LC2 Fellows
Summary Report June 2015
Design Services Provided by: BIALOSKY + PARTNERS ARCHITECTS Abstract LC2 Fellows, a program of the Cleveland Leadership Center, undertook the initiative to envision the possible redevelopment and reuse of Collinwood High School. In support of their vision, this year’s LC2 Fellows sought to create a catalytic process of revitalizing the South Collinwood neighborhood. The presenting challenge of Collinwood High School is its significant emotional and historical value juxtaposed by its current unsustainable operational model to the Cleveland Metropolitan School District.
LC2 Fellows, a group of 26 individuals representing a cross-section of our community’s leaders, considered multiple repurposing strategies during its review process. In each case, significant obstacles were discovered that presented near insurmountable challenges.
2 This report summarizes the work of the LC2 Fellows and outlines potential options for the Cleveland Metropolitan School District to consider.
BACKGROUND Each year, a group of volunteer alumni from past Leadership Cleveland classes enroll in the LC2 Fellows program. LC2 Fellows (LC2) is designed to engage alumni in an outcome-driven civic engagement experience resulting in positive sustainable change in our community. Consisting of twenty-six members, this year’s LC2 Fellows represented a diverse cross-section of our city’s for-profit, non-profit, and government sectors. (See Appendix A for the roster of LC2 Fellows.) LC2 created an initial vision and mission for their work. The group ambitiously dedicated themselves to serving as change agents in Cleveland’s neighborhood revitalization with a focus on schools as a core asset. LC2’s goals were to:
• Make a lasting difference and leave a true legacy. • Take on a project not likely to happen without the LC2 initiative. • Apply proven approaches that could become part of a new scalable, sustainable, transferable model. • Explore realistic funding sources and the likelihood of securing that support.
LC2 began their work in October 2014 by identifying a project that would help them achieve these goals. LC2 spent the fall learning about neighborhood revitalization with schools as a core asset. Fourteen different organizations shared approximately twenty “pitches” or ideas for LC2 to consider as the project of choice. After signficant reflection, dialogue, and additional research, LC2 decided in January to focus their efforts on developing a plan for the Cleveland Metropolitan School District to consider for the adaptive re-use of the Collinwood High School building. The goal was to complete the plan by the end of May 2015. (See Appendix B for Project Map.) 3
Reimagining Collinwood High School | Summary Report PROJECT FOCUS: Develop a comprehensive redevelopment plan for Collinwood High School that would serve as a catalyst for revitalizing the South Collinwood neighborhood.
THE PROJECT The most compelling request for guidance and engagement came from a presentation by Eric Gordon, CEO of the Cleveland Metropolitan School District (the District), with support from Councilman Michael Polensek of the Collinwood area. Once the epicenter of the Collinwood neighborhood, Collinwood High School (CHS) is now in flux. CHS student enrollment for School Year 2014-2015 is approximately 530, while the building itself has capacity to accommodate up to 3,500 students (although during its peak years, 5,000 students attended CHS). Student performance has been stagnant. The school has been identified by CEO Gordon as an investment school, and as such, CHS currently receives wrap-around services coordinated by United Way of Greater Cleveland. Also underway at CHS is a transformation to the New Tech curricular model. Within this context, LC2 Fellows chose to focus on how to redevelop the CHS building to be a catalyst for positive change in the South Collinwood community. In choosing CHS as the project focus, LC2 articulated their commitment for keeping the building, which aligned with the call to action issued by CEO Gordon and Councilman Polensek. LC2 identified their vision for the project: find a catalytic reuse for the building as either a hub of new activity or as a multi-purpose facility for the neighborhood.
THE MOTIVATION LC2 believed that:
• If it did not engage, “saving” Collinwood High School was unlikely to happen. • With reimagined building use, student performance could improve. • This project could serve as a turning point for the immediate neighborhood and beyond. • This project could benefit multiple stakeholders: students, parents, school staff, tutors, businesses, and the entire community.
The Project, since its inception, had the full backing and support of CEO Gordon. LC2 chose to invest their time and energy to rally behind the vision of saving the historic CHS building 4 by creating a viable re-use for its underutilized space. At the same time, LC2 also sought to create a process model that could be applied to other school facilities in other neighborhoods since the District has a lengthy list of buildings needing similar attention.
Reimagining Collinwood High School | Summary Report Throughout the process, LC2 Teams conducted significant research and reconvened periodically to develop and test potential options for the District to consider.
