Frank Jackson's 2007 Development Strategy for Cleveland

7/30/2019 Frank Jackson's 2007 Development Strategy for Cleveland

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MAKING CLEVEL AND

A CITY OF CHOICE

A Strategy foDevelopmen

and

Revitalizatio

in Cleveland

Frank G. Jackson, MayorJanuary 2007


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Cleveland: A Communivital > vibrant > co

Cleveland is becoming a community of choice

visitors by becoming a city that is vital, vibrant, an

Vital! Cleveland is becoming a vital community wfueled by new jobs in healthcare, medical resear

product design, professional services and advanc

Vibrant! Cleveland is becoming a 24-hour commdowntown and vibrant neighborhood town cen

shop, dine and visit in places that are mixed-use,

transit-accessible and truly urban.

Connected! Cleveland is becoming a place of care connected to all the amenities of urban living

shopping to culture, and from entertainment to u

and, most important, where neighbors are conn

neighborhoods that demonstrate the true meani


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CLEVELAND: A COMMUNITY OMaking Cleveland and its neighborhoo

is a principal goal of the administration

community of choiceis a place that revisitors choose because of the excepti

amenities that it offers.

The roadmap to creating communities

presented in the Connecting ClevelandClevelands new long-term comprehe

reaching each of the destinations along

presented in the plan itself as well as in

of each City department that has a rolcommunity of choice.

The departments ofEconomic Develo

Developmentare taking the lead role

recommendations for development an

following document presents the deve

departments as part of the Citywide Pfuture of Cleveland and its neighborho


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HOW TO MAKE CLEVELAND A CHow can Cleveland be made a commun

businesses alike? The Connecting Clevelaproposes:

making Cleveland a community of cho

offering uniquely urban neighborhdiverse, walkable and accessible to

providing superior city services anneighborhoods that are safe, healt

connecting all residents from thethe least among us to Cleveland

opportunities, including a quality e

employment and wealth creation; re-connecting Cleveland, its neigh

our greatest natural assets Lake

as well as to stream valleys, trails,

making Cleveland a community of cho

building on our emerging assets inand higher education;

building on our legacy assets in maassets to our strengths in technolo

capitalizing on Clevelands unparaltransportation, energy, water and

for economic development;

re-positioning Cleveland as a sustindustries that serve the emerging

remediation, alternative energy an


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PLANS FOR 36 NEIGHBORHOODPLANS FOR 36 NEIGHBORHOODPLANS FOR 36 NEIGHBORHOODPLANS FOR 36 NEIGHBORHOOD

We have developed neighborhood plans

statistical planning areas. They are group

of the document.

For example, consider these highlights fro

Downtown includes:

Continue conversion of under-utilAvenue to residential use

Attract technology-oriented businarea

Rebuild or build a first-class conve

Rebuild Perk ParkGlenville includes:

Implement the Heritage Lane hou105th Street, just north of Universi

Focus retail at nodes at East 105th/and Garrett Square

Restore the 88-acre Dike 14 into aarea on the lakefront

Capitalize on the heritage of Glenvcultural initiatives celebrating the aformer residents

Detroit-Shoreway includes:

Transform the West Shoreway froboulevard and create additional an

from the existing street grid to the


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Develop housing on vacated indusadvantage of lake views

Strengthen the arts district alongkeystone of neighborhood-wide re


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CITY OF CLEVELANDCITY OF CLEVELANDCITY OF CLEVELANDCITY OF CLEVELAND

Frank G. Jackson, Mayor

CLEVELAND CITY PLANNING COMMISSIONCLEVELAND CITY PLANNING COMMISSIONCLEVELAND CITY PLANNING COMMISSIONCLEVELAND CITY PLANNING COMMISSION

Robert Brown, DirectorFreddy Collier Jr., Citywide Plan Project Manager

CITYWIDE PLAN STAFFCITYWIDE PLAN STAFFCITYWIDE PLAN STAFFCITYWIDE PLAN STAFFMichael BosakKelly BrittMartin CaderGeorge CantorJames DanekMarka FieldsKristofer LucksayClaire Posius

CONTRIBUTING STAFFCONTRIBUTING STAFFCONTRIBUTING STAFFCONTRIBUTING STAFF ADDITIONADDITIONADDITIONADDITIONScott Frantz, Capital Improvements Plan Dennis DoDebbie Berry, Lakefront Planning KSU UrbanLinda Henrichsen, Downtown Planning CWRU PovMaurice Ruelens, Web Design City ArchitSusan DeGennaro, Planning Chris Rona

CITY PLANNING COMMISSIONCITY PLANNING COMMISSIONCITY PLANNING COMMISSIONCITY PLANNING COMMISSION

Anthony Coyne, ChairpersonDavid BowenJoseph Cimperman, City CouncilLillian KuriLawrence LumpkinGloria Jean PinkneyReverend Edward Small

FUNDINGFUNDINGFUNDINGFUNDING

The Cleveland FoundationThe George Gund Foundation

Special thanks for the contributions of the Cleveland Neigand all its member organizations, Cleveland City Council, the departments of Cleveland City government, Cuyahogaagencies that contributed to the preparation of this plan.

This plan is dedicated to the memory of Richard A. Shatte

leadership in advancing planning and economic developm

Cleveland City Planning CommissionCleveland City Planning CommissionCleveland City Planning CommissionCleveland City Planning Commission601 Lakeside Avenue, Room 501Cleveland, Ohio 44114(216) 664-2210http://planning.city.cleveland.oh.us/

July 2006


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iii

OVERVIEWOVERVIEWOVERVIEWOVERVIEWThe Comprehensive Plan

Evolution of a Civic VisionConnecting Cleveland

CLEVELAND IN PERSPECTIVECLEVELAND IN PERSPECTIVECLEVELAND IN PERSPECTIVECLEVELAND IN PERSPECTIVEIntroductionStrengths

Challenges

PLAN AND IMPLEMENTATIONPLAN AND IMPLEMENTATIONPLAN AND IMPLEMENTATIONPLAN AND IMPLEMENTATIONThe VisionGuiding PrinciplesA Neighborhood-Based PlanImplementation

GOALS AND P0LICIESGOALS AND P0LICIESGOALS AND P0LICIESGOALS AND P0LICIESHousingRetailEconomic DevelopmentRecreation and Open SpaceCommunity ServicesSafety

Transportation and InfrastructureArts and CultureSustainabilityPreservation


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CONNECTING CLEVELANDCONNECTING CLEVELANDCONNECTING CLEVELANDCONNECTING CLEVELAND

The theme of the new Citywide Planis connectionconnectioconnectionconnectiounderstanding that a great city is not merely a collconnections connections between peopleand pl

simplest, a connection can be a bike path that conwaterfront or a bus line that connects people to joconnection can be a shared space an urban plazinstitution or even a coffee shop that connects pcreates a sense of place and a sense of belonginthat we call community.

Other essential connections link people to the diveopportunities that for some city residents are so clreach. These are connections to education, social entertainment, the arts and culture the full arrayonly a large metropolitan area can provide. In this2020 Citywide Planis a plan that connects the phcommunities that are truly viable and sustainable.


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Segregation.Segregation.Segregation.Segregation. Although the proportion of non-whitthe same as the average in the 23 cities studied bysegregation of blacks from whites and of blacks fr

in Cleveland, with Cleveland ranking the 8th most

Jobs in Manufacturing.Jobs in Manufacturing.Jobs in Manufacturing.Jobs in Manufacturing. The percentage of Cleveland

a sector of the economy that has experienced sigthe average for the 23 target cities.

Job Location.Job Location.Job Location.Job Location. Only four of the 23 target cities haveworking residents employed inside the citys bounOver half of all commutes in the Cleveland metropsuburbs.

