APA-NJ CPAP - BCU Final Plan

Neighborhood Plan
creating our future, together

Bergen Communities United

A plan for resident-led neighborhood revitalization
in the BCU planning area of Jersey City, New Jersey
Prepared for and with the BCU Steering Committee and other neighborhood
stakeholders
October 2005
Summer 2012 - Update
Bergen Communities United (BCU) is a community-based collaboration among area stakeholders working
passionately to improve the quality of life in our neighborhood. BCU fosters communication and establishes
links among neighborhood stakeholders to identify common interests, problems and solutions. Through our
work together, which has involved hundreds of community residents, business owners and other stakeholders, we have developed this comprehensive plan, to function as a practical roadmap for the rejuvenation of
the BCU neighborhood.

For more information please contact
BCU c/o WomenRising, Inc.
270 Fairmount Ave
Jersey City, NJ 07306
(201) 860-4030
http://bergencommunitiesunited.webs.com

prepared by
Community Planning Collaborative
New Jersey American Planning Association - Community Planning Assistance Program

Bergen Communities United Officers:

Bergen Communities United Steering Committee:

Chairperson
Brenda Pettiford
Resident at-large

Resident
Fadia Joseph

Vice Chairs
Claire Davis
Resident at-large
Tinia Bland
Astor Place Neighborhood Association
Secretary
Paul Bellan-Boyer
Garden State Episcopal Community Development

Bergen Communities United Staff:
BCU Coordinator
Tynisha Coleman

Resident
Pearl Park
Resident
Matt Ward
Resident
Reverend Joyce Watterman
Resident
Henry Hernandez
Astor Place Neighborhood Association
Tinia Bland
Fairmont Housing Corporation
Rosemary Nwabueze
Garden State Episcopal Community Development Ast
Paul Bellan-Boyer
Horizon Health Center
Jackson Hill Main Street Management Corporation
Michael Griffin
McGinley Square Partnership
Metropolitan A.M.E. Zion Church
Lily Fleming

Funders
Wells Fargo Regional Foundation
Bank of America
Independence Community Foundation
Local Initiatives Support Corporation
PNC Bank
PSE&G

New City Kids
PS#17 Parent Council
Lori Frohwirth
Resurrection House
Roger Williams
St. Peter’s University

Community Planning Collaborative

West Belmont Tenant Association
Aura Highsmith

David Driskell
Joshua Abrams

West Bergen / Lincoln Park Neighborhood Coalition

New Jersey American Planning Association
Community Planning Assistance Program Team
Tom Schulze
David I. Robbins AICP, RLA, LEED
Elizabeth Shulman
Michael Groh
Suzanne DiGeronimo

Women Rising, Inc.
Roseann Mazzeo

Bergen Communities United
WomenRising, Inc.
270 Fairmount Avenue
Jersey City, New Jersey 07306
To Whom it May Concern,
On behalf of the New Jersey Chapter of the American Planning Association I wanted to say what a
pleasure it has been to work with you, your staff, and members of the Bergen Hill community for the
past nine months on the update of your community plan.
As you know, your project was one of three projects selected and completed in the first round of the
Chapter’s newly formed Community Planning Assistance Program. Your organization’s level of
professionalism and your interest in including the wider community in the planning process has been a
real strength of this project. The results reflect both of these. Despite the unfortunate delay that resulted
from Superstorm Sandy in October, I am hoping the results will provide you with the foundation you
need to continue applying for, and receiving, grants for improving your community.
I look forward to continuing to work with you and watching your future successes.
Sincerely,
Tom Schulze, Coordinator
Community Planning Assistance Program

contents

THE

BCU

NEIGHBORHOOD

PLAN

1

a citizen’s guide : the bcu neighborhood plan

page 6

2

planning together : how the plan was made

page 9

3

where we are : our neighborhood today

page 14

4

our destination : vision + guiding principles

page 22

5

getting there : strategic directions

page 26

6

first steps : moving the plan forward

page 53

7

keeping current : managing our plan

page 55

Never doubt that a small group of thoughtful committed citizens can change the world:
indeed, it’s the only thing that ever has.
MARGARET MEAD

All of this will not be finished in the first one hundred days, nor will it be finished in the first one thousand
days, nor in the life of this administration...but let us begin.
JOHN F. KENNEDY

BCU Neighborhood Plan

a citizen’s guide

to the BCU neighborhood plan

Resident led Planning Effort Seeks to Revitalize Bergen and Monticello Neighborhoods
Since March 2005, Bergen Communities
United (BCU) has been hosting a series of
community meetings to identify priorities
for neighborhood revitalization and create
a workable plan for resident led action.

What is BCU?
Bergen Communities United (BCU) is a communitybased collaboration among area stakeholders
working passionately to improve the quality of life
in our neighborhood. BCU fosters communication
and establishes links among neighborhood
stakeholders to identify common interests,
problems and solutions. Through our work, which
has involved hundreds of community residents,
business owners and other stakeholders, the
BCU Neighborhood Plan has been developed to
provide a practical road map for neighborhood
rejuvenation.

Thanks to the hundreds of residents
and stakeholders who participated and
the work of the Steering Committee, the
BCU Neighborhood Plan is now ready
for action, and work is already underway
to implement its top priorities.
Titled Creating Our Future Together, the BCU
Neighborhood Plan was developed based
on input from local residents, business
owners and others through a
participatory process that included
a Visioning Workshop, a Strategic
Directions Workshop, and a Plan Review/
Action Planning Workshop.



The BCU Steering Committee includes homeowners,
tenants, merchants, neighborhood organizations,
non-profits, church leaders, parent groups and
at-large members, all who share a commitment to
neighborhood revitalization.
The BCU Plan is ready for action!

Based on the input and feedback from these workshops, the BCU Neighborhood
Plan identifies four strategic themes, summarized on the following two pages:
 A Safe and Secure Neighborhood
 An Urban Village
 A Place for Us All
 A Great Place to Work and Shop
In each area, the plan describes key issues, goals and policy priorities, as well
as specific activities that BCU plans to undertake, either on its own or in
collaboration with the City and/or others. In addition, the plan identifies nearterm priorities for action, developed in collaboration with four “Action Teams”
that have been formed by the BCU Steering Committee to facilitate the Plan’s
implementation. These teams are also described on the following two pages.

about the
“citizen’s guide”...

Please help make our neighborhood a great place to live, work, shop, learn and play.

It is therefore a bit unusual, as executive
summaries go, but the goal was to make the
BCU Plan as accessible as possible.

Get in touch and get involved!
Even if you can only do a little, we need your help!

This summary (pages 6–7) was developed
as a pull-out newsletter for distribution to
neighborhood residents, business owners and
other stakeholders.

Both the newsletter and the full plan can be
found online at:
http://bergencommunitiesunited.webs.com

page 6
Creating Our Future Together


What’s in the Plan?
The BCU Neighborhood Plan is a road map to the
future. It contains seven main sections:
1 a citizen’s guide
overview of the plan’s structure and content,
formatted as a “pull-out” newsletter for wide
distribution

strategic directions...
There are a number of critical issues facing our neighborhood. Our response to these issues, including what we
want to achieve and specific activities to get the job done, are organized under four central themes. These are the
strategic directions of the BCU Neighborhood Plan.

A Place for Us All
Our vision describes a community that is
diverse and vibrant, made up of people
from all walks of life. It also talks about
being a place where it is great to grow up
and grow old.

2 planning together
overview of the meetings and discussions that
led to the plan
3 where we are
summary of background info about the neighborhood and the people who live here

The policies and actions in this section describe how we
are going to create and sustain a diverse neighborhood. It
focuses on creating quality, affordable housing for people of
different incomes, and programs and services to meet the
needs of youth and seniors.

4 our destination
vision statement and guiding principles
defined by residents and other stakeholders
5 getting there
strategic direction on how to respond to key
neighborhood issues
6 next steps
priority actions to move the plan forward
7 keeping it current
overview of how we will manage and update
the plan
Please note: the BCU plan does not include related
but separate efforts already underway in the area’s two
main commercial districts (Monticello Ave. and Bergen
Ave/McGinley Square). The BCU Plan references and
coordinates with these other efforts, but to avoid
duplication it focuses on the significant issues and areas
not being addressed by other efforts.

Safety is a key priority, including crime as well as traffic and related issues.

A Safe+Secure Neighborhood
Our vision describes a community that
is clean and comfortable, where people
feel safe to walk at night and where the
community has good relations with the
police.
Participants at the BCU workshops defined safety and
security as their #1 priority. It is therefore the top priority
in the BCU Plan. These policies and actions describe how
we are going to create a safe and secure environment
in the BCU neighborhood, through neighborhood-based
crime prevention programs, urban design, and community
involvement.

An Urban Village
Our vision describes a community that
is green, safe, comfortable, lively and
welcoming—a place that has all the
characteristics of an ‘urban village.’
The policies and actions in this section describe how we
are going to create a village-like environment in the BCU
neighborhoods, by creating and maintaining green spaces,
street trees and small gardens; promoting good design and
building maintenance; ensuring transportation options; and
addressing parking issues.


Some buildings, like the one pictured here, are in sound condition, but
others need significant rehabilitation.

A Great Place to Work+Shop
Our vision describes a neighborhood
with shopping districts that are human
in scale, pleasant for walking, and filled
with a diverse mix of locally owned
stores and a wide range of goods and
services. It also describes a place where
there are many different types of livingwage jobs for adults and youth of all
skill levels, and training programs to help
residents qualify for those jobs.
Policies and actions in this section describe how we are
going to coordinate with other commercial revitalization
efforts, take advantage of development opportunities, work
to attract and retain businesses, and provide job training
and referral services that connect local businesses with local
jobseekers.

page 7


make a difference get involved
How can you get involved in making the BCU neighborhoods a great place to
live, work, shop, learn and play?
There are lots of ways!
Following are a few options:
 Get involved! Join with other concerned citizens in making neighborhood

change happen.

