A neighborhood with opportunities disguised as disadvantages

93 Superior Street is a multi-family home located in the heart of the West End of Providence, Rhode Island. According to the US census bureau’s 2015 American Community Survey, This area has a population count of 1,081 people (Census Tract 14, Block Group 1, Providence County, RI). As of the most recent Census 50% of its population lives below the poverty line. The median income in this neighborhood is $26,458 and more than 20% of this neighborhood receives some form of public assistance.

However, despite the economic disadvantages that exist for many residents in this area of the West End it continues to be one of our most vibrant neighborhoods. The West End is one of the most diverse neighborhoods in Providence where half of all its residents are Hispanic/Latino, 18% are Black, 7% are White, and 17% are Asian. The potential contained within the West End indicates that there is a solid opportunity to create access to more and better affordable housing where it is needed.

The story of 93 Superior Street is one of transformation that takes an abandoned/blighted property that diminished the quality of life around it into a positive life-changing opportunity for its neighbors to feel safe and build community. What makes this story different from other stories about property remediation is that it proves the idea that when a community is engaged in the remediation process it yields significant positive impacts such as:

1) The prioritization of properties that create the greatest sense of urgency.

2) Acceleration of the process through the aide of residents who are willing to take necessary steps to create change

Case Study - 93 Superior Street Property remediation via community engagement

3) Assurance that the existing population surrounding the property will experience an improved quality of life.

In December of 2015 the fact that 93 Superior Street was in desperate need of remediation surfaced when neighbors of the property started to speak out about their concerns regarding the property in public forums. Neighbors that owned property and also whom had small children were displeased with the status of the property, they shared concerns about public safety. The house was abandoned, blighted, and attracting noticeable drug related activity. The negative impact being received by neighbors was intolerable. Naturally, something needed to be done to address this issue. The question was who was going to do it and how?

“People need to know what a group of neighbors can do when they come together to create healthy neighborhoods. The way we live determines the type of impact on us, on our children”

– Cecelia Medeiros, West End Resident

93 Superior Street

BEFORE AFTER

The power of community partnership Partnerships provide a broader range of resources and expertise in getting a job done but they also require patience; they take time to develop. The power in community partnership is that it brings entities together that focus on the social and emotional well being of a community and it is also inclusive of the people who live in that community; acknowledging the value of lived experience when addressing issues that affect residents on a daily basis. Here, you will be introduced to each of the entities that came together and how they provided a platform to elevate resident voice ensuring that 93 Superior Street was prioritized among other properties in need of repair, that the process of addressing the property was accelerated, and making sure it was done in a way which assured the existing population surrounding the property an improved quality of life. The Providence Children and Youth Cabinet The Providence Children and Youth Cabinet (CYC) is a cross-sector coalition dedicated to improving outcomes of children and youth in Providence. It is also the host of the CYC Community Partnership (CP) formed in 2013 based on the idea of collective impact – where systemic and community leaders come together to address important issues of social and emotional well being. Based on previous work done by the CP, in 2015 the CYC was awarded funding from the Rhode Island department of Health to establish and grow a Health Equity Zone in the West End and South Side neighborhoods of Providence. West Elmwood Housing Development Corporation West Elmwood Housing Development Corporation (WEHDC) is a community development corporation (CDC) that has existed since the 70’s. It was founded by a group of residents that were committed to improving housing conditions and creating homeownership in Providence’s West End. When the Providence Children and Youth Cabinet began to recruit community leaders in 2013 under an initiative called Evidence2Success, which focused on the West End and South Providence neighborhoods, West Elmwood Housing Development Corporation was the ideal organization to pursue for a formal partnership. With the support of West Elmwood Housing, the CYC has been able to engage residents from the West End in various initiatives. Community Partnership The CYC’s Community Partnership began hosting a series of community summits focused on consistent themes elevated by residents through previous community conversations. One of the main issues was the issue of

