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HomeMy WebLinkAbout1998.11.19_OEDA Agenda~, PUBLIC NOTICE OF THE MEETING OF THE OWASSO ECONOMIC DEVELOPMENT AUTHORITY TYPE OF MEETING: DATE: TIME: PLACE: Rescheduled Regular November 19, 1998 10:00 a.m. Owasso City Hall Lower Level Conference Room 207 S Cedar, Owasso, Oklahoma Notice of Rescheduled Meeting filed in the office of the City Clerk and posted on the City Hall bulletin board at 9:00 a.m. on Wednesday, November 4, 1998; and agenda filed in the office of the City Clerk and posted on the City Hall bulletin board at 10:00 a.m. on Tuesday, November 17, 1998. Marc' Boutwell, City Clerk AGENDA 1. 2 Call to Order Roll Call 3. Request Approval of the Minutes of October 8, 1998 Regular Meeting and October 29, 1998 Special Meeting. Mr Akin Attachment #3 N ' OWASSO ECONOMIC DEVELOPMENT AUTHORITY NOVEMBER 19, 1998 PAGE 2 4. Request Approval of Claims. Mr Akin Attachment #4 5. Presentation of Financial Report. Ms Bishop Attachment #5 6. Discussion of OEDA Mission, Structure, and Strategic Plan. Mr Akin Attachment #6 7. Discussion of Director's Monthly Report. Mr Akin Attachment #7 8. Report from OEDA Manager Mr Hancock .9 , OWASSO ECONOMIC DEVELOPMENT AUTHORITY NOVEMBER 19, 1998 PAGE 3 New Business 10. Adjournment OWASSO ECONOMIC DEVELOPMENT AUTHORITY MINUTES OF REGULAR MEETING October 8, 1998 PRESENT Gary Akin Brian Smith Brenda Lawrence Mark Wilken Dee Sokolosky ITEM 1: CALL TO ORDER ABSENT Tom Kimball Frank Enzbrenner STAFF PRESENT Jeff Hancock Sherry Bishop Robert Carr Tim Rooney Marsha Hensley Chairperson Gary Akin called the meeting to order at 10:05 AM and declared a quorum present. ITEM 2: ROLL CALL ITEM 3: REQUEST APPROVAL OF MINUTES OF SEPTEMBER 10 1998 REGULAR MEETING Motion was made by Mr. Sokolosky and seconded by Ms. Lawrence, to approve the minutes of the September 10, 1998 regular meeting. The vote on the motion was recorded as follows: Smith - Yes Akin - Yes Wilken - Yes Sokolosky - Yes Lawrence - Yes The motion carried 5 -0. ITEM 4: REQUEST APPROVAL OF CLAIMS No Claims. ITEM 5: - PRESENTATION OF FINANCIAL REPORT The report was given by Ms. Bishop. ITEM 6: DISCUSSION OF OEDA MISSION STRUCTURE AND STRATEGIC PLAN Mr. Akin recapped the discussion from last month's meeting regarding the purpose and the future of the Owasso Economic Development Authority. The need to reevaluate a purpose statement was also discussed. A suggestion was made to conduct a four to five hour meeting to accomplish the definition of an action plan and also, to discuss goals and direction of OEDA. OWASSO ECONOMIC DEVELOPMENT AUTHORITY October 8, 1998 Page No. 2 A targeted date for this meeting was Thursday, November 5, 1998, mid - afternoon. ITEM 7: DISCUSSION OF DIRECTOR'S MONTHLY REPORT Mr. Akin reviewed the monthly report with the Trustees. ITEM 8: REPORT FROM OEDA MANAGER Mr. Hancock summarized the progress of the Elm Creek Interceptor project. He also updated the Trustees on the 76th Street North & 169 interchange project. It was stated that a public meeting will be held to discuss the best plan for the businesses surrounding the interchange. The extension of 5th Avenue was also discussed. The State Highway 20 realignment meeting, which was held on September 29, 1998, was discussed briefly. ITEM 9: NEW BUSINESS None ITEM 10: ADJOURNMENT Mr. Wilken moved to adjourn, seconded by Mr. Smith. A vote on the motion was recorded as follows: Smith - Yes Akin - Yes Wilken - Yes Sokolosky - Yes Lawrence - Yes Motion carried 5 -0 and the meeting was adjourned at 11:05 AM. Gary Akin, Chairperson Date Approved OWASSO ECONOMIC DEVELOPMENT AUTHORITY MINUTES OF SPECIAL MEETING October 29, 1998 PRESENT ABSENT STAFF PRESENT Gary Akin Mark Wilken Jeff Hancock Brian Smith Robert Tobias Brenda Lawrence Tom Kimball Dee Sokolosky Frank Enzbrenner ITEM 1: CALL TO ORDER Chairperson Gary Akin called the meeting to order at 2:30 PM and declared a quorum present. ITEM 2• ROLL CALL ITEM 3: DISCUSSION OF OEDA MISSION. STRUCTURE AND STRATEGIC PLAN Mr. Akin discussed the need to reevaluate the purpose of the OEDA and to create a mission statement. Each Trustee was requested to propose a mission statement. The following mission statement was adopted by the Trustees: clrt.fYzA �p ,,—/i`' C- The fission of the OEDA is toXromote,conomic efowth in the wasso Arc p through �Kecruitment, �Aetention and Expansion of Brusinesses, which will �° . /`� v) xpand ax,2evenue and Maintain and I nhance ality or T"fe. 4 � Work will continue on the development of a strategic plan to complement the mission statement. ITEM 4: ADJOURNMENT Mr. Enzbrenner moved to adjourn, seconded by Mr. Kimball. A vote on the motion was recorded as follows: Smith - Yes Akin - Yes Kimball - Yes Sokolosky - Yes Lawrence - Yes Enzbrenner - Yes Motion carried 6 -0 and the meeting was adjourned at 4:55 PM. OWASSO ECONOMIC DEVELOPMENT AUTHORITY October 29, 1998 Page No. 2 Gary Akin, Chairperson Date Approved CITY OF OWASSO OWASGO ECONOMIC DEV, AUTHORITY i1/17/98 8:33:56 A/P CLAIMS REPORT PO # VENDOR DESCRIPTION '--`-`---- ~-------^^^-------~`----- ECONOMIC DEVELOPMENT ------`--------~--~^^------`-- 991317 RONALD D CATES DEPARTMENT TOTAL FUND TOTAL GRAND TOTAL ­=> LEGAL SERVICES APAPVR PAGE: AMOUNT 25O"OO -~-`-^ 25O"O4 25O"OO -`-------~- -~ 25O"OO City of Owasso Owasso Economic Development Authority Schedule of Revenues and Expenses For the Month Ending October 31, 1998 Operating expenses: Materials & supplies MTD YTD Operating income: 0.00 1,185.00 Contributions $0.00 $0.00 Sale of property 0.00 0.00 Interest & Reimbursement 81.83 318.62 Total revenues 81.83 318.62 Operating expenses: Materials & supplies 0.00 0.00 Services & other charges 0.00 1,185.00 Capital outlay 0.00 0.00 Total expenses 0.00 1,185.00 Operating income (loss) 81.83 (866.38) Non - operating income (expenses): Proceeds of construction loan 0.00 0.00 ONG Work Center Project 0.00 0.00 Total non - operating income (expenses) 0.00 0.00 Net income (loss) 81.83 (866.38) Fund balance** 07/01/98 $38,659.85 Fund balance" 10/31198 $37,793.47 "Note: For the purposes of this report, "Fund balance" includes only current assets and current liabilities. MEMORANDUM TO: THE OWASSO ECONOMIC DEVELOPMENT AUTHORITY CITY OF OWASSO FROM: ROBERT M. TOBIAS, JR. DIRECTOR OF ECONOMIC DEVELOPMENT SUBJECT: MONTHLY REPORT DATE: November 19, 1998 The