 Attend BCU community workshops and special events.
 Join in a neighborhood clean-up day or tree planting party.
 Join your neighborhood association (or work with your neighbors to create

one if you don’t have one already).

 Donate your time, special skills or goods/services to help us achieve

common goals. For example, we need gardening supplies, food for
community meetings, graphic design, and printing services—just to name a few!

For more information, contact Tynisha Coleman,
Bergen Communities United Coordinator, at (201) 860-4031.

The BCU Steering Committee meets monthly to coordinate neighborhood revitalization efforts, organize community events, and outreach.

Many Thanks to Our Funders!

Bank of America
Blue Cross Blue Shield
Housing & Community Development Network of NJ
Independence Community Foundation
Jersey City Redevelopment Agency
Local Initiatives Support Corporation
PNC Bank
PSE&G
NJ APA
Wells Fargo Regional Foundation

page 8


planning together

how the plan was made & updated



The BCU planning process has sought to create a unique neighborhood plan—one that not only embodies community
values and priorities, but also one which facilitates ongoing collaboration, community-building and resident-led
action.
This document and BCU did not come about out of thin air.
Organizations, businesses, residents and other stakeholders have been
active in the neighborhood for decades!
The current chapter of neighborhood history began in 2003 when
community members noticed that their neighborhood was changing,
but felt that they had no opportunity to influence events. A small
group came together to discuss what could be done. This group,
calling itself the Community Planning Initiative, hosted open-houses
and “meet-and-greets,” and as interest grew, they held open public
meetings. Eventually, they chose a name, Bergen Communities United,
voted on a steering committee and expanded their public outreach.
In January 2005, they hired a professional planning firm, Community
Planning Collaborative, to help guide the effort.
The planning process has given significant attention to community
outreach and participation, seeking input from a wide range of
community residents, business owners and officials. Over the course of
the effort, hundreds of workshop participants helped shape the plan.

Residents and business owners identified the area’s
key issues and opportunities, and helped formulate the
plan’s core strategies and action priorities.

The graphic below illustrates the community process that led to the
BCU plan. Key steps in the process are also described on the next
page.

BCU 2025
Visioning
Workshop
(MARCH 12)

Draft Vision
& Strategies
Document

Strategic
Directions
Workshop
(APRIL 18)

DRAFT
Plan Review &
Neighborhood Plan PoliAction Planning Workcies and
shop
Action Framework
(JUNE 1)

FINAL DRAFT
& Priority Actions

The BCU Neighborhood Planning Process

page 9

Planning Together


Community input was recorded on flip charts and
wallgraphics, and then summarized in written workshop
reports.

The formal planning process began with a Visioning Workshop on
March 12, 2005. At this half-day event, 130 participants went on a
virtual walking tour of the BCU neighborhood to talk about what works,
and what doesn’t, in specific neighborhood areas. They then put all of
their concerns about the present on hold, and were asked: what would the
BCU neighborhood be like if we achieved everything we wanted to achieve? The
lively discussions that followed helped define our vision for the future
of the BCU neighborhood (see page 15). We also talked about bold steps
for the near future to make our vision a reality.
Building from the Draft Vision and Strategies that emerged from
the Visioning Workshop, we then met for a Strategic Directions
Workshop on April 18, 2005. At this workshop, 120 participants
reviewed and refined a draft list of strategy ideas for the BCU plan.
Ideas ranged from neighborhood design and development to public
safety, youth programs, and beautification. Participants discussed the
ideas, added new ideas, and identified short lists of strategic priorities.
The planning consultant then worked with members of the BCU
Steering Committee to develop a Draft Plan that reflected community
input and priorities. That plan was reviewed at a Plan Review and
Action Planning Workshop on June 1, 2005, where more than 120
participants divided into working groups around the plan’s four main
themes: “Safe and Secure Neighborhood,” “Urban Village,” “Place for
Us All” and “Great Place to Work and Shop.” Each group reviewed,
revised and refined the draft ideas in each section, and discussed nearterm priorities for implementation and action.
Through the Summer of 2005, the BCU Steering Committee reviewed
the community input and worked with the planning consultant to
formulate the final draft of the BCU Neighborhood Plan, including the
structure and content of the action plan.
BCU hopes that community participation in the plan’s development
will lead to ongoing participation in the plan’s implementation and
management, as outlined in “First Steps, ” and “Keeping Current” (in
terms of community involvement in monitoring and updating the plan
over time).
We would like to thank Mayor Jerramiah Healy and the city and county
officials and representatives who supported BCU throughout the
planning process by attending our meetings, listening to our concerns
and offering help and guidance.

page 10

Planning Together


Following the completion of the plan in 2005, the BCU neighborhood and its’ volunteers addressed a wide
range of issues identified in the neighborhood plan and held numerous events. The following list reflects
a number of these activities. In addition, it is important to note that a number of items not specifically
identified in the neighborhood plan were undertaken in the spirit of a unified community activism.
Neighborhood Revitalization
Tax Credit Program
Construction of 167-169 Monticello Avenue:
In partnership with GSECDC
First new construction on Monticello Avenue
in over 20 years
Seven moderate income condominiums
(increase home ownership)
First commercial space
BCU Job Bank & Resource Center
Community Garden:
In partnership with GSECDC, New City Kids,
BCU Great Neighborhoods Action Team
Won an award for new garden
Mercedes Benz Company- clean-up and built
raised beds (New City Kids)

Make A Difference Day
Neighborhood Clean-ups
Participated in The Big Dig!
McGinley Square East Redevelopment Plan
BCU Community Meetings
BCU written into plan (Job Bank, compliance
with BCU plan)
Jersey City Housing Authority- CHOICE
Neighborhoods
Participation in community meetings
BCU Cares- Fair- Summer 2008
Organization information tables
McGinley Square Festival- June 2012

BCU Fire Victims Benefit
Raised over $3,000 for victims of area fire

Continuous Flow Christian Center
Community Fair - July 2012

Technical Assistance Proposals accepted for:
EPA Walkability Study –Audit & Workshop
-Grant awarded to Montgomery Street
-Final report to follow
-Some issues taken care of during walk

Resident Satisfaction Surveys
-2008- Completed over 300 surveys
-2012- 235 surveys completed

NJ APA –Assistance to Update BCU
Community Plan
North Jersey Transportation AuthorityWalking Audit & Workshop
- 1 daytime
- 1 evening
- Issues identified and requests sent to

responsible agencies/departments


BCU Public Meetings 2x per year for
community feedback
Great Neighborhood Action Team
Tree planting
Workshops (Code Enforcement)
Graffiti Inventories (3) and removal as a result
of submitting inventories.

page 11

Planning Together


In January 2012 WomenRising, on behalf of BCU, submitted an
application to the New Jersey Chapter of the American Planning
Association (APA-NJ) for pro bono support to update its community
plan. The application was made to APA-NJ’s Community Planning
Assistance Program (CPAP), which provides pro bono planning
support to municipalities and community groups. Recipients are
selected through a process that begins with a formal request for
proposals. Submitted proposals are then evaluated and two to three
projects are selected each year. Women Rising’s proposal was one of
three projects selected for 2012.
Women Rising is one of many local community groups and non-profits
organizations in the Bergen Hill section of Jersey City that collaborate
together under the umbrella of Bergen Communities United (BCU).
Women Rising is the fiscal agent for BCU, and submitted the proposal
to APA-NJ in that role.
An updated plan was needed so BCU could continue their efforts for
area residents, and so they could continue to leverage further funding
for the area. Also, the plan’s original preparation had been a great
tool for community building, and it was time to bring the community
together to discuss changing conditions. It was felt that conditions in
the area had changed since the original plan, and it was time to bring
the community together to discuss those changes and the appropriate
response to them. Women Rising was hoping that APA-NJ’s CPAP
could provide the planning team to do this. BCU also needed the
updated community plan to allow them to renew their grant with
Wachovia, which was set to expire in June 2012.
The updated plan would address the accomplishments since the first
plan was written in 2005, describe the challenges they encountered
during its implementation, and identify any new goals and objectives
that would be identified in the facilitated community meetings. BCU
was looking to have at least one facilitated session with the community
at-large, with breakout groups to discuss specific details about what
should be addressed in the plan update. The overall objective was
to continue to promote the area as an emerging urban village with a
diverse population in a neighborhood that is a great place to live, work
and shop. The term of the updated plan would be three to five years.

