HomeMy Public PortalAbout2008 - Report of Ad Hoc Committee on Revitalization of Old Town REPORT OF THE
AD HOC
COMMITTEE ON
REVITALIZATION
OF OLD TOWN
APRIL 2008
S
c
PRIORITIES AND RECOMMENDATIONS
FROM THE
AD HOC COMMITTEE ON REVITALIZATION
OF OLD TOWN
Foundational Priorities . (page 4)
1. Old Town Revitalization Action Center
2. Old Town Development Corporation
3. Target Areas of Old Town for City and Financial'Resources
Residential Investment Priorities (page 7)
4. Downpayment Assistance for Residential.Purchases in Targeted Areas of Old Town
5. Bank Loans-for Residential Purchases in Targeted.Areas.of Old Town
6. Financial Assistance for Conversion from Multi-Unit to Low Density Rentals
7. Incentives for Neighborhood Improvement Districts
Community Investment Priorities (page 9)
8. Incentives for Community Improvement Districts
9. Bank Loans for Commercial Development
10. Tax Increment Financing Districts
Other Recommendations (page 11)
11. Mixed-use Rezoning
12. Vacancy Registration for Properties in C-2 Zoning
13. New Job Creation Incentive
14. Building Codes Specific to Old Town
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REPORT OF THE
AD HOC COMMITTEE ON REVITALIZATION
OF OLD TOWN
Introduction
The Ad Hoc Committee on Revitalization of Old Town' was created by vote of the City
Council on December 3, 2007, and its membersz were appointed by Mayor John Landwehr on
December 17, 2007. The Ad Hoc Committee was charged with investigating ways that the City of
Jefferson might foster investment and revitalization in the Old Town area of Jefferson City' and to
report its findings to the meeting of the City Council on April 7, 2008.
Investment and revitalization contemplates more than the restoration of aging buildings
and infrastructure. The Ad Hoc Committee's overarching objective was to identify initiatives that
together might serve as an economic stimulus package for Old Town and, ultimately, the entire
City of Jefferson. Support of"attractive redevelopment in central neighborhoods" is one of the
seven objectives identified by Market Street Services, Inc. in its Economic Development Strategic
Plan submitted to the Jefferson City Area Chamber of Commerce on October 17, 2006. At the
same time, the Ad Hoc Committee recognized that the City of Jefferson has limited resources and
sought to leverage those resources by focusing on mechanisms that could either be coupled with
existing programs or offered in partnership with other funding sources.
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The Ad Hoc Committee met ten times in its three months of existence with most members
The Old Town area was officially designated by a vote of the City Council in the spring of 2007 and is roughly
described as the area within lines running from Dix Road on the west to Stadium Boulevard on the south to
Moreau Drive on the east and then back to the Missouri River on the north.
2 The individuals appointed to serve on the Ad Hoc Committee were Brian Crane,Phil Freeman,Cindy Layton,
Ron Medin,Mark Mehmert,Alan Mudd,Bob Robuck,and Jim Wisch. City Administrator Steve Rasmussen,
Assistant City Administrator Melva Fast,and Finance Director Steve Schlueter have also been active participants
in the Ad Hoc Committee's work.
3 The mission statement adopted by the Ad Hoc Committee at its organizational meeting states:"The Ad Hoc
Committee on Revitalization of Old Town shall explore,gather input from constituent interests, identify and
recommend financial incentives that the City of Jefferson,alone or in combination with other funding sources,
might provide to initiate,sustain and augment investment and revitalization in the Old Town sector of our
community."
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in attendance at each meeting. Even though the Ad Hoc Committee included a banker, a realtor, a
representative of the Jefferson City Chamber of Commerce, a commercial developer, a
representative of a local neighborhood associations, and three council persons, it first sought to
broaden the input it received by spending a little over two months meeting with people who had
either invested in the Old Town area or had special expertise in spurring economic activity.4 The
information-gathering culminated in a public hearing on February 28, 2008, in which over twenty
residents participated.' The Ad Hoc Committee then met four times in March to discuss what it
had heard and to arrive at a consensus of recommended actions in response.to its findings.
