Detroit Shoreway Community

DETROIT SHOREWAY COMMUNITY DEVELOPMENT ORGANIZATION

STRATEGIC PLAN

FOR THE TIME FRAME

JANUARY 1, 2012 – DECEMBER 31, 2014

Approved March 19, 2012 Table of Contents

Mission 1

Vision 1

Values 1

Strategic Plan Methodology and Public Input 2

Strengths, Weaknesses, Opportunities and Threats 3 – 6

Themes and Concepts from Environmental Scan 7 – 9 (External and Internal Scan)

Goals, Strategies, & Tactics Detroit Shoreway Neighborhood 10 – 19 Stockyards, Clark Fulton & Brooklyn Centre neighborhoods 20 – 26

Exhibit A Demographic Information A-1: Detroit Shoreway Neighborhood 27 – 30 A-2: Stockyards, Clark Fulton & Brooklyn Centre 28 – 31

Exhibit B Existing Housing & Building Conditions A-1: Detroit Shoreway Neighborhood 32 – 33 A-2: Stockyards, Clark Fulton & Brooklyn Centre 34 - 35 Detroit Shoreway Community Development Organization (DSCDO) reviewed and updated its existing Strategic Plan during the fall of 2011 and first quarter of 2012. These sessions covered a review of the Mission, Vision and Values of DSCDO, external and internal environment scan, SWOT analysis, establishing themes and the creation of Strategic Goals and Objectives. The following pages summarize this process and its outcomes.

Mission

Through collaboration, DSCDO guides the physical, economic, cultural, and social development of the Detroit Shoreway neighborhood toward an improved quality of life.

Vision

DSCDO will act as a catalyst for community building, creating a diverse, sustainable, and desirable neighborhood in which to live, work, play, dine, and shop.

Values

 We embrace and celebrate our community diversity.  We value historic preservation and our neighborhood heritage.  We seek participation and representation, valuing a diverse array of opinions, opportunities, and solutions for neighborhood enrichment.  We foster risk taking, creativity and innovation.  We incorporate ecological design to protect the environment and create a healthy and sustainable community.  We strive to maintain a mixed income population in our neighborhood and are committed to providing affordable housing.  We value members of the faith-based community as important partners.  We promote the professional development of our staff.  We are accountable to residents, funders, and each other.  We promote safety and strive to create neighborhoods where everyone feels secure.  We focus on supporting our youth, and helping them to achieve their potential.  We believe in the importance of education and support our local schools.  We celebrate the power of the arts to build community and inspire our people.  We promote local business and work to support new employers in our community.  We are advocates for social justice and the alleviation of poverty.

1 STRATEGIC PLAN METHODOLOGY AND PUBLIC INPUT

Between October 2011 and January 2012, the board and staff of DSCDO gathered at several sessions to develop a draft strategic plan for the organization for the period from January 1, 2012 to December 2014. With generous funding from Neighborhood Progress, Inc., DSCDO engaged a consultant, Strategy Design Partners (SDP), to assist in developing the 2012-14 Strategic Plan.

The 2012-14 Strategic Plan used the planning work completed in 2004 as a starting point for preparing the new plan. In 2007, DSCDO undertook an extensive neighborhood planning process and created a Detroit Shoreway Neighborhood Masterplan. This Masterplan represented the first comprehensive plan undertaken by DSCDO since 1977. The planning process included several initial neighborhood meetings aimed at identifying the areas of concern and interest of neighborhood residents, businesses, and other stakeholders. These meetings were soon followed by a series of three preliminary Masterplan brainstorming sessions held during September 2007. These sessions allowed stakeholders to provide input into future neighborhood projects and initiatives to be adopted in the final Masterplan. A final community meeting was held on October 4, 2007 to present the final Masterplan to the community.

Many planning studies have been completed for the Stockyards, Clark Fulton, and Brooklyn Centre neighborhoods, including the Stockyards Neighborhood Master Plan completed in 2007, the West 65th Street Super Block Plan, and the West 25th Street Transportation for Livable Communities.

SDP began their engagement by interviewing the DSCDO executive committee, DSCDO executive director, and key stakeholders during October 2011. A staff retreat facilitated by SDP was held on November 18, 2011 to complete an environmental scan. The external environmental scan included a panel of leaders in the fields of community development, housing and commercial development, banking and finance, and philanthropy. The internal environmental scan was prepared in dialogue with DSCDO staff. SDP sought additional input from DSCDO staff to review themes that emerged from the environmental scan. DSCDO staff then prepared strategic planning goals and objectives in December 2011. The DSCDO board and staff reviewed a draft plan at a board-staff retreat on January 21, 2012. The draft plan was then posted to the DSCDO website for public review. Four community meetings were held in February through March of 2012 to present the draft plan to the public and gather community input. The DSCDO board adopted the finalized 2012–14 Strategic Plan at its March 18, 2012 board meeting.

2 STRENGTHS, WEAKNESSS, OPPORTUNITIES, AND THREATS

STRENGTHS

 Gordon Square Arts District: this is a growing brand that is gaining traction in the community and providing an identity, jobs, and revenue for the district.

 Real Estate Development/Management: DSCDO is highly competent in developing real estate and the only west side CDC doing appreciable work in this area.

 Dedicated and Talented Staff: DSCDO has strong staff leadership and skills in a wide number of areas, from community organizing to real estate development to energy efficiency/HWEP and sustainability.

 Key Collaborator: DSCDO does a great job collaborating with partners across the board, including stakeholders, government, other CDCs, developers, and more.

 History of the Organization: DSCDO has a storied history of providing value through its work and leading the way for how CDCs should function.

 BID District: DSCDO is one of the first to use this new tool, and it shows continued leadership by the organization, and adds safety and attractiveness to the retail corridor.

 Lakefront Location: There is an opportunity to build on this strong asset with upcoming Shoreway projects creating a better connection to the lake and Edgewater Park.

 Employment Driver: Detroit Shoreway has a number of larger employers that span numerous fields: healthcare, manufacturing, services, retail, entertainment, and more.

 Religious and Educational Anchors: there are numerous churches, religious institutions, and schools that provide key stability, leadership, and partnership for the community and DSCDO.

3 WEAKNESSES

 Staff Capacity: DSCDO currently is operating at full capacity and staff is stretched thin. The organization needs to free up the executive director from minutiae to focus on cultivating relationships, establishing strategic direction, and developing new business opportunities.

 Brand Identity: There is a lack of a clear brand for the neighborhood and confusion about whether the brand is Detroit Shoreway or Gordon Square Arts.

 Marketing: website, print collateral, and communications all need to be refreshed and repositioned and marketing director is overburdened—also responsible for retail recruitment. In addition, this position is currently vacant and needs to be staffed.

 Internal Policies: DSCDO currently lacks strong internal controls and policies on certain key issues, such as access to keys, a finance manual, conflict of interest policy, media policy, and updated personnel policy.

 Board Development and Support: DSCDO lacks a governance board and needs to be strategic about how it cultivates new board leadership. The board also needs to help more with development and marketing work of the organization.

 Property Management Losses: property management efforts of DSCDO are losing money. The organization needs to turn this around or divest losing properties.

 Lack of Operating Reserve: DSCDO currently generates $300k in these fees per year, and would face extreme difficulties without them. The organization needs to identify other revenue opportunities and build up a cash reserve to protect against a decrease in development fees.

 Lack of Clear Retail Strategy: DSCDO has had some success in getting businesses into the main retail corridor, but needs a focused and aggressive plan to build the district and take advantage of this momentum.

 Cultural Competency: DSCDO needs to focus on cultural competency in order to best serve its diverse constituency

 High Staff Turnover: DSCDO staff frequently leaves after a few years, and there is no system in place to ensure a smooth transition through cross-training or policy and information documentation

4 OPPORTUNITIES

 Selling Services: market DSCDO’s real estate services to other CDCs and private owners to manage and develop properties.

 CDC Collaboration: Collaborate with other CDC’s and explore mergers where it makes sense.

 EcoVillage Community: Build on EcoVillage and continue to promote transit oriented development and sustainability.

 Arts as Place: use the arts as a placemaking tool to continue the momentum of Gordon Square Arts District.

 Rental Housing: the rental market is at its highest level of demand ever in the aftermath of the mortgage foreclosure crisis. DSCDO should explore how this can be leveraged to its benefit and introduce more market rate rental to the community.

