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Home My WebLink AboutNORTHSIDE COMMUNITY NEIGHBORHOOD PLAN (9-2000)City of La one, Texas Northside Community Neighborhood Plan September 8, 2000 Table of Contents 1. Acknowledgements 2 2. Description of the Northside Community 3 3, The Northside Neighborhood Plan — Purpose and Process 8 4. Beautification and Urban Design in the Northside Community 17 5. Infrastructure in the Northside Community 26 6. Land Development Needs and Opportunities 32 7. Quality of Life, Social Factors, and Community Engagement 38 8. Recommendations for Successful Implementation of the Northside Neighborhood Plan 54 9. Directory of Available Resources and Technical Assistance 66 10, Appendices 72 Northside Neighborhood Plan 1 1. Acknowledgements The City of La Porte wishes to acknowledge and express gratitude to the following contributors to this community planning effort: • Northside Neighborhood Plan Steering Committee Charlie Perry, Chairman Bobby Schlenk, Vice Chairman Essie Candler Kathleen France Betty Moore Robert Swanagan Charles Underwood James Warren Deotis Gay, Councilmember, City of La Porte • The La Porte Community Civic Club • The Main Street Association • Citizens who attended the public meetings • Children of Kids in Action, supervised by Janice McKenzie -Henry, who delivered flyers announcing the community meeting Northside Neighborhood Plan 2. Description of the Northside Community The Northside neighborhood is part of the original town of La Porte, founded in 1892 by A. M. and J. H. York, I. R. Holmes and T. W. Lee as a real estate venture. With its streets laid out in the typical grid pattern, the Northside residential community is framed on four sides by commercial properties and business activity of various sorts. On the north is Barbours Cut Boulevard, the main thoroughfare for truck traffic headed toward Port of Houston shipping terminals. Distributed along Barbour's Cut are industrial container storage areas, trucking dispatch and maintenance facilities, La Porte ISD facilities, and other businesses tied to Port activities. The western border is Eighth Street, which abuts State Hig{i- 446 and its feeder road. On the eastern side is Broadway Street. Both Broadway and Eighth Streets display a mixture of residential and business uses along with scattered tracts of vacant land. The southern edge of the neighborhood comprises La Porte's historic Main Street commercial district, which offers a variety of retail stores, antique shops, restaurants, and other small businesses. In 1900 La Porte had a population of 537. In 1915 the town suffered from two major disasters — a fire that destroyed the Main Street business district and ravages from the same hurricane that devastated Galveston Island. La Porte rebuilt, rebounded and eventually by the 1920s and `30s had positioned itself as a popular summer resort town. Its main attraction was Sylvan Beach Amusement Park, where famous musicians including Benny Goodman and Rudy Vallee performed for dances and beauty contests. Over the years, especially during and after World War H, La Porte's popularity as a summer resort waned. It was only with the opening of the La Porte - Baytown tunnel in 1954 and the nearby development of the Johnson Space Center and Bayport Channel that La Porte was able to take advantage of new economic opportunities, shifting from a quiet coastal resort economy to one more heavily centered on petrochemical manufacturing and shipping. Chemical plants and related industries grew outside the town limits, offering jobs that attracted new workers to the area. Asa result, La Porte's population grew to 7,149 in 1970. With continued growth and the annexation of suburban territories in the 1980s the town expanded to nearly 28,000 citizens by 1990. While the rest of La Porte grew, much of the Northside community experienced decline over the years. The old central business district deteriorated as fast food franchises and national retail chains located along Fairmont Parkway to the south. The Northside's residential neighborhood saw little or no growth. Senior citizens living in the Northside area recalled that there was no formal development of the neighborhood over time. According to one elderly resident, "it (the neighborhood) was just already there." Individuals would buy lots and then build homes themselves, which they then occupied. From time to time, a skilled carpenter/homeowner might build a house on a lot and then sell it to a friend or relative. Over time, the neighborhood became a patchwork of homesteads and vacant lots. Across the street from the neighborhood park, the Green Oaks Apartments were built. Most of the houses in the neighborhood are of wood frame construction, with a sprinkling of 1960s brick rancb-style houses here and there. Some of the oldest structures show evidence of serious deterioration, but many others are neatly kept and in good condition. There are a handful of derelict abandoned structures and occupied residences being used as repair yards and for junk storage. Nevertheless, a brand-new modem brick home was built in the 1990s just south of the park, brightening hopes that the neighborh ood would have potential to attract new development and new prosperity. Northside Neighborhood Plan The social fabric of the Northside neighborhood is strong. Residents share a pride in the accomplishments of community activists, like Jeanie Riley and Charles Walker who fought for and won improvements over the years and for whom the neighborhood's community park and recreational center are named. They view the park and community center along with the new De Walt School, named for pioneer schoolteacher Viola De Walt, as the neighborhood's most valued assets. They have carefully preserved the first school building in La Porte dedicated to African - American children (see more information below), which is now used for Eastern Star and church meetings. Despite its relatively small size, the Northside neighborhood has seven active churches, indicating a firm spiritual foundation in the community. The neighborhood is also the home of the La Porte Community Civic Club, an all -volunteer grassroots association that has organized regular clean-up campaigns, Juneteenth celebrations, ball games in the park, and other activities that have enriched the lives of many. Moreover, the Northside is home to City Councilmember Deotis Gay, who has served as the elected voice of this neighborhood for n early two decades. There is stability and a strong sense of heritage in the neighborhood. More than one elderly citizen tells tales of being born in the Northside and then rearing a family in the same ancestral home. Many of those who have moved out of the community retain lasting ties of family and affection. A few of those who left have even returned to set down new roots. While the neighborhood is predominantly African -American, it also has a small number of Ilispanic and Anglo residents. The small-town, almost rural character of the neighborhood is enhanced by the adjacent Main Street business district, which, though it has seen better days, is now trying to capitalize on the resurgence of interest in historic downtowns. Several antique shops no w occupy storefronts built in the early 1900s. An active Main Street Association is leading the way toward beautifying the streetscape and organizing activities designed to attract tourists and big -city dwellers seeking escape and entertainment. The Northside clearly possesses an abundance of assets that can serve as the basis for renewal and revitalization. It also has a modest share of liabilities. Chief among them is a persistent problem with vagrancy and street drug trafficking on 2nd and 5" streets and along parts of Broadway. Long-time residents complain of uncivil behavior among some of the younger people, such as loud music, public intoxication, and foul language. Finally, the abundance of vacant lots is both an asset and a liability: While the lots offer opportunities for new affordable housing sites, they also attract junk and litter and provide convenient hiding places for those engaged in illegal activities. None of these problem(is completely intractable, given the amount of social cap ital that presently exists in the community. • Tyler & N. 5`h Street — Firstschool dedicated to African -American students In 1909, by vote of the trustees of the La Porte Independent School District a school was organized for black children in La Porte. Since there was no building for this purpose, the first classes were held in the Baptist Church. On weekdays, school was held in the church while the weekends were reserved for regular services. Sometime later the local Methodist Church built the structure now located at the corner of Tyler and North 5 d' Streets and sold it to La Porte ISD. The school district then transferred the school to its new home. Northside Neighborhood Plan In the early years, one teacher was responsible for teaching all the children in grades I through 6. Viola De Walt, the school's first teacher, taught there for thirty years. Among her teaching colleagues were Marie Curry, Alice McDade, Sweetie Evans and others. In 1943 a two-room building originally located at Morgan's Point was moved next door to the school. It provided additional classroom space and became the site for special music and drama courses. La Porte's African -American children, grades 1 -8, attended the school continuously until 1953 , when La Porte ISD built the original De Walt Elementary School in the Northside neighborhood. (Young people in grades 9 -12 went to Baytown's Carver High School.) Finally, the school ceased in 1963 -64 with the advent of integration. The La Porte chapter of the Order of the Eastern Star subsequently bought the school building and today uses it for meetings and other functions. This information was adapted from text written by historian Virginia Norris and posted on a historical marker located at the school building located at Tyler & N. 5th Street. Illustrations 1-2. The first school for African-American children in La Porte. t fy Northside Neighborhood Plan 5 7 x INCZ§?. ?d ^' I d ^ '' » _ �. �®¥ »» . j» \\d/\ - P\r; k m%! \ 2 � � \ , \ » !/ g � � \ \� \ \ �� ^ ~ \ \� . >..mNN r I / \IN IN � © . Illustrations 3-4. Photos of the original Main Street provided by the Main StreetAssociation. Nor[hside Neighborhood Plan 3. The NorthSlde Neighborhood Plan - Purpose and Process Purpose of the Plan The purpose of the Northside Neighborhood Plan is to guide the residents, the City of La Porte and others regarding opportunities to enhance the quality of life within the Northside community. The Neighborhood Plan will provide a beginning point from which to frame discussion and make decisions designed to lead the Northside area toward community development and revitalization as well as economic renewal. Upon approval of the plan concept and provision of funding by City Council, the Department of Planning and Zoning engaged Hawes Hill & Patterson Consultants, L.L.P., to facilitate the creation of the Northside Neighborhood Plan. With recommendations from the Northside Civic Club, the Planning Department organized the Northside Neighborhood Plan Steering Committee ("Steering Committee"), whose members comprised Northside neighborhood residents and representatives from the nearby business community. Also serving ex-ofcio on the committee were Doug Kneupper, Director of Planning, John Joems, Assistant City Manager, and Council Member Deotis Gay. The Steering Committee met regularly to review the consultants' findings and suggestions and served as the sounding board and advisor for all work on the Plan. With assistance from City Council, the Steering Committee and City staff, the consultants identified and met with key community leaders to assess social capital and to collect initial information regarding history, sense of community, economic and political climate and qual ity of life in the Northside community. Several meetings were held with the Northside community at large, with individual residents, and with others to accomplish the following: • Introduce and explain the concept of comprehensive neighborhood planning and to develop an understanding of the community's perceptions regarding quality of life and how it might be improved • Facilitate identification and prioritization of needs and goals and categorize them according to the entity that may be able to fulfill them (e.g. city/county government, service agencies, funding source, and necessary actions to accomplish the goals) • Present drafts of the Neighborhood Plan for discussion, input, and revisions • Participate in working sessions with the La Porte City Council to discuss the planning process and the Neighborhood Plan as well as to gain approval and commitment to the Plan. Northside Neighborhood Plan Information Gathering A key component of the planning process involved gathering informafion from residents to determine their concerns and desires for the community. Initial exploration occurred at a neighborhood meeting held at the Jennie Riley Complex on September 23, 1999. Through the process of brainstorming, the consultants assisted participants to form small discussion groups, each assigned to a specific topic relating to neighborhood quality of life. Each group identified aspects of the Northside neighborhood that were good and should be preserved as well as aspects that could be made better. The meeting produced the following unprioritized list of comments about the current conditions in the neighborhood and ideas for improvements and activities. Comments and Ideas Developed at the Community Meeting Held September 23, 1999 ❑ Recreation/Social Scene Good Basketball court Neighborhood clean-up program Recreation Center Ball park New park and playground Could be better Walking nails Citizen pahnls Swimming pool Arts & craffs classes (e.g., jewelry making) Wading pool for small children Horseshoes Basketball court for small children Interactive games for small children Soccer and football goals Games and activities for senior citizens Tennis court Fitness facility Fitness facility Softball Streetlights, lights on basketball court and on new park More city mowing ❑ Infrastructure Good Good but could be better Jennie Riley Center Code enforcement on nrndown houses Drainage Police patrolling Dewalt School streets Yards Could be better Transportation for senior citizens **Apartment wmplex`* Housing infili Sidewalks Clean alleyways, mowing Lighting Consider street closings for cut -through traffic Improved street, underground drainage Beautify play areas Traffic problems at 24& Main, lst & Main 7'R�Tir ._ riR�E? Good New alternative school Community and church working together c Club Churches A place for our children to go after school Could be better Health Gaze Cultural activities Home improvement; home repairs Adult education Another grocery store Public aansportation After school programs Additional child care Jobs Faith -based ministries Job training programs Neighborhood watch program Affordable homes More street lights Northside Neighborhood Plan ❑ Beautification Good Trees concrete streets Entrance marker Sound walls—Barbour's Cut PaintFlowers Northside enhance Cleanliness Appearance of structures —homes, businesses, etc. Mow vacant lots Cutting grass & weeds Courtyards ❑ Safety and security Good Could be better Churches Clean up junked car; Waiking/biketrails Water fountains New street signs G affiti Better signs/identification of parks Flowers/shrubs at entrance of building Sheet lights Trash storage Yazds cut & edged Lighting Police substation Elimination of wooded azeas near residential Sidewaiks Come watch More police patrols Eliminate people standing on the street at all Elimination of crack houses times of day and night selling dope Curfew Children playing — signs Identification of Community Priorities After summarizing this information, consultants sought feedback about community priorities in two ways: first, by asking Steering Committee members to rank the community meeting findings according to their preferences and priorities, and second, through a "Northside Neighborhood Plan" survey which was mailed to all participants who signed in at the September 23 community meeting and also distributed to others in the neighborhood. We asked members of the Steering Committee to review the comments and concerns expressed at the community meeting and, within each category of items to be made "better," to select five in order of priority (most important ranked as firs t, next most important as second, etc.). Six members of the committee provided their responses. We analyzed these responses according to the following steps: Step t. We recorded each instance a particular item described as needing to be made "better" was selected as a priority by a member of the Steering Committee. For example, "Walking trails" was selected by only one steering committee member as a priority. Step 2. The consultants then totaled the number of times each item was selected by a Steering Committee member. To illustrate, in the category Recreation/Social Scene, the item "Streetlights, lights on basketball court and on new park" was selected by all six respondents. We show this below as "n= 6." Step 3. We arranged the top five items in order of frequency selected as a priority. When there were ties, we averaged the priority rankings, listing the lowest avernge as the greater priority between those tied. Notthside Neighborhood Plan 10 Steering Committee Rankings ❑ Recreation/Social Scene In prioriry Streetlights, fights on basketball wort and on new pink (n=6) 2na priority More city mowing (n=5) Wior. Basketball court for small children (n=4) priority T-ball, Little League field (n=3, avg =3.50) *41h priority Swimming pool (n=3, avg= 3.50) 5' priority Softball (n=2) ❑ Infrastmcture to priority Improved stieek underground drainage (n=5) 2na priority "Agar anent Complex" (n=5, avg = 2.60) 3`a priority Sidewalks (n=5, avg =4.25) 41 p ionty Lighting (n=4) *5 priority Transportation for senior citizens (n=3, avg = 3.00) *5a priority Clean alleyways, mowing (n=3, avg = 3.00) *1°priority After school programs (n=5, avg = 3,00) *In priority More street lights (n=5, avg. = 3.00) 2nd priority Home improvement; home repairs (n=4) 3m priority Neighborhood watch program (n=3, avg =1) . 0 priority Affordable homes (n=3, avg = 2) 51' priority Job training programs (n=3, avg = 4.00) ❑ Beautification In priority street lights (n=5) 2na priority Mow vacant lots (n=4) 3`°priority Clean up junked cars (n=3) 0 priority Planning (n=2, avg = 3.50) 5a priority New street signs (n=2, 4.00 avg.) ❑ Safety and security 1"prioriry Police substation (n=5) 20a priority Elimination of crack houses (n-4, avg =3.00) 3'a priority Lighting (n=4, avg = 3.50) e priority More police patrols (n=3, avg = 2.57) 5's priority Eliminate people standing on the sheet at all times of day and night selling dope (n=3, avg = 3.50) Consultants received 31 anonymous responses to the Neighborhood Plan Survey, which was mailed or distributed with the help of the Civic Club, City of La Porte, and Main Street Association to community meeting participants and others in the Northside Neighborhood. This survey reiterated and defined the broad categories covered by the discussion groups in the community meeting and added anew category — economic development — that was not part of the original community discussions. Because the survey was designed to elicit responses from neighborhood residents who perhaps were not able to take part in the community meeting, respondents did not receive a list of the suggest ions and concerns collected at the community meeting. Instead, they were asked simply to write in their ideas for changes or improvements in priority order, according to "most important," "2nd most important," etc., to "50 most important." Additional space was provided for comment. A copy of the survey is in the Appendix. To analyze the results and derive a set of rankings for the responses, the consultants assigned a system ofdpoints to the qualitative criteria. A suggestion offered as "most important" received 5 points; 2" most important, 4 points, etc.; to 5 s most important, 1 point. If a suggestion was made more than one time and ranked within the same qualitative criterion, points were multiplied times the number of respondents choosing that ranking. Additionally, because responses were seldom Northside Neighborhood Plan I 1 identical, the consultants grouped very sjmjlar suggestions together. Finally, points were totaled for each suggestion and then listed in order of the top five from highest to lowest. Northside Neighborhood Plan Survey Results ❑ RecreationlSocial Scene 1"priority Hire qualified persons to organize and produce programs for Community Center 30 points (n= 6) Y" priority Produce plays/theatedcuituml events at the Community Center 27 points (n=g) 3nd priority Improve the Center facility, increase amenities 26 points (n=7) e priority Provide after -school programs at Community Center 20 points (n=5) 56 priority Increase learning opportunities for all ages 19 points (n=5) ❑ Infrastructure 1"priority Provide mom sidewalks 68 points (n=17) 2nd priority improve storm water drainage 48 points (n=12) 3`6 priority Increase number of fire hydrants 33 points (n=7) e priority Undertake street improvements 32 points (n=g) 5° priority Upgrade park, add more parts 18 points (n=6) ❑ Human needs 1" priority Increase affordable housing 56 points (n=17) 2nd priority Increase organized activities foryouth 53 points (n=13) 3ad priority Increase employment opportunities 52 points (n=12) 4`d priority Increase job taining/educational opportunities 43 points (n=16) 56 priority Increase availability of child care 40 points (n=10) ❑ Beautification 1"priority Improve general cleanliness of Northside area 44 points (n=10) 2nd priority Clean vacant lots 37 points (n=13) 3' priority Improve upkeep of homes 36 points (n=9) 0 priority Plant flowers, trees 23 points (n=6) 56 priority Improve ordinance enforcement 16 points (n=5) ❑ Safety and security 1" priority Eliminate dangerous buildings 79 points (n=10) 2nd priority Reduce dmg/alcohol problem 45 points (n=20) 3rd priority Increase police patrols 34 points(n=8) e priority Reduce vagrancy 25 points (n=8) 56 priority Impose/enforce a curfew 23 points (n=6) ❑ Economic development 1" priority Provide job training; increase job development 23 points (n=5) 2nd priority Provide educational forums (e.g., on the job mm*et, running a business, mmmunity college classes) 21 points (n=6) 3'd priority Beautify Main Street/improve Main Snnnet buildings 20 points (n=5) 4"d priority Help with grants, low interest loans for small business 19 points (n=5) 56 priority Encourage new businesses 18 points (n=4) These information -gathering activities provided a framework for the consultants to conduct ftuther invesfigations, which included interviewing individual residents and community leaders one-on-one, mapping land uses and public infrastructure, and photographing significant sites in the Northside neighborhood. Presentation and Discussion of Plan Draft As the draft of the plan progressed, the consultants reviewed its contents and received suggestions for revisions, additions, and priorities from city staff, members of the Steering Committee and Councilmember Gay. This portion of the planning process spread over several months, concluding with a summary presentation of the nearly finished plan to the City Council at its retreat held July 8, 2000, Subsequent to the retreat, the consultants presented highlights of the draft plan to the Northside community at a townhall meeting at the Jennie Riley Community Northside Neighborhood Plan 12 Center on July 13 h. The purposes of the community meeting were to share the four chief elements of the plan, obtain a stronger indication of community priorities among those elements and build a broad base of support for the plan and its implications for future community activities. METHODS USED AT COMMUNITY MEETING FOR IDENTIFYING PRIORITIES Prior to the community meeting the consultants prepared and posted signs on the walls of the community center to aid in the process of priority identification and ranking. Four sign areas were created— one for each of the four main categories of planning goals. The central poster for each area contained one primary goal statement. Branching off from the primary goal statement were posters containing strategy statements, attached to which were more posters containing the specific action recommendations detailed in the Neighborhood Plan. Each participant in the community meeting received three large, colored, adhesive stickers —one red, one yellow and one green. Participants were asked to place the red sticker on the goal datemmt they considered most important for the purposes of the plan, the yellow sticker on the next most important goal statement, and finally, the green sticker on the 3'd most important. Each participant also received 12 small colored stickers which they used to "vote" in the same way for the action recommendations they liked most among those offered to carry out the strategy for a particular goal. The colors of the small sticker carried no significance. Participants were allowed to cast more than one vote for a particular action recommendation if they wished, within the limit of 12 stickers issued to each. The consultants analyzed [he results by totaling all red, green and yellow stickers applied to the goal statements (grand total N = 97.) To determine rankings among the four goals in terms of the community's opinions of importance, the following points were awarded to the color stickers: Red (Most Important) = 3 points Yellow (2°d Most Important) = 2 points Green (3xd Most Important) = I point Multiplying the number of each colored sticker in each category by the corresponding points yields a weighted score that can then be averaged over grand total of sticker votes cast. The lower the weighted average score, the higher the relative priority for those who cast votes. The findings were as follows: Quality of Life, n = 29 Red: 19 votes x 3 = 57 Yellow: 7 votes x 2 = 14 Green: 3 votes x 1 = 3 Total points: 74 Weighted average: 97174 =1.3 Housing, n = 21 Red: 12 votes x 3 = 36 Yellow: 6 votes x 2 = 12 Green: 3 votes x 1 = 3 Total points: 51 Weighted average: 97151 =1.9 Beautification, n = 26 Red: 6 votes x 3 = 18 Yellow: a votes x 2 = 16 Green: 12 votes x 1 = 12 Total points: 46 Weighted average: 97146 = 2.1 Nortbside Neighborhood Plan 13 Infrastructure, n = 21 Red: 2 votes x 3 = 6 Yellow: 9 votes x 2 = 18 Green: 10 votes x 1 = 10 Total points: 34 Weighted average: 97134 = 2.8 Preferences for acfion recommendations were counted and notai within the respective goal statement categories. The overall findings with preferred strategies and actions listed in order of the number of votes received me as follows: 1°� Priority Goal: Better Quality of Llfe for Northside n = 29: Score =1.3 Strategy: DecreaseQlaces where crimes can occur Actions: 11 votes "No trespassing" affidavits for Police 9 votes Clean up vacant lots; remove hiding places Strategy: Make changes that lead to a safer environment Acflons: 10 votes Reward people who keep their properties clean and tidy; give help to those who need help 3 votes Identify "hot spots" for more security lighting 0 votes Grow community gardens on vacant lots (with permission) Strategy: Build a strong system to support housing, jobs and businas opportunities Action: 10 votes Create a Community Development Corporation to work on: jobs, training, housing, business development, marketing Strategy: Strengthen community assets and shared vision Actions: 8 votes Encourage the Civic Club and Main Street Association to work on projects together I vote Help Civic Club leaders to recycle their energies Strategy: Fight street crimes Actions: 7 votes I.eam from citizens who have fought the drug war successfully 2 votes Follow the steps in The Winnable War to learn how the neighborhood can become drug -free Strategy: Involve owner/manager and residents ofAparunents Acflons: 7 votes Help the apartment dwellers to become more active in the neighborhood 2 votes Help the apartment dwellers to organize Strategy: Increase police presence in Northside Actions: 6 vote Increase police patrols on Northside 4 votes Fill vacant police officer positions as soon as possible Northside Neighborhood Plan 14 Strategy: Increase citzen/police communieahon and cooperation Action: 0 votes Coordinate crime prevention with Civic Club, Main Street Association, and Police Department 2"" Priority Goal: New Affordable Housing for Northside total n = 21: Score = 1.9 Strategy: Make cammursity commitment to neighborhood improvement Actions: 5 votes Work together to repair and beautify existing houses and clean up lots 4 votes Work together to reduce crime 4 votes Work together on projects to improve the quality of life Strategy: Encourage new affordable housing Actions: 5 votes Match builders and developers to banks willing to help 2 votes Match prospective home builders and homebuyers 1 vote Make the Northside a "Neighborhood Empowerment Zone" 1 vote Seek out responsible builders/developers to build affordable housing Strategy: Attract new homebuyers to neighborhood Actions: 2 votes Help potential homebuyers with down payments 2 votes Provide information on buying and owning a home 3rd Priority Goal: A More Beautiful Northside total n = 26: Score = 2.11 Strategy: Beautify residences and businesses Actions: 38 votes Help qualified, needy residents to repair homes 19 votes Remove buildings that can't be repaired with owner approval or through City's Dangerous Buildings Program 6 votes Encourage residents to remove or conceal old vehicles, building materials, junk 2 votes Encourage businesses to screen dumpsters from public view 1 vote Encourage vacant lot owners to remove underbrush and trash Strategy: Beautify public facilities Actious: 9 votes Improve the safety of the Children's Park atTyler and 4th Streets 8 votes Redesign the ballpark so it can also be a place for gardens, gatherings and games 5 votes Give the Community Center and Park area a facelift that says "Welcome!" 