THE PROCESS
Once LC2 identified this project, they immediately developed objectives and began an extensive investigation of possible uses. Project objectives included:
• Identify stakeholders and their interests, ideas, and needs. • Explore possibilities for re-use and/or re-development of the building. • Catalogue community assets within the neighborhood to show the constellation of assets currently present at CHS. • Discover opportunities and challenges relevant to the potential uses of the building. • Develop strategies for the District to consider in the context of the physical and financial realities of the building.
While loosely divided into three Teams (Community Engagement, Finance & Facilities, and Programs), collectively LC2 contributed approximately 1,000 hours of pro bono consulting work, calculated as no less than $200,000. (See Appendix C for Team Rosters.) Students from a Social Entrepreneurship Class at Notre Dame College also contributed to the research process.
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Reimagining Collinwood High School | Summary Report Throughout the process, Teams conducted significant research independent of one another and periodically reconvened to develop and test potential options for the District to consider. The research included:
• 13 key stakeholder interviews and over two dozen meetings with potential partners, representing community service agencies, key stakeholders, national organizational representatives, and local educational and workforce development professionals; (See Appendix D for Key Stakeholders and Agencies) • identifying potential funding sources for possible project elements; • extensive building walkthroughs leading to a building conditions survey; • site analysis with site and floor plans developed; and • development of an asset map and inventory of community resources within the neighborhood. (See Appendix E for Asset Map.)
Research findings were shared with Team members and across all Teams. These findings supported the full LC2 meeting discussions, complemented presentations given to the full LC2 group from subject matter experts, and aided in the development and analysis of the options for consideration. A diagram of the process is attached to this report. (See Appendix F for Project Process Map).
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Reimagining Collinwood High School | Summary Report The key to LC2’s approach was engaging a wide-array of community organizations that provide programs and services, which could be considered as partners in the proposed redevelopment effort. Employing this approach allowed LC2 to quickly gather opinions and input on a series of mixed-use options for which the participants and stakeholders saw a need and would use if developed at CHS.
MIXED USE ELEMENT POTENTIAL PARTNER PRIMARY CONCERN
School Based: North East Ohio Neighborhood Funding availability Health Center (NEON) Health Center Creating formal contract Community: Benjamin with the District Rose Institute on Aging
Timing: Cannot consider Breakthrough Schools in the near-term Co-Located K-8 (Phase 2-3) Charter School MATCH Charter School Funding availibility
Tutors in Residence Americorps, City Year Funding availibility
Potential competition South Collinwood Community Partnership with the established Arts & Culture District for Arts & Culture North Collinwood (co-located inside CHS) Arts & Culture District
Cuyahoga Community Workfoce Development College, Lincoln Electric, Funding availability CSX
Open Doors, Boys Funding availability Youth Development & Girls Club, Youth Opportunities Unlimited Community interest
Public: Cuyahoga Metropolitan Housing Authority, Salvation Ensuring local Army community buy-in On-Site Housing Senior: Benjamin Rose Public transit availability Institute on Aging Funding availability Teachers: Teach for America, Teachtown
7 MindPlay Virtual Reading Literacy Program, Harlem’s Funding availability “Children Zone”
Reimagining Collinwood High School | Summary Report Throughout the process, a variety of key factors and constraints emerged while identifying potential ways in which the building could be re-developed.
