Equity Alliance of Michigan Neighborhood Resiliency Plan: Strategies for a Thriving Midwest-Tireman

EQUITY ALLIANCE OF MICHIGAN NEIGHBORHOOD RESILIENCY PLAN

Strategies for a Thriving Midwest-Tireman

Dear Friends and Supporters,

On behalf of Equity Alliance of Michigan, I’m proud to share Equity Alliance of Michigan Neighborhood Resiliency Plan a collaborative effort that reflects our unwavering commitment to community-driven change.

In early 2025, we partnered with Master of Urban and Regional Planning students from the University of Michigan’s Taubman College to strengthen our planning capacity and expand the vision for Midwest-Tireman. As a small but determined team, we recognized the value of working alongside students who brought fresh insight, academic rigor, and a deep respect for community voices.

This report is the product of months of collaboration, data gathering, and engagement with residents, block clubs, and our team. It demonstrates not only the students' skill and professionalism, but also their deep care for the communities we serve. Their work builds upon our mission to drive neighborhood resiliency and reflects the heart of who we are as an organization.

At Equity Alliance of Michigan, our goal is to advance equity and improve the quality of life for Detroiters and surrounding communities. This report captures the scope of our programs from housing and food security to economic development and outlines our vision for a stronger, more resilient Midwest-Tireman.

We commend the student team for their thorough and thoughtful approach, including conducting interviews, facilitating activities at our community meetings, and keeping our team informed every step of the way. Their alignment with our core pillars Entrepreneurship, Empowerment, and Employment Mobility—was reflected in the report’s focus areas: Economic Development, Housing, and Food Security.

We are incredibly grateful for their dedication, insight, and contributions to our ongoing work. I hope you find this report informative and inspiring as we continue building a future rooted in equity and opportunity.

Deanna L. Stewart, PhD Executive Director

Equity Alliance of Michigan

ACKNOWLEDGEMENTS

Equity Alliance Team Members

Deanna Stewart, Executive Director

John Barfield, Chief Operating Officer

Carlton Ballard, Facilities Manager

Andre Anderson II, Clearline Consulting

Markita Stewart, Program Director

Midwest Civic Council of Block Clubs

Paul Chenault, President

Ross Harris, Vice President

Sheri Burton, Treasurer

Katrice Robinson, Corresponding Secretary

Pamela Griffin, Recording Secretary

Carlton Ballard, Sargent-at-Arms

University of Michigan Urban Planning Team Members

Madhavi Reddy, Capstone Instructor

Naomi Bailey

Sukhmony Brar

Eleanor Bundy

Chelsea Hampton

Xuanshu Lin

Chen Lyu

Brooklyn Peppo

Marcellous Weaver

Interviewees

The project team would like to recognize the residents and block club members of MidwestTireman and stakeholders for their insights, feedback, and collaboration throughout the planning process.

Residents and stakeholders were engaged through interviews, during the monthly Midwest Civic Council Meeting, and community engagement activities. Invaluable feedback was provided that informed both our recommendation and implementation plan.

TABLE OF CONTENTS

List of Figures + Tables

01. Executive Summary

02. Neighborhood Context and Existing Work

03. Three Pillars of Interconnectedness

04. Community Resilience

05. Methods

06. Recommendations and Implementation

07. Conclusion Bibliography

LIST OF FIGURES AND TABLES

CHAPTER 1

Figure 1.1 The Equity Alliance of Michigan Building

CHAPTER 2

Table 2.1: Timeline adapted from Midwest-Tireman Framework Plan

Table 2.2: Age Distribution in Midwest-Tireman as of 2023.

Table 2.3: Current Equity Alliance of Michigan Programs as of Spring 2025

Figure 2.1: Map of the City of Detroit that highlights the Midwest-Tireman Neighborhood

Figure 2.2: Map of the Midwest-Tireman Neighborhood

Figure 2.3: Demographics/Race

Figure 2.4: Differences between HUD Area Median Family Income (HAMFI), Estimated Median Family Income of Midwest-Tireman

Figure 2.5 Proposed Land Use surrounding Equity Alliance from the Midwest-Tireman Framework Plan, 2024. Adapted from MT Framework Plan pgs. 130-131.

Figure 2.6: LaNita’s Pocket Park

Figure 2.7: LaNita’s Pocket Park

Figure 2.8: Equity Alliance of Michigan Logo

Figure 2.9: Equity Alliance of Michigan Three Pillars of Equity

Figure 2.10: New York Highline Before and After

Figure 2.11: Atlanta Beltline Before

Figure 2.12: Atlanta Beltline After

CHAPTER 3

Figure 3.1: Yellow dandelions surround a pair of benches at Serenity Park in Midwest-Tireman

Figure 3.2: Participants from EAOM’s Senior Drone Program gather for a group photo

Figure 3.3: Local entrepreneurs attend EAOM’s Wednesday Entrepreneur Drop-In workshop series

Figure 3.4: Local business owners attend EAOM’s weekly Entrepreneur Drop-In workshop series

Figure 3.5 Before and after photos of Serenity Park, a neighborhood pocket park owned and maintained by EAOM.

Figure 3.6: EAOM staff and volunteers coordinating a Thanksgiving Turkey Giveaway in November 2024

Figure 3.7: EAOM staff and volunteers coordinating a Thanksgiving Turkey Giveaway in November 2024

Figure 3.8: EAOM staff and volunteers coordinating a Thanksgiving Turkey Giveaway in November 2024

Figure 3.9: Equity Alliance of Michigan receives a Spirit of Detroit Award

Figure 3.10: Vibrant mural next to Garden Fresh Marketplace, near the border between Midwest-Tireman and neighboring Southwest Detroit

Figure 3.11: Community Center at AB Ford

Figure 3.12: Stoudamire Wellness Hub at Eastside Community Network

Figure 3.13: Community Engagement Activity Feedback 2/23.

Figure 3.14: Community Engagement Activity Feedback 2/23.

Figure 3.15: Community Engagement Activity Feedback 2/23.

Figure 3.16: Community Engagement Activity Feedback 2/23.

Figure 3.17: Community Engagement Activity Feedback 2/23.

Figure 3.18: Midwest Civil Council of Block Clubs February Meeting

Figure 3.19: EAOM Bike Giveaway

CHAPTER 4

Figure 4.1: Equity Alliance Co-Founders interacting with Augmented Reality

Figure 4.2: Coverpage of the Midwest-Tireman Framework Plan

Figure 4.3: Cover page of The Joe Louis Greenway Framework Plan

Figure 4.4: Coverpage of the Equity Alliance Impact Report

Figure 4.5: Focus Area Context Map

Figure 4.6: Resident Feedback

Figure 4.7: Resident Feedback

Figure 4.8: Resident Feedback

Figure 4.9: Resident Feedback

Figure 4.10: Resident Feedback

Figure 4.11: Economic Development and Housing Activity Map

Figure 4.12: Residents Engaging with Augment Reality

Figure 4.13: Residents Engaging with Augment Reality

Figure 4.14: Residents Engaging with Augment Reality

Figure 4.15: Residents Engaging with Augment Reality

Figure 4.16: Residents Engaging with Augment Reality

Figure 4.17: Midwest-Tireman Block Club Council Meeting

CHAPTER 5

Table 5.1: Equity Alliance of Michigan Existing Programs

Table 5.2: Housing Tenure in Midwest-Tireman

Table 5.3: Midwest-Tireman Median Home Value, Monthly Rent and Median Family Income

Table 5.4: Midwest-Tireman Monthly Rent and Housing Cost Burden

Table 5.5: Current Housing Assistant Programs/Efforts

Figure 5.1: Commercial structures in Midwest-Tireman

Figure 5.2: Commercial structure ownership within the Midwest-Tireman neighborhood.

Figure 5.3: The JLG Westside Planning Study mapped each commercial corridor and the existing business types on each.

Figure 5.4: Retail Incubation Rendering

Figure 5.5 Retail Incubation Rendering

Figure 5.6: Renter Occupied Units

Figure 5.7: Owner Occupied Units

Figure 5.8: Parcel status and Blight Ticket Distribution in Midwest-Tireman Neighborhood

Figure 5.9: City of Detroit Open Data Portal, Completed Residential Demolitions

Figure 5.10: City of Detroit Open Data Portal, Parcels

Figure 5.11: The vacant parcels in Midwest Tireman

Figure 5.12: Single-Family Residential Unit

Figure 5.13: Single-Family Residential Unit

Figure 5.14: Single-Family Residential Unit

Figure 5.15: Single-Family Residential Unit

Figure 5.16: Areas for opportunity of Multi Family homes in Midwest-Tireman neighborhood

Figure 5.17: Photo of sample cottage homes

Figure 5.18: Housing Rendering

Figure 5.19: Potential Vacant lots for Clean-Up/Beautification Efforts

Figure 5.20: Potential Vacant lots for Clean-Up/Beautification Efforts

Figure 5.21: Potential Vacant lots for Clean-Up/Beautification Efforts

Figure 5.22: Housing Rendering

Figure 5.23: Home repaired by Carlton Ballard. Equity Alliance uses this home as an extension of the center.

Figure 5.24: Raised garden beds at Equity Alliance of Michigan’s community garden

Figure 5.25: Bell peppers and tomatillos harvested from EAOM’s community garden

Figure 5.26: Photo of multi-story buildings with commercial businesses along Joy Road and Petoskey Avenue from the 1930s

Figure 5.27: A photo of an early bus route on Tireman Ave from 1927.

Figure 5.28: Map depicting grocery retailers within a 5-mile radius surrounding the Midwest-Tireman neighborhood.

Figure 5.29: Garden Fresh Marketplace, the closest grocery store to the EAOM community building

Figure 5.30: Raised garden beds at Equity Alliance of Michigan’s community garden in March 2025

Figure 5.31: Youth preparing raised beds at EAOM’s community garden

Figure 5.32: Sorting the produce collected from EAOM’s community garden

Figure 5.33: Equity Alliance of Michigan Commercial Kitchen prep area

Figure 5.34: Equity Alliance of Michigan Commercial Kitchen food storage

Figure 5.35: Demolished Ruthruff School site that could house a future grocery store.

Figure 5.36: Deanna Stewart, EAOM Executive Director, speaks at the 2024 Mackinac Policy Conference

Figure 5.37: Rendering of a proposed EAOM hoop house from the outside

Figure 5.38: Rendering of a proposed hoop house with a bilingual sign

Figure 5.39: Rendering of a proposed EAOM hoop house from the inside

CHAPTER 7

Figure 7.1 Capstone team with Deanna Stewart at Equity Alliance of Michigan

THIS PAGE IS LEFT INTENTIONALLY BLANK

EXECUTIVE SUMMARY

EXECUTIVE SUMMARY

The Equity Alliance of Michigan Community Resilience Plan represents a collaboration between Equity Alliance of Michigan (EAOM) and a University of Michigan Masters of Urban and Regional Planning (MURP) Capstone Team. Equity Alliance of Michigan is a place-based, nonprofit organization located in the Midwest-Tireman neighborhood of Detroit. EAOM focuses its work across Three Pillars of Equity: Empowerment, Entrepreneurship, and Employment Mobility. In under five years of operations, EAOM has created 12+ programs and advocated for neighborhood investment by convening local leaders and amplifying their voices.

The development of the 27.5-mile Joe Louis Greenway (JLG), which runs along the western border of the Midwest-Tireman neighborhood, is already increasing planning interest in the neighborhood and is a driving force behind evolving development strategies in the area. As a trusted neighborhood organization, EAOM’s community-driven programs are already tailored to resident’s needs. EAOM is therefore uniquely positioned to distribute new investments that will shape the future of this neighborhood.

The methods used to inform this Plan’s recommendations consist of a review of existing planning documents, as well as research on Community Resilience, Green Gentrification, Social Cohesion, Economic Development, Housing Strategies, and Food Security. The Capstone team facilitated two community engagement sessions with Midwest-Tireman leaders and residents, in addition to conducting interviews with 20+ experts across subject areas to inform the Plan.

The Plan’s Three Pillars of Interconnectedness: Economic Development, Housing, and Food Security, contain the following key strategies for EAOM program expansion:

Pillar 1: The Economic Development section of this Plan addresses key challenges around activating commercial corridors and supporting en-

trepreneurs to advance the Midwest-Tireman’s economic sector. This section provides recommendations for EAOM to build upon existing entrepreneurship programs to attract, train, and retain small businesses in establishing themselves along economic corridors and the Joe Louis Greenway.

Pillar 2: The Housing section of this Plan addresses key housing challenges such as older housing stock and vacant lots in Midwest-Tireman and provides recommendations for EAOM to strategically leverage their existing programs to support home repairs, neighborhood beautification, and diversified housing supply.

Pillar 3: The Food Security section of this Plan addresses key food security challenges in Midwest-Tireman, such as the long distances that residents must travel to acquire healthy and nutritious food. This section provides recommendations for EAOM to support independent grocers and supermarkets to locate within the area; expand the community garden’s outreach, programming, and infrastructure; and further advocacy efforts at the local- and state-level to increase food security for the residents in and around Midwest-Tireman.

These strategies and recommendations align with the City of Detroit’s planning and development priorities, while reflecting the specific needs and feedback of neighborhood residents. It is critical that, as development dollars flow into the neighborhoods surrounding the JLG, the benefits of development accrue to current residents, as well as new residents.

By implementing the detailed recommendations in this Plan, EAOM will enhance its capabilities as a resiliency hub and continue to be a vital space for the community to connect. The Equity Alliance of Michigan Community Resilience Plan can be a model for fellow place-based organizations looking to increase community resilience and equity-driven development. As the JLG develops, it

is more important than ever that neighborhood leaders and residents shape programs for economic development, housing, and food security.

Figure 1.1The Equity Alliance of Michigan Building

NEIGHBORHOOD CONTEXT AND EXISTING WORK

MIDWEST-TIREMAN AT-A-GLANCE: NEIGHBORHOOD TIMELINE

Detroit’s population boom expanded the City to the west and into the current Midwest-Tireman boundary, referred to as the Westside

African American Detroiters move to the area in search of middle-class comforts afforded by good-paying jobs and the promise of homeownership. Ossian Sweet, a Harvard-educated African American medical doctor, has to defend his home from a mob of angry white neighbors. A member of the mob was killed, and Dr. Sweet was tried for murder, but a jury acquitted him of all charges on the grounds of self-defense in a landmark case. (The People of Michigan v. Ossian Sweet et al. Oct.Nov,.1925)

Redlining hits the neighborhood hard, and mortgages are denied to African American Detroiters. Orsel & Minnie McGhee’s home purchase contributed to the landmark decision by the U.S. Supreme Court (Shelley v. Kraemer, 1948) that racially restrictive covenants could not be enforced.

The “Old West Side” is home to around 1/3 of Detroit’s African American residents, with between 4049% of residents owning their homes, significantly higher than in other areas of the city.

Over 300 businesses exist along the Tireman Avenue corridor.

Detroit begins to lose population, with 60,000 residents in Midwest-Tireman at its peak.

1960s

1970s

1980s

Expressway construction, which disproportionately displaced African American residents as homes and businesses were demolished, shut off the neighborhood to the east and south, resulting in more population loss.

Initial association for the Midwest Civic Council of Block Clubs formed, several longtime residents cited the importance of block clubs and social clubs in the neighborhood. ¹

Decrease in factory and manufacturing jobs in the car industry. ²

1990s The Blue Bird Inn, Nacirema Club, and St. Cyprian’s Church received historic designations, along with the McGhee home. Former residents compile and publish “Remembering Detroit’s Old Westside, 1920-1950: A Pictorial History of the Westsiders.”

2000s

2010s

The Mortgage Crisis and the Great Recession add to neighborhood disinvestment, and population loss continues.

Final closures of Ruthruff School (2011) & Sherrill School site (2012). Both closures were contested by neighbors. Carlton Ballard purchases Equity Alliance of Michigan’s current building at 6602 Walton St. (2015). ³ ⁴

2020s Founding of Equity Alliance of Michigan, investment in St. Cyprian’s Church by Class Act Detroit, renovation of the Blue Bird Inn by Detroit Sound Conservancy.

Major neighborhood planning efforts are taking place, including the opening of the Joe Louis Greenway’s West Warren Gateway.

¹ (City of Detroit Planning and Development Department. “The Framework Podcast, Episode 5 )

² (Jaehnig 2020)

³ (Historic Detroit, Ruthruff School 2024)

⁴ (Historic Detroit, Edwin Sherrill School 2024)

Table 2.1 Timeline adapted from: Midwest-Tireman Framework Plan, 2024, p. 36-38; City of Detroit’s Midwest Tireman Neighborhood History; The Framework Podcast; Historic Detroit

NEIGHBORHOOD CONTEXT AND EXISTING PLANNING FRAMEWORK

Equity Alliance of Michigan (EAOM) commissioned this report to synthesize their team’s action-oriented strategy to bring existing City of Detroit plans to life while centering the desires and power of the community. The three pillars of this report, ECONOMIC DEVELOPMENT, FOOD SECURITY, AND HOUSING, provide the foundation for strategies and recommendations to build on EAOM’s current programming. These key areas were chosen because they align with EAOM’s three pillars of Entrepreneurship, Empowerment, and Employment Mobility.

In order to locate the work of Equity Alliance of Michigan in the context of its surrounding area, it is necessary to understand the historical and current planning frameworks that affect the neighborhood. In addition to demographic and land use data, this chapter reviews key components of the Midwest-Tireman Framework Plan, the Joe Louis Greenway (JLG) Framework Plan, Vol. I, the JLG Westside Neighborhood Planning Study, and the West Warren Streetscape Improvement Project coming to the neighborhood this summer.

Neighborhood history will be supplemented by an overview of Equity Alliance of Michigan’s founding and neighborhood roots. Strong participation

by the community surrounding EAOM and the efforts of many residents, planners, and consultants have produced a vibrant vision for the future of this neighborhood. Our aim in this report is to highlight the common agenda of Equity Alliance, the City of Detroit, and above all, the residents of the neighborhood. The strength of Equity Alliance as a community asset is evident in both the Joe Louis Greenway Plans and the Midwest-Tireman Framework Plan.

Both the development of the Joe Louis Greenway and the Framework Plan’s updated goals for the neighborhood feature Equity Alliance of Michigan as a community resource. The City of Detroit sees EAOM as a key factor in increasing the neighborhood’s resilience to changes coming as a result of new development. Additional community assets, including the JLG, are detailed on page 2.7.

This chapter lays the groundwork for understanding why the action steps discussed later in the plan are critical to following through on the high ideals of city planning frameworks. This section also provides an overview of one potential pitfall of planned development: Green Gentrification due to the JLG.

Figure 2.1 Map of the City of Detroit that highlights the Midwest-Tireman Neighborhood

I.COMMUNITY CONTEXT AND DEMOGRAPHICS

Midwest-Tireman is a designation made by the City of Detroit for the 2022-24 Neighborhood Framework Plan process. This combines areas that are known as “Midwest” by the Department of Neighborhoods and “Tireman” by the Detroit Master Plan. ⁵ The location of the neighborhood within Detroit is shown in Figure 2.1. The detailed boundaries used for the neighborhood Framework Plan are shown in Figure 2.2. Equity Alliance of Michigan (EAOM) hosted community engagement events for the City over the two-year process of crafting the neighborhood framework plan. It was officially presented at EAOM on October 20th, 2023.⁶

Figure 2.2 Map of the Midwest-Tireman Neighborhood

POPULATION

The neighborhood experienced a 38% population decline between 2010-2015 and a 16% further decline from 2015 to 2020.⁷ Though Midwest-Tireman continued to experience population loss from 2020 to 2023, with the population dropping from 9,634 to 8,616 (10.6% decrease), the overall rate of decrease is similar to that between 2015 and 2020. ⁸ Though all five Census tracts within the neighborhood have seen net estimated population loss from 2020-2023, from 2022 to 2023 the population increased by 3% in the study area.⁹

Population loss occurred across all age groups from 2020 to 2023. The most significant losses occurred among people below age 18, which decreased from 2,681 to 2,293 (14.5%). The population aged 65 and above has also dropped significantly, but at a rela-

AGE AS PERCENT OF NEIGHBORHOOD POPULATION

RACE AND ETHNICITY

The 2023 Census estimates that 7,089 (82.3%) of the 8,616 total neighborhood population identified as Black, while 526 (6.1%) identified as white. Additionally, 986 (13.9%) of the population identified as Hispanic/Latino. The neighborhood remains predominantly Black. Though data shows population loss across all racial and ethnic groups, there were stark differences in the rate of loss between groups. From 2020 to 2023, the Black population declined from 8,038 to 7,089 (11.8%), which is relatively consistent with the overall population loss. While the Hispanic/Latino population experienced a very similar decline, from 1,116 residents to 986 (11.7%), the population identified as white decreased by almost 50%, from 1,045 to 526.¹³ Despite the overall population decrease, the tract where Equity Alliance is located has seen an up-

tively lower percentage: from 1,451 to 1,313 (9.5%), meaning older adults make up a higher proportion of the remaining Midwest-Tireman population.10

Population loss occurred across all age groups from 2020 to 2023. The most significant losses occurred among people below age 18, which decreased from 2,681 to 2,293 (14.5%). The population aged 65 and above has also dropped significantly, but at a relatively lower percentage: from 1,451 to 1,313 (9.5%), meaning older adults make up a higher proportion of the remaining Midwest-Tireman population. As of the 2020 Census, the neighborhood had a nearly equal split between male (49.6%) and female residents (50.4%).¹²

ward trend in its Black population.¹⁴ Some areas on the east side of the neighborhood saw a significant increase in the Hispanic/Latino population. This change could reflect Delray residents relocating to Detroit Land Bank Authority homes due to the construction of the Gordie Howe International Bridge. Midwest is one of the neighborhoods targeted for the Bridging Neighborhoods Project, which moves residents displaced by bridge construction into rehabilitated vacant homes. Though there are currently no houses listed for sale in Midwest-Tireman on the program’s website, the project is ongoing and it is listed as an option.¹⁵ This underscores the need to develop a social cohesion strategy in these areas to maintain harmony between legacy residents and new residents who may face linguistic and other social barriers. ⁷

Table 2.2 Age Distribution in Midwest-Tireman as of 2023.11

Figure 2.3 Demographics/Race

HOUSEHOLD INCOME

Between 2020 and 2023, the median family income in the Midwest-Tireman neighborhood has grown from $32,500 to $38,000, a 17% increase. The percentage of families living below the federal poverty line stayed steady around 33%.¹⁶ The gap in median family income between Metropolitan (Metro) Detroit and Midwest-Tireman has implications for affordable housing development because the federal Department of Housing and Urban Development (HUD) sets rent limits for publicly funded housing based on HUD Area Median Family Income (HAMFI). Metro Detroit includes suburban municipalities like Warren and Livonia. Individual neighborhoods do not have AMI values, so the team used a method employed by the Environmental Systems Research Institute, Inc. (ESRI) to calculate an estimated AMI.¹⁷ This method can be used to calculate the median of grouped data using the number of families in different income ranges per census tract. Income data from the 2020 Census and the 2023 Census estimates were used. As seen in Figure 2.4, HUD-designat-

ed “affordable” housing units using their “Very Low-Income Limit” of 50% HAMFI will likely still be unaffordable for average families in the Midwest-Tireman neighborhood.¹⁸ If this metric is used to set rental prices for housing units, these units would likely be unaffordable for approximately half of the current Midwest-Tireman residents. Part of the reason this was important to research was that the use of the term “affordable” was rightly called out by residents and EAOM staff as being too broad a term during the Midwest Civic Council of Block Clubs meeting in January of 2025. Residents and EAOM are interested in developing secure housing solutions that are truly affordable for longtime neighborhood residents now and into the future. More information about current housing conditions, including homeownership rates, housing types, and values, can be found in the section of the report focused on housing. Further current economic conditions are described in the pillar of Economic Development.

