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Housing in the Hilltop Creating a Baseline Typology to Guide Investment (Preliminary Findings)
KIRWAN INSTITUTE RESEARCH REPORT • June 2015
By Jason Reece, Jillian Olinger, Kip Holley, and Audrey Porter; Maps and illustrations by Yumi Choi and SoYoung Lee, Kirwan Institute for the Study of Race and Ethnicity
hrough our work with communities for over a Tdecade, Kirwan has come to understand that cre- ating communities of opportunity that support the success of residents depends on a myriad of factors. Stable and affordable housing must be combined with access to decent, stable jobs. Access to quality education actually starts outside of the classroom, in neighborhoods that are safe and that encourage scholastic success. To gain the benefits of econom- ic opportunities, residents must also have access to good healthcare and meaningful civic structures that allow them to reap the full benefits of new opportuni- ties. Finally, we understand that these opportunities have to be available to all community members in order for assets to truly have a positive effect on neighborhood conditions. The more people who have meaningful access to community assets, the healthier the overall community can be.
In August 2014, The Kirwan Institute was contracted by Homes on the Hill CDC (HOTH), through support of a technical assistance grant through the Community Development Collaborative of Greater Columbus, to conduct a preliminary needs assessment with a focus on housing, for the Greater Hilltop community. The goal was to better understand the housing market realities for the
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many neighborhoods that make up the Hilltop, in order to make more strategic investment de- DIVERSITY IN THE HILLTOP cisions to promote neighborhood stabilization and opportunity. When asked about assets in the Hilltop, one resident shared, “I think diversi- It is equally important to explore the assets avail- ty comes to mind. Diversity on every able in the Hilltop—what are existing assets that indicator that you can think of, race, can be built on with housing investments? One of ethnicity, socioeconomic statuses. I the best assets in the Hilltop is its diversity across think that just for every neighborhood many dimensions—cultural, social, and econom- that there is, there’s diversity, unique ic. In fact, many residents shared that this was a qualities to it, which is where a lot of great strength of the community. And yet, there the strengths come from for the com- was recognition that diversity is complex. It’s not munity. But I also think as with many well- understood yet how to really leverage diver- things, where your strengths are, that’s sity as a catalyst, and, even more fundamental was where your challenges are as well.” the acknowledgement that there may need to be some “educating” around the value of diversity. As one resident pointed out, it’s “fighting a much broader social issue than just diversity in the Hilltop. You’re fighting diversity as a whole and let’s face it, not everyone is like the people in this room who value and embrace diversity. We’re not just trying to get people to buy into the value of diversity in the Hilltop, it’s do you value diversity?”
The Greater Hilltop in context: residents respond
Respondents identified a wealth of different assets, ranging from activities and groups, to acces- sibility and amenities. Many described neighbors as “friendly” and “helpful.” Several parks were identified as gathering points, including Westgate, Glenwood, and Holton Parks. Hilltonia Elemen- tary and Freedom Schools were lifted up. And the history of the Hilltop itself was viewed as rich and something that should be communicated and shared, perhaps through a festival or tours. But what was most clearly communicated was the pride residents took in their home and communi- ty, many of whom have long family histories of being in the community. In fact, some shared that being a “Hilltopper” trumped other ‘identities’ such as race or class.
However, there are real challenges present in the community. There is widespread agreement that redevelopment efforts have not been “at the level needed,” especially given the size of the Hilltop. Many pointed out that city, state, and national programs have been ineffective. Others were more candid about the relative neglect they felt of the Hilltop by the city, compared to other neighbor- hoods. The absence of large anchor institutions to assist in redevelopment was noted. In terms of the housing market, many noted the deep challenges spawned by the foreclosure crisis, such as issues of vacant housing, or outside investors that are not engaged in the community and do not take care of their properties. Some [residents] shared that being a “Hilltopper” trumped other In our surveys and interviews with community ‘identities’ such as race or class members, crime and safety stood out as a universal concern. People spoke of the prevalence of drug- and gang-related violence in some neighborhoods as an impediment to opportunity. People also were concerned about crime along major corridors such as Sullivant Avenue, West Broad Street, and Hague Avenue as challenges to a healthy neighborhood. Intermingled with the issue of safety was neglect and cleanliness. A number of survey respondents pointed to a need for neighborhood
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cleanups, and some talked about the connection between neglect and crime.
