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Downtown Placemaking Initiative - Owensboro, Kentucky
<br />Project Contact: Madison Silvert | 270.926.4339 | msilvert@owensboro.com
<br />3100 McKinnon Street, 7th Floor, Dallas, TX 75201 | o. 817.348.9500 f. 214.451.1176 | www.gatewayplanning.com
<br />Proposal for Jump Start Development Plans |Metroplan
<br />1-5
<br />
<br />Status of Project
<br />Completion Project Partners Project Timeline Total Cost of the Project
<br />Adopted Master Plan and
<br />Form-Based Code; public
<br />infrastructure and private
<br />development underway
<br />Gateway Planning
<br />Group
<br />TXP
<br />Kimley-Horn and
<br />Associates
<br />Planning Timeline
<br />2007-2009
<br />Implementation Timeline
<br />Ongoing; code adopted
<br />2009
<br />Planning Cost
<br />Approx $500,000
<br />Implementation Cost
<br />$140 million public infrastructure;
<br />$91 million private investment
<br />Relevance to Metroplan Jump Start
<br />The Downtown Placemaking Initiative in Owensboro represents areas
<br />much like some of the historic towns of Arkansas. It had a fair amount
<br />of undeveloped property in its waterfront historic downtown, with
<br />enough vacant area to bring housing and employment into
<br />downtown. As with Owensboro, the key to implementing successful
<br />Jump Start initiatives is viewing form-based zoning and planning as
<br />both an aesthetic and an economic development exercise. It isn’t
<br />enough to create a visually appealing community; the focus needs to
<br />marry public development and financing of infrastructure with
<br />investment in private real estate development.
<br />Riverfront Placemaking Initiative –Owensboro, Kentucky
<br />Project Elements
<br />Development Diversity
<br />Efficient Growth
<br />Pedestrian Design
<br />Housing Choice
<br />Activity Centers
<br />Environmental Stewardship
<br />Quality Places
<br />Efficient Mobility Options
<br />Resource Efficiency
<br />Educational Opportunity
<br />Healthy Communities
<br />Economic Development
<br />Proposal for Jump StartDevelopment Plans |Metroplan
<br />1-5
<br />
<br />Status of Project
<br />Completion Project Partners Project Timeline Total Cost of the Project
<br />Adopted Master Plan and
<br />Form-Based Code; public
<br />infrastructure and private
<br />development underway
<br />Gateway Planning
<br />Group
<br />TXP
<br />Kimley-Horn and
<br />Associates
<br />Planning Timeline
<br />2007-2009
<br />Implementation Timeline
<br />Ongoing; code adopted
<br />2009
<br />Planning Cost
<br />Approx $500,000
<br />Implementation Cost
<br />$140 million public infrastructure;
<br />$91 million private investment
<br />Relevance to Metroplan Jump Start
<br />The Downtown Placemaking Initiative in Owensboro represents areas
<br />much like some of the historic towns of Arkansas. It had a fair amount
<br />of undeveloped property in its waterfront historic downtown, with
<br />enough vacant area to bring housing and employment into
<br />downtown. As with Owensboro, the key to implementing successful
<br />Jump Start initiatives is viewing form-based zoning and planning as
<br />both an aesthetic and an economic development exercise. It isn’t
<br />enough to create a visually appealing community; the focus needs to
<br />marry public development and financing of infrastructure with
<br />investment in private real estate development.
<br />RiverfrontPlacemaking Initiative –Owensboro, Kentucky
<br />Project Elements
<br />Development Diversity
<br />Efficient Growth
<br />Pedestrian Design
<br />Housing Choice
<br />Activity Centers
<br />Environmental Stewardship
<br />Quality Places
<br />Efficient Mobility Options
<br />Resource Efficiency
<br />Educational Opportunity
<br />Healthy Communities
<br />Economic Development
<br />Proposal for Jump Start Development Plans |Metroplan
<br />1-7
<br />for downtown as it was being developed. Finally, a Community Validation meeting was held to present the final illustrative master plan and the package of catalyst projects. Community support for this initiative was very strong, providing momentum for project implementation. Master Plan and Form-Based CodeThe final Master Plan provides an overall urban
<br />design framework within which the community can
<br />come together and reassess priorities and initiatives
<br />as market conditions evolve. Facilitating rezoning,
<br />the Master Plan is being implemented by a form-
<br />based code. This will enable Downtown Owensboro
<br />to once again be a series of well-connected urban
<br />neighborhoods, each with its own development and
<br />activity focus. With several large-scale
<br />redevelopment opportunities, the Master Plan
<br />provides the community flexibility in evaluating a
<br />variety of redevelopment options.
