JEFFERSON-CHALMERSmi-community.org/wp-content/uploads/2019/11/Jefferson-Chalmers... · 6 l P a g e The neighborhooD The Jefferson-Chalmers community is a unique riverfront community

J E F F E R S O N - C H A L M E R S

Jefferson-Chalmers Citizens’ District Council

NEIGHBORHOOD STABILIZATION PLAN

December 2012

NEIGHBORHOOD STABILIZATION PLANJ E F F E R S O N - C H A L M E R S

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Table of conTenTs

abouT us

Creekside Community Development Corporation

Hope Community Development and Outreach


Jefferson East Business Association

Southeast Waterfront Neighborhood Association

The Process

The neighborhooD Stability Analysis: Past

Community Asset Map

Stability Analysis: Present

Foreclosure Analysis Map

Stability Analysis: Future Challenges

Vacancy Analysis Map

Stability Analysis: Future Opportunities

Rental Analysis Map The sTraTegies

Strategy Descriptions

The acTions A New Collaboration

A Collaborative Approach to Blight

The WorkPlans

Actions, Strategies and Goal Themes

Actions, Roles and Timelines

abouT The DVPc

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abouT us


The creeksiDe communiTy DeVeloPmenT corPoraTion (creeksiDe)

The Creekside Community Development Corporation is a 501(c)(3) nonprofit that began in 1992 by volunteers, centered on the principles of environmental justice. The mission of Creekside is to promote its southeastern Detroit community as a diverse and healthy community of choice by: preserving and building affordable and high quality housing; protecting and enhancing its parks, waterways and natural resources; encouraging resident engagement in sustaining a clean, safe and beautiful community; and safeguarding and enhancing all of its current assets.

The souTheasT WaTerfronT neighborhooD associaTion (sWna)

SWNA is a neighborhood association seeking to unite the many block-clubs within the Jefferson-Chalmers community. Its principle activities include fostering and supporting new block-clubs, maintaining vacant land and properties, as well as providing a forum for citizens to express their needs. SWNA gets its strength through the power of collaboration and partnership.

The Jefferson-chalmers ciTizens’ DisTricT council (JccDc)

The purpose of the JCCDC is to represent the residents in the area and other persons with a demonstrable and substantial interest (i.e. business / churches) in the area regarding the rehabilitation of blight and development in the Jefferson-Chalmers community. The JCCDC can support or not support proposed projects and make recommendations to the City of Detroit Planning and Development Department.


The Jefferson easT business associaTion (Jeba)

Founded in 1992, JEBA is 501(c)(3) non-profit whose mission is to be a collaborative leader in fostering economic development on Detroit’s lower east side by creating an environment that is conducive to business and residential growth and development. JEBA’s many services include business attraction and retention services; marketing and special events; anti-crime and public safety programming; Jefferson East Clean Team; vacant land management and blight remediation.

hoPe communiTy ouTreach anD DeVeloPmenT (hcoD)

Hope Community Outreach and Development, is a community based 501(c)(3) non-profit located in the Jefferson-Chalmers community. HCOD has become an active, integral part of this re-emerging neighborhood. Based on its dedication to neighborhood revitalization, HCOD has partnered with local non-profits, businesses, educational institutions, churches, and residents in a collaborative effort to make a difference by improving the overall quality of lives of individuals and families in this region.

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I M P L E M E N T

D I S C O V E R

A N A L Y Z E

P L A N

I D E N T I F Y

Identify a planning

committee

Identify community

generated data

Present preliminary

dataIdentify plan

goal

Present vacant property and

condition data

Present available property

inventories

Present market information

Draft area and target

strategies

Present drill down ownership analysis

for target areaDetermine

acquisition criteria

Assemble �nancing, holding, and acquisition

information

Finalize area and target strategies

Develop action plan, timeline, and budget

Draft and �nalize plan document

The Planning Process

The Process

The Detroit Vacant Property Campaign planning process revolves around input from community stakeholders. Stakeholders make up the Planning Committee and are the lead decision makers. During this planning process, the Planning Committee is presented with several types of data including vacancy, ownership, and market activity. With this information, the committee identifies a goal and strategies to address neighborhood instability. The final stage of the process is the implementation of the plan, a responsibility that lies with the stakeholders and the lead committee members.

