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Good planning helps create communities that offer better choices for where and how people live. Planning helps community members envision the direction.

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Presentation on theme: "Good planning helps create communities that offer better choices for where and how people live. Planning helps community members envision the direction."— Presentation transcript:

1 Good planning helps create communities that offer better choices for where and how people live. Planning helps community members envision the direction in which their community grows and find the right balance of new development and essential services, protection of the environment, and innovative change.

2 Carbondale’s Future – Comprehensive Plan The City’s existing Comprehensive Plan was adopted in 1997 and has not been updated. Over the past ten years there has been many changes on the community landscape and environment that are being addressed through a new Comprehensive Plan. Drafting of a new Comprehensive Plan is underway and is being completed with the assistance of Kendig-Keast Collaborative a professional planning consultant firm.

3 Principal Components in Developing the Comprehensive Plan 1.Community plans must be citizen driven; 2.The plan must be grounded on realistic assumptions about the future; 3.The plan must serve as an effective aid to land use decision making, which means that it must have an end-user orientation; 4.The plan must help to preserve and protect community character; and 5.The plan must include sufficient detail and policy direction to be effectively implemented There are five principal components to the Kendig Keast Collaborative approach in developing a comprehensive plan:

4 What is a Comprehensive Plan?  A statement of the community's vision for the future.  Strategic direction to guide change while providing for economic growth and a high quality of life.  The guiding policy document for decisions made on behalf of the community.

5 What is the Plan’s intent?  Improve the physical environment  Promote broader public interest  Facilitate democratic determination and implementation of policy  Inspire coordination for future development  Ensure consideration of long-range and cumulative impacts  Utilize professional knowledge for making decisions

6 Plan Development Process Consultant working directly with City staff and Comprehensive Plan Review Committee established by the Mayor & City Council to serve in an advisory capacity. Consultants have been working on the Plan for nearly one year. Public interaction and input from stakeholder interviews, round table discussions and community symposium. Draft sections of the Plan are being posted on the City’s website as they are finalized.www.explorecarbondale.com

7 Community Symposium  in attendance  Early involvement set tone and plan values  Written comments used as basis for determining policies and plan initiatives How were residents involved?

8 What we are HEARING -- Housing needs -- Aging neighborhoods (service demands) -- Redevelopment needs -- Regional center (education/medical/retail) -- Employment growth (gainful employment) -- Sustainable development -- Downtown enhancement -- Community appearance From the community forum, stakeholder interviews and public interaction a common theme on important community issues have been identified as follows:

9 Developing A Vision for Carbondale Strong Economic Base & Regional Hub Continued partnership with SIU to enhance it’s position to attract students Capitalize on our location near Shawnee National Forest and natural surroundings Transform downtown as center for culture, arts and entertainment Become a Model City for sustainable and smart growth Vibrant neighborhoods providing diversity of housing choices Highly educated and involved citizenry

10 A Vision for Carbondale How do we see Carbondale in 2025 By the year 2025 Carbondale will BROADEN and DIVERSIFY its economic base and continue to be the REGIONAL HUB for business, commerce, and cultural activities. Carbondale will be the leader in specialized medical facilities and rehabilitative services. Carbondale will be recognized as the home of a major research university. It’s identity as a “UNIVERSITY TOWN” will guide its growth and development over the next decades. The community will capitalize on its location as the gateway to Shawnee National Forest to become a destination spot for eco-tourism and outdoor recreation enthusiasts. The rural, less congested location provides a relaxed atmosphere that will serve as a backdrop to attract retirees desiring to relocate. Residents will take advantage of the NATURAL SURROUNDINGS and beauty of the region and the wide range of cultural and intellectual offerings through the University and community. Carbondale will be home to one of the most vibrant downtowns in the region with many cultural activities, art studios and entertainment venues. In addition, the downtown will provide a variety of retail services, professional uses, and restaurants that attract residents at all times throughout the day. The City’s low crime rate and excellent student housing, coupled with the University’s many educational, research, and sport programs, will attract an increasing number of students. Carbondale will be a “MODEL COMMUNITY” recognized nationally for its programs, policies and initiatives in SUSTAINABLE growth and development. FAMILIES will be attracted by the City’s overall QUALITY OF LIFE, affordable and diversified housing, and commitment to diversified citizenry. Strong neighborhoods with active neighborhood associations will provide an ideal setting for all residents. The excellent public education system will become a model for creating high achievement and high morale.