NJAPA CPAP
Application
(January 2013)

Multiple Meetings
& Prep for Vision
Session
June-Sept. 2013

The BCU Neighborhood Planning Process
page 12

Community
Visioning
Session
(Sept. 2013)

Updated Neighborhood
Plan to BCU Steering
Committee
April 2013

Updated

Planning Together


In June 2012 APA-NJ identified the team that would update the plan, meetings were held to plan and
schedule the work. The decision was made to schedule the community meetings for September, after the
summer holidays, and use the summer to prepare for the meetings.
The process of developing a successful neighborhood plan update was rooted in a successful stakeholder
visioning session and proactive leadership. The planning process consolidates a “vision” that grows from
the values and contributions of all who have a stake in the outcome – property owners, retailers, institutions,
neighborhood associations, cultural organizations, and the citizenry at large.
The expedited three part process used in this neighborhood plan update process can be described as the
following:
1. The CPAP team worked over the summer with the BCU Steering Committee in reviewing the various
elements of the existing neighborhood plan. The group identified the multiple accomplishments achieved
since the plans inception, as well as areas that have fallen short of initial goals. The team worked together in
identifying the visioning process and objectives. The visioning session was eventually scheduled for midSeptember so to allow for the greatest participation possible by the community. The team worked to create
presentation material that reflected both were the neighborhood has been and garner input for moving
forward.
2. Neighborhood Visioning Session – The team worked with the steering committee in organizing a
visioning session to gauge people’s input on how the viewed the history of the neighborhood, where it is
now, and what issues need to be addressed in the future. Participants were asked to identify on a scale of
one to ten where the neighborhood was back in 2005 and where it is now. The team presented plan history,
accomplishments, and neighborhood planning concepts to spur discussion and input. The group was
broken into team tables and asked to look at both the previous plan, as well as identify other issues that were
relevant to them today. The groups then shared their work with the group as a whole. Interestingly, many of
the important issues that formed the basis of the original plan again reappeared.
3. The team worked over the next several months in preparing an updated neighborhood plan for
presentation to the steering committee. The goal of the updated plan was to consolidate information and
goals into a flexible functional document. The group as a whole agreed that the eighty plus actions items
identified in the original plan were difficult to achieve with limited resources and participation. The intent
was a broader concept that focuses on the big picture and was not mired in inflexible details. The goal
remained to provide direction for strategic actions while allowing response for unidentified events.
The team would like to thank all the participants for their tireless efforts and hard work.

The Visioning Session

page 13


where we are

our neighborhood today



An effective plan for the future requires a clear understanding of where we were in the past and where we are today.
The planning process used data from a number of sources, including resident input about what works well—and
what doesn’t—in the BCU area. A summary of background information follows...
The BCU Planning Area encompasses the neighborhoods bound by
Highland Avenue and Montgomery Street in the north, John F. Kennedy Boulevard in the west, Communipaw Avenue in the south, and
Summit Avenue and Baldwin Avenue in the east (see below).

Regional Location

BCU Planning Area Map
page 14


Who We Are [demographic profile]

The BCU planning area is home to almost 14,000 people, from many different
backgrounds. In the 2000 census, most residents (62 percent) had lived in the
neighborhood for more than five years (which means nearly 40 percent were new
to the area!). In recent years the average has dropped to roughly 20%, however
this is still significant. When asked in a neighborhood survey why they live here,
almost half of those surveyed said because of nearby relatives. And when asked
what they liked best, most people named their neighbors.
Following are some key points from our review of background information
about the BCU residential population.


24%
13% 13%

Source: 2000 Census



4%

 Many residents are young. About 33 percent
of residents were under the age of 24 in year 2010,
a slightly higher figure than for Hudson County as
a whole, where 31 percent were under the age of
24. (Source: 2010 Census)

22%
15%
7%

Source: 2010 Census

 Our population is not changing much. An
estimated 14,000 people live in the BCU planning
area, while 13,600 people lived in the BCU
planning area in 2004, down from 13,860 in
the year 2000 (a drop of less than two percent).
(Source: 2010 Census, 2000 Census; 2004 estimate by
Claritas, Inc.)

 We are racially diverse. The BCU planning
area has people from many different backgrounds.
In 2010, 41 percent of the population was African
American, 27 percent was White and 9 percent was
Asian. Thirty one percent of residents identified
themselves as Hispanic. (Source: 2010 Census)

 We speak many languages at home. More
than half of all residents, both youth and adults,
speak a language other than English at home.
There are more than 20 different languages spoken
in homes within the neighborhood. (Source: 2000
Census)

Note: Statistics for 2010 Census reflect .4 mile radius from 169 Monticello Avenue
which is the rough geographic center of the neighborhood. The statics for the 2004
are from the US Census refer to tracts 28, 29, 30, 41.01 and 41.02 in Hudson
County, which roughly correspond to the BCU planning area.

page 15




Our families are larger than average. The average number
of people per household varies between 1.25 for nonfamily
households and 3.36 per household for family occupied units.
This averages out to approximately 2.3 people per household as
a blended average. Owner-occupied homes tend to have larger
household sizes on average (i.e., more than three persons per
household). However, household sizes have been getting slightly
smaller (as they are around the state and country) and that
trend is expected to continue. (Source: 2010 Census, 2000 Census,
projections by Claritas, Inc.)



Residents like their neighbors, but are worried about crime.
BCU conducted a survey of neighborhood residents. The three
things residents like best about their neighborhood are their
neighbors, transportation and quiet. The things they would like to
see improved include crime, street repair/cleaning, lighting and
more playgrounds. Forty percent of the respondents said that
public schools in the neighborhood were sufficient, 32 percent
said they were insufficient and 28 percent said they didn’t know.



People of all income levels live here. While many residents
earned less than $20,000 a year (in 2000), the percentage of
households making more than $100,000 increased by nearly
50 percent between 1990 and 2000. Twenty percent of the
population was below the poverty line in year 2000. The average
household income was $39,300 in 2004. (Source: 2000 Census;
projections by Claritis, Inc.)



Residents have different levels of education. Forty-three
percent of residents have a high school diploma but no college
degree; about a quarter (24 percent) have a Bachelor’s Degree
or higher; and 28 percent did not complete high school. (Source:
2000 Census)

Source: 2000 Census

page 16


Where We Live [housing profile]

There are approximately 6,000 houses, condominiums and apartment
units in the BCU planning area. Many of these are historic, dating
from the 1860s, while others are new construction. While housing
prices have traditionally been more affordable, recent trends and new
developments are having an impact on neighborhood housing prices,
affecting affordability for many residents.


We are primarily a neighborhood of renters. Most
neighborhood residents (70 percent) rent their housing. (Source:
2010 Census)


We have a rich variety of
housing options. The BCU
planning area has a mix of
single family homes, row
houses and small apartment
buildings as well as larger
multi-unit developments.

 Housing prices have
taken a significant hit in the
past few years. Housing values
nationwide have dropped between
20% and 30% of previous values.
The demand for rental product
has increased over the same time period. In 2005 a housing study
had assessed the median rent in Bergen Hill to be $492. Current
fair market value for the same area is between $815 and $1,310.

Source: 2000 Census
Note: Minimal development has occured within the
neighborhood since initial report.





Most residents think the neighborhood is in good to fair
condition. According to the BCU community survey, 51 percent
of respondents said that their block was in “good” physical
condition, 40 percent said “fair” condition, and five percent
said “poor” condition. Only two percent said their block was in
“excellent” condition.




There are increased vacancies in the neighborhood. The
neighborhood’s housing market had a vacancy rate of around
twelve percent in the 2010 census.

Overcrowding is an issue for some. There is no standard
definition for overcrowding, but a rule of thumb is that there
should be no more than 1.5 people per room in a housing unit
(including shared rooms like kitchens and dining rooms). Using
this measure, about two percent of owner-occupied units and ten
percent of rental units were overcrowded in the 2000 census.
page 17




There are opportunities for new housing in the
neighborhood. A previous study of the BCU neighborhoods
found 85 vacant parcels. It is believed that this number has
increased over recent years. While not every parcel is suitable
for housing development, many of them are. This does not
include parcels that might be suitable for rehabilitation or
redevelopment.



Major new developments have have a significant impact on
the BCU neighborhood. A look around Jersey City shows that
the real estate market remains active and that there is continual
demand for housing. Tens of thousands of new units have been
built along the waterfront, in Paulus Hook, Journal Square and
other neighborhoods. So far the BCU area has only seen isolated
new developments. Though numerous projects have emerged in
the past, the most significant project currently in the works is the
former Medical Center Complex.
 Medical Center Complex. Though just outside of the
BCU boundaries, the Jersey City Beacon is a new mixeduse development emerging from the historic restoration of
the original complex of the Jersey City Medical Center. It
is located on a 14-acre site on Bergen Hill, a crest of the
Hudson Palisades and one of the highest geographical points
in Jersey City, New Jersey. It creates the northeastern corner
the Bergen Lafayette Section and is just east of McGinley
Square. It will include two million square feet of residential
and retail space, approximately 1,200 luxury residences and
80,000 square feet of retail space.
One building of the complex at 591 Montgomery Street had
been converted for senior assisted-living residence before
Metrovest’s involvement. The company completed the
conversion of the first two buildings was in 2008. Named
The Rialto and Capital after famous theaters, the buildings
contain 315 condominium residences, joined by a twostory lobby and a 45,000-square-foot amenity core which
features an indoor pool, spa, screening room, and a children’s
playroom.
Eight additional buildings will be converted to residential and
retail use. The next residential phase opened in 2012. Called
The Mercury, the building will feature rental options and
offer larger work/live spaces from 3,000 to 6,000 square feet.

page 18

Redevelopment of the Jersey City Medical Center
with luxury housing, retail and other services will have a
significant impact on the BCU neighborhood.


