JANUARY 21, 1998 WORKSHOP RESULTS
Over 40 participants attended the January 21 workshop at the Oak Park Community Center. Left, Councilwoman Lauren Hammond listens to participants discussing strategies.
WORKSHOP OBJECTIVES
The purpose of this web page is to summarize the results of the January 21, 1998 Broadway/Stockton Urban Design Plan workshop. The workshop was the second of two events sponsored by the Citizens Advisory Committee (CAC) to broaden participation by interested property owners, businesses and residents. The overall objectives for the workshop included:
· Review the results of the first workshop held on December 3, 1997.
· Refine the strategies that support the overall planning principles for the area.
· Test the planning framework and identify ways to improve it.
· Discuss image objectives for the Broadway/Stockton areas.
PLANNING ISSUES
Initially, the consultants reviewed information researched to address the issues brought up by the participants at the first workshop and the CAC. These included eight topics:
1. Transit Alternatives to the Automobile
· Location of Bus Routes and Stops
· Bike Lanes/Regional Bikeway Plan
· Future Rail/Trolley
2. Status of Historic Preservation Efforts
· 1980 Historic Survey
· City-wide Preservation Strategy
· Proposed Oak Park Survey
3. Cultural Facilities and Activities
· Victor (Guild) Theater
· Cultural Programming
· Med Center/Health-Science Center
4. Social Services Issues
· Location and Number of Organizations
· Drug and Alcohol Treatment Centers
· Shelter and Food Programs
5. Crime and Perception of Crime
· Crime Hot Spots
· Neighborhood Policing Success
· Perceptions
6. Financing Improvements
· Current Oak Park Resources
· Future Oak Park Project Area Resources
· Stockton Project Area
7. Commercial Area Management
· Community Expectations
· Current Organizations
· Management Factors for Success
8. Retail Opportunities
· Broadway/34th
· Broadway/Stockton
· Fruitridge/Stockton
PLANNING TEAM EXERCISES
The workshop was organized so that participants could work in planning teams to complete three exercises.
EXERCISE #1: Strategies
The first was to work on an overall set of strategies that would support the seven principles identified in the first workshop. These are summarized on pages 4 and 5 of this newsletter.
EXERCISE #2: Using Places
The planning teams tested the Planning Framework as if they were working in, living by, or visiting the Broadway/Stockton area.
Each team was assigned a particular role to play when testing the planning framework. These "scenarios" included:
Team #1: Elderly Oak Park Resident
Team #2: Medical Center Employee
Team #3: High School Student
Team #4: Family South of Fruitridge
Team #5: Tahoe Park Neighborhood Young Couple
The teams mapped-out the pattern of use of the assigned "scenario." They used three color pens to show where their scenario went and how they got there on a typical week day, evening, and weekend.
Each team then discuss what three things they would do to make the Planning Framework better for their scenario. The teams' results of this can be found on pages 5-10 of this newsletter.
EXERCISE #3: Image Objectives
At the first workshop, participants felt the overarching objective for Broadway/ Stockton is to improve the area's image. At the second workshop planning teams is to provided words and phrases that capture the essence of the image and character of Broadway and 34th; Broadway and Stockton; and Stockton and Fruitridge. The most popular image descriptions for each included:
1. Broadway and 34th
· Broadway and 34th will become the mixed use "town center" for Oak Park.
· It will be the walkable core of a historic district that is the focus for Oak Park's cultural and arts.
· The area is to be a busy pedestrian friendly destination.
2. Broadway and Stockton
· Broadway and Stockton is to be a "cross roads" place.
· It will be a mixed use center for food, convenience services, businesses and residential activities.
· The area's image will reflect the past memories of the State Fair and the current trends as the International Market Place.
· It will be lush and well landscaped.
3. Stockton and Fruitridge
· Stockton and Fruitridge will be the multi-cultural "shopping center" for Stockton Boulevard.
· Larger stores, retail and restaurants for families would be found here.
· It will be colorful place with an overall signage and graphic theme that reflects the Asian influence and emphasis as the International Market Place.
PRINCIPLES AND STRATEGIES
1. Increase economic opportunities.
The planning for the area should strive to create and environment that makes economic success possible and creates a variety of employment opportunities.
An overall objective and leading principle for the Urban Design Plan is to nurture and promote activities that makes economic success possible and inclusive. Strategies should expand the market base and create opportunities for existing businesses and residents.
The economic strategy includes:
· Uses that Create a Regional Draw and Image
· Businesses Contributing to Historic District Themes
· Regulations that Make Development Easier
Other Added Strategies:
· Bring Higher Quality Stores
· Use Economic Incentives
2. Preserve historic buildings.
The plan should highlight historic landmarks, existing places, and overall character and richness.
In 1980 a Historic survey of the Oak Park Redevelopment Area revealed there were 30 buildings of historic value and 4 potentially eligible for the Nation Register. These, and other contributing buildings, establish a scale and character that workshop participants want emphasized in the Urban Design Plan.
The preservation strategy includes:
· Design Plans Featuring Historic Landmarks and Streets
· Incentives for Preservation
· Guidelines Emphasizing Preservation
· Zoning Changes that Protect Historic Resources
Other Added Strategies:
· Promote and Market Preservation
· Compliment Buildings with Historic Streetlighting
3. Improve connections with new investment.
Develop design themes and concepts for pedestrian amenities, signage and infill development that enhances the connection between adjacent commercial areas and commercial areas to neighborhoods.