Residents also spoke of the lack of educational resources in the Hilltop. Though there was an ac- knowledgement that educators and administrators were doing the best they could with what they had, there were few resources for them to draw on. One respondent pointed to the lack of early childhood education as a particularly egregious problem and made a link between early childhood education and later economic success in the community. In some parts of this
Concentrated poverty, particularly in the Highland West neighborhood, poverty rates neighborhood, was a key concern of many. In some parts of have more than doubled, from this neighborhood, poverty rates have more than doubled, 23% to 47% from 2000 to 2012 from 23% to 47% from 2000 to 2012, and homeownership has dropped more than 10% over the same period.1 This has not escaped the notice of respondents, particularly those who live in Highland West. Such concentration tends to exacerbate other issues in a community. Research shows that in areas of concentrated poverty, residents often have less access to resources for success and are less able to advocate for changes in their communities.2
This study is a first step towards understanding the complexities of stabilization and redevel- opment in the Greater Hilltop community. It is in no way definitive, nor is it complete. We recog- nize that there is much more engagement work to be done, and more analysis that could help shed further light on the complexities. We stress, however, that every block has value, even the most dis- tressed. The “market” may not always accurately assess that value, and that is why we created the prioritization framework (described in SECTION III), that includes looking at other “soft” assets, for example, social capital; the housing analysis—the “hard” data—is but one factor out of five. We offer this study as a starting point, and look forward to continuing the conversation.
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SECTION II Why create a housing market typology?
midst the reality of dwindling resources for neighborhood planning, the creation of a housing Amarket typology is an increasingly popular method of ‘data-driven decision-making’ being de- ployed in communities and cities across the country. These efforts are using data to make strategic, innovative decisions on where and how to invest these limited resources. A typology allows stake- holders to develop a more nuanced understanding of the housing market realities of the commu- nities in which they are investing, and set priorities accordingly. It provides an objective, spatial context about market robustness. Defining housing markets in this way more accurately reflects underlying conditions of the market, rather than imposing arbitrary boundaries defined by polit- ical parameters, for example.
This is the “new model” of neighborhood planning. Decades of well-intentioned, if not always successful, neighborhood sta- bilization efforts, for example housing acquisition and rehab programs, have shown that in some cases, “…a ‘worst-first’ ap- proach often does not make sense. Many administrators are now urging priority for neighborhoods that are more near the middle of the distribution—areas that have substantial fore- closures, but also enough existing market strength that a rea- sonable amount of investment might restore healthy private market conditions….”3
This is not to say that areas of significant market distress should not receive attention, but that different tools of stabi- lization, such as demolition and land banking, may make the most sense in such areas in the short term; these communities of high market distress are likely experiencing other challeng- es, such as crime and poverty—issues that property rehabili- tation strategies alone cannot address. Too often, under the old model of ‘worst-first’, even in those instances where there have been impressive results, “these approaches could not be replicated at a scale needed to address [vacancy issues]. And, because [investments] were targeted to areas where there was ongoing population loss and steeply declining housing values, the achievements were often eclipsed by ongoing housing abandonment.”4 This describes the problem the city of Balti- more faced for several years in its efforts to get a handle on the city’s vacancy and abandonment challenges.a A typology allows stakeholders to design context-appropriate strategies for stabilization and revitalization.
A. Baltimore has struggled with substantial population loss over the past 50 years that resulted in 16,000 vacant buildings in 2010, 25% of which were owned by the city. Like other cities, Baltimore tried to stem the tide of blight that this level of vacancy brings about by targeting resources to the communities of highest need. While these efforts were met with some success—redevelopment of public housing and devel- opment of hundreds of new homes for very low income renters and homeowners, the costs were high and efforts could not be replicated at the scale needed. Thus, in 2010, the city launched the Vacant to Value program that focuses resources to transitional neighborhoods where modest public investments could be a stabilizing force. See Ellen Janes and Sandra Davis, “Vacants to Value: Baltimore’s Market-Based Ap- proach to Vacant Property Redevelopment,” Chapter in Putting Data to Work: Data-driven Approaches to Strengthening Neighborhoods. The Board of Governors of the Federal Reserve. December 2011.
