Dr. Michael Romanos
Kim Bullerdick Erica Craycraft Sharon R. Fusco Anima Jain Ryan Johnson Brandy McQuery Oana-Pusa Mihaescu Joanna Mitchell-Brown Jessica Morris Mary Vann Irem Yelkenci
Edited by Michael Stout
May 2007
Opportunities & Challenges 11
1.1 An Overview of St. Bernard 12 Location and the transportation network 13 Social Capital – Population and Demographics 14 Social Capital - Stakeholders 17 Housing and services 19 Open unused space and green space 21 Walkability 22 Summary of the Overview 24
1.2 Character Analysis 25 Current Practices 25 Visual Identity 25 Placemaking 26 Townscaping 26 Streetscape Design - Aesthetic and Infrastructure Improvements 26 St. Bernard Character Analysis 27 Identity 27 Streetscape 28 Summary of the Character Analysis 30
1.3 Socioeconomic Conditions 32 Physical Survey of the Neighborhood Business District 34 Industry 39 Taxes 40 Summary of the Socioeconomic Conditions 41
1.4 Opportunities and Challenges 43
1.5 Final Words and Next Steps 48
Economic Development Scenarios & Models 50
2.1 The Identity/Physical Improvement Scenario 51 Placemaking & Streetscaping 51 Parking, Traffic Circulation & Safety 52 Land Use & Open Spaces 53 Identity & Physical Improvements Model 53 Summary 54
2.2 The Local Government Driven Scenario 56 Leadership 56 Regulations 57 Promotion/Incentives 57 The Local Government Driven Model 58 Summary 58
2.3 The Public Private Partnership Scenario 60 Community Organization 60 Promotion of Revitalization 61 Physical Improvements 61 Economic Restructuring 62 Summary 63
2.4 Conclusion 64
Visual & Physical Recommendations 65
3.1 Main Street Case Studies 66
3.2 Visual Identity Recommendations 69 Cultural Character 69
3.3 Physical Improvement Recommendations 71
Map 1 Location of St. Bernard pg. 12 Map 2 Important Nearby Locations pg. 13 Map 3 Open Space pg. 22 Map 4 Walkability pg. 23 Map 5 Vine Street Corridor pg. 32 Map 6 Vine Street Section 1 pg. 33 Map 7 Business Index pg. 37 Map 8 Industrial Land-Use pg. 39 Map 9 Vine Street Physical Improvements pg. 52 Map 10 Land Use & Streetscape Improvements pg. 55
Table 1 2000 St. Bernard Population by Race pg. 15 Table 2 Housing Stock in St. Bernard, by Age, 2000 pg. 19 Table 3 Housing tenure in St. Bernard pg. 20 Table 4 Business District Survey pg. 34 Table 5 Police and Fire Spending Comparison pg. 41 Table 6 History of Tax Revenue in St. Bernard pg. 41 Table 7 Opportunities and Challenges pg. 44 Table 8 Model 1. Identity & Physical Scenario pg. 54 Table 9 Model 2: Local Government Driven Scenario pg. 59 Table 10 Model 3: Public Private Partnership Scenario pg. 63 Figure 1 Historical Population Trend pg. 14 Figure 2 Educational Attainment pg. 15 Figure 3 Income Distribution pg. 16 Figure 4 Housing Types & Condition pg. 20 Figure 5 House Valuation pg. 20 Figure 6 Sidewalk Condition pg. 23 Figure 7 Intersection at Vine and Mitchell pg. 27 Figure 8 Signage along Vine Street pg. 28 Figure 9 Business Signage along Vine Street pg. 29 Figure 10 Municipal Signage along Vine Street pg. 29 Figure 11 Facades along Vine pg. 30 Figure 12 Abandoned Train Depot pg. 31 Figure 13 Public Expenditures Comparison pg. 40 Figure 14 St. Bernard Historical References pg. 66 Figure 15 North Park San Diego Improvements pg. 66 Figure 16 Roslindale Village pg. 67 Figure 17 Historic German Village Colombus pg. 69 Figure 18 Potential Graphic Elements pg. 70 Figure 19 Visual Identity Sketches pg. 72 Figure 20 Sample Street Signs pg. 72 Figure 21 Sample Street Furnishings pg. 72 Figure 22 Vine Street Building Facades pg. 73 Figure 23 Vine Street Building Facade pg. 73 Figure 24 Architectural Details pg. 73 Figure 25 Angled Parking pg. 74 Figure 26 Decorative Crosswalk pg. 74 Figure 27 Sidewalk Configuration pg. 74
St. Bernard Economic Development Study
The purpose of this chapter is to identify the opportunities and challenges of the City of St. Bernard. Understanding the area’s strengths and weaknesses as a location for economic activity provides a factual basis for economic development goal setting and strategy development (McLean and Voytek, 1992, 3-9). Data from this analysis should help readers answer questions such as: What are the current conditions? Which industries account for the area’s economic performance and condition? What local factors or resources appear to be supporting industry competitive advantage and which factors may be inhibiting it? With this data, St. Bernard can build a shared understanding of how the local economy operates and its strengths and weaknesses, obtain a sound basis for setting realistic goals and objectives to make effective and intelligent use of limited resources, and build public awareness, consensus, and support for economic development efforts.
Data have been collected from on-site surveys, previous studies and articles. Recent interviews with stakeholders reflecting the opinion of planners, city officials, as well as the opinion of St. Bernard residents complete this report. There are four major sections of this report. The first section provides an overview of St. Bernard. The second section provides a comprehensive character analysis of St. Bernard. The third section describes the socioeconomic conditions, including a complete descriptive overview of the business district. The paper concludes with a discussion of St. Bernard’s opportunities and challenges as identified from the first three sections.
The purpose of the overview is to assess the current situation in St. Bernard with respect to its location and transportation network, social capital (population, demographics and stakeholders), housing and services, open unused space and green space, and walk-ability. These are all elements that may play an essential role in the revitalization process, and thus strengths and weaknesses of St. Bernard in each of these areas.