Age of Housing Stock.Age of Housing Stock.Age of Housing Stock.Age of Housing Stock. Half of Clevelands housing the second highest percentage among the 23 targ

NOTE:NOTE:NOTE:NOTE: The 23 cities included in the analysis by the Broorder of population):

New York, Los Angeles, Chicago, Philadelphia, PhoeIndianapolis, Columbus, Minneapolis-St. Paul, BaltimDenver, Portland, Cleveland, Kansas City, Atlanta, O

The loss of over 150,000 manufacturing jobs has leftCleveland with the challenge of finding productive re-usefor abandoned industrial buildings. [near East 55thand

Central Avenue]


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THE GUIDING PRINCIPLTHE GUIDING PRINCIPLTHE GUIDING PRINCIPLTHE GUIDING PRINCIPLESESESES

In crafting its vision, theConnecting Cleveland 2020 Citywid

ConnectionsConnectionsConnectionsConnections:connecting people and places an

Assets:Assets:Assets:Assets:building on assets in the city and each

Opportunity:Opportunity:Opportunity:Opportunity:re-imagining Cleveland to turn Place:Place:Place:Place: creating competitive urban places with Choice:Choice:Choice:Choice:creating communities of choice in C

choices as well as for those with relatively few

Diversity:Diversity:Diversity:Diversity:embracing and celebrating diversity Sustainability:Sustainability:Sustainability:Sustainability:building a community that is heaThese are the principles that underlie the plan and are incorprecommendations for the City and for each of its neighborh

guide future actions on planning and development issues thadoption.


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A NEIGHBORHOODA NEIGHBORHOODA NEIGHBORHOODA NEIGHBORHOOD----BASED PLANBASED PLANBASED PLANBASED PLAN

The Connecting Cleveland 2020 Citywide Planis bby neighborhood residents and stakeholders.* Thblocks for the Citywide Plan, firmly grounding the

those who live and work in each neighborhood. Bplans to a citywide planning context, Clevelands Cneighborhood-level issues with policies that requirimportantly, the integration of neighborhood-baseit possible for the plan to address neighborhood istypically seen in a citywide general plan.

In crafting and presenting its vision, the Connectinorganizes the City around clusters of neighborhoowith the plans predecessor, Civic Vision 2000. Thallows that plan to focus holistically on each City nthe larger plan. In order to consider the interactio

then groups 36 Cleveland neighborhoods (also knosix districts, which closely correspond to the CityRelations Districts.

Connecting Cleveland 2020devotes a separate chadistricts. Within each district chapter, the plan draneighborhoods, identifying the assets and opportuneighborhood. Issues that transcend neighborhoodistrict level.

****Copies of many of these neighborhood plans can be vweb-based version of the Citywide Plan.

Planning Districts 1Planning Districts 1Planning Districts 1Planning Districts 1 6 and Neighborhood Areas*6 and Neighborhood Areas*6 and Neighborhood Areas*6 and Neighborhood Areas*

*Neighborhood areas are known as Statistical PlanningAreas (SPAs)


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Capital Improvements.Capital Improvements.Capital Improvements.Capital Improvements. The Citywide Planidentifiescan be catalysts for the plans development recomnew transit connection proposed to provide improdevelopment. In addition, the Citywide Planis alrenewly re-instituted 5-year capital planning processstrategic use of limited funds.

Incentive Programs.Incentive Programs.Incentive Programs.Incentive Programs. Financial subsidies have fueledredevelopment. The Citywide Planrecommends thevaluated to ensure that they achieve their objectivlimited City resources. The plan also recommendscreated to meet newly defined objectives, such as transit-oriented development, mixed-use developmand healthy lifestyles.

Funding Resources.Funding Resources.Funding Resources.Funding Resources. It is recognized that City resouachieve the goals laid out in the Citywide Plan. Coneed for creative partnerships between the City, otsector in pursuit of the plans goals. A listing of cinto the text of the full plan.

Community Engagement.Community Engagement.Community Engagement.Community Engagement. Meaningful and broad-bensuring that the plan has the community supportThe fact that the Connecting Clevelandplan is buiengagement is a good start, but the success of theon the part of the City and neighborhood-based oengagement.

Neighborhood-based plans form the building blocks for the CitywidePlansfuture land use map. Specialized zoning districts are beingused in implementing the plan.


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HOUSINGHOUSINGHOUSINGHOUSING

IssuesIssuesIssuesIssues

After decades with virtually no significant housingthe region in the creation of new housing. Hundretownhouses are breathing new life into neighborh

Conversion of obsolete warehouses into upscale ho

attracted thousands of new residents seeking uniq

the same time, programs for affordable housing a

housing opportunities for those whose needs are n

In the effort to meet its housing goals, the City muhomelessness and suburban competition. More s

facing Cleveland are the following.

current housing choices that fail to fully meet and incomes and ability levels

inadequate supply of housing that can attract mo

choices

adapting housing incentives to changing mark

homelessness and the associated needs for sup

excessive numbers of dilapidated and abandon

weak private market for housing rehabilitation

housing is being developed

obstacles to assembling sites for large-scale ho

PoliciesPoliciesPoliciesPolicies

1.1.1.1. Decent and Affordable HousingDecent and Affordable HousingDecent and Affordable HousingDecent and Affordable Housing.... Give highest pinitiatives to the provision of decent and afford

2.2.2.2. Alternative Housing.Alternative Housing.Alternative Housing.Alternative Housing. Attract residents seeking aalternative housing types, including townhous

and converted commercial, industrial and insti

GOALS

GOAL:GOAL:GOAL:GOAL: Provide new and renovatedhousing that meets the needs andpreferences of Clevelanders of allincomes, ages and lifestyles

Providing alternative housing types, such as live-work

units, is one way of capitalizing on the Citys urban characterto attract new residents. [Loftworks in Goodrich-KirtlandPark neighborhood]


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RETAILRETAILRETAILRETAIL


Recent years have seen a marked improvement in sCleveland neighborhoods, with the development othe renovation of historic retail buildings through

Program. Nonetheless, Clevelanders remain unders

variety of shopping opportunities available in their

Studies show that Cleveland residents spend over

outside the City thirty-three cents on every dollar

As new and renovated housing has risen in Clevela

growing mismatch between the increased spendin

quality and variety of the retail shopping that serve

full range of quality retailing, along with the poor makes these otherwise attractive districts, neighbo

These issues and others, as highlighted below, musits goal to provide all Cleveland residents with a bro

poor-quality and limited variety of retailing in

mismatch between residents spending power

unattractive streetscapes, signage and storef

retail districts lacking distinctive identities, consis

etc.

lack of convenient parking and transit options intrusion of auto-oriented development into p

sparse retailing and vacant building and lots a

safety problems and perceptions

absence of big draw retail anchors

lack of assembled land for large-scale retail de

ability of locally-owned businesses to compete

GOAL:GOAL:GOAL:GOAL: Provide Cleveland residentswith a broad range of high quality,conveniently located retail shoppingopportunities

A central focus of the Citywide Plansretail strategy is to re-establish the competitiveness of Clevelands neighborhoodretail districts by building upon their traditional strengths aspedestrian-oriented, mixed-use districts with distinctivearchitectural character. [West 25thStreet in Ohio City]


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4.4.4.4. Equitable Funding for Schools.Equitable Funding for Schools.Equitable Funding for Schools.Equitable Funding for Schools. Advocate for a s

that responds to the needs of students rather t

5.5.5.5. Education Options.Education Options.Education Options.Education Options. Provide Clevelanders with e

traditional schools, magnet schools and charte

6.6.6.6. Coordinated Neighborhood Services.Coordinated Neighborhood Services.Coordinated Neighborhood Services.Coordinated Neighborhood Services. Facilitate

providers and community organizations to woaddress the comprehensive needs of residents

and social services.

7.7.7.7. Personal Development.Personal Development.Personal Development.Personal Development. Create locally-based pr

development and ethics as the foundation for

communities and ensuring a better quality of l

8.8.8.8. Community Libraries.Community Libraries.Community Libraries.Community Libraries. Support full-service libra

and intergenerational learning in each of Cleve

9.9.9.9. Community Health Care.Community Health Care.Community Health Care.Community Health Care. Ensure that medical o

supplement full-scale hospitals in serving reside

and that critical health care education is providsecondary schools.

10.10.10.10.Capital Improvements.Capital Improvements.Capital Improvements.Capital Improvements. Coordinate capital impr

and the School District to maximize the effectiv

expenditures.

Convenient access is a prerequisite to providing effectivecommunity services to residents of City neighborhoods.[MetroHealth medical center on Broadway]


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SAFETYSAFETYSAFETYSAFETY


Safety is the most fundamental characteristic of a more important to the well-being of residents tha

neighborhoods, however, cannot rest solely on po

the efforts of residents, businesses, judges, teache

others. City planning has an important but often

the critical area of crime prevention.

