Loading...
HomeMy WebLinkAbout26. 17-555 NOVEMBER 14, 2017 17-555 RESOLUTION (CARRIED 6-0 LOST LAID OVER WITHDRAWN ) PURPOSE: APPROVE IMAGINE OSHKOSH/A MASTER PLAN FOR OUR CENTER CITY AND CENTRAL CITY INVESTMENT STRATEGY INITIATED BY: DEPARTMENT OF COMMUNITY DEVELOPMENT PLAN COMMISSION RECOMMENDATION: Approved WHEREAS, "Imagine Oshkosh" has been prepared by Houseal Lavigne Associates,of Chicago,Illinois,with input and support provided by the Imagine Oshkosh Advisory Group and the community at large; and WHEREAS, "Imagine Oshkosh" provides an update and expands both its scope and geography to the previously adopted "Downtown Action Plan" and stands as a long- term vision and comprehensive investment strategy for the entire Center City; and WHEREAS, the Plan Commission has reviewed said Plan and recommended its adoption by the Common Council. NOW, THEREFORE, BE IT RESOLVED by the Common Council of the City of Oshkosh that "Imagine Oshkosh", on file at the City Clerk's Office, is hereby approved and adopted. TO: Honorable Mayor and Members of the Common Council FROM: Darryn Burich Director of Planning Services DATE: November 9, 2017 RE: Approve Imagine Oshkosh -A Master Plan for Our Center City and Central City Investment Strategy (Plan Commission recommends approval) BACKGROUND Staff requests approval of the Imagine Oshkosh/Central City Investment Strategy (CCIS) plan which focuses on the broader area surrounding the "downtown' also including the S. Main and Oregon Street corridors and South Shore areas. Imagine Oshkosh is a policy guide and action framework to elevate the Center City and provides recommendations, strategies, and policies to maintain and improve this critical area of the community. One of the major themes of the Plan is how to promote or catalyze investment within the Center City. The Plan was prepared by Houseal Lavigne Associates in cooperation with City staff and an advisory committee. The Plan builds and expands upon the efforts and successes achieved with the Downtown Action Plan (2000) that was developed in partnership with the Chamber, and Community Foundation and focused heavily on the core downtown area. Imagine Oshkosh is broader in scope (covering more elements) and area by including much of the south shore area. During plan development a project website was hosted at Houseal Lavigne with information about the plan and planning process, several workshops, and public meetings were held, and staff/consultants made presentations at various forums including a segment on WOSH. ANALYSIS The Plan itself contains 10 chapters with the bulk of recommendations coming under the following major chapters: Land Use and Development Economic Development and Commercial Areas Housing and Residential Areas Transportation and Mobility Civic and Institutional Resources Arts and Cultural Resources Urban Design and Public Spaces City Hall, 215 Church Avenue P.O. Box 1 130 Oshkosh, WI 54903-1130 920.236.5000 http://www.ci.oshkosh.wi.us The Plan's area has been divided into nine distinct Functional Subareas with "supporting neighborhoods" added as a classification. Each functional area includes a description of desired conditions that the City should work towards and are broken into major categories of Desired Land Use, Design/Development Guidelines, and Relation to Surrounding Districts. The Plan includes various recommendations for each chapter and concludes with an Implementation Chapter. The Implementation Chapter contains a matrix that includes priority level, public cost estimate, ease of implementation, lead responsibility, and potential partnerships as well as 148 items to be implemented and a top 5 or 10 implementation list. The Plan will continue to elevate the Center City and promote continued investment in this special area of the community. It is staff's intent to incorporate the Imagine Oshkosh Plan as part of the Comprehensive Plan and will be doing that as part of the Comprehensive Plan update or as a standalone amendment. FISCAL IMPACT Approval of the Plan itself will not have a fiscal impact. Implementing various implementation items as identified in the Implementation Matrix (Chapter 10) may have fiscal implications that will be analyzed on a case by case basis. RECOMMENDATION The Plan Commission recommended approval of the Imagine Oshkosh master plan at its October 17, 2017 meeting. Res ctfully Submitted, Darryn Burich Director of Planning Services Approved: Mark A. Rohloff City Manager City Hall, 215 Church Avenue P.O. Box 1130 Oshkosh, WI 54903-1130 920.236.5000 http://www.ci.oshkosh.wi.us ITEM: APPROVAL OF THE IMAGINE OSHKOSH PLAN -A MASTER PLAN FOR OUR CENTER CITY/CENTRAL CITY INVESTMENT STRATEGY Plan Commission meeting of October 17, 2017 ACTION REQUESTED/BACKGROUND Staff requests approval of the Imagine Oshkosh/Central City Investment Strategy (CCIS) plan which focuses on the broader area surrounding the "downtown" to also include the S. Main and Oregon Street corridors and South Shore areas. Imagine Oshkosh provides a policy guide and action framework to elevate Center City and provides recommendations, strategies, and policies to maintain and improve this critical area of the community. One of the major themes of the Plan is how to promote or catalyze investment within the Center City. The Plan was prepared by Houseal Lavigne Associates in cooperation with City Staff and an advisory committee as identified in the acknowledgments page after the title page. Staff is requesting the Plan Commission to review the Plan and make a determination that is consistent with the City's Comprehensive Plan and further that the Comprehensive Plan be amended to include Imagine Oshkosh by reference. ANALYSIS The Plan contains 10 chapters with the bulk of recommendations coming under the following major chapters: Land Use and Development Economic Development and Commercial Areas Housing and Residential Areas Transportation and Mobility Civic and Institutional Resources Arts and Cultural Resources Urban Design and Public Spaces The Plan's area has been divided into 9 distinct Functional Subareas (see page 19 of the Plan) as well as adding "supporting neighborhoods" as a classification. Each functional area includes a description of desired conditions that the City should work towards and are broken into the following major categories: Desired Land Use Design/Development Guidelines Relation to Surrounding Districts The Plan includes various recommendations for each of the chapters and ends with an Implementation Chapter. That chapter contains a Matrix with implementation items by Chapter that includes priority level, public cost estimate, ease of implementation, lead responsibility, and potential partnerships. The Plan contains 148 implementation items from which the consultant is also developing a Top 5 or 10 Implementation list. Approval of the Plan constitutes the culmination of a long planning process that will continue to elevate the Center City and promote continued investment in this special area of the community. RECOMMENDATION Staff recommends the Plan Commission recommend adoption of the Imagine Oshkosh Plan and incorporate by reference as part of the Comprehensive Plan. The Plan Commission recommends adoption of the Imagine Oshkosh Plan and incorporate by reference as part of the Comprehensive Plan as requested. The following is the Plan Commission's discussion on this item. Mr. Burich presented the item and discussed the development of this plan and the processes that took place prior to drafting the document. John Houseal, Houseal Lavigne Associates, stated that the document has been in process for the last 18 months and discussed the many meetings, workshops, and the open house held in the creation and presentation of this document. He also discussed the outreach that was part of this project and reviewed the areas considered as part of this plan. He reviewed the broad area that this plan addresses and reviewed the functional areas and the character functionality of each area. He also discussed opportunity sites, key sites, critical mass priority areas, market analysis for employment, residential growth areas, downtown parking, pedestrian mobility, public transit, UW -O, arts and culture design guidelines, establishing a sense of place, street scaping, and implementation. Mr. Borsuk requested that Mr. Houseal discuss the decision tree process that a grocery store makes when deciding on a location for their facility. Mr. Houseal gave a brief presentation on the criteria for location of development and the key components for choosing a location of which one of the greatest is the sense of place. He continued discussion with the size of the City's downtown area and the approaches into Oshkosh and the gateway corridors which are crucial. Mr. Lyons stated that a corridor plan may be brought forward on November 21St and the W. 91h Avenue and W. South Park Avenue would be the first to be discussed. These plans were developed with a partnership between the City, the Chamber of Commerce and the Community Foundation. Motion by Vajgrt to approve the Imagine Oshkosh Plan -A Master Plan for Out Center City. Seconded by Ford. Motion carried 8-0. ITEM —Imagine Oshkosh 2 sP--01 ,, - fi F IL L FLIT L k j r A MASTER PLAN FOR OUR CENTER CITY J or _ L Ag p Ulm WORKING DRAFT FOR REVIEW ONLY ACKNOWLEDGMENTS CITY COUNCIL ■ Steve Cummings, Mayor ■ Steve Herman, Deputy Mayor ■ Debra L. Allison-Aasby, Council Member ■ Jake Krause, Council Member ■ Lori Palmeri, Council Member ■ Caroline Panske, Council Member ■ Thomas R. Pech, Jr, Council Member PLAN COMMISS ■ Thomas Fojtik, Chairman ■ Kathleen Propp, Vice-Chairma ■ David Borsuk ■ Edward Bowen ■ Steve Cummings ■ John Hinz ■ John Kiefer ■ JeffreyThorns ■ Robert Vajgrt ■ Mike Ford IMAGINE OSHKOSH ADVISORY GROUP Darryn Burich, City shl<osh ■ John Casper, Oshkosh ber of Commerce ■ Steve Cummings, City of Oshkosh ■ Allen Davis, City of Oshkosh ndy Dune, Alliance Development ?o Fojtik, University of Wisconsin -Oshkosh/ Plan Commission Wendy Hielsberg, Oshkosh Arena L. Eric Hoopman, Black Teak ■ Rob Kleman, Oshkosh Chamber of Commerce ■ Kris Larson, Beckets Restaurant ■ Jeff Nau, City of Oshkosh ■ Kelly Nieforth, City of Oshkosh ■ Mark Rohloff, City of Oshkosh ■ Jason White, Greater Oshkosh Economic Development Corporation ■ Elizabeth Williams, City of Oshkosh ■ Bill Wyman, Oshkosh Area Community Foundation WORKING DRAFT FOR REVIEW ONLY TABLE OF CONTENTS 1: INTRODUCTION ............................ 1 7: CIVIC & INSTITUTIONAL RESOURCES ....... 83 IMAGINE OSHKOSH .................... ........................1 NEW MULTI—FAMILY DEVELOPMENT ...........................61 CIVIC USES.....................................................84 FUNCTIONAL SUBAREAS........................................18 PLANNING PROCESS---------------------------------------------- 2 CHALLENGES AND BENEFITS...................................84 ---------20 ORGANIZATION OF IMAGINE OSHKOSH ------------------------ 3 RECOMMENDATIONS -------------------------------------------- 85 REGIONAL SETTING...............................................4 UNIVERSITY IMPACT ---.-.----------.............................86 NORTHWEST TRANSITION......................................23 CENTER CITY STUDY AREA ---------------------------------------4 TRANSITION ZONE ---------------------------------------- —.....86 ROLES OF CENTER CITY------------------------------------------- 4 STREETSCAPING & WAYFINDING-------------------------------- 87 SOUTH SHORE CENTRAL ---------------------------------------- 26 RECOMMENDATIONS ............................................ 87 2: COMMUNITY OUTREACH ...................9 OUTREACH METHODS ............................................ 9 KEYTHEMES......................................................10 3: LAND USE & DEVELOPMENT ...............15 ACTIVATING EXISTING UPPER FLOOR SPACES .................61 EXISTING LAND USE..............................................16 NEW MULTI—FAMILY DEVELOPMENT ...........................61 ROAD CONDITIONS..............................................73 FUNCTIONAL SUBAREAS........................................18 CENTER CITY PARKING------------------------------------------- MARKET IMPLICATIONS.........................................63 DOWNTOWN CORE-------------------------------- ---------20 BICYCLE INFRASTRUCTURE......................................78 DOWNTOWN OUTER CORE -------------------------------------21 RIVER CROSSINGS................................................78 NORTH COMMERCIAL CORRIDOR..............................22 RAILROADS ------------------ - - - ------------- - - - - ------ NORTHWEST TRANSITION......................................23 MARION ROAD WATERFRONT..................................24 SOUTH SHORE WEST............................................25 SOUTH SHORE CENTRAL ---------------------------------------- 26 SOUTH SHORE EAST.............................................27 OREGON STREET ................................ 28 SUPPORTING NEIGHBORHOODS...............................29 OPPORTUNITY SITES.............................................30 REDEVELOPMENT CATALYSTS ---------------------------- dilliIIII& 4: ECONOMIC DEVELOPMENT & 4 COMMERCIAL AREAS ............. RETAIL MARKET OVERVIEW ......................... CENTER CITY VACANCY ------_------- CRITICAL MASS PRIORITY AREAS . PREFERRED USES TO BUILD CRI ASS....... ACTIVATING MIXED—USE BUILDING CENTER CITY ECONOMY .................. RECOMMENDATIONS .......................... '42 .50 .52 .54 5: HOUSING & RESIDENTIAL AREAS ..........57 ACTIVATING EXISTING UPPER FLOOR SPACES .................61 TRUCKS ROUTES .......____ ------------------..-.-.------72 NEW MULTI—FAMILY DEVELOPMENT ...........................61 ROAD CONDITIONS..............................................73 RESIDENTIAL DEMAND & MARKETSHARE ---------------------62 CENTER CITY PARKING------------------------------------------- MARKET IMPLICATIONS.........................................63 PEDESTRIAN � BIKE MOBILITY ---------------------------------- RECOMMENDATIONS............................................64 BICYCLE INFRASTRUCTURE......................................78 6: TRANSPORTATION & MOBILITY ........... 69 ONGOING � PLANNED CAPITAL IMPROVEMENTS ............70 TRUCKS ROUTES .......____ ------------------..-.-.------72 ROAD CONDITIONS..............................................73 CENTER CITY PARKING------------------------------------------- 74 PEDESTRIAN � BIKE MOBILITY ---------------------------------- 76 BICYCLE INFRASTRUCTURE......................................78 RIVER CROSSINGS................................................78 PUBLIC TRANSIT ------ —------------------- --- --- -----------78 RAILROADS ------------------ - - - ------------- - - - - ------ 80 8: ARTS & CULTURAL RESOURCES ............ 89 EXISTING PROTECTIONS ........................................ 90 RECOMMENDATIONS............................................93 ESTABLISH AN ARTS SI CULTURE COALITION -------------------94 ATTRACT NEW USES WHICH FOSTER LOCAL CULTURE .......94 PROMOTE PUBLIC ART..........................................95 INTERACTIVE ART PRECEDENTS -------------------------------- 96 NCORPORAT' , KOSH'S UNIQUE FEATURES ------ -_--98 SU RT GRASS INITIATIVES.__......__.........._98 STEP YEAR—ROU ENTS CTIVI,4N THE CENT ITY................................99 9: URBAN NDDESIGN & PUBLIC SPACES ......... 101 ARCHITECTURAL STYLE---------------------------------------- 103 BUILDEIGHT, BULK SI PROPORTION .................... 104 DI LACEMENT SI ORIENTATION ...................... 105 G AREAS ..... ...............................106 BUILDING MATERIALS------------------------------------------ 107 1 DOORS SIENTRANCES ----------------------------------------- 108 WINDOWS ------ - --------------- - - - -----.............109 ROOFLINES&PARAPETS ......................... .............110 AWNINGS & CANOPIES.........................................111 BUILDING SIGNAGE.............................................112 BUILDING LIGHTING.............................................113 REAR YARDS & REAR FA4ADES.................................113 SENSE OF ENCLOSURE.........................................114 STREETWALLS -- - - - ----------- - - - - ----------------------114 BLANK FACADES - - - ----------- - - - - ----------------------114 RECOMMENDATIONS...........................................115 STREETSCAPE IMPROVEMENTS................................116 STREETSCAPING PRIORITIZATION .............................117 SIDEWALK ZONES SI FUNCTION................................117 OTHER STREETSCAPE IMPROVEMENTS ......................117 BEST PRACTICES q NEW INNOVATIONS .......................119 PARKS AND OPEN SPACES......................................122 WATERFRONTS -------------------------------------------------- 124 IMPROVED PROGRAMMING...................................125 10: IMPLEMENTATION ......................127 INCENTIVES &TOOLS...........................................127 PARTNERING CENTER CITY .................................... 130 V r WORKING DRAFT FOR REVIEW ONLY 1 INTRODtXTION EM Oshkosh's Center City is comprised of a collection of n ' rhoods 4MAGINE OSHKOSH located in the historic core of the community. AnchorMITT Downtown Oshkosh, Center City also extends into and includes agine Oshkosh provides a policy guide and action framework to other neighboring districts and corridors, including waterfront evate Center City and it provides recommendations, strategies, both the Fox River and Lake Winnebago. and policies to maintain and improve this critical area of the By many accounts, Oshkosh's Centerul — is oasts a new scenic Riverwalk, historic arch, =O!"re, rece ide development, retail, restaurants, a convention center, hotels, and many civic institutions and businesses. There remai owever, areas for improvement, issues to addres d opp nities for redevelopment, particularly on former industrial properties within the Center City. 1: Introduction Oshkosh community. In 2000, the City partnered with the Oshkosh Area Community Foundation and the Oshkosh Chamber of Commerce to develop a Downtown Action Plan. The Downtown Action Plan provided a framework and agenda that has successfully guided capital projects and private investment for more than 15 years, including Opera House Square, the Riverwalk and Leach Amphitheater, and streetscaping along North Main Street. Imagine Oshkosh provides an update to this previous planning effort, but further, it expands both its scope and geography. The Plan stands as a long-term vision and comprehensive investment strategy for the entire Center City, directing growth, development, and infrastructure investment. In addition to guiding the City's elected and appointed officials and staff, Imagine Oshkosh is a resource for businesses, not -for -profits, developers, and other important community stakeholders. WORKING DRAFT FOR REVIEW ONLY PLANNING PROCESPW Imagine Oshkosh is the product of an 8 -step planning process that initiated in October 2015. The process was desiffelIlLto create AN master plan that reflects the community's desires „;-aspirations and responds to the unique issues, opportunities, and conditions of Oshkosh's Center City. The planning process for Imagine' Oshkosh consisted of the following tasks: 11.11, ■ Task 1: Project initiation. In the Fall of 2015, the p nning process kicked off with meetingswith.. offi ', a tour of the city, and an initiation workshop with th City Advisory Committee/Core Group (CCAC/CG). ■ Task 2: Community Outreach. Residents and Center City stakeholders were engaged early in the process through a diverse variety of outreach methods, including public workshops, interviews and focus groups, and an interactive project website which featured sMap - an online community issues mapping tool. ■ Tash3: Existing Conditions Analysis. Near the project's halfway point, an Existing Conditions Report was prepared and presented to the CCAC/CG and the community. The Existing Conditions Report presented a summary and analysis of (a) existing physical conditions in Oshkosh's Center City obtained through field observation; (b) results of the community outreach exercises; and (c) an analyses of previously prepared plans, studies, and other policy initiatives. The Existing Conditions Report is on file with the City. Tash,: Market Analysis. In close coordination with Step 3, a detailed assessment of the local market was undertaken. The market analysis provided a summary of potential uses within the Study Area, including defining the types of space each use requires and how these distinct spaces and uses can fit together successfully in the Central City area. ■ Task 5: Vision, Goals, d}- Objectives. A hands-on community visioning workshop tasked the Oshkosh community with articulating and illustrating their vision for the future of Center City. The results of the workshop along with the analysis of existing conditions provided direction for the vision and goals, objectives, and recommendations of Imagine Oshkosh. ■ Task 6: Framework Plans. Preliminary framework plans and recommendations were prepared to address all aspects of Center City, including land use, built form and development; retail; housing, transportation and parking; pedestrian and bicycle circulation; parks and open space; urban design and beautification; and, more. ■ Tash7: Implementation Strategy. Building onthe framework plans, a detailed implementation strategy was prepared to assist the City in implementing the recommendations within Imagine Oshkosh. ■ Tash8: Final Report R- Adoption. The final step in the planning process compiled the work products into a draft master plan document, titled Imagine Oshkosh. The draft plan was presented to the community and CCAC/CG for local review and consideration. Based on feedback, the draft plan was amended and presented to the City for adoption. Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY ORGANIZATION IMAGINE OSHKC The Imagine Oshkosh document is organized into chapters: ■ Chapter 1 - Introduction. This chapter includet,prelim w information about Imagine Oshkosh, the planning process, and the study area, as well as a review of Oshkosh's past plans, studies, and reports. ■ Chapter -Community Outreach. This chapter includes a review of all community outreach events and tools, conducted to establish a vision for the Center City and inform plan recommendations. ■ Chapter3-Land Use St Development This chapter establishes the land use and functional framework for the City Center, which is divided into 10 functional subareas. Desired built form and land use are established for each area, along with each area's relationship to its neighbors. ■ Chapter 4 - Economic Development 4- Commercial Areas. This chapter provides recommendations related to economic development and commercial areas within the Center City study area. ■ ChapterS- Housingl- ResidentialAreas.Thischapterprovides recommendations related to housing and residential areas within and adjacent to the Center City study area. 1: Introduction K Chapter6 -Transportation t Mobility. This chapter provides recommendations related to transportation and mobility within the Center City study area. ■ Chapter - Civic dj- Institutional Resources. This chapter provides recommendations related to civic and institutional resources within the Center City study area. ■ Chapter 8 -Arts. -Cultural Resources. This chapter provides recommendations related to arts and cultural resources within the Center City study area. ■ Chapter 9 - Urban Design St Public Spaces. This chapter provides recommendations related to urban design and public spaces within the Center City study area. ■ Chapter 10 - Implementation. This chapter provides an implementation framework to assist City staff, elected and appointed officials, business owners, and other stakeholders in converting the plan into action. WORKING DRAFT FOR REVIEW ONLY REGIONAL SETTING The City of Oshkosh is in the heart of Wisconsin's Fox River Valley, along the 1-41 corridor, and within the triangle of Green Bay, Madison, and Milwaukee. This "triangle" region contains more than 2 million people. Oshkosh is 24 square miles with an estimated 2016 population of 66,500 residents. Some of the community's defining features include its recreationally -rich waterways and water -bodies (Lake Winnebago, Fox River, and Lake Butte des Morts), the presence of the University of Wisconsin -Oshkosh, the annual EAA AirVenture Fly -In Convention which draws more than 500,000 people from 60+ countries, and a nationally -ranked Farmers Market. Money Magazine ranked it one of the "Top 100 Best Places to Live in the United States" and Business Week ranked Oshkosh "The Best Place in Wisconsin to Raise Kids." CENTER CITY STUDY AREA The Center City study area includes Oshkosh's downtown and historic core. The main spine of the study area is Main Street, which spans from New York Avenue on the north to 16th Avenue on the south. The study area extends west to Wisconsin Street and east to Bay Street. The boundaries of the study area we signed to focus on mixed- use, commercial, and employment rias within the feart othe community. Surrounding residential borhoods, whi le absolutely critical to the health of the Center City, have their own unique set of investment challenges and are being addressed through separate but complementary neighborhood planning effort Although one study area, the Center City consists of several different functional subareas or districts, each of which is distinctive but also mutually supportive and reinforcing. The Imagine Oshkosh Study Area is 592.6 acres (0.92 square miles) in size. ROLES OF CENTER CITY The vitality and overall health of Center City is important to the community, as this unique area of Oshkosh plays several significant roles within the community and larger region. Imagine Oshkosh seeks to strengthen all of these components collectively. IDENTITY OF THE COMMUNITY Center City is the defining face of Oshkosh and its health and vitality shapes opjs of the entire community. When one thinks of Oshkosh, it is 57d not to first think of amenities, destinations, or assets within Cent ity. EMPLOYMEN B O sh's Center City is a kplace for a variety of employees diff +ent industries. From small businesses, to civic ins III to large corporations, there are more than 5,000 jobs within ter City. ®ART H�toall,the Winnebago County Courthouse, Oshkosh ublic Library, and others, the Center City is Oshkosh's civic center. SHOPPING & SERVICES While much of the community's retail has shifted toward 1-41, Center City still offers many local "mom-and-pop" stores. In addition, a variety of commercial services, from salons/barbershops to delis, support day-to-day living for both residents and employees. SOCIAL SPACE There are numerous public areas and gathering spaces that foster and promote social interaction for the community. CULTURAL CENTER Oshkosh's Center City is rich with cultural offerings, from symphony concerts at the Grand Opera House to lectures at nearby University of Wisconsin -Oshkosh. ACTIVE WATERFRONT The Fox River passes through the heart of Center City, connecting Lake Butte des Morts to Lake Winnebago, providing energy and activity both on and along the water. ENTERTAINMENT DESTINATION Center City is an entertainment district, with bars, restaurants, concert venues, theatres, and more. 4 Imagine Oshkosh I Center City Reinvestment Strategy j CLINTONVILLE F—t i __�j i { x. NEW LONDON. Ke o .6 5 1 1: IntroActlon MENASHA NEENAH WORKING DRAFT [OR REVII • SEYMOUR s MANITOWOC WORKING DRAFT FOR REVIEW ONLY CITY OF OSHKOSH COMMUNITY TIMELINE 1882 1868 YMCA opens Oshkosh Yacht Club organizes; Col.John Hicks starts the first daily 1871 newspaper north of Milwaukee State Teachers College (UW -Oshkosh) is founded 1861-1865 1850 192F; Chief Oshkosh is reburied in North Park which in his honor is renamed Menominee Park F1891 Sisters of Sorrowful Mother establish the first hospital in Oshkosh — 1889 1924 North (Menominee) Edgar Sawyer Home becomes and South PaOshosh Public Museum established rks Civil War, nearly 1,000 1884 1 Oshkosh men serve in Electric lighting the Union Army comes to Osh 0 1853 Oshkosh incorporates 1879 as a City named after Menominee First tele Ilec Indian Chief, with a population of 2,500 % I l l t L 1858 1 1 Railroad comes to Oshkosh 1866 Oshkosh is the second largest city in Wisconsin behind Milwaukee Oshkosh becomes "Sawdust City" with ten sawmills producing over one million board feet of lumber per year; the City's population grows to 12,673 Steam car "Oshkosh" wins great race from Madison to Green bay 6 1917-1918 FF World War I ms 98 Oshkosh men 1910 1 ' Population grows to 33,000 1896 Raddatz Submarine tested successfully in the Fox River; ectric street cars place horse drawn carriages 1 1900 1912 1925 1898 Vocational School organized; 15,74 OshKosh B'gosh is founded later became Fox Valley Technical College J 1883 L 1898 Grand Opera House Woodworkers strike 1927 p against seven mills Privately owned commercial opens with the performance airport opens with mail service of"The Bohemian Girl" 1907 Oshkosh Chamber of 1885 Commerce is established Great cyclone strikes 1900 the city on July 8 Population grows to 28,284; most numerous 1890 immigrant group is German Population grows to 22,836 1920 Women's sufFerage succeeds; Oshkosh suffragette Jessie JackHoo per becomes a leader in the state and across the nation; population grows to 33,162 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY 1970 Population grows to 53,082; FAA brings Fly -In to Oshkosh; Park Plaza Mall opens in downtown on 18 acres 1930-1939 Great Depression 1966 hits lumber industry hard The largest land annexation in Oshkosh history 1940 Population declnes slightly to 39,039 1929 Stock Market crashed and Great Depression starts; Oshkosh loses 40% of manufacturing jobs; John D. Buckstaft's ice boat sets world record for speed at 124 mph and again in 1938 at 143 mph Grand Opera H and presents'Th Convention Cc" 1957 Council -City Ma replaces Mayor system of goverr system 2010 Population grows to 66,083; Grand Opera House reopens after renovations; Main Street reconstructed for first time since 1955 2002 Opera House Square dedicated; Oshkosh YMCA opens on westside 2000 'Mercy Medical Center 2016-2017 ew hospital west of 1-41 Imagine Oshhosh is prepared 2005 Movie "Public Enemies" is filmed in Oshkosh 1996 Railroad tracks removed from center of the city ,MWMW 1950 2000 1928 1953 2004 Oshkosh Area Community Oshkos$64 cc Foundation founded Leach Amphitheater opens 1930 Pioneer Inn s const Last streetcar runs; population grows to 40,108 Population declines Population grows to 55,006 L 1941-1945 slightly to 50,016 World War II takes servic away and claims 160 Oshk en 2009 Oshkosh Corp. secures record 1969 military contract; Oshkosh Convention Airport is named Wittman Field Center reopens after renovations after aviation pioneer Steve Wittman 2015 Greater Oshkosh Economic Development Corporation founded 2015 U.S. Army awards Oshkosh Corp. the 1LTV contract worth up to $30 billion �1 1: Introduction 7 .- \ { : \ t K� . � § COM Imagine Oshkosh is the result c process that actively sought inl including residents, business o, elected and appointed officials outreach efforts, both in-persc the concerns, ideas, and aspira to Center City. Feedback and in in identifying key issues, challe and formed the foundation for Oshkosh. This section provides throughout the planning proce WORKING DRAFT FOR REVIEW ONLY OUTREACH METHODS MEETINGS & WORKSHOPS In total, five separate meetings and workshops were conducted during the Imagine Oshkosh planning process, including: ■ Elected S, Appointed Officials Workshop (December 15, 2015) ■ Steering Committee Workshop (December 15, 2015) ■ Community Workshop (February 15, 2016) ■ Business Workshop (February 16, 2016) ■ Visioning Workshop (August 2, 2016) and ter City? ;e to see nter City? d in liscuss u. .. .. .... ... _ ..«. _. u.a ... r _Ludy Area. Generally, participants felt strongly about making Center City a destination for families, with a variety of year-round activities and recreation spaces that provide entertainment for all members of the family. Developing higherendcondominiums and apartments were also a top priority, as were further activating the waterfront and ensuring pedestrian friendliness and connectivity. STAKEHOLDER INTERVIEWS In addition to public workshops, a series of one-on-one stakeholder interviews were conducted to gather greater detail about important issues and more accurately assess "on the ground" conditions and potentials. PROJECT WEBSITE An Imagine Oshkosh project website contained information and updates concerning the project, meeting notices, and project documents and reports. The project website also provided access questionnaires for both residents and businesses, and sMap, an interactive application that allowed visitors to create their own map of the Study Area. 2: Community Outreach 9 WORKING DRAFT FOR REVIEW ONLY KEY THEMES The following is a summary of the key themes, including priority issues, projects, and assets which were distilled through the outreach process. These highlight the major issues and point of interest which were consistently identified. HOUSING Capture unmet housing demand through new condos, multi -family units, and townhomes. Developing a Variety of Quality Housing Options ECONOMIC DEVELOPMENT Promo �cono ` diversity and enh,We the retal erience. Diversifying Retail Workshop participants like to see a more diverse mix of retail 411411111111h,Qtions than what is currently offered. Suggestions included the a n of a Oocery store, more businesses supporting day-to-day living, entertainment destinations, diverse restaurant options, and mixed-use developments. For Center City to thrive, participants would like to see more residential units downtown, including quality condom' s along, or proximate to, the waterfront. It was -noted th rrently the only product in the Center City area is eithertraditio' gle family homes on a residential block or rental multi ily u S. The community stated that it would dike housing op s such as townhomes and condominiums in a full -range of c and rents. Revitalizing Surrounding Residential borhoods The health and vitality of the residential neighborhoods surrounding Center City are seen as critical to its success. Participants noted that many of the nearby neighborhoods suffer from disinvestment and crime impacting the attractiveness of Center City. It was suggested that additional investment in these areas can not only stabilize the Downtown core but also provide a healthy consumer base for local businesses. Participants also noted that they would like housing standards for multi -family housing in the downtown area to be clear and directly applicable to ensure quality housing. Would You Live in Center City? The questionnaire asked residents if they would consider living in the Center City Study Area and to share either why they would or why they wouldn't. Respondents mostly stated that they would not move to Center City. Reasons given included too much density, lack of green space, noisiness, and need for larger housing units given familial size. Some did respond that they would move if higher quality housing was provided. Improving Retail Outreach participants expressed concern about retail within Center City. The concern was multi -faceted and included a need for destination shopping, and concern that some existing tenants may not be desirable in the long-term. It was argued that new tenants should be recruited that can improve the appearance and vibrancy of the district and help establish a more favorable retail experience. Tax Incentives �- Business Retention Roughly two-thirds of residents and three-fourths of businesses who responded to online questionnaires indicated they would support the use of tax incentives to attract and retain businesses. Tax incentives and other resources were also suggested by workshop participants. Factors Affecting Businesses Business owners were asked to rate how several different factors and issues affect their business. The top factors were: quality of their building, visibility and access to customers, proximity to public transportation, and character of the business district. Other responses included the lack of a full-service grocery store, vacant sites, presence of student housing, not enough traffic, and difficulty parking. Despite these factors, the majority of participating business owners (75%) would not move their business out of Center City if given a chance. 10 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY COHESION Improve the cohesion of different districts and ensure consistent and appropriate design. Inconsistent Design Aesthetic Oshkosh's Center City has many different areas and the character changes throughout. Built form, density, building heights, land u and streetscape can vary by parcel to parcel and block to block. It was expressed that there should be more harmony, with some ar having a more unified aesthetic. Participants suggest e ing the historic character of downtown buildings as well a. s hi a consistent theme to tie different areas together. Participan of that the City should work with all business ow in Cente to update signage and building facades to "histon in o consistency. 2: Community Outreach 0 CATALYTIC REDEVELOPMENT Activ .., 'Je w' ont and Center City by co ting the Ri al{� and promoting lytic eveloom nt o f hey sites. Unde lized Properties tel Study Area contains several properties the uld like to see better utilized to generate new are vit , ease density, and provide new tax revenue. In addition, articipants discussed a variety of projects they would like to see ng completed, such as preservation of the Eagle's Club, redevelopment ed the Town Motel, establishment of a healthcare facility, and reconstruction of the two bridges over the Fox River. Redeveloping Pioneer Island The vacated Pioneer Island is a gateway into the community via Lake Winnebago. In the summer months, the vacant site is often the first thing that boaters see when approaching Oshkosh's Center City. Residents envision the site redeveloped into commercial or residential uses and contributing to the vitality and aesthetic of Center City. leld-Wen 6� Buchsta ff Properties The Jeld-Wen and Buckstaff sites were regularly noted by residents as opportunities for redevelopment. Residents suggested developing mixed-use destinations on the parcels, including retail, residential units, and hotels. Fox River Development Residents noted the positive impact the Riverwalk has had on the waterfront, and would like to see it completed. Further, many feel that this amenity could be complimented by additional private investment that could also capitalize on the scenery and recreation provided by the waterfront, including a mixed-use development, a corporate campus, and relocation of the YMCA. Emphasis was placed on the south shore and the vacant Jeld-Wen site. 11 WORKING DRAFT FOR REVIEW ONLY JOIN THE DISCUSSION. Now's year chance to shape the fatare of year community. Join as and be a part of the Imagine Oshkosh planning process. Can't make the workshop? Pattidpate am online s Have a question? Contact: mi ewe rota nssass i.�a aaaa.e car � o•�n za u,.e�n..�.�. awn wisaam MOBILI' Promote s Center Cit Need for a Direct Artery Participants believe that Center City lacks an attractive, direand easy -to -follow route from Interstate 41. This can makaccessing Center City more complicated than other downtowns, the area. Suggested improvements include constructing a more direct route or installing better signage along existing routes. It was also noted that City should improve unattractive areas along these routes to help communicate a positive first impression of Oshkosh and to help draw visitors into Center City. Transportation Options It was expressed that there is a lack of alternative methods of transportation into, and throughout, Center City. More specifically, the community would like to see better pedestrian access, improved bus service on nights and weekends, and safe and well connected bike paths. Parking Although the City Center's parking supply was considered adequate, some felt that it was not well located or distributed. There was also concern that more conveniently located parking spaces are being used by employees, forcing Center City visitors to more remote parking. Some parking projects suggested by the community included reconfiguring existing public parking to yield more capacity, constructing additional parking behind Main Street businesses, and converting vacant sites into public parking lots. i of Oshhosh. twvrs.wuurr� vwa.wr[sw u�r[wwr-sr a.w.a Participants stated that they would like to see vacant structures either torn down or repurposed, based on the quality of the building and the stability of the block. Much attention was paid to former industrial areas on the south side of the river. Participants noted that facade improvements for historic Main Street buildings and investment in blighted residential neighborhoods as top concerns. Historic Character Many individuals focused on the City's past and Oshkosh's rich inventory of historic buildings, expressing a desire to preserve the historic character. Specific actions noted included establishing a facade rehabilitation program and updating all signage to historic standards. 12 Imagine Oshkosh I Center City Reinvestment Strategy M� WORKING DRAFT FOR REVIEW ONLY IMAGINE A MASTER PLAN FOR OUR CENTER CITY OSHKOSH Get I—Ned SURVEY tz ■© A B Naves & Updatas Thank YDa :ZOIC l No Co Th—roDmapofth residents. business Demers, and stakeholders w out and participated', the Imagine Oshkosh w otu,psl Summaries of each ... Read More CHARACTER & IDENTITY Improve the regional appeal and recognition of Center City. —40® Improving the Regional Appeal AORf Concern was expressed that the reputation of Center City needs improvement. It was cited that Downtown Appleton and Downtown Neenah are often seen as'more desirablAbstinations. Participants noted a need for a better public ima d deliberate effort to elevate Center City's regional appea Enhancing the Brand Residents called for a clear strategy to develop an identity which would improve Center City's brand and reputation. It was noted that many Oshkosh residents, as well as those living in the greater Fox Cities Region, do not frequent Center City. It is believed that improving its reputation as an exciting and safe destination with "something for everyone" will improve the business climate and vitality of this critical area. -y of assets and amenities enjoyed by it community outreach, participants ngths and assets to build upon: ■ Proximity of Library and churches ■ Cultural/recreational amenities ■ Concentration public services/facilities ■ YMCA ■ Leach Amphitheatre ■ Farmers Market ■ Best Western Hotel ■ Convention Center ■ Opera House ■ Events ■ Golf course ■ Gallery walk ■ Grand Theater ■ Morgan House ■ Art (murals, gallery walk, concerts) ■ Entertainment options and festivals ■ Winnebago County Historical Society 2: Community Outreach 13 This section presents land -use for Oshkosh's Center City. It incli use, and establishes the functio that comprise the Study Area. TI Framework are strongly influenc established land use pattern. While most existing uses to remain in the short term, several drnento t c exist within Center City providing the btential residential units and strengthen the retail and com WORKING DRAFT FOR REVIEW ONLY expected ors. to be a guide for new ,nter City. It is NOT a proposed recommendations. The ;h to provide guidance on enough to allow for individual negotiations and the consideration of creative approaches to land development that are consistent with the overall policies and guidelines included in Imagine Oshkosh. 