I Love Greenville Community Plan
I Love Greenville Community Plan
I Love Greenville Community Plan
The I Love Greenville Community Plan (GCP) began as a tool to generate investment for projects identified by residents, but it became much more than that. Over a 10-month period more than 500 residents and stakeholders have actively participated in the making of this plan. It has become a vehicle for the community to collaborate and organize in order to respond to existing and potential community issues. Uniting Greenville is an effective way to direct city, county, state and even attract private sector resources to the community. So if you are reading this and it is the first time you have heard of the I Love Greenville Community Plan please become involved. A neighborhood plan, like this one, supplements and provides feedback on existing redevelopment plans, master plan elements, and other strategies. It also opens up doors to new funding opportunities. This particular plan was developed specifically for the New Jersey Department of Community Affairs (NJDCA) Neighborhood Revitalization Tax Credit (NRTC) program. If approved by NJDCA this will be one of the last plans accepted into the program. This is a huge opportunity, especially in a time of decreased private capital and broad, government funding cuts due to a down economy. That being said, NRTC funding alone is not likely to fix all issues in Greenville but it is a resource, not currently available, that will certainly help the Community. Facilitated by Garden State Episcopal Community Development Corporation (GSECDC) in collaboration with several non-profit organizations, residents, churches, block associations, and others stakeholders - the Plan seeks to address and improve quality of life issues in Greenville. It also aims to solicit one million dollars of state tax credits to Greenville each year for life of the Neighborhood Revitalization Tax Credit program. The intent is to create new programs or supplement effective programs that residents in the community have identified. The planning area encompasses a portion of Greenville centering on Martin Luther King Drive from Union Street to Woodlawn Avenue between Bergen Avenue to Ocean Avenue.
Prepared by:
Garden State Episcopal Community Development Corporation, Division of Housing and Community Development TRIAD Associates
Steering Committee AngelaCARES, Inc. Angela McKnight Astor Place Block Association Tinia Bland and Deborah Alston Bergen Communities United Tynisha Beard Building an Empire Alisha Powers Christ the King Parish Rosemary Nwabueze Claremont Lafayette United Presbyterian Church Celestine Shaw C-line Community Outreach Services Caroline Nelson, Rose Howard and Loukia Altenor College Preparatory Incentive Program James G. Johnson and Karla Melendez Friends of the Lifers Youth Corp Annette Joyner-Jackson Hudson County Contractor Training Corporation Edward Chiles Jackson Hill Main Street Management Corp Michael Griffin Jersey City Parks Coalition Florence Holmes NAACP Alma Burnett, Calvin E. Hart and Carolyn Oliver-Fair Old Greenville Neighborhood Association Arnold B. Williams Positively Reinforcing Youth Development (PRYD) Cornelius Frazier and Cheronne Cheatam Rising Tide Capital Alex Forrester, Justyna Krygowska and Mary Sansait Snyder High School Parent Council Monique Andrews Urban League of Hudson County Gladys Payton and Hansel Cabrera Wilkinson Ave Block Association Wyatt Bradley Kim B. Greene Resident Regina Hill Resident, Snyder High School Parent Council James Johnson Resident, Architect, A.D.E. Inc. Evans Jones Resident & Real Estate Agent, Nextage New Generation Tiffany McQueary Resident, Marist High School Rose Moultrie Resident, Rose Creations Donna Sweringen Resident, Catholic Charities Tawana Williams Resident, Civics for the Emerging Activist
GSECDC Staff John Restrepo Matt Ward TRIAD Associates Jerry Velazquez Steve Kehs Shane Godshall Funders New Jersey Department of Community Affairs Wells Fargo Regional Foundation Special Thanks to Senator, Sandra B. Cunningham Mayor Jerramiah Healy Councilwoman-at-Large, Viola Richardson Councilwoman, Michelle Massey Councilman-at-Large, Rolando Lavarro Jersey City Housing Authority Jersey City Redevelopment Authority Survey Volunteers Cheronne Cheatam Andrea Coble Cornelius Frazier Mary Hurt Jordan Johnson Jamaal Johnson Evans Jones Angela McKnight
Daniqua McKnight Anayah McKnight-Odom Tiffany McQueary Robert Morales Savitri Pairam Linda Wade Arnold B. Williams Briyana Williams
TABLE OF CONTENTS
SECTION 1: Cover Page (NP-1 Form) ........................................................................................................................................................................................................ 1 SECTION 2: Executive Summary ............................................................................................................................................................................................................... 3 SECTION 3: Neighborhood Description and Statement of Need ............................................................................................................................................................. 6 Introduction ......................................................................................................................................................................................................................................... 7 Need for Neighborhood Revitalization ................................................................................................................................................................................................ 7 Demographics ...................................................................................................................................................................................................................................... 9 Economics .......................................................................................................................................................................................................................................... 10 Housing .............................................................................................................................................................................................................................................. 12 Social Issues ....................................................................................................................................................................................................................................... 14 SECTION 4: Vision, Goals and Proposed Strategies & Activities ............................................................................................................................................................ 17 Vision Statement ................................................................................................................................................................................................................................ 18 Goals .................................................................................................................................................................................................................................................. 19 Outcomes, Strategies and Activities or Methods .............................................................................................................................................................................. 21 Review of Existing Plans ..................................................................................................................................................................................................................... 29 SECTION 5: Projected Outcomes ........................................................................................................................................................................................................... 33 1. Residential and Community Development Strategies ................................................................................................................................................................... 35 2. Corridor Improvement Strategies .................................................................................................................................................................................................. 38 3. Education and Training Strategies ................................................................................................................................................................................................. 41 4. Health and Human Services Strategies .......................................................................................................................................................................................... 45 5. Public Safety Improvement Strategies ........................................................................................................................................................................................... 48 6. Transportation Improvement Strategies ....................................................................................................................................................................................... 52 SECTION 6: Estimated Financial Requirements ..................................................................................................................................................................................... 54 SECTION 7: Organization Information.................................................................................................................................................................................................... 69 Lead Organization Profile (NP-4 Form) .............................................................................................................................................................................................. 70 Financial Resources ............................................................................................................................................................................................................................ 71 Communities Served .......................................................................................................................................................................................................................... 72
Capacity .............................................................................................................................................................................................................................................. 74 Experience .......................................................................................................................................................................................................................................... 74 Stakeholder Capacity and Collaboration............................................................................................................................................................................................ 77 SECTION 8: Participatory Planning Requirements ................................................................................................................................................................................. 79 Introduction ....................................................................................................................................................................................................................................... 80 Description of Process ....................................................................................................................................................................................................................... 80 Outreach Methods ............................................................................................................................................................................................................................. 82 SECTION 9: Attachments ........................................................................................................................................................................................................................ 85 a) b) c) d) e) f) g) h) i) j) k) l) m) n) o) p) q) r) s) Two most recent audits Current organizational budget Most recent annual report Documentation of nonprofit, tax exempt status Certificate of Incorporation Key Staff Resumes Photos of existing neighborhood (compact disc) Common acronyms Additional Maps (large maps to accompany Section 3 in back folder pocket) Data interpolation JGSC Study Excerpt Capacity of Partners - NP-4 Forms (Section 7) Evidence of community outreach efforts (Section 8) Evidence of community input (Section 8) Written notice to the local government of the intent to develop a neighborhood plan (Section 8) Letters of Support from nonprofit organizations (Section 8) Evidence that a draft plan was made available to the public for review and comment (Section 8) Evidence that the final plan was submitted to the municipality for a 30-day review period (Section 8) Letter of Support from Chief Elected Official (Section 4)
The pessimist sees difficulty in every opportunity. The optimist sees opportunity in every difficulty. - Winston Churchill
I Shop Greenville.
I Grow Greenville.
I Love Greenville.
SECTION 1:
514 Newark Ave Jersey City 1017500 514 Newark Ave., Jersey City NJ 07306
Fax:
NJ
Zip Code:
07306
Did you partner with another organization to develop the Neighborhood Plan?
Corporate Sponsor (If applicable): Provide information on the corporation that has committed its support to the Nonprofit organization. Must be incorporated in the State of NJ. Company Name: Address: Phone:
Wells Fargo Regional Foundation Lois Greco, Senior Vice President Evaluation Officer
Fax:
123 S. Broad Street, Y1379-175 | Philadelphia, PA 19109 (215) 670-4308 (215) 670-4355
E-Mail:
Certification: To the best of my knowledge and belief, the data in this application are true and correct. The governing body of the applicant has duly authorized the document. Name Title
Date
I Love Greenville Community Plan 1
FORM NP-1: PARTNERING ORGANIZATION INFORMATION Please provide the following information for each organization with which you partnered in developing the Neighborhood Plan. Copy and attach additional sheets if necessary.
Name of Partnering Organization: Contact Person (including title): Contact Persons Address: City: Phone:
Vineland 856-690-9590
08360 [email protected]
Briefly describe the role of the partnering organization in developing the Neighborhood Plan:
To provide technical assistance at public meetings and completion of the following sections of the NRTC neighborhood Plan: Executive Summary; Description of Key Features; Mapping of Community Assets; Low to Moderate Income evidence; Vision Statement; Goals & Objectives; Strategies; Activities & Methods; Relationship to other relevant plans; NP-2 Form; NP-3 Form; and, NP-4 Forms (capacity of partners).
SECTION 2:
Executive Summary
Above: the Claremont Branch Bank Circa 1937 courtesy of Brooke Hansson
Executive Summary
Neighborhoods are special places. They provide homes. They define locations. They encompass friends, families, workers, businesses, schools, churches, institutions, and other organizations. They are places that need the attention and support of the people who live and work there. And, it is from these neighborhoods that large communities and great cities are born.
The neighborhood, as it is defined by this plan, encompasses roughly the area between Bergen and Ocean Avenues and Woodlawn Avenue and Union Street. This area faces many challenges. There are numerous characteristics of poverty and distress. Other socio-economic issues include concerns about education, workforce training, resident health, social service delivery, economic development, That is why more than 500 residents and stakeholders and transportation. A detailed description of statistics and trends can be found in Section 3 of the full in the Greenville neighborhood of Jersey City worked plan narrative. very diligently for almost a year to assemble this Neighborhood Plan. They believe their neighborhood is This Neighborhood Plan defines a very comprehensive and ambitious strategy for investing in the important. They believe Greenville can be a great place future of Greenville. Clearly residents and stakeholders, businesses and community groups all have to live and work. critically important roles to play to make this plan a reality. Residents, landlords and businesses must be mobilized on a block by block basis to invest in their homes, properties and streets. Community The following few pages provide a brief executive organizations must focus their resources and collaborate with each other to meet the critical goals summary of the I Love Greenville Neighborhood Plan. and invest in the key projects defined in this plan. State and Federal agencies must provide grant The details of the plan are found in the subsequent funding to improve streetscapes, expand educational and training opportunities, invest in public sections that contain information and data about the safety and create new and improved transportation options. neighborhood; goals for charting a future for the area; and outcomes and strategies to make those goals a In addition to delineating the range of projects and initiatives that Greenville residents would like to reality. see, the Plan also outlines a variety of programs and funding sources to implement them. It will be very important moving forward that the Greenville Neighborhood Association (or the Plans Steering The planning process was facilitated by the Garden Committee as it may evolve) monitor the plan on a regular basis to track the actions being taken to State Episcopal Community Development Corporation. make the goals of the plan a reality. This means constantly engaging the partners, residents, funding However, it was made possible by the dedication of organizations and other stakeholders to take ownership of the key initiatives and meet the goals of hundreds of volunteers and community members who the plan. comprised the Plans Steering Committee and who attended focus group meetings, community meetings This will not be easy. The challenges facing the Greenville Neighborhood did not develop overnight. and workshops. So, this plan belongs to the people of They will not be resolved overnight. But by working together, bringing a unified voice to the needs of Greenville. It represents what they would like to see the community, and collaborating with each other, the goals of the community can be realized. This happen in their neighborhood. Plan is the first important step on that road to success.
Creating a Vision
From the database that was developed and from frequent meetings of the planning committee, neighborhood events, and other gatherings, residents and stakeholders of the Greenville Neighborhood began developing a vision for the future of the community. It was built around a theme that stressed Our Voice, Our Community, Our Vision, which highlights the importance of community engagement. Residents want a community that is united, safe, informed, educated, prosperous, and that is a great place to live and work. This vision led to the creation of four key planning goals: Empower Local Residents & Strengthen Families; Ensure Economic Opportunity for Residents & the Vitality of Martin Luther King Drive; Improve Housing Quality and Neighborhood Amenities; and Create a Safe Place to Live, Work, and Play.
SECTION 3:
Introduction
The I Love Greenville Community Plan planning area encompasses the neighborhoods centered on M.L. King Drive within Jersey City, New Jersey. The 0.35 square mile area is bounded by Union Avenue to the North, Ocean Avenue to the East, Woodlawn Avenue to the South and Bergen Avenue to the West. The boundaries incorporate lots fronting each side of the periphery streets. The eight, 2000 Census Block Groups that comprise the planning area are: 0044001; 0050001; 0051001; 0052001; 0054003; 0055001; 0056001; and, 0058011 (See Appendix Data Interpolation). The following eight 2000 Census Tracts either wholly and/or partially comprise the neighborhood: 44; 50; 51; 52; 54; 55; 56; and, 58.01. Similarly, the area is located within zip codes 07304 and 07305. The community is partially within the South and the West Jersey City Police Districts. The planning area has many colloquial names including: Jackson Ave, The Hill, The Drive, but is most widely known as Greenville. No matter what name is used; the planning area is the most distressed community in Hudson County.
Rosemary Nwabueze giving insight on BCU plan Public Meeting, March 2012
Angela McKnight of AngelaCARES, Inc. speaking about existing conditions, Public Meeting, June 2012 I Love Greenville Community Plan 7
Demographics
Derived from the 2010 US Census, the areas population is primarily African-American or Black (81.5%). Roughly 16 percent (16.29%) of the population is Hispanic ethnicity. Only 5.33% of the population is White or Caucasian. The area reports changes in population from the 2000 the 2010 US Census in that the African-American population decreased by 8%, the White population increased by 94%, and the Asian population increased by 1%; the number of Hispanics increased by 101%. The 2010 data shows that the GCP area had a population of 15,369 people which is roughly 6.2% of the Jersey Citys overall population. This indicates that since 2000 the areas population has remained stagnant with a .03% change. When compared to the city, county and state, trends show that other areas are experiencing growth. The population is relatively young with a median age of 31. Additionally, nearly 30% of the population under 18 and 56% of the population is between the ages of 18 and 60 years. Only 14% of the population is 60 years or older. The age composition in the area is slightly higher than state averages.
White alone 422 819 Black or African American alone 13,643 12,525 American Indian and Alaska Native 0 77 alone Asian alone 169 171 1.11% 1% Native Hawaiian and Other Pacific 0 6 0.04% -Islander alone Some Other Race alone 772 1,270 8.26% 65% Two or More Races 358 501 3.26% 40% Total 15,364 15,369 n/a 0.03% Ethnicity Hispanic or Latino 1,248 2,504 16.29% 101% Source: U.S. Census Bureau, 2000 & 2010 Census Aggregated by: Census Block Group Note: The category Ethnicity includes people of all races and is not calculated in total population
Total Population
Year
2000 2010 GCP Boundaries 15,364 15,369 Jersey City 240,055 247,597 Hudson County, NJ 608,975 634,266 New Jersey 8,414,350 8,791,894 Source: U.S. Census Bureau, 2000 & 2010 Census. Aggregated by: Census Block Group
Age Distribution
GCP Boundaries
Male 2,281 Female 2,257 Both Sexes 4,538 Percent Share 29.53% New Jersey Percent Share 23.2% Source: U.S. Census Bureau, 2010 Census. Aggregated by: Census Block Group
The area consists of 3,727 families. Of these families, 40.97% are grouped as Single Female with Children, which is normally indicative of households under financial strain and/or in need of daily childcare services. It is important to note that only 15.75% of the families in this area consist of what is thought of as the traditional, two-parent family arrangement. In comparison to the countywide and statewide data, we see the following trends. In Jersey City, 18.28% are grouped as Single Female with Children, while 25.32% of families fit the category of traditional two-parent families. Across New Jersey, 9.85% of families fall into the category of Single Female with Children, while 34.96% are described as the two-parent model. The Neighborhood and State statistics on family composition are converse. The high proportion of financially strained families in the planning area is compounded by local economics, unemployment, and increasing rents in the planning area.
Jersey City
Families 55,157 -Married with Children 13,963 25.32% Single with Children 12,489 22.64% Single Female with Children 10,082 18.28% Other Families 28,705 52.04% Source: 2005-2009 ACS Aggregated by: Census Block Groups Note: The category "Single with Children" includes all families that are "Single Female with Children", so all categories do not add up to 100 percent.
