Heart of Kensington Neighborhood Plan

HEART OF KENSINGTON COLLECTIVE IMPACT 2022 OUR NEIGHBORHOOD’S STRATEGIC PLAN A collaboration between Residents of and Anchor Organizations serving the Heart of Kensington neighborhood

TECHNICAL AND CONSULTING SERVICES PROVIDED BY:

Interface Studio, LLC & V. Lamar Wilson Associates, Inc.

OCTOBER 2017 Produced with generous support from Wells Fargo Regional Foundation

HEART OF KENSINGTON COLLECTIVE IMPACT 2022

CHAPTER 01

OUR NEIGHBORHOOD’S STRATEGIC PLAN Impact Services Corporation Philadelphia, PA

Technical and Consulting Services Provided by:

Interface Studio, LLC & V. Lamar Wilson Associates, Inc.

OCTOBER 2017 Produced with generous support from Wells Fargo Regional Foundation

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INTRODUCTION

TABLE OF CONTENTS

01 INTRODUCTION Background of This Plan Study Area & Planning Context Planning Process & Public Outreach

001 002 006 008

02 EXISTING CONDITIONS & HISTORIC CONTEXT Historic Context Physical Conditions Demographics Key Takeaways

015 016 020 022 026

03 VISION & GOALS Vision Goals How to Use This Plan

029 030 031 032

04 ELEMENTS OF A HEALTHY COMMUNITY A. HEALTH & SAFETY B. EDUCATION C. ECONOMIC DEVELOPMENT D. HOUSING E. COMMUNITY

035 037 061 079 097 113

05 PRIORITY IMPLEMENTATION BY FOCUS ZONE Hope Park McPherson Square Indiana “Green” Corridor Kensington & Allegheny Tioga - Harrowgate

131 136 150 162 172 192

06 APPENDIX

205

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CHAPTER 01

INTRODUCTION

ACKNOWLEDGMENTS

The Heart of Kensington Collective Impact 2022 Comprehensive Neighborhood Revitalization Plan was made possible by a generous planning grant from the Wells Fargo Regional Foundation. Impact’s management staff, CEO Casey O’Donnell and Community Development Director, Patricia Codina, guided the process, helped set goals and worked closely with experts to research best-practices and evidence-based solutions. Impact is especially thankful for the dedication and hard work of the following partners: ••

The Wells Fargo Regional Foundation, for funding HOK Collective Impact 2022 and entrusting their resources to this effort and to the entire planning team.

••

The Heart of Kensington residents, anchor organizations, and institutional partners for their invaluable time, energy and ideas given to the planning process and products.

••

Interface Studio and Wilson Associates for lending their technical and professional support to help design the process, facilitate planning meetings, and craft the plan.

••

Members of the Steering Committee for helping guide the planning process and vetting issues, ideas and impressions along the way.

The following document is the result of a year of hard work and dedication.

Thank you to everyone who participated in the planning process and made this work possible!

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STEERING COMMITTEE MEMBERS Ysaye Zamore Yolanda Hughes William Reed Tina Willis Stasia Monteiro Sister Connie Trainor Sister Ann Raymond Shannon Farrell Shane Claiborne Rolando Sanchez Richard Rohrer Rebekah Devine Rafael Alvarez Rachel Kim Rachel Brooks Pastor Cookie Pablo Mateo Nicole Hostettler Michael Alles Matthew Grande Marnie Aument Maria Gonzales Luz Paradora Katie Jo Claiborne Joseph Douglas Jose Benitez

Joanna Winchester Jim Hardy Jessica Mendez Jennifer Morales Jamie Moffett George Groves Father Liam Murphy Erick Robinson Elisa Roche Rodriguez Debra Ortiz Vasquez David Fecteau Damaris Feliciano Christy Hoffman Cheryl Bettigole Chera Kowalski Caz Pearson Carolyn Placke Carmen Paris Bob Collazo Bill Summers Awilda Ocasio Awilda Aguila Balbuena Ash Richards Angela Vorbau Andrew Goodman Akeem Dixon

WORKING GROUP Casey O’Donnell Charles Kennedy Jose Benitez Kate Perch Lamar Wilson Laura Schwingel Patricia Codina Steve Culbertson Zoë Van Orsdol Jamie Granger

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CHAPTER 01

INTRODUCTION

COMMUNITY MEETING ATTENDEES Alan Popoli Amy Chen-Liao Ana Polanco Angel Tolentino Torres Bruce A. Holz Bryan Belknap Chelsey Cain Daisy Cardona Darlene Burton David Martell Del Wesley Dennis Payne Donna Aument Evelyn Gutierrez Jack Purdy Jalyshda Feliciano Jennifer Torres Jessica Cupps Jessica Lewis-Turner Jim Ridgway Jose Cox

Jose Valentin Joyce M. Fidik Kristal Williams Lawrence Cann Maria Rivas Marisa Fanini Maritza Hamilton Michael Bell Michael Don Palin Mike Torres Monica wright Morgan Garneau Oren Gur Pastor Joseph Bishop Reverend Desire P. Smith Stage Reyes Sylvia Colon Tess Donie Vivian Howard Vladimir Rivera Elvis Rosado

Elvis Lopez Phillip Lanzarotta Eric Hernandez Jess Mints-Shoffner Gladys Rivera Marilin Sierra Cecilia Pedraza Leonardo Cartagena Marianita Bernal Rafael Lopez Noemi Lopez Erica Rivera Jessica Rivera Ana Maria Nardo Guillermo Garcia Janet Rodriguez Brunilda Oquendo Alfredo Jauredes Noelia Rivera Jose Giral

LIST OF ORGANIZATIONS NKCDC Aramingo BID/ Impact K&A Business Association/Impact Kensington Renewal LISC HACE CDC Shift Capital FINANTA Prevention Point Esperanza Health Center Hispanic Community Counseling Services Chronic Disease Prevention, City of Philadelphia DBHIDS Iglesia del Barrio Sisters of Saint Joseph Welcoming Center Mother of Mercy House Victory Outreach Ministries 8

The Simple Way McPherson Square Library Kensington Soccer Club Cramp Community School Sheridan Elementary Harrowgate Civic Association KICA Goodlands Friends of Hope Park Council District 7 Town Watch Integrated Services Managing Director’s Office Commerce Department Philadelphia Water Department (PWD) 24th Police District City Planning Commission

HEART OF KENSINGTON COLLECTIVE IMPACT - 2022 IS DEDICATED TO THE MEMORY OF

AWILDA OCASIO Awilda Ocasio started her career at Impact Services as a volunteer in 2005.

The Community Development team quickly recognized that her boundless enthusiasm, tireless energy and unflagging dedication to Kensington made her an indispensable asset to the community and hired her for a permanent position. When she passed away on April 8, 2017, Awilda was the Community Engagement Coordinator and there could be no better title for her, either personally or professionally. Her talent for connecting with people and fostering relationships throughout the community was matched only by her love for her neighborhood. It was not uncommon for conversations with Awilda to both begin and end with her saying, “I love my community!� Over the years, Awilda recruited and supported a wide network of block captains, working closely with them to help bring positive changes to Kensington.

What drove Awilda was her dedication to the neighborhood children. She wanted to make sure that the kids in Kensington have safe places to play, learn and live. She spearheaded events such as summer movie nights, karaoke, Halloween parades and park cleanups. Awilda also worked countless hours to support the Play Streets program in Kensington, which helped ensure hundreds of children got a nutritious meal every day. She was recognized for her work across the city, most recently by the 24th District PDAC Walt Wesolowski Community Service Award.

Clad in her ever-present Heart of Kensington sweatshirt and equipped with her uproarious laugh, Awilda touched the lives of countless people in Kensington. People who knew her have said she was a gem, a force of nature, a difference maker, a mobilizer for change, a warrior, the true Heart of Kensington. We dedicate this plan and the vision it describes to Awilda.

She set a high bar and will continue to inspire our work.

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CHAPTER

INTRODUCTION

CHAPTER 01

INTRODUCTION

BACKGROUND OF THIS PLAN

Impact Services has been working in the Kensington neighborhood of Philadelphia since 1974, helping people reentering the workforce train for jobs, find housing, and build community. Since 2005 Impact has been strengthening its Community Development programs and, as part of its work, this is the third comprehensive neighborhood planning effort it has led.

The Heart of Kensington Collective Impact 2022 Plan is the result of a strategic neighborhood planning process that was launched in the summer of 2016 by Impact and funded by the Wells Fargo Regional Foundation. The participatory process was designed to provide a platform for business owners, civic leaders, residents, service providers and other stakeholders to engage in meaningful conversations about their aspirations and craft a vision for the future of the Heart of Kensington. The strategies outlined here were inspired by extensive research and adapted through discussions with local experts, stakeholders and residents to create a plan that is relevant to the neighborhood, practical in its approach and can achieve the desired outcomes. This plan is a tool that can be used by anyone working toward this vision.

WHY THIS PLAN, NOW? The Heart of Kensington (HOK) is a community located a few miles north of Philadelphia’s Center City district. Historically, it was a densely industrial area known as “The Workshop of the World.” In the 1950’s factories started closing, jobs began disappearing and the neighborhood was sent into a long decline that still reverberates today. In the last few years, Kensington has faced increased challenges stemming from sustained poverty and unemployment and exacerbated by the growing opioid epidemic—a public health crisis of an order of magnitude that is hard to overstate. Last year, Philadelphia’s overdose rate was three times that of the gun homicide rate in Chicago—and Kensington is at the epicenter of this crisis in Philadelphia.

While the neighborhood has suffered from deeply-rooted and multidimensional challenges, it is also a rich community with dedicated residents and opportunities to build on the strengths that already exist.

Leveraging these assets, however, will require a new approach that recognizes trauma in the community, acknowledge its effect on people who live here and addresses how to overcome it.

Trauma Informed Care provides a framework to do this. Impact is part of a growing movement of trauma-informed organizations and it is applying this approach to its community development work as well. A Trauma

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Informed approach to Community Development (TICD) takes a strengthsbased approach to build community resilience- this means empowering people, investing in communities and build skills/local capacity. It places a premium on collaboration, transparency and building trust. Community Development is WHAT we do; Trauma Informed is HOW we do it. TICD involves: ••

REALIZING the prevalence of trauma

••

RECOGNIZING how trauma affects individuals and communities

••

RESPONDING by putting this knowledge into practice.

Memorial in the neighborhood.

A FRAMEWORK FOR TRAUMA INFORMED COMMUNITY DEVELOPMENT WHAT IS TRAUMA? Trauma refers to extreme stress that overwhelms a person’s ability to cope. It can be a single event, a series of events, or a chronic condition such as childhood neglect or domestic violence. It is also produced by structural violence, such as segregation, food and housing insecurity, and poverty, which are systemic problems faced by millions of children and adults. Trauma affects individuals, families, and communities by disrupting healthy development, adversely affecting relationships, and contributing to mental health issues including substance abuse, domestic violence, and child abuse.

Vacant former industrial building.

EFFECTS OF TRAUMA: Trauma is widespread and its effects are varied, deep and long-lasting. It is widely considered one of the most important public health problems in the US today. One third of children are exposed to violence and abuse every year and many millions suffer from other traumas such as living with an addict, having a family member incarcerated, or living with someone with mental illness. The effects of these exposures are significant and diverse, ranging from depression, higher risk of suicide and addiction problems to obesity, COPD, heart disease and cancer. Exposure to trauma also impairs brain development in children, particularly the parts that regulate emotion and impulse control. Trauma, therefore, contributes to its own perpetuation both within communities and inter-generationally.

Individuals who have experienced four or more traumatic experiences as children (Adverse Childhood Experiences – ACEs) are:

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CHAPTER 01

Individuals who have experienced four or more traumatic experiences as children (Adverse Childhood Experiences – ACEs) are:

12.2 times more likely to attempt suicide 10.3 times more likely to inject drugs 7.4 times more likely to become an alcoholic 4.6 times more likely to experience depression 2.5 times more likely to develop an STD 2.2 times more likely to have heart disease

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INTRODUCTION

TRAUMA MANIFESTS AT THE COMMUNITY LEVEL: In recent years, there has been a shift from understanding trauma solely at the individual level to also include collective trauma. Community trauma is not just the aggregate of individuals in a neighborhood who have experienced trauma from exposures to violence. There are manifestations, or symptoms, of community trauma at the community level. The symptoms of community trauma are present in the socio-cultural, economic and the physical/ built environments. A community can be described as having several interrelated components: the social-cultural environment (the people); the physical/built environment (the place), including infrastructure and public services; and the opportunities afforded in the economic and educational environment which is made up of the local economy and educational institutions (equitable opportunity) Kensington has serious, deeply-rooted and multi-dimensional challenges that will require a comprehensive approach. For each of these challenges, however, there are also opportunities – assets upon which we can build and partnerships we can strengthen. Just as the challenges are inter-related, so are our opportunities, which means that improvements in one area will impact all the others.

HOW DO WE ADDRESS COMMUNITY TRAUMA?

“Phoenix Park” built by residents on a former industrial lot.

Rather than focusing on how trauma can disrupt a person’s life, we are choosing to develop a strengths-based approach, which focuses on how communities can come together to become safer, healthier, and more resilient. Resilience is the capacity to overcome adversity, to believe that some better future might exist, even when no other possibilities are immediately apparent. Resilience varies greatly from person to person.

There are a variety of protective factors that can promote resilience, and they exist in 3 realms: individual/family/community. Examples include a social connectedness, access to health care, quality education, and living in a safe neighborhood. These factors are integral in helping one cope with traumathis plan focuses on strengthening protective factors at the community level.

BUILDING COMMUNITY RESILIENCE: Community Resilience requires the following components:

COLLECTIVE EFFICACY is the ability of members of a community

to control the behavior of individuals/groups within their community.

Collective Efficacy requires social cohesion among neighbors and their willingness to intervene on behalf of the common good (shared expectation of control). Collective Efficacy is also linked to reduced violence and leads to safety and order.

New playground built at McPherson Square with community support.

SOCIAL COHESION refers to how connected a community is, and implies the willingness of members of a society to cooperate with each other in order to survive and prosper.

SHARED EXPECTATION OF CONTROL is how much you trust

that your neighbor will act on your behalf (i.e. act against crime in neighborhood).

What does it mean for a Comprehensive Neighborhood Plan? It means that the planning process is carried out in a participatory way, where people are engaged and partnerships are forged, laying the groundwork to build trust.

In the plan, the goals, strategies and tactics are designed to improve social connection, promote civic engagement and increase access to resources.

Heart of Kensington Collective Impact 2022 represents a call to action and an opportunity those who live, work, worship, play, and learn here to imagine and work towards a better future.

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CHAPTER 01

INTRODUCTION

STUDY AREA & PLANNING CONTEXT

Located in North Philadelphia, the Heart of Kensington study area encompasses 167 city blocks and is home to 21,993 residents. The study area boundary’s unique shape was determined through careful consideration of recent planning studies, with the intent of not duplicating already completed work. For the purposes of this study the boundary was used purely for data collection, and all adjacent blocks and neighborhoods were given equal consideration. The broader neighborhood is defined by significant rail infrastructure with the North East Corridor along the northern edge, the depressed/elevated Lehigh Viaduct on the southern edge, and the elevated railroad along Trenton Ave.

KEY STATISTICS:

360 acres 167 city blocks 21,993 residents

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The neighborhood contains numerous physical assets from which to build.

Major commercial corridors exist along Kensington Avenue, Front Street, Allegheny Ave, and Frankford Ave. Three Market Frankford Line stations at Somerset, Allegheny, and Tioga provide easy train access to Center City and neighborhoods beyond. Significant Parks and Recreation facilities are scattered throughout the neighborhood including McVeigh, Harrowgate, Scanlon, Hissey, Hope, and McPherson Square Park and Library.

Existing Plans In the past decade, no less than 12 completed studies have touched on the study area or impacted it in some way. Two plans in particular are most relevant to our work. In 2013, NKCDC commissioned a “North of Lehigh Neighborhood Revitalization Plan” and in 2016, HACE commissioned the “HACE 2025 Neighborhood Plan.” These studies provided a good foundation for our work as they are recent and examined neighborhoods with similar challenges immediately to the south and west of our study area boundary.

FIGURE 1: STUDY AREA BOUNDARY

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CHAPTER 01

INTRODUCTION

PLANNING PROCESS & PUBLIC ENGAGEMENT

Since 1974, Impact Services has worked with, and on behalf of, community residents, and collaborated with other anchor organizations serving the Heart of Kensington neighborhood to strengthen its physical, social, and economic fabric. Through programs that help people secure training and jobs, reenter the workforce, find housing, and access the support they need, Impact has a strong track record of performance. It leverages its assets to build partnerships with other mission-aligned businesses and organizations. Through collaboration Impact has been able to foster what it calls “COLLECTIVE IMPACT.” The planning team for this project, in which Impact Services staff was a driving force, used a multi-track process of data collection, public outreach, and documentation to develop a thorough understanding of the existing conditions and challenges within the neighborhood as reflected in this plan.

Participants wanted to tell the story of this section of Kensington, research the statistics that support the stories, and use both to develop strategies to help strengthen the fabric that makes the community resilient in the face of its obstacles. That process involved the following activities: ••

Data collection, historic research, and field surveys.

••

Community outreach and engagement through resident surveys, stakeholder interviews, task force discussions, and community-wide meetings.

••

Guidance in reviewing issues and ideas that emerged from the stories and statistics.

••

Interpretation of data and analysis by a steering committee of residents, organizational and institutional leaders, who volunteered their time and insights to help inform and give shape to the plan.

••

Drafting and finalizing this report, incorporating what was learned, who participated in shaping it, and how it will be used to mobilize the resources needed to implement its many components over time.

The planning process was people-, data- and research-driven. It required the planning team to, first and foremost, listen to the community through a variety of outreach and engagement activities that allowed us to capture the voices of different sectors of the population (young people, persons in recovery, etc). Data collection provided a comprehensive picture of the magnitude of challenges and opportunities the Heart of Kensington neighborhood faces today. Extensive research on best practices and evidence-based solutions helped inform the design of strategies and tactics.

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COMMUNITY OUTREACH AND ENGAGEMENT

Plan Kickoff

HOK Collective Impact 2022 is a community-driven plan that represents the unified vision of local residents, business owners, institutions, youth, community leaders, and political representatives, among others. The planning process was used to not only engage the public, but also to help strengthen relationships among the area’s diverse constituency who participated in this effort. The community played a major role in creating a plan grounded in the hard realities of Kensington but also highlighting the neighborhood’s richness: its anchor organizations, resident and business leaders, and outspoken civil servants who care deeply and work tirelessly to make it a healthier place to live, work, learn, play and worship.

Conversations were open and frank and lent themselves to engendering trust over what was a longer than typical but necessary 16-month planning process. In all, 85 residents and stakeholders participated in community and focus group meetings and 62 in steering committee sessions to help shape the plan. Participants represented a cross-section of the broader Heart of Kensington population, including a diversity of races, ethnicities, age groups and occupations. Participants were engaged in the following ways: A 53-member Steering Committee guided and provided feedback on all aspects of the planning process. The group was comprised of local residents, community leaders, business owners and representatives from service institutions, community development organizations and local government. The committee met 4 times. The first meeting served as a discussion of the best methods to solicit public input during the planning process. The second meeting provided a preview of the planning team’s analysis. The third meeting focused on discussing draft recommendations and the final meeting served to present and discuss program and project priorities. All meetings were held at Impact Services office headquarters at 1952 E. Allegheny Avenue.

Steering Committee Meeting

An enthusiastic public forum participant

Confidential interviews with a sample of residents, community leaders, business owners, service providers, City officials and key practitioners to gain perspectives on best practices around traumainformed approaches to address the myriad of social, physical and economic issues playing out in the community. We also conducted interviews with local residents and community leaders about their personal experiences with trauma and overcoming adverse experiences. From them all, the planning team gained very valuable insights on neighborhood challenges and opportunities that are reflected in the final plan’s strategies and action items.

Two public forums, one held on December 15th 2016 and the other on August 1st 2017. At the December meeting community members heard the analysis of existing conditions and participated in small group activities designed to define neighborhood priorities. These were then used to further guide the analysis of existing conditions and identify other challenges and opportunities that had not been discovered by the data analysis. At the August session, the Planning Team presented a preliminary vision statement of the plan, and outlined challenges, opportunities and strategies to achieve the vision. Collaborative maps and exercises were used to capture recommendations on health and safety, recreation, education, economic development and housing (the core elements of the Plan). Discussions at this meeting helped refine the strategies and tactics outlined in Chapter 4 of the plan.

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CHAPTER 01

Steering Committee Meeting

INTRODUCTION Concurrent, small group breakout sessions were used as part of the second steering committee meeting and both community meetings to have deeper and more pointed discussions around the core areas addressed in the plan.

Collaborative maps were used to help residents and stakeholders pinpoint where they had concerns about their community, asking people to place stickers where significant issues exist, where doit-yourself and short-term improvements could be made, and where major improvements are needed. Input was collected on highest priority areas and also which kinds of projects participants would be most likely to participate in.

The planning team also held a special focus group with a very articulate and thoughtful group of 14 local high school students, who gave us their ideas on what they would do if they were elected “Mayor of Kensington�.

Collaborative Mapping at the Plan Kickoff

In efforts to capture all the voices in the community, and as part of our larger engagement effort, we conducted a meeting with 10 persons in recovery from addiction, 1 case manager and 2 recovery house managers, which shed considerable light on how the opioid epidemic manifests itself in their lives and in the everyday lives of others in the community.

Last, but as important as the other outreach and engagement tools used, was a door-to-door resident perception survey conducted in the plan area by community volunteers and Impact staff. A total of 362 completed surveys were completed, collected and analyzed over a combined five-month period.

Participants at the second public forum

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PUTTING THE PLAN TOGETHER To understand the underlying trends and socio-economic characteristics of Heart of Kensington, the planning team utilized The Reinvestment Fund’s [TRF] Policy Map data sets. This data on population, race, income, housing and other aspects of the community was augmented where necessary with other Census information and parcel data provided by the City of Philadelphia.

The planning process consisted of 3 phases:

1.

RESEARCH AND EXISTING CONDITIONS

2.

PRELIMINARY RECOMMENDATIONS

3.

DRAFT AND FINAL PLAN

The planning team also conducted a parcel-by-parcel survey of every property in the neighborhood. The survey collected detailed information on each parcel including its use and physical condition as well as physical observations about how blocks/block appear to be trending, key assets and anchors, and problem areas that require special attention.

During the first phase of work, which was defined by research and data collection, the planning team explored and documented the physical and economic conditions in Heart of Kensington through: ••

A GIS parcel by parcel mapping of land use, block condition and vacancy data to create an up-to-date land use map.

••

An in-depth examination of the physical environment to assess the existing parks, open spaces and recreational facilities, commercial and retail mix, the quality of the natural environment, local traffic and circulation patterns, the transit system, and other amenities.

••

Research using Policy Map and the Census to evaluate demographic and socioeconomic changes within the community.

••

A review of historic maps and photographs as well as prior planning documents whose boundaries overlap with those of the study area.

••

Processing the information collected during the analysis to identify opportunities and challenges for the future of Heart of Kensington.

During the second phase of the process, the planning team worked closely with community partners to develop well-tailored recommendations in response to the research findings and community input collected in the initial phase. Phase II included: ••

Focus groups that discussed specific concerns raised during Phase I.

••

One-on-one interviews to review previous findings and discuss possible recommendations with key stakeholders and funders.

••

A list of goals and objectives based upon public input.

••

A series of preliminary recommendations for achieving such goals and balancing observed trends and projections with desired outcomes.

••

Presenting the preliminary recommendations to the community for feedback and critique at the last public meeting.

In the last phase of the planning process, the planning team refined the recommendations to incorporate input collected from the Steering Committee and the general public. The analysis and recommendations are packaged together in this report, along with an implementation strategy to guide community action in the coming weeks, months, and years, through 2022.

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CHAPTER 01

INTRODUCTION

PUBLIC OUTREACH RESULTS Resident survey respondents were asked to rate a number of things related to quality of life in the Heart of Kensington neighborhood. A mean score was developed for each quality of life aspect and each answer category was assigned a number: 5 = very good 4 = good 3 = fair 2 = poor 1 = very poor Based on the 2016-17 survey results, none of the approximately 360 residents interviewed rated any of the categories “good” or “very good”. The highest scores fell in the “fair” range and corresponded to, in this order: ••

Access to transportation (that speaks to the presence of SEPTA’s Market-Frankford Line that has three station stops and bus system serving the community, and the elaborate street system connecting residents to roadways and expressways to center city and the region).

••

Friendliness of neighbors.

••

Variety of goods and services available for purchase (that is likely associated with the close proximity of the Kensington & Allegheny and Aramingo Avenue commercial districts serving the neighborhood).

••

Quality of public services (that may speak to the strong anchor organizations residents know about and may use).

••

Affordability of homes or apartments (one of the reasons people cited for choosing this community).

••

Access to employment centers (that the public transit system and roadway system facilitates).

The lowest scores fell in the “poor” range corresponding to, and this order:

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••

Physical conditions of homes

••

Physical conditions of streets, sidewalks, and public spaces

••

Cleanliness of the community

••

Safety

Photo from the Plan Kickoff

FIGURE 2: QUALITY OF LIFE MEAN SCORE

SCORE

Access to transportation

3.53

Friendliness of neighbors

3.49

Variety of goods and services available for purchase

3.2.3

Quality of public services

3.22

Affordability of homes or apartments

3.18

Access to employment centers

3.00

Physical conditions of homes

2.91

Physical conditions of streets, sidewalks, and public spaces

2.80

Cleanliness of community

2.54

Safety

2.27

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CHAPTER

EXISTING CONDITIONS & HISTORIC CONTEXT

CHAPTER 02

EXISTING CONDITIONS & HISTORIC CONTEXT

HISTORIC CONTEXT

The history of Kensington plays an important role in our understanding of the neighborhood and is worth reviewing. The neighborhood’s story is one of both industrial might as well as decline. From Philadelphia’s origin, Kensington was home to some of the earliest industrial infrastructure long before it was the residential neighborhood we know today. Such early investments include the Philadelphia – Trenton railroad which ran along present day Trenton Ave, as well as the Pennsylvania Railroad Richmond Line, which is still an active railroad (Lehigh viaduct) although at a greatly reduced capacity. Additional railroads along North American Street as well as the Fairhill Branch of the Pennsylvania Railroad led to the growth of Kensington as an immense textile mill district, eventually gaining the moniker “Workshop of the World”. At its peak, Kensington produced more carpets then the whole of Great Britain and Ireland combined.

FIGURE 3: HISTORIC MAPS

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“Most of the mills shown in this picture manufacture textile goods. Two wards, in the northern section of the city, produce more carpets than the whole of Great Britain and Ireland. Philadelphia is primarily a manufacturing city, the greatest manufacturing city on earth - the “World’s Greatest Workshop,” but she lays a special emphasis upon her prestige as the world’s largest manufacturer of textiles.”

SOURCE: Public Ledger

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CHAPTER 02

EXISTING CONDITIONS & HISTORIC CONTEXT

As the neighborhood grew as a job center, working class residences, neighborhood institutions, and supporting neighborhood commercial corridors grew along with it. Kensington Avenue became a thriving commercial corridor that served the everyday needs of neighborhood residents. Institutions such as Ascension of our Lord and the McPherson Square library were points of pride for the community. With a steady stream of jobs, nice working class housing, as well as great transit access with the completion of the Market Frankford Line in 1916, the neighborhood thrived for decades.

The textile industry in Philadelphia peaked in the 1920’s but still employed a large number of residents until the 1950’s. The precipitous decline began to take a larger toll on the neighborhood in the decades that followed. As residents and jobs fled the neighborhood, the physical and social makeup of the neighborhood was disrupted. The buildings and infrastructure that were once the economic driving force for the neighborhood became vacant reminders of the neighborhood’s industrial legacy. The decrease in job opportunities led to a decline in residents as well as the businesses and institutions they supported. This pattern replicated itself across cities nationwide, but the extremes are particularly acute in Kensington. As the fortunes of Philadelphia have changed since the turn of the century with an influx of new residents and major new investments, Kensington has yet to experience the benefits that other city neighborhoods have.

MCPHERSON SQUARE LIBRARY 1917

SOURCE: Free Library of Philadelphia

KENSINGTON & ALLEGHENY INTERSECTION 1917

SOURCE: SEPTA

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BETWEEN 1903 AND 1923, PHILADELPHIA HAD MORE TEXTILE MANUFACTURING BUSINESS LISTINGS IN DAVIDSON’S TEXTILE “BLUE BOOK” THAN ANY OTHER CITY IN THE COUNTRY IN 2007. PHILADELPHIA WAS STILL AMONG THE TOP 10 U.S. CITIES IN TERMS OF DAVIDSON’S TEXTILE MANUFACTURING BUSINESS LISTINGS* * However, with new forms of communication, Davidson’s is no longer as comprehensive a directory. In 2007, there were 21 listings compared to nearly 120 known textile manufacturers citywide

FIGURE 4: HISTORIC TEXTILE MANUFACTURING IN AMERICA

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CHAPTER 02

EXISTING CONDITIONS & HISTORIC CONTEXT

PHYSICAL CONDITIONS RESULTS FROM THE PARCEL-BY-PARCEL FIELD SURVEY

Throughout its existence Kensington’s land use has constantly been in flux converting from rural countryside to an industrial and manufacturing hub. To understand the current land use, zoning maps can help to paint a general picture but lack the nuance of a full land use survey. A parcel-byparcel survey of the study area was conducted at the start of the plan to determine the exact land use. Outside the study area boundary, land use was determined by already existing surveys conducted by Philadelphia City Planning, and recent plans by NKCDC and HACE. On a whole, the majority of the study area consists of residential parcels, at 43%. Commercial parcels consume 14% of parcels concentrated on the commercial corridors along Front Street, Kensington Avenue, Allegheny Avenue, and Frankford Avenue, as well as corner stores scattered throughout the neighborhood. The industrial legacy of the neighborhood is still prevalent with industrial uses consisting of 9% of land area. Vacant buildings and lots take up a combined 14%, mostly concentrated within the southern and western portions of the study area. These vacant buildings and lots have a significant impact on the day-to-day lives of residents and can easily be exploited for illicit activities.