Where We Shop and Work [economic profile]
January 2013 Unemployment Rates
Jersey City
9.5%
Hudson County
9.5%
New Jersey
10.9%
Nationwide
10.9%

The primary shopping areas in the neighborhood are McGinley
Square and Monticello Avenue. Currently, they contain more than
100 retail businesses, two thirds of which are around Bergen Avenue
and Montgomery Street (McGinley Square). The businesses occupy
284,500 square feet, have sales of $68 million a year, and supply a wide
range of products and services. (Source: McGinley Sq./Monticello Ave.
Retail Market Analysis)
 Many people need jobs. Unemployment in the Jersey City is
still significantly high and close to both the state and national
average. Over the past few years unemployment nationally,
in New Jersey and Hudson County have risen significantly.
However, it is likely that unemployment in the BCU will remain
high. (Source: Department of Labor)


Most of our stores are locally owned and are well
established. Stores in the BCU area shopping districts are
mainly owned by local business people, and half of the stores
have been at their current location for at least twenty years. The
median number of employees is four. (Source: McGinley Sq./
Monticello Ave. Retail Market Analysis)

 Our stores supply a range of goods and services, but some
categories of stores are missing. There are many restaurants,
hair salons and convenience stores in our neighborhood.
However, residents have expressed the need for a larger
supermarket, more sit down restaurants and a bank. (Source:
McGinley Sq./Monticello Ave. Retail Market Analysis)


We have spending power. Residents around McGinley Square
and Monticello Avenue spend $386 million a year on retail goods.
Of that, 35 percent is spent in the neighborhood. Most stores
draw from the local area, but 15 percent of stores draw from
other parts of Jersey City or Hudson County. (Source: McGinley
Square/Monticello Avenue Retail Market Analysis)



We spend large amounts of money
outside the neighborhood. Every year,
local residents spend $258 million outside
the neighborhood. It is estimated that
construction of another 215,000 square feet
of retail space could capture $98 million
more in neighborhood sales each year.
(Source: McGinley Square/ Monticello Avenue
Retail Market Analysis)
page 19






McGinley Square commercial vacancy rates are low,
Monticello’s are high. In 2005, the McGinley Square area had a
very low vacancy rate, the lowest of all the Special Improvement
Districts in Jersey City, with commercial rents running between
$15 and $25 per square foot. In 2004, Monticello Avenue had
a higher vacancy rate, with 22 vacant ground floor spaces, 14
vacant lots, and 26 additional properties that could be used for
commercial. (Sources: McGinley Square Partnership; survey of realtors;
McGinley Sq./Monticello Ave. Business Action Plan)
Local businesses have concerns about the neighborhood.
Some of the issues that business owners identified as problems
include: (Source: McGinley Sq./Monticello Ave. Retail Market Analysis)
 Loss of parking
 Drug activity
 Crime
 Loss of bank
 Too many nonprofits



Many stores have limited hours. Most businesses open
between 9:30 am and 11:00 am and close between 5:00 pm
and 7:00 pm. More than half of the stores surveyed are closed
on Sundays. Many report increasing sales on Saturday. (Source:
interviews, McGinley Square/ Monticello Avenue Retail Market Analysis)



There are opportunities for expansion. While there are
not many large properties in the neighborhood suitable for
new commercial development, there are a number of smaller
‘infill’ opportunities. The larger lots tend be in the area of
Communipaw Avenue, while a number of smaller properties
and vacant buildings that could accommodate new commercial
development are found along Monticello Avenue.



Parking remains a challenge. It can be hard to find a space at
certain times of day. Several potential projects may change the
situation.

page 20


Resident-Identified Issues and Opportunities

At the March 2005 Visioning Workshop, neighborhood residents and
other stakeholders were invited on a ‘virtual tour’ of the BCU area,
and asked to discuss what they felt were the area’s key ‘assets and
opportunities’ and ‘issues and challenges.’
Following is a brief summary of what they said:

Input during the “virtual walking tour” was
recorded on maps and large wallgraphics for each part of
the neighborhood.


Assets and Opportunities
• Convenient shopping
• Walkability
Historic architecture
•
• Redevelopment opportunities,
and pending projects (Courthouse, Armory)
• Police cameras soon to be
installed
• McGinley Square Park
(though needs improvements)
• Businesses that are locally
owned
• Variety of shopping
• Local organizations and
groups that care and are involved
• Upcoming streetscape improvements
• Pretty street trees (in some
areas)
• St. Peter’s College
• Lincoln High School
• Block associations!
• Public transportation
• Proximity to many resources
(including NYC)
• Street pattern
• Young people!
• Churches
• Sense of community
• Resident participation

Issues and Challenges
• Drugs and gangs
• Prostitution
• Loitering and panhandling
• Need for sidewalk improvements and pedestrian scale
lighting
• Need more green space!
Parks, community gardens,
landscaping...
• Unemployment
• Parking, parking, parking
• New developments don’t fit in
(they’re ugly)
• Need better police service
• Lack of youth facilities, programs and services
• Need for senior services
• Empty storefronts and vacant
buildings (especially on MonticelloAvenue)
• Lack of code enforcement
• Absentee landlords and poor
building maintenance
• Rising rents!
• Lack of retail options (need
more restaurants, a large grocery store, and others) — too
many dollar stores and liquor
stores

page 21


our destination

vision + guiding principles



The BCU Neighborhood Plan aims to create and sustain a community that meets the needs of the people who live,
work, shop, learn and play here. We know that a successful neighborhood is more than just bricks and mortar. It is
a place that nurtures us, individually and collectively, and reflects the values and priorities that we share. The BCU
Vision Statement and Guiding Principles establish the plan’s framework and guide both its development and implementation.
In the year 2020, the BCU neighborhood will be…
A vibrant urban community where people from all backgrounds
feel safe and welcome. Greenery and green spaces of all sorts will
be woven into the urban fabric, from street trees and flowers to small
parks and community gardens, making the neighborhood feel like a
garden village. The neighborhood’s lively shopping district, spanning
from Monticello to Montgomery to Bergen, will be at a human scale,
providing a pleasant and safe walking environment with a diverse
mix of locally owned stores and a wide range of goods and services.
There will be many different types of jobs for adults and youth of
all skill levels, and all jobs will pay a living wage. Young people will
be valued as members of the community, will have access to high
quality education, and will be active in community life. Clean, safe
and accessible public transportation will allow us to get easily to
other parts of the city and region, and quality, reasonably priced
housing will give each of us a place to call home. All of these
neighborhood qualities will be made possible by a local government
that is efficient and accountable, and neighborhood organizations
that work cooperatively with the government and with each other.
We will be a model of collaborative planning!
Specifically, in the year 2020 the BCU neighborhood will have:



The BCU vision was generated by community
members at the Visioning Workshop in March 2005 &
September 2012.

A diverse, informed and active population, working
together. Residents will be informed of local issues and active
in watching out for one another. Many residents will have lived
in the neighborhood for decades. Organizations and individuals
will collaborate to ensure that neighborhood is healthy and the
government is held accountable.
We envision a neighborhood where residents are
informed, involved and empowered to make change.

page 22




Quality, well-preserved and affordable housing. BCU will
work to preserve historic sites and enhance the neighborhood’s
historic housing stock while providing new opportunities for
homeownership. High quality, affordable housing will allow
residents of all income levels to live here. New houses will blend
with older homes, being compatible in both scale and design.



Safe and fun places for all ages. There will be high quality
services for all members of the community from infants to
seniors. Information about programs, activities and services will
be readily available. The goal of BCU is to keep the community
informed via flyers, newsletters, internet and community zone
representatives. The streets will be safe to walk at night, and the
community will have good relations with the police.



Good jobs and thriving businesses. A variety of local
businesses will prosper here, providing quality jobs for
neighborhood residents. There will be job training for those
seeking new skills and classes for people who want to start or
expand a business.



Lively, unique shopping districts. All of the storefronts in our
shopping districts will be occupied, and there will be a healthy
mix of stores that includes full serve restaurants, cafes and
supermarkets. Most of these will be locally owned stores, with
owners who are actively involved in the community, and there
will be adequate parking.



Convenient transportation to places within Jersey City and
beyond. Regularly and reliably, buses will connect residents with
important destinations in Jersey City as well as to New York City
and beyond. Traffic will flow safely and smoothly, and pedestrians
will be able to walk safely throughout the neighborhood.



Parks, trees and a green environment. Parks and other green
space will be spread throughout the neighborhood. There will be
mature street trees on every block.



Quality, equitable education with strong school-community
connections. The schools will provide an education that is
both high in quality and equality and their doors will be open at
night. Community members will have a place to learn new art or
practice their existing skills. Adults will have continuing education
opportunities.

We want our neighborhood to be a great place
to grow up—a place where young people are valued,
where they feel safe, and where there are a variety of
things for them to do.

EPA Walkability Audit - 2012

The BCU Outreach September 2012.

We want a safe neighborhood where we can walk
down the street anytime, day or night.


page 23


Guiding Principles

“Guiding Principles” draw upon the values articulated in the vision
to create a concise summary of key ideas to guide development and
implementation of the BCU Neighborhood Plan.
Work together!




Create a framework and process for sharing information and
working together, recognizing the unique skills and aspirations of
the different agencies and organizations in the BCU area.
Find opportunities to build and strengthen collaborative working
relationships, and provide varied opportunities for residents to
get involved.

Working together

Celebrate our diversity






Maintain the neighborhood’s economic, racial and age diversity
by ensuring that the area remains affordable and attractive to all.
Create a physical environment with a range of housing and
shopping opportunities.
Reflect the neighborhoods’ diverse cultural heritage through
community programs as well as building design.
Provide places for people of different groups to meet and
socialize together.

Create an “urban village”






Provide workable strategies for reducing crime.
Create a physical environment that promotes safety and health by
making it easy to walk and bike and by creating a positive, active
street life.
Promote new and improved green spaces, including parks and
street trees.
Encourage building designs and land uses that create the feeling
of an active, vibrant ‘urban village.’

An urban village

Protect and improve our neighborhoods




Ensure that new construction and renovations respect the
historic character and fabric of residential neighborhoods.
Promote a mix of housing types, owner/renter opportunities,
and price/rent levels.

