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HomeMy WebLinkAboutSEOPW-CRA-R-02-0097SEOPW/CRA ITEM 4 RESOLUTION NO. 0 2 9 7 A RESOLUTION OF THE BOARD OF DIRECTORS OF THE SOUTHEAST OVERTOWN/PARK WEST COMMUNITY REDEVELOPMENT AGENCY ("CRA") DIRECTING THE EXECUTIVE DIRECTOR TO PLAN A FACT-FINDING VISIT AND TOUR OF "BEALE STREET," WHICH IS LOCATED IN MEMPHIS, TENNESSEE, IN CONJUNCTION WITH THE CITY OF MIAMI DEPARTMENT OF PLANNING AND ZONING, CITY OF MIAMI POLICE DEPARTMENT, AND OTHER APPROPRIATE DEPARTMENTS, REPRESENTATIVES OF THE OMNI AND OVERTOWN ADVISORY BOARDS, THE BLACK ARCHIVES HISTORY & RESEARCH FOUNDATION OF SOUTH FLORIDA, INC., APPROPRIATE FAITH -BASED INSTITUTIONS, A.A.R.P., REPRESENTATIVES FROM THE BUSINESS COMMUNITY, AND ANY OTHER PARTIES INTERESTED IN THE PLANS AND ISSUES RELATING TO THE PARK WEST 24-HOUR ENTERTAINMENT DISTRICT, THE PROPOSED OMNI BLUES AND JAZZ DISTRICT, AND THE OVERTOWN GOSPEL, BLUES AND JAZZ DISTRICT; AND FURTHER DIRECTING THE EXECUTIVE DIRECTOR TO MAXIMIZE COORDINATION WITH MEMBERS OF THE BOARD OF DIRECTORS AND THEIR STAFF, THE OFFICE OF THE MAYOR OF THE CITY OF MIAMI, AND ANY INTERESTED MIAMI-DADE COUNTY OFFICIALS AND STAFF, TO FACILITATE THE FACT-FINDING VISIT AND TOUR TO "BEALE STREET" IN AUGUST 2002, SUBJECT TO THE AVAILABILITY OF FUNDS FROM GENERAL FUNDS, ACCOUNT NUMBER 689004.550011. NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF DIRECTORS OF THE SOUTHEAST OVERTOWN/PARK WEST COMMUNITY REDEVELOPMENT AGENCY OF THE CITY OF MIAMI, FLORIDA: SE&W/CRA 02- 9V Section 1. The recitals and findings contained in the Preamble to this Resolution are incorporated herein as if fully set forth in this Section. Section 2. The Board of Directors directs the Executive Director to plan a fact-finding visit and tour of "Beale Street," which is located in Memphis, Tennessee, in conjunction with the City of Miami Department of Planning and Zoning, City of Miami Police Department, and other appropriate departments, representatives of the Omni and Overtown Advisory Boards, the Black Archives History & Research Foundation of South Florida, Inc., appropriate faith -based institutions, A.A.R.P., representatives from the business community, and any other parties interested in the plans and issues relating to the Park West 24-Hour Entertainment District, the proposed Omni Blues and Jazz District, and the Overtown Gospel, Blues and Jazz District. Section 3. The Executive Director is further directed to maximize coordination with members of the Board of Directors and their staff, the Office of the Mayor of the City of Miami, and any interested Miami -Dade County officials and staff, to facilitate the fact-finding visit and tour to "Beale Street" in August 2002, subject to the availability of funds from General Funds, account number 689004.550011. Page 2 of 3 SEOPW/CRA 02- 97 M Section 4. This resolution immediately upon its adoption. shall be effective PASSED AND ADOPTED thi day of May, 2002 ATTEST: PRISCILLA A. THOMPSON CITY CLERK APPROVED AS TO FORM AND CORRECTNESS; 1,WXTDRO VILARELLO I �r ATTORNEY EOPW/CRA R-02-97: ELF .. ARTHUR E. TEELE, JR. CHAIRMAN SE0PW/CRA Page 3 of 3 O 2— 97 0 CITY OF MIAMI, FLORIDA TO: Chairman Arthur E. Teele, Jr. and Members of the CRA Board FROM: Annette E. Lewis Executive Director, CRA INTER -OFFICE MEMORANDUM DATE: May 30, 2002 SUBJECT: May 30, 2002 FILLITEM 4 Site Inspection of Memphis "Beale Street" REFERENCES: ENCLO6%. tion, supporting documents RECOMMENDATION It is respectfully recommended that the CRA Board of Directors approve the attached resolution directing the Executive Director to plan a site inspection of the Memphis "Beale Street" in conjunction with the City of Miami Planning and Zoning; Police department, and other appropriate departments along with representatives of the Omni .and Overtown Advisory Boards; Black Archives; appropriate Faith -based institutions; AARP; representatives from the business community; and generally, any interested parties; as it relates to the Parkwest 24-hour Entertainment District, and the CRA proposed Omni Blues and Jazz District, and the Overtown Gospel, Blues and Jazz District; and further instructing the Executive Director to maximize the coordination with Board members and their staff as well as the office of the Mayor, and any interested Miami -Dade County Officials and staff to facilitate the site visit to Beale Street in August, 2002. BACKGROUND On January 28, 2002, the CRA Board of Directors adopted resolutions SEOPW/CRA R-02-14 and OMNI/CRA R-02-09 