5 I Q 2 0 0 9 J'uma ^igh 9{dgfiborfiood %tvitatization (P[an ''focusing on a prosperousfuture tfirougfi strategic investment'' Yuma High Neighborhood Revitalization Strategy I. Executive Summary In 2003, the City of Yuma Neighborhood Services staff began working on a comprehensive plan to revitalize the approximately 214.5 acre Yuma High Neighborhood (YHN). Using input from residents and businesses, the staff identified the following goals: 1) Safety and security 2) Neighborhood appearance 3) Housing 4) Infrastructure 5) Social services 6) Workforce development, and 7) Economic development. The YHN consists of residential, commercial, governmental and vacant lots. Demographically, the neighborhood is more diverse and has a lower average median income than the City as a whole. The neighborhood’s substandard housing conditions also need attention including the physical condition of the house and overcrowding and occupation of residence beyond financial capacity. Economic development goals include: 1) Encourage small business development 2) Help stimulate job creation 3) Revitalize underutilized or deteriorated commercial properties. The Yuma High neighborhood has two commercial districts: the Third Street corridor, west of Fourth Avenue to Avenue A, and the Fourth Avenue corridor, south from First Street to Sixth Street. These commercial districts offer opportunities for public and private investment to help stabilize, upgrade, and improve the entire Yuma High neighborhood. Residents of the YHN also identified community facilities needing improvement including infrastructure, recreation facilities, education, police and fire/emergency protection, and health care. By investing in housing and economic and neighborhood facilities, the City can revitalize and preserve the YHN. II. Introduction The Yuma High Neighborhood is a 32-block area bound by Colorado Street on the north, Fifth Street on the south, Avenue A on the west, and Fourth Avenue on the east. The neighborhood is approximately 214.5 acres and is home to 2,510 residents. It is a historical neighborhood with most of its streets lined with single-family detached homes built over a seventy year period, from the early 1900’s to the late 1970’s. Although the YHN is primarily residential, there are many education institutions including a high school, a middle school and an elementary school. The YHN also has a host of cultural, employment, recreational and educational opportunities, making it desirable for reinvestment. -1- Yuma High Neighborhood Revitalization Strategy The YHN is near the Carver Park Neighborhood, which the City of Yuma designated a Neighborhood Revitalization Strategy Area (NRSA) in 2000. The City successfully leveraged close to $25 million dollars in federal, state, local, and private resources to revitalize the Carver Park Neighborhood. The City envisions a similar outcome for the YHN. Land The residential area of the YHN represents over 80.5 percent of the parcels and 57.3 percent of the total land area. Typically, homes are constructed on compact lots averaging five to six thousand square feet, although some residential streets are platted with home sites of a quarter acre or larger. There are several commercial corridors in the neighborhood, including Fourth Avenue and Third Street. These areas are opportunities for revitalization with potential to provide housing, commercial, and community facilities in a mixed-use development strategy. Government controlled land only occupies four percent of all parcels but makes up over 28 percent of the total -2- Yuma High Neighborhood Revitalization Strategy land area. The majority of it is used by the Yuma Elementary School District and the Yuma High School. Streets, canals and related right-of-ways are not included in this analysis. Vacant lots within the neighborhood account for a total of 48 lots, representing eight acres or 5.5 percent of the total land area in the neighborhood. The parcels are scattered throughout the neighborhood with an average size of .17 acres (Diagram 1) Diagram 1 Yuma High Parcels by Land Use Land Use Single family residential Multiple family residential Mobile home residential Commercial Industrial Government Service businesses Vacant Religious/non-profit Heavy Business Total Parcels Number Percent 359 62.3 105 18.2 1 0.2 20 3.5 1 0.2 23 4.0 7 1.2 48 8.3 11 1.9 1 0.2 576 100 Land Area Acres Percent 60 40.8 24 16.5 0.2 0.1 6 4.2 0.5 0.3 41 28.3 3 2.0 8 5.5 3 2.1 0.3 0.2 146 100 Source: City of Yuma Demographics Diagrams 2 and 3 suggest the demographics of the YHN are diverse and differ from the City as a whole. The YHN population is younger and has higher incidence of poverty than the City. It also has a smaller percentage available to work which impacts employment and poverty in the neighborhood. The YHN is also fairly diverse with only 45.2 percent of the population being white compared to 68.3 percent for the City as a whole. -3- Yuma High Neighborhood Revitalization Strategy Diagram 2 Population, Gender, Race, Ethnicity and Poverty 2000 YHN, Yuma, Arizona, and National ________________________________________________________________ YHN Yuma Arizona National _____________________________________________________________________________ Population 2,510 77,515 5,130,632 281,421,906 Gender Males Females 48.4% 51.6% 49.8% 50.2% 49.9% 50.1% 49.1% 50.9% Race1 White Black American Indian Asian/Pacific Islander Other Race 45.2% 2.6% 3.2% 0.00% 48.7% 68.3% 3.2% 1.5% 1.7% 21.4% 75.5% 3.1% 5.0% 1.9% 11.6% 75.1% 12.3% 0.9% 3.7% 5.5% Ethnicity1 Hispanic or Latino 80.0% 45.7% 25.3% 12.5% 23.5% 12.1% 9.90% 9.22% People Living In Poverty _____________________________________________________________ Note: 1. Census totals by block group can vary by trait measured. Percentages by race and ethnicity are based on the percentage of the total population as Described in aggregate racial data collection. Source: 2000 U.S. Census Diagram 3 Age Breakdown of the Population Yuma High Neighborhood (YHN) and Yuma 60% 50% 40% 2000 YHN 2000 Yuma 30% 20% 10% 0% Under 18 Source: 2000 U.S. Census 18 to 64 65 and Over Age Group -4- Yuma High Neighborhood Revitalization Strategy The YHN also makes up a significant amount of the City’s total low-moderate income population. In 2000, the YHN had 1540 persons with low or moderate incomes, equating to 47.2% percen0t of the total YHN population (Diagram 4). Diagram 4 Yuma High Neighborhood Low-Moderate Population, 2000 Block Group Totals Yuma High Neighborhood Block Low-Moderate Group1 Total Population Percent Low-Moderate Population 1,845 1,126 63.6% 001 1,331 414 30.7% 002* TOTAL: 1,540 AVERAGE: 47.2% Note: 1. Census Tract #2 *Neighborhood Impact Area Sources: 2000 U.S. Census and the U.S. Department of Housing and Urban Development Phoenix Field Office Through public input sessions, students, residents and business owners identified major needs of the YHN, which the City used these issues as the basis for its goals and strategies. They include the following categories: A. B. C. D. E. F. G. Safety and Security Neighborhood Appearance Housing Infrastructure Social Services Workforce Development Economic Development Specific issues, which could inhibit the plan’s success include: ♦ Property Acquisition: A major component of the plan is the redevelopment/rehabilitation of vacant and/or underutilized private and commercial properties. While property owners are usually willing to participate in publicly sponsored redevelopment plans, funding could be difficult. The City does not have unlimited funding and when utilizing Federal and State funding, public agencies must adhere to Real Property Acquisition policies. ♦ Public Investment: Significant public financing will be necessary to encourage private investment. The success of the plan is therefore contingent on local, state and federal participation. ♦ Overlay multi-family zoning: Almost 42 percent of the neighborhood has had a multi-family zoning designation despite being predominantly single-family residences. The neighborhood stabilization goals in this plan could be -5- Yuma High Neighborhood Revitalization Strategy undermined if single-family homes are replaced developments in areas inappropriate for that land use. with multi-family Since both the City and the YHN support the plan, the issues above are not insurmountable. The City of Yuma Neighborhood Services team will work with community-based organizations, federal, state and local governments, and the private sector to leverage resources and enact and finance the plan. This plan is based on the premise that only through comprehensive evaluation and planning can substantial change be realized in the YHN. III. Background and Process The City of Yuma Neighborhood Services Division began the planning process for the Yuma High Neighborhood (YHN) revitalization in November 2003. The goal of the project can be summed up in the following statement from the Department of Housing and Urban Development (HUD) in their notice regarding the development of neighborhood revitalization strategies: “Comprehensive community revitalization strategies seek to create partnerships among federal and local governments, the private sector, community organizations and neighborhood residents. The Department seeks to create communities of opportunity in distressed neighborhoods by stimulating the reinvestment of human and economic capital and by economically empowering low-income residents.” -Notice CPD-96-01, HUDS Staff held public input sessions and administered surveys to students, residents, property owners, and faith-based organizations to identify issues important for revitalization and positive and negative aspects of the community. Based on this input, the City developed a comprehensive three-year plan. These methods allowed stakeholders to recognize the positive and negative aspects of the neighborhood. The general consensus is the YHN, despite its issues and challenges, has a rich architectural character and history and is full of potential. IV. Housing High unemployment and low earning potential suggest a need for more affordable housing. Age, language, education, and occupation impact a resident’s ability to earn wages Diagram 5 suggests Spanish is the primary language of 74.1 percent of residents; 37.9 percent do not speak English well. Of residents 25 years and older, almost 57 percent have less than a high school diploma or equivalent, compared with 26.8 percent citywide and 19 percent statewide and nationally. For example, management and professional -6- Yuma High Neighborhood Revitalization Strategy occupations are typically on a higher pay scale than farming or retail jobs. Diagram 6 compares employability in the YHN to the City as a whole. Diagram 5 Language Spoken at Home and Education 2000 YHN, Yuma, Arizona, and National ________________________________________________________________ YHN YUMA ARIZONA NATIONAL Language English Only Spanish Spanish "Speak English less than Very Well"* Languages other than English or Spanish 24.4% 60.6% 74.1% 36.8% 37.9% 15.5% 1.5% 2.6% 74.1% 19.5% 9.1% 6.4% 82.1% 10.7% 5.2% 7.2% Education Less than 9th Grade 9th to 12th Grade; no diploma High School Graduate Some College, no degree Associate Degree Bachelor's Degree 28.5% 28.4% 20.6% 15.7% 1.4% 4.2% 7.8% 11.2% 24.3% 26.4% 6.7% 15.2% 7.6% 12.1% 28.6% 21.0% 6.3% 15.5% 11.8% 15.0% 25.1% 26.1% 5.9% 9.7% ___________________________________________________________ *Percentages are Spanish speakers who speak English less than “Very Well” from Total Population Source: 2000 U.S. Census Diagram 6 Labor Force, Unemployment and Occupations 2000 Survey and 2000 CPN and Yuma 2000 YHN 2000 Yuma Labor Force1 Total Employed Unemployment Rate 1,254 33,904 986 28,024 21.4% 17.3% Occupation2 Management, professional, and related occupations Service occupations Sales and office occupations Farming, fishing, and forestry occupations 22.3% 14.0% 21.5% 8.0% 30.2% 18.8% 28.7% 2.5% Note: 1. Labor force was calculated based on total employment in the areas listed plus unemployment Note: 2. Percentages reflect the percentage of employed persons; also note that occupational categories differ from Census categories -7- Yuma High Neighborhood Revitalization Strategy Diagram 7 illustrates the YHN family income from 1999. The results from the 2004 Resident Survey should be viewed with caution for a variety of reasons. First, no adjustment has been made for inflation to the Census data, which was recorded five years prior. This indicates a likely understatement of current incomes. Second, income is often-overstated on surveys. The U.S. Census Bureau overcomes this problem by performing data quality analysis when it analyzes aggregated IRS documents and Bureau of Economic Analysis national income accounts. Third, due to a low survey response rate, the income percentages may not be an accurate reflection of actual incomes. Diagram 7 Median Family Income in 1999 2000 Yuma High Neighborhood (YHN) and Yuma YHN (MFI - $23,542) 2000 Yuma (MFI - $39,693) 40.00% 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% Less than $10,000 $10,000 to $14,999 $15,000 to $24,999 $25,000 to $34,999 $35,000 to $49,999 $50,000 and Over Median Family Income in 1999 Source: 2000 U.S. Census, 2004 Resident Survey 1 Understated by employment before the age of 18 or past the age of 64 due to limitations in data availability The Census data demonstrates that household income in YHN is lower than the City as a whole. 