following represents an overview of the various activities on which staff has been working: ECONOMIC DEVELOPMENT PROJECTS: Vision Owasso 98. The leadership committee coordinated the orientation and first session for the 1999 Leadership Owasso program. Representatives from the economic development committee will serve on the TIF Review Committee that is exploring the need and scope of a TIF policy. This committee is also exploring the creation of a downtown business association similar to the German Corner Merchants Association to focus on development issues in this economically distressed corridor of the city. The infrastructure committee will be selecting a new chair and co-chair and will focus on providing input to the comprehensive plan. And finally, the quality of life committee continues to work on a number of key community issues, inclusive of attracting a Tulsa Technology Center campus to the Owasso service area and facilitating the location of greenways throughout the Owasso area. There are over 50 community representatives that are continuing to participate on these Vision Owasso committees. Internet/Other Technological Updates. Attached are copies of recent updates to the City of Owasso /OEDA web site. Also, attached are examples of land use analyses that Mr. Karl Fritschen in the Community Development Department has produced. A copy of a citizen survey coordinated by Mr. fritschen is also attached. Informational Articles. In an effort to keep the OEDA board apprised of the manner in which other communities are addressing growth and revitalization, we have attached several articles from a recent issue of Urban Land Institute Magazine for review. ULI is one of the premier land planning associations in the country. OWDA Initiatives. The City Manger recently recommended that the Owasso City Council consider the creation of a TIF Policy Review Committee to explore the manner in which this innovative `financing mechanism could be used to facilitate Owasso's continued growth and expansion. The recommendation was unanimously approved. The next step is for the City Council to appoint the various members of the Review Committee. ECONOMIC COMMUNITY DEVELOPMENT PROJECTS: The following summarizes current and ongoing activities: Business Retention and Expansion Staff is working with several existing companies on issues that would facilitate their continued growth and expansion. Some of the key issues being addressed include, the availability of adequate daycare, the availability of transit to /from work, expanding the existing transportation infrastructure, and enhancing the scope of educational and training services in immediate proximity to Owasso. Business Recruitment The recent announcement by Albertson's, coupled with the upcoming availability of over 1,000 new apartment units and the ongoing demand for single - family residential construction, has increased Owasso's exposure throughout the Tulsa region. There has been an increasing demand for demographic and site information for a number of differing types of developments. A broader spectrum of companies are inquiring on the scope and value of local incentives available to entice capital investment and job creation to Owasso. Owasso, OK - Economic Development - Home Page Page 1 of 1 Welcome to the Economic Development Page for Owasso Oklahoma. We are very proud of our city. For years our residents have enjoyed the many benefits of living in a small community. Owasso is a community with great schools, a low crime rate, strong churches and values, numerous organized sport activities and a strong community spirit. Take a few minutes and look through the following pages. We think you'll be pleasantly surprised. Owasso, OK - Economic Development - Overview ECONOMIC PROFILE Page 1 of 2 OVERVIEW ECONOMIC PROFILE AREA EXPANSIONS WHAT'S NEw Top Of Pate Owasso is one of the fastest growing cities in the state of Oklahoma.. Since 1980, the population has grown by over 56 %. Owasso's key economic strength is its strategic location and immediate accessibility to the Tulsa International Airport, the Tulsa Port of Catoosa, as well as the dramatically expanding Cherokee Industrial Park. Each of these major employment and traffic generators is located within minutes of the city. Some of the major employers in immediate proximity to Owasso include Boeing, Whirlpool, WorldCom, American Airlines, Nordam and Bama Foods. Total employment at Cherokee Industrial Park now exceeds 7,000 employees and based upon the upcoming relocation of Nordam, the continuing expansion of WorldCom, and other companies locating at Cherokee Industrial Park, employment will exceed 10,000 within the next 2 -3 years. AREA EXPANSIONS Top Of Pate Below is an illustration of fums in the Owasso service area experiencing expansions, adding to the property and sales tax base: Company Sq. Ft Capital Investmeianufactuflng Type of Operation WorldCom 200,000 $15 mffice a anion Nordam 30,00 70,00 ffice relocation anufacturin expansion Laden International N expansion Owasso, OK - Economic Development - Overview Page 2 of 2 e5,000 Back office o erasion Hance iness Ctr 45,000 $2 million [Warehouse operation Hance iness C 5,000 $4 million arehouse operation 60,000 $5 million Food Processin m onents 35,000 N eros ace Manufacturer ision 30,000 Ener Contractor ros ct 150,000 $10 million arehouse o ration 690,000 $36 million WHAT'S NEW? Ton Of Pate Other planned speculative developments include the construction of a 20,000 square foot office building along U.S. Highway 169 at 96th Street, from which Owasso will begin to attract other administrative and technology- intensive operations. Oklahoma Natural Gas recently constructed a 14,000 square foot administrative service center on a 15 -acre tract along this corridor. Our goal is for this 200 -acre site to encompass several retail and commercial establishments, as well as a campus -style setting of office and office /service center facilities. Owasso; OK - Economic Development - Contacts CONTACTS Director of Economic Development, Robert Tobias (91 S) 272 -2251 btobias a,busprod.com City Of Owasso 207 South Cedar Owasso, OK 74055 Members of the Owasso, Oklahoma Economic Development Authority: Mr. Gary Akin, Chairman Mr. Dee Sokolosky, Vice Chairman Mr. Brian Smith, Treasurer Mr. Frank Enzbrenner, Trustee Ms Brenda