1 vote Get rid of hurricane fence at park— replace with landscaping that promotes safety Strategy: Beautify the Neighborhood's boundaries Actions: IS votes Turn "E" Street into public pazk space 4 votes Improve Barbour's Cut with landscaping, lighting, sound barriers Northside Neighborhood Plan 15 4t" Priority Goal: Better Northside Infrastructure total n = 21; Score = 2,85 Strategy: Improve infrastructure conditions Actions: 16 votes Install street lights where needed plus increase private lighting 11 votes Develop a plan for putting in sidewalks where needed 8 votes Re -dig drainage ditches, clean out culverts and maintain as needed 2 votes Install additional fire hydrants as Fire Department directs Strategy: Improve public transpoKation Action: 26 votes Investigate ways to assist needy residents with transportation Finally, those action recommendations that received the 10 or more votes were as follows: • Aelp qualified, needy residents to repair homes (38 votes) • Investigate ways to assist needy residents with transportation (26 votes) • Remove buildings that can't be repaired with owner approval or through City's Dangerous Buildings Program (19 votes) • Install street lights where needed plus increase private lighting (16 votes) • Tom "E" Street into public park space (Is votes) • "No trespassing" affidavits for Police (I I votes) • Develop a plan for putting in sidewalks where needed (11 votes) • Create a Community Development Corporation to work on: jobs, training, housing, business development, marketing (10 votes) • Reward people who keep their properties clean and tidy; give help to those vho need help (10 votes) Conclusions from Information -Gathering Processes A detailed exposition of goals, strategies and actions based on the entire range of information - gatheringprocesses comprise Parts IV — VII of the Northside Neighborhood Pian. Results of priority -setting activities with the community and the Steering Committee are reflected in Part VIII, Implementation, Nortbside Neighborhood Plan 16 4. Beautification and Urban Design in the Northside Community Planning Goals: To beautify public places and improve the general physical appearance of the community, thus enhancing the quality of life in the neighborhood; to foster a sense of place and pride among residents of the Northside community; to encourage improvement of private properties; and to attract new private housing and community development to the Northside neighborhood. Strategy #1: Identify opportunities and locations for beautification along the neighborhood's borders by means of landscaping, lighting, and other urban design features Action recommendation #1: Beautify medians and rights -of-way on Barbour's Cut Boulevard with assistance from the Houston Port Authority and Harris County Bazbour's Cut Boulevad forms the extreme north border of the Northside community. It offers an important first visual impression of the community and the City of La Porte as a whole. Dedicated to and maintained by Harris County, Barbour's Cut Boulevard provides the only ingress/egress road into the Port of Houston Morgan's Point terminal facilities. Truck traffic contributes to noise, dust and the industrial feel of the area. Presently, Barbour's Cut Boulevard contains grass -covered medians creating no positive visual impression of the community and the City. With Harris County's permission and cooperation, professionally designed landscaping should be installed on medians on Barbour's Cut Boulevard To ameliorate the effects of growing traffiq the Port Authority recently discussed with La Porte a landscape project along Barbour's Cut Boulevard. (See Appendix for a copy of this letter.) The City should seize this opportunity to secure the Port's assistance in landscaping and sound -buffering to projects for areas in its jurisdiction, especially those bordering the Northside neighborhood. Dominated by single-family homes, mature trees, open ditch drainage and asphalt streets, the Northside neighborhood possesses a quaint, rural atmosphere that deserves to be protected and preserved. Because the neighborhood's outer borders lack urban design features such as landscaping and monument signage, they do little to contribute to the peaceful residential character of the interior neighborhood. Design treatments along on the northern edge of the Northside community would not only help set the visual tone for the north side of the City but also provide attractive visual transitions from the industrial uses to residential uses and minimize the negative effects that often accompany truck traffic. Northside Neighborhood Plan 17 ��- a ,, ;� ' ., *�y` Action recommendation #2: Consider promoting E Street as a buffer between the residential and general commercial zoning districts of the Northside neighborhood Unimproved E Sheet provides a natural boundary between the general c ommercial (industrial) zoning district that borders the northern edge of the Northside neighborhood and the residential areas to the south. There is abundant opportunity on this public property to further protect the neighborhood from negative aspects of the industrial uses along Barbour's Cut and at the same time add new amenities, such as walking/joggingfbiking paths, public gathering places, and beautification through plantings and landscaping. Strategy #2: Make physical improvements to private commercial and residential properties; remove andlor repair blighted and deteriorating structures Action recommendation #1: Promote the repair of deteriorating residences so that they meet minimum code standards and to improve the quality of life of Curren t residents. Seek financial assistance as necessary from external sources. Among local public financial resources are the Harris County Community Development Department, which offers low-cost loans, and in some instances, grants up to $30,000 for repairs of eligible owner -occupied homes through its Housing and Construction Services Program. A private resource is the Southeast Texas Housing Finance Corporation (SETH), a nonprofit organization that serves the La Porte area with a variety of housing - related programs. SETH provides loans for housing repairs to qualified elderly and disabled homeowners. Northside Neighborhood Plan 19 Private Sector Initiatives (PSI), a nonprofit corporation based in Houston, Texas, offers a model for La Porte' s community leaders to consider. PSI "initiates and encourages private sector involvement in addressing crucial community needs with resources, expertise, and compassion." Its primary focus is to deliver home repairs to elderly or disabled homeowners who are physically and financially unable to keep their houses in good repair. PSI raises necessary funds from business and industry, churches, foundations, and other sources and recruits volunteers to serve on home repair crews. Several times a year volunteer crews restore home exteriors, replace roofs, and repair essential interior systems, all at no cost to the homeowner. While PSI' s activities are limited to Houston, its staff is willing to advise and assist nearby communities to develop programs like theirs. Action recommendation #2 : Through the City's Dangerous Buildings Program or with owner approval and participation , systematically remove dilapidated , unoccupied structures over a period of time Action recommendation #3 : Encourage property owners that have contributed to visua I blight of the neighborhood to remove and/or conceal debris, junk, abandoned vehicles, vehicle storage, building materials, etc. This should be a cooperative effort of the community and City government. Illustration 7. Ajunkyard on Broadway Street bordering the Northside neighborhood. r,. ' � '"vjg4r 9 � i. m nth __I _ _ . . ra.. 4a1i.. i j.iVH __ i _ 11 i Northside Neighborhood Plan 20 f n why sx � f�wll�F community begins to see positive changes take place, it is virtually inevitable that its people will continue to energize, support and participate in community -building activities. Illustration 9. An example of an unscreened trash dumpster on Main Street. a " - On several occasions the Northside Civic Club has held neighborhood clean -up projects. These are absolutely critical to the Northside neighborhood's ability to keep and attract residents. The Civic Club' s self-help activities should be continued and supported with help from the business community and local government services. It is also essential for Northside neighborhood leaders to work in tandem with local authorities by continuously communicating the need for individual property owners to cooperate with city ordinances and "good neighbor" standards of cleanliness. Northside leaders have access to several community assets with whom they might form partnerships. There are a number of churches, the congregations of which might be organized to participate in beautification projects to help support and extend the Northside Civic Club's clean-up program. Groups from other parts of La Porte, such as youth groups, Scouts, and service organizations, should also be recruited to participate along side Northside residents. Northside leaders should approach the business community to help provide awards and incentives as well as financial and in -kind resources to undertake neighborhood improvement projects. Northside Neighborhood Plan 22 Strategy #3: Make physical improvements to public property and public facilities to make them more useful to the public, visually pleasing, and inviting Action recommendation #1: Redesign the park/baseball field and adapt it for add itional uses (shade, leisure, gardening, etc.) The Northside Pazk, Jennie Riley Civic Center, and children's playground are the center, or "heart' of the community. Because of their geographic location and the relatively large amount of land devoted to public purposes, the park/community complex is a focal point for neighborhood meetings, youth and family recreation and gatherings. Yet, because of some fundamental design flaws, Northside Park and Jennie Riley Community Center do not seem to be used to their fullest potential. Dominated by a baseball field surrounded by hurricane security fencing, a large portion of the public's property goes virtually unused and unenjoyed. Right now, there are no organized leagues or teams taking advantage of the baseball field, and the fact that baseball is a seasonal sport of interest to certain age groups further limits the park's utility. Rather than "come -in -and - play," the hurricane fence around the ball field conveys a "keep -out" message to users. )n addition, the ball field, as it is presently designed, is not adapted for passive uses, such as walking, gathering, sitting in the shade, gardening, or other outdoor events and games. Consideration should be made completely renovate the park in ways that would not o my encourage spontaneous, unorganized ball games but also allow for a variety of year - round park uses and activities that benefit residents of all ages. Action recommendation #2: Redesign and give a facelift to the entire community(center park area norrder to give a feeling of "welcome" The public building comprising the Jennie Riley Civic Center is used for many neighborhood activities, including Northside Neighborhood Civic Club meeflngs. However, like the ball field, its design is also "closed" and uninviting. There are no w ndows and no sense of openness to the community it serves. Residents, passers -by and visitors can't see activities within and thus aren't as likely to be enticed to take part in the neighborhood's social and cultural life. Renovation of the building and the addition of landscaping would make it more useful and more likely to attract residents for events that could be organized to strengthen the recreational, social and cultural life of the neighborhood. Northside Neighborhood Plan 23 4m ' a� Sid r tea.- s 4 0 5. Infrastructure in the Northside Community Planning Goal: To improve quality of life and encourage new land development redevelopment and public safety by providing for adequate water, sanitary sewer, storm drainage, streets, streetlights, and pedestrian safety; and to provide adequate public infrastructure service to the community Strategy #1: Analyze existing infrastructure conditions to determine need for improvements Roads in the Northside community are based on a grid layout system. Since residential land uses dominate the community and the community is not fully developed, traffic appears to be light. Cut -through traffic traveling to Main Street, Broadway, or Barbour's Cut Boulevard does occur; however, it does not seem frequent enough to warrant that streets be closed or traffic be diverted at this time. North E Street is not improved to 8 s Street , and 7" Street is not improved to Barbour's Cut Boulevard. It is not recommended that these streets be opened or completed unless traffic increases the need for additional access to the major thoroughfares. Further, completion of these streets will decrease the opportunity for development of the adjacent blocks. As mentioned earlier in the Beautification and Urban Design section, a higher and better use for undeveloped E Street might be to convert it to public park land. Roadway surfaces are in good condition and not in need of repair except on an as -needed basis as determined by the City's Public Works Department. The heavy truck traffic on Barbour's Cut Boulevard requires that Harris County consistently review the condition of this road and make repairs as necessary. Current water, sanitary sewer and road conditions adequately serve existing and new development in the Northside neighborhood. Infrastructure in its present condition should not preclude new commercial development along the borders of the Northside community or residential development within the community. However, there are some improvements that would enhance the Northside neighborhood's quality of life. Action recommendation #1: Re -dig drainage ditches and clean out culverts throughout the Northside community; maintain ditches and culverts on an as -needed basis Two types of drainage systems are available: (1) open ditches, as currently utilized in the Northside community; and (2) curb/gutter streets with underground storm sewers. Curb/gutter streets with underground storm sewers are significantly more expensive to develop and would require a tremendous amount of new construction in the community. Funding of such a project would be an issue, in light of other quality -of -life mprovements to be prioritized as a result of this Plan. Residents have expressed that flooding is not a serious problem in the Northside community, and the open ditch system appears to be working satisfactorily. However, during site visits the consultants observed ditcbes and culverts on several streets are in need of digging and cleaning. Years of dirt Northside Neighborhood Plan 26 and vegetation have rendered some of the ditches less than fully operational, including along 2nd Street near the Green Oaks apartments. Therefore, it is recommended that the City maintain the existing open ditch drainage system. Further, the City should re -dig drainage ditches and cleanout culverts throughout the Northside community and then follow-up with periodic maintenance on an as -needed basis. Action recommendation #2: Install street lighting according to a lighting plan that provides adequate safety and security for the residents; enhance with private security lighting The primary purpose of streetlights is to provide roadway safety. However, a secondary purpose that has become important to many residential neighborhoods is crime deterrence. Generally, streetlights are located at street intersections throughout the Northside neighborhood, thus serving the primary purpose of lighting the roadways. Also, streetlights are located approximately every 300 to 450 linear feet in compliance with City standards and consistent with spacing in other La Porte neighborhoods. However, because the Northside neighborhood residents strongly believe that their neighborhood could be made safer with more lights, two options might be considered. First, new street lights might be installed in areas that are identified in the community as public gathering places, particularly on 2"d Street, thereby decreasing the opportunity for crime and illegal dumping and improving the safety of pedestrians. Second, increasing security lighting on private residents, such as high intensity outdoor lamps, would also enhance the general safety of the community. The Civic Club may be encouraged to raise funds in cooperation with the business community and other local sources to install security lighting on neighborhood homes. CBDG funds granted to nonprofit 501(c)(3)corporations through the Hams County Community Development Department have been used for this purpose in the past in other parts of the county. If the Civic Club is not recognized by the Internal Revenue Service as a 501(c)(3) charitable organization, it may consider linking with a local nonprofit or applying for 501(c)(3) status on its own so that it can qualify for funds for these kinds of improvement projects. Action recommendation #3: Draft and construct a consistent plan for sidewalks Sidewalks are inconsistently placed in the Northside community. Some blocks have them; some don't. In order to improve the public safety of walkers, bikers, and children, a consistent plan for sidewalks should be drafted and implemented. In the present open ditch drainage system, new sidewalks would be located on the "house" side of the drainage ditch. Action recommendation #4: Install additional fire hydrants where required Consultants mapped fire hydrants in the Northside neighborhood and found that their locations correlate principally with developed lots. However, to adequately serve the public in case of fire, consideration should be made to install additional fire hydrants as determined by the Fire Department, particularly if the neighborhood undergoes no w development. Northside Neighborhood Plan 27 Strategy #2: Analyze services or programs related to infrastructure to better serve the community Action recommendation: Investigate ways to increase transportation services to residents; assist the residents with information on pub lic agency transportation Availability of transportation is a problem, especially for the elderly residents. There is currently no organized van pool or other transportation service for residents to commute to jobs, schools, work training, or medical care or to take care of simple needs, such as grocery shopping, going to the pharmacy or visiting social service agencies. Instead, those without personal transportation must rely on friends and relatives to fill their needs. Neighborhood and city leaders should investigate options that may be available, such as organizing car and van pools through churches and local nonprofit service organizations. In order to protect children who ride school buses, a shelter at the school bus stops should also be considered. See the following maps below. • Water distribution system (includes fire hydrants) • Sanitary sewer line map • Street light location map Northside Neighborhood Plan 28 mumNSIBE NEIGNBORNOOD PLAN WATER DISTRIBUTION SYSTEM BARBOUR'S GUT BLVD, i 334 333 3 2 t 3 3 9 31 8 J c .:........ _ N.'E' ST. �. 2 ^ 3 I W. MA�DISON 2 �? W: TYL ER8T 1.� _82] :1 3 V. TADMS S7 . a r ' z 11:F �'LEGEND HYDRANTFIRE LINE SIZE `��4b GATE VALVE �]Al Noxthside Neighborhood Plan 29 NORTNSIDE NEIGNBORNOOD PLAN SANITARY SEWER COLLECTION SYSTEM BARBOUR'S CUT BLVO. 1 3 33� 333 2 i 3 9 3 8 31: 1 7 3 jLL W. MADISON �... _.... ._. _.-_. ..... _.-- I— I� 87 �E I: �: ( 82 I: 5 & -WEST MNN ST, F LEGEND tl m MANHOLE SEWER LINE -- FORCE MAIN „tea 1"=400' Northside Neighborhood Plan 30 ORHSIDE NEIGHBORHOOD RAN STREET LIGHT LOCATIONS O - O O SARSOUR'S CUT SLVD. O O 334 333 3u t 3 3 9 LT3[j lol L L tt— 1�2 1�3WiTlyu - 12 J P7 ...- - W. TYLER-ST: �::_ W. ADAMS - z 2 z 2! i '1 -- Z E] ❑n❑moo WESTMAIN ❑ ❑` ❑ o ❑ ❑: o❑ ❑ o❑ ❑ o❑ ❑ p❑ ❑❑ o ❑ OF q �A STREET LIGHT LEGEND ri m O IXISTTNG COBRA HEAD STREET LIGHT ❑ EXISTING ORNAMENTAL STREET LIGHT Northside Neighborhood Plan 31 6. Land Development Needs and Opportunities Planning Goal. Create opportunities and encourage new land development; pay special attention to creating opportunities for new affordable single family residential development in the community Strategy #1: Continue the process of adopting the Northside Neighborhood Plan; prioritize public Improvement items and devise an implementation program which is supported by the Northside community and the City and demonstrates commitment to redevelopment and revitalization Several residents have spoken on the need for quality, affordable housing. This is not a new or uncommon trend in the housing industry — the demand for affordable housing is growing across the country. However, there are many qualities about the Northside neighborhood that lend itself to redevelopment through affordable housing construction. Residenti al land uses, particularly single family detached residences, dominate the landscape in the Northside community. Because of its mature trees, asphalt streets, older housing stock, and open ditch drainage, the Northside neighborhood has a quaint, rural character, which many young families seek. Its rural characteristics therefore are not negative factors in attracting new residential construction. In fact, the availability of vacant land and residential zoning make single family residential development a very likely probability for revitalizing the community, both socially and economically. To illustrate the potential, in 1997, one (1) new home was constructed south of the Northside Park -- the only building permit issued for new construction in recent ye ars. Yet this one home serves as a prime example of quality affordable housing that could be replicated throughout the Northside community. It is apparent from the abundance of vacant properties and scarcity of new building that little of the growth occurring in La Porte and throughout the region has been captured in the Northside community. This may be due to several factors described throughout this Plan. However, as the population grows in the Houston metropolitan area and the need for affordable hou sing grows along with it, La Porte community leaders should seize the opportunities these conditions present. The adoption of this Northside Neighborhood Plan is one of the steps necessary to provide incentive to the private sector to develop within the N orthside community. A neighborhood that is committed to improvement and actively seeks a brighter future will attract new residents and those who would offer them the products and services they need to set up a homestead. Essential actions in the Neighborhood Plan that will establish a foundation upon which new development can occur aze the following: • Aggressive security/police enforcement of crime and drug -related offenses in the Northside community • Aggressive programs to make private property improvements as identified in the Beautification/Urban Design section of this Plan • A visible commitment by the Northside community and the City of La Porte to improving the quality of life in the Northside community. Northside Neighborhood Plan 32 With the results of these actions laying the groundwork, then attention should be directed to the next strategy. Strategy #2: Actively seek ways to encourage affordable housing development Action recommendation #1 : Consider designating the Northside neighborhood as a Neighborhood Empowerment Zone During the 76'" legislative session (1999), Texas passed H.B. 313, adding a new Chapter 378 to Title 12 of the Local Government Code. This law gives a municipality the ability to create a "neighborhood empowerment zone" for the purposes of creating aff ordable housing, increasing economic development, increasing the quality of social services, education or public safety provided to residents, or rehabilitating affordable housing within the zone's boundaries. Under the provisions of Chapter 378, municipalities may: o waive or adopt fees related to the constrnction or inspection of buildings in the zone, o enter into agreements, for a period of not more than 10 years, for the purpose of benefiting the zone, for sales tax refunds or abatements of municipal sales taxes on sales made in the zone, o enter into agreements abating municipal property taxes on property in the zone (subject to certain duration limits in the Tax Code), o establish baseline performance standards to encourage the use of alternative building materials that address concerns relating to the environment, building costs, maintenance or energy consumption. This law provides a new tool to help local governments to both revitalize distressed neighborhoods and rebuild declining business communities. Reducing or eliminating fees and procedural impediments often provides developers and entrepreneurs with sufficient incentive to undertake ventures they would ordinarily pass up. Action recommendation #2: Seek to match builders/developers with banks willing to decrease their typical lending rate for development/building in the Northside community Action recommendation #3: Market the Northside community for affordable single -family residential development to responsible builders/developers Action recommendation #4: Seek to match lot owners with prospective home builders and home buyers Strategy #3: Actively seek ways to attract homebuyers to the Northside neighborhood Action recommendation #1: Provide down payment assistance to potentia I homeowners through existing publicly -funded programs Northside Neighborhood Plan 33 Southeast Texas Housing Finance Corporation and Harris County Community Development Department both offer financial assistance programs to low-income homebuyers. Action recommendation #2: Provide educational seminars on buying and owning your own home Sources for educational seminars on home ownership include local realtors associations, the U. S. Department of Housing and Urban Development, and community colleges. The Northside community should be encouraged to invite these entities to assist in producing home -buying seminars at the Jennie Riley Community Center. Organizers should target renters living in the single-family homes and apartments in the neighborhood and throughout LaPorte, To accomplish many of the strategies and action recommendafions described in this section will require a well -coordinated leadership effort from the community. One way to accomplish this is to create a community development corporation that can take on affordable housing development as well as other improvement and economic development projects. For a more complete discussion of community development corporations, please see VIL Quality of Life/Social Factors/Community Engagement, Planning Goal: To Increase Opportunities for Economic Development in the Northside Area, pages38-53. Northside Neighborhood P]nn 34 General Description of Northside Neighborhood Land uses Commercial Land Uses: Scattered commercial uses exist on the borders of the Northside community along Barbour's Cut Boulevard, Main Street, Broadway, and 8& Street. In general, Main Street on the south border of the community, forms the most significant and viable commercial corridor for the Northside. Public Land Uses: Public land uses are prominent in the community, including the Northside Park, Jennie Riley Civic Center, and children's park, DeWalt Alternative School, La Porte ISD maintenance buildings, and several churches. Multi -Family Residential Dwellings: The Green Oaks Apartments, a significant multi -family dwelling project near the geographic "heart" of the Northside, has been partially renovated. The single story apartment units on 5a' Street are in very poor condition and constitute a blight on the community. Relocation of current residents and removal of these structures should be considered. Vacant Residential Lots: Within the residential zones, there are approximately I50 platted, vacant lots throughout the Northside community on which single family dwellings could be built . Land Uses Summary within the Northside Community (approximate) Land Use Area in acres % of Total Area Single -Family Detached 18,32 18%% Multi -Family 3,08 3% Commercial, Industrial, Utilities 16,40 16% Public Uses - Parks, Schools, Churches 12,69 13% Vacant Land 49,93 50% 150 lots Total 183 ac.