And they shall be mine, saith the LORD of hosts, in that day when I make up my jewels; and I will spare them, as a man spareth his own son that serveth him.

Malachi 3:17

2

Table of ContentsExecutive Summary .................................................................................................................................... 3

Background ................................................................................................................................................ 4

Vision ........................................................................................................................................................ 5

Goals ..................................................................................................................................................... 6–9

Initiative Outcomes ................................................................................................................................... 10

Acknowledgments ..................................................................................................................................... 11

Appendices .............................................................................................................................................. 12

3

EXECUTIVE SUMMARY:After more than 23 years of demonstrated commitment to this neigh-borhood, Eastern Star Church (ESC) is taking new steps to further live out its mission. With the creation and implementation of this commu-nity development plan, ESC is committing to inspiring positive change in this neighborhood and the lives of people who reside here.

This neighborhood is blessed with strong assets such as schools, public safety facilities, a library, parks, available public transporta-tion, but it also has many significant challenges. Data gathered about the 46218 zip code and the more proximate area in a mile radius around the church paints a bleak picture of the long-term effects of poverty and broken families in this neighborhood. High poverty rates and unemployment, low household income and home values, and virtually no access to financial services and healthy food options are all disturbing indicators of a neighborhood in economic decline.

ESC is compelled by the church’s mission and faith to reach out and work to improve the quality of life in this community. Neighborhood residents provided input and feedback about the ideas in this plan, and community and congregation leaders digested the data and the neighbor input in multiple planning sessions. The final plan describes strategies that will help us achieve four important action-oriented goals:

Build a sense of community among the people who live and work in this neighborhood.

Enhance the range of housing options available within a one-mile radius of Eastern Star Church.

Grow the overall financial security of residents living in this neighborhood.

Enhance both formal and informal educational opportunities available for neighborhood residents.

These goals are tightly linked; all must be addressed to truly improve the community, and all require support from many partners from both inside the neighborhood and the larger community if they are to be achieved. The strategies in this plan describe the types of partner-ships that ESC will develop to bring program resources, financial investments, and other community infrastructure assets to this neigh-borhood. ESC is also committed to investing financially as a congre-gation to jump-start the housing initiatives described in the plan and to provide staff support to leverage community partnerships.

The church is realistic about the time commitment required to effect community change and recognizes that it must focus on rebuilding trust and working collaboratively as a true partner to be successful. A decade or more of sustained effort will be required to realize the true impact of the work outlined in this plan. The expected outcomes for the first five years of the work include:

Q 25-30 individual/family buyers will move into new homes in this neighborhood.

Q A functioning and self-sustaining neighborhood association will be established.

Q Eastern Star Church will be one of many financial investors in this neighborhood.

Q The decades-long decline in economic indicators for this neighborhood will be stabilized or show positive improvement.

The following pages lay out the community development vision, goals, and strategies, followed by appendices with the background data that supports this plan.

4

BACKGROUND:The mission of the Eastern Star Church ministry is evangelism and discipleship. The church is committed to the great commission instituted by Jesus Christ. It is focused on ministering to the unsaved and nurturing and developing those that are saved (Matthew 28:18-20). By connecting evangelism and discipleship in 21st century terms to the tangible needs of the community, this initiative provides an opportunity for ESC members and partners to encourage and empower people directly.

ESC has been a part of the community since 1920 with the first church located at 1200 E. 17th Street in downtown Indianapolis. The move to 2201 Columbia Avenue later solidified the church’s commitment to the spiritual demands of growing African-American families in the area. As the church continued to grow over several decades, the relocation of the church at 5750 E. 30th Street, allowed the church to expand services to not only its members, but also to the ever-growing needs of the surrounding community.

Eastern Star Church Care, established in 2001 as JEWEL Human Services, provides a variety of services to address the needs of the less fortunate, including a food/clothing pantry, emergency assistance, local/global missions, and counseling services. ESC Care also partners with area service organizations to connect both members of the church and the greater Indianapolis community with programs that focus on more specific needs.

One of the most essential requirements for a healthy, viable community is affordable living accommodations. JEWEL Properties was established by Eastern Star Church in 2008, offering individuals and families safe, reasonably priced rental units that are maintained by the church.