The design and layout of developments can help p

likely. Areas hidden from view work to the advant

view and surveillance work to the advantage of res

Similarly, poorly lit areas work to the advantage of

the advantage of the public.

Just as important in preventing crime is action by t

crime. Merchants associations, block clubs and o

with the police, can play a critical role in sending a

presence will not be tolerated. These same group

and the courts to control and eliminate the dilapid

for drug trafficking and other crimes, while targeti

additional police presence.

PoliciesPoliciesPoliciesPolicies

1.1.1.1. Safety by Design.Safety by Design.Safety by Design.Safety by Design. Incorporate safety-by-designbuilding codes, master plans, and design revie

2.2.2.2. Design FeaturesDesign FeaturesDesign FeaturesDesign Features. Use safety-by-design standard

open to surveillance, window and porches alon

circulation systems.

GOAL:GOAL:GOAL:GOAL: Improve public safetythrough safety-conscious designand through community-basedsolutions focused on crimeprevention

Design features such as front porches and windows thatput eyes on the street can make a significant and long-term contribution to improving neighborhood safety.


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3.3.3.3. Business District Patrols.Business District Patrols.Business District Patrols.Business District Patrols. Work with merchant

corporations to institute security patrols in nedistricts.

4.4.4.4. Police Presence.Police Presence.Police Presence.Police Presence. Continue collaboration betwe

to ensure greater police presence in areas expe

and consider such programs as those that allowincreased visibility in residential areas.

5.5.5.5. Technology.Technology.Technology.Technology. Increase the efficiency of policingvideo surveillance cameras, GIS mapping and d

such information from police vehicles.

6.6.6.6. Public Education.Public Education.Public Education.Public Education. Expand programs to educate

precautions and crime deterrence, while provid

perceptions of crime levels in Clevelands neigh

Communities organizing against crime sendthe signal that criminal activity will not betolerated. [sign for program to weed outcrime and seed positive activities]


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4.4.4.4. Public Funding for the Arts.Public Funding for the Arts.Public Funding for the Arts.Public Funding for the Arts. Create local mecha

public funding for a diversity of arts endeavorssupplementing private and other governmenta

5.5.5.5. Public ArtPublic ArtPublic ArtPublic Art Programs.Programs.Programs.Programs. Strengthen the City of Cle

work with other governments, developers and

as a standard component of development proj6.6.6.6. Neighborhood PlaceNeighborhood PlaceNeighborhood PlaceNeighborhood Place----Making.Making.Making.Making. Use public art to

highlight the heritage and character of each C

7.7.7.7. LiveLiveLiveLive----Work Districts.Work Districts.Work Districts.Work Districts. Create supportive environm

live-work districts, where obsolete industrial bu

and studios through use of financial incentives

8.8.8.8. Accessibility.Accessibility.Accessibility.Accessibility. Ensure that the arts are accessible

neighborhoods, income levels and ages, includ

schools and expanded publicity and outreach.

9.9.9.9. Cultural Diversity.Cultural Diversity.Cultural Diversity.Cultural Diversity. Ensure that the arts in Cleve

cultural and demographic diversity of the Cleve

Public art can help tell the story of a place and add anew dimension to its image. [fence at Mill Creekwaterfall]


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PRESERVATIONPRESERVATIONPRESERVATIONPRESERVATION


Tiring of cookie-cutter development that ends up America look like every other corner, with the samarchitecture, Americans are increasingly drawn to character and ambiance. In Cleveland, it is the clabuildings that helps create this distinctive charactehowever, are threatened every day by market forcerecognize the true value of these irreplaceable asse

Through its Landmarks Commission and through irequirements, Cleveland possesses the regulatory thistoric buildings and districts. Since its creation i

designated 22 local historic districts, 29 National Rindividual landmark buildings and structures. The how re-define the real estate market, educate propfinancial incentives to ensure the economic viabilitybuildings.

PoliciesPoliciesPoliciesPolicies1111 Marketing.Marketing.Marketing.Marketing. Capitalize on the presence of archit

buildings in promoting and marketing Clevelancompetitive places to live and visit

2222 Economic ReEconomic ReEconomic ReEconomic Re----Use.Use.Use.Use. Identify and pursue opportuuse of significant structures threatened by neg3333 Design Standards.Design Standards.Design Standards.Design Standards. Establish design review stan

reasonable in protecting historic structures andis complementary to character of historic distr

4444 Designation.Designation.Designation.Designation. Protect historic buildings and distlandmarks and through listing on the National

Formally designating structures or districts as historic isan important tool for preserving Clevelands past.

GOALGOALGOALGOAL:::: Foster preservation ofhistorically and architecturallysignificant buildings and districts inthe City of Cleveland


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5555 Education.Education.Education.Education. Increase public awareness of the hiand its neighborhoods, as well as the value of

6666 Technical Assistance.Technical Assistance.Technical Assistance.Technical Assistance. Provide property owners maintaining and rehabilitating historic building

7777

Preventative Maintenance.Preventative Maintenance.Preventative Maintenance.Preventative Maintenance. Adopt and enforce lmaintenance of historic buildings and structur

8888 Funding.Funding.Funding.Funding. Retain and expand funding for historgovernment, including tax credits for rehabilita

Some older buildings can be preserved by renovatingthem for new uses that capitalize on their uniquefeatures and character. [residential conversion ofTower Press Building at Superior and East 18th]


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ECONOMIC BASEPOLICIES and STRATEGIES

1) Advancing Manufacturing. Promote Cleveproduct innovation and productivity process

continue its evolution and development to n

in sectors where Cleveland can create or ha

consumer products, metals, paints and coati

instruments, controls, and equipment, amon

a. Ensure places for manufacturing

Use the City Industrial/Commercial

market.

Promote the renovation of the mostcontemporary manufacturing uses.

Adopt the land use recommendation

zoning.

Consider Manufacturing Innovation

and private investment and assistanc

b. Continue support and use CIRI and WIRE-N

improvement resources including our univer

assets of the City-County Workforce system

c. Begin dialogues among city regulatory functio

Quality, Building and Housing, others) to enswell as compliance.

d. Reinforce smart manufacturing policies at st

state and federal incentive policies that create

of existing industries. This could include, for

enforcement of existing trade agreements; an

reign in skyrocketing health care costs.

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2) Health Care Commerce. Capitalize on themedical and educational institutions to grow

procedures and products as well as catering

Cleveland.

a. Ensure places for health industry-relate

commerce around the economic hub of

elsewhere.

b. Link new construction opportunities to C

local purchasing and institution supply ch

Cleveland. Prior to construction comple

within proximity to projects, to training a

permanent jobs in the facility being built.

c. Leverage to the Citys benefit the busine

commercialization efforts of groups suchBioEnterprise, WIRE-Net, etc.

d. Develop a health industries training initiat

industry and the skills of Clevelanders.

3) Center of the Center. Strengthen the city residential and environmental amenities, and

strong region. Make downtown Cleveland

in the region.

a. Convention Center. Create a contem

center to support a vibrant, 24-hour d

in the hospitality, restaurant and relate

b. First 5 Strategy. Fill in empty spaces

of Downtown activity, by focusing on fiv

of opportunity. Consider re-tenancy, re

now-obsolete spaces.

c. Connect Strengths. Downtown has a v

isolated activity centers -- Warehouse D

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Flats, North Coast Harbor -- which ofte

one another will make residents, worker

larger and more cohesive whole.

d. Vigorously protect and enhance the Ame

key comparative advantage. Ensure eac

commensurate value.

e. Grow downtown and commercial busin

service firms (technology, accounting, ot

from a central location with proximity to

office buildings or above ground floor ret

home-based and incubator businesses, t

firms. Make downtown and other comm

allied services. Creative city-financing w

the buildings to todays desired office spa

f. Capitalize on Clevelands dense fiber net

infrastructure. Reinforce its role as regionof technology centers, like Idea Center.

g. Vigorously recruit consumer product sho

and link to associated local firms as part o

h. Activate Streetlife. Recruit and design fo

uses, 24 hours uses, diversities of places

downtown and commercial districts in o

on the street as both an indicator of near

to more,

i. Continue to address perceptions and rea

j. Continue to expand, improve, and mark

visitors to the City from inside and outsid

k. Market Cleveland. Tell Clevelands story

world. Communicate what business act

positive placements in national media an

exposure in China.

