HomeMy WebLinkAboutResolution No. 2004-18 .A '�.."
� RESOLUTION NO. 2004-18
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
FRIENDSWOOD, TEXAS, PROVIDING FOR THE ADOPTION OF
THE MAIN STREET IMPLEMENTATION PLAN, AS
RECOMMENDED BY THE MAIN STREET STEERING
COMMITTEE.
* * * * * * * * * � *
WHEREAS, a vibrant downtown is a symbol of community pride and quality of
life, factors that help create a positive environment to retain, expand, and attract
businesses to the community; and
WHEREAS, the City's plan for redeveloping the Main Street area is based upon three
goals that citizens envision the future of Friendswood's downtown to be:
- To preserve the local heritage of the community while promoting reinvestment
and redevelopment of sustainable neighborhoods and businesses;
- To increase the overall economic value of the Main Street Area and the City to
reduce the tax burden on homeowners; and
- To preserve and enhance the Main Street area and the community by providing a
center that creates a unique identity and a recognizable sense of place; and
WHEREAS, these goals presented the framework to create a conceptual plan and
vision for a community town center, which serve as a starting point for redeveloping the
broader Main Street area.
WHEREAS, after much study and discussion, an implementation plan has been
created which provides recommendations and strategies designed for achieving the future
vision of the Main Street area.
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF FRIENDSWOOD,
TEXAS:
Section 1. The Main Street Implementation Plan Report, a true and correct
copy of which is attached hereto as Exhibit "A" and for all things made part hereof, is
hereby adopted. The Main Street Implementation Plan, as recommended by the Main
Street Steering Committee on August 2, 2004, shall be used as guide in planning for
redevelopment of the Main Street area.
Section 2. The map of the Main Street area included within the Main Street
Implementation Plan is hereto attached as Exhibit"B."
PASSED, APPROVED,AND RESOLVED this the 13�'day of September 2004.
� �
Kimball W. Brizendine
Mayor
ATTEST:
, �
Deloris McKenzie, TRM
City Secretary
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City of Friendswood
Vision
Together we build our future in a friendly place to live, work, play, learn, and worship.
Mi ssi on
It is the mission of the Council and staff of the City of Friendswood to provide the highest level of
service to our citizens at the greatest value.
Guiding Principles
We believe that visionary planning is essential.
We believe that proactive, responsive, effective leadership is essential.
We believe that ongoing interactive communication is essential.
1
Tab l e o f Con ten ts
Preface iii
Acknowl ed�emen ts iv
Main Street Implementation Plan Team iv
Executive Summary vii
Next Steps xiv
Introduction 1
Main Street Project Overview 2
Main Street Project Challen�es and Opportunities 5
Project Deliverables 7
Findin�s 8
Concept One: Or�anization � Establish an Independent Entity 9
Concept 2: Operation � Operate the Town Center 13
Concept 3: Fundin� � Launch Private Fundin� Campai�n to Partner with Public
Funds and Third-Party Capital 15
Concept 4: Brandin�/Identity and Marketin� � Establish Brand Identity and Market
Position 20
Concept 5: Demarcation � Demarcate the Town Center Boundaries 23
Concept 6: Political Action � Develop and Implement Political Action Plan 30
Concept 7: Partnership � Form Strate�ic All iances to Drive the Vision 31
Bud�et Anal ysis 33
Idea Map 35
Project Evaluation Tool 35
Conclusion 36
Next Steps 37
Frequentl y Asked Questions 39
The Appendix is bound in a separate document.
.
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Preface
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111
Acknowled�ements
PageSoutherlandPage extends its gratitude to all participants in this project for sharing their time,
leadership, vision, and enthusiasm, especially the Honorable Kimball Brizendine, Mayor; Ron Cox, City
Manager; Karen Capps, Economic Development Director; Christal Kliewer, Assistant to the City
Manager; and the Main Street Steering Committee. We are grateful to the Friendswood Community for
the opportunity to work on this important and exciting project.
Main Street Implementation Plan Team
Pa�eSoutherlandPa�e
Founded in 1898, PageSoutherlandPage is among the oldest major architectural/engineering/planning
firms in the United States and has grown into a full service design organization with four U.S. offices.
Our staff of over 260 dedicated architects, engineers, planners, strategic analysts, interior designers,
and technical specialists provides us with the resources and the network of professional affiliations to
responsibly handle projects of all scales and schedules anywhere in the world. PageSoutherlandPage
led the Main Street Implementation Plan Team. PageSoutherlandPage team members included:
Lewis T. May, FASLA, Director of Planning
Kurt M. Neubek, FAIA, CFM, Director of Strategic Consulting
Verrick D. Walker, Ph.D., Programmer/Planner
Annette B. Salvador, University of Hawaii Architecture Doctorate Student
Ricardo Lozano, Designer/Planner
Nancy A. Fleshman, Director of Research
John Littlejohn, Director of Special Projects
Cathy Nguyen, Graphic Designer
CDS Market Research
As President of CDS Market Research, Kent Dussair manages the firm's various activities and directs the
professional staff inembers on project assignments. Under his guidance the firm has become a regional
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leader in market analysis and real estate advisory services. For over 33 years, CDS has provided
guidance to marketing, planning and real estate professionals in both the private and public sectors in
the form of independent studies and consulting assignments, including the 2002 Friendswood Market
Study.
Crosswell-Torian
Ned Torian began his career in commercial and investment real estate in 1969 and has since brokered
or co-brokered transactions having a total value in excess of $450,000,000. He has represented private
investors from the United States, Mexico, Canada, Columbia, Hong Kong, England, Australia, Pakistan,
Lebanon, and Saudi Arabia, including: Medistar, Lyme Properties, Shadow Creek Ranch, Aldine
Independent School District, PageSoutherlandPage, Hudson Engineering, KB Homes, JP Morgan Chase,
Home Depot, Service Merchandise, The Sam Houston Race Park, Guardian Savings, Keystone
International, Inc., Tyco International, Bill Walker Clothier, Inc., Service Corporation International, and
Century Development Company.
Goswick Marketin�
Over the past 20 years, David Goswick has created award-winning branding and marketing programs for
many of the nation's most recognized and successful real estate developments. He has been
recognized with over 500 real estate marketing awards across America. In Houston, Goswick
established award winning marketing programs for the area's top five selling communities, The
Woodlands, Cinco Ranch, StoneGate, Shadow Creek Ranch, and Sienna Plantation. Goswick has past
been recognized as the "outstanding member" of the National Association of Real Estate Editors.
M2 Consul tin�
Monique McGilbra is a commercial real estate development consultant, specializing in public-private
urban development initiatives. Her recent projects include the Prairie View Economic Development
Plan and the redevelopment of the Plaza Mall in New Orleans, LA. Prior to establishing M2 Consulting in
2003, Ms. McGilbra served as founding director of the Building Services Department for the City of
Houston, where she managed over $350 million worth of Capital Projects. She has also served as a
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board member for the Uptown Tax Increment Reinvestment Zone (TIRZ) and Director of Operations for
Hines.
Spillette Consultin�
Steve Spillette is an urban development strategist with an extensive background in real estate market
research, urban planning, and special districts. Through an alliance with CDS Market Research, he has
also performed financial analyses for specific economic development activities, including the Uptown
Houston Improvement District, a neighborhood enterprise zone in Galveston, tax increment
reinvestment zones in Galveston and Houston, and the 2002 Friendswood Market Study.
Wal ter P. Moore
David Finklea, P.E., is a civil engineer and Director of Business Development for Walter P. Moore. Mr.
Finklea provided research into the programming of the improvements, coordination with the Texas
Department of Transportation and Houston-Galveston Area Council (HGAC) in terms of the
improvements along FM518, and advised on site circulation issues. His expertise with Tax Increment
and Transportation Financing was used in establishing the "form givers" for infrastructure
improvements for the Implementation Plan.
William L. Peel, Jr., Consultant
Bill Peel is an independent real estate and development consultant with specialized expertise in the
Greater Houston Area. While an executive officer with MetroNational, Mr. Peel was in charge of the
$700 million redevelopment of Memorial City, one of Houston's urban centers. Mr. Peel's
responsibilities included the initiation of tax increment financing initiatives and the formation of a
management district. A frequent speaker, Mr. Peel has addressed organizations at both the local and
national level, including the American Institute of Architects, Houston Galveston Area Council,
International Council of Shopping Centers, and the Urban Land Institute.
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Execu ti ve Summary
.
vii
This Report summarizes the Main Street Implementation Plan, which identifies a set of strategies for
creating a Town Center development for the City of Friendswood, Texas. The Implementation Plan is
not intended to describe a process for constructing the Town Center, but rather an approach for
creating an environment that fosters this kind of development by the private sector.
P ro j ect Ove rvi ew
The Implementation Plan represents the third phase of the Main Street Project, the City's initiative to
revitalize its Main Street Area and to create a more sustainable town center. These efforts began in
1998 with Vision 2020, the City's plan for developing the community through the year 2020, and were
subsequently formalized in 1999 as the Main Street Project. The first phase identified the major goals
for the Project:
• To preserve the local heritage of the community while promoting reinvestment and
redevelopment of sustainable neighborhoods and businesses;
• To increase the overall economic value of the Main Street Area and the City to reduce the tax
burden on homeowners; and
• To preserve and enhance the Main Street Area and the Community by providing a center that
creates a unique identity and a recognizable sense of place.
These goals provided the framework for the second phase of the Project, the creation of a conceptual
plan for a community town center, which could serve as the starting point for redeveloping the broader
Main Street Area. In Fall 2002, the City retained PageSoutherlandPage to develop this conceptual plan,
which identified the key elements of the proposed Town Center development, as well as a specific
location for the Town Center—Friendswood's historical downtown, the area along South Friendswood
Drive (FM518) bound by Shadowbend Street, Morningside Drive, Spreading Oaks Street, and Laurel
Street.
