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Neighborhood Investment Strategy PLAN FOR NEIGHBORHOOD DEVELOPMENT’s GARFIELDNEIGHBORHOOD INVESTMENT STRATEGY BLOOMFIELD GARFIELD CORPORATION GARFIELD JUBILEE ASSOCIATION Prepared by: Perkins Eastman TABLE OF CONTENTS Purpose and Process ........................................................................................................................... 1 Good Houses ...................................................................................................................................... 5 Great Streets ..................................................................................................................................... 29 Hilltop Park ....................................................................................................................................... 47 Community Greens .......................................................................................................................... 57 PURPOSE AND PROCESS Garfi eld’s 2030 Plan Garfi eld is looking to become a neighborhood of as encompassing the ideas or viewpoints of all who choice by 2030. To be a place that readily attracts ho- call Garfi eld home. The 2030 Plan is available on the meowners and tenants alike as residents, it must ef- Bloomfi eld-Garfi eld Corporation’s website, fectively deal with the aftermath of nearly 40 years of www.bloomfi eld-garfi eld.org. disinvestment. This means creating a new and valued community that offers high-quality urban living in a The purpose of Garfi eld’s 2030 Plan is to strive for a well-kept environment. Much has been accomplished neighborhood that is both sustainable and affordable. over the past 30 years, but in 2009, neighborhood “Sustainable” implies that the improvement which is leaders agreed a road map for the future was still achieved endures for the long term. “Affordable” very much needed. Garfi eld’s “2030 Plan” is a long- means that, to the greatest extent possible, housing is range vision for how to improve physical conditions in priced to the market, yet avoids large-scale displace- the neighborhood and best utilize its land and related ment of existing residents. The plan, thus, seeks to: assets. From open spaces to housing to public infra- • Increase Garfi eld’s population structure, the plan articulates an ambitious agenda. • Improve the overall quality of housing and reduce vacancy Garfi eld’s citizens have been actively involved in cre- • Improve open space and encourage a good en- ating both the plan and this corresponding invest- vironment for pedestrians ment strategy. Starting in May of 2009, public meet- • Improve high-visibility neighborhood frontages ings held in the neighborhood have drawn as many and entry points as 75 residents and other stakeholders at a time to • Protect ecological systems defi ne goals and consider planning principles. The Bloomfi eld-Garfi eld Corporation (BGC) and Garfi eld The Neighborhood Investment Strategy is a guide- Jubilee Association (GJA), who together spearheaded book to how the neighborhood defi nes the critical this effort, sought the involvement of people from all tasks and apportions the responsibilities associated corners of the neighborhood. While the plan and this with realizing the above goals. The Strategy relies strategy bear their imprint, neither should be viewed heavily on engagement of residents and other part- 1 Bloomfield Garfield Corporation | Perkins Eastman ners in planning and implementing the various proj- reviewed, then the neighborhood’s assets and the ects, programs, and activities that fi ll its pages. The obstacles to investment were considered. A survey BGC and GJA intend to update the community regu- of community-based investment strategies was pre- larly on the progress with each major category of in- sented, and organizations already actively involved in vestment (Good Houses, Great Streets, Community related investment activities were invited to introduce Greens, and Hilltop Recreation Park), and seek input themselves and take part in the meetings. A list of on where changes or adjustments to the Strategy may initiatives was made, including current activities, and be needed from one year to the next. prioritized in terms of neighborhood energy. Community-based neighborhood investment encom- Using the Action Chart in a Strategic passes a wide range of neighborhood activities, from Planning Process homeownership education to tree-planting to improv- For Garfi eld and the BGC to reach the community’s ing facilities for recreation programs. BGC and GJA long-range goals, those goals have to be converted run ongoing programs in housing development and into action through planning. This means that plan- neighborhood improvement, and will continue to ning is understood not an occasional event that re- play an