11  January/February 2010: Planning Commission Meeting  Review and discuss draft plan  Public hearing to accept public comments  February/March 2010: City Council Meeting  Review and discuss draft plan  Consider the plan for adoption  January/February 2010: Planning Commission Meeting  Review and discuss draft plan  Public hearing to accept public comments  February/March 2010: City Council Meeting  Review and discuss draft plan  Consider the plan for adoption Next Steps

12 On the Web Background information including draft sections of the new Comprehensive Plan can be found on the City’s website

13 1.Community Overview 2.Land Use Character and Community Growth (Future Land Use & Growth Plan) 3.Community Mobility (Thoroughfare Plan) 4.Housing and Neighborhoods 5.Economic Development 6.Implementation The Plan is organized into 5 Chapters.

14 Who are we and how did we get here.

15 Focus Areas Managing Future Growth Quality, Sustainable Development Downtown Renaissance Preserving Community Heritage Enhanced Community Character

16 Managing Future Growth Key Strategies  Promote infill and reinvest in neighborhoods  Pre-zone infill areas; resolve regulatory impediments  Fund the infill incentive program  Direct growth to suitable areas  Define “preferred growth areas”  Adopt utility extension policy  Preserve the rural periphery  Increase “AG” district to 10 acres  Require conservation development  Zone the current unzoned areas  Renovate/replace aging infrastructure  Protect integrity of water supply (Cedar Creek)

17 Growth & Reinvestment Areas

18 Quality, Sustainable Development Key Strategies  Coordinate with Park District for system enhancement and expansion  Parkland dedication and fee in-lieu program  Joint acquisition/development  Protect/preserve environmental resources  Create development options within each district  Recalibrate and consolidate zoning districts  Incorporate site capacity provisions  Pursue sustainable development  Amend development ordinances (mixed use, low impact development, naturalized stormwater management)  Promoting water conservation  Agenda for energy conservation  U.S. Mayors Climate Protection Agreement  Incentives for LEED buildings/neighborhoods

19 Downtown Renaissance Key Strategies  Strengthen economic viability  Establish a redevelopment authority to lead catalytic projects  Establish economic incentives  Enhance the downtown market  Define the market potential  Create “unique” environment  Re-establish urban character  Downtown master plan  Amend “BPR” district (building form, parking, use types)  Create design standards  Improve connections  Improved street crossings  Enhance pedestrian experience  Reconnect nearby neighborhoods  Establish better Downtown/SIU linkages

20 Preserving Community Heritage Key Strategies  Preserve historic character and integrity  Collaborate to create formal designations  Amend the zoning ordinance  Standards for architecturally significant structures  Clarify procedures for landmarks, districts, neighborhoods  Establish neighborhood conservation districts  Codify 1996 Architectural Preservation Guidelines  Redevelop Town Square  Prepare a small area plan to conceptualize redevelopment  Rewrite zoning standards  TIF district to supplement enterprise zone  Consider permanent facilities for farmer’s market

21 Enhanced Community Character Key Strategies  Refocus the zoning ordinance  Amend dimensional standards to relate them to character  Replace the land use intensity system with standards  Tie bufferyards to district character  Enhance development appearance  Create site design standards tied to character  Improve landscaping and screening standards  Adopt big box and industrial building standards  Adopt standards for multiple family developments  Rewrite the sign standards

22 Future Land Use & Growth Plan Preferred Growth Area Neighborhood Restoration Commercial Development Neighborhood Conservation Rural Preservation

23 Focus Areas Walkable & Bikeable Community Enhancing Street Environs Improving Mobility Public Transit Service

24 Improving Mobility Key Strategies  Improve street continuity  Amend subdivision regulations  Consider street connectivity index  Develop neighborhood traffic calming manual  Preserve traffic carrying capacities  Adopt an access management ordinance:  Shared driveways and cross access  Limits of access, driveway permits, and restricted collector access  Adopt local thoroughfare classifications and standards, consistent with IDOT’s Bureau of Local Roads and Streets Manual  Preserve adequate rights-of-way throughout the City and extraterritorial jurisdiction