Figure 2.4 Differences between HUD Area Median Family Income (HAMFI),¹⁹ Estimated Median Family Income of Midwest-Tireman,20 and the HUD Very Low-Income Limit (50% HAMFI) from 2020 and 2023.

EDUCATIONAL ATTAINMENT

Sampson-Webber Leadership Academy is the only active elementary and middle school within the neighborhood boundary. There are no high schools, though Northwestern is just on the other side of Livernois Avenue. There are two prior school sites within the neighborhood boundary; buildings on both sites were demolished by the city in 2024.²¹ Five-year neighborhood estimates for 2023 show that for adults in the neighborhood, 36% have completed high school/GED, 33% have completed some college or their associates degree, and 10% have completed a Bachelor’s or Graduate degree.²² In the past, schools and the summer programs associated with them provided positive third spaces for neighborhood

COMMUNITY ASSETS

City of Detroit:

Gabriella Santiago-Romero, District 6 Council

Member

Current School:

Sampson-Webber Leadership Academy

Parks/Open Space:

Ames Park

Joe Louis Greenway

Laker Park

LaNita’s Memorial Park

Pattengill Park

Serenity Park

Former School Sites: McGraw Elementary School

Ruthruff School

Sampson School

Sherrill Elementary School

Adapted from: Midwest-Tireman Framework Plan, p. 13, 63.

youth and were cited as neighborhood assets in multiple episodes of “The Framework” podcast as positive influences on the neighborhood community by long-term residents.23 Several Equity Alliance programs will provide youth programming in the community this summer figure 2.3. Details on Equity Alliance’s educational programming are found throughout the Three Pillars of HOUSING, FOOD SECURITY, and ECONOMIC DEVELOPMENT.

Organizations: Class Act Detroit

Detroit Sound Conservancy

Equity Alliance of Michigan

Midwest Civic Council of Block Clubs

United Block Club

Places of Worship: Ark of Deliverance Revival Center

Greater Apostolic Church

Iglesia La Luz Del Mundo

Music Venues: Blue Bird Inn

Brooksey’s Exclusive Lounge

Soul on Ice

Health Services: Detroit Community Health Center

⁴

II. LAND USE AND PLANNING CONTEXT

PLANNING CONTEXT

Recent planning efforts in Midwest-Tireman all reference Equity Alliance of Michigan as a neighborhood resource. Though all the plans described here have different scopes, there are consistent priorities that align with EAOM’s mission and vision. Importantly, because of the long professional planning processes for these plans, most engagement spanned years, not months, as in the case of this report. Therefore, the plans described below are not only important to EAOM’s future, but also to our team’s understanding of broader neighborhood trends and priorities.

MIDWEST-TIREMAN NEIGHBORHOOD FRAMEWORK PLAN (M-T FRAMEWORK PLAN)

The M-T Framework Plan provided extensive neighborhood context, including much of the demographic and historical information above. Additionally, it informed our engagement events and provided a foundational understanding of the neighborhood. Residents we interviewed and engaged with at the Midwest Civic Council of Block Clubs’ monthly meetings referred to their participation in M-T Framework Plan engagements. EOAM is listed as the neighborhood’s Resiliency Hub in the plan, which contains specific recommendations and implementation guidelines.¹ The Equity Alliance of Michigan Community Resilience Plan will add to those recommendations and target them more specifically to EAOM’s current programs, which have seen significant growth since the Framework Plan was written. As a part of this plan, Rashedul H. Deepon, a City of Detroit Planner, produced “The Framework” Podcast. Each of the seven episodes features a different neighborhood stakeholder speaking

¹ (City of Detroit Planning & Development Department, Joe Louis

of Detroit Department of Public Works Complete Streets 2025)

about their experience with Midwest-Tireman through the years.² Additionally, Deanna Stewart & Carlton Ballard, the co-founders of EAOM were also both on the Neighborhood Steering Committee for the M-T Framework Plan.³

WEST WARREN STREETSCAPE IMPROVEMENTS

A small but mighty neighborhood project, which residents are excited about, is the West Warren Streetscape Improvement project.⁴ Across community engagements for the M-T Framework, JLG, and this Capstone, residents cited the need for improved accessibility in the neighborhood. Sidewalk and pedestrian safety came up repeatedly, as well as a desire for safe bike connections to the JLG. Streetscape improvements will take place between Spring 2025 and Fall 2025. This project will improve neighborhood connectivity and make it safer for residents and visitors to explore the neighborhood through various modes of transportation.⁵

JOE LOUIS GREENWAY CONNECTIONS

Along with the recent City of Detroit Framework Plan for Midwest-Tireman, the Joe Louis Greenway (JLG) is being developed along the western edge of the neighborhood. The Joe Louis Greenway is a 27.5-mile trail network that will connect Detroit and several surrounding cities, giving residents and visitors alike access to green space and an active transportation network, in addition to bolstering local economic activity along the Greenway.⁶ Volume 1 of the plan, published in 2021 by the General Services Department, provides a framework and vision for the entire JLG.

⁵ (City of Detroit Department of Public Works Complete Streets 2025)

⁶ (City of Detroit General Services Department, Joe Louis Greenway Framework, 2021)

The JLG Westside Neighborhood Planning Study covers the area of the Greenway closest to Equity Alliance.⁷ Importantly, this plan addresses a specific housing pilot area between Joy and Tireman that surrounds the path of the Greenway. The plan also identified vacant properties owned by the Detroit Land Bank Authority (DLBA), and once again cites EAOM as the center of resiliency in the neighborhood.⁸ The Planning and Development Department is also working on an overall JLG plan, which is not published as of this report’s writing.

EAOM hosted community input meetings for the JLG Westside planning process and Deanna Stewart, EAOM’s Executive Director, spoke at the opening of the W. Warren Gateway. The extensive community engagement in planning the JLG included voices from Midwest-Tire-

LAND USE AND ZONING

Throughout this report, the importance of land use and zoning to the neighborhood will be evident as it is a recurring theme. Decisions about land use, including racial restrictions and highway development, have had major impacts on Detroit and cities across the United States. Building wealth & equity in the community by encouraging local homeownership is mentioned across engagements and plans, but particularly in the Joe Louis Greenway (JLG) Westside Plan.10 It is therefore important to make future land use and stewardship decisions that empower residents, with a particular focus on ensuring that long-term neighborhood residents are not priced out due to new development. Specific strategies around ensuring affordable and accessible housing are a major focus of the Housing Pillar of this report.

⁷ (City of Detroit Planning & Development Department, Joe Louis Greenway Westside, 2024)

⁸ (City of Detroit Planning & Development Department, Joe Louis Greenway Westside, 2024, 2024, p. 8)

⁹ (City of Detroit General Services Department, Joe Louis Greenway Framework, 2021, p. 26)

10 (City of Detroit Planning & Development Department, JLG Westside 2024)

¹¹ (City of Detroit Planning & Development Department, JLG Westside 2024, p. 14)

“I BELIEVE THAT EVERY PARCEL SHOULD HAVE A PURPOSE”

- Paul Chenault, President, Midwest Civic Council of Block Clubs, February 23RD, 2025

man, and one long term resident of the neighborhood, Ru Shann Long, was included in the Community Advisory Council for Volume 1 of the plan.⁹ The Midwest-Tireman neighborhood will undeniably be impacted by the Greenway, however, it is critical that as development dollars flow into the neighborhoods surrounding the Greenway, the benefits of development accrue to current residents as well as new residents.

Currently, the majority of the Midwest-Tireman neighborhood is zoned for residential housing (R2) with commercial and manufacturing/industrial zoning along several key corridors, including Livernois, I-96, Warren, and Tireman. Only 10% of the neighborhood is currently zoned for industrial use, predominantly along the JLG itself, but the JLG Westside Plan proposes down zoning from M4 (Intensive Industrial) to Light Industrial or Mixed Use and M3 (General Industrial) to Non-Industrial uses.11 This means that there will be a high need for brownfield site redevelopment. One of the strategies for this redevelopment includes engaging in a variety of workforce outreach and development programs. Equity Alliance of Michigan (EAOM) is well-positioned to support these efforts through a combination of its programming and by continuing to serve as a host for engagement events.

LAND USE SURROUNDING EQUITY ALLIANCE

Equity Alliance is located just one block from the commercial corridor along Warren Avenue, and the resiliency hub strategy from the M-T Framework plan radiates west of Equity Alliance on both sides of Warren Ave. (Figure 2.5). Directly in the vicinity of its main building, Equity Alliance of Michigan stewards multiple lots, all zoned R2 as of this report’s writing. Three lots are in use as community garden spaces, and the nonprofit has also created a neighborhood park near its community center. Maps detailing EAOM and City of Detroit owned parcels in the immediate area were used throughout our community engagement events.

Figure 2.5 Proposed Land Use surrounding Equity Alliance from the Midwest-Tireman Framework Plan, 2024. Adapted from MT Framework Plan pgs. 130-131.

CHANGES IN LAND USE AND OWNERSHIP

Unlocking the highest and best use of land for residents may not provide short-term monetary return on investment for corporations, but Equity Alliance is focused on the long-term health and stability of the Midwest-Tireman neighborhood. Currently, there is a significant amount of vacant or “blighted” land within the Midwest-Tireman neighborhood boundary. Residents who have lived in Midwest-Tireman for decades want their children who have gone away for school to be able to come back and afford rent in the neighborhood they grew up in.¹² Many residents have been involved in food growing, gardening, beautification, and other ways of stewarding land.

Interviewees cited the importance of articulating the amenities provided within each area of the neighborhood and by Equity Alliance. This will make the neighborhood more attractive to programs like the Strategic Neighborhood Fund. Planning for equitable development and land use practices factor into the Midwest-Tireman Framework Plan, Joe Louis Greenway Vol. 1 Plan, and Westside plans.¹³ Truly equitable land use will ensure that residents (existing and future) have the resources and opportunity both to own homes and businesses, and to pass them down to future generations in good condition.

¹² (Resident comment, Midwest Civic Council of Block Clubs January 26, 2025)

STORMWATER INFRASTRUCTURE

Due to consistent flooding issues in the city, including in Spring 2025¹⁴, residents cite a need for future land use and development to include infrastructure to manage stormwater.¹⁵ LaNita’s Pocket Park is a wonderful example of a community-driven project that not only provides a space for residents to experience beauty, but also serves as a rain garden, which collects and stores rainwater. ¹⁶ This is one example of what is known as “green infrastructure,” the use of landscape architecture to collect and store excess water. Detroit Future City has compiled a set of resources through its Land + Water WORKS Program that describe the importance and benefits of installing green infrastructure for stormwater management. ¹⁷ In addition to green infrastructure, any new development that includes an increase in pavement, building footprint, or other impervious surfaces must include a plan to mitigate stormwater runoff, which is the leading cause of water pollution in cities. Friends of the Rouge, a nonprofit dedicated to stewardship of the Rouge River Watershed, has a step-by-step guide to installing rain gardens. ¹⁸ From our interviewees we learned that EAOM is already planning to utilize rain barrels on their main building and is conscious of the importance of managing water responsibly.20 Based on current plans, planning for strong stormwater infrastructure is expected to be included in the development of green spaces and the built environment.

Figure 2.6 LaNita’s Pocket Park

Figure 2.7 LaNita’s Pocket Park

III. EQUITY ALLIANCE OF MICHIGAN AND NEIGHBORHOOD CONTEXT

EQUITY ALLIANCE OF MICHIGAN AT-A-GLANCE

Equity Alliance is a place-based nonprofit organization located in the Midwest-Tireman neighborhood.

EAOM MISSION & IMPACT: “OUR MISSION IS TO FOSTER OPPORTUNITIES FOR ALL BY OFFERING PROGRAMS FOCUSED ON EDUCATION, TRAINING, AND COMMUNITY OUTREACH. WE ARE DEDICATED TO MAXIMIZING THE POTENTIAL OF PEOPLE IN UNDERSERVED COMMUNITIES AND PROVIDING THEM WITH THE SUPPORT THEY NEED TO THRIVE.”

PROGRAMS

EAOM focuses its programming on Three Pillars: Entrepreneurship, Empowerment, and Employment Mobility, shown in Figure 2.7.¹ These Pillars provide the backbone for the Three Pillars of this report: HOUSING, FOOD SECURITY, AND ECONOMIC DEVELOPMENT. Though distinct categories, the Report’s Pillars connect to the strategies and recommendations that respond to the community’s expressed needs and the Three Pillars of Equity Alliance.

Currently, the EAOM building contains a registered commercial kitchen and two versatile spaces, which are used to host community events and programming. The nonprofit has 5 core team members who, with the support of community volunteers, board members, funders, and non-profit partnerships, have piloted 12+ community programs and hosted countless events. An up-to-date overview of EAOM programs for 2025 is listed in Table 2.3.

Figure 2.8 Equity Alliance of Michigan Logo

(Equity Alliance of Michigan, 2025)

CONVENE AND CONNECT

In addition to their recurring programs, EAOM hosted community engagement events for the City over the two-year process of crafting the M-T Framework Plan. It was officially presented at EAOM on October 20th, 2023.² EAOM keeps its doors open for all manner of community events, from monthly Midwest Civic Council of Block Clubs meetings to engagement and outreach events that give residents access to City officials and subject-area experts. Strong alliances already exist, and EAOM is listed on the City of Detroit’s Midwest-Tireman Resource Guide.³ EAOM values its role as a gathering place and community resource and has plans to grow its programs to serve residents of all ages.

Figure 2.9 Equity Alliance of Michigan Three Pillars of Equity

² (City of Detroit, Midwest Tireman Resources, 2025)

³ (City of Detroit, Midwest Tireman Resources, 2025)

EQUITY ALLIANCE OF MICHIGAN ORIGIN STORY

Carlton Ballard grew up in the neighborhood and returned home to Detroit in 1998 after serving in the military as a Construction Engineer to contribute to his community by rebuilding and renovating vacant properties. In 2015, Carlton purchased the current EAOM building on Walton Street. Until Carlton partnered with Deanna Stewart in 2019, the building was used as his construction shop. From 2019-2021, the building was under renovation to become the community hub it is today.⁴

PROGRAM

OVERVIEW

The Back to School Initiative is an annual community-based event designed to prepare students for the academic year with the essential supplies, resources, and confidence they need to succeed. By combining school readiness support with family fun, health services, and youth empowerment activities, EAOM ensures that students begin the school year fully equipped and energized. In 2024, the initiative supported over 250 students, and in 2025, we aim to expand our reach and impact even further.

The Community Baby Shower is a heartwarming annual event hosted by EAOM to celebrate and support expecting and new mothers from underserved communities in Detroit. This event creates a nurturing and empowering space where over 25 mothers are provided with essential baby items, educational resources, health services, and emotional support. The program not only eases the financial burden of new motherhood but also connects participants to ongoing community resources, health professionals, and maternal wellness networks.

Entrepreneurship Drop-In

Future Focus Initiative

A weekly support initiative designed to provide new and aspiring business owners with a consistent, welcoming space to access expert guidance, resources, and a collaborative community. Entrepreneurs receive real-time help with business planning, marketing, financials, legal structure, and scaling strategies. With no formal commitment required, participants can “drop in” as needed, ensuring accessible and equitable support for those navigating their entrepreneurial journey.

The Future Focus Initiative is an 8-week job readiness and empowerment program tailored for individuals ages 16 and up who are economically disadvantaged, underemployed, or navigating career transitions. Designed by EAOM, this initiative provides hands-on training, mentorship, and the tools necessary for securing meaningful employment in high-demand industries. Through a focus on digital skills, career branding, and financial wellness, participants are equipped to not only land jobs but to build long-term stability.

Growing Together – EAOM Community Garden Initiative

Motor City Makeover

The Growing Together initiative by EAOM transforms a dedicated green space in Detroit into a vibrant community garden that serves as a hub for education, sustainability, and food security. From April to September, residents come together to grow produce, participate in hands-on workshops, and build community resilience through environmental stewardship.

The Monthly Food Distribution Initiative is a community support program aimed at combating food insecurity by providing consistent, reliable access to fresh produce, pantry staples, and essential grocery items. Hosted at the EAOM Community Center, the initiative serves individuals and families across Detroit with dignity and care. The program also connects participants with additional services, including nutrition education, healthcare referrals, and resource navigation.

Back to School Initiative

Community Baby Shower Initiative

Motor City Makeover

Senior Wellness Program

The Motor City Makeover is an annual citywide initiative that empowers residents, block clubs, businesses, and community organizations to revitalize and beautify Detroit neighborhoods through organized clean-ups and beautification projects. EAOM will mobilize volunteers, provide supplies, and lead clean-up days throughout the Midwest-Tireman area to support this effort. This initiative fosters civic pride, promotes safety, and unites neighbors in a shared mission to keep Detroit beautiful.

The Senior Wellness Program is a holistic, community-based initiative designed to support the physical, mental, emotional, and social well-being of older adults in Detroit. Through monthly events, interactive workshops, and access to vital health resources, this program empowers seniors to lead healthier, more connected lives. The program creates a safe, welcoming environment where older adults can socialize, learn, and receive preventive care services—all while building supportive relationships within their community.

Skilled Trades Workforce Initiative

STEM Initiative: Innovate. Explore. Empower.

The Skilled Trades Workforce Initiative is a hands-on, project-based workforce development program that equips high school students from Randolph Career and Technical Center with paid construction work experience and industry-recognized certifications. Led by Equity Alliance of Michigan and supported by Ballmer Group, New Hope CDC, Barton Malow, and RG Group, this initiative provides a bridge between classroom learning and real-world application. Students will gain direct experience through home rehabilitation projects in the Midwest-Tireman neighborhood and the expansion of the EAOM headquarters, contributing to Detroit’s workforce pipeline and neighborhood revitalization.

The STEM Initiative is a youth-centered program designed to spark interest, build skills, and increase representation in science, technology, engineering, and math fields. Through a mix of hands-on learning, tech exploration, field trips, and mentorship, the initiative aims to bridge the opportunity gap for underrepresented youth in Detroit. Participants will engage in project-based challenges, coding, robotics, and real-world STEM applications—empowering them with confidence and exposure to future career paths.

The Summer Discovery Program is a comprehensive 8-week academic and enrichment experience designed to support middle school students in Detroit. With a focus on English Language Arts (ELA), Math, personal development, and social-emotional learning, the program provides a safe and engaging environment during the summer months. Students explore financial literacy, wellness, leadership, environmental responsibility, and creative expression through weekly themed activities, daily academic support, and enriching hands-on experiences.

The Summer Kick-Off / Bike Giveaway Initiative is a celebratory event that marks the start of summer break by promoting fun, safety, and physical activity for youth in Detroit. EAOM will distribute brand-new bicycles and helmets to children and teens while providing a fun-filled afternoon featuring games, music, food, and community resources. The event aims to uplift families, encourage healthy outdoor recreation, and increase access to transportation for local youth.

Summer Discovery Program

Summer Kickoff / Bike Giveaway Initiative

IV. GREEN GENTRIFICATION

GREEN INFRASTRUCTURE

Green infrastructure is becoming increasingly popular, promising healthier environments, enhanced connectivity, and economic revitalization. Detroit’s Joe Louis Greenway, a 27.5-mile loop of bike paths, parks, and walkways connecting city neighborhoods, represents a bold vision for equitable development. However, this vision is not without risk. The Joe Louis Greenway Framework plan acknowledged that residents near the greenway differ from residents citywide in other ways that underscore the importance of initiatives to ensure that growth doesn’t result in displacement.¹ The Greenway raises concerns about green gentrification, a process by which environmental improvements lead to rising property values and the displacement of long-time residents.

Green gentrification occurs when the installation or enhancement of green space attracts investment and development, ultimately pricing out existing communities who cannot keep up with the increased cost of living.² The Midwest-Tireman neighborhood is now home to

a segment of the Joe Louis Greenway and exemplifies an at-risk area. Its proximity to other slowly revitalizing parts of the city and Dearborn, combined with the allure of the Greenway, poses a risk of the likelihood that home values, rents, and property taxes will increase, threatening the stability of legacy residents.

Detroit’s Joe Louis Greenway presents a risk of repeating green gentrification actions in other major U.S. cities. In New York City, the transformation of the High Line, an abandoned elevated rail line in Manhattan’s Chelsea neighborhood, into a celebrated urban park spurred sharp increases in real estate prices. Homes within 80 meters of the High Line experienced a 35.3% rise in sale prices, while nearby rents increased by 68% between 2009 and 2018.³ While the park provides health and recreational benefits, including reduced psychological distress and lower healthcare costs,⁴ its economic impacts have disproportionately benefited wealthier newcomers while displacing long-term, lower-income residents.⁵

Figure 2.10 New York Highline Before and After⁶ ⁷ ⁶ (Perry, n.d.)

(Perry, n.d.)

Atlanta’s BeltLine offers another instructive example. Originally envisioned as a 22-mile green loop integrating transit, parks, and trails across 45 neighborhoods, the BeltLine has spurred significant investment. Between 2011 and 2015, homes within a half-mile of the BeltLine increased in value by 17.9 to 26.6% more than comparable properties further away.⁸ This surge in real estate value has drawn new businesses and higher-income residents, but also fueled concerns about affordability and displacement for legacy communities.

If the Joe Louis Greenway is to truly serve all Detroiters, policies must be implemented to

counter the forces of green gentrification. These policies should involve close collaboration with local community members and stakeholders, like Equity Alliance of Michigan, to understand their needs and concerns, thereby preventing the kinds of green gentrification seen in other cities from taking hold in Detroit. Existing Equity Alliance programs and the additional strategies provided in this report will increase Midwest-Tireman’s resilience to potential negative consequences of development while helping ensure that the Greenway’s benefits accrue to the area’s existing and new residents equitably.

Figure 2.12 Atlanta Beltline After 10

Figure 2.11 Atlanta Beltline Before ⁹

⁸ (Wang 2025)

(Green 2022)

(Green 2022)

COMMUNITY RESILIENCE

COMMUNITY RESILIENCE

“Detroit is a place where connection and community are so important. [There’s an] appreciation that relationships are the foundation in Detroit – network is critical and feels different in Detroit.”