MAP 1. Location of St. Bernard
Location and Transportation Network MAP 2. Important Nearby Locations and Potential Connections
This section identifies the role of the location and the transportation network in enhancing economic growth in St. Bernard. The location in the region is regarded as a primary strength of the city. St. Bernard is situated on Interstate I-75, in the proximity of downtown Cincinnati and Northern Kentucky, and has access to the eastern part of the metropolitan area through Route 562 (Norwood
Lateral Expressway).* It also has direct access to western Hamilton County and Indiana suburbs by virtue of its close proxitmity to
attracting industry and business activity to the area (St. Bernard Planning Committee 1998, 98-100). The City of St. Bernard is also located within a 2 mile radius of two major universities - Xavier University and the University of Cincinnati -and five hospitals. This constitutes another great opportunity for diversified retail and specialty service businesses (St. Bernard Planning Committee 1998, 98-100). Map 1 and Map 2 illustrate the location and accessibility characteristics of St. Bernard.
The transportation network in the area is quite well developed. Interstate 75 and Highway 562 connect the city with the neighboring areas and support economic development. Queen City Metro provides public bus transportation to and from the area. The rail lines that spawned the community’s original industrialization still benefit St. Bernard industries (St. Bernard Planning Committee
Children’s Hospital
Xavier University
University of Cincinnati University Hospital
1998, 98-100; Romanos 2005a). Thus, in designing a program for revitalization, the city must take advantage of its location: the proximity of institutions that generate demand for a diversity of goods and services; the infrastructure, and the well developed transportation system.
Source: CAGIS 2000
*It is anticipated that the planned widening and realignment of These impacts are addressed in section
CBD
St. Bernard Economic Development Study
DEMOGRAPHICS FIGURE 1. Historical Population Trend
0 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 Year
Population
6000
4000
2000
This section analyzes the current demographic characteristics of the population living in St. Bernard – general population trends, population by race, educational attainment and income, as well as unemployment and labor force participation. The population of the City of St. Bernard is decreasing. In 2005, the estimated population was at its lowest since 1910, with approximately 4,500 residents (US Census 2007).
On the one hand, elderly residents are moving out of the city due to the lack of senior housing alternatives. As Romanos (2005b) argues, senior citizens represent a highly significant resource for St. Bernard, not only in terms of the transfer payments and other income such individuals receive, but also as a large component of the community’s employment and volunteer base. In addition, they are the holders and transmitters of St. Bernard’s unique history and heritage.
Likewise, increasing numbers of young families are moving out to the suburbs. Young families are attracted to new housing available in suburban areas, which St. Bernard lacks due to the shortage of developable land. The shortage of developable land physically limits growth and opportunities for new housing, and limits St. Bernard’s ability to attract new residents. Population loss could result in a loss of vitality in the city and even a loss of the city status (St. Bernard Planning Committee 1998, 100-102; Romanos 2005a, 2005b).
The racial composition of St. Bernard population (see Table 1) shows a large majority white population (91.4%). The African American population counts for only 6.5%, while the other races count for only 2.1%. The comparison of the racial distribution in St. Bernard to Hamilton County shows significant differences, and supports the idea of high spatial concentration of white residents. Less than 1 percent of the population is Hispanic or Latino (U.S. Census Bureau 2007). According to Kaplan (2004, 245) this concentration can be the effect of economics, discrimination, and/or preferences of the population and is generally seen as having a negative impact on the society at large. Some members of the community are weary of outsiders and do not want to see demographic transition (Sanders and Sanders 2007). The community has been known to prevent this transition by not posting “for sale” signs for houses on the market.
St. Bernard Economic Development Study
TABLE 1. 2000 St. Bernard Population by Race.
U.S. Census Bureau data (2007) also shows that the educational attainment of the adults aged 25 and over and living in St. Bernard is limited. (Figure 2). Most of the adults are high-school graduates (37.3%). Some have attended secondary school or high-school, but have no diploma (19.3%), and some have attended college, but have no diploma (22%); 16.8% have a Bachelor’s or Associate Degree, while about 1% have a Professional Degree. Few have a very low or a very high level of education (0.2% attended only primary school and 3.5% have Master’s or Doctorate Degrees). The population of St. Bernard tends to have lower levels of education as compared to the population of Hamilton County. 8.4% of the population of Hamilton County has Master’s or Doctorate Degrees, 2.3% have Professional Degrees, 24.7% Bachelor’s or Associate Degrees, while only 19.6% have some college eeducation but obtained no diploma, 27.8% are high-school graduates, and only 16.4% have attended secondary school or high-school, but without obtaining a diploma. As in the case of St. Bernard, an insignificant percent, 0.8%, attended only primary school (U.S. Census Bureau 2007). Thus, we can consider the educational level an issue that may be invested in the future, in St. Bernard.
FIGURE 2. Educational Attainment
40
35
30
25
20
15
10
5
0
St. Bernard
Hamilton County
Source: U.S. Census 2007
The income distribution of St. Bernard households (Figure 3 below) reveals a lack of diversity. The population tends to be concentrated in lower income. Only a few of the households are grouped at the extremes – 9.8% of the households earn less than $10,000 per year and only 3.2% earn more than $100,000 per year. The majority of the households in St.
Bernard have a low, medium-low, and medium-high income (28.9%, 36.4%, and 21.6% respectively). When we compare the income-distribution in St. Bernard to the one for Hamilton County, we notice that indeed St. Bernard seems to have a slight disadvantage. 12.8% of the households in Hamilton County earn more than $100,000 annually, as compared to only 3.2% in St. Bernard. For the other categories, the differences are lower, with higher proportions in St. Bernard. The proportions of very poor households, earning less than $10,000 annually, are similar for the two areas compared, at about 10% (U.S. Census Bureau 2007).
Furthermore, according to the U.S. Census Bureau (2007), of the population aged 16 and over in St. Bernard only 1.2% are unemployed, however 37.5% are not in the labor force.
FIGURE 3. Income Distribution
40
35
30
Unemployment is higher amongst males than amongst females (2.2% of the male population is unemployed, as compared to 0.4% of the female population), however not being in the labor force is more common among females (46.8% of females are not in the labor force, as compared to 26.2% of males). As compared to the situation at the County level, we can say that St. Bernard unemployment levels are lower (3.3% of the population aged 16 and over are unemployed at County level). However, a higher percentage of people are not in the labor force (34.5% of the population is not in the labor force at County level – 27.4% of the males and 40.8% of the females) (U.S. Census Bureau 2007).
St. Bernard is characterized by a declining population trend, with a clear predominance of the white population. This will likely have a negative impact on the community if this trend continues, as both the elderly and young families are moving out. Furthermore, the educational and income levels of the community are lower than at the County level. Finding ways to educate people and increase their earnings may increase the local demand and subsequently contribute to economic growth. Finally, while the unemployment levels are low, so is the participation in the labor force. As St. Bernard works towards revitalizing the neighborhood, it will need to address these issues. Stakeholders
The success of a project is highly influenced by the support of key stakeholders (Turbit 2005). Stakeholders help ensure potential problems are addressed and strengths are enhanced
or economic and social development. Stakeholders are members of a community with vested interest in development. The purpose of this section is to identify stakeholders in St. Bernard, and to emphasize their general role in the community and their role in the revitalization process.