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We now have research documenting the importance of such context. In response to the foreclosure crisis that devastated FORECLOSURE CRISIS neighborhoods across the country, including the Hilltop, the Department of Housing and Urban Development administered The foreclosure crisis hit the Hilltop neighborhood stabilization funds through its Neighborhood hard as well. As one resident de- Stabilization Programs (NSP1 and 2). In NSP1, funds were allo- scribed the continuing fallout, cated to those communities in greatest need. While the invest- “There’s a lot of dynamics going ments seemed generous (about $4 billion for the first round), on… economy declined, middle NSP1 touched no more than 3–4%b of vacant parcels in any class got slammed, mom lost job, of the recipient communities—the funds were simply insuf- dad got downsized, the spiral ficient to combat the level of blight in these communities.5 starts, there’s no way to catch up. Even now. … Tough for a lot of fam- When it comes to neighborhood stabilization, context matters. ilies. The fact that now it’s very dif- NSP1 funds were targeted to highly distressed properties that ficult to get a loan… because you were surrounded, for blocks, by other highly distressed prop- have to have money in the bank, erties. The creation of a typology provides the critical spatial/ good credit score.” market context necessary for making impactful investment decisions—prioritizing investments to take advantage of ad- jacent market strengths.
B. For example, although Philadelphia received roughly $16.8 million in NSP1 funds, only an estimated 0.7% of properties were “touched.” Detroit received $47 million, but only an estimated 3.6% of vacant properties were touched. In Chicago, $55 million and 0.7%, respective- ly. See Ira Goldstein, “Maximizing the Impact of Federal NSP Investments through Strategic Use of Local Market Data,” in REO and Vacant Properties: Strategies for Neighborhood Stabilization, a joint publication by The Federal Reserve Banks of Boston and Cleveland and the Federal Reserve Board. 2010.
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SECTION III Applications in the Greater Hilltop Creating a housing market typology for the Greater Hilltop
o develop our typology, Kirwan first conducted a best practice review of the metrics and meth- Todology other communities have used for targeting community investment. Several of these communities used the Market Value Analysis approach developed by The Reinvestment Fund.c We also looked at an approach developed for the city of Youngstown,6 and reviewed a typology created for the city of Columbus in 2006 by Community Research Partners.7
Based on these reviews, we used the following indicators to create our typology:
INDICATOR RELATION TO HOUSING MARKET STRENGTH
Number of Housing Units Positive Percentage of Vacant Units Negative Percentage of Commercial Units Negative Percentage of Foreclosures Negative Percentage of Units Owner Occupied Positive Median House Value Positive Number of Affordable Positive Rental Units (below median gross rent of neighborhood) Number of Affordable Positive Owner-occupied Units (below median monthly owner cost of neighborhood)
We pulled the data for each block group in the Greater Hilltop area. After identifying the data for each census block group, we combined all of the indicators in order to give each block group a score relative to the rest of the Hilltop that allowed us to see how one area of the Hilltop compared to other areas of the community. We then worked to categorize the block groups into categories that correlated with the research.
We settled on three different methods for categorizing the block groups according to their rela- tive housing health. First, we created a map that separated the block groups into five quantiles of equal number from most healthy (top 20% of block groups) to least healthy (bottom 20% of block groups) (FIGURE 1). Another method that we used was to separate the block groups into five natural numerical clusters with a method called natural breaks (FIGURE 2). Finally, we used the z-score methodology commonly used in our Opportunity Mapping work to determine the five categories in which to place individual block groups.
C. To date, these analyses have been conducted in Baltimore, Washington DC, Milwaukee, New Jersey, and Philadelphia. See http://www. trfund.com/policy/public-policy/market-value-analysis/
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Figure 1. Quantile Distribution
20% 20% 20% 20% 20%
Figure 2. Natural Breaks Distribution Boundary Boundary Boundary
Each method gave us a slightly different picture of housing opportunity on the Hilltop (please see the Appendix for these maps). For instance, the z-score method showed the southern portion of the Hilltop to be more opportunity rich and less economically diverse than the other two methods, while the natural breaks method painted the most economically diverse and optimistic portrait of housing in the Hilltop. However, the maps also showed some general similarities and so we decided to combine the three different maps into one in order to give us a more comprehensive and nuanced picture of housing on the Hilltop (FIGURE 3).