Economics
The community has experienced prolonged disinvestment. The area suffers from higher rates of poverty than the City and County. Less buying power has led to a lack of amenities, homogenized retail mix, and little job opportunities. For example, with a density of 43,912 people per square mile there is only one bank branch, one pharmacy, and one sit-down restaurant. Although other factors like crime affect the local economic climate, some of the major contributing factors to disinvestment are high unemployment and low median income. The neighborhood unemployment rate of 17.8% is high when compared to 10.8% for Jersey City and 9.2% for the State. Additionally, the area median income of $29,665 is low when compared to $54,280 for Jersey City and $69,811 for the State (2005-2009 & 2006-2010 ACS).
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Households living in poverty are concentrated in the northern part of the planning area. The area generally bound by Orient Avenue, Bramhall Street, Ocean Avenue and Bergen Avenue show the highest percent of households living in poverty.
According to the 2012 HUD Low- and 56001 15.50% Moderate-Income Summary Data 51001 20.71% (LMISD), approximately 5,143 households, 58011 20.37% or 83.8% of the total households, within the planning area have an income less 54003 24.84% than 80% of the Areas Median Income Average 24.04% (AMI). As such, these households are Source: ACS 2005-2009 considered Low- and Moderate-Income Aggregated by: Census Block Group households. Of these 5,143 households, 2,162 are considered as Low-Income households, as their incomes are less than 50% of the AMI. Furthermore, nearly 50% (2,981) households are considered Moderate-Income households with AMIs between 50.1 and 80 percent. The vast majority of businesses are bodegas, fast food eateries, and personal care services such as nail and hair salons. Plus, there is a proliferation of misallocated space including storefront usage as church space, and ground level, prime retail space used as residential space. A lackluster retail mix is a missed opportunity. Earnings that could have been spent within the community are being spent elsewhere. In 2009, the Jersey City Economic Development Corporation hired JGSC Group to conduct a market study entitled, Bringing business back to Martin Luther King Drive, which assessed issues of the business district along Martin Luther King Drive. The study estimated that the MLK trade area generates $255.6 million in revenue each year, but more importantly residents are spending an estimated $343.3 million each year outside of their neighborhood due to a lack of amenities and shopping options (See Attachments).
Source: HUD Low Moderate Income Summary Data File, 2012 Aggregated by: Census Block Group
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Housing
The majority of the GCP neighborhood is comprised of residential land uses. According to the 2005-2009 American Community Survey there were approximately 6,139 housing units. The local stock is a mixture of two-unit duplexes (36.1%) and units in small apartment buildings (41.42%). Included in these figures are public housing units concentrated between Oak and Bramhall Streets and senior housing facilities along Ocean near Fulton. An estimated 35.45% of all housing units were built in 1939 or before and 36.57% were built between 1940 and 1969. The same statistics show that half of all units were built before 1953, indicating that the majority of homes are prone to deteriorating materials and the presence of lead paint and/or asbestos. Greenville residents are either unable to purchase a home, do not want to purchase a home, or prefer renting to buying. Within GCP boundaries, owner-occupied units consist of only 25% of all housing units, while 66.9% of all housing units in New Jersey are owner-occupied. Often, the rate of owner-occupied units is considered an indicator of a stable community. Low homeownership in an area can affect long-term affordability and overall pride. Since 75% of all housing units consist of renters, a majority of the community is prone to fluctuations in rent and potential displacement. Additionally, homeowners are expected to protect their investment through major and minor home repairs (as simple as flowers), or a block association, which may improve a neighborhood and property values. There is a need for affordable rental and homeownership opportunities in the planning area. An estimated 55% of renters in GCP pay more than 30% of their income toward rental housing. More alarming, 1,455 households are severely cost burdened spending more than 50% of their income on rent. This indicates that a majority of the residents in Greenville do not have disposable income to spend on luxuries like new
Source: Policy Map, 2010 US Census bridge table Aggregated by: Census Block Group Note 2: These percentages and values do not account for vacancy
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clothes, eating out, or going to a movie. Homeowners also have it tough. Between 2000 and 2010, homes have become too expensive for many local residents to buy. According to HUD, the percent of homes that were affordable for households earning less 80% of the area median income has decreased from 44.75% in 2000 to 12.14% in 2010. Additionally, 45% of homeowners in the area pay more than 30% of their income toward housing expenses, which makes them at risk of losing their homes. According to the Jersey City Department of Housing, Economic Development and Commerce 495 properties in Jersey City fell into foreclosure between January 2011 and September 2012. The same data showed that nearly 10% of Jersey Citys foreclosures fell within the planning boundaries and 57% within zip codes 07304 and 07305. Most foreclosures are due to predatory lending and/or prolonged unemployment. According to the state office of foreclosure, there is a backlog of 2011 foreclosures that will hit in 2012 combined with the 2012 foreclosures. These properties will drive down property values depleting the equity of adjacent and comparable properties. Lastly, as soon as foreclosed properties are unoccupied they become a nuisance attracting crime and other illicit activity (fires, rodents, weeds, etc.).
Source: 2005-2009 ACS Aggregated by: Census Block Group Note: Renters paying more than 30% include households paying more than 50%
Total 696 835 355 Households Percent of 45% 23% 55% Households Source: 2005-2009 ACS Aggregated by: Census Block Group Note: homeowners paying more than 30% include households paying more than 50%
% of all homes affordable to households earning below 50% AMI % of all homes affordable to households earning below 80% AMI Source: Policy Map & HUD Aggregated by: Census Block Group
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# of Originations
Loan production in 2009 increased on a state and national level whereas the planning area continued to slide dropping from 150 loans in 2009 to 80 loans in 2010. Only 36% or 29 of 2010 loans originated for the purpose of buying a home. Additionally, there was only three home improvement loan made in 2010 down from 48 in 2005. Between 2004 and 2009, the planning area on average, accounts for 12% of all high cost mortgages in Jersey City. Despite the slow-down of loans produced in the community, the rate of lending resulting in high cost loans has not fallen. Jersey City administration has acknowledged the housing crisis and has recently issued an abandoned properties ordinance. As of May 2012, there were 119 properties registered on the Citys abandoned properties list which fell within the GCP boundaries. This represents roughly 21% of Jersey Citys abandoned properties in 2.3% of the Citys total land area. Similar to foreclosures, abandoned structures are hotspots for illicit activity that need to be addressed. The ordinance is tool to fix problem properties, encouraging owners to either rehab the structure or sell. It also empowers the City to take the property through spot blight eminent domain at nominal cost and pass them off to developers to redevelop.
500
400 300 200 100 0 2004 All Loans High Cost Loans Refiance Loans
Purchase Loans
Social Issues
Crime prevention and education attainment are important issues for any neighborhood. In GCP this is no exception. The planning area falls into the South and West Jersey City police districts. The map shows how police districts are delineated city-wide. Crime data is only readily available by district. It is important to note that these figures only represent reported crime. According to the JCPD Compstat, 2011 violent crime in the South and West Districts nearly double the North and East Districts. Violent crime includes: murder, rape, robbery, and aggravated assault. Since 2007, which was the first year reporting by District was made available, violent crime is habitually more prevalent in the South and West. According to the same source there were 16 homicides reported in 2011. Out of those 16, eight occurred in the South and five in the West. Furthermore, the majority of homicides have occurred in the South and West since 2008. The amount of reported, non-violent crimes is more comparable, due to high number of theft in the North and East Districts. Nonetheless, it is clear public safety issues in the planning area are high and affect the overall quality of life.
14 I Love Greenville Community Plan
Source: HMDA ( Home Mortgage Disclosure Act) Aggregated by: Census Tract Contains Tracts: 44, 50, 51, 52, 55, and 56
Source: JCPD Compstat, NJ State Police Uniform Crime Reporting Unit http://www.njjcpd.org/node/5 as of 9/19/2012
Non-Violent 1,286 1,520 1,365 Crime Source: JCPD Compstat, NJ State Police Uniform Crime Reporting Unit http://www.njjcpd.org/node/5 as of 9/19/2012
Although the data presented on this page is from different time periods, it is clear that public safety is a major issue in the area. The map to the right indicates that high concentrations of crime overlay the planning area. As a reminder the planning area is from Union Ave (which is slightly North of Carteret Ave) to Woodlawn St (which is one block North of Armstrong Ave) between Bergen Ave and Ocean Ave.
Source: Mapping Out Crime: The Series in Brief, Published 10/30/2007 http://www.nj.com/hudson/index.ssf/2007/10/by_following_the_jersey_journa.html -or- http://blog.nj.com/hudsoncountynow_impact/2007/10/JC_Crime_Overall.pdf as of 9/17/2012
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The potential for youth to succeed can be measured by education performance. Beyond a doubt, improving the performance of students at Snyder High School would greatly impact the community. According to NJ Monthly, Henry Snyder High School is ranked 279 out of 328 public high schools in the State in 2012 (source: njmonthly.com/topschools). According to the NJ Department of Education 20092010 School Report Card, Snyder had a graduation rate of 71%, which is less than both district (81%) and state (94.7%) graduation rates. Further troubling, on average 17% of students from 2007 to 2010 who entered also left during the same school year which is more than the state average of 10%. The top post-graduate plans in 2010 included: four-year College/University (23%), two-year College (47%) and undecided (13%). Clearly it is challenging for students to attain a full or successful education at Snyder. The US Census and American Community Survey also estimate education attainment.
Source: 2005-2009 ACS Aggregated by: Census Block Group Note: Values do not add to 100%
Two Young Men Enjoying Themselves at GCP Barbeque August 2012, by Brooke Hansson
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Vision Statement
Our Voice, Our Community, Our Vision
In 2022, Greenville is
A United Community. Where neighbors are friendly, helpful, and supportive. Where community residents and organizations work collectively to help those in need. Where the welfare, health, and happiness of all neighborhood citizens is a priority. Where partnerships forge the strength to combine resources, empowering individual residents, and the neighborhood, to act to solve its own problems as a united front. Where it takes a village. A Safe Community. Where security inside the home perpetuates itself in the streets. Where the streets of Greenville are free of drugs, gangs, violence, and crime. Where children and adults can live, work and play without fear. Where police officers are part of the community and work in collaboration with local residents and business owners to ensure the safety of all citizens and visitors. Where the streets are clean and the buildings are well-maintained. Where the community collectively looks out for each other and everyone acts a positive influence. Where excellent public safety response systems work together with an involved community to ensure peace and safety. An Informed Community. Where residents and business owners are proactively involved in defining Greenvilles future. Where citizens are engaged and influence governmental decision-making and educational curriculums. Where available programs and opportunities are easily accessible, coordinated, and optimally utilized. Where residents and agencies share information to remedy everyday quality of life issues from parking to pot holes and everything in-between. An Educated Community. Where educational, cultural and recreational opportunities strengthen the social fabric of the community. Where top-rated schools offer excellent education and after-school programs. Where outstanding library, parks, and community amenities provide a wide range of programs and special events. Where public art and historic resources enrich and educate us about our cultural identities. Where workforce training and collegiate programs are readily accessible individuals of all ages. Where educators, parents, and children effectively communicate to educate each other as a cohesive unit. Where hands-on training and entrepreneurial programs help to cultivate local and support local businesses. Where local business owners work with workforce development centers to educate and cultivate a locally sourced workforce.
18 I Love Greenville Community Plan Voting exercise after group discussions, Public Meeting, Dec.2011
The small group discussions were framed by: 1) Things that are working well in the neighborhood; 2) What may not be working well in the neighborhood; and, 3) The sorts of initiatives that residents would like to see happen over the next few years in this meeting. Input from the meeting was used to craft the vision statement and overall goals, which were also approved by the public at the second public meeting in March 2012. Section 4: Vision, Goals, Strategies & Activities
Vision Statement continued. In 2022, Greenville is A Prosperous Community. Where residents can live, work, play and meet their daily needs for goods and services. Where the intellectual capital of the community attracts new ventures, retains local businesses, and connects to the global economy. Where residents represent a skilled, qualified, and employed workforce. Where a unique and business-friendly environment produces a regional model for employment that attracts quality jobs. A Great Community. Where high quality, attractive and compatible housing serves a range of ages, incomes and households. Where mixed-use districts enhance residential areas by providing access to quality jobs, housing, transit, entertainment, services, and shopping. Where safe, efficient, and convenient transportation choices and amenities are available. Where frequent and reliable public transportation options that make it easy to move around Jersey City and the region. Where essential environmental, economic, and cultural assets are valued. Where active lifestyles are supported and locally grown food promotes the health and social interaction of our residents. Where Greenvilles historic architecture inspires people to live here. Where development respects the physical environment and meets the highest quality of community design to preserve and foster the distinctive character and beauty of this special place. Where a sense of place reinforces the value of the community as a desirable place to raise a family. Where buildings and community residents instill pride and deter bad behavior.
Angela McKnight (left) of AngelaCARES, Inc. with Family at GCP Barbeque. August 2012 by Brooke Hansson
Goals
1. Empower Local Residents & Strengthen Families Reason for Goal: Partnerships can assist residents develop their personal capacities and readiness to succeed at family life or education. Financial literacy, parenting skills, and customized support for local residents are critical to individual and collective successes. As residents acquire these new capacities, local community-based organizations with which they work are also strengthened, and can significantly contribute to the individual and collective empowerment of residents living in Greenville. Activities to be Addressed: Education, Community Building, After-school Programs, Recreational/Cultural/Neighborhood events, Youth Mentorships/Apprenticeship Programs, Social Service Provisions, etc.
Tanisha Johnson of Pleasantly Entertained painting faces at GCP Barbeque. Ms. Johnson is a recent graduate of Rising Tide Capitals Community Business Academy program. August 2012 by Brooke Hansson
Jamaal Johnson (left), friend, and Jordan Johnson (right). Jamaal and Jordan were two of twelve residents surveyed more than 350 residents for this plan. August 2012, by Brooke Hansson. I Love Greenville Community Plan 19
2. Ensure Economic Opportunity for Residents & Vitality of MLK Drive Reason for Goal: Development directly influences changes in employment and income opportunities in communities. Incentives for economic development can formulate a long-range economic revitalization strategy for individual residents and Greenvilles commercial core (MLK Drive). By recognizing the interplay of development, commerce, employment, recreation, aesthetics, tourism, and amenities, Greenville can make significant advances in economic prosperity. Greenville, in conjunction with City officials and private industry should promote coordinated public-private co-investment in order to support balanced economic development, while encouraging the development of a diverse base of retail establishments along MLK Drive. It is equally important to develop incentives to encourage the development or appropriate temporary use of underutilized property. Activities to be addressed: Job Training, Employment, Entrepreneurship, and Cultivation of businesses that serve the neighborhoods needs. 3. Improve Housing Quality & Neighborhood Amenities Reason for Goal: Quality mixed-income housing that enhances a sense of community among neighborhood residents can lead to attractive customer-friendly commercial streets, contribute to investments for green spaces that offer much-needed recreational amenities and can be a catalyst to investments in a diverse array of transportation options that can mend the community fabric and revitalize the urban form of Greenville. Activities to be addressed: Housing, Transportation, Recreation, Streetscaping & Beautification, etc. 4. Create a Safe Place to Live, Work, & Play Reason for Goal: Crime continues to be a major deterrent for prospective residents and businesses looking to invest in Greenville. If community members work to improve and maintain the physical neighborhood, and partner with local police, these programs are more likely to prevent crime because visual cues of an improved neighborhood can change perceptions and fears for both residents and outsiders about community involvement and concern. Activities to be addressed: Community Policing, Cameras, Lighting, Code Enforcement, Community Watch Programs, Clean Up Programs, etc.
