Columbus Near East Side BLUEPRINT for COMMUNITY INVESTMENT Acknowledgements the PARTNERS ADVISORY COMMITTEE the PACT TEAM President E

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Columbus Near East Side BLUEPRINT FOR COMMUNITY INVESTMENT Acknowledgements THE PARTNERS ADVISORY COMMITTEE THE PACT TEAM President E. Gordon Gee, The Ohio State University Tim Anderson, Resident, In My Backyard Health and Wellness Program Trudy Bartley, Interim Executive Director Mayor Michael B. Coleman, City of Columbus Lela Boykin, Woodland Park Civic Association Autumn Williams, Program Director Charles Hillman, President & CEO, Columbus Metropolitan Housing Authority Bryan Brown, Columbus Metropolitan Housing Authority (CMHA) Penney Letrud, Administration & Communications Assistant (CMHA) Willis Brown, Bronzeville Neighborhood Association Dr. Steven Gabbe, The Ohio State University Wexner Medical Center Reverend Cynthia Burse, Bethany Presbyterian Church THE PLANNING TEAM Goody Clancy Barbara Cunningham, Poindexter Village Resident Council OVERSIGHT COMMITTEE ACP Visioning + Planning Al Edmondson, Business Owner, Mt. Vernon Avenue District Improvement Fred Ransier, Chair, PACT Association Community Research Partners Trudy Bartley, Interim Executive Director, PACT Jerry Friedman, The Ohio State University Wexner Medical Center Skilken Solutions Jerry Friedman, Associate Vice President, Health Services, Ohio State Wexner Columbus Policy Works Medical Center Shannon Hardin, City of Columbus Radio One Tony Brown Consulting Elizabeth Seely, Executive Director, University Hospital East Eddie Harrell, Columbus Urban League Troy Enterprises Boyce Safford, Former Director of Development, City of Columbus Stephanie Hightower, Neighborhood House W-ZHA Shannon Hardin, Community Affairs Coordinator, City of Columbus Allen Huff, United Way of Central Ohio Zimmerman Volk Associates Bryan Brown, Vice President of Business Development, Columbus Metropolitan Janet Jackson, Housing Authority (CMHA) Erik Janas, Franklin County Pastor Henry Johnson, Union Grove Baptist Church Dominique Jones, United Way of Central Ohio Kim Jordan, Eldon & Elsie Ward Family YMCA Trudy Bartley, PACT Charity Martin-Via, Resident, Business Owner, Long Street Businessmen’s Association Patricia Mullins, Isabelle Ridgway Care Center H. Ike Okafor-Newsum, Chair, Dept of African-American Studies at The Ohio State University Carole Olshavsky, Columbus City Schools Fred Ransier, Resident, PACT Chair Annie J. Ross-Womack, Resident, Long Street Businessmen’s Association Boyce Safford, City of Columbus Elizabeth Seely, University Hospital East Priscilla Tyson, Columbus City Council

B PACT SUBCOMMITTEE MEMBERS Jobs & Economic Impact Subcommittee Kathy Pinkston, Resident, Saunders Park Civic Association Natalie Grayson, Mount Calvary Holy Church, Ohio Department of Education David Booker, Central Ohio Workforce Investment Corporation (COWIC) Jason Reece, Kirwan Institute Ellen Grevey, Franklin Park Conservatory Suzanne Coleman-Tolbert, Central Ohio Workforce Investment Corporation Marty Richards, Franklin Park Conservatory Allen Huff, Neighborhood House (COWIC) Angela Stanley, Kirwan Institute Monique Jacquet, East High School Charity Martin-Via, Resident, Business Owner, Long Street Businessmen’s Hailey Stroup, United Way of Central Ohio Dee James, Mansion Day School Association Belinda Taylor, Central Ohio Transit Authority (COTA) Darrell Johnson, Education Advocate Kim Banks, Resident, Tradesman Hal Thomas, Resident, Woodland Park Terri LeMaile-Williams, Action for Children Willis Brown, Bronzeville Neighborhood Association Carla Wilks, Ohio State African American & African Studies Extension Center, Carol McGuire, Jazz Arts Group Randy Burley, Community Advocate Bethany Presbyterian Church Steve Miller, St. Charles Preparatory School Sheila Fair, The Ohio State University Wexner Medical Center Azuka MuMin, Center of Science and Industry (COSI) Samuel Gresham, Ohio State African American & African Studies Extension Health & Wellness Subcommittee Center Melanie Paris-Arum, The Ohio State Unversity Wexner Medical Center Sheryle Powell, Education Advocate Erik Janas, Franklin County Kim Jordan, Eldon & Elsie Ward Family YMCA Gloria Redding, Education Advocate Matt Kosanovich, United Way of Central Ohio Janie Bailey, Columbus Area, Inc. Adero Robinson, Columbus Urban League Stefanie Meredith, Meredith Temple Barbara Brandt, The Ohio State University, Barbara Brandt, Inc. Darryl Sanders, Columbus City Schools Sara Neikirk, Resident, First English Lutheran Church Joyce Calamese, Health Advocate Barbara Smith-Allen, Columbus State Community College Fred Points, Jewish Family Services, Eldon & Elsie Ward Family YMCA David Ciccone, United Way of Central Ohio Christine Taylor, Columbus Metropolitan Libraries Annie J. Ross-Womack, Resident, Long Street Businessmen’s Association Wanda Dillard, The Ohio State University Wexner Medical Center Catherine Willis, Education Advocate Dana Dorsey, Resident, East High School Graduate Baba Shongo Obadina, Resident, Art Gallery Owner Housing Subcommittee The Ohio State University Wexner Medical Center Dale Snyder, Bethel African Methodist Episcopal Church Jerry Friedman, Lela Boykin, Woodland Park Neighborhood Association Health Advocate Wendy Taylor, Pro-Team Solutions Sylvia Gaddis, Abigail Mack, Resident, Homeport Brookes Hammock, Kirwan Institute Vivian Turner, Columbus Urban League Bryan Brown, Columbus Metropolitan Housing Authority (CMHA) The Ohio State University Wexner Medical Center Ann Walker, Franklin Park Civic Association Cara Harris, Reverend Cynthia Burse, Bethany Presbyterian Church The Ohio State University Wexner Medical Center Pastor Bob Ward, First English Lutheran Church Dorian Harriston, Kim Carter, Housing and Community Development Advocate Medical Student Leonard Watson, Building Trades Institute Kevin Hollis, Barbara Cunningham, Poindexter Village Resident Council The Ohio State University Wexner Medical Center Erica Wicks, Community Development Collaborative of Greater Columbus Mary Howard, Pastor Victor Davis, Trinity Baptist Church Isabelle Ridgway Care Center Qiana Williams, Human Services Chamber Patricia Mullins, Bernita Gatewood, East Columbus Development Company Natacha Otey, Seeds of Significance Dorian Wingard, Columbus Urban League Pastor Henry Johnson, Union Grove Baptist Church Dr. Michele Shipp, Resident, Health Advocate Safe, Vibrant & Accessible Neighborhoods Subcommittee Bishop Christie McGee, Property Owner, Way of Holiness Church John Tolbert, Columbus Health Department Al Edmondson, Mt. Vernon Avenue District Improvement Association Frank McGee, Property Owner, Way of Holiness Church Wendy West, Ohio Sickle Cell Association Curtiss Williams, Franklin County Derrick Owens, Resident Dr. Mark White, Gateway Health and Wellness Center Lou Flocken, The Ohio State University Wexner Medical Center Anthony Penn, Community Housing Network Pastor Michael Grayson, Mount Calvary Holy Church Education Subcommittee Adero Robinson, United Way of Central Ohio Shannon Hardin, City of Columbus Keisha Hunley-Jenkins, KidsOhio.org Christy Rogers, Kirwan Institute Jason Jackson, Columbus Division of Police Janet Jackson, United Way of Central Ohio Theresa Saelim, United Way of Central Ohio Phillip Patrick, Seeds of Significance Mark Real, KidsOhio.org Linda Stallworth, Housing Advocate Leontien Kennedy, Resident Suzan Bradford, Lincoln Theater Shawn Straughter, Al-Jizru Group Carole Olshavsky, Columbus City Schools Dana Dorsey, Resident, East High School Graduate Todd Tuney, Property Owner Sarah Ozminski, Landscape Architecture Alumni Kim Fulton, Education Advocate Al Waddell, Resident, Coldwell Banker Diane Gordon, The Ohio State University Wexner Medical Center Lydia Wiggins, Resident

C D Contents 1 | Executive Summary...... 1 2 | Introduction...... 9 3 | The Near East Side Today: A Neighborhood Profile...... 13 4 | Market Conditions...... 31 5 | A Community-Driven Process...... 37 6 | Vision and Principles...... 43 7 | Transformation Plan Strategies...... 51 People Strategies...... 53 Physical Development...... 82 Neighborhood Strategies...... 100 8 | Transformative Change: Implementation Matrix...... 109

Executive Summary Two years ago, The Ohio State University, City of Columbus and the Columbus Metropolitan Housing Authority (CMHA) embarked on a transformational community development initiative for a large part of the City’s Near East Side. In an area of over 800 acres—which is roughly equivalent to that of Downtown Columbus—these three organizations promised to develop a revitalization plan that was based on the community’s collective vision with achievable strategies and clearly identified implementation actions. Together, they formed the planning organization Partners Achieving Community Transformation, or PACT.

1 2 EXECUTIVE SUMMARY

The Transformation of the guided the planning process: • Provide education, job-training, employment, Near East Side • Promote a healthy community, full of cultural and recreation opportunities for the commu- PACT’s mission has been focused on enhancing and economic diversity; nity; and the quality of life in the Near East Side, with a • Serve as a catalyst for additional community • Be inclusive of all community stakeholders in particular emphasis on improving the health and redevelopment efforts; redevelopment decisions. wellness of all residents. To that end, a series of • Encourage commercial and retail develop- project goals emerged early in the effort that have ment;

PACT, together with its partners and hundreds of community members, has made a commitment to revitalize one of the city’s most historic neighborhoods—the Near East Side. Home to: • Lincoln Theatre; • Ward YMCA; • King Arts Complex; • MLK Library; • University Hospital • Columbus Foundation; East; • faith-based institutions; • CarePoint East; • numerous civic and • East High School; cultural organizations; • Columbus Urban and League; • over 7,000 residents • Franklin Park;

3 EXECUTIVE SUMMARY

The PACT geography is a portion of what is known as the Near East Side of Columbus. Nestled between downtown and Bexley. The boundaries of our planning area are Woodland Avenue to the east; Broad Street to the south; I-71 to the west; I-670 to the north.

4 EXECUTIVE SUMMARY

Community Engagement. PACT has engaged the community for over two years and has held dozens of public meetings, open houses, community conversations, and other events. Five subcommittees were formed that included in total approximately 100 members and covered the following five core plan elements: Jobs and Economic Impact; Safe, Vibrant, and Accessible Neighborhoods; Health and Wellness; Education; and Housing. These subcommittees, who met monthly, developed detailed reports that guided the planning team’s final plan recommendations. Over thirty stakeholder engagement meetings that included more than a hundred participants, were conducted by the planning team. Together, PACT and the planning team engaged the residents on a near- monthly basis and worked hard to ensure a collaborative and transparent planning process.

A Community-Built Vision Vision. The Near East Side will prosper as a revitalized and diverse mixed-income neighborhood that builds on its important history and current residents while welcoming new and returning neighbors. The many existing assets will be strengthened and future opportunities will be swiftly realized. Quality housing for all; healthy, educated and employed residents;

5 EXECUTIVE SUMMARY

vibrant streets and beautiful green spaces; thriv- 3. The neighborhood is safe and perceived as 7. Educational standards are high and the ing retail; and above all a safe environment will safe schools meet the needs of existing residents be the defining hallmarks of our neighborhood. 4. Historic preservation is embraced and pro- and attract new ones moted. 8. Residents and businesses take pride—owner- Project Principles 5. Health and wellness are emphasized ship and responsibility—in maintaining their 1. The neighborhood is diverse (socially, cultur- 6. The neighborhood becomes a destination properties ally, economically) but anchored by the strong for jazz, arts, and entertainment, especially 9. The neighborhood is physically connected African-American heritage around the Lincoln Theatre and King Arts to downtown and the surrounding neighbor- 2. Quality housing is available to people, regard- Complex hoods (via streets, corridors, sidewalks) less of income 10. New businesses, especially the small independently owned, thrive and offer employment opportunities for residents

Focused on Implementation Ohio State has committed to a $10 million, 10-year investment in the transformation of the Near East Side. Specifically, catalytic residential, educational, and commercial initiatives have been identified along Taylor Avenue.CMHA has committed to redevelop Poindexter Village into a mixed-income, mixed-use community with or without the assistance of a $30 million Choice Neighborhood Implementation Grant. The City has committed to continue their investment in the streets, commercial corridors, and necessary infrastructure to support the proposed development initiatives. The Blueprint lays out strategies that address quality of life as well as physical development initiatives.

6 EXECUTIVE SUMMARY

PACT Blueprint for Community Investment

Multifamily buildings Town houses Institutional Retail Education Grocery Preserved Poindexter Village building Infill housing Existing structure

Mt. Vernon East Mt. Vernon Business District

Taylor Avenue

Poindexter Village

Infill housing

Long Street

Infill housing

The potential exists to increase households by 20% create up to 75,000 square feet of new commercial development in ten years.

7 EXECUTIVE SUMMARY

In total, the plan calls for a total community In the spring of 2013, PACT has been restruc- investment opportunity of up to $165 million over tured as a non-profit corporation (Ohio 501(c) 10 years. (3)) governed by a board of directors consisting of representatives from: TABLE 1.1: PACT Community Investment Potential • The Ohio State University Wexner Medical TOTAL INVESTMENT Center TAYLOR AVENUE $24 million • Columbus Metropolitan Housing Authority SIGNATURE GROCERY STORE $5–$7 million • The City of Columbus POINDEXTER VILLAGE $56–$81 million Inclusive of opportunity to apply for a HUD • Community representatives Choice Neighborhoods Implementation Grant up to $30 million MT. VERNON EAST $19 million As PACT continues to implement, it will be seek- MT. VERNON BUSINESS DISTRICT $15.1 million ing additional partners who may also become LONG STREET $15–$22 million representatives on the PACT board. Among TOTAL COMMUNITY INVESTMENT POTENTIAL $165 MILLION the functions of the new governance will be to achieve these new partnerships and help to successfully transition PACT from a planning body A New PACT Organization to a convening body soley focused on imple- Working hand-in-glove with government, busi- mentation.. With this new organization, PACT will ness, and community members, PACT thrived have the ability to engage developer partners during two years of strategic planning. With the to create new housing and commercial spaces; publication of this report, PACT has reached a collaborate with organizations to provide new critical milestone—the organization now has a education, workforce development, and health blueprint for how it can most effectively impact and wellness programs; and in general support the Near East Side neighborhood. revitalization efforts across the Near East Side.

8 Introduction The Launch was held to celebrate the beginning of the neighborhood planning process and the partnership formation between the City of Columbus, The Ohio State University, and the Columbus Metropolitan Housing Authority. This partnership was named Partners Achieving Community Transformation, or PACT. It’s purpose: to plan for and invest in the Near East Side Neighborhood.

NEAR EAST SIDE MASTER PLAN | 9 Community residents signing the PACT poster at the January, 2012 public inaugural event.

10 INTRODUCTION

Partners Achieving Community As of the publication of this plan (2013s), PACT A HEALTHY NEIGHBORHOOD OF CHOICE Transformation (PACT) will transition from a planning body to an imple- The overarching theme of the neighborhood Partners Achieving Community Transforma- mentation-focused 501(c)(3) non-profit corpora- Blueprint is one of health and wellness. The plan, tion (PACT) is a partnership between the City of tion. It will be governed by a board of directors which was funded in part through a HUD Choice Columbus, The Ohio State University (Ohio State), consisting of representatives from Ohio State, Neighborhoods planning grant, addresses a wide the Columbus Metropolitan Housing Authority CMHA, the City of Columbus, and other potential range of issues and corresponding strategies that (CMHA) and Near East Side stakeholders. The partners yet to be identified. With this non-profit impact education, workforce development, hous- partnership was created in 2010 to enhance corporate status, PACT will be able to enter into ing, and neighborhood revitalization. However, the quality of life and foster healthy community new partnerships, acquire strategic properties across all strategies, the question first asked was revitalization on the Near East Side of Columbus. and identify development partners, apply for how can each initiative improve the health and PACT’s vision is to “create a healthy, financially significant local, state, and federal funding op- well-being of the Near East Side. With Ohio State and environmentally sustainable community portunities, and in general will have the autonomy Medical being a core partner, the Blueprint could where residents have access to safe and afford- to implement the many initiatives being put forth not have been prioritized in any other way. able housing, quality healthcare and education, in this plan. and employment opportunities.” PACT will achieve SUBCOMMITTEE PROCESS this vision by remaining focused on the core goals Creating a Blueprint for In 2011, a year prior to hiring a professional plan- established at the beginning of the effort: Community Investment ning team, PACT organized five subcommittees • To promote a healthy, culturally and economi- A blueprint is an architectural term describing to develop a set of goals and priorities for each of cally diverse community. a technical drawing that documents in detail an the five core components of the planning initia- • To be a catalyst for continuing and expanding architecture or engineering design. Similarly, a tive. As stated by PACT, the primary purpose for redevelopment efforts in the surrounding area Blueprint for Community Investment is a detailed each subcommittee was to: and promote and protect commercial and re- and comprehensive, long-term strategy that helps • Jobs & Economic Impact tail development within the defined geography. to guide the development of a particular neigh- > Equip the residents of the Near East Side • To provide recreational opportunities for chil- borhood or community. It goes beyond the vision- with tools towards greater employment; help dren and families. ing and goal-setting to provide specific actions to connect them to employment opportuni- • To provide education, job training and employ- and correlating steps, and it identifies the funding ties; and attract new and support existing ment opportunities. gaps, opportunities, and sources. The Blueprint businesses on the Near East Side. • To include stakeholders in major decisions will be the guiding document for community revi- • Safe, Vibrant & Accessible Neighborhoods throughout the redevelopment process. talization in the Near East Side of Columbus. > An increased awareness of the history and culture of the area will continue to

11 INTRODUCTION

promote a vibrant area through a variety • Education needs and visions for a future, redeveloped of programming. The ability to attract > K–12, institutions of arts, sciences, culture, Poindexter Village. residents and visitors to the community higher education and other post-secondary • October: three Core Development Area Work- will be closely tied to the increased safety options afford the Near East Side with a shops to present redevelopment initiatives and and accessibility of the neighborhood. The great resource for education. The subcom- gain community feedback recommendations put forth by the sub- mittee recommendations focus on the suc- > Taylor Avenue committee aim to make the Near East Side cess of students through increased partner- > Commercial/retail areas along Mt. Vernon a neighborhood to live and visit often. ship with institutional stakeholders, parents Avenue and Long Street • Health & Wellness and students/youth. > Poindexter Village > Capitalize on the resource of existing • November: Implementation Open House to stakeholders to provide access to care and A TRANSPARENT, COMMUNITY-DRIVEN present all core implementation initiatives and health information will be a core theme as PROCESS gain community feedback the community transforms to a healthier As the subcommittees were completing their final • February: Draft Plan Open House to pres- Near East Side. The subcommittee rec- reports and recommendations, the planning team ent the draft plan and initiate a 30-day public ommendations will focus on addressing initiated a community engagement effort that comment period the health needs of the community and included over thirty interviews and focus groups • April: Final Plan Presentation to celebrate prevention education. and near-monthly public events to continue to completion of the planning process and kick • Housing keep residents informed. Specific events in- off implementation efforts > The ability to provide a variety of hous- cluded: ing options will help to stabilize the Near • March: Project kick-off East Side by maintaining current residents • May: Open House to meet planning team and and attracting new residents. Providing subcommittee members information on resources available for both • June 26–27: Community Conversations to homeowners and renters is a goal of the present and review subcommittee reports subcommittee recommendations. Addi- • July: 3-day Community Planning Workshop tionally, the subcommittee might propose to formalize project principles and develop the development of new programming preliminary community-based plan strategies related to housing. • September: Poindexter Village Resident Focus Groups to better understand resident

12 The Near East Side Today: A Neighborhood Profile

To better understand conditions across the 800 acre planning area, a comprehensive Neighborhood Profile was developed to assess demographic and numerous other sources of data. The following chapter highlights key aspects of the report as they relate to the current conditions of residents and the physical components of the neighborhood.

13 The Near East Side is an 800-acre area that includes a wide variety of land uses.

14 NEAR EAST SIDE TODAY: A NEIGHBORHOOD PROFILE

A Neighborhood rich in history1 decades-long decline with the advent of the and the neighborhood did not witness the same The Near East Side was originally part of several automobile and turmoil of the late 1960s. Large degree of disinvestment as other urban neigh- upper middle-class communities that were de- homes built for the wealthy residents of previous borhoods in the country. This is particularly veloped in the late nineteenth century as a result generations were sold to investment landlords evident in areas such as Woodland and certain of new streetcar lines along Broad Street, Long and subdivided into multifamily buildings. blocks north of Broad Street. These homeown- Street, and Mt. Vernon Avenue. By the 1920s, ers maintained a level of stability and history and the Near East Side had emerged as one of the Importantly, however, a significant portion of helped preserve the character of the Near East more diverse neighborhoods within the city, homeowners did remain in the Near East Side, Side that is still clearly prevalent today. both in terms of ethnicity and level of wealth. Affluent African-Americans lived along Long Street and near Hamilton Park. As Jazz came to prominence in the 1920s, a vibrant cultural corridor emerged along Long Street and to a lesser degree Mt. Vernon Avenue.

A major change occurred during the early 1940s with the development of Poindexter Village. What was formerly known as the Blackberry Patch became one of the nation’s first public housing projects. Named after the Reverend James M. Poindexter, the first African-American City Council Member of the City of Columbus, Poind- exter Village provided significantly higher quality homes than what was previously available for many of the City’s poorer residents.

The Near East, as with most inner-city neighborhoods across the country, entered into a slow

1 This section was based in part on the 1995 Near East Area Plan. A more detailed history of the Near East Side can be found in the plan report at: The Lincoln Theatre, first opened as the Ogden Theatre in 1928, was renovated and reopened in 2009. http://development.columbus.gov/uploadedFiles/Development/Planning_Di- vision/Documents_Library/NearEastAreaPlan.pdf

15 NEAR EAST SIDE TODAY: A NEIGHBORHOOD PROFILE

The Near East Side Today People Age and ethnicity Approximately 7,700 residents call the Near East Side home. The area TABLE 3.2: Race & Ethnicity Profile: has a higher percentage of children under the age of 17 and adults over Near East Side, Columbus, Franklin County the age of 55 than either the City or Franklin County, with lower percent- INDICATOR PLANNING AREA COLUMBUS FRANKLIN COUNTY ages of working-age adults between the ages of 18–54. At 82%, the TOTAL POPULATION 7,753 787,033 1,163,414 neighborhood is predominantly African-American. The second highest White population 921 483,677 805,617 ethnicity is white at 12% with the third being multiracial at just over 4%. Percent white 11.9% 61.5% 69.2% Black or African American population 6,330 220,241 247,225 TABLE 3.1: Age Profile: Near East Side, Columbus, Franklin County Percent black or African American 81.6% 28.0% 21.2% INDICATOR PLANNING AREA COLUMBUS FRANKLIN COUNTY Asian population 51 31,965 44,996 TOTAL POPULATION 7,753 787,033 1,163,414 Percent Asian 0.7% 4.1% 3.9% Population under age 5 801 60,029 83,117 Other race population 137 25,064 30,870 Percent population under age 5 10.3% 7.6% 7.1% Percent other race 1.8% 3.2% 2.7% Population ages 5 to 17 1,549 122,390 195,425 Multiracial population 314 26,086 34,706 Percent population ages 5 to 17 20.0% 15.6% 16.8% Percent multiracial 4.1% 3.3% 3.0% Population ages 18 to 24 830 110,702 138,761 Hispanic or Latino population (of any race) 168 44,359 55,718 Percent population ages 18 to 24 10.7% 14.1% 11.9% Percent Hispanic or Latino (of any race) 2.2% 5.6% 4.8% Population ages 25 to 54 2,849 352,800 508,528 SOURCE: U.S. CENSUS BUREAU, 2010 DECENNIAL CENSUS Percent population ages 25 to 54 36.7% 44.8% 43.7% Population ages 55 to 64 846 73,512 121,877 Percent population ages 55 to 64 10.9% 9.3% 10.5% Population age 65 and over 878 67,600 115,706 Percent population age 65 and over 11.3% 8.6% 9.9% SOURCE: U.S. CENSUS BUREAU, 2010 DECENNIAL CENSUS

16 NEAR EAST SIDE TODAY: A NEIGHBORHOOD PROFILE

TABLE 3.4: Income & Poverty Profile: Income, poverty and public assistance Near East Side, Columbus, Franklin County The average income for residents in the Near East Side is $25,000, which is less PLANNING FRANKLIN than half the average for the City of Columbus. Fifty-five percent of all residents INDICATOR AREA COLUMBUS COUNTY live in poverty; over 75% of children within the planning area live in poverty. TOTAL HOUSEHOLDS 2,865 318,454 457,799 Correspondingly, reliance on public assistance is high. Nearly 60% of residents Average household income (dollars) $25,604 $54,279 $65,392 receive food stamps versus 18% within Franklin County. An equal percentage Percent households with income less 60.9% 22.5% 17.4% receive Medicaid, as compared with just under 23% within Franklin County. than $25,000 Percent households with income $75,000 6.5% 31.4% 40.1% and above TABLE 3.3: Public Assistance Profile: Near East Side, Franklin County Percent households receiving Supple- 19.2% 4.4% 3.8% mental Security Income (SSI) INDICATOR PLANNING AREA FRANKLIN COUNTY Percent households receiving cash 8.4% 3.3% 2.7% TOTAL POPULATION 7,753 1,163,414 public assistance FOOD STAMP RECIPIENTS 4,523 209,530 Percent households receiving food 48.1% 13.6% 11.4% Percent of population receiving food stamps 58.3% 18.0% stamps/SNAP benefits MEDICAID RECIPIENTS 4,571 264,735 TOTAL POPULATION 6,724 770,407 1,141,117 Percent of population receiving Medicaid 59.0% 22.8% Poverty rate (percent of persons below 55.7% 21.4% 17.0% poverty level) TANF (TEMPORARY ASSISTANCE FOR NEEDY FAMILIES) RECIPIENTS 803 30,820 Percent of persons below 200% of 75.9% 40.3% 33.8% Percent of population receiving TANF 10.4% 2.6% poverty (self-sufficiency) CHILDREN UNDER AGE 13 1,788 204,666 CHILD POPULATION (UNDER AGE 18) 2,422 179,669 275,716 CHILD CARE ASSISTANCE RECIPIENTS UNDER AGE 13 449 23,484 Child poverty rate 71.2% 29.6% 23.0% Percent of children under age 13 receiving child care assistance 25.1% 11.5% FAMILIES 1,402 172,226 270,541 CHILDREN UNDER AGE 6 908 98,877 Family poverty rate 50.4% 15.8% 12.1% CHILD CARE ASSISTANCE RECIPIENTS UNDER AGE 6 347 16,055 FAMILIES WITH OWN CHILDREN 767 856,640 133,132 (UNDER AGE 18) Percent of children under age 6 receiving child care assistance 38.2% 16.2% Poverty rate for families with own 65.7% 23.8% 18.5% SOURCE: FRANKLIN COUNTY JOBS AND FAMILY SERVICES, APRIL 2011 children (under age 18) FEMALE-HEADED HOUSEHOLDS W/OWN 690 31,591 40,078 CHILDREN (NO HUSBAND PRESENT) Poverty rate for female-headed house- 68.6% 43.4% 40.6% holds w/own children SOURCE: U.S. CENSUS BUREAU, 2010 AMERICAN COMMUNITY SURVEY, 5-YEAR ESTIMATES, 2006-2010. * based on Census Tracts 28, 29, and 36

