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Quality of Life Plan 2012

Springwells Village

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Woodmere Cemetery

Patton Memorial Park

Detroit International FreightTerminal

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Las Brisas

El Nacimiento

Nuestra Familia

Los AltosMi Pueblo

El Camino Real

La Terraza

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Family Treat

La Mexicana

MotzMotown Chicken & Deli

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J.J. Coney Island

Paul’s PizzaVince’s Italian Restaurant

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Historic Churches

St. Gabriel Catholic ChurchSt. Stephen Lutheran Church

All Saints Catholic Church

Trinity-St. Mark’s United Church

Springwells Baptist ChurchSouthwest United Presbyterian ChurchMethodist Church United

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Business Improvement District

Public Services

Fire StationPost OfficeSecretary of State

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Campbell Branch Public Library

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Arts & Culture

The Atrium Project SpaceThe Alley Project

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Center of Music & Performing Arts Southwest11

Education

Cesar Chavez Academy Elementary

Harms Elementary

Phoenix Academy, K-8

Bennett Elementary

Roberto Clemente Elementary

Manual Reyes Vistas Nuevas Head Start

St. Stephen Vistas Nuevas Head Start

UNI Vistas Nuevas Head StartSouthwestern High School

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Beard Early Childhood Center

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Cesar Chavez Academy Middle School

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Cesar Chavez Academy High School

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Community-Based Organizations

Urban Neighborhood InitiativesSouthwest Detroit Environmental Vision

Southwest Detroit Business AssociationSouthwest Detroit Development Collaborative

Young Nation

Covenant Care

Southwest Counseling Solutions 48495051

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Pablo Davis Center

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Recreation

Patton Memorial ParkSpringdale Green PlaylotWeiss Playlot

Lafayette Playlot

All Saints Neighborhood Center

LA SED Youth & Senior CenterPatton Park Recreation Center5

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John J. Villa Senior Center

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Community Assets in Springwells Village

SPRINGWELLS VILLAGE QUALITY OF LIFE PLAN 2012 1

Acknowledgments 2-3

Community Profile 5

Map: Springwells Village in Context

Planning Process 7-8

Resident-Identified Assets, Challenges, & Opportunities 10-11

Map: Catalytic Projects in Springwells Village 12

QOL Plan at a Glance 14-15

Work Plan 16-28

Table of Contents

Springwells Village Quality of Life Plan 2012

Acknowledgements

2 U R B A N N E I G H B O R H O O D I N I T I AT I V E S

All About AnimalsAll Saints Catholic ChurchAlternatives for GirlsArab Community Center for Economic and Social ServicesAzteca SupermercadoBennett Elementary School Bizzy Lizzy Community OutreachBox of Ideas Printing and Design ServicesBridging Communities, Inc.Building Sustainable Communities Resident Steering CommitteeC.H.A.I.N.E.D.Campbell Branch Public LibraryCenter for Music and Performing Arts SouthwestCity of DetroitChato Soccer ArenaCommunity Health and Social ServicesCongress of CommunitiesConsortium of Hispanic AgenciesCovenant Community Care- Waterman ClinicCruz Creative StudiosCyber Cafe Juquilita Danto & CompanyData Driven Detroit Detroit Hispanic Development Corporation

Detroit Local Initiatives Support CorporationDetroit Southwest PrideDetroit Works Long Term PlanningD.K. Auto RepairDog Aide H & R BlockHarms Elementary SchoolHeritage WorksJesuit Volunteer CorpsJPMorgan Chase & CompanyKenny Corbin PhotographyLatin Americans for Social and Economic Development La Terraza Mexican RestaurantLatino AgendaLatism, Michigan ChapterManuel Reyes Vistas Nuevas Head StartMatrix Human Services Vistas NuevasMichigan Roundtable for Diversity and InclusionMundo LatinoNew City FriendsOne MichiganOur Garden PlacePablo Davis Elder Living CenterPalabra De VidaPatton Park Recreation CenterPaul’s PizzaPhoenix Multicultural AcademyRoberto Clemente Elementary SchoolSalon El BosqueSER Metro-DetroitSkillman Foundation

Southwest Counseling SolutionsSouthwest Detroit Athletic LeagueSouthwest Detroit Business AssociationSouthwest Detroit Development Collaborative Southwest Detroit Environmental VisionSouthwest Detroit Fire Station Engine 33/Ladder 13Southwest Detroit Community Access CenterSouthwest Detroit Improvement AssociationSouthwest Housing SolutionsSouthwest SolutionsSpringdale-Woodmere Block ClubSpringwells Village Development Collaborative Springwells Village Girl Scout Troop #80206Springwells Village Strategic AllianceSt. Gabriel Catholic ChurchState Representative Rashida TlaibS|Y|N Associates LLCThe Alley ProjectThe Greening of DetroitThink Detroit PALTrinity-St. Mark’s United Church of ChristUNI All Saints Neighborhood CenterUnity in our Community TimeBankUniversity of Michigan Semester in DetroitUrban Neighborhood Initiatives Vernor Food CenterVince’s Italian Restaurant and PizzeriaWomen, Infants, and Children Program- Waterman Clinic locationYounce Auto ServiceYoung Nation

This document reflects strategic planning supported by the Detroit Local Initiatives Support Corporation, guided by S|Y|N Associates LLC, steered by Urban Neighborhood Initiatives and the Springwells Village Development Collaborative, and prepared by Cruz Creative Studios for print in August 2012.

The following list includes dozens of organizations and hundreds of individuals who dedicated invaluable time and energy to the planning process and the creation of this document.