Justyna Krygowska of Rising Tide Capital and colleagues at sign-in table at GCP BBQ. August 2012 by Brooke Hansson Arnold Williams of Old Greenville Neighborhood Association speaking about his participation in the Plan at GCP BBQ August 2012 by Brooke Hansson
20
21
Strategies
Activities/Methods
Acquisition and resale of abandoned structures as affordable or market rate homes or commercial spaces Acquisition of Vacant Lots for new construction or another use (i.e. fenced side yard or parking lot) Acquire and rehab foreclosed homes in disrepair for homeownership or rental LE Develop a community forum with Code Enforcement to ensure property owners are maintaining the exteriors of their properties and that the Citys abandoned properties list is continuously updated QW Decrease the number of households falling into foreclosure by assisting households with foreclosure prevention; loan modifications/ workouts; increased access to employment opportunities and disposition Provide first-time home buyers with more opportunities to increase home ownership ratios in the neighborhood Increase affordable rental stock for low income households, special needs and seniors to decrease the rate of individuals paying more than 30% of income towards housing costs Develop programs to improve property conditions for low to moderate income owner occupied units with grants/loans from $5,000 to $10,000 per household
Outcomes
Reduce of abandoned properties Increase in neighborhood viability and prosperity Reduce the amount of vacant lots Increase in neighborhood viability and prosperity Greater neighborhood cohesion increased prosperity more affordable living opportunities Increase in education and awareness of code standards Landlord education and training Increased commitment by property owners to maintenance issues and obligations More educated and informed property owners Reduction in foreclosures Greater neighborhood stability Decrease in abandoned houses
NRTC Eligibility
High
High
Medium
Medium
Expands the universe of qualified home buyers Establishes a greater market for rehabilitated residential property Enhances living choices for low and moderate income individuals and families; expands residential development opportunities in the neighborhood Creates more attractive homes and properties Enhances the marketability of the neighborhood
Low
High
22
Strategies
Address Housing Affordability Issues (Continued)
Activities/Methods
Develop or expand programming to improve public knowledge of the home buyer process, including budgeting and credit repair Continue to hold public meeting and/or disperse information through social networks Create a self-guided walking tour of historical sites Create murals on utility boxes and garbage cans that celebrate Greenville History QW LE Install community notice boards at key locations QW Host annual events including fairs, festivals, block clean-ups, and develop House Flags QW Increase commercial occupancy along MLK Drive and Ocean Avenue through creation of a matching grant program for business/property owners Reduce upper floor vacancies through acquisition and rehab of upper floor units Acquire and develop vacant lots and abandoned buildings
Outcomes
Expands the universe of potential home buyers and enhances the areas residential market Fosters community and neighborhood-building around key housing issues Increases awareness of neighborhood history and assets Provides a greater awareness of neighborhood identify and sense of place Distributes information more effectively to area residents Engages people in sense of community and encourages resident interaction Expands the economic and commercial base of the neighborhood Enhances job opportunities for local residents Increases marketability of properties Promote first floor retail/commercial uses Expands the economic and commercial base of the neighborhood Enhances the appearance and marketability of the Greenville Neighborhood Provides for streetscape improvements and temporary aesthetic investments in the appearance of neighborhood
NRTC Eligibility
Medium
Low Low Painted utility boxes along Central Ave in Jersey City provided by Central Ave SID LE
Low Medium
Medium
2. Corridor Improvements
High
Create a vibrant and healthy Main Street on MLK Drive and Ocean Ave
High
???
Create new murals and/or window displays for vacant properties and storefronts LE
Medium
23
Strategies
Create a vibrant and healthy Main Street on MLK Drive and Ocean Ave (Continued)
Activities/Methods
Develop faade improvement program to assist with retail and business property maintenance QW Evaluate potential locations and install additional trash receptacles Target and recruit medical facility, restaurant and pharmacy for Greenville Neighborhood Improve pedestrian crossings at key intersections in the neighborhood Continue to invest in streetscape improvements, including benches, banners, flower boxes and other landscaping QW
Outcomes
Enhances the appearance and marketability of the Greenville Neighborhood Less litter Enhances the appearance and marketability New anchor facilities and uses will expand retail and commercial viability Encourages pedestrian safety and activity Enhances the attractiveness of the neighborhood for commercial, residential and other investors, and provides sense of safety for residents Reduce business turnover Improve retail mix Improve marketability
NRTC Eligibility
High ???
_LE_
Medium High
High
Enroll and graduate local business owners in a course on good small business practices (i.e. effective advertising, displays, bookkeeping, succession planning, so on) QW _LE_ Target new retail and commercial Creates a node of retail, residential opportunities around the Hudsonand commercial viability that will Bergen Light Rail Station (TOD expand throughout the development strategy) neighborhood Attract one of the following: major Diversify the commercial mix and bank branch; one pharmacy, doctors range of essential services office, or urgent care; and, one fullservice sit-down restaurant Work with the School District to identify and provide new, sustainable After-School Programs for youth Collaborate with the School District to find funding and offer new summer school opportunities for Greenville youth Helps reduce crime, mischief, and promotes greater focus and guidance for young people Offers opportunities for greater recreation, education, and safe havens for neighborhood youth
Medium
High
???
Medium Photo Courtesy of Rising Tide Capital Section 4: Vision, Goals, Strategies & Activities
24
Strategies
Enhance educational opportunities for Neighborhood Youth (Continued)
Activities/Methods
Create summer job employment program for high school aged youth in Greenville Expand college preparatory programs for high school aged students Expand early childhood development programs in City schools Increase enrollment of Greenville Youth in Technical Education Programs Create an Apprenticeship Program with Area Employers for Greenville students Develop a Greenville Newsletter to promote information about education, training and other neighborhood activities QW Augment (Greenville) Parent Teacher Association to promote greater parental involvement in education QW Develop informational brochure on Life Skills Training for young people and adults QW Develop Greenville Speakers Bureau comprise of neighborhood professionals to speak in schools and at civic events QW Create Greenville Workforce Executive Committee to facilitate collaboration among workforce agencies and promote women & minority businesses Create Job Ready Greenville Employees List to distribute and enhance employment opportunity Host annual Job Fair for workforce aged residents in Greenville
Outcomes
Encourages career training, provides workforce discipline and expands economic opportunity Provides opportunity for kids to fully realize and understand their higher education potential Gets children on the right track academically and socially Provides opportunity for good, non-college careers in the trades and technical sectors Provides a foot in the door for jobs with area employers and career tracks for area students Would provide a focal point for information about the neighborhood and enhance access to programs and activities Acts as a catalyst for greater parental involvement and interaction with the Board of Education, schools and students Provides residents with the type of survival guide needed to advance their situations Provides role models for young people and others in the neighborhood and encourages greater career engagement A necessary catalyst for integrating and coordinating a variety of workforce agencies and programs
NRTC Eligibility
High ???
LE next page
Entrepreneurs in training
Rising Tide Capital's Community Business Academy (CBA) is an intensive 12-week course in basic business management and planning, custom-designed for the needs of start-up entrepreneurs in low-income communities. Through the CBA, entrepreneurs gain hands-on familiarity with the fundamental concepts, tools, and skills needed to start and grow a successful business. Graduates of the CBA receive 2-3 years of follow-up consulting, seminars, master classes, and business financing assistance. Since 2006, RTC has graduated 563 entrepreneurs from the CBA program, of whom 254 are in business today, with an additional 242 in the planning stages. These businesses generate income and jobs for their owners as well as the surrounding community and contribute directly to the long-term revitalization of economically distressed communities. RTC has received national recognition for its innovative work, including selection as a CNN Hero in 2009 and stories in publications such as Forbes, BusinessWeek, and Oprah Magazine.
Medium Medium
High
Medium
Medium
Medium
Low
Low
Lets employers know that a pool of Greenville residents is qualified and employment-ready Provides alternative link to jobs for qualified Greenville residents
Medium High CBA class in action. Photo Courtesy of Rising Tide Capital
25
Strategies
Expand Access to Information about Education and Training (Continued) Enhance Education and Training for Adults
Activities/Methods
Work with Area Partners to develop a Greenville Job Training Center Create an Angies' List for Greenville residents to connect people to job opportunities Provide entrepreneurship training and technical assistance to local residents to assist them to pursue self-employment and to start and grow successful businesses in the community LE previous page Target and train 25 Greenville residents annually in green job opportunities
Outcomes
Offers a one stop location for programs and information Provides alternative and less intimidating link to jobs for qualified Greenville residents Reduce poverty by increasing household income of business owner Job creation for business owner and employees Increased number of businesses located in neighborhood Makes the connection to the growing green energy and green industry economy Diversifies landscape, leisure opportunities, and food choices in Greenville Expands entrepreneurial opportunity and job possibilities in the Greenville Neighborhood Helps coordinate access to a wide range of healthcare agencies and information Enhances knowledge of healthcare opportunities and broadens access to health agencies for residents of the neighborhood Educates and informs residents about pharmaceutical choices and alternatives and expands access to pharma-care Offers quick access to broad based health and wellness information
NRTC Eligibility
Medium
Growing Hands
_LE_
High
Medium
Medium
Low
Medium
Medium
26
Strategies
Activities/Methods
Work with the Urban League to reuse the former Greenville Hospital as a medical care facility Promote the Mary Bethune Center for an increased number of neighborhood and community activities QW Work with Jersey City government to expand the range of recreational and leisure services for neighborhood youth and seniors Expand the number of day care and child care providers in the neighborhood Create new neighborhood parks and redevelop existing recreation facilities
Outcomes
Targets reuse of a major facility to heighten healthcare opportunity and access Expands the inventory of potential civic and recreational programming opportunities for residents of Greenville Expands access by residents and local agencies with organized recreational and leisure programs offered by the City Enhances ability of residents to go to work and manage family obligations Expands recreational venues and provides outlets for quality of life activity and wellness for local residents Increases visibility in high pedestrian areas and consequently advances safety Links the neighborhood more effectively to the Citys CCTV system and provides greater onstreet security Engages residents in a grass roots program to network with each other and report crime and violence to city authorities Provides a more visible police presence and one that can enhance stakeholder interaction with law enforcement Keeps juvenile offenders out of the system and offers a rehabilitation alternative to corrections programs
NRTC Eligibility
High
DarknessMap.com BP
DIY assessment of street lighting
Darkness Map is a downloadable app for a smart phone, which collects data on the brightness of city streets as you shoot geo-tagged video walking down the block. The data is analyzed algorithmically to generate the average brightness of each frame. And that information can then be mapped onto the street, as with the [below] image. Such maps of the city could be cross-referenced with different indicators of light-dependent urban activity, such as crime, graffiti and traffic accidents. With the results GCP could inform relevant municipal departments such as Jersey City Police, Planning, Public Works, Engineering and so on. Source: Emily Badger. The Next Generation of DIY Urbanism. AtlanticCities.com. August 27, 2012
Make institutional and land use investments to expand health and wellness services
High
Medium
High
High
High
High
Low
Low Above are the results from Times Square, NYC Source: DarknessMap.com I Love Greenville Community Plan 27
Strategies
Create new programs and enhance the Distribution of Information (Continued)
Activities/Methods
Work with area partners to expand opportunities and support services for adult offenders as part of a Neighborhood Re-Entry Program Develop and distribute information about gang prevention and awareness QW Encourage the coordination of public safety investments with the City, the UEZ, and Main Street Programs Fix broken windows, promote the removal of graffiti, and improve the physical improvement of the neighborhood Engage residents and stakeholders in neighborhood and streetscape Clean-up Programs BP Work with NJ Transit on a Customer Satisfaction Survey for NJT Bus Routes in the Greenville Neighborhood Make necessary Route Modifications for Bus Routes in the Neighborhood, per survey Invest in improvements to bus shelters, transit stations and other public safety initiatives Continue to invest in streetscape, pedestrian crossings and other improvements along key transportation corridors Improved coordination should be initiated between Transit Police and Jersey City Police to share information and assess efforts to enhance safety.
Outcomes
Integrates individuals settling in the neighborhood from jail with the help and support to regain a position in society Educates a greater number of residents and children with the dangers of gang involvement Brings a larger network of funding sources and agencies to the tasks outlined in the NRTC strategy Cleans up neighborhood by providing an improved image and sense of respect for property Engages residents and enhances a sense of community and neighborhood pride Provides an opportunity for residents and stakeholders to engage directly with the major transit provider Reflects resident need for additional or alternative stops on NJT bus routes, as demonstrated Lends greater sense of safety and security to the public transit network Enhances safety and encourages intermodal transportation venues
NRTC Eligibility
Low
Medium
Medium
High
High
6. Transportation Improvements
Advance needed adjustments to public bus routes and services High
Low
Low
Increase investment in transit and transportation infrastructure which are very important to mobility of neighborhood residents
High
Source: http://southofsouth.org Photo: courtesy of SOSNA 28 I Love Greenville Community Plan Section 4: Vision, Goals, Strategies & Activities
Strategies
Activities/Methods
Create a Greenville Ride Sharing Program to promote greater access to job opportunities, shopping and other trips Coordinate paratransit services to deliver more effective and efficient transit options to seniors, disabled and other qualified residents
Outcomes
Expands ride options and transportation choices with minimal public investment
NRTC Eligibility
High
Makes a fragmented social and human service transportation network for efficient and effective, thereby expanding transit options for current and future patrons Support the extension of the Increases marketability of the Hudson-Bergen Light Rail System and neighborhood by expanding transit Greenville Yard Improvements origins/destinations
High
Low
In the Matrix above: QW denotes area of potential Quick Wins; _BP_ denotes a best practice example; _LE_ denotes a local example Explanation of NRTC Eligibility: High: Fits very nicely with priority NRTC funding criteria and funding guidelines Medium: Fits criteria Low: Fits criteria, but is generally not a sustainable investment or one that demonstrates a low level of neighborhood impact
The Bergen Communities United Neighborhood Plan The Jersey City Master Plan (and Reexamination Report) The Jersey City Urban Enterprise Zone Plan The Hudson County Comprehensive Economic Development Strategy, (CEDS) The Hudson County Master Plan The Hudson County Bayonne Jersey City BRT Study The Martin Luther King Drive Redevelopment Plan North Jersey Transportation Planning Organization Long Range Plan
A brief review of each of these plans, with an identification of any specific Greenville project is provided in the following pages.
Section 4: Vision, Goals, Strategies & Activities I Love Greenville Community Plan 29
Bergen Communities United Neighborhood Plan. This plan, for a neighborhood north of Greenville, is an excellent prototype for many of the same initiatives being proposed by Greenville residents. One of the nice opportunities posed by this plan is the possibility of participating jointly in shared goals and objectives. For example, there are a number of projects and programs suggested by the Bergen Communities Plan that may be more effectively delivered or administered through a collaborative effort with Greenville. They include:
A Neighborhood Watch Program that could be managed jointly and coordinated with the Jersey City Police Department; Neighborhood Cleanup Efforts that could be coordinated with the Citys Public Works Department and advertised jointly; Improvements to streetscapes so that lighting fixtures, sidewalk improvements, tree plantings and other landscaping has a common theme or design; A collaborative effort to ensure good property management and code enforcement by City government; A community or neighborhood gardens initiative.
Jersey City Master Plan. The Master Plan contains a number of updates and re-examinations and provides a broad policy framework for the Citys development and redevelopment. Projects in Greenville for new housing, park redevelopment, and infrastructure investments will need to conform to the guidelines of the plan. The Parks and Open Space Plan make suggestions for a number of improvements to parks in and around Greenville. There are more than $4 million dollars of proposed repairs and new facilities suggested for the following park locations. McGovern Park Columbia Park Bayside Park at Garfield Avenue Muhammad Ali Park Audubon Park The Jersey City Urban Enterprise Zone Plan, (2010). Urban Enterprise Zones were essentially abolished by the Christy Administration in 2011. However, the Jersey City Enterprise Zone Plan highlights the ongoing need for streetscape improvements along Martin Luther King Boulevard; investments in new small businesses; and the types of neighborhood improvements being addressed by Greenville residents. The possibility that UEZs will be reauthorized is an important one, and a development that could help to fund many of the projects and programs outlined in the Greenville Plan. The 2010 Plan proposes to fund a number of public safety, business loan, streetscape, and other projects that directly reflect the goals of the Greenville Strategy. Hudson County Comprehensive Economic Development Strategy, (CEDS). The County CEDS is a document that identifies major economic development initiatives throughout the County and channels U.S. EDA and other Federal dollars to those projects. There are two projects identified in the current CEDS that impact Greenville. The first is an endorsement of the Hudson Bergen Light Rail Extension and the second is an investment in rail freight intermodal improvements at the Greenville Yard. While neither project will have a direct bearing on the Greenville neighborhood, both projects promise to spur reinvestment potential and provide catalysts for new development in proximity to this infrastructure.
30
Hudson County Master Plan. The Hudson County Master Plan is another document that provides very general support for the types of initiatives envisioned for Greenville, but does not identify specific projects. The Plan, however, does reference two project areas that are important in the Greenville Plan: Martin Luther King Drive and The Hudson Bergen Light Rail System. The Hudson County plan calls for ongoing residential and commercial investments in Martin Luther King Drive to help restore what the plan refers to as a once vibrant neighborhood. Extensions of the Hudson Bergen Light Rail system are also referenced. The line itself has been a catalyst for new residential development and improvements at station stops in Greenville will help to make the community an attractive investment opportunity. Bayonne/Greenville/Journal Square Bus Rapid Transit Study. Through funding from the North Jersey Transportation Authoritys Subregional Studies Program, the Cities of Bayonne and Jersey City are managing a study of bus rapid transit alternatives to enhance the delivery of bus service in these two communities. The study is due to be completed by May 2013 and is examining the principal north/south highway corridors to assess the best routes through which this enhanced service can be provided. The overarching goal of the study is to provide greater access for residents of the region to employment centers, educational institutions, the PATH System, shopping centers, community centers, and neighborhoods. Specifically, the study is focusing on but not limited to the following: Expanding bus service by increasing access to intermediate destinations Reducing delay with specialized BRT vehicles for faster boarding and alighting of pre-ticked passengers Increasing travel speeds by optimizing the distance between bus stops for proposed BRT services Providing amenities at stops/stations with pre-boarding fare collection and other systems to support dissemination of real-time bus arrival via text message/internet Specific BRT branding to distinguish the BRT buses from other local bus service Pedestrian improvements and seamless connections to bus usage for cyclists and pedestrians Specialized BRT vehicles for faster boarding and alighting of pre-ticketed passengers
The Greenville Neighborhood is particularly targeted as part of this study effort. This is very much in keeping with the interest of neighborhood residents, many of whom have made expanding bus service and improving transit generally, an issue of significant concern. Residents and stakeholders must continue to be engaged in this study process as recommendations are drafted and alternatives examined. Martin Luther King Drive Redevelopment Plan. Obviously, this plan is the most relevant and most prescriptive of the plans reviewed and the one that has had and will have the most direct impact on Greenville. Adopted in 1993, the plan has already been a catalyst for a number of the streetscape investments and circulation improvements made along the Drive in recent years. The Plan calls for a number of projects and initiatives that mirror the goals and objectives of the Greenville Plan. They include:
Eliminating blight and encouraging the development of vacant lots; Providing more open space, green space and active recreation; Creating new housing opportunities, including a good mix of housing types that are attractive and meet the needs of a range of people;
I Love Greenville Community Plan 31
Investing in new business opportunities that bring new commerce and traffic to the neighborhood; Encouraging transit improvements that will spur new investment in the neighborhood; Facilitating the delivery of programs and services for residents.