17 NEAR EAST SIDE TODAY: A NEIGHBORHOOD PROFILE

Employment profile Fifty percent of residents aged 16 years and older are not cur- TABLE 3.6: Employment Profile: Near East Side, Columbus, Franklin County rently within the labor force. This compares with 30% for both INDICATOR PLANNING AREA* COLUMBUS FRANKLIN COUNTY the City of Columbus and Franklin County. Importantly a sig- POPULATION AGE 16 YEARS AND OVER 4,566 608,940 895,210 nificantly higher percentage of working residents rely on public Percent not in labor force 49.5% 29.7% 30.0% transportation than either the City (3.1%) or the County (2.4%). CIVILIAN POPULATION AGE 18 AND OVER 4,302 590,051 864,459 While a number of residents remarked that public transporta- Percent who are veterans 6.8% 7.9% 8.6% tion was better within the Near East Side than at other locations TOTAL LABOR FORCE 2,307 428,188 626,502 in the city, it was still listed as a challenge that needed to be Percent Armed Forces 0.0% 0.1% 0.1% improved. CIVILIAN LABOR FORCE 2,307 427,501 625,560 Unemployment rate 28.4% 8.9% 8.0% Percent management & professional jobs 26.6% 36.8% 39.5% TABLE 3.5: Transportation Profile: Near East Side, Percent service jobs 34.1% 17.8% 16.2% Columbus, Franklin County Percent sales & office jobs 24.6% 28.1% 27.5% PLANNING FRANKLIN Percent construction, extraction, & maintenance jobs 4.9% 5.9% 6.0% INDICATOR AREA* COLUMBUS COUNTY Percent production, transport, & material moving jobs 9.8% 11.4% 10.7% TOTAL WORKERS AGE 16 AND OVER 1,519 380,039 561,794 Percent construction employment 3.3% 4.3% 4.6% Percent of workers driving alone 58.9% 80.8% 81.9% to work Percent manufacturing employment 4.8% 7.4% 7.6% Percent of workers carpooling 9.6% 8.5% 8.1% Percent wholesale trade employment 3.3% 3.1% 3.3% to work Percent retail trade employment 5.4% 12.7% 12.5% Percent of workers taking public 21.5% 3.1% 2.4% Percent transport, warehousing, utilities employment 7.6% 5.1% 5.0% transit to work Percent information services employment 4.0% 2.6% 2.6% Percent of workers walking or 6.0% 4.4% 3.7% biking to work Percent financial activities employment 3.7% 10.1% 10.5% Percent of workers working from 3.9% 3.3% 3.9% Percent professional & business services employment 7.1% 11.6% 11.9% home Percent education & health services employment 33.9% 23.5% 23.3% TOTAL HOUSEHOLDS 2,865 318,454 457,799 Percent leisure & hospitality employment 14.2% 10.0% 9.0% Percent of households without 51.3% 9.9% 8.3% access to a vehicle Percent government employment 4.6% 5.2% 5.2% SOURCE: U.S. CENSUS BUREAU, 2010 AMERICAN COMMUNITY SURVEY, 5-YEAR ESTIMATES, SOURCE: U.S. CENSUS BUREAU, 2010 AMERICAN COMMUNITY SURVEY, 5-YEAR ESTIMATES, 2006-2010 2006-2010. * based on Census Tracts 28, 29, and 36. * based on Census Tracts 28, 29, and 36

18 NEAR EAST SIDE TODAY: A NEIGHBORHOOD PROFILE

TABLE 3.7: Place of Work for Residents of the Near East Side PLANNING Only two percent of residents of the Near East Side actu- INDICATOR AREA* ally work within the planning area, although there are over WORKERS LIVING IN THE PLANNING AREA* 2,346 1,500 individuals working within the planning area (primarily Percent working in the planning area* 2.1% at the hospitals and schools). The highest concentration of Percent working in Franklin County, outside the planning area* 74.4% residents working in one location is Downtown Columbus at Percent working in the Columbus Metro Area, outside Franklin County 5.4% 14%. However, residents’ jobs are widely disbursed across Percent working in Ohio, outside the Columbus Metro Area 16.8% the Columbus metro region, again reiterating the need for Percent working outside Ohio 1.4% enhanced public transportation options. TOP 10 PLACES OF WORK BY ZIP CODE Percent working in Downtown Columbus (43215) 14.2% Percent working in Northeast/North Central Columbus (43219) 5.9% Percent working in the University District (43210) 3.4% Percent working in Northland (43229) 3.3% Percent working in Olde Town East/Livingston Avenue (43205) 3.2% Percent working in Westland (43228) 3.1% Percent working in Eastland (43232) 2.7% Percent working in Far South Columbus (43207) 2.6% Percent working in Gahanna (43230) 2.3% Percent working in Clintonville (43214) 2.2% Other ZIP Codes 57.1% SOURCE: US CENSUS BUREAU, LOCAL EMPLOYMENT DYNAMICS, 2010 * based on the 43203 ZIP Code NOTE: Census LED data is based on unemployment insurance wage data, and does not cover uniformed military, self-employed workers, or informally employed workers There are 1,500 individuals working within the planning area. Ohio State East, pictured above, and CarePoint East represent a major portion of those positions.

19 NEAR EAST SIDE TODAY: A NEIGHBORHOOD PROFILE

NUMBER OF PERCENT OF Education profile INDICATOR STUDENTS STUDENTS The most notable fact that emerged regarding of adults have no post-high school education, Arts Impact Middle School (AIMS) 10 3.9% students from the Near East Side is the level and about one in four do not have a high school Starling Middle School 9 3.5% of their distribution across all City of Columbus diploma or GED. Southmoor Middle School 9 3.5% public schools. Students from the planning area TABLE 3.8: Geographic distribution of public school Eastmoor Middle School 6 2.4% attend over 100 different schools across the city. students living in the Near East Side Ridgeview Middle School 6 2.4% This wide distribution creates challenges in terms NUMBER OF PERCENT OF Mifflin Alternative Middle School 4 1.6% of positively impacting educational opportunities INDICATOR STUDENTS STUDENTS Indianola Math, Science and 4 1.6% for local students when they are not necessarily TOP 10 CCS HIGH SCHOOLS BY Technology Middle School ENROLLMENT OF PLANNING AREA attending local schools. However, with Cham- STUDENTS Johnson Park Middle School 4 1.6% pion Middle School and East High School, local East High School* 238 58.9% Other Columbus City Schools 24 9.4% middle school students constitute 50% of the overall school Brookhaven High School 24 5.9% Total planning area students 255 100.0% population. Trevitt, Eastgate, and Ohio Avenue Fort Hayes Arts and Academic High 21 5.2% enrolled in a CCS middle school School Elementary Schools together account for approxi- TOP 10 CCS ELEMETARY SCHOOLS mately 50% of elementary school children who Columbus Alternative High School 17 4.2% BY ENROLLMENT OF PLANNING AREA STUDENTS live within the planning area. Enhanced program- Marion-Franklin High School 14 3.5% Trevitt Elementary School* 177 26.7% ming within these schools can both target existing Northland High School 12 3.0% Eastgate Elementary School* 97 14.6% students and further attract resident students to Whetstone High School 11 2.7% Ohio Avenue Elementary School* 63 9.5% opt for their neighborhood schools. South High School 10 2.5% Douglas Alternative Elementary 43 6.5% Independence High School 10 2.5% School In terms of educational performance and issues Mifflin High School 9 2.2% Fairwood Alternative Elementary 28 4.2% School related to discipline, schools within the planning Centennial High School 9 2.2% Literature Based Alternative @ 24 3.6% area have lower educational performance scores Other Columbus City Schools high 29 7.2% school Hubbard Elementary School and higher levels of discipline issues in all areas Total planning area students 404 100.0% Fair Alternative Elementary School 22 3.3% of measurement. In terms of discipline, incidents enrolled in a CCS high school Columbus Africentric Early College 19 2.9% occur at a rate 33% higher than the average TOP 10 CCS MIDDLE SCHOOLS BY Elementary School ENROLLMENT OF PLANNING AREA Linden STEM Academy (K-6) 17 2.6% across all Columbus City Schools. Five of the STUDENTS Windsor STEM Academy (K-6) 15 2.3% six PACT-area CCS schools are rated “Academic Champion Middle School* 133 52.2% Watch” or “Academic Emergency.” Nearly 60% Other Columbus City Schools 158 23.8% Monroe Alternative Middle School* 30 11.8% elementary school Franklin Alternative Middle School 16 6.3% Total planning area students en- 663 100.0% rolled in a CCS elementary school

20 NEAR EAST SIDE TODAY: A NEIGHBORHOOD PROFILE

NUMBER OF PERCENT OF INDICATOR STUDENTS STUDENTS Importantly, however, $80 million has been TOP 10 CCS NON-TRADTIONAL SCHOOLS invested to rebuild/renovate all East High feeder BY ENROLLMENT OF PLANNING AREA pattern schools. There is close proximity to STUDENTS Columbus State Community College and 16 early Eastmoor Academy 26 17.6% care and education programs. Columbus Africentric Early College 23 15.5% Columbus Global Academy 22 14.9% TABLE 3.9: “Student Performance & Discipline Profile: Special Education Center 22 14.9% Near East Side, Columbus City School District” Linden-McKinley STEM School on 14 9.5% PLANNING CCS PLANNING CCS Arcadia INDICATOR AREA DISTRICT INDICATOR AREA DISTRICT Fifth Avenue International K-7 12 8.1% AVERAGE SCALED SCORES Alcohol-related 0.1 0.1 School 3rd grade math 285 321 Disobedient/disruptive behavior- 54.2 37.5 Ecole Kenwood Alternative K-8 10 6.8% related School 3rd grade reading 254 304 Explosive-related 0.1 0.1 Columbus Spanish Immersion K-8 10 6.8% 4th grade math 205 263 School False alarm/bomb threat-related 0.1 0.0 4th grade reading 196 248 Indianola Informal K-8 School 8 5.4% Fighting/violence-related 24.8 13.5 5th grade math 173 223 Berwick Alternative K-8 School 1 0.7% Firearm look-a-like-related 0.2 0.2 5th grade reading 212 256 Total planning area students 148 100.0% Firearm-related disciplinary 0.0 0.0 enrolled in a CCS non-traditional 5th grade science 193 228 school Harassment/intimidation-related 3.8 2.9 6th grade math 166 211 OTHER CCS SCHOOL, NOT SPECIFIED 22 - Serious bodily injury-related 5.2 2.4 6th grade reading 159 188 TOTAL PLANNING AREA STUDENTS EN- 1,492 - Theft/stealing-related 1.3 0.8 ROLLED IN COLUMBUS CITY SCHOOLS 7th grade math 128 169 Tobacco-related 0.1 0.4 SOURCE: COLUMBUS CITY SCHOOLS, JUNE 2010 7th grade reading 175 206 Truancy-related 9.7 7.4 * school located in the planning area 8th grade math 127 159 Unwelcome sexual conduct-related 1.2 1.2 8th grade reading 204 241 Vandalism-related 0.8 0.5 8th grade science 140 173 Other drug-related 0.5 0.4 TOTAL COLUMBUS CITY SCHOOLS 1,492 61,434 STUDENTS Other weapon-related 0.7 0.4 TOTAL DISCIPLINARY EVENTS 1,535 41,584 SOURCE: COLUMBUS CITY SCHOOLS, 2009-2010 SCHOOL YEAR DISCIPLINARY EVENTS PER 100 STUDENTS 102.9 67.7

Trevitt Elementary School is one of six public schools located in the planning area.

21 NEAR EAST SIDE TODAY: A NEIGHBORHOOD PROFILE

Residents’ needs assessment

The Choice Neighborhoods planning process re- fair were conducted to have potential landlords FOCUS GROUPS • Maintenance: Requests for maintenance quires a resident needs assessment to determine meet with residents and to identify schools in the Two focus groups with former Poindexter resi- ignored or delayed; rodents came through how a future redevelopment can best respond district in the event of any school transfers. The dents were held in September and October 2012, baseboards; mice and other vermin to the specific needs—and future choices—of entire process required multiple contacts with with a total of 14 participants. Participants • Safety: Didn’t feel safe anymore; drug activity Poindexter Village residents. Data from in-person each household, as well as with Poindexter Vil- were asked about their experience with living in in the neighborhood. interviews with 404 households conducted from lage management staff and, where appropriate, Poindexter Village and on the Near East Side and • Community amenities: Loss of shopping July-November 2011 as part of the relocation agencies providing services to the household. what would cause them to consider moving back amenities (laundromat turned into a beer and process provided information about resident to the Near East Side and new housing on the wine store); after hours places and other less characteristics and service needs. In September The interview process identified: Poindexter Village site. desirable retail/entertainment and October 2012, two focus groups with former • 137 households with school age children Poindexter Village residents allowed the planning • 48 households with a child in daycare, or What did you like the most about living at Poind- What would cause you to consider moving back team to gather important information regarding child sitting arrangements exter Village and the Near East Side? to new housing in the Near East Side on the what they liked and/or did not like while living • 15 households with six or more persons • Poindexter residents and staff: The former Poindexter site: at Poindexter Village and what needed to occur • 185 single member households—no children Resident Council; the former staff and site • Units: Larger rooms; screen doors; choice of on the Near East Side—both in terms of new • 70 households with the head of household age managers; other residents were like family; carpet or wood floors; energy efficient refrig- housing choices and improvements to the 60 or older long-term relationships in the community; erator and stove; ceiling fans; kitchen with surrounding neighborhood—in order to attract • 18 households headed by a person with a early on residents looked out for each other larger cabinets and a dishwasher; microwave them back. Both the interviews and focus groups disability (not as true in recent years) • Site amenities: Outside storage shed; play- revealed a strong desire of residents to return • 64 households in need of transportation for • Community pride: Took pride in the commu- ground and swimming pool; washer and dryer to the Near East Side if higher quality units and house hunting nity; residents planted flowers by their units; in the unit or on site; pet friendly neighborhood amenities were available. • 35 households with a social service need landscaping was well-maintained—especial- • Housing types: Family housing and senior identified by the resident or by relocation ly the trees; pride in our East Side community housing in separate areas; mix of townhouses Data from in-person interviews and focus groups staff, including housekeeping, mental health, • Accessibility: Centrally located; access to bus and garden apartments with Poindexter Village residents pre- and post- translation, parenting, and case management lines • Safety: Buildings are safer; more police pres- relocation provided information about resident services • Community amenities: Used to be great retail ence needs and what would cause them to consider (Hopkin’s Dry Cleaners, Lee’s, Spices, Taste of • Neighborhood amenities: Community moving back to new housing on the Poindexter The relocation process, which was expected Chicago, Carl Brown’s Grocery); community services return (grocery, doctor and dentist Village site. to take up to 18 months, was completed in six activities; churches of all denominations offices) months, an indication that residents were eager • Renovate current units: Fix up the Poindexter INTERVIEWS to leave Poindexter Village housing. However, the What did you like least about living at Poindexter Village units and add some amenities; retain The information collected was specifically about relocation consultant indicated that nearly all Village and the Near East Side? the history and keep a few units; we are proud the current status of the household—unit type, expressed a desire to return if there were new • Residents: More younger people moved in; of the East Side; the Near East Side is home. demographics, supportive services—and to housing and amenities nearby, such as a grocery inadequate screening of potential tenants provide assistance with facilitating the issuance store, pharmacy, and linkages with social ser- • Quality of the units: Units were small; cheap of the Housing Choice Voucher and coordination vices. The desire to return was particularly strong materials on floors and walls; floors very hard; of a new permanent residence. Throughout the among the older residents of Poindexter Village. lack of fresh air; no screens on the doors and process, multiple housing fairs and a school windows; heat in the ceiling

22 NEAR EAST SIDE TODAY: A NEIGHBORHOOD PROFILE

Neighborhood

v Ma t rgaret t E St 4th A t t A S ve E 4t t h S A ve

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Reynolds Ave Dup d ont Ave R y r u 670, on the west by Interstate 71, on the south Reyn b old s Ave n E 1st Ave u Dick Ave S by Broad Street, and on the east by Woodland y ast Fw Northe

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e e A r D r n S e i n i y d o Al d v t t e o ke a r g e a r t l M G o A r n t an l v e M i v ll e St r u i t o C l S r o A W P S B t N o w b m s l r Granv y r n il k le a t St e a y i p e G B r r e u m vd ckin i r y l g S h a B a a l H m n r h s St a u b l e b a e i T G i S Land use in the Near East Side is predominantly S S k n c n P e h Ja i d S e h o n Av Av a n R e o P r s w Vern W St e d e t l n il n e n r a ou Market St G anv M r n m G l y o t h S D P e a s v Mar k o o Av et Al d A l r y l l i G t J e c Ric fi v e hm d

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t single-family housing but also includes a signifi- G u y A

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l v 11 a St o ay Av G e E w r k Worship n t t e al S r h S Capit v u resent the largest institutional land uses and are t W S A b St t l l P ta u k n i e o p e Av o Ca E r i t v v e A

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iso i t d s S G a r d M h a s l Bro L E i e F Education a s also located along Taylor Avenue. Major property S e v

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y S e e h i A t g F v a ir n Ave CMHA t A owners within the planning area are , Ohio g d ate u Al t 8 y n A g t Industrial/Warehouse S o o l Al pita t 1 n a i E C o e D Kut p a c n y S h 22n in s Pl v S F A ra Av k St Oa m m Ku nklin Oa k St tchins Pl Par r k S a

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e e v v d a A d n in r v e l l nk n S 0t ra S v F A e o v s o D e A o 2 t A v h i S h s o A s f l r r t i S i A r M S Fr a n n n w n k N lin e A n 7 ve l a E y l o l n i o o h l tt d g Al S W y o e 1 l i E i t lliott St s t G G l o u s s l ta L r v u e A s i o L s n 9t S Vacant e M o r v n a S o 1 r e K w A P R n o Av e r S l i h n F R c r a M nklin A a ve o e a t d a F a

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A 1 E Cha h p S v 2 el St t Town S e Blight and vacancy has been an ongoing issue in E Bryden Rd S 0 0.05 0.1 0.2 0.3 0.4 0.5 the East Side neighborhood. Over 650 units are Columbus Near East Side Miles [ currently vacant or dilapidated properties, representing a 23% increase over the last decade. In total, 16% of all housing can be considered vacant or dilapidated.

23 Educational Institutions NEAR EAST SIDE TODAY: A NEIGHBORHOOD PROFILE

PACT Area Assets: Educational Institutions Educational Institutions Neighborhood assets WOODLAND AVE In addition to the Ohio State hospitals, the Near CLEVELAND AVE LEONARD AVE 5TH AVE ST CLAIR AVE East Side is home to numerous neighborhood as- 5TH AVE JOYCE AVE 5TH AVE sets and amenities. There are two public elementary schools, three public middle schools, and 2ND AVE one public high school located in the planning SUNBURY RD area with several private, religious, and charter LEONARD AVE MARYLAND AVE schools either in or directly adjacent to the plan- 1 14 7 11 CHAMPION AVE ning area. There are approximately 40 churches 8 11 10 1 ST CLAIR AVE

CLEVELAND AVE and numerous health and human service orga- NELSON RD MT VERNON AVE 2 4 nizations such as the Urban League and Ohio 3 5 TAYLOR AVETAYLOR

OHIO AVE 8 MT VERNON AVE 7 2 9 State African-American Education Center. Major LONG ST 10 13 HAMILTON AVE BROAD ST cultural institutions include the King Arts Com- SPRING ST 6 LONG ST 3 BROAD ST plex and Lincoln Theatre. Notable green spaces 2 1 6 5 include Mayme Moore Park in the western BROAD ST FRANKLIN PARK S

FRANKLIN PARK W OAK ST NELSON RD portion of the planning area, Saunders Park (for OAK ST WASHINGTON AVE STATE ST 9

GRANT AVE BRYDEN RD BRYDEN RD school recreation) in the northern portion, and TOWN ST 3

PARSONS AVE RICH ST MAIN ST Franklin Park, which is located directly southeast MAIN ST MAIN ST 4

18TH ST of the planning area. Figures X–X locate most of OHIO AVE

12 MILLER AVE

KELTON AVE

FULTON ST CHAMPION AVE COLE ST the neighborhood assets both in and directly sur- FAIRWOOD AVE rounding the planning area. CHILDCAREChild CareAND EARLY and LEARNINGEarly Learning CENTERS Centers 10 R.F. Hairston Early LearningK –Center12 Schools 9 Franklin Alternative Middle School 11 AcademyAcademy Kids Kids Learning Learning Center Center 11 The Neighborhood House4 ChildColumbus Care Collegiate10 AcademyMansion Day School 2 CDCFCCDCFC Generations Generations Head StartHead Start 5 Douglas Alternative ElementaryMonroe Alternative School Middle School 2 K–12 SCHOOLS 11 3 CDCFC King Head Start 6 East High School 3 CDCFC King Head Start 12 Ohio Avenue Elementary School 4 CDCFC Poindexter Head Start 1 Beatty Park Elementary7 SchoolEastgate Elementary School 4 CDCFC Poindexter Head Start 13 St. Charles Preparatory School 5 CDCFC St. Phillip Head Start 2 Champion Middle School8 Fort Hayes Arts and Academic High School 5 CDCFC St. Philip Head Start 14 Trevitt Elementary School 6 Columbus Early Learning Centers - BIT-C 3 Clearbrook Middle School9 Franklin Alternative Middle School 67 ColumbusColumbus Early Early Learning Learning Centers—BIT-C Centers - Eastside 10 Mansion Day School 4 Columbus Collegiate Academy POST-SECONDARY INSTITUTIONS 8 Eldon & Elsie Ward Family YMCA 11 Monroe Alternative Middle School 7 Columbus Early Learning Centers— 1 9 Mother’sEastside Helper and Childcare Services 5 Douglas Alternative Elementary12 Ohio School Avenue ElementaryColumbus School College of Art and Design 6 East High School 2 Columbus State Community College 108 EldonR. F. Hairston& Elsie Ward Early Family Learning YMCA Center 13 St. Charles Preparatory School 11 The Neighborhood House Child Care 7 Eastgate Elementary School14 Trevitt Elementary School3 Franklin University 9 Mother’s Helper and Childcare Services 8 Fort Hayes Arts and Academic High School K–12 Schools Post-Secondary Institutions 1 Beatty Park Elementary School 1 Columbus College of Art and Design 2 Champion Middle School 2 Columbus State Community College 3 Clearbook Middle School 3 Franklin University

Trinity Baptist Church is one of over forty churches within the planning area.