- Stakeholder Interview, Community Development Advocates of Detroit

FRAMING COMMUNITY RESILIENCE

The City of Detroit defines resilience as “a community’s ability to withstand, adapt to, and recover from disruptions or adverse events—such as natural disasters, economic crises, or social challenges—by leveraging resources, social networks, and collective capacity to prepare for and bounce back from these situations.”¹ Detroit has faced its fair share of severe, isolated catastrophes and natural disasters over the years. However, much of the recovery needed in the Midwest-Tireman neighborhood and the city at large is in direct response to multi-year disinvestment in specific communities and places. Equity Alliance of Michigan (EAOM) is motivated to address this gap so that residents in Midwest-Tireman and beyond are well-resourced to freely determine their lives and the community’s trajectory into the future. The introduction to Development as Freedom captures the way EAOM goes about resourcing community members to build resilience and expand freedoms for all:

Growth of GNP [Gross National Product] or of individual incomes can [contribute to the expansion of freedoms for people]. But freedoms depend also on other determinants, such as social and economic arrangements (for example, facilities for education and health care) as well as political and civil rights (for example, the liberty to participate in public discussion and scrutiny).²

Cultivating community resilience is at the heart of Equity Alliance of Michigan’s Three Pillars of Equity: Entrepreneurship, Empowerment, and Employment Mobility. EAOM’s approach to building resilience is deeply rooted in promoting the holistic well-being of the residents in the Midwest-Tireman neighborhood. Whether it be

EAOM’s workforce development programming, entrepreneurship training series, community celebrations, or food distribution pick-ups, all programs are joy-focused, place-based, and tailored to benefit people across all backgrounds and ages.

Figure 3.1 Yellow dandelions surround a pair of benches at Serenity Park in Midwest-Tireman

Each section in this chapter underscores EAOM’s comprehensive approach to community resilience, which spans social/cultural, emotional/ mental/spiritual, physical, economic, and ecological resilience. These sections dig into how the organization is cultivating a sense of belonging and trust amongst community members, strengthening residents’ connections to physical spaces in the neighborhood, and serving as a hub that addresses the community’s unique short, medium, and long-term priorities.

In times of crisis and recovery, place-based approaches have proven to bolster community resilience.³ These community-led approaches rely on “local knowledge, trusted relationships and cross-sector collaborations,” which prevent “vulnerable people falling through cracks in the system” and create the conditions for neighborhoods to thrive. EAOM’s holistic approach to resiliency has allowed EAOM to play a crucial role in meeting the community’s direct needs through “timely and targeted responses” that can be difficult for cityand state-level programs to meet. More than this, the organization has become a reliable hub of connection and resource-sharing that is adapted to its residents’ current needs and future ambitions.

As the reach and demand for their programming grows, EAOM’s staff and monetary resources will also need to expand accordingly. Prospective partners interested in supporting Equity Alliance’s work can read this chapter as

the grounding lens through which to view the recommendations for the Three Pillars of this report: ECONOMIC DEVELOPMENT, HOUSING, AND FOOD SECURITY, detailed in Chapter 5. Place-based organizations across Detroit and beyond can also use this chapter to understand how EAOM’s approach to community resilience can be adapted to address their own communities’ priorities. Now more than ever, a comprehensive approach to resilience is required to prepare communities for unexpected challenges and ensure neighborhoods are free to thrive.

Figure 3.2 Participants from EAOM’s Senior Drone Program gather for a group photo

Figure 3.3 Local entrepreneurs attend EAOM’s Wednesday Entrepreneur Drop-In workshop series

Figure 3.4 Local business owners attend EAOM’s weekly Entrepreneur Drop-In workshop series

Figure 3.5 Before and after photos of Serenity Park, a neighborhood pocket park owned and maintained by EAOM.

³ (Dusseldorp Forum, 2020)

I. SOCIAL COHESION

Social cohesion is a result of strong relationships that are built between neighbors over time. These relationships form when a built environment allows for intentional and unintentional interactions among neighbors. Both interaction types have been shown time and time again to increase feelings of belonging and prevent severe consequences during emergencies and natural disasters like heat waves.¹

In recent years, the Midwest-Tireman neighborhood has been experiencing demographic changes in terms of its residents’ demographics. As described in Neighborhood Context (Chapter 2), the neighborhood has faced a population decline of 10.6% from 2020 to 2023. Many senior, legacy Detroit residents are living in the homes their parents originally purchased in the mid-20th century. Since 2005, three elementary schools have closed down in the neighborhood, resulting in a loss of important social infrastructure. Amidst this divestment, the construction of the Gordie Howe International Bridge, which began in 2018, resulted in the displacement and migration of residents from Mexicantown-Delray Detroit to surrounding neighborhoods, including Midwest-Tireman.² As such, there is a need to strengthen the connection between newer, Spanish-speaking residents and more familiar African American residents in the neighborhood. There is also a need to support

aging seniors, as well as activate public spaces for young people to play, connect, and exist freely.

EAOM is a trusted community organization and key convener of residents in Midwest-Tireman that drives social cohesion throughout the neighborhood. Social cohesion is a crucial ingredient for cultivating resilience within a community to withstand periods of intense change. The concept refers to a community embodying feelings of “trust, a sense of belonging and the willingness to participate and help,” feelings which are reflected in the ways people show up within and for their community.³ A socially cohesive community is one where daily interactions feel trusting and each person feels that they can have a

¹ (Klinenberg 2015)

² (US Department of Transportation Federal Highway Administration, n.d.)

³ (Chan, To, and Chan 2006, 290)

Figure 3.6 EAOM staff and volunteers coordinating a Thanksgiving Turkey Giveaway in November 2024

Figure 3.7 EAOM staff and volunteers coordinating a Thanksgiving Turkey Giveaway in November 2024

Figure 3.8 EAOM staff and volunteers coordinating a Thanksgiving Turkey Giveaway in November 2024

Figure 3.9 Equity Alliance of Michigan receives a Spirit of Detroit Award for their excellence in serving the Midwest-Tireman and District 6 community. A local neighborhood association, a Wayne State University advocacy group, and a City Council Liaison were also honored during the 2nd Annual District 6 Celebration at Riverside Park.

hand in meaningfully shaping their community.

EAOM is cultivating social cohesion by engaging the Midwest-Tireman community in intentional, joy-centered programming around its Three Pillars of Equity; activating land uses for community gardening and beautification; and building relationships with funders and surrounding place-based organizations. For example, EAOM’s Back 2 School Drive is an annual, family-friendly event that equips youth with school supplies, stylish haircuts, and games to cultivate joy in preparing for the school year. Senior Wellness Wednesdays is another EAOM program that is geared towards providing access to meaningful healthcare for seniors, while also creating a space for residents to socialize and connect with one another. For more information on these and other programs, see Table 2.3.

Equity Alliance is well-positioned to build upon this existing work and facilitate needed efforts to increase the accessibility of bilingual outreach and programming, support intergenerational needs, and continue to build relationships with neighborhood leaders in surrounding areas like Dearborn and Southwest Detroit. With the Joe-Lewis Greenway drawing more folks to the neighborhood over the coming years, there will be many new faces visiting and perhaps relocating to the Midwest-Tireman. Relationship-building is key; Midwest-Tireman exists in proximity to the neighborhoods and communities that surround it, so it is more important than ever for Equity Alliance to invite folks from surrounding areas and create welcoming spaces where people of multiple cultures, backgrounds, and ages understand that the space is for them.

²

¹ (“Resilience Hubs”, n.d.)

(“Resilience Hubs”, n.d.)

Figure 3.10 Vibrant mural next to Garden Fresh Marketplace, near the border between Midwest-Tireman and neighboring Southwest Detroit

II. “RESILIENCE HUBS”

“Equity Alliance is a local leader in building neighborhood resiliency.”

- Quote from M-T Framework Plan p. 64

As outlined in the Midwest Tireman Framework Plan, Equity Alliance (EAOM) has been identified as a key resilience hub for the Midwest Tireman neighborhood. Resilience Hubs are defined as community-serving facilities that are enhanced to support residents, coordinate communication, distribute resources, and reduce carbon pollution while also improving overall quality of life.¹ These resilience hubs are designed to help residents prepare for, respond to, and recover from disruptions like extreme weather events, power outages, or other emergencies.² Given Equity Alliance’s strong presence and deep trust within the community, it is a natural choice for a resilience hub. Their existing work already supports local residents in meaningful ways, and becoming an official resilience hub would allow them to expand these services even further.

RESILIENCE HUBS ACROSS DETROIT

Detroit has taken important steps to implement resilience hubs citywide, creating spaces that empower neighborhoods to thrive in both everyday conditions and emergencies. The Resilient Eastside Initiative is a recent example. It is a pilot network of hubs designed to support residents during climate-related crises.³ Nonprofits like the AB Ford Community Center and the Stoudamire Wellness Center are central to this effort, showing how trusted local organizations can lead effective, community-specific responses.

¹ (Urban Sustainability Directors Network, n.d.)

² (Urban Sustainability Directors Network, n.d.)

³ (Lugo-Thomas and Misuraca Ignaczak, n.d.)

AB Ford Community Center Eastside Community Network –Stoudamire Wellness Hub

Located in District 4 and opened in Fall 2023, the 8,600 sq. ft. AB Ford Resilience Hub is powered by solar panels with battery backup (solar+storage). This allows the center to stay open during power outages, offering residents critical services like device charging, refrigerated medication storage, and climate-controlled shelter. Beyond emergencies, the center provides cooking classes, tech support for seniors, and youth tutoring programs.⁴

The Stoudamire Wellness Center is a 17,000 sq. ft. hub offering holistic wellness support through partnerships with other community stakeholders. Like AB Ford, it features solar power with battery backup and green stormwater infrastructure. The center offers classes in art, tech, media, and fitness, along with job fairs, health fairs, camps, and event space, meeting both everyday and emergency needs.⁵

Figure 3.11 Community Center at AB Ford ⁶

Figure 3.12 Stoudamire Wellness Hub at Eastside Community Network ⁷

⁴ (“In Detroit, Solar+Storage Builds Resilience for the Era of Climate Change”, n.d.)

⁵ (“The Stoudamire — ECN - Detroit”, n.d.)

⁶ (Lugo 2023)

⁷ (Eastside Community Network, n.d.)

THE IMPORTANCE OF PLACE-BASED RESILIENCE

Equity Alliance is well-positioned to offer a placebased resilience approach tailored to the unique needs of the Midwest-Tireman community. Their deep local knowledge and long-standing relationships make them a trusted presence and the kind of organization that can lead a thriving resilience hub.

According to the Midwest-Tireman Framework Plan, Equity Alliance’s future as a resilience hub was envisioned as one that would respond to the neighborhood need for job training—particularly regarding trades and construction—as well as economic growth and community gathering space.⁸ Equity Alliance already serves as a vital gathering place for the community, and formalizing their role as a resilience hub would only strengthen that impact by providing job training and more.

Beyond job training and economic development, Equity Alliance’s hub could help address other critical needs. For example, 2020 Census data shows that 55% of households in the surrounding area lack internet access.⁹

As a resilience hub, Equity Alliance could help close that digital divide by offering reliable internet access and expanded tech support, ensuring residents stay connected and empowered.

Becoming a resilience hub would allow Equity Alliance to expand its impact, just as hubs like AB Ford and Stoudamire have done. These hubs prove that when local nonprofits are empowered to lead, they can build stronger, healthier, and more resilient neighborhoods.

Figure 3.13 - 3.17 Community Engagement Activity Feedback 2/23.

III.EAOM RESILIENCY

NONPROFIT ORGANIZATIONAL SUSTAINABILITY

Within a relatively short time, EAOM has become an important neighborhood resource. Their team is dedicated, organized, and enthusiastic about providing high-quality programs to the neighborhood and beyond. In order to continue this work for decades to come, EAOM has to ensure its own capacity to function and grow in a sustainable way. As EAOM builds on its foundation, the following strengths:

• Clarity in mission

• Diverse funding streams

• Robust team capacity

• The ability to pivot in times of crisis are critical to consider in order to ensure the long-term adaptability of the organization.

CLEAR MISSION AND VISION

EAOM’s mission statement and vision clearly articulate the organization’s commitment to empowering underserved communities with material resources and support for emotional well-being so all people can reach their full potential and meaningfully contribute to their community. ¹ EAOM’s current programming, which spans economic development, community well-being, and meeting basic needs like food and healthcare, aligns with its mission, which is expansive enough to adapt to the neighborhood’s evolving needs and priorities.

Figure 3.18 Midwest Civil Council of Block Clubs February Meeting

¹ (Equity Alliance of Michigan, Impact Report, 2025)

FUNDING

Funding is key to a nonprofit’s organizational development and sustainability. Currently, EAOM relies primarily on philanthropic donations, grant awards, and personal contributions to renovate its building, pay staff, and carry out the organization’s ambitious programmatic goals. With federal funding for nonprofits on the line, it is more important than ever to ensure EAOM’s financial agility by strategically moving on opportunities for multi-year grants, philanthropic funds, and earned revenue streams. Additionally, engaging in scenario planning is a common practice for building adaptable organizations in uncertain financial times. Bridgespan has an editable scenario planning template for this purpose ² and provides use cases as examples that align with current funding challenges.³ Engaging in these activities will help prepare EAOM for a variety of potential financial disruptions.

Financial Scenario Planning

Financial scenario planning is one approach that organizations can use to create contingency plans for uncertain futures. Scenario planning involves an iterative process of (1) identifying key drivers of risk, (2) developing and modeling scenarios, (3) creating a toolbox of actions, and (4) determining key signals to prompt action.⁴ Given potential restrictions to public funding dollars, EAOM can anticipate and prepare for different financial scenarios to ensure they are adaptable to meet community needs as circumstances change in these uncertain times.

Figure 3.19 EAOM giving away bikes that were donated from supported by Free Bikes 4 Kidz

² (The Bridgespan Group 2023)

³ (Waldron, Searle, and Jaskula 2022)

⁴ (Waldron, Searle, and Jaskula 2022)

EARNED REVENUE STREAMS

Many nonprofit organizations, including many in Detroit, develop programs that can provide earned revenue to supplement public grants and philanthropic funds. While EAOM’s mission dictates that the benefits of its programs will accrue to community members, some programs also have the potential to generate revenue as social enterprises. A social enterprise is a business that runs to increase community benefits through the provision of goods or services, rather than existing solely for profit.⁵

Through strategic growth and financial scenario planning, EAOM will determine when the time is right to build up social enterprises, balancing their need for earned revenue with added demands on staffing capacity. This report provides some specific recommendations for program expansion across the three interconnected pillars of ECONOMIC DEVELOPMENT, HOUSING, AND FOOD SECURITY, but these are by no means the only options for program expansion. The options below represent one social enterprise possibility for each report pillar.

Potential Earned Revenue Streams:

• Space Rental (short-term)

- Once zoned accordingly, EAOM can lease out the commercial kitchen and/or community events space to entrepreneurs, community development organizations, or residents.

• Membership-Based Tool Library (medium-term)

- Tool Libraries are common social enterprises in many cities and neighborhoods.⁶ Sliding scale membership rates can allow residents and local organization like Block Clubs to borrow from and return tools to a communal supply. This would allow for a centralized hub of supplies for any group who wants to schedule a neighborhood clean-up, beautification initiative, or gar den work day.

• Home Repair Program (long-term)

- As the EAOM Home Repair Program builds skills in participants year over year, Equity Alliance can lead a professional network of home contractors for hire as a social enterprise.

Building social enterprises would represent the cross-cutting progress toward each of Equity Alliance of Michigan’s Three Pillars of Equity: Entrepreneurship, Empowerment & Employment Mobility. Each social enterprise:

- Provides support for neighborhood entrepreneurs to bring their dreams to life.

- Empowers residents and community members by giving them resources to take part in tending to their community.

- Develops comprehensive skills and provides training for residents.

⁵ (The Annie E. Casey Foundation 2020)

⁶ (Local Tools, n.d.)

TEAM CAPACITY

-Staff Roles & Organizational Leadership Training -

EAOM’s team has a wide range of expertise in the following fields: community development, grant writing and monitoring, event planning, building renovation and repair, entrepreneurship, human resources management, and policy advocacy. To ensure the long-term sustainability of EAOM it is important for EAOM to identify core roles and have multiple people trained in those responsibilities. This includes documenting best practices for core roles such as nonprofit finances and operations; community outreach; and strategic programming for entrepreneurship and community wellness. Documenting current roles can be part of EAOM’s annual strategic planning routine and includes writing down step-by-step instructions on how to plan and evaluate the metrics of EAOM’s programs. Implementing a consistent

Potential Team Capacity Expansion:

• Current Roles (short-term)

documentation process will help EAOM onboard new staff and provide a stronger sense of metrics and storytelling for funding applications.

To ensure the organization’s longevity, it is also critical that EAOM incorporate a youth mentorship program where young professionals in the Midwest-Tireman area can shadow full-time staff. EAOM can also connect youth mentees to Community Development Advocates of Detroit’s (CDAD’s) Youth Advisory Council to serve as emerging community development leaders in Detroit. CDAD’s Youth Advisory Council supports youth from across Detroit in identifying challenges and designing action-based solutions to their neighborhoods’ most pressing issues, all while fostering relationships between youth and adult leaders.⁷

-Designate staff time for program documentation and evaluation within the current job descriptions.

• New Roles (medium-term)

-Hire a Kitchen Program Manager to earn ServSafe certification and coordinate commercial kitchen programming with entrepreneurs, community development organizations, and residents.

-Hire a Marketing Manager to document ongoing programming and publish stories to further push EAOM’s updates, resources, and programmatic successes across Detroit.

• Mentorship (medium- to long-term)

-Hire 1-2 summer interns/mentees from Detroit area high schools and colleges as a part of a summer mentorship program.

-Support 1-2 youth interns/mentees in participating in CDAD’s Youth Advisory Council.

Physical Building Expansions:

EAOM’s physical space is a key component of what makes the organization successful for Midwest-Tireman. Being able to gather and serve people in a physical location enables EAOM to reach people of all ages and backgrounds in the neighborhood. Building expansion for an entrepreneurship hub (currently in the design phase) and facade improvements like a community mural will further allow for the organization’s reach to expand.

⁷ (Community Development Advocates of Detroit 2023)

MEASURING

SUCCESS

EAOM is committed to receiving feedback and responding to community needs. Currently, program participants and visitors check in at a kiosk each time they enter the EAOM community space. EAOM has also published its most recent program metrics in their 2024 Impact Report.⁸ EAOM will benefit from continuing to collect

BUILDING AN ECOSYSTEM OF SUPPORT

- Community Engagement -

As a place-based nonprofit, EAOM has worked hard to cultivate strong relationships with community members and ensure they can be counted on to make things happen. EAOM is a key convener of constituents and is recognized by residents, planners, and politicians as a resource hub. At all three Midwest Civic Council of Block Clubs meetings, the capstone team attended at EAOM, there was at least one elected official present. On two other separate occasions, our team witnessed City of Detroit staff hosting drop-in hours or dropping by to say hello to the EAOM team. In another instance, one current EAOM volunteer was recruited to the organization after hosting a training in the building.10 These relationships will continue to grow and strengthen as EAOM continues to show up for residents and local leaders.

this data. However, the organization can benefit from creating a Program Strategy Map to identify how programs range in their contribution to financial sustainability and/or alignment to organizational goals for impact.⁹ A template for program strategy mapping and a video tutorial are both available from Bridgespan free of charge.

- Ecosystem of Supports -

As EAOM continues to engage its community, the organization can cultivate an ecosystem of supporters and potential collaborators, working strategically with external partners to ensure EAOM is connected to opportunities at the district, city, and state levels. Having a network of partners and fellow neighborhood groups brings strength, and having a powerful voice helps to make things happen. EAOM is already a part of CDAD’s Neighborhood Action Table (NAT) program, which convenes neighborhood leaders for a common cause, and continues to build their network across Detroit and beyond.¹¹

⁸ (Equity Alliance of Michigan, Impact Report, 2025)

⁹ (Ciccarone et al. 2021) 10 (Stakeholder Interview, March 12, 2025)

¹¹ (Community Development Advocates of Detroit, n.d.)

METHODS

METHODS

Throughout this project, we utilized various methods of data collection, including researching existing plans, attending and presenting at community meetings, and conducting interviews. These assorted methods allowed us to develop recommendations that are representative of the goals of Equity Alliance and the current needs of the community. We prioritized collecting detailed and representative data throughout this process. The below subsections, Research, Community Meetings, and Interviews, detail the intricacies of these methods.

Figure 4.1 Equity Alliance Co-Founders interacting with Augmented Reality

I. RESEARCH

Throughout this report, our capstone team heavily relied on existing plans relevant to the neighborhood and of Equity Alliance of Michigan (EAOM) to complete our research. This research ensured that we obtained an in-depth and comprehensive understanding of the Midwest-Tireman Neighborhood, allowing our recommendations to align effectively with the existing plans and developments in and around the area. This report aims to propose improvements that integrate well with the city’s goals, utilizing all existing plans as tools to enhance our recommendations. The recommendations within our report showcase our findings from research, community engagements, and interviews. Throughout the research process, we referenced numerous reports, past capstone projects, and websites, all of which are detailed in the works cited section. However, we specifically analyzed three plans that we found most relevant to our focus area: the Midwest-Tireman Framework Plan (2024), the Joe Louis Greenway Framework Plan (2021), and the Equity Alliance of Michigan Impact Report (2024). The sub-sections below will detail how we were inspired by the plans and how we utilized them within the report.

