transforming lower broadway, draft

Transforming Lower Broadway:Our Quality of Life Roadmap

Acknowledgements Transforming Lower Broadway:Our Quality of Life Roadmap

La Casa de Don Pedro Program StaffRaymond Ocasio, Executive DirectorAlle Ries, Division DirectorRoberto Frugone, Program DirectorAida Duran, Outreach WorkerJoel Nuñez, LISC AmeriCorps MemberChanda Gaither, LISC AmeriCorps MemberCarrie Pugilisi Lara, Director of Program and Fund DevelopmentJulio Colon, Former Division Director

LISC Program StaffRobin J. Brown, Program OfficerGerard Joab, Former Executive Director

ConsultantsAnita Miller, Comprehensive Community Redevelopment ExpertJustice and Sustainability Associates, LLC Larisa Ortiz Associates, LLCLISC MetroEdgePratt Center for Community DevelopmentPratt Programs for Sustainable Planning and DevelopmentProject for Public Spaces, Inc.Sam Schwartz Engineering

FundersCity of NewarkThe Garfield FoundationGreater Newark & Jersey City LISC

“Transforming Lower Broadway: Our Quality of Life Roadmap” was published in August 2011 after a two-year participatory planning process that included over 300 community members from the Lower Broadway neighborhood in Newark, New Jersey. Program staff, consultants, and funders are listed below. A full list of participants and stakeholders can be found at the end of this plan.

Contents Transforming Lower Broadway:Our Quality of Life Roadmap

I. Executive Summary...................................................................................................................

II. Introduction..................................................................................................................................

III. The Lower Broadway Community, Past and Present..................................................

IV. Creating The Roadmap..............................................................................................................

V. Priority Areas...............................................................................................................................

VI. Who We Are..................................................................................................................................

page 1 - 4

page 5

page 6 - 14

page 15 - 20

page 19 - 28

page 29 - 32

Executive Summary Transforming Lower Broadway:Our Quality of Life Roadmap

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Transforming a neighborhood is more than installing a new stop sign. It is more than hosting a block party or planting a tree. It is even more than calling a meeting of neigh-bors, rallied behind a cause and united in purpose for the good of others.

Transforming a neighborhood begins with knowing that we share a common vision for our community, and believing that it is achievable. It is about celebrating our successes and building upon them, and understanding that they are part of a greater goal. It is about identifying who needs to come together to achieve a safe, healthy neighborhood that appeals to a broad range of residents. This is our goal, and we understand that neighborhood transformation requires planning and action to become a reality. This Qual-ity of Life Roadmap documents our planning process, what was Lower Broadway, what it is, what we want it to be, and what it takes to get there.

This plan has been touched, inspired and authored by hundreds of residents, merchants, faith-based institutions, educators, social service providers, community activists and other stakeholders who are joined together to make Lower Broadway a safe, healthy and thriving community. Together, our work has progressed over many years, through urban renewal, comprehensive planning, changes in political leadership, housing booms and busts, welcoming new neighbors and saying goodbye to others. Yet, through all, we continue to gather around the table to consider our current and future status.

Lower Broadway is a 1.2 square mile neighborhood located on the northern fringe of Newark, New Jersey’s central business district. Its natural borders include Branch Brook Park to the west, the Passaic River to the east, Interstate 280 to the south and 4th Avenue/Bloomfield Avenue to the North. With over 14,000 residents, Lower Broadway is one of the most diverse neighborhoods in the City. The community has excellent trans-portation linkages by bus, rail, light rail and car. It is also located within walking distance of Rutgers University, NJ Institute of Technology and Essex County College. Our com-mercial district is home to a diverse mix of more than 100 businesses. Over 70,000 cars and over 43,000 bus riders pass through the corridor every week, making the Lower Broadway Commercial District the busiest traffic artery leading into downtown Newark.

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Current and Proposed Quality of Life Initiatives

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While currently a largely Hispanic community (51%), there have been dramatic changes within the composition of that community and it is currently dominated by residents from Puerto Rico, Ecuador, the Dominican Republic and Mexico. The Black population has also increased steadily and includes African Americans as well as a growing West African population. One quarter of our residents are younger than age 18, and one out of every five households is headed by a female with children under the age of 18. The unemploy-ment rate hovers around 14% (American Community Survey, 2009.)

The driving principles behind our Roadmap’s approach are simple: engage the community to define and understand the root causes of the problems that prevent this neighborhood from achieving its vision, identify practical solutions with measurable goals, maximize the talents, resources and partnerships already in place, and build new partnerships. Through-out this process, “early actions” helped build up community momentum with early and steady successes. These included strengthening the merchants’ association, embarking on a study of local retail establishments, devising a façade and streetscape improvement program, providing a parking study, opening a financial opportunity center, and holding nu-merous community engagement activities. Community members were involved in sharing their opinions and perceptions of the neighborhood through responding to a resident satis-faction survey, participating in a visioning event we called “Transforming Lower Broadway” to identify the principal priority areas to address, delving deep into the issues by participat-ing in priority committees, and identifying new implementation partnerships to carry out the recommendations.

The four key priority areas of greatest need for intervention are described on the following page.

Safety and Community Engagement

Public safety is at the top of everyone’s list when it comes to envisioning a better community and Lower Broad-way is no exception. We called this area Safety and Community Engagement to stress the role that each Lower Broad-way stakeholder plays when it comes to improving a neighborhood. Recommen-dations include improving communica-tion with law enforcement, better lighting and block watch training. But they also speak to creating a sense of community that fostered collective and individual ac-tions such as block watches, safe havens for children, a safe school environment, looking out for children in the playground and on the streets, providing construc-tive activities for our children, public art installations, and other proactive mea-sures designed to deepen the community members’ linkages and respect for one another.

Economic Development and Affordable Housing

Healthy communities need local shop-ping and service venues as well as a va-riety of housing options. A thriving com-mercial corridor that meets the needs of local residents will attract others and support business opportunities and eco-nomic development, and we understand that organizing and strengthening the ca-pacity of local businesses are vital steps in economic development. Streetscape and façade improvements are among the recommendations, as well as in-vesting in public art to give the district a more defined sense of place. While the diverse array of housing options befit-ting an urban center includes high-rise apartments, 1-3 family homes, low-rise multifamily buildings and public housing, many are overcrowded and unaffordable, and overall the majority of the homes need significant upgrades or rehabilita-tion. There will always be a need for safe, affordable housing options, particularly in a community as closely situated to public transportation as ours.

Access to Quality Education

Education is at the heart of every com-munity, particularly one with many chil-dren. We are gravely concerned about the quality of our children’s education and know that we need to improve the local schools and provide as many posi-tive opportunities for our children as pos-sible. We understand that barriers to educational attainment as well as engag-ing parents within the school system are directly linked. The recommendations contained within this plan are premised on the need to have parents, commu-nity and the schools work together to improve the quality and the outcome of our educational system. This begins by building parental understanding through enhanced communication between the schools and parents. Increasing com-munity involvement, through constructive activities such as after-school enrichment and summer programming options is an-other critical component.

Family Empowerment

This section speaks to the social and physical wellbeing of the people in Lower Broadway. Committee members agree that all components of the family unit must be strengthened, and so many fam-ily needs are interconnected, from the employment of parents, to recreational opportunities of children, to access to decent and affordable healthcare. Rec-ommendations include improving acces-sibility to programs such as the Financial Opportunity Center which provides finan-cial coaching, employment assistance and accessing public benefits. Other recommendations such as increasing ac-cess to recreational opportunities for both adults and children, and increasing ac-cess to decent and affordable healthcare were other notable priorities.

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The full set of recommendations, photos, reports and other information are available at: www.broadwaynewark.com.

WHO WE AREWe are the countless leaders and trailblazers who laid the groundwork for the successes we are achieving today.

We are the thousands of residents who identified assets, challenges, and opportunities, and shared a vision at the “Transforming Lower Broadway” events and workshops.

We are the 352 families who shared opinions and visions of an ideal Lower Broadway community through a satisfaction survey.

We are the 300 Barringer 9 Success Academy students who advocated for our school, presented our case to the school board, and with support from the community, accomplished our mission.

We are the 73 implementation partner organizations, the 29 residents, merchants, and partners, and the 20 organizations serving on the priority committees.

