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Village of Oak Harbor:Downtown Revitalization Plan
March 2012
Acknowledgements
Oak Harbor Strategic Plan Advisory Committee:Mayor - Fred Conley
Village Administrator - Rob Pauley
Tim Wilkins
Don Douglas
Chuck Stolz
Jim Smith
Jon Fickert
Debi Heiks
Bruce Michaels
Jim Seaman
Special Community Contributors:Oak Harbor Chamber of Commerce
Oak Harbor High School DECA Program
Bob Vogel
Mike Shadoan
Consulting Team:Bird Houk a divison of OHM
I. IntroductionA. Purpose of Downtown Revitalization Plan B. Planning Process Overview
i. Existing Conditions Auditii. Public Outreach & Engagementiii. Design Conceptsiv. Recommendationsv. Implementationvi. Master Plan
II. Existing ConditionsA. History and LocationB. Planning AreaC. Existing ZoningD. Land UseE. OrganizationF. Village Character
III. Market Trends and DemographicsA. Fact Finding and Analysis
i. Demographicsii. Market Analysisiii. Merchant Survey
IV. Public OutreachA. OverviewB. Outreach
i. Surveyii. SWOTiii. DECA Analysis
V. Downtown PlanA. IntroductionB. The Vision C. Development ObjectivesD. Opportunities MapE. Potential Development Areas
i. Site 1 ii. Site 2 iii. Site 3
F. Streetscape i. Commercial Streetscape Improvementsii. Entry Streetscape Improvementsiii. Pedestrian Vehicular Streetscape iv. Site Furnishings
G. Parking H. GatewaysI. ArchitectureJ. District BrandingK. Land Use
VI. Strategic RecommendationsA. Organization
i. Structureii. Fundingiii. Planningiv. Human Resources
B. Marketing i. District Imageii. District Marketingiii. Special Eventsiv.
D. Operations i. Volunteer Management
ii. Membershipiii. Public Relations
E. Development i. Business assistanceii. Vacancy Strategyiii. Incentives
VII. Implementation Matrix
VIII. Appendix
t a b l e o f c o n t e n t s
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I . I n t r o d u c t i o n
A. Purpose of Downtown Revitalization PlanSmall towns throughout America have come under great pressure since the introduction of the automobile. Areas originally designed for the access and enjoyment of people were altered to allow for the inclusion of cars, and as a result the focus of many downtowns had shifted away from people. The Village of Oak Harbor finds itself in a similar situation today, where businesses located in the downtown struggle to compete with those that cater to motorists.
The purpose of the Revitalization Plan is simple; position the downtown to bolster the existing economic base, and identify opportunities that will attract and accommodate future investment. While the purpose is simple to state, it is much more difficult to enact, as it will require creating the necessary amenities, atmosphere, land uses, organization, and marketing and branding which will draw people back into the district and promote new investment.
B. Planning ProcessA unique planning process was developed to create the Downtown Revitalization Plan. Examination and analysis of current conditions, market trends, population demographics, and public opinion all helped to establish the foundations of the plan. Several design concepts including streetscape, park and public space improvements, as well as identification of potential development areas were created in response to input received from the village community, as well as technical research. Finally, specific recommendations and implementation strategies were proposed.
Existing Conditions AuditFrom the Fall of 2011 through the Spring of 2012, the Village conducted a variety
Existing Conditions Audit
Public Outreach
Design Concepts
Recommendations
Implementation
• Base Maps• Study Area Photography• Study Area Analysis
• Apple Festival, Steering Committee, Chamber, DECA Students
• Surveys• S.W.O.T. Analysis
• Streetscape Improvements• Park and Public Space Improvements• Potential Development Areas
Planning Process
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of methods to gather technical and intuitive data relative to the downtown and its surroundings. Site visits and photographs were used to identify key strengths and weaknesses of the existing downtown area and its amenities. Demographic and economic analysis were conducted to determine areas of potential business opportunities, while the physical layout was studied to recognize locations of potential development and improvements, and obstacles to future development in and around the downtown. Of special importance during this stage was the evaluation of under utilized sites, access and connection to the Portage River, as well as the condition of the roadway network.
Public Outreach and EngagementTo gain an understanding of the wants and needs of the community, an outreach program was conducted. The purpose of this phase was to work with village residents and businesses to identify issues and opportunities regarding future development in and around the downtown. The input received during this phase of the planning process was used during the design concept phase. The following strategies were used to gather public input including:• Paper survey (Apple Festival, DECA students, Chamber Members)• Mailed survey (utility bill)• S.W.O.T. Analysis (DECA students, steering committee, Chamber Members)• Outside Looking In Survey (conducted by DECA students)
Design ConceptsFollowing the completion of the existing conditions analysis and public outreach, a development program was developed that synthesized the key findings from each of these tasks into development principles and a plan for the downtown. The development principles, map/plan, and three focus area studies collectively makeup the design plan for the downtown.
This section also includes specific design recommendations to implement the plan related to urban design recommendations, and capital improvements.
RecommendationsThis phase of the planning study involved focusing on the overall organization and marketing and economic development strategies for the downtown.
How To Use The PlanThe Plan is intended to be used on a daily basis as public and private decisions are made concerning new development, redevelopment, capital improvements, economic incentives and other matters affecting the corridor. The following is a sum-mary of how decisions and processes should align with the goals of the Plan.
1. Annual Work Programs and BudgetsThe Village should be cognizant of the recommendations of the Plan when preparing annual work programs and budgets.
2. Development Approvals Administrative and legislative approvals of development proposals, including rezon-ing and subdivision plats, should be a central means of implementing the Plan. Decisions by the Planning Commission and Architectural Review Board, and Village Council should reference relevant Plan recommendations and policies.
3. Capital Improvement Program Capital improvements should be coordinated with the Plan’s land use policies and infrastructure recommendations.
4. Economic Development Incentives Economic development incentives should be reviewed to ensure consistency with the recommendations of the Plan.
5. Private Development Decisions Property owners and developers should consider the goals and objectives of the Plan in their land planning and investment decisions. Public decision-makers will be using the Plan as a guide in their development deliberations such as zoning matters and infrastructure requests.
6. Be FlexibleThe Plan is intended to serve as a guide to help the village, development commu-nity, and local residents plan for the redevelopment of the downtown. The plan is intended to be flexible and fluid, and should be updated and amended as appropri-ate. As projects, policies, and programs develop over time they may not look exactly like the images in the document, but they should support the intent of the plan.
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I I . e x i s t i n g c o n d i t i o n s
A. History and LocationSince its incorporation in 1835, The Village of Oak Harbor has experienced numerous changes, with its beginning as a forestry center, then progression to an agriculture base, a manufacturing center, and finally a service based village. Throughout these changes of over the past 170 years, one thing has remained present for every citizen of the Village, and that is the downtown.
The village was originally established 10 miles inland from Lake Erie along the Portage River, and served as an outbound shipping harbor benefitting from the abundance of raw timber and materials in the area. Agriculture and industry soon followed, and as forested land gave way to farming, while sawmills remained to process the wood. The downtown is where the first sawmill was built, as well as the first school, general store, post office, and church. Each one of those buildings was eventually replaced or transitioned to another use as the village grew, yet each successive generation continued to identify with what they recognized as the bedrock of their community, the downtown. The downtown is the place that connected the area to the first railroad, where parades were held to celebrate the end of WWI, and where the first Apple Festival was staged. The downtown continues to serve as both the community’s physical connection to the past, as well as this generation’s contribution to the future.
Much of the original character of Oak Harbor’s downtown still exists, and today the Village is making efforts to preserve and enhance its appearance by building on the unique character of such as the pedestrian friendly environment, connection to the Portage River, and the presence of many of the original historic structures.
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B. Planning AreaMap 1 below shows the study planning area (study area) which is the scope of focus for the downtown revitalization plan. The area comprises a mixture of land uses and has a character which is distinct among its surroundings. With its clustering of both commercial and civic functions, the downtown Oak Harbor is both the geographic cen-ter and the commerce center of the community. The total study area is a approximately 43 acres.
Map 1 - Study Area
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C. Existing ZoningThe desired character of the downtown has been shaped over time by a mix of zoning districts. A majority of the land in the downtown is zoned as CB (Central Business), which establishes a zone that promotes and allows for a collection of businesses typically found in a downtown district. Also present to a lesser extent on the zoning map are OB (Office Business), and LI (Light Industrial). Of note is the multiple zoning districts that makeup up the downtown, which really functions more as one district.
Map 2 - Existing Zoning
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D. Land UseA land use analysis was completed in addition to examining the zoning districts in the downtown. The purpose of the land use analysis was to examine how land is being used and what clusters may exist in certain areas that create sub-districts. After evaluating the downtown four subdistricts were identified based on the uses, accessibility and character of the area. The four area identified include a central business district, service district, civic corridor, and downtown residential.
