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Comprehensive Action Plan for the City of Norwood

As adopted by the Norwood Planning Commission, October 2002

Table of Contents

Executive Summary
 Introduction
 Purpose
 Citizen Involvement and Task Forces
 Contents of the Plan
Land Use and Zoning
Environment, Parks, and Greenspace
Economy
Housing
Transportation
Community Facilities and Services
Social Issues
Schools
Community Image and Pride
Historic and Architectural Significance
Town and Gown Relations
Regional Connections
Task Force Outline
Appendix A – Planning Team and Steering Committee Members
Appendix B – Community Survey Results
Appendix C – Buildings in the 1987 Ohio Historic Inventory








Comprehensive Action Plan for the City of Norwood
Executive Summary

Introduction

    Norwood is a city back from the brink. After tough times resulting from the loss of major industries, most notably General Motors, Norwood has regained its economic stability, principally through new office and retail development. At the heart of the Greater Cincinnati region, Norwood maintains a small town feel, yet has easy access to downtown Cincinnati, the Ohio River, and other employment and entertainment centers throughout the region. The best of both worlds!
    As new people move into the area to take advantage of Norwood’s great location and its good housing values, longtime residents help to maintain the continuity of the community. Norwood’s well-kept yards and homes, and its neighborhood-based schools—where children can still walk to school, suggest a sense of place that is missing in many newer suburbs.
    Norwood still seeks to settle into its new identity, however. There is work to be done, the economy could be stronger, particularly in Norwood’s traditional downtown, Montgomery Road, historically known as “the Pike.” An abundance of rental housing with frequent turnover strains neighborhoods and schools. The typical deteriorating infrastructure of older cities challenges the municipal budget.
    And, while Norwood has changed since the days when industrial and manufacturing companies made up the foundation of its economic base, this message has not gotten out to the surrounding region. Norwood has much to offer to its residents and to its neighboring communities—the challenge for Norwood is to show its new face proudly to the world.

Purpose

    The purpose of this Plan is to serve as a guide for the future of Norwood, based on the needs and desires of Norwood’s people. This document is the result of nearly two years of data analysis and public input. General data were collected from most City departments and the City Schools through a team of representatives (see Appendix A). Existing conditions were catalogued by the Planning Department with support of the Building Department. Published data from the U.S. Census Bureau and Claritas, Inc. were included as well. Data on local and regional trends were obtained from the Hamilton County Regional Planning Commission, the Gallis Report, and a national survey conducted by the Fannie Mae Foundation. Citizen input included a survey of homeowners and businesses in the Spring of 2000 (see Appendix B), a citizen steering committee (See Appendix A), and a public meeting held in February of 2002.
    The Plan provides a general framework of goals and potential programs moving the City into the future. Some goals and programs are more clearly defined than others, some may already be underway as the Plan moves through the adoption process. Many programs listed are in the idea stage, awaiting further elaboration.

Citizen Involvement and Task Forces

    This Plan is conceived as a living document, built from ideas brought forward by Norwood’s people through a written community survey and at public meetings, by officials and representatives of the City, by local business representatives, by a community-based steering committee, and guided by the methods of the field of planning. The key to any plan’s success is the involvement of the local community for which that plan is written. While much input has been gathered to this point, it is the ongoing commitment of the community that will bring this Plan, and this City, effectively into the future.
Where the Plan suggests programs, the people must be willing to participate in them. It is for this reason that input has been sought throughout the development of the Plan. Where programs need to be elaborated, citizen task forces are herein created to assist with their development. Task forces will meet under the direction of volunteer leadership, confirmed by City Council, with the support of the Planning Department and other City staff as needed. The reports of these task forces will include recommendations and more specific implementation plans to meet the assigned goals. The Plan is thus an ongoing process.

Contents of the Plan

    The following chapters are centered around a variety of conceptual categories typical of comprehensive plans. These are Land Use and Zoning; Environment, Parks, and Greenspace; Economy; Housing; Transportation; Community Facilities and Services; Social Issues; Schools; Community Image and Pride; Historic and Architectural Significance; Town and Gown Relations, and Regional Connections. Of course, there are numerous interrelationships between these broad categories, but they provide a convenient framework from which to begin.

Land Use and Zoning

    Projected land use typically forms the center of a comprehensive plan, with most other planning issues stemming from it. In Norwood, the existing land use was largely in place long before anyone sought to systematically regulate it. Given that the City is built-out and virtually no land remains for new development, the Plan identifies only a few areas where change is anticipated or desired due to ongoing pressures or trends. The focus instead is on the functions of various land use categories and the relationship between them, as managed by zoning.

Goal: Norwood will have a zoning code that is easy to understand and administer. The updated zoning code will be realistic given existing conditions, yet will encourage desired changes in land use.

Task Force: Zoning Update Task Force to work with Planning Director, Zoning Administrator, Planning Commission, and Board of Zoning Appeals.
Goal: Land use changes in Norwood will be carefully managed to ensure sensitive, high quality development which improves the overall welfare of the City.
Task Forces: Montgomery Road Revitalization Task Force to work with Planning Director, Planning Commission, Economic Development Director, Chamber of Commerce, with support from XU and/or UC graduate programs; Globe Site/Ross Avenue Task Force to work with Planning Director, Planning Commission, Economic Development Director, Health Commissioner, and developer; Highland Avenue Corridor Task Force to work with Planning Director, Planning Commission, Economic Development Director, and Community Action and Emergency Response Committee; Norwood Plaza Area Task Force to work with Planning Director, Planning Commission, and Economic Development Director; Northwest Norwood/Dale Road Task Force to work with Planning Director and Planning Commission.


Environment, Parks, and Greenspace

    The importance of protecting the environment, and enhancing parks and greenspace, has received a great deal of publicity in recent years. A healthy environment is crucial to a healthy community, and abundant parks and greenspace are valuable amenities which add to residents’ sense of well-being. As a city built on industry, Norwood has some challenges in this area. But, many Norwood residents take great pride in maintaining the landscaping on their relatively small lots. This interest has further manifested itself in the recently formed Norwood Tree Board. In addition, the many neighborhood parks provide a good starting point. The plan seeks to guide ongoing work in this area, laying out some key programs.

Goal: Norwood will be a “green” City, with an abundance of trees, well-maintained parks, and businesses and government offices committed to sustainable practices.

Task Forces: Energy and Environment Task Force to work with Building Department, Health Department, Project Coordinator, Recreation Director, and Tree Board.
Goal: Norwood parks and recreation facilities will be up to date and will provide for excellent recreation experiences.
Task Forces: Parks Plan Task Force to work with Recreation Director, Recreation Commission, Planning Director, Planning Commission, and Tree Board.
Economy
    The economy is another key indicator of the health of a community. Norwood, while an independent city, is significantly affected by the City of Cincinnati and the Greater Cincinnati region. Built on the outskirts of Cincinnati at its founding, Norwood shares common experience with many other inner ring or first suburbs. Such communities have aging infrastructure, like the large cities they started near, but they lack the resource bases of those large cities. And again, it is a lack of developable land which, in part, defines such communities. Thus, the Plan focuses on redevelopment potential and participation in the regional economy as directions for Norwood’s future.

Goal: Norwood will provide a healthy business mix, with employment, shopping, and entertainment opportunities for residents, as well as attractions for visitors. Norwood will also capitalize on its central location in the Greater Cincinnati region, with a variety of restaurant and hotel options to welcome travelers and conventioneers.

Housing

    A mixture of housing types and values supports a diverse and vibrant community. Norwood has stately homes on larger lots, as well as modest homes in compact urban neighborhoods. About half of the housing in Norwood is owner-occupied, with rental properties including single family, two-family, and multifamily buildings. Over half of Norwood’s housing stock was built prior to 1940, and nearly 90% was built before 1960. While these homes retain significant charm and character, many are in need of considerable repair or updating. In addition, a growing senior population is seeking low maintenance, single floor living opportunities. The Plan lays out recommendations for increasing homeownership and encouraging upkeep, as well as for increasing the number and type of housing units.

Goal: Norwood will have a majority of owner-occupied housing, providing a stable community in which to live and raise families. Owners will be supported in their efforts to maintain their homes, and landlords their rental properties, through well-publicized incentive programs coordinated by the City. Well-maintained rental housing will also encourage community pride, and renters will be supported in their efforts to become homeowners. Property values have further increased as a result of well-done rehabilitation projects.

Task Forces: Neighborhoods and Home Ownership Task Force to work with Planning Commission, Building Department, Tree Board, and Schools.


Transportation

    The transportation system connects communities internally and externally. Norwood, at the center of the Cincinnati region, has excellent access to points throughout the region, thanks to the proximity of two interstate highways, the Norwood lateral connector, and additional state and U.S. routes. In addition, local and metropolitan busses carry people to and from Norwood, and freight rail lines support local industry. Pedestrians and bicyclists, however, are less well served in Norwood, as in many other urban communities. Also, as is typical in older urban communities, the transportation infrastructure is in need of repair and updating. Recommendations for improving transit and transportation infrastructure in these areas are included in the Plan.