The third phase of the plan was initiated in fall 2003, when the City engaged PageSoutherlandPage to
create a plan for implementing the Town Center concept. PageSoutherlandPage assembled a team of
leading planning, real estate, development, marketing, and financial professionals to identify, review,
and recommend various implementation tools, methods and mechanisms, including:
. A Real Estate Strategy that addresses land development constraints and opportunities;
. A Development Strategy that addresses the viability of various implementation, organizational
and delivery strategies and financing mechanisms;
. A Marketing Strategy that addresses methods for effectively communicating the Project's
opportunities and for attracting potential investors and funding sources; and
..
viii
. A Project Evaluation Tool that provides guidelines for assessing the ongoing progress of the
Mai n Street Proj ect.
Through a series of highly interactive vision sessions, the Project Team collected, organized, and
analyzed data on the range of issues shaping the Town Center. The outcome of this process was the
Main Street Implementation Plan.
Project Challenges and Opportunities
Unlike other commercial development projects in Friendswood, the Main Street Project is a
redevelopment effort. Consequently, the Friendswood community cannot depend on a single, private
developer to create the Town Center development. The initiative going forward must come from the
community itself—a partnership led by Friendswood's private sector and joined by the City
government. The commitment of this partnership to invest in and operate public streets and
sidewalks, community facilities, and cultural activities will be the mechanism that leads to a multitude
of other private sector decisions, bringing the Project to full fruition. The ability of the Community to
provide redevelopment enhancing regulations and to raise funds will be especially important in
realizing the Project vision. While perhaps a daunting task on the surface, this approach to creating
Friendswood's Town Center also presents a unique opportunity. The Project can grow organically as
the City's civic, cultural, commercial, and emotional "heart."
Main Street Implementation Plan
The Implementation Plan lays out a real estate, development, and marketing strategy for developing
the Town Center and the Main Street Area, based on the project challenges and opportunities, in terms
of seven key concepts.
Concept One: Organization
The City of Friendswood should establish an organizational Entity to direct the implementation of the
Town Center plan. This should be one of the first steps that the City takes in executing the
Implementation Plan. The Entity should be set up as a private not-for-profit organization and serve as
a focal point for communication, fundraising and operation of the Town Center. A permanent
(Executive) Director should be recruited to run the Entity and grow the Project. The Executive
Director will be responsible for the coordination of events occurring in the Town Center and for the
marketing, communications, public relations, and operations activities for these events. A Champion
and an Interim Director should be appointed to operate the Entity while searching for an Executive
Director.
1X
Concept Two: Operation
The Town Center area should begin to function as a Town Center, even before all physical elements are
in place, in order to build momentum for the Town Center concept. This can engender confidence that
there is public and private sector support for the Town Center, generate activity which will promote
market appeal and investment interest, and provide a low-cost way to add definition to the Town
Center and to identify those activities and land uses that are the most socially, culturally, and
economically viable. The Entity should identify and define potential magnets and look for immediate
niche development opportunities. It should seek out the kinds of businesses that have the greatest
potential for attracting people to the Town Center, such as locally-rooted businesses, along with
boutiques, specialty stores and restaurants from other markets. Civic operations like the Library, Post
Office and City Hall would complete the mix.
Concept Three: Funding
The private sector of the Friendswood community should take the lead in implementing the
redevelopment of the Town Center area. In the short- to mid-term, the newly created Independent
Entity must emphasize private funding as the primary resource for accomplishing development
objectives. While the City of Friendswood will need to remain a partner in the effort, the financial
commitment of the private sector will be the most meaningful signal to attract sources of third-party
capital, whether the sources are public or private. In the long-term, the community should begin to
consider new funding and administrative mechanisms, such as Tax Increment Reinvestment Zones,
Public Improvement Districts, or Municipal Management Districts. Funds generated through these tools
can stretch further when applied as local contributions or matched to third-party sources, especially
government or foundation grants. Even with these tools, private funding and regular City support will
continue to be necessary over the long term to help sustain administrative and operational activities.
Concept Four: Branding/Identity and Marketing
Concurrent with initiating the Town Center operation, the Entity should establish a brand identity and
market position for the Town Center. It is necessary to create not only a physical presence, but also a
mental image of what the Town Center is, and can be, for the citizens of Friendswood, the greater
Houston area, and perhaps more importantly, the broader investment community. This will require a
marketing and communications initiative that targets internal and external audiences, including
residents, consumers, business owners, and investors. These efforts should be focused, in particular,
on attracting media news coverage in order to establish marketplace presence for the Town Center.
x
Concept Five: Demarcation
The City and the Entity should give physical form to the Town Center area to establish a pedestrian-
friendly zone and the initial sense of place. This can be done initially through low-cost initiatives such
as banner and signage programs and, eventually, through more expensive initiatives such as
beautification and street and infrastructure improvement projects. These activities should be aligned
with the operations and marketing efforts. The City should adopt a new methodology or tool to
regulate and approve proposed projects within the zone, in order to encourage the development of
Friendswood's mixed-use Town Center within the existing community fabric. The most effective tool
may be a Traditional Neighborhood Development (TND) ordinance, which focuses on generating a public
infrastructure of streets and open space, promoting walkability, and creating an appropriate human
scale for buildings rather than imposing precise architectural details or building uses.
Concept Six: Political Action
The Mayor, the City Council, and the Entity must work together to form strategic alliances with Local,
State, and Federal government officials who can directly impact the success of the Project. A political
action plan should be developed to leverage additional resources from agencies such as the Texas
Department of Transportation and the local school districts. This can help to create an unmistakable
synergy among all stakeholders that will bring the appropriate level of attention to the Project. It can
also be useful in leveraging political capital, which will be essential for obtaining government resources
necessary for the success of the Project.
Concept Seven: Partnership
The Entity and the City should form strategic alliances with the key stakeholder groups and
communicate openly and frequently with the myriad special interest groups to ensure the Town Center
plan becomes a part of the community. The Project vision should be aggressively promoted and
coordinated with other complementary community initiatives in a synergistic manner. This will foster
an environment that maintains the existing Town Center's character and integrity without
disenfranchising any of the community's social capital.
Budget Analysis
The graphs on the following pages summarize two budget and cash flow models, a low and a high
projection scenario, that estimate the minimum and maximum costs possibly associated with
implementing the Town Center vision in the short and middle terms of the Project (years 1-2 and 3-5,
respectively). City and Community funding represent investments coming from within the greater
Friendswood area, and Third Party funding represents public and private monies generated outside the
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Friendswood area, such as grants from municipal, state, and federal agencies and investments by
private developers. The graphs show that the Project costs through the first year may range from
$140,000 to $420,000 per year. In year three, the annual Project cost is projected to double ($300,000
to $940,000) and, by the fifth year, to increase to between $625,000 and $1,830,000, representing a
cumulative investment of approximately $1,500,000 to $5,250,000. The graphs suggest at least three
things. First, the City's initial financial contributions to the Project can be relatively small (less than
$55,000 annually for the low projection), but should greatly increase during the middle term ($100,000
in year 5 for the low projection). Second, the vast majority of activities, especially in the early stages
of the Project, should be paid for by funds raised through the Community. Finally, there will need to
be a great infusion of private capital during the mid-term of the project (year 5, in particular). These
outcomes will largely depend on fundraising efforts and the sequencing of Project activities. The
success of the project will hinge, therefore, upon the Entity's ability to raise funds within the
Community and to attract funding, including grants, donations, and developer contributions, from
public and private sources outside the Community. The City's funding will be an important signal of
support for these efforts.
.
Xll
$2,000,000
Investment-
$1,800,000
.
.
.
.
.
$1,600,000 '
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.
� $1,400,000 �
.
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� $1,200,000
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� $1,000,000 �
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� $800,000
.
� ' Investment-
a -
$600,000
.
.
$400,000 " � � �
Third Party Funding
$200,000
. . •
$0 ' =
Short-Term � Mid-Term
Project Timeline
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Xlll
$6,000,000
$5,000,000
.
.
.
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� $4,000,000
�, Investment- �
� High Projection , �
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� $3,000,000 �
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� • � Investment- Third Party Funding
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Short-Term � Mid-Term
Project Timeline
Next Steps
The first step in moving forward with the Project is to formally adopt the Implementation Plan. This
should be followed by a number of activities which can occur concurrently:
• Initiate the appropriation of "seed funding" to support Project start-up activities. This initial
funding by the City is requisite to establishing the Entity and facilitating efforts leading up to
the establishment of the Entity.
• Charge the Main Street Steering Committee with executing the Implementation Plan activities
up until the establishment of the Entity.
• Determine the legal structure for the Entity.
• Initiate regulatory changes and modifications to existing ordinances to facilitate transitional
development that is consistent with the Main Street Vision, until the Traditional Neighborhood
Development (TND) zone can be established. This may require an initial work session between
the Steering Committee and the Planning and Zoning Department to establish preliminary
guidelines as suggested in the Plan. Likewise, the Steering Committee should become involved
in the City's planning activities, as well as those of other local agencies when they are
.
xiv
addressing land use, transportation, infrastructure, or service delivery in and around the
Friendswood area.
• Expand the Steering Committee to include leaders of key stakeholder groups (both within and
without the Community). Individuals with prior organizational and fundraising experience
should be targeted, especially those having affiliations with local and state agencies that could
impact Project activities. This group could serve as the initial pool of prospects for the Interim
Director.
• Hold Project Kick-Off receptions for local constituents, stakeholder groups, and potential
investors to announce the formal adoption of, and intentions to move forward with, the
Implementation Plan.
