HomeMy Public PortalAboutVision Downtown Parkville 2014Parkville Board of Aldermen
Nan Johnston Mayor
Diane Driver Ward 1
Kari Lamer Ward 1
Jim Werner Ward 2
Dave Rittman Ward 2
Kendall Welch Ward 3
David Jones Ward 3
Marc Sportsman Ward 4
Greg Plumb Ward 4
Former Board of Aldermen
Jim Brooks Mayor
Jackie Snyder Ward 2
Chris Fisher Ward 3
Parkville Planning & Zoning Commission
Dean Katerndahl Chairman
Keith Cary Vice Chairman
Robert Lock Secretary
Pam Scott
Kelly Fricker
Bryant Lamer
Judy McRuer
Walt Lane
Doug Krtek
Parkville City Staff
Lauren Palmer City Administrator
Sean Ackerson Community Development Director/Assistant City Administrator
Kirk Rome, P.E. Public Works Director
Melissa McChesney City Clerk
Kevin Chrisman Police Chief
Acknowledgements
3
Acknowledgements
Project Supporters
Tremendous support was given by the following organizations to assist the City in securing funds to develop this plan and
through participation throughout plan development:
Park University
Parkville EDC
Chamber of Commerce
Main Street Parkville Association
Platte County Parks and Recreation
Parkville Old Town Market CID
Platte County Health Department
Consultant Team
Ochsner Hare & Hare
Ken Boone, Director
Collin Christopher, AICP
Cody Peratt, RLA
Brandon McBride
Canyon Research Southwest, Inc.
Eric S. Lander, Principal
TranSystems
Sara Clark, P.E.
Mark Kenneally, P.E.
Susan Richards Johnson and Associates, Inc.
Julie Garvey, Assoc. AIA
Trudy Faulkner, AIA
Th is report was funded in part by a grant from the Mid-America Regional Council’s (MARC) Creating Sustainable Places
initiative, with local matching funds provided by the City of Parkville and Park University. Creating Sustainable Places
is a regional initiative funded by a Sustainable Communities Grant from the U.S. Department of Housing and Urban
Development, Offi ce of Sustainable Housing and Communities.
Vision Downtown Parkville was unanimously adopted by the Planning and Zoning Commission on August 12, 2014 and
the Board of Aldermen on August 19, 2014.
Table of Contents
1.0 Introduction
1.1 Background 6
1.2 Purpose 9
1.3 Change 9
1.4 Content 9
1.5 Maintaining the Downtown Master Plan 10
1.6 Audience 10
1.7 Overarching Th eme/Vision 11
2.0 Economic and Market Analysis Summary of Major Findings
2.1 Introduction 12
2.2 Summary of Major Findings 12
3.0 Recommendations
3.1 Introduction 24
3.2 Defi nition of Downtown Character 24
3.3 Master Plan Recommendations 25
3.4 Th e Big Picture 25
3.5 Land Use Recommendations 26
3.6 Transportation and Parking Recommendations 33
3.7 Utility Infrastructure and Flooding Recommendations 38
3.8 Parks, Open Space, and Natural Resources Recommendations 39
3.9 Character of the Built Environment/Aesthetics Recommendations 43
3.10 Operations and Function Recommendations 51
3.11 Economic and Market Analysis Recommendations 54
3.12 Redevelopment and Infi ll Recommendations 56
4.0 Implementation
4.1 Introduction 66
4.2 Implementation Overview 66
4.3 Project Startup and Policy 66
4.4 Advancing a Master Plan 67
4.5 Detailed Planning and Engineering Study of Key Plan Recommendations 70
4.6 Available Economic Development Incentives 72
4.7 Next Steps 79
4.8 Benchmarking of Plan Strategies 81
4.9 Closing 81
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Table of Contents
List of Key Figures
Figure 1.5 3 Words Th at Describe Downtown Parkville 11
Figure 1.6 3 Words Th at Describe Critical Issues the PDMP Should Address 11
Figure 2.1 Downtown Parkville’s Primary and Secondary Retail Trade Areas 14
Figure 3.4 Future Land Use Zones Diagram 28
Figure 3.26 Sidewalk and Trail Improvements Plan 36
Figure 3.53 Gateways and Wayfi nding Plan 46
Figure 3.76 East Street Redevelopment Concept 56
Figure 3.82 West Street Redevelopment Concept 59
Figure 3.87 Downtown Core/Park Transition Area Redevelopment Concept 61
Figure 3.95 Railroad Relocation/Redevelopment Concept 63
Figure 3.96 Redevelopment and Infi ll Plan 65
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6
Chapter 1.0
Introduction
1.1 Background
Th is document represents the culmination of an
inclusive and collaborative planning process, directed
by the City of Parkville, with the intent of developing
a Parkville Downtown Master Plan (PDMP) that will
guide future decision making in the Downtown area
for years to come. Th is would not have been possible
without funding made available through the Planning
Sustainable Places (PSP) program as awarded by Mid-
America Regional Council (MARC) and support from
our partner organizations and the many civic minded
individuals who participated throughout the PDMP
development process.
Th is plan identifi es the vision for Downtown Parkville
which will serve to guide current and future decision
making, further planning and community investment.
Th e PDMP is the City of Parkville’s offi cial public
policy and plan of record for Downtown Parkville and
is an addendum to the Parkville Master Plan adopted
July 7, 2009.
Like the Parkville Master Plan, the PDMP is a living
document that is intended to be carefully reevaluated
and updated regularly to retain its relevance. Although
it serves as a vision for the future of Downtown, the
plan must be evaluated as new and updated data are
collected, community priorities shift and change, goals
are realized, and new opportunities arise.
Th e Downtown Parkville Master Plan builds on the
success of prior planning eff orts and the resulting
goals, objectives and recommendations. Major
recommendations from the Parkville Master Plan and
Livable Communities Study have been considered
throughout this process. Relevant recommendations
from other community documents including the
Parkville Parks Plan (P3), Platte County Parks Master
Plan, Plat Landing Park Master Plan, Park University
Master Plan among others have also been considered.
Fig. 1.1 - A bird’s eye view of Downtown Parkville, MO circa 2012
7
Parkville Master Plan
On July 7, 2009, the City adopted a new Parkville
Master Plan (PMP). Th e update was the result of a
multi-year community eff ort by elected and appointed
offi cials, citizens, and other community stakeholders.
Th e plan update replaced the 1995 Comprehensive Plan
which was last amended in late 2008.
Th e Parkville Master Plan is the comprehensive guide
for the future development and redevelopment of the
community. It is intended to guide policy and provide
recommendations for future actions. Th ose policies are
as follows:
Chapter Two - Community Sustainability
Goal: Serve as a metropolitan area leader in sustainability
by conducting daily operations through balanced
stewardship of human, fi nancial, and environmental
resources for present and future generations.
Chapter Th ree - Community Character
Goal: Preserve and enhance Parkville’s small town
ambiance
Chapter Four - Environmental Stewardship
Goal: Protect natural resources and ensure that
future development occurs in harmony with existing
environmental assets.
Chapter Five - Park, Civic and Open Spaces
Goal: Provide parks, open space, recreation uses and
unique intimate spaces to enhance public health and
safety and for the visual enjoyment of residents and
visitors.
Chapter Six - Land Use
Goal: Provide a sustainable and well designed realm
of vibrant neighborhoods, parks and environmental
conservation open spaces, and civic institutions
within walking distance of shops, services, jobs, and
transportation services.
Chapter Seven - Transportation
Goal: Provide a balanced transportation network that
provides transportation alternatives and reduces the
number and length of automobile trips.
Goal: Provide enhanced infrastructure systems
throughout Parkville.
Chapter Th ree of the Parkville Master Plan is of
particular interest. It confi rms the importance of
character to the entire community. Th is was reinforced
by the community input received during the Downtown
Parkville Master Plan. Th e Chapter Th ree goals and
policies of the PMP are:
Chapter Th ree – Community Character
Goal: Preserve and enhance Parkville’s small town
ambiance
Policy: Establish quality public spaces that encourage
social interaction, foster a distinct “sense of place”
and reinforce the character of the community.
Policy: Promote a built environment through
building form, scale, placement and architectural
design that provides a sense of place and reinforces
the street as civic space.
Policy: Integrate distinct features throughout the
community that create value, identity and pride.
Policy: Balance new development with preservation
of the natural resources that give Parkville so much
of its character.
Policy: Improve gateway areas to create focal points
and visual announcement to the community.
All of these policies reinforce critical issues related to the
quality of the built environment and the Downtown
project area.
8
Introduction
Livable Community Study
Th e recommendations of the 2009 Parkville Master Plan
have resulted in multiple implementation projects and studies,
including the Parkville Regional Multi-Modal Access and
Livable Community Study. Th e study was initiated to identify
opportunities to increase multi-modal access in southern Platte
County and the City of Parkville.
Th e Livable Community Study aimed to determine feasibility
and cost to improve multi-modal access through southern
Parkville, including but not limited to the following:
• Enhancing roadway corridors;
• Expanding bicycle/pedestrian routes;
• Reducing vehicle congestion;
• Connecting trails;
• Assessing environmental impacts; and
• Coordinating with stakeholders.
In order to evaluate alternatives, the study addressed a broad
range of development and redevelopment scenarios. Th e study
recommended concepts for improvements, but did not include
strategies based on refi ned development and redevelopment
strategies.
Parkville Downtown Master Plan
With the completion of the Livable Community Study, the
Parkville Downtown Master Plan is the logical next step in
the planning process for the Downtown area. Downtown
Parkville has the opportunity to document a community vision
and provide a clear direction for the future of Downtown.
Fig. 1.2 & 1.3 - Recommendations made in the Livable
Community Study included streetscape improvements along
Main Street (above image) and sidewalk and trail improvements
throughout the Downtown area (left image).
9
Introduction
1.2 Purpose
So why develop a Master Plan? Any successful development,
campus, district, or corridor needs an articulated vision and
a plan to implement that vision. In this case, the plan is a
roadmap for the future development of Downtown Parkville,
created through a community and stakeholder driven process
that encouraged maximum participation and input.
Th e purpose of this plan is to chart a course for the next 20 years
of development and decision making in Downtown Parkville.
It will inventory and analyze site conditions, collect and
summarize community input, and survey current economics/
market conditions. Th is information will then be synthesized
and transformed into a 20 year master plan that will provide
recommendations for land use, transportation and parking,
utility infrastructure and parking, parks and recreation,
character of the built environment/aesthetics, operations and
function, economic development, and redevelopment and
infi ll.
Th e end product will serve as a tool that can be conveniently
referenced to help inform, guide, and direct the decision
making process as implementation of the Master Plan moves
forward.
1.3 Change
One critical issue that the Community and the City need to
consider is change. It can be said, that no matter what you
do, or do not, change will occur. It is the goal of the Parkville
Downtown Master Plan to create a document that assists in
decision making as change occurs.
Th ere are 3 approaches to addressing change:
• Do nothing and not react; or
• React to it as it occurs; or
• Plan for it so you direct and guide it.
By choosing to prepare a Parkville Master Plan in 2009, the
Livable Community Study in 2012, and now the Parkville
Downtown Master Plan, the City of Parkville has chosen to
PLAN FOR CHANGE.
1.4 Content
Vision Downtown Parkville includes the following
content:
Chapter 1 – Introduction
Th e introduction provides background information
of how this document came to be, as well as how it is
intended to be used, and the overall vision that was
developed to help guide the process.
Chapter 2 – Economic and Market Analysis
Summary of Major Findings
Th is chapter provides important summaries for economic
and demographic indicators, analysis of competitive
markets, and provides recommendations for potential
growth in Downtown.
Chapter 3 – Master Plan and Recommendations
Th is chapter outlines the critical issues identifi ed during
the community engagement and analysis phases of the
project and provides recommendations for addressing
those issues, as well as capitalizing on opportunities
identifi ed. It also provides diagrams, concept plans and
maps to further illustrate Master Plan recommendations.
Chapter 4 – Implementation Plan
Th e implementation plan identifi es City policy and plan
changes recommended, proposed projects for short,
medium, and long term implementation, and the use of
potential incentives for implementation of projects.
Downtown Parkville History
Th is assessment off ers a brief history of Downtown
Parkville and how it has evolved into its present-day use.
Existing Conditions Inventory and Analysis
Th e existing conditions technical report presents a brief
summary of the various existing condition elements that
make Downtown Parkville what it is today.
10
Downtown Community Engagement Process
Th is technical report details the entire community
engagement process, and then summarizes the common
themes that emerged from this process.
Economic and Market Analysis – Full Report,
Downtown Parkville, Missouri
Th is technical report includes a full economic and
market analysis for Downtown and presents economic
opportunities and constraints for future commercial
and residential growth.
Downtown Historic District Report
Th is technical report summarizes the process of
establishing a historic district in Downtown Parkville
and the pros and cons of a national historic district
versus a local historic district.
A Preliminary Commercial Rehabilitation Design
Guideline for Downtown
Th is technical report presents a preliminary set of
design guidelines to be considered in the rehabilitation
of commercial properties within Downtown.
In an eff ort to focus on the recommendations and
implementation plan, important information focused
upon the project background, process and study may be
found in the Appendices of the Master Plan.
Th e Vision and Chapters above rely heavily on the many
plans, assessments, and technical studies adopted or
accepted separately. Th ese documents are summarized
in Section 1.1. In addition, public input was considered
along with technical expertise throughout the
development of the Vision to help guide decision making
and identify preferences and priorities. Separate of this
report, the City maintains Th e Downtown Community
Engagement Process, a summary of input that was
obtained throughout the plan development.
1.5 Maintaining the Downtown Master Plan
Th e Master Plan is a “Living Document.” It helps
defi ne direction and community interest at the time it
was developed. Th is, however, does not mean it exists
in a vacuum. A living document can be modifi ed to
help it remain relevant as community needs and desires
change over time.
Periodic reviews should be conducted by the City to
determine if an update needs to be conducted to keep
the Master Plan up-to-date and accurate. Th is will help
ensure its continued usefulness.
1.6 Audience
Th e Master Plan is to be used by the City of Parkville
when making decisions about Downtown Parkville
regarding zoning and land use, redevelopment and infi ll,
building and streetscape improvements, transportation
and parking, utilities and infrastructure, parks and
trails, and operations and function. Th e ultimate success
of the Master Plan is dependent upon the commitment
of the City of Parkville to apply and implement the
procedures outlined in this document.
In addition to providing guidance to the City, the
Master Plan can be a valuable resource for residents,
business owners, property owners, organizations, and
Fig. 1.4 - Th e design team conversing with a group of
stakeholders at an open house meeting in Downtown
Parkville.
Introduction
11
Fig. 1.5 – 3 Words Th at Describe Downtown
Parkville (Word Cloud #1)
Fig. 1.6 – 3 Words Th at Describe Critical Issues
the PDMP Should Address (Word Cloud #2)
Word Clouds
Participants of the community engagement
process were asked to complete a short survey.
Th e survey required them to write down three
words that describe Downtown Parkville and
three words that describe critical issues the PDMP
should address. Th e responses to these questions
were input into a word cloud application to help
the planning team and the community visualize
the most common themes. When examining the
word cloud graphics that were produced for each
question (see Figures 1.5 and 1.6 below), note that
the responses recorded most often are shown in
the largest fonts.
potential developers within Downtown. Anyone with
the desire to positively impact Downtown Parkville can
take advantage of the insight that the Master Plan off ers.
1.7 Overarching Th eme/Vision
A vision is an expression of future aspirations. When
developing a master plan, it is essential to identify such an
expression so it can be used to help guide the creation of
proposed recommendations. Based upon the community
engagement process, the following overarching theme
or vision was identifi ed for Downtown Parkville:
“Th e preservation of the small town, historic
and charming character of Downtown, while
capitalizing on opportunities to enhance commerce,
economic activity, and community interaction
is critical to the future success of Downtown
Parkville.”
Th e community’s reinforcing principles for achieving
this are:
• Preservation and protection of residential
neighborhoods
• Preservation and protection of Main Street
Transition Area (from 2nd Street to 6th Street)
• Preservation and enhancement of small town
historic and quaint look, feeling and aesthetics
• Preservation and enhancement of park and natural
resources
• Ensure that all future development/redevelopment/
infi ll is compatible with the Downtown character
• Enhancement of Downtown as a destination for
local/regional tourism and commerce
Introduction
12
2.1 Introduction
Th e following chapter is a summary of major
fi ndings and conclusions from the Economic and
Market Analysis, Downtown Parkville, Missouri
completed by Canyon Research Southwest, Inc. in
November 2013. It provides important summaries
for: economic and demographic indicators; analysis
of the competitive markets for retail, offi ce, hotel and
housing; recommendations for Downtown growth. It is
important to understand that the forecast demands for
potential growth indicate potential and do not impel or
require the Community to capitalize on those potential
markets if it does not align with community wants,
needs, and desires. A copy of the complete technical
report with detailed background, factors, analysis,
projections and diagrams is on fi le in the offi ce of the
Parkville City Clerk.
2.2 Summary of Major Findings
Th e City of Parkville, Missouri retained Ochsner
Hare & Hare, LLC to prepare a Downtown Master
Plan to assist in guiding future urban growth
and redevelopment eff orts. In support of the
Downtown Master Plan, Canyon Research Southwest
prepared an Economic and Market Analysis that
evaluated opportunities and constraints for future
commercial and residential growth in Downtown
Parkville, Missouri. Th e report’s major fi ndings and
recommendations are summarized in the text below.
Economic and Demographic Indicators
Th e City of Parkville is a northern suburb of the
Kansas City MSA located adjacent to the Missouri
River approximately 10 miles northwest of Downtown
Kansas City, Missouri. Parkville is a growing, affl uent
community that in recent years has attracted high-
end new home construction, escalated commercial
development and high income households.
A trade area’s population size, growth, age composition,
income levels and education levels play signifi cant roles
in the demand for housing, retail goods and services,
and employment-related development.
A trade area’s population growth and age composition
play signifi cant roles in the demand for a variety of retail
goods and services. Each of these age groups possess
distinctively diff erent consumer and housing needs.
Downtown Parkville’s primary trade area population
within a 10 minute drive-time is forecasted to increase
from 49,264 in 2013 to 61,580 by 2030 with per capita
income rising from $31,359 to $44,788. Th ese future
gains in primary trade area population and income
levels will generate additional consumer purchasing
power and retail sales growth. Th e age composition
of the population will favor the growth in demand
for hardware; furniture and home furnishings; home
electronics; department stores; eating and drinking
places; entertainment; personal services; and healthcare
goods and services.
Th e composition of employment growth is a key
factor infl uencing the future demand for professional
and medical offi ce space. From 2012 to 2030, total
employment for Platte County is projected to increase by
6,100 jobs. Offi ce-related employment is forecasted to
account for 30 to 35 percent of total job growth. Th ese
capture rates translate into offi ce-related employment
growth of 1,830 to 2,135 jobs from 2013 through 2030.
Th is growth in offi ce-related employment will translate
into increased demand for professional and medical
offi ce space in both Platte County and Parkville.
Th e Missouri Economic Research & Information Center
projects the Platte County population to reach 114,904
by 2030, an increase of 25,940 residents from 2010. By
2030, the City of Parkville population is estimated at
8,148, an increase of 2,594 residents from 2010. Th is
continued population growth will fuel additional
housing demand in Parkville.
Business Location Factors
Th e Downtown Master Plan Kick-off Public Meeting as
well as interviews conducted with several local business
owners, property owners, and government and economic
development staff identifi ed assets/opportunities and
constraints/limitations of Downtown Parkville as a
business location.
Chapter 2.0
Economic and Market Analysis Summary of Major Findings
13
Assets / Opportunities
• Parkville possesses high income levels;
• Missouri River and riverfront park are major draws;
• Th e riverfront park is a major community asset.