24 NEAR EAST SIDE TODAY: A NEIGHBORHOOD PROFILE

PACT Area Assets: PACT Area Assets: Churches and Otherand PlacesOther of WorshipPlaces of Worship Human Services, Services, Health, and Health, Cultural Organizations and Cultural Organizations

17 2ND AVE 6 LEONARD AVE MARYLAND AVE SUNBURY RD

15 JOYCE AVE

13 22 23 28 10 LEONARD AVE 1 MARYLAND AVE 34 27 24 37 35 ATCHESON ST 25 8 21 12 19 18 CLEVELAND AVE 28 21 3 ST CLAIR AVE MT VERNON AVE 20

MT VERNON AVE HAMILTON AVE ST CLAIR AVE 11 36 WOODLAND AVE 12 2 2 1 33 7 30 3 OHIO AVE 8 10 4

TAYLOR AVETAYLOR 38 AVETAYLOR 24 11

HAMILTON AVE

CHAMPION AVE

CHAMPION AVE LONG ST 3 32 4 20TH ST 31 9 11 SPRING ST MONROE AVE SPRING ST

5 16 OHIO AVE 26 LONG ST 1 8 39 14 LONG ST NELSON RD 12 7 BROAD ST 6 9 16 WASHINGTON AVE 29 1 29 10 9 2 5 5 23 GOVERNORS PL 18 19 30 22 2 BROAD ST BROAD ST 25 FRANKLIN PARK S

4 FRANKLIN PARK W OAK ST OAK ST

3 7 17 PLACE OF WORSHIP 14 Greater Vision Missionary Baptist Church 27 Saint Dominic Catholic Church 10 13 BRYDEN RD Place of Worship Place of Worship TOWN ST 1 Apostolic Glorious Church of Columbus 15 Holy Miracle Church of God 28 Saint Mark African Methodist Episcopal GRANT AVE 1 Apostolic Glorious Church of Columbus 21 Mount Vernon Avenue MissionaryChurch Baptist Church of Columbus 14 6 2 Asbury North United Methodist Church 16 Islamic Foundation of Central Ohio RICH ST PARSONS AVE 2 Asbury North United Methodist Church 22 Mount Zion Church of God in Christ 15 29 Saint Paul African Methodist Episcopal 26 4 MAIN ST 3 Bethany Presbyterian Presbyterian Church Church 17 Jerusalem Tabernacle Baptist23 Pilgrim Church Missionary BaptistChurch Church MAIN ST 27 4 Broad Street Street Presbyterian Presbyterian Church Church 18 Meredith Temple Church24 of PraiseGod in Christ Temple Christian30 Saint Methodist Philip’s Episcopal Episcopal Church Church

18TH ST

5 Calhoun Temple Temple Church Church Mount Calvary Holy Church25 Refuge Missionary Baptist Church OHIO AVE 5 19 31 Saint Philip’s Evangelical Lutheran Church 6 26 Calvary Tremont Baptist Church Rehoboth Temple Church of Christ FULTON ST MILLER AVE 6 Calvary Tremont Baptist Church 20 Mount Vernon Avenue African Methodist KELTON AVE 32 Second Baptist Church CHAMPION AVE COLE ST 7 Faith Mission United Holy Church Episcopal Church 27 Saint Dominic Catholic Church FAIRWOOD AVE Faith Mission United Holy Church 87 Church of God and Saints of Christ Tabernacle 28 Saint Mark African 33MethodistShiloh Baptist Episcopal Church Church 21 Mount Vernon Avenue Missionary Baptist 20 MOOBERRY ST 98 ChurchCongregation of God and TiferethSaints of ChristIsrael Church of Columbus 29 Saint Paul African Methodist34 Trevitt New Episcopal Life Ministries Church LIVINGSTON AVE Tabernacle 10 30 Emmanuel Community Baptist Church of22 ColumbusMount Zion Church of God inSaint Christ Philip’s Episcopal35 Trinity Church Baptist Church 119 CongregationEmmanuel TiferethTabernacle Israel Baptist Church 31 Saint Philip’s Evangelical Lutheran Church 23 Pilgrim Missionary Baptist Church 36 Union Grove Baptist Church 1210 EmmanuelGospel Tabernacle Community BaptistChurch Church 32 Second Baptist Church HEALTH OR HUMAN SERVICES ORGANIZATION 17 IMPACT Community Action 3 Columbus Metropolitan Library: Main 13 Greaterof Columbus Life Evangelistic Temple 24 Praise Temple Christian33 MethodistShiloh Baptist Church37 Union Tabernacle of God Health or Human Services Organization Health or Human Services Organization Episcopal Church Library 1411 EmmanuelGreater Vision Tabernacle Missionary Baptist Church Baptist Church 34 Trevitt New Life Ministries38 Woodland Christian Church 1 Action for Children1 Action for Children 18 Local Matters 27 St. Vincent Family Center 2 American Red Cross of Greater Columbus 28 Sawyer Recreation Center 4 Columbus Metropolitan Library: Martin 15 Holy Miracle Church of God 25 Refuge Missionary Baptist35 ChurchTrinity Baptist Church 2 12 Gospel Tabernacle Church 39 Yeshua is Lord Ministries American Red Cross3 Beatty of Greater Community Columbus Center 19 National Center for Urban29 Strategies Solutions Against Violence EverywhereLuther (SAVE)King Branch 16 Islamic Foundation of Central Ohio 26 Rehoboth Temple Church36 ofUnion Christ Grove Baptist Church 4 Central Community House 30 The Buckeye Ranch 13 Greater Life Evangelistic Temple 3 Beatty Community Center 20 Nationwide Children’s Hospital 5 Film Council of Greater Columbus 17 Jerusalem Tabernacle Baptist Church 37 Union Tabernacle of God 5 Central Ohio Workforce Investment Corporation 4 Central Community House 21 Neighborhood House 18 Meredith Temple Church of God In Christ 38 Woodland Christian Church 6 Columbus After-School All Stars Cultural Organizations 6 Franklin Park Conservatory 7 Columbus Literacy Council 1 African American & African Studies Community Extenston Center 19 Mount Calvary Holy Church 39 Yeshua is Lord Ministries 5 Central Ohio Workforce Investment 22 Netcare Access 7 Kelton House Museum & Garden Corporation 8 Columbus Urban League 2 Columbus Children's Choir 20 Mount Vernon Avenue African Methodist Episcopal Church 9 Community Properties of Ohio 23 OSU Wexner Medical Center:3 Columbus CarePoint Metropolitan East Library:8 Lincoln Main Library Theatre 6 Columbus After-School10 Cornell All Abraxas Stars Group 4 Columbus Metropolitan Library: Martin Luther King Branch 24 OSU Wexner Medical Center: University 11 Eldon & Elsie Ward Family YMCA 5 Film Council of Greater Columbus9 R.O.O.T.S. Gallery & Cultural Center 7 Columbus Literacy Council Hospital East 12 Ethiopian Tewahedo Social Services 6 Franklin Park Conservatory 10 The King Arts Complex 8 Columbus Urban13 LeagueGrant Medical Center 25 Physicians CareConnection7 Kelton House Museum & Garden 14 Guidestone (Berea Children’s Home & Family Services) 8 Lincoln Theatre 11 The Village Network—Columbus 9 Community Properties15 Homeport of Ohio (Columbus Housing Partnership)26 Salvation Main OﬃceArmy in Central9 R.O.O.T.S. Ohio Gallery & Cultural Center 12 Thurber House 10 Cornell Abraxas16 GroupHomeport Homeownership Oﬃce 27 St. Vincent Family Center10 The King Arts Complex 17 IMPACT Community Action 11 The Village Network - Columbus13 Urban Cultural Arts Foundation & The 11 Eldon & Elsie Ward18 Local Family Matters YMCA 28 Sawyer Recreation Center12 Thurber House William H. Thomas Gallery 19 National Center for Urban Solutions 13 Urban Cultural Arts Foundation & The William H. Thomas Gallery 12 Ethiopian Tewahedo Social Services 29 Strategies Against Violence Everywhere 20 Nationwide Children’s Hospital (SAVE) OTHER NEIGHBORHOOD LANDMARKS 13 Grant Medical 21CenterNeighborhood House Other Neighborhood Landmarks 22 Netcare Access 30 The Buckeye Ranch 1 Gideon Building 1 Gideon Building 14 Guidestone (Berea23 OSU Children’s Wexner HomeMedical & Center: CarePoint East 2 Hotel St. Clair Family Services) 2 Hotel St. Clair 24 OSU Wexner Medical Center: UniversityCULTURAL Hospital ORGANIZATIONS East 3 Macon Hotel 15 Homeport (Columbus25 Physicians Housing CareConnection Partnership) 4 Poindexter Village 3 Macon Hotel Main Office 26 Salvation Army in Central Ohio 1 African-American & African Studies Com- munity Extension Center 4 Poindexter Village 16 Homeport Homeownership Office 2 Columbus Children’s Choir

25 NEAR EAST SIDE TODAY: A NEIGHBORHOOD PROFILE

Business and commercial not speak to the quality of grocery availability activity within the planning area), and over three times The Near East Side has not seen the same level the demand for clothing stores. Table X highlights of business and commercial activity as some key retail categories for demand and supply. other Columbus neighborhoods. The Gateway Building, at 750 Long Street, is a notable excep- TABLE 3.10: Columbus Near East Side: Retail Demand and Supply tion. Since 2007, there has been a total of five DEMAND SUPPLY INDUSTRY SUMMARY (RETAIL POTENTIAL) (RETAIL SALES) RETAIL GAP new retail establishments built or renovated in the TOTAL RETAIL TRADE AND FOOD AND DRINK $45,909,996 $25,874,058 $20,035,938 planning area. There is a total of 202,500 gross Motor Vehicle & Parts Dealer $8,740,661 $134,103 $8,606,558 square feet (GSF) within the planning area, with Furniture & Home Furnishings Stores $1,080,393 $4,728 $1,075,665 126,650 GSF currently occupied. That means Electronics & Appliance Stores $1,431,666 $732,957 $698,709 that just about 75,000 GSF, or 37%, of all retail space is currently vacant. Bldg Materials, Garden Equip. & Supply Stores $1,220,254 $161,048 $1,059,205 Food & Beverage Stores $7,870,567 $4,861,648 $3,008,920 For existing retail, the current mix includes: Health & Personal Care Stores $1,310,546 $4,588,595 $(3,278,050) • 25% Health & personal care Gasoline Stations $6,639,937 $3,301,876 $3,338,061 • 19% Food & beverage stores Clothing & Clothing Accessories Stores $1,571,379 $554,352 $1,017,027 • 16% Restaurants & bars Sporting Goods, Hobby, Book & Music Stores $581,322 $251,795 $329,527 • 12% Financial & other services General Merchandise Stores $6,355,500 $3,112,083 $3,243,417 • 10% General Merchandise Miscellaneous Store Retailers $970,885 $300,053 $670,831 • 17% Other Nonstore Retailers $1,201,039 $2,695,198 $(1,494,159)

The planning area currently loses an estimated Food Services & Drinking Places $6,935,850 $5,175,623 $1,760,227 $20 million in annual retail sales to surrounding areas. The only significant retail surpluses are found in health and personal care stores, alco- holic sales (both store purchases and drinking places), and vending machine operators. There is twice the demand for grocery stores than what is currently sold within the planning area (this does

26 NEAR EAST SIDE TODAY: A NEIGHBORHOOD PROFILE

Transportation and circulation While a walkscore rating from the center of the The East Side Neighborhood is well-located, with planning area is relatively strong at 68, residents direct access to downtown. There is convenient are currently sourcing most of their goods and access to Interstate 71 to the west and Interstate services from outside the planning area, and 671 to the north. Broad Street and Long Street resident mobility is limited. are major east-west streets that connect the planning area to downtown to the west and Bexley Buses are the primary mode for public transpor- to the east. Highway caps are currently under tation. While available, the current bus system construction on the Long Street and Spring Street lacks efficiency and reaching key destinations bridges that will more significantly increase the can take significant amounts of time. Along the sense of visual connection to downtown. northern boundary of the planning area, there is the Interstate 670 bikeway. This is a major east- However, while the planning area is well-located, west biking corridor for the City of Columbus. It it is still disconnected to downtown by numer- does not, however, have strong connections to ous surface parking lots and other land uses that the planning area. Nor do any of the main streets don’t promote a walkable environment. With 45% include dedicated bike lanes, sharrows or other of renter-occupied households lacking access to shared bike markings. a vehicle, this can create significant obstacles.

The Near East Side is predominantly automobile-focused with an insufficient public, bicycle, and pedestrian focus.

27 NEAR EAST SIDE TODAY: A NEIGHBORHOOD PROFILE

Parks and recreation The majority of green spaces within the planning area are recreational fields associated with the six public schools. A notable exception is the Mayme Moore Park adjacent to the King Arts Complex. It is an approximately 2-acre neighborhood space with a small children’s tot lot. On Thurs- day evenings during the summer, however, the Heritage Concert Jazz Series attracts thousands of families, friends, and individuals from the city and region.

Informal green spaces and vacant lots exist across the planning area. Some, including the The play park at the King Arts Complex former Champion School site adjacent to Poin- dexter Village, have become valued spaces and may likely become permanent/formalized green spaces in future redevelopment initiatives.

Directly adjacent to the planning area is the Franklin Park and Conservatory. At almost 100 acres, it was created originally to host the first Franklin County Fair in 1852. Significant phil- anthropic investment has allowed the park to maintain a high level of quality and maintenance, and it is one of the most historically significant green spaces within the City.

Franklin Park & Conservatory, directly adjacent to the planning area, is an important community asset for the entire east side of Columbus.

28 NEAR EAST SIDE TODAY: A NEIGHBORHOOD PROFILE

Crime While the perception of crime and crime-related TABLE 3.11: Crime Profile: Near East Side, TABLE 3.12: Prison Admissions and Releases Profile: events may be higher than what actually occurs, Columbus Police District Near East Side, Franklin County crime activity within the study is significantly PLANNING COLUMBUS PLANNING FRANKLIN INDICATOR AREA PD INDICATOR AREA* COUNTY higher than the City of Columbus as a whole. VIOLENT CRIMES ADULT POPULATION (AGES 18 TO 64) 5,566 737,333 Specifically, violent crime occurs at more than CRIMINAL HOMICIDES 9 145 NUMBER OF PEOPLE ADMITTED TO PRISON, 60 2,212 three and half times the rate as compared with 2008 Criminal homicides per 100 0.1 0.0 Columbus. Property crimes occur at roughly two population Prison admissions per 1,000 adults 10.8 3.0 times the city-wide rate. FORCIBLE RAPES 26 1,160 Percent male 91.7% 92.8% Forcible rapes per 100 population 0.3 0.1 Percent female 8.3% 7.2% Residents with criminal records was a noted ROBBERIES 319 9,790 NUMBER OF PEOPLE RELEASED FROM 74 2,224 PRISON, 2008 concern voiced often during the planning process Robberies per 100 population 4.1 1.2 Prison releases per 1,000 adults 13.3 3.0 (specifically in terms of how it creates difficulty in AGGRAVATED ASSAULTS 145 3,204 Percent male 87.8% 90.9% gaining employment) and is backed up by exist- Aggravated assaults per 100 1.9 0.4 ing data. Based on prison admissions per 1,000 population Percent female 12.2% 9.1% adults in 2008, residents within the planning area TOTAL VIOLENT CRIMES 499 14,299 SOURCE: JUSTICE ATLAS OF SENTENCING AND CORRECTIONS, 2008 were more than 3 times more likely to have been Violent crimes per 100 population 6.5 1.8 * based on the 43203 ZIP Code admitted. Release rates were at a similar record, PROPERTY CRIMES meaning that—on average—approximately 75 BURGLARIES 439 24,399 adults within the planning area are released each Burglaries per 100 population 5.7 3.1 LARCENIES AND THEFTS 974 54,435 year and will have extreme difficulty finding em- (EXCEPT MOTOR VEHICLE THEFTS) ployment. Over 90% are males. Larcenies and thefts 12.6 6.9 (except motor vehicle thefts) per 100 pop. MOTOR VEHICLE THEFTS 275 12,066 Motor vehicle thefts per 100 3.6 1.5 population TOTAL PROPERTY CRIMES (EXCLUDING 1,691 90,900 ARSONS) Property crimes (excluding arsons) 21.8 11.5 per 100 population SOURCE: COLUMBUS DIVISION OF POLICE, 2008-2010

29 NEAR EAST SIDE TODAY: A NEIGHBORHOOD PROFILE

Housing

As was noted in the Neighborhood section, blight TABLE 3.13: Housing Stock Profile: Near East Side, Columbus, Franklin County and vacancy issues with housing have been a FRANKLIN consistent negative factor within the planning INDICATOR PLANNING AREA* COLUMBUS COUNTY area over the past few decades. Nearly 70% TOTAL HOUSING UNITS 4,121 370,489 523,582 of the housing stock was built in or before the Percent housing units that are single-family detached homes 24.8% 46.5% 54.3% 1950s. Out of a total of 4,800 housing units, just Percent housing units that are single-family attached homes 21.9% 11.6% 10.3% under 1,500 are currently vacant. A relatively Percent housing units in multi-unit structures 53.3% 41.1% 34.5% high percentage of homes were constructed with Percent housing units that are mobile homes 0.0% 0.7% 0.8% brick and mortar. While condition exist with all Percent housing units built since 2000 2.4% 11.8% 11.3% housing types, the brick homes have fared better Percent housing units built in the 1990s 3.8% 15.5% 14.9% and have been identified by community members Percent housing units built in the 1980s 3.2% 12.4% 12.3% as being the most important from a preservation Percent housing units built in the 1970s 7.6% 14.5% 15.2% standpoint. Percent housing units built in the 1960s 14.9% 13.1% 14.1% Percent housing units built in the 1950s 10.9% 13.1% 14.3% The Near East Side heavily skews towards renting Percent housing units built in the 1940s 10.1% 6.1% 6.0% (Figure X), with 74% of units currently utilized as Percent housing units built in before 1940 47.1% 13.7% 12.0% rental. However, at 26%, there is still a substan- SOURCE: U.S. CENSUS BUREAU, 2010 AMERICAN COMMUNITY SURVEY, 5-YEAR ESTIMATES, 2006-2010. tial level of homeowners within the planning area. * based on Census Tracts 28, 29, and 36 Over half of the housing units within the planning area are in multifamily structures, which is median value within the planning area is $75,000 slightly higher than the City average. compared to $117,000 city-wide. Homeport CDC, an active developer within the planning area, of- Importantly, there remains a highly diverse mix ten must turn away future potential home-owners of housing types, conditions, and values. For because they become disqualified due to income example, near-market rate home values and restrictions. While there is still a substantial rents exist within Woodland, along parts of Broad amount of the planning area that falls well below Street, and along the western portion of the plan- market rates, it is a strong indicator for future ning area closest to Downtown Columbus. The revitalization initiatives.

30 Market Conditions The Near East Side has several market-rate residential clusters and two major cultural destinations (the Lincoln Theatre and King Arts Complex) that attract large numbers of visitors to the commercial districts. Nonetheless, the residential, retail, and commercial markets in the Near East Side can still be classified as depressed. Residential vacancy rates are at 30%, three times higher than the city average; retail vacancy is somewhat higher at 37%.

31 32 MARKET CONDITIONS

While the market conditions are difficult in the lumbus city limits, regardless of where they work. unit to another in recent years. The positive Near East Side, the City of Columbus overall The market for downtown living has momentum findings of the residential analysis is supported witnessed significant job growth between 2002 and—due to its proximity—can likely benefit the by information collected from interviews with and 2009. During this time, the number of Near East Side planning area. local CDCs, who agreed that market demand is people with jobs who also lived in the city grew increasing within the planning area. by 66,300 to 306,595 persons. This represented Residential market a 28% increase, especially significant when The residential market analysis found that the The analysis found that the planning area could compared to such peer cities as Seattle, Min- potential for housing is strong in the Near East capture approximately 700–900 new households neapolis and Austin. Separately, the number of Side. This is driven in large part to the fact that over the next five years. As is shown in Figure X, people who both worked in and lived in the city Columbus as a city has one of the highest mobil- over 70% of the market is seeking multifamily increased by 12%, while those choosing to live ity rates of residents as compared to the rest rental options. outside the city declined by 14%. Growing num- of the U.S. Approximately 20% of households bers of workers are choosing to live within the Co- within the city have moved from one dwelling

New and rehabilitated homes built by Homeport CDC in the “NoBo” section of the planning area.

The Near East Side is directly adjacent to an increasingly vibrant Downtown Columbus.

33 MARKET CONDITIONS

TABLE 4.1: Future Residential Market Potential Younger singles and couples and empty nesters What can they pay: Price ranges NUMBER OF LIKELY NUMBER OF Lofts and condominiums POTENTIAL CAPTURE HOUSING make up over 80% of the future potential market. HOUSING TYPE HOUSEHOLDS RATE UNITS Smaller-sized, one and two-bedroom units will $250,000 and up 8% TOTAL 1,785 139–176 most likely be the preferred unit size. $225,000–$250,000 8% 1/3 Multifamily 995 10–12% 100–119 $200,000–$225,000 11% for rent Who are the potential renters and buyers? $175,000–$200,000 11% Multifamily 260 5–7% 13–19 Younger singles and couples | 55% } for sale $150,000–$175,000 11% Single-family 290 5–7% 14–21 $125,000–$150,000 12% 2/3 attached for Empty nesters and retirees | 29% sale (row $100,000–$125,000 31% house) Families | 16% $75,000–$100,000 8% Single-family 240 5–7% 12–17 detached for 0 5 10 15 20 25 30 35 sale *Roughly half are African-Americans

0% 10% 20 30% 40% 50% 60% What can they pay: Rent ranges These potential new residents will, for the most Lofts and condominiums part, be coming from the City of Columbus. Future housing success will be dependent on $1,750 and up 3% However, a substantial amount will relocate from creating housing that matches both the physi- $1,500–$1,750 3% the surrounding region and other locations within cal and financial needs of residents. For renters, $1,250–$1,500 3% 1/3 the city. two-thirds will only be able to afford monthly rents $1,000–1,250 11% from $250–$750; one-third can afford $750 and Where will new residents come from? higher. Likewise for purchasing, two-thirds of resi- $750–$1,000 13% dents can afford to pay no more than $175,000. $500–$750 38% City of Columbus $250–500 29% 2/3 63% Based on the housing preferences of the target 0 5 10 15 20 25 30 35 40 households that represent the potential market for new and existing units in the Near East plan- households; 15 percent of the total), for-sale ning area, the mix of new units should include 56 townhouse, rowhouse, and live-work units (290 percent rental housing units (an average of 995 households; 16 percent of the total), and single- Balance of households per year); and 44 percent for-sale family detached houses (240 households; 13 All Other U.S. Cities Franklin County 19% 13% housing units (an average of 790 households per percent of the total). Urban Draw Area Regional Draw Area year), subdivided into condominium units (260 2% 3%

34 MARKET CONDITIONS

Commercial/retail market There are two main commercial districts within Existing Retail Clusters the planning area: the Mt. Vernon Business District and Long Street surrounding the Lincoln Theatre. Overall, there is approximately 202,000 square feet of gross (outside perimeter or footprint of buildings) retail space in the planning area. Thirty-seven (37%) percent, or approximately 75,000 square feet, of that total is vacant space.

The balance of the space, which is presently occupied, was divided into six additional business type categories. The categories include • Food & Beverage Stores • Food Services & Drinking Places • Health & Personal Care Stores • General Merchandise • Financial & Other Services • Other (businesses that were too few to be otherwise designated)

The largest portion of the occupied retail space (25%) is for Health & Personal Care Stores, most of which are haircutting and hair design shops but also includes pharmacies. The next largest portion of the occupied retail space (19%) is Food & Beverage Stores, all of which are convenience marts. Of note is that the Near East plan- The majority of existing retail space is currently situated along Mt. Vernon Avenue and Long Street. ning area has no full service grocery store.

35 MARKET CONDITIONS

Food Services & Drinking Places is the third larg- and the Bronzeville Neighborhood Association, est sector in the Near East Retail Market encom- cultural center and even a gas station. A number passing 16% of the occupied retail space. Only of the uses in this category are not necessarily two of the restaurants in the area are national retail uses but are located in retail spaces. chain “Fast-Food” or Quick Service Restaurants (QSR) with the balance being unique, locally The anticipated 2013 completion of the Long owned and operated eateries. The next largest Street and Spring Street bridges will greatly in- category is Financial & Other Services which crease access and benefit commercial conditions includes branch banks, cell phone and computer within the planning area. stores and dry cleaning. Uses in the Financial & Other Services category represent 12% of the existing occupied retail space. General merchandise uses encompass 10% of the total occupied space and includes discount retail, book stores and consignment shops. The final category is Other and represents 17% of all occupied space in the planning area, but also has the greatest diversity of use types. In the Other category there are government uses (i.e., Post Office), social services and quasigovernment services (i.e., Homeport Once completed, the Long Street (pictured above) and Spring Street bridges will enhance access between downtown and the planning area.

36 A Community- Driven Process Community engagement has been emphasized from the very beginning of the planning effort. Events were well-publicized and occurred generally on a monthly basis, particularly during the timeframe of March 2011–November 2012 as the planning team was actively involved in developing the core elements of the plan. PACT insisted on “keeping the residents engaged, and keeping the process transparent.”

37 2011 2012 2013 JUNE JULY AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUNE JULY AUG SEPT OCT NOV DEC JAN FEB MAR APR

COMMUNITY COMMUNITY THE Planning OPEN HOUSE POINDEXTER IMPLEMENTATION DRAFT PLAN CONVERSATIONS CONVERSATIONS LAUNCH consultants to meet VILLAGE RESIDENT OPEN HOUSE to OPEN HOUSE to begin (32 in total) are completed join effort planning team FOCUS GROUPS to present all core present the draft better understand implementation plan and initiate resident needs initiatives and a 30-day public FIVE and visions for a gain community comment period SUBCOMMITTEES future, redeveloped feedback initiate a year of Poindexter Village. 2013 monthly meetings University Hospital East Community Day Community Clergy 3-day COMMUNITY Three CORE DEVELOPMENT FINAL PLAN Breakfast PLANNING AREA WORKSHOPS to PRESENTATION to WORKSHOP to present redevelopment celebrate completion University Hospital formalize project initiatives and gain of the planning East Community Day principles and community feedback process and kick COMMUNITY develop preliminary • Taylor Avenue off implementation CONVERSATIONS to community-based • Commercial/retail areas efforts present and review plan strategies along Mt. Vernon Avenue subcommittee reports and Long Street • Poindexter Village

The PACT kickoff event occurred in January 2012.

38 A COMMUNITY-DRIVE PROCESS

March: Kickoff May: Open House June: Subcommittee LOCATION: MT. VERNON AVE. CHURCH LOCATION: CHAMPION MIDDLE SCHOOL Presentations The March kickoff event was held to introduce During the months of April and May, the planning LOCATION: COLUMBUS URBAN LEAGUE the planning team to the community and hear team held a series of stakeholder interviews and In June, the planning team reviewed the draft their thoughts regarding the Near East Side and developed a Neighborhood Profile1 that details reports of the five subcommittees and created a the PACT effort. While many residents voiced the current conditions of the Near East Side. presentation that highlighted the key findings of support for the planning effort, there were a The May Open House provided an opportunity their work. The planning team gave the presenta- number of concerns raised. Importantly, the need to highlight some preliminary findings of the tion to the subcommittee members twice, once for the planning team to maintain a high level of planning team. It’s main purpose however was in the morning and again in the evening. The transparency during the planning process was to provide an informal setting for residents to June meeting marked a turning point in the plan- emphasized. Over 100 residents participated in understand the work being compiled by the five ning effort. The subcommittees completed their the event. subcommittees and to have the opportunity to year-long effort of developing goals and priori- speak one-on-one with the planning consultants ties, and their reports created a platform for the to get a better understanding of their approach. planning team to further develop into achievable Approximately 80 residents participated in the revitalization strategies and implementation ac- event. tions. Approximately 30 subcommittee members participated.

1 The Neighborhood Profile is summarized in chapter X and the entire report is included within the appendix

39 A COMMUNITY-DRIVEN PROCESS

July: Three-Day Community ing the planning process and want to see real continued outreach and transparency of the Planning Workshop changes made in the neighborhood. The high planning process. LOCATION: CHAMPION MIDDLE SCHOOL attendance at all the planning events, the • Poindexter Village remains a point of conten- This workshop was a three-day public meeting strong interest, and the robust discussions are tion. The future of Poindexter Village has been to continue developing the Blueprint for Com- evidence that people are passionate about the one of the most commonly discussed topics of munity Investment, a plan to revitalize Columbus’ Near East Side and signify the importance of the planning process, but there is still no deci- Near East Side. The workshop ran from July 23rd through July 25th, 2012 and included two large public meetings and two open “working studios” where the consultant team compiled the community input and worked with participating residents to shape the plan principles and emerging plan goals. Nearly 100 residents participated during each of the public meetings and about thirty were engaged during the working studios.

The workshop had two objectives. The first was to inform the general public about the Blueprint for Community Investment. The second was to gather public input on several factors regarding the future of the Near East Side, which will be critical for the ongoing development of the plan. The input gained at the workshop affirmed several points raised throughout the planning process. Section II, Part A and the appendix thor- oughly document the workshop results, but there were several key findings that emerged from the workshop: • Strong support for the planning process. There has been a strong contingent support- Residents participate during the July three-day public workshop.