Stakeholders can be divided into two broad groups: primary stakeholders and secondary stakeholders (Gavin and Pinder 2001). Primary stakeholders are those who are affected by the project, i.e. who expect to benefit from or be adversely affected by changes. The participation of primary stakeholders is essential in projects that are expected to have a direct positive impact on defined groups of people (Gavin and Pinder 2001). Secondary stakeholders are those with an intermediary or agent role that aid in the delivery process, i.e. local government, business service providers, etc. (The Intranet Portal Guide 2006). Both primary and secondary stakeholders may be key stakeholders that influence the project and ensure that objectives are met. Turbit (2005) identified seven points to showing the importance of stakeholders in the economic development process (see Appendix1). These seven points are considered below.
The stakeholders in the St. Bernard planning process and individuals and groups that may fit into the key stakeholder role have been identified through a series of interviews (Brickler 2007; Brickweg 2007; Kalb 2007; Morris 2007; Sanders 2007; Weidmann 2007), as well as a review of the St. Bernard website (City of St. Bernard, 2007). The intent of this portion of the chapter is to identify and assess the role of primary stakeholders. Secondary stakeholders will be identified as St. Bernard progresses with its revitalization planning processes.
St. Bernard has a city government which is comprised of 9 council members, including the mayor, vice mayor and 7 council members (The City of St. Bernard 2007). This group controls the city’s funding and, hence, is primary to the efforts to develop the area. The following individuals are all public servants, part of the local government, and are actively involved in the betterment of the community: John Estep (Mayor of the City of St. Bernard), Curtis Walden (Vice Mayor of the City of St. Bernard and the President of Council), Joe Kempe (St. Bernard’s Service Director), Peggy Brickweg (Council and 2nd Ward for the City of St. Bernard). Some residents view the local government as ineffective and dysfunctional, lacking the leadership, vision, and planning knowledge necessary to drive revitalization efforts.
Many of the business owners are actively involved in public meetings and participate in the community. The following individuals have been involved in business activity in St. Bernard at one time or another: Gabe Sanders (Prior manager – Fifth Third Bank, resident), John Bush (Owner – Skyline Chili), Bob Sowtell (Manager – 1st Safety Bank), Neal Morris (Principal owner – Upstream Media Inc., and a resident of St. Bernard). Currently, the business community is not formally organized despite discussions of forming a business association.
The city also has several organizations that, while currently not involved directly in revitalization, have the potential to play a role in these efforts: Kiwanis Club, St. Bernard Women’s’ Club, Eagles, Ladies Auxiliary, Church Organizations, Idol Hour. Some
of these organizations are open to all – i.e. Eagles, while others receive members only on the basis of recommendation – i.e. Idol Hour. Several young council members are also members of the Idol Hour. In addition, the Community Investment Corporation (CIC) is an organization where members are admitted only on the basis of invitation. Gerry Wiedmann (Director of planning and development for the City of St. Bernard and President of CIC), Will Esterly, John Goedde are some of the people most actively involved with this organization. Our research found that while it was originated to develop NUMAID, the CIC seems to have had little impact to date. In the past, CIC meetings were closed to the public (currently its meetings are open to the public but only as observers). As already stated, public participation is a key factor in the success of community revitalization attempts.
In addition to government, business and organizations, St. Bernard has a contingent of highly active residents who participate in many public meetings and are very engaged in efforts to revitalize the area. These residents include business people, families that have resided in St. Bernard for many generations – for example, the Hackneys, Esteps, Bedinghaus, Nurre, and Hausfeld’s. In addition, several individuals who live in St. Bernard work for the city as either fireman or policemen. Active members in this group include: Doug Roll, Bob Schrenk and Butch Baur. While the community involvement of St. Bernard’s residents is one of its main strengths, it is also a weakness. Some of them own large properties and are also involved in the local government, social, and community activities. Many of these individuals have close relationships with one another, both business and personal. As such, they may be reluctant to take action or play a leadership role for fear that they may have to take stance on an issue that is unpopular or that, while it is good for the community, may have negative repercussions for an individual.
More generally speaking, the city of St. Bernard is primarily a Caucasian Catholic community. Over 90% of the residents in St. Bernard are white. The area is very family-oriented and conservative. A large percentage of the residents are elderly and there are a lot of renters. Many owner occupied residents of St. Bernard are long-time residents. Many live in single-family homes, which have been passed down through generations. This tight-knit characteristic is one that interviewees have expressed interest in preserving. This is a characteristic that may obstruct some revitalization proposals connected to mixed-use and residential development, attracting young people to the neighborhood (i.e. students) or changing the character of the neighborhood .
St. Bernard can utilize its many opportunities for development by engaging its stakeholders. The participation of the local government of St. Bernard in the revitalization process is essential as they are the major funding provider and council members were identified as being engaged in the revitalization efforts; however there was a lack of strong leadership or vision, which is required to drive revitalization efforts. Business owners are essential stakeholders in the business district revitalization proposals. It appears St. Bernard does have a committed group of business owners willing to participate, but might need mobilizing. The residents are very proud of their city and have a desire to be involved, yet, like many organizations, their involvement is not always sought out or embraced. The residents, like all the primary stakeholders identified, are a strength which St. Bernard can use to propel initiatives forward.
TABLE 2. Housing Stock in St. Bernard, by Age, 2000.
This section analyzes the housing conditions and the services provided for the inhabitants of the city of St. Bernard, as these are essential elements that influence the attractiveness of the city and, thus, the willingness of new people and businesses relocate to St. Bernard. The city itself contains a variety of neighborhoods with different characteristics. As Figure 4 shows, the condition of the houses in St. Bernard varies considerably. The existence of substandard housing areas and rundown properties where the property owners refuse to cleanup their homes negatively impacts the area (St. Bernard Planning Committee 1998, 100-102). Lack of enforcement of regulations on property maintenance and clearing up of specific properties is also a negative aspect that must be ameliorated. For example, city regulations allow building owners to extend building permits almost indefinitely (St. Bernard Planning Committee 1998, 100-102).
