0ili

r I I I

i iii

Master Plan for Redevelopn1ent of I Old To vn Bo vie j j I I I I I I I I City of Bowie I and the Old Town Bowie Steering Committee Ii

Thomas Point Associates Inc

The Faux Group Inc lOT Associates Inc II D FeinDesign KELLERCo I

i

aUitrl

Seprember 1999 Table of Contents

Section No Title Page No

Executive Summary

1 Introduction 1 1

2 Existing Conditions

2 1 Overview 2 1

2 2 Design and Infrastructure 2 3 2 3 Traffic and Transportation 2 20

2 4 Conclusions 2 22

3 Market Analysis 3 1 Demographic and Economic Conditions 31 3 2 Existing Market Conditons 39

JM 3 3 Analysis of Tourism 317 3 4 Projections 322 3 5 Conclusions 327 4Ii

4 Plan Overview

4 1 Vision 41

4 2 Recommendations 41 4 3 Zoning and Development Regulatory Tools 43 4 Parking Improvements 412 4 5 Traffic Improvements 415 4 6 Development Opportunities 418

4 7 Conclusions 430

5 Implementation Financing and Financial Feasibility 5 1 Costs Priorities and Responsibilities 51 5 2 Funding and Phasing 53 5 3 Implementation Tools 53 54 Cost Benefit Analysis 59 5 5 Retail Leasing Strategy 5 16 5 6 Marketing Plan 520 5 7 Conclusions 525

6 Conclusions 61 Executive Summary

Executive Summary Old Town Bowie Redevelopment Plan In February 1999 the City ofBowie retained a team of consultants in design transportation and economics to prepare this master plan for Old Town Bowie the historic village center ofthe City ililIl The consultants held public meetings and discussions with business leaders and residents their in order to structure conclusions and recommendations Residents spoke about traffic and lack of convenient stores concerns poor condition of infrastructure excessive This public participation and the direction of the Steering Committee provided important input for the final plan and implementation strategy

a area into an attractive Old Bowie represents a prime opportunity to redevelop declining and valuable village center The Exhibit attached summarizes recommendations on proposed design improvements infrastructure zoning development guidelines and other a cost and a matters It identifies the priorities ofthe Steering Committee budgeted a total principal implementing responsibility The proposed program will require investment of approximately $6 8 million with funds from various sources including a significant City commitment for a portion of the funds

The recommendations in this strategy are that the should work with the M principal City County the State and the Old Town community including residents the business actions community and property owners to take the following

sidewalks crosswalks Improve the appearance ofthe area with upgraded streets signage and other investments in design and infrastructure Develop certain prime properties including portions ofthe City Park and the AMTRAK parking lot to expand the level of activity in the core area shared and on street to Create a parking district with additional parking parking spaces facilitate more intense use of the commercial properties Slow traffic down and make travel in the area safer by constructing a traffic circle or other improvement at the Chestnut St Ninth Street intersection Make specific investments in the Community Center and the Railroad Museum that will enhance the area for both residents and tourists

Old Town Bowie has great potential for revitalization While grocery stores and other businesses have left the commercial area the core cluster ofbuildings remains creating an in a To opportunity to attract the types ofbusinesses that thrive village atmosphere in and attract new businesses there is a need to make improvements appearance infrastructure slow the traffic down and market the place in new ways It will take a few investment will come years but with these changes significant private

ES l ES 2 Executive Summary 1 Introduction

1 1 Overview In February 1999 the City ofBoviie retained a team ofconsultants with expertise in design transportation and economics to prepare a master plan for Old Town Bo vie the historic village center of the City This document presents a course of action for the redevelopment of this area

1 2 Organization The following sections present information and recommendations

Section 2 Existing Environment Section 3 Market Analysis Section 4 Plan Overview Section 5 Implementation Section 6 Conclusions

1 3 Public Participation The consultants held public meetings and in depth discussions with business leaders and residents in the area and used input from these sources to structure conclusions and recommendations The principal source ofpublic input was a public meeting held in Bowie on April 29 At that time the consultants briefed participants on conditions identified in the research and set forth various alternatives in conceptual terms Residents spoke about their concerns notably the following

Poor condition of infrastructure particularly related to water run ofEldrainage Excessive traffic through the center ofthe area especially landfill truck traffic Lack of convenient stores to serve the local population

Residents identified these and other concerns at the meeting and in written responses to a met on 23 survey form The consultants again with the public June and presented recommendations in draft form There was very positive response to the proposed plan This public participation along with the direction ofthe Master Plan Subcommittee provided the essential input for development of this plan and implementation strategy

14 Conclusion Old Town Bowie represents a prime opportunity to redevelop a declining area into an attractive and valuable village center The next step will be to translate recommendations into actions on design improvements infrastructure zoning development guidelines and other specific matters

1 1 2 Existing Conditions

2 1 Overview

Originally created as a junction along two major railroad lines one running south through Maryland the other a spur heading into the nation s capital Old Town is a small village unique to the surrounding suburbia for its neatly gridded streets walkable block lengths and small lot divisions Although several factors in the grovv1h ofthe City of Bo vie have greatly reduced Old Town s position as the commercial center ofthe City its rich history and quaint small town design provide building blocks to restore its economic viability as an attractive neighborhood and regional destination d

History Old Town Bowie with roots that trace back to 1870 is the historic heart of the City of Bowie Originally named Huntington City the town was established by a land speculator and developer Ben Plumb who foresaw the importance ofthe junction of the rail lines that intersected at Bowie Station Mr Plumb purchased approximately 300 acres surrounding the railroad stop and hired a surveyor to plot the streets and lots for the new community The surveyor laid the town out in a one square mile grid of east Viest numbered streets and north south tree named streets

The center of town was the old Bowie railroad station and it was the focus of much ofthe early life in the town It was not only the place for commerce and easy access to the larger communities ofWashington DC Baltimore and Upper Marlboro but also the central community gathering place for socializing and entertainment

By the early 1880s a substantial number of businesses were recorded in the Old Town commercial district Approximately four blocks long the commercial area straddles the railroad tracks Chestnut and 9th Streets The district was a center 4iIIlI along bustling shopping during the late nineteenth and early twentieth centuries General stores groceries hotels shoemakers blacksmith bakers barbers and ice cream shops were some ofthe shops that used to line the commercial district Two major fires occurred in the business district in 1895 and 1910 destroying most ofthe businesses each time Yet each time the community quickly rebuilt and the commercial area sprang back to life

Unfortunately for Old Town the City ofBowie has endured several dramatic changes over the years that have shifted the population and activity away from old Huntington City These have not been as easy for Old Town to overcome as the fires of the previous decades

First in 1958 Levitt and Sons a major housing developer acquired the large parcel of land which sits between Old Town and Route 50 to the south This large parcel and its hundreds ofhouseholds were annexed by the city two years later greatly increasing the size and population ofBowie

2 1 Old Town as the older not the same interests in preserving This new community did have to shift to other areas of the City residents and slowly commercial focuses began

ofthe Rte 197 around Old Town and the new In more recent years the addition bypass tracks made it much easier for people to bypass or zip through bridge over the railroad town without stopping in Old Tom

of the district has into an economic slumber Many In response the commercial gone hold time businesses their heads above buildings are occupied but part barely keeping a coat The tovm are and of fresh paint water Many buildings in need of repair cleaning and down the commercial streets There is park is often empty and there is little activity up in fact it has that Old Town s time has but many qualities a general perception passed traditional in s market At a time when neighborhood that are highly desirable today in Old Town waits to be rediscovered design for new developments is gaining popularity with the in to serve a healthy mix of as the real thing a traditional community design place uses in an historic setting community residential office and commercial appealing

Location a central no in Old Town Bowie still boasts wonderfully Although the train longer stops location in the Baltimore Washington region

12 mile from Washington D C 15 miles from Annapolis Maryland iliiill 20 miles from the City of Baltimore Maryland

Bowie rails and Old Town residents can board Amtrak and Mi RC trains now run along to Old Town s a few miles the road adding the trains from Bowie State University just up a run the heart of town line running convenience to commuters Buses through along New Carrollton metro station between the train station at Bowie State and the t1IlIi

the ofBowie itself has grown up In addition to Old Town s great regional location City lots into a of more than 48 000 around Old Town s initial 500 residential building city miles residents covering approximately 16 square

Bowie door and center of city life it once was for While it will never again be the front scale and character it with the to Old Town s unique history provide opportunity center in the middle of a reestablish itself as an distinctive attractive village positioned dynamic and growing region

2 2 2 2 Design and Infrastructure Conditions

2 2 1 Study Area Limits Figure 2 1 cluster of lots that are Our primary area of investigation in Old Town is the currently zoned Commercial Shopping Center C S C The commercial area is about 8 5 acres In we at and comprises approximately 97 tax parcels Figure 2 2 addition looked several parcels immediately surrounding the commercial area that might offer 2 1 opportunities for parking solutions residential infill or community amenities Figure illustrates the limit of the study area and current zoning ofthe various parcels

1M

2 3 4

I 1 I N 0 0 D D w 0 lJ 0 q cO CC a bb J o EE 00 t9 0 8 Q c L LL a eJ nEE

8 IT c G 0 EE D z 0 o H H dw o $ a 8 a s 8 S E3 0 e g C cr0 J Z t o Ii Ii Y liD r1d j Lf I p I I 0 J8 Oa I Ii i o Z 0 J j w I ct 0 i n E w 1w 05 JOaJ o l OJ J z t U

11II o t O 1 o

g i h II Page 2 4 N

J 1 LD O N LD 0 G W d o 2 0000 cO 0 W 0 C J CLL 00 B tIE j n o G g 6 t1 rr 8 LL ff l l 3 8 G 7 u

0 8 EE z d 0 H q rC e 8 j t 5 g A bd 0 g o Z o

f r1 8 i U O 1 o J EJ o z

J

w cr

E w z w z o NCIl o l m o z l t

o I o 0 I 0 o o U 3 ui e c o5 c s c GJ b0 7 gi

S 5 Y cE1 1 y il I 0 $

i r 1 i 1 i II Page 2 5 2 2 2 Overview of Uses Figure 2 3 Commercial Uses There is approximately 53 000 square feet of leasable space in Old Town s commercial the floors not area Most of this space is occupied by retail businesses although upper do cases Several of the businesses time appear to be heavily used in many operate part only

In comparing the current mix ofbusinesses to the reported mix of uses listed in a city area has declined since then both as a local and report of 1980 it is apparent that the specialty business location The bank the small grocery store and several antique dealers have ceased to operate There are only sixteen antique dealers reported be in Old Town mass now down from twenty seven ten years ago This reduction ofthe critical of commercial activity underlines the need for action to stabilize and reverse the trend

According to the current business directory on the Old Town Bowie web site the mix of uses in the commercial area is as follows Specialty Retail and Services Serving specialized product niches which rely and draw upon on a market outside ofthe immediate local community 16 antique collectible dealers bike store clock shop home brewing shop wild bird supplies banquet hall

Community Retail and Services Oriented towards the immediate community customer base by fulfilling basic every day needs 2 auto repair shops plumber and a locksmith barber shop musicinstruments pet groomer restaurant deli

Office Uses No substantial office activity was noted

Residential Uses oa Residential uses in the commercial district consist of three commercially zoned single family residences and one home on a site recommended to be rezoned No apartments or townhouses are in the district

Public Services There are also several important community services in the district the fire station post office community center two social clubs and several churches These uses generate to the commercial area activity on a local scale by drawing neighborhood people

2 6 lJ 1 U U

t J l J 1 GJO N III c D J lJ D w CLUJ 0 lJOOOO0 cO Cl 0 Jt J D q 00 e 0 j m1 o e E J e cr Ef LL B 8 i z nTI lJ n o Cc CJ

i CD rLG Z Q Q 0 EC EJ Q 8 0 5D g J e 0 G u c z w o o u

N 1 o z

fS W C w f 0 J r w w z W a 0 1Il o a Jll UO z l U

o I I i j I I T 0 o 1 j O r o 0 5 9 D

u i O GJ 5 Ul

i f Gl cO $ V ic

0 0 i r I if sl Page 2 7 Primary Activity Generators There are three existing facilities in Old Town that have the potential to be primary a activity generators Much like a department store does for mall they have the ability to draw people to the area from throughout the city and or the region people who then might be persuaded to do other things in the area

Railroad Museum City Owned Located on the south side ofthe commercial district the railroad museum is located near the site ofthe old Bowie railroad station The museum has been gaining interest from visitors and has recently extended its hours to full weekend operation It has also begun to play the role of a visitors center for Old Town Museum land surrounding the museum has the potential for additional uses such as festivals train watching and outdoor train displays

Railroad Inn Privately Owned Well established in the community the Railroad Inn restaurant is a popular local gathering spot on the north side ofthe railroad tracks It is open most evenings but is closed during lunch times when most ofthe local shops are attracting their customers It is also difficult for visitors to find because of its location behind the main commercial strip It would benefit from increased signage on the building itself and on 9th street

Community Center tv1NCPPC Ieased City owned ocated just outside the commercial district the community center also has the potential to be an activity is in generator for Old Town At present the building great disrepair severely limiting the amount and types ofactivities that can be accommodated Also the programming of the center occurs at the county level rather than by the community so closer coordination among the County City and community including the businesses would be beneficial

2 8 2 2 3 Ownership There are about thirty property owners ofparcels in the commercial district The City the state the county and other public entities own much ofthe study area includingthe city park the city owned community center and the county owned fire station including significant SHA holdings around the bridge Much of the city land is in the form of unimproved rights ofway for roads laid out in the original plat Figure 2 4 illustrates the pattern of public ownership It is important to note that the area has rather confused records on lot boundaries due to conflicting plats used during the initial improvements and sales Ownerships and property lines will need to be carefully investigated during revitalization

There is a significant amount of vacant land in Old Town in and around the district Figure 2 5 Much ofthe Huntington District was divided into long narrow parcels A high percentage ofthe original lots and roads remain undeveloped Many landholders own several land parcels that have been clustered together to make a larger unit providing easier assembly of parcels for larger developments as well as opportunities for infill development in lower density areas

Parcels along the south side ofNinth Street were not divided into long narrow lots Instead they vary greatly in size Many have small buildings sited near the street edge with empty land behind Vacant land within block interiors provides opportunities for parking and pedestrian oriented alley shopping The former train station parking area owned by AMTRAK represents another underutilized parcel

a

2 9

ow a w I go N f a G 00 0 o w 0 cO 0 lfo 0 y cr o Cl EE J 00 m 0 t9 o G O B w e lL E ff 8 S f t UJ r t3 0 n cr u t z Q 6 e rn 8 enIJ 8 5 u EJ e Glr 0 g tj I cB 0 00 Z J o u 0

D 18I N l o M z

J 0 W z cr j W u

J5o mCll

o JlL CD 0 0 z f 5 U o I o l o

u

ui

U J 03 Ul

rr Et

1 h I I sl Page 2 10 lD

T N oiIli W

I n J cj C 0 lL

7

i z J 5 0 Z o r

J o z

1 0 w zo n j

Z3 0 om lt 0

l

t 2 2 4 Community Character Figure 2 6 Buildings Buildings in the study area are mostly small one and t VO story freestanding structures They tend to be narrow and deep rather than wide and shallow Many are converted houses and appear more residential in character than commercial The buildings tend to be architecturally simple but charming for their selective use ofdetailing in their doorways windows porches or rooflines Many of these buildings may need renovation to bring them up to current ADA fire building code and current retailing standards The buildings could use some cleaning and basic renovations such as repair and painting but in general are significant in contributing to the distinctive and unique character ofOld Town While the area is not currently a formal historic district there was an evaluation of the districting process Several buildings in the district are listed on the city s historical walking tour as being significant

Some infill construction has been occurring in the residential areas however many of these new houses have not succeeded at achieving the quality and details of the older buildings

Railroad

The railroad is a dominant feature of Old Town Active tracks that are now 1M part ofthe MARC commuter system and Amtrak s northeast corridor run right through the center of the commercial district dividing it into two parts In addition to the main rail track a less used Conrail track runs south out ofOld Town through Prince George s County into Charles County This line carries infrequent coal trains almost exclusively The railroad tracks provide Old Town with both an obstacle and an opportunity

Obstacle Visual Pedestrian Barrier

When you are exploring the shops along 9th Street or along the south side of Chestnut it is very difficult to realize that there are more shops on the other side ofthe railroad tracks Visibility across the tracks is poor and what you can see is mostly the backs of buildings

Also the only means ofcrossing the tracks is over the Chestnut Street Bridge The sidewalk along the bridge is a narrow three feet making it an uncomfortable walk close to fast moving traffic on one side and directly against the side ofthe bridge on the other The side of the bridge extends far above the heads of pedestrians and is completely opaque making it a very unfriendly element Local people frequentlyjump the fence along the railroad tracks and cross the tracks rather than cross over the bridge

It is a much easier trip to drive across the tracks to the other part of the business district but convincing shoppers to stay in Old Town once they get in their cars is a tough battle

2 12 Opportunity Railroad Museum and Train Watching Active and frequent trains are a valuable attraction to train buffs of all ages The old Bowie station area has been converted into a museum which has the potential to be one of Old Tow n s greatest assets In addition to train exhibits it could feature festivals train watching activities and other special events

The Park

The Town Park on 9th Street is a dominant element in the commercial area because of its amount of street 220 large frontage approximately feet and due to its location on axis with the bridge across the railroad tracks It was a result of the last revitalization effort in Old Town and was designed to link the Community Center to the shops along Ninth Street Due to the low volume ofCommunity Center visitors and the small number of businesses along 9th Street it is currently an underutilized space plagued by loitering The design of the park while attractive does not presently achieve its initial goal of supporting the commercial area more Nearby activity and frequent programmed use ofthe space is needed to encourage greater use ofthe park

2 14 2 2 5 Streetscape Elements An attractive and safe environment is a vital asset vn pedestrian to any to attempting to revitalize its core as a nice to live work place shop and play To this end ve need to ensure that Old Town Bowie has adequate facilities providing an environment conducive to strolling and At Old Town has lingering present several critical issues that need to be addressed to improve the pedestrian environment

Sidewalks Figure 2 7 Old Town needs to fill in sidewalk missing linkages The City has been systematically and adding walks storm drains in Old Town over the past several years as Community Block Grant CDBG funds have been available Development Still there are several areas where sidewalk is not continuous or has not been introduced at all One of the most critical areas is along Chestnut Street in front ofthe Center Community continuing dovin the past Wild Bird Center and connecting to 9th Street

Other links important missing include connecting from the commercial areas into residential districts as indicated worn dirt trails surrounding by leading to homes on 10th Street Connections are also to the recent subdivisions missing on Lanham Seern Road and Street and to the Myrtle planned subdivision north ofOld Town along Chestnut Street

are also Old th Linkages missing between Town and the county park on 11 Street and the WB A bike trail mile approximately Y2 south ofthe commercial area on Chestnut

Crosswalks also need to be added to intersections in the commercial district Critical intersections such as Chestnut at 9th and at 12th Streets are very difficult to navigate due to the speed and flow oftraffic and the lack ofpedestrian facilities

