HomeMy WebLinkAboutR-2004-12 participate in Main Street Program
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RESOLUTION NO. 2004- / ~
A RESOLUTION AUTHORIZING PARTICIPATION IN THE TEXAS MAIN
STREET PROGRAM AND DESIGNATING THE CITY MANAGER TO
COORDINATE ALL PROGRAM ACTIVITIES; FINDING COMPLIANCE
WITH THE OPEN MEETINGS LAW; AND PROVIDING AN EFFECTIVE
DATE HEREOF.
WHEREAS, The Texas Main Street Program of the Texas Historical Commission has
been created to assist small cities to develop a public/private effort to revitalize their
"Main Street" area, and up to five Texas cities of any population will be selected to
participate in the Texas Main Street Program in 2005,
NOW THEREFORE BE IT RESOLVED BY THE CITY COUNCIL OF THE
CITY OF LA PORTE:
Section 1. That the City of La Porte apply for selection to participate in the 2005
Main Street Program with the specific goal of revitalizing the central business district
within the context of the preservation and rehabilitation of its historic buildings.
Section 2. That the City of La Porte will provide an adequate budget to employ a
full-time Main Street Program manager for a minimum of three years and to provide
funds for the training of the Main Street Program manager.
Section 3.
That the City Manager be designated to coordinate the program activities.
Passed by the City Council this 14th day of June, 2004.
LA PORTE
Barry Beasley
Mayor Pro-Tern
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Martha A. Gillett
City Secretary
Knox W. Askins
City Attorney
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Main Street Program
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JIlain street
~ssociation
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Texas l\'Iain Street Program Overview
The Texas Main Street Program, part of the Texas Historical Commission's (THC)
Community Heritage Development Division, helps Texas cities revitalize their historic
downtowns and neighborhood commercial districts by utilizing preservation and
economic development strategies.
The Texas Main Street Program is among the most successful downtown revitalization
programs in the nation, and has assisted more than 130 Texas cities through the program.
The program has resulted in the private reinvestment of more than $860 million in Texas
downtowns and neighborhood commercial districts, the creation of more than 18,200 jobs
and the establishments of more than 4,600 new businesses.
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Program Benefits and Requirements
Each year the'Texas Historical Commission selects up to five Texas cities and urban
areas as official Texas Main Street cities. ' Selected communities are eligible to receive a
range of services. .
2004 Selected Cities
Grand Saline .
McKinney
Pecos
Pharr
2003 Selected Cities
Clarksville
Llano
Luting
. Van Horn
Winnsboro
Requirements
Texas cities with historic commercial buildings' in their downtowns and neighborhood
business districts may apply for Main Street designation.
Cities with population up to 50,000 must agree to hire a full-time Main Street Manager
for 3 years and provide funding for the local program.
Cities that complete the three-year program may enter the Graduate Program and
continue to participate in the Main Street network.
Redevelopment Strate!!V
Action 2:
Action 3:
Action 4:
Action 5:
Policy 3:
Action 1:
Action 2:
.t\ction 3:
Action 4:
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Implement recommendations in the Land Use Element related to
neighborhood protection requirements as part of the City's development
review. and approval process, including physical screening,' increased
setbacks, and use of open space buffers.
Work with owners of existing commercial and industrial operations near
residential areas to identify ways to reduce adverse impacts on adjacent
neighbor:-hoods.
Implement the numerous. recommendations in the Residential
Development- Element related to long-term protection of neighborhood
integrity.
Avoid zoning amendments that amount to inappropriate "spot zoning."
The City should encourage and support community and neighborhood-
based action programs. '
Promote organization of qualified neighborhood associations.
Provide technical assis.tance to neighborhoods in drafting new or reviving
lapsed deed restrictions and restrictive covenants.
,Communicate, regularly with local organizations and churches about
identified needs and planned projects and opportunities for public-private.
coordination. .'
Implement recommendations in the Residential Development Element
related to support of neighborhood initiatives. '
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Prepare and implement 'a downtown development plan.
The City should promote a unified vision for downtown through a
cooperative and unified effort with the Main Street Association.
Through.the downtown'plan. take the necessary steps to prepare ~e City to
participate in Main Street and other revitalization programs.
Review the City's zoning ordinance to ensure that downtown is zoned
appropriately to promote its long-term viability and encourage
redevelopment activities.
Evaluate the pedestrian "friendliness" of the downtown area and identify
needed improvements to pedestrian ways.
Implement recommendations in the Beautification Element related to
adoption of an urban design theme for downtqwn and establishment of
standards and guidelines for managing downtown aesthetics and creating a
"sense of place" through distinctive improvements in cooperation with
property owners and other downtown stakeholders.