Eastern Star Church’s Main Campus is on the eastern edge of the 46218 zip code, an area of the city with an overwhelmingly African-American population (73%). According to the U.S. Census Bureau’s 2010-2014 American Community Survey Five Year Estimates:

Q 38.2% of the residents in 46218 (compared to 21% of Marion County residents) are living at or below the poverty line.

Q Household income for residents is $25,292 (versus $42,378 for Marion County residents).

Q Unemployment is 4.6%, compared to 4% for Marion County residents.

Q The area has a significant lack of healthy food/grocery options as well as minimal choices for non-predatory financial services.

Rather than trying to tackle the overwhelming needs of the entire 46218 area, ESC believes it can make the biggest impact closer to home, and will focus initial efforts on the one-mile radius around its Main Campus. This radius does extend slightly outside the eastern border of the 46218 area, though the data for the six census tracts that make up the focus area present an even starker picture of a neighborhood in decline.

Q Between 11% and 28% (depending on the census tract) of the nearly 6000 housing units in this area are vacant.

Q Following the 2008 financial crisis, home real estate prices generally have begun to recover – but not for homeown-ers in this area. Homes in all six of these census tracks declined in value between 2010 and 2014.

Q Most disturbing, the cost burden for housing (the percent of a residents’ income that is spent on housing) is alarmingly high. Conventional public policy indicators suggest that no more than 30% of a household’s income should be spent on housing; the cost burden in this area varies from 42% to 61%.

While this data about the church’s immediate neighborhood is disturbing, there are also many assets in the area that the community can build on. A fire station, a branch library, schools and daycare facilities, parks, and many employers with (collectively) hundreds of jobs are available in the mile radius around the church. Many families in this area seek a better life for themselves and their children, and Eastern Star Church’s ongoing commitment to evangelism and discipleship means there are many volunteers from the congregation already engaged in outreach ministries and many partnerships already in place with other community programs.

Eastern Star Church is compelled by its mission to serve, and commit-ted to the hard work of inspiring collective action for community ben-efit. The plan on the following pages outlines the activities ESC will pursue to deepen its commitment to the neighborhood it calls home.

Figure 1:The ROCK Initiative (one-mile radius)

E. 30th St.

E. 38th St.

Fran

klin R

d.

Em

erson

Ave.

E. 16th St.

E. 10th St.

E. 21st St.

E. 42nd St.E. 42nd St.

465

465

N. S

herm

an D

r.E. 34th St.

N. A

rling

ton

Ave.

Sh

adelan

d A

ve.

Massachuse

ts Ave

7070

5

VISION:

Exalted by faith, we are committed to building partnerships and securing resources to nurture a sustainable community where neighbors care about improving their own lives and

each other’s.

6

KEY STRATEGIES: Q As part of the multi-family facility, create business/vendor spaces to provide services that meet the needs of local residents

(e.g. financial services, counseling, community meeting space, food co-op, etc.).

Q Develop and implement a branding strategy for the neighborhood, drawing on the area’s historical strengths and successes.

Q Support the Indianapolis Metropolitan Police Department in its efforts to build relationships with the people who live in the area and advocate with IMPD to ensure they are aware of community issues and needs.

Q Spearhead the development of a self-sustaining neighborhood association for the area immediately surrounding the church.

Q Advocate with the city for infrastructure improvements (e.g. sidewalks, streets, streetlights, bike lanes, and reduced speed on thoroughfares) to improve the overall safety and walk-ability of the area.

Q Host neighborhood celebrations, meetings and education programs to build fellowship among the generations of people living in the area.

Q Advocate with legislators to pass effective policy initiatives (e.g. addressing food desert issues), and address enactments that disproportionately affect minority communities.

Q Support initiatives that address food desert solutions for the 46218 area.

Q Involve church ministries (e.g. Women of the Word, Men of Purpose, Senior Saints, recreation leagues, etc.) in additional outreach efforts to spread compassion and welcome participation from neighborhood residents.

Q Explore opportunities for existing programs that support stable families and neighborhoods to enhance and/or expand their programming into this neighborhood.

Q Expand counseling services to help families stay strong.

GOAL 1:Build a sense of community among the people who live and work in this neighborhood.

7

KEY STRATEGIES: Q Through partnerships with housing and community development organizations, build 25-30 new housing units on land owned by the

church.

Q Develop a mixed-use facility, including ground floor space to house a variety of community-focused services (e.g. counseling programs, financial services, community meeting space, business opportunities, etc.).

