Comprehensive Action Plan for the City of Norwood
Executive Summary

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.

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.

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.

Task Forces: Parks Plan Task Force to work with Recreation Director, Recreation Commission, Planning Director, Planning Commission, and Tree Board.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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

(See existing and projected land use maps.)

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

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

• 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.
• Globe Site/Ross Avenue Task Force to work with Planning Director, Planning Commission, Economic Development Director, Health Commissioner, and developer. The task force will begin work in the Winter of 2002/2003 and report after 9 and 18 months.
• Highland Avenue Corridor Task Force to work with Planning Director, Planning Commission, Economic Development Director, and Community Action and Emergency Response Committee. The task force will begin work in Winter 2002/2003 and report after 18 months.
• Norwood Plaza Area Task Force to work with Planning Director, Planning Commission, and Economic Development Director. The task force will begin work in Spring 2003 and report after 18 months.
• Northwest Norwood/Dale Road Task Force to work with the Building Department, the Planning Director, and the Planning Commission. The task force will begin work in the Spring of 2003 and report after 18 months.

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.

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.

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.

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

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.

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.

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.

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.

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.

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.

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.

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.)

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.

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.

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.

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.

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.

1. Promote the community as family-oriented.

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

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.

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.

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.

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.

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.

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.

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.

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.)

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

Historic and Architectural Significance

    The old buildings of a community can provide a sense of continuity, a connection between the past and the present. To the extent that such buildings are valued and preserved, they provide an ongoing connection to the future as well. Buildings can become landmarks, especially at the local level, even when the uses change. We see this when people say, “where such-and-such used to be.” In some cases, this cultural significance can be quite strong.
Of course, not every old building can be preserved. Some have been allowed to deteriorate beyond repair or cannot be made useful for today’s needs. A commitment to preservation is needed before buildings and neighborhoods reach this point.
    Currently, the Norwood City Hall and the Indian Mound in Tower Park are listed on the National Park Service’s Register of Historic Places. A number of other buildings, such as those listed below, may qualify for such recognition as well. [A full list of buildings identified as possibly of historic value in the 1987 Ohio Historic Inventory is included as Appendix C.]
While not necessarily historic, some areas develop with buildings primarily of a similar architectural style, acquiring a recognizable character. Such neighborhoods or districts may also achieve cultural significance. A community may then choose to give these areas special standing. The Floral Avenue area, with its Queen Anne, Colonial Revival, and Tudor Revival homes built from the 1880s to the early 1900s, is one such area of Norwood.
    New development may be designed to blend in with and maintain the existing character of an area. While the new buildings will never be identical to the old, they can be architecturally sensitive to notable elements of historic-era buildings.

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

A. Encourage preservation of significant buildings and neighborhoods.

1. Provide incentives for rehabilitation of historic buildings through the City and the Norwood Historical Society.

a. Award program recognizing private rehabilitation programs.

b. Loan program for repairs which maintain the historic character of National Register-eligible buildings.

2. Seek grants for historic preservation programs.

3. Establish historic and/or architectural districts

a. Floral Ave.

b. Duck Creek “Spanish Eclectic style” area

C. Publicize significant buildings and locations. By focusing attention on historic buildings, the community celebrates its heritage.

1. Nominate significant buildings for National Register, in cooperation with property owners, e.g.,

a. John Uri Lloyd house

b. McCullough house

c. U.S. Playing Card

d. Schmidlapp Apartments

e. Penn Central Railroad Depot and Penn Central Railroad Boarding House

f. Siemens Energy and Automation (formerly Bullock Electric Company and Allis-Chalmers)

g. Grace United Methodist Church

h. Jonathan Williams House (1906 Williams Ave.)

i. Ferguson Plumbing

j. Vorhis Funeral Home / Col. P.P. Lane residence

k. Hopkins Ave Depot

l. Norwood Market House

m. Norwood Library

n. I-House at 4007 Montgomery

o. commercial building at NW corner of Montgomery and Williams

p. Queen Anne at 3954 Montgomery Rd

q. Norwood English Lutheran Church

r. Norwood Fire Co. #2

2. Update historic tour brochure with the assistance of the Norwood Historical Society.

3. Place markers/plaques at historic sites with the assistance of the Norwood Historical Society. Issue press releases whenever markers are placed.

Task Forces: Historic and Architectural Task Force to work with the Building Department, the Building Commissioner, the Planning Commission, the Planning Director, and the Historical Society. This task force will begin work in the Spring of 2003 and report after 9 and 18 months. The work of the task force will be ongoing, to continue programs established and maintain oversight.
 