40 A COMMUNITY-DRIVE PROCESS

sion about what to do with the site. Opinions September: Resident Focus range from preserving and restoring the entire Groups site to demolishing all the buildings. The un- LOCATION: POINDEXTER VILLAGE certainty of the site’s future is fueling people’s COMMUNITY ROOM concerns. As part of the Choice Neighborhoods planning • Residents are concerned about being dis- requirement, a resident needs assessment needs placed. Some of the workshop attendees to be completed to determine how a future remain skeptical about the planning process. redevelopment can best respond to the specific These participants feel that the planning team needs—and future choices—of Poindexter Vil- already has a plan, and that the workshop is lage residents. While resident surveys and data merely an exercise. Many of those attendees gathered from the relocation process helped de- Residents voice approvals and concerns during are concerned that new development in the termine these needs, small focus groups allowed October development workshops. area will raise housing prices, forcing them to the planning team to gather important informa- move out of the neighborhood. tion regarding why residents chose their current favorable. The three workshops focused on Taylor • Strong demand for more resources. Topics locations and what they liked and/or did not like Avenue; Mt. Vernon Avenue and Long Street vary by discussion, but it is clear the residents while living at Poindexter Village. Importantly, Commercial/Retail Areas; and Poindexter Village want a more vibrant neighborhood. People discussions centered on what needed to occur on and were held on October 9th, 10th, and 30th want to see more park space, a new grocery the Near East Side—both in terms of new hous- respectively. The workshops had two main objec- store, expanded retail options, quality schools ing choices and improvements to the surrounding tives. The first was to present possible concepts and affordable housing. neighborhood—in order to attract them back. for redevelopments throughout the Near East • A strong pride in the African-American heri- Side Neighborhood that have been developed tage. Workshop attendees spoke of a pride in October: Core Development Area based on residents’ feedback and the consul- the African-American heritage that has been Workshops tant team’s findings thus far. The second was to historically strong in the neighborhood. Many LOCATION: KING ARTS COMPLEX gauge residents’ responses to the various devel- people want to retain, if not expand that pres- The core development area (CDA) workshops opment schemes and to allow them an opportu- ence, but skeptics are concerned that the plan were public evening meetings held to present nity to voice which would be their preferred plan. will bring in too many new populations thereby possible scenarios for redevelopment sites and to Attendance averaged between 60–80 residents displacing people, diluting the African-Ameri- allow residents an opportunity to give their feed- for each event. can presence and leading to gentrification. back and indicate which scenarios were most

41 A COMMUNITY-DRIVEN PROCESS

Residents reviewed and prioritized implementation strategies at the November Implementation Open House.

November: Implementation March: Draft Plan Open House Open House LOCATION: KING ARTS COMPLEX LOCATION: KING ARTS COMPLEX On March 5th, over 100 residents came together Following the October CDA workshops, the plan- to review the strategies and implementation initia- ning team developed a comprehensive series of tives included in the draft plan. The event kicked implementation initiatives with specific action off a 30-day public comment period that included steps and timing for each initiative. The initiatives weekly “open office hours” at thePACT office. were organized into the three core Choice Neigh- borhoods categories of People, Neighborhood, and Housing. These were then blown up onto ten large posters and displayed in a gallery-style setting within the auditorium. After a brief presentation, residents were asked to prioritize initiatives within the three categories. Approximately 80 residents participated during the event.

42 Vision and Principles

The Near East Side will prosper as a revitalized and diverse mixed-income neighborhood that builds on its important history and current residents while welcoming returning and new neighbors. The many existing assets will be strengthened and future opportunities will be swiftly realized. Quality housing for all; healthy, educated and employed residents; vibrant streets and beautiful green spaces; thriving retail; and above all a safe environment will be the defining hallmarks of our neighborhood.

43 During the three-day public workshop, residents wrote “newspaper headlines” that would describe the neighborhood in ten years.

44 VISION AND PRINCIPLES

The project principles were developed based on public input, information gathered during the stakeholder interviews and focus groups, and from the reports of the five subcommittees. These principles were then presented, discussed, reviewed, and prioritized during the July three-day workshop. The number at the end of each principle reflects a priority score (from 1 to 5, with 5 being the most important) based on input from over a hundred participating residents.

The neighborhood is diverse (socially, culturally, economically) but anchored by the strong African-American heritage.

1PRIORITY RATING 1 2 3 4 5 4.2

CONCERNS VOICED BY RESIDENTS COMMENTS OF SUPPORT • The neighborhood is not diverse in its current • Many different communities with various historical state. backgrounds reside here. • The neighborhood currently has no economic diversity.

Quality housing is available to people, regardless of income.

2PRIORITY RATING 1 2 3 4 5 4.0

CONCERNS VOICED BY RESIDENTS COMMENTS OF SUPPORT • Too many vacant properties. • Quality includes sustainability options and green housing. • Many people do not abide to property code laws. • The community would like to see a mixed selec- • Remodeled homes are too expensive for current tion of housing stock. residents.

45 VISION AND PRINCIPLES

The neighborhood is safe and perceived as safe.

3PRIORITY RATING 1 2 3 4 5 4.3

CONCERNS VOICED BY RESIDENTS COMMENTS OF SUPPORT • This is desirable as long as “perceived as safe” • In order to have a safer neighborhood, neighbors does not mean discrimination and mistreatment of should know one another better and share. low income and people of color. • The media plays a large role in depicting the area as safe.

History is embraced and promoted through preservation of significant buildings and cultural assets.

4PRIORITY RATING 1 2 3 4 5 4.2

CONCERNS VOICED BY RESIDENTS COMMENTS OF SUPPORT • Poindexter Village is a significant part of the area’s • Great and unique architecture make our neighbor- history. hood different. • Many of the community’s historically significant • Many historically significant buildings should be structures have been demolished without a public repurposed. outcry.

46 VISION AND PRINCIPLES

Health and wellness are emphasized (i.e., presence of Ohio State East, new grocery store).

5PRIORITY RATING 1 2 3 4 5 4.2

CONCERNS VOICED BY RESIDENTS COMMENTS OF SUPPORT • Many residents of the community would like to see • Ohio State is an asset. The community should African-American physicians come back to the utilize the asset to address health issues. area. • The health movement should be lead by commu- • Many stores in the area only have low-grade food. nity members.

The neighborhood becomes a destination for jazz, arts and entertainment, especially around the King Arts Complex.

6PRIORITY RATING 1 2 3 4 5 4.2

CONCERNS VOICED BY RESIDENTS COMMENTS OF SUPPORT • These resources must be available to the low • The jazz scene is a major asset to the community. income people in the area. • Ensure that stereotypical promotion of a specific genre of music does not limit our development as an arts district.

47 VISION AND PRINCIPLES

Educational standards are high and the schools meet the needs of existing residents and attract new ones.

7PRIORITY RATING 1 2 3 4 5 4.2

CONCERNS VOICED BY RESIDENTS COMMENTS OF SUPPORT • Include not only traditional education, but also • Without strong schools, families will be less likely vocational opportunities. to reside in the area by choice. High educational standards are a must. • The education problem in the community does not only need to be raised to attract new residents.

Residents and businesses take pride—ownership and responsibility—in maintaining their properties.

8PRIORITY RATING 1 2 3 4 5 4.4

CONCERNS VOICED BY RESIDENTS COMMENTS OF SUPPORT • Is this something that is enforceable? • This idea can be developed through education and awareness about the history of the neighborhood.

48 VISION AND PRINCIPLES

The neighborhood is physically connected to downtown and surrounding neighborhoods (via streets, corridors, sidewalks).

9PRIORITY RATING 1 2 3 4 5 4.1

CONCERNS VOICED BY RESIDENTS COMMENTS OF SUPPORT • The freeways in Columbus are designed to discon- • We need bike paths and walkways. This will pro- nect the community from downtown. Is the new mote a healthy community, as well as connectivity. construction doing the same? • Broad Street is not walkable. There are too many lanes of traffic for a pedestrian to feel safe walking.

New business, especially the small independently owned, thrive and offer employment opportunities for residents.

10PRIORITY RATING 1 2 3 4 5 4.2

CONCERNS VOICED BY RESIDENTS COMMENTS OF SUPPORT • Traffic patterns and the lack of dense population • There are many small commercial nodes through- challenge small businesses who could meet the out the neighborhood to be considered for new needs of the community. business. This will encourage walkability and convenience. • Many small business owners will employ their family members, not residents of the community.

49 VISION AND PRINCIPLES

50 Transformation Plan Strategies The strategies for the Near East Side are ambitious but achievable. They focus first on the needs of the people, and then on the housing and neighborhood initiatives that will improve quality of life and create a healthy, vibrant environment. Overall, the plan seeks to improve education outcomes at all levels; connect residents to jobs and job training; increase the household population by over twenty percent and implement over $135 million in new investment within the next ten years.

51 52 TRANSFORMATION PLAN STRATEGIES PEOPLE STRATEGIES Overview Health and Wellness Plan • Disease prevention: fresh food and organized The Blueprint for Community Investment has, Strategies physical activity from the beginning, been focused first and OVERVIEW • Health resource navigation foremost on improving the health, wellness, and The health and wellness initiatives call for a com- overall quality of life of the residents of the Near munity model for preventative and personalized These strategies are based on community input East Side. These “people” strategies, which focus healthcare. The strategy will be to build a holistic derived from the PACT subcommittee on Health on the residents themselves versus the physical health and wellness system that will trigger a and Wellness. They have been fully developed by environment, are organized into the following cultural shift in the residents’ personal health at- the Ohio State University Center for Personalized three categories: titudes and behaviors by focusing on preventative Health Care. • Health and Wellness and proactive care. • Education COMMUNITY PERSPECTIVE ON HEALTH & • Workforce and Job Training The most recent comprehensive community WELLNESS health assessment of the Near East neighbor- From July, 2012–January, 2013, with technical Each set of strategies follow. hood, conducted in 2004 by the Columbus assistance from the United Way of Central Ohio, Public Health Department and the Centers for PACT hosted a series of focus groups comprised Disease Control & Prevention, concluded that the of area stakeholders titled, community conversa- Near East neighborhood experienced some of tions. For the purpose of these public discussion, the poorest health outcomes in Franklin County. PACT defined stakeholders as anyone who lives To date, the PACT area has continued to bear in, visits, or works in the target community. The disproportionate burdens of poor health includ- top issues expressed in the community conversa- ing: obesity, chronic disease, infant mortality, and tions principally encompassed the following: food insecurity. Given these reported indicators of • There is a desire to better understand how to poor health, transforming the health outcomes of access needed health services; though OSU this area was made a critical priority of the PACT CarePoint East and The OSU Wexner Medical partnership. To address these important issues, Center are considered to be positive assets to the transformation plan has developed numerous the community strategies that fall under the X major categories: • Eating healthfully is viewed as an important • Improved access to health services component of maintaining health, but there is

53 TRANSFORMATION PLAN STRATEGIES

limited access to fresh food, no major grocery • 66% were overweight/obese (Franklin store within walking distance, and the small 1. Improved access to health County, 56%) corner markets, which dominate area, are services • 36% had hypertension (Franklin County, primarily stocked with “junk” food, cigarettes 27%) STRATEGY SUMMARIES and alcohol a) Complete a comprehensive Health Assessment • Infant mortality of 15.3, per 1000 live births • There is a desire to have more green space of residents within the 43203/43205 zip code (Franklin County, 8.5 per 1000 live births) areas and utilization of local facilities to engage in • 13% had >30 minutes physical activity, 5-7 physical activity b) Ohio MEDTAPP HAI (Medicaid Technical days per week (Franklin County, 54%) Assistance and Policy Program Healthcare Access Initiative) specifically targeted toward • 14% had 5+ servings of fruit and vegeta- Derived from research on best practices in com- the PACT area bles (Franklin County, 15%) munity health (Centers for Disease Control & c) OSU College of Nursing- Ohio State Total • 17% reported at least one episode of food Prevention, 2013), and on the qualitative data Health & Wellness at University Hospital East insecurity within 30 days (Franklin County, to target PACT residents for primary care and gathered from the conversations with community mental health services. 7%) stakeholders about the area’s health, the PACT d) Encourage residents to seek preventive Health & Wellness Subcommittee extracted three services at OSU CarePoint East Because national data indicate greater preva- community priorities: 1. Improve access to health e) Insurance Education for OSU Employees of lence of obesity,2 greater health disparities3 care services 2. Engage in disease prevention via PACT neighborhood and more widespread poverty since 2004,4 all availability of fresh food and organized physical indicators of health status, it can be con- activity 3. Make available a connected commu- Strategy descriptions cluded that health outcomes for residents in nity health navigation resource. a) Complete health assessment. The most 43203/43205 may now, perhaps be worse. recent health assessment of the PACT area HEALTH AND WELLNESS STRATEGIES was conducted in 2004 by the Columbus Since the 2004 assessment, changes in ac- Based on larger themes in which impact can be Public Health Department.1 The assessment cess to care have occurred in neighborhood, greatest, The Ohio State University Center for concluded that people who reside in the target as well. The Ohio State University Wexner Personalized Health Care (CPHC) deems rea- area experience some of the poorest health Medical Center opened CarePoint East in sonable initial steps toward implementation of outcomes, not only in the City of Columbus,

a comprehensive health and wellness improve- but in all of Franklin County: 2 In 2004, 32.2% of adults were obese, while the prevalence increased to 35.7% in 2012 (Centers for Disease Control and Prevention, 2013: http://www.cdc. ment plan for the PACT area could include the gov/minorityhealth/CHDIReport.html#Factsheet) following: 1 http://publichealth.columbus.gov/uploadedFiles/Public_Health/Content_Edi- 3 Centers for Disease Control Health Disparities & Inequalities Report—Unit- tors/Center_for_Assessment_and_Preparedness/Assessment_and_Surveil- ed States, 2011 lance/Reports_and_Files/HNP%20NearEast%2004.pdf 4 Rate of U.S. poverty in 2004 was 12.7%; and in 2011, poverty had increased to 15% (United States Census Bureau: Income, Poverty and Health Insurance Coverage in the United States: 2011 (http://www.census.gov/newsroom/releases/archives/income_wealth/cb12-172.html)

54 TRANSFORMATION PLAN STRATEGIES

2011, which broadened availability of outpa- Given the expertise of its staff and past experi- Access Initiative (MEDTAPP HAI) is a partner- tient health care services to PACT residents, ence with generating the 2004 Near East ship with 15 departments and programs has likely had a positive impact on access Health Report, the Columbus Public Health from 6 Ohio colleges and universities with to care over the past 7 years. Additionally, Department is uniquely positioned to con- local clinics, nontraditional community-based The Ohio State University College of Nursing duct the recommended health assessment. practice sites, hospitals, mental health clinics opened its first nurse practitioner staffed clinic The Columbus Health Department employs a and other health care sites. The goal is to sup- at OSU East Hospital in 2013. staff of epidemiologists, biostatisticians, and port the development and retention of health community health specialists who possess care providers to better serve Ohio’s Medicaid Consequently, an updated comprehensive the advanced education and professional population. Participants also will be trained to health impact assessment of the PACT area background to gather, analyze and produce use emerging health care delivery models and would be beneficial in creating targeted, recommendations based on quantitative and evidence-based practices. neighborhood-specific recommendations for qualitative data. improving resident health and wellness. Advanced clinical graduate students who The expected results of a health assessment of are funded by MEDTAPP dollars, will receive A complete health assessment would more 43203/43205 are: extensive field-based mental health training accurately reveal the health status of resi- • Updated information on the health status of and supervision, and undergraduate students dents and offer a more precise picture of the PACT residents would be trained as care managers, to work impact structural and economic changes • Establishment of reliable baseline data and collaboratively in the future with PACT commu- have had on the health of those who reside in reasonable outcome metrics nity-based health care providers. 43203/43205. It is the intent that the results of • Understanding of the causes for improve- an assessment be used as a tool for targeted ment and/or decline in health since the MEDTAPP funding supports the creation of community health interventions, as well as for previous 2004 assessment opportunities for many practice placement and the development of existing and future health • Concrete recommendations for appropriate learning experiences with Medicaid patients5 related resources, services and programs. targeted health interventions and is currently under a one-year renewable Additionally, the results of the assessment will contract with Medicaid. help local entities to better coordinate and b) Ohio MEDTAPP HAI (Medicaid Technical customize their services to meet the needs of Assistance and Policy Program Healthcare It is conceivable that the MEDTAPP OSU residents. Access Initiative) specifically targeted toward program could be expanded to include a the PACT area The Ohio Medicaid Technical job placement program, exclusively for the Assistance and Policy Program Healthcare 5 http://jfs.ohio.gov/ohp/bhpp/Medtappbackground.stm

55 TRANSFORMATION PLAN STRATEGIES

PACT area, for participants who are required c) OSU College of Nursing—Ohio State Total • Filling the void of lack of primary care ser- to complete the two years of post-graduation Health & Wellness at University Hospital vices in the neighborhood service in a high Medicaid population commu- East to target PACT residents for primary care • Provide disease management services and nity. Given that students will have already had and mental health services. In January, 2013, education to patients experiencing chronic acquired knowledge of community dynamics The OSU College of Nursing opened The Ohio disease and will have established relationships with State Total Health & Wellness at University • Filling gap in available mental health ser- community residents, the creation of a formal Hospital Eastc, a nurse practitioner-led com- vices job placement program for those who have prehensive primary care practice at University served in the PACT area via the MEDTAPP pro- Hospital East.. Advanced Practice Nursing Services include: gram could result in: students, including Adult Nurse Practitioners, • health and wellness screening and educa- • PACT residents would be able to extend Family Nurse Practitioners, and Pediatric tion relationship with providers who are already Nurse Practitioners, Psychiatric Mental Health • evidence-based management of new health familiar to them; impacting the level of trust Nurse Practitioners, Women’s Health Nurse problems or complaints necessary for providers to better serve their Practitioners and Nurse Midwifery students • care and ongoing management for condi- patients (Baker et al., 2003; Kearley et al., are assigned clinical placements, where they tions like diabetes, asthma and heart failure 2001) work with faculty preceptors and members of • routine physical exams, screenings and • More Medicaid patients establishing a health care team in delivering comprehen- vaccines patient-centered medical homes, leading sive, transdisciplinary integrated primary care. • basic women’s services like pap smears to continuity in care and increase quality of Undergraduate RN students and graduate and birth control care advanced practice nursing students facilitate • mental health counseling and programs for • Future providers being familiar with the health coaching for patients, especially those conditions like depression and anxiety PACT neighborhood and therefore, more with chronic disorders. • healthy lifestyle programs and educational educated about area patient needs in men- services tal health and medical services Deliberate efforts to direct PACT residents to • Reduced community orientation time for The Ohio State Total Health & Wellness nurse Most health insurance, including Medicare those ready to practice practitioner clinic could result in: and Medicaid, are accepted. Financial help is • Improved preventive care and early health available to those with limited income. The primary contact for MEDTAPP HIA for Ohio interventions for residents; thereby avoiding State University is William Hayes: william. unnecessary visits to emergency rooms for [email protected] care

56 TRANSFORMATION PLAN STRATEGIES

University Hospital East Centered Medical Home model (Reid et al., ance, and as part of the on-boarding orienta- 12th floor Tower, Suite 1203 2009; Nutting et al., 2010) tion. 1492 East Broad Street • Reduction in use of emergency room for Columbus, OH 43205 conditions typically addressed in primary This OSU HP Insurance Seminar would result care in: Hours: • Employees who live in the PACT area (as Monday, Tuesday, Thursday, Friday: 8 am–5 e) Insurance Education for OSU Employees of well as others) using their health benefits as pm PACT neighborhood. Leaders of various Ohio intended Wednesday: 8 am–12 pm State University departments have indi- • Employees having a clear understanding of Phone: (614) 685-9994 cated that they have staff members who lack the entirety of the health benefits package Fax: (614) 685-9993 experience using conventional private health • Employees engaging in preventive care: insurance. Because many have only recently recommended screenings, consultations d) Encourage residents to seek preventive acquired health care coverage with The Ohio and other services services at OSU CarePoint East. CarePoint State University Health Plan, and are unfamil- East is an outpatient medical complex located iar with the benefit, many retain the practices at Taylor Avenue and I-670. Though there are of previously being uninsured: only seeking 2. Disease prevention: fresh food and organized physical activity currently no gynecological/obstetric services, attention after a condition becomes acute; OSU CarePoint East provides an array of when early intervention would have yielded STRATEGY SUMMARIES a) Establishment of anchor grocery store outpatient services. Physicians at CarePoint better outcomes. Reasons vary from lack of East generally accept Medicaid/Medicare and knowledge, lack of funds for a co-pay, no es- b) Establishment of The Ohio State University Extension nutrition programming to PACT area HCap, and seek to help patients establish tablished relationship with a family physician, c) Continuing with the food distribution programs patient-center medical homes within the OSU inability to afford medication, (source) of The Mid Ohio Food Bank in the PACT area health care system. d) Research and ascertain interest among local According to The Ohio State University Human food store owners in The Ohio Department of Efforts to encourage PACT residents who have Resources data from FY 2012 payroll, there Development small business enhancement programs health coverage to utilize CarePoint East could are 200 PACT area residents who are em- result in: ployed by The Ohio State University (43203:89 e) Partner with the Elsie & Eldon Ward YMCA • Better outcomes due to coordinated and 43205: 111). The OSU Health Plan could f) Partner with the City of Columbus Recreation & Parks primary health services using the Patient conduct a worksite seminar on the benefits and efficient use ofOSU Health Plan insur-

57 TRANSFORMATION PLAN STRATEGIES

Strategy descriptions For these reasons, the CPHC recommends ulty and staff at the Ohio Agricultural Research According to the USDA Economic Research combining access to healthy food with efforts to and Development Center, Ohio State main Service which maps food desert data, the PACT address the additional factors affecting the lack of campus, and other land-grant universities— area meets the criteria for identification as a food healthy food intake. Efforts to educate PACT resi- so Ohioans can use the scientifically based desert,6 and the PACT series of community con- dents about the benefits of healthy food, as well information to better their lives, businesses versations revealed that residents want access to as skill-building to increase efficacy to develop and communities. The Extension system is the fresh food. Additionally, data from the 2004 Near shopping strategies and cooking techniques for world’s largest non-formal educational system. East health assessment confirmed thatPACT resi- low-cost foods should be implemented. Extension’s hallmark is programming delivered dents are not eating the minimum recommended The following are resources which could be estab- by professionals to address the needs of the servings of fruits and vegetables, nor are they lished and/or utilized to expand the availability of local community while also addressing state, engaging in sufficient physical activity. fresh food, nutrition education and opportunities national, and global issues. Practical educa- to engage in physical activity in the PACT area. tional programs combine the needs of local However, it must be noted that recent research citizens and communities with new research has demonstrated that though there are many a) Establishment of anchor grocery store in and technical information. An OSU Extension people who reside in areas which are officially PACT that would be used as a health “hub” program which could be readily implemented classified as food deserts, but do access grocery for the community offering: in the PACT area is: stores in areas where they work, have occasional i. Nutrition consultation access to cars, or take public transportation to ii. Shopping strategies The Ohio Expanded Food and Nutrition Edu- shop for food (Widener et al., 2013; Salze et iii. Center for community health resources cation Program (EFNEP), which targets low in- al., 2011). Furthermore, a food desert designa- iv. Customer incentives/reward system for come family with children (including pregnant tion does not fully capture the motivations for purchase of fruits and vegetables women). EFNEP is a free program offered in 18 lack of healthy food intake. Studies have shown counties in Ohio (see map below) and has two that even when there is access, people may not b) Establishment of The Ohio State University components—a youth program and an adult consume healthy foods because less healthy food Extension nutrition programming to PACT program. The adult program serves adults with is cheaper, preferred tasted for foods which are area. The OSU Extension brings the knowl- children in the household. Participants learn higher in fat, sugar and salt, lack of knowledge on edge of the university directly to communities how to make healthier, safer, and lower-cost how to prepare fresh foods, and convenience (An throughout the state of Ohio. OSU Extension food choices for themselves and their families. & Sturm, 2012; Boone-Heinonen et al., 2011; fulfills the land-grant mission of The Ohio State They boost their ability to choose and buy food James, 2004). University by interpreting knowledge and re- that is healthier for their families. They gain search developed by Extension and other fac- new skills in food preparation, storage, and 6 http://www.ers.usda.gov/data-products/food-access-research-atlas/go-to-the- atlas.aspx#.UUyjBhfvte4

58 TRANSFORMATION PLAN STRATEGIES

safety. They learn how to better manage their c) Continuing with the food distribution pro- iii. Mobile Markets deliver fresh produce, food budgets, and how to increase their physi- grams of The Mid Ohio Food Bank in the dairy and bread and bakery products to cal activity levels. PACT area. The Mid Ohio Food Bank has a low-income senior residences and subsi- presence all over central Ohio and has part- dized daycare centers in Franklin County, Additionally the Food and Nutrition Program nered with local food pantries in the PACT area as well as low-income community sites in could be implemented in the PACT area, which (partnered pantries listed in Appendix E) to rural counties. The Foodbank has a pair currently targets senior citizens or other adults provide food for residents in need. CPHC rec- of specially-crafted refrigerated trucks for without children. Both programs are free to ommends continuing with the Mid Ohio Food these distributions. participants who meet income requirements. Bank programs, and expanding them as more iv. BackPack program provides a rotating programs become available. menu of simple to prepare, nutritious foods To begin implementation, there would need to for children and their families living in low be a community contact person to assist with The following are those which are currently income neighborhoods. The food is deliv- participant recruitment and advertisement of being implemented in the PACT neighborhood: ered in cases from the Foodbank’s ware- the classes. The classes are conducted in a i. Produce Express is a fresh produce delivery house to the school site, where it‘s divided series and arrangements can be made to host program that services emergency feeding and placed in bags supplied by Mid-Ohio several series. pantries and soup kitchens. The program Foodbank. The amount of groceries sent allows partner agencies the chance to pro- home is based on a family of four—more Implementation of OSU Extension program- vide fresh fruits and vegetables to families for larger families when possible. All food ming the in the PACT area could result in: and individuals in need, on a regular basis, provided is shelf-stable, with the addition • Residents learning more about nutrition in addition to non-perishable food items. of bread and fresh produce (e.g., apples, • Residents accepting the importance of ii. Produce Markets are free community potatoes, etc.), when it is available. Sites maintaining a healthy diet as a disease events sponsored by Mid-Ohio Foodbank are selected on the basis of need, proximity prevention method and select partnering agencies. At these of other resources and site capacity. • Residents learning skills in food prepara- events a Foodbank truck delivers at least v. Commodity Supplemental Food Program tion, food budgeting and food safety 10,000 pounds of fresh produce and bread (CSFP) is a federal program provided • Residents consuming more fruits and veg- and bakery products to a pre-selected through the Food and Nutrition Service of etables community location. The fresh food is then the U.S. Department of Agriculture. CSFP distributed to community members in need. provides a monthly box of nutritious food to This large community event relies on its low-income seniors. partner agencies and many volunteers to serve upwards of 200 families per market.