Construction of the new county park will add
a boat ramp and dog park which should increase
pedestrian traffi c;
• Th e historic character of Downtown makes it
unique, should embrace history;
• Park University is growing and could generate
increased potential customers;
• Downtown is a destination location and independent
merchants sets it apart;
• Several quality restaurants operate Downtown;
• Th e predominance of independent merchants set
Downtown Parkville apart from other commercial
districts;
• Th e Farmers Market is a big draw for Downtown;
• Major festivals are the biggest sales days for some
Downtown merchants and restaurants;
• Downtown Parkville possesses an existing b r a n d ;
and
• Kansas City supports a large tourism market
Constraints / Limitations
• Lack of aff ordable housing for employees of local
businesses and Park University;
• Railroad trains are very loud when passing through
town;
• Business mix lacks diversity and doesn’t cater to
local residents and Park University;
• Limited customer parking on Main Street;
• Downtown lacks an available inventory of qua lit y
commercial space;
• Landlords that don’t invest in their properties;
• 9 Highway doesn’t run through Main Street;
• Current park/recreational activities that draw visitors
to English Landing Park do not eff ectively translate
to increased activity in the Downtown commercial
district;
• Downtown lacks a city center;
• Many people don’t know what’s Downtown;
• Many Downtown businesses are closed at nights
and on the weekends;
• Main Street businesses north of 2nd Street have
struggled;
• Th e Missouri River cuts the trade area in half;
• Downtown Parkville needs an attraction to draw
people;
• Most Park University students don’t live in Parkville;
• Downtown looks tired and not well maintained;
• Th e river fl ooding disrupts business and discourages
some businesses from opening Downtown;
• Sidewalks aren’t wide enough to accommodate
outdoor seating for restaurants; and
• Many Downtown merchants are under capitalized
As ascertained by the stakeholder interviews, Downtown
Parkville possesses ample advantages for attracting
businesses, jobs and development activity. Park
University, Parkville’s high household income levels,
Missouri River and riverfront park, Downtown’s historic
character, Kansas City’s large tourism market and major
festivals were cited as playing key roles in attracting
retailers and professional/personal service businesses.
Challenges facing future economic development of
Downtown Parkville include a limited stock of quality
commercial space, periodic river fl ooding that disrupts
business, Main Street’s limited visibility and exposure,
and frequency/noise of freight trains.
As it relates to this report, desirable commercial space
and development sites must be created to improve the
ability to attract new retail, professional and medical
businesses to Parkville. Th e future demand for retail
space will rely on the region’s population and income
growth with offi ce space also depending on increasing
the number of college educated residents and continued
expansion of Park University.
14
Economic and Market Analysis
Summary of Major Findings
Competitive Retail Market
Parkville supports two principal retail districts, including
Downtown along Main Streets and Parkville Commons
at the intersection of 9 Highway and 45 Highway. Each
retail district caters to a distinctive market niche with
Downtown focusing on destination specialty shops and
restaurants; and Parkville Commons satisfying the daily
retail needs of local residents.
From 2003 through 2007, taxable retail sales for the
City of Parkville grew by nearly 80 percent, reaching
$90 million. Much of the accelerated growth in taxable
retail sales was a direct result of the development of
Parkville Commons during this 5-year timeframe,
adding approximately 200,000 square feet of commercial
space to the City’s inventory.
Consistent with metro-wide trends for 2009, taxable
sales in Parkville declined as a result of the national
recession. Taxable sales rebounded 4.3 percent in 2010
to $93 million. Th e upward trend in taxable retail sales
continued into 2011 increasing by 2.7 percent. Taxable
sales digressed in 2012, declining by 3.5 percent to
$92.1 million. For the fi rst half of 2013, taxable retail
sales in Parkville were down 0.8 percent over the fi rst
half of 2012. Th e recent declines in retail sales are an
indication that Parkville is suff ering from increased
retail competition.
Th e inventory of ground fl oor retail space in Downtown
Parkville totals approximately 153,189 square feet,
housing a mix of restaurants, art galleries, hair salons,
antique shops, home furnishings, and gift and collectible
Fig. 2.1 - Downtown Parkville’s Primary and Secondary Retail Trade Areas F 1 D P k ll ’P d S d R l T d A
15
Introduction
stores. Parkville Coff eehouse, Stone Canyon Pizza,
French Bee Bakery and the Farmers Market are major
generators of customer traffi c in Downtown Parkville.
Downtown off ers a quaint historic charm that is
refl ected in the predominance of independently-owned
businesses. As of the date of this report, 13,207 square
feet of retail space was available for lease in Downtown
Parkville, translating to an average vacancy rate of 8.6
percent. Lease rates for commercial space generally
range from $10 to $13 per square foot.
Given Downtown Parkville’s historic character, unique
tenant mix and central location, businesses benefi t from
an expanded retail trade area. Th e primary market
area encompasses the geographic area located within
a 10-minute drive time with the secondary market
area expanded to include a 15-minute drive-time. Th e
tertiary market area incorporates the entire Kansas City
MSA, as well as out-of-town visitors.
Parkville’s current pull factor of 1.154 suggests the
City is capturing retail sales at a rate equivalent to 15.4
percent above the state-wide average. Th is pull factor
is proof of Parkville’s high income levels and the ability
of businesses to attract customers from outside the city.
However, the well above average pull factor does not
suggest that Parkville is over retailed and not capable
of supporting additional retail space. Conversely, the
estimated pull factor for the primary trade area of 0.506
indicates considerable leakage and the opportunity to
support additional retail sales.
Downtown Parkville’s modest inventory of retail space
places a constraint on the ability to attract additional
businesses and generate increased customer volumes
and retail sales. A key in improving the business
climate in Downtown Parkville will be to increase the
inventory of commercial space and level of business and
customer activity. Prospective commercial development
sites include: 1) surface parking lot on the east side of
Main Street south of the rail road track; 2) east side of
9 Highway from 1st Street north to 6th Street; and 3)
west side of 9 Highway from 1st Street north to 6th
Street.
Of three prospective Downtown sites, the site on the
east side of 9 Highway north of 1st Street is superior.
Th is site off ers superior access, visibility, exposure and
the size to facilitate several retail formats. Th e site on
the west side of 9 Highway also boasts superior access,
visibility and exposure; however, its smaller size and
shallow lot depth places constraints on the supportable
retail formats. Commercial uses on 9 Highway from 1st
to 6th Streets would provide a much needed highway
entry window for Downtown and facilitate a broader
range of goods and services businesses. Development of
this section of 9 Highway would also provide a “bridge”
that more eff ectively connects Downtown Parkville
with Park University.
Th e surface parking lot bound by the rail road track to
the north, McAfee Street to the south, East Street to the
east and Main Street to the west is ideal for extending
commercial uses on Main Street south of the rail road
track, as well as increase the inventory and critical mass
of commercial space in the Downtown core. Th e best
suited retail development formats include downtown-
style commercial buildings or mixed-use development.
At a fl oor-to-area (“FAR”) of 0.25 to 0.40, the three
prospective development sites could add approximately
75,000 to 120,000 square feet of new retail space. Th e
current retail gap for Downtown Parkville’s primary
trade area of $219.4 million can support approximately
800,000 to 975,000 square feet of additional occupied
retail space. Th e primary trade area is forecast to
generate demand for an additional 585,000 to 716,000
square feet of retail space by the year 2030. At a 7.5
percent capture, through 2030 Downtown Parkville is
estimated to absorb 103,875 to 126,825 square feet of
retail space.
Competitive Offi ce Market
Despite a highly educated population, no offi ce park has
been developed in Parkville. Professional and personal
service fi rms are generally located within commercial
space at Parkville Commons and in individual buildings
in Downtown Parkville. As a professional offi ce location,
Downtown Parkville benefi ts from its historic character,
adequate zoning and public infrastructure, established
Economic and Market Analysis
Summary of Major Findings
16
Introduction
identity, presence of Park University, close proximity
to executive housing and convenient regional access via
Interstates 29, 435 and 635.
Th e current inventory of professional and medical space
in Downtown Parkville totals just 54,119 square feet.
A total of 24 professional, medical and personal service
businesses currently operate in Downtown Parkville,
led by fi nancial services, insurance, real estate, attorney,
counseling and dentist. English Landing accounts for
nearly 70 percent of Downtown’s inventory of offi ce
space. Much of Downtown’s inventory of offi ce space is
second fl oor space over ground fl oor retail. A reported
3,000 square feet of second fl oor offi ce space is currently
available for lease at English Landing for $13.00 per
square foot, translating into an average vacancy rate
of 5.5 percent. Th e average rent for offi ce space in
Downtown Parkville is $12.00 per square foot.
According to the County Business Pattern published by
the U.S. Census Bureau, as of July 2011, employment in
Platte County for the offi ce using sectors of information;
fi nance, insurance and real estate; professional, scientifi c
and technical services; administrative and support
services; and management was reported at 10,989 jobs,
or 29.1 percent of total employment. From 1998 through
2011, offi ce-related employment in Platte County grew
by 1,338 jobs, or 13.9 percent.
From 2013 through 2030, Platte County is estimated
to absorb approximately 457,500 to 533,750 square
feet of professional offi ce space. Parkville’s ability to
capture offi ce space demand will be based on further
population growth and the population’s high education
levels. Downtown Parkville is forecasted to capture 15
percent of Platte County’s offi ce-related employment
growth through 2030, translating into the absorption
68,625 to 80,000 square feet of offi ce space.
Th e Parkville Commercial Underground is considered
unconventional offi ce space and isn’t viewed as directly
comparable to existing offi ce space in the core of
Downtown Parkville. New conventional offi ce space
built in Downtown Parkville won’t be considered directly
competitive given the nature, design and large suite
sizes off ered at the Parkville Commercial Underground.
Given that Downtown offi ce space and the Parkville
Commercial Underground service distinctive markets
they could both coexist and support each other.
Th ree prospective future offi ce development sites were
identifi ed in Downtown Parkville, including: 1) surface
parking lot on the east side of Main Street south of
the rail road track; 2) east side of 9 Highway from 1st
Street north to 6th Street; and 3) west side of 9 Highway
from 1st Street north to 6th Street. Each prospective
development site is within the fl ood-plain, which will
require site and building modifi cations. Th e properties
along the east side of 9 Highway are viewed as the
premier location, benefi tting from excellent highway
access and exposure, location adjacent to Park University
and the ability to accommodate large-scale, mixed-use
development.
Competitive Hotel Market
Kansas City is a regional tourist and family destination
supported by a wide selection of shopping and dining
and host of sporting, gaming, recreational and cultural
attractions. In 2010, 21.6 million out-of-town visitors
to the Kansas City MSA spent $2.57 billion with a total
economic impact of $4.3 billion. Tourism expenditures
for the year were led by lodging at $728 million, food
and beverage at $596 million, shopping at $492 million
and recreation at $341 million. Parkville is located in
Platte County, which garnered 18 percent of total visitor
spending.
Given its historic character and mix of independently-
owned specialty shops, Downtown Parkville serves as a
heritage tourism destination. Heritage tourism targets
older, affl uent travelers. According to the 2010 Economic
Impact Study & Visitor Profi le prepared by Reach Market
Planning, nearly 18 million leisure travelers visited
Kansas City, the average age of a visitor to Kansas City
was 44.5 years, and top activities for leisure travelers
included shopping (40%); dining (21%); casino (15%);
museum (13%); nightlife (10%) and historic sites (9%).
Th ese visitation patterns bode well for the opportunity
of Downtown Parkville to attract out-of-state visitors,
particularly heritage tourists.
Economic and Market Analysis
Summary of Major Findings
17
Introduction
Existing lodging in Downtown Parkville, Missouri
is limited to the Main Street Inn, a 4-room bed &
breakfast. Of the peer cities selected only Weston and
Independence support Downtown hotels. Hotels in
Weston, Missouri include the historic 47-room Saint
George Hotel opened in 1845, 4-room Weston Landing
and 4-room Hatchery House B&B. Downtown
Weston’s ability to generate hotel room demand stems
from its rural destination location, many festivals and
presence of such attractions as the Weston Brewing
Company and Pirtle Winery. Ophelia’s Restaurant &
Inn is an 8-room boutique hotel operating in Downtown
Independence, Missouri.
Th irty hotel properties operate within Northwest Kansas
City totaling 3,757 guest rooms. Th e competitive hotel
properties are located primarily at major Interstate 29
interchanges in close proximity to the Kansas City
International Airport and cater to leisure and business
travelers. Th e inventory of hotels by type includes three
full-service hotels (968 rooms); eleven limited-service
hotels (1,391 rooms); ten budget/economy hotels (586
rooms) and a 258-room casino resort hotel. Th e closest
hotels to Downtown Parkville include the Argosy
Casino Hotel & Spa and Super 8 at Interstate 635 and 9
Highway approximately fi ve miles to the east.
Th e site in Downtown Parkville located on the east side
of 9 Highway between 1st and 6th Streets possesses the
necessary location and site characteristics to support
future hotel development, but its dependence on Park
University as a lodging demand generator and location
on a secondary highway reduces its market feasibility
to a B-rated location. Its presence within a mixed-use
project would improve the feasibility of future hotel
development. Prospective property types include a
limited-service or boutique hotel
Competitive Housing Market
Parkville is a growing suburban community that benefi ts
from convenient access to Downtown Kansas City,
Missouri; several employment centers; and a wide array
of retail, dining, entertainment and cultural options.
Household income levels in Parkville are among the
highest in the Kansas City MSA; and, thus the city has
supported high-end new home construction in such
premier communities as Th e National and Riss Lake.
Consistent with national trends, single-family home
construction in Parkville peaked from 2002 through
2006, with a total of 263 permits issued. Due to local
job losses and tighter lending practices, new home
construction declined to very low levels through 2010.
By 2011, the Parkville new housing market began to
recover and by 2012 permit levels were nearing pre-
recession levels. Th rough August 2013, year-to-date
new single-family construction activity continued to
escalate and is on pace to total 50 to 60 permits for the
year.
Over the past decade, the average construction valuation
for new single-family homes in Parkville peaked at
$541,429 in 2008. Since 2011, the value of new home
construction has averaged just over $263,000, suggesting
smaller homes are now being built.
Parkville is located within the Northland region. Over
the past two years, apartment market conditions in the
Northland region have remained healthy marked by
increased occupancies and rental rates, as well as reduced
rental concessions. By year-end 2012, the average
occupancy rate for apartments in the Northland region
reached 93 percent, resulting in a signifi cant decline in
rental concessions. Th e improving market conditions
have warranted new construction with 298 units under
development by year-end 2012.
New residential construction is expected to continue
in Parkville, prompted by continued employment and
population growth within the Kansas City MSA, as well
as the ongoing expansion of Park University. Th rough
2030, local employment and population growth is
forecasted to generate demand for 990 new housing
units in Parkville, including 790 owner-occupied units
and 200 rental units.
Most Park University students and employees don’t
live in Parkville for a variety of reasons including high
housing values and the lack of quality rental housing.
Economic and Market Analysis
Summary of Major Findings
18
Introduction
Park University estimates on-campus housing demand
for 400 additional students through 2017, bringing the
total on-campus resident population to 750 students.
Th e current and planned on-campus housing will
leave approximately 1,400 students living off campus.
However, a large percentage of Park University’s students
are commuters for reasons such as residing with family,
location of employment, lifestyle and others. Regardless,
the large number of students living off campus represents
a potential market for rental housing in Parkville. Th e
Downtown area could capture a modest portion of
students residing off campus assuming adequate and
aff ordable housing is available.
Th e site along the east side 9 Highway is the superior
location for future apartment development in
Downtown Parkville, possessing the necessary location,
size and site characteristics. Prospective development
formats include a large-scale apartment community or
a mixed-use project with residential over ground fl oor
commercial space.
Recent home sales velocity and pricing trends suggest
Downtown Parkville is a desirable for-sale single-
family housing market. Vacant lots remain available
in Downtown Parkville for future single-family home
construction, though the rolling topography poses
challenges. Th e historic character of the existing
residential neighborhoods surrounding Downtown’s
commercial district should be maintained and enhanced.
New construction or additions should be compatible
with existing housing.
Downtown Parkville’s Market Niche
Downtown Parkville is already a destination benefi tting
from an existing branding and market niche. Main
Street’s historic character and predominance of
independent merchants sets Downtown Parkville
apart from other commercial districts. Prominent
retail categories include restaurants, art galleries,
hair salons, antique shops, home furnishings, and
gift and collectible stores. Downtown’s survival and
redevelopment hinges on expanding the current
market niches, introducing new market niches and
provide consumers a larger selection of merchandise
and services.
Downtown Parkville is already a destination benefi tting
from an existing branding and market niche. Main
Street’s historic character and predominance of
independent merchants sets Downtown Parkville apart
from other commercial districts. Prominent retail
categories include restaurants, art galleries, hair salons,
antique shops, home furnishings, and gift and collectible
stores. Downtown’s survival and redevelopment hinges
on expanding the current market niches, introducing
new market niches and providing consumers a larger
selection of merchandise and services.
Downtown Parkville’s principal assets in expanding
on current niches or establishing new niches include
the historic character of Main Street; hosting of major
festivals; farmers market; proximity to Park University;
Missouri River and riverfront park; the area’s high
income levels; convenient access to the metropolitan
area; and Kansas City’s large tourism market.
Suitable consumer-based niches for Downtown Parkville
include heritage tourists/retirees, out-of-town visitors,
local residents and ethnic groups. Park University
represents a secondary niche, due primarily to its small
student and employee population and small number of
on-campus residents. Some communities with colleges
and universities have successfully targeted the student
population. Smaller communities with commuter
campuses similar to Park University tend to have more
diffi culty developing this niche. Even as the campus
population grows, only a small segment of Downtown
businesses will likely attract considerable sales associated
with Park University.
Existing goods and services niches in Downtown
Parkville suitable for expansion include restaurants,
entertainment/culture, antiques, home furnishings,
arts and crafts, and gifts and collectibles. Improving
the selection of merchandise within these goods and
services niches will generate increased customer traffi c
and sales. What is needed is to create larger “clusters”
and a critical mass of commercial space.
Economic and Market Analysis
Summary of Major Findings
19
Introduction
An untapped market niche for Downtown Parkville
is the visitors to English Landing Park. Th e planned
construction of a new waterfront County park at the
foot of Main Street will include a marina/boat ramp
and introduce an entirely new potential customer
base. Recreation-based niches could play a growing
role in Downtown Parkville’s business mix. Potential
recreation-based niches include a bicycle shop, yoga
studio, fi tness center, runner’s shoe store, kayak rentals,
pet store, and bait and tackle shop.
To facilitate the growth of recreation-based niches,
pedestrian and vehicular linkages along Main Street
between the Missouri River and the core of Downtown
must be established. Th is could be accomplished
through street improvements, a landscaped pedestrian
corridor, the construction of new commercial buildings
south of the railroad track and relocation of the existing
farmers market to the current location of a baseball fi eld
in the southeast corner of Main and McAfee Streets.
Th is strategy would also increase the economic impact
on Downtown businesses from major events hosted at
the English Landing Park.
Summary Forecast Demand for Commercial
Space and New Housing
Demand for commercial space and new housing in
Downtown Parkville through 2030 has been forecasted
and quantifi ed. Based on trade area population
and employment growth through 2030, Downtown
Parkville is estimated to absorb approximately 172,500
to 207,000 square feet of commercial space and 125 to
175 multi-family dwelling units.
Most Park University students and employees don’t live
in Parkville due to high housing values and the lack of
quality rental housing. Park University estimates on-
campus housing demand for 400 additional students
through 2017, bringing the total on-campus resident
population to 750 students. Th e current and planned
on-campus housing will leave approximately 1,400
students to secure housing off campus. Th ough most of
those students are recognized as commuters, a potential
market for student housing exists in Downtown
Parkville.
Prospective Development Opportunities
A key in improving the business climate in Downtown
Parkville will be to increase the inventory of commercial
space and level of business and customer activity.
Higher density, mixed-use development should be
encouraged. Th is development format promotes
increased density, security, pedestrian activity and
business activity. Increasing the housing stock through
“infi ll” development will be a key component in
enhancing the pedestrian activity and economic vitality
of Downtown. A mix of attached housing catering to
students and young adults is recommended along with
infi ll, single -family housing within the neighborhoods
surrounding the central business district. Second fl oor
offi ce and/or residential over commercial space should
be encouraged. Currently, existing second fl oor space
in the commercial core is underutilized. Th e benefi ts
of locating offi ce/residential uses on the second story
include:
• Allows retail uses to occupy fi st fl oor where they
need access, visibility and foot traffi c.