Make our neighborhoods great places for young and old




Preserve, create and enhance neighborhood amenities, facilities
and programs that serve the needs of children, youth and seniors.
Create a neighborhood that is a great place to grow up, and a
great place to grow old!
A place for the entire family...

page 24


Create lively shopping districts




Support current and ongoing efforts to reinforce neighborhood
shopping districts by attracting new stores to vacant storefronts
and improving the current mix of retail establishments.
Focus on attracting stores that reinforce the neighborhood’s
unique character.

Help residents get good jobs
We want a lively shopping district—a 24 hour activity center with shops, office, and residents. A pedestrian
friendly envirnment that puts people first.




Promote developments that create living-wage jobs.
Support programs that provide residents with education, skill
training and job placement.

Be a center for local arts and culture




Support development of facilities, programs and activities
that provide opportunities for residents to learn, practice and
appreciate art.
Explore the potential for development of an arts district on
Monticello Avenue to serve and promote local artists and attract
people from outside the neighborhood.

A center for local arts and culture —a place for the
community to come together and share their diversity.


page 25


getting there

strategic directions



Getting from where we are today to where we want to be in the future will take a significant amount of work, and
resources. The key is figuring out where to focus our efforts first, where to allocate resources, and how to leverage
our work and investments to the best advantage.
As part of the plan revision process the team identified a series of key points:
• The BCU group has done amazing work with limited resources over a relatively
short period of time.
• BCU efforts have been spread across the neighborhood and results may have not
been as obvious because of the piecemeal nature.
• The initial plan was based on broad vision, but then zoomed in and focused on
numerous very specific action items.
• With a core group of between thirty and forty volunteers, the more than eighty
action items included in the original plan spread the volunteers very thin.
• When new items arise, the plan did not offer either the flexibility or the direction
to address them.
In response to these issue, the planning team has identified ten guiding principles that will guide the BCU
Neighborhood Resident Led Neighborhood Revitalization into the future. These include:
1. Great neighborhoods need great champions
2. It takes a vision...creating a sense of place
3. Strengthen the core: A great place to work and hop
4. A clean safe and secure neighborhood
5. An excellent place to live
6. Greening the neighborhood
7. Painting in the arts and local culture
8. Building in the infrastructure
9. Putting a plan on paper
10. Filling the funding gaps
The following pages define these principles further.

page 26


10 Principles for Resident Led Neighborhood Revitalization
1. Great Neighborhoods Need Great Champions
Every revitalization project needs a great champion – a group that
can initiate the process, champion through the process, and follow
through to completion. This is particularly important as we have seen
in the BCU Neighborhood as this can be a long and complex process.
Without champions, the neighborhood revitalization will most likely
get muddled and lost among various competing needs within the larger
community because of limited resources and other pressing needs.

Strengthen the core: A great place to work and
shop

2. It Takes a Vision and creating a sense of place
The successful revitalization of the neighborhood will be incremental,
so it must be based on a shared vision that provides the basis for
decision making. BCU has been successful in reaching a shared vision
for its’ future. The steering committee must set short, medium, and
long term goals for achieving this vision. This should be done on a
yearly basis.
3. Strengthen the Core: A great place to work and shop
At the heart of the community is its’ retail and commercial core.
Focusing on strengthening the core provides for neighborhood quality
of life, stability, and opportunity. Fundamental to creating a vibrant
sustainable urban village is providing local opportunities for shopping
and working. It is important to look at addressing needs beyond the
boundaries of the neighborhood as the core is intended to draw people
in and can’t be isolated. The goal is to keep people and spending
within the neighborhood. Without a strong core neighborhoods simply
become bedroom communities for other areas.

A clean, safe, and friendly neighborhood

4. A Clean, safe, and friendly neighborhood
If a neighborhood is clean, safe, and friendly, people will be drawn
to it even as the area may be transitioning. If even one of these
characteristics is absent people may be turned off and avoid the
neighborhood instead of embracing it. It is important to think of the
neighborhood holistically.
5. An excellent place to live
A successful neighborhood depends on a strong residential
environment that provides for a mix of housing typologies and
affordability. A strong residential and diverse residential base opens
the door to multiple opportunities for the neighborhood including:
supporting local shops, providing a diverse workforce, attracting new
businesses (particularly home business), the ability to age in place, and
the retention of residents.


An excellent place to live

page 27


6. Greening the Neighborhood
All great neighborhoods have a combination of parks, plazas, street
trees, and garden spaces. The integrated mix of these components
form a pleasant and desirable environment that improves the quality
of life for residents and will draw people in. In addition, to the physical
green infrastructure, many neighborhoods look to “going green” from
a sustainability standpoint which has numerous benefits impacting the
overall quality of life.
7. Painting in the arts and local culture
The role that the arts and local culture play in revitalizing neighborhoods
can’t be underestimated. There is significant evidence that arts and culture
foster participation in civic life and in discourse about the future of place.
There is a wealth of talent and authentic culture in our neighborhood that
can reveal character, provide distinct identity, and ground revitalization
work in the genuine fabric of community.

Greening the neighborhood

8. Building in the Infrastructure
Beyond the general utility infrastructure of a neighborhood, we
must also look at the street furnishings, transportation, and parking
infrastructure critical to the success of the community. Street furnishings
address the aesthetics and form a unifying element throughout the
neighborhood. The transportation infrastructure includes pedestrian,
bicycle, and bus options that provide the critical linkages between living,
working, and playing. In addition, the importance of parking can not
be underestimated…residents need parking at night, moving beyond
convenience shopping requires parking, and restaurants need to be able to
attract people beyond the boundaries of the neighborhood.
9. Putting a plan on paper
Community revitalization is a two part process that involves both 1) a
policy plan that addresses the structure of the neighborhood as a whole
and is a guiding force in directing the future, and 2) physical plans that
shows opportunities for the neighborhood to move forward. The physical
plan need not be for the entire neighborhood, but may instead focus
on exemplary opportunities for selected intervention. This may include:
streetscape plans, parks & open spaces, infill opportunities, business
district improvements, etc.

Building in the infrastructure

10. Filling the Funding gaps
The realities of municipal budgets force many revitalization efforts
to look beyond local support. There are numerous matching grants,
foundations, nonprofits, and pro bono opportunities that are available
to neighborhoods. These focus on everything from walkability to green
infrastructure to the arts, as well as legal, planning, and design services.
All rocks need to be overturned…
filling in the funding gaps

page 28


This section translates these guiding principles into specific strategic directions that the steering
committee, residents and other stakeholder can focus on as a critical path in addressing the neighborhood’s
needs, concerns and opportunities. The goal was to simplify, clarify, incorparate and reorganize the previous
strategic directions into a flexable, adaptable, and living document.
The strategic directions are organized under four main themes, which provide the basic framework for the
BCU Neighborhood Plan. The four themes and their related strategy areas are:
1

Empowerment Through Activism
1a
Job training
1b
Youth facilities and programs
1c
Senior facilities and programs
1d
Filling the funding gaps
1e
Facilitation and Logistics
1f
Public Relations and promotion

2

A Great Place to Work + Shop: Strengthen the Core
2a
Monticello Avenue
2b
Bergen Avenue + McGinley Square

3

A Clean, Safe, + Secure Neighborhood
3a
Responding to crime
3b
Street lighting and ‘defensible space’
3c
Traffic and pedestrian safety
3d
Neighborhood clean-up

4

A Sustainable and Vibrant Neighborhood
4a
Housing mix and affordability
4b
“Greening” and improving the neighborhood
4c
Transportation infrastructure - Bikes, buses, and parking
4d
Integrating arts and culture
4e
Neighborhood design


A great place to work + shop

A clean, safe, + secure neighborhood

A sustainable and vibrant neighborhood

page 29


1


1


Our vision describes a community that is diverse and vibrant, made up
of people from all walks of life. It also talks about being a place where
it is great to grow up, and grow old.
In order to reach this vision, the community needs to come together
and empower itself through community activism and organization.
It includes four focus areas for policy and action:
1a

Job Training
 Skills Training
 Job Bank / Placement Assistance

1b

Youth Facilities and Programs
 Youth Participation
 Program Collaboration
 Youth Recreation Facility

1c

Senior Facilities and Programs
 Senior Needs and Priorities
 Senior Information and Service Delivery
 New Facilities, Programs, and Services

1d

Filling the Funding Gaps
 Grants and Private Sponsorship
 Pro Bono Services
 Public Private Partnership

1e

 Facilitation of Events
 Logistics for Events
 Coordination Between Various Committees

1f

Job Training

Public Relations and Promotion
 Outreach to the Stakeholders
 Connecting with the Press
 Influencing the Politics

Facilitation

filling in the funding gaps

page 30


1


1a

Skills training

The Issue
Economic success for residents requires having quality jobs in the area,
and having the skills needed to get those jobs. While other parts of the
plan focus on creating vibrant commercial districts that will generate
jobs (while development elsewhere in Jersey City and the region creates
thousands of other opportunities), there is a need to focus on job
training and skills development for both youth and adults.