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vi. Second Servings transports ready to eat recommended that PACT engage with the own- Agency received more than $55 million foods from restaurants and food-service ers to ascertain if there is, indeed, a desire to from the U.S. Department of Treasury for businesses directly to hot-meal feeding alter their business model. the State Small Business Credit Initiative sites; such as soup kitchens, emergency (SSBCI) to encourage lending to small busi- shelters, and after-school enrichment It is possible that local store owners in the nesses. The Ohio Development Services programs in Franklin County. The food is PACT area could be interested in participat- Agency administers the following state-run intended for immediate consumption ing in, and could be assisted by the following financing programs utilizingSSBCI funds to Ohio Department of Development programs to help finance small businesses and manu- d) Research and ascertain interest among local be positioned to carry nutritious items in their facturers that are creditworthy, but are not food store owners in The Ohio Department of stores at reasonable prices: receiving the financing they need from the Development small business enhancement private sector to expand and create jobs: programs. The Ohio Department of Develop- i. Ohio New Markets Tax Credit Program • Collateral Enhancement Program (CEP). ment works to support Ohio’s businesses, helps to finance business investments in Provides lending institutions with cash large and small, as they maneuver in the low-income communities by providing in- collateral deposits to use as additional global economy, and has resources to assist vestors with state tax credits in exchange for collateral for loans made to eligible for- businesses as they grow. Resources include delivering below-market-rate investment op- profit small businesses. the Small Business Development Centers, the tions to Ohio businesses. Investors receive • Ohio Capital Access Program (OCAP). Minority Business Development Centers, and a 39% tax credit spread over seven years if Provides financing to for-profit and International Trade Assistance Centers, as well they make an investment in a qualified low- nonprofit businesses that are having dif- as the Small and Minority Business Financial income community business. Community ficulty obtaining business loans through Incentives Programs. Development Entities (CDEs) apply to the conventional underwriting standards. program for allocation authority, and work OCAP supports small business lending by Because many small corner market owners with investors to make qualified low-income establishing a loan “guarantee” reserve lack space, food knowledge or incentive to community investments. The program helps pool at a lending institution that partici- stock produce and other healthy food items to spark revitalization in Ohio’s communities pates in the OCAP. The reserve pool is (Khan et al., 2009; Lee et al., 2008; Strategic with this attractive tax credit. ohionewmar- available to the participating Lender for Alliance, 2013), many still only sell “junk” [email protected]. recovery of any losses on any loan they food, cigarettes and alcohol. However, in order have enrolled in the OCAP. to know if these owners actually have any in- ii. State Small Business Credit Initiative iii. United States Department of Agriculture terest in expanding their selections to include (SSBCI)—The Ohio Development Services (USDA)/United State Department of De- fruits, vegetables and other healthy items, it is

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fense (USDOD) Fresh Fruit and Vegetable tion about how the program works and i. Continue with expanding utilization of Program (http://www.fns.usda.gov/fdd/pro- lists links to the produce vendor long existing programs through outreach at local grams/dod/default.htm) term contracts and delivery zones businesses, schools and OSUWMC. The Department of Defense (DoD) Fresh 3. Farm to school state contacts. This site Fruit and Vegetable Program allows schools provides a farm to school contact for ii. Apply for an ACHIEVE grant: YMCAs engaged to use USDA Foods entitlement dollars to every state. in our Healthier Communities Initiatives buy fresh produce. The program is oper- 4. FFAVORS Web. The web-based Fresh (Pioneering Healthier Communities, State- ated by the Defense Logistics Agency at Fruit and Vegetable Order/Receipt Sys- wide Pioneering Healthier Communities the Department of Defense. In school year tem is the ordering mechanism for the and ACHIEVE) focuses on creating healthy (SY) 1994-1995, the program began as a DoD Fresh program. communities with an emphasis on eating pilot in eight states; $3.2 million of produce nutritious foods and physical activity. (http:// was delivered to schools. Today, schools in The above tactics could result in: www.ymca.net/healthier-communities/) 46 states, the District of Columbia, Puerto • Local store owners to leverage incentives Rico, the Virgin Islands, and Guam partici- to expand their business models to supply ACHIEVE was inspired in part by the Y’s Pio- pate in the program, with more than $100 healthier food to residents neering Healthier Communities. ACHIEVE is de- million in anticipated purchases during SY • Provide store owners with financing to pro- signed to unite YMCAs, local and state health 2012-2013. DoD Fresh allocations may be vide better products for sale departments, parks and recreation depart- changed throughout the year and USDA • Allow residents to purchase fresh food at ments and other community based organiza- does not impose a cap on the amount of more locations, within their neighborhood tions more formally in the fight against chronic entitlement used through this program. disease. ACHIEVE is supported by the Centers Primary contact for the Department of Devel- for Disease Control and Prevention (CDC), and The USDA/USDOD food programs could be opment for PACT is ______is a partnership among the National Associa- implemented in the PACT area, particularly tion of Chronic Disease Directors (NACDD), the in partnership with Columbus City Schools. e) The Elsie & Eldon Ward YMCA is the only National Association of County and City Health Below are links to resources: YMCA located in the PACT area. There are Officials NACCHO( ), the National Recreation 1. About DOD Fresh Fruit and Vegetable several physical activity programs hosted at and Park Association (NRPA), Society for Pub- Program. This document provides history this location, and experience high utilization by lic Health Education and Y-USA. of the program and information about residents. The following are recommendations current operations for increasing physical activity among commu- The ACHIEVE model capitalizes on the experi- 2. Defense Logistics Agency Produce Web- nity residents: ence and expertise of national organizations in site. DLA’s site provides detailed informa-

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strengthening community leadership, building of combining consumption of healthy food needs, but doing so in a manner that is cultur- capacity, and activating change. Establishing with regular physical activity as a meaning- ally competent, understanding of socioeconomic partnerships with national organizations to ful strategy to achieve and maintain better circumstances and that garners trust of the com- implement policy, systems, and environmental health munity at large (Nemcek et al., 2003; Catalani et changes is an efficient and effective mecha- • Residents feeling more engaged in their al., 2009; Hutchings et al., 2011). nism for achieving chronic disease prevention community and health promotion goals in communities. The following are approaches for health resource navigation which could be implemented in the 3. Health resource navigation The Ward YMCA and PACT can apply for an PACT area: ACHIEVE or Community Transformation Grant. STRATEGY SUMMARIES a) Explore the implementation of a Health a) Explore the implementation of a Health Leads Leads program in partnership with the OSU program in partnership with the OSU College The above tactic could result in: of Public Health College of Public Health—Health Leads was • Residents having more opportunities to b) Include residents from the PACT area in founded in 1996, Health Leads is a program, engage in physical activity the Center for Medicaid and Medicare staffed primarily by local college students who • Residents understanding the importance Services Community Health Workers via OSU work with clinic partners to treat the non- Government Resource Center/Certification by of combining consumption of healthy food OSU College of Nursing medical factors that impact patients’ health. with regular physical activity as a meaning- c) Distribute information about Columbus Public By addressing basic resource needs like food ful strategy to achieve and maintain better Health Department-Health Resources for and heat, Health Leads enables clinics to offer health Adults and Children with Limited Incomes comprehensive care for their patients. A fully • Residents feeling more engaged in their integrated component of care delivery, Health community Strategy descriptions Leads provides a complete picture of patients’ Being able to easily access resources to ad- health, improving outcomes while lowering f) The City of Columbus Recreation & Parks- dress health was expressed as a priority for PACT costs. Currently, Health Leads operates in Continue with expanding utilization of residents. Additionally, research has shown that Boston, Baltimore, Providence, Chicago, New existing programs through outreach at local community health navigation programs are effec- York and Washington D.C. businesses, schools and OSUWMC. The above tive in bridging community residents with services tactic could result in: that can best meet their needs (Alvillar et al., Professor Amy Acton, MD, of The Ohio State • Residents having more opportunities to 2011; Kaufman et al, 2010, Clark & Egan, 2011). University College of Public Health is instruct- engage in physical activity In particular, successful community health ing a class of undergraduate public health • Residents understanding the importance navigation involves not only addressing health students, with a focus on the feasibility of

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implementing Health Leads in a target comment Resource Center/Certification by OSU advising and enabling residents to make munity in Columbus, Ohio. Professor Acton College of Nursing. MEDTAPP OSU has re- sound health decisions has expressed that the PACT area, given ceived funding for community health workers • Reaching residents of the PACT area who the presence of The Ohio State University for FY 2014-15. This funding will allow 10-12 would normally be overlooked Medical Center and various other commu- community residents to complete 286 hours nity resources, would be an ideal location for of training, leading to certification as a com- The primary contact for the OSU Health Navi- initiating Health Leads. This possibility is in the munity health navigator. Howard Goldstein, gator Certification Program is Howard Gold- exploratory stages at this time, but potential for Research Director of the Schoenbaum Family stein, PhD, [email protected], 614-247- realization remains positive. Center, is the administrator of this program 7366 and The Ohio State University College of Nurs- Implementing Health Leads in the PACT area ing will create the curriculum for the certifica- c) Distribute information about Columbus Pub- could result in: tion program. lic Health Department-Health Resources for • Residents’ non-health issues which nega- Adults and Children with Limited Incomes. tively affect their health could be systemati- The Weinland Park neighborhood has recently The Columbus Public Health Department cally addressed been a target area for community health houses a resource list for those with limited • Residents would have a single source to worker training, however, expanding the re- incomes to access free, sliding-scale or Medic- access services they need cruitment pool to include candidates from the aid physical health, mental health, dental care, • Providers would have a resource to help PACT area would allow residents to experience vision care and prescription drug assistance. their patients address concerns outside of a novel way of obtaining necessary care; and their scope of practice addressing the critical social determinants of This is an online resource: http://publichealth. • Consequent better health outcomes health. columbus.gov/health-resources-lists.aspx The primary contact for a possible Health Leads focus in the PACT neighborhood is: Dr. Training health navigators who reside in the Amy Acton, MD, The Ohio State University PACT area could result in: College of Public Health, [email protected], • Residents feeling empowered and encour- 614-292-3997 aged to engage in positive health behaviors • Residents receiving more culturally sensi- b) Include residents from the PACT area in the tive care Center for Medicaid and Medicare Services • Reduction in barriers to access to care Community Health Workers via OSU Govern- • Health navigators imparting knowledge,

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HEALTH AND WELLNESS STRATEGIES METRICS FOR MEASURING SUCCESS TARGET-SETTING BASELINE TARGET METHOD DATA SOURCE Access to Care Increase those with medical insurance 83.2 percent of persons had medical insurance in 2008 100 percent Total coverage National Health Interview Survey (NHIS), CDC, NCHS Increase the proportion of persons with a usual 76.3 percent of persons had a usual primary care provider in 2007 83.9 percent 10 percent Medical Expenditure Panel Survey (MEPS), AHRQ primary care provider improvement Increase the proportion of all persons who have a 86.4 percent of persons of all ages had a specific source of ongoing 95.0 percent 10 percent im- National Health Interview Survey (NHIS), CDC, source of ongoing care care in 2008 provement NCHS Increase the proportion of persons who receive ap- Potential: Medical Expenditure Panel Survey propriate evidence-based clinical preventive services (MEPS), AHRQ (Developmental) Disease Prevention: Fresh Food and Organized Physical Activity Reduce household food insecurity and in doing so 14.6 percent of households were food insecure in 2008 6.0 percent Retention of Food Security Supplement to the Current Popula- reduce hunger Healthy People tion Survey (FSS-CPS), U.S. Census Bureau 2010 target Increase the contribution of fruits to the diets of the 0.5 cup equivalent of fruits per 1,000 calories was the mean daily 0.9 cup equivalent per Modeling National Health and Nutrition Examination population aged 2 years and older intake by persons aged 2 years and older in 2001–04 1,000 calories Survey (NHANES), CDC, NCHS, and USDA, ARS 0.8 cup equivalent of total vegetables per 1,000 calories was the 1.1 cup equivalent per Modeling National Health and Nutrition Examination mean daily intake by persons aged 2 years and older in 2001–04 1,000 calories Survey (NHANES), CDC, NCHS, and USDA, ARS (age adjusted to the year 2000 standard population) Increase the contribution of total vegetables to the 0.8 cup equivalent of total vegetables per 1,000 calories was the 1.1 cup equivalent per National Health and Nutrition Examination diets of the population aged 2 years and older mean daily intake by persons aged 2 years and older in 2001–04 1,000 calories Survey (NHANES), CDC, NCHS, and USDA, ARS (age adjusted to the year 2000 standard population) Increase the contribution of dark green vegetables, 0.1 cup equivalent of dark green or orange vegetables or legumes 0.3 cup equivalent per Modeling National Health and Nutrition Examination orange vegetables, and legumes to the diets of the per 1,000 calories was the mean daily intake by persons aged 2 1,000 calories Survey (NHANES), CDC, NCHS, and USDA, ARS population aged 2 years and older years and older in 2001–04 (age adjusted to the year 2000 standard population) Increase the contribution of whole grains to the diets 0.3 ounce equivalent of whole grains per 1,000 calories was the 0.6 ounce equivalent per Modeling National Health and Nutrition Examination of the population aged 2 years and older mean daily intake by persons aged 2 years and older in 2001–04 1,000 calories Survey (NHANES), CDC, NCHS, and USDA, ARS (age adjusted to the year 2000 standard population) Reduce consumption of calories from solid fats and 34.6 percent was the mean percentage of total daily calorie intake 29.8 percent Modeling National Health and Nutrition Examination added sugars provided by solid fats and added sugars for the population aged 2 Survey (NHANES), CDC, NCHS, and USDA, ARS years and older in 2001–04 (age adjusted to the year 2000 standard population)

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HEALTH AND WELLNESS STRATEGIES METRICS FOR MEASURING SUCCESS TARGET-SETTING BASELINE TARGET METHOD DATA SOURCE Reduce the proportion of adults who engage in no 36.2 percent of adults engaged in no leisure-time physical activity 32.6 percent 10 percent National Health Interview Survey (NHIS), CDC, leisure-time physical activity in 2008 improvement NCHS Increase the proportion of adults who meet the objec- 18.2 percent of adults met the objectives for aerobic physical activity 20.1 percent 10 percent National Health Interview Survey (NHIS), CDC, tives for aerobic physical activity and for muscle- and for muscle-strengthening activity in 2008 improvement NCHS strengthening activity Health Resource Navigation Health Leads will In-person quarterly business reviews (QBRs) provide feedback on program success, including a regular report of metrics documenting factors such as the number and types of needs identified and how many were successfully met. The QBR also serves as an open dialog about what is going well and identifying areas for improvement. Other Possible Metrics 1. Reduction in Level 1 emergency department visits 2. Reduction in hospital readmission rates 3. Satisfaction of patients 4. Satisfaction of providers 5. Number of patients referred to primary care by navigators 6. Number of patients referred to other services by navigators (i.e., food pantries, utility services, preventive care programs) 7. Number of patients who received prescriptions, medical supplies and/or equipment as a result of navigator services 8. Clinical improvements in patient health status for chronic disease Community Awareness Campaign Increase the proportion of adults who report having 79.5 percent of adults reported having friends or family members 87.5 percent 10 percent Health Information National Trends Survey friends or family members with whom they talk about with whom they talk about their health in 2007 improvement (HINTS), NIH, NCI their health Increase the proportion of online health informa- 37.3 percent of online health information seekers reported easily 41.0 percent 10 percent Health Information National Trends Survey tion seekers who report easily accessing health accessing health information in 2007 improvement (HINTS), NIH, NCI information Other Possible Metrics 1. Track overall calls/visits through the center 2. Specific phone number or website created just for marketing purposes or do a baseline measurement of calls/site visit before campaign launches, then measure again after the launch

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Education Plan Strategies COMMUNITY PERSPECTIVE ON EDUCATION OVERVIEW From Community Conversations: There are a number of educational institutions Community input on education was gathered both within and immediately adjacent to the plan- through the Community Conversation meetings ning area that impact all aspects of education. and at each public workshop. The primary need These are summarized below. voiced was that the community needs to commit itself to valuing education from top to bottom, Early care and education (zip code 43203): 12 across the lifespan. There is a need for higher early childhood centers (total enrollment of about Monroe Alternative Middle School is one of eight expectations at all levels that education matters. 650), five of which are rated as Step Up To Qual- Columbus City schools in the planning area. Residents need more information about education ity or Start Smart centers), six family child care resources and services. There is a need for more locations, and two special needs preschools. • Private/charter: The Charles School at Ohio vocational training and educational pathways Dominican University, grades 9–11; Early Col- that create access to high demand job skills (IT, K-12 lege High School; Columbus Collegiate Acad- nursing). There need to be more options in skilled • CCS: Schools in the PACT area and their emy, grades 6–8; Mansion Day School, grades trades, adult literacy programs, after school tutor- 2010–2011 enrollment—East High (622), K–5; St. Charles Preparatory School, Catholic ing, and more reading programs for kids. Addi- Champion Middle (428), Monroe Alternative boys grades 9–12. tional needs voiced by the community include: Middle (428), Clearbook Middle (70, moving • Strong schools are needed to attract people to S. High in 2013-13), Beatty Park Elemen- Post-secondary/adult (near the PACT neighbor- with children and to keep young families in tary (126), Eastgate Elementary (316), Ohio hood): Columbus State Community College, The the neighborhood. Schools don’t need to just Avenue Elementary (378), Trevitt Elementary Ohio State University, Franklin University. attract new residents, they need to attract local (270). In school year 2010–11, 47.5% of stu- residents. dents living in the PACT area attended a school Other education programs/resources: COWIC, in the East High feeder pattern. All schools Columbus Metropolitan Library, Martin Luther Additional issues raised by the community include: had levels of economic disadvantage among King Branch; King Arts Complex, Franklin Park • The schools need to address educational dis- students of from 85.9% to 98.5% and none and Franklin Park Conservatory, Jazz Arts Group, parities achieved an “excellent” or “effective” rating in Columbus Urban League, Eldon and Elsie Ward • There is not enough outreach from feeder pat- 2010–11. Family YMCA, Lincoln Theatre, St. Vincent Family tern schools to the community Centers, other human services programs. • More scholarships should be provided • To revitalize a school you must revitalize the parents

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• Create performance-based schools in the in- EDUCATION STRATEGIES tion. Supports and awards available to assist ner city programs in achieving and maintaining a Step • Business needs to be participating in coopera- 1. A strong early child care and Up To Quality Star Rating should be targeted development system connected tive mentoring/education/jobs programs with to K-12 education to centers serving children in the PACT neigh- East High School borhood. Step Up To Quality is a voluntary • The community widely supports the idea of a STRATEGY SUMMARIES three-star quality rating system administered a) Increase the number of Step Up To Quality health careers feeder at East; primarily stabi- (or future state quality rating system) by the Ohio Department of Job and Family lize the existing schools. early learning centers serving the PACT Services that recognizes and promotes early neighborhood. care and education programs that meet quality TRANSFORMATIVE IDEAS FROM THE b) Provide quality improvement supports for home benchmarks. These standards include: low care providers. EDUCATION SUBCOMMITTEE child-to-staff ratios, smaller group size, higher c) Identify developmental delays among The education subcommittee identified the fol- preschoolers that could impact kindergarten staff education, ongoing specialized training, lowing core ideas/priorities for education: readiness and provide services to address improved workplace characteristics, and early • A community model for early childhood delays. learning standards. In the future, this strategy education and development that connects d) Promote effective child development practices should align with the new state quality rating by parents and caregivers. parents/caretakers, providers, and K-12 edu- system, which is currently under development. cators: build a system that creates a strong b) Quality home care providers. Home care learning foundation for young children and Strategy descriptions providers are another important part of the caregivers; build connections between early The early child care and development system early child care and development system. Cur- childhood education and K-12 schooling. includes center-based programs, home-based riculum alignment and professional develop- • A K-12 culture of academic success and services, pre-school programs in K-12 schools, ment services, along with activities to connect preparation: create an aligned, complementary and parents and caregivers, as well as commu- them with the system of early learning centers, family of schools within the CCS feeder pat- nity service providers. Strengthening this system should be provided to improve the quality of tern; foster partnerships among CCS, charter requires strategies that address all parts of the home-based services. schools, and private schools; stabilize CCS edu- system. c) Kindergarten readiness. Research has cator turnover; empower and educate parents a) Quality early care and education centers. found that children who enter kindergarten and encourage parent involvement in schools Affordable, quality early care and development unprepared begin at a disadvantage, and • A connected, engaged community: build resources provide a foundation for the educa- the achievement gap can widen as the child neighborhood connections to, and ownership tion success of children and enable parents moves through the school system. Children of, local schools and caregivers to work or further their educa- who come from low-income households are

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more likely to be in the group that is not ready third were referred for additional screening or • The RttT Early Learning Challenge Grant is for kindergarten. Representatives of Columbus services on at least one of the six measures also being used to implement a common set City Schools, kindergarten readiness initiatives, assessed. Learning Checkups are being of program standards and a quality rating early childhood centers, and service providers provided in several locations within the PACT and improvement system for all types of early should work together and build on existing ini- neighborhood. learning and development programs, includ- tiatives to: (1) collect and share data that en- • Learn4Life Columbus is establishing a pilot ing child care and family child care settings. able educators and social service providers to project using the Get Ready to Read assess- All programs receiving public funds will be target interventions to a child’s needs, and (2) ment and literacy coaches working with early required to participate in this system by 2020. align early childhood experiences and services learning centers to implement a continuous • CCS has indicated that 1.53 mills from the with expectations for kindergarten preparation. improvement initiative where early care and next school levy would be used to expand d) Parent and caregiver support. The strategy education programs track children’s gain in pre-school programs for about 1,000 pre-K includes expanding education and supports literacy skills. The pilot will follow approximate- students by reopening up to five closed build- for parents or other caregivers to implement ly 600 children over two years, and the Near ings over four years. effective child development practices. This East is one of the target areas. includes home visits to help parents under- • Ohio’s federal Race to the Top (RttT) Early SUCCESS MEASURES stand what they can do to promote healthy Learning Challenge Grant, which has a focus growth and development and linking parents on serving children whose families live in pov- Total number of Step Up To Quality (or future state quality rating system) centers and slots with community services for children with erty, is being used to create an early childhood located in or serving the PACT neighborhood. developmental needs and programs that help assessments system that includes (1) formative Number of home care providers who received children develop pre-literacy skills needed for assessments for children from the beginning quality improvement services. kindergarten readiness. of preschool through the end of kindergarten, Alignment plan developed and used by schools (2) kindergarten readiness assessment, (3) and centers Status of strategies and activities underway professional development to support use of the Number of children assessed and referred to • Of the 12 early childhood centers located in assessments, and (4) online resources and services zip code 43203, five are Step Up To Quality supports for educators, children, and families Increase in the number of PACT-area children rated or Start Smart centers. with online resources and supports. The as- who are ready for kindergarten • United Way of Central Ohio’s initiative, Colum- sessments will align to the Common Core State bus Kids, had conducted learning checkups Standards be implemented statewide in the with 241 pre-school children in the 43203 zip 2014–2015 school year. code as of June 2012. Approximately one-

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2. Health sciences feeder pattern riculum, (3) provide professional development for building staff, and (4) undertake outreach STRATEGY SUMMARIES and marketing, including incentives for PACT a) Transform grades 6-12 of the East High feeder pattern into a health sciences feeder pattern. residents to stay in the feeder pattern. The b) Create linkages between the feeder pattern feeder pattern should employ innovations in and postsecondary education, career/technical instruction, including a cohort model, mastery- HeadStart programs are one of many resources training, and employment in health sciences based requirements for student progress, and that can help improve early child development. occupations and industries. remediation reduction programs. RESOURCES AND ASSETS Strategy descriptions b) Linkages to postsecondary education and Action for Children a) Create health sciences feeder pattern. The employment. The feeder pattern would East High Health Sciences feeder pattern— provide direct linkages between students and Columbus City Schools like other STEM-themed schools—is intended health sciences occupations and post-second- Columbus Metropolitan Library Ready to Read to increase college readiness and aspiration, ary education and training. This would include Columbus Urban League particularly for high risk students; increase involvement in early college coursework and Early care and education centers the number of students seeking advanced internships and career exploration, in col- Franklin County Family and Children First study in health sciences academic fields; and laboration with Ohio State Medical Center, CSCC, Council increase student interest and achievement in and other local health sciences employers, Head Start programs career fields that require health sciences skills and programs to reduce the need for college or other occupations within health industries remediation. One focus would be on develop- Help Me Grow (office/clerical, food service, maintenance). An ing pathways to careers that provide services Home care providers additional goal is to improve school perfor- to residents of the PACT neighborhood, such Learn4Life Columbus mance in order to attract existing and new as community health workers, or that are in Mom2Be PACT area residents to the feeder pattern. demand by local employers. Ohio Child Care Resource and Referral Association The following are the steps that should be tak- Status of the strategy and activities en by CCS, in collaboration with the Ohio State Ohio Department of Education underway Health Sciences deans and Columbus State • There is interest on the part of CCS and the Ohio Department of Job and Family Services Community College, to transform grades 6-12 Ohio State Health Sciences deans in develop- United Way of Central Ohio, Columbus Kids of the East High feeder pattern: (1) reconsti- ing the feeder pattern. PACT staff is exploring Service providers tute the existing schools, (2) develop new cur- national models to replicate and will prepare a

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RESOURCES AND ASSETS proposal for review by Ohio State and CCS in Columbus City Schools 3. Parent and community spring 2013. engagement • All five school buildings in theCCS East High Columbus State Community College STRATEGY SUMMARIES DeVry University Advantage Academy feeder pattern have been completely rebuilt a) Engage parents and PACT-area residents with or renovated, and are designed for both after I Know I Can neighborhood CCS schools school and year-round use. Nationwide Children’s Accountable Care Organization b) Target community programs services to support • There are local models of STEM-themed academic enrichment and address barriers Ohio State Health Sciences Program/Ohio State Medical students face to academic success schools and instructional innovations to build Center East/CarePoint East upon, including the Metro School, the CCS Ohio STEM Learning Network Linden-McKinley fully integrated STEM feeder Ohio State Young Scholars Program Strategy descriptions pattern, the STEM problem-based learning a) Engage parents and the community. Success- Employers in health-science industries model being implemented in the West High ful parent and community engagement with feeder pattern, and the Reynoldsburg/Colum- schools requires the use of multiple methods bus State remediation reduction program. that address the diverse situations and cul- • Health sciences career pathways/career lat- tures of parents and households. A foundation tices have been developed by federal, state, of this strategy is a welcoming atmosphere at and local agencies and can be customized to schools so that parents, caregivers, and com- the local labor market. munity members feel comfortable engaging with schools. This should include establish- SUCCESS MEASURES ing a Parent Engagement Center as part of Health sciences feeder pattern established transforming Champion Middle School and/or Increase in the number of PACT area residents East High School into a health sciences feeder enrolled in feeder patter schools pattern (see #2). This strategy should also Increase in the number of East High graduates East High School is being recommended as a include new or enhanced activities in the fol- health sciences focused STEM-themed school. who successfully transition to post-secondary lowing areas: (1) programs (education, health education and training in health sciences or other occupations within health industries and social services, community-building, arts and culture) for children and adults at school sites, both during and outside of the school day/year, (2) at-home tools and activity kits, including web-based tools, that parents can use