MIDWEST-TIREMAN

FRAMEWORK PLAN (2024)

This plan, written by the City of Detroit’s Planning and Development Department, addressed the existing and future strengths and priorities of the Midwest-Tireman. As non-residents of the neighborhood, these insights were critical in analyzing the neighborhood’s conditions and heavily influenced our findings. The plan also identifies five gateways, four priority sites, and 14 other opportunity sites, as well as identifying inaccessible areas to pedestrians. These priority sites inspired some of our development recommen-

dations throughout the report, specifically areas highlighted for potential grocery store sites and the heavy emphasis on the need for food security. Most importantly, this plan identified EAOM as a vital asset and resiliency hub, planning many future improvements around the EAOM building. The city’s identification of EAOM as a key community asset provides leverage for future opportunities to be led by the nonprofit.²

Figure 4.2 Coverpage of the Midwest-Tireman Framework Plan1

¹ (City of Detroit Planning & Development Department, Midwest-Tireman Neighborhood Framework, 2024)

² (City of Detroit Planning & Development Department, Midwest-Tireman Neighborhood Framework, 2024)

JOE LOUIS GREENWAY FRAMEWORK

PLAN (2021)

This plan, written by the City of Detroit General Services Department, details the extensive rollout of Detroit’s Joe Louis Greenway, a 27.5-mile recreational path that will circle the city. The Greenway will run through Midwest-Tireman, furthering our interest in this plan. The creation of the JLG Framework Plan entailed comprehensive planning and research on all of the surrounding neighborhoods. This development may increase the cost of living in the surrounding areas, as it may accelerate desirability among future home buyers and new business development. However, due to Midwest-Tireman’s proximity, gentrification caused by the Greenway is a large concern. This framework plan offers useful suggestions to

mitigate the potential effects of gentrification, which directly influenced our recommendations in both the housing and economic development sections. We must acknowledge the many unknowns of how the Greenway could affect Midwest-Tireman and the many other surrounding communities, planning with this in mind. The Greenway will present many economic opportunities for the neighborhood and presents a lot of potential in the near future. By utilizing the suggestions and insightful research in this plan, we were able to curate recommendations specific to the Midwest-Tireman neighborhood and EAOM.⁴

Figure 4.3 Cover page of The Joe Louis Greenway Framework Plan ³ ³ (City of Detroit General Services Department, Joe Louis Greenway Framework, 2021)

(City of Detroit General Services Department, Joe Louis Greenway Framework, 2021)

EQUITY ALLIANCE OF MICHIGAN IMPACT REPORT (2024)

This plan, written by EAOM, provides details on the organization’s Three Pillars: Entrepreneurship, Empowerment, and Employment Mobility. The Three Pillars provide a foundation for the organization’s priorities and give context to its overarching goals for the many programs the nonprofit offers to the community. This plan aims to set a precedent for future programs and opportunities as the organization grows. Our report aims to utilize all of the successful and impactful programs that EAOM is already contributing to their com-

munity, and make recommendations informed by community feedback and expressed needs. This plan emphasizes the organization’s established status and underscores its extensive list of accomplishments contributing to the Midwest-Tireman community. Analyzing this report was inspiring, as we envisioned additional programs and opportunities that the organization can play in the future of Midwest-Tireman.⁶

Figure 4.4 Coverpage of the Equity Alliance Impact Report5

ADDITIONAL PLANS

As part of our research, our team attended several events that enriched our understanding and provided valuable insights into the City of Detroit’s planning efforts. These events were not organized by EAOM; however were crucial in adding to our understanding of the neighborhood. The first event we attended was the West Warren Streetscape Improvements meeting held via Zoom on January 23, 2025. This meeting gave us insight to the accessibility related improvements that are coming to West Warren Ave. The second was the Richard C. Van Dusen Urban Leadership Forum: Home Repair Solutions Lab held at Wayne State University on March 27, 2025. Students listened to panels and attended breakout sessions with home repair practitioners working in Detroit. This event helped us develop recommendations for our Housing Pillar and provided multiple case studies of home repair initiatives operating in Detroit. Both gatherings offered informative perspectives that supported and deepened our project’s recommendations.

II. COMMUNITY ENGAGEMENT

As part of our commitment to grounding the Equity Alliance of Michigan Neighborhood Resiliency Plan in community voices, we hosted two rounds of engagement activities at EAOM. Each was designed to gather meaningful feedback and co-create a vision for the area’s future development. Community engagement was at the heart of our planning process. Through two community engagement activities hosted at two of the Midwest Civic Council’s Block Club Meetings. We worked closely with residents to surface their ideas, priorities, and visions for the future of the Midwest-Tireman neighborhood. The first session used interactive mapping and sticky note activities to gather feedback on land use preferences and visions for the Three Pillars: ECONOMIC DEVELOPMENT, HOUSING, AND FOOD SECURITY.

Building on this input, the second session introduced an innovative Augmented Reality (AR) experience, projecting idea representations into the physical world. By developing an AR software, this allowed community members to see their ideas come to life as 3D models visualized directly on site-specific maps. Together, these engagements helped shape a community-driven vision, grounded in both lived experience and creative imagination.

Figure 4.5 Focus Area Context Map

MAPPING IDEAS WITH THE COMMUNITY

In our first event, we brought in a large printed map that highlighted both Equity Alliance-owned and Detroit Land Bank Authority (DLBA) lots. Using this visual as a base, we facilitated a “Land Use Activity” that invited residents and stakeholders to dream up possibilities for these spaces. Participants used green sticky notes to note things they liked or wanted to see more of in the neighborhood—ideas like community gardens, food stands, bookstores, and more. Conversely, pink sticky notes captured concerns or things participants wanted to see less of. This technique is similar to that used in the JLG community engagement, which meant the community members who participated in both processes were already familiar with the method. Participants placed their sticky note feedback on specific map areas, providing a spatially grounded set of priorities from those who know the neighborhood best This hands-on mapping process helped us identify core themes such as housing diversity, food access, and small business opportunities. It also ensured that development ideas were not just theoretical—they were anchored in community desire.

Figure 4.6 - 4.10 Resident Feedback

AUGMENTED REALITY: A BRIDGE FROM IDEAS TO VISION

On March 23rd, we took things a step further— literally adding a new dimension. In our second engagement session, we developed and introduced an Augmented Reality (AR)-aided activity to bring the community’s earlier feedback to life. AR is a digital technology that overlays 3D visual content onto the real world through phones, tablet screens, or headsets. In our case, we created low-poly 3D models based on the ideas gathered from the first event. These models were then paired with printed images the same size as sites identified on the map, effectively transforming the flat map into an interactive experience. When viewed through a tablet, community members

could see animations of people interacting with spaces—walking, planting, shopping—offering a tangible representation of what their neighborhood could feel like if their ideas became reality This method allowed participants to see their ideas take shape, encouraging more nuanced and exciting conversations around land use, density, and design. Many community members noted how the AR experience helped them better understand scale and placement, and sparked further suggestions and revisions to the original ideas.

Figure 4.11 Economic Development and Housing Activity Map

WHY AUGMENTED REALITY

We chose to integrate Augmented Reality not just as a flashy tech tool, but as a meaningful way to bridge imagination and understanding. While traditional planning materials, maps, renderings, text, can sometimes feel abstract or inaccessible, AR helps translate those ideas into lived experience. By visualizing models within the scale and context of the lots, participants could more easily grasp scale, purpose, and human interaction in a way that static visuals often fail to deliver. Moreover, AR encourages exploration. Instead of passively viewing ideas, community members became active participants, walking around the models, viewing from different angles, and imagining how these spaces would function in their day-to-day lives. This level of engagement and embodiment creates stronger emotional connections to planning decisions and fosters a deeper sense of agency and excitement. Ultimately, AR allowed us to co-design with the community in a more dynamic, visual, and inclusive way.

Figure 4.12 - 4.16 Residents Engaging with Augment Reality

CONTRIBUTION TO THE FIELD OF COMMUNITY ENGAGEMENT

- A Tested Method with Repeatability -

This two-part engagement process not only guided the development of the Equity Alliance of Michigan Neighborhood Resiliency Plan but also offered important takeaways for the broader field of community engagement. By combining familiar participatory tools, like mapping and sticky notes, with immersive technologies like AR, we showed how traditional and innovative methods can work together to amplify community voice. The shift from abstract ideas to tangible 3D visualizations helped residents engage more deeply and sparked richer conversations around design, scale, and use. Importantly, the AR workflow we developed is intentionally lightweight and replicable, it relies on accessible technology (mobile devices, image markers, and downloadable apps), making it adaptable for other neighborhoods and planning contexts. This approach reinforces the value of iterative engagement, builds trust through visual transparency, and provides a model for planners and community organizations looking to co-create more inclusive, visual, and actionable planning outcomes.

I. INTERVIEWS

In this report, our capstone team prioritized engaging with both residents and external stakeholders to ensure an accurate and detailed understanding of the neighborhood. We aimed to achieve a deeper understanding of the community through interviews, learning about individuals’ lived experiences within our focus areas, our three pillars: ECONOMIC DEVELOPMENT, HOUSING, AND FOOD SECURITY. We value the experience of those who have been working with and residing in the community, and acknowledge that our work will affect these individuals long after our report is published. Throughout this process, we conducted semi-structured interviews with residents, EAOM employees, Block Club leaders, staff of the City of Detroit, entrepreneurs, a community development finance institution, two community development intermediaries, and the nonprofit that is working along the whole Greenway. This interview process spanned over three months and consisted of in-person meetups, phone calls, and Zoom meetings. When we attended the first community meeting at EAOM on January 26, 2025, we distributed a spreadsheet asking every attendee to provide their contact information and their areas of interest within the Three Pillars. Every individual who provided their information was contacted by a member of our team to schedule an interview. Once interviews were conducted, we then asked every interviewee to connect us with any additional contacts. We also reached out to the planners responsible for the Joe Louis Greenway project to better understand how our work can tie into any additional work being done in the area.

Throughout the interview process, we interviewed over 20 people. 10 of these interviews were residents, nine were community partners, including City of Detroit employees, five of these were Block Club leaders, and three employees at EAOM. When we interviewed each of the above individuals, we provided standardized questions to address each of the Three Pillars for individuals with specific interest or insights on Food Security, Housing, or Economic Development. We also customized additional questions relevant to individuals as needed. All interviewees were invited to our final presentation at the EAOM meeting held on April 27th, 2025. This report will be emailed to all participants who provided us with email addresses. In addition, EAOM will receive a hard copy of the report. Every individual who assisted us in this process played a critical role in our evaluations and recommendations, and we are extremely grateful to everyone who lent us their time and knowledge.

20 INTERVIEWEES

From resident and stakeholders’ insight, we gained...

1. A deeper understanding of the programs offered by Equity Alliance and how they benefit community members.

2. Insight into alternative food distribution systems happening in the city.

3. An understanding of how the neighborhood functioned decades ago from the perspective of long-time residents.

We learned...

1. That highly skilled members of the community are ready to do the work needed to create the neighborhood they want, but adequate funding is key to success.

2. That EAOM could facilitate organizing property and business owners to create a shared vision and growth strategies to attract funding and programming support for commercial corridor revitalization.

3. How the Midwest-Tireman Framework Plan’s intentions for a future grocery store are further away than residents need, and that they are organizing to secure access to healthy foods in their neighborhood.

4. What it looks like to Midwest-Tireman residents for their neighborhood to thrive.

Figure 4.17 Midwest-Tireman Block Club Council Meeting

THREE PILLARS OF INTERCONNECTEDNESS

The Three Pillars of this report: ECONOMIC DEVELOPMENT HOUSING AND FOOD SECURITY represent the highest priority elements as described by Midwest-Tireman residents. Each of the strategies and recommendations within these Three Pillars are guided by Equity Alliance of Michigan’s Three Pillars of Equity: ENTREPRENEURSHIP, EMPOWERMENT, AND EMPLOYMENT MOBILITY.

E CONOMIC DEVELOPMEN T HOUSING FOOD SECURITY

This section addresses key challenges around activating commercial corridors and supporting entrepreneurs to advance the Midwest-Tireman’s economic sector. This section provides recommendations for EAOM to build upon existing entrepreneurship programs to attract, train, and retain small businesses in establishing themselves along economic corridors and the Joe Louis Greenway.

This section addresses key housing challenges such as older housing stock and vacant lots in Midwest-Tireman and provides recommendations for EAOM to strategically leverage their existing programs to support home repairs, neighborhood beautification, and diversified housing supply.

This section addresses key food security challenges in Midwest-Tireman, such as the long distances that residents must travel to acquire healthy and nutritious food. This section provides recommendations for EAOM to leverage their community garden, commercial kitchen, and entrepreneurship programming to meet short- and longterm food security needs, build social cohesion amongst the neighborhood’s various demographics, and support food entrepreneurs.

ECONOMIC DEVELOPMENT

A. ECONOMIC DEVELOPMENT

The economic condition of Midwest-Tireman mirrors neighborhoods across Detroit in many ways: declining population, disinvestment in commercial corridors, distressed residential structures, and limited access to healthy, affordable food options in the neighborhood. This means that residents are shopping and spending outside of Midwest-Tireman, instead of keeping dollars in circulation within their community. While residents have felt Midwest-Tireman is one of Detroit’s “forgotten neighborhoods,” Equity Alliance of Michigan (EAOM) and the newly developed Joe Louis Greenway (JLG) are assets in residents’ efforts toward neighborhood revitalization.¹

The JLG also opens up new place-based economic possibilities for the Midwest-Tireman neighborhood. As a significant regional amenity, the JLG has the potential to draw both residents and visitors into the area, creating demand for small businesses that offer food, recreation, retail, and cultural experiences. This creates a key opportunity to activate underutilized commercial corri-

dors with businesses that service the daily needs of the neighborhood. Pop-up markets, cafes, and even community-led activities are just a few examples of small businesses’ activation that could flourish on and around the Joe Louis Greenway.

This section analyzes existing economic conditions within Midwest-Tireman, highlighting the lack of diverse businesses and commercial investment in the neighborhood. We then examine Equity Alliance of Michigan’s current community-driven economic programming centered around small business development, workforce development, and fostering an inclusive community. Lastly, we detail future opportunities for Equity Alliance of Michigan to support local entrepreneurs, activate underutilized commercial spaces, and create sustainable employment to further the community’s economic growth.

¹ (City of Detroit Planning & Development Department, Midwest-Tireman Neighborhood Framework, 2024)

¹

²

³

I.CURRENT BUSINESS AND ECONOMIC STATUS

ECONOMY

The median household income in the Midwest is approximately $13,013 less than that of the City of Detroit, at $38,080. With an unemployment rate of 23%, the neighborhood has a per capita income of $14,204.¹ Compared to Detroit’s unemployment rate of 10.80% and per capita income of $24,029.²

EXISTING CONDITIONS

Midwest-Tireman commercial corridors sit off of West Warren Avenue, Livernois Road, and Tireman Road, with a few commercial spaces on Chicago Boulevard, Joy Road, and Milford Street.³ Once a vibrant corridor that provided residents a walkable community with businesses that serve the neighborhood, most developed lots are now occupied by places of worship, automobile shops, or liquor stores. There is also limited access to affordable, healthy food options due to the scarcity of grocery stores and food-related businesses.

Figure 5.1 Commercial structures in Midwest-Tireman

(City of Detroit Planning & Development Department, Midwest-Tireman At-A-Glance, n.d.)

(US Census Data 2020); (US Census Data 2023)

(City of Detroit Planning & Development Department, Joe Louis Greenway Westside, 2024)

The following descriptions are taken from the Midwest-Tireman Framework Plan⁴ Resiliency Hub:

The Resiliency Hub builds upon the activity at Equity Alliance, a key community anchor, along with active and developing businesses. This hub addresses the needs for job training, small business development, and economic and community programming. For complete information on the M-T Framework Plan Resiliency Hub, see page 63.

Learning & Healing Hub:

This hub builds upon activity at the Sampson-Webber Leadership Academy. Stabilizing single-family homes and duplexes on Larchmont, and engaging in new development. For complete information on the M-T Framework Plan Learning & Healing Hub, see page 79.

Food and Drink Hub:

This hub focuses on the former Ruthruff school site as a key candidate for a new regional grocery store or supermarket in response to the high demand for a regional grocery store. Additionally, activating large clusters of city-owned property to enhance current food and drink businesses, Soul On Ice, and creating opportunities for temporary pop-up events and other food-centered programs that can further develop the hub as a destination for wining and dining. For complete information on the M-T Framework Plan Food and Drink Hub, see page 93.

Recreation & Restoration Hub:

This hub identifies gaps in neighborhood amenities and provides recommendations to develop open space amenities at the Sherill School Site, as well as improve existing park and open space amenities. For complete information on the M-T Framework Plan Recreation & Restoration Hub, see page 103.

Figure 5.2 Commercial structure ownership within the Midwest-Tireman neighborhood.

⁴ (City of Detroit Planning & Development Department, Midwest-Tireman Neighborhood Framework, 2024)

FUTURE LAND ACTIVATION

To address redevelopment challenges in the neighborhood, the Midwest-Tireman Framework Plan identifies “Hubs & Nodes” as an element to revitalize these spaces into various businesses that meet the needs of the residents in the neighborhood. The framework planning team utilized site analysis and continuous conversation with the community and city stakeholders to identify the use of each hub that builds upon leveraging existing investments made by the community. Nodes are a mix of strengthening current neighborhood assets and sites for future projects and development.

II. EQUITY ALLIANCE ECONOMIC PROGRAMMING

As a key element of Midwest-Tireman’s planned Resiliency Hub, EAOM offers programming reflective of resident needs and efforts to spur neighborhood revitalization through Entrepreneurship Training, Workforce Development, and Community Empowerment. These program initiatives are aligned with EAOM’s Three Pillars: Entrepreneurship, Empowerment, and Employment Mobility, which strategically focus on the development of small businesses, activation of underutilized buildings, creation of jobs, job training in skilled trades, and other emerging careers in industries that are in high demand.

ENTREPRENEURSHIP

Entrepreneurship Drop-In

WORKFORCE DEVELOPMENT

Growing Together – EAOM Community Garden Initiative

March 26, 2025 – Oct 31, 2025

April 2025 to September 2025

Future Focus Initiative April 26, 2025

Program Name

A weekly support initiative designed to provide new and aspiring business owners with a consistent, welcoming space to access expert guidance, resources, and a collaborative community. Entrepreneurs receive real-time help with business planning, marketing, finances, legal structure, and scaling strategies. With no formal commitment required, participants can “drop in” as needed, ensuring accessible and equitable support for those navigating their entrepreneurial journey.

Start Date and Program Duration

• Empower Detroit-based entrepreneurs to launch, grow, and sustain their businesses

• Provide real-time coaching, tools, and mentorship for business challenges

• Foster a peer support community that encourages collaboration and innovation

• Connect entrepreneurs to grants, funding opportunities, and technical assistance

• Strengthen Detroit’s Small business ecosystem by increasing local business success and resilience

Equity Alliance of Michigan (EAOM) transforms dedicated green space in Detroit into a vibrant community garden that serves as a hub for education, sustainability, and food security. During the program, residents come together to grow produce, participate in hands-on workshops, and build community resilience through environmental stewardship

The Future Focus Initiative is an 8-week job readiness and empowerment program tailored for individuals ages 16 and up who are economically disadvantaged, underemployed, or navigating career transitions. Designed by Equity Alliance of Michigan, this initiative provides hands-on training, mentorship, and the tools necessary for securing meaningful employment in high-demand industries. Through a focus on digital skills, career branding, and financial wellness, participants are equipped to not only land jobs—but to build long-term stability.

The Skilled Trades Workforce Initiative is a hands-on, project-based workforce development program that equips high school students from Randolph Career and Technical Center with paid construction work experience and industry-recognized certifications. Led by Equity Alliance of Michigan and supported by Ballmer Group, New Hope CDC, Barton Malow, and RG Group, this initiative provides a bridge between classroom learning and real-world application. Students will gain direct experience through home rehabilitation projects in the Midwest-Tireman neighborhood and the expansion of the Equity Alliance headquarters, contributing to Detroit’s workforce pipeline and neighborhood revitalization.

• Improve food security by producing fresh vegetables and herbs for local families.

• Promote sustainable practices through workshops and volunteer opportunities.

•Strengthen community cohesion and mental wellness by fostering intergenerational engagement and connection with nature.

•Provide training in digital literacy, communication resume development, and interview skills

• Bridge the technology gap by distributing laptops and providing software training

• Promote long-term financial wellness and workforce retention strategies

• Facilitate mentorship and exposure to local hiring employers and career pathways

• Deliver industry-recognized certifications (e.g., OSHA-10, NCCER, EPA Lead-Safe)

• Facilitate mentorship from experienced professionals and Randolph alumni

• Engage students in real-world renovation and construction projects

• Strengthen the Midwest-Tireman neighborhood through property improvements

•Prepare students for apprenticeships, employment, or continued education in the skilled trade

Program Name

STEM Initiative: Innovate. Explore. Empower. September 20, 2025

COMMUNITY EMPOWERMENT

Motor City Makeover May 17, 2025

Community Baby Shower Initiative

July 20, 2025

Summer Discovery Program

July 7, 2025

Program Name

The STEM Initiative is a youth-centered program designed to spark interest, build skills, and increase representation in science, technology, engineering, and math fields. Through a mix of hands-on learning, tech exploration, field trips, and mentorship, the initiative aims to bridge the opportunity gap for underrepresented youth in Detroit. Participants will engage in project-based challenges, coding, robotics, and real-world STEM applications—empowering them with confidence and exposure to future career paths.

The Motor City Makeover is an annual citywide initiative that empowers residents, block clubs, businesses, and community organizations to revitalize and beautify Detroit neighborhoods through organized clean-ups and beautification projects. Equity Alliance of Michigan will mobilize volunteers, provide supplies, and lead clean-up days throughout the Midwest-Tireman area to support this effort. This initiative fosters civic pride, promotes safety, and unites neighbors in a shared mission to keep Detroit beautiful.

The Community Baby Shower is a heartwarming annual event hosted by Equity Alliance of Michigan to celebrate and support expecting and new mothers from underserved communities in Detroit. This event creates a nurturing and empowering space where over 25 mothers are provided with essential baby items, educational resources, health services, and emotional support. The program not only eases the financial burden of new motherhood but also connects participants to ongoing community resources, health professionals, and maternal wellness networks.

The Summer Discovery Program is a comprehensive 8-week academic and enrichment experience designed to support middle school students in Detroit. With a focus on English Language Arts (ELA), Math, personal development, and social-emotional learning, the program provides a safe and engaging environment during the summer months. Students explore financial literacy, wellness, leadership, environmental responsibility, and creative expression through weekly themed activities, daily academic support, and enriching hands-on experiences

Start Date and Program Duration

• Introduce underrepresented youth to STEM concepts and career pathways

• Increase technical literacy and problem-solving skills through hands-on learning

• Promote creativity, collaboration, and critical thinking in real-world applications

• Build confidence and interest in pursuing further STEM education or careers

• Connect youth with mentors and professionals in STEM-related fields

• Engage residents in clean-up and beautification efforts across the Midwest-Tireman neighborhood

• Support the City of Detroit’s goal to restore pride and ownership in communities

• Foster community collaboration and volunteerism

• Promote safety, blight removal, and visual improvements in priority corridors

• Build ongoing neighborhood stewardship through awareness and support

• Provide new and expecting mothers with essential baby care items and maternal supplies

•Promote maternal and infant health through education and access to community health services Offer emotional support, peer connection, and empowerment through group interaction and celebration

•Connect mothers to long-term support services, including housing assistance, parenting classes, and early childhood development programs

• Enhance proficiency in English Language Arts and Mathematics

• Encourage creativity, curiosity, and critical thinking through weekly enrichment themes

• Support social-emotional learning and leadership development

• Foster community connection through service and cultural engagement

• Promote healthy living, financial literacy, and environmental awareness

• Strengthen family engagement through regular communication and culminating events

Senior Wellness Program April 2025 (Every 2nd Wednesday)

Back to School Initiative September 6, 2025

Summer Kickoff / Bike Giveaway Initiative June 28, 2025

Monthly Food Distribution Initiative May 2025 (Every 3rd Thursday)

Program Name

The Senior Wellness Program is a holistic, community-based initiative designed to support the physical, mental, emotional, and social well-being of older adults in Detroit. Through monthly events, interactive workshops, and access to vital health resources, this program empowers seniors to lead healthier, more connected lives. The program creates a safe, welcoming environment where older adults can socialize, learn, and receive preventive care services— all while building supportive relationships within their community.

