2018 place matters year-end report - xavier university · place matters 2018 year-end report 2 as...

2018 Place Matters Year-End Report

March 2019

Place Matters 2018 Year-End Report 2

As Place Matters enters its second decade, it is important to recognize its accomplishments, but also acknowledge where we need to do better.

All of the lead organizations work to improve the quality of life in their community. Because each community is unique, that takes a different shape in each community.

In Avondale, that means a community where residents are connected to the career and development opportunities presented by huge investments in the institutional core of the neighborhood.

In Covington, that means supporting resident-led organizations and partners in implementing creative, inclusive projects that improve the community.

In Madisonville, that means improving the neighborhoods economic vitality with new investment and employment opportunities in developments like Madison and Whetsel that will bring commercial storefronts and affordable housing.

In Price Hill, that means fully embracing its urban and culturally unique community and coming together as one while still celebrating its diversity through initiatives like MYCincinnati.

In Walnut Hills, that means building trust and transparency as the neighborhood expands.

In Newport, that means creating and promoting an active and healthy culture.

In the West End, that means increasing opportunities for current residents to rent and become first-time homeowners as the housing market and investment in the neighborhood heats up around them.

For all, it means residents are empowered to improve their quality of life and accomplish their individual and collective goals.

This report highlights community level outcomes including education, income, health, housing, partnerships, and engagement.

With renewed interest and investment in all of the Place Matters communities, we take this opportunity to look back, sometimes as far back to 1990, at demographic and housing data to observe how the communities have changed, and how they remain the same.

Taken together, the socioeconomic status, education, employment, and social support networks highlighted in this report are social determinants of health. By addressing them, we can improve health and overall quality of life for communities.


Place Matters Initiative Year-End Evaluation Process

The Community Building Institute (CBI) completed the Place Matters Year-End evaluation in early 2019.

Year-end: Quantitative

This year-end report is the second of two reports assessing 2018 activities. This report includes a quantitative analysis of shared measures and individual community lead outcomes based on full-year achievements.

Mid-year: Qualitative

The companion report, the Place Matters 2018 Mid-Year Report, was released in fall 2018. It includes 2019 Place Matters initiative-level and community-level recommendations for activities based on a qualitative analysis of partner, stakeholder, and lead organization interviews and reflects activities and progress between January - June 2018.

Evaluation Method: Work Plans

The Work Plan reporting format for lead organizations was adopted in 2016 and updated in 2018. It provides clarity of vision, desired short-term outcomes (1-3 years), measures of success, lead organization roles and activities, engagement and leadership, impact, partners, and growth, and leverage. The Outcomes sheet added in 2018 includes information on the impact on poverty, the role of the lead and role of partners, partner engagement, resident leadership and inclusivity, sustainability, equity, and communication. Leads report on the following outcome areas: Education, Income, Health, Housing, Community, and Sustainability (organizational financial sustainability). The year-end report highlights community change through quantifiable measures.


Recommendations:Highlights

Recommendations were developed as part of the 2018 Mid-Year Report. The year-end findings in this report support them. More information on recommendations can be found in the Place Matters 2018 Mid-Year Report.

18 Recommendations are organized into three key areas:

All recommendations apply to all communities. There are also implementation priority recommendations for each Place Matters community. Lead organizations have identified how they will address these recommendations in 2019 Work Plans.

Community Engagement and Resident Leadership

Organizational Effectiveness

Equitable Development


Community Engagement and Resident Leadership Recommendations:

Rec 5 Leads should work with community leadership to expand the leadership table within communities by defining and valuing leadership qualities more broadly and by working to identify and lift up the strengths of individuals.

Rec 2 Leads should look for ways to support resident leadership development and capacity, for both traditional and non-traditional community leadership.

Prioritize Implementation: AvondalePrice Hill Walnut Hills

Rec 1 Leads should work with community council leadership to clearly define roles and responsibilities for each group.

Prioritize Implementation: MadisonvilleWest End

Rec 3 Leads should clearly define their role in supporting leadership development (examples: provide training opportunities, assist with thinking strategically, helping facilitate and convene meetings).

Prioritize Implementation: Newport

Prioritize Implementation: AvondaleNewport

Rec 4 Leads should evaluate how their communication reaches different parts of the community, and look for ways to expand their reach.

Prioritize Implementation: MadisonvilleNewportPrice Hill


Rec 10 Funders and leads should join together to support increased advocacy for comprehensive community development to support increased investment in physical and social infrastructure in communities.

Rec 11 Place Matters funding commitments should reflect expected outcomes.

Organizational Effectiveness Recommendations:

Rec 9 Leads should evaluate their existing relationships with partners to determine how each benefits from the arrangement, and whether course corrections may be needed to strengthen or change the partnership.

Prioritize Implementation: AvondaleCovington

Rec 12 Leads should take advantage of staff changes as an opportunity to re-engage with their communities, develop new relationships, and set new strategic priorities through staffing decisions.

Prioritize Implementation: MadisonvillePrice HillWalnut HillsWest End

Rec 13 Leads and Place Matters should explore ways to support existing residents. Residents need access to honest, unbiased information on selling or staying in their home, rehabbing their home, and accessing resources to support rehab.

Prioritize Implementation: MadisonvilleWalnut Hills

Rec 14 Leads must make a commitment to continuous development and support and share creative and effective best practices within the network.