In September of 2011, stakeholders in the Jefferson-Chalmers community asked Michigan Community Resources (MCR) to assist in responding to a request made by the office of Mayor Dave Bing - to identify actionable priority projects in the Jefferson-Chalmers community that could use City assistance. The resultant proposal identified five priority strategies and suggested two target areas for implementation. Stakeholders in the community are working with City officials to implement these priority projects.

The spirt of collaboration exhibited while creating the Mayor’s Proposal was the impetus for this Neighborhood Stabilization Plan. Local stakeholders and MCR came together in November 2011 to form a Planning Committee that would develop a unified and collaborative approach to the challenge of neighborhood instability in the Jefferson-Chalmers community. Whereas the Mayor’s Proposal focused on City assistance in implementation, this Planning Committee wanted to establish ways for local organizations to implement projects more efficiently together. Local stakeholders knew that only a holistic, collaborative, data-driven and results-oriented process would yield long-lasting results. That is why they augmented the planning process displayed at right to meet the specific needs of the community.

Facilitator: Michigan Community Resources (MCR)Heidi AlcockDanielle LewinskiSam Butler

Creekside Community Development Corporation Rhonda ErvinSharon MeadowsElizabeth Logue Michael McBrideGordonfred West

Jefferson-Chalmers Citizen’s District CouncilJocelyn HarrisTyra WrightKimberly HughesSam SmithCharles E. WareFranklin Fuller

Jefferson East Business AssociationJosh EllingRitchie Harrison

Southeastern Waterfront Neighborhood AssociationEddie LesterMinnie LesterRoberta BivensMyrtle Thompson-CurtisTepfirah RushdanSaleem Rushdan

Hope Community Outreach & DevelopmentMonique Holiday

Planning Committee:

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The neighborhooD

The Jefferson-Chalmers community is a unique riverfront community located in Southeast Detroit. It is bounded by Jefferson Avenue to the north, Alter Road the east, Conner/Clairepointe to the west, and the Detroit River to the south. The Jefferson-Chalmers community boasts many assets including: over 100 acres of riverfront park, high-quality housing stock, one-of-a-kind canal-front living, a historic commercial corridor, a deep-seated legacy of community activism, and many strong community organizations.

Through stakeholder interviews and technical research, Michigan Community Resources conducted a stability analysis of the neighborhood in order to properly assess its many challenges and opportunities. This stability analysis, examining the past, present and future of the neighborhood, allowed members of the Planning Committee to identify the factors that impact their quality of life most. These factors of instability were later used to inform the overall goal and strategies of this plan.

Stability Analysis: Past

Residential and Commercial Vacancy

Residents report that the stability of the neighborhood has been steadily declining since the 1970s. The Jefferson-Chalmers community once enjoyed a residential and commercial vitality where neighbors could walk to nearby retail shops and social gathering spots such as the famous Vanity Ballroom. The historic Jefferson commercial corridor was also once home to several large apartment buildings which now sit vacant. Vacancy rates of both residential and commercial units has been steadily increasing in recent decades. In the past ten years, the number of vacant housing units in the Jefferson-Chalmers community has increased by 57% (U.S. Census).

Foreclosure Escalation

The many single-family homes in the Jefferson-Chalmers community were once predominantly owner-occupied and retained stable market prices. Residents report that foreclosures have taken tremendous toll on the neighborhood, creating vacant homes and decreasing home appraisal values. The neighborhood experienced a localized mini-foreclosure crisis in the 1980s, and went through a second wave of foreclosures during the national foreclosure crisis in the past few years. Such large amounts of foreclosure have made once-stable single-family housing units vulnerable to investors. Residents report that the number rental units have increased significantly in the past five years.

School Closings

The recent school closures experienced by Detroit Public Schools have contributed to a decrease in the market value of some residential homes in the Jefferson-Chalmers community. Two elementary schools (Guyton Elementary and Stark School of Technology) were closed and consolidated into Remus Robinson Middle School.


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Je�erson Chalmers Community Assets

This map shows some of the many assets in the Je�erson-Chalmers community:

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RemusRobinson

Fisher Mansion

Merit Academy

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YachtClub

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toDown-town

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ClairepointeHomes

Heritage atRiverbend

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toDown-town

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GoLightlyVocational

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communiT y asseTs

LegendCity Park

Historic Commercial District

Creekside Homes Property

Shopping Plaza

Other Community Asset

School

Church Greenway

Neighborhood Boundaries

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Stability Analysis: Present


Commercial and housing vacancy continue to be major problem in the Jefferson-Chalmers community. Of the three census tracts that makeup the neighborhood, approximately 13% of the existing housing units are vacant. Across the city of Detroit, roughly 23% of the existing housing units are vacant (U.S. Census).

