HomeMy WebLinkAboutResolution - 3104 - Recognition - Center Corporation - CBD Redevelopment Plan Implementation - 05_25_1989Resolution # 3104
May 25,19R9
Item #20
JCR:da
RESOLUTION
WHEREAS, the Lubbock City Council appointed a twenty-one member
Central Business District Steering Committee to advise the Council on the
creation of a CBD Redevelopment Plan; and,
WHEREAS, the CBD Steering Committee reviewed and recommended a CBD
Redevelopment Plan for Lubbock; and
WHEREAS, "Center Corp of Lubbock", a Central City Development Corpo-
ration, has been formed to oversee the development of the central city
area; NOW THEREFORE:
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF LUBBOCK:
THAT the Lubbock City Council accepts the attached CBD Redevelopment
Plan projects and actions in concept and recognizes "Center Corp of
Lubbock" as the primary private sector agent to work in close coordination
with the City Manager or his designee for implementation of the Redevelop-
ment Plan. The Council further encourages Center Corp of Lubbock to coor-
dinate with all pertinent local, State, and Federal agencies to assist in
the implementation of the plan or other central city redevelopment
projects and programs.
Passed by the City Council this the 25th day of May 1989.
e
'B.C.McII,MAYOR
APPROVED AS TO CONTENT:
Ji ertram, Assistant City Manager
APPROVED AS TO FORM:
n t.. Koss, Jr., Llty[attorney
EXECUTIVE SUMMARY
LUBBOCK CENTRAL BUSINESS DISTRICT REDEVELOPMENT PLAN
MARCH 9, 1989
Introduction
Similar to other American cities, Lubbock's C.B.D. is losing its position as
the center of activity for the city and region as retail and office activities
migrate to suburban locations. The adjacent Overton neighborhood is also in a
process of destabilization as single family homes are converted to rental
units, multi -family apartments deteriorate and commercial intrusions occur
along the area's edges. Recognizing these trends, the City Council appointed
a CBD Steering Committee in 1987 to oversee the development of a
revitalization plan for downtown and the Overton area. In March 1988, the
Dallas office of RTKL Associates Inc. was commissioned to lead a planning team
to prepare a plan for the revitalization of downtown Lubbock. The planning
process was guided by three fundamental objectives.
To create a long range development plan and implementation
strategies that would provide the general policies and guidelines
for both public and private sector involvement in the
revitalization of the downtown area.
To initiate an ongoing process of public -private sector
collaboration within the community that would create a positive
climate for improvement of downtown and the Overton area.
To identify early action projects that can be implemented in the
near term and to identify a framework for the use of the Tax
Increment Financing District funds that would be seen by the
general community as a statement of renewed confidence and
commitment to downtown.
Public Participation
Recognizing that an effective planning process must incorporate community
involvement and participation, community input into the planning process was
accomplished by the following:
1. An extensive personal interview program with public, business and civic
leaders, downtown businessmen and property owners by the RTKL team.
2. Workshop presentations with technical staff from city departments.
3. Workshop presentations to the CBD Steering Committee at the conclusion
of each step of the planning process.
Strategic Goals & Objectives
The term planning is applied to many different endeavors, and many types of
documents have been called downtown plans. The Lubbock C.B.D. Redevelopment
Plan has been structured to include the necessary elements of a successful
downtown plan:
A strong physical plan that provides a strategic development
framework based on a realistic assessment of downtown's future.
An implementation strategy and action plan that identifies the
roles of key players, a revitalization schedule and possible
resources for redevelopment.
Public commitments from city government that funds will be
provided for essential improvements that can encourage private
investment.
Creation of a private downtown development entity able to
coordinate public and private activities and organize downtown
leaders.
Identification of one or more "early action" demonstration
projects that are vital to downtown and signify redevelopment to
the larger community.
Redevelopment Opportunities (see attached drawing)
Based on the findings of the market overview, site analysis and traffic volume
projections, several overall revitalization strategies were developed for
Downtown and the Overton area:
Reinforce Broadway as the Strategic Development Corridor linking centers
of activity
Articulate and Reinforce Distinct Districts in downtown and Overton
Improve and Maintain Regional Traffic Access
Focus on Key Development Opportunities
In a refinement of these strategies, the planning team identified several
development opportunities that would become the basis for a Downtown
Development Plan.
1. Campus Town - a retail center at Broadway and University that supports
the Tech population and adjacent neighborhoods.
2. Overton Housing - private sector housing for students and faculty in
North and South Overton. A non-profit land bank could be established
through the downtown development entity to accept foreclosed or tax
delinquent properties to aid in the land assembly.
3. Overton Park - a north/south park system that organizes the Overton
neighborhood into smaller, more manageable planning units while creating
public open space.
4. Church Campuses - existing churches should expand programs to include
day care, educational classes, retirement housing, etc., helping to
stabilize the Overton Area.
5. International Cultural Center - the plan should support the center by
encouraging shared parking and creating a "front door" presence on
Broadway.