(w/streets) 100% Existing Housing within the Northside Community (approximate) Housing Type Number of Units Existing Number of Units Possible* Single Family Detached 143 150+ Multi Family (Apartments) 90 727 Total 233 units 877 units *Based on compliance with the existing Zoning Regulations and platting • See the existing Land Use Map and Zoning Map below Northside Neighborhood Plan 35 Northside Neighborhood Plan 36 NORTNSIDE NEIGHBORHOOD PLAN ZONING WEST MAIN ST. F L LEGEND C7 RI O (R-1) LOW DENSITY RESIDENTIAL 0 (R-2) MEDIUM DENSITY RESIOEMTAL (G-C) GENERAL CDMMERCIAL 0 (B-I) BUSINESS INDUSTIAL RFxns I"=400' Nordlside Neighborhood Plan 3'J 7. Quality of Life, Social Factors, and Community Engagement Planning Goal: To Increase Public Safety and Security Northside neighborhood leaders and residents consistently and emphatically state that crime, particularly drug trafficking, loitering and vagrancy, is a major deterrent to the quality of life of the community. Sixty-five percent (65%) of total respondents to the neighborhood questionnaire cited "reduce drug/alcohol problem" as a top priority along with eliminating abandoned houses where drug activity takes place. Police data for the City of La Porte indicate that in the ten years from 1990 to 1999, property crimes fell from a peak of 1023 incidences in 1996 to 624 in 1998. During this same period, the number of violent crimes fell from a high of 127 incidences in 1997 to a low of only 53 incidences, the lowest number for the entire 10-year study period. Comparison of police sector statistics shows that at least three sectors of La Porte exceed the Northside neighborhood in terms of numbers of police activities. (See charts provided by Police Department in the Appendix) Despite the fact that crime is decreasing, there is still a general perception among Northside residents and others that the neighborhood is a high crime area. This perception has led some businesses to avoid dispatching deliveries to the neighborhood. Northside S teering Committee members expressed frustration at the fact that they have not been able to convince certain fast - food franchisees to deliver products to Northside residences. Moreover, they are concerned with flagrant street -level drug marketing, particularly on 2"d Street and near the Green Oaks Apartments. Chief of Police Richard Reff reported in an interview with the consultants and subsequent meeting with the Steer ng Committee that his agency has undertaken a number of measures to prevent and reduce crime in La Porte in general and in the Northside neighborhood in particular. He has conducted several undercover operations to weed out drug dealers with a modest degree of success. However, he stated that efforts to reduce Northside crime have been hampered by several factors: • a lack of commitment from witnesses to come forward with information necessary to make "probable cause" arrests and cases that will result in successful prosecution • inability to make arrests for trespassing and loitering on private property without permission of owners • very low participation and use of the TIPS Hotline for reporting crimes and criminals • relatively low community interest and participation in Crime Prevention Unit educational and outreach programs, including the placement of a police trailer at the community center • a severe shortage of applicants to fill vacant funded positions for police officers (a common plight that troubles many jurisdictions) • the operating structure of the open au drug market which has developed its own intelligence systems In discussing these issues, the Steering Committee members pointed out that neighborhood residents often fear retaliation from the criminal element if complaints are made to the police. In addition there has been a general feeling among the community that the police have not responded quickly or consistently when complaints were made in the past, although this feeling Northside Neighborhood Plan 38 has dimin shed since Mr. Reff became Police Chief. Citing experiences under the previous police administration, members of the Steering Committee reported that there is a general feeling within the Northside community that the Police Department considers the neighborhood's problems a low priority. For this reason, some residents do not report problems directly to the police but instead to their City Council representative, whom they believe can be more effective in attracting police attention to the neighborhood. It is clear from the comments of both cifizens and police that increasing public safety an d security in the Nortlhside neighborhood can occur only if both work cooperatively and collaboratively together. To this end, the consultants have compiled information and developed strategies and action recommendations designed to facilitate communicati on and create a more productive working relationship between residents and government. Strategy #1: Build awareness among the citizens of the Northside neighborhood regarding the nature of the drug trafficking at the street level The solution to any problem begins with understanding it as fully as possible. Therefore, we believe that the first step toward reducing crime in the Northside is to begin a program of educating the residents about the nature of the crime problem and how certain conditions, sev eral of which they control, can contribute to its reduction and perhaps eventual elimination. In addition, it is important for citizens to understand that the conditions they cannot control must often be attacked by others on their behalf — for example, the city government, the police, and public policy makers. Whether these outside entities are attentive to the community's needs and successful in implementing efforts on their behalf may often depend on the degree of citizen action and advocacy to make things happen. In short, the citizens must understand their predicament thoroughly from all angles and take action in concert with local government. In researching programs that describe successful citizen/govermnent cooperative actions, the consultants found two resources — one national and the other local. The first is the American Alliance for Rights & Responsibilities (AARR), a national nonprofit organization dedicated to restoring a sense of responsibility and civic duty in American life. The AARR concentrates on issues that directly affect the safety and quality of life in communities across the United States and counts among its priorities the issues of crime and public safety, drug and alcohol abuse, and national and community service. Its approach is to identify, promote and defend new ideas which make citizens part of the solution. The AARR has produced a guidebook entitled The II innable War: A Community Guide to Eradicating Street Drug Markets, by Roger Conner and Patrick Burns, which not only describes how street drug markets operate, but also how an "army of three" or four concerned citizens with assistance from local government and the police can undertake a successful neighborhood anti -drug effort. The book's recommendations are illustrated with stories of successful drug clean-up efforts undertaken in Chicago, New York City, Tampa, Florida, and Charleston, South Carolina. (An excerptfrom The Winnable War is provided in the Appendix) It is often easier for citizens to understand their role and capacities in fighting apparently intractable problems when they interact with others like them who have succeeded. Fortunately, in the Houston -Harris Country metropolitan region, there are several role models available. In elate 1980's Houston Crackdown, a program of the Mayor, produced a Neighborhood War on Drugs Manual, a copy of which is provided in the appendix to this section. (Consultant Susan Hill participated on the editorial team that wrote the manual.) While the contents of the manual are somewhat out of date, many of its contributors continue remain active in crime -fighting Northside Neighborhood Plan 39 efforts, and could be called upon to network and advise Northside residents as they embark on their own crime -fighting efforts. In addition the Manual could easily be reviewed and updated to fit local conditions in La Porte, and then distributed throughout the community by the Police Department. (An excerpt from the Manual appears in the Appendix) Action recommendation #1: The consultants recommend that s everal copies of The Winnable War be acquired and that it be used as the basis for a public workshop to be presented at the Community Center for Northside neighborhood residents. The Winnable War is an excellent guide — a short, well -written, inexpensive booklet that provides a wealth of information collie nature of the street drug marketplace (as opposed to the private drug marketplace) as well as step-by-step, practical advice on how neighborhoods can organize to become drug proof. Order information i s provided in the Appendix to this section of the Northside Neighborhood Plan. The consultants have many years' experience in planning, producing and implementing training programs of this nature and offer their assistance to the City of La Porte in organizing the program. Action recommendation #2: Invite grassroots leaders from the Houston area to address Northside citizens on how they succeeded in lowering crime and drug trafficking in their neighborhoods. Tn particular, leaders from the Acres Homes War on Drugs Committee (Thelma La Strap and Laconia Cain) would have much to offer Northside residents in terms of encouragement, information and support. Strategy #2: Improve communication linkages and build trust between the Northside neighborhood and the La Porte Police Department "The first thing to understand is that the public peace —the sidewalk and street peace — of cities is not kept primarily by the police, necessary as police are. It is kept primarily by an intricate, almost unconscious, network of voluntary controls and standards among the people themselves, and enforced by the people themselves." --Jacobs, The Death and Life of Great American Cities, 1961 Action recommendation #1: There must be a free flow of accurate information between the neighborhood and the Police Department about the nature of crimes, the steps police officers can and cannot lawfully take in response to crimes, and possible creative, cooperative solutions to prevention and eradication impasses. This communication flow should be regular and institutionalized via an organized self-help crime prevention program coordinated and sponsored through the Civic Club and Main Street Association in cooperation with the La Porte Police Department. Following are descriptions of the range of self-help crime prevention steps neighborhoods can undertake to help supplement police protection services. The key word is supplement. Each program is based on a simple, effective principle: observe and report. In no case should neighborhood residents attempt to become substitutes for the police --only the extra eyes and ears police need to do their jobs. For the purposes of this plan, it may be advantageous to build the communication program progressively, Northside Neighborhood Plan 40 beginning with the "educated cit zenry" model. As the neighborhood becomes more confident in its ability to work with the police, the next steps — a neighborhood watch or citizens' patrol — should be considered. Educated Citizenry: Residents receive regular, frequent communications via the neighborhood -based organization regarding personal and residential crime prevention strategies, suspicious activity reporting procedures, developing crime patterns and necessary preventive responses, etc. No effort is made to organize residents into a more formal program. In one variation of this crime prevention program, little or no effort may be made to maintain regular contact with the police. This method works in small, stable, homogeneous communities with little crime. Another variation calls for neighborhood leaders to meet monthly to discuss developing crime patterns and current statistics with the police and to communicate problems and trends to the neighborhood. Neighborhood Watch or Citizen Patrol: A neighborhood watch is a more proactive version of educated citizenry. Block captains, who report to neighborhood coordinator(s), serve as information nodes for an internal communications network that connects individual households. The goals of both neighborhood watch and citizen patrol programs are to: (1) maintain high level of motivation and commitment to self-help crime prevention within the citizenry of the neighborhood; (2) to disseminate quickly and efficiently preventive information to individual households when a crime has occurred; and (3) to maintain a strong, formal communication link to the policing agency and to apply pressure as needed for increased police attention. Neighborhoods that want to establish a watch program must meet basic requirements for ratio of block captains to households and participate in observe -and -report training. After meeting these requirements and showing evidence of positive performance, the neighborhood becomes eligible to purchase watch program signs that may be posted within the neighborhood. Some neighborhoods may recruit volunteers to drive through and patrol the neighborhood and its bordering areas on a regularly scheduled, routine basis. Each patrol unit is equipped with a CB radio or cellular telephone for reporting suspicious activities to a base station operator located in the neighborhood who then telephones the police for assistance or for reporting directly via telephone to 911. All volunteers and coordinators must go through a police -supervised training program that emphasizes risk avoidance and anti -vigilantism. The police department often will provide magnetic signs for patrol cars (if desired — some neighborhoods patrollers prefer undercover work, which is permitted by some police departments), neighborhood watch signs, and a minimum number of CBs and base stations. Neighborhoods are responsible for adding extra equipment beyond an original allotment. They also may be required to buy coaxial cables and certain other inexpensive radio peripherals. Neighborhood self-help crime prevention programs often provide a foundation for creating other benefits for the community. Citizen patrols and watch participants can organize an "Elderly Call Program" to check on senior citizens regularly to see if they are well or need help. Regular meetings of neighborhood watch programs offer opportunities to invite speakers from a variety of social service agencies, such as The Bridge, which provides assistance to victims of domestic abuse. They can also be used to sponsor mmunization programs for neighborhood children through the Harris County Health Department. In addition, the Police Department's Auxiliary Services can be invited to conduct home security surveys throughout the neighborhood. The best crime prevention occurs when a neighborhood joins together to deal creatively with the wide range of problems that can diminish quality of life. Northside Neighborhood Plan 41 Strategy #3: Increase police presence in the Northside neighborhood Increasing police visibility in the Northside will accomplish two important goals: (1) in and of itself, it can improve strained relationships between police and the community by exposing each to the other more frequently, and (2) it will naturally discourage illegal activities. Action recommendation #1 : The Police Department should continue beefing up their patrols of the Northside area and making a strong effort to gain the confidence of the law-abiding citizens of the Northside. There are several ways to accomplish this: regularly scheduling a bike or foot patrol in the neighborhood; setting up a "storefront" operation at the Community Center where Northside residents can learn more about crime prevention efforts and can make reports to the police about problems on their blocks; holding monthly meetings with Northside neighborhood leaders to share information and brainstorm about current problems, etc. 1n addition, during the summer, officers normally assigned to the D.A.R.E. program during the school year can be reassigned to the neighborhood to supplement crime prevention efforts and patrol as needs dictate. Action recommendation #2: According to Chief Reff, the Police Department currently has seven vacant officer positions. These vacancies should be filled as quickly as possible through increased recruiting efforts, such as advertising in appropriate publications and at military separation points. Strategy #4: Decrease opportunities for crimes to take place on vacant lots and abandoned properties According to The Winnable War, "(d)rug dealers prefer to operate in neighborhoods where physical d Border helps shield drug activity." The Northside neighborhood has an abundance of vacant lots, many of which are overgrown and strewn with litter. The Northside also has properties that appear to be abandoned. Decay of this sort does two things: signals the drug dealers that the neighborhood will tolerate their activities and provides hiding places, easy escape routes and look -out points for avoiding potential police enforcement activity. Action recommendation #1: Increase pressure on criminals by encouraging property owners to provide the La Porte Police Department with affidavits approving their enforcement of trespassing ordinances on private properties. In his meeting with the Steering Committee, Police Chief Reff stated that his officers would be able to apply pressure to drug traffickers if they had authorization from property owners to enforce trespass ordinances. He offered to provide an affidavit for property owners to sign that would give the police permission to arrest individuals caught loitering on vacant or abandoned private properties. Northside neighborhood leaders could assist the police department in distributing copies of the affidavit and encouraging properly owners to participate. (See text ofafdavit in the Appendix) It would also be advantageous to ask property owners to permit community gardening on their vacant lots as a means of reducing criminal activities. A separate form might be Northside Neighborhood Plan 42 developed and attached to the affidavit for owners to provide authorization for this purpose. Action recommendation #2 : Clear underbrush and debris from vacant lots. The City of La Porte should invoke appropriate ordinances for nuisance abatement on private properties to the extent practicable. Recognizing the inevitable limitations on financial and personnel resources for nuisance abatement activities, such as mowing and de-littering, the City may be able to enlist the help of Northside businesses and residents in three ways: (1 ) advocating that City Council provide sufficient funding for increased enforcement and abatement activities; (2) following the example of other cities, creating, promoting and participating in a public/private "adopt -a-lot" program; (3) arranging for supplemental clean-up labor through a court-ordered restitution programs coordinated through the Crime Prevention Unit of the Police Department. "Adopt-a-lot" programs engage grassroots volunteers in regular clean -up efforts supported by local government. Typically, the local government will provide tools, garbage collection equipment, and supervision of volunteers at regularly scheduled times to clean up problem properties. Local businesses join the activity by sponsoring incentives and providing refreshments for the volunteer workforce. Once derelict lots have been cleaned, they become candidates for alternative uses such as community gardens. Illustration 12. A poorly maintained vacant lot.. -k•- .t .; Northside Neighborhood Plan 43 Strategy #5: Implement physical and social changes that would foster a safer, more healthful living environment Action recommendation #1: Identify "hot spots' where the installation of additional street lights would be helpful; develop a program to install more security lighting on private properties Residents responding to the neighborhood survey frequently cited a problem with nadequate street lighting and a lack of fire hydrants in certain areas. The consultants reviewed an inventory of both lights and hydrants and determined that some mprovements could be made in both cases. Seethe section on Infrastructure for a complete discussion of these two recommendations. However, besides the addition of street lights, the neighborhood can undertake its own program to promote the installation of private security lights on homes and businesses. Part of the lighting problem in the Northside neighborhood may be the result of the numerous vacant lots. In fully developed neighborhoods, porch, backdoor and garage lights all contribute to the total safety lighting environment beyond the basics of streetlights. Asa neighborhood project the Civic Club could raise funds through a variety of sources that could buy high intensity, low-cost lights for private residences. Action recommendation #2: Encourage the development of community gardens throughout the Northside as a means of reclaiming property that is currently being abused by the criminal element for drug activity )n addition to more street lights and private security lights, the quality of life in the Northside area could also be enhanced by the creative combinat Ono two apparently abundant assets — the very evident gardening skills of several Northside residents and the plentifitl number of large lots, both vacant and occupied, that can be used f or urban agriculture. This recommendation offers the possibility of numerous benefits. Community gardens provide: • A means for increasing the food supply for those with very low or fixed incomes • An opportunity for gardeners to teach non -gardeners new skills and knowledge, thus preserving an important part of culture and heritage • A chance for economic development through produce sales to local grocers, restaurants, public facilities, et al. • A source of income and role -modeling for neighborhood youth There are several resources in Hams County for information on community gardening. One is the Texas Agricultural Extension Service, which offers a Master Gardener training program for individuals to bone their gardening skills. Another is Urban Harvest, a nonprofit organization that encourages the development of community gardens as a method for fighting urban decay and increasing access to high quality, locally produced food sources. (Information about the Master Gardener Program and Urban Harvest are included in the Appendix) NortUside Neighborhood Plan 44 : \ \' + / % : \ » (\ / 7 \\\\ ® wv,: ; LIts jIt ir It i 'dA" 'rH -� s.�ary Planning Goal: increase Community Empowerment and Sense of Neighborhood Pride Strategy #1: Create a vision and identity for the Northside "Historic" Neighborhood, building upon and strengthening existing community assets The Northside neighborhood is blessed with numerous assets that may not be readily apparent to those who live and work there. First, there is a small, dedicated cadre of long-time residents who genuinely care about the neighborhood and want to see its improvement. Operating through the civic club, these residents have sponsored neighborhood clean-up programs, provided support and information to city staff and elected officials about neighborhood conditions, conducted meetings to explore solutions to problems, and engaged in several other worthy activities. Second, there is a rich sense of history and heritage that leaders and elder s of the neighborhood describe with pride and enthusiasm. Unfortunately, at the same time, the Northside neighborhood also has some weaknesses that require attention. Participation in the civic club is light, and there are few candidates to replace leaders who are approaching burnout. Observation and discussions with neighborhood leaders reveal that the participating population comprises mostly the elderly residents who have remained in the Northside while their adult children, with access to better opportunities, move to other neighborhoods in other areas, cities and states. The number of regular participating members varies between eight and fifteen. Many of these participants are life -long residents of the neighborhood and remember times when the sense of community was much stronger. There is virtually no middle group to provide replacements for the aging leadership group. Children and youth of the communityapparently are grandchildren being raised by the elders or children of young single mothers living in the apartment complex in the heart of the neighborhood. Some of these young people may be directly engaged in the drug activities as runners and lookouts. The participation vacuum offers a difficult dilemma for which there is no easy answer. In essence, if the community is to rise above its present problems, the elders must redouble then commitment to the neighborhood organization and expend a greater effort to shore up its flagging energy and participation numbers. They must do this despite their own small numbers and battle fatigue. By envisioning a better day for the children and grandchildren of the Northside neighborhood, the elders should attempt to draw inspiration from their sense of history and their desire for hope and responsibility to coming generations. Action recommendation #1 : Civic club leaders should consider taking regularly scheduled sabbaticals from their roles, enlisting other group stalwarts to provide them with a spell of relief while they sit on the sidelines , offering advice and support as they re -charge their energies. Human society is made up of leaders and followers, and there are always far more followers than there are leaders. When there are plenty of people resources, leadership succession is seldom a problem. However, when resources are lim ted, it is always a problem. When leaders become burned out from the struggle to maintain the organization, some organizations simply die. To prevent this from happening, the Northside group may consider organizational bylaws that limit the amount time a person Northside Neighborhood Plan 47 may spend continuously in office. For example, the president may be limited to serving two or three consecutive terms in this particular position. After the last consecutive term, the former president is required to rest for awhile in a lesser position —perhaps as a committee chairman or an honorary "past president' who advises the new president. In the meantime, the vice president ascends to the presidency, and the cycle of leadership service, retirement and replacement begins again. A periodic, bylaws -driven turnover in civic club leadership accomplishes several purposes besides providing needed rest periods. It allows other group members to develop their leadership skills, puts them on notice that they too must serve the neighborhood as leaders at the appropriate time, and provides examples of proper civic responsibility to youth of the community. Cyclic turnover strengthens the capacities of the organization and those who make up its membership, leading to greater community empowerment. Action recommendation #2: The leaders of both the civic club and business association for Main Street should consider working collaboratively and cooperatively on projects and programs that benefit both resi dents and the business community alike. Cunningham and Kotler state in their book Building Neighborhood Organizations (University of Notre Dame, 1983) that "(a) neighborhood organization ... is an ongoing voluntary association in a small territory, organ ized by residents and