(s454) planning and revitalization for rural downtowns
TRANSCRIPT
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(S454) Planning and Revitalization for Rural Downtowns
4:00 – 5:15
April 16, 2012
4/16/2012
A Review of the Missouri DREAM Initiative
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Introductions
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Andy Struckhoff, AICP Associate Director PGAV PLANNERS
200 North Broadway, Suite 1000
Saint Louis, Missouri 63102 314.231.7318
Kim Martin Community Development Program
Manager Missouri Development Finance
Board
200 Madison St. Suite 1000 Jefferson City, MO 65101
573.522.6101 [email protected]
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DREAM Is:
• An initiative developed to provide select communities with access to technical and financial assistance for Downtown Revitalization
• A comprehensive, streamlined approach
• Asking smaller communities to encourage their Downtown business communities to function on a more sophisticated, modern and competitive level.
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Sponsor Agencies
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DREAM Is Sponsored by a collection of State agencies
• Missouri Development Finance Board – Coordinates DREAM Program Implementation
– Contracts with PGAV and Communities
• Missouri Department of Economic Development – Coordinates Project Development Assistance
– Staff liaisons assigned to each community
• Missouri Housing and Development Commission – Residential Demand Analyses
– Coordinates Renovation and Rehabilitation funding programs
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Reasons for Collaboration:
• What MDFB, DED, and MHDC do separately, they can do better together;
• Each has flexible resources that complement each other and, together, can facilitate project implementation;
• Each agency recognized and responded to requests from communities trying to revitalize their downtown.
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What are the Goals of the DREAM Initiative?
• Re-establish the downtown core
• Increase property tax values and sales tax generation opportunities
• Re-establish a sense of place and cultural heritage in the heart of the community
• Attract private investment and jobs.
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What kind of community is the DREAM Initiative targeting?
• Communities that have developed OR will develop a viable downtown redevelopment plan
• Communities presenting a comprehensive approach to downtown revitalization rather than single projects
• Communities with capacity to undertake a multi-dimensional initiative
• Communities with the ability to attract and maintain private investment
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What must a DREAM community be willing to commit?
• Three–year commitment to the planning process
• Designated point of contact for DREAM coordination
• 20% of the cost of planning services
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DREAM Communities
• Represent different phases of redevelopment – From no planning to a complete plan
– From minimal organization to strong sustainable organizations
– From completion of some projects to completion of no projects
– ALL have a strong desire
• Benefits are created to meet their needs – Planning
• Planning program tailored to each community’s specific needs or concerns
– Organizational Structuring
– Financial Assistance packaging
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The DREAM Process involves a series of Tasks:
• Project Administration
• Organizational Structure Review
• Community & Consumer Surveys
• Land Use, Building and Infrastructure Review
• Retail Market Analysis
• Residential Demand Analysis
• Financial Assistance Review
• Destination Assessment
• Marketing Plan
• Building & Streetscape Design Guidelines
• Wayfinding Plan
• Communications
• Downtown Strategic Plan 4/16/2012
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Project Administration:
• Local DREAM Contact – Communication
– Identification of local issues
– Identification of local leaders
– Schedule
• Local DREAM Steering Committee – Identify project goals
– Identify local issues
– Review of Task Reports
– Project Champions
• Scope of Work – Agree on Various Tasks of DREAM
• Schedule
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Organizational Structure:
• Evaluate Existing Organizations & Membership. • Evaluate need & capacity for new
organizations.
• Develop recommendations through discussions with stakeholders.
• Successful Downtown revitalization requires champions as well as one or more organization to focus energy around particular implementation points.
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DREAM New Haven: Existing Structure DREAM New Haven: Recommended Structure
Organizational Structure:
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Community & Consumer Surveys:
• Survey of Community's residents, stakeholders & visitors.
– Focus Groups
– Internet Survey
– Visitor Survey
• Surveys used to identify issues and validate concerns with respect to Downtown.
• Establish framework for future direction and objectives of DREAM Initiative.
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Land Use, Building & Infrastructure:
• Analysis of land use, building facades and infrastructure, commercial vacancy, housing units & parking.
• Initial step in planning process.
– Survey & photograph all structures in DREAM Boundary.
– Create Digital Maps illustrating existing conditions in Downtown.
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DREAM Hannibal: 1st Floor Land Use
DREAM Fulton: Number of Off-Street Parking Spaces
Land Use, Building & Infrastructure:
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DREAM Farmington: Street Conditions
DREAM Macon: Historic Districts & Contributing Buildings
Land Use, Building & Infrastructure:
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Retail Market Analysis:
• Inventory Downtown’s retail assets.
• Assess demand for additional retail services
• Detail retail development opportunities.
• Recommend strategies to improve downtown retail recruitment efforts.
• Consult with shop owners to recommend operational improvements.