Document printing by Box of Ideas Printing and Design Services

Acknowledgements


Aaron Barndollar, Adam Thibodeau, Adrian Godinez, Adriana Garza, Adrianna Gallardo, Alan Hernandez, Alayna Cosme, Alberto Gonzalez, Aldo Hernandez, Alejandra Contreras, Alejandra Gomez, Alejandra Perez, Alejandro Gonzales, Alex Allen, Alexander Cintron, Alexandra Castro, Alfredo Fernandez, Alicia Perez, Amanda Holiday, Ana Ramos, Analisa Alvarez, Andrea Hernandez, Andrea Hinojosa, Andrea Jalcedo, Angela Altimus, Angela Gavelis, Angelica Jurado, Angelita Espino, Angie Cavazos, Angie Reyes, Ann Byrne, Anna Ceballos, Anne Munoz, Anneccia Davis-Dunson, Anthony LaPalme, Anthony Ortiz, Antoine Hill, Antoine Hunter, Ariana Diaz, Arnoldo Contreras, Arturo Rivera, Aurora Gutierrez, Barbara Hunter, Beatrice Palenscia, Beau Tomlinson, Ben Crumm, Benjamin Jewell, Beth Pruitt, Beverly Shilts, Bianca Garcia, Blanca Almanza, Bo Torres, Bobbi Burnem, Brad Dick, Brandon Cole, Brandon Ivory, Brenda Hernandez, Brian Ramirez, Brittany Myers, Caitlyn Pisarski, Camille Brown, Cara Graninger, Carina Madrigal, Carmen & Alberto Tenorio-Zentero, Carmen Oguerdo, Carmensita Buentello, Carolina Arqueta, Caryn Johnson, Casseanna Marable, Cathy Reyes, Cecelio Vazquez, Cesar Quinonez, Charlene Woodson, Christian Rubio, Christian Segura, Christina Bevard, Christina Guzman, Christine Bell, Christine Wynn, Clara Gomez, Clara Mauricio, Claudia Cervantes, Claudia Vasquez, Claudine Mamo, Clifford Blackburn, Connie Saez, Constance Rodriguez, Consuelo Orozco, Cornelius Bellomy Jr., Damon Stanley, Dan Locano, Dan Pederson, Daniel Arias, Daniel Camarena, Daniel Gil, Daniel Patton, Daniel Sailes, David Lugo, David Munoz Rivera, Deacon Raul Feliciano, Deborah Socea, DeLisa Beavers, Denise Allen, Dennis Nordmoe, Diana Harn, Edgar Castro, Edgar Gomez, Edith & Don Megdanoff, Eduardo Gonzalez, Efrain Pina, Eileen Mahoney, Elda Rodriguez, Eli Kafer, Elisandra Figueroa, Elizabeth Burgos, Elizabeth Valdez, Emilia Lopez, Emily Kempa, Emily Miller, Enrique Espinosa, Enriqueta Turanzas, Eric Horvath, Erica Parkinson, Erik Howard, Erik Huerta, Erika Arias, Erin Desnoyer, Erminia Ramirez, Ernest Weathersby, Ernesto Cruz, Esmerelda Varela, Esperanza Muro, Esteban Castro, Estephany Nava, Esther Orozco, Estherline Mack, Eva Torres, Evelin Calderon, Faith Cosme, Rev. G Christopher Synder, Fawn Bess-Keeth, Felicia Lane, Fernanda Zamora, Fernando Lopez, Frances Marchone, Frank Stewart, Fransisco Avalos, Fransisco Ramirez, Freddy Diaz, Gabriel Gil, Gabriela Santiago-Romero, Gaston Munoz, Gene Younce, George Nega, George Nix, Gigi Hernandez, Giovany Rodriguez, Gloria Rocha, Graciela Ignado, Greg Holman, Guadelupe Ayala, Gustavo Villafana, Hector Angeles, Helena Lazo, Henry Karawan, Henry Wolfe III, Herb Fuqua, Hernan Guerra, Hilda Rangel, Isabella Castillo, Ismail Ledesma, Israel Rocha, Jackie Camarena, Jacqueline Vazquez, Jalesa Beck, James Armstrong, James Moore, Jamie Mallon, Jan Smith, Janet Fuqua, Janette Jurado, Jasman Santana, Jasmine Floyd, Jasmine Watkins, Jason Headen, Javier Loza, Jean Issacs, Jeanie O’Connor, Jennifer Dinoffria, Jennifer Garza, Jesse Gonzales, Jesse Rios, Jessica Ramirez, Jillian Madden, Jim Nielen, Jim Starr, Joanne Gaberson, Jocelyn Lopez, Joe Buadrzyk, Joel Ibarra, John Hernandez, John Lopez, John Luevanos, John Romero, Jorge Lopez, Jose Castro, Jose Franco, Jose Garcia, Jose Levenant, Jose Pagan, Jose Sanchez, Josh Johnson, Juan Gutierez, Juan Lopez, Juan Meza, Juan Patino, Juan Saldana, Juana Flores, Juana Silvestro, Juana Virvegas, Judy Gonzalez, Julie Valoczki, Julissa Mojica, Kadeem Whitehead, Karina Odom, Karizma Valdez, Kate Solis, Kathy Stott, Kathy Wendler, Katie Craig, Kenia Lopez, Kenny Corbin, Kim Kinder, Kim Myers, Kimberly Jones, Kit McDonald, Kris Miranne, Larry Arreguin, Laurie Stuart, Lenard Howard, Leonel Garcia, Letty Salazar, Lidia Reyes, Lilia Sanchez, Lindsay Collins, Linuel Adkins, Lisa Bergeron, Lisa Luevanos, Liset Jimenez, Liz Riachi, Lizbeth Leon, Lizette Castro, Louise & Martin Mauricio, Lourdes Valdivia, Luann Schepherd, Lucila Gonzalez, Luis Garcia, Lupe Rivera, Luz Pasaye, Luz Vazquez, Mallika Roy, Manuel Sahagun, Manzila Askar, Margarita Ortiz, Maria Aleman, Maria Angel, Maria Castillo, Maria Gomez, Maria Hinojosa, Maria Lebnon, Maria Orozco, Maria Salinas, Maria Schechter, Maria Villasenov, Mariana Valdivia, Maribel Cervantes, Maribel Rodriguez, Marie Benoit, Mariela Guzman, Marifer Calleja, Marina Chavez-Camarena, Mario Gutierrez, Marion Bloye, Maritza Hernandez, Mark Stermer, Martha Galindo, Martha Lemas, Martha Moreno, Marveline Salazar, Mary Luevanos, Mary Wallace, Matt Benoit, Matt Vosters, Matthew Bihun, Mauricio Garcia, Meagan Elliott, Melissa Sanchez, Melissa Sandberg, Michael Boryca, Michael Casanova, Michael Kappler, Michael White, Michelle Busch, Michelle Horn, Michelle Leppek, Michelle Logan, Michelle Martinez, Mike Bradley, Miranda Smith, Miriam Villalobos, Monae Mitchell, Monica Alarcon, Monica Alvarado, Myrna Segura, Naja Nile, Nancy Quezada, Naomi Flores, Nick Wasylyshyn, Nikko Toledo, Ninfa Cancel, Noemi Tapia, Nora Diaz, Norma Carter Tellic, Norma Rivera, Norman Bent, Nyasia Valdez, Olga Salazar, Oscar Hernandez, Ozzie Rivera, Pamela Hankins, Patricia Ball, Patricia Lopez, Patricia Riser, Paul Fratangelo, Paul Krystyniak, Phil Martinez, Pilar Bermejo, Priscilla Aleman, Priscilla Martinez, Provida Clark, Ramond Stanley, Raquel Calderon, Raquel Diaz, Raquel Whitt, Raul Gomez, Rev. Kenneth Jahnke, Ricardo Avalos, Rico Razo, Rikki McCall, Rita Crooks, Robert Young, Roberta Walker, Roberto Pachero, Roberto Rosario, Rocio Campos, Rocio Ocampo, Rodolfo Carreon, Roger Aguilar, Rolando Berrelez, Rosario Esquiuel, Ross Wine, Rosy Hernandez, Ruben Roldan, Sam Nawrocki, Samantha Hixson, Samuel Cruz, Sandra & Stacey Johnson, Sarah Barocio, Sarah Clark, Sarah DeLeon, Sarah Pavelko, Sarah Rajeh, Sergio Vallejo, Shannon Erskine, Shannon McKenney, Shawn & Jim Hielsen, Shawn Yando, Sheila Jackson-Carter, Silvia Enriquez, Sister Carol Favor, Soraida Hernandez, Steafan Spraggins, Stephan Dudash, Stephen Y. Nose, Stephanie Barajas, Stephanie Mason, Sue Caprathi, Susan Yeghessian, Susana Gutierrez, Susi Cruz, Tere Gomez, Teresita Cervantes, Terrance Thorton, Terry Whitfield, Theresa Gutierez, Theresa Worley, Theresa Zajac, Tiffany Tononi, Tom Fayz, Tony Fastiggi, Tracy Gallardo, Tyler Davis, Tyler Hampton, Ulises Silva, Valarie Castillo, Vanessa Vela, Vania Ruiz, Vaughnia Vega, Venita Singh, Veronica Marcelino, Veronica Vela, Veronica Velaso, Vickiris Baez, Victor Reyes, Victoria Barajas, Vilma Romero, Vincent Martin, Virginia Gonzales, Wayne Ramocan, William Bradshaw Jr., William Holley, William Shaw, Yadiro Colon, Yaiquis Jimenez, Yamileth Silva, Yesenia Estrada, Yesica Gonzalez, Yolanda Doyle, Zoraida & Jose Gutierrez


What does quality of life mean to the residents of Springwells Village?

For six months, Urban Neighborhood Initiatives led an extensive outreach process which engaged residents in delving deeper into this question. Community members participated in numerous interviews, focus groups, large-scale meetings, and work groups to develop solutions to existing issues and to formulate a quality of life plan for Springwells Village. The comprehensive plan that follows expresses the wishes of the community.


Springwells Village is a vibrant community located in Southwest Detroit. Approximately 1.3 square miles in size, Springwells Village is bounded by Woodmere Cemetery, Patton Park, a 300-acre rail yard, Waterman Street, and I-75. In many ways these boundaries have functioned to buffer the community from the city at large, creating the feeling of a small town or village. Springwells Village is currently home to a diverse range of assets including parks, schools, churches, social services, recreation centers, grocery stores, restaurants, and other businesses.

The most important asset of the community has been and remains to be the people. Springwells Village was historically a destination for immigrant populations, largely from Eastern Europe. The trend of attracting immigrant populations continues to this day with many residents coming from Mexico, other parts of Latin America, and Arabic-speaking countries such as Yemen. In fact, according to the 2010 U.S. Census, over 70% of neighborhood residents are of Hispanic descent.