Q Develop partnerships to rehab owner-occupied homes in the area.

Q Expand the number of church-owned rental units.

Q Partner with the legal community to help area residents understand their rights in landlord tenant disputes.

GOAL 2:Enhance the range of housing options available within a one-mile radius of Eastern Star Church.

8

KEY STRATEGIES:

Q Encourage non-predatory financial services to locate in the neighborhood.

Q Offer educational programs (e.g. credit counseling, credit repair, financial literacy, financial management, banking basics, etc.) to help residents improve their financial health.

Q Offer to provide case management services for neighbor businesses to encourage them to hire local residents.

Q Partner with Employ Indy and others to expand job access for people who have been previously incarcerated or who have been unemployed for a long period of time.

Q Partner with the legal community to offer information about expungements and help qualified individuals move forward with the process.

Q Advocate with the City-County Council to ensure public transit plans meet the needs of neighborhood residents, enabling better access to jobs and non-emergency services.

Q Explore partnerships in creating an investment opportunity to offer ride-sharing or car-sharing services for neighborhood residents.

GOAL 3:Grow the overall financial security of residents living in this neighborhood.

9

KEY STRATEGIES:

Q Develop partnerships to offer an ongoing series of educational programs to help residents develop the skills to become more self-sufficient (e.g. home ownership training, managing your personal finances to achieve short-term and long-term goals, advocating for your child’s education, career options/advancement, transit plan implications, accessing community resources, healthy eating/healthy living options, etc.).

Q Leverage church and community resources to help improve K-12 educational institutions in the neighborhood, including Arlington Woods IPS School 99.

Q Partner with youth programs to provide after-school programming in school facilities or at the church.

Q Partner with programs that provide job-training certifications for positions that are easily accessible by walking or by bus (e.g. hospitality industry downtown or neighborhood businesses).

Q Continue working with Early Learning Indiana to offer early childhood education opportunities on the church campus.

Q Become an Enroll Indy site to enable parents to select the public school education option that best meets the needs of their children.

Q Partner with programs that help school dropouts achieve a GED.

Q Promote the importance of college readiness, and help individuals navigate the processes for applications and financial aid.

GOAL 4:Enhance both formal and informal educational opportunities available for neighborhood residents.

10

THE ROCK INITIATIVE OUTCOMESThe work described in this plan represents a long-term plan for comprehensive community development. ESC’s short-term expectations (within five years) are simple but powerful:

Q Individual/family buyers will move into 25-30 new homes in this neighborhood. This portion of the plan is already under way, with new homes being built in partnership with Habitat for Humanity scheduled to be completed in 2017. Ultimately, Eastern Star Church and its partners plan 25-30 total units for development over the next five years.

Q A functioning and self-sustaining neighborhood association will be established. A strong neighborhood association of concerned advocates who can effect change will be critical to the overall success of this plan. ESC is committed to recruiting neighborhood leaders, working with them to build skills and trust, and ensuring they are connected with community development resources to ensure that an effective and self-sustaining neighborhood group develops.

Q Eastern Star Church will be one of many financial investors in the neighborhood. ESC has already committed to developing new housing units and to providing staff support to spearhead the initiatives in this plan. However, completion of the entire plan will require ESC to involve many partners. By developing partnerships with the city, corporations, individual investors, and nonprofit organizations, ESC is committed to bringing additional financial investments into this neighborhood to strengthen the community for both residents and employers. (A list of ESC’s current partners is included in the appendices).

ESC recognizes that it likely will take a decade or more for the true impact of this work to be seen:

Q The decades-long decline in economic indicators for this neighborhood will be stabilized or show positive improvement. Examples include (from the data in the appendices):

Q The percentage of neighborhood residents living in poverty will decline.

Q The median home value of homes in the area will increase.

Q The median income of residents will increase.

Q The percentage of households spending more than 30% on housing costs will decline.

Q The number of family households headed by a husband and wife will exceed the number of family households headed by women with no husbands present.

Q There will be options for non-predatory financial services and healthy grocery choices within walking distance for residents.