These first steps are crucial to the successful start-up of the Project and will require a strong
commitment of funding, resources, and personnel on the part of the City.
xv
1 n troduction
There is a growing desire today in the cities across the nation for a new sense of community. Today's
freeways and highways move people, goods, and services across cities and regions with speed and
convenience. The telephone, internet, and other means of communication are both rapid and
numerous, yet they have not brought our communities closer. To communicate is one thing. The
hunger to commune is another. What many of us long for today is a time and a place where we can be
in close communion; for less hectic, simpler days when it was possible to share ideas and share our
lives; to live, work, and recreate with family, neighbors, and friends...a place where the community
shares its vitality, joy, pride, traditions, and culture. Through our own memories as well as those of
our parents and grandparents, we reflect on images of the bakery, the meat market, the barber shop,
the post office, the corner drugstore, and the bank- all just a walk away from our homes, and often
located in a town center. We look back and long for a return to "Main Street."
With much of the same nostalgia, but with an eye toward strengthening its Main Street Area and
attracting businesses and pedestrians to its own town center, the City of Friendswood has undertaken
the Main Street Project. This initiative builds on the City's heritage and reflects a growing trend in
other towns across the country—to revitalize what used to be the center of the community.
The notion of a town center as a community focal point has played a significant role in the history of
towns and cities. Greek city-states, Roman crossroads and military towns, European medieval villages,
English towns and country villages, and American colonial settlements all revolved around flourishing
central cores. More recently, town centers have drawn their inspiration from the historic mixed-use
districts of late 19t" and early 20t" century American small towns and cities. These centers were always
woven into the fabric of a larger, essentially residential community—whether village, town, or city—
and sized appropriately.
There is no single formula for creating a successful town center, nor do all town centers contain the
same types of establishments. There are, however, some basic similarities. Town centers typically:
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• Accommodate pedestrian circulation, with attractive, continuous sidewalks
• Balance a synergistic mixture of land uses
• Integrate public and civic spaces and encourage community activities
• Provide amenities other than retail, such as libraries, museums, municipal offices, and meeting
facilities
Although transportation technology has made it possible for commercial centers to serve people
throughout far flung trade areas, the interweaving of town centers and residential neighborhoods
remains key to the creation of places that have enduring value, a strong identity, and round-the-clock
activity.
Main Street Project Overview
The City of Friendswood's efforts to create a more sustainable town center began in 1998 with Vision
2020, the City's plan for developing the community through the year 2020. These efforts were
subsequently formalized as the Main Street Project, which has included three major phases:
1. Vision and Goals (1999-2001)
2. Conceptual Plan (2002-2003)
3. Implementation Plan (2003-2004)
Phase One: Vision and Goals
In December 1999, the Main Street Task Force was appointed by the City Manager and asked to develop
a strategic vision of the future of the Main Street Area. Membership of the Main Street Task Force
comprised community volunteers who lent many hours of their time to this process.
The initial work of the Main Street Task Force consisted of reviewing the Downtown Overlay District
Ordinance. The Task Force recommended changes to the geographical boundaries of the Main Street
Area. They sought guidance from the Texas Downtown Association, which resulted in a visit to
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Friendswood by two community revitalization experts who provided information and advice regarding
the Main Street Area.
The Task Force discussed what each member's future vision of the Main Street Area might be, but
understood that community input was needed to develop a vision that would represent the needs and
ideas of the entire community. In December 2000, a citizen survey was conducted by the University of
Texas at Arlington and underwritten by Texas-New Mexico Power Company. The independent survey
randomly polled more than 1,000 citizens and 300 Chamber of Commerce members by mail, which was
followed up by small focus group meetings and personal interviews with community leaders. The
results were presented to the City Council at the public meeting held on April 9, 2001.
The Task Force then took the results of the citizen survey and incorporated them into five basic guiding
principles for the Main Street Area:
• Improve/enhance the appearance of Main Street
• Retai n and attract busi nesses
• Encourage mixed-use development
• Create civic and recreation opportunities
• Communicate the benefits of the Main Street Area to Friendswood's citizens.
The Task Force recognized that cities need a public center, or gathering place, to function as a
community and concluded that successful revitalization of the Main Street Area was dependent upon a
clear sense of community needs, ideas, and vision. It was the Task Force's priority to develop a list of
recommendations that would enhance the overall value of the Main Street Area and benefit the
community as well. After the Main Street Area Citizen Survey was conducted, the Task Force compiled
and analyzed the results. They then created a vision statement to serve as a guide for the Main Street
Area:
"We envision our Main Street Area as: an appealing and vibrant town center that attracts
people for living, working, recreation, commerce, and civic activities fulfilling a sense of
belonging and enhancing overall value."
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Based on this vision, the Task Force identified three major goals for the Project:
1. To preserve the local heritage of the community while promoting reinvestment and
redevelopment of sustainable neighborhoods and businesses;
2. To increase the overall economic value of the Main Street Area and the City to reduce the tax
burden on homeowners; and
3. To preserve and enhance the Main Street Area and the Community by providing a center that
creates a unique identity and a recognizable sense of place.
Recognizing the need to examine various options for realizing these goals, the City engaged CDS Market
Research in 2002 to conduct a commercial development market study. The purpose of the study was to
provide the City with information that could clarify market opportunities, guide economic development
strategies for attracting commercial development, and project demand for commercial uses citywide
through 2020. The study examined, in particular, the potential for the development of a town center.
The study found a town center concept to be viable in Friendswood, including in the Main Street Area.
Phase Two: Conceptual Plan
The Project goals identified by the Task Force provided the framework for the second phase of the
Project, the creation of a conceptual plan for a community town center, which could serve as the
starting point for redeveloping the broader Main Street Area. In Fall 2002, the City retained
PageSoutherlandPage to develop this conceptual plan. The conceptual plan identified the key
elements of the proposed Town Center development, as well as a specific location for the Town Center
within the Main Street Area. The Town Center was conceived to be the community "living room,"
where Friendswood citizens and visitors could shop, dine, work, live and recreate. It was envisioned as
a place that captured and built on the community's sense of pride and place by providing commercial,
retail, office and residential spaces, along with plazas, gardens, and gathering areas to encourage both
day and night use of the Town Center. The plan also proposed that the Town Center be situated in an
area that contains many of the City's major cultural and civic facilities and activities. Accordingly, the
historical downtown of Friendswood—the area along South Friendswood Drive (FM518) bound by
Shadowbend Street, Morningside Drive, Spreading Oaks Street, and Laurel Street—was identified as the
proposed location for the Town Center. The conceptual plan was approved by the City in the summer
of 2003.
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Phase Three: Implementation Plan
The third phase of the Main Street Project was initiated in the fall of 2003, when the City engaged
PageSoutherlandPage to develop a plan for implementing the Town Center concept. During this phase,
the Main Street Task Force was renamed the Main Street Steering Committee. PageSoutherlandPage
assembled a team of leading planning, real estate, development, marketing, and financial professionals
to identify, review, and recommend various implementation tools, methods and mechanisms,
i ncludi ng:
1. A Real Estate Strategy that addresses land development constraints and opportunities;
2. A Development Strategy that addresses the viability of various implementation, organizational
and delivery strategies and financing mechanisms;
3. A Marketing Strategy that addresses methods for effectively communicating the Project's
opportunities and for attracting potential investors and funding sources; and
4. A Project Evaluation Tool that provides guidelines for assessing the ongoing progress of the
Mai n Street Proj ect.
Through a series of highly interactive vision sessions, the Project Team collected, organized, and
analyzed data on the range of issues shaping the Town Center. The planning process was designed to
generate as many ideas as possible. The outcome of this process was the Main Street Implementation
Plan.
The final phase of the Main Street initiative will be to execute this Implementation Plan.
Main Street Project Cha((en�es and Opportuni ties
The image on the cover of this document is one artist's vision of what Friendswood's Town Center can
be. Yet, this document is not about how to construct buildings. Instead, it is about creating an
environment that fosters this kind of development by the private sector. Cities can do this through
regulatory modifications, beautification projects, street and infrastructure improvements, and a
variety of other ways.
5
Such efforts will be especially important in the case of Friendswood, given the uniqueness of the
Project for the City. Other Friendswood projects, including other potential pedestrian-oriented,
mixed-use developments, fall into the category of typical real estate development—new development
on "greenfield" or relatively undeveloped, single-owner properties. In contrast, Friendswood's Main
Street consists of an already developed area with a large number of individual property owners and
still-active land uses. It features numerous structures that are, for the most part, not considered to be
a part of the end-state vision but are rendered stagnant by existing municipal policies. Thus, the
project is more of a redevelopment process than a standard development process and, therefore,
inherently more challenging.
While Main Street may have difficult characteristics, it also has important advantages. Even if the area
does not currently express itself physically as Friendswood's "downtown," it is the center of the City's
heritage and culture. Public facilities such as the library are located within or near the area. The
museum recalls the City's historic past. These are features that cannot be replicated by other new
developments in the City. Moreover, no other part of the City is called "Main Street". Just as
important, the area already has a network of streets to provide a framework for the public
improvements that will be key in its transformation. The conditions represent important opportunities
for creating a Town Center that is uniquely "Friendswood."
The Implementation Plan was developed with two overarching objectives in mind: it should address the
Community of Friendswood's goals, in light of these project challenges and opportunities, and it should
be achievable. Importantly, no strategic action plan is ever implemented in one fell swoop. They are
implemented only through the day-to-day and year-to-year actions of the community. It is ultimately
up to the Friendswood Community, therefore, to make the Main Street Vision a reality. This
Implementation Plan provides a framework for facilitating that process, based on seven key concepts:
1. Organization
2. Operation
3. Funding
4. Branding/Identity and Marketing
6
5. Demarcation
6. Political Action
7. Partnership
Project De(iverab(es
The Implementation Plan is presented in four documents:
1. This Report, which provides an extended summary of the seven major concepts comprising the
Implementation Plan. It is intended for the civic leadership team, such as the Steering
Committee and elected officials. Included in this Report is an Executive Summary, which
provides a more concise overview of the Implementation Plan. The Executive Summary can be
used by the Steering Committee and elected officials to communicate the Implementation Plan
to various constituents.
