that could be home to 450,000 Cincinnati is working on an expansion square feet of office space, a 200-room hotel that will more than double the size of its and retail space above a 1,200-space parking operations to 177 suites. garage. Owner/Developer: Ronald McDonald House Owner/Developer: Terrex Development & Charities of Greater Cincinnati Construction/Messer Construction Cost: $42,000,000 Cost: $150,000,000 Status: Under Construction/ Estimated Status: Under Construction/ Estimated Completion: Q1, 2020 Completion: Q4, 2021

Vernon Manor II Vernon Place The office and garage project next to the historic Vernon Manor will include 146,000 square feet of office space for Cincinnati Children’s Hospital and about 1,000 parking spaces. Owner/Developer: Al Neyer Cost: $41,000,000/ Status: Completed (Q1, 2018)

Cincinnati Children’s Critical Care Building Erkenbrecher Avenue Cincinnati Children’s Hospital Medical Center is building a 606,000-square-foot Critical Care Building on its campus in Avondale. Owner/Developer: Cincinnati Children’s Hospital Medical Center Cost: $650,000,000 Status: Under Construction/ Estimated Completion: Q4, 2021

Avondale QOL Page 11 The 2018 Avondale Choice Neighborhood Community Report from the Community Builders (TCB) outlines additional $53.4 million in housing and neighborhood investment that has been leveraged through a federal Choice Neighborhoods fund: The Pointes at Avondale Gabriel’s Place Urban Agricultural The Pointes at Avondale incorporates Education nine previously distressed or abandoned Gabriel’s Place is based on a seed to table apartment buildings on the Reading Road approach, offering Avondale residents corridor in the heart of Avondale, restoring gardening resources, cooking classes and a 140 subsidized apartments and adding 60 free weekly community meal. The program new apartments to the area. also provides environmental sustainability Cost: $51,800,000 education and Marketplace, a fresh food retailer. Avondale Business Center Cost: $90,000 Owned and developed by the Avondale Community Council, the business center is Building Acquisitions Partnership the organization’s headquarters and income- TCB and Uptown Consortium, Inc. partnered producing commercial office space—that to acquire a dozen blighted properties in includes TCB and Avondale Development Avondale for improvement or development. Corporation among its tenants. This investment leverages and extends $30 Cost: $1,600,000 million of site assembly coordinated by Uptown over the past five years. Avondale Wi-Fi Cost: $750,000 The Avondale Community Wi-Fi network is free to neighborhood residents and visitors. The Community Builders, Avondale Development Corporation, and Powernet developed the network to support revitalization of the neighborhood, improve the quality of life, and attract future business to the Avondale area. A second phase will bring free wireless broadband into all Choice apartment homes. Cost: $100,000

Avondale QOL Page 12 Previous City-Approved Plan There are six plans for Avondale that have The Avondale QOL Movement also been approved by the City: supports the Critical Success Factors identified in theCorridor Study (2014), »» 2014: Uptown - Martin Luther King/ Reading Road Corridor Study especially the following: »» 2006: Burnet Avenue Urban Renewal »» “Create value and facilitate connections.” Plan »» “Create a unique, walkable environment »» 1990: Uptown Comprehensive along the corridor that will make the area Development Plan less auto-oriented.” »» 1985: UC Medical Center Master Plan »» “Identify the diverse existing population and Facility Plan that will be impacted, recognizing the »» 1982: Avondale - Corryville Urban prevalence of underserved populations.” Renewal Plan »» “Showcase existing businesses with an »» 1981: Burnet Avenue Business District innovative marketing strategy. The city Plan should prioritize promoting existing local businesses by exploring for ways to help small businesses grow by promoting The Avondale QOL Movement is consistent them to Cincinnati residents and in the with the Uptown-Martin Luther King/ media.” Reading Road Corridor Study (2014) »» “Promote entrepreneurship through guiding principles, especially the following: incubation.” »» “Improve pedestrian and bicycle »» “Promote a workforce pipeline per the connectivity with the public spaces model case study EBDI (East Baltimore along and across the MLK and Reading Development, Inc.), to connect at-need Corridors.” The Avondale QOL Movement residents with the increased volume also support extending these pedestrian of employment and educational and bicycle connections beyond opportunities.” the Innovation Corridor throughout Avondale, especially through existing The Avondale QOL Movement Future and proposed trail and biking facilities Land Use Map supports the diversity of uses as part of the CROWN (Cincinnati Riding envisioned by the Corridor Study (2014). or Walking Network) transportation network.” The Avondale QOL Movement is also »» “Increase pedestrian accessibility and consistent with the recommendations from visual connection to actively used the Burnet Avenue Urban Renewal Plan open spaces to foster collegiality and (2006) that support mixed-use development neighborhood connections.” focused along the Burnet Avenue corridor »» “Stabilize existing housing fabric and just south of Forest Avenue and additional Neighborhood Business Districts with support for the residential area of the appropriately scaled residential infill to neighborhood west of Burnet Avenue increase connectivity to and around the between Forest Avenue and Erkenbrecher Uptown.” Avenue. »» “Improve access to the Uptown through transit coordination.”

Avondale QOL Page 13 Avondale Vision Plan The Avondale Vision Plan was developed by the Avondale Vision Planning Task Force, a group formed by the Avondale Community Council to develop a vision for Avondale and a mission and actions for the community council in the 1990s. In many ways, the Avondale QOL Movement builds upon the work of the Vision Plan. The priorities of both are similar: Economic Development, Housing, Human Services, Land Use/Zoning. In 2018 and 2019, the Avondale QOL Movement engaged resident, partner, and stakeholder input to update these goals and strategies for the next 10 years. The Avondale Community Council remains a key implementation partner in the Recommendation Action Plan included in the Avondale QOL.

Avondale QOL Page 14 Engagement

In the Fall of 2018, Avondale residents along with leaders of community-based organizations, business leaders and stakeholders from Avondale based institutions came together to the launch the Avondale Quality of Life (QOL) Movement. Under the leadership of the Avondale Development Corporation (ADC) and the Avondale Community Council (ACC), the QOL Movement was designed to capture and harness residents’ collective vision for the future of Avondale. The QOL Movement was led by a Steering Committee of strong community leaders and community stakeholders.

Surveys and Interviews The planning process began with a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis of the neighborhood. Resident leaders were trained by Local Initiatives Support Corporation (LISC) consultant, Jim Capraro, and conducted the assessment, engaging over 230 residents and stakeholders in one-on-one interviews. Five initial themes came out of the SWOT assessment: Enhance Safety, Sharing Success, Finding Strength Together, Strengthening Partnerships (community-institutional), and Housing/Shaping the Future. These themes and subsequent priorities provided the foundation for the plan recommendations.

Kick-off and Vision Setting On February 13, 2019, over 100 residents and stakeholders came together for a QOL Kick- Off and Visioning Session. Resident leaders introduced the five major themes that came out of the SWOT assessment. Jim Capraro facilitated the Visioning Session in which residents imagined a future scenario and worked toward developing a shared vision for the community. The QOL Kick-Off meeting concluded with a mapping exercise that asked residents and stakeholders to identify their place in the community, what they are proud of in Avondale, areas in the community that need help, and areas of opportunity. See map on following page. This feedback laid the foundation for the Future Land Use Map. At the conclusion, those in attendance were asked to sign up for a Working Group to help develop goals and strategies around each theme.

Avondale QOL Page 15 Mapping Exercise Feedback from Kick-Off and Visioning Session

Avondale QOL Page 16 Working Groups On April 1, 2019, residents and stakeholders reconvened to identify priority topics for the QOL plan and confirm which topics had the most energy and support. Based on the feedback from the Kick- Off and Visioning Session, the five theme areas were condensed to four theme areas: Increasing Safety, Sharing Success, Connecting Residents & Building Partnerships with Institutions, and Improving Housing. Residents and stakeholders selected one of the four themes and met in Working Groups from April to the end of July in 2019. Each of the Working groups set goals based on the priorities under each theme and then worked to develop strategies. The Working Groups used the following process to develop recommendations: establish priorities, identify goals, identify and connect to assets and strengths in Avondale, gather data, research best practices, explore alternatives, and develop strategies.

Open House In October 2019, the recommendations included in the Avondale QOL Movement were shared by Working Group leadership and Steering Committee members at an Open House prior to the monthly Avondale Community Council meeting.

Community Approval The resulting Avondale QOL Movement represents a comprehensive, resident-led vision for the future of the Avondale community and outlines the strategies needed to achieve that vision. Residents, community-based organizations, institutional partners, and stakeholders should use the recommendations in the Avondale QOL as a guide for decision-making and development over the next five to ten years. The Avondale QOL is the first comprehensive community plan in Avondale’s history to include a range of goals, strategies, and a Future Land Use Map approved by both the Avondale Community Council and the City of Cincinnati. Recent physical development in Avondale has not had the benefit of the clear community vision presented in theQOL . The clarity of the community’s vision is especially important as the trend of increased physical development continues. Now the Avondale QOL goals, strategies, and Future Land Use map can inform future development decisions as institutions and partners continue to expand their physical and socio-economic footprint in Avondale so that growth is done in a way that is consistent and supportive of the community’s vision. Lead organizations like the Avondale Development Corporation and the Avondale Community Council will also use the QOL as a guide for holding developers and other community partners accountable for supporting the implementation of the Avondale QOL Movement and for aligning development projects and programs with the collective vision and goals outlined in the Avondale QOL Movement. The Avondale QOL Movement was approved by the Avondale Community Council in November 2019.

Avondale QOL Page 17 Data Snapshot

Population

Population Change The most recent total population for Avondale is 12,043 according to 2013-17 5-year American Community Survey estimates. In the ten years between 2000 and 2010, Avondale lost nearly a quarter of its residents (between 2000 and 2010, the population decreased by 3,832 from 16,298 to 12,466). Between 2010 and 2017 there was only a slight population loss of approximately 400 residents. As the population has decreased over the past three decades, the number of residents that were economically self-sufficient (with an income above 200% of poverty) also decreased, and the number of people living below the poverty level increased. In 1990, there were nearly 6,000 residents that were self-sufficient. In 2017, that number was down to just under 3,300. In 2017, it was estimated that 5,824 residents in Avondale live below the poverty level.

Population 0 5,000 10,000 15,000 20,000

1990 40% 25% 34% People Below Poverty Level Year

2000 38% 24% 38% People at 100% - 200% of Poverty Level 2010 44% 22% 34% People at 200% and above 2017 51% 21% 29% the Poverty Level

Data Sources: U.S. Census 2013 - 2017 American Community Survey 5-year Estimates, U.S. Census DC 1990, 2000, 2010 (pulled from mySidewalk, compiled by the Community Building Institute); Cincinnati Multiple Listing Service (home sales); Affordability Source: U.S. Department of Housing and Urban Development (HUD) and the U.S. Department of Transportation (DOT): Location Affordability Portal, Version 2: Location Affordability Index.

Avondale QOL Page 18 Race and Ethnicity Avondale remains a predominantly African American neighborhood. 85% of Avondale’s population is Black. The number of Whites remained about the same between 1990 and 2017, but with a decrease in community population, Whites now account for just over 10 percent of Avondale’s population.

Population 0 5,000 10,000 15,000 20,000

1990 92% Black Year

White 2000 91% Hispanic or Latino

2010 89%

2017 85%

Age

The median age in Avondale is 35. This is slightly older than Cincinnati’s median age of 32. Avondale has a decreasing number and share of children, young adults between the ages of 25 and 35, and seniors.

Population 0 5,000 10,000 15,000 20,000

Under 5 1990 4,197 2,841 2,169 3,206 Year 5 - 19 20 - 24 2000 4,034 1,848 2,362 2,373 25 - 34 35 - 44 2010 2,693 1,470 1,310 1,531 45 - 54 55 - 64 2017 2,602 1,795 1,059 1,492 65 and over

Avondale QOL Page 19 Mobility More than half of Avondale households moved into their current unit less than 10 years ago. This could include a household moving from one unit in the community to another unit in the community.

2,500

2,000 38% Householder 1,500 26% 1,000

500 15% 9% 7% 5% 0 Moved in Moved in Moved in Moved in Moved in Moved in 1979 or 1980 to 1990 to 2000 to 2010 to 2015 or Earlier 1989 1999 2009 2014 later

Households and Families Avondale has a total of 5,423 households. More than half of Avondale’s households are a single person living alone (2,955). There are roughly the same number of households made up of a single mom with children and a household with related family members living together (for example, a grandma with grandchildren).

Single Person Living Alone 2,955 Other Non-Family

unrelated households individuals) Non-Family one person or

(households with (households Married Couple with Children Single Female with 951 962 Children Family related

individuals) Single Male with

(households with Children 0 500 1,000 1,500 2,000 2,500 3,000 3,500 Other Family 2017 Households households

Avondale QOL Page 20 Housing The significant population decrease, especially between 2000 and 2010, has resulted in a very high vacancy rate in Avondale of 28%: 2,101 of Avondale’s 7,524 housing units are vacant. The median building year is 1950. Additional housing data can be found in the Appendix. 7,524 Housing Units 5,423 Occupied Units 25% Owner-occupied 75% Renter-occupied 2,101 Vacant Units

Avondale was hit especially hard by The Great Recession of 2007 to 2009, and the associated housing crisis. According to After the Crash: The Lingering Results of the Foreclosure Crisis in our Communities (2014) report by Working in Neighborhoods, between 2006 and 2014, there were a total of 471 completed foreclosures in Avondale, ranking sixth in the City of Cincinnati. Occupied Units Detached single-family homes have the highest occupancy rate of any type of housing unit (86% occupancy rate). Single-family homes are more likely to be owned than rented: 66% are owner-occupied, while only 34% are renter-occupied.

Vacant Units Units in buildings with two units and 3 to 4 units had the highest vacancy rates (39% vacancy rate for each). With just these two building sizes, there were approximately 940 vacant units. There were an additional 475 vacant units in buildings with 5 to 19 units. The total number of vacant units has increased steadily from 1990.

Housing Units (% = % of total occupied units) 0 2,000 4,000 6,000 8,000 10,000

1990 23% 77% Owner-occupied Year housing units 2000 24% 76% Renter-occupied housing units 2010 24% 76% Vacant units 2017 25% 75%

Avondale QOL Page 21 Median Sale Price The median sale price of all single-family and condo units in Avondale was $135,000 in 2018, with a total of 74 sales.

