Cherry Hill Transformation Plan Cherry Hill, Baltimore, Maryland

April 16, 2020

CHERRY HILL DEVELOPMENT CORPORATION KAIROS DEVELOPMENT

PREPARED FOR STEERING COMMITTEE Cherry Hill Development Corporation Vivian Singletary Public Housing Representative FUNDED BY Cordell Pickney Cherry Hill Development Corporation Private Rental Representative South Baltimore Gateway Partnership Claude Johnson Housing Authority of Baltimore City Homeowner Representative Baltimore City Department of Housing & Community Development Dana Smith Weller Development At-Large Neighborhood Representative Eric Hicks CONSULTANT TEAM At-Large Neighborhood Representative Urban Design Associates Michael Battle RCLCO At-Large Neighborhood Representative Mon-Win Consulting Kairos Development LLC Charles Dower Youth Representative Brian Greenan Development Manager, Housing Authority of Balti- more City James Flannery Developer/Investor Nikky Davis Baltimore Development Corporation Brent Flickinger Baltimore City Department of Planning Phylicia Porter Attorney, Public Policy Bishop Saunders Faith-based leader Germano Gomez Banking/Finance Advisor, Harbor Bank

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Acknowledgments 2 TABLE OF CONTENTS

OVERVIEW 4 IMPLEMENTATION 41 History 5 Project Matrix 42 Cherry Hill Development Corporation 6 Market Potential Timeline 44 Funding Sources 45 PROCESS & COMMUNITY ENGAGEMENT 7 Maryland DHCD Plan Requirements 46 Step 1: Listening (November 2019) 8 Step 2: Trying Out Ideas (November– APPENDIX 52 December 2019) 9 Housing — Homeownership Case Studies 53 Step 3: Making Decisions (January–March) 11 Co-op Grocery Store Case Study 55 Overview of the East Lake Revitalization 56 ANALYSIS 12 X-Ray Analysis 57 Demographic Summary 13 Building on Previous Plans 14 Investment in Cherry Hill 16

TRANSFORMATION PLAN 18 Purpose Built Communities 20 Housing 21 Economy 30 Transportation 34 Environment 38 Quality of Life 39

Cherry Hill Town Center A new vision for reactivating the commercial node for the Cherry Hill neighborhood

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Table of Contents 3 OVERVIEW Community Framework This conceptual plan was drawn during the November 2019 workshop based on input The Cherry Hill Transformation Plan is the from meetings with the stakeholders and community result of a collaborative process with the members residents of the Cherry Hill neighborhood in Baltimore.

EXECUTIVE SUMMARY present and future of Cherry Hill. The Cherry Cherry Hill is a self-contained historically Hill Development Corporation, a non-profit African-American community south of down- organization and longstanding member of town Baltimore. The neighborhood covers the Cherry Hill community, organized the over 300 acres of land and is bounded by two Cherry Hill community to complete the 2008 major physical barriers, the Patapsco River Cherry Hill Master Plan that was adopted by to the north and east and railroad tracks to Baltimore City’s Planning Commission. While the south, including the Baltimore Light Rail some good has come out of that plan, much System to the west and south. Cherry Hill has more work remains to be done. The tools for Baltimore’s largest concentration of public transformation are already in progress, in- housing units. Over time, the neighborhood cluding the Transformation Plan and the work has been perceived as dangerous and has of the Cherry Hill Development Corporation, struggled to attract new investments. De- in partnership with Senator Bill Ferguson, spite this perception, Cherry Hill is a strong and Weller Development to place Cherry Hill community with a rich history, and many under consideration to become a Purpose prominent residents who have at one time Built Community. The Purpose Built model called Cherry Hill home. Cherry Hill has also has been used in other communities to guide benefited from recent investments, including neighborhood transformation by creating two new 21st Century Schools, Cherry Hill pathways out of poverty for low-income resi- Elementary/Middle School and Arundel El- dents while building strong, diverse commu- ementary School. Maryland's first adult high nities through public-private partnerships and school will be housed in Cherry Hill, and a grassroots organizations. INSTITUTIONAL BUILDINGS state of the art fitness and wellness center is The Cherry Hill Transformation Plan has five INSTITUTIONAL LAND scheduled to break ground in 2020. major elements: PUBLIC PARK Ready for Transformation PLAY FIELDS 1. Housing; Additional redevelopment along the Middle COMMERCIAL USES 2. Economy; Branch, including plans for the Middle Branch OFFICE Park and Port Covington, set the stage for 3. Transportation; MIXED INCOME HOUSING future change in Cherry Hill that the com- 4. Environment; and munity wants to influence and direct. The LOW-DENSITY HOMEOWNERSHIP 5. Quality of Life. Cherry Hill Transformation Plan documents PEDESTRIAN CONNECTION that direction as a community vision for the TRAIL

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Overview 4 History

Cherry Hill started in the 1940s as the first for African-American families. Yet, in the public housing residents, and the manager of planned African-American suburb in the latter half of the 1900s, driven primarily by Cherry Hill Homes.” country. It was a combined effort between the racially discriminating housing policies, over Today, the neighborhood remains predomi public and private sectors to create a planned one thousand additional public housing units nantly made up of African American families, community for Black families. City officials were added to the neighborhood, and crime many of whom continue to live in subsidized selected the location for its isolated geography increased due to various factors in the city. By rental housing. Over the years, the poorly and close proximity to various sites hosting the late 90s, Cherry Hill had one of the high- maintained buildings, lack of economic invest hazardous materials, including a trash dump est concentrations of public housing along the ment, and deep-rooted perceptions of crime and incinerator. Six hundred units of housing east coast. Around the turn of the millennium, have stripped the community of the many were built for African American war veter- a little over 400 units were demolished, due to resources it used to offer. Although millions of ans returning from WWII, later converted to the poor building conditions. dollars have and will continue to be invested low-income housing. By 1956, when the final Despite its economic challenges, the neigh in various projects throughout the neighbor original core of Cherry Hill was completed, Cherry Hill:Raising Successful Black Children in Jim Crow Baltimore borhood has a rich history of distinguished hood, current residents are cautious of what the community was comprised of about 30% Children playing on Ascension Street in Cherry Hill the change will bring for their future in the homeowners and 70% renters. These families political leaders, professionals, lawyers, place they've called home for so many years. built a strong sense of community, making ministers, judges, educators, writers, doc- The Transformation Plan seeks to build on the Cherry Hill an idyllic place to raise children tors, musicians, and prominent leaders in various other fields. It was considered a safe unique sense of community in this neighbor- haven for the children and families who lived hood and builds on the legacy of strong Cherry there, as recounted by Linda G. Morris in Hill families who want to see their neighbor- her book “Cherry Hill: Raising Successful hood restored to a wonderful place to live. Black Children In Jim Crow Baltimore.” The neighborhood was self-sustaining, planned with schools, churches, community centers, a swimming pool, retail, and medical clin- ics. The lush vegetation and vast waterfront provided an appealing backdrop to everyday life. Linda Morris described the uniqueness of Cherry Hill as follows: “The success of the early Cherry Hill community can be attributed to the level of civic Public Housing along Claflin Court engagement between the homeowners, the Cherry Hill: Raising Successful Black Children in Jim Crow Baltimore Cherry Hill: Raising Successful Black Children in Jim Crow Baltimore Rental apartments on Seagull Avenue with the stacks Cherrywood Rowhouses on Cherry Hill Road of the incinerator visible in the background

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Overview 5 Cherry Hill Development Corporation

HISTORY PREVIOUS PLANNING EFFORTS RECENT INITIATIVES BY THE CHDC The Cherry Hill Development Corporation The CHDC organized and engaged the 1. Participating in monthly Cherry Hill (CHDC) is a nonprofit organization formed in community for the 2008 Cherry Hill Master Education Education Team (CHET) meetings that empha- 1981 and has since been a longstanding mem- Plan, which was adopted by the Baltimore size the importance of education for African- ber of the Cherry Hill community. The CHDC City Planning Commission. This master plan Americans. works “to promote the general welfare and explored and addressed various challenges in 2. Economic Development Coordinating with economic development of low-income persons the neighborhood, such as economic devel- Baltimore City Housing and Valbridge to develop and groups residing in the Cherry Hill area of opment, transportation, land use, zoning, a feasibility market study for “Fisher’s Cove.” Baltimore City.” housing, public safety, education, health, and Worked with the Neighborhood Design Center wellness. While there is much more to be and Morgan State Institute for Urban Research through a grant from Enterprise Community Cherry Hill Transformation Plan Stakeholder Meeting The CHDC has worked to improve economic done, the 2008 plan has made major strides in development and investment in the neigh- Partners to coordinate community focus groups. Patapsco Elementary School housing, education, and recreation. November 2019 borhood in areas including quality affordable 3. Other Social Empowerment Activities Coordinating and participating in several projects in the housing, healthcare, commercial development, THE CHERRY HILL TRANSFORMATION neighborhood, including: and education. The organization prides itself PLAN –– Workforce development on engaging with the community to ensure The CHDC is dedicated to a collaborative –– Vacant housing program that socio-economic conditions are better for community process for the Cherry Hill Trans- –– Community recreation center the residents. formation Plan, a comprehensive master plan –– Urban gardening program CHDC has a longstanding relationship with for 2020. The master plan is the culmination –– Cherry Hill light rail project several major players in the region, including of stakeholder meetings, focus groups, public Baltimore City government, State agencies, meetings, community events, and a communi- –– “Cherry Hill Races to the Top” grant elected officials, neighboring community ty steering committee. –– CHET concept paper associations, philanthropic organizations, and –– Literacy projects private developers. Through these various –– Family League of Baltimore City (FLBC) com- partnerships, the CHDC can more effectively munity school planning committee implement the visions and change they see for Cherry Hill.

Cherry Hill Transformation Plan Stakeholder Meeting Patapsco Elementary School November 2019

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Overview 6 PROCESS & COMMUNITY ENGAGEMENT Engaging the community from the beginning, through the middle and end of the design process, ensures that the final master plan respects the values and integrity of the existing residents, and creates an open dialogue to help alleviate fears for later gentrification.

This Transformation Plan built upon prior In order to gather a complete picture of what •• Youth Engagement We held a focus group planning efforts that have taken place over was needed in Cherry Hill, we designed a ro- at the high school to gather input from stu- the last several years. Cherry Hill has gone bust planning process that combined targeted dents. There is also a high school student through many planning efforts, including the stakeholder meetings with broader public representative on the steering committee Cherry Hill Master Plan developed in 2008, meetings described below: to ensure the voices of youth are involved the Cherry Hill Vision Plan created with the in decision-making; and •• Stakeholder Meetings 62 stakeholders par- Neighborhood Design Center in 2015, the IN- •• Social Media and Online ticipated in (30) small group discussions SPIRE process concluding in 2017, the South Engagement Facebook and other social regarding specific issues such as education Baltimore Gateway Master Plan, and most re- media were used to invite people to meet- and the arts, health care, recreation and cently the Deep Blue process. Those processes ings and keep people plugged into the parks, housing, and public safety; had varying levels of community engagement. process. Yet, the purpose of this planning effort was to •• Public Meetings (4) public meetings, plus stitch those prior plans together, evaluate cur- an additional meeting specifically held for rent market conditions, and get buy-in on an public housing residents to ensure broad implementation plan from the full community. community participation;

This effort was focused primarily on identify- –– Nov. 12, 2019 ing priority projects through an inclusive and –– Nov. 18, 2019 participatory process. The team designed a –– Nov. 21, 219 process to gather input from a broad spectrum –– Jan. 16, 2020 (Cherry Hill Homes of stakeholders, and to prioritize the voice of resident meeting) local residents. The planning process included three steps: –– March 11, 2020

•• Step 1: Listening (Nov); •• Step 2: Trying out ideas (Nov–Jan); and •• Step 3: Making decisions (Jan–March). A Cherry Hill Transformation Plan Instagram Post

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Process & Community Engagement 7 Step 1: Listening (November 2019)

During Step 1, we employed a series of tech WHO PROVIDED INPUT niques to hear first-hand from community •• Early, elementary, and secondary educa- members about what the strengths of the tion stakeholders neighborhood are, what the challenges are, •• Resident councils/renters and what their vision for the future is. This step was critical in framing a transformation •• Developers/businesses plan that would reflect the vision of residents. •• Local planning groups Early discussions also revealed that a local •• Youth & recreation stakeholders steering committee with robust local repre- •• Homeowners sentation would be crucial to developing a successful plan. From November 11–13 we hosted •• Private rental housing owners/management the following meetings: •• Safety & security stakeholders

•• Stakeholder meetings with a mix of people •• City departments including property owners, the schools, •• Community organizations youth organizations, recreation, the faith •• Religious organizations/leaders community, police, and City departments; •• Higher education & job training stakeholders •• A youth focus group with high school •• Banks/financial stakeholders students; and WHAT WE HEARD •• Healthcare stakeholders • • A public meeting to gather initial input. STRENGTHS/GOOD THINGS WEAKNESSES/PROBLEMS VISION FOR THE FUTURE •• Philanthropic organizations During each of those engagements we asked 1. Strong Schools in Cherry Hill 1. Lack of Transportation 1. Grocery Store the same three questions to understand the •• Economic development stakeholders 2. Library 2. Public Housing Living Conditions 2. Black Owned Businesses existing conditions: 3. Pools (indoor/outdoor) 3. Lack of Grocery Store 3. Build on Past Planning Efforts 4. Unique Neighborhood Character 4. Methadone Clinic 4. Mixed-Income Housing •• What are the strengths of Cherry Hill to build on? What are the best places in the 5. Safe Streets/Crime Reduction 5. Poor Street Conditions 5. Vacant HABC Land neighborhood?; 6. Community Garden 6. Town Center (Loitering, Drugs, Noise, process of 6. Grow/Program Town Center selecting tenants) •• What are some of the existing challenges 7. Festivals 7. Pedestrian Crossing to Patapsco Light Rail 7. People from Outside the Neighborhood Causing Station to overcome? What are some of the spe- 8. Parks/Green Space Problems cific areas that have to be addressed in the 9. Community Pride 8. After School Programs 8. Flooding plan?; and 9. Senior Activities 9. Houses too Small/No Modern Amenities •• What is your vision for the future? What 10. New Era Academy Needs Improvements would you like to see in Cherry Hill?

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Process & Community Engagement 8 Step 2: Trying Out Ideas (November–December 2019)

During a four-day design workshop, we ex- Stakeholder Meetings STEERING COMMITTEE •• Neighborhood-General. plored alternatives for priority sites and tested The initial round of stakeholder meetings A steering committee was formed through In the interest of keeping the committee most ideas with the community. The design team revealed a series of additional stakeholders to an intentional voting process during the reflective of the community, only current resi- set up in the Patapsco School from November engage in the planning process. In an effort 3rd public meeting. The role of the steering dents of Cherry Hill voted. 18-22 to host a series of engagements includ- to be more inclusive and to ensure we were committee is to guide the design process, ing: hearing from a diverse group of voices, the communicate with stakeholders, and ensure Committee Members team reconnected with some stakeholders •• Public meetings; the recommendations reflect the vision of res- The final steering committee is comprised of from Step 1, and also expanded the groups we idents and stakeholders. An advisory commit- the following: •• Expanded stakeholder meetings; and met with. This included expanding the con- tee comprised of seven (7) technical advisors •• Open house. versation to include more property owners, also supports the steering committee. •• Three (3) local residents — a homeowner, a and to have deeper conversations on specific renter, and a public housing resident; topics. These stakeholder meetings informed Selection Process Public Meetings & Open House •• One (1) youth resident; and The steering committee is comprised of 14 We hosted two public meetings during the the study of specific priority sites and overall individuals, seven members of the steering •• Three (3) community-at-large residents. workshop week. The first meeting was to af- community connections. committee were selected by a voting process, These members were supplemented by firm what we heard during the Listening Phase while the other seven were selected by CHDC, seven (7) technical members who represent and make sure we understood the context for with consultant input. specific professions, and/or interests related studying specific areas in the neighborhood. to neighborhood revitalization. Their role After trying out some initial ideas, we hosted The Residents Vote was to advise the Steering Committee around an open house mid-week to gather some initial The voting process took place during the specific recommendations and development input and make sure the plan was proceeding final public meeting of the design workshop projects to ensure the viability of the plan. on the right track. Finally, on the final day of in November. Nominations began at the first Representatives include: the workshop, we hosted a public meeting to open house and were kept open throughout •• Housing Authority City of Baltimore; share the ideas from the week, and also vote on the week. Anyone in the community could the steering committee that would guide the nominate themselves or others. Nominations •• Developer/Investor; plan moving forward. Below is a breakdown of were closed Wednesday while nominees were •• Baltimore Development Corporation; the participation during the week: followed up with and placed on the ballot. The •• Baltimore City Department of Planning; nominees were separated into the following •• Public Meeting #1 (November 18, 2019): •• A local advocate; categories: 82 participants; •• The Ministerial Alliance; and • •• Open House (November 20, 2019): • Public Housing Residents; •• Harbor Bank. 52 participants; and •• Renter; •• Public Meeting #2 (November 21, 2019): •• Home-owner; 104 participants. •• Youth (Age 16–24); and

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Process & Community Engagement 9 DESIGN PRINCIPLES Design Principles 1. Make sure there is no displacement for Cherry As conversations evolved, participants identi- Hill residents. fied some core working principles that became Maintain affordability and offer better design principles. The design principles were options. informed by input we heard during stakeholder meetings, and later affirmed during the 2. Listen to the residents. public meetings. Any future transformation The community's needs come first. of Cherry Hill and/or development projects 3. Make something happen. should abide by the Design Principles. Be realistic and focus on implementing. 4. Transform in a holistic way. These principles were then reviewed in the This is about people's wellbeing and oppor- community meeting on November 21, 2019. tunities, not just a physical transformation. Community members were encouraged to place dots and comments on the design princi- 5. Use projects to change the perception & ples so they could undergo further refinement eliminate the stigma of the Cherry Hill neighborhood. with the steering committee. 6. Preserve the green, open feeling of Cherry Hill. 7. Increase housing options:

–– Affordable and market-rate housing; –– Larger houses with contemporary floor plans; –– Renovated and new houses; and –– Rental and homeownership. 8. Treat Cherry Hill as one community. Eliminate divisions and maintain neighborhood identity. 9. Grow and support Black-owned businesses. 10. Encourage new businesses to hire local residents. 11. Engage the community in all new development in Cherry Hill. Developers must engage the community at the very beginning of the process before moving forward, including the community throughout the process and listening to resident input.

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Process & Community Engagement 10 Community Meeting March 11, 2020

Step 3: Making Decisions (January–March)

The final step in the process involved month- other planning decisions. In order to success- ly meetings with the steering committee in fully implement this vision, there will need to January, February, and March to prioritize be ongoing engagement and stewardship of projects, policies, and initiatives. As a first the Plan. While the steering committee has step, the project team developed policy papers helped to inform these recommendations, they to address the various components of the plan will have to engage each of their constituen- and get specific input on the following: cies to ensure a broad commitment to implementation. In addition, CHDC will work with •• Housing; all community stakeholders to ensure broad •• Economy; communication with existing and future resi- •• Transportation; dents. The following organizations have been actively involved in discussions regarding the •• Environment; future of Cherry Hill: •• Quality of Life; and •• Ongoing community engagement. •• Elev8 Baltimore, Inc.; The team gathered input from the steering •• Restoring Inner City Hope (RICH); committee on these topics in order to develop •• The Cherry Hill Eagles;

the final Transformation Plan. The recom- •• Youth Resiliency Institute; Attribution mendations in this plan reflect a comprehen- •• Black Yield; sive approach to reconnecting the community and identify specific development ideas on key •• CHOICE; opportunity sites. CHDC hosted one final pub- •• Local schools and education partners; lic meeting on March 11, 2020, to gather input •• Purpose Built Communities; from residents before the plan was submitted •• Port Covington development team; to the Planning Commission. •• Baltimore City Department of Housing; CHDC seeks to have this Transformation Plan •• Housing Authority of Baltimore City; serve as the accepted Community-managed •• Middle Branch planning team; neighborhood plan for Cherry Hill. Once the Planning Commission issues a letter of •• Blue Water Baltimore; and acceptance, this will serve as the community’s •• South Baltimore Gateway Partnership. vision for Cherry Hill and can help to inform funding decisions, disposition of land, and

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Process & Community Engagement 11 ANALYSIS The Cherry Hill Transformation Plan analyzed existing conditions, current demographics of the neighborhood, and prior planning efforts and connections to investments already in progress.

A thorough analysis of the existing conditions the Cherry Hill Branch of the Enoch Pratt in Cherry Hill informed the community en- Free Library and the Family Health Centers of gagement and eventual recommendations. Baltimore.

This section includes analyses of: Other anchor institutions include MedStar Harbor Hospital, the Baltimore Police Depart- •• Existing physical conditions; ment Southern District office, three schools, •• Demographics; and multiple churches. •• Past planning efforts; and Residential streets and blocks make up a large •• Investments. area of the neighborhood. There is an open, EXISTING PHYSICAL CONDITIONS green feeling, with buildings set back from streets. While the affordability of housing is a Cherry Hill has a different character than benefit to the community, much of the hous- many other parts of Baltimore City. The ing stock is over 50 years old and outdated by primary uses are residential, commercial, 2020 standards for home size and layout. institutional, and open space. The Town Cen- ter, while residents identified issues, provides Despite the need for reinvestment in the the community with a central hub of retail community, the structure and history of the businesses and community services, including neighborhood are cherished by the residents. Parks and Institutions This diagram show parks and institutions, such as hospitals, Housing This diagram shows all of the housing in Cherry Hill. The neighborhood churches, schools, and community buildings. Cherry Hill is fortunate to have consists largely of residential areas set between the institutional uses. anchor institutions and community facilities.