3: Land Use � Development 75 WORKING DRAFT FOR REVIEW ONLY EXISTING LAND USE An assessment and understanding of the Center City's existing land use plays an important role in shaping future land uses and other plan recommendations. In addition to providing insight into historical development patterns, an accurate assessment of existing uses provides an accurate starting point for formulating a plan for Center City to help protect existing uses and promote desired future uses in suitable areas. To provide a clear understanding of how land is used within the study area, an inventory and assessment of every parcel and structure within Center City has conducted at the onset of the planning process. Parcels within the Center City Study Area can be classified in 13 distinct land use designations. DETACHED RESIDENTIAL This land use category consists of single-family detached homes, many of which feature detached garages. These uses are generally found in the fringe areas of Center City. ATTACHED RESIDENTIAL u1/:1:11110WI The Mixed -Use designation includes uses typically include multiple distinct uses in a single building. The most common form of mixed-use developments are ground floor commercial uses with residential or office uses located on upper floors. OFFICE & FINANCE Office and finance uses include banks, law firms, medical offices, and other office uses., he character and scale of office and finance uses vary within'jjjFer City, ranging from businesses in converted historic homejjjWnks with drive-through service. INDUSTRIAL Industrial use in Center nclude manufacturing, heavy storage, printi;�g, boat moto testing, boat storage, and more. Most industrial uses are located south of the Fox River, which historically has bee an industrial area. 4111111011111 _1W This land use category includes residential structures with two or more dwellings that share a common wall, with each u i, ing its own dedicated entry. Examples include including duple rowhomes, and townhomes, such as the development alon h Avenue east of Nebraska Street. s PUBLIC / SEMI-PUBLIC P blit and semi-public land uses include a variety of community `ilities including government uses, places of worship, schools, and daycares. ARKS & OPEN SPACE Land classified as parks and open space include Opera House MULTI -FAMILY RESIDENTIAL Multi -family residential uses include multiple housinNaslo typically sharing common internak'buildingspate sueies or hallways, including apartments and condominium he style and scale of multi -family varies within the study are nd include newer multi -story apartment buildings a ached single- family homes that have been modified to ac odate multiple dwelling units. RETAIL AND SERVICE Retail and service are commercial buildings where businesses sell and provide goods and services. This includes only stand-alone/ single -purpose and mixed commercial buildings, and does not include mixed-use buildings with residential uses on upper floors. ENTERTAINMENT & HOSPITALITY Entertainment and hospitality uses include buildings restaurants, bars, and taverns; hotels and lodging; the Oshkosh Convention Center; and, other entertainment venues. These uses represent some of the highest profile businesses in Center City, and although found throughout the study area, they are primarily located along Main Street and Oregon Street. Square, Riverside Park, and the Leach Amphitheatre and other outdoor spaces. This designation also includes Growing Oshkosh, urban agriculture use along Bay Shore Drive. RAIL/UTILITY Rail and utility uses include CN railroad right-of-way and other railroad and utility uses. PARKING This land use classification includes on parcels whose primary use is either public or private parking. VACANT Vacant property consists of sites that currently contain no standing structure or use. 16 Imagine Oshkosh I Center City Reinvestment Strategy CENTER CITY EXISTING WORKING DRAFT FOR REVIEW ONLY, e o� New York Ave LAND VSE o aaidwlnAve 0 Prospect ave F 0 o Melvin Ave ..It Ave a o�� o oo stedingAve 0 o Q °LS 0 06� Oo� incoin Ave �o ❑ ag �I`� 1l IrvingAve OF 4KOSH a 980 Union Ave Ida Ave U of er �� Gb rhwa Ave ,J L ZO J�o MemttAve 0 �p >41� 00 ��V, 0 Washington Ave U o Sch_/ q� Q 00 Ave I E g - -3dst ILL❑ Io� , 8 poo VC 4th A,, a O �ee�/�PAve 040 00 i= - E r o d0000 do 5th St a 0 00 ooa 0 ❑ 0000� -i, - � '� o � ei 20 b o 0 �a 6th Ave �°tco afli a odo°o � ii `�•'uo 7th Ave C� �� s °Fh o � D ¢ ❑ o d N miu=s oo00 0 o NO- O QOS Ql Q2m 9th ve D o Z�°�°QQ a o 00o00ooa� 4 totha� ❑ o 11th Ave � T,—� i 0 o ep � I o Q a 0 Detached Residential Mixed -Use o 12th Ave =Attached Residential O Industrial 1:1 too o 0 Multi -Family Residential 0 Public/Semi-Public South ParkAve a D Retail � Service 0 Parks/Open Space DEntertainment S ORail/Utilties Hospitality Parking 14th Ave �� 0 0Office �Finance OVacant 5th Ave a — � -161 Ave - 3: Land Use & Development 17 WORKING DRAFT FOR REVIEW ONLY FUNCTIONAL SU Based on existing land use, as well as built form, ical boundaries, character, market potential, and of AM ctors, City has been separated into 10 functional subare hese subareas are intended to guide planning efforts within Center City, allowing for recommendations and p ' s whic ' drege specific needs of each distinct are addressing stu ea as functional subareas, planning eXsd be c ext sensitive while ensuring that separate distrihesive s a single Center City. Each functional subarea includes a descriptioW desired conditions which the City should work towards, broken into the following categories: :SIRED LAND USE tifies the land uses desired within the subarea, accounting for ing uses and context, and market potential. DESIGN/DEVELOPMENT GUIDELINES Specifies the desired built form within that subarea, describing physical characteristics of a structure and its relationship to other structures and spaces — including height, setback, orientation, architecture/design, overall size, and more. RELATION TO SURROUNDING DISTRICTS Details the preferred relationship between this and other adjacent districts, providing context for how this subarea contributes to the overall sense of place within the Center City Study Area. 18 Imagine Oshkosh I Center City Reinvestment Strategy wnekIua MDACT rnQ PF -VIEW ONLY CFI.-Ff'CI-i FUNCTIONAL SUBAREAS UNIVERSITY OF WISCONSIN, OSHKOSH P FO� o� Downtown Outer Core �h South Shore Central North Main Commercial " �9 Corridor New York Ave Oregon Street Northwest Transition Baldwin Ave Prospect Ave Marion Road Waterfront Mel vin Ave Scott Ave Z Sterling Ave i` Lincoln Ave 44 4�1 it �I Union Ave Ido Ave yque ���` ParhwayA� \4 Y9�e 5th St 6th Ave C� s 7th AveAli o ao Downtown Core FO� South Shore West Downtown Outer Core EW South Shore Central North Main Commercial " South Shore East Corridor LnV Oregon Street Northwest Transition 0 Supporting Marion Road Waterfront Neighborhoods V1 McMttAve Washington Ave schoalque ka att-Ave Ce®peAo e 0 w 3: Land Use � Development 19 LnV s ` !i Z Z 9th Ave O CO z 10thAve- L - 11thAve 12th Ave South ParkAve 14th Ave - 5 5th Ave 16th Ave McMttAve Washington Ave schoalque ka att-Ave Ce®peAo e 0 w 3: Land Use � Development 19 WORKING DRAFT FOR REVIEW ONLY 1. DOWNTOWN CORE The historic, mixed-use heart o the Oshhosh Center City. The Downtown Core Subarea is the traditional entertainment, cultural, and social heart of Oshkosh. It is what everyone would typically agree is "downtown" or the "central business district," and is home to some of Oshkosh's most cherished destinations and businesses. Existing buildings in the Downtown Core are typically built to the property line, two or more stories in height, and mixed-use with commercial on the ground floor and residential or office uses on the upper floors. Sidewalk bump -outs, streetscaping, and pedestrian amenities create a walkable and inviting pedestrian environment, and have reduced the width of travel lanes helping reinforce the area's pedestrian orientation. The City should continue to encourage high-density, mixed- use development within the Downtown Core, consistentwith the existing land use and development pattern. The City should support redevelopment of underutilized properties and, should opportunities arise, work to consolidate parking facilities manner which will support the desired built form, including a consistent streetwall and building mass. DESIGN/DEVELOPMENT GUI ES ■ Buildings located at or near the side0alk, with no ' and setbacks, creating a consistent streetwall and sense o enclosure ■ Mixed-use buildings include rVusese he ground floor with residential and officoors ■ Multi -story buildings, with strrd the street ■ Inviting storefronts with large windows and displays, prominent entrances, and attractive architectural detail providing visual interest ■ Buildings with historic and architectural value are preserved and enhanced ■ Parking located at the rear of buildings, accessed by side streets and rear alley and screened from public right-of-way by a low masonry wall, decorative fencing, and landscaping DESIRED LAND USES ■ Restaurants, cafes, and bars ■ Retail and service businesses ■ Multi -family residential (in upper floors) ■ Entertainment and cultural uses ■ Hotels and other hospitality uses ■ Financial, professional offices, and medical practices (in upper floors) ■ Public and institutional buildings W SUPPORTING NEIGHBORHOODS DOWNTOWN CO RELATION TO SURROUNDING DISTRICTS The Downtown Core borders the following other subareas: ■ The Downtown Outer Core. The Downtown Outer Core should benefit from investment within the Downtown Core. Over time, development and investment in both subareas should result in the gradual incorporation of the Outer Core into the Downtown Core, creating a single, unified district. ■ The North Main Commercial Corridor. The auto -oriented nature of the North Main Commercial Corridor is different than the pedestrian oriented Downtown Core. Blending or "transitioning" these areas together can erode the Downtown Core's sense of place and impact its desired pedestrian orientation. This North Main Commercial Corridor should be considered an approach route into the Downtown Core and exist only north of Parkway Avenue. ■ The Supporting Neighborhoods. As growth occurs within the Downtown Core, adjacent Supporting Neighborhoods should remain largely residential and be protected from commercial encroachment. 20 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY 2. DOWNTOWN OUTER CORE A growth area for the historic core. The Outer Core Subarea exhibits similar characteristics of the Downtown Core, but with lower density and a less compact built form. The prominence of surface parking, setbacks, and larger buildings erodes the pedestrian friendly atmosphere present in the Downtown Core. The Outer Core contains many prominent destinations for the Oshkosh community, including the City Center complex, City Hall, The Police Department, the Oshkosh Community YMCA, the Best Western Premier Waterfront Hotel, and the Oshkosh Convention Center. The Outer Core is well positioned to benefit from "spill-over" investment and activity generated by the Downtown Core. In the long term, growth within both subareas should result in the incorporation of the Outer Core within the Downtown Core, creating a single, unified district at the heart of Center City. As SL new development within the Outer Core should mimic the desin land uses and built from of the Downtown Core. Other visual elements, including streetscaping extensions, will help to Loth visually and functionally connect the two areas and prepare the Outer Core for increased activity. SUPPORTING NEIGHBORHOODS SUPPORTING NEIGHBORHOODS DESIGN/DEVELOPMENT GUIDELINES Buildings located at or near the sidewa%with no side yard setbacks, creating a consistent streetwall and sense of enclosure ■ Mixed-use buildings include reta mercial on the. ound floor with residential and office uses on t upper floors ■ Multi -story buildings, with strong orientation to e street ■ Standalone buildings/uses feature careful site ign to physically and visually integrate into the urban fabric of the Downtown Core and Outer Core ■ Inviting storefronts with large windows and displays, prominent entrances, and attractive architectural detail providing visual interest ■ Buildings with historic and architectural value are preserved and enhanced ■ Parking located at the rear of buildings, accessed by side streets and rear alley and screened from public right-of-way by a low masonry wall, decorative fencing, and landscaping DESIRED LAND USE ■ Restaurants, cafes, and bars ■ Retail and service businesses ■ Multi -family residential (in upper floors) ■ Entertainment and cultural uses ■ Hotels and other hospitality uses ■ Financial, professional offices, and medical practices ■ Public and institutional buildings RELATION TO SURROUNDING DISTRICTS The Downtown Outer Core borders the following other subareas: ■ The Downtown Core. The Downtown Outer Core should benefit from investment within the Downtown Core. Over time, development and investment in both subareas should result in the gradual incorporation of the Outer Core into the Downtown Core, creating a single, unified district. ■ Northwest Transition & Marion Road Waterfront. The Northwest Transition and Marion Road Waterfront subareas assist in transitioning to the Center City, Downtown Core and the University of Wisconsin — Oshkosh. Land use and built form should be similar on both sides of Jackson Street in all districts, acting as a seam which links the subareas together. ■ Supporting Neighborhoods. As development and investment occurs within the Downtown Outer Core, adjacent Supporting Neighborhoods should remain largely residential and be protected from commercial encroachment. 3: Land Use � Development 21 WORKING DRAFT FOR REVIEW ONLY 3. NORTH COMMERCIAL CORRIDOR The northern gateway and approach to the Center City, supporting a gradual transition to the historic pedestrian -oriented core.. The North Main Commercial Corridor is primarily an auto -oriented corridor north of Parkway Avenue. Lot depths vary along the corridor, with some parcels extending the depth of the entire block while others are only half as deep and are backed by single- family detached homes. While the City's streetscaping project has 1^411k extended into the subarea, surface parking lots and pole signs are prominent along the corridor, reflecting an auto orientation. As a subarea of the Center City and approach to the Downtown Core, the City should encourage a less auto -oriented approach to land use and built form along the North Main Commercial Corridor. <4e While full-scale redevelopment as a pedestrian -oriented district is unlikely, a review and update of certain zoning regulations ma help encourage development which better balances pedestrian and automobile needs. This should include a review of building. setbacks, parking and parking lot landscaping, pedes ss, and signage regulations to meet the desired built f ort rea. DESIGN/DEVELOPMENT GUIDELINES ■ Buildings located at or near th<side ■ Buildings between 1 and 3 stoup orslted toward the street ■ Inviting storefronts with large d displa , prominent entrances, and attractive archiail providing visual interest along Main Street ■ Buildings with historic and architectural value are preserved and enhanced ■ Parking located at the rear of buildings, accessed by side streets and rear alley ■ Surface lots fronting Main Streets are strongly discouraged, but when unavoidable they are screened from public right-of-way and sidewalks by a low masonry wall, decorative fencing, and perimeter landscaping DESIRED LAND USE . Restaurants, cafes, and bars ■ Drive-through and carry -out restaurants ■ Commercial retail and service businesses ■ Residential uses (upper floors) ■ Banks/financial, professional offices, and medical practices DOWNTOWN CORE io RELATION TO SURROUNDING DISTRICTS The North Main Commercial Corridor borders the following other subareas: The Downtown Core. The auto -oriented nature of the North Main Commercial Corridor is different than the pedestrian oriented Downtown Core. Blending or "transitioning" these areas together can erode the Downtown Core's sense of place and impact its desired pedestrian orientation. This North Main Commercial Corridor should be considered an approach route into the Downtown Core which exist only south of Parkway Avenue. 22 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY 4. NORTHWEST TRANSITION The gateway and transitional area between the Center City and the adjacent University of Wisconsin — Oshhosh. The Northwest Transition Subarea serves as a transition area between the higher density Downtown Core and the University of Wisconsin — Oshkosh campus, containing a variety of uses. Auto - oriented commercial uses form the eastern and western boundaries along Jackson Street and Wisconsin Street, with single family residential blocks between the two roadways. Institutional uses such as the Winnebago County Courthouse and Most Blessed Sacrament Parish can also be found on the eastern border of the subarea. In addition, some properties in the northern -most tip of this subarea are included in the Irving -Church historic district. Generally, uses within the subarea are tailored towards college students, including fast food restaurants and pizza chains, fraternity and sorority hou� and single family homes converted into rentals. This subarea should serve as a transition between the Downtown \ Core and the University of Wisconsin — Oshkosh. In thi the subarea should include a variety of residential and cal erci 5 which cater to both students and residents. However, the Nort est Transition subarea must also act as a buffer to potential impacts that the Downtown Core and University Campus may have on each other. New investment within the subare _ Id be consistent with the preexisting built form and may include the conversion of existing structures to new uses or constru which mimics the charOcter and scale of the surrounding reside ` eighborho DESIGN/DEVELOPMENT GUIDELINES ■ House, converted houses, and other buildir*s oriented to the street ■ 1 -3 -story structures with varying in architectural style, scale, and overall design ■ Variable front- and side -yard setbacks, with a general rhythm and consistency by street and/or block ■ Detached garages, covered parking areas, sheds, and other residential accessory buildings ■ Home and buildings with historic and architectural value should be preserved and enhanced DESIRED LAND USE ■ Detached and attached residential ■ Multi -family residential ■ Commercial retail and service businesses ■ Banks/financial, professional offices, and medical practices ■ Public and institutional buildings 1 �r RELATION TO SURROUNDING DISTRICTS The Northwest Transition borders the following other subareas: ■ The Downtown Outer Core. The Northwest Transition can assist in transitioning to the Downtown Outer Core. Land use and built form should be similar on both sides of Jackson Street in all districts, acting as a seam which links the subareas together. ■ Marion Road Waterfront. The Marion Road Waterfront subarea acts as a transition between the Downtown Core and the University of Wisconsin — Oshkosh. While land use and built form differ, careful planning and coordination of investment within the Marion Road Waterfront subarea can help to visually and physically connect the two areas. 3: Land Use � Development 23 WORKING DRAFT FOR REVIEW ONLY 5. MARION ROAD WATERFRONT An urban neighborhood emphasizes waterfront investment and orientation, providing access to the various amenities of the Center City. The Marion Road Waterfront Subarea is predominantly residential and contains the largest concentration of multi -family units in the study area. A former industrial district, the subarea has undergone transformation with the addition of multi -family including Rivers Senior Living. Commercial frontage forms the western and eastern boundaries along Wisconsin Street and Jackson Street, and the Riverwalk forms the southern boundary along the Fox River. Mercury Marine motor boat testing facility and the vacant Lamico factory are the two industrial properties remaining in the subarea. Although in a more urban environment, the built form of this area is somewhat suburban. Buildings are set back from the road with large visible surface parking lots along the right-of-way, due to ti lot frontage being oriented to the Riverwalk. The City should support larger lot redevelopment withirrt subarea while requiring site design which fosters a more urban environment. The vacant Lamico factory site provides an opportunity to establish a new development at the center of the subarea which contributes to a more urban, walkaWirnnd pedestrian -oriented district. The City should cooperath Mercury Marine for the long-term relocation of their faci i In addition, the City should make improvements whi"' ill decease the impact of past industrial uses and establish am distinct character for the subarea. This could include removi overhead utilities and providing greater pedestrian ec ' to the Riverwalk. DESIGN/DEVELOPMENT GUIDELINES ■ Standalone or clusters of multi -unit residential structures with varied front, rear, and side yard setbacks ■ Multi -story residential structures with building orientation to the street or waterfront ■ Single or multi -story commercial structures with consistent setbacks, oriented toward the street ■ Parking located in surface lots and parking structures. Surface lots are screened from public right-of-way by a low masonry wall, decorative fencing, and perimeter landscaping ■ Common entrances and entryways, with ample fenestration provide interest along the street and support walkability DESIRED LAND USE ■ Multi -family residential ■ Commercial retail and service businesses ■ Banks/financial, professional offices, and medical practices Riverfront public spaces RELATION TO SURROUNDING DISTRICTS The Marion Road Waterfront borders the following other subareas: ■ The Downtown Outer Core. The Marion Road Waterfront subarea assists in transitioning to the Center City, Downtown Core and the University of Wisconsin — Oshkosh. Land use and built form should be similar on both sides of Jackson Street, acting as a seam which links the subareas together. ■ Northwest Transition. The Marion Road Waterfront subarea acts as a transition between the Downtown Core and the University of Wisconsin — Oshkosh. While land use and built form differ, careful planning and coordination of investment within the Marion Road Waterfront subarea can help to visually and physically connect the two areas. 24 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY 6. SOUTH SHORE WEST A mixed-use, pedestrian -oriented district which defines future investment along the south shore. Unlike other subareas, the South Shore West Waterfront Subarea may be best described as a "blank slate". The subarea is defined by the vacant 27 -acre Morgan Door site, which has over 1,500 feet of frontage along the Fox River. As of the drafting of this document, plans are underway to redevelop the site into the "Morgan District" - a mixed-use area comprised of a grocery store, commercial uses, multi -family units, condominiums, and townhomes. The City should continue to work with developers promoting the construction of the Morgan District, which will have a significant impact on the character of the south shore, and Center City as a whole. Redevelopment within the subarea should consider pedestrian mobility and include pedestrian connections. The City should also explore extending the Riverwalk through this subarea, connecting to any new development, along with adjacenA neighborhoods. DESIGN/DEVELOPMENT GUIDELINES ■ Buildings located at or near the sidewalk, with no side yard setbacks, creating a consistent streetwall and ` e of enclosure ■ Mixed-use buildings include retai floor with residential and office u. ■ Multi -story buildings, with strVandays, nd 11Wtreet ■ Standalone buildings/uses fean to physically and visually integrais of the Downtown Core and Outer Co ■ Inviting storefronts with large wiominent entrances, and attractive architectural detail providing visual interest ■ Buildings with historic and architectural value are preserved and enhanced ■ Parking located at the rear of buildings, accessed by side streets and rear alley and screened from public right-of-way by a low masonry wall, decorative fencing, and landscaping DESIRED LAND USE ■ Restaurants, cafes, and bars ■ Commercial retail and service businesses ■ Attached and multi -family residential ■ Entertainment and cultural uses ■ Hotels and other hospitality uses ■ Banks/financial, professional offices, and medical practices ■ Riverfront public spaces s "T, Nr .sCPHOODS RELATION TO SURROUNDING DISTRICTS The South Shore West borders the following other subareas: ■ South Shore Central. The South Shore West and South Shore Central Subareas should feature similar types of uses, but will differ in their character and built form. Consideration should be given to ensuring the edges of these two subareas and complimentary and compatible with one another. ■ Oregon Street. The South Shore West and Oregon Street Subareas should feature similar types of uses, but will differ in their character and built form. Consideration should be given to ensuring the edges of these two subareas and complimentary and compatible with one another. ■ Supporting Neighborhoods. The intensity and style of development within the South Shore West subarea could impact supporting neighborhoods to the southwest. Site planning should strive to mitigate potential impacts new development could have on adjacent residential areas. 3: Land Use � Development 25 WORKING DRAFT FOR REVIEW ONLY 7. SOUTH SHORE CENTRAL Incorporating Oshkosh's industrial history into a mixed-use district that acts as a gateway to the south shore area of Center City. The South Shore Central Subarea is located between the South Shore West and South Shore East Subareas. It contains an eclectic mix of light industrial, and commercial, and vacant properties which give the area an edge and gritty look and feel. Unlike its neighboring Subareas, the South Shore Central subarea is not expected to see large-scale development and redevelopment. The City should build upon this area's industrial past and draw from its 'Sawdust City' history by preserving the existing industrial feel and warehouse "vibe" by accommodating commercial and residential uses by adaptively reusing historic industrial complimented by thoughtful infill development. This Subarea is also best positioned to catalyze, kick start and unify all of Center City's south shore. !0� DESIGN/DEVELOPMENT GUIDELINES ■ Historic buildings and vacant industrial facilities pd and enhanced for adaptive reuse ■ Development features careful site design to rovide a pedestrian - oriented urban environment ■ Buildings builttothe propertyline , ornofrontandsi0e, aVdcs ■ 1 to 4 story buildings, with ground fl riented towardthe street ■ Mixed-use buildings include retail/comm on . eground floor with residential and office uses on the upper floo ■ Inviting storefronts, prominent entrances and entryways, with ample fenestration providing interest along the street and supporting walkability ■ Parking located at the rear of buildings, accessed by side streets and rear alley and screened from public right-of-way by a low masonry wall, decorative fencing and landscaping DESIRED LAND USE ■ Restaurants, cafes, and bars ■ Commercial retail and service businesses ■ Multi -family residential ■ Entertainment and cultural uses ■ Hotels and other hospitality uses ■ Banks, professional offices, and medical practices ■ Marina related storage and service facilities ■ Compatible "light" industrial/commercial services uses ■ Riverfront public spaces SUPPORTING NEIGHBORHOODS OREGON STREET ■ SOUTH SHORE EAST RELATION TO SURROUNDING DISTRICTS The South Shore Central borders the following other subareas: ■ South Shore West -East The South Shore Subareas should feature similar types of land use but vary in their character and built form. Consideration should be given to ensuring the edges of these two subareas and complimentary and compatible with one another. ■ Oregon Street Both the Oregon Street and South Shore Central subareas should feature similar types of land use but vary in their character and built form. Development within the blocks bounded by 7th Avenue, Nebraska Street, 8th Avenue, and Oregon Street should be considerate of adjacent properties, with the aim of creating a seam which visually connects the two areas. ■ Supporting Neighborhoods. The supporting neighborhood directly southwest of the South Shore Central subarea should be protected from the impact of industrial uses and more intense development. 26 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY 8. SOUTH SHORE EAST A mixed-use, pedestrian -oriented district bringing together corporate tenants, entertainment venues, and regional hospitality. The South Shore East Subarea is largely industrial, with some auto -oriented commercial and single family detached homes. The subarea also includes several light industrial properties on the north shore of the Fox River, east of the Downtown Outer Core subarea. The existing industrial character of this subarea is out -of -place with its surrounding districts and uses are undesired. Two of the most notable sites within the subarea are underutilized and contain vacant structures: Pioneer Island and the Buckstaff Company site. Given the size and prominence of these properties, redevelopment will likely have a significant impact on the subarea. W'N - SOUTH SHORE CENTRAL I The City should pursue execution of the Sawdust District Redevelopment Plan, converting South Shore East into an exciting, mixed-use district. As per the redevelopment plan, this would inclu a stadium, hotel and resort, condominiums, office space, parking deck, and variety of open spaces. Wholesale redevelopment of the area will require parcel consolidation and clearing of vacant industrial oil facilities. The City should also coordinate with industrial busses sine still operating in the area to seek long-term relocation to designated ` industrial parks within Oshkosh. Redevelopment within the subarea should include pedestrian connections and thoughtful roadways lig design which provides mobility while minimizing pedestrian - automobile conflicts. To the extent possi buildings with historic characteristics should be integrated in w development scenarios DESIRED LAND U S E or moved to a new location within 4Wommunity. ■ Corporate/Employment uses ■ Commercial retail and service businesses DESIGN/DEVELOPMENT GUI[LINES ■ Historic buildings and vacant industrial facilities preserved and ■ Multi -family residential enhanced for adaptive reuse where appr6pqKte and feasible ■ Entertainment and cultural uses ■ Development features careful site design to provide a pedestrian -oriented urban environment ■ Buildings built to the property line, with little or no front and side yard setbacks ■ 1 to 4 story buildings, with ground floors oriented toward the street ■ Mixed-use buildings include retail/commercial on the ground floor with residential and office uses on the upper floors ■ Inviting storefronts, prominent entrances and entryways, with ample fenestration providing interest along the street and supporting walkability ■ Parking located at the rear of buildings, accessed by side streets and rear alley and screened from public right-of-way by a low masonry wall, decorative fencing, and landscaping ■ Hotels and other hospitality uses ■ Banks, professional offices, and medical practices ■ Riverfront public spaces RELATION TO SURROUNDING DISTRICTS The South Shore East borders the following other subareas: ■ South Shore Central. The South Shore Subareas should feature similar types of land use but vary in their character and built form. Consideration should be given to ensuring the edges of these two subareas and complimentary and compatible with one another. ■ Supporting Neighborhoods. The supporting neighborhood directly southwest of the South Shore Central subarea should be protected from the impact of industrial uses and more intense development. 3: Land Use � Development 27 WORKING DRAFT FOR REVIEW ONLY 9. OREGON STREET The south shore's "downtown," providing a similar character and range of uses as the Downtown Core. The Oregon Street Subarea is a linear neighborhood commercial district that functions almost like its own downtown. It is largely defined by commercial or mixed-use properties built to the property line. Uses along the corridor are mostly local businesses catering to Oshkosh residents. On -street parking exists throughout most of the corridor, with on-site parking typically located in surface lots located behind buildings. Single family residential uses can be found along the southern part of the Oregon Street corridor, as well as behind some of the commercial properties that front Oregon Street. Over the years, some traditional inline buildings have been demolished and replaced with surface parking lots or more auto -oriented developments; however, the streetwall remains largely intact. The City should reinforce the corridor's existing character and encourage mixed-use development. Maintenance and rehabilitati of existing structures should be encouraged, to keep the charm 1 and character of the area. New development should maintain and reinforce the traditional streetwall and provide a variety of retail, service, office, and residential uses. As the area b more intensely utilized, consolidated parking area may e e developed to enhance the economic viability of area busines Upper floor residential and office uses are ideal ` this are rowhouses should be considered a viable infill develo optio The City should complete a streetscaping enhanceme'" ogram the area that creates a unique and identifiable "district" e are improving the appearance of the cor and better epnne g Oregon Street to adjacent neighbo ds. DESIGN/DEVELOPMENT GUIDELINES ■ Buildings located at or near the sidewalk, with no side yard setbacks, creating a consistent streetwall and sense of enclosure ■ Mixed-use buildings include retail/commercial on the ground floor with residential and office uses on the upper floors ■ 2-5 story buildings, with strong orientation toward the street ■ Inviting storefronts with large windows and displays, prominent entrances, and attractive architectural detail providing visual interest ■ Buildings with historic and architectural value are preserved and enhanced ■ Parking located at the rear of buildings, accessed by side streets and rear alley and screened from public right-of-way by a low masonry wall, decorative fencing, and landscaping SUPPORTING NEIGHBORHOODS OREGON STREET :D LAND USE nts, cafes, and bars ■ Retail and service businesses ■ Multi -family residential (in upper floors) ■ Attached Single Family/Rowhomes ■ Entertainment and cultural uses RELATION TO SURROUNDING DISTRICTS The Oregon Street borders the following other subareas: ■ South Shore West. The South Shore West and Oregon Street Subareas should feature similar types of uses, but will differ in their character and built form. Consideration should be given to ensuring the edges of these two subareas and complimentary and compatible with one another. ■ South Shore Central. Both the Oregon Street and South Shore Central subareas should feature similar types of land use but vary in their character and built form. ■ Supporting Neighborhoods. The supporting neighborhood directly east of the Oregon Street subarea should be protected from the impact of industrial uses and more intense development. 28 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY SUPPORTING NEIGHBORHOODS Providing a mix of high quality residential options in close proximity to Center City, with convenient access to shopping, services, employment, and entertainment. The Supporting Neighborhoods Subarea consists of residential blocks located alongside, or in the midst of, predominantly commercial or mixed-use districts on the fringe areas of Center ' City. While neighborhood character may vary slightly by location, generally these blocks are comprised of single-family detached homes, with some townhomes and multi -family development also present. A few properties within the Support Neighborhood district directly north of Church Avenue are included in the Irving — Church Historic District. The City should take steps to protect supporting neighborhoods from commercial encroachment and other negative impacts caused by adjacent high-intensity uses. This may include screenin buffering, or other regulations to limit potential nuisances. Because these areas are adjacent to commercial/mixed-use areas, there may be pressure over time to redevelop these are ' `r non- ` gle- family residential uses. While the priority is to _in th areas for single-family detached homes, infill red rowhomes may also be appropriate. In ad the hould DOWNTOWN CORE DOWNTOWN OUTER CORE SOUTH SHnRF C FNTRAI ■ OREGON STREET strictly enforce its codes andordinanc oo ively with property owners to ensure resi ialstruct are erly maintained, particularly in areas igh rental oc ancy. RELATION TO SURROUNDING DISTRICTS The Supporting Neighborhoods border several subareas. Supporting DESIGN/DEVELOPME U ■ Single-family detached houses oriente LINES street neighborhoods should be protected from the impact of commercial, industrial uses and other more intense development. In the long term, supporting neighborhoods may face development pressure ■ Row Houses oriented to the street given their location. ■ Variable front- and side -yard setbacks, with a general rhythm and consistency by street and/or block ■ Detached or attached garages at the rear of buildings ■ Structures vary in age, architectural style, scale, and overall design ■ Historic homes are preserved and enhanced DESIRED LAND USE ■ Detached and attached single-family residential ■ Public and institutional uses 3: Land Use � Development 29 WORKING DRAFT FOR REVIEW ONLY OPPORTUNITY SITES Opportunity sites are vacant and/or underutilized parcels where development, adaptive reuse, or redevelopment would have a significant positive effect in Center City Oshkosh. To provide focus, and with the aim of creating a "critical mass" of activity within concentrated areas, 20 sites were identified, mostly in areas with the greatest likelihood of development activity. Opportunity sites have been broken down into three categories: (1) Value -Add Sites, which include existing structures that should be preserved but activated with expansion, higher occupancy, repositioning, and/or adaptive reuse; (2)Redevelopment Priority Sites, which include development of vacant parcels or demolition of an existing structure for a new structure; and (3) Redevelopment Catalyst Sites, which include large, highly visible and prominent parcels, that if redeveloped would have a catalytic affect on adjacent and surrounding parcels, leading to additional investment. TYPE CURRENT USE A Value -Add Parking Lot Small Office B Value -Add Commercial Building C Value -Add Bank D Value -Add Commercial; Bank; Par E Value Add Parking Lot IF Value -Add Bank G Value -Add Parking Lot H Priority Motel, Office, Educatio I Catalyst Industrial; Vacant J Priority Vacant Lot K Catalyst Industrial; Vacant; Residential L Value -Add Commercial M Priority Vacant Lot; Tavern; Garage N Value -Add Industrial; Commercial 0 Value -Add Industrial; Commercial P Catalyst Industrial; Commercial Q Catalyst Commercial R Priority Vacant RFO: Riverftont Overlay Source: Houseal Lavigne Associates; City of Oshkosh The City should work with property owners and investors to explore options for future development of opportunity sites. This should include incentives to encourage investment, such as regulatory assistance or a'fast-track' approval process for construction. Where appropriate, the City should work with property owners to consolidate or assemble adjacent parcels which could yield larger, more market -viable redevelopment scenarios. It should be noted that some opportunity sites are already the topic of on-going development projects. The following pa ,es includes further disucssion and visualization of the four re `,pment priority. All visualizations and proposed land uses a s upon market realities, redevelopment potential, existing itions, and adjacent uses. They are also reflective of funct'WW subareas and recommendations for preferred uses, site de ' ' and connectivity. CITY OSHKOSH ACREAGE SUBAREA 086.6k)wntowri& Downtown Core owntown Core 0.89 Downtown Core 073 Downtown Core 2.68 Downtown Outer Core 765 Marion Road Waterfront 258 Marion Road Waterfront 3657 South Shore West 075 South Shore Central 218 South Shore Central 0.83 South Shore Central 079 South Shore Central 39.53 South Shore East 1586 South Shore East 275 South Shore East CURRENT ZONING Central Mixed-use Central Mixed-use Central Mixed-use Central Mixed-use Central Mixed-use Central Mixed-use Central Mixed-use Urban Mixed-use Urban Industrial Riverfront Mixed-use - RFO Riverfront Mixed-use - RFO Central Mixed-use Central Mixed-use Central Mixed-use Central Mixed-use Heavy Ind., Central Mixed-use Riverfront Mixed-use - RFO Urban Mixed-use - RFO # PARCELS # OWNERS 2 -1 2 3 1 1 3 1 1 2 1 2 12 -4 12 -1 4 14 1 8 7 4 10 -1 5 -6 1 5 25 -1 -1 16 1 1 30 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY k, e o� CENTERCITY New York Ave OPPORTUNITY SITES UNIVERSITY OF WISCONSIN, OSHKOSH `mnT Add Value Site I Redevelopment Priority Q Revelopment Catalyst Baldwin Ave Prospect Ave Mel von Ave Scott Ave StedingAve in 0 Q Lincoln Ave IrvingAve v � 41 I II R 9ov Union Ave Ida Ave �)® ParhwayAv Q;11 � Sod • � r7 —11111k, lowF— s V) M.— O a� 9th Ave O W Z loth Ave 1-iith Ave 12th Ave South ParhAve 14th Ave 15th Ave 16th Ave II McMttAve Washington Ave schgique +aa� att--rAve Ceopegpe 3: Land Use & Development 31 Al LU 3rdSt K 1— Ln 4th Ave O 5th St 6th Ave sn C� s 7th Ave _ O a01m `mnT Add Value Site I Redevelopment Priority Q Revelopment Catalyst Baldwin Ave Prospect Ave Mel von Ave Scott Ave StedingAve in 0 Q Lincoln Ave IrvingAve v � 41 I II R 9ov Union Ave Ida Ave �)® ParhwayAv Q;11 � Sod • � r7 —11111k, lowF— s V) M.— O a� 9th Ave O W Z loth Ave 1-iith Ave 12th Ave South ParhAve 14th Ave 15th Ave 16th Ave II McMttAve Washington Ave schgique +aa� att--rAve Ceopegpe 3: Land Use & Development 31 WORKING DRAFT FOR REVIEW ONLY REDEVELOPMENT PRIORITY SITE H Located in the Downtown Outer Core Functional Subarea, this site is bound by Jackson Street, Division Street, High Avenue, and Pearl Avenue. The site is currently home to Town Motel, a few small residential structures and office uses, a cosmology school, and an auto repair facility. Collectively, the block represents a redevelopment opportunity that can accommodate significant commercial and residential uses. In this illustrative development concept, a 4 -story residential condominium/apartment building wraps around the western edges of the block along Jackson Street, and a 4 -story commercial/office building anchors the eastern end of the block along Division Street. Located in the central portion of the block between the two buildings is a surface parking lot capable of serving both the residential and commercial uses. Depending on the number of residential units and total square footage of commercial/office, structured parking could be included to accommodate increased densities. Based upon existing market demand, residential development should be mid- to high -range rental product. This could support some affordable units, market rate owner occupied units, or senior living options. The commercial/office structure is best suited as first floor commercial with Class A office product above. 