2. An Appendix document, which is a more comprehensive compendium of information, including
the data, analyses, and reference materials that form the basis of the Implementation Plan.
The Appendix supports the Report. It is most appropriate for individuals, such as an Executive
Director, who will be charged with implementing the Town Center for the City.
3. An Idea Map, which depicts the seven major implementation concepts graphically. It targets
all audiences.
4. A PowerPoint Presentation summarizing the Project process and the seven major concepts
comprising the Implementation Plan. This presentation, like the Idea Map, is intended for all
audiences.
7
Findin�s
g
Concept One: Or�anization � Estab(ish an Independent Entity
The City of Friendswood should establish an Independent Entity to direct the implementation of the
Town Center plan. This Entity should be independent of, yet synergistic with, City government.
Logically a not-for-profit organization, the Entity may take a variety of legal forms depending on the
intended life, success and timing of funding, and the desired decision protocol.
Or�anizational Structure
There are two principal types of organizations that the community can consider for the structure of
this Entity. One is a private nonprofit organized under Section 501(c)(3) of the federal Internal
Revenue Service (IRS) code. These organizations are appealing because private contributions to them
are tax-deductible, they can accept grants from foundations and other private sources, and they can
partner with public entities such as the City of Friendswood to accomplish projects and programs. The
other would be a Local Government Corporation (LGC), a "public" nonprofit created by the city that
could accept tax-deductible private contributions. LGCs, as public bodies, are by nature better suited
to receiving public funds, such as dedicated tax revenues, and receiving federal and state grants.
The private 501(c)(3) option is preferred because it would more closely match the objective of
emphasizing the private sector's role. It is, however, the more expensive and time-consuming choice.
The actual creation of the corporation is relatively quick and inexpensive (probably less than $2,000,
for filing fees and legal assistance in writing by-laws and selecting a board of directors). However, the
auditing of the organization to obtain an IRS ruling of charitable nonprofit status (enabling the
501(c)(3) designation) could takes months and up to $10,000 in legal or accounting services.
The Entity, once created, will have immediate financial needs. Its most critical need will be staff,
assumed to be a single Executive Director in the short term, with the annual cost of salary and benefits
estimated at $70,000 to $90,000. There may be costs associated with a candidate search as well,
although these types of nonprofits often hire from local contacts. The Entity may choose to employ
the Executive Director as a contractor at first, in order to save on some administrative costs and effort,
9
such as the provision of benefits. In such a case, however, the Executive Director will need an upward
adjustment of compensation. Also, the Entity will need to purchase liability insurance and procure
services for financial reporting and accounting, since a tax return must be filed annually.
The Entity will be responsible for putting the Implementation Plan into action and, accordingly, will
probably have a wide range of powers as defined in its articles of incorporation (filed with the state).
If the Entity is a private 501(c)(3), the principal areas where the Entity will not be able to function are:
1. Acting as the contracting authority for certain types of public improvements (for example,
rebuilding a water line under a public street);
2. Being the local sponsor for certain types of public sector grants (federal transportation-related
programs);
3. Using funds to conduct or support political or lobbying activity; and
4. Acting as the regulatory authority to enforce public codes such as development regulations.
An LGC would have greater ability to act under items 1 and 2. However, through relationships with the
City of Friendswood or acting as a community advocate, the Entity, regardless of legal form, can
accomplish tasks closely related to all of the above items.
A detailed comparison of various legal organization options, with specific pros and cons, may be found
in the Appendix.
The Entity may be a logical progression of the Main Street Steering Committee. It may or may not have
a Board of Directors, depending on the type of organization selected by the City. Regardless, the
Entity will need some type of board oversight of its operations, similar to the Board of Directors of a
corporation.
Members of the Steering Committee may assume Director Positions on the Board of the Entity,
providing continuity in the Town Center vision and governance. The Board should designate one
member as the Vision Champion, maintaining the Town Center focus and momentum through the early
implementation stage. This Champion may be viewed as the de facto Chairman of the Entity Board.
10
The Board should have the authority to hire and fire an Executive Director for the Entity and to effect
decisions regarding organizational policy at the highest levels. This organizational level will function at
the macro level, ensuring that the Executive Director, and subsequently the Entity, maintains the
vision and mission of the established entity. The Board should not get involved in the direct, daily
operation of the Entity. This should be the purview of the Executive Director.
Selectin� an Interim Director
Prior to the selection of an Executive Director, one of the first acts the Entity Board should perform is
to appoint an Interim Director. It would be ideal if this individual could come from the Steering
Committee or the number of volunteers who have participated in the planning process. However, the
Director may come from outside of this core group.
A Position Description for the Executive Director may be found in the Appendix. The Interim Director
should function under this description and should be the single point of responsibility (and
accountability to the Board) for the execution of the Implementation Plan until the permanent
Executive Director is hired. The Interim Director may be a candidate for the permanent position, but
he/she should go through the same selection and evaluation process as the other candidates identified
in the search process.
The Interim Director will report to the Board of the Entity and will be evaluated based on his/her
performance against the Implementation Plan goals and objectives. He/she should possess excellent
communications and public relations skills, be skilled in fundraising, and convey a positive image. It
would be a distinct bonus if the Interim Director were a resident of the Friendswood community. The
Interim Director should plan to hold the position for a minimum of six months and, depending on the
success of the search process for the Executive Director, a maximum of one year. Since the Interim
Director will be the initial and sole Entity employee, he/she should be highly self-directed and
motivated. The Interim Director's initial duties will include, but not be limited to:
• Setting up the Entity office
11
• Organizing and directing private sector fundraising campaigns
• Liaising with the stakeholder groups
• Providing media coordination and communication
• Representing the Town Center initiative at public and private forums
Executive Director
Concurrent with the designation of the Interim Director, the Entity Board should institute a search for
an Executive Director. This search could be conducted internally by the Board or through the services
of an Executive Search consultant/firm. The Board should anticipate that the Executive Director's
annual salary and benefits will be approximately $70,000 to $90,000. The Board may be able to
interest an executive search firm in taking this engagement under a contingency versus a retained
basis. Either way, the Board should expect the executive search firm's compensation to be 25-33% of
the Executive Director's first year compensation. This type of search could take four to six months to
complete.
This permanent position should be filled by an individual with demonstrated experience in the
organization, direction, and operation of a public/private partnership similar in nature to the Town
Center Entity, especially in terms of fundraising. The Executive Director of the Entity will assume the
duties heretofore performed by the Interim Director and will aggressively build on the progress made
during the early developmental stages of the Entity. Like the Interim Director, the Executive Director
will report to the Entity Board. Depending on the legal form the Entity assumes, the Executive Director
may hold a position on the Board as well. The Executive Director will work in concert with the Vision
Champion to lend focus, form, and funding to the Town Center vision and to empower the Entity to
serve as the vision's "growth engine." The Executive Director will, in effect, drive the Project.
The Executive Director should have one "foot" in operations and the other in marketing and funding
the Town Center vision. This will require acute skills in private sector marketing, public policy,
political action, and private sector fundraising. These skills should include expertise in accessing
public funds through political action and in accessing private funds through grant applications. It
12
would be beneficial if the Executive Director could be an articulate spokesperson for the Town Center
vision in both public and private forums. However, this role could also be assumed by the Champion or
a designated spokesperson. The City should investigate the potential of any celebrity residents serving
in this capacity as well. This could accelerate market interest in the Town Center initiative through
the visibility and recognition these individuals enjoy.
The Executive Director will be responsible for the coordination of events occurring in the Town Center
and for the administration of the Town Center events calendar. This should include the marketing,
communications, public relations, and operations activities for these events. It should further include
the solicitation of events into the Town Center through aggressive interaction with the range of
constituencies and special interest groups.
The Entity should rapidly become the focal point for the implementation of the Town Center vision,
transitioning the "heart" of the vision from City government to an energized and empowered
public/private partnership. The Entity should be the initial manifestation of physical form to the Town
Center vision, capitalizing on the "dreams" of the community and Steering Committee and translating
them into action. This translation begins with the operation of the Town Center as a viable, active
entity, even before it has a fully established sense of place.
Concept 2: Operation � Operate the Town Center
The first steps in transitioning FM518 into Friendswood's Town Center and in realizing the vision of the
community and Steering Committee are rooted in the operation of the Town Center. The designated
area should begin operating as a Town Center even before all of the physical elements are in place in
order to become the epicenter of the burgeoning Friendswood community.
The operation should commence as soon as a budget is adopted and funding is in place to hire the
Interim Director. Members of the Steering Committee should be selected to assume Board leadership
roles, including chairing committees, which will drive operational activities until appropriate funding is
13
identified. Volunteers should be recruited and positioned as team members on standing committees,
to provide adequate resources for coordination of activities such as special events.
The short-term budget for operating the Town Center has been estimated at approximately $300,000
over the first two years. This budget would cover administrative overhead (office space, supplies,
phone, etc.), development of marketing and outreach programs, and initial planning and design
activities.
The City should build on the momentum created by the Steering Committee by establishing a physical
presence for the new Independent Entity. An office should be opened and serve as home base for
operating the Town Center well before permanent infrastructure improvements are implemented and
development occurs. The Interim Director will establish the office and serve as a clearinghouse for all
inquiries regarding development and/or investment in the Town Center. He or she will serve as
coordinator and spokesperson for all media communications and public relation matters. The Director
will represent the Town Center at all stakeholder group meetings in both public and private forums,
serving as a highly visible representative in the community.