Town Center Riverfront Townhomes Cherry Hill Elementary/Middle School Cherry Hill Homes

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Analysis 12 Cherry Hill Demographics

Socioeconomic Characteristics Cherry Hill

POPULATION CHARACTERISTICS Population by Gender Population by Race Population by Ethnicity

Total Population 8,068 Some Hispanic other Two or or Latino, Demographic Summary 6% Population by Gender Asian, 1% race, 1% more Male 45% races, 1% Female This page describes the55% current demographics White, 9% of the Cherry Hill neighborhood. The source Population by Race of this information is the 2017 American Black or African American Community Survey (ACS)88% 5-Year Estimates White 9% Male, 45% Households by Age 2013-2017. Female, American Indian and Alaska Native 0% 55% Asian RACE AND ETHNICITY1% Native Hawaiian and Other Pacific Islander 0% Black or African Not In the 1940s, Cherry Hill was designed and Some other race 1% AmericanCherry, 88% Hill Demographics Hispanic built as the first planned “Negro suburb” in or Latino, Two or more races 1% Cherry Hill Demographics the country. Despite a federal desegregation 94%Cherry Hill Demographics order, the neighborhood has remained pri- Population by Ethnicity Socioeconomic Characteristics marily Black or African-American SocioeconomicHispanic or Characteristics Latino 6% Cherry Hill Socioeconomic Characteristics NotCherry Hispanic Hill or Latino •• Total Population: 8,068;94% Cherry Hill •• Number of Households: 3,001; Map showing the boundary for the South Baltimore Market Study area HOUSEHOLD CHARACTERISTICS •• Population by Race: 88% Black or African POPULATION CHARACTERISTICS Households by Age Households byPopulation Renter Propensity by Race Population by Ethnicity American, 9% White, 3% Asian, Some POPULATION CHARACTERISTICS Population by Gender POPULATION CHARACTERISTICS Number of Households 3,001 Households by Income Population by Race Population by Ethnicity Population by Gender other Populationrace, or two by or Race more races; and Population by Ethnicity Population by Gender Total Population 65+ 8,068 Some Hispanic Households by Age •• Population by Ethnicity: 6% Hispanic or Total Population 8,068 Hispanic Total Population 8,068 Some 55 - 64 Hispanic other Two or Some or Latino, other or Latino, 15 - 24 Latino, 94%other not Hispanic6% or Latino. 35 - 54 or Latino, race, 1% more Two or 6% TwoPopulation or by Gender Asian, 1% race, 1% 6% 25 - 34 race, 1% more24% Population6% by Gender races, 1% Asian, 1% more Population by Gender GENDERAsian, 1% Male 25 - 34 45% 35 - 54 races37%, 1% Male 45% races, 1% Male 45% Female 15 - 24 55% 55 - 64 •• 55% Female, 45% Male13% Female 55% White, 9% Female 55% White, 9% 0% 5% 10% 15% 20% 25% 30% 35% 40% Owner, White, 9% 65+ 20% 15% AGE Population by Race Population by Race Population by Race There are just over 3,000 households in Cher- Households by Income Black or African American 88%Black or African American 88% Black or African American 88% Households by Income Male, 45% Male, 45% ry Hill with the most significantWhite percentage 9% Male, 45% White 9% < $25,000 51% White Female, 9% Female, between the ages of 37 and 54. Female, American20% Indian of the and Alaska Native 0% 55% American Indian and Alaska Native 0% 55% $25,000 - $34,999 14% Over $150,000 American Indian and Alaska Native 0% 55% $35,000 - $49,999 households are also over13%Asian the age of 65. Asian1% 1% Asian 1% $100,000 - $149,999 Renter, $50,000 - $74,999 9%Native Hawaiian and Other Pacific Islander Native0% Hawaiian and Other Pacific Islander 0% Black or African Black or African Not Not Native Hawaiian and Other Pacific Islander 0% INCOME Black or African Not 85% $75,000 - $99,999 American,6% 88%Some other race $75,000 - $99,999 Hispanic Some1% other race 1% American, 88% American, 88%Hispanic Hispanic Some other race 1% or Latino, or Latino, $100,000 - $149,999 •• Over 50% of households6% in Cherry Hill $50,000 - $74,999 or Latino, Two or more races 1% Two or more races 1% Two or more races 94% 1% 94% 94% Over $150,000 make less than $25,0002% annually. $35,000 - $49,999 Population by Ethnicity WHO RENTS AND WHOPopulation OWNS by Ethnicity $25,000Ethnicity - $34,999 Population by Ethnicity Gender Who Rents and Who Owns? Race Hispanic or Latino 6% Households by Renter Propensity < $25,000 Hispanic or Latino 6% •• 85% of households in CherryHispanic Hill or Latinorent. 6% Not Hispanic or Latino 94% Owner 15%Not Hispanic or Latino 94%Not Hispanic or Latino 94% Renter •• There are 1240 households85% at Cherry Hill 0% 10% 20% 30% 40% 50% 60% Homes. HOUSEHOLD CHARACTERISTICS HOUSEHOLD CHARACTERISTICS HOUSEHOLD CHARACTERISTICS Source: 2017 American Community Survey 5-Year Estimates 2013-2017 Households by Age Households by Renter Propensity Households by Age Households by Renter Propensity CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Number of Households 3,001 Households by Age Households by RenterAnalysis Propensity13 Number of Households 3,001 Number of Households 3,001 65+ 65+ Households by Age 65+ Households by Age 55 - 64 55 - 64 Households by Age 15 - 24 55 - 64 6% 15 - 24 6% 35 - 54 35 - 54 15 - 24 256% - 34 35 - 54 24% 25 - 34 24% 25 - 34 25 - 34 25 - 34 24%35 - 54 25 - 34 37% 35 - 54 37% 15 - 24 15 - 24 35 - 54 37%55 - 64 15 - 24 13% 55 - 64 13% Owner, 0% 5% 10% 15% 20% 25% 30% 35% 40% Owner, 0% 5% 10% 15% 20% 25% 30% 5535% - 64 40% 13%65+ 20% 15% 65+ 20% 15% 0% 5% 10% 15% 20% 25% 30% 35% 40% Owner, 65+ 20% 15% Households by Income Households by Income Households by Income Households by Income < $25,000 51% Households by Income < $25,000 51% $25,000 - $34,999 14% Households by Income $25,000 - $34,999 14% Over $150,000 < $25,000 51% Over $150,000 $35,000 - $49,999 13% $35,000 - $49,999 13% $25,000 - $34,999 14% Over $150,000 $100,000 - $149,999 Renter, $100,000 - $149,999 Renter, $50,000 - $74,999 9% $50,000 - $74,999 9% $35,000 - $49,999 85% 13% 85% $100,000 - $149,999 $75,000 - $99,999 $75,000 - $99,999 6% $75,000 - $99,999 $75,000 - $99,999 6% Renter, $50,000 - $74,999 9% 85% $50,000 - $74,999 $100,000 - $149,999 $75,000 - $99,999 6% $50,000 - $74,999 $100,000 - $149,999 6% $75,000 - $99,999 6% Over $150,000 2% $35,000 - $49,999 Over $150,000 2% $35,000 - $49,999 $100,000 - $149,999 6% $50,000 - $74,999 $25,000 - $34,999 $25,000 - $34,999 Over $150,000 2% $35,000 - $49,999 Households by Renter Propensity Households by Renter Propensity < $25,000 < $25,000 $25,000 - $34,999 Owner 15% Owner 15% Households by Renter Propensity 0% 10% 20% 30% 40% 50% 60% Renter 85% 0% 10% 20% 30% 40% 50% 60% Renter < $25,000 85% Owner 15% Renter 85% 0% 10% 20% 30% 40% 50% 60% Source: 2017 American Community Survey 5-Year Estimates 2013-2017 Source: 2017 American Community Survey 5-Year Estimates 2013-2017 Source: 2017 American Community Survey 5-Year Estimates 2013-2017 Building on Previous Plans

The past two decades have seen numerous Cherry Hill Master Plan (2008) planning efforts for the Cherry Hill neigh- The Cherry Hill Master Plan was the first borhood. These different plans and strategies significant community planning process for tackle numerous issues including transporta- the neighborhood. The plan focused on 10 Baltimore City Department of Planning tion, land use, zoning, sustainability, safety, areas: economic development, physical devel- Douglas McCoach, III, Director and education. opment, transportation, historic preservation,

Cherry Hill Community Master Plan Cherry Hill Community Master Plan housing, health, public safety, education,

Several of these plans have key takeaways that Sheila Dixon, Mayor youth, and civic engagement. The 10 original

have particularly informed the Cherry Hill

Cherry Hill areas touched on several major points still

Transformation Plan. relevant to Cherry Hill today: Adopted by the Baltimore City Planning Commission on July 10, 2008

Deep Blue Plan

AUGUST 2017

1. Reduce poverty;

a partnership of: with generous funding from: BLUE WATER BALTIMORE NATIONAL FISH AND WILDLIFE FOUNDATION deep blue BALTIMORE CITY DEPT. OF PUBLIC WORKS THE ANNIE E. CASEY FOUNDATION NEIGHBORHOOD DESIGN CENTER 2. Reduce crime; 3. Prevent displacement and support affordable housing choices; PAST PLANNING EFFORTS 4. Increase employment; •• Cherry Hill Master Plan (2008) 5. Plan for human-scale development; •• Middle Branch Plan (2007) middle branch 6. Provide for a well-balanced, well-designed

•• South Baltimore Gateway Master Plan Market Feasibility Analysis transportation system; Fisher’s Cove Parcels (2015) Cherry Hill Neighborhood Baltimore City, MD 7. Improve educational attainment; •• South Baltimore Gateway Complete Streets 8. Create job opportunities and job training Plan — Cherry Hill Chapter (2015) programs for existing residents; •• Cherry Hill Comprehensive Demographic 9. Provide for open spaces and recreation Profile (2015) along the waterfront and connect existing

• FOR • Fisher’s Cove Market Feasibility Study Housing Authority of Baltimore City parks to the waterfront and the surround- 417 E. Fayette Street (2015) Baltimore, MD 21202 ing communities; and •• Cherry Hill Vision Plan (2016) 10. Protect the character of existing communi- Valbridge Property Advisors ties and limit the displacement of current •• Cherry Hill Deep Blue Plan (2017) Lipman Frizzell & Mitchell, LLC Middle Branch Master Plan Liberty Place at Columbia Crossing residents as changes occur. Preserve com- 6240 Old Dobbin Lane, Suite 140 •• INSPIRE Plan (2017) Columbia, Maryland 21045 410.423.2300 410.423.2410 fax : munity affordability, character, and sense Baltimore City Planning Commission •• South Baltimore (SB) 7 Strategic Plan Adopted Plan - September 20th 2007 of place by initiating special programs. (2018) Health was also a large component of the plan.

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Analysis 14 INSPIRE Plan (2017) SB 7 Strategic Plan (2018) The INSPIRE plan was created to maximize South Baltimore 7 focused on seven key neigh- the impact around the modernized 21st Cen- INSPIRE borhoods in South Baltimore, and emphasized Investing in Neighborhoods and Schools to Promote tury schools to create a noticeable, neighbor- Improvement, Revitalization, and Excellence transformation/infrastructure, environmental hood difference. It builds on the Baltimore Arundel Elementary and sustainability, safety, community development City 21st Century Schools initiative to spur Cherry Hill Elementary/Middle Schools and revitalization, economic growth, educa- neighborhood investments. INSPIRE PLAN tion, and quality of life/wellness.

Several of the key points of the INSPIRE plan The SB 7 Strategic Plan indicated key aspects align with the Cherry Hill Transformation that were specifically important for individu- Plan, including increasing quality housing al communities. Increasing homeownership, options, improving street infrastructure, and assisting long-term homeowners with home creating a clean and green neighborhood. improvements, and new enhanced street lighting are elements that align with the Cherry Hill Transformation Plan.

March 2017 Organizational Assessment & Strategic Planning Report

Cherry Hill Vision Plan (2016) The Cherry Hill Vision plan is a community investment strategy that guides public and private investment in Cherry Hill. South Baltimore 7 The 21st Century schools were listed as the Coalition: top strength in Cherry Hill by members of the JULY 2018 community. The Vision plan touches on many FINAL REPORT key aspects of the Cherry Hill Transformation CHERRY HILL Prepared For: VISION PLAN SB7 Coalition Plan, including building walkable neighbor- February 24, 2016 1000 Key Highway East hood streets, improving community retail on Baltimore, Maryland 21230 Prepared By: Cherry Hill Road, and providing more housing Angie L. Ashley choices. (Ashley Consulting, LLC) Lisa R. Hodges, Esquire (Hodges Development, LLC)

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Analysis 15 Investment in Cherry Hill Hanover Street Bridge

BARCS Waterview Ave.

More than $110 million of investment was, is, Beginning in 2020, the renovated spaces will and will be put into various areas throughout restore storefronts and bring in new tenants, the Cherry Hill neighborhood. These efforts including a pharmacy, bank, and community Arundel include: space and kitchen. 21st Century Potee Street CHERRY HILL TOWN CENTER ARUNDEL ELEMENTARY Town Cherry Hill Road REDEVELOPMENT $44 Million Center $4.5 Million Arundel Elementary was one of six 21st The Cherry Hill Town Center, located on Century schools opened in 2018, as part of an Cherry Hill Road between Terra Firma Road effort to provide all students similar access and Seabury Road, has historically acted as to resources and educational opportuni- Blight S Hanover Reduction and the central retail and gathering node for the ties. The new school provides a multi-media Cherry Hill 21st Middle Branch Homeownership Reedbird surrounding community. Years of economic library, gymnasium, collaboration spaces, and Century Fitness & Wellness Initiative Cherryland Road decline have driven away much of the center’s tech-supported classrooms, as well as a Judy Center vitality. Catholic Charities, with support from Center, designed to provide a comprehensive public and private partners, is working on set of services for at-risk children from birth revitalizing the retail building and parking through age five and their families. layoutVIEW OF to RETAIL better FACADES serve residents.

INSTITUTIONAL BUILDINGS

INSTITUTIONAL LAND

PUBLIC PARK

COMMERCIAL USES

BLIGHT REDUCTION AND HOMEOWNERSHIP INITIATIVE

Investment Map Over $110 million dollars are was, is, and will be invested in the Cherry Hill neighborhood 2019 JANUARY 29 CHERRY HILL TOWN CENTER 8

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Analysis 16 CHERRY HILL ELEMENTARY/MIDDLE BALTIMORE ANIMAL RESCUE AND CARE SCHOOL SHELTER (BARCS) $48 Million $17.7 Million Cherry Hill Elementary/Middle School re- The Baltimore Animal Rescue and Care Shel- opened in 2018 after extensive renovations ter is relocating to the Cherry Hill community and additions to modernize classrooms and in 2020, into a new shelter with more expan- provide students with the latest technology sive and better-equipped spaces for the care and resources. Improvements include collabo- and treatment of local animals. ration spaces, S.T.E.A.M. (Science, Technolo- gy, Engineering, Arts, Mathematics) teaching rooms, and a new courtyard that allows natural lighting for a better learning environment.

MIDDLE BRANCH FITNESS AND WELLNESS CENTER $21 Million The City of Baltimore is breaking ground in 2020 for a new recreation center in Reedbird Park. The new facility will provide an indoor pool, gymnasium, multi-purpose rooms, and BDC and Manns Woodward Studios, Inc. Landscape Architects Teeter Floura Architects, GWWO fitness area. The outside area will have new New BARCS Facility Middle Branch Fitness & Wellness Center playing fields, an outdoor pool, basketball courts, a dog park, and better connections to the Middle Branch Park trail and waterfront.

BLIGHT REDUCTION AND HOMEOWNERSHIP INITIATIVE $800,000 The Cherry Hill Development Corporation is working to expand homeownership opportunities in Cherry Hill through the renovation of several townhouses in scattered sites throughout the community. CHDC is working with public and private funding sources to procure more lots and expand the program. To date, CHDC has acquired five houses and renovation is scheduled to begin this summer. GWWO Architects,GWWO Newly constructed Arundel Elementary School Newly Renovated portion of Cherry Hill Elementary/Middle School New addition and expansion of Cherry Hill Elementary/Middle School

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Analysis 17 TRANSFORMATION PLAN Community Framework This conceptual plan was drawn during the November 2019 workshop based on input The Cherry Hill Transformation Plan focuses from meetings with the on key strategies to achieve the outcomes stakeholders and community that residents envision — first and foremost to improve the quality of life for all residents.

COMMUNITY FRAMEWORK investments in recent years. The framework of this plan identifies key development sites, Cherry Hill has proximity to downtown and Hanover Street Bridge an open space network, and the necessary 2 a beautiful waterfront. Middle Branch Park 1 wraps the neighborhood to the north and east, infrastructure improvements to connect the neighborhood. 6 while the physical barriers of the Patapsco Waterview Ave. River and a network of railroads, including This community framework presents recom- 5 the Baltimore Light Rail System, cut Cherry mendations organized into five categories: Hill off from all sides. The primary streets in Cherry Hill differ from the typical grid •• Housing; 7 15 pattern seen throughout the rest of the city. 3 •• Economy; 4 8 Residents greatly appreciate the deep yard set- •• Transportation; 3 Potee Street backs and mature trees along streets. Limited •• Environment; and vehicular access points into the neighborhood, 9 Cherry Hill Road negative perceptions and a concentration of •• Quality of Life. low-income households have stunted potential investment. Despite these perceptions and barriers, Cherry Hill has received significant S Hanover 10

11 Reedbird Cherryland Road 14 INSTITUTIONAL BUILDINGS Important Neighborhood Sites 12 INSTITUTIONAL LAND 1. Cherry Hill Light Rail Station 9. Town Center PUBLIC PARK 2. Cherry Hill Station Mixed-Use Area 10. CHDC New Homeownership PLAY FIELDS 3. BARCS 11. Cherry Hill Elementary COMMERCIAL USES 4. Arundel Elementary 12. Patapsco Elementary Site OFFICE 5. New Homeownership Opportunity 13. Patapsco Light Rail Station 16 MIXED INCOME HOUSING 6. Middle Branch Park 14. Middle Branch Fitness & Wellness Center LOW-DENSITY HOMEOWNERSHIP 7. New Era Academy 15. MedStar Harbor Hospital 13 PEDESTRIAN CONNECTION 8. 16. Carter G Woodson (future Adult HS) Planned MTA Pedestrian Bridge TRAIL

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Transformation Plan 18 OPPORTUNITY SITES •• Connection from New Era Academy to Opportunity sites are areas for development Middle Branch Park that support growth and neighborhood –– Street connection to Waterview Avenue revitalization. Some of these development –– Trail connection from New Era projects are already in progress, while others Academy to Middle Branch Park are recommendations that would help create a •• Community-Designed Art Crosswalks vibrant, thriving neighborhood. –– Town Center at Seabury/Terra Firma In-Progress Initiatives –– Round Road and Cherry Hill Road •• Cherry Hill Town Center •• HABC Vacant Parcels –– $4.5 Million investment in two phases; •• Land behind Carter G Woodson –– Local Pharmacy

–– Community Kitchen/Community Space Hanover Street Bridge 4 –– JP Morgan Chase Bank community branch Waterview Ave. •• Mixed-Income Housing at Patapsco 9 Elementary 7 1 –– 60- to 80-unit multi-family building –– Potential townhouses in future phases •• Pedestrian Bridge to Patapsco Station 3 Potee Street Plan Recommendations 10 •• Cherry Hill Town Center Cherry Hill Road 8 –– Parking lot improvements 1

–– New mixed-use and retail opportunities In-Progress Initiatives & Recommendations

•• S Hanover Hanover and Potee Street Mixed-Use 1. Cherry Hill Town Center Mixed-Use –– Potential grocery co-op site 2. Mixed-Income Housing at Patapsco Key Elementary –– Mixed-use at entry with police element ART CROSSWALKS Reedbird 3. Hanover and Potee Street Mixed-Use Cherryland Road •• Cherry Hill Station Transit-Oriented INSTITUTIONAL BUILDINGS 4. Cherry Hill Station Transit Oriented 2 Development INSTITUTIONAL LAND 6 Development –– Potential Baltimore Maglev train station 5. Pedestrian Bridge to Patapsco Station PUBLIC PARK –– Retail and employment uses PLAY FIELDS 6. Pedestrian Improvements Along Reedbird

–– Opportunities for homeownership Avenue and Cherryland Road COMMERCIAL USES

•• Pedestrian Improvements Along 7. Connection from New Era Academy to LIGHT RAIL STOPS Middle Branch Park Reedbird Avenue and Cherryland Road MIXED INCOME HOUSING 8. Art Crosswalks 5 –– Wider sidewalks (5-foot minimum) LOW-DENSITY HOME OWNERSHIP 9. Potential Housing at Waterview Ave. –– Pedestrian-scale street lights 10. Potential Housing behind Carter G. RESIDENTIAL REDEVELOPMENT –– Increased street trees and planting Woodson TRAIL