53 percent of households in the YHN have annual incomes lower than $35,000 compared about 43 percent for the City. Only 14 percent of Yuma High residents have household annual incomes greater than $50,000 as opposed to 37 percent for the City. Improving substandard housing conditions is important in revitalizing the Yuma High Neighborhood. Substandard housing indicators include not only the -8- Yuma High Neighborhood Revitalization Strategy physical conditions of a house but also overcrowding and occupation of a residence beyond financial capacity. Identifying substandard housing conditions involves examining the following factors: number of units and occupation status, housing tenure, age of house, housing type, and housing costs. Number of Units and Occupation Status The number of dwelling units and occupation status are important factors in examining a housing environment. In the YHN, the percentage of owneroccupied homes (42%) is slightly less than the percentage of renter-occupied (45%). Diagram 8 suggests the YHN has a much larger proportion of renteroccupied units than the City as a whole. While the percent of vacancies in the City of Yuma (22.7%) is higher than the YHN (12.6%), the City’s vacancies are likely due to units owned by seasonal visitors. While vacancies in the YHN are lower than the City as a whole, they are still significant. This situation suggests there is a need for a housing program that will improve affordability and create opportunities for infill housing. The average household size of owner-occupied and renter-occupied households in the YHN is greater than those in the City as a whole. Of survey respondents, 15 percent had household sizes of five or more. Survey results and neighborhood comments indicated the problem of overcrowded housing units is especially important in terms of rental units. Diagram 8 Proportion of Vacant, Owner-and Renter-Occupied Dwelling Units 2000 Yuma High Neighborhood (YHN) and Yuma YHN Housing Type Vacant Owner-Occupied Renter-Occupied Average Household Size of Occupied Housing Unit by Type Owner-Occupied Renter-Occupied YUMA 12.6% 42.4% 45.2% 22.7% 49.1% 28.2% 3.68 3.42 2.80 2.78 Source: 2000 U.S. Census Housing Tenure Housing tenancy is also an important factor in analyzing housing quality. Almost 26 percent of YHN respondents have lived in the same dwelling for more than ten years. Due to this longevity, these households tend to have lower mortgage and rent. Diagram 9, shows the YHN’s housing tenure is slightly higher than the City. -9- Yuma High Neighborhood Revitalization Strategy Diagram 9 Housing Tenure 2000 YHN and Yuma 70.00% 60.00% 50.00% 40.00% YHN-2000 Yuma-2000 30.00% 20.00% 10.00% 0.00% 5 or Less 6 to 10 11 to 20 20 or More YEAR Source: 2000 U.S. Census Age The age of the homes is also important in neighborhood revitalization. More than half of the YHN houses were constructed before 1969 compared to only 29 percent in the City and twenty-two percent in the State of Arizona (Diagram 10). Diagram 10 Age of House 2000 YHN, Yuma, Arizona, and National Year Structure Built 1939 or Earlier 1940 to 1959 1960 to1969 1970 to 1979 1980 to 1989 1990 to 1994 1995 to 1998 1999 to March 2000 YHN 13.6% 27.1% 9.8% 12.8% 19.9% 7.2% 6.9% 2.6% Yuma 2.5% 13.4% 12.7% 23.7% 21.9% 10.2% 12.3% 3.2% Arizona 2.2% 9.6% 10.6% 23.6% 24.7% 10.5% 13.7% 5.1% National 15.0% 20.0% 13.7% 18.5% 15.8% 7.3% 7.3% 2.4% Source: 2000 U.S. Census Housing Types: The type of housing in the YHN needs to be identified to focus revitalization resources on areas where they will have the largest impact. Diagram 11 describes the housing types in the YHN. - 10 - Yuma High Neighborhood Revitalization Strategy The YHN contains a larger percentage of single-family detached structures than the City, State and nation. When correlated with poverty levels and age of housing, this data suggests rehabilitation programs targeting single-family homes will improve housing stock, neighborhood conditions and affordability. Diagram 11 Housing Type YHN Yuma Units in Structure Single Family Attached 66.5% 42.5% Single Family Detached 7.0% 5.8% 2 or More Units 21.1% 21.1% Mobile Home 0.0% 25.1% Other 5.0% 5.4% Arizona National 56.8% 60.3% 6.0% 22.1% 13.8% 1.3% 5.6% 26.4% 7.6% 0.2% 2000 U.S. Census and City of Yuma Data Housing Costs: Yuma experienced a housing boom in the early 2000’s that led to a dramatic increase in the cost of housing. In 2000, the average price for a single family home was $102,000. In 2005, it increased to $212,221. While most of these increases occurred in newer subdivisions, prices in the older neighborhoods also experienced substantial appreciation. - 11 - Yuma High Neighborhood Revitalization Strategy During 2008, the housing market collapsed. The current average price of homes in the area is now $107,000, reflecting the national downward trend in the housing market. The plunging home value suggests many residents of the YHN that purchased their homes in the last few years may have mortgages that exceed their homes values. Combined with the growing unemployment rate, the low home values are a sign of a growing economic crisis. The industry standard among home mortgage lenders is that no more than 28 percent of a household’s gross income should be spent on a home payment. Among renters, the standard for affordable rent is no more than 30 percent of household income. Households that pay more than 30 percent of their income towards rent often have difficulty paying for other basic necessities, including utilities, food, clothing and transportation. Diagram 12 suggests 16.1 percent of the Yuma High Neighborhood are paying 25 to 34 percent of their household income on monthly owner costs, and 24.2 percent are paying 35 percent or more on housing costs. These figures exceed the City as a whole, the State and the Nation. Among renters, 21 percent of YHN residents pay 25 to 34 percent of their household income on rent and 28.4 percent pay 35 percent or more. These figures also exceed the City as a whole, and the percentage of renters paying 25 to 34 percent also exceeds the State and the Nation. Diagram 12 Housing Characteristics 2000 YHN, Yuma, Arizona, and National ________________________________________________________________ YHN Yuma Arizona National _____________________________________________________________________________ Owner-Occupied Units Selected Monthly Owner Costs as a Percentage of Household Income1 Less than 15 percent 29.6 % 36.0 % 34.8 % 36.5 % 15 to 24 percent 28.7 % 31.9 % 31.8 % 31.4 % 25 to 34 percent 16.1 % 15.5 % 16.3 % 15.4 % 35 percent or more 24.2 % 15.8 % 16.2 % 15.8 % Not Computed 1.34 % 0.66 % 0.90 % 0.80 % Renter-Occupied Units Gross Rent as a Percentage of Household Income1 Less than 15 percent 19.5 % 16.8 % 15 to 24 percent 17.4 % 26.7 % 25 to 34 percent 21.0 % 16.6 % 35 percent or more 28.4 % 26.4 % Not Computed 13.8 % 13.5 % 15.8 % 26.9 % 18.8 % 30.9 % 7.71 % 18.1 % 27.1 % 17.7 % 29.5 % 7.55 % ________________________________________________________________ Note: 1. Percentage of Household Income in 1999 Source: 2000 U.S. Census - 12 - Yuma High Neighborhood Revitalization Strategy Affordable housing is a key factor in any revitalization strategy. Homes that exceed the cost of the market tend to deteriorate as owners struggle to maintain them. This downward spiral can lead to a dilapidated neighborhood. One method of determining affordability is annual income needed to purchase a house without being cost-burdened. For example, at the beginning of 2008, the average cost of a house in the Yuma High Neighborhood was $104,000. The monthly principal, interest, taxes & insurance would be $722, assuming a 10 percent down payment, 7 percent interest over a 30 year mortgage and taxes and insurance of $100 per month. The owner would need to earn an annual income of $28,872 to avoid using more than 30 percent of his or her monthly income on housing payments. In 2000, the Medium Family Income (MFI) in the YHN was only $23,542 and 34 percent of the neighborhood earned less than $25,000 annually. From 2000 to 2008, the overall MFI of the City increased by 7 percent. Assuming that wages in the YHN increased correspondingly, then the MFI in 2008 would have been $25,189. Therefore, a family earning the MFI in the YHN would not have been able to afford a home. Housing Conclusion While the YHN faces significant challenges, with the appropriate strategies and partnerships, effective improvements are feasible. There are numerous vacant parcels available for redevelopment. The population is relatively young, however, the percentage of the overall population living in poverty is higher than in the City as a whole. There is a need to develop the employment and educational skills of the neighborhood through such actions as English and GED classes. The unemployment rate is relatively high, but it can be improved with appropriate workforce development opportunities. The housing stock is older indicating that a housing rehab program would be effective in the area. In addition, occupants are cost burdened, so programs that reduced housing costs, including energy efficiency improvements, could have a significant positive impact on the neighborhood. There are many rental units in the YHN. As part of the revitalization plan, the City’s Rental Inspection program will ensure that residents meet all Housing Quality Standards. V. Economic Development The economic engines of Yuma are agriculture, military and tourism. Agribusiness contributes $1.3 billion into the local economy and accounts for 90 percent of the nation’s winter lettuce supply. Two prominent defense facilities, the Yuma Proving Ground (YPG) and the Marine Corps Air Station (MCAS-Yuma) are also located within the community. MCAS-Yuma provides virtually all training for Marine fighter pilots, and YPG is - 13 - Yuma High Neighborhood Revitalization Strategy one of the Army’s premier experiment and evaluation facilities. It is also the largest single civilian employer in the County. Tourism is also important with 300,000 visitors a year and nearly 90,000 winter visitors supplementing the City’s population in the winter months. The winter visitor impact on commercial businesses is dramatic, especially in the areas of general retailing, food service, automotive and leisure activity sales. Secondary economic drivers include medical services and Native-American owned gaming and other tourism attractions including the Yuma Territorial Prison State Park, St. Thomas Mission, the Colorado River and its associated activities. In 2007, Expansion Management Magazine honored Yuma as one of America’s fifty hottest cities. Factors considered in selecting Yuma included business environment, workforce quality, operating costs, incentive programs, workforce training programs, and the ease of working with the local political and economic development community. In 2006 and 2007, Yuma was also first and second, respectively, on Inc. Magazine's list of the Top 20 Boomtown Small Cities. In 2004, the Yuma Palms Regional Shopping Center opened, which includes a 16-screen Harkins cinema and Yuma’s largest retailers and restaurants. The Yuma Palms development has impacted commercial activity across the City including the YHN. It has created a competitive challenge for existing commercial activity centers such as the Downtown District which the City has been working to redevelop. The City anticipates the opening of the Pivot Point hotel and conference center, a 150-room hotel and 18,000 square foot business conference center currently under construction on the Downtown’s riverfront, which will offset the challenges of the Yuma Palms and attract new business activity there. Economic development goals include the following: • Encourage and promote small business development • Help stimulate job creation • Revitalize underutilized or deteriorated commercial properties • Promote and enhance the ability of business owners to secure