which authorized the CRA Executive Director to meet with the Planning Director of the City of Miami and to discuss and make recommendations on a Jazz and Blues overlay district(s) within the Overtown, Parkwest, and/or Omni redevelopment areas. Subsequently, legislation was approved by the City Commission and is currently in the Planning process for the re - designation of the Redevelopment Areas. The CRA is interested in sponsoring site packages for two (2) core groups to visit Memphis to inspect Beale Street and the successful redevelopment efforts undertaken by the Memphis Center City Commission, which has propelled Beale Street as a world renowned tourist destination spot. The Strategic Plan implemented by the Memphis Center City Commission is very similar to the CRA's and DDA's Redevelopment Plans with the incorporation of affordable housing, charter schools, entertainments districts, a light rail transit system, historical points of interests and creative pedestrian thorough -ways connecting various neighborhoods to downtown Memphis. General Source: General Funds Account Number: 689004.550011 SEOPW/CRA C'I,,MT/CRA 02- 97 02-- 36 1999 Strategic Plan for the Continued Redevelopment of the Memphis Central Business Improvement District a framework for development in the new millennium Plan Summary SEOPW / CRA 02— 97 nterCity j114 N. Main St. Memphis, TN 38103 (901) 575-0540 t *� 02-. 36 The 1999 Strategic Plan for the Memphis Central Business Improvement District (CBID) was over a year in the making. Hundreds of people contrib- uted to the development of the plan which reflects the goals and aspirations that the citizens of Mem- phis and Shelby County have for their Downtown. The plan establishes the following goals for the Continued Redevelopment of the CBID: Redevelopment Goal One A Vibrant Commercial, Business & Retail/ Entertainment Marketplace Redevelopment Goal Two A Self -Sustaining Main Street Mall Redevelopment Goal Three An Attractive & Exciting Riverfront Redevelopment Goal Four Diverse Residential Neighborhoods Redevelopment Goal Five A User -Friendly Medical District Providing Comprehensive Services Redevelopment Goal Six Safe & Comfortable Streets Redevelopment Goal Seven Improved Transportation & Access Redevelopment Goal Eight Cultural Anchors Plan Overview The plan will shape the work agenda of the Center City Commission (CCC) staff and sets into motion action on 13 specific priority projects: Priority Project One Revitalization of the Main Street Mall Priority Project Two Office & Retail Recruitment & Retention Priority Project Three Improved Conditions on the Street Priority Project Four Strategy for Landmark Buildings Priority Project Five Riverfront and Mud Island Priority Project Six Public Art Program Priority Project Seven Neighborhood Revitalization of Greenlaw and the Pinch Priority Project Eight Redevelopment Along Trolley Line in theMedical District Priority Project Nine Detailed Master Plan for the Medical Center Priority Project Ten Downtown Affordable Housing Campaign Priority Project Eleven Improved Transportation & Access Priority Project Twelve Neighborhood Master Plan for the South CBID Priority Project Thirteen Market -Rate Residential Expansion SEOPW/CRA 0 ;4 -- ,0 7 01MINT/CRA 02- 36 Redevelopment Goal One A Vibrant Commercial, Business & Retail/Entertainment Marketplace Any effort that improves the appearance, attrac- tions, amenities, and accessibility of Downtown will reinforce its role as a commercial marketplace. In particular, as a result of the Strategic Plan, the CCC will focus even more aggressively on office and retail recruitment and retention by developing a comprehensive campaign to market Downtown and an ongoing communications effort with exist- ing and potential tenants and brokers (Priority Project Two). Additionally, in order to ensure Downtown's competitiveness with other areas, CCC boards will consider ways to assist tenants, as well as property owners, and a small business support effort will be initiated to create an environment Downtown that encourages entrepreneurial activ- ity (Priority Projects One and Two). Redevelopment Goal Two A Self -Sustaining Main Street Mall The Main Street Mall will be repositioned through office and retail recruitment and retention efforts outlined previously (Priority Project Two) but also through the development of a detailed rede- velopment plan to be introduced to the Memphis City Council (Priority Project One). This effort will support existing and potential