25 Enhancing the Street Environs Key Strategies  Improve corridor aesthetics  Signature gateway improvements  Create boulevard street sections (Grand, Giant City Rd, Walnut, Main, U.S. 51)  Corridor art display program  Prepare streetscape design plans  Adopt Context Sensitive Streets  Adopt street design standards consistent with the adjacent development character  Tie local street standards to development density

26 Greening the Street Environment

27

28 Becoming a Walkable and Bikeable Community Key Strategies  Interconnect citywide destinations  Extend Piles Fork Creek trail  Create neighborhood “walkability” standards  Pursue off-street rails-to-trails and nature trail projects  Enhance bicycle and pedestrian accessibility  Prepare a trail and pedestrian system master plan  Restore funding to the sidewalk improvement program  Adopt bike parking standards  Develop pedestrian site design standards

29 Enhancing Public Transit Key Strategies  Improve propensity of transit use  Study downtown multimodal transportation center  Explore ways to expand local transit (Saluki Express)  Commission a joint City-SIU transit study  Expand Saluki Express for other trip purposes  Establish a capital program for street-wide transit improvements, e.g. bus pullout bays  Create site design standards for transit access  Seek joint training and vehicle procurement and maintenance with SIUC, John A. Logan College, Harrisburg Rides Mass Transit District, Greyhound, Carbondale School District, Brehm Prep School, etc.

30 Thoroughfare Plan

31 Trail Opportunities

32 Focus Areas Rehabilitating the Existing Housing Stock Defending Neighborhood Integrity Ensuring Sufficient, Affordable Housing Designing Livable Neighborhoods

33 Conditions & Needs  Mixture of housing types  Narrow range of neighborhood/housing types  88% single family detached  12% duplex, multiplex, and apartments  Future lifecycle housing needs, e.g. retirees  Jobs-Housing Balance  Essential to economic development program  Market must offer adequate housing and neighborhood choices  Housing Conditions  92% of housing units needed in 2030 are existing  Unsightly properties compound poor housing conditions  Housing Age  6,242 units constructed during 1960s and 1970s  > 10,000 units 20+ years of age

34 Rehabilitating the Housing Stock Key Strategies  Neighborhood renewal and housing rehabilitation  Form a target area capital investment program  Ease the process for infill development  Reinvest in new public spaces and facilities  Organize a code enforcement advocacy program  Expand the rental housing conversion program  Build the capacity of local organizations  Initiate a City-sponsored Housing Action Plan  Develop a local housing organization as a “lead agency”  Expand Rebuild Together  Strengthen the ties with Crosswalk (in Murphysboro)  Collaborate with SIU on student education on housing and building codes  Leverage the work of “Map Your Neighborhood”

35 Defending Neighborhood Integrity Key Strategies  Improve housing and site conditions  Help form neighborhood associations and plans  Initiate re-assessment procedures for multi-tenant units  Re-establish the Infill Program ($3,500 per lot)  Amortize nonconforming accessory units  Create a model lease agreement  Evaluate down-zoning options  Establish new “triggers” for Rental Inspection Program Columbus and Ohio State University urban redevelopment partnership

36 Ensuring Affordable Housing Key Strategies  Housing options and assistance  Continue seeking state grant assistance  Continue support of rehabilitation program  Create new housing choice through TIF (Washington Ave)  Acquire and assemble land for infill projects  Expand the rental housing conversion program  Encourage moderate income housing  Provide for average rather than minimum lot sizes  Create a housing bonus for subsidized housing  Allow in-home accessory dwelling units  Establish a sliding scale for parking requirements  Strengthen the “abandonment” provisions

37 General Axioms  Regionalism is critical  Community development is economic development  Play to strengths (asset-based economic development)  B usiness development > attraction

38 Maximize and leverage SIU Leadership in regional economic development efforts Expand economic development tools Bolster entrepreneurial activity Expand/improve broadband service Revitalize/redevelopment downtown Re-brand the City Encourage non-governmental leadership Improve the business friendliness Focus Areas

39 Maximize Economic Potential of SIU Key Strategies  Improve the physical setting  Redevelop campus town as mixed use, transit-served, urban neighborhood facing Grand Avenue  Establish a coordinated “Go Green” agenda  Build the City’s/region’s broadband infrastructure  Make downtown a WI-FI district  Expand transit service to/in downtown  Maximize SIUs potential to spawn new business  Recruit business incubator occupants  Encourage SIU to create entrepreneurial curriculum  Create business accelerator facilities  Assist with expansion of University Research Park  Solicit development of a downtown hotel