Lack of Market Activity

Like many other residential neighborhoods in Detroit, the Jefferson-Chalmers community struggles to generate a healthy and stable housing market. One resident noted, “You don’t see ‘For Sale’ signs anymore, you just see abandoned homes.” In 2010, there were 11 residential market transactions. This is compared with 43 residential market transactions in 2005 (First American Core Logic).

Drop in Housing Values

The wake of the foreclosure crisis, a slow housing market and the closing of local schools have contributed to a considerable drop in housing prices. The average sales price of houses in the Jefferson-Chalmers community has been steadily decreasing over the past several years. In 2009, the average residential sale price was $55,000. This is compared with an average sales price of $61,000 in 2008; with $80,000 in 2007; and with $142,000 in 2006 (First American Core Logic).

High Rental Population and Turnover

The foreclosure history and the prevalence of quality single-family and duplex units, coupled with its proximity to the Detroit River, make the Jefferson-Chalmers community attractive to investors and speculators. This has resulted in a high percentage of renters. Approximately 54% of the occupied housing units in the neighborhood are rental units (U.S. Census). Residents have reported that the turnover rate in renters has increased in recent years. This concerns residents because non-local investors can be less diligent about property maintenance.

Crime

The prevalence of abandoned structures in the neighborhood creates an unsafe environment for local stakeholders. It attracts illegal stripping, dumping and presents a physical threat to the surrounding community. Residents have also reported problems with vehicle robbery, stray dogs and drug-related incidents.

Aging Population

The Jefferson-Chalmers community is an aging one. In 2000, residents 60 years or older made up 13% of the Jefferson-Chalmers population. In 2010 residents 60 years or older made up over 20% (U.S. Census). Without an active housing market demand, this means that housing vacancy will likely increase as these homes transition over time.


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Je�erson Chalmers Foreclosure Snapshot

This map shows the number of foreclosures between 2005 and 2010 by facing blocks:

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foreclosure analysis

LegendNumber of Mortgage Foreclosures 2005-2010

0

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S O U R C E : F i r s t A m e r i c a n C o r e L o g i c $

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Stability Analysis: Future Challenges

Organizational Capacity

Historically, the numerous community organizations in the neighborhood have struggled to share a cohesive vision for moving the neighborhood forward. Local community organizations also have yet to develop effective modes of collaborative decision-making and currently spend a lot of energy on unproductive communication patterns. The neighborhood also lacks a staffed CHDO organization.


Residential and commercial vacancy remains a primary issue in the community. In the past ten years, the population of the Jefferson-Chalmers neighborhood has decreased by 17% (U.S. Census). Jefferson-Chalmers stakeholders endeavor to market their neighborhood in a way that makes it a destination neighborhood.

High Rental Population

Roughly 46% of the population in the Jefferson-Chalmers community is living in a rental unit (U.S. Census). The high rental population presents risks of instability and a lack of code enforcement and general property maintenance.

Flood Plain Issues

High insurance rates are an issue for all Detroiters. This is compounded by a recent decision by the Michigan Department of Environmental Equality to redraw and expand the 100-year floodplain. This has rippling effects on Jefferson-Chalmers property owners, including additional flood insurance requirements and restrictions on constructing new buildings.

Park Maintenance

One of the biggest jewels in the Jefferson-Chalmers community is the 100 acres of riverfront park it offers. However, maintenance of the City-owned parks remains inconsistent. One of the parks has been cut from the City’s budget altogether. Such lack of park maintenance turns a neighborhood jewel into a nuisance after dark, attracting additional crime to the area.


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J E F F E R S O N - C H A L M E R SJe�erson Chalmers Vacancy Analysis

This map shows the vacancy of residential parcels - both with and without structures:

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Vac anc y analysis


S O U R C E : U n i v e r s i t y o f M i c h i g a n ( S e p t e m b e r 2 0 0 9 )C o m m u n i t y p r o p e r t y s u r v e y s - s o u t h o f J e � e r s o n : ( D e c e m b e r 2 0 0 9 & N o v e m b e r 2 0 1 1 )

Legend

Vacant House

Residential Lot without Structure

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Stability Analysis: Future Opportunities

Organizational Capacity

The Jefferson-Chalmers community enjoys many active residents and numerous community organizations ranging from churches, block clubs, neighborhoods associations, community development organizations, and a Citizens’ District Council.