Lawrence, Trustee Mr. Tom Kimball, Trustee Mr. Mark Wilken, Trustee Page 1 of 1 Owasso, OK - Economic Development - Related L... RELATED LINKS City of Owasso Home Page ci.owasso.ok.us Owasso Chamber of Commerce www.Owasso.org Owasso Online Magazine www.OwassoOnline.com Oklahoma Department of Commerce www. o do c. state. ok. us Page 1 of 1 Owasso, OK - Economic Development - Infrastru... Page 1 of 2 M ► i TRANSPORTATION UTILITIES TRANSPORTATION Top Of Page MOTOR FREIGHT CARRIERS More than 30 freight carriers deliver in Owasso, including three express carriers. United Parcel Service is also available. RAIL SK &O Railroad service available AIR Local Airport: Tulsa International Airport Runway Length: 10,000 Feet Private Charter & Cargo Service: Available in Tulsa WATER Barge: Nearest Port: 8 miles, Port of Catoosa Channel Depth: 9 Feet UTILITIES Top Of PaLye WATER Water Supplier: City of Owasso Source of Water: City of Tulsa Capacity of Water Plants: 10,000,000 GPD Daily Consumption: 1,230,000 GPD (Minimum) 3,140,000 GPD (Maximum) Owasso, OK - Economic Development - Infrastru... Storage Capacity: 2,500,000 GPD (Ground) Storage Capacity: 0 GPD (Eievated) Pressure in Mains: 36 PSI (Minimum) 60 PSI (Maximum) SEWAGE Type of Plants: Extended Acration System Sewage Treatment Authority: Owasso Public Works Sewage Treatment Capacity: 1,560,000 GPD* Present Load: 1, 250, 000 GPD *Expansion currently under construction TELECOMMUNICATIONS Telephone Company: Southwestern Bell Telephone Telephone System: Digital & Fiber Optics ELECTRIC Electric Company: Public Service Company of Oklahoma Specific rate information available on request GAS Gas Company: Oklahoma Natural Gas Specific rate information available on request Page 2 of 2 Existing Developed Land, Owasso City Limits ■ 9.24% 1111110.50% lk Note: Park area includes 169.5 acres of golf course. E5.01% Prepared by City of Owaso, Community Development Department July29, 1996 -00.53% 01.17% /-111112.49% /-01.00% 070.07% ■ Commercial ■ Commercial /Office El Office Only ■ Industrial IS Multi Family ❑ Single Family ■ Park ■ Public Existing Developed Land, Owasso Fenceline Outside City Limits 02.11% ■0.06% ■ 4.95% ■ 0.26% 1392.61% Prepared by City of Owasso, Community Development Department. October 13, 1998 ■ Commercial ■ Industrial ❑ Single Family ■ Park ■ Public Existing Owasso Land Use, Fence Line and City Limits (As of 10198) Land Use Category Fenceline, Less City Limits City Limits Total Acreage Percent of Developed Land y` Acreage Percent of Developed Land '- iN Acrea a Percent of Developed Land Commercial 4.57 0.06% 150.52 5.01% w 155.091 1.47% Commercial /Office 0.00 0.00M814 4 15.82 0.53% 15.821 0.15% Office Only 0.00 0.00% katj 35.07 1.17% 35.071 0.33% Industrial 372.20 4.95 %d 74.88 2.49 %,,; 447.08 4.25% Multi Family 0.00 0.00% `M 29.98 1.00% 35 29.98 0.28% Single Famil 6958.02 92.61% ; 2106.80 70.07 °k 9064.82 86.17% Park 19.23 0.26% 277.79 9.24% ` = 297.02 2.82% Public 158.85 2.11 %ui - 315.73 10.50% <j 474.58 4.51% Total Developed Land Area acres 7512.87 26.09% 3006.59 67.11 7M. 10519.46 31.61% Vacant, Transportation, or Floodplainj 21287.13 73.91% 1473.41 32.89% _' 22760.54 68.39% Total Areal 28800 100.00% ' 44801 100.00% J.,iii 33280 100.00% Note: These figures are approximate and are based off tax maps, aerial photos, plat maps, site plans, and visual inspection. Citizens Opinion Survey for the Owasso Community Development Master Plan Results Summary As part of the process of updating the 1978 Comprehensive Plan, the City of Owasso Community Development Department distributed a public opinion survey between the months of March and July 1998. The survey was available at City Hall, Owasso Public Library, Owasso Community Center, and was printed in the Owasso Reporter in June of 1998. Additionally, the survey was distributed to numerous civic clubs and organizations in the Owasso area. The survey deadline was July 31, 1998. A total of 103 surveys were received by July 1998. Below are the results to each of the questions asked on the survey (NR = No Response) along with some comments made to the open ended questions. Greenways Before answering questions 1 through 9, please read the following paragraph. Recently, many citizens in the community have expressed a desire for developing greenways in Owasso. A greenway is a strip of land usually following a railway or natural drainage pattern such as a creek, and contains a paved or unpaved path used for walking, running, and bicycling. Greenways have been very successful recreational amenities in other communities throughout the country. Yes No NR 1. Do you or members of your family walk, jog, or bike on a regular basis? 74 28 2. Would you support the development of a greenway system in Owasso? 92 7 3. Currently, Owasso has several open drainage channels and natural creeks in some residential neighborhoods. Would you support the construction of greenways through these areas? 84 12 4. Do you think a feature such as a greenway would present a better image of Owasso? 92 10 5. Do you think developers should be required to preserve future greenway locations? 88 12 What suggestions or concerns do you have concerning the development of greenways? Great idea — create a major bike path in Owasso not small ones just in residential areas, people should have the option to bike to work or shopping areas, link the public library— asphalt paths could get to hot, security, crime in neighborhoods, trash cans for refuse — should not go through established residential parks or pond areas — do a high quality job the first time one is built — paths need to be concrete or asphalt, no gravel — connect green areas between each neighborhood, foot or biccycle police to patrol them — supporting such a plan is contingent upon cost — easy access from main arterials, security lighting, greenways would be an attraction for commercial and residential growth — require developers to participate. Parks and Recreation 1. Is there a need to develop more local and neighborhood parks in the community? 71 25 7 2. Do you feel that the parks in Owasso are adequately maintained? 76 17 10 3. Are you satisfied with the quality of the parks in Owasso? 