It is important for the Center to be operational before all of the physical elements are in place, for a
number of reasons. First, and foremost, it engenders confidence that there is public and private sector
support for the Town Center. Second, it generates activity which will promote market appeal and
investment interest. Finally, it is a low cost way of adding definition to the Town Center and of
identifying those activities and land uses that are the most socially, culturally, and economically
viable. The "aura" of the Town Center should exceed the "reality" while the vision is being realized.
Operation and activity enhance this impression as the physical presence is taking shape.
The Entity should identify and define potential magnets and look for immediate niche development
opportunities. It should seek out the kinds of businesses that have the greatest potential for attracting
people to the Town Center. Locally-rooted businesses, along with boutiques, specialty stores and
restaurants from other markets, should be encouraged to locate in the Town Center. Civic operations
like the Library, Post Office, Activity Center, and City Hall would complete the mix.
14
The Interim Director should also be charged with the responsibility for developing an annual events
calendar. The events calendar should be designed to fit with the overall marketing campaign and to
align with the goals of the Town Center. All events should be appropriately communicated to the
various community groups and general public and should be fully supported by the Entity Board and the
City. Special events and programs will generate pedestrian activity, infuse the center with life and
vitality, and drive traffic into the Town Center. Increased traffic is one of the seminal benchmarks
used by developers and operators, particularly retailers, to determine a market's financial viability.
Thus, increasing the daytime and nighttime populations in the Town Center area can enhance the
City's potential for attracting real estate investment capital and development activity.
Concept 3: Fundin� � Launch Private Fundin� Campai�n to Partner wi th Pub(ic
Funds and Third-Party Capita(
The private sector of the Friendswood community should take the lead in implementing the
redevelopment of the Town Center area. In the short to mid-term, the newly created Independent
Entity must emphasize private funding as the primary resource for accomplishing development
objectives. While the City of Friendswood will need to remain a partner in the effort, the financial
commitment of the private sector will be the most meaningful signal to attract sources of third-party
capital, whether the sources are public or private.
Short-Term Fund i n�
The programming and physical improvement activities of the Entity in the short term are anticipated to
be relatively low-cost. For example, a significant banner program could cost less than $20,000.
Additional financial needs for the Entity in the short term include administrative overhead (office
space, supplies, phone, etc.), development of a marketing and outreach program, and planning and
design activities. As mentioned previously, the short-term budget for the Entity is estimated at
$150,000 per year.
15
Funding for short-term operations will have to come from "seed" capital provided primarily by the
community. The initial Board of Directors might be one potential source of these funds, especially at
the time of the entity's creation. The City will need to contribute as well, through either support for
the Entity's overhead or through agreements for the Entity to provide specific Town Center
redevelopment services. The most important source over the whole of the short term, however, will
be private contributions. An important early focus of the Entity will be designing an ongoing
fundraising program to sustain it going forward. Fundraising activities will need to include specific
capital and programming campaigns, initially smaller projects such a banner or street furniture
sponsorships. More importantly, a regular sponsorship or membership program should be developed to
provide funding for the Entity's administrative overhead. Special fundraising events targeting the
Friendswood community will be key to raising awareness and sponsor commitments. With extensive
private financial support, the City's support can be lessened, though some level of ongoing contribution
should continue to signify the partnering relationship of the two organizations.
Mid-Term Fundin�
As the partnership of the Entity and the City of Friendswood moves into the mid-term of
implementation, projected from 2006 to 2008, additional financial needs will need to be addressed.
The Entity will need to expand its budget to address planning and design for larger physical
improvements, implementation of some moderate-size improvements, amplified marketing efforts,
legal groundwork for a 2007 state legislative agenda if necessary, and possibly even property
acquisition. The key purposes of these expanded efforts will be to not only directly fund activities, but
also to create opportunities for attracting third-party capital, such as grants from municipal, state, and
federal agencies, or investment by private developers in new Town Center projects. It is anticipated
that the Entity will be hiring consultants and lawyers to accomplish these tasks, and additional full-
time or part-time administrative staff may also be required. The Entity should anticipate a budget
growing from $150,000 to $300,000 annually.
During the mid-term, private sector funding will continue to be the mainstay of these efforts.
Expanded membership drives combined with campaigns to help fund special projects will be important.
16
The City may have more opportunities to partner with the Entity as well for special projects, such as
design of streetscape. Assuming a 501(c)(3) structure, an additional organization without lobbying
restrictions (such as a 501(c)(6) or a Political Action Committee) may be necessary to engage in
political activities. Also during this time, the Entity and the City can actively seek new sources of
funds from third-party capital. A good example is the Landscape Cost Sharing Program, where the
Texas Department of Transportation will share half the eligible costs for landscape improvements in
the right of way of state highways such as FM518 (South Friendswood Drive).
The Entity should also coordinate its planning and design activities with the search for other
opportunities to obtain third-party capital in the long term, particularly transportation-related funding.
Such funding may take several years to obtain from the time of initial submission to inclusion in
regional or state spending plans to actual disbursement of funds. The Entity and City may need to raise
funds to be set aside during this period as future local match for such programs.
Finally, new local sources of public revenue should be examined during the mid-term for political
viability. These include the 4B Economic Development Sales Tax and the City/County Venue Project
Tax. These taxes could be specifically designated as benefiting certain aspects of the Town Center,
perhaps making them more politically palatable than they would have been otherwise. A half-cent
sales tax could generate $800,000 to $1,000,000 annually at current taxable sales levels in Friendswood
(based on Fiscal Year 2003 data).
A more detailed review of these potential funding sources is provided in the Financial and Funding
Analysis Report in the Appendix.
Lon�-Term Fund i n�
In the long term, probably from 2008 onward, the Entity and the City should expect the costs and scope
of activities to expand significantly. This is because local investment will need to coordinate with and
match the desired level of third-party capital investment that is the ultimate goal of the Town Center
implementation. While the magnitude of financial needs are difficult to project, the Entity and City
17
should anticipate cooperatively undertaking certain physical and infrastructure improvements in the
public realm, such as expanded utility infrastructure, street and pedestrian improvements, open space,
storm drainage and detention facilities, and new and renovated community facilities (such as a civic
center). The Entity and City may need to implement a significant quantity of these improvements in a
short time frame if a large third-party investment is imminent. Once investments have been made, the
third party (and the community) will need assurance that sufficient resources are available to operate,
maintain, and promote the Town Center area. Major projects by the Entity and the City could easily
reach into the hundreds of thousands of dollars, or even higher.
The community should begin to consider new funding and administrative mechanisms that will assist
efforts during this time frame. For major capital projects, the City could consider inserting projects
into its Capital Improvement Program (CIP) and annual budget. If dense private development in the
Town Center appears likely, the City should consider budgeting water and sewer projects on a pay-as-
you-go basis in its water and sewer budget. Non-water or sewer projects could be funded as general
fund annual budget items; bonding capacity for such projects without a tax increase appears limited at
the present time. Currently, $7.6 million is in the City's long-range CIP for a civic center, which could
be a key element of the Town Center. There is no funding source identified for this project, but the
City should keep it in the CIP so that it stays "on the radar screen."
A Tax Increment Reinvestment Zone could be another potential funding source. It would use the
increment in property tax revenues generated by new private development to fund public
improvements and property acquisition. To be useful, the City would need a private developer to
agree to build a significant project in the Town Center. A TIRZ could fund public capital improvements
by reimbursement agreements with developers who front the cost as part of their own projects, by
financial investments issued by the TIRZ, or by an independent investment by the City provided that
there is the assurance that the new private development will actually take place within the immediate
term to generate a property value increment. If the improvements are connected to the developer's
project in such a manner that they could be constructed as part of the overall development (for
example, the public streetscape surrounding and contiguous to the developer's project), the TIRZ could
execute a reimbursement agreement with the developer who would front the cost. If the public
18
improvements are in another part of the zone (perhaps the utility infrastructure under a street a
couple blocks away), the TIRZ could wait until the developer's project has sufficiently advanced to
assure a property value increment and then build the improvements on its own. In either scenario, if
the total amount of the incremental tax revenue is insufficient to make the reimbursement or
construction expenditure on a "pay as you go" basis, the TIRZ can issue tax-exempt debt serviced by
the taxes generated by the increment.
To give a sense of the amount of development necessary to make a TIRZ practical, a private
development project that generates a $10 million increase in assessed value would generate a city tax
increment of $63,850. This increment could be used either to reimburse a developer over time or as
debt service on a (roughly) projected $585,000 in tax-free, public debt. A $20 million investment
would bring a tax increment of $127,700 that could support debt of roughly $1.2 million. Because
public debt is expensive in terms of fees and other associated costs, it would generally be inefficient
for the City to have a bond issue of less than $1 million. The tax increment generated would be higher
if other taxing jurisdictions agree to participate in the TIRZ.
For smaller capital improvements and especially for ongoing operational and administrative costs, two
types of special districts could be useful. A Public Improvement District (PID) could be created by the
City upon receiving petitions representing at least half of the assessed value within the proposed
district's boundaries. It would levy an assessment on district properties to support specific
improvements and activities outlined in the petition. The PID would be a subdivision of the City, not
an independent body.
