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It is a lower-middle class community with a population of 2, U. With only a third of a square mile in area, it is the second smallest jurisdiction in the county but ranks the highest in population density Hamilton County Regional Planning Commission, The village was established in the mids as the first white settlers moved into the area. After World War II, more families began to favor the newer suburbs in comparison to Elmwood Place, which was built out with no developable land for modern housing. The village tried to attract more industry to build up the tax base, but few new ones moved in.
Urban renewal projects stalled, and public services were cut back severely. Over time, the Elmwood Place continued its downward spiral. This is visible in the decline of its residential neighborhoods and business corridor. Today, its quiet, quaint residential neighborhoods are plagued with pockets of run-down and abandoned homes due to years of neglect or recent foreclosures. Most of the homes within Elmwood Place are over 90 years old and are in need of repairs. To make the situation worse, the pressing issue of foreclosures has affected the community. In , the village ranked 25th out of 49 communities in completed foreclosures in Hamilton County Working in Neighborhoods WIN , Its business district also suffers from elements of decline.
Once a thriving and bustling commercial area, its business district now resembles a ghost town. Empty storefronts and vacant, decaying buildings line its main street like empty caskets. At its peak in the s, the village had over thriving businesses along its main corridor Ellison, personal communication, January Today it has fewer than In addition, the Elmwood Place has a higher population of low to moderate income persons than other jurisdictions within Hamilton County. In , the mayor solicited the assistance of the Hamilton County Regional Planning Commission HCRPC , a county agency that provides advisory planning services to county municipalities upon request.
A recommendation of the plan called for the village to seek a nonprofit housing organization to assist with the redevelopment of its residential neighborhoods. The mayor and council were open to this recommendation and agreed to have the staff at HCRPC contact a nonprofit housing organization Ellison, personal communication, January WIN is a nonprofit housing CDC located in the urban community of South Cumminsville in Cincinnati and was created in to give low and moderate income residents a voice in issues that affected them.
WIN committed to complete 10 housing units in Elmwood Place over a fiveyear time span, beginning in B. Busch, personal communication, February 15, WIN has acquired two homes so far. Wilson, personal communication, February , June 24, ; S. Walsh, personal communication, January 21, WIN has since acquired other additional funding, but has proceeded slowly. Included in these funds is money for soft second mortgages for first-time buyers of the properties.
Beyond housing development, WIN agreed to provide homeownership training workshops in the village. The purpose is to encourage potential home buyers to consider the village as a place of residence, as well as to encourage existing renters to become homeowners H. Wilson, personal communication, February, June 24, The housing planner was to develop a plan for improving housing conditions. As part of the planning process, two residential target areas were identified as areas in severe decline. Both of these areas had homes that were in substandard conditions needing repair Mitchell-Brown, Under the direction of the housing planner, the village collaborated with the Hamilton County Community Development Department to oversee the program and select eligible applicants.
NSP was first funded in early These are limited programs specifically to address the problems of vacant, foreclosed, and abandoned properties. The funds are being used to acquire and rehab, or in some cases demolish, vacant, blighted, and abandoned homes, to convert to active residential use U. The mayor knew that the village lacked the expertise, skill, and manpower to acquire and rehab homes.
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He sought a nonprofit housing developer, Homestead and Urban Redevelopment Corporation HURC , which was recommended by the housing planner, to revitalize neighborhoods within the two target areas identified in the housing study. As a result of city budget cuts, HURC became an independent organization. Kocher, personal communication, January 27, ; E. Rust, personal communication, January 27, By summer , a formal partnership was developed between the village and HURC.
Currently HURC is in the process of rehabbing two blighted foreclosed homes, which will be sold to homeowners. Social capital stock within Elmwood Place is very low or almost non-existent. There are no formal or informal organizations that strive to promote community development.
In regard to community development efforts, the mayor works mainly as a loner, without any true support from the Village Council. The village also lacks local financial resources to promote community development efforts. Although bonding and bridging social capital are virtually non-existent, the village does have characteristics of linking social capital. By collaborating with outside organizations, the Elmwood Place was able to improve its housing stock and homeownership within two of its targeted neighborhoods, using its network of resources human, physical, financial from outside institutions that the village itself lacked.
Mount Healthy, first settled as a village in , was originally named Mount Pleasant. The town prospered economically in the following decades, with the establishment of some light manufacturing, as well as a number of taverns, a furniture factory, several garment factories, wagon makers, and potteries. In the twentieth century, as automobile use became more widespread, Mount Healthy became a suburb of Cincinnati. Mount Healthy officially became a city in Located just 15 miles north of downtown Cincinnati, Mount Healthy consists of a collection of single- family residential neighborhoods Mitchell-Brown, Mount Healthy has shown signs of decline in its residential neighborhoods and business district.
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Two of the most common problems are an aging housing stock and poor property maintenance. Census ; Cincinnati MLS, Due their age, homes in Mount Healthy are in need of repairs. Foreclosures are also a pressing issue. In , the village ranked 15th out of 49 communities in completed foreclosures in Hamilton County WIN, Beyond residential housing issues, its business district faces problems of increased vacancy and declining property maintenance.