Prioritize Implementation: Newport

Rec 6 Leads should find a balance between being focused and comprehensive by continuing to do a diversity of things, and also applying strategic focus and energy behind a few key initiatives.

Prioritize Implementation: AvondaleCovingtonNewportWest End

Rec 7 Leads should evaluate the need for organizational or board strategic planning.

Prioritize Implementation: Price HillWest End

Rec 8 Leads should establish evaluation criteria that can help them respond to partnership and collaboration requests.

Prioritize Implementation: Price Hill


Equitable Development Recommendations:

Rec 15 The Place Matters table and leads must support and advocate equitable growth strategies at all levels.

Rec 17 Place Matters should support training opportunities for residents so that they can better understand how development works, the demographic and market changes underway in their community, and available responses to redevelopment.

Rec 18 Leads should continue to develop and strengthen social networks and social infrastructure in communities as a way to promote equitable outcomes at the neighborhood level.

Rec 16 Leads must define their role in equitable development including their relationship with private and non-profit developers, government, and community stakeholders.

Prioritize Implementation: AvondaleCovingtonMadisonvilleWalnut HillsWest End


EducationHighlights

23.1%

57.6%

64.4%

48.5%

41.2%

56.3%

28.4%

42.2%

27.3%

57.6%

34.6%

36.2%

66.7%

39.1%

43.9%

31.3%

46.0%

15.6%

49.5%

56.3%

71.2%

60.1%

21.7%

46.2%

74.4%

43.5%

69.0%

12.5%

40.3%

19.1%

34.7%

77.8%

87.0%

62.4%

28.3%

38.7%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Rockdale Academy (Avondale)

South Avondale (Avondale)

John P. Parker (Madisonville)

Frederick Douglass (Walnut Hills)

Carson (Price Hill)

Rees E. Price (Price Hill)

Roberts (Price Hill)

Oyler (Price Hill)

Hays-Porter (West End)

Cincinnati Public Schools (district)

Newport (district)

Covington (district)

Percent of students that are proficient, prepared, or on-track

2017-18 Kindergarten Readiness2017-18 3rd Grade Reading Proficiency2017-18 3rd Grade Math Proficiency

Source: Innovations (CCHC). Ohio’s Kindergarten Readiness Assessment (KRA) replaced the KRA-L in 2014-15. On-track = scoring 263 or more points on the language and literacy KRA subtest. Ohio’s state test in 3rd grade English arts replaced the Ohio Achievement Assessment in the 2015-16 school year. New Kentucky kindergarten readiness assessment in 2013-14. Trend analysis are not necessarily accurate.

Educational Outcomes for Place Matters Schools including Kindergarten Readiness, 3rd Grade Reading, and Third Grade Math


36.8%

54.0%

55.8%

30.6%

43.6%

36.4%

16.1%

45.3%

57.2%

24.6%

46.0%

23.1%

57.6%

64.4%

48.5%

41.2%

56.3%

28.4%

42.2%

27.3%

57.6%

34.6%

36.2%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%





Carson (Price Hill)



Oyler (Price Hill)



Newport (district)


Percent of students that are prepared or on-track

2013-14 Kindergarte Readiness (5 year comparison)2017-18 Kindergarten Readiness

Kindergarten Readiness

Source: Innovations (CCHC). Ohio’s Kindergarten Readiness Assessment (KRA) replaced the KRA-L in 2014-15. On-track = scoring 263 or more points on the language and literacy KRA subtest. New Kentucky kindergarten readiness assessment in 2013-14. Trend analysis are not necessarily accurate.

The highlighted schools in Avondale, Madisonville, Walnut Hills, and Price Hill have had improvement year over year for at least the past three years.


77.5%

97.7%

78.2%

77.0%

73.4%

61.9%

50.8%

57.1%

75.8%

78.0%

27.8%

43.4%

66.7%

39.1%

43.9%

31.3%

46.0%

15.6%

49.5%

56.3%

71.2%

60.1%

21.7%

46.2%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%





Carson (Price Hill)



Oyler (Price Hill)



Newport (district)


Percent of students that are proficient

2013-14 3rd Grade Reading Proficiency (5 year comparison)2017-18 3rd Grade Reading Proficiency

3rd Grade Reading

Source: Ohio Department of Education; Kentucky Department of Education. Ohio’s state test in 3rd grade English arts replaced the Ohio Achievement Assessment in the 2015-16 school year. Trend analysis are not necessarily accurate.

55.0%

88.7%

73.8%

66.7%

55.2%

65.4%

44.8%

51.1%

51.7%

68.0%

29.3%

40.1%

74.4%

43.5%

69.0%

12.5%

40.3%

19.1%

34.7%

77.8%

87.0%

62.4%

28.3%

38.7%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%





Carson (Price Hill)



Oyler (Price Hill)



Newport (district)


Percent of students that are proficient

2013-14 3rd Grade Math Proficiency (5 year comparison)2017-18 3rd Grade Math Proficiency

3rd Grade Math

Source: Ohio Department of Education; Kentucky Department of Education. Trend analysis are not necessarily accurate.

Third grade reading scores in all Place Matters schools have not showed steady patterns of improvement or decline over the past few years. Schools in Madisonville and Walnut Hills showed an improvement in 2016-17 followed by a decline in 2017-18

Third grade math scores in all Place Matters schools have not showed steady patterns of improvement or decline, although Madisonville has consistently higher math proficiency that Cincinnati Public Schools overall.