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Figure 3. Housing Market Conditions Greater Hilltop (Columbus, Ohio)
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Source: ACS 2008–2012, HUD Data User 2009
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Drawn from our best practice review, we used the following definitions for each typology: A highly distressed block group surrounded by other highly dis- • Competitive: Robust housing market with high own- tressed block groups represents er-occupancy rates and high property values. Foreclo- a large expanse of market distress sure, vacancy, and abandonment rates are all very low. without adjacent stronger markets Single family detached homes dominate the area and upon which to build. Conversely, a there is usually not a mix of housing types. Lowest highly distressed block group that percent of commercial properties. has transitional or steady block groups near it may be able to draw • Emerging: Robust housing market but with homeown- on those positive local market ership rates slightly below the area-wide average. Ap- forces to help effect change. pealing areas for property owners looking for stable investment environments. More variety in housing Ira Goldstein, “Maximizing the Impact of types and more commercial in the areas. Federal NSP Investments through Strategic Use of Local Market Data.” • Stable: Rate of foreclosure is just below the area average. Generally average real estate values. High homeownership rate. Some commercial properties.
• Transitional: Typically found on the inner edge of stable neighborhoods. Moderate real estate values with higher median sales in areas with commercial land uses. Foreclosure rates are slightly higher than average, but occupancy rates are also higher than average. Highest rate of rental subsidy. Highest percent of commercial properties.
• Distressed: Highest levels of vacant homes and vacant lots as found in all the categories. Very high foreclosure rate. Low owner occupancy/homeownership rate and lowest sale prices. Comparatively high percent of commercial rate.
Finally, we developed the following prioritization framework, based on five factors, qualitative and quantitative.
1. Housing market analysis
2. Synergy around investments
3. Commercial resource landscape
4. Perceptions (based on stakeholder interviews, focus groups, and survey responses)
5. Neighborhood organizational/social capital (based on stakeholder interviews, focus groups, and survey responses)
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Figure 4. Hilltop Housing Investment Projects
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Housing Investment Projects Completed Future Housing Investment Projects Before 2015 and Potential Sites Hilltop Home Repair Hilltop Homes II Rebuilding Together Land Bank Owned by County HOTH Historical Inventory (New) Land Bank Owned by City HOTH Historical Inventory (Rehab)
This map shows the housing market conditions in Greater Hilltop, overlaid with housing investment project locations by Homes On The Hill.
Future Projects (Hilltop Homes II, 39 Parcels) and Potential Project Sites (Land Banks, 109 Locations Owned by Cities + 4 Locations Owned by County)
Housing Investments Completed Before 2015: HOTH Historical Properties (20 Rehab Parcels + 10 New Parcels), 44 Hilltop Home Repair Locations, and 46 Rebuilding Together Locations
Source: ACS 2008–2012, HUD Data User 2009
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Phase I Findings: Prioritization in the Hilltop
Recommendation 1A: Identify opportunities for concentrated acquisition of units or property in transitional zones adjacent to areas of strength (stable, emerging, or competitive). Research supports targeting future housing (acquisition/rehabilitation/repair) investments in transitional and stable zones. The good news is that Hilltop Homes II already reflects this recommendation, and will be a move in the right direction (FIGURE 4). The typology points to additional areas that could be well-positioned for investment; however, before committing to these areas, the maps must be vetted, which brings us to the next recommendation.
• As part of the targeted acquisition process, we would also recommend working with the city and county land banks to identify properties suitable for land bank acquisition, espe- cially those that are in the transitional areas, to capitalize on each organizations’ invest- ments (in this case, Hilltop Homes II properties) (see FIGURE 8 of pending foreclosures in the Appendix).
Recommendation 1B: Ground truth the maps with residents and subject matter experts, such as local planners. This process should also include a “windshield tour,” an on-site inspection of blocks to verify that they match the typology, including the ‘boundaries’ outlined on the maps. It will be important to ask why these boundaries are where they are, especially if there is not a phys- ical barrier (for example, a rail road track).
ADDITIONAL PHASE I RECOMMENDATIONS Collect information on commercial resources and other nodes of investment. An important component of building (and preserving) market value in the Greater Hilltop will be developing— and communicating—the amenities available to residents, both current and future. There was an overwhelming desire for more commercial features in the greater community—residents distinctly described their desire to spend their money in their community. A better understanding of the eco- nomic landscape and opportunities for synergy is necessary for leveraging housing investments.
Prioritize a “perceptions” campaign. The perceptions of the Greater Hilltop, especially external perceptions, con- “these good things that are tinue to pose a challenge to the revitalization of the com- happening in our neighborhood… munity. Residents were clear, in our focus groups and our the story doesn’t get told. So how surveys, that this was a key concern in the community. Several spoke of a desire for a vehicle that could promote the do we begin to tell the story?” good developments happening in the community, not only for internal morale, but to also communicate to those outside of the community that good things are happening and it’s a place worthy of investment. Many shared that the external perceptions of the community, especially regarding crime, do not fit the reality. Further, some spoke of the need to “call out” the media, for example, when they mistakenly name the Hilltop as a scene of a crime. There may be support for developing a campaign at OSU through a Public Communications course.
