A Framework for Desirable Growth

Transcription

Rice University
Action Learning Project
Final Report
Presented to City of Bellaire
May 5, 2005
Sean Burnett
Jim Herz
April Sharr
Ryan Smith
Rudy Tjendra
Table of Contents
Executive Summary .................................................................................. 3
Introduction ............................................................................................... 4
Project Overview ....................................................................................... 5
Analysis of City Center District ............................................................... 6
Bellaire Demographics ............................................................................................ 6
Interview Results ...................................................................................................... 8
City Officials and Staff........................................................................................ 8
Business Owners ............................................................................................... 10
Commercial Developers and Realtors .............................................................. 13
City Ordinances...................................................................................................... 14
Visual Examples of the CCD ................................................................................. 14
Parking.............................................................................................................. 15
Building Façade................................................................................................ 16
Signage.............................................................................................................. 17
Infrastructure .................................................................................................... 18
The Challenge of the City Center District ............................................ 19
Recommendations ................................................................................... 19
Task Force Charter................................................................................................ 20
Permanent CCD Authority .................................................................................... 21
Best Practices ......................................................................................................... 22
Sense of Community.......................................................................................... 22
Visual Appeal .................................................................................................... 23
Parking and Traffic Flow.................................................................................. 24
Financing .......................................................................................................... 25
Measuring Success................................................................................................. 28
City of Bellaire Metrics..................................................................................... 28
Business Owner Metrics ................................................................................... 29
Developer Metrics............................................................................................. 29
Next Steps ................................................................................................. 31
Conclusion ................................................................................................ 31
Appendix A - Bellaire Demographics .................................................... 33
Appendix B - Case Study Highlights ..................................................... 34
Township of South Orange Village, New Jersey .................................................. 35
Parkland, Florida................................................................................................... 38
Highland Village, Texas ........................................................................................ 43
Whitefish Bay, Wisconsin ...................................................................................... 48
Appendix C – Interviews with Business Owners.................................. 51
Appendix D – Interviews with Developers and Real Estate Agents... 58
Appendix E - Rice Team Members........................................................ 60
Bibliography............................................................................................. 62
2
Executive Summary
The team from Rice University conducted a strategic research project with the City of
Bellaire, Texas in an attempt to formulate a long-term planning framework for
commercial development within the City Center District (CCD).
Project Description
In recent years, the City of Bellaire has experienced diverging growth patterns in
commercial and residential development. While residential property values and tax
revenues are robust, the commercial sector value and revenue stream is in a state of
protracted decline. In addition, it is hypothesized that contiguous municipalities pose
competitive obstacles to attracting future commercial tenants.
The Rice team has been enlisted to explore a variety of potential variables in an attempt
to locate the reason for the decline in commercial development. This information is to be
used to create a strategic plan for reversing the downward trend, as well as a model for
future commercial growth.
Research Methods
The team gathered data from the following sources in order to clarify the factors driving
commercial decline and to determine favorable conditions for redevelopment:
•
•
•
•
Interviews with Bellaire stakeholders
Benchmark characteristics and best-practices from competitive research
City incentives that encourage commercial growth
Quantitative tools for commercial growth measurement
Deliverable
The team has compiled a document that recommends a flexible strategic growth plan for
Bellaire’s CCD. The recommendation is based on collected competitive data,
descriptions of available incentive resources, analysis of Bellaire’s current commercial
planning system, and quantitative metrics designed to gauge the progress of commercial
development within the City.
Next Steps
The leadership of Bellaire should consider making redevelopment of the CCD an
important City priority. Once a commitment to redevelopment is made, the City should
begin a public awareness campaign to encourage community “buy in.” A task force
should be used to generate specific redevelopment goals and a permanent CCD authority
should manage long-term implementation.
3
Introduction
The City of Bellaire, Texas, is a small community with a reputation for offering its
citizens a high quality of life experience. Bellaire is known as the “City of Homes,”
which reflects its historical emphasis on residential excellence. Although often
overshadowed by residential priorities, commercial activity also plays an important role
in the overall quality of life in Bellaire. It has an impact on both the internal and external
perceptions of the City’s attractiveness to others.
The growth rate of Bellaire’s commercial tax revenue began a steady decline in 1999. In
2002, commercial tax revenue showed negative growth and has been shrinking ever
since. Particularly worrisome is the sharp, 21 percent decline in 2004. This trend caused
concern among City leadership that Bellaire’s commercial health is in decline. Exhibit 1
below shows Bellaire’s recent tax roll history.
Exhibit 1
City of Bellaire Tax Role History
20%
Single Family Residential
15%
10%
Commercial Real Estate
5%
Growth 0%
Rate -5%
-10%
-15%
-20%
-25%
1998
1999
2000
2001
2002
2003
2004
*Source: City of Bellaire RFP
In January 2005, the City of Bellaire submitted a request for proposal (RFP) to the Jones
Graduate School of Business (JGSM) at Rice University. The City asked JGSM to study
Bellaire’s commercial districts and answer two central questions:
1. Why is Bellaire’s commercial health in decline?
2. How can Bellaire achieve desirable commercial growth?
4
JGSM accepted the City’s RFP and assigned five graduate students to answer these
questions as part of its Action Learning Project (ALP) program. This report contains the
analysis, findings, and recommendations produced by the Rice team.
Project Overview
The Rice team was given approximately four weeks to address the questions within the
Bellaire RFP. Given this time constraint, the team decided to focus its efforts exclusively
on the Bellaire City Center District (CCD). The team chose this focus because the CCD
contains both the nucleus and the defining character of Bellaire’s commercial activity.
The boundaries of the CCD are:
•
•
•
•
Dashwood Drive and Spruce Street on the north
Third Street and South Rice Avenue on the east
Linden Street on the south
Chimney Rock Road on the west
Determining why Bellaire’s commercial health is declining and how to achieve desirable
growth is an enormous task, even within the limited scope of the CCD. The Rice team
recognizes that there are likely as many different answers to these two questions as there
are people living in Bellaire. Given this uncertainty, the team feels the best approach to
finding answers is to draw data from variety of sources and look for common elements.
The team chose to gather data from personal interviews, planning literature, and case
studies of cities asking similar questions about commercial health and growth. Exhibit 2
below presents a visualization of the Rice team’s data sources.
Exhibit 2
Research Data Sources
Personal
Interviews
• 17 Business Owners
• 5 Developers
• 2 Real Estate Brokers
• Council & Staff
• Police Chief
• Residents
Review of Best
Practices
Case Studies
of Similar
Cities
• American Planning
Association
• Highland Village, Texas
• TIF / TIRZ Financing
• Gulf Coast Planning
Association
• Urban Land Institute
• Outside City Planners
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• South Orange, Florida
• Parkland, Florida
• Whitefish Bay, Wisconsin
• South Miami, Florida
Analysis of City Center District
The Rice team studied the Bellaire CCD area during a three-month period from January –
April, 2005. The team used a “grass roots” approach to gather information about what
forces have caused the CCD to evolve into its current state as well as what improvements
citizens feel are necessary. Information was gathered primarily from personal interviews
with Bellaire stakeholders including business owners; city council, staff, and committee
members; and selected residents. The team also gathered information from non-Bellaire
sources to gauge the external perspectives of the CCD. These sources included city
planners, developers, and real estate brokers. Last, the team performed its own walking
survey of the Bellaire CCD to form an independent opinion of the CCD’s condition.
The following sections present the team’s analysis of the CCD. Opinions expressed in
this section represent both internal and external perspectives, as well as the team’s own
assessment.
Bellaire Demographics
The Rice team began its study by determining the main groups served by the CCD. To
answer this question, the team gathered relevant Bellaire demographic statistics which are
displayed in Exhibit 3 below. (For a comprehensive list of Bellaire demographics, refer
to Appendix A)
Exhibit 3
Selected Bellaire Demographics1
Population:
Racial Mix (Caucasian):
Housing Units:
Median Household Income:
Per Capita Income:
15,642
89.1%
6,315
$89,775
$46,674
At first glance, one might think Bellaire’s CCD caters to an affluent customer base.
Marked demographic differences beyond Bellaire’s western boundary have proved this
assumption inaccurate. On the West of the City’s boundary, median household income
drops sharply and zoning restrictions do not apply. Exhibit 4 below shows the median
household income of Bellaire and a two mile surrounding radius. (Bellaire’s city
boundary is delineated by black line)
1
U.S. Census of 2000. http://www.census.gov
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Exhibit 4
City of Bellaire & Surrounding Area
Median Household Income
The striking feature of the map above is the difference in income between the area within
Bellaire’s city limits, and the area just beyond its western border. Within Bellaire’s
boundaries, the median income ranges from $80,000 - $120,000. Just outside Bellaire’s
western boundary, the median income is $40,000 or less.2 The ALP team believes this
demographic feature has contributed to the decline of Bellaire’s CCD. Furthermore, the
City has little control over the influence of demographics beyond its border since it is
under Houston’s jurisdiction.
2
U.S. Census of 2000.
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Interview Results
Several groups of Bellaire stakeholders were asked to share their opinions and concerns
of the CCD. Exhibit 5 below shows a general matrix of common concerns and their
importance according to each stakeholder group. Detailed discussion of concerns
according to stakeholder groups follows Exhibit 5.
Exhibit 5
Relative Importance of CCD Concerns
(Organized by stakeholder group)
City
Officials
Business
Owners
Developers
Permit Process
Low
High
High
High
High
High
High
High
High
High
High
Med
Ordinance
Structure
Med
Low
High
Business Mix
Med
Low
Med
High
Low
High
Crime
Parking
Infrastructure
Visual Appeal
City Officials and Staff
The Rice team conducted several interviews with people who had significant experience
with city leadership, administration, and planning. The subjects of the interviews were
asked a variety of questions that were designed to assess the level of importance and
concern each respondent attaches to the specific aspects of commercial redevelopment.