Goal: Norwood’s position at the center of the Greater Cincinnati region will be enhanced by its well-integrated transportation system. Traffic will flow smoothly through the City, taking residents to and from their homes and bringing visitors conveniently to their destinations. Walking and bicycling will be encouraged as healthy alternatives to driving.

Community Facilities and Services

    Community facilities serve as a place for members of the community to gather, to carry out the business of the community and to celebrate its existence. Public services, from police and fire protection to community recreation and health programs, are a significant benefit of coming together to live in a city. By providing tax-funded services across the community, economies of scale are achieved. In addition, those less fortunate are supported by the broader community. Norwood has an array of community facilities and services which give the benefits of living in a city while maintaining the small town feel. The Plan includes recommendations for strengthening and supporting these facilities and services.

Goal: Community services and facilities will continue to support the community and vice versa.

Task Forces: Community Services and Volunteerism to work with Project Coordinator, Health Commissioner, Police Chief, Fire Chief, Safety Director, Service Director, Public Works Superintendent, Recreation Director, Community Center/Senior Programs Director, and Community Action and Emergency Response Committee.


Social Issues

    Wherever diverse groups of people live together, social concerns are likely to arise. Norwood residents vary by age, income, and ethnicity, and this diversity is increasing. Diversity can be an asset, when people with various life experiences share what they have learned. Recommendations for dealing with diversity and turning it into such an asset are the focus of this section of the Plan.

Goal: Norwood will be a stable, friendly, family-oriented community, with a diverse mix of demographic groups actively participating in the community.

Task Forces: Social Issues Task Force to work with Planning Director, Recreation Director, Health Commissioner, Schools, Churches.
Schools
    A community’s schools are another significant indicator of community health and stability. The Norwood City Schools have recently made considerable strides in strengthening and improving their programs and facilities. These efforts are ongoing, with a formal curriculum improvement plan being implemented and a facilities review currently underway. The Norwood school district is unique in that it overlaps completely with the corporate boundary, making cooperation between the City and the Schools somewhat less complicated than in many other areas. While the City does not control the school system, there are many things the City can do to support the schools, and thus improve the community overall. Such recommendations are included in the Plan.

Goal: Norwood City Schools, continuing in their neighborhood-based tradition, will be recognized as a vital part of the community, in effective collaboration with the City, its businesses, and its residents.

Task Forces: School-Government-Business Dialogue to include Schools, Building Department, Chamber of Commerce, Norwood Business and Professional Women, Planning Director, and Mayor.
Community Image and Pride
    A community’s image is projected to the outside world. The image may be a correct perception, outdated, or just inaccurate. In any case, the image reflects on the community, affecting the feelings of the residents and either attracting or repelling new residents. A positive community image is reflected in citizens’ pride in their community. Recently, Norwood has attracted a great deal of attention, both positive and negative, from outside. The perception of Norwood is changing, along with demographic and land use changes. This section of the Plan considers ways of building on the positive perceptions, thus overshadowing the negatives.

Goal: Norwood will remain a friendly small town in an urban setting. It will be seen as a desirable place to live, with convenient housing, business, and shopping opportunities, good schools, and a strong sense of community.

Task Forces: Norwood Pride Committee to work with Tree Board, Schools, Chamber of Commerce, Norwood Business and Professional Women, Recreation Commission, Norwood Historical Society, Churches, Health Department, and Planning Director.
Historic and Architectural Significance
    Historic buildings and those with architectural significance are key components of a community’s character and image. They provide a connection to the past, and a sense of continuity into the future. Norwood has buildings representing a wide variety of time periods and styles. The Plan makes recommendations for recognizing architectural districts and historic buildings in celebration of Norwood’s unique character and history.

Goal: Norwood will proudly maintain its historic and architecturally significant buildings, showcasing and highlighting the variety of periods and styles represented here.

Task Forces: Historic and Architectural Task Force to work with Building Department, Planning Commission, Planning Director, and Historical Society.
Town and Gown Relations
    The typical pattern of relations between communities and the colleges or universities located in them is labeled “town-gown.” The pattern includes both positive and negative occurrences. For example, colleges and universities present the opportunity for cultural and educational enrichment for the surrounding residents. Also, while the concentration of young adult students can bring vitality to a community, and many students participate in social service volunteer activities, their lack of strong ties to that community can sometimes lead to inconsiderate behavior. Xavier University, on the border between Norwood and Evanston, has limited on-campus housing, so many of its students live in apartments in Norwood. The Plan includes recommendations for maximizing the positive aspects of the town-gown relationship, while minimizing the negative.

Goal: Norwood will have a positive working relationship with Xavier University, coordinating cultural activities, community resources, and student resources.

Task Forces: Town and Gown Task Force to work with Law Department, Police Department, Chamber of Commerce, Planning Commission, and a representative of the Neighborhood and Home Ownership Task Force.
Regional Connections
    Regional context can have significant effects on a community, particularly a smaller community. Many resources, jobs, and amenities may be provided throughout the region. Problems may exist region-wide as well. While an independent city, Norwood is also intimately connected with the Greater Cincinnati region. The regional transportation infrastructure and Norwood’s central location in the region combine to make Norwood a key location. These aspects also make Norwood vulnerable to the effects of regional issues such as air pollution and urban sprawl. The Plan recommends participation in regional planning efforts in order to make the most of Norwood’s position in the Greater Cincinnati region.

Goal: Norwood will participate actively in regional planning and problem solving, in order to capitalize on its central location in the Greater Cincinnati region and to develop the strength of the region in support of our community.

Land Use and Zoning

Background

    The terms land use and zoning refer to two distinct, though related, categories. Land use labels the actual use to which a piece of property is being put, while zoning describes the legally established use of the property. In many cases, a given piece of property’s land use and zoning are the same. In some cases, however, zoning has been enacted which does not match the existing use.
    The intent of a zoning code is two-fold: First, to separate incompatible land uses and to thus provide for the health, safety, and welfare of the community; and second, to further the development goals of the master plan by establishing a pattern of desired land use. Thus, zoning may go against existing land use on scattered properties where incompatible uses were intermingled before zoning was enacted, or where a change in land use over a larger area is deemed desirable.
    In an established and built-out community such as Norwood, zoning is more effective at regulating existing uses than at changing land use. That is, while zoning may be changed in order to encourage land use to change, this is a long and gradual process unless other incentives are provided. Uses become “non-conforming legal uses” when the property’s zoning is changed. The non-conforming use may remain as long as it is actively continued, with allowance for a break in that use of no more than six months. No one is forced to, for example, leave a residence in an industrial zone or vacate a business in a residential zone until they choose to do so. Such non-conforming uses may continue indefinitely, sometimes posing difficulties for surrounding properties.
    Zoning may regulate much more than just the use of the land as commercial, residential, etc. It also may provide guidelines for such things as screening between uses, building appearance, parking requirements, and streetscaping. It is this function of the code that touches property owners most noticeably. A code should regulate property use according to community values and goals.
    Norwood’s current zoning code was enacted in 1985, following a comprehensive study. Minor changes and additions have been made to the code since that time. A new zoning map, depicting the locations of the various zoning districts, was completed and certified in early 2001.
    Much of the land use pattern of Norwood was established prior to the implementation of zoning in the 1920s. A number of residential subdivisions were laid out, and industrial development occurred alongside. Again, these long-established patterns rarely change without a concerted effort. Thus, we see areas where single family homes abut industrial plants. As some uses and traffic patterns change, and particularly as roadways are built or expanded, additional land use changes may be appropriate. Uses may be shifted in order to achieve a better balance.
    In Norwood, significant retail and office development has taken the place of former industrial and residential areas in the southeast corner, in an area cut off by the building of Interstate 71. The remaining area in the vicinity of I-71 Exit 6 is likely to experience development pressure in the near future. Development in this area may include additional high quality office and retail, as well as condominium and upscale apartment residential.
    Another area of change is the Montgomery Road corridor. Once the thriving business district of Norwood, this area has seen considerable decline as shoppers have taken their business to large malls and big box retailers. The road remains a highly traveled arterial between Norwood and the surrounding communities, but this traffic rarely stops to visit the many small businesses located along it. At approximately two and one-half miles, the corridor presents a significant challenge for redevelopment. The corridor may, instead, be considered in more neighborhood-sized pieces, with businesses concentrated at corners and urban-style housing in-between.
    One area of particular note along the Montgomery Road corridor is the former Globe Wernicke site. This former industrial site is a brownfield. That is, past industrial activity site has resulted in some environmental concerns, which are currently under review by the Ohio Environmental Protection Agency. While such concerns are often a major obstacle to redevelopment, developers are currently very interested in this prime location. A high class office and retail complex is anticipated, providing a strong center for the business district and a new view of Norwood to passers by on the Lateral.
The Highland Avenue industrial area includes a number of strong and active businesses, as well as some vacancies. This area serves as a gateway to the City, so its appearance and condition are important. While there is no current need or call to change the industrial character of this area, as companies grow and change, seeking more land-intensive modern facilities, considerable change may occur. In the meantime, conditions in the area should be monitored, and improvements should be made to facilitate current business activities and to make the area more welcoming to passersby.
    The Norwood Plaza and the neighborhoods north of Ross Avenue and Dale Road are other areas where attention is needed. Norwood Plaza sits in close proximity to Xavier University, but has not focused on this market. Since many XU students live in the surrounding neighborhoods, the Plaza could be redeveloped to better serve this population, as well as the year-round Norwood residents in the area. The nearby Hamilton County Business Center is another possible influence on this area. Expansion of the high tech business niche developing within the HCBC could take place in a redeveloped Norwood Plaza. The neighborhood north of Ross Avenue has been zoned for office use. While a corresponding change in land use has not occurred here, redevelopment of the Globe Wernicke site may make this area more appealing for new uses as well. Even if the area does not change in land use, it will become a focal point of the City as a major travel corridor accessing the Globe site development. Finally, the neighborhood north of Dale Road experiences a great deal of cut-through traffic, often travelling at high speeds. This puts pressure on this residential area.