Conduct an inventory of existing building conditions to identify
substandard or dilapidated structure and to set priorities for rehabilitation
efforts.
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GOAL 12.2: Revitalize the City's historic i:lowntown area~
OBJ. 12.2a:'
Policy 1:,
Action 1:
Action 2:
Action 3:
Action 4:
Action 5:
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Action 2:
Action 3:
Action 4: .
Action 5:
Action 6:
Policy 4:
Action 1:
Action 2:
Action 3:,
Action 4:
Action 5:
Redevelopment Stratef?1/
Implement recommendations in the Beautification Element related to
distinctive design features for downtown such as street and sidewalk
paving patterns and store-front awnings and canopies.
Develop street signs and directional signs that are unique and compatible
with the historic character of the downtown area.
Implement recommendations in the Beautification Element related to
corridor enhancement to improve vehicular access to downtown and to add
appropriate directional signage to guide visitors from major area roadways
into the downtown area.
Step up marketing efforts for downtown and the entire city through
coordinated advertising in community newspapers, an upgraded City Web
site, and other new and expanded efforts.
Increase the City's role in marketing and promotion by establishing a
Convention and Visitors Bureau and by dedicating a larger share of
hotel/motel ta."< revenues to local tourism and business promotion activities.
The ~ity should work with community groups to preserve, enhance and
, promote La Porte's historical assets.
Implement design standards and incentives for the preservatioIl: and
enhancement of historic structures in the downtown area.
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Explore avenues of financial support and assistance to local historic
preservation activities.
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Promote heritage tourism opportunities.
Feature historic structUres and sites in all, informational publications, .
community Internet sites, and promotional literature and events.
Implement recorrunendations in the Parks and Recreation Element related
to support of ~ctivities which promote La Porte's historic landmarks and
.features for local enjo~ent and fC?r to~ism potential.
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EXISTING CONDITIONS
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Previous Plans and Studies
Several related plans and studies have previously addressed redevelopment needs within La Porte.
City of La Porte Comorehensive Plan (J 984)
The City's 1984 Plan noted that La Porte, like other cities. had areas that, ~ere already in a.
deteriorated condition or experiencing such 'decline. While limited.' these areas 'were seen as adversely
affecting the City's overall image and detracting from nearby neighborhoods. The Comprehensive Plan
established a goal of upgrading the quality of. these areas. Those involved in preparing the 1984 Plan also
i;believed that the City could best bolster these areas by implementing the new Comprehensive Plan,
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including various actions aimed at improving future land use, thoroughfares, utilities, conununity facilities,
.~sidential development and community aesthetics. By following through on these plan proposals and
targeti;-:119cal r~s9).lrc~s ~~o~g~ ~ _c~tywil;le _Capi~a~ .Irt:1pt:ove!T1~nt .?rogrll:111,jr_\Y.~~ ~l1ol1gntJh~tJb~ ~ntir~ :__ ___ _ __ ~_
City would tii...;ve as traditional development patt~ms took ho.~d in La Porte amid the strong regional growth
situation. A later .:~date to the City's Comprehensive Plan in 1994 focused on a few key elements and did
not address rede~elopmt...t issues.
City of La Porte Bavfront Master i'l.an (1993)
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The City in 1993 retained a consu>nt team to develop a Marina Waterfront District Master Plan.
This study was intended to stimulate new ecoc'mic development, diversify .the City's economic base
through stimulation .of tourism; and encourage impro\;;.:""ent in the physical environment by taking better
advantage .0fLa Porte's waterfront a.ssets. The report pointeJ ,:,ut that while La Porte's bayfront was once
the site of grand celebrations and intense summer h"oliday activity, ~"'e area had experienced considerable
decline ,as a regional recreation destination.. The consultant recon-,l, :~ndations ranged from "safe,
immediately-achievable" physical improvements to more ambitious project prop~:"lils ~"at would 'vastly
transform La Porte. The City continues to desire the types of major waterfront devek"r nts depicted in
this plan, including a hotel and confer~nce center and a marina on Galvest.on.Bay.
Historic Downtown Area
A Central Business District (CBD) is traditionally the .commercial center of a city. This is
characterized in most cities as an area of higher land values; a concentration of retail busines3e~, . -lces,
governmental functions, fmancial institutions, and service businesses; and, cultural, and entertainment
activities. A vital component to the CBD is its retail patrons. However, patrons and visito~s will not come
to the CBD without adequate parking, pedestrian amenities, a variety and balance of retail and service
stores, pleasant aesthetics, sufficient street lighting to create a secure and safe environment, and ease of
access. The photograph shown i~ Figure 12.1 - Historic Downtown La Porte, illustrates the existing
conditions in downtown.
