Parma Town Center Strategic Master Plan
09.03.19 Acknowledgements
CITY OF PARMA
Timothy DeGeeter, Mayor Shelley Cullins, Economic Development, Grant Writer Paul Deichmann, Building Commission / Engineer Melissa Morrow, Assistant City Engineer Erik Tollerup, Director of Economic Development
PROJECT TEAM & STEERING COMMITTEE
Elena Abramovich, Make Believe Dave Nedrich, Parma Area Chamber of Commerce Michelle Devlin, Shoppes at Parma Kathy O'Connor, University Hospitals Maribeth Feke, GCRTA Derek Schafer, West Creek Conservancy Katherine Holmok, Parma Planning Commission Katie Sieb, NOACA Dennis Kish, Parma Councilman Mary Beth Talerico, University Hospitals Scott Morgan, Cuyahoga County Public Library
CITY OF PARMA
6611 Ridge Road Parma, Ohio 44129 440.885.8000 www.cityofparma-oh.gov
2 Acknowledgements COUNTY PLANNING
The Cuyahoga County Planning Commission’s mission is to inform and provide services in support of the short and long term comprehensive planning, quality of life, environment, and economic development of Cuyahoga County and its cities, villages and townships.
PLANNING TEAM
Glenn Coyne, FAICP, Executive Director James Sonnhalter, Manager, Planning Services Michael Mears, PLA, Senior Planner Dan Meaney, GISP, Manager Information and Research Robin Watkins, GIS Specialist Nichole Laird, Planner Kayla Kellar, Planning Intern Hannah Kiraly, Planning Intern
CUYAHOGA COUNTY PLANNING COMMISSION
2079 East 9th Street Suite 5-300 Cleveland, OH 44115 216.443.3700 www.CountyPlanning.us
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 3 Table of Contents
01 - INTRODUCTION 1.1 - Parma Today 1.2 - Planning Context 1.3 - Project Area 1.4 - Previous Planning Studies 7 1.5 - Planning Process 02 - SITE PROFILE 2.1 - Location, Accessibility, & Context 2.2 - Site Mobility 2.3 - Land Use, Zoning 23 2.4 - Ownership, Building Inventory, & Parking 03 - COMMUNITY VISION 3.1 - Identity & Vision 3.2 - Guiding Principles 3.3 - Target Areas 51 3.4 - Development Typologies 04 - GOALS & ACTIONS 4.1 - Goals & Actions Framework 4.2 - Districtwide Framework 4.3 - Connections Framework 4.4 - Openspace Framework 65 4.5 - Development Framework 05 - IMPLEMENTATION 5.1 - Implementation Overview 5.2 - Reading the Tables 5.3 - Near-Term Goals 5.4 - Medium-Term Goals 5.5 - Long-Term Goals 125 5.6 - Potential Funding Sources 06 - APPENDIX 6.1 - Public Meeting #1 Results Report 6.2 - Public Meeting #2 Results Report 163 6.3 - Public Meeting #3 Results Report
4 Table of Contents Connected
Vibrant
Sustainable
Welcoming
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 5 Source: Cleveland.com 01 - Introduction
WHATS INSIDE? HOW DO I USE IT?
The Parma Town Center Strategic Master Plan Recognition of these issues and the guiding vision 01-Introduction includes an overview of the City, embodies all the City of Parma has to offer. The they create, provide the grounds on which the City's a review of recent plans, and contextual maps of study area identified from the 2014 Parma Mayor's goals, catalyst projects, and strategic action steps the Project Area. Town Center Task Force, contains a diverse mix of are built upon. Ideas that will help to inspire and civic, institutional, and commercial uses, all located transform the community. Once identified these 02-Site Profile addresses the existing zoning, at the heart of the community. The purpose of context sensitive design and planning solutions land uses and ownership, retail vacancies, this plan is to strengthen the city's commercial can then be developed into implementation parking, transit connections, and open space for and civic core by expanding its connectivity to policies helping the community track progress the Project Area. surrounding neighborhoods, thereby creating a toward achieving the desired vision. 03-Community Vision outlines broad ideas thriving community and regional destination that articulating the community’s desired future. With identifies and connects with the areas distinctive The Master Plan is sponsored by the City of Parma input from residents, businesses, and community history and character. and Mayor Timothy J. DeGeeter. Funding for the process has been provided through Cuyahoga leaders the plan will update the visions outlined in The Plan examines the Existing Conditions County's Community Master Plan Update the Town Center Task Force Plan. throughout Parma and the project site. Program. 04-Goals & Actions are based on the community Developing a Neighborhood Profile helps identify vision and with help from the Project Team and the demographic trends and challenges that . Steering Committee, County Planning will update exist today and into the future. The Site Profile the Town Center Task Force goals to help realize addresses the opportunities and constraints that the Community Vision. exist within the Project Area. These analyses aided by input from community stakeholders builds the 05-Implementation We will outline rough foundation for developing visions for the City's timelines, responsible parties, priority goals, future. The broader visions guiding the planning and potential funding sources for implementing process are based on this community's input and strategic action steps. themes identified in previous Master Plans. 06-Appendix
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 7 Source: Cleveland.com PARMA TODAY
PARMA'S EARLY HISTORY POST-WORLD WAR II GROWTH
The City of Parma started out as a township Similar to other Northeastern Ohio communities, in the Western Reserve commonly known as Parma saw tremendous growth after World War ‘Greenbriar’. After the area was surveyed by the II when the shift to suburban lifestyles and the Connecticut Land Company in 1806 and was automobile became prominent. The population settled by Benajah and Ruth Fay in 1816, it became of Parma boomed between 1950 and 1970 from Parma Township in 1826. During this period the around 28,000 residents up to over 100,000 township remained mostly agricultural and in residents as Parma became one of the fastest 1911, present day Parma Heights separated growing cities in the United States. Currently, itself from Parma Township and incorporated Parma remains the 9th largest city in the state as a village. Thirteen years later in 1924, Parma of Ohio and one of Cleveland largest suburbs incorporated as a village followed by adopting a occupying 19.7 square miles. This post war mayor-council form of government in 1926. The period also saw great commercial, industrial, and City saw increased growth during this decade institutional growth: General Motors opened a which included the development of Ridgewood Chevrolet plant in 1949, Parmatown Shopping Gardens, an ambitious development project Center opened in 1956, Parma Community by H.A. Stahl that patterned itself after Shaker General Hospital opened in 1961, and the Heights, Ohio and the Garden City movement. Western Campus of Cuyahoga Community Ridgewood was designed and marketed as a College was established in 1966. By the late model village and residential community, able to 1980’s and early 1990’s, like other Midwestern accommodate 40,000 residents on over 1,000 Suburbs, Parma suffered from plant closings, acres of land free of the congestion, noise, and job losses, and population decline. The decrease pollution of Downtown Cleveland. The City of in residents continued over coming decades as Parma was finally established in 1931 after a population dropped to 88,000 in 1990, 85,766 in proposition to annex it to Cleveland during the 2000, and 81,601 in 2010. Parma’s current 2016 Great Depression was defeated. estimated population is 79,425, a 20% drop from its post-World War II peak. Source: Cleveland Memory Project
8 Introduction PARMATOWN MALL PARMA TODAY
The present-day Shoppes at Parma started as the Known in the Cleveland region for its rich outdoor Parmatown Shopping Center in 1956, cultural history and population, Parma has anchored by The May Company. The shopping several large ethnic groups and communities center opened to serve Parma’s fast-growing post- including German, Polish, Slovakian, Italian, and World War II population. It was later transformed Irish. This cultural milieu manifests into distinct into the enclosed Parmatown Mall in the 1960s. Districts from the Polish and Ukrainian Villages The past decade saw a gradual decline in the to cuisine like paczki and perogies. This unique mall, reaching a low point in 2012 when Macy’s, composition helps create plenty of small, family- the mall’s largest remaining anchor tenant closed. owned businesses stretching throughout Parma’s After that, Phillips Edison & Co. purchased the different neighborhoods. Seven Hills, Parma site with plans to restore the center to its original Heights, and Parma all make up the Parma open-air status. In 2014, the Mayor of Parma City School District, one of Cuyahoga County’s created the Town Center Task Force to ensure largest, with even more Catholic Elementary the redevelopment fit the visions of the City. and High Schools located throughout the city. With historical Stearns Farm on Ridge Road, and Growth and development has also occurred in the 90-acre Cleveland Metroparks Big Creek the area surrounding The Shoppes at Parma: Reservation on West Ridgewood Drive, the City a new building for the Parma Branch of the still has plenty to offer in terms of recreation and Cuyahoga County Public Library was completed in education to go along with its diverse attractions 2013; University Hospitals has partnered with the in entertainment and culture. Parma Community General Hospital to expand its reach; and Byers Field, the second largest football stadium in Cuyahoga County, is home to multiple Sources: high school sports teams and now two Cleveland Parma Mayor’s Town Center Task Force Action Plan https://case.edu/ech/articles/p/parma/ professional sports teams. http://www.clevelandmemory.org/parma/timeline.html http://shoppesatparmaoh.com/about/ Source: Cleveland Memory Project
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 9 REGIONAL CONTEXT
Regional Context The City of Parma is in the south-western part of Cuyahoga County and borders Parma Heights, L C Broadview Heights, Seven Hills, and Brooklyn. The map showcases Parma's unique size as one of Cleveland's largest inner ring suburbs and 90 southern location with close access to Cleveland and Interstates 480, 71 and 77. Lake Erie 271
90 C 71
480
C 271 P 80
LEGEND S C Parma 480 L C City of Cleveland Other Communities County Borders Regional Park System Lake Erie 80 Highways 77 71
10 Introduction CITY CONTEXT
City Context The project site is located at the center of Parma at the intersection of Ridge and West Ridgewood Roads. It’s bisected North and South by Day Drive, and East and West by Ridge Road. It boarders the city of Parma Heights to the west and is about 3 miles south of the I-480 Ridge Road exit.
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 11 PROJECT AREA
ANCHORS, LANDMARKS, & DESTINATIONS
Central to the Project Area is the Shoppes at Parma Project, a 75-million-dollar redevelopment of the former Parmatown Mall site. The mall conversion removed vacant anchor stores and converted the enclosed mall into an exterior center offering new and remodeled shopping, dining, and entertainment options. This investment has spurned new out lots along West Ridgewood Drive providing some needed urban structure and screening from adjacent parking lots. The area south of Day Drive is also prime for redevelopment with its adjacency to a RTA transit center and high density residential buildings. Just a short distance from Parma’s commercial destinations is the City’s municipal center located east of Ridge Road. City Hall, UH Parma Medical Center, and the Cuyahoga County Library all provide additional services that make this neighborhood a twenty-four-hour place-based destination. Byers Field at the heart of the project site and Stearns Farm to the south also give the site a unique framework with both community events and open space. With a diversity of entertainment options and community services located in a very central position, the Town Center Master Plan has great opportunity to convert this town center site into a walkable neighborhood destination that identifies and connects with the areas distinctive history and character. Source: Cleveland.com
12 Introduction Project Area
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 13 PREVIOUS PLANNING STUDIES Committees
Zoning & Land Use TOWN CENTER TASK FORCE
The 2014 Parma Mayor's Town Center Task Force was completed as part of the Cuyahoga County Loaned Executive Program. Glenn Coyne Executive Director of County Planning was the leader and facilitator of the project, helping to develop an Action Plan for Parma's Town Center.
STUDY AREA Building & Site The Project Area under consideration was directly comparable to the current master plan Design compromising the former Parmatown Mall site on the corner of Ridge and West Ridgewood Roads extending out to include parcels south of Day Drive, Stearns Farm, and the West Ridgewood Golf Course.
COMMITTEES Roadway & The Mayor's Task Force of fifteen (15) members were assigned to five (5) Committees: • Zoning & Land Use Streetscape Design • Building & Site Design • Roadway & Streetscape Design • Business Attraction, Retention, Marketing & Events • Funding & Implementation Business Attraction THEMES Marketing & Events Each group then made a series of recommendations for each of these five (5) topics. Overall three (3) major themes began to emerge from these recommendations.
• Transportation • Design Guidelines • Branding Funding & Implementation
14 Introduction Themes
1. TRANSPORTATION:
A community’s transportation network is a critical factor in determining quality of life. A safe and adequate system of roads, as well as infrastructure that accommodates and promotes walking and biking help promote connections among neighborhoods, activity nodes, and job centers. The transportation recommendations serve to improve traffic circulation and connectivity throughout the City and improve the aesthetics and safety for all modes of transportation.
2. DESIGN GUIDELINES
Community character and attention to good design enhance not only the appearance but also the reputation of the City. A strong correlation exists between community character and economic vitality. These recommendations focus on the various aspects of the appearance of buildings, landscaping, signs, and parking areas along the major streets that can be enhanced and marketed to establish a strong reputation as a well-designed and aesthetically pleasing town center.
3. BRANDING
Through deeper understanding of its character and identity a community can flourish civically and economically. The recommendations regarding branding the town center District will help to develop a better sense of place in Parma, along with a strong identity, that is welcoming and inviting throughout the whole City.
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 15 THE ACTION PLAN
The Town Center Task Force developed action steps for plan implementation, these strategies built upon the recommendations from each of the five committees. The action steps were presented as a guide to help the City of Parma achieve the visions outlined from the major themes. The strategies were further categorized into 3 different typologies, representing each of the entities responsible for implementation and tracking progress for both long term, short term, and ongoing projects.
Administrative Regulatory Collaborative Action Plan Implementation Table
16 Introduction WEST CREEK GREENWAY BIG CREEK BALANCED GROWTH DAY DRIVE TLCI
The West Creek Conservancy helps reinforce Big Creek Connections (formerly The Friends of After completion of a master plan in 2004, the all the benefits of Greenways and Watershed Big Creek) developed a Balanced Growth Initiative City of Parma was awarded a Transportation Protection and the West Creek Greenway Trail to help assist communities with the conservation for Livable Communities Initiative (TLCI) grant Plan is a culmination of this effort. With the help of of critical and valuable natural resources in the from the Northeast Ohio Areawide Coordinating the Cleveland Metroparks, the project outlines a Big Creek Watershed. The three main focuses of Agency (NOACA) to study traffic congestion and vision of an interconnected system of trails linking the plan were to; Preserve, restore and enhance identify economic opportunities along the Day the City of Parma and other neighborhoods to the existing watershed features, balance economic Drive corridor from Ames Road to Ridge Road. Cleveland Metroparks West Creek Reservation. growth and development with watershed function, Through public involvement and technical study, In Parma, a trail along West Ridgewood Drive to and recommend land use practices that minimize the goal of the plan was to reduce congestion, the West Creek Reservation has already been or avoid impacts to the stream and watershed. improve bicycle and pedestrian access and safety, constructed along with a trail head at the end increase efficiency, and enhance the appearance of Dentzler Road providing direct neighborhood RECOMMENDATIONS and business identification strategies along the access into the West Creek Reservation for city corridor. Residents. The Town Center Master Plan project site is located within the Big Creek Watershed, one of RECOMMENDATIONS RECOMMENDATIONS the most urban watersheds in the Cuyahoga River Basin. In fact, the City of Parma composes 29% of CT Consultants recommended 6 different build The plan has outlined an expanded trail network the stream's watershed, second only to Cleveland options to address the projects traffic congestion that would result in new connections to the West at 33%. To reduce impact on Big Creek the plan and achieve the stated goals and objectives. None Creek Reservation from the City of Parma. These developed Priority Conservation Areas, Priority of the development proposals recommended connections include utilizing the Padua School Development Areas, along with recommendations reducing or removing lanes on Day Drive. This Campus, the former Parmadale site, and the for Watershed Restoration practices. The was probably due to traffic congestion being the Scripps Howard parcel to connect with Stearns Shoppes at Parma site, its adjacent parking lots, City's number one concern during development Farm. This proposal in conjunction with a historic and Stearns Farm were all identified as significant of the draft master plan. To effectively remedy trail head at Stearns Farm on Ridge Road would areas for potential conservation, development, the situation, the proposals included adding directly link the Town Center Master Plan to this and restoration opportunities. additional roadways and parking lot access drives large regional open space network. to effectively move traffic off Day Drive and onto alternative routes around the project site.