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Transformation Plan 19 Purpose Built Communities

Cherry Hill is currently being considered as Purpose Built Communities Could Bring: THE PURPOSE BUILT COMMUNITIES one of the next Purpose Built Communities. •• Dedicated Community Advisory Team Purpose MODEL Purpose Built’s model could help to expedite Built Communities has a team of accom- the recommendations put forth in this plan. plished professionals who specialize in 1. Defined Neighborhood Focus on defined real estate development, local government, neighborhoods where programs, services, and infrastructure changes can be established. HISTORY education strategies, resident engagement, 2. Community Quarterback Create a leader for Purpose Built Communities planted its roots in and more. the transformation efforts who leads the 1995 at the East Lake Meadows public housing •• Introductions to Partners Purpose Built process and creates relationships. project in Atlanta, Georgia. The communi- Communities have built relationships with 3. Mixed-Income Housing Offer high-quality, ty had been recently inundated with violent foundations, funders, local governments, mixed-income housing to help residents change crimes, driving down the quality of life and and other potential partners. how they see themselves and the neighborhood. housing values. Tom Cousins, a real estate •• Best Practices The Purpose Built team has 4. Cradle-to-College Education Establish a rigor- developer and philanthropist, partnered developed a series of best practices through ous and relevant curriculum to support educa- with the Atlanta Housing Authority and tional outcomes from early-childhood to college. their work which they share with Purpose local leaders to develop a holistic approach to Built Communities around the country. 5. Community Wellness Provide a program of revitalizing the neighborhood. The team built community-specific programs and services to •• A Community of Practice Purpose Built mixed-income housing, a charter school, and reflect the priorities and goals of residents. Communities creates a network of their a YMCA, as well as started life-skill building member communities, allowing them to programs for youth and adult residents. This

share their own best practices and garner Communities PurposeBuilt CC Attribution neighborhood would later serve as the mod- support. el for more than 20 additional communities throughout the country. East Lake, Atlanta Case Study TODAY •• East Lake Meadows was a public housing Purpose Built continues to approach projects development of 650 units (opened in 1970). comprehensively, beginning with neighbor- •• By 1995, East Lake had a crime rate 18 times hood assessments and identifying key strate- the national average and high drug activity. gies and tactics to integrate their model into •• Publix opened in 2001 — it was the neighbor- new communities. The team breaks down the hood’s first supermarket in 40 years. overall master plan into feasible phases and •• The Villages of East Lake is now a mixed-in- helps communities move through each phase. come community of 1,500 people, living in 550 townhouses, villas, and garden apartments. •• There has been $175 million in new investments. For more information, please reference the Appendix. Attribution CC Purpose Built Communities PurposeBuilt CC Attribution Communities PurposeBuilt CC Attribution

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Transformation Plan 20 Housing

INTRODUCTION HOUSING THEMES have recommended a housing marketing The goal for housing is to improve the quality Realistic Understanding and Approach for center in a storefront near Town Center as of life for people who live in Cherry Hill now, the Next Decade a one-stop-shop for housing options (rental, whether they rent or own. To increase the values of existing homes and homeownership, financial literacy, and home- to make new construction viable, Cherry Hill ownership counseling). A FOUR-PART APPROACH needs to continue to increase and build on CHDC could organize bus tours of Cherry Hill investments in the neighborhood. Every new Residents understand that Cherry Hill will for people from other neighborhoods to show project helps to raise the value of existing grow and change. However, the community them what is happening. Employer-supported houses, which builds wealth for the residents has stated loud and clear that growth cannot housing and live-near-your-work incentives and provides real estate comparables, making displace existing residents. To ensure that could be established in partnerships with the it easier for developers of new housing and all residents can thrive, a plan for housing in schools and hospitals, and Port industries, to homebuyers to obtain financing. Cherry Hill needs to: bring more residents to Cherry Hill. Today, new construction mixed-income rental 1. Improve the quality of life for all residents CHDC will market new housing opportunities housing can be viable in Cherry Hill with a through stable and secure housing; throughout the southern part of Baltimore broad range of funding sources. Renovation 2. Make sure all Cherry Hill residents can and on the CHDC website, to inform and for homeownership has started on a small stay — support renters and homeowners; attract people who left Cherry Hill and may scale. New construction homeownership is be interested in returning. A large number of 3. Increase the supply of good mixed-income not viable yet. rental housing that can be a stepping stone former Cherry Hill residents participated in to homeownership and family stability; Resources, policies, and opportunities that the process to develop this plan. They were and serve the majority of Cherry Hill encouraged to run for the at-large seats on Over 50% of households in Cherry Hill make the Steering Committee and many former 4. Create new homeownership opportunities. less than $25,000. Recommendations and residents helped shape the plan. CHDC will strategies must focus on opportunities for continue to engage these groups as possible When Could Housing Projects Happen? these households that include living wage future residents. This outside interest will •• Reference the Implementation Matrix for employment and building family wealth. further help both the marketability of the housing projects that could happen in: ART CROSSWALKS COMMERCIAL USES neighborhood and the success of South Balti- –– 0–2 years Coordinated Marketing Strategy more, especially when done as part of the SB7 INSTITUTIONAL BUILDINGS LIGHT RAIL STOPS –– 2–5 years A coordinated marketing strategy will help Coalition. INSTITUTIONAL LAND MIXED INCOME HOUSING share the news that there will be new housing –– 5–10 years options in Cherry Hill. Community members PUBLIC PARK LOW-DENSITY HOMEOWNERSHIP –– 10–15 years PLAY FIELDS RESIDENTIAL REDEVELOPMENT

TRAIL

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Transformation Plan 21 SUPPORTING EXISTING RENTERS & ever, it is important to start preparing for the •• Create partnerships with schools who may COMMUNITY DISPLACEMENT RISK HOMEOWNERS future to make sure all residents can stay and have awareness of families in crisis; FACTORS These are future factors that could indicate a risk for thrive in Cherry Hill. •• Make existing renters aware of new The goal is for all current residents to be able displacement. There is not a current risk. mixed-income rental opportunities that to stay in Cherry Hill and thrive. This section In order to improve the health and opportuni- become available and work with develop- •• Number of mortgage denials describes some of the tools that could be used ty of the neighborhood, increase the spending ers and management companies to provide •• Number of mortgage foreclosures to keep existing homeowners and renters sta- power of the neighborhood, and attract ame- help in filling out applications, understand- •• Percentage of population living in different housing ble in the neighborhood for the long term. nities (like a fresh food grocery), Cherry Hill ing who is eligible, and what future costs one year ago needs to move forward with attracting respon- Stable Housing would look like; •• Prevalence of evictions sible investment and households with higher •• Stable homeownership is vested, and long- income. This does not mean displacement and •• In order to be able to prevent displacement, •• Rental/homeownership rates compared to the term, but also lower risk, with lending region it does not have to mean loss of the cultural it’s important to know if it's happening. terms that protect the homeowner; and identity of the neighborhood. It does mean that CHDC, the City, and the Baltimore City •• Increase in rental vacancy rate •• Stable rental (whether public or private) is parameters need to be put in place to ensure Department of Housing & Community •• Increase in median rent high-quality, well-managed, and has asso- that development happens according to the Development should partner with the •• Increase in percentage of higher income house- ciated support services. It serves people community's standards and priorities. Poten- University of Maryland to track risk fac- holds at different life stages and allows families tial partners are listed in Implementation. tors, starting as soon as possible. This will •• Location, age, and subsidy of Naturally Occurring and individuals to be self-determining and help show when investment in the Affordable Housing (NOAH) units have a vested interest in the neighborhood. To support existing homeowners: community might begin to impact existing •• Underwater landlords •• Make sure homeowners have estates and Right now, Cherry Hill’s housing challenge residents and allow for additional help to •• High medical bills have updated owner names on the deeds; has three parts: be extended to at-risk households; and • • Fund rehab and emergency repair grants •• Encourage the preservation of naturally 1. The overall incomes in the neighborhood and loans (non-income restricted); occurring affordable housing (NOAH) are lower than surrounding areas, even •• Partner with Rebuilding Together units. NOAH units have rents that are though many people in Cherry Hill earn Baltimore and similar organizations to relatively low compared to the regional good incomes and have disposable income; help owners with repairs; and rental market but are unsubsidized by any 2. There is a lack of quality housing, espe- •• Provide family wealth-building informa- federal or state program. cially new mixed-income product and tion and financial services for existing homeownership options; and homeowners in Cherry Hill. 3. Market-rate amenities are needed (grocery To support existing renters: store, bank, restaurants/place to grab food •• Connect tenants to emergency support ser- Right now, the neighborhood and coffee, beer & wine store, parks, trails, vices and one-time rental assistance; and recreation). Some of these are coming •• Support local landlords who provide has a low risk of displacement to Cherry Hill (recreation, parks and trails, high-quality affordable housing with best a bank) but others may require incentives. practices and resources; because there is ample vacant Right now, the neighborhood has a low risk of •• Connect tenants at risk of eviction with displacement (there is ample vacant land for land for development and room pro-bono legal services and harassment development and room for renovation). How- protections; for renovation.

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Transformation Plan 22 EXISTING RENTAL PROPERTIES Middle Branch Manor, Harbor City Townhomes, and Southwood Townhomes In addition to supporting the renters them- These three apartment communities are selves, it is important to understand the posi- owned by Jim Clauson. Mr. Clauson participat- tion of each of the major landowners. ed in the process and shared that his company Housing Authority of Baltimore City has been a responsible owner. He plans to As a major landowner of affordable housing in maintain his properties at the same level of af- Cherry Hill, the Housing Authority of Baltimore fordability and perform annual maintenance to City (HABC) recognizes the importance of this keep the condition of the units and building up- Middle Branch planning process. At this time, HABC does not to-date. The owner does not have any intention Harbor City Manor have specific plans for the redevelopment of its of divesting these properties in the foreseeable Townhomes properties. It is the intent of HABC to use this future. He sees that the housing fulfills a need. Cherrydale community-driven participatory planning pro- Apartments Riverfront Preserving Affordability in Cherry Hill Townhomes cess, which includes some residents of Cherry Many of the private apartment complexes Hill Homes, as the starting point for learning Harbor City have affordability requirements and income Townhomes about the wants, desires, concerns and overall restrictions due to the financing that was used Southwood vision for the Cherry Hill community. Townhomes to develop or update the properties. These After conducting a thorough inquiry into the restrictions typically last for 15 years. CHDC Cherry Hill needs and desires of Cherry Hill residents, and other partners should keep an updated Homes community members, and other stakeholders, it record of each property and the dates that is clear that there is support for the redevelop- affordability will expire. ment of the HABC parcels when the Authority When affordability is due to expire in up- elects to do so. Participants throughout this coming years, CHDC and housing advocates study regularly identified vacant HABC land as should initiate a discussion with the owners to prime locations for future development. Resi- stress the community's priorities of this plan: Rental Communities This diagram shows both public and private rental Publicly Owned Land This diagram shows land owned by public entities, including dents expressed that building a range of new, communities in Cherry Hill. the Housing Authority of Baltimore City, the City of Baltimore, the Federal Government, and the State of Maryland. quality housing options is a high priority for 1. Preventing displacement of Cherry Hill Cherry Hill over the next 15 years. They iden- residents is the community's top priority; FEDERAL tified the HABC sites as opportunities because 2. The same level of affordability should MARYLAND TRANSIT ADMINISTRATION/STATE OWNERSHIP they are centrally located, were previously be maintained to make sure that cur- used for housing, and are under public own- CITY OF BALTIMORE rent Cherry Hill residents can stay in the ership. While HABC is ultimately responsible HOUSING AUTHORITY OF BALTIMORE CITY community. At a minimum, tax credits or for deciding the future of these parcels, the financing can be re-syndicated; and Housing Authority can be confident that there is widespread enthusiasm for this outcome and 3. If an owner is interested, discuss redevel- a wide range of community partners willing to oping properties as mixed-income rental provide assistance when they begin this conver- that keeps the same number of affordable sation with their residents. units and adds market-rate units. The goal of mixed-income redevelopment is to de-concentrate poverty.

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Transformation Plan 23 HIGH-QUALITY MIXED-INCOME RENTAL –– Design some larger buildings to resem- All new rental housing should be mixed-in- ble a collection of individual dwellings come, meaning that it must be accessible to or row houses. people making all ranges of income (from no 4. Blocks and streets: income to unrestricted income). Each new de- –– Buildings should face streets and parks velopment should be ⅓ low-income units, ⅓ with windows, doors, porches, and workforce units, and ⅓ units for unrestricted stoops; income renters where economically feasible. –– Units should not parking lots; There are some time-tested best practices that –– Insides of blocks should be secure and make mixed-income housing work well. It's provide private outdoor spaces, parking, important to follow these principles. and space for trash; and

1. Incomes must be invisible: –– Each building must have a front and a back. –– All units should be the same (can’t tell the difference between incomes); and 5. Interior space: – –– Incomes should be mixed evenly – Long corridors should be avoided, espe- throughout the project (on every block cially when family units are located in and in every building). the building; and 2. Market rate management and amenities: –– Housing options should be large enough for families. –– The whole property must be managed with high standards; In order to be economically feasible:

–– There needs to be support for residents •• 4-Story buildings are typically the tallest who are not used to paying utilities or buildings because construction companies ANTICIPATED FUNDING SOURCES MIXED-INCOME RENTS living in a private rental community; must pay federal wages, which increase at •• Local, state, and federal grants (including Affordable Housing Trust Fund grants) INCOME LEVEL FAMILY SIZE INCOME RENT RANGES –– On-site, full-time maintenances must be 5 stories; •• Private/foundation grants UNRESTRICTED N/A $56,000 or greater $1,400 or greater* quick and responsive; and •• Phases are typically 60-100 units; and •• Reduced land cost 1-Person Household $19,950 – $39,000 $498 – $997 –– Amenities must be competitive. •• A project usually needs to be at least 150 •• City-funded infrastructure 2-Person Household $22,800 – $45,600 $534 – $1,068 3. Image and character should: units total to have full-time management/ •• Low-Income Housing Tax Credits (LIHTC) maintenance staff. WORKFORCE ** 3-Person Household $25, 650 – $51,300 $641 – $1,282 –– Be of similar quality and character as •• Historic Tax Credits for qualifying properties listed on the Mixed-income housing projects are often done 4-Person Household $22,800 – $56,950 $711 – $1,423 other market-rate developments; National Register of Historic Places, or determined as in partnership between private developers, –– Reflect the scale and character of the qualified to be so listed 5-Person Household $30,750 – $61,500 $768 – $1,537 public entities like cities and housing author- most loved buildings, blocks, and places •• Brownfield Tax Credits 1-Person Household Less than $19,950 30% of Income ities, community development corporations, in Cherry Hill and incorporate the char- •• New Market Tax Credits (NMTC) 2-Person Household Less than $22,800 30% of Income and community members. Mixed-income acter of other admired neighborhoods in projects require a complicated stacking of •• Traditional debt and below-market-rate interest mortgages LOW-INCOME ** 3-Person Household Less than $25, 650 30% of Income the Baltimore region; many funding sources. •• Second mortgages 4-Person Household Less than $22,800 30% of Income –– Include a mix of building types; and •• Tax-exempt bond financing 5-Person Household Less than $30,750 30% of Income •• Section 8 Project-Based Assistance/Tenant Vouchers * Unrestricted rents are based on South Baltimore comps **Workforce and Low-Income Rents/Incomes are determined by HUD & MD DHCD

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Transformation Plan 24 THE PATAPSCO ELEMENTARY & MIDDLE Cherry Hill Elementary & SCHOOL SITE In addition to following the best practices for Middle School The Patapsco Elementary & Middle School mixed-income housing, development on the Site (the Patapsco Site) presents an ideal start- Patapsco Site should: ing place for mixed-income rental housing for •• Scale the buildings to be respectful of and the following reasons: Patapsco Elementary fit into the neighborhood context; School •• It is in public ownership and the current •• Mix rental and homeownership; uses will be moving to Carter G. Woodson •• Mix rents to attract market-rate families in the coming years; and still be affordable to the degree possi- •• It is located immediately adjacent to a 21st ble to residents of Cherry Hill; and Century School (Cherry Hill Elementary/ Existing Patapsco site Existing Patapsco site •• Build a project large enough to positively Middle School); and impact Cherry Hill if economically feasible. MIXED-INCOME MULTIFAMILY RENTAL HOUSING •• The site is located near the center of the neighborhood, in walking distance to the MIXED-INCOME TOWNHOUSES (RENTAL OR HOMEOWNERSHIP) Town Center. INSTITUTIONAL LAND

INSTITUTIONAL BUILDINGS Cherryland Rd.

Cherry Hill Elementary & Middle School

Townhouses

Townhouses 3-4-Story Corridor Apartment Building Roundview Rd Walk-up Mansion Apartment Buildings

Street view of Roundview Road with proposed housing types Proposed early conceptual Patapsco site plan

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Transformation Plan 25 CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Transformation Plan 26 CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Transformation Plan 27 CREATING NEW HOMEOWNERSHIP renovated rowhouse and 2,000 households Compared to the whole of South Baltimore are likely to fully qualify to purchase a newly and the city as a whole, Cherry Hill has a constructed rowhouse. A portion of these higher share of low-income households and a households, particularly former Cherry Hill significantly lower rate of homeownership. residents, would likely be attracted to buying in the neighborhood if a home were available Compared to South Baltimore (refer to map to purchase. on Page 13) as a whole, Cherry Hill has a lower rate of homeownership across all income Currently, there are a number of challenges in levels, indicating that there are likely families the neighborhood that make it difficult for many in Cherry Hill who could afford to purchase a households with the required incomes to qual- home if a new home were available. ify for a mortgage. However, programs such as homeownership counseling have been success- A renovated rowhouse in Cherry Hill would ful in other neighborhoods in helping house- sell for $125,000 to $175,000, according to holds qualify at decent and favorable rates. RCLCO's analysis. However, this sale price is likely less than the cost of acquiring a prop- Given the challenges in significantly increas- erty and renovating the existing structure. ing homeownership in the neighborhood, Taking into account the mortgage required small scale projects are the best immediate proven outcomes that have been demonstrated Homeownership Takeaways: to purchase this home, an income of around path forward. However, a site for future row- Lessons from Homeownership Case Studies nationally: •• Compared to South Baltimore and the city, $68,000 is required. Currently, roughly 518 house development should be identified and saved for future development. Cherry Hill has fewer homeowners. •• Substantial mixed-income rental housing is households (17%) of households in Cherry Hill •• Over 90% of CLT homeowners remain in usually needed to re-set the market before •• Some families in Cherry Hill could afford make $68,000 or more annually. However, Community Land Trust their homes at least five years medium-sized homeownership projects can to purchase a home if one was available. succeed based on the experience in similar neighbor- The South Baltimore Community Land Trust •• Historically, the average tenure of CLT •• Each family is different — some want and hoods, only roughly 20% of households with (SBCLT) was established in 2018 to eliminate homeowners is seven years •• Homeownership requires a relatively large the necessary incomes are able to purchase a wealth disparities of minority and low-income are ready for homeownership and others amount of subsidy per unit, but can positively •• Over 70% of CLT homeowners, when they impact families, as long as it is done carefully home, bringing the total number in the neigh- families. It includes the neighborhoods of may want or benefit from living in new sell their CLT homes, purchase an unre- •• Renovations should meet the needs of the borhood that would qualify to 104 households. Cherry Hill and Curtis Bay. Community land mixed-income rental housing, which can stricted, market-rate home modern family trusts create or preserve affordable housing be a stepping stone for families. A newly constructed rowhouse in Cherry Hill CHDC is acquiring (5) blighted properties and •• Mortgage strategies should be implemented long term, by acquiring land and then building •• Robust homeownership counseling and would sell for around $275,000, according to renovating them for homeownership as the that place homeownership within reach affordable homes. The SBCLT will maintain credit repair will get more families ready. RCLCO's analysis. This would be affordable first phase of the community land trust. In •• Development should be done in a coordinat- ownership of the land and then sell or rent to •• Subsidy is needed for each homeownership to 267 households currently in Cherry Hill. Of addition, the South Baltimore neighborhoods ed way, block-by-block or street-by-street low-income families earning 80% or less of unit, which means developers (and CHDC) these 267, roughly 53 will be able to qualify to lobbied successfully for the city to establish (CHDC and partners) the area median income, with an emphasis on will only be able to afford small-scale purchase a home at this price. an Affordable Housing Trust Fund. The trust For more information, please reference the Appendix. families at 50% and below AMI. Comprehen- homeownership projects to start. fund will be one continued source of funding In South Baltimore, 3,200 households are sive pre and post-homebuyer counseling is one to support the activities of the SBCLT. likely to fully qualify to purchase a $175,000 of the pillars of the SBCLT. This model has

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Transformation Plan 28 UDA Pattern Book Houses™

