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-

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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

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GOOD Provide fi nancial and homeowner education classes for residents. LEADERSHIP HOUSES 01 ACCOMPLISHMENT ACTION STEPS RESPONSIBILITY 01.2011.01 xx households complete Course is scheduled Garfield Jubilee PROJECT financial education course and advertised Association 01.2011.02 xx households start savings plans; Obtain funding for Garfield Jubilee First Home Club is started expanding program; Association; Publicize the program The Bulletin 01.2011.03 xx graduates are involved in Identify potential Garfield Jubilee teaching. The program is expanded. instruction aides who are Association interested in teaching 01.2012.01 Homebuyer of the Year Apply for new funding Garfield Jubilee program is started to expand program Association 01.2015.01 xx program graduates have become Offer programs to other homeowners or have improved their East End neighborhoods house. The program is offered to other East End neighborhoods

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Many Garfi eld residents would benefi t from basic fi - nancial education (e.g. paying bills, credit counsel- ing, taking out a loan, budgeting, etc.). Many other residents would benefi t from a homeowner education class. These classes can be the fi rst steps taken toward fi nancial independence. Residents will learn about other opportunities, such as savings plans (through Action-Housing, North Hills Community Outreach).

Success Story: Shaker Heights Resource Center Shaker Heights offers many resources to assist hom- eowners in maintaining or upgrading their property, including a wide range of fi nancial assistance pro- grams. The City partners with Neighborhood Hous- ing Services of Cleveland to provide home repair loan assistance as well as homeownership and credit counseling services. A staffed resource center in a lo- cal community center provides technical resources to help plan and complete home improvement projects. Resources include building code and permit informa- tion; housing preservation materials; information on roofi ng, windows, masonry, painting, electrical and landscaping; technical magazines; green Remodel- ing; green living and conservation information; EPA Lead-Safe information for homeowners and contrac- tors, and a Healthy Home Maintenance checklist.

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Success Story: Ohio Financial includes information such as: program descriptions Education Directory and fees (if any), location and contact information, The Ohio Financial Education Directory for Northern and links to provider web sites. The website is spon- and Central Ohio is a product of the Northern and sored by the Center for Neighborhood Development Central Ohio Partnership for Financial Education — a at Cleveland State University. collaborative group of nonprofi t agencies, fi nancial institutions, and academic organizations working in Success Story: Making Connections Milwaukee partnership with the Federal Reserve Bank of Cleve- MCM is an Annie E. Casey Foundation initiative land’s Community Affairs Offi ce. The Partnership founded on the premise that children do better when shares a common vision to expand opportunities for they have support from strong families and that low- to moderate-income people to further develop strong families are the product of neighborhoods their budgeting and fi nancial management skills. The that offer economic opportunities, vibrant social net- online fi nancial education directory consists of north- works and responsive services and support. Making ern and central Ohio programs/services that encom- Connections also has program sites in Denver, Des pass a broad range of fi nancial topics, all striving to- Moines, Hartford, Indianapolis, Louisville, Oakland, wards this common vision. Providence, San Antonio, and Seattle. In Milwaukee, through fi nancial education courses and new Volun- The Ohio Financial Education Directory for Northern teer Income Tax Assistance sites, neighborhood resi- and Central Ohio is an online listing of regional fi nan- dents are working toward improving credit and are cial education service providers. This directory listing supplementing earnings with the Earned Income Tax was compiled by a large mailing, drawing upon the Credit. A “Jobs Club” project has been established resources of the Partnership, to potential fi nancial ed- to broaden neighborhood residents’ access to em- ucation service providers. Organizations were asked ployment and training opportunities. Implementation to apply and respond to a survey to be included in the of this range of activity hinges on the partnerships directory at no cost. The directory has multiple search that have been forged among at least 100 different capabilities. Users can search fi nancial education partners engaged in the program. (excerpted from programs by county or subject. Each provider listing website)

10 Neighborhood Investment Strategy Good Houses01

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GOOD Establish a weatherization program. LEADERSHIP HOUSES 02 ACCOMPLISHMENT ACTION STEPS RESPONSIBILITY 02.2011.01 Weatherization plan is created and Meet with ACTION Housing BGC alternative resources (such as ACTION and other providers PROJECT Housing program) are evaluated 02.2011.02 Weatherization revolving loan Meet with funders and banks. BGC fund is approved by BGC Board Prepare proposals and funding source is identified. Weatherization loans are explored 02.2012.01 Funding is obtained. New owners Work with partners to set BGC are eligible for weatherization/green up program monitoring and mortgages. Neighborhood is introduced evaluation (CMU, Pitt) to program. Jobs are created for local residents and training set up. 02.2012.03 Program is in operation. 10 houses Publicize progress are weatherized. Neighborhood is educated about program. 02.2015.01 100 houses are weatherized and Publicize progress monitoring is set up; 5 jobs are created Program is expanded Update plan and obtain funding

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Simple weatherization measures can save about 20% of energy costs during the winter. Create a resource for residents to use to fi nd out information on weath- erization, or provide subsidies.

Success Story: Clean Energy Works Portland Clean Energy Works Portland is a groundbreaking new program that enables Portland residents to im- prove the energy effi ciency of their homes and pay for the improvements over time through their utility bills. The program uses $2.5 million in Energy Effi ciency and Conservation Block Grant funds the city received through the American Recovery and Reinvestment Act as seed money to start a revolving loan fund that will enable Portland homeowners to improve the energy effi ciency of their homes at no up-front cost. The en- ergy improvements that will be available to home- owners during the pilot phase of the program, which will cover 500 homes, include insulation, air sealing, duct sealing, and improvements to space heating and water heating systems.

As a partner with Clean Energy Works Portland, the Energy Trust of Oregon will schedule home energy assessments for interested homeowners and help them choose the energy saving options that best meet their needs. To pay for the improvements, homeown- ers will receive low-interest, long-term loans and will pay them off via their monthly utility bills. (excerpted from website) 13 Bloomfield Garfield Corporation | Perkins Eastman

GOOD Start homeowner/block associations. LEADERSHIP HOUSES 03 ACCOMPLISHMENT ACTION STEPS RESPONSIBILITY 03.2012.01 A process for starting block clubs is set Research similar measures BGC up for one of the Garfield; Glen blocks in other cities and identify PROJECT successful incentives 03.2013.01 First block club formed; Potluck Identify one or more block BGC dinners and block clean-ups are held. leaders who. Provide information and support 03.2013.02 Three block clubs are started BGC creates incentives for Residents; BGC by the end of 2013 their tenants to participate 03.2013.03 Block club has successful event; Residents; Article about block clubs is published The Bulletin 03.2014.01 Block Awards are started Possible programs: flower The Bulletin planting, pumpkin carving, holiday decorations Block clubs get together at least monthly; they accomplish at least 3 goals 03.2015.01 Six block clubs are active. Residents 03.2015.02 A Garfield block club festival is started. Residents