The results of the interview reveal consistent emphasis on three primary areas of concern:
•
•
•
Determining a vision of “desirable growth”
Creating educational systems that encourage understanding of how to achieve
desirable development
Building quantitative methods for measuring economic expansion
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Vision of desirable growth
The team found that interviewees placed significant emphasis on garnering input from a
variety of stakeholders affected by economic activity in the city. Many expressed the
necessity for majority “buy-in” from residents, present and potential business owners,
developers, community leaders, and city staff. These groups were seen as valuable
sources of pertinent input regarding the prioritization of capital projects, visual upgrades,
zoning and ordinance adjustments, as well as city service offerings.
Many of those pointed to the creation of a community development task force as an
effective means by which to cultivate, and ultimately synthesize, valuable ideas. Once
gathered, the City could rank the ideas and begin implementation in order of importance
and concern. The interviews showed, overwhelmingly, that no meaningful development
initiative seeking a level of desirable growth could succeed with out input from the varied
citizenry. Ultimately, the alliance formed between residents, businesses, and city
government will be the key to this success.
Education for implementation
A second, common theme became apparent from the responses of many city officials and
planners. Most felt that an educational program regarding upgrades within CCD should
be created after citizen priorities have been established. Through this program,
stakeholders could be introduced to the multitude of steps and costs associated with
commercial expansion.
The program should cover zoning requirements, effects, and steps to amend present
codes. Financial issues could also be explained, including tax effects, bond issuances,
and the creation of enterprise and economic development zones. Lastly, citizens,
business owners, and leadership should discuss realistic tools designed to measure and
maintain desirable development into the foreseeable future.
Measuring success quantitatively
The final theme that paralleled the results of most interviews is the desire to rely on
accurate quantitative data that gauges the success, or failure, of future economic
development programs. Many city and planning officials felt that traditional economic
health assessments in many communities merely examine qualitative topics that are
subjective in nature and encourage unproductive debate. The ambiguity, inconsistency,
and irregularity of most city economic health surveys create disagreement, and thus
stagnate most improvement initiatives.
With objective indicators in place, trends could be monitored. These trends could be
tracked in order to calculate the expansion or contraction of economic growth rates under
the guidance of an established set of metrics. The metrics would be designed to highlight
aspects of economic growth deemed essential by the economic development task force.
Metrics such as capacity expansion rates, occupancy rates, periodic parking and traffic
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flow assessments, as well as capitalization rates indicate a few examples of
measurements that should be monitored throughout the redevelopment process.
In summary, city and planning experts agree that the daunting task of rejuvenating an
aging commercial district is one that must be undertaken only after considerable
preparation has been completed. This preparation must include, but is not limited to:
1. Establishing a standard definition of desirable growth from a group of relevant
stakeholders.
2. Educating the community about the many steps associated with successful
economic redevelopment.
3. Creating an objective means by which to measure the success or failure of the
economic development program that is ultimately instituted.
Business Owners
The Rice team conducted seventeen interviews with a variety of local business owners in
an attempt to determine their needs and desires within the CCD. A categorized list of
questions was asked to each business owner in order to uncover possible common
themes. The full list of questions posed to business owners is listed in Appendix C. The
following sections present the most common themes and perceptions expressed by
interview participants.
Crime
A common perception within Bellaire is that crime is Bellaire’s number one issue.
Paradoxically, the reason many businesses can tolerate some degree of crime is because
of the fast response rate of the Bellaire Police Department. Many people interviewed
said that they “loved” the Bellaire Police Department and that “they are often here before
I get off the phone.” Business owners also stated that while they could relocate west of
Chimney Rock in a newer, cheaper, and more visually appealing strip center, they are not
willing to do so because the crime rate is higher and the response rate of the Houston
Police Department is slower. Thus, while crime is Bellaire’s biggest perceived problem,
the response rate of its police department is its biggest competitive advantage in
attracting businesses.
Another common perception linked to crime is that the Metro Bus Station, while bringing
persons who may work in the CCD, also brings in a significant amount of “transients”
who wander around businesses asking for money. Fear of transients is elevated
especially near the Randall’s parking lot. One business owner mentioned seeing drug
busts occur at the Metro Station, and four voiced an interest in having it moved closer to
Chimney Rock. At least 25 percent of business owners that were interviewed stated that
they often had to lock their doors during the day because they felt threatened and feared
robbery from transients who walked passed their business.
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Ordinances, Traffic, and Parking
Other common perceptions are that sign ordinances are too restrictive, traffic flow is
disjointed and congested, and parking is minimal. One business owner stated that he/she
has approximately two seconds from the time a car drives by the business to capture a
potential customer’s interest. At least 25 percent of business owners said that they had
put up signs that they felt were within ordinance standards only to have them restricted
within 24 hours or less of erecting them. The same 25 percent stated they felt that owners
should be able to put up whatever kind of sign they want to within their business. One
business owner pointed out that the Mason Jar restaurant cannot be seen by passing
traffic, and others pointed out that through streets and the sheer volume of Bellaire traffic
caused a lot of accidents. Many stated that parking and confusing traffic patterns
hindered patrons from reaching their business. Another common finding among business
owners is that they have no idea where downtown Bellaire is and many have no idea how
the CCD is defined, even from a street name perspective.
The CCD Area
A common theme among business owners is that many are unaware of where downtown
Bellaire is. Approximately 50 percent of business owners stated that Bellaire’s CCD
needs to have a distinct look and feel in order to differentiate it from other areas of the
city. The same 50 percent of business owners mentioned lighting, landscaping, and
signage as a way to distinguish the CCD area from other parts of Bellaire
Multiple business owners cited lack of available and visible retail space for expansion as
a chief concern when considering the Bellaire CCD for an operating base. One business
owner went so far as to state that to move her business to Spruce Street would be “retail
suicide.” The same business owner stated that a distinct retail area located behind the
main thoroughfares would need to be advertised in order to attract more businesses to
move to or expand into that area.
Several business owners offered ideas of what the City could do to improve the CCD.
Appendix C lists interview questions and selected comments / perceptions of business
owners.
Landlord Relationships
The visual appearance of strip centers is a concern of many business owners.
Approximately 75 percent of business owners stated that their landlords have no
incentive to upgrade strip center facilities despite the fact that 25 percent of tenants would
be willing to pay increased rent in exchange for improvements. Multiple owners cited
poor interior plumbing and a lack of available drinking water within their stores. The
same 75 percent stated that their strip center owners do not live in Bellaire and have little
motivation to upgrade their buildings for the “betterment of Bellaire.” One business
owner mentioned offering $600,000 for a Bellaire strip center and to match any counter
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offer, but was refused. Multiple business owners stated that landlords are not motivated
by money alone when selling their holdings.
Several owners mentioned unwillingness among landlords to maintain parking areas.
One business owner stated that his customers regularly fill up the pot holes in his parking
lot themselves. Another landlord pointed out a pot hole that was large enough to start a
sink hole underneath the parking lot. Some parking lots that used to be City property and
through streets have been taken over by certain strip center owners. Owners state that
confusion about whose responsibility it is to fix up the parking lots (City or Landlords)
contributes to the problem.
Community Feel
Approximately 75 percent of business owners stated that Bellaire’s small-town feel is a
significant attraction to the city. However, most owners suggested that this same smalltown feel is not present within the CCD. The same 75 percent stated that they were not
members of the Chamber of Commerce. When probed to explain further, most cited the
Chamber lacks a Bellaire specific business focus. About 50 percent of owners felt that
the cost of Chamber membership did not justify the level of service provided. Several
cited a need for a City Ambassador to reach out to businesses, a need for a Bellaire
focused business alliance, and a need to include businesses in the development of the
CCD even if the owners are not Bellaire residents.
An interesting perception among owners is that much of the potential development within
the CCD has been determined by a few, vocal residents who do not represent the majority
opinion of greater Bellaire. Six business owners cited instances where improvement
projects within the CCD were terminated or delayed by a few vocal residents. There is a
feeling of frustration on the part of those business owners who expressed this perception.
Several owners pointed out that the City is unaware of the incredible wealth of
redevelopment knowledge possessed by Bellaire residents. The perception among some
business owners is that City Committee members are selected from City Council’s
limited network of peers, not from the greater population. The same owners state a need
for the City to reach out and get to know other talent that is available within the
community.
CCD Customer Base
Over half of the respondents stated that 25 percent of their customer base comes from
within Bellaire. The remaining 75 percent of customers come from the greater Houston
area. Most businesses advertise in local Bellaire publications, but the 75 percent of
customers from the greater Houston area are either drive-by clients or referrals.
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Commercial Developers and Realtors
Interviews were conducted with real estate developers and realtors to gauge the external
perceptions of Bellaire. All interview questions followed a basic structure which falls
into one of three main categories: vision, understanding, and measurement. The
interviews were conducted so that respondents discussed their points of view within the
boundaries of these categories.
Several overlapping themes emerged from information shared by interviewees including
crime, CCD image, ordinances and permits, as well as parking. Many feel the area
located to the west of the CCD, contributes to crime in the area. The area west of
Chimney Rock was described as a highly dense, low income neighborhood which is in
sharp contrast to the highly affluent demographic east of Chimney Rock. Many upscale
businesses do not feel safe opening their doors within Bellaire’s CCD being so close to a
high crime, lower income area. On the other hand, the Bellaire police department was
widely praised for its response time which is two minutes for emergencies and four
minutes for non emergencies.
The second common theme that emerged concerns the CCD image. A recurring word
used to describe the CCD is “rundown.” There is a perception by developers and realtors
that business owners are not interested in upgrading the image of stores because they are
already profitable. They feel owners know that many people who shop in the Bellaire
CCD live west of Chimney Rock and are not concerned with image. At the same time,
people who live in Bellaire proper are concerned with image. The overall lack of native
Bellaire customers is contributing to the decline of the CCD image.
A third commonly mentioned issue is the Bellaire ordinance and permit process. There
are perceptions that the permit process is slower in Bellaire than other cities. This
perception is problematic for developers because of an industry requirement called dead
date. Deal negotiations are not permitted to extend beyond the dead date. Some
developers expressed fear that complications in the Bellaire permit process will cause
deals to miss the dead date.