This report identifies ten priorities for revitalization of Old Town and provides both the
Ad Hoc Committee's rationale for the identified priorities as well as an explanation of how the
initiatives might.interact to promote revitalization in Old Town. In addition, the Ad Hoc
Committee submits four recommendations for further study and consideration. These
recommendations involve items not strictly within the scope of the Ad Hoc Committee's mission
statement but the Ad Hoc Committee nonetheless believes they-could encourage investment in
Old Town and merit further exploration.
4 Those accepting the invitation to visit with the Ad Hoc Committee included Judge Jon Beetem,Randy Schen,
Darryl Hubble,Juanita Donehue,Ron Dawson, Reggie Walker,and Mark Mathers.
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Foundational Priorities
The revitalization of Old Town breaks down into two distinct challenges - promoting
residential investment and spurring commercial redevelopment. These challenges intersect at
some points where they can be commonly addressed, but generally require separate responses.
However, any sustained efforts in revitalizing Old Town first requires a foundation that can
support revitalization independent of the transitory interests of elected officials or the piecemeal
efforts of city staff already consumed in a host of equally pressing matters. Both residential
revitalization and commercial development in Old Town will be advanced by the creation of two
entities which are the Ad Hoc Committee's top two priorities.
#1 OLD TOWN REVITALIZATION ACTION CENTER
Nearly everyone who appeared before the Ad Hoc Committee lamented the lack of a
clearinghouse where those interested in investing in or rehabilitating structures could go for
guidance concerning potential sites and available financial assistance. The Ad Hoc Committee
strongly recommends the creation of such a clearinghouse that would not only provide
information but also serve as a counselor and guide through the matrix of available resources.b
The precise organizational outline of the Old Town Revitalization Action Center must
necessarily be left to others, but it should initially be headquartered at the Jefferson City Area
Chamber of Commerce. A single point of entry for interested persons is desirable—even though
some might be interested in commercial development while others might be inquiring about
residential opportunities(or both commercial and residential opportunities). It should be as
simple as possible to contact the Old Town Revitalization Action Center; maintaining separate
portals to access residential and commercial assistance would needlessly complicate the process.
However, it is anticipated that after the initial contact at the Jefferson City Area Chamber of
Commerce the inquiries involving residential revitalization would be forwarded to the City of
Jefferson while Chamber personnel would handle inquiries related to commercial revitalization.
With the possible exception of some reallocation of staff resources and incidental
overhead expenses at both the Jefferson City Area Chamber of Commerce and the City of
Jefferson, the Old Town Revitalization Action Center would not require the appropriation of any
additional funds for its operations.'
5 Articles by reporter Michelle Brooks appearing in March 1,2008,edition of the News Tribune that summarize
the public meeting are included in Addendum#1.
6 Lists of financial resources presently available to qualifying projects appear on Addendum#2.
7 A project that neatly coincides with this priority is already underway. The City of Jefferson is already working
on a historic preservation manual funded by a state grant that will list available funding sources and programs.
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##2 OLD TOWN DEVELOPMENT CORPORATION
The informal restructuring of resources at the Jefferson City Area Chamber of Commerce
and the City.of Jefferson City to create the Old Town Revitalization Center is not sufficient to
meet the need for-sustained revitalization efforts in Old Town. A non-profit corporation should
be created with the sole focus of promoting commercial and residential revitalization in Old
Town.g
The Old Town Development Corporation could be the vehicle for carrying forward
revitalization on several fronts. Among them:
a. Serving as a conduit for state and federal funding for Old Town projects.
b. Serving as a repository for the commercial historic fagade easements that would
make property owners eligible for federal tax deductions (20 U.S.C. Section 170
h) if they restore their buildings to their original facades.9
C. Serving as an umbrella organization to help guide and coordinate the activities of a
variety of business and neighborhood groups already at work within Old Town.
d. As a tax-exempt organization, the Old Town Development Corporation could
independently raise funds to support revitalization efforts in Old Town and could
accept donations of real estate.
e. As it became more financially established, the Old Town Development
Corporation could purchase, develop and sell properties to advance revitalization
in Old Town.
E At some point the Old Town Development Corporation would assume the
operations of and be responsible for the Old Town Revitalization Action Center.
Most immediately, a board of directors appointed by the Mayor with the approval of the
City Council for an Old Town Development Corporation would bring the City of Jefferson's
imprimatur to revitalization efforts in Old Town. The directors' first task would be
recommending target areas of Old Town where the City of Jefferson's resources would be best be
focused (to be discussed more fully below as Priority#3).