storeowners by uti- lizing expertise that can assist Main Street retailers in the presentation and promotion of their busi- nesses. It will also focus on getting vacant or dete- riorating buildings under the control of entities that will redevelop and re -tenant them. Plan Overview Redevelopment Goal Three An Attractive & Exciting Riverfront The CCC will strive to create an outstanding Riverfront for visitors and residents of Shelby County by coordinating efforts with the Mayor's Riverfront planning and the American Heritage Rivers Initiative (Priority Project Three). Oppor- tunities for expansion and linking of the park and recreation facilities currently scattered along the Riverfront will also be explored. In addition, by investigating the potential of air rights develop- ment above the Overton Trust property between Front Street and Riverside Drive, the CCC will be able to explore alternatives for improving the con- nections to the Riverfront from the Downtown Core which will inevitably improve the viability of the Riverfront. Redevelopment Goal Four Diverse Residential Neighborhoods Allof Downtown's neighborhoods will be strength- ened by a Downtown housing campaign (Priority Project Ten). This effort will investigate ways to provide greater assistance tohomebuyers through employer downpayment assistance, advocation of more affordable housing, and, location efficient mortgages. In addition, efforts to improve trans- portation and access into and within the CBID (Priority Project Eleven) will help all redevelop- ment and stabilization efforts, including those in residential neighborhoods. SEOPW/CRA 09— �I 02- 36 Redevelopment Goal Five A User -Friendly Medical District Providing Comprehensive Services The Medical Districtwillbe dramatically enhanced by the addition of the Memphis Area Transit Au- thority (MATA) trolley eastward from Downtown. In order to postion the Medical District for that change and others related to trends in thehealthcare industry, the area will be best served by a more detailed and comprehensive planning effort that is supported by all stakeholders in the immediate and surrounding area (Priority Project Nine). The CCC will take the lead in facilitating that effort in conjunction with other organizations and prop- erty owners. The CCC also intends to focus devel- opment attention along the corridor where the new trolley extension will run (Priority Project Eight). Redevelopment Goal Six Safe & Comfortable Streets Improving the safety and comfort level on all of the CBID's streets will be achieved through a number of initiatives that will focus on physical improvements, legislative action and enforcement standards (Priority Project Three). These efforts will constantly strive to provide an environment that encourages pedestrian activity but ensures that there are no threatening or intimidating influ- ences. In addition, a proposed public art program will enhance the public realm and streetscapes of Downtown (Priority Project Six). Plan Overview Redevelopment Goal Seven Improved Transportation & Access Transportation and access issues within Down- town will be improved through some of the addi- tional detailed planning efforts (Priority Projects One, Five, Seven, Eight, Twelve), the infrastruc- ture improvements suggested above (Priority Project Three) and the advancement of regional light rail plans. There are also some more focused efforts (Priority Project Eleven) that can address this issue, such as development of a comprehen- sive directional sign plan, greater sign allowances for parking structures, identification of locations for new parking facilities, creation of a parking validation program, and obtaining funds to im- prove North Second Street. Redevelopment Goal Eight Cultural Anchors Reinforcement of Downtown as the cultural cen- ter of the Mid -South can be achieved through recruitment and retention efforts (Priority Project Two); but also through additional initiatives pro- posed in the plan. Seed money for a public art program could potentially be provided through the allocation of a percentage of the development fees assessed by the Center City Revenue Finance Corporation (CCRFC) and the Center City Devel- opment Corporation (CCDC) (Priority Project Six). Efforts to provide additional facilities on Mud Island (Priority Project Five) will assist in the fulfillment of this goal as will the proposals to create greater incentives for historic preservation (Priority Project Four). s- 0PW/CRA 01q1V / CRA 02- A. Main Street