necessary capital to finance start-up ventures or business expansion projects. A strong business community will lend stability to the YHN and provide job opportunities for its residents. While economic development marketing and recruitment in Yuma is primarily the responsibility of the Greater Yuma Economic Development Corporation (GYEDC), City of Yuma staff assists GYEDC in - 14 - Yuma High Neighborhood Revitalization Strategy economic development efforts occurring within the City. At the neighborhood level, the City helps stabilize older neighborhoods and promote economic growth. For example, the Neighborhood Economic Revitalization and Development strategy was developed by the City of Yuma and included establishing a City Participation Loan Fund (PLF) program to encourage small business development in revitalization areas. The goal of the fund is to help stimulate job creation and revitalize underutilized or deteriorated commercial properties. The PLF can be funded by the U.S. Department of Housing and Urban Development (HUD), CDBG, or matching funds from local private financial institutions. The Yuma High Neighborhood The Yuma High Neighborhood has two commercial districts: the Third Street corridor, west of Fourth Avenue to Avenue A, and the Fourth Avenue corridor, south from First Street to Sixth Street. These commercial districts offer opportunities for public and private investment to stabilize and upgrade them and improve the entire Yuma High Neighborhood. In recent years, there have been a number of major development activities adjacent to the YHN including: • The renovation of the Yuma County public library, on the southeast corner of Fourth Avenue and Third Street. • The Hilton Garden and Conference Center, located in the area northeast of First Street and Fourth Avenue, is currently under construction and is anticipated to be completed in 2009. The hotel will include 150 rooms, a conference center and a restaurant. • A new 50,000 square foot Federal Courthouse is planned for the eastern area across from First Street and Fourth Avenue. • The City of Yuma’s Heritage Area Corporation is currently making improvements north of the YHN, which include the western and eastern wetlands recreation area. The Heritage Area Corporation works collaboratively with other agencies such as the National Park Service, Arizona State Parks and the City of Yuma to develop and improve the Yuma Crossing National Heritage Area. • As part of the City’s downtown redevelopment strategy, Main Street was reopened with new parking spots and unrestricted traffic. The Del Sol Hotel is also planned to be redeveloped into a multi-modal transportation center or new retail and office space. • Mr. G’s, a popular, locally-owned restaurant located on Fourth Avenue, recently expanded its operation into a brand new building. - 15 - Yuma High Neighborhood Revitalization Strategy • A Family Dollar Store was recently built on Fourth Avenue. • The owners of the Best Western Coronado purchased and renovated the dilapidated Yuma Inn Hotel located in the YHN. The Yuma Heritage Area Corporation is seeking funding sources to transform the current weigh station, located in the northeast section of the YHN (Fourth Avenue gateway), into a Welcome and Visitor Center. The success of commercial activity is also visible through the continued success of businesses such as the Del Sol Market at Third Street and Fourth Avenue, and the River City Grill and La Flor restaurants along Third Street. Despite these successes, there are still many commercial businesses along the Fourth Avenue and Third Street Corridors that are dilapidated or vacant. Infusing public development dollars into these structures will help strengthen the economic base of the area allowing it to successfully compete against the new, larger shopping attractions. As a major vehicular artery within the City, Fourth Avenue is the north/south Interstate 8 Business Route through the City. During both the morning and evening commuter travel times, traffic along Fourth Avenue is heavy. Even during non-peak hours, Fourth Avenue carries a medium volume of both business and non-business traffic. This traffic makes Fourth Avenue unfriendly for pedestrians and nearly all commercial uses along Fourth Avenue are vehicular dependent. The Third Street corridor is much more pedestrian “friendly”. Third Street is a main east/west thoroughfare serving the residents of the Yuma and Carver Park neighborhoods. The street’s other major users are destination travelers seeking a specific business or other activity center, located along Third Street. In addition to the businesses noted earlier, there are also several existing basic neighborhood service businesses such as a tire shop, a laundry mat, a beauty parlor and a furniture store. The Yuma County Area Transit bus system also has only two bus stops along Third Street. One issue to consider in redeveloping Third Street is the City’s future plans to widen the Street as part of the 2005 Roadways Plan. The Roadways Plan - 16 - Yuma High Neighborhood Revitalization Strategy identifies Third Street as a future 80’ wide collector street. As only 60’ of right-ifway currently exists, this will require the City to acquire a portion of right-of-way land on either side of Third Street causing both existing commercial buildings and land to be entirely demolished or reduced in size. However, a revised Roadways Plan is pending, and this widening may not occur. Additionally, it is problematic, costly, and at times unfeasible, to bring older, existing sites into conformity with modern development standards. The City requires that if a commercial building has been vacant for more than two years or redeveloped for a new purpose (i.e. office to retail store), then the property must conform to the City’s site development codes before it can be used again. These codes make the redevelopment of older properties difficult. For example, modern parking, on-site retention, landscaping, and building setback standards can often not be met without reducing or demolishing the building. Fourth Avenue Corridor Recommendations The following are recommendations from Enterprise Real Estate Services, Inc. that would stabilize the northern end of the Fourth Avenue commercial district and greatly improve the services provided to the residents of the Yuma High Neighborhood: • The Del Sol Market should be secured for redevelopment. This project should be the focus of redeveloping the corridor. • Provided the right-of-way issues can be resolved, a retail-based shopping center of approximately 45,000 to 50,000 square feet capable of addressing the expanded needs of the Del Sol Market should be created. • Del Sol Market should be allowed to develop a larger facility while maintaining its current location. • The River’s Edge Plaza Shopping Center and the four residential properties behind the complex should be secured for redevelopment. The River’s Edge Plaza Shopping Center is outdated and underutilized property located along Fourth Avenue north of the Del Sol Market. • Additional land for redevelopment should be secured as is possible along the east side of Fifth Avenue between Second and Third Streets. • Using the above properties, a single land parcel (approximately 180,000 to 200,000 square feet, running along Fourth Avenue from the current Jack in the Box, south to Third Street) could be assembled for redevelopment. The City of Yuma should vacate the section of Second Street that runs from Fourth Avenue to Fifth Avenue and include it in the above land parcel. - 17 - Yuma High Neighborhood Revitalization Strategy • The redevelopment project should be developed in a way that reflects the heritage of the Yuma community. First and Third Street Corridor Recommendations First Street is one of the oldest streets in the city and a major east-west thoroughfare. While the majority of the street is residential, there are three retail businesses. This area is not a historic district, however, some of the structures may have historic features and some of the homes and businesses are in need of repair. While the majority of the buildings are not commercial the City should still include the corridor in its redevelopment. Third Street is another commercial corridor in the YHN. The street has a strong commercial presence with four retail establishments, two restaurants, two churches, one tavern/dance club and one community service facility. One deterrent to commercial development is the number of vacant retail spaces and lots. The City recently conducted a survey of the Third Street corridor and found a total of five (5) vacant lots and three (3) parcels with vacant structures. Presently, two of the vacant lots are situated within a floodplain. While being located in a floodplain does not necessarily preclude development, it does increase its cost. Another obstacle is the City’s desire to widen Third Street. The widening may result in acquisition and/or demolition of existing structures which deter redevelopment. The goal for redeveloping Third Street is establishing a vibrant commercial center that serves the needs of the surrounding neighborhoods. A secondary goal for the redevelopment of Third Street is providing social services for residents of the YHN and the surrounding neighborhoods. Examples of social services include career education, job training, urgent medical care and adult day care. Several cities around the country have discovered different ways to combine these services into one facility. For example, a city could combine adult day care and youth programs at night to increase efficiency and lower costs. The City must take aggressive action along Third Street to promote commercial activity and infuse social services into the corridor. An example of such a program is a low-interest loan and property tax credit for sole proprietors and owners of independent, non-franchise businesses. Low interest loans can defray - 18 - Yuma High Neighborhood Revitalization Strategy start up costs for the new location and property tax credits can help with rent costs. Similar aggressive programs have been successfully used in cities to attract commercial businesses such as TV and appliance repair shops, insurance agents, plumbing and electrical service shops, food service outlets, auto service/repair or carpet cleaning/housekeeping services. The City will explore some of these programs for the YHN. The City could provide a similar program for businesses that move into the Third Street corridor for a specified time period. The business must be City approved (Adult Video/Pawn Shops/Check Cashing, etc. are excluded), remain open for a minimum period of time, owned and staffed by a specific individual or family (limited partnerships/non-working majority owners, etc. are excluded) and be either the business’ primary location or an expansion outlet. The City should also increase its efforts to replace trailer parks along Third Street with more traditional type housing. While these parks are located outside of the YHN, their proximity to the area can deter revitalization. While a recent City trailer park study showed that replacing the trailers is not feasible, the City should investigate potential alternative solutions. Economic Development Conclusion The City should broker partnerships between the commercial owners in the area to promote development. However, the actual development is secondary to the goal of stabilizing and revitalizing the Yuma High Neighborhood. Active leadership is the most important factor at this time. A major commitment by the City is required to implement the above recommendations and stabilize the YHN. Failure to act within the next year or two may result in further eroding of the Yuma High retail and businesses base. VI. Community Facilities and Services The City of Yuma and the YHN stakeholders commented on the current status of community facilities and services. The following is a summary of their feedback. Building and Zoning Codes Survey respondents ranked code violations as one of the top three major issues. Examples of violations include: ♦ Families living in unsafe housing ♦ Too many housing units on a single lot ♦ Rental units without smoke detectors ♦ Abandoned vehicles ♦ Vacant houses ♦ Unkept yards ♦ Outdoor business activities taking place on residential lots (e.g. an auto repair business in the driveway) ♦ Graffiti - 19 - Yuma High Neighborhood Revitalization Strategy ♦ Littering Consequences of these violations range from reduced property values to serious safety issues. For example, outdated wiring in a house poses a fire hazard for its residents and surrounding neighbors. Abandoned vehicles, while visually