The plan also contains very prescriptive recommendations for design and construction standards. New projects in Greenville will need to mirror the goals of this plan in order to provide the maximum amount of compatibility in new housing, landscaping, faade improvements, circulation, and vacant lot revitalization. North Jersey Transportation Planning Authoritys Long Range Plan, (Plan 2035). The NJTPA is the organization through which Federal dollars flow for the investment in transportation and transit initiatives. While the Plan 2035 is a generalized document that impacts a multi-county region in northern New Jersey, there are initiatives mentioned in the plan that are linked to Greenville. These include support for extending the Hudson Bergen Light Rail Line; initiating a Jersey City Bus Study, which could address some of the routing and bus stop proposals suggested by stakeholders in Greenville; and investing in rail car intermodal improvements at the Greenville Yard, which could enhance the area for industrial and large-scale commercial investment. The NJTPA also adopts what is called an annual TIP or Transportation Improvement Program. The TIP defines the very specific project investments for which funding will be allocated in a given year. For example, it was through the 2010 TIP that $477,000 was allocated for intersection improvements including countdown pedestrian signals, ADA compliant handicap ramps w/detectable warning surfaces, textured pavement crosswalks, and warning signs along MLK Drive. Summary. There are several findings or implications that are critically important to the Greenville Neighborhood, which stem from this review of existing plans. The first and one of the most important findings is that the Greenville Plan is very compatible with municipal, county and regional plans. This is important where the NRTC program or other funding agencies are concerned because public funding is generally not provided when it is demonstrated that proposed projects and initiatives run counter to other publicly adopted documents. So, it can be unequivocally stated that the development, redevelopment, transit, public safety and other goals of the Greenville Plan mirror or complement those of other plans. Second, the broader municipal, county and regional plans identify broad areas of potential collaboration with larger and more influential stakeholders. Hudson County, City and other officials should be engaged by the Greenville leadership as partners in many of the investments and initiatives proposed by the Greenville Plan. These documents also imply a strong need for community advocacy. While initiatives such as new transit investments, streetscape improvements, housing projects, redevelopment programs, and others are all mentioned in the plans that were reviewed, such investments will be made across the City, County and region. If Greenville is to get noticed and if a fair share of these investments is to be focused on the Greenville neighborhood, then residents and stakeholders must mobilize to have their voices heard. There will be fierce competition among neighborhoods and communities to have transit stations improved; parks redeveloped; vacant lots cleaned up; and so forth. The resident organizations that speak the loudest and the ones that make the best cases are usually the ones that get the funding. Clearly the effort that has gone into the Greenville Neighborhood Plan will provide an excellent inventory of prospective projects and a great platform from which to make a case for meeting the needs of this neighborhood.
32 I Love Greenville Community Plan Section 4: Vision, Goals, Strategies & Activities
SECTION 5:
Projected Outcomes
Above: Construction of The Van Brunt Homes Developed by GSECDC in Greenville , Spring 2011 by Shantel Assante-Kissi
NRTC Objectives:
(1) Alleviate poverty by increasing total household income; (2) Increase disposable income and purchasing power by increasing access to facilities and services at affordable prices, such as housing and health care; (3) Reduce unemployment, including creating jobs, increasing access to jobs, creating business activities, and strengthening existing neighborhood-based business enterprises; (4) Contribute to enhancing the quality of life in the neighborhood, as reflected in physical and/or programmatic improvements, in ways that have the potential to increase the market competitiveness of the neighborhood, and its attractiveness to potential homebuyers and renters. Such improvements include increased commercial activity, improved open space and recreation facilities, and enhanced community, social and educational services.
34
Develop a community forum with Jersey Citys Department of Code Enforcement to ensure property owners are maintaining the exteriors of their properties and that the Citys abandoned properties list is continuously updated Decrease the stock of vacant lots by acquiring and developing 27 lots.
As of May 2012, there are 110 vacant lots making up 430,000 aggregate square feet with average size of 30X100. We will compare the amount of properties in 2012 to the amount in 2017 through a windshield survey. Decrease the stock of foreclosed RealtyTrac As of May 2012, there are 17 foreclosed units. Most of them are homes by acquiring and Jersey City single and two family homes. There is a backlog of 2011 redeveloping 19-25 units. Division of Tax foreclosures due to a court order. Most are related to prolonged Collector. unemployment. Numbers may double in 2012. We assume that 15-20 new foreclosures per, or 75-100 for 5 years, until the economy stabilizes. We will track and compare number of foreclosed properties on an annual basis and at the end of the 5 year period. Decrease the number of RealtyTrac As of May 2012, there are 46 pre-foreclosures (32 single/two households falling into Jersey Citys family homes). Owners have lost $135,000 average in equity and foreclosure by assisting HEDC have 183% LTV on average due to depleting home values. These households with foreclosure pre-foreclosures were recorded between November 2010 and May prevention, loan modifications/ 2012. 22 are projected to fall into bank ownership in 2013 and 22 workouts, increasing access to in 2014. We project that there will be 75-100 new filings in the employment opportunities, and next 5 years until the economy stabilizes. We will track and I Love Greenville Community Plan 35
Data Source
Evaluation
monitor the number of filings and household progress as they receive services.
Provide assistance to at least 40 1 low to moderate income home owners that are cost burdened and suffering from deferred maintenance on their properties for critical components like roofs, facades, etc. Provide pre-purchase education 3 and counseling to at least 200 potential first time home buyers
Roughly 45% of owners in the area pay more than 30% towards housing costs. Also between 2004 and 2010, there was a reduction in home improvement loans from 41 per year, to only 1-4 per year. We will collect data on these metrics at the end of the 5 year period and compare it to initial figures aggregated by either census tract or census block group, in the target area. Conduct a survey and test of participants on their general knowledge at the end of each course. Analyze results.
Continue to hold public meeting 1 and/or disperse information through social networks
Develop or expand programming to improve public knowledge of the home buyer process, including budgeting and credit repair by 50% of all participants Provide regular information to at least 50 neighborhood households per year on mortgage products that help existing and prospective home owners.
Steering Organize events and keep sign-in sheets. Mail, email or disperse Committee via Facebook appropriate information. Survey participants at Public Meetings events of their general knowledge of mortgage products
36
Provides a greater awareness of 1,3,8 neighborhood identify and sense of place Distributes information more 1 effectively to area residents
3,4
Work with school children to gauge neighborhood and community awareness; Host trivia contests to reinforce community pride and cultural awareness. Engage partners and stakeholders to cooperate and coordinate updating of the community notice boards; conduct periodic surveys of residents attending events to assess their information sources Steering Track special events in the neighborhood and gauge attendance Committee and numbers of neighborhood volunteers; Expand numbers of Public Meetings stakeholders involved
37
1,3,4
1,3,4
1,3,6
1,3,4
Reduce the amount of abandoned buildings along MLK 1,3,6 by 13% Reduce boarded and broken windows along MLK by 50% Enhances the appearance and marketability of storefronts
1,3,4
Property survey Municipal tax assessor Jackson Hill Main Street Property survey Municipal tax assessor Jackson Hill Main Street
1,3
1,3,4
1,3
1,3
Identify and install at least 12 temporary murals on abandoned buildings Faade improvements for at least two blocks or 20 businesses (target retail clusters like area north of the MLK light rail station). Evaluate potential locations and install at least 15 more trash receptacles
1,3,5
As of June 2012, there are 23 abandoned buildings on MLK Property survey Drive and only one with temporary murals. Current 2012 amounts will be compared to 2017 through a property survey. Property survey Resident survey Compare pre- & post-implementation data on types & Jackson Hill frequency insufficient signage Main Street As of June 2012, there are 52 trash cans along MLK Drive including the Hub. Of those, 9 are at the MLK light rail station, Survey 12 are within the HUB parking lot, 3 are private (McDonalds), Jackson Hill and 8 are solar powered. Current 2012 amounts will be Main Street compared to 2017 through a property survey.
38
1,3
1,3
1,3
1,3,5
As of June 2012, there are 27 trash cans along Ocean Ave. Two are private trash cans put out by a resident or business owner Property survey for public use. In the area with 18 cross-streets there are a total of 62 corners. That means less than half or 43% of the street corners have a trash can.
Cohesive shopping areas (or clusters) which promote window-shopping, walkability, and marketability of area
1,3
1,3
Compare pre & post implementation data on types & frequency of car/pedestrian/bicyclist accidents
39
1,3
1,3
Creates a node of retail, residential and commercial viability that will expand throughout the neighborhood
1,3,5
2,3,6
1,3,8
1,4
40
Expand summer school program participation by 15%, with focus on the Summer Fun Program for kids up to age 13
1,3,5
2,3
Create summer job employment programs for 100 high school aged youth Expand college preparatory programs for high school aged students
1,3,5
2,3
1,3,5
2,3
Collaborate with City School Jersey City Parks & District to secure funding and Recreation expand summer school programs NJ Department of by 2015 Education Jersey City School District Annie E. Casey Foundation-Kids Count Robert Wood Johnson Foundation Work with County WIB and NJ Hudson County WIB DOL to fund and sustain summer Intensive Services and job program by 2015 Skill Training Core Job Search and Placement Work with School District to NJ Department of target 28 students annually at Education pre-high school levels living Annie E. Casey within the planning area Foundation Kids Count
Track Greenville student population accepted to colleges and universities Distribute Greenville Newsletter regularly to households and institutions in the neighborhood
41
NRTC Objective
Indicator
Data Source(s)
Evaluation
Only one-third of students graduate from high school college ready. College readiness rates for Americas fastest growing student populations African American and Hispanics are much lower (Greene & Winters) Inventory and track increase in early childhood programs, 20132018
Develop Greenville Newsletter to Manhattan Institute more effectively inform the for Public Policy, community-at-large about Greene & Winters, educational opportunities 2005 Work with School District and NJ Department of pre-school providers to enroll 25 Education, Division of new Greenville youth annually Early Childhood Education Partner with Board of Education Annie E. Casey to provide an incentive for Foundation Kids parents to attend Parent Teacher Count meetings Jersey City Board of Education Establish a Greenville Parents Association to encourage greater interaction with Board of Education Hudson County WIB MLK Drive Merchants NJ Department of Labor & Workforce Create Job Ready List of Dev qualified and screened Greenville U.S. Small Business residents for hire by area Administration employers N.J. Small Business Development Center Provide local ombudsman to ESRI/BAO assist in matching employers and Policy Map prospective job ready employees Engage 200 Greenville residents annually for job fair interviews and job screenings
42
NRTC Objective
Indicator
Data Source(s)
Evaluation
Steering Committee to monitor development progress
Work with area partners to develop Education & Job Training Center
2,3,6
Target location and design facility Hudson County WIB by 2015 Hudson County Community College Identify funding strategy and N.J. Department of construct by 2017 Labor & Workforce Dev Engage Hudson County WIB Jersey City Economic more effectively as Education Development and Workforce Partner Engage Hudson County Community College and other training institutions as partners Target informational brochures for life skills training programs with aim to enroll 100 residents by 2015
1,3,5
2,3,5
Work with WIB, County, and City to align training opportunities and jobs Create Angies List for trainees in existing trades and programs
1,3,5
2,3,5
Engage neighborhood professionals in Greenville Speakers Bureau Develop a Greenville Newsletter to promote information about Hudson County WIB education, training and other MLK Drive Merchants neighborhood activities Trade Unions Develop Greenville Workforce Executive Committee to facilitate improved communication among workforce partners Target and train 100 Greenville residents annually starting in 2014
Community Input Hudson County WIB Hudson County Job Training Partnership N.J. Department of Labor & Workforce Dev
Track distribution on newsletter and participants Work with WIB to track Greenville resident participation Improved coordination among workforce development agencies via shared services, integration of workforce goals for Greenville neighborhood, and increases in Greenville residents employed
43
c. Enhance Education and Training for Adults and Young Adults (nearing HS graduation)
Ensure opportunities for 1,3,4,5 2,3,5 green job development and training Target and train 25 Greenville N.J. Department of residents annually in new green Labor & Work Dev job programs beginning in 2014 Trade Unions N.J. BPU Work with WIB to track Greenville resident participation Track LEED Certifications and construction of LEED compliant buildings and facilities
1,3,5
2,3,6
Enroll 40 to 50 residents annually in a 12-week course that provides entrepreneurship training and technical assistance to local residents to assist them to pursue self-employment and to start and grow successful businesses in the community.
Work with County and City to expand technical & trades training programs
1,3,5
2,3,5
Enroll 50 new Greenville students in technical education programs annually, beginning in 2014
1,3,5
2,3,5
Partner 25 neighborhood residents and/or students with area employers annually by 2014
The Pew Charitable Trust estimates that 2,031 businesses have generated 25,397 New Jersey jobs in the clean energy economy, with venture capitalists investing more than $282 million in NJ clean energy businesses through 2007 Chasing the American Graduates of the course receive unlimited one-on-one business Dream Program consulting and (12) monthly seminars for three years after Hudson County WIB graduation. MLK Drive Merchants Association Track number of new business openings in Greenville, 2013 NJ Department of 2018 Labor & Workforce Dev U.S. Small Business Administration NJ Small Business Development Center Hudson County WIB N.J. Department of Work with WIB to track Greenville resident participation Labor & Workforce Dev Engage AmeriCorps Program to assist in coordinating training Trade Unions events/programs Policy Map ESRI/BAO Jersey City Economic Formalize Greenville Apprenticeship Partnership Program Development MLK Drive Merchants Engage college students as part of work/study initiatives Association Section 5: Projected Outcomes
2,4
2,6
Develop on-line and hard copy directory of health care services for distribution in Greenville by 2013 Work with the Urban League to coordinate information on pharmaceuticals and drug discount programs
45
NRTC Objective
Indicator
Data Source
Evaluation
2,5,6
Host one (1) health fair or health screening event in Greenville annually beginning in 2013
JC Department of Recreation Uniform Crime Statistics Policy Map Annie E. Casey Foundation Kids Count Program Robert Wood Johnson Foundation Area Health Care Providers
Track on Neighborhood Events Calendar Track participation and monitor community health indicators
c. Make institutional and land use investment to expand health and wellness services
Develop Re-use for former Greenville Hospital Site as Health Care Facility Work with Jersey City to expand recreational and leisure services for neighborhood youth and seniors 2,3 2,5,6 Have redevelopment and reuse successfully completed by 2015 Work with Recreation Department to enroll 100 area youth annually in recreation programs by 2014 Community Input City Master Plan Update Urban League JC Department of Health & Human Services N.J. Department of Human Services Policy Map Annie E. Casey Foundation Kids Count Program Robert Wood Johnson Foundation Obesity and other Programs The Urban League is working to facilitate this redevelopment project
1,2,4
2,6
Work with the City to define a protocol for tracking the number of Greenville residents enrolling in city recreation and leisure programs Teens that use recreation centers are 75% more likely to engage in the highest category of moderate to vigorous physical activity, according to a long term study of more than 17,000 teenagers. This national study provided the first evidence that community recreation facilities are important for adolescent health (Gordan-Larson, 2000). Seniors who engage in community related activity and who have safe places to congregate show improved outlooks and physical well-being.
46
NRTC Objective
Indicator
Data Source
Evaluation
Promote use of the Mary Bethune Community Center for neighborhood activities
2,5,6
Provide 10 new recreational and community service activities for annually for residents by 2014
Resident and stakeholder input Community Meetings Mary Bethune Center JC Department of Health & Human Services Policy Map Annie E. Casey Foundation Kids Count Program
Work with Bethune Center to monitor Greenville activities and events Monitor community indicators in health, crime, and education
2,3
2,6
Create one (1) new neighborhood park and rehabilitate existing neighborhood park by 2017
JC Department of Recreation Uniform Crime Statistics Policy Map http://atfiles.org/files/pd f/Economic Benefits Division of Children and Families Urban League of Hudson County Annie E. Casey Foundation Kids Count Program Robert Wood Johnson Foundation
Steering Committee monitoring of plan implementation The existence of a park within 1,500 feet of a home increased its sale price between $845 and $2,262 (in 2000 dollars)
Expand day care and child care providers for neighborhood residents
2,3
2,5,6
Identify and connect childcare and day care providers for 50 new Greenville families by 2014
Track number of children enrolled at childcare facilities annually The New Jersey Department of Children and Families (DCF) regulates child care. It monitors licensed child care centers and family day care homes that are voluntarily registered with the State.
