Oakland, Maryland Revitalization Project
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Final presentation of the American Institute of Architects' Sustainable Design Assessment Team (SDAT) to the community of Oakland, Maryland on strategies for downtown revitalization. November 2016.
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Oakland, Maryland Revitalization Project
- 1. Oakland, MD SDAT November 2-4, 2016
- 2. The Oakland Team • Ray Mack, AIA – Team Leader, Covington, KY. • Pat Smith, AICP – Los Angeles, CA • Errin Welty – Madison, WI • Terry Ammons, AIA – Petersburg, VA • Michael Latham – Dallas, TX • AIA Staff: Erin Simmons & Joel Mills
- 4. What We Heard: Community Assets
- 5. Challenges
- 6. What would be most impactful?
- 7. Implementation • Rejuvenate the heart of Oakland • Connect the heart to the rest of Oakland and the region • Market the rejuvenated Oakland experience
- 9. Major Restaurant and Retail Drivers • Student • Visitor • Workforce • Residential
- 10. Student and Visitor Economy • A vibrant pedestrian friendly downtown may draw a large portion of students from Garrett College • Potential to capture over $1M in retail expenditures from the local student population • Garrett County attracts over 1.2M annual visitors. A 2% capture of existing visitors may generate over $7M in retail expenditures.
- 11. Workforce Total of 4,268 workers Nearly 50% of workforce commutes more than 10 miles and 20% commutes more than 25 miles Potential to capture $10 Million of existing workforce expenditures
- 12. Primary Trade Area Primary Trade Area 14 Minute Drive Time Secondary Trade Area 30 Minute Drive Time Unmet residential retail demand of $80M within Primary and Secondary Trade Area
- 13. Potential Supportable Retail Square Footage By Retail Category (Note: Residential-generated retail demand only takes into account the unmet retail demand by retail category) Category NAICS Student Workforce Visitor Residential Total Specialty Food Stores 4451 691 2,103 4,374 - 7,168 Health & Personal Care Stores 446 458 4,057 2,275 - 6,790 Clothing Stores 4481 196 757 2,482 8,137 11,571 Shoe Stores 4482 359 1,040 - 833 2,233 Jewelry, Luggage & Leather Goods Stores 4483 171 793 - 3,782 4,746 Other General Merchandise Stores 4529 - 6,242 - - 6,242 Office Supplies, Stationery & Gift Stores 4532 - 1,526 - - 1,526 Other Miscellaneous Store Retailers 4539 - - - 3,135 3,135 Restaurants 7221 433 1,983 4,889 - 7,304 Drinking Places - Alcoholic Beverages 7224 392 546 5,194 1,892 8,025 Total Demand (SF) 2,701 19,046 19,214 17,779 58,740 Nearly 40% of unmet retail demand for food/drink related services, and 20% for clothing stores
- 14. Local Incentive Programs for Retail Recruitment 1. Goals and Measurable Objectives – Geographic Focus & Business Recruitment 2. Define types of incentives, extent to which they will be used, and maximum funding 3. Clearly define evaluation process for consistency and transparency. May include: – How a proposal measures up to established economic development criteria – A cost/benefit analysis / Impact on tax base – Analysis of the impact on existing businesses
- 15. Local Incentive Programs for Retail Recruitment 4. Establish specific performance standards for each project receiving incentives – Assists in measuring effectiveness of program and recovering benefits if commitments not fulfilled 4. Establish process for regular monitoring of granted incentives and performance of each project
- 16. Oakland Historic District • National Historic District • Contains 206 Buildings • Roughly bounded by Oak, 8th, High, 3rd, Omaha, and Bartlett Street
- 17. State Historical Tax Credits • Homeowner Tax Credit • Small Commercial Tax Credit – Projects that do not exceed $500,000 in expenses. Not used for more than 75% of residential rental purposes • Competitive Commercial Tax Credit – State Income Tax Credit for the substantial rehabilitation of certified historic structures
- 18. Federal Historical Rehabilitation Tax Credits • 20% tax credit for rehabilitation of certified historic income producing buildings • 10% tax credit for rehabilitation of non- historic buildings placed in services prior to 1936
- 19. Implementation • Rejuvenate the heart of Oakland • Connect the heart to the rest of Oakland and the region • Market the rejuvenated Oakland experience
- 20. The Place to Start
- 21. 21 The Commercial Core • Rejuvenate the heart of Oakland • Direct people to the historic downtown • Grow existing and new businesses • Create an anchor development • Redevelop key historic buildings • Make places to gather, eat, drink, share • Bring art and music into downtown 21
- 25. 25 Z PAVILION TRAIN STA. MUSEUMS GAZEBO TOWN SQUARE 2nd/MAINST. ALDER ST. GOV’T CENTER 219 GATEWAY GATEWAY AT CENTER ST. TO HOSPITAL Driving Through