66 30 7 What suggestions or comments do have on improving parks and recreation in Owasso? Develop parks /greenways along with the residential areas — More walking/biking trails, more trees — preserve natural wildlife habitats — privacy of landowners, maintenance issues - Sports Park to focused on organized sports, need more passive areas, amphitheater for concerts — a sidewalk or bike path running ring from Bailey Ranch area to 86fl' St. N. along Garnett — cameras at stop lights to record red light runners — skateboard park — provide parks and greenways in new developments — posted signs for open and closing times - City Appearance, Visual Image, Land Use and Development 1. Do you think visual pollution such as litter, lack of landscaping, excessive signage, and miscellaneous junk on property has a negative effect on attracting quality businesses and corporations to Owasso? 2. Would you support a policy requiring businesses to landscape their property? 3. Do you think there needs to be more trees and streetscaping along area roadways? 4. Would you support a policy that uniformly controls the look of signs in the community? 5. Would you support light office (e.g. doctor, insurance) mixed in with residential land uses? 6. Would you support light commercial (e.g. coffee shop, small drug store, day care) mixed in with residential land uses? 7. Would you support public land uses such as churches mixed in with residential land uses? 8. Do you favor revitalizing downtown Owasso? '9. Do you think Owasso needs a central focal point such as a public plaza or square? 10. Specifically regarding the city's appearance, how would you rate the following: (a) Dilapidated buildings (b) Junk and debris in yards and vacant lots Severe Problem 17 FWA Minor Problem 25 (c) Architectural character among commercial buildings 29 5Q No Problem d_Q 2 23 88 15 .0 70 18 15 85 16 2 79 15 9 50 45 8 48 49 6 77 23 3 83 19 1 72 26 5 NR 1 4 What ideas do you have on improving the visual quality of the community? No more strip shopping centers, develop a mall concept — more landscaping and trees — don't concentrate all the shopping areas in one area of town, have buffer zones preserving farmland — dredged the ponds — commercial signage is ugly and overused, improve the architectural character of buildings — giver areas more of a "village" or small town character - our city looks clean and groomed now, enforcement, for throwing trash out in parking lots and along streets — boats and RV's should not ne allowed to be kept in front of homes, commercial and office buildings should be required to plant at least 3 trees — take a look at the commercial buildings in a place like Overland Park, Kansas — fewer slef made signs — need to be more uniform architectural character, need more architectual controls over buildings — crack down on metal building construction. Transportation 1. When arterial streets are widened, would you favor them being constructed as boulevards or parkways (center island landscaped with trees and shrubs)? 2. Would you favor some residential collector streets being constructed as boulevards? 3. Would you favor a policy limiting the number of driveway cuts along arterial streets? 4. Does Owasso need public transit service to nearby employment or shopping centers? 5. Specifically regarding transportation facilities, how would you rate the following: (a) Traffic congestion (b) (c) Cars speeding and cutting through neighborhoods Condition of streets (d) Condition of sidewalks (e) Speeding traffic Severe Problem 3.3. 42 32 IS 34 Minor Problem 55_ 2 S$ 5S 58 No Problem 12 5 2 21 Yes No VAR 88 14 1 67 28 8 68 23 12 39 51 13 NR 1 What suggestions or comments do you have that would improve traffic and transportation in Owasso? City has worked hard to maintain trafficways while keeping up with growth — Avoid placing stop signs at every location where there is a complaint — a shuttle circling between Main, 86`h St. N. and 76' St. N. — sidewalks along 76't St. N. east of US -169 — van service to Tulsa and for seniors and low income people — widen 1296 E. Ave. from 96th St. N. and 76'h St. N. and 86th St. N. between 129'' E. Ave. and 145th E. Ave. — need improvement around the Bruams and MacDonalds areas — limit access roads to major arterials — interchange lightening along US -169 — wildflower plantings along the highway, "Adopt —a- Garden" program in public areas — update speed limit signs — need public transportation to meet needs of elderly and disadvantaged — reduce curb cuts, control access to commercial nodes Economic Development 1. Do you feel there are adequate commercial areas for shopping and services in Owasso? 2. Do you feel there are adequate employment opportunities in Owasso for young professionals? 3. Would you support the development of an office /commercial park? Demographics 1. Do you reside within the city limits of Owasso? 2. Do you have children under 18 living in your home? 3. How long have you lived in Owasso? la 0 — 3 years 33 4 — 10 years Over 10 years 4 NR 4. Where did you live prior to moving to Owasso? 3 Always lived in Owasso 33 City of Tulsa 14 Another community in the Tulsa metropolitan area E Another part of Oklahoma 32 Another state 3 NR 5. What is your age group? Q 0 -20 20 -30 28 30-40 25 40-50 32 50-60 12 Over 60 1 NR 6. What is your education? 1 High School without Diploma Z High School Diploma 32 Some College or Associates Degree 33 Bachelor Degree 19 Master Degree 2 Higher than a Master 2 NR E §2 3 16 22 $ 55 13 5 IQ C General Opinions In your opinion, what is quality of life? Stress free, lots of activity areas, low crime, low pollution — beautiful surroundings, walking paths connecting all portions of city — that which gives joy to exist — having a wide variety of choices in many apspects of our daily lives, provide options to couples with no children and younger people — the block parties were a good initiative, more trees needed — strong family unit, making it possible for childem to make a home in the community — having good streets and sidewalks with parks for all to uses — good friends, safety without fears, good environment and job availability — church, schools, and community — a situation allowing people to pursue there personal intestes and enrich their life, a wide variety of activities that cross a wide age range of people — working and living in a well kept relatively secure community - What suggestions would you make to improve Owasso's quality of life? Develop a "Town Square" - Expand