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4) Infrastructure. Plan long-term, coordinatedwaterways, fiber and other infrastructure to

expansion.

a. Launch Citys 5 year Capital Improvemeindustrial/commercial land bank downtow

development plans

b. Advocate as a region to state and federa

existing infrastructure in order to more e

and regions employment centers.

c. Make use of the waterways as amenities

d. Strengthen and continually improve Clev

local and regional economic asset that pr

economy for Cleveland and Northeast O

Continental Airlines to ensure Clevelandhas access to us.

e. Maintain, reinforce, deepen the public re

lawns, streetscapes, and even the private

publicly owned property and facilities.) U

further enhance that public realm.

f. Move critical infrastructure projects from

tracking them by enhancing their chance

5) Land and Buildings. Bring back into productive advantageous locations for new regional growtha. Use Industrial/Commercial Land Bank to

buildings back into productive use.

b. Pursue progressive enforcement options

influences. Ensure minimum standards o

always maintained.

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c. Seek external resources to cover the ext

properties, recognize the increased reve

government.

d. Seek ways to improve the value of prope

e.

Create certainty for reuse with predictabother regulations.

f. Ensure zoning and other regulation supp

Reconcile conflicting policies that hampe

elsewhere beyond the city.

g. Ensure sub-area and finer-grain plans dev

Community Development Corporations

reinforce and implement the policies and

and are undertaken in consultation with

6) Investment. Ensure public sector business acapital needs and the myriad of programs ar

a. Share intelligence among economic deve

business support organizations so all rele

business/entrepreneur in a one stop fa

referrals and hot hand-offs of potential

Develop outcome measures for loans m

result of interactions with these intermed

consulted.

b. Identify where new gaps in financial prod

experience of these intermediaries and bcapital products (or sought to). Create s

urban redevelopment needs.

c. Land more deals. Proactively coordinate

and major non-profit economic develop

(Port, Team NEO, Growth Capital, WE

development projects.

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d. Maximize the use of private sector financ

where applicable, to offset some risk to e

that wouldnt occur without public secto

e. Seek ways to monetize and quantify the

government in tax revenue and avoided

for cost-effective state and federal governurban redevelopment. Conversely, wor

an urban agenda to remove policies th

cities and incur avoidable costs to taxpay

7) Learning. Strengthen public education and acceopportunities to build a globally competitive emp

for increased incomes.

a. Align city resources with needs of reside

marketplace.

b. Integrate workforce development activit

development practice, as workforce is o

for business.

c. Focus city resources to create year-roun

experiences in partnership with Clevelan

fundamental to long-term workforce com

d. Engage employers to determine how be

grow employment opportunities for Cle

e. Invest in people for the long-term; align t

job prospects.

f. Use the Citys considerable IT infrastruct

of our regions residents into the 21st cen

g. Use our regional assets to create opport

relocate here, thus expanding our labor

opportunities.

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8) Regionalism. Promote the regions range otogether for attracting new businesses from

a. Conduct analyses to understand at a fine

and its role within the regional economybusiness location needs of high growth-h

b. Field an offense for City business recru

targeted national and international busine

c. Collectively strengthen the regions econ

approach to state and federal funding age

at those levels ensure a competitive cent

d. Ensure Cleveland is a competitive locatio

Promote the Citywide Plan as the overa

other entities and agencies align their dev

plan, reinforce it and avoid fragmentation

9) Opportunity. Ensure all Clevelanders havedevelopment through linkage, local econom

efforts.

a. Envision and achieve opportunities for lo

counts and tax base and link these direc

businesses when offering a business assis

incentives i.e., the more a business d

incentive.

b. Use development deals to consider add

supply and value chainssuch as impor

sourced from elsewhere and supply cha

benefit from being closer to their custom

c. Link residents opportunity to economic

creation of employment programs and p

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of a business assistance package. Where

employers (such as pre-screened applica

opening a new facility) rather than merel

d. Consider targeted microenterprise, entr

programs as a means of opportunity for

e. Focus on business activity already ancho

educational and cultural institutions, chur

points for local wealth creation strategies

Aggressively investigate other local wealt

f. Even the most seemingly blighted neighb

voluntary associations and organizations.

10) Hassle Factor. Make it easier and more prethe City by implementing a customer-focuse

approvals.

a. Land use planning, zoning and other regu

up front, clear, transparent, rational and

regulations performance based, self-ve

unclear or unpredictable standards and p

the bar and enable those who meet it to

approval.

b. Enact standards and clear, enforceable re

value. Especially in areas with low invest

not let future value be diminished by land

that degrade value in adjacent propertiescurrent and future investment by ensurin

impacted by adjacent or nearby actions n

Citywide plans.

c. Institute and ensure a customer-focused

Approach the applicant in policy and prac

Regulators must make it their business to

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beyond no to help wherever possible,

obstacles while meeting or exceeding m

d. Adopt internal coordination and transfer

and requests are quickly routed to the ap

11) Efficiencies. Use public sector resources ingrowth sought and in proportion to the resu

and social benefits.

a. Adopt a 100 year time frame for public

development be whether it adds value fo

b. Use efficiencies as one criterion of where

c. Pilot, then mainstream, high-performanc

business operating costs and enhance pe

demand for locally-produced goods and finance mechanisms to offset higher first

eventual long-term savings.

d. Consider the multiple layers of governm

where possible so that all policies reinfor

use plan.

12) Quality of Life. Grow opportunities for peoCleveland by creating new jobs, increasing m

downtown, patient health care and arts & cu

target audience for economic base actions iscommunities of choice and quality of life, it is

for Clevelanders).

9


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Growing Clevelands Economic BaseConnecting policies and strategies musassumptions of what is required for groregion. They include:a. Grow the base, generate net new inc

amount of new money brought into that

imperative that economic development

focused on bringing in net new income

growing existing businesses that export g

economy and proactively recruiting firms

b. Maintain a sharp focus. The economic subsequent sectors of the local economy

consumer and local business services). T

secondary economic sectors is directly p

base. (i.e., the amount of retail demand

the size of the economic base).

c. Know and market business location asmake Cleveland a good place for compa

strengthen those assets to retain existing

business growth (by industry) and find w

Cleveland business environment (assets

prospective businesses from beyond the

d. Prioritize the base. Allocate developmethey impact the economic base. With m

development assistance, there is an impo

focus on the primary economic base, givactivities. Cooperate with other agencie

development activities to ensure the net

economy is measurable, optimal growth

secondary sectors.

e. Achieve more than government can speconditions for private (base) investment.

growth through applying incentives alone

10


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which business invests without direct ass

locations of choice.

f. The regions competitiveness requires a relationship between Clevelands econo

Research shows that the strength of a re

the strength of its central city. As we comassets to attract business to Cleveland.

11


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BUILDING RESIDENTIAL COMMUSustainable Neighborhood DevelopmentA sustainable neighborhood is one in which mark

which the community attracts private investmentSustainable neighborhood revitalization depends

by individuals and institutions. Thus sustainability

establishing neighborhoods of choice.

Healthy neighborhoods are places characterized

people make real investment choices in the neigh

are around home purchase, home repair, mainte

business development.

Where neighborhood markets are weak, the pubinvestments by creating public amenities, deliveri

selective incentives to seed or promote market c

make housing in a community affordable.

Housing and community choices are driven by th

services, public amenities and services, as well as

Different segments of the community demand di

amenities, and convenience. A sustainable, mark

competitive neighborhoods must acknowledge th

preferences and include an approach to augment

options for shopping, community life, housing, sa


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Necessary ingredients for the creation of sustaina

include:

9 Re-branding: Changing the perception of nepositive,

9 Marketing: Positioning neighborhoods as de9 Deploying a market orientation: Understan

what people want,

9 Creating demand: Build to what will cause p9 Maximize investment of human capital so

to manage their and the neighborhoods issu

9 Maximize leverage ( to spread risk and incr

In a slow growth or weak market environment 1,

neighborhood markets and move toward healthy

choice, it is necessary to be more strategic by creand focused by prioritizing, being market oriente

foster greater participation forge partnerships.

requires housing strategies that encompass:

9 Providing housing to create more mixed-inc9 Continuing to provide affordable rental hou

low and moderate income,

9 Promoting high quality design and construct9 Constructing new or rehabilitated homes th

utilize green-building technology,9 Significantly increasing the level of investme

restoring the existing housing stock.