The community is racially diverse, with white non-Hispanic residents making up just over 20% of the total population, African American residents making up 5%, and smaller percentages of residents identifying as American Indian, Asian, or biracial. The population in Springwells Village is also relatively young – over 35% of residents are under 18 years of age and 62% are under the age of 34.

Springwells Village is a densely populated community that creates a walkable and close-knit atmosphere for residents. With over 19 people per acre, Springwells Village is nearly twice as dense as the rest of Detroit. In 2010, the community had an overall population of just under 17,000 people, a 14.3% decrease from 2000. While any loss of population may be viewed as less than desirable, it should be noted that this is a significantly smaller decline than the rest of the

City of Detroit, which lost over 25% of its total population over the same period.

There are currently over 5,100 occupied housing units in Springwells Village. Slightly more than 46% of the community’s housing units are owner-occupied while the remaining 54% are occupied by renters. While there is a robust business community and strong entrepreneurial spirit, the availability of jobs continues to be an area of major concern for residents. From 2006 to 2010, 46% of residents were employed while 64% were either unemployed or not in the labor force. In 2010, 45.5% of households in the community earned less than $25,000 a year, 29.2% earned $25,000 to $49,999, 20.7% earned $50,000 to $99,999, and 4.7% earned $100,000 or more a year.

Not without its challenges, it is important to recognize that Springwells Village continues to retain longtime residents, attract new residents, and foster the entrepreneurial spirit that has long driven its strong local economy. The community’s existing foundations of commercial activity, strong ethnic and cultural diversity, and residential density create an environment that fosters continued revitalization and neighborhood success.

Community Profile


Selected location for Detroit River International Crossing

Detroit International Freight Terminal

Patton Park

Woodmere Cemetery

Springwells Village

Mexicantown

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SKILLMAN FOUNDATION

DETROIT WORKS PROJECT

DETROIT L ISC

WEST VERNOR AND SPRINGWELLS BUSINESS IMPROVEMENT DISTRICT

SPRINGWELLS V ILLAGE

Target community of the GOOD Neighborhoods program focusing on increasing investments to strengthen services and impacts including: Creating safe and healthy places for children and families to live and play; creating of a system of high-quality, accessible, youth development programs that support academic achievement, develop leadership abilities, and promote safe and productive lifestyles; and improving the economic well-being of children and families through wealth-building strategies, including youth employment.

S K I L L M A N F O U N D A T I O N

Target community for the Building Sustainable Communities program, with the goals of: developing, preserving and investing in the physical environment; increasing family income and wealth; stimulating economic activity, locally and regionally; improving access to quality education; and fostering livable, safe and healthy environments.

D E T R O I T L I S C

As part of the Short Term Actions for the Detroit Works Project three Demonstration Areas have been identified within the city where there will be realigning of some city services and leveraging investments, while working with the community to improve the market conditions in these areas.

D E T R O I T W O R K S P R O J E C T

Springwells Village in Context


Planning ProcessThis planning process spanned over six months and began with intensive community outreach and engagement work that was essential to the formation of the “Springwells Village Quality of Life Plan.” A variety of engagement methods were used to ensure that the process was comprehensive and reached as many people as possible.

The decision was made early on to expand the membership of an existing interagency group, the Springwells Village Development Collaborative, to include additional agencies and stakeholders, as well as a resident steering committee. This collective group became the Taskforce for the quality of life planning process and oversaw much of the early community engagement efforts. As the convening agency, Urban Neighborhood Initiatives (UNI) staffed a project manager and a community organizer dedicated to the day-to-day work of the planning process.

Early on, UNI set a goal of conducting 100 one-on-one interviews to contribute to the “Springwells Village Quality of Life Plan.” In partnership with Young Nation, a local youth-focused organization, these interviews took place with members from all walks of the community. Youth, elders, faith-based leaders, Spanish-speaking residents, local business owners, lifelong community members, newer residents, homeowners, renters, and many others were all a part of the interview process. Interviewees shared their input on nine open-ended questions that gave them the opportunity to go into greater detail about their experiences in the community. Questions like “What do you love about Springwells Village?”, “What would you like to see more of?”, or “If you had a magic wand to change this community in any way, what would you use it for?” allowed each participant the chance to express their concerns and aspirations.

Weekly “Brown Bag Lunches” began in January as another way of connecting with the community. Through these Wednesday gatherings, residents and agency partners alike came together to share lunch, ideas, and resources. Over 22 lunch gatherings took place during the community engagement phase of this planning process. The success of the lunches has warranted an ongoing


discussion groups based on where they live in Springwells Village. These breakout sessions gave residents the opportunity to share what they liked, what they found challenging, and what they wanted to see improved in their area of the community. The meeting drew over 130 community members and featured nine local organizations at resource tables.

The second community meeting took place in early May. The meeting began with a brief introduction to the planning process and a report based on data collection and results of the engagement work that had been conducted to that point. A presentation identified ten quality of life focus areas that emerged from the engagement phase, including safety, education, arts and culture, and housing. Participants were then asked to select their top two areas of interest and participate in breakout sessions around these focus areas. The opportunity to join work groups for future participation wrapped up this meeting and paved the way for the next phase of the planning process.

Nine work groups formed by mid-May to identify and prioritize projects based on input gathered from community engagement efforts. Work groups were comprised of residents, community groups, public sector representatives, and agency partners, all of whom helped to formulate a work plan for each focus area. Work groups met repeatedly through May and June to identify actionable projects that would address the concerns of the community. Project leads and partners, 60 in total, were identified in order to shepherd each project beyond the printed plan.

The Springwells Village Quality of Life Plan could not have been completed without the efforts of hundreds of people, including several volunteers who individually dedicated over 50 hours of their time to give back to their community through strategic planning efforts. UNI recognizes and thanks all of the volunteers that made this process a success.

commitment to these gatherings beyond the publishing of this plan.

Over 300 surveys were administered after church services, outside local businesses, and at large scale community events to provide

another opportunity for community input and feedback. Administered by Young Nation and UNI’s Youth Outreach Team, the surveys provided quick and effective means for community members to take part in the engagement process. The surveys were offered in both English and Spanish to reach as much of the community as possible.

Community residents were also able to participate in a variety of focus groups during the months of March and April. Over 125 community members participated in ten focus groups. These focus groups took place in nine different locations throughout the neighborhood. Of the ten focus groups, participant demographics ranged from gatherings of youth, elders, local business owners, parents, Spanish-speaking residents, tenants of large apartment buildings, and residents from underrepresented locations.

UNI organized two large-scale community meetings during the planning process in an attempt to increase resident participation and keep the community better informed of the planning process. These community-wide meetings were held at Phoenix Multicultural Academy, a centrally-located and well-known public school in the community. The first meeting took place in late February and focused on informing community members about the quality of life planning process. After a brief presentation on the planning process, residents broke into smaller


Planning Process Timeline

Receive Community Data Profile from D3

Work GroupsForm

TaskforceApproves Plan

QOL Gallery Installation and Opening Reception

Public Rolloutof Plan

listeningplanning

doingNOVEMBERDECEMBER

JANUARY FEBRUARY MARCH APRIL MAY JUNEJULY

AUGUST

SVDC Expands to Become QOL Taskforce

33 Work Group MeetingsProject Implementation Begins

Stakeholder Interviews

Community Survey

Brown Bag Lunch Gatherings

Monthly Taskforce Meetings

10 Focus Group MeetingsCommunity

MeetingFeb. 28

Community MeetingMay 2

QOL Plan Drafted


Resident-Identified Assets, Challenges, & Opportunities

During the outreach process, residents voiced what they love about Springwells Village, what they find challenging or difficult, and what changes they think need to take place in order for the community to move forward in a positive direction. This resident input then informed work group activity, a work plan for the community, and ultimately the “Springwells Village Quality of Life Plan.”

Residents of all ages and ethnic and racial backgrounds identified countless assets and reasons why they love being a part of the Springwells Village community. One of the topics brought up most often was the close proximity residents have to amenities such as pharmacies, grocery stores, churches, bus stops, and the public library.