There is also concern with Bellaire ordinances. Opinions ranged from “ordinances are
too lenient” to “they are not universally enforced.” The fear of interviewees is that
ordinances are so business friendly that literally anything could be opened. Developers
do not like loose ordinance standards because less desirable businesses may be allowed to
open next to an upscale project. Nearly all respondents favored stricter ordinances to
keep less desirable businesses out.
Parking is the fourth issue mentioned by most interviewees. They expressed that a lack
of parking in the CCD hinders business from coming to the area. Several even declared
that parking would be a definite deal breaker for most businesses interested in the CCD.
However, many developers feel optimistic that if the parking situation is corrected, the
entire CCD area could be revitalized. The overall impression is that redevelopment
should begin with addressing parking.
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City Ordinances
The City of Bellaire is generally zoned into overall categories, with subsections of each:
Residential, Commercial (CCD 1 and CCD 2), Research/Technology, Mixed Use, and
Planned Development districts. The CCD districts place minimal requirements on
building height, set-back distances from the street, parking space allotments, signage size
and positioning, as well as generic screening guidelines. Additions or variances from the
expresses building requirements with in the commercial zone require a special Use
Permit that must be approved through a public process involving various civic bodies
including the planning and zoning commission, the city council, and the zoning board of
adjustments.
The Rice Team discovered through a comparison of cities that have accomplished similar
redevelopment efforts that the zoning requirements in Bellaire are, in fact, less restrictive
and inhibit city compliance efforts. More stringent parking requirements, sign
restrictions (color, size, placement), landscaping/screening rules, and building material
regulations are very commonly employed by comparable municipalities.
In addition to zoning and ordinance guidance, cities also have attracted high-end
developers that impose even more restrictive deed restrictions on their tenants that help to
maintain visual appeal, convenience, and accessibility. Many landlords require high
quality building materials, such as brick, stone, and premium stucco to ensure a
consistent upscale visual appearance. These owners often insist on mandatory
restrictions that regulate signage size, style, color, and lighting. Tarps, awnings, and
banners are also limited to only authorized colors and sizes. These deed restrictions
effectively build off of established city regulations, thus facilitating the creation of longterm upscale development.
Visual Examples of the CCD
The Rice team gathered several visual examples of the Bellaire CCD in an effort to
corroborate comments made by interview participants and to evaluate the effectiveness of
current City ordinances. The Rice team also attempted to identify areas that will require
redevelopment improvements before desirable growth can flourish. The following
sections display photographs and comments concerning areas that should be considered
for redevelopment projects.
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Parking
•
Parking lots lack visual appeal
because there is an inadequate buffer
zone facing the street.
Photo taken along Chimney Rock Rd.
•
Parking lines are not well maintained
and create confusion.
Photo taken at Randall'
s
•
Parking lots are indistinguishable from
streets and create confusion.
Photo taken near Jax Grill
•
Businesses do not have well defined
loading zones making customer
parking difficult.
Photo taken along Bissonnet St.
15
Building Façade
•
Buildings lack visual appeal because
facades are inconsistent between
adjoining structures.
Photo taken near old Wagner Hardware location
•
Inconsistent colors on building facades
harm visual appeal.
Photo taken near Jax Grill
•
Inconsistent building materials used on
adjoining structures harms visual appeal.
Photo taken at Bellaire Blvd. & South Rice Ave.
•
Grilled storefront suggests a high crime
area and makes shoppers feel uneasy.
•
Vacant sites are not maintained and
appear rundown.
16
•
Building design is inconsistent.
Photo taken near Cici’s Pizza
Signage
•
Inconsistent business signage harms
visual appeal.
•
City Center gateway sign is not clearly
visible and appears neglected.
Photo taken at Chimney Rock Rd. & Bellaire Blvd.
17
Infrastructure
•
Many business lack proper
sidewalks and pedestrian access.
•
Certain areas lack proper drainage.
•
Intersections lack adequate lighting
making nighttime pedestrian usage
unlikely. Utility poles are placed at odd
angles and locations which interfere with
visual appeal.
Photo taken at Chimney Rock Rd
•
Street signage is not properly maintained.
Photo taken at Bellaire Blvd. & Bissonnet St.
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The Challenge of the City Center District
The City of Bellaire is faced with the challenge of re-positioning the CCD from an aging,
retail sector in decline, to upscale community shopping and service district that can
generate long-term, sustainable commercial growth and revenue for the city. Bellaire’s
efforts are hampered by the lack of clearly defined and focused goals for growth and
development. Additional obstacles include the geographic proximity of the West
Chimney Rock area that supplies a substantial amount of low income patrons.
The City’s flow of commerce is dramatically west-to-east, with Bellaire residents
consistently choosing to shop in upscale commercial districts that are located across the
eastern boundary of Bellaire while the lower income customers from the Chimney Rock
area in Southwest Houston tend to patronize the businesses located in CCD. This
commerce flow has gradually created a dynamic where CCD business owner have begun
to market to low-end customers in place of typical upscale shoppers. Many Bellaire
businesses are flourishing in the lower-end market and have thus re-prioritized their
commitment to trendy visual appeals, exterior upgrades, and overall upkeep. The result
is that the districts appeal to upscale developers has deteriorated, and with it, average
property values have declined in the CCD.
Many of these challenges are beyond the scope of the City Government’s control. The
location of both upscale commercial districts on Bellaire’s eastern and northern
boundaries, as well as the low-end retail areas to the City’s West and South, are difficult,
if not impossible for Bellaire to affect. However, within the City’s boundaries, many
tools can be utilized that can greatly upgrade the overall visual appeal, accessibility, and
functionality of the CCD.
At present, important stakeholders seem to have specific suggestions for end products,
shops, and services; however, clear means by which to achieve these desired results do
not yet exist. The immediate challenge for Bellaire’s leadership is to establish a shared
direction for commercial development in the CCD that is based on a foundation of
expressed goals and priorities espoused by the City’s defined stakeholders. Once the
direction, or vision of “desirable growth,” is agreed upon, specific steps can be taken to
gradually reposition the CCD into a district that encourages and facilitates contemporary,
upscale commercial.
Recommendations
In order to facilitate the success of a substantial CCD redevelopment project, Bellaire
should begin a public awareness campaign to generate community “buy in.” This
campaign should attempt to attract influential stakeholders that have the ability to initiate
and support redevelopment changes. Once a group of committed stakeholders can be
identified, an economic development task force should be formed. This body of
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stakeholders should be composed of city staff members, elected officials, boards and
commission members, business owners, strip center landlords, developers, and residential
citizens.
The task force should conduct an open session designed to generate ideas and establish
priorities for CCD redevelopment. These ideas and priorities should be synthesized into
an overreaching goal statement that establishes direction for growth moving forward.
Lastly, the task force session should be moderated by a professional planning consultant
that can lead discussion and apply ideas to common planning practices. This expert will
be essential in interpreting and applying the data generated into practical application for
redevelopment.
Task Force Charter
The task force should be governed by a charter that clearly defines goals, desired end
products, and timeframes with expected completion dates. Since the purpose of the task
force is to bring together valuable stakeholders, the charter should mandate activities that
facilitate and support collaboration among its diverse membership. The process for
balanced idea generation and the resulting prioritization of these suggestions should be
highlighted as the primary mission of the task force.
In addition to emphasis on communication and idea synthesis, the charter should propose
mediums to disseminate educational information regarding idea implementation. These
communication vehicles include media campaigns, workshops, open forums, and public
relations campaigns.
Lastly, the task force charter should encourage the creation economic development plan
(EDP) for establishing a permanent CCD authority to manage redevelopment. This plan
will serve as a long-term guide post for the ongoing maintenance of commercial progress
within the district. Once finalized, the EDP should be incorporated into the City’s
comprehensive plan. The combined documents should provide a long-term horizon and
should be reviewed at five year intervals.
20
A visual representation of the task force membership is shown below in Exhibit 6.
Exhibit 6
Task Force Membership
City
Officials
Planning
Professionals
Business
Owners
Task
Force
Developers
Residents
Permanent CCD Authority
A permanent CCD governing authority should be created once a critical mass of
community “buy in” has been established and the task force has recommended specific
redevelopment goals for implementation. Permanence is important because of City
Council dynamics during election years. Changing leadership often causes a change in
priorities; redevelopment of the CCD should not be a temporary goal. The Rice team
believes redevelopment is a long-term process. In order to keep the redevelopment
efforts continuous, there should be multi-year commitments from the CCD Authority
membership.
The CCD Authority should be composed of nine to eleven members. The City
administration should be represented on the commission by the City Manager, Director of
Community Development, or a Council Member. A visual representation is shown below
in Exhibit 7. Additional members of the authority can be selected by a City
representative following certain guidelines. The guidelines should allow for multiple atlarge Bellaire residents; businesses owners within the CCD, and commercial developers.
21
Exhibit 7
CCD Authority Composition
Task Force
CCD Authority
Residents
Businesses
City Council City Manager
Developers
Community
Development
The Authority should be given the power to hire and contract personnel to assist in its
efforts. These could include planners, architects, engineers, attorneys, contract
specialists, etc. The CCD authority should also be given jurisdiction to pursue financing
options for redevelopment projects. Final approval for financing is granted by City
Council.
Best Practices
Redevelopment plans pursued by the CCD Authority should include features that
promote desirable growth. The following list of pictures and comments were gathered
from various sources that identify best practice planning guidelines. Each identifies
different features that are well-known to create an environment that promotes desirable
growth. The Rice team recommends the permanent CCD authority incorporate these
features when redeveloping areas of the CCD.
Sense of Community
•
Plant trees throughout communities and
preserve existing trees during new
construction.
•
Create active and secure open spaces.
22
•
Define communities and neighborhoods
with visual cues.
•
Enact clear design guidelines so that
streets, buildings, and public spaces work
together to create a sense of place.
•
Highlight cultural assets through public
arts and events.
Visual Appeal
•
Building Design. Façade improvements
can boost aesthetic appeal, attract
consumers, and enhance the general
environment.
•
Sidewalks. Sidewalks should be
augmented with furnishings such as
planter boxes for trees and flowers, trash
cans, street art, bike racks, etc.
23
•
City Gateways. An attractive gateway
sign into the city can create a sense of
place and provide visual introduction for
visitors entering the city.