1 A weak market city may be characterized by declining population, marginal economic growth and a declining city core. (See

Community Development in Weak Market Cities, Paul C. Brophy & Kim Burnett, April 2003). Such cities are challenged by cont

economies. People living in weak market cities, many of whom are low and moderate income people, struggle to retain and build w

quality of life.


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The Department of Community Development is

principles into its strategies and tactics as program

implemented.

The Connecting Cleveland 2020 Plan outlines pocommunity life in its sections onHousing andRetthose sections by developing a protocol for tailor

based on market conditions and the need to repo

neighborhoods to compete for residents in the re

The Neighborhood Market TypologyThe first step to effectively sustain individual inve

market dynamics. To assess current market con

Neighborhood Market Typology that quantifies t

markets throughout the city. The typology resulneighborhood markets in one of five categories:

Regional Choice - Areas of high value, strong appStable Areas of stable value and good conditionTransitional - Areas with moderate housing valuemarket distress with significant foreclosure.Fragile Areas with low housing values, low apprand abandonment.Distressed Area of low value, low appreciationabandonment.

The application of strategies depends upon the c

neighborhood and the demands of the current an

assets and opportunities found in each.


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Making Neighborhood Market TypolSustainable neighborhood revitalization depends by individuals and institutions. The public sector investments by creating public amenities, deliveri

selective incentives to seed an emerging market affordable.

NEIGHBORHOODMARKET

TYPOLOGIESHousing and community choices are driven by thservices, public amenities and services, as well asDifferent segments of the community demand diamenities, and convenience. A sustainable, markcompetitive neighborhoods must acknowledge thpreferences and include an approach to shoppingpublic services.

One size fits all will not work to create neighbo

The first step to effectively manage public investmmarket dynamics. To assess current market conNeighborhood Market Typology that quantifies tmarkets throughout the city.

The Neighborhood Market TypologyClevelands dominant housing type is the single a

few neighborhoods, in and near the Central Businand two- family homes is an appropriate surrogatstrength. The typology analysis ranked seven factwo- family property in the city1:

1 Several key factors in this analysis are updated every three years; the Cleveland Department of Community Development propose

measure results and change.


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Average assessed home value (2005) Change in value (1990 Current) Net Change in number of homes (1990 Cu Percent sold at Sheriffs Sale (12 month endin Percentage of homes boarded or condemned Percentage of units rated Fair or lower by t Homeownership rates (2000)The results were used to place neighborhood ma

Regional Choice - Areas of high value, strong appThe market here is robust. The public interventmaintenance of community standards.

Stable Areas of stable value and good conditionbe to maintain community standards. Several ne

areas have recently achieved this status and may community standards through design review or s

Transitional - Areas with moderate housing valuemarket distress with significant foreclosure. Indivsupported by rebranding, development of anchorrehabilitation of vacant and abandoned homes onestablished anchor or community asset.

Fragile Areas with low housing values, low apprand abandonment. Rebranding, the developmentproject to redefine the area will be needed.

Distressed Area of low value, low appreciationabandonment. May be an area where residentialuse. In areas with a residential future an anchor establish a market.


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CityCityCityCity----widewidewidewide AnalysisAnalysisAnalysisAnalysis bybybyby Census TractCensus TractCensus TractCensus Tract

Clevelands redevelopment plans are organized b

(SPA). SPAs, particularly in the inner-city are com

Therefore, few SPA neighborhoods in the city co

market typologies. The SPAs are listed under ea

typology categories:

Market Typology In AreaMarket Typology In AreaMarket Typology In AreaMarket Typology In Area StatisticaStatisticaStatisticaStatistica

Regional Choice/Stable Kamms

Stable Riverside

Stable/Transitional Jefferson

Stable or Regional

Choice/Transitional/Fragile

Detroit-S

Square, C

Hough, F

Kirtland

Transitional Euclid -G

Transitional/Fragile Mt. Pleas

Broadwa

Brooklyn

Transitional/Fragile/Distressed South Br

Collinwo

Fragile Woodlan

Fragile/Distressed Kinsman

This wide range of conditions at the SPA level be

next section where the same factors are presente


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Neighborhood Analysis (SPA) by Census Block GIdentification of strong and weak areas within theCensus Block Group level which allows conditiongeographic level. All of the elements of the neighvalidity at the Census Block Group level. Block Gto be drawn about market conditions within tracmarket strength and weakness and allowing intermaximum effect.


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Making a Difference with Limited Resources - HoIn a public environment with scarce resources, seprogram design and implementation:

1. Private sector resources must be used first.supports private investment and access to capsupport community standards and insist that tfunds to meet those standards.

2. Blended private a public financing should be umeans, but some income may need help accepurchase or repair a home. Below market inmodified requirements give moderate incomthey need. This help is available through the

Cleveland Action to Support Housing, ClevelaServices and the Cleveland Restoration Socie

3. Public loans and grants should be reserved foPublic investments to meet the crisis needs oWhere possible, this support should be provinot bear interest and are due only upon sale allow scare public funds to be reused to meetin the future.

4. Quality, affordable rental housing should be dsupport of State and Federal agencies and profamilies have the ability to pay only $250/monhousing providers indicate that quality mainteroutinely cost $300/month. The gap must behousing subsidy.As a result Cleveland must rhousing as possible, continue to develop qualvarious mechanisms and encourage the Statehousing subsidy program. These kinds of res


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low income Clevelanders have access to qualthroughout the city.

5. In areas where the housing market is transitioefforts need to be concentrated to create susresources in a small area where markets are w

in the area and spur individual investment. Odesigned to capitalize on an unrecognized assidentified in each SPA with markets identifiedare areas of concentrated reinvestment descr

The programs identified for each of the Neighboshown in the table below:

Table 1: Strategy MixRegional

Choice

Stable Transitiona

CodeEnforcement

Action

U USeniorInitiative

U U URehab conv. And

widely avail

U URehab -

subsidizedU Utarget

Exterior U UVacant

AffordableU Utarget

Large scaleprojects -

strengthen

asset base

U UDemo andLandbank

Utarget


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Programs by TypologyCity Wide Programs

Senior Initiative (New) Diversion program fhome repair resources when faced with codeExterior Home Loan Program (New) Low unbankable households who are facing code e

Low Income Weatherization Assistance to ihomes for low income renters and owners

Low Income Home Repair Assistance for ehomeowners

Home Repair Loans blended public and privinterest rates.

Regional Choice and Stable Areas SupplementaComprehensive Code Enforcement Maintafocused comprehensive code inspections and

Enhanced Certificate of Disclosure (New) Pcode violations earlier in the home purchase

HOME deep subsidy for vacant homes Suphomebuyers who seek to purchase a formerl

Selective demolition Market forces should pin these areas. Therefore, demolition will be

Selective Acquisition Problem properties this reluctant to meet community standards wil


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Transitional Areas Model Block ProgramComprehensive Code Enforcement - Maintaifocused comprehensive code inspections and

Enhanced Certificate of Disclosure(New) Plviolations earlier in the home purchase proce

Selective Acquisition - Demolition will be neecannot be returned to productive use.

City 50% exterior rebates $5K or less(New)qualifying exterior improvements to their hom

Acquisition Loans and HOME deep subsidy foAcquisition loans for CDCs to acquire vacantforgivable to overcome the gap between the use and the after rehab appraisal.

Partnership with nonprofit(New) refocus Cabove.Whole house rehab loan interest loans and who seek to bring their homes to code.

Extensive demolition Aggressive demolitionbe economically rehabilitated.

Fragile Areas Model Block ProgramAll services in the Transitional plus enhanced participation in light of the weaker market ind

City 75% exterior rebates $5K or lessAcquisition Loans and HOME deep subsidy fo


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Program OutcomesIn areas of stability and regional choice the outhat their neighbors will maintain or exceed cproblem property will be dealt with swiftly.