$180,000 $180,000 $180,000 2014 2014 2014 $155,000 $155,000 $155,000 $160,000 $160,000 $160,000 $135,000 $135,000 $135,000 $140,000 $140,000 $140,000 2015 2015 2015 $120,000 $120,000 $120,000 $115,000 $115,000 $115,000 Median Sale Price Sale Median Price Sale Median Price Sale Median $102,000 $102,000 $102,000 $100,000 $100,000 $100,000 2016 2016 2016

$80,000 $80,000 $80,000 $62,500 $62,500 $62,500 2017 2017 2017 $60,000 $60,000 $60,000

$40,000 $40,000 $40,000 2018 2018 2018 $19,620 $19,620 $19,620 $20,000 $20,000 $20,000

$0 $0 $0 2017 Median2017 Median2017 Median Avondale Avondale Avondale Household IncomeHouseholdHousehold Income Income

Affordability Families with lower incomes were more likely to spend more of their income on housing. For median income families in Avondale, about 24% of income was spent on housing costs while low income individuals spent 67% of income on housing. Renters in Avondale were twice as likely to be cost-burdened as owners: 45% of 4,077 renters were cost-burdened while only 21% of 1,346 owners were cost burdened. Based on an analysis completed by the Community Building Institute, there are approximately 2,175 low-income renter households and 925 low-income owner households living in unsubsidized housing units. Theses households may be at risk for displacement as the housing market in Avondale improves. There are an additional 600 units that were subsidized, like those units in buildings owned or managed by the Cincinnati Metropolitan Housing Authority (CMHA).

Income Median household income in Avondale was $19,620. In the City of Cincinnati, the median household income was $36,429. Nearly one-third of Avondale’s households had an income of $10,000 or less (32%, 1,737 households). Nearly two-thirds of Avondale’s households had an income of $24,999 or less (61%, 3,282 households).

Avondale QOL Page 22 Education The following chart shows the highest educational attainment in 2017 for Avondale residents 25 years and over. Nearly 1,700 adults over 25 in Avondale (or more than one in five adults) do not have a high school diploma, and nearly 500 of those without a high school diploma have less than a 9th grade education. A third of Avondale adults over 25 have a high school diploma (34%), and just over one in five have completed some college.

Highest Educational Attainment for 2017 Population 25 Years and Over 2,000 0 2,000 4,000 6,000 8,000

1,170 1,000 Population

Year 2017 1,170 2,576 1,618 693 483 0 25 Years and Over 2017 Less than 9th Grade 9th to 12th Grade, No Diploma 9th to 12th Grade, High School Diploma No Diploma Some College Less than 9th Grade Associates Degree Bachelor's Degree Graduate Degree

Comparing educational attainment in Avondale with the City of Cincinnati’s, Avondale has a higher percentage of adults over 25 that have less than a high school degree. Avondale also has a higher percentage with just a high school diploma (34% in Avon- dale; 25% in Cincinnati). Avondale has a lower percentage with a Bachelor’s Degree (9% in Avondale; 20% in Cincinnati) and Graduate Degree (6% in Avondale; 15% in Cincinna-

Additional data that helps establish context for the themes of Increasing Safety, Sharing Success, Connecting Residents & Building Partnerships with Institutions, and Improving Housing is provided in each Working Group Recommendation chapter.

Avondale QOL Page 23 Vision

Avondale is a proud, resilient community with a rich culture and history of African American change- makers and community-builders. The community is safe and healthy, and everyone shares in its success. Families and individuals – young and old – are recognized as the backbone of the community, finding strength together, they are vested in Avondale’s bright future. Avondale residents work together with community and institutional partners to build a safe, healthy, equitable neighborhood where all can prosper.

Avondale QOL Page 24 Recommendations The goals of the Avondale QOL are aspirational. They are what the community wants to see happen in the next five or ten years.

Taken together, the recommendations are the top priorities for the community and should guide the collective work of Avondale organizations, institutions, and partners.

Recommendations include a set of goals, strategies, and action steps for each Working Group and a Future Land Use Map to guide future land use and zoning decisions.

Avondale QOL Page 25 Goals

Increasing Safety

Goal 1 Avondale’s youth and families are supported in and out of school by an extensive intergenerational network of Avondale residents and stakeholders.

Goal 2 Avondale residents are engaged and actively participating in neighborhood safety.

Goal 3 Avondale is a model for police community relations and is subsequently changing the perception of Avondale as an unsafe community for residents and those living outside of Avondale.

Sharing Success

Goal 5 Avondale business districts are revitalized with service based and community serving businesses that support the health and vitality of the community.

Goal 6 Residents have access to quality jobs at good local and regional businesses. Barriers to employment are addressed/ removed.

Goal 7 Entrepreneurs in Avondale have the platform to access the training and resources they need to successfully open and run strong, resident and black owned businesses.

Avondale QOL Page 26 Connecting Residents & Building Partnerships with Institutions

Goal 8 Avondale is a place where residents know what’s going on, they feel connected with one another, and they get involved.

Goal 9 Avondale’s block clubs and resident associations and other community groups and organizations share information, connect residents, build resident leadership, and help connect residents with the Avondale Community Council and community decision-making.

Goal 10 Avondale residents are active participants and have a voice in the decisions made by Avondale institutions and businesses when they have a direct impact on residents.

Goal 11 All Avondale stakeholders (including the Avondale Community Council, resident associations, community partners, and anchor institutions) work together to support implementation of the Avondale QOL.

Improving Housing

Goal 12 Revitalize Avondale with a diverse quality housing stock which meets the needs of existing seniors, owners and renters and attracts new residents.

Goal 13 Create an education and advocacy curriculum to support the upward mobility and stability of our existing seniors, owners and renters.

Avondale QOL Page 27 Increasing Safety

Avondale QOL Page 28 Summary

The following is a summary of feedback pertaining to safety from the SWOT Analysis conducted through resident, partner, and stakeholder interviews and surveys in 2018. This feedback was used to develop the four Avondale QOL themes: Residents in Avondale are concerned Despite the multiple resources for children about the safety and wellbeing of the to engage, there is notable concern over community. Open air drug trafficking is youth with nothing to do but hang out prevalent throughout Avondale. Residents in the streets. Residents state a need for in senior buildings describe the “dope organizations to research the reasons boys” occupying the entry ways, and even children are not engaging and provide some apartments in the buildings. Large alternatives to existing activities. There is numbers of youth gather and loiter in the opportunity to increased engagement of areas where this activity occurs. Street fights youth through sports that are not offered are pervasive throughout the community. and engagement through the arts. Residents describe people getting “jumped” Residents describe a strained relationship and several people “jumping in” on fights. with the police as well as fear of retaliation Many residents who are not engaged in the if they report crime. To that end they have fighting gather to watch. formed a coalition to address this issue and Residents shared that often no one calls the issues described above. Community the police except for one or two people; members and stakeholders have partnered some state that they don’t call because the with CPD in a “Good Guy Loitering” plan. police do not show up. Gun fire is a recurrent They have further attended two meetings theme, people reporting hearing shots go with Captain Mack, the District Captain in off in several areas of the neighborhood, Avondale, and stakeholders who provide sometimes several times a night. Residents mental health, substance abuse and criminal further report that they have witnessed justice information and intervention. Captain young men pointing to their guns and Mack has additionally provided the contact showing off the fact that they are carrying information for the District 4 second shift weapons. supervisor to residents. Increasing Safety Increasing

Avondale QOL Page 29 Priority Topics

Topics are ranked in order of priority based on feedback from the April 1, 2019 Working Group meeting. Topics emerged from surveys conducted in 2018 unless otherwise noted. Bolded topics were identified as the top priorities by each Working Group. These topics are the basis for Avondale QOL recommendations. »» Drug activity/sales »» Fear of retaliation »» Parents (added 4/1/19) »» Prostitution »» Poor police presence and lack of trust »» Pedestrian safety »» Disorderly youth »» Bullying and intimidation »» Gun violence »» Feelings of being helpless »» Unaccompanied very young children »» Robberies »» Night activity on streets and corners »» Street fights

Relevant Data

The following data is from CincyInsights, the City of Cincinnati’s online data portal. Additional data is included in the Appendix. 15,721 Calls for Cincinnati Police Department (CPD) service in 2018 Calls for The data does not include crime data/case records, arrest information, Service final case determination, or any other incident outcome data. In 2018, there were an average of 1,310 calls per month in Avondale. 1,314 Crimes reported by the Cincinnati Police Department (CPD) in 2018 Crimes Crimes are reported by CPD through the Records Management System that stores agency-wide data about law enforcement operations. 115 of those crimes in 2018 were violent (Part 1) including homicide, rape, robbery, and aggravated assault. Of the 703 crimes with a suspect, 101 of the suspects (or 13%) have been under the age of 18. 40 17 Total shooting victims in 2018 Shooting 4 of the shootings in 2018 were fatal. Victims 23 Total shooting victims in 2019 (as of October 3, 2019) 3 murders in 2019 between January 1, 2019 and September 30, 2019. Increasing Safety Increasing

Avondale QOL Page 30 Key Partners

These are the partners and potential partners who can support implementation of Increasing Safety recommendations. Partners are listed in no particular order.

»» Avondale Branch Library »» Resident Safety Team »» Avondale Resident Liaisons »» Youth »» Lighthouse Youth Services »» Residents »» Neighborhood Allies »» Media »» Avondale Development »» Local businesses and Corporation business owners »» Urban League »» Landlords including The Community Builders (TCB), »» Gabriel’s Place Related Affordable, and the »» Schools Cincinnati Metropolitan Housing Authority (CMHA) »» Churches and Local Clergy »» Juvenile Court »» Cincinnati Works »» Cincinnati Initiative to Reduce »» Cincinnati Recreation Violence (CIRV) Commission »» Beech Acres »» Avondale Community Council »» Mayo Homes »» Cincinnati Children’s Hospital »» Developers »» Greater Cincinnati Behavioral Health Center »» Hamilton County Office of Reentry »» UC Behavioral Health Center »» Hamilton County Job and »» Mayerson Center Family Services »» Interact for Health »» Serving Older Adults Through Changing Times »» Cincinnati Zoo »» Freestore Foodbank »» Cincinnati Police Department (CPD) »» Youth Safety Team Increasing Safety Increasing

Avondale QOL Page 31 Goal 1 Avondale’s youth and families are supported in and out of school by an extensive intergenerational network of Avondale residents and stakeholders.

Strategies

Strategies were developed by the Increasing Safety Working Group. These are the actions needed to accomplish the goal:

»» Strategy 1.A Establish a Facebook page with »» Strategy 1.F Community leaders and a network of contact information for safe school administration work with first places, safe adults and resources for youth. responders to institute a “Handle With Care” policy for children who are impacted by »» Strategy 1.B Hold a series of Mixers where traumatic events in the neighborhood. youth can meet responsible caring adults. »» Strategy 1.G Mental Health organizations »» Strategy 1.C Connect youth to entrepreneurs placing individuals receiving mental health and college/military/apprenticeship recruiters services partner with landlords and law through a series of Lunch and Learns/ enforcement to ensure services are in place seminars. and provided for each of these residents. »» Strategy 1.D Host a series of Pop Up No more dumping of residents in need of “Elementz” events. mental health services. »» Strategy 1.E Establish an expanded version of “Elementz” or Lighthouse Drop-In Center to include on-site counselors, service providers, and mentors as well as a food, clothing, and hygiene bank.

Please note: Additional information, including action steps (if available), timeframes, Safety Increasing responsible parties, key partners, and outcomes for each Strategy, are included in Recommendation Action Plan.

Avondale QOL Page 32 Goal 2 Avondale residents are engaged and actively participating in neighborhood safety.

Strategies

Strategies were developed by the Increasing Safety Working Group. These are the actions needed to accomplish the goal:

»» Strategy 2.A Host a series of focus groups between residents and police. »» Strategy 2.B Community Police Academy and Ride Alongs with CPD. »» Strategy 2.C Avondale resident leaders, liaisons and stakeholders on the frontline are trauma informed and able to identify mental health crisis and respond with appropriate actions, referrals or interventions. »» Strategy 2.D Adults, parents and stakeholders are promoting a sense of neighborhood and ethnic pride, and a shift from residents being subject to the drug culture, to the promotion and strengthening of the positive aspects of the Avondale/ African American Culture. »» Strategy 2.E Residents work with community leaders to establish an agreement with current and potential landlords that rental complexes with 20 units or more employ full time onsite management.

Avondale QOL Page 33 Goal 3 Avondale is a model for police community relations and is subsequently changing the perception of Avondale as an unsafe community for residents and those living outside of Avondale.

Strategies

Strategies were developed by the Increasing Safety Working Group. These are the actions needed to accomplish the goal:

»» Strategy 3.A Host a Civilian Police Academy. »» Strategy 3.F Share and educate the community on Crime Prevention by »» Strategy 3.B Locate Neighborhood Environmental Design (CPTED) techniques to Substations within Avondale. promote security and well-being for residents »» Strategy 3.C Hold Neighborhood Roll Calls while discouraging criminal behavior. where Avondale residents who are under court »» Strategy 3.G District 4 Officers are trauma supervision, diversion, parole, or probation are informed and supported by resident liaisons called in front of community members to hear and stakeholders in addressing mental health about charges. Residents can discuss impacts crisis in the community. on the neighborhood and ways for offenders to make amends for their actions. »» Strategy 3.H District 4 Officers are included in neighborhood Community Engagement events »» Strategy 3.D Coordinate meetings with and activities. police, business owners, landlords and clergy. »» Strategy 3.E Hold Door Knock Campaigns where a multi-disciplinary group of resident leaders, service providers, mental health professionals and CPD visit the homes of youth who have had contact with the law or gang affiliation to offer support to the entire family.

Avondale QOL Page 34 Sharing Success

Avondale QOL Page 35 Summary

The following is a summary of feedback pertaining to resident connections and engagement, communication, and the role of community partnerships from the SWOT Analysis conducted through resident, partner, and stakeholder interviews and surveys in 2018. This feedback was used to develop the four Avondale QOL themes: Residents are hopeful that current By and large residents shared that they development will provide increased welcome the opportunity to contribute opportunities for access to employment, to and benefit from the development in training, housing and recreational Avondale. Residents value the central opportunities. Residents are aware location of Avondale and there are several of the need for better education and institutions that they believe provide value training to prepare for potential job in the neighborhood, among them are: The opportunities. Some residents are Avondale Branch Library, Gabriel’s Place, hopeful that apprenticeships and training The Urban League, Hirsch Recreation Center, through Uptown, The Town Centre and Avondale Development Corporation, the the Urban League are accessible for them Avondale Community Council, and Churches. however there is a need for stakeholders Stakeholders might look to partnering with to better communicate job availability and these organizations for ideas on how to requirements. There is a concern that the connect with the community. new job opportunities will not be for the People are hopeful about the potential for Avondale residents but rather for people new employment and training. Residents coming in from the outside. expressed that they remain hopeful that There is an opportunity for stakeholders to Children’s, Uptown and the Town Centre will work with residents to develop a deeper provide opportunities for them to access understanding of the various barriers many employment and training opportunities. residents encounter when attempting to People see a place for small business and access opportunities. Residents further recreational opportunities in the community relate a desire to develop and maintain and express a desire for a chance to pitch “Black Owned” or locally owned businesses their ideas to developers and stake holders. in Avondale. Sharing Success Sharing

Avondale QOL Page 36 Priority Topics

Topics are ranked in order of priority based on feedback from the April 1, 2019 Working Group meeting. Topics emerged from surveys conducted in 2018 unless otherwise noted. Bolded topics were identified as the top priorities by each Working Group. These topics are the basis for Avondale QOL recommendations. »» Black-owned businesses »» Mental health resources »» Local employment opportunities »» Local businesses »» Workforce and job training »» Food security »» Sharing/communicating resources, »» Recreation spaces programs, and opportunities more effectively between partners (added »» Entertainment options 4/1/19) »» Local high school education »» High quality education »» Diverse health and wellness programs »» Youth engagement programs »» Access to healthcare

Relevant Data

The following data is from the 2017 Place Matters Social Capital Survey, U.S. Census 2013- 2017 American Community Survey 5-year estimates, and Cincinnati Public Schools. Additional data for housing units and households is included in the Data Snapshot and Appendix. #1 When asked, “What three things do you think needs the most Rank of change to make Avondale great?” the most common response was jobs and “jobs and employment” (56% of respondents chose that response) employment The question above was asked on the 2017 Social Capital Survey as part of Place Matters, Cincinnati’s comprehensive community development initiative. Place Matters supports community improvement driven by the voice of residents through the work of organizations like the Avondale Development Corporation (ADC). The survey for 2019 is currently being administered.