We are the 15 experts who shared experience and provided advice to the committees.

We are the 12 Commercial Corridor Retail Scan Committee members.

We are the two newly established block watches and the five reinvigorated neighborhood associations that are making safety a priority.

We are one united community with common hopes, dreams, and a collective vision for Lower Broadway.

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Introduction Transforming Lower Broadway:Our Quality of Life Roadmap

This Quality of Life Roadmap represents our hopes and dreams for the Lower Broadway community and a plan of how to achieve that vision. The vision comes from the residents, students, merchants, parishioners, parents, athletes, employees, community institutions, visitors, and friends who breathe life into this prized gem, the Lower Broadway neighborhood.

The desire and the ability to organize for a better community has been a fundamental facet of Lower Broad-way for generations, but the genesis of this plan dates to November, 2008. La Casa de Don Pedro was approached by the Greater Newark & Jersey City Local Initiatives Support Corporation (LISC) to help meet its mission to transform distressed neighborhoods into healthy and sustainable communities of choice and opportunity. La Casa’s mission of fostering empowerment, self-sufficiency, and neighborhood revitalization, its long history of civic engagement, including devising prior community planning strategies for the Lower Broadway community, made it a natural choice.

Since then, efforts have been made, voices have been heard, and the groundwork has been laid. Today, as we define our vision for our community and what we need to get there, we have transformed into a collec-tive group with a common vision. This document reflects where we came from, who we are today, and our aspirations for our community. This is our story.

Lower Broadway, Past & Present Transforming Lower Broadway:Our Quality of Life Roadmap

Early Lower BroadwayIndustrialization/Immigration: Thriving CityNewark was founded in 1666 by a group of Puritans who left New Haven, Connecticut in search of a more pious place to live and practice their religion. Because of its location on the Passaic River, Newark became a valued colonial trading port. One of the oldest remaining homes in Newark from this period, The Plume House, is located on Broad Street in Lower Broadway.

By the 1800s, Newark had grown into a national industrial and manufacturing center known for its leather factories and breweries. Lower Broadway, then known as the “First Ward,” also grew. The former Essex County Brewery, in operation from 1881 -1930, was located where the Rotunda Pool stands today. Many of the ornate masonry buildings built in Newark and New York during this period can be credited to Newark’s four sandstone quarries positioned along Bloomfield Avenue. The construction of the Olmstead designed Branch Brook Park at the close of the 19th century capped off a century of progress for the city and the “First Ward.”

European immigrants, attracted by factory job opportunities, began to arrive in the 1880s. The First Ward became known as Newark’s Little Italy. In 1880 there were 407 Italians living in Lower Broadway and the surrounding area. By 1920 the population had grown to more than 27,000. The neighborhood became known throughout the metro area for its ethnically distinct shops, restaurants, churches and festivals, which catered to this predominant demographic. The Italian presence in Lower Broadway is still expressed by parishoners of the historic neighborhood’s Catholic churches, such as St. Michaels and St Lucy’s.

Mid-20th Century /Urban Renewal: Christopher Columbus Public Housing, Mies Buildings, RiotsThe transition of “Little Italy” into “Lower Broadway” began during the post- WWII era. By the late 1940s, much of Newark’s housing stock was substandard and out of date. The Newark Housing Authority chose the First Ward as an initial site for federally funded Urban Renewal projects, against the protests of local residents. The Christopher Columbus Homes, a complex of 13-story towers, was built in 1954, replacing 8th Avenue, the commercial heart of the Italian community. The Colonnade and Pavilion apartment com-plexes, designed by famed architect Mies van der Rohe, were also built during this period in an attempt to anchor middle class residents in Newark. Nevertheless, by the late 1950s, the flight of white, middle class residents and a wave of residents largely comprising recent immigrants from Puerto Rico began to shift the ethnographic landscape. Despite their socio-economically diversity, urban renewal, deindustrialization, and post-World War II trends to the suburbs signified a shift in population, economic power, and urban fabric of Lower Broadway, Newark and American cities. The civil unrest during the late 1960s was the manifestation of the despair its citizens felt resulting from the failed American Dream for so many. It also further contributed to a loss of a social and financial investment in the city.

Top: Construction of Sacred Heart Cathedral, 1910. This group of Ital-ian stone masons is posed on the altar, facing the rear chapel. (Photo: Phyllis Scanzillo, Robert D’Auria) Bottom: Newark housing stock in the 1940s 06

Lower Broadway is a 1.2 square mile neighborhood located in the north end of the City of Newark, New Jersey’s largest city and the county seat of Essex County. The neighborhood historically was the gate-way into Newark’s North Ward and today is part of the Central Ward, with the Passaic River to its east, and Branch Brook Park to its west, Interstate 280 along the southern boundary and Park and 4th Avenues to the north.

1970s & 80s: Political and Social EmpowermentThe upheaval of the late 1960s spawned new political leadership within the City of Newark. As members of the African-American community assumed many leadership positions, mem-bers of Newark’s Hispanic community began to organize as well. The predominantly Puerto Rican community located in the north end came together to address the challenges they were facing socially and formed Familias Unidas which created New Jersey’s first bi-lingual daycare center. This organization later laid the groundwork for what is now La Casa de Don Pedro. In the early years, La Casa de Don Pedro worked with residents in Lower Broadway to ensure that their voices were represented and heard within local government and that their needs were met. Much of the work during these years centered around organzing local residents to access public benefits, providing programming for the community’s children from birth through adolescence, and creating a safer community. Many of the young leaders from Familias Unidas and La Casa de Don Pedro expanded their careers in advocacy to institutui-ons of higher education, law enforcement, the judicial branch, and Newark’s City Hall.

Some Newark neighborhoods struggled to recover after the devastation of financial and social disinvestment, however, the Lower Broadway and Puerto Rican community grew. They es-tablished a local retail presence, redefined the aesthetic and social character, and continued their advocacy for quality of life concerns for the community. Other Hispanic groups from the Caribbean, Central and South America began gravitating towards the community.

1990s & 2000s, The Beginning of Revitalization: Wynona Lipman Gardens and New Community InstitutionsThe physical character of the Lower Broadway neighborhood began to take a new turn in the 1990s with public and private investments. The Christopher Columbus Towers were demol-ished in 1994 and were replaced several years later by Wynona Lipman Gardens, a Newark Housing Authority town home community, more appropriate to the scale of the neighborhood. As the housing market began to heat up, many market-rate developers flocked to the com-munity to develop two and three-family homes. To ensure opportunities for local homeowners, La Casa de Don Pedro built and sold affordable homes with rental opportunities. Neighbor-hood planning followed and led to further positive revitalization projects such as Webster Homes, Mt. Prospect Heights Townhomes, Summer & Stone Homes, the Coretta Scott King Playground, Ramon Rivera Community Garden, and Dr. Martin Luther King, Jr. Homes.

Above: Ramon Rivera, La Casa’s first executive director, was a driving force in the organizing of Newark’s Hispanic community.Below: The Christopher Columbus Towers, demolished in 1994, left a hole in the fabric of Lower Broadway. The Wynona Lipman Gardens have since filled the gap as a successful public housing community.


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Lower Broadway Today What We Love About Our NeighborhoodFeaturing numerous bus lines, the Broad Street Station and the Park Avenue subway stop, Lower Broadway possesses excellent public transportation infrastructure – a critically important asset since one of three neighborhood residents uses public transit to commute to work. We’re fortunate to have a much-needed outdoor public swimming pool and recreation center in the neighborhood. Lower Broadway is also home to one of Newark’s green gems, the 360-acre, Frederick Law Olmstead-designed Branch Brook Park that forms our western border.

We like our proximity to downtown Newark while still retaining our distinct feeling of a close-knit neighborhood. This close-knit feeling is due to the presence of strong community organizations such as La Casa de Don Pedro, Vic-tory Outreach Church and active community organizations. Lower Broadway’s convenient commercial corridors along Broadway and Bloomfield reflect new investment like Blanco’s Salon on Bloomfield, and the newly-opened Natalia’s on Broadway. These signs of revitalization convey a clear message that steady progress is occurring. We are proud of our diverse population, both in terms of who lives here, and who owns and operates businesses here.