- 27. 27 Vacant Spaces
- 29. 29 Anchor Project • Catalyst for redevelopment • Changes how people value downtown • Increases value of downtown property • Symbol of progress an optimism • Demonstrates that Oakland is good place to invest • Example of how to utilize Historic Tax Credits and other financial incentives
- 33. 33 New Restaurant / Specialty Shops
- 35. 35 New Commercial / Office
- 37. 37 Brewery / Music / Arts Venue
- 38. 38
- 39. Implementation • Rejuvenate the heart of Oakland • Connect the heart to the rest of Oakland and the region • Market the rejuvenated Oakland experience
- 40. 1. Finding the Historic Core 2. Walking in the Historic Core 3. Making all of Downtown more walkable 4. Connecting to places beyond Downtown
- 41. Wayfinding
- 43. Gateway Elements
- 45. 1.Pavilion to Town Square via Second St. 2.Rest of Historic Core 3.Rest of Downtown - Third St. north to Memorial Way Pedestrian Connections
- 46. Pavilion to Town Square So close and yet so far
- 47. Pavilion • Redo parking lot as planned with green space, plaza & gateway • Create Riverfront Park with seating, shade trees, etc. • Strengthen connection to Trail
- 48. Pavilion • Redo parking lot as planned with green space, plaza & gateway • Create Riverfront Park with seating, shade trees, etc. • Strengthen connection to Trail
- 49. Pavilion • Redo parking lot as planned with green space, plaza & gateway at tracks • Create small Riverfront Park with seating, etc. • Strengthen connection to Trail
- 50. Town Square Create a single space •Consolidate parking (combine public and private in shared parking program) •Add linear park a between parking & sidewalk •Paint RR fence black
- 51. Town Square Create a single space •Consolidate parking (combine public and private in shared parking program) •Add linear park a between parking & sidewalk •Paint RR fence black
- 52. Town Square Linear park along parking lot
- 53. Town Square Parking lot/events space example
- 54. Second Street • Remove parking meters • Add historic street lights as needed • Add decorative lighting over street or along sidewalks • Underground utility lines
- 55. Second Street • Remove parking meters • Add historic street lights as needed • Add decorative lighting over street or along sidewalks • Underground utility lines
- 56. Second Street • Remove parking meters • Add historic street lights as needed • Add decorative lighting over street or along sidewalks • Underground utility lines
- 57. Second Street • Remove parking meters • Add historic street lights as needed • Add decorative lighting over street or along sidewalks • Underground or relocate utility lines
- 61. Parking in the Historic Core • Efficient layout • Consolidated lots • Shared parking program • Employee parking
- 62. Third Street
- 63. Third Street
- 64. Third Street
- 65. Third Street
- 66. Third Street
- 67. Third Street Angeles Arterial Street has overhead utility lines (top). Utility undergrounding or relocation to ar yard alone can dramatically change the appearance of a street (middle). When combined with
- 68. •Add missing sidewalks & streetscape improvements •Bike lanes •As parcels re-develop, orient to street more consistent with Downtown •Similar business signage Third St. North
- 69. Connections Beyond Downtown 1. Uber/Lyft will respond to demand 2. People will ride bikes in the summer if there are safe routes
- 70. ource: Garrett County Recreational Trails Plan Update 2003 Bicycle Tourism
- 72. Implementation • Rejuvenate the heart of Oakland • Connect the heart to the rest of Oakland and the region • Market the rejuvenated Oakland experience
- 74. Economic Diversification • Support Existing • Attract New • Grow our Own • Marketing & Promotion • Supportive Infrastructure
- 75. Existing Businesses • Increase Awareness of Existing Businesses – Online Presence/Kiosks – Public Wifi • Encourage Collaboration – Marketing Meetup – Cross Marketing Coupons
- 76. New Businesses • Market Available Spaces • Identify Priority Target Businesses & Let the World Know • Provide Non-$ Incentives that Matter • Communicate Process
- 77. Grow Businesses • Collaborative Spaces • Home Based Business Networking • Indoor Market
- 78. Complementary Activities • Leverage Regional Assets – Agritourism – Architecture – Silent Sports – Long-Term Visitors
- 79. Marketing & Promotions • Increase Customer Engagement – Retail Events – Recurring Activities • Capitalize on Social Media – Selfie Spot – Calendar of Events • Parking – Shared Parking, Wayfinding
- 80. Make Downtown Fun • Unique • Unexpected • Discovery & Exploration
- 81. Many thanks to the Oakland SDAT sponsors, participants, & champions.