local businesses and institutions to act upon a variety of issues vital to the well -being of their territorial community." While it is natural for organizations to arise around particular membership characteristics (residential versus commercial, public versus private, etc.), more and more groups are acknowledging the value of finding common ground and coalescing as a way of leveraging resources and building clout. In the Northside area there are many opportunities for common ground — shared geography, shared needs for public safety and economic opportunities, shared desires for better services — that could establish the basis for an on -going partnership between the Northside Neighborhood Civic Club and the Main Street Association. Strategy #2: Engage the owner/manager and residents of the Green Oaks apartment community in helping solve Northside neighborhood problems Green Oaks Apartments was cited in the community meeting and by respondents to the Neighborhood survey as a continuing source of criminal activity and social problems. Yet no residents attended the community meeting, none seem to be members of the civic club, and few Northside community members seem to know much about the property or those who live there. The authors of The Winnable War state the following: For various reasons, low income housing projects and apartment complexes are some of the best venues for open-air ding markets. As renters, apartment residents are less likely to feel attached to a community than owners with equity in their properties. If personal safety concerns arise, most middle -income apartment dwellers will simply move. Those that cannot afford to move — the unemployed, single mothers, and low -paid workers — often feel they do not have the political power to bring about real change. Northside Neigliborhood Plan 48 Despite these conditions, the authors continue, "the majority of apartment dwellers aze simply trying to live as best they can, to keep their kids in school, and to shield their children and grandchildren from the evils of drugs and violence." More investigation is needed into the possibilities of enlisting the apartment community in the efforts to improve and revitalize the Nortbside neighborhood, however, it is possible to capitalize now on the fact that the vast majority of these apartment residents aze probably just as concerned about the neighborhood as the single -family residents. By helping the apartment owner and residents, their mutual stakes in the health of the neighborhood will rise. Some apartment dwellers may eventually form the basis for a new market for affordable single-family housing, especially if they are made to feel welcome by the rest of the neighborhood. Action recommendation #1: Investigate the possibility of assisting apartment resi dents to organize a tenants association to work cooperatively with the owner/manager to mprove living conditions and reduce crime. Tenants associations serve several functions — creating a social fabric within a community where threads are often thin, serving as a vehicle for applying pressure to neglectful property owners and managers and providing internal support networks, ranging from child care cooperatives to corridor patrols to escort teams for visitors to the complex. Consultants confirmed that the owner of Green Oaks Apartments does not receive any form of subsidy or assistance via the U. S. Department of Housing and Urban Development. Had HUD funding been involved, the tenants would have had certain r ghts supported by HUD to organize without fear of retaliation by ownership or management. Since this is the not case, and Texas law favors landlords over tenants' r ghts, the suggestion of a tenant association must be handled sensitively and with the approval, cooperation and participation of the apartment owner and management. Action recommendation #2: Involve the apartment residents in the civic life of the communityI The apartment community may be a good source of membership material for the Nortbside Neighborhood Civic Club. Moreover, if the tenants are encouraged to organize and are successful in their efforts, they become another important element in the community support structure. Nortbside Neighborhood Ptau 49 Planning Goal: Increase Opportunities for Economic Development in the Northside area A significant industr al and retail business community frames and encapsulates the residential area of the Northside. One cannot enter the Northside neighborhood without crossing the natural geographic boundaries created by Main Street businesses on the south, Broad way commercial areas on the west, the Port of Houston industrial complexes and truck traffic from Barbour's Cut on the north, and the light industries and small businesses on the SH 149 feeder and 8 m Street on the east. These border areas are permanent, immutable parts of the Northside neighborhood, as intricately intertwined in the future of the residential community as the residents themselves. Without doubt, they are part of the neighborhood's problems and will be part of their solution. Since a major factor driving the entire planning process is the community's desire to attract new families to the Northside, it is important to understand that prospective home buyers seek more than just a house. They also want to live in areas that show strong signs of social and economic vitality. For better or worse, the bordering commercial zones create a visitor's first impression of the Northside. And, like the neighborhood they surround, the business areas show evidence of decline. While there are a number of well -kept, apparently thriving retail businesses on Main Street, there are also numerous vacant, boarded -up storefronts. Along Broadway and 8a' Street some poorly maintained industrial and light commercial properties need to be cleaned up. Lastly, overgrown vacant lots that front on 8 m Street, Barbour's Cut and Broadway attract illegal dumping, harbor vermin and detract from the overall appearance of the Northside area. Strategies and action recommendations described in the Beautification and Urban Design section will help increase the Northside's overall appeal. Besides the improvement of the commercial zones' physical condition, there perhaps are more important opportunities available to benefit both present and potential Northside citizens. Tb ese opportunities lie in building up the business community and attracting new commerce. A major concem of Northside citizens expressed in the September community meeting, by the Steering Committee, and by respondents to the neighborhood survey is the ne ed for jobs and job training. Two factors offer hope that these needs may be met. First is the fact that the state of the national and regional economy is strong, and the outlook for the future looks bright. Texans have more disposable income, the job market is tight, and opportunities for new business and job creation abound. The second factor is the Port of Houston's plans to build anew container terminal at Bayport. With funding approved by Harris County voters, this project will produce an estimated 28,580 jobs for the area and $633.3 million in revenues. By taking certain proactive steps now, the Northside area has an excellent opportunity to capture a portion of these strong economic trends and new developments for itself. Strategy: Develop a visionary, community -based system to direct actions toward building a strong economic base for new businesses and jobs together with affordable housing initiatives To seize the opportunities for renewal that now seem apparent requires consideration of a method for organizing and implementing a variety of programs and initiatives that will help the Northside each its potential. This is a task that requires the development of a common vision among all those who would stand to gain by the revitalization of the Northside area — its present and future neighborhood residents, property owners, church leaders, school administrators and teachers, business owners, government officials and, by extension, all those who live and work in La Porte, Northside Neighborhood Plan 50 Because all these different interests must work collaborat vely to achieve the vision, a new k nd of organization that brings them together is needed. Action recommendation: Consider creating a community development corporation charged with the mission to develop bus inesses, jobs, and new housing opportunities for the Northside area. Existing Northside organizations —the Civic Club and Main Street Association —are not, by themselves, equipped to take on the task of community economic development. Their purposes, interests, and resources are justifiably specialized and oriented toward the needs of their constituents. However, common ground exists between the two groups and with other organizations and institutions in La Porte, including churches, schools, and social services. That common ground arises from the desire for prosperity and a better quality of life for all La Porte's citizens. Community development involves local empowerment through organized groups of people acting collectively to control decisions, projects, programs and policies that affect them as a community (Rubin and Rubin, Community Organizing & Development, 1986). One way to accomplish community development is through the establishment of a community development corporation, or CDC. According to the Local Initiatives Support Corporation (LISC), a national nonprofit that offers funding and technical support to emerging CDCs, community development corporations are "locally controlled nonprofit organizations that reinforce the economic and soc ial foundation of neigbborhoods, towns and villages, building their way out of years of disinvestment and decay." Generally, CDCs organize to serve a low-income community, are governed by a community -based board, and develop commercial/industrial, busines s enterprise, or housing development projects. Once established, the CDC would serve as the focus for organizing and carrying out a variety of innovative projects to fulfill the needs expressed by Northside residents for access to economic opportunities, such as: • Creating and maintaining a j ob bank that would connect job seekers with employers, with special emphasis on matching skills and talents of Northside neighborhood residents to Northside area employment opportunities • Producing job fairs that permit job seekers to explore opportunities with a variety of employers • Establishing a job shadowing program for neighborhood youth in collaboration with members of the Main Street Association as well as the LaPorte Chamber of Commerce that would allow them to visit and observe people engaged in different occupations and establish relationships with positive role models • Coordinating paid and unpaid internships for students in high school, college and welfare -to -work progams that would give them valuable on-the-job experience and a foot in the employment door • Coordinating adult training programs with local educational resources, such as San Jacinto College District, the University of Houston System, and others that could be Northside Neighborhood Plan 51 tailored spec fically to meet the needs of the Northside area and delivered at the Jennie Riley Community Center, De Walt Alternative School, or even one of the neighborhood's six churches • Helping neighborhood entrepreneurs develop thew business ideas and get business development loans from local banks and organizations such as Hams County's Corporation for Economic Development • Developing and implementing ways for neighborhood residents to participate in Main Street businesses by providing them with high quality products, such as fruits , vegetables, herbs and flowers from community gardens and hand-crafted items for sale in retail shops • Devising and implementing a marketing strategy to attract developers and builders of affordable housing to the Northside area • Assisting developers and builders to access the benefits and opportunities offered through the creation of a Neighborhood Empowerment Zone and serving as a liaison to the City in its implementation in the Northside area • Devising and coordinating programs to assist Northside tenan is to become homeowners by providing them with information and training on family budgeting, credit, home maintenance, and home buying processes • Devising and coordinating programs to attract new families to homes and apartments in the Northside neighborhood • Seeking affordable housing opportunities that may be available from nonprofit organizations like Habitat for Humanity • Developing and implementing a local program similar to Houston's Private Sector Initiatives to provide weatherization and housing repair services or, alternatively, coordinating the delivery of these services from providers such as the Harris County Community Development Department and Southeast Texas Housing Finance Corporation The process of creating a CDC is the same as it is for any new nonprofit. A group of committed individuals forms a steering committee to do four things: 1. Draft and adopt governing documents (articles of incorporation and bylaws) 2. Apply to the Internal Revenue Service for tax-exempt status as a nonprofit 501(c)(3) charity 3. Raise the funds needed to file the articles of incorporation with the Secretary of State ($25) and pay the IRS's required User Determination Fee ($150 to $500), (Note: The consultants are able to assist in drafting articles of incorporation and bylaws and filling out the IRSforms.) 4. Appoint a board of directors to be responsible for leading the new organization Northside Neighborhood Plan 52 Once the board of directors is in place, its tasks are then directed toward organization building. Depending on the volunteer resources available, it may launch some very low cost, low maintenance community development projects (e.g., connecting community gardeners with markets for their produce or coordinating a job fair in cooperation with the business community). However, the more involved development work of CDCs generally requires trained professional staff who are well versed in community -level economics, nonprofit administration, social work and community organizing techniques. Therefore, among the first priorities of the CDC's board of directors is fund-raising, usually through grant -writing, seeking corporate contributions, and similar activities. Another priority is to tap resources for technical assistance that will help the board sustain the organization until it is able to hire a part-time or full-time staff person. Sources of technical assistance and training are available for emerging CDCs in the Gulf Coast region. Chief among them is New Foundations for Neighborhoods, a Houston - based affiliate of the Local Initiatives Support Corporation (LISC). Another is a new organization founded by Steve Fairfield, Executive Director of the Fifth Ward Community Redevelopment Corporation, Houston's most successful CDC. His organization, Gulf Coast Community Development, Inc., provides technical assistance specifically to CDCs in communities outside Houston. (The Directory, Section 9, contains more information about LISC, Fifth Ward Community Redevelopment Corporation, and other resources for community development corporations) Northside Neighborhood Plan 53 8. Recommendations for Successful Implementation of the Plan At the final community meeting held on July 13, 2000, participants recorded their preferences for action recommendations through a simple voting process. This process revealed two distinct levels for action: 1. On the first level —each action ranked individually -- the community has very strong preferences for nine specific actions. 2. On the second level — an overview of all recommendations -- the community prefers actions affecting quality of life to be carried out first, followed by housing actions, then beautification, and finally infrastructure. Because the nine first level actions represent what maybe interpreted as important communications from the Northside residents, it is recommended that focus be placed on undertaking them as soon as possible. The following implementation charts list the action recommendations from the body of this Plan in priority order as determined by the community and the Steering C ommittee with input from city officials and staff The actual text of the action recommendation is presented first, followed in italics by the brief paraphrase used for ranking in the community meeting. Each section of the implementation program provides likely sources for authority, funding and implementation. Part IX of this Plan contains a directory of external resources available to the citizens of the Northside and City of LaPorte. It is suggested that City conduct a review of plan implementatio n on an annual or semiannual basis. The review should address • progress made on the plan • reports of successes and failures • celebrations of successes in a formal, public way • recommendations for changes in course if necessary Nordvside Neighborhood Plan 54 IMPLEMENTATION IN: LEVEL ONE NINE IMMEDIATE PRIORITIES Action Recommendations Strategy Priority for Possible source(s) of Action funding, responsibility, authority, or collaboration Promote the repair of deteriorating Community Development residences so they meet minimum code Beautify Corporation, Civic Club, standards and to improve the quality of residences and 1 SETH, Harris County life of current residents. Seek financial businesses. Community Development assistance as necessary from external Department, service resources. (Help qualified, needy organizations residents to repair homes.) Investigate ways to increase City,. Civic Club, Harris transportation services to residents; Improve public 2 County Community assist the residents with information on transportation. Development Department, public agency transportation. Houston -Galveston Area (Investigate ways to assist needy Council or similar residents with transportation.) organization — NF Through the City's Dangerous Buildings Program or with owner approval and Beautify 3 City, property owners, participation, systematically remove residences and service organizations dilapidated, unoccupied structures over businesses, a period of time. (Remove buildings that can't be repaired with owner approval or through City's Dangerous Buildings Program.) Install street lighting according to a lighting plan that provides adequate Make changes 4 City, HUP (Reliant safety for the residents; enhance with that lead to a safer Energy), Civic Club private security lighting. (Install street environment. lights where needed plus increase private lighting.) Consider promoting E Street as a buffer between the residential and general Beautify the 5 City commercial zoning districts of the neighborhood's Northside neighborhood. (Turn E boundaries. Street into public park space.) Increase pressure on criminals by encouraging property owners to provide Decrease places 6 Civic Club, City (Police the La Porte Police Department with where crime can Department) — NF affidavits approving their enforcement occur, of trespassing ordinances on private property. l"No trespassing"affidavits for Police. Northside Neighborhood Plan 55 Draft and construct a consistent plan for sidewalks. (Develop a plan for putting sidewalks where needed.) Improve infrastructure conditions 7 City, Civic Club Consider creating a community development corporation charged with Build a strong 8 Northside residents, La the mission to develop businesses, jobs system to support Porte civic, religious and and new housing opportunities for the housing, jobs and business leaders with Northside area. (Create a Community business technical assistance from a Development Corporation to work on: opportunities. variety of local resources. jobs, training, housing, business development, marketing.) Encourage neighborhood property owners and tenants to maintain their Make changes 9 Civic Club, church properties properly, keeping them that lead to a safer congregations, service debris- and litter -free, lawns neatly environment. organizations, Harris trimmed and homes and garages County Community repaired. (Reward people who keep Development Department, their properties clean and tidy,, give help SETH to those who need help.) It is important to point out that significant progress is underway on the first -ranked priority — helping current residents acquire access to assistance in repairing and maintaining their homes. Southeast Texas Housing, Inc., has been working cooperatively with Civic Club members to identify property owners who qualify for their home repair program. In addition, Main Street Association members and youth volunteers in the Kids In Action program have contributed labor, paint and pressure -washing services to supplement SETH's repairs. These activities should be applauded and encouraged to continue. Among the remaining priorities it is recommended that those requiring the least amount of time effort and financial resources be undertaken immediately upon approval and adoption of the plan. These priorities are the following: • "No trespassing"affidavits for Police. • Reward people who keep their properties clean and tidy; give help to those who need help. • Investigate ways to assist needy residents with transportation. With regard to the need for improved transportation services, it was noted in the text of the plan that this is an immensely difficult problem to solve, given the very limited resources available to small municipalities in general and LaPorte in particular. The ultimate solution would be some sort of public transit system for the region. Understandably, this solution is not available in the short term since it will require much study and discussion among citizens, elected officials and civic leaders throughout the area. However, it is a long-term goal to consider and begin working toward. In the meantime there may be a way to use the strong social fabric that weaves through the Northside community to help with an interim solution. Thi s way is best explained by using the example of a neighborhood association in Johns Island, South Carolina. Seabrook Island, a neighborhood in Johns Island, consisted of about 900 residents, mostly retired. This neighborhood created an assistance program it called "Good Neighbor Connection." Northside Neighborhood Plan 56 Founded by a resident who had problems driving her husband to doctor appointments, the program organizes neighbors to help other neighbors. Every year the neighborhood association mails a "Time and Talent" form to every resident listing all the available volunteer opportunities, including sharing of transportation services, vacation watches, babysitting, neighborhood clean - up, etc., and asking for the days and times they are generally available to help. Interested residents can sign up for any number of volunteer tasks that they wish, listing them in order of preference. Every month a different volunteer coordinates the Good Neighbor Connection, and a list of the names of the monthly coordinators is posted at the co mmunity center and published in the neighborhood association's newsletter. Whenever a resident needs help, he calls that month's coordinator, who then consults the roster of volunteers available and starts making connecting calls. An informal system of helpers already exists in the Northside neighborhood. Perhaps adding a more formalized structure to this network of caring citizens would help ease the transportation needs until the day arrives when a public transit assistance system becomes possible. Three priorities will likely require additional planning, budgeting and funding by the City and/or other groups and organizations. Upon approval and adoption of the plan, the City should devise an action agenda and implementation schedule for each priority with input from the residential community. • Remove buildings that cant be repaired with owner approval or through City's Dangerous Buildings Program. • Tum E Street into public park space. • Develop a p/an for putting sidewalks where needed. The final priority, creation of a community development corporafion, should proceed immediately upon adoption of the Neighborhood an, With a CDC serving as the umbrella group for coordinating citizen, government and business actions, the revitalization of the Northside community will have a strong chance at success. It is recommended that creation begin with the designation of a steering committee comprising representatives from the Civic Club, Main Street Association, the school district, Northside churches, frantic ial institutions, and key La Porte leaders. The steering committee's function would be to develop and adopt governing documents, appoint an initial board of directors, and determine a plan of action for the CDC's eventual funding and operations. Alternative to the creation of a CDC specifically for La Porte's Northside may be to give consideration to an effort being initiated through the Houston area office of the U. S. Department of Housing and Urban Development. This office is studying the possibility of creating a regional CDC to serve several Hams County municipalities. Ms. Mary bet P. McGuigan, HUD Community Builder, is the resource to consult on this project. Ms. McGuigan's address is U. S. Department of Housing and Urban Development, Houston Area Office, 2211 Norfolk Street, Suite 200, Houston, Texas 77098-4096. Her telephone number is 713-313-2274, extension 7120; fax 713-313-2305; and e-mail, marybet2avne-mcguigan(a,hud.zovI Northside Neighborhood Plan 57 IMPLEMENTATIONPLAN: LEVEL TWO Rankings within Preferred Overall Strategies As noted previously, Northside citizens wish to address broad categories of strategies according to the following ranked preferences. First Preference: Action recommendations for a Better Quality of Life for the Northside. Action Recommendations Better Quality Priority for Possible source(s) of of Life for Action funding, Northside responsibility, authority, or collaboration Encourage property owners to remove debris and underbrush on vacant lots to Decrease places f Civic Club, service minimize illegal activities and dumping. where crime can organizations (Clean up vacant lots; remove hiding occur. places.) The leaders of both the civic club and business association for Main Street should consider working collaboratively Strengthen and cooperatively on projects and community assets 2 Civic Club, Main Street programs that benefit both residents and shared vision. Association and the business community alike. (Encourage the Civic Club and Main Street Association to work on projects together.) Involve the apartment residents in the Involve civic life of the community. (Help the owner/manager 3 Civic Club apartment dwellers to become more and residents of active in the neighborhood.) Apartments. Invite grassroots leaders from the Houston area to address how they succeeded in lowering crime and drug Fight street crimes 4 Civic Club trafficking in their neighborhoods. (Learn from citizens who have fought the drug war successfully.) The Police Department should continue beefing up their patrols of the Northside Increase police 5 City (Police Department) area and making a strong effort to gain presence in the confidence of the law-abiding Northside. citizens of the Northside. (Increase police patrols on Northside.) Northside Neighborhood Plan 58 Action Recommendations Better Quality Priority for Possible source(s) of of Life for Action funding, Northside responsibility, authority, or collaboration According to Chief Reff, the Police Department currently has seven vacant officer positions. These vacancies Increase police should be filled as quickly as possible presence in 6 City (Police Department) through increased recruiting efforts, Northside, such as advertising in appropriate publications and at military separation points. (Fill vacant police officer positions as soon as possible.) Identify "hot spots" where the installation of additional street lights Make changes City, Houston Lighting & would be helpful; develop a program to that lead to a safer 7 Power (Reliant Energy), install more security lighting on private environment. Civic Club properties. (Identify hot spots"for more security lighting.) Acquire several copies of The Winnable War and use it as the basis for a public workshop to be presented at the Fight street 8 City (Police Department), Community Center for Northside crimes. Civic Club neighborhood residents. (Follow the steps in The Winnable War to learn how the neighborhood can become drug - free.) Investigate the possibility of assisting apartment residents to organize a Involve tenants association to work owner/manager 9 Civic Club cooperatively with