What We Want to ImproveIn the midst of measurable progress, we also see many physical reminders of Lower Broadway’s historic economic and social challenges stemming from changes in the economy and disinvestment. We see too many broken sidewalks, excessive garbage, graffiti, insufficient street lighting, and a poorly maintained built environment. We want more safe recreational spaces where our children can play organized sports, like soccer and basketball. We want to find new uses for the neighborhood’s boarded-up buildings and vacant lots.

We also want to decrease persistent and chronic issues that negatively impact the social health of our neighborhood, such as drug trafficking and gang-related violence. We’d like better relations with the police, to be able to address these issues in an atmosphere of mutual respect and support. We want neighborhood schools that better serve our children, that set high expectations for teachers and students, that have classrooms that are not overcrowded, and enough ex-tracurricular programs to keep students engaged and help them become productive citizens. In the face of historic high unemployment rates, we want better job training and more opportunities for good jobs. And not least of all, we want better access to quality health care and more preventive health programs.

Today, the Lower Broadway neighborhood continues to welcome immigrants. Our newcomers come from all corners of Latin America, the Caribbean, Africa, and increasingly from South Asia. These new cultures only add to our rich diversity and prove that Lower Broadway is one of Newark’s most welcoming neighborhoods.

Below: An abandoned lot in disrepair embodies need for physical improvements in our neighborhood.

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Who Lives Here: Population StatisticsThe Lower Broadway neighborhood has a current population of 14,212. This consti-tutes 5% of Newark’s total population. A large portion of the population is of working age: Seventy percent of Lower Broadway residents are between ages 18 and 64, while 24% are younger than 18, and 6% is 65 or older.

The Black population, which includes Latino and non-Latino individuals, has increased steadily over the last ten years, from 34% to 51%. The percentage of people of Latino origin is significantly higher in Lower Broadway than in Newark as a whole: 51% in comparison to 32%. While the Puerto Rican community has made a significant cultural imprint over the past four decades many have followed earlier immigrants to the suburbs, leaving a more diverse Latino population with a growing presence of Ecuadorians, Dominicans, Mexicans, and Brazilians, as well as others.

Over the past five years, the neighborhood has also seen an influx of West Africans, from Ghana and Nigeria, in particular. New groups of immigrants mean new op-portunities, such as new stores and restaurants catering to West African and South American consumers. It also means a new need for service providers who possess the cultural competencies, both in language and knowledge of cultural norms, to serve this new population. Schools, health centers, and other institutions need to adjust to these changes, and these new immigrants must adapt to their new surroundings. Op-portunities must be created to engage the newcomers in their community and prevent cultural isolation.

Socio-Economic StatisticsAlthough the recent census data show that incomes are on the rise in Lower Broad-way, one out of every three households reports an income of less than $20,000. Similarly, 28% of Lower Broadway households live in poverty, according to the federal poverty index. One out of every five households is headed by a female with children under the age of 18. The 14% unemployment rate for the neighborhood is higher than Newark’s rate of 10% and New Jersey’s rate of 9%.

Manufacturing as a sector employed nearly 13% of Lower Broadway residents in 2000; by 2009, that rate had dropped to just 4%, likely reflecting broader trends in the economy. Educational services, health care, and social assistance now employ one out of every four Lower Broadway residents. Professional and administrative services employ an additional 18%, followed closely by transportation and warehous-ing at 13%.

Closely linked to one’s ability to secure employment is educational attainment. Lower Broadway residents are slightly more likely to hold a graduate degree than other Newark residents (6% versus 3%) and a bachelor’s degree (12% vs. 8%). Thirty-one percent of residents hold a high school diploma or its equivalent. However, one of every three residents does not hold a high school diploma, and 15% possess less than a 9th grade education. These statistics spell out the need for educational pro-grams tailored to older and working students, students with limited English proficiency, remedial programs, and for incentives and more relevant and meaningful learning to retain students in school.

Top Countries of Origin for Foreign-Born Lower Broadway City of Newark New Jersey

Ecuador 9% Brazil 14% India 10%

Dominican Republic 4% Ecuador 13% Mexico 7%

Mexico 4% Portugal 13% Dominican Republic 6%

Ghana 3% Dominican Republic 10% Philippines 5%

Nigeria 3% Haiti 3% China 5%

Brazil 2% Nigeria 3% Colombia 4%

US Census Bureau, American Community Survey 2005-2009

Note: Twenty-nine percent of Lower Broadway residents were born outside the United States. Nearly 40% of households in the neighborhood are bilingual. However, 16%, or one of every six house-holds is linguistically isolated, meaning that all household members 14 years old and over have some difficulty with English. Some community statistics of origin are given in the charts above.

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Our Neighborhood:Land Use & OpportunitiesLower Broadway has natural, political and structural borders that define it as a distinct place: Branch Brook Park to the west, the Passaic River to the east, Interstate 280 to the south, and the Park Avenue/4th Avenue border of the North Ward to the north. The neighborhood’s proximity to downtown Newark, multiple public transit modes, and easy ac-cess to major transportation lines, such as Route 21 and Interstate 280, make it an attractive location for businesses, residents, and workers. Newark’s Broad Street Station is a few minute walk away, allowing for a convenient 20-minute commute to New York City, Newark’s Light Rail, and easy connections to Amtrak that access the country’s northeast railways.

Lower Broadway’s land uses are diverse. (See map on page 13.) Residential uses are clustered in the heart of the neighborhood, although nearly one-third of the population lives in the two Mies van der Rohe - designed towers on the southern edge of the neighborhood. Broadway and Bloomfield Avenues form the commercial spine of the neighborhood. Industrial uses cluster along the Passaic River, which is at the center of a City of Newark study to cre-ate waterfront open space. While the vacancy rate is relatively low in comparison to Newark, there are vacant and underutilized properties, primarily with residential zoning that could be used to advance community redevelopment goals identified in this plan.

Commercial CorridorThe Broadway-Bloomfield Avenue commercial corridor is one of the busiest arteries into down-town Newark. 70,000 cars and 43,000 bus riders pass through on a weekly basis. More than 60% of neighborhood retail is concentrated along the corridor. Stores are diverse, and serve a diverse market. While there is still evidence of a retail 10

Health IssuesAccording to data collected at neighborhood health screenings conducted recently over the course of ten months, nearly 50% of those tested were found to have diabetes, high blood pressure, and high levels of cholesterol. Lower Broadway residents are apt to suffer the consequences of illness more than average: nearly 60% of adults lack health insurance, in comparison to 30% in Newark. (Sources: Ed Hernandez, La Casa Youth, Family and Health Services Division Director, and Newark Department of Health and Human Services, “Community Themes and Strengths Assessment,” 2006.)

history dominated by furniture and auto related businesses, more stores now sell a broader array of products and services geared to ethnic markets (Latino and African). Convenience stores, restaurants, small grocers, building material stores, and non-profits round out the character of the corridor. Normal business turnover and aging entrepreneurs present the opportunity to tap unmet market demand for merchandise, clothing, electronics, and groceries.

HousingNeighborhood housing types range from single-family detached houses (5%), two- and three-family homes (17%), single-family attached (13%), multi-family residences including public housing (39%), to high-rise apartment buildings with 50 or more units (24%). While the median year built is 1961 (somewhat skewed by the construc-tion date of the multi-unit high-rises in the south), much of the housing stock is over 80 years old and requires major rehabilitation.

Services & Community FacilitiesThe neighborhood has four public schools attended by youth from Lower Broadway and other Newark neighborhoods: Franklin Elementary (grades pre-K-4), McKinley Elementary (grades pre-K-8), Barringer 9 Success Academy (grade 9), and Bar-ringer High School (grades 10-12). The high proportion of English Language Learners

benefit from Franklin’s dual language program, the only one in the city. There is also a very large representation of special needs learners at McKinley School who are bused from neighboring communities. One parochial school, St. Michael’s Elementary, has survived the cutbacks in this community. La Casa de Don Pedro runs two early childhood centers for more than 135 children ages 3-4 and Newark Preschool Council offers a similar program for some 90 children. There are numerous churches in the area, some of which are very active in the life of the neighborhood, such as Victory Outreach Church, and others that draw congregants from a much broader geography, such as the Sacred Heart Cathedral, operated by the Catholic Archdiocese of Newark (pictured at right.)