47
Fund and install twenty-five (25) new cameras at key commercial and high crime locations in the neighborhood, as identified in the NRTC Plan.
1,3,5
2,3
Crime and Drug Trafficking Hot Spots and proposed locations for new video cameras were identified by neighborhood residents and the NRTC Planning Committee as part of the NRTC Planning Process.
Create a Neighborhood Watch Program for Greenville. Note: This Program might include the creation of a McGruff House as part of the initiative. The McGruff House Program is a temporary haven for children who find themselves in frightening or dangerous situations. 48
1,3,5
2,3,6
Work with the Citys CCTV Program and the City Police Department to establish a block-by-block Neighborhood Watch Program in Greenville with a goal to have the Program fully established and operational by 2015.
Crime data indicate the areas surrounding the Light Rail System are the safest parts of the community. Areas north and south of that location should be sites of generally higher priority for camera installation. Community Feedback NRTC Planning Committee How To Material from National Crime Watch Institute Crime stats from 2007-2011 show a spike in violent crime in Greenville.
Evaluation
This project would also include exploring the development of the McGruff House as a safe haven for children at risk of violence.
Work to expand community policing in the Neighborhood, especially along MLK Drive and Ocean Drive to increase walking and bicycling patrols by City Police Officers.
1,3,5
2,3
Identify funding sources through the U.S. Justice Depts COPS Program; LISC; Wells Fargo Regional Foundation and other funding organizations to provide financing for increasing City policing in the Greenville Neighborhood.
Secure funding to provide two (2) walking patrols and two (2) new bicycle patrols in the Greenville Neighborhood by 2016.
1,3,5
2,3
Monitor and track the number of adult offenders re-entering the Greenville Neighborhood and document results of reentry training and services over a five - ten year period, beginning in 2014.
49
NRTC Objective
Indicator
Develop and Distribute 5,000 Gang Awareness and Prevention Flyers in Schools, Churches, and Youth Organizations throughout the Greenville Neighborhood that provides a Hot Line Number to Report Gang Activity and to seek help for youth being lured into gangs and gang violence. Public safety is often enhanced by new development projects that increase the number of eyes on the street; or by providing safer designs for new buildings and structures; or by initiating a faade improvement program to eliminate graffiti, upgrade building facades, and reuse vacant stores.
Data Source
The 2007 Gangs in NJ Report, prepared by the NJ State Police indicated that Jersey City was among the communities in the State with the highest rate of gang activity. Greenville Field Survey Neighborhood Meetings and Planning Committee Discussion
Evaluation
Establish a Tracking System with the Jersey City Police Department to monitor gang related violence in Greenville over a five year time horizon beginning in 2014, with a goal of reducing incidents by 25% over that five year period.
2,3
Coordinate MLK corridor redevelopment with UEZ, Main Street, SID and other City Programs.
1,3,4,5 ,6
1,2,5,6
Develop a Greenville Public Safety Database that tracks crime, outcomes, and provides a Neighborhood Ombudsman (perhaps a retired police officer or law enforcement official) whose job it is to engage stakeholders in reporting crime; tracking and mapping redevelopment of abandoned lots and properties; monitor the enforcement of City codes and ordinances; inventorying the installation of new CCTV cameras; and inputting other data that will enable the neighborhood to map 50
1,3,5
2,3,6
There are multiple indicators throughout the NRTC Plan that will help to create a safer neighborhood and reduce crime in Greenville. They can all be tracked through the Public Safety Database and can include: New housing development Redevelopment of vacant homes and lots; Enforcement of city codes and ordinances; Gang education and prevention initiatives; Installation of new CCTV cameras; Installation, upgrades and repairs to
ESRI Policy Map American Community Survey 2010 U.S. Census Camden NJ District Council Interactive Issues Map (Best Practice.) Jersey City Crime Stats, 2007-2011
Work through the Greenville Steering Committee to ensure that new housing, commercial and other development projects include the street lighting, access, and other pedestrian improvements needed to reduce crime and enhance public safety. Also, work with other neighborhood organizations to coordinate and cluster improvements that target investments at hot spots and other key locations. The intent of the Public Safety Database is to track progress on a variety of fronts that will help to reduce crime and enhance public safety in Greenville. The goal of the Plan is to have the Database operational by 2014 and begin tracking data annually. Evaluations of trend lines and data showing crime statistics, neighborhood improvements, and other investments.
NRTC Objective
Indicator
street lighting at key hot spots and along heavily used pedestrian corridors; Participation in the Greenville Neighborhood Watch Program; Incidents of Crime and Crime Trends; Response and follow up to incidents of crime; Enrollment in juvenile and adult training, education and re-entry initiatives. Graffiti Removal and Neighborhood Cleanup Projects
Data Source
Evaluation
3,4,7
Encourage homeowners to fix broke windows, and promote the removal of graffiti
Note: Other initiatives to enhance public safety involving projects that redevelopment vacant lots, improve housing, enhance streetscapes, clean up neighborhood blocks and so forth can be found in various other portions of this Plan.
51
Modify NJ Transit Bus Routes per Customer Satisfaction Survey (This might also involve creating an inventory of existing bus routes to NYC and Bayonne to Journal Square to assess ways to encourage greater ridership, particularly targeted at youth and the NYC job market.)
1,3,5
2,6
The Planning Committee will monitor responses from the Ridership survey and work with NJ Transit and local officials to make appropriate and feasible modifications to service through the Greenville Neighborhood. One idea that might be explored is the concept of jitney service to connect prospective transit riders and NJT Station Stops more effectively.
52
Data Source
Rail System. Resident and Community Input also reflected this opinion. Feedback at neighborhood and steering committee meetings pointed to the need for transit stop improvements. This project goal was also emphasized in the overview of MLK and other Corridor and Streetscape Improvements.
Evaluation
(Continued from previous page) Upgrade Bus and Other Public Transit Stops and Shelters 1,3,5 6
The Greenville Neighborhood Planning Committee will evaluate implementation of the new bus and transit stops/signage over the next five year planning period.
1,5,7
2,6
1,5,7
2,6
Provide Paratransit User Guides to 1,000 households and the churches, social service agencies and other non-profit stakeholders in the Greenville Neighborhood. Redistribute these guides on an annual basis and make information available through a Greenville Website and/or Transit App that can be downloaded to cell phones. I Love Greenville Community Plan 53
SECTION 6:
Proposed Project
Estimated Cost
Sources of Funding
Uses of Funding
Acquisition of targeted properties Rehabilitation Marketing and Resale
Develop a community forum with Code Enforcement to ensure property owners are maintaining the exteriors of their properties and that the Citys abandoned properties list is continuously updated.
$5,500
Work with Greenville Steering Committee to identify priority project areas Outreach to property owners for participation Conduct educational and training forums on code enforcement Develop a formal protocol for reporting, administering and resolving issues Develop tracking system to ensure accountability Establish reporting protocol with area banks and lenders to identify foreclosed properties and those threatened with foreclosure Acquisition of targeted properties Rehabilitation Marketing and Resale Establish reporting protocol with area banks and lenders to
Develop partnership with municipality to report code violations and ensure enforcement of maintenance codes. Decrease the stock of foreclosed home by acquiring and redeveloping 19-25 units.
N/A
Greenville Neighborhood Association Property Owners & Landlords In-kind support from Garden State Episcopal CDC Jersey City Housing Authority Commercial Lenders & Banks Jersey City Department of Housing, Economic Development & Commerce (JCDHEDC) CDBG Program NSP Program Funding Private Developers Wells Fargo Regional Foundation Commercial Banks & Lending
Act as liaison between Jersey City Code Enforcement Office and neighborhood Engage property owners, particularly landlords in understanding importance of code enforcement Collaborating to organize and conduct workshop(s) Act as liaison between property owners, City, and Greenville stakeholders Manage and track reporting system Work with Greenville community to identify first tier of properties for acquisition and rehabilitation Manage funding project funding pool Market properties for acquisition/resale Outreach to residents and stakeholders Work with Greenville community to identify and reach out to target 55
Proposed Project
foreclosure by assisting households with foreclosure prevention; loan modifications/workouts; increased access to employment opportunities and disposition Provide first-time home buyers with more opportunities to increase home ownership rates in the neighborhood.
Estimated Cost
foreclosure avoidance seminars
Sources of Funding
Organizations U.S. HUD
Uses of Funding
identify threatened and foreclosed properties Outreach to home owners in Greenville Educational workshops to prevent foreclosure Recruit new buyers and families for residency in Greenville Market housing stock for acquisition Conduct First time Home Buyer Workshops Work with Citys housing programs to target new rental units in Greenville Outreach to targeted seniors and young families Collaborate to market new rental properties To establish low interest loan revolving loan fund and associated grant program To administer program and track loans and funding To work with property owners on proper maintenance and code compliance strategies Recruit new buyers and families for residency in Greenville Market housing stock for acquisition Conduct Home and Property Owner Workshops
Ongoing
Increase affordable rental stock for low income households, special needs and seniors to decrease the rate of individuals paying more than 30% of income towards housing costs. Develop programs to improve property conditions for low to moderate income owner occupied units with grants/loans from $5,000 to $10,000 per household.
Target development of 100 affordable rental units over next five years
Wells Fargo Regional Foundation Commercial Banks & Lending Organizations N.J. Housing & Mortgage Finance Agency U.S. HUD Jersey City Housing Authority CDBG Program NSP Program Funding Private Developers COAH Housing Program Affordable Unit Distribution RDA funding from area banks and institutions Wells Fargo Regional Foundation Bank of America Foundation Jersey City Redevelopment Authority N.J. Housing & Mortgage Finance Agency Wells Fargo Regional Foundation Commercial Banks & Lending Organizations N.J. Housing & Mortgage Finance Agency U.S. HUD
Design marketing and outreach material to promote home ownership in Greenville Distribute and advertise Organize and manage Home Buyer Workshops Work with developers to promote new rental units in Greenville Distribute and advertise marketing material Assist in managing open houses and other on-site promotions Structure and administer program Work with area banks, public lenders and other institutions to promote program Manage and track program Develop and measure benchmarks and success Design marketing and outreach material to promote home and property maintenance in Greenville Distribute and advertise Organize and manage Home Owner Workshops Develop and manage social media program Work with partners and stakeholders to secure funding
Develop or expand programming to improve public knowledge of the home buyer process, including budgeting and credit repair.
Ongoing
Continue to hold public meeting and disperse information through social networks.
Design social network media campaign Engage young people as part of outreach network
56
Proposed Project
Create a self-guided walking tour of historical sites.
Estimated Cost
$20,000
Sources of Funding
Greenville Steering Committee/Stakeholders Garden State Episcopal CDC Jersey City Landmarks Conservancy
Uses of Funding
Develop tour program and protocol Create marketing flyer Promote tour with area historical societies and appropriate city agencies
Create murals on utility boxes and garbage cans that celebrate Greenville History.
Elizabeth Deegans Project City without Walls Program Wells Fargo Regional Foundation CDBG Program
$200 each
Wells Fargo Regional Foundation Greenville Neighborhood Association In-kind support from merchants, institutions and property owners
Identify mural locations Design murals and engage professional program management Acquire painting supplies and materials Design of community boards Acquisition and installation of boards
Host annual events including fairs, festivals, block clean-ups, and House Flags.
Greenville Neighborhood Association In-kind support from Garden State Episcopal CDC Jersey City DHEDC
Acquisition of event materials and supplies Management and oversight Neighborhood outreach and marketing Creation of matching grant program Design of program guidelines and protocol Marketing and outreach Investor and business recruitment
Work with community to define mural message(s) Recruit young people and volunteers to paint mural Organize events and work with partners to develop program Work with property owners and partners to identify locations for notice boards Secure funding for design and installation Maintenance and updating Develop program guidelines and protocols Collaborate with Greenville Steering Committee on projects Management and oversight Securing funding for creation of the matching grants program Design of program protocol and guidelines Identification of key properties and projects Outreach to targeted commercial uses Program implementation and tracking Identification of target project 57
2. Corridor Improvements
Increase commercial occupancy along MLK Drive, Ocean and Bergen Avenues through creation of a matching grant program for business/property owners. $2,000,000 matching grant program N.J. Redevelopment Authority CDBG Funding Jersey City Urban Enterprise Zone Program Banks and Commercial Lenders
$3,750,000 for 50
Proposed Project
through acquisition and rehab of upper floor units.
Estimated Cost
units @ $75,000 per unit
Sources of Funding
Commercial Lenders & Banks Jersey City DHEDC U.S. HUD New Markets Tax Credits CDBG Funding Private Developers
Uses of Funding
target properties Establishment of condo association for property owners Marketing program for new rental units
Develop faade improvement program to assist with retail and business property maintenance.
Elizabeth Deegans Project CDBG Funding N.J. Redevelopment Authority N.J. EDA Loan Programs
Create 12 new murals and/or window displays for vacant properties along MLK Drive, Ocean and Bergen Avenues.
Elizabeth Deegans Project City without Walls Program Wells Fargo Regional Foundation CDBG Program
Engagement of property and business owners Creation of program protocol and guidelines Acquisition of materials and supplies Identify mural locations Design murals and engage professional program management Acquire painting and mural supplies and materials For Marketing Study to assess targeted businesses Outreach campaign for business attraction
Target new retail and commercial opportunities around the Hudson-Bergen Light Rail Station (TOD development strategy).
$200,000
U.S. EDA N.J. Transit N.J. DOT Transit Village Funding Wells Fargo Regional Foundation
Target and recruit medical facility, restaurant and pharmacy for Greenville. Neighborhood. Develop business management course for local business owners and graduate 25 program participants.
Payment for Marketing Study Recruitment and Outreach to businesses and prospective developers Engagement of Partners and Stakeholders Scheduling, oversight and implementation of course Acquisition of course materials
N.J. DCA Area Colleges and Universities Hudson County WIB Jersey City Employment Training Programs
58
Proposed Project
Improve pedestrian crossings at key intersections in the neighborhood.
Estimated Cost
$300,000 per intersection
Sources of Funding
N.J. DOT Local Aid Program N.J. DOT Transportation Enhancement Program N.J. DOT Centers of Place Program North Jersey Transportation Planning Authority N.J. DOT Safe Routes to Transit Program Jersey City Public Works Jackson Hill Main Street Corporation
Uses of Funding
and supplies Payment for grant applications and funding acquisition Design of Projects Permitting and Approval of Projects Engineering oversight and installation/construction
Explore the creation of specially marked bicycle lanes to promote intermodal travel opportunities.
$40,000
N.J. DOT Bikeways Program N.J. DOT Safe Routes to Transit Program CDBG Funding N.J. DOT Local Aid Program Jersey City Public Works N.J. DOT Centers of Place Program N.J. DOT Transportation Enhancement Program Jersey City UEZ Program Merchants and Property Owners Jackson Hill Main Street Corporation N.J. Transit North Jersey Transportation Planning Authority N.J. DOT Centers of Place Program N.J. DOT Transportation Enhancement Program Private developers (to offset cost of
Continue to invest in streetscape improvements, including benches, banners, flower boxes and other landscaping.
Enhance bus shelters and benches at 4 of the most heavily used NJT bus stops in the neighborhood.
1,000,000 per square block (street furniture, lighting, trash receptacles, sidewalks, upgrades and street furniture) $40,000 total ($10,000 each)
Payment for grant applications and funding acquisition Design of Projects Permitting and Approval of Projects Engineering oversight and installation/construction Payment for grant applications and funding acquisition Design of Projects Permitting and Approval of Projects Engineering oversight and installation/construction Payment for grant applications and funding acquisition Design of Projects Permitting and Approval of Projects Engineering oversight and installation/construction Securing new sites for houses of
Work with City and transit agencies to prioritize projects Collaborate with City, State and other agencies to design, permit and fund construction Oversee construction Work with Greenville residents and stakeholders to prioritize projects Collaborate with City, State and other agencies to design, permit and fund construction Oversee construction projects to ensure completion Work with City and transit agencies to prioritize projects Collaborate with City, State and other agencies to design, permit and fund construction Oversee construction Overseeing program management 59
Proposed Project
Houses of Worship from the key commercial corridors.