THEMES
The Teams’ research revealed a significant number of key findings, many of which included obstacles to the successful reimagining of CHS as a catalyst for neighborhood revitalization. Listed below are these key themes with related challenges:
THERE IS STRONG SENTIMENTAL ATTACHMENT TO THIS BUILDING THE BUILDING COULD BECOME A BECAUSE OF ITS HISTORY HUB FOR LEARNING AND ACTIVITY There is iconic value in the building. Stakeholders FOR THE WHOLE NEIGHBORHOOD, do not want to lose the building because of BUT NO ONE WANTS TO BE A emotional and historical ties to it. CHAMPION FOR THE EFFORT THE BUILDING ENVELOPE IS No developer stepped forward nor did any SOUND—THE INTERIOR IS NOT stakeholder agree to serve as a champion of Classrooms are undersized, the building is not the idea. ADA compliant, and systems are outdated. VARIOUS STAKEHOLDERS AND The lack of available space for parking is also AGENCY REPRESENTATIVES AGREE THAT a problem. A COMPREHENSIVE NEIGHBORHOOD PLAN SAFETY IN THE IS NECESSARY TO GUIDE REDEVELOPMENT NEIGHBORHOOD IS A CONCERN AND PRESERVE STRATEGIC INVESTMENTS Stakeholders commented on issues of personal At this time, there is no community champiom safety, gang activity, and limited social willing to undertake this project as a priority. gathering places. THE DISTRICT PREFERS NOT TO SERVE AS A HAVING A HIGH SCHOOL IN SOUTH LANDLORD COLLINWOOD IS IMPORTANT BUT NOT The District has not previously served in the NECESSARILY IN THIS LOCATION role of landlord. The possibility of CHS as a The District and neighborhood stakeholders multi-use facility is severely limited unless the believe in having a high school in the District can perform a landswap with another neighborhood. It is conceivable, however, to public entity, or become the landlord itself. have a smaller building located either on this POTENTIAL PARTNERS AND property or elsewhere in the neighborhood. SERVICE PROVIDERS ARE INTERESTED THE ZONING PLAN OF THE NEIGHBORHOOD BUT WITHOUT FUNDING, NONE MUST BE CONSIDERED ARE WILLING TO COMMIT The industrial nature of the neighborhood Scalable funding is needed, and no sources offers clear benefits (e.g. vocational education) were identified as readily available. and challenges (e.g. surrounding land is zoned 8 as primarily industrial). (See Appendix G for Zoning Map.)
Reimagining Collinwood High School | Summary Report Outcomes / Deliverables LC2 was optimistic in achieving their vision for this project and had a mission to create a redevelopment strategy for CHS. The plan was to develop a strategy that was both fiscally responsible for the District and catalytic for the South Collinwood neighborhood. LC2 identified two critical pillars for reimagining CHS: a strong champion and a strong investor/developer. Unfortunately, after extensive research and outreach, neither was found. After a robust study, it became clear that the original vision would not be realized.
The results provided in this summary report outline several options for the District to consider. LC2 offers these options for consideration.
9 As a result of this work, LC2 identified three distinct options for the District to consider, two of which have potential offshoot possibilities. The basic outline of these options are reflected in Diagram 1 as well as detailed in the following pages. Schematics for these three options also follow.
DIAGRAM 1: OPTIONS FLOW CHART
The District
OPTION A OPTION B OPTION C
Continue to occupy building Developer acquires Shutter building. with synergistic partners. building/property. (Diagram p. 13)
RFP
The District swaps property with City/County.
OPTION B1 OPTION B2
Building maintained. Building demolished.
Partial demolition: Full demolition: Basement and third Build (right- CHS occupies floor converted to sized) school and Subdivide property first and second floors; office, programming, and build new (right- commercial structures sized) school and lease from Developer and/or residential incorporating portion space commercial structures of existing structure (Site Option B, p. 17) (Site Option A, p. 16)
For Further Consideration The District’s policy of signing not more than a one year lease is a significant limitation for Option B. Developers are unlikely to make the commitment to develop the building without assurance of the District as an anchor tenant. Developers would most likely not be willing to take the rollover risk, and even to the extent they would, financing sources 10 (banks, insurance companies) would not.
Reimagining Collinwood High School | Summary Report Option A Cleveland Metropolitan School District Maintains Control and Creates an Educationally Vibrant Mixed-Use Environment
CHS uses the first and second floors, maintaining the current main entrance through the tower on St. Clair Avenue. The basement could be redeveloped for office, programming, and/or institutional uses and the third floor could be residential, programming, office and/or institutional uses. This option maintains the historical integrity of the building and provides the most complete use for the existing structure. This option offers potential synergy with community services, pre-apprenticeship programs, and/or workforce development efforts (e.g. Lincoln Electric). The District becomes a landlord and creates income opportunities for itself. Programmatic opportunities for social service agencies, educational partners, and other community endeavors would thus become available to the community. POTENTIAL CHALLENGES/RISKS • Current occupancy and operations are not sustainable for the District. The neighborhood census indicates that the building will continue to operate with less than sufficient student numbers given the capacity of the building. • While potential synergies exist with local nonprofit organizations and educational institutions, none have stepped forward to commit to such an arrangement. Funding would need to be identified first for many of these entities, and those funding sources were not discovered during this process. • The District has not previously serve as a landlord. If this option were selected, either the District would need to become the landlord or conduct a landswap so another entity would serve as landlord. • State resources cannot be used for renovation of the existing building. • Safety and security issues exist in the neighborhood, which is a deterrent for many local organizations and potential partners. • Although the “envelope” of the building is sound, the internal systems of the building need significant updating and upgrading. Parking would also need to be addressed.