Legend
Central Business District
Service District
Civic Corridor
Downtown Residential
Map 3 - Land Use
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E. OrganizationA committee in charge of the revitalization process is a must in any community seeking to have a meaningful impact in terms of the long term of the health of the downtown. In Oak Harbor a committee has already been created to oversee the process of revitalization. This committee consists of the Finance Committee as well as eight members including the Mayor of Oak Harbor, a real estate agent, a service club member, a lending officer, head of a local in-vestment firm, two local business owners, and available members of the chamber of commerce. This committee has been in place for over a year and has completed a community survey, established community clean up days, devel-oped a farmers market, and a low interest loan fund. This committee is the foundation to revitalization success and will be instrumental in implementing the downtown plan.
E. Village CharacterExisting Streetscape:• Current sidewalks provide enough space for pedestrian flows and outdoor seating• There are minimal amounts of landscape, street trees or shaded spaces within the study area• The existing site furnishings are deteriorating and do not exhibit a defined downtown character
Parking:• There is a high visibility of unscreened parking lots along the downtown corridor• (Alley and Pedestrian Conflicts) Multiple curb cuts along Church and Water Street increase vehicle and pedes-
trian conflicts• On-Street parking serves the district in primary streets, but is undefined in many areas• Landscaping in the public and private domains is intermittent
Gateways:• Existing gateways to the downtown are marked, but could be enhanced with additional signage and landscaping. • The existing built environment could be enhanced and improved to the define the entries into the community
Architecture:• Conflicting architectural styles• Residential districts are very well maintained and architecturally cohesive• Some buildings are in fair to poor condition, especially around key gateways• Multiple opportunities for historic preservation are present along the primary streets
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I I I . m a r k e t t r e n d s & d e m o g r a p h i c s
A. Fact Finding AnalysisAs part of the planning process a market trends and demographic analysis was conducted. Multiple techniques and data sources were used to gain an understanding of the characteristics of the current population, their consumer habits, and potential opportunities in the market. These include the Site To Do Business, ESRI business and market trends, and a survey of business leaders within the community.
DemographicsThe population of Oak Harbor has grown steadily since its founding, and today is experiencing a slight loss of population. Since the population is so small, even a few families moving in or out of the area can affect the percentage change in the population. Although the total population should be understood as remaining steady, there are demographic shifts taking place that should be acknowledged. Most importantly, baby-boom generation will be causing a significant increase in the population aged 60-69, and this increase will occur well into the next decade. As the needs of these age groups change over time, it is important to understand the coming demographic shifts and to plan accordingly for this demographic shift.
A majority of the households (70%) are families, half of the households are married, and roughly a third have children. A third of the households are singles living alone, but it is not clear what demographic makes up this category, as it could be unmarried single people, or retirees. We do know that a quarter of the households contain an individual over the age of 65, which will likely see this number grow in the coming years due to the demographic shifts mentioned above.
Year 1 Mile % Change 3 Miles % Change 5 Miles % Change
2000 2,934 5,578 8,170 2005* 2,910 5,562 8,158 2010 2,886 -0.83% 5,545 -0.30% 8,146 -0.15%2015 2,856 -1.05% 5,496 -0.89% 8,077 -0.85%
Population Change by Year within a 1, 3 & 5 Mile Radius of Oak Harbor
*Population shown is an estimate based on the 10 year increment
Demographic Breakdown by Age Group
Figure 1 - Population Change
Figure 2 - Demographic Structure
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2000 Households by Type 1 Mile 3 Mile 5 Mile
Total Households 1,195 2,111 3,049
Family Households 69.60% 72.60% 74.30%Married-couple 54.50% 59.00% 61.30%
with related children 26.30% 27.40% 28.00%Other Family (no spouse) 15.10% 13.50% 13.00%
with related children 10.50% 9.10% 8.60%Nonfamily Households 30.40% 27.40% 25.70%
Householder Living Alone 26.00% 23.40% 21.80%Householder Not Living Alone 4.40% 4.00% 4.00%
Households with Related Children 36.90% 36.50% 36.70%Households with Persons 65+ 25.70% 25.00% 24.40%
Household Type within a 1, 3 & 5 Mile Radius of Oak Harbor
Market AnalysisA analysis of consumer spending in 2010 shows the amount spent on a variety of goods and services by households that reside in the marketarea. Expenditures are shown by broad budget categories that are not mutually exclusive (note consumer spending does not equal business revenue). The analysis revealed which products and services the residents of Oak Harbor spend more or less on in regards to the National average. The data shows there seems to be an opportunity to build on those areas where the consumer spending index is highest in the Oak Harbor community. These sectors include apparel, computers, household furnishings, and housing.
Merchant SurveyIn addition to secondary research , further analysis was done through an evaluation of responses from merchants in the community. In short, merchants saw many of downtown’s characteristics as a strength, including walkability, historic architecture, and the festivals. Common weaknesses
Figure 3 - Household Types
Total Expenditures
Avg. Spending / Family
Spending Index *
Apparel & Services $4,570,675 $1,469 61Computers & Accessories $611,262 $196 89Education $3,530,872 $1,135 93Entertainment/Recreation $9,582,355 $3,080 96Food (at home) $12,820,841 $4,121 92Food (outside home) $9,010,893 $2,896 90Health $11,855,655 $3,811 102Household Furnishings $5,147,109 $1,654 80Investments $5,734,933 $1,843 106Retail Goods $70,202,586 $22,566 91Shelter: $41,420,934 $13,314 84TV/Video/Audio $3,521,663 $1,132 91Travel $5,279,895 $1,697 90Vehicle Maintenance $2,722,504 $875 93
Retail Spending Habits within a 5 Mile Radius of Oak Harbor
Indicates retail spending in Oak Harbor is significantly lower than the National average.
Indicates retail spending in Oak Harbor is higher than the National average.
broke down into two basic categories: the number and type of businesses currently downtown, and the physical setting of downtown. The goal of this plan is to improve the physical setting and enhance the character of the area, which in turn should help to create an atmosphere where business and community can thrive.
Figure 4 - Retail Spending Habits
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How do you envision Downtown Oak Harbor twenty years from now?
More stores/businesses 38
Declining 26
Same as it is now 23
Growing / Improving 13
Up-to-date 12
Small specialty / local shops 10
More restaurants 5
Don't Know Other 5
Quaint and clean 4
Similar to Waterville, Genoa or Adrian, MI 3
More benches, trash cans, recycling, parking 3
More events 2
Destination spot 2
Riverfront development/Bike trail 2
Total 144
What do you think is the biggest barrier to improving the Downtown?
Image 21
Parking 35
Property Maintenance 26
Quantity of businesses 47
Walkability 3
Other 19
Total 157
Merchants - Strengths of Downtown
• Walkable
• Successful Food Res-
taurant/Pizza
• Decorations
• Lights
• IGA
• River
• Festivals
• Fairgrounds
• Historic Architecture
• State Routes
Merchants - Weaknesses of Downtown
• Lack of Restaurants
• Nothing to do (movies,
etc.)
• Shopping
• Lack of choices
• Traffic Issues (access)
• Buildings are run down
• Vacant Buildings
• Lack of Parking
• River Access
• Coffee Shop
Figure 7 - Merchants Strengths and Weaknesses Analysis
Figure 5 - Downtown Vision Figure 6 - Downtown Vision
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A. OverviewA number of outreach activities were conducted as part of preparing the Downtown Revitalization Plan. The purpose of conducting the outreach was to gain an under-standing of the wants and needs of the community. By doing this the final plan will be both technically informed by the physical and market assessments, and also intuitively informed, reflecting the values and aspirations of the community.
A variety of outreach strategies were used to better understand the community’s perspective. The planning team conducted the following outreach activities:• Paper survey (Apple Festival, DECA students)• Mailed survey (utility bill)• S.W.O.T. Analysis (DECA students, steering committee, chamber)• International Association of Marketing Students (DECA) Research “Outside
Looking In” analysis
In addition to the outreach conducted by the planning team, Oak Harbor High School students part of the DECA program also assisted with pubic outreach. The students focused on talking with non-residents to gain a perspective of the down-town from the “outside looking in”.
B. OutreachSurveyAs part of this planning effort the Village asked for input from community members at the annual Apple Festival. Additionally, a paper survey was distributed to resi-dents via the Village utility bill, and to high school students enrolled in the DECA program. The purpose of the surveys was to gain a better understanding of the community’s perspective of the downtown, and what additional amenities may
be desired by residents and visitors. Approximately 50 responses from the Apple Festival attendants, and 175 surveys from the utility bill survey and DECA students were collected. The results of the ten survey questions are reported on the follow-ing pages.