• Adds more users and customers to the Downtown
who need goods and services, without introducing
more ground fl oor space.
• Allows building owners to increase rental/lease
revenue.
• Creates additional destinations in Downtown.
Prospective commercial development sites evaluated in
this report include: 1) surface parking lot on the east
side of Main Street south of the rail road track; 2) east
side of 9 Highway from 1st Street north to 6th Street;
and 3) west side of 9 Highway from 1st Street north to
6th Street.
Th e 2.2-acre surface parking lot bound by the rail
road track to the north, McAfee Street to the south,
East Street to the east and Main Street to the west is
ideal for extending commercial development on Main
Street south of the rail road track, as well as increase
the inventory and critical mass of commercial space
in the Downtown core. Th e best suited development
formats include downtown-style, mixed-use commercial
buildings, supporting retail and offi ce uses. Two-story
Economic and Market Analysis
Summary of Major Findings
20
Introduction
buildings are appropriate on the western portion of the
site fronting Main Street, with surface or structured
parking on the eastern half. Assuming a zero setback on
Main Street the site could accommodate an estimated
50,000 to 70,000 square feet of commercial space. Th e
design must address limitations for existing fl oodplain
and fl oodway.
Development of 9 Highway from 1st to 6th Streets
would provide a much needed highway entry window
for Downtown and facilitate a broader range of goods
and services businesses. Development of this section of 9
Highway would also provide a “bridge” more eff ectively
connecting Downtown Parkville with Park University.
Th e prospective development site located on the
east side of 9 Highway from 1st Street north to 6th
Street consists of nine individual parcels totaling
approximately 3.66 acres. Existing land uses include
a U.S. Post Offi ce, former restaurant, two single-
family homes, Glen’s Automotive, Four Seasons Lawn
& Landscape and vacant land. Th is site is considered
Downtown’s premier development site, off ering superior
access, visibility, exposure and the size to facilitate the
development of several commercial formats. Th e most
appropriate development format is 2- and 3-story mixed-
use structures supporting retail, offi ce and residential
uses. Assuming a “Main Street” design the site could
accommodate an estimated 240,000 to 280,000
square feet of building area. Th e mix of space would
be approximately half commercial and half residential,
with the inventory of housing totaling approximately
125 to 175 dwelling units.
Th e prospective development site located on the
west side of 9 Highway from 1st Street north to 6th
Street consists of twelve individual parcels totaling
approximately 1.07 acres. Existing land uses include
the French Bee Bakery, parking lot, nine single-family
homes and a 4-unit apartment building. Th e street
right-of-way patterns and shallow lot depths for the
properties fronting the west side of 9 Highway will limit
the potential to accommodate large-scale mixed-use
development. Likely development scenarios include the
adaptive re-use of the existing residential structures or
razing current structures to facilitate the construction
of single-tenant commercial buildings or multi-family
housing.
Prospective Downtown Businesses
Based on the peer city Downtown business and trade area
demographic comparison analysis as well as Downtown
Parkville’s current market niches, prospective retail
businesses for Downtown Parkville include:
• Eating & Drinking (emphasis on ethnic foods)
• Bakery
• Coff eehouse
• Apparel
• Jewelry
• Hair & Nail Salon
• Furniture & Home Furnishings
• Antiques
• Books
• Sporting Goods
• Gifts & Collectibles
• Florists
• Entertainment/Cultural
• Art Galley
• Art Supplies
• Bike Shop
• Nutrition & Fitness
Potential recreation-based niches associated with
English Landing Park and the Missouri River include
a bicycle shop, yoga studio, fi tness center, runner’s shoe
store, kayak rentals, pet store, and bait and tackle shop.
Future offi ce demand will be generated through continued
population growth led by personal/professional services
and healthcare. Prospective personal and professional
services fi rms include banking and fi nancial services,
accounting and tax services, insurance, real estate,
architect, legal, technology, physical and massage
therapist, fi tness and wellness.
Economic and Market Analysis
Summary of Major Findings
21
Introduction
Public Infrastructure
To improve the ability of Downtown Parkville to support
commercial and residential development, additional
public infrastructure and façade improvements should
be considered.
Recommended streetscape improvements to Main Street
south of 2nd Street include new pavement, curbing,
gutters, sidewalks, historic street signs, period street
lights, seating, trash cans, banners, planters and public
restrooms.
Street improvements to East Street (9 Highway) between
1st and 6th Streets would improve traffi c patterns
and vehicular and pedestrian safety, accommodate
growth, and create viable redevelopment opportunities.
Recommended street improvements include two lanes
of traffi c, bicycle lanes, on-street parking, curbing,
gutters, sidewalks, landscaping, historic street signs,
period street lights and a roundabout at the intersection
of 1st and East Streets. An iconic monument, sculpture
or landscaping of the roundabout would create a unique
entryway into Downtown.
Parking at the north end of the commercial core
is limited to on-street parking. If it is found that,
after redevelopment, additional parking is needed in
Downtown, parking north of Second Street could be
explored. Th e development of parking would need
to address a few critical issues: the preservation of
buildings or structures that contribute to the character
of Downtown; the potential removal of buildings
or structures that do not fi t within the character of
Downtown; and the identifi cation of lots that are large
enough to accommodate effi cient parking.
Gateway features on Main and East Streets leading
into Downtown would establish boundaries for the
Downtown business district, as well as create a sense of
arrival and place. Th is can be accomplished through
streetscape improvements and monument signs.
Historic markers could be erected in Downtown,
identifying historic places and events in Parkville’s
history. Self guided or docent guided tours of
Downtown and local historical landmarks should be
considered. Th is strategy would assist in promoting
heritage tourism.
Economic Incentives
When used with private funding sources, government
fi nancing/incentive programs can greatly enhance a real
estate project’s fi nancial feasibility, particularly when
redevelopment or extensive rehabilitation is necessary.
To generally qualify for government incentives, a
project must serve a public purpose, stimulate economic
growth and conform to local planning and development
guidelines. Downtown commercial and mixed-use
development often meets all three requirements,
providing goods and services to often under-served
residential areas, off ering opportunities for employment,
increasing the community’s tax base and meeting all
local requirements for zoning and construction.
Development incentives in Downtown Parkville could be
utilized to help implement plan recommendations and to
attract new development and businesses. Incentives could
include infrastructure improvements as well as direct
subsidies, when determined necessary to make projects
fi nancially feasible. Tax increment fi nancing is often
preferred over creation and implementation of specifi c
incentive districts, such as a Business Improvement
District due to greater returns and other benefi ts, but
the current impact to the City’s transportation sales tax
collections requires careful cost benefi t analysis before
using this or other incentives. Alternatives include use
of improvement districts, transportation development
districts, impact fees or special taxes. Potential
applications include using incentives to fund costly
off -site infrastructure improvements to Main and East
Streets. It should be noted that fi nancing tools should
only be utilized to facilitate real development deals (i.e.,
a specifi c business plans to construct a facility), but not
as a tool to foster speculative future development (i.e.,
construct infrastructure with the hopes of stimulating
economic development).
Building improvements are usually the fi rst visible
evidence of positive economic change in a traditional
Economic and Market Analysis
Summary of Major Findings
22
Introduction
commercial district. However, during the early
years of a Downtown revitalization program,
business and property owners may be reluctant
to make substantial capital investments in
building improvements. A matching fund façade
improvement grant program, investment abatement
program or other incentives should be implemented
in Downtown Parkville to encourage enhancing the
physical appearance of buildings as well as return
buildings to their original historic character. To
that extent, Parkville should formally recognize
those business and property owners that invest in
building rehabilitation and improvements that
enhance the character of Downtown.
Th e buildings on Main Street between the railroad
tracks and 2nd Street possess a historic character;
however, the district is not on the National Register
of Historic Places. Business and property owners
expressed concerns for restrictive rules and other
perceived limitations of a historic designation,
resulting in little support for a district. However,
Parkville should continue to evaluate the fi nancial
benefi ts of obtaining a historic district designation.
Such a designation would promote property
investment through use of federal historic tax
credits and could also add to the historic identity of
Downtown and enhance heritage tourism. Many
successful downtowns utilize a historic designation
for these reasons. To aid consideration, better
understanding of the designation is needed. For
example, nomination to the National Register of
Historic Places does not place restrictions on the use
or physical appearance of properties in the district.
However, for those properties seeking the 20 percent
federal tax credit, the National Park Service must
review the rehabilitation work proposed to ensure
that it complies with the Secretary of the Interior’s
standards for rehabilitation.
Economic and Market Analysis
Summary of Major Findings
23
Introduction
Economic and Market Analysis
Summary of Major Findings
24
Chapter 3.0
Recommendations
3.1 Introduction
Th e heart of the Parkville Downtown Master Plan
(PDMP) is the Master Plan Recommendations. Th e
PDMP attempts to distill the community input, existing
conditions analysis, and market analysis into a defi ned
group of recommendations to help guide future eff orts
to manage change and enhance success in Downtown
Parkville.
As stated in Section 1.7, the Overarching Th eme/Vision
for the Master Plan is:
“Preserving the character of Downtown, while capitalizing
on opportunities to enhance commerce, economic activity,
and community interaction is critical to the future success
of Downtown Parkville.”
Th e community’s key principles for achieving this vision
are:
• Preservation and protection of residential
neighborhoods
• Preservation and protection of Main Street
Transition Area (from 2nd Street to 6th Street)
• Preservation and enhancement of small town
historic and charming look, feeling and aesthetics
• Preservation and enhancement of park and natural
resources
• Ensure that all future development/redevelopment/
infi ll is compatible with the Downtown character
• Enhance Downtown as a destination for local/
regional tourism and commerce
Th e recommendations of the Vision reinforce these
principles. Th is Chapter includes recommendations
for near- and long-term strategies to implement the
vision for Downtown. Like the Vision as a whole, the
recommendations in this chapter are to be used as a guide
to help evaluate decision making, future plans, policies,
public and private investments, fi nancial priorities, grant
opportunities, requests to participate in improvements
and similar opportunities for Downtown. In order
to remain relevant and refl ect changes over time, the
Vision and the recommendations of this chapter must
be reviewed and re-evaluated periodically and adjusted
as determined appropriate. Th ese recommendations
are not intended to bind or obligate the City or other
entities to specifi c approvals, fi nancing, deadlines or
other actions. Similarly, it is understood that these
recommendations must be evaluated and prioritized
among other community issues.
3.2 Defi nition of Downtown Character
Key to the discussion of the vision for the Master Plan
is the idea of Downtown character. Th rough many
discussions, the one constant was the thought that
Downtown Parkville needed to be Downtown Parkville
and that the character of the feeling of Downtown
needed to be preserved.
Th is, however, did not mean that no changes should be
made to Downtown, or that the specifi c current state of
buildings, streetscape, materials, maintenance, quality,
mix of available services or uses, and general fi nish was
the measure of Downtown character.
What was clear was that Downtown character meant the
idyllic image of small-mid-western river town: historic
buildings with restored facades; an interesting and
invigorated streetscape that is human scale; buildings
that match the size and scale of the current buildings in
Downtown Parkville; ‘historic’ detailing in buildings,
signage, lighting, and overall appearance; colors that
match the style of the buildings and the historic feel;
materials that are compatible with their use (commercial
or residential) and are durable and appropriate; tree-
lined residential streets with sidewalks.
Th e community’s defi nition of Downtown character
didn’t preclude new development from happening,
but wanted it to ‘fi t’ in with the overall nature of the
Downtown. Th is also accepted the fact that there
are numerous existing conditions in and around
Downtown that do not fi t this vision of Downtown
character. Th e reinforcement of Downtown character,
through enhancement, redevelopment, maintenance, or
improvement is critical to community’s desires for the
future of Downtown Parkville, and is addressed in the
Master Plan Recommendations.
25
3.3 Master Plan Recommendations
Th e Master Plan recommendations are divided into eight
categories for clarity and focus. Th ose eight categories
are:
• Land Use
• Transportation and Parking
• Utility Infrastructure and Flooding
• Parks, Recreation, and Natural Resources
• Character of the Built Environment/Aesthetics
• Operations and Function
• Economic Development
• Development, Redevelopment, and Infi ll
Each Master Plan category identifi es the key issues to
be addressed that emerged during the master planning
process. Th ey are followed by recommendations designed
to address these issues. For each recommendation,
an additional set of supporting strategies fl eshes
out the recommendation and provides additional
background, understanding, and implementation of
the recommendations. Th ese strategies provide the
detail with which to accomplish the recommendation.
Further implementation strategies are discussed in
greater detail in Chapter 4, but it is important to fi rst
understand the opportunities that exist to achieve each
of the recommendations. In some cases, there is overlap
between the categories and their recommendations and
strategies, which illustrates how interconnected the
issues in Downtown Parkville are with each other.
3.4 Th e Big Picture
It is important to note that there are certain community
and culture issues that emerged in the community
engagement process that do not fi t neatly into one of the
eight recommendation categories. Th ey are not about
physical improvements needed to preserve and enhance
Downtown Parkville. Instead, they relate mostly to
the interpersonal relationships that exist between the
property owners, business owners, and residents of
Downtown Parkville.
Th ese issues make creating a coordinated eff ort for
the betterment of all involved in Downtown Parkville
diffi cult. Frustration runs high and participation waxes
and wanes based upon how ‘new’ a person is to the
historic interpersonal challenges in the area. Th ese issues
must be addressed for long-term success in Downtown
Parkville. What follows is a summary of these ‘Big
Picture’ issues and recommendations for addressing
them.
Key Issues
• Internal relationships are diffi cult.
• Th ere are many entrenched and opposing views by
stakeholders in the area.
• Th ere is a lack of community leadership to unify
and unite the disparate parties and interests in the
Downtown area.
• People are polarized by self interest. Apathy reigns
because ‘nothing changes’.
• Th e inability to create change on a larger scale is a
real issue.
• Interpersonal relationships and lack of leadership in
the area causes frustration and a lack of participation
in Downtown issues.
• Most people’s image of Parkville is of Downtown.
Th is gives Downtown brand recognition in the
wider marketplace for good or ill.
• Th e conditions and the public face of relationships
Downtown can refl ect positively/negatively on the
entire community.
Recommendations
1. Establish a Leadership Committee for the
Downtown area. Th is committee should be made
up of representatives from the polarizing groups. It
should be felt that the ‘deck is not stacked’ for or
against any one interest or agenda. Th is committee
could be the voice for the Downtown area.
• Focus eff orts on creating manageable and supported
successes that can lead to forward progress and
momentum.
• Small successes that are visible, collective, and
noncontroversial in nature can be especially eff ective
26
Recommendations
in building momentum toward even greater
successes in the future.
• Given time and economic interest, new leadership
may emerge that could unite the Downtown groups
toward a common goal.
2. Encourage community leaders with no vested
interest in Downtown (other than its hopeful success
for the good of the community) to participate and
mediate between the various groups to fi nd common
ground so a direction can be taken. Th is de facto
leader could help disparate groups realize that they
have more in common than they think and to work
toward common goals.
• Find common ground.
• Understand what the opposing groups want.
• Find out what each group is willing to compromise
on for the overall good of Downtown.
• Get people involved again. People are no longer
staying involved in the betterment of Downtown
because of these issues.
• Ensure that everyone will gain more with success
than with the status quo.
• Understand the confl icts and mediate.
3. Create a coordinated Marketing and Branding
Plan.
• Th ere is an opportunity for Downtown to capitalize
on its brand recognition and facilitate the creation
of a destination that people want to come back to
and visit by reinvesting in the quality and character
of the area and providing amenities, goods, and
services those visitors desire.
• Focus on creating a comprehensive marketing
program for the entire area. Th at showcases the
unique off erings of the area (shops, parks, dining).
Market as a whole shopping/entertainment district.
• Pool the collective resources of the various groups
and individuals doing marketing for Downtown.
Create a plan that meets the needs of all those
groups, but doesn’t create duplication or the wasting
of limited resources.
3.5 Land Use Recommendations
Land use planning is used to address a growing or
shifting population and their current and projected
future needs and desires. It sets general guidelines for
development patterns that serve the population through
a mix of land uses. In the case of the PDMP, land use
planning is about the preservation of those existing uses
that fi t with the preservation of Downtown character
and the identifi cation, enhancement or redevelopment
of those that do not.
Key Issues
• Th e residential neighborhoods add signifi cantly to
the historic character and value of Downtown.
• Th e Main Street Transition Area (from 2nd Street
to 6th Street) off ers a unique, organic blend of
uses that serve as an ideal buff er between the
Downtown commercial district and the residential
neighborhoods.
• Th e residential neighborhood along West Street does
not fi t with the character of Downtown, includes
large areas of vacant land, and has poor pedestrian
access to the commercial core that causes residents
to feel isolated.
• Residents along West Street feel isolated from
Downtown.
• Th e Downtown area off ers a limited range of
housing choices.
• Th e Downtown commercial district is not currently
capitalizing on the visitors and energy generated by
English Landing Park.
• Th e Downtown commercial district struggles to
balance the need to serve the local community,
versus the desire to become a destination shopping
experience.
• Th e Downtown commercial district lacks the proper
mix of retail, service, and dining options that would
be required to make it a true destination draw.
27
Recommendations
Recommendations
1. Preserve and protect the historic character of the
residential neighborhoods in the Downtown area.
• Establish a non-encroachment boundary that
restricts non-residential uses in the residential land
use zone.
• Modify the zoning and subdivision regulations for
the Downtown area to allow for historic development
patterns to be implemented in the residential land
use zone.
• Develop and adopt an overlay district for the
residential land use zone that ensures that:
• All future redevelopment and/or infi ll in the
residential neighborhood is similar to the existing
neighborhood in size, massing, scale, materials,
architectural style.
• Teardowns of existing properties are discouraged.
• Consolidation of multiple properties is eff ectively
discouraged.
• Removal of street trees and overstory vegetation
is discouraged.
• Use overlay district design guidelines to encourage
home rehabilitations in lieu of teardowns/new
house construction in order to maintain historical
character.
• Establish a Missouri 353 Redevelopment program to
encourage and assist in the rehabilitation of existing
homes through the use of tax abatement for actual
improvements made to rehabilitated structures.
• Encourage the redevelopment of the West Street
residential properties identifi ed in the Future Land
Use Zones Diagram, Figure 3.4. Th e residential
redevelopment should be single family in nature,
and should complement the character of the
existing housing in the Downtown residential
neighborhood (see 3.12 Redevelopment and Infi ll
Recommendations).
Fig. 3.1 – Example of the historic character to be
preserved in the residential neighborhoods.
Fig. 3.3 – Example of the type of single-family
homes that would be appropriate for the potential
redevelopment of West Street.
Fig. 3.2 – Street trees are vital to preserving the
character of the Downtown neighborhoods. Th eir
removal should be discouraged.
28
Fig. 3.4 – Future Land Use Zones Diagram
Recommendations
29
Fig. 3.5 – Th e transition area along Main Street,
between 2nd and 6th Street, adds to the unique
character of Downtown.
Fig. 3.7 – Redeveloping the municipal parking lot
would improve connectivity between the Downtown
core and the English Landing Park.
Fig. 3.6 – East Street lacks the historic feel of
Main Street and should be considered for future
redevelopment opportunities.
Future Land Use Zones Diagram
Figure 3.4 on the opposite page identifi es the
recommended land use patterns that should be used
to guide future planning decisions as they relate
to development, redevelopment and infi ll in the
Downtown Parkville area.
Key elements of the Future Land Use Zones Diagram
include:
#5 – Th e character of the residential neighborhood
should be preserved and protected, with the
exception of the redevelopment opportunity
identifi ed on the map as #10.
#6 – Th e mixed-use nature of the transitional
area that connects the Downtown core with the
residential neighborhood should be preserved and
protected, but not allowed to expand beyond the
proposed boundaries.
#7 – Th e East Street/9 Highway corridor, from 1st
to 6th Street, should be redeveloped to better match
the Downtown character of Main Street.
#8 – Th e Downtown core should be enhanced so
that the built environment off ers an improved user
experience and increased cross traffi c between East
Street, English Landing Park, and the residential
neighborhoods.
#9 – Th e municipal parking lot and small baseball
fi eld south of the railroad tracks could be redeveloped
in order to provide additional commercial
development opportunities and increase cross traffi c
between the Downtown core and English Landing
Park.