Street Trees

Street trees a sense of comfort provide and security by shading open sidewalks and barriers between creating walks and Old Town does not roadways currently have many trees walks within the conunercial area because along many ofthe concrete sidewalks are narrow and leave little room for tree plantings However there are many opportunities for trees within existing right of either within sidewalks behind ways sidewalks or on private land as part of new developments

Lighting Historic street are in lights already place in the north side ofthe commercial area The levels to be sufficient light appear and their historic style blends well with the character of the district are not Lights yet in on the south side our place although it is understanding that similar have been lights purchased for this area and are awaiting installation

2 15 0 N w 0

C lL

z 5 0 Z 0

0 w 0 f z J 0

0 c r E W U w 0 0 W Z m lL 0

0 i 0 IT 0 U Z

0

0 J 0

ti

tri ii

III Page 2 13 f J z n 1 N G W x O 0 w J c9 0 8 8 lL

o w Ul o c z o 1 c D 0 5 g 0

0 Ii n Z

U 0 1 i 0 rJ B1 O I rSl I i I I I

J o z

l

w tf c

n 1 w W3 00al o U lI o

z r U o t O 1 o

ui i g S

il 1

I i I I II I S i S J W sl Page 2 16 Street Furniture Street furniture such as benches trash receptacles and flowerpots add color character and convenience to a shopping area At present these elements are virtually non existent in Old Town

Shopfronts In addition to the public streetscape the private elements lining the street are a large part of making a friendly shopping environment There are many opportunities for improvement ofthese elements including adding rotating window displays restoring and cleaning building facades removing boards and bars from windows and adding anings and porches on selected buildings to create friendlier facades

2 17 2 2 6 Signage There are two primary types ofsignage essential to a thriving commercial area directional signs and image signs Directional signs give hidden areas visibility on the primary highways They instruct visitors how to get to an area and how to navigate around it They are crucial for providing orientation to visitors and making them feel comfortable exploring the opportunities the area has to offer Image signs set a tone or a theme for the area These signs might announce gateways advertise businesses or provide historical information They often coordinate in shape size and or color They help visitors understand the extents ofthe area and help create the impression of a cohesive district

Currently Old Town directional signage is almost non existent Small signs located on northbound and southbound 197 are the primary means of directing visitors into town In Old Town itself there are no signs directing you around the commercial For instance it is difficult for first time visitors to realize the Old Town commercial area continues across the bridge Signage needs to strengthen this connection Also there is no directional signage to parking areas Visitors have trouble locating appropriate parking lots especially those behind building blocks

Image signage in Old Town is also severely lacking All public signs need to be consistent and coordinated Guidelines for private business signage need to be established to create an overall image for the area and reinforce the area s character as the Old Town Bowie Historic Business District

2 2 7 Parking Figure 2 8 Based on a simple comparison ofthe amount of commercial activity in the Old Town business district and the amount ofparking available it is apparent that many of the older buildings do not have sufficient parking on their sites to serve customer needs or meet the current county standards This shortcoming is affecting the district s ability to attract both building tenants and customers Many existing parking lots are not well laid out or clearly striped causing them to have less parking capacity than they might otherwise have It appears that many businesses do not have the space on site to create sufficient additional spaces In addition some ofthe district s most promising sites for new development have similar space problems Several ofthe city and state roads currently accommodate some informal on street parking Based on a site tour and an analysis of the rights ofway there appear to be more areas that are suitable for parking There are several locations where cars parked in front of stores block the sidewalks this needs to be corrected

In addition to parking supply and configuration directional signage on how to find parking is also lacking New signage of a consistent design and a coherent location plan will improve utilization rates and perceptions

2 18 I

W U

WI r C OJ o CJJ

ltD W r C jj z r OZ 5 0 0 D Z o

CJ W t I Z JO

Ol 0 w o 0 OE w 9w z 20 0 III o O ll rn Lo 1 z o t u Z o w t O o 0 J o

ti t ui gi El I i i

l 1 o I Page 2 19 M 2 3 Traffic and Transportation The 9th Street 11th Street corridor through Old T on is the only east west arterial roadway in the area The railroad bridge that connects the north and south partso rOld Town tends to promote fast moving traffic along this corridor on the north side of the railroad tracks Properties on the south side are less affected since Chestnut Avenue plays a less important role in access than the 9th Street II th Street corridor

The aerial photo Figure 2 9 shows the bridge alignment in relation to the north and south sectors of Old Town and the importance of this bridge and the road in the circulation pattern

The two lane 9th Street 11 th Street corridor in Old Town accommodates significant east west traffic during peak commuter periods The new bridge alignment adds to the problem by making this cross town movement even more convenient than it had been in the past In addition Maple Avenue and Chestnut Avenue are available for northsouth traffic movements with Maple Avenue s location creating an opportunity for shortcut traffic

With current constraints the situation may become worse before it becomes better

2 20 0

a N W

J 9 LL

Z i 0 Z 0

cOZ I o 2 9 o W f 0 w cr c 0 W 0 JCO IL 0

0 WI m u Z

0 I 0 I 0

u t

i 8i II I II I Paoe 2 21 24 Conclusions

current In comparing the conditions in Old Town to the redevelopment concept proposed by the City and the Old Town revitalization steering committee at the beginning ofthis we have concluded that the area has study the physical capacity and attributes that can be used to achieve the concept In preparing a master plan for redevelopment Old Town has the following opportunities and assets should be built upon and the following problems should be over come

Assets and Opportunities in Location the Baltimore and Washington Region and proximity to Washington D C Traditional village layout both of residential areas and commercial areas conducive to creating a charming walk able main street style district both on Chestnut and on Ninth Proximity to new residential and office areas university and transit station Access and visibility to east west commuter traffic The Railroad Museum and the active rail line Community center Historical interest and attractive historical character to commercial and residential buildings Vacant land in and around the study area Current collection of antiques collectables other specialty shops in the area Efforts by the local merchants to market Old Town as a regional destination for and collectables on the antiques Internet and in newspapers and trade periodicals

Problems to Overcome

Limited visibility to northsouth traffic on routes such as 197 lack of directional signage Local perception ofOld Town as a neglected area with social problems Presence of trash truck traffic on weekdays Road conditions that do not sufficiently counteract the tendency of through traffic to speed that create dangerous pedestrian conditions Insufficient critical mass of shops and public attractions to compete in the region effectively of Lack adequate sidewalks sized for commercial activity as well as lack of pedestrian and bike connections to surrounding residential areas Small too parcel and sizes small to accommodate development of new buildings and parking without assembly andor offsite parking Separation ofthe area in two by the railroad bridge

The new bridge while thematically decorated worsens visual and pedestrian connections and increases sense ofdivision between north and south areas and creates three intersections difficult to navigate by pedestrians as well as cars

2 22 3 Market Analysis

This information on area analysis provides City and market populations to support new commercial development in Old Town It also identifies key aspects of the tourism industry relevant to attracting customers to existing and new stores

3 1 Demographic and Economic Conditions Prince George s County and the City ofBowie have been growing rapidly in population andjobs in the 1990 s and are thriving sectors of the Washington Baltimore region Development in the City provides a framework for understanding what is happening in Old Town Bowie and actions that might be taken to direct future development While the City has little current information about Old Town Bowie it is possible to extrapolate sources data from other This analysis also provides current estimates and projections by 3 5 and 20 mile rings from the center of Old Town

3 1 1 Population Exhibit 3 1 summarizes population changes from 1960 to the present The City ofBowie figures on population in Old Bowie are estimates based on census and housing information The City ofBowie has grown by more than a third just since 1970 The County s population more than doubled over the forty year period However according to the s City Planning Department the population ofOld Town declined by 16 percent

Exhibit 3 1 Population 1960 1998 Study Area City and County Population By Jurisdiction Old Bowie Year Huntington 1 City of Bowie County 3 1960 1 000 1 072 357 395

1970 1 000 35 028 661 719

1980 800 33 695 665 071

1990 850 2 37 642 719 880

1998 837 47 523 777 811

Percent Change 1960 1998

16 4333 118

Notes 1 City of Bowie est from census and household info

2 US Census City estimate for Old Bowie

3 Slale Planning Office estimate for 1998

Source City of Bowie Pop

Oddly the population decline in Old Bowie has taken place in spite ofthe fact that the community was platted and zoned for additional residential development

3 1 3 1 2 Employment Employment data on Prince George s County Exhibit 3 2 indicate the County s large share ofgovernment employment and its very small representation in manufacturing employment relative to the US

Exhibit 3 2 Employment Non Agricultural By Place of Work Prince George s County and the US 1998 Prince George s Co US 1996

No Percent Percent Mining 0 00 0 50 Construction 24 108 8 3 6 30 Manufacturing 11 966 4 1 16 20 Transportation and Utilities 15 366 5 3 7 00 Wholesale Trade 14 815 5 1 3 90 Retail Trade 62 874 21 6 17 00 Finance Ins and Real Estate 12 767 4 640 Services 78 342 27 0 35 60 Government 70 272 24 2 4 60 Total 290 510 100 0 100 00

Source Virginia Employment Commission Basic Data

The most current information on at place employment in the City is the employer survey Exhibit 3 3 The data confirm conclusions about the orientation ofthe economy ofthe County All but one ofthe top ten employers in the City are either government entities or retailers and the retailers are all national and regional chain stores While there has been some diversification ofthe City s economy it is still heavily centered on government and retail activity

Exhibit 3 3 Ten Largest Employers in the City of Bowie 1999

No of Rank Employer Employees 1 Board of Education 391 2 Giant Food 363 3 Wal Mart 320 4 City of Bowie 230 5 Lowe s 200 6 Census 178 7 Target 140 8 Institute for Defense Analysis 129 9 Sears 110 10 Kohl s Dept Store 100

Source City of Bowie Empl

3 2 In Old Town Bowie the proximity to the NASA Goddard Space Flight Center and the National Agricultural Research Center would suggest a strong office potential vithin this area of Prince George s County However there is very little employment in Old Town other than in small retail shops and services although there are a few government jobs at the Community Center the Fire Station and the Post Office

3 1 3 Market Area Demographics

The concept ofthe market area is complicated in this situation for several reasons Old miles Town was once a commercial center for a 1parket area several around it before the new Route 197 alignment and new retail centers were developed to the east and vest Also there are new subdivisions that have been developed since the decline of Old Town and residents have moved into the area with no knowledge of the history of the place There is little sense of community identity at this early stage in the development of these new subdivisions and no strong loyalty to commercial locations The area around Old Town shown in Exhibit 3 4 has no strong place identity or market identification Note the map also identifies retail and office centers discussed in Section 3 2

The road network is an important factor in defining the market area While Route 197 now bypasses Old Town there is still relatively good movement through the area on Lanham Severn Road and Chestnut Avenue There are particularly good connections via High Bridge and Fletchertown Roads to the Northridge residential area and on Ducketown and Lanham Severn Roads to Wingate Forestgate and other subdivisions west of Old Town In the regional context Old Town is accessible from Interstate 295 the BW Parkway to the north via Route 197 and Interstate 495 the Washington Beltway to the west via Lanham Severn Road

There are different market areas for different types ofcommercial development Demographic information by distance from the center of the area provides a better basis for insight into potential demand for retail activity at the site

The general principles that apply in this situation are the following

Neighborhood service stores typically draw from a population of30 000 to 60 000 within a distance of 1 5 to 4 miles depending on the density and character ofthe residential areas the location ofthe site in relation to other commercial areas and

access from collector streets

Specialty stores restaurants and services that focus on specialized niches serve markets of250 000 population and higher typically residing within ten miles from the site and a good restaurant will draw from 20 miles and farther

3 3 s field

II

00

eEl

a

c

c SCALE t 3 4 0 l 2 Exhibit I xm Project Area Location 1 Three and Five Mile Rings and Location of Retail 1 7 and Office A E Centers in Primary Area Keyed to Exhibits 3 13 and 3 16 Market area definitions have limited value in this situation since there are many residents in new subdivisions who have no sense of neighborhood Moreover recent changes in the road network are affecting shopping patterns in ways that are still evolving Ho vever the 3 mile population comprises the primary market area population for purposes of convenience shopping while the 5 mile ring can be regarded as the primary market for comparison goods and specialty shopping The 20 mile population is the larger pool of specialty shoppers and diners

The populations within the 3 and 5 mile rings Exhibit 3 5 from the center of Old Town are impressive in various ways

The close in population easily meets the threshold rule of thumb for neighborhood service stores with a population in the vicinity of 60 000 interpolating from the figures and the access standard since Lanham Severn Road is an important collector

The rate of since 1990 is also much in the three mile growth impressivegreater core area than in the larger region

Household size is significantly larger in the close in population

Exhibit 3 5 Comparison of Market Area Population By 3 5 and 20 mile Rings Population and Households Categories 3 Miles 5 Miles 20 Miles

Population 2004 Total 28 433 85 993 2 735 094 I 1999 Total 27 212 83 269 2 718 292 1990 Total 22 706 72 539 2 620 148 1980 Total 20764 62 004 2 399 764 Change 90 99 19 8 14 8 3 7 Change 80 90 94 17 0 9 2

Households 2004 Total 9 168 29 576 1 061 900 1999 Total 8 740 28 580 1 048 227 1990 Total 7 238 24 940 998 092 1980 Total 5 900 19 093 877 870 Change 90 99 20 8 14 6 5 0 Change 80 90 22 7 30 6 13 7

Av HH Size 2004 3 02 2 87 249 1999 3 03 2 87 2 51 1990 3 04 2 87 2 54

Source Claritas Inc 1999 Thomas Point Associates Inc CRE

3 5 41

u

The close in is population similar in its occupational characteristics to the larger area to data based on the 1990 census Exhibit 3 according 6 However it has a slight y higher level of managerial and specialized professional employment It is also somewhat higher in precision skills and crafts While these differences are relatively minor they reflect the higher household income and wealth estimates belov

Exhibit 3 6 Comparison of Market Area Population By 3 5 and 20 Mile Rings OccupationuEmpJoyed Population 1999 Categories 3 Miles 5 Miles 20 Miles

No Perc No Perc No Perc

ManagerialProf Spec 5 386 40 0 17 366 40 0 537458 377 Exec AdminlMa 727 nagerial 2 20 3 8 706 20 1 256 679 18 0 Professional Specialty 2 659 19 8 8 660 20 0 280 779 19 7

TechlSales Admin Support 4 866 36 1 15732 36 3 482 526 338

Technician And Related 814 60 2 448 5 6 73 512 5 2 Sales 1 453 10 8 4712 10 9 134 533 94 Administration Support 2 599 19 3 8 572 19 8 274 481 19 2 Services Occupation 1 065 79 3 794 8 7 176 335 124 Private Household 17 0 1 45 0 1 9 983 0 7

Protective Services 309 2 3 1 077 2 5 31 588 2 2 Other Services 739 5 5 2 672 6 2 134 764 9 5

F arming F orestry Fishing 86 0 6 280 0 6 9 358 0 7

Precisionera ftIRepair 1 203 8 9 3 498 8 1 108 728 7 5 o perato r F a bricatorsLaborer 856 64 2702 6 2 111 567 7 8

Machine Op 280 2 1 810 1 9 31 002 2 2

Trans Material Moving 292 2 2 1 051 24 45 305 3 2 Handlers H el persLabore rs 284 2 1 841 1 9 35 260 2 5

Total 13 462 100 0 43 372 100 0 1425 972 100 0

Source Claritas Inc 1999 Thomas Point Associates Inc eRE

The comparative data include information on household wealth and income Exhibit 3 7

Fifty five percent ofthe core area households i e households within three miles have annual incomes over $75 000 A third 32 are over $100 000

Close in households have greater wealth probably mostly in the form of home equity The median figure for household wealth in the primary market area $168 688 is more than double the comparable figure for the region

There is a disparity at the lower end ofthe income distribution According to the figures there is a slightly larger proportion of primary market area households in the low income category under $10 000 in the core area than in the 5 mile circle

3 6 Exhibit 3 7 Comparison of Market Area Population By 3 5 and 20 Mile Rings Households by Household Income 1999 Categories Area 1 3miles Area 2 Smiles Area 3 20 miles

No Perc No Perc No P

Average Household Wealth S 251 171 S 229 154 S 173 909 Median Household Wealth S 168 688 S 146 060 S 75 581

Households by Houshold Income 8 740 100 0 28 580 1000 1 048 227 100 C

Under $10 000 193 2 2 538 1 9 0 63 844 6 0 $10 000 to $19 999 202 2 3 730 2 6 78 930 75

$20 000 to $24 999 120 14 616 2 2 46 981 45

$25 000 to $29 999 160 1 8 723 2 5 50 901 4 SOlo $30 000 to $34 999 182 2 1 863 3 0 58 309 5 5

$35 000 to $49 999 808 9 2 3 358 117 164 551 157 to $72 1 $50 000 999 2 194 25 7 693 26 9 235 286 22 s

$75 000 to $99 999 2 081 23 8 6 110 214 147 459 14

$100 000 to $149 999 1 999 22 9 5 535 194 121 312 11 6 $150 000 and over 799 9 1 2 408 84 80 654 7 7

Median Household Income 81 127 74 145 55 709

Source Claritas Inc 1999 Thomas Point Associates Inc CRE

The retail spending figures adapted from the 1992 and 1997 Census ofRetail Trade reflect the higher incomes and greater household wealth in the core area than within the larger circles The two exhibits below show expenditures by store and product in 8 selected categories Exhibit 3 indicates that residents spend far more on certain types ofproducts than do US citizens The US Index figures shows the relationship between spending by residents of the local area although not necessarily within the local area and that of the US population as a whole

3 7 Exhibit 3 8 Comparison of Market Area Population By 3 5 and 20 Mile Rings Expenditures by Selected Product 1999 Categories 3 Miles 5 Miles 20 Miles us us us

Exo $000 Index Exo $000 Index Exp $000 Index

Food at Home $ 41 626 117 5 129 212 111 S 4 068 551 95

Food Away from Home 5 34 517 147 S 107 071 139 S 3 209 505 114 Alcoholic Beverages at Home 5 2 959 134 $ 9 436 130 S 301 691 114 Alcoholic Bvges Away from Home 5 2 154 139 $ 6 784 134 S 208 717 112

Personal Care Products $ 4 675 137 5 14 614 131 S 452 858 111

III Personal Care Services $ 3 837 141 5 12 105 136 S 383428 117

Nonprescription Drugs S 1 574 120 S 4 927 115 5 157 539 100

Women s Apparel 5 11 419 153 S 35 094 144 S 1 019 043 114

Men s Apparel $ 7 040 165 $ 21 713 156 5 617 282 121 Girl s Apparel 5 1 083 10 S 3 250 128 S 91 903 99