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 17 PLANNING PROCESS
CURRENT CONDITIONS LAND USE PROFILE TRANSPORTATION & INFRASTRUCTURE
Current Conditions involves data collection The Land Use Profile surveys the existing Transportation & Infrastructure Profile explores and analysis of various demographic metrics development patterns of Parma and the accessibility and connectivity within the City of and physical features along with community regulations involved in its growth and development. Parma, surveying how this system helps residents procedures and services. The existing conditions Zoning Codes, Land Use Patterns, Urban Form, travel throughout the community and region. evaluation has been divided into three different Hydrology, Tree Canopy, and Historic Buildings, Commuting Patterns, Vehicle Ownership, Transit City summaries to allow deeper examination and are all elements that impact a neighborhoods Coverage, Infrastructure Quality, Bike Routes, recommendations. These reports, included in the expansion and evolution. In addition, land and Walkability are all data points assembled for Site Profile, are Community Profile, Transportation use patterns and the zoning laws adopted to evaluation. These features determine the current and Infrastructure Profile, and Land Use Profile. regulate them can have a major impact on natural networks strengths and weaknesses and where resources such as soil and water. Awareness of opportunities and deficiencies exist. Providing COMMUNITY PROFILE this cultural and environmental milieu helps the efficient and diverse connections to jobs, services, Master Plan develop a calculated approach in its family, and entertainment are all hallmarks of The Community Profile section is an examination subsequent objectives and recommendations, a great neighborhood. Understanding these of demographic trends, focusing on the City work to balance the needs of the community elements allow the Master Plan to build upon of Parma, neighboring municipalities, and the and economic strength with the elements of and potentially expand this network as required Northeast Ohio Region. Population Density, sustainability and environmental stewardship. This and improve the quality of life for residents and Households, Income, Race, Education, and methodology helps create a healthier and more businesses. Employment are just a few of the many data resilient community for today and tomorrow. points collected for evaluation. These elements are important in establishing a baseline for what A thorough study of these fundamentals are exists today and what trends have been occurring important in launching the master plan process. over time. Developing this as part of the Site Profile Developing the Site Profile helps to identify the helps identify the opportunities and challenges opportunities and challenges that exist within that exist within not only the City of Parma but the project site. It is used to better understand the region. It helps set a data-focused foundation the factors impacting the project and sets for the Master Plan process and can be used to the foundation for the development of the better understand the variety of factors impacting community’s vision and how these ideas and the community now and into the future. principles may improve the quality of life for residents of Parma and Cuyahoga County.
18 Introduction Process
Current Conditions COMMUNITY VISION GOALS & ACTIONS
Community Vision explores what the community The Goals & Actions Phase outlines specific wants to look like and how it would like to grow action steps that will help the community and develop in the future. It is a very important achieve its goals. The broader community-wide stage in the process as it provides opportunity goals and catalyst projects determined through Community Vision for community input and evaluation. Community feedback exercises are broken down into tangible Visions are guided by the Current Conditions actions the City can undertake to work towards analysis along with public input and participation, achieving the vision. These strategic actions may effectively transitioning the master plan document include new policy recommendations for Zoning from data analysis into a community driven Codes, Economic Development Tools, Bike and proposal. Broad visions and guiding principles Pedestrian Improvements, as well as Park and from stakeholder’s aid the planning process and Green Infrastructure proposals. They may also help to further refine the Master Plan. Citywide include potential phasing options or next steps Goals & Actions goals and catalyst projects develop from these for Catalytic Projects as well as identifying existing visions and become potential strategies for or ongoing administrative actions the community change. These goals and 'big ideas' help inspire should continue to implement or enforce. This and transform the City, by aligning future action phase gives the City of Parma big ideas to go along steps with the community’s identified priorities. with tangible approaches and procedures to each of the challenges and opportunities presented.
Implementation
Master Plan Document
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 19 IMPLEMENTATION PUBLIC ENGAGEMENT
The Implementation Plan outlines types of actions The process includes public involvement at a Interactive work session where residents are asked such as, who is responsible for accomplishing variety of stages and levels. This ensures the to provide reactions to the concepts proposed. goals and actions, how much time and money plan reflects the concerns, ideas, and priorities Each public presentation was posted on the may be required, and what the priority level is of residents and business owners. As part of City’s website, and a link to an online survey was based on public input. In addition to identifying this process, two groups, the Project Team and provided so that those unable to attend could still the City agencies required for execution, the Steering Committee, provided in-depth feedback participate. This comprehensive approach helped implementation phase also recognizes the on the plan and met with County Planning to develop a plan that is unique to the community collaborative nature of the proposals and identifies review the topics and ideas generated at each and its vision for the future. partner organizations. These organizations may phase. The Project Team included City staff and provide technical assistance, guidance, case public officials with an in-depth knowledge of studies, or even additional funding in the form of the City. The Steering Committee represented grants and loans. This table serves as the working a broad cross section of the community and portion of the document guiding the City and staff included a select group of residents, business towards its vision. owners, and property owners identified for their commitment, investment, and familiarity with the MASTER PLAN DOCUMENT neighborhoods and their needs. The Project Team and Steering Committee identified specific ideas The last phase of the planning process is the within the plan for presentation to the public for cumulative document consisting of the results critical review and comment. The inclusion of and recommendations from all prior phases. these groups is important in confirming that the The Master Plan document uses data analysis, data, visions, goals and actions presented are community input, and professional expertise from appropriate for the City of Parma. County Planning to provide a general framework and guide for how the City of Parma wants to The greater public were involved at three different grow and develop. The Master Plan is flexible in its stages in the process. During collaborative adaptation to changing conditions, and although meetings, residents were asked to provide their not a legal document, City Council can adopt the input and comments on existing conditions, plan indicating support of the vision and goals proposed ideas, and potential recommendations. outlined in it. Achieving adoption helps assist Meeting information was announced at City city leaders in making practical, thoughtful, and Council meetings, posted on City websites, social impactful decisions going forward. media, and distributed to various groups and mailing lists. These meetings introduced residents to the process, described the groups involved, review current conditions, and outlined the vision and goals of the project. Each meeting includes an
20 Introduction Public Meeting #1 Public Meeting #2 Public Meeting #3 December 12th, 2017 May 1st, 2018 August 21st, 2018 Parma Public Library Parma Public Library Parma Public Library
During the Public Meeting, At the second Public Meeting, At the third and final Public Meeting, representatives from County representatives gave a presentation representatives gave a presentation Planning gave a presentation on summarizing results from previous on feedback from the second public Current Conditions for the Parma meeting and online survey. The meeting and results from the online Town Center and Shoppes of Parma planning team then outlined the survey, which then outlined any area, and outlined a potential vision projects proposed Goals and Actions updates from the "thumbs up/ for the future in various target areas. - strategies to help the community down" voting process. To help with At the end of the presentation, achieve the desired vision. To help prioritization, and let city staff County Planning asked the attendees residents further identify the type of and residents identify high priority for their comments and feedback proposals suggested each goal was projects, each goal was placed into about the Vision Statement, Guiding placed into a specific group: one of the following implementation Principles, and Target Areas as categories - Near-Term, Short-Term, & they related to the different • Districtwide Framework Long-Term based upon the projects project locations and development • Connections Framework overall costs, complexity, timeline, typologies. To gather feedback, • Openspace Framework and potential partners. individual boards featuring project • Development Framework locations, along with pictures of All goals and actions were to remain potential development types for The Goals and Actions section in the plan and the Planning Team each target area were positioned outlined big ideas for the area or outlined the various implementation around the room. Equipped with recommendations to help guide tables to help achieve them. County dots, sticky notes, pens, and pencils, future development. At the end of Planning then asked attendees to attendees were asked to leave the presentation, County Planning prioritize the goals and actions by comments and feedback about the again asked the attendees for their determining which ones are most Vision Statement, Guiding Principles, comments and feedback. Twelve important to them and should be and Target Areas and to cast a vote boards featuring all the proposed undertaken first. To gather feedback, for which development types they goals were displayed around the individual boards featuring each preferred for each specific target room. Equipped with dots, attendees goal were positioned around the area. Following the Public Meeting, were asked to cast a vote for each room. Attendees were asked to rank materials were posted online to goal in boxes marked either “thumbs goals in each of the three categories allow additional residents to read up” or “thumbs down.” Following the from 1 to 4 (with #1 being the most the materials, comment on them, meeting, a second survey was also important). Following the Public and provide feedback. The survey posted online to allow additional Meeting, all materials were posted was open from December 12, 2017 residents to read the material and online to allow additional residents to December 29, 2017. provide additional feedback. The to review, vote, and provide second survey ran from May 1, 2018 additional feedback. The survey was to May 18, 2018. open until September 14, 2018.
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 21 Source: Cleveland.com 02 - Site Profile
WHATS IN THIS SECTION? HOW DO I USE IT?
The Site Profile section addresses the existing 2.1 - LOCATION, ACCESSIBILITY, & CONTEXT 2.3 - LAND USE & ZONING zoning, land uses, ownership, vacancies, traffic, parking, transit, open space, and pedestrian • Location & Drive Times, page 26 • Land Use, page 38 connections for the Project Area. Developing a Site • Bike & Pedestrian Access, page 27 • Zoning, page 39 Profile helps identify more specific opportunities • Bike Suitability & Trails, page 28 • Water & Hydrology, page 40 and challenges that exist within the Project Area. • Running & Biking Activity, page 29 • Land Cover & Openspace, page 41 • Amenities & Destinations, page 30 • Impervious Cover, page 42 The Site Profile helps identify issues specific to the • Openspace Network, page 31 Project Site. Recognition of these issues provide 2.4 - OWNERSHIP, INVENTORY, & PARKING the grounds on which the City's goals, catalyst 2.2 - SITE MOBILITY projects, and strategic action steps are built. • Property Ownership, page 44 Once identified, context-sensitive design and • Transit Network, page 32 • Building Use & Inventory, page 45 planning solutions can then be developed into • Traffic Volumes, page 33 • Parking, page 48 implementation policies and help the community • Roadway Level of Service, page 34 achieve a new vision. • Right-Of-Way, page 36 • Sidewalks, page 37
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 23 Source: Cleveland.com Analysis
Key Findings
1. SUITABLE LOCATION
The Parma Town Center site is ideally located to become a new walkable neighborhood center for residents of Parma and Parma Heights. Its central location and short travel times makes it ideally suited to provide all the amenities and facilities necessary for residents daily, weekly, and monthly work, shopping, and entertainment trips.
2. IMPORTANT DESTINATIONS
The Shoppes at Parma offers numerous shopping, dining, and entertainment options, and is just one of the many amenities and significant employment centers located within the Town Center District. UH Parma, Cuyahoga County Library, City Hall, Stearns Farm and Byers Field all provide additional services that make this neighborhood a place-based destination that identifies and connects with Parma's distinctive history, culture, and character.
3. INCONSISTENT ACTIVE TRANSPORTATION (WALKING & BIKING) NETWORK
With an RTA Transit Center servicing four different bus routes, and short travel time by car, the site has good bus and automobile transportation options. However, with zero bike facilities (lanes, routes, or trails) and limited sidewalks throughout the site, the area needs more active transportation amenities to improve the safety, health, and well-being of the community.
24 Site Profile 4. WIDE RIGHT-OF-WAYS & LOW LEVELS OF CONGESTION
The roads around the site were built for significant amounts of traffic and growing populations. However, with the redevelopment of the Mall site it may be time to rethink the size and type of systems that visitors and residents use. These multi-lane roadways with large ROW's provide great opportunities to create more complete and green streets, providing a safer and more connected system for cars, bikes, buses, and pedestrians.
5. VACANCY CONCERNS & UNCERTAIN RETAIL FUTURE
Declining populations, changing shopping habits, and demand for more walkable Districts has left many auto-oriented commercial spaces vacant and underutilized. One solution to retrofitting these commercial centers is to build more multi-story mixed-use projects with residential and office space with retail in a single location. This not only maximizes development potential, but also creates dynamic new walkable destinations and neighborhoods.
6. DISPROPORTIONATE AMOUNTS OF PARKING
Based upon the current zoning code, existing building square footage, and surrounding retail space the project site has significantly more parking and impervious surface than Impervious it needs. The Project Area is over 60% impervious with 35% more parking spaces than required. 62% 8,250 EXISTING 62+38A PARKING SPACES
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 25 The project site is ideally located at the center of Parma, providing easy and equitable access for LOCATION & DRIVE TIMES all households including residents of Parma Heights. As highlighted by the drive time analysis, a majority of Parma and Parma Heights neighborhoods are only a five-minute drive away from this location, with no member of the community living outside an estimated ten-minute drive. Ease of access to this location by vehicle makes the area an ideal choice for Parma's Town Center. Although the site can draw from a much wider area, lack of direct highway access and competition from other commercial nodes make the site less likely to thrive as a regional center, and more likely benefit from the density and populations of the surrounding communities.
Regional Drive Times Local Drive Times
LAKE
MENTOR
CLEVELAND
GEAUGA CUYAHOGA LORAIN ELYRIA ERIE
LORAIN HURON PORTAGE MEDINA SUMMIT AKRON e t Site
ASHLAND STARK WAYNE CANTON RICHLANDLEGEND
5 Minute Drive CARROLL 10 Minute Drive 0 5 10 20 HOLMES TUSCARAWAS Miles 15 Minute Drive 30 Minute Drive Shoppes of Parma 60 Minute Drive Project Location Source: NOACA
26 Site Profile The site is easily accessible by car but not as reachable for pedestrians and bicyclists. Five, ten, BIKE & PEDESTRIAN ACCESS and twenty-minute walking radii show how many neighborhoods are potentially within walking distance to the Town Center. From any place within the Project Area, it is a ten to fifteen-minute walk from one destination to another. This limits the potential for residents to choose walking as the preferred method to visit multiple destinations on one trip. Using a bicycle can significantly reduce travel time; ten and twenty-minute walks become four and eight-minute bike trips, respectively, and increase the need for expanded and safe bike lanes, paths, and routes to, from, and within the site. Bike & Pedestrian Travel Times & Distance
LEGEND
Project Area
Walk Shed
Bike Shed
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 27 Currently there are no on-road bike lanes or off-road bicycle facilities in and around the Project BIKE SUITABILITY & TRAILS Area limiting any potential bicycle access to the project site. In addition, the businesses within the Project Area; nor are there any bicycle parking stations. A lack of dedicated bike lanes means visitors would need to ride on the street with vehicular traffic. The road network surrounding the project indicates that these riders would need to be intermediate to experienced riders to traverse these roads. This creates a barrier for younger, older, or less experienced bicyclists who would want a safer, more protected experience. Converting these routes to basic or multi-use path ridership would help encourage additional bike trips. Bike Suitability
LEGEND
Project Area
Bike Suitability
Experienced Intermediate Basic Multi-Use Path Residential Source: NOACA Proposed Trail
28 Site Profile According to Strava, a smart phone fitness app, even without designated bike and trail RUNNING & BIKING ACTIVITY features a lot of Parma residents are still running and biking throughout the Project Area. Improving and increasing the active transportation facilities all over Parma will not only make these trips safer from cars and other hazards, it will promote more trips and better connectivity from the Project Area to the neighborhood and the greater Northeastern Ohio region.
Strava Heat Map
LEGEND
Project Area
Bike & Run Activty
High
Low Pedestrian & Bicycle Crashes Source: NOACA & Strava
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 29 Having multiple means and methods of accessing the site is important since the Project Area AMENITIES & DESTINATIONS provides numerous daily, weekly, and monthly destinations, such as schools, jobs, entertainment, and recreational venues. The site's location suggests that most of the surrounding residents would visit the Project Area for these amenities as a neighborhood center. Other features like Byers Field could draw people in on a more regional scale. This wealth of amenities and destinations only strengthens the projects need for local connectivity and regional identity.
Landmarks, Destinations, & Amenities
LEGEND
Project Boundary
Key Assets & Destinations
30 Site Profile Stearns Farm as anchor to south of the District provides the project with not only a large portion of OPENSPACE NETWORK vegetation and pervious surface, but also a potential link to a larger regional open space network. A trail through Stearns Farm would link Parmadale, Padua High School, and the Scripps Radio parcel and connect directly to the Metroparks West Creek Reservation and Towpath Trail. Bringing this open space network directly into the site provides numerous recreational and environmental opportunities. Using those improvements to further connect to the Big Creek Parkway places the site in a unique position as the potential link between these two major natural features. Openspace Network
LEGEND
Project Area
Openspace & Potential Connections
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 31 In addition to good automobile access, the site has very good transit accessibility with four (4) RTA TRANSIT NETWORK bus routes (45, 51A, 79, 79A) traveling in and around the site. All these bus routes stop at the RTA transit center located on the western end of Day Drive. The center operates as a park-n-ride offering 50+ free parking spaces for bus travelers. Increasing connectivity and access to this transit center will provide residents, visitors, and employees of the Project Area better mobility when arriving or leaving the site via public transit.
RTA Transit Routs
LEGEND
45 Bus 51A Bus 79 Bus 79A Bus
Bus Stops
RTA Transit Center Source: RTA
32 Site Profile This map indicates the estimated traffic volumes for the roads surrounding the District. The heavier lines on TRAFFIC VOLUMES Ridge Road and portions of West Ridgewood indicate higher traffic volumes. The volumes, however do vary by road type and location, and the remaining areas have an estimated peak traffic volumes of 10,000 cars or less.
