The previous components of the Sustainable Development Strategy have focused on what needs to be "new" in the target area. Much of what is valuable about this area, however, is in place already: good housing, stores, schools, institutions, and services. The Sustainable Development Strategy will build on, and make the most of, these existing community assets.

Housing :

Much of the housing in the target area is fundamentally solid, but it needs better maintenance - and community building. This can be accomplished through a targeted strategy that includes:

* Block club organizing,
* Block signage and identification,
* Home improvement loans,
* Replacement of septic systems with a new sewer system,
* Street repaving,
* Tree planting,
* New parks and playgrounds,
* Sidewalks (where needed), and
* Street lighting improvements.

Some of these improvements will be made by individual home and business owners and require access to credit; others will require access to public investment dollars.

Action 24: Conduct an Assessment of Community Housing Conditions.

The project will carry out a detailed assessment of the condition of the housing in the community. It will include a windshield survey of all of the residential properties in the project area, an analysis of governmental records to identify parcels in trouble with tax arrears, building code violations, and other problem indicators. It will also identify block clubs and other organizations of residents that can be engaged in the revitalization process..

Action 25: Identify Technological Options for Residential Revitalization.

The project will identify "green" housing strategies that are relevant for the community and explore the construction of a model home or model rehab to expose community residents to sustainability options.

Action 26: Development of a Sustainable Residential Revitalization Strategy.

This data from Actions 24 and 25 will provide the basis for a Housing Revitalization Strategy that will be incorporated into the Sustainable Development Plan.

B. Community Institutions and Services

The 79th Street area needs strong schools, health centers and social service institutions. The Steering Committee will encourage and support the development of a comprehensive strategic planning process around education and human services to complement the jobs and economic development focus of the core project.

This effort will explore the current and potential connections between human services delivery and economic development. Schools and health centers represent a significant component of the community economy; they hire staff and purchase goods and services. Leaders of this strategic planning process are proposed to come from the Community Advisory Committee.

Action 27: Inventory the Organizations and Institutions in Target Area.

This inventory will present a comprehensive picture of the social networks that hold this community together and the many and varied routes by which residents can become engaged in neighborhood revitalization.

Action 28: Assess the Availability and Quality of Schools, Health, and Human Services.

This assessment will determine where community residents receive their education, health services and other human services, what services are unavailable, and how community residents judge the quality of these services.

Action 29: Develop a Schools, Health, and Human Services Strategy.

Based the information from Actions 29 and 30, a schools, health, and human services strategy will be developed which will be incorporated into the Sustainable Development Plan.