Colonial Revival

HOUSING TO MEET TODAY'S NEEDS Building Types •• Raise the ground level of the first floor Part of Cherry Hill’s challenge is that much New housing building types could help fill 18 inches to 3 feet to provide privacy and of the existing housing is undersized by these gaps. Many of the buildings in Cher- make sure that people walking on the WIC WIC today's standards. Families and individuals ry Hill are rowhouses. Shorter lengthsMaster ofBedroo m street can't look directlyMaster into Bedroo groundm floor 12 x 13 12 x 13 Deck with choices have moved out of the neighbor- rowhouses (duplexes, triplexes,Deck and 4-unit rooms; hood in search of larger houses with modern buildings) would help to break up the streets •• Design porches that residents can use — amenities. and provide green between the buildings. the more people outside using and watch- Small apartment buildings could provide new ing the streets, the safer the place; Characteristics of housing that residents and mixed-income apartment options. Senior Bath Bath •• Carefully place trees, shrubs, and plants to former residents desire: UDA Patternbuilding Book types Houses could™ include single-story ac- W Kitchen eliminate dark places out-of-sightKitchen where W cessible cottage duplexes and senior buildings •• Larger-sized homes and apartments: ManyBaltimore Vernacular D people could hide; D with elevators and senior gathering spaces. of the existing rowhouses12'-8'' in Cherry Hill •• Make sure that public and private areas are are roughly 750—900 SF and have 2-3 Crime Prevention Through Environmental well-lit; front elevation bedrooms, with 1 full bathroom. Families Design (CPTED) Senior Duplex Cottage (accessible) Living/Dining •• Maintain rental andLiving/Dinin homeownershipg prop- today are looking for 3 and 4-bedrooms The design of housing, buildings, and neigh128-x 19 128 x 19 erties and ensure they are well-managed; with at least 2 to 2.5 bathrooms; borhoods can reinforce safety and crime pre- Master and Eat-in Bedroovention.m New housing should follow the four •• Open floor plans; Kitchen 132 x 118 0 8 •• Maintain associated green spaces that are Unexcavated 14 x 11 main principles of CPTED: •• Contemporary, updated kitchens and well managed. P. bathrooms; 1. Natural surveillance; Porch CPTED best practices continue to evolve and Pwdr. •• Accessible units and buildingsRm. for seniors; 2. Natural access control; should be reviewed for any new development

•• Character that fits with the neighborhood; 3. Territorial reinforcement; and or renovation.front elevation UDA PatternAtti Bookc 27' Houses™ 27' •• Energy-efficient appliances (dishwashers, 4. Maintenance.Bath

washer and dryers, etc.); Ln. Baltimore Vernacular first floor plan W In the design of housing, these translate into •• DSetbacks, yards, and gardens; and Basement Living/ Dining the12'-8' 'following practical steps that can be taken: 204 x 116 ••W/PlayH areas for kids. Bedroom 3/ Den •• MakeBedroom sure 2 that fronts of buildings130 x 1always36 103 x 126 54 foot 1 by 1 Seniors Duplex F face other fronts of buildings (fronts Alcove should not face backs); 918 sq ft • 1 br Master ••Eat-iDifferentiatedn public andBedroo privatem spaces 16'-0'' Kitchen 132 x 118 Unexcavated 14018'-0' x(yards 118' versus parks);

P. 16'-0'' 4'-0'' basement floor plan first floor plan second floorPwdr pla. n third floor plan Rm.

optional front elevation front elevation 18 foot Townhouse Attic Bath Rowhouses (attached) Small- and medium-sized apartment buildings 1440 sq ft • 3 br Ln. W D Basement Living/ Dining 204 x 116 W/H Bedroom 3/ Den Bedroom 2 130 x 136 3 6 F 10 x 12

Alcove

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Transformation Plan 29 16'-0'' 18'-0''

16'-0'' 4'-0'' basement floor plan first floor plan second floor plan third floor plan

optional front elevation 18 foot Townhouse 1440 sq ft • 3 br Economy 2

Sustainable communities provide both em- healthcare providers. Mixed-use devel- and the future Adult High School. ployment and business development opportu- opment prospects near MedStar Harbor Business incubator programs have been suc- nities. A strong community workforce increas- Hospital could create new opportunities cessful in other cities in helping local entre- es the need for workforce housing, spaces to for these professionals to live where they INSTITUTIONAL BUILDINGS preneurs turn ideas into a viable business. 3 create and operate new businesses, and the work, particularly as both homeownership These programs offer resources and coaching INSTITUTIONAL LAND need for a pipeline for educated workers over and rental opportunities increase. PUBLIC PARK time. The primary economic strategy is to: for entrepreneurs to help develop a business BANKS AND FINANCE plan and often offer subsidized rents that PLAY FIELDS •• Recognize people’s needs for additional job grow as a business grows until, eventually, a The Cherry Hill Town Center is at the heart COMMERCIAL USES opportunities in order to afford homes; business is able to afford to pay full rent. of the Cherry Hill Community. As part of its OFFICE •• Improve the quality of life; $4.5 million dollar renovation project, a Chase MIXED INCOME HOUSING •• Create access to grocery and other Bank branch is coming to the Town Center. CHERRY HILL BUSINESS INCUBATORS: 1 LOW-DENSITY HOMEOWNERSHIP amenities; and The branch is designed to operate as a com- A PHASED APPROACH munity resource center, providing services to PEDESTRIAN CONNECTION •• Build family wealth. 1. What We Can Do Now (Years 0-2) The Patapsco clients to improve their banking situation. TRAIL Elementary School building currently houses WORKFORCE DEVELOPMENT & HOUSING HABC currently conducts quarterly credit community programming, including R.I.C.H •• P-TECH: New Era Academy, located in repair sessions with their residents. JP Morgan and Elev8. Early business incubators could take place in Patapsco, providing work and office Cherry Hill, hosts the P-TECH program, Chase Bank, Howard Bank, Harbor Bank, and Habitat for Neighborhood Businesses — Business Incubator in St. Louis, Missouri space, as well as space for classes and coaching. enabling students to earn a high school M&T Bank, along with their partner non-prof- The new Incubator should form a partnership Eligibility diploma, an industry-recognized degree, its, could focus on wealth-building, credit re- with the Middle Branch Fitness and Wellness •• Be a minority owner business operating in an economically challenged neighborhood and relevant work experience in a grow- pair, and credit counseling services for Cherry Center, which will have a maker space class- •• Demonstrate an understanding of the business’s product/service and market in addition to keys to success ing field. At New Era Academy, P-TECH Hill residents. These services should go beyond room. Partnering with Made-In-Baltimore would •• Have sufficient funding to qualify for a loan focuses on transportation and logistics also help allow Cherry Hill makers and artists to budgeting and the opening of savings accounts •• Have a satisfactory score on an online Small Business Development Center evaluation grow businesses. with the Baltimore Port Alliance. This to include regular financial coaching to im- relationship could encourage these poten- prove the financial health of the community. 2. What We Can Do Soon (Years 2 and Beyond) Carter Benefits tial future employees of the Baltimore Port G. Woodson will be developed into Maryland's •• Entrepreneurs are matched by an Advisory Board consisting of two mentors: first adult high school, with other spaces in Alliance to live in Cherry Hill, should ade- BUSINESS INCUBATOR –– A successful business professional with relevant experience; and the school building being used for community quate housing be available to them. A graduate student at a partner university (Saint Louis University/the University of Missouri at St. Louis). In order to grow business opportunities in programming. The business incubator could –– •• MedStar Harbor Hospital: MedStar Harbor Cherry Hill, residents need spaces to start and co-locate with the adult high school, providing •• Advisory Board members can assist with the following: Hospital sits at one of the gateways into grow businesses. While the Cherry Hill Town classes and coaching to support the business –– Business planning; owners. Cherry Hill, along the Patapsco River. The Center is the current retail center of Cherry –– Loan and grant applications; 3. What We Can Do in the Future Small, flexible build- hospital could be a key partner in devel- Hill and planning a community kitchen and –– Limited accounting/legal services; and ings could be built or renovated across from the oping programs to support a middle-class incubator, a new business incubator should be Cherry Hill Town Center to locate businesses in –– Pre-opening space assistance. workforce, including nurses, adminis- unaffiliated with the Town Center and should the center of Cherry Hill. The incubator would For more information about this incubator, reference their website at www.habitatforneighborhoodbusiness.org trative medical professionals, and other co-locate with the programs that Elev8 runs be unaffiliated with the Cherry Hill Town Center.

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Transformation Plan 30 Economy Terra Firma TOWN CENTER owner of a retail center had to take out a Town Center Renovations loan for the property, s/he will also have The Cherry Hill Town Center, owned by Cath- to pay expenses related to paying back the Town Center olic Charities, is undergoing a $4.5 million loan. Art renovation, including facade improvements, a •• How Cherry Hill Town Center Operates: Unlike Crosswalk local pharmacy, community space and com- a typical retail center, Cherry Hill Town munity kitchen, and a special community Center offers reduced rents to non-profit Terra Firma branch of Chase which operates more like a and other community-focused organiza- neighborhood resource center, providing ser- tions in addition to including traditional vices to clients to improve banking tenants such as Family Dollar. However, relationships. this can make it challenging for the center Retail to operate as it does not produce as much Cherry Hill Road Pedestrian Retail Requirements rental income as is needed to pay for both Connection •• Retail Centers Income Vs. Expenses: Retail cen- operations and capital expenses. ters bring in revenue by charging rent to tenants, but are required to pay operating •• How Much Money is Needed to Operate a Retail Successful Business: A typical retail busi- expenses such as taxes and insurance plus Retail capital expenses such as upgrading and ness owner wants rent and other related South Baltimore Family Health maintaining the physical building. If the expenses to be no more than 10% of revenue. For a retail business requiring 3,000 Services square feet of space in a center charging $10 per square foot in rent, annual reve- nues of $510,000 would be required. In addition to the revenue, retail businesses are also required to obtain all necessary business and tax documentation from the New Mixed-Use & government in order to lease space in a Mixed-Income Housing retail center.

Cherryland

PUBLIC/COMMUNITY USES RENOVATED TOWN CENTER SPACE

Locator Plan COMMERCIAL USES MIXED INCOME HOUSING

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Transformation Plan 31 View of potential mixed-use development at the Created for So Much More site

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Transformation Plan 32 Middle Branch Patapsco River Middle Branch Patapsco River © 2019 URBAN DESIGN ASSOCIATES URBAN © 2019 DESIGN ASSOCIATES URBAN © 2019 © 2019 URBAN DESIGN ASSOCIATES URBAN © 2019 DESIGN ASSOCIATES URBAN © 2019

Middle Branch Middle Branch Economy Park Park Potential Grocery GROCERY & FOOD SECURITY However, even that traffic count is below the Mid-term Grocery Options Site Residents have voiced the desireWaterview for a grocery Ave standard of 20,000 trips per day that aWaterview grocery AveIn the mid-term, focus on funding or subsidiz- Hanover Street Bridge Hanover Street Bridge storeMedMark for many years. There continues to be operatorMedMark would require. ing an alternative model grocery, such as a: Treatment Treatment Potential a Centerstruggle as residents have limited access to Center Nearby communities to Cherry Hill, including •• Food-Co-op; or Grocery fresh food. This plan recommends a phased Light Rail LightWestport, Rail Mt. Winans, and Lakeland, used to •• Small, local or privately owned and run Site Station approach for closing this gap. Station Police Patapsco River Patapsco River have grocery stores that have closed. To sup- grocery story or bodega Station port a traditional grocery store in Cherry Hill, Grocery store chains select store locations Long Term Grocery Options shoppers would need to be drawn from these based on number of households, and economic In the long-term, build the metrics to attract a and other neighborhoods. Baltimore Baltimore characteristics including potential grocery full-serviceRowing Club or chain supermarket, by: Rowing Club spending, and traffic counts. A grocery chain As more large grocery chains and superstores Middle Branch Middle Branch •• Attracting more residents to CherryPark Hill to Park may be willing to trade less immediate po- like Walmart and Amazon compete to provide increaseWaterview potential Ave spending; and Waterview Ave tential grocery spending for a higher traffic food delivery services, the metrics for provid- count, or vice versa. ing physical grocery stores become even more •• Marketing the Potee sites as attractive options. Cherry HillUnited currently States does not have the spend- challenging. AdditionalUnited States challenges include the Postal Service negative neighborhoodPostal Service perception and stigmaMiddle BranchHANOVER & POTEE STREET Middle Branch ing required to support a supermarket and Manor FOODManor SOVEREIGNTY IN CHERRY HILL surrounding Cherry Hill. Seamon Avenue BaltimoreSeamon Avenue Baltimore would need to capture additionalBaltimore demand fromKingdom Hall Baltimore KingdomHanover Hall and Potee Streets have the highest Police Police New Era Middle Branch1. What We Can Do Now CreateNew Era partnerships for Middle Branch Animal Rescue of Jehovah’s Animal Rescue of Jehovah’s Department Department surrounding areas. Potee Street has the high- traffic counts in AcademyCherry Hill. This makes the Manor Academy Manor and Care WitnessesThe best way to address residents’ andneeds Care for Witnesses food health and security: est traffic count in all of CherryCenter Hill (16,000 Center groceries is to implement a phased approach. location good not only for a potential grocery –– Farmers Markets Dr. Carter Dr. Carter cars per day), making it the best location. store, but for other mixed-use opportunities. S Hanover Street Harbor S Hanover Street Harbor –– Mobile Groceries Immediate/NearArundel Term Grocery Options GodwinArundel Woodson Godwin Woodson Hospital Hospital The BaltimoreElementary Police Station, Southern Dis- Elementary Elementary Elementary –– Lyft Grocery Access Program School trict, isSchool located in an older building that needs In the short-term, support: –– Pursue a community owned/co-op model Cherrydale Cherrydale repairs. A mixed-use development with police Apartments Apartments 2. What We CanPotee Do Street Soon Work to attract a small, Potee Street •• Food accessibilityRound Road programs to bring fresh presence is an alternativeRound Road for that site. Riverfront Town private grocery chain or family-owned franchiseRiverfront Town Cherry Hill Road produce to Cherry Hill (groceryCherry delivery, Hill Road Homes Homes For any these sites to be considered for gro- that may be more flexible with the demographic mobile food trucks, markets); and analysis figures cery or mixed-useCherry development, Hill Road an operator 26,000 SF Cherry Hill Road 16,000 SF Cherry Hill •• Programs to bring residents to groceryCherry Hill 3. What We Can Do in the Future Build the density Aquatic Center Aquatic Center Cherrywould Hill need to partner with the current owner CherryGrocery Hill Grocery and population of Cherry Hill to attract a larger stores (Lyft CherryGrocery Hill AccessSt. Veronica Program). Town(MedStar Center Harbor Hospital,Cherry Hill Baltimore St. Veronica City). Town Center Cherry Hill Urban Garden CherryHead StartHill Urban Garden Head Start grocery operator through conventional means. Homes Homes SPENDING St.TRAFFIC Veronica South St. Veronica –– Create optionsSouth for mixed-income housing Cherry Hill Catholic DaytonBaltimore Co-opCherry Grocery Hill Store Case StudyCatholic Baltimore SupermarketSenior Manor $1 Billion 20,000Church cars/day Family HealthSenior Manor Church –– CreateFamily options Health for homeownership Cherry Hill To read more about a how a co-opCherry (commu Hill - Minimum Hemingway Services Hemingway Services Community nity-owned) grocery store wasCommunity started in a –– Increase and support neighborhood ameni- Potential grocery site (preferred by residents) RequirementTemple AME Temple AME Presbyterian Presbyterian ties such as Middle Branch Park, the Middle Church similar community in Dayton, referenceChurch the Splash Park Splash Park Cherry Hill $36 Million 16,000 cars/day Reedbird Food Reedbird Food Branch RecMarket Center, and the 21st Century Market Appendix. COMMERCIAL RETAIL USES INSTITUTIONAL BUILDINGS (Potee Street) ChurchSchools of the Church of the Cherry Hill Cherry Hill Locator Plan Living God OFFICE Living God COMMERCIAL LAND Baltimore HomesBaltimore Homes Housing Housing Cherryland Road Cherryland Road Cherry Hill Cherry Hill INSTITUTIONAL LAND PUBLIC PARK Authority Authority Southwood Southwood Elementary/ Elementary/ Townhomes Townhomes Bridgeview RoadMiddle School Bridgeview RoadMiddle School Middle Branch Middle Branch Rec Center Rec Center Round Road Round Road

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Reedbird Avenue Reedbird Avenue Transformation Plan 33

Roundview Road Roundview Road

Cherry Cherry Hill United Hill United Methodist SeagullMethodist Avenue Seagull Avenue Church Church

Bethune Road Bethune Road

Cherry Hill Cherry Hill Homes Homes

Light Rail Light Rail Station Station

SINGLE FAMILY SINGLE FAMILY

MULTI-FAMILY MULTI-FAMILY

INSTITUTIONS INSTITUTIONS

COMMERCIAL COMMERCIAL

OFFICE OFFICE

INDUSTRIAL INDUSTRIAL

PARKS & OPEN SPACE PARKS & OPEN SPACE

NEIGHBORHOOD BOUNDARY NEIGHBORHOOD BOUNDARY

CITY/COUNTY BOUNDARY CITY/COUNTY BOUNDARY

200 0 200 600 ft N 200 0 200 600 ft N

ILLUSTRATIVE MASTERILLUSTRATIVE PLAN MASTER PLAN

TRANSFORM CHERRY HILL / BALTIMORE, MARYLAND / NOVEMBER 2019 / CherryTRANSFORM Hill CHERRY Development HILL / BALTIMORE, Corporation MARYLAND / NOVEMBER 2019 / Cherry Hill Development Corporation Transportation

TRANSPORTATION IN CHERRY HILL Initiatives in Progress PEDESTRIAN AND VEHICULAR CONNECTIONS Despite Cherry Hill’s proximity to down- •• Hanover and Potee Hanover Street and Potee 4 town Baltimore, residents lack both vehicular Street currently exist as one-way roads New Era to Middle Branch Park 3 connectivity and easily accessible public and with three and four lanes, respectively. The Middle Branch Park is one of the most alternative transportation options. Transpor- The plan proposes turning both streets to visible yet underutilized assets in Cherry Hill. two-way traffic, as well as converting one Creating a road and trail connector between tation challenges in Cherry Hill include: 1 lane of Hanover to a protected multi-modal Seamon Avenue and Waterview Avenue sets •• Neighborhood Isolation — residents are iso- bike and pedestrian path. up access from New Era Academy to the park. lated from surrounding communities with •• MTA Pedestrian Bridge The Maryland This will increase the number of pedestrians, limited vehicle and pedestrian connectivity. Transit Administration (MTA) is in the particularly the youth, walking to and using •• Pedestrian Connectivity — pedestrian net- process of planning a pedestrian bridge the park amenities. works within the neighborhood are under- to connect Cherry Hill to the Patapsco Community-Designed Crosswalks mined by poor quality sidewalks, lack of light rail station. The Patapsco Station The lack of defined crosswalks increases street trees, and dangerous intersections. offers one of the few options for public 2 preventable accidents and also discourages Utility poles and gaps in the infrastructure transportation out of the neighborhood. residents, particularly children, from walk- make portions of the network inaccessible Unfortunately, the station lies beyond the ing throughout the neighborhood. The plan and ineffective. rail lines and is difficult and dangerous to proposes the addition of crosswalks at three access. The pedestrian bridge would pro- •• Public Transit Options — public transit prioritized and highly trafficked intersec- vide a safe crossing for residents accessing options within the neighborhood can be tions: Cherry Hill and Seabury Road, Cherry the station over Patapsco Avenue and the unreliable, with routes that lack frequency Hill and Terra Firma Road, and Round and railroad tracks. that residents desire, and can have accessi- Cherry Hill Roads. These crosswalks will be Pedestrian and vehicular transportation initiatives bility challenges. •• Cherry Hill Maglev Cherry Hill is currently designed by the community with bold graph- one of two options listed as the primary WHAT CAN BE DONE? ics to increase visibility and safety. Commu- TRANSFORMATION PLAN INITIATIVES stop for the Maglev connector between DC nity participation will increase the sense of The Transformation Plan proposes several 1. Community-Designed Crosswalks and Baltimore. Locating the stop in Cherry ownership, create visibility for pedestrians, initiatives to improve transportation potential 2. Cherryland, Reedbird and Seamon Avenues Hill would increase travel and access and emphasize community identity. Enhanced within the neighborhood. Several of these 3. New Era to Middle Branch Park opportunities for residents, but will also crosswalks could also provide increased pro- initiatives are proposed by the City of Balti- pull in outside commuters to the area, thus tection for children walking to school. 4. Cherry Hill transit oriented development more, while others connect into these already bringing in new and increased economic planned initiatives. opportunities. Reedbird, Cherryland, and Seamon Cherryland, Reedbird, and Seamon Avenues play a vital role in connecting a large portion of the residents to the new Middle Branch Rec Center and park. While the streets have Art crosswalk example

