Professional Documents
Culture Documents
The Department of Community Development implements programs designed to conserve and expand the housing stock; revitalize commercial areas; acquire, maintain, and market vacant land.
General Principles
To create healthy communities of choice, new physical development must be accompanied by efforts to maintain or strengthen the existing housing stock either through demolition or improving it through rehab.
Goals
Align housing strategies with the city wide plan Shift focus of housing development from new construction to rehab Identify pipeline of houses for rehab, renovation or demolition Facilitate acquisition and rehab, renovation or demolition of existing houses Increase the volume of demolition Increase the volume of rehab and renovation Improve the market appeal for existing housing in the City of Cleveland Increase the pool of buyers interested in a rehabbed or renovated house. Increase the funding to support the strategies
Market Conditions
High Foreclosure Rate Declining property values Lower demand in a slow growth area High low-mod population
Slow Growth
Population decline: 1950 948,000
2000 - 478,000 2010 393,804
Areas to Strengthen
Challenges include: Housing Stock Condition Declining Property Values & Appraisals Cost of Construction Shrinking Developer & General Contractor pool Market demand: strengthening the structure for increasing financial literacy so that there are more people with credit scores and savings Marketing the city, its neighborhoods and housing
Neighborhood/SPA Model Block Model Block-HTF Strategic Priority Areas (CD, ED, CPC) SII Areas (NPI) Waterloo Village Collinwood Village Spruce Up East Clark COI T RD COI T I I
WHI T E M OTORS SUPERI OR FI VE Ashbury LEAGUE PARK UPPER CH ESTER M I DTOWN East Central EAST 5 5 TH & WOODLAND Urban Community School Neighborhood Plan M AI NGAT E 98 Great Homes FORGOTT EN TRI ANGLE Buhrer Rowley PERSH I NG & I -7 7 Marvin Morgana Kingsbury Corlett Mt. Pleasant FRANK AVENUE BEAVER AVENUE Bridgeport Artisan/Moreland Fairfax
NON-RESIDENTIAL
M I DLAND
W. 58th St.
Spokane
.
City of Cleveland Department of Community Development
0 0.5 1 2 3 4 5 Miles
July, 2008
Neighborhood Typology
Comprehensive analysis of
neighborhood and market conditions. A tool for planning, development,
Purpose
Origination
Typology 2.0 released in 2007 focus on residential
structures combination of 7 variables
Goal
Stable
Transitional
Fragile
Distressed
r r
Rehab subsidized
Exterior
Vacant Affordable
Large scale projects strengthen asset base Demo and Landbank
r r r r r r
r rtarget r rtarget r
rtarget
r rtarget r rtarget r
rtarget
r r
Reinvest in Neighborhoods
Rehabilitation of vacant and abandoned
homes Development of anchor projects that can be a catalyst to reposition communities Develop Community Plans with local organizations; identify overlooked assets; and re-brand neighborhood.
Program Priorities
Focus on code enforcement Increase the number of demolitions &
Incorporate demolition into the strategic approaches Increase the volume of rehab and renovation Provide affordable housing Pursue innovative land reutilization
mainly for low income families. Low Income Housing Tax Credits are combined with City funds to keep the rents affordable. The City worked closely with the State to secure changes in Tax Credit allocation plan that now give a preference to projects addressing vacant properties.
Ashbury
East Central Fairfax Bridgeport Ohio City 98 Great Homes W. 58th St. Variety Village Buhrer Rowley Kingsbury Mt. Pleasant Morgana
Artisan/Moreland
Marvin Corlett
Spokane
.
City of Cleveland Department of Community Development
0 0.5 1 2 3 4 5 Miles
January, 2009
10
18 1
6 3 19
13 16 20 5
12 14
.
0 0.5 1 2 3 4 5 Miles
July, 2009
neighborhoods, Support land reutilization, Offer incentives for energy efficiency and green building.
Challenges
A City of Choice means different things to different people Clevelands success depends upon offering a range of quality
living environments. The Community Development community must promote and nurture the specific neighborhood attributes that make their areas appealing.
Every partner will need to act where they can add value and make room for new approaches. Every partner will need to understand this unprecedented opportunity and adjust their programs to create the best outcome.