Kocher, personal communication, January 27, Similar to Elmwood Place, Mount Healthy continues to experience decline in its population, business district, and residential neighborhoods. However, this decline is not as severe as in Elmwood Place. In addition, Mount Healthy has seen a huge increase in issues related to poverty.
Since its poverty rate has increased by over percent see Table 4. The organization was initially formed over 50 years ago as a forum for business networking and marketing. During the past two decades it has transformed into not only a networking forum, but also a mechanism and resource for community improvement initiatives within the city.
This organization uses these events to raise funds to make infrastructure improvements within the business corridor, such as parking lot improvements M. Fey, March 8, , personal communication; B. Kocher, personal communication, January 27, ; T. Lombardo, personal communication, March 8, Currently, the business association has collaborated with the city to improve property maintenance within the business district to implement a self-imposed property code maintenance program.
Members of the business association began to see an increase in the number of poorly maintained properties and wanted to take a proactive stance to address this problem. The Business Property Maintenance Initiative allows the business owners to work collaboratively with the city property maintenance code enforcement officer to document and report issues of property maintenance and go after property owners to make the necessary improvements.
This committee is charged with addressing issues of business vacancies. In order to do this, the EDC has developed an action plan for business recruitment and retention with the hope of filling the vacancy gaps in the business district. They also are sponsoring business education seminars for new and existing businesses within the city C. Graham, personal communication, May 29, ; B. This group was started in the early s by a resident who wanted to make the city a more attractive, inviting, and walkable community.
In her quest, she solicited several of her neighbors and established the Mount Healthy Beautification Committee. The group solicits donations from residents and businesses to implement community beautification projects throughout the city. Projects include planters in the downtown area, landscaping of the community center and pocket parks, and neighborhood clean-up of public greenspaces C. The Mount Healthy Alliance, Inc. Their belief is that they can serve more of their community by joining together than by acting individually K.
Lorenz, personal communication, March 8, The organization emerged in as a result of a community pastors meeting during which many pastors brought up the issue that they were seeing more and more people asking for assistance. They thought the best way to manage the problem would be to form an organization of all churches to address that situation, which was eventually called the Mount Healthy Alliance MHA.
As part of the alliance, each member congregation provides food and other items needed for the pantry. The congregations also provide financial support and volunteers to operate the pantry. All staff members work on a volunteer basis. MHA also solicits volunteer assistance from local high schools and other community organizations. They also receive assistance in the form of food donations from agencies such as the Freestore Foodbank.
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Patrons come to the pantry and fill out paper work confirming that they are eligible to receive food based on USDA income guidelines. In , MHA served approximately 45 to 50 families a month. In , they served an average of households a month K. The need for the CIC at that time was for redevelopment. Established as a private c 3 attached to the city, the CIC serves as its economic development arm. The key element is the capability to acquire property more effectively than a public entity, such as a city.
The CIC is only activated as needed and has two major initiatives: Kocher, personal communication, January 27, ; S. Wolf, personal communication, February 24, The goal of the partnership was to revitalize the neighborhood and to establish senior housing within this community. He knew CMHA was potentially working in another first- suburban community and wondered if they would be interested in working in an area where there were similar circumstances. However, before an agreement was solidified, the city staff and council researched CMHA and visited some of their housing development projects.
In addition, there were several meetings between the city staff, CIC members, and CMHA staff, which included discussions of the boundaries and expectations of all parties. Slowly, all groups were able to build and establish trust, which resulted in a development partnership. When the city and CIC ran out of those funds, the city committed additional bond dollars to continue the purchase of properties for the revitalization project.
In spring demolition was completed, and a groundbreaking ceremony was held that summer, with a projected completion date. Ruberg, personal communication, February 24, ; B. Compared to Elmwood Place, Mount Healthy has a relatively high level of social capital stock. There are at least two social capital networks that promote community development.
There is evidence of bonding, bridging, and linking social capital, illustrating association and trust among members, strong social bond, and effective organizations within a community, as well as cross- cutting organizational ties and cooperative alliances with external resources. The lower level of social capital stock in Elmwood Place is largely a result of its context. For instance, Elmwood Place is characterized by the absence of neighbor networks, lower-income residents, less educated population, and lack of governmental resources.
Because of its context, many residents within the community are struggling to get by and may not have the time to devote to community development efforts. Unlike Mount Healthy, Elmwood Place lacks the community social networks to help address most of the challenges it is experiencing. There are no neighborhood community improvement corporations or business associations to attend to its deteriorating business district. Despite the lack of bonding and bridging stocks of social capital, Elmwood Place has been able to improve its residential neighborhoods by using resources and skills from organizations outside the community.
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This use of linking social capital helped to foster positive community development initiatives for the village. For instance, the exterior housing improvement program administered by the county helped to improve over 10 homes in distressed neighborhoods.