Like the previous priority, creation of the Old Town Development Corporation would not
require any additional outlay of city funds. Although it would initially require the administrative
support of city staff it would be an independent entity committed to the revitalization of Old
Town.
8 Concurrently with the Ad Hoc Committee's work,a consultant working with the Southside Business League
separately concluded that a redevelopment corporation is a necessary tool for Old Town.
9 The tax deductions come from the federal government but the"easement"assuring that the original fagade will
be maintained after it is restored necessarily must be given to a local organization that can monitor the property
owner's observance of the easement. Presently,no local organization fulfills that role in Jefferson City.
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#3 TARGET AREAS OF OLD TOWN FOR CITY AND FINANCIAL RESOURCES
The Old Town area of Jefferson City is large and the resources available for its
revitalization are limited. Rather than spreading the available resources so thinly that results are
not readily discernible, the Ad Hoc Committee believes that targeting.areas and/or properties
within Old Town for focused support will breed the kind of success that will lead to further
successes beyond the targeted areas throughout the rest of Old Town and the City of Jefferson.
The third-foundational priority essential to laying the groundwork for Old Town's revitalization
efforts is the designation of a handful of designated target areas that would be the focal points of
financial incentives and support from the City of Jefferson.
The target areas would be designated by the board of directors of the Old Town
Redevelopment Corporation. Criteria should include.not only the needs of a particular area but
also the extent to which a neighborhood engages in"self-help"by undertaking its own
revitalization with established plans independent of governmental assistance.
Like the first two foundational priorities for revitalization of Old Town, the designation of
target areas would not require any outlay of city funds. However, designation as targeted areas
would have financial consequences for the areas so designated. A target area would be given
some deference when city officials divide up the available resources for public infrastructure
improvements and code enforcement. A target area would also be eligible for a number of
financial incentives hereinafter described.
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Residential Investment Priorities
The prototypical residential investor that the Ad Hoc Committee hopes,to attract to Old
Town is a young person with a stable income who is probably unable to afford a comparable
home in other areas of town.10 The following programs, alone or in combination with other
incentives, would allow homebuyers in a designated target area to purchase houses of a size and
quality that they could not otherwise afford. In return, Old Town would gain homeowners
interested in improving and preserving their homes who would stabilize the area and improve
property values throughout Old Town. The ultimate returns on the proposed investments would
be aro improved tax base for the City of Jefferson and reduced city expenditures for police, fire,
and code enforcement in the former"problem areas" of Old Town.
#4 DOWNPAYMENT ASSISTANCE FOR RESIDENTIAL PURCHASES
IN TARGETED AREAS OF OLD TOWN
This initiative would provide down payment assistance to homebuyers making purchases
in a targeted area of Old Town. A qualifying homebuyer.must purchase a house in a target area
built before 1951, must live in the.home for five years after purchase, and must bring the house
into compliance with the city codes. The homeowner's obligations would be secured by a
mortgage held by the City of Jefferson that would be forgiven incrementally each year until it was
completely forgiven after five years. This initiative would be capped with a given number of
homeowners receiving down payment assistance per year and would automatically expire after
three years unless extended by the City Council.
#5 BANK LOANS FOR RESIDENTIAL PURCHASES
IN TARGETED AREAS OF OLD TOWN
A would-be homeowner qualifying for down payment assistance from the City of Jefferson
would automatically be considered for a bank loan with more favorable terms than are otherwise
available. The loan would be made by a participating lender chosen by the borrower. The degree
to which local banks participate as well as terms which they would offer to borrowers would be
10 There is no requirement that the persons purchasing house in Old Town be young or that it be their first home
purchase. The prototype merely reflects the Ad Hoc Committee's expectation of who would likely be interested.
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left to the marketplace,but in each case a bank loan under this initiative would be linked to the
down payment assistance program. A potential homebuyer that did not qualify for down payment
assistance from the City of Jefferson would not be eligible for a bank loan under this-program.
Because the loan program would be linked to the down payment assistance initiative, .it also
would be limited to a give number of homeowners each year and would automatically expire after
three years unless extended by the City Council.