MATA trolley -pedestrian mall -Court Square Park -historic office/residential/ retail B. Downtown Core Autozone Park (AAA baseball) -Peabody Hotel -Old Customs House -Confederate Park -concentration of restaurants/offices/residential/retail-needs stronger connections to the river -opportunities to provide continuous riverfront park space C. Entertainment District Beale Sheet -Gibson Guitar-Rock'n SfMd bit-planned Peabody Place retail & cinema - opportunities to provide connection toland D. Civic District City/County/State/Federal offices-Pg Arts Center -Cook Convention Center-LauCourta E. East re r Downtown 1-opportunities for construction & adaptive reuse sidential projects F. Thomas- nassas Victorian Village- nder Bread -The dison- Sun Studio -Hunt Phe Home & Inn 'dential opportunities G. Medi 1 Center Forrest Park orris Park -Baptist Memorial Hospital-Uni 'ty of Tennessee Health Science Center-Regio I Medical Center -Southern College of try -Veterans Administration Hospital -Meth ist Central Health System- LeBonheur Hospi -Shelby State Community College-Mississipp Boulevard Christian Church - neighborhood/ ' ntial development & partnership opportunities thro churches & hospitals-MATA trolley extension provides tra 't-oriented development opportunities H. South Main/Ware use Historic Districts concentration of historic build' -MATA trolley -Arcade Restaurant -art galleries & stud' National Civil Rights Museum tral Station - adaptive reuse opportunities I. South CBID South Bluffs development -Found s Pointe -Tom Lee Park -Army & Navy Parks -Main ost Office -significant residential opportunities-opport 'ties to provide continuous riverfront park space J. Church Park senior housing -COLIC -St. Pa 's Church K. DeSoto Park National OmamentalMetal M um - vacant Marine Hospital -rest tial development opportunities-opportuni ' to provide continuous rive t park space Framework Diagram ,�j,t:�er: iEri r d - i}O F, L. French Fort M. Mud Island Mississippi River Museum -'Memphis Belle' -concert amphitheater-opporunities to connect to Beale Street -opportunities to improve access to park -opportunities to provide continuous riverfront park space N. The Pinch and the Pyramid v°�'y'potential Grammy Hall of Fame & Music Exposition -Pinch Historic District -retail/ restaurant/entertainment opportunities-MATA trolley O. St. Jude Children's Research Hospital P. Gayoso Bayou Potential landscape/visual amenity O. Grsenlaw Neighborhood historic district -proposed Tax Increment Finance District - significant neighborhood/residential development opportunities R. Bickford-Bearwater Neighbor- hood significant neighborhood/ residential development opportunities r S. Mud Island Residential Harbor Town-Riverset-Water'sEdge-Harbor Point -Harbor View T. North CBID major light industrial uses -opportunities to attract additional similar uses - infrastructure needs to assist with develop- ment goals U. Crump -Thomas light industrial uses-commerdal development opportunities .�at"ea.i io oy- ITI RA 0 2 - 16 The framework diagram identifies areas that have predominantly similar development potential and characteristics- areas that share urban design fea- tures, architectural elements, and a compatibility in their existing and anticipated mix of uses. The diagram is based on the idea that Main Street is the spine of Downtown but acknowledges that the high quality pedestrian environment that exists in the public streetscape along Main must grow to the east and west so that there is a consistent quality to the public environment in this high density, concentrated mixed -use area. The dia- gram also highlights the importance of strength- ening the relationship between the Core and the Riverfront by improving connections between the two. Framework Diagram Main Street has unique anchors on both its north and south ends- on the south it is anchored by Central Station and the South Main and Ware- house Historict Districts and on the north by the Pyramid and the Pinch District. An additional northern anchor could be the Gayoso Bayou which could become more of a visual amenity to the Pinch and to Greenlaw if improvements were made to it. �A SEOPW/CRA ®r� II caA 02 0 36 The Riverfront is a major component of the frame- work; however, it is not defined as just the cobble- stones or Mud Island. It includes all of the existing and potential park and recreational space along the water that could be linked to provide a continuous public park environment from DeSoto Park and the Ornamental Metal Museum