boards and committees to include a broader scope of people rather than the same groups — movie theater, cable channel to broadcast City Council meetings — need an indoor swimming pool, more advantages to those less fortunate — an area where folks can come together and mingle much like the promenade in Denver Colorado — less fast food places and more "sit- down" restarants — increasing the education of our children — raise taxes to pay from some of the proposed improvements you are talking about, curb side recycling — limit apartment complexes — connected pathways throughout the community — more activities available for mature middle aged people — more shopping places, newer and updated downtown — it's the citizens that need to take charge, we all need to help clean up — safe activities for teens such as a bowling alley and movie theater — stop building so many new developments, loosing to many farms, traffic congestion is becoming a problem - . List some other areas of concern you think should be addressed by the City of Owasso? Need Quality Restaurants, removed parkedlabandoned vehicles, shed "bedroom community" image — widen 760' from US -169 to 12901 E. Ave and 1290' from 760' St. N. and 960' St. N. — water quality, places for young teens to go, promote "up with tress" — improve traffic flow in front of Homeland on 760i St. N., control stray animal population — the Reasor's/Walmart area is very embarrassing, no landscaping, unattractive architectural design among the buildings — kids need some place to go - certify Bailey Golf Course as an Audubon Cooperative Sanctuary, require developers to save as many trees as possible — as much as I hate to see it, the quality of our education is slipping, need to enhance the qulaity of our education we are providing — the area to the east side of US -169 as you enter Owasso from the south is an eyesore — adding some historical points to the city — street and sewer repair, improve main street, early curfew for teens under 18 — community pool for kids Thank you for your participation f Getting Closer n their examination of the problems of cities, Marx and Engels' most direct contribution to the study of ur- ban processes was the analysis of the antagonistic, long -term relationship between town and country in cap - italist societies. Today, we talk about the "doughnut° theory: the siphoning off of city resources by suburban sprawl— leaving in its wake a large dead hole. It is hard to remember at times that the dirty, crowded, noisy cities Lenin and others so disparaged reflected mankind's centuries -old metropolitan development patterns. The idea of the "modern "city (see page 28) —which quickly spilled over into farmland once the interstate highway, system was built —is not all that old. Unfortunate- ly, the clean air, fresh water, and abundant space being heralded at the time came at a price that was not immedi- ately evident. Numbingly sterile cookie -cutter commercial strips that consumed huge expanses of landscape may have seemed Eke heaven as long as customers could park in the close -in spaces. But once the parking lots got crowded, new com- mercial strips were built farther out and the old strips deteriorated. The hole in the doughnut widened as the suburbs built in the 1940s, 50s, and 60s began to decay the way the central cities had While the 1980s saw development seven to 12 miles from downtown, the latest generation of development may be anywhere from 40 to 60 miles from down- town. What will ensure that these neighborhoods are not discarded as well? Some planners and city analysts believe the answer to sustaining neighborhoods lies in providing a number of elements simultaneously —more mixed uses in walking distance of one another; market -rate and affordable housing; 24 -hour retail uses; new uses for historic structures; preserved and enhanced natural features; locational/ historical elements in "place making" —in short, "urbanizing" the American way of life. Higher density will require more permissive land use regulations —which will create a fundamental shift in development patterns and in the real estate industry itself. Of primary importance is housing. Some cities and older suburbs are implementing programs to increase populations downtown through residential conversions and infill construction (see page 34); affordable housing (see page 52); and live /work, round -the -clack mixed -use urban villages that frame the central business district, sup- port a wide range of services, and integrate transit use (see pages 42 and 60). Small-city downtowns also are trying to find ways to attract residents and patrons by taking stock of and marketing the buildings and assets they already have in place (see page 48). On the economic front, the commercial real estate industry seems to have enjoyed one of the most prosper- ous periods of this century. However, recent global financial upheavals and losses related to hedge fund exposure are putting brakes on a construction boom. With markets in turmoil around the world, U.S. investment firms with international operations are posting big trading and investment banking losses, which are putting a number of con- struction projects on hold. One city that was benefiting from the economy was Chicago (see pages 66 and 72). Single -digit Class A vacancies and high rental rates were driving major construction plans downtown. Both Chicago's hotel and retail markets were improving at a steady pace, especially along State Street, where retail vacancy rates had fallen below 2 percent The city's multifamily housing market was expanding as well, rising to an eight -year high of 11,800 units. Since the beginning of last year, 34 apartment projects with contract values of $1 million or more have broken ground downtown. But with the recent credit crunch in real estate, the probability of projects being completed remains to be seen. KRISTINA KESSLER Editor in Chief T• T +R� ,;.