I V. p u b l i c o u t r e a c h
Physical Assessment, Public Input, & Market Analysis Key Findings
• More businesses are desired • Property maintenance continues to be a concern• Shopping, banking, and city business are the main draws to
downtown• More retail and restaurants are desired• River, Schools, and small town feel are the biggest strengths of
the community• Special/seasonal events help defined the community• Dueling Main Streets (Church and Water)• Parking is a perceived issue• Most people come downtown a couple of times a week• Declining streetscape conditions• No gateway treatment / poor gateways• Natural asset ignored• Undeveloped/underutilized parcels• The downtown lacks a cohesive brand• Entertainment, investment/banking, education, food, and au-
tomotive are the highest spending potential spending indexes
Figure 8 - Market Input Key Findings
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What Activity Brings You Downtown The Most?
42, 14%
53, 17%
123, 40%
29, 9%
41, 13%
17, 6%
4, 1%
City Business (utility bills, meetings, etc.)
Banking
Shopping (hardware, grocery, etc.)
Special events
Restaurants/Drinking establishments
I work Downtown
Other
What Do You Treasure Most About Oak Harbor?
6, 3%
80, 37%
25, 12%6, 3%
12, 6%
12, 6%
12, 6%
18, 9%
40, 18% Public Uses
Character / Small Town Feel
Businesses and Services
Restaurants
Special Events
Location/Convenience/Accessibitliy
Historic Buildings/Character
Clean and Safe
Other
How Often Do You Visit Downtown?
81, 49%
19, 11%
, 0%
2, 1%
53, 32%
12, 7%
A couple times per week
A couple times per month
A couple times per year
Never
Once a day
Other
Age of Respondents
Under 20
21-30
31-40
41-50
51-70
Over 70
Do You Work At Or Own A Business In Downtown?
3, 2%20, 11%
7, 4%
146, 83%
Yes
Yes - Work
Yes - Own
No
Figures 9-16 - Survey Responses
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What Do You think Is Most Important To the Future of Downtown Oak Harbor?
665, 25%
525, 20%
503, 19%
484, 18%
469, 18% New businesses and services
Infrastructure (roads, parking, etc.)
A defined identity
The Portage River
New and/or improved publicspace/parks
What Types of Businesses Would You Like To See Downtown?
137, 47%
20, 7%15, 5%
120, 41%
Restaurants
Office
Residential
Service Retail (pharmacy, dry cleaning, etc.)
DECA - “Outside Looking In” AnalysisOak Harbor High School DECA students contributed to the market research con-ducted as part of this plan. The most significant issue to be addressed through their study was to determine what the non-resident community perspective of the downtown, “outside looking in”. The purpose of this analysis was to better understand the strengths and weaknesses of the downtown as perceived by non-residents
The students used both secondary and primary research methods for this study. A survey was created using Survey Monkey and disturbed to non-residents in order to evaluate their opinions about improvements needed in the downtown.
Figures 9-16 - Survey Responses Continued Personal interviews were also held to gather background information and details of the downtown revitalization plan.
Conclusions Based on Research: • Residents and non-residents overwhelmingly indicated that river front devel-
opment would be an asset to the downtown. • Visitors to the village are very likely to visit the restaurants in the downtown
but are generally dissatisfied with the choices the community has to offer. • A pool and recreation center would be well received in the local community
but it is unclear if there are enough residents to support this addition. • The Apple Festival and Ottawa County Fair bring many visitors to the Oak
Harbor area and are most likely to be promoted through word of mouth. • The information obtained from the SWOT analysis indicated the restoration
of historic buildings was important.
S.W.OT. AnalysisA number of group interviews were conducted during the community assess-ment, including DECA students, steering committee members and local mer-chants and business owners (see Market Trends and Demographic section for merchant results). Each group interviewed was asked what they believe to be the strengths, weaknesses, opportunities, and threats for the Village of Oak Harbor. This is a useful tool in understanding and being fully aware of the existing condi-tions and perceptions of local stakeholders which will later informe the develop-ment of the plan. The analysis revealed positive factors that can be built upon, and potential weaknesses and threats that need to be addressed to guide the revitalization of the downtown.
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Strengths
Weaknesses
Opportunities Threats
Steering Committee
Steering Committee
Steering Committee Steering Committee
• Compact/walkable
• Affordability
• Crossroads of state
Routes
• Municipal electric/af-
fordable utilities
• River
• Downtown flora
• Event programming
• Diversity of events
• Low crime/safe
• Good schools
• Existing green spaces
• Diversity of shops
• Community pride
• Stream lined approval
• Property maintenance
• Lack of businesses
• Bedroom community
brand
• Lack of parking
• Resistance to change
• Limited ownership
• Wayfinding signage
• Diversity of shopping
• Lack of “shop local”
mentality
• Water and sewer rates
• “Drive Thru” Com-
munity
• No accommodations
• Refuse and recycling
• No brand cohesion
• Business attraction -
too few owners
• Central Brand/Image
• Use of river
• Air national guard - Red Horse
detachment (Facility Opera-
tion)
• Capture travel and tourism
market
• Outdoor Rec/Natural Re-
sources and Eco-Tourism
• Vacancy - attract opportunity
• Water front easement
• Banks - willingness to work
with/and promote/build com-
munity
Students
• Small town feel
• History
• Proximity
• Transportation access
• Sense of community
• Safe
• River
• Easy to park
Students
• No place to shop
• No place to eat (more
options, no pizza)
• Dated design
• Lighting
• No place to work
• Fishing access
• Lack of river access
• Parallel parking
• Coffee shop
• Community gathering
Place
• Perception of emptiness
• Lack of local industry
• Big box competition
• Economy
• Inflation
• Discretionary spending
• School levy - property values
• Population decrease
Figure 17 - SWOT Analysis Results
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V. d o w n t o w n p l a n
A. IntroductionThis section of the plan includes a series of maps and illustrations that collectively create a blueprint for where and how the downtown should develop in the future. The plan is intended to be a guide, flexible and general in nature. As future deci-sions are made relative to the downtown the plan should be consulted, and those decisions should be in-line with the vision and recommendations of the plan.
The plan was created by analyzing the key findings from the physical assessment and the public outreach. These key findings were distilled and organized into key themes which informed the development of the vision and development objectives.
B. VisionUsing the information gathered from the public outreach, a vision statement for the plan was developed. This statement communicates purpose and values of the com-munity based on their input, while giving direction to the future development of the community.
C. Development ObjectivesA number of development objectives were developed to inform the development of the master plan. The development objectives are statements of intent that describe the desired outcome/direction of future improvements, growth, and redevelopment in the downtown.
The development of the plan elements and recommendations were guided by five interrelated and mutually supportive principles. These principles respond to the issues and opportunities that emerged early in the process, and encapsulate and informed the main objectives of the plan. They describe an integrated approach to
sustainability, recognizing that the stewardship and development of the downtown must balance social and economic conditions and strategies.
The principles were developed by analyzing the key findings from the physical and community assessments. The following five principles were developed to inform the development of the downtown plan, and guide and evaluate future projects and programs.
The Vision
An economically prosperous and dynamic downtown that is business friendly, defined by a unique small town character, public spaces and special events, well defined and maintained streetscapes, and promo-tion and integration of the Portage River.
Development Objectives
1. Promote the redevelopment of underutilized sites; Preserve sites and structures that add to, and reflect, the local character
2. Enhance existing gateways through redevelopment initiatives and by improving the public realm
3. Create pedestrian oriented tree lined streets connecting civic uses, business, and neighborhoods
4. Promote economic stability and sustainability through a diversity of uses
5. Promote development and access along the river to enhance the local quality of life and economic development opportunities
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D. Opportunities MapThis map represents opportunities for future improvements/projects in the downtown. Four primary opportunities have been identified including gateways, park space, and pedestrian and streetscape elements. These area are the focus of many of the improvements that have been identified by the steering committee as important to the overall redevelopment strategy for the downtown, and the nature by which they support the vision and development objectives. Each opportunity is described within this section of the plan. It is important to note that no one opportunity will lead to the successful redevelopment of the downtown.
Legend
Primary Gateway
Secondary Gateway/ Intersection Improvements
Proposed Parks/Expansion Potential Development Area
Commercial Streetscape Improvements
Pedestrian/Vehicular Alley Improvements
Entry Streetscape Improvements
Map 4 - Opportunities Map
MILL STREET LOCU
ST STREET
BEN
TON
STR
EET
CHU
RCH
STR
EET
CEN
TER
STRE
ETMAIN STREET
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E. Potential Development AreasThree potential development areas have been determined as key sites within the downtown. A priority development area is a locally designated area that provides the opportunity for the greatest community benefit by identifying development op-portunities that have been noted as desirable within the community.
The purpose of the planning development areas• To identify areas that are suitable for the types of development deemed desir-
able by the steering committee.• To create opportunities for development that will make the biggest difference
within the area and be a catalyst for similar development types • To provide a direction for public dollars to be utilized in areas and on project
types that have been identified as having a great community benefit
• To understand the types of public investment vehicles required to create the opportunity for catalyst types of projects feasible within the private sector.