 Unified Westside Promotions: Tremont, Ohio City and Detroit Shoreway are all experiencing individual success. Finding ways to co-promote events and a brand could provide crossover benefits.

 Workforce Development: position DSCDO as a provider or conduit to job training and employment, possibly by partnering with WireNet.

 Metroparks Focus and Greenway Connections: Metroparks is looking at the lakefront and urban settings as an area of focus. Detroit Shoreway has links to many keys to this agenda, including Edgewater Park, Walworth Run, the Zoo, and Big Creek.

 Zone Rec Center: with the expansion underway, this could become a new model for the way Cleveland approaches the “rec” center model, and DSCDO can influence and leverage this to its advantage.

 Local Foods Initiatives: this a movement that is gaining steam, and Detroit Shoreway has a number of existing community gardens and vacant parcels ready for adaptive reuse. DSCDO can become a leader in this effort.

 Youth Initiatives: youth programming and educational outreach through local schools

 Social Service Agencies: create a stronger connection to and collaboration with social service agencies and act as a conduit for residents to their offerings

5 THREATS

 Reduction in Public Funding: the recent economic decline and atmosphere in public leadership suggest that government funding cuts will only continue, threatening a key source of DSCDO revenue

 Foreclosure Crisis: issues of blight and vacancy associate with the fallout from the mortgage crisis continue to cause serious problems for Detroit Shoreway.

 Perception of Lack of Safety: there is a perception by some that DSCDO’s service area is dangerous and suffers from a high crime rate, although this is not accurate. DSCDO needs to combat this perception.

 Redistricting: new city council districts may impact the way support funds (CDBG, etc.) are allocated and influence the borders of DSCDO’s service area.

 Pressure to Do More with Less: DSCDO’s success leads to more demands on it from supporters and community leaders, despite the general downturn in funding available. DSCDO needs to navigate demands for its services without alienating key support.

6 THEMES AND CONCEPTS FROM ENVIRONMENTAL SCAN (INTERNAL & EXTERNAL)

The Business Mode l:

 Evolve the Model: the current CDC model is at a “mature” stage of its cycle and losing viability. CDCs must add some form of entrepreneurial aspect to generate revenue in order to continue their existing community focused work. DSCDO has the opportunity to lead on this issue.

 Diversify Revenue: DSCDO lacks a cash reserve, relies heavily on developer fees to meet its budget, and needs to expand its revenue sources to maintain operations. Other arms (property mgmt. & movie theater) either lose cash or just break even. Only 12% comes from fundraising—need to expand this source.

 Position Service Portfolio: o Zone Rec Center: as a fee based member driven health business o Ads on DS website: charge a fee to advertise on DSCDO site o HWAP Energy Team: sell DSCDO expertise in this area to other CDCs and to homeowners o CDC Services: sell our strong services, such as real estate development and property management to other CDCs or private market o Workforce Development: DS area has many sites well positioned for manufacturing and a wealth of skilled workers. Focus on prepping sites and pitching those and workforce to employers. o Local foods / Food Co-Op: DS has a strong support for the local foods movement and should explore an expansion of the farmers market and a local foods co-op

 Develop Strategic Alliances: work with adjacent CDCs and others to identify new opportunities to provide fee-based services, align program agendas, etc. o Metroparks o Near West CDCs (Ohio City, Tremont, Cudell), like minded CDCs (UCI) o Lakewood Alive o DS area employers o New county government

Physical Development:

 Focus on Rental: in light of economy and lending environment, there has been a cultural change toward embracing rental long term. How does DS position to deal with this change and turn it to its advantage?

7  Make Retail Work: need to create a clear plan for what type of retail we want and begin to fill in the gaps along Detroit to create critical mass. Lack of a large retail anchor is an issue.

 Implement West 25th Street Steering Committee Recommendations: o Develop a partnership with MetroHealth to leverage internal and external investments in the Clark-Fulton and Brooklyn Centre neighborhoods and MetroHealth campus o Follow CUDC plan and complete physical corridor improvements and community priorities as resources become available

 Build the Neighborhood: a. MetroHealth neighborhood b. The Lakefront c. 73rd Street interchange with Shoreway d. Big Creek connection to Canal Corridor e. Max Hayes site in Stockyards f. Use county “get ready” funds to create investment site and development corridors g. Max Hayes mega block to develop on Detroit avenue h. Mixed-use development along the lakefront, better connection to the lake i. Create iconic gateways and district identifiers (65th and Lorain) j. EcoVillage: 65th RTA rapid and the Zone Rec Center rehab k. Artist housing l. Rehabbing storefronts m. Breakwater vacant manufacturing as housing (Westinghouse) n. Market rate rental units (Asset Wire retool) o. Phase II of Capitol Theatre p. Parking Plan q. Industrial plan for southwest corner

Brand Awareness:

 Improve Brand Identity: general consensus is that DS is the brand and that GSA, Battery Park, Little Italy, Churches, etc. are sub-brands. What are the 3 things this area should be known for? Some initial ideas were: sustainability & environmental, diversity, strong housing, the arts, and proximity to the lake.

 Market the Message: need to identify target audiences and create a new message framework, website, collateral, social media, etc. to reach them with a consistent, concise, and compelling message.

8 Community Outreach:

 Reach All Residents: some residents feel that DSCDO is no longer focused on their needs or that they are not welcome in the new theaters or retail. Need an outreach effort to let them know they are welcome and there are deals for them.

 Community Advisory Council: how can the DSCDO board be more inclusive of the Stockyard/Clark-Fulton/Brooklyn areas?

Operations:

 Staff the Plan: Identify staff to lead initiatives and create work plans to achieve goals from above. o Assistant ED to take some of the operational work off ED and free him up to do the big picture strategic work and fundraising. o Maximize value of interns to free up staff to work on higher-level projects. o Need for EcoVillage director. o Where are the staffing gaps?

Governance:

 Board: Review existing committees to determine if they address the goals, in terms of focus and staffing of committees. o Gordon Square Arts District has helped introduce some powerful individuals to DS. o Leverage those inroads into a more diverse board with greater ability to generate support and awareness for the organization.

9 GOALS, STRATEGIES, & TACTICS Detroit Shoreway office

GOAL: Generate Additional Community Involvement in DSCDO’s work

STRATEGY: Cultivate resident leadership in the Detroit Shoreway service area

TACTICS:  Sponsor leadership appreciation dinners in January and July  Share information and assist block club chairs in coordinating innovative meetings  Assist in creating Welcome Kits  Refer 3 emerging leaders to attend the Westside Leadership Collaborative

STRATEGY: Build capacity of block clubs

TACTICS  Increase block club attendance and participation in all sections of neighborhood  Identify 50 new residents of the service area (renters as well as home owners)  Assist residents with grants for Neighborhood Connections and Cityworks grant programs

STRATEGY: Coordinate programs and activities in Detroit Shoreway service area

TACTICS  Support resident-led clean-ups and other beautification initiatives in the service area  Sponsor annual Holiday Party  Leverage farmer’s market as community engagement tool

STRATEGY: Coordinate 30 homes to participate in the model block program

TACTICS  Recruit 10 homes along W. 65th to participate in the model block program  Recruit 12 homes along W. 58th street to participate in the model block program  Recruit 8 homes in the Edgewater Hill area to participate in the model block program

10 GOAL: Increase Safety in DSCDO Service Area

STRATEGY: Involve more residents in safety initiatives

TACTICS  Increase Ambassador shifts from 185 to 200  Increase Neighborhood Walking Patrols from 3 to 12  Increase Court Watches from 4 to 12  Increase graffiti abatement from 202 to 250 or reduce need by prosecuting “taggers”  Conduct mediations as need

STRATEGY: Provide Safety Education and Connect Residents with Resources

TACTICS  Provide education to block clubs and other groups to address specific crime/safety issues  Provide articles for DSCDO newsletter with safety tips or a story on a safety related event  Collaborate with other CDCs and non-profits to hold 6 workshops on safety related topics

STRATEGY: Cultivate Safety Partnerships

TACTICS  Increase opportunities for dialogue and collaboration with the Second District Police  Continue to administer safety component of Special Improvement District  Participate in 2nd district committees/events  Meet with Safety Committee bi-monthly to share information with block clubs  Collaborate with schools and community/block club members to coordinate programs for youth including the ROCK program

STRATEGY: Maintain and manage key safety related equipment

TACTICS  Expand the use of security cameras systems and support resident lead monitoring program  Monitor Ambassador equipment and explore new options