FIGURE 5: EXISTING LAND USE WITHIN STUDY AREA (by parcel area)

4% 1% 6%

8%

43%

EF AM

8%

GL

9% 14%

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INSTITUTION

MULTI FAMILY

COMMERCIAL

SINGLE FAMILY

INDUSTRIAL

VACANT LAND

PARKING

VACANT BUILDING

UTILITIES

PARK

MIXED USE

GARDEN

L

7%

ILY R E SID E NTIA

43% single family residential 14% commercial properties 9% industrial uses 14% vacant buildings/lots

SI N

FIGURE 6: EXISTING LAND USE

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CHAPTER 02

EXISTING CONDITIONS & HISTORIC CONTEXT

DEMOGRAPHICS WHO LIVES IN THE NEIGHBORHOOD NOW

POPULATION AND RACE

FIGURE 7: HISTORIC POPULATION SOURCE: Decennial Census - Census Tract Level

Just as the physical conditions of Kensington continue to change, the demographics of the residential population change as well. Historically a white working class community, the decline of jobs, coupled with nationwide suburbanization trends, has left the neighborhood considerably smaller and more diverse in population than in the past. Analyzing the census tracts that touch the study area, the surrounding neighborhood has decreased in population from 68,700 in 1950 to 41,300 in 2010. This almost 40% decrease in population has had serious physical and social impacts on the community. The current racial makeup of the community is 32% White, 32% Some Other Race, 28% Black or African American, 6% Two or More Races, and 1% Asian. Kensington is 61% Hispanic, which is a considerably higher number than the city’s overall 13%. Kensington, Fairhill, and surrounding neighborhoods are the center of the Hispanic and Latino community citywide. In fact, 56% of households in the study area speak Spanish at home. While the neighborhood is 61% Hispanic as a whole, the percentage changes greatly across the neighborhood. Farther east and the closer you get the Port Richmond, the neighborhood trends less Hispanic and more White. The southern and western portions of the neighborhood have higher concentrations of the Hispanic community with some blocks as high as 88%.

FIGURE 8: RACE SOURCE: 2014 ACS 5-YEAR ESTIMATES

WHITE BLACK OR AFRICAN AMERICAN AMERICAN INDIAN OR ALASKA NATIVE ASIAN SOME OTHER RACE TWO OR MORE RACES

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STUDY AREA

PHILADELPHIA

FIGURE 9: LANGUAGE SPOKEN AT HOME SOURCE: 2014 AMERICAN COMMUNITY SURVEY 5-YEAR ESTIMATES

Speaks Spanish with limited English Speaks Spanish & English fluently

56% OF HOUSEHOLDS SPEAK SPANISH AT HOME

Speaks English only Speaks Spanish at home

FIGURE 10: PERCENT OF HISPANIC/LATINO POPULATION SOURCE: US CENSUS 2010 SF, 2014 ACS 5-YEAR ESTIMATES

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CHAPTER 02

EXISTING CONDITIONS & HISTORIC CONTEXT AGE AND HOUSEHOLD COMPOSITION The median age within the study area is 26 years, which is noticeably younger than 34 years for the city as a whole. A large portion of the population is under 18 years old, 36%, and only 4% of residents are 65 years and over. Of these children under 18, only 12 % live in a household led by a married couple. Of the 48% of households consisting of a single parent with children, 39% are female-led.

INCOME AND POVERTY Median household incomes within the study area are barely over half the City as a whole. Almost 60% of households live in poverty, which is 2 and a half times that of Philadelphia, which is second only to Detroit in highest poverty rates for large cities. Income levels change drastically across the neighborhood, with higher incomes in the Harrowgate section, reaching $46,333 at the block group level. The lowest income levels are clustered in the southern and western sections of the neighborhood, with a low of $9,597 in the census block around Hissey Playground.

FIGURE 12: AGE GROUP

STUDY AREA

PENNSYLVANIA

SOURCE: 2014 ACS 5-YEAR ESTIMATES

FIGURE 11: FAMILY COMPOSITION SOURCE: 2014 ACS 5-YEAR ESTIMATES

MARRIED WITH CHILDREN SINGLE WITH CHILDREN SINGLE FEMALE WITH CHILDREN OTHER FAMILIES

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STUDY AREA

PHILADELPHIA

PENNSYLVANIA

FIGURE 13: MEDIAN HOUSEHOLD INCOME INCOME & POVERTY

% OF HOUSEHOLDS IN POVERTY

SOURCE: 2014 ACS 5-YEAR ESTIMATES

58% OF HOUSEHOLDS LIVE BELOW THE POVERTY LINE

FIGURE 14: MEDIAN HOUSEHOLD INCOME SOURCE: 2014 ACS 5-YEAR ESTIMATES

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CHAPTER 02

EXISTING CONDITIONS & HISTORIC CONTEXT

KEY CHALLENGES DERIVED FROM THE EXISTING CONDITIONS ANALYSIS

FIGURE 15: Job loss, vacancies and significant demographic shifts would pose a TRANSPORTATION ACCESS challenge for a community in the best of circumstances, but these problems have been compounded over the last 10 years as Kensington, part of the Philadelphia/Camden High-Intensity Drug Trafficking Area (HIDTA), became the epicenter of the opioid epidemic on the East Coast.

The metropolitan Philadelphia area is home to 5.1 million people and is centrally located along the I-95 corridor, making it a prime location to traffic drugs to a broad swath of people. Kensington’s location within Philadelphia and proximity to the interstate, make it an “ideal” distribution point. Openair markets are likely to be located along a main arterial route where the high levels of legitimate traffic gives some cover to the illegal traffic. Openair drug markets also flourish in areas with environmental factors that lend themselves to illicit activity: poor street lighting, street layouts that allow for lookout and quick escapes, prevalence of vacant land/buildings for discreet dealing/using. These markets are also likely to be in economically depressed neighborhoods where they can build a reputation, thereby ensuring customers will know where to find them. All of these conditions are present here, and is compounded by the explosion of opioid use and addiction nationwide. The Justice Department has called the streets of Kensington the largest open air drug trade on the East Coast, with some of the lowest prices and highest quality found anywhere.

It would be impossible to overstate the impact that the drug market has had on the residents of Kensington. The compulsive nature of opioid addiction means that the market is open 24 hours a day, seven days a week and the sorts of crimes that often accompany drug addiction is also rampant.

Abandoned industrial infrastructure throughout the neighborhood provides cover for illicit activities

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FIGURE 16: NARCOTICS CRIMES & SHOOTINGS SOURCE: Philadelphia Police Department data

NARCOTICS - 2012-14

SHOOTINGS - 2015-16

The hotspot maps of drug dealings and shootings are almost identical.

Overdose deaths are compounded by unresolved disputes among dealers resulting in gunfire and murder. There have been 123 homicides in the study area since 2006. Residents continuously mentioned the drug trade as their number one concern in the neighborhood. With overdose and gunfire deaths on the rise, there is more immediacy to this plan than is typical in other parts of the city. All that said, there are opportunities to build on the work already being done by local organizations, service providers and the City. Working with these organizations, institutions and the residents who continue to live and thrive in their neighborhood will be key to accomplishing the goals of this plan.

FIGURE 17: HOMICIDES 2006-16 SOURCE: Philadelphia Police Department data

There were 123 homicides in the Study Area between 2006 and 2016

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CHAPTER 03 CHAPTER

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VISION & GOALS

VISION & GOALS HEART OF KENSINGTON COLLECTIVE IMPACT - 2022

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CHAPTER 03

VISION & GOALS

VISION

“The Heart of Kensington is a safe, healthy and clean community.

Neighbors feel connected to one another, take shared responsibility for the neighborhood, feel empowered to make change in their environment and envision a positive future for themselves and their children.�

The HOK Comprehensive Neighborhood Plan emphasizes building from neighborhood strengths, taking a comprehensive approach, re-energizing the existing partnerships, and adopting the elements of a healthy community, block by block.

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GOALS

Heart of Kensington Collective Action 2022 is a plan for action that will require substantial resources from and cooperation among individuals living in the community, service organizations anchored here, and stakeholder institutions operating here. It addresses and advances five goals to achieve what residents, organizations, and stakeholders engaged here have defined as a healthy community.

HEALTH & SAFETY: Heart of Kensington residents feel safe in their neighborhood and live in an environment that promotes health and wellness.

EDUCATION: Heart of Kensington residents are educated (maximizing opportunities for personal/professional development) and informed about issues affecting their neighborhood.

ECONOMIC DEVELOPMENT: Heart of Kensington residents are employed and self-sufficient.

HOUSING: Heart of Kensington residents have access to quality, affordable housing and are stable in their homes.

COMMUNITY: Heart of Kensington residents feel connected to one another, take shared responsibility for the neighborhood, feel empowered to make change in their environment and envision a positive future for themselves and their children.

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CHAPTER 03

VISION & GOALS

HOW TO USE THIS PLAN

This Comprehensive Neighborhood Plan outlines a road map to achieve a vision that has been crafted by people who live, work, worship and serve in the Heart of Kensington. Though Impact Services has led the planning process, and will lead the implementation of an important part of it, this remains a neighborhood plan and its reach and scope go well beyond the work Impact does in the neighborhood. This plan is meant to be a guide for organizations working in the neighborhood. It highlights areas for potential partnerships and aims to help align a multitude of resources and initiatives toward a unified outcome. It is a call for ACTION through COLLABORATION to help create sustained change in Kensington.

This plan is divided in the following ways:

By Healthy Community Component: the following 5 sections outline strategies and tactics designed to achieve the goals for each component of a healthy community. Strategies describe a general approach and tactics address the specific neighborhood issues.

Each tactic proposed is supported by evidence-based practices that have been successful under similar circumstances in other cities, or elsewhere in Philadelphia.

By Target Area: the HOK Plan boundaries cut through several distinct neighborhoods and areas with different assets and challenges. To address this diversity, we have identified 5 distinct focus zones. Each focus zone has site-specific action plans described at the block level to achieve the 5 components of a healthy community. Each focus zone has an implementation guide that shows how the work articulated within the plan will be managed and carried out.

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CHAPTER

ELEMENTS OF A HEALTHY COMMUNITY

CHAPTER 04

ELEMENTS OF A HEALTHY COMMUNITY

SECTION

HEALTH & SAFETY

TABLE OF CONTENTS

EXISTING CONDITIONS

PUBLIC OUTREACH

GOAL, STRATEGIES, TACTICS

IMPLEMENTATION MATRIX

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WHY THIS MATTERS RESULTS FROM THE EXISTING CONDITIONS ANALYSIS

When analyzing the Kensington community from a health and safety perspective, the numbers are hard to ignore. The fact that the life expectancy of an adult male in Kensington is a full decade less than someone living in Center City (68 years vs 78 years) is one such glaring example. While the whole country has seen an explosion in opioid addiction and overdose deaths, Kensington’s illicit drug activity now affects every facet of life in the neighborhood. It would be impossible to overstate the impact that the drug market has had on the residents of Kensington.

The drastic demographic changes in the past 20 years, including the exodus of long-time residents and large influx of immigrants and new residents, have contributed to a loss of connectivity between neighbors. Language and cultural barriers have contributed to a lack of social cohesion throughout the neighborhood. Job loss, vacancies and significant demographic shifts would pose a challenge for a community in the best of circumstances, but these problems have been compounded over the last 10 years as Kensington, part of the Philadelphia/Camden High-Intensity Drug Trafficking Area (HIDTA), became the epicenter of the opioid epidemic on the East Coast. The 23 acres of vacant property and 17 acres of vacant buildings in Kensington, provide excellent cover for illicit and illegal activity. Large vacant industrial tracts, particularly rail corridors have become havens for drug users and homeless populations.

FIGURE 18: MALE LIFE EXPECTANCY

FIGURE 19: UNINTENTIONAL DRUG DEATHS IN PHILADELPHIA - 2016

SOURCE: PA Department of Health - 2013

SOURCE: Philadelphia Department of Public Health

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The opioid epidemic in Kensington contributes to its general poor health in two ways: (1) Drug use, particularly opioids lead to unexpected deaths at an alarming rate. There were 900 overdose deaths in Philadelphia in 2016, a 30% increase over 2015, and Kensington has the highest cluster of deaths in the city; and (2) Drug dealing and drug users create a violent neighborhood that leads to a high percentage of shootings, assaults, and homicides. Any illegal activity inherently has no legal means of addressing disputes, and scores are generally settled through violence. The compulsive nature of opioid addiction means that the market is open 24 hours a day, seven days a week, and prostitution, robberies and break-ins are commonplace. As a result, the neighborhood has the highest number of shootings citywide, resulting in 123 homicides within the study since 2006, and 24 since 2015 (calculated in fall 2016). This not only leads to an unhealthy environment for residents partaking in illicit activities, but non complicit residents are often caught in the cross-fire.

AIR BRIDGE The drug economy also provides cover for those who exploit addiction.

Among the challenges unique to Kensington is the “air bridge.” The air bridge, as it is known, has moved hundreds of heroin addicts out of Puerto Rico to Kensington with a one-way plane ticket and the promise of a place in a luxury rehabilitation center. The reality, however, is that these vulnerable immigrants find themselves trapped in “private,” and therefore unregulated, group homes that confiscate their IDs, force them to sign over benefits and subject them to intimidation and fear, rather than counseling. These group homes are also located in the heart of the drug trade, which makes it almost a certainty that their residents will start to use again and be evicted by these unscrupulous rehabilitation centers.

Eviction from these “rehab centers” means homelessness for most of these addicts, and a lack of social connectivity, coupled with limited English skills puts them outside the treatment, shelter, and medical care systems of the city. The result has been the development of a “tent-city” of 80-100 people along the Conrail line, known as Gurney Street. This area has become a significant hotspot and has garnered attention from the local media as an example of the magnitude of the heroin epidemic.

FIGURE 20: CRIME INCIDENTS PER 1,000 RESIDENTS BETWEEN 2010-15 SOURCE: Philadelphia Police Department

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HOTSPOTS Crime tends to cluster around problem addresses (high incidence of disorder, low quality, low surveillance) and we have identified crime hotspots throughout the neighborhood using Philadelphia Police Department data.

Vacancies as well as the low rates of homeownership in the neighborhood (37% versus 52% homeownership for Philadelphia) contribute to crime and disorder problems in the area. In the years 2011-2015, the Census showed an estimated 18.94% of housing units to be vacant, compared to 11.22% in the state of Pennsylvania. While the tight-knit single-family attached housing found in the neighborhood lends itself for closer ties among neighbors, the prevalence of vacancies tends to reduce levels of community cohesion and collective efficacy, while creating greater opportunities for crime.

Addressing the opioid epidemic requires considering the perspective of multiple groups including drug users, drug dealers, and residents caught in the middle. An all-hands-on-deck approach is required to take on drugs within the community as the drug trade percolates throughout the day-today lives of all neighborhood residents. Many important institutions within the neighborhood have been working hard to combat this issue for decades and they are an important ally in this fight. This plan hopes to bring a new level of coordination and make needed connections across organizations as well as to new resources that are required to deal with such a pressing issue.

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FIGURE 21: NARCOTICS CRIMES 2006-16

TOP DRUG CORNER CITYWIDE PHILADELPHIA WEEKLY ANALYSIS (2007 & 2011)

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WHAT DO RESIDENTS THINK? RESULTS FROM PUBLIC OUTREACH AND THE RESIDENT SURVEY

In general, public safety and the opioid epidemic are the number one topics that came up throughout the public outreach process. The crisis impacts the day-to-day life of all residents. The results from the resident survey reflect these concerns.

STATS: ••

60% of residents said Safety was the thing they liked least about living in the community – the top choice.

••

For residents that don’t own their home, 72% said they would not look to buy a home in the neighborhood – when asked why, 74% say it’s due to crime and safety issues – the number 1 answer.

••

When asked to rate the following aspects as either “very good” or “good”, only 13% of respondents answered Safety, the lowest score.

••

When ranking quality of life mean scores, safety ranked the lowest at 2.27

FIGURE 22: RESIDENT SURVEY RESULTS

“

Take triage measure to deal with the opioid crisis supervised injection sites, increased access to health services. The opioid crisis is a community crisis, it impacts everything.

“

- QUOTE FROM RESIDENT

CHAPTER 04

ELEMENTS OF A HEALTHY COMMUNITY

WHAT ARE THE KEY CHALLENGES LEARNED FROM THE DATA & PUBLIC OUTREACH?

01 CENTER OF THE OPIOID EPIDEMIC IN PHILADELPHIA

02 HIGHEST CRIME RATES IN THE CITY, PARTICULARLY IN CRIME RELATED TO OPIOID CRISIS

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FIGURE 23: HEALTH & SAFETY ASSETS/CHALLENGES

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GOAL HOK RESIDENTS FEEL SAFE IN THEIR NEIGHBORHOOD AND LIVE IN AN ENVIRONMENT THAT PROMOTES HEALTH AND WELLNESS

The plan’s health and safety strategy will address 2 major challenges that emerged from the planning process. They include: (1) center of the opioid epidemic in Philadelphia; and (2) highest crime rates in the city, particularly in crime related to the opioid crisis.

This plan doesn’t aim to solve the national opioid epidemic on its own. Our safety strategies for the Heart of Kensington are to implement an overall engagement and crime reduction strategy that mirror the comprehensive, evidence and place-based strategies that have been proven to work elsewhere. Our overall goal is to reduce crime in our target area through collaboration, improved community/police relationships, increasing collective efficacy and reducing disorder. These four pathways to crime reduction represent cross-sector collaboration, policing, residential participation and improving the physical state of the neighborhood.

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01 CENTER OF THE OPIOID EPIDEMIC IN PHILADELPHIA

STRATEGIES

TACTICS

1.1 PREVENT OVERDOSE DEATHS WITHIN THE COMMUNITY

Note: The opioid epidemic is a national public health crisis and addressing it will require a comprehensive approach and the support of city, state and national agencies. In 2016 the Mayor’s Task Force to Combat the Opioid Epidemic was formed and in their final report proposed a series of recommendations. Outlined below are the recommendations that involve local organizations and require community support. This plan fully supports the City’s plan and calls on local groups to join the effort and work collaboratively on the following initiatives.

The opioid epidemic is a national problem.

1.1.1 EXPAND NALOXONE TRAINING AND AVAILABILITY Although many health care professionals and emergency services personnel are experienced in administering naloxone, laypeople can also be successfully trained to identify and respond to overdose. Use of naloxone by laypeople has been linked to reductions in overdose death rates. People who use opioids are at greatest risk of overdose, and are also motivated to protect themselves and others around them. Naloxone should be readily available and administered by:

SOURCE: The New York Times

••

Governmental agencies (Fire, Police, Homeless outreach, etc.)

••

Harm reduction programs

••

Take Home programs

••

Direct request at pharmacies- Pennsylvania’s physician general has issued a standing order - an open prescription - allowing anyone to get naloxone from a pharmacy

Prevention Point is leading the effort to provide Narcan Training throughout the neighborhood (and the region!). The McPherson Library last year arranged for their staff to receive Narcan training and made the overdose reversal drug available to the staff. In Kensington, all service providers and agencies that are open to the public (and particularly, which have public restrooms) should have key staff trained in recognition of an overdose, administration of naloxone, treatment service availability and other harm reduction messages.

Prevention Point staff.

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1.1.2 SUPPORT CITY’S COORDINATED RAPID RESPONSE TO “OUTBREAKS” The Opioid Task Force report recommends that The City should develop a strategy for identifying (in real time) and responding to significant surges in the number of opiate overdoses (“outbreaks”) in a non-coercive manner.

The strategy should aim to prevent additional overdoses by increasing situational awareness, improving deployment of resources, and enhanced treatment services. Local agencies should respond to gather additional information, alert the public, confine the outbreak, and save lives where possible

1.1.3 WORK WITH THE CITY TO FURTHER EXPLORE “COMPREHENSIVE USER ENGAGEMENT SITES” The Mayor’s Task Force to Combat the Opioid Epidemic, in their final report, recommended exploring comprehensive user engagement sites (CUES), on a pilot basis. CUE’s would operate on a walk-in basis and provide essential services to reduce substance use and fatal overdose. These services include referral to treatment and social services, wound care, medically supervised drug consumption, and access to sterile injection equipment and naloxone.

Safe consumption facilities (SCF) have a long record of success in reducing the health and social harms of drug use among persons injecting heroin and other opioids. SCFs have been in operation since 1988, beginning in Europe and extending to Australia and Canada. CUE’s have been shown to: ••

Reduce overdose deaths, disease transmission and other adverse health outcomes associated with drug use.

••

Serve as access point for drug and alcohol treatment, medical services, social services, and housing services that in turn reduce the burden on the Emergency Departments, Police and Fire.

••

Improve public order and neighborhood safety by reducing public drug consumption and improper disposal of drug use equipment.

A CUE in Kensington would help mitigate the effects the open drug abuse is having on the community.

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1.2.1 1.2 WORK WITH CITY COUNCIL TO REMOVE LACK OF ID’S AS A BARRIER FOR SUPPORT DRUG RECEIVING TREATMENT ADDICTED RESIDENTS IN RECOVERY AND LIVING Often people who end up homeless have lost all their belongings along the way (identification cards included). This is one of the most immediate PRODUCTIVELY

barriers to receiving any kind of treatment or benefit. Several local organizations have been working with City Council to pass legislation to Institute “presumptive eligibility” as part of the Medical Assistance application process, which would allow individuals to receive benefits while their application is in process but not yet completed. MA Coverage would then be retroactive to the initial application once full documentation was secured. In this way, access to treatment can begin immediately. Also establish state ID waivers whenever possible for treatment access and allow other forms of ID to be accepted including prison ID and photocopies of state ID. Streamline and publicize ID requirements with clear indication of which policies are federally mandated, state mandated, etc.

1.2.2 ADDRESS AIR BRIDGE Work with City Council and the State Government to eliminate the Air Bridge.

The ‘air bridge’ refers to a practice by some municipalities in Puerto Rico to send their populations of addicts to Philadelphia, Chicago or Miami, to a network of “recovery centers” which promise addiction services. Under the guise of helping people, this human trafficking scheme ends up stranding isolated, primarily monolingual Spanish-speaking people with opioid issues and no way home. Many of them end up homeless on the streets of Kensington. A sustained governmental effort is needed to dissuade this practice, and resources must be devoted to returning citizens home as needed. In dealing with the homeless population in Kensington, outreach staff must be bilingual and information and resources must be delivered in Spanish and English.

1.2.3 DESTIGMATIZE OPIOID USE DISORDER AND ITS TREATMENT The stigma surrounding addiction and its treatment often prevent individuals and families from seeking help. It also prevents much needed service providers to set up shop in the communities where they are most needed, due to NIMBY attitudes from neighbors. The City needs to conduct a public education campaign to raise awareness about opioid use as a chronic medical condition (rather than a criminal act). Demeaning words such as “addict” and “junkie” and other depictions of drug users perpetuate the belief that a substance use disorder is a moral failing. Education is needed to reframe the discussion such that a substance use disorder is seen as a chronic medical condition for which effective treatments are available.

Local organizations, service providers and institutions will partner with the City to engage our communities and constituents to help spread this message.

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1.2.4 ADVOCATE FOR EXPANDED TREATMENT ACCESS AND CAPACITY It is widely known that there is a large gap between those who need treatment for a substance abuse disorder and available treatment. According to the Drug Enforcement Agency and National Survey on Drug Use and Health, there are an estimated 122,000-150,000 Philadelphians in need of substance use disorder treatment. This is especially evident in Kensington, as the population of homeless persons active in their addiction increases each year. There are over 200 unregulated “recovery houses” operating in Kensington, Frankford and North Philadelphia… yet only a few offer actual treatment and support for recovering addicts. We propose advocating for expanded resources for treatment for Kensington residents struggling with substance abuse disorders.

1.2.4 ADDRESS HOMELESSNESS AMONG OPIOID USERS Advocate for a stronger commitment from the city to provide housing for homeless persons with substance abuse. The argument for Housing First is that we start by housing people directly from the streets, without precondition. Once they have housing stability, the underlying issues around mental health, addiction, medical care, income, and education can start to be addressed. In this way, the process to integrate back into society can begin.

HOMELESS OPIOID USERS SET UP MAKESHIFT HOUSING IN THE MANY VACANT LOTS THROUGHOUT THE NEIGHBORHOOD

SOURCE: Philadelphia Inquirer

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02 HIGHEST CRIME RATES IN THE CITY, PARTICULARLY IN CRIME RELATED TO THE OPIOID CRISIS

STRATEGIES

TACTICS

2.1 DEVELOP A COLLABORATIVE, PROBLEM-SOLVING APPROACH TO OPIOID ISSUES

2.1.1 STRENGTHEN RELATIONSHIPS BETWEEN CIVIC ORGANIZATIONS, CITY AGENCIES AND LOCAL CDC’S Over the last two years the three local community development corporations representing contiguous areas in Kensington have built a strong, missionaligned collaborative through LISC’s Sustainable Communities Initiative (SCI). The Kensington SCI is a partnership between Impact Services Corporation, New Kensington Community Development Corporation (NKCDC) and HACE, and the 3 organizations have been working together to identify community problems and collaborate on creative solutions. By bringing together organizations that have complementary strengths and competencies, the SCI has increased institutional capacity within Kensington and this plan builds on that asset. The SCI has a strong working relationship with agencies across the city, as do each of its constituent members.

2.1.2 IMPROVE CIVIC ENGAGEMENT We will expand the reach of the SCI by further strengthening our ties to both public and private institutions in the area. For example, there are already vocal and active stakeholders in Kensington, but too often their efforts are siloed. The work that groups like Somerset Neighbors for Better Living (SNBL), Goodlands, Harrowgate Civic Association and the Friends of McPherson have done in Kensington is precisely the sort of collective efficacy-building that we seek to do on a broad scale.

Increasing and diversifying the stakeholders at the table who participate in agenda setting and collaboration will create exponentially more effective solutions. Assets to build on: ••

Active and engaged local groups like Somerset Neighbors for Better Living (SNBL), The Goodlands Coalition, Friends of McPherson, Harrowgate Civic Association, Kensington Independent Civic Association (KICA) and the newly formed West Kensington Neighbor’s Association. Though not formally a civic association, the neighbors of the 3000 block of N. Swanson Street are a very united group of neighbors.

••

Monthly K&A Business Association (KABA) meetings are regularly attended by the 24th District Police officers and community relations officer as well as the DA

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2.1.3 USE THE CURE VIOLENCE MODEL AS A MEANS TO DEVELOP COLLECTIVE EFFICACY Collective efficacy is a combination of social cohesion (connectedness between neighbors- see section on Social Cohesion) and a shared expectation of control (or how much you trust your neighbor to act on your behalf/against crime). In other words, collective efficacy in a neighborhood is the link between mutual trust and an individual’s willingness to intervene for the common good of the community. Collective efficacy is strongly correlated to lower rates of violent crime, because communities with collective efficacy can mobilize to address disorder and violence. Therefore, a strategy to build collective efficacy will be an effective tool for decreasing crime, building residential capacity, improving health and wellness outcomes and creating social cohesion.

The Cure Violence model is a public health approach to violence that has been shown to be effective in Chicago, New York and Baltimore. This approach uses trained community members to “interrupt” the violence of high-risk perpetrators and mediate ongoing disputes, while simultaneously promoting anti-violence norms in the community. The Cure Violence model is meant to give people conflict resolution tools to prevent an escalation to violence. The model uses three simultaneous approaches: trained interrupters who can recognize and anticipate situations of violence; outreach workers who work as mentors to high risk individuals; and efforts to change group norms through a public education campaign, community events and community responses to shootings.

In 2016, Philadelphia’s Department of Behavioral Health and Intellectual Disability Services (DBHIDS) launched Philadelphia Ceasefire a pilot program based on the Cure Violence model and recently graduated the first cohort of “interrupters.” The program was based in West Philadelphia and was launched in partnership with Temple University. We will, therefore be able to work with DBHIDS and support this program in Kensington. This program will also further our goal of building collective efficacy, which has been shown to offer a buffer against youth violence. The Cure Violence model also offers an opportunity to build social cohesion and collective efficacy as the “interrupters” are community members.

CURE VIOLENCE MODEL

SOURCE: Cure Violence

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2.2 IMPROVE POLICE & COMMUNITY RELATIONS

2.2.1 TRAUMA-INFORMED TRAINING FOR THE POLICE Building trust between police and some communities can be a challenge, particularly in a community with a large minority and/or immigrant population, such as Kensington. Police face the difficult task of breaking cycles of both violence and silence in communities where residents are intimidated by criminals. One of the most important elements to a traumainformed model of community engagement is to prevent re-traumatization, which can be a significant barrier to building trust between residents as well as service providers.

Trauma-informed training for police officers in the district is one path to rebuilding trust and cooperation between residents and the police. The 16th District of the PPD has already begun to do trauma informed training for its officers and we can bring that model to the 24th District. Building community trust with the police is important, but is only half of the story. We recognize the difficult task officers face every day in Kensington. A trauma-informed care model also extends to identifying the ongoing trauma police must endure and, to that end, we would like to facilitate a trauma-informed care training curriculum for police that acknowledges the challenges of policing Kensington.

2.2.2 PROBLEM ORIENTED POLICING Scanning, Analysis, Response, and Evaluation (SARA) Problem Solving Models are already being used by the PPD to create place-based, datadriven crime reduction techniques. PPD has increased its data gathering capacity to include an analyst coordinator in each district and uses this data to assign police officers to high crime areas during high crime times.

Kensington’s open-air or “overt” drug markets is the most stubborn and significant problem in the neighborhood. There have been successful police programs that target similar drug markets in Winston-Salem, Greensboro, Nashville and Milwaukee and utilize the “pulling levers” approach, a problemoriented policing strategy that targets specific criminal behavior committed by a small number of chronic offenders who are vulnerable to sanctions and punishment. We propose to work closely with the 24th District to build on this model, which requires a close relationship with the community and a collaborative approach from residents, local organizations, law enforcement and the DA’s office.

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2.2.3 COMMUNITY-ORIENTED POLICING

“We need the community just as the community needs us” - Lieutenant Marc Hayes of PSA Area 3 in the 24th Police District

The Philadelphia Police Department has developed a community policing model that divides each district into smaller areas called Police Services Areas. Each PSA is headed by a police lieutenant, who along with an average of three sergeants and thirty-nine officers, are now responsible for patrolling the same area, day in and day out, bringing greater community contact, familiarity and involvement. In addition to the PSAs, the 24th and 25th districts already have community liaisons, who do excellent outreach and have good lines of communication with residents. Local CDCs can enhance and support these efforts by bringing more community members to the table and creating opportunities for residents to have input and participate in crime prevention programs.