Quality Housing Stock

Much of the housing stock in the Jefferson-Chalmers community is comprised of attractive brick homes. This quality housing stock provides a competitive advantage for the community.

Rental Opportunities

Data indicates that the Jefferson-Chalmers neighborhood offers a rental housing product that is superior to other Detroit neighborhoods due to quality duplex housing stock and proximity to the Detroit River and Grosse Pointe Park. This competitive edge can be taken advantage of by the community to attract new residents. Data and anecdotal evidence shows that the Jefferson-Chalmers community has cultivated an above-average number of local investors. This opportunity for local investment can reduce the amount of vacant properties and create an innovative asset-building strategy for low-income families.

Natural Assets

The Jefferson-Chalmers community offers undeniable natural assets including over 100 acres of riverfront park and unique canal-front living, that few neighborhoods offer.

Jefferson Avenue

The historic Jefferson commercial corridor is home to several architecturally significant art-deco buildings and presents a unique opportunity for neighborhood revitalization and walkable retail amenities. Furthermore, the Jefferson corridor provides important access to both Downtown and the Grosse Pointes.

Local Schools

Though the community has seen two of its elementary schools close, it still is home to several highly rated educational institutions including Golightly Vocational High School and Detroit Merit Academy.


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J E F F E R S O N - C H A L M E R SJe�erson Chalmers Rental Analysis

This map shows the number of rental units per block:

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Algonquin Park

Victoria Park

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$

renTal analysis


Legend

Number of occupied rental units per block

0 - 2

3 - 6

7 - 10

11 - 16

17 - 26S O U R C E : 2 0 1 0 C e n s u s

27 - 37

38 - 80

81 - 186

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The sTraTegies

The Planning Committee reviewed the past, present and future stability analyses; looked at the data compiled regarding vacant properties, community assets, recent foreclosures, and the number of rental properties; as well as compared previous plans done for the neighborhood. Using this wealth of information, The Planning Committee came to a consensus on a goal statement that would determine which strategies would be most effective in stabilizing the neighborhood.

Goal: The goal of this plan is to create a cleaner, safer neighborhood that preserves and enhances its current assets and encourages investment from new and existing stakeholders.

Once the goal statement was determined, The Planning Committee then went through several facilitated exercises to identify strategies, each aligned with one of four themes:

• Preserve and Enhance Current Assets• Make the Neighborhood Safer• Make the Neighborhood Cleaner• Encourage Investment from New and Existing Stakeholders

After several group discussions and facilitated exercises, The Planning Committee identified ten main strategies to achieve its plan goal:

• Encourage volunteerism and sense of community

• Preserve and improve parks / greenways

• Advocate for demolition

• Board up vacant homes

• Coordinate local safety patrols

• Reduce blight

• Improve streetscapes

• Maintain open land

• Provide small business resources

• Build housing capacity

For each strategy, the Planning Committee reached consensus on numerous action steps that will be carried out in short, medium and long-term time frames. These action steps are explained further in a later section of this plan.


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The sTraTegies

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Strategy Descriptions

Preserve and Enhance Current Assets – These strategies seek to stabilize the community by preserving existing assets within the community. This includes the unique riverfront parks, greenways and canals as well as the current home and business owners.

• Encourage volunteers and a sense of community – Providing stakeholders with opportunities to socialize and share information can contribute to long-lasting stabilization. Such activities might take the form of a community newsletter or regular events like the annual Jazzin’ on Jefferson Festival and CTC Picnic. The community is also in need of more meeting spaces open to the public. This can include the Lenox Center or local commercial buildings.

• Preserve and improve parks / greenways – Making regular improvements to the neighborhood parks and greenways will help ensure their future use. This can include new landscaping, walkways, play equipment, and canal dredging. Given the City government’s fiscal crisis, the community is in need of alternative ways to maintain and preserve these important assets.

Make the Neighborhood Safer – Safety is a major component to stabilizing a neighborhood and is important to encouraging future investment in the community.

• Board up vacant homes – Boarding up vacant, open and dangerous structures will prevent the structures from becoming hot-spots for criminal activity and dangerous places for children to play.