4 Story Multi -Family #._ - Cer%tr Buildings hold corners �- maintain streetwall Parking access from Pearl Avenue 6- High Avenue Centralized parking Perimeter landscaping screens parking b- maintains streetwall 4-5 Story Commercial/Office WORKING DRAFT FOR REVIEW ONLY REDEVELOPMENT PRIORITY SITE J Located on the corner of Jackson Street and Marion Road, this site provides direct frontage along the Fox River within the Marion Road Waterfront Functional Subarea. The site is approximately 2.58 acres in size and is currently vacant. This is a highly desirable development opportunity site as it provides a waterfront location and proximity to the downtown core. In this illustrative development concept, a 6 -story mixed-use building with first floor commercial and condominiums building above. The building is located on the corner of the site with frontage along both Jackson and Marion. The design of the building maximizes views to the river for residents and provides an inviting open space/plaza along the riverfront. Resident parking is provided with enclosed at -grade parking on the first floor of the building, with guest parking provided in a surface lot along Marion Street. Based upon the site's location, adjacent uses, market demand, and water front access, the preferred type of residential product would be market rate owner occupied condominiums. The site could also support high-end rental or senior living options. AL Surface parki-n front forgu Riverfront plaza for residents At -grade enclosed parking for residents 3: Land Use � Development 33 WORKING DRAFT FOR REVIEW ONLY REDEVELOPMENT PRIORITY SITE M Located in both the South Shore East and South Shore Central Functional Subareas, this block serves as a transition between two distinct, but adjacent areas, in the Center City. This opportunity site is bound by S. Main Street on the east, Nebraska Street on the west, 7th Avenue on the north, and 8th Avenue on the south. Currently, the majority of the block (eastern portion) is vacant, with a small bar located along Nebraska at the west edge of the block, and a small storage building just to the east of the bar. Fronting S. Main Street and maintaining a strong streetwall, is a 4 -story mixed-use building with commercial/retail on the ground floor and residential and/orofflce uses on the upper floors. Pa rking for this building is located in a surface lotjust behind (west) of the building, with parking lot access from both 7th and 8th Avenues. To the west, is a rowhouse development with units fronting 7th and 8th avenues. Rear attached garages are accessed via a central driving aisle and auto court, which is accessed from Nebraska, 7th, and 8th. Given market demand and existing rowhomes on the site, the 3-4 story structu re ca n best su pport h igh qua I ity fl rst floor spaces for local commercial businesses. Upper floors should include either Class A office spaces or high-end rental options. Market rate owner -occupied units could also be supported, such as condominiums or lofts. Parhi alley 4 frsha Central auto -court with rear garage access Rear surface porhing lot with access from 7th �-- 8th Rowhouses Mixed- Usel ....a i n to i n s streetwall along Main -4 Story Commercial 34 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY REDEVELOPMENT PRIORITY SITE R Located along the Fox River in the South Shore East Functional Subarea, this development opportunity site is ideally suited for riverfront residential development. This primarily vacant site is located at the corner of Broad Street and Bay Shore Drive, just east of the railroad tracks and adjacent to the Downtown Outer Core Functional Subarea. This illustrative development concept shows a 5 -story mult-family building with at -grade enclosed parking on the first floor, with 4 floors of residential on the upper floors. Guest parking is provided in a surface lot to the north of the building along Bay Shore Drive. The development is set in an open riverfront environment, with a riverfront plaza and riverwalk trail for residents. Given the location of this site, adjacent uses, and market demand, the preferred type of residential product would be market rate owner occupied condominiums; however, the site could also support high-end rental or senior living. Surface parking in front for guests ry Multi -Family At -grade enclosed parking for residents Riverfront plaza for residents 35 WORKING DRAFT FOR REVIEW ONLY r«v&M V 111IM111Mvr 111-111111MI m CATALYSTS Redevelopment of formerly industrial properties into residential, mixed-use, and commercial uses has been occurring incrementally for several decades, stretching back to the o ening of &Park Plaza Mall in July 1970 and the more recent res al deve'MWnt along Marion Road and Pearl Avenue. The potential redevelopment of vacant sites provides the City a rare chance to hapeie City's future in a big way. Further, re N elopmenJav, unities such as these do not come along often and will lasting effect on the community for generations to come. These key redevelopment sites and projects i ■ The Morgan Company Site (formerly a door manufacturer) ■ The Lamico Mobility Products Site (formerly a crutch manufacturer) ■ The Buckstaff Edwards Company Site (formerly a casket and furniture manufacturer) ■ Pioneer Island (formerly a resort) The City should take a very active role in the future use, site design, and overall planning of these redevelopment sites. This will include final review of a development proposal; however, the City should become involved as early as possible in the process. Given the importance and impact of these projects, the City should provide regulatory assistance and work collaboratively with potential developers and property owners. This will help ensure that the final product marries City and developer priorities in a way which will benefit the Center City for decades to come. preferred role within the study area and the desired style of development. Several broad elements should be encourage across all key redevelopment sites and future opportunities sites within tine Center City, including: ��■ Have an "urban" site design and architecture that fits into the existing fabric of the center city. ■ Include residential units that can meet pent up residential demand and increase density. ■ Provide amenities or experiences that are currently lacking in the Center City and do not detract from existing uses and businesses. ■ Include quality office space that could support new office tenants and accommodate expansion of existing businesses. ■ Have an engaging relationship with the waterfront, including open spaces and attractive vista and view corridors to and from the water. Pioneer Island (Q) Pioneer Island is located east of Pioneer Drive, south of the confluence of the Fox River and Lake Winnebago, within the South Shore East subarea. Previously a resort, operations have since ceased and the facilities remain vacant. Moving forward, the City should use the Sawdust District Redevelopment Plan as a guide for redeveloping Pioneer Island as a new resort or entertainment -based facility, possibly including boat slips, restaurants, lodging, entertainment, residential units, and more. Given the unique location and high visibility of this site, it should be developed as a pinnacle development and focal point for the Center City, providing beautiful views of the lake and welcoming individuals traveling into the community from the water. 36 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY The Morgan Company Site (K) As of the drafting of this document, the Morgan Company Site is being used by Oshkosh Corporation for vehicle storage, however, plans are underway to redevelop the site. The new development, called the Morgan District, would be a mixed-use district comprised of a grocery store, commercial uses, multi -family units, condominiums, and townhomes. The City should continue to seek execufr'bn of this development utilizing best practices to create a4fikestrian-oriented, mixes use district. Completion of the project dramatically alter the Center City and place a significant emphasis onthe south sh' re. As such, the City should carefully review all proposed site gns to ensure final construction results in an attractive, hig; : ity, and inviting development along the river. In particular, the verwalk should be thoughtfully integrated to the development as an example of riverfront development in the future. The Lamico Mobility Products Site (1) The Lamico Mobility Products Site is located at the center of the Marion Road Waterfront functional subarea. Previously home to Lamico Mobility Products, a crutch manufacturer, operations have since ceased and the facility remains vacant. Given its location, the redevelopment of this site will have a significant impact on the surrounding area and should set a standard for future development within the Marion Road Waterfront subarea. As of the drafting of this Plan, the City has recieved a development proposal for this site. New investment should be pedestrian -oriented, mixed-use, and include some form of public space. The City should work with potential developers to explore options for a public plaza, pocket park, or other form of public space to be included as part of redevelopment. Additionally, this should include a connection 4 dW Riverwalk and other adjacent residential elo ts. This would help create a public gather space at the enter of the subarea which contributes to a more neighborhood iendly environment. Adaptive reuse of the existing facility is got recommended for this site given the nature of uses in the urrounding area. The Buckstaff Company Site (P) The Buckstaff Company Site is located just east of Main Street between I Ith Avenue and South Park Avenue, within the South Shore East subarea. Previously home to the Buckstaff Company, a casket and furniture manufacturer, operations have since ceased and the facilities remain vacant. As of the drafting of this Plan, the City has received a development proposal for part of this site, which is reflective of visualizations included in the Sawdust District Redevelopment Plan. This development is now under construction. Moving forward, the City should continue to utilize the Sawdust District Redevelopment Plan for this site to guide redevelopment, either individually or as part of a larger redevelopment project. This site is large enough to accommodate a range of large-scale development not accommodated in most parts of the Center City. As such consideration should be given to larger uses that require a greater land area, such as corporate/office complexes, large entertainment venues, and more. New investment should be pedestrian -oriented, provide a mix of uses, and help to bridge the gap between residential neighborhoods and the Lake Winnebago waterfront. In addition, new development should be considerate of existing uses, including residences, on the west side of Main Street. Development on this site will have a significant impact on the appearance of the south shore and provide an example for future development within the subarea. 3: Land Use � Development 37 $AWU IFnFu 01kol10 •10 D]II __. 12�� { + lU_ w R� IL �- — —11w_ ZL� �. . wimp rl� a res IFAP� KAJ- �a ,A 29 30,; . ... 3 27 R+ l 28 14 r l L .25 ~ 22 = 26 �. 21 20 1 L v 1. Pedestrian gathering area 11. Temporary stadium (potential 19. Restored native planting area, 26.Overhead walkway 2. Riverwalk at breakwall recreational facility) trails, and waterfront access 27. pass A office building 3. Open space and trails y 12. Parking for the permanent stadium and open space 20. Pedestrian bridge 28. Patio space overlooking the 4. Condos 21. Parking deck (screen railyard) waterfront and Downtown Oshkosh 5. Existing boat house 13. Parking deck for permanent stadium, recreational facility, trails and Parking for Stadium and mixed use Zg. Mixed use infill development along de development along Main Street Main Street 6. Existing boat docks open space 4• Permanent stadiwn 23. Plaza and open space 3o. Gateway feature and plaza space Pedestrian bridge connecting to the Mixed use development announcing the entrance into the ri verwalk at breakwall 15. Trails and open space (re (retail/restaurants on the groundfloor Sawdust District 8. Existing boat storage area 16. Hotel / resort with office/residential above) 31. Pedestrian bridge connecting g. Existing railyard i 7. Access point to pioneer island 25. Primary entry to class A office Sawdust District to Downtown Oshkosh and waterfront trails io. Parking for the temporary stadium, i8. Condos building trails, and open space Li J WORKING DRAFT FOR REVIEW ONLY ECONOMIC DEVELOPMENT & COMME This section of Imagine Oshkosh focuses on those co most important to maintaining, reinforcing, and improving th Center City as an economic engine for the community. The three primary goals that drive this focus of the pla include:1 Establishing a critical mass of commercial uses inenter City, . Promoting mixed-use development within Center City as a means of establishing commercial uses andlWKfpporting resid, Lal densities; and 3) Attracting employ nd jobs to the CenrWity. nese recommendations clearly elevate the importance of the Center City as an employment hub, and activity and commerce enter. This section includes a detailed retail analysis of the gion and identifies the types, locations, and potential for new development that will take advantage of the downtown's regional position. This section not only identifies opportunities for new uses and development, but stresses the importance of reactivating the existing building stock for the mixed-use. When taken together, these primary objectives will substantially improve the economic strength and position of the Center City. 4: Economic Development � Commercial Areas 41 WORKING DRAFT FOR REVIEW ONLY CCNOMIC DEVELOPMENT & COMMERCIAL AREAS GOAL ESTABLISH A CRITICAL MASS OF COMMERCIAL USES Successful downtowns are activity hubs consisting of a mixture of offices, residences, restaurants, entertainment venues, outdoor spaces, recreation areas, shopping, and ivic uses. This creates activity on the street with people walking, biking, dining, spending time intorh, and attending events and festivals. Such bustle and interaction is what draws people to do ns across the country and provides them a unique sense of place. The level and type o f 01171 ty w Center City Oshhosh varies by location, time of day, day of the weep, and season. Activi nds to pe ring the summer months and weekends with events and festivals such as showsNstihen Opera use, concerts at the Leach Amphitheatre, and the Oshhosh Farmers Morhetg a critical moss o f activity requires aligning multiple public and private investments at one another. If activity is too widely dispersed, investment can be diluted, creatingsm vitt' that fail to add up to something larger. As such, the City should target specific Iota s area to consider for development and encourage uses that will generate cri�asslWsupport greater activity in the Center City. RETAIL MARKET OVERVIEW Central to the establishment of criticss will be the growth of commercial u incluc businesses. These uses support re ts, ge make the Center City livable, and( n e experience and sense of place whichwil across the region. A thorough understandi Center City's retail market is necessary to de mass can be directed and achieved. heer City and ice lar activity, e retail duals from alysis of the how critical The existing retail mix is relatively healthy, with a diversity of shops catering to different needs and populations. In 2016, Center City Oshkosh contained 130 retail businesses, including 51 bars and restaurants, and annual retail sales were estimated at roughly $62 million dollars. The character, scale, and type of retail varies throughout the study area, with more auto -oriented retailers on the northern fringe of the study area and boutique retail and restaurants mostly concentrated within the Downtown Core and Oregon Street functional subareas. Today, the growth of online shopping through retailers such as Amazon has impacted local shopping habits and reduced reliance on physical stores. The retail opportunity within Center City Oshkosh lies in the ability to provide (a) much needed day-to- day services for residents and employees and (b) unique products, experiences, and atmospheres that cannot be obtained online or in big -box locations. RETAIL SNAPSHOT (2016) CENTER CITY OSHKOSH, DOWNTOWN APPLETON, DOWNTOWN FOND DU LAC, AND DOWNTOWN NEENAH *Excludes Non -Store Retailers (ex automated vending online sales, catalogue sales, telephone solicitations) Source: Houseol Lavigne Associates; ESRI Business Analyst 42 Imagine Oshkosh I Center City Reinvestment Strategy CENTERCITY DOWNTOWN OSHKOSH APPLETON DOWNTOWN DOWNTOWN FOND DU NEENAH LAC Population (Residential) 2,784 2,763 1,758 886 Primary Workers (Any Industry) 5,512 9,656 3,114 6,084 Retail $62,506,474 $81,858,126 $48499317. $28,262,770 Food/Drink Sales* Retail Businesses 130 145 72 47 Home 5 3 1 1 Improvement Stores General Merchandise Stores 2 2 1 1,_ Food Stores 8 5 6 2 Auto -Related Stores 5 7 4 3 Apparel 6 3 Accessory Stores 12 3 Furniture and Home Furnishing Stores 8 14 7 4 Eating £� 51 66 21 22 Drinking Places Miscellaneous Retail 40 42 29 11 *Excludes Non -Store Retailers (ex automated vending online sales, catalogue sales, telephone solicitations) Source: Houseol Lavigne Associates; ESRI Business Analyst 42 Imagine Oshkosh I Center City Reinvestment Strategy RETAIL MARKET AREA 41 !ASC !;' N�=;QTS r� CENTRAL CITY PLANNING AREA RETAIL PRIMARY MARKET AREA ~' a, d r � l A IKF War •'i t► WINNEBAGO COUNTY- FOND DU LAC COUNTY f� WORKING DRAFT FOR REVIEW ONLY COMPETITION Center City Oshkosh performs a dual function, providing for the day-to-day needs of residents while also serving an employee population and those visiting for events, dining, boutique shopping, and more. As such, Center City Oshkosh serves several target groups of patrons. ■ Within a 5 -minute drive of the core of the Center City (primary market area), there is virtually no retail and dining competition, making the Center City the primary day-to-day retail option for the population within the core. ■ Within a 15 -minute drive (secondary market area), retail and dining competition is robust along the 1-41 corridor between exits 116 and 119, with chain businesses such as, Best Buy, Buffalo Wild Wings, Walmart, and Target. UNDERSTANDING THE GAP Simply put, a gap analysis compares retail sales ("supply") with what consumers spend ("demand") within a market area. When consumers spend more than businesses earn (demand > supply) in the market area, consumers are spending dollars outside of the area. This is referred to as "leakage". Typically, market are&&with leakage are potential opportunities for growth, as local for for these goods and services already exists but is un y existing supply. Conversely, when retail sales are more than nsum spend (supply > demand) in a market area, the njW is saturated with customers from both within and outside the area. This is r4kWed to as a "surplus". As the market is OV@&Dplied with s ing, retail category with surplus is challenginglIk new retail d opment..6 M Primary Market Area: Undersupplied by $6 illion It is estimated that there is unmet demand 4*6ail goods and services totaling approximately $62.6 million. The primary market area (5 minute drive time) contains 8,727 households in 2016 and total retail demand is estimated at $226 million. Many categories are experiencing some level of leakage, including Grocery Stores, Health & Personal Care Stores, and General Merchandising Stores. Secondary Market Area: Oversupplied by $70.9 Million It is estimated that there is an oversupply of retail goods and services totaling $70.9 million. The secondary market area (15 minute drive time) contains 30,844 households in 2016 and total retail demand is estimated at $988 million. Relative to the primary market area, it is more oversupplied, albeit there are retail groupings that are undersupplied, including Furniture and Home Furnishings, Electronics and Appliance Stores, Health and Personal Care Stores, and Other General Merchandise Stores. DEVELOPMENT POTENTIAL Annual sales -per -square foot can be utilized to translate leakage dollars into development potential. While sales per square foot vary by individual retailer and industry, general assumptions of supportable square footage can be made by using an industry benchmark of $200 to $400 per square foot. For purposes of this analysis, $400 was utilized for a more conservative approach that does not overstate retail demand. Data indicates un both primary an that demonst development. o positioned to capita Gr0ceryy S es, v square or new retail development in rkets. There are some categories ket support for additional retail that the Center City may be best of $14.3 million (43,357 supportable Limited Service Eating Places, with leakage of $2.6 million (6,520 supportable square feet) Health & f rsonal Care Stores, with leakage of $10.8 million (27,023 supportable square feet) General Merchandise Stores, with leakage of $37.4 million (93,446 supportable square feet). 44 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY RETAIL GAP ANALYSIS SUMMARY CENTER CITY OSHKOSH - 5 & 15 MINUTE DRIVETIME (2016) SUMMARY DEMOGRAPHICS 5 MINUTE DRIVETIME 15 MINUTE DRIVETIME 2016 Population 23,282 76,170 2016 Households 8,727 30,844 2016 Median Disposable Income $27,901 $36,248 2016 Per Capita Income $17,090 $24,850 SUMMARY RETAIL GAP ($M) 5 MINUTE DRIVETIME 15 MINUTE DRIVETIME Total Retail Trade and Food & Drink $62.6 -$70.9 Total Retail Trade $705 -$63.7 Total Food & Drink $79 -$72 INDUSTRY GROUP RETAIL GAP ($M) SQ. FT. POTENTIAL RETAIL GAP ($M) SQ. FT. POTENTIAL Auto Parts, Accessories, � Tire $1.6 4,057 ($9.8) (24,574) Furniture � Home Furnishings Stores $4.2 10,471 $14.0 34,964 Furniture Stores $3.1 54 $12.2 30,524 Home Furnishings Stores $1.1 $1.8 4,440 Electronics q Appliance Stores $1.7 4,32 $15.7 39,301 Bldg Materials, Garden Equip. q Supply Stores ($1.8) (4,524) ($30.8) (77,124) Building Material and Supplies Dealers ($37 (9,321) ($322) (80,488) Lawn and Garden Equipment and Supplies Stores $1. 4,797 $13 3,364 Food q Beverage Stores $14.3 35,742 ($73) (18,159) Grocery Stores $173 43,357 ($14.5) (36,323) Specialty Food Stores (5,625) $3.6 8,935 Beer, Wine, and Liquor Stores ($0. (1,991) $37 9,230 Health q Personal Care Stores 27,023 $16.3 40,861 Gasoline Stations 6 6,475 ($62) (15,508) Clothing and Clothing Accessories Stores ) (4,516) $13 3,249 Clothing Stores 5) (3,837) $3.4 8,464 Shoe Stores $1.1 2,711 ($4.5) (11,184) Jewelry, Luggage, and Leather Goods Star ($1.4) (3,391) $24 5,969 Sporting Goods, Hobby, Book, and Music s ($1.3) (3,126) ($02) (570) Sporting Goods/Hobby/Musicallnst tStores $1.0 2,474 $0.0 111 Book, Periodical, and Music Stores ($22) (5,600) ($03) (681) General Merchandise Stores $374 93,446 ($25) (6,234) Department Stores Excluding Leased Depts. $32.7 81,874 ($23.1) (57,835) Other General Merchandise Stores $5.6 13,879 $20.6 51,601 Miscellaneous Store Retailers $28 6,893 ($54.2) (135,536) Florists -- $0-2 580 _ ($3.6) (8,966) Office Supplies, StaHonery,and GOStores $0.7 1,708 ($0.0) (29) Used Merchandise Stores ($03) (782) $0.7 1,702 Other Miscellaneous Store Retailers $2.2 5,387 ($51.3) (128,243) Food Services Drinking Places ($79) (19,739) ($72) (17,967) Full -Service Restaurants ($4.1) (10,264) $1.7 4,215 Limited -Service Eating Places $2.6 6,520 ($52) (13,049) Special Food Services $0.0 83 $12 3,082 Drinking Places - Alcoholic Beverages ($6.4) (16,078) ($4.9) (12,215) Non -Store Retailers, Automotive Dealers, and Motor Vehicle Dealers excluded from analysis. Potential based on an average annual sales per -square -foot of $400. Totals are subject to rounding errors. Source: ESRI Business Analyst; Houseal Lavigne Associates 4: Economic Development � Commercial Areas 45 WORKING DRAFT FOR REVIEW ONLY CENTER CITY VACANCY The City should guide infill development and investment within the Center City to reduce overall vacancy but, more importantly, break up clusters of vacant parcels and properties. This will help to limit the visual impact of vacancy within the study area and contribute to greater critical mass. Within the Center City, only 12.5% of parcels are vacant and only 2.3% of buildings are fully vacant. Roughly one in ten buildings are either fully vacant, partially vacant, or underutilized, based upon field reconnaissance and assessment data provided by the City. From a perception standpoint, vacancy can often seem more acute due to the concentration of vacancy within a few areas and several very prominent sites being vacant or underutilized. The conversion of vacancies into new development can help improve resident's impressions of the Center City, demonstrating the City's dedication to the area and the potential for new investment. In general, infill development should be guided to properties south of the Fox River where the largest clusters of vacant properties and buildings are found. However, the completio of major development projects, such as the Morgan Doorte, will greatly decrease the appearance of vacancy south of the River and should help attract further investment. IMAGINE OSHKOSH VACA NAPSH (2016) CATEGORY NUMBER P NT OF STUDY AREA Vacant Parcels 66 parcels. 12.5% (acreage) Fully Vacant Buildings 25 buildings 2.3% (buildings) Partially Vacant Buildings 73 buildings 6.8%(buildings) SHORT—TERM USES As discussed, often the appearance of vacancy, rather than vacancy itself, can be more damaging to activity within a community's downtown. To limit this visual impact, the City should explore opportunities for short-term uses to occupy vacant properties by creating activity on otherwise underutilized properties. Temporary uses could include urban farms, pocket gardens, pop-up markets, public plazas, or public art installations. Further, these spaces can be seen as'workshops' to test new ideas on a short-term basis and determine if more permanent development is viable. For example, the City could set up a temporary park on a vacant property and measure activity and fire,j&ncy of uses s would help to determine the feasibility of d ping a perman og park in the Center City prior to anen'ILdevelopmen'Whe City should coordinate with rty owWs to seeks these types of temporary uses which will contribute to critical mass within the Center City. VACANT LOTS & BUILDINGS - o� o - � o q n i Vacant Lot ° o Vacant Building — Partially Vacant Building 46 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY CRITICAL MASS PRIORITY AREAS Based upon market demand, vacancy, and existing conditions, critical mass priority areas have been established within the Center City. These areas indicate where future development and investment will have the greatest impact and support increased activity. The City should work with developers to encourage investment within these areas. This can include new construction as well as infill projects, renovation, or adaptive reuse. It is important to note that the City should not discourage development outside of these areas. Rather, critical mass priority areas should be emphasized as preferable for development. The City should consider offering incentives which will encourage development within the critical mass priority areas, such as regulatory assistance or a'fast-track' approval process. Critical mass priority areas include the following: SOUTH SHORE CENTRAL The South Shore Central area acts as a gateway from districts south of the Fox River into the heart of the Center City. As such, investment here will have a significant impact on the appearance of the Center City and can serve as a transition to the higher density development north of the river. Further, the area is sandwiched between the South Shore West and South Shore East functional subareas, which could be the site of major development projects in the next 5-10 years. Critical mass within the South Shore Central subarea will help t k these development projects through a unique and exislffdistrict. SOU HNisa EST The So Shore Wdefined by the vacant 27 -acre M" Door site, y planned for a mixed-use district cotrised ofgrocery store, commercial uses, multi -family units, ..iniums, and townhomes, to be called the Morgan District. This will certainly bolster the critical mass of the Center City and set DOWNTOWN OUTER CORE the tone for large scale investment south of the river. The Downtown Outer Core should be the City's top priority for new investment and development moving forward. This area SOUTH SHORE EAST completely surrounds the Downtown Core, the most trict ontaining some of the largest parcels with development of the Center City and the largest concentration of crit calm otential in the Center City, the South Shore East area represents However; the lack of critical mass within the Downtown Outer Core n incredible opportunity for transformative and critical mass directly negates that in the Downtown Core and contributes to ontributing development. Similar to the vacant Morgan Door site, an impression of vacancy or inactiveness within the r City. the vacant Pioneer Island and the Buckstaff Company sites present New development within the Downtow 'CoresNanl 1p a scale of development and investment not found in other areas of to round out a concentration of crit i, ass, activity,itythe Center City. The South Shore East area is uniquely positioned at the community's core. Over ti is district sh' the to accommodate large office/corporate uses, waterfront hospitality beneficiary of developing expandinward as thwntown uses, recreation and entertainment uses, and retail and dining uses Core sees continued investment. along Main Street. DOWNTOWN CORE 1W Overall, the Downtown Core already has the greatest concentration of critical mass within the Center City. However, this area functions as the heart of the Oshkosh community. As such, the City should continue to encourage development within this area and build on the existing critical mass. Over time, investment within the Downtown Core should expand outward, helping to generate greater critical mass in the surrounding districts, in particular the Downtown Outer Core. 4: Economic Development � Commercial Areas 47 WORKING DRAFT FOR REVIEW ONLY e' o� CENTER CITY New York Ave CRITICAL MAWASS Baldwin Ave PRIORITYAREAS Prospect Ave dthAve !E O 5th St 6th Ave sn C� s 7th Aue Ali o am Scott Ave v1 0 Q I IrvingAve 0451 EPA Downtown Core South Shore Central o. it Downtown Outer Core 1zchAve _ South Shore East South Shore West �1 South ParhAve 441 Union Ave 14th Ave s V)v1 Z s LO z ■ r�ni�s o.z - 9th Ave W 0' m - A{ia,,o� sj LochAve EPA Downtown Core South Shore Central o. it Downtown Outer Core 1zchAve _ South Shore East South Shore West �1 South ParhAve r 14th Ave s V)v1 Z s z ■ r�ni�s o.z - 9th Ave W 0' m - O Li Z LochAve r: — �� n. P 11th Avc— EPA Downtown Core South Shore Central o. it Downtown Outer Core 1zchAve _ South Shore East South Shore West �1 South ParhAve 14th Ave 15th Ave' - -161YIfLre �� I .i 48 Md on Ave StedingAve Lincoln Ave McMttAve N Washington Ave scq-lgve att-Ave Ceopequ e e° Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY PREFERRED USES TO BUILD CRITICAL MASS Based upon the retail market and Center City economy, the City should attract the following preferred uses in order to generate activity within the priority areas: ■ Large-scale corporate/office campus, bringing jobs and employment opportunities to the Center City, helping to support local retail, restaurant, and service uses, as well as igniting investment in residential areas of the Center City and surrounding neighborhoods. ■ Small independent or boutique stores which sell a variety of goods, such as clothing, books, music, antiques, or furniture. These will help to contribute to creating a retail district with a unique sense of place and shopping experience. ■ Businesses which provide a variety of services, such as beauty salons, barber shops, dry cleaners, tailors, or day spas. These 1 will support the daily needs of residents from throughout the community. ■ Restaurants and eateries. This can include full-service restaurants, coffee shops, bakeries, and cafes. Emphasis s be placed on restaurants which offer a variety of dinner options as well as those which service quick, take- N. to support employees in the ■ Bars, taverns, and clubs. Thes interaction and should be en music or performance. uld ■ Theaters, comedy clubs, or performance venues. TKese spaces provide entertainment and support local irt�&pd culture. ■ Art galleries, museums, dance studios, and other uses which provide artistic, educational, or cultural experiences. ■ Grocery stores or niche food retailers, such as a grocery which specializes in a specific cuisine. The current market demonstrates demand for a grocery store within the Center City; however, the study area can likely only support a single full- sized grocery store. The on-going Morgan District development may include a grocery store to fulfill this need. ■ Hotel and lodging`uses to provide additional options for short- term and long-term stays for visitors to Oshkosh. It is importo note that these uses alone will not build critical mass, an ould be paired with other residential, office, and com I uses. How iven the nature of these uses, they are t likely to result in ter activity and help reposition the er Cityshkosh's premier retail and entertainment district. 4: Economic Development � Commercial Areas 49 WORKING DRAFT FOR REVIEW ONLY ECONOMIC DEVELOPMENT & COMMERCIAL AREAS GOAL - PROMOTE MIXED-USE DEVELOPMENT WITHIN CENTER CITY Mixed-use development is a core component of mos by combining ground -floor commercial activity wiO exist throughout the Center City—including historic that create a traditional streetwall along Main Stree river's edge—mixed-use development embodies the EM ACTIVATING MIXE USE BUILDINGS 4 CHALLENGES OF ACTIV EXISTING MIXED-USE B Although the Center City Plan promotes mixed-use any e functional subareas, at present, sevAWuildings alon rth Main (including within the downtown core a . II as farther rth) do not fully utilize their mixed-use potential, with} er flo ither vacant or underutilized. This could be for a variety o , such as the complexity of converting a historic commercial ding into residential units, a lack of interest among ownership to activate the upper floors, not meeting the requirements for contemporary office space or residential floor plan layout, lack of sufficient dedicated parking, and/ or the need to use upper floors for building storage space. wn areas, generating activity ove. Mixed-use buildings cant mixed-use structures opment along the Tonal downtown fabric. ADVANTAGES OF UPPER FLOOR SPACE IN OLDER BUILDINGS However, to counter the challenge of activating upper floors, there are also benefits to upper floors of older mixed-use buildings, including: ■ Often have lower rents than space in newer buildings ■ Typically located in the Downtown, rather than in fringe areas ■ Can provide a more authentic/historic/vintage charm including brick walls, hardwood floors, high ceilings, and location within a beautiful historic building ■ Close proximity to other goods, services, and activities ■ The space already exists 50 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY To further capitalize on the mixed-use opportities in the Center City, the City of Oshkosh should consider the following: ■ Require Mixed -Used - Require that all new construction within the Downtown Core and Downtown Outer Core be mixed- use in nature — multi -story buildings with commercial on the ground floor and office and/or residential on the upper floors. owners, and the business community to develop an inventory of all available or underutilized upper floor spaces. This inventory should be utilized to attract new businesses and encourage development of new residential options. 4: Economic Development � Commercial Areas 51 WORKING DRAFT FOR REVIEW ONLY ECONOMIC DEVELOPMENT & COMMERCIAL AREAS GOAL ATTRACT EMPLOYERS AND JOBS TO THE CENTER CITY A daytime workforce forms the backbone of many successful downtow timuluting retail and entertainment spending and generating sign i ficant daytime activity. The Internatio ou Shopping Centers (ICSQ estimates that worhers spend an average of $129 a ween at store 0d restaura at are near their place o f work, including groceries, convenience items, and larger -ticket it pur ases. Ove e past decade, employers across the country have begun leaving theirsuburban and in t Tented office parks in favor of downtown locations. This is due, in part, to employers needing to (Tract an n talented young professionals, who prefer downtown workplaces for their accessibility, o ffordabi rban le options. Center City Oshhosh is well- positioned to capitalize on these trends by attracting a iety usinesses and employers to the community. CENTER CITY ECONOMY Center City Oshkosh is nearing the completion of a decades - long transition away from being a manufacturing center and retail hub towards an economy grounded in "knowled industries, professional services, hospit ue ing, and entertainment. A physical representation o tren he transformation of the Park Plaza formerly a su ban- yled indoor shopping mall, into City Cen a mixed-use _ ce building with more than 1,500 employees in various sectors. In 2014, the Center City contained 5,521 jobs,,a noticeable increase over 2005 employment levels of 3,059 jobs. Total employment also grew in both the City of Oshkosh (33,549 to 37,341) and the five -county region (355,178 to 381,109) during the same time period. Six of Oshkosh's fifteen largest employers have a presence in the Center City, including Winnebago County (1,018 jobs), 41mprint (729 jobs), Silver Star Brands (650 jobs), the City of Oshkosh (569 jobs), and Clarity Care (569 jobs). Employment growth in the Center City over the past ten years has outpaced the rest of the City, demonstrating the attractiveness of opening or expanding a business within the Downtown area. Most business leaders interviewed during the planning process believe that the Center City is a desirable location for additional job growth, with ready access to a regional talent pool and favorable business climate at both the local and state level. Proximity to Oshkosh Center City is also increasingly attractive for employers seeking to recruit and retain younger talent. TOTAL PRIMARY JOBS (2005 - 2014) CENTER CITY OSHKOSH - 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 % OF A CITY'S JOBS LOCATED IN DOWNTOWN (2014)* OSHKOSH & PEER CITIES 35.0% 30.0% 25.0 o° 20.0% F 15.0% 0 10.0% 5.0% 0.0% Fond du Lac OshkoshGreen Bay Appleton Neenah (3,114 jobs) (5,512 jobs) (10,148 jobs) (9,656 jobs) (6,084 jobs) 32.0% 52 Imagine Oshkosh I Center City Reinvestment Strategy 21.3% 14.7% 11.1% 52 Imagine Oshkosh I Center City Reinvestment Strategy COMPETITION WORKING DRAFT FOR REVIEW ONLY Menasha - The new One Menasha Center (eight stories; 115,000 square feet) is on example of high quality commercial development that may be possible in Center City Oshkosh to accommodate new, existing, and expanding employers. Source: Menasha Development Corporation and Appleton Post Crescent Oshkosh's Center City is in direct competition with other downtowns across the region. Only 2.4% of Center City employees live in the study area, while 42.5% of these workers are traveling from other communities in the region. As of June 2016, there was roughly 450,000 square feet of commercial space for lease and 424,161 square feet for sale collectively in the downtowns of Appleton, Fond du lac, Neenah, Menasha, and Oshkosh. The abili of the Center City to compete will depend on pricing, amenities, the location requirements of the tenant, housing availability for employees, and more. Based upon both projected trends and the current economy 4 the study area, the City should aim to attract 21 st Century employers to the Center City through the following recommendations. , ■ Actively recruit new businesses and a rs to move to the Center City. The City should work c ively with Chamber of Commerce, the Do wn BID, Greater Os h Economic Development Corp o n, and other organlzatlons to seek out opportunities to brin variety of employers, businesses, and industries to the CenACity. Foster the development of additional office space, with a particular focus on "Class A" product. Employers and stakeholders often cited the lack of quality office space as a limiting factor for the Center City. While there has been considerable residential development in recent years, office development has been modest and the majority of commercial buildings are dated, lack modern amenities, and do not offer the necessary floor plans or square footage for larger tenants. The City should encourage the development of a variety of office space products, including the potential for high quality office towers, such as those in Neenah (Neenah Towers, Gateway Tower) and Menasha (One Menasha Center). The greatest emphasis should be placed on development of office spaces which are sizable, class A product, and provide high quality, modern amenities. ■ Incorporate office spaces within mixed-use redevelopment projects of considerable size. This should include, in particular, the Morgan Door Site. Neenah - The proposed Gateway oMce building in Downtown Neenah is another example of neighboring communities building quality oMce space in city cores. Source: Neenah Downtown Redevelopment Associates and Appleton Post Crescent for the photo. OF NEW PLOYEES (2016) IF THE CENTER \NOMICBENEFITS CITY OSHKOSH CITY ADDED X NEW OFFICE EMPLOYEES... ....POTENTIAL ECONOMIC BENEFITS INCLUDE NEW SQUARE NEW RETAIL NEW FOOTAGE SPENDING ($) RESIDENTIAL DEMAND (SF) DEMAND (UNITS) 9,250 $335,400 1 1 18,500 $670,800 2 0 46,250 $1,67000 6 500 92,500 $3,354,000 12 �50 138,750 $5,031000 18 1,000 185,000 $6,708,000 24 1,500 277,500 $10,062,000 36 Assumes 185 square feet perorpce worker, $129 in spending at nearby businesses per week, and a 2.4% capture rate of employees to residents (existing rate) Source: Houseol Lavigne Associates; International Council of Shopping Centers; US Census Bureau; CoStor 5,378 people INFLOW / OUTFLOW VENN DIAGRAM CENTER CITY OSHKOSH 696 people ■ Employed in Center City ■ Live in Center City ■ Employed & Live Live Outside Employed Outside in Center City 4: Economic Development SI Commercial Areas 53 WORKING DRAFT FOR REVIEW ONLY EMPLOYMENT BY INDUSTRY (2014) EMPLOYMENT BY INDUSTRY (2014) CENTER CITY OSHKOSH CITY OF OSHKOSH EMPLOYEES EMPLOYEES INDUSTRY (NAICS CODE) 5,512 100% INDUSTRY (NAICS CODE) 37,414 100% Public Administration 1,223 22.2% Manufacturing 8,955 23.9% Professional, Soentific, and Techrncal Services 903 16.49/o Health Care and Social Assistance 5,770 15.4% Retail Trade 779 141% Retail Trade 4,776 12.8% Accommodation and Food Services 727 13.2% Accommodation and Food Services 3,037 8.1 Finance and Insurance 393 71% Educational Services 3,011 8.0% Health Care and Social Assistance 319 5.8% Public Administration 2,682 7_2% Other Services(excludingPublicAdministration) 319 5.8% Wholesale Trade 1,390 3.7 Admin q Support, Waste Mgmt q Remediation 259 4.7% Finance and Insurance 1,342 3.6% Wholesale Trade 151 2.7% Other Services (excluding Public Administration) 1,288 3.49/o Information 117 2.1% Professional, Scientific, and Technical Services 1,197 3.2 Real Estate and Rental and Leasing 79 1.4% Construction 1,182 3.2% Manufacturing 62 1.1 % Admin q Support, Waste Mgmt q Remediation 1,035 28% Management of Companies and Enterprises 61 1.1 % Transportation and Warehousing 671 1.8% Construction 43 0.8% Management of Companies and Enterprises 329 0.9% Arts, Entertainment, and Recreation 40 0-7 Real Estate and Rent d Leasing 274 0-7 Educational Services 37 0-7 Information 271 0.7% Agriculture, Forestry Fishing and Hunting 0 0.0% Arts, Entertai Recreation 167 0.4% Mining, Quarrying, and Oil and Gas Extraction 0 0.0% Utilities 31 0.1 Utilities 0 00% Agric Forestry, Hunting 3 00% Transportation and Warehousing 0 0.0% Quarryj�g1 and Oil an s Extraction 3 0.0% Source: US. Census Bureau; Houseal Lavigne Associates RECOMMENDATIONS ■ Encourage development of office space along the south s e of the Fox River. Vacant or underutilized parcSs on the s shore should accommodate new office space and help improve the appearance of the study area. The City should co ider appropriate parcel consolidation to form (arg)pimity d,'m opportunities along the south shore which celp r it larger users. In addition, waterfront access anto amenities could assist with attrac corpeadquarter or higher -profile company. ■ Encourage the conversion of underutilizedWstrial buildings into mixed-use office spaces. Though this should be encouraged throughout the study area, the South Shore Central subarea is the most appropriate locations for these kinds of conversions. Renovations should result in high-quality, viable office spaces which are competitive in the modern economy. All conversions should feature a mix of uses beyond just office space, including retail, restaurant, and services uses on the ground floor. Develop an inventory of all vacant and available office spaces within the Center City to encourage infill and attract new businesses. This should include vacant upper floor spaces, vacant buildings, vacant ' parcels, and an evaluation of the current state and necessary repairs for use as an office space. This inventory can be used to promote business growth in the Center City and help with businesses looking to move or expand to the Center City. A focus should be placed on filling vacancies in the City's three largest office buildings (111 N. Main Street, 217 N. Main Street, and 404 N. Main Street) which collectively account for 90,000 square feet of available space. ■ Assist property owners and developers with making necessary improvements to existing office spaces. These improvements should seek to update dilapidated or outdated spaces to be competitive within the current economy. This can be accomplished through loans and grants that support necessary maintenance, regulatory assistance, and help with applying for state or national funding. 