Table 3 shows that the housing stock in St. Bernard is quite old. More than half of it (1,125 houses, representing 54.4%) was built before 1939. Very few houses have been built after 1980 (5% of the total number). The data also show that most of the houses built before 1980 are owner-occupied. The houses built during the last two decades of the 20th century are exclusively owner occupied. However, it seems that the direction of development has shifted. Fewer houses are being built and those built since 1999 are renter occupied.
FIGURE 4. Housing Types & Condition
In addition, there is a mixture of housing types which allows a variety of income groups to live in the area and affordable housing is available to people willing to move into St. Bernard (St. Bernard Planning Committee 1998, 98-100). Data from the U.S. Census Bureau show that most houses in St. Bernard are owner occupied (63.5%), a fairly significant number, one third (36.5%), are renter occupied. The distribution is almost similar to the one in Hamilton County (see Table 3).
TABLE 3. Housing tenure in St. Bernard.
starting at 35,000, which may not be the actual value of the housing. This can be related to the age of the housing stock. Most of the owner-occupied houses are valued between $35,000 and $124,999 (87.9%) and only 12% of them are valued $125,000 and more (Figure 5). The median value of houses in St. Bernard in 2000 is of $91,500. The rents are also quite low in St. Bernard. 11.3% of the rents are lower than $300, 41.1% are between $300 and $399, 21% are between $400 and $499, 16.9% are between $500 and $700, while only 4.5% are higher than $700 per month. For 5.2% of the housing units rented in St. Bernard no cash rents are required. Ten percent of the total number of housing units are vacant, almost all of them being built before 1970.
FIGURE 5. House Valuation
30
Data provided by the U.S. Census Bureau (2007) also show that the value of owner-occupied housing units in St. Bernard is not very high. These values are grouped by price brackets
Source: U.S. Census 2007
The existence of public and parochial schools in the neighborhood creates incentives that draw both new residents and businesses to the area (St. Bernard Planning Committee 1998, 98-100). The City of St. Bernard is known for providing its inhabitants with high quality public services (St. Bernard Planning Committee 1998, 98-100). It offers its inhabitants the services of an Aquatic Center, a Fitness Center and a multitude of parks; however it lacks a city social/community center. The city also lacks a new library and city officials have encountered financial problems in attempting to build one (St. Bernard Environmental Analysis 2006; Roma-nos 2005a).
In conclusion, the majority of the housing stock in St. Bernard is quite old and its value is quite low. Renovations and improvements are needed for a significant number of the buildings to increase their value and, thus, make the neighborhood more attractive for people and businesses. The services available to St. Bernard residents lack places that enhance the spirit of community, as for example a civic center. These areas need to be considered as priorities in the revitalization proposals.
This section summarizes the open and green space study conducted for St. Bernard by the University of St. Bernard (Bennet et al. 2006). Open and green space is one of the most powerful elements in the process of revitalization. St. Bernard has many areas with high potential for becoming visually pleasant: for example, the green space on Vine Street up to Spring Grove Avenue or the tree lines and green space along railroad and street easements (The Revitalization of St. Bernard 2006a). The city has many such unused open, green spaces (Figure 8 and Map 3), both pubic and private – the soccer field and the old canal, institutional open space – the schools and cemeteries, and public parks
– Ross Park, Vine Street Park and several playgrounds. It has been shown that the presence of open space not only increases property values, but also enhances air and water quality, enables residents to enjoy the outdoors and wildlife, creates a sense of place, improves aesthetics, and draws in both new residents and businesses (Benett et al. 2006, 5). Each open space can be utilized for community activities such as farmers markets, fairs, and/ or public seating areas. A civic center and other social gathering spaces are necessary as well. There are also many abandoned sites in St. Bernard – the old train depot is one example – as well as parking lots and vacant lands that can be used for the redevelopment of the city (Benett et al. 2006, 1, 13).
Unfortunately, much of the green space is scattered throughout the region and is not connected in any particular way. Furthermore, the aesthetics of the green space are inconsistent and the tree cover is minimal in many areas, problems which the city could easily remedy. Finally, the green space lacks accessibility and visibility (Benett et al. 2006, 7; The Revitalization of St. Bernard 2006a; The Revitalization of St. Bernard 2006d). Open space is creative space, and, as we have already shown, in St. Bernard there are many opportunities for reusing undeveloped or underdeveloped land as open space (The Revitalization of St. Bernard 2006c).
It is also argued that the areas north and east of the Vine Street and Spring Grove intersection have untapped potential and are under-utilized. The areas feel neglected and disjointed, and lack the aesthetic improvements provided to other parts of the Hence, when viewing these areas, one gets the sense that they are not complete (Benett et al. 2006, 9). indus-MAP 3. Open Space trial area.
In conclusion, St. Bernard has the advantage of plenty of green and open space, however most of it is under-utilized, poorly managed, or even abandoned, and not connected in any particular way. These aspects must be considered in the revitalization proposals, as unused space can always be used for new developments and infills that would benefit the entire community.
St. Bernard has the great advantage of being a walkable community. The walkability map (map 4) indicates that most of St. Bernard’s community centers – the Vine Street business district, public parks and other open spaces, cemeteries, schools, etc. – are within a half mile walk (10-15 minutes) of where residents live. The industrial area is also ready to be a walkable part of the community.
Sidewalk coverage is nearly 100%, and, given the right amenities, could be a great asset to the community as a whole. The sidewalks together with the green spaces in industrial areas, the pocket parks, and the open spaces in general, enhance the walkability characteristics of the city (Benett et al. 2006, 3, 7). However, the quality of the sidewalks leaves much to be desired (Figure 6).
Some of the assets along Vine Street are its lower speed limits and crosswalks that make it welcoming to pedestrians. There is a distinct separation of the commercial and residential areas from the industrial districts – the I-75 underpass provides a clear transition between the commercial area and the industrial area. Establishing more pedestrian connections between the two separate parts of the city could be of help for its future development (Open Space Strategies 2006). In addition, the city possesses a few historic landmarks, significant architectural character, and a rich industrial past that can all be used in the revitalization process (Benett et al. 2006, 13; The Revitalization of St. Bernard 2006e)
To summarize, St. Bernard has great potential for becoming a fully walkable community with a large endowment of open public spaces. It has one of the most generous percentages of open and green space per hundred residents and an extensive of sidewalks. It has a pleasant village scale and a general safe and friendly ambiance for pedestrians. Its extensive , if improved upon, are landscaped, and are equipped with attractive furnishings, would induce a major increase in pedestrian activity. Two challenges to that objective are (1) the lack of connectivity among green spaces and the under-utilization by these spaces by the community and (2) the physical barrier created by the railroad and I-75 separating the industrial area from the rest of the community. The first Issue has been extensively addressed by the open and green space study of the University of Cincinnati . It should be emphasized here that in order for the communitys open and green spaces to be more extensively utilized they need to be made much more attractive with flowers and landscaping better maintained, and endowed with more furnishing and attractive features such as seating areas, gazebos, playgrounds, shelters, fountains, lighting etc.. With regard to the second issue the only thing that can be done is to improve the network of sidewalks and landscaping of the industrial area and to strengthen visually and functionally the area of the bridges connecting the two parts of the community. This could be the subject of a specialized study that we could conduct for St. Bernard.