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Resident initiated homeowner/block groups are played to welcome neighbors to the big event week- a good way to bring together residents who want end. On October 9 and 10, a large group led by the to make a difference on their street/vicinity, and a New Street Block Club cut out excess alley brush and good way to meet neighbors. They can accomplish readied trash for the dumpster day. Over fi ve tons of small scale activities on the block or street level, like street curb debris was removed! Even more impres- cleanups, block parties, and new neighbor welcom- sive than the cleanup was the after party turnout! On ing. In the past, as in many neighborhoods, Garfi eld Sunday, October 18, the 1800 block of New Street block clubs were started around public safety. But was shut down to host the fi rst ever New Street Block they only worked when people felt there was an im- Party. More than 200 people took part in carnival minent threat. They were only for the purpose of solv- games, a bounce house, free cookout, and pumpkin ing problems and didn’t offer anything social or fun. painting, and other activities. A raffl e designed to re- These are intended to be more comprehensive than ward those who had participated in the cleanup was the Neighborhood Watch Block Clubs—their primary held and gift cards were distributed to the winners. purpose is to build relationships, which in turn will en- The community-building purpose of the block club is able residents to solve problems of all kinds. evident in this excerpt from their website:

Success Story: New Street Block Club, “While we were able to make a big impact in a Bates-Hendrix Neighborhood, Indianapolis IN. fairly short time span, much of the real success was The weekend of October 17th and 18th in 2009 was meeting many of our great neighbors. Continue to an important event that engaged the volunteer efforts build on this effort, whether you live in the Bates of Bates Hendricks southeast quadrant neighbors, Hendricks Neighborhood or not! Reach out and churches, and businesses. A “fi ve dumpster” clean- talk to the couple down the street who’s lived there up event was designed by the New Street Block Club, almost as long as you have. Take a moment and formed in early 2007, with the help of an IMAGINE say “hello” to those you may see but to whom you grant. Word was spread for two of the four week- never talk. Get to know your neighbors and start a ends leading up to the main beautifi cation/clean up block club of your own. You’ll fi nd a whole bunch events. Flyers were distributed and banners were dis- of people who care as much as you do.”

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GOOD Publicize at-risk properties to avoid condemnation and demolition. LEADERSHIP HOUSES 04 ACCOMPLISHMENT ACTION STEPS RESPONSIBILITY 04.2011.01 Five foreclosed or condemned Research properties; BGC properties in the Elm Street Interview MCC on PROJECT area are identified. lessons learned 04.2011.02 Neighborhood is alerted to Publish article on people The Bulletin the opportunity to rehab and rehabbing condemned own houses (before inviting properties and set up outsiders to buy property). regular column 04.2011.02 Concept for house sale is developed Select properties for sale BGC around announcement of new PCRG; purchase-rehab loan program 04.2012.01 Resources for buyers are arranged Make legal preparations, BGC through PCRG and banks arrange for real estate services, etc 04.2012.02 Buyer education program is Coordinate homeowner Garfield Jubilee organized and advertised education Association 04.2012.03 First house sale is successful: 5 Hold a house sale; BGC at-risk houses are sold and are Provide connections to being rehabbed by buyers reputable contractors 04.2013.01 The house sale becomes Review lessons learned BGC, Garfield an annual event and set up annual process Jubilee Association 04.2015.01 All the houses sold are improved Do follow-up study The Bulletin and owner-occupied and publicize

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Condemned structures and demolitions have become second nature in Garfi eld. However, residents are not usually informed about new condemnations nor de- molition schedules. Some structures may be in sal- vageable condition. By making information available to the public, we could connect neglected property with people willing to invest money in rehabilitation.

Success Story: Manchester Great House Sale, Pittsburgh For years, the city demolished vacant homes in Man- chester, turning usable buildings into weed-fi lled lots that became overrun with graffi ti and trash. The va- cant lots made selling homes diffi cult, and people living there say the community suffered despite the fact that police records show the number of crimes fell by nearly half over the past decade. In October 2009, Manchester Citizens’ Corporation showed sev- en homes to be restored by March. More than 100 people, some from as far away as Venezuela and Colombia, attended a two-day session that includ- ed a seminar about how to buy one of the homes. Twenty-fi ve people put down $1,500 deposits, and seven qualifi ed buyers were chosen at random to buy the homes. The rest were put on a waiting list for fu- ture restorations. Incentives totaling $2 million for the buyers will be paid by grants from the city’s Urban Redevelopment Authority, the federal Department of Housing and Urban Development, Allegheny Coun- ty, the Pittsburgh History & Landmarks Foundation’s Landmarks Community Capital Corporation and the 17 Allegheny Foundation. (excerpt from Tribune Review) Bloomfield Garfield Corporation | Perkins Eastman

GOOD Facilitate affordable rental housing for working families. LEADERSHIP HOUSES 05 ACCOMPLISHMENT ACTION STEPS RESPONSIBILITY 05.2011.01 Find new sources of capital to replace Research possible BGC disappearing funding sources sources, including PROJECT Capital Magnet Fund 05.2012.01 A revolving fund for housing Submit grant proposals BGC development is funded to Commitment to funders of $$ in private financing is obtained 05.2012.02 Planning for a new affordable BGC rental development is done 05.2013.01 Land is assembled for new BGC rental housing; Application for funding is submitted. 05.2016.01 Second affordable tax-credit rental BGC housing project is completed.

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Continue to provide and assure the stock of afford- Program which provides fi nancial and technical assis- able housing in Garfi eld available to families and in- tance to CDFIs serving low-income people and com- dividuals for whom renting makes more sense than munities and the New Markets Tax Credit Program, buying. which provides investors a tax credit for investing in businesses located in under-served areas. Success Story: Capital Magnet Fund One of the changes to the Housing and Economic As its name suggests, CMF grants are to be used to Recovery Act of 2008 (HERA) was the creation of the increase private investment in the development, pres- Capital Magnet Fund (CMF). With direct funding of ervation, rehabilitation, or purchase of affordable $80 million under the president’s 2010 budget, CMF housing primarily for extremely low-, very low-, and provides grants to fi nance affordable housing and low-income families, and related economic develop- related community development projects. Eligible ment activities or community service facilities such as grantees include community development fi nancial day care centers, workforce development, and health institutions (CDFIs) and nonprofi t organizations whose care clinics. Awards of CMF grants are intended to principal purpose is to develop or manage affordable stabilize and revitalize low-income or under-served housing. The CMF was established as a permanent rural areas. Grantees may use grant monies to estab- trust fund and will be administered by the Treasury lish loan loss reserves, to capitalize a revolving loan Department’s Community Development and Finan- fund, an affordable housing fund, or a fund to sup- cial Institutions (CDFI) Fund. The CDFI Fund adminis- port economic development activities or community ters other grant programs, including the CDFI Grant service facilities, and to provide risk-sharing loans.

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GOOD Develop a landlord education program. LEADERSHIP HOUSES 06 ACCOMPLISHMENT ACTION STEPS RESPONSIBILITY 06.2011.01 Concept for landlord education Engage local landlords; BGC; Kevin program is created; Baseline condition Research other programs; Barnett PROJECT of rental properties is documented Visit Shaker Heights to learn about their experience. 06.2011.02 Start partnership to develop program. Talk with Rob Molloy at BGC Fair Housing Partnership 06.2012.01 Engage at least three landlords Initiate program with at Landlord education least one successful partnership event; Plan next steps 06.2012.02 Program is broadened to Share experience with BGC East End neighborhoods other neighborhoods 06.2015.01 Condition of rental properties is BGC significantly improved over baseline 06.2015.02 Achievements are publicized Write article for Bulletin Landlord education partnership

