Economic Development

After generations of institutional and systemic disinvestment, Martindale Brightwood has emerged from the COVID-19 Pandemic as a neighborhood ripe for accelerated community and economic development. Over the past 5 years, in fact, city, corporate, private and philanthropic investments into the neighborhood has improved overall livability, with improved infrastructure, enhanced amenities and ease of access as to downtown. Likewise the area has maintained substantial business hubs that equally benefit from the locale, both in proximity to downtown and the interstate and, where residents are concerned with the opportunity to provide living wage jobs to residents as key stakeholders. 

At the same time, residents, stakeholders, local businesses and home grown entrepreneurs have actively engaged in planning and development as the neighborhood enters a post pandemic reality. The result of these efforts are strategic investments and strengthening of opportunities to drive local dollars, and prospects for future growth. 

Stakeholder agencies are well positioned to align economic development opportunities with resident articulated demand, following years of investment into robust workforce development and entrepreneurship innovations for Martindale Brightwood. The neighborhood envisions a vibrant, self sustained community where local investment is recycled. Opportunities exist for prospective businesses and commerce, with this plan creating structure for its coordination. 

The Martindale Brightwood CDC, Oasis Development Corporation and Edna Martin Christian Center also boast long histories of attracting and directing economic development resources for neighborhood benefit. They are bolstered by external partners and alignment in larger coalitions such as the Eastside Economic Mobility and Recovery District. With enhanced capacity and resident participation, these agencies are exploring greater opportunities to direct reuse opportunities for existing facilities, concurrent with future land use planning. 

Despite exciting opportunities, the neighborhood is keenly aware of pressures that threaten current residents’ ability to reap the benefits of these targeted enhancements. Therefore, any place-based comprehensive plan for improvement must include efforts to ensure housing stability as the neighborhood evolves. Connected housing strategies are outlined in the Housing and Infrastructure section. 

Goal 1 
Provide resources to existing and new businesses in Martindale Brightwood

Strategy 1.1
Organize existing businesses for mutual support and collaboration

Strategy 1.2
Identify new and potential businesses

Strategy 2.1
Reuse existing facilities

Strategy 2.2
Create new facilities