Executive Summary - Buckeye Neighborhood Plan

EXECUTIVE SUMMARY | 1 BUCKEYE NEIGHBORHOOD PLAN EXECUTIVE SUMMARY AUGUST 2022 BUCKEYE ARE WE

2 BUCKEYE NEIGHBORHOOD PLAN EXECUTIVE SUMMARY 3

In alignment with the demographics of Cleveland’s east side, Buckeye has been a black neighborhood for the past several decades. The shift in population characteristics brought about a place for black families to put down roots and potential thrive. However, in time the historically damaging effects of white flight and institutional racism sunk it’s teeth into the community, compromising the neighborhood’s stability.

At nearly 3 square miles, Buckeye occupies the eastern edge of the City of Cleveland. Comparable in size to the Tremont neighborhood on the city’s near west side, Buckeye makes up roughly 4% of the City of Cleveland’s total land area making it an average sized Cleveland neighborhood. Buckeye’s location elevates it’s role among other Cleveland neighborhoods. It’s east side edge position allows it to serve as a direct link between several Cleveland suburbs, such as Cleveland Heights and Shaker Heights.

Efforts to unify the neighborhood have been ongoing for decades, with institutional leadership from local foundations and community development corporations mostly behind these movements. Buckeye consists of several unique places, each with its own identity, and each adding a unique element to the diverse character of Buckeye. As the neighborhood evolves, cultivating unity across the community will be crucial to maintaining the history of those who have occupied it, while also establishing a welcoming environment for future residents and business owners.

BUCKEYE

EXECUTIVE SUMMARY

WE ARE BUCKEYE THANK YOU TO THE BUCKEYE COMMUNITY!

As Cleveland continues to experience investment across its footprint, there remain communities that lie at the fringes of this deployment of resources. Historical disinvestment and tactical exclusion, such as redlining, have placed communities like Buckeye on these fringes, close enough to see the opportunities for upward mobility within their city, yet far enough away for it to feel just out of reach.

Leadership in Cleveland has undergone sweeping changes, with the first new Mayor in the City of Cleveland since 2006, among dozens of transitions at key organizations across town. Buckeye is uniquely positioned to capitalize on targeted investment and increased prioritization being placed on public and private investment on Cleveland’s eastside. However, there are underlying questions that currently go unanswered, how will this investment will be inclusive and how will it benefit those who have historically occupied the neighborhood?

The character of Buckeye has evolved over the last 100 years from one of the largest Hungarian immigrant populations in the United States, to the predominantly black community that exists today. Remnants of this heritage remains, with descendants still occupying business storefronts and active churches in the community.

There is recognition that change is required for this community to survive. High poverty rates, increasing vacancy, and substandard living conditions have created a recipe for challenged outcomes and a cycle of disadvantage.

Consultant Team Planning and Urban Design

SEVENTH HILL LLC

Brandon Chrostowski Founder, EDWINS Leadership & Restaurant Institute

GOAL #5

Project Branding and Youth Engagement designExplorr Jacinda Walker, Founder + Creative Director Market Analysis Urban Partners Isaac Kwon, Principal Christopher Lankenau, AICP, Principal Neighborhood Leadership Blaine A. Griffin, Councilperson, Council President, Ward 6, Cleveland City Council PROJECT TEAM Steering Committee

GOAL #1

Identify opportunities for new development and identify recommendations for implementation of the plan. Burten, Bell, Carr Development, Inc. has specified 5 goals to guide this process, all while placing an emphasis on combating the most ill effects of gentrification: physical and cultural displacement:

GOAL #2 Consult with and convene a project steering committee to inform the framework of the planning strategy.

Resident, Coordinator of Britton-127th St Block Club

David Jurca, Principal Ariel Vergez, Creative Director at Vergez, Inc.

GOAL #4 Embed within the master plan existing redevelopment underway in the area, including new residential units on Larchmere, and the Woodhill Estates redevelopment strategy.

Myichel Mallory Resident, Promotion Solutionist Michelle Walsh Strategic Initiatives Director, Providence House Pastor Robert Willard Resident, The Meeting Place Church Koya X Resident, Founder, Coalition of the Willling

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CITY ARCHITECTURE Alex Pesta, AIA, AICP, LEED AP, Principal Juleian Curtis, Director of Public Engagement Michelle Bandy-Zalatoris, AICP, LEED, AP, Director of Urban Planning and Design Kentrell Lodge, Intern Designer Community Outreach

Lynda Bernays

Develop a comprehensive community plan for the Greater Buckeye Neighborhood.

Marka Fields Resident, Assistant Planning Director, Cleveland City Planning Bonita Henderson Site Coordinator, Harvey Rice Wraparound School

Project Lead Burten, Bell, Carr Development, Inc.

GOAL #3 Lead a series of innovative and creative community gatherings that represent a positive user experience, while gaining insights and feedback from residents and stakeholders. Ensure that these events have a virtual and inperson option for participation.

Joy D. Johnson, Executive Director Bianca Butts, Director of Neighborhood Planning and CiaraEngagementWilson,Community Outreach Coordinator, DawnBuckeyeMayes, Director of Neighborhood Planning and Engagement (formerly)

This work was guided by steering committee members, with a local tie to the community through residency, business ownership, employment, or other related connections within the neighborhood. Members met monthly to select the planning consultant, review the progress of the work, guide community engagement activities, communicate desires based on their roles within the neighborhood, and hold the project team accountable. The committee was supported by staff members from Burten, Bell Carr Development, Inc. throughout the planning process.

Woodhill CHOICE Plan – CMHA & City of Cleveland Evolution: E 130 – E 130th Street Working Group Buckeye Road Refresh – City of Cleveland Buckeye Area Development Corporation

The Arts Provide Hope Investment Interest is Building

The Buckeye Renaissance Neighborhood Planning team is respectful of what has gone into the development of these plans and honors the time resident experts gave to help to shape them. Much care was taken as this material was reviewed to help inform how we move forward into this process of addressing present challenges.

The Planning team utilized a firsthand, on-the-ground perspective to gain an understanding of current developing trends, in addition to dialogue with members of the Buckeye community to help become informed about existing Neighborhoodsconditions. are shaped by their history and will ultimately be defined by the future they work to manifest. Diving into the history of a place reveals how and why a community is situated in the position that it is in. Known as Little Hungary, Buckeye was considered to have one of the largest immigrant Hungarian populations in the United States. From the neighborhood’s early days, Buckeye Road has served as the indicator of the overall community’s health. The progression of imagery from 1938 to 2019 shows the increased priority placed on the motor vehicle, but also the loss of active businesses along the corridor. As demographics shifted from primarily white to primarily black, Buckeye residents began to be faced with redlining and other racially influenced hardships. This led to disinvestment along the Buckeye Road corridor, that also began to spill out into the greater neighborhood. Today, many historic structures now lie vacant along primary circulators like E 93rd Street, surrounded by vacant houses and lots by the dozen. While these challenges must be acknowledged, the resilience of this community is displayed through the arts and cultural celebration that appears throughout the landscape. Vacant structures along Buckeye are covered with words and colors of hope and inspiration, shielding blight with uplifting messaging while discouraging rapid decay. It is from these sources of hope and the potential seen by many in Buckeye’s future that new investment has begun to trickle into the community. This new investment primarily comes in the form of new housing opportunities, both affordable and market rate. As new units get added to the neighborhood, so do new opportunities to capitalize on the forthcoming growth and resurgence of Buckeye.

List of previously completed planning work: Elevate the East – LAND Studio Thrive 105-93 – City of Cleveland Buckeye Road Core Area Redevelopment Strategy Buckeye Area Development Corporation

The Buckeye neighborhood has been the subject of many planning studies and initiatives over the years. These plans aimed to address challenges and support positive change. Long-time residents have understandably become frustrated at the concepts of outside consultants who have ‘parachuted in’ to ask questions, create a big vision, have great conversation, build hope, only for things to remain relatively the same.. This is not a criticism of previous planning work, but an acknowledgment of the this community’s lived experience that must be considered.

EXISTING CONDITIONS

6 BUCKEYE NEIGHBORHOOD PLAN EXECUTIVE SUMMARY 7

The team has reviewed a series of plans which currently influence neighborhood reinvestment, in order to provide greater alignment and the best use of resources. The Thrive 105 & 93 Plan, The Mayor’s Neighborhood Transformation Initiative, The Elevate the East Arts Plan, Buckeye Road Refresh, and the Woodhill Choice Neighborhood Transformation Plan each overlap with the Buckeye Neighborhood Plan project area. This synergy has the ability to attract multiple resources to the neighborhood while creating a more comprehensive implementation approach. These recent planning initiatives are critical to help set the framework for future neighborhood Workimprovements.undertaken as a result of these plans addresses new affordable and mixed-income housing, transit-oriented development, expanded neighborhood services, new public spaces, and amenities, engaging public art, business support services, neighborhood wi-fi, and vacant space re-use for local entrepreneurs. The best and most relevant ideas from these projects have helped guide this work to create multiple paths for implementation, helping to support a community that has put in more than its share of time to envision positive change.

Evolution of Buckeye Road Vacancy

Widespread

In addition to these key intersections, there are additional noteworthy district access points that are heavily trafficked. These locations are identified on the map as Secondary Nodes, and serve as secondary points of entry and movement, and are primarily located along Shaker Blvd, Woodland Ave, and Larchmere Blvd, with additional secondary northsouth locations at MLK Jr Dr, E 116th, and E 130th.

KEY NODES & INTERSECTIONS BUCKEYE RD. & WOODLAND AVE. SHAKER BLVD. & COVENTRY RD. Buckeye rd. & S. MORELAND AVE. WOODLAND AVE & MLK DR. KINSMAN & E. 93RDSecondaryPrimarykeyNodesNodes N 250 500’ 1000’ 1500’ 2500’ KINSMAN RD. BUCKEYE larchmereRD.BLVD.WOODLAND AVE. SHAKER BLVD. DR.jrMLK ST.E.116WOODHILLRD. Kinsman Mount Pleasant Fairfax University Circle Cleveland Heights Shaker Heights

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The connective tissue of the neighborhood serves as one of its greatest strengths, creating a series of key nodes and intersections where people converge and gather. Many of these highly trafficked locations manifest along Buckeye Road, where the designation of neighborhood nodes has been determined to be where a large amount of activity occurs. E 116th and Buckeye serves as the center of the community geographically and should remain a centerpiece for future investment.

The primary access points to Buckeye are located at Woodland Avenue and Martin Luther King Jr Drive, Shaker Boulevard and Coventry Road, and Kinsman Road and E 93rd Street. These locations have been identified on the map as primary nodes and represent moments of arrival both into the Buckeye neighborhood or at key locations within the neighborhood like, RTA Woodhill Station, the Buckeye Road Commercial Corridor, and Shaker Square.