Roadway Peak Traffic Volumes
LEGEND
> 15,000 Cars 15k - 10k Cars < 10,000 Cars
Signalized Source: NOACA Intersection
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 33 As the previous map showed, some roadways do have high traffic volumes and higher average ROADWAY LEVEL OF SERVICE daily trips (ADT) than others, especially Ridge Road, the District's main North-South connector. Traffic Volumes, however, are just one measure of a road's characteristics. Level of Service (LOS) is a secondary measure that categorizes traffic flow by accounting for measures like speed, number of lanes, width, roadway capacity, and volume. These standards use a grading system similar to academia with "A" being the best service condition (Free Flow Condition) and "F" being the worst (Over Capacity). This measure helps indicate roads that are congested during peak times and those that may have unnecessary lanes. Roadway LOS - AM Peak
LEGEND
A - Free Flow B C - Under Capacity D - Near Capacity E - At Capacity Signalized Source: NOACA Intersection
34 Site Profile Roadway LOS - PM Peak
LEGEND
A - Free Flow B C - Under Capacity D - Near Capacity E - At Capacity Signalized Source: NOACA Source: NOACA Intersection
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 35 Roadways that are designed to carry and withstand heavy traffic volumes generally have wide Right-of-Way (ROW) RIGHT-OF-WAY widths to allow for multiple travel lanes and future expansion. Ridge Road, Day Drive, & West Ridgewood are all good examples of wide ROW thoroughfares designed for the automobile. However, with declining traffic volumes and a good Level of Service, this publicly owned ROW area (shown in green, orange, & purple) can be used to expand and improve the pedestrian experience and allow better landscape and signage options along the street. Improvements like wider sidewalks, all-purpose trails, and bike lanes inside the ROW support active transportation options and further improve connectivity through the District for residents, workers, and shoppers. ROW Widths & Undertilized Space
LEGEND
50' - 60' Wide 70 - 90' Wide 100' - 120' Wide
36 Site Profile Parma, like other older suburbs, has a good sidewalk network throughout its residential neighborhoods, with most SIDEWALKS streets having pathways on both sides. However, once you enter the commercially-focused project site, this network tends to break down as the emphasis shifts to driving and parking. Adding or improving sidewalks in areas needing updates is important to the long-term strength of the District. Removing barriers for pedestrian access and promoting a more a walkable District improves pedestrian connections to surrounding neighborhoods and adjacent business, and improves the City’s economic and social well-being.
Existing Sidewalk Network
LEGEND
Sidewalk Both Sides Sidewalk One Side No Sidewalk
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 37 The existing land use pattern reflects a heavy emphasis on retail development in the Project Area. Over 60% percent of the LAND USE site is dedicated to some form of commercial development. With the former Parmatown Mall site serving as the anchor, this heavily commercial node is surrounded by a variety of uses ranging from Hospital and Municipal to Residential and Recreational.
Existing Land Use
LEGEND
Retail Hospital Municipal Apartment School Office Religious Utility Conservation Park Golf Course
38 Site Profile The zoning map shows currently approved and regulated uses in the District and helps shape future development patterns. ZONING Similar to the Land Use Map, commercial development currently zoned Shopping Center and Retail Business dominate the Project Area, and is surrounded by a variety of residential types & density. Mixed-Use zoning Districts, which are normally the foundation of successful walkable neighborhood town centers, do not exist anywhere within the current Project Area.
Zoning Map
LEGEND
Shopping Center Retail Business Single Family A Single Family AA 2 Family Multi-Family Office Building
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 39 The entire project site drains into the Big Creek Watershed, which ultimately ends up in Lake Erie. Water WATER & HYDROLOGY is one of the regions greatest natural resources, so protecting and conserving it should become a priority. This requires expanding open space for infiltration where appropriate, protecting wetlands and streams, and reducing nonpoint source pollution from storm water runoff.
Streams, Wetlands, & Drainage
LEGEND
Park Openspace Golf Course Wetlands Lake / Pond Stream Drainage Ditch
40 Site Profile One of the biggest impacts to existing watersheds - like Big Creek - is the large amount LAND COVER & OPENSPACE of developed land (buildings & pavement) that increases storm water runoff. As this map shows, most of the Project Area is developed, and it lacks significant and contiguous open space and natural land cover for infiltration, except for Stearns Farm and a few residential lots to the east.
Land Cover by Type
LEGEND
Bare Soil Bldg. & Pavement Grass/Shrub Roads Tree Over Bldg. Tree Over Pavement Tree Over Road Tree Over Soil Water
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 41 The historical progression towards automobile-orientated development has created a site that has IMPERVIOUS COVER minimal vegetation and significant amounts of impervious surfaces. In fact, most of the parcels on site are greater than 80% impervious. The entire Project Area is more than 61% impermeable. This type of land cover has significant impact on the City’s sewer system and the health of the Big Creek watershed. More efforts to expand green infrastructure and reduce impervious surfaces should be of particular importance.
Impervious Cover by Parcel
LEGEND
0% - 20% 21% - 40% 41% - 60% 61% - 80% 81% - 100%
42 Site Profile Land Cover Analysis
OPENSPACE - 18% BUILDINGS - 19% PAVEMENT - 42% OTHER - 21% F S 13,560,000 otal Project Area T
Stearns Farm 2,525,000 SF Total 5,720,000 SF Total Byers Field
61% Impervious
5,720,000 SF 72 SF ASPHALT / PARMA RESIDENT PAVEMENT (2016 ACS Estimate - 79,425)
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 43 Site control and property ownership can comprise the biggest barriers to creating a unified District. The PROPERTY OWNERSHIP project site has some large ownership groups ranging from the City of Parma to Phillips Edison (Shoppes at Parma). Identifying Land that is under municipal control and the largest private land owners helps determine parcels that can allow direct public improvements and which ones would require a public/private partnership. Combining this information with a vacant building analysis helps influence decision making by pinpointing locations and strategies that help strengthen the neighborhood's identity.
Largest Land Ownership by Parcel
LEGEND
Commercial
Shoppes at Parma Kohls Giant Eagle Target
Municipal
City of Parma Parma Schools
Residential
Regency Apartments FC Parmatown
Utilities / Openspace
Scripps Radio WOIO RTA
Other
Vacant Parcels
44 Site Profile An analysis of existing buildings identifies the current mix of businesses operating within BUILDING USE & INVENTORY the District and reinforces potential development types that would enhance the District as opposed to competing with existing uses. The site has a wide range of functions and services; however, it is a predominately retail District with over 60% of the buildings dedicated to commercial purposes.
Building Inventory by Type
LEGEND
Retail
Shopping/Dept. Store Grocery / Food / Convience Automobile Health / Amusement Vacant
Municipal
City / School
Other
Hospital / Office Residential Future Development
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 45 RETAIL INVENTORY & ANALYSIS Building Area Retail Area vs. Region An in-depth analysis of existing buildings determined what types of retail inventory existed on site, and how much of this retail/commercial space was occupied or vacant. As seen in the
Muni. F charts, of the 2.5 million square feet of existing S
18% il
building space, 1.5 million is currently occupied Res. M as a retail facility, or is being advertised as one. 11%
The 1.5 million square feet of retail is comparable 1.60 F S to the amount of commercial space in both Great 1.50 Mil SF Retail il
Office M Northern and Southpark Malls, two existing 61% F regional shopping centers with good highway 18% S 1.2 access.
This amount is also greater than what exists at 950,000 F Steelyard Commons and the Pinecrest mixed- S use development. This analysis clearly shows the project site might have more retail than
needed considering it does not operate as a 400,000 regional center like those in North Olmsted and 2,528,531 TOTAL BUILDING SF Strongsville does not have direct highway access, and carries almost two times the retail space as newer and similar projects in Northeast Ohio. 1,536,436 SF
A reduction in commercial space or a reimaged teelyard orthern 459,597 SF Pinecrest S N outhpark Town Center might be required to better align S Project Site reat the District with the needs of Parma residents G and the region. 271,435 SF
261,063 SF
46 Site Profile Retail Analysis Walmart & Target 27% Other JCPenney Clothing, Home, 38% Vacant & Sporting Goods 12% Future Lots 34% 23% Gas & Auto 5% Occupied Clothing & Retail Home Inventory Analysis Occupied Health & Beauty Kohls 77% 9% 12%
Restaurants 11% Dick's Sporting Grocery Goods Toys R Us 14% 13% 12%
Table 1 "50 PERCENT OF ALL RETAIL NOT Table 2 Existing Vacancy Locations TIED TO BARS AND RESTAURANTS Potentially Vulnerable Retail Location Square Feet Percent WILL BE SOLD ONLINE BY 2030"* Location Square Feet
Shoppes of Parma 172,283 48% JCPenney 153,323
Old Fitworks Building 58,000 16% Toys R Us 46,610 550,000 SF OF POTENTIAL VACANCY Old Giant Eagle Plaza 87,502 24% TOTAL 199,933 (350k Current + 200k Vulnerable Space) Other 42,887 12%
TOTAL 360,672 * Jan Rogers Kniffen - Independant Retail Analyst
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 47 During Parma’s population boom, strip centers and shopping malls were frequently established as auto-oriented Districts PARKING demanding numerous parking spaces. Single Use city zoning often complemented the desire for drive-up businesses with regulatory requirements for large parking minimums. The Town Center District is an example of a project struggling to reconcile these issues. In fact, the site has over 8,000 (commercial only) parking spaces, with more than 30% of them unoccupied or underutilized. There is enough parking to accomodate two times more retail space than the 1.1 million that currently exists. Reduction in parking should be a significant goal for any future development proposal.
Roadway and Parking Land Cover
LEGEND
Roadway & Parking Areas
48 Site Profile Parking Analysis
60 empty parking spaces Orange circles represent 4,620 parking spaces. Zoning requiements for 1.1 Mil SF of occupied retail There are currently 8,250 total parking spaces with approximately 3,600 underutilized parking The blue line represents parking spaces 6,000 parking spaces. Zoning requiements for 1.5 Mil SF of existing retail
Target Amount
Supports 2,062,500 SF Retail 8,250 EXISTING (@ 4 Spaces per 1,000 SF) COMMERCIAL PARKING SPACES Equals 5.5 SPACES / 1000 SF (1.5 Spaces > Zoning Requirement)
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 49 Source: GUNNCleveland.com Photography 03 - Community Vision
WHATS IN THIS SECTION? HOW DO I USE IT?
The Community Vision section helps define the The 2014 Parma Mayor's Town Center Task 3.1 - IDENTITY & VISION community’s desired future. The Vision represents Force Action Plan included an opportunity for broad ideas, while the Guiding Principles identify community input through a series of public • Identity & Branding, page 52 core concepts and strategies that help guide meetings. In these public forums, residents and • Vision, page 53 and influence future decisions. Both provide community stakeholders were asked to comment an understanding of how the community wants on the plan’s vision and recommendations. One 3.2 - GUIDING PRINCIPLES to develop and should serve as the foundation specific item the public was able to critique was for all future projects within the District. This is developing a name and branding strategy for • Connected, page 54 a very important stage in the process, as the the Town Center Area. The label ‘Crossroads of • Welcoming, page 54 Community vision section provides opportunity Parma’ with tagline, ‘Where old world meets new’ • Vibrant, page 55 for community input and evaluation of the was selected as the preferred option. The current • Sustainable, page 55 Current Conditions report. Developed with input Town Center Strategic Master Plan, with feedback from residents, business owners and community from the Project Team and Steering Committee 3.3 - TARGET AREAS leaders, the Vision and Guiding Principles provide ,is presenting this label as one branding option a deeper understanding of how the community for the public at large to evaluate and consider. • Gateways & Links, page 57 wants to grow and develop. Goals, Target Areas, This name (or an agreed upon alternative) should • Corridors, page 58 and Catalyst Projects respond to this vision and be used to launch the development of a logo • Development Opportunites, page 59 become potential strategies for change. These and identity for the Project Area. It is necessary • Underutilized Parking, page 60 goals and big ideas help inspire and transform however, that any naming and branding decisions the community, and align action steps with the engage the public, and provide them with robust 3.4 - DEVELOPMENT TYPOLOGIES community’s aspirations and priorities. opportunities - outside of this planning process - to submit ideas, feedback, and comments on • Bicycle Improvements, page 62 different options. • Streetscape Improvements, page 62 • Parking Lot Improvements, page 63 • Development Options, page 63 • Residential Options, page 63
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 51 Source: GUNN Photography Cleveland.com IDENTITY & BRAND
CROSSROADS OF PARMA* WHERE OLD WORLD MEETS NEW
*ADOPTED FROM THE 2014 PARMA MAYOR'S TOWN CENTER TASK FORCE PLAN FOR REPRESENTATION PURPOSES ONLY - FINAL NAME AND SLOGAN TO BE DETERMINED
52 Community Vision VISION
A vibrant and walkable mixed-use District that connects with Parma's history and future, offering entertainment, housing, cultural, and recreational opportunities, making the area a unique regional and neighborhood destination.
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 5353 GUIDING PRINCIPLES
CONNECTED WELCOMING
ACTIVE • ACESSIBLE • MULTI-MODAL • UNIFIED • SAFE DIVERSE • INCLUSIVE • FAMILY FRIENDLY • MULTI-GENERATIONAL
• Make the Town Center more connected and walkable • Recommend guidelines to achieve a higher standard for • Create an active District by making the area more bicycle friendly streetscape improvements (Trees, Signage, Lighting, & Wayfinding) • Embrace transit service as an advantage in a multi-modal District • Add Gateways & wayfinding to help define the District • Add trails for improved connectivity and potential recreation • Develop a connected system of parks that link existing assets and establish new neighborhood gathering places • Improve and increase regional and neighborhood connections • Create a programming & events strategy that promotes the District • Add wayfinding and signage to the District to unify the travel as the unique hub for cultural and leisure activities in Parma experience for both pedestrians and automobiles • Increase housing opportunities and variety to create a diverse mixed-use environment that meets the needs of residents
54 Community Vision VIBRANT SUSTAINABLE
SPORTS • CULTURE • ENTERTAINMENT • CHARACTER • IDENTITY HEALTHY • RESILIENT • PROTECT • CONSERVE • EXPAND
• Develop a logo and branding strategy to help create an identity for • Increase openspace and landscaping where available to reduce the District impervious surfaces within the District • Encourage building design guidelines and zoning recommendations • Identify areas of excess parking and develop a management to improve the quality and character of the built environment strategy to reduce pavement while still providing access • Explore land use recommendations to expand the Town Center's • Explore roadway travel lane and pavement reductions to add bike status as the sports, culture, and entertainment center for Parma. lanes or green infrastructure improvements • Increase residential opportunities and variety to create a vibrant a • Invest in more green infrastructure improvements to existing mixed-use environment that generates daytime to nighttime activity parking lots and roadways to help protect watersheds • Explore collaboration with public and private sectors to • Design new public spaces and revitilize existing greenspace to jointly advance desired outcomes and to support funding and establish neighborhood gathering places implementation
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 55 TARGET AREAS
WHAT IS A TARGET AREA? TARGET AREA TYPOLOGIES The Target Areas represent places where To guide recommendations, the Target Areas DEVELOPMENT OPPORTUNITIES additional analysis and review will take place were divided into four key areas, with each area as part of the Master Plan. They include areas representing a unique segment of the project Vacant buildings and open lots provide designated as corridors, open space features, and and the built environment with identifiable assets, great opportunities for redevelopment and potential development areas. Each Target Area opportunities, and challenges. reinvestment. These areas provide locations is a location within which specific strategies and for new mixed-use buildings, residential units, policies will be outlined to guide development. GATEWAYS & LINKS parks, and other open space amenities to further strengthen the District. A significant number of WHY THESE AREAS WERE CHOSEN Gateways provide points of entry into the site these opportunity sites are in the center of the and potential locations for wayfinding, signage, Project Area near Day Drive. The Target areas were built from the Current art, and other elements that identify the start and Conditions and Site Profile Analysis, along end of the District. These gateways sometimes UNDERUTILIZED PARKING with input from the Project Team and Steering provide the best opportunities to create links to Committees. These initial areas represent how surrounding neighborhoods and key destinations, Changing shopping habits and demand for people arrive at the District, how they move making the project a distinct node in the local and more walkable Districts has left many auto- around from key destinations, and where regional network. oriented shopping areas with large amounts of potential improvements or new developments underutilized parking. Based upon the current can occur. Each of these areas are subject to CORRIDORS zoning code and existing building square footage, change and revisions based upon input from the the project site has significantly more parking public and development of any new information. Corridors provide space for movement and act as than it needs. These underutilized areas provide pathways in and around the site for cars, transit, opportunities to add more trees, landscaping, bicycles, and pedestrians, linking buildings and parks, and buildings. neighborhoods both internally and externally. Based upon the existing conditions these locations provide the best opportunities for Streetscape Improvements.