11

ACKNOWLEDGMENTS This community development outreach plan has been developed with both quantitative research about the geographic area (included in the appendices) and qualitative interviews and focus groups with area residents, members of the Eastern Star Church congregation, and many current and potential community partners. Over a four-month period in late 2016 and early 2017, the team met multiple times to develop this plan; draft plans were reviewed with many stakeholders prior to the adoption of this final plan. Thanks to the Eastern Star Church and ESC Care Center staff, and everyone who participated on the planning committee:

Jeff Bennett, Deputy Mayor of Community Development, City of Indianapolis

André Carson, U.S. Representative, Indiana’s 7th Congressional District

Alpha Garrett, Director of Communications, Eastern Star Church

Ashley Gurvitz, Senior Legislative Assistant, Indiana House of Representatives

David Hampton, Deputy Mayor of Neighborhood Engagement, City of Indianapolis

Jay F. Hein, President, Sagamore Institute

Davita Johnson, Director of Facilities, Eastern Star Church

Jeffrey A. Johnson, Sr., Senior Pastor, Eastern Star Church

Randall Lewis, Executive Director, Purdue University’s Krannert Professional Development Center; Elder, Eastern Star Church

Lukau Matuka, Marketing, Team Lead-Journey Engagement, Genesys; Elder, Eastern Star Church

Marnie Maxwell, Principal, Maxwell Associates, Inc.

Dodi Moncrief, Outreach Manager, Eastern Star Church Care

Anthony Murdock, Executive Pastor, Eastern Star Church

Victoria Ortega, Management & Program Analyst for the Federal Government

David Pack, Chief Executive Officer, Trinity Financial Consulting

James Poore, Owner and Operator, McDonald’s of Central Indiana; Elder, Eastern Star Church

Columbus Ricks, Sergeant, Indianapolis Metropolitan Police Department

Darnaé Scales, Director, Eastern Star Church Care

Robin Shackleford, Representative, Indiana House of Representatives, District 98

William Shrewsberry, President/ Chief Executive Officer, Shrewsberry & Associates; Elder, Eastern Star Church

Nancy Silvers Rogers, Executive Director of Ministries, Eastern Star Church

Roger L. Spurgeon, Commander, Indianapolis Metropolitan Police Department

12

AppendicesA) Zip code comparisons to county:

· Population (Figure 2)

· Ethnic demographics (Figure 3)

· Living in poverty (Figure 4)

· Single/married households (Figure 5)

· Rental/home ownership (Figure 6)

· Average annual income/earnings (Figure7)

· Unemployment rate (Figure 8)

· Food desert map (Figure 9)

B) City data regarding:

· Payday loans (Figure 10)

· Homeless population (Figure 11)

C) Key Data (Within one-mile radius of ESC Main Campus):

· Assets map (Figure 12)

· Census tract data (Figure 13)

· Grocery stores (Figure 14)

D) 2017 ESC Care Center Community Partners (Figure 15)

APPENDIX APopulation (Figure 2)

E 42nd St E 42nd St

38th St 38th St

E 34th St

Massachusetts Ave

E 30th St

E 25th St

E 21st St

E 16th StE 16th St

N Keystone Ave

Emerson Ave

N Sherman Dr

N Ritter Ave

Ralston Ave

Hills

ide Av

e

Dr Andrew J Brown Ave

E Fall

Cree

k Pkw

y N Dr

Population of 4621829,124

Population of Marion County919,336

46218 Source: U.S. Census Bureau, 2010-2014 American Community Survey 5-Year Estimates

Marion County Source: U.S. Census Bureau, 2010-2014 American Community Survey 5-Year Estimates

Marion County

46218

APPENDIX AEthnic Demographics (Figure 3)

46218Total Population: 29,124

Black21,248

White5,454

Hispanic1,602

Asian149

Other49

Marion CountyTotal Population: 919,336

Black245,439

White538,599

Hispanic88,171

Asian20,605

Other22,164

46218 Source: U.S. Census Bureau, 2010-2014 American Community Survey 5-Year Estimates

Marion County Source: U.S. Census Bureau, 2010-2014 American Community Survey 5-Year Estimates

46218Population with income at or above poverty level in 2014

Marion CountyPopulation with income at or above poverty level in 2014

At or AbovePoverty Level

17,670

At or AbovePoverty Level

710,873

Below Poverty Level

11,454

Below Poverty Level

208,463

46218 Source: U.S. Census Bureau, 2010-2014 American Community Survey 5-Year Estimates

Marion County Source: U.S. Census Bureau, 2010-2014 American Community Survey 5-Year Estimates