Home Type No. of Transactions Med an Sales Pr ce Median Square Footage Median Pr ce Per SF Single Family Detached 123 $70,250 1,398 $50.25 Duplex 313 $40,000 1,926 $20.77 Triplex 19 $64,450 2,716 $23.73 Condominium 47 $93,900 1,763 $53.26 Townhouse 2 $24,600 1,439 $17.10 Foreclosures 14 $19,765 1,500 $13.18

Homeownership Market Analysis

Source:Realquest,UrbanPartners Investor34168% OOwnerccupant16332%

Source:Realquest,UrbanPartners

Investor34168% OOwnerccupant16332% Home Buyer Types 31% 23%9% 7% 7% 4% 18%1% Investor Buyers C eve and Oh o, outs de CLE Ca orn a F or da NNevadaewYo k O he s a es (22) Fore gn Store Category Number of Stores Hair

There were also six (6) sectors that added a total of 190 new jobs in the Buckeye neighborhood from 2002 to 2018. The largest net job gains in this period were in Construction Accommodation and Food Services.

The Realquest data show that two thirds of all homes attributable to residential investors (67.7% of all homes of these investors are Cleveland based and another 23.5% Other investors hail from 26 other states and three foreign Figure 7: Residential Investor Activity in Buckeye (October

Inventory of Buckeye Retail Establishments

Home Buyer Types 7% 7% 4%

MARKET ANALYSIS

Figure 7: Resident a Investor Activity in Buckeye (October 2019 to October 2021)

5.

The Realquest data show that two thirds of all homes sales in the Buckeye neighborhood is attributable to residential investors (67.7% of all homes purchased). Thirty one percent (31.2%) of these investors are Cleveland based and another 23.5% are non Cleveland Ohio companies. Other investors hail from 26 other states and three foreign countries.

Source:Realquest,UrbanPartners

Home Buyer Types 31% 23%9% 7% 7% 4% 18%1% Investor Buyers

Homeownership Analysis According to Realquest, which is a comprehensive real estate database service that was utilized for this report, there was a total of 518 homes sold from October 2019 to October 2021 or approximately 21 sales per month. The highest median sale price by home type was

The Realquest data show that two thirds of all homes sales in the Buckeye neighborhood is attributable to residential investors (67.7% of all homes purchased). Thirty one percent (31.2%) of these investors are Cleveland based and another 23.5% are non Cleveland Ohio companies. Other investors hail from 26 other states and three foreign countries.

Table 22: Breakdown of All Home Sales (October 2019 to O Home Type No of Transact ons Me Single Family Detached 123 $70,250 Duplex 313 $40,000 Triplex 19 $64,450 Condominium 47 $93,900 Townhouse 2 $24,600 Foreclosures 14 $19,765

Source:Realquest,UrbanPartners Salon/Nail Salon/Spa 16 Limited Service Restaurant 16 Convenience Store 15 Full Service Restaurant 13 Beer/Liquor Distributor 5 Women’s Clothing Store 5 Bar/Lounge 4 Beauty Supply Store 4 Electronics Store 4 Family Clothing Store 4 General Merchandise Store 4 Other Home Furnishing Store 4 Bakery 3 Snack/Coffee Bar 3 Used Merchandise Store 3 Supermarket 2 Art Gallery 2 Automotive Parts Store 1 Book Store 1 Clothing Accessories Store 1 Drug Store/Pharmacy 1 Floor Covering Store 1 Florist 1 Hardware Store 1 Household Appliance Store 1 Men’s Clothing Store 1 Nursery and Garden Center 1 Record/CD Store 1 Sporting Goods Store 1 Retail Analysis Urban Partners conducted a retail market analysis to characterize the performance of existing retailers in the Buckeye neighborhood and surrounding areas to identify gaps and opportunities for the potential development of new retailing in the area. This analysis revealed that there is significant untapped demand in the neighborhood that is currently going unmet by the Tosupply.identify and categorize the supply of currently available shopping opportunities in Buckeye, Urban Partners completed an inventory of all retail establishments located in the neighborhood. As of October 2021, this area includes 120 operating retail businesses providing goods and services in 29 different retail categories. Together, the total retail potential demand identified above approaches 107,000 SF of new store space, --including:18,000 SF of additional food establishments and restaurants; -- 27,000 SF of stores selling everyday needs Buckeye Neighborhood Plan Market Analysis Report 26

10 BUCKEYE NEIGHBORHOOD PLAN EXECUTIVE SUMMARY 11

C eve and Oh o outs de CLE Ca orn a F or da NNevadaewYo k Othe s a es (22) Fore gn -- 27,000 SF of clothing and apparel businesses; and -- 35,000 SF of home furnishing and improvementrelated retail businesses. While such retailers could potentially locate anywhere within the Buckeye Neighborhood Retail Trade Area, these opportunities are most appropriate for a reemerging Buckeye Road, 116th Street, the Shaker Square area, Larchmere Boulevard, and in some cases, various commercial spaces within residential areas of the neighborhood. A particular need is food and restaurantrelated. Although the total demand may exceed what the neighborhood can physically accommodate, existing vacant commercial spaces along these corridors could house a significant portion of the retail opportunities, as well as various sites where new infill development could be located.

Buckeye Neighborhood Plan Market Analysis Report 26

Additionally, there were 14 bank foreclosures.

On the other hand, there are 13 other sectors that experienced job losses from 2002 through 2018. While the largest segment of workers employed in the Buckeye neighborhood live within the City of Cleveland, only a small share of these residents live in Buckeye. In 2018, 11.3% of all employed Buckeye residents commuted to University Circle, while 33.4% commuted to other locations within the City of Cleveland, and another 55.2% worked outside of Cleveland. The University Circle neighborhood of Cleveland, which is located immediately north of Buckeye, is home to a total of 66,611 jobs, acting as one of the largest employment centers in the City of Cleveland. Buckeye residents have so far, been unable to capitalize on this proximity.

Buckeye Neighborhood Plan Market Analysis Report 5. Homeownership Market An To understand the for sale housing market in the Buckeye examined market conditions for single family detached condominiums, and townhouses. According to Realquest estate database service that was utilized for report, there October 2019 to October 2021, or approximately 21 sales

Table 22: Breakdown of All Home Sales (October 2019 to October 2021)

To understand the for sale housing market in the Buckeye neighborhood, Urban Partners has examined market conditions for single family detached homes, duplexes, triplexes, condominiums, and townhouses. According to Realquest, which is a comprehensive real estate database service that was utilized for report, there were a total of 518 homes sold from October 2019 to October 2021, or approximately 21 sales per month. Table 22 shows the breakdown of the 504 conventional sales in terms of home types 123 single family detached homes, 313 duplexes, 19 triplexes, 47 condominiums, and two townhouses. The highest median sale price by home type was condominiums at $93,900, or $53.26 per square foot (SF, henceforth). Sales of duplexes comprised 62.1% of all home sales. Additionally, there were 14 bank foreclosures.

Figure 7: Residential Investor Activity in Buckeye (October 2019 to October 2021)

Demographics Buckeye, like many Cleveland neighborhoods, has experienced population decline. The community is significantly older, with 19.6% of the population over 65. In comparison, the 65+ population for the City of Cleveland is 14.0%. This may indicate that younger families or heads of households are moving out of the neighborhood, while many residents continue to age in Although,place. the Buckeye neighborhood has a higher educational attainment level of residents over the age of 25 than the City of Cleveland average, this has not translated to higher levels of average income, as 30.1% of residents currently live below the poverty level. Even though this rate is slightly lower than the City of Cleveland’s poverty rate of 32.7%, residents are living under-resourced lifestyles that translate to a variety of challenges. Among these challenges is access to quality affordable housing. Due to lack of income, over half of renter households in the Buckeye neighborhood are cost burdened, meaning that they pay more than 30% of their income toward housing costs, while 22.9% of owner households are cost burdened, according to the 2019 American Community Survey (ACS). The cost-burden rates for Cleveland households are higher than Cuyahoga County—46.9% of renter households and 25.6% of owner households in the city are cost-burdened, compared to 44.7% and 21.4% for the county, respectively.

Tab e 22: Breakdown of All Home Sales (October 2019 to October 2021)

Source:Realquest,UrbanPartners

Performed by Urban Partners, the Market Analysis Report serves as supporting information for the Neighborhood Master Plan. It provides an analysis of supply and demand conditions for a range of retail, office, and residential uses available in or logically appropriate for development within the study area.

Home Type No of Transactions Median Sales Pr ce Median Square Footage Median Pr ce Per SF Single Family Detached 123 $70,250 1,398 $50.25 Duplex 313 $40,000 1,926 $20.77 Triplex 19 $64,450 2,716 $23.73 Condominium 47 $93,900 1,763 $53.26 Townhouse 2 $24,600 1,439 $17.10 Foreclosures 14 $19,765 1,500 $13.18

Additionally, Buckeye households are less mobile than the City of Cleveland and about equal to Cuyahoga County. According to the 2019 ACS, the percentage of people in the Buckeye neighborhood who changed residences between 2018 and 2019 was 15.8%, compared to 19.0% for the city and 15.2% for the county. This demonstrates a need for access to higher wage jobs, increased access to education, and anti-racist racist strategies aim at closing the gap between housing costs and income. It also demonstrates a lack of quality affordable housing that aligns with the economic abilities of residents in the neighborhood. Employment According to the Census Bureau’s OnTheMap application, which uses employer payroll tax information to geo-locate jobs within a defined area, the Buckeye neighborhood has experienced a significant reduction in job availability since 2002. A total of 5,272 jobs were reported for the Buckeye neighborhood in 2018, which represents a 27.9% drop from 2002. This decline in jobs within the neighborhood mostly occurred in the following sectors: Healthcare, Social Assistance, and Manufacturing. This decline can likely be attributed to the continued decline within the manufacturing sector in the region, while the decline in healthcare jobs may be related to a greater emphasis by healthcare providers on investing in their main campuses that has resulted in neighborhood hospital closures.

Table 22 shows the breakdown of the 504 conventional single family detached homes, 313 duplexes, 19 triplexes, townhouses. The highest median sale price by home $53.26 per square foot (SF, henceforth). Sales of duplexes Additionally, there were 14 bank foreclosures.