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to improve parenting skills and help children Engagement Program, each CCS school has a ucation, other districts, and national resource to succeed academically; (3) two-way informa- Parent Consultant and Parent Advisory Coun- organizations. tion sharing through newsletters, email and cil, both designed to promote increased parent social media; and feedback surveys; and (4) involvement in the schools. The Parent Con- SUCCESS MEASURES volunteer opportunities at schools, including sultant serves as a liaison between the family, involving parents and community members in the school, and the community resources New parent and community engagement strategies implemented. school governance. through a seven-step engagement plan. The b) School and services linkage. Children living Parent Advisory Council at each school is Parents and community members report greater engagement and satisfaction with local CCS in the PACT area and those attending PACT a group of 5-7 members, representing the schools. area schools have high poverty rates and are school and community, whose purpose is to Schools and service providers are exchanging more likely to need social services to address support the school and its families through student-level data developmental and socio-emotional barriers to networking and information sharing. Student and school performance gains are linked academic success. This strategy includes: (1) • Learn4Life Columbus, in collaboration with to increased parent and community engagement. a resource guides for educators and families Columbus City Schools, Learning Circle that identify available services that can help Education Services, and five service provider address non-academic barriers; (2) student- agencies (City Year, Communities in Schools, RESOURCES AND ASSETS level data-sharing tools that enable schools to Directions for Youth & Families, Boys & Girls City Year Columbus receive information about the programs and Clubs of Columbus, YMCA of Central Ohio) is Columbus City Schools services being provided to their students and piloting a Learning Partner Dashboard, which CCS Parent Consultants service providers to access school data that will enable agencies and schools to share provides an indicator of service needs; and (3) student-level data. The pilot—which does not Columbus Council of PTAs programs and services provided at school sites include schools in the PACT neighborhood— Community programming (after school, summer, to facilitate access by students and families will be expanded to include additional non- academic enrichment, recreation, cultural arts, etc.) and collaboration with school staff. profits and CCS schools. • All five school buildings in theCCS East High Communities in Schools Status of the strategy and activities feeder pattern have been completely rebuilt Franklin County Family and Children First underway or renovated, and are designed for both after Council • All districts that receive Race to the Top funds school and year-round use. Learn4Life Columbus are required to have family and civic engage- • Engagement strategy models and templates Learning Circle Education Services ment teams. Under the CCS Family and Parent are available from the Ohio Department of Ed- Ohio Department of Education

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PACT area parents education resources to increase the number of EDUCATION METRICS FOR MEASURING SUCCESS Project Mentor residents who attend school in the neighborhood. The process of true school reform will be long and pro- Service provider organizations tracted. To adequately assess the impact of the proposed Status of the strategy and activities investment in the PACT Education Pattern, it will likely underway take 8-10 years. As partners come to the table to begin the 4. The Education Destination • Representatives of PACT-area private schools work of educational reform and transformation for this one pattern, there should be a clear understanding and com- STRATEGY SUMMARIES were active participants in the Education Sub- mitment of at least ten (10) years. Collaboration among all schools in the PACT area committee. to provide quality education options for current residents and to attract new residents. • All children from the community have access to high quality early SUCCESS MEASURES learning programs and are prepared to learn in Kindergarten Ongoing collaboration activities among public, • 80 – 85% of the children in the pattern attend the high performing Strategy description private, and charter schools. neighborhood schools in this pattern The PACT area includes a variety of education • All of the schools in this pattern will have a “A or B” rating (as Number of low-income PACT residents attending resources. While CCS is the primary educator designated by the Ohio Department of Education) local private schools. of students in the neighborhood, there are also • 90% of the students in this pattern who enroll in 9th grade will specialized private and charter school options in Improved perceptions of PACT-area schools in graduate from East High School within 4 years. the neighborhood and region. or near the neighborhood that can help to make • 95% of the students who graduate from East High School will have an education that prepares them for post-secondary education, PACT an “education destination” and provide op- vocational career or the paid work force. tions for current and new residents. To make this RESOURCES AND ASSETS happen, area schools should: (1) create a Princi- Columbus Collegiate Academy pals’ Consortium to share curricular approaches, collaborate on professional development, manage Charles School at Ohio Dominican University. student mobility and transfers, and strengthen Mansion Day School education gaps in the neighborhood; (2) raise Columbus City Schools resources for a scholarship fund to enable low- St. Charles Preparatory School income students to take advantage of private school options; (3) collaborate on programming Community programming (after school, summer, academic enrichment, recreation, cultural arts, (arts, recreation, career exploration, academic etc.) enrichment) with community organizations; and (4) undertake joint marketing of PACT area

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One of the most important education metrics to be achieved will be when 80–85% of the children within the neighborhood choose to go to high- quality schools within the neighborhood.

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Workforce and Jobs Strategies COMMUNITY PERSPECTIVE ON WORKFORCE prepare alternative pathways into the work- OVERVIEW AND JOBS DEVELOPMENT force; health sciences career pathway at East In 2010, there were 2,346 workers living in the The community expressed a strong need for High; focus on COWIC-identified emerging PACT area (zip code 43203), and 1,574 persons additional job development and job training industries; implement asset-development working in the neighborhood. Only 3.1% of those initiatives, including vocational training. There strategy who worked in zip code 43203 also lived in the is an interest in attracting outside investment so • Job creation focus: jobs in construction and zip code. Of the 120 business establishments in that the neighborhood can thrive economically other contracted services related to physical the zip code in 2010, 54% had 1-4 employees and support a local labor market. Key highlights development; vendor opportunities for existing and 73% had fewer than 10 employees. voiced by the community include: businesses; entrepreneurship and microen- • Physical incubator spaces for small business- terprise strategies; 4% of residents should be Existing resources related to workforce develop- es employed in the neighborhood and 6% of the ment include: • Educate parents and teens about opportunities workforce should live there; include unions in • Post-secondary/adult (near the PACT neigh- in the skilled trades planning and as partners borhood): Columbus State Community College, • Local businesses owned by local residents is a • Address barriers to employment: services The Ohio State University, Franklin University win-win needed include transportation, legal assis- • Workforce development resources: COWIC, • Bring in more people with disposable income tance, soft skills, childcare; address public as- Columbus Urban League, National Center for to support small businesses sistance reductions that impact the choice to Urban Solutions, Jewish Family Services, Hen- • Revitalize the small commercial nodes pursue full-time work; background checks are kels & McCoy, Alvis House, Goodwill Indus- throughout the neighborhood a barrier; target services based on unemploy- tries, Proteam Solutions • Provide tax abatements, loan assistance, and ment status (short-term, long-term); services • Job/business development resources: Colum- venture capital pairing for startups and facility and jobs for people re-entering the commu- bus Chamber, ECDI, City of Columbus Depart- improvements. nity; job retention activities for people placed ment of Development, Ohio Small Business in employment Development Centers, Long Street Business TRANSFORMATIVE IDEAS FROM THE JOBS Association, Ohio State Medical Center East/ AND ECONOMIC IMPACT SUBCOMMITTEE CarePoint East, lenders, churches, local busi- The economic impact subcommittee identified nesses (Mt. Vernon Business Directory) the following core ideas/priorities for education: • Education and training for sustainable jobs in growth industries: connections to K-12 to

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WORKFORCE AND JOBS STRATEGIES Columbus State Community College satellite ing training for in-demand occupations defray courses, GED programs, bridge programs, and some or all of these costs. job search services. The workforce intermedi- d) Low-income persons 1. Post-secondary education and Wraparound services. training success ary and work-based learning programs (see seeking to advance their education and train- strategy #2) could also be located there. ing often need supportive services to succeed. STRATEGY SUMMARIES b) Workforce bridge program. A workforce bridge A coordinated effort should be undertaken by a) Establish an adult education and workforce training center on a site in the PACT program should be established to serve PACT providers of child care, transportation, hous- neighborhood. residents, with a focus on accelerating the ing, health care, and related services to target b) Help PACT residents overcome academic transition to technical training for in-demand these to PACT residents who are enrolled in gaps that pose barriers education and career careers. The bridge program is a short-term, education and training programs. advancement. pre-academic and workplace skills program c) Help PACT residents overcome financial barriers to post-secondary education and with intensive academic support, with a goal Status of the strategy and activities training. of expediting remediation and entry into job- underway d) Provide wraparound services for adults in relevant training. The program may include • Columbus City Schools Adult and Com- education and training. English and math, career exploration, and munity Education program offers Practical workplace competencies, offered sequentially Nurse; Nurse Aid; Heating, Ventilation, and Strategy descriptions or concurrently. Basic academic content can Air Conditioning; and Stationary Engineering A post-secondary credential or degree is a pre- be “contextualized” to a career field (e.g., training programs. These are currently offered requisite for success in the job market, yet many basic math that is relevant to LPN training). at Hudson Community Education Center, Ft. PACT residents, whether high school graduates c) Education fee assistance program. In addition Hayes, and the Downtown High School. CCS or adults, face barriers to post-secondary suc- to tuition, fees, and books, there are up-front is interested in growing the LPN program to cess. These strategies are intended to help PACT costs for education and training programs include an LPN-to-RN component and partner- residents overcome these barriers: that may pose barriers for low-income stu- ing with other organizations to redevelop the a) Adult education and workforce training dents. For example, in 2014, the GED test fee Pilgrim site for the expanded programs. center. Identify a site within the neighborhood, is increasing from $40 to $120. For the CCS • Columbus State Community College is partner- such as new development on the Pilgrim adult Nurse Aid program, up-front costs for a ing with ABLE providers to offer free remedial School site, where a variety of adult educa- physical exam, TB testing, background check, classes at four locations, including their main tion and workforce training programs can be and scrub suit can total as much as $200. campus. The Cougar Edge program is targeted co-located. The site could house adult and A program should be established that would to students who test into the lowest levels on community training programs currently offered help eligible PACT residents who are pursu- the college placement tests. by Columbus City Schools at other locations,

75 TRANSFORMATION PLAN STRATEGIES

SUCCESS MEASURES • From 2002–2012, the Columbus State Com- 2. Linking workers and jobs munity College OTAP program provided hard- Adult workforce development and training center established. to-employ adults with accelerated training that STRATEGY SUMMARIES a) Establish a workforce intermediary organization Workforce bridge program established to serve integrated math remediation and employability focused on the health, education, and social the PACT area. skills to prepare participants for jobs in the assistance industry sectors. construction trades. The program also had an Education fee assistance program established to b) Provide work-based learning experiences serve the PACT area. afterschool component to introduce youth to to help PACT residents transition into employment. the construction trades and encourage high Program of wraparound services established for PACT area residents in education and training. school completion. Funding is no longer avail- Strategy descriptions able for the program. Number of PACT residents who successfully a) Health and education workforce intermediary. complete the workforce bridge program and • Community Properties of Ohio recently opened transition to post-secondary education. A workforce intermediary organization should Scholar House in the PACT neighborhood, be established or identified that focuses on the Number of PACT residents who attain a post- which provides 10 units of subsidized housing, secondary credential or degree. health, education, and social assistance in- supportive services, and child care for adults dustry sectors, which represent 63% of all jobs with children who are enrolled as full-time stu- in the PACT area. A workforce intermediary dents at a State of Ohio accredited institution RESOURCES AND ASSETS is an organization that proactively addresses of higher learning and maintain a minimum ABLE providers workforce needs using a dual customer ap- 2.5 GPA. CPO has plans to develop 28 more proach—one that considers the needs of both Columbus City Schools units on an adjacent site. employees and employers—often focusing Columbus Metropolitan Housing Authority • United Way of Central Ohio is focusing its on low-income and less-skilled job seekers. public policy agenda on workforce develop- Columbus State Community College Intermediaries build relationships with multiple ment strategies that help households achieve Columbus Urban League employers and serving as a single point of a self-sustaining income, including strategies Community Properties of Ohio contact for the diverse parts of the workforce to overcome barriers to employment. system. They implement a range of strategies COWIC to address communities’ workforce needs National Center for Urban Solutions and economic development agendas, such as Service providers training, education, and employment support The Ohio State University services. A focus of the intermediary should United Way of Central Ohio be on linking workers with jobs that provide services to residents of the PACT neighborhood Workforce Strategy Center (national bridge program models) or that are in demand by local employers.

76 TRANSFORMATION PLAN STRATEGIES

b) Work-based learning. A work-based learning in the community. experience in a structured and supervised initiative should be established that coordi- • The Columbus State Community College employment setting, with a long-term goal of nates and fills gaps in existing programs that LogisticsART is a short-term program designed increasing self-sufficiency. assist persons who face barriers to getting to train the workers for entry- to mid-level • Goodwill Columbus provides workforce de- and keeping a job. Labor market barriers may warehouse, distribution, and related positions velopment services targeted to persons with include a criminal record or lack of technical in the logistics industry. The program, devel- disabilities or barriers to employment. These skills, employability skills, or work experience. oped in partnership with employers, trains include: vocational evaluation/career explora- Work-based learning programs include on-the- dislocated, unemployed, and veterans in basic tion; case management, occupational skills job training, subsidized employment, transi- logistics concepts and provides them with the training, job readiness; job seeking and soft tional jobs for hard-to-employ populations, tools necessary to obtain employment. Fed- skills training, transitional work, and employ- apprenticeships, and co-ops and internships. eral funding for the program ends in February ment services (job development, placement, Work-based learning provides an opportunity 2013. retention, job coaching). to obtain or augment classroom training within • The Columbus Urban League Workforce • The Alvis House Columbus Community Re- a specific work environment, typically while Development and Career Services provides entry Center provides employment education, earning a wage or stipend. These programs employment services to unemployed and case management, and GED classes, including also provide an incentive for employers to take underemployed persons to encourage eco- the job readiness training/H.I.R.E. program that a chance on workers who lack relevant job nomic self-sufficiency. Services include career helps ex-offenders re-enter the workforce. experience. counseling, and job placement, retention, and • CSCC is exploring an internship/service learn- advancement. The New Beginnings program ing program in the King-Lincoln District. Status of the strategy and activities is designed to help individuals successfully • ColumbusInternships.com is an initiative of the underway transition from assistance programs to self- Columbus Chamber to facilitate connections • The Ohio State University is participating in sufficiency. The Choose 2 Change Program between students in 20 local educational insti- two initiatives to develop the health industry is designed to support the reintegration of tutions and businesses with available intern- sector workforce. The Med-Path Workforce formerly incarcerated persons into their local ships. Initiative, being piloted in Weinland Park, is communities. • The S.O.A.R.hire! Internship Program is a establishing a career lattice and local certified • The Franklin County Department of Job and partnership of the City of Columbus, Franklin training program for community health work- Family Services Community Services Pro- County, and the COWIC to connect youth and ers. The Direct Service Workforce Initiative gram places trainees who are receiving public young adults ages 14–24 to employers offering is developing a health care lattice for work in assistance or Food Stamps with employer paid internships and other valuable learning long-term care or direct services occupations sponsors. Trainees receive community service experiences in Franklin County.

77 TRANSFORMATION PLAN STRATEGIES

SUCCESS MEASURES Jewish Family Services include training and technical assistance with Intermediary organization or function Labor unions and apprenticeship programs; business planning, marketing, and opera- established. Coalition of Black Trade Unions tions; capital (working capital, purchase of real Work-based learning programs targeted to the Nationwide Children’s Accountable Care estate or equipment, renovations); tax abate- PACT neighborhood. Organization ment; infrastructure; and space. Innovative Increase in number of PACT residents engaged in The Ohio State University/Ohio State Wexner business models, such as social entrepreneur- work-based learning opportunities. Medical Center ship and employee-owned cooperatives should Increase in number of PACT residents employed Youthbuild be explored for their feasibility in the PACT in health, education, and social assistance industries. neighborhood. b) Vendor opportunities. A strategy to help PACT- Increase in the number of persons who both live and work in the PACT neighborhood area businesses grow is to connect them with 3. Entrepreneurship vendor/supplier opportunities within the neigh-

STRATEGY SUMMARIES borhood and region. The focus should be on RESOURCES AND ASSETS a) Provide entrepreneurship services to enable linking vendors with: (1) larger organizations, PACT-area businesses to grow and new Alvis House businesses to start up in the neighborhood. including Ohio State Wexner Medical Center East, CarePoint East, Columbus City Schools, City of Columbus b) Link PACT-area businesses with vendor and supplier opportunities in the neighborhood and and businesses and organizations in the King- Columbus Chamber region. Lincoln area; and (2) government agencies Columbus State Community College and major regional employers, many of which Columbus Urban League Strategy descriptions are located near the neighborhood. As the COWIC a) Entrepreneurship services. There are many PACT Blueprint for Investment is implemented, small or home-based businesses in the there will be new vendor or subcontractor Employers in health-sciences and education industries PACT area. The entrepreneurship initiative opportunities related to physical development is intended to support the growth of these activities. This strategy includes coordinating Franklin County apprenticeship programs businesses. The initiative would focus existing and filling gaps in existing regional programs Franklin County Department of Job and Family community entrepreneurship and business that assist businesses with vendor registration Services services in the PACT area and coordinate these and certification and help connect vendors Franklin County Reentry Task Force with plans for physical development and reno- with potential customers/purchasers. Goodwill Columbus vation of commercial space. Services should Impact Community Action

78 TRANSFORMATION PLAN STRATEGIES

Status of the strategy and activities Contacts2Contracts identifies small- to medi- clude: general business training, specialized underway um-sized businesses that are ready and able industry training, one-on-one direct business • The Economic and Community Development to supply larger companies locally, regionally, counseling, and networking. Institute provides microenterprise develop- and nationally and helps to foster relationships • The City of Columbus Neighborhood Commer- ment training courses, which give entrepre- between small and large companies. cial Revitalization (NCR) program offers techni- neurs the tools they need to start and success- • The Columbus Urban League (CUL), with seed cal assistance, loans and matching grants for fully manage a business. The Institute offers funding from Huntington Bank, is establishing fixed asset financing and exterior improve- business development training geared towards the Huntington Empowerment Center across ments, capital improvements, and planning specific industries such as food-based busi- the street from CUL’s King-Lincoln district services in conjunction with the established nesses or home-based childcare businesses, headquarters. The center will house an array business association in six commercial areas and one-on-one assistance for entrepreneurs. of economic development initiatives, such surrounding downtown, including the Long The Small Business Loan Program provides as job training, a business incubator offering Street/Mt. Vernon Avenue area within the PACT loans of up to $100,000 for start-up, newly-es- access to micro and revolving loans, and other Neighborhood. tablished, or growing microenterprises in Cen- services to support small business growth. The SUCCESS MEASURES tral Ohio, including low and moderate income space will also be used for social enterprise entrepreneurs, or for those with insufficient entities and community outreach initiatives. Entrepreneurship and vendor programs targeted to the PACT neighborhood. credit histories to qualify for a loan through a CUL is also exploring other enterprise op- traditional financial institution. portunities to employ persons with barriers to Number of businesses established or expanded. • The Columbus Chamber has a number of employment, including operating a laundry Number of local businesses with new vendor/supplier programs targeted to small businesses, includ- service in a building in the neighborhood. contracts with businesses and organizations operating within the PACT neighborhood. ing several one-stop web portals established in • The National Center for Urban Solutions En- partnership with other public and private sec- trepreneur and Small Business Development Number of jobs created for PACT neighborhood residents as a result of business development and tor organizations. The Entrepreneur Program Program introduces the basic concepts of expansion. helps to connect start-up companies with ac- business ownership in a classroom setting and cess to resources, including capital, business helps students develop the essential skills to planning, loan packaging, markets, services, manage a small business. RESOURCES AND ASSETS and advisory boards, as well one-on-one • The Central Ohio Minority Business Associa- Center for Entrepreneurship at the Ohio State Fisher consultation. The Chamber’s Diversity Bridge tion provides services for start-up, emerging College of Business Program cultivates the growth of minority and mature minority, female, and disadvan- Central Ohio Minority Business Association and women-owned businesses in Columbus. taged small business owners. Services in- City of Columbus

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Columbus Urban League bank accounts, direct deposit, individual develop- people to financial education resources and Columbus Chamber ment accounts (IDA), children’s savings accounts, savings opportunities. ECDI affordable financing; and (c)access to public • The Columbus Urban League’s Housing incentives—Earned Income Tax Credit, downpay- Services Department provides pre-purchase Evergreen Cooperatives of Cleveland ment assistance, loan guarantees, Pell Grants, and post-purchase counseling; homebuyer/ Huntington Bank IDA match. To the extent possible, services would homeownership education courses; individual Mt. Vernon Business Association be provided in or near the neighborhood. credit/budget counseling post-purchase; National Center for Urban Solutions foreclosure prevention counseling; landlord/ tenant counseling, and housing discrimination PACT area small businesses and entrepreneurs Status of the strategy and activities underway counseling. PACT-area purchasing organizations • The Economic and Community Develop- • Homeport’s homeownership program includes Regional government and business organizations ment Institute has an Individual Development homebuyer education and credit counseling, Account program, which provides matched downpayment assistance, affordable and flex- savings accounts that enable income-eligible ible financing products, and tax abatement. 4. Accumulating assets families to save, build assets, and enter the Homeport has homes for sale within the PACT STRATEGY SUMMARIES financial mainstream. The program matches neighborhood. Provide programs and services that help PACT- the monthly savings of income eligible families • PNC’s Foundations Checking Program offers area residents to accumulate assets that can build financial security. who are building towards purchasing an asset checking services for people who would not such as buying their first home, paying for otherwise be eligible for banking accounts. The Strategy description post-secondary education, or starting a small account has no balance requirement, and pro- Income is only one measure of whether a house- business. ECDI also provides financial literacy vides ATM access with lower daily point-of-sale hold has achieved financial security. The com- training for program participants. and ATM limits. A key element of Foundations prehensive asset development strategy, which will • The Franklin County EITC Coalition was formed is the financial education component, which provide programs and services to help PACT-area by the Columbus City Council, United Way of teaches the basics of money management. households secure and leverage their income, Central Ohio, and the Franklin County Com- Successful customers can graduate to a stan- includes the following components: (a) asset-de- missioners. A collaboration among dozens of dard checking account after six to 18 months. velopment education and counseling—financial government, non-profit, and business organi- • Apprisen (formerly Consumer Credit Counsel- education, homebuyer education, debt reduction, zations, the coalition raises awareness of the ing) provides credit and debt management, credit repair; (b) financial services—mainstream EITC, provides free tax assistance services at housing counseling, and assistance in making 19 centers in Franklin County, and connects decisions regarding bankruptcy.

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• The Ohio Jump$tart Coalition includes organi- Franklin County Commissioners Lending institutions (Huntington, 5th 3rd, PNC, Chase) zations that work to advance financial literacy Franklin County EITC Coalition among students in pre-kindergarten through National Center for Urban Solutions HandsOn Central Ohio college. Members conduct and/or support Ohio Jump$tart Coalition Homeport financial education and offer financial educa- United Way of Central Ohio tion tools and materials for teachers, youth, Impact Community Action and others. K-12 schools

WORKFORCE AND JOBS STRATEGIES METRICS FOR MEASURING SUCCESS SUCCESS MEASURES INDICATORS/METRICS

Asset development resources and services Short-term outcomes targeted to PACT-area residents. • Comprehensive and coordinated post-secondary education • Increase the number of residents age 18 and over engaged in GED programs and training resources will be available to PACT neighborhood or post-secondary education and training by 20%. Number of previously “unbanked” persons residents, including: a) a workforce training center located in the • Increase the number of PACT residents engaged in work-based learning having access to mainstream bank accounts. neighborhood, b) a workforce bridge program, c) education fee opportunities by 10%. assistance, and d) wraparound support services. Amount of additional EITCs received by PACT • Increase the number of PACT residents/businesses engaged in entrepre- residents • PACT residents will have access to programs that provide linkages neurship programs by 15%. to jobs, including: a) a health and education workforce intermedi- Number of new IDAs and children’s savings ary organization, and b) work-based learning opportunities. • Increase the number of vendor opportunities available to PACT areas businesses by 15%. accounts. • Entrepreneurship services and vendor opportunities will be available to new and existing businesses in the PACT neighborhood. • Increase the number of “unbanked” persons having access to mainstream Number of new homeowners. bank accounts by 10%. • Programs and services will be available to help PACT residents build financial security, including a) asset-development education • Increase the number of eligible PACT residents filing for the EITC by 15%. and counseling, b) financial services, and c) access to public • Increase the number of new IDAs and children’s savings accounts opened by RESOURCES AND ASSETS incentives. PACT residents by 10%. Apprisen Long-term outcomes Churches • Residents of the PACT area attain a post-secondary credential or • Increase the number of adults with a GED or post-secondary degree or degree. credential by 20%. Columbus Urban League • Residents in the PACT area have jobs in with sustainable wages in • Increase in number of PACT adults with full-time employment by 25%. growth industries. Corporation for Enterprise Development • Increase the number of PACT adults living and working in the neighborhood (national asset development program models) • New businesses are established or existing businesses are by 15%. expanded in the PACT neighborhood. • Increase the median household income in the PACT area by 10%. Credit Unions • PACT residents accumulate wealth that contributes to financial • Increase the number of new or expanded businesses in the PACT neighbor- ECDI security. hood by 25%. • Increase the average household wealth in the PACT area by 10%. Employers

81 TRANSFORMATION PLAN STRATEGIES PHYSICAL DEVELOPMENT

Vision renderings

Plan Framework and Phasing TRANSFORMATIVE IDEAS FROM THE • Incentivize public and private investment The following plan framework and phasing is a HOUSING SUBCOMMITTEE > Incentivize Private Investment result of the in-depth residential and retail market The Housing subcommittee, the subcommittee > Support Public Investment analysis; funding feasibility; urban design im- that dealt most closely with the physical redevel- pacts; and community input and participation opment of the planning area, identified the follow- during the ten-month planning process. In order ing core ideas/priorities: to connect key development partners to locations • Develop the capacity, infrastructure & re- across the 800-acre study area, smaller core sources for residents (existing and new) to development areas were identified. Importantly, manage housing change development initiatives were prioritized along key > Establish a “Housing Resource Center” corridors to maximize impacts and highlight revi- > Promote Opportunities for Community Land talization efforts. Infill housing across the plan- and Resource Steward¬ship ning area, however, is also a plan strategy. > Augment the capacity of existing programs and entities

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Multifamily buildings Town houses Institutional Retail Education Preserved Poindexter Village building Existing structure

The Near East Side Master Plan focuses development initiatives along the planning area’s key corridors.