A Municipal Management District (MMD) would function similarly to a PID but would not be as limited by
the specifications of a petition and, because it is created by the state and not the City, would be an
independent body. It could levy either assessments or property taxes; property taxes would allow
business and personal property to be included in the assessed value. While an MMD could be created
by a similar petition process to a PID (except that the State Commission on Environmental Quality
would be the creator), this is unlikely due to the difficulty in obtaining value representations of greater
than 50 percent. Therefore, if it chooses to create an MMD, Friendswood should anticipate working
19
through the state legislature, probably in the 2007 legislative session. This method of creation does
not require a 50 percent value representation, just a significant number of property owners, and is the
most common method of creation. The City should consider creating an MMD that encompasses enough
commercial property value to have reasonable funding. MMDs in the Houston area typically levy
assessments or taxes in the range of $0.10 to $0.15 per $100 of assessed value. For an annual budget
of $50,000, an MMD would need to include about $34,000,000 in property value at an assessment/tax
rate of $0.15.
Funds generated through TIRZs, PIDs, or MMDs can stretch further when applied as local contributions
or matched to third-party sources, especially government or foundation grants. The community should
continually be looking for such opportunities. Still, even with such tools available as TIRZ and MMD,
private funding and regular City support will continue to be necessary over the long term to help
sustain administrative and operational activities.
Concept 4: Brandin�/Identity and Marketin� � Estab(ish Brand Identity and
Market Position
An important aspect of operatin�as the Town Center is being perceived as the Town Center, both
before and after any major redevelopment efforts are underway. It is necessary to create not only a
physical presence, but also a mental image of what the Town Center is, and can be, for the citizens of
Friendswood, the greater Houston area, and perhaps more importantly, the broader investment
community. The Entity should therefore establish a brand identity and market position for the Town
Center early in the project and, accordingly, expect to allocate at least one-fifth of its annual budget
to marketing and communications efforts in the early years of the Project.
In order to successfully establish the branding identity and market position for the Town Center, the
Entity will need to execute a number of initiatives in the first couple of years. Finalizing the name for
the Town Center should be the first priority. There are, and will be, competing developments in the
area, and it is imperative that the name selected for the Town Center is not appropriated by another
commercial or residential venture.
20
In developing the Marketing Strategy component of the Implementation Plan, the Project Team
generated a list of potential "working" names and presented them to City staff for consideration. The
names were identified based on the following criteria, which are consistent with the principles
identified by the Main Street Area Citizen Survey:
• The name should include Friendswood.
• The name should respond to both the contemporary and historic character of Friendswood.
• The name should not be generic or overly urban in character.
Suggested names include:
• Main Street Plaza
• The Plaza at Friendswood
• The Quaker Quarter
• Main Street Market
• Friendswood Plaza
• Founder's Square
• Friendswood Downtown
• Friendswood Market Square
• Friendswood Market District
This list has not been finalized. The City and the Entity will be responsible for making the decision
regarding the final name for the Town Center. An important concept emerging from this process is
that the Project should be thought and marketed in terms of the greater Main Street Area (as a district)
and the Town Center site (as a specific location within the district). Once the official name or set of
names has been selected, it should be filed with the U.S. Patent and Trademark Office to obtain
trademark protection.
Parallel to selecting and protecting the Town Center name, the Entity should establish a unique selling
proposition for fundraising and investment purposes. It will also need to launch the marketing and
communications initiative and begin the "buzz" about the Town Center. The project vision should be
communicated early and often. Accordingly, the Entity will need to retain a marketing consultant/firm
to produce a strategic public relations plan and a formal marketing plan.
21
The marketing and communications initiative should target internal and external audiences, including
residents, consumers, business owners, and investors. It will consist of a variety of elements,
i ncludi ng:
• Printed collateral materials
• Press releases
• Public meetings
• Website
• Positioning document
• Banner and signage program
Sample marketing and communications components, including mock-ups of a marketing plan, banner
program, website homepage, and branding/marketing presentations, were created by the Project
Team, Goswick Marketing, in particular. These have been reviewed with City staff and should provide
a good starting point for developing the marketing campaign once the project is underway.
Another key element of the marketing and communications initiative is the spokesperson for the
project. As previously noted, the Champion and/or the Executive Director may take on this role, but it
would be especially advantageous if a local celebrity could be brought on board to endorse the Main
Street Project. Not only would a celebrity be accustomed to making presentations before groups of
people, but such an endorsement could bring instant recognition and credibility for the Project.
The last major step for effectively establishing marketplace presence for the Town Center is to attract
media news coverage. In today's competitive market, places/destinations must be able to earn
positive news coverage in order to become a leading brand. The best way to draw news coverage is to
be first in a new category. For example, Friendswood might be one of the first small towns to develop
an energy efficient, sustainable and technologically advanced central district.
Properly executed, the Town Center will capture and retain the interest of target audiences. This can
generate enthusiasm and support for the Town Center long before it is physically defined.
22
Concept 5: Demarcation � Demarcate the Town Center Boundaries
As mentioned above, it is important to begin to market the downtown area to the community long
before the Town Center is a reality, before all the structures are complete and residents occupy the
housing areas. The Town Center will be developed over time in multiple building phases. To
encourage the community to begin thinking of what will ultimately become Friendswood's Town
Center, programs and activities should be scheduled early on within the proposed boundaries of the
site.
The success of the Town Center will be based largely on its ability to become a pedestrian-friendly
"people place." The sooner pedestrian-oriented activities are created within the zone, the easier it
will be to establish the unique sense of place necessary for the Center's success. Those initial
activities or facilities that begin to brand or establish the Town Center can be low cost, or even no
cost, to the developers and users. From public meetings to festivals and weekend outdoor markets,
the Main Street Area should operate and feel like a Town Center from its first days of inception. Art
shows, bake sales, scout meetings, all of those activities that bring people together should be
scheduled in the Center. The entire community should be encouraged to support and sponsor events in
the Town Center.
Sense of Arrival
The physical demarcation of the Town Center site should be a first phase activity. The streets within
the area could be renamed to more clearly define the Town Center location. Kiosks, signposts or
pylons should physically mark the boundaries of the site. Entry statements along Friendswood Drive
should also be introduced. By creating a signage and identity program to help create a sense of place,
this physical announcement of the future Town Center will communicate to visitors and the community
that they have arrived in the Town Center.
23
Landscaping will be a critical component, not only to contribute to the physical identification of the
market district, but also to create a welcoming environment. The City should investigate the
Landscape Cost Sharing Program from the Texas Department of Transportation and, at the same time,
look to local sources for donations of labor and materials. As mentioned earlier, there might also be
opportunities for street furniture sponsorships.
Informational kiosks displaying merchant, resident, and visitor information should be established in the
Town Center. The old barbershop structure potentially could be relocated to the square and used as
an information kiosk or visitor center as well. This would begin to establish the initial sense of place
and destination that is so important to creating the overall imagery of the Center.
Numerous activities that Friendswood as a community can do to support place making and encourage
development of its Town Center include:
• Take control of planning. Break Friendswood into districts and connect them with a pedestrian
system that links the community.
• Design the financial tools and create the plan to move forward with the public improvements
required to support the creation of the market district. This will help to attract the private
sector investments necessary to implement the plan.
• Allow creative signage for the Town Center. Size and placement should be controlled, but
signage should vary.
• Build pedestrian and bicycle links to the Town Center. Individual projects that are themselves
pedestrian friendly still need to be linked in a similar manner to the community.
• Continue working with the utility companies to remove or realign the overhead routing in the
Town Center area initially, and long-term throughout the district.
• Improve the City maintenance budget and programs in anticipation of additional responsibility
for an upgraded Town Center identity program to better support its unique qualities.
• Change the lighting criteria standard and quality within the Town Center and throughout the
area. This should include input from the developer(s).
• Zone for maximum flexibility and create distinct criteria for the Town Center and surrounding
area. Zoning will be the most difficult administrative hurdle to cross in the success of the
Town Center.
24
• Focus on block face dimensions rather than setbacks. Friendswood should regulate heights, the
width of streets, and the distance between blocks. All other setback requirements should be
flexible.
Traditional Nei�hborhood Developments
To both encourage the development of Friendswood's mixed-use Town Center and to best meld it with
the existing community fabric will require a new methodology or tool to regulate and approve proposed
projects within the zone—a mixed-use criteria that will overlay or replace current zoning in the
district.
Friendswood's current downtown overlay district zoning criteria which is now in place throughout the
proposed Town Center should be re-thought and re-written as a design-based traditional neighborhood
development (TND) ordinance. Moreover, the City should consider designating the entire Main Street
Area, rather than simply the Town Center site, as a single TND, to ensure compatibility of new
developments with the initial Town Center development as the Project grows.
Sometimes known as Neotraditional Development or New Urbanism, TND is a term used to describe the
planning or urban design of new mixed-use development that takes its form from the historic structure
of pedestrian-oriented, pre-automobile mixed-use neighborhoods. According to the Atlanta Regional
Commission, the five major principles of TND are:
1. Compact, defined urban neighborhoods, comprising a compatible mix of uses and housing
types;
2. A network of connected streets with sidewalks and street trees to facilitate convenient and
safe movement throughout neighborhoods for all modes of transportation;
3. Focus on the pedestrian over the automobile (while retaining automobile convenience);
4. Integration of parks and public spaces into each neighborhood; and
5. The placement of important civic buildings on key sites to create landmarks and a strong sense
of place.
25
The design-based TND ordinance is distinguished from conventional zoning in that it places more
emphasis on the physical arrangement of buildings and spaces than on the prescription of use. It works
on the presumption that certain uses can be mixed together successfully if the scale of the buildings is
that of a residential neighborhood.
Local government planners using TND need new criteria for reviewing mixed-use plats and site plans.
These criteria have more to do with the physical arrangements of buildings and spaces than on
infrastructure dimensions. TND ordinances provide design criteria that address two interrelated
concepts: building type and building use.
The form and type of the building—whether it's a house, a warehouse or main street building—
transcendeds its use. A building can accept many different uses in its lifetime with only modest
alterations. For this reason, TND regulations place as much emphasis upon the form of the building as
on the prescription of uses that can fit within it.