Health HighlightsLife expectancy for each Place Matters neighborhood has been updated using a new source of information from the National Center for Health Statistics. This information replaces information compiled by the Cincinnati Health Department (2001-2009) and includes information for all Place Matters communities, including those in Kentucky.

“The U.S. Small-area Life Expectancy Estimates Project (USALEEP) is a partnership of NCHS, the Robert Wood Johnson Foundation (RWJF), and the National Association for Public Health Statistics and Information Systems (NAPHSIS) to produce a new measure of health for where you live. The USALEEP project produced estimates of life expectancy at birth—the average number of years a person can expect to live—for most of the census tracts in the United States for the period 2010-2015.” (Source: https://www.cdc.gov/nchs/nvss/usaleep/usaleep.html#life-expectancy)

An update of the 2010 and 2013 oversample from the Greater Cincinnati Community Health Status Survey for Place Matters communities provided by Interact for Health will be available later this year and will be included in future reports.

70.671.5

74.8

73.0

70.3

72.6

69.6

72.471.4

74.5

66.0

68.0

70.0

72.0

74.0

76.0

Avondale Covington Madisonville Lower PriceHill

East Price Hill West Price Hill Walnut Hills Newport West End Cincinnati

Life

Expe

ctan

cy a

t Birt

h (y

ears

)

Sources: US Census 2013-2017 ACS; National Center for Health Statistics. U.S. Small-Area Life Expectancy Estimates Project (USALEEP): Life Expectancy Estimates File for Jurisdiction, 2010-2015. National Center for Health Statistics (NCHS). Centers for Disease Control and

Prevention (CDC). Published September 2018.

Life Expectancy at Birth

Sources: US Census 2013-2017 ACS; National Center for Health Statistics. U.S. Small-Area Life Expectancy Estimates Project (USALEEP): Life Expectancy Estimates File for Jurisdiction, 2010-2015. National Center for Health Statistics (NCHS). Centers for Disease Control and Prevention (CDC). Published September 2018.

Life expectancy is correlated with household median income. Communities with a lower household median income also have a lower life expectancy.

See next page for Annual Median Income.


Income Highlights

$19,620

$38,346$42,821

$26,817 $25,134

$33,363

$19,287

$36,429

$0$5,000

$10,000$15,000$20,000$25,000$30,000$35,000$40,000$45,000

Avondale Covington Madisonville Price Hill Walnut Hills Newport West End Cincinnati

2017

Med

ian

Hous

ehol

d In

com

e

Annual Median Income

Source: US Census 2013-2017 American Community Survey (5-year estimate)

Avon

dale

Avon

dale

Avon

dale

Avon

dale

Mad

isonv

ille

Mad

isonv

ille

Mad

isonv

ille

Mad

isonv

ille

Pric

e H

ill

Pric

e H

ill

Pric

e H

ill

Pric

e H

ill

Wal

nut H

ills

Wal

nut H

ills

Wal

nut H

ills

Wal

nut H

ills

Wes

t End

Wes

t End

Wes

t End

Wes

t End

Cinc

inna

ti Pu

blic

Sch

ools

(dist

rict)

Cinc

inna

ti Pu

blic

Sch

ools

(dist

rict)

Cinc

inna

ti Pu

blic

Sch

ools

(dist

rict)

Cinc

inna

ti Pu

blic

Sch

ools

(dist

rict)

New

port

(dist

rict)

New

port

(dist

rict)

Covi

ngto

n (d

istric

t)

Covi

ngto

n (d

istric

t)

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2007-08 2008-09 2016-17 2017-18

Perc

ent o

f stu

dent

s elig

ible

for f

ree

and

redu

ced

mea

ls (<

185%

of p

over

ty th

resh

old)

Academic School YearSource: Ohio Department of Education; Kentucky Department of Education

Students Eligible for Free and Reduced Meals

Hol

y Fa

mily

Hol

y Fa

mily

Hol

y Fa

mily

Hol

y Fa

mily

Hol

y Fa

mily

St. W

illia

m

St. W

illia

m

St. W

illia

m

St. W

illia

m

St. W

illia

m

St. L

awre

nce

St. L

awre

nce

St. L

awre

nce

St. L

awre

nce

St. L

awre

nce

Resu

rrec

tion

Resu

rrec

tion

Resu

rrec

tion

Resu

rrec

tion

Resu

rrec

tion

St. T

eres

a of

Avi

lia

St. T

eres

a of

Avi

lia

St. T

eres

a of

Avi

lia

St. T

eres

a of

Avi

lia

St. T

eres

a of

Avi

lia

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2006-07 2007-08 2016-17 2017-18 2018-19

Perc

ent o

f stu

dent

s elig

ible

for f

ree

and

redu

ced

mea

ls (<

185%

of p

over

ty th

resh

old)

Academic School YearSource: The Archdiocese of Cincinnati

Parochial Schools Students in Poverty (Price Hill only)

The concentration of poverty in Place Matters schools increased following the Great Recession (December 2007 to June 2009). With the exception of Newport, the percent of children in schools living at less than 185% of the poverty threshold went up between the 2016-17 and 2017-18 school years.