For example, one of the critical elements in police projects that address “open air” drug markets has been community participation and involvement.

By getting community residents to participate in the planning, the police were able to ensure that their methods would be supported and increase the likelihood of success. This strategy showed not only significant reductions in crime, but also a heightened awareness among residents of their own responsibility for cooperating with the police.

POLICE FROM TH 25TH DISTRICT INTERACTING WITH RESIDENTS

SOURCE: 12th & Cambria Advisory Council, Philly Voice

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2.3 REDUCE PHYSICAL DISORDER

While the meaning and causes of “disorder” have been contested, the physical disorder of Kensington is impossible to debate. Vacancies, untended lots and general blight, contribute to the drug trade and have a negative impact on residential feelings of safety. Blighted buildings and lots are linked to issues related to crime and safety, but they’re also linked to health outcomes for the residents who live near them. A growing body of research suggests this exposure to blighted spaces negatively impacts multiple aspects of health. Studies have also found associations between the presence of vacant properties and physical health indicators including: ••

Rates of drug-dependence mortality

••

Teen pregnancy

••

Sexually transmitted diseases

••

Premature mortality

••

Cardiovascular disease

These hazards also have documented impacts on mental health. Visual environmental cues, or psychosocial hazards, such as crime, substandard housing or abandoned properties, graffiti, and trash dumping can evoke feelings of fear. Perceived disorder is associated with higher levels of anger, anxiety, and depression.

Researchers at Penn have shown that turning vacant land into green space has a multitude of positive effects on the health and wellbeing. These effects are discussed below: REDUCING FIREARM VIOLENCE - Researchers analyzed the impacts and economic return on investment of urban blight remediation programs involving 5,112 abandoned buildings and vacant lots on the occurrence of firearm violence in Philadelphia, from1999 to2013. Their results indicated that abandoned building and vacant lot remediation reduced firearm violence by 39% and significantly reduced the costs that go along with it. In fact, for every dollar spent on improving blighted lots, saved $333 in both direct social costs, such as the courts, incarceration and medical expenses, as well as indirect costs, such as productivity. In conclusion, urban blight remediation programs can be cost-beneficial strategies that significantly and sustainably reduce firearm violence.

STRESS REDUCTION - Researchers took 12 study participants on a self-paced, prescribed walk in their neighborhood, past the study’s randomly selected vacant lots, both before (pre) and 3 months after (post) the greening treatment. They measured stress responses using a heart rate monitors. Being in view of a greened vacant lot decreased heart rate significantly. In conclusion, remediating neighborhood blight may reduce stress and improve health.

IMPROVING HEALTH AND SAFETY - Place-based programs are being noticed as key opportunities to prevent disease and promote public health and safety for populations at-large. As one key type of placebased intervention, nature-based and green space strategies can play an especially large role in improving health and safety for dwellers in urban environments such as US legacy cities that lack nature and greenery. Place-based programs rest on increasing evidence that in addition to biological and individual attributes, everyday environments have a potentially strong and lasting influence on health and safety.

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2.3.1 PURSUE CRIME PREVENTION THROUGH ENVIRONMENTAL DESIGN (CPTED) CPTED is a multidisciplinary approach to deterring criminal behavior that focuses on the physical environment, on changing how places are laid out, and how they look and feel. The theory is based on four principles:

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••

Natural access control- Access control is a concept directed primarily at decreasing criminal accessibility, especially into areas where a person with criminal intent would not easily be seen by others.

Examples of access control would include a highly visible gate or entry way through which all users of a property must enter, or the appropriate use of signage, door and window locks, or fencing to discourage unwanted access into private space or into dark or unmonitored areas.

••

Natural surveillance- allows people engaged in normal activities to easily observe the space around them, as well as eliminating hidden spaces where criminal activity can occur. This is achieved by appropriate lighting, low or translucent fencing/landscaping, removal of areas that offer concealment opportunities, placement of windows/doors that allow easy observation for regular users of a space.

••

Territoriality- providing clear designation between public, private, and semi-private areas and makes it easier for people to understand, and participate in, an area’s intended use. Territoriality communicates a sense of active “ownership” of an area that can discourage the perception that illegal acts may be committed in the area without notice or consequences. The use of see-through screening, low fencing, gates, signage, different pavement textures, or other landscaping elements that visually show the transition between areas intended for different uses are examples of the principle of territoriality.

••

Maintenance- Proper maintenance of landscaping, lighting and other features is vital to ensuring that CPTED elements serve their intended purpose

••

Activity Support- Activity support involves both passive and active efforts to promote the presence of responsible pedestrian users in a given area, thus increasing the community value of the area, while discouraging actions by would-be offenders who desire anonymity for their actions. Passive examples are design elements that make an area appealing to appropriate pedestrian use, such as attractive landscaping, safety from car traffic, and public art. Active examples involve scheduling events for an area to attract appropriate users, such as picnics, concerts, children’s play groups, or sports events.

A: HEALTH & SAFETY Projects such as vacant lot stabilization, improving public lighting, attractive fencing to prevent transit (people and vehicles) in certain areas and vacant building stabilization are all projects that will decrease crime and improve both safety and feelings of residential satisfaction.

Although CPTED has been widely used since the 1970s, a “second generation� of CPTED principles has developed recently. These ideas move past the mere physical design of the environment to stress the importance of community participation. The key concepts in this iteration of CPTED are social cohesion, community connectivity, community culture, and threshold capacity. In other words, community participation in the planning and execution of CPTED projects is critical to both their success and building resiliency within a community that can drive down crime.

2.3.2 CLEAN AND GREEN VACANT LOTS NEAR CRIME HOTSPOTS Neighborhood efforts to clean trash, plant gardens and stabilize vacant lots can reduce the physical signs of disorder and improve residential satisfaction.

Two studies of cleanups and beautification efforts in Philadelphia have shown that they were effective in reducing crime in the intervention sites and improved residential perceptions of safety. Identifying, planning and executing these projects is also a way to build collective efficacy among residents.

PHS LANDCARE PROGRAM

SOURCE: PA Horticultural Society

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HEALTH & SAFETY - STRATEGIES & TACTICS IMPLEMENTATION MATRIX STRATEGY

1.

TACTIC

ASSETS TO BUILD ON

CHALLENGE: Center of the opioid epidemic in the city

1.1

PREVENT OVERDOSE DEATHS WITHIN THE COMMUNITY

1.2

SUPPORT DRUG ADDICTED RESIDENTS IN RECOVERY AND LIVING PRODUCTIVELY

1.1.1 Expand naloxone training and availability

Prevention Point is leading the effort to provide Narcan Training throughout the neighborhood and region

1.1.2 Support city’s coordinated rapid response to “outbreaks”

The Opioid Task Force report recommends that The City should develop a strategy for identifying (in real time) and responding to significant surges in the number of opiate overdoses (“outbreaks”) in a non-coercive manner. The strategy should aim to prevent additional overdoses by increasing situational awareness, improving deployment of resources, and enhanced treatment services.

1.1.3 Work with City of Philadelphia to further explore “comprehensive user engagement sites

The Opioid Task Force report recommends that The City further explore the possibility of implementing one or more comprehensive user engagement sites (CUES), on a pilot basis, in which essential services are provided to reduce substance use and fatal overdose (including referral to treatment and social services, wound care, medically supervised drug consumption, and access to sterile injection equipment and naloxone) in a walk-in setting.

1.2.1 Work with City Council to remove lack of ID’s as a barrier for receiving treatment

Gurney Street Cleanup efforts have helped to galvanize resources for the users in Kensington.

1.2.2 Address Air Bridge

Kensington Counts report outlines strategies and procedures to address needs of homeless population with substance abuse problems.

1.2.3 Destigmatize opioid use disorder and its treatment

Prevention Point has been the leader in harm-prevention approach in the neighborhood, but other local community and faith-based groups have been working in the neighborhood to help spread empathy and care for persons active in their addiction.

1.2.4 Advocate for expanded treatment access and capacity

Gurney Street Cleanup has brought national attention to the problem and efforts must be made to sustain a long-term response to the crisis.

1.2.5 Address homelessness among opioid users

City has allocated additional resources for housing for homeless addicts as a response to the Gurney Street Cleanup.

2. CHALLENGE: Highest crime rates in the city, particularly in crime related to the opioid crisis.

2.1

DEVELOP A COLLABORATIVE, PROBLEM-SOLVING APPROACH TO REDUCE INCIDENCE OF DRUGRELATED CRIMES

2.2

IMPROVE POLICE AND COMMUNITY RELATIONS

2.3

REDUCE PHYSICAL DISORDER

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2.1.1 Strengthen Relationships between Civic Organizations, City Agencies and local CDC’s

Kensington SCI, El Barrio Es Nuestro- Managing Director’s Office initiative around the Gurney Street cleanup, strong relationship with Councilmembers.

2.1.2 Improve Civic Engagement

Existing civic organizations: SNBL, The Goodlands, Harrowgate Civic Association, Friends of McPherson, KICA, KABA, West Kensington Neighbor’s Association, Swanson St. neighbors.

2.1.3 Use the Cure Violence Model as a means to develop collective efficacy

Philadelphia CeaseFire (www.philaceasefire.com).

2.2.1 Trauma-Informed Training for Police

Increased awareness of Trauma Informed Care, Philadelphia’s “Towards a Trauma Informed City” initiative.

2.2.2 Problem Oriented Policing (POP)

Resident groups organized near crime hotspots; Impact Services can help strengthen and broaden relationships between the police department, individual residents and/or resident groups to develop working collaborations.

2.2.3 Community-Oriented Policing

PPD’s model of Police Service Areas (PSAs), motivated neighbors who are already eyes on the street.

2.3.1 Pursue Crime Prevention Through Environmental Design (CPTED)

“Lots of Love” project on Clearfield Street developed by the Kensington SCI (Impact Services, NKCDC, LISC).

2.3.2 Clean and Green Vacant lots near crime hotspots

PHS Philadelphia LandCare is a nationally recognized model of landscape treatment that addresses the widespread challenge of land vacancy. To date, PHS has stabilized and maintained over 12,000 parcels. PHS is committed to further expanding their work in HOK.

A: HEALTH & SAFETY

PARTNERSHIPS

BEST PRACTICE

Prevention Point, Free Library, Opioid Task Force

Impact Services, Prevention Point, Philadelphia Police Department, 24th District PPD, Esperanza Health Center, McPherson Square Library, DBHIDS

Impact Services, Prevention Point, Philadelphia Police Department, 24th District PPD, DBHIDS, Philadelphia Department of Public Health, Local Civic Groups and Schools

Safe consumption facilities (SCF) have a long record of success in reducing the health and social harms of drug use among persons injecting heroin and other opioids. SCFs have been in operation since 1988, beginning in Europe and extending to Australia and Canada.

Prevention Point, OHS, Pathways to Housing, DBHIDS, City Council, Managing Director’s Office.

Prevention Point, BenePhilly, Office of Homeless Services, City Council, Managing Director’s Office, DBHIDS, Project HOME, Pathways to Housing Prevention Point, Angels in Motion, Victory Outreach, McPherson Square Library Prevention Point, OHS, Pathways to Housing, Housing First, DBHIDS, City Council, Managing Director’s Office.

OHS, Pathways to Housing, Housing First

Impact Services, HACE CDC, New Kensington CDC (NKCDC), Philadelphia LISC, Managing Director’s Office (MDO), Maria QuiñonesSanchez SCI partnership can help bring different civic groups together and improve communications

DBHIDS, Temple University

Chicago, New York and Baltimore

24th District PPD, Sanctuary

Captain Altovise Love-Craighead’s initiative to train the 16th Police District in Trauma Informed Care

24th District PPD, Philadelphia DA, local residents and block leaders, Town Watch Integrated Services, Impact Services

High Point Drug Market Intervention Strategy https://ric-zai-inc.com/ Publications/cops-p166-pub.pdf

24th District PPD, Philadelphia DA, local residents and block leaders, Town Watch Integrated Services

Rockford, Illinois

24th District PPD, local residents and block leaders, Kensington SCI, LISC, Streets Department, PHS

PHS, Philadelphia Parks and Recreation, local civic groups, MDO, Mural Arts

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Garvin, E., Cannuscio, C. & Granas, C. (2013). Greening vacant lots to reduce violent crime: A randomized controlled trial. Injury Prevention, 19(3), 198-203.

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SECTION

EDUCATION

TABLE OF CONTENTS

EXISTING CONDITIONS

PUBLIC OUTREACH

GOAL, STRATEGIES, TACTICS

IMPLEMENTATION MATRIX

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WHY THIS MATTERS RESULTS FROM THE EXISTING CONDITIONS ANALYSIS

Kensington was historically a neighborhood where someone with a limited formal education, but a hard work ethic, could still make a decent living in the manufacturing industry and textile mills. As those jobs have steadily disappeared nationwide and particularly in Kensington, a formal education has become more and more important. The levels of educational attainment have not kept pace with need in the neighborhood; 44% of the population over 25 does not have a High School degree, and only 3% of the population over 25 has a Bachelor’s degree. This presents a barrier for local residents to attain jobs available in growing sectors across the greater Center City area.

The environment that children grow up has a significant impact their ability to succeed in school. Stressors, such as poverty, housing and food insecurity, absentee parents, addiction/mental illness in the family, abuse and community violence are all Adverse Childhood Experiences that have lasting negative impacts on children’s cognitive and emotional development, which profoundly affect school performance.

Children in Kensington are growing up in a neighborhood where graduating high school is not necessarily the norm, and where college educated adults are not part of their families or immediate social circles. Furthermore, as reported by residents at our community meetings, there is social pressure NOT to pursue higher education among some groups. Peer support for individuals following this path doesn’t exist, making it harder for them to persist when all they hear from their families and neighbors is: “so you think you’re better than us?”

FIGURE 24: EDUCATIONAL ATTAINMENT

HEART OF KENSINGTON PHILADELPHIA PENNSYLVANIA USA

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% OF POPULATION OVER 25

SOURCE: 2014 ACS 5-YEAR ESTIMATES

B: EDUCATION

FIGURE 25: 2014-15 SCHOOL PROGRESS REPORT SOURCE: School District of Philadelphia SCHOOL RANKINGS - LOWER = BETTER RANK

School is one of the few places in Kensington where children are safe and protected. However parents complain that once schools let out for the day or the summer there are few options for supervised activities. Organized after-school activities are few, and summer camps and after care can be unaffordable for many working families. The result is many children are left unsupervised. This is particularly problematic for teenagers, as they are developmentally drawn to risky behavior.

School administrators reported that parent participation and engagement is low and explained there are several factors for this: ••

Parents are often working long hours and multiple shifts to make ends meet.

••

Recent immigrants experience a language barrier that makes participating in school intimidating (despite translation services being available)

••

There isn’t a culture of participation in their families or in their native countries; in many cases the only interactions between parents and teachers/school administrators are when parents are called in due to a problem with their child, giving a negative connotation to their engagement.

Though parent participation in general is low, school administrators reported that activities such as school plays, sporting events and festivals where children and their work is celebrated were well attended and were positive experiences for everyone involved. Additionally, when activities were organized to address issues adults are facing (i.e. employment fairs, ESL programs) parent participation increased.

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WHAT DO RESIDENTS THINK? RESULTS FROM PUBLIC OUTREACH AND THE RESIDENT SURVEY

Throughout the public outreach process, residents stressed the need for more after-school and summer programs for children, and the desire to improve their children’s opportunities for educational attainment. While the resident survey did not ask specific questions regarding schooling and education, some examples from resident’s thoughts regarding families and public services are informative.

STATS: ••

Only 21% or respondents would recommend the neighborhood to families with children

••

Only 37% of respondents rate “public services” in the neighborhood as either “very good” or “good”

••

On the quality of life mean score, quality of public services received a score of 3.22

FIGURE 26: RESIDENT SURVEY RESULTS

“

Keep a focus on our kids/ parents who are lacking in things such as computer labs, jobs, transportation, food, and healthcare.

“

- QUOTE FROM RESIDENT

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WHAT ARE THE KEY CHALLENGES LEARNED FROM THE DATA & PUBLIC OUTREACH?

01 LOW HIGH-SCHOOL GRADUATION RATES AND ADVANCED DEGREES, NOT ENOUGH MINORITY CHILDREN GRADUATING

02 INDIVIDUAL & COMMUNITY TRAUMA NEGATIVELY IMPACT STUDENTS ABILITY TO SUCCEED

03 BARRIERS FOR PARENT PARTICIPATION IN SCHOOLS

04 LIMITED OPPORTUNITIES FOR AFFORDABLE AFTER-SCHOOL/SUMMER PROGRAMS

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B: EDUCATION

FIGURE 27: EDUCATION ASSETS/CHALLENGES

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GOAL HOK RESIDENTS ARE EDUCATED (MAXIMIZING OPPORTUNITIES FOR PERSONAL/PROFESSIONAL DEVELOPMENT) AND INFORMED ABOUT ISSUES AFFECTING THEIR NEIGHBORHOOD.

The plan’s education strategy will address 4 major challenges that emerged from the planning process. They include: (1) low high-school graduation rates and advanced degrees, not enough minority children graduating; (2) Individual & community trauma negatively impact students ability to succeed; (3) Barriers for parent participation in schools; and (4) Limited opportunities for affordable after-school/summer programs.

This plan recognizes that education is a complex problem and includes issues beyond our control. However, many of these challenges start in the home and the environment that children grow up in and can be addressed with a coordinated neighborhood response.

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B: EDUCATION

01 LOW HIGH-SCHOOL GRADUATION RATES AND ADVANCED DEGREES, PARTICULARLY IN THE MINORITY COMMUNITY

STRATEGIES

TACTICS

1.1 PROMOTE A CULTURE THAT VALUES EDUCATION AS A MEANS FOR PERSONAL AND COMMUNITY ADVANCEMENT

1.1.1 ADVOCATE FOR EXPANSION OF PHL PRE-K PROGRAMS At the start of the 2017 school Mayor Kenney announced that the city’s 2000 soda tax-funded pre-K seats were taken, and the waiting list for additional spots was over 400 names deep. The shortage is particularly evident in Kensington, where 12% of the total population is under the age of 5 (as opposed to Philadelphia’s 6%). Of the 87 PHLPre-K High Quality Early Childcare Learning Centers designated in the City, only 2 are located within the HOK Target Area (an additional 2 are within walking distance).

1.1.2 ORGANIZE MENTORSHIP PROGRAMS IN SCHOOLS One manifestation of resilience is being able to believe that some better outcome is possible even when it might not be immediately apparent.

Children look up to the adults in their life for guidance and to model behavior from. In order to envision success in school (and beyond!) it is important for them to see adults in those positions. Mentorship programs provide the opportunity for children to see what a successful career path can look like, that it is possible at different levels of education (technical trainings, community college, associate degrees, bachelors and graduate degrees, etc.) and feel supported in aspiring to a career path of their own.

Mentorship programs can be organized with the local schools but can also be extra-curricular programs, linked to a rec center or other community organization.

Mayor Kenney’s PHLpreK Program is expected to have 6,500 seats by 2021

SOURCE: Newsworks

1.1.3 WORK WITH A COMMUNITY COLLEGE OF PHILADELPHIA TO CREATE A HUB OR PRESENCE IN KENSINGTON For children whose families have never attended a college-level education, the thought of pursuing schooling beyond school often seems unattainable.

Community College can be an excellent option for these students, offering them training that can lead to a career or to additional schooling. Kensington residents don’t immediately recognize this as an option for them- but having a presence in the neighborhood of a Community College hub would help bring that opportunity closer. This plan proposes pursuing the Community College of Philadelphia, which is already involved with several organizations in the area, to establish a physical presence here.

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02 INDIVIDUAL & COMMUNITY TRAUMA NEGATIVELY IMPACT STUDENTS ABILITY TO SUCCEED

STRATEGIES

TACTICS

2.1 SCHOOLS PROVIDE A SAFE SANCTUARY FOR CHILDREN EXPERIENCING TRAUMA

Schools are already dealing with the effects of trauma; in Sheridan Elementary School, for example, administration has recognized that most children with behavioral problems, are dealt more successfully with a visit to the counselor rather than the principals office; the vice-principals office is always open if students need a place to sit quietly for a moment and decompress; without putting a name on it, they have created a traumainformed environment for their students. The first step to doing this is recognizing that students experience extraordinary circumstances in their personal lives that negatively affect their ability to succeed in school.

2.1.1 CAMPAIGN FOR TRAUMA INFORMED TRAINING AND AWARENESS IN SCHOOLS We propose working with local schools, the Sanctuary Center, ACEs Task Force and build on the LISC SCI’s work on developing a trauma informed curriculum for community leaders to raise awareness and education about Trauma Informed Care.

2.1.2 ADVOCATE FOR SCHOOL-BASED SOCIAL WORKERS As part of the trauma informed initiative, and following the success stories of Philadelphia’s Community Schools, we will advocate for the placement of a full-time social worker in each school to help children who need it address outside challenges that may be affecting their performance in school.

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B: EDUCATION

2.2 PROVIDE SUPPORT FOR STUDENTS DEALING WITH ADDICTION AT HOME

2.2.1 NAR-ANON AND AL-ANON PROGRAMS FOR FAMILIES OF PERSONS WITH SUBSTANCE ABUSE DISORDERS Though there are many recovery houses and programs for persons in recovery throughout the neighborhood, there is an almost complete absence of programs to support the families of persons with substance abuse disorders. This kind of support is necessary to help families cope, and also helps build closer ties in the community.

2.2.2 EDUCATION CAMPAIGN ABOUT THE RISKS OF DRUG USE AND ADDICTION The Mayor’s Task Force has proposed a city-wide education campaign to inform about the risks and realities of substance abuse and addiction.

We propose supporting these initiatives and involving all local service providers, institutions and residents in the campaign.

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03 BARRIERS FOR PARENT PARTICIPATION IN SCHOOLS

STRATEGIES

TACTICS

3.1 PROVIDE PROGRAMMING IN SCHOOLS THAT SUPPORTS PARENTS BEYOND SCHOOLRELATED ISSUES

Programs that further adult education, help bring down barriers to employment or education, are all activities that help adults and their children as well. As adults gain more skills and stability in their employment or housing, they are better able to help their children in their education, keeps families in their homes and children able to remain in school and have a better chance of completing their education. The following tactics will help accomplish some of these aims.

3.1.1 PROVIDE ENGLISH AS A SECOND LANGUAGE (ESL) CLASSES, FINANCIAL LITERACY PROGRAMS, PARENTING COACHING SESSIONS AS NEEDED These should be determined by each school’s parents’ groups, and intended to develop personal skills as needed.

3.1.2 ORGANIZE JOB FAIRS/HOUSING COUNSELING OR OTHER EVENTS AS NEEDED TO HELP PARENTS ADDRESS CHALLENGES IN THEIR EVERYDAY LIVES This tactic is aimed at helping link parents to resources to find or improve their employment, income or housing.

FIGURE 28: LANGUAGE SPOKEN AT HOME SOURCE: 2014 AMERICAN COMMUNITY SURVEY 5-YEAR ESTIMATES

Speaks Spanish with limited English Speaks Spanish & English fluently

56% OF HOUSEHOLDS SPEAK SPANISH AT HOME

Speaks English only Speaks Spanish at home

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B: EDUCATION

3.2 CREATE A COMMUNITY HUB FOR EDUCATIONAL RESOURCES

Create a community hub/one-stop-shop for parents to access information and resources available in the area and for schools to connect with local service providers to coordinate activities.

3.2.1 HELP FAMILIES TRANSITION FROM ONE EDUCATION STAGE TO THE NEXT There are several public, charter and technical schools in the area, and often parents don’t realize they have a choice on where their children can attend as they move from early education, through elementary to middle and high school. Having someone who can help navigate this system would be very helpful for parents to feel more empowered, involved and invested in their children’s education.

3.2.2 SPONSOR THE FORMATION OF PEER GROUPS SO PARENTS CAN ENGAGE AROUND SPECIFIC TOPICS (PARENTING, NUTRITION, ETC.) When there isn’t a general culture that places high importance in education, it may be difficult for families who do to find the kind of support needed to be successful. Peer groups are excellent opportunities for people with similar interests and challenges to come together and offer advice and guidance.

Peer groups also present a low entrance barrier to engage; we propose learning from the success of Asociacion de Puertorriqueños en Marcha’s (APM) Parent Café as a model for a low-barrier peer group.

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04 LIMITED OPPORTUNITIES FOR AFFORDABLE AFTER- SCHOOL/SUMMER PROGRAMS

STRATEGIES

TACTICS

4.1 IMPROVE ACCESS TO AFTER-SCHOOL/ SUMMER PROGRAMS TO SUPPORT CHILDREN OUTSIDE SCHOOL

4.1.1 EXPAND PROGRAMMING IN EXISTING PARKS AND RECREATION CENTERS/ PAL CENTER/MCPHERSON LIBRARY Build on existing relationships with Street Soccer USA, Kensington Soccer Club, Portside Arts Center, Maker Jawn, Read by 4th, Free Library of Philadelphia, among others, to build off of existing programming and expand their services.

4.1.2 STRENGTHEN AND EXPAND LOCAL PLAYSTREETS There are over 600 Play Streets in Philadelphia, which are part of the Free Summer Meal Program, overseen by Philadelphia’s Parks & Recreation Department (PPR). About 23 of these playstreets are located in the HOK Target Area and the program has been very successful in providing a safe space for children to play and receive two free meals a day throughout the summer. Impact Services supports the Play Streets in the HOK target area every year.

THE HARROWGATE PAL CENTER PROVIDES NUMEROUS AFTER SCHOOL PROGRAMS AND SERVES 1,500 REGISTERED PARTICIPANTS

SOURCE: Philadelphia PAL Centers

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In 2017 Impact piloted a project to strengthen the Play Streets program and created the Impact Street Camp (ISC). ISC built on the Play Streets program to provide additional supports for the block captains in the form of supplies, materials and a team of supervised Play Captains. The Play Captains initiative is a youth leadership development program developed by Fab Youth Philly, which trains local youths to use play as a civic engagement strategy and at the same time help build professional skills. The pilot program trained 7 Play Captains and engaged 2 Play Streets blocks this summer; other partners (such as Maker Jawn, Read by 4th, The Free Library of Philadelphia, Street Soccer USA) provided additional programming throughout the summer to help create a meaningful experience for children. This plan proposes to expand the program to include one ISC site in every target area, initially, and continue to grow the program throughout the neighborhood (and citywide!). Impact Street Camp will also help support micro-communities in the area (see COMMUNITY section).

B: EDUCATION

FIGURE 29: PLAY STREETS

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EDUCATION - STRATEGIES & TACTICS IMPLEMENTATION MATRIX STRATEGY

1.

TACTIC

ASSETS TO BUILD ON

CHALLENGE: Low high-school graduation rates and advanced degrees, not enough minority children graduating

1.1

PROMOTE A CULTURE THAT VALUES EDUCATION AS A MEANS FOR PERSONAL AND COMMUNITY ADVANCEMENT

1.1.1 Advocate for expansion of PHLPre-K programs

3 existing programs in the area.

1.1.2 Organize mentorship programs in schools

MIMIC (Men In Motion In the Community), a program founded by a Kensington/Port Richmond native. Boys and Girls mentoring programs at PAL Center.

1.1.3 Work with the Community College of Philadelphia to create a hub or presence in Kensington

PowerUp program for small businesses is involved with local commercial corridors, Impact has an established relationship with CCP through our workforce development program.

2. CHALLENGE: Individual & community trauma negatively impact students ability to succeed 2.1

SCHOOLS PROVIDE SAFE SANCTUARY FOR CHILDREN EXPERIENCING TRAUMA

2.2

PROVIDE SUPPORT FOR STUDENTS DEALING WITH ADDICTION AT HOME

2.1.1 Campaign for trauma informed training and awareness in schools

PA’s Education Law Center has already identified this as apriority in the following study published in 2014: Unlocking the Door to Learning: Trauma-Informed Classrooms & Transformational Schools.

2.1.2 Advocate for school-based social workers

Mayor Kenny has appointed 22 full-time social workers to selected schools across the city, in a pilot project.

2.2.1 NAR-Anon and AL-Anon programs for families

Nar-Anonand Al-Anon established networks and institutional support.

2.2.2 Education campaign about the risks of drug use and addiction

Report from Mayor’s Opioid Task Force.

3. CHALLENGE: Barriers for parent participation in schools 3.1

PROVIDE PROGRAMMING IN SCHOOLS THAT SUPPORTS PARENTS BEYOND SCHOOLRELATED ISSUES

3.2

CREATE A COMMUNITY HUB FOR EDUCATIONAL RESOURCES

3.1.1 Provide ESL classes/financial literacy, etc as needed

Free programming through Free Library of Philadelphia.

3.1.2 Organize job fairs/housing counseling or other events as needed to help parents address challenges

Success of established local job fairs organized by Impact Services, Aramingo BID, Careerlink.

3.2.1 Help families transition from one education stage to the next

New social workers at Sheridan, Elkins and Cramp Schools.

3.2.2 Sponsor the formation of peer groups so parents can engage around specific topics (parenting, nutrition, etc.)

APM Parent Café, peer groups in PorchLight (storytelling group, weaving workshop, knitting group, among others).

4. CHALLENGE: Limited opportunities for affordable after-school/summer programs 4.1

IMPROVE ACCESS TO AFTER-SCHOOL/SUMMER PROGRAMS TO SUPPORT CHILDREN OUTSIDE SCHOOL

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4.1.1 Expand programming in existing parks and recreation centers/PAL Center/McPherson Library

After School programs (Maker Jawn, Kensington Soccer, etc) and Art Education programs (Portside Art Center) that are currently very successful in the neighborhood, Porchlight (Kensington Storefront) is establishing itself as a local community hub for the arts.

4.1.2 Strengthen and expand local Playstreets

Well established playstreet programs in the area (23 this summer), Street Camp pilot project.