For example, a developer for Friendswood's Town Center may decide to include one or more
"storefront" building types in his or her layout plan. The scale and relationship to the street is
controlled by the design standards for that building type to ensure compatibility with other buildings,
but the uses within the building can be varied, from retail to office to residential in varying proportions
and mixes. No rezoning is required to change uses from residential to commercial in this instance.
In the same way, both single and multi-family homes may be included within the Town Center TND.
Design standards control the scale, massing and placement of the various building types. Within the
TND, the developer can mix and match the various types of homes to suit site and market conditions
without further rezoning applications concerning densities and lot sizes. This flexibility is a major
bonus to the developer, and is balanced in terms of community safeguards by the design standards for
building types, street design, so on, together with the assurance that uses truly disruptive to the
community are still strictly controlled.
AI ternatives to TND for Friendswood's Town Center
26
If Friendswood wants a more compact and efficient development layout for its Town Center—one which
allows flexibility, improved transportation, consumer choice and open space preservation—there are
few alternatives to TND. TND was developed specifically as an alternative to the car-dominated
suburban development common over the last several decades.
Older ideas of Planned Unit Developments (PUD's) have several similarities, being site-specific master
plans with high design content, but PUD's have typically been individual projects that make few, if
any, connections to adjacent properties. The connectivity of a TND guarantees the production of a
more efficient infrastructure of streets and preserved open space.
Initial Steps
What Friendswood should do first depends on its needs and ambitions. For example:
• The City may want to promote individual projects of this type in principle, so they might
develop a TND zoning category to be used in numerous locations; or
• The City may need to deal with a specific TND proposal brought by a developer and would
draft an amendment to their ordinance to enable them to do so; or
• The City might intend to use TND as its new standard throughout the community and elect to
rewrite their entire zoning ordinance around TND principles.
Communities which are considering the use of zoning based on TND principles or a text amendment to
their zoning ordinance to permit a new developer to apply TND principles need to have:
• A zoning ordinance;
• Criteria for the future location of such overlay zoning (these criteria have specific limits on the
size of the development and its location relative to other key parts of the urban area);
• Clearly defined areas that are appropriate for rezoning to a TND district; and
• A series of public meetings to establish the relevance of TND.
27
If, in this process, Friendswood desires a TND as the new standard throughout the community, the City
would need to begin with a series of public meetings to establish an appropriate vision and goals for
the community as the preface to any major change. Once the TND is established by the City, it would
be the responsibility of the Entity to make sure that development occurs in a fashion consistent with
these guidelines.
Le�al Framework
TND in Friendswood may face a major obstacle in implementation since aspects of this traditionally
based mixed-use urbanism are difficult under conventional zoning ordinances which typically have
implemented the suburban pattern of development. Specific standards typical of conventional zoning
ordinances that may have to be eliminated or revised for the more urban condition include:
• Requirement for one principal use per parcel
• Buffer requirements between dissimilar uses
• Setback regulations
• Minimum parcel size
• Minimum street width
• Minimum parking requirements
Friendswood could amend its zoning and land development codes to include new parallel zoning
districts based on models of traditional urbanism while retaining other conventional suburban zoning
provisions. Care should be taken to avoid conflict between the new code concepts and the old
standards in the topics noted above. When conflicts occur, they should be resolved in favor of the TND
model.
Other communities have adopted a more radical approach. They have completely replaced their old
conventional ordinance with a comprehensive new document based on TND principles. This process
usually takes up to a year, and has often coincided with a moratorium on new development during the
period of code revision. This might be too radical and counter productive for Friendswood.
28
Conventional zoning ordinances are by nature exclusionary. That is, they separate land uses that are
different from each other into separate zones and then exclude all those that are different. As a
result, setbacks and buffers dominate spatial considerations.
Regulations for TND are by contrast inclusionary, seeking to bring together all those various
components that for generations formed the framework of American communities, large and small.
Accordingly, buildings tend to be closer together, or closer to the street to create coherent public
space. This is the predominant concept for the conceptual plan for the Town Center. This is often
regulated by "build to" lines rather than setbacks. A build-to-line is the exact location a building must
be placed in relation to a property line. For example, a five-foot build-to-line means that a building
must be placed exactly five from a property. A setback, on the other hand, is the closest distance a
building or structure may be place to a property line. For example, a five-foot setback means that a
building may be located no closer than five from a property line but may be located as far away from
the property line as desired. This greater compactness and density enables less land to be consumed
by the development, and/or greater areas of open space to be preserved as a community resource.
Four practices should be consistent in drawing up the new codes for Friendswood:
1. Use good models and examples from the area. Analyze them, measure them and import them
into the new regulations.
2. Do not create minimum lot sizes for residential development. It is important to allow the
developer flexibility in matching his housing product to site and market conditions.
3. Make sure there are meaningful incentives for the developer written into the code. These
usually take the form of carefully controlled density bonuses as a reward for saving open space,
or the flexibility to incorporate different uses within a building as a right under the ordinance.
4. If the developer plays by all the rules of the TND ordinance, try to make the approval process
as swift and painless for the developer as possible while maintaining all necessary safeguards
for full public involvement. In practice this is difficult, as neighborhood groups are very
suspicious of new concepts. The most effective process to ensure an open discussion of all
proposals and to avoid public rumor and misconception about a project is the public design
workshop or "charrette" - much like the planning approach for crafting the conceptual Town
Center plan for Friendswood.
29
It is advisable for Friendswood to distinguish TND regulations from aesthetic controls, and to refrain
from attempting to impose an architectural style on developers. TND principles are much more
concerned with systems of town building—generating a good public infrastructure of streets and open
space, promoting walkability, and creating an appropriate human scale for buildings—than with
imposing precise architectural details.
Concept 6: Po(itica( Action � Deve(op and Imp(ement Po(itica( Action P(an
Identifying key public officials who will support the Project is paramount to the Project's success. The
Entity and the City must be passionate about the efficient and effective use of resources, and that
means having a good political strategy in place before expending the budget. A political action plan is
provided in the Appendix. This plan can be used as a guide for implementing a successful political
strategy. Importantly, the City or the Entity may be prohibited from engaging in certain political
activities. It may therefore be desirable to establish an independent Political Action Committee , as
noted in the Funding section, to perform these activities.
The Mayor and the City Council must work together to form strategic alliances with Local, State, and
Federal government officials who can directly impact the success of the Project. All other agencies
should be targeted and aligned within the political action plan so as to leverage additional resources
from agencies such as the Texas Department of Transportation and the local school districts. Local
political jurisdictions, such as the County, should be folded into the political action agenda as well.
This political activity will directly benefit the Main Street Project in at least two ways. First, it can
help to create an unmistakable synergy among all stakeholders that will bring the appropriate level of
attention to the Project. Secondly, it will be most useful in leveraging political capital, which will be
essential for obtaining government resources necessary for the success of the Project. A list of various
state and federal resources is included in the Financial and Funding Analysis in the Appendix.
Once a decision has been made regarding the best structure for the Entity, the appropriate Legislators
representing the City of Friendswood should be contacted. Appropriate communications might consist
30
of letters from the Mayor, Council Members, and key stakeholders in the business community. The
Interim Director should coordinate this activity as well as scheduling meetings where he or she can take
the lead in high-level presentations to engender support for the Project. Legislators currently
representing the City are included in the Appendix.
The Interim Director, and the Executive Director, once selected, should regularly brief elected officials
on the status and progress of the Project. These briefings should be specific enough in nature to gain
support and approval for resources, funding, and legislative initiatives. The Director, along with the
Champion and key stakeholders, should plan all funding initiatives that require City and State
Legislative approval with this calendar in mind. Maintaining and establishing positive relationships with
key leaders of the legislative community is paramount in identifying and securing federal funding.
There are several State and Federal programs that can and should be targeted. Although the next
legislative session begins in January 2005, the Town Center probably will not be positioned to drive
legislation that would benefit the Project until the 2007 session. However, activity that could
commence in 2005 can be replicated and expanded during the 2007 Legislative session. The diagram
below depicts the upcoming State Legislative planning cycle.
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The City of Friendswood will enjoy the highest potential for achieving the Town Center vision if the
Town Center plan is highly inclusive. The planning team has begun the process of identifying as many
of the stakeholder and special interest groups as possible. These constituents should be brought into
the planning process through a highly interactive process of sharing information and partnering.
Strategic alliances with the key stakeholder groups and open, frequent communication with the myriad
special interest groups will ensure the Town Center plan becomes a part of the community. This will
foster an environment that maintains the existing Town Center's character and integrity without
disenfranchising any of the community's social capital.
The first step in launching this partnership process is to identify the key leaders in each of the
stakeholder groups. They then become the voice of the Project to their respective constituencies. By
aggressively soliciting their input and charging them with promoting the Project's vision to the
community, the Project becomes a public partnership. The Town Center also should evolve in concert
with any other complementary, civic initiatives. It is preferable for these types of initiatives to
progress in harmony with the Town Center rather than to build momentum as potentially competing
ventures.
Finally, there needs to be an assertive movement on the part of the private sector to make the Town
Center a true public/private partnership. The community will more likely accept the Town Center plan
if the private sector clearly demonstrates its support of the Town Center, both financially and
functionally. This visible partnership will achieve exponential benefit when the Entity engages third
party capital sources, both public and private. Alignment between the public (City) and private sector
significantly boosts the interest of government and real estate developers/investors. It is much easier
to achieve success when the community is united toward a common vision.