on the south to Greenbelt Park and the Wolf River channel on the north. There are also opportunities, as mentioned elsewhere in this document, to provide a greater connection between Mud Island and Beale Street, whose entertainment district is expanding through the addition of Gibson Guitar and the Peabody Place retail and entertainment center. Framework Diagram Throughout the CBID, there have been areas iden- tified that are suitable for expansion in the residen- tial market sector. Areas on Mud Island, in the Greenlaw and Bickford-Bearwaterneighborhoods, around Autozone Park and the new Downtown School, in the vicinity of Victorian Village, around the Hunt Phelan Home, adjacent to French Fort, and south of Beale wrapping around the South Main historic district have been identified for resi- dential expansion and/or stabilization. "FOM CRA 02 - 97 00 Many of the major employers within the CBID are in agreement about the potential for housing growth and are interested in opportunities to pro- vide housing for their employees in close proxim- ity to their place of work. Many of these are major institutional anchors of the CBID. St. Jude ChildreWs Research Centerin theDowntown Core, the concentration of City, County, State and Fed- eral offices, the churches and senior housing in the southeast portion of the Core, and the major stake- holders of the Medical Center are some of the institutional anchors that contribute to the CBID and whose employees would benefit from an in- crease in housing production. IM Framework Diagram At both the northern and southern extremes of the CBID, because of access to the interstate on the south, and the concentration of industrial uses on the north, there are opportunities to develop and attract new businesses that are more vehicular - oriented and sometimes difficult to accommodate in the traditional dense downtown area of a city. SEOPW/CRA 0 2 -- r ��r�1CRA 02 - 3 ra Memphis Main Street Development Plan SUMMARY In order to revitalize the properties in the heart of Downtown Memphis, a development plan for the Main Street Mall area has been created. This plan reviews past efforts, analyzes existing conditions and considers public input. A master plan is then laid out, based on the community's vision, market conditions and economic realities. The Main Street Development Plan continues with suggested public funding techniques and development incentives. Finally, an implementation strategy is offered to trigger specific actions and recommendations that are found throughout this document. The plan sets the stage for the development of a new Downtown neighborhood with improved public spaces, renovated historic properties and newly constructed buildings. Intersections along Main Street are identified as retail locations with improved streetscapes, increased parking opportunities and clear linkages to the Mississippi River. The plan calls for focused transit initiatives and the creation of a comprehensive signage plan for the area. The Memphis Main Street Development Plan is designed to create a world class, urban neighborhood that will draw visitors based simply on its uniqueness, functionality and charm. VISION To create a vibrant, healthy and inclusive place to live, work, learn and visit. To create a Main Street for a wide variety of people, celebrating the history, culture, beauty and uniqueness of Memphis, while providing a source of local pride. The Main Street Development Plan strives to fulfill this vision by stimulating new development and redevelopment in the project area through the application of six guiding principles developed through a series of public workshops. The following descriptions of the guiding principles are accompanied by Action Items intended to initiate specific elements of the plan. Main Street Master Plan SEOPW/CRA GhTNU/1"RA, GUIDING PRINCIPLES 1. Make Main Street the spine for a new Downtown neighborhood that connects and enlivens area attractions and activities. Main Street currently serves as the connector between the city's civic center and Beale Street. The Downtown housing market is strong and will serve to strengthen Main Street as a neighborhood. • Program events and activities for the area that support and complement events at Beale Street, AutoZone Park, The Pyramid, the Convention Center, etc. ■ Develop and implement design guidelines for streetscape and open space character and integrity along the Main Street corridor. Opportunities and guidelines for urban art should also be explored. ■ Develop parks and open space initiatives to support redevelopment of Court Square, Confederate Park, and the Court Street linkage. Also explore "green space" improvements along Main Street itself. 