Life and Work in Eastport: A Vision for Our Future

Eastport Business AssociationReport of the

Economic Development Committee

To the General Membership

September 17, 2002

9/17/2002 2

Background• Economic Development Committee (EDC) set up by EBA

Board in early 2002• EDC Members:

– Dick Franyo (Chair): Boatyard Bar & Grill – Rick Brown: Bank Annapolis, Inn at Spa Creek– Kim Christel: Eastport Graphic Design– Jennifer Gilday (EBA Board): Annapolis Bank & Trust– Marilyn Henderson: Raymond James Financial Services– Carey Kirk (EBA Board): Carey Reid Kirk Interior Design– Paul Meyer (EBA Board): O’Leary’s Restaurant– Paul Mikulski: J-Port Annapolis– Randy Miller: Coldwell Banker Commercial NRT– Beth Bloomfield (Facilitator): Bloomfield Associates

9/17/2002 3

Purpose

• Strategic planning effort designed to:– Promote a desirable Eastport community in which to

live and do business

– Advocate for Eastport business

– Help EBA identify business opportunities

• Desired outcome: – Guidelines for discussion and decision making

– Template for joint action with City, community groups, other stakeholders

9/17/2002 4

Guiding Principles

• Keep Eastport “Eastport”

• Preserve maritime heritage, character

• Build on the Eastport “brand”

• Work in cooperation with other community and business groups

• Develop strong positive relationships with City officials, key stakeholders

9/17/2002 5

Methodology• Conduct initial fact-finding

– Met with Josh Cohen (alderman), Mike Miron (city economic development), Jon Arason (Planning & Zoning), Terry Averill (ECA), Terry Lomax (MAB)

– Reviewed 1991 Eastport Sector Plan, zoning maps

• Perform environmental scan: strengths, weaknesses, opportunities, threats

• Create Vision Statement• Identify Strategic Goals• Develop Action Plan• Draft planning document/report

9/17/2002 6

Methodology (cont’d)

• Discuss plan with key players

• Present plan to EBA Board (Sept. 10)

• Present plan to EBA general membership (Sept. 17)

9/17/2002 7

Results of SWOT Scan

Strengths• Mixed use -- maritime,

business, residential

• Lifestyle -- water, recreation, neighborhood

• Proximity to Annapolis Historic District

• Eclectic character

• MRE has branded Eastport

Weaknesses• Infrastructure: narrow

streets, fire lanes, sidewalks

• Escalating crime

• Housing Authority issues

• Escalating real estate values

• Gentrification -- loss of eclectic nature

• Lack of some services (e.g. grocery store)

9/17/2002 8

Results of SWOT Scan (cont’d)

Opportunities• Pro-maritime climate• Spirit of cooperation--

business, civic, maritime groups working together

• Fourth Street as hub of commercial activity

• Positive attitude of city govt. toward Eastport business and EBA

• Large developments, e.g. 222 Severn, Hopkins, Jabin’s

• Residents/business people w/high income & influence

Threats• Unconstrained, “Main St.-

like” development

• Large developments, e.g. 222 Severn, Hopkins, Jabin's

• Permitting process, zoning constraints

• Congestion/more traffic/less parking

• Less affordable living, fewer young families

9/17/2002 9

Our Vision: Eastport in 2012

• “We still like it this way”: Eastport is a laid-back, eclectic community

– Maritime-oriented, “branded”

– Proud of our heritage but moving forward

– Place where you can live and work

• Community of shared vision and close partnerships among residents, businesses, maritime industry, government

• Economic development and enhanced quality of life through preserving all that’s special about Eastport

9/17/2002 10

Vision (cont’d)

• Mixed-use, small-scale, attractive, and user-friendly– Appropriate development only– Upgraded infrastructure and streetscape consistent with

Eastport’s traditional culture and character

• Locally-owned businesses that serve needs of community with respect for its values

• Spirit of community – Tradition of involvement, participation– Celebrations with maritime flavor– First-rate schools, family-friendly– Top-quality public services

9/17/2002 11

Strategic Goals• Goal 1: Create and develop a distinct identity for Eastport,

working through the cooperative efforts of all concerned citizens and businesses  

• Goal 2: Preserve the lifestyle, quality of life, safe and “user-friendly” environment, and business climate of Eastport, centered around the maritime industry  

• Goal 3: Develop and implement a set of guidelines and standards for business in Eastport 

• Goal 4: Develop the streetscape and infrastructure consistent with support of appropriate development 

• Goal 5: Preserve and promote a healthy and diverse mix of economic, demographic, racial, and ethnic groups in Eastport

9/17/2002 12

Goal 1: Strategies Create and develop a distinct identity for Eastport, working through the cooperative efforts of all concerned citizens and businesses  