32
Bud�e t Ana(ysis
The following graphs summarize the detailed budget and cash flow analysis presented in the Funding
Section of the Appendix. The analysis includes low and high projection models that estimate the
minimum and maximum costs possibly associated with implementing the Town Center vision in the
short and middle terms of the Project (years 1-2 and 3-5, respectively). The low projection model
further breaks out these costs in terms of type of funding or funding source (City, Community, and
Third Party). City and Community funding represent investments coming from within the greater
Friendswood area, and Third Party funding represents public and private monies generated outside the
Friendswood area, such as grants from municipal, state, and federal agencies and investments by
private developers. (To keep the analysis straightforward, the high projection model is not broken out
in this way.) Both models are based on the implementation activities and funding options discussed in
the previous sections. The budget numbers are preliminary and "order-of-magnitude," so they will
need to be confirmed once the Project is underway.
The graphs show that the Project costs through the first year may range from $140,000 to $420,000 per
year. In year three, the annual Project cost is projected to double ($300,000 to $940,000) and, by the
fifth year, to increase to between $625,000 and $1,830,000, representing a cumulative investment of
approximately $1,500,000 to $5,250,000.
The graphs suggest at least three things. One, the City's initial financial contributions to the Project
can be relatively small (less than $55,000 annually for the low projection), but should greatly increase
during the middle term ($100,000 in year 5 for the low projection). Two, the vast majority of
activities, especially in the early stages of the Project, should be paid for by funds raised through the
Community. Finally, there will need to be a great infusion of private capital during the mid-term of
the project (year 5, in particular). These outcomes will largely depend on fundraising efforts and the
sequencing of Project activities. The success of the project will hinge, therefore, upon the Entity's
ability to raise funds within the Community and to attract funding, including grants, donations, and
developer contributions, from public and private sources outside the Community. The City's funding
will be an important signal of support for these efforts.
33
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34
Idea Map
The idea map appearing at the end of this report is designed to be graphically interesting and easy to
read. It may be used in a variety of presentation venues and as a marketing piece for the Town Center
concept. It can serve as the prime communication vehicle for delineating the Town Center plan to all
audiences. As such, it is designed to be easily updated as the plan implementation progresses.
The map is designed to capture the big ideas and communicate them in a graphic flow much like a road
map. It identifies key actions and tasks in a hierarchy that balances resource (funding) availability
against time (short-, mid-, and long-term). The map is purposely neither sequential nor time specific.
The Town Center plan will evolve in direct correlation to the success of the funding process. In this
case, form will follow funding. The scale of the idea map (depth and length) will be shaped by the
funding process.
Project Eva(uation Too(
An evaluation tool is provided in the Project Evaluation Tool Section of the Appendix. This tool can
assist the Entity and the City in determining the long-term success of the Main Street Project, based on
the goals identified by the Main Street Task Force. Although the tool can help the Entity and the City
identify areas of success and failure, it is ultimately up to each to use that information to develop
plans, policies, and practices to promote the Main Street Vision. The success of the project will
depend largely on how well-informed the citizens of Friendswood and its elected and appointed
officials are about the project, and how committed they are to taking the necessary steps to realize
the project's goals. This tool can facilitate that process.
35
Concl usion
36
Unlike other commercial development projects in Friendswood, the Main Street Project is a
redevelopment effort. This leads to an inevitable conclusion for the Project: The Friendswood
community cannot depend on a single, private developer to create the Town Center development. The
initiative going forward must come from the community itself—a partnership led by Friendswood's
private sector and joined by the City government. The public commitment of this partnership to invest
in and operate public streets, sidewalks, and community facilities, provide user-friendly regulatory
policies, and encourage cultural activities in the Town Center will be the mechanisms that lead to a
multitude of private sector initiatives, which together, bring the Project to full fruition. The ability of
the Community—and the Entity, in particular—to raise funds will be especially important in realizing
the Project vision. While perhaps a daunting task on the surface, this approach to creating
Friendswood's Town Center also presents a unique opportunity. The Project can organically grow as
the City's civic, cultural, commercial, and emotional "heart."
Next Steps
The first step in moving forward with the Project is to formally adopt the Implementation Plan. The
Implementation Plan should be approved by the Steering Committee and recommended to the City
Council for consideration. The City Council should accept the Implementation Plan by resolution after
discussion and public comment. This should be followed by a number of activities which can occur
concurrently:
• Initiate the appropriation of "seed funding" to support Project start-up activities. This initial
funding by the City is requisite to establishing the Entity and facilitating efforts leading up to
the establishment of the Entity.
• Charge the Main Street Steering Committee with executing the Implementation Plan activities
up until the establishment of the Entity.
• Determine the legal structure for the Entity.
• Initiate regulatory changes and modifications to existing ordinances to facilitate transitional
development that is consistent with the Main Street Vision, until the Traditional Neighborhood
Development (TND) zone can be established. This may require an initial work session between
the Steering Committee and the Planning and Zoning Department to establish preliminary
guidelines as suggested in the Plan. Likewise, the Steering Committee should become involved
in the City's planning activities, as well as those of other local agencies when they are
37
addressing land use, transportation, infrastructure, or service delivery in and around the
Friendswood area.
• Expand the Steering Committee to include leaders of key stakeholder groups (both within and
without the Community). Individuals with prior organizational and fundraising experience
should be targeted, especially those having affiliations with local and state agencies that could
impact Project activities. This group could serve as the initial pool of prospects for the Interim
Director.
• Hold Project Kick-Off receptions for local constituents, stakeholder groups, and potential
investors to announce the formal adoption of, and intentions to move forward with, the
Implementation Plan.
Each of these activities anticipates the establishment of the Town Center Entity and recruitment the
Interim Director, which are the first two major steps outlined in the Implementation Plan. Each set of
activities could be accomplished through a coordinated effort between the City and the Steering
Committee. These first steps are crucial to the successful start-up of the Project and will require a
strong commitment of funding, resources, and personnel on the part of the City.
38
Frequen tl y Asked Questions
1. What will this Main Street district or zone provide that Friendswood does not already have?
The Town Center is conceived to be the community "living room," where Friendswood citizens
and visitors can shop, dine, work, live, and recreate. It will provide commercial, retail, office
and residential spaces, including boutiques, specialty stores, and restaurants. It will also
provide plazas, gardens, and gathering areas to encourage both day and night use of the Town
Center. Citizens of Friendswood often must go outside the community to fulfill many of these
needs. The Town Center project represents a unique opportunity to bring all of these uses to a
central place within Friendswood.
2. Where is the Town Center going to be?
The Town Center initially will be located in the historical downtown of Friendswood—the area
along South Friendswood Drive (FM518) bound by Shadowbend Street, Morningside Drive,
Spreading Oaks Street, and Laurel Street. Ultimately, the district will extend from FM2351 to
Coward's Creek along, and on both sides of South Friendswood Drive (FM518).
3. What is the Town Center going to be named?
A name for the Town Center has not been selected, although a list of possible names was
generated by the Project Team. The City and the Entity will be responsible for making the
decision regarding the final name for the Town Center.
4. Will the Project be developed and funded by private funds, public funds, or a combination of the
two?
The private sector of the Friendswood community should take the lead in implementing the
redevelopment of the Town Center area. In the short to mid-term, the newly created
Independent Entity must emphasize private funding as the primary resource for accomplishing
development objectives. While the City of Friendswood will need to remain a partner in the
effort, the financial commitment of the private sector will be the most meaningful signal to
attract sources of third-party capital, whether the sources are public or private. The
community should continually be looking for funding opportunities. Private funding and regular
City support will continue to be necessary over the long term to help sustain administrative and
operational activities.
39
5. What will happen to existing buildings in the main street zone or district? Can my property be
condemned for this project?
Neither the City nor the Entity is expecting to condemn or purchase private property to
construct buildings. Their role is, instead, to foster an environment that attracts
redevelopment by private entities, whether existing land owners or outside
investors/developers. There may be circumstances where property acquisition by the
City/Entity makes sense, such as for expanding public rights-of-way or for creating parks and
other civic elements. In addition, some public facilities may be removed or converted to other
uses. The Implementation Plan does not hinge upon the use of "eminent domain", however, to
achieve such objectives.
6. Will there be zoning changes?
It will be necessary to change the City's existing zoning ordinances in order to encourage the
development of Friendswood's mixed-use Town Center. The most effective way to do this may
be the establishment of a Traditional Neighborhood Development zone. The requisite
ordinance would emphasize generating a public infrastructure of streets and open spaces,
promoting walkability, and creating an appropriate human scale of buildings rather than
imposing precise architectural details or building uses.
7. What is going to be the cost of the Project to the City?
The projected cost to the City in the first couple of years of the project is approximately
$75,000 to $150,000. In subsequent years (3-5), the costs may total to between $150,000 and
$250,000.
8. Will the City manage the project?
The Project will be managed by an Entity that is set up by the City at the launch of the
Project. The Entity will be independent of, yet synergistic with, City government and work
with the City as necessary to realize the Main Street vision. This Entity will probably be a
private, nonprofit organization.
40
9. Why should I contribute funds to the Main Street/Town Center effort? Why should I help the
developer build his/her building?
Funds you contribute will not go to the creation of private buildings. They will go, instead,
towards public improvements, such as landscaping, sidewalk treatments, fountains, and
signage, which serve to enhance the character of the Main Street area in general. These
improvements also create draws for developers to build, and businesses to locate, in the Main
Street Area. Increasing the number of businesses in the area can increase the amount of tax
revenues for the City. In other words, your contribution represents an investment towards
improving the quality of the community and reducing the tax burden for homeowners.
10. When will ground be broken on the project? When will it be completed?
The purpose of the Implementation Plan is not to identify a method and timeline for
constructing buildings, but instead to lay out an approach for creating an environment that
fosters this kind of development by the private sector. Grounding-breaking on, and completion
of, the Town Center will largely depend on how quickly the City and the Community initiate
the requisite implementation activities. However, various low-cost physical improvements like
banner, signage, and landscaping programs could begin immediately after the launch of the
Project.
41
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