B: EDUCATION

PARTNERSHIPS

BEST PRACTICE

City Council, Mayor’s Office of Education (MOE), Brightside Academy, Local schools

Local Schools, Local CDC’s, MIMIC, PAL Center, Frontline Dads

Community College of Philadelphia, K&A Business Association, Impact Services

Sanctuary Center, ACEs Task Force, Impact Services, LISC, Kensington SCI, local schools

In 2005 Massachusetts launched their “Helping Traumatized Children Learn”, a policy agenda for the state which encourages schools to adopt a “Flexible Framework” for trauma sensitive practices and supports at the school-wide level.

School District Philadelphia, School Reform Commission

DBHIDS, Esperanza Health Center, Prevention Point

City of Philadelphia

Local schools, PTA, McPHerson Square Library, Porchlight (Kensington Storefront), Congreso

Local schools, PTA, McPHerson Square Library, Kensington SCI, Impact Services, Aramingo BID

Local schools, PTA, McPHerson Square Library

Impact, PorchLight (Mural Arts, Kensington Storefront) APM (Asociacion de Puertorriqueños en Marcha), local schools

Fab Youth Philly, Street Soccer USA, Kensington Soccer Club, Portside Arts Center Maker Jawn, Read by 4th, Porchlight (Kensington Storefront, Mural Arts)

Parks and Recreation, Police Department, Impact Services, Fab Youth Philly, Street Soccer USA, City Council (PAF)

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ELEMENTS OF A HEALTHY COMMUNITY

C: ECONOMIC DEVELOPMENT

ECONOMIC DEVELOPMENT

TABLE OF CONTENTS

EXISTING CONDITIONS

PUBLIC OUTREACH

GOAL, STRATEGIES, TACTICS

IMPLEMENTATION MATRIX

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82

86

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WHY THIS MATTERS RESULTS FROM THE EXISTING CONDITIONS ANALYSIS

FIGURE 30: Kensington’s status as the textile capital of the world and the thousands of TRANSPORTATION ACCESS jobs that came with it are a thing of the past after decades of manufacturing decline. The days of walking across the street with minimal education and working a good paying mill job are long gone. The best opportunity for residents to break the cycle of poverty is through meaningful employment.

As the national economy has changed, Kensington’s work force must adapt as well. With multiple bus lines, easy access to Interstate 95, and three Market Frankford Line stations within the neighborhood, residents have easy access to job centers outside of the neighborhood. Center City and University City are the number 1 & 4 job centers within the state of Pennsylvania with a combined 350K+ jobs, both easily accessible with around a 20 minute train ride on the MFL. Unfortunately these jobs are out of reach for most residents who have minimal formal education. This issue is discussed more in depth in the Education section with the hope that the youth can acquire high school and advanced degrees that lead to better higher paying jobs. The challenge then becomes how can we work within the existing framework, and make the connections so that residents without advanced degrees can acquire existing local jobs.

While the number of industrial jobs in Philadelphia is a fraction of what it was at its peak, the study area is in close proximity to the largest industrial tracts within the city, particularly along Erie Ave. There exist potential job and training positions at these existing businesses, some of which employ thousands (Coca-Cola Bottling Plant, etc.). The large number of vacant or underutilized (storage facilities, etc.) mill buildings create a great opportunity to create new workspace within the neighborhood.

FIGURE 31: Large open floor plans in historic mill buildings provide for flexible work environments and are suitable for modern manufacturing/maker space as HISTORIC MILL BUILDINGS well as traditional office space, and in many ways are more desirable than ground up construction. These buildings present the greatest opportunity for locating new businesses within the neighborhood at any considerable scale. Recent examples include MAKEN Studios at I Street and Ontario Street and Orinoka Mill at Ruth Street and Somerset Street.

The study area has two major commercial corridors in close proximity that provide hundreds of retail and services jobs. The Aramingo commercial corridor has over 110 businesses and consists of mostly larger scale national chains and big box stores. Kensington Avenue consists of older/smaller buildings and is more suitable for mom & pop type stores. Located on a major transit corridor with 3 MFL stops, numerous bus stops, high traffic flows, and lots of pedestrian activity, it is a highly visible commercial corridor. Opportunities exist to improve these commercial corridors and bring new jobs to the neighborhood.

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MAKEN South - A renovated mill building.

Data shows that immigrant communities start new businesses at a much higher rate than non-immigrants and there is an “entrepreneurial spirit” in Kensington that is hard to ignore. This “spirit” plays out in both positive and negative ways within the neighborhood. Negatively, residents deal in illicit activity, particularly drug dealing, which has negative consequences on the community. The thriving drug trade is a harsh competitor for residents who see few job prospects. An all-encompassing approach to preventing residents from entering the drug trade in the first place is the ultimate goal.

This plan recognizes the limitations of that goal and tries to work with residents who have criminal records who find it difficult to attain legitimate employment even once they have left. Residents with criminal records are often excluded from consideration for any job opportunities, thus starting a vicious cycle of reentering the drug trade because no other options exist.

Finding ways to break that cycle is of critical importance. Alternatively, the “entrepreneurial spirit” plays out positively through neighborhood residents selling homemade foods, washing cars, or providing various other goods and services that are unlicensed or “illegal” by the city’s standards.

The goal is to promote and provide support for residents who are striving to start businesses that are good for the community, and to help transition the residents who are using their “entrepreneurial spirit” in ways that have negative consequences, into more legitimate careers.

FIGURE 32: LARGE EMPLOYERS

SOURCE: US CENSUS 2010 SF, 2014 ACS 5-YEAR ESTIMATES

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WHAT DO RESIDENTS THINK? RESULTS FROM PUBLIC OUTREACH AND THE RESIDENT SURVEY

Residents attribute low incomes and the sway of the drug trade on the lack of job opportunities. These two factors have incredible consequences on housing, safety, and a variety of other issues within the neighborhood.

From the resident survey results, numerous questions get at economic development being at the heart of some of the neighborhood challenges.

STATS: ••

Of the renters that say they are interested in purchasing a home in the community, but haven’t yet, 75% attribute it to their personal financial situation.

••

Employment is not within the top 3 reasons why residents decide to live in the neighborhood, but affordable housing is the number one choice. This implies that residents live in the neighborhood because of their current economic/financial situation

••

31% of resident’s rate access to employment centers as “very good” or “good”, however 49% say the access to transportation is “very good” or “good”. This implies that residents mean access to employment is not good in the immediate neighborhood.

FIGURE 33: RESIDENT SURVEY RESULTS

“

Develop economic strategies that move people towards employment and small business ownership. Access to capital protects the vulnerable and empowers.

“

- QUOTE FROM RESIDENT

CHAPTER 04

ELEMENTS OF A HEALTHY COMMUNITY

WHAT ARE THE KEY CHALLENGES LEARNED FROM THE DATA & PUBLIC OUTREACH?

01 DISCONNECT BETWEEN SKILL-SETS OF RESIDENTS AND EXISTING JOBS

02 SHORTAGE OF QUALITY JOBS/CAREER OPPORTUNITIES IN THE NEIGHBORHOOD

03 DRUG TRADE IS A LARGE LOCAL EMPLOYER

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FIGURE 34: ECONOMIC DEVELOPMENT ASSETS/CHALLENGES

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GOAL HOK RESIDENTS ARE EMPLOYED AND SELF-SUFFICIENT

The plan’s economic development strategy for Heart of Kensington is to address three major challenges, all interconnected and over an extended period of time to be effective. They include: (1) the disconnection between the current skill-sets of residents and existing jobs; (2) a shortage of quality jobs/career opportunities in the neighborhood; and (3) the drug trade is a large local employer.

Among the goals Heart of Kensington anchors are committed to addressing over the next five years include improving the skill-sets of local residents so they can find available work, attracting new jobs to the neighborhood, cultivating the entrepreneurial spirit in Kensington, and creating opportunities for residents to avoid the drug trade or transition out of it.

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01 DISCONNECT BETWEEN SKILL-SETS OF RESIDENTS AND EXISTING JOBS

STRATEGIES

TACTICS

1.1 IMPROVE THE SKILLSETS OF RESIDENTS SO THEY CAN FIND AVAILABLE WORK

1.1.1 ESTABLISH A WORKFORCE DEVELOPMENT PROGRAM THAT WORKS WITH LOCAL INDUSTRIES TO PROVIDE APPRENTICESHIP PROGRAMS Large industrial businesses still exist within the neighborhood, but aren’t always seen as an outlet of jobs for neighborhood residents. Many of these businesses don’t necessarily have a growing workforce and employees have been there for extended periods of times, sometimes decades.

Neighborhood residents also don’t have the required background or skill set to gain positions when they become available. Building on Impact’s workforce development program, we propose creating a closer relationship with local industries to develop an apprenticeship program to establish a pipeline of new workers ready to expand plant capacity or replace retiring workers, as needed. We will build on our existing relationship with the K&A Business Association and Aramingo Business Improvement District for technical assistance, and reach out to the following industries for the development of this program: ••

Baker Industries

••

Entrepreneur Works

••

JEVS Human Services

••

SNAP (culinary/food start-ups)

BAKER INDUSTRIES JOB TRAINING

SOURCE: Baker Industries

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1.1.2 EXPLORE THE DEVELOPMENT OF A “GREEN” WORKFORCE DEVELOPMENT PROGRAM TO TAKE ADVANTAGE OF A GROWING INDUSTRY/SECTOR Green jobs are a growing industry nationwide as alternative energy gains a larger sliver of the energy supply due to technological advancements and price reductions. Many of these jobs are labor intensive and a skill set that can be learned through training. Such positions include solar panel installers, sustainable builders, and others which are a good match for the neighborhood residents. In 2016 Philadelphia launched a $1 billion green jobs plan, moving forward with an ambitious plan to create 10,000 “green jobs” over 10 years. There are growing examples of successful models for “green collar” job training centers and programs (like the Oakland Green Jobs Corp, one of the first initiatives designed to help disadvantaged community residents transition to green careers) that could help the Heart of Kensington get ahead of what is one of the fastest growing sectors of the economy. The following agencies are currently working on large scale environmental projects throughout the city: ••

Energy Coordinating Agency

••

PWD Stormwater Management Program

••

Stormwater PA

1.1.3 WORK WITH TRADE UNIONS TO BE MORE INCLUSIVE SO RESIDENTS CAN PARTAKE IN BUILDING BOOM NEARBY Some of the highest concentrations of new buildings and development citywide are taking place only a few blocks away in South Kensington, Northern Liberties, and Fishtown. With this development come job opportunities within the construction trades. Unfortunately neighborhood residents find it difficult to connect with these jobs because of lack of skills or difficulty cracking into the trade unions. This is particularly a problem for minority communities such as Kensington. Recent changes have been made, particularly around the city’s Rebuild initiative to include more minority contractors within the program, but more can be done. A coordinated effort between local organizations is required to start a dialogue with the trade unions to see where opportunities exist for local residents to be more involved.

ENERGY COORDINATING INDUSTRY - GREEN JOB TRAINING PROGRAM

SOURCE: Philadelphia Inquirer

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02 SHORTAGE OF QUALITY JOBS/CAREER OPPORTUNITIES IN THE NEIGHBORHOOD

STRATEGIES

TACTICS

2.1 ATTRACT NEW JOBS TO THE NEIGHBORHOOD

2.1.1 ADVOCATE FOR POLICIES THAT WILL ENSURE LOCAL-LARGE SCALE CONSTRUCTION PROJECTS HIRE LOCALLY Large scale construction projects taking place on public land or using public dollars have the opportunity to include hiring local clauses. As neighborhood development increases in pace, this is an opportunity for neighborhood residents to benefit. We will identify specific developers to work with us in this area and collaborate with Rebuild Philadelphia as part of the City’s efforts to improve our parks, playgrounds and recreation centers.

2.1.2 ENSURE WORKSPACE IS RESERVED IN MILL BUILDINGS AS THEY ARE REDEVELOPED The historic mill buildings within the neighborhood present an opportunity to bring considerable new jobs to the neighborhood. As work/office space trends have shifted, ground up office construction within the neighborhood is highly unlikely in the near term. The modular structures of old mill buildings are especially conducive to retrofitting for conversion to the modern open floor plan workspaces desired today. All the qualities that make mill buildings desirable from a workspace perspective also make them desirable from a residential perspective. In most circumstances, residential conversions are easy to fund and lease and are more likely to occur than workspace conversion. Because of this, it is important for the neighborhood to not miss the opportunity to conserve workspace within buildings as they are converted. There are many precedents citywide for retrofitted mill buildings that serve a mixed use nature, and work space and residential space living harmoniously. One example that can be replicated is the MAKEN studios by Shift Capital located at 3525 I Street.

WORKSPACE IN MAKEN STUDIOS SOURCE: Shift Capital

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2.1.3 MAKE STRATEGIC INVESTMENTS ON EXISTING COMMERCIAL CORRIDORS SO THEY CAN MAXIMIZE THEIR POTENTIAL Commercial corridors within the neighborhood are great places for local jobs. Existing corridors include Front Street north of our study area, Kensington Ave. for its entirety and Aramingo Avenue just outside the study area. Aramingo Avenue’s physical make up is conducive to large format national brands and serves as a citywide draw. The smaller scale makeup of Kensington Avenue and Front Street make them more conducive to smaller, neighborhood serving, mom & pop type businesses. Both corridor typologies serve as job centers for the neighborhood, with potential for new local businesses to locate on Kensington and Front. While these corridors are great assets to the neighborhood, they are currently being underutilized, particularly Kensington Avenue due to its proximity within the heart of the neighborhood and atop a major transit corridor. This plan will outline specific steps to help improve Kensington Avenues position as a vibrant commercial corridor and job creator through:

KENSINGTON AVENUE IS NOT MAXIMIZING ITS POTENTIAL AS A COMMERCIAL CORRIDOR

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••

Storefront Improvements

••

CPTED projects to improve perceptions of safety and security

••

Infrastructure improvements to increase pedestrian safety and enhance the shopping experience

••

Community-building projects to consolidate the commercial corridor identity

C: ECONOMIC DEVELOPMENT

2.2 CULTIVATE THE ENTREPRENEURIAL SPIRIT IN KENSINGTON

2.2.1 CREATE AN INCUBATOR SPACE TO MAKE FINANCING AND MENTORING AVAILABLE FOR “UNDERGROUND” BUSINESS TO DEVELOP FORMAL ENTERPRISES Many entrepreneurs are great at a skill or making a craft, but less so at running a business, navigating city regulations, or accessing capital. This is particularly true in minority communities. We will support local merchants and entrepreneurs to access affordable capital, technical assistance and professional services. Potential collaborations include working with SHIFT Capital and accessing SNAP’s commercial kitchen space to test food based businesses.

2.2.2 POP-UP MARKETS OFFER INFORMAL BUSINESSES OPPORTUNITY TO TEST OUT PRODUCTS Pop up markets are a great, low cost way for vendors to test out products in real life. We will look to coordinate the Community Investment Trust as a best practice in this field and target this activity at McPherson Square Park and along Kensington Avenue.

2.2.3 FIND AFFORDABLE BRICK AND MORTAR LOCATIONS FOR START-UPS SO THEY STAY IN THE NEIGHBORHOOD If start-up businesses are successful and need to scale up operations, it is important to find space within the community for them to do so. It is not in the best interest of the neighborhood to cultivate businesses, only to see them leave once they will best benefit the community. We will focus on the heart of the shopping district along Allegheny Avenue from G Street to Jasper, and along Kensington Avenue from Clearfield to Westmoreland. Our potential partners in this endeavor for financing and/or technical support, including but not limited to FINANTA, financial services, Shift Capital and the SHIFT Reimagine storefront challenge, K&A Merchants Association, and MAKEN Studios

2.2.4 EXPAND JUMPSTART KENSINGTON, A TRAINING PROGRAM THAT HELPS LOCAL RESIDENTS BECOME REAL ESTATE DEVELOPERS Jumpstart Germantown is a successful revitalization effort that builds the skill sets and wealth of neighborhood residents through education and loan programs. Mentoring sessions provide opportunities to minority and women investors, introducing participants to the basics of the real estate development process and providing working knowledge of real estate acquisition, financing, construction, leasing and property management.

Through its loan program, resident developers receive financing for the acquisition and construction of properties. This program is a wonderful opportunity for neighborhood residents to learn a trade and access capital that wouldn’t otherwise be available to them. Impact and NKCDC are working together to pilot Jumpstart Kensington, and the first home is currently being renovated under this program.

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03 DRUG TRADE IS A LARGE LOCAL EMPLOYER

STRATEGIES

TACTICS

3.1 CREATE OPPORTUNITIES FOR RESIDENTS TO AVOID THE DRUG TRADE OR TRANSITION OUT OF IT

3.1.1 SUPPORT MENTORING PROGRAMS Latino Men Call to Action and Men in Motion in the Community (MIMIC) are local organizations that help build bridges of community support and social bonds for Philadelphia’s high-risk youth, young adults and previously incarcerated men, through mentoring, community engagement and educational enrichment, Impact Services, the Philadelphia School District, Free Library of Philadelphia, and the Philadelphia Parks & Recreation Department in this critically important area of the plan given their resources and shared interests.

3.1.2 COORDINATE AFTER SCHOOL OPPORTUNITIES FOR YOUTH TO ENGAGE As traditional schooling only takes up a portion of the day, the youth need outlets to fill the remainder of their time. After school activities are a great way to engage the youth as well as provide mentorship opportunities.

Among the assets in our neighborhood we will use in this area of the plan include McPherson Square, Hissey Playground, Hope Park, Harrowgate Playground, Parks and Rec REBUILD. MIMIC and the Latino Men Call to Action organizations and the Kensington Soccer Club.

KENSINGTON SOCCER CLUB PROVIDES NUMEROUS AFTERSCHOOL PROGRAMS FOR NEIGHBORHOOD YOUTH

SOURCE: Kensington Soccer Club

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3.1.3 PROMOTE WORKFORCE DEVELOPMENT THAT TARGETS PEOPLE IN THE DRUG TRADE AND RETURNING CITIZENS We anticipate using the Defy Ventures model, an entrepreneurship, employment, and character development training program for currently and formerly incarcerated men, women, and youth to help guide and inform our work in this area of the plan. We will build on Impact’s Re-entry programs including “THE REENTRY SUPPORT PROJECT” and invite other organizations with proven experience and resources to help in this area of our work business work, including but not limited to the PA Department of Corrections, Careerlink, Baker Industries, Bodhi Coffee, and Community College of Philadelphia’s Fox Rothschild Center for Law and Society.

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ECONOMIC DEVELOPMENT - STRATEGIES & TACTICS IMPLEMENTATION MATRIX STRATEGY

1.

TACTIC

ASSETS TO BUILD ON

CHALLENGE: Disconnect between skillset of residents and existing jobs

1.1

IMPROVE THE SKILLSET OF LOCAL RESIDENTS SO THEY CAN FIND AVAILABLE WORK

1.1.1 Establish a workforce development program that works with local industries to provide apprenticeship programs

Community College of Philadelphia’s Advanced Manufacturing program.

1.1.2 Explore the development of a “green” workforce development program to take advantage of a growing industry/ sector

Community College of Philadelphia’s Advanced Manufacturing program.

1.1.3 Work with trade unions to be more inclusive so residents can partake in building boom nearby

2. CHALLENGE: Shortage of quality jobs/career opportunities in the neighborhood 2.1

ATTRACT NEW LOCAL JOBS TO THE NEIGHBORHOOD

2.1.1 Advocate for policies that will ensure local large scale construction projects hire locally (developers, rebuild, etc.)

2.1.2 Ensure workspace is reserved in mill buildings as they are redeveloped

2.2

CULTIVATE THE ENTREPRENEURIAL SPIRIT IN KENSINGTON

2.1.3 Make strategic investments on existing commercial corridors so they can maximize their potential

K&A Business Association, Aramingo BID, ReImagine Kensington Storefront Challenge

2.2.1 Create an incubator space to make financing and mentoring available for “underground” business to develop formal enterprises

Shift Capital ReImagine Kensington Storefront Challenge

2.2.2 Pop-up markets offer informal businesses opportunity to test out products

Success of PHS pop-up parks throughout Philadelphia as well as relying on Tactical Urbanism guidelines

2.2.3 Find affordable brick and mortar locations for start-ups so they stay in the neighborhood

Shift Capital ReImagine Kensington Storefront Challenge

2.2.4 Expand Jumpstart Kensington, a training program that helps local residents become real estate developers

3. CHALLENGE: Drug trade is a large local employer 3.1

CREATE OPPORTUNITIES FOR RESIDENTS TO AVOID THE DRUG TRADE OR TRANSITION OUT OF IT

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3.1.1 Support mentoring programs

PAL Center, MIMIC, Frontline Dads

3.1.2 Coordinate after school opportunities for youth to engage

Existing after-school programming in PAL Center, McPherson Square Library, Kensington Soccer

3.1.2 Promote workforce development that targets people in the drug trade and returning citizens

Impact’s Re-entry programs, THE REENTRY SUPPORT PROJECT, Mural Arts Restorative Justice Program

C: ECONOMIC DEVELOPMENT

PARTNERSHIPS

BEST PRACTICE

Baker Industries, SNAP, Impact Services, Philadelphia Works, Philadelphia Work Ready, PIDC, CCP

Energy Coordinating Agency, Impact Services, Philadelphia Works, Philadelphia Work Ready, PYN, PIDC

REBUILD

REBUILD, Kensington SCI, PWD

http://planphilly.com/articles/2017/06/27/community-leadershopeful-as-brandywine-and-penn-medicine-commit-to-local-andminority-hiring-for-upcoming-projects

Shift Capital, Kensington SCI, Commerce Department

Kensington SCI, Shift Capital, FINANTA, Commerce Department, Mural Arts

FINANTA, SHIFT Capital

K&A Business Association, Kensington SCI, Shift Capital, FINANTA, Commerce Department, L&I, Mural Arts

Community Investment Trust

Shift Capital, Kensington SCI, Commerce Department

Kensington SCI, Jumpstart Germantown

Latino Men Call to Action, Men In Motion, Philadelphia School District, Free Library of Philadelphia, Philadelphia Parks & Recreation, Street Soccer USA Street Soccer USA (Kensington Soccer Club), McPherson Square, Hissey Playground, Hope Park, Harrowgate Playground, Parks and Rec REBUILD, Mural Arts

MIMIC, Latino Men Call to Action

Impact, Department of Corrections, Protocol, Jets, Careerlink, Baker Industries, Bodhi Coffee, Community College of Philadelphia’s Fox Rothschild Center for Law and Society, Mural Arts

Defy Ventures is an entrepreneurship, employment, and character development training program for currently and formerly incarcerated men, women, and youth.

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SECTION

HOUSING

TABLE OF CONTENTS

EXISTING CONDITIONS

PUBLIC OUTREACH

GOAL, STRATEGIES, TACTICS

IMPLEMENTATION MATRIX

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WHY THIS MATTERS? RESULTS FROM THE EXISTING CONDITIONS ANALYSIS

Resident’s personal finances put considerable stress on housing choice and quality. While the low housing costs would appear to benefit residents, equally low incomes make housing still out of reach for residents. In many circumstances, residents who have cobbled together their hard earned income to purchase a house, find difficulty in getting mortgages as costs are too low for banks to lend. The expected result is low levels of home ownership, with only 37% of residents as homeowners, compared to 52% citywide.

Renting does have benefits (less debt, freedom of movement, etc.); unfortunately Kensington residents mostly experience the negative aspects. At the current market rental rates, landlords have little incentive to make investments in their properties and in many circumstances provide inadequate living conditions for tenants. With limited financial flexibility, residents are forced to accept such living conditions.

As opposed to owners who lock in mortgage payments for long periods of time, renters are subject to market forces and the threat of rising rent payments. Citywide, some of the densest new residential construction is taking place in neighborhoods just south of our study area in South Kensington and Fishtown. As development continues to follow stops along the Market Frankford Line, residents are under threat of being displaced by rising rents if development continues along similar trends. The abundance of easily developable vacant land makes the neighborhood even more

FIGURE 35: MEDIAN HOUSEHOLD INCOME

FIGURE 36: MEDIAN HOME SALES PRICE

$90,000

$25,750 $8,400

SOURCE: 2014 ACS 5-Year Estimates

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SOURCE: Boxwood Means via Policy Map

D: HOUSING

appealing from a development perspective. The neighborhood is in a catch-22 of a need to improve the neighborhood, but by doing so making the neighborhood more desirable to live, thus incentivizing development. The question then becomes who will benefit from an improved neighborhood and new investments.

While homeownership would provide a safety net for many residents, the plan recognizes that all residents will not be able to or desire to own property.

The challenge becomes how to provide long term affordable opportunities for residents. Opportunities exist throughout the neighborhood and through coordinated efforts by organizations and innovative funding solutions.

Kensington is in an interesting place as the real estate trends are obvious, but they have yet to take place in the neighborhood and negatively impact residents. Herein lies an opportunity to confront the challenge upfront, and set up a plan to craft and implement a strategy that make sure residents can continue to live in the neighborhood if they desire to.

FIGURE 37: HOUSING TENURE & NEW CONSTRUCTION PERMITS SOURCE: US CENSUS 2010 SF, 2014 ACS 5-YEAR ESTIMATES

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WHAT DO THE RESIDENTS THINK? RESULTS FROM PUBLIC OUTREACH AND THE RESIDENT SURVEY

Residents recognize that the neighborhood is affordable, but are fearful that affordability will be lost in the future. Community meeting participants indicated that increased homeownership affects their day-to-day lives the most, and advocating for policies and resources that encourage equitable development is something they would most likely participate in to help prevent any displacement residents, particularly lower–income households.

STATS: ••

The top three reasons respondents gave for residing in the neighborhood: the affordability of housing, because they were born here, or because they had no choice.

••

What residents like best about the community?—their home or apartment, their neighbors, and the affordability of housing

••

Residents were split evenly when asked if they would continue to live in the community if they had the choice. Just over half, or 51% said they would continue to live here, while 49% said they would not. Owners were more likely to say they would continue to live here compared to renters with 61% of owners saying they would continue to live here compared with 47% of renters; and about one-quarter, or 28% of renters surveyed, say they would be interested in purchasing a home in the community.

FIGURE 38: RESIDENT SURVEY RESULTS

“

Promote home ownership and low income housing.

Protects the vulnerable from displacement.

“

- QUOTE FROM RESIDENT

CHAPTER 04

ELEMENTS OF A HEALTHY COMMUNITY

WHAT ARE THE KEY CHALLENGES LEARNED FROM THE DATA & PUBLIC OUTREACH?

01 SOME OF THE LOWEST LEVELS OF INCOME CITYWIDE RESULTS IN UNAFFORDABLE HOUSING FOR RESIDENTS

02 LOW QUALITY OF HOUSING STOCK, PARTICULARLY RENTALS

03 RESIDENTS AT RISK OF BEING DISPLACED AS DEVELOPMENT INCREASES

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D: HOUSING

FIGURE 39: HOUSING ASSETS/CHALLENGES

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GOAL HOK RESIDENTS HAVE ACCESS TO QUALITY, AFFORDABLE HOUSING AND ARE STABLE IN THEIR HOMES

The plan’s housing strategy will address 3 major challenges that emerged from the planning process including: (1) very low income levels limit the housing options available to Heart of Kensington residents; (2) much of the housing stock is sub-standard and continuously deteriorating, particularly among rental units; ; and (3) residents risk being displaced as real estate development pushes north and property values, rents and general housing costs rise.

While increasing the rate of homeownership in the neighborhood is an overarching long-term goal of the 2022 plan, short- and mid-term objectives for the neighborhood include developing programs that provide long term housing affordability and advocating for quality rental housing, tenants’ rights, inclusive and equitable development.

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01 SOME OF THE LOWEST LEVELS OF INCOME CITYWIDE RESULTS IN UNAFFORDABLE HOUSING FOR RESIDENTS

STRATEGIES

TACTICS

1.1 INCREASE THE SUPPLY OF LONG-TERM AFFORDABLE HOUSING UNITS

1.1.1 PURSUE LOW INCOME HOUSING TAX CREDITS (LIHTC) TO CREATE NEW UNITS Impact Services experience in packaging rental housing projects using this resource will play a lead role in identifying potential projects here and will coordinate with the city and the Pennsylvania Housing Finance Agency (PHFA) to put together competitive applications for tax credits and other financing to support such projects. Impact has site control of an old vacant mill building and adjacent land at A Street and Indiana Avenue that may be a potential site for such a project.

1.1.2 EXPLORE THE FEASIBILITY OF BUILDING NEW AFFORDABLE UNITS ON PUBLIC LAND Building long term affordable housing units is a challenge from both a financing perspective and a site control perspective. A public entity has the ability to demand affordable housing controls within development sites that they own. Numerous publicly owned vacant lots and buildings exist within the study area which ideal sites for affordable housing redevelopment.

We will work with the Philadelphia Redevelopment Authority and their Workforce Housing Program in conjunction with the Philadelphia Land Bank to assess on projects on scattered sites or on larger, single sites, including the A & Clearfield area of Kensington.

1.1.3 EXPLORE A COMMUNITY LAND TRUST FOR KENSINGTON TO ENSURE LONG-TERM AFFORDABILITY Community Land Trust (CLT) is a time tested means for neighborhoods to keep land affordable in the long term. CLT’s acquire property within a targeted neighborhood, and lease the land back to homeowners at an affordable rate. WCRP has experience in this type of housing product and Heart of Kensington organizations will bring together community residents and financial institutions to look into its overall and financial feasibility.

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02 LOW QUALITY OF HOUSING STOCK, PARTICULARLY RENTALS

STRATEGIES

TACTICS

2.1.1 2.1 EXPAND HEALTHY HOME REPAIRS EXPAND REACH OF PROGRAMS TO HELP With a housing stock decades old, homeowners within the neighborhood HOMEOWNERS IMPROVE struggle to maintain their properties. Simple maintenance can put a financial strain on homeowners, with neglect compounding and causing THEIR HOMES more serious problems down the line. Deferred maintenance issues can have serious health ramifications such as asthma and lead poisoning.

Programs such as LISC’s Home Preservation Initiative, Philadelphia Healthy Row House Initiative, and the city’s Basic Systems Repair are in place to help homeowners and their maintenance issues. Often times residents are unaware of these existing programs and this plan will work to connect those in need with the appropriate resources. The Allegheny-KensingtonWillard-Emerald area that boasts the highest rate of homeownership in the neighborhood (63.5%) is among the first places to promote these programs to help preserve and build on this rate.