(See existing and projected land use maps.)

Zoning for Norwood’s Future

    A number of changes to zoning practice as well as changes within the City of Norwood and the region suggest it is time to update the Norwood Zoning Code. The following outlines changes called for by this comprehensive planning process:

Goal: Norwood will have a zoning code that is easy to understand and administer. The updated zoning code will be realistic given existing conditions, yet will encourage desired changes in land use.

A. Update zoning to meet current and future needs/trends, zone for goals. Establish a task force, under the direction of the Planning Department, to work on this project. The task force should review the current code along with a variety of model codes and then recommend changes, with input from the public as well as City officials and Boards.

1. Ensure that the updated code addresses strongly-held community standards, so that there is little call for variances except where true hardships exist. Code provisions may then be rigorously enforced, with variances given only in cases of significant hardship or unique need.

2. Down-zone residential areas to discourage further rental breakups and encourage return to more single family housing. Existing multi-family housing would be allowed to remain, but incentives given for reducing units. R3 (multi-family, duplex, single family all permitted) zones would become R2 (duplex and single family), R2 zones would become R1 (single family).

3. Include sidewalk requirements in residential zoning districts. Require sidewalks along the street for any new development, assessing property owners for sidewalk installation by a contractor hired by the City. Develop incentives for sidewalk installation and maintenance at existing properties.

4. Review commercial zoning districts (office, neighborhood business, general business, central business, light manufacturing, heavy manufacturing) for currency and for how they meet desired outcomes.

5. Add a mixed use zoning district or overlay zone for the Montgomery Road business district to encourage synergy between office, retail, restaurant, entertainment, and residential uses, and to encourage pedestrian activity and the use of public transit.

6. Review use of PUD (Planned Unit Development) zoning for effectiveness. Establish separate zoning reviews for major PUDs (large developments) and minor PUDs (small, single properties in PUD overlay zones).

7. Evaluate NBD (Neighborhood Business District) zoning for current needs. Either update or eliminate the category to better serve the community. Neighborhood business districts were established to serve residents within a small area, presumably walking to these local businesses. In some cases, more intensive businesses were located in residential neighborhoods when the 1985 zoning was enacted. It was hoped that these businesses would be replaced eventually, by neighborhood-serving businesses. The thriving neighborhood business, however, is rare in this day and age. People are quite content driving to any shopping or service business they need. There are not enough neighborhood businesses to fill all the neighborhood business zones, but, many of the old commercial buildings located there are difficult to use otherwise.

8. Increase buffering requirements between potentially conflicting zones. There are numerous areas in Norwood where incompatible zones are located adjacent to each other. Residential uses look out on delivery and dumpster areas, for example. Given the slow pace of land use change, it makes more sense to improve the buffering between these districts than to try to change their use. Buffering might take the form of landscaping and fencing, providing an improved view for residential neighbors currently facing the rear service areas of business uses. Such landscape buffering would have the added benefits of beautification throughout the community and improving environmental conditions.

a. require added buffering whenever a permit is issued or a change of use is requested

b. request existing businesses to improve buffering voluntarily, provide incentives

B. Simplify the code and make it user-friendly and easy to enforce.
1. Improve cross-referencing within code.

2. Set more of text in table form for easy reading.

3. Make code accessible on Internet, with hyperlinks between related sections.

4. Improve and clarify the lists of permitted uses for each zone so that owners, realtors, and buyers know what is allowed in each zone.

C. Develop design standards for business districts – striking a balance between consistency in feel and variety to maintain interest.

D. Revise sign code to make current and to ensure correlation with rest of zoning code.

E. Ensure that Citizen Boards are given the training and support they need – to secure the Vision of Norwood’s future, as developed in the Comprehensive Plan process, by administering City codes.

1. Provide mandatory orientation and annual training meetings for all members.

2. Develop a reference library for board members and interested citizens.

3. Encourage board member attendance at relevant workshops.

4. Provide updates on legal issues and developments in zoning praxis.

Task Force: Zoning Update Task Force to work with the Planning Director, the Zoning Administrator, the Planning Commission, and the Board of Zoning Appeals, along with a consultant. Work will begin in the Fall of 2002, with reports from the task force after 12 and 24 months. The task force will recommend an updated zoning code at the time of the second report.

Future Land Use

    Changes in land use are anticipated in some areas, as discussed above. Pressure for changes in other areas may arise in the future. In any case, it is important to carefully monitor and manage any changes so that the community gets the most out of them. The section below highlights expectations and needs, in addition to zoning, for the areas of change listed above. In addition, many non-conforming land uses and buildings exist throughout the City. While some of these pose little disruption, many are incompatible with neighboring uses and are difficult to reuse in accordance with code requirements. Such uses are included under “other areas of change” below.

Goal: Land use changes in Norwood will be carefully managed to ensure sensitive, high quality development which improves the overall welfare of the City.
A. Citywide: Down zone residential districts as described above.

B. The I-71 Exit 6 Area is experiencing pressure for increased commercial development. Any development which does occur should be carefully managed by the City, according to the following considerations:

1. Development should include mixture of uses, possibly including residential as well as retail and office uses. Retail uses should not dominate any projects in this area.

2. Traffic flow should be studied and planned, requiring developers to make traffic management improvements (such as improved signalization and/or signage, lane markings, or access points) where needed to support their projects. Such traffic management improvements should be put in place prior to opening of any new development.

3. The aesthetic and environmental quality of all development projects should be assured through development agreements and with the assistance of the Planning Commission and the Tree Board.

C. Montgomery Road Corridor (see “Economy” chapter for further detail for this area)
1. Evaluate the corridor for strengths and weaknesses by completing or commissioning a market study.

2. Prepare a plan building on these strengths and minimizing weaknesses.

3. Encourage the development of urban housing in areas of the corridor where commercial uses are not economically supported.

4. Actively seek support and involvement of Montgomery Road businesses as well as residents along the corridor. Develop and support public-private partnerships to implement revitalization.

5. Utilize the support of organizations such as the National Main Street Network and Downtown Ohio, Inc., specializing in revitalization of older commercial corridors.

D. Globe Wernicke Site
1. Monitor environmental conditions on site, perhaps in conjunction with a citizen task force. Seek clean-up funds if determined to be necessary and appropriate.

2. Determine an appropriate mix of uses to serve the community and to enhance the economy of the City.

3. Coordinate site development with 5-point intersection improvements at the Norwood Lateral to develop safe and pleasing access.

4. Develop a traffic plan for the area, including a pedestrian traffic element, ensuring good access to the site and strong connections to the surrounding area, while discouraging disruptions in the nearby residential areas.

5. Ensure aesthetic and environmental quality of the project through a development agreement and with the assistance of the Planning Commission and the Tree Board.

E. Highland Avenue Industrial Corridor
1. Monitor existing businesses’ needs and concerns and work to improve conditions where possible.

2. Seek and support new companies for this corridor.

3. Improve “gateway” qualities of corridor with assistance from the Tree Board.

F. Norwood Plaza Area
1. Determine an appropriate mix of uses to serve the community, including Xavier University, and to enhance the economy of the City.
a. XU student housing.

b. High tech.

c. Office.

d. Limited retail to serve other uses in the area.

2. Actively seek development proposals for this area.

3. Develop a traffic plan for the area ensuring good access to the site while discouraging disruptions in the nearby residential areas.

4. Ensure aesthetic and environmental quality of any redevelopment of this area through development agreements and with the assistance of the Planning Commission and the Tree Board.

G. Ross Avenue Area
1. Evaluate the area for appropriate uses, following the redevelopment of the Globe site.

2. Establish zoning accordingly, including protections for the residential neighborhood.

3. Ensure aesthetic and environmental quality of any redevelopment of this area through development agreements and with the assistance of the Planning Commission and the Tree Board.

H. Northwest Norwood (bounded by Ross, Section, Carthage, and northern corporate line)
1. Evaluate Neighborhood Business Districts, and rezone for currently appropriate uses.