17% 17% is the current unemployment rate for Avondale Unemployment By way of comparison, the unemployment rate for the City of Cincinnati rate is 10% and in Hamilton County it is 7%. 82 Youth in Avondale attend 82 schools Schools The highest number of youth from Avondale attended the following schools: South Avondale (240), Rockdale Academy (218), Phoenix Success Sharing Community Learning Center (116), Woodward Career Technical High School (86), and Hughes STEM High School (77). Avondale QOL Page 37 Key Partners

These are the partners and potential partners who can support implementation of Sharing Success recommendations. Partners are listed in no particular order.

»» Hirsch Recreation Center »» ArtWorks »» Mortar »» North Avondale Recreation »» City of Cincinnati Department »» Cincinnati USA Regional Center of Community and Economic Chamber Development »» Avondale Youth Council »» African American Chamber »» City of Cincinnati Department »» South Avondale Elementary of Transportation and »» Greater Cincinnati School Engineering Microenterprise Initiative »» Neighborhood Allies »» Innovation Corridor »» Selected accelerator/ incubator »» Urban League developers »» Ohio Justice & Policy Center »» Churches in Avondale »» Better Bus Coalition »» Avondale Community Council »» Rockdale Academy »» Financial institutions, including the following: »» Avondale Development »» Avondale Branch Library Wright Patt Credit Union, US Corporation Bank, First Financial, Chase, »» Avondale Youth Council BB&T, Fifth Third »» Hamilton County Office of » Safety Working Group Reentry » »» Main Street Ventures »» Cincinnati Police Department »» Avondale Small Business »» Hamilton County Job and Owners (District 4) Family Services » Cincinnati Zoo »» Commercial Property Owners » »» Debi Home » City of Cincinnati Youth 2 » »» Beacon of Hope Work Program »» Nehemiah Manufacturing »» ResCare »» Path Forward »» Gabriel’s Place »» Cincinnati Children’s Hospital »» Other service and program providers in Avondale »» Hand Up Initiative »» Uptown Consortium »» Community Action Agency »» The Community Builders »» Hot Chicken Takeover (model of a restaurant business hiring »» Wasson Way men and women in need of »» Interact for Health supportive employment) Sharing Success Sharing

Avondale QOL Page 38 Goal 4 Youth in Avondale are connected with education, employment, and career opportunities and resources that will lead to gainful employment and prepare the future generation for a competitive workforce.

Strategies

Strategies were developed by the Sharing Success Working Group. These are the actions needed to accomplish the goal:

»» Strategy 4.A Compile a comprehensive »» Strategy 4.E Work with the Avondale Branch resource list of resources and programs Library staff to establish and market the library available to youth in Avondale. This list will as a hub of community resources. The library require ongoing updating and maintenance. has the staff resources and technology to serve as a community hub and this is communicated »» Strategy 4.B Secure a “home” location for with other non-profits in the community to the resource list, ideally at the Avondale ensure that they are referring residents to the Branch Library, and distribute resource list to library for assistance accessing information. key outlets in the community including large apartment buildings with a significant number of families and youth, providers, churches, and to neighborhood police officers. »» Strategy 4.C Develop a communications strategy to communicate programs and opportunities to youth in Avondale. [Note this should be connected with the Door Knocks Strategy under Safety.] »» Strategy 4.D Identify opportunities to connect Avondale youth with employment opportunities or apprenticeships that expose them to training in the trades or other career exploration including, but not limited to, the Youth 2 Work Program.

Please note: Additional information, including action steps (if available), timeframes, Success Sharing responsible parties, key partners, and outcomes for each Strategy, are included in Recommendation Action Plan.

Avondale QOL Page 39 Goal 5 Avondale business districts are revitalized with service based and community serving businesses that support the health and vitality of the community.

Strategies

Strategies were developed by the Sharing Success Working Group. These are the actions needed to accomplish the goal:

»» Strategy 5.A Grow the capacity of the »» Strategy 5.D Complete an in-depth zoning Avondale Business Association and increase study of the Reading Road corridor in participation by Avondale businesses and partnership with the Avondale Business commercial property owners, including new Association. businesses at the Avondale Town Center and on Burnet Avenue. »» Strategy 5.E Work with the City to complete a traffic study of the Reading »» Strategy 5.B Proactively engage property Road corridor including an assessment of owners and leasing agents to market key intersections, a safety assessment and available commercial spaces and attract new analysis of potential street calming and neighborhood serving businesses to Avondale. »» Strategy 5.C Identify and support future redevelopment opportunities (particularly those within the Centers of Activity) including site acquisition, site control, streetscaping improvements, business district parking and other site improvements.

Avondale QOL Page 40 Goal 6 Residents have access to quality jobs at good local and regional businesses. Barriers to employment are addressed/removed.

Strategies

Strategies were developed by the Sharing Success Working Group. These are the actions needed to accomplish the goal: »» Strategy 6.A Connect Avondale residents »» Strategy 6.E Work with local Avondale with regional transportation initiatives and key employers to pursue commitments to policy initiatives that would improve quality providing onsite job coaches/life coaches that transportation in the community and access support employee retention and work with to employment. Educate residents about the employees on soft skills and life skills that can importance of advocating for improved access help them to remain employed. Path Forward and participating in voting for policy change. and Beacon of Hope can be used as local models. »» Strategy 6.B Include local hire requirements for developers in any community benefits »» Strategy 6.F Facilitate opportunities to agreement established for new development connect more Avondale residents with the projects in Avondale. This should include local education and training that they need to hire requirements for permanent tenants of a be hired for available job opportunities, development project, not just the construction especially those in Avondale. When possible, phase of a project. on the job training should be a priority. »» Strategy 6.C Facilitate educational »» Strategy 6.G Create a “Community Resource opportunities for residents to learn about Navigator” position in Avondale who would be conventional banking institutions (not check primarily responsible for connecting residents cashing or predatory lending institutions) with the numerous programs and resources and work to increase residents’ trust of these available in Avondale. With a specific focus banking institutions. on connection to training and employment opportunities, this position would require »» Strategy 6.D Partner with Hamilton County building trust and relationship with residents Jobs and Family Services to provide services, in the community. including processing applications, in a satellite location in Avondale 1-3 days per week. »» Strategy 6.H Work with development stakeholders in Avondale to recruit and attract businesses that employ individuals with barriers to employment .

Avondale QOL Page 41 Goal 7 Entrepreneurs in Avondale have the platform to access the training and resources they need to successfully open and run strong, resident and black owned businesses.

Strategies

Strategies were developed by the Sharing Success Working Group. These are the actions needed to accomplish the goal:

»» Strategy 7.A Recruit an accelerator/business »» Strategy 7.E Increase access to capital incubator to work in Avondale. for resident entrepreneurs by connecting residents with banking institutions who work »» Strategy 7.B Identify the most significant with small business owners. barriers to success and needs of local entrepreneurs. Develop a set of strategies to »» Strategy 7.F Develop strategies for address those needs. community organizations to help advertise/ support start-up businesses in Avondale, »» Strategy 7.C Partner with the Department of specifically those that are brick and mortar/ Community and Economic Development to retail but also those that are web-based or host a pop up storefront in or near the Town service-based. Center development through the City’s Pop Shop program. »» Strategy 7.D Partner with the Ohio Justice & Policy Center to serve the re-entry population in Avondale who may be interested in opening their own business.

Avondale QOL Page 42 Connecting Residents & Building Partnerships with Institutions

Avondale QOL Page 43 Summary

The following is a summary of feedback pertaining to resident connections and engagement, communication, and the role of community partnerships from the SWOT Analysis conducted through resident, partner, and stakeholder interviews and surveys in 2018. This feedback was used to develop the four Avondale QOL themes: There is a strong bond among residents community and there are a some church in the community. Residents describe leaders that are visible and active in the coming together in times of need. Despite community. fears of displacement, crime and economic Despite these strengths there is a general hardship residents remain resolved to stay in feeling of apathy and fatigue resulting from Avondale. Neighborhood strengths include years of programs instituted by organizations its large and active senior and retirement that have resulted in either little, none, or population, and the multi-generational and sometimes even negative impact in the past. extended families who chose to remain in Though Avondale is home to several major Avondale. Many residents know and have institutions, there is a sense of division known each other for years and are willing between residents and these institutions. As to help each other out in times of need. stated above many organizations have come There are also several organized and thriving into Avondale with programs and services resident associations and block clubs in that they assume residents want but may not Avondale. ask the residents if this is in fact true. It is Residents express a sense of pride in not surprising that residents describe feeling Avondale’s history and its status as the that they have either not been heard or have largest African American community in been ignored by stakeholders who seem to Cincinnati. Residents young and old describe be focused only on their own agenda. There a respect for the seniors and their role in is a hope that stakeholders will recognize preserving the history and passing it down the need to effectively connect with the through generations. There is a strong community and consider resident input in connection to spirituality, in fact several future plans. clergy have been identified as leaders in the Connecting Residents Residents Connecting Partnerships Building & with Institutions

Avondale QOL Page 44 Priority Topics

Topics are ranked in order of priority based on feedback from the April 1, 2019 Working Group meeting. Topics emerged from surveys conducted in 2018 unless otherwise noted. Bolded topics were identified as the top priorities by each Working Group. These topics are the basis for Avondale QOL recommendations. »» Community partnerships between »» Avondale Youth Council residents and a diverse set of organizations and institutions »» Strong connection to churches »» Practical 2-way communication »» History and culture of the (added 4/1/19) neighborhood is shared by seniors »» Strong bonds between residents; »» Pride in Avondale’s history social networks »» Active church leadership »» Active resident associations »» Multi-generational families »» Active senior/retired population

Relevant Data

The following data is from the U.S. Census 2013-2017 American Community Survey 5-year estimates and the 2017 Place Matters Social Capital Survey. Additional data for housing units and households is included in the Data Snapshot and Appendix. 53% 2,881 of Avondale’s household moved into their home between Moved in 2010 and 2017 less than 10 More than half of Avondale households moved into their current unit years ago less than 10 years ago: 38% moved in between 2010 and 2014; 15% moved in 2015 or later. This could include a household moving from one unit in the community to another unit in the community. 84% When asked, “Do you know your neighbors?” on a recent survey, Know their 329 of 391 respondents in Avondale said “yes” neighbors The question above was asked on the 2017 Social Capital Survey as part of Place Matters, Cincinnati’s comprehensive community development initiative. Place Matters supports community improvement driven by the voice of residents through the work of organizations like the Avondale Development Corporation (ADC). The survey for 2019 is currently being administered. 5,279 The Avondale Development Corporation engages though various Engaged with social media outlets (numbers as of 8/15/19) Residents Connecting Partnerships Building & with Institutions social media 1,288 engaged through e-newsletter subscribers. 961 @insideavondale Twitter followers. 3,030 “INside Avondale” Facebook followers.

Avondale QOL Page 45 Key Partners

These are the partners and potential partners who can support implementation of Connecting Residents & Building Partnerships with Institutions recommendations. Partners are listed in no particular order.

»» Center for Closing the Health »» Other community partners »» Cincinnati Business Herald Gap »» Block club and resident »» African American Chamber »» Invest in Neighborhoods association leadership »» Property owners »» Cincinnati State »» Schools (including school principals) »» Media and organizations »» Avondale Community Council with focus on community »» Developers development »» Avondale Churches »» Residents »» The Port »» Avondale Branch Library »» Housing Working Group »» Soapbox Cincinnati »» Gabriel’s Place »» Uptown Consortium »» Business associations »» City of Cincinnati »» Cincinnati Children’s Hospital »» Ronald McDonald House »» Hirsch Recreation Center »» UC Health »» Serving Older Adults Through »» Radio stations Changing Times »» TriHealth »» METRO »» University of Cincinnati »» ArtWorks »» Urban League »» Safety Working Group »» Public Library »» Hamilton County Landbank »» 1819 Innovation Hub »» Cincinnati Park Board »» Niosh »» City of Cincinnati Buildings & Inspections »» Cincinnati Public Schools »» Cincinnati Zoo »» Avondale Resident Liaisons »» Avondale Development »» Cincinnati Health Department Corporation Connecting Residents Residents Connecting Partnerships Building & with Institutions

Avondale QOL Page 46 Goal 8 Avondale is a place where residents know what’s going on, they feel connected with one another, and they get involved.

Strategies

Strategies were developed by the Connecting Residents & Building Partnerships with Institutions Working Group. These are the actions needed to accomplish the goal:

Strategy 8.A Host community engagement training for residents. Strategy 8.B Assess the effectiveness of communication methods that are already being used (Facebook, Inside Avondale, Updates for ACC, Flyers, calendar of events, texting). Strategy 8.C Host and support movie nights and other events, including art, recreation and music. These events should be community led and interactive, and they can promote the culture and history of Avondale. Strategy 8.D Develop a resource directory for residents and businesses that would tell them where to get support and assistance on a range of issues, leading to positive changes in their neighborhood. Strategy 8.E Resident Groups/ Block Clubs explore pilot pocket park network in Avondale for future expansion.

Please note: Additional information, including action steps (if available), timeframes, Residents Connecting Partnerships Building & with Institutions responsible parties, key partners, and outcomes for each Strategy, are included in Recommendation Action Plan.

Avondale QOL Page 47 Goal 9 Avondale’s block clubs and resident associations and other community groups and organizations share information, connect residents, build resident leadership, and help connect residents with the Avondale Community Council and community decision- making.

Strategies

Strategies were developed by the Connecting Residents & Building Partnerships with Institutions Working Group. These are the actions needed to accomplish the goal:

»» Strategy 9.A Identify existing block clubs, organizations, associations, and Avondale Resident Liaisons in Avondale and identify blocks/areas where no block clubs currently exist. »» Strategy 9.B Develop and maintain a contact list for all block clubs. »» Strategy 9.C Start up new block clubs on blocks/areas with residents interested in leading those groups. »» Strategy 9.D Host an event to share information about block clubs, organizations, associations, and community liaisons. »» Strategy 9.E Identify key Avondale Resident Liaisons for all groups.

Avondale QOL Page 48 Goal 10 Avondale residents are active participants and have a voice in the decisions made by Avondale institutions and businesses when they have a direct impact on residents.