• Advocate for demolition – Identifying dangerous structures in need of demolition and advocating for their demolition will make surrounding neighbors feel more secure.

• Coordinate community patrols – Continuing and expanding the neighborhood patrols throughout the neighborhood will hinder criminal activity and foster greater community cooperation.

Make the Neighborhood Cleaner – These strategies seek to create a community that is not only more aesthetically pleasing (thereby increasing the neighborhood’s “curb-appeal”) but also a community that actively acts as a good steward of the land around it.

• Reduce blight – Targeting code enforcement efforts and encouraging property owners to comply with local building codes can help decrease blight throughout the entire neighborhood.

• Improve streetscapes – These strategies seek to improve the overall quality and pedestrian experience in the neighborhood. This can include advocating for public infrastructure improvements like streetlight repair as well as landscaping strategies like maintaining the curb-side tree line.

• Maintain open land - Preventing dumping and ensuring that vacant lots don’t become overgrown will help ensure safety and raise property values. There are also opportunities to use vacant land to promote environmental sustainability and reduce flooding caused by stormwater runoff.

Encouraging Investment From Existing And Potential Stakeholders – Encouraging further investment in the Jefferson-Chalmers neighborhood is important to raising local property values and increasing the overall quality of life for stakeholders. It is important for such investment to be made by current home and business owners along with potential new ones.

• Provide small business resources – Providing business owners with opportunities to make physical repairs to their buildings will encourage them to invest further in the neighborhood.

• Build housing capacity - The community currently lacks a staffed housing organization. Working together to determine how to connect with other organizations with capacity to administer home repair and rehab programs is critical to filling a major community need.

J E F F E R S O N - C H A L M E R SNEIGHBORHOOD STABILIZATION PLANJ E F F E R S O N - C H A L M E R S

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The acTions

After the Planning Committee identified needed strategies, they then considered how best to implement them. Although the Jefferson-Chalmers community enjoys many active residents and several community organizations, there is little coordination between groups. Several previous attempts had been made to establish formal collaborations, with varying degrees of success, but a true collaboration between groups still eluded the neighborhood.

During the stability analysis, members of the Planning Committee admitted that this lack of collaboration sometimes hindered progress. Therefore, the Planning Committee decided to embark on a “strategic approach” to establishing the plan’s action steps. Gaining consensus on broader topics first established a firm foundation of mutual agreement that made determining action steps and roles much easier. It also helped members of the Planning Committee to focus on the strategies and action steps deemed most critical to achieving the plan’s goal.

Through group discussion and several facilitated exercises, the Planning Committee reached consensus on the various action steps involved with implementing the previously established strategies. They also reached consensus on which organization(s) should take the lead in implementing each action. These were mutually agreed upon decisions based on each organization’s mission, current capacity, and existing programming.

The Planning Committee was also able to prioritize the action steps by assigning each a short, medium, or long-term time frame. This means that the action step should be pursued within the following timeline:

• Short-term actions will be pursued within the next year or less• Medium-term actions will be pursued within the next 2-3 years• Long-term actions will be pursued in the next 4 years or more

A New Collaboration

One of the biggest steps toward establishing a formal collaboration between community groups in the Jefferson-Chalmers neighborhood was a monthly meeting held between Creekside, JEBA, JCCDC and SWNA. This monthly gathering, informally referred to as the Jefferson-Chalmers Roundtable, brought together leaders of each organization to exchange information about their current activities. Members of the Planning Committee decided to build off this momentum and hope that their efforts can supplement the progress already made by the Roundtable.

The new collaborative, informally referred to as the NSI Committee, will meet regularly and include appointed members from each partner organization, in addition to each organization’s leader. The NSI Committee is also fostering collaboration with previously untapped organizations such as HCOD. Members of the NSI Committee will establish benchmarks to measure their progress and establish supportive ways of holding each partner organization accountable. This will ensure that visible, positive change in the community is made.


a sTraTegic aPProach

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a collaboraTiVe aPProach To blighT

Throughout the Neighborhood Stabilization Planning Process, the Planning Committee consistently named neighborhood blight as an immediate priority to address. Therefore, the NSI Committee created a mutli-step and collaborative Neighborhood Blight Program that they hope to implement in 2013.

Creekside and SWNA survey the neighborhood, tracking housing conditions and instances of blight.