Aside from Branch Brook Park, there is very little public open space for recreation or relief from urban density. Coretta Scott King Playground is a notable exception. There is no police station in the immediate neighborhood. Newark, like most cities, has suffered tremendous cuts to municipal services, and these are felt in Lower Broad-way. The nearest library has closed and the Rotunda Pool and Recreation Center are threatened with closing. Strong community assets such as La Casa de Don Pedro, ASPIRA, Newark Now, the many churches and the synagogue, and block organiza-tions form a strong social and civic infrastructure (See map on page 14.)

Left: With support from LISC and CITI Bank, La Casa do Don Pedro opened a Financial Opportunity Center with the goal of helping individuals achieve financial independence. According to Wendy Melendez, Personal Development Director, the Center, which opened in February, 2011, provides income support, employment services, and financial coaching. Right: Community residents access the Rotunda Pool, a neighborhood asset which will be threatened with closure should steps not be taken to save it.

EducationTransforming Lower Broadway, A Quality of Life PlanLower Broadway, Past & Present Transforming Lower Broadway:Our Quality of Life Roadmap

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Public Safety Lower Broadway is part of Newark’s 2nd Precinct. The 2nd Precinct has reported significant increases in major crimes in the past twelve months, likely trending with higher unemployment and decreases in funding for public programs. Auto theft, theft, aggravated assault, and murder statis-tics have all increased. Concern about crime, both perception and reality, is a focal point for several plan recommendations.

Lower Broadway LandmarksThere is an impressive stock of historic buildings in Lower Broadway. They range from the Modernist Mies van der Rohe-designed Pavilion and Colonnade high rises in the south, to the historic Plume House next to 1-280, several houses of worship including Cathedral Basilica of the Sacred Heart (5th largest cathedral in North America), Congregation Ahavas Shalom (oldest synagogue in Newark), Clinton Memorial AME Zion Church (oldest Black congregation in Newark), Branch Brook Park, St. Lucy’s Church, Barringer High, and the row houses on Eighth Avenue. Several of these landmarks are overdue for nomination to the State and National Register of Historic Places.

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Land UseNo data available

Housing 4 or more Units VacantCommunity or Educational Facility Mixed Use

Commercial Industrial Housing 1 to 3 Units Lower Broadway

0 0.125 ´0.25 miles

Data provided by the City of Newark and La Casa de Don Pedro, 2010.

Prepared by: Pratt Center for Community Development

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13

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Personal Development Division

St. Lucy’s Church

St. Michael’s Church

Church of God La Victoria

Clinton Memorial AME Zion

Mt. Olive AME Zion Church

Congregation of Ahavas Sholom

House of Prayer Episcopal Church

Ministerio Liberacion en Cristo, Inc.

Newark Preschool Council

Victory Outreach Church

Pavilion Tenants Association

MLK BoulevardBlock Association

Broad Street Block Association

Wynona Lipman GardensTenant Association

Coretta Scott King Playground

St. Michael’s Elementary School

Archdiocese of NewarkSacred Heart Cathedral

La Casa De Don PedroEarly Childhood EducationCenter II

The Apostle’s HouseASPIRA, Inc. of New Jersey

Financial Opportunity Center

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14

Creating The Roadmap

As we embarked on this journey, experience told us three critical things. First, a com-munity plan is only as powerful as the people behind it. Second, a community plan is only meaningful if it actually says what is desired by the community. Third, early suc-cesses are the best way to gain momentum and ensure all important stakeholders are engaged. With that, the underlying goal of this quality of life plan was to engage and empower community members to take an active role in the process.

Early Successes: Getting the Word OutThe La Casa de Don Pedro team spent weeks getting to know the community even better; canvassing, distributing flyers and posting banners about upcoming activities. The team created a web page at www.broadwaynewark.com to post information on upcoming planning activities, events, reports on these early efforts, and other resources. Brochures and newsletters highlighted activities such as graffiti removal events and neighborhood block association efforts.

Creating a Healthy Commercial Corridor: Strengthening the Merchant Association & Assessing the Retail LandscapeLa Casa de Don Pedro and LISC sought out municipal government partners to strength-en the merchants’ association. Years of work along the corridor indicated that mer-chants had strong opinions about the corridor’s strengths and weaknesses, yet lacked the cohesion to develop and execute strategies to improve the corridor. Team members started walking the commercial corridors to engage long-time and more recent mer-chants in conversations about the corridor’s strengths, weaknesses, needs and about undertaking small proactive steps. The then-Central Ward Councilmember co-hosted a holiday dinner with the merchants to expand those conversations. Over time we learned that accurate data about both the present state of the corridors’ commercial health as well as future potential was needed.


Key Findings Lower Broadway Commercial Retail Scan 1. Lower Broadway serves a diverse blend of local residents, daytime employees and a re-gional market of older and recently arrived immigrants, primarily of Latino and African decent. It has a regional furniture market that has waned significantly in the age of big-box stores.

2. The corridor is densely populated and boasts concentrated and unmet buying power, a critical measure of market potential often overlooked by retailers. The concentrated buying power in Lower Broadway is $174.3 million per square mile - almost twice that of Es-sex County. Three retail categories present opportunities for existing and new businesses: general merchandise, electronics and appliance stores, and clothing and clothing accessories stores.

3. Traffic counts conducted during rush hour suggest a high volume of potential retail traffic through the commercial district in the morning and evening. The recent openings of national franchise businesses such as Dunkin Donuts, AutoZone, and Dollar General provide some indication from ‘Corporate America’ that there is a potential market.

4. Transportation infrastructure (six bus lines, average weekly ridership of 43,093 pas-sengers, and a key passenger transfer station) provides additional and significant retail opportunities.

15

Creating a New Streetscape PlanAesthetically stuck between the 1960s and 1980s, with traces of hidden historic landmarks, La Casa and the merchants had been lobbying and negotiating with the City for several years to support updating the physical appearance of the commercial district. With thousands of commuters and residents passing through the cor-ridor each day, Lower Broadway needed to give those potential consumers a reason to stop and shop. Based on an earlier La Casa- commissioned contract with Project for Public Spaces (PPS), a set of guidelines for a façade improvement program was developed. This work served as the basis for a November, 2009 neigh-borhood design workshop that brought together over 25 local merchants and residents. Participants, as well as PPS and La Casa staff, walked the corridor collect-ing valuable input on existing conditions and proposed improvements.

Improvements to the storefronts and facades were only one part of the solution. Much advocacy through the years had also yielded a commitment from the City and the Urban Enterprise Zone (UEZ) to include the Lower Broadway corridor in its Streetscape Improve-ment Program. In February 2010, Newark city planners partnered with La Casa to conduct a planning charrette focused on improving the corridor’s infrastructure (See image below.) Over 20 local stakeholders participated in a planning charrette that included a review of pave-ment treatments, crosswalk designs, lighting elements, and street furniture. Attendees rated their preferences based on “test driving” samples of proposed street fur-nishing and building materials. What resulted is now a $2.4 million streetscape plan that includes new lighting, benches, trash receptacles, crosswalks, pavers, public art and street trees scheduled to break ground in 2012.

Assessing Parking NeedsLa Casa and LISC addressed the merchant and resi-dents’ common concern about the apparent shortage of parking on the corridor, despite the installation of parking meters. Sam Schwartz Engineering was com-missioned to conduct a parking study in late 2009. The surprising and helpful results established a basis for progress. (See sidebar for more information.)

Addressing the Need for Financial Education and EmpowermentA Financial Opportunity Center was officially launched in February, 2011 to help Lower Broadway residents improve their current and future financial position through improved financial management, access to public benefits and career development strategies. The center is located within La Casa de Don Pedro and is supported by LISC.

More on theParking Study Sam Schwartz Engineering (SSE) studied parking demand manage-ment to assess the current public parking configuration and determine how best to provide parking for customers, residents, and employees along the Broadway commercial corridor. SSE staff inventoried the current parking supply, documented the use of the parking throughout the day, and identified parking use during key periods.

The parking inventory revealed that the Broadway corridor has 209 on-street parking spaces, with 103 metered spots and 106 that are not metered. The study concluded that the highest daily utilization of park-ing occurs on the non-metered side streets which also have the high-est duration of parkers. Comparatively lower use and duration were found on the metered and time-regulated streets. Vehicle turnover on these time-constrained streets is around one vehicle per hour.