#10 – Th e residential properties along West Street
could be redeveloped so that they better match the
character of the residential neighborhoods along
Main Street.
Recommendations
30
2. Preserve and protect the mixed use nature of the
Main Street Transition Zone (from 2nd Street to 6th
Street), while clearly defi ning its boundaries to limit
encroachment into the residential neighborhood.
• Establish a non-encroachment boundary that
restricts encroachment into the surrounding
residential neighborhood, and commercial
encroachment into the Transition Zone from the
commercial core south of 2nd Street.
• Modify the zoning and subdivision regulations for
the Downtown area to allow for historic development
patterns to be implemented in the Main Street
Transition Zone.
• Develop and adopt an overlay district for the Main
Street Transition Zone that ensures:
• All future redevelopment and/or infi ll in
the neighborhood is similar to the existing
neighborhood in size, massing, scale, materials,
architectural style.
• Teardowns of existing properties are discouraged.
• Consolidation of multiple properties is
discouraged.
• Removal of street trees and overstory vegetation
is discouraged.
• Tear down of existing residential property within
the Main Street Transition Zone and replacement
with commercial structures shall be prohibited.
• Further construction of non-residential buildings
in the Main Street Transition Zone shall be
prohibited.
• All residential structures with the transition area
are allowed to maintain commercial uses in them.
• All new construction in the Transition Zone
should be limited to residential structures
that match the existing character, style, mass,
materials and stories of the surrounding area.
New commercial buildings should not be allowed
in the Transition Zone.
• Use the overlay district design guidelines to
encourage home rehabilitations in lieu of teardowns/
new house construction in order to maintain
historical character.
• Establish a Missouri 353 Redevelopment program to
encourage and assist in the rehabilitation of existing
Fig. 3.8, 3.9 & 3.10 – Th e Main Street Transition
Zone includes a number of commercial and offi ce uses
that are located within residential structures. Th ese
structures add to the historic character of Downtown
and should be preserved.
homes through the use of tax abatement for actual
improvements made to rehabilitated structures.
• Relax off -street parking requirements in the zoning
code for commercial uses located within the
transition area.
Recommendations
31
3. Expand the boundaries of the Downtown
commercial shopping district in a way that
complements the character and mix of uses that
already exist.
• Capitalize on the potential for commercial and/or
mixed use redevelopment opportunities along East
Street that would be compatible with Downtown
Main Street (see ‘3.12 Redevelopment and Infi ll
Recommendations’).
• Capitalize on the potential for commercial
redevelopment opportunities for the municipal
parking lot south of the railway that would include
commercial uses that would be compatible with
Downtown Main Street (see ‘3.12 Redevelopment
and Infi ll Recommendations’).
4. Enhance Downtown synergy by increasing the
cross traffi c between the commercial district and
English Landing Park.
• Improve the pedestrian experience between the
commercial district and English Landing Park.
• Develop a cohesive streetscape plan for Main
Street and East Street that encourages the
connectivity between the commercial district
and the park. Th e streetscape plan should include
improved sidewalks and crosswalk improvements,
amenities, site furnishings, landscaping, signage,
and wayfi nding solutions to create a more inviting
and enjoyable streetscape experience.
• Provide amenities along the streetscape that
are targeted at meeting the needs of park users.
Examples include dog parking, dog fountain,
electric pod stations, bike parking, and benches.
• Improve pedestrian safety and the perception of
safety for users crossing the railway.
• Capitalize on the commercial redevelopment of
the municipal parking lot south of the railway
as way to ‘close the gap’ between the commercial
district and the park (see 3.12 Redevelopment
and Infi ll Recommendations).
• Encourage additional uses in the commercial district
that cater to park users.
Fig. 3.11 & 3.12 – Examples of the type of
commercial or mixed-use development that might fi t
along East Street and complement Main Street.
Fig. 3.13 – A cohesive streetscape plan can have a
dramatic eff ect on the way visitors move through and
interact within a space.
Recommendations
32
5. Encourage the Downtown commercial district to
provide a more balanced mix of services that meet
both the needs of the community and out-of-town
visitors.
• Identify and foster the continued growth of full-
time businesses that have proven to be successful in
Downtown Parkville.
• Identify and encourage the establishment of
additional full-time businesses that can and would
be supported by the local community.
• Identify and encourage the establishment of
destination services that would attract out-of-town
visitors.
• Create a Downtown experience that meets the needs
of out-of-town visitors. In addition to off ering
quality goods and services, Downtown must build
on its historic character and develop a truly unique
atmosphere that makes shoppers want to continue
to come back.
• Develop a marketing plan that positions Downtown
Parkville as a destination shopping experience.
3.6 Transportation and Parking
Recommendations
A focus of the PDMP is to maximize existing
transportation resources and minimize impacts to allow
for livable and context sensitive solutions. Multi-modal
transportation includes streets, sidewalks, trails, railroads
and parking lots. Parking plays a key role in managing
and operating an effi cient Downtown transportation
system; it is necessary to address parking issues which
work hand-in-hand with managing transportation
mobility.
Fig. 3.14 & 3.15 – Parkville Coff eehouse and Stone
Canyon Pizza are both fi ne examples of a full-time
businesses that continue to grow and contribute to the
Downtown Parkville experience.
Fig. 3.16 – Th e marketing and branding of Downtown
as a destination shopping experience is essential.
Recommendations
33
Key Issues
• Th e existing sidewalk and trail network is incomplete
in Downtown Parkville. While there are competing
perspectives on the level of investment that should be
made on non-motorized connectivity, it is important
to look at connectivity in a broader context that
includes the surrounding Parkville community.
• Improving vehicular fl ow by addressing travel speeds
throughout Downtown was an important discussion
point. Many felt that there was a need to improve or
“speed up” traffi c through the Downtown. However,
that directly competes with posted speed limits and
the desire to make Downtown livable, accessible by
pedestrians, bicycles and low-speed vehicles, and to
maintain its current character.
• Parkville was built around transportation – the river
and railroad – but over time confl icts have increased
between the community and railroad. Noise, safety
and the barrier created by trains are issues that
concern property and business owners, as well as
residents.
• In a small-scale downtown, the need for access to
parking is critical for the success of some businesses.
While data shows that parking utilization is at
acceptable levels, there is a great desire to maintain
adequate parking for the success of Downtown
Parkville.
• Truck movements are critical for deliveries and
service in Downtown Parkville. Th e Main Street
businesses rely on on-street deliveries and key issues
are maintaining the ability to operate trucks without
impeding vehicle and pedestrian mobility through
Downtown.
Recommendations
1. Improve connectivity by enhancing the pedestrian
environment in Downtown Parkville.
• Complete a corridor plan for East Street/9 Highway
to determine how best to improve the highway to
safely and effi ciently move traffi c while providing
improved pedestrian access from 45 Highway to
Downtown.
Fig. 3.17 – Example of the lack of sidewalk
connectivity that plagues Downtown Parkville.
Fig. 3.19 – Continuing to provide adequate parking
for the Downtown commercial district is important.
Fig. 3.18 – Improving vehicular traffi c fl ow along 9
Highway represents a key issue for the community.
A balance should be struck between mobility and
character.
Recommendations
34
• Develop and adopt a sidewalk program to repair,
replace and install sidewalks and ADA ramps to
connect to community destinations.
• Complete an off -road trail plan that follows White
Alloe Creek and provides access from Park University
to Downtown and other destinations.
2. Preserve and protect vehicular fl ow in and around
Downtown.
• Preserve the 25 mph speed limit for Downtown
to ensure opportunities for pedestrian, bicycle and
low-speed vehicle transportation.
• Use design features to achieve operating speeds
closer to posted speed limits (i.e., gateway medians,
pavement markings, on-street parking).
• Investigate construction of a roundabout at
East Street and 1st Street with any potential
redevelopment along East Street. Refer to Figure 3.76
for an illustration of the recommended roundabout
concept. Th e LCS has concluded this is a workable
solution that is preferred over signalization.
3. Minimize the railroad as a barrier between
Downtown, parking and the parks.
• Focus attention on near-term enhancements of the
pedestrian experience along Main Street and East
Street rather than high-dollar, long-range relocation
concepts that distract from enhancing Downtown.
• Th e community needs to develop consensus on if and
how train noise should be mitigated. Establishment
of a Quiet Zone (trains would not blow their horn
through Downtown) was evaluated as the primary
option, but consensus did not exist to recommend
this improvement. Noise mitigation should continue
to be discussed and as part of future consideration of
a Quiet Zone, the following should be considered:
• To establish a Quiet Zone, one of two standards
for safety must be met:
1. A median must be installed to prevent a
driver from snaking through the existing two
gate crossing.
2. A quad gate system must be installed to fully
control the non-median crossing.
Fig. 3.20 – Example of a roundabout that controls the
fl ow of traffi c, while also serving as a prime location
for a gateway feature for a shopping district.
Fig. 3.21 & 3.22 – Improving the pedestrian
experience can go a long way toward minimizing the
impact of the railroad.
• Main Street and East Street cannot meet
minimum standards for use of medians. Unless
variances were granted by the Federal Railroad
Administration with support of BNSF, quad
Recommendations
35
gates would be required at both crossings.
• Installation of the quad gates is estimated to
be approximately $500,000 per crossing. Total
project cost is estimated to be $1,000,000.
• If quad gates are installed prior to construction
of a second track parallel to the existing track
(as previously projected by BNSF), an estimated
$300,000 - $500,000 would need to be spent to
install an additional detection system and modify
components installed initially.
• Construction of a grade separated pedestrian or
vehicular route over the railroad was studied to
improve access and public safety to areas south of the
tracks, but consensus did not exist to recommend
this improvement. Th is option should continue to
be discussed.
4. Proactively address parking needs.
• Conduct regular turnover and occupancy counts
to monitor usage of Downtown parking to
determine if and when parking restrictions should
be implemented.
• Comply with ADA parking requirements when
any streetscape enhancements or parking lot
reconfi gurations are completed.
• Include bicycle parking with any streetscape
enhancements.
5. Preserve the ability to make truck movements in
Downtown Parkville.
• Continue the “courtesy” approach to on-street
deliveries that allows vehicles to traverse around
trucks while loading/unloading.
• Follow professional design standards for truck
turning radii when designing any streetscape or
parking features.
• Enforce the designated truck route to eliminate
large truck and trailer confl icts on Main Street and
First Street.
6. Additional detailed transportation and parking
recommendations may be found in the Livable
Communities Study.
Fig. 3.24 – Continue to monitor parking usage for
the Downtown commercial district.
Fig. 3.25 – Th e maneuverability of delivery
trucks should be considered in future streetscape
improvements along Main Street.
Fig. 3.23 – Example of a quad gate installation
that would reduce noise and improve vehicular and
pedestrian safety.
Recommendations
36
Fig. 3.26 – Sidewalk and Trail
Improvements Plan
Recommendations
37
Fig. 3.29 – A trail that follows White Alloe Creek
would off er improved connectivity along the east half
of the Downtown area.
Fig. 3.27 – Th e existing sidewalk along Mill
Street feels unsafe to residents trying to connect to
Downtown.
Sidewalk and Trail Improvements Plan
Figure 3.26 on the opposite page illustrates the key
improvements being recommended in relation to
pedestrian connectivity.
Recommended sidewalk improvements include:
• Safer sidewalk connections along Mill Street/
FF Highway for residents along the west edge of
Downtown.
• Enhanced sidewalk/streetscape connections along
Main Street and East Street, between English
Landing Park/English Landing Center and the
commercial district on the north side of the tracks.
• Infi ll/added sidewalk connection from the
Chamber of Commerce to East Street.
• Infi ll/added sidewalk connections along Main
Street and 9 Highway to the north (Parkville
Commons and 45 Highway).
• Infi ll/added sidewalk connections along 6th
Street from Park University to East Street.
• Infi ll/added sidewalk connections along 12th
Street from the streamway trail connection to
East Street.
Recommended trail connections include:
• Added streamway trail that follows White Alloe
Creek and helps connect the Parkville Nature
Sanctuary/White Alloe Creek Conservation
Area with Park University and the rest of the
Downtown community.
• Incorporation of a planned county trail extension
that connects the northern portion of the
Downtown residential community to Parkville
Commons, 45 Highway and the larger Platte
County trail system.
Fig. 3.28 – Th e addition or infi ll of sidewalks along
Main Street and East Street/9 Highway would improve
pedestrian connectivity to the surrounding Parkville
community to the north.
Recommendations
38
3.7 Utility Infrastructure and Flooding
Recommendations
Utility infrastructure is a basic building block
of development – existing, new development,
redevelopment, and infi ll. Certain areas of Downtown
Parkville are within the fl oodplain and historic fl ooding
events have made a signifi cant mark on the character
and development of the Downtown.
Key Issues
• Th e age and quality of utility infrastructure was a
repeated concern as it relates to accommodating
the needs of existing development and providing
service to future development/redevelopment/infi ll.
While desires for specifi c services like public WiFi
were discussed, the general outcome focuses on the
need for basic upgrades and assurance that future
development is served by suffi cient infrastructure.
• Historically, fl ooding has impacted Downtown
Parkville through park and road closures and
damage to structures. While the community comes
together during critical fl ood events, there is a
perception that information on fl ood levels in the
Downtown is not accurate and limits the day-to-day
operation of Downtown businesses. Th ere is also
a general concern that future development in fl ood
prone areas incorporates appropriate fl ood control
measures.
Recommendations
1. Ensure that all future development/redevelopment/
infi ll is compatible with fl ood boundaries.
• Require appropriate and adequate fl ood control
measures for future development/redevelopment/
infi ll.
2. Provide consistent and clear messaging during
fl ood events on the status of Downtown operations
to media and visitors.
3. Ensure that adequate utility service is provided in
Downtown Parkville.
• Investigate ways to reduce public utility service costs
provided in the Downtown.
• Plan for utility upgrades to aging systems for existing
customers.
• Require appropriate and adequate utility installation
for future development/redevelopment/ infi ll.
Fig. 3.31 – Upgrading existing infrastructure systems
and planning for additional services, like WiFi, is
necessary if Downtown wants to begin attracting
more full-time businesses.
Fig. 3.30 – Communication to the public is key
during fl ood events. In 2011, the community used
social media to communicate hazards but not their
locations.
Recommendations
39
3.8 Parks, Recreation, and Natural
Resources Recommendations
Parks, recreation, and natural resources can have a
dramatic impact on the sustainability and the quality
of life in a community. Th is is especially true of
Downtown Parkville. Th e Missouri River, English
Landing Park, Parkville Nature Sanctuary/White Alloe
Creek Conservation Area, hilly topography, and dense
woodlands all add up to create a truly picturesque setting
that is fl ush with both active and passive recreational
opportunities. Preservation and enhancement of these
resources is vital to the continued success of Downtown
Parkville, and a key component of the Downtown
character.
Key Issues
• English Landing Park is an invaluable asset to the
present and future success of the Downtown area.
• Th e community compartmentalizes English
Landing Park and the Downtown commercial
district as two diff erent places.
• Th e Downtown commercial district and the park do
not capitalize on the proximity to each other.
• Platte Landing Park will bring new traffi c to
Downtown as it continues to be developed.
• Bruce Watkins Park and Adams Park are
underutilized, aging, and in need of updating to
serve the surrounding neighborhoods.
• Greenspace and trees are integral to maintaining
the character of the Downtown neighborhoods and
parks.
• Th e railway acts as a barrier between English
Landing Park and the surrounding community.
• Individuals have proposed moving the existing
railway south through English Landing Park.
Fig. 3.32 – Downtown’s two neighborhood parks
are in need of revitalization in order to better serve
residents of the area.
Fig. 3.33 – Th e Nature Sanctuary is a prime example
of the hilly topography and dense woodlands that
make Downtown Parkville so unique.
Fig. 3.34 – Th e railway limits connectivity
between English Landing Park and the surrounding
community.
Recommendations
40
Recommendations
1. Amend the Parkville Parks Plan (P3).
• Preserve, protect, and enhance English Landing
Park and Platte Landing Park.
• Develop a long-range English Landing Park
Enhancement Plan that would aim to preserve the
beauty of the parks and continue to create new
interest and demand.
• Th e reconstruction of the park is complete
from the previous fl ood. Additional amenities
could be added, but would need to address their
vulnerability to fl ood damage.
• Additional amenities could include shelters,
gardens, overlooks, plazas, fountains, etc.
2. Enhance Downtown synergy by increasing
the cross traffi c between the commercial district,
English Landing Park, and the newly developed
Platte Landing Park.
• Improve the pedestrian experience between the
commercial district and English Landing Park.
• Develop a cohesive streetscape plan for Main
Street and East Street that addresses the
relationship between the commercial district
and the park. Th e streetscape plan should
include sidewalk and crosswalk improvements,
amenities, site furnishings, landscaping, signage,
and wayfi nding.
• Provide amenities along the streetscape that
are targeted at meeting the needs of park users.
Examples include dog parking, dog fountain,
pod stations, bike parking, and benches.
• Improve pedestrian safety and the perception of
safety for users crossing the railway.
• Consider commercial redevelopment of the
municipal parking lot south of the railway as a way
to ‘close the gap’ between the commercial district
and the park (see 3.12 Redevelopment and Infi ll
Recommendations).
• Encourage a mix of services in the commercial
district that cater to park users.
• Encourage compatible store hours with peak park
use times.
Fig. 3.35 – Enhancement eff orts at English Landing
Park will ensure that the park continues to be one of
the community’s most valuable resources.
Fig. 3.37 – Redevelopment of the municipal parking
lot to include additional retail could ‘close the gap’
between the commercial district and the park.
Fig. 3.36 – Improvement of the pedestrian experience
will improve the cross traffi c between the park and
Downtown, and lead to better customer retention for
the Downtown business community.
Recommendations
41
3. Prepare a park redevelopment plan for Pocket
Park on Main Street.
• Th e current park does not have signifi cant uses or
users.
• Th e current park layout is old and worn. Th e
proliferation of diff ering materials and level changes
makes the current park design unnecessarily
cluttered and busy.
• Access to hillside uses now currently vacant or
sporadically open dominates the space for very little
benefi t.
• A revised park plan should focus its design on
creating a central gathering space in the Downtown,
that would allow for people watching, relaxing,
taking a break from shopping, or enjoying food
services provided in the Downtown. Th e focus
should not be on developing ‘green space’ but
community space. Potential improvements include
seating, fountain, wayfi nding, signage, interpretive
signage, lighting, shade structure, landscape beds,
non-dominant vertical access to hill side, plaza and
paving improvements.
4. Develop park improvement plans to the two
neighborhood parks located Downtown (Bruce
Watkins Park and Adams Park).
• Develop a Parks Improvement Plan that assesses the
current state of these two parks and off ers solutions
to increase activity and improve aesthetics.
• Currently, the parks are underutilized, potentially
because of a lack of amenities and the aged condition
of existing amenities.
5. Protect the existing woodland and hilly
topography that limits development throughout
much of the west half of the Downtown residential
neighborhood.
• Discourage the development of land in this area that
would result in the loss of these natural resources.
• Erosion and slope issues currently discourages
development of these areas.
Fig. 3.38 – A redeveloped pocket park that serves as
a central gathering space could have a dramatic impact
on Downtown.
Fig. 3.40 – An example of what an improved Bruce
Watkins Park might look like.
Fig. 3.39 – Bruce Watkins Park in its current state.
Recommendations
42
6. Th e protection of open space and vegetation are
important to reinforcing Downtown character.
• Develop tree preservation ordinances, with penalties
for removing mature trees.
• Develop a tree preservation program for parks in
Downtown that inspects them for age, condition,
disease and hazards. Actively manage signifi cant
trees to ensure their continued survival.
• Develop a tree replacement program for the
Downtown neighborhoods.
• A comprehensive management plan that recognizes
the importance of natural resources to Downtown
character should be developed. Th e plan should
consider trees, vegetation, water, erosion, hillsides,
slopes, views, and wildlife.
• Minimum standards for open space dedication,
landscape standards, and connectivity, compatible
with the Downtown character, should be developed
to address potential future development and
redevelopment in the Downtown area.
7. Relocation of the railroad through English
Landing Park should not be pursued because of the
negative impacts to the park.