Boy s Apparel 5 1 368 138 5 4 143 127 S 120 814 101

Infant s Apparel S 1 001 128 5 3 122 122 S 95 539 102

Footwear excl Infants S 4 556 142 5 14 239 135 S 436 110 113

Housekeeping Supplies S 6 091 136 $ 18734 128 S 556 590 103 Lawn Garden Supplies Incl Plants 5 1 152 154 S 3 513 144 S 99 743 111 Domestic Services $ 8 503 183 5 25 391 167 S 699708 126 Household Textiles S 2 096 156 5 6 403 145 $ 181 549 112 Furniture S 7 379 153 S 22 837 145 S 669 616 116

Floor Coverings S 2 369 178 S 6 909 159 S 167 673 105 Major Appliances 5 2 607 135 $ 8 107 128 $ 241 114 104 Small Appliances Houseware $ 1 916 155 $ 5 879 146 S 168 126 114 TV Radio Sound Equipment S 9 345 144 $ 29 077 137 $ 859 991 111

Other EntertainmenU Services S 12 278 172 $ 36 270 156 S 903 530 106

Transportation $ 105 386 163 $ 321 005 152 $ 8 756731 113 Source Claritas Inc 1999 Thomas Point Associates Inc eRE

The largest disparities between market area populations and the US as a whole are in the following product categories Apparel Lawn and garden supplies Household goods textiles furniture floor coverings housewares appliances Entertainment Transportation

Market area residents spend far more in these product categories than does the US population The estimates of expenditure by type of store Exhibit 3 9 reflect these same spending differences Home furnishings are the top category Small appliances and auto supplies are a close second Lawn and garden store expenditures are high relative to the US

3 8 In summary the population in the immediate market area around Old Town tends to be affluent and contains more in relatively big spenders all retail categories particularly on household goods and furnishings

3 2 Existing Conditions Commercial and Residential Market Sectors

3 2 1 Retail Activity

3 2 1 1 Bowie Overview

Retail conditions in the County have steadily improved in recent years There has been a large increase in sales since 1980 20 7 percent when measured in 1998 dollars Exhibit 3 10 This change has occurred as the population of the County has grown rapidly from 665 000 to 778 000 While the growth is impressive the County has long had the reputation oflosing retail sales to adjacent counties including Montgomery and Anne Arundel Counties

3 9 Exhibit 3 10

Retail Sales Prince George s Co 1980 1998 1998 dollars in millions

Year Retail Sales 1980 s 4 317 1981 s 4 203 1982 s 4 130 1983 s 4 399 1984 s 4 774 1985 s 4 900 1986 s 5 180 1987 s 5450 1988 s 5 595 1989 s 5 605 1990 s 5403 1991 s 5 057 1992 s 5 097 1993 s 5 159 1994 s 5 134 1995 s 5 106 1996 s 4 934 1997 S 5 191 1998 $ 5 209 Source State of Maryland Comptroller

There are nine centers in Bowie 3 shopping Exhibit 11 In total these centers comprise one approximately million square feet of retail space

3 10 Exhibit 3 11 Existing Shopping Centers in the Bowie Collington Area

Site Size Buildings Shopping Center and Location acres Sq Ft

State Free Mall 32 2 303 300 Maryland Route 40

Market Place 25 6 229 400 Maryland Route 40 Bowie Plaza Gateway 50 752 200 Central AvenueNvatkins Park Drive

Plaza Hilltop 16 7 119 300 MD Route 450 Race Track Rd

Bowie Plaza 10 1 96 200 Maryland Route 197

Pointer Ridge Plaza 6 8 59 000 U S Route 301 Pointer Ridge Dr

Collington Plaza 134 51 000 U S Route 301

Mount Oak Plaza 1 2 8 200 Mt Oak RdMitchelvile Rd

Whitehall Plaza 1 1 3 600 Maryland Route 197 Source MNCPPC Area Division Planning EasUSouth Corridor RS

Based on these we figures estimate that annual overall absorption over the approximately thirty years ofdevelopment of retail space in this market area has historically been in the range of30 000 40 000 square feet

Most analysts would contend that Prince George s County in general and Bowie in particular have traditionally been underserved in terms of stores The 1991 Master Plan for the area estimated that there was a shortfall of 193 000 square feet of retail space in Bowie as of 1988 The Plan that the projected deficit would increase to 397 000 square feet the 2010 Exhibit 3 12 shows the distribution by year of unmet demand in by type of goods and the projected increase in this deficiency

Since the ofthe year projections ofunmet demand there have been some significant additions to the of retail in the inventory space community including the addition of two pad sites at Bowie Plaza

However all the is south of major growth Route 50 and it has had little impact on residents in the northern part ofBowie in terms of providing convenient shopping opportunities

3 11 Exhibit 3 12 Excess Deficit of Retail Space North Bowie Area 1998 and 2010

1998 North of US 50

Occupied Sq Supportable at Excess or Type of Goods Footage 85 Capture Deficit Food 134 743 149 904 15 161 Drugs 57 750 49 968 7 782 Restaraunt 58 809 125485 66 675 Miscellaneous 13 236 132 268 119 032

Total 264 538 457 625 193 086 2010

Occupied Sq Supportable at Excess or Type of Goods Footage 85 Capture Deficit Food 134 743 216709 81 966 Drugs 57 750 72 236 14486 Restaraunt 58 809 191 214 122 599 Miscellaneous 13 236 191 214 177 978

264 538 671 373 397 029 Assumes local residents make 85 percent of their retail purchases within the Planning Areas Retail Sales Source M NCPPC Information Management Division and Area Planning Division

3 2 12 Old Town Bowie Market Area

For various reasons Old Town Bowie is declining in retail activity as the rest of the County is expanding This decline is due to several factors Relocation ofRoute 197 to the east of Old Town Relocation of the railroad station to Bowie State University Expansion ofthe County landfill and the resulting truck traffic Lack ofpublic consensus and commitment to area wide improvement

By recent City inventory there were some 19 commercial buildings in Old Town Bowie 24 businesses However housing the businesses that remain are evidence that the antique business seems to be rather than declining growing While some ofthe businesses are well are Even doing many simply occupied vacancies worse the businesses that are located there are not the local serving population Residents in the area travel several miles east 197 to Route or several miles west to Greenbelt in order to make convenience purchases

The area Huntington is a retail vacuum in which stores are lacking around the developing core area 3 Exhibit 13 identifies the neighborhood and community centers 950 000 feet approximately square within the primary and secondary market areas

3 12 The existing retail centers around Old Town Bowie that have replaced the historic business district and now serve the growing population are varied in terms of retail tenants of stores quality appearance and other factors Total square footage is 959 000 The overall rate is 87 occupancy approximately percent Typical lease rates range from $14 22 per square foot triple net

While there are some unattractive retail centers area in the most are nearly fully occupied and to be in of appear thriving spite the large amount of new retail space that has been built south ofRoute 50

Exhibit 3 13

Retail Centers in North Bowie Market Area See Map Exhibit 3 4 Map Occ Typical Name Location Size SF Key Largest Tenant s Rate Renl1 Park Baby Superstore 1 Rte 197 at 295 70 000 Babies R Us 94 0 $151$1 Bowie Plaza 2 Rte 197 104 000 Giant CVS 917 $14 S1 Eastgate Shoppers World 3 Greenbelt Road 100 000 RiteAid 70 0 520 S1 Free State Mall 4 Rte 450 south side 303 000 Sears Giant 96 0 Plaza Hilltop 5 Rte 450 at Race Track Rd 119 300 Magruders SuperCrown 95 0 Pheasant Run Plaza 6 Rte 197 at 295 30 000 Labor Ready 92 0 The Market Place 7 Rte 450 north side 229 400 Safeway 85 0 Whitehall Center 8 Rte 197 3 500 Shopping Oriental Mart 100 0

Subtotal 959 200

Note 1 Rents quoted on triple net basis ROL Source Thomas Point Associates Inc

Exhibit 3 14 summarizes the store compositions of the different malls

There is a shopping center under development now Duvall Village at the southeast comer ofRoute 450 and Glendale Road The developer expects that there will be 107 000 feet ofcommercial square space on the 15 acre site with a grocery anchor 56 120 SF and retail stores 39 300 SF There are approved centers at Fairwood and Highbridge Park according to the City Planning Department

3 13 Exhibit 3 14

Types of Retail and Service Establishments By Shopping Center in Old Town Market Area

Location in Primary Market Area Shopping Center See Exh 34

2 3 4 5 6 Restaurants

Fine Dining 2 0 Quick Service Restaurants QSR Bagel Shop Chinese 0 0 0 Coffee Shop 0 0 Deli

Diner

Ice Cream Shop 0 Pizza 0 0 0 Other 4 0 0 KiosksCarts @

Food Groceries Bakery 0 Bagels Coffee

Convenience 0 Ethnic Market @ Grocery Supermarket @ @ 0 @ liquor @ @ 0 Natural Foods

Music

Outdoor Market Bazaar Tobacco

Wines and Cheeses

Retail Stores

Antiques Collectibles @ 0 @ Art Gallery Apparel Incl Shoes 4 2 Accessories Automotive @ 0 @ Books incl Papers Comics 2 Cosmetics Specialty Beauty Products @ CD s and LP s Recycled Crafts @ Drug @ @ Electronics 0 EntertainmentArcade 0 @ Fabrics 0 Flowers 0 @ General Merch @ 0 Gifts Cards 2

Page 3 14 iil

Shopping Center See Exh 34

1 2 3 4 5 6 Hardware R 0 Home Furnishings incBlinds carpets R R 2 Jewelry R Music Instruments 0

Nature Store

New Age Books and Products Nutrition R R Office Supplies Pet Supplies R R Post Packaging Office Support R R R Sporting Goods Clothes Specialized R R Video sales rental R R Vintage Clothing R

Services Retail and Office Banking R 2 Business Service computer other R Daycare Eye Care Optometry Lens Crafting R Film Processing R Finance Companiesllnsurance 2 2 R Fitness Karate R Laundry Dry Cleaning R R R Legal Services Medical Clinics R Photo Studio R R Repairs Consumer products Salons Hair nails 4 2 4 R Shoe Repairs lEI lEI Tailoring R Tax Preparation 0 Travel Agent Store 2 0 Veterinary Clinic 0 0

Source Thomas Point Associates Inc Retail Inventory Center Name

1 Bowie Plaza 4 Hill Top Plaza 2 Free State Mall 5 The Marketplace 3 Eastgate Shopping Center 6 Whitehall Shopping Center

Page 3 15 The concept of redevelopment of an existing village center such as Old Town Bowie requires an approach to determining the market tailored to the circumstances 0 f the specific location and the retail potential that it offers While some forces brought decline to Old Town there are others that have brought new grow1h in the surrounding area Now there are new neighborhoods that have no village center and no convenient ser ices The centers vary in condition as well as types of stores

3 2 2 Office Activity There is a modest office boom underway in Bowie Exhibit 3 15 There is a huge amount ofoffice space approved 5 6 million square feet and a significant amount actually proposed 3 6 million square feet

Exhibit 3 15 Proposed Office Centers City of Bowie Space square feet Name Location Existing Proposed Approved

Bowie New Town Center Rte 197 west of Mitchellville Rd 150 000 1 289 000 719 500

Bowie Professional Ctr Addition Mitchellville Rd so of Alameda 18 600 7 400 7 400

Fairwood Rte 450 Bell Station Rd 250 000 250 000

Pointer Ridge Rte 301 Pointer Ridge Dr 44 000 Univ of Md SciencefTech Center Rte 50 at 301 117 000 1 950 000 4600 000

Advanced Distribution Systems 60 000 McQuillum Medical Office Building 40 000

Whitehall Office addition 24 000

Total 285 600 3 664 400 5 576 900

Source Bowie Business Inventory 1998 City of Bowie

However there is virtually no office activity in Old Town Bowie in spite ofthe proximity ofNASA Goddard Space Flight Center and its aerospace contractors many ofwhom occupy large blocs of space on Greenbelt Road just a few miles from the area There are smaller contractors and consultants who would be attracted to convenient space however The one small change that took place recently was the purchase ofthe Hegedus Building by a plumbing contractor who plans to use the space as a central office although this is not the kind ofprofessional office space that has been constructed elsewhere in Bowie This change essentially represented further decline in the antiques business that has been marginal in the area for so long

While Exhibit 3 16 identifies office space in the vicinity there is no true office district in Old Town or in the immediate area The closest concentration of space is the Goddard Corporate Park where there are several NASA contractors This is a special purpose office center Glendale Business Center is essentially a warehouse distribution complex The nearest professional office space is the Montpelier Executive Center which houses special medical dental and service office tenants

Overall occupancy is strong in office space in the area The exception is the Maryland Corporate Center which has been largely vacant for several years This situation may reflect a specific problem with the structure itself

3 16 Exhibit 3 16 Office Centers General Occupancy in North Bowie Market Area

Map Occ Name Typical Key Location Size SF Tenant Largest s Rate Rent 1 Executive Center A Montpelier Rte 197 at 295 40 000 Medical Offices 100 514CO Whitehall Professional Center B Rte 197 at Old Rd 24 000 Weichert Chapel Realtors 98 $1450 Goddard Park Corporate C Greenbelt Road 30 000 Grumman Boeing N A N A Center 0 Maryland Corporate Greenbelt Road 50 000 Credit Assn 20 N A Glendale Business Center E 7100 Greenbelt Road 315 000 Home Distr Clr Depot 100 N A Total 459 000

Note 1 Rents quoted on triple net basis ROL Source Thomas Point Associates Inc

3 2 3 Housing

As in office and retail fields there has been a boom in housing Bowie in roughly the past ten In a decade there years just have been some 5 000 new housing units constructed including single family townhomes and multifamily developments Exhibit 3 17 The average annual production has been 477 units

Exhibit 3 17 Change in Housing by Type 1988 1998 City of Bowie No of Units Change 1988 98 Type 1988 1998 Total Avge Near Single Family 10 208 12484 2 276 228 Townhouse 1 978 3 274 1 296 130 Multifamily 529 1 727 1 198 120 Total 12715 17 485 4 770 477

Source City of Bowie Depl of Community Services

However there has been little new very housing in Old Town itself just a few units constructed over the decade past This is in spite of the fact that the area is plitted and zoned for residential development

3 3 Analysis of Tourism Old Town Bowie has tremendous potential to attract tourists because ofits unique character and excellent regional location It has a village atmosphere like other successful small area retail developments and yet it is very accessible to the metro area populations ofBaltimore and Washington D C as well as to tourists from outside the area Union traveling through Station and BWI Airport This section sets forth a framework for evaluating tourism issues and opportunities in relation to Old Bowie

3 17 3 3 1 Tourism Framework

As the background travel and tourism industry is the largest service export segment of the U S the third economy largest private employer and the third largest retail serv ice segment by dollar volume in the United States today

The contribution oftravel to the U S economy continues to grow Travel expenditures in the US reached $482 billion in 1997 nearly and increased an estimated 5 6 percent over 1996 Employment directly generated by travel and tourism spending reached 7 million in 1997 and taxes collected by federal state and local governments totaled $71 billion

U S resident travel reached a record level in volume 13 billion person trips in 1997 from continued vth of over benefiting gro the U S economy the preceding seven years to the National Travel total According Survey U S resident person trips i e one person on a to a 100 trip place miles or more one way away from home have increased nearly 19 percent since 1993

Prince s George County has been making efforts to expand tourism in its economy The County claims that it received some 2 5 million visitors who came for tourism and recreational purposes from 1994 1997 Most ofthe trips were of one day duration and the largest share ofoutside visitors came from Virginia

The reasons visitors gave for visiting the County were interesting Exhibit 3 18 It is noteworthy that shopping tops the list

Exhibit 3 18 Top Five Tourism Activities In Prince George s County Rank Acuvfty 1 Shopping 2 Visiting Historic Sites Museums 3 Outdoor Activities

4 Cultural EventsFestivals

5 ThemeAmusement Parks

1

Source Prince George s Co Govt

There are many attractions in the Baltimore Washington region For visitors to Washington D C it is interesting that most ofthe listed attractions Exhibit 3 19 are within 20 30 minutes ofOld Town including all the Smithsonian activities There is a strong orientation to federal attractions but two top tourism destinations Old Town Alexandria and Georgetown are not included in this analysis Those shopping and entertainment destinations would surely be at or near the top if they had been counted It is also that there is one noteworthy just attraction Six Flags from Prince George s County on the regional list oftop attractions

3 18 iM

Exhibit 3 19 Most Popular Washington Metro Area Tourist Attractions Ranked By 1997 Number of Visitors

Rank Estimated Attendance in Millions

1997 1996 Name 1997 1996 1998 est 1 1 Potomac Mills Mall 21 20 8 21 2 3 National Air and Space Musem 9 2 7 10

3 2 Union Station 8 7 6 n av 4 National 4 Museum of Natural History 6 3 53 n av

5 5 National Gallery of Art 5 6 4 7 n av 6 6 National Museum of American History 54 38 6 2 7 7 Arlington National Cemetery 5 4 5 n av 8 8 National Zoological Park 3 3 3

9 9 US Holocaust Memorial Museum 2 1 9 n av

10 Franklin D Roosevelt Memorial 1 9 n av n av

11 11 Smithsonian Institution Headquarters 1 9 1 8 n av 12 Vietnam Veterans 13 Memorial 1 8 1 2 n av 13 10 Fredericksburg National Military Park 1 7 1 5 1 6 Lincoln Memorial 14 14 1 6 1 2 n av 15 12 US Naval Academy 1 5 1 5 1 5

16 15 The White House 1 2 1 1 n av

17 18 Manassas National Battlefield Park 1 1 0 9 n av

18 20 Smithsonian Arts and Industries Bldg 1 03 0 76 n av

19 17 Mount Vernon Estate and Gardens 1 03 0 97 n av 20 16 Adventure World Six Flags America 1 1 1 21 United States Capitol 1 0 7 n av

22 22 Jefferson Memorial 0 95 0 74 n av National 23 19 Washington Cathedral 0 85 0 84 n av 24 25 Washington Monument 0 84 0 7 nJav 25 Hirshhorn Museum and 0 8 23 Sculpture garden 0 7 n av

Note List does notinclude neighborhoods Old T 0Ml Alexandria Georgetown and shopping rralls

except for Potorrac Mills Mall recognized by Commonwealth of Virginia as atourist attraction

Source Washington Business Journal Attractions

3 3 2 Tourism in the Old Town Primary Market Area

3 3 2 1 Major Attractions There are several important tourism destinations in Old Town and the surrounding area in addition to the cluster ofantiques stores

One ofthe most important is the Railroad Museum Since this project started the Museum hours have expanded The facility is now open every Saturday and Sunday

The National Wildlife Center is located just two miles north of Old Town It attracts 000 approximately 140 visitors yearly While far below the top 25 attractions it is an important regional attraction and its attendance is likely to keep growing NWC visitors come from all over the Washington Baltimore region and the United States Exhibit 3 20

3 19 4iIIt

Exhibit 3 20

National Wildlife Center Visitation Visitors Place of Residence

Visitors Place of Residence No Perc Maryland Washington D C Suburbs 27 22 9 Bowie Laurel 15 12 7 Baltimore and Suburbs 8 6 8 Other Locations 23 19 5 Subtotal 73 61 9 Virginia 7 5 9