.
FIGURE 9. Sidewalk Condition
MAP 4. Walkability
In conclusion, today St. Bernard faces a series of challenges, but it has also advantages that can be used towards the redevelopment of the community and its economic growth. On the one side, the community must take advantage of its very good location, in the proximity of a series of institutions that generate demand for a diversity of good and services, and of a quite well developed transportation network. It must also preserve and promote its architectural landmarks and historical buildings, which are an important asset because they are part of the identity of the community. St. Bernard benefits also from the presence of extensive open and green space.
However, this open and green space is unused or under-utilized in most of the cases, and must be an essential part of a redevelopment plan including infills and community gathering places. Other areas where improvements should be brought are the creation of more architectural elements that define the local character and the renewal of old houses. Ameliorating problems connected to traffic congestion and lack of parking, as well as improving the walkability in the neighborhood must also be considered in the future. Furthermore, investing in people is also an element that must not lack from a redevelopment plan. St. Bernard presently experiences a decreasing population trend and lower educational and income levels as compared to Hamilton County. Increasing the level of education and earnings can subsequently increase local demand and thus enhance economic growth. The low unemployment levels are an asset; however the labor force participation seems quite low as well. Furthermore, it is essential to involve all types of stakeholders, but especially the local government, the CIC, the Church, the business owners and the residents, in the life of the community and especially in the redevelopment process. Last, but not least, the family friendly small town environment is an image perceived by the locals. People not living in St. Bernard have negative perceptions of the city. This can be changed, however the change must come from inside and primarily repre
Image has become increasingly important to the vitality of a community. Not only do visitors judge a place by its appearance, economic development professionals also judge the aesthetics of a place to assess its economic position among cities (Blakely and Bradshaw 2002, 181). This is especially true in commercial districts where business is primarily dependent on local traffic. Cities must do everything possible to make the environment attractive and worthwhile for local residents and outsiders who visit and spend time in the public spaces (Blakely and Bradshaw 2002, 191).
There are two critical steps to performing a character analysis. The first step is to conduct a literature review of current practices and to observe some of the approaches to the aesthetic and functional character of the buildings, public spaces and infrastructure. The second step is to conduct a character analysis and assess the existing conditions in St. Bernard. Examining the visual disposition of the community in terms of promoting neighborhood revitalization, the completion of a character analysis for St. Bernard is a critical component of the renewal process. A character analysis provides the informational foundation for decisions regarding the identity and physical improvements needed for economic development This includes concepts for gateways, landscaping and graphics, their applications, guidelines and final plans. A comprehensive visual identity system will help to ensure that decisions made regarding the promotion and design are not arbitrary and fit with the desired identity the community chooses to represent and support.
The combination of a literature review and a local assessment will help identify the strengths and weaknesses that exist in St. Bernard in terms of the community’s visual character. This assessment will provide the basis for developing strategies for improving weak points or disadvantages and enhancing the strengths and assets of the visual character of the community.
A survey of current practices reveals a variety of approaches that are being taken to improve the character and appearance of communities to achieve economic development objectives. These approaches operate on a variety of scales, involve a host of actors, and serve as a measure for comparison. Image management has become an increasingly important component to economic development and community revitalization (Blakely and Bradshaw 2002, 181) Reviewing current practices will help identify creative strategies for developing, implementing and maintaining the physical and aesthetic environment. The four main practices are: creating a visual identity, placemaking, townscaping, and developing streetscape design.
Identity design is the practice of analyzing a community’s character, messages, and audiences; then, developing systems of targeted communication through channels that include products, services and environments designed to reach specific audiences (Williamson 1995, 44-45). Identity communicates unique attributes and characteristics of the organization, differentiating it from other similar organizations and competitors (Williamson 1995, 44-45). As communities are faced with economic disinvestment and are attempting to reposition themselves, a distinct
identity and visual character have become critical components to attracting economic activity.
A visual identity can be thought of as a vision for the community and serves as the foundation for continuity in visual representation. The vision should be considered in all decision-making and should be supported through deriving the vision through consensus. Visual identity is applied through marketing, design and implementation of promotional materials, physical improvements and public character enhancements. Any vision should originate from the community to ensure ownership and investment, but also authenticity and consensus. Visioning exercises, charrettes, and workshops can help to develop strongly rooted community identities.
Placemaking can be thought of as the application of a visual identity to places. One concise definition describes it as “the process of adding value and meaning to the public realm through community-based revitalization projects rooted in local values, history, culture, and natural environment” (Zelinka 2005, 1). Placemaking focuses attention on public spaces and making aesthetically pleasing environments that attract not only attention but also activity. Public spaces, squares and parks, but also small-scale, pedestrian friendly environments, are valuable assets to a community’s foot traffic and business success.
The condition of public spaces often serves as “a barometer of our communities’ vitality, social cohesion, public health, sense of place, image, and identity” (Zelinka 2005). Some of the most important resources for placemaking are people, organizations, the private sector policies and programming and creative fund raising (Zelinka 2005, 73). Community identity or placemaking also relates to a community’s history and circumstances that have instilled it with a degree of distinctiveness (McCarthy, 2006). Duerksen and Dale (1999) identify several actions that create a “sense of place,” or identity (see appendix 2)
Townscaping is another, similar technique local governments can use to revitalize and reposition an outdated business district. Local merchants, planners, and citizen groups have defined townscaping as a physical, attitudinal, and management process that involves the development of a visual theme for the central town area (Blakely and Bradshaw 2002, 191). A theme could be based on history or a more contemporary expression of identity. Communities all over, but especially small towns and cities, have experienced increased local business through improving their visual image while preserving their small town character.