 

Town – Gown Relations

    Any large institution has effects on the surrounding community. Colleges and universities are particularly known to impact their surroundings, both positively and negatively. Large numbers of students, often from outside the area, place additional demands on local streets, housing resources, neighborhoods, shops, etc. On the other hand, these same students make up a potential customer base and/or workforce for local businesses. Colleges and universities also have a variety of facilities that may be used by the local neighbors, such as libraries, athletic facilities, art galleries, and theaters.
Xavier University is located primarily outside of Norwood, but its proximity suggests many opportunities for Norwood. Although XU is building new dormitories, many XU students still live in Norwood rental housing, some of which is owned by Norwood residents. In addition, the newly completed Cintas Center brings in many athletic and cultural events which are open to the public. Students, parents, faculty, and visitors regularly travel through Norwood to reach Xavier, and may be enticed to stop and shop or dine in Norwood.

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

A. Xavier University is a great resource—make better use of it.

1. Develop a list of University resources open to the public and publicize it.

2. Encourage more cooperative or shared activities and events.

3. Encourage cooperation between Norwood City Schools and Xavier University.

4. Develop cooperative relationship between Planning Department and graduate school for market study and community research projects.

1. Follow the University of Dayton model (the University owns and manages houses for student apartments).

2. Limit (and enforce) the number of unrelated residents per single-family-design building. (Currently, there is a limit of four unrelated persons per dwelling unit.)

3. Support University efforts to build well-managed dormitories.

1. Involve students in neighborhood activities and associations.

2. Provide times and places where residents and students can meet and share interests as well as concerns. This could include block parties or other informal gatherings.

1. Increase cooperation between XU police and Norwood police. Develop coordinated response to concerns related to students in neighborhoods.

2. Increase cooperation between Norwood Building Department and XU administration. Share information regarding locations of student housing, landlords, etc.

3. Develop certified listing of apartments for students, checked by the Norwood Building Department.

1. Encourage businesses which appeal to students and residents and which are not alcohol-centered.

2. Explore the possibility for a new hotel with a restaurant in Norwood near the University, especially for XU visitors associated with academic and sports programs and Cintas Center conferences.

Regional Connections

    Norwood is part of the Greater Cincinnati region, encompassing parts of southwestern Ohio, northern Kentucky and southeastern Indiana. While Norwood is an independent city, it is a vital part of this region, and gains much from it.
According to the Gallis Report, regions centered around major cities are playing the central role in the emerging global economy. That is, regions need to be cohesive and competitive, with jurisdictions in the region cooperating to bring business to the area rather than competing with each other. Corporations consider amenities and services, including things from transportation access to parks, across entire regions in order to find their ideal locations. An available, educated workforce is also important. Regions that are most successful tend to specialize in an industry niche, making synergy between companies more likely. In the Greater Cincinnati region, traditional industry niches include consumer products, automotive, jet engines, machine tools, and, more recently, biotech and medical research.
    To maintain and enhance the regional economy, Gallis recommends a common vision throughout the region. The vision should include building on existing niches, especially the new biotech field; developing venture capital resources; developing amenities to attract a regional workforce to the area; and building on the current educational system, particularly improving the K-12 system, to ensure that the region’s workforce is well-trained and well-prepared for today’s economy.
    Just as economic activity crosses many jurisdictional lines, nature does not pay attention to human-made boundaries. Forests or rivers may be located in two or more political jurisdictions, for example. Similarly, pollution travels freely across borders. In order to deal effectively with such issues, a region-wide effort is often needed.
    Transportation infrastructure connects the region, within and without. The Interstates, major air hub, and rail lines give the Cincinnati region an edge, although the NAFTA corridor may pass us by, according to the Gallis Report. The focus needs to be on the Cincinnati/Northern Kentucky International Airport, and building connections between the airport and more localized transportation routes, Gallis says.
    Norwood is centrally located in the region, and connected to the region by Interstates 71 and 75 and State Route 562, the “Norwood Lateral,” as well as other arterial streets. Norwood is, therefore, in a key location. Norwood residents have easy access to employment, shopping, and entertainment centers throughout the region. Likewise, those traveling through the region will most probably see Norwood on their way.
    On the other hand, the Fannie Mae survey lists among its “top ten most likely influences [on society] for the next 50 years” the expansion of the superhighway system to serve new communities outside older cities, suggesting a call for even more connections. By adding to the region’s existing well-developed transportation connections, such new expansions may further encourage urban sprawl. Ease of access draws some away from the hustle and bustle of the urban center. While suburban developments have certain advantages, as these grow and spread, commutes become longer and more difficult. As convenience and service businesses, and then even office and industrial development, follow residential development to the suburbs, older communities may lose population and business. The automobile orientation of suburbs, built in sprawling fashion across larger lots with wider streets and bigger parking lots, seems more convenient than compact older communities such as Norwood. While these older communities suffer economic challenges, surrounding areas also face concerns, as agricultural lands and open spaces are forever lost to development. Such issues are being discussed across the country. Remedies include limits on new growth outside the urban core and programs supporting redevelopment inside the core.
    Other infrastructure systems in the region, including water and energy distribution, and telecommuni-cations, are strong, but some are showing their age. Gallis recommends expanding systems into those areas of the region still lacking up to date infrastructure in order to encourage an even pattern of development. In addition, cooperation between jurisdictions in the region could enhance service delivery and improvements. While Norwood provides many services independently, others are the product of cooperation among local jurisdictions. For example, Norwood purchases water from the City of Cincinnati, and sewer services are coordinated throughout the area by the Metropolitan Sewer and Water District.
    Resources with regional appeal also include culture, arts, history, and sports. Many cultural, arts, and sports facilities are located in or near downtown Cincinnati, allowing them to draw a wide audience from all around to a convenient central location. Historic sites, in contrast, are located throughout the region. These sites, covering a long span of history, range from pre-Columbian mounds to bridges over the Ohio River. Gallis recommends building appreciation and support for these types of resources, in order to solidify the region’s position as a cultural center.
    Working together as a region to meet these recommendations will be challenging, particularly because of what Gallis calls the “jigsaw puzzle of political jurisdictions” involved. The Hamilton County Planning Partnership seeks to address some of these challenges within this part of the region. Also, the County is involved in a comprehensive planning process to help coordinate land use throughout Hamilton County. The Metropolitan Growth Alliance, which commissioned the Gallis Report, and the Ohio Kentucky Indiana Regional Council of Governments (OKI) cover wider areas. Communities throughout the region, including Norwood, can meet and work together in these forums.
Maintaining and improving these regional systems supports Norwood. Norwood will prosper best when communities throughout the region also prosper, so that the entire region is seen as a desirable place to live and do business. By continuing to actively participate in regional planning and problem solving, Norwood makes its voice heard in building regional systems that benefit the entire region while accounting for Norwood’s unique needs and qualities.