2.1.2 IMPROVE ENERGY EFFICIENCY The older, energy inefficient housing stock within the neighborhood has serious financial implications on residents. Homeowners lose money each month through higher energy costs because of these inefficiencies.

Retrofitting a home up to the highest standards of efficiency would be ideal, but the large upfront capital costs are often out of reach for most homeowners.

Thankfully, smaller scale weatherization upgrades are financially feasible and help save on energy costs for homeowner’s long term. Upgrades include: ••

Weather stripping

••

Attic insulation

••

Furnace maintenance

••

Window repairs

••

Pipe insulation

Federal, state, and local programs already exist to help low-income homeowners with upgrades. In the study area, the Energy Coordinating Agency (ECA) does great work within this field. ECA’s current ties to the neighborhood may provide clues into how to best market and promote this resource.

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2.2.1 2.2 ADVOCATE FOR QUALITY HOLD UNSCRUPULOUS LANDLORDS ACCOUNTABLE THROUGH CODE ENFORCEMENT RENTAL HOUSING AND TENANTS’ RIGHTS Landlords for low income rental units often see little financial benefit in

providing adequate maintenance to their properties. They also rely on renters with few options to live in such unsatisfactory living conditions. To the extent there are building owners that are long-term negligent in caring for their properties, coordination with the City’s Licenses & Inspections (L&I), Department of Housing and Community Development (DCHD), and Department of Public Health are needed to hold these landlords accountable.

2.2.2 EDUCATIONAL CAMPAIGN ON TENANTS’ RIGHTS AND ENFORCING LANDLORD LICENSING Significant outreach is required for residents, particularly in immigrant communities, to understand their rights as tenants. An integral part of holding landlords accountable for the living conditions they provide is making tenants aware of such rights. DHCD’s Fair Housing Campaign, the Tenants Union Representative Network (TURN) and the Department of Licenses & Inspections are potential partners to help advance these actions.

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03 RESIDENTS AT RISK OF BEING DISPLACED AS DEVELOPMENT INCREASES

STRATEGIES

TACTICS

3.1 INCREASE THE NUMBER OF HOMEOWNERS IN THE NEIGHBORHOOD

3.1.1 WORK TO CONVERT VACANT CITY OWNED PROPERTIES INTO AFFORDABLE HOMEOWNERSHIP OPPORTUNITIES Vacant city owned properties are scattered throughout the neighborhood.

Instead of demolishing or selling to market rate developers, the city should work to transfer the properties over to developers working in the neighborhood at minimal cost, with the requirement that the rehabbed properties be sold back to the public as below market homeownership units.

The Philadelphia Land Bank, SHIFT Capital, NKCDC, and Project HOME are resources Impact Services will bring together in support of this component.

3.1.2 SUPPORT NKCDC’S PROJECT REINVEST: HOMEOWNERSHIP COUNSELING AND DOWN PAYMENT ASSISTANCE PROGRAM Of renters within the neighborhood who wished to own property, the number one reason given for why they had yet to purchase a home was because of their personal financial situation. Even with low home prices, the ability to acquire the necessary down payment for purchase is extremely difficult for neighborhood residents. NKCDC and FINANTA have teamed up to bridge the gap between the desire for homeownership and the ability to do so, through hundreds of $10,500 down payment assistant loans. These loans are issued to qualified homebuyers at a 0% interest rate, not due until the property is sold or the mortgage is refinanced. This program is a wonderful opportunity for neighborhood residents to stake their roots within the community and build equity in the process. This plan looks to support the program and make residents aware through outreach and assistance.

3.1.3 INCREASE HOMEOWNERSHIP THROUGH FINANCIAL COACHING, RENTTO-OWN OPTIONS, AND COOPERATIVE OWNERSHIP OPPORTUNITIES Rent-to-own and cooperative ownership models have proven to make homeownership more accessible to persons who typically couldn’t save for a down payment or afford homeownership. In rent-to-own opportunities, a portion of residents rent payments go toward the equity in the home, gradually building up over time. Cooperative ownership shares are often times sold at below market values and allow shareholders to save on taxes.

The Kensington SCI collaborative is exploring the feasibility of a cooperative development as part of their Equitable Development Task Force.

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3.2 ADVOCATE FOR INCLUSIVE AND EQUITABLE DEVELOPMENT

3.2.1 DEVELOP A TOOLKIT OF EQUITABLE DEVELOPMENT OPPORTUNITIES AND GUIDELINES FOR DEVELOPMENT IN KENSINGTON LISC Philadelphia describes equitable development as “a communitychosen set of actions that will help residents stay in the neighborhood they love, benefit from change, connect to new opportunities, and hold developers accountable to community priorities. Working together with these strategies, we can ensure a fair future for all.”

We will look to LISC’s Kensington SCI Equitable Development Task Force to draft guidelines and craft a toolkit that will help promote affordable development of both residential and commercial properties. These guidelines will also determine an advocacy strategy to shape policy in ways that will prevent displacement of long-time residents.

3.2.2 COORDINATE WITH CITY ON POTENTIAL UPZONING OF PARCELS THAT PROVIDE AFFORDABLE HOUSING INCENTIVES (INCLUSIONARY ZONING) Inclusionary zoning requirements provide incentives to developers who include affordable housing within development projects. This is a great way for disenfranchised members of the community to benefit from private market rate development. Currently, housing values are too low for it to make financial sense for new development within the neighborhood, as evidenced by the lack of new construction. However, that calculation is sure to change in the future if development continues to follow along the Market Frankford Line. In coordination with the City Planning Commission, Local Developers and HOK anchor institutions we will explore potential sites and projects for potential upzoning within the community. Underutilized sites around transit stations make sense from a transit oriented development perspective, and the additional building heights would have less of an impact on the surrounding neighborhood.

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HOUSING - STRATEGIES & TACTICS IMPLEMENTATION MATRIX STRATEGY

1.

TACTIC

ASSETS TO BUILD ON

CHALLENGE: Some of the lowest levels of income citywide results in unaffordable housing for residents

1.1

INCREASE THE SUPPLY OF LONG-TERM AFFORDABLE HOUSING UNITS

1.1.1 Pursue Low Income Housing Tax Credits (LIHTC) to create new units

Several LIHTC projects in Kensington, including Impact’s 26 units at Impact Veterans and Family Housing (26 units)

1.1.2 Explore the feasibility of building new affordable units on public land

There are several large vacant lots (previously old mill buildings) that are currently vacant and publicly owned

1.1.3 Explore a community land trust for Kensington to ensure long-term affordability

Build on WCRP’s experience on Grace Homes

2. CHALLENGE: Low quality of housing stock, particularly rentals 2.1

EXPAND REACH OF PROGRAMS TO HELP HOMEOWNERS IMPROVE THEIR HOMES

2.2

ADVOCATE FOR QUALITY RENTAL HOUSING AND TENANTS RIGHTS

2.1.1 Expand healthy home repairs

LISC’s Home Preservation Initiative, Philadelphia Healthy Row House Initiative, and the city’s Basic Systems Repair

2.1.2 Improve energy efficiency

Home weatherization program

2.2.1 Hold unscrupulous landlords accountable through code enforcement

Tenant Union Representative Network, Community Legal Services Housing Programs, Housing Counseling Agencies, Philadelphia Fair Housing Commission, Fair Housing Rights Center all work to uphold tenants rights

2.2.2 Educational campaign on tenants’ rights and enforcing landlord licensing

Workshops held in the area by Legal Clinic for the Disabled, among other groups

3. CHALLENGE: Residents at risk of being displaced as development increases 3.1

INCREASE THE NUMBER OF HOMEOWNERS IN THE NEIGHBORHOOD

3.1.1 Work to convert vacant city owned properties into affordable homeownership opportunities

There are several large vacant lots (previously old mill buildings) that are currently vacant and publicly owned

3.1.2 Support NKCDC’s Project Reinvest: Homeownership counseling/down payment assistance

NKCDC Housing program

3.1.3 Increase homeownership through financial coaching, rent-to-own options, and cooperative ownership opportunities

3.2

ADVOCATE FOR INCLUSIVE AND EQUITABLE DEVELOPMENT

3.2.1 Develop a toolkit of equitable development opportunities and guidelines for development in Kensington 3.2.2 Coordinate with city on potential upzoning of parcels that provide affordable housing incentives (inclusionary zoning)

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Local financial institutions, like FINANTA, are working towards this goal

SCI Equitable Development Task Force, PACDC Equitable Development initiative, local developers with a conscience, Land Bank, Inclusionary Zoning proposal being considered

D: HOUSING

PARTNERSHIPS

Impact Services, Pennsylvania Housing Finance Agency (PHFA)

BEST PRACTICE

Cleveland Housing Network’s Lease Purchase program where residents have the opportunity to purchase typically at a price below market value

PRA Workforce Housing Program, Philadelphia Land Bank

WCRP, Anchor organizations, community residents, financial institutions

WCRP Community Land Trust, Grace Townhomes http://www. phillyvoice.com/community-group-turns-to-land-trusts-in-kensington/

LISC Home Preservation Initiative, NKCDC, Philadelphia Healthy Row House Initiative

myentrepreneurworks.org

Energy Coordinating Agency (ECA), Kensington SCI, LISC, Healthy Home Repairs programs

Licenses & Inspections (L+I), DHCD, Department of public health

Conservatorship Program: Court appointment of third party guardian to take care of property when the owner is absent/refuses to do so

DCHD Fair Housing Campaign, Tenants Union Representative Network (TURN), Licenses & Inspections, Legal Clinic for the Disabled

Philadelphia Land Bank, SHIFT Capital, Kensington SCI, Impact Services, Project HOME

NKCDC, FINANTA

Downpayment assistance programs nationwide

Impact, NKCDC, HACE

Limited Equity Housing Cooperative model

SCI partnership: Impact Services, NKCDC, HACE CDC, LISC; PACDC, Philadelphia Coalition for Affordable Communities (PCAC)

PACDC Policy Agenda: Beyond Gentrification, Toward equitable neighborhoods

City Planning, City Council, Local Developers

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SECTION

COMMUNITY

TABLE OF CONTENTS

EXISTING CONDITIONS

PUBLIC OUTREACH

GOAL, STRATEGIES, TACTICS

IMPLEMENTATION MATRIX

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WHY THIS MATTERS RESULTS FROM THE EXISTING CONDITIONS ANALYSIS

FIGURE 40: HISTORIC POPULATION SOURCE: Us Census Tract Level

Decades of change and disruption within Kensington have taken its toll on the community and the association residents feel towards it. High housing turnover, particularly in a neighborhood where over 60% of households are renters, makes it a challenge to build lasting bonds with neighbors.

In many circumstances, residents have less association with the broader Kensington neighborhood, and have closer ties to neighbors within their block.

Already existing festivals are a great way for residents to improve their connection to the neighborhood. The Playstreet model has been successful at building social cohesion at the block level. Both programs should be used as models and expanded on to have a greater impact.

FIGURE 41: VACANCY

Not only do residents have a difficult time building community with neighbors, they lack quality physical spaces to be outside and interact with each other. At first glance, existing neighborhood parks provide a variety of passive and active recreational opportunities for residents. In reality, the drug trade and disinvestment has made many of the parks inhospitable for neighborhood residents to take advantage of. Residents fear letting their children play in parks when the threat of dirty needles and stray bullets exist. Vacant land, buildings and litter contribute to the dearth of public spaces in the neighborhood as well. The high levels of vacant land and dumping is particularly acute in the neighborhood.

Kensington has garnered a reputation as the “Badlands” after serving as Philadelphia’s prime drug market for decades. Growing media attention due to the national opioid epidemic has only brought more bad press to the neighborhood, reaffirming this negative characterization. A reputation built up over decades is difficult to change, but residents are doing their best to push against this narrative.

KEY STATISTICS:

23 acres of vacant land 17 acres of vacant buildings

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FIGURE 42: PARK SPACE

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WHAT DO THE RESIDENTS THINK? RESULTS FROM PUBLIC OUTREACH AND THE RESIDENT SURVEY

Residents and stakeholders who participated in steering committee and community meetings, task force discussions, and door-to-door surveys reinforced the need to work closer together for their own and their neighbors’ health, welfare, safety and development. The strategies and tactics they came up with give priority to the following activities: STATS: ••

50% of respondents speak with regularly for five minutes or more with four or more of their neighbors.

••

And if something were wrong, 37% would agree or strongly agree that their neighbors would work together to fix the problem.

••

A score of 20 indicates that, on average, respondents feel it is somewhat likely to likely neighbors would help each other out. Heart of Kensington’s 2016-17 score is 20.03.

••

Only 17% of residents felt the community “improved a lot” or “improved some” over the 3 year period.

••

Only 30% of residents feel the community will “improve a lot” or “improve some” over the next 3 years.

FIGURE 43: RESIDENT SURVEY RESULTS

“

We need two things in Kensington [to change the neighborhood’s reputation]: self-respecting language to talk about ourselves, and people from outside the neighborhood to like us.

“

- MARISSA RUMPF, Harrowgate resident, President of the Friends of Harrowgate Park, and member of the Harrowgate Civic Association.

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ELEMENTS OF A HEALTHY COMMUNITY

WHAT ARE THE KEY CHALLENGES LEARNED FROM THE DATA & PUBLIC OUTREACH?

01 DISRUPTION IN THE NEIGHBORHOOD MAKES IT DIFFICULT TO BUILD A SENSE OF COMMUNITY

02 RESIDENTS LACK QUALITY SPACES TO BE IN PUBLIC AND INTERACT WITH EACH OTHER

03 KENSINGTON SUFFERS FROM A POOR REPUTATION AND IS REFERRED TO AS THE “BADLANDS”

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FIGURE 44: COMMUNITY ASSETS/CHALLENGES

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GOAL HOK RESIDENTS FEEL CONNECTED TO ONE ANOTHER, TAKE SHARED RESPONSIBILITY FOR THE NEIGHBORHOOD, FEEL EMPOWERED TO MAKE CHANGE IN THEIR ENVIRONMENT AND ENVISION A POSITIVE FUTURE FOR THEMSELVES AND THEIR CHILDREN

There are three principal challenges in the area of community that this plan seeks to overcome in order to improve community cohesion and trust between neighbors (the building blocks for collective efficacy and community resilience). These are: (1) the disruption in the neighborhood that makes it difficult to build and sustain a sense of community and the mutual trust on which it is based; (2) residents lack quality public spaces to be in and interact with each other; and (3) Kensington suffers from a poor reputation and is referred to as the “Badlands”. Improving “community” is a hard goal to quantify. This plan hopes to build off the intimate neighborhood knowledge acquired through the planning process to identify specific blocks where local leadership can be bolstered, and a network of microcommunities (developed at the block level) can begin to be established.

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01 DISRUPTION IN THE NEIGHBORHOOD MAKES IT DIFFICULT TO BUILD A SENSE OF COMMUNITY

STRATEGIES

TACTICS

1.1 BUILD PROGRAMS THAT ENHANCE SOCIAL COHESION AND PROMOTE COLLECTIVE EFFICACY

1.1.1 DEVELOP A NETWORK OF MICRO-COMMUNITIES ACROSS KENSINGTON (NEIGHBORHOOD GROUPS ORGANIZED AT THE BLOCK LEVEL) Across the Heart of Kensington, there are blocks where trees are greener, the streets are cleaner and children are playing safely on the street. It is no coincidence that in these blocks neighbors know one another and rely on each other to look out for their children, keep an eye on suspicious activity and sweep their sidewalks clean. These are examples of successful micro-communities that often happen naturally and organically. This plan proposes that creating a network of these communities will have a multiplying effect across the neighborhood. We will accomplish this by supporting existing micro-communities and identifying blocks where local leadership is present, but need a little help getting the rest of their block involved. In order to develop a micro-community on a block, the following conditions must be met: ••

Each micro-community must have at least 75% of resident participation and be led by an established or emerging block leader.

••

Block leaders will receive training and support (for example, through LISC’s Community Connectors training) to develop additional leadership within the block.

••

Block Plan: the Block Leadership, with support from Impact Services and with participation from their neighbors, will develop a Plan tailored to the specific needs and assets of their Block. Neighbors work collectively to select projects that they feel are most important, such as healthy home repairs or vacant lot maintenance, and work with local groups to achieve results. Projects are designed to provide opportunities for neighbors to interact and build stronger relationships. Block Plans will include physical improvements, a safety strategy (Town Watch or similar program to help support policing and community/police relations in the block) and an Early Participation Project to boost community engagement and morale.

••

The safety strategy will help establish a direct relationship with the police through an identified resident liaison.

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1.2 PROMOTE OPPORTUNITIES FOR COMMUNITY ENGAGEMENT

ELEMENTS OF A HEALTHY COMMUNITY

1.2.1 ORGANIZE SEASONAL COMMUNITY EVENTS THAT FAMILIES CAN LOOK FORWARD TO EVERY YEAR We will redouble efforts to organize distinctive, culturally-sensitive and appropriate events that families can look forward to every year. Continuity is important, as a way to build trust and strengthen the neighborhood identity.

We will build on the successes of the following re-occurring events: ••

MARKET FEST: this annual summertime event is co-sponsored by the K&A Business Association, Impact Services, the 24th Police District and local businesses. We propose rebranding it as a signature community resource festival for the Heart of Kensington Community, attracting both cultural and recreational events, as well as much needed community resources. This is the largest event in the area, and has the potential for attracting participants from far beyond the neighborhood.

••

LOVE YOUR PARK DAY: this is traditionally a Park Cleanup day. We are proposing this as a day of unity, where all the Parks Friends groups can come together and organize complementary events at each park.

The following events are geared to the local community, and usually draw on neighbors close the event site:

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••

SPRING FESTIVAL: this event held at McPherson Square will focus on Easter-themed activities for the children. This is usually a very local event, drawing families from around the park and coordinating activities with the Library.

••

HALLOWEEN PARADE: this is a wildly successful event, with prizes given to the best costumes.

••

MLK DAY OF SERVICE CLEANUPS: organized around the K&A commercial corridor, main parks and vacant lots in the area.

••

SUMMER NIGHTS AT THE PARK: this is a weekly Karaoke or Movie Night that engages the main parks in the area.

E: COMMUNITY

02 THERE ARE NOT ENOUGH QUALITY PUBLIC SPACES WHERE RESIDENTS CAN INTERACT

STRATEGIES

TACTICS

2.1 IMPROVE PUBLIC GATHERING SPACES SO RESIDENTS HAVE A PLACE TO INTERACT

2.1.1 FACILITATE IMPROVEMENTS TO MAJOR PARKS AND RECREATION CENTERS SO RESIDENTS CAN BETTER INTERACT WITH EACH OTHER The Heart of Kensington neighborhood has several city parks and recreation facilities that are key assets to the community. These include Hope, Hissey and Harrowgate Parks, McPherson Square Park and Library, McVeigh Recreation Center and the Scanlon Ice Rink and Playground. Our HOK Comprehensive Neighborhood Plan proposes to work with the city’s Parks and Rec Department, City Council, Philadelphia Water Department, Impact Services and the Rebuild Program to plan and implement major infrastructure improvements to the parks most in need. McPherson Park is being designated as a priority for REBUILD, as it is overdue for infrastructure repairs and is also the only site in the City that is both a Park and a library.

2.1.2 FACILITATE RESIDENT-LED CLEANING AND GREENING OF VACANT LOTS We will work with community leaders to determine vacant lots in their blocks that can be targeted for stabilization and/or development of side yards, gardens or play spaces. These projects can be part of micro-communities early participation projects and will be pursued in coordination with L&I, PHS, CLIP and the Land Bank, as needed.

Peace garden in the Neighborhood

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2.1.3 COORDINATE WITH PWD ON GREEN STORMWATER INFRASTRUCTURE (GSI) The Philadelphia Water Department is working hard to implement green stormwater infrastructure citywide. Harrowgate Park recently received such an investment and plans are in the works for McPherson Square.

These projects are a great way to include greening/landscaping to the neighborhood all while managing stormwater more affectively. PWD recently completed analysis of stormwater opportunities within the study area and the neighborhood should coordinate to implement.

Typical residential block lacking street trees.

2.1.4 INCREASE TREE COVERAGE ACROSS THE NEIGHBORHOOD Trees provide numerous benefits for residents including lowering heating costs, improving air quality, beautifying streets and sidewalks, and increasing property values. Unfortunately residents don’t see these benefits as street trees are a almost non-existent in Kensington. A targeted tree planting campaign is required to address this issue done in coordination with the city and other appropriate organizations.

Green Stormwater Infrastructure at Harrowgate Park

SOURCE: Friends of Harrowgate Park

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2.2 LAUNCH A CAMPAIGN FOR A CLEANER NEIGHBORHOOD

2.2.1 CREATE PUBLIC EDUCATION CAMPAIGN ON LITTERING AND CLEANING Littering and general cleanliness has been identified as major issues for residents insert resident survey results. We propose a multi-media campaign to engage residents, schools, local authorities and the commercial corridor and business community in a campaign to educate, raise awareness and mobilize the community to bring about a solution to this problem. The partners we anticipate engaging for this work include Philadelphia More Beautiful Committee, Streets Department, the K&A Business Associations, anchor businesses/institutions in the area, local schools, and the LISC’s Sustainable Community Collaborative (SCI).

2.2.2 “KENSINGTON CLEAN” CAMPAIGN ON LITTERING AND CLEANING, INVOLVING LOCAL RESIDENTS AS WELL AS THE BUSINESS COMMUNITY We propose the facilitation and promotion of this city-wide program in the Heart of Kensington, involving the Philadelphia More Beautiful Committee (PMBC), local residents, civic groups and Parks Friends groups.

Litter can be found throughout the neighborhood.

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03 KENSINGTON SUFFERS FROM A POOR REPUTATION AND IS REFERRED TO AS THE “BADLANDS”

STRATEGIES

TACTICS

3.1 LAUNCH A MULTI-MEDIA MESSAGING CAMPAIGN TO RE-SHAPE THE NARRATIVE AROUND KENSINGTON

3.1.1 STRENGTHEN SOCIAL MEDIA CAMPAIGN TO CONTINUE WORK STARTED DURING THE PLANNING PROCESS: #KENSINGTONPROUD The neighborhood has a reputation for drugs, crime, prostitution and garbage… it is known as The Badlands. But this need not be the only image people have to describe Kensington. There are is also a vibrant community that lives, works, shops, and plays here. Kensington is a true neighborhood, which is showing extraordinary resilience as groups of long-time residents and newly established immigrants bond together and make this their home.

Building off the #KENSINGTONPROUD campaign started in the planning process, all partner organizations, resident groups and residents will be working together to change the narrative and messaging about Kensington.

# KENSINGTONPROUD

3.1.2 WORK WITH LOCAL ARTISTS TO DEVELOP A CREATIVE PLACEMAKING CAMPAIGN IN THE HEART OF KENSINGTON In order to make a change, both in the minds of the people who live here and for the people who only travel through or hear about it in the news, we propose a multi-media messaging campaign to re-shape the narrative around Kensington. We propose doing this in ways what will enable residents to reclaim the story of Kensington, as it is today, and tell it to the rest of the world. The following mediums can help this process, at different levels:

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Recent mural by Tyree Guyton at A& Indiana done in coordination with Mural Arts Monuments Lab

••

To capture the voices and visions of teenagers, photography can be used to explore how they see and understand the world around them.

Photovoice is a participatory research and critical thinking method that allows participants to share their experiences and collaborate for change. By owning the captions, the messages of their photos, the artist takes control of the narrative and becomes a master of their own universe.

••

To work with younger children, we propose incorporating art programming into the Impact Street Camps, turning them into streetart venues. A team from our local Portside Arts Center will work with designated blocks to create street art, such as temporary chalk art on sidewalks and streets, or more permanent art on boards to secure vacant structures or create murals in vacant lots. Children become engaged and are able to make a change in their environment by beautifying their block.

••

Working with the community at large, we propose a larger conversation to collect stories from residents and turn them into vibrant wheat paste posters which can be displayed in key locations along the commercial corridor, between the Somerset and Allegheny train stops.

This thoroughfare receives very high traffic both above and below the elevated train tracks. Large walls above rooftops, and along the commercial corridor at street level will be covered in brightly colored posters that will scream out “We are Kensington!”… in an empowering move to reclaim the landscape and making passersby look beyond the needles and the yellow police tape.

••

Working with a street theater troupe like Spiral Q, we can involve the community at large, old and young, in creating active street theater.

Giant puppets can be created through a participatory process to tell the stories of Kensington, and they can engage the streets during street festivals throughout the year.

••

Work with local schools to incorporate children’s art in creative placemaking strategies.

SOURCE: Steve Weinik of Mural Arts

3.1.3 DEVELOP A SIGNATURE COMMUNITY FESTIVAL TO STRENGTHEN POSITIVE NEIGHBORHOOD IDENTITY Street festivals and seasonal events help communities come together in celebration and are also an opportunity for neighborhoods to show themselves off to the rest of the city. Like APM’s Sugar Cane Festival in North Philadelphia, or Lancaster Avenue’s Jazz Festival in West Philadelphia, community events that are well organized and carefully designed can really help forge a positive neighborhood identity. We propose to build on events like the yearly K&A Market Fest and McPherson Spring Fest to build a signature festival that is culturally sensitive, family appropriate and also caters to the needs and desires of the community.

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COMMUNITY - STRATEGIES & TACTICS IMPLEMENTATION MATRIX STRATEGY

1.

TACTIC

ASSETS TO BUILD ON

CHALLENGE: Disruption in the neighborhood makes it difficult to build a sense of community

1.1

BUILD PROGRAMS THAT ENHANCE SOCIAL COHESION AND PROMOTE COLLECTIVE EFFICACY

1.2

PROMOTE OPPORTUNITIES FOR COMMUNITY ENGAGEMENT

1.1.1 Build a network of micro-communities across Kensington (neighborhood groups organized at the block level)

1.2.1 Organize seasonal community events that families can look forward to every year

Existing resident leadership, LISC Community Connectors, Trauma Informed Community Development Curriculum (being developed)

Marketfest, Love your Park Day, Spring Fest, Halloween Parade, MLK Day of Service Cleanup, Summer Nights at the Park

2. CHALLENGE: There are not enough quality public spaces where residents can interact 2.1

IMPROVE PUBLIC GATHERING SPACES SO RESIDENTS HAVE A PLACE TO INTERACT

2.2

LAUNCH A CAMPAIGN FOR A CLEANER NEIGHBORHOOD

2.1.1 Facilitate improvements to major parks and recreation centers so residents can better interact with each other

Hope, Hissey, McPherson, Scanlon, Harrowgate, McVeigh

2.1.2 Facilitate resident-led cleaning and greening of vacant lots

Sideyard projects, Lots of Love (on Clearfield and Potter)

2.1.3 Coordinate with PWD on green stormwater infrastructure (GSI)

PWD feasibility analysis for GSI opportunities

2.1.4 Increase tree coverage across the neighborhood

Tree Philly initiative

2.2.1 “Kensington CLEAN” campaign on littering and cleaning, involving local residents as well as the business community

Local cleaning initiatives organized by Impact Services, Local developers, supported by Commerce Department

2.2.2 Start a “Cleanest Block” competition, sponsored by City of Philadelphia

Philadelphia More Beautiful Committee

3. CHALLENGE: A multi-media messaging campaign to re-shape the narrative around Kensington 3.1

A MULTI-MEDIA MESSAGING CAMPAIGN TO RE-SHAPE THE NARRATIVE AROUND KENSINGTON

3.1.1 Strengthen social media campaign to continue work started during the planning process: #KENSINGTONPROUD

#kensingtonPROUD campaign started

3.1.2 Work with local artists to develop a creative placemaking campaign in the Heart of Kensington

Presence and commitment of Mural Arts (the nation;s largest public art program) in Kensington through Porchlight (Kensington Storefront), Monument Lab, B Street bridge, among other projects in the area.

3.1.3 Develop a signature community festival to strengthen positive neighborhood identity

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K&A Market Fest and McPherson Spring Fest

E: COMMUNITY

PARTNERSHIPS

BEST PRACTICE

Resident leadership, Impact Services, NKCDC, LISC

LISC Community Connectors Institute

Kensington SCI, local Friends Groups, local Civic Associations, K&A Business Association, Aramingo BID

Successful festivals citywide, like West Philly’s Jazz Festival, Puerto Rican Pride Parade, Old City’s First Friday events, etc

City Council, REBUILD, Parks and Recreation, Free Library of Philadelphia

L&I, PHS, Land Bank, CLIP

PWD, local civic groups

Philadelphia Parks and Recreation, Fairmount Park Conservancy, PWD

KABA, PMBC (Philadelphia More Beautiful Campaign), local schools, SCI Collaborative, Commerce Department, Shift Capital, Kensington Renewal

Philadelphia Streets Department, local residents, Harrowgate Civic Association, KICA, West Kensington Neighbors Association, Parks Friends groups.

All partner organizations, resident groups and residents with social media presence

Impact, local artists, Mural Arts

Impact, K&A Business Association, Friends of McPherson, Free Library of Philadelphia, Aramingo BID, local artists

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CHAPTER

PRIORITY IMPLEMENTATION BY FOCUS ZONE

CHAPTER 05

PRIORITY IMPLEMENTATION BY FOCUS ZONE

WHY FOCUS ZONES?

The specific goal areas and strategies discussed in the previous section provide a framework for implementation at the neighborhood level. While there are similarities across the neighborhood that residents deal with on a day-to-day basis, specific parts of the neighborhood require specific solutions. To build a collective response to the many challenges faced, a ground-up approach is needed, formulated and led by the community and its residents. To truly take ownership of ideas, residents will feel most compelled to take action if the challenge affects them personally, and in their immediate vicinity. The intent of the focus zones is to break down the neighborhood into a series of micro-communities that those living in them and nearby can take ownership of and bring the strategies and tactics in this plan to fruition.

While the neighborhood wide strategies and tactics are organized around 5 key goal areas, real world implementation will require tactics pulled from each of the 5 goal areas. Addressing only the physical conditions that makes a corner good for drug dealing will just push dealers somewhere else in the neighborhood. Only through a coordinated effort of addressing a lack of education within the neighborhood, job training that leads to jobs, providing opportunities to transition out of the drug trade, and helping to decrease demand for them by getting users on a path to sobriety, will the problem truly be addressed. The focus zone strategies look to make the connections between the different goal areas and to coordinate with the appropriate partners that will lead to implementation.