According to Blakely and Bradshaw (2002, 181), streetscape design in the broadest sense refers to the design of a street, including the roadbed, sidewalks, landscape planting, and character of the adjacent building façade or planted setback. Streetscape improvements are designed to be implemented on a variety of scales. And, like placemaking, streetscape designs involve local participation to conceptualize, design and implement. Paving, landscaping, street lighting and street furniture all fall under streetscape improvements. Types of street furniture include benches, tables, and chairs, trash receptacles, bicycle racks, and planters. For all of these approaches, control systems should be developed to guide the process beyond development and implementation. The concept behind control systems is not to prevent the worst from happening, but to insure that the correct and appropriate steps are taken (Blakely and Bradshaw 2002, 181).
In order to assess St. Bernard’s opportunities and challenges with respect to city character, the authors conducted a physical survey of St. Bernard. The following analysis is a summary of the team’s findings.
This section discusses and briefly describes the general image of the city of Saint Bernard in terms of town atmosphere and the perception of the city from outside its boundaries. The family-oriented, comfortable and small town environment is considered a major strength of the City of St. Bernard. This special atmosphere of the community is seen as a great contributor to the quality of life. The positive general attitude and friendliness of the residents is also regarded as strength and a major contributor to the quality of life in the city (St. Bernard Planning Committee 1998, 98-100). This is demonstrated by the general belief of the residents in St. Bernard’s potential for growth (St. Bernard Planning Committee 1998, 98-100).
St. Bernard possesses strengths on which it can build a visual identity; a rich cultural heritage; and, community pride that those intimate with the community all agree upon. The German roots, the small-town feel and historic charm are significant assets in terms of potential character and identity development. This is evident in some of the historic architecture and urban design of the community including the architecture of the Ivorydale facilities and the pedestrian scaled section of the business district. These assets are well known internally and, when presented appropriately, will serve to attract like-minded individuals who have similar values and appreciate these assets of the community.
From the perspective of visual heritage, the city has great potential, however there is enough place for improvement. For example, architecture of the old Ivorydale site still resembles what it once did. However, some places lack elements defining the local character. For example, as Figure 7 shows, the corner of Vine Street and Mitchell Avenue lacks a landmark or gateway to define the transition from Cincinnati to St. Bernard, while the passage under I-75 and railroad feels desolate (Benett, et al. 2006, 7, 13; The Revitalization of St. Bernard 2006a). Thus, while the city has many landmarks and historic buildings that have the potential to define it as unique and different, some of the buildings are not well preserved and some of the places lack elements defining the local character.
Despite its assets, St. Bernard lacks a cohesive identity due to the lack of a unified identity and agreed upon vision. As Figures 8-10 illustrate various municipal and private signage and the lack of continuity. While it is clear that attempts have been made to develop and deploy identity applications, like banners, signage and street furniture, efforts appear to lack coordination and consistency of appearance and quality.
FIGURE 7. Intersection at Vine and Mitchell
Observations of the business district revealed a number of weaknesses that need to be addressed. The banners along Vine Street are an example of a genuine attempt at a visual identity, but they do not fully capitalize on the character assets and they appear aged and outdated.
Streetscape improvements are significant investments in street paving, sidewalk improvements, street lighting, directional signs, tree boxes and planters, benches, and trash receptacles. Such improvements can have a dramatic impact on the appearance and use of a neighborhood business district. In St. Bernard, some of the weaknesses observed with respect to the streetscape improvement include:
Municipal signage (Figure 8), trashcans and benches are inconsistent and in varying states of disrepair. These amenities are important aspects of defining the public space but the inconsistencies cheapen the effort and impact of such investments. In terms of municipal signage, the historical markers, parking lot identification, and community bulletin boards are symbolic of the issues. They appear to be poorly maintained and positioned.
FIGURE 8. Signage along Vine Street
FIGURE 9. Business Signage along Vine Street
St. Bernard also lacks distinct community gateways that symbolize the character and quality of the community. These design elements could give the community a sense of place. The community is currently in the process of constructing a kiosk type gateway along Vine Street near the north end of the business district. However, other gateway elements should also be employed, preferably at both ends where the business district begins and ends. These gateways should follow the continuity of design, as was discussed previously, and can take a variety of forms (such as plazas, monuments, clocks, public art, etc.).
Regulations
Municipal regulations and enforcement are also a significant weakness in terms of the visual identity of the business district. The physical survey revealed a number of signs are poorly maintained and in need of attention or enforcement (Figure 9). Some of the armatures are still in place in front of vacant and occupied stores. Section 1185.02 of the Planning and Zoning Code addresses the permitted types of business signage. Type D under this section deals with Special Perpendicular and states “this style sign must be properly maintained at all times” (City of St. Bernard 2005, 134). In either case an impression of general disinvestment is the result of a lack municipal controls and enforcement.
A number of nearby communities are also realizing similar strategies of cultural heritage and public space improvements to enhance their competitive advantage in the region, Glendale and Wyoming are two examples, St. Bernard will need to be distinct from these examples.
As stated above, the most important resources for place-making are people, organizations, the private sector policies and programming and creative fund raising. St. Bernard exhibits the potential to bring all of these elements together to begin implementing a visual identity.
Overall the infrastructure and aesthetics contributing to the character of the business district is weak and lacks many of the essential elements of successful places. The lack of public spaces and perceived quality in the default public spaces needs to be improved in order to strengthen the identity and character of the community. The elements that do contribute to the character of the community are generally in poor condition and lack continuity and consistency.
The strengths of St. Bernards visual character must be harnessed and through the development of a visual identity be applied to improving the aesthetic and physical environment through placemaking and streetscape design. The primary strengths in terms of identity are the cultural heritage and the German roots, the historic development related to the industrial development of early America and the small town charm. There are numerous opportunities to pull from historic architecture for visual elements and design influence. The historic architecture of institutions and industrial sites like Roger Bacon, St. Clement and the Ivorydale facility. The train depot also represents a part of St. Bernard’s historical connection to Cincinnati and is a unique architectural structure that could be preserved for the benefit of St. Bernard’s residents (Figure 12).
Considerations for the identity development will also take into consideration the current and future demographic characteristics of the community. A significant portion of St. Bernard’s population is aging. This does not necessarily need to conflict with the desire to attract younger residents. In fact, this dynamic can serve as an important aspect of the identity that St. Bernard develops. Finding the right balance between the historical and contemporary, small town and big city could result in an identity that differentiates St. Bernard from places like Wyoming and Glendale, and also from the City of Cincinnati.