• To preserve the areas with the greatest development opportunity for the proj-ects that will make the greatest difference. Foregoing efforts to preserve the best development sites can result in a lost opportunity!
These areas were selected based on the following criteria:• Size of contiguous parcels with similar land ownership (ease of acquisition)• Identification of parcels that do not conform with the overall vision• The ability to successfully integrate development projects into the neighboring
residential neighborhoods. • Remediation of blight; a property that impairs or creates an opportunity for
future growth and development• Ability to enhance the existing built or natural character of the study area
3
2
1
Map 5 - Potential Development Areas
Legend
Potential Development Area
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Potential Development Area - Site 1: Lumberyard
A collection of properties along the river and Locust Street present an opportunity to create a catalyst redevelopment project, river access, and a unique gateway into the downtown. Redevelopment in this area should create an arrival sequence into the community and include new parking, buildings, and park/public space. Quality architec-ture and urban design must be a priority as part of the overall redevelopment strategy for this area as it will significantly contribute to the overall character of the down-town. Future improvements should integrate the use of the riverfront and people’s natural attraction to the water. Redevelopment should also include dynamic public spaces and programming that will support pedestrian activities within the entire downtown.
Recommendations• Promote the development of a mixed-use building with high-quali-
ty four-sided architecture• Include well planned and programmable outdoor space (e.g. am-
phitheater, pier, etc.)• Future development should serve as or include an iconic gateway
element• Integrate an emergency boat launch into the development plan• Create a riverfront access element such as a boardwalk or pier• Work with property owners to install screening (tree planters,
fencing, etc.)
Ex. buildings
Ex. parking
Ex. parking
Ex. parking
FutureParking
Ex. buildings
Pedestrian connector
Public AccessBoardwalk
AmphitheaterDining terrace
Restaurant / Retail
River Access Gateway element
Sidewalk improvementsIntersection improvements
Water Street
Church Street
Locust Street
Mill Street
Map 6 - Potential Development Area - Site 1: Lumberyard
Existing site conditions in Potential Devel-opment Area Site 1
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Potential Development Area Site 2: East GatewayThe second potential development area is at the intersection of Locust and Water Street, the eastern gateway/intersections to the commercial core of the downtown. This area should be improved to enhance the character of downtown and improve pedestrian safety. Adjoining properties to these intersections should be prioritized for remodeling, facade improvements, or redevelopment, with a focus on developing a pedestrian scale streetscape. Intersection improvements may include:
Recommendations• Install mast arm traffic signals to minimizing number of poles and reduce obstacles within the pedestrian zone• Install pedestrian crossing signals• Enhance crosswalks to promote visibility (pavement treatment)• Install curb extensions to reduce pedestrian crossing distance• Consider small radius corners to slow speeds of turning vehicles• Include decorative sidewalk paving or scoring patterns with future planned improvements• Install decorative poles for banners and hanging flower baskets on corners where mast arms do not exist• Consider installing kiosks, maps, or wayfinding signage
Curbed planter
Cafe tablesDecorative pole with banners and hanging baskets
* Buildings should frame all inter-section corners with pedestrian detailed architecture.
Bike rack
Scored concreteDecorative signal mast arm
Concrete sidewalk
Brick bandingBrick buffer strip
Street tree in tree grate
Oak Harbor lamp posts
Decorative bollard
Curb extensions
On-street parking
Adopt-a-pot
Map 7 - Potential Development Area - Site 2: East Gateway
Existing site conditions in Potential Development Area Site 2
Locust Street
Water Street
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Potential Development Area Site 3: Railroad AreaThe quadrant of properties bound by Water Street, Church Street, Main Street, and the railroad have an opportunity to strengthen the urban fabric within the downtown district. The park serves as an important civic gathering space, anchored with other civic uses such as the post office, city hall and offices, and the library. Residential uses in this area may be better suited as small, residential-scale office. The commercial corridor on Water Street should be further strengthened with updated retail / mixed use buildings, with an emphasis on street-front architecture, open, welcoming storefronts, and the pedestrian environment. The Norfolk Southern property along the exist-ing railroad is also included in this potential development area, and should be considered as part of the overall redevelopment strategy for this area, as it current use and condition is a detraction for the character of the downtown.
Recommendations• Preserve existing buildings with historical significance• Promote the redevelopment of blighted properties • Improve/expand the park with additional program elements• Work with the railroad to improve the appearance of the railroad
property: remove stored materials, add a landscape buffer, maintain/improve “alley” conditions, create a safe pedestrian crossing.
• Coordinate shared parking among property owners to improve efficiency and maximize parking; redevelop parking internal to the block with cross-access, shared use, and shared maintenance agreements.
• Improve the streetscape with decorative sidewalk paving and furnishings, street trees, screened parking.
Ex. grocery
store
Street trees
Railroad buffer planting
Cafe tablesNew retail / mixed use
Pedestrian connector
Residential scale officeEx. utility building
VFW Memorial
Hall
Fire Station
Hardware
Patio
Shared parking
Shared parking
Shared parking
Potential service memorial
Ex. post
office
Existing cabin
Intersection enhancementsCurb extensionsOn-street parking
Parking screening
Parking screening
Alley
Alle
y
Pote
ntial
Alle
y
Chur
ch S
tree
t
Water Street
Main Street
Map 8 - Potential Development Area - Site 3: Railroad District
Existing site conditions in Potential Devel-opment Area Site 3
Improved Pedestrian Crossing
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F. StreetscapeThe section summarizes a series of suggested improvements for the a number of streets in the downtown, primarily Church and Water Streets. The section includes an assessment and understanding of the existing conditions, establishing a set of general recommendations, and provides two design recommendations for both entry and commercial streetscape standards (see Map 3 for a delineation of these areas).
It is important to note the recommendations for the streetscape are intended to be implemented over time as appropriate (pro-actively as capital projects, and also as standards to be applied as other related street/infrastructure projects are implemented over time by both the private and public sector). This plan’s success is dependent on the investment of both the public and private sector. The public sector’s contributions will most likely be limited in scope, ability and speed. Public improvements are generally held to within the right-of-way, projects will be heav-ily scrutinized due to economic constraints created by a weakened economy, and progress is often slowed by the public review and bidding processes. The private sector, on the other hand, is much more able to react quickly to changing economic conditions, building consensus informally, and better equipped to implement a wider range of opportunities in a cost-effective manner. Therefore it is critical that private investors, business owners, and property owners, take pride and ownership in the downtown and show leadership by making their own improvements that contribute to the quality and character of the street. These investments may be as simple as providing decorative planters and keeping the plant material fresh, or can be as involved as sidewalk improvements or sponsorship of banners.
Existing Conditions• Some areas could use improvements where curbs are deteriorating and cracks
have appeared in the sidewalk• Sidewalks are present, but additional enhancements would better allow for
pedestrian connectivity throughout most of downtown • In many areas current sidewalk widths along Church and Water Street allow for
the opportunity to provide pedestrian spaces and outdoor seating • Existing site furnishings are deteriorating and do not exhibit the desired down-
town character, specifically planters
Adequate sidewalk width
Curb and sidewalks deteriorating
Fading crosswalk striping
Lighting provides safe nighttime environment
Multiple types of pavement
Deteriorating site furnishings
Lack of pedestrian seating
Lack of street trees and shaded areas
ADA accessibility
• Lighting is provided with the existing three globe light poles• Various types of pavement exist in the commercial district, lacking
any repetitive pavement pattern and continuity throughout the district
• Site furnishings including pedestrian seating, trash receptacles, bike racks, and planters are limited in quantity
• There is a minimal amount of landscape, street trees or shaded spaces within the commercial district
• Crosswalk striping is fading at pedestrian crossings
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Use bump-outs and curb exten-sions to better define on-street parking and break up long runs of parking with pedestrian or landscape space.
Use curb extensions to locate mid-block crossing, allowing for better pedestrian safety.
Install screening to create a defined edge along streets, and reinforce the same architectural materials or plant palette helping to unify the corridor.
Promote parking lot screening to improve visual appearance from the pedestrian or vehicular perspective.
Provide interior landscape for surface parking lots to mitigate vast expanses of pavement. Plant material can also be ben-eficial for parking lot stormwater management.
Accentuate crosswalks with a change of pavement materials.
General Streetscape Recommendations• Use bump-outs and curb extensions to better define on-street parking and
break up long runs of parking with pedestrian or landscape space.• Promote parking lot screening to improve visual appearance from the
pedestrian or vehicular perspective. • Provide interior landscape for surface parking lots to mitigate vast ex-
panses of pavement. Plant material can also be beneficial for parking lot stormwater management.
• Use curb extensions to locate mid-block crossing, allowing for better pe-destrian safety.
• Install screening to create a defined edge along streets, and reinforce the same architectural materials or plant palette helping to unify the corridor.
• Accentuate crosswalks with a change of pavement materials.