As in many cities, La Porte's historic d~wntown area along Main Street is no longer the City's
primary commercial center. H;owever, it is an area that clearly is still valued by La Porte residents; as
indicated during the current comprehensive planning process. Improvements can be made to the physical
appearance and functionality of the downtown area that will have a significant impact. Currently. there
may be a perception of architectural discontinuity, a lack of .identity, and aging or deteriorating buildings
and infrastructure that define the image of the old downtown. .Nonetheless, existing building and vacant
parcels may present opportunities for fulfilling special needs or uses in the downtown area such as parks
and open space, parking and other locally identified retail, entertainment and service needs. The City's
1984 Comprehensive Plan pointed out the need for more retail development in La Porte, and this ne~
continues. In the City's current marketing brochure, ULa Porte, Texas: Ready for Business," La Porte's
City Manager notes the City's desire to attract new retail businesse~, including supermarkets, shopping
centers and new full serVice franchise restaurants. Some of these uses could be attracted to downtown or
the vicinity to bolster this area.
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FIGURE 12.1
HISTORlC DOWNTOWN LA PORTE
La Porte Comprehensive Plan Update _~_~_.__._____.____,~._.___...__.
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An initial step that the City can take in the downtown area is to conduct an inventory of existing
building conditions. Each building would be classified as standard, substandard, or dilapidated. A standard
condition is defined as a building with few or no visual defects, and any defects that do exist are considered
minor. A building with a substandard condition requires repair that is typically not within the regular
course of maintenance and upkeep, such as rotted awnings, cracked foundations and deteriorating mortar.
These repairs are of an intermediate nature. The final condition category is dilapidated, which is defined as
a building with major structural defects. Once this infonnation is assembled, City staff can then detennine
which blocks have a disproportionate share of deteriorated buildings and where rehabilitation needs are
greatest.
It is also important to document those buildings that have been renovated, are well maintained,
have unusual architecture, or otherwise add to the appearance of the downtown area. Some structures might
fall into this category if renovations \\'ere made.
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"-'.. ,. ..... ,'" ... '... -in "the Norlhside area .
A significant industrial and retail business community frames and encapsulates the residential
area of the Northside. One cannot enter the Northside neighborhood without crossing the natural
geographic boundaries created by Main Street businesses on the south, Broad way commercial
areas on the west, tbe Port of Houston industrial complexes and truck traffic from Barbour's Cut
on the north, and the light industries and small businesses on the SH 149 feeder and 8111 Street on
the east. These border areas are permanent, immutable parts of the Northside neighborhood, as
intricately intertwined in the future of the residential community as the residents themselves.
Without doubt, they are part of the neighborhood's problems and will be part of their solution.
Since a major factor driving the entire planning process 'is the community's desire to attract new
families to the Northside, it is important to understand that prospective bome buyers seek more
than just a house. They also want to live in areas that show strong si gns of social and economic
vitali ty . For better or worse, the bordering commercial zones create a visitor's firs t impression of
the Northside. And, like the neighborhood they surround, the business areas show evidence of
decline. While there are a nwnber of well-kept, apparently thriving retail businesses on Main
Street, there are also numerous vacant, boarded-up storefronts. Along Broadway and alii Street
some poorly maintained industrial and light commercial properties need to be cleaned up. Lastly,
overgrown vacant lots that front on Slll Street, Barbour's Cut and Broadway attract illegal '
dumping, harbor vermin and detract from the overall appearance of the Northside area. Strategies
and action recommendations described in the Beautification and Urban Design section will help
increase the Northside's overall appeal.
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Besides the improvement of the commercial zones' physical condition, there perhaps are more
important opportunities available to benefit both present and potential Northside citizens. lJt ese
opportunities lie in building up the business community and attracting new commerce. A major
concern of North side citizens expressed in the September community meeting, by the Steering
Committee, and by respondents to the neighborhood survey is the ne ed for j~bs and j ob training.
Two factors offer hope that these needs may be met. First is the fact that the state of the national
and regional economy is strong, and the outlook for the future looks bright. Texans have more
disposable income, the job market is tight, and opportunities for new business andjob creation
abound. The second factor is the Port of Houston's plans to build a new container tencinal at
Bayport. With funding approved by Harris County voters, this project will produce an estima ted
2S,580 jobs for the area and S633.3 million in revenues. By taking certain proactive steps now,
the Northside area has an excellent opportunity to capture a portion of these strong economic
trends and new developments for itself. .
Strategy: Develop a visionary, community-based system to direct actions toward building
a strong economic base for new businesses and Jobs together with affordable housIng
initiatives
To seize the opportunities for renewal that now seem apparent requires consideration of a method
for organizing and implementing a variety ofprograms and initiatives that will help the Northside
reach its potential. This is a task that requires the development of a common vision among all .
those who would stand to gain by the revitalization of the Northside area - its present and future '
neighborhood residents, property owners, church leaders, school administrators and teachers,
business owners, government officials and, by extension, aU those who live and worle in La Porte.