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Offer classes to those (local residents) interested in Success Story: Certifi ed Shaker, owning and renting out property. Goal is to increase Shaker Heights, Ohio the amount of responsible, locally based landlords. Certifi ed Shaker encourages rental property owners to make their properties the best they can be and rec- Success Story: Shaker Heights Landlord ognizes rental properties which meet or exceed the Training, Shaker Heights, Ohio City’s standards of excellence. This is the fi rst pro- A comprehensive one-day landlord training program gram of its type in the United States. (See listings of is offered twice a year. The program is designed for Certifi ed Shaker properties) existing and prospective Shaker two-family landlords, but it is open to all. The program encourages superior Properties are promoted by the City as the best Shak- property management and maintenance, provides er has to offer, receiving regional and national ex- professional training to owner-occupant rental prop- posure, through Shaker Life magazine, promotional erty owners, and helps landlords maintain a competi- packets, print and radio ads. A photo and description tive edge in the marketplace. of each property is included on the city’s website with direct links to owner’s contact information. City Relo- The training is delivered by a team of professionals cation Specialists show Certifi ed Shaker properties to with expertise in the many facets of rental property out-of-town prospects. Owners have access to tech- ownership. (View Landlord Training Manual) Topics nical assistance from the city’s Housing Specialist on covered include Ohio landlord-tenant laws, fair hous- ways to improve property marketability and receive ing laws, the eviction process, property and business free yard signs with the Certifi ed Shaker name. management, property maintenance, city require- ments, regulations and programs, and marketing To be certifi ed a property must have a current Cer- strategies. Realtors and brokers can receive six CEU tifi cate of Occupancy and no current housing or fi re credit hours for full attendance. code violations. The property cannot be in foreclo- sure. It must be spotlessly clean and freshly painted throughout, with updated appliances and fi xtures and appropriate landscaping. (excerpted from website)

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Educate real estate agents and appraisers about GOOD the assets and opportunities in Garfi eld.

HOUSES LEADERSHIP 07 ACCOMPLISHMENT ACTION STEPS RESPONSIBILITY PROJECT 07.2011.01 Get at least two more real estate Meet with Coldwell Banker BGC companies active in the neighborhood and Howard Hanna. 07.2011.02 Educate real estate agents about Conduct information session BGC; GJA homeownership opportunities in Garfield. and tour for real estate agents (as part of Garfield House Sale day or PCRG rehab loan rollout?) 07.2011.03 Banks know about opportunities to use Develop relationships BGC; GJA purchase rehab program in Garfield. with banks that provide purchase-rehab programs 07.2012.01 Real estate brokers bring 5 Hold annual real estate GJA new successful purchasers agent workshops; into neighborhood Publicize every success 07.2012.02 Banks make 5 purchase-rehab loans. Provide homeowner GJA education and support through process 07.2015.01 Real estate agents are competing for sales in the neighborhood

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Here are some ideas for marketing strategies based 4. Offer “Special Financing Available” signage for on those used successfully by nonprofi t housing or- agents to post on their listings to appeal to cus- ganizations around the country, from “Marketing Af- tomers. fordable Home-Ownership Programs Through Real Estate Professionals”, by Marcia Nedland (http:// 5. Call every agent with a listing in your area to www.fallcreekconsultants.com/documents/Partner- make sure they know about the availability of ingWithRealtorsToSellNeighborhoods.pdf) your special fi nancing. Offer to prepare a fi nanc- ing sheet on their properties that lays out the 1. Sponsor a page in the local real estate journal, down payment and monthly payments with your and/or an ad in the mainstream newspaper that fi nancing, which can be used in listing packets in features all of the properties listed in your target the property. area. Charge a minimal fee to listing agents to have their property included. 6. Work with the local Board of Realtors to develop a class for real estate agents on your organiza- 2. Sponsor a segment of the local cable television tion, your customers, and your education and real estate listing show to feature listings in your loan products, that can count as a Continuing area. Education Credit for agents.

3. Sponsor a neighborhood-wide open house tour, 7. Offer to post listings in your area in the location in which all listings in your area would be open where you conduct homebuyer education class- on the same day, with special advertising and es. publicity generated by you on behalf of the list- ing agents. Get a story in the real estate section 8. Offer a sales bonus to any agent who sells a prop- of the newspaper that publicizes the event, and erty in your target area to an owner-occupant. gives a map with addresses so people can do ($300- $500 is common, but consult an attor- self-guided tours. If you are citywide, do a city- ney to make sure your particular program won’t wide open house of all properties listed within an violate the Real Estate Settlement Procedures Act “affordable” price range for your city. [RESPA] rules.)

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9. If you own properties for sale, list them with an Success Story: The Fund for the Future of ed neighborhoods. To combat the tendency toward agent and pay them a commission. It is rarely Shaker Heights, Shaker Heights, Ohio a dual housing market, the Coalition has launched worth it to try and sell them yourself, either be- The Fund for the Future of Shaker Heights provides a PRISM (Pro-Integrative Supplemental Money) pro- cause it takes too long or it incurs the wrath of low-interest loans to home buyers who will help sus- gram. The PRISM program’s primary challenge is the agents you’ll need later—sometimes both. tain Shaker’s racially diverse neighborhoods. Efforts getting brokers to make referrals. Many brokers are A 6% sales commission on a $65,000 house toward integration began in the late 1950s with neigh- reluctant to venture into minority neighborhoods, es- is $3,900—compare that to the carrying costs bors in the Ludlow Elementary School area working pecially since race is a “hot button” within real es- of holding the property unoccupied for several together to make integration successful. As a result, tate. The coalition has a broker advisory committee months, including staff time in fi nding buyers and Shaker Heights avoided many of the problems cre- that is working on deeply-engrained issues: brokers showing the property, etc.—it’s often cheaper to ated from practices such as blockbusting and white face almost a tragedy of the commons, where they pay the commission. Even if it costs a bit more to fl ight. In 1986, the city began the Fund for the Future don’t want to be the only one showing someone an use an agent, the benefi ts of conventional real of Shaker Heights, offering loans for down payments area that is segregated and get negative feedback estate activity to the neighborhood are impor- for residents buying homes in segregated neighbor- from their clients. The PRISM program gives brokers a tant, and the business relationship you develop hoods, creating multi-ethnic neighborhoods. Today, comfort level to show in a race neutral or pro integra- with the agent can be critical to future projects. the city maintains a housing assistance offi ce that tive way, because it is a visible sign that the towns are works with home buyers to achieve and maintain committed to integration. 10. Involve real estate agents in your organization. neighborhood integration. The story of integration Get a real estate agent on your board of directors in Shaker Heights was featured in a national news and on your home-ownership committee. Gather special. a small group of them to get reactions on your new or existing programs and products. Success Story: South Orange/Maplewood Community Coalition 11. Use agents as trainers in your homebuyer educa- The Coalition is funding a four-county wide fair hous- tion classes. Just be sure they know that it’s not an ing council working on creative methods to see if appropriate forum to sell their services. real estate brokers are adequately serving integrat-

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GOOD Work with the Housing Authority to bring public housing down the hill. HOUSES 08 PROJECT

It’s likely that this project can’t proceed until there is opportunities for residents. Construction of the units a change in the policies or leadership of the Housing was completed in February 2000; the site is fully oc- Authority of the City of Pittsburgh. An initial meeting cupied. The program also included public housing has been held with HACP, but no further steps can be units in innovative mixed income multi-family rental taken at this time. This project should be re-consid- settings. This project is the recipient of a New Face of ered when there is a change in the situation. America’s Public Housing award from the Congress for the New Urbanism. Success Story: Guinotte Manor, Kansas City. Success Story: Clarksdale Revitalization, The project involved the construction of 219 new Louisville. units, both fl ats and town homes, and one for one 176 public housing rental units have been developed replacement of remaining units as part of the HAKC as part of the Clarksdale I revitalization. Clarksdale II scattered site program, many of which are located includes 218 rental housing units off-site. The Housing in non-impacted neighborhoods. The project also Partnership, Inc. and New Directions Housing Corp. provided substantial employment and job training were LMHA’s developer partners for 69 of the units.