#6 FINANCIAL ASSISTANCE FOR CONVERSION
FROM MULTI=UNIT RENTALS TO L--OW DENSITY RENTALS
It has become almost an article of faith among policymakers that the goal for Old Town
should be owner-occupied housing and that most problems of code enforcement�and substandard
housing can be laid at the doorsteps of landlords trying to squeeze profits out of structures never
intended to be multi-unit rentals. At least one person" appearing before the Ad Hoc Committee
challenged those assumptions and suggested that rental housing will inevitably be part of mix of
residential living in Old Town. The Ad Hoc Committee, too, believes it is unrealistic to expect
that rental housing will completely disappear from Old Town. Nor is it desirable. Responsible
landlords and responsible tenants add to the efforts to revitalize Old Town.
However, it should be a priority to encourage landlords to reduce the number of tenants
living in what were originally built as single-family homes. Financial assistance should be made
available to landlords in targeted areas who will commit to reducing the number of rental units in
houses ill-equipped to accommodate such occupancy rates.
#7 INCENTIVES FOR NEIGHBORHOOD IMPROVEMENT DISTRICTS
Old Town developer Ron Dawson suggested to the Ad Hoc Committee that public
funds applied to target areas be directed primarily to public improvements rather than to
improvement of private properties. Mr. Dawson reasoned that the increased market values
achieved by improving a private property might be realized by a single owner who might quickly
sell the property—taking the profit and city's investment out of Old Town. In contrast, public
improvements like sidewalks or street lighting also improve neighborhoods but remain even after
turnover in private ownership of property.
Mr. Dawson's suggestion should be taken a step further by encouraging mechanisms for
self-help already available to neighborhoods. Rather than arbitrarily funding public improvements
in selected areas, the City of Jefferson should reward those areas demonstrating a commitment to
contributing funds for own their public improvements. Two programs already authorized by state
statutes are available to neighborhoods wishing to engage in self-help—Neighborhood
Improvement Districts in residential neighborhoods and Community Improvement Districts for
commercial areas (to be discussed more fully below). Both of these special benefit districts allow
Judge Jon Beetem
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neighbors to assess or tax themselves for common improvements and services within their
districts.
This self-help should be encouraged with an incentive offered by the City of Jefferson in
which city property taxes collected within an area which has created a Neighborhood
Improvement District would be earmarked for public improvements in that same area for a given
number of years following creation of the Neighborhood Improvement District. The City of
Jefferson would match the money spent by the Neighborhood Improvement District dollar for
dollar but only to the extent of the city property taxes collected within the district. The
Neighborhoo_dAmprovement District could not sit on the money indefinitely; after a prescribed
number of years the earmarked property taxes collected within the Neighborhood Improvement
District would no longer be restricted and would be available for use by the City of Jefferson in its
sole discretion.
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Commercial Investment Priorities
Commercial development which might seem out of place in outlying residential
neighborhoods is desirable in most areas of Old Town. Part of the appeal of Old Town for
would-be residents is the ready access to shopping, entertainment, schools and churches within
walking distance. It is a symbiotic relationship—retail establishments require nearby residents for
regular patronage while residents require establishments to patronize. Consequently, the Ad Hoc
Committee suggests the following priorities to foster commercial development.
#8 INCENTIVES FOR COMMUNITY IMPROVEMENT DISTRICTS
A mechanism similar to that discussed immediately above for Neighborhood Improvement
Districts should also be available to encourage the creation of Community Improvement Districts
for commercial neighborhoods. Like Neighborhood Improvement Districts, the mechanism
permitting creation of Community Improvement Districts already exists. In fact, one area has
already has already formed a Community Improvement District12 and its members are taxing
themselves to pay for public improvements in their area. The Ad Hoc Committee was told at its
public meeting on February 28, 2008, that another group of property owners situated along
Capitol Avenue is also interested in the concept.'3
Incentives to create Community Improvement Districts would again take the form of
earmarked tax dollars being applied on a matching funds basis to public improvements within a
target area for a limited number of years following creation of the Community Improvement
District. This approach allows a"leveraging" of public funds far beyond what they might
otherwise achieve if merely appropriated to fully fund public improvements within the target
areas.