HousingHighlights

$135,000

$85,000

$139,250

$65,000

$174,500

$120,000

$238,500

$153,500

$19,620$38,346 $42,821

$26,817 $25,134 $33,363$19,287

$36,429

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000


Med

ian

Sale

Pric

e 2013

2014

2015

2016

2017

2018

2017 MedianHousehold Income

$135,000

$85,000

$139,250

$65,000

$174,500

$120,000

$238,500

$153,500

$19,620$38,346 $42,821

$26,817 $25,134 $33,363$19,287

$36,429

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000


Med

ian

Sale

Pric

e 2013

2014

2015

2016

2017

2018


$135,000

$85,000

$139,250

$65,000

$174,500

$120,000

$238,500

$153,500

$19,620$38,346 $42,821

$26,817 $25,134 $33,363$19,287

$36,429

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000


Med

ian

Sale

Pric

e 2013

2014

2015

2016

2017

2018


Source: Multiple Listing Service of Greater Cincinnati; Northern Kentucky Association of Realtors; US Census 2013-2017 ACS

Median Sale Price (single-family homes and condos) and Median Household Income

Housing prices have been rising fairly consistently year over year in each Place Matters community with a few exceptions. The median sale price in Newport was $120,000 in both 2017 and 2018. The median sale price in the West End spiked dramatically in 2018 to $238,500 while the number of sales has remained about the same (30 sales in 2018; 35 sales in 2017; 35 sales in 2016).


87

329

160

245

76

186

30

0

50

100

150

200

250

300

350

400

Avondale Covington Madisonville Price Hill Walnut Hills Newport West End

Num

ber o

f Hom

es S

old

201320142015201620172018

Source: Multiple Listing Service of Greater Cincinnati; Northern Kentucky Association of Realtors

Number of Homes Sold (single-family homes and condos) and Median Household Income

The housing production of lead organizations remains limited.

The Center for Great Neighborhoods completed three units (2 rehabs, 1 rental) and sold two units at an average sale price of $135,000.

Price Hill Will completed one unit and sold three units. The average sale price of Buy-Improve-Sell homes was $130,500 and the average sale price for Homesteading was $16,000.

The Avondale Development Corporation partnered to complete one home with a sale price of $268,000.

Construction in Madisonville started on four new affordable homes in 2018.

In 2019, Seven Hills Neighborhood Partners will work with other housing partners to roll out a $100,000 home improvement fund and $176,000 to eviction prevention support.

The lead organizations have helped to connect residents with resources and housing related information from community partners through housing resource fairs (Madisonville and the West End) and by providing direct support to residents in navigating resources. This support is provided for both renters, homeowners, and future homeowners.

Additional housing information is included for each community in the following pages, including trends in homeownership and poverty and how long households have lived in their home.


Avondale Lead Organization: Avondale Development Corporation (ADC)

2018 Leverage: $824,683 in direct support of Place Matters Work Plan activities

$350,000 in support of other quality of life improvements not directly tied to the Work Plan

2018 Partnerships and Engagement: 26 partnerships and collaborations maintained

21 partnerships and collaborations added

74 volunteers

Top 5 Community Priorities (2017 social capital survey): Jobs/Employment

Safety

Housing

Household Income Stability

Health

2018 Work Plan: ADC had three focus areas for 2018: expand communication channels; support resident Quality of Life plan; and strengthen and expand the housing stock.


Avondale Data Trends

34%

38%

34%

29%

25%

24%

22%

21%

40%

38%

44%

51%

0 5,000 10,000 15,000 20,000

1990

2000

2010

2017

Population

Year People Below Poverty Level

People at 100% - 200% ofPoverty Level

People at 200% and abovethe Poverty Level

92%

91%

89%

85%

0 5,000 10,000 15,000 20,000

1990

2000

2010

2017

Population

Year Black

White

Hispanic or Latino

483

1,170

0

1,000

2,000

2017

Popu

latio

n 25

Yea

rs a

nd O

ver

9th to 12th Grade,No DiplomaLess than 9th Grade

1,170 2,576 1,618 693

0 2,000 4,000 6,000 8,000

2017

Highest Educational Attainment for 2017 Population 25 Years and Over

Year

Less than 9th Grade9th to 12th Grade, No DiplomaHigh School DiplomaSome CollegeAssociates DegreeBachelor's DegreeGraduate Degree

Sources: US Census 2013-2017 ACS; DC 1990, 2000, 2010

Avon

dale

Avondale lost more than a third of its population in just under 30 years between 1990 and 2017.

In 1990, there were nearly 6,000 residents that were self-sufficient (above 200% of poverty). In 2017, that number was down to just under 3,300.

Nearly 1,700 adults over 25 in Avondale do not have a high school degree.

Avondale remains a predominantly African American neighborhood.

The number of Whites remained about the same between 1990 and 2017, but with a decrease in community population, Whites now account for just over 10 percent of Avondale’s population.