the ownerlmanager and residents of to improve living conditions and reduce Apartments. crime. (Help the apartment dwellers to organize.) Civic Club leaders should consider taking regularly scheduled sabbaticals Strengthen 10 Civic Club from their roles, enlisting other group community assets stalwarts to provide them with a spell of and shared vision relief while they sit on the sidelines, offering advice and support as they re- charge their energies. (Help Civic Club leaders recycle their energies.) Northside Neighborhood Plan 59 Action Recommendations Better Quality of Life for Northside Priority for Action Possible source(s) of funding, responsibility, authority, or collaboration Encourage the development of Civic Club, Texas community gardens throughout the Make changes 11 Agricultural Extension Northside as a means for reclaiming that lead to a safer Service, Urban Harvest, property that is currently being abused environment. Main Street Association, by the criminal element for drug activity. La Porte Chamber of (Grow community gardens on vacant Commerce, churches, food lots— with permission.) pantries and others. There must be a free flow of accurate information between the neighborhood and the Police Increase 12 Civic Club, City (Police Department about the nature of crimes, citizen/police Department), Main Street the steps police officers can and cannot communication Association lawfully take in response to crimes, and and cooperation possible creative cooperative solutions to prevention and eradication impasses. This communication flow should be regular and institutionalized via an organized self-help crime prevention program coordinated and sponsored through the Civic Club and Main Street Association in cooperation with the La Porte Police Department. (`Coordinate crime prevention with Civic Club, Main Street Association, and Police Department.) Significant action has already occurred on some of the recommendations in the first preference category. For example, the Police Department, at last report, has filled neazly all the vacant positions that existed at the beginning of the planning process. Moreover, it has instituted bike patrols and community outreach activities for children. The strengthening of communications between the Northside residents and the Police D epartmem should continue to receive utmost attention. In addition, the Civic Club and members of the Main Street Association have joined together on several projects — notably, the Juneteenth Celebration and pressure -washing of homes undergoing repairs in the Northside neighborhood. The planning process itself has opened lines of communication that should continue to strengthen and uplift the community. With these action recommendations well underway, the remaining action agenda is as follows: • Clean up vacant lots; removing hiding places. • Leam from citizens who have fought the drug war successfully. • Help the apartment dwellers become more active in the neighborhood. • Follow the steps in The Winnable War to team how the neighborhood can be come drug-hee. • Help the apartment dwellers to organize. Northside Neighborhood Plan 60 • Help Civic Club leaders to recycle their energies. Except for cleaning up vacant lots and removing hiding places, none of the items above requires the outlay of significant funds or involves a large investment of volunteer time. Hence, they should be undertaken as soon as possible upon approval and adoption of the Plan. A final note: The community expressed no desire at this time to initiate a community garden program or neighborhood watch. As the Neighborhood Plan progresses and signs of improvement and change become apparent, the Civic Club and Main Street Association may wish to revisit and reconsider these action recommendations. Second Preference: Action RecommendationsforNewAffordableHousiagforNorthside Northside citizens are very eager to see new housing occupy the vacant lots that dot the neighborhood. Most of the action recommendations below are best carried out by the community development corporation to be created. However, the joint activities of the Civic Club and Main Street Association which have developed as a result of this plan process should continue. In the absence of a CDC, both the Civic Club and Main Street Association might consider sponsoring educational programs for potential homebuyers, especially for those who are Northside renters. This is an agenda item that could be undertaken in a very short time since few volunteer resources are needed, and there are numerous providers of educational programs in the region (refer to the Directory at the end of the Plan.) The City should begin a study as soon as the Neighborhood Plan is approved and adopted to review the financial impact of the various incentives available to spur redevelopment under a Neighborhood Empowerment Zone. Action Recommendations New Affordable Priority for Possible sourcetsi of Housing for Action funding, Northside responsibility, authority, or collaboration The leaders of both the civic club and business association for Main Street Make community should consider working collaboratively commitment to 1 Civic Club, Main Street and cooperatively on projects and neighborhood Association programs that benefit both residents improvement. and the business community alike. (Work together on projects to improve the quality of life.) Seek to match lot owners with prospective homebuilders and Encourage new 2 Community Development homebuyers. (Match prospective affordable Corporation homebuilders and homebuyers.) housing. Provide down payment assistance to Community Development potential homeowners through existing Attract new Corporation, SETH, Harris publicly funded programs. (Help homebuyers to 3 County Community potential homebuyers with down neighborhood. Development Department payments.) Northside Neighborhood Plan 61 Action Recommendations New Affordable Priority for Possible source(s) of Housing for Action funding, Northside responsibility, authority, or collaboration Provide educational seminars on buying Attract new Community Development and owning your own home. (Provide homebuyers to 4 Corporation, SETH, information on buying and owning a neighborhood. Housing Opportunities of home.) Houston, Inc., banks, Consumer Credit Counseling Corporation, and others Consider designating the Northside neighborhood as a Neighborhood Encourage new 5 City Council Empowerment Zone. (Make the affordable Northside a "Neighborhood housing. Empowerment Zone".) Market the Northside community for affordable single-family residential Encourage new 6 Community Development development to responsible builders. affordable Corporation (Seek out responsible builders/- housing. developers to build affordable housing.) Third Preference: Action Recommendations for A More Beautiful Northside Among recommendations to create a more beautiful neighborhood, the top priority for action, improving the safety and beauty of the children's park, is already underway. So too are discussions with the Port Authority and Hams County to improve the landscapi ng and appearance of Barbour's Cut Boulevard. Action Recommendations A More Priority for Possible sources) of Beautiful Action funding, Northside responsibility, authority, or collaboration Add attractive, low fencing to the children's park at the corner of Tyler Beautify public 1 City and 0 Street to improve the safety of facilities. the park users. (Improve the safe of the Children's Park at Tyler and 4r Streets.) Redesign the park/baseball field and adapt it for additional uses (shade, leisure, gardening, etc.) (Redesign the Beautify public 2 City, Civic Club ballpark so it can also be a place for facilities. gardens, gatherings and games.) Northside Neighborhood Plan 62 Action Recommendations A More Priority for Possible source(s) of Beautiful Action funding, Northside responsibility, authority, or collaboration Encourage property owners that have contributed to visual blight of the neighborhood to remove and/or conceal debris, junk, abandoned vehicles, Beautify vehicle storage, building materials, etc. residences and 3 City, Civic Club This should be a cooperative effort of businesses. the community and City Government. (Encourage residents to remove or conceal old vehicles, building materials, junk.) Redesign and a facelift to the entire Jennie Riley community center/park area in order to give a feeling of Beautify public 4 City, Civic Club "welcome:' (Give the Community facilities. Center and Park area a facelift that says "Welcome!'9 Beautify medians and rights -of -way on Barbour's Cut Boulevard with Beautify the City, Houston Port assistance from the Houston Port neighborhood's 5 Authority, Harris County Authority and Harris County. (Improve boundaries Barbour's Cut with landscaping, lighting, sound barriers.) Require all commercial dumpsters to be Beautify screened from view. (Encourage residences and 6 City, Civic Club businesses to screen dumpsters from businesses, public view.) Clear underbrush and debris from vacant lots. (Encourage vacant lot Beautify 7 Property owners, Civic owners to remove underbrush and residences and Club, service organizations trash.) businesses. Consider replacing security fencing around the community center and parking lot with landscaping materials Beautifypublic 8 City consistent with "crime prevention facilities. through environmental design" standards. (Get rid of hurricane fence at park— replace with landscaping that promotes safety.) Northside Neighborhood Plzn 63 Based on the criteria of as expense/fewest required resources first, the following action agenda for beautification is suggested: • Encourage residents to remove or conceal old vehicles, building matedals, junk • Encourage businesses to screen dumpsters from public view • Encourage vacant lot owners to remove underbrush and trash. Next are actions that require additional planning and an outlay of funds. It is suggested that the process for planning begin within a yearand that it involve residents of the community. • Redesign the ballpark so it can also be a place for gardens, gatherings and games. • Give the Community Center and Park area a facelift that says "Welcome!" • Get rid ofhurricane fence of park —replace with landscaping thatpromotes safety. Fourth Preference: AcdonRecommendafionsforABetterNorthsidelnfrastructure Two agenda items are already in progress —the addition of new street lights and fire hydrants where needed. Thus, the City should direct attention to cleaning out drainage ditches as its next step. Action Recommendations A Better Priority for Possible source(s) of Northside Action funding, Infrastructure responsibility, authority, or collaboration Identify "hot spots" where the installation of additional street lights Improve City, Houston Lighting & would be helpful; develop a program to infrastructure t Power (Reliant Energy), install more security lighting on private conditions Civic Club properties. (Install street lights where needed plus increase private lighting.) Re -dig drainage ditches and clean -out culverts throughout the Northside Improve 2 City community; maintain ditches and infrastructure culverts on as -needed basis. (Re -dig conditions drainage ditches, clean out culverts and maintain as needed.) Install fire hydrants where required. Improve (Install additional fire hydrants as Fire infrastructure 3 City Department directs.) conditions Northside Neig7�bozLood Plan 64 A Final Note on Implementation A good neighborhood revitalization plan is more than a list of proj ects that simply address physical signs of deterioration. It is a community -driven assessment of the underlying causes, followed up with a prescription designed to deal with them. To bring about the renewal of a neighborhood demands that city government, citizens, businesses and institutions work together. Multiple perspectives and resources are required to address complicated social and economic needs comprehensively. While several of the strategies and action recommendations can be tamed out by municipal government acting alone, the vast majority require individuals and different groups within the community to come together -- sometimes in cooperation with city government and sometimes with other resources in the region. Success will depend on the willingness and commitment of the community itself to take the lead in pulling these resources together. Happily, the Nor[hside community has an abundance of the tools it needs to see this plan through and to develop new plans for the future. It is one of those fortunate neighborh ends that has both internal organization and strong external linkages. It is blessed with capable, dedicated grassroots leaders and a growing group of volunteers who are accustomed to getting things done. With ready access to city government and new knowledge about itself and the resources available both inside and outside its boundaries, the Northside community has the capacity to become not just a better neighborhood, but a problem -solving system, equipped to face whatever challenges tomorrow may bring. Northside Neighborhood Plsn 65 9. Directory of Available Resources and Technical Assistance CDC Association of Greater Houston Membership Department 12410 South Post Oak Road, Suite 37 Houston TX 77045 713-551-8637 FAX 713-551-8600 The CDC Association of Greater Houston is the local membership association for community development organizations engaged in the economic revitalization of distressed communities. Members engage in housing rehabilitation and construction, real estate development, industrial and small business development, employment -generating activities, and social services. The CDC Association of Greater Houston promotes and supports its members' efforts through education and training, research, technical assistance, advocacy, networking, fundmising, special projects and publications. The CDC Association of Greater Houston's mission is to ensure that all the resources required for effective community economic development are identified, developed and made available to low- and moderate -income communities in the Greater Houston area. Members of the CDC Associaflon of Greater Houston realize that of%rts to revitalize communities must address a variety of community concerns and needs. These communitybased organizations have positively impacted over 40 communities in the Greater Houston area. All of these efforts are directed toward the economic empowerment of individuals, families, and businesses in the communities served. The CDC Association of Greater Houston has become involved in partnerships and eolld�orative efforts with groups throughout the cityand hme e an arena to advocate for community economic development as a holistic approach toward eliminating poverty. It is the only areawide organization providing professional development and policy advocacy in the area of community based development. The Association provides its members with a wide variety of services, which include the following: • Monthly educational and networking forums • Public policy and resource allocation advocacy • The Community Development Foram (the organization's newsletter) • Membership directory • Reports on the field of community economic development • Action bulletins regarding funding and legislative alerts • Conferences and workshops • Access to technical assistance through its Peer -to -Peer Program • A network of over 100 professionals actively pursuing community economic development strategies in the Greater Houston area • An advocate for polices and resources that will support communities Members include community developmentcorporations (GDCs) and communitybased development organizations (CBDOs). In addiflon, foundations, banks, financial intermediaries, municipalities, technical assistance providers, corporations, religious -based organizations, universities and national organizations working in the economic development field may hold associate membership in the CDC Association of Greater Houston. The association's membership represents a broad range of geographic, ethnic, political, social and economic interests. Membership dues for CDCs and CBDOs are $300 plus a copy of the corporate resolution supporting membership. Associate members pay the following: nonvoting nonprofit corporation, $S0; individuals, $2S; government entities, $200; cotporate/business, $250. Northside Neighborhood Plan 66 Consumer Credit Counseling Service of the Gulf Coast Area, Inc. 4600 Gulf Freeway, Suite 500 Houston TX 77023-3551 713-923-2227 1-800-872-2227 FAX 713-923-1482 ttp://ccsinti.org/defaultl.htmi A nationwide nonprofit organization, the local office offers a variety of programs and services, ranging from on-line consumer counseling and financial education for people of all ages to debt management and housing counseling by telephone and in person (in Spanish and English.) CCCS is a TSHEP Certified Homebuyer Educatbn Provider and works in partnership with Housing Opportunities of Houston, Inc. (see below) to deliver homebuyer education throughout the greater Houston metropolitan region. Corporation for Economic Development of Harris County 11711 Eastex Freeway Houston TX 77039 281.590-5600 FAX 281-590-5605 http://www.hchcda.co.harris.tx.us/prolects/ced he/I ntex. html An independent, self-supporting entity created by Harris County Housing and Community Development Department, the CEDHC is involved in economic development loans and assistance to businesses (including business plan formulation) that create jobs for lower -income people. In addition, the CEDHC administers the Economic Developmert Initiatives Microloan Program, which provides technical assistance and business loans ranging from $500 to $259000 to small companies who have not been able to obtain funds through traditional financing sources. Also available is a Small Business Revolving Loan Fund for new and expanding businesses. Cultural Arts Council of Houston/Harris County 3201 Allen Parkway Houston TX 77019 713-527-9330 713-630-5210 http://www.cachh.org Financed by Houston and Hams County hotel/motel occupancy tax revenue, contracts for services, and various public and private grants, CACHH nurtures, funds and promotes participation in the arts in Houston and Hams County by providing support and services to artists and arts organizations, by enhancing the physical environment through art and design and by leading community cultural development. These goals are implemented through three departments: Grants, Civic Art and Design, and the Management Assistance and Organizational Development Enterprise (MODE). Of particularinterest for the Northside Neighborhood is the Neighborhood Arts grant program, which promotes neighborhood arts activity, particularly among underserved neighborhoods. For more information, contact Liz Alexander, Administrative Assistant, FiHh Ward Community Redevelopment Corporation 4120 Lyons Avenue, Suite 100 P.O. Box 21502 Houston TX 77226-1502 713-674-0175 FAX 713-674-0176 One of the most successful community development corporations in the Houston area, the Fifth Ward CRC offers a role model for citizens of the Northside area to consider. The Fifth Ward Community Redevelopment Corporation was organized in 1989 by Fifth Ward residents, business owners, ministers, educators and civic leaders. Established in 1989 by the people of the Fifth Ward after a series of community meetings, Fifth Ward CRC is a catalyst for community Northside Neighborhood Plan 67 economic development through housing and business development, neighborhood safety and beautification. Its principal program for achieving neighborhood stabilization is the pranotion of home ownership. Fifth Ward CRC is governed by a 15-member board of directors consisting of community residents and representatives. The directors meet monthly to set policy and evaluate programs. The Corporation is managed by Steve Fairfield, the full-time executive director. In FY 1998 the Corporation attracted $533,366 in total public and private investment, extended $57,190 in revolving loans to lower -income property owners for rehab, down -payment and closing cost assistance, provided 639 families with pre -purchase counseling and 21 families with post -purchase education, produced 7 units of affordable housing (all went to new homeowner families), and owned and/or managed 320 units of affordable housing. President of the Board of Directors; Reverend Harvey Clemons, Jr., pastor of Pleasant Hill Baptist Church, Gulf Coast Community Development, Inc. do Steve Fairfield, Acting Executive Director Fifth Ward Community Redevelopment Corporation 4120 Lyons Avenue, Suite 100 P.O. Box 21502 Houston TX 77226-1502 713-674-0175 FAX 713-674-0176 E-mail: sfalrfield(cDearthlink.net Fifth Ward CRC is'a charter member of the national NeighborWorks network, a program of the Neighborhood Reinvestment Corporation, which provides training, technical assistance and funding to organizations engaged in creating vital, stable communities and making housing affordable. The NRC sponsored the creation of Gulf Coast Community Development, Inc., which Steve Fairfield of Fifth Ward CRC currently serves as Acting Executive Director. Gulf Coast Community Development, Inc., specifically provides guidance to emerging CDCs outside Houston's city limits. However, its capacity is limited to working with one or two groups at a time. Harris County Housing and Community Development Department 2727 El Camino Houston TX 77054 713-757-0132 http://www.hchcda.co.harris.tx.us HCHCDD plans, develops and implements housing, economic development, social service and capital improvement projects in low and moderate income neighborhoods throughout unincorporated areas of Harris County as well as in 15 smaller cities in the County (including La Porte). It oversees the use and award of Community Development Block Grant funds to public and private entities for a variety community -based projects. Eligible activities for CDBG funding include community building, demolition and clean-up, economic development, parks, planning, public works, social service programs, social service facilities, homeless facilities, homeless services and others. Harris County Housing and Community Development Department Community Programs Division 2727 El Camino Houston TX 77054 713-747-0132 http://www.hchcda.co.harris.b(.us/division/programs/indox.html This Division offers a variety of services related to veterans and housing. It comprises four operating sections. The Veterans Service Office helps veterans and their families to secure available benefits, including disability compensation, pensions, medical services psychotherapeutic services, employment assistance, education and rehabilitation, and VA loans for housing. The Assisted Housing— Section 8 Rental Assistance Program helps lower -income families to secure decent, safe and affordable housing through Certificate and Voucher Programs. Northside Neighborhood Plan 68 The Housing and Constmetion. out Program provides financial and technical assistance to low- and moderate -income homeowners for eligible new construction and rehabilitation work needed to improve their homes. Low -interest loans and grants are available for up to $30,000. Also available are deferred loans that benefit homeowners who cannot afford to make monthly payments. The Lead -based Paint Program provides financial and technical assistance to owners of homes that are identified as having unsafe lead levels. Specifically, the program targets households with children under six years of age and those recommended to the division through the Harris County Health Department. Housing Opportunities of Houston, Inc. 2900 Woodridge, Suite 300 Houston TX 77087-2504 713-644-8488 FAX 713-644-8489 HOH works primarily in Houston but is able to travel to La Porte to produce a 5-hour workshop for individuals interested in learning how to buy a home. Minimum enrollment for the cause is 20 persons, and cost is $25 per household, which is used to defray the costs of instruction and student materials. The course covers budgeting, credit, prequalifrcation for a mortgage, debt/income ratios, mortgage loans, real estate broker/agent services, inspections and other important topics. A nonprofit housing counseling service, HOH is aTSHEP Certified Homebuyer Education Provider according to the Texas Department of Housing and Community Affairs. Contact person is Sarah Randell, Manager of Housing Education. San Jacinto College District Small Business Development Center 4624 Fairmont Parkway Pasadena TX 77504 281-998-6325 San Jacinto College's SBDC sponsors low-cost workshops ($25 to $35 a person) to assist small businesses in east Hams County. Recent workshops included small business tax issues, business plans, starting a business, marketing a business and web page design. Locations for classes vary. To obtain a schedule of monthly workshops, contact the San Jacinto SBDC. San Jacinto College -Central Contract and Grant Instruction for Business and Industry Continuing Education 8060 Spencer Highway P.O. Box 2007 Pasadena TX 77501-2007 281-542-1006 or 281476-1838 E-mall: niatha(cDcentral.sicd.cc.tx.us SJC has the capacity to deliver customized training to area businesses and industries in a wide range of topics. Courses are designed to meet an organization's specific needs and can be taught at the college or at another location in the college's service area on any weekday, weekend, day or evening. The cost generally is $3 per student per hour for classes with eleven or more participants; a lab fee not to exceed $24 per student may also be assessed if special lab facilities are used in instruction. Training grants may be available to eligible companies. Course topics now available include business skills, communications skills, computer skills, critical thinking skills, English as a second language, business English, professional development, Windows 95198, conflict resolution, effective supervision and others. Contact person is Niki Atha, Program Director. Northside Neighborhood Plan 69 Southeast Texas Housing Finance Corporation 12621 Featherwood, Suite 280 Houston TX 77023 713-394-3150 FAX 713-9234482 A Texas public nonprofit organization which receives funds from a variety of sources, including the U. S. Department of Housing and Urban Development, SETH offers an OwnesOccupied Rehabilitation Program, homebuyer education, and financial assistance to low-income first-time homebuyers. SETH is a member of the Texas Gulf Coast Regional Partners in Homeownership. Texas Downtown Association P.O. Box 203455 Austin TX 78720=3455 E-mail: Inforatgexasdow ntown.ora http://www,texasdowntown.org TDA is a statewide organization dedicated to supporting and assisting organizations and individuals committed to revitalizing centers of large and small communities throughout Texas. It accomplishes this mission bypromoting the historic preservation, economic development and community vitality of downtown and neighborhood commercial districts, educating members and providing a foram to share ideas, successes and challenges, advocating member interests statewide, and providing technical expertise and resources. Texas Gulf Coast Regional Partners in Homeownership 3100 Timmons, Suite 220 Houston TX 713-626-5651 FAX 713-963-9146 http://www.hgac.cog.tx.us/ecodev/partner.htmi An affiliate of the National Partners in Homeownership, a public/private alliance of 63 national housing leaders, Texas Gulf Coast Regional Partners in Homeownership comprises lenders, real estate professionals, nonprofit housing providers and local government representatives. Its mission is to increase homeownership opportunities for residents of the Texas Gulf Coast Region, thereby stabilizing neighborhoods, increasing the local tax base and stimulating economic growth. The Partnership plans to create more affordable, more accessible and more availible housing by employing three broad approaches to homeownership: (1) by cutting the costs of homeownership through better housing production and financing; (2) by opening markets for homeownership by building communities; and (3) by expanding opportunities for homeownership through homeownership education, counseling and raising awareness. United Way of the Texas Gulf Coast 2200 North Loop West at East T.C. Jester Houston TX 77018 P.O. Box 924507 Houston TX 772924507 713-685-2309 FAX 713-685-2391 United Way of the Texas Gulf Coast is a local, independently operated, volunteer directed organization that raises funds benefiting the Greater Houston area. United Way of America is national service and training center based in Virginia; its purpose is to provide leadership, training and a wide variety of support services to more that 1,400 communitybased United Ways across the nation. The United Way provides: an array offunding opportunities for area nonprofit organizations; aManagement Assistance Program that offers high quality, low-cost management consulting, training and technical assistance for nonprofit staff and volunteers;Project Blueprint, which provides training for ethnically diverse volunteers who aspire to leadership rdes in the community; Gifts in Kind, which recycles donated office furniture, equipment, supplies and other merchandise that can be used to furnish nonprofit offices, shelters, daycare programs and Northside Neighborhood Plan 70 community centers; Networking for Nonprofit. which offers service providers forums for networking, collaboration and problem solving, and Public Policy information, which monitors activity in local, state, and national government and keeps the nonprofit sector informed about current issues and pending legislation. University of Houston Regional Small Business Development Center 2302 Fannin, Suite 200 Houston TX 77002 713-752-8425 FAX 7134564500 Mike Young, Executive Director E-mail: fvoung(duh.edu httn://smbizso lutlo ns. u h. ed u Small Business Development Centers (SBDCs) comprise a national network which receives partial funding from the U. S. Small Business Administration. The University of Houston is the lead SBDC for the Houston region. The mission of the SBDC network is to support entrepreneurship and business expansion through educational programs, economic development research, management development, technical assistance and marketing assistance. These services are offered via one-on-one counseling and regularly scheduled training seminars. Northside Neighborhood Plan 71 U. Appendices C Letter from City of La Porte to Port of Houston regarding landscaping along Barbour's Cut Boulevard 73 Southeast Texas Housing Finance Corporation: SETH's "Owner Occupied Rehabilitation Program" along with application form 75 Private Sector Initiatives, copy of brochure 84 La Porte Police Department statistical reports for 1999 88 The Winnable War: A Community Guide to Eradicating Street Drug Markets, excerpt and contents pages 92 Houston Crackdown, Neighborhood War on Drugs Manua4 excerpt and contents pages 106 Property Owner Verification/Affidavit 112 Texas Agricultural Extension Service, Urban Extension Program, Harris County: Description of Master Gardner Program and Overview of Community & Economic Development Programs 113 Urban Harvest, Description of Programs and Gardens 119 American Community Gardening Association 123 United Way of the Texas Gulf Coast "Building Our Community" Grant Application 130 Northside Neighborhood P]an 72 �i.ty of La forte rstabushed 1892 February 10, a000 To Whom It May Concern Rear Sir or Madam: The Port of Houston has held initial diswrssions with the cities of LaPorte and Motgan's Point regarding landscaping along Barbour s Cut Boulevard from SH146 to Barboar's (hut Terminal. Auer approval by Port Cotrvmissioners, the Poet of Houston will retain a consuitarrt fo jxepare a landscaping plan for their review and consideration. At the initial planning meeting it was noted that there is very little public tigbt-of-way behind the curb line. It was also noted that landscape designers would have more flexibility if there were more room behind the street right-of-way line to place landscaping. This letter is being sent to all property owners in La Porte along Barbour's Cut Boulevard. Ws purpose is to ask you to consider granting a landscape easement along Barbour's taut Boulevard and to solicit your support for this project. . i ✓ 11 r1 1 +I 1< 1 9 /:I. 1!