11 GOAL: Build Westside Housing Center into a Well-Known, Widely Used Community Resource

STRATEGY: Improve Marketing of WHC programs and services

TACTICS  Attend and/or host 12 large scale events in the WHC service area  Develop website  Coordinate WHC marketing through partner organizations  Place WHC service specific ads in appropriate public sources  Promote new name to community to inform of breadth of services available

STRATEGY: Increase outreach to residents and community institutions

TACTICS  Inform Westside block club participants about WHC services  Work with social service agencies and other organizations to promote services  Increase foreclosure prevention efforts and outreach  Further build relationships with CDC’s

STRATEGY: Expand and Strengthen partnerships

TACTICS  Secure class/event commitments from 10 partner organizations  Promote class/event via grassroots marketing effort  Hold 4 open house/special topic events  Respond to client needs through the restructuring of classes

STRATEGY: Fund and oversee services

TACTICS  Secure funding for the WHC through December 2012  Continued engagement of current funders  Add two additional collaborative partners

12 GOAL: Build on DSCDO’s Status as a Leader in Sustainable and Green Practices

STRATEGY: Achieve Energy Program/HWAP Production Goals

TACTICS  Complete 192 HWAP projects annually  Complete HWAP-Housewarming Combo Jobs  Complete CEI Electric Conservation Jobs  Complete Water Conservation Program Jobs

STRATEGY: Expand Capacity of Services Available to Clients

TACTICS  Assist Environmental Health Watch & City to implement Warm & Healthy Homes funds in conjunction with HWAP funds  Obtain additional funding for electrical, plumbing, roof, and other home repairs in our elderly & handicapped HWAP residents’ homes

STRATEGY: Develop EcoVillage & Coordinate Green Space Improvements at Zone Rec Center TACTICS  Support rehabilitation of existing housing in the EcoVillage  Build prototype passive house  Complete construction of 3 Lease Purchase Homes in the EcoVillage and additional homes by Habitat for Humanity  Promote Green Model Block Program on West 58th St.  Implement recommendations of CUDC Design Charette to build 2 mini-parks, temporary greening, “green” public art along rapid station, and wildflower prairie along Lorain Ave. bridge  Enhance identify of the EcoVillage through signage and branding  Complete construction on Zone Rec Center  Complete construction of Madison Avenue pedestrian bridge  Continue planning for Train Avenue / Walworth Run bike path  Demolish/rehab blighted buildings on Lorain Avenue  Support community gardening and other greening initiatives and assist the Gordon Square Farmers’ Market  Continue to convene EcoVillage Steering Committee to guide planning in EcoVillage

13 GOAL: Maintain & Improve Quality of Existing Housing

STRATEGY : Use Code Enforcement to Improve Building & Housing Conditions

TACTICS  Complete 18 Concentrated Inspection Areas (4 in DS, coordinate 2 in SCFBC)  Attend all Housing Court, Board of Building Standards and Board of Zoning Appeals hearings  Achieve 33% voluntary compliance to improve housing conditions  Survey and inspect problem properties

STRATEGY : Improve Resident Involvement in the Code Enforcement Process

TACTICS  Connect residents with home repair programs  Work with Detroit Shoreway Housing Coalition to develop strategy and target demolition and redevelopment  Attend Block Club meetings and provide updates to members  Engage Residents in Model Block Programs

STRATEGY : Reduce/Redevelop Vacant & Abandoned Structures

TACTICS  Update Vacancy Survey quarterly  Condemn 75 Vacant and Abandoned properties  Monitor performance of Demolition Bureau to demolish all severely blighted properties  Reduce vacancy rate from 10%  Acquire 12 homes for re-sale to private sector rehabbers  Use Neighborhood Stabilization Team and Cleveland Marshall College of Law fellows to research and assist with acquisition of houses

STRATEGY: Coordinate Nuisance Abatement receivership cases

TACTICS  Provide support services to NPI and pro bono attorneys for Nuisance Abatement Action  Implement Nuisance Abatement receivership action on 3 houses

STRATEGY : Use Data Analysis to ID & Evaluate Redevelopment Opportunities

TACTICS  Analyze vacant land parcels for redevelopment potential for new housing/greenspace  Map building and land use conditions  Update property data in NST web application  Report code enforcement activity to City via CDBG reports

14 GOAL: Develop Diverse New Housing

STRATEGY: Facilitate rehab and development of market-rate single-family homes

TACTICS  Develop 2 new infill homes in the Eco-Village area  Provide pre-development assistance for 5 infill homes in Edgewater Hill  Assist with marketing the sale of 22 townhomes in the Waverly Station development  Facilitate partnership with Environmental Health Watch to rehab 3 houses  Target baby boomers and empty nesters

STRATEGY: Facilitate the development of affordable single-family homes

TACTICS  Assist Habitat for Humanity in acquiring a buildable vacant lot and begin construction  Assist in the acquisition and redevelopment of 4 CHN LP Homes

STRATEGY: Create 20-25 market rate rental apartments at Asset Wire Building

TACTICS  Obtain predevelopment financing and complete predevelopment tasks  Purchase property from owner  Develop financing strategy  Run multiple pro formats: residential, artist live/work, commercial

STRATEGY: create 18 affordable rental apartments at Sylvia Building

TACTICS  Close financing and historic tax credit equity  Complete construction in spring 2012  Lease Up during summer of 2012  Ribbon cutting event

GOAL: Spur Economic Development & Support Arts District

STRATEGY: Complete $30 Million Gordon Square Arts District Capital Campaign

TACTICS  Raise remaining $8 million to complete $30 million capital campaign  Complete construction of new Near West Theatre auditorium  Complete rehabilitation of Cleveland Public Theatre’s facilities  Foster collaborations with Oberlin College and others to expand programs

15 STRATEGY : Support Capitol Theatre Operations

TACTICS  Increase attendance by 10% annually through marketing  Hire interns to implement marketing plan  Support Friends of the Capitol Theatre in “guerilla marketing”  Increase rental income from $15,000 annually to $30,000 annually  Provide annual reports to investors  Grow operating reserve from $50,000 to $250,000  Continue to monitor performance of Capitol’s operator, Cleveland Cinemas

STRATEGY : Facilitate Public Improvements & Parking in Gordon Square Arts Dist.

TACTICS  Coordinate additional Streetscape and wayfinding improvements and public art  Complete public plaza as gateway to new Near West Theatre  Complete acquisition and development for expansion of the Gordon Square Arcade lot  Develop parking lot behind Near West Theatre on West 67th St.  Complete land acquisition and development for public parking on south side of Detroit  Begin predevelopment for multi-modal facility to create 300-car garage  Create signage and wayfinding to promote West 78th Studios as part of GSA

STRATEGY : Recruit New Retail in the Gordon Square Arts District

TACTICS  Attract 3 new retail businesses to the Gordon Square Arts District  Update recruitment/marketing packet  Obtain funding to create incentive program to attract new businesses  Negotiate leases and complete build-out for new businesses in DSCDO owned properties

STRATEGY : Manage Business Improvement District TACTICS  Ensure flawless maintenance of Streetscape and new parking lots, GSAD plaza  Manage SID safety program and administrative contract

STRATEGY : Support Lorain Avenue businesses and Antique merchants

TACTICS  Work with Lorain Avenue businesses & property owners and other key stakeholders along Lorain Avenue to revitalize district  Complete inventory of parcels and building conditions survey along Lorain Avenue  Obtain funding and support marketing initiatives for Lorain Avenue  Negotiate site control with RTA for land around Rapid Station

16 STRATEGY: Implement City Programs and Foster Partnerships

TACTICS  Manage Storefront Renovation Program: 2 projects under development, 2 projects under construction, and complete 2 projects annually  Manage 4 local landmarks district areas and attend hearings  Foster strategic partnerships between DSCDO and other organizations (e.g. Wire- Net, CNDC Retail Committee, Fairview/Lutheran Foundation, City Music)

STRATEGY : Retain, Expand, or Redevelop Manufacturing in area buildings

TACTICS  Work with Wire-net to retain and expand manufacturing businesses  Support private sector redevelopment of vacant manufacturing buildings