54 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY Oshkosh, should be a partner in this project, and other tech - based companies should be consulted in development of the innovation district. Work with Amplify Oshkosh to explore the potential of a shared -use or collaborative space. These kinds of uses provide space for multiple, separate companies and entrepreneurs, as well as workshops and shared -spaces which foster collaborative and interaction between individuals working in different industries and sectors. They foster innovation and creativity by allowing greater communication between a variety of industries and fostering an atmosphere of cooperation and support between diverse users. The City should research existing shared -use and collaborative spaces elsewhere in the country, such as the South Boston Waterfront, to assist with the creation of a similar space in Oshkosh. South Boston Waterfront In 2010, Boston Mayor Tom Menino renamed the South Boston waterfront the "Innovation District," given the growing amount of creative industry companies moving to the area. While previously the focus of numerous planning initiatives, the district's new image as a home for innovation helped to attract start-ups, creative industry companies, and o mix of commercial and residential uses This included the creation o f District Hall, the nation's first public innovation center. re Oshhosh' campaign geared iunity as the best place in the blish a business. Given the high mmuting to Oshkosh from other should advertise the benefits Oshkosh and demonstrate the is and local amenities. In addition, )te the benefits of developing ity compared to other downtown's campaign should give the City a communities in the region and tier community in Wisconsin to live and work. Establishment of such a campaign will require careful coordination and cooperation between the City and various distinct groups, such as the Oshkosh Convention SI Visitors Bureau, the Oshkosh Chamber of Commerce, the Greater Oshkosh EDC, the Rotary Club of Oshkosh, and others. ■ Establish clearly marked, easily navigable routes into the Center City. These should include not only wayfinding signage and gateway markers, but also streetscaping and other improvements that make a visual route that invites visitors into the Center City. 4: Economic Development � Commercial Areas 55 0 WORKING DRAFT FOR REVIEW ONLY r ii—�-nni ■u'' �uI iMNN u Biu :�iur. i ANN .lil t.hr.iii" uu ;m.lu III iCe■■■Omni s `III{,�I'01 III BE�� I 1 1 56 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY HOUSING & ow IDLNTIAL A robust residential component and strong housing market is Additionally, the predominantly single-family neighborhoods that a hallmark of most successful downtowns. As such, a priority of a downtown must remain well maintained and attractive. Imagine Oshkosh is to increase Center City's residential density lurround cities with strong downtowns, the surrounding neighborhood are desirable, home in and stabilize the surrounding residential neighborhood reqs. among the most often providing an affordable While Center City does offer a variety of residential d g types, close proximity to dining, shopping, and entertainment. A goal for d with more currently being propov�a Oshkosh is to ensure the neighborhoods surrounding the Center �reside residential density and a greater o will City improve overtime, attract reinvestment, and are considered an strengthen the draw of the Centettractive important component and a strength of the Center City residential destination for empty ne oung pro ionals, and many others looking to live in an attrac nd ac ' mixed-use environment. 5: Housing � Residential Areas 57 WORKING DRAFT FOR REVIEW ONLY HOUSING & RESIDENTIAL AREAS GOAL INCREASE CENTER CITY'S RESIDENTIAL DENSITY Residents create vitality by simply strolling through a downtown, p and filling public spaces. Downtown dwellers afford round-the-cl consistent customer base for Center City businesses, porticularl4 when the daytime wort force is not present. Along these line vel would be more lihely to invest in a Center City with a soijiAlPsiden Center City Oshhosh can support a greater level of resid "ground -up" construction on sites that are curre46160,( conversion of vacant or underutilized upper floor or condominiums, adaptive re -use of historic stru r and reinvesting in single-family detachs an ( City should encourage new residenti population while reinforcing and en' In 2016, the Center City population was accounting for 4.2% of the City's tot ulati highest percentage of any downton the regi Fond du Lac (4.1 %), Green Bay (4.0°0 leton (: (3.5%). The Center City population is ped t( growth in the next five years mirroring tr in community. A growing population shows co desirability in living in Center City Oshkosh. Wi market -rate housing developments either proposed or underway, it is very possible that Center City Oshkosh will outperform population projections. Compared with the surrounding community, Center City Oshkosh residents are much younger and less affluent, likely due in part to the concentration of University students and the location of housing authority developments in Center City. at izingbusinesses, activity, o ffering a Noperbusinesses and evenings ion. ity, including new J for parking, the b0`Wngs into apartments FVi-family redevelopment, whomes in neighboring blocks. The ler that will increase the residential ,tmosphere of the Center City. 12016, there were an estimated 1,458 housing units in the enter City study area, accounting for 5.1 % of housing units within ishkosh, the highest concentration of any downtown in the region. milar to the population, the total number of housing units is <pected to grow in the next five years, and may exceed projects aced upon on-going or proposed development projects. Multi- imily units account for the majority (49%) of the housing stock, Dmpared to single-family detached units (280/.) and single-family attached units (23.1 %). 58 Imagine Oshkosh I Center City Reinvestment Strategy RESIDENTIAL - ..._ b MARKET AREA •' ISI -. -. MENASHA ; y INES-- OSHKOSH I �M 41 WORKING DRAFT FOR REVIEW ONLY 6.0 5.0% 4.0 3.0 2.0 1.0% DEMOGRAPHIC SUMMARY (2010, 2016, 2021) o.oi CENTER CITY OSHKOSH, PRIMARY MARKET AREA (PMA), SECONDARY MARKET AREA (SMA) CENTER CITY 2010 2016 2021 (2010-2021) Population 75,396 Projected Change Projected Change 2010 2010 2016 2021 (2010-2021) Population 2,630 2,784 2,874 +244 +9.3% Households 1,315 1,390 1,437 +122 +9.3% Average Household Size 1.96 1.97 1.97 +001 +0.5% Median Age 25.0 25.4 265 +15 +6.0% Median Household +1.6 $21,101 $20673 -$428 -20% Income $32,398 -$1,209 ,.-3.6% Income PRIMARY MARKET AREA - 5 MINUTE DRIVETIME 2010 2016 2021 (2010-2021) Population 75,396 Projected Change +1,233 2010 2016 2021 (2010-2021) Population 22,070 22,223 22,396 1 +326 +1.5% Households 8,446 8,589 8,691 +245 +2- 2Average AverageHousehold Size 2.31 230 2.29 -0.02 -0- Median Age 25.8 26.8 274 +1.6 +6.2 Median Household $33,607 $32,398 -$1,209 ,.-3.6% Income SECONDARY MARKET AREA -15 MINUTE Projected Cham Sources: U.S. Census; ESRI Business Analyst; Houseal Lavigne Associates DOWNTOWN SHARE OF POPULATION & HOUSING OSHKOSH & PEER CITIES sri 2010 2016 2021 (2010-2021) Population 75,396 76,036 76,629 +1,233 +1.6% Households 30,192 30,785 31,179 +987 +3-3 Average Household Size 227 225 224 -003 -1.3% Median Age 352 36.1 37.1 +1.9 +5.4% Median Household $45,916 $51,103 +$5,187 +11.3% Income Sources: U.S. Census; ESRI Business Analyst; Houseal Lavigne Associates DOWNTOWN SHARE OF POPULATION & HOUSING OSHKOSH & PEER CITIES sri ■ % of City Residents ■% of City Housing Units Living Downtown Located in Downtown AVERAGE HOUSING TYPE (2010 - 2014) CENTER CITY OSHKOSH & MARKET AREA 24.2 62.9 MARKS AREA ngle 28.0 ■Single Family Attached & Duplex ■Multi Family AVERAGE HOUSING UNITS BY AGE (2010 -2014) CENTER CITY OSHKOSH & MARKET AREA 2010-2014 2000-2009 1990-1999 1980-1989 1970-1979 1960-1969 1950-1959 1940-1949 1939 or Earlier 0% 1,600 1,400 1,200 1,000 800 600 400 200 0 10% 20% 30% 40% 50% 60% ■Center City Oskhosh ■Market Area TOTAL HOUSING UNITS (2010, 2016, 2021) CENTER CITY OSHKOSH 2010 2016 2021 ■Owner Occupied ■Renter Occupied ■Vacant 60 Imagine Oshkosh I Center City Reinvestment Strategy 4.7% 4.6% 42% 40% 37°9/ 35% Oshkosh Aooleton Fond Du Lac Green Bav Neenah ■ % of City Residents ■% of City Housing Units Living Downtown Located in Downtown AVERAGE HOUSING TYPE (2010 - 2014) CENTER CITY OSHKOSH & MARKET AREA 24.2 62.9 MARKS AREA ngle 28.0 ■Single Family Attached & Duplex ■Multi Family AVERAGE HOUSING UNITS BY AGE (2010 -2014) CENTER CITY OSHKOSH & MARKET AREA 2010-2014 2000-2009 1990-1999 1980-1989 1970-1979 1960-1969 1950-1959 1940-1949 1939 or Earlier 0% 1,600 1,400 1,200 1,000 800 600 400 200 0 10% 20% 30% 40% 50% 60% ■Center City Oskhosh ■Market Area TOTAL HOUSING UNITS (2010, 2016, 2021) CENTER CITY OSHKOSH 2010 2016 2021 ■Owner Occupied ■Renter Occupied ■Vacant 60 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY ACTIVATING EXISTING UPPER FLOOR SPACES Oshkosh's Center City contains a considerable stock of upper floor spaces, particularly within the Downtown Core and Oregon Street functional subareas. These spaces are often found within historic structures of buildings with unique architectural elements which contribute to overall character. As previously discussed, the City should promote mixed-use within the Center City, not just through new development, but also through the utilization of vacant upper floors spaces. As an application of this strategy, the City should look to activate existing upper floor spaces as residential units. Given that many of these spaces are currently unoccupied, this allows the City to grow the Center City population and provide a variety of housing options without pursuing new construction or costlier development scenarios. Many of the existing upper floor spaces, while available, are obsolete and do not meet market standards for residential use. These spaces are often older and utilize outdated construction materials and designs which do not support modern utilities or appliances. In addition, many upper floor spaces do not offer available parking, ADA accessibility, or other features commonly offered today. However, when modernized, older or historic spaces are ofte highly competitive on the residential market. UniquAIIIIIIIIIII elements, such as exposed brick wall in en uncommon in today's market and are highly sou Nereir character and sense of history. Th should wor erty owners to emphasize the potential is of activ g upper floor spaces and provide assistance where possible is can include regulatory assistance with permitting an , oject approval, as well as other creative ideas to best positio se spaces for success. In particular, the City should work collaboratively to identify options for properties without available parking and ensure ADA accessibility where applicable. 5- Housing � Residential Areas NEW MULTI -FAMILY DEVELOPMENT In recent years, multi -family development is driving an increase in building permits in the greater residential market area. Of all permits issues in the market area, 74.6% were for multi -family units, demonstrating the strength and desirability of multi- family construction. However, while multi -family development is increasing, multi -f y development has been very limited within area downtXt in Center City Oshkosh, however, there has N CONSTRUCT ERMITS - TOTAL UNITS (2011- 2015) RKET AREA y 622 6Of Soo 421 Itpoltv 182 149 100 o n ctural 18 3u 2011 2012 2013 2014 2015 oeSingle Family jiieTwo Family OeMulti Family been no development of condominium buildings during the last several years. Throughout the outreach process, residents, developers, and local stakeholders expressed interest in high-quality condominium development within the Center City, particularly on vacant or underutilized land near the waterfront. It is believed that such development could set Oshkosh apart from other communities because the market inventory for high quality waterfront condominiums in an urban setting is very limited. The typical condominium unit available in 2016 is a two-bedroom, two -bathroom property with 1,788 square feet of space and a price of $191,358. However, as one expects, prices vary based upon location, size, and quality. New condominium developments can list as high as $350,000 due to scenic views, high quality finishes, and generous square footage-, examples include the Banta CourtTownhomes in Appleton. Market support for higher end condominium pricing is reflected in the Tax Increment Financing Application for the new mixed-use Morgan District, submitted by the developer in December 2015. The developer proposes 24 waterfront condominiums on the former Jeld Wen site will sell for an average of $375,000 per unit. 61 WORKING DRAFT FOR REVIEW ONLY RESIDENTIAL DEMAND & MARKET SHARE Put simply, the demand for housing will be determined by the lease rates or sales price of residential units and the types of product offered. Traditionally, young professionals (age under 35) and empty nesters (age over 55) are the predominant occupants of multi- family units, while families (aged 35-54) are the predominant buyer of single family homes. By examining how many householders fall into various age and income cohorts, the demand for units of a given housing type can be estimated. HOUSEHOLD DEMAND FOR APARTMENTS (2016) MARKET AREA APARTMENTS ($1,000 MONTHLY PRICE POINT) Part 1 Age q Income 25-34 55-64 65-74 75+ Initial Total 2016 Income Quaffyng 5,816 6,434 3,106 1,773 17,129' Households Refined Part 2 Mobili 2016 Movers 20.9% 5.3% 3.4% 1,216 341 106 It is assumed that approximately 28.4% of the eligible households in the market area will purchase or rent a multi -family unit in Oshkosh. These market share estimates are based on the proportion of households in Oshkosh compared to the number of total households in the market area. This percentage is applied to the pool of potential qualifying home buyers and renters to estimate the annual demand for similarly priced housing in Oshkosh as a whole. Given this market share, it is estimated there is potential demand within Oshkosh for: ■ 205 middle- ondominium units ■ 108 high- ndominium units H HOLD ID D FOR CONDOMINIUMS (2016) MARKET AREA MIDDLE-CONDOMINIU MS ($200,000 PRICE POINT) Part 1: Age � Income 25-34 55-64 65-74 75+ Initial Total 161nco .n alifing 3,998 5,801 2,319 1,038 13,156 11, _1W Refined Part 2: Mobility 20.9% 5.3% 3.4% 3.7% Total 2016 Movers 836 307 79 38 1,260 V, Refined Part 3: Ownership 486% 74.9% 75.5% o Part 3- Ownership 48.6% 749% 755% 650% Total 2016 Home Ownership 624 86 2 759 2016 Home Ownership 406 230 60 25 721 Part 4: Oshkosh ned Part 4: Oshkosh Refined Share 28.4% / 28.4% al Share 28.4% 28.49A 28.49A 28.4% Total 2016 Oshkosh 177 7 216 2016 Oshkosh 115 65 17 7 205 Buyers Buyers Possible Demand for Apartment Units in Oshhosh:216 Units Possible Demand for Middle -End Condominiums in Oshhosh: 205 Units Source: Houseal Lavigne Associates; US Census Bureau; Zillllow HIGH-END CONDOMINIUMS ($375,000 PRICE POINT) Part 1: Age q Income 25-34 55-64 65-74 75+ Initial Total 2016 Income Quaffy ng 2,066 3,167 1,312 482 7,027 Households Refined Part 2: Mobility 20.9% 5.3% 3.4% 3.7% Total 2016 Movers 432 168 45 18 662 Refined Part 3: Ownership 48.6% 74.9% 755% 65.0% Total 2016 Home Ownership 210 126 34 12 381 Part 4, Oshkosh Refined Share 28.49% 28.4% 28.4% 28.4% Total 2016 Oshkosh 60 36 10 3 108 Buyers Possible Annual Demand for High -End Condominiums in Oshkosh: 108 Units Source: Houseal Lavigne Associates; US Census Bureau; Zillow 62 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY ■ 216 apartment units MARKET IMPLICATIONS The Center City housing market is trending in a positive direction, with a growing number of units, low vacancy, and significant development activity. Based on recent development activity and the potential for new investment, Center City Oshkosh is extremely well-positioned for further residential growth, particularly in the condominium market, which is likely currently undersupplied. Continued residential density will facilitate spin-off retail spending as well as increase the attractiveness for new retail development. While there is demand for condominium and apartment units in Oshkosh, several items must be noted: ■ First, the estimated demand numbers do not necessarily justify new construction; demand could also be absorbed by turnover of existing units and activation of the upper floors of existing mixed-use buildings. However, few quality residential units are located within or near the Center City or along the waterfron New units that are well-positioned, well -marketed, and well- built have an excellent chance of capturing potential demand. ■ Second, the estimated demand numbers are city-wideh-d not unique to the Center City. However, it is believed that the nter City is the best positioned neighborhood within Oshkos r the type of multi -family development desired 0111111111100 ■ Thirdly, new residential development in Center City Oshkosh will have to compete with new res' "a[ developrri at occurs elsewhere in the marke , such as A tond du Lac, Menasha, and Neenah. To in competitI shkosh's units must be better positioned a er greate lue to the prospective tenants or home buyers. ■ Lastly, one additional opportunity for res7Wal growth could be to market Oshkosh homes as vacation properties. Condominiums on or near the waterfront could be attractive summer properties for home buyers in other markets, such as Chicago. HOME PRICING (2016) CENTER CITY OSHKOSH CONDOMINIUM Annual PMI & Ho $1,548 PRICING MIDDLEEND HIGH END Asking Price $200,000 $375,000 Downpayment 15% 15% Interest Rate 338% 3.26% Monthly Mortgage Payment $752 $1,389 Annual Mortgage Pa t $9,024 $16,668 Annual PMI & Ho $1,548 $2,208 Insurance < 25 6,594 Annual Ass ent $3,600 $4,800 Annual ertyTaxes $4,162 $7804 Hou�tsas%of 30% 30 Monthly Rfajh, $1,000 ent $12,000 si sas%of 30% Minimum Income Required $40,000 Houseal Lavigne Associates; ZillowMortgoge Calculator, Winnebago Investopedio TENURE BY AGE OF HOUSEHOLDER (2010) MARKET AREA AGE COHORT OCCUPIED UNITS OWNER OCCUPIED UNITS % OWNER OCCUPIED % RENTER OCCUPIED < 25 6,594 794 12.0% 88.0% 25-34 16,598 8,073 48.6% 51.4% 35-44 15,670 10,310 65.8% 342% 45-54 18,517 13,339 72.0% 28.0 55-64 14,868 11,132 74.9% 251 65-74 8,390 6,335 75.5% 245 75+ 10,454 6,799 65.0% 35.0% Sources: Houseal Lavigne Associates; US Census Bureau; ESRI Business Analyst 5: Housing � Residential Areas 63 WORKING DRAFT FOR REVIEW ONLY RECOMMENDATIONS ■ Residential Growth - Encourage residential development within the Center City in accordance with the described functional subareas. This will support residential growth while ensuring that development is in line with the City's vision for distinct areas of the Center City. Functional subareas should permit residential uses as follows: ■ Downtown Core. Mixed-use residential, consisting of apartments and condominiums on upper floors ■ Downtown Outer Core. Mixed-use residential, consisting of apartments and condominiums on upper floors ■ North Main Commercial Corridor. Mixed-use residential, consisting of apartments and condominiums on upper floors, and single-family attached in limited select locations ■ Northwest Transition. Apartments, condominiums, single- family attached and detached ■ Marion Road Waterfront. Apartments, condominiums, and single-family attached. In particular, the Marion Road Waterfront is a prime location for rowhomes which provide high quality housing adjacent to the Fox River. ■ South Shore West. Apartments, condominiums, and `'*:. single-family attached. In particular, the Marion Road Waterfront is a prime location for rowhomes which prow high quality housing adjacent to the Fox River ■ South Shore Central. Mixed- useowntial, con,'sting of apartments and condominiums on, upper floors ■ South Shore East. Apartments, condomini` an rngle- family attached ■ Oregon Street. Mixed-use residential, consisting of apartments and condominiums on upper floors, and single- family attached in limited select locations ■ Supporting Neighborhoods. Single-family detached and single-family attached in select locations ■ Limit Low Density - Prohibit single-family detached uses except within the Supporting Neighborhoods functional subarea. ■ Prioritize Center City - Work with investors and developers to focus residential investment to the Center City rather than other areas of Oshkosh. ■ Direct Investment - Focus on the Downtown Core, Downtown Outer Core, and Oregon Street functional subareas in the short- term. This will help generate activity within the Center City by building a criticai%iass of residential units intermixed with commercial businesses. ■ Convert aXsbce ourage the conversion of upper floor es buildings to residential units where ap nate. strongly encouraged within the ntown Ctown Outer Core subareas. Ilow the Plan - Review development proposals to ensure that residential investment is consistent with the surrounding uses of that functional subarea or match the City's desired vision for that area, as described within the Plan. ■ Promot Adaptive Reuse -Work with property owners and developers to explore adaptive reuse of historic or underutilized properties for multi -family residential. This should be strongly encouraged within the South Shore Central functional subarea. 1■ Market Center City - Develop a'Work Oshkosh, Live Oshkosh' campaign geared toward promoting the community as the best place in the region to live, work, and establish a business. This campaign should advertise the benefits of living and working within Oshkosh and demonstrate the quality of residential products and local amenities. In particular, this program should target young professionals, professional households without children, single mid -career professionals, and empty nesters. 64 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY CENTER : re RESIDENTIAL GROWTH AREAS SUPPORTING NEIGHBORHOODS SUPPORTING NEIGHBORHOODS t SINGLE-FAMILY DETACHED SUPPORTING NEIGHBORHOODS SOUTH SHORE CENTRAL HONSTREET MIXED-USE RESIDENTIAL 1: 411L_ 11 SUPPORTING NEIGHBORHOODS k, -,R glIII, illml ►_ 1 am *!! SUPPORTING NEIGHBORHOODS 0 or r ■t I or ME 1hd SINGLE-FAMILY ATTACHED SUPPORTING NEIGHBORHOODS :r I: Ate► or im ON i ■1 Nit 1 0 1p1 11 1 Nd APARTMENT/CONDOMINIUM 5: Housing � Residential Areas 65 WORKING DRAFT FOR REVIEW ONLY HOUSING & RHSIDHNTIAL AREAS GOAL STABILIZE SURROUNDING RESIDENTIAL ARFT EAS The areas surrounding the Center City are primarily traditional res* tial neighborhoods comprised of mostly single-family detached homes built in the first half o century. Relative to the rest of the City's housing stock, homes in the Center City tend&,enter r, ar re likely to be renter - occupied, and report a higher number of code violations partic y in the neighborhoods to the northwest of the study area). Although most ho in City are not within a historic district, many have historic and architectural attributes hem a distinctive character. While surrounding residential neighborhoods are not included within the study area, the health and vitality of these neighborhoods is vital to the success of Center City Oshkosh. A downtown cannot be successful unless its neighborin n1 areas are thriving, stable, and invested in. A well -m 11 Center City housing stock provides a consumer b or dow businesses; viable housing options for Center C' ploy families to put eyes on the street and populate p s ai parks; visual interest for walking and bike nd 'tive fi impression as one travels into the Cit ' Understanding the importance of cent resident neighborhoods, the City should worRWabilize the resident areas. This should include improvemenTWich wiJaprove the quality and appearance of surrounding nelllwffds and act support to complement projects within the CWr City. It shout be noted that the following recommendations do not regard properties within the study area and as such, should be taken into consideration and incorporated within other planning efforts that more directly address these residential neighborhood areas. Neighborhood Groups - Establish new neighborhood groups for residential areas directly adjacent to the Center City, or work with existing neighborhood groups to incorporate un -addressed pockets. Neighborhood Engagement - Coordinate with neighborhood groups to host outreach events or community meetings designed to gather feedback about important issues and concerns to address within the distinct neighborhoods surrounding the Center City. roperty tenance - Explore opportunities to incentivize pqq0gLmaWHance, upkeep, and renovations within ds surrounding the Center City. This can include home provement loans, volunteer assistance programs, time share programs, and other mechanisms to assist property owners with necessary or desired property improvements. Funding Assistance- Develop educational materials and provide assistance to property owners and landlords regarding available local, state, and national home improvement funding mechanisms. Rental Inventory, Standards, and Inspections- Complete a full inventory of all rental properties within Oshkosh that provides as much detail as possible regarding specific properties. This should include any information about owners and landlords with the aim of creating greater accountability for property maintenance and upkeep. Rental Property Standards, and Inspections — Establish a rental inspection program that includes a rental property "standards" checklist and conduct annual inspections to insure compliance and property upkeep. Promote Home Ownership - Develop a program or commission to encourage home ownership within neighborhood surrounding the Center City. This can include grants and funding mechanisms to loan money to existing residents, educational materials regarding the process, or branding elements geared toward promoting the benefits of living proximate to Oshkosh's Center City. (Maybe a program targeting new employees in the Center City). 66 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY Neighborhood Safety - Coordinate with the Oshkosh Police Department and neighborhood groups to identify issues regarding safety and crime within residential areas surrounding the Center City. Lighting- Review existing lighting infrastructure within neighborhoods surrounding the Center City and identify necessary improvements, such as new light fixtures or LED lightbulbs, which could better light these areas. Enhance Mobility and Connectivity- Ensure safe and efficient access to the Center City for pedestrians and cyclists. This should include a review of existing sidewalks to identify necessary maintenance as well as exploring opportunities for shared - use pathways and other routes which would increase mobility, particularly where superblock development patterns may challenge accessibility. Infrastructure and Roadway Improvements - Coordinate with the Public Works Department to identify necessary improvements to roadway infrastructure and other maintenance projects which) would elevate the appearance of surrounding neighborhoods an( the experience for those traveling to the Center City. Promote Center City Neighborhoods - Actively pro encourage growth and investment in Oshkosh's neighborhoods through targeted marketing effm coordination with various real estate and develop organizations and interests. ,I ❑VL RESIDENTIAL YEAR BUM 0- � �xx. . � o z g 0 1900 or Earlier 1901 to 1945 1946-1960 1961-1980 ❑ 1981 - 2000 2000 or Later IF »W]nOn C 5: Housing � Residential Areas 67 b WORKING DRAFT FOR REVIEW ONLY f 68 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY TRANSPORTATION & MO At the functional heart of the Center City is the need tQ-get-around building on the existing street network and current facilities — by foot, bike, car, boat, and bus. Any successful do :town must and programming, this section of the plan identifies planned provide a pedestrian -oriented environment whit ommodating and necessary capital improvement projects, highlights parking the automobile and necessary parking. This ch of Im commendations from this and previous studies, incorporates Oshkosh focuses on promoting the Center City as o a complete street principles and emphasizes pedestrian and bicycle district. Given the Center City's mixed us nm d mobility, and reinforces the importance of transit that connects the intensity of uses in close proximity, co en s a obility Center City to the surrounding areas and region. is essential for residents, businesse d visitors 6: Transportation � Mobility 69 WORKING DRAFT FOR REVIEW ONLY TRANSPORTATION & MOBILITY GOAL PROMOTE THE CENTER CITY AS A MULTI -MODAL The ability to safely and efficiently move through the Center City i for its residents and encouraging economic development. As su and attractive pedestrian environment while meeting the n needs of a diverse population, the Center City must als<in that allow residents to wall?, bine, drive, or ride to their options and their related infrastructure will be essentia ONGOING & PLANNED CAPITAL IMPROVEMENTS Each year the Metropolitan Planning Organization (MPO) pr the Transportation Improvement Program (TIP), which outlines transportation projects needing federal funding assistance to achieve the goals in the Long Range T ortation Plan ( P). The TIP aligns with the capital imp ent program of to governments, considering availabl ets and timelines. Projects within the study area for the 2015-2 eriod are I' ted to design work for the Oregon/Jackson Str idge, The LRTP recommends several projects withirlWe study area. Each of the projects listed are considered Illustrative Projects. These types of projects are recommended to repair identified deficiencies, but do not at present have dedicated funding. RIOT cal to enhancing the quality of life rater City should provide a safe biles and cyclists. To meet the of transportation options R. Careful management transportation nter City's continued success. PLANNED CAPITAL IMPROVEMENT PROJECTS (2015-2018) CENTER CITY OSHKOSH City of Oshkosh Bridge Lift Stru ctu res Main Street, from New York Avenue to Irving Avenue Main Street, from the Fox Riverto 16th Avenue Source: Houseal Lavigne Associates; East Central Wisconsin Regional Planning Commission 70 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY -1 e o� CENTER C TY New YorhAve Q CIRCULATION 6aldwierAve Prospect Ave - Itl Mdwn Ave Q ScottAve StedingAve 0 Q Lincoln Ave 45� 1rvingAve 'ERSITY OF v SIN, OSHKOSH Z 4� 9go�r�, Union Ave Ida Ave e7e • y�5 20 qLe P",hwagAve _ •• MemttAve F— CegPeAue 6: Transportation � Mobility 71 Y ® (/1j ((•���- 3rd St F 4th Ave z •••• Z 5th St �- ••• 6th Ave s 7th Ave o U • • • • • _ NORTH MMES /per O QOS Q1 02 9thAve �\(YV`�/� �\(1V.��/� 0 Ln lOth Ave Z v t~i1 0 W Lnz q Q Street Classification 11thAve O w F� Arterial [0] Signalized Intersection z Collector [W Average Daily Traffic 12th Ave mll• •• Local Road South ParhAve O a t4t��ive • � �45 � aun j 1 CegPeAue 6: Transportation � Mobility 71 WORKING DRAFT FOR REVIEW ONLY TRUCKS ROUTES The City of Oshkosh has several designated multi -axle truck routes used for the delivery of industrial and commercial goods. While designated truck routes prevent significant noise and traff impacts to neighborhood/local streets, the concentration of true traffic on other key corridors can have negative impacts on the areas in which they cross. Several designated truck routes run through the Center City, most notably along N. Main Street, S. Mi Street, WI 44, Oregon Street, and Jackson Street. The City should divert the existing truck routes along N. Main Street to avoid the Downtown Core and Downtown Outer Core subareas. These districts represent the heart of the Center City a the most pedestrian -oriented areas of the community, thus truc traffic should be discouraged. It is recommended that the follow segments of existing truck routes be removed and traffic diverte( accordingly (These alterations must be made in coordination wit the overall system which includes routes outside the Center City; ■ N. Main Street between Irving Avenue and the Fox River ■ High Avenue between Jackson Street and N. Main Street ■ Algoma Boulevard between Jackson Street and N. M1tree ■ Otter Avenue east of N. Main Street ■ Ceape Avenue east of N. Main Street In addition, the City should closely monitor existin utes in the subareas located south of the Fox the bareac redevelop and move away from their i n tru ute<_ may become a hindrance to pedes -oriented lop s along S. Main Street and Oregon As necessar uck route should be reviewed to protect pedes oriented ffironment while still allowing for efficient moveme truc thin the community. 72 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY ROAD CONDITIONS The Pavement Surface Evaluation Rating System (PASER) is a system to evaluate roadway conditions. The system ranks the quality of roadway segments on a scale of 1-10 with the following specifications: ■ 10-9 — Excellent: no maintenance required ■ 7-8 — Good: needs routine maintenance such as crack sealing and minor patching ■ 5-6 — Fair: needs preservation treatments (non -structure), surface repairs, and partial -depth patching ■ 3-4 — Poor: requires structure renewal (overlay), and extensive slab or joint rehabilitation ■ 1-2 — Failed: needs complete reconstruction The City should work with the Public Works Department to ma necessary roadway repairs or reconstructions within the Cente study area. Top prioritization should be given to reconstructior rehabilitation of roadways in the 1-2 rating, as well as improve projects for those in the 3-4 rating. In addition, improvem pts roadways within the Downtown Core and Downtown Outer Cc subareas should be a priority. Improvements to these roadway will yield the highest return in terms of visibility of the projects their potential contribution to the appearance of Oshkosh's ce focal point. I ), N ROADWAY CONDITIO JL <nsj 6: Transportation � Mobility 73 WORKING DRAFT FOR REVIEW ONLY CENTER CITY PARKING The availability of on- and off-street parking is a critical component to the overall transportation network. In early 2016, a Downtown Parking Study was authored by Walker Parking Consultants that provides parking and operating strategies for Downtown Oshkosh. It is intended that this separate study serve as the parking strategy for the Downtown, complementing Imagine Oshkosh. The following is a brief summary of the central findings of the report: ■ The current downtown parking supply includes 4,860 parking spaces: 37% are publicly owned and operated with public access, 31 % are publicly owned and operated but with limited public access, 20% are privately owned and operated with limited public access, and 12% are located on -street. ■ Roughly 1 in 3 parking spots within downtown is controlled by the City Center Mall, with limited public access (31 %). ■ The current peak weekday parking demand in downtown Oshkosh does not exceed the current supply. Approximately 49% of the current parking supply is occupied during -peak weekday conditions (2,414 parked vehicles). Conversely, there are approximately 2,446 unoccupied parking spaces during peak weekday conditions A ■ The distribution of parking supply is within reasonable standards when compared to similar size cities ■ Based on current data and future development scenarios analyzed by Walker, a new parking ramp is not needed to support current or future parkingl&End in downtown Oshkosh. While current parking conaWs do notwarrant the construction of a new parking ramp, it 7s recognized that some stakeholders believe a ramp is desired. ThSoreliminary estimate of conceptual cost for a 400 -space parking ramp is $7.2 million. The Parking Fund, under current policies and practices, would be unable to support the annual debt service payment, operating expenses, and capital repair and maintenance associated with the public parking ramp Given the recentness of this dedicated parking study, recommendations for parking include strategies identified within Downtown Parking Study as well as those developed through the Imagine Oshkosh planning process. PARKING RECOMMENDATIONS ■ No Structure - Development of a new public parking structure in downtown Oshkosh is not recommended at this time. Awareness - Invest in methods to inform the community of public parking options within the Center City through the development and implementation of a signage and wayfinding program, community outreach efforts, and a public parking branding strategy. Fee Parking - Impl6ment an on -street paid parking system in the DowrjAZvn Core subarea to more effectively manage the use of c parking resources. By value pricing the core et on streSupp y and offering free off-street and peripheral on -street parking the City can use price as a tool to redistribute parking demand and maximize the use of existing resources. This syst offers access to Center City destinations and events w ile ding a range of parking products to choose from that b n with personal preferences. ■ Cooi ingSupply- Encourage the long-term consolidation both lic and private parking facilities in a manner which ort desired built forms within specific subareas. ■ Regulatory Updates - Update zoning regulations to encourage and incentivize site design which places parking on the rear of a property. Betterscreening- Update zoning regulations to require appropriate screening of surface parking lots which have street frontage. 74 Imagine Oshkosh i Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY e' o� CENTERC1_1Y New York Ave DOWNTOWN PARKING Baldwin Ave Prospect Ave N- m NORR1 O QOS Ql ;;eon -street Parking = City -Owned Public Parking Mdwn Ave Scott Ave in StedingAve 0 Q - L V 10th.Ave Lincoln Ave N- m NORR1 O QOS Ql ;;eon -street Parking = City -Owned Public Parking an c 0 M,MIlAve Washington Ave IL schoc/4" e, i° O �°1�k�roAve atterAve ceope. u e ti e� L �I 6, Transportation � Mobility 75 l � MIIFS a 9th Ave - L V 10th.Ave a O v U a 11th Ave (x 1Y O u Z 12th Ave im III jL_ SouthparhAce m _ 14th Ave ani a�� 4 15th Ave 16th Ave an c 0 M,MIlAve Washington Ave IL schoc/4" e, i° O �°1�k�roAve atterAve ceope. u e ti e� L �I 6, Transportation � Mobility 75 WORKING DRAFT FOR REVIEW ONLY STREET GRID COMPARISONS Downtown Appleton Center City Oshkosh Oshkosh (1-41 Commercial Dstrict) Suburban Oshkosr PEDESTRIAN & BIKE MOBILITY A distinguishing characteristic of any successful center city is a strong pedestrian orientation. Even visitors that arrive by automobile become pedestrians the moment they park and exit their cars. Unlike suburban commercial corridors, which are primarily oriented toward the automobile, downtown areas she orient toward the pedestrian. The movement of pedestrians between stores, employment areas, dwelling units, theatres, restaurants, parking areas, and the riverfront are critica e and attractive pedestrian environment can sigmficOrandherrp� co to the overall character and appeal of the Center catalyze additional investment. While the Centshould accommodate both vehicles and pedestrians, wal should b primary mode of transportation within most areas of the Cente City. A%JlIii, X STREET GRID The street grid of any area impacts its Vinter ility, and pedestrian -friendliness. Smaller blocks able and accessible and are the preferred block tycity. When blocksare'walkable', pedestrian comfort and friendliness are achieved. A visitor can park in one spot and make multiple stops in the Center City by walking from business to business. While much of Oshkosh's street grid remains intact, there are many "super blocks" that reduce walkability, such as along N. Main Street, Church Avenue, Algoma Boulevard, and Marion Road. The City should take an active approach to ensuring "super blocks" contain pedestrian amenities, visual interest, and other forms of activity. As redevelopment occurs within the study area, the City should look for opportunities to make new pedestrian connections where possible. For example, redevelopment projects south of the Fox River should incorporate on-site pathways and other pedestrian connections to avoid the creation of "super block" developments. COMPLETE STREETS A " completa*treetNtrendd y that is designed to be safe for all users of tke transpowork, including motorists, transit riders, bicyclists, anns. At its foundation, complete streets is a response to thish reclaims the roadways and equally accounts for the full spectrum of potential users. This does not mean that automobile movement is ignored, but rather, seeks to incorporate sidewalks, bike lanes, transit stops, and other elements thin the _ way. A key recommendation in Vision Oshkosh Plan as t repare and adopt a "complete streets" plan. Me City should seek the development of complete streets throughout the Center City study area, in accordance with a Dtential complete streets plan. The development of complete reets will require context specific roadway treatments which are dependent upon a variety of factors, such as right-of-way width, traffic counts, or roadway jurisdiction. While the City should incorporate complete streets improvements as opportunities arise throughout the Downtown, a few specific complete street projects have been identified based on past planning efforts. These have been included on the accompanying Pedestrian and Bicycle Mobility Map. SIDEWALKS The City of Oshkosh has an extensive, well-connected sidewalk network, which includes provisions for pedestrian access between parking lots, building entrances, and street sidewalks (City of Oshkosh Zoning Ordinance, Section 30-36.E.9). It should be noted; however, that not all pedestrian facilities provide the same experience. The width, placement, and design of sidewalks, as well as their use on different roadway classifications, can have a significant impact on pedestrian comfort and overall use. As opportunities arise, the City should utilize sidewalk best practices which take into consideration the specific needs of individual roadways within the city. These should be incorporated within streetscaping, general maintenance, and other public works projects to gradually update sidewalks across the Center City. While the City's sidewalk network and best practices are presented within the 2011 Pedestrian and Bicycle Circulation Plan, the following recommendations should be taken into consideration. 