In focus groups, people expressed a strong sense of community and the ability to rely on their neighbors. Over and over again, residents said, “My neighbors look out for me and my family.” Thirty-four percent of those surveyed indicated feeling not only connected, but “very connected” to their neighbors. From varying ethnic and racial groups to religious organizations, residents also mentioned diversity as a major asset in the community along with the multitude of public parks, the availability of youth and adult programming, and the many annual events that take place in the community.

Some assets were identified by specific demographic groups. For example, Spanish-speaking parents expressed the desire to stay connected to their children’s education and noted that Spanish language accommodations in area schools help make that possible. Elders in the community highlighted the close proximity of Woodmere Cemetery as an asset because of the value they place on being able to easily visit loved ones who have passed. Youth emphasized the importance of recreation opportunities and wanted to see soccer fields,

baseball fields, basketball courts, and skate parks developed, as well as programming to use these desired spaces. Residents of all ages recognized Patton Park Recreation Center as one of the most important – though most underutilized – assets in the entire community for arts and culture, physical recreation, and community-building purposes.

While residents expressed dozens of reasons why they have chosen to raise their family in Springwells Village or move here from other areas of Detroit and the region, residents also raised a number of community issues which they felt were critical to address in order to improve their quality of life. Some issues raised by residents as areas of concern included hazardous sidewalks in need of repair, stray dogs and irresponsible pet ownership, and the rise in homelessness across the community.

In almost every outreach setting, residents highlighted public safety, vacant housing, and communication barriers as their top concerns. Residents of all ages identified illegal activities, such as drug trafficking, prostitution, gang activity, home invasion, and violent assault, as all too common. Residents voiced a lack of a strong police presence as well as the lack of public lighting as two key issues encouraging illegal activity and negatively impacting public safety in Springwells Village.


Throughout the engagement process, the need to address abandoned and vacant homes was strongly voiced. Though vacant housing was identified as negative in every community meeting and focus group, different downsides of vacant housing were often highlighted by different groups of people. Students felt discouraged by the unattractiveness of vacant, open homes visible from schools and playgrounds, while parents were fearful of the safety concerns vacant and open homes can present for youth walking to and from school. Residents of all ages noted that vacant homes become magnets for illegal dumping and litter, trespassing and scrap metal theft, and accidental fires that endanger the homes and lives of residents nearby.

Residents also identified communication barriers between community members of different ethnic or cultural backgrounds as a challenge. This was expressed through many focus groups and was also supported by survey responses. Hinting towards the communication divide, 68% of survey respondents from primarily English-speaking households reported feeling connected in some way to nonprofit organizations while only 29% of residents from primarily Spanish-speaking households reported similar feelings.

Finally, residents were engaged in considering the ways in which the community could be supported or improved. Capacity-building opportunities were identified as something residents would like better access to in the community. This may take the form of workshops that focus on everything from how to make a flier or hold a meeting to how to start a block club or fundraise for a project.

Marketing the neighborhood also came up as an opportunity that could address community connectivity and pride, filling vacant homes and increasing homeownership, and attracting more people in to support local businesses and community events. The idea of community marketing later came up at several work groups including those focused on housing, arts and culture, business and economic development, and building community.

Another example of resident-identified opportunities with crosscutting themes included many of the strategies around public safety. In discussing the issue of poor public lighting as it relates to safety, residents cited communities where solar-powered, motion-activated lights had been installed outside of homes to illuminate dark sidewalks and vacant properties. Testing this strategy along walkways to and from school was seen as a key opportunity by residents of all ages. Other identified opportunities included strategies for reducing garbage waste, developing recycling programs, and repurposing vacant lots and homes for creative community use such as shared parking, shared storage, or a community greenhouse.

All of the outreach efforts and community input helped guide residents and stakeholders from identifying community assets and challenges to thinking about opportunities and possible solutions. In the end, seven quality of life focus areas surfaced and were then used to organize the community’s work plan. The focus areas are: Business and Economic Development, Education, Health and Wellness, Housing, Leadership and Community, Livability and Neighborhood Beautification, and Public Safety.


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Welcome to Springwells Village! A community wide branding process resulting in a logo and banners will help promote Springwells Village as a community of choice for families and businesses. Gateway markers will be installed at main entry points to the community to foster pride and sense of place. Southwest Detroit Community Justice Center Redevelopment of a former Moose Lodge into a community court will allow the 36th District Court to emphasize the immediacy of action and community service as a sanction of choice. The community court will be supplemented by educational and social services housed in the same facility.

Community Viaduct Beautification Project Using a combination of bricolage mosaic work and strategic landscaping to beautify the railroad viaducts present throughout Springwells Village will contribute to community identity, pride, and safety.

West Vernor Streetscape ImprovementsImprovements to the community’s main commercial thoroughfare, West Vernor Highway, will include new landscaping, sidewalks, and LED lighting. This $6.83 million project will contribute to community beautification, commercial activity, and public safety in a walking community.

Park and Green Space DevelopmentUrban Neighborhood Initiatives will work to increase recreational and leisure options in Springwells Village by continuing to improve or develop parks and green spaces. This includes a walking path at Phoenix Multicultural Academy, a playground for a local Head Start program, and piloting an outdoor space project with a local apartment building.

Development of a Low-Cost Animal ClinicDedicated to ending pet homelessness, All About Animals will open a low-cost animal clinic in the heart of Springwells Village and become one of only a handful of animal clinics in the city of Detroit. The presence of this clinic will contribute to responsible pet ownership and public safety for the entire community.

Compás Facility Expansion Expansion of arts and culture facility space at the Center of Music and Performing Arts Southwest will include private practice rooms for musicians and group music classes as well as updated studio facilities for performing arts.

Strategic Demolition or RedevelopmentAreas of the community with large blighted buildings will be targeted for immediate redevelopment or demolition, including an area with many burned out and blighted apartment buildings and a vacant school decimated by scrap metal theft. Redevelopment of these sites is vital for public safety and neighborhood pride.

Creation of the Woodmere GreenwayGreenway redevelopment of historic Woodmere Street will promote further investment while also stimulating healthy activity and community socialization.

Catalytic Projects in Springwells Village 1

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Urban Neighborhood Initiatives partnered with Bridging Communities to co-host free outdoor movie nights in Springdale Green Playlot. Entire families and residents of all ages came out to enjoy popcorn, activities for children, and family friendly films chosen through a community voting process.

All Saints Neighborhood Center, Phoenix Multicultural Academy, and the Center for Music and Performing Arts Southwest hosted weekly opportunities for fun physical activity, including weekly Zumba, yoga, and youth soccer and basketball.

A community mow-a-thon was organized by Urban Neighborhood Initiatives in partnership with the 313 Project and the Detroit Mower Gang. This large-scale volunteer event focused on clearing and mowing unkempt lots of vacant properties throughout the community.

The City of Detroit launched a side-lot purchase program across the entire Springwells Village area and other parts of Southwest Detroit. The program offered city-owned lots at a low cost to the adjacent property owners as well as beautification vouchers for fencing and landscape materials.

Urban Neighborhood Initiatives and the Southwest Detroit Business Association partnered with the Detroit Police Department’s Secondary Employment Program to pilot a neighborhood policing program in Springwells Village. This program increased police presence and enforcement throughout the Springwells Village community.

Urban Neighborhood Initiatives, in partnership with Madonna University and Phoenix Multicultural School, provided 30 middle school aged students a college immersion opportunity. This program allowed students to experience a week at Madonna University – promoting college exploration and access.

The Southwest Urban Arts Mural Project, a youth employment and mural arts program, was expanded to paint and seal residential garages as a form of graffiti removal and abatement. This project was completed in partnership with the College for Creative Studies and their Community Arts Partnership program.

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Early Action in Springwells Village!Community Calendar and Communication StrategyA public calendar initiative will provide greater exposure to the resources, programs, and events in Springwells Village. To reach as many community members as possible, this calendar will be made available in both hardcopy and online form.

Home Improvement Program and Acquisition/Resale ProgramGrowth of current home improvement programs as well as home acquisition and resale programs will help maintain the community’s current housing stock, retain the community’s current resident base, and attract new or former residents.