Strategies

Strategies were developed by the Connecting Residents & Building Partnerships with Institutions Working Group. These are the actions needed to accomplish the goal:

»» Strategy 10.A Develop a checklist and »» Strategy 10.B Require that the checklist and community application process for new community application process be used in development and redevelopment in making community decisions and subsequent Avondale to ensure developers meet with recommendations to the City of Cincinnati in Avondale Community Council and Avondale support or in opposition of proposals. Development Corporation leadership early in their application process with the City of Cincinnati. All developers of economic, housing, and community development projects located in Avondale should be coordinated and provide a benefit to the Avondale community, especially its residents, by supporting the recommendations of the QOL. The checklist should address the following areas: housing affordability, jobs and labor, community input, impact on community assets, diversity and inclusion, public space and infrastructure, natural environment, community organizations and programs, and local enterprise.

Avondale QOL Page 49 Goal 11 All Avondale stakeholders (including the Avondale Community Council, resident associations, community partners, and anchor institutions) work together to support implementation of the Avondale QOL.

Strategies

Strategies were developed by the Connecting Residents & Building Partnerships with Institutions Working Group. These are the actions needed to accomplish the goal:

»» Strategy 11.A Identify areas where stakeholders can work together based on shared values and areas of expertise and interest (look at mission statements of institutions as a starting point). »» Strategy 11.B Enhance use of communication technology in the community by working with institutions to learn from them on how they communicate with their clients. »» Strategy 11.C Develop a branding and marketing campaign based on the Avondale QOL that clearly identifies where the community is headed and how partners and residents can join in. Identify who is the target audience.

Avondale QOL Page 50 Improving Housing

Avondale QOL Page 51 Summary

The following is a summary of feedback pertaining to housing from the SWOT Analysis conducted through resident, partner, and stakeholder interviews and surveys in 2018. This feedback was used to develop the four Avondale QOL themes: A robust housing stock is a fundamental Optimum execution of this housing plan will pillar of a vibrant community. The goal for include strategies to address concerns of housing in Avondale is to create a diversity of current residents regarding displacement, housing options that provide quality rental proactively help residents manage the and home-owning opportunities for current change that is inherent in re-development, residents and attract new residents to the and help all residents see their place in a community. revitalized Avondale. The ideal housing mix in Avondale will include a balance of owner-occupied homes and rental units across a broad range of price points. The focus of housing development will be to:

»» Maintain and restore older existing structures to preserve the unique architecture and historic character of our community, »» Add new construction to provide options not currently available in our aging housing stock, and »» Provide affordable options for families, seniors and singles. Improving Housing Improving

Avondale QOL Page 52 Priority Topics

Topics are ranked in order of priority based on feedback from the April 1, 2019 Working Group meeting. Topics emerged from surveys conducted in 2018 unless otherwise noted. Bolded topics were identified as the top priorities by each Working Group. These topics are the basis for Avondale QOL recommendations. »» Diverse quality housing options allow »» Affordable housing for all residents individuals to make the choice that is right for them (added 4/1/19) »» Barriers to homeownership »» Rich historic architecture »» Housing quality (for renters and owners) »» Address vacancy and blight »» Homelessness »» Rising rents »» Fear of displacement and gentrification »» Rising home values

Relevant Data

The following data is from CincyInsights, the City of Cincinnati’s online data portal. 908 Code violations issued through the Concentrated Code Code Enforcement Program in Spring 2018 Violations Concentrated Code Enforcement is a house-to-house inspection in code enforcement areas. All buildings in a neighborhood focus area are inspected on the exterior for property maintenance issues. It is a systematic and proactive approach to addressing code violations and is typically performed as part of the Neighborhood Enhancement Program. 424 Property Maintenance Code Enforcement request in 2019 (as of Property August 29, 2019) Enforcement Property Maintenance Code Enforcement requests include tenant Cases complaints about poor housing conditions and neighbor complaints of blight on commercial and residential buildings and premises. There were 667 similar requests in all of 2018 and 854 in 2017. Improving Housing Improving

Avondale QOL Page 53 The following data is from the U.S. Census 2013-2017 American Community Survey 5-year estimates. Additional housing data is included in the Data Snapshot and Appendix. 4,077 Renter-occupied housing units in Avondale Renters Nearly 1,000 renters live in large apartment buildings with more than 50 units. Nearly 800 live in buildings with three to four units. About 525 live in single-family houses. 1,346 Owner-occupied housing units in Avondale Owners The majority of owners, just over 1,000, live in single-family houses. 2,101 Vacant housing units Vacant Out of 7,524 total housing units in Avondale, 2,101 were vacant in 2017, Housing resulting in a vacancy rate of 28%. Nearly one in every three housing Units units were vacant. Units in buildings with two units and 3 to 4 units had the highest vacancy rates (39% vacancy rate for each). With just these two building sizes, there were approximately 940 vacant units. There were an additional 475 vacant units in buildings with 5 to 19 units. Improving Housing Improving

Avondale QOL Page 54 Key Partners

»» Avondale Development »» City of Cincinnati »» Habitat for Humanity of Corporation Greater Cincinnati »» Cincinnati Area Geographic »» Avondale Community Council Information System (CAGIS) »» Area Council on Aging »» Avondale Residents »» Private investors and »» LISC Developers »» City of Cincinnati Buildings & »» U.S. Department of Housing Inspections »» Port and Hamilton County and Urban Development Landbank »» Cincinnati Health Department »» Hamilton County Auditor »» Cincinnati Historic »» Legal Aid Conservation »» Avondale Branch Library »» Hamilton County Courts »» Uptown Consortium, Inc. »» Schools »» Ohio Justice & Policy Center »» The Community Builders »» SO-ACT »» UC Health »» Renting Partnerships »» Cincinnati Police Department »» Uptown Anchors »» Assisted Housing Providers »» Urban League »» Cincinnati Metropolitan »» Cincinnati Children’s Hospital Housing Authority Medical Center (CCHMC) »» City of Cincinnati Buildings & »» Financial Institutions Inspections »» State of Ohio Preservation »» City Department of Office Community and Economic Development »» People Working Cooperatively »» Community Building Institute »» Greater Cincinnati Energy Alliance »» University of Cincinnati »» Homeownership Center »» Xavier University Improving Housing Improving

Avondale QOL Page 55 Goal 12 Revitalize Avondale with a diverse quality housing stock which meets the needs of existing seniors, owners and renters and attracts new residents.

Strategies

Strategies were developed by the Improving Housing Working Group. These are the actions needed to accomplish the goal:

»» Strategy 12.A Keeping current Avondale »» Strategy 12.E Establish an Avondale Housing residents in Avondale is a top priority. The Trust Fund (AHTF) to provide the financial housing strategy should ensure that current support necessary to carry out the Housing residents, including seniors, have a safe, Strategy. AHTF will be refined after Housing affordable, and equitable place to live. Strategy is completed, but will financially support the housing needs of existing »» Strategy 12.B Conduct a housing needs seniors, owners and renters and new housing assessment, including existing conditions data development. and maps. »» Strategy 12.C Develop housing recommendations for target areas based on strengths and assets, opportunities, and challenges. »» Strategy 12.D Identify strategies that can reposition vacant buildings and place back into productive use for current residents and new residents.

Please note: Additional information, including action steps (if available), timeframes, Housing Improving responsible parties, key partners, and outcomes for each Strategy, are included in Recommendation Action Plan.

Avondale QOL Page 56 Goal 13 Create an education and advocacy curriculum to support the upward mobility and stability of our existing seniors, owners and renters.

Strategies

Strategies were developed by the Improving Housing Working Group. These are the actions needed to accomplish the goal:

»» Strategy 13.A Support current residents as they advocate for improving property conditions. »» Strategy 13.B Connect landlords and property managers with property maintenance training. »» Strategy 13.C Provide opportunities for training and education. »» Strategy 13.D Connect residents with financial literacy programs for current and future homeowners.

Avondale QOL Page 57 Future Land Use

Avondale QOL Page 58 Summary

The following is a summary of existing zoning and land use in Avondale. Based on feedback from the Kick-Off and Visioning Session and Working Group meetings held during the Avondale QOL planning process and an analysis of current land use and zoning, a Future Land Use Map was created to guide future zoning decisions. Both the existing land use and zoning maps use information from CAGIS (the Cincinnati Area Geographic Information System). The contested area on all maps is an area claimed both by the neighborhoods of Avondale and North Avondale.

Existing Land Use The Existing Land Use map shows how land Residential uses are scattered throughout is currently being used in Avondale, as of the neighborhood north of Martin Luther Spring 2019. King Jr. Drive. The existing land use map Avondale has many institutional uses, reflects the diversity in density of Avondale’s including schools, hospitals and recreation residential housing stock, which include centers concentrated in the southern portion single-family, two-family, and multi-family of the neighborhood, but also along major units scattered throughout the community. corridors, like Reading Road, throughout the The Existing Land Use shows large areas neighborhood. of vacant land. Most of this vacant land is Avondale has two primary commercial currently being developed or has plans to be corridors: Reading Road and Burnet developed in the near future. For example, Avenue. Reading Road is a major north- vacant land at the intersection of Martin south connector in Cincinnati, connecting Luther King Jr. Drive and Reading Road is Downtown and Over-the-Rhine with Uptown part of the Uptown Innovation Corridor, with and neighborhoods to the north of Avondale. redevelopment plans currently underway. There is limited commercial activity north The vacant land at Erkenbrecher Avenue and of the Avondale Town Center along Reading Burnet Avenue is currently being developed Road. Burnet Avenue is a key corridor for by Cincinnati Children’s Hospital Medical large regional institutions located in and Center as a critical care building. near Avondale. The intersection of Burnet Avondale has many large and small public Avenue and Forest Avenue form the northern and semi-public uses throughout the extent of commercial/institutional uses neighborhood. Most of these are public along Burnet Avenue. parks. The Cincinnati Zoo, identified as a public/semi-public use, is the largest single user of land in Avondale.

Avondale QOL Page 59 AVONDALE LAND USE MAP | 06.17.19 Existing Land Use Map

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MaplewoodAv McGregor Pl Avondale QOL Page 60 Existing Zoning Recent Zone Changes The Zoning map shows existing zoning There have been ten zone changes in designations for all Avondale properties, Avondale over the last five years. Most which indicate what uses are permitted for of these zone changes are concentrated each parcel. The Zoning Code of the City of along Avondale’s commercial corridors, Cincinnati includes development regulations Burnet Avenue and Reading Road, and are for each zoning designation. The Zoning associated with institutional expansions map is a clear illustration of what uses are and the Uptown Innovation Corridor. In permitted in distinct areas of Avondale. more than half of these zone changes, the Office and institutional designations previous (original) zoning was Residential dominate along Burnet Avenue and south of Mixed, which is intended to create, maintain, Martin Luther King Jr. Drive. and enhance areas of the City that have a mix of lot sizes and house types at moderate Commercial designations are focused along intensities (one to three dwelling units). Reading Road and Burnet Avenue. Higher density residential designations extend along and adjacent to the Reading Road and Forest Avenue corridors. Residential uses are generally less dense north of Forest Avenue and west of Reading Road. There is an industrial spine north of Martin Luther King Jr. Drive along the west side of I-71. The largest continuous area of zoning is Parks and Recreation at the Cincinnati Zoo.

Avondale QOL Page 61 Existing Zoning Map

Avondale QOL Page 62 Future Land Use Recommendations

The Future Land Use Map on the following page represents the community’s intentions for land use going forward. A few new land use categories are recommended to more accurately reflect current and future anticipated development patterns. The Future Land Use Map use categories are defined as follows:

Residential Mixed Use Areas of primarily single family, two-family, Corridors where there is a mix of and small multi-family with three to four commercial (retail, office, restaurants, units, as well as multi-family apartment etc.) and residential uses. Residential buildings and complexes. Higher density uses are permitted but a mix of residential residential uses, including multi-family and commercial uses within a building is apartment buildings and complexes encouraged, with commercial uses on the should be located on major transportation ground floor and residential uses above. corridors, including Reading Road and Forest The purpose, uses, and building setbacks Avenue. Residential also includes churches, are consistent with the CC-M (Commercial schools, and libraries. Community-Mixed). Recommendation: Recommendation: The zoning for areas labeled as Residential While permitted throughout Mixed on the Future Land Use Map should only be Use, retail uses should be focused in used for Residential uses, as defined here. the Neighborhood Centers of Activity. All future institutional expansions should Buildings should be located at the sidewalk occur only in the areas labeled Institutional with pedestrian entrances on the main and Mixed/Use Institutional on the Future commercial corridor. Building heights Land Use Map. should be consistent with surrounding Institutional structures, and no more than four stories. Parking should be located to the rear or Major educational and civic institutions adjacent to the commercial structures. covering significant land area. An in-depth zoning study of the Reading Road corridor should be completed in partnership with the Avondale Business Association.

Avondale QOL Page 63 Neighborhood Center of Activity Industrial Centers of Activity that include retail, Predominately manufacturing and other institutions, and landmarks that light or heavy industrial uses, as well as are important to the character of some limited commercial uses. the neighborhood. Traffic calming, streetscaping, vacancy reduction, and other Parks improvement efforts should be focused Public parks and large areas of greenspace. on specific nodes and sub-areas within Recommendation: the Neighborhood Center of Activity to increase pedestrian access and walkability. All areas identified as Parks on the Future The purpose, uses, and building setbacks Land Use Map should be zoned Parks and are consistent with the CC-P (Commercial Recreation with the approval of property Community-Pedestrian) and CN-M owners. Zone changes should be initiated (Commercial Neighborhood-Mixed). for those parcels not already zoned Parks and Recreation including the following: Recommendation: »» North Avondale Recreation Center All areas in Neighborhood Centers of (Clinton Springs Avenue; owner: Activity should be zoned CC-P or CN- Cincinnati Board of Education) M, or another zoning designation that »» Pocket Park (Glenwood Avenue; owner: encourages increased pedestrian access Zion Baptist Church) and walkability. »» Property behind Hirsch Recreation Mixed Use/Institutional Center (Reading Road; Cincinnati Board of Education) Corridors where there is a mix of commercial (retail, office, restaurants, etc.), residential, »» Avondale Recreation Area (bounded by and institutional uses. The Mixed Use/ Cleveland Avenue, Ridgeway Avenue, Blair Avenue, and Hartford Place; owner: Institutional area allows for institutional City of Cincinnati) expansion. »» Pocket Park (northeast corner Recommendation: of Northern Avenue and Larona All future institutional expansions should Avenue; ownership: Hamilton County occur only in areas labeled Institutional Commissioners) and Mixed/Use Institutional on the Future Land Use Map. The zoning for areas labeled as Residential on the Future Land Use Map should only be used for Residential uses, as defined here.