76 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY it opportunities to establish tree canop7%L, Where the right-of-way width exists, the CityWould widen sidewalks and pedestrian amenities appropriately by reducing traffic or parking lanes. In addition, the City should take advantage of redevelopment and other projects to convert existing curb -side sidewalks into parkway sidewalks. In general, sidewalks within the Center City, particularly the Downtown Core, should mimic those along N. Main Street, which were updated as part of the City's streetscaping initiative. ■ Sidewalks along S. Main Street are curb -site sidewalks. Their narrowness and proximity to the roadway, which is also a truck route, can create a less inviting pedestrian experience. ■ As part of a recent streetscaping initiative, sidewalks along N. Main Street are wide and buffered from the street with plantings, decorative brick, benches, and other amenities. Continental Crosswalk These crosswalks are considered high -visibility, which are more easily seen by motor vehicle drivers. Use of continental crosswalks rather than transverse crosswalk markings have been shown to significantly increase intersection safety. Brick Paver/Decorative Crosswalk These crosswalks delineate pedestrian crossing areas through the use of decorative or brick pavers. It serves to create a sense of place and identity within an area; however, low contrast designs can lead to low visibility of these crosswalks. This crosswalk treatment is best used for roadways with slow travel speeds and few travel lanes, and can be combined with continental crosswalks to further increase visibility. 6: Transportation � Mobility 77 Sidewalk Typology Crosswalks The Center City study area includes two types of sidewalks: While streallOwlith low traffic volume (<3,000 ADT), low speeds (<20 mph), ew lanes (1--2) do not warrant marked crosswalks, they ■ Curb -side Sidewalk - Curb -side sidewalks are those in are rally in place at all other intersections within the study which the sidewalk is directly adjacent to the roadway. This sidewalk placement can create an uncomfortable pedestrian a enter crosswalk's are painted with a standard, transverse 1111@Lyalk desf gn; however, there are more high -visibility design experience, with pedestrians adjacent to moving traffic. sol ns that may increase crosswalk visibility and pedestrian Curb -side sidewalks should be a minimum of 6' in width with safety. Moving forward, the City should utilize more visible a preferred width of 8' to provide a wider buffer to the travel crosswalk des ns, such as continental or brick paver/decorative lanes. The presence of on -street parking can assist to create c ks, a existing crosswalks should be updated to match a barrier between the sidewalk and traffic, while textured overtime. In addition, the City should improve mid -block crossings pavers, planters, and street trees can enhance long eVanses of with higher visibility crosswalk designs, including stop lights, signals, pavement.` and timers to better mark these locations. ■ Parkway Sidewalks - Parkway sidewalks are those in which,turf, grass, flowers, or trees divide the sidewalk from the roadw Transverse Crosswalks Where the right-of-way allows, parkway sidewalks are the These serve as traditional crosswalk marking, using two parallel preferred sidewalk gap treatment to pr andscaped buffer between pedestrians and vehicles. In a on t� bands to delineate pedestrian space. This type of crosswalk marking is difficult for motorists to see, which poses a safety hazard enhancing pedestrian safety, ays have th tentito accommodate sustainable land gtechniqu including to pedestrians. bioswales, rain water inlets, and rain gardens, a II as provide opportunities to establish tree canop7%L, Where the right-of-way width exists, the CityWould widen sidewalks and pedestrian amenities appropriately by reducing traffic or parking lanes. In addition, the City should take advantage of redevelopment and other projects to convert existing curb -side sidewalks into parkway sidewalks. In general, sidewalks within the Center City, particularly the Downtown Core, should mimic those along N. Main Street, which were updated as part of the City's streetscaping initiative. ■ Sidewalks along S. Main Street are curb -site sidewalks. Their narrowness and proximity to the roadway, which is also a truck route, can create a less inviting pedestrian experience. ■ As part of a recent streetscaping initiative, sidewalks along N. Main Street are wide and buffered from the street with plantings, decorative brick, benches, and other amenities. Continental Crosswalk These crosswalks are considered high -visibility, which are more easily seen by motor vehicle drivers. Use of continental crosswalks rather than transverse crosswalk markings have been shown to significantly increase intersection safety. Brick Paver/Decorative Crosswalk These crosswalks delineate pedestrian crossing areas through the use of decorative or brick pavers. It serves to create a sense of place and identity within an area; however, low contrast designs can lead to low visibility of these crosswalks. This crosswalk treatment is best used for roadways with slow travel speeds and few travel lanes, and can be combined with continental crosswalks to further increase visibility. 6: Transportation � Mobility 77 WORKING DRAFT FOR REVIEW ONLY BICYCLE INFRASTRUCTURE Bike lanes, Sharrows, Wayfinding - As previously discussed, the City should seek the development of various complete street projects within the Center City, as shown on the Pedestrian SI Bicycle Mobility Map. These projects will include bike lanes and sharrows (shared -lane routes) within the Center City, marked by necessary signage, striping, and pavement markings. All bicycle routes should be clearly designated with signage, which can be incorporated within a broader wayfinding program as well as streetscaping enhancement projects. Bicycle Parking- The City should also develop additional bicycle parking to encourage bicycle usage within the study area and attract students from the University of Wisconsin — Oshkosh into the Center City. While a few bicycle racks do exist, they are largely concentrated within the Downtown Core functional subarea. Additional racks should be added along designated bicycle route and at key destinations within the Center City. Bicycle racks and parking should be incorporated within any streetscaping enhancement projects. BICYCLE EDUCATION While communities across the country have rus o ad infrastructure and develop more bicycle -friendly tr ation networks, this has not always resulted in incre .ed bi traffic This is often because residents are uneducate ut Ee bicycle facilities exist and how to erly use the infrru re and facilities and remain safe. To b dapitalize on bi - improvements, the City should match them with a bi cle education program. This should include sar information about the bicycle network, designated ro telqWy, and how to use the system. Further, this program should nT only educate but also promote bicycle usage and the benefits of automobile transportation alternatives. RIVER CROSSINGS Although the new Wisconsin Street Bridge has accommodations for pedestrians and cyclists, the other two bridges serving the heart of the area are less welcoming routes for non -motorized travel. Improvements should be made to expand the pedestrian right-of- way and provider barriers between pedestrians and automobiles. However, making these improvements would require a considerable renovation or potentially reconstruction of the Main Street and Jackson/Oregon Str& bridges. Given the difficulty and high costs of these kinds of pMlects, the City should complete a study of the existing bridges and potential improvements to determine the best course of action.NRiverstem d also consider developing dedicated pedestrian bridgethe existing bridges and integrated within the overall and design. ftBLIC TRANSIT Public transportation is provided through GO Transit, which offers 10 fixe*us routes, 7 of which serve the project area. Buses typically run between 6:15 am and 6:45 pm. The University of Wisconsin -Oshkosh runs two fixed route bus routes during its 14 -week semesters. These bus lines provide an extended and late- night transit option, supplementing GO Transit regular hours. All bus routes operate through the Downtown Transit Center, located at the intersection of Pearl Avenue and Market Street. Transit stops are marked by signage and some feature covered rest areas; however, other improvement could benefit patrons and encourage greater ridership. Overall, the existing transit routes provide comprehensive coverage for the Center City and all functional subareas are well served. TRANSIT RECOMMENDATIONS ■ System Improvements - Improve all transit stops with benches, shelters, lighting, informational signage, and other pedestrian amenities. These improvements could be included with a branding effort to contribute to the image of the Center City. ■ Coordinate with Development - Review new development projects to identify potential changes to existing routes and new transit stops which should be added based on investment within the Center City, particularly projects within the South Shore West and South Shore East subareas. ■ User Feedback -Conduct an annual or biennial community survey to identify potential service extensions, concerns, or opportunities to improve public transit. 78 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY NMYcOAve CENTER CITY PEDESTRIAN MOBILITY �aiinA PrvspecLAve •± McMinAve SMIEAve Ste&gAve Yn s 1JncoinAve TY OF v MIL: - 0.2 9-t At •± OSHKOSH 4� Z :71bi/me Multi -Use TraiI s � Bike Lane - ��•� • l�ih Ate Sharrow Union Ave Ida Ave o* F— Q SS arhAve v) z u W 04ccl• 04 Lu • ti w aammyave • �e • 167hAx �`" Merr2Ave Wasningkon Aw U J„ �� "XterAte 7th Aug v N O -5 O.1 Planned Multi -Use Trail Planned Signed Striped Bike Route loe Planned Signed S Shared Bike Route • ce^, ,4 E • *9000000**009960* • v 6: Transportation Si Mobility 79 • MIL: - 0.2 9-t At •± :71bi/me Multi -Use TraiI s � Bike Lane - ��•� • l�ih Ate Sharrow 4• • cn � o* F— Q SS arhAve v) z u W 04ccl• 04 Lu • 74th Ave �45j w • 15[h Ave • 167hAx 6: Transportation Si Mobility 79 WORKING DRAFT FOR REVIEW ONLY RAILROADS An active Canadian National (CN) rail line runs through the eastern portion of the study area in a north -south direction. Roughly 26-30 trains per day utilize the rail line. It extends from Fond du Lac through Oshkosh, heading north to Neenah, Menasha, and Appleton. The rail line and switching lines form a physical barrier between Pioneer Island and the properties to the west along S. Main. North of the Fox River, the rail line runs at grade along Broad Street, forming the eastern boundary of the study area and cutting off properties along Bay Shore Drive from the rest of the Center City. With no grade -separated railroad crossings, the rail line threatens connectivity between adjacent neighborhoods, Pioneer Island, and the Center City. The height of the railroad bridge over the Fox River creates an additional barrier which disrupts boat travel and blocks extension of the Riverwalk further east to Lake Winnebago. In addition, the rail line acts as a major barrier to lakefront development and investment to the south of the Center City stud area. While the feasibility and cost of grade separations, new brid€ construction, and other projects can be prohibitive, the City shout still consider projects of various sizes which could help overcome the physical barrier created by the railroad. MITIGATING RAIL IMPACT Grade Separated Crossings - The City should coordinate with Canadian National to install various grade -separated automobile and pedestrian crossings along the railroad right-of-way. These crossings will act as short-term solutions which complement the long-term goals described. Regardless of whether the railroad will be relocated or not, grade -separated crossings will support continued investment and greater connectivity that is essential to the short- and long-term success of Oshkosh's Center City. Improvements shoinclude, at a minimum: automobile crossings both north and south of ns of the Riverwalk on both sides of parated pedestrian crossings along Broad Street rated�and Streetscaping-The City should also complete a i g project along the railroad where it runs parallel to Broad ` reet. This project should aim to better define railroad, automobile, and pedestrian rights-of-way and increase overall safety within the area. The streetscaping project should include the �)llowing improvements: Update all crossings with pedestrian amenities including marked crosswalks, pedestrian railroad gates, and pedestrian refuge islands between the roadway and rail lines. Repave Broad Street and all railroad crossings to smooth out elevation changes and replace rough timbers with durable rubber or concrete surfaces. Construct a continuous curb and install a fence or barrier between the railroad and roadway to clearly mark rights-of-way and discourage pedestrians from crossing the tracks mid -block. Incorporate beautification elements, such as landscaping, decorative streetlights, or new railroad gates, to decrease the relatively industrial character and improve the overall appearance of the corridor. 80 Imagine Oshkosh I Center City Reinvestment Strategy CFI. -FR CITY PUBLIC TRANSIT WORKING DRAFT FOR REVIEW ONLY u, P o� �h 0 Baldwin Ave Prospect Ave Maim Ave Scott Ave StedingAve 0 Q UncolnAve a, MerrittAve ashingon Ave Sch�iAve e �° krogve of e Ceopeq e ti e� 6, Transportation � Mobility 81 y I 4 'dam /� rxt Y vi st Sr %, Ilk' y g + f 1 1 14 rr , -T WORKING DRAFT FOR REVIEW ONLY CIVIC & INST"TIONAL Successful downtowns often have a significant civic and serve as the focal point for civic activity, facilitie Oshkosh Center City is home to several civic uses Hall, Oshkosh Public Library, Winnebago Count US Post Office, Convention Center, and more. Coll facilities contribute to the character, employment be sense of place for center City. Additioniversit� —Oshkosh is located adjacent to t ty Center an for a sizable local student residenulation and t visitors to the area annually. ng nt d overall onsin Bible nds of Pis section of Imagine Oshkosh focuses on maintaining Center City as the community's civic center and balancing the University Wisconsin -Oshkosh's presence. The numerous civic uses and e University provide tremendous benefit to the Center City, but they also present challenges that must be managed and accounted for. Public uses do not generate property tax revenue and aging facilities can face issues of functional obsolescence and aging. The University can strain local housing conditions and the concentration of 18-22 year olds can significantly impact the uses, intensity, and character of an area. This section of the plan addresses these conditions in a manner that accommodates the needs and priorities of a successful Center City. 7: Civic � Institutional Resources 83 WORKING DRAFT FOR REVIEW ONLY CIVIC & INSTITUTIONAL- RESOURCES GOAL - MAINTAIN CENTER CITY AS THE COMMUNITY'S CIVIC CENTER Center City is home to numerous government buildings, that se being the county seat for Winnebago County. These public facili; overall character and image of the Center City. These institu and hundreds of government employees to the City Cent economic activity within the district. Oshkosh's central some of the most beautiful, architecturally rich, and histo City Hall impart a sense of ownership for residentaiiiLo feel these buildings form a unique sense of place and , CIVIC USES hhosh's civic heart, as well ibute significantly to the Oos bring ents, business owners, ly, creating mess and supporting functions are contained within 15ctures in the City. Buildings like the %ted in their community. Together, nter City as a civic focal point. CHALLENGES The following government, civic, and public facili re loc MND BENEFITS within the Center City study area: As civic institutions' needs change over time, it is often the case ■ Oshkosh City Hall — Located in Down ter that relocation is the easiest way to accommodate space needs and ■ Oshkosh Police Department — L din Do n Core facility upgrades. Given this ever looming reality, Oshkosh needs to carefully monitor and coordinate the needs of the different ■ Oshkosh Recreation DepartmeND ;Dtown Outer Core ■ Oshkosh Public Library — Locae ■ Downtown Transit Center — Loown Outer Core ■ Winnebago County Administrative Offices— Located in Downtown Outer Core ■ Winnebago County Courthouse — Located in Northwest Transition ■ Winnebago County Human Services — Located in Downtown Outer Core ■ U.S. Post Office — Located in Downtown Outer Core ■ Oshkosh Convention Center— Located in Downtown Outer Core ■ State of Wisconsin Community Corrections Division — Located in South Shore West Historically, city centers have served as the cultural, shopping, dining, entertainment, and civic heart of a community. While communities across the country have seen civic institutions move outside of the city center to accommodate growing facility needs, Oshkosh has retained its civic core, and this is a great thing. government entities with Center City facilities, and work creatively and diligently to retain the uses and facilities in the core of the community. A strong civic core helps to anchor and establish the Center City as a vital part of every Oshkosh resident's experience and community identification, further solidifying the importance of the Center City. The most significant challenge of having a large civic component in a downtown is that it is not a revenue generating land use, in terms of property tax. However, due to the size and economic strength of the Oshkosh Center City, the civic uses serve as an appropriately scaled tax-exempt use within the overall matrix of tax -generating uses and activities located in the Center City. Further, the civic uses more than offset their tax exempt status by bringing in hundreds of employees and visitors a day into the Center City to shop, dine, and recreate. 84 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY RECOMMENDATIONS Understanding both the positive impacts and challenges of a large civic presence in downtown, the City should work to retain civic buildings and facilities within the Center City. ■ Maintain open communication wi ve t departments and agencies regarding their futu plans and S. ■ Work cooperatively with governrnt departmen r agencies to retain government agencies within the Cent ty and address specific facility issues as they ■ In the event that a department or agency eds to downsize or minimize costs, work collaboratively to analyze the potential for facility consolidation which would keep that body within the Center City. ■ In the event that consolidation or relocation outside the Center City is necessary, seek adaptive reuse of historic structures and facilities, possibly for use by other government bodies in need of facility expansion. 7: Civic � Institutional Resources 85 WORKING DRAFT FOR REVIEW ONLY CIVIC & INSTITUTIONAL RESOURCES GOAL BALANCE THE PRESENCE OF THE UNIVERSITY _ The Center City is directly neighbored by the University of Wisconsi Oshhosh on the west, which employs roughly 1,300 people and enrolls over 13,000 studentsN%eClty ough the University's campus is not located within the study area, western portio thcater to the student population, including fraternities and sororities, student ing, fasblishments, and numerous pizza delivery restaurants. The University is an importa oment that contributes significantly to the City Center. Students and faculty live, worn, dine, an heir leisure time within the area generating economic activity and adding to its vi . In ad the University helps promote the City and bring visitors to the community for here , lectures, and athletic events. UNIVERSITY IMPACT % TRANSITION ZONE While the Center City does greatly benefit from t Iversit' proximity, there is the potential for negative im . Stud populations tend to be largely transient, leaving t t n the summer months and not planert thin the community given a perception thOshkosh following graduation. Thlacinvestment or care for the surroumany students see themselves as temp In addition, student populations often attlMQhich specifically cater to their demographic, such ntal housing, fastfood restaurants, college bars, and liquor stores. While these uses are not exclusive to students, when grouped together they can challenge the character and perceived nature of an area. Over time, many college towns develop a "campustown," that is, a neighborhood or commercial area that is understood to be student -oriented, and generally not catering to or accommodating of other groups, particularly young children, teenagers, and families. Understanding the relationship between these two separate areas, the City should take a careful and balanced approach to the University of Wisconsin — Oshkosh. This should include efforts to incorporate the University within the Center City and capitalize on the activity generated by the institution, while protecting against potential negative impacts. Primary to this direction should be close communication and coordination with the University itself. This will help ensure that new strategies or improvements are in the best interest of both the University and the Center City. khe Northwest Transition and Marion Road Waterfront functional Gbareas are located directly between the Downtown Core and the University of Wisconsin — Oshkosh. The City should treat these two subareas as a transitional zone, which supports both the University and Center City. These two subareas differ considerably from development found elsewhere in the Center City, which can be partially contributed to the presence of the University. Over time, student -oriented residential and commercial options have developed within both sub -areas. The Waterfront subarea has proven to be more prone to development, and the Northwest Transition subarea has a more traditional neighborhood setting. While student -oriented uses will remain a reality of these subareas, the City should take steps to maintain and enhance the overall appearance and character of the area. Property maintenance and upkeep of student housing should be a priority so as not to let the area suffer from deferred maintenance and dilapidation. Commercial uses in these areas should be held to the same design and aesthetic standards and upkeep as other commercial uses in the Center City. Student -oriented uses should be encouraged to locate within these two subareas, rather than other parts of the Center City. That said, many uses in the Center City appeal to students and non -students alike. The trick is finding the balance so as to prevent the greater Center City area from being known as a college bar scene. 86 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY STREETSCAPING REC.#414ENDATIONS & WAYFINDING • Reg-*CommunNtheeraction Maintain close communication with the University regiority issues and opportunities, with a Both the Northwest Transition and Marion Road Waterfront subareas particularcus obetween the Center City and would benefit from streetscaping enhancements along High Un iversityK campus. This should include regularly scheduled Avenue and Algoma Boulevard. Improvements to these roadways meetings of key decision makers from both organizations. would help to better connect the University and Downtown Core. At the same time, the inclusion of wayfinding and gateway •Coo ted Events - Work with the University of Wisconsin signage, as well as other landscaping and beautification elements, Osh o coordinate events, festivals, parades, will help to distinguish the two areas as interconnected but, ancTl unity gatherings, with the aim of identifying separate. Streetscaping enhancements will demonstrate= ity's 0 oppo nities for collaboration and cross promotion while commitment to improving these subareas, and further enco e reducing potential conflicts. greater investment and upkeep of private properties and burin ses. University Events in Center City - Strengthen the connection In addition, the City should install wayfinding and gateway signag within these subareas, to better connect the University and Center City. These improvements will clearly e transition ween the University and Downtown Core cling to students they are leaving the campus. By creatin hysical reminder of the distinction between these two areas, ents will core to better understand the Center City as a shared e tha ongs to a multitude of stakeholders. Promotional m tenial iting students to events and activities in the Center City can°be'used to bring students into the Downtown Core. and patronage between the University and Center City by encouraging the University, and affiliated groups, to host events and activities within Downtown. Public Art - Engage with individual University departments to identify opportunities for student projects integrated within the Center City. For example, the Art Department could sponsor a rotating public art installation to display student art. Bike Share - Coordinate with the University to conduct a feasibility study regarding a bike share program to make bicycling conveniently available at low costs. If feasible, the City and University could jointly sponsor this kind of program. ■ Innovation District - Coordinate with a potential "innovation' district to offer students classes, experience, and create a direct path between education in Oshkosh and employment in Oshkosh. ■ Inspection Program - Strengthen the registering, inspection, and required maintenance of student housing properties within the identified subareas. 7, Civic � Institutional Resources 87 WORKING DRAFT FOR REVIEW ONLY ARTS & CULTURAL Oshkosh Center City has a rich history and provides artsBrid cultural amenities for residents and visitors. This section of Im'' gine Oshkosh focuses on two primary goals, including the preserva on and enhancement Center City's rich history and the expan ` arts and culture. Much of Center City's history and sense , p ace is captured in the architecturally significant and historic building stock. This historic charm these buildi rovide cannot replicated with new development. contribute an auth c sense of place that is part of the f and culture of the area. kith the backdrop of a historic and architecturally rich built form, the Center City is home to a variety of arts and culture amenities at significantly contribute to the "downtown experience" and nhanced enjoyability, appeal, and interest. By promoting public art, supporting arts and culture initiatives, celebrating unique Center City features, and enhancing year-round events and activities, the arts and culture offerings of Center City will continue to improve and help to define a successful and vibrant Center City. 8: Arts � Cultural Resources 89 WORKING DRAFT FOR REVIEW ONLY ARTS & CULTURAL RESOURCES GOAL PRESERVE & ENHANCE CENTER CITY'S RICH Oshkosh's Center City contains many historic structures built in t when Oshhosh was one of the largest cities in Wisconsin and h14 structures range in style from Italionate to Romanesque, an n environment and distinct sense of place. Because of dow n's 1 several scenes of the film Public Enemies (set in the 193ned Dillinger) were filmed along Oshkosh's North Main Street. City area, the City should tape an active stance ir�rving EXISTING PROTE DISTRICTS & DESIGNATIONS The Center City contains three historic districts o Register: 1) Irving -Church Historic District,. ) the North Main Historic District and, 3) the Neo Classical Histo4 'ct. Additic some other Center City buildings are also o e register as indOwl properties, such as the Daily Northwestern Buildi ng111111A State Street) or the Brooklyn No. 4 Firehouse (17 WJDepent e). These designations are authorized through the,U.S. of the Interior and are primarily used for federalion tax credits as well as marketing and publicity. Ots include exemptions from the State Historic Building Code and protection from negative impacts of federally funded projects nearby. They do not regulate demolition or exterior alteration of the properties unless federal tax credits are requested. th and early/mid-20th century MlWawdust City." These historic ribut an attractive physical -adition ain Street" aesthetic, 'uringJohnnyDepp asgongsterJohn inctive characteristic of the Center properties and structures. FOCAL ORDINANCES Local ordinances often provide the toughest protection of historic ►roperties, regulating alteration, renovation, improvement, demolition, and more. The City has a historic preservation ordinance, found within Chapter 30 - Article XVIII of the City Code. One key element of the ordinance is a heightened standard for demolition, requiring close scrutiny and public input. However, City policy has been to only designate a property when initiated by the property owner, even though the City Code dictates that the Common Council or Landmarks Commission could also initiate a historic designation. As such, only two properties are currently protected in the study area: 226 High Street (a residence) and 50 W. 6th Avenue (The Granary). 90 Imagine Oshkosh I Center City Reinvestment Strategy CFI.- FR CI -i HISTORIC DISTRICTS UNIVERSITY OF WISCONSIN, OSHKOSH WORKING DRAFT FOR REVIEW ONLY e' o� New York Ave Baldwin Ave Prospect Ave Maim Ave Scott Ave StedingAve 0 Q Lincoln Ave 6rvingAve `LO -/ Q9, A{ia,,p� sj W 'T W _= 3rdst � o v1 u 4MAve O _ 5th St ��... 6th Ave vi L sa L 7th Ave �� c~i1 U Z o aos ai az9th Ave `O W z 1othAve. I�I, SII r� I 11thAv,— ®P 0 Downtown Overlay Q Irving - Church Historic mG District Local Distric Federal lztlhAve FlU Oshkosh Landmarks Q North Main Street Historic laq (Local) District (Federal) _ South ParhAue FIV National Register 0 Neo Classical Historic - �P Properties (Federal) District W 14th Ave 41 a® m y In 111 ®e 15th 16th Ave Ana@ McMttAve Washington Ave sch-/,,ve g�Q��Ave +ia att-Ave Ceopegpe e° i _ c 8, Arts � Cultural Resources 91 WORKING DRAFT FOR REVIEW ONLY CONSIDERATIONS FOR HISTORIC PRESERVATION s DealerSocket, on automotive website and digital Stricter regulations regarding permitted uses, sign 501 N. Main Street, also referred to as the Webster Bloch, marketing firm, recently moved into 537 N. Main and built form could prevent buildings that are as built in 7895 in the Queen Anne style. Its prominent Street. The former Frank Percy Gun and FurShop, built incongruent with the surrounding historic c r er ofNee turret is one of Oshkosh's most distinctive in 1900 and 1908, was repainted and improved to the Center City, such as the Chase Bank B g on theral elements. This property is one that should accommodate this new tech user. It is one of many corner of Wougoo and High." red forprotection under the City's Historic examples of new investment in historic buildings in ,on Ordinances. the Center City. State and Federal Historic Tax Credits were utilized in the renovation. Built in 1972 and designed by famous Oshkosh architect This N. Main bar is one example of a historic property William Waters, 973 Oregon Street once housed both t could benefit from o foyode improvement to return the State Exchange Bank and the Oshkosh Public the exteriorto its historic character, remove unappealing Library South Side Bank_ Its rusticated neoclassical style additions, and create on attractive storefront is distinctive along the Oregon corridor. This property is not currently listed on the National Register of Historic Places, but may be eligible. While the remainder of the factory complex was torn down, the bottling department of the former Peoples Brewery Company was preserved and incorporated into a new building, now occupied by Blended Waxes. The brewery was local to Oshkosh, founded in 1911 and the first black owned brewery in the United States. 92 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY RECOMMENDATIONS Update existing historic preservation ordinance - Complete a full review and update of the existing historic preservation ordinance to ensure it thoroughly addresses alteration, renovation, improvement, and demolition of historic properties using modern best practices. The update should include preservation of not only buildings and structures, but also historic elements such as fa4ades, structural elements, mosaics, ironwork, and other architectural features. ■ Provide historic preservation education - Provide informational materials and hold meetings to inform the City Council, Landmarks Commission, and community in general about their role in historic preservation and the process for designating historic districts and properties. ■ Update historic properties inventory - Coordinate with the Landmarks Commission to develop a thorough inventory of historic properties and structures within the City Center. This should include details about the condition for those properties, current uses, and prioritization of properties for to preservation. ■ Seeh designation for "at risk" properties - Seek immediate landmark designation and preservation of high priority or high risk historic structures within the City Center. t ■ Develop a plan for historic designation - Coordinat, the Landmark Commission and property owners to d a long- term plan for receiving state andnal his ' ' de tions, including inclusion on the Nation Register o oric es. ■ Support adaptive reuse - Encourage and incenti reinvestment and re -use of historic b ildings. T should include expanded availability of finan o echnical assistance with the conversion process, a ance with grant applications, complimentary public right-of-way improvements, and other updates to City policy which will streamline the process for reinvestment. Dealersocket (531 N. Main Street), Bar 430 (430 N. Main Street), and Ski's Meat Market (502 N. Main Street) are great examples of reinvestment projects within historic Center City buildings. Support fa4ade restoration - Encourage and incentivize the restoration of historic facades within the Center City era, including those which have been covered up, significantly altered, or fallen into disrepair. The City should consider developing new funding assistance for facade restoration. In addition, the existing grants available through the Downtown Business Improvement District could be expanded to offer greater funding or include all properties within the Center City. Enforce guidelineecommendations —Working cooperatively with property owners and developers, the City should enforce and put int ion the guidelines and recommendations contain is plan document. Recommendations and guide iiWaddress built form, scale, orientation, entrances, se s, uses, and' more. These recommendations collectively as guidelines to inform development and improvement vestmy&and decision-making in the Center City, and serve en he compatibility and context of Oshkosh Center istoric structures. ■ Salva d reuse historical architectural elements - Encourage P%cre utilization of pieces of older buildings and cture when demolition or replacement of older structures occurs to show a connection to the past and cultivate a sense of place. For example, if the CN rail bridge was to be replaced, the existing bridge could be re -purposed as a ' bike/pedestrian crossing. ■ Improve/expand historic preservation signage - Expand the use of signage that celebrates Oshkosh's history and provides information regarding cultural events. Signage should be tied to any Center City branding efforts and mimic existing signage along the banks of the Fox River explaining Riverside Park, and Oshkosh's lakes and rivers. 8: Arts � Cultural Resources 93 WORKING DRAFT FOR REVIEW ONLY ARTS & CULTURAL RESOURCES GOAL EXPAND ARTS & CULTURE IN CENTER CITY Oshkosh's Center City offers a variety of arts, ent( Grand Opera House and Bachlot Comedy House. sense of place and promote a greater sense of co a destination for arts and culture, the City shouh interactive installations, festivals, activities, and I enable the Center City to become one of the mos ESTABLISH AN ARTS & CULTURE COALITION As a first step to facilitating arts and culture, the City shoulN establish a dedicated Arts � Culture Coalition that manages existing amenities while building a network of arts, cultural, and entertainment uses. This organization would be responsible for bringing together private and public bodie nd organ izing, local arts and cultural resources in Oshkosh's Center City. nenities, including the alp to create a unique )shhosh's profile as �#ublic art displays, this principle will itowns in the region. NEW USES WHICH FOSTER LOCAL CULTURE jjjW7he Center City contains ample space and opportunities for new uses which foster local culture through art, entertainment, education, and community. In accordance with desired land use as established in the functional subareas, the City should attract ■ Establish a Coalition - Establish an Arts S Cultur oalition that will be responsible for coordinating between en s, venues, and other stakeholders, including events,. est' parades, art installations, and community gatherings. ■ Local Representation and Coordination - Ensure that local groups, such as the Public Arts S, Beautification commission, the Opera House, and the University of Wisconsin — Oshkosh's Art Department, are represented as part of the Arts & Culture Coalition to ensure cooperation and coordination of resources. ■ Membership Structure -Help support and organize arts and culture businesses and amenities through the inclusion of a "membership" program as part of the Arts & Culture Coalition. ■ Marketing— Promotion of arts and cultural events, particularly existing and future community gatherings, will be pivotal to their success. The Arts S Culture Coalition should work to market arts and culture within the Downtown, including cooperation with partner agencies such as University of Oshkosh — Wisconsin, Fox Valley Technical College, and local public and private schools. new culture and entertainment based uses such as art galleries, museums, movie theaters, bowling alleys, and live music venues, amongst others. This could include incentives and regulatory assistance provided for uses which significantly contribute to local culture and activity on a regular basis. The Arts & Culture Coalition should be a partner in attracting these kinds of uses and providing assistance to incoming businesses. The City should also work with the potential "innovation" district and local developers to explore the possibility of art -lofts or a shared -use art studio. 94 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY PROMOTE PUBLIC Public art can create a greater sense of communiVoFnhance#d showcase the City of Oshkosh, and reinforce the Center City a community focal point and social, cultural, entertainment center. addition, public art can attract visitors to the Center City, generating economic activity. By promoting pub' art, the Ci, an r position the Center City to becom ronger an re vi t center for art and culture. ■ Center City as a Focal Point - Use th nter Ci a focal point for installations, outdoor events, and activities relating to arts, entertainment, and culture. Both permanent and temporary public art installations and activities such as sculptures, murals, mosaics, live music, and more, should be incorporated into a variety of Center City initiatives and events. ■ Identify Locations for Public Art - Conduct an analysis of all City -owned properties and rights-of-way to identify locations for public art installations in the Center City. Coordinate with business owners to identify additional spaces at key destinations throughout the area, including large blank facades on buildings that can be used for murals and mosaics depicting local culture, history, and stories important to Oshkosh. ■ Establish a Public Art Program -Establish a public art program distinct to the Center City, including specific locations for art installations and parameters for thematic design. Center City Calendar - Establish a "Center City Calendar" for events, parades, and festivals occurring in and nearby the Center City. The calendar should be promoted through the City and the Arts S, Culture Coalition's websites, social media, and fliers or banners in the Center City. ■ Incorporate Public Art -Incorporate artistic elements and local artists into streetscape or infrastructure projects to create a more cohesive identity in the Center City and take full advantage of capital improvement projects and investment. Local Artists and Students as a Resource - Coordinate with local artists and students to create artistic designs for Center City amenities that incorporate elements of Oshkosh's culture and heritage. This can include coordination with University of Wisconsin - Oshkosh, Fox Valley Technical College, and local public and private schools. The City can engage students in conceptualizing, designing, and building unique gateway features, wayfinding elements, bicycle racks, and street furniture for installation throughout the Center City. ■ Vacant Storefronts for Art and Engagement -Work with property owners to transform vacant store fronts into displays for public art and the promotion of investment opportunities, which will help to eliminate the abandoned appearance of unoccupied properties in the Center City. ■ Student Art Space - Establish a program or annual contest to display local student art in spaces in the Center City. The City should coordinate with the University of Wisconsin — Oshkosh to curate a rotating art space as a class project. 8: Arts � Cultural Resources 95 INTERACTIVE PRECEDENTS 1 MUSICAL SWINGS WORKING DRAFT FOR REVIEW ONLY 0'. ;W: M 41^tD AC�Ilnn LIGHTS Theinsin Philadelphia displayed a group of 9lored orbs floating in the Schuylk� Iver. These orbs changed colors based on pedestrians moving along the adjacent riverwalk, using a system of sensors to capture movement. The 21 Balancoires (21 Swings) inst on in Montreal, Canada combines pre- $ CROCHET recorded sounds with movement. Ridin P YGROUND the swings results in different notes from e colorful "play sculpture" located in the pianos, xylophones, and other instruments, okone Open -Air Museum in Tokyo, is a creating fun melodies as multiple swings fully crocheted playground for children. are used. Designed and constructed by artists, the crochet playground combines public art 2 FLEXIBLE GRASS The SWAY'D installation in Salt Lake City includes more than 1,000,10 foot nylon rods, designed to look like a giant field of grass. As visitors walk through the field, the blades of grass hit against each other, causing ripples of movement. 3 BUBBLE FEATURES The Bubble Building installation in Rotterdam, The Netherlands, includes fountains filled with soapy water. By lifting flexible steel frameworks that rest on the top of the ponds, visitors can create bubbles of all sizes and shapes. and recreational equipment to create a playground that is not only fun but also beautiful. 6 PULSE OF THE CITY Pulse of the City project installed heart shaped heart monitors in 5 locations around the City of Boston. The heart shaped installations were designed to play music to the rhythm of the user's heartbeat. The goal of the project was to encourage Boston residents to improve their health through a fun and engaging experience. 7 MONOPOLY GAME In 2012, giant Monopoly pieces were installed throughout the City of Chicago. These sculptures were intended to contribute a fun and whimsical element to the streetscape through the use of the third dimension, rather than as flat,'21D' art. 8 LED SEESAWS The A Tilt of Light installation in Melbourne, Australia includes LED lighting stripes tucked inside the body of a seesaw. As the seesaw tils back and forth, the lights moves where weight is shifted, demonstrating the kinetic physics of playground equipment in a fun learning experience. 