• Th e vision for relocating the railroad line is
contrary to the vision of building on the success
of the park. Refer to 3.12 Redevelopment and
Infi ll Recommendations, Relocation of the
Railroad Tracks for a complete review of the issues
surrounding relocation of the railroad tracks.
• Th e alignment that meets railroad standards will
run directly through the middle of English Landing
Park, bisecting the park with the relocated rail line
and side slopes for road bed.
• Grading operations to relocate the tracks would
destroy signifi cant existing trees.
• Relocation of the track would signifi cantly impact
or eliminate facilities in the park.
• Th e track would remain at its current elevation,
resulting in an approximate 9 foot elevation change
from the top of the tracks to the lower elevation of
the Park. Th is would have the corresponding side
slopes, further widening the impacted area.
• Signifi cant impact to the visual and physical
connections to the Missouri River would occur as
well.
• Relocation would create two narrow linear parks on
each side of the east-west tracks instead of the larger
Fig. 3.41, 3.42, & 3.43 – Th e protection of
open space and vegetation is critical to reinforcing
Downtown character, especially in the parks and
residential neighborhoods that are part of Downtown.
Recommendations
43
contiguous park space that exists today. Th is would
reduce the programmability, usability, and variety
of potential park uses.
3.9 Character of the Built Environment/
Aesthetics Recommendations
Th e character of the built environment is essential to the
overall quality of life of a community. It can infl uence
how people move through and interact within a space.
It can also signifi cantly impact people’s perceptions of
quality and value. Th e built environment of Downtown
Parkville has a unique historic character that should be
preserved and enhanced in a way that adds to the user/
visitor experience and reinforces Downtown character.
Key Issues
• Th e charming nature of the Downtown commercial
district is an invaluable asset to Downtown Parkville
and the greater Parkville community.
• Th e residential neighborhoods add signifi cantly to
the historic character and value of Downtown.
• Downtown Parkville lacks a sense of arrival,
particularly for those traveling along 9 Highway
and FF Highway/Mill Street.
• Th e Downtown commercial district suff ers from
visual clutter and there is a sense that overall upkeep
and maintenance is lacking.
• Many of the storefronts in the Downtown
commercial district would benefi t from rehab eff orts
to refreshen and update their look.
• It is important that Parkville be itself, and not
attempt to replicate another community’s success.
• Th ere is concern from the Downtown community
that the creation of a historic district would result in
overreaching regulation and loss of private property
rights.
• Th e streetscape within the Downtown commercial
district is generally uninviting for visitors due to
narrow sidewalks, minimal seating opportunities, a
lack of amenities, and deteriorating conditions.
• Th e lack of branding in Downtown Parkville
represents a missed opportunity to beautify the area
while also enhancing the visitor experience.
Fig. 3.44 & 3.45 – Downtown Parkville is full of
quaint charm, but its aging storefronts and streetscape
would benefi t from improvements that enhance the
overall user experience.
Recommendations
44
Recommendations
1. Develop a full set of commercial district design
guidelines for the commercial area so that new infi ll,
redevelopment, and rehab projects fi t the desired
Downtown character.
• Preservation of the charming nature of Downtown
commercial area is important.
• Th e guidelines should be developed with the
understanding that many of the structures in the
Downtown core are historic in nature. Most have
been renovated continuously, but the underlying
structure of the historic buildings still exists in
many cases.
• Th e removal of facade clutter, non-commercial
grade materials, and materials and fi nishes that do
not match Downtown character should be a key
component of the guidelines.
• Th e guidelines should defi ne the architectural
styles, elements, materials, massing, heights, mix of
acceptable uses, colors and detailing.
• Th e design guidelines should include guidelines
for new construction, rehabilitation, storefront
renovation, and demolition.
• Establish a Missouri 353 Redevelopment Program
to encourage and assist in the rehabilitation of
existing structures through the use of tax abatement
for actual improvements made to rehabilitated
structures.
• To ensure the unilaterally fair application of
the guidelines, pass an ordinance requiring the
application of the guidelines for both rehabilitation
and new construction.
• Ensure compliance of the guidelines by proposed
projects one of two ways:
• Set up an appointed design review committee
of Parkville citizens and City staff to review
compliance of design with the guidelines. Th is
committee would be a recommending body to
the Planning and Zoning Commission, which
could require changes for compliance with the
design guidelines.
• City Staff should, in their normal course of duties,
use the design guidelines as a reference document
during the design/permit review process.
Fig. 3.46, 3.47, 3.48 & 3.49 – Th e existing
storefronts along Main Street represent a broad range
of materials, styles and fi nishes.
Recommendations
45
• A more detailed review of design guideline strategies
is included in the technical report, A Preliminary
Commercial Rehabilitation Design Guideline for
Downtown, kept on fi le in the offi ce of the Parkville
City Clerk.
2. Develop a fully layered gateway, signage and
wayfi nding plan.
• Th e Plan will help to defi ne visitors’ fi rst impressions
of Downtown Parkville.
• Th e Plan should unite signage and wayfi nding with
Downtown’s branding and marketing eff orts.
• Th e Plan should include the following elements:
• Primary Downtown gateways that welcome out-
of-town visitors to Downtown Parkville.
• Secondary Downtown gateways that welcome the
surrounding Parkville community to Downtown.
• Downtown markers that highlight high-traffi c
intersections within the Downtown commercial
district.
• Neighborhood markers that identify the key
entry points into the Downtown residential
neighborhood.
• Vehicular wayfi nding signage that helps visitors
navigate to the major areas within Downtown
(Park University, Main Street, English Landing
Park, English Landing Center, Platte Landing
Park, public parking).
• Pedestrian wayfi nding signage that informs
pedestrians of specifi c amenities, shopping,
dining, services and recreation opportunities
available in the Downtown area.
• Pedestrian interpretive signage that informs
pedestrians about the history, stories and people
that have helped shape Downtown.
• Branding and marketing elements tied into the
overall plan.
• Specifi c concept, design development and
construction documentation of elements in the
Plan.
• Cost estimates for the plan.
Fig. 3.52 – Wayfi nding signage can be a valuable
resource for visitors who are not familiar with the
community. Wayfi nding plans should consider both
drivers and pedestrians.
Fig. 3.50 & 3.51 – Examples of gateway features
that might fi t the character of the built environment in
Downtown Parkville.
Recommendations
46
Fig. 3.53 – Gateways and Wayfi nding Plan
Recommendations
47
Fig. 3.54 – Examples of preliminary concepts for
gateway and wayfi nding elements.
Gateways and Wayfi nding Plan
Figure 3.53 on the opposite page identifi es the locations
most ideally suited for monumentation meant to establish
identity and signage designed to direct visitor traffi c.
Gateways are typically located at important intersections,
nodes or boundaries within an area. Not all gateways
are created equally though. A gateway plan generally
consists of a collection of elements that range in scale and
signifi cance. Th ough each gateway element may have a
diff erent level of importance, they should all fi t within an
overall hierarchy that aims to create identity, improve fi rst
impression, and maybe even tell a story. Recommended
gateways elements for Downtown Parkville include:
• Primary Downtown gateways should signal a
sense of arrival into Downtown and speak to its
history and character as the center of the greater
Parkville community. Located along 9 Highway and
FF Highway, the two primary gateways should be
directed at out-of-towners who are likely to visit the
Downtown commercial district.
• A Secondary Downtown gateway element, located
at the intersection of Main Street and 9 Highway,
should be more directed toward the surrounding
Parkville community entering the Downtown area
from the north. Th ough smaller in scale, it should be
similar in style and materials to the primary gateways.
• Downtown markers should be located at signifi cant,
high-traffi c areas within the Downtown area.
Consisting of a column or pair of columns with
logo branding, they should be more pedestrian in
scale when compared to the primary and secondary
gateways.
• Neighborhood markers should identify important
entry points into the Downtown residential
neighborhoods. Th ey should be even smaller in scale
than the Downtown markers, and should consist of a
pair of column at each entry point.
Wayfi nding signage is used to inform visitors of the
services being provided in an area and direct those visitors
to said services. An eff ective wayfi nding plan considers
both the driver and the pedestrian with the intent of
guiding visitors from their cars to their desired location
in a convenient and effi cient manner. Recommended
wayfi nding signage for Downtown Parkville includes:
• Vehicular wayfi nding signage should help visitors
navigate to the major areas within Downtown (Park
University, Main Street, English Landing Park,
English Landing Center, Platte Landing Park, public
parking). Th ey should be located so that drivers can
easily read and digest the information being presented
before making a decision.
• Pedestrian wayfi nding signage should inform
pedestrians of specifi c amenities, shopping, dining,
services and recreation opportunities available in
the Downtown area. Th ey should be placed so that
visitors getting out of their cars can quickly locate the
specifi c services their looking for.
Th ese gateway and wayfi nding elements should be
considered as part of a larger plan that includes additional
signage and branding opportunities, as described in
3.9 Character of the Built Environment/Aesthetics
Recommendations, Recommendation #2.
Recommendations
48
3. Preserve the historic character of the Downtown
neighborhoods.
• Refer to 3.5 Land Use Recommendations,
Recommendation #1 and 3.8 Parks, Recreation,
and Natural Resources Recommendations,
Recommendation #6 for proposed recommendations
for preserving the historic character of the
Downtown neighborhoods. Identify properties that
fi t within the historic context of the neighborhoods
and those that do not.
4. Prepare a Design Guideline that provides direction
and guidance for the redevelopment of East Street so
that it fi ts in with the desired Downtown character.
• Currently East Street is developed as a state highway,
with lots focused on access to 9 Highway, with
varied architectural and site scale, style, character,
material, and use.
• In its current state, the existing development on both
sides of 9 Highway/East Street and the roadway
itself does not fi t with the vision of preserving and
enhancing Downtown character. Redevelopment of
the area, as recommended in 3.12 Redevelopment
and Infi ll Recommendations, would allow the
area to be planned to fi t in with the fabric of the
Downtown, increase critical mass of the Downtown
area, provide for additional connectivity, provide
options for additional uses and add amenities to
Downtown.
• Attention should be given to streetscape, pedestrian
amenities, lighting, crosswalks and landscape so
that they may fi t into the recommended streetscape
improvements for Main Street.
• Attention should be given to the site planning and
architecture of the redevelopment to ensure it fi ts in
with Downtown character. Appropriateness of style,
massing, height, materials, location and relationship
of parking and buildings, signage, and colors are all
critical issues to be dealt with.
• Attention should be given to the nature and
character of the roadway to address the current
transportation issues, redevelopment needs, and
future transportation needs when the roadway is
redeveloped.
Fig. 3.55 – Th e historic character of the residential
neighborhoods is an asset to Downtown and the
surrounding Parkville community.
Fig. 3.56 & 3.57 – Views along East Street/9
Highway.
Recommendations
49
5. Further discussion with the community is
required to determine its desire to pursue any
designation of a Historic District.
• Th ere was discussion with the community in the
Parkville Master Plan, the Livable Community
Study, and in the PDMP about establishing a
historic district, but consensus or support by
property owners has not been indicated.
• Th e Parkville Downtown core has suffi cient historic
integrity to satisfy a preliminary Determination of
Eligibility (DOE) which is the fi rst step toward
the creation of a Downtown historic district.
• A Downtown historic district could assist the
Downtown by attracting new businesses, as well
as providing incentives for the rehabilitation of
these historic properties.
• Th e Downtown could be listed on the National
Register as a historic district or could be locally
recognized as a historic district through city
ordinance.
• A conservation district or planned zoning
ordinance are other ways to protect the historic
character of the area and promote the rehabilitation
of existing properties.
• Th ese mechanisms are accomplished through
increased awareness and approval of the property
owners and community and by approval by the
City of Parkville through the ratifi cation of a city
ordinance.
• A variety of funding strategies for rehabilitating
existing properties are available depending on
the route chosen. Th ese include state and federal
historic tax credit programs if listed on the
National Register (either individual properties
or as a historic district) and low interest loans
or grants from a variety of public and non-profi t
sources.
• A more detailed evaluation of historic district
strategies is included in the technical report,
Downtown Historic District Report, kept on fi le
in the offi ce of the Parkville City Clerk.
Fig. 3.60 & 3.61 – View looking north on Main St.,
circa 1920s (top image) and 2013 (bottom image).
Fig. 3.58 & 3.59 – View from 1st and Main St.,
circa 1900 (top image) and 2013 (bottom image).
Recommendations
50
6. Develop a streetscape redevelopment plan in the
commercial core of Downtown to address the worn,
and tired existing streetscape.
• Elements of the plan should include:
• Updated walks and crosswalks that are designed
to fi t the historic quality of Downtown, increase
safety and provide for increased attractiveness of
the area.
• Development of site furnishing standards to be
used throughout the district.
• Th e incorporation of added seating opportunities
throughout the district.
• Branding and amenities that enhance the look
and experience of Downtown streetscape.
• Amenities along the streetscape that are targeted
at meeting the needs of park users. Examples
include dog parking, dog fountain, pod stations,
bike parking, and benches.
• Improved pedestrian safety and the perception of
safety for users crossing the railway by installing
pedestrian gates if a quad-gate system is installed
at the railroad crossings.
• Th e incorporation of signage and wayfi nding
eff orts into the streetscape.
• Moving of the railroad signal tower obstruction
at the southeast corner of the railroad tracks and
Main Street to open up views of Downtown to
the public parking lot south of the tracks.
Fig. 3.62, 3.63, 3.64 & 3.65 – A revitalized
streetscape that addresses the inadequacies of Downtown
could result in new visitors and new businesses.
Recommendations
51
3.10 Operations and Function
Recommendations
Operations and function refers to the way that a business
or group of businesses is run on a day-to-day basis in
order to satisfy the needs/demands of their potential
clientele base. Th e regulation or standardization of
business operations can be quite complex when multiple,
individually owned and managed businesses with
diff erent goals and aspirations are involved. Downtown
Parkville’s focus, in regards to operations and function, is
to ensure that the business community work collectively
to establish and maintain a basic level of professional
service that adds to the overall user experience, meets
visitor expectations and improves customer retention of
the area.
Key Issues
• Many of the businesses Downtown do not have
standard or consistent operation hours that are
conducive to attracting and retaining visitors.
• Th e regulation of business operations Downtown is
often met with resistance.
• Th e lack of directional and informational signage
and wayfi nding makes Downtown diffi cult to
navigate for those unfamiliar with the area.
• Th ere is interest amongst business owners in
providing recycling services within the Downtown
commercial district.
• Th ere is interest in providing public restrooms
within the Downtown commercial district.
Recommendations
1. Establish a business atmosphere in the Downtown
commercial district that encourages the type of
full-time, professionally run businesses that are
necessary to attract repeat customers.
• Identify and foster the continued growth of full-
time businesses that have proven to be successful in
Downtown Parkville.
• Identify and encourage the establishment of
additional full-time businesses and/or destination
services that would be successful and fi t within the
contextual atmosphere of Downtown Parkville.
• Consider regulating the hours of operation for the
Downtown commercial district for a minimum of
peak shopping and park user times.
Fig. 3.66 – Inconsistent days and hours of operations
can have a negative impact on customer retention.
Recommendations
52
2. Introduce regulatory procedures in the
Downtown commercial district that are proven to
lead to increased business through improved visitor
experience.
• Encourage, mediate, and help build consensus
amongst the business community for regulatory
procedures that will positively aff ect Downtown.
Examples of issues that may need to be addressed
with regulatory procedures include:
• Storefront parking for owners and employees;
• Hours of operation;
• Maintenance and upkeep of streetscape and
buildings;
• Development of Design Guidelines; and
• Formation of a Design Review Committee.
3. Enhance the visitor experience, marketing, and
brand identifi cation by improving the wayfi nding
and signage throughout Downtown.
• Develop a comprehensive Wayfi nding and
Directional Signage Plan for vehicular, bicycle, and
pedestrian level traffi c that achieves the following:
• Directs traffi c in and out of the Downtown area.
• Informs visitors of the services and activities
available to them Downtown and directs them in
the direction of said services and activities.
• Creates interaction and excitement for visitors.
• Reinforces the identifi able brand of Downtown
in the market to continue to build on marketing
eff orts.
• Display a consistent marketing message and
brand.
• Refer to 3.9 Character of the Built Environment/
Aesthetics Recommendations, Recommendation
2 for plan content.
Fig. 3.68 & 3.69 – Wayfi nding, signage, and
branding eff orts should be designed in coordination
with one another so that they reinforce a singular
identity for Downtown.
Fig. 3.67 – Continued maintenance and upkeep of
the streetscape and buildings should be a priority for
Downtown. Th is may require the introduction of
regulatory procedures.
Recommendations
53
4. Provide additional public services (recycling,
restrooms) that can benefi t visitors, business owners,
and employees of Downtown Parkville.
• Explore the scope, feasibility, and available
funding resources for providing recycling services
Downtown.
• Include storefront side recycling alongside trash
receptacles as streetscape furniture.
• Provide back of house recycling for the businesses
in Downtown if the needs are warranted.
• Develop a Downtown Restroom Feasibility Plan
so that cost, location, operation, and maintenance
issues can be determined for providing a public
restroom in the Downtown commercial core.
• Th ere are currently no public restrooms in
Downtown.
• Restrooms are made available by some merchants.
• Many districts do not provide public restroom
facilities because of operation, safety, and
maintenance issues. Th ose districts rely on
businesses to provide restroom facilities. Th at in
turn drives customers to those businesses.
• Hours of operation issues in the Downtown
prevent access to restroom facilities if businesses
are closed.
Fig. 3.70 & 3.71 – Recycling and other public services
that promote sustainability could be implemented
within Downtown Parkville and possibly even
incorporated into the branding/marketing campaign.
Fig. 3.72 – Cost, location, operation and maintenance
are all factors to be considered in the feasibility of
providing public restroom facilities.
Recommendations
54
3.11 Economic Development
Recommendations
Economic development typically provides the means
for growth through job expansion, new residents, new
homes, demand for new consumer goods and services,
and added sales and property taxes. For Downtown
Parkville, steady and sustainable growth of the
commercial district is essential to making it a destination
for local/regional tourism and commerce.
Downtown’s economic survival and redevelopment hinges
on expanding the current market niches, introducing new
market niches, and providing consumers a larger selection
of merchandise and services.
Key Issues
• Th e future growth in population and income will
generate additional consumer purchasing power and
retails sales growth.
• Th e future growth of offi ce-related employment will
increase the demand for professional and medical
offi ce space in Platte County and Parkville.
• Growth in population and employment will create a
demand for new housing.
Recommendations
1. A key in improving the business climate in
Downtown Parkville will be to increase the
inventory of commercial space and level of business
and customer activity.
• Higher density, mixed-use development should be
encouraged. Th is development format promotes
increased density, security, pedestrian activity and
business activity.
• Increasing the housing stock through infi ll
development will be a key component in enhancing
the pedestrian activity and economic vitality of
Downtown.
• A mix of attached housing catering to students
and young adults is recommended along with infi ll
single-family housing within the neighborhoods
surrounding the central business district. Second
fl oor residential over commercial space should be
encouraged.
Fig. 3.75 – Example of attached townhomes that
would diversify the housing stock and increase density.
Fig. 3.73 – Example of the type of higher density,
mixed-use development that should be encouraged in
Downtown Parkville.
Fig. 3.74 – Example of single-family infi ll that
complements the existing housing stock.
Recommendations
55
2. Prospective commercial development/
redevelopment sites include:
• Development of the surface parking lot on the east
side of Main Street, south of the railroad track.
• Th e 2.2-acre surface parking lot bound by the
railroad track to the north, McAfee Street to the
south, East Street to the east and Main Street
to the west is ideal for extending commercial
development on Main Street south of the railroad
track as well as increase the inventory and critical
mass of commercial space in the Downtown core.
• Th e best suited development formats include
downtown-style, mixed-use commercial
buildings supporting retail and offi ce uses.
• Two-story buildings are appropriate on the
western portion of the site fronting Main Street
with surface or structured parking on the eastern
half.
• Assuming a zero setback on Main Street the
site could accommodate an estimated 50,000 to
70,000 square feet of commercial space.
• Development of the east side of 9 Highway from 1st
Street north to 6th Street.