Our Response
Some areas we can focus on in response to these issues include:




Skills Training
Work with job training agencies and the Job Bank to ensure
that appropriate skills training is available and accessible to
neighborhood residents.
BCU Job Bank & Resource Center / Placement Assistance
The BCU Job Bank provides employment services to
community residents. It has been providing services since 2008.
Services provided include:
• Employment Prep Workshops
• Recruitment Events
• Computer Training Courses
• Job Search Assistance
• Community Resource Referrals

Job Placement


Job Training

In addition, partner with local/regional businesses and
companies in Jersey City to encourage them to give priority
to hiring neighborhood residents, and create a mechanism by
which local employers and local jobseekers can easily connect.

page 31


1b

Youth Facilities and Programs

1


The Issue
Young people are an important part of the community, and represent
a significant portion of the population. Residents have strongly
expressed their desire for young people to be more integrated in
community activities, and for there to be more opportunities for them.
If young people are positively engaged in the community, they are less
likely to become involved in activities that might get them into trouble.
Our Response






Youth programs

Youth Participation
Young people can and should play a lead role in defining the
youth issues that need to be addressed, and how best to address
them. This can include youth-led research, ongoing youth
representation in BCU, and/or a youth action team. It could
also include developing effective voices for youth on the School
Board and in city government.
Program Collaboration
Youth-serving agencies, programs and schools should be
encouraged to work together to provide a full-range of services
that respond to youth-defined needs and priorities. This could
help reduce any duplication in services, and free up resources
for new initiatives. Additional services can be offered based on
youth preferences
Youth Recreation Facility
A youth center that is open after school and on the weekends
would provide a safe place where youth can do homework,
engage in structured activities or relax.

page 32

The challenges of being young...
Young people in the BCU neighborhood reflect the demographics and diversity of their families. However, they are
more likely to live in poverty compared to the community
as a whole. For instance, approximately 17 percent of
adults in the neighborhood lived in poverty in 1999, compared to 25 percent of children; and the median income
of families with children was lower than those without
children. The child poverty rate in the neighborhood was
higher than the nation as a whole by 50 percent.
Most children in the neighborhood live with both parents,
though many live with a single parent or with their
grandparents.


1


1c

Senior Facilities and Programs

The Issue
Seniors are an important resource for our community, but they are also
a vulnerable population. Many are on fixed income and cannot afford
to pay increases in taxes. Others need help with basic services such as
shopping, home repair or self care. Community members want there
to be more services to help seniors remain active members of the
community.

Senior programs

Our Response






The challenges of aging..
In 2000, seniors (age of 65 and up) made up almost nine
percent of the BCU neighborhood. Like the majority of
residents, most seniors, almost 70 percent, were renters.
The percentage of renters was even higher for older
seniors. Because they are often on fixed incomes, seniors
are particularly vulnerable to increases in rent or taxes
and may be displaced as costs rise. This is made worse
because in the BCU neighborhood, the income of senior
households tended to be lower than younger residents.
Median household income varied by subsection of the
neighborhood, but in 2000 was often under $20,000. For
seniors over 75, it was often under $13,000.

Senior Needs and Priorities
Work with senior groups and the Hudson County Office
on Aging to identify what services seniors need and what is
currently available.
Senior Information and Service Delivery
Seniors need to know the services that are currently available
and providers need help to ensure their services are tailored to
the neighborhood.
New Facilities, Programs and Services
Once it is clear what services are available and what the needs
are, relevant groups and agencies should collaborate to develop
new programs to meet those needs.

Another potential concern for seniors is disabilities. The
US Census showed that one third of seniors had a disability that made it difficult to go outside the home and 18
percent had impaired vision or other sensory problems.


page 33


1d

Filling the Funding Gaps

The Issue
With many local governments operating under a financial crisis mode,
getting funds directed to community revitalization is getting tougher
and tougher. In addition, municipalities are exercising more caution
about investing public dollars in development projects. BCU must look
at a wide range of opportunities to bridge this gap and address the
neighborhood’s needs.
Our Response






Grants and Private Sponsorship
A number of grants and private sponsorships are available
to the community. They range from federal to state to local
initiatives (HUD, CDBG, Open Space Grants, etc.). Another
source of funding are banks such as Wells Fargo, Bank of
America, Citibank, Chase and a number of others who
offer assistance to communities. In addition, a number of
foundations offer support to local initiative. These range
from groups such as The Robert Wood Johnson Foundation
to The Gates Foundation to Ben & Jerry’s. One resource for
identifying some of these organizations, may be found at
http://www.nols.edu/nolspro/pdf/DFWGO.pdf
Pro Bono Services
Building upon the pro bono planning services provided by the
American Planning Association, it is important to recognize
that there are a number of professional organizations, as well as
educational institutions that can assist in the BCU revitalization
effort. These may include: NJASLA, AIA, NJAPA, Rutgers
University, Columbia University as well as many others. BCU
need to proactively persue these groups and not simply wait
for them to advertise availability.
Public Private Partnerships
Public–private partnership (PPP) describes a government
service or private business venture which is funded and
operated through a partnership of government and one or
more private sector companies. These schemes are sometimes
referred to as PPP, P3 or P3. These partnerships have become
increasingly important the financing of the infrastructure
improvements needed to support development. Two examples
include” PILOT (Payment In Lue Of Taxes), public parknig
authorities.

page 34

1



1

Empowerment Through Activism 1e


The Issue
Central to the success of the BCU Neighborhood Plan is a coordinated
facilitation and logistics strategy. The common planning of facilitation
and logistical issues allows for better coordination amongst the group
itself, sponsors, and potential venues. By having the BCU Coordinator
responsible for these activities it will streamline the process and
make planning of events, activities, and meetings more efficient.
Our Response


facilitation



Facilitation of Events
A facilitator will helps the group understand their common
objectives and assists them to plan to achieve them without
taking a particular position in the discussion. Some facilitator
tools will try to assist the group in achieving a consensus on
any disagreements that preexist or emerge in the meeting so
that it has a strong basis for future action. A facilitator should
be identified for each event.
Logistics for Events
Meeting logistics are all the details that help a meeting go well,
beyond who is invited, the agenda, facilitator and content. A
good logistics plan describes information such as:
•room set-up, including numbers of chairs, tables,
flip-charts, etc.
•items for the registration table
•materials for break-out groups and activities
•audio/video system requirements
•catering and refreshments
This effort should be led by the BCU Coordinator.



Coordination between Committees
Coordination between the various committees is essential
to the groups success. This effort should be led by the BCU
Coordinator.

Committee coordination


page 35


1f

Public Relations and Promotion

1


The Issue
Economic success for residents requires having quality jobs in the area,
and having the skills needed to get those jobs. While other parts of the
plan focus on creating vibrant commercial districts that will generate
jobs (development elsewhere in Jersey City and the region creates
thousands of other opportunities), there is a need to focus on job
training and skills development for both youth and adults.

Our Response






Outreach to Stakeholders
The process of developing a successful neighborhood plan
is rooted in a successful citizen involvement program and
proactive civic leadership. The planning process consolidates
a “vision” that grows from the values and contributions of all
who have a stake in the outcome – the city, property owners,
retailers, corporations, institutions, neighborhood associations,
cultural organizations, and the citizenry at large. Tools may
include: regular meetings, newsletters, website, targeted mailers,
and informational flyers.

Stakeholder outreach

Connecting with the Press
Managing the flow of information between BCU and the
public involves reaching out to the press. This may include the
group or individuals gaining exposure using topics of public
interest and news items that do not require direct payment. The
aim is to inform and persuade the public, investors, potential
partners, and other stakeholders to maintain its interest in the
neighborhood. Activities may include speaking at conferences,
submitting for awards, working with the press, and other
communication
Working with the City
BCU will continue to nurture and establish relationships
with all city departments and agencies to encourage proper
revitalization, development and overall improvements in the
community
Advocacy

page 36


1

A Great Place to Work + Shop

Our vision describes the BCU neighborhood as a place with lively
shopping districts that are human in scale, pleasant for walking, and
filled with a diverse mix of locally owned stores with a wide range
of goods and services. It also describes a place where there are many
different types of jobs for adults and youth of all skill levels, and
appropriate training programs to help local residents qualify for those
jobs and earn a living wage.

2

A Great Place to Work + Shop:
Strengthen the Core

The following pages first describe what is happening on the Monticello
corridor and focused reccomendations. The team felt very strongly that
for the neighborhood to succeed as a whole that plans must be crafed
to specifically strengthen the Monticello Corridor, Bergen Avenue, and
McGinley square as they are the core of the community upon which
many other successes will be based. For purposes of this plan update
we have not planned for these corridors and recommend a seperate
study and reccomendations be generated in the near future.
Following this decriptive section are the focus areas for the area as a
whole.
It includes two focus areas for policy and action:
2a

Monticello Avenue
 Collaboration for Economic Development
 Residential Environment
 Business Recruitment, Retention and Support
 Streetscape

2b

 McGinley Square Park
 Bergen Avenue Development Opportunities
 Business Recruitment, Retention and Support
 Streetscape