Vacant Property StabilizationVacant properties continue to be a major safety concern and blight in the community. Creating and maintaining a property condition database and working with local businesses to secure all vacant, open homes will increase public safety in the community and help preserve vacant, open homes for future rehabilitation and reuse.

Springwells Village College Access Network This growing network will develop and implement a cradle to career plan for the community focused on the importance of college access and success. The eventual development of a youth center dedicated to college access will help maximize impact and accessibility.

Increase Police Presence in the CommunityThe West Vernor and Springwells Business Improvement District (BID) will continue to utilize the Detroit Police Department’s Secondary Employment Program to increase police presence and enforcement on West Vernor and Springwells. The BID will also work with partner agencies and other entities looking to increase police presence in residential parts of the community.

= community-wide projects


Business & Economic DevelopmentEconomic development is at the heart of helping Springwells Village families prosper in a vibrant and economically viable community. To encourage business growth and economic development, we will INCREASE OPPORTUNITIES FOR LOCAL ENTREPRENEURS AND ARTISANS TO MAKE AND SELL THEIR PRODUCTS through the development of both work and sell spaces; INCREASE WORK READINESS, JOB PLACEMENT, AND ENTREPRENEURIAL PURSUITS in order for residents to be ready for available jobs and to take advantage of emerging business opportunities; MARKET THE COMMUNITY AS A PLACE TO LIVE, WORK, AND PLAY through community branding, event promotion, and community signage to further drive economic activity.

EducationAlthough academic education is essential, it is often undervalued in communities with a working class history. To address educational issues in Springwells Village, we will FOSTER A COMMUNITY CULTURE THAT VALUES EDUCATION through the development of SVCAN, a College Access Youth Center, and increased parental involvement in our youth’s education; PROVIDE YOUTH ENRICHMENT OPPORTUNITIES in the forms of youth leadership programming, summer youth employment initiatives, and more, to ensure that all youth have the experiences necessary for growth and development; INVEST IN EARLY CHILDHOOD DEVELOPMENT AND ADULT EDUCATION OPPORTUNITIES to support growth for residents of all ages.

Health & WellnessIn order for the community to thrive, its people must be healthy. The residents of Springwells Village want to improve their wellness, so we will EXPAND PRORAMMING AND OPPORTUNITIES FOR PHYSICAL ACTIVITY AND HEALTHY LIVING in our facilities, at our parks, and in other green spaces; PROMOTE NUTRITION AND HEALTHY EATING OPTIONS by working with retailers to provide healthy food choices and educating the community on nutrition; INCREASE ACCESS TO DIVERSE, QUALITY HEALTH SERVICES to ensure that we are servicing all members of our community.

QUALITY OF LIFE AT A GLANCE


Springwells Village, like much of Detroit, is a mix of housing that is livable and that needs to be removed. To increase the value of the housing market, we will CREATE AND IMPLEMENT A STRATEGY FOR SECURING AND REDUCING VACANT PROPERTY by boarding and bolting open properties, tearing down unsalvageable homes, and increasing the sales of vacant or foreclosed homes; INCREASE HOMEOWNERSHIP WHILE ASSISITING STRUGGLING HOMEOWNERS AND TENANTS and ensure that people who currently live in our community can stay here by providing services like home improvement programs and mortgage renegotiation assistance; IMPROVE THE QUALITY OF HOUSING DEVELOPMENTS IN THE COMMUNITY through the incorporation of green spaces, mixed use development, and larger single family residential options.

Housing

Livability & Neighborhood BeautificationWe are blessed with a number of community assets that already beautify Springwells Village. To add value to the community and build upon these assets we will INCREASE THE PRESENCE OF PUBLIC ART AND LANDSCAPE DESIGN; INCREASE THE USABILITY OF GREEN SPACES by creating natural landscapes, community gardens, and new recreational facilities; KEEP THE NEIGHBORHOOD CLEAN through recycling, creating a blight reporting system, and organizing community cleanups; IMPROVE BEAUTY AND FUNCTIONALITY OF NEIGHBORHOOD STREETS AND SIDEWALKS by improving existing and developing new parking lots, implementing traffic calming measures, repairing alleys, and more.

The people in our community are our single most important asset. In order for Springwells Village to grow and blossom into a vibrant community, we need to value and build the capacity of people who live here. We will TRAIN AND DEVELOP COMMUNITY LEADERS by working with residents of all ages, building upon existing skillsets, and developing and nurturing the next generations of leaders; IMPROVE COMMUNITY COMMUNICATION AND COORDINATION to bring people together around issues and ideas that are important to the community; INCREASE AWARENESS AND KNOWLEDGE OF PERFORMING ARTS, CULTURAL HERITAGE, AND NEIGHBORHOOD HISTORY by building upon the rich diversity already present in Springwells Village; CREATE AND EXPAND COMMUNITY EVENTS in order to better promote our cultural diversity and strengthen community ties.

Leadership and Community

Public SafetySafety is at the core of creating a stable community. To build a base of civility and stability, we will DEVELOP A COMMUNITY COURT TO MORE EFFECTIVELY ADDRESS LOCAL ISSUES, thereby increasing community trust in the justice system, and incorporate a tenant and landlord court services; DEVELOP ALTERNATIVE STRATEGIES FOR ADDRESSING SAFETY ISSUES by implementing innovative practices such as lighting, home security, and neighborhood patrolling; ADDRESS STRAY ANIMAL CONCERNS by working with groups who focus on animal health and responsible pet ownership. For public safety to have an enduring affect, it must be the residents who embrace and engage in this issue.


The following work plan is organized into seven identified quality of life focus areas: Business and Economic Development, Education, Health and Wellness, Housing, Leadership and Community, Livability and Neighborhood Beautification, and Public Safety. Each focus area has identified key projects along with their expected timeframe and the agency or agencies that will be taking a lead or partnering role.

The Springwells Village quality of life planning process drew input from many community based organizations and institutions, public sector entities and representatives, businesses, and residents. An equally broad array of resources will be necessary to put the plan into action. Those who will lead or partner in these efforts include:

AAA All About AnimalsADS Adrian Dominican SistersBCI Bridging Communities, Inc.BID Business Improvement DistrictC2BE Center for Community Based EnterpriseCC Covenant CareCCA Cesar Chavez AcademyCHA Consortium of Hispanic AgenciesCHAINED Continually Helping Animals In Need and Educating Dog owners CHASS Community Health and Social ServicesCLAVE Community of Latino Artists Visionaries and EducatorsCOC Congress of Communities COMPAS Center of Music & Performing Arts SouthwestDA Dog AideDCC Detroit Crime CommissionDHDC Detroit Hispanic Development CorporationDPD Detroit Police DepartmentDPN Detroit Parent NetworkDPS Detroit Public SchoolsDSWP Detroit Southwest PrideEAA Education Achievement AuthorityGA Grace in ActionGreening Greening of DetroitHW Heritage WorksLA Living Arts

LA SED Latin Americans for Social and Economic DevelopmentLATISM Latinos in Social MediaLISC Local Initiatives Support CorporationLSCO Local School Community OrganizationMCR Michigan Community ResourcesMDOT Michigan Department of TransportationMEDC Michigan Economic Development CorporationMISBTDC Michigan Small Business & Technology Development CenterMPC Mexican Patriotic Committee MSHDA Michigan State Housing Development AuthorityMU Madonna UniversityNCF New City FriendsOGP Our Garden PlacePFY Partnership for Youth PPRC Patton Park Recreation CenterRM Real MediaSA Salvation ArmySDAL Southwest Detroit Athletic LeagueSDBA Southwest Detroit Business AssociationSDCJC Southwest Detroit Community Justice CenterSDDC Southwest Detroit Development CollaborativeSDEV Southwest Detroit Environmental VisionSER METRO Service Employment Redevelopment Metro-DetroitSLC Sierra Literacy CenterSVCAN Springwells Village College Access NetworkSVDC Springwells Village Development CollaborativeSVSA Springwells Village Strategic Alliance SWBC Springdale-Woodmere Block ClubSWCS Southwest Counseling SolutionsSWHS Southwest Housing SolutionsSWLS Southwest Lending SolutionsSWSOL Southwest SolutionsTD PAL Think Detroit PALUNI Urban Neighborhood InitiativesVNHS Vistas Nuevas Head StartWCS Wayne County SheriffWCT Wayne County TreasurerWTC WARM Training CenterYN Young Nation

Work Plan


Business and Economic DevelopmentSpringwells Village is highly entrepreneurial. Due to a lack of marketing of the community, however, few outsiders take advantage of the area’s many outstanding resources. This is a correctable problem; action now is timely given the improvement of transportation access and the emergence of “Springwells Village” as a community identity. Economic development has been highly individualistic and could be supported better by facilities specifically designed to enhance the possibilities for success of local artisans and trades people. Not everyone will work in the same community in which they live. We need a more aggressive and focused plan for connecting residents with jobs throughout the metro region and for systematically equipping them for the job opportunities that exist.

