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Building on Strength: Economic Development Strategic Plan for the City of Lancaster, PA MAY 2015

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Building on Strength: Economic Development Strategic Plan for the City of Lancaster, PA MAY 2015 BuildingBuBuiillddiinngg onon StrengthSSttrreengngtthh BUILDING ON STRENGTH ECONOMIC DEVELOPMENT STRATEGIC PLAN FOR THE CITY OF LANCASTER, PA Final Report, June 2, 2015 Lancaster City Alliance Prepared by: In collaboration with Arnett Muldrow & Associates and RGS Associates BUILDING ON STRENGTH Economic Development Strategic Plan For the City of Lancaster, Pennsylvania JUNE 2, 2015 Report prepared for the Lancaster City Alliance by Arnett Muldrow & Associates RGS Associates Building on Strength Acknowledgements LANCASTER CITY ALLIANCE Marshall Snively Toby Vargas Bob Shoemaker Colleen Wagner David Aichele Tony Wright Shelby Nauman CITY OF LANCASTER, PA Mayor J. Richard Gray Randy Patterson LANCASTER COUNTY, PA Rose Long, Lancaster County Planning Commission STEERING COMMITTEE Thomas Smithgall, High Real Estate Group, Co-Chair Craig Kauffman, Susquehanna Bancshares Rob Ecklin, The Ecklin Group, Co-Chair Melody Keim, Lancaster County Community Foundation Ben Bamford, Chair, Lancaster Township Board of Robert Krasne, Steinman Communications Supervisors Jack Krecek, Fenner Drives John Biemiller, Economic Development Company of Lancaster County Randy Patterson, City of Lancaster Michael Callahan, Benchmark Construction Lisa Riggs, Economic Development Company of Lancaster County Dennis Cox, Lancaster Downtown Investment District Chris Stump, Harsco Paul Fulmer, NAI Commercial Partners, Inc. Jeff Vrabel, ParenteBeard R. Ed Gordon, Wohlsen Construction Company Susan Wynne, Lancaster General Health Sam Houser, Franklin & Marshall College Shane Zimmerman, The Steinman Foundation iv ECONOMIC DEVELOPMENT STRATEGIC PLAN FOR THE CITY OF LANCASTER Building on Strength STAKEHOLDER PARTICIPANTS Numerous citizen stakeholders have participated in the process to date. They are recognized in Appendix A: Acknowledgement of Stakeholders. FUNDERS PLANNING AND DESIGN TEAM Lead Sponsor Mahan Rykiel Associates The Steinman Foundation Tom McGilloway Pacesetters Megan Griffith City of Lancaster Andy Kalback Franklin and Marshall College Alexandra Odom High Company LLC. Arnett Muldrow & Associates Lancaster General Health Tripp Muldrow Urban Land Institute Ben Muldrow Planners Kristen Wyche Lancaster City Alliance RGS Associates Lancaster County Community Foundation Mark Hackenburg Lancaster County Solid Waste Management Authority John Hershey PPL Corporation UGI Utilities Investors Benchmark Construction Dennis Cox Irex Corporation Dianne and Craig Roda Felicia and Bob Shoemaker Gloria and Scott Smith Wohlsen Construction ECONOMIC DEVELOPMENT STRATEGIC PLAN FOR THE CITY OF LANCASTER v Building on Strength EXECUTIVE SUMMARY In 2014, the Lancaster City Alliance (LCA) sought out to and is recognized for its thriving arts community and strong develop a long-term economic development strategy for entrepreneurial spirit. Rather than waiting for the upward the City of Lancaster, accounting for progress made over trend to peak and decline, Lancaster City chose to build upon the last decade, and setting goals for future economic the strengths and opportunities gained from previous years development activity. The purpose of this strategy is to of economic growth by creating an economic development create an appropriate environment for fostering continued strategy that would guide Lancaster for the next decade economic growth and quality of life enhancements. and beyond. Thus, this effort is not a sequel to previous plans; instead, this Plan is a fresh look at Lancaster City The City entered into this planning process from a and a tool for attracting continued investment. Navigating position of advantage, largely the result of over 15 years from a position of advantage, Lancaster is today building of coordinating and implementing the strategies identified on strength. in the Lancaster Economic Development Action Agenda (LDR Plan), produced in 1998. Due to the success in This Plan strives to create an environment that fosters implementing many of the recommendations outlined in the growth and development, elevates the economic well being LDR Plan, which contributed to years of continued growth, of Lancastrians, and sets a foundation for healthy urban Lancaster embarks on today’s initiative in a favorable economic development for the coming years. position. Today, following a track record of successful endeavors, Lancaster is characterized as a good place in which to invest, a community with access to numerous amenities, MAHAN RYKIEL | ARNETT MULDROW ASSOCIATES | RGS ECONOMIC DEVELOPMENT STRATEGIC PLAN FOR THE CITY OF LANCASTER vii Building on Strength 7 Background 6 Harrisburg Ave./ Train Station Area NW Gateway While Lancaster City