Start Date and Program Duration

• Improve physical health through screenings, movement classes, and nutrition education

• Support mental and emotional wellness through mindfulness, social activities, and mental health workshops

• Promote safety and independence through workshops on fall prevention, home safety, and elder rights

• Reduce social isolation by fostering a sense of community and peer connection

• Connect participants to healthcare services, local resources, and follow-up care

The Back to School Initiative is an annual community-based event designed to prepare students for the academic year with the essential supplies, resources, and confidence they need to succeed. By combining school readiness support with family fun, health services, and youth empowerment activities, Equity Alliance of Michigan ensures that students begin the school year fully equipped and energized. In 2024, the initiative supported over 250 students, and in 2025, we aim to expand our reach and impact even further.

• Distribute free backpacks, school supplies, clothing, and shoes to 300+ local students

• Promote educational equity and preparedness for underserved families

•Support holistic student success by offering on-site health services and community resources

•Foster a positive, celebratory atmosphere that excites and encourages students

• Strengthen community ties through volunteer engagement and partnership collaboration

The Summer Kick-Off / Bike Giveaway Initiative is a celebratory event that marks the start of summer break by promoting fun, safety, and physical activity for youth in Detroit. Equity Alliance of Michigan will distribute brand-new bicycles and helmets to children and teens while providing a fun-filled afternoon featuring games, music, food, and community resources. The event aims to uplift families, encourage healthy outdoor recreation, and increase access to transportation for local youth.

The Monthly Food Distribution Initiative is a community support program aimed at combating food insecurity by providing consistent, reliable access to fresh produce, pantry staples, and essential grocery items. Hosted at the Equity Alliance of Michigan Community Center, the initiative serves individuals and families across Detroit with dignity and care. The program also connects participants with additional services, including nutrition education, healthcare referrals, and resource navigation.

• Distribute free bicycles and helmets to 150+ youth to promote safe physical activity

• Celebrate the start of summer with a community-centered event that fosters connection

• Promote bike safety and health education for youth and families

• Encourage youth to stay active, confident, and engaged during the summer months

• Connect families with community resources, summer programs, and enrichment activities

• Introduce underrepresented youth to STEM concepts and career pathways

• Increase technical literacy and problem-solving skills through hands-on learning

• Promote creativity, collaboration, and critical thinking in real-world applications

• Build confidence and interest in pursuing further STEM education or careers

• Connect youth with mentors and professionals in STEM-related fields

III. OPPORTUNITIES AND

OPPORTUNITIES FOR SMALL BUSINESS EXPANSION THROUGH COLLABORATION WITH JOE LOUIS GREENWAY STAKEHOLDERS

The 27.5-mile Joe Louis Greenway (JLG) offers people a safe place for multimodal transportation while also connecting neighborhoods, parks, schools, and jobs.¹ This increase in foot and bike traffic offers an opportunity for local businesses to capitalize on the visibility and activity generated by the Greenway. Midwest-Tireman has several streets with low commercial activation that intersect with the JLG. Through engagement, the Joe Louis Greenway Westside Planning Study explored ways to leverage the Greenway’s future plans to support small businesses along and around the Greenway, as well as activating commercial corridors where they meet the JLG.² The West Warren, Tireman Road,

Joy Road, Chicago Boulevard, Grand River Avenue, and Fullerton Road corridors all intersect with the Greenway and have underutilized commercial spaces that can be repurposed to meet neighborhood needs, create jobs opportunities, and foster economic growth. These corridors are outlined in red in Figure 5.3. The investment in activating vacant lots and commercial structures with JLG stakeholders, community partners, and other public-private partnerships has the potential to attract other business owners, developers, investors, and residents. A recent real estate market study in 2022 classified Midwest-Tireman as a “Fertilize Market,” one that necessitates a combination of this type of investment.³

¹ (“Joe Louis Greenway – Detroit Greenways Coalition”, n.d.)

² (City of Detroit Planning & Development Department, Joe Louis Greenway Westside, 2024)

³ (City of Detroit Planning & Development Department, Joe Louis Greenway Westside, 2024)

Figure 5.3 The JLG Westside Planning Study mapped each commercial corridor and the existing business types on each.

RECOMMENDATION FOR SMALL BUSINESSES - RETAIL INCUBARTION

Retail incubation offers emerging retail entrepreneurs the opportunity to test and grow their business, reducing the startup costs associated with purchasing a brick-and-mortar. Incubators support commercial revitalization through vacant commercial space activation, blight reduc-

Year 1 - 2

tion, increased walkability, and investment into a community. Program participants are provided with business development support, marketing, signage for storefront activation, and access to a cohort of fellow retail entrepreneurs.

EAOM capacity to successfully implement programs is essential to the growth of Midwest Tireman. We recommend that Equity Alliance offer winter and summer internships for college students, providing onthe-ground experience supporting neighborhood revitalization and program management. The University of Michigan Taubman College of Architecture and Urban Planning, as well as the Detroit Neighborhood Entrepreneurship Project, are good sources for students since they actively partner with other Detroit organizations for internships. To maximize current assets and lower costs, we recommend that Equity Alliance activate its hub and vacant commercial lot for pop-up events, to foster business growth, provide temporary activation of vacant spaces, attract city investment, and build community. In this process, we recommend that Equity Alliance coordinate with Joe Louis Greenway stakeholders in expanding existing small business services through funding and program assistance. This aligns with the JLG Framework Plan and JLG Westside Planning Study goals of, “strategically invest[ing] to better connect commercial corridors within walking distance of the JLG and create programs,” and “create programs and spaces to support retail activity along the JLG” are mentioned as strategies to empower entrepreneurs, support existing businesses and connect residents to jobs.⁴ At this time, EA should develop a proposal for a “Retail Incubation Program.” We recommend that EA align program goals and deliverables with the types of business residents have voiced a need for, local business owners’ needs, as well as JLG’s goals for their Micro Pilot program. There’s an opportunity for EAOM to see where they’re strengths are as assets for JLG in this process.

Year 3 - 5

As Equity Alliance grows its small business development programming, it will be important for them to hire a full-time team member who can manage EA entrepreneurship programming and create additional programs that meet the needs of local entrepreneurs. Our entrepreneurial recommendations and future EA programming require someone’s full-time dedication. This new team member will allow capacity amongst EA’s leadership to focus on other organizational initiatives. Organizations that support business support organizations like the New Economy Initiative (NEI), Joe Louis Greenway (JLG), Detroit Means Business (DMB), and Detroit Economic Growth Corp. (DEGC) are great funding resources for small business operations’ needs.

We recommend that Equity Alliance pitch the “Retail Incubator Program” to community partners like JLG

⁴ (City of Detroit Planning & Development Department, Joe Louis Greenway Westside, 2024)

because of their proposal for micro-pilot sites on vacant commercial spaces that intersect with the greenway. The goal of this pitch is for Equity Alliance to present the assets they bring to Midwest-Tireman entrepreneurs and Equity Alliance’s ability to either have their program funded or manage the JLG Micro Pilot Program and streamline business to the pilot program from entrepreneurship training programming.

Year 5+

In this timeframe, Equity Alliance will have a gauge on whether they will have capital to renovate a vacant commercial space for the Retail Incubation Program or if they will partner with community partners to manage the small business TA and other programming of their retail incubation pilot program. The Commercial Map in the Economic Development Chapter of this report offers Equity Alliance a head start in managing the data of building inventory for potential incubation spaces. We recommend that EA leverage its construction vocational school and relationships with community partners to renovate a vacant commercial space. If EA is unable to secure enough funding to renovate a commercial space, we recommend that EA work with community partners that support business initiatives like the Joe Louis Greenway Partnership and the greenway stakeholders to support the development of an incubation program for emerging business owners in Midwest-Tireman. Equity Alliance can support ecosystem partners in managing the program and creating a pipeline of entrepreneurs for the program that match the type of businesses residents would like to see in their neighborhood.

To make this process seamless, EA should utilize its internal business data and refer potentially brickand-mortar-ready entrepreneurs to the Retail Incubation Program. This creates a business development pipeline in Midwest-Tireman that EA is facilitating. A pathways track that supports the growth of entrepreneurs can attract new businesses that meet resident needs and developers to the neighborhood, which can encourage the investment of neighborhood amenities centered on retaining residents and local businesses. As commercial spaces in Midwest-Tireman expand, there’s a higher possibility of infill commercial and mixed-use development being feasible due to market demand and profitability returns for property and business owners. We recommend that EA provide hands-on technical assistance for small businesses that are seeking brick-and-mortar spaces in Midwest-Tireman but lack knowledge of the real estate development process. Instead of being a developer, this recommendation allows Equity Alliance to support emerging business owners navigate through their development process. Similar to the E. Warren Development Corp (EWDC) Developer Assistance Program (DAP), Equity Alliance will serve as a touch point between the city, funding sources, and the business owners.

Figure 5.4 Retail Incubation Rendering

Figure 5.5 Retail Incubation Rendering

OPPORTUNITIES TO ATTRACT, GROW, AND RETAIN SMALL BUSINESSES

Detroit’s small business development has transformed over the last decade. Neighborhood-centered growth, creation of business service organizations (BSO’s), and alignment between CDFIs, BSO’s, and funders have created an ecosystem that is resourceful for entrepreneurs. From the development of this ecosystem, tech-

nical assistance in business planning, marketing, access to capital, incubation programs, and brick-and-mortar placement programs has attracted businesses and investors to Detroit. Midwest-Tireman has gaps in neighborhood needs and amenities that can potentially be filled by emerging entrepreneurs in Detroit.

RECOMMENDATION FOR ORGANIZING ECONOMIC STABILITY

Creating a cohesive strategy for corridor revitalization was an important takeaway from our non-resident stakeholders that we interviewed. A Small Business Association (SBA), a local organization that represents and supports small businesses within a specific geographic area, and a Main Street Program, which focuses on revitalizing initiatives for commercial districts. The SBA has multiple key functions: advocates for corridor safety, facade improvements, policies that support small businesses, and acts

Year 1 - 2

as a network to build trust and culture among entrepreneurs and property owners. Similar to SBAs, a Main Street Program supports implementation of SBA goals and can also curate shared marketing and promotion strategies to attract new visitors to local shops and other neighborhood amenities. Midwest-Tireman small businesses can then support corridor revitalization through advocating for underrepresented voices, local spending & wealth circulation, and preventing the displacement of businesses.

We recommend that Equity Alliance lead coordination and support in organizing a Small Business Association, alongside community leaders in Midwest-Tireman and the city of Detroit. As coordinator, Equity Alliance doesn’t have to take ownership of the association if it chooses not to; however, we recommend that theY have representation on the Board of Directors and lead community engagement. As a key stakeholder in Midwest-Tireman, EA is viewed as a trusted connector and community builder by the City of Detroit Housing and Revitalization Department and Planning and Development Department, community partners, and funders. Leveraging these relationships and current program efforts will increase success in activating commercial spaces. We recommend that Equity Alliance analyze City of Detroit reports on Midwest Tireman and their own data, to assess local business needs and mapping of existing and closed businesses. Next, they elect a Board of Directors that facilitates conversation between business owners and property owners to curate a mission, goals, commercial boundary, and structure of the organization that reflects community needs and legally file the association.

We recommend Equity Alliance to evaluate property owner needs (through SBA or independent canvassing). This process allows EA to streamline tailored TA to property owners through workshops and resource fairs with BSEED and Motor City Match, a non-profit that helps start new permanent busi-

nesses and expand existing businesses in Detroit’s commercial corridors through tailored assistance. Business owners can receive two types of awards for Motor City Match: a technical assistance award for business/architectural services and a financial assistance award to fund brick-and-mortar projects.⁵ To help the efforts of BSEED, Motor City Match, and other community partners, we recommend updating the building and land inventory from the SBA or through Equity Alliance facilitation.

Year 3 - 5

In the medium term, we recommend that Equity Alliance coordinate with the Michigan Main Street Program, gain technical assistance in revitalizing their business district, and create a Midwest Tireman Main Street Initiative. The Michigan Main Street Program supports communities in the activation of their commercial corridor through a community-driven model providing technical assistance, improved storefront facades, training, and resources to help community leaders attract investment to build strong, resilient neighborhood corridors. To start a Main Street initiative, Equity Alliance must bring together local stakeholders – residents, businesses, and property owners – to create a shared vision and apply for support through the Michigan Economic Development Corporation (MEDC).⁶ The majority of organizing for the Midwest Tireman Main Street initiative would have taken place through the SBA and quarterly meetings with residents, businesses, and property owners.

Year 5+

In the long term, a small business association for Midwest Tireman will be established, and initiatives will be gradually implemented to meet corridor goals. As the SBA is developed, we recommend gauging property owners’ interest in a Business Improvement Zone, which is a designated area where local businesses and property owners collectively invest in a fund for improvements and services that benefit the commercial district. For example, there is a Downtown Detroit BIZ and an East Jefferson BIZ that attract visitors to these places. This recommendation is to get property owners to strategize ways to create a clean, safe, and inviting neighborhood on a continuous basis, outside of the city’s efforts. A BIZ would fund lighting, safety, cleaning programs, and landscape maintenance improvements. It is possible that in over five years, Midwest Tireman will not be BIZ-ready. Therefore, we recommend EA continue street clean-up and neighborhood beautification programs and further them by incorporating more community stakeholders.

OPPORTUNITIES FOR

EQUITY

ALLIANCE PROGRAMMING TOWARDS NEIGHBORHOOD REVITALIZATION

Overall, Midwest-Tireman seeks to improve its housing stock, streetscapes, job creation, and activation of commercial space to meet residents’ needs. Equity Alliance of Michigan has undergone community engagement with residents and community block clubs to create programming around these key elements. This creates an opportunity for EA to funnel the suc-

cessors of their entrepreneurship programs to provide neighborhood amenities, revitalize commercial corridors, and create jobs. EA workforce development programs also offer potential for participants to engage in repairing deteriorated commercial and residential structures, as well as for employers in skill trades or other industries to relocate to the neighborhood.

RECOMMENDATION FOR EXPAND COMMERCIAL KITCHEN PROGRAMMING

To take full advantage of their hub, Equity Alliance of Michigan should request a zoning change for its community hub to be rezoned from a Two-Family Residential District (R2) to a Local Business and Residential District (B2). Having their space zoned for commercial use would allow Equity Alliance to rent their commercial kitchen to food entrepreneurs at an affordable rate. Monetizing the activation of their commercial kitchen space would offer EA a stream of cash flow that could be recycled back into entrepreneurship programming. A

Year 1 - 2

zoning request should be submitted after the current draft of the City Master Plan is adopted, before proposing the rezoning. The new Master Plan will likely reflect Detroit’s growing entrepreneurial spirit and may result in a more favorable rezoning decision from the City Council. Additionally, participation from neighboring property owners on Walton St, Rangoon St, to W. Warren Ave, can increase success for the proposed rezoning from R2 to B2. OUR EVALUATION IS PRELIMINARY AND SHOULD NOT BE CONSIDERED LEGAL ADVICE.

To ensure compliance with current zoning regulations, we recommend that EA allow food entrepreneurs to utilize their kitchen space and, instead of a monetary exchange, business owners can donate food to the community. EA will facilitate the distribution of food. This recommendation offers food entrepreneurs a space to launch their food business legally and safely due to EA’s kitchen meeting licensing and health code requirements. It also allows EA to empower small business owners and create temporary solutions to Midwest-Tireman’s food security.

We also recommend that Equity Alliance use their commercial kitchen for workshop training food entrepreneurs in food truck prep, recipe standardization, scaling for production, and obtaining their ServSafe Certification. During this time, we recommend that EA begin gathering materials needed to apply for rezoning, to ensure pre-application preparedness and the possibility of shortening the process. The current timeline for this process is approximately 21 weeks.

After the current draft of the City Master Plan is adopted, we recommend that Equity Alliance apply for a rezoning for their Community Hub from R2 to B2 – to meet community needs, increase support for small businesses, and encourage mixed-use development along W. Warren. A rezoning must meet all criteria detailed in Section 50-3-70 of the Zoning Ordinance to be approved. We recommend visiting the City of Detroit Planning Commission webpage for the rezoning process and timeframe.⁷

Year 3 - 5

Once Equity Alliance Community Hub has been rezoned to B2, we recommend developing a Food Pathways Program – a 6 -12 month food entrepreneurship-centered program designed to help early-stage food business owners launch, grow, and sustain their businesses. The program would allow participants access to a licensed commercial kitchen for testing recipes, one-on-one mentoring, entrepreneurial training in business planning, access to capital, marketing, sourcing, packaging, distribution, and food safety certifications. We recommend you provide entrepreneurs with market exposure opportunities, such as selling at upcoming pop-up events, local farmers markets, community food festivals, or along the Joe Louis Greenway. Funded through strategic community partnerships with Equity Alliance, New Economic Initiative (NEI) and Joe Louis Greenway – business owners who graduate from the program can pitch for a business grant for startup costs and be connected to additional capital resources.

Year 5+

Utilizing their internal small business data, we recommend that Equity Alliance streamline retail-ready food entrepreneurs to commercial spaces within the Midwest-Tireman Food and Drink Hub or other Hubs and commercial pockets within the neighborhood. To make this process seamless, we encourage EA to identify reputable and motivated property owners to refer to food entrepreneurs. Due to new entrepreneurs’ lack of experience negotiating leases or managing landlord relationships, referring food business owners to vetted, mission-aligned property owners is a proactive approach to ensuring there’s transparency in affordable leasing opportunities, retail spaces are code-compliant and well-maintained, and landlords invest in tenant success. This approach contributes to commercial corridor stability, protection from local entrepreneurs from early displacement, and an ecosystem of shared success between business owner, property owner, and neighbor.

OPPORTUNITIES FOR ADAPTIVE REUSE AND INFILL DEVELOPMENT

With numerous vacant buildings and parcels of land, Midwest Tireman is full of untapped potential for redevelopment and reinvestment. These structures offer a blank canvas for new community gathering spots, local businesses, and housing. With place-based programming and strategic planning, vacant properties can be transformed into equitable assets that provide vibrant neigh-

borhood services. The availability of vacant land and structures for adaptive reuse and infill projects also lowers the cost of entry for smallscale developers and business owners, creating a space for equitable, inclusive development and creating a stage for a walkable neighborhood with amenities that attract residents and visitors.

⁷ (Detroit City Planning Commission 2024)

HOUSING

B.HOUSING

This section examines current housing conditions, existing programs, and future opportunities concerning housing repair and new housing development in the Midwest-Tireman Neighborhood. In the current housing section, we synthesized data from Detroit’s Open Data Portal and the US Census to analyze the current housing supply and affordability trends. Our data analysis yielded the following key insights: There is a significantly higher percentage (71%) of senior-headed, owner-occupied households.¹ The neighborhood has experienced a significant rise in housing values (41%) and rents (18.7%), outpacing the growth of median family incomes (17%).² In 2024, 47% of the residential land was vacant, with about half owned by the Detroit Land Bank Authority (DLBA).³ This data influences the recommendations we make throughout the housing pillar.

In the Current Assistance Programs and Future Opportunities for Housing sections, we outline existing

and emerging incentives from state and city programs, as well as philanthropic initiatives. These efforts support four key areas: (1) new housing development, (2) homeownership, (3) home repair services, and (4) neighborhood beautification. Key programs include Payment In Lieu of Tax (PILOT) and Low-Income Housing Tax Credit (LIHTC) for affordable housing developments, Down Payment Assistance and Michigan Home Loan for homeownership, and initiatives like Renew Detroit, the 0% Interest Home Repair Loan, and the Detroit Home Repair Fund (DHRF) for home repairs. To address blight and beautify neighborhoods, programs such as Motor City Makeover and the Neighborhood Beautification Program, and the Lot Licensing Program focus on vacant lots. Building on these opportunities, we have developed four recommendations for Equity Alliance of Michigan (EAOM), each targeting one of the areas mentioned above.

I. ASSETS AND CHALLENGES

HOUSING CHARACTERISTICS

As the neighborhood’s population decreased, Midwest-Tireman has seen a higher percentage of homeownership in the neighborhood, as almost all of the lost households were renters. In 2023, the Midwest-Tireman neighborhood had 3,496 households, down from 3,853 in 2020. As shown in Table 5.2, the number of rental households decreased from 1,771 to 1,456, while owner-occupied households remained largely unchanged, going from 2,082 to 2,040. In 2023, 58.4% of the neighborhood households were owner-occupied, compared to the 49.7% owner-occupied rate in the City of Detroit.¹

As shown in Figure 5.6 and 5.7, a closer examination of Midwest-Tireman housing types reveals that in 2023, 89% of owner-occupied households lived in single-family homes, with none residing in multi-family housing of over five units. On the other hand, a slight majority (54%) of renters lived in single-family homes. ³

About 17.8% of the neighborhood renters lived in two-unit housing structures, which include duplexes. Approximately 9% of renter-households reside in multi-family buildings of five units or more.⁴

A 2024 neighborhood survey revealed that there are 15 multi-family rental buildings in Midwest-Tireman, all constructed before 1960, consisting of a total of 159 housing units. Notably, the survey found that those buildings listed as deferred maintenance, or “necessary maintenance, repairs and upgrades or replacements that are put on hold until some time in the future,” were more likely to have below-average rents and revenue as compared to other Detroit neighborhoods.⁵ ⁶

Source: American Community Survey 2020, 2023 5-year estimate² TABLE 5.2 HOUSING TENURE IN

Figure 5.6 Renter Occupied Units

Source: American Community Survey 2023 5-year estimate ⁷

Figure 5.7 Owner Occupied Units

Source: American Community Survey 2023 5-year estimate ⁷

The demographic trends among owner-occupied households show that there is an increase in ownership of seniors aged 65 and older, rising from 819 to 870.⁸ In Midwest-Tireman, 71% of these senior owner-occupied units were constructed before 1939, compared to 36% in Detroit.⁹ In resident interviews, long-term residents shared that the homes they live in have been passed down to them by previous generations. Many of these homeowners expressed devotion to maintaining the older homes they have inherited. Such an increase in senior owner-occupied homes highlights the need for more home repair resources to stabilize these buildings and foster intergenerational wealth.

HOUSING MARKET TRENDS AND HOUSING AFFORDABILITY

As shown in Table 5.3, from 2020 to 2023, the Midwest-Tireman neighborhood experienced an increase in the average median income (AMI), as well as the median home value and median rent. The chart below outlines these changes.

In late 2024, the Kendrick Ballard Group conducted a Google Form home repair needs survey with the residents. Although the survey received only 10 responses, it highlighted a significant demand for window replacements, indicated by seven responses, as well as the need for heating or cooling systems, with four responses. Additionally, two residents reported negative experiences with past home repair contractors, which led to exacerbated problems.