96 Imagine Oshkosh I Center City Reinvestment Strategy i� � �. • . . • � 4J.5�9 •, P� �r•Mp NNrr M1 '� 7 _ - -_. „ a 1 r - XI jz _.,.. . ►I WORKING DRAFT FOR REVIEW ONLY INCORPORATE OSHKOSH'S UNIQUE SUPPORT GRASS ROOTS INITIATIVES FEATURES Enhancing a4activating the Center City is a community effort that will rely on a ons from the City as well as "bottom-up" initiatives The City of Oshkosh's natural features, rich heritage, and influential from the community. The efforts of individuals, non-profit institutions help to define the community in a unique and exciting w organizations, and volunteer groups help support the vision of the .Plan and strengthen the Center City. The City should empower local ■ Fox River and Lade Winnebago -Asa community with access o ations.nd grass roots initiatives to assist with achieving the to a river and lake, Oshkosh has the advantage of drawing in �isibh o'imagine Oshkosh. residents and visitors to partake in a variety of wate ed recreation, events, and activities. Local Food - Support the local food movement, such as the UWO- The University of Wisconsin — Osh shapes young professionals, boosting ecc the City. Heritage - Additionally, the historvANIM7s of interesting stories that can be`t egrab from the City being named after Menomi its identity as "Sawdust City" and oui OshKosh B'gosh overalls in the late The City should build upon these and other? incorporating them in public art, public spac( destinations, and the general design of the Center City's physical environment. Farmers Market, local farmers, and urban farmers to help create a more self-reliant and resilient food network and improve the local health, economy, environment, and social fabric of the community. Little Free Pantries- Work with non-profit and charitable organizations to establish Little Free Pantries in areas where neighbors might convene to meet neighborhood needs and combat food insecurity. Pantries are designed similarly to Little Free Libraries, and examples of contents include preserved foods, toiletries, diapers, and sealed beverages. Open Door/Open Ear- Encourage and support local activism for all things in the Center City by fostering and promoting an "open door policy" with City officials and staff, encouraging greater communication between passionate individuals and the City as it relates to the Center City. Consider hosting an annual or bi-annual "Center City Idea Forum" to hear and discuss ideas from interested residents, business owners, and stakeholders. 98 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY BOLSTER YEAR-ROUND EVENTS & ACTIVITIES IN THE CENTER CITY Much of Oshkosh's outdoor entertainment and activities is dependent on the season. In the summer, Oshkosh draws in residents and visitors to the Center City with activities such as 1 boating, concerts at the Leach Amphitheater and Opera House Square, Waterfest, and the Farmers Market. In the winter months, while the Center City's activities and events may be less robust, other seasonal activities are thriving in the community. Ice fishing, ice boating, and snowmobiling on •:lak( is popular during the winter. During the world famous s n spearing season in February, more than 13,000 speci:` earing licenses are issued and Lake Winneba covered wit shanties. J The City shojJ11Wte existing events and develop additional festivals a th to help activate the Center City year e new ev ill in turn support additional economic actio' d help to crea ore robust year-round economy. E to bol eryear-rou ctivities and events will require ul co ation and cooperation between the City and various distinct groups, such as the Oshkosh Convention § Visitors Bureau, the Oshkosh Parks Department, the Rotary Club of Oshkosh, and others. `— Following Oktoberfest, establish a Winter Fest ti c hat orporates tents with seasonal food, beverages, and merchandise. 1■ Ice Fishing Season "Kick-off'- Explore the possibility of creating a'kick-off' event for seasonal ice -fishing or the sturgeon spearing season. ■ Ice Rini? - Create an ice rink in the City Center, potentially in the Opera House Square, and establish and promote winter activities, such as ice skating, community snowman contests, snowmobiling, ice fishing, and hot chocolate competitions. ■ Taste of Oshkosh - Create a "Taste of Oshkosh" or a similar event offering inexpensive food and beverages demonstrating local cuisines, restaurants, and cafes, as well as community organizations demonstrating cuisines from various cultures. ■ Food Trucks - Promote the use of food trucks in the Center City as supportive amenities for events in the area. This should include an assessment of the City's zoning regulations regarding the usage of food trucks and the potential establishment of designated food truck areas. ■ Designated Community Event Space -Identify various properties within the Center City that could be potential spaces for community events at varying scales, such as a larger venue for regular Center City events and festivals as well as smaller spaces for shorter, minor events. ■ "All Seasons" Campaign -Launch a promotional campaign to advertise Oshkosh as both a summer and winter destination for vacationers. This should include information about unique winter time activities available in Oshkosh. 8: Arts � Cultural Resources 99 WORKING DRAFT FOR REVIEW ONLY 100 Imagine Oshkosh I Center City Reinvestment Strategy u WORKING DRAFT FOR REVIEW ONLY PUBLI C1 ACES Urban design is about making connections between peck-andNamong is section of the plan addresses many facets of urban design, and places, movement and urban form, nature and the built fabr' them, streetscape is one of the most important. This section public spaces and private places. Urban design draws togeth hetablished and prioritizes a streetscape hierarchy and identifies many components of place -making and seeks ate a st practices and key components to achieving a successful with distinct beauty and identity. For any success own, streetscape improvement program. As another key component urban design and public spaces must be ' ed i e mixed- of urban design, public open spaces provide opportunities for use fabric and pedestrian -oriented e m ban n and relaxation, outdoor gatherings and events, and the ability to better public spaces goals for the Center ' nclude est hin engage amenities such as the Fox River and Lake Winnebago. Public preserving a sense of place and sc roviding a w ming and spaces help connect different areas of the Center City and help to attractive streetscape to enhance th estrian en nment, and establish the area's overall character, image, and sense of place. improving and activating the Center Cit blit es. 9: Urban Design � Public Spaces 101 WORKING DRAFT =0t �'-V -An/ 0\ Y URBAN DESIGN & PUBLIC SPACES GOAL ENSURE NEW INVESTMENT & DEVELOPMENT IS COMPATIBLE AND ATTRACTIVE New development and investment will have a significant impact o Oshkosh's Center City. Since individual parcels are oftentimes vi projects, it can be difficult to create a consistent, attractive de guidelines are not put into place. The Design and Develop4 GG recommendations set forth in Chapter 3: Land Use k De recommendations to improve the quality, appearance a development, the waterfront and riverfront, public right atmosphere of separate development kpattern if appropriate ild upon t more specific character of private and other public areas. 102 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY JV ARCHITECTURAL STYLE L_ New development in the Center City provides the opportunity d?' to establish an architectural style that can strengthen the ■ area's character and distinguish Oshkosh from surrounding tl communities. While the City should not attempt to dictate any it ' one specific architectural style, can promote new construction that complements the traditional/historic building styles evident` within much of the area. In areas lacking adjacency or proximity to historic/traditional buildings, contemporary architecture and b"M ` building design can be appropriate and positively contribute to th character and visual interest of Center City. Development within the Downtown Core sho onsist p NIN traditional architectural styles. Modern archil tura) s ° this functional subarea should be discourage . ` �I ■New buildings need not be historic re but sh offer high quality and compatible interpretations ofthe tr nal styles present within core areas of Center City.: ■ Regardless of style, new buildings ncourag)height, use high A quality materials and reflect the pre inant massing, and proportions of traditional developments or 1, downtowns. ■ New buildings should incorporate decorative cornices, columns, reliefs, terra cotta tiles, and other significant fa4ade detailing to smerva� , ensure visual interest and appeal. aSEo ■ If contemporary architectural styles are proposed, consideration should be given to their relationship and impact on existing buildings and development patterns within Center City. 9- Urban Design � Public Spaces 103 WORKING DRAFT FOR REVIEW ONLY Vibrant developments are successful in creintimate pedestrian atmosphere, or an outdoor "room visitors and shoppers. Much of this atmosphere can be attributed to the bulk and proportion of buildings as they relate to the street and one another. Development within the Center City should be comprised of primarily of two- and three-story buildings. Buildings of this height contribute to a sense of enclosure and an intimate and pedestrian scale. ■ Center City buildings should have a strong orientation towards the street on which they front and, if located along the waterfront, a strong orientation toward the water. All buildings should incorporate 360 degree architecture. -..u...0-, r_. ---Ili "11-11 1------ .11-11 -. .- ­ . u1.--11-1 Subarea, as designated in Chapter 3, Land Use � Development. Buildings taller than four stories could be acceptable in select locations, provided they are in character with the surrounding area. ■ Vertical architectural elements should be incorporated where appropriate and could include clock towers, spires or bell towers. These elements should be considered design "highlights" at key locations. 104 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY BUILDING PLACEjoreCenter T& ORIENTATION Two primary orientations should be reinfor City — street frontage orientation and waterfron. Outdoor dining, pedestrian arcades and plazas should complement buildings whenever possible and should provide interest and engagement along the street frontage and waterfront. Buildings located at or near the sidewalk help to establish a distinctive "streetwall" effect that adds visual interest, enhances the pedestrian environment, and establishes a "human" scale within an area. This streetwall pattern is essential in the Downtown Core, and highly desirable in the Downtown Outer Core, North Main Street Commercial Corridor, Oregon Street, South Shore Central, and Main Street frontage of the South Shore East functional subareas. ■ Any development along the waterfront should provide orientation and visual interest toward the water to reinforce the Center City as a unique water oriented mixed-use destination. ■ Buildings within the Downtown Core, and other functional subareas as outlines above, should be located at or near the sidewalk. ■ New construction in the Downtown Core is recommended to occupy the entire, or nearly the entire, width of the lot to avoid gaps between buildings and discontinuities in the streetwall, except where pedestrian linkages or access to rear parking is designed and planned for. ■ Where maintaining a continuous streetwall is not possible or desirable, the streetwall should be maintained through the use of landscaping, pedestrian amenities, and decorative walls or fencing. ■ Buildings along the waterfront should be double -sided, with one main entrance fronting the water, and a second entrance oriented toward the street on which the building fronts. ■ The placement of buildings at odd or irregular angles should be avoided. However, corner buildings might take advantage of their prominent locations with angled, rounded or recessed corner entrances or other small setbacks. 9: Urban Design � Public Spaces 105 WORKING DRAFT FOR REVIEW ONLY PARKING Parking within the Center City is recommended to a mmodate visitors, employees and residents. Parkin Veasscata d consist of a combination of on -street parking and oking lots. Off-street parking lots should be designedd so that they are safe, efficient, and do not disrupt the pedestrian scale of the Center City. On -street parking areas should be designed to provide short-term convenient parking, which will assist in protecting the pedestrians, calming traffic and contributing to the desired character of Oshkosh's Riverfront. ■ Parking lots shall be located behind buildings whenever possible and practical, but always in the Downtown Core. Parking lots in front of buildings are not recommended within the Center City, except for larger parcels and development along the waterfront where the building is adjacent/oriented toward the water. ■ Vehicular access to parking lots should be provided from cross streets and not from the frontage street, particularly for development located on Main Street and Oregon Street. Curb cuts and access drives are discouraged along all pedestrian shopping streets. ■ Pedestrian access to parking lots should be provided through planned walkways located in gaps between buildings and plazas. ■ Parking lots should have curbed perimeters; landscaped islands and clearly marked pedestrian pathways are encouraged within the interior of parking areas. ■ Parking lots should be screened from view along sidewalks and roadways through the use of low masonry walls or evergreen plantings and decorative fencing. ■ All parking lots should be paved, well marked, sufficiently lit, and provided with proper drainage. ■ Parking lot lighting should consist of vehicular scale lighting and pedestrian scale lighting. Excessive lighting and light pollution is discouraged. ■ Parking lot landscaping should include "landscape islands" at a ratio of approximately one per fifteen to twenty parking spaces. Landscape islands should consist of canopy trees (3 to 4 inches in caliper), attractive groundcover, and/or decorative bushes (2 to 3 feet in height). 106 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY BUILDING MATERIA The building materials most commohw4&in tradition I developments are earth -toned brick an one. Ceramic tile and terra cotta are also used as ornamentation around doors, windows and cornices. Contemporary building styles use a wider range of exterior materials which can be quite attractive, but not appropriate within the context of infill sites in areas of predominantly traditional architecture and material application. ■ In the Downtown Core and Downtown Outer Core, new buildings should be constructed of traditional masonry building materials such as brick or stone; these materials should be used on all sides of the building. Stucco, siding of all types, and any other exterior wall covering are not recommended within the Center City. ■ New construction within Oshkosh's Center City should have a "360 degree" appearance, with design and detail consideration for all visible sides. ■ Rough sawed wood, aluminum panels and siding, and plastic or metal panels are strongly discouraged within the Center City. ■ Exterior insulation finish systems (EIFS) or Dryvit are strongly discouraged within the Center City. 9: Urban Design � Public Spaces 107 WORKING DRAFT FOR REVIEW ONLY 108 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY to be "punched" openings within a solid wall, rather than as continuous rows of windows separated only by their frames. Curtain -wall window treatments are not appropriate within the Center City. Upper floor windows should be recessed, and not flush with the surface of the building. ■ Windows should complement the architectural style of the building. ■ Window glazing should be clear or slightly tinted; dark, mirrored, or reflective glass is discouraged. ■ Ground floor windows can be used for displays, however business owners are encouraged to allowfull and unobstructed views into their businesses. Obstructing windows from the interior of a building with shelving, display cases, signage or other objects should be discouraged. 9: Urban Design � Public Spaces 109 WORKING DRAFT FOR REVIEW ONLY ROOFLINES & PARAPE The rooflines of new buildings should be similar to the roof] of a traditional downtown area in terms of shape, alignm architectural detailing. ■ The roofs of most commercial buildMr7s sloped or gabled. ■ Roof parapets should be utilized to create an i building profile and to hide vents and other rc ■ Cornices, and other decorative detail are rooflines of buildings. ■ Sloped mansard style (shake or shingle) roofs are discouraged within the Center City. ■ Cedar shingles are recommended within the Center City. Cedar shakes are discouraged. I; Rooflines and architectural details should complement the buildings architectural style, and contribute to the Center City's character, image and appeal. ■ Color should be used to unite the elements of a facade and to highlight architectural features. However, the colors on individual buildings should complement and be compatible with the predominant hues of nearby buildings. ■ The predominant colors for Center City buildings should consist of earth tones. The natural brick and stone colors should predominate. Darker or lighter hues should be used as accent trim. Ceramic tile, terra-cotta, brick, stone, and glass surfaces should not be painted, unless it is appropriate to the architectural style. 110 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY AWNINGS & CANOPIE Awnings (temporary/seasonal) and canopies (permanent) p shoppers from the elements, add color and visual interest t street, and contribute significantly to an area's pe interest. ■ Awnings and canopies should be integrated inl of commercial buildings within the Center City character with the architectural style of the buil ■ Awnings are encouraged above storefront windows. ■ The color of awnings and canopies should complement and enhance the overall color scheme of the building facade. ■ Awnings and canopies should be positioned at least eight feet above the sidewalk or other pedestrian pathways. Awnings should be made of a canvas or durable fabric material that can be easily cleaned. Hard plastic, or other materials that could be cracked or broken are not recommended. Awnings and canopies that become windblown or torn should be replaced immediately. ■ Back lit awnings and canopies, shingle and mansard canopies, and metal and plastic awnings are not recommended within the Center City. ■ Awnings and canopies should be used only when they are compatible with, or complement the architectural style of the building. Awnings should not appear out of place, "forced", or as an afterthought. 9: Urban Design � Public Spaces 177 WORKING DRAFT FOR REVIEW ONLY BUILDING SIGNAGE o Signage not only communicates the nature of individual businesses, but also influences the overall image and ch; Oshkosh's Center City. '.R&A ■ Raised, individual letters mountedjanint, as well as signs that use light colo lettark tors for backgrounds, are encourag rougnter City. ■ Wall -mounted signs should be designedrated component of the building facade, and should not cover important architectural details. ■ The size, material, color, and shape of signs should complement the architectural style and scale of the building. ■ When a building contains multiple storefronts, signage for all businesses should be compatible in design and consistent in placement. ■ Pole signs and internally illuminated box signs are strongly discouraged in the Center City. ■ Street numbers should be prominently displayed at the main entrance to every home or business and be clearly visible from the street. I 112 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY BUILDING LIGHTING REAR YARDS & The lighting of a building's fa4ade can help ident ores a WAR FACADES businesses, promote a sense of safety and secu nd h' prominent buildings and architectural features. The rear portions of all properties should be clean, attractive and well maintained, particularly where these areas are visible to the ■ Lighting is encouraged to illumina ry th ter public. City, signage, displays, pedestrian d parking s, as I as to highlight significant architectural elements. The backs of existing buildings should be well kept, with rear ■ Building lighting should be subtle and understff, light fixtures should be designed and oriented to produce fVimal glare and spillover onto nearby properties, the rive rrn the night sky. ■ Most exterior lighting sources should be concealed to provide direct illumination; where concealment is not practical, light fixtures should be compatible with overall storefront design. Spotlighting is not encouraged for commercial buildings within the Center City. ■ Incandescent lighting creates a warm atmosphere and is encouraged; if neon lighting is used, colors should be compatible with and complement the fa4ade of the building. High pressure sodium (orange lighting), or a diffused, soft white light is encouraged. LED lighting is also appropriate. Extensive lighting should also be avoided to reduce light pollution. fa4ades being "comparable" to front fa4ades. ■ Secondary rear entrances to stores and shops are strongly encouraged in businesses where public parking or pedestrian walkways are located behind the buildings. ■ Trash receptacles, dumpsters and service areas should be located inside the primary building or be fully enclosed in small masonry structures. ■ Outdoor storage and service facilities should be screened from view along sidewalks and roadways through the use of low masonry walls or evergreen plantings. 9: Urban Design � Public Spaces 113 WORKING DRAFT FOR REVIEW ONLY URBAN DESIGN & PUBLIC SPACES GOAL ESTABLISH A SENSE OF PLACE OND 9CALF Successful downtowns K community and mane t to the human scale as K amount of land, extend a pedestrian, this area c proportions, hey areas c SENSE OF I Enclosure refers to a room -like other public spaces that are vis buildings, walls, trees, and other of place and intimacy that are downtowns. A sense of enclosure is establisl does not exceed the height of t when buildings are lined next tc street wall. Landscaping, in the to screen surface parking areas, The sense of enclosure is disrur street wall for curb cuts, parkin] buildings setbacks. Additionally, streetwalls provide ground -level visual interest in the form of architecture, window shopping, plantings, and public art, amongst others. -om other areas of the e requires consideration icompasses a large o's Magnificent Mile. As nd proper heights and comfortable district. LLS - upon the adjacent land use. For 311 that consists of single-family ,nt street wall given the structures h they will have a number of curb necessarily break up the street wall city nature. Conversely, curb cuts ch as Main Street, where buildings ficantly reduce the sense of -ate an empty and uninviting appearance, ano convey tne appearance of an unsafe environment. Where these areas exist, whether permanently or temporarily, the City can engage local artists to repurpose these visual impediments. One example is Cindy Chang's Before I Die project, installed on the plywood walls surrounding an abandoned house in her New Orleans neighborhood. The project used chalkboard paint, chalk, and a spray paint stencil to prompt viewers "Before I Die I Want To ."The wall quickly filled with answers from the surrounding community, and the concept has spread to over 70 countries. Other prompts have also been used, such as "I wish this was..." or "In my Downtown I want to see..."to measure what residents want to see done with vacant buildings and undeveloped lots. These kinds of installations convert private barriers into spaces for community interaction and expression. 114 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY RECOMMENDATIONS ■ Updated Regulations -Review and update zoning reguIationst throughout the Center City study area to facilitate the creation of consistent streetwalls and ensure new developm required to match existing streetwalls where pre established. ■ Infill Priorities - Prioritize infill development which will contribute to existing streetwalls or fill streetwall within the Downtown Core, Outer Core, Or an rthwest Transition. ■ Outer Core Development -Suppfrtdrevelopment'thin the Downtown Outer Core which cilitate cre ion of a consistent streetwall and, where pos . le, conned with the established streetwall within the Downtown Core subarea. ■ Landscaped Streetwall - Require a landscaped streetwall, consisting of foliage, fencing, berms, or other decorative elements, for all surface parking lots with street frontage. ■ Temporary Walls - Coordinate with property owners of vacant properties to explore innovative options for temporary walls or other barriers which will contribute to an existing streetwall while providing a space for public art, community postings, interactive displays, and other forms of public engagement. STREETWAEE ASSESSMENT 3 0 No Streetwall W1 Landscaped Streetwa II 9- Urban Design � Public Spaces 115 6 Int STREETWAEE ASSESSMENT 3 0 No Streetwall W1 Landscaped Streetwa II 9- Urban Design � Public Spaces 115 WORKING DRAFT =0t �'-V -An/ 0\ Y URBAN DESIGN & PUBLIC SPACES GOAL PROVIDE A WELCOMING & ATTRACTIVE STREETSCAPE The public right-of-way encompasses a significant holding of land corridors are not only a means of transportation and utility tranA in defining the character of the community. Recent streetscap �I Street—Rom the Fox River in the south to Irving Avenue tolonor character and increased pedestrian friendliness that set accents mark the edge of the sidewalk while trees, lighti feel. In addition, the use of planters, trash receptacles, at activity. Oshkosh's Center City should be pedestri experience and encourage people to walk around e projects provide an opportunity to improe ph way, helping to define the character o f di Mct an development. A well-designed and IMPROVEME The City should enact additional str aping proje within the Center City. These can be implemer,7%a e ment r in tandem as part of a larger beautification project.t eer amount of roadways included within the study area, ty should take advantage of opportunities as they arise and u ilize a variety of methods to make desired streetscape improvements. For example, streetscaping improvements can be tied to other public works and maintenance projects or completed collaboratively with new developments or renovations. In general, streetscaping enhancements should mimic the style of those recently completed along N. Main Street in order to create a unified and collective appearance to the Center City. However; the intensity of streetscaping must be responsive to the context of distinct roadways, taking into account traffic counts, right-of-way width, roadway jurisdiction, adjacent uses, and other contributing factors. Further, long-term projects may be affected by issues or changes that arise in the future. Thus, the completed streetscaping along N. Main Street should be utilized as a set of best practices which can be applied throughout the study area as appropriate. n the study area. These 9, but also play a large role kents along North Main Helped establish a unique part om otheMparts of the City. Brich %Lnjornners create a safe and inviting 1 bbWes help to create small hubs of ited ghout to enhance the pedestrian eirsurroundings. Streetscaping appearance of Center City in a significant nerating positive momentum for future n convey a sense of community pride. The highest intensity streetscaping should focus on creating enhanced pedestrian environments. Sidewalks should be as wide as possible per right-of-way widths to provide an enlarged pedestrian realm and allow opportunities for outdoor dining. To make walking more pleasant for pedestrians, visually interesting details such as landscaping, water features, wayfinding and gateway signage, and street -level retail should be incorporated. Sidewalks should be buffered from the automobile right-of-way using on -street parking, landscaping, bump -outs, and other amenities. By featuring various pedestrian -friendly elements, these roadways should be inviting and provide a unique environment for individuals to spend their time in the Center City. Lower intensity streetscaping enhancements should focus on balancing the pedestrian realm and automobile right-of-way to ensure that all modes of transportation are managed safely and efficiently. These improvements should be adapted to specific roadways with regard to scale and types of amenities included. For example, as a higher traffic roadway located on the periphery of the Center City, Wisconsin 44 should not feature the same intensity of pedestrian amenities as N. Main Street. 116 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY STREETSCAPING PRIORITIZATION Roadways within the study area have been categorized as part of a streetscaping prioritization, intended to provide the City with a guide as to where streetscaping projects will yield greatest impact. These kinds of improvements require careful scheduling, coordination of funding, and cooperation with other jurisdictional bodies. Thus, it is highly important that the City knows where available funding and effort should be spent with regard to short - and long-term streetscaping projects. Roadways have been categorized as follows based upon traffic counts and patterns, visibility, and their role within the existing transportation network. PRIORITY 4 (RESIDENTIAL STREETS) Streets designated as Priority 4 are largely residential in nature and as such, should not be cited for dedicated streetscaping enhancement projects. However, the appearance of these roadways will contribute to the overall character of the Center City. As such, the City should regularly review these roadways and complete regular maintenance to avoid deterioration. This should include roadway and sidewalk repairs, street cleaning, repaving, and other basic upkeep. If opportunities arise, smaller streetscaping enhancements may be implemented, such as landscaping, decorative lighting fi tures, or introduction of street trees SIDEWALK ZONES & FUNCTION PRIORITY 1 (HIGH PRIORITY) Sidewalks with}nthe core o he study area generally fall in line Streets designated as Priority 1 should receive first consideration with sidewalk zone best practices. Well-functioning sidewalks for streetscape improvements and be the focus of a dedicated consist of four distinct "zones" of activity that provide for a safe and enhancement projects within the next 2-3 years. These roadway comfortable pedestrian experience. The zones include a frontage are highly visible and often accommodate the highest volume of e to buffer the building from pedestrians and allow space for automobile and pedestrian traffic within the Center City. Priority er andise displays; a pedestrian zone that is free of 1 streetscape enhancements will have the highest impac n the ac r people to travel; a furniture/utility zone for trees, character and appearance of the Center City. lanters, and light and utility poles; and a curb zone that serves as a transition area between the sidewalk and road. PRIORITY 2 (MEDIUM PRIORITY) Streets designated as Priority 2 should receive second con ideratio OTH ER STREETSCAPE for streetscape improvements and be the focus of a dedicated enhancement projects within the next 4-5 years. These roadways IMPROVEMENTS provide support for many of the highest visibility areas of the Center City but do not have the same visual impact or traffic counts as Priority 1 roadways. Priority 2 stree e enhance ents will contribute to an improved pedestrian ex nce ' e Center City and support future growth and investment. PRIORITY 3 (LOW PRIORITY) Streets designated as Priority 3 should receive third consideration for streetscape improvements and be the focus of a dedicated enhancement projects within the next 6-10 years. These roadways experience less frequent traffic and have low visibility compared to higher priority roadways. Priority 3 roadways comprise many of the central roadways for functional subareas outside of the Downtown Core. Priority 3 streetscape enhancements will help to elevate the appearance of individual subareas and allow for improvements to the character of distinct areas of the Center City. Given the success of the recently completed streetscaping along N. Main Street, additional projects should include similar improvements and aim to expand the distinct character and atmosphere. While other streetscaping improvements have been made in the past, the enhancements made along N. Main Street should be utilized as an example of best practices. Further, the City should seek opportunities to improve upon the existing and future streetscaping by incorporating best practices and new innovations which will enhance the pedestrian realm and contribute to a distinct sense of place. 9: Urban Design � Public Spaces 117 WORKING DRAFT =0t �'-V -Vn/ 0\ Y CFI.-F- STREETSCAPE PRIORITIZATION ,_ti' yt iuY, r`A.V, Prospect Ave Mdwn Ave ScottAve r SCedingAve I mcnin AvP Ave 5th St 6th Ave I 7th Ave V) 118 Imagine Oshkosh I Center City Reinvestment Strategy z g o N O O.OS O.1 0.2 9th Ave. O co 10th ave Priorty 1 Wl� Previously Enhanced nth Ave Streetscape _ 0 Priority2 Priority3 12th Ave 0 Priority 4 South ParhAve 14th Ave 15th Ave 16th Ave V) 118 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY BEST PRACTICES & NEW INNOVATIONS OUTDOOR DINING & ACTIVITIES Oshkosh Center City should promote opportunities for restaurants to feature outdoor patios and rooftop decks. Outdoor dining should be designed in a way that doesn't impact pedestrian circulation., The character and materials used should be in line with the character of its principal structure. Outdoor activities do not need to be limited to dining. The Center City can provide opportunities for community events and festivals. Live music, art fairs, farmers markets, and more will attract to people the Center City and continually promote the area on a local and regional level. BUMP OUTS Bump outs are curb extensions th mp out" int e right-of- way to reduce the distance that pede s have to ss, increase visibility for both vehicles and pedestria ame p , ng lanes, and slow vehicular traffic. Bump outs should be considered for all primary and secondary intersections, where right-of-way widths and traffic patterns allow. UTILITY BURIAL/RELOCATED Above -ground utilities can be unsightly and contribute to an unattractive or industrialized appearance. As appropriate, the City should take advantage of opportunities to bury utilities or relocate them to the rear of sites as an alternative. Understanding the high cost of burying utilities, these improvements may not be feasible in some areas and should be considered a long-term project. PARKLETS Parklets armporary extensions of the sidewalk into the parking lane al the street. They create spaces for people to sit and enj eir surroundings. They can also be used by restaurants for ai(i dini opportunities or to support specific events and s. GATEWAY & WAYFINDING SIGNAGE In an effort to announce one's arrival into the Center City, gateway features should be employed in key locations. Gateway features can be achieved through signage at the ground level or through unique architectural elements. Attractive landscaping, lighting, and other vertical design features should complement the signage and architectural elements. Wayfinding signage assists people in finding important community landmarks, while enhancing the streetscape. Similar to gateway features, wayfinding should consist of signage complemented by landscaping and lighting. Wayfinding features should be in key locations to direct people to destinations in the Center City such as the Riverwalk or Opera House Square. 9: Urban Design � Public Spaces 119 WORKING DRAFT FOR REVIEW ONLY PAINTED CROSSWALKS Colorfully painted crosswalks can be a fun alte The vibrant geometric shapes are easily visible pedestrian safety. These can also incorporate I designs specific to Oshkosh. WI -FI PILLARS LinkNYC is a free public communi s network fo e resident of New York City. The company plans lace all 7, pay phones across the city and replace the the tower. The towers provide WiFi, phone calls, device ch"rging,. d a tablet for access to city services, maps, and directions. The City should consider the development of similar WiFi pillars within the Center City. These could be developed in cooperation with an Innovation District or Amplify Oshkosh,. MTERACTIVE ART Streetscaping projects provide a significant opportunity to corporate public art within the pedestrian realm. The City should explore opportunities to incorporate interactive art displays which invite residents to become involved with the environment around them, such as the Lucerne Shrine project. For more information on integrating art and interactive displays within the Center City, see Arts & Cultural Resources (Page 89). LUCERNE SHRINE The Lucerne Shrine project in Lucerne, Switzerland was aimed and discouraging residents from littering the streets and sidewalks with t sh. Mazes, hopscotch boxes, and three point lines were painted around trash receptacles to make the act of throwing out trash more fun. 120 Imagine Oshkosh j Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY GREEN INFRASTRUCTURE Green Infrastructure is an approach to infrastructure design with an emphasis on stormwater management that attempts to mimic the natural hydrological cycle within the built environment. Green® infrastructure aims to reduce the travel time, volume, pollutant load of the water by treating the water at its source. A range of green infrastructure strategies exist that can be incorporated into future streetscape improvements,.,include: Tree Boxes The tree box is comprised of an undergrVanative, storage chamber containing engineered soil menon-invasive trees or shrubs. The filter media mixture immobilizes pollutants and treated water is allowed to infiltrate or enter an underdrain system. Tree boxes can be installed in the right-of-way between the curb and sidewalk, in curb bump outs, and medians. A variety of surfaces permit water to pass through while trapping Inspended solids and filtering pollutants. Permeable pavers can be corporated into walkways and areas where vegetation might not thrive or be appropriate. They can be used to distinguish bike lanes from motorized travel lanes and replace parking areas, alleyways, driveways, sidewalks, and crosswalks. Bioretention Areas Bioretention areas are depressed vegetated areas that collect runoff from impervious surfaces, filter water through plant roots, and slowly infiltrate to subgrade or underdrain. This can include bioswales and rain gardens. Water enters bioretention areas via curb cuts or at grade. Sections existing of impermeable surfaces along streetscape can be removed to create a depressed, vegetated area able to receive and filter stormwater. 9: Urban Design � Public Spaces 121 WORKING DRAFT FOR REVIEW ONLY URBAN DESIGN & PUBLIC SPACES GOAL IMPROVE AND ACTIVATE CENTER CITY' Center City Oshhosh is fortunate to have several public spaces, in Riverside Park Leach Amphitheater, Pioneer Drive Porh, and the Library. Together with the Fox River and Lahe Winnebago, on n walk from an attractive public gathering place. These typ spc the success of a downtown district and its position as t4 spaces, plazas, waterfronts, and other public spaces provi activities, and opportunities for residents to meets and PARKS AND OPEN SPACES The City should conduct a review of properties in the Center "---q City and establish a plan that identifies potential new parks and open spaces by functional subarea. This should include a prioritization schedule based on feasibility>nd availability of land and incorporate potential programming to create recreational opportunities. Further, prioritization should be based on contribution to an overall public space network and ` essibility both within the study area and to adjacent residerAW areas. SOUTHSIDE NEIGHBORHOOD PARK Top prioritization should be given to developing a neighborhood park within a functional subarea south of the Fox River. These subareas lack public spaces and have poor access to existing parks and open space. Further, development of a park space will encourage greater residential growth and assist with efforts to revitalize previously industrial sites. PARKLAND DEDICATION IN THE CENTER CITY The City should provide incentives to incorporate public space as part of future development in the Center City. This could also be accomplished through development regulations that require a certain square footage of public space. This public space can be comprised of parks, open space, plazas, or other forms of public space, and should be specific to the size of the development property. Smaller properties should be allowed to pay a fee in lieu of including public space; however, larger properties should be required to include a minimum square footage. C SPACES Roe Parh, Opera House Square, 'oss from the Oshhosh Public than a few minutes' ices are elWmely important to �it of a community. Parhs, open ition for community events and me, and enjoy the outdoors. WRWRK e City s ouldd actively seek the development of a dedicated dog park within the Center City. A dog park could be included either as sown, separate park or as an improvement to an existing park cility. Depending on the success of an initial dog park on the north side of the river, the City should consider adding a second dog park within a functional subarea south of the Fox River, such as in the South Shore East or Oregon Street subareas. PUBLIC PLAZAS & POCKET PARKS While parks and open spaces provider greater versatility and more dedicated recreational spaces, they can be difficult to site and develop within a dense urban center. To ensure that the Center City still has ample public spaces, parks and open spaces can be complimented by public plazas and pocket parks. Public plazas constitute any publicly accessible open area that provides outdoor public space, often including a water feature, art display, benches, or landscaping. Pocket parks are green spaces located on very small lots, often located between buildings on formerly vacant lots. These serve as an oasis within an urban environment. The City should work with property owners, developers, and existing businesses to identify opportunities for public plazas, pocket parks, and other smaller public spaces. They should incorporate thoughtful design, public art, water features, and other programming improvements as appropriate. As previously discussed, the City should provide incentives to incorporate public space as part of future development in the Center City. This could also be accomplished through development regulations that require a certain square footage of public space. 122 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY e' o� (ENTER CITY � PARKS & New York Ave OPEN SPACES Baldwin Ave Prosp&- Ave Melvon Ave Scott Ave I StedingAve in 0 Q Lincoln Ave — /45 IrvingAve UNIVERSITY OF v WISCONSIN, OSHKOSH Z ��o, Union Ave Ida Ave Zi y que ". 0��`-J ParhwayAvuve A� P c��LF Q9, d� , LY MemttAve L - V) q Z Washington Ave � U in � in d � LLI L __- 3,dSP K E Ln k V Qt "Avr- O L �L 4MAve 2LL O L'LLLLL L LLk-LLLL��� L CeopeAo � e � • - , 5th St L L LLL LL 6th Ave � ��V,LLL s � 7th Aue(4� LL . LL NORR1 O QOS Q1 Q2 9[}I Ave L` V) � L LL W L LL Z C' Q L L 10[h Ave p w L Z L M Park/ Open SpaceioeExisting River Walk 11thAve r L LL L M Plaza • Proposed Riverwalk "6 L L �LLLLLLL`• 72thflve _ i South ParkAce l 14th Ave 75thA%E------ n n; ...