unpleasing, can also be dangerous for children who play in them. All of these factors contribute to the quality of life in the YHN. The Yuma City Council previously approved funding to add a code enforcement officer for the Carver Park Neighborhood but has expanded the service to include the YHN. This is charged with identifying and citing building and zoning code violations in the neighborhood. In the past year, the Code Enforcement Program performed 1,290 inspections and as a result, eliminated 768 code violations. After this plan is approved by City Council, the City will be able to start the Rental Inspection Program in the YHN. The City has also coordinated a clean-up program for the neighborhood. The last clean-up occurred from July-September 2008 with volunteers from the City and the Yuma community. The effort focused on cleaning vacant lots and properties. Volunteers removed trash, tree trimmings, broken appliances and old furniture. The clean-up produced 27 tons of trash, and 11 properties owners were assisted. Infrastructure The City’s Department of Public Works recently conducted a review of the neighborhood’s infrastructure to determine when and where upgrades are needed. City Water and Wastewater All the homes and businesses in the neighborhood are on the City sewer system. The residents surveyed indicated that most residents felt drainage and flooding concerns did not impact the neighborhood. The City has replaced 2,700 linear feet of pipes as a result of issues with stoppages, overflows, and tree root obstruction. Streets While there has been some enforcement of speed limits on First Street, speeding is the most important issue for residents. They stated that although signs are clearly posted, violators ignore them especially around school area. Many neighbors also expressed concerns about blocked driveways. Overall, respondents rated the condition of the streets average. Street Lighting Inadequate street lighting and a slow response time for maintenance is also a problem. A standard residential block in this area is 660 feet by 330 feet. In general, the City installs street lights in and around the YHN every 330 feet. - 20 - Yuma High Neighborhood Revitalization Strategy North of First Street exist old, decorative street lights that may have some historical value, but these streetlights are not operable. However, the City could repair and relocate them along Third Street. Recreation and Neighborhood Facilities Marcus Park/Pool Marcus Pool is the only municipal, heated pool that operates year round. It is a L-shaped, 25 yard long, 10 lane, competitive pool, with a diving well that has a one-meter diving board and a 15 feet tubular slide. Separate from the main pool is a wading pool with a slide for small children. It also hosts a bathhouse with showers and restroom facilities. Yumans utilize the facility November through August. The pool is home to the City of Yuma co-sponsored, non-profit, competitive swim program, the Yuma Heat. The Yuma Heat is made up of children ages four through adult. Currently, the group has approximately 100 youth swimmers year round, but the numbers increase during the summertime. Marcus Pool is also the only facility in the City that the local high schools use for their competitive swim teams. The City Parks and Recreation Department provides a myriad of aquatic programming for all ages at Marcus Pool. They offer fitness programs year round and include Swim For Fitness, a lap swim program; Adapted Aquatics, an exercise program geared for participants with arthritis or physical handicaps; Water Exercise Training, a low impact water aerobics class; and Senior Fun Swim, an open swim program for adults 50+. Adjacent to the pool is a small neighborhood park with picnic tables and a swing set. Since this park is designed only for the residents of YHN, its amenities are - 21 - Yuma High Neighborhood Revitalization Strategy minimal. Many residents do not have an opinion on the recreation and park facilities but of those who did comment, rated them poorly. Neighborhood Facilities The residents and a City assessment of the neighborhood indicate a need for additional neighborhood facilities. Many of the families in the YHN are young and there is a need for more activities for children and single parents. When rating youth programs, senior programs, day care and community facilities, many residents responded that they were unaware of these programs. And if they were, they rated them poorly. Comments included: “the need for something productive for the youth to do”, “children need attention, often unsupervised”, “youth programs not good in this area, better in other parts of the city”. Suggestions from neighborhood meetings include building a recreational teen center, a skate park and a bicycle route. There is also a need for improved social services, including a health clinic. Education Defining features of the YHN are the Yuma Elementary School District One and the Yuma Union High District 70 education facilities, which consist of 17 percent of the YHN land (36.55 acres out of the total 210.04 acre area). These facilities include Yuma High School, Roosevelt Elementary School, and Fourth Avenue Jr. High School. Overall, the academic buildings are in need of restoration. Yuma High School was built in 1913. Before the current school was constructed, classes were held at the Yuma Territorial Prison, giving the institution a rich and unique history. The school’s mascot, the Yuma Criminal, has been rated one of the top 5 in the country. The school has had renovations over the years to accommodate the growing population as well as to maintain its facilities. During 2008, enrollment was 2,571. Yuma High School also has the Snider Auditorium. Fine arts and performing arts groups throughout the community use the facility including Ballet Yuma, the Missoula Children’s Theater, Yuma Ballet Theater and other schools. The school estimates that the auditorium is open to the general public 40 percent of the time, and many residents want it open to them even more. The auditorium seats 750 and is over 80 years old. It needs renovation and the district intends to upgrade it in the next several years. - 22 - Yuma High Neighborhood Revitalization Strategy Fourth Avenue Junior High School teaches grades six through eight and enrolls 465 students. The 83,553 square foot building was built in 1920 and is in good condition. It has undergone numerous additions in the 1970’s and 1980’s. In 1985, the school constructed a multipurpose gymnasium and cafeteria. The last renovation was completed in 1996 and included new windows, refrigeration, lighting, ceilings, carpeting and the installation of a sprinkler system. However, the building is not handicapped-accessible. Due to the extensive and expensive requirement, no such upgrades are planned at this time. Roosevelt Elementary School currently enrolls 344 students and teaches Kindergarten through Fifth grade. The 33,717 square foot building was built in 1926 and is in good condition. There have been several additions over the years with the last one in 2003, but there are no plans for future renovations. The Yuma Educational Technology Consortium is also located in the Yuma High Neighborhood. The Consortium provides single-point technological and phone system resources to both the Yuma Elementary School District One and the Yuma Union High School District #70. The Consortium also provides a Student Information System, a grading and recordkeeping tool for faculty that interfaces with the Arizona State system. The Technology Consortium also provides training, repair, server management, help desk and desktop hardware and software assistance for both school districts. In 2008, there were significant changes in the use of the buildings and the distribution of students in the YHN. Due to declining enrollment, failure to pass the District’s budget override, and State funding shortfalls, the Yuma Elementary School District faces large budget restrictions. The District closed Mary Elizabeth Post Elementary School, a 39,881 square foot institution, and moved its 258 students to Roosevelt Elementary School and Fourth Avenue Junior High. It is now used as administrative offices. In addition to the financial constraints, the - 23 - Yuma High Neighborhood Revitalization Strategy District has failed to meet Adequate Yearly Progress (AYP), as defined by the No Child Left Behind (NCLB), for three consecutive years for Fourth Avenue Junior High. Many residents expressed concerns about the schools including the need for more teachers and smaller classes. Students also need more interactive classes to prepare them for the 21st Century. Classes need to cater to all types of students and provide accelerated and advance placement options. The above issues have increased the pressure on the schools to meet the needs of its students. In order to maintain and improve its service to the students, Yuma Elementary School District One should collaborate with the City, the High School District and other neighborhood stakeholders. Such collaborative efforts have proven successful in the Carver Park Neighborhood, resulting in an improvement in student attendance and test scores at Carver Elementary School. Police Protection According to the Yuma Police Department, calls in the Yuma High Neighborhood tend to focus on three areas: domestic issues, gang disturbances and drugs. Among residents, substance abuse and theft were the biggest issues. They also indicated that prostitution, loitering, domestic violence and speeding were concerns. The police have identified five active gangs in the neighborhood. Some of the strategies employed to reduce the gang presence include a graffiti abatement program, the dispersion of known gang members throughout the City to prevent them from acquiring a dominant influence in one area, and mandatory uniforms for Yuma High. The City also deploys a Police Liaison in Yuma High School to monitor youth gang activity. Many of the students commented that uniforms have been effective in improving the discipline of the student and that the police have a visible presence on campus and blend in well with the school community. However, many believe the police need to establish a lock down plan and more stringent drug enforcement. Police and residents comment that bicycle patrols deter crime. However, command usually only assigns a limited number of officers to patrol and relocates them frequently. Both instances can lead to an increase in criminal activity. Overall, the community believes the City needs to increase its police presence. - 24 - Yuma High Neighborhood Revitalization Strategy The neighborhood does not have a block watch program and at the community meetings there was little interest in forming one. Residents commented that they fear retaliation from reporting crimes. The reluctance to form a neighborhood block watch is likely tied to this sentiment. Fire/Emergency Protection Diagram 13 compares the Yuma High Neighborhood emergency medical service (EMS) and fire calls to the City as a whole for the years 2000 and 2005. In 2000, the neighborhood had 250 EMS calls compared to 5,622 for the City, equating to 37 percent more calls per 1,000 residents. The neighborhood also had 64 fire calls in 2000 compared to 1,176 for the City, equaling 68 percent more on a per 1,000 residents basis. The drastic difference in fire calls may be related to having approximately five commercial calls to every residential, and that the Yuma High Neighborhood has a significant commercial corridor. There are also four schools in the neighborhood and some of the additional fire calls may be false alarms. Diagram 13 Yuma High Area and City of Yuma EMS and Fire Calls 2005 EMS YHN City Fire Total Calls Per 1,000 Residents Total Calls 242 96.41 108.19 1,657 8,386 95 Per 1,000 Residents 37.85 21.38 The Yuma Fire Department’s biggest concerns for the neighborhood are an inadequate amount of residential smoke detectors and outdated wiring in the older homes. The city estimates that 90 percent of the homes in the neighborhood lack a smoke detector. Although not required for owner-occupied units, rental units must have smoke detectors. If the city’s estimates are correct then there are likely a large number of rental units not meeting this building code. In the surveys and community meetings, residents did not indicate that fire or EMS services were a problem. However, some residents expressed concern that, with so many older homes, there is not an adequate community plan to handle a large scale fire. Health Care The Yuma High Neighborhood has a high percentage of enrollees in Arizona Health Care Cost Containment System (AHCCCS) (25.5%) as compared to Yuma County and the State of Arizona. Kids Care (AHCCCS health insurance for children under age 19) enrollees (2.5%) are less in the YHN than in Yuma County, but higher than enrollees in Arizona. This data suggests while a significant percentage of YHN residents do not have private insurance coverage, - 25 - Yuma High Neighborhood Revitalization Strategy they are enrolled in alternative medical insurance (Diagram 14). Overall, healthcare needs to be more readily available to those who can’t afford it. Medicare beneficiaries (7.9%) are also lower in the YHN than in Yuma County or in Arizona. One reason for these results could be a lower elderly population in the YHN than Yuma County or Arizona (Diagram 14). Diagram 14 Program AHCCCS Enrollees, 2003* Kids Care Enrollees, 2003* Medicare, 2000** Source: YHN 25.5% Percent of population enrolled Yuma Health Plan Region County Arizona 22.9% 20.5% 14.9% 2.5% 3.5% 2.2% 2.0% 7.9% 9.7% 13.1% 10.8% *2002 AHCCCS **2000 USDHHS The YHN also has a higher birth rate than Yuma County, the area’s Health Planning Region, and Arizona (Diagram 15). However, it also has a higher percentage of mothers who never obtain prenatal care or wait until the second trimester to receive care (Diagram 16). An increase in education, on the importance of prenatal care, for females between the ages of 15-44 would be beneficial. Diagram 15 Natality 50 45 45 40 Birth Raate/1000 Residents 35 30 Yuma High N. Yuma County 25 Health Planning Region Arizona 21 20 17 17 15 10 5 0 City/County/State Note: Birth Rate Live births per 1,000 populations, average for 1994-2001. Source: 2001 ADHS - 26 - Yuma High Neighborhood Revitalization Strategy Diagram 16 Prenatal Care 80.00% 70.00% % of Prenatal Care 60.00% 50.00% Yuma High N. Yuma County 40.00% Health Planning Region Arizona 30.00% 20.00% 10.00% 0.00% None Tri. 1 Tri. 2 Tri. 3 Unknown Note: Prenatal Care Began Percent of birth mothers beginning prenatal care by trimester, average for 1994-2001. Source: 2001 ADHS Another major health issue in the YHN is the high teen pregnancy rate. According to the 2004 Yuma County profile of the Arizona Department of Health Services, teens aged 15 – 17 in Yuma County had by far the highest rate of pregnancies in the State (Diagram 17). Diagram 17 illustrates the number of teen births per 1,000 females 14-19 years of age as compared to the county, health planning region and the State. With such a large amount of teen mothers, there is a necessity for affordable day care. One solution to this problem is to assess the effectiveness of the sexual education classes and use Yuma High School to educate students about abstinence and safe sex. - 27 - Yuma High Neighborhood Revitalization Strategy Diagram 17 Teenage Pregnancies 200 180 172 Teen Births/1000 Females 14-19 yrs. 160 140 120 Yuma High N. Yuma County 100 Health Planning Region Arizona 80 69 66 55 60 40 20 0 City/County/State Note: Teen Births Live births per 1,000 women aged 14-19, average for 1994-2001. Source: 2001 ADHS Community Facilities Conclusion The survey of community services in the YHN from staff and residents indicate opportunities for improvement. By investing in the neighborhood, the City could start to see a decrease in the fire, EMS, and crime calls, an improvement in education, and the preservation of one of the most historic areas in Yuma. The lack of insurance coverage, specific health issues, prenatal care needs and a high teen pregnancy rate in the neighborhood indicate that a neighborhood based health facility or clinic may be beneficial to the area. VII. Vision Statement At the initial development of the strategy plan in the Carver Park Neighborhood, community meeting participants were asked to provide their vision and ideas as to what they wanted their neighborhood to become. Their comments were synthesized into the following vision statement which has been adopted by Neighborhood Services for subsequent strategy plans and all aspects of their mission: - 28 - Yuma High Neighborhood Revitalization Strategy To create a neighborhood which is both livable and viable; a place where people feel safe, which is drug free and encourages the enriching interaction of its residents, and is made up of well kept homes and businesses which provide employment opportunities for the benefit of all. VIII. Strategic Plan The strategic plan is a three-year plan, which has the broad goal of revitalizing the Yuma High Neighborhood. Each goal is organized under one of the preceding categories, and is followed by specific strategies or tasks. Each strategy/task is followed by a cost estimate (when available), implementing partners, timeframe and benchmark measurements. It is expected that this plan will be revisited each year to remove the goals which have been accomplished and to add new goals as appropriate. - 29 - Yuma High Neighborhood Revitalization Strategy A. Security and Safety Goal Statement: 1. Funding Sources: Improve fire prevention in area homes. CDBG, State of Arizona, Private Donations Strategy/Project 1 a. Inspect all rental units for working smoke detectors or fire extinguishers lb. Providefi-eeor subsidized smoke detectors for all low-mod income owneroccupied households Goal Statement: 2. Funding Sources: Cost Estimate See Strategy C3a $10.00 per detector Partners Neigh Services Neigh Services, Fire Department, Red Cross Make the neighborhood safer by reducing the speeding. City of Yuma, DO J Timing Immediate Immediate Benchmark Baseline No inspections 30% of single family homes have smoke detectors Projection 100% of rental units inspected & detectors installed 90% of single family homes with smoke detectors Yuma High Neighborhood Revitalization Strategy Strategy/Project 2a. Every two months set up a speed monitoring device which shows the posted speed limit and the speed vehicles are actually traveling 2b. Increase Law Enforcement Presence Goal Statement: 3. Funding Sources: Cost Estimate No additional funds $5,000 Partners Police Department Police Department Immediate Benchmark Baseline None Projection 6 times per year Immediate Not applicable Not applicable Timing Reduce the prevalence of gaiigs and other illegal activity such as intimidation, drug sales and prostitution. City of Yuma, CDBG, HUD, US Department of Justice Strategy/Project Cost Estimate $ 1000 Partners Timing Immediate Benchmark BaseUne Unknown 3a. Increase the profile of the City's graffiti paint over program through increased advertising (e.g. fliers) 3b. Increase Law Enforcement, Gang & Drug Task Force presence in the neighborhood $50,000 Police Department Immediate Not applicable Projection Identification, notification and removal of graffiti within .48 hours Not applicable 3c. Increase the number of Block Watch/Crime Prevention programs in the neighborhood No additional cost Police Department, Neigh Services Immediate 3 Block Watch groups 6 total Block Watch groups 3d. Conduct Prostitution Stings $ 10,000 Police Department Immediate Unknown Elimination of prostitution within 2 years Parks and Recreation Department Yuma High Neighborhood Revitalization Strategy B. Neighborhood Appearance Goal Statement: Funding Sources: 1. Improve Neighborhood Appearance through the enforcement of Public Nuisance Codes. (Anti-Ugly Ordinance) City of Yuma, CDBG Str ategy/Proj ect 1 a. • Inventory neighborhood arid inform residents of Annual Spring Clean-up. Cost Estimate $5,000 Neighborhood Services Timing Immediate Benchmark Baseline Armually Partners Projection Removal of junk, trash and debris. lb. Contact the property owners and inform them of public nuisance code violations and available options. $5,000 Neighborhood Services Immediate Not Applicable 100% of violators contacted Ic. Enforce public nuisance codes. (Yuma City Code, Chapter 134 Nuisances) $150,000 Neighborhood Services City Attorney's Office Immediate Reactive Enforcement 100% of violations enforced Id. Implement Abandoned Vehicle Program. $5,000 Neighborhood Services Immediate Limited citywide program Neighborhood specific program implemented Yuma High Neighborhood Revitalization Strategy Goal Statement: 2. Funding Sources: Improve Neighborhood Appearance by eliminating the presence of substandard/dilapidated structures. City of Yuma, CDBG Strategy/Proj ect Cost Estimate See Strategy Bla Community Development Timing Immediate Benchmark Baseline No inventory exists Partners Projection Inventory completed 2a. Inventory neighborhood for substandard/dilapidated structures. 2b. Contact the owners of substandard/dilapidated structures and inform them of building code violations and available options. See Strategy Bib Community Development Immediate Not applicable 100% of violators contacted 2c. Enforce building codes, up to and including condemnation and/or demolition of non-compliant structures. (Yuma City Code, Chapter 150 Building Regulations) See Strategy B1 c Community Development, City Attorney's Office Immediate Reactive enforcement 100% of violations enforced 2d. Develop a fimding mechanism to abate (secure, repair or demolish) substandard/dilapidated stmctures. $50,000 Neighborhood Services 2 year Limited citywide program Neighborhood specific program developed Goal Statement: 3. Funding Sources: ,nd . Improve Neighborhood Appearance through the enforcement of zoning codes. City of Yuma, CDBG Yuma High Neighborhood Revitalization Strategy Cost Estimate Inventory neighborhood for zoning code See violations. Strategy Bla Strategy/Project 3a. Community Development Timing Immediate Benchmark Baseline No inventory exist Partners Projection Inventory completed 3b. Contact the property owners and inform them of the zoning code violations and available options. See Strategy Bib Community Development Immediate Not applicable 100% of violators contacted 3c. Enforce zoning codes. (Yuma City Code, Chapter 154 Zoning). See Strategy Blc Community Development, Attorney's Office Immediate Reactive Enforcement 100% violations enforced City C. Housing Goal Statement: Funding Sources: 1. Stabilize the neighborhood through the construction and acquisition/rehab of single family, owner-occupied housing. CDBG, HOME, State of Arizona, Financial institutions. Private Investment, YouthBuild Strategy/Project la. Identify vacant land and structures for revitalization Cost Estimate $5,000 Partners Neighborhood Services Timing Immediate Benchmark BaseUne No inventory exists Projection Update inventory annually Yuma High Neighborhood Revitalization Strategy Cost Estimate Implement Government Fee Reduction $240,000 Program in YHN to use incentives such as reduced permit fees, subsidized water tap and sewer fees for the construction and acquisition/rehab of single homes Strategy/Proj ect Partners Timing lb. City of Yuma, CBDO Immediate Benchmark Baseline Program exists Projection Total of 12 homes Ic. Secure funding and promote the City's $3,000,000 First Time Home Buyers Program in the YHN which focuses on new in-fill construction and acquisition rehab. Neighborhood Services, Immediate Private Non-Profit Developer, State of Arizona, Financial Institutions No program exists Total of 12 homes Id. Continue apprenticeship program for at risk-youth (e.g. Youthbuild) to construct new housing or to rehab existing housing $500,000 Neighborhood Services, 2"*^ Year YPIC, YNDO, AWC, Project PPEP No program exists in YHN 3 homes completed le. Provide homeownership counseling to first-time homebuyers Implement the EDA Program to encourage affordable homeownership See CIc Housing Non-profit Providers YNDO, Nogales DCD Immediate Linked to Clc 12 families Immediate Program exists in CPN 6 individuals If Goal Statement: 2. Funding Sources: $24,000 Improve the quality of existing owner-occupied residential structures in the neighborhood. CDBG, HOME, HUD, State of Arizona, Financial institutions. Private Investment Yuma High Neighborhood Revitalization Strategy Strategy/Project Cost Estimate $ 1,500,000 Partners Neighborhood Services, HUD, State of Arizona Timing Projection 40 homes rehabbed 2a. Secure funding and promote City of Yuma's Owner-Occupied Housing Rehab Program 2b. Provide lead-based paint testing and possible abatement on homes rehabilitated in Housing Rehab Program $50,000 Neighborhood Services, HUD, State of Arizona Immediate No program dedicated to YHN 10 units painted/repaired 2c. Provide homeowner maintenance counseling Included in Neighborhood Services Immediate Not applicable 40 homeowners coimseled Goal Statement: 3. Funding Sources: C2a Immediate Benchmark BaseUne No program dedicated to YHN ::• Improve the quality of rental properties in the YHN CDBG, HOME, State of Arizona, Financial Institutions, Private Investment Strategy/Proj ect 3a. Implement the Rental