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Transformation Plan 34 2

sidewalk access, the pedestrian experience PUBLIC TRANSIT significant African-American figures, neigh- is depreciated by a myriad of existing condi- borhood signage can increase neighborhood tions. In all cases, the sidewalks are right up Cherry Hill is well-served by transit (light pride and elevate significant individuals. against the street, providing a minimal buffer rail and bus). However, residents expressed 1. Cherry Hill Road between pedestrians and vehicles. The path concern about the amenities and sense of safe- is also frequently interrupted by light poles, ty, security, and accessibility regarding their –– Cherry Hill Road is a major artery wrap- 1 street signs, and electric poles, barriers mak- public transit system. Some recommendations ping through the neighborhood and include: Town Center. Adding monumental sig- ing it inaccessible. 3 4 nage would signal the beginning of the •• Create new bus shelters to protect resi- The plan proposes adding a planting strip or neighborhood. bump-outs to further buffer the sidewalk from dents and improve existing ones to add 2. Waterview Avenue the street, standard sidewalk widths, cherry lighting; and street trees for shade, and regularly-placed •• Increase lighting along streets to increase –– Extend sidewalks and crossings at key street lighting. A safer pedestrian environ- the sense of safety when walking to the bus points along Waterview Avenue to pro- ment for people walking to and from the Mid- stops. vide access to Middle Branch Park; –– Redevelop the corner of Waterview dle Branch Rec Center, Middle Branch Park, NEIGHBORHOOD GATEWAYS and residences in Cherry Hill encourages Avenue and Cherry Hill Road to act a the use of existing and upcoming community Though Cherry Hill has defined neighborhood gateway to the rest of the neighborhood; resources and also improves general resident boundaries and entrances, the lack of gate- and ways and clear branding has prevented the health. Integrating streetscape improvements –– Locate signage at the intersections of area from establishing a strong identity. Simi- is also an integral part of increasing housing Cherry Hill Road and Potee Street and marketability. lar to the streets already named after famous Cherry Hill Road and Waterview Avenue. Neighborhood Gateways 3. Intersection of Cherry Hill & Round Road HANOVER AND POTEE STREETS –– The Cherry Hill and Giles intersection, which has a traffic light, connects a large The City Department of Transportation is ex- residential area to several major schools ploring an option for Hanover and Potee Streets in the neighborhood. to enhance pedestrian and bicycle access. –– Cherry Hill and Round Road, with no •• Currently, both are one-way streets with traffic signal, serves a similar function. three lanes of traffic in each direction. To improve safety at this location: •• In the future –– Install art crosswalks at Round Road and Cherry Hill Road to define the pedestrian –– Potee Street could become a two-way realm and signal vehicles to slow down. street with two lanes of through traffic in each direction 4. Intersection of Cherry Hill & Seabury Road –– Hanover Street could become a two-way –– The intersection of Cherry Hill and The Light RailLink and bus routes (71, 26, and street with one lane of traffic in each CITYLINK SILVER) Seabury is the eastern entrance to direction and a dedicated pedestrian Plan for the future of Potee and Hanover Streets Cherry Hill Town Center. a large, col- greenway and cycle track. Narrow sidewalks on Reedbird Avenue have utility orful mural painted on the blank side of ONE LANE, N-BOUND TRAFFIC ONE LANE, S-BOUND TRAFFIC poles in the center, inadequate space for pedestrians the Town Center building. TWO LANES, N-BOUND TRAFFIC TWO LANES, S-BOUND TRAFFIC to walk, and no landscaping or street trees PEDESTRIAN/BICYCLE ROUTE

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Transformation Plan 35 CHERRY HILL STATION What is a TOD? Possible TOD plan Safety & Security MAGLEV & FUTURE TOD POTENTIAL In the future, a mixed-use Transit-Oriented Transit-Oriented Development (TOD) is a If and when existing businesses decide to An increase in housing opportunities near The Baltimore Maglev Station is proposed to Development (TOD) neighborhood may be type of development that emphasizes creat- relocate or redevelop over time, a small com- public transit would increase the pedestrian be built above the existing Cherry Hill Station, possible next to the existing Cherry Hill Light ing density within walking distance of public mercial node could develop directly across the traffic and presence around the Cherry Hill opening up the existing industrial area to the RailLink station. There are a number of exist- transportation. The development is typically street from the Station. Retail could front onto Station. This discourages criminal behavior potential of new transit-oriented development. ing businesses and employers currently located composed of residential uses with commercial an open green which would lead into the res- and increases safety and the perception of This would increase the number of people in this area around the station. This plan as- and leisure included for a complete mixed-use idential area. The retail closest to the Station safety with more lighting and eyes on the living and working near the existing transit sumes all existing businesses will stay and con- experience. The typical characteristics of a could be built in an initial phase with minimal street. options. Increasing lighting in the tunnel ac- tinue to operate and provide jobs to employees TOD are: properties acquired. In the future, higher den- cess to Cherry Hill Station and the relocation sity mixed-use, commercial such as a grocery, Throughout the engagement process, resi- for as long as they desire to be in this location. •• Located close to a well-serviced transit; dents expressed concerns over the methadone of the existing methadone clinic are options in However, some of the land is underutilized pharmacy, or big box commercial could locate the plan to make the area feel safer and more •• Highly walkable, pedestrian-oriented clinic and associated negative perceptions and could become higher density over time at the corner of Waterview Avenue and Cher- accessible. environment; ry Hill Road. This new development could over drug usage and crime. Two options that — low-density buildings and large parking were expressed were to : lots are located there today. The land value •• Higher-density housing, particularly become a gateway to the neighborhood and may increase over time, making it attractive adjacent to the transportation center; should feel like an extension of Cherry Hill •• Maintain the location and mitigate prob- to property and business owners to relocate. •• A mix of other uses including retail, office, New residential blocks on Waterview Avenue lems through enforcement partnerships Several things could be done, including: and leisure; and facing the improved Middle Branch Park could & cooperation between police and private security hired by the clinic occurring •• Widening sidewalks; •• Limited parking and car usage. become desirable homeownership addresses. The TOD would also be an ideal location for immediately off the property. We recom- •• Adding landscaping; and mixed-income rental housing, which combines mend this as the more feasible option; and •• Improving lighting. financing sources to create housing for a range •• Relocate the facility altogether, perhaps to a Infrastructure upgrades would occur through of incomes, from low-income to market rate. location in or near a hospital or other med- private developer investment, perhaps with ical facility. While there may be more of a tax increment financing. synergy to these uses, this is a more expen- sive option that is less likely to be feasible in the short-term because the facility is newer.

Locator Plan Existing tunnel connection to Cherry Hill Station

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Transformation Plan 36 Waterview Ave. Waterview Ave.

Cherry Cherry Hill Hill Station Station Existing Businesses

Existing Businesses

TOD

C-2

Existing Zoning Map Existing Condition Possible short-term development alternative

Waterview Ave. Waterview Ave.

Cherry Cherry Hill Hill Station Station

Existing Businesses EXISTING USES

MIXED-USE

COMMERCIAL/RETAIL

EMPLOYMENT USES

HIGH-DENSITY RESIDENTIAL

LOW-DENSITY HOMEOWNERSHIP Possible mid-term development alternative Possible long-term development alternative

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Transformation Plan 37 Environment

Cherry Hill has a long history as one of the tracks to get access to services; and •• Support local youth organizations Support first neighborhoods established by the fed- •• The closure of community centers and local partners such as The Eagles, Youth eral government to house African-American youth amenities which used to be available Resiliency Institute, Restoring Inner City families returning from military service. The to seniors, families, and youth. Hope (RICH) and others who are provid- neighborhood was built on a remote peninsula ing youth with opportunities to recreate along the Patapsco River and offered lots of UPCOMING PROJECTS & FUTURE and celebrate the neighborhood. A part- IMPROVEMENTS TO CONSIDER green space and a country-like setting for new nership between these organizations and housing. Yet given the discriminatory housing It is the intention of the plan is to provide the the Middle Branch Fitness and Wellness practices, housing was also built upon marsh- Cherry Hill community’s vision and desires Center should be established. that will feed into the overall Middle Branch land, near the city’s incinerator and landfill, •• Improve standards for housing Work with pri- Master Plan. immediately adjacent to the Baltimore and vate developers and the Housing Authority Ohio railroad track. For many years it was a There are a series of important improvements of Baltimore City to reduce utility burdens strong Black middle-class neighborhood. Yet, underway. The following initiatives will im- and build healthier living environments- over time, due to urban renewal, the decline of prove the environment for residents: both for renovations and new construction. the shopping center, crime, and disinvestment, the neighborhood declined. While the neigh- •• Reedbird Park Master Plan and the Middle borhood continues to enjoy an idyllic setting Branch Fitness and Wellness Center Phase I of along the Patapsco River and has access to a this plan includes a state-of-the-art fitness large waterfront park and some of the ameni- and wellness center including a full-size ties that early residents enjoyed, there remain gym, walking track, pool, studio and maker a series of challenging environmental factors, space, and connections to biking trails. The including: center will break ground in 2020 and will open in about 18 months. •• Vacant land which was the site of a former incinerator and City landfill; the remaining •• Increased access to park space The Middle Branch Park planning process identified THE BLUE GREEN HEART level of contamination is unknown at this UNIFYING THE MIDDLE BRANCH OF time; the loop trail and improvements along BALTIMORE the waterfront in Cherry Hill as priorities •• Low lying parts of the neighborhood that Presentation To: Residents should continue to advocate are prone to flooding; for those priorities to improve access and •• Infestation of vermin that cause health waterfront use for local residents. impacts; •• Partner with organizations on streetscaping proj- •• Noise impacts associated with the train ects Expand partnerships with organiza- line that runs along the southern edge; tions like Blue Water Baltimore to implement •• Problematic pedestrian crossings of the tree plantings and stormwater projects.

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Transformation Plan 38 Quality of Life

The quality of life for residents in Cherry Safety Concerns Hill is a complex challenge. There have been While crime continues to go down, there is a series of significant recent investments still a perception that Cherry Hill is unsafe. 1 such as the 21st Century schools, planned This makes it difficult to attract investment improvements to Reedbird Park, location and new residents. The reality is that crime of the planned Middle Branch Fitness and has consistently declined in recent years, yet 7 8 Wellness Center, and renovations to the Town there continue to be specific problem areas in center. Also, there are a series of very active the neighborhood. local organizations working with both youth Education and adults to achieve improved outcomes, •• While there have been significant invest- 1 and MedStar Harbor Hospital is an active 4 ments in the elementary and middle 2 partner in the neighborhood. Yet, Cherry schools, 3rd- and 8th-grade reading pro- Hill residents continue to exhibit poor health ficiencies are significantly lower than outcomes and the neighborhood continues the city as a whole (based on the 2017 to suffer from the stigma of crime and disin 9 3 Neighborhood Health Profile). Two of the 5 vestment of the last few decades. three schools in the neighborhood have CHALLENGES TODAY become 21st Century schools, yet physical and educational challenges at New Era Cherry Hill has a long tradition and a rich 5 High School must still be addressed. history in the African-American community. Therefore many organizations are working •• There are strong local organizations hard to celebrate this history, improve the such as Elev8, CHOICE, Youth Resiliency quality of life for existing residents, and build Institute, The Eagles, and others providing upon the historic sense of community in the access to STEM, the arts, and other oppor- neighborhood. While Cherry Hill has seen a tunities for youth. Yet local schools are challenged by chronic absenteeism, kids RESOURCES IN THE NEIGHBORHOOD significant population decline in recent de- 6 cades, efforts are underway to encourage fam- experiencing trauma, and the subsequent 1. Arundel Elementary School ilies to grow in place, to bring back residents academic impacts. 2. Baltimore Community Action Center that have left, and to attract new residents. Existing Workforce Opportunities 3. The Family Health Center •• Cherry Hill has almost double the num- Great strides have been made when it comes 4. MedStar Harbor Hospital to reducing crime, providing access to health- ber of families in poverty as compared to 5. Cherry Hill Elementary & Middle School care, and providing workforce opportunities, Baltimore City; therefore, employment is a 6. CHOICE Program yet the following challenges remain: major challenge. 7. New Era Academy •• There are many organizations working 8. Baltimore Police Department Southern District 9. Cherry Hill Development Corporation

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Transformation Plan 39

to connect residents to employment, The Family Health Center (and associated –– Expanded capacity and funding support mobile unit, which will provide primary

including Catholic Charities, CHOICE, pharmacy) are also a resource located in the for Safe Streets and other citizen-led care for people 16 and over, screenings, Elev8, the adult high school, HabiCore, town center. models; and prevention, and health education; HABC, MedStar Harbor Hospital, the Limited Access to Amenities and Healthy –– Working with developers to provide •• Incorporate the new pharmacy that will Employment Connection Center, and the Cherry Hill Food Co-op Food security as part of new developments. be part of the upcoming renovations to the Community Action Center, among others. •• Due to the decline of the shopping center, Expand Educational Offerings shopping center; Yet there seems to be an ongoing need to the community has limited access to fresh •• Partner with the Purpose Built •• Build on existing Baltimore City programs increase wages in the neighborhood. Readiness Report food and groceries. Communities Steering Committee to break that increase access to fresh food, extend- Exploring the prospect of a cooperatively-owned, Access to Healthcare community-controlled grocery store in South Baltimore •• Baltimore City’s Food Policy Division of the cycle of intergenerational poverty; ing them to Cherry Hill where possible; •• Health outcomes and life expectancy the Office of Sustainability has determined –– Renovate the high school to 21st-Cen- and are worse in Cherry Hill than Baltimore that Cherry Hill is a Food Opportunity tury standards, reinforcing the ‘Cradle- •• Work with Black Yield, in partnership City. The last Neighborhood Health pro- Area, commonly known as a food desert. to-College Education Pipeline’; with residents, to explore options for a file stated that life expectancy in Cherry April 2019 –– Provide more before-and-after school food co-op to expand access to better food Hill was 70 years old as compared to 74 RECOMMENDATIONS by Eric Jackson care; and options in the neighborhood. in Baltimore city. Also, the rates of heart Efforts to improve the quality of life for resi Establish a firm partnership with Purpose disease and cancer are both higher than in dents relate mostly to improved coordination –– Develop a more culturally competent Built Communities the city. Heart disease remains the leading and collaboration in order to maximize the educational curriculum. Partnering with Purpose Built Communities cause of death in the neighborhood; and impact on residents. The issue of safety or •• Pursue funding for dedicated case manage- will emphasize a holistic approach to revi- •• Recognizing these statistics, MedStar perceived safety must be addressed in order ment for Cherry Hill residents to help each talizing the neighborhood. Following this Harbor Hospital has committed to improv- to attract new residents and to give existing family determine its goals and the steps approach would provide an opportunity to ing health outcomes in this neighborhood. residents the security that they can raise their needed to reach those goals. accelerate existing efforts, and build on what’s Their current plan is focused on: families in Cherry Hill safely. Also, there is a Connect & Coordinate Workforce Efforts already working in Cherry Hill. Components need to leverage additional resources to pilot Health and Wellness •• Given the many organizations working to of that approach include: •• Chronic Disease Prevention and potential solutions. These include: connect residents to employment, there’s a Management; and need for improved coordination, and more 1. Community Quarterback; Improve safety and security centralized information to better connect 2. •• Behavioral Health. •• Specific interventions must be explored Mixed-income Housing; residents to the opportunities; this can Access to Care and Services to deal with key problem areas such as the 3. Cradle-to-College Education Pipeline; be achieved by establishing a community •• Mental Health; Town Center, and the area adjacent to the resource center in a central location, such 4. Community Wellness; and methadone clinic; •• Linkage to Resources and Services; and as the business incubator; and 5. Defined Neighborhood. •• Transportation. •• This may include additional brighter light- •• JP Morgan Chase will be opening a unique ing and security cameras Social Determinants of Health bank branch in the Town Center that will •• Employment; and –– Coordination with private security at serve as a neighborhood resource center to rental properties; improve financial mobility. Community Health •• Food Access and Insecurity: “24 per- Needs Assessment –– Partnership with local police to use cent of MedStar Harbor Hospital CHNA Increase Access to Healthcare & Wellness 2018 respondents identified access to affordable, a web-based security system that is a •• MedStar Harbor Hospital will soon be healthy food as a community need”. more affordable options than on-site deploying its first mobile unit. Support the security; Baltimore SunBaltimore

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Transformation Plan 40 IMPLEMENTATION Cherry Hill residents established a principle for this Transformation Plan — that something needs to happen. The plan must be realistic and partners must focus on implementing the recommendations.

The following section breaks down projects The following information can be found in the into implementable initiatives, describes the Implementation section: partners, and lists potential funding sources. The section addresses possible timeframes for •• Project Matrix each initiative. However, projects should be •• Market Potential Timeline CC: SDOT Photos thought of as independent to the greatest ex- •• Funding Sources Families cross the intersection at Cherry Hill Road and Round Road, walking to Community-designed art crosswalks and pedestrian-actuated signals are tent possible. This will allow certain projects •• Maryland DHCD Plan Requirements for: Arundel Early Childhood and Elementary School in the morning. There is no traffic recommendations for key intersections, like the one to the left to improve to move forward as funding comes available, signal or stop sign at this intersection. pedestrian safety in Cherry Hill. possibly sooner than indicated. –– Housing –– Economy

–– Transportation Housing What are your community’s goals and strategies for attracting and sustaining housing investment for households with a range of incomes, –– Environment ages and physical challenges? Please elaborate on how you will preserve affordable housing so that barriers to entering the residential market for lower income home owners and renters are mitigated as the local housing market improves. Strengths Weaknesses –– Quality of Life

–– Community Engagement Desired Outcomes and Progress Measures Strategies and Action Items Implementation Partners Based on the strengths and weaknesses identify Identify strategies, projects and activities that will Which community stakeholders need to be the strengths on which you would like to build and help your community to achieve each identified involved to realize each action step and strategy? the challenges you would like to address. What outcome listed in the column to the left. Name specific public, private, philanthropic and/or outcomes are you trying to achieve? Where/ in community partners. what area do you want those changes to happen? Progress Measure: Identify how you will know that you have achieved your outcome. Outcome 1: Strategy A: Progress Measures: Strategy B: Outcome 2: Strategy A: Progress Measures: Strategy B:

1H. How do these desired outcomes and strategies relate to the Sustainable Community Plan? (250 words)

2H. If there have been significant changes to your housing strategies in the past few years, briefly describe the changes in your approach and the conditions (internal or external to the community, organizational, etc.) that led to the changes. (300 words)

The detailed implementation information in this section will assist CHDC and their The projects and initiatives in this section came directly from the Cherry Hill partners in applying for funding through Maryland DHCD and other sources. community's input while the team was developing recommendations.

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Implementation 41 Project Matrix

TOPIC AREA GOAL/OUTCOME INITIATIVE LEAD PARTNER SUPPORTING PARTNERS TIME FRAME

Directly connect at-risk residents in Cherry Hill to services and programs such as Project Household, title services, eviction Maryland Volunteer Lawyers Service, Pro Bono Resources Center of Maryland Legal Aid 0-2 years support, and fair housing representation Maryland (PBRC) and the Bar Association of Baltimore City

Partner with banks and non-profits to provide robust financial counseling programs and one-on-one case management, Consortium of non- CHDC, Harbor Bank, PNC Bank, JP Morgan Chase, M&T Bank 0-2 years including family wealth-building, homeownership readiness, and credit repair profit organizations Support existing homeowners and renters to make sure all Create a one-stop housing center that can make existing renters aware of opportunities for new rental and homeownership Purpose Built Steering Committee/ CHDC 0-2 years Cherry Hill residents can stay opportunities that they may qualify for, provide support in understanding eligibility and filling out applications 501C3 Board MD State DHCD, BDC, Foundations, Provide rehab and repair grants for owner-occupied housing, including those without (or with more inclusive) income limits Baltimore DHCD 2-5 years Affordable Housing Trust Fund Keep an updated inventory of Naturally Occurring Affordable Housing (NOAH) in the neighborhood as well as subsidized CHDC, Affordable Housing Trust Fund, housing, including the dates that tax credits and other subsidies expire and track displacement risk factors (with available Baltimore DHCD 2-5 years Universities information) Increase the supply of housing, including mixed-income Construct 80-100 units of high-quality, mixed-income rental housing in a 4-story building on the Patapsco School Site CHDC National/regional mixed-income developers 2-5 years HOUSING housing available to people at affordable, workforce, and market rate price points Construct mixed-income rental housing on the open land at Carter G. Woodson CHDC National/regional mixed-income developers 5-10 years

Renovate 5 vacant rowhouses for affordable homeownership through the Blight Reduction and Homeownership Initiative, CHDC South Baltimore Community Land Trust, Fulton Bank, PNC Bank 0-2 years supported by a robust financial literacy and homeownership counseling program

Acquire 5-10 additional lots/vacant rowhouses for Phase 2 of the Blight Reduction and Homeownership Initiative (renova- Local developer/builder, Baltimore City, MD State DHCD, BDC, Create new home ownership opportunities affordable to tions) in partnership with the South Baltimore Community Land Trust, supported by continued financial literacy and home- CHDC Affordable Housing Trust Fund, South Baltimore Community Land 2-5 years existing residents of Cherry Hill ownership counseling program Trust, Fulton Bank, PNC Bank

Partner with a local developer/builder to build 10-20 new construction home ownership houses/rowhouses, sell a portion Local developer/builder, Baltimore City, MD State DHCD, BDC, Afford- at market rate and make a portion of those affordable (subsidize and sell to families who have gone through the financial CHDC 5-15 years able Housing Trust Fund, Banks literacy and homeownership counseling) Partner with MedStar Harbor Hospital to launch a 'Live-near-your-work' incentive for their employees. Start by polling Attract new residents to Cherry Hill who might not have con- CHDC, local developers, rental landlords and management companies, employees to understand housing desires and decision factors (partner with organizations working to bring needed ameni- Harbor Hospital 2-5 years sidered the neighborhood as a place to live previously Black Yield ties like fresh food)

Design and install art crosswalks at Cherry Hill Road and Terra Firma and Seabury CHDC Baltimore City Department of Transportation, local artists 0-2 years