In Transitional and Fragile areas the strategy wassets and create new ones. The neighborhoconcentrated investments re-kindling growthre-branding and repositioning area/housing st


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HOUSINGPolicies & Strategies

GOAL: To provide new andrenovated housing that meetsthe needs and preferences ofClevelanders of all incomes, agesand lifestyles

1. Decent and Affordable Housing. Give highest prioinitiatives to the provision of decent and affordable

a. Preserve and fully utilize the existing inventorybased rent subsidies for low income tenants.

b. Increase the availability of high quality, below mmaximizing the use of Low Income Housing Ta

Trust Fund, Tax Exempt Bonds and the HOME

c. Utilize tax abatement to make newly built or rhousing available at the lowest sustainable rent

d.

Promote the development of active tenant orgmanagement in buildings with project-based re

continued housing quality and affordability.

e. Assure maximum utilization of available tenanthousing affordable to low income families and i

f. Make homeownership financially feasible for adregional choice and other neighborhoods with

g. Educate homebuyers on what is involved in finincrease their capacity to maintain and retain th

2. Alternative Housing. Attract residents seeking an alternative housing types, including townhouses, co

spaces, and converted commercial, industrial and i

a. Convert vacant commercial and mixed use buiother amenities are developed to create lifesty


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b. Where a market exists, build townhouses alongvacant land, demolish deteriorated commercia

implement a property holding and maintenance

held for future use a community asset.

3. Competitive Places. Create and preserve neighbourban places, characterized by mixed-use developdesign and transit access.

a. Increase the number of high-density residentiadevelopments near transit facilities.

b. Utilize Pedestrian Retail Overlay zoning to enspedestrian-friendly.

c. Locate new housing near greenways increasingalternative means of transportation.

4. Housing Choice. Provide a diversity of housing typthroughout the City, maximizing choices for reside

circumstances.

a. Create more mixed-income communities.b. Assess the need for various types of housing in

determine what type of housing should be dev

for each neighborhood that markets or re-bran

compete for the identified market.

c. Limit financial incentives to developments that for housing within each neighborhood or incr

housing for low and moderate income families.

5. Maintenance, Repair, and Code Enforcement. Tarenforcement in a manner that helps stabilize neigh

undue hardships for low-income households.

a. Provide training and resources that will allow hmore of their own maintenance and repair wo


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b. Offer a program that will help residents with fia budget that will help them to maintain their h

c. Develop a marketing strategy to promote existprograms.

d. Utilize neighborhood associations or other comorganize volunteers to help correct code violat

www.rebuildtogether.org)

e. Encourage the use of home repair loan programdiscounted rates before using publicly funded l

allow low and moderate income residents to m

f. Reduce housing operating costs through weathenergy efficient building techniques, thereby al

available for home maintenance.

g. Target vacant structures for code enforcementh. Use rental registration program to assure that

to code.

6. Housing Incentives. Ensure that financial incentiveare the minimum necessary to be effective, and do

revenue for city services or the public schools.

a. Reexamine the tax abatement program to deteat changes that can be made to the policy that

recent years, while increasing the revenue for t

schools.

7. Rehabilitation. Give priority to housing rehabilitatimeans of making affordable housing available to th

residents.
http://../Documents%20and%20Settings/robert.PLANNING2/Local%20Settings/Temporary%20Internet%20Files/Marka%20Fields/Application%20Data/Microsoft/Word/www.rebuildtogether.orghttp://../Documents%20and%20Settings/robert.PLANNING2/Local%20Settings/Temporary%20Internet%20Files/Marka%20Fields/Application%20Data/Microsoft/Word/www.rebuildtogether.org


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a. Undertake rehabilitation in areas adjacent to caor in areas where residential new construction

investment of public dollars.

b. Work with non-profit and philanthropic organifor redesign of obsolete residential structures c

the Cleveland double, small multi-family buildin

c. Redirect federal funds to concentrate a larger prehabilitation of vacant and abandoned propert

redevelopment plan.

8. Land Assembly. Promote housing development thland assembly.

a. Work with CDCs, developers, market analystsidentify acquisition strategies for priority areas

b.

Rezone areas to residential that are no longer ac. Remediate brownfield sites suitable for housingd. Develop property maintenance capacity and st

until it can be reused at its highest and best use

9. Homelessness. Address homelessness through a mincludes emergency shelters, permanent supportiv

services, and job training.

a. Assure that everyone with an emergency needshelter

b. Utilize street outreach workers to seek out thooutside the shelter system

c. Encourage all homeless service providers and ffirst policy which seeks to minimize shelter sta


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families as soon as feasible within permanent h

services as needed

d. Continue to support the production of permanthat can offer the opportunity for long-term ho

shelter system

e. Within the shelter system, provide immediate case management and mainstream social servic

providing mental health care, substance abuse

and assistance to veterans.

f. Work with the criminal justice system to strengreentry into the community of person returnin

g. Expand resources for and educate residents abassistance in preventing the loss of housing thro

10.Senior Housing. Develop housing for senior citizemedical facilities, social services, and public transpoa. Support development of Senior housing that al

multigenerational families with designs that me

b. Incorporate green space into new senior housic. Support development of Senior housing that is

shopping and medical services.

d. Design housing that permits for ADA adaptatiodictate.

11.Design. Ensure that the design of new and renovacharacter of the surrounding neighborhood, throug

that is effective, expeditious and equitable.


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a. Develop housing design guidelines for new housupplemental guidelines for specific areas that w

prior to meeting with the design review comm

b. Develop housing rehabilitation guidelines for mof kitchens and bathrooms where significant g

12.Neighborhood Plans. Locate infill houses where nsupportive environment for residential developme

a. Limit the distribution of land bank properties fohave a redevelopment plan in place.

b. Utilize CDCs and other community agencies tomarket vacant structures and vacant land in are

developed.

13.Green Building. Encourage use of green buildingrenovated housing through code changes and finana. Development a zoning code that encourages g

use of green building techniques where the cos

significantly increased.

b. Offer financial incentives such as low-interest loprojects that use green building techniques.

14.Housing Accessibility. Expand the range of residenwith special housing needsa. Promote and encourage the use of universal de

constructed housing.

b. Ensure compliance with requirements concernunits for all new construction or substantial reh

development being assisted with CDBG, HOM


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RETAILPOLICIES and STRATEGIESGOAL: To provide Cleveland residents with a broad ranlocated retail shopping opportunities

1. Building on Strengths. Re-establish the competitivretail districts by building upon their traditional stren

use districts with distinctive architectural character.

Increase resources available through the Citys stProvide streamlined services to SRP participants (

Building & Housing).

Prepare urban design and development plans, destudies for each of the Citys neighborhood retail

Use specialized zoning districts to fosterwell-desuse retail districts with an identifiable anchor use t

the district.

Capitalize onClevelands rich cultural and ethnicethnic themes into the strategies for strengthenin

2. Preservation.Where appropriate, give priority toas opposed to large-scale new development, as thecompetitive retail shopping in Cleveland.

Create Business Improvement Districts or othsecurity, maintenance, streetscape, marketing, p

strengthen neighborhood retail districts.

Increase utilization of the Citys nationally renowas a tool to facilitate aesthetic changes in comme


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districts.

Enforce building codes to (a) ensure vacant prop(b) Inspect properties with a view toward aesthe

Avoid public subsidies for retail projects that prodesignated retail districts.

3. Building Smart. Strategically locate and design a limshopping centers in a manner that will stem the ou

of Cleveland, while complementing the Citys tradit

Undertake market studies to identify areas of thedemographic and economic characteristics to su

that complement existing viable retail nodes.

Target land assembly to facilitate development ocenters.

Encourage the use of green building practices tenergy consumption and decrease the amount o

o Discourage demolition of viable, architecretail districts.

4. Consolidating. Consolidate retail shopping to creacenters that serve as focal points of neighborhood

Implement land-use plans for retail consolidation Employ the Pedestrian Retail Overlay (PRO) zonpedestrian-friendly character is maintained in ne

retail buildings are located at the sidewalks edge

Conduct retail market analysis for existing retail dcomplement the established retail mix and prom

establishments.


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5. Niche Marketing. Transform selected retail districclustering stores around common themes includi

antiques, and recreation and scenic resources.

Capitalize on unique attributes like the TowpathWest Side & East Side Markets to create distinctexperience that caters to a cross-section of resid

casual visitors.