Source: American Community Survey 2020, 2023 5-year estimate 10 11 12

TABLE 5.3: MIDWEST-TIREMAN

Such an increase in property values might be one driving factor behind the high number of speculative properties. According to the Property Praxis project, researchers from Wayne State University identified speculative properties as those with non-resident owners possessing more than 10 properties in Detroit.¹³ In Midwest-Tireman, 251 such parcels and properties were identified as speculative, as highlighted in Figure 5.8.

Figure 5.8, Parcel status and Blight Ticket Distribution in Midwest-Tireman Neighborhood

¹³ (Hill and Akers, n.d.)

¹⁴ ( City of Detroit, Parcels (Current), 2025)

¹⁵ (City of Detroit, Blight Violations, 2025)

¹⁶ (City of Detroit, City of Detroit Open Data Portal, 2025)

¹⁷ (Hill and Akers, n.d.)

As shown in Table 5.4, From 2020 to 2023, there was a slight decrease in both cost-burdened owner-occupied and renter-occupied households. The chart below highlights these trends in housing affordability.

Source: American Community Survey 2020, 2023 5-year estimate ¹⁸ ¹⁹

NEIGHBORHOOD VACANCY

As shown in Figure 5.9, from 2013 to 2023, Midwest-Tireman experienced a total of 1,960 building demolitions. The number of demolitions rose sharply in 2019, and later gradually declined after 2022. From 2020 to 2024, the neighborhood has seen no new construction, resulting in continuous high land vacancy rates. As shown in Figure 5.10 and Figure 5.11, 4,200 (47%) of the 8,906 residential parcels were vacant, with about 50% owned by the Detroit Land Bank Authority (DLBA).

TABLE 5.4

Figure 5.9: City of Detroit Open Data Portal, Completed Residential Demolitions 20

During our interviews, many residents expressed concerns regarding illegal dumping throughout the neighborhood on residential properties. High vacancy rates are likely connected to increased dumping, resulting in increased burden on remaining residents to clean up. A 2018 City-Wide study in Philadelphia found that “neighborhoods where vacant lots were cleaned up experienced a 29 percent reduction in gun violence, 22 percent decrease in burglaries, and 30 percent drop in nuisances like noise complaints and illegal dumping”.²²

Low housing density is not only connected to issues like illegal dumping and crime, but also influences efforts to advance food security and economic development. Research suggests that a supermarket requires a minimum residential density of 18 units per acre, while a small corner store requires at least seven units per acre.²³ As of 2023, Midwest-Tireman has 3,496 occupied housing units and 3,201 unoccupied units, amounting to two occupied units and 3.9 total units per acre.²⁴ Thus, the current level of housing density is insufficient to attract grocery stores to address immediate food security needs. However, efforts to develop affordable, diversified housing stock and beautify vacant lots can, over time, increase the neighborhood’s density and address some of these interconnected concerns.

Figure 5.10 City of Detroit Open Data Portal, Parcels ²¹

Figure 5.11 The vacant parcels in Midwest Tireman ²⁵

II. CURRENT ASSISTANCE PROGRAMS AND EFFORTS

There are currently a variety of assistance programs offered by the city of Detroit and the state of Michigan that can help guide residents in the Midwest-Tireman neighborhood on homeownership, home repairs, and funding opportunities. These programs offer a variety of programs, from home repair

to down payment assistance for current residents. The chart below illustrates programs that residents can take advantage of, as well as what the program includes. Each program also has eligibility requirements listed, which are important for residents to consider: PROGRAM

Detroit 0% Interest Home Repair Loan

$5,000-$25,000 interest free loan

Renew Detroit Roof and/or Window Repair

Detroit Home Repair Fund (Gilbert Foundation)

Detroit Home Repair Fund (Gilbert Foundation)

Detroit Downpayment Assistance Program

Grant Support for Home Repair - Amount Varies

Grant Support for Home Repair - Amount Varies

• Downpayment Cost

• Closing Cost

• Prepaid Escrows

MSHDA Downpayment Assistance Loans Downpayment Assistance

• 560 credit score

• Homeowners insurance

• Low-mid income

• Senior (62+) or disabled (18+)

• Have an approved current year HOPE

• Apply for HOPE

• Apply for HOPE

HOPE Program Property Tax Assistance

Enterprise Community Partners CDO Fund

Grant support and technical assistance

• Income Limitation

• Meet with HUD Counseler

• First-Time Homebuyer

• Must be Primary Residence

• Home must not exceed $224,000.

• Meet with HUD Counselor

• Must be Primary Residence

• Must meet income requirements

• No hard requirements, however most funded are BIPOC-Owned and provide some form of real estate services

• Electrical repairs;

• Furnace & HVAC replacement;

• RooF replacement;

• Plumbing.

• Roof repair and/ or windows- not cost restricted

• Essential Home Repair (Based upon applicant)

• Essential Home Repair (Based upon applicant)

• Up to 25,000

• MI 10K DPA Loan (up to $10,000)

• First-Generation Down Payment Assistance Program (up to 25k)

• Reduce or eliminate current years property taxes

• Unrestricted grant

• Technical assistance

• Peer learning and funded retreat

III. OPPORTUNITIES AND RECOMMENDATIONS

OPPORTUNITIES

In addition to the current assistance programs and efforts, Detroit and the state of Michigan offer, through many programs, grants, and nonprofits, ways for Midwest-Tireman to spur housing revitalization. The opportunities in this section address strategies to increase high-quality housing stock, homeownership, and vacant parcel activation. EAOM is well-positioned to provide support to residents seeking these opportunities. Connecting residents to existing resources, training workers to provide home repair services, and supporting neighborhood beautification are priorities for EAOM.

OPPORTUNITIES FOR HOUSING STOCK

· PILOT (Pay in Lieu of Taxes) Program

· LIHTC (Low Income Housing Tax Credit) Program

The Payment in Lieu of Taxes (PILOT) Program is a tax incentive program that allows affordable housing developers to pay a percentage of rental revenue instead of traditional property taxes. This program streamlines the process for creating or preserving affordable housing. The city of Detroit recently launched its new Fast Tack PILOT program as a way to support and address the affordability crisis and the need for affordable housing. This new program allows two things: a 15-year tax break, which makes it easier for developers and builders to get 30 years of financing to build new housing and eliminates the requirement of multiple legal hurdles at the state and local levels. The City estimates this will speed up project approvals by 6-9 months.¹

Low-Income Housing Tax Credit (LIHTC) is a program that incentivizes developers to create affordable rental housing by offering tax credits in exchange for reserving a portion of units for low-income tenants. The replacement of earlier tax incentives with a credit directly applicable against taxable income for over ten years. As part of this program, LIHTC properties are required to maintain these affordability restrictions for at least 15 years. LIHTC can accelerate new construction, acquisition, and rehabilitation of existing properties. These properties must also meet income and rent restrictions to ensure affordability and housing diversity within the neighborhoods they serve. At least 20% of units must have tenants with incomes at or below 50% of the area median income (AMI), and at least 40% of units must be occupied by tenants with incomes at or below 40% of AMI.² These opportunities benefit the Midwest-Tireman Neighborhood by offering developers ways to help the neighborhood increase their housing stocks. With the high percentage of vacant lots, developers can use this to their advantage of helping to increase the housing stock while decreasing the amount of vacant land.

Figure 5.12 Single-Family Residential Unit

RECOMMENDATION FOR NEW HOUSING STOCK

Beyond lot beautification, promoting new housing development in alignment with anticipated future economic growth is an important strategy to maintain housing affordability and address high vacancy. Currently, the PILOT incentive is the most significant local support for affordable housing rehabs and new developments in Midwest-Tireman, particularly as the neighborhood is not selected for the Strategic Neighborhood Fund and federal funds are decreasing. In the short term (Years 1-2) and mid term (Years

Year 1 - 2

3-5), EAOM could focus on identifying and assisting property owners interested in repurposing their existing properties to include more affordable owner or renter units. In the mid and long term (Years 5+), EAOM could facilitate new housing developments on vacant lands and properties to incorporate cottage homes, duplexes, and four-plexes, which have shown financial success in some other Detroit neighborhoods.

We recommend that EAOM survey property owners living in the Midwest-Tireman neighborhoods to understand who might be interested in repurposing their homes to include more rental or ownership units (such as condos) in the structure. For property owners considering renovating their current homes to have four or more units in their building. EAOM could follow up with them about PILOT tax incentives as well. These incentives could allow homeowners to apply for higher loan amounts from lenders, covering the upfront costs of renovation to create at least four affordable rental units.

To achieve this, EAOM could reach out to organizations, such as Invest Detroit, to advocate for dedicated resources to support redeveloping properties within the Joe Louis Greenway footprint to include more affordable rental and ownership units. In our interviews we learned that Invest Detroit is currently envisioning a program similar to the Strategic Neighborhood Fund to offer financial support for affordable housing creation along the JLG.

Figure 5.13 Single-Family Residential Unit

Figure 5.14 Single-Family Residential Unit

Figure 5.15 Single-Family Residential Unit

Year 3 - 5

As EAOM develops its own home repair services, it could consider creating a program that would help homeowners repurpose their properties to include more rental or ownership units. To start this initiative, EAOM could reach out to any individual who previously identified as a property owner interested in redevelopment to get individuals involved in this home repair program.

To facilitate new housing development in the mid to long term, EAOM could acquire vacant parcels and buildings that have potential to be developed into new housing types. The following four areas in the neighborhood are identified in the JLG Westside Planning Study and Midwest-Tireman Framework Plan identified as suitable for multi-family housing developments: the intersections of Joy & Prairie, Beechwood & Prairie, Northfield & Maplewood, and along Alpine St from Tireman to Joy.³ ⁴ ³

Multi-Family Housing Opportunities Area

5.16, Areas for opportunity of Multi Family homes in Midwest-Tireman neighborhood

(City of Detroit Planning & Development Department, Midwest-Tireman Neighborhood Framework, 2024, p. 118 - 119)

Figure

(City of Detroit General Services Department, Joe Louis Greenway Framework, 2021)

(City of Detroit Planning & Development Department, Joe Louis Greenway Westside, 2024)

City of Detroit, Joe Louis Greenway Route Segments, 2025

(City of Detroit, parcels, 2025)

(City of Detroit, City of Detroit Open Data Portal, 2025)

(City of Detroit General Services Department, Joe Louis Greenway Framework, 2021, p. 5 )

Year 5+

We suggest that EAOM reach out to mission-driven developers interested in building on the parcels or redeveloping the vacant properties acquired by EAOM. It is important to clearly communicate EAOM’s vision for these parcels in a way that aligns with the desires of Midwest-Tireman residents. In February and March community engagement sessions, we heard that most residents are concerned about neighborhood characteristics, but are also welcoming to new residents of different demographics and socioeconomic backgrounds. EAOM could indicate to potential developers the type of housing that would benefit the neighbors. Based on our community engagement and research, we think the following two housing types could be favorable to consider:

1.Cottage Homes: Cottage Homes are typically several single-family homes or duplexes arranged around a shared open space. This provides an opportunity for senior households to downsize, but also ensures comfort, , especially connections with neighbors through the open space. Such developments typically involve three or more contiguous parcels of land.

2.Four-plexes and Duplexes: These housing types not only currently exist in the neighborhood but also are proven typologies that have received financing from the Housing and Revitalization Depar tment (HRD).¹¹ For example, the duplex and four-family flat plans in the Osborn Neighbor hood provide both affordable homeownership and the ability for homeowners to rent out units that are supported by housing vouchers for low-income renters. They received a Community Development Block Grant (CDBG) from HRD.in our interviews with HRD we learned that CDBG support may not be availablebe currently available due to tightened federal funding. However, shifts in the national political climate in the long-term might eventually allow for such funding to resume and support these types of middle housing typologies in the Midwest-Tireman neighborhood.

Figure 5.17 Photo of sample cottage homes 10

10 (Green, Josh, 2024)

11 (City of Detroit, Vacant duplexes in Osborn, 2023)

OPPORTUNITIES FOR HOMEOWNERSHIP

· Detroit Downpayment Assistance Program

· Michigan Home Loan Program

· Michigan 10k Down Payment Assistance Loan

The Detroit Down Payment Assistance Program’s sole purpose is to help build homeownership in Detroit. This program provides qualifying residents a grant of up to $25,000 for a down payment on a home. This grant includes interest rate buy-down, closing costs, and principal reduction in conjunction with purchasing a home using a purchase mortgage or a purchase renovation mortgage.¹²

The Michigan Home Loan is similar to the Detroit Downpayment Assistance Program. The state of Michigan offers a program to both first-time homebuyers statewide and repeat homebuyers in targeted areas. The Michigan Home Loan the program targets most counties in Michigan. In order to qualify, applicants must meet the requirements of having at least a credit score of 640, the sales price of prospective homes must be limited to $224,500 statewide, and applicants must complete housing education classes. Unlike the Detroit Down Payment Assistance Program, the Michigan Home Loan must be repaid after the home is sold, refinanced, or no longer occupied as a primary residence.¹³

The Michigan 10k Down Payment Assistance Loan, is similar to the Detroit Down Payment Assistance Program, however, with the MI 10k Program, funds are only available up to $10,000 and must be combined with the MI MSHDA Home Loan. Homeowners must also contact MSHDA approved lenders to apply. Unlike the Detroit Down Payment Assistance Program, this loan is available statewide, but also can be used for down payments, closing costs, and prepaid expenses. Repayment of this loan is deferred until certain events such as pay-

offs of the mortgage, refinancing of a home, or when the home is no longer owner-occupied.¹⁴

These opportunities benefit the Midwest-Tireman Neighborhood by residents funding, that would otherwise not be accessible, to assist in purchasing a home. Most residents in the neighborhood fit well within the area median income restriction that the programs require. Conversely, if residents want to move into the Midwest-Tireman neighborhood and use the listed down payment assistance programs, they are restricted to the same area median income. This restriction will deter gentrification while promoting homeownership. While two of these programs are loans that require you to pay back, the payback period is well after the loan is approved and used. With the anticipated increase in home value in the Midwest-Tireman area, we recommend that Equity Alliance pursue HUD Housing Counseling Agency certification.

This designation would allow the organization to receive funding from HUD to provide essential housing counseling services. By becoming certified, Equity Alliance could offer residents resources that promote stable, informed homeownership through various classes and individual counseling. This would further strengthen Equity Alliance’s role as a trusted community hub, equipping residents with the knowledge and tools needed for long-term housing stability. Pursuing this certification would guide EAOM in supporting equitable and affordable living in the Midwest-Tireman neighborhood and position the organization to meet the growing needs of both new and existing residents.

RECOMMENDATION FOR HOMEOWNERSHIP

These opportunities benefit the Midwest-Tireman Neighborhood by residents funding, that would otherwise not be accessible, to assist in purchasing a home. Most residents in the neighborhood fit well within the area median income restriction that the programs require. Conversely, if residents want to move into the Midwest-Tireman neighborhood and use the listed down payment assistance programs, they are restricted to the same area median income. This restriction will deter gentrification while promoting homeownership. While two of these programs are loans that require you to pay back, the payback period is well after the loan is approved and used. With the anticipated increase in home value in the Midwest-Tireman area, we recommend that Equity Alliance pursue HUD Housing Counseling Agency certification.

Year 1 - 2

This designation would allow the organization to receive funding from HUD to provide essential housing counseling services. By becoming certified, Equity Alliance could offer residents resources that promote stable, informed homeownership through various classes and individual counseling. This would further strengthen Equity Alliance’s role as a trusted community hub, equipping residents with the knowledge and tools needed for long-term housing stability. Pursuing this certification would guide EAOM in supporting equitable and affordable living in the Midwest-Tireman neighborhood and position the organization to meet the growing needs of both new and existing residents.

Equity Alliance is actively working to become a HUD-certified housing counseling agency, a key step in expanding its support for residents on their housing journeys. This certification would enable the organization to offer comprehensive housing counseling services, including homebuyer education workshops, one-on-one counseling for prospective homeowners, guidance for renters and current homeowners seeking home repair resources, as well as foreclosure prevention.

Becoming HUD-certified would also allow Equity Alliance to play a critical role in helping res idents access financial support. Many down payment assistance programs in Michigan require buyers to meet with a HUD-approved housing counselor for one-on-one counseling and homebuyer education classes. By offering these services, Equity Alliance could assist future homebuyers looking to purchase not only in Midwest Tireman, but throughout the entire state helping more people achieve affordable homeownership.

Qualifying Criteria

· Nonprofit Status: The applicant must function as private or public nonprofit organization. The agency must submit evidence of nonprofit status as demonstrated by Section 501 (c) of the Internal Revenue Code.

· Certification: As of August 1, 2021, agencies applying for approval to HUD’s Comprehensive Housing Counseling Program must have a housing counselor that has passed the HUD Housing Counselor Certification Exam prior to application submission.

· Experience: The applicant must have successfully administered a housing counseling program for at least one year.

· Community Base: The applicant must have functioned for at least one year in the geographical area that the applicant proposes to serve.

· Counseling Resources: The applicant must have sufficient resources to implement its proposed counseling plan no later than the date of HUD approval.

Submitting Applications to HUD for Approval

The following documents listed below must be included in the application:

· Form HUD-9900 Application (Expires 7/31/2027). Complete both the PDF application and Attachment A:

o HUD Form 9900: Application for Approval as a Housing Counseling Agency (PDF) o HUD-9900 Attachment A – Screening for Ineligible Participants (XLSX)

· Documentation of 501(c)

· Eligibility documents for government entities (if applicable)

· Charter/By-Laws

· Conflict of Interest Policy and Procedures and HUD Disclosure to Clients

· Other HUD Programs (If applicable, list the other HUD program(s) in which you are currently participating, the name of the Point of Contact (POC) and contact information)

· List of housing counselor(s) and evidence of passing HUD Housing Counselor Certification Examination

· Housing Counseling Work Plan

· HUD-9902 (Complete sections 8 and 9 to quantify the households who received counseling and education services from your agency during the past 12-month period)

· Written Agreements (If applicable, agencies with branches, sub-grantees/sub-recipients and/or affiliates must provide written agreements which delineate the responsibilities)

· Budget and Funding Sources

· Most Recent Audited Financial Statement

· Facility Information/Photo ¹⁵

Year 3 - 5

We recommend that Equity Alliance pursue membership in the Detroit Housing Network as a midterm strategy to expand its reach and impact in housing counseling services. The Detroit Housing Network (DHN) is a citywide alliance of housing agencies dedicated to connecting Detroiters with a wide range of housing services and support. According to its mission, the Detroit Housing Network’s mission is to create healthy neighborhoods and advance racial equity in our communities by increasing housing stability and affordable homeownership for Detroit residents.

DHN agencies offer services including title and probate assistance, property tax support, group education such as financial literacy and homebuyer workshops, and one-on-one housing counseling for renters, homeowners, and individuals navigating the homebuying process. The network consists of seven trustedhousingagenciesacrossthecitythathaveunitedtoprovideclearandequitableaccesstohousingresources.

By joining the DHN, Equity Alliance would gain valuable opportunities to collaborate with other housing organizations and extend its reach beyond the Midwest Tireman neighborhood. Membership would not only expand their capacity to serve more Detroiters but also connect them to a powerful ecosystem of funders and partners.

Year 5+

In the long term, Equity Alliance could support a down payment assistance effort to individuals seeking to purchase homes in the Midwest Tireman. Similar to Atlanta and its efforts to keep housing affordable near the Beltline, this program could mirror them. By partnering with a funding organization, Equity Alliance would support homebuyers in accessing the funds by requiring them to complete a homebuyer education course and individual counseling sessions through the organization. These educational requirements not only prepare residents for sustainable homeownership but also align with best practices for down payment assistance programs nationwide.

To ensure the long-term affordability of the neighborhood, the down payment assistance will have income eligibility criteria, targeting lower-income households in the Midwest-Tireman neighborhoods based on neighborhood income levels. This approach will help prevent displacement and support equitable growth as the area around the greenway becomes more desirable.

Figure 5 .18 Housing Rendering

OPPORTUNITIES FOR ADDRESSING VACANT RESIDENTIAL LAND

The city of Detroit and various non-profits offer many beautification initiatives in residential and commercial areas in the city:

• Neighborhood Beautification Program (NBP)

• Lot Licensing Program

• Motor City Makeover 365

Neighborhood Beautification Program is a great way for neighborhoods such as Midwest-Tireman to address overgrown vacant lots and a way to beautify their neighborhood. “The Neighborhood Beautification Program (NBP) provides grants to Detroit-based block clubs, neighborhood associations, nonprofit organizations, and faith-based organizations to carry out a project on up to four vacant lots in their community.” This grant offers from $500 - $15,000 for community clean-ups including bush clearing, grading and seeding, street/alley clean-ups, graffiti removal, and litter removal.¹⁶

Lot Licensing Program along with the NBP program, offers opportunities where block clubs can license vacant lots that they do not own in their neighborhood from the Detroit Land Bank Authority using NBP funds to conduct neighborhood clean-up activities.¹⁷

The Motor City Makeover 365 is hosted annually by the city for beautification and clean-up initiatives. Through this initiative, Detroit residents come together to clean up parks, playgrounds, around businesses and schools, places of worship and neighborhoods. Every year, these makeovers take place the first three Saturdays in May based on City Council Districts.¹⁸

16 (“Neighborhood Beautification Program”, n.d.)

17 (“Neighborhood Beautification Program”, n.d.)

18 (“Motor City Makeover”, n.d.)

Figure 5.19 - 5.21 Potential Vacant lots for Clean-Up/Beautification Efforts

RECOMMENDATION FOR ADDRESSING VACANT RESIDENTIAL LAND

Year 1 - 2

We recommend that during the first two years, Equity Alliance focus on doing outreach to residents and block club members in the neighborhood and engaging them in various clean-up/beautification initiatives through the city. This will give EA a chance to experience firsthand how clean-up/beautification initiatives are planned and carried out. While doing outreach and engaging with other programs that are already established, they should also do outreach to various high schools for future volunteer opportunities once they are able to host their own annual clean-up/beautification initiatives.

We also recommend that EA develop a plan to be presented to non-profit organizations that have goals that align with this initiative and seek funding to start their own initiatives. (This funding would specifically be for EA to start gathering material that would get them the capacity to host themselves later down the line.).

Year 3 - 5

We recommend that EA starts developing a clean-up/beautification toolkit that block clubs can use to carry out the initiatives. This toolkit should address the preparation needs for the clean-up, materials needed, etc. While developing a toolkit, an account specifically for this initiative should be set up to begin purchasing surplus materials needed. Material should preferably by purchased in bulk to build up the supply, however some material will not be able to be purchased in bulk such as lawn mowers and edge and hedge clippers, but the supply of these tools should be built up overtime to handle the capacity for clean-ups/ beautification efforts throughout the entire neighborhood. Funding can also be used for seedings, plants, and other items that can go towards community gardens as that is a part of beautifying a neighborhood.

Within 3-5 years, EA should have their own material to carry out this program annually or however they see fit (equipment : lawnmowers, edge clippers, etc). EA should have partnerships with educational institutions, places or worship, and businesses in the neighborhood. EA would be the host and community block club would carry out the work.