Source:Realquest,UrbanPartners Investor34168% OOwnerccupant16332%

Figure 8: Distribution of Sa es by Home Type and Buyer Type (October 2019 to October 2021)

Source:Realquest,UrbanPartners Table 23 is a breakdown of the 163 homes purchased by owner occupants. The highest median price was for homeowner to homeowner sale of single family detached homes at $118,000, or $73.20 per SF. The 38 condominium units sold between owner occupants also reported strong sale prices (median sale price of $105,000, or $59.97 per SF). For duplexes, homes sold by investors were approximately $20,000 more expensive than the homes previously owned by owner occupants.

2% 0%Investor Buyers

Rental housing market research has revealed that apartment availability in Buckeye is extremely limited. Rentals include several multi-family complexes throughout the neighborhood, both new and older.

S ngle Fam ly Duplex Tr p ex Condom n um Townhouse Distribution of Sales by Home & Buyer Type

Regardless of age, these complexes have extremely low vacancy rates. This indicates that demand is quite strong in the area for rental housing, despite the area’s loss of population. As a result of these market conditions, it appears that new rental housing is potentially a viable development opportunity for an evolving Buckeye. This could take the form of additional newly built market-rate apartments that would serve upper-income renters seeking to live in the neighborhood. At the same time, due to the neighborhood’s significant supply of vacant housing— over 3,000 units as indicated by the Census—there also appears to be a particular opportunity for more cost-sensitive rehabilitated market-rate apartments in existing structures that could house middle-income residents. Such rehabbed units could occur in vacant or underutilized buildings, including duplexes, which are popular in the neighborhood, and spaces above groundfloor uses along the neighborhood’s commercial corridors. Despite the significant supply of affordable units in Buckeye, 50.2% of renter households in the Study Area are paying more than 30% of their incomes on housing. Waiting lists exist for HUD affordable housing in the area. Furthermore, the affordable status of several complexes have or will be expiring. If not renewed, the units will become market-rate, resulting in a loss of affordable housing. When considering the lack of quality affordable housing, there appears to be a need and opportunity for additional affordable rental units in Buckeye, potentially as additional Low Income Housing Tax Credit (LIHTC) housing restricted to residents with incomes not to exceed 60% AMI. However, these tax credits are highly competitive, particularly with a recent award, and thus, additional LIHTC projects soon will be hard to execute. Therefore, consideration should be made for affordable units to be incorporated into new multi-family Demanddevelopments.exists for new housing across a variety of types and for multiple levels of income, however it is critical to consider the quality of new housing being developed over the quantity.

home types and buyer types. While the homes purchased among three types 36.4% single family, 37.6% duplex, three quarters (74.2%) of investor purchases were for ype and Buyer Type (October 2019 to October 2021) homes purchased by owner occupants. The highest median homeowner sale of single family detached homes at $118,000, or units sold between owner occupants also reported strong $105,000, or $59.97 per SF). For duplexes, homes sold by more expensive than the homes previously owned by 19%

Rental Housing Market Analysis

74%5%

36% 38% 1% 24% 1% Owner Occupant Buyers Sing e Fami y Duplex Tr p ex Condominium Townhouse 19%74%5% 2% 0%Investor Buyers Sing e Fami y Duplex Tr p ex Condominium Townhouse

12 BUCKEYE NEIGHBORHOOD PLAN EXECUTIVE SUMMARY 13 condominiums at $93,900, or $53.26 per square foot. Sales of duplexes comprised 62.1% of all home sales. The Realquest data show that two-thirds of all home sales in the Buckeye neighborhood are attributable to residential investors (67.7% of all homes purchased). Thirty-one percent (31.2%) of these investors are Cleveland-based, and another 23.5% are non-Cleveland Ohio companies. Other investors hail from 26 different states and three foreign countries. This out-of-town investment represents a huge concern for both the Buckeye neighborhood and the City of Cleveland. The assumption is that out-of-town buyers are attracted to small markets, like Cleveland, that possess affordable real estate and carry tax break vehicles like the Opportunity zone designation. In turn, these investments represent a loss of control over the neighborhood’s future growth. Land ownership is a key contributor in enabling the community to guide development and investment, and the challenges are significant related to the recovery or acquisition of land once momentum begins to build and greater attention is paid to opportunities in the community.

Figure 8 summarizes the sales by home types and buyer types. While the homes purchased by owner occupants were distributed among three types 36.4% single family, 37.6% duplex, and 24.2% condominium) nearly three quarters (74.2%) of investor purchases were for duplexes.

Steering Committee Kickoff July 6, Steering2021Committee Meeting #2 July 20, Steering2021Committee Meeting #3 August 17, 2021 Steering Committee Meeting #4 September 21, 2021 Community Kickoff Event October 13, 2021 74 SteeringparticipantsCommittee Meeting #5 October 19, 2021 Steering Committee Meeting #6 November 16, 2021 Merchants Meeting November 17, 2021 Community Event #2 November 30, 2021 62 12DecemberSunbeamparticipants16,2022students BUCKEYE NEIGHBORHOOD PLAN PLAYLIST Steering Committee Meeting #7 December 21, 2021 Harvey JanuaryRice11, 2022 13 SteeringstudentsCommittee Meeting #8 January 18, 2022 Community Event #3 January 20, 2022 58 Intergenerationalparticipants School February 8, 2022 15 SteeringstudentsCommittee Meeting #9 February 15, 2022 Community Event #4 February 24, 2022 64 SteeringparticipantsCommittee Meeting #10 April 5, 2022 Songs curated by the residents, stakeholders, and neighbors of Buckeye. This playlist was utilized as welcome and closing music for community events, and was made available on the project website. Community Engagement Timeline:

Due to continued health and safety concerns for participants all community events for this planning process occurred virtually via Zoom. Blending community-building activities, music, and authentic conversation with neighborhood planning subject matter provided a space where honest perspectives could be shared in both small group and large group settings. Large group and smaller breakout sessions were often the formats of discussions that centered on topics the community valued: safety, neighborhood beautification, mobility, access to jobs, culture, diversity, and anti-displacement. Conversations were unfiltered and authentic, the project team was challenged by the community and reminded that without restoring the spirit of the community, no amount of new construction will have the lasting positive impact desired.

14 BUCKEYE NEIGHBORHOOD PLAN EXECUTIVE SUMMARY 15 COMMUNITY EVENTS

Led by designExplorr, three youth design sessions were held 4 schools within the Buckeye neighborhood, where students shared their concerns about their community in addition to sharing their affection for the environment they are growing up in. Lastly, Seventh Hill and local artist, Ariel Vergez, built a functional and visually memorable mobile structure to serve as a community touchpoint for the duration of the project. The portable structure moved between various locations in the project area to build awareness of the project and serve as a physical location for community members to share their feedback.

16 BUCKEYE NEIGHBORHOOD PLAN EXECUTIVE SUMMARY 17 In addition to the virtual community events held throughout the neighborhood planning process, the planning team deployed creative tactics to increase participation. A community-wide survey was distributed virtually that obtained over 100 participants, and was largely representative of neighborhood residents. While planning processes largely attract adult audiences, a focused effort was made to connect with the youth of the community.

do you love most about the Buckeye neighborhood? What do you believe the neighborhood is currently lacking? Percentage (%) Live in Greater Buckeye Neighborhood Own a Business / Property in Greater Buckeye WorkNeighborhoodinGreater Buckeye Neighborhood Other 16% 10% 65% 10% Percentage (%) Black or African American White / MultipleHispanicCaucasianEthnicity / Other 10% 23% 63% 3% Percentage (%) Black or African American White MultipleHispanicCaucasianEthnicity / Other 10% 23% 63% 3%Black or African American Live in Greater Buckeye Neighborhood Please select the statement

is most applicable:What is the current make up of the neighborhood? White / Caucasian Own a Business / Property in Greater Buckeye Neighborhood Work in Greater Buckeye Neighborhood MultipleHispanicEthnicity / Other Other Percentage (%) Live in Greater Buckeye Neighborhood Own a Business / Property in Greater Buckeye WorkNeighborhoodinGreater Buckeye Neighborhood Other 16% 10% 65% 10% What name do you use to identify your neighborhood? Please share three things you love about your Neighborhood: Please share three things that you wish were different about your community? PlacesProximityPeople Personal Safety More Shaker/ClevelandGreaterShakerLarchmereBuckeye/ShakerBuckeyeMoreVisualDevelopment/InvestmentAttractivenessCommunityInvolvementSquareBuckeyeShakerCHALKAssociationLudlowBuckeye-WoodhillWoodlandBlvdHillsCommunity The ElevateEye the East Ninety MountThird GrandviewBuckeye-KinsmanPleasant, MobilityPublicPotentialTransportation/ Better Amenities Road Conditions/Traffic Saftey More Youth Opportunities Enhanced Parks/Public Spaces Summary of Community Survey Results:

ENGAGEMENT Young CollaborationCommunityoutreachengagement

What that

4. Establish a united neighborhood identity that manifests in the landscape. 5. Keep housing in Buckeye affordable.

COMBATING DISPLACEMENT

One of the primary concerns throughout the engagement process was the uneasiness surrounding the possibility of gentrification.

EXECUTIVE SUMMARY 19

7. Establish design standards for commercial corridors and neighborhood streets that protects the quality of the community.

The community, committee members, and stakeholders collectively expressed a desire to create a place where all can thrive, and a united Buckeye exists. Shaped by this guidance, seven guiding design principles were established to focus the plan recommendations and strategies. These principles focus on the neighborhood’s challenges and reflect where change is desired.

Gentrification defined…

1. Become the leading neighborhood in Cleveland for antidisplacement strategies.

While investments in new housing bring added vitality, new residents, and positive economic impacts to the City of Cleveland, it historically does not come without consequence. Higher valued homes are introduced into a market with the assumption that the quality of the community would increase as well, primarily via rising property values. While this could seem to be a positive for historical homeowners, rising property values tend to cause a rise in property taxes that may put a community out of financial reach for some. Additionally, renters are often are displaced as landlords to raise rents or become willing to sell off their higher valued property. At the core of the concerns surrounding gentrification is displacement. The investment that the community has yearned for is finally approaching, and those who’ve called Buckeye home for decades may feel unable to reap the benefits of it. It was crucial to Burten, Bell, Carr Development , Inc. that this plan identify strategies and tools that could be implemented to protect the community from these ill effects associated with growth.

A series of Anti-Displacement Initiatives were studied, each taking a creative approach to tackling the issue at different stages of the development process. Below are prioritized anti-displacement measures Burten, Bell, Carr Development , Inc. intends to actively pursue:

The leading guiding design principle, Inclusion, centers on Buckeye creating a new standard for anti-displacement. However, it must first be acknowledged where this fear is born out of, along with what traditionally accompanies displacement. Buckeye’s characteristics align with communities that are typically most vulnerable to displacement through increased investment in a neighborhood. According to The Uprooted Project, a joint initiative of faculty with The University of Texas School of Law and the Community and Regional Planning Program at The University of Texas at Austin, race, education level, homeownership, income, and poverty status are all indicators of vulnerability. Buckeye’s demographics and its proximity to the investment building in University Circle and anticipated growth make a vulnerable community for gentrification.