District of Columbia 2 1 7

Delaware 1 0 8 Pennsylvania 1 0 8 Other States 30 254 Outside US 1 3 4

Total 118 100 0

Based on survey of visitors Jan August 1999

Source National Wildlife Center Thomas Point Associates Inc

NWC

ofthese visitors Many inquire about places to eat in the area The Wildlife Center staff provides maps that identify shopping centers in Laurel that are farther from the NWC than is Old Town

3 3 3 2 Tourism and The Antiques Business in Old Town

itself is an Shopping important tourism activity in itself although Old Town now lacks critical mass Currently Old Town Bowie has 16 antique collectible businesses By s comparison Kensington Antique Row has around 80 shops While Occoquan has only 25 antique and collectible shops they have the support of 15 gift craft shops 18 HomelInterior 7 art and 24 other This shops galleries specialty shops critical mass allows for other desirable such support services as restaurants ice cream shops hair salons and other businesses that desire a location in the midst of activity The antiques business in Old Town has a much greater potential role as a tourism attraction

3 3 3 3 The Tourism Market Area

From visitor and shopping patterns and experience with other specialty centers in the that are to region comparable what Old Town Bowie could be the true market area for and dining antiquing extends out to the twenty mile radius the area within which nearly two thirds ofthe NWC visitation derives Exhibit 3 21 shows this larger market area to extending Columbia Maryland and the suburbs of both Washington D C and Baltimore

3 20 MAJOR

HIGHWAYS I AND RAIL TRANSIT

N I 0

Seale InmIles

TRANSfER STAT S M I i i1i

Exhibit 3 21 Project Area Location Ten and Twenty Mile Rings 34 Projections

34 1 Projected Demand The basic driving force in new is development growth in household income The figures earlier on presented households in the 3 mile from the center of the ring area provide a basis for estimating demand in the market area

Exhibit 3 22 estimates household income within three miles of the center of the project area in allocated to for categories typically shopping convenience dining and some s goods based on US of shopper Department Labor consumer expenditure surveys The categories comprise types of done in a shopping typically neighborhood community or specialized center not in the larger regional shopping center

Exhibit 3 22

Retail Expenditure Potential Estimate and Forecasts Three Mile Market Area Population Sales By Year Percent of Category HHI1 1999 2003 Convenience Goods Food 8 5 $ 53 036 939 $ 55 634 171 Other 4 6 $ 28 702 343 $ 30 107 904

Services 11 1 $ 69 260 002 $ 72 651 682

9 EatingDrinking 4 $ 30 574 235 $ 32 071463

Shoppers Goods Apparel 4 8 $ 29 950 271 $ 31416 943 Furniture Home 4 9 $ 30 574 235 $ 32 071463 Total 38 8 $ 242 098 025 $ 253 953 626

Notes 1 Includes hh supplies alcolhol misc goods

2 Includes entertainment educationaVmedical services

Source Thomas Point Associates Inc RP

The in the Exhibit indicate a figures total of$242 million in 1999 increasing to 254 million in 2003 This is the total allocation of spending in these categories in all the households within the three mile is a ring It limited estimate in that it does not take into account the of potential impact shoppers from outside three miles including residents from areas just outside it and shoppers and tourists from elsewhere in the region who could a represent significant component of demand for dining and specialty goods

The $242 million estimate must spending be allocated further among the other retail centers in the primary market area Among those centers potential stores in Old Town

3 22 41

would have to compete with existing locations notably the Bowie Plaza on Route 197 that is within the three mile radius the Eastgate Center on Greenbelt Road in Greenbelt on the western edge and the three centers on Route 450 that are just outside the circle on the southeast

The total level of demand of all households within the three mile circle Exhibi t 3 23 equates to a need for a total of approximately one million square feet of commercial space which is greater than the amount that one finds within even the five mile circle Although new retail space just outside the five mile circle to the south and the Laurel Mall outside and to the north exert a powerful pull on the market area population they do not in our make opinion up for the significant lack of population serving retail space in the center of this increasingly developed area The new subdivisions along Lanham Severn Road and High Bridge Road are particularly poorly served by existing commercial centers The proposed shopping center at Duvall Village will not come near satisfying the need for convenient and specialized space in this generally high income area The Old Town area is a retail vacuum where stores that have left have not been replaced in locations that are convenient to the population

Exhibit 3 23 i Retail Space Requirements Three Mile Market Area Population

Space Required By Year 1

Category At salesSF 1999 2003 2 Convenience Goods Food $ 325 163 191 171 182 Other $ 250 114 809 120432

Services $ 200 346 300 363 258

EatingDrinking $ 225 135 885 142 540

Shoppers Goods Apparel $ 275 108 910 114 243 Furniture Home $ 250 122 297 128 286

Total 991 392 1 039 941

Notes 1 Based on UlI retail sales figures

2 Changes based on population growth

See EXH 3 5

Source Thomas Point Associates Inc RP

From the estimated household income figure and just within the three mile area we estimate that approximately 15 to 20 percent of the population would be attracted to new and redeveloped retail space in Old Town ifit were properly constructed in a restored Old Town environment At sales of$275 per square foot average sales per year for convenience and specialty goods this would equate to 132 000 to 176 000 square feet of

3 23 retail space aside the 53 000 feet Setting existing square of commercial space that exists no v in Old Town it has a low this a although very productivity leaves gap in the ranQe of80 000 to 120 000 square feet in this market area primary We project that ne V commercial could be filled over a of two development period to three years at an rate of 10 000 20 000 absorption square feet yearly Naturally the achievement of this rate will on absorption depend the City taking action to redevelop the entire Old Town area and the in taking specific steps identified the implementation section of this plan

Growth in the number of households will affect household income By the year 2003 we an additional amount of household income in project the primary market area of S 12 million This additional household income will affect retail expenditures resulting in additional of convenience and purchases goods services over the next few years Since the market is and complex comprises distinct neighborhoods not all the projected demand will be captured at anyone site However Old Town is sufficiently well located i e at the center of an affluent of more 8 population than 700 households to attract an ofthe demand important portion The projections do not account for sales to tourists vho and services while attractions area might purchase goods visiting in the These areas are somewhat speculative and their will on impact depend the site development program and plan

there is sufficient demand for retail Although space in this part ofBowie to support additional retail there must activity be a strong and focused effort on the part of the City and the community to make a retail statement in this location

3 4 2 The Retail Mix

EXhibit 3 24 identifies the types of stores that could work in a location in Old Town Bowie based on an of analysis the distribution ofconvenience stores in typical centers and service centers I shopping neighborhood

3 24 AliIll

Exhibit 3 24 Types of Establishments With Strongest Potential By Market Sector Old Bowie Market Sector

Long Term 5 Type of Establishment Immediate 10 Years Restaurants

Fine Dining @ @ Quick Service Restaurants QSR

Coffee Shop @ Deli @ Ice Cream @

Kiosks Carts Festivals weekends

Specialty Food Groceries Coffee @ Convenience @ Health Foods @

Music @ Outdoor MarkeUBazaar @ Tobacco @ Wines and Cheeses @

Retail Stores Antiques @ Art Gallery @ Books Papers Cards Gifts @ Cosmetics Specialty Beauty Products 0 eo s and LP s Recycled 0 Crafts 0 Gifts Cards 0 Interior Design 8 Jewelry 8 Nature Store 8 New Age Books and Products RJ Vintage Clothing 0 Retail Services and Offices Accounting 8 Daycare 0 Insurance 8 Laundry 0 Law Offices RJ 0 Medical Offices RJ 0 Real Estate 0

Salons 0 0 Weight Loss RJ

Source Thomas Point Associates Inc

3 25 The primary orientation of the new stores would be towards convenience for the and surrounding neighborhood specialized purchases for the larger market area Stores that seem to have strongest potential would include the following

Personal service are the shops strongest candidates These are the types of shops currently in Bowie are They individually Ovned and operated The dealers have a significant investment in their business and are the most customer service oriented Often these reflect the ofthe o vner shops personality and specialize in a particular area of interest to that owner

Advantages of service oriented stores include the following owners are Shop often available to share their expertise with their customers and answer questions Shop owners have a commitment to the town as the home of their business often attract Specialty shops serious customers willing to spend money for the groVv1h of their collections

There is also a potential for antique malls These centers offer customers extensive inventory from a large number ofdealers The typical mall will often have 10 200 dealers each renting a space and stocking it individually Most ofthe time dealers will not be personally present in the store to help customers One large checkout desk is the contact point between customers and the mall employees

can Antique malls be an asset to a town like Bowie if they are part ofthe main shopping area and within easy walking distance of the commercial core They tend to bring in customers and provide the critical mass necessary to make a significant antique district also allow dealers to share hours in the They working shop so that the shop can stay open longer with less time commitment from each individual dealer Even though their antique malls are quite large Ellicott City is an example of a town that has successfully integrated them into its commercial shopping district

3 4 2 Office Space There has been tremendous in office in Bowie growth space in recent years but no sign ofit in Old Bowie Most new demand is concentrated in the Route 50 301 corridors especially at the intersection ofthe two roads

In Old Bowie the employment projections from the Maryland National Capital Park and Commission indicate Planning just 31 additional jobs in the period 1998 2020 If thirty of those new were percent jobs office users Based on historic trends this would indicate a need for about three thousand square feet of new space at a ratio of 200 SF per job This is essentially no demand at all and it reflects trends over the past several decades

3 26 liii

In of this and based on spite projection discussions with realtors and small businesses we believe that a small office cluster of professional businesses with activity in both Washington and Baltimore would be successful in this location It vould take a minimum threshold ofappro 2 000 3 000 imately square feet of space vith expansion potential of 1 000 feet The approximately square per year complex should be visible to the rail corridor and advertise the av of ailability space directly to commuters The market for this project would be businesses that work in Baltimore and Washington The village environment and to the train station proximity would be important assets

3 4 3 Residential Demand in Old Bowie now and in recent is years approximately 2 4 units per With some year improvement in the of the core area and functioning the addition ofretail ve feel space that there is a potential market for attractive floor upper apartments or another type of higher density unit not townhouses necessarily that vould require a consolidation of home single family parcels and perhaps some rezoning a The market for a residential project would be and young couples families with spouses who commute to Baltimore and Washington Again the success of the project would a broader require adjustment of the of Old Bowie and a image marketing campaign to reach the train riders and others in the who region would consider a location ofthis nature

3 5 Conclusions for Market Driven Concepts Demand in Old Town Bowie

There is a definite need for well located retail in Old space Bowie The commercial area while by passed by road is still center major improvements the of a growing of population households who travel farther than one would expect to make simple purchases The is to find a challenge good location and a for a willing developer project ofthis type

There is also potential demand for and services specialized goods that cater to non mall shopping in the Iocal and markets regional The Washington region has rediscovered small at other locations around villages the area and there is a tremendous in Bowie for stores opportunity housing and office space in a The village atmosphere village concept could drive new mixed use at this development location with the right combination of stores and services and an appropriate type of housing While the growth of the has region by passed Old Bowie there is an to opportunity tap into the need that many feel for an authentic that has place historic character as well as a central regional location

3 27 4

4 Master Plan

4 1 Vision

This master seeks to create a plan critical mass of commercial activity in the center ofOld Town that is competitive and sustainable in todays retailing and tourism vorld designed to fit in Old as Town a whole and support its new three part identity

A des illa charmin ioll for tourists collectors and residents from the City and the Baltimore Washington region who come to stroll shop dine visit museums and watch the trains

A convenient vilarJe center that serves the retail and service needs oflocal residents in and around Old Town while preserving Old Town s traditional character and history

A a to quiet neighborhood place live and work for a diverse range of residents and professional businesses who value Old Town s charm village atmosphere convenient location and transit access

4 1 Figure graphically portrays the Master Plan Vision This plan represents one possible scenario for a achieving revitalized Old Town Bowie based in this vision and the following recommendations

4 2 Recommendations

The success master ofthis plan s strategy depends on a coordinated set ofpublic and actions that private support each other for mutual benefit and that should be sequenced properly as each stage makes the next possible The implementation section describes this staging The recommendations are descr1bed in detail in this section They address five interconnected parts and are as follows 1 Public Space Improvements to create new identity physical image and charming pedestrian oriented setting 2 New Regulatory Tools to encourage and permit suitable new commercial activity 3 Parking Improvements public private and shared parking on and off streets 4 Traffic Improvements to improve circulation safety and calm of traffic speeds 5 Development public private and joint development both new development and enhancement ofexisting businesses and facilities

The master is intended to achieve plan the vision by building upon Old Town s assets such as the museum train and current businesses while overcoming constraints such as condition and hidden It reputation physical quality is important that new improvements be in to carefully planned order create a unified packaged destination with the area s existing features

4 1 The recommended physical and character the mix layout and quantities of proposed businesses and public facilities and the activities program described here Vlere all chosen to create a critical mass of attractions and a coordinated experience The combined design is calculated to to Bowie s appeal chosen market and function much a like shopping mall s design would And like a mall the theme and shopping mix must give the Old To vn a memorable appeal that sets Bowie from apart competing locations such as Ellicott City with its train museum and Savage v ill w ith it mix of artists and antiques

This plan serves as a framework for this destination concept The precise layout and character as well as the mix of businesses and attractions will evolve as individual projects are evaluated and and as new developed opportunities arise However developments should be on their own merits judged and by their impact on the overall district The basic in the selection concepts and layout of the plan elements include the following Businesses attractions and storefronts especially should have good exposure to potential customers both in vehicles and on foot o They should be seen by through traffic in both directions o should be seen They by and passed by a good flow of pedestrians

should Parking be visible safe and close A customer should see a parking space or a sign them to a at about the same time see directing space they the business s front door should be Parking well lit and within 350 feet of the door if possible

Pedestrians should be with a safe comfortable provided and interesting loop route to travel through out the district Our plan creates such a route for Old Town visitors to walk through out the district

It is well known that can customers be enticed to visit several establishments in this fashion will walk over 1200 They feet in successful main streets and mall settings provided there are no where gaps the walk is dangerous boring or uncomfortable The improvements recommended here for roads and streetscapes buildings are designed to make this concept work Based on this there are approach two interconnecting loops one on the north side and one on the south side that are designed to connect all the proposed and While we to to existing activity hope entice people leave their cars and cross the to bridge walk the entire district we a recognize that significant percent of the customers will drive from one side to the other All businesses should be located on this main flow of pedestrians Isolated facilities or hidden are businesses not likely to thrive

However unlike a single owner like a mall no development there is private developer to make this vision happen The ofBowie will to City need provide that leadership for Old T own All ofthe recommendations in this will plan require some level of action by the City in with working collaboration the county and state as well as the business and resident community ofOld Town

4 2 In the of the it is for early stages plan necessary the City to take the lead show a commitment and create the framework for private activities The City must begin the of the process changing image creating the physical setting preparing the enabling tools and incentives before the sector ivill take risks private significant As new businesses come and existing business revitalize contributions to the private plan will increase and repay the City for its efforts

4 2 1 Public Space Improvements District Image and Setting Design

In order to create a new and a charming image pedestrian oriented setting that will attract to the district the in coordination with the people City state needs to undertake a coordinated of program enhancements to the district s public spaces Items to address include and and use of streetscapes parks signage public open space The illustrative plan and sketches show some proposals Figure 4 1

4 3 CaB liill Gf o 1 Q j t V IJI EB l r d

p e

c

i i m I m gy

1 tjtnih d 111 tr h

OLD TOWN BOWIE REVITALIZATION PLAN THOMAS POINT AssOCIATES INC

ThE fuxCROUP I MASTER PLAN VISION FIGURE 4 1 CITY OF SOWlE MARYLAI m

Page 4 4 Specific recommendations are as follows

Commercial Streetscape All shopping streets should have an attractive and generously sized walkway net vork designed to Establish a unified and distinct district wide identity on both sides of the RR bridge and

Provide a safe and route for individuals pleasant and groups to circulate past storefronts throughout the commercial area during daylight and evening hours Accommodate and enhance regular Old Town street festival activities

Elements to be included on streets designed to attract shoppers are Sidewalks at least 10 wide with ornamental paving details Street trees placed and sized so as not obscure stores and other plantings Trash receptacles and benches Additional ornamental street lights with banners and seasonal decorations Bus shelters with amenities Bike racks On street parking where ever possible

Areas to be treated as shopping streets include the following Chestnut St from 9th to11th St north of the bridge and from the RR museum to the Fabian house south ofthe bridge 9th Street from the bridge to Maple St 11 th Street tvID 564 from the church east ofthe Hegedus building across Chestnut to the newly opened Railroad Avenue R R Ave from 9th St south past existing shops and possibly to R R Inn

At this of we are stage planning assuming that existing utility services are adequate to handle the development shown and that street improvements are largely aesthetic in nature Some minor storm water and electrical work will be needed but no major effort to underground electrical service is planned

Residential Streets capes Residential streets leading into the commercial district should be improved to help enhance the area s arrival image and to permit area residents to walk or ride bikes safely These improvements will also help to slow traffic down by giving drivers the visual clue that they are in a residential area not on a rural highway

Improvement recommended for these streets include 5 Attractive walkways set back 5 from the street curb edge by a grass strip Large shade tree plantings species chosen to match tree named streets On street parking where ever possible Striped bike lanes on major roads as needed to implement the City bikeway plan and draw in customers on bikes

4 5 EXISTING VIEW SOLITH ON CHESTNUT FROM RAILROAD

l Ti

POSSIBLE VIEW FROM FUTURE TRAIN OVERLOOK

OLD TOWN BOWIE REVITALIZATION PLAN

THOMAS POINT ASsOCIATES INC

T SOUTH VILLAGE FIGURE 4 2 fAIl C out 1Nt CrrrOF BOWlE MARYLAND KELLERCo

Page 4 6 II

EXISTING VIEW LOOKING WESf ON 9TH STREET

1

POSSIBLE VIEW FROM FUTURE ROUNDABOUT

OLD TOWN BOWIE REVITALIZATION PLAN THOMAS POINT AssOCIATES INC

f Ul NORTH VILLAGE THE eROITLc FIGURE 4 3 CITY OF BOWlE ICELLERCo MARYlAND

Page 4 7 Streets recommended for improved residential style streetscape improvements include the follov ing 12th St from newly opened R R Ave to Chestnut Ave 11 th Street old Rte 197 from the church east ofthe Hegedus building to the NINCPPC park entrance or to Elm St lath St from R R bridge to l1yrtle Ave walks to Ave including Chestnut through the SHA green space 8th St from Maple Ave to Chestnut Ave Maple Ave from 9th St to 8th St Lanham Severn Rd St from 9lh east ofivIaple Ave to Church Rd or Backus Drive

Chapel St from Lanham Severn to 8th St with walks on one side RR Ave South the newly opened segment from RR museum to 12th St walks on one side

RR Ave North from Lanham Severn to R R Inn Chestnut St from Fabian house south to the planned WB A regional hiker th biker trail and from 11 St on old 197 to the future subdivision north of Old Town th Myrtle St from 11 St to Huntington Crest subdivision entrance