Avondale QOL Page 64 AVONDALE Future Land Use Map FUTURE LAND USE | 08.01.19

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Avondale QOL Page 65 Recommendation Action Plan

Avondale QOL Page 66 Summary Working Groups of the Avondale QOL identified strategies and action steps to accomplish their goals. The strategies and action steps all include a timeframe, responsible party, key partners, and measurable outcomes. The Recommendation Action Plan provides the roadmap for implementation of the Avondale QOL. Timeframes Now: Happening now, or happening immediately Short-Term: 1-3 years Mid-Term: 3-5 years Long-Term: 5-10 years Ongoing: Occurring on an ongoing basis The Responsible Party is ultimately responsible for making sure the actions steps are carried out. Key Partners include all of the partners/ potential partners that can support the Responsible Party in carrying out Action Steps. Measurable Outcomes will be used to measure progress on reaching goals. Abbreviations ADC: Avondale Development Corporation ACC: Avondale Community Council

The implementation of the Avondale QOL cannot be accomplished by any one organization. Instead, it will require the collaboration and leadership of a number of organizations. The Avondale QOL should be revisited annually by key implementers, including the Avondale Development Corporation and the Avondale Community Council. They should assess what has been accomplished, identify priorities for the coming year, and revisit strategies for engaging partners in the Avondale QOL’s implementation.

Avondale QOL Page 67 Goal 1 Avondale’s youth and families are supported in and out of school by and extensive intergenerational network of Avondale residents and stakeholders.

Strategy or Action Step Timeframes Responsible Party Key Partners Measurable Outcomes

Strategy 1.A Establish a Facebook page Short-Term Youth Safety Team Avondale Branch Library, Number of youth connected with a network of contact information for Avondale Resident Liaisons, to services through website/ safe places, safe adults and resources for Youth, Lighthouse Youth number of likes comments on youth. Services, Neighborhood Allies website Strategy 1.B Hold a series of Mixers where Short-Term Avondale Avondale Branch Library, All youth attending are youth can meet responsible caring adults. Development Gabriel's Place, Neighborhood connected to at least one Corporation/ Allies, Avondale Development adult in the neighborhood; Avondale Corporation decrease in the number of Community youth wandering Council unsupervised in the neighborhood; young people feel connected to and cared for in their neighborhood. Strategy 1.C Connect youth to Short-Term Avondale Avondale Branch Library, All Avondale Youth are entrepreneurs and Development Urban League, Gabriel's Place, enrolled, employed, or college/military/apprenticeship recruiters Corporation Schools enlisted through a series of Lunch and /Avondale Learns/seminars. Community Council Strategy 1.D Host a series of Pop Up Short-Term Youth Safety Team Cincinnati Works, Cincinnati Decrease in the number of "Elementz" events. Recreation Commission, youth loitering on corners and Avondale Resident Liaisons, in front of buildings Avondale Development throughout Avondale; Corporation, Avondale engaging youth in creative Community Council ways on their own turf or in their comfort zone Strategy 1.E Establish an expanded Long-Term Avondale Cincinnati Children's Hospital, Decrease in the number of version of "Elementz" or Lighthouse Drop- Development Cincinnati Zoo, Cincinnati youth, especially very young In Center to include onsite counselors, Corporation/ Recreation Commission, children, wandering through service providers, and mentors as well as a Avondale Gabriel's Place, Avondale the streets of Avondale; food, clothing, and hygiene bank. Community Branch Library, Lighthouse address and abate the Council Youth Services, Freestore impacts of homelessness and Foodbank poverty on Avondale children Strategy 1.F Community leaders and Short-Term School Cincinnati Public Schools, Youth feel safe and supported school administration work with first administration, ADC, District 4 CPD, Hamilton in their schools, staff and responders to institute a “Handle With District 4 CPD, County Job and Family administration report a Care” policy for children who are impacted Hamilton County Services decrease in behavioral by traumatic events in the neighborhood. Job and Family disruptions in the class room Action Step 1.F.1 Connect Cincinnati Services Public School Staff and District 4 Officers with Brown County and other counties with established Handle With Care policies in place for guidance and training. Increasing Safety Increasing

Avondale QOL Page 68 Goal 1 Avondale’s youth and families are supported in and out of school by and extensive intergenerational network of Avondale residents and stakeholders. (continued)

Strategy 1.G Mental Health organizations Short-Term ADC, TCB, CMHA, Neighborhood Allies, Building Reduction in the number of placing individuals receiving mental TCB, HUD, Resource Coordinators, incidents involving persons health services partner with landlords and Landlords and Talbert House, Greater with mental illness that law enforcement to ensure services are in Management Cincinnati Behavioral Health, require law enforcement place and provided for each of these Teams, Talbert Mayo Homes, Hamilton intervention residents. No more dumping of residents House, Greater County Health Department, in need of mental health services. Cincinnati UC Behavioral Health Center Action Step 1.G .1 : ADC will convene an Behavioral Health initial meeting with landlords, management companies for subsidized housing and mental health agencies to develop a plan/partnership to support residents receiving mental health services in our community. Increasing Safety Increasing

Avondale QOL Page 69 Goal 2 Avondale residents are engaged and actively participating in neighborhood safety.

Strategy or Action Step Timeframes Responsible Party Key Partners Measurable Outcomes

Strategy 2.A Host a series of focus groups Short-Term Avondale Cincinnati Police Department Increase community between residents and police. Development (CPD), Avondale Resident understanding of law Corporation/Avon Liaisons, Avondale Branch enforcement role and dale Branch Library, Youth Safety Team, limitations in crime Library Avondale Community Council prevention; increase understanding of community perceptions of law enforcement; increase law enforcement understanding of resident culture and perceptions of law enforcement Strategy 2.B Community Police Academy Short-Term CPD CPD, Resident Safety Team Increase understanding of and Ride Alongs with CPD. police function, and nature of police work Strategy 2.C Avondale resident leaders, Short-Term (in Joining Forces for Cincinnati Children’s Hospital Avondale will see a marked liaisons and stakeholders on the frontline progress) Children, ADC, Medical Center, Mayerson decrease in police calls are trauma informed and able to identify Resident liaisons, Center, Joining Forces For involving persons having mental health crisis and respond with Avondale Branch Children, Interact for Health, mental illness appropriate actions, referrals or Library Avondale Branch Library interventions. Strategy 2.C.1 Develop and implement a series of trainings focused on trauma and mental health interventions. Strategy 2.C.2 Connect residents and stakeholders with continuous training, mental health resources and best practices. Strategy 2.D Adults, parents and Short-Term Avondale Resident Resident Liaisons, ArtWorks, Increase neighborhood pride stakeholders are promoting a sense of Liaisons, ArtWorks, Avondale Community Council, and pride in African American neighborhood and ethnic pride, and a shift Avondale Cincinnati Recreation culture from residents being subject to the drug Development Commission, and Cincinnati culture, to the promotion and Corporation, Public Schools strengthening of the positive aspects of Cincinnati Public the Avondale/ African American culture. Schools Action Step 2.D. 1 ADC, ACC, CPS the CRC and residents will partner with Artworks Grant to guide public art installations and public education and exposure to Avondale History through art. Liaisons will work with the ACC and CPS to develop ways to educate the community on Avondale and African American History. Strategy 2.E Residents work with Short-Term Residents, Avondale Development Decrease in loitering, and community leaders to establish an Avondale Corporation, Avondale criminal activity in and agreement with current and potential Development Community Council, around high density housing landlords that rental complexes with 20 Corporation, Cincinnati Police Department, units or more employ full time onsite Avondale City of Cincinnati management. Community Action Step 2.E.1 ADC, ACC will work with Council the City of Cincinnati towards establishing policy/ community benefits agreement Safety Increasing that will require on site management and maintenance of high density apartment buildings.

Avondale QOL Page 70 Goal 3 Avondale is a model for police community relations and is subsequently changing the perception of Avondale as an unsafe community for residents and those living outside of Avondale.

Strategy or Action Step Timeframes Responsible Party Key Partners Measurable Outcomes

Strategy 3.A Host a Civilian Police Short-Term/ CPD CPD, Avondale Development Increase Citizen participation Academy. Long-Term Corporation, Avondale and interest with each class; Resident Liaisons, Residents, increase positive interaction Media between officers and residents Strategy 3.B Locate Neighborhood Short-Term/ CPD/ Local Local businesses, Landlords, Increase interaction with Substations within Avondale. Long-Term Business/ Avondale Development police and community; faster Landlords Corporation response time, deterrent effect Strategy 3.C Hold Neighborhood Roll Short-Term/ CPD Local Clergy, Residents, Increase contact with Calls where Avondale residents who are Long-Term Neighborhood Allies probationers, parolees; more under court supervision, diversion, parole, frequent or probation are called in front of connections/interactions with community members to hear about residents returning to the charges. Residents can discuss impacts on community from the neighborhood and ways for offenders incarceration; connection to to make amends for their actions. supports and services in the neighborhood Strategy 3.D Coordinate meetings with Short-Term/ CPD/ Avondale Local Clergy, Business Decrease loitering, shop police, business owners, landlords and Long-Term Development owners, Landlords including lifting, drug activity and clergy. Corporation The Community Builders prostituting around (TCB), Related Affordable, and businesses and apartment the Cincinnati Metropolitan buildings; share information Housing Authority (CMHA), on problem renters/visitors Avondale Development hot spots current and Corporation, CPD emerging hot spots Strategy 3.E Hold Door Knock Campaigns Short-Term/ CPD/ Avondale Avondale Resident Liaisons, Address parent/family psycho- where a multi-disciplinary group of Long-Term Development Cincinnati Children's Hospital, social needs (contributing to resident leaders, service providers, mental Corporation Mayerson Center, Lighthouse youth involvement in crime); health professionals and CPD visit the Youth Services, Juvenile decrease criminal activity homes of youth who have had contact Court, Neighborhood Allies, among targeted youth; with the law or gang affiliation to offer Cincinnati Initiative to Reduce improve parent-child support to the entire family. Violence (CIRV), Beech Acres, relationships; increase family Mayo Homes, Hamilton connection to and County Office of Reentry involvement in the community Strategy 3.F Share and educate the Short-Term/ CPD/Developers/ Avondale Development A noticeable impact on crime community on Crime Prevention by Long-Term Landlords/ Corporation, TCB, CPD, and loitering behavior Environmental Design (CPTED) techniques Business Owners/ Landlords, Business Owners, through building and street to promote security and well-being for Home Owners Avondale Resident Liaisons, design that improves or residents while discouraging criminal Developers controls, Avondale behavior. Community Councils and egress, lighting, visibility, walkability, traffic flow etc. Increasing Safety Increasing

Avondale QOL Page 71 Goal 3 Avondale is a model for police community relations and is subsequently changing the perception of Avondale as an unsafe community for residents and those living outside of Avondale. (continued)

Strategy 3.G District 4 Officers are trauma Short-Term Avondale Resident Joining Forces for Children, Increase in the positive informed and supported by resident Liaisons, District 4, Interact for Health, Avondale resolution of calls for service liaisons and stakeholders in addressing Avondale Branch Library, ADC mental health crisis in the community. Development Action Step 3.G.1 Partner with District 4 Corporation Leadership and Mental health Services to institute trauma/mental health trainings specific to first responders. Strategy 3.H District 4 Officers are Short-Term Avondale Resident Liaisons, Residents know District 4 included in neighborhood Community (ongoing) Development Stakeholders, CPD Officers by name on each shift Engagement events and activities. Corporation, residents and police improve Action Step 3.H.1 ADC and Resident Avondale Resident relationships through Liaisons will advise CPD of all community Liaisons interaction in a non-official events, and work with officers to capacity determine level of participation. Increasing Safety Increasing

Avondale QOL Page 72 Goal 4 Youth in Avondale are connected with education, employment, and career opportunities and resources that will lead to gainful employment and prepare the future generation for a competitive workforce.

Strategy or Action Step Timeframes Responsible Party Key Partners Measurable Outcomes

Strategy 4.A Compile a comprehensive Now Sharing Success Hirsch Recreation Center, Comprehensive resource and resource list of resources and programs Working Group North Avondale Recreation program list created. available to youth in Avondale. This list Center, Avondale Youth will require ongoing updating and Council, South Avondale maintenance. Elementary School, Neighborhood Allies, Urban League, Churches in Avondale, Rockdale Academy

Strategy 4.B Secure a "home" location for Short-Term Sharing Success Avondale Branch Library, Home/location for the the resource list, ideally at the Avondale Working Group Program providers in resource list to be held Branch Library, and distribute resource list Avondale, Urban League, identified. to key outlets in the community including Neighborhood Allies, large apartment buildings with a Avondale Development significant number of families and youth, Corporation providers, churches, and to neighborhood police officers.

Strategy 4.C Develop a communications Short-Term Sharing Success Avondale Youth Council, Communications strategy strategy to communicate programs and Working Group Avondale Community Council, created and implemented. opportunities to youth in Avondale. [Note Rockdale Academy, South this should be connected with the Door Avondale Elementary, Safety Knocks Strategy under Safety.] Working Group, District 4 Police Department, Avondale Branch Library

Strategy 4.D Identify opportunities to Short-Term and *Responsible party Urban League, Cincinnati Zoo, connect Avondale youth with employment Ongoing not yet identified Avondale Development opportunities or apprenticeships that Corporation, City of Cincinnati expose them to training in the trades or Youth 2 Work Program, other career exploration including, but not ResCare, Churches in limited to, the Youth 2 Work Program. Avondale, Gabriel's Place, Hirsch Recreation Center

Strategy 4.E Work with the Avondale Mid-Term Sharing Success Avondale Branch Library, Branch Library staff to establish and Working Group Avondale Development market the library as a hub of community Corporation, Urban League, resources. The library has the staff Rockdale Academy, South resources and technology to serve as a Avondale Elementary School, community hub and this is communicated other service/ program with other non-profits in the community to providers in Avondale ensure that they are referring residents to the library for assistance Avondale Community counseling information. Sharing Success Sharing

Avondale QOL Page 73 Goal 5 Avondale business districts are revitalized with service based and community serving businesses that support the health and vitality of the community.