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Reimagining Collinwood High School | Summary Report FOR FURTHER CONSIDERATION • A prerequisite for this option is the District assuming the role of landlord. If this option is of interest to the District, additional consideration and exploration of capacity would be necessary. • While funding sources were not revealed during the span of this project, for this option to be carried to fruition, further exploration and identification of funding support is essential. • Aligning the supplemental programming options with CHS curriculum, neighborhood needs, and existing assets would help establish priorities. • If the District becomes a landlord, the District would be well-suited to create a business plan with a financial model outlining the cost-benefit analysis, use of space, and plan for managing the unused portions of the building. A key consideration is how long the District can maintain unused space given related overhead costs.
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Reimagining Collinwood High School | Summary Report Option A Collinwood High School - Mixed Use
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Reimagining Collinwood High School | Summary Report Option B Developer Acquires Building/Property
The District swaps the building with a government entity (City/County) to allow for the sale of the building to a developer. This option presumes a private developer has been identified and has a plan to redevelop the property for multi-tenant use. Community education, support, and engagement is critical for this option. B1: BUILDING MAINTAINED; THE DISTRICT BECOMES TENANT • The District swaps the building with a government entity (City/County) to allow for the sale of the building to a developer. The developer renovates a portion of the building not used by the District for multi-tenant use (office space, residential, etc.). The District becomes a tenant. • CHS occupies a right-sized space in building, with classrooms renovated to accommodate the New Tech education model. • Typical financing terms would require: • an equity component of no less than 15% of the “as complete” project cost • a loan to stabilized value of no greater than 75% • sufficient preleasing to achieve a 1.0x interest-only coverage ratio • 8-10% contingency in the budget to account for environmental and other unknowns • debt service coverage of 1.20x on a 25 year amortization once complete POTENTIAL CHALLENGES/RISKS • Terms of financing may be difficult to meet. • This area of South Collinwood is not a priority focus area for economic development, which presents a sizeable obstacle to any large scale public private investment. • No developer has expressed a strong interest in this option. • See Option A: Potential Challenges/Risks (p. 11) for related concerns. FOR FURTHER CONSIDERATION • If the District swaps the land with a governmental agency, the District would need first to present a plan for development of the property to the Mayor. Identifying a developer is an essential step in this process. • Although the practice of the District is to commit to a 1-year lease, for this option to be feasible, the District would need to sign a longer lease (multi-year commitments needed for financing). 14
Reimagining Collinwood High School | Summary Report B2: BUILDING DEMOLISHED • The building is demolished with the possibility of maintaining iconic portions (e.g. tower). • The land is subdivided, and a portion is used to build a new, right-sized school building for CHS. • The remaining land is developed (e.g., commercial and/or residential), possibly incorporating iconic portions. POTENTIAL CHALLENGES/RISKS • To demolish the building, the city landmark distinction must be removed (approved by the Landmark Commission). The incorporation of iconic building features in a re-design concept would likely improve the prospect of gaining Landmark Commission approval. • The financial, political, and emotional cost of demolishing CHS is very high for the District, the neighborhood, and the city. • No developer has stepped forward formally, although a couple have expressed initial interest. FOR FURTHER CONSIDERATION • If the building is demolished, which parts of the building are retained? • The District can explore funding opportunities available from the state for partial demolishment. • The economic feasibility of this option needs further investigation. One major consideration is the cost to build a new facility on site and who would pay for it.
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Reimagining Collinwood High School | Summary Report Option B2 Site Option A
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Reimagining Collinwood High School | Summary Report Option B2 Site Option B
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Reimagining Collinwood High School | Summary Report Option C Building Closes / School Moves
The District closes the building and relocates CHS students and teachers to another high school in the District. The building is shuttered.
POTENTIAL CHALLENGES/RISKS • The costs for mothballing the building and annual holding costs are not included in the building plan for the District. • Merging CHS students and staff to a nearby school would need to be done with sensitivity to neighborhood and community dynamics. • Left unoccupied in South Collinwood, the building location and scale of CHS could adversely contribute to neighborhood blight and further neighborhood distress.