Other Pedestrian Linkages

Crosswalks Add crosswalks the district with a through full set ofwarning measures at where cars are to crossings required stop Warnings might include lights in pavement or overhead warning signs set on the yellow dividing line and on road side etc

Bridge Walkway This is a critical connection for the district and needs to be much more friendly to pedestrians so that more visitors will move between the north and south sides Add train viewing overlooks with seating at either end ofthe bridge and widen the walk on the bridge approaches to accommodate groups ia pedestrian the black metal barricade on Replace the bridge edges to allow light in and a view out A decorative artist designed screen element would be ideal If current lane reconfiguring permits widen the existing walk on the bridge itself add a walk on other sjde or create a bike lane

10th St ConnectionslBridge Underpass A potential underpass under the south end of the R R Bridge could reconnect the residential areas east of the bridge to the commercial areas A second path leading from the 10th St cul de sac to the intersection ofChestnut and 11 th will accommodate another popular route for bikes and pedestrians

Public Space Features

to In addition the streetscape several public space features are recommended in order to and areas provide gathering activity and pockets for rest and recreation These spaces help to attract visitors shoppers and strollers who come for the experience as much as the commercial activities These include

4 8 Old Town Park Renovate the in park conjunction vith the construction of a new retail private development abutting the park to create a better focus for north side the to activity Design park function as a village green with floral displays seating and cafe dining areas Air Market Create a new Open activity area for the south side This is described in the R R block development opportunity section Train viewing platforms Two platforms placed at the Chestnut St bridge abutments should to allow to sit designed groups and watch for trains in comfort with some separation from the road Circle Center the Design island in the center of the circle as landmark feature Museum Lawn Create an area behind and to the side Activity of the buildlngs as shown for programmed outdoor events and informal play

Signage A coordinated of package public signs in the district will greatly help establish the district district identity promote activities and businesses help people find their destinations and improve safety Elements to consider include Guide signs Place on major highways directing people to the district Gateway signage Place at district entrances along Chestnut 9th Street and 11 th Street and at Old Town entrances Directional signage Placed throughout the district to reinforce the connection across the direct to visitors to the railroad bridge museum community center and off street parking behind buildings and kiosks Placed the Directory signs throughout district with lists and maps of parking and businesses Interpretive Signs Placed throughout the district with historical information written to in coordinate with the walking tour possibly modeled on the walking tour signs in Eastport Md Pedestrian Signs Placed at crossings Parking signs Regulating on and off street parking Thematic Street Placed Signs throughout the district to help identify streets with multiple names Event Community Sign Regularly update the community sign in the park with community news and event information

Other Recommended City Projects Railroad Museum Expansion the land area facilities Expand hours and programs to draw more visitors to the district and give this train museum a attraction with R R fans that is different other train museums in the We region suggest that the City build on one of Bowie s most distinctive assets the presence offreight passenger and soon high speed trains on tracks next to the museum Possible elements to added include A full time staffed Old Town visitor center with handout materials on the district

4 9 New indoor interpretive exhibits preferably interactive 8 Outdoor displays of train rolling stock lights s vitches and other artifacts A model railroad exhibit created by a model R R club and open for public viewing to include a replica of old town at its prime Tfeeting space ofsufficient size to accommodate historical R R model train and other collector clubs from the City county and region Additional parking in a shared lot Create interpretive exhibits for use by train spotters at the train vatching platforms on the bridge approaches as show n on the plan Activity event lam Public bathrooms in a public facility Consider organizing an annual Old Town train festival Market museum R R in conjunction with the district and other destinations to create a package experience as part of a larger itinerary in the City county and region see marketing

Children s Museum

Select and acquire a site for an interactive City Children s Museum in Old T own preferably on the south side of the district in association with the train museum complex to allow shared use of the activity lawn and coordinate events

Consider a periodic program to allow children to stay at the museum while parents shop in the district

Old Town Community Center Renovate and expand this City owned building in coordination with rvrNCppc

the center s to adult and more fill Expand programs encourage greater usage coordination with local community activities and events Provide additional parking on site and through shared lot agreements in commercial area and with the adjacent church that is sufficient to accommodate to support larger events and gatherings Create flexible space s and programs for the center designed and sized to accommodate the activities below A new building program will need to be developed and a feasibility study done for this Improve facility s visual physical and pedestrian connections to the commercial area orient facility access to face south toward the park

District Destination Programming e Develop a joint City county and MNCPPC program to create and schedule space s and programs that support the special destination nature of Old Town This might include ongoing schedule of classes lectures club meetings and indoor and outdoor shows for City and county groups involved with history collecting crafts trains etc It might include expansions and additions to the Bowie festivals

48 4 10 Venues for in door activity could include several facilities through the district such as Community Center Knights ofSt John or the Railroad Museum Larger events may need to be at the center as the clubs community generally a well lit modestly priced multi use hall at least 40 X80 with ADA and handcart access Club members often travel up to 50 miles for a monthly meeting and 150 miles or more for specialized shows Local businesses the specialty through merchant association should participate in this This also link to the rest ofthe s museum may City program as well as to the City s planned nevarts Center

4 3 Zoning and Development Regulatory Tools In order to achieve the revitalization envisioned here the plan City needs to prepare several development control tools that establish greater flexibility and control in Old Town The will need to work with the City county during development to ensure cooperative enforcement approval ofthese new tools

4 3 1 New City Guidelines There should be two additional sections in the City s development review guidelines that are to specific the commercial and residential areas of Old Town Bowie respectively Use this to define new variance policies to provide property owners businesses and developers with within the current greater flexibility code The current code is designed to create suburban retail environments and as such creates obstacles to redevelopment and requires a development character that is contrary to the desired theme for Old Town

This will ensure that new help development is appropriate to the historic village character ofboth residential and commercial areas Guidelines should be designed to enhance and protect that character without requiring a full historic district designation at this point should They promote development of a low scale main street or village style commercial district provide clear measures to protect adjacent homes from commercial activity Issues that need to be addressed include requirements for minimum and maximum setback site coverage parking building and community character signage and tree preservation Issues to relating traditional main street commercial activity of traditional storefront design awnings sidewalk displays sandwich boards and cafe seating should also be reviewed Residential guidelines should address the character ofhome renovations additions and new home development on Old Town lots in order to protect and enhance the area s distinct in the and identity City promote quality infill development of vacant parcels and protect property values

for the Old Sign guidelines Town merchants might encourage traditional signage styles and colors and should businesses to create colorful encourage thematic signs that convey the overall desired image Consider advocating small figural projecting signs that be better seen by people looking down the length ofthe street to supplement signs placed flat against the buildings

4 11 4 3 2 City Parking District

Establish a City parking district for the commercial area that vill create and manage sufficient free parking for district needs The City should investigat the desirability of working the county s parking authority Revise parking requirement policies for the dlstrict in coordination with the so county that both existing and new Old Town businesses may use off site parking both on and off street as a means to meet parking requirements Consider reducing retail and office parking requirements to acknowledge the greater efficiencies of shared parking solutions and the lower parking requirements of older buildings Develop a phased parking improvement plan based on this master plan and the regulation revisions above Work with new developers as well as existing businesses and property owners to ensure a timely supply of parking either in public or shared private lots in order to develop the needed critical mass of activities

4 3 3 Old Town Bowie Zoning and Plan Changes

The City should work with the county to obtain a new zoning overlay for Old Town A zoning category selection should be made after discussion with county officials and as planning proceeds This overlay should be a customized zone Old The zone s specific to Town village for Laurel main street might provide some desired elements Such as new zone would could formalize the development approach established by the above two tasks The zone should permit greater range of site and building design solutions that are more suitable for a traditional village center a greater mix of uses shared off site parking solutions as well as simplifying and streamlining the development approval process This will help to entice developers to the area The City should also seek rezoning for the one or more ofthe development sites after acquiring them A longer term task should be to update revise the county s Bowie Collington Mitchellville and Vicinity Master Plan in order to support this effort

4 Parking Improvements

The following public private and public private parking improvements are shown on the master vision are plan They designed to be developed in conjunction with a City run parking district and will require coordination with many property owners businesses public facilities as well as SHA These improvements should be staged to create sufficient new parking spaces a redevelopment occurs to serve both existing and future buildings The precise amount needed will depend on the parking requirement adjustments devised between the City and the county and by the amount of new activity that occurs This parking may take the form of Shared private lots more efficient and possibly shared private lots created by several business in cooperation but reserved for their customers during business hours Public off street lots used by both business and public users On street parking added to City county and state roads in the district

4 12 4

on of the The pattern on parking proposed in the plan is based the objective serving existing and recommended businesses facilities in each block vith a combination of shared off street lots internal to that block and storefront on street spaces along abutting streets Figure 4 4

4 1 OffStreet Parking Lots Recommended Public Off Street Parking Lots illustrated and numbered in the Plan include 1 Shared parking on the former Amtrak lot behind buildings along 9th St 2 A public shared parking solution with the Community Center and St James Church or the proposed retail in the City park block 3 A public shared parking lot behind the R R museum 4 A public shared parking lot in the center of the block west of Chestnut between 11 th and 12th Streets

Possible location for shared but reserved private lots were identified as follows These will need owner agreements th Behind the Hegedus Fabian and church buildings south of 11 St Behind the R R Inn and Mole properties south of 9th St Behind and or beside the bike store church and fire station north of 9th St these buildings are severely underserved

4 4 2 OnStreet Parking Lots commercial areas On street spaces in front of stores are the most valuable spaces in such as these They generate more sales activity than offstreet spaces set behind stores Parked more buffered from cars also greatly help strolling shoppers to feel protected and busy streets and truck traffic and slows traffic speeds down

4 13 G3 1 LJ

u U t

I

I

1 f v w

e e j GJ

J I arb

J l G A 9th St on street I B Chapel St Post Office e e f C Chestnut on street D 11 th St To Chestnut l E Railroad Ave on street

F Chestnut on street 11 th to 12th G Chestnut north of 11tho H 12th St

THOMAS POINT ASSOCIATES INC PARKING FIGURE 4 1I 1 1 1 m CITY OF BOWIE MARYLAND KELLERCo

Page 4 14 Our plan recommends the creationformalization of numerous new on street spaces in the district The most critical should be restricted to 2 spaces hour parking These sRl es are distributed as follows the letters are keyed to the parking improvement plan

North side A 9th St Lanham Severn Rd from rlaple Ave to Chapel St parking on both sides Informal spaces already exist on the south side We recommend bump outs be created in selected areas on the north side as these buildings are the some of the most under served in the district B St Chapel angled parking on the west side remove spaces on the east side by post office to permit creation of sidewalks C Chestnut North of Circle to 7th street on the east side

South side

D 11 th St from RR Ave to Chestnut Ave north side E Newly opened R Ave from 11th to 12th St both sides R F Chestnut Ave from lIth to 12th east side G Chestnut Ave north of 11 th St both parallel and angled parking on both sides H 12th St from RR Ave to Chestnut Ave on south side

4 5 Traffic improvements After exploring various concepts for long and short term traffic planning five distinct improvement projects were identified to support redevelopment ofthe district These projects are designed to accomplish several goals Reduce traffic speeding through Old Town Improve pedestrian safety especially at intersections and mid block crossings Improve turning movements clarify rights ofway and restricted lines ofsight at several intersections Improve internal traffic circulation for the commercial area Reduce the impact of trash truck traffic

The recommended projects are noted and numbered on Figure 4 5 They include 1 Opening of a several existing paper alleys 2 Opening ofR R Ave right ofway on the south side 3 Creation of a round about and easing of curve alignment on Chestnut Ave 4 Creation of a four way stop at Chestnut and 11 th St 5 to Adjustments the intersection of 11 th St and 1vID 564 south of the bridge to create a Normal T intersection

The first two tasks can be done by the City in coordination with abutting new development or by private property owners Items 3 4 and 5 will require approval and implementation with or by the State Highway Administration

4 15 In view of the extensive amount and importance ofthe district land area that is controlled by SHA the City should undertake a comprehensive approach to planning improvements on SHA land Such a design process will address all of the traftic parking sign age streetscape crosswalks and landscaping issues proposed for SHA land The City n eds to work closely with SHA but should take the lead in this process This approach is discussed in more detail in the implementation section In regard to the critical intersection projects list above we recommend the following solutions be discussed with SHA

11th St and MD 564 South of the Bridge Intersection Redesign The City and SHA should work together to adjust the alignment of the 11 th Street intersection with Chestnut Street south ofthe railroad bridge to create a T intersection on a tighter curve as shown on the plan This will better accommodate through traffic at slower speeds create safe pedestrian crossing at the proper locations and clarify right of th way to drivers turning onto 11 from Chestnut The current design creates too many unnecessary vehicular and vehicular pedestrian conflicts

Chestnut an 9th St North of the Bridge Intersection Redesign The City and SHA should work together to redesign the 9th and Chestnut Street intersection on the west side ofthe railroad overpass bridge to create either a roundabout traffic circle or channelized intersection Due to limited sight distances high travel speeds and tight curves this intersection is unnecessarily accident prone and intimidating to drivers and pedestrians alike It is an unnecessary detriment to the district s redevelopment Visitors and local residents report avoiding the need to turn left from Chestnut onto the bridge trash trucks have been known to overturn and southbound drivers on Chestnut often overshoot the curve

8

4 16 Ci3 LJ

e e eo r c Il E o Ci I t U r

I J J 0

tJ LJ 0 CJ Je

L 0

V L

1 Alleys t1 rnE ij 2 R R Avenue El 3 Roundabout 4 4 Way Stop 5 11 ST 197

THOMAS POINT ASSOCtATS INC TRAFFIC IMPROVEMENTS FIGURE 4 5 lI mlr CITY OF BOWIE MARYLAND KELLERCo

Page 4 17 sketches that Conceptual indicate conversion of this intersection to a roundabout iould have to deal with limitations This physical grade may require additional park SHA or land to SHA It private satisfy design standards could also create the need to raise the of9th Street west grade of the railroad bridge to satisfy roundabout design criteria These issues can be a only resolved by performing detailed traffic projection and roundabout which are capacity analysis beyond the scope of this study Were it decided after this that a roundabout was not study practical then a highly channelized intersection or signalization may be the only solution to overcome physical limitations A roundabout however is the preferred solution and should be aggressively pursued

In view ofthe time to required study approve and secure funding to reconstruct this key intersection we that suggest interim improvements be devised to improve comfort and and to reduce A safety speeds signal warrant analysis needs to be requested ofSHA to achieve either an overhead flashing light or a traffic signal

9th St and Maple Ave We recommend that this intersection be analyzed during the design process and enhancements devised with SHA that address two problems East bound rivers tend to speed regularly They cannot see this intersection or the of the new beginning main street area until they are almost into the intersection due to a rise in the road east slight just ofMaple As a result drivers reduce speed about half way though the district rather than before entering it Pedestrians both residents and who to shoppers try cross 9th St at Maple are very vulnerable due to these short sight distances

Trash Trucks

is to It critical the success ofthis proposed revitalization to reduce the negative impacts cased the trash truck traffic 9th along Street that currently occurs on weekdays and Satudays Several problems to be addressed include noise speeding litter smell and the intimidation of and drivers pedestrians of smaller vehicles Several measures in this plan are designed provide short term help by separating pedestrians from the street edge with trees and on street parking improving cross walk protections and traffic calming measures ofthe streets will reduce the Repaving booming sounds when the empty trucks bounce over the existing rough road sections Intersection changes will help to slow down The speeds City should work with SHA to find additional remedies to this issue However in the run longer the City should work with the county to eroute this traffic away from the area

4 6 Development Opportunities

The new development recommended in the plan is for the most part an addition to existing It is on vacant activity placed parcels within the commercial area In a few cases small existing structures might be replaced or expanded as was done in West Annapolis Structures that might be replaced are shown in the plan as a dashed outline

4 18 The plan shows approximately 75 000 square feet of new development on several potential development sites Combined w ith existing commercial buildings the plan shows approximately 125 000 square feet of commercial activity in the district

This amount of new development is based on the market projections developed in Section 3 as summarized in the Old Town development program described below This chart estimates the demand projected for the first five years of Old Town s revitalization program Its numbers are preliminary in nature and are meant to be conserrati e Private developers will most certainly prepare their own numbers and may feel justified in expanding these numbers when Old Town Bowie becomes established as a marketable destination This program is intended to establish the kinds ofdevelopment likely to be supportable and the kind of buildings needed to accommodate that demand

Old Town Development Program 1999 2003 Total 1 Retail development Exhibit 3 23 75 in ground floor space 18 36 000 5 10 000 29 58 000 25 on 2nd floor space 6 12 000 0 2 500 6 14 500 2 Office other than professional services 2 3 000 4 000 6 7 000 3 Specialty antique an collectables no specific demand estimate defined 4 Residential units no specific demand estimate defined 26 000 51 000 9 000 16 500 41 000 79 500 Total square footage in exhibit 3 23 Based on a 1020 capture rate of the 3 mile demand shown Based on Section 342 office space

retail Based on a combination of existing and new ground floor approximately 50 000 to sufficient critical mass 65 000 square feet it appears that Old Town could have to center within Bowie market area function as a moderately sized neighborhood retail Exhibit 3 13 lists the sizes of the other retail center in the North Bowie market area

Additional physical capacity remains for further development both within the commercial study areas and on the fringes if desired The plan shows a reasonable amount of development based on property owner and community input as well as an 8 to 10 year planning horizon

The sites shown here were selected as the best location for initial activity The feasibility of this potential redevelopment depends in part on implementation ofdevelopment tools noted elsewhere in this report a new and charming image and adequate parking for Old Town

The 75 000 square feet is assumed to have some combination ofthe mix of uses listed below This mix takes into account our analysis of parcel sizes and ownership the desired village character proposed development controls and parking district projected market and other factors

4 19 An approximate mix of uses might include up to 20 000 to 30 000 square feet of new ground floor retail 6 000 to 15 000 second floor retail professional services 12 000 to 30 000 square feet of new oftice space and or up to 21 residential units in a combination of 6 single family homes and up to 35 upper floor residential swing units capable of conversion

The conceptual building masses shown range from one to three and one halfstories floor in size from 3 000 to 8 000 feet Building plates range square These floor plates were chosen to fit the community scale and the needs in the market They can within limits be adjusted to suit the needs ofdevelopers and the businesses identified in the market plan Second and or third floor areas could be designed to serve either as residences or offices in order to provide flexibility

Assuming a rough average shop size of 1 500 square feet this plan shows sites for approximately 20 new ground level shops Combined with the existing 24 shops this a yields critical mass of45 retail establishments Assuming an average officeresidential suite to be 1000 feet this square plan will result in the creation of up 45 suites

of the Many development opportunities shown here will require public facilitation at some level at least in the initial stages Public involvement might include Assembly of parcels into usable development sites Creation ofpublic and private shared parking lots Combination public and private lands to leverage greater public amenities Approvals ofrezoning variances and preliminary community approval prior to soliciting developers