The study made specific recommendations about locating additional long-term parking to address the needs of both merchants and resi-dents. It also recommended angled parking on Broadway to help calm traffic and offer more parking options for shoppers.

Creating The Roadmap Transforming Lower Broadway:Our Quality of Life Roadmap

16

Resident Satisfaction SurveyOver three days, 25 volunteers conducted 350 surveys of randomly selected residents and achieved a statistically significant sample. Among the most striking results:

• Public safety is an enormous concern, particularly safety in and around the schools. • Residents do not trust police response time. • Residents in the high rise buildings are disconnected from the rest of the neighborhood.• Residents want to get involved in community efforts if they can be assured that the effort will lead to an outcome.• Residents can identify existing and potential local leaders, but want to have their own voice heard.

Ensuring Public SafetyWork on public safety also continued with success-ful advocacy and installation of traffic signals to create safer pedestrian environments within the neighborhood.

Hosting Community EventsDuring the entire planning process, the team prioritized engaging the community, whether it was coordinating graffiti removal initiatives, tree and shrub planting with block associations, or holding seasonal block parties. One such celebration was the “Safe Passages to the Summer” event. More than 200 families came together to celebrate each other and their community. Families danced together, played in the local playground, chil-dren registered for Child ID’s, and were fitted with free bike helmets.

Involving All Community ResidentsThese successes engaged a cross section of stake-holders and significantly increased the neighborhood’s buzz about the quality of life plan. This allowed the team to advance on a civic engagement strategy to get to the heart of the planning process. The key strategies were (1) surveying residents about their perceptions about the community (2) holding a community vision-ing session (3) getting to the substance of the issues

by identifying four key priorities and delving deep into them. It was only through these activities that the plan’s accuracy, relevance, and community ownership could be assured.

Resident Feedback Understanding people’s perceptions about Lower Broadway was essential to begin the planning process. It is only with baseline information that we would be able to measure any change in attitude. During two Saturdays in March 2010, more than 350 families shared their beliefs and thoughts about the community’s assets and challenges. The team used a Resident Satisfaction Survey (RSS) devised by NeighborWorks Success Measures and customized for Lower Broad-way. These results helped shaped the direction of the visioning sessions and ultimately the priority areas.

Community VisioningIn January 2010, La Casa and LISC began planning for a neighborhood-wide visioning session to take place in April 2010. The four-hour visioning session offered organized presentations and a series of worksheets designed to elicit thoughtful discussion and input from about 200 Lower Broadway residents and partners.

The neighborhood visioning session, entitled “Trans-forming Lower Broadway” was held Saturday, April, 10, 2010. Over 200 stakeholders spent four hours working in small facilitated groups staffed by volunteers with a goal to articulate a community vision. Experts in areas such as education, health, safety, and family empower-ment lent their expertise. Residents noted what they loved about Lower Broadway by identifying and priori-tizing the community’s top assets. Then, participants discussed and prioritized neighborhood challenges. In the final segment, participants described “what’s possible” by defining the specific challenges and citing specific corrective actions that might be taken. The session identified four priority areas of focus: Safety and Community Engagement, Affordable Housing and Economic Development, Family Empowerment, and Ac-cess to Quality Education.

Priority Working GroupsThe community began to take real control of the plan-ning efforts when we broke out in four committees, each to address one of the four priority areas identified during the vision session. Residents and stakehold-ers met bi-weekly to delve deep into the issue through the summer and fall of 2010. Groups developed vision statements, discussed root causes of the problems,

17


XX

and proposed recommendations on how to solve the issues. In January, 2011, the entire community came together to listen to the committees’ presentations. A facilitator helped us clarify and refine the recommendations.

Developing Implementation PartnershipsA plan is only as strong as its ability to follow through on its ac-tions. Therefore, great care was taken to ensure we had partners to carry out the plan’s recommendations. Priority working groups sought out institutional and governmental partners that had both the resources and commitment to collaborate with the commu-nity. Between January and May of 2011, we contacted potential partners, conducted over 50 one-on-one meetings and held small group discussions. Prospective partners reviewed the recommen-dations, provided feedback and assessed their resources. Those who committed joined an implementation task force. Together, the task force reviewed the priority committee recommendations, confirmed their commitment to partner with Lower Broadway, and to bring the plan to life.


More on theFinancial Opportunity CenterIn February, 2011 La Casa officially launched Newark’s first Financial Opportunity Center (FOC). The new Lower Broadway FOC is part of a national network of Centers launched by LISC, operated by local community-based organizations like La Casa de Don Pedro, and supported by key funders like the Citi Foundation.

The FOC provides access to a financial coach, a benefits counselor, and an employment counselor as part of a comprehensive program to help low-income families achieve financial stability. These coaches establish long-term relationships with clients to help them reach three benchmarks: increased net income, increased net worth and higher credit scores. FOC staff also work with clients to take on smart debt, plan for post-secondary education for their children, address planning for retirement, and establish relationships with mainstream financial institutions. The Lower Broadway FOC focuses its efforts as a part of the LISC Building Sustainable Communities Initiative.

18

MilestonesAlong the course of devel-oping this Quality of Life Roadmap, there were cer-tain moments that defined our work or cemented our purpose. Those moments are designated here.

Events and tasks that work towards the goal of the plan and were completed while the plan was still being devloped are designated here as

2009

Creating The Roadmap

19


Early Action

2010

Priority Committee Meetings Summer to Fall 2010

2008

Early Action

Early Action

Early Action

Commercial District Retail Scan Project KickoffApril 2009

Public Presentation of Lower Broadway Commercial Retail ScanOctober 20, 2009

Streetscape Improvement CharetteFebruary 18, 2010

Façade Improvement Application OpeningJune 2010

Resident Satisfaction Survey conductedMarch 7, 2010

Parking Study PublishedMarch 2010

Designated as LISC Building Sustainable CommunityNovember 2008

Transforming Lower Broadway, Community Visioning SessionApril 10, 2010

Early Action

Commercial District Graffiti Cleanup DayMay 22, 2009

20112010

20

Early Action

Broad St. Block Association Block Watch TrainingJuly 2010

Early Action

MLK Jr. Blvd. Block Watch TrainingDecember 1-2, 2010

Early Action Early Action

Implementation Task Force MeetingMay 25, 2011

Priority Committee Reporting Out SessionJanuary 22, 2011

Financial Opportunity Center, Soft OpeningFebruary 23, 2011

Community & Students unite to save Barringer 9 Success Academy June 2011

Production of ‘Transforming Lower Broadway: Our Quality of Life Roadmap’June - July 2011One-on-One Meetings with

Implemenation PartnersJanuary 2011 - March 2011

Early Action

Safe Passages to Summer: Stop Sign Installation Party & Community Playground AnniversaryMay 7, 2011

Lower Broadway Mural DedicationSeptember 17, 2010


Priority Areas Transforming Lower Broadway:Our Quality of Life Roadmap

Safety and Community Engagement Public safety is at the top of everyone’s list when it comes to envisioning a better community and Lower Broadway is no exception. We called this area Safety and Community Engagement to stress the role that each Lower Broadway stakeholder plays when it comes to securing a neighborhood. Recommendations include improv-ing communication with law enforcement, better lighting and block watch training. But they also speak to creating a sense of community that fosters collective and individu-al actions such as block watch, safe haven for children, a safe schools environment, looking out for children in the playground and on the streets, providing constructive activities for our children, and other proactive measures designed to deepen the community members’ linkages to and respect for one another.

Economic Development and Affordable Housing Healthy communities need local shopping and service venues as well as a variety of housing options. A thriving commercial corridor that meets the needs of local residents will attract other businesses and support business opportunities and eco-nomic development. We understand that organizing and strengthening the capacity of local businesses are vital steps in economic development. Streetscape and façade improvements are among the recommendations, as well as investing in public art to give the district a more defined sense of place. While the diverse array of housing options befitting an urban center includes high-rise apartments, 1-3 family homes, low-rise multifamily buildings and public housing, overall the majority of the homes need significant upgrades and rehabilitation. Many are overcrowded and unafford-able. There will always be a need for safe, affordable housing options, particularly in a community as closely situated to public transportation as ours.