77%

76%

76%

75%

23%

24%

24%

25%

0 2,000 4,000 6,000 8,000 10,000

1990

2000

2010

2017

Housing Units (% = % of total occupied units)

Year Owner-occupied

housing units

Renter-occupiedhousing units

Vacant units

7% 5%9%

26%

38%

15%

0

500

1,000

1,500

2,000

2,500

Moved in1979 orEarlier

Moved in1980 to

1989

Moved in1990 to

1999

Moved in2000 to

2009

Moved in2010 to

2014

Moved in2015 or

later

Househ

olde

r

2,955

951 962

0 500 1,000 1,500 2,000 2,500 3,000 3,500

Fam

ily(h

ouse

hold

s with

rela

ted

indi

vidu

als)

Non

-Fam

ily(h

ouse

hold

s with

one

pers

on o

run

rela

ted

indi

vidu

als)

2017 Households

Single Person LivingAloneOther Non-FamilyhouseholdsMarried Couple withChildrenSingle Female withChildrenSingle Male withChildrenOther Familyhouseholds

4,197

4,034

2,693

2,602

3,206

2,373

1,531

1,492

2,169

2,362

1,310

1,059

2,841

1,848

1,470

1,795

0 5,000 10,000 15,000 20,000

1990

2000

2010

2017

Population

Year Under 5

5 - 1920 - 2425 - 3435 - 4445 - 5455 - 6465 and over


Avon

dale

More than half of Avondale’s households are a single person living alone.

There are roughly the same number of households made up of a single mom with children and a household with related family members living together (for example, a grandma with grandchildren).

Avondale has a decreasing number and share of children, young adults between the ages of 25 and 35, and seniors.

In 2017, there were more about 2,100 vacant housing units.

There were just over 5,400 occupied housing units; three-quarters of units were renter-occupied.

More than half of Avondale households moved into their current unit less than 10 years ago. This could include a household moving from one unit in the community to another unit in the community.


CovingtonLead Organization: Center for Great Neighborhoods of Covington (The Center)


$50,014,286 in support of other quality of life improvements not directly tied to the Work Plan (includes residential, commercial, municipal, and institutional investments)



1,325 volunteers

Top 5 Community Priorities (2017 social capital survey): Housing

Appearance

Safety

Jobs/Employment

Education

2018 Work Plan: The Center had five focus areas for 2018: support resident efforts to improve health; expand Hellmann Creative Center as a community hub; develop affordable housing for underserved populations; engage families and connect them with resources; and expand programs that enhance economic opportunities and financial well-being.


CovingtonData Trends

19%

18%

24%

25%

22%

21%

22%

23%

59%

62%

54%

52%

0 10,000 20,000 30,000 40,000 50,000

1990

2000

2010

2017

Population




91%

87%

81%

79%

0 10,000 20,000 30,000 40,000 50,000

1990

2000

2010

2017

Population

Year Black

White

Hispanic or Latino

1,616

2,768

01,0002,0003,0004,0005,000

2017

Popu

latio

n 25

Yea

rs a

nd O

ver


2,768 8,959 6,560 4,263

0 5,000 10,000 15,000 20,000 25,000 30,000

2017


Year



Covi

ngto

n

The share of poverty in Covington has remained relatively consistent, along with its total population. It has not experience the sharp decrease in population experienced by other Place Matters neighborhoods.

Nearly 4,400 adults over 25 in Covington do not have a high school degree.

Covington is diversifying slowly. It remains predominantly White with a stable African American population and growing Hispanic and Latino population.


51%

51%

51%

49%

49%

49%

49%

51%

0 5,000 10,000 15,000 20,000 25,000

1990

2000

2010

2017


Year Owner-occupied

housing units


Vacant units

6% 5%10%

27%

36%

15%

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000


Moved in1980 to

1989

Moved in1990 to

1999

Moved in2000 to

2009

Moved in2010 to

2014

Moved in2015 or

later

Househ

olde

r

6,518

1,591 5,013

1,713

1,755

0 2,000 4,000 6,000 8,000 10,000

Fam

ily(h

ouse

hold

s with

rela

ted

indi

vidu

als)

Non

-Fam

ily(h

ouse

hold

s with

one

pers

on o

run

rela

ted

indi

vidu

als)

2017 Households


9,199

8,936

7,177

6,855

8,310

7,552

7,101

6,944

5,826

7,042

5,541

5,402

6,303

4,947

4,121

4,949

3,543

5,301

6,088

5,690

0 10,000 20,000 30,000 40,000 50,000

1990

2000

2010

2017

Population

Year Under 5

5 - 1920 - 2425 - 3435 - 4445 - 5455 - 6465 and over


Covi

ngto

n

Nearly 40 percent of Covington’s households are a single person living alone.

Just under one-third of households are made up of related family members living together (for example, a grandma with grandchildren).

The number and share of children is decreasing slightly in Covington, while the number and share of adults between the ages of 55 and 64 is increasing.

In 2017, there were just under 3,100 vacant housing units.

Covington’s housing stock is roughly evenly split between owners and renters, which has remained consistent since 1990.

More than half of Covington households moved into their current unit less than 10 years ago. This could include a household moving from one unit in the community to another unit in the community.


MadisonvilleLead Organization: Madisonville Community Urban Redevelopment Corporation (MCURC)

2018 Leverage: $29,790,812 in direct support of Place Matters Work Plan activities (includes Madison and Whetsel development project)

$117,575,000 in support of other quality of life improvements not directly tied to the Work Plan (includes commercial, municipal and institutional investments)



157 volunteers

Top 5 Community Priorities (2017 social capital survey): Neighborhood Business District

Safety

Appearance

Jobs/Employment

Engaged Citizens

2018 Work Plan: MCURC had four focus areas for 2018: expand affordable housing; start construction at Madison and Whetsel; expand resident participation and leadership; and improve communication, connectedness, and leadership opportunities between partner organizations and residents.