/ I 1 •/ 1 I I1 ` landscaping* I I 1. I.r' requirementsA for landscaping. obviously,1' numerous a1, differenti conditionswlir:•. developed properties, undeveloped properties, Hopefully,beyond 1 ! individual obstades and envision a iandscaped ' 1 1 boulevard. Please express your thoughts on this project and your willingness to consider granting a landscape easement of 10 13 feet. Rye all benefit from the Port of Houston in terms of ifs positive economic impact and f appreciate their efforts to "give back" to the communky. If we move forward there will, of Nurse, be a number of meetings to discuss the overall project and individual situations. I encourage you to respond so that we can discuss with the P.O. $ox 1115 • la Yorte, Texas 77372-1113 • (281) 471SO?0 Northside Neighborhood Plan 73 port of Houston and their consultants the level of interest in SecnTing a landscape easentcat. You may respond by e-rnaii, wail, phone, etc. Fstpail: ioernsiCe3ci la-porte.tx.us phone: (281) 471 SMO Fax: (281) 4717W Thank you fox your interest in the community. F - ��'%s! e: Robert T. Herrera, City Manager Mayor and City Council Jimmy Jamison, pert of Houston 74 NonLside Neighborhood Plan OWNER OCCUPIED REHABILITATION �a The Souti�east Texas H©using Finance Cocporat;©n (a Texas publie non-profit) PROGRAM GUIDELINES AND APPLICATION May �, I999 �s Nonhside Neighborhood Plan SOUTHEAST TEXAS HOUSING FINANCE CORPORATION OWNER OCCIPIED REHABELATTION PROGRAM • • • eJrtr oks,op for IS er • i 1 r It OwnerwOompled Home: Property mug be applicants* Komesteoc4 as indicated at the County Tax •i similarasidag to be improved and must not have benefited fim County with, 20 Applicant must be a resident of one of the participating citim &ssistance in the past for2t least five yearsw proof Income: Each Family's total gfoss earnings must be oclual to or less than 0 Porte, Shoreacres or Tomball as evidenced by utility "004" Or Other acceptable most recently published median family income for the area, adjusted for firaily sim as defined by die Income lanuts. Tie tacome limits for the HaroS County am are as follows; i rr S34v600 r S4353M $460750 $50,,200 i r d floodand Bill ofRights Act SI, Combined Annual Income. Includes all persoiCs income over 18 in household & Insurance Requirements: Homeowners insutance is ruiuked for 5 yeats and if residence is located irk die Flood Way, 7a Single Family Housing: Housing unit must be single family dwelling. Housing Standards: Dwelling must meet HQS rehabilitation is complete. Affordable Housing: The maximum after rehabilitation value of the pcoperty must not exceed 95% Of aica median value. Northside Neighborhood Plan 76 Willyl. rTr I so Ott it Aw It Eol Is .i Ott Nonhvde Neighborhood Plan %� fit) -- kru4t) (Middle) Social Security# Number of Persons in Household Employer Employer's Telephone Employer's previous Employer Previous Employer Telephone Previous Employer's Address Previous Occupation_ I.eneth of Service Previous hxome Any over Income ASSETS REM VALUFM LAN .. NAMF/ADDUMDE ACCOUIM DF_> QSEMRV Checking Checking Savings Other Northside Neighborhood Plan 78 MOM TOTR s""I (Middle) Home Telephone Busmcss phone tazital Date of B0 0 Social Security # Employe Employer's Telephone Employer's Address Yonr Occupation_ 1 ength of service income previous Employa's Address Previous OccupationlllLength of Service previous income ASSETS DER VAI MALA— N E HAMEMUD FR SSM ACCOiMd DEMSHORY Checking Cheel Savings 0 Nordaide Nei�bolhood Plan %9 Nortl�ide Neighborhood Plan 80 TIT MIN OM XIYUMA� GEttERAL RELEASE FOICIvf 1• 1 HousingTexas Fmawe I• 11 H• i occupied Rehabilitation\ gramOr its 1 :•. J- 1 Obtainagents to 1 1 receive all record andinformationpertaining 1eligibilityS r the rehabilitation prograintincluding- 1/ 1 I 1 M 11 (including R returns), i -i and such II 1° information a111 fi(MI allPcfsOnsp IR�Iq or firms 1 holding or havingaccessto Southeastreby gives t .Ir el 1 n. 1authorization E- i fo occupied Rehabilitation Program thetight to requestinformation that wecan Or could 1 1 1 1 company, firm on EI atter :f to 11agree S 1 1 1 I l t+ • 1 i•e 1 I 1 t have I e le 1 i corporation FinanceHousing Corporation i - occupied RehabilitationProgram for purposes_ program. 1-term ofthis authorizationshall1-1 ce on the date of signaturcaiid be in force for the duration of the loan and for a period 1 live Years a&orE {I i t•S • 1 date of agrant. Social Security # SOCl31 Security # Nonhside Neig116orLood Plan 81 please Attach a copy of the following And mail along with your application. 1. Copy of the Deed of Trost 2. Copy of Home Owners Insurance Policy 3. Copy of Social Security Award better/ 4.- If disabled, Copy of Disability Letter 5, copy of Tax Record to show Homestead Exemption 6. Name and address of Bank or Credit Union with your account numbers . sa Nonluide Neighborhood Plan Verification op Assets on Deposit 83 NonAvde Neighbor6osd Piss < aw^;oyo ;;T x9 0 09 0 g" ti � n 9 a n w w' �^ o• o w < S ^ m Con OQ e a zxgg�z ^ CB e+C MC G 8 °� ., ca°Ow. z td 2FgF"p d� Go pbif .-� SOP J� vUiPO r ? OA o HsRe g :s' aloe 552�@as �n co O O N U w 4 m .N S�.orM�N� T � N��N N PN Tom+ 0 tlwW a a w 0 y C 0 H 0 0 o"c o ie w o o 11, X x o w o no m ° 9 o �o m 3 ry e K �2. M 0 w x i%< G 5 M p 0 . o ooGq '17 .pi. `� m G H< P- N b P..-0 on- F A G ro P' m ,< N7 "' a H cPO O. o O „ O P_ PC P o,n o o'o w o" "" R7 7 K pi N w o P O IL ^ P.. O. R w b rt - � wH � x . Hpp n� . 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An average was calculated to give us an indication as to how La Porte compares to the national average_ Come Murder Rape Robbery Agg Burg Theft Auto Inner Asslt Theft Total La Porte 1,D00,623 797 6,823 25,141 63,894 179,330 fi41,589 83,049 Uniform Crime Report 1998 City Pop. Crime Murder Rape Robbery Agg Burg Theft Auto UCR Index Asslt Theft per 1,000 eay[own 70,244 3,383 3 28 59 154 610 21208 321 48.2 Uniform Crime Report 1999 City Pop, Crime Murder Rape Robbery Agg Burglary Theft Auto UCR Index Asslt Theft per 1,000 Baytown Deer P L Pasadena Seabrook Sa Houston abater W 70,244 31253 3 42 88 140 553 2,186 239 46.3 The La Porte population figure for this report was taken from the published population in the Crimes in the United States book as were the population figures for the indicated cities. This was done instead of using the figure of 34,407 to be fair in comparison with the other cities using their published population figures. NOTE: Seabrook and Webster are cities under 10,000 and statistics are not kept for them in "Crimes in the United States". Northside Neighborhood Plan B8 La Porte Police Sector Report of Activities 1999 Sectors Total of Percent of Pop. Activities Activities Activities ! Person Sector 1 21645 7.68 % 41213 0.63 Sactor 2 11129 3.28% 483 2.34 Sector 3 2,222 6.45 % 4,181 0.53 Sector 4 1,260 3.66 % 316 3.99 Sector 5 22595 7.54 % 729 3,56 Sactor 6 17619 4.70% 612 2.65 Sector 7 219 0.64 % 99 2.21 Sactor 8 1,232 3.58% 2,297 0.54 Sactor 9 1,401 4.07% 10514 0,93 Sector 10 487 1.41 % 3,003 0.16 Sector 11 11375 3.99% 1,769 0.78 Sactor 12 11664 4,83% 37322 0,50 Sector 13 11818 5,28% 21326 0.78 Sector 14 11800 5,23% 31108 0.58 Sactor 15 11441 4.18% 1,816 0,79 Sactor 16 31286 9.54% 11675 1.96 Sector 17 829 2,41 % 2,944 0.28 Sector 18 " 31523 10,23% Police Department* 31891 11.30% 34,436 100.00% Dote: ` Sector 18 is a reference sector for all activities within the LPISD **Sector Police Department is a reference for all walk in reports or activities that are initiated at the Police Department Northside Neighboxhaod Plan 89 �� ` Northside Neighborhood Plan 90 UCR Crimes 1200 1823 1 000 ar - -e9a- 835 777 768 789 828 800 568 _ 62t 600 1 400 - 200 0 Yr Yr Yr Yr Yr Yr Yr Yr Yr Yr 90 91 92 93 94 95 96 97 98 99 Violent Crime O Property Crime The above Chart indicates the number of offenses reported in the two major categories, Violent Crimes and Property Crimes, that comprises the UCR Total. Violent Crimes include: Murder, Forcible Rape, Robbery and Assault. Property Crimes include: Burglary, Larceny -Theft and Auto Theft Northside Neighborhood Plan 91 TheVin• -1 =-; . ::j:..t.:*; . ;. --.t - - uT - -.: . 1:- . - • .. : --: - : . •:-• - if.- . •-: ; • • :-- • • • • - --• . - - - . - - - - - . . ._ - .: - - - - - - • - -i . • •- --. . .- --. . • - • • • - - - . -- . . - . . - . - --nable - - . - • - War : - . -: A Community Guide to Eradicating Street Drug Markets By: Roger Conner and Patrick Burns R - .- - - . p - --. - • - - . , . - . . -. - :r . . - - . -: : - . ;. . . .. . - - - . s, _: - . . _ - . . - - - • . . . . . .- . . .. - - - . - : . , r - - - - ; : H- -. _ 4- . . :T. -- - - __-i : - - -- - - - - : - -7 - - . r -.. ' . - - . .- : . . . . . . . . . - . - • - , . : - - - . - ss ;- . - : . - ti - . $ -T : $ - - - - - H . -. H : .:i:': .. . .. .± 1 ! : .1:. . : • - _ : ... : - :- . - - - . 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V . • • . . .. .. . . - . - . .- ..- . .. . . . _ _ -- . - . • . .. . - . - - ..- .. . . . ... . . . ... - . . --. . . . . .. . . . . . . . . . . . __ . - - . . . . . . . . . . . . . . . . . . .. . . . - . . .. . - . . -. . .. . . . . . . . . . . . . . .. . • .. . .. . . . . - . . . ..- .• . . . ...- . . .... . - • - :- - - ... . ... .. . . ... . . . . . . ... .... -- - • . .- . - . . .- . -- .- . . - . ... .. . . . .. . . . -. -. . . - . . . . . . . . . - . - . . . . . . - . . . . - . . . . . . . - - - V •. . - . - . - - - . . . - . -. . . -- _. . . . - . . . . . . . . . . . . . . . - . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . .• . . . .. . . . . V. - . . T- . . •._ - . . : - . . . - . . • . . . . . • - . . - . . - - . . . - . -• . .- .. .. . .. .. . . . . .. . . . . - . - .. • - V • • - - . - - - . -r - . - -- - - -- -- - - - . . . - . . - : - - .. . - - • - . ...- - - : -- - - - - - - - .-- -- .... .- - - - - = . . .- - - . - - . - . - • . : : - . - - - . . - - ± . • . . 1 - - - :- . • -:; - :--: : • - - . :1 - . r : V -- . . . • L'—L - : - - - - - - - -- -. . . •- -. - - . - - - -- --- -- - - :- : American Alliance for Rights & Responsibilities Table of Contents SUIVJUV RY Addinga New Objective .................................................._. 1 ThreeTactical Objectives 1.................................................................................................. ........................................................................................... 2 —Broadcasting Community Intolerance ................................................................................................................. 2 —Denying Access to Space 3 g -Removin the Sense of Im uni """" 4 ACaveat _ .................................................. CHAPTER ONE: TIII3 WAR ON DRUGS Defining a New Objective ....................................... LimitingResponsibility ........................................... Real Crime and Real Victims .....................:............ CHAPTER TWO: HOW FLAGRANT DRUG MARKETS WORK One Product ..............». __........._............ 9 Two Markus, ........................................... The Private Marketplace............................................................ ...................... ........................ 9 9 —Open-Air and Flagrant Markets........................................................................_........_...._........... The Hierarchal Structure of Drug Markets10 A Bazaar Market 12 ......_..........__...................................... ACandy Bar Product......................................................._......_......._....................._...__........_.... 12 BrandNames .......................................................................................................................... 12 The Demographics of a Drug Market ............................................ »............................ 13 TheDesign of a Drug Mall....................................................................................................... 14 Markup and Profit14 The Changing Risk Equation................................................................................................... 15 15 Beepers and Telephones ...................... _..........: ..................................... . Crack Houses and Shooting C,alleries.......................................................................... 16 16 Moving the Deal Off the Street................................................................... 17 —Changing the Economics of Addiction ..............................._. CHAPTER THREE: THREE OBJECTIVES. IwNE STEPS: BREAKING THE BACK OF THE OPEN-AIR DRUG MARKET IN YOUR NEIGHBORHOOD »... 22 Ttvo Steps to Broadcasting a Sense of Community Intolerance ..................................». 25 .,Confronting Drug Customers and Dealers................................................................................... 2; Organized Citizen Patmis.......................................................................................... 0 Marches, vigils and Rallies........................................................................................».... Pickets of Select Businesses and Landlords............................................................. 2( —12eaning Up the Neighborhood20 Removing Trash and Old Cars __...---••................... 21 Enforcing City Codes............................................................................. 2: Increasing Street Lighting ............................._._.... 3 93 Non6side Neigh6o`hoad Plan 31 Four Steps to Denying Drag Dealers and Then- Customers Access to Space ...................................... 31 Abolishing Site -specific Locations......._... - -..........._............................-................_.... Seizing and Changing Public Housing and Private Rental Leases ................................. 32 Seizing Condominiums, Houses and Businesses.............................................................. 33 34 Razing, Closing and Rehabilitating Abandoned Property ......................._......_.............. —Discouraging Entrance To, and Escape From, Drug Mazkets...................................................... 35 35 .. Lease I.D. Programs.....................................................*......-•..................._................._.... Better Building Managemeht......................................................................................... 37• Fencesand Barriers ...................................... •.............. ........ ................................_.............. 37 .... ........ .....................................:............... 38 —Increasing the Penalties for Conducting Business in Certain Locations and in a Certain Manner ...................._..._................._.... 38 Anti -Drug Related Loitering Ordinances and Specific Area Bans _....._ ......................... 38 40 DrugFree School Zones...................................................................:. ......................... . —Removing Drug Market "Enablers'........._................................................._............._.........,....... 41 Closing Businesses Where Drugs Are Tolerated............................................................. 41 PublicTelephones............................................................................................................. 43 Three Steps to Removing the Sense of Impunity that Currently Surrounds 44 FlagrantDrug Markets ...........»...................»..................................................._.... ..... Improving Police Efficiency........................................................................................................... 44 Getting the Police to Treat Your Complaint Seriously .................................................... 45 Improving the Quality of Citizen Information ..................... 45 Postcard Warnings to Motorists ..... ............................ 46 DrugTip Lines .................._.._..... -...._........_...._...... .............. 46 Increasing Police Presence _..----....___...---......_.........._........... _........ 47 Foot and Bicycle Patro.._ls_......-.................................................... ........... 47 Driver's license Checkpoints......_.._...._ .................. ....._.........---...._........_.__..__......__...._ 49 50 Community Command Posts ............... _..._--........._.......... Street Sweeps: Buy -and -Bust and Sell -and -Bust Operations ............................................ 50 —Increasing the Probability and Severity of Punishment ... 52 "Use It and Lose It" Driver's license Laws....................................................................... 53 Public Community Service ............................ 4 MandatoryUrinalysis.........................................................•-•-...................._....................... 54 Self -funding Drug Treatment and Education....................................:....._........_............ 55 ....................................•---•-•--...._............_.......................__.............. 55 Asset Seizure Cars.............................................................................................................................. 55 56 RealProperty....................................................... Increased jail -Time for Incorrigible Repeat Offenders...._ ............................................. 56 CHAPTER FOUR: PU11TYG IT ALL TOGETHER Charleston, South Carolina......................»......................................................................................: 59 Operation bean Sweep and the Chicago Housing Authority............................................................ 60 61 Washington Square Park.......................................................................................... ......................... TheQ.U.A.D. gquads of Tampa, Florida.................................................................................bee ...». 64 CHAPTER FIVE: ORGA]YIZIIYG TO DRUG -PROOF ' YOURNEIGHBORHOOD .................................................................... 67 _.. 104 Northside Neighborhood Plan 94 "Power concedes nothing without a demand BMW did and it never will " -Frederick Douglass The Winnable War is about power. Power, as in power snuggle. A power struggle engages drug dealers and neighborhood groups in combat. The prize for the winner is control of turf. The Winnable War provides us with incontrovertible proof that the people in the orange hats can achieve victory. All they need to do is follow the well researched and highly developed strategy outlined in this book.' .. ... -However, The Winnable tells us this need not be. In fact, we are not alone There are more neighborhoods,win. They can save their .. homes.lyardl, and weir N . . 1. , 11 7. I . 1 . 1 : The case studies in this book are success stories that illuminate the paths we must walk to develop a truly drug free community. The Winnable War is well researched and deserves careful attention by neighborhood groups battling to save their community. We cannot allow ourselves to drown in a sea of cocaine. 7n short, the Winnable War makes sense. It can be won. Father George.Clemenls April, 1994 Nort6side Neigh6orLood Plan 9$ INTRODUCTION At the American Alliance for Rights & Responsibilities (AARR) we talk with community activists across the country, especially those who live in neighborhoods at risk for crime and decline. We have repeatedly heard the same complaint from the residents of these communities: drug dealers are killing our neighborhood, When we asked community members what they thought was the source of the problem, we heard a wide range of answers: Local citizens complained that police failed to come when called, that judges failed to send dealers to jail, and that lawyers were always willing to defend the rights of crack dealers —but never willing to defend the rights of law-abiding members of the community. Police officers complained that community members did not support the police, that the city council would not hire enough officers, and that the police were being blamed for the by-products of bad parenting and inadequate schooling. City council members complained that the public wouldn't tolerate more taxes, that the federal govemmnent was cutting back funds, and that the kind of strong legislation their constituents wanted was doomed when it got to court. Yet when we looked around the country, we found exceptions to this circle of blaming. Dow were these communities' different, we wondered? Why were some succeeding and others utterly failing? This book is a chronicle of what we found. For us, working on the AARR's street drug market eradication project has become more than an intellectual exercise. While working on this report, one of us (Roger Conner) lived just two blocks from a thriving Washington, D.C. drug market and participated in nightly citizen patrols and other activities with community members bent on driving drug dealers out of thew residential neighborhood. The other (Patrick Burns) has spent hundreds of hours working with people incarcerated for drug relate&aetivity and knows that many return to their old ways after being lured back into addiction by the omnipresent temptation of street drug markets. There are those who may wonder if it is really possible to get rid of street drug markets. We wish these skeptics could -meet the people we have met while working on this project: mothers and fathers, businessmen and preachers, teachers and police chiefs who have worked countless hours to achieve local victory in the war on drugs. These good citizens have gone out in the rain and snow, in the heat and at night, have listened patiently through interminable meetings, and havecollected thousands of signatures in order to pass the necessary laws and implement the necessary practices to drive street drug dealers out of their communities. Those who doubt communities can rid themselves of street drug markets have not met these people who glow with the moral fire of parents determined to save their children, of home owners determined to save their life savings, and of people who are simply sick and tired of being too scared to go out at nights. our report is dedicated to these remarkable people. Roger Conner and Patrick Burns Washington, D.C. March, 1994 96 Northside Neighborhood Plan What They're Saying About The Winnable War: A Community Guide to Eradicating Street Drug Markets "This study provides practical instruction on what to do to gd rid ujstrat drug markets- it is itrmigty recommended nading for every police chief, city council person, mayor and community atheist that wants to gct drugs out of their communitia.' Mark Kleiman, Lecturer on Public Policy, Program in Criminal Justice Polity and Management, Harvard University, John F. Kennedy School ofCovernment `The Wmnalie War -A Community Cuide to Eradicating Street IhugMarkds' [u] a booklet that may be the best manual Goer for citizens trying to rid their neigk6orFaodr of inanasingly violent open'au drug markets.' Neal Peirce, Washington Post -Los Angles Times Syndicate, and columnist for The National Journal. `1 rrj is new One thing a smaII organization tr Washington has come along with sensible ideas on jWng the drug peddler in the streets, where the struggle win be won by one side or lJu other re Tlu pin report are sick and tired auum of a new the Alliance is that Americans in drugridden neighborhoods of being toddy's suckers and tomonow's wrpsm For those who are, the organization has produced a kind of handbook on how to organize Ito reclaim the steeds] - - • . The beauty is it all doom I depend on the While House, just some people in the neighborhood.' A.M. Rosenthal, The New York Trma At a time when firattraled communities an threatening to tale up arms against drug dealer; it's nfnshrng to see a plan of action that is as effective as it is law abiding... a ra jronsi array of spxkf+c °ppmacke"s included in The Mnnabk War... For a change, let's do what urorks.' The Dallas Marring New editorial Page 'The beauty ojThe Winnable War is that it is not thturdical; it talks about what works. This is a long orxr- due guide for lauyers, politicians, police officers, aril citizens.' Bill Ide, President, American Bar Association it lauryer-led group, the American Alliance for Rights a»d RapantiLilities has Joaied anew al the laadcsivas That has made $o many people hopeless It has produud the fiat-eaer national a dam to a ain Me et akzen groups have used with success against sired drug markets ... Sontcthing can be done to reclaim the beiricaded neighborhoods... That news has been a long time coming _ .. The Winnable War... is an eye, The Baltimore Sun editorial page The American Alliance for Rights &Responsibilities Suite 1112, 1725 KStreet, N.W. Washington, D.C. 20006 (202) 785-7844 Nonhside Neighborhood Plan 97 Chapter Five Organizing to DrugmProof Your l�Ieighborhood In your battle to eradicate the flagrant drug markets in your neighborhood, it is easy to become paralyzed by the enormity of the task: the neighborhood may be severely blighted, local organizational structures appallingly weak, and commu- nication among neighbors virtually non- existent. Conversely, the drugdealers mayseem well -organized, their parade of customers omnipresent, the gangs ofloiteringyouth legion, the gunfire and intimidation