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Starter Circulator AShort term

Length: 3 mile one-way circulator

Cost: $15-35 million

Benefits:

• Links downtown to Baylor

• 3 blocks from existing transit center

Challenges:

• At-grade cross of rail line can be minimized if we go over near the river

• Somewhat limited redevelopment opportunities

East Waco Circulator AShort term

Length: 3.25 mile one-way circulator

Costs:

•streetcar is roughly $30 million

• BRT would be 50% of the cost of streetcar

Benefits:

• Links downtown to Quinn Campus

• Bus Rapid Transit option could be employed quickly to establish corridor

• Significant reinvestment opportunity along Elm and in surrounding neighborhoods

Challenges:

• Washington bridge is weight restricted- but Franklin can be used

4th and 5th CirculatorMedium term

Length: 3 mile one-way circulator

Cost: $15- $30 million

Benefits:

•Links downtown to zoo, and residential areas in between

•Works well as one-way circulator, since stations would be only one block apart and 0.25 miles between each

•Expand reinvestment opportunities into northwest neighborhoods and along riverfront extending north

Library Circulator

Long term

Length: 2.5 mile one-way circulator

Cost: $10-25 million

Benefits:

• Link library with transit center and easy transfer to downtown or other nodes on transit network

• One-way circulator works well with transit stops two blocks apart and 0.25 between each on route

Outer CorridorLong term

Length: 8 mile two-way circulator

Cost: $10 million per mile

Benefits:

• Connects major activity centers around downtown including; Downtown, Baylor, Zoo, Waterfront

• Possibility of linking to Transit Center along Franklin and Webster

Full System

Characteristics:

• Integrated system with downtown as central hub

• Take advantage of one-way couplets for one-way circulator options

• Radiates investment opportunity around downtown

Functional Considerations:

• Could operate as streetcar or bus rapid transit

• BRT could be used in immediate term to establish corridors and build ridership

• BRT is about 50% of capital cost of streetcar

• Streetcar has lower long term maintenance costs however

•Consider the future option to connect to high speed rail system

Pearl District

1. Brownfield cleanup: 35

acres reclaimed from rail

yards

2. Demolition of the Lovejoy

bridge ramp

3. Housing Variety – live/work,

condominium, apartment,

affordable, townhouses,

senior affordable

4. Green Spaces - the heart

of the neighborhood

5. Streetcar – linking central

business district to Pearl

District and NW 23rd

Lovejoy Ramp Demolition

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Low / Extremely Low

(0 - 50% MFI) 740 (21%) 812 (16%) 20%

Moderate Income

(51 - 80% MFI) 748 (21%) 920 (19%) 25%

Middle / Upper

(Over 80% MFI) 2,036 (58%) 3,210 (67%) 55%

Total 3,524 units 4,942 units 100%

* Completed or Under Construction

Twenty Year

2002 2005 Target

Portland Streetcar, Inc.

•7,248 housing units

•4.6 million sq. feet commercial

•$2.28 Billion in private investment

•35:1 leverage

•2,500 riders expected, 11,500 daily

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THE QUESTION:

What should the City of Waco be doing to spur redevelopment over the next ten years?

Facilitate partnerships for implementation

Engage Baylor University

Land control is critical

Create a public development entity

Know the market

Anticipate market changes

Start small and concentrate development

Create 18-hour environment with residential uses

Use programmed events to activate the downtown area

Improve connectivity to the waterfront

Create development guidelines

Educate land owners and developers on opportunities

THE APPROACH THE DEVELOPMENT

1) Facilitate partnerships for implementation

• Partnership between City, Baylor, and relevant development organizations

• Work to identify key development partners and landowners for “catalytic developments”

2) Engage Baylor University

• Baylor must be a partner in any successful Downtown redevelopment

• Baylor students are a primary market audience for retail and residential

• Bus connectivity to Baylor is a strong start.

3) Land control is critical

• City or development entity must control key land assemblages early on in the process

• Opportunistic investors can hamper redevelopment plans

4) Create a public development entity

• Important to create a team with proper expertise, mission, and job description

• Successful models in other cities

5) Know the market

• Need to understand market audiences and opportunities (RCLCO)

6) Anticipate market changes

• Allow flexibility in planning. For example, some residential and office could be rental or for-sale

• Plan for who is coming as well as who is here today

1) Start small and concentrate development

• Waco already has a good start with Heritage Square. The next major development should be in close proximity and build off this energy

2) Create an 18-hour environment with residential uses

• Should continue adding as much residential as the market will bear

• Residential uses increase the perception of safety and drive demand for retail and entertainment

3) Use programmed events to activate the downtown area

• Should have a regular schedule of monthly and seasonal events to promote activity downtown

• In addition to tailgates and movie nights, City could add a live concert series, restaurant week, and an arts fair.

4) Improve connectivity to the waterfront

• Think about extending trail system from the Waterfront through the Downtown

• Future development should draw activity toward the Riverfront.

5) Create development guidelines for the downtown core

• Typically a visual document covering recommended building materials and appearance, as well as the treatment of the streetscape

• Guidelines helps to enhance the aesthetic quality and unity of a downtown area

6) Educate landowners and developers on potential opportunities

• Public and private sector communication is key

WHAT

Six city blocks of new mixed-use development in Downtown Austin

New development oriented to the waterfront and integrated within existing downtown street pattern

Consists of 26 boutiques, 18 restaurants, 450 residential units (rental) and a W hotel on approximately 18-acres.