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GREAT STREETS MAKE STREETS SAFE AND WELCOMING

GREAT STREETS: Make streets safe and welcoming

Goal Leverage points 01 EXPAND THE WALKING CLUB. page 32 The neighborhood streets in Garfi eld are social • City’s stormwater crisis spaces that are pleasant for walking and bicycling. • Public support for tree planting 02 CONTINUE TO ORGANIZE STREET CLEANUP. page 34 Assets to develop Potential Investors and Partners • Extensive network of streets • Garfi eld citizens 03 PURSUE TREE PLANTING INITIA- • Wide rights-of-way • City of Pittsburgh TIVES. page 36 • Street trees and other shade trees • Sustainability organizations • Residents willing to volunteer to help beautify • TRevitalize 04 REDUCE THE RUNOFF INTO STORM and maintain their streets • Bike Pittsburgh, FreeWheel SEWERS. page 38 • Walking club • Access to public transportation 05 ANALYZE THE ADEQUACY OF STREET LIGHTING. page 40 Obstacles to investment • Steep slopes 06 ADDRESS WEAK CORNERS. page 42 • Overhead wires and pruning practices of local utilities 07 ESTABLISH A MULTI-YEAR SCHEDULE • Decreasing availability of public sector funding FOR STREET PAVING. page 44 for maintenance or capital improvements • Disregard for environment and property, leading to damage, vandalism, and dumping

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GREAT Expand the walking club. LEADERSHIP STREETS 01 ACCOMPLISHMENT ACTION STEPS RESPONSIBILITY 01.2011.01 The walking club establishes and Set schedule and provide easy access BGC and maintains a regular schedule by anyone who is interested; Walking walking club PROJECT throughout the 2011 season. club members keep a contact list 01.2011.02 The walking club has at least ten Current members recruit at least one new Walking club members, and typically at least member each; One or more members agrees 3 participate in every walk. to be a “Walking Club Champion” with contact and organizing responsibilities. 01.2011.03 Two successful networking or National Night Out; Key individuals outside Walking club; BGC outreach events are conducted Garfield are invited to walk with group. by the walking group 01.2012.01 Walking club success is publicized. Take photos and write at least one story BGC; Bulletin 01.2012.02 The walking club accomplishes 3 Create a partnership with a fitness Walking club; BGC networking or outreach activities organization, such as Healthy Communities initiatives 01.2015.01 The walking club has at least Continue outreach Walking club 30 members, and walks have 10-15 participants. 01.2015.02 Walking club provides regular Develop strategies for getting Walking club; BGC publicity for the neighborhood. the good news out 01.2015.03 At least 5 members of the Interview members and write Walking club; BGC walking club are engaged in other a story in the Bulletin neighborhood organizations.

32 Neighborhood Investment Strategy Great Streets01

A walking club, aside from providing great exercise, acts as a ‘reconnaissance’ team, and creates a net- work of individuals who are aware of daily changes to the neighborhood and develop relationships with one another. As more people start walking, they get to meet more of their neighbors and thus start building a stronger community. More people notice barriers to walking and may help advocate for better streets and sidewalks. Motorists are more likely to be aware of pedestrians. Lastly, there will be more “eyes on the street” to discourage crime and graffi ti.

Success Story: WalkForce, Garfi eld Park Neighborhood, Chicago, Illinois (Excerpt from an interview with Rishona Taylor, a founding member of WalkForce) “We started the program in September 2007. It was strictly word of mouth with a lot of help from Advocate Bethany Hos- pital and the 11th District CAPS (Chicago Alternative Policing Strategy) program helped a lot in promoting the program. So it started with a few of us walking through the neighborhood getting exercise, picking up litter, and getting to know the community. We were walking through the neighborhood anyway, so we started putting fl yers on people’s doors. And that April we had an abundance of people join. We went from seven people to about 45 registered participants.

33 Bloomfield Garfield Corporation | Perkins Eastman

GREAT Continue to organize street cleanup. LEADERSHIP STREETS 02 ACCOMPLISHMENT ACTION STEPS RESPONSIBILITY 02.2011.01 Neighborhood cleanups are Set a schedule and make it BGC PROJECT held on a regular schedule easily accessible to residents 02.2011.02 Clean ups are coordinated to Meet with Pick Up Penn BGC make the best use of resources. 02.2011.03 Garfield residents participate in Organize participation BGC the multi-neighborhood Penn Avenue clean up in July At least 32 people participate Build involvement; Find BGC in a clean-up event new ways to make it fun 02.2012.01 A Garfield neighborhood Engage 5-6 participants as BGC stewardship committee is formed a planning group and assist them to find some funding 02.2012.02 Clean-up activities are held Stewardship regularly and well attended committee 02.2012.03 New beautification activities are started Stewardship committee 02.2015.01 At least 60 residents participate Stewardship in regular clean-up and committee beautification activities A reliable source of funding Create a resources strategy, Stewardship provides for ongoing activities match volunteer effort committee

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Street cleanups already occur, but a greater effort can be made to attract residents and children to attend, and the events may be held more frequently. Experi- ence with neighborhood revitalization has shown that neighborhood clean-ups should be an integrated part of an overall program of investment, since the physical appearance of the neighborhood has a ma- jor impact on people’s expectations of quality.

Success Story: College Hill Homes, Tampa, FL Although not a typical neighborhood revitalization story, the experience of College Hill is a remarkable example of the impact of cleaning up. In that drug- ridden public housing community, a special team of police were assigned to address the rampant crime. They pursued a multi-pronged program including intensive patrolling, improved lighting, and elimina- tion of abandoned cars and through-traffi c. Residents supported and appreciated the difference that these actions made. But the team described afterwards that the turning point was the day they organized a neigh- borhood clean-up. With donations of supplies, rakes, shovels, and music provided by a local DJ, more and more residents joined in as the day progressed. Resi- dents who had been afraid to leave their apartments were taking part and stayed for the party into the eve- ning. After the clean-up, a sense of community and trust was noticeable for the fi rst time. Neighborhood children followed the offi cers, residents approached them with information, and the neighborhood ap- plauded the arrest of suspected drug dealers. 35 Bloomfield Garfield Corporation | Perkins Eastman

GREAT Pursue tree planting initiatives. LEADERSHIP STREETS 03 ACCOMPLISHMENT ACTION STEPS RESPONSIBILITY 03.2011.01 A street tree plan for Garfield is done Prepare an analysis of BGC existing conditions. Meet PROJECT with TRevitalize on criteria for getting trees. 03.2011.02 A multi-year schedule of Identify priority locations BGC planting is created to achieve for new street trees 2030 goal (60 trees/year). and obtain trees. 03.2011.03 30 trees are planted Re-apply for trees; BGC Plant trees in fall 03.2012.01 Obtain trees on a semi-annual Submit successful proposals basis for spring and fall planting 03.2015.01 300 trees have been planted in five years

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Trees add life, health, and beauty to an area, encour- aging pedestrian activity. Through partnerships with Tree Pittsburgh, Friends of the Pittsburgh Urban For- est, and TRevitalize, trees can be obtained and resi- dents can learn tree tending skills. Garfi eld’s twenty- year tree planting target is 60 trees/year (see Garfi eld 2030).