Strategies beyond housing will be critical for distressed zones, which will be discussed in the next sec- tion. Below we outline further recommendations for moving forward with the typology. We want to stress, however, that every block has value, even the most distressed. The “market” may not always accurately assess that value, and that is why we created the prioritization framework outlined above, that includes looking at other “soft” assets, for example, social capital; the housing analysis—the “hard” data—is but one factor out of five.
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SECTION IV Additional Recommendations and Opportunities for Moving Forward
Below we outline Phase II and Phase III strategic planning opportunities for moving forward with the baseline assessment.
Phase II: Refining the Prioritization Process
Recommendation 2A: Additional asset mapping and identifying other synergies to draw on. The baseline assessment included here is a good first step to better understanding the many factors influencing the strength of a neighborhood’s housing market. However, the housing analysis is but one of five prioritization considerations. The “hard” data only tell part of the story of neighborhood potential. It will also be important to have a deeper understanding of other existing stabilization efforts that can be leveraged. These could be formal, for example the city’s Mow to Own program, or less formal, such as neighborhood clean ups and block watches. It will be especially important to uncover assets such as these in the more distressed blocks.
Recommendation 2B: Supplementing the housing data with other indicators of stability. The data we analyzed for the typology all pertained to housing. However, additional data (“layers”) would enhance the explanatory power of the typology. Several of these issues were raised in our focus groups and survey responses, and research documents their effects on neighborhood stabil- ity. 8 We recommend looking at the following data as part of the Phase II analysis:
• Crime
• Poverty
• Code violations
• ‘Call for service’ hot spots (fire, police)
• Vacant property (land and units)
• Investor activity
• Commercial resources landscape
• Other stabilization efforts
Below we describe how additional analyses could be used.
• A deeper dive into layers of distress. As described above, neighborhoods that show up as distressed are often experiencing challenges beyond vacancy and abandonment, such as crime and poverty. Additional analysis to understand the various dimensions of dis- tress is needed in order to develop the most appropriate strategies. Developing strategies to address the challenges of crime and poverty, for example, in distressed communities
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can “prime” these neighborhoods for future investment, especially when coupled with demolition and land banking.
• Identifying “problem properties.” Assessing vacant properties, code violations, and calls for service could help pinpoint “hot spots” of problem properties.
»» Developing a proactive code enforcement strategy. By mapping vacant properties, stakeholders “can assess the capacity of a given vacant property or group of proper- ties to attract private investment.”9 Those properties located in transitional or stable markets will have the most capacity. Such an analysis could serve several purposes. Balti- more’s Vacant to Value program has used en- hanced code enforcement in areas where there Better, proactive enforcement of is some market strength (i.e. transitional zones) building codes and faster response to foster redevelopment of vacant properties: to safety issues were recurrent re- “because code enforcement is most aggressive sponses to survey questions about in areas with functioning housing markets, needed improvements in their area. owners should be able to support the cost of Residents are looking for support property improvements, and in cases when from the City as they try to clean up they cannot, the markets are stable enough to their neighborhoods and project a support the sale of the property.”10 This strat- better image of the Hilltop. egy clearly points to the city as a key partner, but it also can be viewed as an opportunity for empowering residents, especially in distressed markets. For example, capacity-building for “grassroots” enforcement in these neigh- borhoods through block watches and 311 reporting could be part of such a strategy. A home repair program would also make sense with this strategy, to help homeown- ers in these areas make the necessary improvements. The approach may also weed out investors who have no intention of taking care of their property.
»» Challenges of irresponsible investord ownership. Understanding the “demand” in the Greater Hilltop neighborhoods—is it coming from home buyers or from absentee owners?—will be key for moving forward. Both have implications for neighborhood stabilization efforts. A shift in a neighborhood to more investors and fewer home buyers can be an indication of market deterioration.11 Anecdotally, outside investor ownership has been cited as a key challenge in redevelopment efforts of the area. A reliable approximation of investor activity could include looking at the ratio of house sales to home purchase origination loans.12 Residents were clear that absentee and neglectful landlords—and the lack of enforcement for their properties—were a barrier to the redevelopment of neighborhoods, especially those neighborhoods experienc- ing the challenges of concentrated poverty.