Estimated Cost
$50,000 per relocation
Sources of Funding
new development with relocation funding) CDGB Funding
Uses of Funding
worship Developing program protocol and guidelines Managing transactions among the parties Work with community and school district to identify program needs Outline and promote program curriculum Secure funding Identify school curricula Augment payment for transportation as needed Outreach to students at risk
Collaborate with the School District to find funding and offer new summer school opportunities for Greenville youth. Create summer job employment program for 100 high school aged youth in Greenville
N.J. Department of Education N.J. Department of Labor & Workforce Development Hudson County WIB Jersey City Employment Training Program Hudson County WIB U.S. HUD Youthbuild City of Jersey City U.S. Small Business Administration Merit Technical Institute N.J. Department of Labor & Workforce Development Abbot Program Jersey City Community Charter School Urban League of Hudson County Soaring Heights Charter School N.J. and U.S. Departments of Education CDBG John N.J. and U.S. Departments of Education
TBD
Identify employers who will provide summer jobs Payment for transportation as needed Recruit summer youth to fill jobs Augmenting job pay scales as needed Identify school curricula Augment payment for transportation as needed Outreach to students at risk College tours Museums Theater After School Programs Compensation for our after school and Saturday instructors
Work with School District to target 140 students at pre-high school levels living within the planning area to enroll in College Preparatory programming 60
N/A
Oversight and management of program Work with area schools to collaborate on program Monitor and benchmark success Developing and implementing various programming Coordinating events and tours Recruitment of participating students from colleges or universities
Proposed Project
Estimated Cost
Sources of Funding
Uses of Funding
Financial Literacy programming Food for latch key students Survey students/communities to ID technical interests Prepare/expand technical school curricula Develop marketing materials to promote technical education Recruit students
Ongoing
Jersey City School District City of Jersey City U.S. Small Business Administration Merit Technical Institute N.J. Depart. of Education U.S. Dept. of Education N.J. Department of Labor & Workforce Development Hudson County WIB U.S. HUD Youthbuild City of Jersey City U.S. Small Business Administration Merit Technical Institute N.J. Department of Labor & Workforce Development
Develop a Greenville Newsletter to promote information about education, training and other neighborhood activities.
$10,000 annually
Wells Fargo Regional Foundation PNC Bank Provident Bank TD Bank College Preparatory Incentive Program
Identify employers who will provide good apprenticeship opportunities Payment for transportation as needed Recruit youth to fill apprenticeship positions Augmenting job pay scales as needed Assembly and promotion of stories for newsletter Production materials and supplies Distribution costs Provide cost of refreshments and other incentives for meeting attendance Manage costs of interaction with school board/district/teachers Promotional and marketing costs Fund, prepare and distribute brochure Collaborate with agencies to promote and augment life skills programs
Oversight and management of program Work with area employers and employment agencies to collaborate on program Monitor and benchmark success Track student career paths
Establish a Greenville Parent Teacher Association to promote greater parental involvement in education.
N/A
In-kind support from Garden State Episcopal CDC Wells Fargo Regional Foundation Geraldine R. Dodge Foundation Other Bank Foundations
Collaborate with local businesses, non-profit organizations, residents and other stakeholders to develop/write stories Oversight of production and distribution Collaborate with local parents, residents, students and other stakeholders to facilitate PTA Meeting coordination and administration Community outreach and benchmarking Manage and oversee program Assist in design, production and distribution of brochure
Develop informational brochure on Life Skills Training for young people and adults.
$5,000
Hudson County WIB N.J. Department of Human Services Hudson County Human Services Advisory Council
61
Proposed Project
Estimated Cost
Sources of Funding
Wells Fargo Regional Foundation N.J. Department of Education Wells Fargo Regional Foundation Other Bank Foundations Area Colleges and Universities Chamber of Commerce School District City of Jersey City
Uses of Funding
Develop Greenville Speakers Bureau comprised of neighborhood professionals to speak in schools and at civic events.
$10,000 annually
Create Greenville Workforce Executive Committee to facilitate better collaboration among workforce agencies
Greenville Steering Committee and stakeholders Hudson County WIB In-kind support from Garden State Episcopal CDC
Create Job Ready List of qualified Greenville. Employees to distribute to prospective companies and enhance employment opportunity
$25,000/year
Greenville Steering Committee and stakeholders Hudson County WIB Jersey City Employment Training Program In-kind support from Garden State Episcopal CDC
Recruit speakers Advertise speakers bureau Design and distribute information Collaborate with student organizations, CDCs and Schools to enhance mentoring Organize workforce executive committee Interact with workforce development agencies Define common goals and objectives Develop workforce assistance strategy aimed at Greenville residents Develop Job Ready List Provide funding for constructing electronic database and interagency communications network Outreach and recruitment costs for identifying eligible individuals Support facility preparation and location Outreach and promotional costs Connecting with residents seeking employment Facility Location and Design Permitting, Engineering and Construction Costs Program and Partner Development
Manage and administer program Screen, interview, and schedule prospective speakers Manage and coordinate the message Track program Act as catalyst for improving interaction among agencies and training providers Oversee membership and mission of committee Administer, schedule, and define program objectives
Work with Local, County and State employment agencies to match Greenville residents with job openings Administer program and define program protocol and guidelines Track successful placements and monitor neighborhood impacts Working to secure companies and workforce agencies Outreach to community Marketing and advertising Tracking success Securing funding for project design, permitting and construction Working with community to site facility Developing operational pro-forma
In-kind support from Garden State Episcopal CDC Monticello Community Development Workforce Dev. Agencies Hudson County WIB U.S. EDA N.J. Department of Labor & Workforce Dev. N.J. Department of Education Geraldine R. Dodge and other
62
Proposed Project
Estimated Cost
Sources of Funding
Foundations Private Corporations
Uses of Funding
Create an Angies List for Greenville residents to connect people to job opportunities.
Garden State Episcopal CDC Monticello Community Development St. Peters College Hudson County Community College Comcast/Verizon Hudson County WIB N.J. Department of Human Services N.J. BPU Green Energy Programs Wells Fargo Regional Foundation N.J. Department of Education
Development of website Promotion and outreach costs Linking employers, workforce development agencies and job seekers Program design and curriculum development Fund, prepare and distribute promotional material Collaborate with agencies to promote and augment Green Energy Education Fund site development Provide costs for training program(s) Marketing and advertising Securing site(s) for agri-business development Determining through market study, the most likely types of urban agriculture to result in successful business Securing supplies, equipment and facilities to develop business Support the cost of training and education Train and support work of ombudsman Provide marketing materials to facilitate resident and stakeholder interaction Providing funding for development and distribution of
$100,000 annually
Create a health care ombudsman to link residents with area healthcare services.
$50,000 annually
Oversee and administer program Provide workspace for ombudsman Track success and impact on neighborhood health Securing funding for directories Working with partners and 63
Proposed Project
services, particularly highlighting the existing clinics along MLK Drive and Garfield Avenue. Work with the Urban League to inform residents about pharmacy options, pharmaceuticals, and discount drug programs. Host annual Health Fairs and Health Screenings for residents of the Greenville Neighborhood.
Estimated Cost
$5,000 annually for update and redistribution Ongoing in-kind support
Sources of Funding
Liberty Healthcare System Jersey City Medical Center Hudson County HSAC In-kind support from Garden State Episcopal CDC Urban League of Hudson County
Uses of Funding
directories Ongoing updates and revisions
$5,000 annually
Liberty Healthcare System Jersey City Medical Center Hudson County Department of Health
Secure facility location Outreach and promotional costs Connecting with residents seeking health services Reconstitute the design and use of the facility Develop operational pro-forma Make repairs and renovations as needed Provide funding for operational and outreach support
Work with the Urban League to reuse the former Greenville Hospital as a medical care facility.
TBD
Living Cities Program U.S. EDA N.J. Department of Human Services Existing Healthcare Providers Private Developers and Medical Services facilities Wells Fargo Regional Foundation
Promote the Mary Bethune Center for an increased number of neighborhood and community activities.
In-kind support from Garden State Episcopal CDC Monticello Community Development YMCA Urban League of Hudson County Mary Bethune Center
Work with Jersey City government to expand the range of recreational and leisure services for neighborhood youth and seniors. Expand the number of day care 64
Jersey City Department of Public Works JCRA (Recreation Center) St. Anns Home N.J. Green Acres Program Wells Fargo Regional Foundation
Minimum
NJ CCR&R
Funding for new program base Administration costs for calendar coordination and program outreach Additional oversight for new program and community uses (e.g. security costs, janitorial services, etc.) New Program funding Facility development and program expansion costs, as needed Equipment, materials and supplies Facility development and
Proposed Project
and child care providers in the neighborhood.
Estimated Cost
program costs @ $150,000 annually per new facility
Sources of Funding
New Jersey Department of Human Services U.S. Headstart Program Existing Non-profit and Day Care Providers Existing Employers N.J. Green Acres Program KaBoom CDBG Funding Jersey City Recreation Department Hudson County
Uses of Funding
program expansion costs Equipment, materials and supplies Supporting administrative and management costs Project design, permitting and construction Equipment, materials and supplies Ongoing maintenance
Install new CCTV cameras at high crime and heavily traveled pedestrian and transit locations in the neighborhood.
Work with the Jersey City Police Department and other partners to develop a Greenville Neighborhood Watch Program.
$500,000 annually
New Program funding Program protocols and operational costs Equipment, materials and supplies Marketing and promotional material Salaries and wages Bicycles, materials and supplies
Program development Program administration and oversight Outreach and engagement of community and partners Monitoring success Administrative oversight Securing and sustaining funding 65
Proposed Project
the Greenville Neighborhood, including walking and biking patrols.
Estimated Cost
Sources of Funding
US Department of Justice COPS Grants U.S. Department of Homeland Security SID/BID Funding
Uses of Funding
Identification of patrol locations Community Policing Workshops and Engagement Strategies
Develop an informational flyer to promote a Young Offenders Program that offers an option to parole. Work with area partners to expand opportunities and support services for adult offenders as part of a Neighborhood Re-Entry Program. Develop and distribute information about gang prevention and awareness.
$5,000 annually
Turrell Fund Wells Fargo Regional Foundation PNC Bank Provident Bank TD Bank For Lifers N.J. Department of Justice, Re-entry Program N.J. State Police Jersey City Police Department Jersey City Police Athletic League (PAL) N.J. State Police Street Gang Unit Hudson County Sheriffs Department Wells Fargo Regional Foundation
Fund, prepare and distribute brochure Collaborate with agencies to promote and augment Young Offenders programs and options New Program funding Program partners and expansion costs, as needed Equipment, materials and supplies Fund, prepare and distribute brochure Collaborate with schools, faith based organizations and other agencies to promote and augment existing gang awareness efforts Development of collaboration tool (e.g. Camden computer model) Sponsor interagency meetings Reconstruction of buildings, fixtures, and removal of graffiti Acquisition of equipment and supplies
$2,000 annually
Encourage the coordination of public safety investments with the City, the UEZ, and Main Street Programs. Fix broken windows, promote the removal of graffiti, and improve the physical improvement of the neighborhood. Engage residents and stakeholders in neighborhood and streetscape Clean-up Programs. 66
Ongoing
$100,000 annually
Ongoing
Jersey City Police N.J. DCA SHARE Grant Jackson Hill Main Street Association Jersey City UEZ N.J. Transit (Police) City of Jersey City CDBG Funding In-kind support from Garden State Episcopal CDC Greenville Steering Committee Wells Fargo Regional Foundation Garden State Episcopal CDC Monticello Community Development Neighborhood Watch Jersey City Public Works
Development of Program Guidelines and protocol Marketing and promotional costs for program
Proposed Project
Estimated Cost
Sources of Funding
CDBG Funding Wells Fargo Regional Foundation
Uses of Funding
Acquisition of equipment and supplies Development of Program Guidelines and protocol Marketing and promotional costs for program Acquisition of equipment and supplies
Monitor the response time of police and law enforcement and other agencies to neighborhood issues and public safety challenges.
N/A
Citizens groups Jersey City Police Department Wells Fargo Regional Foundation Greenville Steering Committee
6. Transportation Improvements
Work with NJ Transit on a Customer Satisfaction Survey for NJT Bus Routes in the Greenville Neighborhood. $40,000 N.J. Transit North Jersey Transportation Planning Authority Wells Fargo Regional Foundation Funding development of survey tool Administration of survey and coordination with transit partners Tracking survey results and preparing report on route/other modifications Programmatic, vehicle and administrative costs with route modification Route Map and schedule adjustments Establish interagency transit council Fund shared service and administrative costs
Make necessary Route Modifications for Bus Routes in the Neighborhood, per survey.
Coordinate paratransit services to deliver more effective and efficient transit options to seniors, disabled and other qualified residents.
$100,000 annually
North Jersey TPA N.J. Transit Access Link Non-profit transit providers Hudson County Paratransit Program N.J. DCA SHARE Program N.J. DCA COUNT Program
Invest in improvements to bus shelters, transit stations and other public safety initiatives.
CDBG Funding N.J. Transit N.J. DOT Safe Streets to Transit Program N.J. DOT Centers of Place Program
Facilitate design and improvement of new facilities Acquisition of facilities and equipment/supplies Construction and installation,
Proposed Project
Estimated Cost
Sources of Funding
North Jersey Transportation Planning Authority, TIP Program N.J. DOT Safe Streets to Transit Program N.J. DOT Centers of Place Program CDBG Funding N.J. DOT Centers of Place Program Jersey City UEZ Funding Private Developers New Markets Tax Credits N.J. EDA U.S. EDA CDBG and HUD HOME/Other Housing Programs Banks/Commercial Lenders N.J. DOT Bikeways Program N.J. DOT Safe Routes to Transit Program CDBG Funding N.J. DOT Local Aid Program Jersey City Public Works Hudson County TMA North Jersey TPA Wells Fargo Regional Foundation
Uses of Funding
permitting and approval costs Facilitate design and improvement of new facilities Construction and installation, permitting and approval costs Project design, permitting and development Augmenting private and other capital funding for project Advertising, marketing and promotional costs Project and construction monitoring
Continue to invest in streetscape, pedestrian crossings and other improvements along key transportation corridors. Target commercial and residential development around the Hudson-Bergen Light Rail system to create a Transit Oriented Development (TOD) node.
Explore the creation of bike lanes along key highway corridors in the neighborhood.
Create a Greenville Ride Sharing Program to promote greater access to job opportunities, shopping and other trips.
$50,000
Support the extension of the Hudson-Bergen Light Rail System and Greenville Yard improvements.
N/A Advocacy
Payment for grant applications and funding acquisition Design of Projects Permitting and Approval of Projects Engineering oversight and installation/construction Program development Neighborhood survey Ridership database and scheduling protocol Matching riders and destinations Meetings and coordinating advocacy General administrative costs
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Name of Organization: Garden State Episcopal Community Development Corporation Annual Operating Budget: $4 million Date of Incorporation: 1986 Purpose for which the organization was originally formed: The agency was originally incorporated as Jersey City Episcopal Housing Inc. (JCEHI) to help serve the
housing needs of underprivileged populations in Jersey City. Church of the Incarnation, a local Episcopal Church located across the street from an abandoned, boarded-up elementary school, which had become a dangerous neighborhood eyesore and center for drug dealing, prostitution and other illegal activity called upon JCEHI to undertake the revitalization of this building to help stabilize the block. Completed in 1993 and renamed Resurrection House, School #18 was rehabilitated and converted into 28 low income apartments. As a result of continued growth and increased capacity, and voids in services in other distressed communities in North Jersey, the agency was re-incorporated in February 2012 as Garden State Episcopal Community Development Corporation to help us be more effective in delivering much needed social services and affordable housing to other communities beyond Jersey City. GSECDC has experienced and continues to experience rapid growth and the staff of one has grown to exceed 30 full-time staff, with over 60 volunteers and the $100,000 budget now exceeds $4 million. GSECDC now serves an estimated 2,000 persons each year.
Current Mission Statement: To create healthy neighborhoods through community development initiatives that cultivate the resources of residents, businesses,
government and the faith-based community in serving those most vulnerable in our society.
II. POPULATION CHARACTERISTICS (LEAD ORGANIZATION)
Geographical area(s) served by the organization: Statewide Clientele served by the organization: Age: All ages, sexes, races, creeds Ethnicity: All ethnicities. III.
The Division of Supportive Housing & Social Services serves over 1,200 people annually through several initiatives that provide quality housing and
comprehensive services to some of the most at-risk populations in Jersey City including those that that face homelessness, substance use, mental illness and/or HIV/AIDS. Ninety-five percent of clients in this division have no or extremely low income and have multiple, complex needs that require high levels of assistance and individualized intervention. GSECDC has a history of successful work with homeless consumers and utilizes a harm reduction approach in all of its programs. Hudson CASA Supportive Services - Hudson Creating Alliances to Shelter All (Hudson CASA) is a homeless service and housing program that was developed at GSECDC to address the problem of homelessness in Hudson County. Hudson CASA Recovery Support Project - The Hudson CASA Recovery Support Project (HCRSP) is designed to bring HIV prevention and recovery assistance to the hardest-to-serve among GSECDCs clients and those from other agencies. HCRSP is a drop-in program. Corpus Christi Ministries Housing (CCMH) - This program is dedicated to serving the needs of people living with HIV/AIDS in Hudson County. CCMH provides permanent housing combined with comprehensive supportive services.