<br />Focus on Implementation
<br />With a strong focus on a practical but ambitious plan, the design team recommended a core set of
<br />catalyst projects that built on the existing community assets. In addition to providing order-of-
<br />magnitude cost estimates, the team identified financial strategies to fund these initial projects. With
<br />tremendous public support and ownership, the City and County approved the Master Plan and
<br />approximately $100 million to fund the infrastructure for the catalyst projects in February 2009.
<br />Despite tough economic times, the elected officials saw this as an incredible opportunity to invest in
<br />Owensboro’s future.
<br />Successes
<br />Since the ratification of the Downtown Master Plan
<br />in early 2009, there has been approximately $140
<br />million in public investment and $91 million in
<br />private investment. Initial economic analysis
<br />indicated that Owensboro should expect roughly a
<br />3:1 public/private investment ratio, but they are
<br />already just over 1½:1. Numerous business
<br />expansions and entrepreneurs have found a home
<br />in Downtown. For example, Texas Gas-Boardwalk
<br />Pipelines, a prominent corporate citizen of 50 years,
<br />moved their local headquarters from the periphery
<br />of the community into Downtown, along with 300
<br />white-collar employees. The new headquarters of
<br />the International Bluegrass Music Museum is in the
<br />In the fall of 2007, the residents of Owensboro identified downtown revitalization as an important community priority. This provided the
<br />impetus for a comprehensive downtown planning initiative led by the Gateway Planning Team. Working with partners TXP and Kimley-Horn
<br />and Associates, the Gateway Planning Team “eventually produced a plan that not only will work, but also stirs the imagination and creates
<br />excitement” (Messenger-Inquirer editorial, February 7, 2009). Bringing the Waterfront into historic downtown became the critical focus.
<br />Reinventing the design of major roadway corridors, linking downtown with other parts of downtown, created additional opportunities. One
<br />of these corridors emerged as a candidate for a Regional Streetcar Line.
<br />Master Plan and Form-Based Code
<br />The final Master Plan provides an overall urban design framework within which the community came together and reassessed priorities and
<br />initiatives as market conditions evolve. Facilitating rezoning, the Master Plan is being implemented by a form-based code. This has enabled
<br />Downtown Owensboro to once again be a linked collection of urban neighborhoods, each with its own development and activity focus. With
<br />several large-scale redevelopment opportunities, the Master Plan the community flexibility in evaluating a variety
<br />of redevelopment options.
<br />Focus on Implementation
<br />With a strong focus on a practical but ambitious plan, the Design Team recommended a core set of catalyst projects
<br />that built on the existing community assets. In addition to providing order-of-magnitude cost estimates, the Design
<br />Team identified financial strategies to fund these initial projects. With tremendous public support and ownership,
<br />the City and County approved the Master Plan and approximately $100 million to fund the infrastructure for
<br />the catalyst projects in February 2009. Despite the tough economic times, the elected officials saw this as an
<br />incredible opportunity to invest in Owensboro’s future.
<br />Since the ratification of the Downtown Master Plan in early 2009, there has been approximately $140 million in
<br />public investment and $91 million in private investment. Initial economic analysis indicated that Owensboro should
<br />expect roughly a 3:1 public/private investment ratio, but they are already at just over 1-1/2:1. Numerous business
<br />expansions and entrepreneurs have found a home in Downtown. For example, Texas Gas-Boardwalk Pipelines, a
<br />prominent corporate citizen of 50 years, moved their local headquarters from the periphery of the community into
<br />Downtown, along with 300 white-collar employees.
<br />Site Details
<br />100 Block Downtown
<br />Scope/Services
<br />Community Process
<br />Master Plan
<br />Integration with Waterfront
<br />Infrastructure Finance Plan
<br />Form-Based Zoning
<br />Cost
<br />$300,000
<br />Potential Value
<br />$500 Million
<br />Start/Completion Date
<br /> 2008 - 2010
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