Success Story: Neighborhoods in Detroit, Michigan Green collaborations in Detroit neighborhoods have included community gardens, pocket parks and small nurseries. In Highland Park, the Beresford Block Club partnered with a non-profi t group called Greening to replace trees that were lost years ago in a rare tornado that hit the Detroit area. With the support of Highland Park offi cials and Beresford residents, 25 trees were planted last summer. The results were im- mediate and the effort provided a great increase in neighborhood volunteerism of all kinds. At one point there were almost 100 volunteers just for tree plant- ing. People met their neighbors and many became involved in their local community organization. “Our city has a widespread enthusiasm for planting trees,” says Rebecca Salminen Witt, president of Greening. “It’s a powerful statement in disadvantaged neigh- borhoods because plantings signal a long-term in- vestment.”

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GREAT Reduce the runoff into storm sewers. LEADERSHIP STREETS 04 ACCOMPLISHMENT ACTION STEPS RESPONSIBILITY 04.2011.01 Background research on stormwater/ Investigate scope of issues BGC; See if ecological problems is done to address and potential there’s help from PROJECT sources of funding for study a grad student or program 04.2012.01 Plans for hiring a consultant are in place Prepare RFP Graduate student? 04.2012.02 A professional stormwater Hire a professional BGC consultant is hired. consultant to assess Garfield’s stormwater situation and recommend remediation actions. 04.2012.03 A plan for Garfield is presented Prepare a baseline Consultant assessment of runoff. Identify major sources of stormwater sewer flow and strategies for reduction. 04.2013.01 Neighborhood residents understand Provide neighborhood BGC; GJA the issue and how they can help education (team with partner). 04.2015.01 A plan for private property owners, Identify public improvements BGC and City neighborhood organizations, and priorities. and city agencies This also relates to Green Streets Project 05, on page 40.

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Success story: Philadelphia Stormwater Initiative, Philadelphia PA Two years ago, the City Water Department made a major change in billing procedures, where stormwa- ter billings for all non-individual residences are based on impervious cover and total lot size, rather than simply using water metering as in the past. The new program has done much to encourage developers to incorporate partial and full green elements in new project designs. Water Department success has been reinforced and extended through partnerships with organizations such as the Pennsylvania Horticultural Society’s Philadelphia Green.

In 2005, Philadelphia Green and the PWD addressed stormwater problems at seven Philadelphia schools. At South Weir Mitchell Elementary School, children created a raised bed vegetable garden in a paved parking lot, which not only absorbs stormwater, but also reduce the heat island effect. Vegetation, infi ltra- tion trenches, bioswales, and a rain garden replaced some of the school’s 3-acre impervious site. Another joint stormwater project, in South Philly, is the instal- lation of sidewalk infi ltration planters on South 13th Street. Modeled after street planters used in Portland, OR, they are designed to reduce overfl ows that led to basement fl ooding, a persistent problem in the area. These planters, which measure 30 feet long by 7 feet wide and are 4 feet deep, are fi lled with native plants. 39 Bloomfield Garfield Corporation | Perkins Eastman

GREAT Analyze the adequacy of street lighting. LEADERSHIP STREETS 05 ACCOMPLISHMENT ACTION STEPS RESPONSIBILITY 05.2011.01 An initial discussion is held with Contact Remaking Cities BGC Remaking Cities Institute about Institute at CMU (Don Carter) PROJECT their new city specifications about conducting a study 05.2011.02 The new specifications are adopted for Meet with Pat Haskell BGC the Penn Avenue reconstruction project. and others as needed to negotiate the inclusion in the project scope. 05.2012.01 Lighting plan is developed for areas of Obtain funding and BGC new investment in the neighborhood consultant services 05.2015.01 New lighting improves the Construct new lighting City character of Penn Avenue in each phase of Penn Avenue reconstruction 05.2015.01 New lighting is installed in neighborhood Incorporate new street BGC in areas of new investment lighting into projects.

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The consensus is that street lighting in Garfi eld is gloomy and out of date. Look into ways of improving our lighting, including public grants, or grants from a power provider. Look into solar lighting and mo- tion sensors for residents. New lighting standards are being developed by Carnegie Mellon for the city for pilot business areas. These specifi cations defi ne bet- ter levels of energy effi ciency using LED technology, control of light pollution, glare reduction, and the use of color for place identity and wayfi nding.

Success Story: Chicago, Illinois By replacing ineffi cient street lights with new high- performance fi xtures, the city estimates it will save • Over 80,000 tons of excess C02 production (equivalent to the weight of 20,000 elephants) in one year • Nearly 2 billion lumens of light going where it isn’t needed, every minute of every night of the year • $5.4 million in taxpayers’ money each year

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GREAT Address weak corners. LEADERSHIP STREETS 06 ACCOMPLISHMENT ACTION STEPS RESPONSIBILITY 06.2011.01 An inventory of corner properties, their Do a field survey BGC condition, ownership, etc is maintained and document in a PROJECT spreadsheet file 06.2011.02 Identify key corner buildings for rehab Interest at least one buyer/ BGC owner in rehab as a model 06.2012.01 A plan for planting the “green Obtain services of a BGC streets” is prepared landscape architect 06.2014.01 Funding is obtained for Go to foundations and BGC one “green street” private businesses 06.2015.01 Planting and landscaping Arrange for volunteers to BGC improvements are made help, for economy and community-building 06.2015.02 Penn and Negley is under development Team with responsible BGC private developer for good quality project

42 Neighborhood Investment Strategy Great Streets06

The weakest corner in Garfi eld is also its most vis- basis. Planting the “green streets” from Penn Avenue ible: Penn and Negley. This should be the highest up the hill is a more lasting solution that provides priority development project for both Garfi eld and many benefi ts. Eventually, the use and character of Friendship, once the economy has recovered. Neigh- corner buildings will be an important concern, and borhood entrances from Penn Avenue create signifi - adopting standards or incentives may be necessary. cant fi rst impressions. The corners are the gateways to the neighborhood. Their condition affects property Success Story: A success story from nearby. values throughout the neighborhood. Along Penn Av- In Friendship in the 1990’s the community was faced enue, there are a number of corners where commer- with far more deteriorating properties than they could cial buildings have been torn down and nothing is left hope to rehabilitate. They adopted a strategy of fo- but a vacant site or parking lot. cusing resources on corner properties, many of which were in poor shape. By turning them into model prop- While there is not yet enough demand to make it fea- erties (in some cases by deliberately over-investing), sible to construct a new building, the existing condi- they changed the way people driving through the tions need to be addressed. Continuing the Clean, neighborhood saw it. In the next few years (with the Green, and Screen Initiative (Community Greens help of a good purchase-rehab program) private Project 03) will address the corners on a temporary homebuyers improved many of the midblock houses.

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GREAT Establish a multi-year schedule for street paving. STREETS 07 PROJECT

This needs to address the green streets, With the new 1/9 system for allocation of paving since instead of repaving them the way funds, it is more important than ever to plan ahead they are, streets need better planting for street paving. However, since paving has a low areas, bike lanes, etc. priority in the limited city budget, there is unlikely to be anything but a response to paving failures in the next fi ve to six years. This project should be put on hold until the situation changes.