“We envision a Lower Broadway where neighbors are engaged, united and watch out for each other. We envision a neighborhood that is drug, guns and prostitution free because no criminal can gain a foothold and there are clear consequences to com-

mitting a crime. We envision a neighborhood where respect is shared by all.”

“A thriving Lower Broadway must include a diverse array of shops and services that cater to local residents and attract shoppers from the larger community while the

selection of residential opportunities remain varied and accessible to a broad range of income levels and family types.”

21


Access to Quality Education Education is at the heart of every community, particularly one with many children. We are gravely concerned about the impact and quality of our children’s education and know that we need to improve the local schools and provide as many positive opportunities for our children as possible. We understand that barriers to educational attainment as well and engaging parents within the school system are directly linked. The recommendations contained within this plan are premised on the need to have parents, community and the schools work together to improve the quality and the outcome of our educational system. This will be achieved when we build parental understanding through enhanced communication between the schools and parents, increasing community involvement and the number of constructive afterschool and summer enrichment activities such as after-school enrichment and summer program-ming options.

Family Empowerment This section speaks to the social and physical wellbeing of the people in Lower Broadway. Committee members agree that all components of the family unit must be strengthened, and many family needs are interconnected, from the employment of parents, to recreational opportunities of children, to access to decent and afford-able healthcare. Recommendations include improving accessibility to programs such as the Financial Opportunity Center which provide financial coaching, employment assistance and accessing public benefits. Other recommendations, such as increas-ing access to recreational opportunities for both adults and children, and increasing access to decent and affordable healthcare were other notable priorities.

“We envision an education system for our Lower Broadway that provides a safe, well-maintained environment where students can obtain strong preparation to pursue

higher education or technical career opportunities. The community must be em-powered with some measure of local control to make decisions that ensure higher

academic standards and expectations and promote excellence.”

“We envision a Lower Broadway where families feel empowered to transform their homes, neighborhoods and communities, and live in an environment where we can

raise successful families that progress and grow.”

22

23


Safety and Community Engagement: Work Program and ScheduleRecommendation Lead Organization (*=committed) Partner Organization (* = committed) Timeframe (years)

GOAL: Create a safe environment for pedestrians. 1 2-3 4-5

1. Implement recommendations from the neighborhood traffic study to increase traffic and pedestrian safety. Councilman Darrin Sharif* 2. Create safe routes for students commuting to and from school. One Newark Education Coalition (ONEC)* GOAL: Involve residents in the creation of a safe neighborhood. 1 2-3 4-5

3. Double the number of block clubs over the next year. La Casa*

4. Encourage enrollment and establishment of two additional block watches. Lower Broadway Neighborhood Council, Block Clubs, La Casa Newark Police Department (NPD)*

5. Convene a lighting audit with stakeholders including representatives from the City of Newark and PSEG to determine where lighting needs to be improved. La Casa*, Lower Broadway stakeholders LISC Community Safety Initiative*

6. Create a permanent police presence within Lower Broadway to increase communica-tion between the police and community residents.

City of Newark Police Department, Lower Broadway Neighborhood Council

GOAL: Establish a mechanism for community input on neighborhood decisions. 1 2-3 4-5

7. Establish Lower Broadway Neighborhood Council made up of representatives from Block Clubs, merchants, local schools, community organizations, churches, and La Casa de Don Pedro.

Lower Broadway Block Clubs*, La Casa*

8. Establish permanent Education sub-committee within Lower Broadway Neighborhood Council. Lower Broadway Neighborhood Council 9. Convene regular community workshops to provide comprehensive information on a range of topics identified by the community. Lower Broadway Neighborhood Council

10. Identify partners to implement a gang intervention strategy for youth. Victory Outreach Church* Newark Bears 11. Establish a community recreation center linked with the Police Athletic League and Newark Police Department. Police Athletic League, Newark Police Dept. GOAL: Inform and motivate residents to act on behalf of the neighborhood. 1 2-3 4-5

12. Create and distribute an “Important Numbers” refrigerator magnet or pamphlet to provide convenient access to information and services. Broad Street Block Association* 13. Produce and distribute a quarterly Lower Broadway community newsletter containing relevant information on local activities such as recreation programs, classes and other resources.

Lower Broadway Neighborhood Council La Casa*

14. Promote a community incentive program to enable residents to earn rewards by reporting dumping, vandalism, prostitution, drug dealing or other illegal activity. Lower Broadway Neighborhood Council Broad Street Block Association*

15. Provide motivational speakers series at local schools and within the community to talk about issues such as diversity, civics, and personal responsibility.

Lower Broadway Neighborhood Council, Victory Outreach Church*, Office of US Marshals* La Casa*

24


16. Initiate new community-wide international foods festival in Lower Broadway. Lower Broadway Neighborhood Council 17. Conduct regular community field trips to Newark sites and surrounding regions to connect residents to each other and to the broader community.

Lower Broadway Neighborhood Council, Victory Outreach Church

18. Nominate Lower Broadway Neighborhood landmarks, e.g. Pavilion, Colonnade, Bar-ringer High School, and 8th Avenue and Grant Street row houses to the National Register of Historic Places.

Lower Broadway Neighborhood Council City of Newark UEZ/Planning

GOAL: Utilize the arts to highlight the rich cultural diversity and talent in the neighborhood. 1 2-3 4-5

19. Include movie screenings, dance performances, and classes at Block Parties and Festivals to highlight community’s Latino and West African heritage. Lower Broadway Neighborhood Council 20. Sponsor events (Art Walks, Latino music festivals, religious festivals, competitions, etc.) featuring local and regional artists, musicians, and dancers to connect residents to the flourishing Newark arts scene and to attract additional customers to the commercial areas.

cWOW* Local artists*, Newark Arts Council*

21. Identify, maintain and publicize a list of appropriate sites in the neighborhood for com-munity murals and develop a plan to produce murals at those sites. Lower Broadway Neighborhood Council, cWOW Newark Arts Council, La Casa, Barat Foundation

GOAL: Create a sense of place for residents in the neighborhood 1 2-3 4-5

22. Collaborate with block clubs, local groups, and local artists to design community signs to be placed around the neighborhood. City of Newark UEZ/Planning

23. Establish a uniform community identity by placing additional “Lower Broadway” signage throughout the neighborhood. City of Newark UEZ/Planning Lower Broadway Neighborhood Council 24. Support regular family events hosted by local block clubs and one annual neighbor-hood-wide event. Lower Broadway Neighborhood Council

Economic Development & Housing Development: Work Program and ScheduleRecommendation Lead Organization (*=committed) Partner Organization (* = committed) Timeframe (years)

GOAL: Increase capacity for merchants to take advantage of new opportunities. 1 2-3 4-5

1 .Empower merchants to create a strong, active Business Improvement District (BID). City of Newark UEZ/Planning* Newark Downtown District, Hispanic American Chamber of Commerce of Essex County

2. Provide Lower Broadway merchants with a better understanding of market condi-tions and opportunities for growing their businesses by using Retail Scan and other data sources.

La Casa*, Business Improvement District (BID) Newark Downtown District, Larissa Ortiz Associates

3. Increase the marketability and capacity of local businesses by providing regular mer-chant workshops on topics such as small business finance, accounting practices, credit building, window displays, product variety and placement, and customer service.

Rutgers Business School* Newark Downtown District

4. Organize seasonal, coordinated events such as end of year holiday sales. Merchants, BID

25


GOAL: Enhance the customer experience on the commercial corridor. 1 2-3 4-5

5. Implement the community- supported Streetscape Plan, and ensure public art is incorporated. City of Newark UEZ/Planning*, La Casa* Merchants 6. Implement Façade Improvement Program, and facilitate increased participation of Lower Broadway Merchants. City of Newark UEZ/Planning*, La Casa* Merchants 7. Create additional options for long term parking.

8. Bring a supermarket to Lower Broadway to offer a multitude of fresh, healthy and economical food options. La Casa*, City of Newark UEZ/Planning

Brick City Development Corporation (BCDC), Federal Healthy Food Financing Initiative, Social Compact

9. Increase retail square footage to diversify retail mix through new retail/ community/ housing space i.e. 43-47 Broadway /368 Broad Street. La Casa*, RPM Development 10. Increase the amount of public art, i.e., murals, to improve the overall attractiveness of the corridor and residential areas.