56 Community Vision GATEWAYS & LINKS
S
BYERS UH-PARMA FIELD
RTA TRANSIT CENTER S
LEGEND
Links
Crossing Improvements
Potential Gateways
Key Destinations
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 57 CORRIDORS
S ante bu i e
e s l i e
es
a
eli e
LEGEND
Primary
Secondary
58 Community Vision DEVELOPMENT OPPORTUNITIES
S
S
s s
LEGEND
iant a le Vacant
Future Development
Potential Parks
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 59 Underutilized Parking
S
S
60 Community Vision Composite
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 61 DEVELOPMENT TYPOLOGIES
WHAT ARE DEVELOPMENT TYPOLOGIES? Bicycle Improvements Streetscape Improvements The development typologies depict different types of improvements on varying scales, from those having minimum effects to those having greater impacts. Improvements to the District can take on many shapes and forms. Therefore, these images were shown to gather input on what the community’s preferred vision might look like. This feedback helps guide the plan by identifying specific strategies and recommendations supported by the residents of Parma. No Bike Lanes Automobile Focus
WHY THESE TYPES WERE CHOSEN
The development typologies were selected to represent a wide range of potential solutions to the challenges and opportunities developed from the Current Conditions Analysis and Community Vision exercise. For each of the topics, four images were shown outlining various improvement options. Through public meetings and an online Buffered Bike Lanes Pedestrian Improvements survey, residents were asked to vote on the option that best reflects their desired vision for the District. The images on the following pages represent a sample of proposals shown for the varying topics. The highlighted image signifies the community’s desired option, while the other images suggest additional possibilities to be considered. All Purpose Trail Pedestrian Focus
62 Community Vision Parking Lot Improvements Development Options Residential Options
Keep Parking Free Standing Stores (Big Box & Drive Thru) No Housing (Commercial District Only)
Remove Some Parking + Parks & GI Shopping Plaza Apartments (Mixed-Use District)
Remove Some Parking + Development Mixed-Use District Other Residential (Senior Housing)
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 6363 Source: GUNNCleveland Photography Metroparks 04 - Goals & Actions
WHATS IN THIS SECTION? HOW DO I USE IT?
The Goals and Actions section begins to describe One of the final stages in the process, this 4.1 -GOALS & ACTIONS FRAMEWORK the strategies and recommendations necessary section responds to the input gathered from the to achieve the Community Vision. In this phase the Community Vision and gives the City of Parma • Framework Overview, page 66 broader vision and guiding principles are broken big ideas to go along with tangible approaches down into several goals and tangible actions to each of the challenges and opportunities 4.2 - DISTRICTWIDE FRAMEWORK steps the City of Parma can undertake on their presented in the Site Profile. All recommendations own or through local partnerships and regional are conceptual in nature and could be modified • Create an Identity, page 68 collaboration. The Goals & Actions phase outlines with further planning, study, and design as the • Define the District, page 71 conceptual designs that have the potential to City of Parma moves toward execution. Some of • Update Zoning, page 74 be catalysts for future opportunities, along with the goals and projects will entail long-term efforts smaller policy recommendations for Zoning and funding sources, but each action begins to set 4.3 - CONNECTIONS FRAMEWORK Code amendments that could help guide future the foundation for the implementation stage of development patterns. the process, Implementation, where we will begin • Active Transportation Network, page 80 to summarize, categorize, and prioritize each of • Enhance & Expand Streetscapes, page 88 the proposed recommendations into a plan for • Make Area Connected & Walkable, page 98 completion. • Encourage Walking and Bicycling, page 104
4.4 - OPENSPACE FRAMEWORK
• Reduce Pavement & Add Greenspace, page 106 • Resiliency & Sustainability, page 112
4.5 - DEVELOPMENT FRAMEWORK
• Vibrant Mixed-Use District, page 114 • Entertainment Hub of Parma, page 116 • Economic Heart of Parma, page 118
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 65 Source: GUNN Photography Cleveland Metroparks FRAMEWORK OVERVIEW
WHAT IS THE FRAMEWORK TARGET AREAS OPENSPACE FRAMEWORK
Building upon the project’s purpose outlined The Target Area section focuses on placed-based The Openspace Framework focuses on making through the visioning stage and the Town Center strategies tied to specific locations or Guiding the area more sustainable by creating a healthier Task Force, the Goals & Actions Framework Principles. These concepts have been developed and more resilient environment. The goal of this describes how the City of Parma can respond to the in response to the four target areas emphasized section is to look for locations where additional Guiding Principles and achieve the Community’s as part of the Site Analysis and Community Vision. parking can be removed in favor of more Parks, Vision. This stage helps identify strategies the City Consisting of the Connections, Development, and Landscaping, and Green Infrastructure. In addition may select over the coming years, helping to direct Openspace Frameworks, these recommendations to reducing impervious cover, this section also effort and investments towards projects that align attract attention to locations in the Project Area focuses on protecting, conserving, and expand with desired outcomes. Based upon input from where investment should be encouraged for long- the existing openspace network to help protect the Public, Project Team, and Steering Committee, term growth and health of the District. watersheds. the Goals & Actions Framework demonstrates how weaving each of these goals and actions CONNECTIONS FRAMEWORK DEVELOPMENT FRAMEWORK together will help support the larger context and Community Vision. To help guide this process and The Connections Framework focuses on the The final section works to establish the District make outcomes easier to achieve, the Goals & Corridors, Gateways, and Links that surround as the vibrant economic and entertainment Actions Framework has been separated into two the project and bring residents and visitors heart of Parma. Highlighting currently vacant sections: Districtwide and Target Areas. to the District whether travelling by foot, car, parcels and other development opportunities, bus, or bicycle. They outline improvements to these actions focus on building a mixed-use DISTRICTWIDE FRAMEWORK the areas walkability, links to the surrounding environment that has a more consistent feel and neighborhoods, and streetscape enhancements distinctive character. With the advance of online The Districtwide section highlights goals and where feasible. The Connections framework is retail, consumers are looking for unique walkable approaches that can be applied throughout the the most robust section of the Goals & Actions experiences as opposed to visiting automobile area and are intended to accomplish or support document and represents some of the most focused chain establishments that lack a ‘sense of the Vision outlined by residents. This section important recommendations contained herein. place’. The strategies here establish guidelines and covers potential changes to City Policy and actions Providing greater mobility and access in a safe locations for a truly walkable District. Over time that can be performed for the benefit of the entire and welcoming environment is one of the most these recommendations will help build the District District. It can be used as a guide for the City, along important aspects of a healthy and thriving District into an area that has all the qualities, amenities with property and business owners to decide on and a cornerstone of the project's vision. and services needed in a setting that is exclusive strategies that can help address identified issues. to Parma, and highlights the area’s history, assets, and future potential.
66 Goals & Actions Districtwide
Goals & Actions that apply throughout the District
Vision Principles Goals & Actions
Broad ideas Core concepts and Big Ideas that articulating the philosophies that have potential community’s desired guide and influence to be catalysts future. decisions. or guide further Target Areas development Project Purpose Serve as the Placed Based Goals foundation for Goals Strategies to achieve & Actions that are and Actions Community Vision tied to specific Areas or Principles
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 6767 DISTRICTWIDE FRAMEWORK
I: CREATE AN IDENTITY Logo Concept
The District has undergone several changes over the years from the loss of Parmatown Mall to the rebranding of Parma Hospital into a University Hospital (UH) facility. A new name and distinct identity for the area can help bolster community * pride in the District while helping to maintain and attract residents and business. This goal aims to foster that collaboration and community spirit through an improved branding and messaging campaign. *CONCEPT FOR GRAPHIC REPRESENTATION ONLY FINAL NAME & LOGO TO BE DETERMINED Next Steps
• Hold Citywide contest, online survey, or other I.i - Develop a comprehensive Logo and I.ii - Reassess the ‘Crossroads of Parma’ name engagement method to gather community feedback on Branding Strategy that will help people and create a diverse community engagement any potential names and slogans for the District. identify the area. program to confirm the preferred name and • Solicit bids through a Request of Proposal (RFP) to have slogan for the District design experts’ aid in community feedback and the To help reinforce a new community supported design of the District name, logo, and brand. identity, a District name, logo, and slogan should The 2014 Mayor's Town Center Task Force Action • Create a Steering Committee of Residents, business be created to expand the overall branding of the Plan included recommendations labeling the area Owners, and City staff to help facilitate processes for deciding on which name, logo, and option to use. area. Utilizing this logo and brand in marketing the ‘Crossroads of Parma’ with tagline, ‘Where (print and online), District signage, and other Old World Meets New’. This plan recommends • Coordinate meetings and stakeholder interviews with property/business owners in the area to help build features in the area will help reinforce a positive, harnessing the community investment obtained consensus and cooperation on a potential Merchants coordinated, and professional image for the area through this process to launch a new public Association or Special Improvement District (SID). and City of Parma, and will help to reestablish the engagement strategy that would help reaffirm the • Using the new logo, branding, and consultant District's position in both the local and regional 'Crossroads' name and slogan or highlight a more guidelines, standardize all media/promotional context. approprate and preferred option. This will further materials for events in the area and designate a liaison strengthen ownership and community support from the City and the Merchants Association that will engage residents and promote events in print and on for recommendations outlined herein. the web using social media platforms.
68 Goals & Actions I.iii - Use logo and branding to develop a coordinated Programming & Events strategy Case Study Sample that harnesses print and social media to market events in the District.
I.iv - Utilize new and existing events (and relocate others) to help foster a sense of place and highlight the District as the unique hub of activities in Parma.
Once the logo has been established, the City, local businesses, and community organizations should immediately harness it for use in media and promotion material. Modernizing the development of marketing materials into an organized, clear, and constant message with consistent colors, fonts, logos, and symbols help the District reinforce and maintain its new name and image. North Coast Harbor in Downtown Cleveland is a perfect example of a logo, branding, and promotion strategy that maintains a distinct atmosphere regardless of the type of media used or event that is being promoted. Applying this new logo and branding strategy in a similar fashion to new and existing events in the area helps emphasize City and community support for the area, and will foster a personality and sense of place for the District.
*CONCEPT FOR GRAPHIC REPRESENTATION ONLY PARMA TOWN CENTER - STRATEGIC MASTER PLAN FINAL NAME & LOGO TO BE DETERMINED 69696969 I.v - Assess the creation of a Merchants Downtown Olmsted Falls Merchants Association Association or Special Improvement District (SID) to help businesses and the City collaborate on a District website, host events, fund improvements, and develop a long-term plan.
I.vi - Create a District Map for residents and visitors highlighting the Stores, Services, and Amenities in the area.
Organized Merchants Associations or Special Improvement Districts (SID) can collectively work to improve business Districts. To better coordinate District redevelopment, the City should try to foster a Merchants Association or SID with existing business in this key commercial area. In partnership with the City of Parma, these groups can have a major impact in advancing the master plan by improving the look, feel, and vibrancy of the District through maps, events, websites, and landscape upgrades (seen the examples from Olmsted Falls).
70 Goals & Actions II: DEFINE THE DISTRICT II.i - Explore utilizing logo on street signs to II.ii - Add gateways in addition to branded define and showcase the area. street signage to further identify District Distinguishing boundaries elevates the District boundaries. while linking it to the amenities and services Applying the logo on street signs - the most basic located therein. Gateways, signage, and other and important form of wayfinding - is a simple way Gateways can announce entry into the District. elements function as District identifiers, helping to let residents and visitors know that they are Locations should be placed at arrival points and to unify and foster a sense of pride in the area. travelling through a specific area. not just District boundaries. The style of gateway should reflect the scale and type of entrance (Vehicular v. Pedestrian & Minor v. Major Entrance). Potential Gateway Locations
Street Sign Integration
LEGEND
Gateways
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 7171 II.iii - Develop a comprehensive signage and wayfinding style guide outlining design, size, style, and material for various elements including: pedestrian and vehicular gateway signs, banners, directional signage, and other site furniture.
A new name and logo is only one piece of the larger Districtwide branding goal. Utilizing and implementing the logo in a consistent and professional wayfinding system is an important step in the process. Wayfinding materials not only reinforce identity and District boundaries, they also provide information that allows travelers to navigate the District without the use of local knowledge, mobile phones, or maps. The information communicated through various signs increases the level of comfort for visitors and conveys a positive experience upon arrival and rossroads while travelling to one’s destination. Increasing C Shoppes at P Shoppes at Parma CROSSROADS Parma Ridge Rd o accessibility and confidence while traversing the ssroa f Parma CROSSROADS ro ds City Hall CROSSROADS Tennis Courts Festival Grounds C City Hall Byers Field Baseball Field Stearns area not only improves the user experience, Day Dr Stearns Farm UH Byers UH Shoppes at Parma RTA but also boosts the opportunity for return visits, Welcome CROSSROADS of Downtown leaving guests with a favorable view of the District. Parma Shoppes Byers Field City Hall Wayfinding signage can take on a variety of looks Library
Shopping CROSSROADS em ipsum dolor sit amet, onsectescing elit, sed em ipsum dolor sit amet, c onsectetuer adipiscing elit, sed em ipsum dolor sit amet, ctuer adipiscing elit, sed and approaches; the examples here are just a em ipsum dolor sit a met, conscing elit, sed em ipsum dolor sit amet, co nsectetuer adipiscing el em ipsum dolor sit amet, consectetuer adipiscing el graphic representation of how a logo could be utilized throughout the area. By applying the same colors, design, style, and typeface throughout each feature, the District can create a consistent visual language for the area. Developing a system Street Signs Banner Signage District Gateways that provides visual cues, labels, amenities, and directions will improve the overall perception of the District.
72 Goals & Actions Next Steps
• Solicit bids through a Request for Proposal (RFP) to hire a qualified design professional to develop a consistent signage and wayfinding system. (Could be part of or separate from Logo/Brand design contract). • Establish a signage and wayfinding budget, and designate potential funding streams including possible public/private partnerships to begin construction of Gateways at major and minor entrances. • Survey and analyze potential Gateway locations to identify all Right-of-Way or City-owned land that is available. Identify prospective physical or property ownership barriers to installation or visibility. • Collaborate with the City of Parma Department of Public Works to determine additional costs and feasibility of updating Street Signs with the new logo using existing signage facilities. • Continue District designation by implementing branded street signs and banners on existing utility poles in high-trafficked areas. • Assess the area utilizing staff and consultants to identify the best location for future directional and informational signage. • Coordinate all signage installation with area improvements such as infrastructure, streetscape or site development plans.
rossroads C Shoppes at P Shoppes at Parma CROSSROADS Parma Ridge Rd o ssroa f Parma CROSSROADS ro ds City Hall CROSSROADS Tennis Courts Festival Grounds C City Hall Byers Field Baseball Field Stearns Day Dr Stearns Farm UH Byers UH Shoppes at Parma RTA Welcome CROSSROADS o Downtown f Parma Shoppes Byers Field City Hall Library
Shopping CROSSROADS em ipsum dolor sit amet, onsectescing elit, sed em ipsum dolor sit amet, c onsectetuer adipiscing elit, sed em ipsum dolor sit amet, ctuer adipiscing elit, sed em ipsum dolor sit a met, conscing elit, sed em ipsum dolor sit amet, co nsectetuer adipiscing el em ipsum dolor sit amet, consectetuer adipiscing el
Vehicular Directional Pedestrian Directional Maps, Kiosk, & Informational Bicycle Racks & Specialty RTA Stops
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 73737373 III: UPDATE ZONING CODES TO MATCH Conventional Code Updated Code COMMUNITY VISION
Zoning Ordinances outline specific rules for how the City of Parma would like to develop. These mandatory and relatively rigid set of regulations are enforced by the City unless specifically waived and can only be changed by a legal process. Compact Principles Unfortunately, as technological and aesthetic Automobile Dependant improvements are made these regulations can still • Street Standards & Design for Walking lag behind the needs and desires of community • Streets & Buildings Designed for Car residents and leaders. Therefore, it is important Reduced Parking to update local Zoning Codes to accurately Excess Parking correspond with the Community’s Vision. • Parking Maximums, On-Street, & • Parking Minimums Per Square Foot Shared-Use Spaces Conventional Zoning Codes typically focus on automobile circulation and parking. Streets are designed for the car and large areas for parking Single Use Zones Mixed-Use Zones are required. Updated codes focus on pedestrian • Land Use is Primary Factor, Results in • Physical Form & Character are usage by reducing parking requirements and Segregation of Uses and Activities Primary Factors designing the streets into more compact and • Land Use is a Secondary Concern walkable environments. Another fundamental rule of Zoning Ordinaces was the separation of Reactive to Development Proposals Proactive Community Visioning uses i.e. Single-Use or 'Euclidean Zoning'. Cities • Proscriptive (What City Doesn’t Want) were divided into single use zones where land use • Prescriptive (Identify What City Wants) (Residential, Commercial, & Industrial) was the primary factor. This resulted in a pattern where uses, activities, and functions are segregated throughout the community. Revised codes allow more mixed-use zones, where physical form and character are of primary concern. This allows the
City to be more proactive, rather than reactive, to Source: Form Based Codes: Gudie for Planners, Urban Designers, & Municipalities - Crawford Parolek future development proposals.