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45

HILLTOP PARK CREATE THE NEW HILLTOP PARK AND RECREATIONAL FACILITIES

HILLTOP PARK: Create the new hilltop park and recreational facilities

Goal Leverage points 01 INCREASE PROGRAMMED OUTDOOR Garfi eld has a beautiful park that supports active • Successful history of youth sports teams ACTIVITY IN NEIGHBORHOOD. page 50 living with recreational and natural amenities. • Citywide need for sports fi elds • Critical importance of healthier lifestyles 02 ORGANIZE NEIGHBORHOOD ADVO- Assets to develop CACY FOR PARK. page 52 • Vacant property at top of hill Potential Investors and Partners • Garfi eld’s youth sports programs • Garfi eld citizens 03 ACQUIRE PROPERTY FOR THE • Existing recreational facilities • Local bike shop and PARK. page 54 • Existing trees • Citywide outdoor recreation advocacy groups • URA Obstacles to investment • Other neighborhood organizations • Housing Authority’s unwillingness to participate • Hospitals/health organizations with neighborhood in developing park • Steep or irregular land form • Existing infrastructure that would have to be removed • Undermining • Decreasing availability of public sector funding

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HILLTOP Increase programmed outdoor activity in neighborhood. LEADERSHIP PARK 01 ACCOMPLISHMENT ACTION STEPS RESPONSIBILITY 01.2011.01 A group of Garfield residents is Expand walking club and its visibility BGC PROJECT actively involved in the walking club (See Great Streets Project 01) 01.2011.02 Potential partners for fitness Meet with UPMC on including Garfield BGC programming are identified in Healthy Communities program 01.2011.02 A plan for improving community Hire an intern to research ways BGC fitness is developed. Funding to increase adult fitness in the sources are explored. neighborhood, including exercise, walking and bicycling, and socializing 01.2011.02 A baseline for community Research ways to ascertain the current BGC intern fitness is defined fitness level in the neighborhood 01.2011.03 At least one outdoor Organize Redd Up celebration, BGC community event is held include walking club activities 01.2011.04 Garfield residents learn about Provide information about gardening and Open Hand opportunities for community gardening Community Supported Agriculture programs Ministries (confirm) 01.2011.03 10%? of Garfield youth are engaged in Build neighborhood support for youth sports BGC sports (compare to city average); 50 and fitness activities, expand existing children participate in fitness activities programs in football and basketball 1%? residents are engaged in regular Organize adult outdoor activities BGC fitness activity (compare to city average) and fitness program 01.2012.01 At least one outdoor Hold summer outdoor festival BGC intern community event is held or a series of movie nights 01.2012.02 20 more residents are involved Expand gardening onto other vacant property Open Hand in community gardens Ministries (confirm) 01.2015.01 5%? Of residents take part Build participation in community BGC and partners in regular fitness activity programs and track numbers

50 Neighborhood Investment Strategy Hilltop Park01

The case for the park will depend on showing how CiclAvía allows for the temporary closure of intercon- essential it is to the community and on a strong neigh- nected routes throughout the region, creating a web borhood base of support for the park. Both of these of public space on which residents can walk, bike, are accomplished (along with many direct benefi ts) by and socialize. In every city where CiclAvía-like events creating or expanding programs that engage neigh- have been a success, the city governments have sup- borhood residents of all ages in outdoor activities. ported those efforts. In Bogotá, mayors Antanas Mockus and Enrique Peñalosa were instrumental in Success Stories: starting CiclAvía. In San Francisco, “Sunday Streets” Louisville Metro Parks has started offering free fi tness is presented by the Municipal Transportation Agency classes for the month of June in various parks around and a local transportation nonprofi t. In New York the city. “This is to get the city moving and using the City, “Summer Streets” is lead by the New York City great parks that the city offers,” according to a parks Department of Transportation. CiclAvía in these cities commissioner. has provided common ground for its citizens, along with better air quality, more participation in outdoor Inspired by CiclAvía, the original, weekly street clo- activity, neighborhood familiarity and pride, and ad- sure event in Bogotá, Colombia, it is a recurring free vocacy for higher-quality pedestrian spaces in the event, set for the same day/time every week or month, city. (excerpted from CiclAvía website)

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HILLTOP Organize neighborhood advocacy for park. LEADERSHIP PARK 02 ACCOMPLISHMENT ACTION STEPS RESPONSIBILITY 02.2012.01 Park advocacy group is started Convene Park Committee PROJECT with clear charge 02.2012.02 Partners are involved in advocacy Meet with Parks Conservancy Park committee and other organizations 02.2012.03 A base of information is Conduct survey on BGC intern developed to use in advocacy neighborhood interest in park. Use survey as organizing tool. 02.2012.04 Successful models provide strategies Research/visit other BGC intern; Park community-initiated parks; committee Prepare for feasibility study by defining scope and funding 02.2014.01 A feasibility study is done Hire a consultant Consultant 02.2015.01 Land has been committed Begin steps toward BGC for a public park creating park.

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Success story: Patterson Park, Baltimore price on the north side of Patterson Park rose by 8.2 Because of disinvestment and racial tension, Patter- percent, and in the fi rst three months of 2002 it rose son Park in the 1980”s was more of a liability than by another 12.9 percent. (In contrast, during the same an asset to the surrounding neighborhood. However, period housing prices for Baltimore as a whole de- individuals and community organizations remained clined.) Many of the new purchasers are now rehabili- committed to saving the neighborhood, and the park tating their properties. served as the anchor for their efforts. The Southeast Community Organization and Friends of Patterson Along with the gradual stabilizing of its surrounding Park worked to have a capital improvement master neighborhood, the park itself is getting signifi cant plan adopted; repairs and renovations were made; upgrades. The renovated pagoda, a historic center- and private funds (such as $100,000 from the Na- piece, was reopened in April 2002; $100,000 was tional Football League) were raised. At the same time, raised privately to restore the 1893 fountain; and new several community development corporations worked perimeter lighting was installed. Most important, the to get aid for housing construction and rehabilitation, city commissioned a detailed study of capital needs and arts organizations scheduled events in the park, for the park’s renovation. “Patterson Park has had a including a “water ballet” in the swimming pool and tremendous infl uence in East Baltimore,” according a “Stars, Stripes and Snowballs” big-band concert for to Craig Thompson, a realtor who lives in the area. Independence Day. “When people were scared of it, it hurt the neighbor- hood. Now that people’s perceptions are changing, By the late 1990s housing demand began to increase it’s a great attraction. Today it’s just about impossible and, while still affordable, prices were rising notice- to fi nd a house for sale right along the park.” (excerpt- ably. Between 2000 and 2001 the average home ed from American Planning Association website)

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HILLTOP Acquire property for the park. PARK 03 PROJECT

It is likely that this project cannot proceed until there been held with HACP, but no further steps can be is a change in policies or leadership of the City of taken at this time. This project should be reconsidered Pittsburgh’s Housing Authority. An initial meeting has when there is a change in the situation.