WHY THESE FOCUS AREAS? The focus zones were determined after a careful analysis of neighborhood challenges, assets, and opportunities. The goals are to build off existing assets or proposed investments, with the hope of addressing neighborhood challenges head-on. Each focus group contains a mix of assets and opportunities to build off to effectively respond to the existing challenges.

Assets and Opportunities include: ••

Parks, Libraries, Development Opportunities, Proposed Investments, Key institutions/partners, Transit access, Economic Opportunities, Underutilized Mill Buildings, Publicly owned land

Challenges include: ••

132

Drug dealing/using, Crime, Vacant land and buildings

HOPE PARK

FIGURE 45: FOCUS ZONES

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PROJECT IMPLEMENTATION WILL REQUIRE COORDINATION ACROSS ALL GOAL AREAS AND RELEVANT ORGANIZATIONS / INSTITUTIONS

HEALTH & SAFETY

134

EDUCATION

ECONO DEVELO

HOPE PARK

OMIC OPMENT

HOUSING COMMUNITY

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FOCUS ZONE: HOPE PARK

The Hope Park focus zone contains a collection of significant challenges and assets to build from. According to Philadelphia Police data, some of the City’s most active blocks in regards to drug dealing are located on the eastern side of Hope Park, as well as the corner of Kip and Cambria, across from Iglesia del Barrio. The prevalence of vacant buildings and lots scattered throughout the area provide further opportunity for illicit activity and contribute to the general sense of blight and disorder.

PRIORITY CLEAN & GREEN LOTS:

The vacant industrial right-of-way between Gurney Street and Tusculum has been a point of contention within the neighborhood for years. Due to its depressed topography and dense tree coverage drug users have claimed it as their own and a large homeless population exists referred to as “el campamento”. The massive cleanup effort led by the City of Philadelphia and CONRAIL over the summer of 2017 has brought with it some challenges of its own, by dispersing the population of homeless addicts throughout the neighborhood and the dealers that serve them as well, causing further disruption in the community.

Publicly Owned Vacant Land

••

3038 N. Lee Street

••

201 E. Lippincott Street

••

3017 B Street

••

167 E. Lippincott Street

••

232 E. Indiana Avenue

••

206 E. Indiana Avenue

••

220 E. Clearfield Street

••

3047 N. Lee Street

••

139-67 E. Clearfield Street

••

233 E. Cambria Street

••

215 E. Lippincott Street

With all that said, the cleanup has also brought some positive consequences.

The vast resources mobilized to bring about the cleanup have created some strong partnerships between the City Agencies (led by the Managing Director’s Office), CONRAIL, local CDC’s, the Police Department and community groups, which will help guarantee the sustainability of this effort. Additionally, the area has some other great assets to build from. Hope Park itself has a great opportunity to make improvements so it can serve as a community based park. The large industrial building at A & Indiana is owned by Impact Services and is moving towards development. There also exists a large city owned vacant parcel at A & Clearfield that is a clean slate for redevelopment. Each one of these projects has a chance to build off their individual investment to collectively respond to the challenges at hand.

PROJECTS WITHIN THIS FOCUS ZONE INCLUDE: 1. Renovation of vacant mill building at A and Indiana 2. Sustainability of Conrail right-of-way clean up 3. Safety and greening in and around Hope Park 4. Potential for affordable housing development on publicly owned lot 5. Micro-communities

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HOPE PARK

FIGURE 46: HOPE PARK DETAILS

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01

RENOVATION OF VACANT MILL BUILDING AT A AND INDIANA

02

SUSTAINABILITY OF CONRAIL RIGHT-OF-WAY CLEAN UP

03

SAFETY AND GREENING IN AND AROUND HOPE PARK

04

POTENTIAL FOR AFFORDABLE HOUSING DEVELOPMENT ON PUBLICLY OWNED LOT

05

MICRO-COMMUNITIES

02

05 LEGEND Priority Vacant Building Priority Vacant Lot Key Publicly Owned Vacant Lot Micro-Communites Block Key Crime Hotspot

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HOPE PARK

04

05 03 01

05

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01 RENOVATION OF VACANT MILL BUILDING

Potential programs could include:

AT A & INDIANA

TIME-FRAME: Immediate

YEARS: 1-5 & BEYOND

The vacant historic mill building at A & Indiana owned by Impact Services provides an immediate and great opportunity to address multiple plan goals.

The size and open floor plan allows for a variety of different programs within the same building. Impact will soon be kicking off a public engagement process with the community to determine what the final program will be.

5-year

••

Affordable rental housing

••

Community Center

••

Gym

••

Health Center

••

Public Art

This project is a key investment within the Hope Park Focus Zone.

Implementation will require coordination between multiple groups to finance the project.

This project will address the following tactics: HEALTH & SAFETY 1.1.3 Work with City of Philadelphia to further explore “comprehensive user engagement sites” 2.3.1 Pursue Crime Prevention Through Environmental Design ECONOMIC DEVELOPMENT 2.1.1 Advocate for policies that will ensure local large scale construction projects hire locally (developers, rebuild, etc.)

2.1.2 Ensure workspace is reserved in mill buildings as they are redeveloped HOUSING 1.1.1 Pursue Low Income Housing Tax Credits (LIHTC) to create new units

OPPOSITE PAGE:

FIGURE 47: CONCEPTUAL DESIGNS FOR A & INDIANA 140

HOPE PARK NIEMIEC & CoMPANY SOURCE: Niemiec & Company, Impact Services

A & INDIANA MILL REDEVELOPMENT

A & INDIANA MILL REDEVELOPMENT

NIEMIEC & CoMPANY

MIX ‘EM UP Don’t worry, we still love the Mill and Boiler House buildings and all they have to offer.

Only in this scheme, we’re approaching the re-use of those structures with a direct eye towards the surrounding context and city-life. More of an extrovert typology. The beauty of the city is that differences are celebrated, understood and commonplace. Great cities are made with a variety of people doing a variety of activites and are welcoming because of it.

The existing mill building is a grided layering of timber, brick and glass. It’s from this rigid framework that we can break the grid to explore opportunities and methods for reintroducing city-life into a neighborhood that has lost it due to drugs, violence and poverty.

Affordable housing units and Healh Center programs anchor the northeast corner of the building and put eyes onto a street corner that is one of the top 10 drug selling corners in the city. Other programs are juggled, stacked and sorted into the shell of the Mill, thereby creating dynamic juxtapositions of use and space (like a city). Double and triple high spaces are conceived to accomodate such programs as a black-box theatre, gallery, workshops and artist-in-residences. Mezzanines, atriums and bridges are the connectors.

The integrity of the Mill is entirely retained along the A Street and Indiana Street edges.

While the interior face of the building (fronting the boiler house) is removed and re-clad with glass of various types and trasparencies to conceal or reveal the dynamic nature of the people, activiites and events occurring within. This new wrapper works in tandem with The Mill. community From Indianaspace Street located in the footprint of the old boiler house. Whispy grasses, a new wildflowers and honey locusts fill the park-like space left between these re-used buildings and offer a connection to neighboring green spaces.

SOURCE: Niemiec & Company, Impact Services 53

A & INDIANA MILL REDEVELOPMENT

The Mill. Masonry Skin

NIEMIEC & CoMPANY

The Mill. Timber Structure

The Mill. Program Organization

57

The Mill. From Tusculum Street

HEART OF KENSINGTON COLLECTIVE IMPACT - 2022

SOURCE: Niemiec & Company, Impact Services

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02 SUSTAINABILITY OF CONRAIL RIGHT-OF-WAY CLEAN UP

TIME-FRAME: Immediate

5-year

YEARS: 1-5

In summer of 2017, Conrail and the city engaged in a cleanup along the Gurney Street rail lines which included garbage removal (over 1,200 tons of debris were removed), shrub removal, and new fencing. While an important investment, fixing the physical conditions of the neighborhood is only a small first step in dealing with the underlying public health crisis. Impact, Prevention Point, DBHIDS, Office of Homeless Services and the Managing Director’s Office have been working hard to coordinate the delivery of these services to help mitigate the effect of the cleanup on the community.

A Conrail, HACE, and Impact partnership has been formed to ensure that the recent investments along the railway are sustainable. The goal of this partnership is to develop a compassionate, collaborative, engaged, approach to addressing the social and physical challenges along the “Gurney Street” corridor. HACE, Conrail and Impact Services are committed to working collaboratively to identify strategic approaches where planned capital improvements can support stakeholder and resident-led change to engage community, leverage investments, and help support quality of life improvements to create a safe, healthy, and vibrant community. Together, there is a potential for leveraging more than $60 million in public and private investments over the next 5 years.

The estimated investments will include the following: ••

Riviera Recreation Center - $9 Million

••

Plaza Allegheny - $14 million

••

Casa Indiana - $17 million

••

A & Indiana - $18.5 million

••

Somerset Villas - $4 million

FIGURE 48: INVESTMENT’S ALONG THE CONRAIL RIGHT-OF-WAY CLEAN UP

SOURCE: Philadelphia Inquirer

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PLAZA ALLEGHENY

SOURCE: Plaza Allegheny

CASA INDIANA

SOURCE: HACE

HOPE PARK In the near term, Conrail has agreed to let Impact maintain the vacant atgrade land on Tusculum Street between Front and A. This site could potentially include plantings/gardens, fencing, public art, and stormwater management. Impact will commence a community engagement process to determine what nearby neighbors would like to see on this land.

This project will address the following tactics: HEALTH & SAFETY 1.1.1 Expand naloxone training and availability 1.1.2 Support city’s coordinated rapid response to “outbreaks” Existing Tusculum Street and Conrail right-of-way

1.2.1 Work with City Council to remove lack of ID’s as a barrier for receiving treatment 1.2.4 Advocate for expanded treatment access and capacity 1.2.5 Address homelessness among opioid users 2.3.2 Clean and Green Vacant lots near crime hotspots COMMUNITY 2.1.2 Facilitate resident-led renovation/stabilization of vacant lots into gardens/side yards/play spaces 2.1.3 Coordinate with PWD on green stormwater infrastructure (GSI)

FIGURE 49: CONCEPTUAL GARDEN ON TUSCULUM

3.1.2 Work with local artists to develop a creative placemaking campaign in the Heart of Kensington

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03 SAFETY AND GREENING IN AND AROUND HOPE PARK

TIME-FRAME: Immediate

YEARS: 1-5 & BEYOND

5-year

Hope Park is a small park on the site of a former industrial building. What could serve as a great community asset is instead overrun by the drug trade.

Philadelphia Police Department data shows the corners in and around the park as important crime hotspots. A coordinated effort between residents, law enforcement and city agencies is needed to reclaim the park as an asset for the community.

Physical improvements can help to make the park more desirable for neighborhood residents and increase social activity. Bank of America recently contributed $25k to create a community garden within the park and PWD is investigating the feasibility of a rain garden in the center circle of the park. Additional investments should include new sidewalks, lighting, and plantings. Outside the park, nearby blocks contain vacant buildings and land which contribute to drug dealing and using. Part of the Bank of America donation is set aside for cleaning up vacant properties on adjacent blocks.

A coordinated effort by the police department and local residents is needed to further combat the drug trade. This is a great location to deploy the community policing, problem oriented policing, and town watch programs discussed in the health and safety goal area. This should be coordinated with mentorship programs that target drug dealers.

This project will address the following tactics: HEALTH & SAFETY 2.2.1 Trauma-Informed Training for Police 2.2.2 Problem Oriented Policing (POP) 2.2.3 Community-Oriented Policing 2.3.1 Pursue Crime Prevention Through Environmental Design 2.3.2 Clean and Green Vacant lots near crime hotspots EDUCATION 4.1.1 Expand programming in existing parks and recreation centers/ PAL Center/McPherson Library COMMUNITY 2.1.1 Facilitate improvements to major parks and recreation centers so residents can better interact with each other 2.1.2 Facilitate resident-led renovation/stabilization of vacant lots into gardens/side yards/play spaces 2.1.3 Coordinate with PWD on green stormwater infrastructure (GSI) 2.2.2 Start a “Cleanest Block� competition, sponsored by City of Philadelphia

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HOPE PARK

FIGURE 50: EXISTING VACANT LOTS/BUILDINGS AND DRUG HOTSPOTS NEAR HOPE PARK

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04 POTENTIAL FOR AFFORDABLE HOUSING DEVELOPMENT ON PUBLICLY OWNED LOT

The large vacant lot bounded by Water, Lippincott, A, and Clearfield is publicly owned and currently serves as an impromptu parking lot for neighborhood residents. The recently completed HACE plan proposes 16 semi-attached twin homes fronting Lippincott and Clearfield with a rear access drive cutting horizontal through the site. While the design proposed can be debated, the site provides one of the few large scale publicly owned sites within the neighborhood to build new affordable housing. A two story row house type development would fit within the context of surrounding blocks but if the opportunity exists to provide more units at a greater scale, it should be pursued. HACE and Impact should coordinate with the City of Philadelphia to determine the most appropriate program for the site.

This project will address the following tactics: HOUSING

TIME-FRAME: Immediate

1.1.1 Pursue Low Income Housing Tax Credits (LIHTC) to create new units

5-year

1.1.2 Explore the feasibility of building new affordable units on public land

YEARS: 5 & BEYOND

1.1.3 Explore a community land trust for Kensington to ensure longterm affordability 3.2.2 Coordinate with city on potential upzoning of parcels that provide affordable housing incentives (inclusionary zoning)

CONCEPTUAL SITE PLAN FROM HACE PLAN Twin Townhouses

A

Water

Lippincott

Clearfield

Rear Access Drive

Siteplan of new twin townhomes at A and Lippincott Streets

146

EXISTING PUBLICLY OWNED LOT AT A & CLEARFIELD

HOPE PARK

FIGURE 52: The above site plan proposes 24 new attached rowhomes (yellow) with 1 parking space POTENTIAL SITE PLAN FOR A & CLEARFIELD per unit located in the rear.

05 MICRO-COMMUNITIES

Particular blocks within the Hope Park area have active and engaged residents. These streets will serve as the building blocks for the microcommunities concept discussed in the Community section of this plan.

Blocks include:

TIME-FRAME: Immediate

YEARS: 1-5 & BEYOND

5-year

••

A Street – between Indiana & Gurney

••

Swanson Street – between Clearfield & Indiana

••

Kip Street – between Indiana & Cambria

This project will address the following tactics: EDUCATION 4.1.2 Strengthen and expand local Playstreets COMMUNITY 1.1.1 Build a network of micro-communities across Kensington (neighborhood groups organized at the block level) 2.2.3 Start a “Cleanest Block” competition, sponsored by City of Philadelphia

FIGURE 51: POTENTIAL MICRO-COMMUNITIES BLOCKS HEART OF KENSINGTON COLLECTIVE IMPACT - 2022

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HOPE PARK - PRIORITY IMPLEMENTATION MATRIX PROJECT

1.

Redevelop vacant mill building at A & Indiana

TIMELINE (YEARS) YEAR 1

YEAR 2

YEAR 3

YEAR 4

1. Building redevelopment

2. Sustainability of Conrail right-of-way clean up 1. Overdose prevention services

2. Expand capacity and access to treatment and recovery for substance abuse

3. Address homelessness- increase capacity and access to housing first units

4. Clean and green vacant lots near Tusculum cleanup site

5. PWD Green Stormwater Infrastructure

6. Creative Placemaking Project on Tusculum Green

3. Safety and greening in and around Hope Park.

1. Impact Vacant Land Fund

2. Facilitate improvements to Hope Park

3. Coordinate with PWD on green stormwater infrastructure (GSI) for Hope Park

4. Potential for affordable housing development on publicly owned lot at A and Clearfield 1. Construction of new affordable housing units

5. Micro-communities 1. Develop leadership and engagement strategy. Potential sites include: 2900 block of A St, 2900 block of Ella St and 3000 block of Swanson St

2. Establish Street Camp location on 2900 Block of Swanson St

3. Establish “Cleanest Block” competition sponsored by City of Philadelphia

148

YEAR 5

BEYOND

HOPE PARK

PARTNERSHIPS

ESTIMATED COST

Impact Services, Prevention Point, 24th District PPD, DBHIDS, Philadelphia Department of Public Health, Goodlands Coalition/Iglesia del Barrio, FINANTA, Commerce Department, PHFA, Stone Sherick Project Management, LISC

OVER TIME

SOURCE OF FUNDS

$30M

5+ YEARS

LIHTC, Private Equity, Foundations, TBD

Impact Services, Prevention Point, Philadelphia Police Department, 24th District PPD, Esperanza Health Center, McPherson Square Library, DBHIDS

$125K

5 YEARS

WFRF among other sources of private and public funds

Prevention Point, OHS, Pathways to Housing, Housing First, DBHIDS, City Council, Managing Director’s Office.

$60K

YEARLY

TBD

OHS, Pathways to Housing, Housing First

$250K

YEARLY

Office of Homeless Services

PHS, Philadelphia Parks and Recreation, Iglesia del Barrio/Goodlands Coalition/Iglesia del Barrio, Friends of Hope Park, MDO, Mural Arts

$10K

YEARLY

Foundations, PHS

PWD, Friends of Hope Park, Goodlands Coalition/Iglesia del Barrio,

$1M

2022 +

PWD

Impact, local artists, Mural Arts

$30K

2018-19

TBD

L&I, PHS, Land Bank, CLIP, Goodlands Coalition/Iglesia del Barrio

$25K

2018

Bank of America

City Council, REBUILD, Parks and Recreation, PWD

$2M

2021-22

Rebuild, TBD

PWD, Goodlands Coalition/Iglesia del Barrio, Friends of Hope Park

$1M

2022 +

PWD

Impact Services, Pennsylvania Housing Finance Agency (PHFA), PRA Workforce Housing Program, Philadelphia Land Bank, WCRP, community residents, financial institution, City Council

$10M

2022 +

LIHTC, Private Equity, Foundations, TBD

Resident leadership, Kensington SCI

$40K

YEARLY

DCED among other public funds

Parks and Recreation, Police Department, Impact Services, Fab Youth Philly, Street Soccer USA, City Council (PAF)

$17,200

YEARLY

WFRF, private fundraising, PYN among other potential funding sources TBD

Philadelphia Streets Department, local residents, Goodlands Coalition/ Iglesia del Barrio, Friends of Hope Park.

$1K

YEARLY

Foundations, private fundraising

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FOCUS ZONE: MCPHERSON SQUARE

McPherson Square Library and the park that surrounds it serve as the most visible institution in the neighborhood. The library built through funds donated by Andrew Carnegie dates back to 1917 and has been a vital institution for the community ever since. The library offers a variety of different services to the community including internet enabled public computers. In addition to the McPherson Square Library and Park, other significant assets include Lewis Elkin Elementary, city owned vacant properties, and two playstreets.

PRIORITY CLEAN & GREEN LOTS: Publicly Owned Vacant Land

••

628 E. Clementine Street

••

600 E. Lippincott Street

••

658 E. Clementine Street

••

641 E. Clearfield Street

Over the years the library and the neighborhood around it has experienced disinvestment similar to the rest of the neighborhood. Vacant building and land are scattered throughout the zone, particularly in the blocks north and northeast of the library. The corner of Potter, Clearfield, and Reach appears within the recent Philadelphia Police Department data as a drug hotspot.

The park itself has gone through highs and lows as well. In years past the park was referred to “Needle Park”, as drug users took over the park and called it their own. A concerted effort by residents, the police department, and local institutions teamed up to take back the park and bring significant investments including a new playground. Unfortunately as the drug crisis has gotten worse nationwide and in Kensington, drug users have again taken over the park. The residential population unfortunately cannot take advantage of its potential as a community asset.

PROJECTS WITHIN THIS FOCUS ZONE INCLUDE: 1. Coordinated Improvements to McPherson Square and Library (ReBuild and PWD GSI) 2. Forge institutional partnerships and collaboration 3. Vacant Lot Stabilization- Clean and Green 4. New Gateway - Renovate 2968 & 3000 Kensington Ave 5. Micro-communities

150

MCPHERSON SQUARE

FIGURE 53: MCPHERSON SQUARE DETAILS

HEART OF KENSINGTON COLLECTIVE IMPACT - 2022

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01

COORDINATED IMPROVEMENTS TO MCPHERSON SQUARE AND LIBRARY (REBUILD AND PWD GSI)

02

FORGE INSTITUTIONAL PARTNERSHIPS AND COLLABORATION

03

VACANT LOT STABILIZATIONCLEAN AND GREEN

04

NEW GATEWAY - RENOVATE 2968 & 3000 KENSINGTON AVE

05

MICRO-COMMUNITIES

LEGEND Priority Vacant Building Priority Vacant Lot Key Institution Key Crime Hotspot

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PRIORITY IMPLEMENTATION BY FOCUS ZONE

02

MCPHERSON SQUARE

05

03

01

04

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01 COORDINATED IMPROVEMENTS TO MCPHERSON SQUARE PARK & LIBRARY

TIME-FRAME: Immediate

5-year

YEARS: 1-5

Planned investments to McPherson Square Park and Library are in the works. $2 million has been committed towards the renovation of the library to help with decade’s worth of deferred maintenance costs. The Philadelphia Water Department will soon implement green stormwater infrastructure within the park, similar to the recent investments at Harrowgate Park.

These improvements show significant financial commitments to the neighborhood, but the neighborhood needs and deserve more. Mayor Kenney and the newly formulated REBUILD program are committed to improving parks and libraries throughout the city. Special emphasis is put on locations that have significant adjacencies to assets where investments can have a compounding effect. As the only library located within an existing park citywide, few other facilities offer such an opportunity.

Considering the needs of the neighboring community, McPherson Square becomes even more appealing as a REBUILD site. REBUILD offers the opportunity to improve the park in a significant way through new lighting and landscaping, and build on and expand the library to better serve the needs of the community. Impact and other local partners should make a coordinated effort to campaign for McPherson Square Park as a worthy candidate.

Crime Prevention Through Environmental Design (CPTED) involves not only physical improvements but also activity supports to promote the presence of responsible pedestrian users that will increase the eyes on the street and discourage actions of would-be offenders. Community participation in the planning and execution of CPTED projects is critical to both their success and building resiliency within a community that can drive down crime.

Friends of McPherson Square were an organization engaged around park related and the surrounding neighborhood but its level of engagement has diminished in recent times. This process is a great opportunity to reengage the organization and support them where needed.

MCPHERSON SQUARE LIBRARY

154

MCPHERSON SQUARE We propose the following programs to help keep the park active and the community engaged to promote safety, help consolidate neighborhood identity and foster social cohesion: ••

Yearly seasonal events to engage families (Easter events, Halloween, Love Your Park days, etc)

••

Work with the K&A Business Association to expand their signature summer festival to include the Park

••

Impact Street Camp

This project will address the following tactics: HEALTH & SAFETY 2.3.1 Pursue Crime Prevention Through Environmental Design EDUCATION 4.1.1 expand programming in existing parks and recreation centers/ PAL Center/McPherson Library 4.1.2 strengthen and expand local Playstreets COMMUNITY 1.2.1 Organize seasonal community events that families can look forward to every year 2.1.1 Facilitate improvements to major parks and recreation centers so residents can better interact with each other 2.1.3 Coordinate with PWD on green stormwater infrastructure (GSI) 3.1.3 Signature Community Festival to strengthen positive neighborhood identity

FIGURE 54: 21ST CENTURY LIBRARY INITIATIVE LILLIAN MARRERO

SOURCE: Free Library of Philadelphia

LOVETT LIBRARY

HEART OF KENSINGTON COLLECTIVE IMPACT - 2022

TACONY LIBRARY

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02 FORGE INSTITUTIONAL PARTNERSHIPS AND COLLABORATION TIME-FRAME: Immediate

5-year

YEARS: 1-5

Several anchor institutions play important roles within the McPherson Square Target Zone. Recent initiatives, like the McPherson Community Action Group which convened for the first time in the Spring of 2017 to address issues related to the opioid crisis and its effect on the park and community, have been a catalyst for grassroots organizing in the area. We propose to build on this initiative to broaden and strengthen these collaborations.

One important institution in the area is the Lewis Elkin Elementary School.

Every year the Philadelphia School Department releases a progress report on all schools within the district. In the 2014-15 yearly report, Lewis Elkin was ranked 57 out of 59 Elementary Schools. The poor ranking in part can be attributed to the challenging environment the students grow up in. The City of Philadelphia recently announced a $1.2 million commitment to place 22 full time social workers into schools citywide, one of which is at Lewis Elkin Elementary. A tremendous opportunity exists for Impact and the community to create a dialogue with the school around the challenges that children face within the community. There is also an opportunity to bring programming and supports for parents that have been identified through the planning process.

This project will address the following tactics: HEALTH AND SAFETY 2.1.1 Strengthen Relationships between Civic Organizations, City Agencies and local CDC’s 2.1.2 Improve civic engagement EDUCATION 2.1.1 Campaign for trauma informed training and awareness in schools 2.1.2 Advocate for school-based social workers 2.2.1 NAR-Anon and AL-Anon programs for families 2.2.2 Education campaign about the risks of drug use and addiction 3.2.1 Help families transition from one education stage to the next 3.2.2 Sponsor the formation of peer groups so parents can engage around specific topics (parenting, nutrition, etc.)

Press conference announcing school-based social workers in Philadelphia.

SOURCE: Philadelphia Inquirer

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MCPHERSON SQUARE

03 CLEAN UP VACANT LOTS AND REDUCE DRUG DEALING TIME-FRAME: Immediate

5-year

Philadelphia Police data shows the corner of Potter and Clearfield as a drug hotspot. Impact has coordinated a clean and green campaign on vacant lots along the north side of Clearfield. This campaign should be expanded to other nearby vacant lots and buildings, with an emphasis on publicly owned lots. In particular, the 600 block of Clearfield has 5 vacant properties, one of which is publicly owned.

A coordinated effort by the police department and local residents is needed to further combat this drug corner. This is a great location to deploy the community policing, problem oriented policing, and town watch programs discussed in the health and safety goal area. This should be coordinated with mentorship programs that target drug dealers.

This project will address the following tactics:

YEARS: 1-5

HEALTH & SAFETY 2.2.1 Trauma-Informed Training for Police 2.2.2 Problem Oriented Policing (POP) 2.2.3 Community-Oriented Policing 2.3.1 Pursue Crime Prevention Through Environmental Design 2.3.2 Clean and Green Vacant lots near crime hotspots ECONOMIC DEVELOPMENT 2.2.4 Expand Jumpstart Kensington, a training program that helps local residents become real estate developers HOUSING 3.1.1 Work to convert vacant city owned properties into affordable homeownership opportunities COMMUNITY 2.1.2 Facilitate resident-led renovation/stabilization of vacant lots into gardens/side yards/play spaces

FIGURE 55: POTENTIAL VACANT BUILDINGS/ LOTS TO TARGET FOR GREENING AND REHABILITATION.

HEART OF KENSINGTON COLLECTIVE IMPACT - 2022

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04 RENOVATE 2968 & 3000 KENSINGTON AVE. AS A

These vacant properties are participants in the Kensington Storefront Challenge. Their renovation has the opportunity to serve as a new gateway to McPherson Square from Kensington Avenue.

See the Kensington & Allegheny Focus Zone for more details on the Kensington Storefront Challenge.

NEW GATEWAY

TIME-FRAME: Immediate

5-year

2968 KENSINGTON AVE.

YEARS: 1-2

CONCEPTUAL RENDERINGS OF 3000 KENSINGTON AVE.

SOURCE: Shift Capital

158

SOURCE: Shift Capital

MCPHERSON SQUARE

05 MICRO-COMMUNITIES

Particular blocks within the McPherson Square area have active and engaged residents. These streets will serve as the building blocks for the microcommunities concept discussed in the Community section of this plan.

BLOCKS INCLUDE:

TIME-FRAME: Immediate

5-year

YEARS: 1-5 & BEYOND

••

Clearfield Street – between F & Custer

••

Potter Street – between Clearfield & F

••

Reach Street – between Allegheny & Clearfield

This project will address the following tactics: EDUCATION 4.1.2 Strengthen and expand local Playstreets COMMUNITY 1.1.1 Build a network of micro-communities across Kensington (neighborhood groups organized at the block level) 2.2.3 Start a “Cleanest Block” competition, sponsored by City of Philadelphia

FIGURE 56: POTENTIAL MICRO-COMMUNITIES BLOCKS

HEART OF KENSINGTON COLLECTIVE IMPACT - 2022

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MCPHERSON SQUARE - PRIORITY IMPLEMENTATION MATRIX PROJECT

1.

Coordinated improvements to McPherson Square Park and Library

TIMELINE (YEARS) YEAR 1

YEAR 2

1. CPTED- ensure that plans for renovation of Park and Library include appropriate lighting and clear sight lines to promote safety 2. Facilitate improvements to McPherson Square Park and Library through City’s REBUILD program 3. Coordinate with PWD on green stormwater infrastructure (GSI) planned for McPherson Square Park

2. Forge institutional partnerships and collaboration around McPherson Square 1. Work with Elkins Elementary School to further Trauma Informed Care awareness and education school-wide 2. Create a community hub/one-stop-shop in McPherson Square Library for parents to access information and resources available in the area and for schools to connect with local service providers to coordinate activities 3. Strengthen Relationships between Civic Organizations, City Agencies and Community- support McPherson Community Action Group

4. Improve Civic Engagement- support Friends of McPherson group

3. Vacant lot stabilization - clean & green 1. Clean and Green Vacant lots near crime hotspots

2. Expand Jumpstart Kensington to develop properties from list of priority vacancies

4. Renovate 2968 & 3000 Kensington Avenue as a new gateway See Storefront Challenge in Kensington & Allegheny Focus Zone

5. Micro-communities 1. Develop leadership and engagement strategy. Potential sites include: 3100 Custer St, 700 E Clearfield and 3000 Potter St)

2. Establish Street Camp location at McPherson Square Park and Library

3. Establish “Cleanest Block” competition sponsored by City of Philadelphia

160

YEAR 3

YEAR 4

YEAR 5

BEYOND

MCPHERSON SQUARE

PARTNERSHIPS

ESTIMATED COST

REBUILD, McPherson Community Action Group, Friends of McPherson

$100K

2019-20

Predevelopment funding, Rebuild and additional sources TBD

Managing Directors Office, Parks and Recreation, City Council, Community Action Group, Friends of McPherson, Rebuild.