#9 LOAN PROGRAM FOR COMMERCIAL DEVELOPMENT
For many years the State of Missouri has promoted economic development in targeted
areas with a program administered by the State Treasurer's office in which state funds deposited
with a participating bank earn a reduced rate of interest and, in turn, the bank lends money at a
reduced rate of interest to a borrower engaged in the activity the State of Missouri wants to
encourage. The deposit made by the State of Missouri is equal to the amount of the loan. Put
another way, the state deposit earning a reducing rate of interest "buys down"the interest rate on
the loan to the borrower. There is no guarantee of the loan by the State of Missouri. No state
12 Southside Munichburg Community Improvement District
13 Comments of Steve Veile of the newly-formed Capitol Avenue Landmark League.
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funds are at risk. The state cost is the reduction of interest it would have otherwise received for a
deposit accruing interest at market rates.
The model of the state program can be adopted and modified by the City of Jefferson to
spur commercial development in Old Town. Rather than a direct outlay of city funds to
commercial developers, the City of Jefferson could leverage some of its available resources to
encourage local banks to make loans for commercial development within Old Town on more
favorable.terms than would otherwise be available for such commercial projects. The City of
Jefferson's only-involvement would be to.make a deposit in the amount of the loan which would
accrue interest at something less-than the market rate. The city money would be deposited with
the participating lender for five years or for the term of the loan, whichever is shorter. The City
of Jefferson's expenditure on the program would be limited to the difference between the lower
interest rate its deposits accrue in exchange for•the more favorable bank loans and the interest rate
those deposits would have otherwise earned. The number of loans and consequently the number
of low interestdeposits should be capped so that the reduced interest income for the City of
Jefferson would not exceed a given amount in any fiscal year.
#10 TAX INCREMENT FINANCING DISTRICTS
Tax increment financing (TIF) can be controversial and has not been readily accepted by
the local community. But TIF has its place and Old Town might just be it. TIF is a tool to use
future gains in taxes to finance the current improvements that will generate those gains. When a
public project is carried out, there is an increase in the value of surrounding real estate and often
further investment and development by the private sector. The increased site value and investment
create more taxable property, which increases tax revenues. The increased tax revenues are the
"tax increment"that is dedicated to finance the debt issued to pay the initial public project.
Old Town appears to be just the sort of venue for which TIF is intended and could allow
funding for public projects that would not otherwise occur. It should be noted that while TIF
districts are often based on property tax revenues, it is also possible to use increased sales tax
revenues to repay TIF financing or to apply both increased property tax and sales tax revenues to
repayment.• Presently, TIF authority resides with the Housing Authority of Jefferson which has
used it sparingly. This is an under-utilized tool that could play a significant role in the
revitalization of Old Town.
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Other Recommendations
Inevitably the discussions of how best to stimulate economic development in Old Town
led to subjects not strictly within the purview of the Ad Hoc Committee's mission statement.
While the Ad Hoc Committee does not believe it has authority to identify the following items as
priorities, it nonetheless considers them to be potentially valuable tools and worthy of further
consideration.
#11 MIXED USEL1 REZONING
Development over nearly two centuries in Old Town has been a haphazard affair with
commercial, residential, entertainment, and-public properties all existing within a stone's throw of
one another. That is not necessarily undesirable and might even be viewed as among the potential
attractions of Old Town. Still, current zoning ordinances are ill-suited to assuring that property
owners in mixed-use areas can co-exist and prosper together.
City planning officials should re-evaluate all areas within Old Town currently zoned C-2 to
determine whether they might better be served with a new zoning category called "Mixed Use
Zoning". Mixed Use Zoning would strive to accommodate residential, commercial and
entertainment components. It would allow for the preservation of historic buildings, new
construction compatible with existing buildings, and on-street and shared off-street parking where
possible. Further conversion of older homes into multi-unit rentals would be discouraged by
minimum living space standards and by requirements for off-street parking.
#12 VACANCY REGISTRATION
A disturbing trend within Old Town has been the willingness of some commercial property
owners to allow their buildings to sit idle as they wait for the rising tide of economic development
to improve their property values. This has a number of negative results including increased
oversight by police, fire and code enforcement and_a general"dragging down" of the
neighborhoods where these properties sit vacant.