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Commercial Streetscape Improvements
Kiosk - signage / map / business directory
Bicycle parkingExisting 3-globe light fixtureTrash Receptacles / Ash Urns
Defined crosswalks
Ornamental landscape bed
Curb-extension visually defining on-street parking
Signal mast arm and pole combined with banner and hanging baskets
Curb ramp with warning strip
Outdoor seating / dining by property owner Decorative pavingBenchesStreet trees in tree grates
Sidewalk extended with decorative paving by property owner
Building wall
Adopt-a-pot by property owner
Change scoring pattern at intersections
Map 9 - Commercial Streetscape Improvements
Existing Conditions• Streetscape is undefined by a unique theme or style• Existing light poles are a signature element that should
be preserved and integrated into the future design• Crosswalks are not clearly defined• There is a lack of a tree canopy to soften the
streetscape• A variety of streetscape furnishings are on the
streetscape but no unified theme exist• Existing planters are deteriorating
Recommendations• Change pavement pattern on sidewalk to define pe-
destrian zone• Install mast arms to create unique entry points• Define crosswalks to promote pedestrian safety• Install curb extensions to define parking and promote
traffic calming• Site furnishings (bike parking, trash cans, etc.)• Install street trees to soften the streetscape• Install decorative poles for seasonal plantings/banners• Promote outdoor dining/seating
Decorative pole with banners and hanging baskets
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Entry Streetscape Improvements
Outdoor seating / dining by property owner
Kiosk - signage / map / business directory
Bicycle parking
Decorative paving
Pedestrian-scale light fixture
BenchesStreet trees in tree grates
Sidewalk extended with decorative paving by property owner
Building wall
Decorative bollards
Curb ramp with warning strip
Change scoring pattern at intersections
Adopt-a-pot by property owner
Defined crosswalks
Existing Conditions• Unscreened parking lots along the street create unde-
sirable views and inhibit pedestrian comfort• Multiple curb cuts between properties increase the op-
portunity for pedestrian and vehicular conflicts• Adequate amount of on-street parking available in the
commercial districts• On-street parking is absent from the street• Traffic calming is not present• Interior parking lot landscape is sparse
• Recommendations• Change pavement pattern on sidewalk to define pedes-
trian zone• Define crosswalks to promote pedestrian safety• Install curb extensions to define parking and promote
traffic calming• Install site furnishings (bike parking, trash cans, etc.)• Install street trees to soften the streetscape• Install decorative poles for seasonal plantings/banners• Promote outdoor dining/seating
Map 10 - Entry Streetscape Improvements
Decorative pole with banners and hanging baskets
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Existing Conditions• No defined pedestrian or vehicular zones• Streetscape lacks pedestrian lighting• Building conditions do not relate to the pedestrian• Existing alley way is a prime connector between the
river front and the civic district• There is a lack of pedestrian scale lighting• Existing mid-block pedestrian crossing does is offset
from the alley•
Recommendations• Promote pedestrian connectivity throughout the
district by enhancing the existing north - south pedes-trian alley to link the north side of the downtown to the river
• Treat the primary north - south alley with site ameni-ties such as trees, lighting, benches, plantings and dec-orative pavement to attract pedestrians while visually connecting to the commercial and entry streetscape improvements
• Strategically integrate traffic calming elements to help slow vehicular traffic and promote pedestrian use
This alley maintains friendly pedestrian detailing in the pavement design and architecture and accomodates vehicular access.
This alley has been closed to vehicles, but serves as a pedestrian connector, restaurant patio, and service access.
An overhead architectural feature can give pedestrian connectors unique identification.
Pedestrian links can be enhanced with lighting, signage, seating, and potted plants.
Pedestrian/Vehicular Streetscape Improvements
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Site Furnishings RecommendationsThe following list of site furnishings is a recommendation to promote a consistent design theme along the streetscape in the downtown, and within public spaces. The fol-lowing elements were chosen to create a consistent character in the downtown, and to ensure each site element relates to one another visually - creating a “family” of ele-ments. The Village should consider selecting a family of site furnishings in the future. Site furnishings must be considered as to how they relate to the other components on the street and in the downtown. The two concepts below represent two families of site furnishings the Village may want to consider using in the downtown.
Bench Trash Receptacle Bollard Bike Rack
Site furnishings, such as benches and trash receptacles, should be provided throughout a streetscape and should be coordinated with activity areas and shade from street trees. Style should convey the visual character of the downtown district.
Bollards should be used to define edges within the downtown district. Used along curbs at street intersections, bollards provide a sense of protection to the pedestrian space, and if they include lighting can add to the character of the district.
Bike racks provide a place to store your bike, and can also serve as a sculptural element along the street. Bicycle parking helps the downtown attract additional visitors, with little burden on parking demand.
Con
cept
ACon
cept
B
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G. Parking
Existing Conditions• Unscreened parking lots along the street create undesirable views and inhibit
pedestrian comfort• Multiple curb cuts between properties increase the opportunity for pedestrian
and vehicular conflicts• A perceived inadequate amount of on-street parking is available in the down-
town• On-street parking is not supported by curb extensions or bump-outs• Interior parking lot landscape is sparse in surface parking lots
Use bump-outs and curb exten-sions to better define on-street parking and break up long runs of parking with pedestrian or landscape space.
Consider using curb extensions at mid-block crossing creating a safe pedestrian crossing.
Use parking lot screening to improve the visual appearance from the pedestrian and vehicu-lar perspective.
Provide interior landscape for surface parking lots to mitigate vast expanses of pavement. Plant material can also be ben-eficial for parking lot stormwater management.
Undefined parking
Multiple curb-cuts
Lack of landscape Unscreened parking
Recommendations• Use bump-outs and curb extensions to better define on-street parking and
break up long runs of parking with pedestrian or landscape space.• Use parking lot screening to improve the visual appearance from the pedestrian
and vehicular perspective. • Consider using curb extensions at mid-block crossing creating a safe pedestrian
crossing.• Screening can also create a defined edge along streets, and reinforce the same
architectural materials or plant palette helping to unify the corridor. • Provide interior landscape for surface parking lots to mitigate vast expanses
of pavement. Plant material can also be beneficial for parking lot stormwater
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H. Gateways & Entries
Existing Conditions• Lack of entry landscape or prominent signage to define the downtown • Locations such as Flat Iron Park and Veterans Memorial Bridge can be potential
gateways to celebrate the arrival to the Village • Existing buildings and natural features show potential for contributing to the
development of the gateways (e.g. Flat Iron Park, Portage River)
Install new gateway features such as an arch or new mast arms at Gateways.
Promote public art at primary and secondary gateways to help to establish a gateway as a landmark. Elements can serve to attract the attention of visitors while maintaining a pedestrian scale.
Install primary and secondary gateways as identified on Map 3.
Enhance the bridge over the Portage River so that the bridge leaves an impression with the visitor and serves as a unique and identifiable landmark.
Undefined entry
Small gateway and river signage
Potential gateway location
Undefined gateway
Existing structure at primary gateway
Existing lighting de-fines the gateway but can be expanded upon
Recommendations• Identify and enhance a series of gateways at logical entry points which reflect
the Villages‘s identity, history, and character.• Promote public art at primary and secondary gateways to help to establish a
gateway as a landmark. Elements can serve to attract the attention of visitors while maintaining a pedestrian scale.
• Install primary and secondary gateways as identified on Map 3. • Enhance the bridge over the Portage River so that the bridge leaves an impres-
sion with the visitor and serves as a unique and identifiable landmark. • Preserve or enhance unique and identifiable historic elements as gateways.
This arch, preserved from a historic building, marks the entry to a central park.• Install new gateway features such as an arch or new mast arms at gateways.
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I. Architecture
Existing ConditionsA general approach was taken to evaluate and make recommendations regarding ar-chitecture in the downtown. The focus was on the building massing and street wall, architectural details, including façade variation, materials and window treatment, and preserving and creating appropriate storefronts. In general, buildings should be well-detailed with long-lived materials that can be appreciated when viewed as part of the streetwall, or at the most intimate level by the pedestrian. The following existing conditions were observed.• The downtown consists of various architectural styles that conflict with one
another • Residential districts have been well maintained and architecturally cohesive• Some buildings currently require necessary renovations• Various buildings contain historic architectural elements that should be pre-
served
Re-use of existing buildings should be oriented and scaled to the street and pedestrian zone creating de-fined street presence.
Existing building at gateway
Screen service equipment with materials that complement the architecture or landscaping of the site.
Preserve key architectural elements to help maintain the unique character of the Village.
Modified structureBuilding at gateway Traditional storefront Ensure windows at the ground floor should are transparent to create interest and variation along the street.