It is to in mind that the master important keep illustrative development plan portrays one possible scenario for achieving new development Other configurations and development sites as revitalization The may emerge begins major development opportunities shown on the plan to date include the following

City Park Block Figure 4 6

The should a unified City promote public private cooperative development of a new multi mixed use retail office building development in and beside the Old Town Park on City land and abutting private parcels The attached plan illustrates a possible approach to this The shows between 10 000 to 20 000 development plan square feet of new space in two a new 1 to 2 story buildings as well as expansion and enhancements to the existing building the Deli and Wild occupied by Bird Center Upper floors could be designed to lease as either residences or offices as the market requires and parking supply will support A new is to ease circulation through alley proposed and traffic patterns This may require coordination with the post office s loading and parking area Parking could be shared during off peak hours with the park and the community center

4 20 i

The buildings should be designed to front onto and activate the Old Town park They should be placed to be seen on axis from the bridge to increase exposure to northbound commuter traffic The morning remaining park land should be remodeled to be a i village A green style strolling space generously sized walkway should connect through the park from the community center to and across Ninth St to the Amtrak parking lot Other elements might include an outdoor informal dining area possibly in association with the Dell and other new food service businesses and a floral garden area in association with the Wild Bird Center and other gardening groups or businesses

II

4 21 i

CD i Vi L c i I r I r I 1 t

I 1 0 ii z I 1 I T q 1 tv r i I CL I I I Z I I I 1D I 1 I i I I I t I Z L L j 1 j I NVI U l i 0 Y j I i Iii 0 n il Ii il @J N I 7 0 Q I I J j 1 z i Z l I t LJ LJ I il

Ti l W 0 0 1ti LJ j ii CC 1 ill WO @f I I Om I i l r S 0 IL 0 CJ 01 Ai CO v i 1 I Z DU Y 5 cr 0 D

O I I 1 U lit I 0 LLi u 1 r I r I I i i u g J I I e 8g JII I I a I Amtrak Keller Block Figure 4 7

When if th City obt ins control or the mtrak parking lot it should promote development of a ne to 3 story mixed us building 11e to Keller s ntiqL es This could be Set irHO the and ed on building slope pla partially the il1traipal cel J c par l on the current Keller s ntiques parking lot possible approach co this is il uStiJteC on the The is sho vn as a 5 000 to 15 000 plan building square building The buiidinsize vill be determined and cormol by p1rking requirements development limitationPubii parking for both Keller s and the new building should be provided on the remaining Amtr1k parcel Additional parking could be placed under the ne v building i t needed The building is shown vith retail on the second rloor with ground floor entries that 1ce the street Onice spaces could be placed on the rirst rloor to face the parking lot beio v possible third tioor could be designed to overlook th park and be leased as ei he residences or orfices

Railroad Museum Block Figure 4 3

The City should promote the public private cooperative development of this block The attached illustrates a plan possible approach to this development The plan sho s an of museum s expansion the territory and functions as well as one and possibly two ne v commercial buildings and open market space

lfuseum recommend that over We time the museum s functions expand to include a staffed visitor center for meeting space historic and collector groups an activ t Iu vn train viewing platforms on the bridge embankments and possibly a children s museum

Parking A new public parking lot behind the museum could be sized to serve both public and private uses in the block In addition new parallel and angled parking should be created on the stub end of Chestnut Street to serve south side businesses

Private could in t vo Development Development occur parcels The vacant parcel on the corner ofChestnut and 9th St next to Welcome House should be developed as a 1 to 3 story 5 000 to 15 000 square foot development This building would have good visibility from north bound Chestnut and east bound 11th St The existing house at the west end of 11 th street is zoned commercial This site might become oftices or oossiblv the Children s Museum

Open Air Market The remaining vacant parcel east ofthe dead end of Chestnut could be developed into an open air market and activity space which could be programmed and run by the City This facility could have full time vendorCs similar to the open air farmers stand in Sevema Park Md And or it might host a weekly multi vendor market done in cooperation vvith county and state farmers market programs like the market in Crofton Md Both a of could sell range plants flow ers vegetables preserves baked goods as well as other produce and handicrafts

4 23 r

J y f L 1 c c r X v 7 l I i j i L J v y i i I i 1 r I 1 Y z r I I o I L 4 1

r

cfd 1

l Z Li I N C I W 1 Z 70 0 lJ T C f J 2 M W Wi I iY i C I v3 I I i w 0 I Uo n S i o QJC CO cr L1u z w S V o

o ry I J r

oI 2

u g S t

Ul S u oa

1 f 00

i

I t

j

I i I i

L I I i p I t i I l I I

ro I 1 I rJ I I 7 X I i 1 t I I 1 r I J z I 1 I 1 1 N r I T IIl i J Z t 0 1 J J i I I I if f J

J i l n n 0 a J11lill CL V 3 W U c n v S J IJ I CJ 0 liJt H J 0 m j v I W Z Cl S I I 0 1 0 r illI r 0 c 1 1 0 A r cc 1

u z 1

f 0 rri

r

U 05 IJ1 t1 IJ1 g Se

E g 9 f Chestnut St Property Rezoning Figure 4 9 The City should promote development of a mixed use retailloftice three story building similar to Patuxent Place LaureL in This development is dependent on obtaining ne It zoning also requires parcel assembly As shown it makes use of one privately o ned parcel as well as two vacated rights of vay for roads that were ne er built

This development should make use of the topography along Chestnut 51 to set the complex into the slope 2 to 3 stories should sho v from the street with four tloors to the back and parking behind Promote the creation of a low tower feature at the south end on this building complex This should be sited to be seen down the length of 9th 51 by east bound traftic and will create a new Village Center landmark possibly with a Victorian railroad style

Knights of St John Block Figure 4 10

The City should encourage commercial oftice mixed use development in or on the site of the existing home located on the south corner on 9th 51 and new ly opened Railroad Ave This is a commercial property Work vith the Knights of S1 John to assist them in upgrading their facility Encourage in fill houses on the Parcels adjacent to the Knights of S1 John as shown on plan Open old alleys to allow homes to hav e rear drive ways and garages Sale ofthese parcels may help fund the restoration renovation of the S1 John s meetinghouse Consideration should also be given to renting out the 51 John s space if desired when not being used by the organization as a space for collectors clubs and other community groups

Potential Future Development Opportunities

As the district begins to revitalize additional areas may be considered for inclusion in the district concept if desired and appropriate Several ofthese are shown on the plan The largest ofthese are the Conway s commercial properties along the south side ofLanham Severn Rd Consideration also might be given to rezoning and including in the district the Church and Lions Club on Rte 197 east of the district and other similar fringe parcels

4 26 0

lJ 0 J j l

r Z z J l 0 o 0 0 0 Z o o l Z W N 0 0 I o z iIJJ 1 w1 L we iIJJ o I 1 w 1 cr i w WO rJ 0 CD Ot 5 0 0 1UL jJ J o 0 i 1 J rn tj i J z W 0 r rTr I I t I t en

I I o t l J Yr 1 o Z IJ I I I t II L1 I I f I rnrl W 1 I I I I I J o I I U t5 z

I j M vi

r l

l J i Ii gi I I f1 1 I lI j LFl I I h II II I

p ClP L o

w a J t9 lL

I Z J l e o 0 0 o r Z w

0 0 o z 1 wJ

w OE ui u 06 1cn I I I mu g ZO f 0 lllrt 0 @ r em I f I lL I o o f I I I L t9 Z

ti z

tri

g i 4 i Ii W u t9

U Ii I I I h I Existing Building Renovation and Enhancement Opportunities In addition to new construction there are many opportunities for enhancement of existing buildings and businesses This should be encouraged through grants 10 interest 10ans and tax credits and other incentives General Improvements Restore boarded up and barred vindows on shops Create better window display spaces to attract customers Clean and paint facades and add detailing to enhance railroad and historic themes Use coordinated Open tlags on all business ith sporadic hours Add or restore awnings and porches on selected buildings Add tlower window boxes or planters for color next to entrances where possible Add business signage to facades that enhances the historic village theme lfany of these buildings may need renovation to bring them up to current ADA tire building code and current retailing standards The buildings could use some cleaning and basic renovations such as repair and painting

Specific Buildings While enhancements should be considered for all the buildings in the district there are several of particular concern as a result of their strategic locations or role in the district Among these are the following

The old and new Fire Stations These two buildings and the plain grassy open space in front ofthem represent almost one fourth of the area designated for a main street treatment on the north side of 9th St The City and county should work to together to develop and implement a plan to improve the paved and grassy areas as part of the streetscape effort The design should both beautify and activate this space Flower gardens seating picnic tables or a gazebo could be placed in front ofthe active station The design should encourage firefighters to sit outdoors as their presence helps to make evening strollers and business people comfortable on the street A small area of parking should be considered bet veen the old and new stations and informal parking on the sidewalk should be replaced with on street parking This may require curb line adjustments

Hegedus Building This corner building is highly visible The City should encourage the owners to enhance the north fayade This largely blank fayade faces the bridge and is highly visible A porch or awning on the front fayade would also be helpful Consider opening paper alleys in the rear and reorganizing the rear spaces to gain additional in cooperation with adjacent owners The creation of new parking may help this under parked building to be more fully utilized

Keller Antiques This former bank converted to antique shop is also highly visible on the north side It would benefit from facade enhancements that will attract customers to window displays

4 29 Bank of Bowie This former bank building is now an auto repair shop A similar concrete bank building in Old Town Odenton has been restored and now serv es as their historic society home

Knights of St John Building The City should encourage the Knights of St John to renovate Funding could come from residential development on vacant parcels to either side of the building lot Parking could be provided on street and in the rear along newly opened alleys as shovin

Wild Bird CenterDeli Building As part of the retail activity expansion in the and around the park this existing building needs to be enhanced and possibly expanded The goal should be to upgrade its character consistent with the proposed new buildings and reorient the businesses to better interact with both the park and new park front shops Elements to consider include thematic facades and signs creating views into the park possibly creating secondary entrances facing that direction that tie into the park walkways The vision plan suggests an outdoor eating area linked to the deli and gardens linked to the wild bird center

47 Conclusion

The three development plans show in simple graphics a possible scenario for the staging ofboth the public and private development activities recommended here Figure 4 11 The success of the strategy will depend on coordination between public and private actions The implementation program Section 5 summarizes those actions over an approximately eight year period

4 30 5 Implementation Strategy

The plan is just a set of abstractions until the community translates it into action This section breaks the plan doY n over a period of eight years with costs priorities and responsibilities associated with each major action

While this advances the level of reality it will be very important that the City and other participants in the process refine projects and revise the budgeted costs that represent only preliminary estimates

5 1 Costs Priorities and Responsibilities Exhibit 5 1 on the following page summarizes the key projects associated lith the plan and the critical elements associated with implementation

Costs the total public costs as budgeted amount to $6 8 million We estimate that this amount would be allocated in comparable shares among City County and State funding sources Overall the City s direct financial commitment would probably be in the area of $2 million There will be off setting income as well as costs associated with the disposition of city owned property in the Park as discussed below The traffic circle represents more than a third of the budgeted cost The County and State should fund the largest share ofthis project

Priorities The Old Town Bowie Master Plan Subcommittee reviewed all the projects and assigned high or medium priorities to each one While every action is important it will be necessary to spread the effort over a period of 5 to 10 years

Primary Implementation Responsibility The City must have overall responsibility for translating the plan into reality However this will require a team effort in which there are four primary actors City including Planning and Public Works Departments the business community and residents represented by the Master Plan Subcommittee Prince George s County through its Transportation Department Parking Authority Redevelopment Authority and Economic Development Corporation The Maryland National Park and Planning Commission and the State of Maryland particularly the State Highway Administration and the Neighborhood Revitalization Division of the Housing and Community Development Department

1M

5 1 t

Exhibit 5 1 Old Town Bowie Redevelopment Action Program Actions Priorities and Budgeted Public Costs Budoeted Respon Action Medium HiOh Public Cost sibiJity Design infrastructure changes SOOO

Sidewalks and Streetscaping 0 52 600 Citl SHA Signage Gateways Directories Parking 0 5 City Park Train Overlook Other Enhancement 0 5150 City

Active Development City Site Purchase Development AMTRAK Site 0 0 City CO R A Knights Lodge corner 0 $100 City Co RiA Childrens Museum site 0 City Co R A Private Site Development Chestnut at Ninth Zorba Property 0 N A Private Bowie Ave Rail Frontage 0 N A Private

Use of a portion of City Park for development 0 520 City Property Acquisition Unallocated 56CO

Zoning changes II Bowie Ave Rail Frontage 0 N A City MNCPPC

Other regulatory changes Amendment to City guidelines on development 0 $15 City MNCPPC Parking District 0 $25 City Co P A Parking improvements Site purchase and parking lot development 0 $175 City Co PIA Shared parking reduced on site requirements 0 $2 City Co PIA Adjustments in on street parking 0 N A City Circulation changes Traffic Circle 0 52 500 City CoSHA

Incentive programs Development of a special program for Old Town 0 $100 City Private Neighborhood Conservation Area program 8 N A CitylState Designated Revitalization Area program 8 N A City State

Review of City Property Acquisition Process 0 N A City Strg Comm

Old Town Marketing Tourism Commercial 0 560 City Strg Comm

Construction of a new community center 8 N A MNCPPC City

Expansion of the Railroad Museum IXI $400 City

Total $6 787

Note PIA Parking Authority RIA Redevelopment Authority SHA State Highway Administration Source City of Bowie Staff Old Town Steering Committee Thomas Poi t Associates Inc The Faux Group Inc KELLERCo

5 2 5 2 Funding and Phasing The implementation process will take years nat least eight years as indicated in hibit 5 2 which summarizes the process and perhaps longer depending on the level of effort and the effectiveness of the joint public and private efforts that the process will require

5 3 Implementation The implementation of the plan will require people vorking in the City to make it happen developers planners politicians regular citizens It vill ultimately depend on a series of small decisions rather than a few big ones Real estate development always involves risks and area wide redevelopment plans are at the high end ofthe risk spectrum Ho vever the alternative is the continued decline of the historic center of the community

5 3 1 Implementation Tools Implementation will require different types of tools that will be used individually and together

Regulatory and administrative mechanisms will have the most direct impact on implementation since they affect all aspects of what property owners and the City can do in the area The principal regulatory tools will include

Amendment ofthe Master Plan Rezoning in the Town Zoning Ordinance the legal document that regulates land use within the area Adjustments to the City Capital Improvements Program the official budget document that lists projects that the City intends to fund over a six year period Changes in supporting plan documents including the Water and Sewerage Plan the Solid Waste Plan and the Land Preservation and Open Space Plan Creation of a parking district in the commercial core Reevaluation ofCity policies related to property purchase

Financing tools for implementation ofthe Plan will be important since the funding ofthe plan is an important factor in its implementation

Principal financing tools will include Allocation ofgeneral revenues for property acquisition development of parking and certain other public improvements and facilities Public private partnerships to accomplish development of key sites in the park

Exhibit 5 3 identifies specific funding sources that the City should explore

5 3 I nil 0 0 80 0 0 0 0 01 N 0 1 5 H 1 I I I I I 8 lEI 0

0 0 0 13

o o ill lEI o

CD

Ul o 8 o o lEI So 2 6 3 8 C ill E Iii i ill

0 o o 8 8 4 0 0 S 0 l 0

o o o o 8 8 In o 0

l 5

o o 0 N o 8 N lEI 3 0 ffi

i

8 l lEI M ES lEI @ i5 3

0 z 1

tl 0 ill 8 Qit looU N 8 0 8 as o fl IJIt z z z z z z z z tlg N In c i J Jg E 100 ell 1 OJ c o 0 c 0 C c C Ul o 2 Q C ill E ill E ill 0 0 0 a E a E E l 0 5 t a o 6 ill o e E si o Qj a 0 c 0 cu c c i o ill o t r o Cll III o o C o U C Ea 0 ill g C lO II III o a c E Eo ill C 0 OJ c o ill ill g c g E II g c E v t E ijj tJ ill E 2 0 oE Q 5 l 9 0 a Ci N 0 2 S 8 Ui o C t6 g g cn E Qj 0100 E C5 o ill C c Qj c 01 E l Cll SU CE 2 l III tJ C C l 0 ill 2 g c C S iij 5 e U Cll Cll a C 0 UGJCii s E tl 0 II o u 0 zc o g 0 g g u e E o Q m Cl o u Qj u Q 0 Cll ai C5g cU 5 Cll en E III en 5 c fii U 3 7i oca Eg 0 0 CI c C 2 2 S s 4J s I Cii c O 4 o 0 co u t c 0 u E S Ec8c Ilr 2 ill ill o tJ C C tJ cuCUOC C g c Lt 4i fij a C c5 CCl cc ct IV 0 o ilI15 o u 5 l 4 illC B BS III o Cl C ell g 2EOl c 5U g UJ 4i s a2 U 0 0 0 Cll g en Oal ill s sg c 2 5 Q 7i tU 5g 0 0 C Q C ill Olill E 41 QJ c u z 5 j III 0 a 32 2 ij g 2 c j 010 2 c I en en 0 t e 01 C ct cCD g t5 c3 Wi I e OJ ij 2 C X E c tl 0 U o tJ 5 o W 5 c U Ow o N E 0 5 3 w J

Page 54 c

0 0 c c c C 0 g 8 E 0 c 5 0 c E r 0 0 C E N Ul l lH 0 c 2 E Qj a a C C J J J J 0 J

vi vi

E c E E Qj Qj 0 OJ OJ c 0 0 e co c c 0 z z co co z z cJ z z z

Vl Vl Qj Qj e iij c g Ol 5 5 Cl 0 W Ii 0 0 0 0 0 0 0 0 0 Cl Cl Cl OJ 0 Ol 0 0 0 0 c 0 0 0 b J J u u u u u 0 Vl 0 0 0 0 0 0 U J U 0 0 z Vl

