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Euclid Master Plan final presentation
This document provides an overview of the draft City of Euclid Master Plan presentation that was given on January 10, 2018. It introduces the county planning team and outlines the master plan process, including public involvement. The presentation covered the master plan document structure with goals and actions for core strategy areas like housing, economic development, quality of life, transportation, and the environment. Specific corridors and areas were highlighted with visions, development principles, and example photos/renderings. Next steps for implementing the plan were discussed.
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Euclid Master Plan final presentation
- 1. CITY OF EUCLID MASTERPLAN DRAFT MASTER PLAN PRESENTATION January 10, 2018
- 2. County Planning Team •Glenn Coyne, FAICP, Executive Director • James Sonnhalter, Manager, Planning Services • Patrick Hewitt, AICP, Senior Planner • Dan Meaney, GISP, Manager, Information and Research • Michael Mears, PLA, Senior Planner • Alison Ball, Planner • Micah Stryker, AICP, Planner • Robin Watkins, Geographic Information Systems Specialist • Charles Hogan, Planning Intern • Kayla Kellar, Planning Intern • Amelia Visnauskas, Planning Intern
- 3. • Process Overview •The Master Plan Document • Goals & Actions • Core Strategy Areas • What’s Next
- 4. • Process Overview •The Master Plan Document • Goals & Actions • Core Strategy Areas • What’s Next
- 5. • Process Overview •The Master Plan Document • Goals & Actions • Core Strategy Areas • What’s Next
- 6. • Process Overview •The Master Plan Document • Goals & Actions • Core Strategy Areas • What’s Next
- 7. • Process Overview •The Master Plan Document • Goals & Actions • Core Strategy Areas • What’s Next
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- 9. Why plan? • Providesthe opportunity for community input • Prepares the City, residents, and businesses for the future • Shapes future development to match your priorities • Gives a competitive advantage when applying for grants and funding
- 10. The Euclid MasterPlan: Six Steps Community Survey Community Vision Policies Implementation Draft Master Plan Community Survey Community Vision Policies Implementation Current Conditions
- 11. The Euclid MasterPlan: Public Involvement
- 12. Community Survey 265Returned Surveys The Euclid Master Plan: Public Involvement Project Team 5 Project Team Meetings 1 Survey Team Meeting 5 Stakeholder Interviews Steering Committee 5 Steering Committee Meetings The Public 3 Public Meetings Approximately 125 Meeting Attendees 3 Follow-Up Online Surveys 423 Completed Online Surveys
- 13. This is thecommunity’s plan.
- 14. THE MASTER PLANDOCUMENT
- 15. Constructing the Visions—Goals—Actions CITYWIDE •Vision • Strategy Map and Descriptions • Goals and Actions • Example Photos & CORE STRATEGY AREAS • Policy Map • Development Principles • Example Renderings
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- 19. STAY Housing and Neighborhoods 41,396 62,998 71,552 59,999 54,875 52,717 48,92048,313 0 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 1950 1960 1970 1980 1990 2000 2010 2014 TOTAL POPULATION OVER TIME
- 20. STAY Housing and Neighborhoods PRIORITYHOUSING NEEDS 0% 20% 40% 60% 80% 100% Maintaining existing housing and neighborhoods More sustainable and energy-efficient housing More housing options for seniors More infill development on vacant land More single-family, detached homes More walkable housing options More new affordable housing More housing types for young people More townhouses/condos in appropriate locations More apartments in appropriate locations
- 21. STAY Housing and Neighborhoods HOUSINGMARKET STRENGTH • Based on seven factors: • Poverty • Tax Delinquency • Mortgage Foreclosure • Demolitions • Vacancy • Change in Valuation • Unemployment Rate
- 22. STAY Housing and Neighborhoods Visionis to preserve the characteristics that shape the community, stabilize the housing market, and address the desire for additional housing options
- 23. STAY Housing and Neighborhoods HOUSINGSTRATEGY • Focus housing stabilization in the Primary Investment Area • Expand stabilization efforts to the Secondary Investment Area • Encourage new housing and apartment building reinvestment in Preserve and Grow Area