Creekside and JCCDC maintain and regularly update a database of neighborhood property ownership.

The NSI Committee identifies the worst blight offenders according to previously established criteria.

HCOD, Creekside and SWNA organize cleanups and board-ups around priority properties.

Creekside advocates for code enforcement targeting unresponsive speculators.

JEBA and Creekside provide eligible homeowners with home repair assistance.

Creekside contracts negligent property owners to resolve blight issues.

JCCDC advocates for the demolition of vacant and dangerous properties.

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The WorkPlans

Make the Neighborhood Safer

Advocate for Demolition

Board-Up Vacant Homes

Advocate demolition of priority propertiesLead: JCCDC

Update community on demolition statusLead: JCCDC

Survey homes for vacant and dangerous propertiesLead: Creekside and SWNA

Investigate partners to perform deconstructionLead: HCOD

Secure resources for boardingLead: Creekside and HCOD

Coordinate at least two board blitzes per yearLead: Creekside and HCOD

Survey homes to identify open properties Lead: Creekside and SWNA

Identify partners to launch additional patrolsLead: JCCDCCoordinate local safety patrolsLead: JCCDC

Coordinate crime “hot spot” patrolsLead: JEBA

Coordinate Local Safety Patrols

Preserve and Enhance Current Assets

Encourage Volunteerism and Sense of Community

Preserve and Improve Parks / Greenways

Create plan for more community event spaceLead: JCCDC

Maintain neighborhood newsletterLead: Creekside and JEBA

Encourage youth involvement with community eventsLead: HCOD

Develop foreclosure prevention tips for newsletterLead: HCOD and SWNA

Coordinate neighborhood skills / time bankLead: SWNA

Investigate feasibility of forming community land trustLead: Creekside

Investigate feasibility of adopt-a-park programLead: Creekside

Make the Neighborhood Cleaner

Maintain Open Land

Reduce Blight

Survey lots for dumping and overgrown lawnsLead: Creekside and SWNA

Coordinate at least four community cleanups per year Lead: Creekside and SWNA

Coordinate regular grass-cutting initiativesLead: Creekside and SWNA

Create and maintain ownership databaseLead: Creekside and JCCDC

Advocate for targeted code enforcementLead: Creekside

Contact property owners to encourage code complianceLead: Creekside

Identify partners to help with tree planting/removalLead: Creekside and SWNAIdentify partners to provide horticultural trainingLead: SWNA

Advocate for the repair of broken streelightsLead: JEBA

Improve Neighborhood Streetscapes

Invetigate feasibility of blue/green infrastructureLead: Creekside

Encourage Investment from New and Existing Stakeholders

Build Neighborhood Housing Capacity

Provide Small Business Resources

Identify potential home repair funding sourcesLead: Creekside and JEBA

Identify home repair coordinating partner(s)Lead: Creekside and JEBA

Identify home rehabilitation partner(s)Lead: Creekside and JEBA

Launch Neighborhood marketing campaignLead: JEBA

Provide resources for commercial building rehabilitation and repairLead: JEBA

With the goal of achieving efficient implementation of the NSI actions, and in order to hold members of the NSI Committee accountable, the NSI Planning committee created workplans organized by organizational roles and goal themes. The following diagrams are abridged versions of these workplans due to the fact that each NSI partner organization will customize its own workplan to suit its particular need.

Actions, Strategies and Goal Themes

P a g e l 19

NEIGHBORHOOD STABILIZATION PLANJ E F F E R S O N - C H A L M E R SJ E F F E R S O N - C H A L M E R S

Make the Neighborhood Safer



Advocate demolition of priority propertiesLead: JCCDC

Update community on demolition statusLead: JCCDC

Survey homes for vacant and dangerous propertiesLead: Creekside and SWNA

Investigate partners to perform deconstructionLead: HCOD

Secure resources for boardingLead: Creekside and HCOD

Coordinate at least two board blitzes per yearLead: Creekside and HCOD

Survey homes to identify open properties Lead: Creekside and SWNA

Identify partners to launch additional patrolsLead: JCCDCCoordinate local safety patrolsLead: JCCDC