Phase II and III: Building on assets through relationships
Hilltop residents were able to identify a number of entities and residents working to address the challenges highlighted in the report. Overwhelmingly, respondents pointed to civic associations such as Westgate Neighbors Association and Highland West Neighbors Association as entities working to make things better in the Hilltop. Other groups, such as the Friends of Westgate Park and the Hilltop Business Association were also pointed out as helpful to the community. Respon- dents also pointed to the wealth of churches in the community that provided support to communi-
D. By irresponsible investors, we mean those owners who buy properties with no intention of maintaining or improving them, and those who “flip” properties—investors who make minimal cosmetic changes to deteriorated properties and sell them quickly.
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ty members. The Hilltop library branch, the YMCA, and local businesses such as Dirty Frank’s and Halderman’s Cleaners were all listed as organizations doing good work in the community. There is clearly no shortage of organizations and people working towards positive change in the community.
The challenge, however, seems to lie in bringing these myriad groups and efforts together to work towards a common vision. Too many groups seem to be working in isolation, and frankly, Principles from the Central Hilltop ‘infighting’ has been cited by respondents as a challenge in Revitalization Strategy reflect this the community. understanding that housing in- vestments are but one factor in As a primary investor in housing on the Hilltop, Homes on the supporting neighborhood stabi- Hill (HOTH) has the opportunity to use its resources to bridge lization. Quality and affordable some of these divides and partner with existing organizations housing is a critical foundation of that work on challenges outside of the housing realm. We know a strong community of opportuni- that these other challenges will bear on the success of housing ty. But perhaps even more funda- investments. Partnerships with block watches, business asso- mental than housing are the re- ciations, neighborhood associations, and other groups could lationships in the community (i.e. help Homes on the Hill leverage its resources in a way that can social capital). They are key to the help spur other efforts focused on alleviating further challeng- success of community develop- es in the community. For instance, Homes on the Hill could ment efforts. use home improvement and investment activities to employ local workers and build the skills and knowledge of prospective #8: Integrate community building homeowners and renters. HOTH can also coordinate public activities into physical develop- events with advocacy groups in order to build the capacity of ment plans individual community members by helping to introduce them to the wealth of resources that the community has to offer, #9: Add design principles and as well as helping traditionally marginalized residents build amenities that promote health their capacity to advocate for larger community wide changes. and social capital
By coordinating initiatives and sharing resources with neigh- borhood associations, local businesses, and service providers, Homes on the Hill can help ensure that more resources are available to more people, particularly those who are the most marginalized in the community, while also reducing costs for all parties.13 Through community partnerships, Homes on the Hill could also pursue funding opportunities that can be used for capacity-building outside of the housing arena. For instance, in Pittsburgh, a part- nership between housing advocates, family welfare advocates, and those working to provide better jobs was formed to address all three concerns. Together, they were able to pursue HUD Neighbor- hood Stabilization Program grants that were then used to connect low-residents with work oppor- tunities related to the revitalization of homes in their neighborhood.14 Partnerships such as these are vital for directing resources to the systemic barriers that keep people from opportunity.
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Conclusion
The work of neighborhood stabilization is not easily or quickly achieved, but it can be done. The Hilltop has a wealth of assets upon which to build a more pros- perous and opportunity-rich community. Chief among these assets are its people. Hard-working, friendly, and diverse, Hilltop residents are overwhelmingly proud to call the Hilltop home, and are deeply committed to the community and improv- ing conditions for themselves and their neighbors. As we learned in our engage- ments with residents, they have creative ideas for how to make improvements, for example, festivals, 5Ks, history tours, and a community newspaper that hits The Hilltop has a wealth of every corner of the Hilltop, to name a few. assets upon which to build a more prosperous and opportunity-rich community
It is also clear that they have a partner in Homes on the Hill. The desire to have a better understanding of the housing mi- cro-markets, not only to inform their investments but to also allow them to bring others to the table to show them the oppor- tunities, further demonstrates the commitment of Homes on the Hill to the community. However housing investments, though critical, are only one component of neighborhood stabilization. Perhaps more important is the ability of community members, investors, and other stakeholders to come together and coalesce around a broad vision for the community—a vision that ensures that the amazing amount of community assets are available for all residents and that everyone, regardless of background or circumstance, is seen as valuable within the community. While it is important to understand that the Hilltop is comprised of many different neighborhoods experiencing different circum- stances, it is also important to acknowledge that a broad vision of the Hilltop’s future—one that includes all voices—gives the Hilltop its best chance at growing more prosperous and vibrant in the future.