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Hudson CASA Emergency Housing - The Hudson CASA Emergency Housing Program, targets HIV positive, homeless individuals and families in need of emergency shelter and housing focused case management services to develop a permanent housing plan. Clients are provided with temporary shelter in an SRO or motel, and are also provided with food and bus tickets during the time they are receiving emergency shelter. Residential Intensive Support Team Program (RIST) - This program serves people living with severe persistent mental Illness who are homeless. Through lease-based rental subsidies, it provides for the consumer with his or her own apartment, a lease in his or her own name, keys, and responsibilities - but also integrated supportive services to help maintain physical and mental health and stability in their housing. Home At Last - This program combines a housing subsidy with intensive, in-home case management services. The program serves homeless individuals with physical and psychiatric disabilities. The main goal of the program is to assist individuals who might otherwise not be able to live independently, maintain their own housing.
The Division of Housing and Community Development implements a real estate and economic development strategy that furthers the revitalization of
emerging markets by targeting eyesores and repurpose them as quality affordable housing for people priced out of the market. With the goal of improving the quality of life, the affordable housing approach is structured to meet the multi-faceted and ever changing needs of the community, addressing multitude of problem property types and conditions in volatile and challenging markets. We repurpose properties through several construction methods for the delivery of diverse end product of high and low density housing options. This is carried out on a scattered site basis, filling in the gaps from block to block. The housing provides opportunities to a wide array of people including the homeless, households with special needs, low income families in need of rental housing and first time home buyers of moderate/middle income. Every venture is carefully designed to stabilize the immediate blocks, maximize economic effects and position the local market for further re-investment while improving the financial health of households by stabilizing their housing costs. In doing such, recipients better address other life necessities, while increasing disposable income to invigorate the local economic environment. This program serves over 550 people annually and completed 208 units with another 88 units to be completed by 2015. Brick and mortar approaches are supplemented with housing education and neighborhood planning initiatives.
The Customer Service Skills Center (CSSC) is a 6 week, 120 hour training and placement program. With the CSSC, we emphasize collaboration, targeted
labor market indicators, and high quality instruction, driven by a nationally recognized curriculum developed by the employer community under National Retail Federation. We serve traditionally difficult-to-place populations, who have no previous workforce experience or preparation and help them become productive and in-demand by employers. This program has served over 1,250 individuals with an average of 200 people per year. The program has a 60% placement rate with starting salaries at $12-15 per hour.
IV. ORGANIZATIONAL STAFFING CHARACTERISTICS
Total Number of Staff Positions: 30 full-time staff, with 60 volunteers Number of Occupied Positions: 30 Number of Vacant Positions: 1 Number of Volunteers: 60
Financial Resources
GSECDC has a $4 million annual operating budget with revenues from public and private sector grants from federal, state and local sources. The agency also produces unrestricted revenue from developer fees from the completion of real estate projects and other services to sustain operations in the delivery of our mission. The agency also sustains a $500,000 line of credit from TD Bank. Below, agency-wide funding sources are outlined for 2012.
Section 7: Organizational Information I Love Greenville Community Plan 71
The Division of Housing and Community Development operated with a $565,000 budget with over 60% of its revenue coming from the completion of affordable housing projects and 40% from public/private grants including: Jersey City HOME Investment Partnership Project, Community Development Block Grant, Affordable Housing Trust Funds and Neighborhood Stabilization Program New Jersey Housing and Mortgage Finance Agencys Small Rental Program, Special Needs Trust Fund Program, and the Low Income Housing Tax Credit Program; and, US Department of Housing and Urban Development Supportive Housing Program and Shelter Plus Care Program.
The agency has received several grants from the New Jersey Department of Community Affairs including: 1) State Rental Assistance Program- This project based subsidy helps us sustain the operation of two supportive housing facilities known as All Saints and Columbia Park Place with a total of 14 units of permanent supportive housing. The properties began operations in 2009 and receive $59,000 annually in project based subsidies. This program is active and renewable in 5-year terms; 2) Neighborhood Revitalization Tax Credit Program- Under this program, the agency received $370,000 in financing from the Bergen Communities United Plan in 2010 for the development of a mixed use facility at 167-169 Monticello Avenue with 7 units of affordable housing and 2,000 square feet of commercial space. This project was completed in January 2011 and GSECDC has satisfied all contract provisions. GSECDC has also received a planning grant from the NRTC Program in the amount of $25,000 to complete the Greenville Community Plan. This grant is active; and 3) Office of Housing Advocacy- GSECDC received operating support and bonus payment from the production of affordable housing from this program from 2008 to 2010 in the amount of $273,500 over this 3 year period. The grants are now closed and were not renewed because the program was terminated.
Communities Served
GSECDC delivers its mission through three core programs including the Division of Social Services and Supportive Housing, Division of Housing and Community Development, and the Customer Services Skills Center. Each program carefully studies the needs of our consumers and adapts to the changing environment to offer comprehensive services for a wide array of people to make a true positive impact on the physical, mental, social and economic conditions for underserved people and underinvested places. Our approach is designed to address issues from different angles for short and long term solutions, with housing at the core of all functions. We believe that stabilizing housing conditions from an affordability and quality perspective will allow us to better serve other important needs of people who are chronically homeless, suffer from mental illness or other medical conditions, are undereducated, underemployed, unemployed, or otherwise economically disadvantaged. While increasing the affordable housing stock and services, this multidisciplinary strategy also serves as a tool for neighborhood revitalization that empowers residents and its community. The Greenville Community is the most distressed community in an otherwise stable county that is positioned for growth, because of its strategic location, desirable real estate markets, access to job centers, and vast transportation system. Signs of disinvestment include a disproportionate amount of distressed properties and a host of social and economic issues such as high unemployment rates and high school drop-out rates. Combined, the physical environment and socioeconomic conditions have negatively impacted the quality of life for households that reside in Greenville. In the past 25 years, many of the agencys resources have been targeted to serve the needs of this community with the goal of stabilizing and revitalizing residential corridors and commercial strips. Much of our work has also been centered on employment issues that are addressed through our workforce development programs. Moreover, our social services and supportive housing initiatives aim to address the needs of the homeless and special needs populations with little or no income. Over 80% of our real estate activities take place in Greenville and we have been able to redevelop over 70 abandoned properties. Over 50% of the Division of Social Services and Supportive Housing resources are utilized to serve homeless or special needs clients with last known addresses in Greenville. Over 30% of the Customer Service Skills Center
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provides workforce development services to residents of Greenville. In total, over 50% of the agencys total resources are invested to help improve conditions for the community and its residents. Our real estate development strategies have multiple benefits for recipients and neighbors. It stabilizes housing costs for mixed income populations creating disposable income to address other household needs or to increase purchase power in the community. It also stabilizes housing values and generates additional investment in surrounding properties. All of our programs are responsive to developing needs of the community. For example, a significant portion of our pipeline now involves the redevelopment of foreclosed properties, which utilizes half the subsidy needed to create an affordable housing unit when compared to new construction, which has been critical in an environment of decreased subsidy resources. We have also taken advantage of our unique position in the regional market to enjoy significant sales in our home ownership programs, which by nature require less subsidy investment than developing affordable rentals. Being able to adapt to such circumstances has allowed us to continue to address increasing need in the light of a wave of foreclosures and unemployment that makes our redevelopment work and the creating of affordable housing more important than ever. The sites that we target have proven to be some of the most difficult to develop because they do not have the necessary scale for profitability on top of being located in difficult housing markets and suffer from undesirable neighborhood conditions. As a result, GSECDC develops projects that are often ignored by others that measure the worthiness of projects solely on financial return. In a neighborhood that is currently suffering from high unemployment rates, we are supplementing requirements to assure that our contractors are using local minority labor and subcontractors to make our construction projects a vehicle for jobs and local economic stimulus. In our aim to bring environmentally friendly buildings to the community, all of our development ventures incorporate at minimum, Energy Star Program standards, and we recently completed the 1st LEED certified structure. Ninety-five percent of clients in our supportive housing have no or extremely low income and have multiple, complex needs that require high levels of assistance and individualized intervention. Most are homeless and have not only been unemployed, but are so disenfranchised that they are not even accessing Mainstream Resources such as public assistance or Social Security. GSECDC moves the homeless from streets to permanent housing to better address multiple disabilities, including mobility impairments, psychiatric and/or substance use issues or domestic violence. For our home ownership programs, we provide prepurchase counseling so that buyers make educated decisions and remain in their homes in the long run. GSECDC has a solid history of successfully involving the community in planning and implementing new projects. Consistent with this commitment, we meet with local groups that are stakeholders that may be affected by or have interest in the initiatives we are looking to implement. We distribute information through public notices, mailings, emails, our Facebook page, website, newsletters, annual reports, project signs and press releases. This was the case for all 208 units developed to date. As a community based organization, GSECDC is dedicated to the integration of community input into the planning and development of all its projects. In every project, it is GSECDC priority to reach out to all stakeholders including community residents, block associations, churches, schools, businesses, city officials and institutions in the conceptual stages of each project. GSECDC is a certified Jersey City and State Community Housing Development Organization and over 30% of our Board is made up of representatives of low income communities that we work in. In order to maximize the reach and feedback from the community, GSECDC has been playing a lead role in working with other organizations and the City in developing abandoned property strategies and foreclosure strategies. As a member of the Hudson County Affordable Housing Coalition and the Affordable Housing Network of NJ, GSECDC is able to work with other community development professionals, public officials, private sector partners and residents to maximize impact for the communities that we serve and to keep open dialogue. We also partner with outpatient clinics to come on site at our Drop-in Center to provide health screenings, or with a local hospital to provide onsite HIV testing. Such collaborations lay the foundation for better programming that is responsive to the communitys needs. GSECDC also works at the macro level through participation in planning bodies. Through our participation in these groups we impact the prioritization of resources and county-wide
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programming, as well as contribute important data gathered through our own experience in the community. GSECDC has been a lead agency in the Countys annual homeless count and is a steering committee member of the Bergen Communities United neighborhood plan.
Capacity
As a result of responsible management systems GSECDC has grown from a volunteered based organization with 1 staff and a budget under $100,000 to one of the largest nonprofits in Hudson County with over 30 staff and a $4 million budget with numerous social service, workforce development and real estate development contracts. GSCEDC has experience in dealing with funding requirements of several federal, state and local contracts including funding from the US Department of Housing and Urban Development, the NJ Department of Community Affairs, Urban Enterprise Zone, the NJ Housing and Mortgage Finance Agency and the NJ Division of Mental Health Services. GSECDC is the general partner and also responsible for the asset management of 116 low income housing tax credit units. This program has very strict guidelines for compliance, which GSECDC has adhered to and we keep the properties at over 95% occupancy and for several years received above satisfactory ratings from the NJ Housing and Mortgage Finance Agency for the fiscal and physical performance of our properties. Most recently, GSECDC rescued and revived 18 foreclosed units under the Neighborhood Stabilization Program, which had very strict and complex requirements and short timelines. As a matter of fact, GSECDC was the 1st organization in the State of New Jersey to successfully complete this program. Our ability to successfully manage programs within budget and schedule is also displayed by the success of our housing activity, which has involved the development of over 208 units of affordable housing and securing a pipeline of over 88 units that will be completed by 2015. GSECDC has installed systems that deal with the regulatory compliance of all programsperformance measurement, being an integral part of the system that is utilized to measure the benefits of the programs and track the progress of projects. In using federal funds, GSECDC is accustomed to reporting and documentation requirements of all programs to verify the achievements of program goals and the completion of activities are in compliance. All activities, personnel, procedures, expenditures, and results are documented properly. In our management practices, we support cooperative, problem-solving relationships among all stakeholders to make sure the process to adhere to regulatory compliance and that we accomplish the timely performance of projects within budget. In such, we maintain open and frequent communications among all participants to follow financial management requirements, procurement and contracting requirements, property management requirements, record-keeping and reporting requirements, administrative and program requirements, audit requirements and close out requirements. In order to adhere to these guideline lines, GSECDC has an accounting system that used to allocate and track funding. Our financial accounting system captures all revenues and expenditures. Our purchasing & accounting system provides detailed information on goods and services. Our payroll system provides information on individual faculty and staff payroll including current funding allocation and funding history by each payroll period and by budget number. Our budget system also allocates and tracks funding.
Experience
GSECDC is a proven nonprofit affordable housing developer and regional leader in community development specializing in the revitalization of distressed properties in emerging markets. With the goal of Building Strong Communities, our approach is structured to meet the multi-faceted and ever changing needs of specific neighborhoods, addressing a multitude of problem property types and conditions. GSECDC is effective because it is equipped with seasoned professionals that bring a host of talents and key relationships to the table. This has allowed us to stay at the forefront in addressing the unique needs of communities. Due to our commitment to efficiency and quality, the organization has developed a reputation with federal, state and local government partners
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and private sector investors, as a results oriented organization that always gets the job done. This has allowed us to work together to plan strategically and implement initiatives that are cost effective, maximize impact and are sustainable in the long term. In the 1990s, in the absence of private investment in one of Jersey Citys most distressed community, GSECDC completed the adaptive re-use of an abandoned school building into 28 residential units and redeveloped 44 vacant parcels across a 10 block area producing 88 new rental units to stabilize residential corridors. In the past 10 years, GSECDC has focused on producing home ownership opportunities for first time home buyers and more rental options for a wide range of populations, while eliminating eyesores that have plagued neighborhoods for decades. Repurposing ForeclosuresIn the middle of housing market collapse, GSECDC has sold/placed 25 units under contract for first time home buyers in a 2 year span and was the 1st Neighborhood Stabilization Program (NSP) grantee to resale a foreclosed home in New Jersey. Completed in February 2012, the NSP program involved the acquisition, rehabilitation and sale of 18 foreclosed units. The project costs exceeded $2.9 Million and GSECDC used a $922,000 grant and a $1,000,000 revolving line of credit to rescue these properties and transform them into community assets. The homes are located on Jewett Ave, Clerk St, Arlington Ave, Forrest Ave, Stegman St, Wegman Pkwy and Armstrong Ave. in Jersey City. This effort took advantage of unique market position and community conditions to stabilize housing prices, reduce the foreclosure rates, and reduce crime. With this project, GSECDC helped sustain and improve the community landscape by reducing blight and abandonment while enriching the lifestyles of working class families willing to embark on home ownership. The program also helped spark the local economy by creating temporary employment for local construction professionals and generated over $2 Million in mortgage financing with fixed rates at as low as 4% for 30 years. All the homes have been sold to working class families with incomes between 80% and 120% of the area median, with sales prices varying from $210,000- $245,000. This project took advantage of both the assets and issues in the neighborhood and developed a holistic, replicable model to efficiently solve a broad range of social and economic factors in foreclosure-stricken urban communities. As a result, GSECDC has received commitments to rescue an additional 16 foreclosed units in the next year. Special Needs HousingCompleted in 2009, Columbia Park Place and the All Saints Community provide a total of 14 supportive housing units for families and individuals with special needs while transforming two abandoned lots into elegant structures. To complete this project, GSECDC raised $4 Million in financing from federal, state, local and private resources and used Energy Star standards for construction. Mixed UseCompleted in 2010, 167-169 Monticello Avenue involved the 1st new construction on this underinvested commercial corridor in over 20 years, helping attract additional investment to the up and coming Bergen Hill community. This structure was built on two vacant lots that have been eyesores to the neighborhood for over 15 years. GSECDC secured over $2.1 Million to construct this project including investments from Blue Cross Blue Shield of NJ and PNC Bank through a tax credit incentive program. As a result of our innovative financing strategy, GSECDC was able to lease the space in less than 3 months after completion. This mixed use building provides 7 affordable condominiums for first time home buyers and 2,000 square feet of commercial space on the ground floor. This project received LEED certification from the US Green Building Council and won the 2011 Jersey City GREEN Award. GSECDC has significant experience with the NJDCA Neighborhood Revitalization Tax Credit Program as one of the more active Steering Committee members of the Bergen Communities United Plan. We were also responsible for completing the 1st NRTC project in Jersey City, with the development of 167-169 Monticello Avenue in 2011. This has allowed understanding firsthand the requirements of the NRTC program. GSECDC has a successful track record in securing private investments from business sponsors for a project that is under construction within the Bergen Communities United Plan and complying with NJDCA requirements. At BCU, GSECDC was also co-chair of the Real Estate committee, which developed clear guidelines for selecting and monitoring projects.
