New York Avenue Corridor Strategy Adopted Report New York Avenue Corridor Strategy Adopted Report | Page 94

IMPLEMENTATION
• Define the range of City roles it is
willing to consider (knowing it may and
likely will be different for each effort);
• Assign actions (as part of the strategy)
to City departments and partner orga-
nizations, monitor their progress and
report to the public on a regular basis;
and
of the partners in the process – public, private
sectors and special-interest. Through continued
monitoring, the City will send the message that
the area remains a priority and that efforts are
on-going and making positive strides.
To this end, the actions which follow while tai-
lored to address what is currently known about
opportunities and barriers should in no way be
considered complete or final. They are a step-
• Continue to meet with property own-
ping off point from which to move forward. Note
ers (both those that participated in the
that they are organized by the category of bar-
planning process, as well as those that
rier they are intended to address or overcome.
did not) to share the market informa-
Finally, all of the actions are also presented in
tion and discuss available resources to
greater detail in the matrix located in the Ap-
encourage investment.
pendix section of this report along with more
information about who the lead entity might be
The development strategy, or approach to pro- to address the action, the City’s role, necessary
moting investment, is a critical decision for mu- resources, and timing.
nicipal bodies to make early in the redevelop-
ment process. It should be a decision that is PHYSICAL
influenced by the desired product types, types of
development entities required, availability of re-
• Implement roadway and streetscape
sources, and select short- and long-term goals.
improvements as proposed in the
Strategy
Stabilizing and Enhancing (Actions)
• Initiate a public art program to build on
In addition to leveraging the public’s investment
the area’s cultural diversity
near-term, effective revitalization and reposition-
ing of the area will be dependent on a series of
• Develop policy to assist with dilapi-
actions designed to capitalize on market opportu-
dated residential fencing adjacent to
nities and overcome barriers - effectively “ready-
arterial streets
ing the environment for investment.” The City
will need to advance key actions through one or
• Develop and complete facility study for
more of the following roles: regulator, advocate,
the Library/Recreation Center complex
marketer / promoter, facilitator, financier, and/
or partner. While many actions have been put
• Work with the Parks and Recreation
forth here, key to the successful implementation
Department to identify future neighbor-
of the strategy will be the continued identifica-
hood and pocket parks in the area
tion and implementation of actions tailored to the
unique issues and circumstances that may arise.
• Create public realm standards from the
This long-term and iterative approach has been
Strategy’s recommendations
proven to sustain the on-going participation of all
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