APPENDIX ALiving in Poverty (Figure 4)

46218Total Households in 2014: 11,573

Marion CountyTotal Households in 2014: 366,176

Male Householder,No Wife Present

807Female Householder,No Husband Present

3,719

Husband &Wife Family

2,643NonfamilyHouseholds

4,404

Male Householder,No Wife Present

20,345

Female Householder,No Husband Present

62,773

Husband &Wife Family

135,219

NonfamilyHouseholds

147,838

APPENDIX ASingle/Married Households (Figure 5)

46218Total Occupied Housing Units in 2014: 11,573

Population in Renter-Occupied

Housing Units

14,506

AverageHousehold Size

2.67

RenterOccupied

5,429

Owner Occupied

6,144

Marion CountyTotal Occupied Housing Units in 2014: 366,176

Population in Renter-Occupied

Housing Units

369,517

AverageHousehold Size

2.32

RenterOccupied159,195

Owner Occupied206,981

APPENDIX ARental & Home Ownership (Figure 6)

Income in the past 12 months–in 2014 inflation-adjusted dollars–

5 year estimate

0 $10,000 $20,000 $30,000 $40,000 $50,000

46218

$25,292

Marion County

$42,378

APPENDIX AAverage Annual Income/Earnings (Figure 7)

Unemployment RateOctober 2016–Indiana Department of Workforce Development

0 1 2 3 4 5

46218

4.6% (1,340 Hoosiers)

Marion County

4.0% (23,713 Hoosiers)

APPENDIX AUnemployment Rate (Figure 8)

APPENDIX AFood Desert Map (Figure 9)

Resources on Food Deserts

www.ers.usda.gov/webdocs/publications/err143/33845_err143.pdf

www.indianapublicmedia.org/news/lawmakers-propose-fixing-problem-food-deserts-92065/

www.wfyi.org/news/articles/childhood-obesity-and-food-swamps

FOOD DESERT MAP OF 46218 LOW INCOME AND LOW ACCESS 1 AND 10 MILES (LIGHT GREEN)

LOW INCOME (LIGHT BLUE)

APPENDIX BPayday Loans (Figure 10)

23.0%

27.4%

18.2%

31.4%

12.4%

22.5%

36.7%

28.4%

City Profile: Indianapolis

Distribution of Financial Services Branches, by Neighborhood Income

Proportion of Neighborhoods Containing a FinancialServices Branch, by Neighborhood Income

Brookings analysis of data from the Indiana Department of Financial Institutions, the Federal Deposit Insurance Corporation, infoUSA, and the U.S. Census Bureau. Theestimates in these analyses were generated using the best available data, but should be treated as estimates nonetheless. *Because we lack reliable data on pawn loanfees, they are not included here. Alternative financial service providers include any non-bank institutions that offer check cashing, payday loans, and/or pawn loans.Neighborhood income represented by census tract. Income groups were determined using national neighborhood income quartiles where median neighborhood income isgreater than $0 (low income is $37,146 or less; lower middle income is between $37,147 and $48,258; higher middle income is between $48,259 and $64,190; and highincome is $64,191 or greater). Census tracts that are not fully contained within city boundaries are included in this analysis only if more than half of tract populationfalls inside the city. Financial services data are current as of 2006; neighborhood income data are from 1999 and have been adjusted to 2006 dollars using the Bureauof Labor Statistics' CPI Research Series.

Banks and Credit Unions Alternative Financial Service Providers

Basic Financial Services Infrastructure (estimates)

City boundary

Bank or credit union

Alternative financial service provider

Low income

Lower middle income

Higher middle income

High income

47%

59%

72% 73%

61%

42%

61%

46%43%

48%

Low Income Lower MiddleIncome

Higher MiddleIncome

High Income City

Number of non-bank check cashers 162 Number of payday lenders 130

Total value of checks cashed $373,573,158 Total value of payday loans $227,133,747

Total fees on checks cashed $9,339,329 Total fees on payday loans $36,909,234

Number of pawnshops 29 Number of banks and credit unions 318

Total value of pawn loans* $6,972,495 Major banks, by number of branchesChase, National City, Charter One, Sky,Fifth Third

Data source: Brookings analysis of data from the Indiana Department of Financial Institutions, the Federal Deposit Insurance Corporation, infoUSA, and the U.S. Census Bureau.