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Home OwnershipGSECDC has developed 15 new two family homes (30 units) in order to stabilize residential corridors along Storms Avenue, Grant Avenue, Myrtle Avenue, Orient Venue, Wegman Parkway, Van Nostrand Avenue, Oak Street, and Rutgers Avenue in Jersey City. GSECDC secured over $3.1 Million in financing to help develop these opportunities for first time home buyers and carefully designed each home to complement the individual architectural character of each of the blocks. Our professional real estate staff manages all the phases of the real estate development process including concept development, feasibility studies, site acquisition, financial packaging, project management, and sales rent-up. GSECDCs Division of Housing and Community Development is comprised of 1 Full Time Director, two full-time Project Managers, and one full-time Assistant Project Manager. Combined this team has over 2 decades of real estate experience and over 350 units of housing completed. GSECDC does not rely on consultants to manage the development process. Our staff manages all the phases of the real estate development process including concept development, feasibility studies, site acquisition, financial packaging, project management, and sales rent-up. Since 2005, the current leadership has completed 76 units across 9 scattered site projects that included the redevelopment of 32 abandoned sites. This team is also planning the development of an additional 88 units to be completed by 2015. GSECDCs multidisciplinary and scattered site real estate approach and our ability to operate quicklyto efficiently move from acquisition of land to completion of construction and then immediately to the next project in our pipelineis a major reason for our success. Most importantly we improved our financial self-sufficiency by decreasing reliance on government and foundation grants to only 40% while securing over 60% in revenues from fees collected through the efficient completion of projects. This kind of operational and program growth show proof that past investments in GSECDC infrastructure result in increased results and impact to the community. Plainly, GSECDC has proved our ability to effectively increase our unit production by securing the resources necessary for projects and operations and we are now positioned to the same for Building a Better Future for the communities that we serve. As a result of our work, GSECDC has been recognized by various entities as follows: Wells Fargo Priority Markets, 2011 TD Bank Housing for Everyone Competition (1 of 3 Statewide), 2011 Jersey City GREEN Award, 2011 Developer of the Year, Corporation for Supportive Housing, 2009 Nominated for 2009 Governors Excellence Award for Supportive Housing Neighborhood Impact Award, Local Initiatives Support Corp., 2009 Honoree, 2008 Mayoral State of the City Address Jersey Journal, Religious Column, 2006 Hero Young Professional of the Year, YCDPA, 2010 Governors Housing and Community Development Conference.
GSECDC has a diverse menu of services which are responsive to the changing and un-met needs of the community, providing a continuum of options to maximize impact. GSECDC has become the City's largest provider of permanent supportive housing for people with disabilities with a total of 123 vouchers that make market rate housing affordable to our clients with a combination of services to help them reach self-sufficiency. On top of the leased based approach, GSECDC has also developed and owns 36 permanent supportive housing units that serve over 60 individuals that suffer from HIV/AIDS. GSECDC also offers comprehensive services including a drop-in center to provide temporary relief to 20-25 homeless consumers people per day. In the past year, over 150 homeless
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consumers secured stable housing, and we prevented over 500 households from becoming homeless. We offered a hand-up to over 300 Homeless folks through intensive and effective case management, employment counseling, job placement support, substance abuse counseling, peer support and health education/risk reduction education. Hudson CASA is a homeless service and housing program that was developed at JCECDC to address unmet needs in the community. Since 2003, it has served over 800 households, housing over 500 and linking over 300 to employment and expanded to include an emergency shelter. In 2008, GSECDC began the offering accessible, flexible services in a non-traditional drop in setting to promote recovery and reducing risk of HIV infection or reinfection. The drop in center offers case management, employment assistance, food, clothing, laundry and shower, group activities, transportation, HIV and general health screenings, and much more in one location. GSECDC moves the homeless from streets to permanent housing to better address multiple disabilities, including mobility impairments, psychiatric and/or substance use issues or domestic violence. In 3 years, more than 400 consumers have attended. In 2009-11, GSECDC provided eviction prevention or re-housing to over 200 families. In 2010, we started an emergency food pantry that services more than 160 families a month. The Jersey City Customer Service Skills Center recruits, trains, and places individuals in careers that offer diverse job opportunities. Our students have procured gainful employment in the following fields: Customer Service, Retail, Banking and Finance, Administrative, Education, Health, Transportation, and Security. The Center is supported by partnerships between the NRF Foundation, employers, local, state and federal government agencies, schools and colleges, and community-based organizations. The Center is a one-stop career center, giving employers and potential employees a central contact point for meeting their employment needs. The Customer Service Skills Center uses curriculum and training based on National Customer Service & Sales and Pilot Retail Skill Standards. Skill standards are tools that outline the skills, knowledge, and abilities needed by professional retail and service employees to perform their work successfully. Standards provide the framework for training program curriculum that addresses the key elements of retailing and other sales and service related industries. The Skill Standards address both the work itself (work-oriented components), as well as the knowledge, skills and abilities needed to perform the work. Since 2004, our Customer Service Skills Center has assisted over 800 unemployed individuals have enrolled with 85% completing the training and 62% gaining employment across several industries clerical, banking/financial, retail, security, medical and education. The starting wage averages at $12/per hour, substantially above the minimum wage and above entry-level wages. In February 2011, the CSSC was featured in NJBIZ for opening new doors of opportunities to those who lost their job.
1. The NAACP 2. The Urban League of Hudson County 3. Jackson Hill Main Street Management Corporation 4. Friends of Lifers Youth Corp 5. College Preparatory Incentive Program 6. Rising Tide Capital Corporation 7. Women Rising 8. AngelaCARES, Inc. 9. Building an Empire (pending NP-4 form) 10. Positively Reinforcing Youth Development Inc. (PRYD) 11. Hudson County Contractor Training Corporation (HCCTC) In addition, there are also public entities that have been engaged as part of this effort. Jersey City government encompasses a host of potential partners, in agencies such as the Police Department, the Housing Authority, the Department of Human Services, and the Department of Housing, Economic Development & Commerce. There has also been excellent attendance and participation at community meetings, where residents have been very willing to step forward and offer their suggestions about their neighborhood needs and the types of initiatives they would like to see to improve their community. Refer to Section 9:Attachments letter L for NP-4 forms.
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SECTION 8:
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Introduction
Without the residents that have participated and volunteered in the making of this plan, the I Love Greenville Community Plan initiative would not be where it is today. As facilitator, GSECDC has made public participation priority number one. From the outset of this process, GSECDC employed an aggressive, inclusive and transparent strategy to ensure that public input guides the final plan. For example, at the third public meeting in late-April 2012 a number of residents in attendance were new to the process. The newcomers requested that we revisit the strategies and activities that we discussed and voted on at a previous public meeting in March. GSECDC responded by circulating a letter and survey to newcomers and past participants that missed the March meeting. The letter detailed milestones and outreach to date. The survey allowed residents to provide input on proposed strategies and activities. Based on their input, the strategies and activities are no longer prioritized in the Plan. The events rallied participating residents and steering committee members building upon the support for the plan and making the process more transparent. Today, there is a dedicated steering committee of over 20 organizations and residents dedicated to seeing this planning process to implementation and beyond.
Description of Process
In 2010, GSECDC submitted an application to New Jersey Department of Community Affairs (NJDCA) for a planning grant in order to produce a neighborhood plan for submission to the Neighborhood Revitalization Tax Credit (NRTC) program. By December 2010, GSECDC received a $25,000 award from NJDCA to cover part of the cost of hiring a planning consultant. TRIAD Associates were chosen to provide professional assistance to the planning process. They were selected because of their familiarity with NRTC plans produced in Newark. GSECDC also recruited community liaisons through the LISC AmeriCorps Program to serve as the administrative arm of the planning effort. More recently, GSECDC has applied to and received a $50,000 grant from Wells Fargo to raise the rest of the dollars needed to cover the full cost of creating the plan. In spring 2011, GSECDC begun outreach to community leaders to discuss issues in the community, outline the NRTC planning timeline and to secure their buy-in. In late 2011, outreach began in preparation for first of four public meetings. Public Meetings were used as the primary venue for soliciting input and feedback from residents. Over the course of seven months, four public meetings were held. The first public meeting was held December 3, 2012 with nearly 80 participants in attendance. The subsequent meetings in March, April and June of 2012 had between 40 to 60 attendees. In total, roughly 200 individual residents and stakeholders have participated in public meetings. Each meeting included activities such as discussion groups, voting exercises, and/or presentations designed to solicit input for specific portions of the final plan.
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Quarter Page Ad in Jersey Journal for June 2012 Public Meeting. Source: Jersey Journal, June 18, 2012 Issue
Residents reviewing a community assets map at March 2012 public meeting Section 8: Participatory Planning Requirements
The December meeting began with a presentation to give background information on neighborhood plans. Later participants very invited to break out into group discussions on topics of their choosing. The four topics were: education, employment, crime and public Safety, and neighborhood services. The results of these discussions were used to create the vision statement and goals and objectives. The March meeting began with public approval of the draft visions statement and goals and objectives. Then discussion was given on best practices for neighborhood revitalization. Afterwards, a voting exercise was organized. Each attendee was giving 4 primary votes and 10 secondary votes. Participants voted on strategies and activities used in other neighborhood plans. The results were used to develop a menu of options that were specific to issues in the planning area. Lastly, a break out session was conducted to review and gain feedback on the neighborhood asset map. The April meeting was initially held to confirm and prioritize the menu of options voted on in March. While reporting the results of the voting exercise to residents in attendance requested revisiting the entire menu of options. In the end, the meeting was used to inform newcomers of the planning process. A letter or email was sent to newcomers and past participants not in attendance to solicit input on the menu of options. Prioritization of activities has been removed from the planning process and will occur on the steering committee level during implementation. The June meeting was used to confirm the final menu of strategies and activities. A presentation was made by residents participating in the steering committee. The presentation outlined milestones, outcomes and next steps. Afterwards, there was a break out session to gain input on proposed outcomes for the residential and corridor improvement strategies. In between public meetings GSECDC facilitated steering committee meetings to gain feedback on public input and ensure the planning process stayed on track. Several local non-profits actively participate in the committee, including: NAACP, Urban League of Hudson County, College Preparatory Incentive Program, Building an Empire, C-Line Community Outreach, Friends of Lifers Youth Corp, Rising Tide Capital, AngelaCARES, and Positively Reinforcing Youth Development. In March 2012, steering committee participation was opened up to residents. After Aprils public meeting, the steering committee was expanded to include fifteen resident representatives. Since February 2012, the steering committee has met monthly. Their dedication to the Plan has grown culminating with a resident-led presentation at the June 2012 public meeting. Following development of the Plan, steering committee by-laws will be finalized outlining how elected officers and other steering committee members will help guide implementation. Everyone in the Steering Committee will have one vote and a residents vote will be as powerful as any organizations vote.
Monique Andrews of Snyder HS Parent Council speaks before fellow residents at June 2012 public meeting Section 8: Participatory Planning Requirements I Love Greenville Community Plan 81 Break out group discussion at December 2012 public meeting
Left: Residents voting on activities and methods to improve quality of life issues. Right: Results from voting at March 2012 public meeting
During July and August of 2012, a property survey and residential satisfaction survey were organized to gain further insight to neighborhood conditions. Four residents from the steering committee volunteered to complete a property survey which is still underway. They were tasked with cataloging each and every parcel by a criterion including: land use, occupancy, building condition, evidence of improvement and whether or not it was for sale or rent. The four volunteers were instructed to speak about the planning process if residents or business owners inquired about what they were doing. As of September 2012, they are 50% complete. Some of the results from the property survey were used to inform the anticipated corridor improvement outcomes. The second survey required GSECDC to survey 340 randomly selected households. Early attempts included mailing 700 households a survey and letter detailing the planning process and inviting them to the first public meeting. The success rate was low, resulting in 40 surveys. A strategic move was made to wait until summer and recruit residents to conduct door-to-door surveys in lieu of a small stipend. The neighborhood was split into three zones and four teams were formed three door-to-door teams and one phone team. Each team had a leader and two assistants. During August 2012, they collected 340 surveys which is a statistically significant percent of the total population. The results are being analyzed by a consulting firm associated with NeigbhorWorks. We expect the results from the resident satisfaction will confirm that major issues that were highlighted at public meetings. Going forward, the survey results will be used to inform the steering committee on prioritization during implementation. Overall, the surveys reinforce the proposed activities and strategies.
Flyer table aids communication about programs. June 2012 public meeting.
Outreach Methods
Steering Committee: Outreach has begun with the steering committee. We look to committee members to continually build relationships with residents and other neighborhood stakeholders in order to meet public participation objectives. To date, we have been holding stakeholder meetings nearly every month. These meetings are a chance for GSECDC to give updates, review milestones and strategize for upcoming events and/or next steps. The steering committee brings resident representatives and local organizations together, including: NAACP, Urban League of Hudson County, College Preparatory Incentive Program, Building an Empire, C-Line Community Outreach, Friends of Lifers Youth Corp, Rising Tide Capital, Angela Cares and other organizations. In March 2012, steering committee participation was opened up to residents. After Aprils public meeting, the steering committee was expanded to include fifteen resident representatives. The main responsibilities of the steering committee are to oversee the planning process, guide implementation and build community buy-in. Several weeks before each public meeting we circulate flyers by email or physically to steering committee members for distribution. We expect steering committee members to distribute information on upcoming meetings through flyers, emails, at events, on websites, and by word-of-mouth. Greenville is served by many organizations and within their circles are many residents of the community.
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Listening closely at July 2012 Steering Committee Meeting Section 8: Participatory Planning Requirements
Public Officials: In order for the plan to be approved, it must receive support from the City through resolution. So far, the plan has received continued interest from public officials. A letter of support was received from the Mayors office. Email notices are sent weeks in advance to representative council people and all city agencies, including: HEDC, DCD, JCRA, Planning, and the JCHA. In response, many officials have shown interest by attending multiple public meetings. In attendance at the December Public Meeting: Councilwoman-at-large Viola Richardson; BOE Chair Carol Harrison-Arnold; Current Ward F Councilwoman Michele Massey; Councilman-at-large Rolando Lavarro; and, Franklyn Ore (JCRA) In attendance at the March Public Meeting: Councilwoman-at-large Viola Richardson; Ward F Councilwoman Michele Massey; Franklyn Ore (JCRA); and, Deputy Mayor Tayari In attendance at the April Public Meeting: Ward F Councilwoman Michele Massey, Detective Morrison (JCPD); and, Franklyn Ore (JCRA) In attendance at the June Public Meeting: Ward F Councilwoman Michele Massey In attendance at the August Barbeque: Senator Sandra B. Cunningham; Councilwomanat-large Viola Richardson; Ward F Councilwoman Michele Massey; Councilman-at-large Rolando Lavarro; and, District 3, Hudson County Freeholder Jeffrey Dublin
Block Associations & Community Groups: In December 2011, the Mayors Action Team responded to a request for city-wide block association contact information. Since, we have made phone calls, sent postcards and faxes requesting involvement. So far, representatives from Bramhall Neighborhood Association, Lembeck Block Association, Stegman Street Block Association, Arlington Block Association, Garfield Block Association, Wilkinson East Block Association, Wilkinson West Block Association, and Astor Place Block Association have had representatives attend public meetings and/or steering committee meetings. Most recently, representatives from community gardens like Blossoming Ivy Community Garden have participated. Internet & Social Media: Outreach over the internet is mostly free, quick, and easy to do. Starting in November, a Facebook page for the Greenville Community Plan was created. At the end of 2011 there were 32 likes. As of September 2012, there are 125 likes for the page with average reach of 1,000 people. It is a great resource for community news and GCP updates. On the page we encourage the public to sign up for emails, report issues (using see click fix to relay to our issues map), and view completed elements of the plan. We have also taken advantage of local news websites and online community forums such as: nj.com, Jersey City independent, JC List, Filipinos in Jersey City, Hudson Reporter, and others. Before
Section 8: Participatory Planning Requirements
every public meeting we submit the event to the calendar page to solicit attendees. Print Media: Press releases about the Greenville Community Plan were forwarded to Jersey Journal, Hudson Report and Jersey City Independent a month prior to the first public meeting in December. So far, only Jersey City Independent has run the press release, which was published on November 4, 2011. A follow up article from Jersey City Independent was published on August 28, 2012. There was also an article in the Jersey Journal on August 30, 2012 about the grant from Wells Fargo to the initiative. Due to the widespread readership of the Jersey Journal, two advertisements have has been run in the week prior to the each Saturday public meeting totaling eight, quarter page ads to date. Direct Outreach: A month prior to event public meeting we circulate and print flyers. Flyers are always available at the front desk at GSECDC. Flyers are distributed to existing contacts (through GSECDC program participants, Steering Committee members, and past GCP attendees) by email, postcard or letter. Phone calls are also made to certain residents that dont receive emails. Efforts are made to visit community meetings including the MLK Merchant Association meetings, visit local businesses, and flyer cars with information about upcoming meetings. We also encourage all steering committee members and engaged residents to help by talking to their respective networks. Before the first public meeting 700 letters were sent out to randomly selected households inviting them to attend the public meeting and complete a survey. In July 2012, four residents volunteered to conduct a property surveycataloging each and every parcel. The volunteers were instructed to speak about the planning process if residents or business owners inquired about what they were doing. In August 2012, a door-to-door survey was conducted of neighborhood satisfaction. A total of 350 surveys were collected.
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SECTION 9:
ATTACHMENTS
Section 9: Attachments
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