Project ActionItem Lead Partner(s) PerformanceMeasures TimeframeNumber (1-5years)

1.1 Develop artist work/sell space in the community, complete with outdoor plaza, merchant space, and attractive parking

1 Increase opportunities for local entrepreneurs and artisans to make and sell their products

UNI CLAVE, YN Development of work/sell space 2-5 years

1.2 Develop temporary uses for transitional spaces in the business district, such as arts and cultural retail pop-up opportunities

SDBA Local artists and art groups, local business and property owners, YN

Number of spaces developed; number of entrepreneurs and artisans involved

2-4 years

1.3 Create a business office incubator for entrepreneurs and provide them with front office support as well as business management support

SDBA MISBTDC, UNI Number of local entrepreneurs recruited 2-5 years

1.4 Develop a tech shop for entrepreneurs with metal working, carpentry, and other light industry skills; include front office support as well as business management support

UNI SDBA Site identified for redevelopment; development of tech shop

2-5 years

2.1 Coordinate an interagency group to develop and market comprehensive work readiness to job placement programs

UNI LA SED, Region 17, SER METRO, SWSOL, UNI

Creation of group; number of agencies involved

1-3 years

2.2 Develop and expand entrepreneurial and job training opportunities and job placement programs

LA SED SDBA Number of people receiving training; number of people gaining employment

1-3 years

2.4 Assist residents in the formation of a sewing cooperative and provide small business technical assistance

UNI C2BE, Maggie’s Organics, MEDC, SDBA

Sewing cooperative created; business plan produced; loan application packaged created

1-5 years

2.3 Increase local contractor readiness for MDOT-funded projects taking place in Southwest Detroit

SDBA MDOT Number of local contractors properly certified and recruited

2-3 years

Indicators of Success:Increasing percentage of residents employed and in the labor forceIncreasing entrepreneurial activity and number of local businesses Decreasing commercial vacancy rate

2 Increase work readiness, job placement, and entrepreneurial pursuits

3.1 Develop a community-based branding strategy and neighborhood marketing materials in order to increase economic activity

SVSA BCI, LATISM, RM, SDBA,UNI, YN

Creation of a branding strategy; creation of marketing materials and website

1-2 years

3.2 Develop community welcome/entry signage and work with local artisans to manufacture and install signs

SVSA BCI, LATISM, SDBA, UNI, YN

Development and installation of signage 2-3 years

3.3 Organize community events that increase patronage of local businesses

SDBA BID Increased sales in conjunction with community events

1-5 years

2.5 Expand youth employment opportunities at local businesses UNI LA SED, SER Metro, Greening

Number of youth employed through program; number of businesses involved

1-5 years



Business and Economic Development (cont.)

2.6 Expand Center for Working Families hours of operation SER Metro Increased hours of operation 1-2 years

EducationLow educational attainment is an impediment to economic vitality, a contributor to crime, and a limitation on the enjoyment of life and achievement of personal and family goals. Springwells Village needs a concerted effort to mobilize support for a culture that will highly value education and support the achievement of post-high school credentials. Educational opportunities are important for residents of all ages. Both early childhood and adult educational opportunities are highly desired by community members. Parents also want to see education supplemented by diverse youth enrichment options both in and out of school. Addressing the need for education at every stage of life is paramount to creating a community that thrives.


1 Foster a community culture that values education

1.1 Develop the Springwells Village College Access Network (SVCAN) and implement a cradle-to-career plan to increase graduation rates, exposure to college atmospheres, service- learning opportunities, and more

SVCAN CHA, DPN, MU, PFY, SER Metro, UNI

Development of SVCAN; increased high school graduation rates; number of youth reached

1-4 years

3 Market the community as a place to live, work, and play

Indicators of Success:Increasing high school attendance ratesIncreasing in high school graduation ratesIncreasing college acceptance rates



1.4 Develop a College Access Youth Center on a major thoroughfare

SVCAN LASED, YN Development of center 1-4 years

1.2 Develop and implement a community-wide attendance initiative to ensure students are in school

UNI CCA, DPS, SVCAN Creation of attendance initiative; increased attendance rate

1-2 years

1.3 Develop and Implement a strategy to increase parent involvement in the academic support of their children

UNI CCA, DPS, EAA, HW, LSCO

Development of SVCAN 1-3 years

Education (cont.)

2.1 Expand early childhood development programming

SWCS VNHS Number of young children impacted 1-3 years

2.2 Develop a playground consistent with early childhood licensing requirements at All Saints Neighborhood Center

UNI VNHS Site identified for playground; development of playground

1-3 years

2.3 Expand adult education opportunities to include Adult Basic Education, General Education Development, English as a Second Language, and financial and computer literacy classes

UNI ADS, LA SED, SLC, SWCS, SWSOL

Number of programs developed; number of adults impacted

1-3 years

3.1 Organize youth and develop youth leadership opportunities UNI GA, HW, PFY, SER Metro, YN

Number of leadership opportunities developed; number of youth impacted

1-2 years

2.4 Sustain and expand the Southwest Early Learning Community and English Language Learners programs

SWCS DPS Number of parents served 1-2 years

3.2 Expand and sustain quality after school and summer programming to include strong provider coalition partnerships and community based organizations

UNI COMPAS, DHDC, GA, HW, LA, LA SED, PFY, SER Metro, VNHS, YN

Number of after school and summer programing opportunities; number of youth impacted

1-2 years

3.3 Expand the presence of arts-infused education LA CCA, CLAVE, DPSEAA, HW, VNHS

Number of arts-infused programs available; number of youth impacted

1-3 years

3.4 Incorporate music education into school programming COMPAS CCA, CLAVE, DPS, EAA, HW, VNHS

Number of music programs available; number of youth impacted

2-3 years

3 Provide youth enrichment opportunities

2 Invest in early childhood development and adult education opportunities



Health and WellnessHealth and wellness is a community priority. Residents of all ages want more opportunities to exercise, both indoor and outdoor. Food is a major issue; while food stores abound in the community, the food selections most strongly promoted are not always the healthiest. Springwells Village would benefit greatly from a strong educational campaign on healthy eating accompanied by in-store marketing of healthy produce, preferably locally grown foods. Residents also share a strong concern about asthma and lead poisoning, greater access for preventative health services, and transportation to health services. Increased education and promotion of the many health-related services available to residents will aid in creating a healthier community, and help move the community forward in becoming a community of choice.

1.1 Increase year-round physical activity through community events in neighborhood parks and the creation of walking clubs

UNI COMPAS, HW, LA, LA SED, SDEV, SWSOL

Number of community events; visibility of walking clubs

2-3 years

1.2 Organize year-round sports leagues for all ages including basketball, t-ball, soccer, and softball

SDAL City of Detroit, LA SED, PPRC, SWSOL, TD PAL, UNI

Expansion of current sports leagues; number of new sports leagues created

1-3 years

1.3 Develop Woodmere Greenway to include walking loop around Woodmere Cemetery and Patton Park

SDBA Greening, OGP, UNI Development of walking loop 2-5 years

1.4 Expand hours and services at Patton Park Recreation Center

City of Detroit

Creation of resident council; increased hours of operation

1-2 years

2.1 Develop a community nutrition campaign, including the expansion of health education and nutrition programming in area schools as well as peer education training

CHASS HW, LA SED, SWSOL, UNI

Development of nutrition campaign; number of schools involved in nutrition campaign; number of students involved

1-3 years

2 Promote nutrition and healthy eating options

2.2 Partner with local retailers to increase the availability of healthy food options in the community

UNI SDBA Number of retailers involved; increased healthy food options

2-5 years

2.3 Promote the consumption of community-grown produce UNI Number of opportunities for local growers to sell produce

2-3 years

Indicators of Success:Increasing participation in local sports leagues and other physical activities Increasing quantities of locally grown produce

1 Expand programming and opportunities for physical activity and healthy living



Health and Wellness (cont.)