City Without Walls (cWOW)*, Newark Arts Council* Barat Foundation

11. Reduce commercial waste on the Corridor through a pilot program to encourage composting of appropriate commercial (primarily restaurant) waste to help create rich soil that can be used in any urban garden projects.

Newark Office of Sustainability*, Merchants Green Collar ; Jersey Cares; Rutgers

GOAL: Create better connections between residents and current/potential job opportunities. 1 2-3 4-5

12. Utilize Retail Scan and other appropriate data to identify potential employment sectors and connect residents to targeted job-training programs. LISC MetroEdge*, La Casa* 13. Utilize existing data and/or conduct a survey to identify residents’ skills in order to connect them with existing jobs or training for new opportunities. (FOC) La Casa* Green Collar Futures, LISC* 14. Link Lower Broadway residents to additional employment opportunities associated with growing sectors such as, green jobs and transportation. NJ Institute for Social Justice* Garden State Urban Farms, Greater Newark

Conservancy 15. Increase business opportunities and jobs by working with owners of underutilized waterfront property to consider development. BCDC Newark Downtown District Hispanic American

Chamber of Commerce of Essex County 16. Create opportunities to employ Lower Broadway youth in ongoing neighborhood im-provement efforts, such as mural program, commercial corridor clean-up, street festivals, etc.

La Casa*, Barringer 9 Success Academy*, City of Newark UEZ/Planning* Merchants Association

17. Connect residents to resources aimed at building capacity for self-employment, including opportunities for currently unemployed individuals. Greater Newark Enterprises Corporation/ IFEL

Jersey Cares, Rutgers Center for Urban Entre-preneurship & Economic Development, Hispanic American Chamber of Commerce of Essex County

GOAL: Increase housing options in the neighborhood while preparing qualified residents to purchase their own homes. 1 2-3 4-5

18. Increase non-profit and private development of affordable and mixed-income home ownership and rental units in and around Lower Broadway.

La Casa*, RPM Development, M&M Develop-ment Group

19. Educate tenants by distributing educational materials and holding tenants’ rights classes. HUD Tenants’ Association* Lower Broadway Neighborhood Council

20. Develop a database of available homes and retail space within Lower Broadway. NJ Institute of Technology, City of Newark UEZ/Planning

26


21. Increase homeownership among interested buyers by offering regular home buyer education classes and prequalifying families for mortgages. La Casa*

22. Add usable public space by acquiring and programming vacant lots, such as the one on the corner of Bloomfield Place and Broadway. Lower Broadway Neighborhood Council La Casa*, Councilman Darrin Sharif*

Education: Work Program and ScheduleRecommendation Lead Organization (*=committed) Partner Organization (* = committed) Timeframe (years)

GOAL: Students and parents will have multiple connections to their local schools and one another. 1 2-3 4-5

1. Conduct Annual School Year Kick-Off Pep Rally at each school to provide students with information on school clubs, resources in the community, etc., and establish an expecta-tion of excellence.

Principal of each school with support of School Leadership Council (SLC)*

2. Institute a mid-year check in forum for students, run by an outside organization, to discuss what is and isn’t working for students. All Stars Project*

3. Conduct a survey of parents to determine specific education concerns and priorities for each school.

Rutgers, University of Medicine & Dentistry of New Jersey (UMDNJ)*

4. Increase organization and capacity of parent organizations at all public schools and connect them to citywide parents’ organizations to advocate for common concerns.

Coalition for Effective Newark Public Schools (NPS)*

5. Centralize school information including enhancement programs and after-school options available in Lower Broadway. Coalition for Effective NPS*, La Casa* Newark Education Trust, NJ Advocate for Children

6. Increase use of Newark Public Schools on-line portal for students, teachers and parents. Office of NPS Superintendent

7. Establish annual uniform swaps. Lower Broadway Neighborhood Council Educa-tion Committee Newark NOW

GOAL: Support student learning through enhanced in-school and afterschool programming to expand future options. 1 2-3 4-5

8. Increase attendance/participation of students at the NPS Student Center through quar-terly presentations and recruitment sessions at schools and on Parents’ Nights. Newark Public Schools (NPS) Student Center*

9. Expose youth to professional career opportunities and connect them to role models in various professions.

Hispanics Inspiring Students’ Performance & Achievement (HISPA)*

McKinley Elementary & Benjamin Franklin Elemen-tary Schools

10. Establish financial literacy program targeted to elementary and middle school students to provide a strong foundation for lifelong financial literacy. NPS, Newark Now*, Banking Community* NJ Coalition for Financial Education, Economics

Association of America

11. Increase student participation in academic preparation and other enhancement programs such as UpWard Bound and College YES, by encouraging direct enrollment at Barringer HS, including at Parents’ Night.

Lower Broadway Neighborhood Council Educa-tion Committee, UpWard Bound*

12. Add local history heritage programming to school curriculum and develop student-created and student-led heritage walking tours. Branch Brook Park, Barringer High School

13. Support existing afterschool programs and increase the number of options for all local youth.

Lower Broadway Neighborhood Council, Elite Heat Boxing Gym* 4-H Clubs

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Family Empowerment: Work Program and ScheduleRecommendation Lead Organization (*=committed) Partner Organization (* = committed) Timeframe (years)

GOAL: Increase health though access to quality healthcare. 1 2-3 4-5

1. Create a Lower Broadway Medical Center node on the commercial corridor by co-branding and bundling marketing efforts of medical providers on the corridor. La Casa*, Merchants Newark Urban Enterprise Zone (UEZ)*

2. Open a wellness center on the corridor to provide both health education and services. UMDNJ*

3. Conduct a community health survey to identify trends in health disparities that require intervention. UMDNJ School of Public Health*

4. Conduct regular Community Health Fairs that offer a variety of health screenings and education. UMDNJ* Garden State Urban Farms; Kids Corps; Dr. Ian

Smith

5. Increase physical activity by providing opportunities for residents to participate in dance classes that highlight the international presence in the neighborhood, i.e. African, Zumba, Capoeira, etc.

NJ Cultural Arts Center, NJ Performing Arts Center (NJPAC)

GOAL: Young people will have healthy physical and social development. 1 2-3 4-5

6. Introduce child-oriented physical and nutrition education programming through the schools. Newark Beth Israel KidsFit, McKinley Elementary

7a. Expand access to local mentorship opportunities for youth by offering regular enroll-ment opportunities in the Big Brothers Big Sisters Program. Big Brothers Big Sisters (BBBS)*

7b. Recruit local Big Brothers/Sisters mentors through neighborhood marketing and outreach. Big Brothers Big Sisters (BBBS)*

GOAL: Adults will improve their personal and financial skills. 1 2-3 4-5

8. Expand parent-education courses to assist parents to be informed, empowered and in charge. La Casa*, Avance*, McKinley Elementary*

9. Expand and enhance the services of the newly created Financial Opportunity Center (FOC) through partnerships with financial literacy organizations.

New York Life*, Bank on Newark*, LISC*, La Casa

NJ Coalition for Financial Education, Economics Association of America, United Way, Citi Founda-tion*

GOAL: Schools will be safe and healthy learning environments. 1 2-3 4-5

14. Increase security at Barringer High School by conducting a security audit of both the facility and of the school’s operations and protocol. US Training Center* LISC Community Safety Initiative

15. Provide workshops for teachers to work with students with behavioral issues. Youth Consultation Service (YCS)*

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GOAL: Residents will fully utilize existing resources and contribute to developing additional recreational spaces and opportunities. 1 2-3 4-5

10. Connect neighborhood to Branch Brook Park via “Cherry Blossom Walkway,”—tree planting initiative along Seventh Avenue. NJ Tree Foundation Newark Conservancy

11. Provide outreach to Lower Broadway residents to ensure participation in planning of waterfront open space.

City of Newark UEZ/Planning*, Lower Broadway Neighborhood Council, La Casa* Trust for Public Land/Office of Sustainability

12. Create more neighborhood parks and community gardens in residential areas of neighborhood. Greater Newark Conservancy Lower Broadway Neighborhood Council

GOAL: Become a model neighborhood for green activities such as recycling, energy conservation and environmental remediation. 1 2-3 4-5

13. Place recycling receptacles along with trash receptacles on the commercial corridor and elsewhere in the neighborhood. City of Newark UEZ/Planning

14. Implement more community greening projects to enhance the air quality and aesthet-ics of the neighborhood and encourage residents to get involved. NJ Tree Foundation*, Newark Conservancy

15. Ensure availability of accurate, up-to-date, and easily accessible information on home energy efficiency in multiple languages.

