[ Data Book ]
The process of interviewing institutional, community and business leaders began by compiling a list of contacts working in East St. Louis and having knowledge of the Emerson Park neighborhood. This list included the names and addresses of every person and organization, which worked in some capacity in the Emerson Park neighborhood. Local businesspersons, social service professionals, religious leaders, political officials, educators and planners were all included.
Initial contact with those on the list was made through a letter informing the leaders about the project and asking if they would be willing to be interviewed by volunteers with the EPDC. Follow up telephone calls were made to schedule interviews and twenty-five individuals agreed to participate. A total of twenty-four interviews were conducted on February 20 and 21. Interviews were conducted by one or two trained volunteers and lasted between 45 and 90 minutes. The interview was guided by a list of largely open-ended questions. A copy of the interview instrument is included in the Appendix of this document. Interviews were informal and conversational in order to encourage interviewees to speak freely about perceptions, concerns, and hopes for the neighborhood and for the planning efforts. The specific objectives of the institutional and community leader interviews were as follows:
This section details the findings obtained from the interviews of community and business leaders. Findings reflect both qualitative and quantitative analysis.
Leaders were asked to comment on: 1) their organization and 2) their general perceptions of the Emerson Park neighborhood. Answers to these questions as well as literature obtained during the interviews yielded important data. A comprehensive listing of organizations and services is available at the Neighborhood Technical Assistance Center (NTAC). As it would not be feasible to describe the resources and/or operations of each organization in this plan, only the community perceptions will be focused upon in this section.
a. Neighborhood Strengths
When leaders were asked about the strengths of the Emerson Park neighborhood, its history of community involvement and prime location were cited most often. In reference to community involvement, the presence of long-time committed residents and the accomplishments of EPDC in community organizing and housing development were both mentioned. One leader said, "It makes you want to try harder and gives (residents) hope not to give up." In regards to location, leaders referred to the neighborhood's proximity to the historical Central Business District of East St. Louis, its adjacency to Highway's 55 and 70, and the future development of a light-rail Metro Link station in the neighborhood. A typical response was, "The Metro Link and the convenient highways provide better access to jobs than most areas in the City." In addition to these strengths, leaders listed the abundance of land suitable for development as a positive attribute. The Lessie Bates Davis Neighborhood House and the many services it provides for Emerson Park residents were referred to several times. Finally, leaders identified as a strength, the rich history and culture of Emerson Park as seen in the quality of Emerson Park’s old housing stock, churches, parks, and social services.
Table 6.4
Strengths
Community and Business Leader Interview, 1998
b. Neighborhood Weaknesses
Community leaders were asked to comment on the weaknesses and problems facing the Emerson Park neighborhood. The responses varied more to this question than they did when identifying the strengths. Cleaning-up Emerson Park was sited as the most important issue. The overwhelming presence of abandoned and derelict houses as well as the blighting factor of vacant, often overgrown lots were mentioned repeatedly. One community leader stated that the neighborhood’s perception of a poor physical appearance makes this area unattractive for investors. Infrastructure maintenance of streets, sidewalks, and flood prone sewer systems was identified as a community weakness. A local business owner said, "The streets are bad, and the sidewalks need fixing...it floods every time it rains on my block." Several leaders emphasized how important it was to focus on making the area look better to overcome the negative perceptions of outsiders to the area.
Neighborhood crime was mentioned as a weakness as well, mostly in regard to the prostitution and drug sale that occurs in the neighborhood. Respondents added that these weaknesses are compounded with the problems typically associated with low-income neighborhoods including the lack of economic opportunities, the need for improved youth and elderly services, "party politics," and the absence of coordinated planning. Respondents qualified their statements by saying that "these problems are not particular to that area" and are common to many East St. Louis' neighborhoods. A common thread was that these factors combine to make it difficult to draw families to the area and makes it an unattractive area for business development.
Table 6.5
Weaknesses
Community and Business Leader Interview, 1998
c. Neighborhood Opportunities
No direct question asked the institutional leaders’ to identify opportunities currently existing in the Emerson Park neighborhood. However, by filtering replies from a number of different questions, a list of potential opportunities was identified.
The Emerson Park Development Corporation is consistently stated as an opportunity in Emerson Park. During the 1991 Planning Process, interviewees also consistently commended EPDC for its ability to make its presence known in the local political arena. For many, this type of neighborhood organization represents a viable outlet for the residents’ empowerment in affairs that affect them. One leader remarked, "This group, and the others like it, form a real alternative to business as usual (in East St. Louis)." Another looked to the future when commenting, "A voter alliance (of community residents) in City Council is nearing, which is an important step in controlling accountability (for elected officials)."
The prime location of Emerson Park is the second major opportunity for the area. Many saw the area as a central transportation hub. Leaders felt the area has great access to Metropolitan St. Louis and the employment and recreational opportunities it affords. This fact makes the area an excellent location for future residential, commercial, and industrial development. This also works to the advantage of current residents' access to employment opportunities if innovative support services are provided (job training, childcare, and transportation).
d. Neighborhood Threats
Threats that community leaders identified were pulled largely from the question, "What barriers might have to be overcome to meet these goals?" Politics and "business as usual" are seen as the largest threats to neighborhood revitalization. Many interviewees stated that the complex relations that must occur between governmental entities, neighborhood organizations, and private business may cause difficulties in the future. One individual mentioned she’s heard of difficulty in getting proper inspections, obtaining permits, general inefficiency and favoritism. In addition, there were several interviewees who believe that certain people and areas get special treatment and may be immune to suitable law enforcement. A related concern was the fear and difficulty that many residents have with reporting illegal behavior that is perpetrated by fellow residents. A last concern was that public or private development might occur without consultation of the residents in the neighborhood. Cooperation and open lines of dialogue between all concerned entities seem to be essential if true progress is to occur in Emerson Park.
The second major threat cited by community leaders was the feeling that development is impeding and may cause problems in its own right that must be carefully considered. One leader stated, "Don’t let zeal move things too fast…keep it manageable." Another said, "Outsiders may threaten the ownership that residents feel currently." The general concern is that changes in a community that hasn’t seen large-scale development in a very long time may disorient neighbors and skew the current balance. Also, there is a fear that new neighbors may not feel the sense of "ownership" felt among current residents. There must be a concerted effort to gain resident opinion about future development and discuss ways to counter the effects that some leaders foresee.
It should lastly be noted that many answers and comments that were given during community leader interviews in 1991, were not mentioned by leaders this year. Issues such as high property taxes, lack of community involvement, stray dogs, and piled up garbage were not mentioned at all by leaders during the interviews this year. This indicates a positive change in the perceptions of leaders about the neighborhood. The leaders challenge Emerson Park residents to continue working to find more sophisticated and comprehensive solutions.
Document author(s) : Cathy Klump