83 TRANSFORMATION PLAN STRATEGIES Taylor Avenue

Area Boundaries: Leonard Avenue on the north, PHASING Broad Street on the south. USES LEVELS (YEARS) COST Mixed-Income Housing (an 60 units 1–3 $7,500,000 Project Description: Taylor Avenue is home to the equal mix of multifamily for two major medical institutions within the study rent and row house for sale) area, University Hospital East (UHE), and Care- A Mixed-Income Housing (an 50 units 5–10 $6,250,000 Point East. In addition, it is the location for East equal mix of multifamily for High School, Isabelle Ridgway senior care center, rent and row house for sale) and the now-vacant Pilgrim Elementary School. Homeowner assistance 40-60 1–5 $500,000 B The Taylor Avenue corridor has been considered forgivable loans C a priority area from the beginning of the planning process, and is the primary target area for UHE Adult education center 35,000gsf 1–3 $4,850,000 to utilize the $10 million in funding for residential, health and wellness, and other development Neighborhood retail center 5,000– 1–3 $500,000 7,500gsf initiatives. PACT, in coordination with UHE, intends to take the lead on multifamily row house devel- Streetscape improvements 2,000 0–2 TBD opments; identify and secure funding for owner to Taylor Avenue Gateways linear feet occupied rehabilitation and mortgage-related for- Multifamily buildings givable loans; the development of a neighborhood Total Investment: $14.75 million Town houses retail center at the intersection of Taylor Avenue Retail Education and Long Streets; and assisting with converting the Development Partner(s): PACT, Ohio State, to-be- Existing structure Pilgrim school site into an adult education center identified developer partners. focused on English as Second Language (ESL), D General Education Diplomas (GED), and bridging Financing Partner(s): Ohio State; Low Income programs to access post-secondary education and Housing Tax Credit (LIHTC) financing; private certified training in allied health professions. financing; City funds; local banks.

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PLAN STRATEGY

New multifamily PLAN STRATEGY housing along Taylor Avenue. Reuse of Pilgrim School Adult The plan calls for up to 34 units of multifamily Education and Workforce housing on the 500 block of Taylor Avenue just north of the Pilgrim school site. These will be high Training Center. quality rental units, which the residential analysis The plan calls for the rehabilitation or redevelopment of the Pilgrim School into an adult educa- identified as the strongest market potential within tion center focused on English as Second Language (ESL), General Education Diplomas (GED), the study area. and certified training in allied health professions.

New multifamily housing will be designed in a manner that ensures it is well-integrated into the neighborhood. The zoning table on page 108 provides further details on recommended level of density.

SKETCH VIEW B : Looking north on Taylor Avenue from Harvard Avenue.

SKETCH VIEW A : Looking north on Taylor Avenue from Emerald Avenue.

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PLAN STRATEGY In addition to new residential housing, the plan Rehabilitation of existing buildings calls for the rehabilitation—when feasible—of existing structures along Taylor Avenue.

SKETCH VIEW C : Looking south on Taylor Avenue at the Taylor Avenue and Mt. Vernon Avenue intersection.

86 TRANSFORMATION PLAN STRATEGIES

PLAN STRATEGY The plan calls for the development of a new retail cluster at the intersection of Taylor Avenue and Long Neighborhood Street. Up to 7,500gsf of new retail will enhance walkability and provide new amenities for residents, employees, and hospital visitors. First floors should be highly transparent, and sufficient space should Retail Center be allowed for outdoor seating. The zoning table on page 108 provides further details.

SKETCH VIEW D : Looking north on Taylor Avenue where it intersects with Long Street.

87 TRANSFORMATION PLAN STRATEGIES Poindexter Village

F Area Boundaries: N. Ohio Avenue on the west, apartment buildings. One hundred and four senior Author Place on the south, Granville Street on the units are already planned in the new development north, and Hughes Street on the east. called Poindexter Place. Former residents of Poin- dexter Village will have first priority to the new units. Project Description: The former Poindexter The site is a strong candidate for a Choice Neigh- Senior Village is a property owned by the Columbus borhoods Implementation (CNI) Grant through the Housing Metropolitan Housing Authority (CMHA). The site U.S. Department of Housing and Urban Devel- Multifamily buildings Town houses is currently vacant but historically consisted of opment (HUD). The CNI program, while highly Institutional 414 units of low income housing. Constructed competitive, awards up to $30 million to support Preserved Poindexter Village building in the 1940s, the property is now the subject of comprehensive neighborhood plans that involve the Existing structure a Section 106 Historic Review process. As part revitalization of a public housing or assisted-housing PHASING of the review, CMHA has agreed to commission site. CMHA, in collaboration with PACT, is submit- USES LEVELS (YRS) a group of local preservationists and architects ting a CNI Grant application in September 2013. Senior housing 104 units 1–2 to study the viability of preservation of up to 10 Mixed-Income Multifamily Up to 200 3-5 buildings. Demolition of the remaining buildings CMHA issued an RFP in the spring of 2013 to Phases Units commenced June 5, 2013. determine the most appropriate developer partner Two-to-three story multifamily for Poindexter Village. After a competitive process, Townhomes (at least 25% of Importantly, the Poindexter Village Site—with its CMHA together with PACT made the decision to total multi-family) central location within the study area—represents partner with McCormack Baron Salazar (MBS). MBS Mixed-Income Multifamily Up to 200 5-7 the single most significant opportunity to develop is one of the nation’s leading developers of eco- Phases Units mixed-income housing. The site is over 23 acres. nomically integrated urban neighborhoods and is Two-to-three story Even with additional uses, including permanent currently involved in several Choice Neighborhoods multifamily Townhomes (at least 25% of green space and day care facilities for both children implementation initiatives. total multi-family) and seniors, the site could support up to 500 units, Intergenerational Day Care 20,000 gsf 1-2 including up to 400 mixed income housing units In addition to the Poindexter redevelopment, the Center with a range of unit sizes in two-to-three story build- plan also calls for the conversion of N. Ohio and Community Green Space 2-3 acres 1-2 ing types, including townhomes and multi-family N. Champion Avenues back into two-way streets. (including Blackberry Commons)

88 TRANSFORMATION PLAN STRATEGIES

Public Housing Replacement: CMHA is commit- include a four-story senior housing and mixed-in- PLAN STRATEGY ted to replacing Poindexter Village’s public housing come, multi-family buildings comprised of two-and- assisted units with a range of housing options that three story apartment buildings and townhomes. Mixed-income afford residents choice and access to strong com- The final configuration will be determined based on munities, including the revitalized Poindexter Village additional community input gathered at community redevelopment community. These choices include apartments in planning workshops and resident focus groups; and of Poindexter the new 104 unit senior building, Poindexter Place; based on physical site constraints. and in mixed-income phases developed on the revi- Village talized Poindexter Village site pending a successful Total Investment: $80+ million The plan calls for the redevelopment or part re- CNI Grant award. The mixed-income developments habilitation / part redevelopment of Poindexter will include public housing assisted units integrated Development Partner(s): CMHA, McCormack Baron Village into a mixed income community of up seamlessly with affordable and market rate hous- Salazar to 500 units, including 104 units of affordable ing. Housing Choice Vouchers will supplement the senior housing. An intergenerational day care newly constructed housing and tenant protection Financing Partner(s): CMHA; HUD (through Choice center and permanent new green space will be included within the development. vouchers will support relocated residents who de- Neighborhoods Implementation funding); Low cide not to return to the redeveloped neighborhood. Income Housing Tax Credit (LIHTC) financing; local banks. Prioritization of former Poindexter Village Resi- dents: From the beginning of the planning process, Implementation: The redevelopment of Poindex- CMHA has remained committed to assuring that ter Village will be a phased redevelopment, and all former residents who are interested in return- initial development is anticipated to occur along ing to Poindexter Village have the opportunity to Champion Avenue. The affordable senior hous- do so. Based on exit interviews, focus groups, and ing development will occur first, with development residential return rates from other housing recon- planned to be underway in 2014. The phasing of SKETCH VIEW structions, it is assumed that up to 50% of former the mixed-income component of the redevelopment F : Looking Poindexter Village residents may be interested in will be contingent in part on the success of receiv- south on Cham- returning, both within the new senior housing and ing a Choice Neighborhoods implementation award. pion Avenue at Granville Street. mixed-income developments. However, CMHA is committed to the redevelopment Union Grove of Poindexter Village and has the capacity to ensure Baptist Church is visible on the left; new mixed- Unit configurations: The new residential units implementation without CN implementation funds. income housing is being proposed on the right. developed on the original Poindexter Village site will

89 TRANSFORMATION PLAN STRATEGIES Mt. Vernon East

USES LEVELS PHASING (YEARS) COST Mixed-income housing 100-125 units 3-10 (earlier if part of $15,600,000 (primarily rental) Choice Neighborhood G Implementation)

Retail 14,000 gsf 3-10 (earlier if part of $1,800,000 Choice Neighborhood Implementation) Multifamily buildings Institutional Preserved Poindexter Town houses Retail Village building Existing structure Potential institutional/municipal 20,000—45,000gsf 1-3 TBD

Area Boundaries: North Ohio on the west, Gra- development area. This is particularly true for Total Investment: $17–$27 million (est.) ham Street on the east the intersection of Champion and Mt. Vernon Avenues, since the plan calls for increasing the Development Partner(s): CMHA and partner if Project Description: The Mt. Vernon East devel- prominence of Champion Avenue as an important part of Choice Neighborhoods Implementation opment area largely consists of vacant commer- north-south corridor. Recommended uses in- grant; PACT as development facilitator; City of cial properties that include the former Carl Brown clude first floor retail surrounding the Mt. Vernon/ Columbus; A commercial developer experienced grocery store and two auto repair shops that have Champion Avenue intersection with two-three in urban retail development. known environmental contamination (brownfield) stories residential (rental) housing above and a issues. Poindexter Tower, a former senior housing mix of multifamily (rental) and limited row houses Financing Partner(s): City of Columbus; HUD; high-rise building, was demolished in December (for sale) along Mt. Vernon Avenue. As future local banks; NMTCs (if viable): Ohio Community 2012. retail projections for the entire study area do not Development Finance Fund, Stonehenge Capital exceed 75,000gsf over a ten-year timeframe, Due to its proximity to Poindexter Village and either the Carl Brown or former Poindexter Tower future Taylor Avenue investments, Mt. Vernon site would also be an ideal location for an institu- East should be considered a high priority re- tional or municipal use.

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PLAN STRATEGY The redevelopment of the Mt. Vernon and Champion Avenue intersection into a Revitalization of retail node with surrounding residential development will support redevelopment efforts planned for Poindexter Village and further enhance Champion Avenue as a Mt. Vernon Avenue East prominent north-south corridor.

SKETCH VIEW G : Looking east along Mt. Vernon Avenue at the Mt. Vernon Avenue and Champion Avenue intersection.

91 TRANSFORMATION PLAN STRATEGIES Mt. Vernon Business District Area Boundaries: Hamilton Street on the west, perception of crime, were also issues voiced by Any future development should be built into the North 21st Street on the east the community. City’s “Urban Commercial Overlay” standards.

Project Description: The Mt. Vernon Business The City of Columbus has invested in streetscape Total Investment: $17 million (est.) District is one of two important historic commer- improvements, specifically around Mt. Vernon cial districts within the study area, and was his- Square. The plan calls for the City to continue to Development Partner(s): Assess development torically a vibrant African-American jazz/cultural invest in streetscape improvements. Additionally, and financing capacity of existing property district. This cultural legacy continues today the Mt. Vernon Business District should be priori- owners under a shared redevelopment vision. with the King Arts Complex, African-American tized for available city funds that can be utilized Additionally, City of Columbus; existing owner or Extension Center, and other institutions. It is also for façade improvements and other uses that new housing developer; commercial developers still a viable commercial district with numerous support retail and small business owners. experienced in urban retail development. independent retail stores. However, the area does suffer from high levels of vacancies and A long-term goal would be the replacement or Financing Partner(s): Private property owners; some retail uses that were not vocally supported significant upgrade of the existing housing de- City of Columbus; local banks. during the planning process. Crime, and the velopment west and north of Mt. Vernon Square.

Multifamily buildings USES LEVELS PHASING (YEARS) COST Town houses Institutional Mixed-income housing 100–125 units 5–10 $15,600,000 Retail (primarily rental) Existing structure Retail 10,000 gsf 3–10 $1,300,000 H Streetscape enhancements NA 2–5 TBD

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PLAN STRATEGY The plan calls for targeted assistance for existing and new retail establishments to further strength- Mt. Vernon en the Mt. Vernon Business District. Long-term planning would call for the redevelopment of the Business District existing housing complex into new mixed-income housing.

SKETCH VIEW H : Looking west on Mt. Vernon Avenue at the Mt. Vernon Avenue and North 20th Street intersection (with downtown Columbus visible in the distance).

93 TRANSFORMATION PLAN STRATEGIES Long Street Business District Area Boundaries: Interstate 71 on the west, greatly enhance the connections to downtown While the investment potential is strong, the cor- North 22nd Street on the east Columbus and will likely spur continued invest- ridor continues to suffer similar issues as the Mt. ment within this area. There are large, develop- Vernon Commercial District, such as high levels Project Description: Anchored by the Lincoln able parcels located within this corridor, and the of retail vacancies and issues related to real and Theatre, the Long Street corridor has seen some respective property owners are currently working perceived crime problems. The City of Columbus of the most significant investment within the together to seek redevelopment opportunities. should continue to work to improve streetscape study area. Of particular note is the Gateway Such collaborative relationships will assist with conditions within this commercial/retail district. Building at 750 Long Street. The highway cap future development. Efforts should be coordinated with future new currently being constructed over Interstate 71 will development initiatives. Additionally, the Long Street District should be prioritized for available city funds that can be utilized for façade improvements and other uses that support retail and small business owners.

Multifamily buildings Total Investment: $15.4 million (est.) I Town houses Retail Existing structure Development Partner(s): Assess development and financing capacity of existing property own- USES LEVELS PHASING (YEARS) COST ers under a shared redevelopment vision. Com- Mixed-income housing 110 units 3–10 $13,800,000 mercial developers experienced in urban retail (primarily rental) and residential development should be identified and encouraged to consider development within Retail 12,000gsf 2–10 $1,600,000 this location. Streetscape enhancements NA 2–5 TBD Financing Partner(s): Property owners; City of Columbus; local banks.

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PLAN STRATEGY The plan calls for continued investment in the Long Street Corridor to build on the success of the Long Street Lincoln District and major investments being made with the Long Street highway cap over Interstate 71. Uses focused on arts and culture will be prioritized for this area. An emphasis is placed on Business District student housing, as a need has been identified for students attending Columbus State Community College and Columbus College of Art and Design.

SKETCH VIEW I : Looking east on Long Street at the Long Street and North Garfield intersection.

95 TRANSFORMATION PLAN STRATEGIES Infill Housing Boundaries: Area-wide increase in home owners within the study area. Local Community Development Corporations, in Project Description: To support investment along coordination with PACT, should take the lead in the corridors and overall study-area revitalization, this initiative. infill housing development should occur across all neighborhoods. Strategic locations include Total Investment: $25–$35 million but are not limited to the NoBo area currently being prioritized by Homeport; northern por- Development Partner(s): Local CDCs includ- tions of Champion Avenue; and areas within 2-3 ing but not limited to: Homeport, Housing Trust blocks of Taylor Avenue. Infill housing should Fund, CPO, East Side Community Development consist of single- and two-family and row house Corporation. type development. Units should be primarily for sale, or they should include a lease-to-own or Financing Partner(s): CDCs; City including CDBG other future ownership opportunity to support an and Home funds, LIHTC, local banks.

PHASING USES LEVELS (YEARS) COST Mixed-income housing (primarily for 250 units 0–10 $25,000,000–$35,000,000 sale)

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PLAN STRATEGY Local CDCs have continued to construct new and rehabilitate existing single family and row houses Infill within the planning area. The plan calls these positive efforts to continue, estimating up to 250 housing new units over the course of the next ten years.

SKETCH VIEW J : A representative sketch of infill housing that reflects the scale and architecture of the Near East Side.

97 TRANSFORMATION PLAN STRATEGIES NEIGHBORHOOD STRATEGIES Overview TRANSFORMATIVE IDEAS FROM THE SAFE, area by providing safe and adequate access to Neighborhood-wide improvements, from safety VIBRANT & ACCESSIBLE NEIGHBORHOODS internal and external community assets. to transportation to streetscape improvements to SUBCOMMITTEE Objectives: new and improved green spaces, are all priorities The Safe, Vibrant & Accessible Neighborhoods > While promoting the use of various modes that need to be addressed for a successful and Subcommittee identified the following core ideas/ of mobility do ensure the safe interaction transformative impact. Initiatives at the neighbor- priorities: between pedestrians, vehicles and bicycles hood level support new development and help • Neighborhood Vibrancy > Ensure the public transportation linkage demonstrate that a comprehensive revitalization Goal: Create a vibrant, destination community of local residents to regional employment strategy is underway. that attracts private investment and visitors centers while respecting the history and residential > Continue to support the walkability of the The strategies for neighborhood improvement are character of the district. area by connecting internal nodes of activity organized into the following categories: Objectives: by enhancing street lighting, sitting areas, • Neighborhood Safety > Develop strategically located active, acces- etc • Urban Design and Character sible business nodes and corridors that > Improve the flow of vehicle traffic by reas- • Public Realm, Green Spaces and Gateways create a since of community cohesiveness sessing the need for traffic control such as • Neighborhood Accessibility and connectivity. signalization and four-way stop signs > Develop a specialize set of targeted eco- > Improve the sightlines at major intersections While the private sector will be involved in some nomic development tools (that are only such as Taylor Ave. and Mt. Vernon Ave. aspects of the neighborhood strategies, much of available within the Project Area) that would > Expose the area to a greater audience by the responsibility will become that of the City of promote the development of a diverse, holding more regional fairs, festivals and Columbus and civic/community-based organiza- mixed used district. cultural events tions. > Create and implement community standards and a “sense of place” that promote • Neighborhood Safety a livable, enjoyable environment. Goal: The perceived and actual safety of the area is critical to the marketing of the area as a • Neighborhood Accessibility neighborhood of choice.1 Goal: To enhance the quality of life for those that live, work, visit and do business within the 1 The subcommittee did not finalize specific goals for Neighborhood Safety.

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Neighborhood Safety c) Promote safety in school. Schools provide an While all neighborhood initiatives were discussed excellent opportunity to teach students about and supported by Near East Side residents, the the negative impact that crime can have on community was most vocal about the need to a neighborhood. Programs can be created improve safety across the neighborhood. They jointly with the Columbus Police Department understood that crime was both a real problem to develop the appropriate programming. The and an issue of perception, but both were nega- National Crime Prevention Council and several tively impacting the neighborhood. other national organizations have developed successful programming that can be adapted Columbus City Police can play an important STRATEGY DESCRIPTIONS to the Near East Side. The resource officers lo- role not just in patrolling the neighborhood but a) Identification of neighborhood patrolling cated at East High in the Resource Unit Office also through neighborhood safety education programs. funding and opportunities. Perhaps the most could be of assistance in determining the best effective effort to improve safety within neigh- approaches. University Wexner Medical Center’s alcohol borhoods is through a funded neighborhood d) Implement community-based programs that and drug addiction treatment services are patrol program that provides for stepped up focus on fostering healthy behaviors between located at Talbot Hall, which is located at UHE. levels of patrol officers within the community. youths, adults, and law enforcement. The Opportunities should be explored to identify Similar programs in Philadelphia and in the Columbus Police Department, through their how UHE can further assist residents within Weinland Park neighborhood in Columbus have Community Liaison Officers, have already the Near East Side. Additionally, the Ohio demonstrated the success of such programs. developed outreach programming to educate Department of Alcohol and Drug Addiction b) Church- & nonprofit-led neighborhood crime communities on the positive role that law en- Services have programming and offers grant watch and walks. There are approximately 40 forcement has within a neighborhood, and how funding opportunities. churches and over 20 nonprofit organizations important it is to develop trusting and transpar- SAFETY RESOURCES located within the planning area. During the ent relationship between the police officers and planning phase, a breakfast was held for the residents. Active programs should continue Columbus City Police Department clergy members, and interest was expressed in and new ones identified to continue this effort. National Crime Prevention Council working together to assist with crime preven- e) Promote alcohol and drug awareness pro- National Institute for Justice tion. Neighborhood crime watches are not only gramming targeting youth and young adults. USAonWatch.Org effective in decreasing illegal activity, they also The promotion of alcohol and drug awareness Ohio Department of Alcohol and Drug Addiction serve as a means for different organizations to is a critical component in the creation of a safe Services bond together through a shared service. and healthy neighborhood. The Ohio State Ohio State University Hospital East

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Urban Design and Character While the Near East Side shares many characteristics across the 800 acre planning area, urban design and character will vary consider- ably depending on the location and revitalization goals. The following table provides a description of the unique character and design guidelines for the proposed core development areas within the Near East Side. Preservation and rehabilitation of existing historic buildings will help the Near East Side maintain its unique character.

DEVELOPMENT AREA CHARACTER DESIGN GUIDELINES Taylor Avenue • Maintain mixed-use aspect • Maintain historic residential densities on 200-400 blocks; buildings • Encourage rehabilitation of existing brick up to 3 stories buildings and row houses to maintain his- • Increase density with multifamily development on 500 block; build- toric character ings up to 4 stories • Setback: 10’ • New building types: multifamily, single, two-family, row houses • Preservation of historic brick structures if feasible

Poindexter Village • Mixed-income, multifamily rental housing • Three—five story buildings with supportive service buildings • Setback: 0-10’ • Building types: multifamily for rent

Broad Street • Maintain medium to high density, mixed- • Urban Commercial Overlay Standards apply use aspect • Medium to high density • New buildings up to 5 stories • Maintain historic setback

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DEVELOPMENT AREA CHARACTER DESIGN GUIDELINES Mt. Vernon East • Mixed-use new development with first floor • Urban Commercial Overlay Standards apply retail and residential above • Medium to high density • Mixed-income housing including multifam- • Up to five story buildings ily, row houses. • Setback: 0’ for any commercial/retail and multifamily; 0-10’ for row houses • New building types: Commercial, office, mixed-use, multifamily, row houses • Retail uses on first floor where applicable

Mt. Vernon Business • Maintain existing and historic mixed-use • Urban Commercial Overlay Standards apply District character of business district • Medium to high density • Up to five story buildings • Setback: 0’ for any commercial/retail and multifamily • New building types: Commercial, office, mixed-use, multifamily • Retail uses on first floor where applicable

Long Street • Maintain existing and historic mixed-use • Urban Commercial Overlay Standards apply character of business district • Medium to high density • Up to five story buildings • Setback: 0’ for any commercial/retail and multifamily • New building types: Commercial, office, mixed-use, multifamily, row houses • Retail uses on first floor where applicable

Interior • The interior neighborhoods will remain • Maintain low-density—up to three stories Neighborhoods primarily low-density residential. New • Setback: 10’ development should match the scale of • New building types: single, two-family, row houses existing structures. Preservation of existing • Priority to preservation of historic brick structures structures—especially brick and masonry • Priority to infill housing over retail or commercial uses buildings—is a priority

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Public Realm, Green Spaces, provements as new development occurs within businesses, and other concerned organiza- and Gateways Mt. Vernon Avenue and Long Street. tions to develop guidelines consistent with the The Near East Side has several existing promi- • Improve walkability on key corridors. Taylor City’s screening standards. nent public spaces, and more are being pro- Avenue, Champion Avenue, Mt. Vernon Av- posed within this plan. These areas where the enue, Long Street. GREEN SPACES community gathers, be it Mayme Moore Park for • Encourage public art. Site and install public With the noted exception of Mayme Moore Park, Summer Thursday Jazz events or on Long Street art by local and nationally recognized artists. the majority of existing green spaces are as- surrounding the Lincoln theatre. The sidewalks, Encourage efforts similar in scale to the Art sociated with the City’s public schools and are lighting, benches and other furnishings, and even Wall pro- oriented toward athletic programs. These green the streets themselves all contribute to creating a posed for spaces should be continued to be maintained, welcoming and attractive place. the I-71 cap. and opportunities for enhanced community use Work with should be explored. PUBLIC REALM the King Arts The following strategies for improvement should Complex Several new green space initiatives are being be prioritized first within the existing commercial and other proposed with this plan. These include: areas on Mt. Vernon Avenue and Long Street as Displays of public art, includ- art-focused • Pilgrim School green space. As part of the well as the planned Neighborhood Retail Cen- ing murals and sculptures, organizations redevelopment of the Pilgrim School site, the ter at Taylor Avenue and Long Street. It should should be encouraged within to identify southwest corner of the property will be con- the public spaces of the Near be noted that the City of Columbus has already East Side. artists and verted to park space oriented towards younger made substantial investments in improving both funding. children. Mt. Vernon Avenue and Long Streets, and the • Consolidate utility lines. Within commercial • Blackberry Commons. To commemorate the effects have made a positive difference. These areas, gather overhead lines on one side of the history and importance of Poindexter Village— efforts should be continued and expanded. street to reduce their negative impact. Wherev- and the land on which it was built—to the • Improve lighting. Upgrade street lights and er possible as part of new development, move African American community of Columbus, lighting in open spaces, paying attention to lines underground. a two acre park will be created on the former both security and the aesthetic quality of fix- • Screen parking lots. Parking lots (or parking Champion Middle School Site. tures. structures) should not be directly visible from • Community gardens and urban farm lots. • Sidewalk improvements. Continue sidewalk sidewalks and streets. Model screening guide- The plan supports the creation of community improvements within existing commercial lines on existing provisions for downtown, but gardens and working urban farm initiatives on areas; prioritize assistance with sidewalk im- work with existing property owners, churches,

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vacant properties that are not likely sites for near- or mid-term development opportunities. • Develop linkages. The planning area is sur- rounded by Franklin Park, Nelson Park, bike 670 and walking trails. A community group should be organized to come up with recommendations and funding opportunities to create better walking and biking connections to these

locations. 71

GATEWAYS Gateways provide the first impression to resi- MT. VERNON AVENUE dents and visitors alike, and they can provide an opportunity to help define the character of the neighborhood or area. They shape the public per- TAYLOR AVENUE

WOODLAND AVENUE ception in terms of an area’s safety, walkability, and vitality, and they can be used to indicate the E. LONG STREET N. CHAMPION AVENUE prominent land use, signifying whether it is com- New proposed parks School/recreational mercial or residential. green space

BROAD STREET Potential locations for future green space Significant Gateway improvements are already Existing parks underway with the Long Street cap over Inter- state 71. Improvements will include an art wall that commemorates the cultural history of the Near East Side and will also celebrate the re- emergence of Long Street as a vibrant arts and entertainment district. The reconstruction of the Spring Street bridge will also provide for gateway improvements to the northern part of the planning area.