Recommendations• Re-use of existing buildings should be oriented and scaled to the street and
pedestrian zone creating defined street presence.• Preserve key architectural elements to help maintain the unique character
of the Village• Ensure windows at the ground floor should are transparent to create inter-
est and variation along the street• Entry buildings should have prominent architecture to enforce the gateway
and first impressions of the Village• Screen service equipment with materials that complement the architecture
or landscaping of the site• Follow the design standards put in place by the Village as buildings are
updated
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Install gateway features at primary gateways (the concept above includes a quarried stone base, brick detailing, a cast-stone tower with engraved copy, and topped with a logo element).
Install decorative posts with banners and hang-ing baskets throughout the streetscape and at major intersections.
J. District BrandingExisting ConditionsDowntown branding creates a sense of arrival and transition, and serves as a land-mark for wayfinding within the downtown. Branding creates a distinct image and cohesive appearance in the downtown for its businesses, residents, and visitors. The downtown currently has a number of elements (such as planters, light poles, etc.) that could be enhanced, and additional signature streetscape and site elements could be added to the downtown to expand the district branding palette. The fol-lowing existing conditions were observed.• Existing gateway signage marks entries into the downtown, but does not repre-
sent the image of the downtown or make an impactful entry feature• Some branding elements (e.g. planters) are deteriorating and need upgraded• No defined logo or signature image defines the downtown• Existing light poles and the river are iconic features and should be part of and
support the overall brand of the downtown
RecommendationsThe images on the following pages represent a series of recommendations for short to mid-term projects that will assist in creating a visible brand and char-acter to the downtown. It is important to note that these are mostly bricks and mortar recommendations. The collection of businesses and the business owners and employees in the downtown also make up the brand of the downtown. The friendliness of the community/downtown was one of the most cherished and unique elements of the community and should be a part of the overall branding strategy for the downtown.
• Install gateway features at primary gateways (the concept aboves includes a quarried stone base, brick detailing, a cast-stone tower with engraved copy, and topped with a logo element).
• Install decorative posts with banners and hanging baskets throughout the streetscape and at major intersections.
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River Logo
Full Lamp Post Logo
Partial Lamp Post Logo
Install directory/wayfinding signage that are complimentary in style and detail to other deco-rative streetscape elements.
Create a downtown district logo for use on banners, street furnishings, gateways, business advertising, signage, marketing materials, and even promotions. Above are three concepts for district logos.
J. District Branding Continued...
Recommendations Continued...• Install directory/wayfinding signage that are complimentary in style and detail to other decorative streetscape
elements.• Create a downtown district logo for use on banners, street furnishings, gateways, business advertising, signage,
marketing materials, and even promotions.
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K. Land Use As defined in the existing condition section, the downtown is made up of a number of districts/areas. These areas are different from zoning in that it examines how land is being used and what clusters may exist in certain areas that create sub-districts. After evaluating the downtown four subdistricts were identified based on the uses, accessibility and character of the area. The four area identified include a central business district, service district, civic corridor, and downtown residen-tial.
RecommendationsSee Figure 18 below.
Land Use Area Development Intent
Central Business District
Future development in the central business district should include a mix of uses, and be focused on preserving historic architecture and enhancing the streetscape. The east and west ends of the district should include signature streetscape and architectural elements that bookend the district and form gateways. Storefront should be appropriately scaled to the pedestrian, alleys should be maintained and enhanced, and new public spaces should be create as part of redevelopment and new development projects. Of paramount importance is that development in this area embrace, connect to, and improve the waterfront area along the Portage River.
Service District
This area is currently being used primarily for small-scale commercial and mixed-use centers intended to serve the daily needs of residents and employment centers within the region. These areas should be maintained and developed to have a distinct street presence, and be accessed via vehicular and pedestrian routes. Public space should be included in the devel-opment in the form of greenspace or hardscape, but should not be an afterthought to the overall development plan. Access management should be given special attention, and when and where appropriate shared access should be promoted to reduced curb cuts, in turn improve the pedestrian experience.
Civic Corridor
This area is currently the civic backbone of the downtown and the greater village. The goal in this area should be to protect and maintain the current public uses in the area. Additional public and semi-public uses should also be added over time. The existing park space should be maintained and expanded as opportunities arise. The streetscape along Church Street should be improved to function as a multi-dimensional space that can accommodate a variety of programmed events. Architecture should be historic in nature and appropriately scaled to the district and surrounding residential areas. Shared parking should be encouraged to allow for new businesses to develop in the district that have a higher parking demand after 5 PM.
Downtown ResidentialThis area is currently being used as for single-family residential. Future development in this area should be maintained as residential. Architecture should be high-quality, and front porches.
Note: The development intent described in this table is specific to the downtown. These are guidelines and are not intended to be strict regulating standards.
Figure 18 - Land Use Matrix
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V I . s t r a t e g i c r e c o m m e n d a t i o n s
A. OrganizationEvery successful downtown revitalization effort is lead by an organization. Oak Har-bor currently has a Downtown Committe. This organization assist with following and implementing the Downtown Revitalization Plan, and pulling together all of the re-sources to accomplish the work. The recommendations in this section are designed to build on the work and organization of the existing Downtown Committee, also referred to herein as “organization”.
Typically a successful downtown revitalization organization will be a not-for-profit made up of public and private sector stakeholders. This could include business own-ers, property owners, elected city officials, county officials, district residents, cham-ber of commerce staff, conventions and visitor’s bureau staff, district employees and community leaders. This group will meet regularly to establish how to address the challenges facing the district and decide on a course of action to combat identified issues. This should be done at an annual strategic planning meeting so the board of directors can assess the current situation in the district as well as the recommenda-tions from the downtown plan and decide which projects take priority so they can be initiated. Often there are so many different components of downtown revitaliza-tion to address that it can be difficult to decide what to work on first; this is why strategic planning is critical to the success of the effort.
The Downtown Revitalization Plan plan should prioritize projects based on great-est need and opportunity. Those projects should be divided among the Downtown Committee and four volunteer committees. The existing Downtown Committee should consider the National Main Street Center’s Four Point Approach model. The Main Street model requires a board of directors at the helm as mentioned before. Ideally the board should hire a staff person to coordinate the work identified in the
plan, but in the beginning this may prove too difficult to fund. While a staff person should always be the goal, it would be best to identify a volunteer to fill the role of staff in the meantime. The organization should develop four committees and popu-late those committees with local volunteers. The recommendations to be set forth in this plan will be based on the National Main Street Center’s Four Point Approach as recently revised by Heritage Ohio. The recommendations by the board will fall under each of the following four committees and should be carried out by each committee respectively. Those committees are operations, design, marketing and development.
Much of the focus in the beginning is going to be on structuring the body that is going to accomplish the work set out in the plan. This will consume most of the ef-forts of the board of directors in the first year. This work will include; populating the board of directors, developing the strategic plan, creating a fund raising campaign, recruiting volunteers and developing a membership campaign. These are the basic requirements that must be put in place to for the organization to begin the process of revitalizing the downtown. Once the people are in place, the plan of action has been developed and volunteers are in place, the organization can go about the busi-ness of making downtown Oak Harbor a vibrant and healthy hub of the community and a regional destination.
Once the Downtown Committee structure is up and running, the board is respon-sible for the following four objectives on an ongoing basis.
1. GovernanceThis is no small tasks and encompasses a great deal, but once these pieces are in order; this particular portion of work becomes more of a maintenance issue. Gover-nance will include creating, following and updating the bylaws as needed, oversee-
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ing board meetings and keeping in compliance with the charter as well as any non-profit rules, adopting directors and officers insurance, monitoring financial policies and procedures, as well as a litany of other organizational responsibilities.
2. Funding Funding should be derived from the following three sources; public sector support, stakeholder support and earned income. Ideally the municipality has resources to support the downtown organization at some level and preferably about 1/3 of the total budget. County support is very helpful and the leadership should attempt to make the case to the county commissioners that the investment is sound. Down-town stakeholders should be engaged as members at varying levels as a way to fund 1/3 of the budget. Membership will be discussed in more detail as part of the Operations Committee. The final portion of the budget should be earned income. The organization should develop a series of events that produce income for the organization. This is important to demonstrate to the public and private sector that the organization is willing to do the work to support itself.
3. Planning The board of directors must make planning a high priority for the organization. It is good practice for a downtown organization board to hold an annual retreat where a strategic plan is developed. The board should spend some time reviewing the status of the district and the opportunities and threats it is facing. The board should develop a list of projects and initiatives to be completed over the course of one year. The projects should prioritize and distributed to the committees. Good planning will save the board a great deal of time and should keep monthly board meetings short and to the point. The board should seek facilitation assistance in the early years of planning to assure it is carried out efficiently and properly to best meet the needs of the organization.
4. Human Resources The board is responsible for staffing the organization and managing the staff. This will include hiring a director for the organization and creating a compensation pack-age. Staff should be given clear directives and annual reviews of performance ex-pectations and the compensation package. Heritage Ohio has a downtown manager salary survey that can be used to help determine the appropriate compensation as
well as additional material to assist in the hiring process.