• Th e prospective development site located on the
east side of 9 Highway from 1st Street north
to 6th Street consists of nine individual parcels
totaling approximately 3.66 acres.
• Existing land uses include a U.S. Post Offi ce,
former restaurant, two single family homes,
Glen’s Automotive, Four Seasons Lawn &
Landscape and vacant land.
• Th is site is considered Downtown’s premier
development site off ering superior access,
visibility, exposure and the size to facilitate the
development of several commercial formats.
• Th e most appropriate development format is
2- and 3-story mixed-use structures supporting
retail, offi ce and residential uses.
• Assuming a “Main Street” design the site could
accommodate an estimated 240,000 to 280,000
square feet of building area. Th e mix of space
would be approximately half commercial and
half residential, with the inventory of housing
totaling approximately 125 to 175 dwelling units.
• Development of 9 Highway from 1st Street to
6th Street would provide a much needed highway
entry window for Downtown and facilitate a
broader range of goods and services businesses.
• Development of this section of 9 Highway
would also provide a “bridge” more eff ectively
connecting Downtown Parkville with Park
University.
• Development of the west side of 9 Highway from 1st
Street north to 6th Street.
• Th e prospective development site located on the
west side of 9 Highway from 1st Street north to
6th Street consists of twelve individual parcels
totaling approximately 1.07 acres.
• Existing land uses include the French Bee Bakery,
parking lot, nine single-family homes and a
4-unit apartment building.
• Th e street right-of-way patterns and shallow lot
depths for the properties fronting the west side of 9
Highway will limit the potential to accommodate
large-scale mixed-use development.
• Likely development scenarios include the adaptive
reuse of the existing residential structures or razing
current structures to facilitate the construction
of single-tenant commercial buildings or multi-
family housing.
• Where redevelopment or conversions occur, they
must be compatible with the scale and desired
character of Downtown and must minimize
impacts on the abutting development, particularly
abutting single-family uses.
Recommendations
56
3.12 Redevelopment and Infi ll
Recommendations
As has been identifi ed in previous recommendation
sections, there are several redevelopment and infi ll
opportunities that exist within Downtown Parkville.
What follows is a description of these opportunities
and how they may benefi t the long-term success of
Downtown, along with supporting graphics and
conceptual plans.
Redevelopment of East Street - East Side
Th e 9 Highway/East Street corridor, from 1st Street
to 6th Street, represents an excellent redevelopment
opportunity that could serve as a catalyst for future
growth and investment in Downtown Parkville. Given
its signifi cance within the transportation network
of Parkville, a reimagined East Street could improve
community connectivity, create additional commercial
critical mass by eff ectively doubling the Downtown
commercial area, and safely and effi ciently move
vehicular and pedestrian traffi c, while also helping 9
Highway fi t better into the Downtown character desired
by the community.
Multiple concepts for East Street Redevelopment have
been created. Figures 3.76 illustrates what such a
reimagined East Street might look like. Regardless of the
specifi c redevelopment design of the area, key elements
incorporated include:
1. Th e introduction of a roundabout at the intersection
of 1st Street and 9 Highway as a way to effi ciently
control traffi c through this major intersection, improve
pedestrian crossings, and provide an ideal location for
a signifi cant gateway element that signals the arrival to
Downtown Parkville.
2. Redevelopment of the road and streetscape from 1st
Street to 6th Street to include consistent sidewalks, street
trees, street lights and improved pedestrian crossings.
• Road redevelopment is critical to the redevelopment
of East Street/9 Highway.
• Current posted speed restrictions are seldom
followed.
Fig. 3.76 – East Street Redevelopment Concept
Recommendations
57
• Th e design and function of the roadway will
determine the development design of the
redevelopment area to a large extent.
• A road designed to encourage speedy travel of
vehicular traffi c does not encourage connectivity
of other modes of transportation, encourage
Downtown character, or allow commercial
buildings to face the street.
• A road designed to maintain current posted
speed limits, while safely and effi ciently moving
traffi c, can fi t into the community’s desired
Downtown character and allow the safe crossing
of pedestrians.
• Building facades will face their main parking
fi eld, unless they have a minimum of parking at
their front entrance. A redeveloped East Street/9
Highway without on-street parking will ensure
that the front entrance facades of the buildings
will face east, away from the road.
3. Th e redevelopment area should adhere to the following
standards.
• All redevelopment should reinforce the desired
Downtown character in style of architecture,
massing, scale, height, materials, and detailing.
• Redeveloped properties should be commercial or
mixed-use in nature.
• Buildings should be oriented toward East Street
with minimal street off sets and all parking should
be located toward the rear of the properties.
• All redevelopment eff orts should be coordinated
with Park University. Th e University owns property
at the north end of this redevelopment area, so it
will be important to understand, accommodate,
and complement its future plans.
• Shared parking for the development area is important
to yield required parking.
• Connections to the White Alloe Creek Trail should
be made.
• Pedestrian and vehicular connections to the
university should be accomplished if possible.
• Install a pedestrian-activated crossing signal at 6th
Street.
Fig. 3.79 – Examples of commercial or mixed-use
developments with buildings oriented toward the
street. Th is encourages pedestrian activity and creates
a more inviting atmosphere for potential visitors.
Fig. 3.78 – Example of a roundabout that incorporates
a combination of sculpture, monumentation and
landscaping.
Fig. 3.77 – View of East Street/9 Highway, looking
north, from the approximate location of the proposed
roundabout.
Recommendations
58
Redevelopment of East Street - West Side
• Redevelopment of the properties along the west side
of East Street, from 2nd Street to 6th Street.
• Because of narrow lot depths on the west side
of East Street/9 Highway, redevelopment of this
area is more limited in nature.
• Adaptive reuse of existing residential structures
for commercial uses is possible.
• Redevelopment of existing building sites
would allow for single building commercial
redevelopment or new residential uses.
• Care must be taken to ensure that the character
of development of new commercial and
residential sites is in concert with the stated
vision of reinforcing Downtown character.
Narrow depth lots and side parking lots will
make this a challenge.
• Th e use of screening, materials, buildings,
fencing and landscape on the street side edge
of all development sites is critical to ensure
redevelopment of properties fi t in with the
character of Downtown, particularly on
abutting single-family uses.
• Th e ultimate design and function of the roadway
will have a signifi cant eff ect on redevelopment of
properties.
Fig. 3.80 – Adaptive reuse of existing residential
structures for commercial uses is common along Main
Street and may be a solution for properties along the
west side of East Street.
Fig. 3.81 – Attached townhomes or detached rowhomes
could be incorporated into the redevelopment of the
west side of East Street. Designed properly, they would
increase density, while maintaining or even adding to
the charm of Downtown.
Recommendations
59
Fig. 3.83 – Example of a single-family home with
a detached garage that would be appropriate for the
potential redevelopment of West Street.
Redevelopment of Residential Neighborhood along
West Street
Th ere are numerous issues in the residential neighborhood
on West Street that would lend itself to being a potential
site for residential redevelopment. Such issues include:
• Hilly terrain and a broken street grid cause the area
to feel isolated from the rest of Downtown.
• Pedestrian connections to the Downtown core are
limited and unsafe.
• Th e overall character of West Street is very diff erent
from Main Street.
• Th e homes along West Street do not have the same
historic character as those located on or close to
Main Street.
• Numerous properties are in disrepair.
• Numerous properties are vacant.
Figure 3.82 indicates a potential redevelopment scenario
for a modest residential development. Key elements of
this concept include:
• Th e preservation of the existing woodland and
topography.
• 15 single-family, 2-story homes with detached 2-car
garages that complement the historic character of
the Downtown neighborhoods.
• Single-family homes built to the current average
home value of new home permits in Parkville.
• Sidewalk connections and landscape buff ers along
Mill Street, from Crooked Road to Main Street.
• Sidewalk replacement/infi ll where needed along the
west side of West Street.
• Neighborhood Markers that identify entry into the
neighborhood.
• Adding new members of the community to utilize
the goods, services, and amenities off ered in the
Downtown area.
• Provides potential housing to the area that fi ts
with the Downtown character and fabric of the
Downtown neighborhoods.
• Removes existing blight.
• A larger contiguous redevelopment area is more
marketable for redevelopment than single infi ll lots.
Fig. 3.82 – West Street Redevelopment Concept
Recommendations
60
Redevelopment of the Downtown Core/Park
Transition Area
Th e lack of cross traffi c between the Downtown core
and English Landing Park is a problem that could be
addressed from multiple perspectives. Th e simplest
solution would be to redevelop the streetscape along
Main Street and East Street, from McAfee Street to 2nd
Street. Improvements would include:
• Bulb-outs to accommodate additional landscaping
and improved pedestrian safety;
• Sidewalk and crosswalk improvements;
• ADA accessible routes;
• Amenities and site furnishings; and
• Signage and wayfi nding.
Making these improvements would create a more
unifi ed, cohesive Main Street that would encourage
movement across the railroad tracks.
A second solution, shown in Figure 3.87, would be to
bridge the gap by completely redeveloping the municipal
parking lot and small baseball fi eld south of the tracks.
Elements of this concept would include:
• Streetscape improvements as identifi ed in the fi rst
solution.
• Additional retail development on the east side of
Main Street, south of the tracks.
• Regrading of Main Street, south of the tracks,
to accommodate the elevation of the new retail
development.
• Relocation of the Farmers Market to the current
location of the small baseball fi eld south of McAfee
Street.
• Redevelopment of the remaining portion of the
small baseball fi eld to a multi-purpose greenspace.
• Reorganization of the parking in this transition area
to accommodate both shoppers and park users.
Fig. 3.86 – Example showing how a well designed
streetscape can have a signifi cant impact on the
aesthetic quality of a development, resulting in a
better user experience, and in the case of Downtown
Parkville, increased cross traffi c.
Fig. 3.85 – Th e existing view of Downtown from the
municipal parking lot.
Fig. 3.84 – Illustration of the streetscape
improvements along Main Street, as recommended in
the Livable Community Study.
Recommendations
61
Fig. 3.87 – Downtown Core/Park Transition Area
Redevelopment Concept
Fig. 3.88, 3.89, 3.90 & 3.91 – A
business incubator program could
be incorporated into the new retail
development south of the railroad
tracks. Th e program could off er new
businesses a temporary location to grow
their customer base before hopefully
establishing a more permanent location
in Downtown Parkville.
Recommendations
62
Relocation of the Railroad Tracks
Th e impact of the existing railroad tracks on Downtown
continues to be a source of frustration for many in the
community. Th ough the tracks are integral to the
history and culture of Parkville, their proximity to the
Downtown commercial district creates numerous issues
that have to be dealt with on a frequent basis. Issues
include, signifi cant horn and train noise, vibration, and
blocking access in and out of English Landing Park, the
municipal parking lot and English Landing Center just
south of FF Highway/Mill Street on Main Street and
East Street.
Within the Downtown Parkville business community,
a few property owners prepared a solution for moving
the railroad tracks south of the municipal parking lot
and English Landing Center. Th is alignment had some
impact to English Landing Park. Upon review of this
concept, TranSystems, Inc., (lead consultant on the
Livable Communities Study Transportation Study,
and a member of the Downtown Master Plan Team)
determined that the horizontal curves and layout would
not meet railroad standards and could not be considered
a viable option for that reason alone. TranSystems, an
expert in railway design, did however provide a track
layout that would meet railroad standards. Th e Livable
Communities Study explored options and costs for this
route and considered the cost of the relocation very high
for the potential with numerous negative impacts. It
was therefore not recommended as a course of action in
the Livable Communities Study (LCS).
While the LCS investigated the transportation impacts
and costs of the concept, additional study on the land
use impacts, park impacts and potential redevelopment
opportunities the concept may represent was not
explored. Th e local property owners who prepared the
original concept continued to request additional study
of the concept. Th e Master Plan Team agreed to address
the concept again.
Th e Master Plan Team prepared a concept plan for
the relocation of the railroad tracks south from their
current location to the location determined to meet
their minimum design standards. Th is alignment
can be seen on Figure 3.95. Figure 3.95 also depicts a
Fig. 3.92, 3.93 & 3.94 – In addition to the noise
and safety issues, the railroad acts as a physical barrier
within Downtown.
potential redevelopment of the area if the tracks could
be relocated.
To evaluate the concept, it is necessary to understand
the positive and negative aspects of the plan.
Recommendations
63
Th e positive impacts can be seen as:
• Relocation of railroad tracks further from the
Downtown core helps to address noise and vibration
issues. Noise issues continue to exist if a quiet zone
is not installed through Downtown.
• If the Railroad determines that a double track is
going to be constructed, this would move the extra
railway activity away from the Downtown core.
• Th e limiting of access to the municipal parking
lot and English Landing Center when trains are
running is eliminated. Full park access continues to
be an issue.
• Th e potential of reorganizing circulation to address
the off set of 1st Street and Mill Street/FF Highway
in Downtown becomes possible.
• A potential new alignment of Mill Street could
connect with the signalized entry at Park University
on 9 Highway.
• New redevelopment opportunities may exist along
reorganized circulation routes.
• Railway could be a potential fl ood control measure
for minor fl ood events, but would not prevent events
that would top the current elevation of the railroad
tracks.
Th e negative impacts can be seen as:
• Relocation of the tracks would route the railway
directly through English Landing Park. Th is would
bisect the park, reducing the size of the Park and its
basic character and nature.
• Grading operations to relocate the tracks would
destroy signifi cant existing trees.
• Relocation of the track would signifi cantly impact
or eliminate facilities in the park.
• Th e track would remain at its current elevation,
resulting in an approximate 9 foot elevation change
from the top of the tracks to the lower elevation of
the Park. Th is would have the corresponding side
slopes, further widening the impacted area.
• Signifi cant impact to the visual and physical
connections to the Missouri River would occur as
well.
• Current views from 9 Highway are over tracks and
to park and Missouri River. In the concept, views
would be across a narrow park, then to railroad
berm, which would then obstruct some views to
river.
• Relocation would create two narrow linear parks on
each side of the east-west tracks instead of the larger
Fig. 3.95 – Railroad Relocation/Redevelopment Concept
Recommendations
64
contiguous park space that exists today. Th is would
reduce the programmability, usability, and variety
of potential park uses.
• An at-grade crossing still exists south of English
Landing Center that will continue to limit access to
the baseball fi eld, half of the redesigned park, and
all of Platte Landing Park.
• Th e railroad does not have interest or desire in having
their track and berm become a fl ood control dike.
Any fl ood control measures, armoring, protection,
etc would be the responsibility of the City, and so
would the maintenance of those.
• Signifi cant impacts to the fl oodway will occur
with the relocation, which will require signifi cant
regulatory review.
• Estimated costs for relocation of only the railroad
berm and new tracks is $6-8 million. Th is does
not include the relocation or development of new
roads and stream crossings, demolition of existing
railroad, intersection improvements, 9 Highway
improvements, relocation of the current sewer
pump station, acquisition and ROW costs, park
redesign and construction, additional grading to
match surrounding grades, stream crossings or
road crossings, attorney fees, design fees, and other
miscellanea.
Proponents of the relocated railroad track concept have
been small, but vocal. Th e majority of input the Master
Plan Team has received from the community has not
been supportive of the concept due to cost, impacts
to English Landing Park and lack of assurance that
relocation would guarantee elimination of the train
noise.
Although, the concept could have positive impact for
the Downtown commercial core and be fi nancially
benefi cial for some property owners, the relocation is
not recommended.
With the negative impacts to English Landing Park, the
cost of executing the relocation, the unknown costs, the
lack of full community support, and the fl oodway impacts
it is our recommendation to not pursue this concept.
Resources would be better utilized pursuing other solutions
to reduce train noise and reduce traffi c confl icts, as well
as implementing other recommendations to improve
Downtown as outlined in the Master Plan.
Other Redevelopment Opportunities
• Redevelopment of Bruce Watkins Park and
Adams Park so that they may be more functional
for the residents of Downtown Parkville (see
3.5 Parks, Recreation, and Natural Resources
Recommendations).
• Redevelopment of the retail uses along Mill Street.
As Downtown grows and traffi c along FF Highway/
Mill Street increases, this area will become a logical
location for future expansion of the Downtown
shopping experience.
• Th ere are multiple opportunities throughout the
residential neighborhood to redevelop single lots
that are in disrepair or don’t fi t the historic context
of Downtown. Many of these properties are multi-
family in nature, and it may make sense to convert
some of them back to single-family homes.
Infi ll Opportunities
By defi nition, infi ll is the development of underutilized
or undeveloped land or properties surrounded by
other utilized properties or buildings. Th e residential
neighborhood has a few properties that fi t this defi nition,
and those properties have been identifi ed on Figure
3.96. However, it is important to note that there are
a number of currently vacant lots along the west half
of the neighborhood that have not been recommended
for infi ll. Th ese lots are typically dense in vegetation
and steep in slope, which would be a challenge for any
kind of infi ll development. More importantly, these
characteristics are viewed as an asset by the community.
Th ey have more value as undeveloped greenspace than
they do as new, single-family homes.
PDMP Redevelopment and Infi ll Plan
Figure 3.96 on the opposite page illustrates the
redevelopment and infi ll opportunities discussed in this
section.
Recommendations
65
Fig. 3.96 – Redevelopment and Infi ll Plan
Recommendations
66
Chapter 4.0
Implementation
4.1 Introduction
Th e Master Plan presents many recommendations for
capitalizing on opportunities in the Downtown Parkville
area. Th e Master Plan is focused on articulating a long-
range vision for the Downtown, upon which projects
may be implemented as next steps. Th ose next steps are
the Implementation Plan.
Implementation of the Vision requires both short- and
long-term decision making, an understanding of the
potential value of such decisions, and the ability and
willingness to capitalize on opportunities as they make
themselves available. Th e following chapter will attempt
to simplify and guide this process by presenting policies,
strategies and available incentives to be evaluated.
In some sections, roles, leaders and sequencing are
suggested. Th ese suggestions are not intended to bind or
obligate specifi c entities to tasks, approvals, fi nancing or
other actions. Instead, the suggestions are made to help
guide implementation. Over time, implementation may
be undertaken by diff erent entities and partnerships
as appropriate and as funding and other opportunities
become available.
4.2 Implementation Overview
Th ere are numerous steps that should be taken to begin
the implementation of the Master Plan. Th e following
steps should be taken:
1. Project Start Up and Policy
2. Advancing the Master Plan
3. Detailed Planning and Engineering Study of
Key Plan Recommendations
4. Available Economic Development Incentives
5. Benchmarking of Plan Strategies
4.3 Project Startup and Policy
Th e initial stage of the Implementation Plan is regulatory
in nature. Th is stage is about setting policy and ensuring
that the Plan is an important part of future decision
making in Downtown.
Several policy changes should be implemented by the
City of Parkville in order to set the stage for future
implementation. Th ey are as follows:
Adopt the Parkville Downtown Master Plan.
Th e PDMP should be adopted by the Board of Aldermen
with the intent that it be used by the City of Parkville
as the offi cial resource for future decision making in
Downtown Parkville.
Amend relevant ordinances and plans.
Once the PDMP has been adopted, the City should
amend ordinances and plans so that they may be
coordinated with this document, including:
• Zoning Ordinance
• Parkville Master Plan
• Parks Master Plan
Update the Master Plan.
Th e Master Plan is a foundation document. Th e Master
Plan contains recommendations that were made at the
time of its creation based upon existing conditions,
market analysis, and community input. Th is process
has set the direction for the next 20 years in Downtown
Parkville. But, while there are strong recommendations
in the Master Plan for achieving the desired vision, the
needs and desires can change given time, unforeseen
circumstances, and new opportunities. Th e Master Plan
should be able to react to those changes and be revised
to fi t the community’s needs over time. Changes should
not be made frivolously. Changes should be made to
the Plan only after community and stakeholder review,
comment and public hearing.
It is recommended that Th e Master Plan should be
reviewed occasionally for progress, relevance, and
change.
It is recommended a cursory annual progress report be
conducted and presented for Board of Alderman review.
Should that review indicate that conditions, needs or
new opportunities warrant further study, that study
67
should be conducted and the Master Plan Document
revised as necessary.
Develop additional plans recommended in the
Master Plan.
See 4.5 Detailed Planning and Engineering Study of
Key Plan Recommendations for a complete list of plan
development recommendations.