Registration/Inspection Program in the YHN 3b. Implement the Rental Rehabilitation Program in the YHN Cost Estimate $150,000 $75,000 Partners Neighborhood Services, Building Division and Yuma Fire Dept. Timing Immediate Neighborhood Services, Property Owners Mid-term Benchmark BaseUne No program exists in the YHN No program exists in the YHN Projection Register and inspect all rental properties Rehabilitate 5 units Yuma High Neighborhood Revitalization Strategy Strategy/Project 3c. Create an abatement/demolition program for substantially substandard, vacant and illegally-used rental units, includmg dilapidated mobile homes & rv's Cost Estimate See B2d Partners Neighborhood Services, Building Div., YPD, YFD, Yuma Co. Adult Prob. Timing Immediate Benchmark BaseUne Projection No program exists Demolish all of in the YHN the substantially substandard rental units D. Neighborhood Facilities/Infrastructure Goal Statement: Funding Sources: 1. Improve the street lighting in the neighborhood. City of Yuma, CDBG, APS Strategy/Project Cost Estimate No additional fimding Partners Department of Public Works, APS, YPD Timing Immediate Benchmark BaseUne Unknown Projection Complete Inventory la. Inventory existing streetlights per City standards lb. Install new street lights to meet minimum standard. TBD Department of Public Works, APS Mid-term Unknown Number of street lights installed to bring to minimum standard Ic. Identify areas requiring additional lighting beyond the minimum standard (dead spots) No additional Funding Neighborhood Services, YPD, Neighborhood Watch Mid-term Unknown Complete survey Yuma High Neighborhood Revitalization Strategy . Strategy/Project Id. Install additional lights as identified in Die. Cost Estimate $2,500 per light le. $1,000 Investigate the re-use of decorative street lights currently located north of 1" Street Partners Department of Public Works, APS Timing Mid-term Benchmark BaseUne Dead Spots Department of Public Works, APS Immediate N/A Projection Install additional lights as needed per Die. Based on research Yuma High Neighborhood Revitalization Strategy Goal Statement: 2. Funding Sources: Invest in the Yuma High Neighborhood (Marcus Park) as a point of pride in the neighborhood. City of Yuma, CDBG Strategy/Proj ect Cost Estimate $12,000 Partners Timing 2"" year Benchmark BaseUne Inadequate Projection Appropriate 2a. Marcus Park - install larger slide, picnic tables and benches 2b. Upgrade security lighting - Marcus Park $6,000 Parks and Recreation Department, Engineering Department 2"" year Inadequate Adequate lighting 2c. Resurface parking lot - Marcus Park $50,000 Public Works Department 3''' year Deteriorated Resurfaced Parking Lot Goal Statement: 3. Funding Sources: Enhance street, sidewalk and parking facilities in the neighborhood City of Yuma, State of Arizona, ADOT, Yuma Union High School District Strategy/Project 3a. Parks and Recreation Department Construct/reconstruct sidewalks on a spot basis, as needed Cost Estimate $200,000 Partners Community Development Department, Public Works Department Timing iiia~ 2" year Benchmark BaseUne Deteriorated Projection Bring all sidewalks up to city standards Yuma High Neighborhood Revitalization Strategy Strategy/Project ^^°^f^^^^ partners 3b. $300,000 Public/Private Provide additional parking near Yuma High School Goal Statement: 4. Funding Sources: Timing y" year Benchmark BaseUne Insufficient Parking Projection Create 50 add'l parking spaces Support Development of Neighborhood Facilifies. HHS, CDBG, State of Arizona, DES, Private Investment Strategy/Project Cost Estimate See Eld. Partners Neighborhood Services, Non Profit/For Profit, Faith Based Organization Timing 3"* year Benchmark BaseUne No Facility Exists Projection Facility Exists 4a. Assist in development of affordable child care facility 4b. Assist in the development of Medical Health Clinic See E4a Regional Center for Border Health 3^'' year No Facility Exists Facility Exists 4c. Create additional recreational venues in the Yuma High Neighborhood $100,000 Parks and Recreation Department, Yuma County Flood Control, Neighborhood Services 2"" year Limited Recreational venues exist Recreational facilities developed E. Social Services Goal Statement: 1. Support additional programs for neighborhood residents. Yuma High Neighborhood Revitalization Strategy Funding Sources: City of Yuma, CDBG, State of Arizona, Private donations, Foimdations, other federal sources Strategy/Proj ect Cost Estimate $200,000 Partners Timing City of Yuma, Schools, Non-profits and Faithbased Organizations Immediate Benchmark BaseUne Limited Activities Projection Increase participation by 50% la. Expand youth programs at public, nonprofit and faith-based facilities lb. Work with local non-profit and faithbased organizations to improve access to programs and services in the neighborhood $ 1,500,000 Local Non-profits, Faithbased Organizations Immediate Seventh Day Adventist Community Svcs. Center, Grace Fellowship Baptist Church Bring three additional programs to the neighborhood Ic. Create an after school latch-key program See Elb Yuma Elementary School District #1 and Faithbased Organizations 2" year No program exists Program instituted 1 d. Develop an affordable childcare facility and program $400,000 Non-profit or For-profit entity. Faith-based Organization 2°" year No program exists Facility Developed and svcs. provided Yuma High Neighborhood Revitalization Strategy Goal Statement: 2. Funding Sources: Build neighborhood unity through neighborhood events. Private donations, CDBG, City of Yuma Strategy/Project 2a. Conduct monthly events/meetings includmg neighborhood fairs to disseminate housing, social, employment; education and crime program information Goal Statement: 3. Funding Sources: Cost Estimate Based on donations. $5,000 " Partners Timing Neigh. Services, Residents, Local businesses, Neigh. Justice Alliance, Nonprofit. Faith-based Orgs Immediate Benchmark BaseUne Events exists only in the Carver Park Neighborhood (CPN) Projection Conduct monthly events/meetings in YHN and/or CPN Provide outreach to inform residents of available services, community and neighborhood events. City of Yuma, CDBG Strategy/Project 3 a. Continue to publish and distribute neighborhood newsletter to residents of the YHN 3b. Consolidate and disseminate housing program and fair housing information to residents of the YHN Cost Estimate $30,000 $12,500 Partners Neighborhood Services, Yuma Coimty Juvenile Court Neighborhood. Services, Yuma County Juvenile Court, Community Legal Services Timing Benchmark BaseUne Immediate Immediate No publication exists Projection Increase awareness of neighborhood activities. Increase awareness of housing programs and fair housing rights. Yuma High Neighborhood Revitalization Strategy Goal Statement: 4. Funding Sources: Provide affordable health services to the medically underserved. CDBG, HHS, State of Arizona, YRMC, Foundations, Yuma County, other federal fiinds Strategy/Project 4a. Develop a medical facility and provide affordable medical services Cost Estimate $750,000 Partners Regional Center for Border Health, YRMC Benchmark BaseUne No facility or services exist Timing 3"" year Projection Facility development and services provided F. Workforce Development Goal Statement: Funding Sources: 1. Raise the basic skill level of area residents to prepare for employment opportunities. HSIAC, CDBG, YPIC, Department of Education Strategy/Proj ect 1 a. Provide basic and college preparatory level ESL courses and adult basic education courses for residents of the neighborhood Cost Estimate $100,000 Partners AWC, Yuma Reading Council, Yuma Elementary School District #1, Yuma Union High School District, YPIC Timing Immediate Benchmark BaseUne Only basic level courses exist Projection 120 students complete basic and advanced English courses and adult basic education Yuma High Neighborhood Revitalization Strategy Strategy/Project lb. Provide residents with work related education and vocational training Cost Estimate $60,000 Partners YPIC, AWC Timing 2"'^ year Benchmark Projection BaseUne No program exists 30 students will participate in work-related preparation training G. Economic Development Goal Statement: 1. Funding Sources: Create a Neighborhood Economic Revitalization and Development Program to stimulate economic growth and revitalization. CDBG, HUD, Local Financial Institutions, and Private Investment Strategy/Project la. Establish a Participation Loan Fund (PLF) Program to encourage small business development, help stimulate job creation and revitalize underutilized or deteriorated commercial properties. lb. Promote an Entrepreneurial Training Program through the IDA Program to assist business owners and residents within the YHN & CPN in preparing business plans. Cost Estimate Partners Local Financial Institutions, Private Investors, Neighborhood Services Timing Immediate AWC SBDC, Neighborhood Services, YNDO Immediate Benchmark BaseUne No YHN/CPN targeted program No YHN/CPN targeted program Projection 5 loans made to YHN & CPN business owners and residents 25 entrepreneurs participants Yuma High Neighborhood Revitalization Strategy Cost Estimate Strategy/Project Ic. Develop and promote special economic development activities (e.g., outreach & marketing efforts, reviewing and underwriting loan applications, IDA). Goal Statement: 2. Partners Timing AWC SBDC, GYEDC, Chamber of Commerce, Neighborhood Services Immediate Benchmark BaseUne No YHN/CPN targeted program Projection Assist 15 businesses/individ uals Identify/Redevelop underutilized commercial properties for neighborhood-serving uses Funding Sources: CDBG, HOME, LIHTC, New Market Tax Credits, Private Investment, Financial Institutions Strategy/Proj ect 2a. Identify/Redevelop underutilized commercial property for affordable housing/mixed-use (if the site does not have specific commercial uses in the overall revitalization plan) 2b. Identify/Redevelop underutilized commercial property for community facility use, such a medical clinic or affordable child care facility Cost Estimate Partners Property Owners, Developers, Entrepreneurs, Neighborhood Services Timing 2"" year Property Owners, Developers, Neighborhood Services, Non-profit Organizations, Faith-Based Orgs. 2"*^ year Benchmark BaseUne No mixed-use development in the YHN No medical clinic or affordable child care facilities in the YHN Projection Mixed-use development projects in the YHN Medical clinic or affordable child care facilities in the YHN Yuma High Neighborhood Revitalization Strategy Cost Estimate Strategy/Project 2c. Identify/Redevelop underutilized property for neighborhood-serving businesses Goal Statement: 3. Funding Sources: Timing 2"" year Benchmark BaseUne Underutilized properties Projection Developable neighborhoodserving businesses Identify and attract neighborhood-serving businesses desiring to locate or expand in the target area City of Yuma Strategy/Proj ect 3a. Partners Property Owners, Developers, Entrepreneurs, Neighborhood Services Engage current residents and business owners in the redevelopment planning process, and implement strategies to attract, develop and expand neighborhood-serving businesses Cost Estimate Partners GYEDC, Chamber of Commerce, City of Yuma, Yuma Crossing National Heritage Area Timing 2"" year Benchmark BaseUne Limited attraction efforts Projection 5 new and/or expanded neighborhoodserving businesses APPENDIX A Sign in Sheets Residents Meetings November 13, 2003 December 6,2003 January 10, 2004 January 31,2004 March 10, 2009 SlgP'in Sheet Yuma High 'Nei$hbbrh0od R^id$ntNleietting Novemb^f 13,2003 Name •L } f 5 4 Address 2 3 0 ^ . 3HH'57'Ttr Ay.C O'Ouc A.g,.S.. 3fy.g:i?'^/p./?-t^ A°^ 'AMar.:$^ ^t/aaagcjinr* ..^ ? ^ / g , ff..Av^ Phone Number EfiutU Address V'\J&AS^ mmf' -f^ A.,!,' ^ v7'-g^"g•??c(3>av^^ if^ z IZ '~f^ i'jfNfr0.jj« / Sign-In Sheet Yuma Higb Neighborhood Resident Meeting December 6,2003 NAME ADDRESS /5z»o '/^Ao^ PHONE NUMBER 377-y7.&/ 37?- Y.\^r\C^ k s j i L L yiWi-T. 'igfrj/r frrloL ^ /fJ&Ll^. [J:jAit^n/y. ^^ISI^L. ••>4 f7 ,./$£<(_^»y=-<^ taS~ S2<^ &^-A^•^ l \ h K^eAxtE 1%Z-lPRO SH g.~)^^A.0e.r2l&U3.a5r^o s . / - ^ 4 > ^ \ / ^<.^ -fh Coy DIo^A^v- C r^> w ^ J L ^«1S-. •i-^^. .«>-<, clJLw. P l o ^ ^ ^ C D - A J / s ^%1'e. C /i{:^.. f / , 5 ? ^ /^ ? 5 ^ i.:?^ f-c/,>;^ XmcM "i fflArio hiu/Z-AZ' Gorizo^U t^ J. 7 5 /^^f^pTfi:. ,'g..,T>A«_^ •• . ADDRESS 7m U/ k f OtTla^ 7¥i i^m-A^/e ^Ib-s- A^ SIGN IN SHEET YUMA HIGH MEETING Dr. Martin Luther King Jr, Neighborhood Center Tuesday, March 10,2009 ADDRESS NANC^.. f- PHONE d^c-r^ cuH: 3n- W f /Aj.a,GB.VvA^ 0iMJk4^^ RUTH QIIO^\P^ E-MAIL (OPTIONAL) J2. j?A^^g^ja/.t.7^f^ ' ^ 2 ^ S " " 7 T H A u e / ^ 2 2 q 9 0 7n/ua£VDfn(S)Qmgi;L^/h ..