As stated before, more centers for community gathering are needed (St. Bernard Planning Committee 1998, 98-100; The Revitalization of St. Bernard 2006d). Given the existing demographic and the potential to attract more residents the character that St. Bernard promotes could cater more to the types of public spaces that are desired by these groups making it a more pedestrian oriented place. Public space should be designed for youth, senior citizens, family, young professionals and students to interact and enjoy cultural amenities. Building on the strength of the small town feel and proximity to urban amenities St. Bernard should create a sense of place that reflects these qualities and associated values.
The aesthetic and physical improvements section in Section 2 of this report will utilize these cultural and architectural influences along with other local and national case studies to develop the visual identity and its applications placemaking and streetscape design. Visual systems for signage and graphic promotion, façade improvements, landscaping and parks, gateways, and a variety of streetscaping elements need to be created to strengthen the assets of St. Bernard and take advantage of the potential and opportunities available.
MAP 5. Vine Street Corridor
For St. Bernard to intelligently develop strategies for economic development, it must first understand the nature of the local economy. Analysis of the area’s strengths and weaknesses as a location for economic activity is an essential element in this process. Survey and analysis will provide a factual basis for economic development strategy development (McLean and Voytek 1992, 3). This section is a brief economic audit, evaluating the current condition and performance of the local economy and analyzing the local industrial structure and characteristics of the business base (McLean and Voytek 1992, 2). The audit will outline the underlying structure of the local economy in terms of the neighborhood business district, local industry and tax revenue. The role of this analysis is not an ultimate economic development strategy for St. Bernard, but instead to support an informed discussion about economic problems, possible solutions, and policy options (McLean and Voytek 1992, 5).
Physical Survey of the Neighborhood Business District A neighborhood business district (NBD) or a neighborhood commercial district (NCD) is a strategically located center of business, suitable for commercial activities which will accommodate a compact shopping environment and supply goods and services to the residential and working population on a convenience basis. The NBD is distinguished from a central commercial district, which provides general business and broad services to a city or region (County of Hawaii 2007). The St. Bernard business district runs along the Vine St. corridor through the city. This report will speak specifically to the southern section of the NBD, Section 1 on Maps 5 and 6, from Washington to Orchard. While the NBD is viewed as the heart of the city, it is also identified as one of St. Bernard’s major weaknesses because of its accelerated decay.
The business district is viewed as a defining characteristic for St. Bernard and, thus, not only an important part of the city, but also the very “heart of the city”. The good mixture of businesses in the downtown area is an important factor in the development of the city and especially in the development of its business district, however, buildings are in disrepair, vacant storefronts and abandoned buildings line the street, and there are an abundance of unregulated signs and other undesirable streetscape elements. In short, the general appearance of neglect characterizes the South Vine Street segment of the business and detracting from economic development opportunities and the community as a whole.
Table 4 and map 7 summarize the findings of our physical survey of the southern portion of the NBD, the area identified by previous teams as having the most potential for economic revitalization. The chart categorizes local business, building characteristics parking options, and pedestrian orientation. Each business is categorized, described, and then indexed on the map. The physical analysis further identifies the use, condition, size and age of each structure.
St. Bernard Economic Development Study
TABLE 4. Business District Survey
St. Bernard Economic Development Study St. Bernard Economic Development Study
In the physical survey, buildings arev identified as either commercial or mixed use. Commercial refers specifically to structures in commercial use or service within the central shopping region. Mixed-use provides for the mixing of commercial and residential character. The advantage in this case is that when commercial space has a residential component, it creates a more sustainable neighborhood environment. Structures within the NBD fairly evenly split between commercial and mixed-use development, however, residential capacity within the district is in need of policy and aesthetic prominence.
Parking has been identified in respect to individual businesses and classified as either on-street or as a private lot. Parking lots both private and municipal have been identified on the land use map. The majority of parking for the NBD is located on the main thoroughfare, and can be classified as on-street parking. If the NBD is to remain relevant parking must remain available. The community can consider either private or shared lots behind existing businesses or creating horizontal spaces along Vine Street.
Our physical survey revealed that the NBD can be classified as a pedestrian-oriented development; however, this design is not exploited in a manner that attracts additional revenue to the district. Pedestrian-oriented development is designed with an emphasis primarily on the street sidewalk and on pedestrian access to the site and buildings, rather than on auto access and parking areas. Buildings along Vine Street are generally placed close to the street and the main entrance is oriented to the street sidewalk and there are generally windows or display cases along building facades
which face the street. Buildings cover a large portion of the site, and although parking areas may be provided, they are generally limited in size and they are not emphasized by the design of the site. To capitalize on pedestrian orientation and move toward a pedestrian friendly environment, improvements must be made. The street lacks amenities such as benches and sufficient greenery and parks along its streetscape to encourage pedestrians to remain in the district (Benett et al. 2006). Foot traffic along the NBD is necessary to support local business and to retain community character.
The age of each building has been identified, and classified as either old or new. A classification of old defines structures built prior to 1985, where new construction is anything build after 1995. Buildings are classified by condition and categorized as good, fair, or bad. A structure deemed in bad condition is in need of serious repair both inside and out. Buildings in fair condition need to redevelop façades require minor outside repairs (i.e. broken windows and awning repair), generally speaking just aesthetic changes. A structure in good condition is in need of no repair. The majority of the district is considered old construction, yet in good condition. Aesthetic revitalization and streetscaping along the corridor will serve to improve the overall image of the center and enhance the historic character of the built environment, as previously discussed in more detail in the character analysis section of the report.
The survey revealed that the city has a variety of businesses and services. While the variety is a positive characteristic, the type and quality of the businesses and services in this area are not adequate to provide the community essentials and are not conducive to a sustainable business district. The NBD is not a single-destination retail location. The corridor serves local residents, limited through traffic, and potentially adjacent neighborhoods. There are vacancies and room for infill in this region, offering St. Bernard the opportunity to attract some basic types of retail, which it currently lacks, such as a hardware shop, a bakery, a video store, a laundromat, a florist, and additional restaurants.
A dramatic shift in retail over the last 30 years demonstrates the change in the shopping patterns of urban dwellers. The number of retail establishments in 1958 was 79, compared to 31 in 1992. In 1992 there were: 19 eating and drinking establishments, 7 food stores, 4 drug/proprietary stores and 1 apparel and accessories store (Benett et. al. 2006). Today the number of business has further deteriorated, showing the decentralization of retail in urban areas (Benett et. al. 2006). If St. Bernard it going to remain commercially competitive and create a sustainable neighborhood business district, changes must be made to the type and mix of businesses locating in the area. In order to be viable, sustainable business district, the mix of retail establishments should cater to the basic needs of the residents (County of Hawaii: Zoning Code) and draw people from outside the city to the district. St. Bernard’s current district does not contain the variety of stores necessary to meet the needs of the residents nor attract new patrons to the area.