Cl 5 ti cJ OJ c u a 0 E Vl c U Vl c 0 c c OJ Iii a iij E E Vl c Qj E Vl Cii a c u 5 iii 0 l Vl 0 E s Vl c C Ol 0 it Vl c OJ c 0 0 i u 9 0 0 a Q E 2 0 a 0 c J 2 Vl E Qj 0 0 E 0 Vi iij u 0 c c 5 0 J a e 0 2 0 Ol Cl a c 0 Qj c 3 0 0 0 iij E E a c U 3 0 c u C E c C t 0 c m 0 0 c 2 0 Qj J Vl J t CD fg 0 g J OJ iii Q 0 0 E E E 0 a 0 3 c E 2 c 0 0 u C E 0 E c 0 0 0 0 0 0 j z ct 5 e s u u Cf e u 0 CO 0 Lu e c 2 E J U E E re a re E C c 0 OJ J t 0 C U 0 t OJ 0 E E c 0 g c 0 iii 5 w 0 x N ct 0 C N J C 0 0 2 E 0 0 2 ct t c iij 2 u ct J 5 c I iij c E c 0 c c E 0 Q 2 Cll 0 2 c 2 2 c J c E iij E c E c c U 5 J e 0 0 t 0 0 U ia u e Il c J N iii U 0 E l c u as a 0 C J E U c 0 0 iij 0 c 0 c 0 0 2 2 0 Vl 0 0 c c 0 0 ct 0 Vl u 0 0 Q Cl CD E ell 0 0 5 c iij Il CD 0 0 8 Qj Jg 0 0 Q CJ Ol c c c 2 iij Q Ol Il E ct UJ c C Vi 5 0 Q J c Vl 5 5 5 C J 3 OJ U c iij 0 c Q Vi Cl Cl Cl c 0 0 Q c Cii iD u Q Il 32 E c J c c c 0 2 c c 0 Il Vi OJ Ol Ol C 0 J c 5 E c e 0 iij u 0 c c 0 c 1J c CO J Ol c Qj OJ 0 0 m co t CO 0 u J U UJ z e z z 5 0 0 u C c J 0 CO 0 E E 0 l Q Q t Il E c E ci 0 c iij a 0 Q 0 iij iij ell u E l Il U j U Cii 0 Cii Cf c I E to ro 0 c Q c 0 tn Cll Q J 0 t QJ ll J u en ll tJ X 0 0 3 ill a D u 0 Vi en

Page 5 5 the cost of the total The costs associated with the traftic circle will be biggest component as s as much ofthe cost of this po iple program The State should bear improvement

will be It vould be desirable lHanagement tools to actually implement the plan important a for implementation that the City designate person responsible actually overseeing the and retinement of through the coordination of public and private actions development and for viith the plan the long term strategies the review of plans proposals consistency to and the many other general acquisition of properties support plan implementation by and specific actions that this effort implies

some of its own tools to facilitate The City may find that it needs to develop the follo implementation Other communities have created programs that provide ving types of assistance Faade improvement grants Tax abatement program Canopy and signage grants and loans Faade easement purchase programs credits Locally based employment and property tax Revolving loan funds with local bank participation

to create a non designated It may be necessary to profit development corporation implement the plan

5 3 2 Current and Ongoing Plan Maintenance the National Park and An early action that the City should take is to request that Maryland the new elements for Old Planning Commission amend the Master Plan to incorporate plan Town Bowie This will set the process of change in motion

evaluate all site for For now and over the life ofthe the City should continually plans iiM plan immediate or short term as zoned and rezoned conditions that will in any way impact improvements

term elements ofthe traffic In order to achieve the permanent short improvements with the Subcommittee should immediately previously described the City working undertake the following

intersection Monitor the hazardous traffic situation at the 9th Street Chestnut Streets six months on the west side of the railroad overpass every by

and vehicular observing and noting peak period conflicts both pedestrian tickets contacting the police regarding reported accidents and speeding contacting SHA Traffic Engineer to discuss findings a for andor light warrants and request that SHA perform study signal flashing action is taken SHA repeat until some interim by

5 6 iI

a Request technical evaluation by SHA for the permanent roundabout solution at 9thChestnut Streets vest ofthe railroad overpass Be sure to request that th study include a design evaluation of what changes would be required to satisfy roundabout criteria i e the on 9th Street more design raising grade using available SHor park land or constructing a retaining wall ff traffic is projected for 20 years do both liberal and conservative projections Assess the cost of the roundabout asa preferred If cannot be solution funding secured or if costs are prohibitive pursue a channelized at grade intersection as the permanent solution Consider safety enhancement and traffic calming funds for this solution

Request that SHA secure funding to redesign the 9th II th Streets intersection at the east to an end of the bridge intersection that better accommodates east west traffic as a safety enhancement project

Work with local landowners to ensure that land use and other access can be 8 changes accommodated

Work with local landowners to insure that the new from Chestnut Street a alley through the center ofthe Park development site is included in the Master Plan and that the site developer builds this as a two way alley Specific access issues at the Post Office and at the new office tract east of Chestnut Street need to be addressed so that they are compatible with this new local alley

Over the long term the City should exercise scrutiny in order to facilitate the implementation ofthe plan through the most mundane steps acquisition ofkey properties as they become available development of key sites through public private partnerships

5 3 3 County Participation

Plan implementation will require the County s participation The County Executive and the County s Economic Development Corporation will be important in marketing Old Town Bowie These offices have the funding staff expertise and connections with the business community to help the City reposition Old Town Bowie in the regional marketplace providing that the recommended improvements are made

It will be important to convey several important observations to the County at the highest levels ofleadership

Old Town represents a great opportunity to showcase the historic attributes of the This a area County is strong oftourism interest and a significant area of deficiency in the County s tourism profile Old Town is at the center of one ofthe most affluent parts ofthe County The many new residents in this area need improved commercial stores and services that

5 7 are conveniently located The village retail approach in Old Town fits this need perfectly The focus of COllnty redevelopment needs to etend outside the Belt vay where more distant suburbs also need the special tinancial and program support that thus far has been limited to inside the Beltway locations Old To vn is again a perfect example

There are two other County entities that could play important roles

5 3 3 1 Redevelopment Authority Prince George s County has created a Redevelopment Authority that can acquire develop or dispose of land or property for residential commercial or industrial purposes The Authority can use public powers to acquire land for a public use or public benefit subject to fair compensation It can issue bonds exempt from state and County taxes and secured by a mortgage on land or property to which the Authority holds title

The City could seek to use this recently created County Redevelopment Authority to package a project purchasing and assembling a site and entering into a sale or lease transaction with a private developer to construct specified improvements The project could be structured to include terms that would attract private interest such as the lease of City owned parking as an incentive to attract a developer

The approach differs from the traditional urban renewal process in that the County can act in areas that are considered slum and blight and areas that are not subject to such deteriorated conditions but which are in need ofdevelopment or redevelopment for the public benefit Certainly this standard could be applied to Old Town Bowie

The Redevelopment Authority could acquire a key group of properties create a consolidated development plan that fits the characteristics ofthe site as well as the entire business district and the adjacent neighborhood and then to work with a private developer to bring in a successful project The Authority may be able to create public parking as an incentive for the specific project as well as a benefit for the entire district

The approach has advantages as well as disadvantages eminent domain if that mechanism were necessary typically results in substantial additional costs associated with property acquisition the public acquisition process would pose a significant potential for additional delay Property owners who oppose the process can find grounds for litigation or effective political opposition Adjacent property owners and other community interests may also oppose and delay implementation As controversy grows projects become less popular Market conditions change and developers move to other opportunities the public acquisition process itself often becomes the basis for disinvestment by owners as they wait for completion ofgovernmental action As some owners defer maintenance or fail to take action to maintain properties at the level previously

5 8 maintained adjacent ovners can become discouraged n some cases speculators tind fertile ground in redevelopment areas encouraging turnover by owners public acquisition may take a considerable staff effort to put the elements of the project together while ensuring community and legislative support This may involve close cooperation among the redevelopment authority planning and other staff

N one of these problems is insurmountable However individually and together they can make it ditlicult to reach a successful outcome from the development process

5 3 3 2 The County Parking Authority and a Parking District

The County already has a Parking Authority that could lease parking spaces from property owners at key locations consolidating control and management in the hands of an entity with parking systems management experience The Authority operates and maintains parking on the same principles as do shopping center managers with the objective of achieving maximum benefit from shared use The Authority could also leverage certain structural improvements in the area by conditioning its participation on ca actions by property owners This approach would require negotiations with property owners to enlist their participation It would also involve costs on the part of the Authority for the operation and maintenance ofthe parking that will not be offset by parking revenues at least initially Exhibit 5 4 summarizes the key steps in the early years ofthe implementation process

54 Cost Benefit Analysis

5 3 1 Overview Costs and Benefits

The $6 8 million in public investments will have a positive impact and stimulate greater return in terms of income to the City and private investment The City s share of the total costs estimated in the vicinity of a third of the total would be off set directly by

The use ofpublic land for the retail project will provide sale or ease income depending on how the project is structured Sale of property from the Town Green Park would probably have value in the $300 000 $400 000 range based on assesses values of other properties in the area The new structures built under the plan approximately 75 000 square feet valued at $8 2 million based on a cost of $11 0 per square foot would yield annual property tax payments to the City of $20 790 New private sector infill commercial development would also yield additional property tax income In contrast to new residential development these commercial structures would impose only modest public costs While it is impossible to estimate the amount ofredevelopment that will take place other redevelopment areas offer some insight Section 54 Property taxes in the entire commercial area would be expected to increase as the plan takes effect and there is more business activity throughout the area As store sales and values increased it would be reasonable to expect increases of 5 10 percent in property tax payments to the City in the early years of the program based on experience in other redevelopment areas

5 9 u Q

0 j

0 I z g I a U 0

a Q C

Ol J

5

c 0 0 0 jj N C Q J E 0

ro c

i q 0

q ro Cii Cl

c Q ci lJ U c

J 4 J C U ro

u QJ c3 0

0 0 lL 0 0 lEI 0 Z S1

E ll Ii tl 0 E 0 J 0 OJ 0 ll U 0 c 0 Q J E 0 Q J 1i 11 CIl r C 0 E Ol a ll E e C 0 Cl C ll 0 E 0 E c in g c a a a j ra e c in J 0 0 a 0 e 0 0 g II OJ co l ll E a Ii e c OJ in in 2 E c 0 i 5 52 0 0 OJ ll ll u 0 0 5 a 0 0 E 0 co 0 Oi u go OJ d i e U III c OJ OJ s u 0 0 ll E c U C e c Q 2 in OJ 0 cu l OJ 5 e a ra OJ J c c 9 5 C C 12 II 0 c E OJ e Co g 0 c 9 j C c Q 0 u 0 go E j s e 0 C in c is CIJ 2 OJ 0 c u E co Q u III e 0 E U cu Ol e ll u E CIJ 0 2 0 0 9 0 5 12 2 0 0 c 0 E 2 2 0 e Cii e 0 5 c 0 c vi 2 ll a Cii is oq C 0 e a OJ 1 E E Ol a U 0 E a 0 I E 0 c Zi a c ll a CIJ e E Cii e 0 0 a J ii J 0 0 e 0 u 2 0 U 0 Qi E 2 CIl E c 0 e 6 0 0 CIJ c E C c 0 a C ll 0 C l 0 0 0 12 co 0 5 0 0 Qi U 0 5 C a is I CIJ c 0 U Q I c e vi OJ 1 a a c 0 ll E 0 in U U e 0 s e U 5 E E E in 2 z 5 CIJ 0 c OJ 2 a CIl c 0 ll 0 0 x 0 U 0 in i vi e S li 2 E Qi 0 ll e a in 0 c co c 0 Vi e i5 Ol ll 0 ll Cii CIJ OJ co co 2 0 in 0 S ll 0 2 C Cii 2 s CD Cii c e c U e OJ is 2 E ll ll 0 Ol U in is C a 0 0 U OJ OJ Cii t ll 2 c cO I c in c J J 0 1i OJ 0 Ol in OJ 5 5 0 s 0 0 g OJ l Ln 0 0 S e S e OJ 0 in Vi Vi a c Cii S S E c C ll 0 0 0 a 0 0 8 in a E CIl w a u a u u w a a a u Ci 0 I u w a al U r C 0 N 0 X II N M CD CD Ol M CD CD ill s 0 is CIl Page 5 10 The indirect benefits vould be even greater

Additional retail sales for existing stores New retail opportunities for entrepreneurs Attraction of new office as professional tenants many as 100 150 jobs depending on exactly how much office is space developed meaning that some area residents could live closer to work places Improvement of levels of convenience retailing and community services for Bo vie residents Enhanced traffic movement and public safety

These are all economic benetits that would favorably affect the return to the City 5 3 2 The Property Tax Impact of Redevelopment

Exhibit 5 5 summarizes information on selected properties in Old Town from 1992 to 2000

Exhibit 5 5 Bowie Property Tax Assessments Selected Properties 1992 2000 Assessment

Property Owner Perc Name 1992 2000 Ch Zorba Inc S 80 950 S 71 200 12 0 Kellers S 62 420 S 44 300 29 0 First S 28 730 S 42 760 48 8 Moles S 89 000 S 103 260 16 0

Kiotsekogiou S 39 740 S 50 250 254

Fladung S 50 580 S 65 800 30 1 Banks S 29 740 S 30 600 2 9

Total S 381 160 S 408 170 7 1

Source of Bowie City Finance Dept August 1999 BT These data show an overall increase of 7 1 over percent the eight year period indicating an average annual rate of of 0 change 8875 percent There are declines in two of the values but increases in the other five on Based the limited information no there is way to evaluate whether the that the indicate change figures is good or bad in the context of assessed values for the City and in relation to in as a changes the City whole The figures could be to confirm the decline interpreted of commercial properties in Old Town but that conclusion would require additional information

Points for further evaluation include the following

5 11 Relative of the seven importance identified properties in the context of Old Town as a whole i e the portion of the total assessed value of properties in Old Town represented by the $408 000

to which Degree the changes in values of the seven properties are representative of the changes in all the other properties in Old Town i e the relationship of the assessed value ofthese commercial properties to other assessed values in Old TQvn and extent to which residential assessments are changing in relation to these core commercial properties Accuracy of the years 1992 and 2000 in indicating long term change figures should probably go back to 1970 of assessed values in Old Town relate Relationship to values in the City as a vhole and changes in relative assessments in the two areas analysis should consider older i8 commercial and residential properties in established neighborhoods

There will be time for further evaluation of these types of issues as the project proceeds

54 3 The Redevelopment Examples in Other Locations

54 3 1 Regional Examples of Redevelopment in Old Town Areas

There are various places in the Vashington metropolitan area that provide insights into how Old Town Bowie might evolve in the future

Gaithersburg Maryland The has been the City promoting redevelopment ofhistoric Gaithersburg over the past several years The public sector budget of $ 14 million includes $6 million each from the and the State and $2 million from the In addition the County City City is putting up land for private development The office component is a big factor in the success of this program as the market is strong and there is 42 000 square foot office building under construction now

Patuxent Place Laurel A Mix of Uses

the Although scale is larger than that of Old Town Bowie the mix of uses in the Patuxent Place development is a useful precedent for future development in Old Town Each ofits 3 4 story buildings sits on a 3000SF floorplate with retail on the ground level and street level office on the third floor and residential on the fourth floor Laurel used a village zone to overlay encourage this mix of uses The attention to detail in the architecture of Patuxent Place is also a good precedent Architectural features Victorian detailing and separate entrances break up each building fayade A porch extending across the front unifies the building and creates an introduction to the building from the street

West Annapolis MD Scale

West Annapolis is closer to the scale and density that is realistic for Old Bowie West Annapolis like Old Town Bowie is a community business district secondary from the main commercial district It is composed of a combination ofrenovated houses and infill

5 12 buildings The renovations and infill are designed to tit in with the community village character and scale The district works because of the adaptability of the buildings from commercial to oftice to residential and its close relationship vith the surrounding residential houses

Kensington MD Antique Village

Antique Village in Kensington is a development of quaint antique shops built into the center of the block oft of the main antique retail street It is a pedestrian only environment that expands the critical mass of shops in a space efficient and attractive manner The County is investing approximately $400 000 in streetscape improvements the purchase of fa ade easements and landscaping

Occoquan VA Small Town Destination

Occoquan is a small townjust north of Woodbridge in Virginia It s similar to Bowie in that it is a small village in the midst of a sea ofsuburban development Its primary economy comes from its role as a destination for antique collectible shopping Its primary commercial street is a mixture of renovated houses and new development in character with the historic village

5 4 3 2 Maryland Historic Districts The Maryland Association ofHistoric Districts recently completed a study ofthe economic and fiscal benefits of heritage resource con ervation in selected local hlstoric districts in Maryland The study used a case study approach to document economic activity in six historic districts Annapolis Berlin Chestertown Frederick Laurel and Mount Vernon in the City ofBaltimore While the Old Town Bowie redevelopment plan does not include the historic district concept there are important similarities in the type of public and private investment and the orientation ofproposed retail activity The experiences ofthe historic districts are worth reviewing to evaluate similarities differences and potential applications to Bowie

The six communities range from very small towns Berlin and Chestertown to suburban communities Frederick and Laurel to cities Baltimore and Annapolis They were selected from more than 40 districts around the state to provide a cross section of historic places that had more than ten years of experience with the redevelopment process The study looked at trends in the district over a period often to twenty years

The researchers concluded that public investment was needed as seed money to spur private investment Exhibit 5 6 The public role varied greatly among the places studied and the level of public funding varied in proportion to the wealth ofthe parent jurisdiction Public participation included direct investments in restoring properties burying utilities and constructing public offices It also included indirect actions construction of parking garages and other public spaces flood control measure and implementation ofspecial financing programs

5 13 L

Exhibit 5 6 Level of Public Investment Selected Maryland Historic Districts Public Investment Total Smillions Jurisdiction Per Property Examples Annapolis S 75 S 59 666 County Courthouse Parking Garage Berlin S 1 S 6417 Utility Relocation loan Pools Chestertown $ 1 S 1 234 County Offices Visitor Center Frederick 100 S S 55 556 Flood Control Parking Deck laurel S 1 S 992 Museum MARC Improvements Mount Vernon $ 31 S 15 977 Museum Center Stage Renovations Total $ 208

Source Md Assn Of Historic District Commissions August 1999 HA

All the districts investment that has far registered private exceeded the public seed money The study identified an annual investment level of S24 million in the six districts combined from $100 000 in Berlin to $12 5 million in ranging Mount Vernon The spending on private construction and rehabilitation also promoted jobs in the communities 434 jobs to this annually according research Thus investment in the districts is a direct form of economic development Exhibit 5 7 summarizes the two principal sources of annual private investment

Exhibit 5 7 Level of Private Investment Selected Maryland Historic Districts Private Investment

Total Full time Jurisdiction $millions Per Property equiv Jobs Annapolis $ 74 S 5 887 137 Serlin $ 0 1 $ 793 3 Chestertown $ 0 9 $ 1 673 19 Frederick $ 1 2 $ 667 24 laurel $ 2 0 $ 2 833 34 Mount Vernon $ 12 5 $ 6463 217

Total $ 24 434

Source Md Assn Of Historic District Commissions August 1999

HA

5 14 Two other benefits include the of leading impact redevelopment on tourism and property values The researchers attributed the follo ving impacts to the district redevelopment process

six The districts attract 34 million heritage visitors yearly in addition to those visitors who are drawn to the districts for as other purposes such normal shopping a urally the importance of this impact was greater in the more historic districts than in places like Laurel where shopping rather than historic building constitutes the primary attraction

Public and private investment Exhibit 5 8 paid a signiticant dividend in increasing the values of individual properties The researchers estimated that property values in the districts appreciated 28 9 percent faster than properties outside the districts but in the same jurisdictions

Exhibit 5 8 Impact on Maryland Economy from Selected Maryland Historic Districts Construction Impact Tourism Impact VVages VVages Jurisdiction Smillions Jobs Smillions Jobs Annapolis S 8 267 7 2 406 Berlin S 0 6 0 9 51 Chestertown S 1 37 24 133 Frederick S 1 47 2 2 124 laurel S 2 422 Mount Vernon S 14 845 1 5 85