Phase 2 Town Center Improvements Catholic Charities 2-5 years Revitalize Town Center Apply for funding to improve lighting, tree coverage, stormwater management, and pedestrian accommodations/furniture Baltimore City Department of Transportation, Catholic Charities 2-5 years in the Town Center parking lot Blue Water Baltimore Acquire or partner to redevelop any properties with interested sellers; focus on retail uses that support community-owned BDC CHDC, Created for So Much More 10-15 years businesses, incubators, and that meet community needs, such as restaurants and eateries Expand the Baltimore Lyft Grocery Access Program to include subsiding grocery delivery to residents' homes so they don't South Baltimore Gateway CHDC, BDC, Baltimore City 0-2 years have to leave the neighborhood Partnership Expand urban farm production and distribution to Cherry Hill households Black Yield CHDC, South Baltimore Gateway Partnership 0-2 years Attract a grocery or fresh food market to Cherry Hill to ECONOMY meet the needs of the residents Acquire a site and sell shares for co-op grocery store Black Yield BDC, Banks, Foundations, South Baltimore Gateway Partnership 2-5 years

Acquire a site/building or partner with existing owners and fund raise to attract a locally-owned bodega or grocer CHDC BDC, Banks, Foundations, MedStar Harbor Hospital 5-10 years

Set up a Cherry Hill Business Incubator, formalize a 501c3 and locate in the Patapsco Elementary building, partner with BDC, Banks, Middle Branch Fitness/Wellness Center, HABC, Elev8 Baltimore 0-2 years Elev8 and organizations offering workforce development training, hire staff, begin supporting existing businesses Philanthropy, Univ. of Maryland, Baltimore City Community College Support local Black-owned small businesses and entrepreneurs Relocate the Cherry Hill Business Incubator to Carter G. Woodson, co-located with the Adult High School, renovate a BDC, Banks, Middle Branch Fitness/Wellness Center, HABC, Elev8 Baltimore 2-5 years space for the Business Incubator, hire additional staff and offer scaled rent and other support to new businesses Philanthropy, Univ. of Maryland, Baltimore City Community College

BDC, Baltimore Police Department, Southern District, MedStar Harbor Addition mixed-use development Mixed-Use Development with police element at Potee/Hanover Street Baltimore City 5-10 years Hospital and associated tenants

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Implementation 42 PROJECT MATRIX (CONTINUED)

TOPIC AREA GOAL/OUTCOME INITIATIVE LEAD PARTNER SUPPORTING PARTNERS TIME FRAME

Design and paint community art crosswalks at three intersections (Cherry Hill Road and Terra Firma Road, Cherry Hill Road Baltimore City Department Baltimore City Police, CHDC, Local artists and community organiza- 0-2 years and Seabury, and Cherry Hill Road and Round Road) of Transportation tions, Philanthropy Allow all residents to safely walk to key destinations Widen the sidewalks, install pedestrian-scale street lights and accessible crossings, and add trees or planters, where pos- in Cherry Hill sible for key walking routes to the Middle Branch Fitness and Wellness Center (at Cherryland Road from Cherry Hill Road Baltimore City Department Baltimore Metropolitan Council, CHDC 0-2 years to Reedbird Avenue, both sides of street, Reedbird Avenue from Cherry Hill Road to Hanover Street, Seamon Avenue from of Transportation Cherry Hill Road to Reedbird Avenue, and Cherry Hill Road from Giles to Cherryland Road) Plant trees, flowers, and shrubs at key gateways, install monument or low signs at appropriate entry points announcing Baltimore City Department of Transportation, Local community organi- arrival in Cherry Hill (Potee Street and Waterview Avenue, Waterview Avenue and Cherry Hill Road, Cherry Hill Road and CHDC 0-2 years zations, Philanthropy Celebrate the heritage and history of Cherry Hill through Round Road, and Potee Street and Cherry Hill Road) special signage and gateways Baltimore City Department of Transportation, Commission on Histori- Replace standard street signs with specially designed signs to celebrate the historic African American figures for which CHDC cal and Architectural Preservation (CHAP), Local community organiza- 2-5 years streets are already named tions, Philanthropy Build Phase 1 of the Pedestrian Bridge over the rail and Patapsco Avenue to the Patapsco Light RailLink station MDOT Baltimore City Department of Transportation, MTA 2-5 years

Create new pedestrian and vehicular connections to connect Build Phase 2 of the Pedestrian Bridge over the rail and Patapsco Avenue to the Patapsco Light RailLink station MDOT Baltimore City Department of Transportation, MTA 5-10 years TRANSPORTATION the neighborhood to destinations, including Middle Branch Build a new street connection from Seamon Avenue at the corner of New Era Academy to Waterview Avenue, at the Park and Patapsco Light RailLink station Baltimore City Department planned new entry to Middle Branch Park (with wide sidewalk, street trees, planting strips, pedestrian-scaled street lights, Baltimore Metropolitan Council 5-10 years of Transportation and a pedestrian-activated crossing at the new intersection to allow the neighborhood direct access to the park) Conduct a TOD planning process to plan for this area around the station in detail. Engage the existing property owners to Baltimore City Department CHDC, BDC, Baltimore City Department of understand their long-term plans for future reinvestment, the number of people they employ, and their openness to reloca- 2-5 years of Planning Transportation, existing property owners, private developers tion in the future Acquire the parcels that face Cherry Hill Road, from the Metals USA parcel to Waterview Avenue or partner with existing Baltimore City Department of Planning and New development owners; redevelop them as a high-density mixed use village, with pedestrian-oriented retail directly across from the station Department of Transportation, BDC, CHDC, 5-10 years If and when there’s opportunity for business around Cherry partnership and larger format commercial at the corner of Waterview Avenue and Cherry Hill Road existing property owners, private developers Hill Station relocate, develop increased density and Baltimore City Department of Planning and mixed-use near the station Acquire the remaining parcels north of Jorgenson Road and west of Erick Street or partner with existing owners; redevelop New development Department of Transportation, BDC, CHDC, 10-15 years them as employment uses and high density housing and mixed-use partnership existing property owners, private developers Baltimore City Department of Planning and Acquire the remaining parcels north of Jorgenson Road and west of Erick Street or partner with existing owners; redevelop New development Department of Transportation, BDC, CHDC, 10-15 years them as employment uses and high density housing and mixed-use partnership existing property owners, private developers EPA, Baltimore City Department of Planning and Department of Recre- Do an environmental analysis of the vacant HABC land and determine what can be used for housing and/or open space HABC 10-15 years ation and Parks Clearly identify contaminated land and put a plan Baltimore City Department in place to mitigate the hazards and determine Do an environmental analysis of the former incinerator site and determine what can be used for housing and/or open space EPA, Baltimore City Department of Planning 10-15 years of Recreation and Parks appropriate land use Baltimore City Department Baltimore City Department of Recreation and Parks and Department Relocate Public Works Solid Waste and expand Reedbird Park 10-15 years of Public Works of Planning South Baltimore Gateway Baltimore City Department of Planning and Department of Recreation Complete the Middle Branch Loop Trail as an early phase project 2-5 years ENVIRONMENT Partnership and Parks, Port Covington, Middle Branch planning team Ensure that more residents can access the waterfront South Baltimore Gateway Baltimore City Department of Planning and Department of Recreation Install improvements to Middle Branch Park as an early phase project 2-5 years and riverfront trails Partnership and Parks, Port Covington, Middle Branch planning team Widen sidewalks, install pedestrian-scale street lights and accessible crossings, and add trees or planters, where possible Baltimore City Department Baltimore Metropolitan Council, CHDC 5-10 years for key walking routes to Middle Branch Park (Cherry Hill Road from Giles to Waterview Ave., and along Waterview Ave.) of Transportation Baltimore City Department Understand the FEMA floodplain maps for the neighborhood, and conduct further studies on impacted areas Baltimore City Department of Planning Reduce health impacts on residents and address of Public Works repeated property loss due to flooding Baltimore City Department Work with HABC to mitigate hazard to the units located in flood-prone areas HABC, Baltimore City Department of Planning of Public Works Support Black Yield in their effort to finance a food co-op (based on the Dayton model); work with BDC and local banks to CHDC, Banks, Chase, Harbor Bank, Baltimore Development Corpora- Increase residents' access to fresh food options Black Yield 0-2 years expedite financing tion Support Harbor Hospital in the deployment of a mobile unit to help early detection, and prevention; find supplementary MedStar Harbor Hospital HABC, Family Health Center Improve health outcomes, reduce levels of diabetes, heart funding to add another unit or expand their service to more residents disease, and cancer Purpose Built Communities Port Covington, Baltimore City Family Health Use the 2017 Neighborhood Health Profile to form new partnerships to address unmet health needs Steering Committee Centers, CHDC Continue discussion with Purpose Built Communities to determine the right time to establish a community quarterback and Purpose Built Communities QUALITY OF LIFE CHDC Engage residents and continue to advance a implement their three-tiered approach Steering Committee 'Cradle to College Pipeline' Purpose Built Communities Establish a 21st Century High School (renovate New Era High School to become a 21st Century School) Baltimore City Public Schools, CHDC Steering Committee Cherry Hill Community Coalition, Safe Streets, Baltimore Police Depart- Expand the capacity of Safe Streets; find them more funding to add personnel Safe Streets Reduce the crime rate and help people feel more ment (Southern District) secure investing in Cherry Hill Strengthen the partnership with the Baltimore Police Department (Southern District) and partner with landlords to install Cherry Hill Community Coalition, Safe Streets, Baltimore Police Depart- Safe Streets 0-2 years web-based security cameras around properties ment (Southern District)

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Implementation 43 Market Potential Timeline

2-4 STORY MIXED INCOME HOUSING FOR SALE SINGLE- Community Uses on NATIONAL

FAMILY HOMES: Ground Floor GROCERY STORE RENOVATION OPERATOR Shop ‘N Save Harris Teeter VERTICAL SMALL COMMUNITY Giant MIXED-USE RUN BUSINESSES Retail on the RETAIL IN NEW Incubators ground floor FOR SALE BUILDINGS Community Uses HOMES: NEW with housing COMMUNITY Services When things things When

could happencould CONSTRUCTION Services OWNED Sandwich Shop GROCERY Casual Restaurants STORE

5 YEARS 10 YEARS 15 YEARS 20 YEARS

MIDDLE BRANCH FITNESS & WELLNESS MIDDLE BRANCH CENTER PARK PHASE 1 PROJECTS Loop Trail TOWN CENTER happening RENOVATION what's already already what's

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Implementation 44 Funding Sources

Every project, especially early phase projects •• State capital bonds Other Funding Sources will require a unique and creative combina- •• EmPower funds •• Funds from South Baltimore Gateway tion of funding to be viable. Partnership •• Partnership Rental Housing Fund (in part- •• National Trust bonds Each source will carry with it specific project nership with HABC) requirements that must be weighed and taken •• Rental Housing Works •• Black Landowners Fund into consideration. For example, many of the •• BRNI (Baltimore Regional Neighborhood •• Federal Home Loan Bank (FHLB) buildings in Cherry Hill may benefit from Initiative) •• Federal Reserve Bank of Richmond access to the Maryland and Baltimore His- toric Tax Credits. In exchange for obtaining •• Enterprise Community Partners Baltimore City Funding Sources the credits, renovations would be required to •• University of Baltimore Faith-Based •• Receivership preserve or restore the historic character of Development Certification Program •• Tax sale/foreclosure buildings. Each project has a different set of •• Baltimore Community Lending needs and developers and partners will assess •• In-Rem foreclosure legislation •• Neighborhood Impact Investment Fund the best tools to fund and finance projects. •• Community Development Block Grant (NIIF) (CDBG) funds Possible state, city, and other funding sources •• Chase Bank, M&T Bank, Harbor Bank, are listed below. •• HOME funds Fulton Bank, and other private banks •• INSPIRE/21st Century Schools initiative State Funding Sources •• Goldseker Foundation •• Community Legacy Program •• Baltimore City Employee Homeownership •• Abell Foundation Program (closing cost assistance) •• Project C.O.R.E. •• Casey Foundation •• Baltimore Sustainable Communities •• New Market Tax Credits (NMTC) •• Harbor Health Designation (SC) •• Maryland Historic Revitalization Tax •• Baltimore Community Foundation •• Partnerships with the Baltimore Credit (Homeowner Tax Credit and Small •• Healthy Neighborhoods (private loan fund Development Corporation Commercial Tax Credit) grants for weatherization, roof repair, refi- •• Affordable Housing Trust Fund •• HOME funds nance, etc.)

•• 4% Low-Income Housing Tax Credits •• HABC vouchers for homeownership (LIHTC) •• South Baltimore Land Trust •• SB7 Funds •• The Harry and Jeannette Weinberg Foundation

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Implementation 45 Maryland DHCD Plan Requirements

HOUSING

What are your community's goals and strategies for attracting and sustaining housing investment for households with a range of incomes, ages, and physical challenges? Please elaborate on how you will preserve affordable housing so that barriers to engendering the residential market for lower income home owners are mitigated as the local housing market improves.

Strengths Weaknesses –– Brick/masonry housing stock –– Vacancy (both buildings/houses and land) –– Airy, green character, with houses set back from the street –– High concentration of poverty, low income households, and public housing –– Strong community; residents who have lived in Cherry Hill a long time (renters, homeowners, and former residents who are –– Older, smaller housing stock (townhouses are 2-BR, 1-BR, narrow lot, etc. and do not meet the needs/desires of contemporary still involved in the community) families for open floor plans, larger living spaces, and more bathrooms) –– Stock of affordable housing –– Low percentage of homeownership (number of owners and available stock of housing) compared to other similar communities –– Streets/blocks with high concentration of homeowners in South Baltimore and Anne Arundel County –– Low real estate comparables and high renovation costs (labor and materials) Desired Outcomes and Progress Measures Strategies and Action Items Implementation Partners Based on the strengths and weaknesses identify the strengths on which you would like to build and the Identify strategies, projects and activities that will help your community to achieve each identified Which community stakeholders need to be involved to realize each action step and strategy? Name challenges you would like to address. What outcomes are you trying to achieve? Where/in what area outcome listen in the column to the left. specific public, private, philanthropic and/or community partners. do you want those challenges to happen? Progress Measure: Identify how you will know that you have achieved your outcome. Outcome 1: Support existing homeowners and renters to make sure all Cherry Hill Strategy A: Provide rehab and repair grants for owner-occupied housing, including Baltimore DHCD, MD State DHCD, BDC, Foundations, Affordable Housing Trust residents can stay those without (or with more inclusive) income limits Fund Progress Measure: Quarterly and yearly tracking of Community Risk Factors (such Strategy B: Create a one-stop housing center that can make existing renters aware CHDC, Purpose Built Steering Committee/501C3 Board as mortgage denials, foreclosures, percentage of households who moved in the past of opportunities for new rental and homeownership opportunities that they may year, county tax assessments, change in median rents) qualify for Strategy C: Keep an updated inventory of Naturally Occurring Affordable Housing CHDC, Baltimore City, Affordable Housing Trust Fund (NOAH) in the neighborhood as well as subsidized housing, including the dates that tax credits and other subsidies expire and track displacement risk factors (with available information) Outcome 2: Increase the supply of housing, including quality mixed-income housing Strategy A: Construct 80-100 units of high-quality, mixed-income rental housing in CHDC, National/regional mixed-income developers available to people at affordable, workforce, and market rate price points a 4-story building on the Patapsco School Site Progress Measure: Establish and track benchmarks for project progress (site control, binding agreement with selected development, funding applications, building and site design, closing, etc.) Outcome 3: Create new home ownership opportunities affordable to existing resi- Strategy A: Renovate 5 vacant rowhouses for affordable homeownership through CHDC, South Baltimore Community Land Trust, Fulton Bank, PNC Bank, and other dents of Cherry Hill the Blight Reduction and Homeownership Initiative in partnership with the South banks Baltimore Community Land Trust, supported by a robust financial literacy and homeownership counseling program Progress Measure: Establish and track benchmarks for project progress (lot Strategy B: Acquire 5-10 additional lots/vacant rowhouses for Phase 2 of the Blight CHDC, Local developer/builder, Baltimore City, MD State DHCD, BDC, Affordable acquisition, number of families completing financial literacy and homeownership Reduction and Homeownership Initiative (renovations), supported by continued Housing Trust Fund, South Baltimore Community Land Trust, Fulton Bank, PNC counseling, number of families qualifying for mortgages, increase in the number financial literacy and homeownership counseling program Bank, and other banks of renovated/new homeownership units made available in the neighborhood, real estate comps) Strategy C: Partner with a local developer/builder to build 10-20 new construc- CHDC, Local developer/builder, Baltimore City, MD State DHCD, BDC, Affordable tion home ownership houses/rowhouses, sell a portion at market rate and make a Housing Trust Fund, Harbor Bank, and other banks portion of those affordable (subsidize and sell to families who have gone through the financial literacy and homeownership counseling)

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Implementation 46 ECONOMY

Sustainable communities provide employment and business development opportunities for residents and merchants, and consider opportunities for sustaining and strengthening vulnerable households. What are your goals and strategies for improving the economy of your community, including your local business district, if applicable? What are your goals for connecting the local workforce to job opportunities (either in the community or region) and to asset building opportunities or other programs that can build family wealth (EITC, savings strategies, immigrant supports, etc.) Strengths Weaknesses –– Entrepreneurial spirit in the community; current residents with interests in starting small businesses –– Lack of fresh foods and grocery store in the neighborhood that residents can walk to –– Town Center with functioning businesses and an institutional owner (Catholic Charities) –– Gap between entrepreneurial spirit and capacity to start businesses (access to capital, financial tools/knowledge, –– Regional hospital and associated medical offices and diagnostic centers (MedStar Harbor Hospital) support) –– P-TECH program at New Era Academy (partnership with Baltimore Port Alliance) –– Low incomes and high concentration of poverty, low family wealth –– Banks interested in partnering with the community (Chase Bank, M&T Bank, Harbor Bank) –– Lack of job training, workforce development, child care, and other types of support to move into higher paying/living wage jobs –– Social deterrents at key locations for economic activities, shopping, accessing transportation to get to jobs (loitering and crime in Town Center, petty crime and drug sales near methadone clinic by the Cherry Hill LRT station) –– Lack of retail amenities that would attract higher incomes to the neighborhood Desired Outcomes and Progress Measures Strategies and Action Items Implementation Partners Based on the strengths and weaknesses identify the strengths on which you would like to build and the Identify strategies, projects and activities that will help your community to achieve each identified Which community stakeholders need to be involved to realize each action step and strategy? Name challenges you would like to address. What outcomes are you trying to achieve? Where/ in what area outcome listen in the column to the left. specific public, private, philanthropic and/or community partners. do you want those changes to happen? Progress Measure: Identify who you will know that you have achieved your outcome. Outcome 1: Revitalize Town Center Strategy A: Design and install art crosswalks at Cherry Hill Road and Terra Firma CHDC, Baltimore City Department of Transportation and Seabury Progress Measure: Track metrics such as the $ rent/SF of retail space, community Strategy B: Apply for funding to improve lighting, tree coverage, stormwater man- Baltimore City Department of Transportation, Catholic Charities, Blue Water Balti- investments by property and business owners, number of local residents employed, agement, and pedestrian accommodations/furniture in the Town Center parking lot more and number of violent and non-violent crimes Strategy C: Acquire or partner to redevelop any properties with interested sellers; CHDC, BDC, Created for So Much More focus on retail uses that support community-owned businesses, incubators, and that meet community needs, such as restaurants and eateries Outcome 2: Attract a grocery or fresh food market to Cherry Hill to meet the needs Strategy A: Expand the Baltimore Lyft Grocery Access Program to include subsiding CHDC, BDC, South Baltimore Gateway Partnership of the residents grocery delivery to residents' homes so they don't have to leave the neighborhood Progress Measure: Use health indicators, partnership with MedStar Harbor Health, Strategy B: Acquire a site and sell shares for co-op grocery store Black Yield, BDC, Banks, Foundations, South Baltimore Gateway Partnership and surveys of residents to track access to healthy food Strategy C: Acquire a site/building and fundraise to attract a locally-owned and run CHDC, BDC, Foundations bodega-style small grocer Outcome 3: Support local Black-owned small businesses and entrepreneurship Strategy A: Set up a Cherry Hill Business Incubator, formalize a 501c3 and locate Elev8 Baltimore, BDC, Banks, Middle Branch Fitness and Wellness Center, HABC, in the Patapsco Elementary building, partner with Elev8 and organizations offering Philanthropy, University of Maryland, Baltimore City Community College workforce development training, hire staff, begin supporting existing businesses Progress Measure: Track the number of existing and new businesses owned by Strategy B: Relocate the Cherry Hill Business Incubator to Carter G. Woodson, Elev8 Baltimore, BDC, Banks, Middle Branch Fitness and Wellness Center, HABC, Cherry Hill residents or supported through the Business Incubator co-located with the Adult High School, renovate a space for the Business Incubator, Philanthropy, University of Maryland, Baltimore City Community College hire additional staff and offer scaled rent and other support to new businesses

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Implementation 47 TRANSPORTATION