2. Seek funding and developer(s) to replace commercial buildings in the Worth Avenue NBD and throughout this area with single family housing. Possibilities include Habitat for Humanity and cityrama-type projects.

I. Dale Road Area
1. Evaluate the needs of the area. Meet with residents and Police to assess concerns.

2. Work with area residents to determine needed improvements to support the residential character of the area.

J. Other Areas of Change.
1. Monitor other areas for pressures to change land use patterns.

2. Ensure that the zoning code is enforced to protect potentially incompatible land uses from disruptions.

3. Encourage the replacement of non-conforming land uses with conforming uses and buildings. (see “Economy” chapter for more on this issue)

a. Identify and maintain a database of all such buildings in the City. Monitor for vacant or nuisance status.

b. Provide incentives to encourage redevelopment by owners of such uses.

c. Allow the use of the “alternate building code” for appropriate reuse projects in buildings meeting the age requirement.

d. Seek funding for purchase of persistent problem buildings.

Task Forces:


Environment, Parks, and Green Space

    In recent times, increasing recognition has been given to the importance of a healthy natural environment. Particularly within urban areas such as Norwood, green space is being viewed as a necessity, rather than just an added amenity for residents, visitors, and local employees. As energy use and traffic increase and landfills reach capacity, the pressures on the environment become more severe. By providing and supporting energy saving programs, Norwood can help to lessen these stresses on the environment and provide for a healthier community for local residents. Effective recreation programming can also draw residents into environmentally and personally healthy pursuits—getting people out of their cars and into their sneakers!

    Norwood residents have expressed their appreciation for their parks and trees. Of the first six “favorite spots in Norwood” identified by Community Survey respondents, three are parks—Lindner Park, Millcrest Park, and Victory Park. Two additional favorites are park-like settings—Floral Avenue and the Holy Trinity area. Parks and green space rank fourth, behind well-maintained neighborhoods, strong schools, and infrastructure maintenance and improvement, as “most important for a vibrant, livable city,” according to the Survey. And, in 2000, the City established a Tree Board to oversee the improvement of tree cover and green space throughout the community.

    Parks and landscaping serve double duty, as green oases and as centers of relaxation and recreation. Land covered with pavement and buildings tends to act as a “heat island,” holding and concentrating heat in urban areas, leading residents and businesses to increase their air conditioning use (and thus energy use) in the summer. (The effect is much less potent in winter, so a consequent savings in energy use for heating is not experienced.) Buildings and streets also add to pollution by virtue of their use—through energy use for heating and cooling and through automobile exhaust. The more green space and trees a community maintains, the more such pollution is mediated with very little effort.

    In addition to improving parks and landscaping on public lands, and encouraging residential yards and gardens, there are many other things the City can do to protect the natural environment. Programs for residents and businesses, as well as programs within City offices, can reduce the community’s burden on the environment. Energy efficiency and recycling programs are two common examples.

Goal: Norwood will be a “green” city, with an abundance of trees, well-maintained parks, and businesses and government offices committed to sustainable practices.

A. Encourage environmentally-friendly buildings through the Building Department.
 

1. Encourage use of environmentally-friendly architecture – doors, windows, roofs, etc. – through brochures and knowledgeable personnel.

2. Encourage use of environmentally-friendly building materials – through brochures and knowledgeable personnel.

3. Establish an award program for environmentally-friendly businesses.

4. Provide incentives for projects involving environmentally-friendly architecture and/or building materials.

B. Establish a program for improving energy efficiency in homes and businesses through the Health and Building Departments, in cooperation with Cinergy.
1. Complete energy audits for City Hall and other City facilities.

2. Establish a timeline for replacing outdated, inefficient HVAC systems.

3. Coordinate with Cinergy to provide low-cost energy audits for homes and businesses. Also, continue to provide assistance through the senior staff office to elderly to utilize available programs. Provide similar central location for low-income residents to get assistance.

4. Promote the County’s low-interest loan program, HIP, to support energy efficiency improvements for low-income residents.

C. Encourage recycling through Public Works and the Health Department
1. Establish an education program, targeted at residents, school children, and businesses.

2. Place recycling drop off centers, such as those found in Europe, throughout the City.

3. Increase the amount of recycling at City Hall, by increasing the volume of materials recycled and by expanding the range of materials recycled. Provide collection bins for cans and plastic bottles, in addition to existing paper collection bins.

4. Establish a central recycling drop-off facility at Public Works location.

5. Coordinate with Health Department to get grants to fund programs.

D. Encourage bicycling, walking, and use of public transit as alternatives to automobile travel through the Health and Service Departments and the Recreation Commission
1. Improve facilities for bicycling, walking, and public transit.
a. bike lanes

b. crosswalks

c. sidewalks

d. bus/transit shelters

2. Keep area clear of litter to maintain a pleasant pedestrian experience.

3. Education programs targeted to residents, school children, and employers.

a. encourage alternatives to automobile travel

b. promote pedestrian and bicycle safety

c. promote walking for health

E. Promote preservation and increase of trees, landscaping, and green space, coordinating with the Tree Board, Public Works, and the Recreation Commission.
1. Increase trees and green space throughout the City
a. Add landscaped medians to Montgomery Rd. and Sherman Ave. in CBD area.

b. Encourage tree-planting along residential streets through the Tree Board’s “A Tree in Every Front Yard” program.

c. Plant and maintain trees in public spaces.

d. Develop and maintain landscaping at gateways and along travel corridors.

2. Provide support for green space development, e.g., brochures, workshops, etc.

3. Develop an award program for green space development or improvement.

4. Seek funding to improve and increase trees and landscaping throughout the City. Cooperate between departments, where appropriate, to submit competitive grant applications.

5. Share information on potential grants between relevant departments.

Task Force: Energy and Environment Task Force to work with the Building Department, the Health Department, the Project Coordinator, the Recreation Director, the Recreation Commission, and the Tree Board. The task force will begin work in the Summer of 2003 and report after 12 months. (Also see chapter on Transportation.)

Goal: Norwood parks and recreation facilities will be up to date and will provide for excellent recreation experiences.

A. Develop a parks plan with the Recreation Commission and Public Works

1. Review park facilities and conditions.

2. Schedule future needs/upgrades.

3. Coordinate with neighborhoods to plan for future of neighborhood parks.

4. Seek funding for parks improvements and landscaping.

B. Expand Victory Park as center of community
1. Improve access to park from Montgomery Road, particularly for disabled.

2. Make park more inviting to passersby.

3. Add space to park.

4. Increase programming at park.

5. Return market building to its original function as a market, similar to Findlay Market.

C. Recreation programming through Recreation Commission, Community Center, and Schools
1. A variety of activities for all age groups continue, with new programs added as they are developed.

2. Improve advertising of ongoing and new programs.

3. After school programs include tutoring and homework time as well as recreational activities.

4. Access grants for improvement of existing programs and development of new programs.

5. Develop an exercise trail in one of the parks.

Task Force: Parks Plan Task Force to work with the Recreation Director, the Recreation Commission, the Planning Director, the Planning Commission, and the Tree Board. The task force will begin work in the Spring of 2003 and report after 18 months.
 
 

Economy

    The economy of an area is central to its long-term success. Thriving businesses provide current operating funds and serve as encouragement to additional business and residential development. On the other hand, a declining business district may discourage new businesses from locating and depress surrounding residential property values as well.
As discussed elsewhere in this Plan, local economies are intricately tied to regional economies in the 21st Century. In addition, the Fannie Mae survey notes growing disparities in wealth, a perpetual underclass in central and close-in suburbs, deterioration of post-1945 suburbs closest to major cities, and shrinking household size among the key influences on planning for the future. The Hamilton County Regional Planning Commission adds decreasing population density and population out-migration in the central cities and suburbs, federal and state funding patterns, and the emerging global economy to these important influences on the economy. Norwood, as an older city functioning almost as a suburb of Cincinnati, is and will continue to be affected by many of these issues.
    Norwood’s circumstances—its central location in the region as well as its landlocked position—pose additional unique challenges for its economy. While there is no room for new, greenfield development, Norwood has numerous empty storefronts and underused areas. Changing times have left such locations less desirable than automobile-friendly shopping malls and office parks. But, at the center of the Cincinnati region, Norwood’s business districts are convenient and highly visible. Recent developments, including Central Parke, Rookwood Pavilion, and Rookwood Commons, have capitalized on Norwood’s location. In addition, the Hamilton County Business Center is housed in Norwood, supporting the growth of entrepreneurial businesses in Norwood and throughout the County.
    By focusing on the opportunities evident in Norwood’s location as well as the needs of Norwood’s local population, the City can continue to encourage a growing and productive economy.
    Because of its high visibility, Norwood’s Montgomery Road business district serves as the City’s primary advertisement to the surrounding community. It is crucial to demonstrate the vitality of this space. That is, the City should be seen as a desirable place for both businesses and customers.

Goal: Norwood will provide a healthy business mix, with employment, shopping, and entertainment opportunities for residents, as well as attractions for visitors. Norwood will also capitalize on its central location in the Greater Cincinnati region, with a variety of restaurant and hotel options to welcome travelers and conventioneers.