Total S 26 1624 14 2 799

Souroe Md Assn Of Historic District Commissions August 1999

HA

In summary the districts had a big impact on the local and state economies generating wage incomes of$26 million in construction and $14 2 million in tourism sales and services and 1 624 and 799 jobs in those sectors respectively

544 Financial Feasibility for Private Developers Private developers will have interest in opportunities in Old Town provided that the City structures them in attractive ways and that private owners are willing to sell and upgrade prime sites Local developers interviewed in connection with the preparation ofthis plan generally confirmed that there is reason to pursue real estate development in Old Town They see the need for a combination of convenient and special retail stores as potentially needed in this market The factors that have held them back have been the lack of public consensus and leadership on the direction to take in redevelopment lack ofcommitment by the City and unavailability of suitable development parcels The City will need to address these drawbacks through the concerted development implementation program

5 15 There be a for may need the County to use other authorities or methods to make properties available

will Developers expect that the City V ill start the process mo ing by investing in key public improvements as other cities and to vns throughout the country have done They will expect a normal return on their investment probably in the range of 12 15 percent

5 5 Retail Leasing Strategy

5 5 1 Purpose

The successful revitalization of Old Town Bowie s commercial district vill depend on an aggressive to retain and campaign expand recruit retail and other commercial activity This effort must be carefully coordinated with other City and County activities with the s particularly City ongoing marketing plan and with the retail recruitment activities ofthe County s Economic Development Corporation

The program should be entrepreneurial in spirit and proactive in developing successful businesses This is particularly important because ofthe challenges facing the commercial district including poor parking cirulcation and weaknesses in the existing tenant mix The commercial area should be viewed as one cohesive district with blocks of store types that are to one another The of complementary objective the leasing strategy should be to businesses in that place locations take advantage ofeach other s customers

5 5 2 Tenant Mix The leasing should reflect the same that mall use strategy principles developers in specialty centers including the placement ofmagnet stores clustering competitive and complimentary stores Exhibit 5 9 identifies best locations and overall positioning for the retail mix It a proposed conveys broader conceptual approach to which actual store and other locations evolve are may However configurations somewhat hypothetical at this time The detailed designs for the area and the individual properties will provide the best for the retail mix the guide Developers who build component projects will scramble to find the best tenants when individual projects come on line

The new retail in the should much project park provide needed goods and services to these markets Since center will the serve as the catalyst for the area s redevelopment the tenant mix is This very important project will provide stores and services that bridge to two markets local residents and tourists regional shoppers perhaps by providing a good restaurant or a store with broad appeal

Portions ofthis project and the development on the other side of the bridge should be oriented toward convenient foods and services Since there are very few opportunities for in grocery shopping the immediate area residents of the area could clearly benefit from the addition of this type store The store should provide access to fresh produce and other at products reasonable prices It could include an outdoor market specializing in fresh produce plants seasonal items such as pumpkins wreaths dried corn etc meats

5 16 Exhibit 5 9 Retail Leasing Strategy Typ es of Establishments by Location Old Town Bowie Project Site See Maps Section 3

0 Q

Q $5 Type of Establishment CJ l d Restaurants

Fine Dining g g g 00 Quick Service Restaurants QSRl

Coffee Shop g 0 0 g Deli g

Ice Cream g

KiosksCarts Festivals weekends

Specialty Food Groceries Coffee g 0

Convenience g

Health Foods 0 g Music 00 Outdoor MarketBazaar 0 Tobacco 0 00 Wines and Cheeses g 0 00

Retail Stores

Antiques 0 0 00 Art Gallery 0 0 00 Books Papers Cards Gifts 0 Cosmetics Specialty Beauty Products 0 0

eo s and LP sRecycled g Crafts g Gifts Cards g Interior Design g Jewelry RJ RJ Nature Store RJ RJ

New Age Books and Products RJ RJ g Vintage Clothing 0 g

Retail Services and Offices Accounting RJ RJ RJ RJ Oaycare g RJ g

Insurance RJ RJ RJ Laundry RJ Law Offices g RJ 0 RJ Medical Offices RJ 0 RJ g Real Estate g 0 Salons g RJ RJ RJ g Weight Loss RJ g

Source Thomas Point Associates Inc tesp

5 17 and poultry cheeses and dairy products seafood baked goods herbs and spices Additionally vendors should be sought to provide other specialty items such as cut flowers crafts and prepared foods to eat in or take out An outdoor dining area ould enhance the project and provide a festive ambiance

The remaining portions of this center should be leased to specialty retail stores and small eateries These store types are complementary to a festive food market environment and could include

delicatessen or cafe vith sit dom or take out capabilities coffee bar ice creamyogurt antiques collectibles craft supplies florist gifts and home accessories

There is a need for a fully parked moderately priced restaurant There are examples of good restaurants in suburban locations such as Ellicott City that might be interested in opening additional sites

In addition to the specific project opportunities identified in the Exhibit there are other in fill locations in the core of Old Town where certain types of services would be appropriate The uses could include dry cleaners tailoring and alterations video rentals and beauty salons Itwill be important to site services in buildings as they are redeveloped in accordance with the concept for Old Town but without infringing on the residential areas and the village character of the place

Service types of compatible and complimentary businesses should be encouraged on upper floors and at infilllocations

daycare health clinic urgent care dance gymnastics studio legal services travel agency employment agency government services

5 5 3 Financial Terms

Realtors will negotiate retail leases in the redeveloped area Rates and terms will reflect competitive conditions at the time the overall quality of the project and the impact ofthe e rates City s efforts to redevelop the area Competitilease for new and renovated space in Old Town will be in line with rates at other retail centers in the area in the range of net $15 20 per square foot This is a current triple price in the market area and realtors

5 18 will work out exact terms associated with common area maintenance charges ith tenants in relation to specific projects

Within a few are trend as s years rents likely to upward the City marketing efforts pay arT with more visitors and regional recognition There is essentially no competition in the area now for the better quality stores that the plan proposes Rents in the new space ould rise to $20 25 per square foot in current dollars as the plan takes effect This ma dri e

out some of the retailers no v in the area who could relocate to some ofthe other centers

in Bowie that need renovation This has happened in other places that ha e embarked on similar programs While unfortunate in some respects it is also the vay progress takes place in the redevelopment process

5 54 Recruitment

The marketing strategy identifies specific measures for the City and others to market Old Town and these measures are part ofthe retail recruitment process They include the following

Cross market vith existing stores and attractions in the area

brokers and realtors in area in Bowie and areas Engage surrounding to bring new prospects to Old Town

Disseminate information on shopping potentials in Old Town in nevspapers periodicals and specialized networks

The recruitment program should effectively communicate Old Town Bowie s market position retail potential and business opportunities Some of the important points to convey in the recruitment effort are

population and income growth trends federal activity in the area traffic counts

numbers of visitors to the area amount of new investment planned for the area the overall vision for Old Town

to store J specific opportunities relative types and locations projected amount of new supportable retail space

The recruitment effort will require professional communications materials that can be mailed or left with prospects The City s staff should work closely with the County s Economic Development Corporation to plan refine and implement a detailed retail attraction strategy In the final analysis the City staff should simply try to bring the real estate community into the leasing process providing whatever tools and assistance it can to facilitate the work ofthe commercial realtors

5 19 5 6 Marketing Plan

5 6 Marketing Plan There are different aspects of marketing that the City will need to covet in moving ahead with this program These include the following

Create a clear statement of marketing goals for Old T ow n and allocate the necessary resources to implement them a to market Develop program Old Town as a specialty retail area Market specitic opportunities in the approved plan

These efforts marketing will take special skills and intense effort as well as neVi capabilities that the City may need to identify 5 6 1 Marketing Goals

As a first the should work with the business step City community to make a clear statement ofits goals for marketing Old Town

To establish recognition throughout the Baltimore Washington region for this commercial district as a that is place unique in the City and the County a quaint small town shopping village and an appropriate destination for a half day shopping and dining trip

To establish local for strong support local services such as restaurants ice cream hair salons shops and offices in the new subdivisions in the area

To strengthen the individual businesses so that the business community itself will become and market the collection of in Old stronger shops Town Bowie as a unit

To reinforce Old Town s as a for businesses to image good place invest and grow and sector encourage private development that follows and compliments the public investment that the thereby ensuring redevelopment ofthe area yields a fiscal payback to the City

5 6 2 Marketing Old Town

The business now conducts a community marketing effort that is important but not well networked with other efforts The City should take the lead and create a full blown marketing effort to accomplish the following

Connect the stores antique and other shops still remaining in Old Town with other attractions in the City such as the Railroad Museum the Historic Radio Museum and other and public private attractions in which the City County and region National and Maryland Capital Park Planning Commission have an interest This will mean making managers aware of the location ofOld Town and what it offers visitors

5 20 Place brochures about Old TOfi with major federal attractions in the area including the National Wildlife Center and the NASA Goddard Visitors Cenrei The at facility managers these locations have not visited Old Tom and need to be educated about its shops and location

Hold a wine and cheese or some other type of festive get together for brokers and realtors in area in Bowie and surrounding areas in vhich staff could brief real estate industry representatives on the overall vision and specitic oppol1unities

Place articles on a regular basis in the Washington Post Baltimore Sun and other newspapers and magazines about attractions and special events in Old Town

Create a special press release about plans for redevelopment of Old To vn and describe the City s vision for the area

Encourage clubs and community groups with diverse interests to use any available meeting and gathering space at the community center the Railroad Museum or at any other public or private location that could be used for this type of purpose

The will enhance the success of this II redevelopment process greatly potential marketing program Many shops clustered together will attract more customers than one shop Since are customers usually browsing for something unique and distinctive they want to have the option to easily scour multiple venues For this reason adding attractive shops and dealers in the district and marketing them as a group will have a much greater likelihood of success

There are specific techniques and approaches that could help in marketing Old Town The of area attractions on a more marketing could be done cooperative basis if the City were to cross market with the National Wildlife Center NASA and other attractions in the area of the NWC visitors in when enter and Many log they the Center they report a of 5 10 variety ways oflearning about the place Exhibit This should provide a source for evaluating the best ways to reach the people who might come to Old Town

II

5 21 4

Exhibit 5 10 National Wildlife Center Visitation Sources of Visitor Information

Visitors Source of Information No Perc Word of mouth friends family other 29 37 7 BIW Parkway signs NWC Entry Signs 13 16 9 Newspaper Wash Post Other 10 13 0 Accidental Driving by 8 10 4 Magazine Advertising 5 6 5 Bird Watching Info 5 6 5 Internet 3 3 9 Map 3 3 9 Information Airport 1 1 3 Total 77 100 0

Based on survey of visitors Jan August 1999 NVVC Source National Wildlife Center Thomas Point Associates Inc

Cross with attractions that exist marketing already in the area will be one of the most and cost effective important activities that the City can undenake

It is also common for shoppers to make or weekend tours day long with multiple shopping stops Often will define a shoppers traveling route that goes through several antique destinations so can as move they shop they along their route This makes it important for Bowie to link itself to other geographically major antique destinations in their marketing materials A who not be shopper may willing to make a separate trip to Bowie without having seen it before be to if see it on may willing stop they is the way to a known destination such as Ellicott or To City Kensington market to these shoppers the City should create a that shows Bowie map along routes to other major destinations pointing out other shops or points of interest the along way It should also place marketing material in trade or that will be found magazines papers at larger destinations and at visitor highway centers along regional antique routes

The State Office ofTourism publishes Destination Maryland Your Guide to Travel the State s official travel guide This publication provides detailed descriptions of attractions and by region recommended travel itineraries Tourists from outside the State and area residents use this magazine extensively While it contains references to attractions in Bowie including the Railroad Museum and the Belair Mansion and the federal nearby attractions notably the National Wildlife Center and the National Agricultural Research Center there is no mention of Old Town The City should work with the Office ofTourism to make sure that the next edition of this magazine refers to Old Town and puts it into one or more ofthe recommended itineraries

5 22 E and bay other on line auctions have the potential to be a great tool Town Bowie advertising for Old Since dealers are many it as a sideline for using business it is a venue dealers are dealing already used to n the E using bay auction form there is a location line for Every dealer in the Old To vn Bowie district should be to out as encouraged fill this Old To vn Charming Bo vie m or some other agreed upon title that can be used Also consistently in the of an description item Bowie dealers should be to use a brief encouraged but consistent statement encouraging customers to visit Old Town Bowie when are in the area and link to they the Old To n Bowie web site Bowie web site The may also want to link to local dealer auctions

Antique shows are common in the region and provide an important There is at marketing opportunity usually least one each weekend in the p area attract Washington etropolitan Shows customers by a number of concentrating large dealers under one roof some show Although dealers have no shows are a shop good way for dealers to customers shop attract into by them to introducing their products and marketing their Shows also a shop locations bring good deal ofpotential customers into the host show location a in a town can be a to Holding boost town as well as a shops way for the merchant s association a church or other to raise organization some money to a the town They help advertise and attract first time customers

Many collecting and craft hobbies have local clubs These clubs are interested in topics such as specific stamp collecting quilting or furniture of are refinishing Many these potential customers and or people dealers for the of we types shops hope to attract to Bo vie Inexpensive meeting space for these types of club is often difficult to secure a meetings Having meeting location in Old Town Bowie for these activities would draw in a customer regular base and give local dealers the opportunity to create relationships vith serious collectors and customers The community center a church or other building with a meeting room could serve these clubs while large earning a little supplemental income rental fees Also from clubs often sponsor shows for antiques collectibles or crafts Old Town could these clubs to encourage also hold their shows in the district 5 6 3 the Marketing Development Program The for concept redevelopment requires significant public investment other by the City and government entities in the improving appearance and infrastructure in Old Town Developers will that the has say City to take the lead after so many years of neglect and decline however the strong potential market in the area it will surrounding may be In doing this be important that the City market development Opportunities to potential developers and new encourage private investments in Old Town It should take the following actions in this effort

Conduct a press conference to announce approval ofthe redevelopment master plan in the bringing Subcommittee to express for the support plan and strong commitment to the specifics of the implementation process This should include an announcement of specific next steps in implementation

5 23 Brief leaders and staff on site in County Old Town about the City s plan and how it intends to This etTort should start with proceed the County Eecuti e and the Director of the Economic Development Corporation It should include other and top County regional ofticials and leaders There should be an effort to the ofthe Governor and have gain support him present for an event in w hich there is announcement of State in participation the process The program could Old Town as a successful highlight example of smart gro 1h principles to applied the redevelopment of an older commercial area

Conduct a special workshop vith the development and retail recruiting statr members of the Economic Development Corporation to ensure that they understand the s schedule City approach and overall implementation program and use the resources available to the Corporation participation in professional conferences access to developer and retail databases and other resources to make Old Town a prominent part of the County s program

Work with State and national professional groups to attract attention to the and the fact redevelopment process that the City and County are giving attention to their historic resources This could include designation of a candidate for the annual White Elephant workshop through the Maryland Downtown Development Association presentation ofthe redevelopment concept and implementation program to the Economic Development Division ofthe American Planning Association for a chapter or national award discussions with the Urban Land Institute and the National Council on Urban

Economic for a mobile or Development workshop some other special program or recognition

Create a development solicitation document for the first project that identifies the to opportunity redevelop the public park in a partnership with the City and it distribute to qualified developers The distribution package should include ofthe so copies redevelopment plan that recipients can see the overall context and supporting efforts

5 6 4 Summary Old Town Bowie has tremendous tourism potential because of its atmosphere and excellent regional location There have been other successful small area retail in the and Baltimore developments Washington region that are no more accessible to the metro area and to populations tourists traveling through Union Station and B VI Airport Since the travel and tourism industry is the largest service export segment ofthe U S economy and one ofthe fastest sectors in the US growing and the region it would seem to make sense to the attractiveness of Old Town to this expand activity There are models for lessons about how to achieve balanced important growth that supports a resident and attracts tourists at the same time population without engendering more traffic and other adverse side effects Ellicott City Savage Mills Leesburg Laurel and Occoquan other places in the region all have important lessons for Old Town Bowie

5 24 The marketing effort to local and regional populations and the will be an development essential component of the community redevelopment process 5 7 Conclusion This Plan envisions a true Old To vn that complements the historic area The village character of the pedestrian friendly streets mixed use development and access are all essential impro emems ingredients in the plan Successful implementation will require cooperation local state among planners officials citizens and come developers in the years to Projects of this nature are complex and pose risks that refuse to bear private developers in areas like Old generally particularly Town Bowie that are in alternative decline The to the risk is to allow the taking areas to continue to deteriorate the visible attractive and accessible Alternatively Old Town as detailed in this Plan vill serve existing and the community provide space for specialized retail of Bowie development as the population continues to grow

Old Town Bowie represents a to prime opportunity a redevelop declining area into an important village center This will require public and private investments in infrastructure new design and development projects

5 25 f

6 Conclusions

This Master Plan vision is practical and desirable from a number of perspectives

First the business leaders and residents of Old T o vn expressed their this vision concerns and addresses them poor condition of infrastructure lack of excessive traftic and convenient shopping There seems to be broad support for the plan as well as a proposed need for the public improvements

Second the plan represents a level high form ofeconomic that benefit the entire development will City as well as Old Town It vill bring jobs and small opportunities to the business community It will provide diverse that are shopping opportunities different from the boxes and big strip malls that exist here Town s everyv Old unique retail area will differentiate Bowie from the many places around where no the region there is village shopping

Third the plan reverses the decline of an important historic district of the through the City preservation of and the existing buildings of new compatible development structures In doing this it will attract the interest and of Bowie as spending residents well as tourists The infusion of spending lill enhance the and sustain it without the area need for long term public subsidies

Fourth the plan promotes safer movement in and through the area There is continuing concern about traffic moving too fast and about the safety of the Tow n Park The traffic circle will reduce vehicle conflicts and improve The and pedestrian safety redesigned scaled down park will benefit both residents and shoppers The of Old Town is ghost at the center of a market area in which demand from subdivisions is now growing the basis for a restored creating village There is a that needs rising middle class specialty stores and services With public leadership and investment the developers will be to right willing come into this location With the Town City s Old will become a new leadership version ofwhat once existed there

Old Town Bowie represents a prime to opportunity redevelop a area into attractive and valuable declining an village center The sketches on the 6 following page 6 1 and 2 reflect the inherent charm Figures ofthe area and the modest but the of a highly visible of addition traffic and a core impact circle of new structures The for place has great potential revitalization Implemented over several years in accordance with this investments in plan the s appearance and infrastructure traffic City calming and marketing should significant private investment bring

6 1 C

f 1

FIGURE 6 1 OLD TOWN BOWIE AERIAL VIEW PRESENT

r

Tl C I

c di FIGURE 6 2 OLD TOWN ii SOWlE oi ij AERIAL VIEW FlITURE OLD TOWN BOWIE REVITALIZATION PLAN THOMAS POINT AssOCIATES INC CITY OF BOWIE THE F UX CROU lo C MARYLAND