What policies, strategies, and projects are envisioned to strengthen the transportation network that affects the neighborhood? How will these initiatives support enhanced transportation choices (including walking, bicycling, bus or rail transit, and carpooling) or otherwise promote an efficient transportation network that integrates housing, economic development and transportation land uses? Strengths Weaknesses –– Cherry Hill Light RailLink station provides direct access to downtown Baltimore (less than a 10-minute ride) –– The neighborhood is physically disconnected and isolated from adjacent areas by barriers (the Patapsco River, rail, and –– Cherry Hill Light RailLink station has been selected as the future Baltimore Maglev station, making Cherry Hill a key transfer topography) and has only three vehicular entry points (Waterview Ave., and Hanover and Potee Street) point in regional transportation –– The Hanover Street Bridge is in disrepair with potholes and needs substantial repair and rebuilding –– Cherry Hill has two MTA routes (71 and 26) that provide access to other parts of the city –– Sidewalks throughout the neighborhood are substandard widths, obstructed by utility poles, lacking safe separation from moving traffic lanes, cracked, and not conducive to pedestrians walking –– Fewer households have access to private vehicles than in the City as a whole –– Bicycle infrastructure is limited or non-existent in much of Cherry Hill –– Crosswalks are missing at key intersections of heavy pedestrian traffic (like in the Town Center and along routes to schools), threatening safety of both adults and children –– Individuals and families are unsafely walking along and crossing the rail tracks to access the Patapsco Light RailLink station Desired Outcomes and Progress Measures Strategies and Action Items Implementation Partners Based on the strengths and weaknesses identify the strengths on which you would like to build and the Identify strategies, projects and activities that will help your community to achieve each identified Which community stakeholders need to be involved to realize each action step and strategy? Name challenges you would like to address. What outcomes are you trying to achieve? Where/ in what area outcome listen in the column to the left. specific public, private, philanthropic and/or community partners. do you want those changes to happen? Progress Measure: Identify who you will know that you have achieved your outcome. Outcome 1: Allow all residents to safely walk to key destinations in Cherry Hill Strategy A: Design and paint community art crosswalks at three intersections: Baltimore City Department of Transportation, Baltimore City Police, CHDC, Local - Cherry Hill Road and Terra Firma Road artists and community organizations, Philanthropy - Cherry Hill Road and Seabury - Cherry Hill Road and Round Road Progress Measure: Monitor pedestrian-bicycle-vehicle accidents and injuries, Strategy B: Widen the sidewalks, install pedestrian-scale street lights and accessi- Baltimore City Department of Transportation, Baltimore Metropolitan Council regularly survey residents about their perceived level of safety when walking and bi- ble crossings, and add trees or planters, where possible for key walking routes to the cycling and their transportation choices within the neighborhood and to destinations Middle Branch Fitness and Wellness Center outside the neighborhood (origin and destination data) - Cherryland Road from Cherry Hill Road to Reedbird Avenue, both sides of street - Reedbird Avenue from Cherry Hill Road to Hanover Street - Seamon Avenue from Cherry Hill Road to Reedbird Avenue - Cherry Hill Road from Giles to Cherryland Road Outcome 2: Celebrate the heritage and history of Cherry Hill through special sig- Strategy A: Plant trees, flowers, and shrubs at key gateways, install monument or Baltimore City Department of Transportation, CHDC, Local community organiza- nage and gateways low signs at appropriate entry points announcing arrival in Cherry Hill tions, Philanthropy - Potee Street and Waterview Avenue - Waterview Avenue and Cherry Hill Road - Cherry Hill Road and Round Road - Potee Street and Cherry Hill Road Progress Measure: Survey residents about level of satisfaction with community Strategy B: Replace standard street signs with specially designed signs to celebrate Baltimore City Department of Transportation, CHDC, Local community organiza- identity the historic African American figures for which streets are already named tions, Philanthropy Outcome 3: Create new pedestrian and vehicular connections to connect the neigh- Strategy A: Build a new street connection from Seamon Avenue at the corner of Baltimore City Department of Transportation, Baltimore Metropolitan Council, borhood to destinations, including Middle Branch Park and Patapsco Light RailLink New Era Academy to Waterview Avenue, at the planned new entry to Middle Branch MDOT station Park (including generous sidewalk widths, street trees, planting strips, pedestrian-scaled street lights, and a pedestrian-activated crossing at the new intersection to allow the neighborhood direct access to the park) Progress Measure: Track project benchmarks (design and construction funding Strategy B: Build Phase 1 of the Pedestrian Bridge over the rail and Patapsco Avenue Baltimore City Department of Transportation, MTA, MDOT allocations, % design complete, % construction complete) to the Patapsco Light RailLink station

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Implementation 48 ENVIRONMENT

The inclusion of safe and connected streets, trails, green space, parks and trees contribute to the character and health of a community. Examples might include improvements to the tree canopy by planting street trees, improving local neighborhood streams, reusing a vacant lot for a new community park or play- ground, and launching a rain barrel initiative and 'green street' strategies for mitigating water run-off. Describe policies, initiatives or projects that will increase community access to green spaces, parks as well as protect and preserve natural resources such as water. Strengths Weaknesses –– Lots of open space, including a waterfront park –– Vacant underutilized land –– Access to riverfront –– Former incinerator and city dump located here –– Existing partnerships with organizations during stormwater and streetscaping improvements –– Low-lying parts of the neighborhood and flood-prone –– Future Middle Branch Park improvements –– Infestation of vermin that cause health impacts –– Future Middle Branch Fitness & Wellness Center –– Noise impacts associated with the train tracks that run along the southern edge –– Many active youth organizations –– Unsafe pedestrian crossings of the railroad tracks –– Recently closed recreation centers Desired Outcomes and Progress Measures Strategies and Action Items Implementation Partners Based on the strengths and weaknesses identify the strengths on which you would like to build and the Identify strategies, projects and activities that will help your community to achieve each identified Which community stakeholders need to be involved to realize each action step and strategy? Name challenges you would like to address. What outcomes are you trying to achieve? Where/ in what area outcome listen in the column to the left. specific public, private, philanthropic and/or community partners. do you want those changes to happen? Progress Measure: Identify who you will know that you have achieved your outcome. Outcome 1: Clearly identify contaminated land and put a plan in place to mitigate Strategy A: Do an environmental analysis of the vacant land and determine what Baltimore City, HABC the hazards and determine appropriate land use can be used for housing and/or open space Progress Measure: Grant applications for funding to study the hazards on the former incinerator site and to fund environmental remediation

Outcome 2: Ensure that more residents can access the waterfront and riverfront Strategy A: Advocate for completion of the riverfront trail included in the Middle Baltimore City, Port Covington, Middle Branch Planning team trails Branch Park Master Plan Progress Measure: Cherry Hill and South Baltimore surveys, park use cameras and Strategy B: Identify pedestrian paths from the interior of the neighborhood to walk- Baltimore City Planning, Public Works, Middle Branch Planning team counters ing trails along the river and work with the city on how the trails can be expanded Outcome 3: Reduce health impacts on residents and address repeated property loss Strategy A: Revise the flooding maps for the area, and/or do further study on im- Baltimore City, Public Works, Baltimore City Planning due to flooding pacted areas Progress Measure: Cherry Hill Homes resident surveys, yearly maintenance calls Strategy B: Work with HABC to mitigate hazard to the units located in flood-prone HABC, Baltimore City, Public Works, Baltimore City Planning and spending for street-by-street addresses areas

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Implementation 49 QUALITY OF LIFE

A community can gain social and physical benefits from access to a healthy, natural and built environment. Applicants may wish to consider a range of 'quality of life' strategies, including but not limited to: healthy food access, quality educational opportunities, and reduction of crime and blight. Identify the quality of life goals and strategies that are a priority for your community, and explain how you will address those needs. Strengths Weaknesses –– Local organizations such as Safe Streets are partnering with the police and community to curb crime –– Safety is still a real and perceived barrier to people staying in and coming back to Cherry Hill –– MedStar Harbor Hospital is a strong partner working on health outcomes locally –– Worse health outcomes as compared to the City –– The Family Health Center located in the town center is adding a pharmacy –– Life expectancy is about 4 years lower than in the City –– Town Center is being renovated –– High absenteeism rates –– Two schools are now 21st-Century Schools –– Lower reading proficiency scores than the City –– Purpose Built Communities is potential partner –– Many families living in poverty and higher unemployment –– Black Yield working to fund a food co-op to address food desert –– This is a major food desert with little access to fresh food Desired Outcomes and Progress Measures Strategies and Action Items Implementation Partners Based on the strengths and weaknesses identify the strengths on which you would like to build and the Identify strategies, projects and activities that will help your community to achieve each identified Which community stakeholders need to be involved to realize each action step and strategy? Name challenges you would like to address. What outcomes are you trying to achieve? Where/ in what area outcome listen in the column to the left. specific public, private, philanthropic and/or community partners. do you want those changes to happen? Progress Measure: Identify who you will know that you have achieved your outcome. Outcome 1: Increase residents' access to fresh food options Strategy A: Support Black Yield in their effort to finance a food co-op (based on the Black Yield, CHDC, Banks, Chase, Harbor Bank, Baltimore Development Corporation Dayton model); work with BDC and local banks to expedite financing Progress Measure: Track a fundraising campaign for the co-op similar to the Gem City Market process in Dayton, OH for opening a store (please reference the Appendix for more information about this case study) Outcome 2: Improve health outcomes, reduce levels of diabetes, heart disease, and Strategy A: Support Harbor Hospital in the deployment of a mobile unit to help early Harbor Hospital, HABC, Family Health Center cancer detection, and prevention; find supplementary funding to add another unit or expand their service to more residents Progress Measure: Track community health outcomes, being monitored by The Strategy B: Use the 2017 Neighborhood Health Profile to suggest new partnerships Baltimore Health Department and MedStar's Community Health Needs Assessment to address unmet health needs Outcome 3: Work with residents to ensure they understand how to engage in revi- Strategy A: Continue discussion with Purpose Built Communities to determine the Purpose Built Communities, Port Covington, CHDC talization efforts in the neighborhood right time to establish a community quarterback and implement their three-tiered approach Progress Measure: Establish a community quarterback within 12 months; track yearly progress of the Purpose Built approach Outcome 4: Reduce the crime rate and help people feel more secure investing in Strategy A: Expand the capacity of Safe Streets; find them more funding to add per- Cherry Hill Community Coalition, Safe Streets, Baltimore Police Department (South- Cherry Hill sonnel. Strengthen the partnership with the Baltimore Police Department (Southern ern District) District) and partner with landlords to install web-based security cameras around properties Progress Measure: Monitor crime rates, calls to 911, track non-fatal shooting rates, homicide and youth homicide rates (baseline in 2017 Neighborhood Health Profile)

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Implementation 50 COMMUNITY ENGAGEMENT

Quality communication and established relationships with residents and community groups is important to equitable community development. Thus, it is vital that the community is part of this revitalization process and remain informed of the efforts associated with it. Engagement and awareness efforts are facilitat- ed by community outreach, using such methods as community organizing, hosting public meetings, and using social media. Please explain how you will keep the community stakeholders engaged in the revitalization process. Strengths Weaknesses –– CHDC is very active in the community –– There have been many plans and the community is tired of planning –– HABC is a partner at the table along with the tenant council –– Day-to-day challenges may keep people from being engaged (such as feelings of safety, time availability, childcare) –– Many youth organizations are doing good work –– People have limited time/resources to participate –– This process established a steering committee to guide the work –– Because of poverty rates, there are limits on how to reach people –– Youth are engaged –– The city is an active partner: Planning, BDC, etc. Desired Outcomes and Progress Measures Strategies and Action Items Implementation Partners Based on the strengths and weaknesses identify the strengths on which you would like to build and the Identify strategies, projects and activities that will help your community to achieve each identified Which community stakeholders need to be involved to realize each action step and strategy? Name challenges you would like to address. What outcomes are you trying to achieve? Where/ in what area outcome listen in the column to the left. specific public, private, philanthropic and/or community partners. do you want those changes to happen? Progress Measure: Identify who you will know that you have achieved your outcome. Outcome 1: Keep residents are up-to-speed with implementation of the plan Strategy A: CHDC sends consistent communications to all residents via mailing or CHDC, Purpose Built Steering Committee, HABC social media at a regular interval and updates the CHDC website regularly Progress Measure: Track increased participation at gatherings and/or social media Strategy B: CHDC forms partnership with a few key organizations that work with CHDC, Purpose Built Steering Committee, Youth Resiliency Institute, The Eagles, following, etc. residents daily to better inform and engage a broader group of residents RICH, Elev8, CHOICE

Outcome 2: Involve youth as active advocates for improvements in the Strategy A: Partner with the schools and/or an existing youth organization to form Local schools, Youth Resiliency Institute, The Eagles, RICH, Elev8, Purpose Built neighborhood a youth council or devise ways that youth can be more active participants in the Communities implementation of this plan Progress Measure: Track increased awareness at each of the three schools, engage- Strategy B: Identify small interventions in the neighborhood that youth can help ment by parents, and more youth participating in the process design or build, find opportunities for art installations

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Implementation 51 APPENDIX

APPENDICES IN THIS DOCUMENT

• RCLCO • Homeownership Case Studies HOMEOWNERSHIP GROCERY ANALYSIS RETAIL REQUIREMENTS Exhibit 1 SupportingDistribution of Renter Households by Persons Per Household Data and Household Income Cherry Hill 2019

•• Dayton Co-Op Grocery Study 100% NEIGHBORHOOD PROFILE GROCERY SITE SELECTION CRITERIA Grocery Stores and Spending Power by Census Tract BASIC RETAIL REQUIREMENTS Map of South Baltimore 90% 20% 23% 22% Compared to South Baltimore and the rest of the city as a whole, When selecting the sites for new stores, national grocery store chains i n businss il ns unin i nus nd ndius •• Overview of the East Lake Revitalization Cherry Hill has a higher concentration of very low income often compare the following characteristic across the surrounding area 80% households, with over half of all households earning less than of various sites: nus 18 - 24 $25,000 compared to only 30% of all households in both South 70% 20% 25 - 34 • Number of households 19% n – il ns bing in in n ns d nns using s ding un siid in 22% 35 - 54 Baltimore and in the city as a whole. Additionally, Cherry Hill has • Number of workers 55 - 64 (Purpose Built Communities) ls gn il lss ls ui il nn ddiinl nss su s uiliis nd s 65+ significantly fewer households at the highest income levels 60% • Spending Power (amount that is likely to be spent on retail) s ls compared to both South Baltimore and the city as a whole. This 65+ • Traffic counts 55 - 64 50% helps to underscore the continued needs for affordable housing • Qualitative facts (i.e., Share of people with college degree) ndius 35 - 54 25 - 34 options in the neighborhood. 34% • ing nss (“”) – ing nss inlud s insun ns nd n snding uid inin 35% 18 - 24 • UDA X-Rays and Basemapping These factors are often measured within a three-mile radius of a 31% 40% potential grocery store site. n s su s ing ls ls To better understand the market opportunity for a grocery store from il ndius (“”) – il nss inlud n sn ugd nd inin sil building su s ding 30% the perspective of the grocery store chains, the three mile radius building d ling building’s ing gn is Household Income Comparisons around Cherry Hill Town Center was compared to the three-mile radii 20% SPENDING POWER inningld ndius – nlndld d ln u nss ld ing APPENDICES UNDER SEPARATE COVER 24% around other surrounding stores. < $5MM 22% 20% < $25,000 ln lus ins ud s ln City of Baltimore 29.5% 10.5% 12.7% 16.8% 10.5% 20.0% $5MM - $10MM 10% $25,000 - $34,999 GROCERY STORE ANALYSIS RESULTS $10MM - $15MM EXAMPLE: 50,000 SF NEIGHBORHOOD SHOPPING CENTER – FULL MARKET RENTS FOR 3% 3% 3% $15MM - $20MM 0% Consultant Produced Documents South Baltimore 29.9% 9.4% 12.7% 16.7% 10.5% 20.7% $35,000 - $49,999 The current grocery store landscape is very competitive with eight > $20MM TYPICAL FOR-PROFIT RETAIL CENTER Cherry Hill South Baltimore City of Baltimore $50,000 - $74,999 grocery stores within the general vicinity of Cherry Hill as illustrated on the map above and the summary of the site selection criteria for Source: 2017 American Community Survey 5-Year Estimates 2013-2017; ACS PUMS Data 2016-2017; RCLCO Revenue OpEx and CapEX Cherry Hill 50.7% 13.7% 13.0% 9.0% 6.3% 7.3% Financing-Related Expenditures $75,000 - $99,999 the three mile radii around each of these stores is summarized on the chart below. i The neighborhood of Cherry Hill is currently too small from a household perspective to support a national chain grocery store on its own () niil n un •• RCLCO Homeownership/Housing Analysis > $100,000 ( nu) 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% and would need to bring in customers from the surrounding areas. A typical grocery store needs to generate at least $10 million in un ns revenue annually, and the average store generates over $20 million1. Factoring in additional grocery spending from SNAP and other () n s In addition to household income, it is important to understand the Cherry Hill’s Area Median Income (“AMI”) profile. AMI goes a step government programs2, Cherry Hill could generate $14 million in spending, more than the minimum of $10 million, but this figure is below n ( nu) Total Annual Finance further and defines income qualifications based on household size (the larger the household, the higher the AMI threshold). The that of the other comparison three mile radii. Thus, many operators would find needing to rely on capturing nearly all of a neighborhood’s ($173,000) •• RCLCO Grocery Analysis Total Rent $450,000 Total OpEx and CapEx ($24,750) Costs distribution of households by AMI band is important to understand as the financing tools available to help fund housing projects often are grocery spending too risky to support operations. dependent on providing housing restricted to certain AMI bands. Grocery stores also require a high traffic counts and are sometimes willing to trade-off some household density and spending power for a n is l il n s n ing in (nus lss nd ) ns high-traffic location. While the three-mile radius surrounding Cherry Hill Town Center has a moderate household base and spending l nnul inning ss binging l i und is is il sussul il n in n Mirroring the income distribution detailed above, almost half of all households in Cherry Hill make less than 30% of AMI, and roughly half potential, the traffic counts are far too low to attract a reputable chain. Potee Street, the most trafficked street in Cherry Hill, only sees •• RCLCO Retail Requirements ninn ll nns bl ns of these households (about a quarter of all households in Cherry Hill) are single person households. While this demographic is better traffic counts of around 16,000 vehicles. Traffic counts could increase if the street is changed to two-way traffic, which would make a served by high quality rental housing, there is sufficient depth of demand at higher AMI bands and among slightly larger households that location on Potee potentially viable for a grocery store as more household density is added to the neighborhood. new homeownership opportunities in Cherry Hill are likely supportable from a demand perspective. CHERRY HILL TOWN CENTER 3-MILE RADII •• RCLCO Supporting Data Cherry Hill Area Median Income Profile CHERRY ill n n is in il n sing nigbd nd i is unl nd b il ll nd ib CHERRY SOUTH HILL TOWN GIANT HARRIS SAVE A WHOLE Under 30% AMI 30% - 50% AMI 50% - 80% AMI 80% - 120% AMI Over 120% AMI TOTAL HILL BALT. n is nd b li iis i innds n b n ss uni l gniin CENTER LA MART SAFEWAY FOOD TEETER ALDI LOT PRICE-RITE FOODS 1-person household 738 239 199 93 64 1,332 is ising illin ins n i inlud l uding d nd ing luni Number of 2-person household 288 164 117 119 120 808 3,001 45,117 57,881 52,637 80,968 29,428 83,668 58,470 29,557 102,873 101,405 s n il ll n ddiin n nns ing ns li is s il ss •• Community Engagement Documentation Households gniins su s ib ns ins n nd un uni in n bl ns 3-person household 166 117 35 44 37 399 Employees 3,096 62,777 153,182 97,421 207,512 37,414 204,111 85,760 36,070 222,554 220,643 4-person household 96 59 31 26 12 225 Total Household bus b uni n ug s nns d n s innil usid s nns bl $14M1 $164M $244M $250M $342M $124M $353M $212M $124M $374M $368M 5+-person household 130 40 25 30 12 237 Grocery Spending n (Mongalo-Winston Consulting) TOTAL QUALIFYING HOUSEHOLDS 1,418 619 407 312 245 3,001 Traffic Counts - - 6,620 24,401 3,340 42,271 5,430 35,242 24,561 6,920 7,820 % with Bachelors Distribution 47% 21% 14% 10% 8% 100% 10% 24% 33% 26% 40% 18% 39% 21% 16% 32% 37% n gls l is nill n i n gniin n id businss ining nd ssisn Degrees ll nnus ill s g s iniil s us uld b d subsidid n in n n 1 Source: FMI, The Food Industry Association, 2018 unil ull bl su ns is s i diiul n bn nd Reference Documents 2 Total grocery spending number includes estimated spending from SNAP ($5million). Urban Design Associates, Ltd | Cherry Hill Transformation Plan E4-11994.18 | March 25, 2020 | 1 Urban Design Associates, Ltd | Cherry Hill Transformation Plan E4-11994.18 | March 25, 2020 | 1 bn sign ssis d ill nsin ln •• Transforming East Lake: Systematic Intentionality in Atlanta •• MedStar Health: Community Health Needs Assessment (2018) •• Baltimore City Health Department Neighborhood Health Profile (2017)

Community Engagement Documentation

Cherry Hill Transformation Plan Baltimore, MD Transforming East Lake: November 2019- March 2020 Systematic Intentionality in Atlanta