^^,r/^>f?^- .1^^^.^ ^ ^ f y 7^/Ien .jU.lhu/U2\& 10 Z ^ r a i^l fe^r^,-?^ Si^r"v^A6.uKf<: f 00 Sr I.*" tWe' SO^ ^ $0t?0 ')??JP*'/!€<3V«a9&e AsNie^) S ^ 4 U ^ ^ (g YMm/\60^ APPEIMDIX B Sign In Sheets Commerce Meetings December 11,2003 January 8, 2004 February 12, 2004 October 21, 2004 i . :Z , -vijbli;••• ... ,<-? •}sii>~'l /7 mw Jc/di-r, f-p/fV ^ y^^ WoJ^ At>t>R'exs nMfrirf' 1n 7 ^ - S . (Z.ZCIC4 ^ g 3 -/fpp: J r ^ ^ ^ CO ^fdi9fl s ^C.g4kc:-fi.<»^>\U. bo»lK.Q»\ SS65i ^?P>-^.r; ^ x { ^ . "^S-a/St? <2(^^ 3T3-5T87_ /Vtltld ffaiy;«fe»t>tt>e; .VjCWgtr* 7/is ^3»y y > » - A ^ '?ft:^fe>m AGti;»gfef><^ti!to.tre.y<».CTWg ^8>U).7MlJ>-S^€xH^ii\s. Sortfil tlbg? S . {^»»tK.Lb g W i SgS7 3 0 5 ~ S o g ' o a r r y c f su'tta O-ny of:^(/r^ Cg-^V i^^^iC'^^^j^ % Ont.gAh.wtp»»(M ^ct.y»*^.<\ L- )^i4^..t o:>'}'':rn^ APPENDIX C Sign in Slieets Student Meetings March 25, 2009 SIGN-IN SHEET Yuma High Neighborhood Yuma High School Wednesday, March 25,2009 Name L$-£\aYia__Q_^^Lj2ddka. '^IlS^aAL\£).-^..-Mjki\C). _-^_Jl;nci..uo^---i3.-;£Ado- ._.t.IWk_U-€aI-. 'Il7ij&zmct~-. ^ Anolc^j^:^_Ji.?=!C!CQL£-i-e.. APPENDIX D Resident Survey NEIGHBORHOOD IMPROVEMENT SURVEY Are you a resident of Yuma High Neighborhood? Occupation ' Yes _ _ _ _ _ _ _ _ _ „ Retired No • Unempioyed. Place a check by the following in which you would like to receive mpre information on in your area: D Resume Building D Business Skills Development D Career Advancement D GED 0 Computer Skills Development D Services for Seniors D . . Services for Youth D Health Services D Family Life Skills D Tobacco addiction D Alcohol Addiction • Drug Addiction D Food Addiction D Day Care Is the crime in your neighborhood? High , Low Do not know What types of crime exist in your neighborhood? , :_ )s your home in need of repair? D Exterior D Interior D Roofing D Energy Efficiency D Electrical Q Other Are you interested in purchasing a home? Yes No What are your^concerns for and/or v/hat challenges are facing tfie Yuma High Neighborhood? [The foUowing Information is optional) How long have you lived at this address? Apartment , Single Family Home. Rent ; Own How Many Adults _^ • Children Annual Household income Would you be interested in volunteering? Name: Address; COMMENTS: , . ; Yes No. INCUESTA; MEJORANDO LA VECINDAD i,Es usted residente de la vecindad Yuma High? Empieado No Si Desempleado Retirado Por favor indique la area de interes para usted o si le gustaria reoibir mas informaci6n: D n • D • D Preparando un resume Diploma de equivalencia general (GED) Desarrollo de habilidad en computadora Servicios para j6venes Desarrollo de habilidad en famllias Desarrollo de habilidad para negocios ([,Su opinibn al crimen en la area de Yuma High? ^Tipo de crimen en su vecindad? • D • D D D Avansamiento en su carrera Servicios para adultos Servicios de Salud Adicci6n al tabaco Adiccion a drogas Adicci6n al alcohol .Alto nivel.; Bajo nivel ^Necesita Mejorami'ento de Vivienda?: D Exterior D Interior a Techo D Afeminaci6n de energia • D , Electrico D Otro. I S Q interesa en comprar una vivienda? Si No iCual es su mayor preocupacion o desafib a lo que conderne a su vecindad? {esta Jnformacldn es opcional) Tiempo en esta residencia Apartamento Casa _. Numero de Adultos en su casa Rentar Numero de Menores en su casa Ingresos anuales en su casa (total). ^Le interesara ser voluntario? Si _ Nombre: Domicilio: Comentario: Comprando. No No se APPENDIX E Business Survey Yvasa High NdgbboriKiad Busiiie« Survey Busfnc^ Name; CanntB^lii! Property A U K K ; , F)»W NlWibei: _ _ _ ^ _ _ _ DaSc:. Tht C i 9 Bf Ytma is csndactiiig a bosmes! survty Su> wffl In used in the iS>v«1«;nicm of aiwighbtii^^ for ihc Yuma High NeigbtorfiMd. All answers jou give wiU be keprariolyconSdcndiil and iwdeoly in Uieatjresaie. Any questions about "dio neigliboibood" lefa to Ihe arcii bordered by £Kt M ^ Canal on tbe noiih, Avenue A on die west, S** Street 00 die soQilif and 4''^ Avenue on d3e East, Itttown as the Yuma High Nei^iboibood Wliat type of business is tliis? _ WtolisyouriilW How oid is your building? _ L e s » than 3 yia Do you owtt or rent space? „„Own 3 to 5 _5tolI) _Jte« lOtolS _ M o « t h a B l 5 y t s How n»ny squae teert How long has your business been located there? -Veara ___Moi>lhs Why did you decide l« locBle there? How many ibil and pait-Ane peo;>le does yow-business enpioy? .FT Wtai percent or how many arc employed from the Yuna High Neighboibood? ?ercent ___NumW ___Pon'tKi>ov/ On a scale from I lo 5 (with 1 being the best), hsw would y m rate the tosideiitt in the ncighboriuiod in terms of job sIdUs and en^loyebiUty? (circle one) 1 2 3 4 ; Don'tKnsw What are your hours of operation? ^s•P 13 pra Sun 0 0 you have plans to expand at the current locatfon in the near &ture:^ aroio___pm Yctf No 1^0 you have plans to move or relocate in tbe next 6 months, year or 2 years? Yes No _ _ 6 months If yes, when? Sat lyeai amto iyan ', .em 10. Oon't plan to move ] Do you te! that the locatitn of your business has aiiy intact on your ability to get a loan? If yes, elaborate. Ho • A n any of the following itcois cutrcnily impscthig ycwr bushiess? A. Violent CKme 6. PtopeityCiime C. Seasonal Sales D. Occlioing Sales B. 'ftatBe Issues F. City Water 0 . Uttering Y Y Y Y Y Y Y N N N N N N N DK OK PK DK DK DK DK M. 1. }. K. L. M. N. Recruitment of Qualified Bnploytts Keieniion of Qualified Employees Zoning Esfbtvenem Building Code Bnforecmeni Drainage/nooding Sewer etaflW Y Y y y Y Y Y N N N N N N N DK DK BK DK DK DK DK What is the biggest issue facing your business? It could be one dtes we hare already diseussed or son-ierhing else. Please print yournsnte. Thank you for yo«r time. APPENDIX F Tabulation of Resident Survey Yuma High Neighborhood . Survey Results Zme2^ Zbniel ^^-••.•.Zoinfe ••4'';,../•:•; Zone 3 ;26;surveys-;t V. vl2-S#veys •;:;;•.; '^$]frye^sUJ:X 'M-S^ey^:;i'-:':'r English (66) 72% Spanish (26) 28% M m 0 y 0 ^ ' ' •.'•:•:••: Employed Unemployed Retired •Lcvel'^;t3iime>'.''' High Low Don't know Jteisiieiitstiai^^ Home Owner Renter Avg,# of years owners reside at address Avg.# of years renters reside at address Avg,# of adults per house hold Avg, # of children per house hold Interested in home purchase. Average annual household income 77% (20) 23% (6) •-••; '•;••:••.; / i ' r ' ? ' 65% 23% 12% •• '• • • ' ' •'•--.'. '" •• • . ' ^ ' ; ' ' • • - ,• "•::.' V.'' ' -.' '•• •". i.^.' • 77% 23% 0% 67% 8% 25% : 62.5% (20) 37.5% (12) 73% (16) 27% (6) 83% (10) 17% (2) :;.:• • ' • " K ' ' : ' ' 62% 25% 13% ' • . ' . . ' • • ' • • • • • • • • • ' . • . .,.• 19% 46% 35% 25% 58% 17% • • • . ; ; . ; • . , • • . ' . ' ' ' 19% 48% 33% 15% 44% 41% . . • • • . -•^- :•• • 50% 50% . 20.8 years 75% 25% 35,5 years 60% 40% 15.9 years 48% 52% 12.5 years 3.8 years 2.2 years 5.5 years 4,7 years 2,5 adults 2 adults 2.5 adults 2.5 1.5 children <1 child <1 child 1.5children 23% interested 58% interested 41% interested 22% interested $30,543.00 n/a $35,850.00 $24,963.00 35% Yes, repair needed 23% 6% 0% in 3 or more areas Yes, repairs needed 23% 27% 25% 53% in under 3 areas No repairs needed 42% , 75% 50% 41% * Out of 26 Spanish surveys returned, only 7 listed an annual income. One of which reported $74,000 annual income all others averaged $20,500.00, Total average = $28,000. Page I : Yuma iHigh Neighborhood Survey Results Zone 2 Zone 1 YumaHigh Neighborhood 12 Surveys Surveys Returned 26 surveys (92 Total) 83% (10) 77% (20) English (66) 72% 17% (2) Spanish (26) 28% 23% (6) •/'••'•'•'".••'•• ,•->^;M,• '•••r\-' ^'"'V •-': r f .iini]^pi^t''-:i Employed •65% 67% 8% Unemployed 23% Retired 12% 25% •Cetel^of^lEInBi^::::^.-:^ 25% High 19% Low 46% 58% 17% Don't know 35% Zone 3 Zone 4 22 Surveys 32 Surveys 73% (16) 27% (6) 62.5% (20) 37,5% (12) , :• v'fePSeiii^l^lrr-;';' . . . . . , • ; _ , . • .. ';• <•>•"•.:•':. ,:'. •;,•:'.-^ • • : . - < : • : > • ' 77% 23% 0% 62% 25% 13% 19% 48% 33% 15% 44% 41% ' ' : ' • ' • . ' • ' ' •• . • • • ' . . • • • • • ' ' . - ' ,!••' .••.'•' ." / . ; ' • • • - 60% 48% Home Owner 50% 75% 25% Renter 40% 52% 50% 35.5 years 15.9 years Avg, # of years 20.8 years 12.5 years owners reside at address 2.2 years 5.5 years 3.8 years 4,7 years Avg, # of years renters reside at address 2 adults 2,5 Avg. # of adults per 2,5 adults' 2.5 adults house hold Avg. # of children <1 child 1,5 children i <1 child l,5children per house hold Interested in home 23% interested 58%) interested 41%> interested 22% interested purchase. n/a $35,850.00 $24,963.00 Average annual $30,543.00 household income Home!! itf need of •r^air?:''--'-r'''''''':'^;\ 23% Yes, repair needed 0% 35% 6% in 3 or inore areas 25% 27% 53% Yes, repairs needed 23% in under 3 areas 50% 41% No repairs needed 42% • 75% * Out of 26 Spanish surveys returned, only 7 listed an annual income, One of which reported $74,000 annual income all others averaged $20,500.00, Total average = $28,000. Page 1 Yuma High Neighborhood Survey Results Area 1 Comments/Concerns Drunk drivers Sided walks and streets finishing More community policing needed Future gangs Traffic on 1^ street is awful i Need more stop s i ^ s House are deteriorating Boredom Parties/traffic at neighbors house Don't want north end to go down hill. Area 2 Comments/Concerns Speeding Need stop signs Injured dogs by speeding cars Crime Humane society should patrol area more- some neglect Need cops to do their jobs Not enough activities for kids Nothing for teens to do Very old neighborhood No new development Drugs The men who molest kids in and out of the area Less child molesters in the neighborhood. AREA 3 Comments/Concerns Kids dropping out of school Crime Security Security Funding for teachers Community policing Danger for kids Prices of homes Tp be safe Do not feel kids are safe around the neighborhood Cleanup neighborhood needed Street lighting Open computer labs Page 3 Yuma High Neighborhood Survey Results Area 1 Comments/Concerns Drunk drivers Sided walks and streets finishing More community policing needed Future gangs Traffic on l" street is awftil Need more stop s i ^ s House are deteriorating Boredom Parties/traffic at neighbors house Don't want north end to go down hill. Area 2 Comments/Concerns Speeding Need stop signs Injured dogs by speeding cars Crime Humane society should patrol area more- some neglect Need cops to do their jobs Not enough activities for kids Nothing for teens to do Very old neighborhood No new development Drugs The men who molest kids in and out of the area Less child molesters in the neighborhood, AREA 3 Comments/Concerns Kids dropping out of school Crime Security Security Funding for teachers Community policing Danger for kids Prices of homes To be safe Do not feel kids are safe around the neighborhood Cleanup neighborhood needed Street lighting Open computer labs Page 3 Yuma High Neighborhood Survey Results ^:J/s:Si-:-'.;:.:#.v:(::;;;:;;;^ Zoriel •yy-SMf: ; Volunteers' Name: Lupe Garcia Address: 161N.7*.Av6(0) Name: Claudia Robles Address: 177N.7"'Ave(0) Name; Rosa Diaz Address: 160 N. 5* Ave (0) Name: Edith Padilla Address: 193 N, 6"^ Ave (R) Zone 2 Volujitfeers . Roberto Garcia 650 W, 2"'* St. Apt, D(R) Sarah Boknecht 650 W. 2"" St, Apt. A(R) David Berg 125 8,10"'Ave #43 (R) Brertda Wilson 125 S, 10'" Ave #36 (R) Zo^e4 Zone 3. Volunteers ^ ^ Volunteefs Omar Pacheco 1600 W. 12"'St. #3112(R) Tereza Villarreal 263 S.Ave A (R) Maria Arraida 332 S. 7'" Ave (0) Alfonso Gill Jr. 200 S. 6* Ave (0) Rafael Martinez 500 W. 4* St. (R) Alma Rodriguez 225 S. 6* Ave #3 (R) Bob Monson FAJH Principal 3975 S. Truman Way Ruth Gloria 218 W. 23'''PI Rental Property Owner Leticia Perez 428 S. 10* Ave (0) Name: Aurora Gutierrez Address: 145 N. 7* Ave (0) Mayra Sanchez 274 S 6"" Ave Apt. 3(R) Name: Bennie Nelson Address: 154N.5"'Ave(0) Clay Harmon 274 S, 6'^ Ave Apt 5(R) Laura Esquivel 266 S. 6"'Ave #23 (R) Linda Hurtado 248 S. 6'" Ave (R) Name: MatybeJle Camper Address: 744W. l^St.(0) Name; Maria MoJles Address; 501 W. Colorado St. (R) Heriberto Valdez Name: 192N.5"'Ave(R) Address: Name: Address; Wendy Lopez 200 S. 7"" Ave (R) Alma Bon 360 S. 7'" Ave (0) Teresa Duran 361 S, 10"'Ave (0) Wilhs 381 S. 9* Ave (R) Aurelia Martinez 500 W. 4'" St Apt 2 (R) Stephanie Cabrales 325 S. 7* Ave (0) Page 5 APPENDIX Q Tabulation of Business Survey Ynma Web Nelgbb»rli(x>d Bndiusw Survey f Ibe City of Ywsa is eomhietis; a biuiucis sane/that win be seed is the devdopipeu of a uei^boibood levitalizalloii nntegy {i$r the YuDia High Neigbboitood AUaocwsnyosgivvwiUbelKptslsicflyeog&laKJaluxtusedoslyiiiihcetsni'ie. Any quastitw siboiit rthe iic^boHiood'nfo tolhoare^botdiirtd by £»tMaIo Cailal OB thonotti), A Y O ^ oii«ietatt(h,au)4''Avemieoiill)»Batt,1ssowaBa1heYti>uaishK6i^bortiood. , . •I :. 2. 3. 4. 9, <. 7. What t ; ^ of business ts this? . AsgVWilIttr.