Strategy or Action Step Timeframes Responsible Party Key Partners Measurable Outcomes Strategy 5.A Grow the capacity of the Short-Term ADC/ACC Uptown Consortium, The Increase participation and Avondale Business Association and Community Builders, capacity of the Avondale increase participation by Avondale Avondale Small Business Business Association businesses and commercial property Owners owners, including new businesses at the Avondale Town Center and on Burnet Avenue. Strategy 5.B Proactively engage property Short-Term Avondale Uptown Consortium, The Inventory of available owners and leasing agents to market Development Community Builders, ACC, properties is created and available commercial spaces and attract Corporation/ Commercial Property Owners regularly maintained; new neighborhood serving businesses to Department of affordable lease structures are Avondale. Community and identified Action Step 5.B.1 Create and maintain an Economic inventory of commercial properties that Development are available for lease or sale, particularly in areas of focus around Reading Road and Burnet Avenue. Action Step 5.B.2 Identify opportunities for affordable commercial lease structures that will support Avondale entrepreneurs and neighborhood serving businesses. Strategy 5.C Identify and support future Mid-Term ADC ACC, Uptown Consortium, The Number of parcels redevelopment opportunities (particularly Community Builders, redeveloped consistent with those within the Centers of Activity) Department of Community the Avondale QOL including site acquisition, site control, and Economic Development, streetscaping improvements, business Commercial Property Owners district parking and other site improvements. Strategy 5.D Complete an in-depth Short-Term ADC ACC, Department of Complete parcel by parcel zoning study of the Reading Road corridor Community and Economic analysis of zoning, in partnership with the Avondale Business Development, and other recommend changes as Association. partners needed, and initiate zone Action Step 5.D.1 Identify areas where changes through formal city future land use and zoning may be process inconsistent and pursue zone changes if necessary. Sharing Success Sharing

Avondale QOL Page 74 Goal 5 Avondale business districts are revitalized with service based and community serving businesses that support the health and vitality of the community. (continued)

Strategy 5.E Work with the City to Short-Term Department of Avondale Development Traffic study completed. complete a traffic study of the Reading Transportation Corporation, Department of Road corridor including an assessment of and Engineering Community and Economic key intersections, a safety assessment and Development, The analysis of potential street calming and Community Builders streetscaping projects. Action Step 5.E.1 Identify pedestrian and Short-Term Tri-State Trails Wasson Way, Avondale Clear pedestrian and bike bike connections to the future Wasson Way Development Corporation, connections are established Trail and CROWN trail network that will Avondale Community Council, to connect residents to increase pedestrian access to the Reading Interact for Health, ArtWorks Wasson Way at Blair Ave. Road business district around the Town Center and the Uptown Innovation Corridor from the trail. This may include wayfinding signage. Action Step 5.E.2 Expand and improve Mid-Term Avondale Department of Community Clear pedestrian and bike pedestrian access to the Reading Road Development and Economic Development, connections are established business district around the Town Center Corporation Department of Transpiration to connect residents to the and to the Uptown Innovation Corridor. and Engineering, Uptown Innovation Corridor Consortium, Innovation developments. Corridor developers Action Step 5.E.3 Acquire funding to Mid-Term Department of Avondale Community Council Necessary funding is acquired implement recommendations from traffic Transportation study. and Engineering / Avondale Development Corporation Action Step 5.E.4 Implement Long-Term Department of Avondale Development Traffic study recommendations from traffic study. Transportation Corporation, Department of recommendations are and Engineering Community and Economic implemented. Development, The Community Builders Sharing Success Sharing

Avondale QOL Page 75 Goal 6 Residents have access to quality jobs at good local and regional businesses. Barriers to employment are addressed/ removed.

Strategy or Action Step Timeframes Responsible Party Key Partners Measurable Outcomes

Strategy 6.A Connect Avondale residents Now Sharing Success The Better Bus Coalition, with regional transportation initiatives Working Group Avondale Community Council, and key policy initiatives that would Avondale Development improve quality transportation in the Corporation, Avondale Branch community and access to employment. Library Educate residents about the importance of advocating for improved access and participating in voting for policy change.

Strategy 6.B Include local hire Now Avondale Uptown Consortium, requirements for developers in any Development Department of Community community benefits agreement Corporation and Economic Development established for new development projects in Avondale. This should include local hire requirements for permanent tenants of a development project, not just the construction phase of a project.

Strategy 6.C Facilitate educational Short-Term *Responsible party Urban League, Wright Patt opportunities for residents to learn about not yet identified Credit Union, US Bank, First conventional banking institutions (not Financial, Chase, BB&T, Fifth check cashing or predatory lending Third institutions) and work to increase residents' trust of these banking institutions. Strategy 6.D Partner with Hamilton Short-Term Avondale Hamilton County Job and Satellite JFS location/ County Jobs and Family Services to Development Family Services, Debi Home, program established. provide services, including processing Corporation Neighborhood Allies applications, in a satellite location in Avondale 1-3 days per week. Strategy 6.E Work with local Avondale Short-Term Avondale Beacon of Hope, Nehemiah Number of Avondale employers to pursue commitments to Development Manufacturing, Path Forward, employers with onsite job providing onsite job coaches/life coaches Corporation Department of Community coaches/ life coaches. that support employee retention and work and Economic Development, with employees on soft skills and life skills Uptown Consortium, The that can help them to remain employed. Cincinnati Zoo, Cincinnati Path Forward and Beacon of Hope can be Children's Hospital, Debi used as local models. Home, Neighborhood Allies, Urban League

Strategy 6.F Facilitate opportunities to On-going *Responsible party Hand Up Initiative, The Urban connect more Avondale residents with the not yet identified League, Community Action education and training that they need to Agency, Uptown Consortium be hired for available job opportunities, especially those in Avondale. When possible, on the job training should be a priority. Sharing Success Sharing

Avondale QOL Page 76 Goal 6 Residents have access to quality jobs at good local and regional businesses. Barriers to employment are addressed/ removed. (continued)

Strategy 6.G Create a "Community Mid-Term Sharing Success Avondale Development Community Resource Resource Navigator" position in Avondale Working Group Corporation Navigator position is created who would be primarily responsible for and funded. connecting residents with the numerous programs and resources available in Avondale. With a specific focus on connection to training and employment opportunities, this position would require building trust and relationship with residents in the community.

Strategy 6.H Work with development Long-Term Avondale Uptown, The Urban League, Number of businesses in stakeholders in Avondale to recruit and Development The Community Builders, Hot Avondale that employ attract businesses that employ individuals Corporation Chicken Takeover (example individuals with barriers to with barriers to employment. model) employment Sharing Success Sharing

Avondale QOL Page 77 Goal 7 Entrepreneurs in Avondale have the platform to access the training and resources they need to successfully open and run strong, resident and black owned businesses.

Strategy or Action Step Timeframes Responsible Party Key Partners Measurable Outcomes

Strategy 7.A Recruit an Short-Term Avondale Department of Community Agreement with accelerator/business incubator to work in Development and Economic Development, accelerator/business Avondale. Corporation Mortar, The Community incubator reached to work Builders, Cincinnati USA with Avondale residents Regional Chamber, the African American Chamber, Greater Cincinnati Microenterprise Initiative Strategy 7.B Identify the most significant Short-Term and Selected Avondale Avondale Development Barriers are identified and barriers to success and needs of local Ongoing Community Corporation, Department of strategies to address barriers entrepreneurs. Develop a set of strategies Council Community and Economic are created and implemented to address those needs. accelerator/incuba Development, Urban League, tor African American Chamber

Strategy 7.C Partner with the Department Short-Term The Community Avondale Development Location for pop-up shop of Community and Economic Development Builders Corporation, Department of identified and pop-up shop to host a pop up storefront in or near the Community and Economic started Town Center development through the Development, Selected City's Pop Shop program. Avondale Community Council accelerator/incubator

Strategy 7.D Partner with the Ohio Short-Term Avondale Ohio Justice & Policy Center, Partnership with Justice Justice & Policy Center to serve the re- Development Selected Avondale Policy Center established entry population in Avondale who may be Corporation Community Council interested in opening their own business. accelerator/incubator, The Community Builders, Uptown Consortium, Hamilton County Office of Reentry

Strategy 7.E Increase access to capital for Mid-Term Selected Avondale African American Chamber, Baseline of capital accessed resident entrepreneurs by connecting Community Urban League, Wright Patt and increase in capital residents with banking institutions who Council Credit Union, US Bank, First tracked annually over time work with small business owners. accelerator/incuba Financial, Chase, BB&T, Fifth tor/ Avondale Third, Main Street Ventures, Development HCDC Corporation

Strategy 7.F Develop strategies for Mid-Term and Avondale Department of Community Comprehensive advertising community organizations to help Ongoing Development and Economic Development, strategy created advertise/support start-up businesses in Corporation Mortar, The Community Avondale, specifically those that are brick Builders, Cincinnati USA and mortar/retail but also those that are Regional Chamber, the African web-based or service-based. American Chamber Sharing Success Sharing

Avondale QOL Page 78 Goal 8 Avondale is a place where resident know what’s going on, they feel connected with one another, and they get involved.

Strategy or Action Step Timeframes Responsible Party Key Partners Measurable Outcomes

Strategy 8.A Host community Short-Term Avondale Center for Closing the Health Development of online engagement training for residents. Community Gap, Invest in Neighborhoods, community engagement Council Avondale Development class: number of people Corporation, Cincinnati State attending trainings

Strategy 8.B Assess the effectiveness of Short-Term Avondale Avondale Community Council Number of people receiving communication methods that are already Development information, identifying best being used (Facebook, Inside Avondale, Corporation method to reach different Updates for Avondale Community Council, groups of residents Flyers, calendar of events, texting). Strategy 8.C Host and support movie Short-Term Block clubs and Avondale Churches, Avondale Hosting and/or supporting 4 nights and other events, including art, resident Branch Library, Gabriel's community events held per recreation and music. These events should associations Place, City of Cincinnati (in- year be community led and interactive, and kind donations), Schools, they can promote the culture and history Hirsch Recreation Center, of Avondale. Radio stations, Institutions (promotional sponsors), METRO, ArtWorks, Avondale Development Corporation, Avondale Community Council, Safety Working Group

Strategy 8.D Develop a resource directory Mid-Term Avondale All of above Number of people receiving for residents and businesses that would Development information tell them where to get support and Corporation/Avon assistance on a range of issues, leading to dale Community positive changes in their neighborhood. Council

Strategy 8.E Resident Groups/ Block Short-Term Cincinnati Zoo Hamilton County Landbank, Number of parks created Clubs explore pilot pocket park network in Block clubs and resident (initial goal is 6 pocket parks); Avondale for future expansion. associations, Cincinnati Park connecting pocket parks with Board one another and other neighborhood assets

Action Step 8.E.1 Explore funding sources Short-Term Cincinnati Zoo City of Cincinnati Buildings & Funds raised for for pocket parks, including using funds Inspections implementation of from demolition permits to fund pocket sustainable pocket park parks. network Connecting Residents Residents Connecting Partnerships Building & with Institutions

Avondale QOL Page 79 Goal 9 Avondale’s block clubs and resident associations and other community groups and organizations share information, connect residents, build resident leadership, and help connect residents with the Avondale Community Council and community decision-making.

Strategy or Action Step Timeframes Responsible Party Key Partners Measurable Outcomes

Strategy 9.A Identify existing block clubs, Now Avondale Avondale Community Council Inventory of current block organizations, associations, and Avondale Development clubs and resident Resident Liaisons in Avondale and identify Corporation associations, organizations, blocks/areas where no block clubs and Avondale Resident currently exist. Liaisons, including a map Strategy 9.B Develop and maintain a Ongoing contact list for all block clubs.

Action Step 9.B.1 Contact all current Now block club members.

Action Step 9.B.2 Track block clubs using Ongoing Cincinnati Zoo a map (GIS).

Strategy 9.C Start up new block clubs on Short-Term Avondale Avondale Development Number or residents involved; blocks/areas with residents interested in Community Corporation, other number of new block clubs; leading those groups. Council community partners, existing total number of block clubs block club and resident association leadership Strategy 9.D Host an event to share Short-Term Avondale Avondale Community Council Number of participants information about block clubs, Development (volunteers), Schools organizations, associations, and Corporation (advertise), Institutions (host, community liaisons. (coordinator) support) Strategy 9.E Identify key Avondale Now Avondale Avondale Community Council, Number of Avondale Resident Resident Liaisons for all groups. Development other community partners, Liaisons Corporation existing block club and resident association leadership Connecting Residents Residents Connecting Partnerships Building & with Institutions

Avondale QOL Page 80 Goal 10 Avondale residents are active participants and have a voice in the decisions made by Avondale institutions and businesses when they have a direct impact on residents.

Strategy 10.A Develop a checklist and Short-Term Avondale Institutions (to be identified Number of applicants that community application process for new Development by Avondale Community submit checklists; development and redevelopment in Corporation, Council and Avondale development that occurs in Avondale to ensure developers meet with Avondale Development Corporation), neighborhood has community Avondale Community Council and Community Developers, Residents, agreement and is consistent Avondale Development Corporation Council Avondale Development with the proposed land use leadership early in their application Corporation, Housing Working map and proposed Avondale process with the City of Cincinnati. All Group QOL recommendations; land developers of economic, housing, and use map and zoning reflects community development projects located residents' desires in Avondale should be coordinated and provide a benefit to the Avondale community, especially its residents, by supporting the recommendations of the QOL. The checklist should address the following areas: housing affordability, jobs and labor, community input, impact on community assets, diversity and inclusion, public space and infrastructure, natural environment, community organizations and programs, and local enterprise.

Strategy 10.B Require that the checklist Ongoing Uptown Consortium, and community application process be Institutions, Developers, used in making community decisions and Avondale Development subsequent recommendations to the City Corporation, Avondale of Cincinnati in support or in opposition of Community Council proposals. Connecting Residents Residents Connecting Partnerships Building & with Institutions

Avondale QOL Page 81 Goal 11 All Avondale stakeholders (including the Avondale Community Council, resident associations, community partners, and anchor institutions) work together to support implementation of the Avondale QOL.

Strategy or Action Step Timeframes Responsible Party Key Partners Measurable Outcomes

Strategy 11.A Identify areas where Now Avondale Primary: Cincinnati Children's stakeholders can work together based on Development Hospital, Cincinnati Zoo, UC shared values and areas of expertise and Corporation, Health, TriHealth, University interest (look at mission statements of Avondale of Cincinnati; institutions as a starting point). Community Additional: Urban League, Council Public Library, Uptown Consortium, 1819 Innovation Hub, Niosh, CPS Action Step 11.A.1 Identify where Short-Term Avondale Primary: Cincinnati Children's, Repeat exercise where goals community goals are shared with partners: Development Cincinnati Zoo, UC Health, are shared researching and Cincinnati Children's (LEADERSHIP), Corporation, TriHealth, University of matching mission/values for Cincinnati Zoo (COMMUNITY), UC Health Avondale Cincinnati; additional organizations; (RESEARCH, INNOVATION, Community Additional: Urban League, develop list of contacts at INCLUSIVENESS), Tri-Health (WHERE Council Public Library, Uptown anchor and additional PEOPLE WANT TO WORK AND LIVE), Consortium, 1819 Innovation organizations; create bench University of Cincinnati (EXPERIENCED Hub, Niosh, Cincinnati Public depth and new relationships BASED SERVICE) Schools (CPS) including who owns/leads shared value mission/vision, engagement manager, public relations, marketing (various), communication team, customer service and community manager Action Step 11.A.2 Develop organization Now Avondale Create database of social asset list. Development media channels, websites, Corporation, newsletters; confirm Avondale Avondale Development Community Corporation/Avondale Council Community Council are followers of all and signed up for newsletters Action Step 11.A.3 Support collective Now Avondale Develop a shared calendar of sharing of organization events and Development events, regular meetings of activities with all partners. Corporation, community relations Avondale representatives from Community institutions and partners; Council consult with Avondale Community Council before scheduling events in Avondale Connecting Residents Residents Connecting Partnerships Building & with Institutions

Avondale QOL Page 82 Goal 11 All Avondale stakeholders (including the Avondale Community Council, resident associations, community partners, and anchor institutions) work together to support implementation of the Avondale QOL. (continued)

Strategy 11.B Enhance use of Now - 1 year Avondale communication technology in the Development community by working with institutions to Corporation, learn from them on how they Avondale communicate with their clients. Community Council Action Step 11.B.1 Create a survey Now - 1 year Working Group; interns, Best practices for customer monkey with 10-20 questions to volunteers from new contact engagement (getting new understand best organizational practices. database, existing customers; retaining existing relationships customers), internal and external communication strategies, use of specialists, Action Step 11.B.2 Analyze survey results. Now - 1 year consultants, creative outsourcing; best and worst return on investment strategies.

