New York Avenue Corridor Strategy Adopted Report New York Avenue Corridor Strategy Adopted Report | Page 87

NEW YORK AVENUE CORRIDOR STRATEGY
REGULATORY CHALLENGES ORGANIZATIONAL CHALLENGES
Discussions around regulatory issues were pri-
marily focused on inconsistencies in zoning and
development standards, the need to increase
code enforcement efforts to “clean up” the area,
and an increased police presence to address
safety concerns. Most participants agreed that
the Study Area contains a mix of uses, regardless
of zoning (use by right) and that more consis-
tent design standards would be essential going
forward. Stricter code enforcement was raised
as a way to improve the Study Area’s overall
appearance while motivating property owners
(both residential and non-residential) to reinvest.
Finally, most participants agreed that incentives
and public commitment to sustained investment
would be essential in order for property owners
to be willing to incur any financial risk. The issue
of public safety elicited a range of comments.
Many participants felt that while the police had
increased their presence with their substation in
the central portion of the Study Area that addi-
tional patrols might be necessary in order lower
crime rates. Once this information was shared
with representatives of the City’s police depart-
ment, it was discovered that crime rates were
actually down in the area, and that the real issue
was more perception than reality. Implementa-
tion strategies related to this issue will involve
ensuring accurate information is readily avail-
able. East Arlington is well-represented by advocacy
organizations in support of neighborhood ini-
tiatives, including East Arlington Renewal, sev-
eral ethnic chambers, the schools and various
churches. As in any community that is fortunate
enough to have such a broad range of partners,
the challenge becomes managing the roles of
each to avoid duplication. Many of the partici-
pants’ comments regarding organizational chal-
lenges centered on the necessity for greater co-
ordination between these groups and the City.
The overall perception seemed to be that many
groups are doing good work individually, but not
necessarily in a synergistic way with an eye to-
ward a single outcome.
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FINAL REPORT | SEPTEMBER 2013
The other key organizational challenge cited by
participants was the lack of a single unified lead-
ership entity within the Study Area that had the
resources to partner in the delivery of financial
resources and advocate for private investment.
Again, several individuals and organizations
were mentioned as community “leaders” or ad-
vocates, but the lack of a single “voice” with ap-
propriate resources was seen as a critical factor
in raising East Arlington on the City’s agenda.