•
Lighting. Use attractive and unique lighting
design along city sidewalks.
Parking
•
Inventory parking. Measure existing
parking spaces to ensure commercial
needs are met. Make sure overflow
parking does not adversely impact
neighbors.
•
Parking management plans. A parking
plan should address supply, demand,
pricing, signage, inter-facility
connections, maintenance, and capital
improvements.
•
Encourage structured parking. The ideal
place to provide parking in high-density
core areas is a central multistory parking
garage. Underground garages promote
better visual appeal; however,
construction is expensive.
24
•
Share parking. Encourage shared parking for businesses located in close
proximity that operate during different peak hours.
•
Establish a maximum/minimum parking
ratios. When public parking or mass
transit service is readily available in
close proximity, local government may
consider limiting the amount of parking
that can be developed on a single
property. Similarly, minimum parking
requirement should be established to
ensure proper access to a facility.
Financing
In many cases, redevelopment will not occur naturally; instead, a catalyst action initiated
by the City is required. This often comes in the form of public infrastructure
investments. Redevelopment financing is, thus, one of the most important steps in the
planning process. Several best practices for financing exist including Tax Increment
Financing (TIF), Tax Increment Reinvestment Zones (TIRZ), and Public Improvement
Districts (PID). Normally these financing methods are used to pay for infrastructure
improvements such as streetscapes, parking, signage, etc. Cities with aggressive
redevelopment mandates sometimes use TIF / TIRZ to purchase real estate, and other
non-infrastructure assets. The following section discusses the mechanics of TIF.
Gary Sullivan et.al. offers an excellent description of TIF financing: 3
“Tax increment financing is used to stimulate redevelopment in areas
where redevelopment would be unlikely without some form of
government stimulus. Typically, TIF districts provide public
infrastructure improvements to a targeted area. These public
improvements, combined with expected private development, work in
concert to revitalize a troubled area. When new private development takes
place, taxes earned on increasing property values are used to recover the
publicly funded infrastructure investment within the TIF. If the TIF zone
performs as planned, this new public infrastructure makes subsequent
private investment more attractive, thus creating a kind of development
momentum. Private investors are assured that their property taxes will be
used for needed in-zone infrastructure providing them with direct benefits
and reducing their development costs.”
3
Sullivan, Gary et. al. Tax Increment Financing (TIF) Best Practices Study. Institute for Policy and
Economic Development. University of Texas at El Paso. September 2002.
25
“TIF programs are geographically targeted within an urban area. A city
government designates a specific parcel of land as a TIF district and
pledges all increases in real estate tax revenue owing to increased property
assessed value to a TIF district account for a pre-determined number of
years. Funds obtained are diverted from the general financing of local
government services and used for purposes outlined in the project plan for
that particular TIF district. Monies may be paid out directly to support
activities authorized in the project plan or used to repay bonds issued by
the TIF district to fund the project plan.”
The strength of TIF financing is that it encourages business owners within the TIF district
to supply private investment for upgrades. This encouragement is bolstered by the fact
that new property taxes generated within the TIF are reinvested back into the district;
they are not diverted for other city needs. TIF financing follows best practice planning
because it emphasizes public / private partnerships, which are essential for
redevelopment.
TIF financing is useful because it can also provide city leaders with information about
how much public infrastructure improvement can be afforded. The level of funds
available for public improvements hinges upon several key assumptions including the
expected growth rate in commercial real estate value, the duration of the TIF district, and
the interest rate paid by the city if bonds are used to finance the initial investment.
Exhibit 8 below provides a hypothetical model of TIF financing within Bellaire’s CCD.
It assumes Bellaire creates a 10-year TIF district and contributes $1.0 million in initial
infrastructure improvements. The CCD property value is based on the Bellaire RFP4 and
the cost of debt is based upon the most recent available data for AA+ rated bonds.5
4
5
City of Bellaire, Request for Proposal. Show us a Smarter Way. January 2005.
Bloomberg.com. http://www.bloomberg.com/markets/rates/. April 23, 2005.
26
Exhibit 8
Hypothetical TIF Financial Model
For Bellaire CCD
Assumptions
Initial TIF Investment
Initial CCD Property Value
CCD property value growth rate, year 1
CCD property value growth rate, thereafter
Cost of debt, (AA+ credit rating 2004)
Property Tax Rate Within CCD
Year
0
1
2
3
4
5
6
7
8
9
10
TIF Property
Value (CCD)
178,000,000
173,550,000
173,550,000
175,285,500
179,667,638
185,956,005
193,394,245
201,130,015
209,175,215
217,542,224
226,243,913
Net Present Value
Excess
Valuation
(4,450,000)
1,735,500
4,382,137
6,288,367
7,438,240
7,735,770
8,045,201
8,367,009
8,701,689
Tax Increment
(21,360)
8,330
21,034
30,184
35,704
37,132
38,617
40,162
41,768
(1,000,000)
178,000,000
-2.5%
0.0%
1.0%
2.5%
3.5%
4.0%
4.88%
0.48%
Present Value of
Investment by Investment + Tax Investment + Tax
City
Increment
Increment
(1,000,000)
(1,000,000)
(1,000,000)
(21,360)
(20,366)
8,330
7,221
21,034
17,384
30,184
23,786
35,704
26,826
37,132
26,601
38,617
26,378
40,162
26,156
41,768
25,937
(840,078)
In the example above, a negative net present value (NPV) indicates that the TIF district
will not adequately support a $1.0 million investment over ten years under the given
assumptions. It’s important to note that different assumptions such as a longer duration
TIF district or an accelerated growth rate of CCD property values can change the NPV
prediction.
Bellaire planners might dismiss a TIF financing option because the model predicts the
initial investment will never be recovered through future tax revenues. Dismissing TIF
exclusively on positive or negative NPV predictions may be the wrong way to decide the
fate of redevelopment. If redevelopment does not occur, the alternative is further decline
in CCD property value and desirability as a business district for Bellaire residents.
Avoiding action purely because of NPV predictions can lead to what some call The Death
Spiral. In this scenario, the property value of the CCD would continue its decline making
the chances of positive NPV redevelopment projects even more remote. As time passes,
and no action is taken, the condition of the CCD worsens making redevelopment
solutions more difficult to achieve. The City of Bellaire should contemplate that a
financial investment in the CCD may never fully be recovered through tax revenue.
27
However, intangible benefits such as improved visual appeal, renewed community
interest, and desirability as a commercial district may more than offset the financial costs.
Private investment in the redevelopment zone is critical to overall success. The most
successful redevelopment efforts include provisions to create private investment
incentives. Local banks can be instrumental in this process by using their deep
connections within the community to create consortiums for funding and development
programs such as low-interest façade improvement loans. The degree, to which local
banks participate, of course depends on the amount of community “buy in” achieved by
initial task force efforts.
Measuring Success
In order to maintain effectiveness of initiatives, the ALP team recommends a metric
system to measure the success. With this metric system in place, the economic health of
the commercial district can be accurately assessed. The metric system will provide
information in reference to the growth of the city’s commercial districts. As the council
puts more initiatives, metric system will show how effective those initiatives are being. It
will also help to guide their future initiatives. Their strategy for implementation can also
be derived from many of the metrics we have identified. It will also allow for issues that
arise from an initiative to be handled in a very timely manor.
City of Bellaire Metrics
One of the first types of metrics the ALP team has identified is Trend Level Analysis.
This type of analysis is on the City of Bellaire can use in order to assess economic health
from their standpoint. This is the analysis of trends in the behaviors of business. This
can be used over a broad spectrum of data that is currently present. Using Trend Level
Analysis, data is review and compared to averages on a macro level or a monthly/yearly
level. If data is to be compared on a yearly basis it is critical to look at least 2 to 4 years
previous. The following are some areas that can be used:
•
•
•
•
Unemployment rate – gather the unemployment rate data and compare it to
Harris County unemployment data, to gather an assessment of Bellaire’s
positioning against the rest of the county
Permit inventory – a physical count of the number of permit request for
commercial related business over the course of a year. This will allow an
assessment growth through improvements or new businesses coming to
Bellaire.
Business Vitality assessment - measures the extent to which new businesses
are generated. By doing this assessment the City of Bellaire will be able to
track the number of new businesses coming to the area
Business sector growth by SIC code – SIC is an acronym that means Standard
Industrial Classification. SIC is a system that applies a numerical code to the
28
•
different sectors of businesses. By using this coding system, the City of
Bellaire will be able to track growth in different business sectors by taking an
inventory count of the number of SIC codes within each sector.
Sales/square foot – an assessment of the entire CCD in square footage and
measure it against the tax revenue to measure how vital the area is.
Business Owner Metrics
With individual businesses, the ALP team has identified metrics to assess their economic
health. The collective data that can be obtained from each individual business will create
an increased accuracy in the findings by the authority. The following are some of the
different metrics that can be assessed by businesses:
•
•
•
Store capacity assessment – assess the physical size of a business and
determine whether the business is growing or shrinking by reviewing the
original size of the store relative to its present size.
Parking inventory – a physical count during different times of the day of the
total number of parking spaces available vs. the total number occupied. This
metric will track a business’s average amount of traffic.
Excess Rent assessment – in many instances landlords set up a revenue
breakpoint for their tenants. If the tenants’ revenue for one month is over the
breakpoint, then the tenant has to pay a predetermined percentage of the
overage above the breakpoint. This assessment will allow the business
owner’s to track their revenue growth.
Developer Metrics
Another vital metric is the Future Plan Assessment which incorporates data from the
residential perspective with that of a commercial. It is very important that there is an
integration of residential data with that of commercial interest. The objective of any
commercial district within a city should be to first serve their presiding residents. That is
why their input on the authority is important. An assessment of residential development
is critical to commercial growth because it can pinpoint potential consumers for local,
commercial business. Residential developers and brokers are more familiar with
common city characteristics that tend to attract new homeowners to a particular area.
These selling points are often successful in persuading potential residents to move to
certain areas. If the authority fosters cross-communication between these separate
groups, their strategies for vitalization within Bellaire will be in alignment. This metric
assesses the growth in the residential community, thus enabling the authority to
determine whether or not their commercial district is able to service their residents.