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.

A. Continue participation in the Hamilton County Planning Partnership.

B. Participate actively in regional planning efforts such as Community COMPASS, the master plan for Hamilton County; the Eastern Corridor Plan; and the MillCreek Watershed Action Plan.

C. Participate in regional planning efforts through the Ohio Kentucky Indiana Regional Council of Governments (OKI).
 
 

 Appendix A – Planning Team and Steering Committee Members

 Appendix B: Community Survey Results

    In the Spring of 2000, surveys were mailed to about 5,800 Norwood residences and another 300 were distributed at three local employers. 866 responses were received, including 729 from Norwood households and 137 from local workers.

    Of the respondents, 274 report that they work in Norwood. Some households reported multiple members who work in Norwood. See the table below.

Number in household who work in Norwood
 

number	all respondents		Norwood residents
	Frequency	Percent	Frequency	Percent
1	274	31.6	171	23.5
2	56	6.5	46	6.3
3	11	1.3	11	1.5
4	6	0.7	5	0.7
5	2	0.2	1	0.1
6	1	0.1	1	0.1
none or no answer	516	59.6	494	67.8
Total	866	100	729	100.0

    The survey respondents represent a range of age groups, as detailed below. Norwood residents, however, are more concentrated in the older age groups, while nonresident respondents fall more into the younger age groups, as shown in the second chart below. Claritas, Inc. estimates the median age of Norwood residents at 35.8 years, while the median of survey responses fell in the 35-50 category.

    Most of the respondent households include one or two adults, and most have no children. These results are fairly similar for Norwood residents and nonresidents, as shown in the two tables below.

Number of adults in household

number	all respondents		Norwood residents
	Frequency	Percent	Frequency	Percent
1	253	29.2	219	30.0
2	474	54.7	401	55.0
3	92	10.6	78	10.7
4	26	3.0	19	2.6
5	5	0.6	4	0.5
6	1	0.1	1	0.1
no answer	15	1.7	7	1.0
Total	866	100.0	729	100.0

 
 

Number of children (under 18) in household

number	all respondents		Norwood residents
	Frequency	Percent	Frequency	Percent
0	597	68.9	523	71.7
1	123	14.2	97	13.3
2	89	10.3	72	9.9
3	27	3.1	24	3.3
4	10	1.2	6	0.8
5	2	0.2	1	0.1
no answer	18	2.1	6	0.8
Total	866	100.0	729	100.0

    While many individuals filled out the survey alone, in a number of households two or more contributed to the responses. See the table below for specific counts.

Number in household participating in survey

number	Frequency	Percent
1	562	64.9
2	244	28.2
3	28	3.2
4	17	2.0
5	4	0.5
no answer	11	1.3
Total	866	100.0

    Nearly 90% of the survey respondents report having at least a high school education, and almost one-third are college graduates. These numbers are slightly higher in the overall respondents than among Norwood resident respondents, but not significantly different. The 1990 Census figures stated that 64% of Norwood residents age 20 or over had at least completed high school and about 8% had a college degree. The 1999 Claritas, Inc. report estimated that 62% of Norwood residents age 25 or over had at least a high school diploma, and about 8% were college graduates.
 