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55

COMMUNITY GREENS TRANSFORM ALLEYS INTO GREEN SPACES

COMMUNITY GREENS: Transform alleys into green spaces

Goal Leverage points 01 EXPLORE THE POSSIBILITY OF A Houses surround common green spaces instead of • Blocks where neighbors know each other and “GREEN ALLEY.” page 60 neglected alleys. like the idea • Blocks where new housing will bring new 02 INVENTORY AND PRIORITIZE VACANT Assets to develop residents LOTS AND DEVELOP A GARFIELD • Underused alleys and interiors of blocks • Small scale of interventions needed at the scale VACANT LOT “HANDBOOK” OF IM- • Long-term residents who see the alleys as of a single block PROVEMENTS PRIVATE OWNERS OR nuisances • Assistance offered from Ashoka and Baltimore ORGANIZATIONS CAN MAKE AND • New homebuyers who want to be good Community Greens RESOURCES TO HELP. page 62 neighbors • Properties that are compromised by poor Potential Investors and Partners 03 CONTINUE THE GREEN + SCREEN surroundings • Garfi eld citizens INITIATIVE. page 66 • Vacant properties that can be part of community • Small-grant funding sources green • URA and the City 04 EXPLORE THE FEASIBILITY OF RENO- • Gardening and greening organizations with VATING SMALL PARKS. page 68 Obstacles to investment technical expertise • Residents who are unwilling or afraid to work with their neighbors, inertia • Nearby properties in poor condition • Lack of confi dence in the future of the neighborhood • Old paving and utilities • Steep slopes

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COMMUNITY Explore the possibility of a “green alley.” LEADERSHIP GREENS 01 ACCOMPLISHMENT ACTION STEPS RESPONSIBILITY An intern is assigned to carry out Hire/assign an intern to organize first block. BGC PROJECT the work for the first pilot project 01.2011.01 Initial group of neighbors interested Meet with neighbors informally BGC intern in green alley is identified to gauge interest. 01.2011.02 The program and design process Hold block-wide discussions to get buy-in and BGC intern; bring neighbors together a design workshop to develop a good plan. Block residents 01.2011.03 A scope of work and budget are defined Develop a design and budget that Block residents work for everyone. Obtain agreements from all neighbors on sharing costs. 01.2012.01 Public approvals to vacate For gating the alley, gear up for Block residents the alley are obtained government approval process. 01.2012.02 Funding is acquired Raise money to pay for Block residents improvements/landscaping. 01.2013.02 The organization is formalized Set up an organization to work with the Block residents from a development group City, oversee the initial work, and be to a maintenance group. responsible for long-term care for it. 01.2013.01 The first community green is completed. Construct the project. Celebrate Block residents its completion. 01.2015.01 Three community greens Help form new groups, share Block residents have been created and are first group’s experiences enjoyed by their neighbors.

60 Neighborhood Investment Strategy Community Greens01

A green alley is an alley that is reclaimed, shared, mons can be created when neighbors take down their and tended by property owners whose homes open fences and create shared gardens in the middle of onto the alley. Garfi eld has a number of alleys— their blocks or when they take over under-utilized city overgrown, full of garbage and debris, used for drug property, like alleys in Baltimore city blocks. They re- activity, and generally inaccessible. The green alley alized that Baltimore’s alleys—rat-infested, drug rid- model has worked in places where adjacent residents den, and garbage polluted—could be turned around have rallied around their shared space and trans- if residents had the legal right to do so. Through the formed it into a mutually looked after commons. A new Alley Gating and Greening ordinance, residents few obstacles exist to their implementation in Gar- can now legally create new commons and green fi eld: though some alleys are currently used for crime spaces at their back door. activity, the concern is that this would not cease, and may actually increase, were the alleys to be cleaned The Baltimore alley on a Glover Street block has been up and made limited access. A great percentage of completely transformed by residents. It went from an Garfi eld residents are renters, the property owners anonymous no man’s land that invited crime to a living out of the neighborhood, which is less of an place graced with plants, activities, and a real sense incentive for either part to get involved in such a proj- of community. Residents now know one another, kids ect. Any green alley initiative would only succeed as have a place to play, and adults have a space where far as a strong willed cluster of residents was willing they can relax. Now these alley greens can spread to champion its cause. throughout the city. “It’s brought the community clos- er together and created some lasting friendships,” Success Story: Baltimore Alley Gating, says Grant Heslin, of Glover Street, one of the dozen Glover Street, Baltimore MD or so energized alley neighbors working with Fort- For the past four years, Ashoka’s Community Greens ner, holding potlucks, and writing grants. Heslin has program has been working to pilot the idea of em- found the spruced-up alley to be a place for his two powering residents on a block to create new com- young daughters to play. (excerpted from Baltimore mon green spaces where there are none. These com- Urbanite website)

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Inventory and prioritize vacant lots and develop a Garfi eld vacant COMMUNITY lot “handbook” of improvements private owners or organizations GREENS can make and resources to help. LEADERSHIP PROJECT 02 ACCOMPLISHMENT ACTION STEPS RESPONSIBILITY 02.2011.01 A number of possible Research ways to deal with BGC intern interventions are identified vacant property (nationally) 02.2011.02 Properties are tracked Update the list of vacant BGC intern properties with data about each on a spreadsheet 02.2012.01 A pilot project on a highly Select x priority sites BGC visible lot is undertaken as demonstrations 02.2012.02 Lots are reclaimed with temporary uses Work with GTECH on BGC and are seen as neighborhood assets improving selected lots; Involve local residents 02.2015.01 Acquisition of vacant properties BGC participates with BGC with ownership/title problems partners in addressing has been facilitated vacancy issue 02.2015.02 Vacant lots are too valuable to Investors improve properties Garfield citizens be neglected; they have been and property acquired for various uses owners

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Garfi eld has a ‘wealth’ of unused, un-built-upon lots. These can be a prime catalyst for community greens. Gardens, sunfl ower fi elds, small parks, art projects— any number of creative projects could fi nd a home in these plots. Funding may be available from Bill Pedu- to’s offi ce or EPA Brownfi eld money. By inventorying the available lots and their ownership, by prioritizing the lots by location, greatest need, or ready availabil- ity, we can connect residents and ideas with available space.

For the surplus of vacant lots, GTECH is a potential partner. They are a non-profi t corporation that spe- cializes in working with communities to fi nd creative uses (often environmental uses) for vacant land. Chris Koch from GTECH spoke to us about some of the possibilities, including planting sunfl owers or veg- etable gardens. In time, these lots may be purchased and redeveloped, or remain as community spaces.

Success Story: South Side Slopes Neighborhood Association South Side Slopes Neighborhood Association (SSS- NA) is a volunteer-based organization formed to pro- tect and manage open green space along the slopes

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64 Neighborhood Investment Strategy Community Greens02

of the South Side neighborhood in Pittsburgh. velopment program, landscaping, and snow removal It currently manages four community gardens through social enterprise. partnerships with diverse groups, including the South Side Local Development Company, local landowners, Success Story: Portland, OR the City of Pittsburgh, Duquesne Light and Lamar Ad- A group of eleven members—six appointed by the vertising. city and fi ve appointed by the County—formed the Portland Sustainable Development Commission, Success Story: Nine Mile Run which recommended and created the Offi ce of Sus- Watershed Association tainable Development (OSD) in September of 2000. The Nine Mile Run Watershed Association is respon- The Department was created by merging the solid sible for overseeing the restoration and protection of waste and recycling division (Bureau of Environmen- the Nine Mile Run Watershed. A product of the Nine tal Services) with the energy offi ce and currently has a Mile Run Greenway Project at Carnegie Mellon staff of about 30 people. University, the NMRWA is a relatively young organi- zation. Even so, it has been ambitious and successful Success Story: The Brassica Project in the management of the Nine Mile Run Watershed Vacant lots and brownfi elds, which are currently lia- since its incorporation in 2001. Central to its success bilities for Pittsburgh, can be transformed into organic have been its outreach efforts and its relationships to urban oil seed farms through the promotion of Bras- other organizations in the Southwest PA region. sica plants. Specifi cally, utilizing the brassica plant species to clean-up soils contaminated with trace ele- Success Story: Rosedale Block Cluster ments could provide affordable and sustainable tech- The Rosedale Block Cluster, in a step toward sustain- nology for bioremediation. Crops such as mustard, ability to support their educational programming, canola, and sunfl ower can both remediate the soil started their landscaping business in 1999. The and produce vegetables oils that can be transformed Rosedale Block Cluster Landscaping company in into clean burning bio-diesel. Homewood, under the umbrella of The Rosedale (excerpted from http://gtechstrategies.org/assets/ Block Cluster, Inc. has a blooming training and de- GVL_PolicyRec.pdf)