WIDEAFFORDABILITYreal!COMMUNITY-STABILITYDESIGNSTANDARDS

NEIGHBORHOODECONOMICGROWTHIMPROVEDSAFETYUNITY INCLUSION

A disruption of a neighborhood’s characteristics (racial demographics, household income, and history) through the insertion of new housing, new businesses, or public/private investment.

3. Improve the quality of life in Buckeye through increased lighting, traffic calming measures, neighborhood beautification, and increased access to jobs.

Affirmative Marketing Strategies That Target Disadvantaged Communities Community Land Trust Foreclosure AffordabilityAssistanceRequirements for New Construction Community Benefits Agreements ANTI-DISPLACEMENT=+NEIGHBORHOODPROTECTCULTURE CREATEOPPORTUNITYECONOMICINCREASED REQUIREMENTSAFFORDABILITYESTABLISH ENVIRONMENTTHEPRIORITIZENATURAL How to avoid displacement: + +

GUIDING DESIGN PRINCIPLES

6. Create neighborhood stability through the reactivation of vacant buildings and land, and increased accountability among property owners.

2. Create opportunities for Buckeye residents to contribute to the growth of the local economy.

As part of the $35 million dollars awarded by the department of Housing and Urban Development to the Cuyahoga Metropolitan Housing Authority, 800 new and replacement units of housing will be built in multiple phases, replacing the to be demolished Woodhill Homes. These types of investments demonstrate a commitment to maintaining affordability in the neighborhood, while also providing exciting new spaces that demonstrate the unique features of Buckeye and the dignity that residents deserve. New construction on vacant land begins to address the challenges of stability in the community. This investment must be leveraged to create the standard for quality affordable housing, while applying an anti-displacement mechanism to keep existing Woodhill Homes residents in the Buckeye neighborhood. There are over 400 families living in Woodhill Homes that will be impacted by this new construction. How will their lives be preserved and serve as a model for investment without displacement?

CHN Housing Partners - Larchmere Homes

20 BUCKEYE NEIGHBORHOOD PLAN EXECUTIVE SUMMARY 21

DESIGN IDEAS

In addition to multifamily housing development, CHN Housing Partners is beginning construction on 27 homes in the neighborhood. The title of their project, Larchmere Homes, primarily focuses investment north of Buckeye using land acquired from the land bank and affordable housing funding to insert more housing opportunity and options into the community. CHN Housing Partners serves as an example of how available land can be converted to affordable and market rate opportunities within Buckeye.

Current Investments

INCLUSION real! COMMUNITY-WIDEAFFORDABILITYSTABILITY

Woodhill Station West (Phase 1)

Arrival Access to Buckeye from the west is not as pronounced and is disrupted by the rail line that lies proximate to the newly constructed Opportunity Corridor. These harsh conditions create unique surfaces to apply public art, lighting, and other wayfinding elements that announce entry into the community. This arrival experience into the neighborhood would benefit from targeted improvements at each access point. There are moments where identities and places are claimed, such as Shaker Square, Larchmere, along with traces of branding on the Buckeye Road corridor. However, as the Elevate the East work has identified, there exists several opportunities to activate space with art installations, wayfinding and other unifying elements that can be incorporated into the landscape. This process has revealed that these types of enhancements are desired but should be approached with care. Style, color, font, and placement of wayfinding features in the landscape can spread further division and separation, if not done thoughtfully. The thoughtful branding that has been established for this planning process offers a wide and favorable selection of colors and features that support the desire to create unity opens the door for great opportunity. Featured here is the train underpass located adjacent to the E 96th Street and Woodland Avenue intersection. This location is representative of the experience along this western edge of the neighborhood, with multiple train underpasses. Woodland Avenue serves as a primary eastwest neighborhood corridor, creating an opportunity to highlight entry into Buckeye. Adjacent to several industrial uses, but also flanked by the City’s recent investment in the Opportunity Corridor, Woodland and Buckeye Rd on the eastern side of the neighborhood are strategic places to announce arrival, while celebrating the unity and culture present in the neighborhood.

PRESERVE & EXPAND HOUSING STOCK

It’s location at this western neighborhood access point, coupled with its plans to expand their footprint, not only will add jobs to the neighborhood, but provide opportunity for enhancement to the portion of the neighborhood it directly intersects with. This concentration of assets and investments requires further investigation and study.

NEIGHBORHOOD UNITY DESIGN STANDARDS

22 BUCKEYE NEIGHBORHOOD PLAN EXECUTIVE SUMMARY 23 E 96th Street and Woodland Avenue 250 500’ 1000’ 1500’ 2500’ BUCKEYERD. SHAKER BLVD. WOODHILLRD. HOLTON ave. WoodhillGCRTAStation ProductsMiceli’sDairy woodland ave. kennedy steinwayyeakelcumberlandave.ave.ave.ave.st.93rde opportunity corridor e90thst. e92ndst. WoodhillStationmiceli’sPotentialexpansion miceli’sPotentialexpansion Primary secondarygatewaygateway site(s)developmentPOTENTIAL site(s)developmentPOTENTIAL st.96the

The Buckeye neighborhood is also home to one of Northeast Ohio’s most prestigious dairy products distributors, Miceli’s.

Investigating Ownership along Buckeye Road Buckeye Road Arguably the historical barometer for the health of the neighborhood, Buckeye Road has suffered from disinvestment, and is positioned for significant restoration. Multiple parcels along the corridor are held by friendly owners, Burten, Bell, Carr Development Inc. or its affiliates, the City of Cleveland, and the City of Cleveland Land Bank. A significant portion of the vacant storefronts have been acquired by a local developer who is working closely with the BBC, while the historical anchor for the corridor, the Moreland Theater, remains controlled by BBC. This places a significant amount of property under friendly ownership, with both landowners focused on providing local wealth generating opportunities, while preserving the heritage of Buckeye. Offering creative solutions for vacancy on Buckeye Road will not only be essential to its re-emergence but it’s sustainability. Community members have voiced a desire for opportunity in the form of job creation, entrepreneurship support, and job training. Strategic reutilization and removal along the corridor create multiple places where this form of development and opportunity can be realized. Additionally, creating a complete experience along Buckeye, that includes gathering spaces and amenities that support year-round activation, can serve to heighten the impact of the Buckeye Road Refresh resurfacing and streetscape enhancements. This roadway improvements began in the late winter/early spring of 2022 and will serve as the catalytic investment into the Whilecorridor.generating ideas around how each of these pockets of vacancy individually elevate the presence of the corridor is important, it is critical to think about how they connect to create a rich experience along Buckeye Road. Most of the friendly ownership lies contiguous, creating opportunity for investment of some significance to occur. The E 118th intersection has a privately held property that is positioned to support the investment taking place by Providence House in their Buckeye campus located at the same intersection and the adjacent Moreland Theater. Coupled with the Art and Soul Park this intersection offers a unique space for positive community energy and investment to be focused.

COMMUNITY-WIDE STABILITY

EXECUTIVE SUMMARY 25 BUCKEYE RD. ST.116THE CENTERPRIMARY ST.117THE ST.118THE ST.118THE ST.119THE ST.119THE ST.120THE ST.120THE ST.122NDE ST.121STE ST.123RDE ST.124THE ST.115THE SECONDARY CENTER -DOG -STOREFRONT-PLACE-PLAYSCAPEPARKTOGATHER-RE-NATURALIZEIMPROVEMENTS BBC BBC BBC BBC BBC BBC BBC BBC BBC BBC BBC BBC BBC BBC BBC BBC N 250 500’ 1000’ 1500’ MAP KEY DEVELOPMENTLANDCITYPRIVATEFRIENDLYOFCLEVELANDBANKOPPORTUNITY BBC: Burten, Bell, Carr Development Inc.

ECONOMIC GROWTH

Parking is an unavoidable topic of discussion. Incorporating a shared parking strategy that limits redundancy, while incorporating the recommendations from the Buckeye Road Refresh for Smart Parking strategies is recommended. As of August 2022, the sewer district and City of Cleveland are working to clean up the city owned parking lot adjacent to E 116th Street and Buckeye Road. These creative solutions to reposition Buckeye Road through the insertion of new land uses has been explored in the past through community dialogue and real estate development strategies. These same sentiments above were put forth in the Buckeye Road Development Strategy, completed by BBC in 2018. The objective remains the same. Activate the primary and secondary centers along the corridor, while restoring the Moreland Theater to a sustainable new use.

Housing Stability Buckeye’s primary housing stock consists of duplexes. However, the effects of redlining and segregation have created a collection of streets with a broad range of housing conditions. Several streets consist of a combination of vacant lots & varying states of vacant structures, some in need of demolition, while others remain viable. The condition of the housing presents an opportunity for numerous housing types to be introduced. These opportunities are plentiful along neighborhood streets, where housing types ranging from single-family homes to townhomes and restored duplexes.

INCLUSION real! COMMUNITY-WIDEAFFORDABILITYSTABILITY SquareShaker N 250’ 500’ 1000’ 1500’ LegendCity of Cleveland - Vacant Land City of Cleveland Land Bank - Vacant Land City of Cleveland Industrial Commercial Land Bank - Vacant Land Cuyahoga County Land Bank - Vacant Land Cuyahoga County Land Bank - Vacant Structure

The accompanying map depicts over 1,500 land bank lots that were recorded on file by the City and Cuyahoga County Land Banks, as of December 2021. In addition to City and County held land bank lots, the map also captures City owned vacant land. All land held by the City of Cleveland and Cleveland Land Bank depicted on this map within the study area is vacant land. Of the Cuyahoga County Land Bank parcels in the neighborhood, 12 are vacant structures. This publicly or friendly controlled land, provides opportunity for a scaled and strategic acquisition process to occur. This process would serve to accumulate land area that in turn can be controlled by a Community Land Trust, or be bound by a Community Benefits Agreement, should it be acquired by a private development entity. A few strategic locations surrounding assets like the Woodhill Homes investments, Woodhill RTA Station, and adjacent to Buckeye Road and Shaker Boulevard, present an opportunity for ownership stake to grow, and for land to continue to be held and stewarded locally.