Figure 3: Secondary Trade Area
Table 3: Secondary Trade Area Demographic Trends
Year 2000 2008 2013
Percent Change
2000-2008
Percent Change
2008-2013
Total Population 27,150 28,491 29,555 4.94% 3.60%
Total Households 10,711 11,290 11,742 5.41% 3.85%
19 and Under 7,846 7,428 7,566 -5.33% 1.82%
20-44 8,661 8,764 8,541 1.19% -2.61%
45 and Over 10,697 12,299 13,471 14.98% 8.70%
Median Age 37.0 39.8 41.3 7.57% 3.63%
Average Household Income $35,748 $44,603 $50,717 24.77% 12.06%
Secondary Trade Area Demographic Trends
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Residential Demand Analysis:
• Comprehensive analysis of housing in the Downtown & surrounding area.
• Detailed demographic, economic condition, & development opportunities.
• Provide recommendations for development of residential units Downtown could support.
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Financial Assistance Review:
• Comprehensive review of statutory redevelopment financing mechanisms and their applicability to Downtown redevelopment scenarios.
• Develop a Downtown “pro-forma” • Include assumptions with respect to public improvements and private development activity.
• Identification of appropriate potential funding sources to support redevelopment or community activities.
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Destination Assessment:
• Analysis of Downtown & City’s potential as a tourist destination.
• Evaluation of the local tourism business.
• Recommendations for the local tourism industry to increase market share.
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Destination Assessment:
DREAM Cape Girardeau: Proposed RiverQuest Aquarium and Science Center
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DREAM Strafford: Proposed Route 66 Visitor’s Center
Destination Assessment:
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Marketing Plan:
• Strategy to promote Downtown as a viable commercial, business, civic and entertainment center for the city and region.
• Create an image of Downtown that will attract customers, investors, & new business.
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Building & Streetscape Design Guidelines:
• Building design guidelines establish standard for development/re-development of downtown buildings.
• Create integrated streetscape design that addresses aesthetics, pedestrian, bicycle automobile mobility and connectivity.
• Preserve character & unique sense of place that is Downtown.
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Building & Streetscape Design Guidelines:
DREAM Sikeston: Front Street Buildings/ Streetscape Elevations
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Wayfinding Plan:
• Outline a wayfinding program to direct motorists, bicyclists and pedestrians to Downtown and other key attractions.
• Provide recommendations emphasizing the need for consistent signage that will draw traffic Downtown and establish a positive image of Downtown.
• Create a hierarchy of wayfinding elements.
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Wayfinding Plan: DREAM New Haven Wayfinding Signage specifications.
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Communications:
• Educational seminars on various issues affecting Downtown.
• Key Stakeholder Meetings, Annual Review Meetings and Public Meetings.
• Newsletters, press releases, meeting coordination, correspondence, and agency meetings.
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Downtown Strategic Plan:
• Summary Report that integrates the findings of each planning task into strategic actions & objectives.
• Provides a 5 – 10 year timeline for implementing the program and vision developed during the DREAM Initiative planning process.
• Focuses on implementation of various objectives, both immediate and long term.
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Downtown Strategic Plan: DREAM Neosho: Focus Plans
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Downtown Strategic Plan: DREAM Neosho: Focus Plans
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Downtown Strategic Plan: DREAM Cape Girardeau: Strategic Plan Timeline
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Downtown Strategic Plan: DREAM Cape Girardeau: Strategic Plan Timeline
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What opportunities exist for DREAM communities?
• Access to public infrastructure financing programs
• Access to façade renovation financing programs
• Access to historic preservation financing
• Access to housing financing
• An established relationship with a professional planning team
• A completed plan to strengthen future applications
• A stronger relationship with State Agencies and funding resources
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Accomplishments
• The list of achievements of the 10 DREAM Initiative communities selected in 2006 is truly impressive: – 110 total projects (redevelopment & new construction)
– 2,500 jobs
– Leveraged approximately $77 million in Missouri incentive funding to complete redevelopment projects totaling more than $200 million.
• Other tangible results from the 2006 DREAM Communities include: – Federal Funding Support: Cape Girardeau, Hannibal, Neosho, St. Joseph
& West Plains
– Creation of new Downtown Organizations: Excelsior Springs, Hannibal, Hermann, Kennett & Neosho
– Preserve America Awards: Cape Girardeau & Excelsior Springs
– Streetscape Improvements: Hermann, Kennett, Neosho, Sedalia, Washington, Warrensburg & West Plains
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Accomplishments:
Hannibal, MO
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Accomplishments:
DREAM Neosho:
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Accomplishments: Kennett, MO: Building Renovation
Before
Before
After
After
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Accomplishments:
DREAM Sedalia:
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Accomplishments:
DREAM Chillicothe: Silver Moon Plaza
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DREAM Chillicothe: Silver Moon Plaza
Accomplishments:
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Accomplishments: DREAM Hermann: Der Hermann Platz
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Accomplishments: DREAM Poplar Bluff
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Accomplishments: DREAM Excelsior Springs: Oaks Hotel
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THANK YOU!
Questions & Comments
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Andy Struckhoff, AICP Associate Director
200 North Broadway, Suite 1000
Saint Louis, Missouri 63102 314.231.7318
Kim Martin Community Development
Program Manager
Missouri Development Finance Board 200 Madison St. Suite 1000 Jefferson City, MO 65101
573.522.6101 [email protected]