MadisonvilleData Trends

16%

14%

22%

22%

22%

23%

18%

20%

62%

63%

60%

58%

0 5,000 10,000 15,000

1990

2000

2010

2017

Population




42%

38%

40%

50%

57%

58%

53%

40%

0 5,000 10,000 15,000

1990

2000

2010

2017

Population

Year Black

White

Hispanic or Latino

173

515

0

1,000

2017

Popu

latio

n 25

Yea

rs a

nd O

ver


515 1,676 1,238 1,583 980

0 2,000 4,000 6,000 8,000

2017


Year



Mad

ison

ville

There has been an increase in the number and share of people living in poverty in Madisonville. The share of those that are self-sufficient has decreased slightly since 1990.

Madisonville has a large share of residents with a Bachelor’s Degree compared to other communities.

The population of African Americans in Madisonville is decreasing. The number and share of Whites dropped between 1990 and 2000 and 2010 and then ticked back up with the 2017 5-year estimate.


55%

56%

49%

39%

45%

44%

51%

61%

0 2,000 4,000 6,000

1990

2000

2010

2017


Year Owner-occupied

housing units


Vacant units

6% 8%11%

20%

39%

17%

0200400600800

1,0001,2001,4001,6001,8002,000


Moved in1980 to

1989

Moved in1990 to

1999

Moved in2000 to

2009

Moved in2010 to

2014

Moved in2015 or

later

Househ

olde

r

2,123

336 392 1,321

0 500 1,000 1,500 2,000 2,500 3,000

Fam

ily(h

ouse

hold

s with

rela

ted

indi

vidu

als)

Non

-Fam

ily(h

ouse

hold

s with

one

pers

on o

run

rela

ted

indi

vidu

als)

2017 Households


2,668

2,387

1,568

1,295

2,096

1,518

1,529

2,085

1,648

1,595

1,178

1,250

984

1,353

1,355

751

1,695

1,409

1,134

1,562

0 2,000 4,000 6,000 8,000 10,000 12,000 14,000

1990

2000

2010

2017

Population

Year Under 5

5 - 1920 - 2425 - 3435 - 4445 - 5455 - 6465 and over


Mad

ison

ville

Nearly half of Madisonville’s households are a single person living alone.

There is a larger share of married couples with children in Madisonville when compared to other Place Matters communities.

Madisonville’s population has a shrinking share of children and 45 to 54 year olds, while the share of 25 to 34 year olds and seniors is increasing. These are age groups declining in most other Place Matters communities.

In 2017, there were just under 600 vacant housing units.

An increasing share of Madisonville’s housing stock is renter-occupied units.

More than half of Madisonville’s households moved into their current unit less than 10 years ago. This could include a household moving from one unit in the community to another unit in the community.


Price HillLead Organization: Santa Maria Community Services (SM) and Price Hill Will (PHW)

2018 Leverage: $14,996,392 in direct support of Place Matters Work Plan activities

$2,250,000 in support of other quality of life improvements not directly tied to the Work Plan (includes commercial, municipal and institutional investments)



1,574 volunteers

Top 5 Community Priorities (2017 social capital survey): Safety

Engaged Citizens

Appearance

Neighborhood Business District

Housing

2018 Work Plan: SM and PHW had four focus areas for 2018: expand the annual PH Creative Community Festival; expand Homesteading; establish Price Hill Grows; and help families get on a path to financial stability and self-sufficiency.


Price HillData Trends

22%

20%

33%

34%

22%

21%

26%

26%

56%

59%

41%

40%

0 10,000 20,000 30,000 40,000 50,000

1990

2000

2010

2017

Population




15%

30%

32%

93%

80%

60%

55%

0 10,000 20,000 30,000 40,000 50,000

1990

2000

2010

2017

Population

Year Black

White

Hispanic or Latino

1,086

2,869

01,0002,0003,0004,0005,000

2017

Popu

latio

n 25

Yea

rs a

nd O

ver


2,869 6,567 3,732

0 5,000 10,000 15,000 20,000 25,000

2017


Year



Pric

e H

ill

The number and share of Price Hill’s population living in poverty increased dramatically between 2000 and 2010.

In 1990, there were about 22,450 residents that were self-sufficient (above 200% of poverty). In 2017, that number was down to just under 12,500.

Nearly 4,000 adults over 25 in Price Hill do not have a high school degree.

Price Hill is becoming a more diverse community, with a growing population of African Americans and Hispanic and Latinos.

The population and share of Whites in Price Hill is decreasing.


52%

55%

57%

63%

48%

45%

43%

37%

0 5,000 10,000 15,000 20,000

1990

2000

2010

2017


Year Owner-occupied

housing units


Vacant units

6% 5% 10%

24%

40%

15%

0

1,000

2,000

3,000

4,000

5,000

6,000


Moved in1980 to

1989

Moved in1990 to

1999

Moved in2000 to

2009

Moved in2010 to

2014

Moved in2015 or

later

Househ

olde

r

4,548

2,136 3,394

0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000

Fam

ily(h

ouse

hold

s with

rela

ted

indi

vidu

als)

Non

-Fam

ily(h

ouse

hold

s with

one

pers

on o

run

rela

ted

indi

vidu

als)

2017 Households


8,888

8,695

7,857

6,985

8,027

6,290

5,342

5,615

4,951

5,767

4,218

3,770

2,986

4,067

4,502

3,709

5,459

4,016

2,663

2,788

0 10,000 20,000 30,000 40,000 50,000

1990

2000

2010

2017

Population

Year Under 5

5 - 1920 - 2425 - 3435 - 4445 - 5455 - 6465 and over

Pric

e H

ill

More than half of Price Hill’s households moved into their current unit less than 10 years ago. This could include a household moving from one unit in the community to another unit in the community.