 

Education level	all respondents		Norwood residents
	Frequency	Percent	Frequency	Percent
less than high school	28	3.2	28	3.8
some high school	38	4.4	38	5.2
high school graduate	257	29.7	245	33.6
some college	243	28.1	194	26.6
4-year college graduate	138	15.9	110	15.1
some post-graduate work or graduate degree	147	17.0	103	14.1
no answer	15	1.7	11	1.5
Total	866	100.0	729	100.0

    The household income distribution of the survey respondents is detailed in the charts below, with the second chart comparing residents to nonresidents. (Note: About 12% of respondents declined to provide this information.) The median household income reported by respondents was $33,000 to $45,999. The 1990 Census listed the median household income for Norwood at $22,191 and for Hamilton County at $29,498. A 1999 estimate from Claritas, Inc. set the median household income at $30,603. These other data sources suggest that the survey respondents have somewhat higher income than the average Norwood resident.

    Most of the Norwood residents who responded to the survey own their own homes (95%). The mailing list used to distribute the survey includes primarily home owners, so this result is not surprising. Since Norwood includes a large number of renters, the survey data may not be representative of the entire community. Citywide, the 1990 Census showed just over half of the housing units were owner-occupied and just under half were renter-occupied. Of the nonresidents who responded, about half are homeowners and half are renters.

    Of the Norwood residents who responded to the survey, a large number have lived in Norwood their entire lives, but there is also a large group who have moved to Norwood only recently. Two nonresident respondents had lived in Norwood in the past and so also responded to the question “How many years have you lived in Norwood?” See the results in the table below.

Years in Norwood	Frequency	Percent
5 or fewer	104	14.2
6 - 10	59	8.1
11 - 20	102	14.0
21 - 30	108	14.8
31 - 40	113	15.5
41 - 50	120	16.4
51 or more	125	17.1
Total	731	100.0

    Over 65% of respondents said that they know many of their neighbors (over 71% of Norwood residents). And, about 53% said that they would like to know more of their neighbors (about 56% of Norwood residents). In fact, about 51% said that socializing with neighbors is important to them (55% of Norwood residents).

    Of all respondents, only about 51% are happy with the appearance of their neighborhoods (almost 54% of Norwood residents). Nearly 67% of respondents expressed a desire to be able to walk or bike to shopping (68% of Norwood residents). And most feel safe walking in Norwood, although many respondents qualified this by saying that they felt safe during the day, but not at night.

    About one third of respondents said that they visit a Norwood park regularly (about 39% of Norwood residents). Many nonresident respondents described having lunch in Victory Park, while many residents described family outings and sports events in the parks.

    The top fifteen favorite places identified by respondents are listed below, in descending order of preference. Reasons cited included natural beauty, trees, recreation opportunities, and, for Rookwood, the shopping.
 
 

Favorite spot	Frequency	Percent of Total Responses	Percent of Persons Responding
Lindner Park	141	12.78	21.08
Rookwood	106	9.61	15.84
Floral Ave	57	5.17	8.52
Holy Trinity	31	2.81	4.63
Millcrest Park	31	2.81	4.63
Victory Park	26	2.36	3.89
Church	21	1.90	3.14
Surrey Square	20	1.81	2.99
Waterworks Park	17	1.54	2.54
Frisch's	15	1.36	2.24
Seminary area	14	1.27	2.09
Indian Mound area	13	1.18	1.94
Fountain at Central Parke	11	1.00	1.64
Quatman's	11	1.00	1.64
Library	10	0.91	1.49

    Respondents were equally vocal about their least-liked places, although there is less agreement, as can be seen in the list below. Reasons mentioned for not liking these places included primarily aesthetic issues, such as litter and run-down appearance.

Least-liked spot	Frequency	Percent of total responses	Percent of respondents
Surrey Square	75	8.00	12.48
Norwood Plaza	60	6.40	9.98
Cinemas	57	6.08	9.48
Montgomery Road	49	5.22	8.15
Montgomery Road Business District	44	4.69	7.32
Mills, Carter, + Cleveland area	37	3.94	6.16
Thrift stores	28	2.99	4.66
West Norwood	21	2.24	3.49
Bars	19	2.03	3.16
Globe site	17	1.81	2.83
Rundown and unkempt areas	16	1.71	2.66
City Hall block	15	1.60	2.50
5-way intersection at Carthage/Montgomery/Norwood/562	14	1.49	2.33
Thriftway	13	1.39	2.16

    Respondents expressed a general interest in Norwood’s historic character, although many said they were uncertain what specific sites in Norwood had historic significance. See the list below for some of the places that were mentioned most often.