74 Goals & Actions III.i - Revise or modify Zoning Code utilizing one of the following strategies: Zoning Recommendations - Sample
• Option-1 Complete Zoning Code re-write. Commerical / Office District Complete re-write of entire Parma Zoning Current Revised Code (Part 11 - Planning & Zoning) to modern standards and regulations. Options include a Building Placement form-based code or graphic code that is based Minimum Yard Setback (1170.08) Minimum Yard Setback upon Community Vision. • Front From Street - ROW - 30’ (1 Story • Front 0' mimimum to 12' maximum • Option-2 Re-write of select Zoning Districts. Building) Complete re-write of select Districts of Parma Building Height (1170.08) Building Height Zoning Code (Part 11) to modern standards • Maximum 35' - 3 Story • Minimum 2 Stories - Maximum 4 or 5 and regulations. An example would be to re- Stories write codes for Commercial/Office Districts and Mixed-Use Districts to help create more walkable Land-Use developments. In addition, updating design Use Regulations (1170.02) Mixed-Use standards such as roadway widths and/or parking requirements would further advance the desired • (e)• Dwellings of all types shall be • Make Residential a Permitted or community vision. prohibited in all Office District, Conditional Use Retail Business, Shopping Center and • Apartments, Townhomes, and • Option-3 Change Zoning Code to match Commercial Manufacturing "A" and "B" Live Work Units are only limited to desired development style, location, & form. Districts. requirements of 1 or 1.5 spaces (or less) per dwelling units A third option would be to change explicit elements within the code that do not result in the desired Parking Requirements from of development (see Chart for examples Parking Requirements (1197.05) Parking Requirements (in rear or side) of potential revisions to the Commercial/Office District). Corresponding adjustments to design • Residential (Multi-Family) • Residential (Multi-Family) standards could aid in achieving the desired (2) Two per Dwelling Unit (1) One or (1.5) per Dwelling Unit community Vision (please note recommendations • Office • Office outlined here are examples only) . The Final (5) Five per 1000 Square Feet (3) Three per 1000 Square Feet recommendations and regulations implemented should only be ratified after the community • Retail / Commerical • Retail / Commerical has gone through the required legal process (4) Four per 1000 Square Feet (3) Three per 1000 Square Feet and identified the specific character, vision and development goals it is trying to achieve.
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 75757575 III.ii - Create an Overlay District. III.iii - Develop stronger Districtwide Design Sample Design Standards Guidelines and Standards to mandate
• Example Pedestrian Retail Overlay (PRO) architectural character (style and materials) The new PRO District is illustrated by locating and site layout (building placement) for new retail buildings at the sidewalk edge. The intent construction or infill development. is to encourage the development of a walkable In addition to new Zoning Codes, Design mixed-use District. Standards and Guidelines can also improve the quality and character of the built environment. An alternative option would be to designate an Intended to improve the layout and architecture overlay District for specific zones in the area or features of new development and rehabilitation of the entire neighborhood. This option if executed existing buildings, these standards help maintain properly could combine some of the suggested consistency as new opportunities arise. Design updates outlined earlier. The new Pedestrian Standards generally reinforce or complement the Retail Overlay District would run parallel with the existing character of an area and can be utilized current code; however, the Overlay regulations by preservation groups to help maintain the style should control and supersede any areas that and scale of historic Districts. may be inconsistent with the current zoning code. When no conflicts or inconsistencies exist, These design standards can take on many forms the underlying provisions of the current zoning from regulating architectural styles, materials, and District or design standards would remain and façade treatments to building patterns, parking regulate all land use and development. The overlay lot locations and pedestrian enhancements. District would help establish updated design Recommendations can vary throughout a city standards and permitted uses in specific areas. or District and be applied to different areas It is also recommended that the Overlay District and zoning Districts, allowing flexibility to contain sufficient development incentives for the match the distinct nature and features of each perspective land area. These incentives could location. While attempting to maintain existing include, but not be limited to, reduced parking typologies and materials, they should also requirements, increased density, mixed-use, and encourage contemporary design and innovation, faster permitting. Without any incentives, the acknowledging that these areas will need some City or developer may never realize the desired flexibility to respond to the needs and desires outcomes identified in the overlay District. of future residents. Examples on the following pages are a few areas where even simple design standards can help maintain consistency and reinforce the City and community’s development objectives. Source: Lakewood Colorado Zoning Code: Site Deisgn Standards Section 17.7.2
76 Goals & Actions Design Standards - Sample Objectives
Building Orientation
1. Orient front facades and main entries toward street or public open space. 2. Create a continuous building edge to the street and/or public open space. This helps define a sense of place and focuses pedestrian activity on street. 3. Locate front facades along(on) or near the street right-of-way except in areas where setbacks may be appropriate. 4. The majority of the building facade should be parallel to the street on which it fronts. 5. Facades which face the street or public realm should receive the highest levels of design, window treatments, and materials. 6. Side or rear facades should receive enough attention and quality materials to not adversely affect adjacent properties and their values.
Pedestrian & Vehicle Orientation
1. Ground floor entrances and spaces shall have a public pedestrian entry connected directly to the public sidewalk along the street. 2. Sidewalks shall be uninterrupted by curb cuts and driveways as much as possible in order to support walkable streets. 3. The number and overall width of driveways (curb cuts) should be minimized to reduce impact of vehicular access on sidewalk. 4. Sharing of vehicle entry between two adjacent parking lots is encouraged.
Parking & Garage Orientation
1. Place parking lots to the rear (or side) of buildings, rather than between the front of buildings and the street or public open space. 2. Where visible from street, minimize the visibility of vehicles within parking lots or garages. Source: Littleton Downtown Design Standards - Prepared by Civitas Inc. Adopted, March, 2006
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 77777777 Current Zoning - Commercial / Office District
Current Zoning - Shopping Plaza
78 Goals & Actions Updated / Revised Code - Potential Development Typology
Next Steps
• Form a team comprised of City staff and stakeholders to identify areas of the Zoning Code that might be considered deficientor outdated. Research and identify (if any) examples of Design Standards, Zoning Codes and other best practices that would be appropriate for the City of Parma and the Project Area. • Consult City staff to determine the feasibility and complexity of making any necessary updates in-house. • Solicit proposal through a Request for Proposal (RFP) or contact County Planning as a future consultant for Zoning Codes amendments, updates, and re-writes. • Coordinate with City staff and a consultant to identify most appropriate option for Zoning Code updates. • Organize design charrettes or other workshops to verify proposed changes match overall vision.
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 7979 CONNECTIONS FRAMEWORK
IV: CREATE A COMPLETE AND ACTIVE IV.i - Add All-Purpose Trails to boost IV.iii - Consult with local experts such as TRANSPORATION NETWORK THAT IS neighborhood links (North, South, East, and the Northeast Ohio Areawide Coordinating SAFE, CONVENIENT, AND WELCOMING West) that would make the area more bicycle Agency (NOACA) and other consultants to TO PEDESTRIANS AND CYCLISTS OF ALL and pedestrian friendly. conduct a traffic study to further investigate AGES AND ABILITIES pavement reduction options (Road Diets) to IV.ii - Extend All-Purpose trails throughout add bike lanes and green infrastructure. Providing greater mobility and access through all the City, creating a Neighborhood Network modes of transportation in a safe and welcoming that extends into the larger regional system With declining populations and changing travel environment is an import aspect of a healthy highlighted in the Cuyahoga Greenways Plan. habits, it is now time for the City to rethink the size, and thriving District. These new links enhance lanes, and type of roadways in the Project Area. accessibility, strengthening existing retail, and • AMES ROAD These multi-lane roadways with large ROWs and boost future development potential. Stationed on the west side, it provides a north- little traffic provide great opportunities to create south connection for W. Ridgewood and Day Drive more complete streets providing a safer and more Next Steps while connecting to Tri-C and Parma Heights. connected system for all modes of travel. • Work with staff to identify preliminary costs of a proposed trail network. Determine if construction can • CANTERBURY ROAD • WEST RIDGEWOOD take place internally or if consultants are required. Located on the east side of this 70' ROW street. In some areas this roadway has limited space • Identify priority corridors and trails that enhance This path provides excellent connectivity for the between curb and property line. Therefore, transit accessibility by providing stronger links to densely populated neighborhoods north. reducing travel lanes from 5 to 3 is necessary to existing RTA network. allow enough room for buffered bike lanes in both • Develop a dedicated Capital Improvement Program • DAY DRIVE directions, providing greater access to West Creek (CIP) funding stream for trail construction. Include trail Positioned at the southern edge of this 100' ROW, Reservation and Greenbriar Commons. installation as part of any future plans. this trail is the main east-west spine connecting • Develop maintenance requirements plan (including the District to Parma Heights, Byers Field, UH, • DAY DRIVE necessary funding) to cover all needs of trails. Stearns Farm and other regional destinations. With room for a trail on the south side of street, • Update City Ordinances to accurately convey trail Day Drive does not need lane reductions for ownership, upkeep responsibilities, and user conduct. • DELIVERY DRIVE bicycle infrastructure. However, with such small • Develop an educational program informing residents Delivery Drive is an ideal location for a new trail amounts of daily traffic the middle turn lane of the health benefits from trail usage. connecting directly to Day, Stearns Farm, and all could be converted to a landscaped median when • Create specific design/graphic standards to assist in neighborhoods south. It also provides a much- possible. In addition, each curbside lane should the identification of regional trail networks. needed bypass and entrance for pedestrians off be transformed into on-street parking, making the • Collaborate with Stearns Farm to minimize impact by the auto-focused Ridge Road. street more welcoming and walkable. determining the best location for a trail system.
80 Goals & Actions Local Connections Framework
LEGEND
Gateways Destinations All Purpose On Road Bike Sidewalk Crosswalk Midblock Existing Trail Lane Connections Improvements Crosswalk Sidewalk
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 8181 Neighborhood & Regional Connections Framework
LEGEND
Destinations All Purpose On Road Trail Bike Lane
82 Goals & Actions CANTERBURY ROAD: ALL-PURPOSE TRAIL
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 838383 DELIVERY DRIVE: ALL-PURPOSE TRAIL
84 Goals & Actions POWERS & LYNETT ROADS: ALL-PURPOSE TRAIL
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 858585 DAY DRIVE: ALL-PURPOSE TRAIL
86 Goals & Actions WEST RIDGEWOOD ROAD: BUFFERED BIKE LANE
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 878787 V: ENHANCE & EXPAND STREETSCAPES A street corridor can be described as the entire area located within the right-of-way; however, Street Corridor Streetscape applies to all the visual elements within this space several different and sometimes that make up a street including the roadway, conflicting activities can take place. To provide the adjacent buildings, sidewalk, trees, landscaping, necessary space for each of these functions the Roadway Zone and street furniture. All these elements combined overall corridor has been divided into a string of • Travel Lanes help define a street's character. When working different zones, each having well-defined uses • Bus/Transit Lanes in unison a street can become an inviting and and preferred spatial requirements. • Bicycle Lanes welcoming environment that provides the space • Buffered Bicycle Lanes and amenities needed for cars, pedestrians, The main zone is the ‘Roadway’ which consists • On-Street Parking • Medians bicycles, and transit. When these components of all travel lanes, transit lanes, bicycle lanes, • Curb-Bump-Outs are unbalanced or biased to the automobile, the medians, curb-bump-outs, crosswalks, and on- • Green Infrastructure street can become unappealing and function less street parking. The primary area to be analyzed • Crosswalks & Signals as a public space for gathering and activities. By for streetscape improvements sits between the edge of the curb and the public Right-of-Way analyzing the streets for trail implementation, the Amenity Zone Plan has launched the first step in building a more or possibly the building façade. This region can active and attractive system for all users. be the focal point for recommendations since it • Landscape (Street Trees) contains the area designed for and primarily used • Lighting (Car and Pedestrian) Next Steps by pedestrians. Within this zone there are three • Signage & Wayfinding key elements: first is the ‘Amenity Zone’ or strip of • Street Furniture (Benches, Bike Racks) • Perform an inventory of sidewalks, trees, and other • Bus Stops / Shelter features on connecting streets to identify condition, grass between curb and sidewalk for landscaping issues, and any gaps in networks. (commonly known as the tree lawn); second is • Identify under-utilized right-of-way that could be the ‘Sidewalk' area or space used primarily for Sidewalk converted into green infrastructure or amenities. pedestrian movement; and third is the ‘Buffer Zone’ or any additional space remaining between • Hardscape (Pavement) • Develop a Streetscape/Tree Budget and designate • All-Purpose Trails potential funding streams and capital needed to install the 'Sidewalk' and property line due to building improvements in high priority corridors or those streets setbacks. in most need. Buffer Zone • Evaluate the potential need for an arborist or other Outside the public ROW is the ‘Development Zone’ specialist(s) to help with species designation and other where all private building and site improvements • Trees & Planters design specifications. take place. Though outside the right-of-way on • Shrubs, Walls, & Fences For Screening • Form a team or committee to properly develop a private property, it still performs a key part in • Outdoor Dining / Patios pattern book identifying the style and type of all defining the street's character. Properly located materials to be utilized, creating a well-balanced Development Zone system that considers costs and coordination with buildings provide visible and easily accessible existing features. services necessary for an active and welcoming • Buildings (Mixed-Use) • Parking • Use Pubic Art to provide interest to pedestrians and street. To improve the quality and character of cyclists. Partner with local artists to help convert the street, each zone can be modified with several ordinary street items into distinctive elements. design components that support a safe, walkable, • Apply for a TLCI Planning Study grant for Ridge Road. unified, and inviting pedestrian environment.
88 Goals & Actions Street Corridor Components
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 8989 V.i - Create a pattern book to unify the District common problem in Northeastern Ohio. Planting by identifying specific elements/amenities street trees away from curbs or using species that Street Tree - Sample to use in each zone along the Right-of-Way. have shown some salt tolerance is one way to These elements include: help prevent this problem. Other issues include lack of tree diversity and inclusion of native plants. GENUS SPECIES LANDSCAPE Diversity of tree species should be promoted to Small - (Under 25') not leave an entire city network vulnerable to pests Acer Buergerianum Trident Maple Plants are a key element in any quality streetscape, and disease. Native species should be evaluated Quercus prinoides Dwarf Chinkapin Oak and they offer visual appeal, soften architecture for selection over non-native and invasive species. Syringa Reticulate Ivory Silk’ Japanese Tree Lilac features, and improve street enclosures. If Inadequate growing space, soil compaction, and Tilia cordata Summer Sprite, Littleleaf Linden tree cover declines, those areas also suffer utility conflicts are other common problems that Zelkova serrata City Sprite, Japanese zelkova environmental degradation from loss of shade, can be prevented. The simple and fundamental increased ‘heat island’ effect, and loss of pollutant solution to most of these problems is to select the and stormwater absorption. Landscaping can be proper tree for each location, use better soils, and Medium - (25' - 50') used in a variety of ways from seasonal plantings give each tree more room to grow. The following Acer Campestre Hedge Maple "Queen Elizabeth' to green infrastructure; however, the primary examples from soil and tree specialist James Acer Miyabei 'Morton' State Street Miyable Maple landscape features are high-quality street trees Urban are strategies to achieve better growing Carpinus Betulus European Hornbeam located within the ‘Amenity Zone’ environments and well landscaped cities: Koelreuteria Paniculata Goldenrain Tree Quercus Robur x Bicolor 'Nadler' Kindred Spirit Oak STREET TREES • Plant Easy Places First Ulmus Parvifolia Allee Lacebark Elm Ulmus Propinqua Emerald Sunshine Elm Street trees are chief contributors to a pleasant • Create Bigger Planting Spaces Zelkoa Serrata 'Mushashino' Columnar Japanese Zelkova and dynamic environment. They provide many Zelkova Serrata 'Village Green' Japenese Zelkova aesthetic benefits and help generate a sense • Preserve, Reuse, and Improve Existing Soil of enclosure for outdoor spaces and roadways • Improve Drainage and Reduce Soil Compaction making them more appealing to pedestrians. Large - (+50') Available in a variety of sizes, colors, and shapes, • Select the Right Tree for The Right Location Acer x Freemannii 'Autumn Blaze' Fremanii Maple street trees are primarily located in the ‘Amenity Betula Nigra River Birch (Tree - Single Stem) Zone’ within the public right-of-way. This zone • Establish Tree and Soil Improvement Budgets Ginko Biloba Ginko (Male Clones Only) adjacent to the curb and sidewalk provides a great • Utilize Detailed Construction Documents Gleditsia Triacanthos Var. Inermis Honeylocust (Imperial, Skyline) buffer separating pedestrians from vehicular Platanus x Acerfolia 'Exclamation London Planetree traffic. In suburban and rural areas, street trees • Design and Select Trees for Maintenance Quercus Palustris Pin Oak are usually planted in grass strips adjacent to Quercus Rubra Red Oak the curb, while in more urban areas they are • Tilia Cordata Greenspire, Littleleaf Linden located in tree wells with decorative grates. Most Ulmus Americana American Elm Cultivars street tree plantings are the responsibility of • Zelkova Serrata 'Green Vase' Japanese Zelkova the local government. Therefore; City staff must understand growth, maintenance, and health of • street trees Salt spray and road salt absorption is a Source: Cleveland Tree Plan, 2015 - Davey Resource Group
90 Goals & Actions SHRUBS, WALLS, & FENCING SEASONAL INSTALLATIONS
Located in the ‘Buffer Zone’, these elements are Planters and Hanging Baskets are good examples used to define or screen spaces. Screening plants of season installations that can be more should be at least 36” tall and consist of native decorative and formal. Planters can be permanent shrubs or ornamental trees. Evergreen shrubs or temporary fixtures in the streetscape providing provide the best year-round opportunities for year-round functionality in the form of seating or screening and should be a low maintenance buffers/bollards. Hanging baskets, affixed to light species from an approved plant list. Planting poles or buildings, are utilized during the warmer should be done in clusters with a variety of colors months. Each medium provides an opportunity and textures, avoiding single species being placed for more color and variety in the landscape, but in a singular row. Zoning codes can further define requires more frequent maintenance (watering the height and opacity requirements of the buffer. & weeding). Planter type, location, and species If privacy, property delineation, or a 100% opacity selection should reflect installation costs, along requirement is needed, walls and/or fences can with maintenance requirements and responsibility. also be utilized for screening. Fences can provide character and define front patios, side yards, parking lots, and utilities, allowing some privacy between the street and semi-private zones. Fence design can be ornamental and short (36”), maintaining a visual connection, to tall (6’) and opaque, providing complete coverage. A variety of types can be utilized, but to preserve District harmony special attention should be paid to maintaining a good balance between visual appeal and monotony.