26 BUCKEYE NEIGHBORHOOD PLAN EXECUTIVE SUMMARY 27 L E E R D KINSMAN RD SHAKER BLVD NPARKBLVD BUCKEYERD E 1 1 6 T H S T QU NCY AVE WOODHILL RD VANAKENBLVD E 1 3 0 T H S T E 8 9 T H S T E 9 3 R D S T FAIRMOUNTBLVD D CKENS AVE S WOODLAND RD FAIRHILLRD FOREST AVE CHADBOURNERD E 8 0 T H S T ONAWAY RD E 1 4 0 T H S T PARKV EW AVE COVENTRY RD E 1 0 2 N D S T WARRINGTONRD FA RFAX RD HOLTON AVE CORYDON RD M LVERTON RD SO KA AVE E 1 4 7 T H S T COLER DGE RD E 1 4 3 R D S T SCARBOROUGH RD E 1 4 2 N D S T LUKE AVE DREXMORERD E 1 3 7 T H S T E 8 8 T H S T MANOR AVE BALDWINRD E 1 4 6 T H S T GR FF NG AVE ESSEX RD S T R A T F O R D R D E 87TH ST E 1 4 5 T H S T WOODBURYRD RAMONA BLVD PARKH LL AVE E 8 1 S T S T HUNTINGTONRD W PARK BLV D E 1 4 9 T H S T MPERIAL AVE E 1 3 9 T H S T BECKETRD SPARKBLVD MTCARMELRD E 1 3 5 T H S T MT AUBURN AVE E 1 2 1 S T S T E 8 4 T H S T E 1 3 4 T H S T WILL AMS AVE E 8 3 R D S T ABELL AVE E 1 3 2 N D S T W ST JAMES PKWY LAMONT ER AVE SHALE AVE A S H B Y R D HILGERTDR HULDA AVE E 8 5 T H S T E 8 6 T H S T EL OT AVE PARKLAND DR E 9 0 T H S T FERNWAY RD SOPH A AVE E 1 1 7 T H S T HEATH AVE MARAH AVE E 1 1 8 T H S T W E L L I N G T O N R D S M O R E L A N D B L V D ALBIONRD MONMOUTH RD CONT NENTAL AVE LARCHMERE BLVD E 1 1 0 T H S T HARVEY AVE E 1 0 0 T H S T ALDERSYDE DR CHAGR N BLVD ST CATHER NE AVE G U I L F O R D R D E 1 1 4 T H S T KINGSBURY BLVD D E M I N G T O N D WR O O D M E R E D R E 1 2 4 T H S T S U T T O N R D MELBA AVE LIVINGSTONRD E SOUTHINGTONRD EASTON AVE KESWICKRD ROSEH LL AVE E 9 5 T H S T E 9 7 T H S T E96THST ELWELL AVE E 1 0 5 T H S T RAYMOND AVE COLCHESTER RD L A M B E R T O N R D LARDET AVE N MORELAND KBLVD EMPER RD LA SY AVE NWOODLAND RD E 1 1 9 T H S T FOLSOM AVE E 1 1 3 T H S T KENNEDY AVE E92NDST S GNET AVE YEAKEL AVE ARTHUR AVE E 1 0 1 S T S T HAMPTONRD E 1 2 7 T H S T ALPINE ST E 8 2 N D S T BUCK NGHAM AVE E 1 0 3 R D S T MTOVERLOOKAVEWOODSTOCKAVE LUDLOWRD E 1 2 8 T H S T FULLER AVE E 1 0 8 T H S T E 1 0 6 T H S T R I PLEY RD BECKMAN AVE GRANDV EW AVE CAP TOL AVE S T L L M A N R D AMBLER ST T U D O R D R HAMLEN AVE BRAEMA R R D E 1 0 4 T H S T E 99TH S T E 1 2 3 R D S T E 1 2 6 T H S T DENTON DR E 1 2 5 T H S T CRESTWOOD AVE LARRY DOBY WAY REGAL A AVE HADDAMRD E 1 2 0 T H S T CARTON AVE STE NWAY AVE NOTREDAMEAVE D R UMMOND R D HARR S AVE E 1 2 2 N D S T W E Y B R I D G E R D S E D G EW I C K R D E 1 1 5 T H S T E 1 1 1 T H S T W I C K L O W R D E 1 1 2 T H S T L E I G H T O N R SD TE NWAY CT END I C O T T R D CLAYTONBLVD CUMBERLAND AVE E 9 1 S T S T DEN AVE BROWN NG AVE A R D L E G H D R ASHWOOD RD CROMWELL AVE D E L A M E R E D R STOUGHTON AVE ELY AVE METHYL AVE MARSHALL AVE ABERDEEN R D R FE CT HARCOURT D R GABR EL CT MCCURDYST M E N L O R D S O V E R L O O K R D PARK HEIGHTS RD W ARWICK RD LISBONRD B E L L F I E L D A V E EVARTSRD E 9 4 T H S T ARLINGTO N R D RAWL NGS CT W E S T B U R Y R D D E L A W A R E DR WA N CT E VE K E N D A L L R D ARDOON AVE LORENZO AVE ENDERBYRD MARLBORO R D PARKEDGE DR SUTTONPL BRTTONDR C H E S H I R E R D HONEYDALE AVE C O L W Y N R D VE NORMAN AVE O VAL DR HAVEL AVE HUDSON AVE E 1 5 4 T H S T CORMERE AVE E 1 5 1 S T S T E 1 5 3 R D S T ROXBORORD E 98TH ST GARFIELDCT E 1 4 4 T H S T STOKESBLVD WAMELINKAVE L U D G A T E R D CORBY RD SEBOR R D H GBEE AVE PREBLE AVE N CT ASHFORD RD METCALF AVE KENNEDY CT FREDER CK AVE MARTIN LUTHERKINGJRDR QUEBEC AVE NEVADA AVE MORRISBLACKPL D RD CONGRESS CT KOLAR AVE N ST JAMES P K W Y MOUNTV EWAVE CHATF I ELD D R H L D A N A R D D AVE RESERVO R PLACEDR DANV LLE CT C H E L T O N R D AND CT SHAKE R SQ E 1 3 8 T H S T ECT OL AVE G LL AVE BROOK RD S LSBYRD SPEAR AVE E 1 5 0 T H S T E 1 0 3 R D P L FORTAVE EVINSAVE BRIT T OVAL A AVE OTTER AVE LTON CT GLADE AVE E 99TH PL AR EL CT ALBAY CT RAMP E 1 2 7 T H S T E 1 1 9 T H S T E 1 1 0 T H S T E 1 1 8 T H S T E 1 2 8 T H S T E 1 0 8 T H S T E 1 2 8 T H S T E 1 2 4 T H S T FULLER AVE E 1 1 4 T H S T E 1 3 0 T H S T E 8 7 T H S T E 9 8 T H S T C O V EN TR Y RD E 1 3 4 T H S T E 1 5 4 T H S T E 1 0 8 T H S T E 1 2 6 T H S T E 9 9 T H S T N MORELANDBLVD E 1 1 7 T H S T E 1 2 8 T H S T E 1 1 7 T H S T VANAKENBLVD E 1 1 9 T H S T E 8 2 N D S T ABELL AVE E 1 2 6 T H S T E 1 2 5 T H S T E 1 3 2 N D S T E 8 4 T H S T E 1 1 7 T H S T E 1 2 1 S T S T E 1 3 5 T H S T E 8 2 N D S T E 1 2 2 N D S T E 9 7 T H S T E 8 9 T H S T E 1 2 6 T H S T KENNEDY AVE E 8 3 R D S T KEMPERRD E 8 6 T H S T E 1 1 8 T H S T E 1 4 9 T H S T GRAND AVE KENNEDYCT BESSEMER AVE G R A N D V I E W A V E E 8 7 T H S T E 90TH ST E 1 1 1 T H S T S M O R E L A N D B L V D FAIRMOUNT BLVD E 1 2 1 S T S T E 1 0 5 T H S T E 8 4 T H S T S PARKBLVD COVENTRY RD E 1 1 5 T H S T E 1 1 9 T H S T E 1 2 0 T H S T E 1 2 5 T H S T CUMBERLAND AVE E 104TH ST E 1 0 3 R D S T LUDLOWRD E 8 9 T H S T GRANDAVE E 1 3 0 T H S T E 8 7 T H S T SHAKER BLVD MANOR AVE ONAWAY RD AMBLERST E 1 5 3 R D S T E 1 2 8 T H S T E 8 1 S T S T MT OVERLOOK AVE FAIRMOUNTBLVD EASTON AVE SOUTH NGTON RD E 1 2 6 T H S T E 1 0 0 T H S T E 1 2 1 S T S T CLAYTONBLVD E 1 2 7 T H S T E 8 3 R D S T E 103RD ST QUEBEC AVE CORMERE AVE E 1 0 4 T H S T FAIRHILLRD SPEAR AVE E 9 2 N D S T BESSEMER AVE E 1 1 2 T H S T E90THST E 1 3 5 T H S T E 9 1 S T S T E 1 2 1 S T S T E 1 4 6 T H S T E 8 8 T H S T E 1 1 4 T H S T E 9 7 T H S T E 1 2 3 R D S T E 1 1 8 T H S T E 1 2 4 T H S T E 1 1 2 T H S T PARKV EW AVE E 9 3 R D S T E 1 1 9 T H S T E 1 3 9 T H S T E 1 0 3 R D S T SOPH A AVE E 9 9 T H S T E 1 0 2 N D S T E 1 2 6 T H S T E 9 4 T H S T °ENAISSANCE MASTER PL AN - LAND BANK OWNERSHIP Legend C T Y OF CLEVELAND C T Y OF CLEVELAND LAND REUT L ZAT ON PROGRAM C T Y OF CLEVELAND NDUSTR AL COM MER C AL LAND BANK CUYAHOGA COUNTY LAND REU T L ZAT ON CORPORAT ON Burton, Bel Carr Deve opment Ci ty Arch tec ture City of Cleveland and Cuyahoga County Land Bank Parcels, January 2022 WoodhillStation Woodhill BuckeyePlaza HighBenedictineSchool Larchmere St. Lukes

KINSMAN RD. Acquisition Due to the volume of land bank lots within Buckeye, acquisition of property is accessible across the study area.

N 250’ 500’ 1000’ 1500’

Recognizing that quality affordable housing is a challenge to access within the community, there are neighborhood streets immediately south of Buckeye Road that offer potential opportunity. These strategic locations would target investment into Ward 4 more directly, and be focused specifically at E 116th, E 123rd and E 130th Streets. These locations provide opportunity for targeted acquisition to occur for the purposes of infusing new development into the landscape. Each of these streets, while proximate, present differing characteristics that were considered when developing recommendations.