Encourage CDCs to Avoid costly individual placnewspaper ads as part of their neighborhood m

area Web based advertising as a retail marketing

Utilize street fairs, special sales, couponing, sponpromote awareness of retail areas.

o Create welcome to the neighborhoodsretailers that are either mass-mailed perin the surrounding area.

market districts such as Chinatown, Little Italy, Tentity rather than an agglomeration of individual

6. Tapping the Market. Improve the quantity and quneighborhoods by tapping into the market segment

national retailers, particularly in densely populated n

of minorities and immigrants.

Provide national retailers withdemographic andCompacts City of Cleveland Neighborhood Maquantifies the extent of the citys understated bu

o City should identify a retail salesman knows retailing, understands the reasons

and understands neighborhood markets

counter-arguments in support of urban n


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person can then sell appropriate sites t

with financial strength to cover market re

Assemble and disseminate figures that show thatcitys outlying neighborhoods, such as Kamms C

Collinwood, rivals or exceeds that of adjacent su

Identify specific neighborhoods capable of suppo Utilize new Discover Cleveland concept wher

marketing to these niche neighborhoods and w

7. Creating Employment. Recognize that retail provthe first introduction to the workforce for young pe

retired people). Pursue matches between retailers

workforce preparation strategy.

8. Creating Wealth. Maximize opportunities for Clevretail businesses in the City.

Target economic development assistance in a maentrepreneurship and provides quality retailing an

Solicit the assistance of larger ethnic and/or businresidents as business owners.

9. Connecting to Transit. Link new and revitalized ras well as to bicycle routes and cyclist amenities.

Provide pedestrian & cycling amenities such as btires, and lockers in and around major commerc

Work withthe Greater Cleveland Regional Trancommunity circulator bus routes to serve major

Encourage the development of convenience rettransit nodes.


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10. Building Safe. Design retail developments to maximerchant and community organizations to ensure o

Incorporate reviews of public safety by qualified the design review process formajor building and

11. Streetscape. Improve the appearance and vitality through use of public art, banners and signs, bench

underground wiring, sidewalk cafes, etc.

Coordinate a regularly scheduled City-sponsoreprovides basic maintenance for public rights-of-w

districts, including sidewalks, light poles, street pa

pedestrian lights, etc.

12. Parking. Develop strategically located shared parkretail districts that are under-served by parking.

Conduct a detailed study of successful districts thLittle Italy, Tremont) and conversely the use of u

parking plans developed in the 1980s (Kamms, D

determine best practices for successful parking/h

Identify underutilized strategically located parcelsredevelopment as parking facilities.

Work with community development corporatiomanagement strategies to operate and maintain


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EDUCATION & COMMUNThe opportunity for a quality education is essential to creatin

education is also an essential foundation for economic securwith schools, an array of community facilities and services

provide the social component that is essential to ensuring

and nurturing.

Beyond the services themselves, the buildings that house th

powerful symbols of community. They embody our shared

acknowledgement that we are only as strong as the weakes

communitys future depends on our ability to maximize the

community.

Recognizing the connection between quality education and committed to working with the Cleveland Municipal School

capital improvements ensuring that limited funds are spent

and the community. In addition, the City is committed to w

maximize use of school facilities to benefit the broader com

Policies1. Schools as Community Resources. Utilize schools as

open in the evenings and weekends for use by student

residents, as financial resources permit.

2. School Design. Ensure that schools are designed and education and connections to the surrounding commu

3. Education Partnerships. Encourage businesses, instituorganizations to partner with local schools in offering d

opportunities for students and adults.


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4. Equitable Funding for Schools.Advocate for a statewresponds to the needs of students rather than to the w

5. Education Options. Provide Clevelanders with educatschools, magnet schools and charter schools, both pub

6. Coordinated Neighborhood Services. Facilitate coopproviders and community organizations to work at the comprehensive needs of residents for education, trainin

7. Personal Development. Create locally-based programand ethics as the foundation for strengthening the socia

a better quality of life for residents.

8. Community Libraries. Support full-service libraries asintergenerational learning in each of Clevelands neighb

9. Community Health Care. Ensure that medical officesfull-scale hospitals in serving residents of all Cleveland n

care education is provided to students in elementary an

10.Capital Improvements. Coordinate capital improvemthe School District to maximize the effectiveness and e


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PANNINGDISTC1


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CUDELL NEIGHBORHOOD PLAN SUMMARY

Description. Cudell is named after noted architect Frank E.Cudell, a German immigrant who had inherited a large estatefrom his father-in-law. Cudell bequeathed the estate to the Cityin 1916 and the tower which stands on the property today, just

east of the Cudell Recreation Center, is a memorial to him fromhis wife, Emma. The neighborhood became a part of the Citythrough annexations in 1894 and 1904. It developed as aworking class community during the first two decades of the 20thcentury with residents employed at the many industries aroundthe rail lines that crisscrossed the neighborhood. Constructionof interstate 90 in the 1960s isolated the Lorain Avenue areafrom the bulk of the neighborhood. Most of the housing is one-and two-family except for a concentration of apartments near therapid transit line near Detroit and West Boulevard.

Assets. Among the neighborhoods most significant assets are: the Cudell Recreation Centerand associated Cudell Fine Arts Center

the West Boulevard Historic District the WEBCO industrial area which still is home to many industrial companies

good access to interstate 90 the Westown Shopping Center, built in the 1980s on the site of a former Sears store

Challenges. Among the challenges faced by the Cudell neighborhood today are: housing stock deterioration, particularly several blocks on either side of West Blvd.,

between Madison and Lorain. need for further commercial reinvestment (including building renovation) throughout the

neighborhood

re-use of industrial sites for job-producing industry sectors, rather than aswarehouses/storage facilities

Vision. The Cudell neighborhood incorporates an interesting mix of old and new, with all typesof land uses represented throughout. This urban character should be enhanced by choosingredevelopment strategies that complement that character, whenever possible. Among thedevelopment opportunities and initiatives underway or proposed are the following: target housing programs for streets around the West Tech Lofts determine appropriate and complimentary land uses south of I-90 near the new Target

development continue to effectively clean-up and market the former Monarch Aluminum and Midland

Steel sites for appropriate industrial end-users (already underway by the Citys Dept. of

Economic Development) redevelop Madison Avenue (maintaining mostly residential feel with some storefront

renovation) and Berea Road (building on current industrial mix) create a vision for the Lorain Station Historic District that will work to preserve the

important mixed-use building stock there, including the installation of a vastly-improvedpedestrian bridge near the West Tech lofts

develop a bike route along West Blvd which connects to Edgewater Park on the north andBrookside Park in the Big Creek Valley to the south

create a pocket park on currently vacant land at the intersection of West Blvd and Detroit


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JEFFERSON NEIGHBORHOOD PLAN SUMMARY

Description. J efferson was annexed to Cleveland as part ofthe Citys final major territorial expansion in 1923 when theVillage of West Park was annexed. The neighborhood

shares the name with J efferson Park which is located nearits center on Lorain Avenue, just west of West 130th. Theinitial major wave of construction occurred after World War Iwith the construction of residential streets within walkingdistance of the extension of streetcar lines along LorainAvenue. Areas further from Lorain Avenue began to developafter World War II. The neighborhood is mainly single-familyhousing with some doubles intermixed on the older streetsnear Lorain Avenue. Industry and a few apartment buildingsare located in the vicinity of the rail and rapid transit linesthat run from the airport to downtown along the westernedge of the neighborhood.Assets. Among the neighborhoods most significant assets are:

convenient parks are scattered throughout neighborhood including Halloran, Mohican andJ efferson

the Lorain Avenue retail district areas employment near the interstates and rail corridors easy access to rapid transit stations good access to both interstates 71 and 90

Challenges. Among the challenges faced by the J efferson neighborhood today are: proliferation of vacant residential structures due to foreclosures concentrations of vacant storefronts along Lorain Avenue

Vision. The J efferson neighborhood has the potential for some of the most excitingredevelopment in the Citys far west side. A renovated Variety Theatre, currently vacant, canserve as the focal point for the creation of a neighborhood downtown which would alsoincorporate the rehabilitation of other outstanding mixed-use building stock, primarily from the1920s, centered around the Theatre. Other initiatives and opportunities include: targeted efforts to make absentee property owners (such as out-of-state banks, savings

and loans, etc) take more responsibility for upkeep and eventual marketing of foreclosedproperties

implementation of streetscape, parking enhancements, and targeted urban designimprovements as called out for in the Lorain Avenue Master Plan in stages as needed oras opportunities arise

construction of a new access road to help facilitate truck access to the Elmwood industrialarea from Berea Road

target housing programs on streets south of the Variety Theatre area focusing on the area around West 140th/Lorain Avenue for additional small-area master

planning


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KAMMS CORNERS NEIGHBORHOOD PLAN SUMMARY

Description.The neighborhood takes its name from theintersection of Lorain Avenue and Rocky River Drive, which wascalled Kamms Corner in honor of Oswald Kamm, who opened a

grocery store there in 1875 and later a post office. But it was theestablishment in 1898 of Puritas Springs Park that was to makeKamms Corners a popular destination for the next 60 years andthe hub of the area known as West Park. It was here that thestreet car and interurban lines converged and opened the wayfor substantial development after World War I. Theneighborhood was annexed by the City of Cleveland in 1923. Itis predominantly single-family residences with retail corridorsalong Lorain Avenue and Rocky River Drive.