FOR FURTHER CONSIDERATION • Closing CHS poses significant emotional and political challenges to the District. Stakeholder education and engagement would be crucial if this option were selected.
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Reimagining Collinwood High School | Summary Report Conclusion While there is passion around saving the Collinwood High School building, LC2 Fellows did not find a champion or a feasible financial plan for adaptive re-use of the building or development of additional programs in the building. Further work to evaluate the options proposed and the potential for investor/financial investment will be necessary to find a truly sustainable use for the Collinwood High School building and property.
19 Appendix A LC2 Fellows 2015
JOE CICERO Mayor STEVE LUCA Managing VP City of Lyndhurst Cleveland Development Advisors Greater Cleveland Partnership JOE COMPTON Principal Skoda Minotti BRIAN MARITA Managing Partner Ciuni & Panichi ANITA COOK Executive Director West Side Catholic Center GINGER MLAKAR Director of Donor Relations The Cleveland Foundation MICHELLE CURRY Director Head Start Cleveland Catholic Charities TONY PANZICA President & CEO Panzica Construction Company PAUL DEUTSCH Principal Bialosky + Partners Architects RICH POHLE Commercial Region Manager Cleveland Huntington Bank SCOTT DILLABAUGH President Hylant Cleveland JEAN POLSTER CEO Neighborhood Family Practice KEVIN DONAHUE Managing Director Falls Communication TERRELL PRUITT Councilman City of Cleveland BLAINE GRIFFIN Executive Director Community Relations Board KAREN SCHUELE, PH.D. Dean City of Cleveland Boler School of Business John Carroll University MARGY JUDD President Executive Arrangements CYNTHIA TANCER Board President KURT KARAKUL President Citizens Leadership Academy Third Federal Foundation TRACEY TURNBULL Partner BILL KITSON President & CEO Porter Wright United Way of Greater Cleveland JOHN ZITZNER President CHRIS KUHAR, PH.D. Executive Director Friends of Breakthrough Schools Cleveland Metroparks Zoo CHRISTOPHER LARSON Regional VP City Year CLEVELAND LEADERSHIP STAFF
MICK LATKOVICH VP Rehabilitation Services MARCY LEVY SHANKMAN, PH.D. Vocational Guidance Services VP of Strategy Director of Leadership Cleveland NDEDA LETSON VP Community Development Market Management MARIANNE CROSLEY Citizens Bank President & CEO ANDREW SINGER Program Coordinator 20
Reimagining Collinwood High School | Summary Report Appendix B Project Map
PROJECT PROJECT PROJECT PROJECT RESEARCH PROJECT LEARNING ORGANIZATION IDENTIFICATION DEVELOPMENT DELIVERY & DISCOVERY & INITIATION & TESTING
LC2 LAUNCH LC2 DECISION LC2 TEAM & GENERAL MEETINGS LC2 HANDOFF October 2014 December 2014 January–May 2015 May 2015
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Reimagining Collinwood High School | Summary Report Appendix C LC2 Team Rosters
COMMUNITY ENGAGEMENT TEAM MICK LATKOVICH Vocational Guidance Services BILL KITSON United Way of Greater Cleveland JOE CICERO City of Lyndhurst ANITA COOK West Side Catholic Center MARGY JUDD Executive Arrangements NDEDA LETSON Citizens Bank GINGER MLAKAR The Cleveland Foundation BLAINE GRIFFIN City of Cleveland PROGRAM TEAM KEVIN DONAHUE Falls Communication CHRIS KUHAR Cleveland Metroparks Zoo KURT KARAKUL Third Federal Foundation MICHELLE CURRY Cleveland Catholic Charities CYNTHIA TANCER Citizens Leadership Academy JOHN ZITZNER Breakthrough Schools SCOTT DILLABAUGH Hylant Cleveland TRACEY TURNBULL Porter Wright BRIAN MARITA Ciuni & Panichi FACILITIES & FINANCE TEAM PAUL DEUTSCH Bialosky + Partners Architects RICH POHLE Huntington Bank TONY PANZICA Panzica Construction Company STEVE LUCA Greater Cleveland Partnership KAREN SCHUELE John Carroll University JOE COMPTON Skoda Minotti
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Reimagining Collinwood High School | Summary Report Appendix D Key Stakeholders & Agencies