GOAL: Improve DSCDO Brand Awareness

STRATEGY : Coordinate DSCDO’s Communication and marketing activities

TACTICS  Coordinate 2 (two) signature events and 2 (smaller) events in the district  Support BID Marketing Committee and joint marketing initiatives by merchants  Update DSCDO website and create and maintain new event calendar  Establish social media strategy to increase number of Facebook friends and Twitter followers  Increase number of web linkages from outside businesses and organizations  Publish quarterly print newsletter and weekly e-newsletter  Create Annual Report  Seek support of local foundation community for branding and marketing consultant  Explore whether or not to change the name of the neighborhood and the organization  Create visible ways to enhance the neighborhood’s identity through signage, flags, and public art

17 GOAL: Strengthen Property Management

STRATEGY : Maintain & Increase Occupancy

TACTICS  Keep Vacancies under 7% annually  Achieve 98% collections by serving 3-day and 14-day notices and aggressive follow-up  Complete move-out inspections within 2 days  Implement Marketing Plan  Process applications with 3-5 Days DSCDO and 14 days for CHN  Achieve resident retention rate of 70%  Lease-up Sylvia and Muirville Buildings during the summer of 2012

STRATEGY : Maintain 100% Compliance with all governmental requirements

TACTICS  Submit all 50058 (Recerts & Interims) created through the FRS system  Submit request for subsidy increase and monitor payments from CMHA  Verify tenant incomes for HUD’s Electronic Income Verification, Low Income Housing Tax Credit, and CMHA subsidy programs  Complete re-certification within 120 days before due for LIHTC and Public Housing  Complete interim re-certifications before the end of each month

STRATEGY : Review and monitor all budgets on a monthly basis

TACTICS  Use Yardi software to maintain database and maintain accurate tenant information  Meet with Accounting staff and Maintenance Manager to monitor budget

STRATEGY: Complete Capital Improvements

TACTICS  Complete construction at Sylvia Building and capital improvements at Muirville Building  Complete “Uniform Federally Accessible Standards” projects at Bank Building and Gordon Square Apartments and masonry project at Bank Building  Update Capital Improvements Plan annually for entire DSCDO portfolio

STRATEGY : Employ Preventive Maintenance Schedule

TACTICS  Conduct Annual Inspections  Ensure health and safety codes are met in the buildings  Achieve HUD REAC inspection score of 80% or better

18 STRATEGY : Manage Routine Work Orders & Maintain Housekeeping Standards

TACTICS  Ensure work orders are completed within 3-5 days  Monitor inventory control system: maintain stock for routine and emergency work orders  Maintain common areas and grounds around buildings  Reduce the number of cleaning products use to eliminate redundancy  Monitor performance and improve retention of CCS and WEP workers

GOAL: Strengthen Administrative and Financial Management

STRATEGY : Coordinate Fundraising to Increase Financial Resources

TACTICS  Create an implement fundraising plan  Raise $10,000 annually by DSCDO Board Fundraising Committee  Net $50,000 from Annual Benefit  Create grant schedule and calendar  Raise $100,000 in grants  Obtain funding through awards and prizes

STRATEGY : Maintain Strong Organizational Accounting

TACTICS  Prepare Financial Statements o Close books on 15th of every month and prepare budget variance reports o Prepare monthly cash flow for DSCDO & SCFBC o Prepare annual budget o Sign-off procedure on all journal entries with documented backup o Circulate RFP for independent auditor every 3 years and complete annual audits  Complete Budgets and Reports for CDBG, HWEP, HEAP and governmental grants  Maintain schedule and submit reports for NPI and other foundation grants  Evaluate Cost Savings opportunities o Sweep accounts o Payroll service o Vendor Management o Create Accounting Procedure Manual  Explore option for help from “loaned executive” to assist with administrative, accounting, and fundraising

19 STRATEGY : Maintain Strong Property Management Accounting

TACTICS  Manage General Ledger o Verify A/R with Property Management; write-off or collect old receivables o Manage A/P and match to balance sheet  Property Budget o Prepare monthly budget variance reports and review with Property Management o Evaluate Annual Water & Sewer increases, gas and other major expenses o Schedule of Debt Maturity o Real estate Tax Abatement Schedule  Engage independent auditors

STRATEGY : Build Additional Human Resources and Personnel Infrastructure

TACTICS  Revise Personnel Policy o Engage Alpha Group as contractor o Update Vacation and Sick policies o Update Position descriptions o Gift acceptance policy  Organize Personnel files o HR folder with sections for pre-employment, new hires, and annual performance reviews o Evaluate Officer & Director insurance

STRATEGY : Continue Providing Excellent Customer Service in Reception Area

TACTICS  Ensure that there is good communication with front office staff

STRATEGY: Implement Office Supply Inventory and Equipment

TACTICS  Implement inventory control for office supplies to control costs  Monitor office equipment and use log for laptop and projector  Use password system for photocopier to track usage by programs

20 MEASURABLE ACCOMPLISHMENTS FOR CDBG FUNDING DETROIT SHOREWAY NEIGHBORHOOD

PROJECT/PROGRAM PRODUCT PRODUCTION OUTPUTS 2011-2012 Single Family Rehabs (Battery Park & 3 Housing Units Edgewater Hill) Multi-Family Rehabs (Battery Park & 18 Housing Units Edgewater Hill) Single Family Redevelopment of Vacant 8 Housing Units Substandard Housing Single Family Exterior Rehab 11 Units of Affordable Housing Model Block area-Acquire/Rehab and Sell 4 Units of Affordable Housing Vacant Housing Model Block Area-Exterior rehab of 1&2 16 Houses Family Residential Unites Paint Program- Homes Painted 18 Housing Rehab Referral – Individuals 8 homes Completed Home Repair Energy Conservation/Weatherization – Homes 20 Completed Residential New Construction 13 New Homes Storefront Renovation Program 3 Businesses Business 3 Businesses Creation/Expansion/Relocation/Renovation Technical Assistance to Businesses 20 Businesses Development/Redevelopment Commercial 1 Business Real Estate (in excess of 500k) Commercial Retail Marketing “Outcome” 4 Retail Businesses Strategy Residential Code Enforcement Monitor and Survey 115 homes Greening Projects 1 project

21 GOALS, STRATEGIES, & TACTICS Stockyard, Clark-Fulton & Brooklyn Centre Community Development Office

GOAL: Generate Additional Community Involvement in SCFB work

STRATEGY: Involve Stakeholders in Improving Neighborhood Safety

TACTICS  Increase awareness of issues and improve communication about safety issues between the police and residents and businesses o Create monthly report for each neighborhood explaining trends o Attend Community Relations meetings and create report that can be sent to the entire service area o Distribute Quarterly Cerp Report from police to all block clubs  Increase resident participation in addressing safety concerns in the community o Increase membership of safety committee from 10 to 15 members; o Create volunteer database with a minimum of 45-75 residents that are willing to participate in one or more of the safety committee objectives o Establish at least five community led initiatives that residents can participate in to address safety in the neighborhood (CB patrol, walking patrol, trainings, partner with Second Dist. CPD) o One residents to attend Citizens Police Academy o Partner with Second District Police on a minimum of four events o Partner with Community Relations on a minimum of three events  Hold business meeting with CIA area businesses during the same time as outreach for other CIA initiatives  Increase outreach to increase safety committee membership  Provide technical support for staff and Councilmen on safety issues that arise from BoZA, liquor license hearings, etc  Provide outreach for businesses, developing a comprehensive plan for businesses on safety related issues, including: o Increase Safety Audits for businesses, annually; Complete 10 per year o Follow-up to businesses in relation to safety support and outreach o Follow-up on brevities as needed