The Comprehensive Plan has previously suggested aesthetic improvements along Vine Street to attract businesses and unification of the corridor through urban design elements such as signage, streetscaping. None of these proposals have been adequately fulfilled. The business district has potential to thrive, but it requires immediate attention. As both city officials and residents admit that this is an area that can be strengthened (St. Bernard Planning Committee 1998, 98-100), and both council and business have a vested interest, all parties need to work to facilitate change. Major and minor modifications can be implemented through changes in the zoning code, regulations, and ordinances. Council, a neighborhood business district association, and residents are each accountable for economic development and business revitalization.
MAP 8. Industrial Land-Use
.
The physical survey helped identify some of the major weaknesses of the neighborhood business district. In summary, these include inappropriate parking, lack of a pedestrian friendly environment, building disrepair, and an over arching need for convenience business that will draw the community back to the NBD.
The City of St. Bernard has historically played a significant role in the manufacturing portion of the Greater Cincinnati economy. The heritage of industry of St. Bernard is a strong quality for the community and a major selling point. St. Bernard has always been a leader of industry in the Mill Creek Valley and the Cincinnati area as a whole. From the mid19th Century to today, economically beneficial industry has dominated the area north of the I-75 corridor. Today, much of this industry is changing to lighter industry, while some heavy industry dealing with chemicals and manufacturing remains (Benett et. al. 2006). The industrial sector is buffered and separated from the rest of the city (St. Bernard Planning Committee 1998, 98-100). Figure 21 provides a map of industry in St. Bernard.
While it is argued that St. Bernard is already moving to cleaner industry, pollution remains a concern for the area (air pollution, odor, brown fields) (St. Bernard Planning Committee 1998, 98-100; The Revitalization of St. Bernard 2006b; Open Space Strategies 2006). The unpleasant odors emanating from the industrial area remain a challenge for the City. The worst situation from this point of view is encountered behind the St. Bernard Soap location, near Cognis and the Mill Creek. Moreover, some industries left the area during the last decades – i.e. the closing of the P&G manufacturing operations in the 1980s (Romanos 2005a), which is a sign of a weakening local economy.
Historically St. Bernard benefited from being a good place to locate an industrial business. Changes in the manufacturing and distribution processes, transportation costs, and the mobility of employees–has made it less significant location (Benett et. al. 2006). Currently, lack of available land and its inventory of older buildings make St. Bernard less competitive. Suburban development during the last 30 years has added to a loss of industrial land (Benet et. al). If St. Bernard is to capitalize on its historic industrial reputation it needs to work expediently to develop new partnerships and incentives to promote growth.
Tax revenue provides stability to a community in the form of trust, infrastructure and growth. The City of St. Bernard benefits from one of the lowest property taxes in the region, a solid tax base, and prudent city officials (St. Bernard Planning Committee 1998, 98100).
However, a decline in tax base, partly caused by P&G’s domination of the city’s economy and thus, for a few years now, tax revenues have been insufficient and the City has regarded the imposition of new taxes as the solution for supporting public services. Only a few years ago, the City had millions in surplus; but in recent years, it has overspent, considerably diminishing its financial reserves (St. Bernard Planning Committee 1998, 100-102; Eck 2005; Wood 2005; Romanos 2005b). In addition, there is concern that St. Bernard’s budget is disproportionately spent on public services in comparison to similar neighborhoods and the county. Table 5 and Figure 13 show this comparison.
TABLE 5. Police & Fire Spending Comparison TABLE 6. History of Tax Revenue in St. Bernard
St. Bernard has stable revenue from earned income tax. For the past 10 years, St. Bernard has averaged around eight million dollars annually. Income Tax is primary source of revenue for St. Bernard. The first tax increases in over ten years occurred in 2006: (1) the payroll tax increased in June from 2.0 to 2.1, (2) while property will increase 1.4 million over five years due to a seven million dollar school levy (Benett et. al. 2006) the scaling down of its operations, has lately been registered. Table 6 shows the history of the income tax revenue from 1996 to 2006.
Low property tax, solid community revenue, and prudent leadership are elements that could be used to attract new residents. St. Bernard needs to better promote the location’s accessibility and lower taxes. The community can work to diversify the tax base, particularly the industrial base, through industrial incentive and loan programs, yet still maintaining a mutually beneficial relationship with P&G (Benett et. al. 2006).
Information from this analysis can be used to identify steps that St. Bernard may take to maximize present strengths and minimize current weaknesses, all in an effort to enhance prospects for economic growth (McLean and Voytek 1992, 4). The St. Bernard NBD has the potential to be pedestrian friendly environment with a thriving mixed-use sector. The community needs to now work to capitalize on the assets it has. Economic development does not exist in a vacuum. While close evaluation of the NBD, industrial components, and tax revenue and spending should be considered holistically, the economic development plan must additionally fit within the wider vision of community character and revitalization efforts.
Thus far, we have provided an overview of St. Bernard, analyzed the city’s character, and examined the socioeconomic conditions. This final section will summarize the information from the previous sections in terms of opportunities and challenges facing St. Bernard. Opportunities include the city’s inherent strengths while the challenges include inherent weaknesses. As previously stated in the chapter’s introduction, this summary will serve as the foundation for making strategy recommendations for revitalization efforts. With this information, the community of St. Bernard can make choices and decisions that will build on their strengths and/or eliminate or diminish the impact of their weaknesses. The opportunities and threats discovered throughout this report are summarized in Table 7.
Reviewing this list, some general themes appear. Some of the strengths that are consistently mentioned are the location; civic pride and positive/friendly attitude; family-friendly offering an affordable mix of housing options and both parochial and public schools; rich culture and historical nature that create a “small town” feel; a significant amount of green space; and a potentially vibrant business district. On the down side, there is no consistency in any of these assets. For example, the housing stock is interspersed with rundown units, the green and open spaces are not all aesthetically pleasing or developable, there is no consistent theme
St. Bernard Economic Development Study
TABLE 7. Opportunities and Challenges
St. Bernard Economic Development Study
St. Bernard Economic Development Study
TABLE 7. Opportunities and Challenges