B. Marketing
The marketing committee is charged with bringing people to the district. This is pri-marily done through three activities; developing a consistent brand, hosting events and marketing the district.
District Image Currently there is no consistent character/image for downtown Oak Harbor and people are left to develop their own perceptions, an effective branding initiative would help to shape the perception people have of downtown Oak Harbor (see Dis-trict Branding section for additional information and concepts). Helping shape the image of downtown Oak Harbor for local residents and regional visitors will be criti-cal to the success of the community in the future. Too often not enough thought is given to the image of the downtown and many towns have very similar logos and ta-glines. The organization should give a great deal of thought to developing an image that helps Oak Harbor stand out. The image of the community is incredibly impor-tant as the goal is trying to “sell” the downtown to potential visitors and investors. Every product has an image and it the success of that product is dependent on the image. Downtown should be no different. People will develop their own perception of downtown Oak Harbor and the perception may not be as flattering as community leaders might like. By creating and marketing a brand, the community has a chance to help shape people’s perceptions and present a more favorable product.
District Marketing One of the initial priorities of the organization should be a marketing plan. It will be critical for the success of the district to have a well thought out and strategic marketing plan. The organization will need to identify the current marketing tactics. This includes existing events, social media strategies, advertising, and any other efforts that are being put forward to attract people downtown. Once the organiza-tion has a clearer picture of everything that is currently happening to promote the district, it will be imperative to identify the gaps and develop a plan to market the district more effectively. The organization needs to develop a concise strategy to at-tract area residents to the district as well as regional tourists. The strategic market-
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ing plan will need to include special events that promote retail sales, a social media campaign, and an effective public relations strategy. The downtown should be marketed throughout the course of the year to attract more visitors. This will ben-efit merchants and make the downtown more attractive to business looking to start up or relocate. This can be done by using Facebook, Twitter, a website, a newsletter, newspaper ads, walking maps, banners, posters, signage, press releases as well as myriad of other media outlets.
Special Events Currently the downtown hosts some events, including the Apple Festival and a sea-sonal farmers market that helps bring the community together, draws people to the downtown and helps highlight it’s assets. The marketing committee should examine the existing event calendar and strategically consider what is missing, what is work-ing, what events are improving and what events are waning. Every event should raise money, highlight community assets or drive retail sales. Events are an incred-ibly effective way to bring people to the downtown, but are all too often over relied upon as a panacea to fix all the ills of the district. Events are only one component of an effective marketing strategy.
C. Operations The operations committee should be in charge of internal operations to the organi-zation. This will include membership, public relations and volunteer development.
Volunteer Management Volunteer development is critical to the organization as additional people are desperately needed to carry out the work identified by the leadership. Every com-munity contains residents with diverse and valuable skills and experience that can benefit the organization. Once the board of directors is in place and has developed a strategic plan, then the volunteers can be recruited to carry out the work. The strategic plan will drive the volunteer recruitment process. Outside of the board of directors, volunteers should only be sought if there is a project to work on. With the plan in place, the board should look at each priority and develop a list of names that would have the interest, skill set or experience to assist with the project. With a list in hand the board should then decide on a timeline for the project in question
and develop realistic expectations for committee members. These expectations are important in volunteer development. When a volunteer is recruited to a committee, they should know the project they are being asked to work on, the monthly time commitment expected and the duration of the project. Realistic expectations will allow for much better volunteers and more satisfied volunteers. With projects in mind and expectations laid out, board members should make personal contact with potential volunteers to ask them to donate their time. Personal volunteer asks are far more successful than a “shotgun” approach. Volunteers should also be managed to make sure they are satisfied with their experience and appropriately thanked. A strong volunteer recruitment and management plan will make the organization an integral part of the community and allow far greater achievements in a much shorter time frame.
Membership Membership is going to be an important area of focus for the new organization. A strong and healthy membership strategy allows for a stable budget and increased support from throughout the community. Members will be far more likely to get involved in the organization and develop into larger donors in time. A good mem-bership strategy should include multiple levels in which to participate. A household level membership is very common in the $20 to $50 range. The next level is typically for businesses and ranges from $100 to $250. Finally there should be levels for large companies and wealthier citizens to participate. In most cases these range from $500 to $5000. Lower level memberships can be handled through mailing on online requests, but business level memberships and above should be made by personal asks from board members. Typically the staff of a downtown organization can man-age compiling the membership information and materials. The staff should work to make it easy for the board of directors to go about the business of seeking larger donations or membership levels. Many Ohio communities have very successful downtown membership campaigns that they would be willing to share.
Public Relations Public relations is not an easy topic to pin down, but will be instrumental in the suc-cess of the downtown organization. While the marketing committee is charged with marketing the product, the district, the operations committee needs to make sure the organization itself is getting the public attention it deserves and needs to remain relevant and supported. Some of the primary strategies for a successful public
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relations campaign include a website detailing the components of the organization, including the board roster, mission statement, projects, funding and contact infor-mation. A frequently updated Facebook page will also help keep the public informed of the organization’s work. Press releases should be frequently released to highlight the work and successes of the organization. Finally annual reports and annual meet-ings are another effective method to communicate to the community at large, all of the work that is being done and all of the successes that can be attributed to the organization.
D. Development The business enhancement committee seeks to improve businesses in the district. This objective is carried out by doing hands-on business assistance, creating and communicating incentives and addressing real estate issues.
Business AssistanceBusiness assistance is often overlooked as a key strategy of downtown revitalization. This often times is one of the key components to the success of a district. Locally owned businesses have more competition today than ever and are having a harder time keeping up with national chains that have nearly unlimited resources at their disposal. Business assistance is the process of identifying the key weaknesses or op-portunities the downtown business face and developing strategies to assist in either overcoming the weaknesses or capitalizing on the opportunities. This committee would benefit by locating people in the community that have expertise in various facets of running a business and ask them to volunteer their time by offering their advice or services to the district businesses. This could be in the form of a social networking tutorial, strategies for e-commerce, interior design suggestions, window display ideas, marketing plans and a number of other areas where local business could benefit from specific expertise.
Vacancy StrategyMost downtowns are going to have some vacant buildings. This is just a part of the transition from the downtown of the past when transportation options were limited and the rise of national chains had not taken place. The key is to look at each building individually and understand the reasons for its current vacancy. This will
help determine the strategy for seeing the building occupied once again. A number of scenarios could be the cause of the vacancy including an out of town landlord that does not need to make money from the property, or a local owner that is not familiar with the process of renovating a building or renting to a business. It could be that the current owner does not have the money to fix up the space and no tenant is willing to move into the space in its current condition. It could also be the result of out of date zoning codes. Regardless of what the cause is of the vacant buildings, the downtown committee needs to work with the municipality to identify the property owners and source out the reasons that the buildings remain vacant. Once the reasons are certain the committee can then develop strategies to combat the situation which will include involvement from the design committee, economic development partners, the building department, local businesses and other local property owners.
IncentivesAs is the case in many smaller towns, the capital cost of renovating a building or starting a business exceeds the revenue that can be derived on a monthly basis to pay down the debt. When this is the reality, it is up to the public and private sector to seek creative solutions to try to overcome this substantial barrier to seeing new investment. Often times there are already incentives in place to foster development, but they are poorly communicated. The first priority under this topic is to identify all the incentives that are available to help nurture development, including local, state and federal incentives. These all need to be identified and communicated through handouts and on the web. Everyone involved in development in the community should be aware of these tools and getting the word out to potential investors. The next strategy is to determine if the existing incentives are enough to foster invest-ment in the district. If it appears the answer is no, the public and private sector should seek other tools to help bridge the gap. There are a number of different tools that can be used to do just this; it is a matter of looking to other municipalities and deciding which tools are feasible and the best fit for Oak Harbor.
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V I I . i m p l e m e n t a t i o n m a t r i x
Design RecommendationsSite 1 - Lumberyard • Promote the development of a mixed-use building with high-quality four-sided architecture
• Include well planned and programmable outdoor space (e.g. amphitheater, pier, etc.)• Future development should serve as or include an iconic gateway element• Integrate an emergency boat launch into the development plan• Create a riverfront access element such as a boardwalk or pier• Work with property owners to install screening (tree planters, fencing, etc.)