Develop a strategy with City Staff and the Board
of Alderman for incorporating the Master Plan
recommendations for transportation, utilities
and infrastructure improvements in the City
of Parkville’s short- and long-range Capital
Improvements Plan (CIP). Fund initial priority
infrastructure improvements based on the 10-year
Capital Improvement Plan.
Th e ever changing revenue landscape for most cities
makes any CIP assurances for long range planning
strategies diffi cult at best. But, it is important to develop
a plan for the incorporation of the recommended public
infrastructure improvements into the CIP.
Th e City should develop a strategy to allocate CIP funds
for the Master Plan recommendations, recognizing that
there are limited public funds available and that the
minimum standards of care must be met fi rst in the
community. A commitment of funding that address
plan recommendations from the City will send a message
to the community that the Downtown area is important
to the City of Parkville, and to private investors that the
City is willing to invest in Downtown. Th is support is
critical to fueling early and long-term eff orts for change
in the Downtown, as well as leveraging those available
public dollars for private investment.
4.4 Advancing the Master Plan
Redevelopment and revitalization takes time. To be
successful, the community must allow Downtown
that time. Th ere must also be recognition that there
are constraints on available resources and funding to
accomplish the recommendations of the master plan. In
order to accomplish the recommendations of the Master
Plan, a short term and long term process is proposed.
Short Term Goal
Th e initial stage moves the project forward and lays
the groundwork for developing the much needed
cooperation and communication of the organizations
and entities with a stake in Downtown. Important
issues to address in this stage include:
• Address policy issues.
• Update City Codes and Plans to Incorporate the
Parkville Downtown Master Plan
• Complete recommended plans, guidelines and
studies as resources and funds are available.
Important initial plans and guidelines include:
• Prepare Overlay Districts and Design Guidelines
for Residential, Transition, Commercial Core,
and Redevelopment Areas
• Prepare Gateway, Signage, and Wayfi nding Plan
• Prepare Downtown Streetscape and Amenity
Plans
• Prepare Pocket Park Redevelopment Plans (in
concert with Streetscape Plans)
• Prepare Downtown Restroom Feasibility Plan
(in concert with Streetscape Plans)
• Prepare Sidewalk and Trail Infi ll Plans
• Explore Specifi c Available Funding Sources (2014-
2015) for Compatibility with Master Plan.
• Continue to educate new public offi cials on the
objectives and recommendations of the Master Plan.
In addition to the previous actions, a critical initial
step is the formation of a Downtown Master Plan
Leadership Committee (DMLC). It is recognized that
communication amongst the existing organizations
with interest in Downtown is poor. Th e purpose of the
DMLC is to create common ground and understanding
between the diff erent organizations; develop on-going
working relationships with the diff erent organizations;
foster good, working communication between groups;
identify initial areas where diff erent organizations
are duplicating eff orts for bettering the Downtown
68
Implementation
and implementing the Master Plan. Th e DMLC is
a committee made up of members of the existing
organizations and groups that have interest in the
Downtown area. Each organization would have one
(1) member on the committee who is responsible for
participation, as well as articulating their organizations’
goals, objectives, and initiatives. In addition, they would
also be responsible to report back to their organizations’
progress, issues and possible solutions to common issues,
goals and objectives.
Long Term Goal
It is the desired outcome that a long range solution for
coordinating eff orts for funding, marketing, projects,
and other concerns are addressed. Although successful
in many aspects, Downtown Parkville can learn from the
successes of other communities and organizations, most
of which are led or managed by single organizations. In
Chapter 3.0 it was identifi ed that a major obstacle for
Parkville to overcome is the diversity of organizations
lacking a common vision. Although hard to envision
for Parkville, a single implementation entity or multiple
entities working in concert could greatly improve the
ability to implement the Vision. Th e following structure
for a Master Plan implementation entity is suggested as
a best management practice that can be aspired to long
term. Meanwhile, the community of Parkville can draw
form the outline to help organize one or more entities
toward implementation.
An entity or partnership that is charged with addressing,
advancing and completing the recommendations of
Master Plan should be focused on:
1. Seeking funding for projects;
2. Seeking potential tenants, retailers and businesses
to locate Downtown;
3. Soliciting developer interest in redevelopment
projects; and
4. Implementing recommendations, leveraging
available dollars with larger funding sources.
Th is approach is a long-term solution for moving
the plan forward. It recognizes that without a daily
champion working on creating and managing change
in Downtown, the Master Plan will take much longer
to implement. Additional challenges include the
recognition that seeking funding will generally be totally
reliant on an already overworked staff responsible for
the entire City and not just Downtown; that competing
commercial sites have realtors and other marketing and
real estate professionals actively competing for available
tenants and users; that Downtown has numerous
factions with polarizing views and positions; and that a
unifi ed voice is needed to provide leadership, direction
and to push the plan forward.
Th e following organizational structure has been successful
in other communities performing redevelopment and
revitalization. It has been modifi ed to fi t the unique
issues and challenges facing Downtown Parkville. As
Downtown Parkville evolves and successes are realized,
this organization could help advance the Vision to the
mutual success of property owners, business owners,
residents, the City, and the community. Meanwhile,
one or more entities may be structured similarly to help
implement the plan.
Leadership Committee
A Leadership Committee should be formed with
representation from key citizens and stakeholders.
Th e Leadership Committee should be charged with
developing a long-term strategy, including budget,
and for securing fi nancial support for implementation
from participating entities and other sources. Financial
resources should be provided at inception to conduct
a leadership retreat which would have as its goal a
framework for action and a draft action plan.
Th e Leadership Committee may take the form of
a Board of Directors, but should be comprised of
individuals capable of ensuring the project’s success.
Th e Committee should provide corporate governance,
oversight, marketing and resource identifi cation as
well as guidance and oversight to an implementation
staff , charged with day-to-day operations of plan
implementation. Strong multi-year commitments from
the initial Leadership Committee are recommended to
ensure continuity and focus for the start-up and initial
operations of the Committee.
69
Implementation
Th e Leadership Committee should be incorporated in
the State of Missouri. Th e corporation should establish
as a separate entity or seek for its own corporate
designation 501(c) 3 not-for-profi t status to receive funds
for implementation of certain aspects of the project.
Advisory Committee
Advisory Committee
In order to facilitate broad-based participation in
plan implementation, it is recommended that the
Leadership Committee engage a committee of Advisors
for information exchange and discussion of policy
alternatives for the Master Plan. Th e community-
wide membership should include representatives of
community groups and organizations interested in
community improvement and development as well as
residents of the Downtown. It is further recommended
that the majority of the Advisors live or work within the
Downtown area.
Use of Implementation Task Forces
Th e Leadership Committee and Advisors may choose
to establish task forces for further planning and
implementation of the specifi c plan recommendations.
Mobilization of a large group of advocates in Downtown
will increase resources for implementation, bring more
unity and multiply the education eff orts.
Although one of the major implementation goals is
unifi cation of entities, persons and ideas, it is suggested
that task forces could provide additional focused energy
and ideas for specifi c recommendation implementation
techniques. Task forces would not exceed 7-9 members
charged with developing strategies and actions that
would supplement work of the Leadership Committee,
Advisors and staff . Th ey may be comprised of elected
offi cials, stakeholders, business leaders and institutional
leaders with suffi cient diversity and experience to bring
their expertise to bear in order to ensure implementation.
A Task Force’s work would be coordinated by the
implementation staff . Area-wide ad hoc committees
could be formed to address very specifi c interests, but
are not specifi cally needed.
Outside Consultant Assistance
Th e Leadership Committee may retain the services of
outside consultants to address any number of planning,
design, engineering, legal, management, and fi nancial
issues. Th ese consultants should be hired, funded and
answer directly to the Leadership Committee.
Redevelopment Offi ce
It is recommended that a high quality, visible, and in
the Downtown, offi ce, meeting and display space for
housing the operation of the various implementation
components be established. Th e facility should provide
communications, space for leadership meetings and
audio-visual technology. It should also be utilized
for facilitation of policy discussions by the Leadership
Committee and all participating entities. Th e offi ce
may be a funded, free-standing operation, or may be
provided in-kind by a participating entity. Th e offi ce
should be the focus of initial marketing eff orts for
introducing prospective property owners, business
owners, developers and donors to the Master Plan and
Downtown.
Offi ce Staffi ng
Th e participating entities should fund staffi ng for
the implementation offi ce, if they are allowed to by
law. In addition to carrying out specifi c projects, the
staff would provide technical assistance to property
owners, residents, and groups addressing the various
concerns related to the plan. Th e success of the plan
implementation will be based on the commitment of
funds and qualifi ed staff to oversee the project on a day-
to-day basis. An annual statement of goals and timetable
for accomplishment of the same should be prepared and
adopted by the Leadership Committee. Staff will be
accountable to the Leadership Committee.
Development of a Marketing Plan
Th e Leadership Committee should undertake
development of a visual identity and joint marketing
eff ort to make a new identity for the Downtown area
for future marketing and communications eff orts. Th e
identity should include a logo and theme, which will be
visible in the Downtown and in all communications and
70
marketing eff orts. Th e marketing component should
be considered an economic development campaign.
Resources should be pooled to prevent duplication of
eff orts and maintaining a consistent message to the
public about Downtown.
4.5 Detailed Planning and Engineering
Study of Key Plan Recommendations
Th e following plans or studies should be developed to
further the recommendations of the Master Plan:
Parkville Downtown Residential and Residential
Transition Overlay District
Th e Parkville Downtown Residential Overlay District
would implement the Land Use Recommendations that
are focused on preserving the quality and character of
the Downtown residential neighborhoods. Th is would
allow issues of boundaries, teardowns, rehabs, style,
character, and use to be addressed in a simpler manor
than rezoning to the Old Town District (OTD) zoning
classifi cation. Th e OTD zoning classifi cation requires
the rezoning of properties and has detailed requirements
and guidelines which are a much more robust and full
featured response to zoning issues. Property rezoning
would not be required for the addition of the overlay
district. It would be used to preserve and protect key
issues raised in the Master Plan process and be a required
guide for appropriateness of action in the Downtown
neighborhoods.
9 Highway Corridor Study
Th e complexity of the transportation, land use, and
connectivity issues on 9 Highway/East Street warrant
additional study. Th e specifi c routing of pedestrian
connections along 9 Highway to 45 Highway; right-of-
way acquisition; road alignment and design and specifi c
transportation solutions designed in concert with
the community needs and the needs of the proposed
redevelopment of 9 Highway/East Street; grading;
crossings and controls; and many other factors will need
to be considered to develop a solution for the roadway
and pedestrian connections on 9 Highway/East Street.
Th e Master Plan recommends the redevelopment of
the corridor. Th e Master Plan provides guidelines for
addressing critical issues in the redevelopment of the
area. It also provides conceptual options detailing how
the area might be redeveloped. Additional and specifi c
study will need to be conducted to further develop
specifi c redevelopment plans.
Municipal Parking Lot Redevelopment Plan
Th e redevelopment of the Municipal Parking Lot will
require additional study to understand the complexities
of the redevelopment. Th e development of the type of
retail space, the relocation of the farmers market, the
redevelopment of parking, engineering, grading and
fl ooding issues, the pedestrian connectivity issues,
aesthetics, specifi c economic analysis of development
plan options, and the impact to English Landing Park all
require additional analysis to arrive at a redevelopment
solution. Additionally, programmatic issues within the
park and the Downtown and how they would interact
with the redevelopment need to be addressed.
Sidewalk Connectivity Plans
Th e missing links in the pedestrian sidewalk system
should be fi lled in to connect the Downtown with itself
and the rest of the community. Specifi c defi ciencies
described in the recommendations as well as the Livable
Communities Study (LCS) should be addressed. A
phased approach to fi ll in the gaps can be taken over
time and as funds allow. In addition, limited local, state
and federal funding has been available for connectivity
projects. Recommended sidewalks projects include:
• West Street, from Elm Street to 6th Street to Mill
Street
• Mill Street, from Crooked Road to Main Street,
with improved safety in mind
• 9 Highway, from the Chamber of Commerce to
East Street
• East Street, replacement and infi ll gaps between 1st
and 6th Streets
• 6th Street, from Park University to East Street
• Main Street/9 Highway sidewalk connection to 45
Highway to the north
Implementation
71
Off -Road Trail Plans
Th e missing links in the pedestrian trail system should
be fi lled to connect the Downtown throughout itself
and with the surrounding natural resources, places of
interest, and the rest of Parkville. A phased approach to
fi ll in the gaps can be taken over time and as funds allow.
In addition, limited local, state and federal funding has
been available for connectivity projects.
English Landing Park Long Range Enhancement
Plans
Enhancement plans for English Landing Park should
be developed to increase the variety, attractiveness, and
potential programmable space within the park. Careful
attention to fl ood concerns, needs, programming, and
design should be taken. A long-range enhancement
plan with concept design of enhancements should be
developed so that timing, cost, funding, and potential
fundraising issues may be addressed as over time.
Pocket Park Redevelopment Plan
A Pocket Park redevelopment plan should be prepared to
take a fresh look at the park, its function, and potential
to be a central open space for the Downtown. Th e
existing Pocket Park was designed to create convenient
access to amenities at the top of the hill. Currently those
amenities are not operating. Simplifying this access
would allow a larger area for a park space at ground level
that would be more complementary to the Downtown
shopping district.
Bruce Watkins Park and Adams Park Redevelopment
Plan
A redevelopment plan for Bruce Watkins Park and
Adams Park should be prepared to provide enhancement
for the neighborhood and upgrades in aesthetics, safety,
and usability.
Commercial District Design Guidelines
Commercial District Design Guidelines should be
developed to address existing issues with storefronts,
maintenance, colors, materials, and compatibility of
existing and future commercial buildings in Downtown.
Th e guidelines should be developed as a district overlay.
Fully Integrated Gateway, Signage, and Wayfi nding
Plan
A fully integrated Gateway, Signage, and Wayfi nding
Plan should be developed for the Downtown area. Th e
gateway plans should welcome visitors to Parkvillle and
Downtown, indicate the arrival sequence, locations, and
specifi c designs for gateways and monumentation. Th e
signage and wayfi nding plan should be integrated with
the gateway and monumentation plans. Th e signage
and wayfi nding signs should indicate directional and
location information in a simple and easily read and
understood format, for both the pedestrian and vehicular
visitor to Downtown. Storefront signage, information
kiosks, and history and interpretive elements should
also be incorporated into the overall plan and design.
Additionally, branding and marketing elements should
be fully coordinated with marketing and branding
eff orts for Downtown Parkville.
East Street Redevelopment Design Guidelines
A design guideline for redevelopment of East Street
should be developed to ensure future compatibility for
all redevelopment activity with the vision and goals
of the Parkville Downtown Master Plan. Th e Design
Guidelines should ensure that redevelopment fi ts the
desired character, massing, height, style, materials and
site planning elements as described in the PDMP, but
allows suffi cient fl exibility to create an economically
viable redevelopment plan. Th e balance of these two
concerns is critical to the success of redevelopment
eff orts on East Street.
Downtown Streetscape Redevelopment Plans
Th e current Downtown streetscapes are well worn
and tired, and are in need of redevelopment. A new
streetscape and pedestrian amenity plan should be
developed in the Downtown commercial core. Th is
streetscape plan should address sidewalk connectivity
issues, signage and wayfi nding, pedestrian amenities
such as site furniture and bicycle racks, lighting, planters
and plant material, sidewalks and paving, as well as other
amenity opportunities available in the Downtown. Th e
streetscape plans should be focused on creating a quality
pedestrian environment that is an aesthetically pleasing
and engaging public space, causing pedestrians to feel
safe, engaged and linger in the Downtown.
Implementation
72
Downtown Restroom Feasibility Plan
A Downtown restroom feasibility plan should be
developed to fully explore the needs, locations, availability
of infrastructure, security and long-term maintenance
and operations of a potential public restroom facility in
the Downtown commercial core.
Downtown Tree Protection Ordinance
A tree protection ordinance should be developed in
Downtown Parkville. Th e development of such an
ordinance would recognize how important the mature
overstory trees are to the Downtown residential
neighborhoods, streetscapes, parks, and overall
character of Downtown. Protection of these trees as
well as those on private property from development and
redevelopment should be stressed, with penalties levied
for their removal. Additionally, replacement of protected
trees with species, caliper and number requirements
should be included as well.
Downtown Tree Preservation and Replacement
Program
A Tree Preservation, Maintenance and Replacement
Program should be prepared for Downtown Parkville.
Th e development of such a plan would recognize
how important the mature overstory trees are to the
Downtown residential neighborhoods, streetscapes,
parks, and overall character of Downtown. Th e
program should address public property and rights-
of-way. Th e program should address periodic reviews
and inspections of overstory trees, street trees, and park
trees for health, vigor, disease and maintenance needs.
Provisions for removing diseased or dead trees should
also be included. Ongoing needs and issues should be
addressed on an annual basis.
4.6 Available Economic Development
Incentives
Th ere are numerous potential funding tools available for
use to implement the Parkville Downtown Master Plan.
Th ese tools are detailed below. It is important to note the
objective of securing funding is to pay for improvements
that otherwise would not have a source of funding, and
to provide seed monies for the encouragement of private
investment to occur. Th ere will never be enough public
funding to complete the recommendations in the plan.
For this reason the investment and leverage of private
dollars is crucial to the success of the plan.
For each tool, general advantages and disadvantages
are listed as they existed at the time. Additional
consideration must be given to whether they could be
used by Parkville and when it would be appropriate.
Unless another entity or organization is clearly charged
with recognition, application and acquisition of funding
resources for the implementation of the Master Plan
recommendations, the City, in cooperation with the
Downtown stakeholders and organizations, should
analyze the appropriateness, cost benefi ts and best
application of these tools as necessary to implement the
Parkville Downtown Master Plan objectives.
Regulatory Options
Impact Fees - Th e development applicant pays a fee as
a condition of the City’s approval of the development.
Advantages:
• No voter approval required as long as the fee is
structured to be consistent with Missouri case law
related to user fees.
• Fees only paid by those individuals or areas
benefi ted by the improvement(s).
Disadvantages:
• All fees collected must be spent for improvements
that benefi t those who pay the fee.
• Monies must be spent within a “reasonable” period
of time from the date paid and must be spent on
the type of improvements for which it is paid.
• Amount of the fee collected cannot exceed
an amount that reasonably refl ects the cost of
constructing those improvements needed as
the result of the demand created by the new
development. In other words, you can’t collect
enough money to improve a mile of a major road
if a traffi c study shows the new development only
impacts the demand on a quarter mile of the road.
Implementation
73
• Impact fees are routinely challenged in court by
developers.
Taxing Options
Excise Tax - A tax levied on a particular activity,
measured by the amount of business done or income
received.
Advantages:
• Excise taxes are not subject to the benefi t or location
requirements of impact fees. Th ere need not be a
quantifi able relationship between the tax imposed
and the demand for public services created by the
activity the tax is imposed on.
• Th ere is no legal limit on the rate of an excise tax.
• Th ere is no prescribed methodology a city must use
to establish the rate of the tax.
• Funds collected from the tax do not have to be
earmarked for a particular purpose. It could
actually just be put in the general fund for any valid
public purpose. But, from a practical standpoint,
cities usually state what the tax revenues will be
spent for.
• Excise taxes can also be imposed in the form of a
license tax on “building contractors.”
Disadvantages:
• Requires the approval of a simple majority in a
public vote.
• Although there is no legal limit on the amount of
tax, it can’t be “confi scatory.”
Economic Development Tax - a new sales tax (up to
1%), approved by last year’s legislative session.
Advantages:
• Sales taxes have been successful in most
communities.
• Sales taxes generate revenues from non-residents.
• Can use the revenue not only for infrastructure,
but operating expenses within certain parameters.
After the revenue is used as defi ned in items #2
and #3 below, remaining funds can be used for
almost any economic development-related activity:
marking, grants to companies for job training,
equipment acquisition, training programs, legal
and accounting expenses related to economic
development planning and preparation.
• When imposed within special taxing district such
as Tax Increment Financing (TIF), Community
Improvement District (CID), or Neighborhood
Improvement District (NID), the tax is excluded
from the calculation of revenues available to those
districts.
Disadvantages:
• Tax must be approved by a simple majority of the
voters.