$1.3M

2019-20

Rebuild

PWD, Friends of McPherson, McPherson Free Library, community residents

$1M

2019-20

PWD

School District Philadelphia, School Reform Commission, Elkins Elementary School, Sanctuary Center, ACEs Task Force, Kensington SCI

$12K

YEARLY

Foundations TBD

McPherson Square Free Library, Sheridan, Willard, Elkins and Cramp Schools

$80,751

YEARLY

Foundations TBD

Impact Services, Free Library of Philadelphia, Prevention Point, Town Watch, Maker Jawn, Angels in Motion, Mural Arts, PWD, Friends of McPherson, MDO

-

-

-

Impact Services, McPherson Square Library, local residents, Friends of McPherson

$30K

YEARLY

WFRF, Philadelphia Activities Fund

PHS, Philadelphia Parks and Recreation, Friends of McPherson, McPherson Community Action Group, MDO, Mural Arts

$5K

YEARLY

-

Kensington SCI, Jumpstart Germantown, Finanta, Impact Loan Fund

$100K

2020-22

Jumpstart Kensington, FINANTA, private financing, Impact Loan Fund

Resident leadership, Kensington SCI, Rock Ministries, Friends of McPherson

$40K

YEARLY

DCED among other public funds

Parks and Recreation, Police Department, Impact Services, Fab Youth Philly, Street Soccer USA, City Council (PAF)

$17,200

YEARLY

WFRF, private fundraising, PYN among other potential funding sources TBD

Philadelphia Streets Department, local residents, Friends of McPherson

$1K

YEARLY

Foundations, private fundraising

HEART OF KENSINGTON COLLECTIVE IMPACT - 2022

OVER TIME

SOURCE OF FUNDS

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FOCUS ZONE: INDIANA AVENUE “GREEN” CORRIDOR

Within the study area, the southwest corner experiences the highest level of drug activity and violence. Not coincidentally, it also contains the highest levels of vacant land and buildings. Within this subset of the neighborhood are 3 significant public spaces that provide both active and passive recreational opportunities, McPherson Square Park, Hissey Playground, and Hope Park. Threaded across these parks is Indiana Avenue, connecting Kensington Avenue to Front Street, two of the most important commercial corridors in the community. As a vital connector within the neighborhood, physical investments to the street can have ripple effects to the rest of the neighborhood.

PROJECTS WITHIN THIS FOCUS ZONE INCLUDE: 1. Convert Indiana Avenue into a green corridor PRIORITY CLEAN & GREEN LOTS: Publicly Owned Vacant Land

••

2931 Rutledge Street

••

439 E. Cambria Street

••

441 E. Cambria Street

••

2936 Rutledge Street

••

3033 Boudinot Street

••

2904 D. Street

••

362 E. Indiana Avenue

••

2901 D Street

••

351 E Cambria Street

••

2912 Rutledge Street

••

2902 Rosehill Street

••

353 E. Cambria Street

••

335 E. Cambria Street

••

2932 Rutledge Street

••

2908 Rutledge Street

••

2934 Rutledge Street

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2. Clean up vacant lots and reduce drug dealing

INDIANA AVENUE “GREEN” CORRIDOR

FIGURE 57: INDIANA DETAILS

HEART OF KENSINGTON COLLECTIVE IMPACT - 2022

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01

CONVERT INDIANA AVENUE INTO A GREEN CORRIDOR

02

CLEAN UP VACANT LOTS AND REDUCE DRUG DEALING

02

LEGEND Priority Vacant Building Priority Vacant Lot Green Corridor Key Crime Hotspot

164

INDIANA AVENUE “GREEN” CORRIDOR

01

HEART OF KENSINGTON COLLECTIVE IMPACT - 2022

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01 CONVERT INDIANA AVENUE INTO A GREEN CORRIDOR

As the only street that connects McPherson Square, Hissey Playground, and Hope Park, Indiana Avenue has the ability to create a green corridor connecting Front Street to Kensington Avenue. This can be achieved through tree plantings, improved lighting, green stormwater infrastructure, and vacant lot “cleaning and greening”. A recent Philadelphia Water Department analysis shows Indiana Avenue as a good location for stormwater collection, and PWD will help serve as a vital partner for implementation.

This project will address the following tactics: HEALTH & SAFETY 2.3.1 Pursue Crime Prevention Through Environmental Design

TIME-FRAME: Immediate

YEARS: 2-5

COMMUNITY 5-year

2.1.1 Facilitate improvements to major parks and recreation centers so residents can better interact with each other 2.1.2 Facilitate resident-led renovation/stabilization of vacant lots into gardens/side yards/play spaces 2.1.3 Coordinate with PWD on green stormwater infrastructure (GSI) 2.1.4 Increase tree coverage across the neighborhood

FIGURE 58: PROPOSED INDIANA ST. “GREEN” CORRIDOR

SIDEWALK (12’)

166

PARKING (8’)

DRIVING

G (11)

INDIANA AVENUE “GREEN” CORRIDOR

FIGURE 59: EXISTING INDIANA ST.

SIDEWALK (12’)

DRIVING (11’) PARKING (8’)

Alternating Parking/Stormwater (8’)

SIDEWALK (12’) PARKING (8’)

SIDEWALK (12’)

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02 CLEAN UP VACANT LOTS AND REDUCE DRUG DEALING

Philadelphia Police Department data identifies the areas in and around Cambria Street between C and B as drug hotspots. A coordinated effort by the police department and local residents is needed to further combat the drug trade. This is a great location to deploy the community policing, problem oriented policing, and town watch programs discussed in the health and safety goal area. This should be coordinated with mentorship programs that target drug dealers.

This project will address the following tactics: HEALTH & SAFETY 2.1.3 Use the Cure Violence Model as a means to develop collective efficacy

TIME-FRAME: Immediate

2.2.2 Problem Oriented Policing (POP) 5-year

2.2.3 Community-Oriented Policing 2.3.2 Clean and Green Vacant lots near crime hotspots

YEARS: 2-5

ECONOMIC DEVELOPMENT 3.1.1 Support mentoring programs 3.1.3 Promote workforce development that targets people in the drug trade and returning citizens

EXISTING CONDITIONS ALONG CAMBRIA STREET

168

INDIANA AVENUE “GREEN” CORRIDOR

FIGURE 60: TARGETED BLOCKS FOR CLEANUP

HEART OF KENSINGTON COLLECTIVE IMPACT - 2022

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INDIANA AVENUE “GREEN” C0RRIDOR - PRIORITY IMPLEMENTATION MATRIX PROJECT

1.

Convert Indiana Avenue into a “Green” Corridor 1. Facilitate second round of improvements to Hissey Park (including CPTED strategies) 2. Facilitate resident-led renovation/stabilization of vacant lots into gardens/ side yards/play spaces- select locations from priority list

3. Coordinate with PWD on green stormwater infrastructure (GSI)

4. Increase tree coverage across the neighborhood

2. Clean up vacant lots and reduce drug dealing 1. Explore the Cure Violence Model as a means to develop collective efficacy 2. Problem Oriented Policing (POP)- work with 24th Police District to develop POP strategies around A and Indiana, C and Indiana, Kip and Cambria (crime hotspots) 3. Community-Oriented Policing around Hissey Park- work with Friends of Hope Park, Goodlands Coalition/Iglesia del Barrio to organize Town Watch groups around A and Indiana, C and Indiana, Kip and Cambria (crime hotspots) 4. Clean and Green Vacant lots near C and Indiana

5. Support mentoring programs

6. Promote workforce development that targets people in the drug trade and returning citizens

170

TIMELINE (YEARS) YEAR 1

YEAR 2

YEAR 3

YEAR 4

YEAR 5

BEYOND

INDIANA AVENUE “GREEN” CORRIDOR

PARTNERSHIPS

ESTIMATED COST

City Council, REBUILD, Parks and Recreation, Goodlands Coalition/ Iglesia del Barrio, Friends of Hissey Park, Police Athletic League

$1M

2020-22

Rebuild

L&I, PHS, Land Bank, CLIP, local residents, Friends of Hissey Park

$10K

2019-2020

Foundations, PHS

PWD, Friends of Hissey Park, Friends of Hope park, Friends of McPherson Park

$500K

2021-22

PWD

Tree Philly, local residents, PWD

$50K

2020-22

PHS, PWD

DBHIDS, Temple University, Operation Ceasefire, DA Office, 25th District PPD

$100K

YEARLY

BCJI, Foundations, TBD

24th District PPD, Philadelphia DA, local residents and block leaders, Town Watch Integrated Services, Impact Services

$10K

YEARLY

BCJI, Foundations, TBD

24th District PPD, Philadelphia DA, local residents and block leaders, Town Watch Integrated Services

$10K

YEARLY

BCJI, Foundations, TBD

PHS, Philadelphia Parks and Recreation, Goodlands Coalition/ Iglesia del Barrio, Friends of Hope and Hissey Parks, MDO, Mural Arts

$10K

YEARLY

Foundations, PHS

Latino Men Call to Action, Men In Motion, Philadelphia School District, Free Library of Philadelphia, Philadelphia Parks & Recreation, Street Soccer USA

$20K

YEARLY

WFRF, Foundations

Impact, Department of Corrections, Protocall, Jets, Careerlink, Baker Industries, Bodhi Coffee, Community College of Philadelphia’s Fox Rothschild Center for Law and Society and Re-entry support project, Mural Arts

$15,500

YEARLY

WFRF, Foundations

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OVER TIME

SOURCE OF FUNDS

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FOCUS ZONE: KENSINGTON & ALLEGHENY

As the literal and psychological heart of the community, the intersection of Kensington and Allegheny is of critical importance. Kensington Avenue has all the tools for a thriving commercial corridor, but it is not currently maximizing its potential. General blight, crime and safety, and poor marketing are contributing factors towards its underutilization. Proposed investments already on the table including the Kensington Storefront Challenge and the new Esperanza Health Center can serve as catalysts throughout the focus zone. In addition to already planned investments, a series of proposed projects can further improve the focus zone and help to implement overall neighborhood strategies and tactics.

Projects within this Focus Zone include: 1. Coordinate with the Reimagine Kensington Storefront Challenge PRIORITY CLEAN & GREEN LOTS:

2. Improvements to Kensington Avenue

Publicly Owned Vacant Land

3. Green Allegheny Avenue with new plantings and street trees

••

1864 E. Westmoreland Street

••

833 E. Madison Street

••

3217 Shelbourne Street

••

802 E. Willard Street

••

3223 Shelbourne Street

••

1864 E. Westmoreland Street

••

905 E. Westmoreland Street

••

3215 Shelbourne Street

••

3221 Shelbourne Street

••

1864 E. Westmoreland Street

••

901 E. Westmoreland Street

••

3222-58 H Street

172

4. Coordinate with Esperanza on new health center 5. Target low/high ownership blocks 6. Upzone underutilized blocks on Allegheny Avenue 7. Micro-communities

KENSINGTON & ALLEGHENY

FIGURE 61: KENSINGTON & ALLEGHENY DETAILS

HEART OF KENSINGTON COLLECTIVE IMPACT - 2022

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PRIORITY IMPLEMENTATION BY FOCUS ZONE

01

COORDINATE WITH THE REIMAGINE KENSINGTON STOREFRONT CHALLENGE

02

IMPROVEMENTS TO KENSINGTON AVENUE

03

03

GREEN ALLEGHENY AVENUE WITH NEW PLANTINGS AND STREET TREES

04

COORDINATE WITH ESPERANZA ON NEW HEALTH CENTER

05

TARGET LOW/HIGH OWNERSHIP BLOCKS

01

06

UPZONE UNDERUTILIZED BLOCKS ON ALLEGHENY AVENUE

07

MICRO-COMMUNITIES

LEGEND Priority Vacant Building Kensington Commercial Corridor Underutilized Property Green Corridor Important Intersection Micro-Communites Block

174

05

KENSINGTON & ALLEGHENY

04

02

06

07

HEART OF KENSINGTON COLLECTIVE IMPACT - 2022

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01 COORDINATE WITH THE REIMAGINE KENSINGTON STOREFRONT CHALLENGE

Shift Capital and partners Impact Services, the Department of Commerce, NKCDC, Finanta, and LISC are launching a campaign to reimagine the Kensington Avenue commercial corridor. Entrepreneurs, startups, artist, and anyone with an idea and a business plan are encouraged to apply with the chance of winning the following: ••

Up to 1 year of free rent in a long-term lease from Shift Capital

••

Up to $10,000 toward the interior improvements of the retail space from Shift Capital

••

Up to $15,000 in funds from the Storefront Improvement Program offered by the City of Philadelphia Department of Commerce

••

50% of the cost of installing signage and storefront features, up to $10,000 per storefront (or $15,000 for a corner store) from the Storefront Improvement Program through the Department of Commerce

••

Technical Assistance provided by NKCDC and Impact Services which includes

••

Licensing & permitting assistance

••

Navigating city departments & resources

••

Zoning assistance

••

Financial referrals

••

Business planning (business plan templates, referrals to SBDCs, provide feedback on business plan)

••

Kiva loan program

••

Potential to negotiate ownership of property at end of lease

••

14 currently vacant or underutilized commercial properties and vacant lots owned by Shift Capital are participating in the challenge, all within the study area.

TIME-FRAME: Immediate

YEARS: 1 & BEYOND

5-year

Participating Properties: ••

3000 Kensington Ave. (Commercial)

••

3115 Kensington Ave. (Commercial)

••

3200-02 Kensington Ave. (Commercial)

••

3314 Kensington Ave. (Commercial)

••

3415-17 Kensington Ave. (Commercial)

••

3419-23 Kensington Ave. (Commercial)

••

3400-08 J St. (Commercial)

••

3525 Kensington Ave. (Commercial)

••

957-59 E. Westmoreland (Commercial)

••

2713-19 Kensington Ave. (Lot)

••

2814-16/22 Kensington Ave. (Lot)

••

2869-62 Kensington Ave. (Lot)

••

2968 Kensington Ave. (Lot)

••

3250-52 Kensington Ave. (Lot)

More information can be found at www.kavechallenge.com

176

KENSINGTON & ALLEGHENY This project will address the following tactics: HEALTH & SAFETY 2.3.1 Pursue Crime Prevention Through Environmental Design 2.3.2 Clean and Green Vacant lots near crime hotspots ECONOMIC DEVELOPMENT 2.1.3 Make strategic investments on existing commercial corridors so they can maximize their potential 2.2.3 Find affordable brick and mortar locations for start-ups so they stay in the neighborhood

FIGURE 62: REIMAGINE KENSINGTON AVENUE PROPERTIES

COMMERCIAL PROPERTY VACANT LOT MARKET FRANKFORD LINE STATION

HEART OF KENSINGTON COLLECTIVE IMPACT - 2022

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02 IMPROVEMENTS TO KENSINGTON AVENUE

TIME-FRAME: Immediate

5-year

YEARS: 1-5

FIGURE 63: EXISTING K&A INTERSECTION

Kensington Avenue is the neighborhoods main commercial corridor and is not maximizing its potential. Three major MFL stops, multiple bus lines, and busy thoroughfares contribute to a lively atmosphere with great foot traffic. According to the parcel-by-parcel survey, 59% of properties have ground floor commercial, 13% are vacant buildings, and 10% are vacant lots. Three major challenges contribute to holding Kensington Ave back as a commercial corridor.

BLIGHT The 13% of buildings that are vacant, not including vacant upper floors on active ground floor businesses, contributes to a general sense of unkempt. Impact will continue to coordinate with property owners to partake in the Commerce Departments Storefront Improvement Program, which provides matching funds to business owners to use towards new doors, windows, new paint, and other storefront improvements. Vacant properties that are a threat to public safety due to their structural instability will continue to be prioritized for demolition, with plan to stabilize and green new vacant lots.

Vacant lots within the corridor are often used as dumping grounds and space for illicit activities. Impact has done great work in cleaning up similar properties but a continuous effort is needed as the problem is ongoing.

Litter on streets and sidewalks are prevalent throughout the corridor.

In addition to a neighborhood campaign around litter, new trash cans and enhanced corridor cleaning will help to alleviate the issue.

SAFETY Philadelphia Police Department data shows that Market Frankford stops on Kensington Avenue are crime hotspots due to the high pedestrian traffic. If residents feel unsafe on the corridor, they are unlikely to patronize businesses. A greater dialogue between shoppers, commuters, police and safety ambassadors is needed to develop strategies to build and maintain trust and take on mutual responsibilities for a safer community.

A new $4 million lighting project will be implemented under the elevated train along Kensington Ave between the Somerset and Tioga stations. New LED lights will replace the highway style “cobra head” lights, which will have a longer life, be more energy efficient and have a better lighting quality. Though lighting under the “el” will be greatly improved, businesses are still encouraged to add storefront lighting to improve visibility at the sidewalk level, add visual interest and enhance the pedestrian experience.

The street grid within the neighborhood shifts at Kensington Avenue, thus creating 5 point intersections throughout the corridor. The addition of Market Frankford Line support columns only adds to the complication for all transit goers, cars, buses, pedestrians, and bicyclists alike. Interventions that prioritize pedestrians should be targeted throughout the corridor, specifically at the Kensington and Allegheny intersection.

178

KENSINGTON & ALLEGHENY

FIGURE 64: PROPOSED K&A INTERSECTION

new curb/sidewalk new tree

HEART OF KENSINGTON COLLECTIVE IMPACT - 2022

Improvements should include: ••

Curb bump outs

••

Bus Bulbs

••

Improved crosswalks

••

Improved bike lanes

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CHAPTER 05

PRIORITY IMPLEMENTATION BY FOCUS ZONE MARKETING Kensington Avenue should first and foremost serve the needs of neighborhood residents. The corridor needs a K&A bulletin board so residents and businesses can interact directly, engage shoppers, and provide information regarding local events.

The commercial corridor suffers from the same bad reputation as Kensington as a whole. Shoppers throughout the city do not consider patronizing the corridor, missing out on many of the unique businesses that it has to offer. A joint marketing campaign by business owners and local service providers is needed to help change the narrative about the corridor and help forge a unified visual identity for K&A. Most transit riders only association with the neighborhood is by passing through it on the Market Frankford Line. A mural campaign on the upper floors of buildings along Kensington Ave can engage transit riders and help promote the corridor. The Love Letter mural campaign in West Philadelphia is a great precedent.

Large scale festivals are a great way to bring residents out to the corridor who wouldn’t typically be engaged. The K&A Business Association, in coordination with sponsors and local service providers, can strengthen the identity and draw of the yearly Market Fest and create opportunities for additional engagement by creating additional marketing and special events, especially around the holidays.

This project will address the following tactics: HEALTH & SAFETY 2.2.2 2.2.3 2.3.1 2.3.2

Problem Oriented Policing (POP) Community-Oriented Policing Pursue Crime Prevention Through Environmental Design Clean and Green Vacant lots near crime hotspots

ECONOMIC DEVELOPMENT 2.1.3 Make strategic investments on existing commercial corridors so they can maximize their potential 2.2.2 Pop-up markets offer informal businesses opportunity to test out products COMMUNITY 1.2.1 Organize seasonal community events that families can look forward to every year 2.2.2 “Kensington CLEAN” campaign on littering and cleaning, involving local residents as well as the business community 3.1.2 Work with local artists to develop a creative placemaking campaign in the Heart of Kensington 3.1.3 Develop a signature community festival to strengthen positive neighborhood identity

180

KENSINGTON & ALLEGHENY THE LOVE LETTER MURAL PROJECT IN WEST PHILADELPHIA COULD BE REPLICATED TO CHANGE THE NARRATIVE AROUND KENSINGTON SOURCE: Mural Arts Philadelphia

THE SUCCESS OF THE K&A MARKETFEST CAN BE EXPANDED TO OTHER FESTIVALS THAT BRING PEOPLE TO THE AVENUE SOURCE: K&A Business Association

HEART OF KENSINGTON COLLECTIVE IMPACT - 2022

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03 GREEN ALLEGHENY AVENUE WITH NEW PLANTINGS AND STREET TREES

Previous planning work such as the “K&A Streetscape Plan” from 2006 and the “Kensington & Allegheny Revitalization” from 2017 target Allegheny Avenue as a major greening opportunity within the neighborhood. The unusually large sidewalk width of 30 feet and only a handful of street trees present a clean slate to make an impactful investment. Significant stormwater infrastructure is a challenge due to underground utilities, but surface level rain gardens and other greening opportunities could play a role in reducing runoff. A coordinated effort between Impact, the Pennsylvania Horticultural Society, Tree Philly, The Philadelphia Water Department, and the Streets Department is required to push this project forward.

This project will address the following tactics: COMMUNITY

TIME-FRAME: Immediate

2.1.3 Coordinate with PWD on green stormwater infrastructure (GSI) 2.1.4 Increase tree coverage across the neighborhood

5-year

YEARS: 2-4

FIGURE 65: PREVIOUS ALLEGHENY STREETSCAPE PLANS K&A STREETSCAPE DESIGN 2006

K&A Streetscape Design

K&A Draft Report

Impact Services Corporation

_interface studio LLC CityPlay LLC November, 2006

KENSINGTON & ALLEGHENY REVITALIZATION 2017

GREEN SPACES

05-04-17

VERSION 1.0

Planted tree medians along Allegheny Ave allow stormwater to infiltrate on-site and provides a sense of approaching a destination rather than just an intersection.

Parklets integrated with modular seating along the streetscape allow residents to stop and enjoy the space.

These spaces also increase foot traffic helping local business.

Revitalized signage and branding help give this intersection and neighborhood as a whole an improved and positive identity.

182 PROJECT

KENSINGTON AND ALLEGHENY

CONTACT

2837 N. AMERICAN ST. PHILADELPHIA, PA 19133

KENSINGTON & ALLEGHENY FIGURE 68: PROPOSED ALLEGHENY “GREEN” AVENUE

FIGURE 66: EXISTING ALLEGHENY STREET SECTION

SIDEWALK (30’)

BIKING(6’) PARKING(8’)

TURNING(11’)

DRIVING(11’)

BIKING(6’)

DRIVING(11’)

SIDEWALK (30’)

PARKING(8’)

FIGURE 67: PROPOSED ALLEGHENY STREET SECTION

SIDEWALK (30’)

BIKING(6’) PARKING(8’)

LANDSCAPE(11’)

DRIVING(11’)

HEART OF KENSINGTON COLLECTIVE IMPACT - 2022

BIKING(6’)

DRIVING(11’)

SIDEWALK (30’)

PARKING(8’)

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04 COORDINATE WITH ESPERANZA ON NEW HEALTH CENTER

TIME-FRAME: Immediate

YEARS: 1-2

5-year

Esperanza Health Center is a recognized Patient Centered Medical Home (PCMH) whose mission is to “provide affordable, quality, bilingual health care and support services” to the neighborhood and its residents. Located at 3156 Kensington Avenue, Esperanza health is currently in the process of moving to the vacant Kensington Trust Company building at the corner of Kensington and Allegheny, as well as build new construction on the vacant land immediately to the north. Between the renovated building and new expansion, Esperanza will be able to offer additional services including: ••

Increased medical and dental capacity by 1/3

••

Substance abuse services

••

Café open to patients and the public

••

Community center for health and wellness

••

Fitness center

••

Classrooms, program space

••

Day care, parking

This investment will have a transformative effect on the surrounding block and neighborhood as a whole. As plans are developed for the new health center, the community should be involved at every step along the way to make sure the investment will provide the most impact for the neighborhood.

New open space that includes landscaping, community space, and green stormwater infrastructure should be considered to replace “Phoenix Park” which currently occupies the site. Any such investment has the potential to utilize PWD’s SMIP grant to manage unregulated runoff.

This project will address the following tactics: HEALTH 1.2.4 Advocate for expanded treatment access and capacity ECONOMIC DEVELOPMENT 2.1.1 Advocate for policies that will ensure local large scale construction projects hire locally (developers, rebuild, etc.)

2.1.3 Make strategic investments on existing commercial corridors so they can maximize their potential COMMUNITY 2.1.1 Facilitate improvements to major parks and recreation centers so residents can better interact with each other

184

KENSINGTON & ALLEGHENY THE KENSINGTON TRUST COMPANY BUILDING TO BE RENOVATED FOR NEW ESPERANZA HEADQUARTERS SOURCE: Philadelphia Encyclopedia

A NEW HEALTH CENTER WILL BE CONSTRUCTED ON THE VACANT CITY OWNED PROPERTY AT H & WESTMORELAND

HEART OF KENSINGTON COLLECTIVE IMPACT - 2022

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05 TARGET LOW/HIGH OWNERSHIP BLOCKS

The blocks on either side of Allegheny from Kensington Avenue to Emerald present an interesting dichotomy from a homeownership perspective. The north side has the highest rate of homeownership within the study area at 63%, while the south side has the lowest rate at 13%. This presents an interesting opportunity to deploy some of the overall goals around housing in a targeted area. The strategy should include: ••

Preserve and then build on high percentage of owner-occupancy in the Allegheny-Kensington-Willard-Emerald Street section

••

Advocate for quality rental housing in the very low owner-occupancy section of Allegheny-Kensington-Clearfield-Emerald

••

Work to increase the number and percentage of owner-occupancy in low owner-occupancy blocks

TIME-FRAME: Immediate

5-year

This project will address the following tactics: ECONOMIC DEVELOPMENT

YEARS: 1-5

2.2.4 Expand Jumpstart Kensington, a training program that helps local residents become real estate developers HOUSING 1.1.2 Explore the feasibility of building new affordable units on public land 2.1.1 Expand healthy home repairs 2.1.2 Improve energy efficiency 2.2.1 Hold unscrupulous landlords accountable through code enforcement 2.2.2 Campaign to inform residents about tenants’ rights. Facilitate affordability and quality through subsidies and landlord licensing 3.1.1 Work to convert vacant city owned properties into affordable homeownership opportunities 3.1.2 Support NKCDC’s Project Reinvest: Homeownership counseling/down payment assistance 3.1.3 Increase homeownership through financial coaching, rent-toown options, and cooperative ownership opportunities

FIGURE 69: HIGH/LOW HOUSING TENURE PERCENTAGE OF OWNER-OCCUPIED HOUSING UNITS

0% 1%-20% 21%-40% 41%-60% 61%-80% 81%-100%

186

KENSINGTON & ALLEGHENY

06 UPZONE UNDERUTILIZED BLOCKS ON ALLEGHENY AVENUE

TIME-FRAME: Immediate

5-year

Newer single story buildings on Allegheny Avenue east of Kensington Avenue (Walgreens, Dunkin Donuts, H&R Block, Wells Fargo) are not maximizing their potential from a transit-oriented-development perspective.

The current zoning classification of CMX-3 allows for 5 story development with incentives that can reach 8 stories. Current market conditions make new construction not feasible and the incentives provided are insufficient.

The economics of building an 8 story building are challenging, as anything over 6 stories requires a switch from wood frame construction to steel or concrete at a considerably higher cost. In order for the numbers to make sense developers would most likely need to build a 10 story building, which is currently not allowed, and may disrupt the existing urban fabric. The community should work hand in hand with City Planning to determine which incentives, with strict affordable housing requirements, can be created to promote mixed-use development on these underutilized parcels as well as increase the affordable housing supply.

This project will address the following tactics: ECONOMIC DEVELOPMENT

YEARS: 1-5

2.1.1 Advocate for policies that will ensure local large scale construction projects hire locally (developers, rebuild, etc.)

2.1.3 Make strategic investments on existing commercial corridors so they can maximize their potential HOUSING 1.1.1 Pursue Low Income Housing Tax Credits (LIHTC) to create new units 3.2.1 Develop a toolkit of equitable development opportunities and guidelines for development in Kensington 3.2.2 Coordinate with city on potential upzoning of parcels that provide affordable housing incentives (inclusionary zoning)

07 MICRO-COMMUNITIES

Particular blocks within the Kensington & Allegheny area have active and engaged residents. These streets will serve as the building blocks for the micro-communities concept discussed in the Community section of this plan.

Blocks include:

MICRO-COMMUNITY BLOCKS

••

Madison Street – between Jasper & Emerald

••

Madison Street – between Emerald & Frankford

This project will address the following tactics: EDUCATION 4.1.2 Strengthen and expand local Playstreets COMMUNITY 1.1.1 Build a network of micro-communities across Kensington (neighborhood groups organized at the block level) 2.2.3 Start a “Cleanest Block” competition, sponsored by City of Philadelphia HEART OF KENSINGTON COLLECTIVE IMPACT - 2022

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KENSINGTON & ALLEGHENY - PRIORITY IMPLEMENTATION MATRIX PROJECT

1.