A. Achieve a balance between business and residential uses.

B. Encourage continued growth in the business sector.

1. Complete a market analysis of the City as well as surrounding area to determine what businesses to target for development in Norwood. Include consideration of market and economy trends such as regionalization, globalization, and high tech industry development.

2. Actively seek new developers and businesses to locate in Norwood.

a. Encourage high tech development, particularly in the Norwood Plaza area, building on the existing base. Work in cooperation with the Hamilton County Business Incubator, Xavier University, and others.

b. Focus on small business development, particularly in the Montgomery Road Corridor.

3. Work with local realtors to maintain database of available buildings, offices, storefronts and development sites.

4. Promote available buildings and sites.

5. Capitalize on nearby facilities and attractions, such as the Cintas Center.

6. Develop a recruitment package, describing services and available incentives, e.g., tax breaks.

7. Monitor City services, including those as mundane as street cleaning and as crucial as emergency services, and coordinate with other departments to ensure that the area is attractive to new businesses.

8. Monitor infrastructure conditions and needs, working to ensure that business locations are accessible to customers as well as delivery and business vehicles.

C. Establish guidelines for reuse of commercial buildings (or lots) in residential neighborhoods for commercial or residential uses, as appropriate.
1. Maintain a database of such non-conforming properties.

2. Evaluate these buildings or lots for possible zoning-appropriate uses.

3. Work with local realtors to find appropriate users.

4. Encourage donation of such properties for public use.

5. Establish a fund to purchase and demolish such properties, where suitable uses cannot be found.

D. Develop a plan for the revitalization of the Montgomery Road business district.
1. Encourage location of more dining options for residents and visitors.
a. sit-down restaurants

b. outdoor eating areas

c. nice pubs

d. microbrewery

2. Encourage renovation of Surrey Square – to a more community-oriented, more park-like setting. Encourage shift from retail-focused to office-focused.

3. Increase accessibility and usage of Victory Park as central community meeting place.

4. Establish design standards for development and redevelopment in this district.

5. Improve the streetscape in this district to appeal to drivers and pedestrians.

a. add landscaped medians to Sherman Ave. and Montgomery Rd. in CBD area

b. evaluate use and  layout of on-street parking for possible change from parallel to diagonal

c. improve “gateways” at corporate lines and freeway exits

d. develop a cohesive overall streetscape design, including planters, banners, benches, waste cans, sign poles, etc.

6. Update directional, informational, and way-finding signage to improve traffic flow and provide a cohesive image.

7. Improve traffic and parking conditions by:

a. installing new traffic lights, timed for 25 mph speed limit

b. enforcing the 25 mph speed limit

c. employing passive traffic calming to encourage drivers to obey 25 mph speed limit

d. encouraging accessible parking lots, with clear, safe entrances, exits, and pathways to nearby destinations

e. encouraging additional landscaping and buffering to improve the appearance of parking lots fronting on Montgomery Rd. and reduce the perceived gaps between uses

f. requiring such improvements when any parking lot changes ownership or usage

8. Evaluate market conditions/needs, then build on strengths.
a. complete market analysis of this district

b. actively seek and encourage quality businesses to locate on Montgomery Rd.

c. seek to maintain a variety of businesses

9. Develop urban housing in the Montgomery Road corridor.

10. Encourage donation of vacant/abandoned lots for mini parks.

E. Improve City-business relations and business retention efforts.
1. Increase communication between City and businesses, improving business retention efforts.

2. Maintain open communication with existing businesses, addressing their needs and concerns promptly.

3. Coordinate with management of Fun Factory, etc., to control after-hours problems and trouble in surrounding areas related to patrons

4. Coordinate with shops and service agencies to improve appearance of public-private transitional areas (e.g., stoops, benches, etc.)

F. Encourage private investment in homes and businesses.
1. Support loan programs targeted at property improvement, such as the Norwood Property Improvement Corporation.

2. Recognize notable renovation and revitalization projects, both commercial and residential, through awards or proclamations.

Task Forces: Montgomery Road Revitalization Task Force to work with Planning Director, Planning Commission, Economic Development Director, Chamber of Commerce, with support from XU and/or UC graduate programs. The task force will begin work in the Spring of 2002 and report after 18 months. [Also see Land Use and Zoning chapter.]
 
 

Housing/Residential Areas

    Neighborhood stability affects the overall character and vitality of the community. Property values, and thus property taxes, affect City and school fiscal conditions. Long-term residents provide a stable population of school children. Homeowners maintaining their properties with care establish the reputation of their neighborhood. Property values exist at the neighborhood level. That is, the value of each individual property depends on the value of its surroundings. There is mutual benefit as well as detriment in how neighbors maintain their properties.
    While there are exceptions, an abundance of single family homeowners typically leads to a more stable, better kept neighborhood. Survey respondents also made note of this, expressing concern over Norwood’s many rental properties, especially low-income properties, poor upkeep of houses and yards in some neighborhoods, and college student tenants. Norwood’s homeownership rate hovers around 50%, in contrast to that of Cincinnati’s, which is closer to 40%. Many older single family and two-family houses have been split into small multi-family units. There are two possible responses to these concerns: First, provide incentives encouraging owners to return houses to their original single family status, and second, develop more inclusive neighborhood associations which encourage renters to feel more like part of the community.
    While a considerable variety of housing types exists in Norwood, survey respondents noted a lack of single-floor plan housing and senior citizen housing. People are living longer, staying as “empty nesters” in their own homes, or moving into retirement facilities. Many of Norwood’s longtime residents want to stay in the community, but find it difficult to manage their larger homes, or to get around in their multistory dwellings. Also, maintaining such houses on a fixed income becomes increasingly difficult. Room to build new housing is scarce, however.
    Norwood’s location—at the center of the Cincinnati metropolitan region and in proximity to other desirable neighborhoods and amenities—has boosted its housing market in recent years. The current popularity of Norwood neighborhoods is resulting in some buyers who want to return carved-up old residences to single family dwellings. The strong market may also provide the added incentive needed to develop effective homeownership and neighborhood improvement programs.

Goal: Norwood will have a majority of owner-occupied housing, providing a stable community in which to live and raise families. Owners will be supported in their efforts to maintain their homes, and landlords their rental properties, through well-publicized incentive programs coordinated by the City. Well-maintained rental housing will also encourage community pride, and renters will be supported in their efforts to become homeowners. Property values have further increased as a result of well-done rehabilitation projects.

A. Preserve residential neighborhoods

1. Encourage more single family houses/discourage multi-family buildings
a. Reduce number of unrelated persons permitted in individual dwelling units.

b. Better advertise ownership/loan programs.

c. Down-zone residential areas (R2 to R1, R3 to R2), particularly in south Norwood.

d. Identify all rental property to ensure proper maintenance and certificates of occupancy.

2. Encourage owner-occupancy
a. Advertise existing loan programs.

b. Work with real estate community to develop and market additional programs.

c. Promote availability of starter homes.

d. Work with Fannie Mae, Home Ownership Center, etc. to promote ownership.

e. Use Building Department as information center.

3. Encourage neighborhood identity.
a. Support the formation of neighborhood associations.
b. Establish a neighborhood development task force and/or resource center.
4. Improve traffic flow and street safety
a. Prohibit trucks on residential streets and enforce this requirement.

b. Discourage through traffic on residential streets.

c. Encourage driveway installation where possible. (No front or side yard parking.)

i. Reduce permit fees.

ii. Work with local banks to offer reduced interest loans.

B. Continue good enforcement of building and safety codes
1. Simplify process.

2. Ensure that permit requirements encourage improvements while preserving life safety.

3. Streamline process for handling vacant and/or nuisance buildings.

4. Maintain database of landlords and violations, in cooperation with neighboring jurisdictions. Seek ways to work more effectively with landlords, including the Cincinnati Metropolitan Housing Authority. Also seek ways to improve relations with student housing landlords and tenants.

5. Encourage multi-family tenants to report violations.

C. Improve housing rehabilitation programs
1. Promote the countywide HIP loan program.

2. Establish Community Reinvestment Area (CRA) program

3. Develop and provide incentives for rehabilitation of historic homes.

4. Encourage and support community-based programs such as Habitat for Humanity.

5. Develop and provide incentives for adaptive reuse of non-residential buildings in residential zones.

6. Establish Mayor’s Award to recognize improvements.

7. Better utilize Building Department as information center.

D. Encourage landscaping and maintenance on private property
1. Develop incentive/awards programs – through the Tree Board.

2. Support establishment of a gardening club.

3. Support classes/workshops on landscaping and plant care – sponsored by Tree Board.

4. Establish an Adopt-A-Tree program – sponsored by the Tree Board.

E. Consider impacts on schools
1. Promote the community as family-oriented.

2. Include a school representative in program planning and promotion.

F. Build on trend toward more urban housing, especially for areas served by transit
1. Encourage the development of high-quality housing, including townhouses and condominiums.
a. Parts of Montgomery Road.

b. Central Parke area.

c. Norwood Plaza area.