Moving further east into the denser residential portion of the neighborhood, E 123rd could support multifamily designs that modernize the Buckeye duplex. Many of the vacant parcels located along this stretch are the average parcel size of the commonly found Buckeye duplex. The vacant land allows for new construction of a housing type that pays homage to this duplex, while incorporating modern features that support a 21st century lifestyle. Key locations that would support this development can be found at E 123rd and Buckeye Rd, Continental Ave, and Griffing Ave. E 123rd also closely connects with Imperial Ave, the site of the Garden of 11 Angels, a memorial garden for the victims of Anthony Sowell. An adjacent land bank parcel, fronting on E 123rd also presents an opportunity for a supporting use, such as permanent supportive housing or supportive services.

E 116th serves as an area that is best suited to support mixeduse or commercial infill. The presence of existing commercial and non residential uses, that are largely stable, encourages complementary development in the form of additional commercial spaces. Vacant lots between Honeydale Avenue and Continental Avenue provide opportunity for infill to occur on corner lots at a modest scale. At Parkview Ave and E 116th Street there is roughly 20,000 square feet of contiguous vacant land that could support adding new mixed use development to the neighborhood along a key North-South connector.

28 BUCKEYE NEIGHBORHOOD PLAN EXECUTIVE SUMMARY 29 real! COMMUNITY-WIDEAFFORDABILITYSTABILITY

The makeup of E 130th offers opportunity for Single family redevelopment due to larger lot sizes and the surrounding typology. Buckeye can support increased diversity among its building types to help attract and retain a diverse population of residents. These opportunities along 130th are largely concentrated at the southern boundary of this plan’s study area, nearly adjacent to Kinsman Road. The presence of Single family homes is more prevalent along this corridor, and contextual would support infill of this similar type. An aging in place model would be a form of Single family infill that could be supported by this area, with access to public transit, and adjacent amenities along Buckeye, Kinsman, and in Shaker Square.

PROPOSED TRAIL

There is the crime and violence that is happening within the community, in addition to property theft and drug use. The ill effects of these behaviors at times are supported by the condition of the landscape. Clearing new paths to provide alternative connections, while also incorporating lighting and other safety measures such as clear crossing locations, help to eliminate opportunities for undetected poor behavior to occur. There is recognition that painted crossings, lighting and trails will not cure safety concerns, but both the soul and physical condition of the community must be invested in if healing to Additionally,occur.land bank lots are currently being leveraged for side lot expansion within Ward 4 with nearly 50 requests approved, as of August 2022. Coordination between sidelot expansion and lots that are to be prioritized for development will be critical to collectively reaching the desires for the Lastly,neighborhood.Benedictine High School’s recently developed master plan includes proposed acquisition of parcels adjacent to the Benedictine campus. Community engagement is ongoing for this effort, and opportunity to connect the school’s investment in the neighborhood to improve the quality of connections across can be leveraged.

LAND BANK

KEY GREEN DEVELOPMENTSCHOOLSPACESITE OPPORTUNITY PROPOSED LAND BANK BIKE TRAIL KEY NORTH/SOUTH STREET KEY EAST-WEST STREET KEY COMMERCIAL CORRIDOR CITY LAND BANK LOT COUNTY LAND BANK LOT CITY OF CLEVELAND

The prevalence of land bank land presents multiple opportunities for investment and improvement. Contiguous land bank lots can be leveraged as new neighborhood connections. Running parallel to MLK Jr Drive and among the former CMSD schools, Audubon and Mount Auburn, these contiguous lots introduce the opportunity for new trails and paths to be introduced into the neighborhood. These former school sites are currently slated for conversion into new housing for the neighborhood, introducing a new option for current and future residents and increasing density in the southwest quadrant of Buckeye. Introducing a north south trail connection would provide connections to these new development sites, while also giving more direct access to the NEORSD Green Infrastructure Grant spaces along Buckeye Road that would support greater utilization. Movement throughout the neighborhood has come up as an aspect that is directly tied to safety, adding some depth and dimension to this challenge. This is tied to the condition of the paths that residents utilize, where heaved concrete, damage pavement, and un-shoveled sidewalk make maneuverability challenging, and a poorly lit network of connections that cause uneasiness.

Improved Connections

IMPROVED COMMUNITY-WIDESAFETY STABILITY NEIGHBORHOOD UNITY N 250’ 500’ 1000’ 1500’

30 BUCKEYE NEIGHBORHOOD PLAN EXECUTIVE SUMMARY 31 BUCKEYE RD. BENEDICTINEHIGHSCHOOL AUDUBONFORMERMIDDLESCHOOL FORMER ELEMENTARYAUBURNMTSCHOOL LUKE EASTER PARK -CENTERADD: -BANNERSMEDIAN -BIKEADD: LANE DR.MLK ST.116E.

EXECUTIVE SUMMARY 33 BUCKEYE RD. SHAKER BLVD. WOODHILLRD. HOLTON ave. AMBLERST.ALPINEST. ST.92nde sophia ave. KOLAR ave. Ambler-HoltonParkImprovements WoodhillGCRTAStation DairyMiceli’sProducts MCcURDYAVE. STEINWAY ave. WAMELINKave. ELWELL ave. STOUGHTON ave. SOPHIA ave. AMBLERST. HomesWoodhill-Phase 1 OPPORTUNITYCORRIDORCONNECTION New Pedestrian Connection Opportunity Corridor Connection Woodhill Homes Phase 1 Connection Blended Development Opportunity

IMPROVED COMMUNITY-WIDESAFETY STABILITY NEIGHBORHOOD UNITY INCLUSION real! AFFORDABILITY N 250’ 500’ 1000’ 1500’

The area between Holton Ave and Sophia Ave represents the largest piece of contiguous vacant land in the Buckeye Neighborhood. While occupied single family homes remain, it does not have the level of density that is present throughout the balance of the neighborhood. A noticeably sloped terrain, and an adjacency to industrial uses that flank the western edge of Buckeye, create a landscape that represents the decline Buckeye has experienced. At present, the majority of this vacant land is held by the City or County Land Bank. The forest-like feel that overgrowth and lack of investment has brought this geography might allow it to be completely returned to nature, however proximity to recent investment and a need for a sustainable economic surge introduce a need for a balance density and nature to be struck. Youth of Buckeye have expressed a desire to interact with nature and play freely and safely in their neighborhood. Creating a structured nature based educational and play environment that preserves the nature feel currently present, while giving it a framework for both users and environment to feel safe and protected, and pairing with new housing development has the opportunity to create an environment not found in many urban contexts. Investment from Woodhill Choice, proximity to the Woodhill RTA station, and large pieces of contiguous vacant land, offer the opportunity for a substantially sized Transit Oriented Development to take shape here. Mixed uses spaces thrive when access to greenspace, among other amenities, are proximate and this area could provide that opportunity for a blend of supporting uses to be combined.

Density and Nature

Lastly, a community’s health hinges on the strength of movement within its boundaries and to adjacent locations. Movement must feel safe, welcoming, and incorporate destinations that support mental and physical health.

The community’s voices have collectively influenced each of the recommendations that follow. From Buckeye’s youth to it’s elders,, the same community is desired – A safe place filled with opportunity, choice, cleanliness, and places to enjoy the company of the neighbors each of them has such affection for. These 4 areas of focus most closely reflect the communities influence on the planning process, and ultimately how the community will be shaped into the future. A unified Buckeye must establish a collective identity, without sacrificing individual character. Access to housing of multiple types must be provided, but it must be done with equity and equality in mind to bring the desired stability and prevent displacement. None of these great things can be sustained without a strong economic foundation. This is represented in the diversity of business types, and the readiness of residents to fill the needs of these local employers.

34 BUCKEYE NEIGHBORHOOD PLAN EXECUTIVE SUMMARY 35

IMPLEMENTATION

identity business/community directory Neighborhood Clean Up small business startups/incubators Branding & Wayfinding job training & supporthealthcareUnity opportunities Bold increasedre-usePlacemaking&restorationvarietyof business offerings Economic strength MORELAND THEATER kitchen incubator IDENTITY ECONOMIC STRENGTH HOUSING CHOICE HEALTHY CONNECTIONS improved transit waiting environments expansion of urban farming new & creative outdoor spaces to gather safe paths & trails Equitable internet access preservation & acquisition increased increased multi-modal options tenant & neighborhood protection recreation FACILITY maintaining affordability providing housing options improved tree canopy lead free buckeye healthy connections housing choice

Neighborhood-WideSite-Based KINSMAN RD. BUCKEYE RD. larchmere BLVD.WOODLAND AVE. SHAKER BLVD. DR.jrMLK ST.E.116WOODHILLRD. blvdmorelands. ST.E.110

Buckeye contains a rich cross section of culture and history, with pockets of the large neighborhood containing distinctive qualities. Missing from this collection of elements is a uniting element that brings each of the corners of the neighborhood together. Beyond a physical representation of a united Buckeye, there remains a need for work to be done to heal division across neighborhood, so a true feeling of togetherness can be felt.

Focusing branding and wayfinding along primary corridors, while highlighting key intersections, like Woodhill Rd and Buckeye Rd, historic fixtures, like Shaker Square, and neighborhood access points, like Martin Luther King Jr. Dr, Fairhill Rd and Stokes Blvd with bold placemaking features help to improve perception and neighborhood pride. Additionally, neighborhood-wide efforts focused on building community and beautification serve as foundation for sustainable positive change. bold

cleanbrandingplacemaking&wayfindingunityup

36 BUCKEYE NEIGHBORHOOD PLAN EXECUTIVE SUMMARY 37

identity

38 BUCKEYE NEIGHBORHOOD PLAN EXECUTIVE SUMMARY 39

Combining investment into the reuse and restoration of existing historic spaces with innovative uses, such as, creative business startups and kitchen incubators, help to both preserve the legacy of the existing architecture and meet the needs of the current population.

The collective recognition by community members of a lack of local opportunity, job readiness, access to resources, and depressed conditions, all reflect poor economic conditions. To build this strength, supports have to be put in place and opportunity created to allow for steady growth to occur. Perhaps the longest range of the implementation tactics prescribed, yet the results have the ability have to create the generational positive impact that is desired.

ChurchApostolicPentecostalArea Call and Post Shaker Square E. 116th Parkview& E. 123rd &IncubatorKitchenBuckeyeTheaterMoreland reuse & restoration job increasedbusinesskitchentrainingincubatorstartupsbusiness variety economic strength MORELANDhealthcaredirectoryTHEATER Neighborhood-WideSite-Based KINSMAN RD. BUCKEYE RD. larchmere BLVD.WOODLAND AVE. SHAKER BLVD. DR.jrMLK ST.E.116 WOODHILLRD. blvdmorelands.GRIFFING AVE. MT. CARMELST.E.110ave. HOLTON ave. AMBLERST. ST.E.123 ST.E.130

Real concern exists across the neighborhood about the availability of quality housing stock for all levels of income. As investment comes and needed improvements occur, mechanisms must be put in place to support a range of investment in both existing stock and new construction. Additionally, diversity within occupancy and housing types is critical to providing equitable access to housing for all.