- 24. STAY Housing and Neighborhoods •Goals Covered Various Topics: • Enforce the repair, maintenance, and code compliance of existing housing and neighborhoods • Increase the homeownership rate • Prioritize vacant, underutilized residential properties for reuse • Implement a housing strategy that promotes diverse housing options and allows for aging in place
- 25. STAY Housing and Neighborhoods •Actions Explained How to Address These: • Develop an exterior housing maintenance program • Develop a renter outreach program that showcases opportunities, incentives, and benefits of homeownership to convert renters into homeowners • Incentivize local block clubs or neighborhood groups to maintain pocket parks in neighborhoods • Support the development of new senior housing facilities
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- 28. PROSPER Economic Competitiveness TOTAL EMPLOYMENTBY SECTOR 30.0% 9.8% 13.5% 27.9% 19.7% 16.7% 7.7% 9.2% 13.2% 7.7% 7.2% 8.4% 26.7% 54.0% 48.3% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Euclid Cuyahoga County First Suburbs Manufacturing Health Care and Social Assistance Retail Trade Educational Services All Other Areas
- 29. Vision is tosustain a multi-faceted economic base that enhances existing manufacturing and health sectors, grows entrepreneurship, and attracts technology- oriented businesses through investments in infrastructure PROSPER Economic Competitiveness
- 30. ECONOMIC DEVELOPMENT STRATEGY • Focusattention on attracting manufacturing employment to the industrial core • Continue to promote the reclamation of land for redevelopment • Ensure health-care related uses continue to thrive in Euclid’s health centers PROSPER Economic Competitiveness
- 31. • Goals CoveredVarious Topics: • Conduct business outreach and streamline assistance for retention, succession, and expansion of existing businesses • Partner with medical institutions to grow Euclid’s health industry and supporting businesses • Support small businesses, entrepreneurs, and start- ups as a way to grow jobs • Strengthen and connect the manufacturing sector PROSPER Economic Competitiveness
- 32. • Actions ExplainedHow to Address These: • Develop marketing materials for targeted industries • Identify needed supporting business for medical areas and work to attract them • Build a pipeline of potential small businesses by hosting pop-up retail events, identifying small retailers, facilitating networking, and connecting business with spaces • Partner with regional colleges and training institutes to build a stronger presence in Euclid PROSPER Economic Competitiveness
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- 35. PLAY High Quality ofLife OVERALL QUALITY OF PARKS & RECREATION FACILITIES Excellent 10.9% Good 45.6% Average 38.9% Poor 2.9% Very Poor 1.7%
- 36. 0% 20% 40%60% 80% 100% Focus on demolishing abandoned or foreclosed homes Focus on walkable, mixed-use development Encourage more environmentally sustainable development Vacant lots should be offered for yard expansion Vacant properties should be used for new housing Vacant properties should be used as green space New homes should match the scale and design of existing homes Vacant properties should be developed for commerical use OPINIONS ON DEVELOPMENT OPTIONS PLAY High Quality of Life
- 37. Vision is toenhance parks and recreation, active retail centers, arts and culture, the vibrant Downtown, and an active lakefront PLAY High Quality of Life
- 38. VIBRANT COMMUNITY STRATEGY •Focus infrastructure investments, retail recruitment, and beautification efforts to these commercial districts to enhance them • Reinvest in anchor parks • Invest in new green spaces along Euclid Avenue and the Lakefront PLAY High Quality of Life
- 39. • Goals CoveredVarious Topics: • Promote Downtown as the vibrant, mixed-use hub of culture and retail for the entire City • Enhance neighborhood centers through retail, restaurants, and activities that attract investment • Implement the Waterfront Improvement Plan and strengthen the Lakefront as Euclid’s recreational hub • Enhance existing neighborhood parks • Concentrate and promote the municipal and cultural amenities in the Civic Core PLAY High Quality of Life