Participants felt that new investment should act as a binder that enhances physical, economic and image linkages between the Broadway/Stockton areas' existing assets.
The "connections" strategy includes:
· Streetscape Improvements to Link Areas
· Land Uses that Bolster Areas' Strengths
· Design Themes that Build on Positive Historic Image
Other Added Strategies:
· Improved Cross Walks
4. Improve landscaping and streetscaping.
New street trees, lighting, street furniture and signage should be included in the investment strategy for the Broadway and Stockton Boulevard areas.
Streetscaping has been viewed as an essential ingredient to the revitalization of the Broadway/Stockton areas.
The streetscape strategy includes:
· Streetscape Reflecting the Use and Scale of Uses
· Encourages and Enhances Pedestrian Connections
· Promotes Use of Transit
· Contributes to Historic Themes
Other Added Strategies:
· Use Historic Streetlighting
· Uniform Signage System
· Underground Utilities
5. Design streetscape and development for enhanced transit usage and pedestrian comfort.
New public and private investment should provide pedestrian amenities, provide for bicycles and improve access to transit in the Broadway and Stockton Boulevard corridors.
One of the primary interests of the participants is to promote the use of non-auto transit in the Broadway/Stockton areas. They want to see greater emphasis on bicycles, bus and shuttle/trolley systems.
The transit/streetscape strategy includes:
· Improving Bus Stops
· Implementing Bike Lanes
· Adding Streetscape Amenities-Furniture, Bike Racks, Etc.
Other Added Strategies:
· Improved Crosswalks
· Reduce Stockton to 2 Lanes
6. Attract new businesses.
The planning should assume new businesses will be attracted that better meet the neighborhoods' needs, reuse existing buildings and act as catalyst for attracting other retailers.
Workshop participants wanted to attract new businesses for economic reasons and to provide better commercial services to the neighborhoods. They viewed the existing building stock as an asset and strength to marketed to attract business.
The business attraction strategy includes:
· Recruit Impact (Catalyst) Uses
· Increase Variety of Services
· Increase Quality of Services
· Link Historic Themes to Recruitment and Marketing
List Other Strategies:
· Use Economic and Other Incentives
· Initiate a PR Campaign
· Make the Area Safer and Cleaner
7. Provide for cultural and entertainment uses.
The planning should identify opportunities for cultural and entertainment uses such as cinemas, theaters, social clubs and related entertainment.
Leisure activities for families, cultural activities and entertainment were identified as desirable uses to attract to Broadway/Stockton. These were viewed as traditional uses for the area and could be connected to the historic preservation theme.
The cultural and entertainment strategy includes:
· Reusing Historic Theaters and Cinemas (Historic Victor/Guild Theater)
· Recruiting Community-Based Cultural Organizations
· Finding Financial Sponsors
Other Added Strategies:
· Add Public Art
· Provide Artist Residences
WORKSHOP TEAM SUMMARIES
TEAM #1
Team #1 examined the planning framework as if they were elderly Oak Park residents. They felt clustering services in a comfortable environment would make the area the planning framework stronger.
Three things to make the Planning Framework better for Elderly Oak Park Residents:
1. Strategic business placement-see cluster concept on map
· more satellite medical support-health care
2. Develop consistent lighting/landscape plan and signage
· Key directory/map site of services with clear street identifications
3. More gathering places
TEAM #2
Team #2 examined the planning framework as if they were Medical Center employees. They felt the framework planning would be improved by emphasizing a safe and clean shopping area near a "World Class" medical campus.
Three ways to make the Planning Framework better for Medical Center Employees:
1. Image Objectives
· making it a safe place and a haven for the good people (code enforcement)
· overall appearance of shopping centers that exist in area, other businesses
2. Pride of community ownership
3. World-class medical center
· also, an existing research center
TEAM #3
Team #3 examined the planning framework as if they were high school students. They felt the planning framework would be stronger if it stressed bicycle routes and youth art, cultural and career training programs.
Three ways to make the Planning Framework better for High School Students:
1. Public access to R.T.
· public bicycle program
2. Hands-on cultural activity centers
· youth activity.
3. Enhance current program
· career enhancement programs
· art cultural enhancement
· inform students, etc. of already existing programs
TEAM #4
Team #4 examined the planning framework as if they were a family from south of Fruitridge. They felt the planning framework would be stronger if the areas' overall safety and cleanliness were improved, there were a greater variety of commercial services, and access to transportation was better.
Three things to make the Planning Framework better for a Family South of Fruitridge:
1. Improve Aesthetics, safety
· overall appearance of shopping centers that exist in area, other businesses
2. Massing of businesses,
· keep day to day businesses here-Pet stores, clothing, etc.
· convenient locations
· variety of businesses
3. Pedestrian safety, traffic management
· convenient transportation
TEAM #5
Team #5 examined the planning framework as if they were a Tahoe Park young couple. They felt the planning framework could be stronger if there were additional amenities such as a gym/health club and coffee shops.
Three things to make the Planning Framework better for a Tahoe Park Neighborhood Young Couple:
1. Gym/workout center, health club at UCDMC open to the public
2. Art in public places
· Capital City Garage/coffee shop at Tires at Stockton and 9th
· NO DOGS
3. Tear down old so called "historic" buildings
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