• Initiate and foster coordination and cooperation among all Eastport community interest groups – EBA, ECA, MAB, MRE, others– E.g., Coordinating Leadership Council, annual town meeting

• Sponsor regular Eastport community events that build on our maritime heritage– E.g., consolidate existing events into one or more events that celebrate

what Eastport is all about – music, food, arts, old boats, MRE events

• Establish regular ties to City Council, MAB, Port Wardens, ECA – E.g., designated EBA reps attend all important meetings

• Build on existing Eastport “brand” (“We like it this way”– “A Diverse, Dynamic Waterfront”)– E.g., increased visibility of logo, signage; retain PR firm to promote

Eastport business

9/17/2002 13

Goal 2: Strategies Preserve the lifestyle, quality of life, safe and “user-friendly” environment, and business climate of Eastport, centered around the maritime industry  

• Work with City officials, property and business owners to preserve maritime industry, especially “hard” maritime industry– E.g., strong enforcement of maritime zone, harborlines, waterfront

• Encourage expanded participation by maritime businesses in EBA– E.g., special membership drive, listing of maritime businesses

• Promote continued coexistence of commercial, residential, and maritime land uses in a way that serves the residents and businesses of Eastport– E.g., preservation & adaptive re-use of older structures, historic

maritime properties & vistas/street ends

• Develop a comprehensive plan to reduce crime in Eastport• Promote enforcement of environmental laws and support

programs to protect and save the Bay

9/17/2002 14

Goal 3: StrategiesDevelop and implement a set of guidelines and standards for business in Eastport 

• Work with residents and businesses to focus on “what works” for business in Eastport – E.g., survey; adopt guidelines to guard against “Main Street”; advise

potential businesses

• Monitor and support appropriate development of the potential large development projects pending in Eastport – E.g., Fourth St., shopping center

• Create infrastructure within EBA to support and advocate for local Eastport businesses– E.g., database, help on zoning & permits, “Buy Eastport” campaign,

make sure that key decision makers have Eastport views & ideas

9/17/2002 15

Goal 4: StrategiesDevelop the streetscape and infrastructure consistent with support of appropriate development

Goal 4: StrategiesDevelop the streetscape and infrastructure consistent with support of appropriate development   

• Work with City officials, and ECA, to design and build distinctive streetscape for Fourth St., Severn, and Chesapeake Aves. – E.g., sidewalks, trees, defensible design, signage, lighting, furniture,

upgraded and buried utilities

• Work with City officials, residents, and business owners to develop and implement plans for expanded public transportation– E.g., bikes, dinghy access, trolleys, water taxis

• Work with City officials, residents, and business owners to develop and implement plans to more effectively manage parking– E.g., Parking Management Board to study and plan for workable

solutions

• Work with City officials, residents, and business owners to keep Eastport clean and attractive – E.g., uniform Eastport trash containers, regular clean-up activities

9/17/2002 16

Goal 5: StrategiesPreserve and promote a healthy and diverse mix of economic, demographic, racial, and ethnic groups in Eastport

• Work to strengthen schools serving Eastport students– E.g., volunteer for programs, fundraising

• Coordinate economic and civic development efforts to maximize benefits for the whole community– E.g., collect & analyze demographic & economic data, identify

trends

• Work with city officials and other stakeholders to ensure continued availability of affordable housing in and around Eastport – E.g., heritage area tax grants, other financial incentives

• Foster greater cooperation and participation by a broad range of Eastport citizen and business groups– E.g., jointly sponsor forums, outreach efforts

9/17/2002 17

Action Planning• EDC identified a set of actions or initiatives for each

of these 20 strategies– Also generated many additional action ideas; both lists

available for follow-up action teams

• Framework for action established, ready to go • Strategies/actions grouped into three buckets:

– Near-term, require EBA action only– Mid-term, require support or coordination with ECA

and/or other groups– Long-term, require support, coordination, resources from

City government

9/17/2002 18

Next Steps• Comment period for EBA membership through

Sept. 30 -- email or call Carey Kirk• Present plan to and seek cooperation for joint

action with ECA, MRE, others; unified efforts get results!

• EDC recommends immediate EBA action on near-term, high-value, “easy wins”:– Establish regular ties to City Council, MAB, Port Wardens– Encourage expanded participation by maritime businesses in EBA– Create infrastructure within EBA to support and advocate for local

Eastport businesses

9/17/2002 19

Next Steps (cont’d)

• On other high-value, mid- or long-term initiatives, EBA Board should set priorities for action– Begin now to do groundwork for more complex and difficult projects,

e.g. streetscape, infrastructure, crime, preservation, potential large development projects, Eastport events

• EBA Board should establish a Steering Committee for implementation of plan– Appoint committee chairs for near-term initiatives

• EBA Board should develop a communications plan for keeping all interested parties informed