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 9191 HARDSCAPE ALL-PURPOSE TRAILS
Hardscape normally refers to paved areas, Envisioned as a method to separate users driveways, walls, stairs, walkways, or other hard from vehicular traffic, the All-purpose Trails landscape materials that are incorporated into the recommended in the Master Plan provide safer built environment. Utilizing a variety of materials and more accommodating experiences for such as wood, stone, or concrete, hardscape can bicyclists, pedestrians, and can accomodate provide the foundation upon which the "softer" strollers, wheel chairs, scooters, and other non- landscaping materials of trees, shrubs, and motorized transportation. Built in a variety of flowers can be placed. From an urban planning ways with a wide range of materials, the plan perspective, hardscapes can include very large recommends at a minimum a 10’ wide path features such as roads and parking lots down to constructed with either concrete or asphalt. seat walls, fountains, and special pavers. Without nearby soil, plants, or green infrastructure, the PEDESTRIAN SIGNALS & CROSSWALKS hardscape – as an impervious surface – requires some additional method of drainage to carry In addition to adding Sidewalks and All-Purpose stormwater runoff to drains or other areas offsite Trails along the street edge it is also important to prevent damage and wear. Poorly planned and/ to provide a safe and welcoming environment or executed hardscape plans can result in flooding, for pedestrians at all intersections to ensure washouts, pooling, and increased erosion. Care their needs and facilities are equal or greater must be taken in choosing the right location and than those provided to the automobile. It is materials to provide the proper surface for varying estimated that 40 percent of pedestrian accidents activities. occur at intersections. Providing clearly marked Crosswalks, with curb ramps at each end, provide PAVEMENT the necessary place for pedestrians of all ages and abilities to cross the street safely. Crosswalks The majority of hardscape construction on public that are raised, paved with different materials, streets is made up of concrete or asphalt, each with or painted with more visually appealing colors its own set of pros, cons, and cost considerations. reinforces pedestrian prioritization and alerts Special paving materials can be used to separate motorists to their presence. Pedestrian signals uses or highlight important areas and pathways work in conjunction with crosswalks to provide the with high pedestrian activity. Special paving can necessary information for residents and visitors to incorporate stone, brick, precast pavers, stamped cross the street safely and comfortably. Utilizing concrete, and permeable pavement, and each pedestrian countdown signals and increasing the comes in a variety of sizes, colors, and patterns. pedestrian clearance interval (time allowed for crossing the street) are two methods that can reduce danger and promote walking.
92 Goals & Actions LIGHTING PEDESTRIAN & SPECIALTY LIGHTING
Lighting is an essential element in the overall Pedestrian lighting is placed at a lower height composition of streetscapes and public spaces. than roadway and parking lot lighting, and is Lighting design and technology has evolved used to highlight those corridors and spaces tremendously with the performance of longer occupied by pedestrians and cyclists. Pedestrian- lasting LED units and the acknowledgement of scale lighting, with correct spacing, is important light pollution and its effects on surrounding to achieve uniform light levels along the desired neighborhoods and the environment. Even with path, allowing object and people recognition the adoption of cut off luminaires, light zones, without the creation of shadows. Adequate and legislation aimed at preventing light pollution, light presents the natural surveillance needed the main lighting objectives of safety, security, to help create feelings of safety and comfort for and aesthetics have not changed. Lighting should pedestrians. A wide range of pole and fixture provide a clear view of obstacles and pathways, styles are available, and those selected should be and facilitate the safe movement of pedestrians consistent with the new or existing design of any on sidewalks and vehicles in the street. Lighting lights within the neighborhood. Uniform lighting, also serves as a deterrent, offering the natural along with a signage and wayfinding strategy, surveillance needed to help create feelings of safety helps reinforce the appearance and character and comfort for inhabitants, while minimizing the of the District. Specialty lighting can be used to potential for trespassing, vandalism, theft, and illuminate outdoor spaces, plants, buildings, and personal harm. Lastly, lighting helps highlight special objects such as benches, walls, or public import areas and features within a city or District, art. Used in collaboration with pole mounted drawing attention to critical buildings, landmarks, street and pedestrian lights, specialty lighting can and intersections, while encouraging nighttime be installed in bollards, wall mounts, recessed use for activities and social interaction. lighting, string lights, and spotlights. Each has its own distinct qualities that contribute to the STREET LIGHTING overall atmosphere and safety of the nighttime environment. The foundation of lighting for the public realm is street lighting; its design can have a major impact on the overall quality of a streetscape and atmosphere of neighborhood. Developing design guidelines for poles, fixtures, and light selection (with the option of burying underground wires and connections) can dramatically change the appearance a of a street while still providing the desired lighting required for clear and safe movement. Source: Landscape Forms
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 9393 SITE FURNISHINGS & OTHER AMENITIES BENCHES, TABLES, & SEATING PUBLIC ART
Site furnishings are elements such as benches, Benches and seating make the streetscape and Public art can create attention, enthusiasm, and tables, signage, bike racks, bus stops, and artwork public realm more enjoyable and accessible add individuality to the District that does not placed in a streetscape or other public space for for all ages and abilities, and provide places for currently exist. Murals, sculptures, and temporary accessibility, comfort, information, and enjoyment. pedestrians and visitors to sit, rest, wait, eat, and installations create a vibrancy and interest that The proper selection, placement, and design of socialize. Generally, all benches are fixed to the draw people to an area, and transform some of these features requires special consideration. pavement, building, or built into a wall to avoid the most monotonous buildings and ordinary Style, material, durability, maintenance, and theft and/or vandalism; however, temporary street items into exciting and distinctive elements. cost are just a few of the factors that should or moveable furniture can be provided in Public art, whether horizontal, vertical, abstract, or be considered to ensure appropriate design, public spaces to support events, activities, and symbolic, helps activate spaces while emphasizing placement and installation. It is important for each community gatherings. community participation, investment, and item to respond to the existing and proposed stewardship. character of the site, as well as the current and TRASH BINS & RECYCLING feature needs of users. SIGNAGE & WAYFINDING Characteristically utilitarian in nature, trash BICYCLE PARKING receptacles are aimed at keeping the public Signage and wayfinding is important for visitors area clean. However, with proper selection and and residents to move around effortlessly. They The simplest and most necessary amenity to potential utilization of a District logo, they can can also behave as a District unifier with similar promote bike use should be utilized throughout reinforce the uniform appeal and character of the style, colors, and logos, giving the area unique the District. Available in a variety of styles, bike District's furniture. They should be visible, plentiful, character and identity. For more information see racks can be no-frills or composed of whimsical and durable and allow ease of use, maintenance, Goal II:Define the District for examples of how shapes, colors, and icons focused on supporting and cleaning. a comprehensive signage and wayfinding style or drawing attention to the District and/or guide can unify a space by defining design, size, streetscape. style, and material for various elements. Source: Landscape Forms
94 Goals & Actions STORMWATER MANAGEMENT GREEN INFRASTRUCTURE
Natural landscapes can gather, absorb, and The objective of Green Infrastructure is to create discharge rainwater, while successfully controlling a system that mimics the natural environment floods, recharging groundwater, and developing by capturing, retaining, infiltrating, storing, diverse ecosystems. Traditional stormwater and evaporating the excess runoff created systems have historically focused on the systems by impervious surfaces. Within the urban ability to manage peak flows during the 10, environment, a variety of techniques, such as 25, 50, or 100-year storm. This conveyance Bioretention, Bioswales, Infiltration Trenches, approach creates several issues most notably Permeable Pavements, Green Roofs, and Water downstream flooding. To prevent flash flooding Harvesting, can be used to achieve goals. These issues, professionals began utilizing detention methods generally capture, filter, and infiltrate basins – the mostly widely accepted practice – runoff closer to where it falls, protecting rivers, to deal with increased runoff created by urban streams, and lakes from excess pollution, flooding, development. These traditional stormwater and possibly erosion. Green Infrastructure and strategies, however, do not reflect the natural Sustainable Stormwater Management strategies process of existing drainage systems. Instead of can provide numerous benefits, from reducing aiding the natural course of water, these methods flooding, pollution, and traditional stormwater exacerbate environment problems caused by costs, to preserving natural areas and providing urban development. habitat for native species. Whether in the right- of-way on a public street or a private parking lot, cities should require, encourage, and coordinate options for Sustainable Stormwater Management in all public & private investments. Source: The Sustainable Sites Handbook: Meg Calkins
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 9595 V.ii - Analyze the ‘Sidewalk’ and ‘Amenity V.iii - Develop streetscape improvements V.v - Conduct a TLCI Planning Study for Ridge Zone’ on connecting streets to evaluate size, with trail construction/installation and local Road to unify the streetscape along the entire location, species, materials, and condition or regional Capital Improvement Plans. corridor and to highlight pavement reduction of existing sidewalks and street trees within where additional landscape material and the area. Prioritize gaps and damaged areas All streetscape improvements and installations other street improvements like bike lanes can should be coordinated with trail construction or while highlighting potential challenges, be utilized. any local/regional capital improvement plans such maintenance issues, or locations with the as roadway repair or storm/sewer improvements. most potential. Ridge Road is a significant north-south corridor Coordinating improvements saves time and for the City of Parma; however, this three-mile- money, and prevents repeat projects along each The Connections Framework identified All-Purpose long corridor only passes through the project corridor. Identifying upcoming projects and Trails as a primary objective for pedestrian and site for approximately ¾ of a mile. To maximize directing trail or street tree improvements in bicycle transportation in the District. To help guide overall impact and increase design consistency, the same area will allow the District to grow in a this process and direct effort and investment Ridge Road should be studied along its entirety as to the correct locations, a sidewalk and tree harmonious and significant manner. part of a Transportation for Livable Communities Initiative (TLCI) planning study sponsored by the inventory should be created for the District. This V.iv - Work with local experts such as the inventory will help prioritize gaps and damaged Northeastern Ohio Areawide Coordination Agency Northeast Ohio Areawide Coordinating areas in the overall network and help coordinate (NOACA). A study of this type will help create up-to- capital improvements to existing sidewalks and Agency (NOACA) and consultants to further date recommendations for traffic improvements planting of new street trees with any proposed all- investigate pavement reduction (Road Diets) along the entire corridor, any potential roadway, purpose trail. and intersection improvements on streets lane, and driveway reductions, along with best surrounding the District for bike lanes and/or potential locations for economic redevelopment. green infrastructure systems. This will allow the corridor to remain consistent throughout the City of Parma and not just the With declining populations and changing travel within this District. habits, the City of Parma should rethink the size, number of lanes, and type of roadways in the Project Area. These multi-lane roadways with large ROWs and little traffic provide great opportunities to create more complete and green streets while providing additional room for a variety of streetscape improvements.
96 Goals & Actions Potential Streetscape Improvements
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 9797 VI: ENSURE THE AREA CONNECTED AND VI.i - Continue to add All-Purpose Trails VI.ii - Identify underutilized parking that can WALKABLE FOR RESIDENTS OF ALL AGES throughout the District to strengthen the be used for trails, parks, and/or landscaping. AND ABILITIES links between transit, employment, and entertainment centers. Excess parking is a major issue for the District. The large superblocks and vast amounts of Parma’s gathering places are frequently established parking limit the potential for residents to choose The Plan's initial focus is on creating neighborhood as auto-focused, demanding numerous parking walking as their preferred method to visit multiple links with a new trail system that provides access spaces. The project site is one of many areas destinations on one trip. Repurposing these to the site for people of all ages and abilities. struggling to reconciliate with this issue. With vacant parking lots with all-purpose trails will This network could be further expanded by over 8,000 spaces, it has enough parking to help strengthen the District's links to surrounding utilizing vacant parking lots within the project support two times more retail space than which neighborhoods while helping to create a safe and site, to provide new links to destinations within currently exists. Reduction in parking should be comprehensive pedestrian network that is fully the District. Adding north and south trails in the a major goal since more than 30% of spaces go accessible, visually attractive, safe, and convenient. Shoppes area boosts access to Byers Field, the consistently unoccupied or underutilized. Any RTA Transit Center, Ridgewood Park, and all the parking zone greater than 300ft from a building Next Steps surrounding businesses, enhances the area's entrance - considered the maximum distance one would walk before driving to find something closer • Complete a parking demand study to identity actual economic potential and increases pedestrian and peak demand, traffic flows, and excess spaces. accessibility and improves community health. - could potentially be removed and repurposed for trails, parks, landscaping or green infrastructure. • Identify priority corridors and those trails that enhance transit and employment accessibility by providing stronger links to existing jobs and RTA. 1: Proposed Day Drive Trail Connector • Hold workshops with property owners and other groups to highlight pavement removal solutions and A benefits generated from parking reuse for trails. • Utilize temporary (Pop-Up) solutions such as bollards, paint, and planters as low-cost alternatives. • Create an exterior landscape improvement program for owners who are potentially willing to upgrade excess parking lots into new access trails. • Partner with existing businesses or new projects to encourage owners and developers to add easements to private projects for trail creation. • Develop partnerships with local organizations and other national groups who might provide funding or technical assistance in the removal of excess parking. • Explore partnerships with UH to fund and promote trail construction as part of their employee Wellness program or as an alternative for commuting to work. • Ensure all investments in new infrastructure improvements are ADA compliant, and explore funding . opportunities to retrofit existing infrastructure that is non-compliant. 98 Goals & Actions Internal Connections Framework
2: Byers Field Connector B
LEGEND
All Purpose Sidewalk Crosswalk Midblock Existing Trail Connections Improvements Crosswalk Sidewalk
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 9999 3. West Ridgewood Retail Connector - Existing Conditions
3. West Ridgewood Retail Connector - Temporary Path
100 Goals & Actions 3. West Ridgewood Retail Connector - All-Purpose Trail
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 101101 VI.iii - Use trails to promote the area as an active District that provides recreation and exercise options to residents, visitors, and employees, and improve the community’s health and well-being.
Adding All-purpose trails to the Project Area not only improves connections to the surrounding neighborhoods and District amenities, it also provides potential recreation opportunities for locals and visitors as well. The different trails can each become part of a larger trail loop network by offering different walking/running distances and times, providing healthy transportation options for all modes of travel (Bike, Foot, Stroller, Wheelchair) for all ages and abilities. The trails can be utilized by a variety of users inside and outside the District. UH employees could take a stroll or run at lunchtime as part of the Hospitals' Health and Wellness program. The City of Parma could harness the trail system for public fitness challenges, programs, and events. Education and fitness can also be combined into unique learning experiences: the County Library and Parma City School District could coordinate special events such as story walks for kids and other outdoor/ walking classrooms. Long-term programs such as Bike Share could also become a possibility within this trail network, giving visitors and locals opportunities to travel throughout the District on bicycles for recreation and commuting. Enhanced wayfinding and signage could further complement this trail system encouraging more people to walk or bike to their next destination or on their next visit to Parma.