Site	Frequency	Percent	Cumulative Percent
Lindner Park and the McCullough Estate	146	22.43	22.43
Victory Park	96	14.75	37.17
City Hall (on the National Register of Historic Places)	87	13.36	50.54
Homes	48	7.37	57.91
Indian Mound (on the National Register of Historic Places)	42	6.45	64.36
Library	19	2.92	67.28
Arnold Building	14	2.15	69.43
Norwood Middle School (formerly High School)	14	2.15	71.58
Seminary	13	2.00	73.58
Churches	11	1.69	75.27
Water Tower and Tower Park	11	1.69	76.96
Floral Ave	9	1.38	78.34
Allison Elementary	8	1.23	79.57
US Playing Card	8	1.23	80.80

    Respondents were asked to identify three key issues for Norwood’s future. The list below includes the most frequently cited issues.
 

Issue	Frequency	Percent of responses	Percent of respondents
Schools	277	10.74	41.41
Appearance of city, needs clean up + fix up	158	6.13	23.62
Infrastructure	137	5.31	20.48
Economy	131	5.08	19.58
Rental property issues	111	4.31	16.59
Montgomery Road revitalization	84	3.26	12.56
Politics, infighting, fighting between council + mayor	70	2.72	10.46
Crime	68	2.64	10.16
Maintain + improve city services	57	2.21	8.52
City finances	49	1.90	7.32
Demographics, change in population make-up	45	1.75	6.73
Improve image of city	40	1.55	5.98
Law enforcement	31	1.20	4.63
Racism/diversity	30	1.16	4.48
Globe site	29	1.12	4.33
Traffic	27	1.05	4.04

    Among residents and nonresidents, there is agreement that Norwood needs more sit-down type restaurants. Over half the Norwood residents also expressed a need for more owner-occupied houses. While about one in five respondents would call for additional senior housing and some townhouse or condominium style housing, only about three percent see a need for additional rental housing. Some listed other needs as well. See the full lists in the tables below.

Norwood needs more:

	all respondents		Norwood residents
	Frequency	Percent	Frequency	Percent
sit-down restaurants	563	65.0	488	66.9
owner-occupied houses	433	50.0	398	54.6
retail development	398	46.0	353	48.4
parking for Montgomery Rd businesses	319	36.8	277	38.0
senior housing	162	18.7	153	21.0
office development	159	18.4	132	18.1
commercial development	142	16.4	128	17.6
condominiums or townhouses	159	18.4	124	17.0
rental housing	41	4.7	21	2.9
fast food restaurants	30	3.5	16	2.2
other	146	16.9	131	18.0

 

Other needs identified

Green space, trees, landscaping, parks	18
Revitalization on Montgomery Road	17
Grocery store	14
Clothing store	10
Department store	9
Clean up, litter control	7
Recreation, activities	7
Upscale shopping, entertainment, etc.,  to appeal to new demographic	5
Parking in many areas	5
Lane markings	4
Policemen, especially on foot	4
Pedestrian-friendly,  safer streets and crossings	3

    Dining on the run has become increasingly common in the American lifestyle, and this trend exists in Norwood as well. The two tables below show results for all restaurants and for Norwood restaurants (shaded portions). Unfortunately, many of those who are eating out are eating more often at restaurants outside of Norwood. This may be explained in part by the desire expressed above for additional sit-down restaurants for Norwood. The third table below shows that about two-thirds of respondents prefer to eat out at a sit-down type restaurant, and the selection of these in Norwood has been limited. (Note: this survey was completed before the new restaurants at Rookwood Commons opened.)

Proportion who eat breakfast or lunch out

	any restaurants		Norwood restaurants
	Frequency	Percent	Frequency	Percent
5 or more times per week	118	13.6	43	5.0
3-4 times per week	114	13.2	58	6.7
1-3 times per week	270	31.2	208	24.0
less than once a week	174	20.1	217	25.1
less than once a month	174	20.1	326	37.6
no answer	16	1.8	14	1.6
totals	866	100.0	866	100.0

 

Proportion who eat evening meal out

	any restaurants		Norwood restaurants
	Frequency	Percent	Frequency	Percent
5 or more times per week	27	3.1	7	0.8
3-4 times per week	70	8.1	27	3.1
1-3 times per week	389	44.9	213	24.6
less than once a week	190	21.9	242	27.9
less than once a month	180	20.8	368	42.5
no answer	10	1.1	9	1.0
totals	866	100.0	866	100.0

Type of restaurant most often patronized

	all respondents		Norwood residents
	Frequency	Percent	Frequency	Percent
fast food	191	22.1	134	18.4
self-service/cafeteria	75	8.7	63	8.6
sit-down	560	64.7	495	67.9
no answer	40	4.6	37	5.1
totals	866	100.0	729	100.0