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This e?Chibit summarizes the site and base data analysis and identifies specific
opportunities for development/redevelopment and beautification. These include
properties both within the study area and immediately outside it but logically
linked to the strategic development of the Marina Waterfront District. The latter
description applies to the Main Street corridor, to the Fairmont Parkway corridor
from Highway 146 to. Broadway, to the significant area of undeveloped land
immediately west of the golf course, and to the residential district,north of the
study area between E and Main Streets.
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Since a primary goal in conducting the Marina Waterfront District Master ~lan
. study is the stimulation of tourist visitation of La Porte's historic waterfront, the
Consultant team's plan recommendations are perhaps best presented a,s they
would be experienced by a visitor to the District. A logical starting point in
describing the waterfront improvement plans is at the intersection of Hig~way 146
and Main Street. This intersection, the northern-most entrance to the District from
Houston, is a na~ra1 gateway ,for the visitor to the City of La Porte:
1. The western area of Main Street is characterized by a significant number of
vacant lots with some interspersed historic structures. At approximately
Sixth Street, the frequency of historic structures increases, and between
Fourth Street and Broadway, Main Street has,a succession of resic;:lual historic
,structures. This area (from Sixth Street to Broadway) has been recently.'. ." .
. resurfaced and offers the visitor an image of La Porte's historic commercial
Main Street. Opportunities ~thin this corridorinclude: further road ',' :.. .
improvements; signage and architectural controls; streetscape, planting and
hardscape improvements to create a more pedestri~n-friendly environment;
and improvements in street furniture and environmental graphics.. "
Additionally, the City could focus financial assistance here in the form of a . ',:
historic overlay district which might promote investment within this area..' .' .
The City should encourage the relocation of its endangered historic bui~dings .
to Main Street to further enhance its visual and spatial character. ' .
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2. A second area of potential redevelopment is the intersection of Main Street
and Broadway, the Five Comers of La Porte. This intersection, the meeting
point of two orthogonal grids, results in a series of triangular intersections. '
Considered by contemporary traffic engineers to be a hazard, all turning'
movements at this. intersection have to be controlled to avoid line-of-sight
problems and traffic conflicts. An alternate solution to this intersection that
would greatly enhance the visual character of Main Street while addressing
the traffic issue would be the construction of a large rotary, or roundabout, ,
with a significant landscape feature in the center. This feature could be
comprised of planting and/or fountains and/or statuary, perhaps
celebrating some important part of La Porte's history. The rotary would also
naturally guide traffic toward Sylvan Beach by way of San Jacinto Boulevard.
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3.
A third potential project is the restoration of San Jacinto Boulevard as an .
important vehicular access to Sylvan Beach. The existing right-of-way will
allow a boulevard road section which would accommodate an esplanade for
planting and other beautification purposes. The west side of San Jacinto
Boulevard is largely publicly-owned land, and as such, the street is a logical
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REQUEST FOR CITY COUNCIL AGENDA ITEM
Agenda Date Requested:
6/14/04
ADDroDriation
Source of Funds: nla
Requested By: Debra D. Dye
Account Number:
Department: Administration
Amount Budgeted:
Report:
Resolution: X Ordinance:
Amount Requested:
Exhibits:
. Resolution
. Main Street Program Overview
. Excerpts from:
Comprehensive Plan
Bayfront Masterplan
Northside Plan
Budgeted Item: YES NO
SUMMARY & RECOMMENDATION
City Council approved a proposal to pursue inclusion in the Texas Main Street Program at the meeting on
December 8, 2003. We are noW in the process of applying for the program. The Texas Historical
Commission (THe) selects five communities to participate in their program each year.
It is imperative that we exemplify a wide base of support throughout the community for the Main Street
program. There are several avenues lined out by the THC that we must adhere to in portraying how the
community feels about the program; one is to collect letters of support from entities throughout La Porte
and the region, another is for the City Council to pass a Resolution undeniably stating your support of the
program.
This resolution incorporates three basic items. The City of La Porte:
1. chooses to apply for Main Street status in an effort to revitalize downtown "within the context of
the preservation and rehabilitation of its historic buildings."
2. will commit to employing a full-time person to oversee the Main Street program for at least three
years and an appropriate budget will be set aside for salary, training, etc.
3. will have the City Manager "coordinate the program activities."
Staff recommends City Council approve the attached Resolution supporting La Porte's participation in the
Main Street Program.
Action Required bv Council:
Consider approval or other action authorizing participation in the Texas Main Street program and
designating the City Manager to coordinate aU program activities.
(p -- g ~iJl
Date