Don Trabue appeared before the public meeting on February 28, 2008, and described
another community's `use it or lose it" approach towards vacant properties where property
owners were given the option of either improving their properties or risking condemnation. The
Ad Hoc Committee would not suggest a similar approach, but believes a requirement that vacant
properties within C-2 zoned areas of Old Town be registered should be studied further.
An owner of a building might be required to register if the property sits vacant for more
than six months. Registration could include completion of a vacant building form, a plan to
maintain the building's exterior, and registration fee. The registration would be renewed annually
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for as long as the building remained vacant. Registration would not only discourage vacant
buildings and recoup some of the city's administrative expenses in dealing with them, it would
also provide a registry of potentially,available properties to anyone interested in investing in Old
Town that could be maintained at the Old Town Revitalization Action Center.
#13 NEW JOB CREATION INCENTIVE
The Jefferson City Area Chamber of Commerce is not an agency of the City of Jefferson
and-has its own priorities and obligations to its membership. However,the local chamber receives
financial support from city and county governments to foster economic development. Moreover,
a key objective of the Economic Development Strategic Plan prepared by Market Street Services,
Inc. for the Jefferson City Area Chamber of Commerce was to "foster greater entrepreneurial
spirit". In furtherance of that objective, the Ad Hoc Committee encourages the Jefferson City
Area Chamber of Commerce to consider incentives it might provide to businesses creating new
jobs and retail opportunities within the Old Town.
#14 BUILDING CODES SPECIFIC TO OLD TOWN
Renovation of older structures built before the advent of modern building codes can be
complicated by strict adherence to such standards. The Ad Hoc Committee is informed that strict
compliance may be waived on a case by case basis by code enforcement,but suggests that a less
arbitrary and more comprehensive approach might be achieved by an alternative building code
within Old Town. Uniform codes applicable to older structures have promulgated by nationally-
recognized authorities. While the Ad.Hoc Committee does not propose anything that would
undermine the safety and soundness of structures in Old Town, the possibility that those goals
might be achieved with less expense by property owners is worthy of further investigation.
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Conclusion
Revitalization of Old Town is a serious matter and is a key to the economic prosperity of
the entire community. As noted in the Economic Development Strategic Plan by Market Street
Services, Inc. dated October 17, 2006, "[a] downtown area is the heart and soul of a community—
it can embody the overall characteristics of a city..... A thriving downtown requires a public and
private commitment to developing a dynamic area for residents, visitors and businesses." The Ad
Hoc Committee appreciated the importance of the task to which it was assigned and spent many
hours working to arrive at the priorities and recommendations discussed in this report.
At the same time, the Ad Hoc Committee is mindful that its work is advisory only. It has
no authority or responsibility for setting policy, enacting legislation, or appropriating public funds.
These findings and recommendations provide a framework for addressing issues long neglected so
that Old Town might reclaim its place as a vital and vibrant center of our community. It is now
incumbent upon the City of Jefferson to act. This report should be referred to the City Council's
Administration Committee for further study and implementation of the priorities identified herein.
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ADDENDUM #1
Entrepreneurs look for guidance
with Old Town efforts
By Michelle Brooks
mbrooks@newstribune.com
At the south end of Old
Munichburg, a typical,
German-built brick building
stood vacant for nearly 30
years.
Then, young entrepreneur
Gloria Baker came along with
the dream of opening her own
business.
She had the client base and the
Jefferson Street building wasn't _
contributingto the tax rolls. � -
The Therapeutic Touch Wellness Center on Jefferson Street
is a historic building that has just been renovated and put to
But problems arose when she a new use. (Stephen Brooks/News Tribune photo)
sought funding for the project,
when city codes based on
modern construction hampered the rehabilitation of the older structure, and
when access to her newly-opened business was blocked by construction
crews repairing the Jefferson Street bridge.
Her business is open. But with these setbacks, Baker is concerned whether
she will remain in business, much less complete the building's rehabilitation.
"I think I've done a great service and added economic development," Baker
told the city's ad hoc committee on Old Town revitalization Thursday. "But I
didn't know where to go (for help)."
Baker's story is not isolated. Others would like to pursue their dream to
renovate an older building but don't know where to begin.
That is the dilemma the Old
Town revitalization committee
hopes to address. Baker and others shared their stories as part of the
committee's public hearing Thursday.