•.,. U r b a n L a n d October 1998 Developments From Mall to Main Street He major cities have decades of history invested in the cre- ation of authentic down- towns, many suburbs have no center; they simply are agglomerations of residential developments, strip shopping plazas, and malls. In answer to suburbanites' longing for a "sense of place," suburban America is witnessing a move toward streetside retail development that captures the energy and offerings of the city while creating a community focal point. That saves you time and expense, so your project proceeds quickly and efficiently. Just take care of the first detail call Opus at (847) 318 -1608. We'll take care % OPUC of the rest. e J V-1 n . k . ,. r � ,, a nr,nl iooc In Schaumburg, a suburb of Chicago, a for- mer 700,000- square -foot, two -story, inward - facing mall is undergoing conversion into an outward- facing retail streetscape. To impart a more urban feel, the center — renamed Streets of Woodfield —will feature shops, restaurants, and entertainment venues, creating a down- town streetscape visible from nearby express- ways and frontage roads. Developers envision a place that entices area residents with color- ful awnings, banners, tree -lined sidewalks, and even built -in chessboards. Creating the Streets of Woodfield involves the "unmalling" of a failed, single- loaded mall. The previous mall, located just south of Wood- field Mall, hit upon bad luck in the early 1990s with the bankruptcy of several key anchors. Chicago -based CCR McCaffery Developments, a partnership of City Center Retail Trust and McCaffery Interests Inc., recognized the failed center as an ideal site for creating a center with an urban character. The unmalling process, currently underway, includes stripping off the front of the center —which is more than 1,000 feet in length —and creating a series of differ- ent brick and glass storefront facades. Set amid a maze of malls and offices — Schaumburg is home to some 16 million square feet of office space —the 650,000 - square -foot center plans to create the atmos- phere of a town square, with benches and gaze- bos for sitting, visiting, and people - watching. Crescent Plaza, the central point of arrival, will feature a circular drive and walkway complete with a valet parking area, trellis - covered cafes, boutique retailers, fountains, and gardens. A former parking lot access road will become a ministreet for outdoor summer events, such as art fairs and a fanners' market. The $100 million redevelopment of Streets of Woodfield is expected to be complete in time for the 1999 Christmas season. —Dan McCaffery Dan McCaffery is president of CCR McCaffery Development, a real estate investment and develop. ment firm located in Chicago. Downto KENT ROBERTSON 3 9 'f i U r b a n Land October 1998 Carson City, Nevada, the state capital, is located 20 miles from Lake Tahoe and 30 miles from Reno; it has a population of 47,000. The downtown is located along a linear grid formed by Carson Street, which also is a heavily used state highway. Dominated by state government, which accounts for multiple frontage blocks along Carson Street, Carson City also has several large popular casinos, and a historic neighborhood is adjacent to the downtown area. Texarkana, Texas /Arkansas, is divided by a state line that literally splits the downtown in half: 32,000 residents live in Texas, and 23,000 live in Arkansas. This downtown revolves around two primary streets: 111 4; -= A -&- Broad Street and State Line Avenue. The strong government pres- Unlike large, better -known cities, small cities such as Bangor, Maine !left), ence includes two city halls; a large, centrally located Bi -State Justice Wausau, Wisconsin (top), and Carson City, Nevada (above), are pursuing Center; and a landmark post office that straddles the state line. downtown revitalization in relative anonymity. Wausau, Wisconsin, is situated in central Wisconsin along the Wisconsin River, which flows within a few blocks of the heart of downtown; it has a population of 37,000. The downtown is located j , along a linear grid, with the pedestrianized 3rd Street serving as the 1 central spine. The dominant land use is the Wausau Center, an eight - each downtown has a different combination of assets, three broad char - block regional mall located at the southern terminus of 3rd Street. acteristics tend to apply nationwide: small-city downtowns are multi - A historic neighborhood lies immediately north of downtown. functional, pedestrian friendly, and vital to the community's heritage. i � r � 4 ' :��. ter;, �r,; .•f _ r" t� .a,1. WIN Urban Land October 1998 -= A -&- Broad Street and State Line Avenue. The strong government pres- Unlike large, better -known cities, small cities such as Bangor, Maine !left), ence includes two city halls; a large, centrally located Bi -State Justice Wausau, Wisconsin (top), and Carson City, Nevada (above), are pursuing Center; and a landmark post office that straddles the state line. downtown revitalization in relative anonymity. Wausau, Wisconsin, is situated in central Wisconsin along the Wisconsin River, which flows within a few blocks of the heart of downtown; it has a population of 37,000. The downtown is located Every small-city downtown possesses often - overlooked assets that along a linear grid, with the pedestrianized 3rd Street serving as the can be used to increase its competitiveness within the region. While central spine. The dominant land use is the Wausau Center, an eight - each downtown has a different combination of assets, three broad char - block regional mall located at the southern terminus of 3rd Street. acteristics tend to apply nationwide: small-city downtowns are multi - A historic neighborhood lies immediately north of downtown. functional, pedestrian friendly, and vital to the community's heritage. Urban Land October 1998 • Pedestrian - Friendly Environment. Older downtowns by their very nature are walkable. They evolved during a period when com- pactness, high density, and generous sidewalks were common- place. Unless the fabric of downtown has been gutted over time with surface parking lots, buildings set back from the sidewalk, or buildings with blank walls, downtowns can continue to pro- vide a place where walking can be an enjoyable and practical means of getting around. All five of the cities profiled here have taken steps to provide spacious and well- maintained sidewalks and to add other features such as benches, paving, lighting, and land- scaping. Offering people a pedestrian - friendly setting is seen as a key competitive factor that differentiates a downtown from other commercial settings. Community Heritage. The downtown usually represents the oldest part of