Risk assessment observes the rate at which a business capitalizes its net operating income
thus measuring the risk involved. The higher the capitalization rate the higher the risk
involved with the business.
29
Exhibit 9 below shows a matrix of which measurement metrics are important to certain
stakeholder groups. A dot is placed at the intersection of stakeholders and metrics to
signify importance.
Exhibit 9
Relative Importance of Success Metrics
(Organized by stakeholder group)
City
Officials
Permit Inventory
Business Vitality Assessment
Business Sector Growth
Sales / Sq. Foot
Store Capacity Assessment
Parking Inventory
Excess Rent Assessment
Future Plan Assessment
Risk Assessment
Local Disposable Income
30
Business
Owners
Developers
Next Steps
Redevelopment is a long and complex process. Community “buy in” takes time to shape,
and stakeholder attitudes will not change quickly. With patience and visible commitment
from City leadership, eventually people will come to realize the benefits of
redevelopment and become eager participants. The City of Bellaire should expect its
complete course of action to last several years, perhaps up to ten or more. Exhibit 10
below shows a hypothetical timeline of redevelopment within Bellaire’s CCD.
Exhibit 10
Timeline of Redevelopment in Bellaire CCD
22 –– 44 Months
Months
66 –– 99 Months
Months
Public Awareness Task Force Defines
Convene
Specific
a Task Force
Redevelopment
Goals
88 –– 10
10 Years
Years
CCD Authority
Manages
Redevelopment
Bellaire should begin redevelopment by generating public interest in the redevelopment
effort. Residents, business owners, and other influential persons throughout the city
should be recruited to serve on a redevelopment task force. Once the right people are in
place, a task force can set out to define specific redevelopment goals as well as establish
a charter for a permanent CCD authority. Once this is accomplished, the CCD authority
will manage the execution of redevelopment plans.
Conclusion
The future of Bellaire’s CCD presents a unique challenge against achieving desirable
growth. Without intervention, City Leadership should not expect significant
improvements in CCD property value or desirability as a central business district for
Bellaire residents. In fact, the CCD could very well continue into decline. The Rice
team believes the time is right for city action.
Some factors that influence the character of the CCD, such as neighborhoods west of
Bellaire’s boundary, are beyond the City’s control. Opponents of redevelopment will
likely point to these factors and conclude that redevelopment will never work. While the
Rice team acknowledges this difficulty, it firmly believes that positive change can be
accomplished.
31
The City of Bellaire has taken an important first step in the redevelopment process acknowledging there is a problem. However, it faces a long road ahead before the
tangible benefits of redevelopment will be seen. Much more planning is required as is a
critical mass of community support. Redevelopment improvements occur in incremental
steps, not all at once. Long term commitment as well as patience is required on the part
of City leadership and redevelopment proponents. More importantly, redevelopment
momentum must be maintained across changes in council leadership.
32
Appendix A - Bellaire Demographics
General
Total population
Male
Female
Median age (years)
Under 5 years
18 years and over
65 years and over
One race
White
Black or African American
American Indian and Alaska Native
Asian
Native Hawaiian and Other Pacific Islander
Some other race
Two or more races
Hispanic or Latino (of any race)
Total housing units
Occupied housing units
Owner-occupied housing units
Renter-occupied housing units
Social Characteristics
Population 25 years and over
High school graduate or higher
Bachelor's degree or higher
Number
Percent
U.S.
15,642
7,531
8,111
39.8
1,147
11,332
1,862
100
48.1
51.9
(X)
7.3
72.4
11.9
100%
49.10%
50.90%
35.3
6.80%
74.30%
12.40%
15,405
13,939
131
43
993
10
289
237
1,221
98.5
89.1
0.8
0.3
6.3
0.1
1.8
1.5
7.8
97.60%
75.10%
12.30%
0.90%
3.60%
0.10%
5.50%
2.40%
12.50%
6,315
6,019
5,006
1,013
100
95.3
83.2
16.8
100.00%
91.00%
66.20%
33.80%
10,580
10,094
7,046
100
95.4
66.6
80.40%
24.40%
Economic Characteristics
In labor force (population 16 years and over)
Mean travel time to work in minutes (population 16 years
and over)
Median household income (dollars)
Median family income (dollars)
Per capita income (dollars)
8,306
70.5
63.90%
21.7
89,775
104,200
46,674
(X)
(X)
(X)
(X)
25.5
41,994
50,046
21,587
Housing Characteristics
Single-family owner-occupied homes
Median value (dollars)
4,805
233,200
100
(X)
119,600
Source: U.S. Census Bureau, Summary File 1 (SF 1) and Summary File 3 (SF 3)
33
Appendix B - Case Study Highlights
This appendix provides examples of Desirable Commercial Growth strategies used by
cities similar to Bellaire. The intent of the appendix is twofold. First, it provides ideas
for desirable growth strategies that may enacted in Bellaire. Second, it provides
motivation for taking action. In other words, if similar cities can achieve desirable
commercial growth, so can Bellaire
The Rice team believes desirable commercial growth for Bellaire’s CCD, must be
achieved through redevelopment. It cannot be achieved by building new structures on
vacant lands since none exists. Instead, desirable growth must be achieved by improving
the existing businesses structures and overall environment. This method is known as
redevelopment.
Two criteria were used to select case study cities. First, the cities had to be pursuing
desirable commercial growth through redevelopment programs. Second, the cities had to
share similar demographic and urban features as Bellaire. The purpose for similar
demographics is to identify communities that are primarily residential, located within an
urban setting, and posses a median household income above the national average.
Demographic selection criteria are shown in Exhibit 11 below:
Exhibit 11
Demographic Selection Criteria for Case Study Cities
•
•
•
•
Population is between 10,000 and 20,000 in an urban setting
Median household income is between $75,000 and $110,000
Housing units total between 3,500 and 7,000
At least one city boundary borders on a low median household income area
The examples that follow show cities in different stages of the Desirable Growth process.
Cities in early stages of desirable growth are presented first; examples of later stages of
desirable growth follow. All together, the examples show the complete process of
desirable growth which is:
1. Generate public awareness of the need for redevelopment
2. Form a task force of city leadership, business stakeholders, and influential citizens
that produces a vision for redevelopment that has community “buy in”
3. Create a permanent authority that is charged with redevelopment implementation
4. Update ordinance and building standards to align with desirable growth vision
5. Create incentives for redevelopment to occur
6. Create a master plan
7. Execute the plan
34
Township of South Orange Village, New Jersey
Demographic characteristics for South Orange, New Jersey are listed in Exhibit 12
below. A comparison of the South Orange and Bellaire median household income is
displayed in Exhibit 13 which follows.
Exhibit 12
Selected Demographics of South Orange Village, New Jersey6
Population = 16,964
Median Household Income = $86,311
Housing Units = 5,671
Exhibit 13
Median Household Income Comparison of Bellaire and South Orange Village7
The Township of South Orange, New Jersey exemplifies the first three stages of
redevelopment listed above. On April 26, 2004, the township’s Board of Trustees
(similar to city council) passed a resolution to form the Downtown Management
Corporation (DMC) to address the situation within the town’s central business district.
The DMC was charged with examining the following concerns:
1.
2.
3.
4.
5.
6
7
Planning and design
Redevelopment
Economic revitalization
Day to day downtown management
Parking management
U.S. Census. 2000.
U.S. Census. 2000.
35
The initial DMC board consisted of the following membership:
•
•
•
•
•
•
•
4 at large
2 from chamber of commerce
2 from Main Street South Orange (a local non-profit for a better downtown)
1 Seton Hall University professor
1 from South Orange Planning Committee
1 from South Orange Parking Authority
2 from South Orange Board of Trustees (i.e. city council)
The mandate and makeup of the DMC closely parallels the recommended strategy for
beginning redevelopment as presented by the Rice team. First, the DMC is charged with
the main elements necessary for redevelopment. Second, the DMC board members
represent a diverse set of stakeholders which helps build community “buy in.” The DMC
report states:
“at-large board members were selected after extensive advertising in the
News Record and South Orange’s Gaslight newsletter, attracting 14
candidates.”8
After studying the concerns listed above, the DMC recommended to the Board of
Trustees to form a permanent authority to manage redevelopment. The permanent
authority is called South Orange Downtown Management and Redevelopment
Corporation (SODMRC). The DMC report shares the following information about the
SODMRC:
“An independent SODMRC Board of Directors comprised of business and
commercial property owners, residents, and government representatives
will be established to govern the organization. The SODMRC Board will
be chosen by the DMC Initial Board and will include existing members.
The organization will be staffed with professional management and utilize
independent consultants including planning, engineering, architectural and
legal consultants. The SODMRC will function as an independent
organization, but will turn to the Board of Trustees for final
redevelopment approvals.
The responsibilities of the SODMRC will include planning for downtown
South Orange, including development of a master plan…The group also
will be responsible for architectural design standards…and will oversee
the design and implementation of streetscape and public space
improvements…the group will also oversee the design of façade and
signage improvements.”
8
Township of South Orange. Downtown Management Corporation Initial Board Recommendations to
Board of Trustees. April 4, 2005. Page 2.
36
The formation of the SODMRC parallels the third step of the recommended
redevelopment strategy presented by the Rice team. Two important features of the
SODMRC are its independence from city government which ensures “buy in,” and its
ability to focus exclusively on the downtown area. These features ensure greater
community “buy in” and prevent a disproportionate consumption of resources needed by
other city concerns.
37
Parkland, Florida
Demographic characteristics for Parkland, Florida are listed in Exhibit 14 below. A
comparison of Parkland and Bellaire median household income is displayed in Exhibit 15
which follows.
Exhibit 14
Selected Demographics of Parkland, Florida9
Population = 13,988
Exhibit 15
Median Household Income Comparison of Bellaire and Parkland10
Parkland Florida has done an excellent job in the fourth stage of redevelopment –
updating ordinances to promote desirable growth. Specifically, Parkland has addressed
visual appeal, parking, lighting, streetscaping, and pedestrian-friendly access through
ordinance measures. Parkland facilitates understanding and acceptance of ordinances by
providing a companion publication of visual examples. The following pages provide
examples from the companion publication:11
9
U.S. Census. 2000.