(]et]aItM{;o} M*tel&IUstaiin)it(B«st.W«>&YiuaiLiiiitIi)gKcst*Bratit> CoimuRiAlnpUlsfSvldtniEatxte) Yaiisrti, except forreon factUt)'(raiO Rent How lots has y o s btisioess been locased theiA 5 yean ^StolQ lOtolS ,AUi.>>s'l$ytt HoTlIlBiiyiqiiaiefbs? Jfeats —Months % €9yt»n 3. 4. Wyean L 4? y n ; tL ST 7n> ill. 18 yrs; W. 84 y n i V. M yrs Syrs(r«ita]) 7. 3 years ». «. I. t. 3. 4. 5. . (• 7. Why did y«a decide to locate there? _ No answer Mce cad of tows No answer Dost know Afibrdable Loeatlgiaisgood Noaoswcr __?T How inaiiy ftUl and paivtimc people does yourbosincss esnploy? FT 1. 2; 3. 4. J 43 N/A L 59 1L3« rr 2 10 •>.• : : • • . . , ; a» 5. S. 7. r. 29 WA 2 What poocat or how niaay aie cnploycd &«ID the Yimia High NeiEhboibood? Wumbei 1. 1M% 3. 4. 5. 6. 7. UfA Poa'tXaoir KoAaswcr Ooe employee Dos'lkaon 2. am. ^DooMKnow •itri!?" OB a scale dom S to i (with I beiag ths best), how would yini laio the nsideata ia the uiihhoihsod in tems of^b sldlis and ea:p!pyab!]iiy?(cfole mcr) DoetiCiiOir i i B«n<.tKi^w 2 4 IHatlatow \Vbaaic,y(><»hoiaa.ofopcrttiosi7 M-F' am to pi _arato S?- _ i m t o _ _ p t i i 24ba«74aytM'k t M ^ l O n t M AiUH'iv t SAM.I»tM{ U'UMw];tm! Ill «4ja4(IFM; ir. SAitt'lZRW'v. tAM-UiiM M * SAM-n PMs SAT.SWi SAM-llTO i4li»i»^d»y;7« feel ihK the loeatlep of yow baiiaess has any iinpact OS yoo> abilityto 1 ^ • loan? Yes No If yet, eUborate.; Are any of the'fblloWiOK iteaas ooacatly inipaetaiii your busioesa? • . X, H SK A Violet l^iia? ( S I B. I>i!ipeityQliiiie 2 8 V C ScssMulSaia 1 7 0 D. DecUaiDj Stiles ' 3 7 0 E. TntBe-bmes ID 1 0 ?, CStyV/atw •. 0 8 1 . a LoilciiDg 7 2 0 a . SoeiatttocstitfQaaliEedEii^oyees 2 8 1 I. ReticiitioaofQadtSctiBnplayees 7 .3 0. h 2^Bia^ BaSrtecaaH 3 7 I K'BuiUiaf'PDdeSiifoiefmwt' 2 8 1 V bratisae'FlooiEsg 0 9 1 M. Scner 0 S 1 . N. Qlafflti Z Z i What is the Wisest issue fteisg yoiE bulaeat?. It fotild be ow that we have already diRiiSMdOTae^eth^ e ^ H: !-•. Thaiik yoB tbr yoarllaie.' APPENDIX H ERES Report LETTER REPORT April 30, 2004 Mr. William Lilly Neighborhood Services Manager City of Yuma Department of Community Development Neighborhood Services One City Plaza, P.O. Box 13013 Yuma, Arizona 85366-3013 RE: Letter Report - Commercial Development Potentials Yuma High Neighborhood Third Street and Fourth Avenue "Corridors" Dear Mr. Lilly; Pursuant to the Scope of Services Agreement dated January 12, 2004, and the Home PJ Technical Plan for Assistance dated February 17,2004, Enterprise Real Estate Services, Inc. (ERES) is pleased to present Its findings and recommendations for the identified Study Area (Yuma High Neighborhood/Third Street & Fourth Avenue Corridors). A site map of the "Study Area" is attached. As part of the work tasks performed by ERES personnel for this Report, an overviev\/ of the City's commercial inventory, general real estate conditions and retailing patterns was developed through the use of touring, Interviews, reseai"ch of existing market and demographic information and observations of current conditions. The results of this effort are outlined below and serve as the starting point for the recommendations being made in this Report. City Overview From a commercial real estate and development standpoint, the greater Yuma market presents a very apparent history of Its development activities and offers a fairly clear outlook of its future conditions. A driving tour of Fourth Avenue from First Street to 32""^ Street showed how the timing of commercial development in Yuma has occurred. The Yuma market's main economic engine, the agricultural industry, is likely to continue its expansive growth and local economic dominance as the growing population of the nation will require more and more agricultural products for consumption. The Yuma area's second economic driver is the increasing "snow- Mr. William Lilly April 30, 2004 Page Two bird" population that visits the area for periods ranging from three to six months every year. The estimated number of "snow-bird" temporary area residents annually Is as high as 70,000. This represents a doubling of the City's year round population during the winter season. Their impact on the commercial businesses of Yuma is very dramatic, especially in the areas of general retailing, food service, automotive and leisure activity sales. Both of these economic factors greatly contribute to Yuma's fairly stable local economic base. Secondary economic drivers offer further stabilization and include locally based factors such as a growing a medical services community, the U.S. Marine Air Base and a small up-start, but growing tourism market that includes Native American owned gaming and tourism attractions, such as the Yuma Territorial Prison State Park, St. Thomas Mission, the Colorado River and its associated activities. I I From a commercial real estate and development viewpoint, the'opening of Yuma Palms is going to greatly impact and change the present commercial nature and real estate patterns of Yuma. This development will present many competitive challenges to the existing older and traditional commercial activity centers of the City. Yuma Palm's "Main Street" area with a 16-screen cinema and sit-down restaurants will have a negative impact on the City's recently re-deveioped Downtown historic district and its cinema and independent restaurant operations. The City's current center-point of retailing and commercial activity, the general area of 4* Avenue and 32"^^ Street (general area surrounding South Gate Mall), is likely to be halved in activities and relocated to an area some 2,5 miles northeast with the center-point of retailing shifted to the Yuma Palms site at 16"^ Street/Pacific Avenue and Interstate 8, This reorientation of retailing opportunities alone will affect all other commercial opportunities and operations across the entire City Including those opportunities In the "Study Area." OVERVIEW OF THE STUDY AREA The Yuma High neighborhood and its two commercial districts; the Third Street corridor, west of Fourth Avenue to Carver Park and the Fourth Avenue corridor, south from First Street to Sixth Street do offer the City several opportunities to stabilize and update the area's commercial offerings as well as the entire Yuma High neighborhood. These opportunities are present today due to the City's active leadership in the area's residential re-development program and efforts. The success of the City's efforts is best indicated by the additional development activities being undertaken by the private sector In the area. Mr. William Lilly April 30, 2004 Page Three For example, a private homebullder Is currently constructing new single family "for sale" homes at the corner of Third Street and Seventh Avenue. The success of commercial activity is clearly identifiable through the success of the Del Sol Market at Third Street and Fourth Avenue and the New City Caf6 at Third Street and Sixth Avenue. Additional commercial development opportunities, such as the Federal Courthouse Building, should be considered for this area of the City. Such an infusion of public development dollars for a non-residential development will greatly strengthen the economic base of the area and create the needed dally support for additional commercial development. Currently, many of the commercial components along the Fourth Avenue Corridor are dated and offer a very limited merchandise selection. There is a small shopping center known as Rivers Edge Shopping Center, a couple of older motels that are apparently renting rooms on a weekly and monthly basis, the Yuma House (a locally owned restaurant) the Del Sol Food Store and some faithbased operations just south of the food store. The main public facilities in the area are the Board of Education's facilities of Yuma High School, Roosevelt Middle School and Mary E. Post Elementary. The Public Library is adjacent to the area oh the southeast corner of Fourth Avenue and Third Street. There is also a fair amount of vacant property In the southern part of the corridor located across from the Roosevelt School. Fourth Avenue serves as a major vehicular artery within the City and is the north/south Interstate 8 Business Route through the City. During both the morning and evening commuter travel times, traffic along Fourth Street is heavy. Even during those non-peak hours. Fourth Avenue carries a medium volume of both business and non-business traffic traveling to points north and south of the City's downtown area. This traffic level and its five-surface travel lanes do not make Fourth Avenue a pedestrian "friendly" or useable street. This reality will not encourage commercial users in need a "foot-traffic" to locate along Fourth Avenue. This fact is clearly demonstrated along the length of Fourth Avenue, as the commercial uses along nearly the entire length of Fourth are vehicular customer dependent. The Third Street corridor currently has some basic neighborhood service businesses such as a barbershop and a laundry mat plus a successful cafe. Along the conidor there are some existing, vacant buildings that appear to be in usable condition for the appropriate commercial uses. Existing vacant land along the Third Street corridor in the Study Area Is very limited. There are three or four Trailer Parks along Third Street that serve as permanent housing facilities for Mr. William Lilly April 30,2004 Page Four many of the agricultural workers. This specific housing stock is clearly some of Yuma's poorest and does not reflect the advancing residential development efforts in the other areas of either the Craver Park or Yuma High neighborhoods. Vehicular traffic use of Third Street appears to consist mainly of two types. First, Third Street Is a main neighborhood east/west street serving the residents of the Yuma and Carver Pari^ neighbortioods. The street's other major users are destination travelers seeking a specific business or other activity center located along Third Street such as the Carver Park facilities or New City Cafe, as examples. A tour of the study area and interviews of area stakeholders by ERES personnel proved to be very helpful and giave support to ERES's initial observations that the study area's commercial services, when compared to the residential population of the Yuma High, Carver and Century Heights neighborhoods was very limited and undersized, therefore presenting several development opportunities. The Del Sol Market owner told ERES during an Interview that he did not have the available space within his current Yuma High neighboriiood store to meet all the demands of his customers and would be very interested in building a larger facility to serve the market. Additionally, ERES leamed and confirmed Family Dollar, who already has four area stores, Is Interested in opening a fifth store (6,000 to 8,000 square feet) In the Yuma High area. ' • , , , . . , , .' • • Fourth Avenue Coirridor Recommendations Below Is a series of recommendations by ERES that it believes are both feasible and would stabilize the northem end of the Fourth Avenue commercial real estate development conditions while greatly Improving the services being provided to the residents of the Yuma High neighborhood. • ERES firmly believes that the first step to be taken is the firming up of Mr. Victor Salcido's support and participation in a Final Program for the redevelopment of the Fourth Avenue Corridor based on the recommendations below and Mr. Salcido's development interest. Two secondary supporters of the final redevelopment plan will need to be the owners of both the Yunha House Restaurant and the Best Western Motel, the City must learn of their future plans for these two business and their position on remaining in the neighborhood needs to be fully understood. Mr. William Lilly April 30, 2004 Page Five • As the owner of the Del Sol Market, Mr. Salcido has expressed his interest in expanding the market's business to better serve the neighborhood and the desire to develop a new retailing center along Fourth Avenue. This interest by Mr. Salcido should be the basis for achieving a redevelopment program for the con^ldor. • The River's Edge Shopping Center and adjoining Yuma Motel are dated and under utilized properties along Fourth Avenue. Neither of these properties presents a correct or current reflection of the vitality currently underway within the Yuma High neighborhood. Both of these properties, as well as the four residential properties behind the River's Edge Shopping Center and along Fifth Avenue should be secured for redevelopment. Additional land for the redevelopment should be secured as is possible along the east side of Fifth Avenue between Second and Third Streets. • Using the properties outlined above and the existing Del Sol Mari