The implication is that although weak in some instances, social capital stock is a possible instrument for neighborhood revitalization. The concept of social capital has been used broadly to explain neighborhood dynamics within the past several decades, being deeply connected to neighborhood revitalization issues. For example, the businesses in Mount Healthy felt that their business area was declining and organized to take steps to deal with its problems. Based on evidence from the literature and case examples, social capital is a viable and necessary community development tool for compellingly addressing challenges of the first-ring suburbs.
The link between community development and social capital is a significant factor in improving neighborhood conditions within the first-suburbs, particularly those issues at the micro-scale e. Social capital reflects the ability of community members to participate, cooperate, organize, and interact. Within this framework, the success of social capital depends on the specific context in which it occurs. Given certain conditions, social capital can be considered an enabling resource that improves the effectiveness of other community capital inputs in development.
Simply put, those communities endowed with a rich stock of social networks and civic associations will be in a stronger position to confront suburban decline. In comparison, those first-suburban communities with low social capital stock will be in weaker positions to promote community development. However, it is not necessarily the level, but the presence, of social capital that is critical for neighborhood revitalization to occur. The illustrations demonstrate the role and function of social capital in the first-suburbs as change agent and catalyst for action and sharing of resources among community members, local officials, and public and nonprofit agencies.
In each case, social capital is mobilized to address neighborhood problems. As such, concerns such as community image, neighborhood crime, or poor property maintenance seemed to be addressed by community-based organizations and local government e. In comparison, problems of housing and foreclosures tend to be addressed through cross-boundary partnerships and collaborative arrangements between public entities and outside institutions e. The cases demonstrate that local governments are key players in the development of community driven social capital and the success of neighborhood improvement initiatives.
Though limited in financial support, local governments provide moral support to neighborhood-based organizations, as well as in-kind support through the use of materials, supplies, or staff. In return, neighborhood-based organizations assist local governments in building community character and image by neighborhood improvement projects and programs.
In addition, each case also illustrated how outside institutions play influential roles in the social capital-community development process within first-suburban communities. Problems, such as residential foreclosures and blight, tended to require knowledge, skills, and resources beyond those available within the local communities e. To address these types of issues local government administrators should continue to act as initiators in the residential redevelopment of their communities, soliciting and engaging nonprofit housing developers in neighborhood improvement partnerships in the first-suburbs.
The CDC-local government partnerships have proven beneficial in several respects. First, the establishment of partnerships allows elected officials and local governments to understand CDC practices and encourages buy-in. Second, establishing a partnership in the earliest stages of planning allows for open dialogue and communication between the CDCs, the communities, elected officials, and local government. The CDCs thereby understood what the community expected, and the community was aware of the types of housing products and programs that the CDC could offer.
Third, the partnerships encouraged the sharing of public and private resources to complete housing projects. For instance, in each of the cases, the first-suburbs were willing to utilize their NSP funding to assist the CDCs in acquiring or rehabbing properties, while the CDCs were willing to use their existing lines of credit, as well as their expertise and their other resources.
Finally, collaboration with nonprofit housing organizations enables multiple housing organizations, which individually lack capacity, to make a significant impact on the areas they target. This study helps to set the stage for local government officials and community development practitioners to direct policies that encourage more partnerships with nonprofit housing CDCs in the first-suburbs.
By developing public policies that inspire collaborative partnerships between nonprofit housing providers and local government and focusing on targeted neighborhood improvement, local governments can expand not only their capacity, but also the capacity of the CDC, as well as the overall impacts of redevelopment efforts. For instance, community revitalization efforts benefit from strengthened partnerships between the public and the nonprofit sector. If a CDC is actively addressing vacant properties in a neighborhood that has been identified as a target area for redevelopment by the local authorities, closer collaboration between the two sectors can increase overall project capacity.
The transformation of foreclosed single- family housing into new homeownership units can complement community redevelopment goals by stabilizing and increasing local property values. Moreover, local governments should promote policies that encourage nonprofit housing and CDCs to aim for a geographic concentration in housing redevelopment. When identifying foreclosed properties for acquisition and rehabilitation, choosing properties that are in close proximity to housing that is already in CDC ownership is beneficial to both the community and CDCs because properties clustered in a tight geographic area increase the possibility of reaching economies of scale, both financially and physically.
Additionally, greater collaboration between CDCs should be explored. Neighborhood stabilization efforts can potentially be improved by closer partnerships among CDCs and through financial arrangements and general sharing of experience and know-how. Bonding and bridging social capital and economic growth. Social capital and political fantasy: Cincinnati Metropolitan Housing Authority.
Report to the Community: Cincinatti Metropolitan Housing Authority, pp. Committee for Economic Development. The well-being of nations. The role of human and social capital. Organisation for Economic Co-Operation and Development. Social capital and sustainable development. De Souza Briggs, X. Brown kids in white suburbs: See what's been added to the collection in the current 1 2 3 4 5 6 weeks months years. Cite this Email this Add to favourites Print this page. Catalogue Persistent Identifier https: You must be logged in to Tag Records. In the Library Request this item to view in the Library's reading rooms using your library card.
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