102 Goals & Actions Trails System as Recreation/Exercise Network
Hospital Loop 1.25 Miles 20 Min.
Byers Loop 1.75 Miles 30 Min.
Delivery Loop 2.00 Miles 30 Min.
Shoppes Loop 2.10 Miles 40 Min.
District Loop 2.50 Miles 50 Min.
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 103103 VII: ENCOURAGE MORE WALKING, VII.i - Enhance transit accessibility in the VII.iii - Install bicycling parking throughout BICYCLING, AND TRANSIT USE IN THE District through increased wayfinding, while the District and promote bicycle-friendly CITY BY MAKING THE AREA SAFE AND providing high quality transit amenities such businesses as the demand for bicycle ACCESSIBLE TO ALL AGES AND ABILITIES as shelters, seating, information, and possibly infrastructure grows. public art at notable stops. Beyond constructing new bike lanes and trails, Once residents or visitors reach their destination, the City can undertake other efforts to educate Northeast Ohio's robust public transportation they need someplace to safely and securely residents on safety and provide amenities that will system includes both rapid transit and bus park their bicycles. Few places in the District support all modes of travel. The safety of bicyclists services. The Greater Cleveland Regional Transit have adequate bicycle parking. Bike parking can and pedestrians depends on well-designed Authority (RTA) gives Parma residents without come in a variety of forms, some of which can routes, paths, and most importantly intersections, a car (or those unable to drive) the opportunity even include branding for the District. This will where it is estimated that 40% of pedestrian to reach jobs or other destinations easily and enhance its identity and commitment to active accidents occur. Shifting the Community’s view safely. Improving access to RTA stops and the transportation. Ensuring that all business and on transportation can go a long way in boosting transit center on Day Drive helps reduce families' community destinations construct bike parking is ridership, safety, and community health. transporation costs while creating a more an important step in achieving a well-connected sustainable, equitable, and inclusive city. and welcoming District. Next Steps Collaborate with local organizations to VII.ii - • Encourage University Hospitals and other businesses to develop community bicycle events and help provide or supplement costs of transit (bus) passes for employees as an alternative method for commuting. educate the public on proper car and bicycle • Partner with Bike Parma to conduct events such as; etiquette, laws, and safety. Bicycle Law Enforcement Training Sessions, bicycle repair workshops, and educational bike rides. Local bike organizations help expand, promote, • Create a bicycle-friendly business program to highlight and educate the community on bicycle safety, local businesses and employers who provide bicycle laws, design, and operation. Through its advocacy parking and other bicycle-friendly amenities. ,Bike Parma, a local chapter of Bike Cleveland, can • Update Zoning Code to require bicycle parking and help the City reach a larger audience and grow create an exterior bicycle improvement program for the bicycle network. In addition, local chapters can business owners who are willing to add amenities. use their firsthand knowledge of the City to devise • Complete an intersection study for crosswalks, crossing local solutions for bike and pedestrian issues in times, and curb radii. Identify areas that need new the City. They can also leverage the work of Bike signals, islands, crosswalks, or radius reductions. Cleveland to help raise funding and awareness • Utilize temporary (Pop-Up) solutions such as bollards, about the needs and desires of the Parma paint, and planters as low-cost ideas that can help visualize more pedestrian-friendly solutions. bicycling community. • Redesign key intersections at Canterbury Road, Day Drive, Delivery Drive, Ridge Road, and West Ridgewood Drive to help improve safety and pedestrian travel. • Evaluate a potential Bike Share Program in the District.
104 Goals & Actions VII.iv - Crosswalk Improvements: Use Mid- VII.v - Crosswalk Improvements: Increase VII.vi - Intersection Improvements: Reduce Block crossings and/or HAWK Signals and pedestrian clearance intervals and use curb radii at intersections to shorten crossing islands to increase safety and connectivity. countdown pedestrian signals for safety. distance and time for pedestrians.
On priority corridors and streets, crosswalks and Increasing Pedestrian Intervals (the time needed One easy way to shorten the time required to sidewalks should be reviewed for improvements to traverse a street) is a simple step forward in cross a street is reducing the distance a person that can make them safer. The District has very creating a secure and welcoming environment. must travel. The radius of curbs – where streets wide roadways with an average of five lanes. This Research found that nearly 2/3 of older intersect – is a crucial factor in determining makes crossing the street more dangerous and pedestrians and 1/3 of younger pedestrians do not walkability. Large curb radii are for cars, and allow time consuming for pedestrians. Adding updates have adequate time to cross the street based on automobiles to make turns at higher speeds. such as mid-block crossings, HAWK Signals, current design standards. Adding time to include Excessive radii also increase pedestrian crossing pedestrian islands, and decorative markings can this group and utilizing countdown signals are just distances at intersections. Using a smaller radius make crossings clearer and safer. two ways the area can focus on the pedestrian reduces crossing distances and driving speeds more and the automobile less. while increasing pedestrian comfort and safety.
Walking Speed (ft/s) Small Curb Radius Crossing Distance (ft) 3.0 3.5 4.0
Pedestrian Clearance Time (sec)
40 13 11 10 60 20 17 15 Large Curb Radius 80 27 23 20 100 33 29 25
3.0 ADA Guidelines Recommended Speed
4.0 MUCTD Recommended Speed
Source: Federal Highway Administration, fhwa.dot.gov
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 105105 OPENSPACE FRAMEWORK
VIII: REFURBISH EXISTING GREENSPACE VIII.i - Evaluate existing greenspaces and VIII.ii - Identify underutilized parking areas AND REDUCE PAVEMENT TO CREATE boost park/landscaping treatments in the that can become parks, community gardens, DYNAMIC PARKS BOTH LARGE AND SMALL. District to increase sustainability and comfort green infrastructure systems, or potential trailheads for Stearns Farm. Big Creek Watershed is a heavily urbanized Many areas of the District contain underutilized watershed with over 40% of the land surface pavement or landscaped medians with no Continuing to reduce the vast amount of parking designated as impervious. This leads to significant additional plants beyond grass/lawn. In an effort to located on site is a considerable step toward environmental and property damage through increase sustainability, comfort, and appearance, enhancing the areas openspace network. flooding, requiring maintenance and repairs to these areas should be planted with additional Renovating these areas into parks, community existing infrastructure. Reducing impervious trees and shrubs and redeveloped into alternative gardens, or more green infrastructure systems will surface and replacing it with trees, parks, uses that improve the ecosystem in the District. produce improvements that provide sustainable landscaping, and green infrastructure can help stormwater management along with additional boost the areas sustainability and overall aesthetic. community spaces.
Next Steps
• Inventory all underutilized or vacant greenspace and pavement that can be upgraded. • Complete a parking demand study (and code analysis) to identity actual demand, peak demand, ingress and egress flows, and underutilized spaces. • Identify best practices in parking management for downtown Districts and areas where (shared / public) parking management strategies could be implemented. • Hold workshops for property owners and other groups to highlight potential pavement removal solutions and benefits generated from parking redevelopment. • Research other screening methods to buffer the CEI sub-station and continue to engage land owners with additional hardscape and landscape options. • Partner with local artists or other groups who may assist in helping develop sculptures, murals and/or public art for screening walls, landmarks, or other features involved in creating a District gateway.
106 Goals & Actions ty uni Gar Landsca m de st pi m n o n Openspace Framework - Pavement Reductions o s o g C B
G r e e e n r I tu nfrastruc
C s o n m e m rd unity Ga Nearly 40% of the land surface has been made impervious, making Big Creek the most heavily urbanized watershed of any major tributary in the Cuyahoga River Basin
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 107107 VIII.iii - Utilize non-profit groups, Parma VIII.iv - Evaluate parking demand and residents, and property owners to promote examine the parking policy to improve collaborative hands-on pavement removal efficiency through shared parking options. to transform the site into parks, green infrastructure, or community gardens. VIII.v - Develop a Parking Management Strategy to reduce pavement and limit Many tools (grant funding, organizational support, building of new parking spaces. personnel, and technical guidance) are available to transform underutilized spaces. These tools can be VIII.vi - Encourage smaller parking facilities a valuable resource in renovating and improving and explore the possibility of adding public spaces that better reflect the community's current parking areas within the District and partner needs and visions. The City of Parma should enlist with owners/developers to add public parking groups such as Depave, Big Creek Connects, and to private developments. West Creek Conservancy to foster community engagement and build public/private partnerships Parking requirements and policy can excessive, with property and business owners in the area. and experts urge a shift away from minimum Building collaborative relationships will remove parking requirements. However, many additional excess parking and turn lots into equitable strategies can be applied to control parking supply. community spaces for education and recreation. When attending games at Byers Field, residents Making the area a greener, healthier, and more and visitors will park anywhere; this indicates sustainable District will mitigate its environmental however, that any available parking can serve impacts. the entire District for events. Zoning codes take a different approach and require parking for each individual parcel and/or business. This method does not tolerate ‘shared parking' or allow the needs of one business to ‘spillover’ into an adjacent lot. These site-specific requirements led to the excessive amount of pavement that can be seen in the Town Center area. A parking management strategy should reduce requirements, lower oversupply, and permit spillover into adjoining lots. Source: Depave.com
108 Goals & Actions VIII.vii - Modernize the power station buffer VIII.viii - Work in partnership with the City VIII.ix - Study the feasibility for the creation of to include green walls, decorative fencing, and the School Board to explore short-term a dog park and/or accommodation of dogs in and murals to create a landmark & gateway and long-term strategies for events at Byers any new or updated parks and openspaces. for Byers Field and the District. Field and explore adding amenities and improvements to the park area outside the Dog parks are one of the fastest growing features of city parks, they provide a place for dogs to play The 2004 Plan contained the following stadium. recommendation: off-leash in a controlled environment under the The former Parma High School site has potential supervision of their owners. Dog parks promote “The CEI substation could use additional aesthetic to be a significant openspace asset that can community, responsible pet ownership, the camouflaging to soften the appearance of this visually enforcement of dog-control laws, and give dogs a unattractive structure. In this location, it is highly visible support ongoing and future activities at Byers Field. Redeveloping the lawn as a meeting place place to exercise safely, thus reducing barking and to thousands of passing motorists each day. Replacing other problem behaviors. the chain link fence with strategic use of walls and for events before and after games would be a boost for Byers Field and the City. Secondly, landscaping could be used to reduce its visibility.” Develop a strategy and funding plan residents want to see Byers Field used all year VIII.x - Although landscaping has been incorporated into round with more family-friendly activities and for potential land acquisition for any new a screen/buffer, the chain link still remains, and events. A new park space could help facilitate this parks, greenspaces, or public parking areas, the substation continues to be a highly visible by providing a secondary location where activities along with operations and maintenance. and unpleasant feature in the landscape. Any could be staged. Additionally, larger events inside potential screen should be upgraded to include the stadium (concerts, movie nights) could use green walls, decorative walls, fencing, and murals this external space in a supporting role to provide to help create a distinct gateway and landmark for concessions and other features. The size and Byers Field, the District, and the City. Structures location of the space allows for creativity and and public art can create a uniqueness to the site flexibility in addition to connecting Parma with its that highlights its significance in the City and the history. region. Source: Sprocket Mural Works
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 109109 IX: FOCUS ON THE LONG-TERM IX.i - Continue to use Comprehensive ENVIRONMENTAL HEALTH AND Stormwater Management Plans and SUSTAINABILITY OF THE AREA explore new opportunities to expand sustainable practices like recycling, water Flooding is a major issue in the Big Creek harvesting, renewable energy, and low- Watershed due the increase of significant impact development strategies to help storms and the imperviousness of the area. Sustainable stormwater management strategies, prevent flooding and improve the Big Creek in conjunction with pavement renewal and natural Watershed. landscape restoration, can help alleviate this The City of Parma Zoning Code requires the problem for current and future residents. These development of a Comprehensive Stormwater methods help develop more diverse ecosystems, Management Plan to “illustrate the type, location, restore tree canopy coverage, and help reduce and dimensions of every structural and non- the costs of flooding and maintenance required structural storm water management practice in traditional stormwater systems. These methods incorporated into the site design, and the rationale enhance the ability of the natural environment to for their selection. The rationale must address protect rivers, streams, lakes, residents, and the how these storm water management practices City and its neighborhoods from excess pollution, will address flooding within the site as well as flooding, erosion, and property damage. flooding that may be caused by the development upstream and downstream of the site. The Next Steps rationale will also describe how the storm water • Evaluate Zoning Code and identify sustainable best management practices minimize impacts to the practices that could be included as part of ongoing physical, chemical, and biological characteristics Storm Water Management Plans. of on-site and downstream water resources • Study the Cuyahoga and West Creek Greenway and, if necessary, correct current degradation Plans, identify and highlight corridors and explore of water resources that is occurring or take partnerships for design, funding, and implementation. measures to prevent predictable degradation of • Identify vacant properties that could be included in water resources.” Procedures like these, along greenway trail plans or utilized as new openspace. with those required by local, state, and federal • Develop a realignment strategy for converting Delivery agencies will improve the quality of the Big Creek Drive into a new public street. Watershed. The City should expand upon these • Develop a scheme and funding plan for land requirements to include additional site design acquisition. Consider utilizing any proceeds from the disposal of City-owned parcels into land procurement. (Reducing parking, roadway, setback, & building • Identify all buried streams and culverts within the footprints) and installation practices (green roofs, District and any potential daylighting opportunities. porous pavement, & rainwater harvesting) that • Develop Citywide education program informing help reduce runoff and increase resiliency and residents of storm water issues, potential sustainable sustainability. solutions, benefits of new approaches, and ways they can get involved to help mitigate issues.