U.S. Census. 2000.
11
City of Parkland. Commercial Development Design Image Guidebook. April 2005.
10
38
39
40
41
For more examples, refer to City of Parkland, Commercial Development Design Image
Guidebook, http://www.cityofparkland.org/Planning/Development/Guidebook.pdf.
42
Highland Village, Texas
Demographic characteristics for Highland Village, Texas are listed in Exhibit 16 below.
A comparison of the Highland Village and Bellaire median household income is
Exhibit 16
Selected Demographics of South Highland Village, Texas12
Population = 12,173
Exhibit 17
Median Household Income Comparison of Bellaire and Highland Village13
(Highland Village is the upper city)
The Highland Village, Texas example demonstrates the fifth stage of desirable growth
through redevelopment – incentives. Highland Village encourages redevelopment
through economic incentives which have been adopted as city policy. In January 2004,
the City Council of Highland Village unanimously passed an economic development
policy resolution written as follows:14
12
U.S. Census. 2000.
U.S. Census. 2000.
14
City of Highland Village. Economic Development Agreements Agenda for City Council Meeting.
February 4, 2004.
13
43
Policy Statement
The City of Highland Village, Texas, is committed to remaining a
“Quality Community of Choice.” The promotion and retention of high
quality development along the City’s FM 407 Commercial Corridor is an
essential element in the fiscal well being of the City and will provide
stable future resources which will enable the City to continue maintaining
the quality of services for its citizens.
Chapter 380
Economic Development Agreements
The City of Highland Village will consider Economic Development
Agreements, as authorized under Chapter 380 of the Texas Local
Government Code, in order to promote state and local economic
development and to stimulate business and commercial activity in the City
of Highland Village.
The following guidelines establish the criteria for which such agreements
may be considered. These guidelines represent the minimum requirements
which must be met before an agreement can be considered. Compliances
with all of these guidelines should not be construed as an assurance for the
automatic approval of an economic development agreement. The terms
and conditions of any economic development agreement shall be subject
to final negotiation, and all agreements will be subject to final approval by
the Highland Village City Council.
A. General Terms and Conditions
To be eligible for consideration, property must be located within the
FM 407 Commercial Corridor as depicted in Exhibit A (map) and the
proposed project must be compliant with all zoning, development
standards, and other regulations of the City of Highland Village. Any
variances, exceptions, or special conditions of any of the requirements
of the City of Highland Village required or anticipated for the project
must be finalized prior to the effective date of the economic
development agreement.
Generally to be eligible for consideration of use of an economic
development agreement, a project must result in a minimum of $ 5
million of new value as determined by the Denton County Appraisal
District. This investment must be within the boundaries of the FM 407
Commercial Corridor to be covered by an economic development
agreement and/or result in new revenues including sales and uses taxes
44
of a least $100,000 annually. For purposes of this consideration, the
aggregate total for the entire site (in the event the site contains two or
more uses) will be considered.
Existing developed tracts or properties within the FM 407 Commercial
Corridor may be eligible to participate in an economic development
agreement in order that the City of Highland Village may support and
encourage retention, expansion, and modernization of existing
businesses. Eligibility requirements for this type of project must
increase the physical business by at least 25% of useable retail area, or
provide improvement of operational efficiencies to the existing facility
which results in an increase in business volume of 15% or increased
generation of sales and use tax revenues of 10%. Any variances,
exceptions, or special conditions of any of the requirements of the City
of Highland Village required or anticipated for the redevelopment
project must be finalized prior to the effective date of the economic
development agreement.
All tax and all other legal obligations on the property must be current.
The property must be free from any code violations, court-ordered
judgments, or public liens in order to be considered eligible for an
economic development agreement.
B. Eligible Benefits (Typical types of refund)
Economic development agreements may include payments (as
determined at final approval) totaling a percentage of new tax revenues
which result from and are generated by the subject development (in no
instance shall the total amount payable under this section exceed an
aggregate total of 100% of the revenues generated from the specific
project during the life of the agreement.) For purposes of this item, tax
revenues shall include the following: ad valorem (for real and
personal property) sales and use taxes, liquor and mixed drink taxes,
and/or franchise fees.
The City may also issue a credit for development fees, including
impact fees, building inspection fees, plan review fees and other
construction-related cost. Any consideration for any wavier of the cost
shall be considered in the overall evaluation of the project.
The City will evaluate the length of any agreement based upon various
criteria, including, but not limited to, cost of public infrastructure
required for the development (including the cost of financing), the
number and type of jobs created as a result of the development,
performance of the development projections, and actual results. The
City reserves the right to limit the agreement to either a fixed-dollar
45
amount or a defined length of time, or some combination of factors
based upon the individual project.
The City may approve the assignment of the agreement to third
party(s).
The City reserves the right to include other criteria or items of
consideration based on specific circumstances on a case-by-case basis.
Tax Increment Financing District (TIF)
Although the use of Economic Development Agreements under Chapter
380 of the Texas Local Government Code is intended to be primary tool
for the City of Highland Village’s incentive policy, the creation of a Tax
Increment Financing District (“TIF”) may be considered for use in funding
public purpose projects. It is anticipated that, should a TIF be created, the
City of Highland Village will not issue public debt for infrastructure and
other public purpose improvements. The same general criteria for eligible
benefits as outlined under the Chapter 380 policy, above, would be
considered in the evaluation of any request for the creation of a Tax
Increment Financing District.
Compliance with all of the terms and conditions necessary for the creation
of a TIF should not be construed as an automatic approval for the creation
of a TIF. The terms and condition of any agreements are subject to final
negotiation and approval by the City Council of the City of Highland
Village.
Public Improvement District (PID)
The City of Highland Village supports the continuing improvement of
properties throughout the City. Should the City receive a valid petition, as
determined under Chapter 372 of the Texas Local Government Code, for
the creation of a Public Improvement District(s) (“PID”), it is anticipated
that favorable consideration for the creation of the district would be
granted. The creation of a PID may not be restricted solely to the FM 407
Corridor and may include non-commercial neighborhoods.
Compliance with all of the terms and conditions necessary for the creation
of a PID should not be construed as an automatic approval for the creation
of a PID. The terms and conditions of any agreements are subject to final
negotiation and approval by the City Council of the City of Highland
Village.
46
These guidelines are adopted to serve as a tool and basis for the granting
of economic development incentives consistent with the goals of the City of
Highland Village Comprehensive Plan. The City reserves the right to
include other criteria or items of consideration based on specific
circumstances on a case-by-case basis. Following approval of any
agreements under this policy, the City Council agrees that any subsequent
changes to the policy will not apply to those agreements unless agreed to
by all parties. The terms of this policy shall remain in effect for a period
of two years form the date of adoption by the City Council.
47
Whitefish Bay, Wisconsin
Demographic characteristics for Whitefish Bay, Wisconsin are listed in Exhibit 18 below.
A comparison of the Highland Village and Bellaire median household income is
Exhibit 18
Selected Demographics of South Highland Village, Texas15
Population = 14,163
Exhibit 19
Median Household Income Comparison of Bellaire and Whitefish Bay16
Whitefish Bay is a good example of a city that has entered the sixth stage of
redevelopment – create a master plan. In June, 2003 the Planning and Design Institute, a
private planning consultant firm, presented the village with a redevelopment plan titled
Silver Spring Business District Master Plan. The Whitefish Bay Village Board of
Trustees subsequently amended the city ordinance so that redevelopment would follow
the guidelines established in the master plan.
15
16
U.S. Census. 2000.
U.S. Census. 2000.
48
The Silver Spring Master Plan is a 76 page document that provides specific visions for
redevelopment of various sections within the business district. Selected examples are
shown below:
Snapshot of an existing
intersection within Silver
Spring Business District
Computer enhanced vision
of the same intersection after
redevelopment.
Notice that streetscaping
invites pedestrian activity,
the main building façade is
visually consistent and
flowers have been planted
around the clock.
Existing intersection on Silver
Spring Drive
Computer enhanced vision of same
intersection after redevelopment
49
The Silver Spring Master plan also provides maps of where the Village wants to focus on
redevelopment. An example is shown below.
This level of specificity helps Whitefish Bay overcome the inertia associated with longterm community planning. By focusing on smaller, incremental projects instead of a onetime radical transformation, Whitefish will experience less community resistance in
implementing redevelopment.
50
Appendix C – Interviews with Business Owners
Interview Questions
Bellaire Business Appeal
•
Why did you locate your business in Bellaire?
•
How long has your business been in Bellaire?
•
Where do most of your customers come from? What percent are from Bellaire?
•
What do you think of taxes? Are they higher in Bellaire or in Houston?
The CCD Area
•
Do you know that you are in downtown Bellaire?
•
What do you think of the downtown Bellaire area?
•
What do you think should be done with the downtown area in the future?
•
What are some of your biggest issues with Bellaire’s CCD as a business owner?
•
What do you think is the biggest road block to improvement of the CCD?
Landlord relationships
•
What is your landlord like? Do they live in Bellaire?
•
Would you like to see your landlord fix up your strip center?
•
If so, would you be willing to pay higher rent?
Community Feel
•
Are you a member of the Chamber of Commerce? If not, why?
•
Do you think there needs to be a Bellaire-focused business alliance?
•
Would you like to see the City reach out to Bellaire business owners more often?
51
•
What do you like about Bellaire?
•
Would you like to be included in City processes even if you are not a resident?
Crime
•
What do you think of crime in Bellaire?
•
Is your business affected by crime? How often?
•
What do you think of the Bellaire police department?
•
What do you think of the Metro Station?
•
What do you think of the traffic patterns in Bellaire?
•
Is it hard for people to get to your business?
•
What about parking? Do you have enough parking?
•
How do the sign ordinances affect your business?
•
Was it hard or easy to set up your business in Bellaire?
Selected comments and perceptions:
Bellaire Business Appeal
•
•
•
•
About 25% to 50% of customers come from inside Bellaire. The rest come from
all over the greater Houston area.