ubiq- uitous. Presented with such uneven odds, you may feel that you too need an army to counter the local drug problem: entire church congregations, scores ofconcerned parents, dozens of politicians, and every neighborhood associations within a ra- dius of five miles. Nothing could be farther from the truth. In fact, if you try to organize such a massive outpouring of community sup- port, you may expend all your energy organizing and never get to combating the drug dealers. More importantly, it is easy to over- state the degree of organization and com- munication that actually occurs among drug dealers and drug customers. Even the loosest organization of citizen activists will, in all likelihood, have more real power and better communication than the most sophisticated drug ring. In short,whatis needed is direct action by citizens to confront and deal with the local drugproblem. In the communitarian war against drugs, action speaks more loudly than words, and action has its own kind of organizing power. An Army of Three Most successful efforts to reclaim a neighborhood will start with just three or four concerned citizens who get together in a living room to talk about what steps can be taken to break up the local drug market. It is this coming together to create "an army of three," that is the start ofmost successful neighborhood anti<lrug efforts. At this initial organizing meeting, you should identify the exact nature of your local drug -market problem. Is the prob- lem an open-air drug market, a crack house, a housing project, a local bar, or a dance club? What kinds of drugs are being sold? Who are the dealers and who are the customers? How do the customers travel to the neighborhood? Who con- trols and owns the property where the drugs are sold? Some of these questions will be an- swered quickly and with confidence by the people attending that first meeting. In most cases, the local drug market will be centered around a specific street or block, The Winnable War. A community Guide to Eradicating Street Drug Markets -67- Nonhside Neighborhood Plan 98 a specific building orbar, a park, oralarge housing development. Ifyou cannot iden- tify the exact location and nature of your drug market, you may want to re-exam whether you really have one. After all, if you cannot see the drug market, it is prob- ably neither flagrant nor open-air. Once you have defined the nature and location of your local drug market prob- lem, the next question is what pressure points can be pushed to paralyze and cripple that specific market. What citizen actions can be taken that are appropriate to closing that market? For instance, if drug buyers are driving into your neigh- borhood to make curbside drug pur- chases, you may want to begin a citizen patrol to take down license plate numbers and video tape drug transactions. In addi- tion, you may want to visit the local police department, the city council, and the mayor's office to ask that the city initiate a program of car seizures and drivers li- cense checkpoints to discourage drive - through drug traffic in your area If your local problem is a crack house, you might want to consider initiating a citizen's patrol and filming the action at the house with a video camera. In addi- tion, you may also request that a uni- formed patrol officer be assigned to patrol the sidewalk in front of the crack house all day long, or at least at its busiest hours. Finally, you can write formal letters of complaint to the property owner, the po- lice, city council representatives, and the mayor's office asking that corrective steps be taken. In the case of a housing project, you may want to consider organizing a tenant patrol, initiating a lease-I.D. program, or implementing a program of tenant screening. In the case of drug markets associated with bars, restaurants and dance clubs, you can seek repeal of the establishment's liquororbusiness license, reportsuspected violations of health and safety regulations to the proper authorities, and organize citizen pickets to force management change. Whatever the problem, and wherever the market, pressure points can almost always be found to disable local drug mar- ket activity. There should be no illusion, however: eradicating an entrenched drug market is never easy. It is a process, not anevent. Do notbediscouraged. Weeks and months of concerted action may be needed before tangible results can be achieved. If daily action is taken by citizen activists, how ever, real results are guaranteed. F'IrSt Tllin$3 FlrSt: creating a Police - community Team Before implementing a program of anti -drug market activity in your neigh- borhood, visit and consult with your local precinct captain -or commander. Ask the police to describe the local drug market problem from their point of view. Ask them to describe the kind of anti -drug activity they are doing now. Take notes. American Nliantt Cor Rights & Rryonsliiities Northside NeightwrM1ood Plan 99 �> If i, chief Ask for statistics about arrests and com- plaints, broken down by block, for your neighborhood. Be friendly and respon- sive and ask what you and other citizens can do to help. Finally, ask the police for their help. Explain the kind of policing you would like to see in your neighborhood: uni- formed officers assigned to foot patrols in front of crack houses and in known drug markets, license checkpoints at the en- trance to drug markets, increased use of auto seizure laws, and frequent police vis- its to apartments and houses suspected of drug activity. In addition, explain the kind of com- munity -based citizen action youwould like to see in youf neighborhood: citizen- initiated action to closedown drug market "enablers," increased agitation for legisla- tive change, nightly citizen patrols, and increased crime reporting to the police. At this first meeting, do not be dis- turbed ifyour precinct commander is less than enthusiastic about citizen -initiated anti -drug activity and less than eager to change locally entrenched policingmeth- ods. Some officers see citizen patrols as a criticism of their own anti -drug efforts. Others are afraid that citizen patrols will bring with them increased political pres- sure and arbitrary political oversight. Finally, police captains may be less than enthusiastic about returning to commu- nity -oriented policing that emphasizes "boring"preventive work rather than more "exciting" and glamorous task -force ori- ented specialization. Whatever happens at this first meeting with the police, do not be discouraged. If the local precinctcommanderis notcoop- erative, find someone else in the depart ment to talk to: the head of the Vice . Department, a local beat officer, or a unit commander. Appeal to the Chief of Po- lice or an Assistant or Deputy Chief. The goal is to establishagood, solid and friendly relationship with someone in authority in the police department. After all, it is only by working together that the police and the communitycan drive entrencheddrug markets out of business. Five Kinds of unilateral Action In practice, there are five kinds of action that can be taken unilaterally by citizen activists to help rid communities of flagrant drug markets. These actions are: citizen patrols; community clean-ups; closing drug. market enablers; agitation for political, administrative and procedural change; and an increased flow of citizen information and complaints to law en- forcement and city officials. 1. (atizen Patrols Organized citizen patrols may be the single most effective step a residential community can take to rid itself of an ongoing open-air drug market. Citizen patrols cost little to start, are quick to organize, and almost always result in an immediate and visible reduction in drug market activity. 2. Community Clean -Ups Organized community clean-ups send a powerful message to drug dealers and drug customers that it is no longer going The Wmnable War: A Community Cuide to Eradi ati,g Street Drug MarkeLt Nonhside NeighbocLood Plan ' ti9 ' t �() to be "business as usual in that neighbor- hood. Communities that have working playground equipment, adequate street lighting, tidy streets and sidewalks, well - maintained yards and common areas, carefully trimmed brush and grass, and enforced city codes signal that they are well --organized and willing to defend their turf against urban squalor. 3. Closing Drug Market Enablers Businesses that serve as the hub of lo- cal drug market activity can be closed or forced to rehabilitate themselves through citizen action. Bars, dance clubs, liquor stores and convenience stores that ignore citizen complaints about drug sales in or around their properties can be closed by actively and vigorously pursuing the local liquor or business license revocation pro- cess* 4. Agitate for Political and Operational Change Many of the steps described in this report must be taken by city government in order to eradicate flagrant drug mar- kets operating in residential neighbor- hoods. In most cases, governments are not now taking these steps. In some cases, the problem may be that a city agency (i.e. an asset seizure department) is underfunded and under- staffed. In other cases; the problem may be that the city is not managing its re- sources for the greatest benefit to the community (for example, poor prioritization of alcohol -license review requests). Whatever the problem, community members need to agitate for political and operational change at the local level. Neighborhood activists should bombard the city council, the mayor's office, and the police department with requests for specific changes. Amongthoseyoumight consider: Operational Changes • Expanding all existing asset -seizure programs; • Conducting "close patrols" of crack houses and drug markets by uniformed police officers; • Initiatingapostcardmailing campaign to deter cars from cruising drug mar- ket areas; • Carrying on a concerted program of� drivers license checkpoints to discour- age cars from entering suspected drug market areas; • Obtaining increased publicity for sei zure and postcard mailing campaigns, including putting seized cars on disc play at area malls, and stadiums; • Streamlining Alcohol Beverage Con- trol Board reviews of all alcohol li censes granted to bars and restaurants thathave documented drug problems; • Increasing towing and ticketing of ve- hicles double-parked on residential streets; • Increasing special trash pickups to col lectrefuse; • Giving special attention to sidewalk, street, park and playground repair, and American Alliance for RgMs & Responsbilities Nonhcide Neighiwdwod Plan - %� 101 • Inspecting buildings in drug plagued neighborhoods for housing and safety code violations. Legislative Changes • Padlockanddnigclosurelawsforbusi- nesses with multiple drug convictions on their premises; • Laws enabling city health and safety inspectors to inspect properties on the basis of city -issued administrative war- rants; • Public housing regulations or lease restriction clauses that ban drugs in their units; • Public housingregulationsthatrequire a lease I.D.,_program to control the entry of non-residents; • Anti-drugrelatedloitering ordinances to increase police efficiency in break- ing down street drug markets; • "Use it and lose it" drivers license laws that automatically revoke the drivers license of all drug and alcohol offend- ers; • Appropriations to fund large-scale communityworkprograms as an alter- native to costly incarceration. Model legislation covering certain of these proposals can be obtained by calling the American Alliance for Rights & Responsibilities in Washington, D.C. at 2027785-7844. If city agencies and city governments enact and enforce the above suggested changes, drug market activitywiil, in most cases, decline precipitously. ba Increasing the Flow of Information and Coinplaints to Police, Politicians and Press In order to improve neighborhood services and community order, citizen ac- sts need to make "the powers that be" aware that they are unhappy with the cur= rent situation. Communities that place large numbers ofcomplaints to the police, politicians and the press, end up seeing a disproportionate percentage of city re- sources being deployed on their behalf. In the case of the police, the best tactic is to collect more and better information about drug activity in your neighborhood, to report that information, and keep de- tailed records ofwho in the police depart went received the information. Ironi- cally, the more detailed the information you collectfrom the police about whoyou are talking to, the more likely that your reportwill be properly collected and filed, and that real action will ultimately be taken. In the case of the press, find out the names, addresses and telephone numbers of all the local reporters who cover crime and drugs in your community. Get the name of the editorial page editor most sympathetic to your cause. Contact all local community association newsletters, and call and write them all. As briefly as possible, detail the nature of your local drug problems, complete with statistics, locations, names, and addresses. Name the liar, restaurant, crack house, or housing development you are most concerned about Give the name and telephone 1Te VTmnabk War: A Community Cuide to Erad'intiog Street Dms Markets Nonhside Neighborhood Plan � 02 number of the owner of the property, the local precinct commander, your local city council representative, and the name and telephone number of community activists concerned about the problem. Above all, keep the reporters apprised of all successful antidrug activities in your neighborhood. if you can get the attention of the press, youwill get the attention of the politicians. Politicians are also particularly atten- tive to neighborhood community associa- tions, religious leaders, managers of apartment and housing projects, store owners, and members of local business coalitions. All of these groups represent future voters and opinion makers. Ask officers and key members of hhese groups to sign a letter of complaint about local drug market activity. In that letter (which should be copied to all relevant politicians and the local press), ask for specific ac- tions to be taken to correct the local drug market problem. Finally, ask' as many individual citizens as possible to call your local political leaders and ask them what actions they plan to take. If enough noise is made, and if citizens themselves begin to take real action, the politicians will almost always follow the community into battle. When that happens, success is just around the corner. Local Anti -Drug Resources Every community has a wide variety of resources that can be brought to bear in the local war against drugs. The following list is illustrative of the kinds of organiza- tions, agencies and individuals you may find helpful. Your local librarian can probably provide specific names and tele- phone numbers for local groups and in - duals: • Neighborhood associations • Tenant associations • Local school board members • The Superintendent of Schools • Local school principals • The Commander of the local police precinct • The Captain of the city vice squad • The City Council representative and his or her staff • Local business associations • The owners and managers of major businesses and apartment buildings in your area • Religious leaders • City agencies, including: the Depart went of Public Works, the Housing Authority, the Alcohol and Beverage Control Board, and the Business U cense Review Board • The Mayor's Office • The Sheriff's Office • Community foundations Contacting the above offices is likely to result in additional leads that should be foBowed up for additional community support. In addition, a great deal of excellent information on fighting drugs and crime, and organizing communitys for change, is available through the Citizen's Commit tee for New York City, 3 West 29th Street, New York, New York 10001. A list of anti- drug tip sheets and other relevant publica Amerion Alliance for Rights &Responsibilities Nortluide NeipJ�borhood Plan � 03 tions produced by this organization can be found in the appendix._ Finally, if your community believes it has a problem that needs legal help or advice, the American Alliance for Rights and Responsibilities (AARR) is a national organization that puts local community activists in touch with law firms that are willing to providepw Bono (free) legal help to communities seeking to eradicate fla- grant drug markets. If you believe your particular problem would benefit from legal support, contact: The American Alliance £or Rights & Responsibilities 1726 K Street, N.W. Suite 1112 Washington, D.C. 20006 (202) 785-7844 Fax: (202) 7854370 The AARR shares your goal of a safe and healthy neighborhood, and we are here to help. ■ 1Le w"mnabk War: A Community Guide b Eradiaatiug Street D�vg Mar&efs -73- Nonhride Neippbolhood Plan 104 About the American Alliance for Rights & Responsibilities The American Alliance for Rights & Responsibilities (AARR) is a national non-profit organization dedicated to restoring a sense of responsibility and civic duty in American life. The AARR concentrates on issues that directly affect the safety and quality of life in communities across . tiffs country. Our priority issues are: crime and public safety, drug and alcohol abuse, and national and community service. Our approach is to identify, promote and defend new ideas which make citizens part of the solution, and which strike a balance between extreme rights claims and those who would sacrifice civil liberties as a means to an end. If you would like to order additional copies of the Winnable Warr A Community Guide to Eradicating Street Drug Markets, would like to join the AARR, or would like additional information about our programs, please fill out the card below: _ YES, I would like to join the American Alliance for Rights & Responsibilities and help restore a sense ofresponsibility and civic duty in American life. Enclosed is my tax-deductible contribution of $20. I look forward to receiving the AARR:s bi-monthly newsletter. YES, I would like to know more about the AARR and its programs. Please send me more information at the address below. _ YES, I would like to order additional copies of The Winnable War. Enclosed is my payment of for _ copies at a cost of $12.50 each. (If ordering more than 10 copies, the price is $10 per copy). Name Organization or Association ('if any) Address City SEND TO: 202/785-7844 Nonhside Neighborhood Plan State Zip The American Alliance for Rights &Responsibilities 1725 K Street, NW Suite 1112 Washington, DC 20006 R1Fi fmmm� I,/ ff 17 HOUSTON CRACKDOWN COMMUNITY AWARENESS AND PREVENTION COMMITTEE NEIGHBORHOOD SUBCOMMITTEE Rev. Harvey Clemons, Pleasant Hill Baptist Church; Chairperson Irma Scales, Acres Homes War on Dzsgs Thelma LaStrap,. Acres .Homes War on. Drugs Don Graff, Stella Link Revitalization Coalition George Harris, Stella Link Revitalization Coalition Susan Hill, Houston Proud Neighborhood Program Nancy Havey, HOA Services Officer Cindy Humphry, Houston Police Department Officer T.J. Hilton, Houston.Police Department Special Thatsj�s Toc Jeannie Todd, The Support Center, Inc. d Powers Marc D. Markel; Roberts, Markel, Folger, an Officer Randy Helton, Houston Police Department, Westside Officer C.P. Williamson, Houston Police Department, Westside Richard Tesch, City of Houston Parks & Recreation Department This pnbltcatlon is dedicated to the memory of Oi3lcer Nilllam �. ",81iiy" Cartrrrl6ht, iIl NoNhside Nei�bothood Plm� I D% TABLE OF CONTENTS Introduction I. Getting Started II. Essential Partners III. Getting Organized IV. out of the Starting Gate v. Maintaining Momentum VI. Program and Projects VII, Successful Neighborhoods I;PPENDIGES i. Drug Facts lie Sample Survey III, Creating a Formal organization IV, What to do About ... v. Resource Lists Page 1 Page 2 Page 4 Page 5 Page 8 Page 12 Page 14 Page 21 Norlhside Neighborhood Plan 108 INTRODUCTION The WAR ON DRUGS may prove to be one of the most unifying efforts experienced by this city since the oil crisis. :Individuals from all backgrounds, professions, cultures, and education levels are joining forces, both among themselves and with other groups, to take a stand against drug abuse. HOUSTON HAS A DRUG PROBLEM - But, there are still people that do not recognize that Houston has a serious drug problem. THE DRUG PROBLEM AFFECTS YOU - You do not have to be mugged or' burglarized to be affected by drugs. Every item you purchase is marked up to pay for higher production prices due to the spread of drugs among the work force. SOMETHING MUST BE DONE - If something is done, we can expect to see less crime, lower prices, fewer drug addicts, less child abuse and avoid extra taxes that would be assessed to supportlaw enforcement and all social services that deal directly and indirectly with the drug problem. We can safely enjoy our neighborhoods again. . YOU CAN HELP - Everyone can do something. If you stay "drug free•, that is the greatest first step. if you keep one person off drugs, then you have doubled your help. I£ you attend a meeting to organize your own neighborhood against drug abuse,.then you have really helped! The list goes on and so will your enthusiasncand sense of accomplishment as you continue to do things that restore pride in your neighborhood, in your city and in yourself. This guide offers a method for organizing your neighborhood Into its. own "WAR ON DRUGS". 1. 6et Started - Leum about the Problem and Find Others Who Gre 2. Recruit Essential Partners - Police, Elected Officials, Business, Civic, and Religious Leaders, School Officials, Your Neighbors 3, ion a Steering Committee and bet Organized �. Call a Neighborhood Meeting and Turn Energy into Action S. Keep up the Momentum 6. Focus on Projects and Programs that Fit Your Neighborhoods Needs 1. Measure your success every year. Ingredients for a Successful WAR ON DRUGS ]09 Nonbside Nefgbbo�hood Plan I. GETTING STARTED Now that you have decided to get involved and rid your neighborhood of drugs, the next question is "how do I get started?". EDUCATE YO R E ,F First, you ,will need to document the problems in your neighborhood. You should spend some time observing "what's going on". You should write down exactly where drugs are being used and/or sold. (ex: known crack houses, local parks, abandoned houses and apartments., etc...) FIND OTHERS MJQ M1 CONCERNED Next, you should talk with your neighbors about the problems, They might have the same concerns and worries. They might be able to give you even more examples of problems in the neighborhood. You may also find them willing to get involved with a WAR ON DRUGS. CONTACT TNff LOCAL POLICE Call your local police substation and ask them to provide you with Information about drug arrests, burglaries, robberies and other crimes in your neighborhood. All this information will be important in increasing your neighbors'' awareness of how drugs affect them. PORN A STEERING CONHITTEE With this information you are now ready to begin organizing your neighborhood WAR ON DRUGS . You should first find out if there is an organization In your neighborhood such as a civic club, homeowners association, or neighborhood watch that will undertake a war on drugs program, if asked. If not, you should contact some of the responsible, respected and Interested Individuals in the neighborhood and form a steering committee. You might consider individuals from local churches, schools, businesses, PTO's, and civic clubs. Most important, include the local law enforcement officers on your steering committee. SURVEY TM NEIGHBORHOOD A very effective way of conducting a survey Is to Interview people in person and record their answers. This is something you and your steering committee can do together. Person -to -person surveys allow you to get better feedback and more responses, rather than if you simply sent out a form in the mail or left it on the front door. A survey can help you in two ways: First, you will be able to gather a lot of valuable information about the extent of the problem. Second, in asking your questions, you will make people aware of your concern and of the fact that people are banding together to take action. You may be able to start identifying people you can recruit as members and note the talents they have to offer. In the Appendix, you will find a sample survey form. Use this as a guide, adding questions of your own, if you'd like. Norihside Neighborhood Plan ( 2 ) I t o es>U&1nnlneex I66AS After you have surveyed the neighborhood, you must then analyze the results. If your neighborhood sees the main problem as crime connected with drugs, such as open drug trafficking, drug -related thefts, vandalism, etc., then a neighborhood watch or citizens' patrol might be needed. If there are a lot of burglaries and break-ins by drug users looking for things to sell for drug money, your organization may fopus on crime prevention projects. If there are numbers. of ceptible to drug pushers, your organization may need to young people who are sus deal with educational or recreational programs for them that will build self- esteem and discourage drug use. Xou!11 find that :the results of the survey will guide you in constructing an organization and a set of programs that fit your neighborhood. Getting started sometimes can be the most difficult step. You and the other members of the steering committee should be prepared to come up against some obstacles, such as a citizen's fear of .getting involved or an "I don't care" attitude. Do not be discouraged! Remember--- Whatever we do, whatever our success, our community and its future, along with the future of our children, will be better off than if we had done nothing, Northside Neighborhood Plan 11 I PROPERTY OWNER VERIFICATION ANFXAAVIT THE STATE Ot TSXAS COUNTY OF HARRTS BEFORE ME, the undersigned authority, on this day personally appeared , who is known to me or who was proved to me onthe oath of or who was proved to me through to be the person whose name is subscribed to in this affidavit; and being by me first duly swom, upon oath stated as follows: al, (insert name) am the owner (or am an officer acting on behalf of corporate owner) of real property located within the city limits of La Pone, Harris County, Texas, legally described as (insert legal description) and more informally known as (insert street address or if vacant land location). My mailing address is and I can be reached by telephone at Additionally, I can be contacted through (insert name and relationship) at telephone number I hereby give notice to the La Porte Police Department that no one other than the representative named herein has permission to be on the above described property. I hereby also give to the La Porte Police Department authority on my behalf to issue a criminal trespass wammg otr citation, an if appropriate, to anyone found on the above described property, above named representative. Since 1 am requesting that the La Porte Police Department perform of this function, 1 hereby agree to indemnify, defend and hold harmless the City of La Porte, Texas, and all of its officials, officers, agents and employees from and against any and all claims, causes of action, suits, and liability of every kind arising out of or in connection with this authorization. It is the express intention of the undersigned, and of the City of La Porte, that the indemnity provided for In this paragraph is indemnity by the undersigned to indemnify and protect the City of La Porte from Me consequences of the City of La Porte's own negligence, whether that negligence is the sole or concurring cause of the loss or claim. SUBSCRIBED AND SWORN TO BEFORE ME BY da of on this the Y 2000. (notary seal) Notary i'ublic in and for The State of Texas Northside Neighborhood PLm � �i Te s a i ICLIIturaI E. to.rfSioll ServIcc Irra.