Coordinate crime “hot spot” patrolsLead: JEBA

Coordinate Local Safety Patrols

Preserve and Enhance Current Assets


Preserve and Improve Parks / Greenways

Create plan for more community event spaceLead: JCCDC

Maintain neighborhood newsletterLead: Creekside and JEBA

Encourage youth involvement with community eventsLead: HCOD

Develop foreclosure prevention tips for newsletterLead: HCOD and SWNA

Coordinate neighborhood skills / time bankLead: SWNA

Investigate feasibility of forming community land trustLead: Creekside

Investigate feasibility of adopt-a-park programLead: Creekside

Make the Neighborhood Cleaner

Maintain Open Land

Reduce Blight

Survey lots for dumping and overgrown lawnsLead: Creekside and SWNA

Coordinate at least four community cleanups per year Lead: Creekside and SWNA

Coordinate regular grass-cutting initiativesLead: Creekside and SWNA

Create and maintain ownership databaseLead: Creekside and JCCDC

Advocate for targeted code enforcementLead: Creekside

Contact property owners to encourage code complianceLead: Creekside

Identify partners to help with tree planting/removalLead: Creekside and SWNAIdentify partners to provide horticultural trainingLead: SWNA

Advocate for the repair of broken streelightsLead: JEBA

Improve Neighborhood Streetscapes

Invetigate feasibility of blue/green infrastructureLead: Creekside

Encourage Investment from New and Existing Stakeholders


Provide Small Business Resources

Identify potential home repair funding sourcesLead: Creekside and JEBA

Identify home repair coordinating partner(s)Lead: Creekside and JEBA

Identify home rehabilitation partner(s)Lead: Creekside and JEBA

Launch Neighborhood marketing campaignLead: JEBA

Provide resources for commercial building rehabilitation and repairLead: JEBA

20 l P a g e


Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2Creekside Community Development Corporation

Reduce Blight

2013Jan Dec Jan Dec Jan Dec Jan Dec

Contact property owners to encourage code complianceAdvocate for targeted code enforcement

2014 2015 2016 Ongoing

Create and maintain ownership database (with JCCDC)

Board-Up Vacant HomesSurvey homes to identify open properties (with SWNA)Secure resources for boarding (with HCOD)

Survey homes for vacant and dangerous properties (with SWNA)Advocate for Demolition

Coordinate at least two board blitzes per year (with HCOD)Maintain Open Land

Survey lots for dumping and overgrown lawns (with SWNA)Coordinate at least four community cleanups per year (with SWNA)

Investiage feasibility of blue/green infrastructure Coordinate regular grass-cutting initiatives

Encourage Volunteerism and Sense of CommunityMaintain Neighborhood Newsletter (with JEBA)

Build Neighborhood Housing CapcacityIdentify potential home repair funding sources (with JEBA) Identify home repair coordinating partner(s) (with JEBA) Identify home rehabalitation partner(s) (with JEBA)

Preserve and Improve Parks / GreenwaysInvestigate feasibility of forming community land trust Investigate feasibility of adopt-a-park program

Improve Neighborhood StreetscapesIdentify partners to assist with tree planting/removal (with SWNA)

Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2Southeastern Waterfront Neighborhood Association


2014 2015 2016 Ongoing

Advocate for DemolitionSurvey homes for vacant and dangerous properties (with Creekside)

Board-Up Vacant HomesSurvey homes to identify open properties (with Creekside)

Maintain Open LandSurvey lots for dumping and overgrown lawns (with Creekside)Host at least four community cleanups per year (with Creekside)

Coordinate neighborhood skills/time bank

Improve Neighborhood StreetscapesIdentify partners to help with tree planting/removal (with Creekside)


Identify partners to provide horticultural training

Develop foreclosure prevention tips for the newsletter (with HCOD)

Coordinate regular grass-cutting initiatives (with Creekside)

Actions, Roles and Timelines

P a g e l 21


Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2Je�erson-Chalmers Citizens’ District Council



Coordinate Local Safety PatrolsIdentify partners to launch additional patrolsCoordinate local safety patrols


Update community on demolition status

Create and maintain ownership database (with Creekside)

Advocate demolition of priority properties

Create plan for more community event space

2014 2015 2016 Ongoing

Reduce Blight

Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2Je�erson East Business Association

Coordinate Local Patrols



Coordinate crime “hot spot” patrols

2014 2015 2016 Ongoing

Launch neighborhood marketing campaignImprove Neighborhood Streetscapes

Advocate for the repair of broken streetlights

Maintain Neighborhood Newsletter (with Creekside)Encourage Volunteerism and Sense of Community