Just over one-third of Price Hill’s households are a single person living alone.

About one in four households are made up of related family members living together (for example, a grandma with grandchildren).

Price Hill has a decreasing number and share of children, young adults between the ages of 25 and 44, and seniors.


Price Hill’s housing stock has shifted from a roughly even split between owners and renters to approaching two-third renters and one-third owners.



Lead Organization: Walnut Hills Redevelopment Foundation (WHRF)


$19,042,500 in support of other quality of life improvements not directly tied to the Work Plan (includes commercial and residential investments)



2,539 volunteers

Top 5 Community Priorities (2017 social capital survey): Jobs/Employment

Safety

Housing Engaged Citizens

Household Income Stability

Health

Walnut Hills

2018 Work Plan: WHRF had four focus areas for 2018: use the school garden to connect schools and students; establish an equity approach to development using the equitable development score card; support residents through engagement with the step van; and connect residents with local jobs.


Walnut HillsData Trends

42%

37%

41%

47%

24%

25%

24%

23%

33%

38%

35%

31%

0 2,000 4,000 6,000 8,000 10,000

1990

2000

2010

2017

Population




87%

84%

78%

72%

0 2,000 4,000 6,000 8,000 10,000

1990

2000

2010

2017

Population

Year Black

White

Hispanic or Latino

176

803

0

1,000

2,000

2017

Popu

latio

n 25

Yea

rs a

nd O

ver


803 1,014 909 667 953

0 1,000 2,000 3,000 4,000 5,000 6,000

2017


Year



Wal

nut H

ills

Just under half of Walnut Hills’ population was in poverty in 2017.

The share of people living in poverty, living between 100 and 200 percent of poverty and those that are self-sufficient remained largely unchanged from 1990 to 2017.

Nearly 1,000 adults over 25 in Walnut Hills do not have a high school degree.

Walnut Hills remains a predominantly African American neighborhood.

The number of Whites remained about the same between 1990 and 2017, but with a decrease in community population, Whites now account for just over 20 percent of Walnut Hill’s population.


17%

19%

22%

20%

83%

81%

78%

80%

0 2,000 4,000 6,000

1990

2000

2010

2017


Year Owner-occupied

housing units


Vacant units

4% 2% 10%

21%

49%

13%

0200400600800

1,0001,2001,4001,6001,800


Moved in1980 to

1989

Moved in1990 to

1999

Moved in2000 to

2009

Moved in2010 to

2014

Moved in2015 or

later

Househ

olde

r

1,888

413 503

0 500 1,000 1,500 2,000 2,500

Fam

ily(h

ouse

hold

s with

rela

ted

indi

vidu

als)

Non

-Fam

ily(h

ouse

hold

s with

one

pers

on o

run

rela

ted

indi

vidu

als)

2017 Households


1,751

1,704

1,141

996

1,611

1,116

1,154

1,038

1,054

1,154

692

535

748

914

940

953

1,521

1,152

772

801

0 2,000 4,000 6,000 8,000 10,000

1990

2000

2010

2017

Population

Year Under 5

5 - 1920 - 2425 - 3435 - 4445 - 5455 - 6465 and over


Wal

nut H

ills

Nearly two-thirds of Walnut Hill’s households moved into their current unit less than 10 years ago. This could include a household moving from one unit in the community to another unit in the community.

Well over half of Walnut Hills’ households are a single person living alone. Just over 10 percent of households are made up of a single mom with children and another 10 percent are households with related family members living together (for example, a grandma with grandchildren).

Walnut Hills has a decreasing number and share of children, adults between the ages of 35 and 44, and seniors.


The housing stock in Walnut Hills has remained predominantly renter occupied, with about 80 percent of units being renter-occupied.


Lead Organization: ReNewport




236 volunteers

Top 5 Community Priorities (2017 social capital survey): Engaged Citizens

Education

Housing

Appearance

Arts and Culture

Newport

2018 Work Plan: ReNewport had five focus areas for 2018: support the education task force; increase transportation options and quality; promote healthy lifestyles; beautify the neighborhood; and support resident-led projects with mini-grants.


NewportData Trends

26%

22%

21%

33%

51%

55%

55%

47%

23%

24%

24%

20%

0 5,000 10,000 15,000 20,000

1990

2000

2010

2017

Population




95%

90%

85%

82%

0 5,000 10,000 15,000 20,000

1990

2000

2010

2017

Population

Year Black

White

Hispanic or Latino

576

1,503

0

1,000

2,000

3,000

2017

Popu

latio

n 25

Yea

rs a

nd O

ver

9th to 12th Grade,No Diploma (2017only)

1,503 3,701 1,738 1,623

0 2,000 4,000 6,000 8,000 10,000 12,000

2017


Year



New

port

Just under one-third of Newport’s population was in poverty in 2017.