PAYDAY LOAN, PAWN SHOPS, AND CHECK CASHING MARION COUNTY AND STATE OF INDIANA BASED STATISTICS

Q Most payday borrowers make less than $30,000 a year and nearly half default on a payday loan.

Q The average loan in Indiana is $317; In Indiana, a payday loan payment consumes 36% of the typical borrower’s biweekly paycheck. That’s more than what most payday borrowers spend on food!

Q Payday lenders collected more than $70 million in finance charges from Hoosiers in 2015.

Q More than 40% of Indiana’s black population lives in Marion County, which has 92 or 71% payday loan storefronts.

Q Repeated use of payday loans is linked to a higher rate of moving out of one’s home, delaying medical care or prescription drug purchases, and even filing for Chapter 13 bankruptcy.

Q “Without savings, it is impossible for a household to become economically independent. Without asset building stakeholders, communities may experience instability and a decline in economic growth.”

APPENDIX BHomeless Population (Figure 11)

Table 1: Sheltered and unsheltered individuals, Marion County, January 2013–2016

2013 2014 2015 2016% change2015–2016

2013 2014 2015 2016% change2015–2016

19°F

861

594

24

120

151

320

1,599

-3°F

991

810

22

74

161

370

1,897

15°F

817

715

23

111

136

389

1,666

23°F

877

600

12

130

156

326

1,619

—

+7.3%

-16.1%

-47.8%

+17.1%

+14.7%

-16.2%

-2.8%

Low temperature night of the count

Persons in emergency shelters

Persons in transitional housing

Persons in Save Havens*

Persons unsheltered

Number of families

Veterans

Total

25%

22%

77%

4%

24%

19%

78%

4%

28%

18%

79%

3%

25%

19%

77%

3%

-3%

+1%

-2%

0%

Veterans as a percent of the adult population

Percent under 18 years old of total poplulation

Percent 18–62 years old of total population

Percent over 62 years old of total population

*According to HUD, a Safe Haven is a form of supportive transitional or permanent housingserving hard to reach people with severe mental illness, who are in unsheltered locationsand have been unwilling or unable to participate in supportive services. It is a separate category from transitional or emergency shelter.

APPENDIX CAssets Map (Figure 12)

Census Tracts Near Eastern Star ChurchYear 3601.01 3601.02 3506 3523 3602.01 3603.02