6. Multi -Use Arena - a 15-17,000 seat arena in northeast Overton for Tech
basketball, concerts, convention center overflow, etc.
7. Mixed Use District - area at Avenue Q and Broadway (within walking
distance of the Convention Center) that includes at least three
different uses: a major office user, future convention hotel site, and
support retail.
8. Broadway Reinforcement - establish Broadway as the strategic development
corridor with a trolley shuttle, streetscape programs and links to other
activity centers.
9. 13th Street Retail District - consolidate existing and new retail along
13th Street, and implement streetscape programs, angled parking, and
continuation of the street from the IH-27 off ramp.
10. Trolley Square - a major outdoor open space fronting on Broadway that
would serve as the trolley turnaround, transit center, and downtown
events space.
11. Farmers/City Market - located adjacent to Trolley Square to take
advantage of exposure to Broadway and IH-27 access, it could consist of
open air sheds for produce sales and an enclosed pavilion for sales of
other foods, other retail and restaurants.
The Development Plan builds upon downtown's strengths while attempting to
remedy problems which threaten its continued vitality. The plan envisions the
Downtown Core area as a pedestrian friendly district that includes a
distinctive new mixed -use hotel/office/retail center, revitalized retail
shopping district along 13th Street, Trolley Square as a focus for
redevelopment, and new generations of offices along Broadway between the
Government Center and Avenue Q.
The basic implementation strategy employs a leveraging concept where public
investments are made to trigger private redevelopment efforts. The City's
role in plan implementation could include coordinating capital improvements
programming, land assembly, and the provision of public parking facilities as
primary incentives for attracting private investment.
The Downtown Committee's role could include aggressive and persuasive
leadership, an active development packaging/recruitment program, and
supervision of the creation of a central management structure for downtown.
The Development Plan is an ambitious but achievable plan. It is closely tied
to the realities of economic feasibility. It provides an agenda for both
early action and long-range development opportunities and a phasing strategy
that can be implemented one piece at a time. It will require further effort,
commitment and initiative by the community to be implemented successfully.
Its ultimate product will contribute positively to the economic well-being of
the community, as well as rekindle a sense of civic pride and investor
confidence in downtown.
IMMEDIATE ACTION PROJECTS: LUBBOCK,
TEXAS
March 9,
1989
LEAD
TIME
PROJECT
STRATEGY
AGENT
FRAME
1.
Establish the LDDA as the
Combine downtown
City
1989
downtown development agent
groups into a
Council
non-profit organization
& hire executive director.
2.
Develop strategies to retain
Mayor, Council, LDDA
LDDA
1989
Furr's Inc. headquarters
meet with Furr's
downtown
representatives.
3.
Redefine T.I.F. district
Propose new boundaries
Planning
1989
boundaries
& get LDDA & UR Board
Dept.
approval.
4.
Consolidate all government
Mayor & LDDA meet with
LDDA
1989
offices in CBD
Senator Montford &
Representative Combest.
5.
Create "front door" exposure
Planning Dept. work
Planning
1989
on Broadway for Cultural
with Furr's & property
Dept.
Center
owners to develop
alternatives.
6.
Stricter code enforcement
Codes Administration
Codes
Ongoing
in Overton
increase enforcement
Administration
program.
7.
Establish non-profit land
LDDA set up non-profit
LDDA
1989
bank to encourage donation
land bank, or Urban
of Overton foreclosed
Renewal Board could
properties
hold land.
8.
Facilitate zoning that
Planning Dept. work
Planning
Ongoing
promotes church campus
churches & ZBA, council
Dept.
operations & expansions
of downtown churches.
9.
Expand South Plains College
Work to have tax
BCD &
In
Vo-Tech, assist in search
approval, examine
Planning
Progress
for land or building
sites or buildings
facilities
in downtown.
10.
Trolley square & transit
Transit Dept. seeks
Transit
1989
station
funds. Planning
makes certain TIF
boundaries include
proposed site.
11.
Create a Central Business
City Planning work
Planning
1989
District Zoning District
with LDDA.
Dept.
12.
Establish a Police
Police Dept. approve
Police
1989
storefront operation
program. Work with
Dept.
in Overton
Overton for funds,
volunteer workers &
space.
EARLY
ACTION DEMONSTRATION PROJECTS:
LUBBOCK, TEXAS
March 9,
1989
PROJECT
STRATEGY
FUNDING
LEAD
AGENT
1.
Trolley Square
Acquire land for
UMTA Funds
Transit
w/Transit Center
Trolley Square Site.
CDBG Funds
Dept.
Coordinate bus
TIF District
LDDA
routes with site.
County
Build facility.
2.
Downtown Parking
Acquire or build
UMTA Funds
LDDA
Management Program
garage to serve
GO Bonds
Transit
Fed. employees & 13th
IR Funds
Dept.
Street retail district.
Develop management program
for off-street parking.
3.
Retail
Acquire land for 13th
UMTA funds
LDDA
Consolidation in 13th
Street continuity.
GO bonds
Traffic
Street Shopping
Construct
TIF District
Dept.