22 STRATEGY: Increase Participation and Grow Cultivate Leadership

TACTICS  Increase block club attendance  Maintain present block club membership and increase community participation (Block Clubs, clean ups, block parties, outside meetings, etc) to average 350 residents a month.  Implement monthly (March –October) door knocking events reaching over 1,900+ households, annually. o Continue to support existing block clubs and community associations (20 existing) and expand outreach efforts increase the attendance at current group meetings by (10 percent) per year  Seek and cultivate new resident leaders through training, networking and recognition o Target block club members that are not leaders in their groups to become members of area-wide committees and serve as experts on certain topics (safety, housing, etc.) o Engage 4 new residents for West Side Leadership Collaborative training o Set goals for block clubs through participants & consensus building o Host and facilitate three (service area wide) neighborhood round-up meetings for community leaders  Increase resident participation through 30 SCFBC sponsored community-building activities, including: clean-ups, neighborhood forums, safety patrols, Bike-A-Thon, block club picnics, youth programming, etc.  Additional Community Outreach o Attend community meetings throughout the service area to meet all new groups, leaders and members to build relationships  Support and expand existing services for the neighborhoods o Provide bi-monthly training opportunities and workshops for community stakeholders on a variety of topics, including: safety training, self-defense programming, grant writing, internet resources, etc. o Develop the opportunity for a minimum of two community initiatives (partnerships, projects, etc.) promoting and developing youth based community organizing o Continue to support existing “healthy living” programming in the communities, i.e. Stockyard Steppers and community gardens o Provide support and engagement for new “healthy living” initiatives  Assist community groups in applying for a minimum of 10 Neighborhood Connections and CityWorks grants in 2012  Begin research, design, planning and potential funding sources for implementation and staffing of a Network Weaver in the service area. The program would allow for the following: connecting community residents and stakeholders with social service needs, programs and resources; link residents and stakeholders with opportunities and experiences to grow their social development and link them with appropriate

23 individuals, groups and programs to increase community building, make long term connections and build relationships.  Host three service area wide Community Forums o One Forum as Annual Celebration o Invite speakers for each event o Host event in March and July o Invite information tables and community resources to attend o Create a Database and recruit at least 5-10 residents, bi-monthly, to participate in a time bank. Create marketing plan with residents to increase participation among residents. o Implement a minimum of three Neighbor Circles within the service area per year.

STRATEGY: Develop Partnerships Within the SCFBC Service Area

TACTICS  Develop a database of all social service and neighborhood institutions  Schedule one meeting per month, minimum, with community organizations, institutions, etc. including: St. Rocco’s, ArtHouse, local schools, Esperanza, Hispanic UMADOAP, Spanish American Committee, local churches, Merrick House  Identify a minimum of three opportunities to partner with community institutions in 2012  Identify a minimum of 20 additional businesses in the service area to partner and work with SCFBC on future community projects and events.  Host one annual event for the entire service area  Strengthen ongoing relationships with partnering organizations within service area, including: Tremont West Development Organization, MidWest Housing Partnership, Safe-16 and Ohio City Near West Development Corporation  Design comprehensive outreach to the Hispanic community, including: bi-lingual flyers and outreach materials, develop social capital, community organizing, outreach to community organizations and Churches.  Act as lead organization on the Clark Recreation Center initiative to support a collaborative public, private and municipal partnership to maintain current operation of the Clark Rec Center, expand programming and develop comprehensive healthy living strategies and best practices to provide ongoing services to meet the needs of the community.  Help facilitate and engage at least five new member organizations for the Clark-Fulton Community Council per year.  Provide technical assistance and support for the Brooklyn Centre Bi-Centennial for 2012, including comprehensive August 2012 event, signage, marketing and publications, planning and organization of supplemental events, etc.

STRATEGY: Develop vacant land reutilization methods, urban agriculture and greenspace programs

TACTICS  Maintain and support urban agriculture leader’s group to share resources between gardens/orchards/urban farming/market gardens  Support existing community gardens and increase community involvement in greenspace initiatives

24  Build and maintain a vacant land database and GIS map of community gardens and similar initiatives  Return two vacant parcels to community use (community gardens, greenspace, pocket parks, etc.)  Coordinate eight community cleanups and 1 large community clean up per year  Work with the Ohio and Erie Canalway to develop the Train Avenue Corridor and Brookside Valley greenway plans o Advocate, plan and support for trail connectors and Safe Routes to Schools programming and planning  Plan and implement SCFBC Garden Tour and the Garden Walk  Coordinate CCS and volunteer groups to support community greenspace initiatives o Assist in community gardens (weeding, maintenance, watering, etc., as requested by community)  Provide technical assistance and support for yard expansion program via City and County Land Bank Programs  Increase the number of Market Gardens within the service area from one to two in 2012 o Promote and provide technical assistance  Work with NEORSD to realize W. 65th Street watershed programming  Work to support and implement City of Cleveland rain barrel program and identify opportunities to expand program and services to through potential program development, funding and grants and community partnerships.

 GOAL: Improve Quality of Building and Housing through New Development & Code Enforcement

STRATEGY: Utilize Code Enforcement to Improve Building & Housing Conditions

TACTICS  Survey and monitor 400 homes per year  Obtain voluntary compliance for 33% of houses surveyed (132 houses)  Refer 20 properties per month in worst condition to B & H (240 homes)  Advocate for condemnation and demolition of a minimum of 50 properties per year  Update Vacancy survey biannually - in January and July  Attend all Housing Court and BBS cases  Comprehensive communication and outreach with Council Representative Offices to support housing related objectives  Update NST Database daily

STRATEGY: Eliminate blight through graffiti abatement & vacant lot maintenance TACTICS  Refer 175 complaints to City of Cleveland Departments per year.  Work with City Vacant Lot Maintenance, CCS, and neighborhood residents to maintain vacant lots  Abate graffiti in the public right-of-way. Encourage residents/businesses to abate graffiti on their properties; Secure funding for graffiti abatement; abate 150+ tags per year  Continue research and feasibility for vacant lot maintenance through goat research

25  Develop creative strategies to eliminate graffiti in the long-term through opportunities for partnership, programming, etc.

STRATEGY: Connect residents with services to improve their homes

TACTICS  Complete 120 houses through the Paint Program per year  Make referrals to 100 homeowners for home repair loans (including Model Block)  Use weatherization to improve energy efficiency for 20 low moderate income homes  Maintain and update the SCFBC/DSCDO Housing Brochure as needed  Promote resources and programming for historical preservation  Host housing seminar on resources/information for the community (i.e. access to CCLRC, landbank, etc.)

STRATEGY: Strengthen foreclosure prevention programming and outreach

TACTICS  Maintain partnership with West Side Housing Center o Identify possible at-risk property owners with WSHC and ESOP to provide comprehensive outreach  Maintain outreach methods to educate community of foreclosure prevention  Complete bi-monthly door knocking on foreclosure prevention

STRATEGY: Rehabilitate Single Family Homes

TACTICS  Rehabilitate at least 15 homes per year in the SCFBC service area (total of 30 by 2014) o Utilize NST system to identify vacant properties with the potential for rehab o Track vacancies, foreclosures, and sheriff sales o Develop list of 15 private sector rehabbers/investors o Make contact with bank and REO companies to obtain donations or low value purchase of vacant properties  Ongoing implementation Marvin/Daisy Model Block Initiative o Obtain commitments from 5-8 homeowners to utilize grant o Implement other components of Model Block Plan including vacant land redevelopment and community building activities . Work with Clean Cleveland to support and assist the coordination of neighborhood initiatives in Model Block area, including Tyler and Woorbridge Courts  Complete research and feasibility for owner occupied third party redevelopment program  Host realtor presentation; coordinate with BCCA, P.U.R.E, and local landlord committees.  Partner with MetroHealth to explore opportunities for employee housing within the community.  Complete research and feasibility for owner occupied third party redevelopment program

26 STRATEGY: Create comprehensive Concentrated Inspection Area (CIA) program

TACTICS  Staff partner to create comprehensive strategy on four CIA’s annually (Complete a total of 8 CIA’s).  Work with the B&H Department to achieve 33% voluntary compliance with home owners in each CIA  Comprehensive community outreach, utilizing Neighbor Circles, block clubs, door knocking, flyering, etc.  Comprehensive outreach and engagement of commercial businesses in CIA; Initiate commercial code enforcement for businesses located along SCFBC’s commercial corridors  Develop greenspace, vacant land reuse and graffiti abatement as requested within the CIA; perform outreach to increase the number of sideyard expansions in the service area  Complete mailing to CIA from SCFBC promoting services and resources  Host an Open House for each CIA for community stakeholders to meet SCFBC staff, learn about programs and become more engaged in community  Hold CIA based safety meetings for businesses within each area

GOAL: Support Commercial Development

STRATEGY: Provide technical assistance to businesses

TACTICS  Partner in the development of the West 25th Street Corridor Initiative o Continue participating in and supporting initiative in order to reach a final plan/recommendations o Implement recommendations from plan including “green and screen”, infrastructure improvements, streetscaping enhancements, etc. o Increase collaboration with MetroHealth  Assist with neighborhood infrastructure projects o Fulton Road Reconstruction o New Max Hayes o Denison Avenue resurfacing o West 25th Street bridge over I-71  Technical assistance for neighborhood development projects o Assist in predevelopment efforts (W. 25th Street, W. 65th Street) o Help prepare W 65th Street for future development o Predevelopment for Brooklyn Centre Masonic Building o St. Rocco, Family Dollar, BC YMCA, Zannonis  Collaborative redevelopment of W. 65th Street o Complete West 65th Street Corridor Connections TLCI study o Work toward demolition of Swift and Bell Tire Buildings  Address commercial safety concerns and issues