40 Regional Leadership / Tools Key Strategies  Sponsor cross-governmental campaign of JCGA  Be a leader in Connect SI  Encourage local participation in regional entrepreneurship task force  Form a University/Business alliance  Organize annual workforce development conferences  Retool the City’s economic development programs  Create a redevelopment authority/corporation  Expand the use of TIF districts and seek creative ways to apply funding (capitalizing loan funds)  Tap Federal New Markets Tax Credits  Regularly outreach to local employers  Consider land banking blighted redevelopment properties  Urge forgivable home loan/down payment assistance employer bonus program

41 Cultivate Entrepreneurship Key Strategies  Build entrepreneurship support structures  Introduce entrepreneurship education modules  Sponsor an annual business plan competition  Create a loan pool to assist start-ups  Reevaluate the underwriting guidelines and capitalization strategy of the revolving loan fund  Revitalize downtown  Create a redevelopment authority to lead catalytic projects  Conduct developer/broker roundtable discussions  Assemble larger redevelopment sites and then  Expand the TIF district  Solicit proposals for a downtown hotel  Try a peak-time shuttle loop

42 Revitalize Downtown Key Strategies  Restore downtown and connect core institutions  Create a redevelopment authority to lead catalytic projects  Conduct developer/broker roundtable discussions  Assemble larger redevelopment sites  Expand the TIF district  Solicit proposals for a downtown hotel  Try a peak-time shuttle loop  Retain and expand existing storefront businesses  Co-market and promote special events  Expand the façade loan program  Connect businesses to business development resources  Launch a “buy local” campaign  Expand the arts, culture and tourism markets  Establish an arts guild, co-op, incubator  Sponsor an art walk and gallery night events

43 Branding / Leadership / Friendliness Key Strategies  Create an “edgier” image of Carbondale  Define common themes to market the region  Create a branding campaign  Convene creative professional to generate ideas  Mobilize non-governmental leadership  Promote development of the 13Pro young professionals  Convene regular leadership roundtables  Form a future leaders academy  Participate in the Jackson County Growth Alliance  Improve the business friendliness  Implement a single-point-of-contact protocol  Consider customer service training  Rewrite the development regulations to increase flexibility and improve certainty  Establish a one-stop-shop

44 Content Areas Plan implementation methods Plan administration Action plan Plan amendment process

45 The Plan may be used to:  frame potential amendments to the Zoning Ordinance and related code elements.  review proposed development and redevelopment applications;  consider zone change requests and other zoning-related actions; and  decide the timing and availability of infrastructure improvements;  pursue intergovernmental coordination and agreements; and  determine priorities and annual work programs.

46 Policy-Based Decisions Plan should be consulted for guidance with regard to:  Infrastructure timing  Annexation  Proposed development  Special use permits  Zone change requests  Expansion of public programs  Intergovernmental agreements  Budgeting

47 LDRs and Engineering Standards  Implementation fundamentals  Currently, the Land Development Regulations (zoning and subdivision ordinances) are not in accordance with the Plan requiring:  Substantive amendment  Zoning map amendments  Engineering standards should be updated to reflect sustainability objectives

48 Capital Improvements  5-year plan for capital projects  Capital project priorities should be in context with the policy guidance of the Plan, specifically regarding:  Growth pattern and timing  Facilitation of infill and redevelopment  Should include as criteria the conformance with the Plan

49 Specific Plans and Studies  Address “finer grain” detail in specific areas  Examples of special projects include:  Downtown master plan  Individual neighborhood plans  Redevelopment plans  Parks, recreation and open space master plan  Pedestrian and trail system master plan

50 Priority Action Plan  Planning Commission serves as guardian  Annually reviewed and amended by the City Council, with “checks and balances” input by the Planning Commission  Recommended quarterly status reporting to the City Council  Intended to help prioritize capital program and budget

51 Plan Monitoring and Amendment  Annual progress report  Planning Commission to City Council  Annual review / amendment process  5-year Evaluation Report and interim plan update  Thoroughfare plan update at least every 10 years  Ongoing community outreach and engagement.

52 Thank you! Further information on the Comprehensive Plan including draft of work completed to date can be found on the City’s website


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