The East Lake community in Atlanta faced high rates of violence ĂŶĚƵŶĞŵƉůŽǇŵĞŶƚĂŶĚůŽǁŐƌĂĚƵĂƟŽŶƌĂƚĞƐ͘EŽǁ͕ŵŽƌĞƚŚĂŶϮϬ ǇĞĂƌƐĂŌĞƌŝƚƐĚĞĐůŝŶĞ͕ƚŚĞŶĞŝŐŚďŽƌŚŽŽĚͶĂŶĚůŝĨĞĨŽƌŝƚƐǇŽƵŶŐ Community Health BALTIMORE CITY 2017 NEIGHBORHOOD HEALTH PROFILE ƉĞŽƉůĞͶŚĂƐĚƌĂŵĂƟĐĂůůǇŝŵƉƌŽǀĞĚ͘ Needs Assessment Cherry Hill 2018

Revised June 2017 America’s Promise Alliance Case Study health.baltimorecity.gov

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Appendix 52 Housing — Homeownership Case Studies LARIMER/EAST LIBERTY, PITTSBURGH LESSONS RELEVANT TO CHERRY HILL ments had been built. The mixed-income rental housing During the 2000s, the public housing in East Liberty was was strategically located in the highest visibility locations LARIMER incrementally developed into mixed-income rental housing. and built with market rate amenities and finishes. From 2000 through 2011, 195 rental workforce, affordable, EAST LIBERTY and market rate units were developed in this part of East Lesson 2: Homeownership requires a relatively large amount of subsidy per unit, but can positively impact Liberty/Larimer. WHAT WE KNOW families, as long as it is done carefully

In the 1940s and 1950s, East Liberty was a vibrant, bustling ur- DOWNTOWN PITTSBURGH In 2013, East Liberty/Larimer was awarded a Choice Neigh- There is an important trade off when planning to increase ban center, third in the state of Pennsylvania only to Downtown borhoods Implementation Grant . The $30 million grant home ownership, especially homes that will be affordable to Pittsburgh and Downtown Philadelphia. East Liberty was a hub will build 334 new rental mixed-income units adjacent to families who are at or below the area median income. for African American culture. Duke Ellington's co-composer, the first 195 units. The total project cost for the 334 rental arranger and right-hand man, Billy Strayhorn and other famous •• Each affordable ownership home requires more units is $120 million. musicians regularly performed in East Liberty. After WWII, subsidy than a mixed-income rental unit redlining, disinvestment, and illegal discriminatory practices In 2019, the public and private partners announced that •• The funding sources are more limited segregated what had been a diverse district. By 1970, East Liberty funding has been secured for the first homeownership proj- East Liberty and Larimer began a process of planning for •• Homeownership is important for building wealth and had become a location of concentrated government subsidized ect in the neighborhood. The project will include: revitalization in 1980. Each neighborhood developed a can have a positive impact for families who become housing. The City of Pittsburgh erected three high-rise public strategic plan — The Larimer Community Plan (1998) and owners housing towers in the neighborhood totaling 500 units and ad- •• 20 Rehab and 6 New Construction homes will be cre- A Vision for East Liberty (1999). The Larimer Vision Plan • ditional low rise public housing complexes. Through an Urban ated in East Liberty/Larimer • It requires more money per house so the project sizes was then created in 2010. Renewal plan, 1 million square feet of buildings and 350 acres of •• 18 of the 26 homes will be sold to families making 80% are typically smaller land were demolished. In 2010, Larimer had a population of 1,728 and was 86% AMI or less (In 2019, 80% AMI in Allegheny County African American. Over 25% of buildings were vacant, and was an annual income of $63,920) WHO ARE THE PARTNERS? Larimer is the residential neighborhood immediately next to when vacant land was included, up to 70% of the neighbor- •• Support services similar to what is being provided by The partners for the Larimer homeownership project are East Liberty. After WWII, it transitioned and became one of hood was vacant. Nearly 40% of the neighborhood were CHDC are being provided to help families make the both public and private, including: the first neighborhoods in the City where Black individuals homeowners; the community identified increasing home- transition to homeownership (pre-purchase counseling, could become homeowners. There was great pride in the •• Urban Redevelopment Authority of Pittsburgh (URA) ownership as a top priority. homeowner education, post-purchase counseling) neighborhood's Italianate houses, gardens, and schools. $1.5 Million in construction financing The Study LessonArea 1: Substantial mixed-income rental housing is $430,000 in deferred mortgage financing for low- The studyusually area includes needed both theto re-setdefined the market before medium-sized income buyers ($24,000/house) neighborhoodhomeownership of Larimer, as well projects as the can succeed •• US Bank (New Market Tax Credits) $7 Million section ofIn East Larimer, Liberty alongthe concentrationLarimer of public housing needed to Avenue between East Liberty Boulevard, •• Dollar Bank $2.3 Million Collins Avenuebe transitioned and Broad Street. to mixed-income This rental housing to re-set reflects thethe understanding—from market and signal the that people were starting to invest in •• Local Initiative Support Corporation (LISC) through outset—bythe the neighborhood. community of the Neighborhood Allies $500,000 importance of Larimer Avenue as the principal connection to the center of •• East Liberty Development Incorporated (the local com- The Larimer Consensus Group made homeownership a East Liberty. munity development corporation) priority in 1998. Even though that was the end goal, they This definitionhad to of focus the study on attractingarea reflects some people with higher incomes •• Open Hand Ministries the acknowledgement of the historic to move back to the neighborhood first. •• Circles Greater Pittsburgh Fig.Losing 3 1 Million Square Feet connection of Larimer to the heart of The Study Area East Liberty, which is defined by topography as much as anything else. The steep Between 1950 and 1980, By the time that the partners raised the funds for 26 own- East Liberty lost overslopes a along both sides of Negley Run and Washington Boulevard have always million square feet ofserved to separate the heart of the Larimer neighborhoodership from houses Highland to be Park developed (mostly renovation), 426 new buildings. 350 acres andwere Lincoln-Lemington and foster the historic connectionsconstruction to East Liberty. mixed-income The rental townhouses and apart- demolished historic prominence of Larimer Avenue as the primary connection to the East Liberty business district was increased by the urban renewal moves that severed most other connections between the two.

All of this—in combination with the surrounding redevelopment initiatives at the Kingsley Center, Fairfield apartments and Target—has served to place increased importance on the Larimer Avenue corridor. Unfortunately, this has become, as will CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 be documented in this report, one of the areas of greatest vacancy, disinvestment Appendix 53 and blight, particularly on the Larimer side of East Liberty Boulevard.

In order to develop a specific land-use vision for the Larimer Avenue corridor it was first necessary to understand the market-based opportunities within the area, as well as how Larimer Avenue’s revitalization will fit into a larger neighborhood context. Thus, there were two principal charges for this planning effort: 1. This Vision Plan has the overall goal of establishing a market-based land use vision for the entire study area of Larimer and East Liberty and, 2. To develop a more detailed land-use plan focused on the Larimer Avenue corridor between Broad Street and the Larimer Avenue Bridge.

LARIMER VISION PLAN • PAGE 6 SANDTOWN-WINCHESTER, BALTIMORE

WHAT WE KNOW Lesson 2: Implement mortgage strategies to place Cherry Hill is a neighborhood of traditional Baltimore homeownership within reach WHO WERE THE PARTNERS? rowhouses and beautiful landscapes. As Cherry Hill looks Increasing costs of construction and renovation create The partners for the Sandtown-Winchester Neighborhood Transformation Initiative included a combination of public forward to the development of homeownership opportuni- SANDTOWN-WINCHESTER additional roadblocks to providing for homeownership. and private entities, including: ties in the neighborhood, it faces significant challenges: BALTIMORE 60% of the houses constructed in Sandtown-Winchester’s Homeownership Zone were targeted at 60% or below Bal- •• HUD (Department of Housing and Urban •• Current available housing stock does not meet the needs timore AMI, which was $63,100 in 2003 when phase 1 was Development) of the modern family completed. To make purchasing more accessible, each home •• The cost of a conventional renovation can price many had a 1st mortgage, $40,000 for the 1,100 SF homes and •• City of Baltimore Department of Housing and members of the community out of the market $55,000–$57,000 for the combined 1,800 SF units. The City Community Development of Baltimore held a silent, second mortgage on each home of •• State of Maryland Department of Housing and •• Appraisals of renovated homes can be limited by the CHERRY HILL surrounding neighborhood context $16,000, forgivable after 15 years. The target market for the Community Development rest of the homes were residents who were making 60%- The neighborhood of Sandtown-Winchester in West Balti- spirit. The Sandtown-Winchester Neighborhood Transforma- •• Susquehanna Bank tion initiative built or renovated over 1000 units, including 80% of the Baltimore AMI. more is a neighborhood of similar population and proximity •• Federal Home Loan Bank of Atlanta the renovation of 600 public housing units, Gilmor Homes. Lesson 3: Develop in a coordinated way, block-by-block or to downtown Baltimore that also undertook a transformation •• BUILD (Baltimoreans United In Leadership, Baltimore Of these, 236 for sale townhouses were completed in three street-by-street process in pursuit of increased homeownership and neigh- Churches and Synagogues) borhood revitalization. While there is still much work to do phases in the initiative's Homeownership Zone. One of the challenges of newly renovated homes is that •• Enterprise Community Loan Fund in Sandtown-Winchester, the lessons learned can give Cherry the surrounding homes can depress the value, even if the Lesson 1: Renovate to Meet the Needs of the Modern house has the size and amenities of a modern family home. The partners raised or contributed $28.4 million in inter- Hill tools to rise to its challenges. Family The community and partners in the Sandtown-Winchester est-free loans for low-income homebuyers, low-interest Much of Cherry Hill’s homeownership opportunity lies in LESSONS RELEVANT TO CHERRY HILL neighborhood approached renovation and new construc- mortgage financing, land, site clearance, and municipal the renovation of existing housing stock. In Sandtown, of Sandtown-Winchester is an African-American working-class tion on a block by block basis. They considered the trans- services. The Enterprise Foundation also played what they the 236 for sale townhouses built, 36 of them were renova- neighborhood in west Baltimore of approximately 9,000 formative nature of completing every house on a block and considered a nontraditional role in the initiative, provid- tions of existing traditional Baltimore rowhouses. While residents. Known locally as Sandtown, the neighborhood was ideally, both sides of a street, catalytic to further neighboring on-site staffing and technical assistance in addition to 24 of these were renovated conventionally, 24 others were often called Baltimore’s Harlem in the 1950s and 60s, raising hood change, as well as important to the feeling of a safe funding. combined into 12 Twofer units. The traditionally renovated prominent residents such as Billie Holiday, Thurgood Mar- place to be. units were approximately 1,100 square feet, two-bedroom shall, and Cab Calloway. As suburbs of the city grew in pop- one-bath homes, and were considered the larger of the ularity in the latter half of the 20th century, many people left traditional row houses available to be rehabilitated. With Sandtown, leaving close to half of the housing stock vacant. larger family sizes and modern needs, families needed Manufacturing jobs left the area, and drug and gang activity another option. The Twofer units combined two smaller infiltrated the neighborhood. Racial unrest, including the rowhouses into four-bedroom, two-bath homes with large Baltimore Riot of 1968, was also characteristic of the area. closets and kitchens to meet current needs and trends. The In the 1990s, developer James Rouse partnered with Twofers were approximately 1,800 square feet, edging much then-Baltimore Mayor Kurt Schmoke with a vision to trans- closer to current averages. The exteriors of the combined form the conditions that weaken struggling communities. homes remained the same, with color-coded doors indicat- The Sandtown-Winchester Neighborhood Transformation ing which units belong together. This typology sold much Initiative was born of their effort, with an extensive commu- more quickly than the traditionally rehabilitated units. nity engagement process focusing on physical development, economic development, health, education, family support, Plan of a complete block redevelopment (Left) 3 levels of floor plan of Tower unit substance abuse, crime and safety, and community pride and

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Appendix 54 Co-op Grocery Store Case Study GEM CITY MARKET, DAYTON, OHIO

PROCESS FOR SELECTING A SITE PROJECT TIMELINE 2019

• 2015 • Commissioned market study by a national •• March— 50/50 match announced for resi- wholesaler dents of market-adjacent neighborhoods •• Public Health Opportunity Mapping •• Determined a location with low access to •• March — 2,000 members •• Formation of Food Access Steering healthy •• September — groundbreaking/Annual Block 2020 Committee (~$200,000 raised from memberships) •• Conducted an online survey of 1,100 people Party 2016 •• May — 2nd annual members meeting, voted •• January — New logo revealed •• Considered metrics about population density to pursue alcohol license •• October — general contractor selected •• January — New Market Tax Credits (NMTC) and spending power to support a grocery •• Support from University of Dayton and •• October/November — demolition of existing •• July — Partnership with health provider to announced, Community Benefits Agreement anchor of significant size industry building create a community teaching kitchen established with the building trades to keep WHAT IS THE MODEL? •• Complete market studies, surveys, business •• July — Re-branding •• November — community listening meeting jobs in the community plan and financial model The store will be co-owned by workers and •• July — Request for proposals for general con- •• December — 2,400 community members •• Spring — grading and earthwork 2017 (~$230,000 raised from memberships) community members. Member owners are people tractor •• Fall — opening who choose to purchase a community member- •• April — First public meeting to present the ship share of the store. The options for purchas- business plan and seek feedback from the ing shares are: community •• $100/share (of $10/month for 10 months) •• April — Incorporated the cooperative and •• Companies and health partners sponsor 50/50 began accepting memberships matches for residents of adjacent zip codes •• August — 500 members •• Those who are eligible for any type of govern- (~$50,000 raised from memberships) ment assistance or are self-identified limited/ 2018 low/fixed income can purchase a communi- • ty-owner share for a one-time payment of $10 • February — Hired membership coordinator •• April — First annual members meeting, PROJECT FINANCING/FUNDING elected 2 community board members (to join The total project cost will be $3.9 Million. Fund- 7 existing members) ing will be combined from: •• April — 50/50 partnership with health pro- •• Membership sales vider (gain of +400 members) •• Community donations •• May — Launch capital campaign •• Targeted loan opportunities •• May — 1,000 members (~$100,000 raised from memberships) •• Philanthropic dollars •• July — 1,500 members (~$150,000 raised from memberships) •• September — Architect selected, community input sessions •• September — First annual Block Party

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Appendix 55 Overview of the East Lake Revitalization

Overview of the East Lake Revitalization Health and wellness In 1995, a group of private and public sector leaders planted the seeds of change for success in the East Lake neighborhood in Atlanta. East Lake was home to a 650-unit public housing complex (East Lake Meadows). The neighborhood was the center of a massive drug trade, had a crime rate 18x the national average, an employment rate of 13%, and an average resident income of less than $5,000. Only a staggering 30% of students in the neighborhood graduated from high school. Despite the statistics, real-estate developer and philanthropist Tom Cousins partnered with Atlanta Housing Authority President and CEO Renée Glover, resident leader Eva Davis, and local business leaders to undertake the monumental task of revitalizing the neighborhood. First Tee golf program student The team understood that revitalizing the neighborhood would require a holistic approach. Their work included the following:

1. Defined neighborhood Community Quarterback Organization (CQB) This effort began with focus on a neighborhood one square mile large – East Lake. The team believed they could positively impact life outcomes for residents at the neighborhood level (rather than a city or county level). While this was a pioneering idea in its day, research now continues to affirm place matters.

2. Mixed income housing The team led the redevelopment of the East Lake Meadows apartment East Lake as one model for community transformation complex (that concentrated poverty) into The Villages of East Lake As word of East Lake’s success spread, other (VOEL). VOEL is comprised of 542 apartments, townhomes, villas and garden apartments, half are market rate and half are publicly subsidized, with no difference between subsidized or market-rate homes. The employment rate has improved drastically since 1995 - 100% of work- eligible adults living in subsidized homes are now in school or employed. VOEL’s high-quality construction and practical amenities surrounded by Top: East Lake Meadows pre-revitalization safe walkways and streets has positively impacted the neighborhood. Bottom: The Villages of East Lake 3. Cradle to college education pipeline Drew Elementary School, before the revitalization, was the lowest performing elementary school in Atlanta Public Schools. The team worked with education experts to create Drew Charter School, which is now a seamless, neighborhood-serving education pipeline for students Birth – 12th grade. Students living in VOEL and the surrounding East Lake neighborhood have priority to attend Drew Charter School, which is now one of the top-performing elementary, middle, and high schools in Atlanta Public Schools.

Drew Charter School students

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Appendix 56 X-Ray Analysis

EXISTING USE CONDITIONS Portrait of Existing Uses The Portrait of Existing Conditions examines existing land use and building use in Cherry Hill. This allowed the team to see potential connections, gaps, and patterns in the overall landscape.

Existing Zoning Categories The Zoning diagram shows the uses that are permitted for each parcel. Most of Cherry Hill is zoned for open space and residential uses, which allow for other public uses, such as schools.

EXISTING SINGLE-FAMILY

EXISTING MULTI-FAMILY R–6 RESIDENTIAL

OS EXISTING INSTITUTIONS

H EXISTING COMMERCIAL

C–2 EXISTING INDUSTRIAL

TOD–4 PARKS & OPEN SPACE

I–1 VACANT PROPERTY

A Portrait of Existing Conditions Current land use patterns in Cherry Hill. Zoning This diagram shows the zoning designations in Cherry Hill. The neighborhood is largely zoned for residential (R-6) and open space (OS) uses, with smaller areas for hospital (H), commercial (C-4), TOD (TOD- 4), and industrial (I-1) uses.

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Appendix 57 TRANSPORTATION ANALYSIS The two transportation x-rays, Streets and Arterials and Bus Routes, show the primary methods of transportation throughout Cherry Hill.

Streets and Arterials The Streets and Arterials x-ray shows a street pattern unique in Baltimore for its relaxed, curvilinear structure. This pattern is part of what residents voiced a strong desire to keep as indicative of the character of Cherry Hill. The arterial streets in yellow show the main patterns of vehicle transportation within the neighborhood, while the highways in Red emphasize the limited connectivity between Cherry Hill and the rest of the City of Balti- more.

Bus Routes The Lightrail Link and bus routes (71, 26) has one primary route throughout the center of Cherry Hill while other routes are on the perimeter. Residents expressed concerns with the reliability of bus service, as well as accessibility for those who didn't live near the primary route.

ARTERIALS

HIGHWAYS BUS ROUTES

STREETS BUS STOPS

Streets & Arterials Local streets, arterials and highways. Bus Routes Current bus routes in Cherry Hill

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Appendix 58 LAND OWNERSHIP X-RAYS Understanding land ownership in Cherry Hill helps put development opportunities in perspective.

Publicly Owned Land Large swatches of Cherry Hill are owned by public entities, including the Housing Authori- ty of Baltimore City and the City of Baltimore. Much of this land encompasses Cherry Hill Homes and community assets like the 21st Century Schools, Middle Branch Park.

Owner Occupied Vs. Rental Occupied The vast majority of residential ownership in Cherry Hill is occupied by renters rather than owners. This includes both public housing residents and private renters.

FEDERAL

MARYLAND TRANSIT ADMINISTRATION/STATE OWNERSHIP

CITY OF BALTIMORE OWNER OCCUPIED

HOUSING AUTHORITY OF BALTIMORE CITY RENTAL OCCUPIED

Publicly Owned Land Land owned by public entities, including the Housing Authority of Baltimore City, the City Owner Occupied Vs. Rental Occupied Rental housing vs owner occupied housing in Cherry Hill of Baltimore, the Federal Government, and the State of Maryland

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Appendix 59 RESIDENTIAL AND INSTITUTIONAL X-RAYS Cherry Hill is a primarily residential community. The large swaths of residential land surround institutional anchors, including the 21st Century Schools, New Era Academy, MedStar Harbor Hospital, and faith anchors.

Residential X-ray The residential x-ray shows residential land use and buildings in Cherry Hill.

Institutional X-ray The institutional x-ray shows land and buildings owned by institutions as well as park space. The major institutions are anchors in the center and on the edges of Cherry Hill.

RESIDENTIAL BUILDINGS INSTITUTIONAL BUILDINGS

RESIDENTIAL LAND USE INSTITUTIONAL LAND USE

Residential Land Use Residential land use in Cherry Hill, including single and multifamily Parks and Institutions Parks and institutions, such as churches and schools.

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Appendix 60 COMMERCIAL AND INDUSTRIAL X-RAYS Commercial and industrial buildings and land use in Cherry Hill provide valuable job centers as well as a place for the community to shop or use services.

Commercial X-ray The commercial x-ray shows commercial and office land use and buildings in Cherry Hill. Cherry Hill has a small commercial node at the Cherry Hill Town Center, then a small number of scattered commercial sites on Hanover and Potee street and Waterview Avenue. Residents have expressed a desire for more retail options and support for community-owned businesses.

Industrial X-ray Waterview Avenue has a large node of industrial uses clustered near the railroad tracks. While some of these uses are active, some are unclear in terms of activity.

OFFICE BUILDINGS

OFFICE LAND USE

COMMERCIAL BUILDINGS INDUSTRIAL BUILDINGS

COMMERCIAL LAND USE INDUSTRIAL LAND USE

Commercial Land Use Commercial land use in Cherry Hill Industrial Land Uses Land (tan) and buildings (brown) currently used for industrial and ports.

CHERRY HILL TRANSFORMATION PLAN / CHERRY HILL, MARYLAND / MARCH 2020 Appendix 61