• No more that 25% can be used annually for
administrative (staff and operating) costs.
• At least 20% must be used for long-term economic
development. However, this includes land
acquisition, infrastructure for industrial or business
parks, water and wastewater treatment facility
improvements, streets, public facilities directly
related to economic development and job creation,
matching dollars for state or federal grants.
• Need to establish a 5-member, volunteer board that
prepares recommendations on projects. However,
Council has fi nal decision on how monies spent.
• Can’t be used for retail projects.
Capital Improvements Tax - a tax levied on all retail
sales for the purpose of funding capital improvements.
Advantages:
• Sales taxes have been successful in our community.
• Sales taxes generate revenues from non-residents.
Disadvantages:
• Th ere is a limit on each authorized CIP tax of up
to ½ of a percent.
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74
• Tax must be approved by simple majority of the
voters.
• If any one tax measure fails at the polls, it cannot
be resubmitted to the voters for at least 12 months.
• Revenue bonds backed by CIP sales tax revenue
must be approved by either a 4/7ths or 2/3rds
majority, depending on the election date.
Transportation Sales Tax - a sales tax of one-half
percent on all retail sales to generate revenues for
transportation purposes. Th e City currently has one-
half percent transportation sales tax, which is primarily
dedicated to road maintenance and operation of the
Streets Department. In addition, the City receives a
percentage of proceeds from a Platte County one-half
percent transportation sales tax dedicated to capital
improvements. Neither is dedicated to implementation
of the recommendations herein, but may benefi t
Downtown to the extent priorities may overlap.
Advantages:
• Th e same as those for the CIP Tax.
• Any bonds issued by these revenues do not count
against the city’s debt limit.
Disadvantages:
• Tax must be approved by simple majority of the
voters.
• Proceeds must be used for transportation purposes
– streets, roads, bridges, parking lots, garages, and
public mass transportation.
Storm Water Control and Local Parks Sales Tax - a
sales tax of up to one-half percent on all retail sales in
order to provide funds specifi cally for storm water control
or parks, or both. Same basic pros and restrictions as in
the two other taxes above.
District Options
All of the following are districts formed to create funding
mechanisms in order to fi nance public improvements.
An overall advantage to most of these districts is that
they can be layered on top of each other and used in the
same area – for example a Transportation Development
District (TDD) can be layered on top of a TIF, etc.
Special Assessment District - best used for small
projects the City can aff ord to fi nance up front.
Formation: City draws the district and it is established
by Ordinance.
Financing: City issues special tax bills to parcels
within the district. Payback is within 10 years.
Advantages:
• No public vote needed.
Disadvantages:
• Not a widely used mechanism in Missouri. Th e
special tax bills issued are not a familiar concept
for investors and are not widely marketable, unlike
bonds.
• Only useful if the City can front the cost of the
improvement and can wait the 10 years for total
repayment.
Community Improvement District (CID) - best
used when there could be multiple improvements
contemplated cover a large area.
Formation: Requested by a petition of property
owners within the proposed district (more than 50%
by both assessed value and by number of owners).
City Council has a public hearing. District approved
by ordinance. Can be a political subdivision or a not-
for-profi t corporation.
Financing: If a not-for-profi t, funds raised through
special assessments. If a political subdivision CID
can also levy real property taxes after approval by a
majority of district voters.
Implementation
75
Advantages:
• Don’t need to go to Circuit Court to form the
district. And, although the amount of paperwork
and the process involved in establishing the district
is fairly extensive it’s easier than a TDD (see below).
• Th e district has the ability to construct, reconstruct,
maintain, equip a variety of public improvements.
• Th e District has several funding sources available.
• CIDs, as homes/merchants association, can provide
revenue and management services of a fl exible basis
for residential or commercial areas. Each CID can
be custom designed to the needs of each district.
Disadvantages:
• Creating a separate entity can cause problems
unless a Redevelopment Agreement is used to
stipulate exactly what projects are to be done, how
long the district will exist, etc.
Neighborhood Improvement District (NID) - best
used for single improvement projects within a fairly
narrow geographical area.
Formation: Council designates particular areas of
land as a “neighborhood” that will benefi t from a
particular public improvement. Landowners authorize
the NID either by a vote or by a petition signed by
owners representing 2/3rds of the area. If the election
method is used, majority needed for approval follows
the same guidelines as for General Obligation (GO)
bonds.
Financing: Council may authorize issuance of
GO bonds to fi nance construction of the identifi ed
improvements. Special assessments against the
benefi ting property owners go to pay back the bonds.
Advantages:
• Don’t need to go to Circuit Court to form the
district.
• Requirements to form the district are not as involved
as in the CID and the NID is not a separate public
entity.
• City does not need to do an election to issue GO
bonds if it pledges current revenue streams to back
the bonds in case the special assessments prove to
be insuffi cient to fund repayment.
• Th ese bonds don’t count against the City’s overall
debt limit.
Disadvantages:
• A fairly large majority of landowners must approve
formation of the district.
• Th e City could end up picking up the tab for
landowners who default on their payments and for
which tax liens prove uncollectable.
• Amount of debt can’t exceed 10% of the assessed
value of tangible property. (However, it would
have to be a huge project to do that).
• Compared to a CID, the NID fi nancing purposes
are limited to specifi c projects, although the project
need not be inside of the district.
• Only special assessments can be issued.
Special Business District - best used in areas with a
heavy concentration of commercial businesses.
Formation: Requested by a petition of one or more
property owners within the proposed district, then
approved by a majority of the property owners in
the district. City Council appoints a commission or
advisory board to recommend how money is spent.
Financing: District can levy property taxes (up to
$.85 per $100 valuation) and special fees (a license
tax). Can also issue up to 20 year GO bonds with
Council approval and a majority vote of property
owners (4/7ths or 2/3rds).
Advantages:
• Discretion as to types and amounts of expenditures
lies solely with the Council.
• Funds can be used for a variety of “maintenance
and improvement projects” within the district
including new and improved streets.
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76
Disadvantages:
• Any license fees levied can be protested by businesses
representing a majority of the total license taxes
being collected.
• Any bonds issued do count against the City’s debt
limit.
• Would only apply to “business” within the area.
Transportation Development District (TDD)
Formation: Approved by the circuit court after
receiving a petition from either at least 50 registered
voters, or from real property owners in the proposed
district, or by City Council. If the court approves
the petition, a simple majority vote by the registered
voters or property owners (depending on the type of
petition) is needed. Within 120 days of this election,
another election is held to elect a board of directors.
Financing: Transportation related projects can be
funded by special assessments and tolls (no limit),
property taxes (up to $.10 per $100), or sales taxes (up
to 1%). TDDs can issue bonds without a vote of the
public.
Advantages:
• Th e district has a wide range of funding mechanisms
available (although the types of mechanisms have
to be approved through an election of district
members).
• Th e TDD is a separate political subdivision with
powers of condemnation, power to contract, to
lease or purchase property, and to sue (and be
sued), can be multi-jurisdictional.
• Any bonds issued do not count against the City
debt limit.
• Although uses of TDD funds can be limited, if
overlaid on a TIF, its revenues are captured by the
TIF become “TIF dollars” and can be spent with
same way as TIF revenues.
• Projects need not be totally inside of the District
funding them.
Disadvantages:
• Since it is a separate political entity, the City would
have no control over it unless defi ned by contract.
• Procedure for setting up the district is fairly
complicated and can take months to approve.
• Types of projects are approved by the Circuit
Court when the district is fi rst formed and cannot
be changed unless authorized by the voters and
MODOT and the City (depending on the project).
• Projects must be transportation-related – streets,
parking, and “other” transportation uses.
• If the initial attempt to form a TDD fails with the
voters, it cannot be resubmitted for 2 years.
TIF Districts
“Regular TIF” - best used for retail development or for-
sale residential development.
Formation: Approved by the City Council after
recommendation from TIF Commission. Plan is
required to meet specifi c fi ndings, including Blight, as
described in state statute.
Financing: Revenues are generated through property
taxes (100% of real property taxes above the base that
was there before a TIF district was formed), and sales
& franchise taxes (50% of the new taxes). TIF bonds
can be issued based on the revenue stream.
Advantages:
• TIF allows future real property taxes and other
taxes generated by new development to pay for the
costs of construction of public infrastructure and
other improvements required to make the project
possible.
• TIFs can be easily combined with other development
tools using cooperative agreements.
• Provides a way to fund public infrastructure
projects the City would otherwise have no means
of fi nancing.
Implementation
77
• TIF bonds can be issued without a vote.
Disadvantages:
• Establishing a TIF district is complicated.
• Projects have to be able to generate enough revenue
to pay off the reimbursable costs, either on a pay-
as-you–go basis, or by paying off the debt service
on TIF bonds.
“MODESA TIF” (Missouri Downtown Economic
Stimulus Act) - best suited for large projects involving
public infrastructure in the central business area of the
city.
Formation: Similar to a regular TIF, however a
Downtown Economic Stimulus Authority must be
created to administer the provisions of MODESA
within the City. Th is takes the place of the regular
TIF Commission.
Financing: In addition to the revenues captured by
the regular TIF, the MODESA can capture 50% of
the new state sales taxes generated as well as 50%
of state income taxes generated by new jobs created
within the development area.
Advantages:
• Same as with the regular TIF, plus diversion of
state tax monies to the project.
Disadvantages:
• Much more complicated to set up than a normal
TIF. Many restrictions on where the district can
be formed; on how the state-generated funds can
be used (only 10 specifi c uses defi ned); and on how
the district is to be administered.
“TIF Light” (Tax Rebate Agreements) - best used in
retail or other “sales” related projects where a TIF isn’t
feasible and public improvements required for project’s
success.
Formation: Not actually a district. It is an alternative
to a formal TIF. Established as a contract between the
developer and the City (although other entities, like
the County, could partner in the agreement)
Financing: Agreement stipulates what amount
of incremental city sales and/or property tax to be
captured by the City in order to reimburse City costs
for public improvements made in association with a
private project.
Advantages:
• No plans or other formalities to follow.
• Agreement is strictly between the City (and any
other public entity that wants to join) and the
developer.
Disadvantages:
• Limited revenues available unless other partners
agree to forsake their portions of new taxes.
• Revenues can only reimburse public improvements
related to the project.
Bonding Options
General Obligation Bonds - bonds issued with the
City’s full faith and credit. Paid by a dedicated amount
of property tax.
Advantages:
• Can be used for streets and other public
improvements.
• Tax is usually community-wide unless it has been
levied under the authority of one of the various
districts mentioned above.
Disadvantages:
• Requires voter approval (4/7ths in an April, August
or November election), 2/3rds approval any other
time.
• Limits on how much a City can issue based on a set
percentage of assessed valuation.
Implementation
78
Revenue Bonds - bonds issued to fi nance facilities with
a defi nable user or revenue base. Citizens using the
services pay for the fi nancing through rates or fees.
Advantages:
• Revenue bonds can be issued without voter approval
(in certain circumstances).
• Revenue bonds do not count toward the City’s debt
limit.
Disadvantages:
• Unless there is a dedicated revenue source to pay off
the bonds, voter approval may be needed to put a
property tax, sales tax or other funding mechanism
in place.
• Limits on how much a City can issue based on a set
percentage of assessed valuation.
Chapter 353 Redevelopment Corporation
Allowed by State Law - to correct blighted conditions
and attract new investment in a designated area.
Advantages:
• Corporation redevelopment is locally run to
address specifi c area defi ned in a redevelopment
plan and may include provisions for recreational
facilities – 353 includes residential and commercial
redevelopment.
• Off ers incentive of abatement of real property taxes
for 25 years – 10 years are 100 percent and the
remaining 15 years are at 50 percent.
• Redevelopment corporation has fl exibility within
the plan area and within established goals.
• May be combined with other economic development
incentives.
• Good track record for reversing decline and
attracting investment.
Disadvantages:
• Initial detailed planning is required.
• Major funding may be required for acquisitions to
ensure success.
• Participation in program is largely voluntary.
Th ese tools can and should be used in combination
with each other to provide the greatest amount of
incentive and assistance that is possible. It is common
to utilize multiple funding tools like TIF and TDD
together to generate more available funding for large
projects. Because each project is unique, each project
should be evaluated on its individual funding needs. A
legal consultant should be retained by the Master Plan
Organization and the participating entities to assist
them in the legal interaction and availability of these
tools.
Additional funding may be sought through grants,
in-kind donations, or donations by corporations,
businesses, and citizens. Funding of this kind should
be acquired through fundraising campaigns and
direct outreach to those organizations and individuals.
Th is type of fundraising should be conducted by the
Master Plan Organization. Additionally, a professional
fundraiser should be hired as a consultant to assist in the
fundraising eff ort.
Additional information on development and
redevelopment programs available in the State of
Missouri and their submission and qualifi cation
requirements can be found on the Missouri Department
of Economic Development website in the development
toolbox section at http://www.ded.mo.gov/Programs.
aspx.
Implementation
79
4.7 Next Steps
Th e following next steps should be taken to help
guide the initial stages of the Master Plan. Th ese steps
include benchmarks focused on providing the necessary
background studies, plans and design to create early,
visible wins in Downtown. Implementation will help
proactively coordinate improvements, build momentum
and hopefully generate interest in private investments in
Downtown.
1. Update City Plans to incorporate the Parkville
Downtown Master Plan.
Who will carry it out?
Staff , Planning Commission and Board of
Alderman with community support
When should it take place?
1st quarter 2014
What resources are needed?
Meeting space, notifi cation and outreach
2. Form a Master Plan Implementation Entity.
Who will carry it out?
Staff , Board of Alderman, community
organizations and other major stakeholders
When should it take place?
1st and 2nd quarter 2014. To be formed to
improve communication, coordinate eff orts
and prioritize eff orts prior to implementing
plan recommendations.
What resources are needed?
Meeting space, notifi cation, outreach and
support from partner organizations
3. Update City Codes to implement the PDMP
planning, zoning and overlay recommendations.
Who will carry it out?
Staff , Planning Commission and Board
of Alderman with support from the
implementation entity
When should it take place?
2014-2015. Th e City has budget $40,000
in 2014 to start the update process with the
expectation to budget additional funds in 2015
as necessary to complete an update.
What resources are needed?
Funding, assistance from a consultant, meeting
space, notifi cation, outreach and support from
the community
4. Evaluate and approve funding sources to
implement the Downtown Master Plan.
Who will carry it out?
Staff , Board of Aldermen and the
implementation entity with community
support
When should it take place?
2014-2015, depending on the availability of
funding and community support. No City
funds are budgeted for 2014. However, some
evaluation can be completed without funding
with assistance from local experts or through
funding provided by other organizations.
What resources are needed?
Assistance from fi nancial/economic
development consultants, legal counsel and
funding, as needed. May require contracted
services.
5. Prepare Gateway, Signage, and Wayfi nding Plan.
Who will carry it out?
Staff , Board of Alderman, Planning
Commission, implementation entity and
design consultant, with community support.
When should it take place?
Upon available funding. Prior to installation
of gateway improvements, district signage or
wayfi nding improvements. No funds budgeted
for 2014. May be eligible to be funded through
transportation enhancement grants, or other
grant funding supported by local matching
funds.
Implementation
80
What resources are needed?
Funding, design consultant, meeting space,
notifi cation, outreach and community support
6. Prepare Downtown Streetscape and Amenity
Plans and install initial improvements.
Who will carry it out?
Staff , Board of Alderman, Planning
Commission, implementation entity and
design consultant, with community support
When should it take place?
Upon available funding. Prior to installation
of streetscape improvements and amenities.
No funds currently budgeted. May take place
in phases – i.e. Main Street design, East Street
design, etc.
What resources are needed?
Funding, design consultant, meeting space,
notifi cation, outreach and community support
7. Prepare Pocket Park Redevelopment Plans.
Who will carry it out?
Staff , Board of Alderman, Community Land
and Recreation Board, implementation entity
and design consultant, with community
support
When should it take place?
Upon available funding and in conjunction
with any Main Street streetscape and amenity
plans. No funds currently budgeted. Should
take place prior to any major investment in
Pocket Park.
What resources are needed?
Funding, design consultant, meeting space,
notifi cation, outreach and community support
8. Prepare Downtown Restroom Feasibility Plan.
Who will carry it out?
Staff , implementation entity and a design
consultant, architect, engineer, contractor and
other expertise as needed
When should it take place?
Initial evaluation and feasibility determination
in 2014. If initially determined to be feasible,
further evaluation and retention of expertise
upon available funding. If not, 2014-2015
coordination with building and business
owners to identify and promote use of private
restrooms available to the public. No funding
currently budgeted.
What resources are needed?
Meeting space, notifi cation and funding, as
needed.
9. Prepare Sidewalk and Trail Infi ll Plans.
Who will carry it out?
Staff , implementation entity and an engineer,
contractor and other expertise as needed
When should it take place?
Inventory and conditions assessment in 3rd
and 4th quarter 2014. Design and construction
upon availability. Limited funds available
where previously budgeted as part of the
City Capital Improvement Program or where
project overlap with the City’s existing curb
and sidewalk budget. No other funds currently
budgeted. Additional design and construction
upon available funds.
What resources are needed?
Funding, engineering consultant, meeting
space, notifi cation, outreach and community
support
Th e preparation of plans is critical to the success of
the Master Plan. Th ey provide the fi ne grain detail of
implementation of specifi c recommendations. But, plans
should not be prepared for specifi c recommendations
unless a source of funding beyond the plans themselves
can be found. Th e goal of the Master Plan is to create
real, on the ground change in Downtown. Th ose changes
will take resources and funding to complete. Th e public
will only recognize real, on the ground changes, so it
is critical that available resources are leveraged to
capture other resources and investment.
Implementation
81
4.8 Benchmarking of Plan Strategies
Statistical data can be used to establish goals and
measure progress (“benchmarking”) of the Parkville
Downtown Master Plan. Metrics can be used to
compare Downtown Parkville’s performance over time
and to determine whether goals are being met. Th ey
can also be used in comparison with high performing
peer city downtowns as a basis for refi ning strategic
goals and objectives.
Statistical indicators for measuring performance can
take many formats, including: 1) demographics; 2)
employment; 3) investment; 4) housing; 5) retail and
offi ce space; 6) arts and entertainment; 7) lodging; 8)
restaurants and 9) transportation and safety.
From a market perspective the goal of the Parkville
Downtown Master Plan is to improve the competitiveness
of Downtown and ensure long-term prosperity. Principal
objectives in meeting this goal include expanding
Downtown’s market niche and selection of goods and
services; increasing business activity and retail sales;
increasing the housing stock; promoting private sector
investment; and business retention and expansion.
Th erefore, pertinent statistical indicators to measure the
future performance of Downtown Parkville include:
Employment Indicators
• Total Downtown employment and growth
• Employment by sector
Investment Indicators
• Private and public sector investment dollars
• Total square footage of newly constructed buildings
• Total construction costs of newly constructed and
renovated buildings
• Projects in the pipeline
• Increase in property tax base
Housing Indicators
• Number of newly constructed housing units
• Residential vacancy rates
• Average apartment rental rate
• Sales velocity and average pricing of single family
home sales
Commercial Space Indicators
• Average vacancy rate
• Average rental rate
• Net space absorption
• Tenant movement into and out of Downtown
• Growth in annual retail sales and number of retail
establishments
Restaurant Indicators
• Annual restaurant sales and growth rate
• Restaurant composition by sector (i.e., casual, fi ne
dining, café, bar, etc.)
• Restaurant composition by style of restaurant
• Total seating capacity
Transportation and Safety Indicators
• Total number of parking spaces
• Vehicular traffi c counts at key intersections
• Pedestrian counts
• Per capita crime rate
4.9 Closing
Th e implementation of the Master Plan is a lengthy and
sometimes diffi cult process. Progress can and should be
made to implement the Master Plan Recommendations
because there is great potential for a revitalized and
resurgent Downtown Parkville. Revitalization and
redevelopment takes time. It is important to give it
that time. Revitalization and redevelopment doesn’t
just simply happen. It must be planned for, daily. If
Downtown Parkville is an important place in the City
of Parkville, then the eff orts must be made to fi nd
common ground, rally behind a common vision, and
capitalize on its tremendous potential.
Implementation