    Many factors come together to make a city vibrant and livable. These range from climate and location to a variety of amenities and services. While many such factors are not under the city’s control, some important things are. Survey respondents ranked the following nine items, which can be affected locally, according to their perceived importance for keeping Norwood a livable city. About three-fourths of respondents said that tax dollars should be used to maintain the item they ranked as most important, while less than one-fifth said tax dollars should not be used for that purpose.
Factors important for a vibrant, livable city…

1. well-maintained neighborhoods
2. strong schools
3. infrastructure maintenance and improvement
4. parks and green space
5. variety of businesses
6. urban design
7. community activities
8. social services
9. special events
 
 

    For the most part, survey respondents reported satisfaction with community services, suggesting a very livable community. The Fire and Police Departments, in particular, received high marks. For the Fire Department, nearly 84% of residents and 48% of nonresidents rated their services excellent or good. For the Police Department, almost 75% of residents and 43% of nonresidents rated services excellent or good. See graphs below for more.
 
 
 

    About 45% of residents and 31% of nonresidents rated the Norwood City Schools as excellent or good. Another 20% of residents and 15% of nonresidents rated them fair or poor. Note that over one third of nonresidents had no opinion regarding the Norwood Schools. About 57% of residents and 31% of nonresidents rated the Norwood Health Department excellent or good. See the graphs below.
 
 

    Services for seniors and the Norwood Community Center received moderate ratings. Nearly 41% of residents and 15% of nonresidents rated senior programs excellent or good. About 39% of residents and 18% of nonresidents rated the Community Center excellent or good. Most nonresidents and about a third of resident respondents had no opinion regarding these community services. See the graphs below for these comparisons.
 
 

    The Public Works Department performs much of the repair and maintenance done on City property. Among these, survey respondents rated street repair, snow removal, and parks maintenance, as well as Public Works service overall.

    There was more disagreement over the rating of street repair than over the other services. Few rated street repair as excellent, although about 30% of residents and 23% of nonresidents rated this service as good. For residents, the other 60% were fairly evenly divided between ratings of average, fair, and poor. Nonresidents were more likely to call the repairs average, with 27%. The condition of Montgomery Road was frequently mentioned as a major factor in this rating. Also, repairs vary by street, as scheduling and funds permit, so residents of different areas are likely to have differing opinions. Snow removal enjoyed a great deal more approval, with 69% of residents and 35% of nonresidents rating it excellent or good. Only 13% of residents and 20% of nonresidents rated snow removal fair or poor. See graphs below for more.

    Parks maintenance was rated excellent or good by about 55% of residents and 22% of nonresidents. Only about 11% of residents and 12% of nonresidents rated parks maintenance fair or poor, although over 39% of nonresidents had no opinion on this service. Over 49% of residents and almost 26% of nonresidents rated the Public Works Department overall as excellent or good. Again, about one third of nonresidents had no opinion on this question.
 