�.h y Extension — Texas Agricultural Extension Service Texasagricultural industry. • Improve the stewardship of the environment and Texas' natural resources. + Promote, organize and educate citizen leadership and groups to resolve societal issues and concerns. • Build individual and family capacity for self-help, problem prevention, stability and economic security. • Help Texans take more responsibility for improving their health, safety, productivity and well-being. . • Promote the intellectual and social growth, responsibility, productivity and self -motivation of youths. Texas.AgiculturatExkasan Service • 71�e Texas A4M liniversity System • Edward A Filler, I1ireGor •College Station, Texas httpJ/urbantaex.tamu.edW Nonhside Neighbo�hoad Plan 114 ,Tis County Community & Economic Development hnp://barristaex.tam u.edulmmmecodev.htmt You are here: Urban County Home > Hams County Home > Community &Economic Development Educational programs in Community Resources &Economic Development enhance the well being of community residents by providing educational programs in economic development, physical and social infrastructure, natural resources and the Barris County Focus In Harris County, Extension programs strive to: Provide communities equal access to quality programmatic support provided by staff trained in community resources and economic development Help communities take responsibility for determining their own futures Develop appropriate constituency groups to design, obtain and maintain necessary resources to sustain effective agencies Teach local economic development leaders to interpret and apply economic data to local development decisions Assist community leaders and decision makers in developing economic policies and strategies that resolve conflicts between environmental impacts and economic Conduct community leadership development programs that lead to inclusive decision making processes Texas Agricultural Extension Service -The Texas A&M University System -Eduard A. Hiler, Director •College Station, Terms 115 Northside Neighborhood Plm� http9/hamstaex.tamu.eduMort ... denerhvhatismastergardener. You are here: Horticulture> Master Gardener> What is a Texas Master Gazdener What is a Master Gardener? A 'Master Gardener' is a gardening enthusiast of any age, who has been formally trained in Horticulture by the Extension Service. The Master Gardener does not know all the answers, but he or she does know the sources to consult to find the answers. What are the Requirements? • An Open Mind , • An interest in making things GROW • Successful completing of the Master Gardener Course • Completion of the required sixty hours of volunteer services W,Irat is in it for Mc? • Enhanced confidence in your own efforts in the garden • Opportunity to learn with professional instruction • A comprehensive manual, "Texas Master Gardener Handbook" • Opportunities for service to the community • Enduring Gardener friendships • Broaden your overall gardening knowledge • Continuing Educational Opportunities through the Hams County Master Gardener Association iVho Runs It? ['he Master Gardener program is sponsored by the Texas agricultural Extension Service which is part of the Texas A&M Jniversity System. The program is run on a county basis, as oral interest and demand dictate. In Houston (Harris County), lasses start about February I and September 1. For information n other county Master Gardener programs, contact your County xtension Office. Vhat is the cost? � nominal registration fee is charged to cover the cost of the ranual, study materials and refreshments. p6 C and ra 1t4%rmu±i 6 R Northside Neighborhood Plan 117 ,omty What is a Texas Master Gardener httpJ/harristaex.tmnu.edu/HorL..denedwhatismastergm uener.html larris County Master Gardeners Associate 2 Abercrombie Drive iouston, Texas 77084 )r fill out this brief form online: All fields are required) , Name: Address: City: r State: Zip Code: 'hone Number: Submit Query Reset Texas pgicultnral Extension Service The Texas A&M University Sy�d°" FAwmd A Hder. Llireaor' College Station, Texas Northside Nei�bo`hood Plan ne Page A Jar ej, L p IWO Urban I�arvest jf Wv kix3 tfiak unnlsxr ax+t thckmdr r" �rit1li4dtLp t'll exfrNe Tni f�T httpJ/w jumpnet.c nV/ rjun/UrbanHarvesU Nodhvde Neipjborhood Plan 119 .{ Classes Garden . 1 h3eetiags - Directory Evenxs N#mish.. Seed I.ibrarY y (t _. '1 Pffantiag Publications Ca#endat, �' I I. n atz, ;; 11Sexnbeirsh7�p -L�. ' Vo},tlnteers Garden.. � Proposals- _{ Cyr Ulydatea Narlluide Nei�bodiood Plan i20 MembershlQ volunteers MU11A r hib Membership or affiliation with Urban Harvest isn't solely restricted to garden groups. Individuals who are interested in teaming about gardening or want to share their knowledge are more than welcome to join. Membership benefits those who want to start a community garden or help in an existing one as well as those who want advice on creating their own organic garden. Ile Urban Harvest network provides access to seasoned gardeners who continually share information on the successes and failures of their Gulf Coast gardens. At quarterly garden meetings area gardeners provide tips and advice about whatever ails your garden. In addition, Urban Harvest conducts classes, workshops, and panel discussions on a variety of horticultural, ecological, and culinary topics. Most classes are held at the Urban Harvest office and teaching garden at 1900 Kane Street Urban Harvest maintains two librarie$ to help increase your garden knowledge and skills. The Leigh Ann Jones Garden Library is a traditional library where members can check out books and periodicals, as well as audio/visual aids on a variety of garden related topics. The Nimish Oza Seed Library sells seed varieties that are proven performers in the Houston area, as well as heirloom and hard -to -find varieties. Normally, these seeds can only be ordered in small amounts through the mail at a relatively high price. Urban Harvest sells them at cost. A number of pamphlets and booklets written by Urban Harvest staff and volunteers are available. They range from how to start a community garden, to how to grow a better tomato, to how to use gardens as outdoor classrooms. Members receive our quarterly newsletter, the Urban Harvest Guide. The Guide is filled with seasonal information that benefits area gardeners of all kinds. One of the easiest ways to become involved is to become a member. Membership is $25 a year and larger donations are always welcome. As a non-profit organization, Urban Harvest is funded by contributions from charitable foundations, individuals, and its membership. For more information about joining, contact Urban Harvest at (713) 880 5540 or write to P.O. Box 980460, Houston, Texas 7709840460 (via e-mail is UrbauHarve@,AOL.com). Volunteers Like most non-profit organiations, there are a number of ways for those who are interested in helping the organization to volunteer their time. The most direct and some might say the most satisfying way to get your lands duty, is to garden in one of the many community gardens around Houston. Most of them welcome new and interested gardeners, experienced or not Whether you are an individual, a family, or a member of a group, we invite you to garden with us once or on a regular basis. You can learn more about gardening, share your garden knowledge or problems, and get to know people who share your interests. Volunteering is not only limited to digging around in the dirt Urban Harvest operates with a staff of three. A few office hours every month would be greatly appreciated. There are mailings, library work, filing, phoning, and other general office work for those who want to help indoors. From time to time, special events such as tomato contests, book drives, information booths, vegetable tastings, or other activities are held in which extra hands are required. Volunteers might help set up, take down, or assist the staff during the event to keep things running smoothly. There are eight diverse committees for those of you who want to use your non -gardening expertise. Each committee addresses different issues and goals of Urban Harvest On average the committees meet once a month and each decides its activities. Anyone interested in becoming involved in a committee is welcome to come to a meeting and become involved. NoMaide Neighborhood Plan 121 Committees Community Gardens Serves as a liaison with each garden to determine needs and distribute resources and donated materials. It provides a support network for new gardens and older gardens in need of assistance. Development Assists in development and fundraising for Urban Harvest by researching possible project proposals and innovative fundraising techniques. Garden Library Maintains and improves the Leigh Ann Jones Garden Library that provides gardening books, videos, and periodicals to members as an information resource. Seed Library Maintains the inventory for the Nimish Oza Seed Library that sells, at cost, seed varieties that are proven performers in the Houston area, as well as heirloom and hard -to -find varieties. Market Gardens Supports market gardens and explores the potential for developing urban gardening as a source of income. It works to develop relationships with local food buyers tb promote a market for locally grown produce. Organic Education Provides adult education in the area of organic gardening through classes and panel discussions available to member gardens and the general public. Publications Produces the quarterly newsletter and educational publications. It serves as a clearinghouse for all other organizational publications School & Youth Gardens Serves as a liaison and support for school and youth gardens, teachers, and others to learn about garden design and curricu►um& It promotes a greater practice of school gardening and the outdoor classroom' NoMside Neighbo,lwod Plan 122 Community Gardens With the population move to the suburbs, many of the inner city residential areas have suffered from neglect and misuse. Residents remaining in the cities are often faced with the realities of living amidst high rates of crime, violence and destruction of property. To fight this deterioration, many neighborhood residents are coming together to form coalitions to better their neighborhoods and their lives. One way that neighbors are coming together is through community gardens. Many neighborhood groups are forming community gardens in vacant lots, or even on rooftops. These community gardens are a great way to get both children and adults involved in beautifying the neighborhood community while working with nature. If you would like to visit a community garden to see what one is all about, try the Clinton Commum Garden which is located in New fork City. The American Community Garden Association is a national organization that oversees many of the community gardens in the nation. They have lips on starting and maintaining community gardens. For more information about community gardens check out these websites: Vancouver • Montreal • Philadelphia • City Farmer Homepage • Seeds of Hope...Harvest of Pride 0 AAtMurrfUNI crrr GARDI NiNG 111111111 1 Children's Gardens Fun PagJe Take a Survey arc KinderGARDENI Northside Neighborhood Plan i is STARTING A COMMUNITY GARDEN cvMR+funfrr GdADfNING ASSDCfA7rt7N This fact sheet is designed to give many different groups the basic information they need to get their gardening project off the ground. These lists are in no way meant to be complete. Each main idea will probably trigger more questions, so an assortment of ways to carry out that idea are presehted; pick and choose those that seem to apply to your own situation. FORM A PLANNING COMMITTEE • Determine if there really is a need and desire for a garden • What kind of garden --vegetable, flower, trees, a combination? • Who will the garden serve --kids, seniors, special populations,people who just want an alternative to trash? • If the project is meant to benefit a particular group or neighborhood, it is essential that the group be involved in all phases • Organize a meeting of interested people • Choose a well -organized garden coordinator • Form committees to accomplish tasks: Funding & Resource Development; Youth Activities; Construction; Communication. • Approach a sponsor. A sponsor is an individual or organization that supports a community garden. Site sponsgrship can be a tremendous asset. Contributions of land, tools, seeds, fencing, soil improvements or money are all vital to a successful community garden. Some community gardens can provide most of their provisions through fees charged to the membership; but for many, a garden sponsor is essential. Churches, schools, citizens groups, private businesses, local parks and recreation departments are all potential supporters. Community Development Block Grants are sometimes available through your municipality. • Make a list of what needs to be done • Find a garden site • Obtain lease or agreement from owner • Decide on a mailing address and central telephone number(s). Try to have at Ieast 3 people who are very familiar with all pertinent information. Form a telephone tree • If your community garden has a budget, keep administration in the hands of several people. • Choose a name for the garden CHOOSE A SITE • Idenfify the owner of the land • Make sure the site gets at least 6 full hours of sunlight daily(for vegetables) • Do a soil test in the fall for nutrients & heavy metals • Consider availability of water • Try and get a lease or agreement which allows the space to be used at least for 3 years • Consider past uses of the land. Is there any contamination? • Is insurance something you need to consider? PREPARE AND DEVELOP THE SITE 124 Nonhside Neighborhood Plan • Clean the site • Develop your design • Gather your resources —try to gather free materials • Organize volunteer work crews • Plan your work day • Decide on plot sizes, mark plots clearly with gardeners names • Include plans for a storage area for tools and other equipment, as well as a compost area • Have a rainproof bulletin board for announcing garden events and messages • Arrange'for land pieparation--plowing, etc --or let gardeners do their own prep • Will the garden be organic? • Lay out garden to place flower or shrub beds around the visible perimeter. This helps to promote good will with non -gardening neighbors, passersby, and municipal authorities. HOW SHOULD THE GARDEN BE ORGANIZED? • Are there conditions for membership (residence, dues, agreement with rules)? • How will plots be assigned (by family size, by residency, by need, by group- i.e., youth, elderly, etc.)? • How large should plots be (or should there be several sizes based on family size or other factors? • How should plots be laid out? • If the group charges dues, how will the money be used? What services, if any, will be provided to gardeners in return? • Will the group do certain things cooperatively (such as turning in soil in the spring, planting cover crops, or composting)? • When someone leaves a plot, how will the next tenant be chosen? • How will the group deal with possible vandalism? • Will there be a children's plot? • Will the gardeners meet regularly? If so, how often and for what purposes? • Will gardeners share tools, hoses, and other such items? • How will minimum maintenance (especially weeding) be handled both inside plots and in common areas (such as along fences, in flower beds, and in sitting areas)? • Will there be a set of written rules which gardeners are expected to uphold? If so, how will they be enforced? garden site? • Should your group incorporate and consider eventually owning your g INSURANCE It is becoming increasingly difficult to obtain leases from landowners without public liability insurance. Garden insurance is a new thing for many insurance carriers and their underwriters are reluctant to cover community gardens. It helps if you know what you want before you start talking to agents. Two tips: you should probably be working with an agent from a firm which deals with many different carriers (so you can get the best policy for your needs) and you will probably have better success with one of the ten largest insurance carriers, rather than smaller ones. SETTING UP A NEW GARDENING ORGANIZATION Many garden groups are organized very informally and operate successfully. Leaders "rise to the occasion" to propose ideas and carry out tasks. However, as the work load expands, many groups choose a more formal structure for their organization. Notlhside Neigh6odiood Plan 125 A structured program is a means to an end. It is a conscious, planned effort to create a system so that each person can participate fully and the group can perform effectively. It's vital that the leadership be responsive to the members. Structure will help an organization to last; it will promote trust; it will help your group grow and create new opportunities for leaders to develop. If your group is new, have several planning meetings to discuss your program and organization. Try out suggestions raised at these meetings and after a few months of operation, you'll be in a better position to develop bylaws or organizational guidelines. A community garden project should be kept simple as possible, whether large or small. By laws are rules which govem the internal affairs of an organization. They are required when you form a non-profit corporation, but are useful even if your group is a club or a group of neighbors. Many battles are won simply because one side has more pieces of paper to wage than the other. It's helpful to look over bylaws from other similar organizations if you are incorporating. Guidelines and Rules (see TROUBLESHOOTING for examples) are less formal than Bylaws, and are often adequate enough for a garden group that has no intention of incorporating. ORGANIZATIONAL CONSIDERATIONS: • What is your purpose? What are your short and long-term objectives? • How are decisions to be made? Who chooses leaders and how? • How will work be,shared? Who does what? • How will you raise money? Membership dues, fund raising, grants, sponsors? • Are you open to change? Flexibility is important when goals and members change. • Do you want to be incorporated or act as a club? WHAT GOES INTO FORMAL BYLAWS: • Full official name of organization and legal address. • The purpose, goals and philosophy of the organization. • Membership categories and eligibility requirements. • Membership dues, how much and when paid. • Specify when and how often regular or special meetings of the membership are to be held, as well as regular and annual meetings of the board of directors. • State what officers are necessary, how they are chosen, length of term, their duties and how vacancies are filled. • State special committees, their purpose and how they operate. • Establish a system so that bylaws can be rescinded or amended, maybe by a simple majority. • State any official policies or practices:eg. garden group will avoid the use of hazardous substances; group will agree to keep all adjacent sidewalks in good repair and free of ice and snow in season; group will make all repairs necessary to keep equipment, fences and furniture in good order and repair. • Include a Hold Harmless clause (sample): "We the undersigned members of the (name) garden group hereby agree to hold harmless (name owner) from and against any damage, loss, liability, claim, demand, suit, cost and expense directly or indirectly resulting from, arising out of or in connection with the use of the (name) garden by the garden group, its successors, assigns, employees, agents and invites." No`Ihside Neighborhood Plan 126 HOW TO MANAGE YOUR COMMUNITY GARDEN In order to offer a high quality community garden program, good management techniques are essential. Included in this fact sheet are the main ideas to consider in management, along with many different ways to carry them out. Having written rules is very important with older groups as well as new gardens, since they spell out exactly what is expected of a gardener. They also make it much easier to, eliminate dead wood should the need arise. Sample Guidelines and Rules -- Some maybe more relevant to vegetable gardens than to com munity flower gardens or parks. Pick and choose what best fits your situation. • I will pay a fee of $ to help cover garden expenses. I understand that _ of this will be refunded to me when I clean up my plot at the end of the season. • I will have something planted in the garden by (date) and keep it planted all summer long. • If I must abandon my plot for any reason, I will notify the manager. • I will keep weeds down and maintain the areas immediately surrounding my plot if any. • If my plot becomes unkempt, I understand I will be given I week's notice to clean it up. At that time, it will be reassigned or tilled in. • I will keep trash and litter cleaned from the plot, as well as from adjacent pathways and fences. • I will participate in the fall clean-up of the garden. I understand that the $_ deposit will be refunded only to those who do participate. I will plant tall crops where they will not shade neighboring plots. • I will pick only my own crops unless given permission by the plot user. • I will not use fertilizers, insecticides or weed repellents that will in any way affect other plots. I agree to volunteer hours toward community gardening efforts. (include a list of volunteer tasks which your garden needs). • I will not bring pets to the garden. • I understand that neither the garden group nor owners of the land are responsible for my actions. I THEREFORE AGREE TO HOLD HARMLESS THE GARDEN GROUP AND OWNERS OF THE LAND FOR ANY LIABILITY , DAMAGE, LOSS OR CLAIM THAT OCCURS IN CONNECTION WITH USE OF THE GARDEN BY ME OR ANY OF MY GUESTS. IY' 1 It III YID Vandalism is a common fear among community gardeners. However, the fear tends to be much greater than the actual incidence. Try these proven methods to deter vandalism: • Make a sign for the garden. Let people know to whom the garden belongs and that it is a neighborhood project. • Fences can be of almost any material. They serve as much to mark possession of a property as to prevent entry, since nothing short of razor -wire and landmines will keep a determined vandal from getting in. Short picket fences or turkeywire will keep out dogs and honest people. • Create a shady meeting area in the garden and spend time there. • Invite everyone in the neighborhood to participate from the very beginning. Persons excluded from the garden are potential vandals. • Involve the neighborhood children in learning gardens. They can be the garden's best protectors. (see below.) NoMvde Neighborhood Plan 127 • Plant raspberries, roses or other thorny plants along the fence as a barrier to fence climbers. • Make friends with neighbors whose window overlook the garden. Trade them flowers and vegetables for a protective eye. • Harvest all ripe fruit and vegetables on a daily basis. Red tomatoes falling from the vines invite trouble. • Plant potatoes, other root crops or a less popular vegetable such as kohlrabi along the sidewalk or fence. Plant the purple varieties of cauliflower and beans or the white eggplant to confine a vandal. • Plant a "vandal's garden" at the entrance. Mark it with a sign: "If you must take food, please take it from here. CHILDREN'S PLOTS Children included in the garden process become champions of the cause rather than vandals of the garden. Therefore your garden may want to allocate some plots specifically for children. The "children's garden" can help market your idea to local scout troops, day cares, foster grandparent programs, church groups, etc. Consider offering free small plots in the chiidren's garden to children whose parents already have a plot in the garden. PEOPLE PROBLEMS AND SOLUTIONS Angry neighbors and bad gardeners pose problems for a community garden. Usually the two are related. Neighbors complain to municipal governments about messy, unkempt gardens or rowdy behavior; most gardens can ill afford poor relations with neighbors, local politicians or potential sponsors. Therefore, choose bylaws carefully so you have procedures to follow when members fail to keep their plots clean and up to code. A well -organized garden with strong leadership and committed members can overcome almost any obstacle. RESOURCES Horticultural information: Cooperative Extension Service in your county Women's Garden Club Federation, Men's Garden Clubs, Horticultural Societies, Garden Centers Seeds: America the Beautiful Fund, 219 Shoreham Building, Washington D.C. Beddingplants: Local nurseries or Vocational -Tech Horticulture Department High school Horticulture classes Publications Free to ACGA Members Fact Sheets and articles on the following are available free of charge to ACGA members: • Creating Community Gardens— A Handbook for Planning and Creating Community Gardens to Beautify and Enhance Cities and Towns_ Second Edition, Minnesota Green. An excellent source of info on planning and implementation of greening projects. Northside Neighborhood An 128 • Agreement for Community Gardening Sample Form • Garden Planning for City Lots Basic site evaluation, large print* Liability Insurance • Fundraising -- Theme issue of the Journal of the Land Trust Alliance EXCHANGE magazine • How to Form a 501c(3) -is it necessary? • Research Agenda=suggested topics for further research (monograph) • Community Gardening Survey • Community Gardening bibliography of related articles and publications •' Case Studies of Entrepreneurial Community Greening'Projects (monograph) Children's Gardensl Fun Pa a Take a Survevl Research KinderGARDENI Noah ide Neighbofiood Plan 129 ME 7777 61 k `i � 49 2000-2001 Community Building Grants Wkd to a N*Wuuiiy? A community is a collection of neighborhoods, schools, churches, civic clubs, ball teams, aebetterTlOace to scout troups and all those diverse groups that play an important role in making P live. Community building is an important part of the mission of the United Way of the Texas Gulf Coast. To support this important work, the United Way has created a special fund that will be available for special projects that will make a difference in the community• This fund is designed to provide one-time, short term funding for projects that benefit the mat community. It will make small is from $500 to $5,000 available to community groups need financial assistance to implement their project or program. WMZ hard (U p LUJC"Q N� *1 " 0 Some There are undoubtedly many creative and innovative ideas for improving the community• examples might include: publishing a neighborhood newsletter, painting a community center, refurbishing a playground, cleaning up a vacant lot, sponsoring a town meeting• 4Ukab kutd a6 W"o "caw appP� fke buudiug? Eligible groups must be not -for -profits organized to benefit the community (clubs, civic groups, anizations, membership organizations, volunteer churches, PTOs, scouting troops, fraternal org initiatives, other similar groups or programs). Individuals are NOT eligible. Ulkat io ►cequirced � g �p�? ✓ Application must clearly state the expected start and completion dates for project. ✓ Report describing results of project must be submitted to United Way at completion. ✓ United Way contribution must be acknowledged in printed materials LESS than $50sites* ✓ Grant amounts range between $500 and $5,000 (grouprequest U1ka� �ypeo ob riequeofo wooed KOT be u{,prcop►aaie? x Support for existing social service programs x Emergency cash requests 131 N""de Neighborhood Plan UKiW Wag eb fke Texan GA Coot 2000-2001 Community Building Grant APPLICATION Please submit a typewritten or printed narrative describing your request. Narrative may not be longer than 2 letter -size pages, single spaced,12 point type. Include the following information: • Describe the purpose or mission of your group. • Describe the project or activity for which you are requesting funds. • Why is the activity important? • Who will benefit from this project? • What difference will the project or activity make in the community? • Who else will contribute to the support of this project? • What will you do if you do not receive United Way Community Building funds? • Timeline for project: start date; key milestones; estimated completion date. • Realistic budget estimate that itemizes: • Expenses (list all items with estimated cost) • Cash contributions • In -kind contributions (printing, postage, other) • Staff time • Volunteer time • Net cost of project United Way will award from 7-10 grants during each application period. 2000-2001 Application Periods: ACTION STEPS PHASE I PHASE II PHASE III Applications May 15, 2000 August 14, 2000 November 13, 2000 distributed to interested goyps Applications due to June 12, 2000 September I I, 2000 December 11, 2000 United Way Grants awarded July 24, 2000 October 23, 2000 January 15, 2001 Proposal Check List: 1. Cover page that includes group name, address, phone and fax numbers and email address. Signature of leader or organizer of your group _2. Project narrative _3. Project budget 4. IRS determination letter (proof of nonprofit status) Northside Neighbwfiood Plan 132 Please mail the grant proposal to: United Way of the Texas Gulf Coast P.O. Box 924507 Houston, TX 77292-4507 Attention: Community Building OR Hand -deliver the proposal to: United Way Building 2200 North Loop West at East T.C. Jester Houston, TX 77018 Attention: Community Building (Be sure that the receptionist date stamps your proposal package) For more information, call 713485-2309 or fax requests to 713-685-2391. 6699'oN load sexal'uo�snoN OIVd 0694sod'S'(1 uopezrye6i0 jyaduoN LOStrZ6ZLL sexaJ, `uo;snog LOStiZ6 xog 'O 'd ;seOD Jinn sexay alp 3o SVM pa;tun 2WlIng fqiunu,,uoD