Assets. Among the neighborhoods most significant assets are: some of the strongest residential areas in the city its proximity to the Cleveland Metroparks Rocky River Reservation Gunning Park Recreation Centeron Puritas Road Fairview General Hospital located adjacent to the Kamms Corners retail area easy access to rapid transit stations in the eastern part of the neighborhood

Challenges. Among the challenges faced by the Kamms Corners neighborhood today are: arrest signs of disinvestment in retail corridor on Lorain Avenue

control advancement of more retail uses on Rocky River Drive south of Lorain

Vision. The Kamms Corners neighborhood has maintained a vitality and desirability in itsresidential properties for many years. However, the commercial areas have been in need of arenaissance, which is currently underway. The following initiatives are contributing to thisrebirth: strong marketing and application of the City of Clevelands Storefront Renovation Program

has encouraged many property owners to reinvest in their commercial buildings implementation of the Kamms Corners Business Revitalization District has fostered a

more aesthetically-appropriate commercial environment the Kamms Streetscape Improvement Project is expected to generate even more

excitement and investment activity along Lorain Avenue, once all funding has beenidentified

bike connections across the Lorain Avenue bridge to the Rocky River Reservationentrance will connect the neighborhood to the existing bike network in the Rocky Rivervalley

the promotion of residential developments along Rocky River Drive south of LorainAvenue (with one or two retail nodes strengthened) is meant to keep the bulk of new retaildevelopment in the neighborhood along Lorain Avenue


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PURITAS-LONGMEAD NEIGHBORHOOD PLAN SUMMARY

Description. Puritas-Longmead takes it name from two streetslocated in the neighborhood which form an east-west line nearits center. It became a part of Cleveland with the annexation of

the Village of West Park in 1923. The northeast corner of theneighborhood was originally part of the Linndale developmentthat was laid out at the end of the 19th century by real estatedeveloper George Linn and which became a train switchingcenter. Most of the housing, however, dates from after WorldWar II and is predominantly single-family homes. A few multi-family complexes are located along Puritas and Bellaire Roads.

The rail lines and highways that traverse it break theneighborhood into a number of distinct residential enclaves. Thelargest concentration of industrial parks in the city is locatednear Interstate 480.Assets. Among the neighborhoods most significant assets are:

sections of the Chevy Branch of the Big Creek which flow above ground through parts ofthe neighborhood

excellentaccess to Interstates 71 and 480 numerous businesses located in the industrial parks within the neighborhood the Puritas Road business district the 1st District police headquarters

Challenges. Among the challenges faced by the Puritas-Longmead neighborhood today are: deteriorating housing and high crime concentrations in some areas high concentrations of juvenile crime around Bellaire and West 130th Street need for commercial revitalization along parts of West 130th Street

Vision. The Puritas-Longmead neighborhood is a solid, middle-class neighborhood that isfacing pressure to maintain its quality of life. Targeting programs to stabilize deteriorating partsof the neighborhood is essential to containing and eliminating negative conditions. Among thedevelopment opportunities and initiatives proposed are the following: target housing programs on the streets off Bellaire Road, east of West 130th Street

implement the Ward 19 PACE Project in the Bellaire/West 130th area

the Puritas Wetlands project, a wildlife enhancement in a stormwater retention basin offIndustrial Parkway

discussions on implementation of a design review district on Puritas Avenue identification of industrial/commercial lands that could be redeveloped for alternative

energy component manufacturing and brownfield remediation technologies

undertake bike route improvements along Bellaire and Puritas Avenues


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RIVERSIDE NEIGHBORHOOD PLAN SUMMARY

Description. Riverside takes it name from its location along theeastern side of the Rocky River and its valley. Most housing issingle-family and dates from after World War II. There are a

couple large multi-family developments located off Puritas andRocky River Drive in the neighborhood. Well over half of theneighborhoods area is occupied by Cleveland HopkinsInternational Airport. The airport was first built in 1925 when CityManager William R. Hopkins obtained the city council's agreementto issue bonds to build an airport. This area has undergone manyrecent changes. Cleveland and Brook Park have swapped land toaccommodate the long-needed airport runway expansion and FAAregulations regarding acceptable noise levels for residential areasnear airports have necessitated the removal of many single-familyhomes from just north of Interstate 480. Some of these areashave been redeveloped for industrial parks.

Assets. Among the neighborhoods most significant assets are: excellent access to Cleveland Hopkins International Airport access to interstates 71 and 480 proximity to NASA Glenn Research Center office and business parks near the airport proximity to Cleveland Metroparks Rocky River Reservation

Challenges. Among the challenges faced by the Riverside neighborhood today are: further development of available land in the Cleveland Business Park need for reinvestment along Rocky River Drive south of Puritas Avenue need to consider Hopkins Airport more from an economic development standpoint preservation of the existing character of Old Grayton Road

Vision. Although a large amount of residential structures have been removed from theRiverside neighborhood relatively recently, the remaining residential units in the neighborhoodare solidly maintained, the re-located baseball diamonds are well-received, and newconstruction at the CMHA Riverside Estates is uplifting that portion of Rocky River Drive.However, most of the southern part of the neighborhood is simply more suitable for furtherindustrial and office development. Future initiatives in Riverside should include: taking advantage of the close proximity to Cleveland Hopkins International Airport and

NASA Glenn Research Center to attract future development continued discussion as to how much (if any) new retail to promote along Rocky River

Drive determining a streamlined process to more quickly develop land in Cleveland Business

Park

consideration of tighter design review procedures for any further mixed-use developmentsnear Old Grayton Road


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WEST BOULEVARD NEIGHBORHOOD PLAN SUMMARY

Description. West Boulevard is named after the north-souththoroughfare designed to connect Edgewater Park, on the north,with Brookside Park, on the south, as part of parkway systemenvisioned to encircle the City. The winding roadway's 130-foot

right-of-way is one of the City's widest and its broad tree lawnsprovide a park-like setting for hundreds of solid, well-kept houses.

The principal portion of the neighborhood was incorporated in 1902,as part of Linndale, before the Cleveland annexed most of thatcommunity one year later. Housing in the neighborhood tends tobecome newer the farther west one goes. The Clark/ Lorain/Denison area has a large amount of housing from the late 1800swhereas the West 117th/Bellaire area is predominantly post WorldWar II construction. Lorain Avenue forms the neighborhoods maincommercial street and industry is limited to sites with direct accessto the rail line that forms the border with the City of Brooklyn.

Assets. Among the neighborhoods most significant assets are: the Lorain Station and West Boulevard historic districts which center on two of the

neighborhoods main arterials St. Ignatius of Antioch Catholic Church, a familiar landmark on the corner of West

Boulevard & Lorain Avenue good access to both interstates 71 and 90 the Lorain Avenue retail district which includes the Westown Shopping Center

Challenges. Among the challenges faced by the West Boulevard neighborhood today are:

housing stock deterioration in various areas throughout the neighborhood proliferation of less-than-desirable commercial uses (i.e., used car lots, taverns) and

vacant storefronts along Lorain Avenue

Vision. TheWest Boulevard neighborhood, although primarily residential, has importantcommercial connections that require sensitive reinvestment. Among the developmentopportunities and initiatives currently underway or proposed are the following: create a vision for the Lorain Station Historic District that will work to preserve the

important mix