 Appendix C  --  Buildings in the 1987 Ohio Historic Inventory

Building, Business, or Owner Name [arranged by street]	Description of Significance	Year Built, Year of Addition
Allison Street
Allison St. School 4300 Allison St	fine example of Victorian Gothic, oldest educational structure still standing in Norwood	1900, 1918
Ashland Avenue
Christ the Savior Orthodox Church 4285 Ashland Ave	English Gothic style	1914
Beech Street
L.B. Foster Co. / Weir Frog Co. 5038 Beech St	Fred C. Weir patented an improved railroad frog in 1879, operations moved to Norwood in 1905	c. 1905
Day Mixing Co. / Dalton Adding Machine 4932 Beech St		1905 and c. 1920
U.S. Playing Card Company Beech St at Park Ave	originally part of Russell, Morgan, & Co. printing and lithographing, split off in 1894, moved to Norwood in 1901, bell tower is one of the first bell carillons designed for radio broadcasting	1900-1903
Dynagraphics, Inc. / U.S. Printing and Lithograph Company Beech St	originally Russell, Morgan, and Company, printed State Fair displays, circus posters, labels, show cards, soap wrappers, and advertising materials; in 1881 began making playing cards	1908
Carter Avenue
Carter Ave Queen Anne Commercial Bldg Carter St at Sherman Ave	good example of Queen Anne commercial bldg	c. 1890
Carthage Avenue
Kasemeyer Dairy / Honeymoon Paper Products, Inc. Carthage Ave at Dale Rd	art deco, agricultural business in industrial city	c. 1935
Norwood View School Carthage Ave at Hannaford Ave	designed by Samuel Hannaford and Sons	1918
Cleneay Avenue
C.W. Zumbiel Box Co. Cleneay at corporate limits		c. 1910
Courtland Avenue
Norwood Community Center (formerly St. Elizabeth Catholic School) 1810 Courtland Ave		1914
Norwood Baptist Church and School 2037 Courtland Ave	oldest Baptist church in Norwood, fine example of Classical Revival style	1912-1919, school 1950
Salem Community UCC Church 2053 Courtland Ave		1910, 1926 add’n
Cypress Way
Charles McCullough Estate Lindner Park on Cypress Way	origin of McCullough Seed Co.	1848, 1900 remodel
Drex Avenue
Sts. Peter and Paul Catholic Church Drex at Montgomery Rd	gothic and art deco combo	1939
Sts. Peter and Paul Catholic Rectory Drex between Montgomery & Moeller		1939
Sts. Peter and Paul Catholic School Moeller and Drex Aves	functional style	c. 1915
Duck Creek Road
Spanish Eclectic Thematic District	25-30 houses, only cluster of Spanish Eclectic surveyed in Hamilton County	c. 1930
Edwards Road
LeBlond Makino Machine Tool Co. (now Don Pablo’s) Madison and Edwards Rds	began making type and small tools, moved into lathes and machine tools in 1891	c. 1918
Forest Avenue
Siemens Energy and Automation / Bullock Electric Company / Allis-Chalmers 4620 Forest Ave	Norwood’s first industry, changed the character of Norwood from commuter suburb to industrial City	1897-98
Floral Avenue
St. Matthew’s Catholic Church Floral at Robertson	second oldest Catholic church in Norwood, fine example of Gothic Revival	1922-24
St. Matthew’s Gressle School Floral at Kenilworth	oldest church school in Norwood	1909
Floral Avenue Historic District	late 1880s to early 1900s, tree-lined boulevard typical of national trends in suburban growth in late 19th Century, includes a number of Sears homes	1880s, 1900s
Norwood Presbyterian Church and Manse 4400 Floral Ave	english gothic	1922-1924
Franklin Street
Cincinnati Rubber Co. Franklin St.		c. 1910
Harper Avenue
North Norwood School Harper and Wesley Aves	represents tremendous growth of Norwood between 1900 and 1930	1915, 1948
A.C. Strobel Farm 2352 Harper Ave	view of Cincinnati	c. 1881-1893
Harris Avenue
John Uri Lloyd House 2604 Harris Ave	Lloyd was an author, scientist, and pharmacist who wrote advanced works in pharmacy, chemistry, and botany, as well as novels; Lloyd founded the Lloyd Library in Cincinnati	c. 1884
Schmidlapp Apartments 2715-41 Harris Ave	Jacob Schmidlapp was a philanthropist who built these apartments as affordable housing for workers, representative of early 20th Century progressive attitudes	1911-1912
C.W. Zumbiel Co. 2339 Harris Ave.		c. 1935
Harris Place
Penn Central Railroad Depot 2863 Harris Pl	art moderne	c. 1940
Highland Avenue
Perry & Derrick 1899 Highland Ave		c. 1915
Texo Corporation 2801 Highland Ave	neoclassical and art deco	c. 1930
Hopkins Avenue
Norwood Church of God Hopkins Ave		c. 1913
Masonic Temple 2020 Hopkins Ave	Lodge was chartered in 1895	1927
Indian Mound Avenue
W.R. Phipps House Indian Mound at Tower Park Ln	built on grounds of the failed Norwood Heights subdivision	c. 1870
Alfred Springer House Indian Mound at Montgomery Rd	Alfred Springer, a noted chemist, was one of first trustees of Norwood waterworks	c. 1890
Zion United Church of Christ Indian Mound at Montgomery Rd	romanesque revival	1935
Kenilworth Avenue
St. Matthew’s Sisters’ House 2327 Kenilworth Ave		remodeled 1926
Lincoln Avenue
St. Elizabeth Sisters’ House 1756 Lincoln Ave	fine example of domestic architecture of the period	1893
St. Elizabeth Parish Hall Lincoln Ave		1923