Year 5+

Within 5 years or more, Equity Alliance should create a clean-up beautification center for renting out their equipment and kits to businesses along the Joe Louis Greenway to support their clean-up and beautification efforts. Within 5 years or more, Equity Alliance should also have an established property home (preferably one that they have worked on) that is used as a tool lending home for residents, businesses, etc.

I would also recommend putting special care into building up their equipment. While some equipment can be rented out, there should be a number that stay in the neighborhoods for Midwest-Tireman residents specifically. Equipment would be available for purchase to businesses and individuals along the Joe Louis Greenway, but not to the residents in the neighborhood. The money collected should go into the account made during the year 1-2 years.

Figure 5.22 Housing Rendering

OPPORTUNITIES FOR HOME REPAIR PROGRAMS

Over 70% of the Senior-headed, owner-occupied households live in a house that was built before 1939. Many of the residents who are homeowners have expressed the need for repairs and upkeep on their homes. There are many ways that homeowners can address the various repairs:

• Renew Detroit Home Repair Program

• Detroit 0% Interest Home Repair Loans

• Detroit Home Repair Fund (DHRF)

• Skilled Trade Workforce Initiative

• Woodbridge Neighborhood Development Minor Home Repair Program

The Renew Detroit Home Repair Program is a twophase program that offers eligible residents the chance to get new roof replacement or window replacement.¹⁹

The Detroit 0% Interest Home Repair Loans offer residents 0% interest loan funds to repair their home as needed. By offering free interest loans from $5,000 to $25,000. The following repairs qualify for this program:

• Removal of lead & other health/safety hazards (required)

• Electrical repairs

• Furnace & HVAC replacement

• Roof replacement

• Plumbing

• Door and window replacement

• Concrete repairs (sidewalks, driveways)

• Porches, foundations and other structural repairs.

This program is a loan and the funds must be paid back at 0% interest. These loans are paid back over a ten-year period and are required to be paid back 75 days after closing on the loan. 20

The Detroit Home Repair Fund (DHRF) is an initiative jointly funded by the Gilbert Family Foundation, Rocket Community Fund, DTE Energy, and ProMedica, and is managed by Enterprise Community Partners with technical assistance from Green & Healthy Home Initiatives (GHHI). The program collaborates with 13 Community Development Organizations (CDOs) across Detroit to administer home repairs. Eligible applicants must be homeowners with incomes at or below 20% of the federal poverty line who have already applied for the Homeowner Property Exemption (HOPE). The program aims to deliver “whole-home” repairs, addressing structural and weatherization issues comprehensively, without a hard cap on the assistance amount per household, by leveraging existing home repair programs such as DTE’s Energy Efficiency Assistance program. Additionally, the fund provides staffing support for its CDO partners.²¹

The Skilled Trade Workforce Initiative will be hosted by EA between April and September 2025 with the Randolph Career and Technical Center for a Skilled Trade Workforce program for high school students. The program aims to enroll over 20 students and provide project-based, hands-on training that will lead to the renovation of 10 residential properties in the Midwest-Tireman neighborhood. Additionally, 100% of participants will receive OSHA-10 certification, with an 80%+ program completion rate and 50%+ of students transitioning into trade school, apprenticeships, or employment. Currently, EA is planning to relax the enrollment age requirement to include teenagers aged 18-27 in order to meet the enrollment target.

Woodbridge Neighborhood Development Minor Home Repair Program offers income-qualified homeowners, mostly seniors, in the Woodbridge neighborhood, up to $10,000 to perform essential home repairs. This program, like the DHRF, also leverages the DTE EEA program for energy efficiency assistance.²² The program was made possible through the Michigan State Housing Development Authority (MSHDA) Neighborhood Enhancement Program. This MSHDA grant hasn’t announced any new funding opportunities since late 2023.²³

Along with general opportunities, the Joe Louis Greenway Neighborhood Planning Study Playbook discusses strategies for addressing the existing housing and new housing opportunities while the Midwest-Tireman Framework Plan briefly touches on what the top priorities are in addressing the housing needs.

The Midwest-Tireman Framework plans to prioritize connecting current residents to existing resources, support home rehabs, support new multifamily housing options, and bring in more residents to the neighborhood. While these priorities are broad, the opportunities above take a deeper dive into how those priorities can be accomplished.

The Joe Louis Greenway Neighborhood Planning Study Playbook discusses strategies that address the challenges of existing housing efforts as well as new potential housing efforts that can be connected to the Midwest-Tireman neighborhood. Such strategies include:

· Better understanding the collective and individual needs support existing residents, whether renters or homeowners.

· Leverage public assets to create new affordable housing and preserve space for longer-term opportunities.

RECOMMENDATION FOR HOME REPAIR PROGRAMS

Formalize and Expand Home repair program for the Midwest-Tireman neighborhood

To stabilize the many senior-headed aging housing stock, and foster intergenerational wealth building, we recommend that EAOM continue to host trade training programs and take advantage of opportunities like the CDO Fund and Detroit Home Repair Fund. This approach will enable EAOM to perform home repair functions “inhouse,” and expand the repair services available to Midwest-Tireman residents.

Year 1 - 2

We recommend that EAOM leverage Deanna’s personal connection with Rachel Yamakura in Enterprise Community Partners to explore opportunities to participate in its third round of CDO funding, which is currently in development. In our interviews we learned that the previous rounds of CDO funds, offered by Enterprise, included general operational dollars or ones specifically earmarked for certain community development programs. EAOM could communicate with Enterprise to explore if such funding would be available to support construction trade training programs.

We recommend that EAOM develop a neighborhood home repair need survey, similar to the Google form Survey Carlton has done through Kendrick Ballard Group. This survey would recur each year before the trade training cohort. This yearly report would inform Randolph programming and ensure that participants get the right certification to do the work neighbors need the most. Additionally, EAOM could conduct in-person surveys to complement the Google form survey, thereby increasing neighbor participation and response rates.

Year 3 - 5

We recommend that EAOM reach out to Enterprise Community Partners to explore opportunities to manage DHRF for the Midwest-Tireman neighborhood. Managing these home repair programs could support EAOM to hire more staff, which is funded by the program. The funding could also provide technical assistance from organizations such as GHHI, which has extensive experience with home assessment and repair. For neighborhood residents, accessing DHRF could also introduce them to whole-home repair opportunities, expanding their home repair options.

Depending on how Randolph programming progresses, EAOM could explore retaining some of the past trainees to move certain home repair and assessment functions “in-house.” This could continue the work of Kendrick Ballard Group, reduce the costs of contracting out these services, and increase neighbor satisfaction with a community-based service. By providing such extensive repair services, EAOM could increase their chance to be considered to manage DHRF in the neighborhood.

Finally, we recommended that EAOM consider connecting with peer CDOs, such as Woodbridge Neighborhood Development and Renaissance of Hope. Woodbridge manages a home repair program supported by the MSHDA neighborhood enhancement grant and the Enterprise Community Partners CDO fund. Renaissance of Hope, with their home repair program staffed by only two people and having a two-year history, has quickly expanded its capacity, completing three home repairs in their first six months and eleven last year.²⁴ Connecting with these organizations could increase peer learning opportunities and provide knowhow in assembling funding and managing the logistics of intake, assessment, and home repair contracting.

Year 5+

We recommend that EAOM cooperate with other CDOs and advocate to state representatives for a wholehome repair program at the state level. While the DHRF marks an important step for Detroit in adopting a “whole-home” approach to assessment and repair services—meaning the intentional alignment of various repair programs to holistically address aging in place, weatherization, and structural repair needs—the demand still far exceeds the current capacity of nonprofit partners. In Pennsylvania, a state-level wholehome repair program authorized in 2022 dedicated funding to support whole-home repairs for income-eligible homeowners and small landlords statewide and included funding for workforce training.²⁵ Like Philadelphia, Detroit has a significantly aging housing stock, but the state funding mostly relies on grants, which poses uncertainty regarding the amount and the timing of their availability. EAOM could collaborate with other CDOs to petition for a dedicated state-wide whole-home repair program, which could complement existing philanthropic and city initiatives.

Figure 5.23 Home repaired by Carlton Ballard. Equity Alliance uses this home as an extension of the center.

24 (Enterprise Community Partners 2025) 25 (PA Department of Community & Economic Development, n.d.)

FOOD SECURITY

C. FOOD SECURITY

This section examines the complexities and challenges that Midwest-Tireman faces regarding food insecurity. First, current conditions are evaluated. We highlight the lack of grocery stores in proximity to the neighborhood and the current problems regarding access to fresh, healthy food options in the area. Then, we examine the current programs in place to assist and supplement residents accessing fresh, nutritious food. This section mentions the great work that Equity Alliance of Michigan (EAOM) is currently doing with their community garden, commercial kitchen, and food distribution events. Addition-

ally, the current programs section credits the City of Detroit for its efforts to identify the area as a food desert and identify potential space for a future grocery store. Lastly, in the future opportunities section, we detail opportunities for EAOM to support independent grocers and supermarkets to locate within the area; discuss the many opportunities to expand EAOM community garden’s outreach, programming, and infrastructure; and further advocacy efforts at the local- and state-level to increase food security for the residents in and around Midwest-Tireman.

Figure 5.24 Raised garden beds at Equity Alliance of Michigan’s community garden

I.ASSETS AND CHALLENGES

NEIGHBORHOOD CONTEXT

-Food Security in Detroit as Belonging, Culture, and Well-BeingImagine traveling back in time to the 1950s, to Joy Road or Tireman Avenue in Detroit. The streets are bustling with people, primarily African American, and there are local shops of all kinds: from restaurants to dry cleaners, beauty and barber shops to appliance and corner stores. This is how long-time residents describe their memories of what is now the Midwest-Tireman neighborhood. As a consequence of the decades-long structural divestment in Detroit due to white flight and consequent population decline, Midwest-Tireman today is a stark contrast to this once-vibrant community.¹ The older community members lived through and continue to experience the ramifications of being under-resourced and are adamant about the need to bring back a flourishing Midwest-Tireman.

Figure 5.25 Bell peppers and tomatillos harvested from EAOM’s community garden in 2024 Source: Equity Alliance of Michigan

Figure 5.26 Photo of multi-story buildings with commercial businesses along Joy Road and Petoskey Avenue from the 1930s ²

Figure 5.27 A photo of an early bus route on Tireman Ave from 1927. Source: Detroit Transit History ³

1 (City of Detroit, Midwest-Tireman History, 2025)

(Detroit Historical Society 1930)

(Detroit Transit History 1927)

Since 2021, Equity Alliance of Michigan has supported Midwest-Tireman in returning to a thriving, abundant state by addressing community food security needs. According to the Detroit Food Policy Council (est. 2009), “Community Food Security can be defined as the condition which exists when all of the members of a community have access, in close proximity, to adequate amounts of nutritious, culturally appropriate food at all times, from sources that are environmentally sound and just.”⁴ Detroit-based nonprofits such as E. Warren Development Corp and the Detroit Black Community Food Sovereignty Network stand out as prime examples of how nonprofits can carry out local food security strategies that adapt to residents’ immediate needs and future visions. In recent years, E. Warren Development Corp’s commercial corridor has evolved from a pop-up farmers market space to a bustling hub of food entrepreneurship.⁵ After organizing for more than ten years, Detroit Black Community Food Sovereignty Network, a food justice organization “committed to Black food sovereignty and environmental and climate justice,” facilitated the establishment of the Detroit People’s Food Co-Op, which opened its doors in May of 2024.⁶ ⁷ The work of these organizations shows the potential of community-led food security strategies that enable not just food access but also economic mobility, cultural expression, and a more sustainable food system.

As EAOM works to empower residents with resources to meet their needs and be agents in determining their futures, current and future programming to meet food security needs will not only ensure the community is nourished with accessible, healthy food, but it will also feed into how the organization carries out its economic development and housing strategies.

CURRENT CONDITIONS

- Landscape of Grocery Stores around Midwest-Tireman -

The map of grocery stores located within a 5-mile radius of Midwest-Tireman. The map also depicts a half-mile radius surrounding the neighborhood as “the USDA considers a tract low-access if at least 500 people or a third of the population lives more than a half-mile away from the nearest food retailer in urban tracts.⁸ This map clearly shows that Midwest-Tireman has no grocery retailers within its boundaries, designating it as a low-access neighborhood.

This map shows that there are currently no grocery stores located within the Midwest-Tireman neighborhood, nor are there any within 0.5 miles of the whole neighborhood. In its current condition, an individual would have to travel almost 1.5 miles to the nearest grocery store from the Equity Alliance of Michigan Community Center, and this distance would increase if an individual were closer to the center of the neighborhood.

Figure 5.28 Map depicting grocery retailers within a 5-mile radius surrounding the Midwest-Tireman neighborhood. ⁹

9 (Southeast Michigan Council of Governments 2020)

In resident interviews, many folks expressed concern for either themselves or their neighbors who struggle to travel the long distances to buy fresh produce. Some expressed concerns that individuals without cars often are forced to buy groceries at the gas station, where there are limited fresh, healthy food options, and basic staples such as milk are unaffordable. One resident expressed concern for her elderly neighbor, who is now unable to drive and is dependent on the other neighbors to drive him to get all of his groceries. Multiple residents shared that they have no choice but to drive upwards of 20 minutes to purchase food. With such a large distance between residents’ homes and access to food, these endeavors are only possible with access to a working vehicle, an expense and luxury that many residents do not have: the National Equity Atlas estimates that 22% of Detroit Residents don’t have access to a vehicle.10

Some residents also discussed the affordability issues that groceries pose to residents. Not only are grocery stores far, but they are also expensive. The City of Detroit states the median household income in Midwest-Tireman as $26,562. CNBC estimates that, on average, single people in Michigan must be making $28,354 to be able to afford basic needs, with an estimate of $3,246¹¹ spent annually on food. In our interviews, some residents expressed concerns about inflation and fear that the cost of groceries will continue to rise. The U.S. Bureau of Labor Statistics reports that the cost of food in the United States has already increased by 2.6% from February 2024 to February 2025.¹² These alarming figures illustrate the importance and urgency of accessible and affordable food in the neighborhood, and these figures stress the strain that current, low-access conditions have on the residents of this community.

Figure 5.29 Garden Fresh Marketplace, the closest grocery store to the EAOM community building

CITY

OF DETROIT

MIDWEST-TIREMAN GROCERY

ANALYSIS

The lack of grocery stores and the need for greater food security in the neighborhood have not gone unnoticed by the City of Detroit. The Midwest-Tireman Network Framework Plan addresses the lack of grocers within reasonable proximity of the neighborhood and even recommends a specific location for a future grocery store: the former Ruthruff School site.¹³ The site is home to the former Ruthruff School which has been abandoned since 2010 and was demolished in 2024. ¹⁴ This property, in particular, gained the City’s interest as a potential spot for a future grocer, with the option to incorporate a community garden or soup kitchen in the former schoolyard. The property is also favorable due to its ideal location on Livernois Ave, directly off of the West Jeffries Freeway, making it accessible to multiple adjacent neighborhoods that also struggle with food insecurity. ¹⁵ Although this location would be ideal for a supermarket chain due to its large acreage and ideal location, smaller grocers may find the Ruthruff School site too big and may opt for an existing vacant building to renovate. Fortunately, the neighborhood has numerous vacant buildings and empty lots that could house a future grocer. Beyond establishing affordable and healthy grocers in the area, the City’s Midwest-Tireman Network Framework Plan also recommended alternative strategies for building food security: farmers markets, food stands, food trucks, food festivals, and much more. Many of these ideas also came up in our interviews with residents.

RESIDENTS’ DESIRE FOR A GROCERY STORE

When we asked residents what it would look like if food needs were fully met in their neighborhood, people expressed in great detail the kind of food-related improvements they dream of seeing in Midwest-Tireman. Some residents described a vibrant W Warren Avenue, reminiscent of the lively activity of the neighborhood’s former economic corridors where folks could easily walk to the nearest corner store or barbershop. Residents also voiced a desire for new restaurants within walking distance. Specifically, they envisioned restaurants that offer healthy options, not fast food chains. Overall, people expressed a universal desire for affordable, accessible, and healthy food options located within their neighborhood.

During the interview process, the capstone team asked residents to share their perspectives on food security and a thriving Midwest-Tireman neighborhood. The following questions and responses are detailed below.

Q: “WHAT DOES FOOD SECURITY MEAN TO YOU?”

“Growing food is the key to food security, food without pesticides, non-GMO”

“Having the ability to get whatever type of food I need, in close proximity to where I am, being able to access the food in the area without Ubering or getting on a bus if you don’t have access to a car.”

“(1) always provide staples, (2) a greater variety of food, (3) healthy, nutritious food”

“Having a central market [with fresh food] within walking distance that anyone can get to”

“Keeping people healthy is very important. People eating three meals [a day].”

Q: “WHAT IS YOUR VISION FOR A THRIVING MIDWEST-TIREMAN WHERE ALL FOOD NEEDS ARE MET?”

“Healthier community!”

“Stability, safety, open spaces for dumping opportunities. For businesses to come back, there used to be an A&P on Warren. Community neighborhood store with reasonable pricing, within walking distance. There’s no street sweeping anymore or salting of the roads –they used to have these services. They only do it on the main streets and not in residential streets.”

“People would be less stressed, healthier.”

“It would be safe and easy to contact neighbors.”

II.CURRENT PROGRAMS AND EFFORTS

COMMUNITY GARDEN

Detroit is well known for its automotive industry and renowned music scene, but in recent years, it has built its reputation as a leader in urban farming practices. Urban gardens and cooperative farms have long been a means by which historically marginalized communities sustained themselves in the face of systemic food injustice.¹ As of 2024, there are roughly 1,400 community gardens within the city of Detroit.²

Some of these gardens are located in backyards, maintained by homeowners, but many of these gardens are community gardens operated and maintained by nonprofit organizations or collective neighborhoods. These grassroots urban garden initiatives strengthen communities and meet immediate food needs, providing fresh, healthy, and affordable food options that many residents would not otherwise have access to.

Figure 5.30 Raised garden beds at Equity Alliance of Michigan’s community garden in March 2025

1 (White 2019) 2 (Detroit Focus 2024)

Equity Alliance of Michigan’s Community Garden Initiative, Growing Together, has transformed EAOM’s green space into a vibrant community garden since its inception in 2023. In just two years, EAOM has built nine raised garden beds and grown over 55 kinds of produce for the community. A part of Keep Growing Detroit’s Garden Resource Program, this initiative meets immediate food security needs in the neighborhood from April to September and serves as a hub

for community education on land stewardship, health/nutrition, and environmental sustainability.³ EAOM has also supported the construction of two additional gardens located on residents’ private properties within the Midwest-Tireman. As EAOM’s Growing Together Community Garden Initiative begins its third growing season, the Initiative has big plans for activating the garden space to further food security and community building efforts in the neighborhood.

Figure 5.31 Youth preparing raised beds at EAOM’s community garden Source: Equity Alliance of Michigan

Figure 5.32 Sorting the produce collected from EAOM’s community garden Source: Equity Alliance of Michigan

1 (White 2019) 2 (Detroit Focus 2024)

3 (“Detroit Urban Garden Resource Program | Keep Growing Detroit — Keep Growing Detroit”, n.d.)

COMMERCIAL KITCHEN AND FOOD DISTRIBUTION

The registered commercial kitchen in EAOM’s building functions as a space for serving food that is catered for programming events. Due to zoning restrictions, the commercial kitchen has only supported a handful of food entrepreneurs who agree to donate a share of their prepared goods. As of spring 2025, EAOM is pursuing a zoning variance to change the building’s Two-Family Residential District (R2) zoning to a Local Business and Residential District (B2) to expand kitchen access for local food entrepreneurs.

ECOSYSTEM OF SUPPORT

EAOM is also an important convener of local leaders and residents who are committed to creating their solutions in the face of food insecurity. Since 2023, former president of the Midwest Civic Council of Block Clubs and additional community leaders have been organizing for Greenway Grocery, a mobile grocery store that services the Midwest-Tireman neighborhood.⁵ In an interview with a resident leader, we learned that there is momentum for a community-led mobile grocery called Greenway Grocery. In the summer of 2025, the Neighborhood Action Committee for Green-

The commercial kitchen space has also been activated as a site for free food distribution by providing individuals and families in the area with free boxes of fresh produce and healthy food. In November of 2024, EAOM partnered with Second Ebenezer Church and Hope in the City to deliver over 300 holiday meals to families in Detroit.⁴ Starting in April 2025, EAOM is set to start a Monthly Food Distribution Initiative in collaboration with Focus: HOPE to provide families with consistent, reliable access to fresh produce, pantry staples, and essential grocery items.

way Grocery intends to operate a farm stand along the Joe Louis Greenway to raise awareness and garner community support. While Greenway Grocery is not a direct program of EAOM, it will be part of the ecosystem of support to ensure the Midwest-Tireman community is informed about this initiative. As community garden programming and commercial kitchen operations expand, there will be more opportunities for EAOM to grow its ecosystem of support to ensure food security goals are met across the neighborhood and beyond.

Figure 5.33 Equity Alliance of Michigan Commercial Kitchen prep area

Figure 5.34 Equity Alliance of Michigan Commercial Kitchen food storage

III. OPPORTUNITIES AND RECOMMENDATIONS

OPPORTUNITIES FOR SUPPORTING NEW GROCERY STORES

The Midwest-Tireman neighborhood faces many challenges related to food insecurity, creating numerous opportunities for innovation within the local grocery sector. With high demand and many residents in need of reliable food access, local entrepreneurs or supermarket chains have a unique opportunity to make a meaningful impact in the community.

Currently, there are many vacant lots along major roads in Midwest-Tireman, as well as dozens of vacant buildings. While these vacant commercial buildings vary in size and renovation needs, smaller properties may be especially appealing to entrepreneurs looking to establish a neighborhood grocery store. Honey Bee Market - La Colmena, a local supermarket in Detroit’s Mexicantown neighborhood, serves as a model for how a local grocery store can provide neighborhood economic opportunities and offer residents accessible, culturally appropriate foods.¹ Honey Bee Market - La Colmena offers a range of supermarket staples and seasonal fruits and vegetables. Additionally, the market is known for its Latin American specialty products: cactus, tamarindo, traditional mole sauce, and spices. La Colmena’s unique combination of staples and specialty products allows for a versatile business model that EAOM can recommend to local food entrepreneurs.

To support these local grocery initiatives, the City of Detroit offers the Green Grocer Project

grant, which provides $25,000 to individuals opening a grocery store in Detroit.² Grants like the Green Grocer Project are a positive step forward in achieving food security within the many food insecure areas across the city. Additional financial support is necessary to ensure longterm success in combating food insecurity.³

In addition to grants, the City of Detroit or the state of Michigan could also offer tax incentives to encourage grocers to open in low-income, low-access areas. Local level grants offer more specialization to achieve a community-driven effort and are often successful in attracting individuals who have a deep understanding of the community and their current needs.⁴ At the state level, the Michigan Good Food Fund is a great example of existing financial support for regional food economies. The Fund assists food and farm businesses with tailored business-preparedness resources and financing strategies.⁵ Similar, local-level tax incentive programs that address food insecurity have been successful

Figure 5.35 Demolished Ruthruff School site that could house a future grocery store.