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COMMUNITY Continue the Green + Screen initiative. LEADERSHIP GREENS 03 ACCOMPLISHMENT ACTION STEPS RESPONSIBILITY 03.2011.01 The Green and Screen projects already Engage Garfield volunteers Green and planned for this year on Penn Avenue in helping with construction Screen program PROJECT are accomplished successfully. 03.2011.02 The feasibility of extending the life of the Assess the effect of Green and program with new funding is pursued. the projects that have Screen program been done and the need for future programs 03.2011.03 The future of the program is determined. If appropriate, apply for Green and new funding; otherwise Screen program prepare to end the program

66 Neighborhood Investment Strategy Community Greens03

A number of local artists and designers have col- Edgar Arceneaux, then an undergraduate at Art Cen- laborated to found the "Green + Screen" initiative, to ter College of Art and Design, worked with Lowe to screen the gaps along Penn Avenue with temporary produce several projects in the community, including landscape constructions that contribute to the street designing a fence with Genaro Alvarez, pouring a environmentally and aesthetically. The screens are driveway with Felix Madrigal, and painting a mural interactive sculptures temporarily installed on vacant with a group of Watts youth. Alvarez is now a full-time lots and in front of businesses. So far one such exhibit welder and one of the WHP’s main fabricators. has been completed, with others planned for the K-2 convenience store and the parking lot next to Spak After Lowe made the diffi cult choice to leave WHP in Brothers. Given the likely end to Main Street funding order to return to Houston and focus on the rapidly in the next year, this is probably a very short-term growing Project Row Houses, Edgar Arceneaux main- strategy. Ultimately, increased investment along Penn tained close relationships with many of the residents Avenue is what will end the need for this kind of im- on East 107th Street. As Arceneaux’s own reputation provement. as an artist grew over the past ten years, he has been able to translate his experience, connections, and Success Story: Watts House Project, ideas to make Watts House Project successful. Los Angeles CA The Watts House Project is directed by Los Angeles With a team of dedicated artists, organizers, and artist Edgar Arceneaux, and launched as both an art- scholars and funded by the Hammer Museum’s Art- work and a full-fl edged organization in September of ist Residency program, Arceneaux relaunched Watts 2008. The project was fi rst conceived by artist and House Project in 2007 with a clarifi ed mission and organizer Rick Lowe, founder and director of a simi- collaborative structure that built upon his work with lar neighborhood art organization called Project Row the residents years earlier. The Watts House Project Houses in Houston, Texas. Lowe was invited to rep- has grown from there: progressing on four unique licate Project Row Houses in Los Angeles for a show house collaborations since 2008, partnering with curated by Julie Lazar and Tom Finkelpearl called multiple art and community organizations, and in “Uncommon Sense” at the Museum of Contemporary 2009 purchasing properties on 107th Street for offi ce Art (MOCA) in 1996. Lowe came up with the idea space and community programs. Watts House Proj- to redevelop the neglected post-industrial community ect became a 501(c)(3) non-profi t in March of 2009. around the historic Watts Towers landmark. (excerpted from website) 67 Bloomfield Garfield Corporation | Perkins Eastman

COMMUNITY Explore the feasibility of renovating small parks. LEADERSHIP GREENS 04 ACCOMPLISHMENT ACTION STEPS RESPONSIBILITY 04.2011.01 An inventory of the condition of public Engage walking club BGC open spaces in the neighborhood or intern to do field PROJECT survey, focused on the Elm Street area 04.2011.02 Prioritize projects based BGC on citizen involvement and strategic value 04.2012.01 One park improvement project Use volunteer effort to Garfield citizens is completed successfully accomplish first project 04.2012.02 Neighbors are interested in Have a party or other Garfield citizens improvements, maybe excited event in the park 04.2015.01 Improvements to one of the Write an article about before/ Garfield citizens green spaces is attracting after; Hold an event there attention; neighbors are proud 04.2015.01 Neighbors form a group Provide assistance BGC to maintain the park

68 Neighborhood Investment Strategy Community Greens04

This project is comparable to Project 01, except that Alternative Policing Strategy: Attendance at the Gill it’s improving public space rather than the common Park beat meetings typically ranged from 17 to 45 private space of a block interior. Small neighborhood residents. green spaces typically benefi t (or annoy) nearby resi- dents, so this is a project that depends on the mo- To solve the problem, City crews trimmed the trees and tivation of local residents. Where residents commit installed more lighting, giving criminals fewer places to improving and maintaining their private property, to hide. Residents secured approval from the Chicago funding for this kind of project can be offered as an Park District to renovate the park and eliminate the incentive or reward. concrete pool and other troublesome back areas. A neighborhood architect donated plans for the park’s Success Story: Gill Park, Northside Chicago IL renovation whose central feature was a baseball Entrenched gang-related activity at a neighborhood diamond. The Chicago Cubs—whose Wrigley Field park (Gill Park) and the immediately surrounding is in the same community as Gill Park—contributed community. Included drive-by shootings, drug deal- $20,000 for the new sports fi eld, and their generos- ing, and prostitution, and had persisted in the area ity prompted contributions from other businesses and for generations. Residents were deeply concerned organizations toward the renovation. about the extent of the problem, the level of danger it posed, and its pervasive impact on many segments The Chicago Police Department instituted foot pa- of the community—children, families, the elderly, and trols in the park, and aggressively enforced curfew merchants. Potential occupants of the park were un- and loitering laws. In a year, the cycle of gang activity able to use it because of the high level of criminal was reduced drastically, as gangs moved out of the activity. park. Use by law-abiding individuals and families in- creased. A soccer league and a teen club established The park was not only a source of criminal activity, but themselves at the park. In the warm weather months also represented a valuable community resource go- (April-September), when street crime is at its highest, ing to waste. Residents of the affected area, working reported offenses on the Gill Park beat dropped from cooperatively with Chicago Police Department beat 928 to 802 between 1995 and 1996, a decrease of and neighborhood relations offi cers, held a series 14 percent. The response plan thus had a substantial of community meetings, a cornerstone of Chicago’s impact on the park and the neighborhood.

69

Acknowledgements

We would like to recognize all those involved in the planning process and the formation of this document:

Garfi eld Residents

BGC Steering Committee

Aggie Brose, BGC Board Member Gary Cirrincione, BGC Board Member, Garfi eld Resident Freddie Croce, BGC Board Member, Chair of Housing and Landuse Committee, Garfi eld Resi- dent Catherine Curry, BGC Board Member, Garfi eld Resident Joan Monroe, Garfi eld Jubilee Association, Executive Director Grady Roberts Jr., BGC Board Member, Garfi eld Resident Rick Swartz, BGC Executive Director

Garfi eld’s Neighborhood Investment Strategy was supported by a grant from the URA.

Special thanks to City Councilman Patrick Dowd.

DON’T FORGET to use the supplemental Excel document of editable tables.

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