� I" II�V ;; • 16th Ave 9: Urban Design � Public Spaces 123 WORKING DRAFT FOR REVIEW ONLY WATERFRONTS One of Center City Oshkosh's greatest assets is the ability to "touch the water." While many other downtowns in the region are located on or near water, Oshkosh's waterfront allows anyone to walk right up to the waterfront and relax, hop into a boat, or launch a kayak. For example, in Downtown Appleton, steep bluffs separate the waterfront from Downtown, and portions of Neenah's Downtown waterfront remain private residential or industrial properties, and are not accessible to the public. The City should continue to activate local waterfronts aique assets and extensions of the existing public spaces within the Center City. Further, improvements along the watyfiront should help to connect the north and south shores. Cu ntly, the established subareas are largely separated by the river as.a natural barrier. This can create a feeling of disconnect betwe e north and south shore and create the impre at the Ce It is actually two distinct areas. Impro ents to the riverfro including both public spaces and e developmInill help place greater emphasis on the river importaet of the Center City. In turn, this will convert the Iver fr dividing barrier into a link which brings the north and south shore together into a single, unified district. COMPLETING THE RIVERWALK The Oshkosh Riverwalk is one of the community's most cherished amenities and a world class asset. When completed, the Riverwalk will be a nearly continuous loop along both sides of the Fox River from Wisconsin Street in the west to Lake Winnebago in the east, connecting with the University of Wisconsin -Oshkosh and the Wiouwash Trail. At present, the northern shore of the project is complete while the south shore portion remains mostly incomplete. The City should continue to complete segments of the Riverwalk as funding becomes available, particularly eastward where it can provide access to Lake Winnebago. The City should consider planning an extension of the north shore Riverwalk east beyond the railroad to connect to Lake Winnebago and adjacent neighborhoods. In addition, the Riverwalk should include north and south extensions to adjacent developments where appropriate. n Potential extensions could connect the route to the Downtown Core, Pion - lain` e Morgan District development, or other riverfro evelopme iews and access to the Riverwalk should be ized and enha whenever and wherever possible. °KENNEBAGO While the river plays a more prominent role in the Center City, the study area does border Lake Winnebago, which is a considerable lkiLt for tty of Oshkosh. However, lakefront properties C ter City are currently comprised of a marina and F ac ioneer Island. The City should take advantage of any ortunities to further promote water-based recreation, should � ey arise. Potential redevelopment of the Pioneer Island property ould include some form of public space to be tied in with the planned Riverwalk extensions; however, this will depend largely on development details. WATERFRONT PARK Just east of the railroad on the north side of the Fox River is a currently vacant waterfront property. The City should explore opportunities to purchase this property and develop an additional waterfront park. This facility could link to an eastern extension of the Riverwalk and help to create a network of waterfront green spaces. In addition, the position of the property would help to connect adjacent residential neighborhood to the Center City. The size of the property could support a variety of programming improvements, such as a beach volleyball court, skate park, or tennis courts. "PULLING" THE WATERFRONT INLAND A key approach to developing the waterfront areas is to not wall off the waterfront with adjacent development. It is important that the waterfront presence be felt and seen as far inland as possible. Appropriate spacing between building and the maintaining and enhancing of view corridors to the water is essential, in order to maximize the waterfront for the entire Center City and not just the inhabitants of the development adjacent to the water's edge. 124 Imagine Oshkosh I Center City Reinvestment Strategy M� WORKING DRAFT FOR REVIEW ONLY WATER TRAFFIC IMPROVED The Fox River connects Lake Winnebago to Lake Butte des Morts. PROGRAMMING Lake Winnebago is the largest freshwater body of water within The City showconduct a review of existing parks and open Wisconsin, and in the warm months the Fox River is a key highway space within e study area to identify opportunities for new for canoes, kayaks, motorboats, and the Loos Cruises. Docks along programming which will better activate public spaces in the Center the northern banks allow boaters to pull right up and dine at local City. New programming could include splash pads or other water restaurants such as Becket's and the Ground Round. For some , ,,5,features, smaller recreational areas such as a skate park, public art, boaters, their first impressions of Oshkosh might be what they see interactive in'allations, Bocce, chess tables, or other improvements. from the water, so it is critical that the waterfront is inviting and Parks and open spaces adjacent to the Fox River or Lake Winnebago attractive. .� should include improvements that support water-based recreation. Appearance From the Water -The City should make it a policy to As a part of identifying new programming, the City should also consider the Center City from the perspective of a boat -driver or inventory existing facilities and identify necessary maintenance, V; fr th t h Id b k 1 t f renovations, or upgrades. passenger. sews om e wa er s ou e a ey e emen o review all development proposals for riverfront properties. Fo ` mple, truck parking and stroage as seen onion an Doo should not be regularly visible from the river uld Pioneer Island's e redevelopment, this site should pr e a pinnacle for oth e riverfront and lake -front, establishi inviting anttract first sight for those entering the Center Cit . A"Boa t -Friendly" Waterfront- All public sp�ng the waterfront should be improved with boat-frie ly features, such as docks, boat launches, or maintenance stations; waterfront uses such as restaurants, shopping, entertainment, and mixed-use; and civic spaces to host pubic events and activities. In addition, the City should develop waterfront signage and gateway elements specifically for boats entering the Center City. Oshkosh's ties to boating and water-based recreation should be kept in mind for all elements of the Center City's image, such as promotional materials, branding, wayfinding and gateway signage, or public art. Incorporating this theme to the Center City, particularly close to the riverfront, will help promote Oshkosh as a "boat -friendly" community. Existing spaces, such as this small plaza (William Waters Plaza) across from the Oshkosh Public Library, could be improved with public art, landscaping, a checkers/chess table, or other interactive pieces. Planned improvements are underway. 9: Urban Design � Public Spaces 125 WORKING DRAFT FOR REVIEW ONLY IMPLEMENTATION This final chapter of Imagine Oshkosh presents two fundamental components to assist with the City in implementing the plan: Incentives and Tools & Center City Partners. Drawing on these essential resources the as an implementation framework the City can begin to initiate and undertake key recommendations of Imagine Oshkosh For Imagine Oshkosh to be successful, it must be based on support and participation between the City, other public agencies, varioA neighborhood groups and organizations, the local business community, property owners, developers, and residents. TheCity should be the leader in promoting cooperation and collafcxation with these and other community stakeholders to implement Imagine Oshkosh. INCkfeeES & TOOLS The Cit ate, governements offer various incentives to enc e economic development and improvements to existing 4p ies. Tsection details some of the available incentives and that could be used to generate desired the redevelopment and development scenarios recommended in Imagine Oshkosh. DEOPMENT DISTRICTS (CITY) Okosh, based on recommendations in the reurthprre sive Plan, created several redevelopment districts to pre efforts and align resources and funding. �The main source of public funding has been through the use of x Increment Financing (TIF) for the purpose of enhancing the economic conditions required for private investment. There are eight designated Redevelopment Areas within the project study area, depicted on the accompanying map. Imagine Oshkosh will determine whether or not these existing districts need to be updated in terms of geography or whether new districts should be created to guide recommendations. 10: Implementation 127 WORKING DRAFT FOR REVIEW ONLY TAX INCREMENTAL FINANCING (CITY) TIF is the most common economic development tool utilized by Wisconsin cities to spur development. Authorized by the state legislature in 1975, TIF allows municipalities to fund infrastructure and other improvements within a designated area by capturing increased property tax revenue. Approval of TIF districts falls to a Joint Review Board consisting of the City, County, School District, and Fox Valley Technical College. For a TIF to be approved, among other factors, the developer must meet the "but for" test (i.e., the new development would not be feasible if not for the use of a TIF. TIF districts must fall under one of four district types: Blighted District, Rehabilitation or Conservation District, Industrial District, and Mixed -Use District. This classification is based on which of tr four land uses is predominant in the Tax Increment Di tT,ID) area. The TID is terminated at the end of the expen " e per (15-27 years, dependent on district type), followi ceipt o x increment revenue that totals more than the p cost to voluntary termination. Eligible project must be consistent wi hen> Ian and meet seven basic objectives: ■ 1. Stimulate and continued revita on of the ral city and downtown area ■ 2. Promote efficient usage of land throu velopment of blighted areas. ■ 3. Strengthen the economic base of the city and support economic development ■ 4. Stabilize and upgrade targeted neighborhoods ■ 5. Create and retain family supporting jobs in the city ■ 6. Increase property values and tax revenues ■ 7. Leverage the maximum amount of non -city funds into a development and back into the community HISTORIC PRESERVATION TAX CREDIT (STATE) The State of Wisconsin's Historic Preservation Tax Credit (HTC) program prides transferable state income tax credits to eligible entities rehabilitating certified historic buildings. The HTC provides an un ed, 20 pert edit for qualified rehabilitation experi7s. Eligible buildinpWst be recommended by the State Historic Presedation Officer SHPO) as a certified historic property. P ties that are not eligible because they are not certified hist c buildings may also quality for the credit if the building was placed in service before 1936 and has not been relocated. IC PRESERVATION AX REDITS (FEDERAL) The U.S. government offers two federal income tax credits that an facilitate restoration and rehabilitation of historic and older uildings. The credits include: 20% Federal Tax Credit A 20 percent income tax credit is available for the rehabilitation of historic, income -generating buildings that are determined by the Secretary of the Interior, through the National Park Service, to be "certified historic structures." The State Historic Preservation Office and the National Park Service review the rehabilitation work to ensure that it complies with the Secretary's Standards for Rehabilitation. The Internal Revenue Service defines qualified rehabilitation expenses on which the credit may be taken. Owner -occupied residential properties do not qualify for the federal rehabilitation tax credit. 10% Federal Tax Credit. The 10 percent tax credit is available for the rehabilitation of non -historic buildings placed in service before 1936. The building must be rehabilitated for non- residential use. To qualify for the tax credit, the rehabilitation must meet three criteria: at least 50 percent of the existing external walls must remain in place as external walls; at least 75 percent of the existing external walls must remain in place as either external or internal walls; and at least 75 percent of the internal structural framework must remain in place. There is no formal review process for rehabilitations of non -historic buildings. 128 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY REVOLVING LOAN FUND ENTERPRISE ZONE TAX PROGRAM (CITY/EDC) CREDIT (STATE) In 2014, the City established the Revolving Loan Fund Program Enterprise Zone Tax Credits are available through the Wisconsin in partnership with Greater Oshkosh Economic Development Economic De ent Corporation to assist Wisconsin businesses Corporation. The $2.4 million program provides a flexible gap that have r e ion projects or are relocating major financing tool for businesses involving high-income and job busine erations m other states to Wisconsin. Refundable tax growth projects through expansion or relocation in the City. creeln be earned through job creation, job retention, capital Eligible businesses may receive a minimum loan of $50,000 to a in ent, eployee training, and supply chain purchases from maximum of $200,000 to acquire land, buildings, and equipment; VWnsin verfdors. Ineligible businesses include payday loan and site preparation, construction, and rehabilitation; clearance or title loan companies; telemarketing operations; pawn shops; media demolition; and several other activities. The Greater Oshkosh outlets such as newspapers and radio (unless the job creation Capital Catalyst Fund allows for any single business enterprise significant); businesses in the tourism industry (unless the job to obtain funds from a minimum of $10,000 to a maximum of V%s is significant); retail establishments; farms; primary care $100,000. Loans, grants and equity positions are all viable awards me' t'Ca acilities; and financial institutions. from the Greater Oshkosh Capital Catalyst Fund. OSHKOSH CHAMBER (OAEDC) REVOLVING LOAN FUND PROGRAM Established by OAEDC in 2005, the Oshkosh Chamber RLF provides up to $25,000 in incentive based financingto promote local economic development with an emphasis on the Central Bu' ess District. Loans to eligible business4l&on be utilized for acqition of land, buildings and fixed equipme'144, new construction, leasehold improvements, acquisition of inventory, Ayorking capital. RECRUITMENT GRANT (BID) Established by the Oshkosh Business Improvement District (BID), the Recruitment Fund Grant program gives up to $5,000 to an individual business to aid in its relocation into the BID or fund expansion for a business that is already in the BID. RETENTION GRANT (BID) Established by the Oshkosh Business Improvement District (BID), the Retention Grant awards qualifying property owners and businesses within the BID matching funds for exterior fagade improvements made to their building. The grant reimburses 50 percent of expenses up to $1,000. AFFORDABLE HOUSING PROGRAMMING (STATE) The Wisconsin Housing and Economic Development Authority (WHEDA) provides several financing tools for housing developers and property managers to construct and maintain affordable housing. Options include tax-exempt bond financing, stand -along bond financing, and flex financing. BUSINESS DEVELOPMENT TAX CREDITS (STATE) Businesses seeking to locate or expand in the Center City may be eligible for Business Development Tax Credits through the Wisconsin Economic Development Corporation. Eligible businesses must demonstrate an increase in net employment in the state each year for which the business claims tax credits. Ineligible businesses include payday loan and title loan companies; telemarketing operations, other than inbound call centers; pawn shops; media outlets; retail establishments; farms; primary care medical facilities; financial institutions; and businesses in the hospitality industry. NEIGHBORHOOD BUSINESS REVITALIZATION GUARANTEE (STATE) The Wisconsin Housing and Economic Development Authority (WHEDA) provides financial assistance to small businesses. The organization's Neighborhood Business Revitalization Guarantee (NBRG) gives access to financing that allows qualified small businesses to develop or rehabilitate commercial real estate in urban areas. SPECIAL PROJECT LOAN FUND (STATE) The Special Project Loan Fund is administered through the Wisconsin Economic Development Corporation. Loan amounts range from $50,000 to $250,000, and can be used by businesses for working capital, equipment purchases, brownfield remediation, or new product development. Loans require at least a 50 percent match by the recipient, and loan guarantees require a 20 percent match. 10: Implementation 129 WORKING DRAFT FOR REVIEW ONLY PARTNERING CENTER CITY This section identifies organizations that have a stake in the success of the Center City, including those living, working, activating, or getting around in the Center City. As Imagine Oshkosh is being developed, it is expected that the organizations reviewed in this section will have a role in plan implementation. Please no that this chapter is a working list that is evolving and should not considered exhaustive. "WHO'S OUR LEADER & CHAMPION?" During the outreach process, it was communicated, particularly in stakeholder interviews, that economic development leadership within the Center City is divided between different organizations, and that the Center City lacks a central " mpion" with dicated resources. Referencing the success o h ntown Neena, interviewee asked: "Who is our Jo , ergstrom?' Ano er ex mple cited was the not-for-profit Downtoppleton, In . This does not mean that progress is not*g m or that organizations do not work well together, but y suggests that greater efficiency and progress could be achieved through better cohesion, clearer roles, and an aligning of resources. The most prominent groups for economic development within Center City are the Business Improvement District (this jurisdiction only covers a portion of the study area), City of Oshkosh, Greater Oshkosh EDC, and Chamber of Commerce. Imagine Oshkosh's Implementation Action Matrix (pages 126-135) should help clarify existing roles and establish a framework for clear leadership roles and responsibilities within the Center City, starting with existing resources that are already available. PLANNING PARTNERS Organizations with a likely role in plan implementation are listed in this section. Please note that this chapter is a working list that is evolving and is not all-inclusive. The order of the list has no bearing on roles and responsibilities. City of Oshkosh — Boards 6- Commissions The City ofhkos '` ludes 25 boards and commissions that provide dcision-ma ssistance for a variety of policies and development within theBoards and commissions include: City Council ■ PfidwUbmmission Businl4ftmprovement District Board Commission Pedestrian and Bicycling Advisory Committee ■ Public Arts and Beautification Committee ■ Redevelopment Authority (RDA) ■ Sustainability Advisory Board City of Oshkosh —Planning Services Division The Planning Service Division is responsible for zoning and subdivision regulations, land use planning, economic development, historic preservation, and housing programming. The Division applies for and administers the CDBG Program and Brownfield Grants, and oversees the Sustainable Oshkosh program and Oshkosh Healthy Neighborhoods Alliance. City of Oshkosh —Economic Development Division The Economic Development Division is responsible for implementing the City of Oshkosh Economic Development Plan. This Plan will guide the City's economic development efforts and investment strategy over the next five years in coordination with the Greater Oshkosh EDC and various other partners in the region. City of Oshkosh —Public Works Department The Public Works Division is responsible for maintaining and operating City utilities, services, properties, and facilities. This includes City streets, sanitation, water utility, and both stormwater and wastewater systems. The Public Works Division will play a large role in implementation, including completing and maintaining many improvements, particularly streetscape projects. 130 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY Business Improvement District The Downtown Oshkosh Business Improvement District (BID) was initially established in 1987 to supply downtown parking but has evolved into assisting with marketing, promotion, property management, revitalization, and business retention programs. The BID is funded through property assessments. Property owners within the BID contribute a self-imposed levy that is calculated based on several factors, including the property's assessed value and street frontage, with a minimum assessment of $400 to a maximum of $8,000. The assessments make up an annual operating budget that is used to fund one full-time manager, the Recruitment and Retention Fund Grant Program, events, marketing, and beautification programs. The BID's boundary is concentrated within the Downtown area. In recent years, expansion of BID boundaries has been evaluated, particularly south of the river, but expansion has not materialized. Oshkosh Saturday Farmers Market, Inc. Hailed as one of the best farmers markets in the country, the Oshkosh Farmers Market serves as a local food mecca and community gathering place. The year-round market boasts more than 150 vendors in the summer and nearly 50 in the winter. The volunteer based organization works with local businesses to provide public restrooms and is a key economic development driver in downtown. It supports and accommodates other community events, including Gus Macker, Main Street Music Festival, Square Fair, Chili Cookoff, and Chalk Walk. Oshkosh Public Library The Oshkosh Public Library serves as the community's knowledge center. With more than 1,000 visitors a day, it is a significant driver of activity in the Center City. Library leadership is in the process of transforming the Public Library into a "social commons," a location for hanging out, casual reading, scholarship, and socialization. The library also provides many community resources and programming, including literacy classes, lectures, and workshops. Winnebago County As the county seat of Winnebago County, Oshkosh contains the Oshkosh Area Cof0munity Foundation County Courthouse, as well as the administrative arm of County The Oshkosh Area Community Foundation is a non-profit government. Its operations are located in several locations within organization that provides funding for projects that improve the the study area. Oshkosh community. Grant funding is directed at projects the expand access to the arts, education, as well as those that improve Greater Oshkosh Economic Development Corporationthe quality of life for residents. Greater Oshkosh EDC provides leadership, direction, coordination, and services to advance economic development in the greater University of Wisconsin Oshkosh Oshkosh area. In addition to providing economic development The U ' sity of Wisconsin Oshkosh is the third largest university strategy, Greater Oshkosh EDC administers several tools, including., in the st with nearly 14,000 students and 1,700 employees. an interactive inventory of sites and facilities, a Revolving Loan Fund UW Oshkosh Offers 60 undergraduate majors, 100 minors, and 15 Program, and serves as an informational resources for businesses MasterDegrees in four professional colleges including: Business, and entrepreneurs. Education and Human Services, Letters and Science, and Nursing. Its 174 -acre campus sits on the western boundary of the Center City " stud area and its students and facult live work and In within Oshkosh Chamber o f Commerce The Oshkosh Chamber of Commerce is a memb e organization that advocates for ^dQWIQefn es withi the Oshkosh area. It is the fifth laWis n and has achieved a 5 -star rating. Theso that include networking opportu rela d to business startup and economia ition to its advocacy role, the Chamber opera"Leadership Oshkosh Program, a nine-month program that pre individuals for leadership roles in both their organization a community, as well as Propel Oshkosh, a development and networking group aimed at attracting and retaining young individuals for local businesses in the Oshkosh area. Amplify Oshkosh Amplify Oshkosh, a program of the Oshkosh Chamber of Commerce, is a local organization focused on growing the tech economy in Oshkosh. It looks to empower the IT community by connecting industry leaders, increasing awareness by hosting idea exchanges and cross -promotion, and strengthening the entrepreneurial spirit within Downtown's IT community. Oshkosh Convention �- Visitors Bureau Y I y I p y Downtown Oshkosh. The University has been an active partner in downtown development having acted as an investment partner in n the Best Western Premier Waterfront Hotel S, Convention Center. The Oshkosh Convention & Visitors Bureau (OCVB) is a private, not-for- profit organization, funded through room tax dollars from Oshkosh hotels. The OCVB serves as the area's tourism resource, revealing the City's brand identity: "Oshkosh, Wisconsin's Event City," in 2010. The organization serves as a resource for local events and provides a comprehensive, online list of events within the Oshkosh area. East Central Wisconsin Regional Planning Commission East Central Wisconsin Regional Planning Commission (ECWRPC) is the official comprehensive, area -wide planning agency for the ten county east central region of Wisconsin, including the counties of Calumet, Fond du Lac, Green Lake, Marquette, Menominee, Outagamie, Shawano, Waupaca, Waushara and Winnebago. ECWRPC staff provides assistance in the following areas: environmental, economic development, open space, land use, housing, community, transportation, and GIS. Oshkosh Opera House Foundation The Oshkosh Opera House Foundation is responsible for The Grand's performance season and rental activities. The annual fine arts season includes over 25 public performances and approximately 10 youth events, in addition to community theater, corporate meetings, and weddings. The Opera House is owned by the City of Oshkosh. Other Critical Partners ■ Residents ■ Developers ■ Business Leaders ■ Small Business Owners ■ Civic Organizations 10: Implementation 131 WORKING DRAFT FOR REVIEW ONLY ACTIONMATRIX $$$$. The costs in this column refer only to public costs. Below is a description of the cost scale: The Implementation Action Matrix offers a comprehensive list of all implementation strategies, policies, and recommendations found in the Imagine Oshkosh Master Plan. The matrix provides staff with a tool to prioritize implementation activities and projects over the life of the plan. In addition, the matrix allows the City to approve specific, actionable items progress based upon completed ii Implementation Action Matrix off project and indicates the followin, ■ Priority Level ■ Public Cost ■ Ease of Implementation ■ Lead Responsibility ■ Potential Partnerships ■ $ Primarily internal staff time with limited outside funding required Priority level Priority is assigned considering the cost, easemplementation and importance. Each strategy in the Implementation Action Matrix is indicated with one of the following: ■ Priority 1: Near-term, low-cost, ease of implementation, critical ■ Priority 2: Mid-term, essential ■ Priority 3: Long-term, desirable $$ Outside consulting services assistance is expected or capital expenditures are to be more than $25,000 but less than $100,000 $$$ Capital improvements greater than $100,000 but less than $1,000,000 $$$$ Multi -million -dollar capital project investment Ease of implementation The ease of implementation is indicated by a traditional grade scale from A to F, with A being easiest to implement and F being most difficult to implement. This category is a collective indicator of the anticipated level of effort by responsible parties, estimated cost, budget opportunities, and general stakeholder interest. Lead responsibility Lead responsibility refers to that stakeholder group that will oversee and facilitate completion of each identified implementation strategy. Potential Partnerships Potential partnerships identifies government bodies, civic organizations, private entities, and other associations which may be able to provide assistance with the identify strategy through coordination and cooperation. 132 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY IMPLEMENTATION STRATEGY PRIORITY PUBLIC COST EASE LEAD POTENTIAL RESPONSIBILITY PARTNERSHIPS 3 CHAPTER 3: LAND USE & DEVELOPMENT Guide land use and development per the established : Community Development 4.2.1 :nature -multi-story buildings with commercial 0 functional subareas with regards to desired land 3.0.1 1 $ : Community Development D : use, design/development guidelines, and relation to : Department surrounding districts ..................................................................... :...............:............:..........:............................ :................................. Work with property owners and investors to explore :options :Community Development : Chamber of Commerce, 3.0.2 for future development of the opportunities 2 $ D:Department : Downtown BID, Greater :sites A ;Department : Oshkosh EDC .....................................................................................:............:..........:.............................................................. :Work with property owners to consolidate or assemble : Community Development :Chamber of Commerce, 3.0.3 : adjacent parcels which could yield larger, more market- 2 $ C :Department : Downtown BID, Greater viable redevelopment scenarios, as appropriate :............... :............ :.......... : Oshkosh EDC :.............................................................. ..................................................................... : Community Development : Downtown BID, Greater B: of Commerce, Take an active role in the future use, site design, and 3.0.4 ; 1 $ : Community Development :Chamber B . Downtown BID, Greater overall planning for redevelopment catalyst sites : Commission ............................................................ : Department Oshkosh EDC : Guide inuII development and investmentwtnin me munity Development : Chamber of Commerce, 4.1.1 : Center City to reduce overall vacancy and breakup 1 $ C ep munity : Downtown BID, Greater clusters of vacant parcels and properties : Oshkosh EDC ..................................................................:............................................................................................... Guide infill development to properties south ofthe Fox : Chamber of Commerce, unity Development 4.1.2 : River where the largest clusters of vacant properties and : 1 $ : Downtown BID, Greater buildings are found De ent ; Oshkosh EDC .................................................................................... .................. ............................................. Explore opportunities for short-term uses to occupy Chamber of Commerce, Com evelopment 4.1.3 : vacant properties by creating activity on otherwise 2 : Downtown BID, Greater underutilized properties Department ; Oshkosh EDC :................:..................................................................... : Workwith developers to encourage investment within : Community Development :Chamber of Commerce, 4.1.4 ; critical mass priority areas 1� $ C :Department Downtown BID, Greater Oshkosh EDC Require that all new construction within the Downtown = e Core and Downtown Outer Core be mixed-use in : Community Development 4.2.1 :nature -multi-story buildings with commercial 0 1 $ A : Department ground floor and office and/or residential on u floors .................................................... .... Examine building codes and zoning regulations ................................................................................... (include occupancy and accessibility standards) for Community Development d 4.22 opportunities to make it easier to actoespec 1 $ A ;Department :occupy the upper floors of older buildonMain Street and Oregon Street ..............................................:................:............:..........:............................:................................. Work with property owners of old di : Chamber of Commerce, to seek and obtain grants to help co 423 $ : Community Development : Downtown BID, Greater B: associated with rehabilitating upper2 Department : Oshkosh EDC, Landmark occupancy ....................................................................................... : Commission ............................................................ Develop an inventory of all available or underutilized :Chamber of Commerce, 42.4 : upperfloorspaceswhich can be utilized to attract 2 $ B : Community Development :Downtown BID, Greater new businesses and encourage development of new : Department :Oshkosh EDC residential options EMPLOYERS4.3 ATTRACT . JOBS TO THE CENTER CITY :Actively recruit new businesses and employers to move 4.3.1 1 $ : Community Development :Chamber of Commerce, D Downtown BID, Greater ; to the Center City :Department : :............... :............ :.......... :............................ Oshkosh EDC .........:........................................................... :Fosterthedevelopment ofadditional office space,with 4.32 2 $ .................................. :Community Development:ChamberofCommerce, D Downtown BID, Greater : a particular focus on "Class A" product :............... :............ :.......... : Department : :............................ :Oshkosh EDC .........:........................................................... Incorporate office spaces within mixed-use 4.3.3 2 $ .................................. : Community Development A :redevelopment projects of considerable size .....................................................................................:............:......................................................................... : Department :Encourage development ofoffice space along the south : 4.3.4 $ Community Development :shore of the Fox River .....................................................................:...............:............:......................................................................... : Department : Encourage the conversion of underutilized industrial 4.3.5 2 $ Community Development B : buildings into mixed-use office spaces : Department 10: Implementation 133 WORKING DRAFT FOR REVIEW ONLY IMPLEMENTATION STRATEGY PRIORITY PUBLIC COST EASE LEAD POTENTIAL RESPONSIBILITY PARTNERSHIPS Develop an inventory of all vacant and available office : Chamber of Commerce, : Community Development 4.36 ; spaces within the Center City to encourage infill and 1 $ B Deartment Downtown BID, Greater :p attract new businesses :............... :............ :.......... :............................ ; Oshkosh EDC ..................................................................... Assist property owners and developers with making 43.7 2 $$ .................................. : Community Development :Chamber of Commerce, C BID, Greater : necessary improvements to existing office spaces :Department :Downtown Oshkosh EDC .........:........................................................... Establish an innovation district dedicated tofostering 43.8 ................................................................................................... 1 $$ : Community Development :Chamber of Commerce, C Downtown BID, Greater ; technology and creativity based industries :............... :............ :.......... : Department : :............................ Oshkosh EDC .........:........................................................... Work with Amplify Oshkosh to explore the potential for 43.9 2 $$ .................................. : Community Development Amplify Oshkosh, Chamber C of Commerce, Downtown a shared -use or collaborative space .........:........................................................... :............... :............ :.......... : Department :BID, Greater Oshkosh EDC :............................ .................................. Develop a'Work Oshkosh, Live Oshkosh' campaign $ :Community Development : 4310 : geared toward promoting the community as the best 1 $$ F : Oshkosh Area Department, Chamber : place in the region to live, work, and establish a business : :Community Foundation of Commerce, Greater .........:........................................................... :............... :............ :.......... Oshkosh EDC :............................ .................................. spaces ................................................ ....................................................................... Community Development 4.3.11 : Establish clearly marked, easily navigable routes into the : 1 $ D : Transportation : Department, Oshkosh Center Cityrtment $ : Convention £ Visitors appropriate .............................................. ................. :............... :............ :.......... Bureau Encourage residential development within the Center ; Chamber of Commerce, Comm Development : 5.1.1 :City in accordance with the described functional 1 C : Departure : Downtown BID, Greater subareas :...............:... :. : Oshkosh EDC Prohibit single-family detached uses in the Center City, ............................................................... :Community Development 512 :except within the Supporting Neighborhoods functional : 1 $ A subarea :Department ................................................................... Work with investors and developers to focus residential ............. .......................................................... :Community Development : Chamber of Commerce, 513 ; investment to the Center City rather than other areas 1 :Department :Downtown BID, Greater of Oshkosh: Oshkosh EDC ............................................................ .......... Focus on the Downtown Core, Downtown Outer Cor ............... ....................................................... :Community Development : Chamber of Commerce, 5.1.4 :and Oregon Street functional subareas in the sho 1 $ A:: Downtown BID, Greater term for residential growth .......................................... .... .......... . ........ ............................................... Department : Oshkosh EDC ................................ Promote mixed-use development through ne :Community Development : Chamber of Commerce, 515 : investment and the utilization of vacant upperflo 1 $ B : Downtown BID, Greater spaces ................................................ ....................................................................... :Department : Oshkosh EDC ................................ Encourage the conversion of up orspac : Chamber of Commerce, :Community Development 5.16 :of mixed-use building to resid units where 1 $ B Downtown BID, Greater :Department appropriate .............................................. ................. :............... :............ :.......... ; Oshkosh EDC :............................ .................................. Review development proposals to e that new residential investment is consist th t Community Development 51.7 : surrounding uses of that functional sub atch : 1 $ A ;Department the City's desired vision for that area, as des ed within the Plan .....................................................................:...............:............:..........:............................:................................. Work with property owners and developers to explore :Community Development : Chamber of Commerce, 5.1.8 : adaptive reuse of historic or underutilized properties for : 2 $ C:Department : Downtown BID, Greater :multi -family residential :............... :............ :.......... :............................ : Oshkosh EDC ..................................................................... Develop a'Work Oshkosh, Live Oshkosh' campaign .................................. : Community Development 5.1.9 ; geared toward promoting the community as the best 1 $$ Oshkosh Area : Department, Chamber E place in the region to live, work, and establish a business : :Community Foundation : of Commerce, Greater :Oshkosh EDC SURROUNDING5.2 STABILIZE : Establish new neighborhood groups for residential areas directly adjacentto the Center City, or work with 521 $ : Community Development : Greater Oshkosh Healthy A : existing neighborhood groups to incorporate un- : Department : Neighborhoods Inc. addressed pocket. ..................................................................... :............... :............ :.......... :............................ :................................. : Host outreach events or community meetings designed ; : Local neighborhood to gather feedback about important issues and: 522 $ Community Development : associations, Greater A : concerns to address within the distinct neighborhoods : Department : Oshkosh Healthy :surrounding the Center City .....................................................................:................................................................................................... : Neighborhoods Inc. Explore opportunities to incentivize property Local neighborhood 523 : maintenance, upkeep, and renovations within 2 $$$ : Community Development : associations, Greater C neighborhoods surrounding the Center City ;Department :Oshkosh Healthy Neighborhoods Inc. 134 Imagine Oshkosh j Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY IMPLEMENTATION STRATEGY Divert the PRIORITY PUBLIC COST EASE LEAD POTENTIAL RESPONSIBILITY PARTNERSHIPS Develop educational materials and provide assistance 6.1.1 : Local neighborhood to property owners and landlords regarding available 52.4 2 $ : Community Development : associations, Greater C : local, state, and national improvement funding : Department : Oshkosh Healthy :mechanisms .....................................................................:...............:............:..........:.............................................................. Downtown Outer Core subarea : Neighborhoods Inc. Complete a full inventory of all rental properties within :Community Development 5.2.5 :Oshkosh that provides as much detail as possible 1 $ C regarding specific properties .....................................................................:...............:............:..........:............................:................................. 2 $ :Department Establish a rental inspection program that includes a : changes, and other opportunities as the area sees rental properties "standards" checklistand conduct 52.6 2 $ : Community Development: C : annual inspections to insure compliance and property :Department : Department upkeep ..................................................................... :............... :............ :.......... :............................ :................................. Develop a program or commission to encourage home 5.2.7 :ownership within neighborhoods surrounding the 2 $ : Community Development : Greater Oshkosh Healthy C Center City ..................................................................... :............... :............ :.......... : Department : Neighborhoods Inc. :............................ :................................. 2 $$ Transportation C :Downtown BID Local neighborhood 5.2.8 Identify issues regarding safety and crime within 2 $ B :Police Department : associations, Greater residential areas surroundingthe Center City Implement an on -street paid parking system in the : Oshkosh Healthy .........:........................................................... :............... :............ :.......... Neighborhoods Inc. :............................ .................................. 2 $$ E Public Works Department, Review existing lighting infrastructure within :............ :.......... : Local neighborhood ransportation 5.2.9 : neighborhoods surrounding the Center City and 2 $ A : associations, Greater artment :identify necessary improvements 6.1.6 : Oshkosh Healthy ....................................................................................... E Neighborhoods Inc. ............. ................ .. .. ........ Ensure safe and efficient access to the Center City :............ :.......... : Local neighborhood 5.2.10: for pedestrians and cyclists from surrounding 3 Transpo n ;associations, Greater : neighborhoods 6.1.7 : Departure t Oshkosh Healthy ...........................................................:................:..... A Neighborhoods Inc. ...... :............................. .................................. Identify necessary improvements to roadway ........................................................................ Public Works Department, neighborhood Infrastructure and other maintenance projects 52.11 $ Community Development :Local associations, Greater which would elevate the appearance of surrounding 6.1.8 : Department :Oshkosh Healthy neighborhoods .......................................................................... ........ Neighborhoods Inc. ....................................................................... Actively promote and encourage growth and : Local neighborhood investment in Oshkosh's central neighborhoods 5.212 ; 2 $$ : Community Development : associations, Greater C through targeted marketing efforts and coordi : Community Development C : Department : Oshkosh Healthy with various real estate and development org tions : nc. : Neighborhoods Inc - 10: Implementation 135 Divertthe exist ingtruck routes N. Main St _ 6.1.1 ;High Avenue, Algoma Bouleva erAvenue, an 2 $$$ E : Public Works Department : WisDOT d Ceape Avenue to avoid the DowNfuni Downtown Outer Core subarea .................................................................. Monitor existing truck routes in reas ...... .......................... .................. :Public Works Department, 6.12 south of the Fox Riverto identi 2 $ B WisDOT :Transportation : : changes, and other opportunities as the area sees redevelopment and a move away from industrial uses ...........................................................................:............:..........:............................:.................. :Department 6.13 ; Make necessary roadway repairs within the Center City 2 $$$ D :Public Works Department : WisDOT ..................................................................:...............:............:..........:............................:.................. : study areas 6.1.4 : Invest in methods to inform the community of public: 2 $$ Transportation C :Downtown BID ..................................................................:...............:............:.......................................:.................. : parking options within the Center City : Department Implement an on -street paid parking system in the :Transportation 6.1.5 :Downtown Core subarea to more effectively manage 2 $$ E the use of public parking resources ........................................................... :............... :............ :.......... :Department :............................ :.................. Encourage the long-term consolidation of both public :Transportation 6.1.6 : and private parking facilities in a manner which will 1 $ E : Support deshed built forms within specific subareas ........................................................... :............... :............ :.......... :Department :............................ :.................. Update zoning regulations to encourage and incentivize : :Community Development 6.1.7 : site design which places parking on the rear of a 1 $ A property ........................................................................... ........................................................................ :Department Update zoning regulations to require appropriate :Community Development 6.1.8 : screening of surface parking lots which have street $ A :Department frontage ........................................................... :............... :............ :..........:............................:.................. 6.1.9 Ensure "super blocks" contain pedestrian amenities, 2 $$ : Community Development C ..................................................................:...............:............:.......................................................... : visual interest, and other forms of activity : Department 10: Implementation 135 WORKING DRAFT FOR REVIEW ONLY ......................................................... ........ .................................................... ............................... Improve all transit stops with benches, shelters, g : Transportation 6.122 : information signage, and other pedestrian ameniti 2 $$$ C : Department ................................................. .......................................................................... ............................... Review new development project tial $ : Transportation 6.123 changes to existing routes and ansit sto 2 B : Department .......................................... ............... ........................................ ......................................................... Conduct an annual or bienni munityy surve :Transportation 6.124: to identify potential service exte concerns, 0 2 $ A:Department : Local neighborhood groups opportunities to improve publictra ........................................ ................................................. ........................... ............................... Coordinate with Canadian National to v s :Canadian National, 6.125 : grade -separated automobile and pedestr ssings 3 $$$$ F : Public Works Department :Transportation Department : alongthe railroad right-of-way ................................................................... :............... :............ :.......... :............................ :................................. 6.126: Complete a streetscaping project along the railroad 3 $$$$ F : Community Development :Public Works Department : where it runs parallel to Broad Street : Department : Maintain open communication with government :departments IMPLEMENTATION STRATEGY PRIORITY PUBLIC EASE COST LEAD POTENTIAL RESPONSIBILITY PARTNERSHIPS $ :Identify opportunities to make new pedestrian and needs :Community Development 6.1.10: connections as redevelopment occurs and break up "super 2 $$ D :Department ..................................................................... block" developments :............... :............ :.......... :............................:................................. 6.1.11 Seek the development of complete streets throughout :the Center City study area, in accordance with a 3 $$$$ F :Community Development: Public Works Department, .....................................................................:...............:............:..........:............................:................................. : potential complete streets plan : Department : Transportation Department downsize or minimize costs, work collaborativelyto 71.3 1 Utilize sidewalk best practices which take into : Community Development A :Community Development 6.1.12: consideration the specific needs of individual roadways 2 $$$ D . Public Works Department .....................................................................................:............:..........:............................:................................. within the City :Department Center City is necessary, seek adaptive reuse of historic 71.4 1 Widen sidewalks and pedestrian amenities by reducing : Community Development D : Community Development : Public Works Department, 6.1.13 : traffic or parking lanes where appropriate right-of-way 2 $$$$ F widths exist :Department :Transportation Department .....................................................................:...............:............:..........:............................:................................. Take advantage of redevelopment and other projects 6.1.14 : to convert existing curb -side sidewalks into parkway 2 $$$ D : Public Works Department sidewalks .....................................................................:...............:............:.......................................:................................. 6.1.15 : Utilize more visible crosswalk designs and update 3 $$$ D :Transportation :Public Works Department .....................................................................:...............:............:.......................................:................................. : existing crosswalkto match overtime : Department 6.1.16 ; Improve mid -block pedestrian crossings with higher 3 $$$ D : Transportation :Public Works Department : visibility crosswalk designs rtment .....................................................................:.................................... 6.1 :Implement complete streets projects within the Center 3 $$$$ F :.......................................................... ommunity Development : Public Works Department, .17 ..............g.................y.................................................................... : City per the Pedestrian & Bicycle Mobility Map partment : Transportation Department ........................................................ 6.1.18 : Develop additional bicycle parking to encourage bicycle 2 $$ unity Development : Transportation Department : usage within the stud area : De ent ........ ...................................y............................................. Develop a bicycle education program which includes ....... .... ........................... : Transpo n :Community Development 6.1.19 :necessary information about the bicycle network, 2 designated routes, safety, and how to use the system ........................................................... :................ :.... ..........:............................................................... t.............. : Departmen : Department Complete a study of the existing bridges over the Fox : Community Development 6.120: River and potential improvements to makethem more 3 $$ D Transportation ; Department, WisDOT, : Department : Winnebago County, Public :pedestrian and bi ycle iendly ...................................................................... ........................................................................ Works Department : Public Works Department, Consider development of dedicated pedestrian bridge Transportation Department, Community Development 6.1.21 : adjacentto existing overthe Fox River and integrat 3 $$$$ F Winnebago County, State :Department :within the overall Riverwalk system and design : of Wisconsin, Army Corp of Engineers ......................................................... ........ .................................................... ............................... Improve all transit stops with benches, shelters, g : Transportation 6.122 : information signage, and other pedestrian ameniti 2 $$$ C : Department ................................................. .......................................................................... ............................... Review new development project tial $ : Transportation 6.123 changes to existing routes and ansit sto 2 B : Department .......................................... ............... ........................................ ......................................................... Conduct an annual or bienni munityy surve :Transportation 6.124: to identify potential service exte concerns, 0 2 $ A:Department : Local neighborhood groups opportunities to improve publictra ........................................ ................................................. ........................... ............................... Coordinate with Canadian National to v s :Canadian National, 6.125 : grade -separated automobile and pedestr ssings 3 $$$$ F : Public Works Department :Transportation Department : alongthe railroad right-of-way ................................................................... :............... :............ :.......... :............................ :................................. 6.126: Complete a streetscaping project along the railroad 3 $$$$ F : Community Development :Public Works Department : where it runs parallel to Broad Street : Department : Maintain open communication with government :departments :Community Development 71.1 and agencies regarding their future plans 1 $ A :Department and needs ..................................................................:...............:............:..........:............................: Work cooperatively with government departments or agencies to retain government agencies within the$ 712 1 : Community Development A : Center City and address specific facility issues as they : Department arise:............... :............ :.......... :............................ : ........................................................... In the event that a department or agency needs to downsize or minimize costs, work collaborativelyto 71.3 1 $ : Community Development A :analyze the potential forfacility consolidation which : Department would keep that body within the Center City ........................................................... :............... :............ :.......... :............................ : In the event that consolidation or relocation outside the Center City is necessary, seek adaptive reuse of historic 71.4 1 $$$ : Community Development D : structures and facilities, possibly for use by other : Department government bodies in need of facility expansion 136 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY IMPLEMENTATION STRATEGY PRIORITY PUBLIC EASE LEAD POTENTIAL COST RESPONSIBILITY PARTNERSHIPS :Address the Northwest Transition and Marion Road :Community Development : University of Wisconsin - 72.1 : Waterfrontfunctional subareas as transitional zones 1 $ A :Department :Oshkosh between the University and Center City .....................................................................:...............:............:..........:............................:................................. :Work with property owners to maintain and enhance the overall appearance and character ofthe Northwest 722 2 $$ C :Community Development :University of Wisconsin - : Transition and Marion Road Waterfront functional : Department : Oshkosh subareas ..................................................................... :............... :............ :.......... :............................:................................. Direct student -oriented uses to locate within the :Community Development 72.3 : Northwest Transition and Marion Road Waterfront 1 $ A :Department functional subareas ..................................................................... :............... :............ :.......... :.............................................................. Complete a streetscaping project along High Avenue : Community Development : Public Works Department, 72.4 : and Algoma Boulevard to visually connect the 3 $$$$ E :Department :Transportation Department University and Downtown Core .......................................................................... ............ .......... ............................................................. Install wayfinding and gateway signage within the University of Wisconsin Northwest Transition and Marion Road Waterfront : Community Development : -Oshkosh, Oshkosh 725 : functional subareas to connect the University and 2 $$$ C : Department :Convention � Visitors Downtown Core : Bureau, Transportation Department .....................................................................:...............:............:.......... ............................... : Maintain close communication with the University 726 regarding priority issues and opportunities, with a 1 $ mmunity Development : University of Wisconsin - particular focus on the interaction between the Center rtment : Oshkosh City and University's campus ..................................................................................... ....... ...................................................... : Work with the University to coordinate events, festivals, :University of Wisconsin - 727 : parades, and community gatherings, with the aim of 1 Commun evelopment : Oshkosh, Special Events dentifyingopportunitiesfor collaborationand Cross :Department :Coordinator promotion while reducing potential conflicts :................:...............:............................................................... : Strengthen the connection and patronage between : University of Wisconsin - the University and Center City by encouraging the $ Community Development : Oshkosh, Downtown BID, 72.8 : Universit, and affiliated groups, to host events and Department : Oshkosh Convention activities within Downtown :Visitors Bureau ...........................................................:........... :........ :............................ .................................. Engage with individual University departments to s = :Community Development :University of Wisconsin - 729 : identify oppo unitie for student proje s integrated 2 $ A :Department :Oshkosh, Downtown BID within the Center City 2 .............................................................................. .................. ......................................................... Coordinate with the University to conduct a feasibility University of Wisconsin - Community Development 7.2.10: study regarding a bike share program to make bicycling $$ B Oshkosh, Transportation conveniently available at low costs : Department ; Department ....................................................................... :................ :............ :.......... :............................ .................................. Coordinatewith apotentia l "innova-itan° districtto offer : :University of Wisconsin students classes, experience, and e a direct path $ : Community Development : - Oshkosh, Chamber of 22.11 : between education in Oshkos d employment in 2 B : Department : Commerce, Downtown BID, Oshkosh : Greater Oshkosh EDC ..................................................................:............... :............ :.......... :............................ .................................. Strengthen the registering, inspects d required :Community Development 22.12 : maintenance ofstudent housing pro wi he 1 $ B : Department identified subareas : Complete a full review and update of the existing historic preservation ordinance to ensure it thoroughly :Community Development 8.1.1 :addresses alteration, renovation, improvement, and 1 $$ C :Department :Landmark Commission demolition of historic properties using modern best practices ........................................................... :............... :............ :.......... :............................ :................................. Provide informational materials and hold meetings to inform the City Council, Landmarks Commission, :Community Development 8.12 :and community in general about their role in historic 2 $ A ;Department Landmark Commission preservation and the process for designating historic districts and properties ........................................................... :............... :............ :.......... :............................ :................................. Coordinate with the Landmarks Commission to :Community Development 8.13 : develop a thorough inventory of historic properties and 1 $ B:: Landmark Commission structures within the Center City ........................................................... :............... :............ :.......... Department :............................ :................................. Seek immediate landmark designation and preservation : :Community Development 8.1.4 : of high priority or high risk historic structures within the 1 $$ C :Department . Landmark Commission Center City 10: Implementation 137 WORKING DRAFT FOR REVIEW ONLY IMPLEMENTATION STRATEGY PRIORITY PUBLIC COST EASE LEAD POTENTIAL RESPONSIBILITY PARTNERSHIPS Coordinate with the Landmark Commission and 1 Commu evelopment : Public Arts q Beautification property owners to develop a long-term plan for : Community Development 815 : receiving state and national historic designations, 3 $$ C : Landmark Commission including inclusion on the National Register of Historic :Department Places :............... :............ :.......... :............................ :................................. ..................................................................... 816 Encourage and incentivize reinvestment and re -use of 1 $$ C : Community Development :Landmark Commission : historic buildings .....................................................................:...............:............:.......................................:................................. :... : Department Encourage the incentivize the restoration of historic 81 7 : facades within the Center City era, includingthose 2 $$$ C : Community Development :Landmark Commission which have been covered up, significantly altered, or ......................................................... : Department fallen into disrepair ..................................................................... :............... :............ :.......... :............................ :................................. Enforce and put into action the guidelines and $ A : Arts & Culture Coalition recommendations contained within this plan :............ :.......... :Community Development 818 : document intended to inform development and 2 $ B ;Department : improvement investment and decision-making in the 2 $ A Arts & Culture Coalition Commission, Downtown :BID, Oshkosh Convention Center City .....................................................................:...............:............:..........:............................:................................. Visitors Bureau Encourage the creative utilization of pieces of older ............ : Community Development : 819 :buildings and infrastru urewhen demolition or 2 $ A Landmark Commission replacement of older structures occurs :...............:.......................................................................Expand rtment the use of signage that celebrates Oshkosh's ............. ........... munityDevelopment8110 e : history and provides information regarding cultural 2 $$ Brtment Landmark Commission events :............ :.......... :............................ :................................. Establish an Arts � Culture Coalition thatwill be responsible for coordinating between entities, venues, 821 1 Commu evelopment : Public Arts q Beautification : and other stakeholders, including events, festivals, Department : Commission parades, art installations, and community gatherings ............................................................................:...... ....... :............................. :................................. Ensure that local groups, such asthe Public Arts : Public Arts q Beautification Beautification commission, the Opera House, and the 822 $ : Community Development Commission, University of : University's Art Department, are represented as part of Department :Wisconsin -Oshkosh the Arts & Culture Coalition ...........................................................:........... :... ...... :............................ :................................. Help support and organize arts and culture businesses 823 :and amenities through the inclusion of a "members 1 $ A : Arts Culture Coalition program as part of the Arts q Culture Coalition .................................................... .......... ......................................................... -... Attract new culture and entertainment based uses in :Community Development 824 : accordance with desired land use as established in the $ A : Arts & Culture Coalition functional subareas :............ :.......... :Department :............................ :................................. ............................................ ......................... Use the Center City as a focal poin :Public Arts Beautification 825 outdoor events, and activities r g to arts, 2 $ A Arts & Culture Coalition Commission, Downtown :BID, Oshkosh Convention entertainment, and culture Visitors Bureau J.................................... .............. ...;............... Conduct an analysis of all City -ow roperties ............ .......... ............................................................. : Arts q Culture Coalition, :Community Development : 826 and rights-of-wayto identifylocatio ubl 2 $ B PublicArts q Beautification :Department installations in the Center City ; Commission .................................................... ............... Establish a publicart program distinctto th enter p ............. ........... ........................... ............................... :Public Arts q Beautification 827 : City, including specific locations for art installations and 2 $ B : Arts q Culture Coalition ;Commission parameters for thematic design ........................................................... :............... :............ :.......... :............................ :................................. Establish a "Center City Calendar" for events, parades, 828 1 $ : Community Development : Oshkosh Convention & A : and festivals occurring in and nearby the Center City ...................................................................:...............:............:......................................................................... : Department : Visitors Bureau Incorporate artistic elements and local artists into streetscape or nfrastructure projects to create a : Arts q Culture Coalition, 829 : more cohesive identity in the Center City and take 2 $$ B : Public Works Department : Public Arts q Beautification : full advantage of capital improvement projects and : Commission investment ...................................................................:...............:............:..........:............................:................................. Coordinate with local artists and students to create : Arts q Culture Coalition, 8210 : artistic designs for Center City amenities that 2 $$ B : Public Works Department : Public Arts q Beautification :incorporate elements of Oshkosh's culture and heritage : Commission ...........................................................................:............:..........:.............................................................. Workwith property owners to transform vacantstore :Public Arts q Beautification 8211 : fronts into displays for public art and the promotion of 2 $ C : Arts q Culture Coalition ;Commission investment opportunities ........................................................... :............... :............ :.......... :............................ :................................. PublicArts q Beautification 8212: Establish a program or annual contestto display local 2 $ B :Arts &Culture Coalition Commission, University student art in spaces in the Center City : of Wisconsin - Oshkosh, Downtown BID 138 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY 8220: Explore the possibility of creating a'kick-of'event for 2 seasonal ice -fishing or the sturgeon spring season ...................................................................................... ......... Establish and promote winter activities in the Center 8221 : City, particularly an ice rink, potentially located in the 1 :Opera House Square ...........................................................:........... ....... Create a "taste of Oshkosh" or a similar event offering 8222: inexpensive food and beverages demonstrating local 2 $$ C cuisines, restaurants, and cafes : Promote the use of food trucks in the Center14 8223 supportive amenities for events in the area .......:...................................................... Identify various properties witCdesns 82.24: could be potential spaces for varying scales ........................................ Launch a promotional campa 8225 :as both a summer and winter vacationers A A Community Development :Downtown BID, Oshkosh Department : Convention � Visitors Bureau, Civic Organizations ................................ ........................... Downtown BID, Oshkosh Parks Department ; Convention � Visitors Bureau, Civic Organizations ............................................................ Community Development :Downtown BID, Oshkosh Department : Convention q Visitors Bureau, Civic Organizations Community Development :Downtown BID, Oshkosh Department : Convention � Visitors Bureau, Civic Organizations ............................................................ Community Development :Downtown BID, Oshkosh Department : Convention � Visitors Bureau, Civic Organizations ............................................................ Community Development :Downtown BID, Oshkosh Department . Convention � Visitors Bureau, Civic Organizations Applythe design and development guidelines to new IMPLEMENTATION STRATEGY PRIORITY PUBLIC COST EASE LEAD POTENTIAL RESPONSIBILITY PARTNERSHIPS regards to architectural style; building height, bulk, and Build upon unique features, such as the Fox River, Lake 9.1.1 ; proportion; building placement and orientation; parking : 1 $ E : Community Development areas; building materials; doors and entrances; windows; : Winnebago, University of Wisconsin - Oshkosh, or the rooflines and parapets; awnings and canopies; building :Public Arts q Beautification 82.13: City's heritage, by incorporating them in public art, 2 $ A : Arts � Culture Coalition ;Commission 9.2 ESTABLISH A SENSE OF public spaces, information destinations, and the general Review and update zoning regulations throughout ..................................................................... design of the Center City's physical environment:............... :............ :.......... :............................ :................................. require to match existing streetwalls where previously Support the local food movement to help create a more established ..................................................................... :............... :............ :.......... :............................ :................................. 82.14 self-reliant and resilient food network and improve the 2 $ : Community Development: A Arts Culture Coalition the Downtown Core, Outer Core, Oregon Street, and : local health, economy, environment, and social fabric of Northwest Transition : Department ..................................................................... the community:...............:............:..........:............................ :................................. Work with non-profit and charitable organizations to 82.15 :establish Little Free Pantries in areas where neighbors 3 $ : Community Development D Arts Culture Coalition : might convene to meet neighborhood needs and : Department ..................................................................... combat food insecurity:............... :............ :.......... :............................ :................................. Encourage and support local activism for all things in "open :Community Development 82.16: the Center City by fostering and promoting an 1 $ A .....................................................................:...............:............:..........:............................:................................. door policy" with City officials and staff : Department Consider hosting an annual or bi-annual "Center City 'to :Community Development 82.17: Idea ForUI hear and discuss ideas from interested 2 $ B .....................................................................................:............:..........:. residents, business owners, and stakeholders : De artment ........................:................................. Elevate existing events and develop additional festivals ommunity Development 82.18: and gatherings to help generate activity in the Center 1 $$ B ...................................................................:.............................. :City year-round artment ................................................... FollowingOktoberfest, establish a Winter Fest that Downtown BID, Oshkosh Co , ity Development 82.19: incorporates tens with seasonal food, beverages, and 2 $$ C : Convention q Visitors Department merchandise ............................................................................... : Bureau, Civic Organizations ............................... 8220: Explore the possibility of creating a'kick-of'event for 2 seasonal ice -fishing or the sturgeon spring season ...................................................................................... ......... Establish and promote winter activities in the Center 8221 : City, particularly an ice rink, potentially located in the 1 :Opera House Square ...........................................................:........... ....... Create a "taste of Oshkosh" or a similar event offering 8222: inexpensive food and beverages demonstrating local 2 $$ C cuisines, restaurants, and cafes : Promote the use of food trucks in the Center14 8223 supportive amenities for events in the area .......:...................................................... Identify various properties witCdesns 82.24: could be potential spaces for varying scales ........................................ Launch a promotional campa 8225 :as both a summer and winter vacationers A A Community Development :Downtown BID, Oshkosh Department : Convention � Visitors Bureau, Civic Organizations ................................ ........................... Downtown BID, Oshkosh Parks Department ; Convention � Visitors Bureau, Civic Organizations ............................................................ Community Development :Downtown BID, Oshkosh Department : Convention q Visitors Bureau, Civic Organizations Community Development :Downtown BID, Oshkosh Department : Convention � Visitors Bureau, Civic Organizations ............................................................ Community Development :Downtown BID, Oshkosh Department : Convention � Visitors Bureau, Civic Organizations ............................................................ Community Development :Downtown BID, Oshkosh Department . Convention � Visitors Bureau, Civic Organizations Applythe design and development guidelines to new construction and proposals within the Center City, with regards to architectural style; building height, bulk, and 9.1.1 ; proportion; building placement and orientation; parking : 1 $ E : Community Development areas; building materials; doors and entrances; windows; : : Department rooflines and parapets; awnings and canopies; building signage; building lighting; and rear yards and rear :facades 9.2 ESTABLISH A SENSE OF Review and update zoning regulations throughout the Center City study area to facilitate the creation of : Community Development 9.2.1 : consistent streetwalls and ensure new development is 1 $ A :Department require to match existing streetwalls where previously established ..................................................................... :............... :............ :.......... :............................ :................................. Prioritize infill development which will contribute 922 to existing streetwalls or fill streetwall Saps within 1 $ A : Community Development :Public Works Department the Downtown Core, Outer Core, Oregon Street, and : Department Northwest Transition 10: Implementation 139 WORKING DRAFT FOR REVIEW ONLY IMPLEMENTATION STRATEGY PRIORITY PUBLIC COST EASE LEAD POTENTIAL RESPONSIBILITY PARTNERSHIPS Support development within the Downtown Outer Core which will facilitate creation of a consistent streetwall: 9.23 1 $ Community Development A : and where possible, connect with the established : Department streetwall within the Downtown Core subarea:............... :............ :.......... :............................ :................................. ..................................................................... Require a landscaped streetwall, consisting of foliage, :Community Development 9.2.4 :fencing, berms, or other decorative elements for all 1 $ A surface parking lots with street frontage .....................................................................:...............:............:..........:............................:................................. :Department : Coordinate with property owners of vacant properties to explore innovative options for temporary walls or other barriers which will contribute to an existing 9.Z5 2 $ : Community Development B ; streetwall while providing a space for public art, Department community postings, interactive displays, and other forms of public engagement 9.3 PROVIDE A WELCOMING 93.1 : Enact additional streetscaping projects within the 3 $$$$ F : Community Development ; Public Works Department, : Center City per the streetscape prioritization plan .....................................................................:...............:............:......................................................................... : Department : Transportation Department 9.32 : Promote opportunities for restaurants to feature 2 $ B : Community Development : outdoor patios and rooftop decks ..................................................................... :............... :............ :.......... : Department .... ........................................................... Take advantage of opportunities to bury utilities or 9.33 3 $$$$ :Community Development F blic Works Department : Department, Transportation ;relocate them to the rear of sites as an alternative ...........................................................:...............:............:.... Department ........................................................... Public Works Department, 93.4 ;Establish gateway features in key locations to announce : 1 $$$ C Co ty Development :Transportation Department, :entrance into the Center City Depa t :Oshkosh Convention ................... Visitors Bureau ............................................................ Establish wayfinding signage in key locations to direct 9.3.5 1 : Community Development :Transportation Department, C :Oshkosh Convention people to destinations in the Center City Department Visitors Bureau Consider the development of WiFi pillars orsimilar 93.6 .......... $$ ........................................................................ Community Development : Amplify Oshkosh, : technologies within the Center City: Department : Downtown BID Explore opportunities to incorporate interactive art = .. .......................................................... :Community Development 93.7 :displays which invite residents to become involved with 2 $ D : Arts � Culture Coalition the environment around them :.. :.......... :Department :............................ :................................. ....................................................... Incorporate green infrastructure within streetsc n 93 ................... 2 $$ : Community Development: Public Works Department, D .8 :the Center City : Department : Transportation Department :Conduct a review of properties in the Center City a - : Community Development 9.4.1 : establish a plan that identifies pot "' v pat an 1 $ B : Parks Department : Department, Public Works open spaces by functional suba ................................. ............... ....... ...................... : Department ...... .............................................................. Prioritize development of a nei ood parkwit a 9.42 2 $$$ :Community Development D : Parks Department : Department, Public Works functional subarea south of the F r Department ................................................... ................................................................................................................. :Provide incentives to incorporate public art of : 9.43 2 $$ : Community Development : Parks Department, Public C : future development in the Center City .........:...................................................................................... : Department : Works Department ...... .............................................................. Actively seek the development of a dedicated dog park 9.44 1 $$ : Community Development C :Parks Department : Department, Public Works thin the Center City .........:...........................................................:...............:............:..........:.............................................................. Department Workwith property owners, developers, and existing 9.4.5 : businesses to identify opportunities for public plazas, 2 $ : Community Development : Parks Department, Public B pocket parks, and other smaller public spaces ..................................................................... :............... :............ :.......... :Department :Works Department :............................ :................................. Continue to activate local waterfronts as unique assets :Community Development 9.4.6 :and extensions of the existing public spaces within the 1 $ B : Parks Department : Department Center City ..................................................................... :............... :............ :.......... :............................ :................................. Continue to complete segments of the Riverwalk as :Community Development 9.4.7 :funding becomes available, particularly eastward to 1 $$$ C : Parks Department provide access to Lake Winnebago ..................................................................... :............... :............ :.......... :Department :............................ :................................. Community Development Take advantage of any opportunities to further promote : 9.4.8 1 $ : Department, Oshkosh B :Parks Department : water-based recreation : Convention q Visitors .........:........................................................... :............... :............ :.......... Bureau :............................ .................................. : Explore opportunities to purchase a property and 9.4.9 ; 3 $$$ :Community Development D : Parks Department : Department, Public Works develop an additional waterfront park Department 140 Imagine Oshkosh I Center City Reinvestment Strategy WORKING DRAFT FOR REVIEW ONLY IMPLEMENTATION STRATEGY PRIORITY PUBLIC EASE LEAD POTENTIAL COST RESPONSIBILITY PARTNERSHIPS Consider the Center City from the perspective of a $ : Community Development 9.4.10 boat -driver or passenger A : Department .....................................................................:...............:............:......................................................................... : Improve waterfront public spaces with boat -friendly :Community Development: Parks Department, 9.4.11 :features, such as docks, boat launches, or maintenance : 2 $$ C : Department : Wisconsin Department of stations : Natural Resources ..................................................................... :............... :............ :.......... :............................ ........................... ....... Develop waterfront signage and gateway elements : Community Development :Parks Department, Oshkosh 9.4.12: specifically for boats entering the Center City p $$ C : Department :Convention £� Visitors Bureau .........:...........................................................:...............:............:..........:.............................................................. Conduct a review of existing parks and open spaces 9.4.13: within the study area to identify opportunities for 2 $ g :Parks Department new programming as well as necessary maintenance, renovations, or upgrades 10: Implementation 141