Total Population

2010 2,484 2,714 4,640 1,477 3,755 2,561

2011 2,644 2,422 5,000 1,764 3,764 2,307

2012 2,503 2,326 4,838 1,786 4,016 1,907

2013 2,374 1,993 4,997 1,772 4,021 1,610

2014 2,262 2,278 4,633 1,643 4,093 2,240

Housing units

2010 1,164 1,315 2,233 780 1,772 1,200

2011 1,202 1,307 2,370 860 1,790 1,216

2012 1,194 1,284 2,333 835 1,770 1,236

2013 1,193 1,285 2,263 822 1,779 1,245

2014 1,226 1,308 2,186 792 1,782 1,171

Percent Vacant

2010 18% 16% 15% 28% 12% 30%

2011 18% 17% 17% 29% 12% 36%

2012 20% 18% 18% 28% 6% 42%

2013 24% 23% 14% 27% 8% 47%

2014 25% 21% 16% 27% 11% 28%

Median Home Value

2010 $70,400 $63,300 $66,600 $61,500 $80,800 $60,700

2011 $69,000 $61,200 $64,500 $66,700 $80,500 $61,000

2012 $68,400 $57,800 $61,400 $67,100 $77,000 $56,300

2013 $68,400 $58,800 $60,800 $58,100 $76,600 $56,100

2014 $66,400 $59,300 $61,000 $54,500 $76,400 $57,600

Median Income

2010 $22,568 $24,451 $33,793 $26,493 $29,080 $24,414

2011 $21,625 $23,943 $33,325 $28,625 $30,821 $23,493

2012 $16,467 $23,787 $33,759 $28,966 $30,263 $24,128

2013 $16,295 $22,045 $35,743 $25,476 $30,893 $24,432

2014 $16,431 $22,578 $31,607 $25,208 $31,813 $24,205

Percentage Receiving Public Assistance

2010 7.5% 6.7% 2.5% 5.5% 7.8% 8.9%

2011 6.1% 3.8% 2.7% 5.9% 5.2% 8.3%

2012 4.8% 5.2% 2.4% 6.6% 5.1% 5.7%

2013 2.9% 4.5% 3.5% 6.0% 4.2% 9.4%

2014 2.3% 3.0% 3.2% 7.4% 3.7% 5.0%

Cost burden*

2010 43.0% 46.0% 39.3% 52.4% 48.4% 53.5%

2011 43.8% 45.4% 40.4% 59.8% 45.1% 65.3%

2012 45.8% 46.0% 39.5% 52.8% 40.7% 62.3%

2013 46.0% 51.5% 42.5% 46.0% 39.5% 63.1%

2014 47.2% 46.9% 43.9% 47.8% 42.6% 60.6%Data Source: US Census Bureau. American Community Survey, Five-Year Estimates *Cost Burden is the percentage of households spending more than 30% income on housing costs

APPENDIX CCensus Tract Data (Figure 13)

APPENDIX CGrocery Stores (Figure 14)

GROCERY OPTIONS IN 46218

Data source: Google Maps

Organization Address/Website Contact Information Brief Description/Benefit

COMMUNITY DEVELOPMENT

Martindale Brightwood CDC 2855 N. Keystone Ave. Ste. 130Indianapolis, IN 46218

Josephine RogersExecutive Director jrogers@mbcdc.org

Community Development Corporation

Indianapolis Neighborhood Resource Center (INRC)

708 E Michigan St., Indianapolis, IN 46202

Ashlee WeaverNeighborhood Development Specialist(317) 920.0330 x307

Help to establish neighborhood associations

Local Initiative Support Coalition (LISC)

202 E Market St., Indianapolis, IN 46204

Bill TaftExecutive Director (317) 454-8496 wtaft@lisc.org

The local office of a national organization that helps resident-led, community-based development organizations transform distressed communities and neighborhoods into healthy ones — good places to live, do business, work, and raise families. By providing capital, technical expertise, training, and information, LISC supports the development of local leadership and the creation of affordable housing; commercial, industrial, and community facilities; businesses; and jobs. In short, they help neighbors build communities.

EDUCATION

Arlington Woods Elementary—School #99(15+ years partnership)

5801 E. 30th St., Indianapolis, IN 46218

(317) 226-4299 Contacts: Principal Tihesha Guthrie-Henderson and Parent Liaison: Gail Fox

Provide quality elementary school education for children in the community.

Early Learning Indiana(New partnership in 2015)

5750 E. 30th St., Indianapolis, IN 46218

(317) 986-7574 Contact: Rita Goodridge, Office Manager

Provide high quality pre-school education and daycare for children in Indianapolis/Indiana. Benefit: Location and quality.

Enroll Indy(New partnership in 2016)

1630 N. Meridian St. , Indianapolis, IN 46202

(877) 88E-NROLLContact: Lauren Peterson, Community Engagement & Outreach

To empower families to select schools that meet their children’s needs by creating a one-stop enrollment process. Benefits: Allow parents in our community to find quality education options within IPS boundaries and choose best fit school for their child.

Raytheon 6125 E 21st St., Indianapolis, IN 46219

Michelle BallengerMichelle.C.Ballenger@raytheon.com

Donating computers/ laptops to School #99 to ensure that students are able to prepare and take the ISTEP exam.

EMPLOYMENT

Employ Indy WorkOneYouth Build Indy(5 years+ partnership)

2525 N. Shadeland Avenue, Indianapolis, IN 46219www.workoneindy.con

Contact: Katrina OwensManager Penny Dunning Director (317) 449-9290

Certification in healthcare, business, computer support, manufacturing production and logistics (all programs free). Career counseling, resume development, interviewing skills, etc.Benefits: Free employment training and development to the community.