Drive-by traffic, advertising, and word of mouth generate 75% of business.
“Many people drive by and see my sign. That is why I am sprucing up my
windows.”
I moved my business to Bellaire because: It is centrally located and the rent was
cheap; opportunity to take over the business from a relative or prior owner; It is
close to home; Most of my customers were from Bellaire or the Galleria area;
People believe strongly in their community here.
52
Where is Bellaire City Center?
•
•
•
•
•
•
•
I thought we were in Houston.
If I had to guess, I think it is over in the trolley area.
My reaction to that is “Where is downtown Bellaire?”
The only thing that I and most people know about in Bellaire is my store.
Bellaire is surrounded by Houston. It is hard to know visually when you move
from one city to another. We need signs indicating we are in downtown.
I always thought downtown Bellaire was inside the 610 loop.
Most people think of Bellaire as the Meyerland area.
The CCD Area
•
•
•
•
•
•
•
We have a new owner who has promised to improve the exterior of our center. I
am anxious to see what they do to it. Improving the façade always helps.
You would have to show the building owners that they can make more money by
upgrading their properties visually – both internally and externally, and that they
can charge higher rates for leases and eliminate the border-line tenant.
We want a high price per square foot, but need to look at the appearance of our
strip centers. Some places are a hole in the wall.
I’m not sure that improving the façade of the buildings it would attract the kind of
renter that we want in Bellaire. We are next to a transient neighborhood.
Some strip centers should upgrade their exteriors at a minimum.
Whatever they do, it has to be maintained. It is like buying a brand new car and
parking it on the street and never washing it for twenty years.
There is nothing to bring a tenant back here. Add landscaping, parking, and
medians to make it attractive to retail.
Landlord Relationships
•
•
•
•
•
•
•
There are roughly over 70 property owners for various businesses in downtown.
Many business owners do not live in Bellaire and have high turnover.
There is a “you need me” syndrome when one person sells.
I have asked them for things and they just ignore me.
The water in our building is undrinkable and they won’t fix it.
My clients fix the pot holes because our landlord won’t.
The property owners have no incentive to remodel.
Community Feel
•
•
•
Most businesses feel that Chamber membership costs too much and its focus is
too broad. We don’t get anything out of their membership and are too busy.
The Chamber needs to get the Bellaire business community more involved.
We need a downtown business association for Bellaire business owners only.
53
•
•
•
•
•
•
•
•
•
We have our own private business network set up. It is difficult to know who is
honest and who is not. We do most of our networking through our customers.
There is so much change in Bellaire that it is difficult to keep track of what is
going on sometimes. There is no feeling of community.
The Bellaire Business Association needs to be a City seat, not something that can
be disbanded with each change in the administration of the City.
We are in the “City of Homes” and we are just “the business owners”.Unless you
are a voter, you don’t count. We have no goodwill ambassadors reaching out to
businesses. It would be nice to see a representative from time to time.
We are constantly asked for donations, and we constantly give them, but it seems
to be a one way street. The City needs to promote Bellaire businesses more.
The City does not know what residential resources are in their own City.
Bellaire is stuck in its old ways. We are constantly being held back by old timers
that won’t let Bellaire be a better place. They want it to be stagnant in time.
There is an old guard in Bellaire that has too much power. They were able to halt
the revitalization of the Lemongrass strip center for two years.They are not
logical. They use our bureaucratic processes to halt progress.
The vocal elderly have a lot of power because the younger residents are too busy
with kids and family to get involved.
Crime
•
•
•
•
•
•
•
•
Crime is Bellaire’s number one problem. Until we solve that, we won’t progress.
Several businesses have been broken into, some at gunpoint.
In the short period of time I have been here, I have seen: A live shooting, a drug
bust, a drug deal, and cop chases up and down Bellaire around the Metro Station.
Two reasons for crime in Bellaire: we are close to the freeway and the Gulfton
Ghetto. The perception of criminals is that they can blend in and get out quickly.
The cop on our corner is the reason that we don’t have more crime in this center.
There are always transients in the Randall’s parking lot. I have been approached
for money there four or five times. Someone once tried to get into my car.
I do not feel safe and lock my doors when transients walk by. They defecate on
our porch and are always hanging out in the alley behind our building at night.
These people are panhandling and stealing in broad daylight.
Bellaire Police Department
•
•
•
•
Bellaire has the best police department anywhere. They are very responsive.
The main reason my business is here is because the Bellaire police department is
excellent. Without them, I wouldn’t be located here at all. They are the best.
The Bellaire police department is very responsive. It is the primary reason I have
my business in Bellaire as opposed to other parts of Houston.
It takes them 2.3 seconds to respond. They are here before I get off the phone
with them. That would never happen in the City of Houston.
54
Metro Station
•
•
•
•
•
•
Move it. It brings in a lot of transients, traffic, and a fair percentage of crime.
It must serve the Bellaire community somehow, but I am not sure how.
Get rid of it and change it into one big park for kids or a community music area.
People ride the bus to patronize our business and to work here.
The City of Bellaire gets $800,000 for the Metro station in Bellaire.
It is poorly lit at night and it is an odd place to have it in this neighborhood.
•
•
•
•
•
•
•
People can only see my store if they are driving toward my business.
There are little signs all over each building instead of centralized signage.
The triangle confuses people. It is too difficult to get around in Bellaire.
Turn through streets into a parking lot. They are dangerous and cause accidents.
How to get into the Lemongrass center isn’t obvious – the Metro is in the way.
I have a hard time giving directions to places in Bellaire, and I live here.
People back up from my business onto a very busy city street and it is dangerous.
Business Owner’s Brainstorms
Strategy
•
•
•
•
The City needs to have a strategy. No one has a long range, comprehensive plan.
The Gateway Project resulted in red palm trees, which didn’t represent Bellaire.
We have no vision. West University is ahead of us, but we don’t want to copy
them. Everyone is ahead of us. We need a master plan.
Not much land in Bellaire is allocated toward retail.
Look and Feel
•
•
•
•
•
•
Small businesses add character to downtown. They are unique to Bellaire.
Don’t take down the history of Bellaire. Integrate the new with the old.
Keep the feeling of “discovery” with small shops.
It would be a good idea to have high end apartments over retail. People want
convenience shopping and don’t want to have to bother driving everywhere.
Subsidize design and planning for the City which would include landscaping and
better signage. With a little landscaping, this place could be really nice.
We need more pedestrian walk ways that are safe.
Business Mix
•
Quality, kid-friendly restaurants should take a high priority. We need a decent
Mexican, Steak, and Cafeteria type restaurant.
55
•
•
•
•
•
A hotel attracts tourists. Revitalize the Bellaire motel or build a hotel so that
patients from the medical center could stay in Bellaire.
Post a Bellaire restaurant and hotel guide on the City web site.
Side-by-side businesses shouldn’t be allowed. It’s bad for business and image.
No more banks, grills, nail salons, cleaners, realtors, or clothing stores like
Foley’s or Penny’s in Meyerland.
There are too many middle to low-end restaurants where 75% of customers are
from outside Bellaire.
Signs
•
•
•
•
•
•
•
•
Giant signs on 610 indicating that it is “this way” to downtown Bellaire. No one
has any idea which way Bellaire is once they get off the exit.
We need directions for shopping and food. People just blow through here and
have no idea where anything is. Use signs and banners to create uniformity.
Bellaire needs some kind of huge, monumental “Welcome to Bellaire” sign.
Name specific areas within the CCD. Right now strip center owners to do it.
Employ local graphic design which created the look and feel of the signs in the
Greenspoint area and Rice Village. Banner manufacturer is in Bellaire.
Make signs out of permanent materials that don’t degrade like old wood signs.
Commission David Adickes to create artistic signs and gateways.
o Identify downtown Bellaire and define certain areas of the CCD.
o His art is conservative – Bellaire residents would accept his work.
o Free advertising – would be covered by local news and the Chronicle.
o Greater recognition and visibility.
Designate city land by Mr. C’s Watch shop as the “City Center” and put art on it
that is visible in all four directions.
Lighting
•
•
•
Use distinct lighting to illuminate Bellaire Boulevard and Bissonnet and define
Bellaire’s boundaries. It will also decrease crime.
Light up Bellaire Boulevard and Bissonnet in neon green and red.
Make Bellaire visible from the air.
Trolley
•
Use Bellaire’s historic trolley car image to implement a downtown-Houston type
of trolley between Bellaire, the Medical Center, and Houston’s Metro Railway.
o Call the “Bellaire Trolley.”
o Stops at Randall’s, Bellaire Bead Shop, Triangle, and Mason Jar.
o Bypass Southside and West University.
o Help solidify Bellaire as a central artery to the Medical Center.
o Bring in thousands of dollars and provide the City with free advertising.
o Free service paid for with funding and sponsorship ads.
56
•
o Provide Bellaire residents with access to Medical Center and Metro Train
for downtown Houston sports and cultural events – family friendly.
City of Houston and the state have funding available for increasing attendance at
sporting events and capitalizing on the historic value of Bellaire.
Advertising
•
Promote improvements in Bellaire via free Houston municipal channel.
o Bellaire High School students dominate channel and use air time to
demonstrate various project improvements.
o School uses air time to teach students marketing and film skills.
o Free advertising for Bellaire businesses the student’s interview.
Historic Value
•
•
•
•
•
The Bellaire Bead Shop strip center was the original Davidson Grocery Store.
Good Things and Frenchy’s were the original Bellaire Post Office.
The St. Vincent de Paul shop is in the second Bellaire Post Office.
Certain buildings are historic landmarks. Bring up to preservation standards.
Several historians live in Bellaire and thrive on Bellaire history.
57
Appendix D – Interviews with Developers and Real Estate Agents
Interview Questions
Community Vision
•
What do you see as a realistic growth plan for the City of Bellaire?
•
Do you think the City of Bellaire should focus their efforts elsewhere other than
the CCD?
•
Is it realistic for Bellaire to change their CCD from its current image?
Bellaire Attraction
•
What specifically makes Bellaire attractive to potential residents and potential
businesses?
•
What specifically makes Bellaire unattractive to potential residents and potential
businesses?