27 o Market the safety audit program administered by Director of Community Involvement  Develop relationships with WIRE-Net and CIRI o Meet with WIRE-Net representative once a quarter for updates  Market the Cleveland Storefront Renovation Program o Market SRP to 15 businesses o Have 1 completed SRP project  Establish or support business 3 business associations o Clark Avenue o Brooklyn Centre o West 25th/Clark Avenue  Develop small business loan program in partnership with the City of Cleveland o Finalize program with Clm. Cummins’ office o Market program to 20 businesses  In partnership with Housing Dept., address CIA areas commercial code issues o Survey all commercial properties in the following CIAs: Ward 14 [3,4,5,6] Ward 15 [6,8,10] o Obtain voluntary compliance on 15 properties o Work with housing staff for non-compliant properties  Develop small business loan program in partnership with the City of Cleveland o Finalize program with Clm. Cummins’ office o Market program to 20 businesses  Develop community based Economic Development Committee

STRATEGY : Connect residents with programs to assist with utility bills through to HEAP, PIPP, Water Affordability, Weatherization, and PRC programs

TACTICS  Maximize work flow productivity o Efficiently process client files and notifications in a timely manner  Familiarize community-based programs in the SCFBC neighborhood o Attend community forums and block clubs  Refer clients to community-based programs o Refer every client in the DSCDO/ SCFBC to available programs  Strategically streamline intake process o Meet twice a month to increase efficiency and quality of service  Develop inter office procedure for routine tasks o Implement program and assign tasks  Check monthly for program updates and changes with Cleveland Housing Network o Implement current policies and procedures set by CHN and ODOD

28 GOAL: Strengthen SCFBC Organizational Foundation

STRATEGY: Develop organizational planning for SCFBC

TACTICS  Perform ongoing historical research on communities within the service area  With Community Advisory Council, begin planning and implementation of new SCFBC name  Perform ongoing implementation of the community engagement plans designed by the Engagement Process in late 2010  Provide copies of plans, including: neighborhood and engagement, etc. at public spaces, including online and at local libraries  Continue implementation of W. 65th Street TLCI Study  Research opportunity to create neighborhood based plans for housing, redevelopment and land reuse strategies

STRATEGY: Develop organizational marketing initiatives for SCFBC

TACTICS  Maintain ongoing bi-monthly e-newsletter highlighting services, resources, programming, events, etc. in the service area; create formal outreach in Constant Contact  Explore options for an area wide newsletter model (research, design, plan and implement)  Develop a website or link on the DSCDO website for the SCFBC office  Work on creating an organizational brochure for the office highlighting staff responsibilities, programs and services.  Cross-market with partnering organizations, including: block clubs, BCCA, Stockyard Steppers, community gardens, etc. o Assist Brooklyn Centre Community Association on marketing objectives, including support on community programming, as needed. o Stockyard community would like to possibly re-visit Stockyard Stampede (engagement planning)  Support the Stockyard, Clark–Fulton and Brooklyn Centre neighborhoods in developing, strengthening and preserving neighborhood identity  Utilize community publications for outreach, including: Ward Newsletters, Plain Press, etc.  Develop an SCFBC FUNdraising Committee

29 STOCKYARD, CLARK-FULTON BROOKLYN CENTRE OFFICE MEASURABLE ACCOMPLISHMENTS

PROJECT/PROGRAM PRODUCTION OUTPUTS 2012-2014 (ANNUALLY) Home Repair Loans: 200 homes Referrals and Model Block Improvements (Anticipated) Single Family Redevelopment of Vacant 30 homes redeveloped Substandard Housing Paint Program: Homes Painted 240 (Entire DSCDO/SCFBC Service Area) Energy Conservation/Weatherization: 40 Homes Completed Graffiti Removal: 300+ tags abated Structures Cleaned or Referred to City of Cleveland Code Enforcement: 400 (800 in 2 years) Survey and monitor 400 homes per year Code Enforcement: 175 properties (300 in 2 years) Refer homes to Health and Other City Depts. Foreclosure Prevention: 100 Homes Resources Provided to Home Owners Community Organizing:  Average 350 residents engaged a month Community Associations, Block Clubs, Issue  Develop 4 New Groups Campaigns  1 Issue Campaign Community Building Events: 30 SCFBC sponsored community-building Festivals, Block Parties, Clean-ups activities Safety Programming: 20 Events Safety Committee, Community Relations Mtgs. & Events, Safety Walks Youth Development:  2 Initiatives Programs and Participants (ROCK & Lincoln West)  30 Core Participants Greenspace Initiatives: Return two vacant parcels to community use  2 Projects Greening Projects (community gardens – existing)  20 Projects Technical Assistance  100 General Assistance  4 Creation/Expansion/Relocation/Retention  Completion of Ward 14 Mini-Grant Marketing Assistance  Annual Bike-A-thon  Safety groups based on CIA’s  Brooklyn Centre Bi-Centennial Storefront Renovation Program  15 referrals to SRP  1 completed project

30 EXHIBIT A-1

DEMOGRAPHIC PROFILE DETROIT SHOREWAY NEIGHBORHOOD

The Detroit Shoreway service area includes Census Tracts 1012, 1018, 1019, 1025, 1031 and 1034 and is defined by Lake Erie to the north, W. 45th to the east, I-90 to the south and W. 85th to the west. The community is home to a population of 14,325 residents. Key demographic indicators are:

Racial/ethnic diversity: The neighborhood has a diverse ethnic population consisting of 56% Caucasian, 26% African American, 25% Hispanic, .64% American Indian, 1% Asian and 16% other nationalities. Age: The neighborhood has a young population with 26% of residents under the age of 18, while 10% are over the age 65. Household composition Families with single female head of households composes 54% of households. Income: The neighborhood would be described as a low-moderate income community with 36% of the population below the poverty level and 12% unemployed. The median household income of the community is $27,434. Education: 47% hold at least a high school degree.

Population Characteristics 1990 Census 2000 Census % 2010 Census % Change Change Total Population 18,585 17,382 -6.47% 14,325 -17.59% Population Density 8,669.85 8,108.87 -6.47% 6,682.75 -17.59% Total Male Population 9,105 8,517 -6.46% 7,076 -16.92% Total Female Population 9,480 8,865 -6.49% 7,249 -18.23%

Race Characteristics 1990 1990% 2000 2000% % 2010 2010% % Census Census Change Census Change White 14,285 76.86% 11,673 67.16% -18.30% 8,034 56.08% -31.17% Black 1,320 7.10% 3,217 18.51% 140.00% 3,711 25.91% 15.36% American 146 0.79% 150 0.86% 2.00% -39.33% Indian 91 0.64% Asian/Pacific 587 3.16% 231 1.33% -60.60% 158 1.10% -31.60% Islander Hispanic 3,299 17.75% 4,175 24.02% 26.60% 3,598 25.12% -13.82% Other 2,247 12.09% 2,111 12.14% -6.00% 2,331 16.27% 10.42%

31 Age Characteristics 1990 1990% 2000 2000% % 2010 2010% % Census Census Change Census Change 0-4 yrs 1,838 9.89% 1,567 9.02% -14.70% 1,150 8.03% -26.61% 5-17 yrs 3,946 21.23% 3,793 21.82% -3.90% 2,550 17.80% -32.77% 18-34 yrs 5,379 28.94% 4,476 25.75% -16.80% 3,746 26.15% -16.31% 35-59 yrs 4,708 25.33% 5,250 30.20% 11.50% 4,834 33.75% -7.92% 60-64 yrs 747 4.02% 541 3.11% -27.60% 634 4.43% 17.19% 65+ yrs 1,967 10.58% 1,755 10.10% -10.80% 1,411 9.85% -19.60%