2. Promote the area, emphasizing Norwood’s central location for commuting to work in downtown Cincinnati and surrounding job centers.


Task Force: Neighborhoods and Home Ownership Task Force to work with the Planning Commission, the Building Department, the Tree Board, and the Schools. The task force will begin work in the Fall of 2002, with a report after 9 and 18 months. This task force will continue to operate after the initial 18 months, filing annual reports and continuing to support neighborhood improvement.
 
 

Transportation

    The transportation system includes both infrastructure and vehicles—streets, cars, busses, bicycles, sidewalks, signals, signage, etc. The system not only connects points within a community, but also connects a community with its surroundings. Norwood sits at the nexus of key transportation routes for the region, including two major interstate highways and the Norwood lateral connector highway (SR 562), Montgomery Road, State Route 561, all providing easy access to additional routes. Also, a number of freight rail lines cross the area. Public bus routes and a proposed light rail system also connect Norwood to destinations throughout the metro region.
    As with most communities in recent years, traffic congestion in Norwood has increased, putting pressure on transportation systems not designed for such heavy use. Many local streets have suffered significant wear and tear, which an ongoing street repair program seeks to address. Increased traffic and speeding, along with some complex intersections, also threaten both automobile and pedestrian safety. Review of these conditions is important to the ongoing desirability of Norwood’s local neighborhoods.
    While automobile traffic has increased, pedestrian activity has decreased. A recent report from the Surface Transportation Project notes that it has become more dangerous to be a pedestrian, but at the same time, people have become more unhealthy because they walk less. Thus, improving conditions for pedestrians and encouraging walking are two sides of the same public health coin.
    Streets which connect Norwood to its surroundings, particularly Montgomery Road, Williams Avenue, Smith Road, and Highland Avenue, show even more problems with wear and speeding. Bus and truck traffic on these arterials add to these difficulties. Because these streets serve both Norwood and those traveling through, the City must pay them special attention. Both safety and convenience are key concerns.

Goal: Norwood’s position at the center of the Greater Cincinnati region will be enhanced by its well-integrated transportation system. Traffic will flow smoothly through the City, taking residents to and from their homes and bringing visitors conveniently to their destinations. Walking and bicycling will be encouraged as healthy alternatives to driving.

A. Improve traffic flow on streets

1. Develop an access management plan (limit turns and through traffic to maximize flow and safety), with the input of the Police, Fire, and Planning Departments.

2. Manage speeds, both directly through police enforcement of the citywide 25 mph limit and indirectly through streetscaping and traffic calming.

3. Increase Police enforcement of traffic laws.

a. Speeding.

b. Red light running and no-turn on red violations.

c. Jay-walking violations.

B. Improve infrastructure
1. Service Department maintains an updated database of needs and seeks to combine projects for efficiency and cost effectiveness wherever possible.

2. Continue street resurfacing/upgrading, curb repair, etc., seeking additional funds to further improve these efforts.

3. All street resurfacing projects along Metro bus lines should include concrete pads at bus stops to preserve street condition/limit buckling.

4. Improve crosswalks, particularly for elderly and disabled, to encourage walking and improve pedestrian safety.

5. Continue upgrades to underground water and gas lines.

6. Street resurfacing projects should be comprehensive, including other infrastructure upgrades and maintenance—such as sidewalks, curbs, utility lines, burying electric lines, and street plantings.

C. Improve/increase public space along transportation corridors
1. Increase streetscape appeal to pedestrians.

2. Increase streetscape appeal to drivers.

3. Increase streetscape appeal to bicyclists.

4. Add landscaped medians to Montgomery Rd. and Sherman Ave. in CBD area.

5. Increase street trees throughout the City.

6. Enforce littering fines.

D. Improve signage and way-finding.
1. Building, Police, Fire, and Planning Departments review current signage for condition and usefulness.

2. Coordinated way-finding signs are designed to improve visitors’ experience of the City and to provide a sense of continuity.

3. All signs listing City personnel should have removable name plates.

E. Provide and support public transit, where compatible, that makes Norwood both convenient for residents and inviting to visitors.
1. Bus service
a. regional – to employment and entertainment centers

b. local – shuttle between Rookwood, Surrey Square/Grand Central, and XU

2. Regional light rail transit (LRT), if implemented, should be carefully managed to serve as an asset to Norwood, as well as the region. The Norwood Light Rail Task Force should be included in planning for station and buffer design as well as station-area development.
a. A Norwood station in the vicinity of Surrey Square/Central Parke should be designed to optimize safety and security.

b. Station-area development should be designed to maximize appeal to commuters and visitors, while supporting the needs of the existing community.

c. A local spur, whether bus, monorail, or trolley, could be used to connect parts of Norwood outside of walking distance from the LRT station.

d. LRT line must be buffered to ensure safety and aesthetic quality.

3. Provide for transit-friendly development that maintains Norwood’s uniqueness. Redevelopment near transit stops should be designed to capitalize on transit benefits, such as reduced needs for parking, reduced automobile traffic, and increased mobility for youth and elderly.


Task Force: Energy and Environment Task Force to work with the Building Department, the Health Department, the Project Coordinator, the Recreation Director, the Recreation Commission, and the Tree Board. The task force will begin work in the Summer of 2003 and report after 12 months. [Also see chapter on Environment, Parks, and Greenspace.]
 
 

Community Facilities and Services

    Municipal governments provide a variety of services to their citizens. Norwood is no exception. A wide array of services are provided by the Service Department, Safety Department, Health Department, and the Community Center, as well as the Economic Development and Planning Departments. In addition, the Norwood City Schools coordinate various services for families and children.
    Norwood’s Police and Fire services are a great source of pride in the community. These divisions of the Safety Department enjoy strong official ratings, as well as positive ratings from Norwood residents as reported in the Community Survey. Nearly 80% of residents responding call the Fire Division “excellent” or “good.” About 75% called the Police Division “excellent” or “good.” In addition to responding to emergencies, both divisions provide a range of educational and preventive programs to support residents, schools, and businesses.
    The Safety Department also includes the Building Department. The Building Department coordinates zoning in the City, gives building, construction, and signage permits and performs inspections of permitted work for commercial and residential property, inspects rental housing biannually, and responds to property maintenance complaints.
The Health Department coordinates myriad services, including health promotion and educational programs, primary health care for those unable—either physically or financially—to access services, dental care, monitoring and control of environmental issues in the community, dental and health services in the schools, paper recycling, yard waste recycling, tobacco compliance, food safety classes, child safety seat checks, nuisance and vector control, water quality monitoring, rabies control, jail inspections, food service and vending machine inspections, food establishment inspections, infectious/solid waste inspections, school/Head Start environmental inspections, public swimming pool inspections, vital statistics, family planning, substance abuse prevention, accident prevention, child health, children with medical handicaps, communicable and chronic disease control, maternal health, and the Norwood Toy Chest.
    The Service Department maintains the City’s infrastructure, including the streets, water system, storm sewers, and parks. They perform snow removal and clean the streets, maintain public buildings, cut grass and maintain landscaping on public lands, and place flags and holiday lights on City property, among other tasks.
    The Community Center/Senior Center coordinates senior programs, and provides space for community meetings and events. Monthly birthday parties, weekly bingo, weekday lunches, speakers and entertainment, crafts, exercise and swimming, weekly shopping trips, and out of town trips keep the seniors busy. Transportation is provided for many activities as well. The Community Center also houses the Norwood Educational Opportunity Center alternative school.
City Hall is the visible center of government activity. While not all services are located in City Hall, this is the first place people look to for information. Information on all services should be readily available in City Hall to minimize frustration for residents, visitors, and business persons. While every employee cannot be expected to be knowledgeable on the details of all services, he or she should be able to provide some direction. Every employee represents the City, in effect as an “ambassador,” and should receive proper support in this important role.

Goal: Community services and facilities will continue to support the community and vice versa.

A. Improve delivery of City services and coordination between City departments.

1. Create a volunteer ombudsman committee to advise City administration of problems with the delivery of City services in an objective and supportive manner.

2. Establish a monthly City Hall newsletter to share information about projects and programs between departments, so that any City Hall employee can direct the public to the appropriate department when citizens call for information.

3. Develop all employees as ambassadors for the City, providing them with necessary information and materials to fulfill this role. Provide City directories, maps, and general program information to all departments, in a form that may be easily distributed to anyone in need of it.

B. Improve Level of Service and Perception of the Police Division
1. Facilities
a. Explore the need for sub-stations in various locations in the City.

b. Define training facilities needs including the objectives of the Police Academy.

2. Crime and Safety
a. Determine means, methods, and locations to implement Traffic Calming.

b. Enforce 25 mph citywide speed limit, in problem areas where traffic calming cannot be employed.

c. Support community and business efforts to improve safety. Provide recommendations when requested.