covers a land area of 7.24 square miles, the focus for this Plan includes the Downtown Core and the “Commercial Hubs” that extend outward from the Downtown Core and serve as neighborhood centers. In total, the Commercial Hubs were grouped into eight geographies: 8 New Holland 1. Downtown Core Ave. 2. East King Street 1 Core Downtown 3. West King Street and Manor Street 4. South Duke Street 5. South Prince and Queen Streets 2 6. Harrisburg Avenue/Northwest Gateway E. King Street 7. Train Station Area 8. New Holland Avenue 3 4 Approach & Methods of Research Manor/W. S. Duke Street King Streets This Plan is the result of a yearlong planning process which engaged in analytical research in addition to discussions 5 S. Prince/S. and collaboration among stakeholders — community Queen Streets members, residents, property owners, businesses, city agencies, and investors — and the Consultant Team (“the Team”). Plan development utilized a three-part approach BACKGROUND MATERIALS which included five workshop periods in Lancaster. The approach began with “listening” and understanding Lancaster has initiated numerous planning studies and Lancaster’s assets, challenges, opportunities, and threats, master plans over the years, and has demonstrated then included “sharing” of ideas through an iterative process a successful track record of implementation. It is with stakeholders and the public. The planning process important that this economic development draws concluded with “confirming” recommendations with a clear from, builds upon, and integrates these prior plans and implementation plan, summarized in the Implementation studies. Some of the most notable materials referenced Matrix. include: » Downtown Walkability Analysis (Speck Study, STAKEHOLDER ENGAGEMENT 2015) This Plan is crafted to be primarily private-sector driven — » City of Lancaster Strategic Plan (2015) supported and supplemented by public-sector involvement. » High Commercial and Industrial Market Overview (2013/2014) Public input was nevertheless a critical component in the » Lancaster Housing Market Analysis (Zimmerman/ planning process, which was heavily infused with strong Volk, 2013) partnerships and direct engagement with stakeholders. » Lancaster Redevelopment Opportunities: A Study Through forums both large and small — interviews, focus of underutilized properties, and strategies for groups, surveys, roundtables, public meetings and facilitated revitalization (2010) discussions, in addition to other community engagement » Urban Park, Recreation and Open Space Plan for opportunities — constituents discussed and identified a the City of Lancaster (2009) variety of ideas and opinions regarding Lancaster’s future. » The Northeast and Southwest Neighborhood Revitalization Initiative Plans (2007) viii ECONOMIC DEVELOPMENT STRATEGIC PLAN FOR THE CITY OF LANCASTER Building on Strength In addition to a 19-member Steering Committee, the project Key Findings involved members of a larger, 40-member Working Group Through data collection and community engagement, the that facilitated vetting of research and recommendations. Team was able to identify the characteristics — both real Including meetings with these two groups, stakeholder and perceived — which define the spirit of Lancaster City. engagement was organized in a variety of formats: Intertwined into the visioning process, these observations » Steering Committee Meetings formed the foundation for this Plan’s recommendations. » Working Group Meetings » Commercial Hub Meetings The health of Lancaster City and its economy can be » Public Meetings attributed, in part, to the implementation of suggestions » Focus Group Discussions (Arts; DID Merchant Committee; identified in the 1998 LDR Plan. More than just from Education; Entrepreneurs; Faith-Based and Community; that Plan’s recommendations, however, Lancaster has Key Business Owners; Property Owners and Real largely benefited from the presence of key institutions Estate Professionals) and their “legacy stakeholders,” leading organizations, » One-on-one leadership interviews strong private sector partners, and a community that is fundamentally ambitious and commendably hard working. In recent decades, this ambition has risen to the surface — visible and revealing itself in the form of locally-owned businesses and enterprises, unique shops and storefronts, and in an overall appreciation and respect for support and collaboration within the community. It becomes clear that the people of Lancaster are what make it so vibrant; and so, it is necessary to understand: just who is Lancaster? Between 2013 and 2018, Lancaster’s population is expected to increase by 1,279 residents, to 61,470 residents. This increase of just over 2% indicates growth at a quicker pace than growth statewide and in most counties in the area, PPhoPhhoototo cocoouurterttesy ofo LLCAA as well as in many regional cities.
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