INDIVIDUALS ROBERT PAPONETTI Executive Director The Literacy Cooperative DAN BERRY President & CEO MAGNET BILL PATMON Representative Ohio House of Representatives SR. MARY ELLEN BRINOVIC Founder & Director Collinwood Neighborhood Catholic Ministry JEFF PATTERSON CEO ANDRES GONZALEZ Chief of Police KAREN BUTLER Chief Operating Officer CORTNEY CROCKETT Marketing & Communications Director JENNIFER MIZAK Medical Director SCOTT POLLOCK Director of Planning & Analysis Northeast Ohio Neighborhood Services Cleveland Metropolitan Housing Authority MARIA CARLSON Principal CARL PETERS Director of Global Technical Training Collinwood High School Lincoln Electric BEVERLY CHARLES Staffer MICHAEL POLENSEK Councilman Office of Congresswoman Marcia Fudge Cleveland City Council MICHELLE CURRY Director of Head Start CAROL RIVCHUN CEO Cleveland Catholic Charities Youth Opportunities Unlimited JULIA DIBAGGIO Community Engagement Manager PHIL ROBINSON Executive Director Northeast Shores Community Development Corporation City Year Cleveland BETSY FIGGIE Owner ALAN ROSSKAMM CEO Your CFO Resource Breakthrough Schools BRIAN FRIEDMAN Executive Director EDWARD RYBKA Chief of Regional Development Northeast Shores Community Development Corporation City of Cleveland ANNEMARIE GRASSI CEO RON SOEDER Executive Director Open Doors Academy Boys & Girls Club JOHN HAIRSTON District Director HOLLY DAVIS TRIFIRO Executive Director Office of Congresswoman Marcia Fudge Teach for America Northeast Ohio DENNIS HILL Commander ALAN VEACH Director of Regional Development Cleveland Police Department 5th District New Tech Network JASON HOLTON Volunteer GEORGE VOINOVICH Retired US Senator TeachTown ANDRIA VULLA Community Relations Manager ROBERT B. JAQUAY Associate Director GE Lighting The George Gund Foundation LINDA WARREN Senior Vice President of Placemaking JEFF JOHNSON Councilman Cleveland Neighborhood Progress Inc. Cleveland City Council HELEN WILLIAMS Education Program Director MARY MARITA Chief Operating Officer The Cleveland Foundation Benjamin Rose Institute on Aging RUSTY ORBIN Head of Community Relations ORGANIZATIONS CSX Ohio United Way of Greater Cleveland DAVID ORLEAN President 23 Orlean Company Match Charter School SAGA Innovations MindPlay Virtual Reading Program
Reimagining Collinwood High School | Summary Report Appendix E Asset Map
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Reimagining Collinwood High School | Summary Report Appendix F Project Process Map
ORGANIZE & INITIATE PROJECT PROJECT RESEARCH BUILDING CONDITIONS SURVEY DEVELOPMENT & TESTING January–May 2015 Site & Floor Plans Options
Developers Walk-Thru
Financing Options & Expert THE DISTRICT Opinions Neighborhood & Building Asset LC2 FELLOWS Mapping FACILITIES & FINANCE TEAM
Teams Conduct & Share Research Meet to Discuss Possibilities NOTRE DAME COLLEGE COMMUNITY Develop & Test Options ENGAGEMENT TEAM Engage Local Subject Matter SUMMER FELLOWS Experts
PROGRAM TEAM KEY STAKEHOLDER INTERVIEWS Alternative Schools New Tech Schools City & County Councilpersons Adult Services MATCH School Past / Current State & Federal Representatives School-Based Health Clinic Nutritional Programming Local Industrial Corporations South Collinwood Arts & Culture District Industrial Manufacturing Advocacy Workforce Youth After School / Summer Development Organizations Programs
Housing: Affordable and/or Community Development Market Rate Finance Experts & Organizations
Faith Based Institutions Workforce Development 25 & Community Services Organizations Pre-Apprenticeship Programs Community Foundation Leaders
Reimagining Collinwood High School | Summary Report Appendix G Zoning Map
Neighborhood Typology 4.0 Typology 4.0 Physical Cleveland Non-Residential Ranks 1 2 3 Market Choice 4 5 6 7 8 Stable 9 10 11 12 13 Transitional 14 15 16 17 18 Fragile 19 20 21 22 23 Distressed 24 25 Neighborhood/SPA
. City of Cleveland 0 0.5 1 2 3 4 5 Department of Community Development Miles January, 2012 26
Reimagining Collinwood High School | Summary Report