Goodwill Industries 1635 W. Michigan St. | Indianapolis, IN 46222

Betsy DelgadoVice President bdelgado@goodwillindy.org

Offers employment and education and free training services for clients.They also have Nurse/ Family Partnership Program that offers services to first-time, low income expecting mothers

EXPUNGEMENT/RE-ENTRY

Expedited Expungements N/A (317) 540-8165 Contact:Shakisha Bell, Certified Paralegal

Bring awareness to ex-offenders of the Second Chance Law and right to have criminal convictions cleared from their records. Benefits: Affects ones housing, educ., food, employment, finances, drivers license

Neighborhood Christian Legal Clinic (pending partnership)

3333 N. Meridian St. Ste. 201Indianapolis, IN 46208

Brian Dunkal Director of Legal Services (317) 429-4134

Provides free legal counseling and advice to members in the community including expungements

APPENDIX D ESC Care Center Community Partners (Figure 15)

FAMILY SERVICES

Edna Martin Christian Center(10 years+ partnership)

37 Place, 2605 E. 25th St., Indianapolis, IN 46218

(317) 637-3776 Contact: Barato Britt, Dept. Dir.Tysha Sellers, Exec. Dir.

Provide social services to strengthen children and fami-lies in 46218 neighborhood. Also provide job training and partner w/ School 99 mentoring.

FINANCIAL LITERACY/BANKING

Regions Bank 1 Indiana Square, Ste. 905, Indianapolis, IN 46204

(317) 221-6217 Contact: Schiela Pena, Regional Workplace Coordinator

Provide financial literacy and education banking best practicesBenefits: Utilize services in Freedom Connections class and at ESC FFI.

FINANCIAL

Fifth Third Bank Cynthia SteidelMembership Advantage Relationship Manager II(317) 821-1372Cynthia.steidel@53.com

Financial Institution

FOOD

Midwest Food Bank(8 year+ partnership)

6450 S. Belmont Avenue, Indianapolis, IN 46217

(317) 786-8980 Contact: John Whitaker, Director

MWFB’s mission is to alleviate hunger by gathering and distributing food donations to non for profits and disaster sites w/o cost to the recipients. Benefits: Supplement Care pantry twice a month w/ food and toiletries. Also partner in disaster relief efforts for Care Response w/ US disasters (e.g., Flint, MI).

Office of Public Health & Safety – City of Indianapolis

2 N Meridian St., Indianapolis, IN 46204

Shellye Suttles Food Policy & Program Coordinator(317) 327-4127

HOUSING

Habitat for Humanity of Greater Indianapolis(15+ year partnership)

3135 N. Meridian St., Indianapolis, IN 46208

(317) 777-6086 Contact: Martha Pabon and Ted Mosey

Constructs or renovates safe decent and affordable housing for individuals and families in greater |Indianapolis community. Benefit: Partnering in 46218 community development and longstanding partnership.

Indianapolis Neighborhood Housing Partnership(10+ year partnership)

3550 N. Washington BoulevardIndianapolis, IN 46205

(317) 610-4663 Contact:Moira Carlstedt, President

Provide assistance with homeownership, budgeting courses, home repairs and home buyer education classes. Benefit: Care has referred clients to Dollars Sense class over the years, home buyer program, etc.

SERVICES FOR SENIORS AND INDIVIDUALS W/ DISABILITIES

CICOA-Aging and In-Home Solutions(10+ year partnership)

4755 Kingsway Drive, Ste. 200 Indianapolis, IN 46205

(317) 254-3660 Contact: Orion Bell, Pres./CEO

Provide information, advocacy and support services for older adults, people with disabilities, and family caregiv-ers. Benefit: Resource at ESC Care health fairs, provide workshops for seniors and caregivers at the church and referred numerous clients and members of the church.

Center for Leadership Develop-ment(10+ year partnership)

2425 W. Dr. Martin Luther King Drive, Indianapolis, IN 46208

(317) 923-8111 Contact: Dennis Bland, Pres.

Provide services for minority youth to develop future professional, business and community leaders by providing experiences that encourage personal develop-ment and educational attainment. Benefits: Scholarship opportunities for ESC youth and program services.

OpportunIndy(New partnership in 2016)

3145 N. Meridian St., Indianapolis, IN 46208

(317) 455-4YOU Contact: Sherry Kelley Program Dir.

Improve key outcomes for young African-American men in Marion County focusing on 46218 ages 14-24 Specifically focusing on increasing the rate of high school graduation, decrease death by homicide in this population, encourage post-secondary certification and teen and young adult employment as well as successful re-entry. Connect these young men with community resources.Benefit: Participated in “Community Days” at Beechwood and Hawthorne in 2016 and in discussion to possibly strengthen the partnership focus in 46218.

Organization Address/Website Contact Information Brief Description/Benefit

APPENDIX D ESC Care Center Community Partners (Figure 15)