- 40. • Actions ExplainedHow to Address These: • Develop a Downtown Euclid brand and market it • Develop Special Improvement Districts Downtown and in targeted neighborhood centers • Begin hosting more frequent Downtown Euclid events • Apply for grant funding to program the waterfront and partner with neighborhood groups to hold events there • Reuse the Central Middle School site for parkland • Continue to locate public buildings in the Civic Core PLAY High Quality of Life
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- 46. PRIORITY TRANSPORTATION IMPROVEMENTSBY AGE CONNECT Transportation Links 41.0% 38.9% 47.5% 65.0% 44.8% 55.0% 51.0% 52.9% 69.6% 74.3% 55.6% 53.0% 39.7% 68.1% 80.8% Young Adults Working Age Adults Seniors Biking Walking Walking Walking SeniorTransportation SeniorTransportation Public Transit Car Bike Senior Transportation Walking
- 47. Vision is toconnect Euclid internally and with the rest of the region by improving and expanding multi-modal opportunities CONNECT Transportation Links
- 48. STREETS STRATEGY • Improvepriority transit hubs and routes • Improve streetscapes to provide a quality walking experience • Construct gateways at entrances and highway off-ramps to communicate Euclid’s brand CONNECT Transportation Links
- 49. • Goals CoveredVarious Topics: • Improve access to the Lakefront via paths and connections that link all Euclid neighborhoods to this amenity • Develop partnerships to implement transportation plans and new street networks • Partner with RTA to improve transit connections and hubs • Enhance the physical image of the City CONNECT Transportation Links
- 50. • Actions ExplainedHow to Address These: • Add crosswalks and HAWK signals along Lake Shore Boulevard • Construct trails from Euclid Creek that connect to Downtown Euclid, Sims Park, and Wildwood Park as part of the Euclid Creek Connector • Work with RTA to build enhanced infrastructure and improved bus stops at the system’s hubs • Enhance the City’s underpasses and gateways to make them more attractive, safer, and more welcoming CONNECT Transportation Links
- 51. Improved Pedestrian Crossings ImprovedUnderpasses CONNECT Transportation Links
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- 53. COMMUNITY ENGAGEMENT BYQUALITY OF LIFE ENGAGE Neighborhood Involvement 69.9% 38.1% 10.6% 30.1% 61.9% 89.4% 0% 20% 40% 60% 80% 100% Above Average Average Below Average Yes, I feel engaged No, I do not feel engaged
- 54. Vision is tofoster a sense of shared community pride and involvement that builds social cohesion ENGAGE Neighborhood Involvement
- 55. • Goals CoveredVarious Topics: • Promote community engagement that brings together all ages and diverse communities • Build a positive self-image for the City • Enhance safety in the City’s neighborhoods and business districts • Undertake a comprehensive review of municipal buildings and facilities to ensure ongoing energy and operational efficiency ENGAGE Neighborhood Involvement
- 56. • Actions ExplainedHow to Address These: • Begin providing a new neighbor packet that includes information about involvement opportunities and “How to be a good neighbor” • Map neighborhood block groups and clubs to provide contact information for those seeking to get involved • Work with proposed Special Improvement Districts to include safety measures in business districts • Seek grant funding for police foot and bike patrols, and organize more robust neighborhood watch programs • Review the Zoning Code to ensure building design reinforces safety • Establish a task force to develop a Public Facilities Plan ENGAGE Neighborhood Involvement
- 57. Neighbor Welcome Packets ENGAGE NeighborhoodInvolvement Crime Prevention through Environmental Design
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- 59. PRESERVE Environmental Preservation WATERWAYS &STEEP SLOPES
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- 61. Vision is fora City that protects and celebrates its environmental features by prioritizing environmentally sensitive areas, promoting green practices, and alleviating stormwater and flooding issues PRESERVE Environmental Preservation