5 (Michigan Good Food Fund 2024)

in other states as well. These include California’s Healthy Food Access Policy and New York City’s Food Retail Expansion to Support Health (FRESH), which incentivize grocers in neighborhoods facing high rates of food insecurity.⁶

There are also programs at the federal level that offer similar financial support to individuals opening grocery stores in low-access neighborhoods which could assist people within Detroit. The Healthy Food Financing Initiative (HFFI) is an example of a program that offers both grants and loans to grocers in low-access food communities. Another program is the Fresh Food Act of 2024, which offers tax credits to food retailers in areas identified as food deserts. The Fresh Food Act “also includes grants for community-driven projects like mobile markets and urban gardens, helping to bring fresh produce directly to neighborhoods that lack grocery stores.”⁷ If utilized, these programs can bring food solutions to food-insecure areas like Midwest-Tireman.

Programs like the HFFI and the Fresh Food Act deserve greater visibility and could be more actively promoted by the City of Detroit to help alleviate food insecurity. Future grocers must be made aware of the financial resources available to them. Independent grocers, in particular, may benefit from additional support navigating the application and qualification processes. To that end, the City could play a key role by offering local grant partnerships and guidance to help these businesses successfully access federal funding opportunities.

RECOMMENDATIONS FOR SUPPORTING NEW GROCERY STORES

Year 1 - 2

We recommended that EAOM create a resource that would assist any individual(s) looking to open a grocery store in the neighborhood. This would require EAOM to compile a list of documents that include information on all relevant grants or funding sources. The resource would also include a list of all available brick-and-mortar locations, zoned commercial, that could house a future grocery store at varying scales. EAOM could also partner with a local university to assist with evaluating these sites and provide an economic impact analysis of each retail space.⁸ We hope that, by providing this resource, EAOM can encourage markets to open in the area and ease the burden of starting a business.

We also recommend that EAOM increase its advocacy at the local and state levels for policy that would assist grocers located in food deserts. This could be done by creating partnerships with established policy advocates in the area, expanding on the advocacy work that EAOM has already done. Some existing programs that would be beneficial to join forces with are weekend backpack programs and summer food programs, 10 Cents a Meal, and early childhood and school-based nutrition programs.⁹ As an established organization, EAOM understands its community and would have a valued perspective for policymakers on what is needed in their community.

Year 3 - 5

We recommend that EAOM continue to update their resources on all available brick-and-mortar commercial spaces for future grocers, as well as provide a list of any grants or funding sources relevant to grocers in the area. Both funding sources and available commercial spaces change regularly, so this data must be routinely updated, ideally on a biannual basis.

During this time, EAOM could also prioritize outreach and networking with anyone who would like to open a grocery store in the area. This could be done within the existing entrepreneur workshops EAOM offers or at external events. Support for grocer-related businesses could be encouraged in these entrepreneurship workshops, which have the potential to offer a grocer-specific workshop for anyone interested in opening their own convenience, corner, or independent grocery store.

Year 5+

We recommend that within the next five years, EAOM partners with an entrepreneur or a collective of entrepreneurs to launch a grocery-focused venture. This could take the form of a vendor-based pop-up market featuring locally sourced food and food-related products. The concept is flexible and could operate successfully out of a space of any size. This idea is inspired by E. Warren’s corridor development strategy which involves a seasonal, weekly pop-up farmers market.10 This successful initiative encouraged development and funding towards many more food retail spaces on E.Warren Avenue and is thoroughly described in the Economic Development Opportunities and recommendation section of this report.

OPPORTUNITIES FOR ADVOCACY FOR HEALTHY AND ACCESSIBLE FOODS

As a key convener of residents and leaders in the Midwest-Tireman, there is an opportunity for EAOM to amplify neighborhood-specific and city-wide voices for food security. In 2024, EAOM was awarded the District 6 Spirit of Detroit Award which “honors individuals, groups, and organizations that have made outstanding achievements or provided significant services to the citizens of Detroit.”¹¹ EAOM Executive Director, Deanna Stewart, also spoke on the importance of trust building in philanthropy at the 2024 Mackinac Policy Conference. Given EAOM’s active leadership role, there is opportunity for the organization to expand upon current food access events and cultivate a more robust ecosystem of support to ensure food security goals are met across the neighborhood and beyond.

-Expanding Current Food Access Programs -

As mentioned in the Current Programs and Efforts Food Security section, EAOM is already building food security through its Growing Together Community Garden Initiative and its Monthly Food Distribution Initiative. These initiatives lay the foundation for EAOM to further address food security needs in the neighborhood. EAOM can explore ways to expand these programs as EAOM’s team and vision grow. Specific recommendations for the Growing Together Community Garden Initiative are outlined in the next part of this section. To grow the Monthly Food Distribution Initiative, EAOM can collaborate with additional community development organizations in District 6 and beyond. EAOM can also combine current programming to attract a greater number of community members who may be interested in accessing free, healthy food. For example, smaller food distribution events can take place during Senior Wellness Wednesdays or in tandem with pop-up vendor events.

- Convening an Ecosystem of Support for Food Security Advocacy -

Another opportunity for EAOM is to convene with Detroit-based growers, food entrepreneurs, policy-makers, and food systems leaders to tap into an ecosystem of support for food access. At the neighborhood level, EAOM can support community-led initiatives to increase food access. For example, Greenway Grocery is an up and coming mobile grocery initiative in the neighborhood that is set to open a farmstand in the summer of 2025 to garner community support. There is potential for EAOM to offer this initiative practical resources, such as parking and storage space, in addition to assistance with bilingual outreach for the launch of the farmstand and, eventually, the mobile grocery.

Figure 5.36 Deanna Stewart, EAOM Executive Director, speaks at the 2024 Mackinac Policy Conference on “How Justice Demands are Changing Philanthropy Dynamics”

(Equity Alliance of Michigan, Impact Report, 2025, p 44-48)

Beyond the neighborhood, there is ample opportunity for EAOM to engage as a stakeholder with city- and state-wide initiatives for food access. The Detroit Food Policy Council (DFPC) is an important democratic voice in the local food ecosystem that is an “implementation, monitoring and advising body” made up of 23 local food systems representatives.¹² The DFPC has a Grocery Store Coalition which develops and implements local strategies to promote food businesses. The DFPC Research and Policy Committee also curates an online resource called the Detroit Food Toolkit which highlights useful resources for food entrepreneurs interested in accessing a commercial kitchen or becoming a licensed food establishment.¹³ DFPC also has a Youth Programs Committee which could be of interest to EAOM as they seek to support the next generation of leaders in their community. EAOM can also engage their relationships with surrounding neighborhoods as a cohort member CDAD’s Neighborhood Action Table, as described in the EAOM Resiliency section (Chapter 3). By leveraging these relationships, EAOM and values-aligned community organizations can collectively advocate for accessible, healthy food options for Midwest-Tireman and other neighborhoods experiencing food insecurity.

In the long term, EAOM can advocate for state-level food security policy change. Currently, the Michigan Local Food Council Network (MLFCN) is a space where local food policy advocates connect and mobilize for statewide food policy initiatives.¹⁴ As EAOM grows in capacity, the nonprofit’s leadership team can participate in advocacy initiatives through the MLFCN to inform future Farm Bills and state-level policies based on recommendations in the 2022

Governor’s Food Security Council Report. The recommendations relevant to EAOM’s strategic goals include: “increas[ing] funding for fresh and culturally appropriate food through local and regional programs,” “improv[ing] language accessibility for State of Michigan websites,” and “improv[ing] food access through increased transportation options including home delivery.”¹⁵

RECOMMENDATIONS FOR ADVOCACY FOR HEALTHY AND ACCESSIBLE FOODS

Year 1 - 2

Food Distribution

We recommend EAOM continue their Monthly Food Distribution Initiative in collaboration with Focus: HOPE. This will ensure residents who are experiencing food insecurity have consistent, reliable access to fresh produce, pantry staples, and essential groceries. We also recommend EAOM help spread the word about the new local mobile grocery initiative, Greenway Grocery. EAOM can include relevant updates about the neighborhood mobile grocery in their monthly email newsletters, as well as distribute information to residents via bilingual flyers.

Food Security Advocacy

We recommend EAOM engage with the resources available on the Detroit Food Policy Council’s website such as the Detroit Food Toolkit. These resources can support local food businesses in accessing commercial kitchens and navigating business licensure processes. We also suggest EAOM leverage their relationships as a part of CDAD’s Neighborhood Action Table to mobilize local leaders around meeting food security needs in Midwest-Tireman and beyond.

Year 3 - 5

Food Distribution

We recommend EAOM expand upon food distribution efforts by incorporating food distribution into current programming. By making free, healthy food boxes available at events like Senior Wellness Wednesdays, EAOM can potentially aid a greater number of people experiencing food insecurity. As a next step, EAOM can host pop-up farmers markets, similar to the farmers markets at HOPE Village CDC, E. Warren Development Corp., and Joy Southfield CDC, to combine food access with entrepreneurship opportunities for its residents. ¹⁶ ¹⁷

Food Security Advocacy

We recommend EAOM consider joining a committee on the Detroit Food Policy Council to advocate for equitable city-wide food security strategies. By joining the Grocery Store Coalition or the Youth Programs Committee, EAOM can push for resources that will support local grocers and the next generation of leaders in Midwest-Tireman. We also recommend EAOM tap into state-wide initiatives such as the Michigan Local Food Council Network (MLFCN) to connect with food security advocates at a larger scale.

Year 5+

Food Distribution

We recommend EAOM continue their food distribution programming as needed, with the ultimate goal of phasing out food distribution programming as the neighborhood becomes more food secure over time. As this happens, we suggest EAOM adapt the food distribution initiative to channel fresh produce and healthy food to surrounding areas of Midwest-Tireman that are most in need.

Food Security Advocacy

We recommend EAOM continue to work towards influencing city and state-level policies that promote local food economies, community-led growing efforts, and multi-generational nutrition and cooking programs.

16 (HOPE Village CDC, n.d.)

17 (Joy Southfield CDC, n.d.)

This advocacy will increase visibility and, hopefully, channel more resources to food security efforts in Detroit. We recommend EAOM leadership participate in advocacy initiatives through Michigan Local Food Council Network (MLFCN) to inform future federal policy, such as the Farm Bill, and state-level policies. The 2022 Governor’s Food Security Council Report details current policy recommendations that EAOM can advocate for at the state level.

OPPORTUNITIES FOR “GROWING TOGETHER” COMMUNITY GARDEN INITIATIVE

When our capstone team met with Markita Stewart, EAOM’s Program Director, we were inspired by her passion for uplifting people through the curation of intentional community-centered spaces. Markita also spoke to the possibilities of EAOM’s community garden in establishing food security in the neighborhood while also serving as a community building space. In this interview, we learned the community garden still has room to grow through (1) outreach efforts to invite more residents to the garden and (2) expansion of the garden’s food production capacity to increase EAOM’s ability to provide healthy food options for as many community members as possible.

- Community Outreach Opportunities -

The Midwest-Tireman neighborhood has a diverse population with many Spanish speakers. The language barrier has made it difficult for EAOM to spread the word about their community garden. The garden is open for all community members to pick food at any time; however, the organization has found that many residents are not aware of this benefit and are not currently utilizing it to its full potential. This is due to both the language barrier and the general lack of awareness surrounding the community garden. To help fill this gap in outreach, there is an opportunity for the organization to collaborate with the volunteer base at Council Member Gabriela Santiago-Romero’s Office (District 6) to help distribute flyers and start conversations with Span-

ish-speaking folks throughout the neighborhood. The community garden has the potential to drastically increase food security and positively impact the residents’ lives as more residents feel comfortable helping out in the garden, picking produce, and collecting already-picked produce.

- Garden Infrastructure Opportunities -

Currently, the community garden consists of nine, raised and uncovered garden beds which are able to serve residents from April to September. Seeing as the need for accessible food in the neighborhood is not constrained by the growing season, EAOM hopes to add a covered structure to their existing garden to be able to offer year-round produce.

Greenhouses are commonly used in community gardens across Detroit and have proven to be successful in extending the growing season. However, greenhouses can be costly to smaller organizations looking to incorporate the structures into their gardens. Forbes estimates that a greenhouse costs roughly $25 per square foot, totaling anywhere from $2,500 to $25,000, averaging at about $15,000.¹⁸ Fortunately, there are more affordable options such as hoop houses which provide the same benefits at a reduced initial building cost. Unlike greenhouses, hoop houses are made of tarp, often with metal rings holding a round tube-like structure to the tarp. Hoop houses are a great, affordable alternative 18 (“How Much Does a Greenhouse Cost?” 2024)

to a greenhouse and will allow for EAOM to grow food even during Michigan’s coldest months.

EAOM has also expressed interest in the potential to incorporate compost and rainwater collection into their garden system to promote sustainability and reduce operational costs. Collecting food scraps and generating compost will divert food waste from landfills, putting food scraps to good use and providing a natural fertilizer that will contribute to the garden’s soil health. Rainwater catchments systems will further reduce the cost of watering the garden.

Figure 5.38 Rendering of a proposed hoop house with a bilingual sign

Figure 5.37 Rendering of a proposed EAOM hoop house from the outside

Figure 5.39 Rendering of a proposed EAOM hoop house from the inside

RECOMMENDATION FOR “GROWING TOGETHER” COMMUNITY GARDEN INITIATIVE

Year 1 - 2

Infrastructure

We recommend that EAOM proceed with the installation of a small hoop house as an alternative to a greenhouse. Hoop houses can cost approximately $400 to $600 and be constructed within a few hours.¹⁹ This small upgrade will allow the community garden to function year-round. Nifty Hoops is a reliable hoop house company that designs hoop houses for Michigan’s unpredictable climate, which could be a great resource for this process. The company offers personalized quotes for hoop houses of different dimensions.20 Numerous kits are also sold online, as well as at Walmart and Home Depot. Keep Growing Detroit also offers programs that train individuals on installing and utilizing hoop houses. All details related to these programs are included in their biweekly newsletter.²¹

Outreach and Programming

We recommend that EAOM build signage surrounding the garden to promote usage of the space and encourage residents to visit. This signage, which we recommend be translated into Spanish, may consist of a wooden sign staked in the ground that reads “Feel free to pick from our garden!” and “Se puede cosechar gratis aquí!”. This sign will encourage residents to take food free of cost. We also recommend more signage, such as a mural on the EAOM Building, to make the space more welcoming and visible to residents, as discussed in the EAOM Resiliency section (Chapter 3). We also recommend updating the website to inform residents of the opportunities offered at the community garden, as well as updating the Google Maps listing of the organization. Updating Google Maps would better connect individuals to the website, helping people learn more about what EAOM and the community garden have to offer.

We also recommend that EAOM increase awareness of the garden to the neighborhood’s increasingly diverse population through flyers or pamphlets printed in both English and Spanish. These flyers could be distributed door-to-door and handed out at community meetings. We recommend that EAOM promote the usage of the garden on the flyer, sharing dates such as the gardening weekends, or a weekly designated day for gardening. This event could be held weekly to encourage residents to feel more comfortable in utilizing the resource, encouraging community members to pick produce and help maintain the garden on a regular basis.

To encourage more involvement at EAOM from diverse communities within the neighborhood, we recommend that EAOM establish relationships with Spanish-speaking community leaders who already have a large presence in nearby areas. We recommend speaking with Council Member Gabriela Santiago-Romero’s Office (District 6) to help spread the word about the garden. Connecting with nearby multicultural organizations and inviting them to community garden events will also build feelings of trust and belonging amongst residents (see Chapter 3 for more information on Social Cohesion).

Year 3 - 5

Infrastructure

We recommend that EAOM consider expanding the hoop house as needed after three years of operation. We expect the community garden to continue growing, as it has already grown tremendously in the past three years. Fortunately, hoop houses are not too expensive to expand or even replace, and a larger one may be necessary to fulfill the anticipated growing needs of the garden.

Outreach and Programming

We recommend that EAOM utilize its Commercial Kitchen to prepare food grown in the community garden to enhance food access-related programming. Food grown in the community garden could be brought to the commercial kitchen to be prepared and distributed at a special event or on the weekly gardening day recommended above. This event could be used to promote healthy eating to residents.

If assistance is needed, EAOM could seek support with existing programs such as Focus Hope. EAOM could supply fresh produce grown in the community garden to be distributed in their Monthly Food Distribution Initiative in collaboration with Focus: HOPE to promote awareness of the community garden and increase food accessibility to individuals and families in the area.

Year 5+

Infrastructure

We recommend that EAOM maintain the hoop house and replace or expand as necessary. We hope that the community garden continues to grow yearly, fulfilling the needs of the entire community.

Outreach and Programming

We recommend that EAOM expand the programs that connect the commercial kitchen to the community garden. EAOM could offer a bi-annual cooking class that showcases seniors’ family recipes, highlighting multi-cultural dishes, teaching younger residents kitchen skills, and emphasizing healthy eating. Offering multi-generational and multi-cultural events such as this would also help to encourage all members of the community to participate in the garden’s success. In these events, EAOM could teach basic cooking skills like cutting, washing, or roasting vegetables, showcasing delicious ways for all generations and to cook healthy, culturally diverse meals with the produce grown in the garden.

RECOMMENDATION

HOUSING RECOMMENDATIONS

Recommendation

Equity Alliance of Michigan becomes HUD certified in housing counseling to promote more homeownership.

Expand and formalize a home repair program for the Midwest-Tireman neighborhood

Short-Term (1-2 years)

Apply for and complete HUD’s Comprehensive Housing Counseling Program

-Continue hosting local trade school or workforce development programs to perform home repairs in the neighborhood.

-Reach out to Rachel Yamakura from Enterprise Community Partners to explore opportunities to participate in future CDO funding rounds and bridge the funding gap in Skilled Trade Workforce Initiative

Promote diverse housing opportunities as a way to grow the neighborhood density.

Equity Alliance of Michigan to host annual Clean-Up/Beautification initiatives in the neighborhood that promote a sense of community and ownership in resident properties.

-Complete and maintain inventory of existing property owners who are interested in repurposing their housing to include more units in their properties.

-Promote the awareness of PILOT among interested property owners.

-Reach out to Invest Detroit to advocate for resources for neighborhoods within the Joe Louis Greenway footprint.

-Reach out to various non-profit organizations to seek funding for clean-up/ beautification projects.

-Reach out to high schools that require high school students to acquire volunteer hours. Start the outreach process to block clubs and residents in the neighborhood about clean-up/ beautification initiatives in regard to vacant homes.

HOUSING RECOMMENDATIONS

Mid-Term (3-5 years)

Become a housing counseling agency and possibly join network of housing counseling such as the Detroit Housing Network

-In learning how CDO repair work can line up funding, connect with organizations running their own home repair programs (such as: Woodbridge Development, Renaissance of Hope) for peer education on best practices & repair program organization.

-Become a city contractor for home repair (general contractor), attaching to larger city-funded efforts; OR

-Serve as both funder and home repair contractor, still connected to a wider ecosystem but more independent.

-Begin acquiring parcels within the four areas in the neighborhood identified in the JLG Westside Planning Study and Midwest-Tireman Framework Plan as suitable for multi-family housing developments

-Tailor home repair service to include repurposing homes for new affordable rental or ownership units

-Develop a clean-up/ Beautification Kit on how the initiative is carried out.

-EAOM should have their own material to carry out this program annually or however they see fit.

-EAOM should have partnerships with various entities in the neighborhood, hosting the initiative and community block club would carry out the work.

Long-Term (5+ years)

Midwest-Tireman-based down payment assistance partnership with Equity Alliance

Advocate for state policy reforms to develop a state-level whole home repair fund.

Reach out to Mission-Driven Housing Developers and Highlight the typologies that neighbors want, including (1) Cottage Homes (2) Two and Four-plexes with both ownership and rental units.

People along the greenway could rent equipment material from EAOM and use their kit. Within 5 years, EA could purchase a vacant home and turn it into a tool lending house.

FOOD SECURITY

Recommendation

Short-Term (1-2 years)

Mid-Term (3-5 years)

Long-Term (5+ years)

ECONOMIC DEVELOPMENT RECOMMENDATIONS

Recommendation

Recommendation

Short-Term (1-2 years)

Short-Term (1-2 years)

(5+ years)

CONCLUSION AND BIBLIOGRAPHY

CONCLUSION

This report utilizes the lived experiences and the collective knowledge of Equity Alliance of Michigan (EAOM), community stakeholders, residents, planners, and many more to provide a plan for EAOM’s role in the future of the Midwest-Tireman neighborhood. EAOM’s core values and Pillars of Equity: Entrepreneurship, Empowerment, and Employment Mobility, were prioritized across all recommendations within this report. These Pillars are shaped by the community’s history, the neighborhood’s ongoing needs, and the organization’s extensive programs. Accurately representing their values was a high priority for our team.

Due to the Joe Louis Greenway intersecting Midwest-Tireman, the neighborhood is experiencing a drastic increase in planning interest. Residents presented clear priorities in the areas of economic development, housing, and food security, all of which prioritize the long-term holistic health of current and future community members. EAOM, in its role as a convener and supporter of neighborhood organizations and residents, is well-positioned to assist long-term residents and ensure that future changes benefit the current population. New development surrounding the JLG is sure to bring changes to the neighborhood. Fortunately, EAOM’s programs are already supporting long-term residents and continued engagement will ensure that future changes address their needs and vision.

The organizations’ many established programs support sectors across all three of our report’s pillars: Economic Development, Housing, and Food Security. When creating our Three Pillars, we aimed to expand on the great work that EAOM is already doing and examine the ways that they can grow, detailing direct steps with-

in our recommendations. EAOM’s existing programs support small businesses and entrepreneurs through their entrepreneurship drop-in sessions and commercial kitchen, as well as providing financial support through loans and grants. They offer home renovation programs to support the housing needs of the community. They also have a flourishing community garden that provides fresh, healthy food to the community’s residents, along with the food distribution events they offer regularly. They are continuously providing support and filling the gaps of identified needs in the community, and collectively, these programs model what it looks like to invest in people in neighborhood revitalization.

The pillars of Economic Development, Housing, and Food Security provide adaptable and interconnected strategies, detailing how EAOM can sustainably scale its programs to provide support for current and anticipated local needs. Midwest-Tireman’s assets will continue to evolve, especially with the soon-to-be completion of the Joe Louis Greenway and the West Warren Streetscape Improvements. By implementing our detailed recommendations, EAOM will enhance its capabilities as a resiliency hub and continue to be a space for the community to connect. They will be equipped to address the changing needs of the neighborhood, as they neighbor the Joe Louis Greenway; there is much potential for positive growth. With the implementation of these recommendations, Midwest-Tireman can be a model for what community and equity-driven development looks like.

Figure 7.1 Capstone team with Deanna Stewart at Equity Alliance of Michigan

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