The City of Providence’s receivership program

The receivership program was originally announced in October of 2014 and its stated purpose was to “compel the restoration of abandoned, blighted and nuisance properties in the wake of the nationwide foreclosure crisis”. Receivership was put in place as a tool to reach the goal of remediating 600 abandoned/blighted properties in the city of Providence within six years. Since then, there have been 82 filings for receivership. However, filing a property for the receivership process does not ensure that the property will be appointed a receiver or that the filing will result in remediation. Out of the 82 filings that have been made since 2014, 52 properties have had appointments made to them and seven of those properties have yet to complete construction. From the year 2014-2015, 64-67 properties were filed for receivership. From the year 2016-to present 10-15 filings were made. Based off of this information, we can easily see how the receivership process can be an effective tool but is not at all a "one-size fits all" solution to the abandoned/blighted properties crisis in our city because of its level of complexity and potential to be an undesirably long process. The Rhode Island State Law title 34, chapter 34-44, also known as The Abandoned Property Act outlines the numerous steps required in order to place a property into receivership. As long as the property in question is in violation of the Rhode Island State Building Code or any municipal ordinance or regulation concerning minimum housing standards, a) the municipal corporation in which the property is involved, b) any neighboring landowner (any person or entity owning land within 200 feet), or c) a non-profit that is duly organized and has as one of its goals improving housing conditions for low to moderate income persons within the municipality in which the property in question is located, can:

"Receivership can be effective in resolving the issue of abandoned/blighted properties in some cases but it is not the only tool, in order to solve this problem we need a varied approach " - Barry Sullivan, City of Providence Real Estate Director

4

Issue #: [Date] Dolor Sit Amet Continuation from page 3, left

1. File a verified petition for abatement in the

state court.

2. If the property is alleged to be dangerous/unsafe any of the previously mentioned parties may apply for an injunction, which allows the property owner up to 20 days to begin correcting the conditions of the property.

3. In addition to the injunction if the court finds

that the property in question constitutes a public nuisance and the owner has been offered reasonable time to begin correcting conditions but refuses to or fails to do so, the court then notifies all interested parties and asks them to show cause of why a receiver should not be appointed.

4. The court then conducts hearings before

moving to appoint a receiver. During the hearings the owner is offered the opportunity to undertake the work and furnish the materials to abate the property within 30 days.

5. At this point, if the court determines that no

interested party can undertake the work and furnish the materials required to abate the property the judge may appoint the receiver to take possession and control of the property.

6. Before any work or materials can be

furnished the court will require a submitted financial and construction plan and shall make all of the following findings:

a. Estimated cost of the labor, materials,

and any other development costs b. Estimated income and expenses of the

property after complete repair c. The need for conditions or financing for

work and materials required d. Cost of demolition if rehabilitation of

property is not feasible.

In the case of 93 Superior Street, West Elmwood Housing Development Corporation was able to manage the property for the receiver. Renovations spanned over a period of about eight months, the entire process of elevating the issue to completing construction from start to finish lasted almost two years.

abandoned/blighted properties in these particular neighborhoods and the impact on social and emotional wellbeing of children and youth. These public community forums provided a platform for residents to openly discuss their concerns and desires with other community stakeholders such as their neighbors, local patrol officers, city officials, and nonprofit leaders. Out of this series of community summits Neighbors For Revitalization (N4R) was born. Critical roles 93 Superior Street had been an issue that was on West Elmwood Housing’s radar before neighbors started to rally around it but ownership of the property was unclear and it was the first step required in addressing the property. When N4R mobilized around this issue, they identified who possessed the property. This allowed WEHDC to pursue the property because the acquisition piece of the process was clarified through the efforts of N4R and by leveraging the receivership program provided by the City of Providence. In May 2016, because of N4R’s advocacy and with cooperation of the City’s law department 93 Superior Street was entered into receivership. By October 2016 the receivership process was over, 93 Superior Street no longer belonged to its previous owner and had been assigned a receiver that would hire West Elmwood Housing Development Corporation to manage and renovate the property. In June 2017 the property renovations were completed. West Elmwood Housing Development Corporation played a critical role in the resolution of 93 Superior Street, not only because it laid a foundation with the Providence Children and Youth Cabinet in previous years to build a strong resident group that would elevate the issue but because they would manage the project of renovating the home in cooperation with a court appointed receiver. Managing the project of renovating a home that has been acquired through receivership requires that the community development corporation responsible for property remediation provide a scope of work, remain within a given budget, and figure out a process that seizes the opportunity to redevelop the house but that also meets the needs of the community hosting the property. In order for this project to be a success there had to be a joint effort between WEHDC, the City of Providence, the receiver, and contractors. All parties involved had to understand each other’s priorities and demonstrate flexibility where it was feasible.