Income Characteristics* 1990 2000 2000% % 2010 2010% % Census Census Change Census Change Total Households 7,175 6,755 100% -5.90% 5,917 100% -12.41% $0 - $14,999 3,964 2,540 37.60% -35.90% 1,996 33.73% -21.42% $15,000 - $24,999 1,325 1,238 18.30% -6.60% 930 15.72% -24.88% $25,000 - $34,999 921 1,054 15.60% 14.40% 856 14.47% -18.79% $35,000 - $49,999 606 773 11.40% 27.60% 910 15.38% 17.72% $50,000 - $74,999 299 686 10.20% 129.40% 494 8.35% -27.99% $75000 - $99,999 40 280 4.10% 600.00% 254 4.29% -9.29% $100,000 - $149,999 20 115 1.70% 475.00% 250 4.23% 117.39% $150,000+ 0 69 1.00% 6900.00% 107 1.81% 55.07% Median Household $ 12,676 21,138 100% 66.80% 27,148 100% 28.43% Poverty Rate 38.7% 5,840 33.6% -5.1% 5,308 37.06% 3.46% Percent of families 49.6% 1,632 43.3% -6.3% ------with children with incomes below the poverty level

Employment & Transportation Characteristics* 1990 1990 2000 2000 % 2010 2010 % Census % Census % Change Census % Change Persons 5,816 83.47% 6,085 87.63% 4.60% 5,105 82.47% -16.11% Employed Unemployment 1,152 16.53% 859 12.37% -25.40% 1,796 17.53% 109.08% Rate Drove to Work 4,222 74.24% 4,680 80.27% 10.80% 4,144 82.65% -11.45% Public 818 14.38% 641 10.99% -21.60% 615 12.27% -4.06% Transportation Other Means 85 1.49% 98 1.68% 15.30% 57 1.14% -41.84% Walked to 478 8.40% 313 5.37% -34.50% 141 2.81% -54.95% Work Worked from 84 1.48% 98 1.68% 16.70% 57 1.14% -41.84% Home No Vehicle 2,652 37.40% 2,002 29.64% -24.50% 539 10.75% -73.08% Owned 1+ Vehicles 4,439 62.60% 4,752 70.36% 7.10% 4,475 89.25% -5.83%

32 Family Structure Characteristics* 1990 1990 2000 2000 % 2010 2010 % Census % Census % Change Census % Change Never Married 4,455 32.28% 4,879 38.12% 9.50% 4,758 45.71% -2.48% Married 5,249 38.04% 4,672 36.50% -11.00% 2,954 28.38% -36.77% Separated 678 4.91% 459 3.59% -32.30% 423 4.06% -7.84% Widowed 1,471 10.66% 992 7.75% -32.60% 579 5.56% -41.63% Divorced 1,946 14.10% 1,797 14.04% -7.70% 1,697 16.30% -5.56%

Educational Attainment Characteristics* 1990 1990 2000 2000 % 2010 2010 % Census % Census % Change Census % Change Grade K – 8 1,978 18.32% 1,304 12.46% -34.10% 813 9.31% -37.65% Grade 9 – 12 3,826 35.44% 3,256 31.12% -14.90% 1,795 20.55% -44.87% High 2,731 25.30% 2,674 25.56% -2.10% 2,657 30.42% -0.64% School Graduate College, 1,242 11.51% 1,628 15.56% 31.10% 1,726 19.76% 6.02% No Degree Associate’s 378 3.50% 361 3.45% -4.50% 381 4.36% 5.54% Degree Bachelor’s 406 3.76% 737 7.04% 81.50% 658 7.53% -10.72% Degree Graduate 234 2.17% 503 4.81% 115.00% 703 8.05% 39.76% Degree

(Sources: NEOCANDO 2010 Census Data, http://neocando.case.edu, American Fact Finder 2010 Census Projection, http://factfinder.census.gov)

*Denotes 2010 data is from 2005-2009 population estimates.

33 EXHIBIT A-2

DEMOGRAPHIC PROFILE Stockyard, Clark-Fulton & Brooklyn Centre Neighborhoods

The SCFBC service area is bounded by Interstate 90 and Train Avenue to the north and the Brookside Valley to the south between West 25th Street to West 82nd Street. The community is home to a population of 26,704 residents. Key demographic indicators are:

Racial/ethnic diversity: The neighborhoods have a diverse ethnic population consisting of 39.7% Caucasian, 14.8% African American, 27.4% Hispanic, .5% American Indian, .4% Asian and 17.3% other nationalities. Age: The neighborhood has a young population with 31.39% of residents under the age of 18, while 8% are over the age 65. Household composition: Families with single female headed households compose 61% of households. Income: The neighborhoods would be described a as a low-moderate income community with 37% of the population below the poverty level and 12% unemployed. The average median household income of the community is $24,420. Education: 71% hold at least a high school degree.

Population Characteristics 1990 Census 2000 Census % 2010 Census % Change Change Total Population 31,867 31,159 -2.22% 26,704 -14.30% Population Density 9,084 8,882 -2.22% 7,612 -14.30% Total Male Population 15,524 15,382 -0.91% 13,098 -14.85% Total Female Population 16,298 17,726 8.76% 13,492 -23.89%

Race Characteristics 1990 1990% 2000 2000% % 2010 2010% % Census Census Change Census Change White 26,317 69.55% 21,613 52.45% -17.87% 14,562 39.63% -32.62% Black 1,224 3.23% 3,592 8.72% 193.46% 5,431 14.78% 51.20% American 0.41% 0.62% 156 256 64.10% 179 -30.08% Indian 0.49% Asian/Pacific 1.38% 0.80% 521 328 -37.04% 201 -38.72% Islander 0.55% Hispanic 5,972 15.78% 10,045 24.38% 68.20% 10,044 27.33% -0.01% Other 3,649 9.64% 5,370 13.03% 47.16% 6,331 17.23% 18.0%

34 Age Characteristics 1990 1990% 2000 2000% % 2010 2010% % Census Census Change Census Change 0-4 yrs 3,201 9.98 2,912 9.34 -9.03% 2,313 8.68 -20.57% 5-17 yrs 6,660 20.8 7,422 24.06 11.44% 5,447 22.71 -26.61% 18-34 yrs 9,631 30.26 7,926 25.53 -17.70% 5,733 27.62 -27.67% 35-59 yrs 7,999 25.22 10,362 29.27 29.54% 8,643 32.28 -16.59% 60-64 yrs 1,154 3.63 1,068 3.27 -7.45% 1,076 4.01 0.75% 65+ yrs 3,222 10.12 2,475 7.99 -23.18% 2,192 8.27 -11.43%

Income Characteristics 1990 2000 2000% % Change 2010 2010% % Change Census Census Census Total Households 11,585 11,045 100% -4.66% 10,493 100% -5.00% $0 - $14,999 4,988 3,364 30.46% -32.56% 3,438 32.76% 2.20% $15,000 - $24,999 2,383 2,291 20.74% -3.86% 2,184 20.81% -4.67% $25,000 - $34,999 1,892 1,735 15.71% -8.30% 1,324 12.62% -23.69% $35,000 - $49,999 1,300 1,616 14.63% 24.31% 1,160 11.05% -28.22% $50,000 - $74,999 742 1,315 11.91% 77.23% 1,469 14% 11.71% $75,000 - $99,999 114 449 4.07% 293.86% 606 5.77% 34.97% $100,000 - $149,999 23 154 1.39% 569.57% 231 2.20% 50.0% $150,000+ 0 52 0.47% - 31 0.30% -40.38% 100% Median Household $ $17,644.33 $24,100.33 36.59% $24,420 1.33% 100% Poverty Rate 30.37% 25.20% 25.20% -5.17% 37.18% 37.18% 11.98% Percent of families with children with 23.05% - 22.62% -0.43% - 8.49% incomes below the 31.11% poverty level

Employment & Transportation Characteristics* 1990 1990% 2000 2000% % 2010 2010% % Census Census Change Census Change Persons Employed 11,083 86% 10,857 88% -1.61% 9,498 80% -8.1% Persons 1,778 14% 1,511 12% -1.61% 2,419 20% 8.1% Unemployed Drove to Work 9,011 83.27% 8,523 80.85% -5.42% 7,398 78.95% -13.20% Public 1,151 10.36% 1,242 11.78% 7.91% 1,229 13.12% -1.05% Transportation Other Means 102 0.94% 154 1.46% 50.98% 132 1.41% -14.29% Walked to Work 458 4.23% 469 4.46% 2.40% 339 3.62% -27.72% Worked from 100 0.92% 154 1.46% 54.0% 272 2.90% 76.62% Home No Vehicle Owned 2,972 25.65% 2,670 24.17% -1.48% 2,717 25.87% 1.70% 1+ Vehicles 8,619 74.40% 8,364 75.73% 1.33% 7,778 74.13% -1.60% Owned