the city, a place probably very close to where the city originated. The architecture of downtown buildings generally rep- resents the most visible manifestation of the city's heritage. The look of a downtown's older buildings differs from city to city, re- flecting its age, size, ethnicity, or region. Certain structures also may constitute landmarks that people closely identify not only with the downtown, but with the city asawhole. Examples includeAuburn's recently reopened Phoenix Building, with its distinctive clock tow- er; Texarkana's Perot Theatre, a renovated theater named after Ross Perot, a native son and key benefactor; and the State Capitol Build- ing in Carson City, which was built in 1870. s s emprovemerrfs such uch street as streeet lights, y flowers, and banners in Wausau, Wisconsin's downtown area (far left) and shopping alleys in Carson CRY, Nevada Ileft), are seen as a key competi- __ five factor differentiating a downtown from other commercial settings. Community heritage en- `F tails much more than a col- - _ lectionofbuildings.Because downtowns have long been E the seat of government and the central atherin lace g gP for the community, many people have strong memories connected to them. Downtown was where celebrations were held following wars, where parades took place, where entertainment and festivals were presented, and where major decisions were made at the city hall and the courthouse; some of these events may still take place downtown. A collective memo- ry can be a powerful bond that creates a sense of community among residents that they do not feel elsewhere. People may shop at the same Wal -Mart or Target, but they feel no sense of community own- ership. Preserving a downtown's architecture and heritage can help maintain and enhance its identity and uniqueness within a region and can provide an alternative to the ubiquity of suburban com- mercial corridors. Downtown Problems All downtowns, even the most successful, have problems that need to be addressed. Some problems, such as the diversion of highway traffic from the downtown or competition from suburban malls or big -box retailers, are external in nature and beyond the direct con- trol of downtown interests. The majority of problems, however, are internal. Cities should be able to identify these problems and de- termine their causes, severity, and impact. Far less apparent in down- towns of smaller cities are problems frequendy associated with large - city downtowns, such as crime, poverty, and traffic congestion. Vacant buildings and storefronts can be devastating —both psy- chologically and economically —to a downtown's image, creating a domino effect whereby adjacent businesses are hurt by their prox- imity to vacancies. This can lead to a clustering of vacancies, as was observed on Washington Street in Wausau and Exchange Street in Bangor. A white elephant —a large, strategically located, vacant building —can exert a potent impact on the image of a small -city downtown. The symbolic effect of a large, empty eyesore can be overwhelming, destroying any semblance of street vitality in the immediate area. Each of the five downtowns contained one or more See SMALL -CffY DOWNTOWNS, page 94 3 Urban Land October 1998 _' SMALL -CITY DOWNTOWNS, from page 51 white elephants. In Bangor, a long- abandoned department store has sat at the heart of Main Street for years, and the aptly named Grim Ho- tel, a 200 -room structure on State Line Avenue that closed in 1990, towers over downtown Texarkana. In addition, Texarkana has two oth- er white elephants: a railroad station and an- other large hotel. Two vacant casinos in Car- son City, an empty art dew theatre in Auburn, and a block -long vacant building on Wausau's 3rd Street that formerly housed an outlet store and catalog operations center all are major blemishes, as well as causes of local concern. Several other common features of down- towns can reinforce a negative image. Older buildings that have been sfipcovered by gener- ic false facades can look tacky, detracting from a downtown's ambience and heritage. Down- towns that have suburban features like surface parking lots, large setbacks, and suburban-style buildings and land uses can damage the down- town fabric and make it aesthetically unap- pealing and less pedestrian friendly. Certain .;r7q land uses, such as multiple pawnshops in Car- son City and baiUbond offices in Texarkana, can make downtowns less desirable. In addition, visibly deteriorating infrastructure such as side- walks, roads, and fighting can send the message that the city has stopped investing downtown. In small-city downtowns, parking problems are usually more perceived than real. Except in the most successful downtowns, the supply of parking spaces commonly exceeds demand. In- creasing the number of downtown parking spots will not necessarily solve other problems, nor will it necessarily build effectively on down- town assets. In fact, it often counteracts two important assets, pedestrian orientation and community heritage. Development Strategies A successful downtown development strategy can result from a visioning process that in- cludes input from the public sector, the pri- vate sector, and anyone interested in the down- town's future. These strategies should include three categories: organization and promotion, enhancement of a pedestrian- friendly setting, and strengthening of a sense of place. Organization and Promotion. Successful downtown development does not happen by chance. It requires the organized efforts of many groups, which ideally should include city government, interested citizens, and downtown businesses, property owners, institutions, and residents. If support for downtown initiatives can be extended beyond downtown to include individuals and groups from other parts of the city, the potential for success can be further en- hanced. The best downtown development ef- forts integrate the strong commitment of both the private and public sectors. An active downtown association can serve as a unified voice, representing business in- terests and addressing areas best left to the pri- vate sector, such as marketing, promotions, and business recruitment. Texarkana% BOND (Business Organization for a New Downtown) and the Auburn Downtown Partnership (ADP) are two examples. Wausau and Bangor each