Coordinate with the Reimagine Kensington Storefront Challenge 1. Coordinate with the Reimagine Kensington Storefront Challenge

2. Improvements to Kensington Avenue 1. Work with local artists to develop a creative placemaking campaign on K&A 2. Crime Prevention Through Environmental Design (CPTED)- improve lighting and litter along Kensington Ave 3. Clean and Green Vacant lots on Commercial Corridor along Kensington Ave, yearly maintenance 4. Make Facade and InStore improvements to existing storefronts along K&A Commercial Corridor to make it more attractive for new businesses 5. Pop-up markets on vacant lots along Kensington Ave can offer informal businesses opportunity to test out products 6. Organize seasonal marketing events on the commercial corridor that shoppers can look forward to every year 7. Develop a signature community festival to strengthen positive neighborhood identity 8. Launch “Kensington CLEAN” campaign on littering and cleaning, involving local residents as well as the business community

9. Continue and expand street cleaning and safety ambassador program

3. Green Allegheny Avenue with new plantings and street trees 1. Coordinate with PWD on GSI along Allegheny Ave.

4. Coordinate with Esperanza on new health center 1. Coordinate Community Engagement for Esperanza’s new Health Center development

188

TIMELINE (YEARS) YEAR 1

YEAR 2

YEAR 3

YEAR 4

YEAR 5

BEYOND

KENSINGTON & ALLEGHENY

PARTNERSHIPS

ESTIMATED COST

Shift Capital, Commerce Department, Finanta, Impact Loan Fund, Kensington SCI, K&A Business Association

$650K

2018

SIP program, InStore Program, Shift Capital, private investments

Kensington SCI, Mural Arts, Local Artists, K&A Business Association, Commerce Department

$60K

2018-20

National Endowment of the Arts, Foundations, Commerce Department

LISC, Kensington SCI, Commerce Department, Streets Department, SEPTA

$4M

2018

SEPTA, Commerce Department

PHS, L&I, K&A Business Association, Kensington SCI, Mural Arts, CLIP, Streets Department

$20K

YEARLY

Foundations, PHS

Shift Capital, Commerce Department, K&A Business Association, Kensington SCI

$22K

YEARLY

Commerce Department and private investments

Commerce Department, K&A Business Association, Kensington SCI, L&I, Streets Department

$7,500

YEARLY

Foundations, PHS, private sponsorships

K&A Business Association, Kensington SCI

-

-

-

Impact, K&A Business Association, Friends of McPherson, Free Library of Philadelphia, Aramingo BID, local artists

$40K

YEARLY

Foundations, Private Sponsorships, Philadelphia Activities Fund

KABA, PMBC (Philadelphia More Beautiful Campaign), local schools, SCI Collaborative

$30K

2018-20

Streets Department, Foundations, Private Sponsorships

Kensington Renewal, Shift Capital, Commerce Department, PRIDE, K&A Business Association

$80K

YEARLY

Commerce Department, Private Sponsorships

PWD, Streets Department, SEPTA, Impact Services, Commerce Department

-

-

-

Esperanza Health Center, Commerce Department, K&A Business Association

-

-

-

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SOURCE OF FUNDS

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5. Target low/high ownership blocks 1. Expand healthy home repairs

2. Work with ECA and weatherization programs to improve energy efficiency of homes 3. Launch educational campaign on tenants’ rights and enforcing landlord licensing 4. Support NKCDC’s Project Reinvest: Homeownership counseling/down payment assistance 5. Increase homeownership through financial coaching, rent-to-own options, and cooperative ownership opportunities

6. Upzone underutilized blocks on Allegheny Avenue 1. Develop a toolkit of equitable development opportunities and guidelines for development in Kensington 2. Coordinate with city on potential upzoning of parcels that provide affordable housing incentives (inclusionary zoning)

3. Develop Mixed-use development project

4. Pursue Low Income Housing Tax Credits (LIHTC) to create new affordable units

6. Micro-communities 1. Develop leadership and engagement strategy on 1900-2000 Madison St.

2. Establish Street Camp location at 1900 Madison St

3. Establish “Cleanest Block” competition sponsored by City of Philadelphia

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TIMELINE (YEARS) YEAR 1

YEAR 2

YEAR 3

YEAR 4

YEAR 5

BEYOND

KENSINGTON & ALLEGHENY

PARTNERSHIPS

ESTIMATED COST

NKCDC, LISC, Rebuilding Together

OVER TIME

SOURCE OF FUNDS

$150K

YEARLY

Rebuilding together

ECA

$30K

YEARLY

ECA

L&I, TURN, DHCD Fair Housing Campaign, Legal Clinic for Disabled

$2,600

YEARLY

-

NKCDC

-

-

Project Reinvest

FINANTA, Land Bank, NKCDC

-

-

-

Kensington SCI, PACDC

$15K

YEARLY

-

City Planning Commission

$15K

YEARLY

-

Impact Services, Commerce Department, PHFA, LISC, PRDA

$80K

2019-21

Foundations, LISC, PRDA, PHFA

Impact Services, PHFA, PRDA

$8M

2022-25

PHFA

Resident leadership, Kensington SCI, K&A Business Association

$40K

YEARLY

DCED among other public funds

Parks and Recreation, Police Department, Impact Services, Fab Youth Philly, Street Soccer USA, City Council (PAF)

$17,200

YEARLY

WFRF, private fundraising, PYN among other potential funding sources TBD

Philadelphia Streets Department, local residents, K&A Business Association

$1K

YEARLY

Foundations, private fundraising

HEART OF KENSINGTON COLLECTIVE IMPACT - 2022

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FOCUS ZONE: TIOGA - HARROWGATE

The Tioga focus zone includes considerable assets that are invaluable to the Harrowgate community. The Tioga station on the Market Frankford Line provides residents with easy access to the broader city. Harrowgate Park is a classic passive park, similar to McPherson Square that is beloved by the community. Scanlon Playground provides active sports and recreational space, with the hockey rink being particularly important as one of few within the park system citywide. Opportunities exist to improve these assets to better serve the community.

PRIORITY CLEAN & GREEN LOTS: Publicly Owned Vacant Land

••

3420 Kensington Avenue

••

1808 E Ontario Street

••

3413 Kensington Avenue

••

3422 Kensington Avenue

••

1836 E Schiller Street

••

3418 Kensington Avenue

••

1842 E Schiller Street

••

1836 E Schiller Street

192

Recent investments by SHIFT Capital with the redevelopment of MAKEN Studios on I street is one of the largest private sector investments the neighborhood has seen in decades. There exists an opportunity to make these investments as a hub for the community and spill over into the redevelopment of adjoining properties. The Philadelphia Water Department has recently made stormwater investments Harrowgate Park and are proposing similar investments along I street. Together these investments show a commitment by the city to the neighborhood and can help to improve the quality of life for neighborhood residents.

Projects within this Focus Zone include: 1. Build off investments made by Shift Capital 2. Coordinate with PWD on the I Street corridor 3. Activate Harrowgate Park 4. Prioritize vacant lots along Schiller Street across from Harrowgate Park 5. Improvements to Scanlon Playground

TIOGA - HARROWGATE

FIGURE 70: TIOGA-HARROWGATE DETAILS

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01

BUILD OFF INVESTMENTS MADE BY SHIFT CAPITAL

02

COORDINATE WITH PWD ON THE I STREET CORRIDOR

03

ACTIVATE HARROWGATE PARK

04

PRIORITIZE VACANT LOTS ALONG SCHILLER STREET ACROSS FROM HARROWGATE PARK

05

01

IMPROVEMENTS TO SCANLON PLAYGROUND

02

LEGEND Priority Vacant Building Key Vacant Lot Recent Investment Green Corridor Park Entrance

194

TIOGA - HARROWGATE

05

03 04

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01 BUILD OFF INVESTMENTS MADE BY SHIFT CAPITAL

TIME-FRAME: Immediate

In recent years, Shift Capital has renovated old mill buildings along I Street at the corners of Venango and Ontario, creating MAKEN North and South.

MAKEN Studios provide rentable workspace for artist, businesses, and manufacturers. A key new tenant includes the commercial kitchen for SNAP foods that created 80 local jobs. Additional space exists for new tenants to create local jobs within the existing renovated buildings as well as future investments. Of particular interest is the future redevelopment of 3400-08 J Street and the potential for new tenants. The ground floor of this building is included in the Kensington Storefront Challenge and is seeking creative business ideas. MAKEN Studios offers a great opportunity to bring new businesses to the neighborhood that can create local jobs.

Continued support should help to make connections between available job opportunities and qualified local businesses and workers.

This project will address the following tactics:

5-year

EDUCATION YEARS: 1-5

1.1.3 Work with a Community College of Philadelphia to create a hub or presence in Kensington ECONOMIC DEVELOPMENT 2.2.1 Create an incubator space to make financing and mentoring available for “underground” business to develop formal enterprises 2.2.3 Find affordable brick and mortar locations for start-ups so they stay in the neighborhood

CONCEPTUAL DRAWINGS FOR 3400-8 J STREET

196

SOURCE: Shift Capital

TIOGA - HARROWGATE

COORDINATE WITH

The Philadelphia Water Department recently completed an analysis of potential green stormwater infrastructure opportunities within Kensington.

The I Street corridor is targeted as a great opportunity to address stormwater at a large scale.

PWD ON THE I STREET

Potential investments could include:

02

CORRIDOR

Tree trenches

••

Bump outs

••

Planters

Impact should work hand in hand with PWD and nearby residents to implement this project. Increasing its scope beyond GSI to include new trees and other plantings will further address plan goals.

TIME-FRAME: Immediate

••

5-year

This project will address the following tactics: COMMUNITY

YEARS: 2-5

2.1.2 Facilitate resident-led renovation/stabilization of vacant lots into gardens/side yards/play spaces 2.1.3 Coordinate with PWD on green stormwater infrastructure (GSI) 2.1.4 Increase tree coverage across the neighborhood

FIGURE 71: PWD CONCEPT FOR I STREET GREEN CORRIDOR * PLEASE NOTE: Details subject to change after further analysis

TREE TRENCH BUMPOUT PLANTER MARKET FRANKFORD LINE STATION

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03 ACTIVATE HARROWGATE PARK

Harrowgate is a great example of what community support and active programming can do to improve the fortunes of a park. Friends of Harrowgate Park is an active and vocal resident organization that does great work to improve the park, and in turn the surrounding neighborhood. Continued support for programs such as flea markets, street soccer, and proposals such as Shakespeare in the park will continue to activate the park and serve as a vital asset for the community.

This project will address the following tactics: HEALTH & SAFETY 2.3.1 Pursue Crime Prevention Through Environmental Design ECONOMIC DEVELOPMENT

TIME-FRAME: Immediate

5-year

YEARS: 1-5

2.2.2 Pop-up markets offer informal businesses opportunity to test out products COMMUNITY 1.2.1 Organize seasonal community events that families can look forward to every year 2.1.1 Facilitate improvements to major parks and recreation centers so residents can better interact with each other

FRIENDS OF HARROWGATE PARK ORGANIZE REGULAR CLEANUPS

SOURCE: Friends of Harrowgate Park

FRIENDS OF HARROWGATE PARK COORDINATED WITH PWD OM THE INSTALLATION OF RAIN GARDENS

SOURCE: Friends of Harrowgate Park

198

TIOGA - HARROWGATE

04 PRIORITIZE VACANT LOTS ALONG SCHILLER STREET ACROSS FROM HARROWGATE PARK

Buildings facing Harrowgate Park are generally in good condition and well maintained. It is important to support these strong blocks throughout the neighborhood to prevent them from falling into disrepair. The one exception is the large overgrown vacant lot along Schiller Street, consisting of 8 continuous parcels, two of which are publicly owned. This is a great opportunity to coordinate with the City and property owners to “clean and green” the lot. A discussion with nearby residents and Friends of Harrowgate Park should determine if this is a good site for ancillary park space to provide an amenity that currently doesn’t exist within the park, example being a community garden.

This project will address the following tactics: HEALTH & SAFETY

TIME-FRAME: Immediate

2.3.1 Pursue Crime Prevention Through Environmental Design 5-year

2.3.2 Clean and Green Vacant lots near crime hotspots COMMUNITY

YEARS: 1-5

2.1.2 Facilitate resident-led renovation/stabilization of vacant lots into gardens/side yards/play spaces

VACANT LOTS ON SCHILLER STREET ACROSS FROM HARROWGATE PARK

SOURCE: Google Maps

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05 IMPROVEMENTS TO SCANLON PLAYGROUND

Scanlon Playground provides a variety of recreational spaces for the community including baseball fields, football field, skating/hockey rink, basketball courts, playground, and a swimming pool. Unfortunately the conditions of the park make it unappealing for the average resident. In the least, investments should be made in new basketball surfaces and better, more visible entrances at J Street and Tioga, as well as both entrances on Atlantic Street. Scanlon also has a great potential for GSI, including enhancing the southern gateway onto Tioga, the northern entrance onto Venango, and asphalt play area. Such GSI work should be coordinated with a larger park overhaul done in coordination with a community engagement process.

This project will address the following tactics: HEALTH & SAFETY

TIME-FRAME: Immediate

5-year

2.3.1 Pursue Crime Prevention Through Environmental Design EDUCATION

YEARS: 2-5 & BEYOND

4.1.1 Expand programming in existing parks and recreation centers/ PAL Center/McPherson Library ECONOMIC DEVELOPMENT 2.1.1 Advocate for policies that will ensure local large scale construction projects hire locally (developers, rebuild, etc.)

3.1.2 Coordinate after school opportunities for youth to engage COMMUNITY 2.1.1 Facilitate improvements to major parks and recreation centers so residents can better interact with each other 2.1.3 Coordinate with PWD on green stormwater infrastructure (GSI)

EXISTING CONDITION OF BASKETBALL COURTS AT SCANLON PLAYGROUND

200

TIOGA - HARROWGATE FIGURE 72: “HIDDEN” ENTRANCES TO SCANLON PLAYGROUND

SCANLON PLAYGROUND LACKS PROMINENT ENTRANCES TO ENCOURAGE USE. EXISTING ENTRANCES ARE HIDDEN AWAY BEHIND BUILDINGS OR ARE ON LITTLE USED STREETS.

ENTRANCE AT J & TIOGA

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TIOGA - HARROWGATE - PRIORITY IMPLEMENTATION MATRIX PROJECT

1.

Build off investments made by Shift Capital 1. Work with a Community College of Philadelphia to create a hub or presence in Kensington 1. Establish an incubator space at 3400-08 J St (Corner with Kensington Ave) to make financing and mentoring available for “underground” business to develop formal enterprises

2. Coordinate with PWD on the I Street Corridor 1. Coordinate with PWD on green stormwater infrastructure (GSI) along I St

1. Increase tree coverage along I St.

3. Activate Harrowgate Park 1. Support Friends of Harrowgate in organizing events and activities to bring residents back into the park: create seasonal festivals, pop-up markets 1. Harrowgate Park just underwent a major renovation with the installation of a large rain garden through PWD’s Stormwater Management program.

Physical renovations will be prioritized in years 4-5.

4. Prioritize vacant lots along Schiller across from Harrowgate Park 1. Crime Prevention Through Environmental Design (CPTED)- improve lighting and visibility into the lots, organize cleanups and activities, identify resident stewards 1. Clean and Green Vacant lots, add to PHS maintenance schedule

5. Improvements to Scanlon Playground 1. Crime Prevention Through Environmental Design (CPTED)- Improve facilities, access, lighting, greenspace and programming at Scanlon Park 1. Coordinate after school opportunities in Scanlon Park for youth to engage in their free time

202

TIMELINE (YEARS) YEAR 1

YEAR 2

YEAR 3

YEAR 4

YEAR 5

BEYOND

TIOGA - HARROWGATE

PARTNERSHIPS

ESTIMATED COST

Community College of Philadelphia, Shift Capital, K&A Business Association, Friends of Harrowgate Park, Harrowgate Civic Association

-

2021-22

Foundations, Community College of Philadelphia, Private Investments

Shift Capital, Commerce Department, Finanta, Impact Loan Fund, Philadelphia Community College (PowerUP), K&A Business Association, Friends of Harrowgate Park, Harrowgate Civic Association

$500K

2018-20

Foundations, Commerce Department

PWD, Harrowgate Civic, KICA

-

-

-

Tree Philly, PHS, local residents

$20K

2021-22

PHS

Friends of Harrowgate, Police Department, Parks and Recreation, K&A Business Association, City Council

$15K

YEARLY

WFRF, Philadelphia Activities Fund, Private fundraising, Foundations

Rebuild, Impact Services, City Council, Harrowgate Civic Association

$800K

2021-22

Rebuild, Impact Services, City Council, Harrowgate Civic Association

Harrowgate Civic Association, Friends of Harrowgate Park, PHS, CLIP

$10K

2019

Foundations, LISC, PHS, private investments

PHS, CLIP, Streets Department

$6K

YEARLY

PHS

Impact Services, City Council, KICA, PWD, Rebuild

$800K

2021BEYOND

Rebuild, Foundations, private investments

Street Soccer USA (Kensington Soccer Club), KICA, Parks and Recreation

$10K

YEARLY

WFRF, Philadelphia Activities Fund, Private fundraising, Foundations

HEART OF KENSINGTON COLLECTIVE IMPACT - 2022

OVER TIME

SOURCE OF FUNDS

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CHAPTER 06 CHAPTER

204

APPENDIX

APPENDIX HEART OF KENSINGTON COLLECTIVE IMPACT - 2022

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APPENDIX

RESIDENT SURVEY RESULTS

Heart of Kensington Neighborhood Survey Analysis, 2016-2017 Impact Services, Philadelphia, PA

Report prepared by: Alys Mann

Alys Mann Consulting

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Page 1 of 15

Introduction

In 2016, Impact Services administered a community survey in the Heart of Kensington Neighborhood to help inform a new neighborhood planning process. The boundaries of the study area are shown below.

The surveys were administered using a systematic random sampling approach. In 2016 surveyors knocked on 726 doors of randomly selected households and obtained 367 completed surveys for a response rate of 51%. They used trained surveyors from the local community as well as staff members to conduct the survey as a one-on-one interview with an adult member of the household.

The analysis is organized under five different subsections including information on Resident Satisfaction, Sense of Community, Tenure and Perspective Homebuyers, Quality of Life, and Neighborhood Change. The results are displayed in a combination of graphs and statistical tests.

We also present an overview of respondent demographics.

Over the last ten years Impact has administered two other community surveys, in both 2007 and 2010. The boundaries of the study area used in prior years is a larger subsection of the neighborhood than was used in 2016 and therefore it is difficult to draw direct comparisons of neighborhood change in the survey data.

Heart of Kensington Neighborhood Survey Analysis, 2016 Impact Services

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Key Findings

Resident satisfaction: Resident satisfaction in the community is mixed. While the majority of respondents felt they are at least somewhat satisfied living in the community, fewer than one-quarter of respondents said they would recommend the neighborhood as a good place to live. People tend to live in the neighborhood because the housing is affordable, or because they were born there or have no choice. Just over half of respondents said they would continue to live in the neighborhood if given the choice.

Sense of Community:

The vast majority of respondents say they speak with neighbors regularly and overall it is somewhat likely neighbors would help each other out in certain situations, like a neighbor needed to borrow a tool or watch a child in an emergency. The things residents like best about the community are their homes or apartments, their neighbors, and the affordability of housing. Crime and safety issues, drugs, and trash and cleanliness concerns are the things residents like least.

Tenure and Prospective buyers:

About two-thirds of respondents are renters. Of all the renters, about three-in-ten would consider purchasing a home in the neighborhood. The biggest barrier for those that want to purchase, but haven’t purchased yet is their personal financial situation. Of those that do not wish to purchase, the primary reason is crime and safety issues in the community.

Quality of Life:

Access to transportation and friendliness of neighbors were rated highest among a variety of quality of life aspects with ratings of fair to good. Access to public services, employment, and the variety of goods and services available for purchase were rated slightly higher than fair. The physical conditions of homes, streets, sidewalks, and parks, were rated slightly lower than fair.

Cleanliness of the community and crime and safety issues were rated lowest with ratings of poor to fair.

Neighborhood Change:

Few respondents felt the neighborhood overall has improved over the past three years and many felt the neighborhood stayed about the same. Respondents were slightly more optimistic that the neighborhood would improve over the next three years, but many respondents also say that the neighborhood is likely to stay the same in the future.

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Page 3 of 15

Resident Satisfaction

How likely are you to recommend the neighborhood as a good place to live to anyone, to families with children, or to seniors?

Recommending the neighborhood as a good place to live is one key indicator of neighborhood satisfaction. Only 22% said they “agree” or “strongly agree” that they would recommend the neighborhood to anyone as a good place to live, while 45% said they “disagree” or “strongly disagree” that they would recommend the neighborhood. The results were similar when respondents were asked specifically about recommending the neighborhood to families with children and to seniors.

Recommending the neighborhood to the following

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

2%

3%

3%

20%

18%

19%

33%

30%

27%

strongly agree agree

32%

34%

12%

17%

18%

Someone as a good place to live n=356

Families with children n=354

Seniors n=348

33%

neither agree/disagree disagree strongly disagree

Overall, considering everything, how satisfied would you say you are living in this community?

Levels of satisfaction vary among residents in the community. Nearly one-third say they are “satisfied” living in the community and an additional 24% say they are “somewhat satisfied.” Only 6% feel “very satisfied.” Overall satisfaction levels are similar between renters and home owners.

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Respondent satisfaction with living in this community 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

6%

3%

7%

31%

34%

29%

24%

19%

Satisfied 27%

12%

14%

Very satisfied

13%

16%

21%

9%

10%

13% 10%

All Respondents n=361

Owners n=99

Renters n=238

Somewhat satisfied Somewhat dissatisfied Dissatisfied Very dissatisfied

Which of these is the major reason you decided to live in this community?

The top three reasons respondents gave for residing in the neighborhood included the affordability of housing, because they were born here, or because they had no choice.

Top three reasons residents decided to live in the neighborhood 2016 n=362

35% 30% 25% 20% 15% 10% 5% 0%

31% 21% 16%

affordability of housing

born here

no choice

If you had the choice, would you continue to live in this community?

Respondents were split evenly when asked if they would continue to live in the community if they had the choice. Just over half, or 51% said they would continue to live here, while 49% said they would not. Owners were more likely to say they would continue to live here compared to renters with 61% of owners saying they would continue to live here compared with 47% of renters.

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If you had the choice, would you continue to live in this community?

2016 n=359 60% 50% 40% 30% 20% 10% 0%

51%

49%

Yes

No

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Sense of Community

With how many of your neighbors do you speak regularly for five minutes or more?

Overall, most respondents say they speak with their neighbors regularly. About half of respondents speak regularly with 4 or more of their neighbors.

Number of neighbors you speak with regularly 36%

40%

n=359

26%

30% 20%

24%

13%

10% 0% None

1 to 3

4 to 6

7 or more

Please indicate your level of agreement: If something is wrong in my neighborhood, I know that the people who live here will try to fix it.

One way to measure if there is a strong sense of community is to look at whether residents think neighbors would work together if something were wrong. About 37% of respondents “agree” or “strongly agree” neighbors would work together compared with 22% that “disagree” or “strongly disagree.”

If something were wrong, neighbors would work together to fix it

100% 90% 80%

5% 32%

70%

6% 36%

4% 30% strongly agree

60% 50% 40%

agree 41%

30% 20% 10% 0%

17% 5% All respondents n=354

41%

15% 2% Owners n=96

42%

disagree 18%

strongly disagree

6% Renters n=234

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neither agree/disagree

Page 7 of 15

How likely do you think it is that people would help out if you needed a ride somewhere, a package was delivered and it needed to be accepted, you needed a favor such as picking up mail or borrowing a tool, you needed someone to watch your house while you are away, an elderly neighbor needed someone to check on him/her, a neighborhood needed someone to take care of a child in an emergency?

The majority of respondents feel it is “likely” or “very likely” neighbors would help out if someone needed a child taken care of during an emergency or if an elderly neighbor needed someone to check on him/her. Fewer respondents felt it was “likely” or “very likely” neighbors would help out if you needed a favor, needed a package to be accepted, needed someone to watch your home while you were away, or needed a ride somewhere.

% say they are "likely" or "very likely" to help out in the following situations

A neighbor needed someone to take care of a child in an emergency n=353 An elderly neighbor needed someone to check on him/her n=356 You needed a favor, such as picking up mail or borrowing a tool n=356 A package was delivered when you were not at home and it needed to be accepted n=355 You needed someone to watch the house when I was away n=358

58%

58%

44%

43%

40%

You need a ride somewhere n=358

37% 0%

10% 20% 30% 40% 50% 60% 70%

Using the series of questions on the likelihood a situation would happen, a social connectedness score is created to measure how socially connected the community is. The scores are developed based on how each respondent answered the series of six likelihood questions. The answer categories for each of the six questions are assigned a number. If a respondent says something is “very likely” to occur a score of 5 is attributed to the answer, if something is “likely” to occur, a score of 4 is attributed to the answer, if something is “somewhat likely” to occur, a score of 3 is attributed to the answer, if something is “not very likely” a score of 2 is attributed to the answer and if something is “not at all likely” a score of 1 is attributed to the answer. The scores are then added together for each of the six questions and a social connectedness score is created. A score of 6 is the lowest possible score indicating the respondent felt neighbors were not at all likely to help in a number of situations and that there is extremely low social connection in the community. A score of 30 is the highest possible score indicating the respondent felt neighbors were very likely to

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assist in a number of situations and that there is extremely high social connection in the community.

The neighborhood has a social cohesion score of 20. This indicates that, on average, respondents feel it is somewhat likely to likely neighbors would help each other out.

Social Cohesion Score 2016 20.03

What do you like best about living in this community?

Respondents say the things they like best about the community include their home or apartment, their neighbors, and the affordability of housing.

What do you like best about living in this community? You can choose up to three things. n=362

My house or apartment

62%

My neighbors

46%

Affordability of housing

41% 0%

10%

20%

30%

40%

50%

60%

70%

What do you like least about living in this community?

The things respondents say they like least include safety in the community and the types of housing that is currently available. Among those respondents that said they like something else least, 45% discussed drugs in the community, 25% discussed trash and cleanliness concerns, and 24% discussed crime or safety concerns.

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What do you like least about living in this community? You can choose up to three things. n=362

Safety in the community

60%

Other

39%

Types of housing available

17% 0%

10%

20%

30%

40%

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50%

60%

70%

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Tenure and Prospective Buyers

Do you currently rent your home or do you own it?

Two-thirds of respondents rent their home, 27% own their home, and 6% report that they neither own nor rent their home.

80%

Do you own or rent your home?

66%

60% 40%

2016 n=361

27%

20%

6%

0% Own

Rent

Neither

If you do not already own a home, would you consider purchasing a home in this community?

About one-quarter, or 28% of renters say they would be interested in purchasing a home in the community.

If you don't own your home, would you like to buy a home in the neighborhood?

72%

80% 60% 40%

2016 n=260

28%

20% 0% Yes

No

Of the renters that say they are interested in purchasing a home in the community, but haven’t yet purchased the primary reason is: (n=72) •

75% say its due to their personal financial situation.

Of the renters that say they are not interested in purchasing a home in the community the primary reasons include: (n=175) •

74% say its due to crime and safety issues

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•

20% say it is due to their personal financial situation

Quality of life

Respondents were asked to rate a number of things related to quality of life in the neighborhood. A mean score was then developed for each quality of life aspect. Each answer category was assigned a number where “very good” was assigned a 5, “good” was assigned a 4, “fair” was assigned a 3, “poor” was assigned a 2 and “very poor” was assigned a 1. A quality of life mean score was then developed for each aspect. For example, a mean score of 3.0 would indicate that, on average, respondents rate that aspect as “fair.”

Respondents rated access to transportation and friendliness of neighbors the highest in the neighborhood and things like physical conditions in the community, overall cleanliness, and safety lowest. About 49% of respondents felt access to transportation was “very good” or “good” and the overall mean score was 3.5 indicating that, on average, respondents felt access to transportation was fair to good. Only 13% of all respondents felt safety was rated “very good” or “good” in the community, while 15% rated overall cleanliness as “very good” or “good”. Access to employment centers, the quality of public services, the variety of goods and services in the neighborhood, and affordability of housing were all rated, on average, fair.

Quality of life Mean Scores

Access to transportation Friendliness of neighbors Variety of goods and services available for purchase Quality of public services Affordability of homes or apartments Access to employment centers Physical conditions of homes Physical conditions of streets, sidewalks, and public spaces Cleanliness of the community Safety

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n=

358 356 359 358 353 357 362 361 361 360

2016 Quality of Life Score 3.53 3.49 3.23 3.22 3.18 3.00 2.91 2.80 2.54 2.27

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Percentage of respondents who rate the following aspects as "very good" or "good" Access to transportation n=358

49%

Friendliness of neighbors n=356

46%

Variety of goods and services available for purchase n=359

38%

Quality of public services n=358

37%

Affordability of homes or apartment n=353

33% 2016

Access to employment centers n=357

31%

Physical condition of homes n=362

20%

Physical condition of streets, sidewalks and public spaces n=361

19%

Cleanliness of the Community n=361

15%

Safety n=360

13% 0%

10%

20%

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30%

40%

50%

60%

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Neighborhood Change

Compared to three years ago, how would you say this neighborhood has changed overall?

Over the past three years only 17% of respondents felt the neighborhood has improved. There was no difference in how owners and renters responded do how the neighborhood has changed overall.

Percentage that feel the community has "improved a lot" or "improved some" over the past 3 years

20%

17%

16%

16%

All Respondents n=302

Owners n=98

Renters n=187

15% 10% 5% 0%

Thinking about the next three years, how would you say this neighborhood is likely to change?

Respondents were more optimistic about how the neighborhood is likely to change over the next three years. About 30% felt it would “improve a lot” or “improve some.” Owners were slightly more likely than renters to say they felt the neighborhood would improve, 36% compared to 26%.

Percentage that feel the community will "improve a lot" or "improve some" over the next 3 years

40% 35% 30% 25% 20% 15% 10% 5% 0%

36% 30%

All Respondents n=352

26%

Owners n=97

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Renters n=231

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Appendix A: Methodology Social Connectedness Score

The social connectedness score is developed by assigning a numerical value to each response to a series of questions and then adding the numerical values together to create a social connectedness score. The series of questions ask respondents about the likelihood neighbors would help each other out in a variety of different situations. The series of questions include, “how likely do you think it is that people in this community would help out if you needed a ride,” “if a package was delivered when you were not at home and it needed to be accepted,” “if you needed a favor, such as picking up mail or borrowing a tool,” “if you needed someone to watch your home when you were away,” “if an elderly neighbor needed someone to periodically check on him or her,” and “if a neighbor needed someone to take care of a child in an emergency.” The answer categories are based on a five point scale where if a respondent says something is “very likely” to occur a score of 5 is assigned to the answer, if something is “likely” to occur a score of 4 is assigned to the answer, if something is “somewhat likely” to occur a score of 3 is assigned the answer, if something is “not very likely” a score of 2 is assigned to the answer and if something is “not at all likely” a score of 1 is assigned to the answer.

The scores are then added together for each of the six questions and a social connectedness score is created. A score of 6 is the lowest possible score indicating the respondent felt neighbors were not at all likely to help in a number of situations and that there is extremely low social connection in the community. A score of 30 is the highest possible score indicating the respondent felt neighbors were very likely to assist in a number of situations and that there is extremely high social connection in the community. The overall social connectedness score is developed by taking the mean social connectedness score Quality of Life Score

Quality of life scores were calculated for each respondent by assigning a numerical value to the rating of a series of quality of life aspects in the neighborhood. A rating of “very poor” received a score of 1 point, a rating of “poor” received a score of 2 points, a rating of “fair” received a score of 3 points, a rating of “good” received score of 4 points, and a rating of “very good” received a score of 5 points. The mean of all ratings were then calculated for each statement. A mean score of 3 indicates that respondents, on average, rate the aspect as fair. A mean score lower than 3 indicates that on average respondents rate the aspect as poor and a mean score higher than 3 indicates that on average respondents rate the aspect as good.

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EXISTING CONDITIONS ANALYSIS

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