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References
1. US Census Bureau. (2000, January 10, 2012 January 12) American Factfinder.
2. Uslander, Eric M., Mitchell Brown. “Inequality, Trust, and Civic Engagement” American Politics Research. Vol. 31 No. X, 2003. pp 1–28 p. 2
3. Pettit, Kathryn S. and G. Thomas Kingsley. “Framework: The New Potential for Data in Managing Neighborhood Change,” Chapter in Putting Data to Work: Data-driven Approaches to Strengthening Neighborhoods. The Board of Governors of the Federal Reserve. December 2011. Page 10.
4. Janes, Ellen and Sandra Davis. “Vacants to Value: Baltimore’s Market-Based Approach to Vacant Property Redevelop- ment,” Chapter in Putting Data to Work: Data-driven Approaches to Strengthening Neighborhoods. The Board of Governors of the Federal Reserve. December 2011. Pages 80–81.
5. Goldstein, Ira. “Maximizing the Impact of Federal NSP Investments through Strategic Use of Local Market Data,” in REO and Vacant Properties: Strategies for Neighborhood Stabilization, a joint publication by The Federal Reserve Banks of Boston and Cleveland and the Federal Reserve Board. 2010.
6. Youngstown Neighborhood Development Corporation. “Neighborhood Conditions Report,” 2013.
7. Community Research Partners. “A Local Housing Market Typology for the City of Columbus, Ohio: A Tool for Communi- ty Development,” December 2006.
8. For example, on investor activity and destabilization effects, see Allan Mallach and Chris Walker, “Using Data to Address the Challenge of Irresponsible Investors in Neighborhoods,” in Putting Data to Work: Data-driven Approaches to Strength- ening Neighborhoods, a publication of the Board of Governors of the Federal Reserve, December 2011.
9. Supra n. 3 at 83
10. Id. at 85
11. Walker, Chris and Allan Mallach. “Using Data to Address the Challenge of Irresponsible Investors in Neighborhoods,” Chapter in Putting Data to Work: Data-driven Approaches to Strengthening Neighborhoods. The Board of Governors of the Federal Reserve. December 2011. Page 33.
12. There are other methods that could be pursued. See the Walker and Mallach chapter,id. , for other methods.
13. Levy, Diane K., Zach McDade, and Kassie Dumlao. “Effects from Living in Mixed-Income Communities for Low-Income Families: A Review of the Literature,” Urban Institute. November 2010. Page 11.
14. Springer, David PhD., Deborah Stokes Sharp, and Theresa Foy. “Coordinated Service Delivery and Children’s Well-Be- ing,” Journal of Community Practice: Vol. 8 No. 2. Fall 2000. Pgs. 39–52. Page 41.
/KirwanInstitute | www.KirwanInstitute.osu.edu 16 Appendix Figure 5
Housing market conditions map using the Natural Breaks method of categorizing.
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A F Figure 8 Housing market conditions map including land banks and pending foreclosures. Figure 9 Homeownership Rate by Housing Market Conditions
Housing Market Owner Occupied Renter Occupied Homeownership Housing Units Conditions Housing Units Housing Units Rate Distressed 3,820 1,169 2,651 30.60% Transitional 5,009 2,183 2,826 43.58% Stable 4,737 2,504 2,233 52.86% Emerging 5,047 3,351 1,696 66.40% Competitive 4,480 2,716 1,764 60.63%
Homeownership Rate by Housing Market Condi8ons
70.00% 66.40% 60.63% 60.00% 52.86%
50.00% 43.58%
40.00% 30.60% 30.00%
20.00%
10.00%
0.00% Distressed TransiConal Stable Emerging CompeCCve This publication was produced by the Kirwan Institute for the Study of Race and Ethnicity at The Ohio State University. As a university- wide, interdisciplinary research institute, the Kirwan Institute works to deepen understanding of the causes of—and solutions to— racial and ethnic disparities worldwide and to bring about a society that is fair and just for all people.
Kirwan Institute research is designed to be actively used to solve problems in society. Its research and staff expertise are shared through an extensive network of colleagues and partners— ranging from other researchers, grassroots social justice advocates, policymakers, and community leaders nationally and globally, who can quickly put ideas into action.
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