have two separate downtown organiza- tions serving two different groups, merchants and property owners; possible drawbacks to this arrangement are duplication of effort and absence of a unified voice. These organizations can perform a crucial function: promoting the downtown by com- municating what is happening there. Newslet- ters, maps, brochures, and Web sites can help get the message out, while coordinating spe- cial downtown events such as music and craft wI__' L Facade improvement programs can help downtowns reestablish their heritage and visual appeal. A storefront in Auburn, New York, underwent a facade change that was financed through a low- interest revolving loan fund. shows can bring the downtown positive at- tention. Working with the local media is es- sential; in Auburn, for example, the local news- paper features a monthly column written by the downtown manager. Recruiting new businesses is another ac- tivity downtown associations should be equipped to handle. By identifying market needs in the downtown, they can target prospective businesses —often existing busi- nesses and those in nearby cities that wish to expand —and provide information on space availability, market conditions, financial in- centives and assistance, and downtown ameni - ties. ADP has a standing business recruitment committee engaged in these activities, and Bangor Center Corporation (BCC) established a low- interest loan program to assist new busi- nesses that helped to bring Cadillac Mountain Sports —an 8,000- square -foot outfitting store with two other Maine locations —to down- town Bangor last year. Besides targeting exist- ing downtown businesses that want to expand and successful retailers in nearby cities, re- cruitment efforts also seek out small inde- pendents such as antique shops, ethnic restau- rants, arts and crafts stores, and coffeehouses that can help distinguish a downtown from suburban commercial areas. A city government dedicated to improving downtown is a great asset. The city government can demonstrate its commitment by under- taking improvements to sidewalks, streetlights, and infrastructure and by offering financial in- centives for business exTansions and facade en- hancements. Examples of these practices can be found in Auburn, Bangor, and Carson City, where proactive planning/community devel- opment departments have acted as strong ad- vocates for their downtowns. All three cities, for example, have provided extensive infra- structure improvements and have prepared comprehensive downtown plans and design guidelines. Auburn provides financial assis- tance for ADP through community bloc: grant funds that it secures and administers each year. Public/private collaboration has been shown to work in Auburn and Bangor. ADP has worked closely with Auburn's department of planning and economic development on many projects. City staff serve as a resource for ADP and are represented on the ADP board. A sim- ilar relationship exists between Bangor's de- partment of community and economic devel- opment and BCC, an organization funded by special assessments on downtown properties. After a public hearing, Bangor's city council de- termines the assessment rate each year based on proposed BCC budget requests. Pedestrian- Friendly Design. All five down- towns added streetscape improvements such as trees, shrubs, flowers, distinctive sidewalk paving, banners, benches, street lights, and oth- er public improvements. Complementing these efforts are improvements provided by building owners, such as awnings, display win- dows, signage, and outdoor seating. Moreover, cities can implement specific pedestrian -only ways, like Bangor's; and pedestrian shopping alleys behind buildings, as in Carson City. A Sense of Place. Many downtowns evoke a strong sense of place in their region's resi- dents. Nevertheless, many need a dose of im- age enhancement. Facade improvement pro- grams can help downtowns reestablish their heritage and visual appeal. Both Carson City and Auburn have created low- interest revolv- ing loan funds that have been used to improve numerous downtown buildings. Design guide- lines can direct rehabilitation and new con - stmction to ensure that both are integrated in- to the existing character and fabric of the downtown as a whole. Auburn produced an illustrated downtown design guidelines book- let in 1996 that users of facade improvement funds are required to follow. Cities can take advantage of their heritage to attract more visitors to downtown. Carson City established a heritage trail that guides vis- itors to downtown landmarks and through the nearby historic neighborhood. Cities can work to make downtown more of a gathering place by constructing open spaces. Waterfronts also can evoke a strong sense of place. Since many small -city downtowns are located on a river or harbor, strengthening the link between downtown and the waterfront can help to en- hance the downtown experience. Bangor has created a linear park along the Kenduskeag River and also is working on several projects on the Penobscot River. Attracting more peo- ple to downtown through special events, fes- tivals, and concerts can help increase the downtown's visibility and distinctiveness. Individual strategies should not be imple- mented in a vacuum but within the context of an overall downtown plan. Just as the decline in downtown areas took decades to unfold, revitalization usually occurs in small gradual increments over many years. Unlike in large cities, successful small-city downtown devel- opment usually entails a series of small-scale improvements rather than large -scale devel- opment projects. Auburn, Bangor, Carson City, Texarkana, and Wausau, which are prime ex- amples of small-city downtowns that have in- creased vitality in their downtown areas dur- ing the 1990s, are representative of scores of small cities nationwide that are active]}, en- gaged in downtown development efforts. ■ KENTRosmrsoN,, PROFESSOR OF COSAtLNTrY SLDIF3 AT ST. CLouD STATE UxAissm; MLNNFSOEA, HASAs- SISIED SVALL TMNS AND CITIES wTIH THEIR DOWN- TOWN DEIT wP \tE+T EFTORIS HE RE(E.TIx om'Duc ED projects such as a pedestrian mall, as in Auburn THE KAHO\AL STUDY OF SNIALL -CUT DOWN7011N DE- and Wausau; pedestrian bridges over water- vE1AP\tEM1T hie, nO \TD IS THIS ARTICLE. U r b a n L a n d October 1998