LESSONS LEARNED

The City controlled the land and was able to lease it to the developer under favorable conditions in order to make the project feasible.

Development is anchored by a new City Hall. This civic component drives visitation and increases the sense of public „ownership‟ of the development.

Hotel and retail uses are synergistic, as hotel guests drive retail and restaurant sales and retail increases attractiveness and convenience of the hotel location.

New development differentiates itself from existing Downtown area via design, creative tenanting, and mixing of uses.

WHAT

Four city blocks (10-acres) of new mixed-use development in Midtown, Atlanta

A public-private partnership development that extended Georgia Tech‟s historically insular campus across the I-75/85 connector

Was a major catalyst that spurred redevelopment of the Midtown district which was crime infested and had mostly empty parking lots

Consists of street level retail including (Barnes and Noble, Starbucks, and 10 other boutiques & restaurants). Also houses a new School of Management, a Georgia Tech Hotel & Conference Center, as well as a private mid-rise office building.

LESSONS LEARNED

Free electric trolley systems links to campus

Retail is targeted to both students and professionals

High quality streetscape is a critical component

Privately developed office is integrated through design and retail tenanting

Designed at a human scale

Austin‟s 2nd Street

Development overlaid

on downtown Waco,

shows how little land

area is needed to

create a high impact

mixed-use

development

= Size of Austin‟s 2nd Street Development

Heritage Square

Hilton

Waco, TX Austin, TX

Because Waco‟s Land area is so large, the City must focus its initial efforts on a several key

redevelopment nodes or places

THE QUESTION:

How does the Economic Development Strategy relate to WHERE development should be focused in Greater Downtown given its large size?

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1Entrepreneurial retailers/ restaurateurs can have a particularly strong impact on improving character and quality of Greater Downtown2Supply Chain-related employment facilities can be fiscal winners to the City, providing income to subsidize the high-quality

development wanted near the river.b

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THE QUESTION:

Broadly, how might the City organize itself to help implement and incentivize place-based development?

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• Mixed-Use Res Low-Rise

• Mixed-Use Office Low-Rise

• Warehouse Rehab

• Rehab for Restaurant/Theater

• Main Street Retail

• Traditional Single Family

• Small Lot Single Family (3-5K)

• Duplex

• Townhome

• Industrial

• Arterial Retail

• Hotel

• Office Low-Rise (2 to 4)

• Office Mid-Rise

• Garden Apartments

• Live/Work

• Apt/Condo Mid-Rise (over 5)

• Mixed-Use Res Mid-Rise

• Mixed-Use Res High-Rise

• Mixed-Use Office Mid-Rise

• Mixed-Use Office High-Rise

Legend

Agricultural

Cemeteries

Church

Commercial

Educational

Forest

Government / Social Services

Industrial

Medical

Multi-Family Residential

Office

Parks / Recreational Areas

Single Family Residential

Transportation

Utilities

Vacant

Water

Legend

Mixed-Use Res High-Rise

Mixed-Use Res Mid-Rise

Mixed-Use Res Low-Rise

Mixed-Use Office High-Rise

Mixed-Use Office Mid-Rise

Mixed-Use Office Low-Rise

Live/Work

Apt/Condo Mid-Rise

Garden Apartments

Warehouse Rehab

Duplex

Townhome

Small Lot Single Family (3-5K)

Traditional Single Family (5-8K)

Office Mid-Rise

Office Low-Rise

Main Street Retail (University focused)

Rehab for Restaurant/Theater

Industrial

Arterial Retail

Hotel

K-12 Education

College or University

Park

Legend

Agricultural

Cemeteries

Church

Commercial

Educational

Forest

Government / Social Services

Industrial

Medical

Multi-Family Residential

Office

Parks / Recreational Areas

Single Family Residential

Transportation

Utilities

Vacant

Water

Legend

Mixed-Use Res High-Rise

Mixed-Use Res Mid-Rise

Mixed-Use Res Low-Rise

Mixed-Use Office High-Rise

Mixed-Use Office Mid-Rise

Mixed-Use Office Low-Rise

Live/Work

Apt/Condo Mid-Rise

Garden Apartments

Warehouse Rehab

Duplex

Townhome

Small Lot Single Family (3-5K)

Traditional Single Family (5-8K)

Office Mid-Rise

Office Low-Rise

Main Street Retail (University focused)

Rehab for Restaurant/Theater

Industrial

Arterial Retail

Hotel

K-12 Education

College or University

Park

Legend

Agricultural

Cemeteries

Church

Commercial

Educational

Forest

Government / Social Services

Industrial

Medical

Multi-Family Residential

Office

Parks / Recreational Areas

Single Family Residential

Transportation

Utilities

Vacant

Water

Legend

Mixed-Use Res High-Rise

Mixed-Use Res Mid-Rise

Mixed-Use Res Low-Rise

Mixed-Use Office High-Rise

Mixed-Use Office Mid-Rise

Mixed-Use Office Low-Rise

Live/Work

Apt/Condo Mid-Rise

Garden Apartments

Warehouse Rehab

Duplex

Townhome

Small Lot Single Family (3-5K)

Traditional Single Family (5-8K)

Office Mid-Rise

Office Low-Rise

Main Street Retail (University focused)

Rehab for Restaurant/Theater

Industrial

Arterial Retail

Hotel

K-12 Education

College or University

Park

Building and Intensity

Building Height and Intensity

Building Height and Intensity