It is important that the Woodhill Choice neighborhood planning work has identify housing opportunities that capitalize on proximity to investment, land availability, and neighborhood needs. Building from the ‘Model Blocking’ street transformations can serve as guide for restoring blocks in the reference Habitat Village and Reservoir Neighborhood.

40 BUCKEYE NEIGHBORHOOD PLAN EXECUTIVE SUMMARY 41

ChoiceWoodhill ChoiceWoodhillMountAuburnSchool SchoolAudubon E 130th Buckeye&Rd TENANTleadhousingAffordabilityoptionsperservation&acquisitionfreebuckeyePROTECTION SquareShaker SiteDevelopment Neighborhood-WideSite-Based housing choice VillageHabitat NeighborhoodReservoir KINSMAN RD. BUCKEYE RD. larchmere BLVD.WOODLAND AVE. SHAKER BLVD. DR.jrMLK ST.E.116WOODHILLRD. blvdmorelands.GRIFFING AVE. NOTREMT.woodstockave.OVERLOOKave.DAMEave.MT. CARMEL ave. crestwood ave. grandview ave. hulda ROSEHILLSHALEave.ave.ave. ST.E.110 HOLTON ave. AMBLERST. ST.E.123 ST.E.130

Each of the four implementation focus areas are meant to serve a multi-dimensional purpose. Healthy connections represents this by focusing recommendations on improved physical connections between assets, prioritizing access to healthy goods and services, in addition to creating space for healthy relationships to be grown.

Strengthening movement from neighborhood streets to provide safer pedestrian linkages to assets like Buckeye will allow for new outdoor gathering spaces to be formed, while also creating opportunity for improved access to greenspace to occur.

42 BUCKEYE NEIGHBORHOOD PLAN EXECUTIVE SUMMARY 43

healthy connections Neighborhood-WideSite-Based INCREASED MULTI-MODAL OPTIONS Tree canopy New outdoor spaces transit InternetstopsaccessurbanfarmrecreationFACILITY KINSMAN RD. BUCKEYE RD. larchmere BLVD.WOODLAND AVE. SHAKER BLVD. DR.jrMLK ST.E.116WOODHILLRD. blvdmorelands.GRIFFING AVE. NOTREMT.woodstockave.OVERLOOKave.DAMEave.MT. CARMEL ave. crestwood ave. grandview ave. hulda ROSEHILLSHALEave.ave.ave. ST.E.110 HOLTON ave. ALPINEST. ST.E.123 ST.E.130SOPHIA AVE. E92ST. ST.104E ST.120EHONEYDALE AVE. CONTINENTAL AVE.AUBURN AVE.

To achieve the full vision of a plan, it typically takes time. Initiatives that fall within this category will likely take over 3 years to be realized within the study area.

To guide the implementation of these 75 initiatives, each recommendation has been assigned an anticipated timeline to be fully realized. The timeline is broken down into three categories: Immediate, Near Term and Long Term. Each of these are defined below, and includes anticipated partners, and a range of projected costs to implement.

44 BUCKEYE NEIGHBORHOOD PLAN EXECUTIVE SUMMARY 45 Branding Restoration ReforestationWayfinding

The accompanying map represents the collection of initiatives that have been developed for the neighborhood.

Action steps

Near term Initiatives that may require some lead time to organize funding and support, but have the ability to be implemented in less than 3 years.

IMMEDIATE Actions or steps that can be implemented in less than one year, from testing the feasibility or effectiveness of ideas, to fully realizing A much needed change.

LONG TERM PLANNING

While cluttered, this visual represents where concentrated investment is best suited, and how previous planning and current investment can be leveraged to the greatest benefit of the community. With these initiatives now identified, the next step is the development of an effective implementation strategy.

SheltersEnvironmentsthat better protect users from the elements, while also providing technology features that provide charging stations and internet access In connection with the Woodhill Choice Implementation, as the Bumper Crop Farm is relocated the community is actively engaged

Anticipated Costs: $15,000 to $40,000 preservation & acquisition

IMMEDIATE

Potential Project Partners: designExplorr, Guide Studio, LAND Studio Anticipated Costs: $20,000 to $50,000

PositionentityBurten, Bell, Carr Development, Inc. or other non-profit to acquire foreclosures, sheriff sales, to limit the ability of out-of-town investor Tyingownershipintrades training program with housing repair and improvement. Local labor helping to build local wealth

Include in directory: listings of vacant and available spaces, Community offerings, Upcoming Events, Business promotions

Potential Project Partners: Local Urban Farming Organizations Anticipated Costs: over $25,000

Building off the ‘Providence House effect’ of placing imagery of youth along storefront to prevent vandalism of currently vacant sites Begin ‘Keep My Block Beautiful campaign’ to encourage neighborhood unity Potential Project Partners: Nehemiah Project, Cuyahoga County Solid Waste District Anticipated Costs: under $10,000

IMMEDIATE

Take steps toward neighborhood beautification through community clean ups organized and led by Burten, Bell, Carr Development , Inc.

Provide support for residents to connect with the Cuyahoga County Solid Waste District’s Litter Clean-Up Supplies program

Creation of a loan pool program that allows for low interest home loans to make properties more accessible, clearing the way for more affordable owneroccupied housing, with adjoining rental unit (Buckeye Duplex)

Potential Project Partners: Philanthropy, Banking Institutions, City of Cleveland, Cleveland Land Bank, Cuyahoga County Land Bank Anticipated Costs: Varies

Potential Project Partners: Buckeye Merchants, Marketing & Communications Expert(s), SHAD Connection, Larchmere Merchants Association

Recommended to be hosted by Burten, Bell, Carr Development , Inc., would include front-end investment in digital platform, with ongoing updates and maintenance to follow in long term Establish a physical and digital directory of existing and future businesses within the Buckeye neighborhood, weaving in neighborhood branding/identity elements

expansion of urban farming

Utilize the recommendations set forth in the Elevate the East planning process to both prioritize and strategize the placement of signage, wayfinding, and public art Neighborhoodinstallationscommunity marketing campaign, to help change NEGATIVE perceptions, INCLUDING working with a Marketing firm to CREATE AN EFFECTIVE STRATEGY

identityneighborhood clean up branding & wayfinding

Utilizing the condominium model as a form of wealth creation Lease purchase program managed by Burten, Bell, Carr Development , Inc. or other

Building from the recommendations of the Buckeye Road TLCI to carry out the strategic placement of bus shelters along Buckeye Road corridor

identity healthy connectionshousing choicesEconomic strength improved transit waiting environment

46 BUCKEYE NEIGHBORHOOD PLAN EXECUTIVE SUMMARY 47

Promotion and support of side yard expansion that includes gardening Burten, Bell, Carr Development , Inc. connection to the Urban Agriculture Zone, and potential extension from Kinsman into Buckeye Urban Farming classes and resources for interested residents and stakeholders

Potential Project Partners: Local Artists, Fabricators, GCRTA Anticipated Costs: $20,000 to $50,000

Connecting placemaking features and public art with Transit Waiting

healthy connectionshousing choicesEconomic strength business/ community directory

Adoption of a Buckeye neighborhood brand identity that both celebrates neighborhood individuality and demonstrates neighborhood unity

community-based services offered Collaboration with Legal Aid Society Cleveland Neighborhood Progress support with combating out of town home

NEAR TERM identity healthy connectionshousing choicesEconomic strength

Healthy food Small grocery Local ownership

Promotion of business startups on Buckeye Road Youth training programs connected to STEAM and construction trades that support new investment occurring in the neighborhood

Potential Project Partners: Philanthropy, Colleges / Universities (ex. John Carroll)

Anticipated Costs: VariesProvide access to medical and health training business programs, designed to teach how to operate your own healthcare practice Pursue partnerships with Cleveland Clinic, University Hospitals, and MetroHealth, for specialized medical practices to be housed in Buckeye Neighborhood

Economic strength re-use & restoration

Establish Co-op program for businesses in connection with the Cleveland Owns

Anticipated Costs: $MillionsMoreland Theater RESTORATION

Potential Project Partners: CMSD, Colleges/Universities, Black Girls Code, Literacy Cooperative Anticipated Costs: over $50,000 healthcare opportunities

Anticipated Costs: Varies LEAD FREE BUCKEYE

Leveraging the local grassroots leaders to drive more opportunities to bring people together in both large and small spaces Improve collaboration with Councilpersons that serve the neighborhood, Ward 6 and Ward 4

Utilize market findings to recruit businesses in short supply that can be supported by holes in market Recruitment of new businesses that differ from the current offerings

small business startups / incubators

identity

Collaboration and coordination with Akin Africa, business owner and property owner of businesses along Buckeye Rd

Leveraging the Woodhill Homes Choice redevelopment as a mechanism to ensure affordable housing options remain in the neighborhood Community Benefits Agreement structure in collaboration with other local Community Development Corporations that have constructed similar models to combat CommunitydisplacementLandTrust structure in collaboration with other local Community Development Corporations that have constructed similar models to combat

Potential Project Partners: Private Developers, CMHA, CHN Housing Partners, Cleveland Neighborhood Progress Anticipated Costs: Varies

Anticipated Costs: Varies

Potential Project Partners: Block Clubs, Grassroots organizations, Cleveland City Council Anticipated Costs: under Varies

NEAR TERM

UNITY

Small business supports systems in place, such as short-term lease programs for storefronts along Buckeye Union led training programs within the community, WHILE reutilizing vacant spaces to house trainings

Deployingbuyers legal strategies to pursue absentee landlords Educational programming to combat predatory out of town buyers

housing choices

Potential Project Partners: Healthcare Institutions

healthy connections

Buckeyedisplacementtobecome the first Lead Free neighborhood in the City of Cleveland

of their rights through Burten, Bell, Carr Development Inc.