NJ Department of Community Affairs, Public Service Electric & Gas (PSE&G) La Casa*

16. Incorporate sustainable storm water management practices into Lower Broadway development and streetscape projects to decrease area flooding and conserve and reuse water for local greening projects.

City of Newark UEZ/Planning

17. Remediate brownfields and other harmful sites located in the neighborhood, especially along the waterfront. City of Newark UEZ/Planning City of Newark Office of Sustainability

Who We Are Transforming Lower Broadway:Our Quality of Life Roadmap

Retail Scan Stakeholders Committee Carmen Bautista, Garside Care Club Block AssociationTorrence Burrows, Jackson HewittDigna Dubon, Muebleria DiscountNorma Gonzalez, Office of Newark Central Ward Councilman Charles A. BellMaria Carmen Mosca, Office of Newark Council At-Large Luis A. QuintanaCaptain Gregory Meehan, Newark Police DepartmentNorberto Otero, North Newark Pet Shop Captain Antonio Perez, Newark Police DepartmentJoe Retamar, La Islita Men’s ShopPerris Straughter, City of Newark Department of Economic and Housing DevelopmentCarmen Sanchez, MLK Care Club Block AssociationRafael Zabala, Office of Newark Urban Enterprise Zone

More than 1000 neighborhood residents, business own-ers, institutional leaders and youth came together over the past two years and took ownership of this quality of life plan for our community.

Priority Committee Members:Pastor Nancy AvilesJoyce BaileyDeneen CadyMattie DeereCynthia FortenberryVictor GavilanesLisa GrayBarbara HowellTony HughesAda JimenezJeremy JohnsonElizabeth LaneCelia MaldonadoHipolita MedinaJanie Merritt

Nancy NaranjoAmber NewsomeJuan NewsomeDetective Jose OcasioLuis OrtegaPastor Wayne OsborneSantiago PaniaguaDorothy RiversOfficer RosarioJannie RufusDarlyn SantiagoJoAnn SimsNick SniacksDawn Snyder

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Who We Are Transforming Lower Broadway:Our Quality of Life Roadmap

Committees:Access to Quality EducationFamily EmpowermentSafety and Community EngagementEconomic and Affordable Housing Development

Implementation Partners:Principal Nelson Ruiz, Barringer 9 Success AcademyPrincipal Shonda Davis, Barringer High SchoolPrincipal Marisol Diaz, Franklin Elementary SchoolPrincipal Carolyn Granato, McKinley Elementary School

Broad Street Block AssociationGarside Care Club Block AssociationMLK Block ClubPavilion Tentants’ AssociationWynona Lipman Tenants’ Association

Iglesia El Ultimo Llamado/ALC MinistriesSt. Lucy’s ChurchVictory Outreach Church

Newark Urban Enterprise ZoneCity of Newark Office of PlanningCity of Newark Center for Sustainable DevelopmentCity of Newark Police Department

State Senator M. Teresa RuizFreeholder Juan RiveraFormer Freeholder Sammy GonzalezCouncilman At-Large Carlos GonzalezCouncilman At-Large Luis A. QuintanaCentral Ward Councilman Darrin Sharif

North Ward Councilman Anibal Ramos

Newark Community Health Centers, Inc.University of Medicine and Dentistry of New Jersey (UMDNJ)

Aquino Garden State Shinto Ryu Karate do AcademyBroadway Vision ServicesEl Criollo RestaurantHome Elegance Furniture and BeddingJackson Hewitt Tax ServicesLa Islita Men’s ShopMuebleria DiscountNatalia CafeNorth Jersey Federal Credit UnionNorth Newark Pet Shop Owner

Abbott Leadership InstituteAdvocates for Children of New JerseyAll Stars ProjectBranch Brook AllianceBig Brothers Big SistersBrick City Development CorporationBurger KingCenter for Collaborative ChangeCoalition for Effective Newark Public SchoolsCity Without Walls (cWOW)Democrats for Education ReformGreater Newark ConservancyGreater Newark EnterprisesGreater Newark HUD Tenants CoalitionHispanic – American Chamber of Commerce of Essex County

Institute for Entrepreneurial LeadershipLatino Peace Officers Association of New JerseyKids Corporation IISt. Benedicts Preparatory SchoolNew York LifeNewark AllianceNewark ConservancyNewark MuseumNewark NOWNewark Public Schools Student CenterNewworkNew Jersey Tree FoundationOne Newark Education CoalitionPeople’s Organization for ProgressRPM DevelopmentRutgers UniversityRutgers Business SchoolTeachers as Leaders in Newark (TaLIN)Tri-State Transportation CampaignTrust for Public LandUS Training CenterWellCareYouth Consultation Services (YCS)

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Greater Newark & Jersey City LISC has, since 1986, worked side by side with private and nonprofit groups and public agencies, helping to transform distressed neighborhoods into healthy, sustainable communities that are good places to work, do business and raise children.

The Greater Newark & Jersey City program is one of thirty local sites within the national LISC footprint. Each LISC site is implementing the Building Sustainable Communities (BSC) program by addressing the following goals 1) expanding investment in housing & other real estate; 2) increasing family income & wealth; 3) stimulating economic development; 4) improving ac-cess to quality education; 5) supporting healthy lifestyles and environments.LISC’s collaboration with La Casa de Don Pedro to develop and imple-ment the Lower Broadway Quality of Life plan represents the pilot Building Sustainable Communities initiative in Newark. LISC intends to expand the model to the other communities throughout Greater Newark.

La Casa de Don Pedro is a community-based development corporation and provider of comprehensive services that has been working with and serving residents of greater Newark, New Jersey since 1972. La Casa’s community organizing and child advocacy work serves as a powerful foundation for its comprehensive social service delivery system. Programs promote family wellbeing, healthy child development, educational achievement, employment opportunities, homeownership, financial self-sufficiency, energy conserva-tion, and neighborhood renewal. Its strong links to the Lower Broadway community, comprehensive service programs, and collaborations within a defined neighborhood are unique assets and opportunities that will continue to ensure the agency’s relevance to future generations.

Youth, family, and health programming cover a range of services for fami-lies and children, including parenting education, early childhood education, after-school, youth leadership programs, family counseling, health education and HIV prevention & intervention. Two Family Success Centers provide access to services internally and externally to families. Adult development programs focus on educational and employment readiness for people ages 18 and over. This includes welfare to work, computer literacy, basic educa-tion and GED, citizenship classes, prisoner re-entry, job training and place-ment, financial coaching, income supports, ESL, and immigration legal as-sistance. Community programs include home energy assistance programs, weatherization, community building and organizing, community planning, affordable housing development, homebuyer education and foreclosure prevention counseling.

About La Casa de Don Pedro & LISC Transforming Lower Broadway:Our Quality of Life Roadmap

With a mission to foster self-sufficiency, empowerment, and neighborhood revitalization, La Casa de Don Pedro’s programs address:

• Youth, Family and Health Issues• Adult Development• Community

LISC contributes to building these sustainable communities through three strategies:

• Assembling and delivering financial resources to help commu-nity developers and other partners revitalize neighborhoods in the region;

• Offering a wide range of technical assistance to local organiza-tions to undertake projects and programs intended to improve the community; and

• Facilitating a high level of community engagement and advo-cacy among local community building organizations, residents and other community stakeholders to ensure that a wide range of interests inform efforts to improve quality of life.

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EducationTransforming Lower Broadway, A Quality of Life Plan

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For More Information:

La Casa de Don Pedro317 Roseville AvenueNewark, NJ 07107

(973) 485-0701 ext. 4641(973) 485-7448 fax

[email protected]@lacasanwk.org

www.LaCasaNwk.orgwww.BroadwayNewark.com

transforming lower broadway, draft

Documents

lower broadway community

lower broadway neighborhood

quality of life roadmapi

director of program

quality of life roadmapla

community members

executive summary

healthy neighborhood