Meeting with the stakeholders

page 37


What’s Happening on Monticello?
The short answer is: lots of things.
Monticello Avenue, from Fairmount to Communipaw, in addition to the north side of Communipaw from Bergen
Avenue to Crescent Avenue were designated as an area in need of redevelopment by Jersey City in 1987. This
means there is a special plan that lays out a vision for the future of the Monticello Avenue commercial district
and strategies for realizing that vision. This plan, called the Monticello Avenue Redevelopment Plan
(MARP) governs what new or renovated buildings must look like and what types of uses (stores, offices,
housing, etc.) are appropriate. It also controls how many apartments or condominiums can be placed in a
building as well as what the landscaping, signage and lighting should look like.
Unfortunately, the 1987 MARP did not classify Monticello Avenue as a commercial district, allowing a wide
range of inappropriate development to occur. Realizing this, the Monticello Community Development Corporation (MCDC) took on the responsibility of revising the plan to properly zone Monticello as a Neighborhood
Shopping and Arts District. Plan was approved by the Jersey City Division Planning’s Board of Commissioners
and the Jersey City City Council in 2007.
In the MARP, the vision for Monticello Avenue is that of a mixed use street with retail stores on the ground
floor and housing above. Retail uses will be aimed primarily at neighborhood residents. Once neighborhood needs are met, there will be a special focus on attracting arts-related activities for all ages. New and
renovated buildings will be designed to fit in with the existing scale of development and reflect the district’s
historic architecture.
There are already several efforts to bring about change in the neighborhood to implement the MARP. These
include:
Monticello Main Street Program
Main Street, a national program started of the National Trust for Historic Preservation, is a comprehensive
revitalization effort that encourages the historic and economic redevelopment of traditional commercial
streets. Main Street communities receive valuable technical support and training to assist in restoring their
“Main Streets” as centers of community and economic activity.
In November 2004, the New Jersey Department of Community Affairs’ Main Street New Jersey Program
designated Monticello Avenue as a Main Street, making it the only street in Hudson County chosen to participate in the program. Jackson Hill Main Street Special Improvement District manages the program and
is financially assisted by Jersey City through the Jersey City Economic Development Corporation’s Urban
Enterprise Zone. The program lays out a framework for action following a four-point model: Organization,
Economic Restructuring, Design and Promotion.
The program starts by building a local Main Street organization made up of local stakeholders (in this
case MCDC). It then analyzes current market forces to develop long term strategies to increase economic
competitiveness, and proposes ways to improve the area’s physical design, addressing issues like visual
appearance, parking and cleanliness. The final piece, promotions, involves presenting positive images to
shoppers, investors and residents by sponsoring festivals and events.
Streetscape Improvements and Ongoing Maintenance
In spring of 2006, look for major changes to the streetscape on Monticello, including new lighting, trees
and improved sidewalks. These improvements, funded by a grant from the NJ Department of Transportation with supplemental funding from the Jersey City Urban Enterprise Zone, will make a dramatic difference on the street. Design work has already been completed. UEZ also funds a maintenance program for
litter collection along the streets and curbs.

page 38

2

Strengthen the Core


2

Strengthen the Core

Security Cameras
Closed Circuit Television cameras have been installed on Monticello Avenue as part of the overall Jersey City
Closed Circuit Security Program, with funding by the Urban Enterprise Zone. Currently there are only three
cameras, but cable has been installed for additional cameras in the future.
Advocacy for Appropriate Development
To achieve the vision and goals for Monticello Avenue, MCDC has advocated strongly for appropriate development along the corridor. Through their efforts, 10 buildings were spared from demolition between Astor
Place and Brinkerhoff. In addition, MCDC, McGinley Square Partnership (SID) and West Bergen/Lincoln
Park Neighborhood Coalition started the mission and worked with the Jersey City Parking Authority to save
the parking lot between Bergen and Monticello Avenues. During the sale of this property, it was agreed
by the developer to create a parking deck to accommodate both area residents and shoppers. Jackson Hill
Main Street SID will continue with moving Monticello Avenue.
Urban Land Institute’s Ten Principles for Retail Revitalization:
1. Great Streets Need Great Champions
2. It Takes a Vision
3. Think Residential
4. Honor the Pedestrian
5. Parking Is Power
6. Merchandise and Lease Proactively
7. Make It Happen
8. Be Clean, Safe, and Friendly
9. Extend Day into Night
10. Manage for Change
For more information, got ot the Urban Land Instiututes website:
http://www.uli.org/wp-content/uploads/2012/07/TP_NeighborhoodRetail.ashx_1.pdf


page 39


2a

Monticello Avenue

The Issue
Monticello Avenue is one of the primary business districts of the BCU
neighborhood area. It has a number of valuable amenities, including
older buildings with distinctive architecture and a number of active
community organizations. However, residents are concerned about its
empty storefronts and vacant buildings as well as problems related to
loitering, crime and drug activity.
Our Response
Fortunately, there are several efforts already underway for the
Monticello Avenue district. Jackson Hill Main Street Special
Improvement District is leading the Monticello Avenue revitalization
effort.
While the BCU Neighborhood Plan places high priority on
revitalization of Monticello Avenue’s commercial district, it leaves the
specifics of planning and implementation to efforts already in place
or under development (see What’s Happening on Monticello? on page
46). The focus of the BCU Plan in relation to Monticello Avenue is
therefore much more limited in scope. It includes:




Collaboration for Economic Development
BCU is committed to working with Jackson Hill Main Street
Special Improvement District, the City and other organizations
to coordinate planning efforts related to Monticello Avenue
and support implementation of revitalization projects. The
BCU vision and guiding principles and the ideas in the plans
should be consistent with one another. Where appropriate
and feasible we hope to identify joint projects that can be
implemented through a collaborative effort. Neighborhoodwide programs in the BCU Plan, such as the Neighborhood
Clean-up Program, street tree program, and bike routes and
bus stop improvements might provide additional opportunities
for collaboration when implemented in the Monticello Avenue
Redevelopment Area.
Residential Environment
BCU will work with Jackson Hill Main Street Special
Improvement District and other organizations to ensure that
residential areas in and around the Monticello Avenue business
district are addressed in planning efforts and tied into business
district revitalization activities.

page 40

2

Strengthen the Core


2

Strengthen the Core

2b


The Issue
Bergen Avenue and McGinley Square are thriving commercial areas
that residents enjoy and value. However, there are concerns about
parking and the lack of certain types of stores and services. While the
area has a number of beautiful older buildings, it also suffers from new
buildings that are “fortress like” and unfriendly. Narrow sidewalks,
poorly placed benches and inadequate lighting are also issues.
Our Response







McGinley Square Park
While the city has already developed a redesign for McGinley
Square Park, there may still be an opportunity to ensure that
the redesign responds to community needs and priorities.
Residents and the McGinley Square Partnership must be
involved in the upkeep and management of the park. Long
term there may also be opportunities to facilitate a larger scale
redevelopment of the park in conjunction with development
of a new parking garage/mixed use building on an adjacent
property.
Bergen Avenue Development Opportunities
There are a number of key development opportunities on
Bergen Avenue, and several property owners who are keen
to work with the community in facilitating redevelopment.
Coordinating efforts and ensuring that designs and uses are
consistent with the BCU Plan could have a significant impact
on the physical character and quality of Bergen Avenue.
Business Recruitment, Retention and Support
A business recruitment, retention and support strategy is
already in development. BCU members can support this effort
and help ensure its success.

page 41


3

A Clean, Safe + Secure Neighborhood

3

A Clean, Safe, + Secure
Neighborhood

Our vision describes a community that is clean and comfortable, where
people feel safe to walk at night, where community members know and
lookout for each other, and where the community has good relations
with the police.
Participants at the BCU planning workshops have defined safety and
security as their #1 priority. It is therefore the top priority of this plan.
This set of policies and actions describes how we are going to create
a safe and secure environment in the BCU neighborhood, through
neighborhood-based crime prevention programs, appropriate design,
and community involvement.
3a

Responding to Crime
 Partnering with the Jersey City Police Department
 “Take Back the Streets” Events
 BCU Neighborhood Watch
 “Weed and Seed” Program

3b

Street Lighting and “Defensible Space”
 Consistent Street Lighting
 Lighting on Buildings
 “Defensible Space”

3c

Traffic and Pedestrian Safety
 Parking Enforcement
 Sidewalk Improvements
 “Traffic Calming”

3d

Neighborhood Clean-up
 Neighborhood Clean-up Days
 BCU “Spruce-It-Up” Program
 Enforcement of Trash and Litter Laws

page 42

Crime watch programs help to coordinate
neighborhood-based crime prevention efforts. But
they have to be organized, supported and maintained.


3

Neighborhood

3a

Responding to Crime

The Issue
Residents feel that crime in the neighborhood is high, especially on
parts of Monticello Avenue and parts of the Crescent and Summit
Avenue neighborhoods where drug dealing, loitering and panhandling
are problems. They would like to see a stronger police presence, and
greater cooperation between the police and residents to prevent crime
and to respond to crime when it happens. There have been major
improvements on the avenue, however more improvements are needed.
Our Response


Crime Prevention Through
Environmental Design (CPTED)
The idea of ‘defensible space’ has been around a long
time. The basic idea is that the design of the environment
creates, or limits, opportunities for crime to occur. It can
also help people feel safer, and make it easier for people
to know each other, and look out for each other.
There are two key components to CPTED:



First, design of the environment should allow
people to see and be seen continuously. Ultimately,
this diminishes residents fear because they know
that a potential offender can easily be observed,
identified, and consequently, apprehended.



Second, people must be willing to intervene or
report crime when it occurs. By increasing the sense
of security in settings where people live and work,
it encourages people to take control of the areas
and assume a role of ownership. When people feel
safe in their neighborhood they are more likely
to interact with one another and intervene when
crime occurs.





Resources for more information:
National Institute for Crime Prevention’s CPTED
homepage
www.cptedtraining.net
International CPTED Association
www.cpted.net
Architect Oscar Newman’s homepage
www.defensiblespace.com



Partnering with Jersey City Police and Others
Work with the Jersey City Police Department, the Jersey City
Economic Development Corporation, schools, St. Peter’s
College and city leaders to develop a collaborative response
to neighborhood crime, with particular focus on those areas
where crime is highest and/or where residents feel the least
safe. Define specific strategies for specific neighborhood issues
and locations.
“Take Back the Streets” Events
Organize an event or series of events to engage residents in
reclaiming areas in the neighborhood where they feel they have
lost control. These could include rallies, festivals, “spruce it up”
days, or similar activities.
BCU Neighborhood Watch
Organize Neighborhood Watch programs in those areas where
crime is of greatest concern. Within each program, develop a
set of specific strategies that will involve residents and business
owners working with police and other organizations to address
local crime and safety issues. One possible initial effort could
target the selling of individual cigarettes, called loosies.
“Weed and Seed” Program
Organize a “Weed and Seed” program in collaboration with
local law enforcement to draw upon the ideas and resources
available through the US Department of Justice’s “Partnerships
for Safer Communities.”