Continuation from page 3, right

5

Issue #: [Date] Dolor Sit Amet

1. Receivership a long and highly complex process

which means that although it should be an available alternative it cannot be the only solution to the abandoned/blighted property epidemic in our neighborhoods.

2. Community engagement is a critical component

needed to resolve housing issues in our neighborhoods.

1. Form a structure of and for the community that

provides input in housing legislations, regulations and policies that will affect their neighborhoods.

2. Discuss other available property remediation

programs with the community to create access for homeowners and other stakeholders.

The advantages of leveraging Community Development Corporations for Receivership One of the advantages that West Elmwood Housing Development Corporation has as a CDC is that it is based on a rehab specialist model, which consists of data basing and having strong relationships with a diverse set of contractors. The incentive for a mission driven community development corporation to do this work is always there when a home in its community is directly impacting its residents. The type of reinforcement provided by residents when they are engaged and organized around housing issues taking place in their community is also an incentive to find solutions to properties that are causing issues. Other incentives consists of the approach taken by the City when working with CDCs; most importantly allowing them as experts to manage the rehab of the property by using their own delivery models for construction. and discussing risks and benefits when utilizing funds for rehabilitation.

“There’s a difference between a housing strategy and a community development strategy. As a CDC, West Elmwood wants to seize the opportunity to rehab a house but also wants that to be of benefit to the community it is in”

- Sharon Conard-Wells, Executive Director, West Elmwood Housing Development Corporation

For example WEHDC’s priority was to execute this project on budget, on time and in a way which would benefit the community while the receiver’s main priority is always to provide agreed upon deliverables to the housing court and take on a minimal amount of risk. In most instances challenges were based on the amount of risk the receiver was taking on versus what would work under operation of the CDC. Fortunately, in this case all of the parties involved were highly committed to seeing this project through so communication was clear and strong; both entities were able to move through the receivership process comfortably and agree on decisions that were fair to their competing priorities.

What we learned

Recommendations

Continuation from page 4, left

Property is completely remediated and up for sale

Residents seek resolution around property

Original ownership of 93 Superior ends

Remediation Timeline

Oct ‘16 Jan ‘17 May ‘17 June ‘17

Litigation

Property is restored & renovated by CDC and placed into the housing market

Community Summits Commence

Resident groups form

Group reconvenes around engaging the City

Resident group engages other stakeholders

93 Superior St is put into receivership

Court hearings take place

WEHDC begins to manages project to renovate property

Residents organize around 93 Superior Street as N4R

Receivership process begins

Year One

CYC Community Partnership engages residents

Property appointed receiver and managed by CDC

Year Two

Year Two

May ‘16 June ‘16 July ‘16

April ‘17

September ‘15 October ‘15 November ‘15 December ‘15 January ‘16 February ‘16 March ‘16 April ‘16

Sept ‘16 August ‘16 Mar ‘17 Feb ‘17 Dec ‘16 Nov ‘16

Acknowledgements

The residents and stakeholders who form Neighbors For Revitalization (N4R) and came together to rally around 93 Superior Street:

Residents Rachel Newman Greene (original group facilitator) Cecelia Medeiros Raffini Paula Donovan Gloria Johnson Chace Baptista Angie Ankoma Bannerman Candelaria Danicher Addie Newbold Dina Quezada

City of Providence Providence Police City Solicitor’s Office City Planning and Development Staff Our sponsor The Rhode Island Department of Health Health Equity Zone Initiative Providence Children and Youth Cabinet CYC Community Partnership

West Elmwood Housing Development Corporation Emily Koo Derek Winslow City Council Ward 11 Councilwoman Mary Kay Harris Roger Williams University Taino Palermo, Program Director, Community Development & Healthy Communities

This report was written and produced by:

Teresa Guaba, N4R Facilitator & CYC Project Coordinator