3. Develop Equipment and Training Programs to maintain and improve level of service as well as personnel safety, for example:
a. Maintain proper equipment for personnel in accordance with current industry trends.

b. Maintain vehicle fleet, including cruisers, traffic vehicle(s), supervisor vehicle(s), and others as needed.

c. Continue work of the division’s vehicle maintenance task force.

i. Continue to implement new policy regarding record keeping and maintenance on all police vehicles.

ii. Continue to implement a five year plan on vehicle rotation.

iii. Implement new policy regarding use of vehicles on shift.

d. Develop a 5-year strategy for training needs and budgetary requirements.

e. Revise Policies and Procedures.

4. Continue Drug Task Force to protect Norwood’s youth and overall community
a. Validate personnel allocated toward drug control efforts.

b. Establish and maintain relationships with DART, ATF, and other agencies, as well as other local jurisdictions.

5. Improve Relations with Xavier University (See also Town – Gown Relations chapter)
a. Improve understanding of Norwood Police, Xavier Campus Police, Norwood residents, and Xavier students and the roles and needs of each.

b. Outline strategies to improve relations between residents and students.

i. Address Norwood Police patrol functions.

ii. Seek Xavier University input, including brochures and other information, to help build positive relationships.

iii. Seek neighborhood input for Block-Watch programs.

iv. Establish policies for conflict resolution and point of contact with Norwood Police.

6. Build upon Community-Oriented Policing Program to maintain a friendly police presence, with police welcome in neighborhoods.
a. Utilize bicycle patrol to increase visibility and accessibility in neighborhoods.

b. Utilize walking patrol to increase visibility and accessibility in neighborhoods.

c. Assist in litter control efforts.

d. Enforce parking requirements, develop proper parking layout for areas throughout the City.

e. Utilize park patrol to help maintain safe neighborhood parks.

C. Improve Level of Service within the Fire Division and increase public awareness of fire safety.
1. Increase available Public Education programs
a. Hold regularly scheduled public awareness meetings that will be publicized and held at high profile locations.

b. Provide public education programs such as CPR training and basic First Aid courses that can be taught to various civic groups and also broadcast on the local cable access channel.

c. Offer CPR certification to Norwood Senior High students. This will be a joint effort between the Norwood Fire Division, Norwood Board of Education, and the American Heart Association.

d. Offer a program to teach children proper escape techniques, possibly using a smoke house trailer to simulate a smoke-filled environment.

e. Explore the feasibility of establishing a permanent site for youth education programs and possibly establish a Fire Cadet Program for teenagers.

2. Improve Emergency Medical Services. Considerations include:
a. Explore creation of an EMS Captain position. This individual would be assigned to a forty (40) hour week and would be responsible for all aspects of the EMS program.

b. Separate the City into EMS Districts to reduce response time and help prevent paramedic burn out.

c. Require that all new firefighters become certified paramedics to ensure the stability of the EMS Program.

d. Introduce an AED (automatic defibrillation) program throughout the City (Senior Center, YMCA, etc.).

e. Purchase and stock a Mass Casualty/HazMat vehicle capable of handling 20 to 30 victims.

3. Improve Fire Fighting Services. Considerations include:
a. Evaluate staffing needs in light of the new NFPA 1710 staffing requirements.

b. Evaluate vehicle needs in light of NFPA 1710.

c. Explore need for and potential funding to purchase a multi use vehicle to be used for heavy rescue, hazmat, mass casualty, SCBA filling stations, light tower, and for rehab.

d. Implement a hydrant maintenance program for private hydrants.

e. Send all members of the Norwood Fire Division to the “Get Out Alive” training class. This class teaches fire ground safety and escape techniques.

f. Send all newly promoted officers to the State Fire Academy’s Company Officer Training Program.

g. Encourage additional members to become involved in various community organizations.

h. Form a committee to seek and apply for additional grants.

i. Develop a reasonable equipment replacement program.

j. Explore the need for a Lieutenant position in the Bureau of Fire Safety and to increase staffing to three (3) to handle the increased workload from redevelopment and new construction in the City.

4. Begin planning for upgraded Facilities to better serve the community. Considerations include:
a. Establish a decontamination room for emergency personnel as well as hazmat victims. This room would be shared by all City offices.

b. Do a study of the demographics of the City to determine the best location for a second firehouse. This new facility would accommodate an engine company and a medic unit.

c. Develop a modern training room with audio/visual equipment designed into the proposed new firehouse.

d. Look for grants and other funding to build a training tower.

e. Upgrade the main station to allow for direct access for trucks from the rear of the building.

D. Improve Public Works services and modernize infrastructure to better serve the community.
1. Develop an overall plan and timeline for infrastructure needs and upgrades.
a. Water lines.

b. Natural gas lines (in cooperation with Cinergy).

c. Streets.

d. Traffic Lights.

2. Coordinate timing of street repair program with other infrastructure upgrades.

3. Increase training of Public Works employees to improve care of public lands and landscaping. (See also Environment, Parks, and Greenspace chapter.)

E. Improve public awareness of and access to Social and Health Services.
1. Build upon the existing web of community services for those in need, currently coordinated through the schools. Work to improve widespread knowledge of and access to these programs.

2. Support the creation of a volunteers network.

3. Integrate health-promoting policies with other City initiatives.

4. Publicize available services more widely.

F. Services for Seniors
1. Continue the strong program of senior activities at the Community Center.

2. Maintain transportation van program for seniors.

3. Increase transportation options for seniors.

4. Encourage the development of new housing geared toward seniors’ needs.

G. Improve Recreation programs and facilities to better serve the community (see also Environment, Parks, and Greenspace chapter).
1. Invite community input in order to develop a mission statement for the Recreation Department.

2. Evaluate overall programming in line with the newly articulated mission.

a. Continue and improve those existing programs and activities which promote the Department’s mission.

b. Develop new programs according to the Department’s mission.

3. Increase the number of special events geared toward bringing the community together and improving connections to nearby communities.

4. Increase and improve publicity of recreation programs and services to encourage more participation.

H. Continue and expand general Planning and Economic Development Services to improve the quality of life in Norwood.
1. Planning
a. Zoning Code Update and Reform

b. Safety, Health, and Planning Departments coordinate to develop a new Disaster Preparedness Plan.

c. Continue participation in regional planning efforts.

d. Support other City departments and Norwood City Schools in their planning efforts.

e. Provide zoning application support to businesses expanding or moving into the City.

f. Globe Wernicke site redevelopment.

g. Develop area studies and plans:

i. Montgomery Road Corridor

ii. Ross Avenue

iii. Norwood Plaza area

iv. Dale Road/Northwest Norwood

v. Highland Avenue Corridor

vi. others as needed

2. Economic Development
a. Continue to support and build business base in line with trends toward the “new” economy in global context.
i. Work with existing businesses to ensure their needs are met, to the extent possible, in Norwood.

ii. Develop high tech business niche, coordinating with the Hamilton County Business Incubator, Xavier University, and others.

iii. Focus on small businesses, particularly in Montgomery Road Corridor.

b. Attract new businesses.
i. Develop a recruitment package, describing services and available incentives, e.g., tax breaks.

ii. Track available space, particularly modern space with good infrastructure.

iii. Monitor City services, including those as mundane as street cleaning and as crucial as emergency services, and coordinate with other departments to ensure that the area is attractive to new businesses.

iv. Monitor infrastructure conditions and needs, working to ensure that business locations are accessible to customers as well as delivery and business vehicles.

c. Globe Wernicke site redevelopment.

d. Study market conditions and needs to better promote development and business expansion in the City.


Task Forces:

Community Services and Infrastructure Task Force to work with the Project Coordinator, the Police Chief, the Fire Chief, the Safety Director, the Service Director, the Public Works Superintendent, the Economic Development Director, and the Community Action and Emergency Response Committee to review staffing, infrastructure, and facilities needs related to the provision of City services. This task force will begin work in early 2003 and report on needs and conditions after 12 months, following up with a plan to address those needs after 24 months.

Social Services and Volunteerism Task Force to work with the Project Coordinator, the Health Commissioner, the Safety Director, the Community Center/Senior Programs Director, the Schools, and local churches, to review current programs and remaining needs. This task force will begin work in early 2003 and report on needs and conditions after 12 and 24 months. The task force will continue after the initial 24 months, maintaining the programs they’ve established and producing annual reports.
 
 
 

Social Issues

    Wherever people of diverse backgrounds come together, misunderstandings can occur. Members of different age groups, different races and ethnic groups, different income or occupational groups, groups with different levels of educational achievement, or even different genders often see the world somewhat differently. But, as members of a community, there are many things held in common. Strong family values and the desire to live in peaceful neighborhoods are shared across many groups, for example.
    Diversity holds the potential for improving a community. Varied backgrounds and experiences—new knowledge—can provide new solutions to old problems. Exposure to different viewpoints can lead to personal growth. While change and difference can be stressful, they are unavoidable.
    The range of diversity in Norwood has increased in recent years, although the community is still predominantly white, and most of its residents earn moderate incomes. The charm of the Floral Avenue neighborhood, along with the development of the Rookwood office and shopping complexes, has attracted increasing numbers of higher income and more educated residents. This has begun a trend of gentrification in some areas, which long term residents may find threatening.
    Recent racial unrest in Cincinnati has highlighted similar concerns in Norwood. Members of minority racial and ethnic groups still stand out as “different” in Norwood, where integration has been slow to occur. In part, limited opportunities to meet and interact mean that understanding has not developed widely. Also, declining economic conditions, and associated uncertainty, often contribute to racial tensions. Norwood has seen an increase in ethnic minority residents in recent years, though the numbers remain small. While some concerns have been expressed, problems have been minimal.
    Change will happen. Change presents a community with challenges to be met and opportunities to be maximized. Demographic changes in Norwood are leading to a more diverse community with possibilities for tensions, as well as new ideas and new resources.