The number and share of people that are self-sufficient in Newport has been decreasing slightly while the population in poverty grows slightly.

More than 2,000 adults over 25 in Newport do not have a high school degree.

Newport is diversifying slowly. It remains predominantly White with a growing African American and Hispanic and Latino population.


46%

45%

45%

41%

54%

55%

55%

59%

0 2,000 4,000 6,000 8,000 10,000

1990

2000

2010

2017


Year Owner-occupied

housing units


Vacant units

9% 5% 8%

20%

46%

11%

0

500

1,000

1,500

2,000

2,500

3,000


Moved in1980 to

1989

Moved in1990 to

1999

Moved in2000 to

2009

Moved in2010 to

2014

Moved in2015 or

later

Househ

olde

r

2,566

500 550 1,800

0 500 1,000 1,500 2,000 2,500 3,000 3,500

Fam

ily(h

ouse

hold

s with

rela

ted

indi

vidu

als)

Non

-Fam

ily(h

ouse

hold

s with

one

pers

on o

run

rela

ted

indi

vidu

als)

2017 Households

Single Person Living Alone

Other Non-Familyhouseholds

Married Couple withChildren

Single Female with Children

Single Male with Children

Other Family households

4,203

3,673

2,660

2,213

3,278

2,685

2,726

2,760

2,338

2,670

2,007

1,975

1,607

1,982

2,186

2,115

2,195

1,858

1,677

2,073

0 5,000 10,000 15,000 20,000

1990

2000

2010

2017

Population

Year Under 5

5 - 1920 - 2425 - 3435 - 4445 - 5455 - 6465 and over


New

port

More than half of Newport’s households moved into their current unit less than 10 years ago. This could include a household moving from one unit in the community to another unit in the community.

Newport has a roughly equal number of family and non-family households.

Just over 40 percent of households are a single person living alone. There are a roughly equal number of married couples with children and single mom with children households.

Newport has a decreasing number and share of children and a slightly increasing number and share of 55 to 64 year olds. Other age categories remain roughly the same as overall population decreases.

In 2017, there were just over 1,300 vacant housing units.

The housing stock in Newport is slightly weighted toward rentals, with about 60 percent of units being renter-occupied. The share of renter-occupied units has increased slightly since 1990.


Lead Organization: Seven Hills Neighborhood Houses (Seven Hills)




264 volunteers

2018 Work Plan: Seven Hills had three focus areas for 2018: increase mentoring and student support; increase affordable housing; and build organizational capacity.

Top 5 Community Priorities (2017 social capital survey): Housing

Safety

Jobs/Employment

Neighborhood Business District

Education

West End


West EndData Trends

68%

53%

49%

51%

18%

19%

22%

27%

14%

27%

28%

22%

0 5,000 10,000 15,000

1990

2000

2010

2017

Population




95%

88%

87%

86%

0 5,000 10,000 15,000

1990

2000

2010

2017

Population

Year Black

White

Hispanic or Latino

752 1,189 1,111

0 1,000 2,000 3,000 4,000 5,000

2017


Year


105

752

0

1,000

2017

Popu

latio

n 25

Yea

rs a

nd O

ver



Wes

t End

The population of the West End dropped by 40 percent between 1990 and 2017.

In 1990, more than two-thirds of West End households were living in poverty. In 2017, about half were living in poverty. Less than one-quarter of all households are self-sufficient (above 200% of poverty).

Just under 900 adults over 25 in the West End do not have a high school degree.

The West End remains a predominantly African American neighborhood, but the share of African Americans is decreasing.

The number of Whites grew slightly between 1990 and 2017, while the number of African Americans dropped by nearly 4,900.


94%

89%

88%

87%

0 2,000 4,000 6,000

1990

2000

2010

2017


Year Owner-occupied

housing units


Vacant units

6% 5%8%

25%

46%

11%0

200400600800

1,0001,2001,4001,6001,800


Moved in1980 to

1989

Moved in1990 to

1999

Moved in2000 to

2009

Moved in2010 to

2014

Moved in2015 or

later

Househ

olde

r

2,029

615 537

0 500 1,000 1,500 2,000 2,500

Fam

ily(h

ouse

hold

s with

rela

ted

indi

vidu

als)

Non

-Fam

ily(h

ouse

hold

s with

one

pers

on o

run

rela

ted

indi

vidu

als)

2017 Households


1,751

1,704

1,141

1,460

1,611

1,116

1,154

1,009

1,054

1,154

692

514

748

914

940

734

1,521

1,152

772

831

0 2,000 4,000 6,000 8,000 10,000 12,000

1990

2000

2010

2017

Population

Year Under 5

5 - 1920 - 2425 - 3435 - 4445 - 5455 - 6465 and over


Wes

t End

More than half of the West End’s households moved into their current unit less than 10 years ago. This could include a household moving from one unit in the community to another unit in the community.

In 2017, there were less than 900 vacant housing units.

The housing stock in the West End has remained predominantly renter occupied, with almost 90 percent of units being renter-occupied in 2017.

The West End has a decreasing number and share of 45 to 54 year olds and seniors. The share of other age categories remain roughly the same as overall population decreases.

Nearly two-thirds of all households in the West End are non-family households. Most of those are a single person living alone.

Nearly 20 percent of households are a single mom with children.

2018 place matters year-end report - xavier university · place matters 2018 year-end report 2 as...

Documents