The committee is charged with investigating and making recommendations
to the City Council pursuits that would promote investment and revitalization
of the Old Town area, roughly Dix Road to Stadium to Moreau and back to
the Missouri River.
Baker's plight added validity to the committee's purpose, said
committeeman Alan Mudd.
"We need to know this kind of information, what's keeping people for doing
the work," Mudd said. "We applaud what you've done. Hopefully, we can
come up with things that could help you and others."
Chairman Ron Medin noted a top consideration for the committee has been a
clearinghouse of information, one location where potential developers of
older properties may go to find out what resources are available.
The city recently received a State Historic Preservation grant, allowing it to
create a how-to manual for historic rehabilitation with local success stories
and contact information for tax credits, other funding streams and materials.
"The problem is each problem is unique," said committeeman Mark
Mehmert. "There's no one-size-fits-all solutions."
Co m m-ittee wants to -,promote
revitalization in the area
By Michelle Brooks.
mbrooks@newstribune.com
More than 20 property owners within the Old Town boundaries
attended a public forum hosted Thursday by the city's Ad Hoc
Committee on Old Town Revitalization.
The committee is charged with investigating and making. recommendations
to the City Council about pursuits that would promote investment and
revitalization of the Old Town area, from Dix Road to Stadium Boulevard to
Moreau Drive and back to the Missouri River.
Those who spoke said they appreciated the city taking an interest in the
older neighborhoods and the problems they face.
The recurrent theme seemed to be infrastructure improvements.
From East Capitol Avenue to Ash Street to Old Munichburg, sidewalks, curbs,
gutters and lighting seem to be essential to provide a sense of safety and
pride.
Once that is improved, those who spoke agreed that property owners
probably would take a greater interest in their own properties'.
The recently-formed Capitol Avenue Landmark League believes the
extension of the downtown's historic lighting and sidewalk improvements will
be essential to maintaining and improving their historic area.
That group is interested in learning more about forming. a community
development district .to place an additional tax on properties in the area for
the purpose of funding those improvements, said member Steve Veile.
"East Capitol - most people can agree - is a pretty historic area," Veile said.
"We'd like to see that maintained."
A companion issue to the infrastructure improvement would be increased
code enforcement.
Other troubles include low-income housing, apathetic landlords or renters,
high vacancy rates, a perception of crime, fear of assessed valuation
exceeding the investment.
Suggestions for the committee's consideration included:
* Targeting specific neighborhoods for infrastructure improvements.
* Offering specific help to those wanting to open small businesses in the
older neighborhoods.
* Market the older neighborhoods to potential homeowners in their 20s and
30s.
* Develop an incentive program for city staff to renovate and live in the
older neighborhoods.
* Make better use of the city ordinances for neighborhood overlay districts ,
and historic conservation districts.
* Better public education about the development progress in the east side
and on the Missouri State Penitentiary site.
* Establish an aggressive plan for property owners to either fix, sell or
demolish deteriorating properties.
* Modify city codes for repairs and renovations to older homes to alleviate
unnecessary expenses in retrofitting modern standards.
* Maximize use of Channel JCTV channel 3.
* Explore funding streams available through the Housing, and Urban
Development for cultural institutions.
* Enlist the help of community service organizations like the Boy Scouts to
volunteer to help paint deteriorating front porches.
* Encourage the conversion of multi-family dwellings back to single-family.
ADDENDUM #2
EXISTING FINANCIAL RESOURCES AVAILABLE
TO QUALIFYING PROJECTS
Commercial Projects
- 20% Federal program for certified historic structures
- 10% Federal program non-certified, pre-1936 structures;
- 25% State program for certified historic structures;
- $10,000 Federal& State disabled access credits;
- Facade easement for charitable contribution;
- Tax Reimbursement Program for Commercial facades
w/$25,000 low interest loans from banks;
- Free parking for downtown residents.
Residential Projects
20% Federal program for certified historic structures
- 10% Federal program non-certified, pre-1936 structures;
25% State program for certified historic structures;
$5,000 Code Deficiency Program-LMI;
Five-year Tax Reimbursement Program for vacant/rentals
converted to owner-occupied;
- UMB Low Interest Loans;
- Free parking for downtown residents.
- Neighborhood Preservation Tax Credits
- Facade Program encourages upper floor
- Overlay districts
- Neighborhood Watch/Community Action Team