Goal: Norwood will be a stable, friendly, family-oriented community, with a diverse mix of demographic groups actively participating in the community.

A. Work toward becoming a model city for positive race relations by fostering diversity and dialogue.

1. Establish a community outreach center where residents can come for information and meet on neutral ground.

2. Support community organizations working to improve race relations.

3. Support and co-sponsor seminars on different cultures put on by community organizations, churches, the historical society, the schools, XU, or others.

4. Establish inter-community forums with neighboring Evanston and Bond Hill communities to promote understanding.

5. Work to include all segments of the community in local events.

B. Encourage the establishment of neighborhood associations to foster positive relations between neighbors and welcome newcomers.

C. Support and encourage additional community organizations and events which bring various demographic groups together, for example:

1. Develop community festivals, such as Taste of Norwood, in cooperation with others, to celebrate culture through music and food.

2. Return the building at Victory Park to its original use as a community market similar to Findlay Market.

Task Forces: Social Issues Task Force to work with the Planning Director, the Recreation Director, the Health Commissioner, the Schools, and local Churches. This task force will begin work in the Spring of 2003 and report after 12 months. Work will continue after the initial 12 months with the task force maintaining the programs established and producing an annual report.
 
 

Schools

    The school system is recognized as a key barometer of any city. Where schools are doing well and are well-supported by the community, other aspects of the community tend to be thriving as well. The educational system supports the workforce. Good schools mean a strong housing market. An educated populace participates effectively in city government. And so on.
    The Norwood school system maintains a proud history, supported by a strong alumni association. Altogether, the Norwood City Schools currently serve 2,930 students. The elementary schools are neighborhood-based, so most children can easily walk to school. The system includes unique amenities such as the Drake Planetarium and PACE Telecommunications. An alternative school, the Norwood Educational Opportunity Center, serves students who have fallen behind for academic or personal reasons. In addition, the Schools have a scholarship foundation to support the system’s college-bound students.
    But, the system is not without challenges. Numerous students transferring in and out each year make the teachers’ work difficult. Changing demographics and a shrinking school-age population require constant attention and adjustments. Many facilities are old and outdated—the average age of the Schools’ buildings is 87 years. And, the district has more buildings than it needs to serve the current student population. Resources are good, but there are gaps. While students have good access to computers at school, they need to have them at home, too. The schools share one librarian among all the buildings, so access to this resource is limited. These issues are not unique to the Norwood Schools, although they may be exacerbated by the City’s small size, land-locked condition, and limited new development.
    The Norwood City Schools are in the process of improving. In the midst of long term strategic planning, the Schools have been successful in leveraging grant and levy monies to increase services to the community. Improvements in proficiency test scores—although controversial indicators—have already been achieved. The Schools have also changed the way they analyze the test data, considering it more completely in order to understand what is being missed and why. In addition, the plan includes increasing academic rigor and implementing strong models systematically across the system.
    As the Schools continue on this path, the City can support them by maintaining an ongoing dialogue in order to ensure that there is a common vision. Also, the Schools, the City, and the business community can work together to improve conditions for each other. Whenever possible, the good news about the schools should be emphasized.

Goal: Norwood City Schools, continuing in their neighborhood-based tradition, will be recognized as a vital part of the community, in effective collaboration with the City, its businesses, and its residents.

A. Encourage supportive and collaborative interaction between the Norwood City Schools and Norwood businesses.

B. Encourage supportive and collaborative interaction between the Norwood City Schools and the City government.

1. Establish a mechanism for ongoing dialogue.

2. Include Schools in planning and in projects which are likely to impact them (including plans which may impact the housing market, business sector, or recreational facilities).

3. Support the ongoing strategic planning at the Schools.

C. Increase support of School programs and activities by residents.

D. Support a mentoring program.

E. Work with Schools as they evaluate their physical plant to maximize services for students and available funding to update buildings.

1. Monitor needs and work with Schools on zoning and siting of possible new facilities.

2. Support efforts to explore possibility of partnering with Xavier University or other corporations to build new facilities, such as a laboratory school.

3. Work with Schools to explore new uses for old buildings.

Task Forces: School-Government-Business Dialogue to include the Norwood City Schools, the Building Department, the Chamber of Commerce, the Norwood Business and Professional Women, the Planning Director, and the Mayor. This task force will begin work in the Fall of 2002 and report after 12 months. The work will be ongoing, to maintain an open and supportive dialogue, and annual reports will describe progress and accomplishments.
 
 

Community Image and Pride

    The image and character of a community are what set it apart from other communities. It is the difference between “home” and “anyplace.” Image is made up of past and present. It is also a blend of unique local culture, regional themes, and nationwide or even global elements.
    Norwood’s history includes thrifty immigrants and blue collar industry, railroads and churches, entrepreneurial ingenuity and generosity of spirit. The present and future build upon this history. While the people may change, and the buildings may change, there is a continuity. New elements are added, while many of the past values remain.
    Image includes how we feel about ourselves as well as how others perceive us. The way we feel about ourselves is often communicated, intentionally or unintentionally, to those around us. Image is communicated through the attitudes and behavior of residents and City workers and through stories in the media as well as through such physical statements as architecture, landscaping, streetscaping, public parks, public art projects, and so on. Maintenance of local infrastructure and preservation of historic sites contribute to the image projected by the community, too.
    It should be clear that everyone who lives or works in or around Norwood has an impact on the community’s character. New residents and long term residents alike are involved. Everyone has an idea about how to make things better, and those who are willing to devote their time to the community should be able to find a place to do so. Volunteer opportunities exist, from the Food Bank to the Historical Society to the Tree Board. And more can be developed, as residents’ interests dictate. Community events are another way to celebrate the people and history of the City. Such events may be designed primarily for residents or to bring in people from surrounding areas—or even to bring in tourists.

Goal: Norwood will remain a friendly small town in an urban setting. It will be seen as a desirable place to live, with convenient housing, business, and shopping opportunities, good schools, and a strong sense of community.

A. Improve community image among residents, always keeping the positives in the forefront.

1. Establish an award program for landscaping/streetscaping efforts at the neighborhood or block level.

2. Establish an award program for clean-up efforts at the neighborhood or block level.

3. Increase the number and quality of community activities which celebrate various aspects of the community and include all segments of the community.

B. Improve community image among neighboring communities by focusing on and promoting positives.
1. Actively publicize positive events and activities.

2. Encourage developers to include “Norwood” designation on signs at Rookwood and other developments frequented by non-residents.

3. Encourage businesses to identify their location as Norwood on letterhead and business cards, as well as on signage.

4. The Tree Board and Public Works will work together to improve and maintain the appearance of “gateways” with updated signage and landscaping.

5. Encourage broad-based support of Montgomery Road business revitalization and streetscaping by the Planning and Building Departments, as well as citizens and business persons.

C. Increase community pride by bringing people together.
1. Increase the number and quality of heritage-focused community events in the City. Also, encourage and support such events sponsored by private organizations.
a. e.g., Appalachian craft weekend

b. e.g., ethnic heritage celebrations

2. Increase the number and quality of general festival events, such as those centered around food or music, in the City, and encourage and support events sponsored by private organizations.
D. Increase community pride by supporting volunteer activities.
1. Provide a place—whether physical or Internet-based—for residents to share ideas for new projects or clubs, and to provide news of volunteer opportunities.

2. Develop community involvement opportunities for children, adults, and seniors, and help connect volunteers with existing opportunities to support community service activities/programs.

3. Increase opportunities for volunteer participation in City activities. Then welcome and encourage volunteers to participate on City boards, projects, etc.

E. Increase coordination with and support for schools.

F. Develop events to bring Norwood together with surrounding communities.

1. Events celebrating Norwood, with the surrounding communities invited.

2. Events held jointly with neighboring communities.

G. Improve “customer service” in City Hall with a small town, people-friendly approach.
1. Train City employees as ambassadors of community.

2. Keep all City employees informed of new (and existing) programs, etc. with an internal newsletter or web page. Make sure every City employee can point citizens to the right department to get their needs addressed.

3. Maintain a clear chain of accountability.

4. Evaluate the need for a separate Human Resources Department.

Task Force: Norwood Pride Committee to work with the Tree Board, the Schools, the Chamber of Commerce, the Norwood Business and Professional Women, the Recreation Commission, the Norwood Historical Society, local Churches, the Health Department, and the Planning Director. This task force will begin work in the Fall of 2002 and report after 12 months. Additional volunteer committees will be established to promote specific events. The first event should be planned to take place in abou