Action Step 11.B.3 Share report summary Now - 1 year Resident leaders, Avondale MOU template and invitation with all participants, working group; use Resident Liaisons, Schools, to partner at roll out of Plan event as a launch. Principals, Urban League, Cincinnati Health Department

Strategy 11.C Develop a branding and Mid-Term Avondale * Key partners and Develop a shared calendar of marketing campaign based on the Development responsibilities will evolve events, regular meetings of Avondale QOL that clearly identifies where Corporation, throughout this process but community relation the community is headed and how Avondale start with identified representatives from partners and residents can join in. Identify Community institutions and partners; who is the target audience. Council consult with Avondale Community Council before scheduling events in Avondale

Action Step 11.C.1 Branding and Now/ Ongoing Working Group; interns, Awareness of where marketing campaign target: current volunteers from new contact information channels are residents database, existing available; encouragement of relationships signup; sustainable engagement; tactical - neighborhood block club; Tactical – health fair, walk/run

Action Step 11.C.2 Branding and Now/ Ongoing Welcome program; Awareness marketing campaign target: new of where information residents/new residential prospects channels are available; encouragement of signup; sustainable engagement

Action Step 11.C.3 Branding and Now/ Ongoing Welcome program; Profile marketing campaign target: businesses program through community channel (storytelling content); encourage connectivity through existing channels; Connecting Residents Residents Connecting Partnerships Building & with Institutions sustainable engagement

Avondale QOL Page 83 Goal 11 All Avondale stakeholders (including the Avondale Community Council, resident associations, community partners, and anchor institutions) work together to support implementation of the Avondale QOL. (continued)

Action Step 11.C.4 Branding and Short-Term Avondale Working Group; interns, Seek invitations at community marketing campaign target: surrounding Development volunteers from new contact meetings for a 5-minute urban neighborhoods including Corryville, Corporation, database, existing mission/vision Avondale; CUF, Clifton, Walnut Hills, Mt. Auburn, Avondale relationships invite surrounding urban North Avondale, Evanston, Clifton, Community neighborhoods for a Paddock Hills Council community tour (devise and create) Action Step 11.C.5 Branding and Short-Term to Expand tour for stakeholders marketing campaign target: Cincinnati Mid-Term at anchor institutions; expand region and beyond tour for interested investors/developers Action Step 11.C.6 Form small teams of 1 year Primary: Cincinnati Children's, Meetings to develop good will ambassadors that include Cincinnati Zoo, UC Health, prospective partnerships Avondale Development TriHealth, University of including key partners Corporation/Avondale Community Council Cincinnati; identified; sign MOU that Additional: Urban League, Public board members, cross generational endorses the MOU and Library, Uptown Consortium, residents (youth - seniors), Avondale Youth identifies their commitment 1819 Innovation Hub, Niosh, CPS Club, block clubs to promote QOL Plus: Cincinnati Business Herald, QOL implementation. implementation. African American Chamber, Property owners Media and organizations with focus on community development: The Port, The City of Cincinnati, Soapbox Cincinnati, University of Cincinnati campus communications, business associations, Uptown Consortium, Urban radio, television partner, UC interns, Churches, Schools (higher level connections at CPS), Hirsch Recreation Center, Community board assessment – where are they located Community gathering locations – Gabriel’s Place, Ronald McDonald House Connecting Residents Residents Connecting Partnerships Building & with Institutions

Avondale QOL Page 84 Goal 12 Revitalize Avondale with a diverse quality housing stock which meets the needs of existing seniors, owners and renters and attracts new residents.

Strategy or Action Step Timeframes Responsible Party Key Partners Measurable Outcomes Strategy 12.A Keeping current Avondale residents in Avondale is a top priority. The housing strategy should ensure that current residents, Action Step 12.A.1 Ensure code Now Avondale City of Cincinnati Buildings & Number of code violations compliance enforcement to improve the Development Inspections (enforce building order resolved/closed quality of housing options. Corporation takes codes and zoning the lead and will regulations), Cincinnati partner with Health Department (code various other enforcement of health issues external resource on residential and commercial providers property), Legal Aid (resolves serious legal problems for low- income people, promote economic and family stability and reduce poverty through effective legal assistance)

Action Step 12.A.2 Advocate for policy to Long-Term Residents, Avondale Development Creation of Housing Court establish housing court in Cincinnati (i.e. Avondale Corporation, Legal Aid, housing court) Community Hamilton County Courts, Ohio Council Justice & Policy Center Action Step 12.A.3 Educate residents Short-Term Legal Aid, City Cincinnati Health Department Increase number of code about the ability and the need to report Building & (code enforcement of health violations, criminal activity code violations, crimes, and nuisance Inspections, issues on residential and and nuisances properties properties while ensuring residents are Avondale commercial property), UC reported by Avondale protected from negative retaliation. Development Health (innovative/visionary residents; number of reports Corporation partner, address health investigated, resolved, and disparities of the closed neighborhood), Cincinnati Police Department

Action Step 12.A.4 Work with Short-Term Avondale Avondale Community Council Increase number of residents subsidized/assisted housing providers to Development (elected body of the attending Avondale ensure code compliance enforcement and Corporation takes community and voice of the Community Council meetings the inclusion of all residents as part of the the lead and will community), Assisted Housing by 20% decision-making and the selection of partner with Providers (ex. CMHA) development and management various other external resource providers

Action Step 12.A.5 Hold landlords and Short-Term Legal Aid, City Cincinnati Health Department Increase number of meetings property management Avondale Building & (work to improve the health held; number of landlords and Community Council accountable through Inspections, and wellness of Cincinnati property managers in regular meetings to ensure that all units Avondale citizens); Avondale attendance are safe, clean, sanitary and encourage Development Community Council (elected fulltime onsite management. Corporation body of the community and voice of the community); Cincinnati Police (law enforcement); Residents Improving Housing Improving

Avondale QOL Page 85 Goal 12 Revitalize Avondale with a diverse quality housing stock which meets the needs of existing seniors, owners and renters and attracts new residents. (continued)

Action Step 12.A.6 Encourage Short-Term Subsidized Cincinnati Health Department Increase number service assisted/subsidized housing providers to Housing Providers, (work to improve the health coordinator positions per support additional service coordinator Property Owners and wellness of Cincinnati building, establish positions. Identify and train residents who and/or citizens), Legal Aid (resolves Memorandum of can be a central point for receiving and management serious legal problems for low- Understanding for owners and communicating violations (for example, income people, promote managers of subsidized community liaisons) so residents are economic and family stability housing units connected to information, advocacy and and reduce poverty through support. effective legal assistance), City of Cincinnati Building and Inspections (enforce building codes and zoning regulations), Residents

Strategy 12.B Conduct a housing needs assessment, including existing conditions data and maps. Action Step 12.B.1 Collect Q4 2019 - Now- Avondale Community Building Institute Housing data and existing comprehensive housing data, including happening Development (data collection & analysis), housing conditions existing housing conditions. Corporation takes University of Cincinnati, information collected and the lead and will Xavier, City of Cincinnati analyzed partner with Action Step 12.B.2 Map existing Now various other Cincinnati Area Geographic Map showing existing conditions. external resource Information System (CAGIS), housing/property conditions providers University of Cincinnati DAAP in Avondale Intern Action Step 12.B.3 Identify opportunities Short-Term Private investors and Establish vacant building and for redeveloping vacant buildings and Developers; Port Authority land inventory/database land. (land disposition); CBI Action Step 12.B.4 Identify historic Short-Term Cincinnati Historic Database of historic residential properties. Conservation structures Strategy 12.C Develop housing recommendations for target areas based on strengths and assets, opportunities, and challenges. Action Step 12.C.1 Ensure that Housing Now Avondale City of Cincinnati Buildings & Increase number of residential Strategy recommendations will result in Development Inspections (enforce building units (rental and for sale) no net loss of housing units, while Corporation takes codes and zoning preserved and created in ensuring housing is safe, clean, the lead and will regulations), Cincinnati Avondale (quantity will be affordable, sanitary, and equitable. partner with Health Department (code determined by responsible various other enforcement of health issues party and key partners) external resource on residential and commercial providers property), UC Health (innovative/visionary partner; address health disparities of the neighborhood), Avondale Community Council (elected body of the community and voice of the community), Community Building Institute

Action Step 12.C.2 Establish inclusionary Short-Term Community Building Institute, Identified target areas for targets for new development, including Uptown Consortium, Inc., City inclusionary development affordability. Department of Community and Economic Development (including Housing) Improving Housing Improving

Avondale QOL Page 86 Goal 12 Revitalize Avondale with a diverse quality housing stock which meets the needs of existing seniors, owners and renters and attracts new residents. (continued)

Action Step 12.C.3 Develop a realistic Short-Term Avondale Consultant, Community Ratio will be established by target ratio for owner-occupied and rental Development Building Institute, Uptown responsible party and key units based at least in part on Avondale's Corporation takes Consortium, Inc. partners building type composition and the lead and will demographics of current residents. partner with various other Action Step 12.C.4 Create a matrix that Short-Term external resource Consultant, Intern, Establish Matrix/inventory tracks the number of units preserved, providers Community Building Institute, database of units preserved, created, rehabbed, and replaced (rentals, Uptown Consortium, Inc. created, rehabbed, and sales, purchases). replaced Action Step 12.C.5 Develop a strategy to Short-Term Consultant, Uptown Strategy developed for transition vacant 2-unit and 3-4 unit Consortium, Inc. development of vacant buildings to occupied units. property

Action Step 12.C.6 Identify scattered site Short-Term Private investors and Number of temporary housing opportunities that can provide temporary Developers, the Port and units created; number of housing for families within Avondale while Hamilton County Landbank existing families & individuals units are being improved (these units (land disposition), The retained in Avondale might also provide long-term housing Community Builders, Uptown options for some families). Consortium, Inc., Community Building Institute/Consultant

Action Step 12.C.7 Work with the Short-Term Avondale Community Council Screening/vetting tool(s) Residents and Partnerships QOL Working (elected body of the created Group to develop a checklist and community and voice of the community application process for new community), Residents, development or redevelopment in Community Building Institute, Avondale. Uptown Consortium, Inc.

Strategy 12.D Identify strategies that can reposition vacant buildings and place back into productive use for current residents and new Action Step 12.D.1 New housing Short-Term Avondale Community Building Institute, Increase number of new developments should be inclusionary Development Uptown Consortium, Inc., City inclusionary units (meeting affordability targets), and mixed Corporation takes Department of Community use when possible and consistent with the lead and will and Economic Development future land use. partner with (including housing), Residents various other external resource Action Step 12.D.2 Work with partners to Now providers Port and Hamilton County Number of vacant land and ensure vacant land and buildings are Landbank (land disposition), buildings conveyed to transferred to responsible parties that can Uptown Consortium, Inc,. responsible parties support implementation of the Housing Residents, Community Strategy. Building Institute/Consultant

Strategy 12.E Establish an Avondale Housing Trust Fund (AHTF) to provide the financial support necessary to carry out the Housing Strategy. Action Step 12.E.1 Establish the Avondale Short-Term Avondale Uptown Consortium, Inc., AHTF in place and funded Housing Trust Fund, including Development Avondale Development management structure and policies and Corporation takes Corporation Board, Avondale procedures. the lead and will Community Council partner with various other Action Step 12.E.2 Partner with low- Short-Term Renting Partnerships (Partner Low income housing created external resource income housing providers to ensure with low-income housing for 80% AMI (number of units providers Housing Improving housing units are created that are development - below 80% will be determined by key affordable to residents with incomes AMI); CBI/Consultant partners and responsible below 80% Area Median Income (AMI). party)

Avondale QOL Page 87 Goal 12 Revitalize Avondale with a diverse quality housing stock which meets the needs of existing seniors, owners and renters and attracts new residents. (continued)

Action Step 12.E.3 Connect residents Short-Term Homeownership Avondale Development Number of residents Avondale with financial assistance and mortgage Center Corporation, Uptown Anchors, Community Councilessing products to help them stay in their homes. Urban League resources

Action Step 12.E.4 Support rehabilitation Now Avondale Cincinnati Children's Hospital Number of residents Avondale programs for homeowners and historic Development Medical Center (CCHMC), City Community Councilessing properties that connects residents with Corporation takes Department of Community resources home repair resources. the lead and will and Economic Development partner with (NOFA, special project various other financing), Financial external resource Institutions; State of Ohio providers Preservation Office Action Step 12.E.5 Support seniors aging Now Avondale People Working Number of seniors Avondale in place by connecting seniors with Development Cooperatively, Greater Community Councilessing and financial and physical improvements that Corporation takes Cincinnati Energy Alliance, number of seniors retained in can help them comfortably remain in their the lead and will Homeownership Center, homes in Avondale homes, and in Avondale. This includes the partner with Habitat for Humanity of creation of additional senior only housing various other Greater Cincinnati, Area in Avondale. external resource Council on Aging, SO-ACT providers Action Step 12.E.6 Create a tax incentive Short-Term Avondale City Department of Number of tax incentives tool kit which outlines available tax credits Development Community and Economic utilized and tax abatements for building and Corporation takes Development (NOFA, special investing in Avondale. the lead and will project financing), Uptown partner with Consortium, Inc. (UCI), UCI various other Anchor Institutions (Avondale external resource Development Corporation real providers estate development partner)

Action Step 12.E.7 Develop an Avondale- Short-Term Avondale City Department of Number of new homeowners specific Homestead program. Development Community and Economic in Homestead program Corporation takes Development (NOFA, special the lead and will project financing), Uptown partner with Consortium, Inc., Anchor various other Institutions (Avondale external resource Development Corporation real providers estate development partner), Port Action Step 12.E.8 Encourage a range of Short-Term Avondale City Department of Number of new investments investment that can help support the Development Community and Economic in Avondale, new investment objectives of the Housing Strategy Corporation takes Development (NOFA, special dollars (public/private). the lead and will project financing), Uptown partner with Consortium, Inc., (UCI), UCI various other Anchor Institutions (Avondale external resource Development Corporation real providers estate development partner), LISC (Operating support & technical support), private investors and developers, Port Improving Housing Improving

Avondale QOL Page 88 Goal 12 Revitalize Avondale with a diverse quality housing stock which meets the needs of existing seniors, owners and renters and attracts new residents. (continued)

Action Step 12.E.9 Create and support a Short-Term Renting Avondale Development Creation of Renter Equity renter equity program. Partnerships Corporation, Homeownership program and funding sources (Partner with low- Center identified income housing development - below 80% AMI)

Action Step 12.E.10 Create Homeowners Short-Term Avondale Cincinnati Children's Hospital Number of homeowners resources toolbox for minor residential Development Medical Center (CCHMC), City utilizing resources repairs, maintenance, improvements, and Corporation takes Department of Community housekeeping. the lead and will and Economic Development partner with (NOFA, special project Action Step 12.E.11 Develop a match- various other financing), Financial savings program as an incentive for external resource Institutions, Homeownership homebuyers. providers Center Action Step 12.E.12 Explore strategies to Short-Term Legal Aid, HUD, City Department of Rental rate and property tax combat raising rents and property taxes Residents, Community and Economic strategies created for current residents so that they can Avondale Development, Hamilton remain in Avondale. Community County Auditor's office, Council Cincinnati Metropolitan Housing Authority, Residents Improving Housing Improving

Avondale QOL Page 89 Goal 13: Create an education and advocacy curriculum to support the upward mobility and stability of our existing seniors, owners and renters.