Measurements of Success
•
When you analyze an area for potential development, how do you quantify
whether or not to move forward?
•
What specific measurement tools do you use to measure the viability of an area?
Selected comments and perceptions:
•
•
•
•
•
•
•
•
Parking and lack of curbing are one of the biggest problems
There is optimism about redeveloping the area and all that’s needed from the city
is parking
There are a number of companies who want to come into Bellaire, parking being
the only major hindrance
There is a high barrier to entry in relation to starting up a business
High density population
Physically, Bellaire could be more attractive
There is a perception that traffic is a problem due to the construction taking place
in Bellaire which leads an accessibility problem
The geographical barriers hurt Bellaire (i.e. lack of land marks, heavy traffic in
Meyerland and the Galleria)
58
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
It is much easier to open a business in Meyerland and the Galleria because of the
condition of their buildings. There are a lot of renovation costs associated with
Bellaire.
Lack of defining boundaries
Area is very dense
Bellaire commercial district has poor positioning
Downward trend in retail business development
The perception that check cashing places and pawn shops are crime spots is false
due to the regulations by the police
On average in a day 30,000 cars travel one way on Bellaire Blvd
Parking may not be a really bad problem it depends on the business put in there
The perception of Bellaire is a “Bedroom Community”
The start up cost are too high in Bellaire especially with land acquisition
The CCD not being located near a major highway or interstate is a problem for
accessibility
Generally thought of as a small town and a great investment
The city also conducts great events throughout the year
There is a strong sense of community
Police department offers a high level of service like no other
Emergency response time is 2 minutes
Non-emergency response time is 4 minutes
Redevelopment has to start at the Bellaire and Bissonnet section
Need to form an advisory committee
Lighting in the area could deter crime
Create a buffer or barrier between Bellaire and Houston
Make the appearance night and day difference for Bellaire
Tax incentives is a way to boost redevelopment with business owners
Ways to change the appearance: Street signs, better lighting (crime deterrent),
pavement in the streets, monumental statues on the edge of town, adding a police
substation on the suborder
59
Appendix E - Rice Team Members
Sean Burnett
damon@rice.edu
Sean Burnett holds a Bachelor of Science Degree in
Advertising from the University of Texas at Austin. He
worked for Outback Steakhouse Incorporated for nine years
following graduation, operating a restaurant in Sugar Land,
Texas, for the final four years of his contract with the
company. Sean also has been active in community affairs
while residing in Sugar Land. He has held seats on the
boards of the Fort Bend County Chamber of Commerce and
the Fort Bend Independent School District’s Education
Foundation. He also served for three years as a Planning and
Zoning Commissioner for the City of Sugar Land before
leaving to attend Rice University.
Jim Herz graduated with a dual degree in Electrical
Engineering and Liberal Arts from the University of
Colorado at Boulder and St. Mary’s College in 1999. He
has held numerous positions with high tech companies and
is an expert in information technology. Jim is highly
involved in public service including membership on the
Student Forum Executive Committee at the James Baker
Institute for Public Policy. He is currently conducting
policy research for the Texas Legislature on building
Houston’s biotech industry. Jim also serves as a volunteer
fireman for the City of Pearland.
Jim Herz
herz@rice.edu
60
April Sharr has four years of IT consulting experience
and seven years of sales and marketing experience. She
has traveled to over twenty countries and is well versed
on a variety of cultural issues. Additionally, she has
lived in Saudi Arabia for three years and Holland for
two years. Ms. Sharr attended both Boston University
and The University of Texas where she studied
Aerospace Engineering and Management Information
Systems. She received her B.B.A. from the University
of Texas in 1996.
April Sharr
sharr@rice.edu
Ryan Smith is a 2002 graduate of Rice University with a
degree in history. Ryan has worked in the real estate
industry and has experience in both residential and
commercial dealings. His expertise includes knowledge
of how legal and business decisions affect title
ownership. Much of his former work focused on
providing solutions to resolve defects that affect the
issuance of title policies. Ryan has worked on numerous
multi-million dollar real estate transactions that involved
major commercial businesses and highly reputed
developers within the Greater Houston area.
Ryan Smith
smith1@rice.edu
Rudy Tjendra holds a B.S. in Computer Science from
the University of New South Wales in Sydney,
Australia. He has extensive international business
experience including three years in Indonesia with a
major oil and gas supply company. Rudy has lived in
many diverse countries including Indonesia, Singapore,
Australia, United States, and has traveled widely
throughout Asia.
Rudy Tjendra
tjendra@rice.edu
61
Bibliography
Information for the report is gathered from the following sources:
References
City of Bellaire, (2004). Comprehensive
Plan.http://www.ci.bellaire.tx.us/documents%5CCommunity%20Development%20Com
mittee/Comprehensive%20Plan.pdf
City of Bellaire, (2005). Fiscal Year 2005 Budget Overview.
http://www.ci.bellaire.tx.us/documents%5CCommunity%20Development%20Committee
/FY2005%20City%20Overview.pdf
City of Bellaire, (2005). Fiscal Year 2005 Budget Summary.
/FY2005%20Budget%20Summary.pdf
City of Bellaire, (2004). Fiscal Year 2003 Comprehensive Annual Financial Report.
/PDF%20Bellaire%20Financial%20Statements.pdf
City of Bellaire, (2004). Goals and Objectives for City Council 2004-2005.
/Goals%20and%20Objectives%20for%20City%20Council%201-104%20through%2012-31-05.pdf
City of Bellaire, (2004). Goals and Objectives for Community Development Committee.
/Goals%20and%20Objectives%20for%20City%20Council%201-104%20through%2012-31-05.pdf
City of Bellaire, (2005). Show Us a Smarter Way (Request for Proposal). January 2005.
City of Bellaire, (2005). Code of Ordinances. Chapter 24.
City of Parkland. Commercial Development Design Image Guidebook.
http://www.cityofparkland.org/Planning/Development/Guidebook.pdf
City of Highland Village. City Council Agenda February 2, 2004 Page 10.
http://www.highlandvillage.org/highland/citycouncil/2004-0224%20agenda.htm#agenda2
Meck, Stuart. Growing Smart Legislative Guidebook January 2002 Chapter 7.
http://www.planning.org/guidebook/pdf/guidebook/chapter7.pdf
62
Planning and Design Institute, Inc. Silver Spring Business District Master Plan.
Milwaukee, Wisconsin. June 2, 2003.
Smart Growth Network and International City / County Management Association
(ICMA). Getting to Smart Growth: 100 Policies for Implementation. Smart Growth
Network and International City / County Management Association (ICMA), 2002.
http://www.icma.org/main/ld.asp?from=search&ldid=14922&hsid=1&tpid=8
Smart Growth Network and International City / County Management Association
(ICMA). Getting to Smart Growth II: 100 More Policies for Implementation. Smart
Growth Network and International City / County Management Association (ICMA),
2003.
http://www.icma.org/main/ld.asp?ldid=16623&hsid=1&tpid=8
Sullivan, Gary et.al. Tax Increment Financing (TIF) Best Practices Study. Institute for
Policy and Economic Development, University of Texas at El Paso. September, 2002.
Township of South Orange Village. Downtown Management Corporation Initial Board Recommendations to Board of Trustees. April, 2005.
http://www.southorange.org/admin/DMCInitialBoardFinalReport-April%202005p.pdf
Village of Whitefish Bay. Whitefish Bay Zoning Code.
http://www.village.whitefish-bay.wi.us/Chapter16Zoning%20Code.pdf
Websites
American Planning Association (APA). www.planning.org
Economic Development Administration (EDA). www.eda.gov
International City / County Management Association (ICMA). www.icma.org
National Association of Development Organizations (NADO). www.nado.org
National Trust Main Street Center. www.mainstreet.org
Reason Foundation Urban Future Program. www.urbanfutures.org
Smart Growth Online. www.smartgrowth.org
Texas Municipal League. www.tml.org
Urban Land Institute (ULI). www.uli.org
U.S. Department of Housing and Urban Development (HUD). www.hud.gov
63
Interviews
Ackerman, S. Senior Vice President, Henry S. Miller Commercial.
Borden, B. Resident. City of Bellaire.
Burnett, D. Former Planning and Zoning Commissioner, City of Sugar Land.
Dorce, P. Director of Community Development, City of Bellaire.
Esch, J. Economic Development Director, City of Sugar Land.
Ewbanks, S. Vice President, Planned Community Developers.
Gaston, B. Former City Councilman, City of Sugar Land.
Griffin, A. Commercial Appraiser, O’Connor & Associates.
Holiday, T. Former Resident, City of Bellaire.
Jeffery, J. Council Member, City of Bellaire.
Johnson, D. Chairman, City of Bellaire Planning and Zoning Commission.
Mack, R. Chief of Police, City of Bellaire.
Monday, J. Council Member, City of Bellaire.
Nicholson, A. Commercial Broker, C.B. Richard Ellis.
Satterwhite, B. City Manager, City of Bellaire.
Schomberg, D. Assistant City Planner, City of Sugar Land.
Valles, R. Fee Attorney, Stewart Title Insurance Company.
White, D. Special Projects Assistant / Budget Director, City of Bellaire.
Wise, T. President & CEO, Greater Southwest Houston Chamber of Commerce.
Zimmerman, J. Chairman, City of Sugar Land Planning and Zoning Commission.
64
Business owners were promised anonymity. A list of the type of businesses interviewed
is shown below:
•
•
•
•
•
•
•
Convenience (5 interviewed)
Electronics Shop (1 interviewed)
Industrial (1 interviewed)
Restaurant (1 interviewed)
Retail (2 interviewed)
Services (3 interviewed)
Specialty Stores (4 interviewed)
Meetings
Brays Bayou Project. City Hall. Bellaire, Texas. February 22, 2005.
City of Bellaire Planning and Zoning Commission Meeting. City Hall. Bellaire, Texas.
April 12, 2005.
State of the City Address. City Hall. Bellaire, Texas. February 7, 2005.
Smart Growth Principles Workshop. City Hall. Bellaire, Texas. February 28, 2005.
65

A Framework for Desirable Growth

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