District, Streetscape
connection, make street
Funds
Planning
Program for 13th Street
one way west to Ave. L.
Public Works
Dept.
Implement
Special
streetscape program
Assessment
(paving, parking,
District
neckdowns, landscaping,
portals, etc.).
Begin retail consolidation
program.
4.
Broadway Reinforcement
Continue brick paving
CDBG Funds
LDDA
Programs
program.
GO Bonds
Planning
Repair curbs, gutters
TIF District
Dept.
& sidewalks.
Funds
Merchants
Continue historic
Public Works
Association
street lighting program.
Funds
Establish coordinated
landscape design program.
Organize Broadway
Merchants Association.
Create Broadway "front
door" for Cultural Center.
Extend streetscape program
on other downtown linkages.
5.
Create an I-27 Gateway
Work with Fed. Govt.
Fed. Highway
LDDA
Portal
or State Highway Dept.
Funds
Traffic
to acquire necessary
State Hgwy.
Dept.
land for portal.
Funds
SDHPT
Design/build entry
GO Bonds
portal in conjunction
Public Works
with I-27 Freeway
Funds
off -ramp construction.
6.
Establish Downtown
Work with existing and
Churches
Churches
Day Care Centers
potential day care
grants
LDDA
providers to expand
facilities for children
of downtown workers.
7.
Promote Overton
Encourage rehabiitation
Rehab grants
LDDA
Housing Programs
of existing housing and
Private
Overton
construction of new
funds
Neighborhood
units.
Associations
1. CAMPUS TOWN
6.
Opportunistic campus retail
center serving student
population and immediate
neighborhoods.
. A distinct concentration of
buildings located at the
corner of Broadway and
University Avenue. Retail
and support activities
should be in a concentrated
district and ideally would
not be strip retailing
along University Ave.
2. OVERTON HOUSING
Private sector housing for
faculty and students.
Housing in North Overton is
M.F. units for students,
housing in South Overton is
S.F. for faculty.
LUJ UU UUlii_J L1U I I I LJi. J UL 1 l_ J L
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MULTI -USE ARENA: 'THE HUB"
Arena used for Tech basket-
ball, concerts, rodeo, and
cultural events.
15,000-17,000 seat capacity.
. Located across from Civic
Center Overton's N.E. quad-
rant to take advantage of
shared parking, convention
overflow, and proximity to
regional access.
J( Jl. ILJL 1LJ ;L.-1UE
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7. LUBBOCK CENTER MIXED -USE
DISTRICT
Area includes at least 3
different uses: a major
office user, a potential
convention center hotel
site, and support retail.
. Site must be within walking
distance of Civic Center
and downtown.
. Retail facilities need high
visibility and exposure to
high traffic volumes.
3. OVERTON PARK
4.
CHURCH CAMPUSES
Parks, bikeway,
and open
The' existing strong church
space system are
an in-
ministries use .their exist-
terior organizing
element
ing facilities as the basis
for the Overton
neighbor-
for expansion into a wider
hood.
range of responsibilities,
including --day care, edu-
cational classes, retire-
ment housing, etc.
The church campuses cai
provide a stabilizing
influence for the Overton
neighborhood, as well as
increasing the activity
cycle along Broadway St.
� 1
•.
��
and mall
Ir. ufb. 11.
�.V�. �
.Im �.IMIt
I I •
8. BROADKAY REINFORCEMENT
Business address for new
commercial development.
Introduce a trolley shuttle
to link Tech campus,
Overton, and downtown.
User friendly streetscape
to give identity to
Broadway.
9. 13TH STREET RETAIL DISTRICT
Potential to consolidate
remaining retail on 2 or
more shopping streets.
. Streetscape_ program for
13th includes new lighting,
landscaping, paving, and
angled parking.
13th made continuous
one-way street from IH-27
ramp to Avenue L.
10. TROLLEY SQUARE
. Turnaround for Broadway St.
trolley.
Major outdoor open space
for public events.
Square serves as the tran-
sit hub for downtown
Lubbock --a destination
point for buses, the
trolley, taxis, etc.
5. INTERNATIONAL CULTURAL CENTER
. Strategic plan should
support the center by en-
couraging shared parking, a
"front door" presence on
Broadway St. and relation-
ship to adjacent land uses.
11. FARMERS/CITY MARKET: THE
AGRICULTURAL AGORA
Open pavilions for agri-
cultural produce vendors.
A City Market --an enclosed
air conditioned space for
processed foods (meats,
fish, cheese products,
etc.).
Additional space for
restaurants and vendors
(arts and crafts, etc.)
Should be located adjacent
to Trolley Square to pro-
vide visual definition of
the open space and to take
advantage of I-27 regional
access and exposure to
Broadway.
,w GATEWAYS/PORTALS
11111RII STREETSCAPE
111111111 IMPROVEMENTS
RESIDENTIAL
DEVELOPMENT
CIVIC CENTER
DISTRICT
\\ ZONE REDEVELOPMENT
DEVELOPMENT
OPPORTUNITIES
March 1989