3.1 Expand programming for mild to moderate mental health needs

CHASS HW (dementia only)

Number of mild to moderate mental health patients served

1-4 years

3.2 Coordinate transportation programming to health services for elders

BCI CHASS Number of elders connected to health services

1-2 years

3.3 Organize health fairs to bring health services and resources closer to residents

COC CC, LA SED Number of health fairs held; number of residents reached

1-3 years

3.4 Expand senior health and wellness programming BCI HW, LA, LA SED Numbers of seniors served 1-3 years

3.5 Increase outreach to and resources for those experiencing homelessness

UNI SA, SDBA Number of people receiving resources; number of people placed in housing

2-3 years

3 Increase access to diverse, quality health services

3.6 Expand wellness and healthy living programming and outreach efforts

CHASS COC, LA SED, UNI Number of people served 1-3 years

3.7 Expand lead poisoning prevention and asthma reduction programming in local homes and area schools

SDEV CHASS Number of households and people served 1-4 years



1 Create and implement a strategy for securing and reducing vacant property

HousingSpringwells Village has an abundance of housing. However, there is little spacious housing for growing families and prospering residents. Residents also want to see vacant housing issues addressed, including demolishing homes that are beyond repair and boarding up those that can still be saved. They want to prevent vacancies by assisting homeowners in renegotiating upside-down mortgages, resolving credit problems, and helping interested buyers to purchase homes as they become available. Ensuring that both new and past housing developments have the amenities needed to support a higher quality of life is also important to the community. Many single-family homes in the area are nearing one hundred years old, and are not insulated or up-to-date. These aging homes drain needed income from low and moderate income families. As the community works to resolve these and other home maintenance issues, many residents will have their biggest concerns addressed.

1.1 Organize a vacant property taskforce that will maintain a parcel-by-parcel inventory, secure and beautify vacant properties, and address other vacant property issues

UNI BCI, City of Detroit, Danto Furniture, SVDC, SWSOL

Creation of taskforce; inventory completed and maintained; number of open homes secured

1-3 years

1.2 Increase the use of deconstruction as a means of dealing with vacant homes

WTC Quantity of reclaimed materials; number of units deconstructed

2-5 years

1.4 Secure and acquire vacant properties in order to expand All Saints Neighborhood Center to include development and casework office as well as safe and attractive parking

UNI Expansion of neighborhood center 2-5 years

1.5 Redevelop or demolish large-scale blighted parcels including the former Higgins Elementary School property

UNI Redevelopment or demolition of Higgins property

2-5 years

BCI

1.3 Acquire, rehabilitate, and resell recently foreclosed single-family homes

BCI Number of homes acquired; number of homeowners created

1-3 yearsLocal contractors, SWHS, WTC

Indicators of Success:Decreasing number of vacant propertiesIncreasing home sales to current or new residentsIncreasing home values

2.1 Expand short-sale operation to assist upside-down mortgage holders in renegotiating

SWLS BCI, banking community

Number of mortgages renegotiated 1-3 years

Increase homeownership while assisting struggling homeowners and tenants

2.2 Develop and implement a home improvement program that includes support for façade improvement, weatherization, essential updating, and home safety measures

UNI BCI, Citizen Bank Program, City of Detroit, Flagstar Bank, MSHDA, SDBA

Number of homes impacted; lowered energy costs and/or increased property values

1-3 years


Housing (cont.)

2.3 Facilitate resident ownership and rehabilitation of recently foreclosed properties for residential or creative reuse such as greenhouses or shared community storage

BCI Number of residents reached; number of real estate owned properties acquired; pilot development of creative reuse project

1-2 years

3.1 Incorporate mixed-use redevelopment projects into socially strategic locations

UNI Increase in mixed-use development; reduction in crime around development sites

2-5 years

3.2 Develop single-family detached infill housing compatible with the character of the community

BCI City of Detroit, LISC, MSHDA

Number of homes developed 1-5 years

3.3 Develop more spacious residential options by converting existing duplexes into single-family homes and quads into duplexes

BCI City of Detroit, private investors

Development of demonstration project;number of units converted

2-5 years

SWLS, WTC, other lending institutions

3 Improve the quality of housing developments in the community


3.4 Increase green space around existing apartment developments

UNI BCI, SWHS, other multi-unit property owners

Development of demonstration project; number of apartment units directly impacted; number of residents directly impacted

1-5 years


Leadership and CommunitySpringwells Village residents feel a strong sense of community. This is a place where people look out for each other and care about one another. Community members have identified both physical and social projects to bring the community closer together. There is a strong commitment to cultural life and a deep desire to preserve, promote, and pass on the cultural legacy of the many ethnicities who call this community home. Residents also have a strong desire to improve communication channels in the community, ultimately helping to bridge language barriers and increase awareness about existing resources and events.

1.1 Expand community movie nights YN BCI, DSWP, UNI Number of movie nights; number of event attendees

1-5 years

1 Create and expand community events

1.2 Expand community holiday celebrations UNI DSWP, HW, LA Number of new partnerships established; number of event attendees

1-3 years

1.3 Redevelop existing auditorium space into a multipurpose community theatre

UNI Site identified for redevelopment; completion of redevelopment

2-5 yearsHW


1.4 Develop an outdoor amphitheater for community use and celebration, preferably at Patton Park

City of Detroit

Development of amphitheater 3-5 yearsCity of Detroit, COMPAS, HW, UNI

Indicators of Success:Increasing resident participation in leadership training and capacity building activitiesIncreasing attendance at community eventsIncreasing sense of belonging and community solidarity


Leadership and Community (cont.)

3.3 Provide satellite arts and cultural programming COMPAS Number of satellite programs created 2-3 yearsCLAVE, HW

3.4 Develop a Mexican American Museum with future multicultural phases

MPC Site identified for development; development of museum

2-5 years

4.1 Develop a sustainable multi-lingual communication strategy to better promote existing community resources and events

SVSA Creation of a communication strategy 2-3 yearsBCI, LATISM, RM, SDBA, UNI, YN

4.2 Strengthen quarterly interagency meetings to communicate agency initiatives, create and update a community calendar, and expand collaboration opportunities

UNI Number of agencies involved; community calendar created

1-2 yearsSVDC

2.1 Expand existing leadership development opportunities for all community members

COC Number of programs developed; number of residents reached

1-2 years

2.2 Organize resident “field trips” to other communities, increasing resource sharing and learning from others

UNI Number of trips taken; number of residents reached

1-2 years

2.3 Develop training opportunities for local youth and adults to lead and organize arts and culture related workshops

LA CCA, CLAVE, DPS, UNI, VNHS, YN

Number of trainings; number of residents reached

1-2 years

2 Train and develop community leaders

LA SED, UNI, YN

3.1 Develop an oral history project with elders CLAVE Completion of project; number of elders interviewed

1-3 yearsBCI, HW, LA SED

3.2 Expand intergenerational programming BCI Number of intergenerational opportunities offered; number of elders and youth reached

1-2 yearsLA SED, PPRC, UNI, YN


4 Improve community communication and coordination

3 Increase awareness and knowledge of performing arts, cultural heritage, and neighborhood history

3.5 Expand existing COMPAS facilities and increase the daytime usage for physical activities

COMPAS CLAVE, HW, LA, UNI Facility expansion; increased hours of daytime programming

1-5 years


Livability and Neighborhood BeautificationSpringwells Village residents want to go beyond removal of blight to a state where beauty and livability saturate the neighborhood, adding value to location and vitality to community life. Residents envision a community where art and natural beauty grace every viaduct, streetscape, and alley. The vision is also one of a clean community where green spaces add beauty and recreational utility to every neighborhood and where parks are developed to their fullest, where streetscapes are beautified, broken sidewalks are repaired, and traffic-calming improvements add to the safety and recreational vitality of the community.