Identify potential home repair funding sources (with Creekside)Identify home repair coordinating partner(s) (with Creekside) Identify home rehab partner(s) (with JEBA)

Provide Small Business ResourcesProvide resources for commercial building rehabilitation and repair

Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2Hope Community Outreach and Development


Encourage Volunteerism and Sense of CommunityEncourage youth involvement in community eventsDevelop foreclosure prevention tips for the newsletter (with SWNA)


Coordinate at least two board blitzes per year (with Creekside)

Investigate partners to perform deconstruction

Secure resources for boarding (with Creekside)

2014 2015 2016 Ongoing


22 l P a g e


abouT The DVPc

The Detroit Vacant Property Campaign (DVPC), led by Michigan Community Resources, is a cross-sector collaboration of community advocates and leaders who are working together to develop and implement strategies to address conditions of vacancy, blight, and abandonment in Detroit.

The Detroit Vacant Property Campaign is comprehensively responding to the vacant property crisis through education and outreach, technical assistance, vacant property planning, and policy work.

The DVPc aPProach To Technical assisTance anD VacanT ProPerTy Planning

DVPC provides technical assistance to community development corporations, non-profits, community groups, and partner organizations to empower organizations to achieve two goals: mitigate the negative impact of vacant property on the surrounding community and turn vacant properties into neighborhood assets. Our technical assistance approach is defined by the following four characteristics:

Neighborhood-specific: Certain variable factors impact a neighborhood’s vacant property situation, such as the level of community engagement, the foreclosure rate, and market strength. The combination of these variable factors creates a vacant property situation that is unique to each neighborhood. The core component of DVPC technical assistance and planning work is neighborhood engagement. DVPC works directly with local stakeholders to understand the vacant property situation in the area and develop an implementation strategy to effectively mitigate the vacant property issues.

Data Driven: DVPC technical assistance joins data and analysis with decision makers to improve their ability to respond effectively to vacant properties. Our approach marries external data with community-generated data. We believe that by incorporating community-generated data, our technical assistance will benefit from data left out of external sources, such as qualitative quality of life variables.

Market- and Asset-Based: In order to develop an appropriate response to vacant properties, it is imperative that plans and strategy recommendations are firmly based on the market conditions in a neighborhood. In addition, a neighborhood’s assets can play a large role in resident attraction and retention strategies. For this reason, DVPC technical assistance also focuses on reinforcing and generating neighborhood assets.

Strategic: DVPC encourages the use of multiple strategies in a targeted and phased approach to addressing vacant properties. There is no single “silver bullet” strategy for responding to vacant properties in Detroit. In order to respond effectively, plans must include many layered strategies that consider ownership, property condition, and location.

T E C H N I C A L A S S I S T A N C E

Vacant property mapping

Analysis of assets and market activity

Production of ownership, lien, and title data

Strategies for vacant property mitigation and community-based

interventions

S E R V I C E S O F F E R E Dm a p p i n g

s t r a t e g y

o w n e r s h i p

a n a l y s i s

P O L I C Y / S Y S T E M R E F O R M

Policy development for vacant property related issues

Analysis of current or proposed policies

S E R V I C E S O F F E R E Ddevelopment

a n a l y s i s

VACANT PROPERTY PLANNING

Development of plan aimed at returning vacant properties to

neighborhood assets

Title and ownership analysis focused on identifying barriers to

redevelopment

S E R V I C E S O F F E R E D

a n a l y s i s

p l a n n i n g

E D U C A T I O N / O U T R E A C HS E R V I C E S O F F E R E D

DVPC vacant property publications and informative community

presentations

Grants for organizations to employ innovative vacant property

maintenance and security activities

f u n d i n g

e d u c a t i o n

COMMITTED TO THE REVITALIZATION OF DETROIT AND ITS NEIGHBORHOODSI N I T I A T I V E O F D E T R O I T L I S C L E D B Y C O M M U N I T Y L E G A L R E S O U R C E S

P a g e l 23


COMMITTED TO THE REVITALIZATION OF DETROIT AND ITS NEIGHBORHOODSI N I T I A T I V E O F D E T R O I T L I S C L E D B Y C O M M U N I T Y L E G A L R E S O U R C E S

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JEFFERSON-CHALMERSmi-community.org/wp-content/uploads/2019/11/Jefferson-Chalmers... · 6 l P a g e The neighborhooD The Jefferson-Chalmers community is a unique riverfront community