2. Develop catalytic demonstration projects through public/private partnerships in the Court Square area and in the block from Union to Gayoso. These catalysts should inspire additional investment along Main Street and throughout Downtown. • Initiate land assembly procedure. ■ Issue a request for proposals to the real estate community for the development of the Court Square Neighborhood with emphasis on residential, hotel and neighborhood retail uses. ■ Activate the Court Square Neighborhood with a new high school and middle school. Also identify appropriate locations for a more functional post office and improved regional library. ■ Investigate public/private partnership for the development of a parking facility under Confederate Park. ■ Issue a request for proposals to the real estate community for the development of the Gayoso to Union block with an emphasis on entertainment retail, office and residential uses. ■ Explore the integration of an urban college campus into the Beale Street Gateway. 3. Create regional scale retail at the intersections of Jefferson, Madison and Union. Create neighborhood scale retail at the comers of Adams, Court, Monroe and Gayoso. Capitalize on Main Street's potential as a secondary market to Peabody Place and strong visual access from vehicles at intersections. ■ Organize the intersections of Jefferson, Madison and Union with anchor retailing at the comers and support retailing extending east and west along Main's cross streets. Support retail should be encouraged along Main Street as far as visually accessible from the intersections. ■ Work to attract regional and local retailing investment at the cross streets to Main. • Provide convenient access to transit and short-term parking at Jefferson, Madison and Union. ■ Organize the intersections of Adams, Court, Monroe and Gayoso to support the local resident and employee daily needs. Main Street Master Plan SE®PW/CRA 2 omm / L.RA 02- 97 02-.. 36 a,w ■ Create a federally funded transit oriented development parking deck atlnear the intersection of Main and Madison. ■ Create a publicly funded transit oriented development parking facility under Confederate Park that supports new educational facilities, relocated library and post office, as well as, existing underutilized structures that may be developed in the Downtown core. 4. Utilize federal grant assistance to enhance Jefferson, Madison and Union as pedestrian oriented retail streets that form cross connectors to Main Street and the Mississippi River. Federal livable communities grants are ideal for strengthening Downtown's connection to the river and expanding/improving the urban pedestrian environment. ■ Research federal funding sources, requirements and deadlines to assist private/public development for parking needs and transit facilities. ■ Submit grant application for Union, Madison and Jefferson improvements. ■ Utilize livable communities grants to fund on -street parking, intersection improvements and streetscape enhancements at Union, Madison and Jefferson. ■ Investigate funding mechanisms for the construction of public parking facilities at Main and Madison and under Confederate Park. 6. Initiate public policy to enhance and encourage transit ridership. Throughout the visioning process, Memphians voiced positive comments regarding the trolley and wished to increase its frequency and use beyond a tourist attraction. ■ Develop shared parking policies and facilities that support transit ridership. ■ Increase the timing and efficiency of the trolley to encourage its use as a commuter system. ■ Study the potential of Monroe and Madison becoming two-way streets. ■ Extend the trolley line from Main to the Medical Center. Explore potential rail extensions from South Main to LeMoyne-Owen College area. ■ Coordinate with wayfinding system development to provide information to transit users about fares, schedules and stops. 6. Develop a wayfinding system that markets Main Street and guides all aspects of the community — residents, visitors and employees — to and through the Downtown area. ■ Identify the various audiences, needs and perspectives for a wayfinding system. ■ Develop a pattern book detailing the graphics system, policies and implementation timetable. VA Main Street Master PlanS�oPW/CRA 3 0 2 -• 97 O /CRA n 2 -. 36