Lowry Avenue
4237 Lowry Ave	one of only six L-shaped houses in Norwood	c. 1905
Mentor Avenue
Hamilton County Development Company (formerly Foy-Johnson, Inc.) 1776 Mentor Ave		c. 1912
Mills Avenue
St. Elizabeth Rectory 1757 Mills Ave		1923
St. Elizabeth Catholic Church 1757 Mills Ave	best example in Norwood of renaissance revival using freely elaborated classical elements	1903
Moose Lodge 2006 Mills Ave		1931
Norwood Market House Mills and Walter Aves	originally used as a market	c. 1890
Moeller Avenue
Archbishop’s Residence Moeller Ave	renaissance revival	1908
Mt. St. Mary Catholic Seminary Moeller between Drex and Quatman	second renaissance revival	1921-1923
Montgomery Road
Vorhis Funeral Home / Col. P.P. Lane residence 5501 Montgomery Rd	historically and architecturally significant, Lane was founder of Lane and Bodley (engines and milling machines—Civil War era)	c 1867
Odd Fellow’s Lodge / St John’s Evangelical German Protestant Church 5129 Montgomery Rd	2nd oldest church in Norwood	1893
Arnold Building point at Montgomery and Carthage	only flat iron building in Norwood	c. 1910
Ohio Electric Railway Interurban Portals Norwood Lateral and Montgomery Rd	Cincinnati to Toledo line	c. 1900
Norwood City Hall 4645 Montgomery Rd	Site of municipal activity since the 1880s. Second Renaissance Revival style. Listed on the National Register of Historic Places	1915
Norwood Library 4325 Montgomery Rd	land donated by Edward Mills, some building funds were provided by Andrew Carnegie	1906-7
Hopkins Ave Depot 4226 Montgomery Rd	only remaining 19th Century depot in Norwood	c. 1890
Midwest Woodworking Co 1951 Waverly Ave Montgomery Rd at Waverly Ave		c. 1910
Columbus Williams House (I-House) 4007 Montgomery	oldest house recorded (c. 1850), precedes “suburban” development which began circa 1885	c. 1850
Kruse Hardware NW corner Montgomery and Williams	suburban 1920s style commercial complex	c. 1925
Queen Anne at 3954 Montgomery Rd	unique architecture—may have been built to showcase Herman Burkart’s galvanized iron, tin, and slate work	c. 1890
Norwood English Lutheran Church 3851 Montgomery Rd	oldest existing church structure in Norwood	1886, 1926
Norwood Fire Co. #2 Montgomery Rd at Ivanhoe Ave	one of two built during rapid growth of Norwood in the early 20th Century	c. 1905
Norwood Avenue
Cincinnati Bell Telephone Building Norwood Ave	renaissance revival style	c. 1925
Dee Sign Co. 2501 Norwood Ave	art deco	c. 1930
Penn Central Railroad Boarding House 2860 Norwood Ave	boarding house for railroad workers	c. 1930
Oak Street
J. Augustus Knapp House 4817 Oak St	Knapp was illustrator who did artwork for Lloyd’s novel Etidorpha	c. 1882, 1950s
Park Avenue
A.Y. Reid House 2265 Park Ave	built by Reid, developer of the Norwood Park subdivision, queen anne style	1892
Salvation Army Rehabilitation Center  / Kemper-Thomas Co. 2265 Park Ave	Kemper-Thomas made advertising premiums, idea advertising	c. 1902
2430 Park Ave	Queen Anne style	c. 1895
Regent Avenue
Norwood N&W Railroad Building Lexington at Regent		c. 1920
Palm Bros. Decal Co. 3736 Regent Ave		c. 1915
Robertson Avenue
St. Matthew’s Rectory 2310 Robertson Ave	nice example of Colonial Revival	1910
Ross Avenue
Ross Park Commerce Center 2101 Ross Ave	part of Globe Wernicke	c. 1905
Section Avenue
American Laundry Machinery, Inc. Ross and Section	home of largest manufacturer of dry cleaning and laundry equipment	1901, 1913, 1926
Norwood Sash and Door Ross and Section	Sears mill for pre-cut homes (previously Standard Mill)	c. 1900
Office and Industrial Equipment Corp 4817 Section Ave		c. 1910
Sherman Avenue
1708 Sherman Ave.	one of five I-houses in Norwood, pre-dates suburban development	c. 1870
Norwood Middle School (formerly the high school) 2020 Sherman Ave	Sullivanesque style	1912-1914
Slane Avenue
Grace United Methodist Church 2221 Slane Ave	adaptation of the villa rotunda; Norman Vincent Peale’s father, Rev. C.C. Peale was pastor from 1905-1910 and church was built thanks in part to his efforts	1910-1911
Smith Road
Sharpsburg Public School Smith Rd at Forest Ave	first elementary school in Norwood to have a cafeteria	1910-1911
Station Avenue
Gordon Flats 4712 Station Ave	relatively unaltered example of a multi-family dwelling for Norwood’s working class	c. 1900
Norwood First United Methodist Station and Maple Aves	oldest Protestant church keeping integrity, first church in Ohio constructed of concrete, significant example of Gothic Revival style	1904
Norwood First United Methodist Religious/Physical Education Bldg Station Ave	part of the Norwood First United Methodist complex	1918
Weyer Avenue
Word of Truth Church / First Church of Christ Scientist 2039 Weyer Ave	fine example of Renaissance Revival style	1928
Ferguson Plumbing 2025 Weyer Ave	unusually intact example of a neighborhood commercial building in Norwood	c. 1895
Williams Avenue
Lutheran Church of Our Savior 2141 Williams Ave	Tudor Gothic Revival	1928
Williams Ave. School and Norwood City School Administrative Offices Williams Ave at Spencer Ave		1917, 1952
Jonathan Williams House 1906 Williams Ave	one of the oldest homes in Norwood, built by George Baker, grandson-in-law of Williams who was one of the first to buy land in the Miami Purchase	1867-1870