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In May, graduate students from WashU Olin Business School showcased an advanced tool they created to evaluate neighborhood vibrancy to a gathering of civic leaders, entrepreneurs, and community members in the Wells-Goodfellow area of north St. Louis.

This tool is an accessible dashboard and reporting format that converts intricate data — encompassing quantifiable statistics as well as qualitative insights gathered from interviews with local residents — into practical findings. The aim is to furnish leaders with the vital information they require to facilitate equitable revitalization that is possible, measurable, and enduring. The students involved were Ewnet Azerefegne, Israel Bacha, Moan Lu, and Huixi Zhang, who attained their master’s degrees in May.

“There’s a significant interest in rejuvenating neighborhoods like Wells-Goodfellow, but without localized data and measurable indicators, community leaders and investors struggle to determine if their investments will yield the expected outcomes — or if they are even tackling the issues that matter most to the community,” remarked Azerefegne, who is pursuing a dual master’s in public health and business administration at Washington University in St. Louis.

The initiative was commissioned by North of Delmar, a nonprofit organization dedicated to enhancing quality of life, fostering economic opportunities, and promoting sustainable development in the St. Louis region by encouraging collaboration among nonprofits, corporations, philanthropists, and educational institutions.

This undertaking was among over 60 projects completed by students during the spring 2025 semester for local startups, nonprofits, and international corporations through Olin’s Center for Experiential Learning (CEL). CEL participants apply their theoretical learning to practical situations, addressing real-world challenges under the mentorship of Olin faculty. The CEL provides courses for both graduate and undergraduate students, aimed at cultivating essential business skills, such as project management, analytical thinking, problem identification, and leadership communication abilities.

While many CEL projects offer the potential for future internships or career positions, Azerefegne noted that this pro bono project was distinct. However, the pride she felt from knowing her work significantly contributed to her community made it all worthwhile, she added.

Defining and Assessing ‘Vibrancy’

To evaluate neighborhood vibrancy, students gathered data across six domains: housing; health and safety; arts and recreation; economic growth; transportation; and employment and training opportunities.

Notably, this data encompassed both quantitative measures — such as crime statistics and housing affordability — and qualitative insights, like local residents’ feelings of safety and community trust. The six categories were then prioritized based on their relative significance to community members. Together, these data points culminated in a “vibrancy score” at the neighborhood level.

“‘Vibrancy’ does not solely refer to whether a location appears statistically better on paper; it’s about whether individuals perceive their neighborhood as a place where they can live well, forge meaningful connections, and envision a brighter future,” stated Bacha, who is also enrolled in WashU’s dual master’s in public health and business administration program.

“While public data is accessible to anyone, there are constraints to that information. It does not provide a comprehensive overview,” explained Michael Wall, academic director of experiential learning and curricular advancement at Olin. “What distinguishes this tool is its consideration of how the community perceives their neighborhood — without that perspective, it would be incomplete.”

Eric Marquardt from North of Delmar stated that the student-developed model would assist the nonprofit in redefining its success metrics.

“Typically, the nonprofit sector measures success through the services rendered. This model shifts focus to the achievements that contribute to community enhancement. It’s a different perspective. It’s not about organizing two events or providing $X in services; it’s about whether the overall well-being of the community is improving, with the ultimate objective being self-sufficiency,” Marquardt commented.

Marquardt added that using vibrancy as a guiding principle and developing a plan for the community would aid civic leaders in concentrating on long-term solutions, even while addressing more immediate issues.

Guiding Investments to Rebuild North City

Just ten days following the students’ presentation, a fierce EF3 tornado struck the St. Louis area, affecting the Wells-Goodfellow neighborhood. Despite the destruction wrought by the tornado, Wall expressed hope that recently allocated disaster funding will allow north St. Louis, which was already fragile, to reconstruct and emerge stronger.

With adequate resources, community leaders could utilize the tool created by the students to inform their investment choices, Wall elaborated.

‘With this tool, community leaders can understand what matters most to the community and then make investment decisions that are going to drive the greatest return against those metrics.’

Michael Wall

“Through this tool, community leaders can grasp what is most crucial to the community and make investment decisions that will yield the highest returns against those metrics. They can also monitor the outcomes of these investments,” he stated.

However, this will necessitate support from local government or nonprofit entities.

“We have provided them with a framework of the resources and procedures required to accurately and comprehensively assess the vibrancy of any neighborhood in St. Louis. The next phase is identifying an investor who will supply the necessary resources for its implementation and refinement over time,” Wall stated.

The encouraging news is that the expenses to hire contractors to collect data and create a website for community members and investors to track progress should be comparatively low.

Hassan Shariff, who leads the Wells-Goodfellow Neighborhood Association, mentioned that attracting private funders for planning initiatives can be challenging because they prefer more tangible outcomes. Yet, the planning phase — in this context, developing the model — is vital, as it outlines a roadmap of their aspirations and the steps needed to reach them, reflecting the community’s interests and expectations.

This initial investment could yield significant returns for future fundraising efforts as well.

“With the model, we will be able to offer donors an opportunity to engage and receive continuous feedback on how their investment in Wells-Goodfellow is impacting the community. Donors seek accountability, and this model provides precisely that,” he remarked.

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Leveraging data to foster growth in St. Louis

The community vitality initiative builds on two previous endeavors executed by Olin’s Center for Analytics & Business Insights. The initial project investigated relocating Cortex. The subsequent project, finalized in 2024, centered on how to capture and retain talent in the St. Louis area.

“All three of these initiatives have yielded clear, validated data-driven measures of the aspects that are most significant to individuals in their neighborhoods — whether you reside in Wells-Goodfellow, whether you’re considering moving your business to St. Louis, or simply wish to continue working in St. Louis. What is most crucial to any community participant remains consistent.”

These initiatives also resonate with WashU’s commitment to being “in St Louis, for St. Louis,” Wall noted.

“These initiatives hold importance for us because we recognize the need and value of uplifting every individual and community in St. Louis. Everyone wishes to do the right thing. Everyone yearns to rejuvenate these communities. Everyone seeks a more inclusive and equitable St. Louis. Yet, there has been minimal agreement on what measures are necessary to achieve this aim,” Wall explained.

Together, these initiatives have helped to remove that obstacle.

“They’ve provided us with clearer insights to state, This is what success resembles, and here are the metrics we can utilize to assess it. If we develop a reporting mechanism, we can evaluate which investments are truly enhancing results — and which are not,” he stated.

Ultimately, Wall expressed that they aim to assist St. Louis leaders in making informed decisions to propel the region’s development — decisions shaped by data insights. Leaders across St. Louis have taken note.

“One of the most gratifying aspects of the students’ presentation was witnessing the enthusiasm from local civic and business authorities in attendance. These are issues they’ve been grappling with for years,” Wall remarked. “They comprehend the challenges confronting Wells-Goodfellow better than anyone else. However, they haven’t had the appropriate tools to evaluate and monitor their success. The tool that the students developed could accomplish exactly that.”

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