Site 2 - East Gateway • Install mast arm traffic signals to minimizing number of poles and reduce obstacles within the pedestrian zone• Install pedestrian crossing signals• Enhance crosswalks to promote visibility (pavement treatment)• Install curb extensions to reduce pedestrian crossing distance• Consider small radius corners to slow speeds of turning vehicles• Include decorative sidewalk paving or scoring patterns with future planned improvements• Install decorative poles for banners and hanging flower baskets on corners where mast arms do not exist• Consider installing kiosks, maps, or wayfinding signage
Site 3 - Railroad • Preserve existing buildings with historical significance• Promote the redevelopment of blighted properties • Improve/expand the park with additional program elements• Work with the railroad to improve the appearance of the railroad property: remove stored materials, add a landscape buffer, main-
tain/improve “alley” conditions, create a safe pedestrian crossing.• Coordinate shared parking among property owners to improve efficiency and maximize parking; redevelop parking internal to the
block with cross-access, shared use, and shared maintenance agreements.• Improve the streetscape with decorative sidewalk paving and furnishings, street trees, screened parking
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Design Recommendations
General Streetscape • Use bump-outs and curb extensions to better define on-street parking and break up long runs of parking with pedestrian or landscape space
• Promote parking lot screening to improve visual appearance from the pedestrian or vehicular perspective• Provide interior landscape for surface parking lots to mitigate vast expanses of pavement. Plant material can also be beneficial
for parking lot stormwater management• Use curb extensions to locate mid-block crossing, allowing for better pedestrian safety• Install screening to create a defined edge along streets, and reinforce the same architectural materials or plant palette helping
to unify the corridor• Accentuate crosswalks with a change of pavement materials
Commercial Streetscape • Change pavement pattern on sidewalk to define pedestrian zone• Install mast arms to create unique entry points• Define crosswalks to promote pedestrian safety• Install curb extensions to define parking and promote traffic calming• Site furnishings (bike parking, trash cans, etc.)• Install street trees to soften the streetscape• Install decorative poles for seasonal plantings/banners• Promote outdoor dining/seating
Entry Streetscape • Change pavement pattern on sidewalk to define pedestrian zone• Define crosswalks to promote pedestrian safety• Install curb extensions to define parking and promote traffic calming• Site furnishings (bike parking, trash cans, etc.)• Install street trees to soften the streetscape• Install decorative poles for seasonal plantings/banners• Promote outdoor dining/seating
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Design Recommendations
Pedestrian / Vehicle Streetscape
• Promote pedestrian connectivity throughout the district by enhancing the existing north - south pedestrian alley to link the north side of the downtown to the river
• Treat the primary north - south alley with site amenities such as trees, lighting, benches, plantings and decorative pavement to attract pedestrians while visually connecting to the commercial and entry streetscape improvements
• Strategically integrate traffic calming elements to help slow vehicular traffic and promote pedestrian use• Promote public art along the primary north-south alley to create a unique and vibrant area in the downtown
Site Furnishings • Benches - Site furnishings, such as benches and trash receptacles, should be provided throughout a streetscape and should be coordinated with activity areas and shade from street trees. Style should convey the visual character of the downtown district
• Trash Receptacle - Should be strategically placed at high business and pedestrian areas• Bollards - Bollards should be used to define edges within the downtown district; used along curbs at street intersections,
bollards provide a sense of protection to the pedestrian space, and if they include lighting can add to the character of the district, welcoming.
• Bike Racks - Bike racks provide a place to store your bike, and can also serve as a sculptural element along the street. Bicycle parking helps the downtown attract additional visitors, with little burden on parking demand
Parking • Use bump-outs and curb extensions to better define on-street parking and break up long runs of parking with pedestrian or landscape space
• Use parking lot screening to improve the visual appearance from the pedestrian and vehicular perspective• Consider using curb extensions at mid-block crossing creating a safe pedestrian crossing• Screening can also create a defined edge along streets, and reinforce the same architectural materials or plant palette helping to
unify the corridor• Provide interior landscape for surface parking lots to mitigate vast expanses of pavement. Plant material can also be beneficial
for parking lot stormwater management
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Design Recommendations
Gateways & Entries • Identify and enhance a series of gateways at logical entry points which reflect the Villages‘s identity, history, and character• Promote public art at primary and secondary gateways to help to establish a gateway as a landmark. Elements can serve to at-
tract the attention of visitors while maintaining a pedestrian scale• Install primary and secondary gateways as identified on Map 3 • Enhance the bridge over the Portage River so that the bridge leaves an impression with the visitor and serves as a unique and
identifiable landmark • Preserve or enhance unique and identifiable historic elements as gateways. This arch, preserved from a historic building, marks
the entry to a central park• Install new gateway features such as an arch or new mast arms at gateways
Architecture • Re-use of existing buildings should be oriented and scaled to the street and pedestrian zone creating defined street presence.• Preserve key architectural elements to help maintain the unique character of the Village• Ensure windows at the ground floor should are transparent to create interest and variation along the street• Entry buildings should have prominent architecture to enforce the gateway and first impressions of the Village• Screen service equipment with materials that complement the architecture or landscaping of the site• Follow the design standards put in place by the Village as buildings are updated
District Branding • Install gateway features at primary gateways (the concept aboves includes a quarried stone base, brick detailing, a cast-stone tower with engraved copy, and topped with a logo element)
• Install decorative posts with banners and hanging baskets throughout the streetscape and at major intersections• Install directory/wayfinding signage that are complimentary in style and detail to other decorative streetscape elements• Create a downtown district logo for use on banners, street furnishings, gateways, business advertising, signage, marketing mate-
rials, and even promotions
Land Use • See Figure 18 pg. 37
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Strategic Recommendations
Organization
Governance • Governance will include creating, following and updating the bylaws as needed, overseeing board meetings and keeping in compliance with the charter as well as any non-profit rules, adopting directors and officers insurance, monitoring financial policies and procedures, as well as a litany of other organizational responsibilities
Funding • Funding from the three following sources should be established; public sector support, stakeholder support and earned income.• Leadership should attempt to make the case to the county commissioners that the investment is sound in order to establish
county support• Leadership should engage downtown stakeholders as members at varying levels as a way to fund 1/3 of the budget.• The organization should develop a series of events that produce income for the organization
Planning • The downtown organization board should hold an annual retreat where a strategic plan is developed• The board should spend some time reviewing the status of the district and the opportunities and threats it is facing• The board should develop a list of projects and initiatives to be completed over the course of one year• The board should seek facilitation assistance in the early years of planning to assure it is carried out efficiently and properly to best
meet the needs of the organization
Human Resources
• The board will need to hire a staff and be responsible for the management and organization of the staff• Staff should be given clear directives and annual reviews of performance expectations from the board
Marketing
District Image • The organization will need to establish an image for downtown Oak Harbor that makes the village stand out
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Strategic Recommendations
District Marketing
• The organization will need to create a well thought out and strategic marketing plan to ensure success for the district• The organization will need to identify the current marketing tactics, including existing events, social media strategies, advertising,
and any other efforts that are being put forward to attract people downtown• Identification of the gaps in marketing will be necessary to develop a plan to market the district more effectively• The organization will need to develop a concise strategy to attract area residents to the district as well as regional tourists• The strategic marketing plan will need to include special events that promote retail sales, a social media campaign, and an
effective public relations strategy• The downtown should be marketed throughout the course of the year to attract more visitors. This will benefit merchants and
make the downtown more attractive to business looking to start up or relocate. This can be done by using Facebook, Twitter, a website, a newsletter, newspaper ads, walking maps, banners, posters, signage, press releases as well as myriad of other media outlets
Special Events • An analysis of the event calendar should be done by the marketing committee to identify what events are missing and what events are working
Operations
Volunteer Management • Volunteers should be sought after the board of directors has established a strategic plan, which will drive the volunteer recruitment process
• The board should examine each priority and develop a list of names that would have the interest, skill set or experience to assist with the project
• Board members should make personal contact rather than a broad approach with potential volunteers to request their participation
• Once members are recruited, the board should decide on a timeline for the project in question and develop realistic expectations for committee members
Membership • A membership program for the downtown organization should be established which includes multiple levels of participation. Household, businesses, large companies, and wealthier citizens should all be given the opportunity to become members
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Strategic Recommendations
Public Relations • A website will need to be established which details the components of the organization, including the board roster, mission statement, projects, funding and contact information
• A Facebook page should be created and updated frequently to help keep the public informed of the organization’s work• Press releases should be frequently released to highlight the work and successes of the organization• Annual reports and annual meetings should be considered as another effective method to communicate
Development
Business Assistance • The board should locate people in the community that have expertise in various facets of running a business and ask them to volunteer their time by offering their advice or services to the district businesses
• The board and volunteers should develop a strategy to assist in either overcoming the weaknesses or capitalizing on the opportunities of the downtown
Vacancy Strategy • The organization will need to look at each building individually to understand the reasons for its current vacancy• The downtown committee needs to work with the village to identify the property owners and source out the reasons that the
buildings remain vacant• Once the reasons for vacancy are certain, the committee should develop strategies to combat the situation which will include
involvement from the design committee, economic development partners, the building department, local businesses and other local property owners
Incentives • The organization will need to identify all the incentives that are available to help nurture development, including local, state and federal incentives. These all need to be identified and communicated through handouts and on the web
• The organization and volunteers will need to determine if the existing incentives are enough to foster investment in the district; if it appears the answer is no, the public and private sector should seek other tools to help bridge the gap
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