Strategy or Action Step Timeframes Responsible Party Key Partners Measurable Outcomes Strategy 13.A Support current residents as they advocate for improving property conditions. Action Step 13.A.1 Host tenant rights' Short-Term Avondale Legal Aid, other partners to be Number of residents trained training. Development identified and knowledgeable about Corporation takes tenant rights; number of the lead and will trainings held partner with Action Step 13.A.2 Work with local Short-Term various other UC Health, CCHMC, Cincinnati Increase data sharing from hospitals and health providers to connect external resource Health Department health providers residents and property managers with providers information on how housing can contribute to, or negatively impact health. Strategy 13.B Connect landlords and property managers with property maintenance training. Action Step 13.B.1 Identify landlords, Short-Term Avondale Homeownership Center, HUD, Create database containing property managers, and existing training Development CMHA, Legal Aid information about Avondale opportunities. Corporation takes landlords, property managers the lead and will and property maintenance partner with training opportunities. various other external resource providers

Strategy 13.C Provide opportunities for training and education. Action Step 13.C.1 Provide a range of Now Avondale Financial Institutions Establish training courses; financial literacy training opportunities, Development (Educational literacy number of courses held and including face-to-face training and self- Corporation takes programs; engage in business successful completion by guided online training. the lead and will in Avondale), Uptown residents; number of residents partner with Consortium, Inc., Avondale with improved credit scores various other Community Council, external resource Residents, Library providers

Strategy 13.D Connect residents with financial literacy programs for current and future homeowners. Action Step 13.D.1 Support first-time Short-Term Avondale Homeownership Center, Number of courses held; homebuyer education. Development Financial Institutions number of resident successful Corporation takes (education literacy programs), completion the lead and will Library, Schools partner with various other external resource providers

Action Step 13.D.2 Support programs on Short-Term Legal Aid Homeownership Center, Number of foreclosure actions foreclosure prevention. Financial Institutions diverted (education literacy programs), Avondale Development Corporation

Avondale QOL Page 90 Appendix

Avondale QOL Page 91 AVONDALE DATA SNAPSHOT (2013-17 5-Year Estimates)

12,043 People in 5,423 Households 16,298 People in 2000 HOUSEHOLDS HOUSING

Single Person Housing Units 2,955 Households 7,524 Married 5,423 Occupied Units 162 Couples with Children 25% Owner-occupied Single Female Renter-occupied 951 with Children 75% 2,101 Vacant Units POPULATION

Median Age $153,000 1950 35 2018 Median Sale Price Median Building 11% White Single-family only; 74 sales Age (Year)

$180,000 $180,000 $180,000 2014 2014 2014 Black $155,000 $155,000 $155,000 85% $160,000 $160,000 $160,000 $135,000 $135,000 $135,000 $140,000 $140,000 $140,000 2015 2015 2015 $120,000 $120,000 $120,000 $115,000 $115,000 $115,000 Two or more Price racesSale Median Price Sale Median Price Sale Median $102,000 $102,000 $102,000 2% $100,000 $100,000 $100,000 2016 2016 2016 $80,000 $80,000 $80,000 $62,500 $62,500 $62,500 2017 2017 2017 $60,000 $60,000 $60,000

Median $40,000 $40,000 $40,000 2018 2018 2018 $19,620 $19,620 $19,620 $19,620 Household $20,000 $20,000 $20,000 $0 $0 $0 2017 Median2017 Median2017 Median Income Avondale Avondale Avondale Household IncomeHouseholdHousehold Income Income 5,824 People in Poverty AFFORDABILITY

Of Income Spent on Total Renters Total Owners 24% Housing by All Median 4,077 1,346 Income Families (*) 45% Of Renters are 21% Of Owners are Of Income Spent on Cost-Burdened Cost-Burdened 67% Housing by All Low Income Individuals (*)

Avondale QOL Page 92Source: U.S. Census 2013 - 2017 American Community Survey 5-year Estimates (pulled from mySidewalk, compiled by the Community Building Institute); Cincinnati Multiple Listing Service (home sales); (*) Affordability Source: U.S. Department of Housing and Urban Development (HUD) and the U.S. Department of Transportation (DOT): Location Affordability Portal, Version 2: Location Affordability Index. Revised April 15, 2019. Avondale Data Trends

Population Avondale lost more 0 5,000 10,000 15,000 20,000 than a third of its population in just under 1990 40% 25% 34% People Below Poverty Level 30 years between 1990 Year and 2017.

2000 38% 24% 38% In 1990, there were People at 100% - 200% of nearly 6,000 residents Poverty Level that were self-sufficient 2010 44% 22% 34% (above 200% of People at 200% and above poverty). In 2017, that 2017 51% 21% 29% the Poverty Level number was down to just under 3,300.

Highest Educational Attainment for 2017 Population 25 Years and Over 2,000 0 2,000 4,000 6,000 8,000

1,170 1,000 Population

Population Avondale remains 0 5,000 10,000 15,000 20,000 a predominantly African American 1990 92% Black neighborhood. Year The number of Whites White remained about 2000 91% the same between Hispanic or Latino 1990 and 2017, but 2010 89% with a decrease in community population, Whites 2017 85% now account for just over 10 percent of Avondale’s population. Avondale Avondale QOL Sources: US Census 2013-2017 ACS; DC 1990, 2000, 2010 Page 93 Place Matters 2018 Year-End Report 16 More than half of Single Person Living Avondale’s households Alone are a single person 2,955 Other Non-Family living alone.

unrelated households individuals) Non-Family There are roughly one person or

(households with (households Married Couple with the same number of Children households made up of a single mom Single Female with with children and a 951 962 Children household with related Family related family members living individuals) Single Male with

(households with Children together (for example, a grandma with 0 500 1,000 1,500 2,000 2,500 3,000 3,500 Other Family grandchildren). 2017 Households households

Population Avondale has a 0 5,000 10,000 15,000 20,000 decreasing number and share of children, Under 5 1990 4,197 2,841 2,169 3,206 young adults between Year 5 - 19 the ages of 25 and 35, 20 - 24 2000 4,034 1,848 2,362 2,373 and seniors. 25 - 34 35 - 44 2010 2,693 1,470 1,310 1,531 45 - 54 55 - 64 2017 2,602 1,795 1,059 1,492 65 and over

Housing Units (% = % of total occupied units) In 2017, there were 0 2,000 4,000 6,000 8,000 10,000 more about 2,100 vacant housing units. 1990 23% 77% Owner-occupied Year There were just housing units over 5,400 occupied 2000 24% 76% housing units; three- Renter-occupied quarters of units were housing units renter-occupied. 2010 24% 76% Vacant units 2017 25% 75%

2,500 More than half of Avondale households 2,000 38% moved into their

Householder current unit less 1,500 than 10 years ago. 26% 1,000 This could include a household moving 15% 500 from one unit in the 9% 7% 5% community to another 0 unit in the community. Moved in Moved in Moved in Moved in Moved in Moved in 1979 or 1980 to 1990 to 2000 to 2010 to 2015 or Earlier 1989 1999 2009 2014 later Avondale

Sources: US Census 2013-2017 ACS; DC 1990, 2000, 2010 Avondale QOL Place Matters 2018 Year-End Report 17 Page 94 d 6 1 o 9 5 8 9 1 0 5 0 4 5 2 5 9 3 8 1 4 3 2 4 9 5 1 0 9 4 1 8 6 1 7 1 6 1 3 6 4 3 5 3 7 1 2 8 0 o 1 , 5 8 2 , 8 5 9 6 , 4 9 2 , 3 5 1 , 0 7 4 6 , 1 9 6 , 3 2 7 1 , 4 0 9 3 , 9 5 2 , 4 6 8 1 , 7 5 3 6 , 8 0 4 , 8 0 2 , 7 5 3 3 , 2 7 5 4 , 2 1 7 1 , 2 8 7 6 , 2 8 1 , 5 8 1 , 2 5 4 , 5 0 1 , 2 0 6 3 , 9 2 2 , 0 8 1 3 , 9 0 8 3 , 2 8 4 6 , 8 0 4 , 6 5 0 3 , 6 4 4 , 6 3 1 7 , 5 1 , 0 3 7 , 3 5 1 , 4 9 5 , 3 1 3 , 7 0 1 , 2 4 1 , 7 3 2 , 1 9 1 , 9 6 6 , 4 8 3 2 , 6 9 0 4 , 7 1 8 , 5 1 0 , 9 4 1 4 , 0 5 1 2 , 6 4 2 0 , 9 7 2 1 , 5 9 1 3 , 9 7 1 5 , 7 2 h r o b N . . . M . . h L . I . Y . H . R

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Avondale QOL Page 100 . Avondale Housing Summary Updated June 12, 2019

The housing and demographic numbers below are based on data from U.S. Census Bureau 5-year estimates (2013-2017) for Avondale. Approximations are used when calculating low-income/working poor households to arrive at an estimated number of households at risk for displacement.

Total Occupied Housing Units 5,423 (equal to the number of households) Vacant units 2,101

People in Avondale 12,043 Households 5,423 (equal to the number of occupied housing units)

Low-income/working poor residents 8,200 Approximately two-thirds of residents are at 200% of poverty or less (8,200/12,043=68%)

Low-income/working poor households 3,700 Census numbers are not available for the number of households at 200% of poverty or less, so we make the assumption that if 68% of the population is 200% of poverty or less, 68% of all households are also at 200% of poverty or less (5,423*68%=3,687.64; rounded up to 3,700); This estimation is also supported if the average household size of 2.22 people is used to estimate the number of low-income working families (12,043/5,423=2.22 average household size) (8,200*2.22=3,727)

Homeowner households * 925 owners (3,700*25%=925)

Renter households * 2,775 renters (3,700*75%=2,775)

Subsidized units 600 renter households (assume these are protected units)

Senior households 625 senior renter households; 280 senior renter households are cost- burdened (based on average for all renter households, assumes 45% of households are cost-burdened and face potential housing insecurity)

500 total senior owner households; 100 senior owner households are cost-burdened (based on average for all owner households, assumes 21% of households are cost-burdened and face potential housing insecurity)

There are approximately 3,000 renter household units available at $750 or less monthly home rent

Avondale QOL Page 101 An estimated 3,100 Avondale Vulnerable Households: Research suggests that an income of at households are at risk of » least 200% of the poverty level is needed displacement for most families to be economically self- . 2,175 renter households are sufficiency at risk of displacement » A low-income/working poor household » Including 280 senior renter family of four would make no more than households $51,500 a year ($24,980 max for a single person; $33,820 max for 2 people; and . 925 owner households are at $42,660 max for 2 people in a household) risk of displacement » Assumes that all low-income/working Including 100 senior owner » poor households at 200% of poverty or households less are vulnerable to displacement . More than half of all (3,700) Avondale households are at » Assumes all subsidized units will remain risk of displacement subsidized (600)

Source: National Housing Preservation Database (subsidized unit count) and U.S. Census 2013 – 2017 American Community Survey (5-year estimates). U.S. Census data compiled using mySidewalk. More mySidewalk data is available here: https://reports.mysidewalk.com/1d78732be5

Notes: Research suggests that an income of at least 200% of the poverty level is needed for most families to be economically self-sufficiency (Cauthen, Nancy K. and Lu, Hsien-Hen, “Employment Alone is Not Enough for America’s Low-Income Children and Families,” The National Center for Children and Poverty, 2003). These families are also referred to as low-income and the working poor. That level is considered by many experts to be the minimum income necessary for a family to meet its basic needs, or to be self-sufficient. This measure is also used for many services and programs to determine eligibility based on income. Using this definition, according to the 2019 Poverty Guidelines, a family of four with an income under $51,500 would be defined as low-income or working poor (200% of poverty guideline; $25,750 x 2 = $51,500). * Assuming the same breakdown of homeowners and renters as the neighborhood as a whole (25% of all households are owner-occupied; 75% are renter-occupied)

Avondale QOL Page 102 Avondale Housing Summary - Housing Units by Units in Structure Revised June 10, 2019

Units in Structure Total Units Renter Owner Vacant (building size) # % # % # % # % 1 Detached Unit 1,812 24% 525 29% 1,038 57% 249 14% 1 Attached Unit 252 3% 114 45% 78 31% 60 24% 2 Units 1,038 14% 416 40% 213 21% 409 39% 3 to 4 Units 1,338 18% 794 59% 17 1% 527 39% 5 to 9 Units 782 10% 510 65% 0 0% 272 35% 10 to 19 Units 567 8% 364 64% 0 0% 203 36% 20 to 49 Units 544 7% 385 71% 0 0% 159 29% 50 or More Units 1,171 16% 949 81% 0 0% 222 19% Boat, RV, Van, etc. 20 0% 20 100% 0 0% 0 0%

Total Units

7,524

Occupied Units Vacant # % # % 5,423 72% 2,101 28% Renter-occupied Owner-occupied # % # % 4,077 75% 1,346 25%

Source: U.S. Census 2013-2017 American Community Survey 5-year estimates

Avondale QOL Page 103 Avondale Housing Sales (2014-2018) Revised June 10, 2019

2014 thru 2017 Statistics for Single Family and Condo Units Single Family Singe Family Total 2014 2014 Total 2014 Units Units Median Condo Units Condo Median Median Price Avondale 71 $72,404 6 $34,450 77 $62,500

Single Family Singe Family Total 2015 2015 Total 2015 Units Units Median Condo Units Condo Median Median Price Avondale 79 $120,000 13 $41,000 92 $102,000

Single Family Singe Family Total 2016 2016 Total 2016 Units Units Median Condo Units Condo Median Median Price Avondale 80 $172,500 9 $64,900 89 $155,000

Single Family Singe Family Total 2017 2017 Total 2017 Units Units Median Condo Units Condo Median Median Price Avondale (E01AV) 73 $153,000 8 $63,750 81 $115,000

Single Family Singe Family Total 2018 2018 Total 2018 Units Units Median Condo Units Condo Median Median Price Avondale (E01AV) 74 $153,000 13 $91,000 87 $135,000

Source: MLS of Greater Cincinnati -1/28/2019

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Avondale QOL Page 106 Open House Feedback - October 15, 2019 - October Open House Feedback

Avondale QOL Page 107 Open House Feedback - October 15, 2019 - October Open House Feedback

Avondale QOL Page 108