1.1 Beautify viaducts through a community-based art process CLAVE LA, COMPAS, SDBA, UNI, YN

Number of viaducts beautified; number of residents involved in design and implementation

1-3 years

1.2 Expand the Southwest Urban Arts Mural Project and add elements of artistic landscape design

UNI Greening, SDEV, YN Number of properties impacted; number of youth involved

1-3 years

1.3 Increase positive development of youth counter-culture and support for graffiti art through The Alley Project

YN Number of youth served 1-2 yearsUNI

1.4 Increase the number of public art sculptures in the community, particularly in close proximity to identified community assets

Number of public art sculptures created

1.5 Utilize public art and landscape design to enhance major entrances, the business district, and other major streets such as Central and Lawndale

SDBA Greening, SDEV, YN Number of enhancement projects completed 1-3 years

CLAVE UNI, YN 2-5 years

2.1 Create a natural landscape in Patton Park for recreational and educational purposes

City of Detroit

Greening, SDEV, UNI, local artists and business owners

Creation of natural landscape at Patton Park 1-3 years

2 Increase the usability of green spaces

2.2 Expand and/or relocate Beard Park and other vacant green spaces to include diverse uses such as soccer, skateboarding, and dog parks

UNI City of Detroit, HW, YN Expansion or relocation of Beard Park; development of vacant green spaces for recreational use

2-5 years

2.3 Develop Cahalan Plaza as a community gathering space providing recreation opportunities in conjunction with existing infill housing

UNI Development of Cahalan Plaza 2-4 yearsBCI

2.4 Support the expansion of community gardens as well as gardening workshops and resource events

Number of community gardens developed; number of gardening events held

2.5 Develop low-cost green space projects on large vacant lots like those at Olivet and Govin Streets

UNI Aunt Mid’s, YN Development of vacant lots 2-3 years

UNI DSWP, Greening, LA SED, NCF, OGP, SDEV

2-3 years

2.6 Complete the redevelopment of Phoenix Multicultural Academy outdoor space into a community park

UNI Completion of redevelopment 1-2 yearsDPS, LA SED

Indicators of Success:Increasing number of community green spaces, parks, and amenitiesIncreasing number of improvements made to core infrastructure including sidewalks, alleyways, and lighting


Increase the presence of public art and landscape design


Livability and Neighborhood Beautification (cont.)

3.1 Support curbside recycling through the acquisition of recycling containers and provide additional recycling opportunities for items not handled by curbside service

SDEV City of Detroit, UNI Acquisition of recycling containers; number of alternative recycling opportunities

1-2 years

3 Keep the neighborhood clean

3.2 Organize a community cleanup taskforce to develop and implement monthly interagency cleanups, including alleyways

SDEV Creation of taskforce; development and implementation of monthly cleanup schedule

1-2 yearsBCI, DSWP, Greening, SWBC, SDBA, UNI

3.3 Expand current tire sweep initiatives to include outreach to local tire-related businesses and partnership with others working to repurpose old tires

Number of tire sweeps organized; number of dumped tires removed

SDEV 1-2 years

3.4 Create community-wide graffiti abatement program, including graffiti removal and painting/sealing garages

SDEV SDBA, UNI Number of remediated or sealed properties 1-3 years

4.1 Advocate for important infrastructure improvements including repairing paved alleys, use of permeable pavement, and street drain basin cleaning

UNI City of Detroit, SDBA, SDEV

Number of infrastructure improvements made

3-5 years

4.2 Construct attractive parking for businesses located on Lawndale Street

UNI Local business and property owners

Construction of parking; number of businesses impacted

1-4 years

4.3 Develop an educational campaign for bike lane awareness and usage

SDBA Development of educational campaign 1-2 yearsSDEV, UNI

4.4 Improve residential streetscape including replacing broken sidewalks, removing dead/hazardous trees, and adding new trees

Replacement of deteriorating infrastructureUNI City of Detroit, Greening 1-5 years

4.5 Develop and implement traffic calming measures at key locations

UNI City of Detroit, DDC Implementation of traffic calming measures; number of locations impacted

1-5 years

2.7 Redevelop baseball and soccer fields and develop skateboarding facilities at Patton Park

City of Detroit

Addition of these features at Patton Park 1-2 years

2.8 Develop a maintenance support system for community parks, including Patton Park

UNI Development of support system; number of parks impacted

1-3 years

4.6 Create and implement redevelopment plans to beautify parking lots in key areas

YN UNI, SDBA, SDEV Redevelopment of parking lots 1-4 years

4 Improve beauty and functionality of neighborhood streets and sidewalks

3.5 Expand code enforcement and nuisance abatement work for both commercial and residential properties

SDBA BCI, City of Detroit, DCC, DPD, MCR, resident groups, UNI, WCS

Number of nuisance and code violations addressed; number of violations corrected; reduction in number of violations

1-3 years

Project ActionItem Lead Partner(s) PerformanceMeasure TimeframeNumber (1-5years)


Public SafetySpringwells Village residents firmly believe that major improvements in public safety are absolutely essential to the stabilization and development of the community. Creative and innovative methods are needed to address and resolve safety concerns. The development of a community court - that emphasize immediacy of action and community service - is one such method. The community court will be supplemented by social services that positively address delinquent behavior and the community fabric. Residents would also like to see increased professional security support for the community, as well as improved lighting, signage, and target hardening of businesses and residences. Stray animal reduction would further contribute to community safety. These initiatives would dramatically improve community confidence, stop the outflow of residents, and unleash private investment.

1.1 Develop and implement the Southwest Detroit Community Justice Center to increase public trust in the justice system and assist in the reduction of crime

SDCJC Detroit 36th District Court, DHDC, SDDC, UNI

Site identified for Justice Center; development of Justice Center

1-2 years

1.2 Develop former Moose Lodge as a site for positive social services, possibly including the Southwest Detroit Community Justice Center

UNI Development of Moose Lodge 1-2 years

1.3 Incorporate tenant and landlord court services into community court

SDCJC Incorporation of tenant and landlord in commu-nity court services; number of incidents resolved

3-5 years

2.2 Provide target hardening workshops and resources that impact home security and lighting

SDBA Number of workshop held; number of residents involved

1-3 years

2.3 Increase signage to deter illegal activity, including illegal dumping and trespassing

SDEV Number of signs installed; decrease in illegal activity

2-3 years

2.4 Develop and implement strategies for increasing police presence and security patrolling

SDBA BCI, City of Detroit, SDDC, UNI

Increased hours of security patrolling; decrease in illegal activity

1-3 years

UNI

BCI, COC, LSCOs, resident groups, SDDC, UNI

3.1 Increase resources and outreach related to stray animals and responsible pet ownership

SDEV Number of animals helped; number of pet owners reached

3 Address animal safety concerns

AAA, CHAINED, DA


1-3 years

2 Develop alternative strategies for addressing safety issues

SDBA, resident groups

2.5 Gang intervention, prevention, and outreach DHDC Number of youth served 1-3 yearsUNI, YN

2.6 Increase neighborhood safety by developing Safe Routes to Schools

UNI Number of safety measures implemented; decrease in illegal activity

1-4 yearsBCI, DSWP, Resident Groups, SDEV

SDBA Development of West Vernor Greenway 1-3 yearsCity of Detroit, Greening, MDOT, UNI

2.1 Develop West Vernor Greenway with focus on Woodmere Street to Clark Street

1 Develop a community court to more effectively address local issues

3.2 Develop a low-cost animal clinic on a major thoroughfare AAA Identified site for clinic development; development of clinic; number of animals treated

CHAINED, COC, DSWP 1-2 years

Indicators of Success:A decrease in the crime ratesAn increase in the perception of safety and order

For more information on how you can support the Springwells Village Quality of Life Plan, or to order a copy of this document, contact: Urban Neighborhood Initiatives 8300 Longworth StreetDetroit, MI 48209(313) 841-4447 [email protected]

Quality of Life Plan

Springwells VillageDevelopment Collaborative

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