 Download Oscar Newman’s book for free! See next
page...


page 43


3

Neighborhood

3b

Street Lighting and ‘Defensible Space’

The Issue
Some residents don’t feel comfortable walking around the
neighborhood at night. Inadequate lighting contributes to the feeling
of insecurity, as do poorly designed and maintained buildings and
public spaces.
Our Response






Consistent Street Lighting
Ensure continuous and consistent street lighting throughout
the BCU area, so that all streets and sidewalks are adequately
illuminated at night. Give priority to those areas in which crime
is of particular concern (see 1a, Responding to Crime).
Lighting on Buildings
Supplement street lighting with adequate lighting in public and
semi-public areas in front of buildings in the neighborhood.
Encourage residents and other property owners to install
appropriate lighting and leave their lights on at night.

Pedestrian-oriented lighting can enhance the
streetscape while also creating a safer environment.

“Defensible Space”
Promote “Crime Prevention Through Environmental Design”
(see explanation in right margin), helping developers, residents,
businesses and building owners/managers to understand the
basics of defensible space design and to implement guidelines,
as possible, on their properties. Examples include keeping
landscaping pruned so that front doors and windows are visible
from the street, and discouraging walls and other features that
create ‘dead zones’ along streets.

Get the book!
Architect Oscar Newman coined the term ‘defensible
space’ and wrote a handbook on the concept, with guidelines for implementing it in communities. It is available
for free download at:
www.defensiblespace.com/book.htm

page 44


3

Neighborhood

3c

Traffic and Pedestrian Safety

The Issue
Improper parking, narrow sidewalks, and unsafe traffic intersections
create hazards in the neighborhood for pedestrians and motorists.
Our Response



“Traffic calming” is a widely used set of strategies for
creating pedestrian-friendly (and safer) neighborhoods.







Parking Enforcement
Enforcement of existing parking regulations can help address
many of these issues, especially related to double parking and
obstruction of sidewalks.
Sidewalk Improvements
Improve and widen sidewalks in those areas where sidewalk
conditions create an unsafe pedestrian environment.
“Traffic Calming”
Explore opportunities for “traffic calming” designs and
improvements, especially in residential areas. These include
“sidewalk bump outs” (pedestrian crossing areas where the
sidewalks are widened into the parking area); textured paving;
raised crosswalks and/or speed bumps.
EPA Walkability Audit in 2012. Municipal departments formed
a team to address issues identified during the audit.
Great Neighborhood Action Team hosted workshops in
2011 with the Jersey City Dept. of Public Works. We’ve just
been notified that this has led to the Jersey City Engineering
Department’s reciept of a $350,000 street improvement grant.
The grant will support improvements in certain parts of the
BCU neighborhood

What is “Traffic Calming”?

Traffic might be part of life in the city, but there are strategies to reduce its negative effects. A number of techniques can slow traffic down, make it safer and easier
to cross the street and generally create safer and more pleasant streets. Below are some pictures of different techniques. A good place to go for more information is
www.trafficcalming.org. Another good resource is the book Traffic Calming: State of the Practice, published in 1999 by the Institute of Transportation Engineers.
Raised and textured crosswalks tell drivers that pedestrians share the road. They also raise the height of people crossing the street so they are more visible to drivers, reducing
accidents. The raised area serves as a speedbump, forcing motorists to slow down.

In a bulbout or neckdown the sidewalk is reshaped so that it bulges out, narrowing the intersection. This technique shortens the distance pedestrians need to cross the street and
improves their visibility. It also forces turning cars to slow down. Traffic circles are a good way to slow speed and reduce accidents. If well maintained, they also can add a small
island of green in the streetscape.


page 45


3d

3

Neighborhood

Neighborhood Clean-up

The Issue
Areas of the neighborhood that are dirty and run down help reinforce
the feeling that it is unsafe, and that it is a place people don’t care
about. Residents have a strong interest in seeing the area cleaned up.
Our Response
Some of the areas we can focus on in response to this issue include:






Neighborhood Clean-up Days
Residents can play a lead role in clean-up efforts through
regularly scheduled and organized community clean-up days.
This will help create both a sense of safety (because the area
will look nicer) as well as real safety, because residents will get
to know each other better through the clean-up process.

Neighborhood cleanup

BCU “Spruce It Up” Program
Encourage property owners to spruce up their properties (e.g.,
paint, improve landscaping, remove garbage, etc.) through an
organized “Spruce It Up” program that combines technical and
financial assistance with a highly visible community recognition
program for participating property owners.
Enforcement of Trash and Litter Laws
Enforcement of laws requiring trash to be picked up and
properties to be maintained can help ensure that property
owners are held responsible for keeping their properties clean.

page 46

Spruce it up


4

A Sustainable and Vibrant
Neighborhood

4

A Sustainable and Vibrant Neighborhood

Our vision describes a community that is green, safe, comfortable,
lively and welcoming—a place that has all the characteristics of an
“urban village.”
This set of policies and actions describes how we are going to create a
village-like environment in the BCU neighborhoods, by creating and
maintaining green spaces, street trees and small gardens; promoting
appropriate design; addressing parking issues; and encouraging
biking and transit use.
Mixed housing options

4a

4b

“Greening” and Improving the Neighborhood
 Tree Planting Campaign
 McGinley Square Park
 Community Gardens
 Property Maintenance and Enforcement

4c

Transportation Infrastructure
 New Parking Facilities
 Shared Parking
 Orderly Use of Existing Parking Areas
 Bike Routes and Facilities
 Transit Facilities
 Non Rush Hour Transportation Options

4d

Neighborhood Design
 Neighborhood Design Guidelines
 Neighborhood Signage
 Historic District
 Planning Documents - Revitalization & Physical Plans

4e

Integrating arts and culture

Housing Mix and Affordability
 New Affordable Housing
 Mixed Use Development
 Mixed Income Housing
 Housing Rehabilitation
 Homeownership Programs

Integrating Arts and Culture
 Art Programs
 Cultural inclusion and celebration


page 47


4a

Housing Mix and Affordability

4

Neighborhood

The Issue
Housing prices in Jersey City and the BCU neighborhood had been
increasing rapidly until the market crashed a few years ago. Rental rates,
however, have remained steady and with increased demand are also
increasing. This makes it hard for current residents to stay and for new low
or moderate income residents to move in to the neighborhood. The burden
is especially hard for seniors and others on fixed income. Another issue is
that the neighborhood has a very high level of rental housing. Renters are
more vulnerable to being displaced by price increases, plus the low rate of
homeownership means that fewer residents are invested in the neighborhood
long-term.
Our Response










New Affordable Housing
The development of new affordable housing in the BCU
neighborhood can help alleviate the current price squeeze. A focus
on creating affordable ownership opportunities could be particularly
beneficial. Affordable housing developments should be designed and
maintained so that it reflects the values expressed in this plan. These
developments should be the model of what we are trying to achieve!
Mixed Use Development
New or rehabilitated mixed use developments can create housing
above retail and offices where appropriate, not only providing
additional housing, but also providing customers for local businesses.
Mixed Income Housing
Mixed income housing can help achieve neighborhood diversity
goals by providing housing opportunities for households at different
income levels. An “inclusionary zoning” ordinance for Jersey City,
requiring that twenty percent of all new housing units built in the
city are affordable to low and moderate income households, could
also help ensure a mix of housing prices for a diversity of income
levels.
Housing Rehabilitation
Housing rehabilitation helps maintain and improve the quality of
housing. Where possible, rehab funding (grants or low interest
financing) should be linked to affordability provisions.
Homeownership Programs
New and potential residents often need help finding resources that
will allow them to buy a new home or stay in their existing home.

page 48

Housing options


4

Neighborhood

4b

“Greening” and Improving the Neighborhood

The Issue
Parks, trees, garden spaces, and well-maintained buildings and
properties help make urban neighborhoods livable. Residents are
concerned about the lack of park space, street trees and greenery
in general. They are also unhappy with the size and design of
McGinley Square Park, and with the poor maintenance of some
buildings and properties in the area. Some green spaces, like the
community gardens, are not well used and need to be made more
accessible.
Our Response








Street trees have a dramatic impact on neighborhood character and the feeling of being a “green”
neighborhood.


Tree Planting Campaign
Planting street trees has an immediate impact on the
neighborhood greenery, with benefits that grow with time.
Resources are available to support tree planting. All that is
needed is coordination and focused effort.
McGinley Square Park
McGinley Square Park is prominently located, but poorly
designed and in disrepair. Renovation of the park should
be a priority, ensuring that community concerns and needs
are considered in the design and development process. Also,
if St. Peter’s College proceeds with development of a new
parking facility on the adjacent property, efforts should be
made to expand McGinley Square Park.
Community Gardens
Community gardens add greenery to the neighborhood
and provide recreational opportunities for residents. These
gardens need to be improved, maintained and made
accessible.
Property Maintenance and Enforcement
Jersey City has strong laws requiring landscaping in all
new developments. These laws need to be enforced. Also,
the City has codes and other regulations that require all
buildings and properties to be maintained in good (and
safe) condition. The existing regulations need to be more
consistently enforced. They provide a useful tool for
addressing some neighborhood quality issues.

page 49

APA-NJ CPAP - BCU Final Plan

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to APA-NJ CPAP - BCU Final Plan

Similar to APA-NJ CPAP - BCU Final Plan (20)

More from APA-NJ

More from APA-NJ (20)

Recently uploaded

Recently uploaded (20)

APA-NJ CPAP - BCU Final Plan