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Neighborhood Accessibility Improving access, both within the neighborhood as well as to downtown and the surrounding areas, supports redevelopment initiatives, particularly those occurring along the main corridors. The Near East Side access is primarily auto-focused, and yet a large percent of residents do not own a vehicle (45%). While residents commented that bus access was adequate, improving the bus system was nonetheless a priority. An artist rendering of the Long Street cap currently under construction As new development occurs on the Near East Side, the following access initiatives should take New Gateway improvements being proposed are place. While all modes of connectivity need to be focused on the Taylor Avenue corridor, at both emphasized, additional attention should be given Broad Street and Leonard Avenue. The Broad to improving the current pedestrian and bicycling Street gateway improvements will be made on conditions. four blocks north to Hawthorne Avenue and • Work with Ohio Department of Transporta- should coincide with the development of the tion to improve bus routes and frequency of neighborhood retail center at Long Street and service. Taylor Avenue. The Leonard Avenue gateway • Develop a more efficient street grid improvements will be made on two blocks south > Align Champion Avenue and Mt. Vernon to Maryland Avenue. Avenue intersection > Align Champion Avenue and Broad Street In total, 1,500–2,000 linear feet of streetscape intersection improvements that include: > Consider aligning • New curbing and sidewalks • Return street grid to previous traffic flow pat- • Planted median strip terns • Higher quality lighting fixtures > Convert North Champion Avenue/Governors • Street trees Place and North Ohio Street to two-way • Sustainable storm water infrastructure streets

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• Initiate traffic calming on Taylor Avenue; Champion Avenue NEIGHBORHOOD ACCESSIBILITY Improve bicycle access > Consider traffic calming measures on other Improve connections to downtown 670 corridors Align intersections on N. Champion Avenue • Connected bike network Priority areas for initiatives that > Improve biking conditions on main corridors improve walkability > Promote connections to city-wide bike system > Connect to I-670 bikeway 71 • Address issues that discourage walking > Focus on safety and access

> Improve pedestrian conditions at major MT. VERNON AVENUE intersections > Use pedestrian and multimodal level-of-

TAYLOR AVENUE

service measures to support development WOODLAND AVENUE initiatives at: E. LONG STREET • Taylor Avenue and Long Street N. CHAMPION AVENUE • Champion Avenue where it intersects with Mt. Vernon Avenue, Long Street, and Broad Street BROAD STREET • Key intersections within the Mt Vernon commercial district and Long Street entertainment district • Improve walkability between the Long Street entertainment district and the King Arts Com- plex

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Connecting Residents to to determine locations for new stores, this may a high quality grocer unless a location can be Healthy Food become a longer-term goal unless it can be determined that can also attract the 20,000+ GROCERY STORE advanced with the right approach to development daily commuters traveling east from downtown The number one priority voiced by the commu- and incentives. A standard 40,000 square-foot Columbus.2 A second alternative may be to work nity and supported by the planning team was will require at least 5,000 households. Even with 2 *The draft Blueprint recommended a city-owned surface parking lot along the need for a high quality grocery store. Based a projected future household base of 4,000, Broad Street at Champion Avenue as an ideal, market-supportable location. on the market considerations that retailers use the Near East Side will have difficulty attracting Due to significant public opposition and to comply with the 2005 Near East Area Plan, this specific location recommendation has been omitted from the final Blueprint Plan

Any proposed development should be designed in a manner that supports walkability and contributes to the urban-neighborhood characteristics of the Near East Side. Locating a high quality grocery store in the Near East Side was the highest-ranked community priority.

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to attract a small-format grocery store in the 5,000–10,000 square-foot range can be supported by a minimum of 2,000 households within the surrounding area.

In addition to taking advantage of daily commuters, several strategies exist to facilitate attracting a grocer interested to the Near East Side. Choos- ing a site that can be marketed to multiple communities such as Downtown and Olde Town East could enlarge the market area for a grocer. Offer- ing incentives such as reduced cost land or tax abatements for a limited time could also increase the attractiveness for a grocer, but the risks that could accompany such a strategy would require careful consideration. Community gardens can turn vacant parcels into highly positive community assets.

COMMUNITY GARDENING into neighborhood assets growing fresh food for Community gardens offer a shorter-term, lower- residents, which would build a sense of owner- cost way to provide some of the fresh food resi- ship and pride within the community. Churches dents desire from a grocer. Recommendations for and other neighborhood organizations could lead the Poindexter Village site include a community in the development and operations of these facili- garden. Across the study area are numerous ties. These low-cost initiatives can yield signifi- vacant parcels that could be utilized on either a cant results in terms of community involvement, short- or long-term basis for community garden- resident health, and neighborhood aesthetics. ing. Newer methods of gardening including straw Fresh food can be grown and harvested on land bale planters allow for seasonal use that can be that was previously an eyesore and then distrib- easily maintained and removed if a higher and uted or sold to neighbors. better use is determined for a particular location. These currently vacant lots could be transformed

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Zoning Recommendations The development recommendations included classifications already established by the city of within this plan will likely require recommen- Columbus, the following considerations should be dations for zoning revisions. Based on zoning made.

DENSITY (DWELLINGS CLASSIFICATION PER ACRE) DESCRIPTION APPLICABLE LOCATION Medium-density 6-10 This classification includes single-family houses, duplexes, and townhouses. Taylor Avenue (500 block) Mixed Residential New development should reinforce the existing pattern and type of residential construction in the neighborhood. Somewhat higher densities and multistory buildings of more than four units may be considered for areas that sit immediately adjacent to a primary corridor, but proposals for multifamily development in these areas must demonstrate that they will not adversely impact the existing development pattern. Existing commercial, light-industrial, and institutional uses are recognized and supported but are limited to existing footprints and must comply with zoning and other regulations.

Neighborhood 16-45 This classification encourages mixed uses at the neighborhood level. These Mt. Vernon Avenue East, Long Mixed Use areas contain multiple functions and act as local centers of economic activity. Street, Champion Avenue Examples include smaller-scale retail, office, institutional or mixed uses built to Urban Commercial Overlay design standards. Neighborhood commercial uses should be located at key intersections and nodes. Residential units should be located either above and/or next to the commercial, office or institutional uses.

Urban Mixed Use 45 or higher This classification encourages mixed uses at the regional level, including larger Mt. Vernon Avenue Business mixed-use development, residential, retail and office uses. Residential units are District located either above and/or next to the commercial, office, or institutional uses in multistory buildings.

Parks and N/A Integrate parks into residential neighborhoods where possible. Parks are either All areas Recreation publicly or privately owned recreational facilities and include golf courses.

108 Transformative Change: Implementation Matrix The implementation matrix outlines each initiative in the Blueprint for Community Investment, and uses the Blueprint framework of People, Housing, and Neighborhood. These initiatives emerged from the subcommittee recommendations, stakeholder input, and a review of best practices in peer cities—many of which have directly involved members of the planning team.

The matrix identifies a key partner for each initiative. For example, Ohio State will act as the key partner for housing initiatives that its dedicated housing fund supports, and CMHA will act as the key partner for redeveloping Poindexter Village. The City will take primarily responsibility for investments in streetscape, transportation, and infrastructure. PACT’s role will vary, ranging from full implementation responsibility for some initiatives to advocacy, depending on how well each initiative matches PACT’s capacity. Regardless of its responsibility for any one initiative, PACT will focus on full implementation of the entire Blueprint.

109 110 TRANSFORMATIVE CHANGE: IMPLEMENTATION MATRIX

INITIATIVE ACTION STEPS POTENTIAL PARTNERS TIMEFRAME u AREA-WIDE Pilgrim School Site—Allied Health Education Center and > Initiate building study to determine viability of reuse > Columbus City Schools (CCS) 1–5 years Mixed Use versus new construction. > Columbus State Community Rehabilitate or build new on the footprint of the existing Pilgrim > Negotiate long-term site use agreement with CCS. College (CSCC) EDUCATION

People School and convert it to an adult education center focused on > Identify end user and program (Ohio State or affiliate). > Health providers ESL, GED, and certified training in allied health professions. > PACT > Early childcare providers Strong Early Childhood Education and Development System > Work with local partners to focus services in the PACT > United Way of Central Ohio 1–2 years Increase the number of Step Up to Quality early learning neighborhood. > Columbus Early Learning sites in the neighborhood and expand parent education and > PACT assists with staff support and potential in-kind Centers engagement programs, including in-home services. services to initiate project. PACT Education Dashboard > Work with schools and the community to identify which > Learning Circle 2–3 years Develop a data-sharing system that enables educators and metrics should be measured to determine success. > Columbus City Schools service providers to share child/ student data to align and > PACT target academic and socio-emotional interventions. > Ohio State

Health Sciences Academies PACT staff identifies local or national models to replicate > Ohio State Wexner Medical 1 year Transform the East High feeder pattern (grades 6-12) into a and prepares a proposal for the Ohio State Health Sciences Center health sciences feeder pattern, using a cohort model similar to deans and CCS to review. After the concept is approved, > CCS that at the Metro School, and create linkages to postsecondary consider: education and career/technical training. > policy and governance > common core curriculum > family and community engagement Family and Community Engagement PACT and CCS work together to assess and implement as 1–2 years Create opportunities for families and the community to be applicable these community-engagement activities: engaged with schools. Locating activities and resources in > Community engagement committee schools that make the school a community center. > Human service resource guide > Neighborhood survey > Resident activities within school buildings

111 TRANSFORMATIVE CHANGE: IMPLEMENTATION MATRIX

INITIATIVE ACTION STEPS POTENTIAL PARTNERS TIMEFRAME Post-Secondary Success Work with local partners to identify existing programs/ > CCS 1–2 years Establish programs based on best practices that reduce resources and gaps and determine appropriate strategies > Private and charter schools remediation and support post-secondary success for PACT for the PACT neighborhood. > CSCC residents, such as: > Ohio State

EDUCATION > High school remediation reduction > Human service providers People > Early college coursework > I Know I Can > Remediation integrated with technical training > Columbus Urban League > Short-term bridge programs > ABLE providers > Wraparound services u MT. VERNON AVENUE Transitional Jobs Program Work with local partners to: > Workforce Intermediary 1–2 years Establish a program that seeks to overcome employment > Assess best practices, existing local programs, and > CSCC barriers and help people with labor-market barriers to make the gaps. > COWIC transition to work through paid, short-term employment that > Determine the most effective model. > FCDJFS combines real work, skill development and supportive services. > Promote and facilitate implementation. > Columbus Chamber > Ohio Dev. Services Agency Entrepreneurship Work with local partners to develop a place-based > ECDI 1–3 years Provide entrepreneurship services (training, capital, entrepreneurship program in the PACT area. > Columbus Chamber infrastructure, space) to enable PACT-area businesses to grow > Columbus Urban League and new businesses to start up in the neighborhood. > City of Columbus > Lenders > Local businesses u AREA-WIDE Workforce Intermediary Work with local partners to: 1 year WORKFORCE DEVELOPMENT/ JOB CREATION Establish a PACT workforce-intermediary organization to link > Assess best practices, existing local programs, and workers, employers, and education providers, with a focus gaps. on low-income and less-skilled job seekers, and to support > Determine the most effective model. the neighborhood’s workforce and economic-development > Promote and facilitate implementation. strategies. Career Pathways > Create pathways (or make use of existing pathways) for > Workforce Intermediary 1–2 years Determine the career pathways for in-demand occupations high-demand occupations. > CSCC (health, social services, education, logistics) in the PACT > Identify gaps. > Ohio State/Ohio State Medical neighborhood and central Ohio and align education and > Work to align PACT-area education programs (from K-12 Center training to address the skills needs of employers. through college) with these occupations. > CCS > K-12 schools > Employers

112 TRANSFORMATIVE CHANGE: IMPLEMENTATION MATRIX

INITIATIVE ACTION STEPS POTENTIAL PARTNERS TIMEFRAME Asset Development Training and Services > Target existing programs to the PACT neighborhood. > ECDI 1 year Provide asset-development training and services for PACT-area > Provide new services where gaps exist. > Homeport residents, including financial literacy, homebuyer education, > United Way of Central Ohio EITC assistance,and individual development accounts. > Apprisen > Lenders People > K-12 schools Banking Services > Assess best practices, existing local programs, and > Banks 1–2 years

ASSET DEVELOPMENT Enable unbanked residents of the PACT neighborhood to gaps. > Corporation for Enterprise establish mainstream banking accounts, IDAs, and children’s > Determine the most effective model. Development saving accounts in local lending institutions. > Promote and facilitate implementation. > Human services providers Employer-Assisted Housing Work with local partners to: > Homeport 1–2 years Encourage employees of major PACT-area employers to live > Assess best practices, existing local programs, and > Lenders in the neighborhood as well by providing incentives (down- gaps. > City of Columbus payment assistance, affordable financing) for home ownership. > Determine the most effective model. > Promote and facilitate implementation. u POINDEXTER VILLAGE Intergenerational Day Care Center > Finalize a business plan. > The Ohio State University 1–2 years Create a new model that combines child care and adult day > Identify and develop funding strategy. > National Church Residences care. Initiative to be led by Ohio State Office of Geriatric and > Secure a lease with CMHA. > CMHA Gerontology in partnership with Columbus Early Learning > Explore collaborative initiatives with CMHA senior Centers (CELC)and assisted by CMHA through leasing and housing development, Poindexter Place. renovation of existing Community Center.

HEALTH & WELLNESS HEALTH u TAYLOR AVENUE OSU College of Nursing Work with Ohio State College of Nursing to create best 1–2 years Ohio State Medical Center will continue to work with Ohio State facility to serve community. Nursing School to locate an educational and care unit inside of East High School or in another appropriate location. AREA-WIDE Community Health Collaboration and Needs Assessment Work with Ohio State to: > Wward YMCA 1–3 years Advocacy groups to work toward the common goal of directing > Form a leadership committee. > OSU Wexner Medical Center effort and money at key health and wellness objectives such > Create a plan of action and objectives. > Columbus Public Health as transportation to medical facilities, healthy lunches > Set meeting of advocacy groups. for students, community health negotiators, and resource > Determine how to leverage effort and money to create information centers. short- and long-term results within the community. Urban Farm/ Farmers Market Work with local organizations to establish a community- 2–4 years Explore the location and creation of a working urban farm and based committee to plan, fund and implement an urban farmers market within the community. farm and co-op.

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INITIATIVE ACTION STEPS POTENTIAL PARTNERS TIMEFRAME u TAYLOR AVENUE Townhouse or Multifamily Development on the 500 Block of Work with the City of Columbus to: > City of Columbus 1–2 years Taylor Avenue > Acquire control of the site. > Ohio State Redevelop the City-owned parcels on the east side of the 500 > Acquire adjacent parcels as possible. > PACT block of Taylor to create 16–24 new units of housing (20% > Identify a partner developer. Housing affordable) and improve the physical environment between > Determine appropriate mix of market-rate, affordable CarePoint East and the Pilgrim School site. (20% affordable recommended). Strategic Site Acquisition PACT to: > PACT 1–2 years Purchase identified “opportunity sites” as they become > Monitor site-acquisition opportunities. > City of Columbus available through sale, tax delinquency, and/or foreclosure. > Use the housing fund to acquire targeted properties at > Franklin County Landbank reasonable costs. > Based on current condition and development initiatives: • Transfer site ownership to partner developer for rehab/new construction. • Sell to owner-occupants via employee homeowner- assistance program. • Transfer to county land bank for future opportunity. > Use for Ohio State-related purpose (offices, health access programs, etc.). Rehabilitation of Small Retail Node and Rowhouses at Mt. PACT to: > PACT 2–5 years Vernon And Taylor > Acquire control of available and affordable parcels. > City of Columbus Pending reasonable acquisition costs, acquire and bundle as a > Identify a partner developer. > Local CDCs single development initiative the properties at the intersection > Determine appropriate mix of market-rate, affordable of Mt. Vernon and Taylor Avenue and six rowhouses directly to (20% affordable recommended). the south. Give priority to rehabilitation over demolition and new construction.

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INITIATIVE ACTION STEPS POTENTIAL PARTNERS TIMEFRAME Expanded Housing Strategy Up to 3 Blocks From Taylor PACT to: > Local CDCs 2–5 years Avenue > Monitor site-acquisition opportunities. > Ohio State As viable Taylor Avenue sites are developed, use part of > Use housing fund to acquire targeted properties at > PACT remaining Ohio State housing funding to attract other housing reasonable costs. funding to rehabilitate and create new housing within two to > Based on current condition and development initiatives: three blocks of Taylor Avenue on both sides. • Transfer site ownership to partner developer for Housing rehab/new construction. • Sell to owner-occupants via employee homeowner- assistance program. • Transfer to county land bank for future opportunity. > Use for Ohio State-related purpose (offices, health access programs, etc.). Home-Ownership Incentive Program PACT to: > Ohio State 1–5 years Use up to $500,000 of Ohio State housing funds to assist > Create incentive program modeled on Campus Partners > Homeport qualifying home owners with home purchases in the Taylor program. > PACT Avenue corridor. > Increase incentive to $5,000–$8,000 (Campus Partners > Lenders or baking institutions = $3,000). u POINDEXTER VILLAGE Senior Housing CMHA to: > CMHA 1–2 years Create 104 units of affordable senior housing on the current > Continue to work with contracted architect and the Poindexter Village site. Blueprint planning team to determine the most appropriate site location and building layout. > Complete LIHTC application process. > Explore collaborative partnership opportunities with the Isabelle Ridgeway Center and Ohio State East.

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INITIATIVE ACTION STEPS POTENTIAL PARTNERS TIMEFRAME Mixed-Income Redevelopment of Poindexter Site CMHA to: > CMHA 1–2 years: Maintain commitment to submit Choice Neighborhood > Complete the 106 review process with supported > McCormack Baron Salazaar application Implementation (CNI) application that will seek to develop new memorandum of agreement (MOA). > Urban Design Associates 2–5 years: site mixed-income housing units on the former site of Poindexter > Finalize a redevelopment concept plan for up to 600 > Urban Strategies redevelopment Village. housing units, including affordable senior housing. > Ohio Housing Finance Agency > Identify a developer partner. (OHFA) Housing > Determine potential uses of CNI funding to support neighborhood initiatives and human services. > Gain commitments from the City to support CNI application. > Identify and confirm support of key partners, including Ohio State. u LONG STREET CORE DEVELOPMENT AREA Student Housing Development PACT to: > Homeport 2–5 years Encourage the development of housing targeted toward > Engage Columbus State and CCAD to support student > Local CDCs students on parcel(s) near the Lincoln Theatre site to create housing initiatives along Long Street. > Local universities greater vibrancy and support for area retail. > Assist with the identification of an appropriate developer. u AREA-WIDE Area-Wide Housing Initiative PACT to: > Local CDCs 2–10 years PACT will establish partnerships with local CDCs and > Identify local CDC partners and assess needs. developers to create ownership and rental housing. > Focus on creating housing opportunities that align with other Blueprint implementation initiatives.

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INITIATIVE ACTION STEPS POTENTIAL PARTNERS TIMEFRAME u TAYLOR AVENUE CORE DEVELOPMENT AREA Development of a Neighborhood Retail Center (Option A) Ohio State to: 1–2 years Develop the parking lot at the northwest corner of Taylor Avenue > Determine land value and assess hospital parking and Long Street into a neighborhood retail center with up two, requirement. 7,500GSF, one-story retail establishments facing Taylor Avenue; > Assist with development of a project pro forma; new a 40,000GSF quality grocery store; and approximately 120 market tax-credit financing. parking spaces. Neighborhood Services Development, Including Library and > Determine land value and assess hospital parking > Ohio State 1–2 years Service Retail (Option B) requirement.

NEIGHBORHOOD RETAIL > Columbus Metropolitan

Neighborhood Develop the parking lot at the northwest corner of Taylor Avenue > Work with city to include infrastructure improvements Libraries and Long Street into a neighborhood services center that calls in future capital improvements budget to fund Taylor for up to 5,000GSF of retail and a new library facing Long Avenue improvements. Street. > Assist with development of a project pro forma; new market tax-credit financing. u MT. VERNON AVENUE CORE DEVELOPMENT AREA Small Business Assistance Program PACT to: 1–2 years Identify new opportunities to increase funding for existing > Work with the City to research new grant opportunities. retail/commercial ventures. > Assist with grant-writing efforts. Mixed-Use Building at Southwest Corner of Champion and Mt. City to: 2–5 years Vernon > Work with PACT/CMHA to determine highest and best use City-owned, former senior housing site (description pending) of site Mixed-Income Housing PACT and CMHA to: > Local CDCs 2–5 years Promote development of mixed-income housing on vacant > Actively promote redevelopment initiatives within the Mt. and underutilized sites, both former residential and retail/ Vernon corridor that emphasize mixed-income housing. commercial. > Prioritize redevelopment efforts at the Champion/Mt. Vernon intersection. > Pending availability, target Ohio State housing funds to leverage development efforts of partner CDCs (maximum $25,000 leverage per unit).

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INITIATIVE ACTION STEPS POTENTIAL PARTNERS TIMEFRAME u TAYLOR AVENUE CORE DEVELOPMENT AREA Pilgrim School Site Green Space > Work with CCS to reserve a portion of the site for future > Lenders 1–2 years As part of site redevelopment, design and build a small use as a neighborhood “tot lot” or similar type of > OSU neighborhood green space targeted toward younger residents. playground. > CCS > Identify funding sources for playground development

GREEN SPACES and equipment. > Gain commitment from the City to assist with site- preparation work. u POINDEXTER VILLAGE CORE DEVELOPMENT AREA Neighborhood Poindexter Green Axis > CMHA: Integrate the green axis into the design of the 1–2 years Create a green axis between University Hospital East and Poindexter redevelopment Champion Middle School that aligns with Metro Avenue and > Ohio State: Integrate the green axis into any preserves as many historic trees as possible. redevelopment plans in the area > City: Integrate the green axis into area-wide open-space network strategies u AREA-WIDE Integrated Open Space Network City/PACT to initiate a neighborhood-wide greenspace/ 2–5 years Interconnect and expand neighborhood parks and open spaces openspace network study that addresses: into a walkable network. > New open space opportunities on the northeast corner of the East High School parking lot. > Other possible open spaces connected with existing parks into a walkable open space network.

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INITIATIVE ACTION STEPS POTENTIAL PARTNERS TIMEFRAME u TAYLOR AVENUE CORE DEVELOPMENT AREA Walkable Taylor Avenue > PACT/City: Identify high-priority areas for possible 1–2 years Improve sidewalks, crosswalks, and the pedestrian environment sidewalk and crosswalk improvements corridor-wide. along Taylor Avenue. > Ohio State: Explore landscape improvements along the hospital frontage. > City: Establish a TIF district to fund improvements along Taylor Avenue between Ohio State East and Broad Street. > City: Designate partial TIF funding for median and street-infrastructure improvements between Hawthorne Avenue and Broad Street. Neighborhood > City: Designate partial TIF funding for a compact public open space on the northwest corner of the East H.S. parking lot. URBAN DESIGN AND CHARACTER u MT. VERNON AVENUE CORE DEVELOPMENT AREA Walkable Mt. Vernon Avenue City to initiate a transportation study to explore 1–2 years Improve sidewalks and crosswalks along Mt. Vernon Avenue. improvements for the intersection with Taylor Avenue. u LONG STREET CORE DEVELOPMENT AREA Walkable Long Street City to initiate a transportation study to explore improvements for 1–2 years Improve sidewalks and crosswalks along Long Street. the intersection with Taylor Avenue. u POINDEXTER VILLAGE CORE DEVELOPMENT AREA Walkable Champion Avenue > CMHA to include a streetscape-improvement strategy 1–2 years Improve sidewalks and crosswalks along Champion Avenue. with the redevelopment of Poindexter that corresponds to/integrates with surrounding streetscape efforts. > City to initiate a transportation study identifying possible sidewalk and crosswalk improvements corridor- wide, with special emphasis on the intersections with Mt Vernon Avenue and Long Street. u AREA-WIDE Walkable Network of Streets PACT to partner with City to develop study that identified Identify critical areas for improvements in sidewalks and and prioritizes sidewalk and crosswalk improvements crosswalks; improvements in the pedestrian environment; and connections throughout the neighborhood. Preserve Neighborhood Character PACT to recommend that future development be guided by 1–2 years Ensure that new development complements the neighborhood’s the design guidelines from the Near East Area Plan and the existing character. City’s Planning Division Planning Guide

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INITIATIVE ACTION STEPS POTENTIAL PARTNERS TIMEFRAME u POINDEXTER VILLAGE CORE DEVELOPMENT AREA Efficient Street Grid City to initiate a traffic study to explore: 1–2 years Study possible street adjustments and additions to improve > Aligning Champion at Mt. Vernon. auto and pedestrian circulation. > Converting Champion to two-way. > Converting other one-way pairs into two-way streets. > Connecting streets with new segments to promote a

TRANSPORTATION more walkable street grid. Safe, Comfortable, and Effective Transit City to identify opportunities to improve transit service and 1–2 years Strengthen transit connections and improve transit facilities. enhance bus stops and shelters. Neighborhood Connected Bike Network City to initiate a study to help establish a network of bike 1–2 years Strengthen transit connections and improve transit facilities. connections to schools, parks, the I-670 Bikeway, and other potential and existing bike facilities in the area. u POINDEXTER VILLAGE CORE DEVELOPMENT AREA Poindexter Stormwater Management CMHA to include a stormwater-management strategy as 2–5 years Integrate stormwater-management systems into Poindexter part of Poindexter redevelopment, integrating passive redevelopment. technologies and techniques to minimize run-off and reduce pressure on surrounding infrastructure. Integrate Neighborhood Infrastructure Needs City to assess area infrastructure plans and needs and 2–5 years

INFRASTRUCTURE Consider integrating planned or needed water/sewer consider integrating any needed or planned neighborhood- improvements into the Poindexter redevelopment. serving improvements or new facilities into the Poindexter redevelopment project. u AREA-WIDE Neighborhood Stormwater Management City to encourage responsible and sustainable stormwater- 1–2 years Improve storm water management area-wide. management strategies as an integral part of future redevelopment throughout the planning area. Address Overhead Power Lines > On a site-by-site basis, City to encourage burying 2–5 years Consider burying or rerouting overhead power lines within key or relocating overhead power lines as part of future commercial/retail areas. redevelopment to reduce their visibility. > CMHA to include a utility-management plan with Poindexter redevelopment to minimize overhead utility lines’ negative visual impact.

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Next Steps Thanks to significant community engagement (Ohio 501(c)(3)) governed by a board of direc- structure; however, as new partners identify during two years of planning, PACT now has a tors consisting of the founding partners, com- areas and projects for investment, PACT will Blueprint for Community Investment for how it munity members, and other supporters of PACT. provide support to and work with the partners to can most effectively impact the Near East Side In addition to the new governing board, the coordinate the investments. Moving forward, all neighborhood. To facilitate the implementation organizational structure of PACT will be adjusted of the founding PACT partners will continue to of this Blueprint, the governance and organiza- to support the planning and coordinating efforts identify opportunities and needs within the Near tional structure of PACT has been examined and that the entity will continue to pursue on the East Side neighborhood, using this Blueprint as redesigned. Near East Side. a guide.

With a focus on the upcoming implementation Initial financial support for PACT over the next and coordination roles of PACT, the organization five years will include the fixed administrative will be restructured as a non-profit corporation costs necessary to support the organizational

On February 1st, the Ohio State University Board of Trustees unanimously approved the transition of PACT from that of a planning organization to a not- for-profit community development corporation with the capability to implement the plan initiatives.

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