Potential Project Partners: Local Entrepreneurs, Greater Cleveland Partnership Anticipated Costs: Varies

tenant & neighborhood protection

Establishing landlord credentials program, that rewards landlords for good Informingperformancerenters

Pursue funding for business owner support service program, which would include technical assistance for business seeking to grow their clientele from website development to shared spaces / tools

Vacant lot & structure re-use increased variety IN business offerings

Potential Project Partners: Lead Free Coalition, Landlords Anticipated Costs: Varies

48 BUCKEYE NEIGHBORHOOD PLAN EXECUTIVE SUMMARY 49

Designing targeted outreach into pockets of the Buckeye neighborhood that tend to be less engaged in the community activities, particularly in Ward 4 job training & support

Establishingmodel

Financial literacy curriculum available to community members through the Literacy Cooperative Utilize vacant spaces for pop-up shops for small businesses

Potential Project Partners: Legal Aid, Cleveland Neighborhood Progress

A youth program that allows for internship/shadowing opportunities for small business development and startups

Pursue funding for remediation of both occupied and vacant structures in need of lead abatement maintaining affordability

Potential Project Partners: Private Developers

Potential Project Partners: Cleveland Tree Coalition, City of Cleveland, CMSD

Connecting with local schools and foundations to encourage tree planting programs recreation center

Potential Project Partners: Local Entrepreneurs, Cleveland Central Kitchen, Edwins, Private Property Owners

Potential Project Partners: DigitalC, City of Cleveland, Internet Service Providers, PCs for People Anticipated Costs: Varies increased multi-modal options

kitchen incubator

Potential Project Partners: City of Cleveland Anticipated Costs: $Millions

Potential Project Partners: Western Reserve Land Conservancy, Land Bank, Private Landowners, City of Cleveland

Programmable space for both youth and adult activities Exercise stations NaturalChess Playscapes

Extension of empowerCLE network into the Buckeye Neighborhood to provide affordable access to the internet Digital literacy TRAINING AND AFFORDABLE DEVICE ACQUISITION equitable internet access

providing housing options

Demolition of neighboring structures to allow for adjacent outdoor space to expand existing Art & Soul Park

Within new or existing public spaces incorporate Heating units Fire

Anticipated Costs: over $50,000

new & creative outdoor spaces to gather

Return long vacant land to its natural state, allowing for animal habitats to form and reforestation to occur Animal Shelter SAFE PATHS AND TRAILS

Leverage contiguous Land Bank lots for public gathering spaces of multiple

Explore the feasibility of adding a recreation center within the Buckeye neighborhood

LONG TERM PLANNING

Vertical monument piece that is accessible regardless of physical abilities to take advantage of the views of greater Cleveland and the elevation of Buckeye neighborhood bold placemaking

Anticipated Costs: $Millions

Pursue Cleveland Central Kitchen incubator expansion to Buckeye, with the creation of new Food Hub in vacant space along Buckeye Tie programming into Edwins training program model

SingleTownhouseApartmentFamily

Repurpose the existing Moreland Theater as center for technology and entertainment, from esports, robotics competitions, drone racing, AR/VR immersive experiences, paired with event space that supports substantially sized gatherings both inside and outside of the space

UtilizingSplashPizzaPitsOvenPadsvacant

Anticipated Costs: Varies Blending rental, homeownership, lease to own, condominiums, and other types

identity healthy connectionshousing choicesEconomic strength improve tree canopy

Potential Project Partners: Local artists, designers. LAND Studio Anticipated Costs: $30,000 to $50,000

Potential Project Partners: City of Cleveland, Philanthropy, Cleveland Metroparks, Trust for Public Land Anticipated Costs: Varies Using the Buckeye Road TLCI as a guide for roadway enhancement, as it relates to amenities, tree planting, parking options, bike lanes placement and bike network

Exploring actions steps to increase tree density within the community

footprintDuplexMixed-UseOther

Moreland Theater

identity

kitchen space to run uber eats, door dash, or other food delivery apps out of low rent/shared space

Nathan Hale School + Tri-C Youth Technology Academy = CMSD youth robotics programming MC2 Stem High School Black Girls Code Spire

Potential Project Partners: Western Reserve Land Conservancy, Cleveland Tree Coalition, Cleveland Metroparks, Animal Conservation Organization(s) Anticipated Costs: over $40,000

scalesImproved pedestrian lighting throughout the neighborhood, along corridors, adjacent to park spaces, and in proximity to bus stops

land bank parcels for inter-neighborhood trail connections, many of which have been identified through Steps to Equity Walkability Assessment conducted by John Carroll Students

· Movable Seating Proposed Dog & Skate Park adjacent to Buckeye Road Corridor

50 BUCKEYE NEIGHBORHOOD PLAN EXECUTIVE SUMMARY 51 NEAR TERM

Anticipated Costs: $500,000+ healthy connections

housing choicesEconomic strength

Anticipated Costs: $500,000+

Supportinstituteghost

Createconnectivityspaces within Larchmere, Shaker, and Buckeye Road districts for shared scooter docking and utilization Traffic calming measures along neighborhood streets and identified cut throughs

Potential Project Partners: Local Entrepreneurs, Private Developers, Potential End Users, Philanthropy, Historic Preservationist, Nathan Hale School, Cuyahoga Community College, Youth Technology Academy, MC2 Stem High School

Potential Project Partners: Private Developers, CMHA, CHN Housing Partners

In combination with affordability, introducing multiple housing types to attract and maintain a variety of users

and

PLANNING STUDY Northeast Ohio Areawide Coordinating Agency

Create less hierarchy and more dialogue, inclusion, and empowerment. Quality over quantity. Focus on creating critical and authentic relationships to support mutual adaptation and evolution over time.* Grow trust and move together with fluidity at whatever speed is necessary.* Listen deeply and approach the work with an attitude towards learning, without assumptions and predetermined solutions. Take criticism without dispute.

Amplify and support Black assets of all forms—from leaders, institutions, and businesses to arts, culture, and histories.

Sponsored by: Full credit must be paid to the BlackSpace collective, comprised of Black urban planners, architects, artists, activists, designers, and leaders working in communities across the country helping to inform the design profession and influence its outcomes by taking more fully into account the experiences of black people in America.

PROMOTE EXCELLENCE MANIFEST THE FUTURE PROTECT STRENGTHEN& CULTURE

We are Black urban planners, architects, artists, activists, designers, and leaders working to protect and create Black spaces. Our work includes a range of activities from engagement and projects in historically Black neighborhoods to hosting cross-disciplinary convenings and events. While what we do is very important, the way we do it is also critical. Acknowledging our triumphs, oppressions, aspirations, and challenges, we’ve created this manifesto to guide our growth as a group and our interactions with one another, partners, and communities. We push ourselves, our partners, our fields, and our work closer to these ideals so we may realize a present and future where Black people, Black spaces, and Black culture matter and thrive. CRITICALCREATE CIRCLES, COMMUNITIES

Meaningfully acknowledge the histories, injustice, innovations, and victories of spaces and places before new work begins. Reckon with the past as a means of healing, building trust, and deepening understanding of self and others.

While what we do is very important, the way we do it is also critical. Acknowledging our triumphs, oppressions, aspirations, and challenges, we’ve *This principle is derived from Adrienne Maree Brown’s Emergent Strategy: Shaping Change, Changing Worlds

As part of the 2020-2021 Buckeye Road Refresh (Northeast Ohio Areawide Coordinating Agency, Transportation for Livable Communities Initiative) plan recommendations, Design Guidelines were put forth to inform the composition of this primary corridor in the Buckeye Neighborhood. This plan recommends the incorporation of these design guidelines to be applied across primary corridors throughout the neighborhood, including but not limited to Shaker Boulevard, Larchmere Boulevard, and E 116th Street. These design guidelines utilize high level parameters for building frontage, streetscape & signage, outdoor gathering space, parking, as well as ongoing maintenance and programming.

Additionally, protecting and strengthening the culture that exists in the neighborhood, while seeking to create opportunity to build wealth collectively, and creatin space for the excellence and talents in the community to be put on display and rewarded should be central to implementation. Ultimately the BlackSpace Manifesto should be used a source to evaluate and guide the quality of the implementation of this work beyond the aesthetics of new signage and newly paved streets. How will this work uplift the spirit of Buckeye?

RECKON WITH THE PAST TO BUILD THE FUTURE

Black people, Black culture, and Black spaces exist in the future! Imagine and design the future into existence now, working inside and outside of social and political systems. Acknowledge the structures that create, maintain and uphold inequity. Learn and practice new ways of intentionally making space for marginalized voices, stories, and bodies.

CHOOSE CONNECTIONSCRITICAL OVER CRITICAL MASS CREATE CIRCLES, NOT LINES

Black joy is a radical act. Give due space to joy, laughter, humor, and gratitude. Walk with people as they imagine and realize their own futures. Be connectors, conveners, and collaborators—not representatives.

Cultivate a wealth of time, talent, and treasure that provide the freedom to risk, fail, learn, and grow. Make opportunities to expand leadership and capacity.

2000 t N ➤ m ge La ds C pe n c s mag L nd a Cop us mag L nd a Cop us A TRANSPORTATION FOR LIVABLE

CULTIVATE WEALTH FOSTER PERSONAL & COMMUNAL EVOLUTION SEEK PEOPLE AT THE MARGINS

Much of the focus of this Manifesto centers on authentic engagement and gaining a deep understanding of the community being served by design professionals, stewards, community development corporations, municipalities, and others. This understanding of the community must remain the focus, and continue to inform design outcomes, this includes the uncomfortable truth about how black communities were formed in the United States.

CELEBRATE, CATALYZE, & AMPLIFY BLACK JOY PLAN DESIGNWITH,WITH CENTER EXPERIENCELIVED MOVE AT THE SPEED OF TRUST BE HUMBLE LEARNERS WHO PRACTICE DEEP LISTENING

DESIGN GUIDELINES

CHOOSE

MANIFESTO

MANIFESTO

a present future where Black people, Black spaces, and Black culture matter and thrive.

52 BUCKEYE NEIGHBORHOOD PLAN EXECUTIVE SUMMARY 53

We are grateful to the many individuals and organizations that inspired these principles.

Amplify, elevate, and love Black vanguards and the variety of their challenging, creative, exceptional, and innovative work and spaces. Allow excellence to build influence that creates opportunities for present and future generations.

Lived experience is an important expertise; center it so it can be a guide and touchstone of all work. Make visible and strengthen Black cultures and spaces to honor their sacredness and prevent their erasure.

In closing, the Buckeye Neighborhood Plan aims to support Burten, Bell, Carr Development, Inc. with guiding initiatives and actions that instill hope and light into the community. Balancing implementation efforts that can be started now with those that will take multiple years to manifest will be critical to maintaining community support, and forming champions for this work. The road will be challenging, obstacles will be plentiful, but the reward of community restoration will outweigh these hardships. This vision will only come to fruition if it is done together, because together, WE ARE BUCKEYE. conclusion ARE WE

54 BUCKEYE NEIGHBORHOOD PLAN

BUCKEYE