- 62. PRESERVATION STRATEGY • Investin green improvements along these streets • Ensure that green spaces and habitat corridors remain protected • Protect water corridors with regulations that limit harmful development PRESERVE Environmental Preservation
- 63. • Goals CoveredVarious Topics: • Restore, preserve, and enhance environmentally sensitive features in the City • Use green infrastructure to slow and store stormwater • Promote alternative energy sources and continue to be Cuyahoga County’s premier City in the development and advocacy of wind power technology PRESERVE Environmental Preservation
- 64. • Actions ExplainedHow to Address These: • Purchase land or easements along the Portage Escarpment’s vacant steep slopes to preserve them in perpetuity • Incorporate green infrastructure in existing parks, open spaces, and along streets • Expand the number of trees in neighborhoods and update tree protection ordinances • Continue to partner with local universities to build a local knowledge base for the wind turbine industry • Continue proactive outreach to wind turbine manufacturers to encourage location in Euclid PRESERVE Environmental Preservation
- 65. Complete and GreenStreets Green Infrastructure PRESERVE Environmental Preservation
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- 68. Constructing the Visions—Goals—Actions •East 222nd Street • East 185th Street • Downtown & Lakefront • East 260th and Euclid • Trail Network • Western Neighborhoods • I-90 Corridor • Euclid Square Mall & Bluestone Business Park Corridors Areas Network
- 69. Constructing the Visions—Goals—Actions •East 222nd Street • East 185th Street • Downtown & Lakefront • East 260th and Euclid • Trail Network • Western Neighborhoods • I-90 Corridor • Euclid Square Mall & Bluestone Business Park Corridors Areas Network
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- 72. SOCIABILITY Use the deepsetbacks in the retail district to create vibrant front entrances to businesses
- 73. SOCIABILITY Partner with localbusinesses to develop and maintain pocket parks that act as social spaces in the retail district
- 74. ACCESS & LINKAGES Constructan all-purpose trail along the eastern side of the street
- 75. COMFORT & IMAGE Unifythe corridor through consistent branding such as street signs, institutional signs, banners, lighting, and burying overhead utility lines
- 76. COMFORT & IMAGE Addlandscaping or buildings to screen parking lots from sidewalks
- 77. EAST 260th &EUCLID
- 79. ACCESS & LINKAGES Improvepedestrian safety especially at East 260 and Euclid as well as at the Bluestone Elementary School
- 80. COMFORT & IMAGE Improveentrances into the district
- 81. ACCESS & LINKAGES Implementthe streetscape and greenway recommendations made in the Euclid Avenue TLCI
- 82. USES & ACTIVITIES Updatedevelopment standards to ensure quality design, walkability, and attractive signage
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- 87. Constructing the Visions—Goals—Actions •East 222nd Street • East 185th Street • Downtown & Lakefront • East 260th and Euclid • Trail Network • Western Neighborhoods • I-90 Corridor • Euclid Square Mall & Bluestone Business Park Corridors Areas Network
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- 89. • Implementing aMaster Plan The Structure for Action • Identify top actions for each year and assign personnel responsible • Establish a Plan Implementation Committee that meets quarterly • Publish an Annual Results Report to document accomplishments
- 91. • Projected numberof years to complete • Priority • Responsible parties and partners • Estimated costs • Potential funding sources • Status
- 92. • Using theMaster Plan Going Forward • Adopt it: to make it an official policy • Use it: as a tool and reference when considering actions • Update it: over time and when circumstances change
- 93. Preserve the naturalfeatures of Euclid Attract jobs in existing areas and based on Euclid’s strengths Enhance the parks and retail districts that make living in Euclid enjoyable Create the multi-modal connections that link people to places Stabilize the housing market and create high-quality neighborhoods Build a sense of pride and community among residents