important role in bringing resources into the quires special funding and puts progress temporarily neighborhood from external sources. However, every- on hold, but an integral part of progress. Twenty-year one recognizes the shortage of those resources, both goals are broken down into three-to-fi ve year objec- public and private. This is a good time to develop tives and then into annual planning targets, which are internal resources for investment that can eventually in turn the basis for monthly and quarterly work plans. be leveraged into greater resources from outside the However, because Garfi eld and its context are always neighborhood, both locally and nationally. changing, the planning process has to respond to those changes, including both the results of deliber- Four general categories were set up to focus the de- ate actions and the effects of events that are beyond velopment of the investment plan: good housing, the organization’s control. Strategic planning is not great streets, hilltop parks, and community greens. so much like following driving directions as the way a For each topic, the goals from the 2030 Plan were ship is navigated through an uncharted ocean. 2 Neighborhood Investment Strategy Purpose and Process It is an ongoing process of small corrective actions based on a clear commitment to a distant destina- tion: the mission and long-term goals provide the constant direction (the “polestar” that guides a ship) THIS REPORT IS DESIGNED TO BE USED and regular check-ins along the way give the organi- zation the agility to stay on top of issues and opportu- AS A WORKING DOCUMENT. nities (the continual little “course corrections” the ship The included tables have blank fi elds and/or blank values (e.g. “xx households”), has to make to stay on course). which are targets to be set by the BGC/task force. In addition, a supplemental Excel document of just the tables has also been provided. The process has three basic activities: take a look at where you are (update the Action Chart), review what you’ve learned (compare what’s been done to what The tables are also organized into three categories of Accomplishments: was intended and why), and reframe the next steps. Short-range, to be completed by the end of 2011 It’s a cyclical process that should happen at different Mid-range, to be completed by the end of 2012 levels—monthly or quarterly, annually, and perhaps Long-range, to be completed by the end of 2015 every three years. Some of these sessions would in- volve only staff, others also board members and/or Within each of the categories, Accomplishments are coded as follows: 00.0000.00 = Project 00.Year 0000.Accomplishment 00 community participants. The Action Chart can be- come the basis for staff work plans, board commit- e.g. Good Houses 01.2011.02 tee charges, and annual reports to stakeholders and 01: Project 01: Provide fi nancial and homeowner education classes for residents. funders. This process can be used to keep everyone 2011: Year of projected completion headed toward the same goals, to help everyone un- 02: Specifi c accomplishment: 6 households start savings plans derstand their role in the process, and to know what to expect of others. Ideally, it transforms from a plan- ning process to a way of working and thinking. 3 GOOD HOUSES IMPROVE THE CONDITION OF OCCUPIED HOMES IN THE NEIGHBORHOOD GOOD HOUSES: Improve the condition of occupied homes in the neighborhood Goal Leverage points 01 PROVIDE FINANCIAL AND HOM- Houses in Garfi eld are valued assets that are well- • Incentives to residents for education and EOWNER EDUCATION CLASSES FOR maintained and economical to live in investment RESIDENTS. page 8 • New PCRG purchase-rehab program Assets to develop • Packaging of at-risk properties for sale 02 ESTABLISH A WEATHERIZATION PRO- • Homeowner-occupied houses GRAM. page 12 • Long-term residents who have a loyalty to the Potential Investors and Partners neighborhood • Garfi eld Citizens 03 START HOMEOWNER/BLOCK ASSO- • New homebuyers who are eager to rehab their • Banks CIATIONS. page 14 house • PCRG • Community-based programs that support • NeighborWorks 04 PUBLICIZE AT-RISK PROPERTIES TO homeowners and renters AVOID CONDEMNATION AND DE- MOLITION. page 16 Obstacles to investment • Depressed property values that discourage 05 FACILITATE AFFORDABLE RENTAL investment HOUSING FOR WORKING FAMI- • Nearby properties in poor condition LIES. page 18 • Lack of confi dence in the future of the neighborhood 06 DEVELOP A LANDLORD EDUCATION • Neighborhood’s association with crime and PROGRAM. page 20 violence 07 EDUCATE REAL ESTATE AGENTS AND APPRAISERS ABOUT ASSETS AND OP- PORTUNITIES IN GARFIELD. page 22 08 WORK WITH THE HOUSING AUTHOR- ITY TO BRING PUBLIC HOUSING DOWN THE HILL. page 26 7 Bloomfield Garfield Corporation | Perkins
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