35 Family Structure Characteristics* 1990 1990% 2000 2000% % 2010 2010% % Census Census Change Census Change Never Married 7,337 27.7% 8,423 37.8% 14.8% 8,429 40.1% 0% Married 10,231 38.7% 8,431 37.8% -17.26% 7,915 37.7% -6.12% Separated 835 3.2% 703 3.2% -15.91% 890 4.2% 26.6% Widowed 4,989 18.9% 1,542 6.9% -69.1% 995 4.7% -35.5% Divorced 3,066 11.6% 3,202 14.4% 4.4% 2,777 13.2% -13.3%

Educational Attainment Characteristics* 1990 1990% 2000 2000 % 2010 2010 % Census Census % Change Census % Change Grade K – 8 2,732 15.2% 2,240 12.8% -2.33% 4,181 22.3% 9.41% Grade 9 – 12 5,864 32.6% 5,423 31.1% -1.47% 2,080 11.1% -20.01% High 6,099 33.9% 5,505 31.6% -2.31% 7,067 37.6% 6.06% School Graduate College, 2,027 11.3% 2,620 15.0% 3.76% 3,513 18.7% 3.68% No Degree Associate’s 542 3.0% 638 3.7% 0.65% 828 4.4% 0.75% Degree Bachelor’s 522 2.9% 724 4.2% 1.25% 703 3.7% -0.41% Degree Graduate Degree 229 1.3% 299 1.7% 0.44% 417 2.2% 0.51%

(Sources: NEOCANDO 2010 Census Data, http://neocando.case.edu, American Fact Finder 2010 Census Projection, http://factfinder.census.gov)

*Denotes 2010 data is from 2005-2009 population estimates.

EXHIBIT B-1

DETROIT SHOREWAY NEIGHBORHOOD EXISTING HOUSING & BUILDING CONDITIONS

36 Number of Housing Units: 6,552 housing units. Housing Type: 69% are one- and two-family houses. Foreclosures: Detroit Shoreway has been hard hit by the foreclosure crisis with 22% of all one- and two-family homes going through foreclosure since 2005. Demolition: As a result of the foreclosure crisis, 6% of all houses have been demolished Vacant Housing: 20% of houses are currently vacant. Home Ownership: The home ownership rate is low – only 25%. Age of Housing Stock: 72% of all houses built before 1940. Median Home value: The median home value of $39,500 has increased significantly since 1990 but has declined due to the foreclosure crisis and is still low compared to other communities.

Housing Units 2000 Count 2000 2010 Count 2010 Percentage Percentage Percentage Change Total Housing units 7,772 100.00% 7,447 100.00% -4.18% Occupied Housing units 6,715 86.40% 5,917 79.45% -11.88% Vacant Housing Units 1,057 13.60% 1,530 20.55% 44.75% Owner Occupied 2,278 33.90% 1,896 32.04% -16.77% Renter Occupied 4,437 66.10% 4,021 67.96% -9.38%

Unit Structure* 2000 Count 2000 2010 Count 2010 Percentage Percentage Percentage Change 1 – Detached unit 2,455 31.36% 1,985 34.26% -19.14% 1 – Attached Unit 622 7.94% 355 6.12% -42.93% 2 Units 2,303 29.42% 1,637 28.26% -28.92% 3-4 Units 990 12.65% 603 10.41% -39.09% 5-9 Units 477 6.09% 276 4.76% -42.14% 10+ Units 982 12.54% 942 16.25% -4.07% Mobile Home or Trailer 0 0.00% 0 0.00% 0.00%

Year Structure Built* 2000 Count 2000 2010 Count 2010 Percentage Percentage Percentage Change Built 1939 or Earlier 5,348 68.31% 4,218 72.80% -21.13% Built 1940-1959 1,412 18.04% 431 7.43% -69.48% Built 1960-1979 676 8.63% 488 8.42% -27.81% Built 1980-1989 148 1.89% 222 3.83% 50.00% Built 1990-1999 199 2.54% 131 2.27% -34.17% Built 2000 or Later 46 0.59% 304 5.24% 560.87%

Median Home Values and Sales Prices 1990 2000 2006 2009 Home Value $16,400 $31,000 $44,100 $39,500 Sales Price $17,500 $39,250 $50,000 $17,000

37 Foreclosures in Detroit Shoreway from 2001 – July 31, 2011 (one- and two- family houses)

Year # of Foreclosures 2001 0 2002 3 2003 3 2004 9 2005 50 2006 102 2007 132 2008 96 2009 113 2010 76 2011 80 * (* as of 7/31/11)

TOTAL: 664

Foreclosures & Demolitions (as of July 31, 2011) (one- and two- family houses) Count Percent Foreclosures 664 22% Demolitions 177 6%

(Sources: NEOCANDO 2010 Census Data, http://neocando.case.edu, American Fact Finder 2010 Census Projection, http://factfinder.census.gov/) * Denotes 2010 data is from 2005-2009 population estimate

38 EXHIBIT B-2

STOCKYARD, CLARK-FULTON, & BROOKLYN CENTRE NEIGHBORHOODS EXISTING HOUSING & BUILDING CONDITIONS

Number of Housing Units: 12,347 housing units. Housing Type: 83% are one- and two-family houses. Foreclosures: Detroit Shoreway has been hard hit by the foreclosure crisis with 24% of all one- and two-family homes going through foreclosure since 2005. Demolition: 2% of all houses have been demolished – lower than what is needed due to City failure to fairly allocate demolition funding Vacant Housing: 20% of houses are currently vacant. Home Ownership: The home ownership rate is fairly high – 41%. Age of Housing Stock: 73% of all houses were built before 1940. Median Home value: The median home value of $45,950 has increased significantly since 1990 but has declined recently due to the foreclosure crisis.

Housing Units 2000 Count 2000 2010 Count 2010 Percentage Percentage Percentage Change Total Housing units 12,347 100.00% 11,877 100.00% -3.8% Occupied Housing units 11,045 89.45% 9,520 80.15% -13.8% Vacant Housing Units 1,302 10.55% 2,357 19.85% 81% Owner Occupied 5,381 48.72% 3,902 40.99% -27.5% Renter Occupied 6,966 51.28% 5,618 59.01% -19.38%

Unit Structure* 2000 Count 2000 2010 Count 2010 Percentage Percentage Percentage Change 1 – Detached unit 5,631 45.6% 4,621 43.9% -17.9% 1 – Attached Unit 740 6% 538 4.5% -27.3% 2 Units 3,882 31.4% 3,755 34.6% -28.5% 3-4 Units 1,070 8.7% 883 9.4% -17.5% 5-9 Units 211 1.7% 193 1.6% -8.53% 10+ Units 603 4.9% 488 4.3% -19.1% Mobile Home or Trailer 208 1.7% 199 1.7% -.07%

Year Structure Built* 2000 Count 2000 2010 Count 2010 Percentage Percentage Percentage Change Built 1939 or Earlier 8,966 72.6% 7,876 75.7% -12.2% Built 1940-1959 2,210 17.9% 1,555 14.9% -29.6% Built 1960-1979 823 6.7% 593 5.7% -27.9% Built 1980-1989 193 1.6% 233 2.2% 20.7% Built 1990-1999 128 1% 105 1.0% -17.9% Built 2000 or Later 25 0.2% 46 .4% 84%

39 Median Home Values and Sales Prices 1990 2000 2006 2009 Home Value $24,200 $38,500 $51,600 $45,950 Sales Price $27,407 $45,750 $46,667 $15,000

Foreclosures in Detroit Shoreway from 2001 – July 31, 2011 (one- and two- family houses)

Year # of Foreclosures 2001 6 2002 6 2003 19 2004 36 2005 103 2006 281 2007 314 2008 343 2009 340 2010 228 2011 138 * (* as of 7/31/11)

TOTAL: 664

Foreclosures & Demolitions (as of July 31, 2011) (one- and two- family houses) Count Percent Foreclosures 1,814 24.22% Demolitions 147 1.96%

(Sources: NEOCANDO 2010 Census Data, http://neocando.case.edu, American Fact Finder 2010 Census Projection, http://factfinder.census.gov/) * Denotes 2010 data is from 2005-2009 population estimate