Editor's Notes
- So close and yet so far: 400’ as the crow flies but 1,200’ walking – still not really far (only a 5-10 minute walk but it seems far.
- Top 3 photo destinations:1) swallow falls2) Deep Creek Lake3) Train Station4) Courthouse 5) Cranesville Swamp6) Adventure Sports Center7) WispFacebook Presence: Historic District: 1,774 City: 2,032 Jazzercise Center: 1,024 Museum: 207 Fire Department, 4,867 Checkins: Brenda’s Pizzeria: 4,241 Lakeside Creamery: 3,136 Honi Honi: 23,374 JG’s 1,717 Ace’s Run: 2,952 Swallow Falls: 29,815 Hospital: 6,137 Wisp: 2,425
- Strengthen & retain what we have. Michael mentioned incentives – also non-monetary ways to support local businesses. Several mentioned benefits of close knit business community – need to extend those benefits to new investors & entrepreneurs – reduce risk and make them successful. Facebook guide
- Great that you have a startup guide. However, it is both too long and too limited. People starting new businesses have probably never started one before – what they really need is reliable information and certainty. Michael mentioned need for incentives that can be calculated – similarly, useful for businesses to have some idea of what the permitting cost and timeline will be for a space – what will be needed (signage, inspection, fire, etc)., when do those bodies meet, and how much do those things cost.) Can also include other relevant things like electrical/gas/trash contacts – may seem simple, but you work with people from multiple states – these things are different everywhere.
- Ideal startup business size = 200 square feet. Most vacancies are extremely large, requiring businesses to pay for more space than they really need = higher failure rate. Indoor market – convert existing to three season with strategic use of doors – expand season with food trucks or other mobile vendors, compliment with winter season outlet for local goods (canned goods, honey, maple syrup) commercial kitchen, culinary education kitchen or artisan goods. Rotating booth fees/vendors. Expansion would require participation from vendors – if not available, could also do similar type of activities other days (tasting events, crab feast).
- Agritourism hub – together or separate from indoor market. Appalacian Culinary Alliance, partnership with Garret College, day tour itinerary garret farms Ag tourism growing: local food, multigenerational, higher HH incomes, Median spending $137k per group. Farmers market visitors spend $25 at market and similar amount adjacent. Fall is highest season – extend visitor season for Oakland. 82% using online research to find.
- First Fridays, shop small Saturday (maybe quarterly), Partner with arts, partner with nonprofits (artists do storefront merchandising too) Calendar of events – great that you plan ahead, additional low-labor repeating events Outreach to second home owners Arrange shared parking with existing users, especially for employees and residents. Rather than building lots, some municipalities or government entities have coordinated parking by providing annual lease or shared maintenance agreements to utilize existing lots for parking where time frames are different (churches, museums, etc.)
- Mentioned in one of the meetings that you’re competing with the couch. How can we make downtown fun, exciting and unique. Something feasible to do now, while you’re working on some other things. Also easy to do and something that can change regularly to create something new.