110 Goals & Actions VINE ST MENTOR AVE KIRTLAND RD KIRTLAND RD E.305TH ST LAKEFRONT GREENWAY E3 WILLOWICK DR RIVER ST LAKELAND FWY
EUCLID AVE N.MARGINAL RD
TRA
T I
Legend N L O LLOYD RD RFR WATE GRAND BLV EUCLID
RUSH RD LAKELAND BLV
CGW Frmk Detailed: Regional LLOYD RD SOM CENTER SOM RD E 260TH ST 260TH E IR-90
E 260TH ST 260TH E ROCKEFELLER RD MAPLE GROVE RD RegionType RIDGE RD EAGLE RD BABBITT RD IR-90 HOBART RD BISHOP RD
Existing Regional Trail RIVER RD
E2
Y A ST E.222ND Proposed Regional Trail W EN E Euclid R EUCLID AVE G N.LAKELAND BLV T N EUCLID SPUR O R EDDY RD F E K ST E.200TH A
Proposed Regional Bikeway L EUCLID-CHARDON RD E.185THST
RIVER RD E 222ND ST 222ND E
CGW Frmk Detailed: RouteType NOTTINGHAM RD CHARDON RD WHITE RD WHITE RD
V
IL
L
A WORRELLRD RouteType G CHARDON RD E P A CHAGRIN RIVER RD R K S.WATERLOO RD T R
A
I Existing Supporting Trail L BROOK LN
RAMP 1
E2 Y MINER RD Proposed Supporting Trail A LONDON RD W MULBERRY RD N Richmond Heights SOM CENTERRD E Highland Heights
Bratenahl E E.140TH ST GR ST E.152ND T ON HIGHLAND RD R EF K COIT RD IVANHOE RD A G E On-Street: Existing L R U E E C N L I ILE CR D G E C EDDY RD M R E R NE EE K BRINGHAM RD DR E.HILL NI N G E W R E
E 152ND ST 152ND E A Y E K LAKESHORE BLV EN W C WOODWORTH RD A O Y N N RICHMOND RD NORTH On-Street: Future COIT AVE RD TREBISKY E WILSON MILLS RD CT O BISHOP RD R COUNTY LINE RD MINERRD CONNECTOR Mayfield SE TRAIL MONTICELLO BLVD RPO SHAW AVE NOBLE ROAD PU WILSON MILLS RD L D STACY LN AL U N GW CGW Frmk Detailed: Project Type IO AY ANDERSON RD T VA B NOBLE RD BLUESTONE RD R R SHERMAN RD SE ST. CLAIR E O E O Gates Mills BENTBROOK DR R K TAYLOR RD T G ON R R E RIDGEBURY BLVD EF E East Cleveland NECTOR K H N N A E.105TH ST W RIDGEBURY BLV CO L A A R Y IN NetwrkFunc R R E 72ND ST South Euclid G I A N.ANSEL RDSO H C N - C D D H IL R L D A A FOREST HILLS BLV L G E R R I I D F F N B ORE HILLS BLVD - L Y Critical Regional Gap I ST E A VA KE E M R L W L ST CLAIR AVE A D RD LANDER E S.MARGINAL RD Y SUPERIOR RD Y HAYDEN AVE RD CENTER SOM C E 40TH ST O MAYFIELD RD Mayfield Heights N SUPERIOR E N OLD MILL RD E C T E.118TH ST O CUM R Important Regional Link ST 105TH E EUCLID AVE B Lyndhurst ACACIA MARSOL E LAKEFRONT GREENWAY E1 R L WADE PARK AVE A N Cleveland Heights CHERRYLN ST. CLAIR C D P ACACIA CONNECTOR E EAST BLVDFORD DR A CO R IA NNECTOR E C K A C A LAKE RD Key Supporting Route CAIN PARK CEDAR RD Y E 9TH ST A NE SUPERIOR MIDWAY NORTH 55TH E C N CTO G ST E.66TH A O R W R LAKESIDE AVE VD GATES MILLS BLV WOODCRESTLN
L C C WESTCHESTERTRL NE ST CLAIR W HOUGH AVE S B I A E ST E.71ST HT A CI ST IG CONNECTOR W A CHAGRIN RIVER RD R E C I E 12TH ST H A F PAYNE AVE E.9TH ST LID LANDERRD
CHESTER AVE COUNTYLINE RD EUC CGW Framework Detailed FULL CHESTER AVE W A A RAMW 3RD ST EUCLID AVE WEST S W.10TH ST HIN GTO CEDAR RD W 9TH ST STOKES BLV N B LV R Cleveland CEDAR AVE D WESCOT LN TO CARNEGIE AVE
C COVENTRYRD
NE BRAINARDRD ON W HURON RD PROSPECT AVE GATES MILLS BLV
LEAR RD C RK LA A ST E.79TH K Y P DO E T ND W O LAKE TRA University Heights
OPPORTUNITY CORRIDOR OPPORTUNITY I
E N SOUTH 55TH E L W TO R LA W E 22ND ST D K N QUINCY AVE E TO RA FAIRMOUNT BLV R T I CO 30TH ST LAKE L FAIRMOUNT RD NN J RD S.TAYLOR W 25THW ST EC G ES TO E.89THST WALKER RD T R N CAVES RD SH AIL (S KI PS OREW AYTR LAVIC WOODLAND AVE BUCKEYE RD CONNECTOR R CAHOON PARK LAKEFRONT GREENWAY W1 OO VILLA E K L GE TH AR ) U LARCHMERE BLV SH EDGEWATER P LORAIN CARNEGIE BRIDGE WOODHILL RD L AKER
BELLE AVE L FAIRMOUNT BLV IN A KES WHARTON RD OPPORTUNITY CORRIDOR CONNECTOR T PARK LAK R EFRON DETROIT AVE WEST A GATES MILLS BLVD BRADLEYRD WOLF RD T GREE M NWAY W W.7TH ST WOLF RD 2 BLVD BELVOIR S Hunting Valley Z BUCKEYE RD S PARK BL RD CENTER WARRENSVILLE ON DETROIT AVE W.65TH ST W.FRANKLIN BLV VD E R
BUNTS RD R EC O RE SHAKER MEDIAN TRAIL T DINES RD A LANDER RD BASSETT RD LAKE RD FRANKLIN BLV TION SHAKER MEDIAN TRAIL C W CLIFTON BLVD CEN SHAKER BLV E TER TO CUD AT LORAIN CYCLETRACK INNERBELT FWY VAN AKEN BLV N ELL RECRE ION SHAKER BLVD N RAMP B HILLIARD RD CE CLAGUE RD N O TE C MADISON AVE W MADISON AVE E W.110TH ST R Y Bay Village CO AIL E NN REDLINE H TR L MADISON AVE EC PAT L TO OW A R T V E.116THST S.WOODLAND RD LUKE EASTER PARK TRAIL Shaker Heights IN RAMP K R G A Pepper Pike H WOOSTER - STORY Lakewood TRAIN AVE BESSEMER AVE C
LANDER RD LANDER TRAPPERS TRL OLD OLD BRAINARD
BRADLEYRD CAHOON RD
HILLIARD BLV ST 65TH W Beachwood WAGAR RD BEREA RD CLARK AVE W.3RD ST PERSHING AVE
WEST BLVD SOUTH BLVD WEST KINSMAN RD IMAGINE DR / AVON CONNECTOR QUIGLEY ROAD HILL RD LEE NORTHWEST FWY E OUTERBELT FWY
Rocky River McKINLEY AVE Cleveland CHAGRIN BLVD CHAGRIN BLVD
CLAGUE RD TRISKETT RD W.73RD ST MORGANA RUN TR PINETREE RD 65TH ST A UNION RD
LORAIN CENTRAL W.84TH ST I HILLIARD BLVD L ST 93RD E CROCKER RD WARREN RD I-90 DETROIT RD MUNN RD W.139TH ST S WOODLAND RD S WOODLAND RD AVON RD FULTON RD W.44TH ST W.44TH Woodmere DOVER CENTER RD WOOSTER - STORY CHAGRIN BLV DENISON AVE W 25TH ST STEELYARD AETNA AVE FARRINGDON AVE SCOTTSDALE AVE
Westlake RICHMONDRD
FLEET AVE CHAGRIN BLVD
E.93RDST RD BRAINARD E.147TH ST E.147TH DETROIT RD RD NORTHFIELD RIVERSIDE DR
E.55TH ST E.55TH HARVARD RD (EAST) JAYCOX RD ISO
DEN N / HA I ST 116TH E T O ZOO LINK Chagrin Falls Township VA N LORAIN KAMMS THRUSHTO LORAIN CLINTON RD RV CRETE RD SLAVIC VILLAGE TLCI HARVARD AVENUE (CENTRAL) ER AL AR HARVARD RD (EAST) W.117TH W.117TH ST PENTON RD S L P W.140TH ST D HARVARD RD RE U L AL BR HARVARD AVE HARVARD RD H I L EST) T R V I NUE (W COY LN W.210TH ST R P C RA EK EY DG HARVARD AVE B U VE OS WP T CRE RO E RUSSELL RD RI E CIT OP ZOO LINK G U TE HARVARD AVE O CENTER RIDGE RD T Y L O I S WESTWOOD RD KY RA B FALLS RD C R O IL ARK R P O BRADLEYRD IAL Newburgh Heights Highland Hills T OR Orange C WASHINGTON PARKBLVD M E ME C N CHATFIELD AVE NS L O Moreland Hills N EV COLUMBIA RD A ER HENNINGER R N Fairview Park T T E E O V L H C F O A Y N MAIN ST JENNINGS FWY I T N E E W 140THW ST Linndale D MILES AVENUE L R L L T D A D MEMPHIS AVE Cuyahoga Heights O JACKSON RD V BELLAIRE RD G R IN HEMLOCK RD
A D SCHWARTZ RD CRESTON AVE R R MEMPHIS AVE F GRANT AVE I G
A ROOK E E.131STST WARNER RD L B D S.MILES RD H H C T H U EI
GREENRD EMERY RD O G CROCKER RD H W.150TH ST W.150TH S SEVILLE RD
SPRING RD T LANDER RD R S RD RICHMOND SOUTH BELLAIRE-PURITAS C E.143RD ST O G O WARRENSVILLECENTER RD BAIN CONNECTORPARK Brooklyn ECT AR N BELL RD NN FI N E.ORANGE ST CANTERBURY RD PURITAS RD E E JAYCOX RD C Warrensville Heights CO L RAMP NE S MAIN STChagrin Falls DOVER CENTER RD Y D OR T DE B CT O OHIO AVE K A O E R IG CRE OKSI ULEVARD CON N IN W B EK TO BR O NAGLE RD L N D FULTON RD FULTON R
W.220TH ST N E TIEDEMAN RD BIDDULPH RD CRACKE WASHINGTON ST PORTER RD E MC North Randall R MCCRACKEN RD LINK
G KERRUISH PARK E.49TH ST BRADLEYRD KEN RD LINK MILES RD WEST D SCHAAF RD AC MILES RD WEST A E.71ST ST CR O Garfield Heights MC R MILES RD EAST OBER LN GRAYTON RD ITH RAMP G-2 ROCKY RIVER DR SM Cleveland INDUSTRIAL PKW PEARL RD NORTH MCCRACKEN RD MEUTI DR Bedford Heights Y LORAIN FAIRVIEW MASTICK RD
A BYPASS I-480 W GRANGER RD TH PURPOSE TRAIL AURORA RD A LL RIDGE RD BROOKPARK RD EAST P North Olmsted A BROOK PARK TO CLEVELAND CONNECTOR BROOKPARK RD WEST N RAMP N IO GREAT NORTHERN TO BRADLEY WOODS CONNECTOR HARPER RD O T LIBBY RD ESERVATION ALL PURPOSE TRA CH I C A N R IL A T BROOKPARK RD GRANGER RD I FRANKLINST O V Maple Heights AGR G MILLS RD A R SOUTH CH R RV U E Brooklyn Heights WARNER RD IN CHAGRIN RD
D E N S RD LEE R R S T COUNTRY CLUB BLVD E IV E R R E
E R Y KENT ST G S C R R D D LU LVD E T R I O B B V GH S Bentleyville D I AIRPORT FWY EI R O R H T C R W Y LE O CANNON RD O E Y K AP B N T LE C M ED N N D O F E E A R O CANNON RD CANNON RD C C R ST54TH W R T / B D O PENNY LN 3 C R 1 ON 1 B Brook Park SENATOR JOHN GLENN HWY N E UTT IX.ii - Exploit the Cuyahoga and West IX.iii - Acquire and convert vacant parking or IX.iv - Explore the realignment of Delivery E CHAGRIN RIVER RD RT LORAIN NORTH OLMSTED Y ERN C
E W UT R TO T BARTLETTRD F I D GE RD Creek Greenway PlansCHEVROLET BLV running through the greenspaces (i.e. area behind former Giant Drive and conversion to a new public street, R TA TH SNOW SNOW / ROCKSIDE S OU CEDAR POINT RD S COLUMBIA RD District as a means of expanding theHAUSERMAN RD area's Eagle) adjacent to this network into greenway improvingSNOW the RD planned Greenway corridor T RICHMONDRD BAINBRIDGE RD BARTON RD EL ROCKSIDE COUNTRY LN B greenspace and long-term sustainability by connections, sustainable stormwater by providing more space for trailsBROADVIEW N and other COLUMBUS RD ER RUPLE RD UT O integrating the District into the larger, regional management systems, or public parks. greenspace/stormwater amenities. LOOKOUT DR
AIRPORT FWY openspace network. VIADUCT RD CENTER Cuyahoga Greenways - Draft Master Plan D R MPH RD O O TERD ORTH N LIBERTY CRDT UTH ST W.54TH OV NE LEAR NAGLE RD AN Bedford US-422 ON EK CO P S C STU RE NNE DRAFT STA A COLUMBUS ST LL C C C TOR W A RK SOLON TO CHAGRIN FA ABR A M EST BRA ROCKSIDE RD T E M C O N REEK PEARL RD SO CONN ACKLEY RD BE TURNEY RD T JOHN RD EET E BRECKSVILLE RD D E C R 480 WEST EXTENSION TR T FO S OR R R T RIDGEWOOD RD D D GEAUGA LAKE PKW N Parma R RICHMONDRD US-422 E V
LORAIN RD O SMITH ROAD GREENWAY S LEWIS RD E I R R A F V IL A D BAINBRIDGE RD SHELDON RD A RIDGE RD T U SOLON RD FITCH RD R STONE RD I T O HEIGHTS MAPLE -RD DUNHAM CT BARRETT RD SE N RESERV PO C BEDFORD ATION ALL P Solon R O URP SR-10 U LE CANAL RD N OSE TR P W RIDGEWOOD DR D A N AI MACKENZIE RD L MA L AL PAR CHESTNUT RD E G ON CT BROADWAY AVE A R ENGLE RD I RIDGEWOOD RD E OZ E AT L Valley View O FIELDS RD BAINBRIDGE RD R EN V A R G W ER D COOK RD NOBOTTOM RD U ES A LO A K R FWY WILLOW I-480 Y EE DAY DRIVE LYNETT C M CR O P AR HEMLOCK TRAIL G N BI Parma Heights M N Seven Hills LORAIN RD I E LL COLUMBIA RD Y ST R C L VINE ST MENTOR AVE KIRTLAND RD W R SMITH RD O T I KIRTLAND RD K STEARNS RD E A Middleburg Heights O E.305TH ST T A M LAKEFRONT GREENWAY E3 P C WILLOWICK DR R E R R RIVER ST U N LAKELAND FWY GE N ON T GO R GL SOLON HEADWATERS TRAIL CONNECTOR C C STERNS HOMES N EUCLID AVE T U E O A EA N.MARGINAL RD N
BROADVIEW CENTRAL BROADVIEW OAKWOOD LOOP R D A N T W
M R T I
Legend N L PKWYLINKHAWTHORNE T FRO LLOYD RD R ER R WAT GRAND BLV GLENSIDE LN D N A A EUCLI I FRONT STREETFRONT S IL RUSH RD EC - P ' EGBERT RD FORBES RD L ST LAKELAND BLV L WE R LLOYD RD
T ONNECTOR TRI-C CGW Frmk Detailed: Regional O COCHRAN RD SOM CENTER SOM RD C E ST 260TH E BRONSON RD O IR-90 D W
Berea ST 260TH E R VINE ST ROCKEFELLER RD R BAGLEY PARKWAY CONNECTOR A MENTOR AVE KIRTLAND RD K AURORA RD BAGLEY WEST N RIDGE RD MAPLE GROVE RD E RegionType KIRTLAND RD EAGLE RD E BABBITT RD IR-90 R T M DENTZLER RD N E.305TH ST HOBART RD C I LAKEFRONT GREENWAY E3 BISHOP RD S W.OAKLEAFRD I JACKSON RD R WILLOWICK DR RIVER ST N SR-10 Existing Regional Trail RIVER RD R K LAKELAND FWY E A S NK K E2 I Y SOLON GREENWAY
P A ST E.222ND E Proposed Regional Trail W T EN E Euclid EUCLID AVE R EUCLID AVE - R G N.LAKELAND BLV DUNHAM RD T N EUCLID SPUR O Oakwood N.MARGINALR RD EDDY RD ' F
E E.200TH ST E.200TH
T S K TRA A L T I
Legend N L Proposed Regional Bikeway O LLOYD RD RFR C LORAIN RD E EUCLID-CHARDON RD S Independence BAGLEY RD T WA GRAND BLV EUCLID HILLSIDE RD E.185THST R O SOLON RUSH RD E RIVER RD Olmsted Township ST 222ND E E T A LLOYD RD LAKELAND BLV E
B CGW Frmk Detailed: Regional NORTHFIELDRD L CGW Frmk Detailed: RouteType NOTTINGHAM RD
W
DW CENTER SOM RD E 260TH ST 260TH E K CHARDON RD IR-90 W IN WHITE RD WHITE RD E 260TH ST 260TH E ROCKEFELLER RD
V C
C IL O
R L PETTIBONE RD MAPLE GROVE RD A E - WEST CREEK TO ELMWOOD RIDGE RD WORRELLRD E RegionType RouteType G B K EAGLE RD E L BABBITT RD CHARDON RD R I O G IR-90 P SKYLINE DR NORMANDY CONNECTOR A CHAGRIN RIVER RD T R R HOBART RD C I E K L E S.WATERLOO RD T E VINE ST MENTOR AVE BISHOP RD G N KIRTLAND RD R I R N A BROADWAY AVE I
W L HENRY ST N Existing Regional Trail Existing Supporting Trail RIVER RD W KIRTLAND RD
O T STEARNS RDSTEARNS C C C BROOK LN N O S A RAMP 1 UN D PLEASANT VALLEY WEST E.305TH ST LE N R LAKEFRONT GREENWAY E3 2 G E U Y Y WILLOWICK DR 2 O A ST E.222ND RIVER ST E T W MINER RD PETTIBONE RD Y GR Proposed Regional Trail Proposed Supporting Trail A Y R E EN LONDON RD AI E EuclidLAKELAND FWY W MULBERRY RD R F N SOM CENTERRD EUCLID AVE Richmond Heights G Highland Heights N.LAKELAND BLV E Bratenahl E
T E.140TH ST
E ST E.152ND R N G EUCLID SPUR O T R N EDDY RD HIGHLAND RD F O E R
K ST E.200TH F PLEASANT VALLEYK EAST E COIT RD IVANHOE RD A K PLEASANT VALLEY RD G E L A Proposed Regional Bikeway On-Street: Existing L R U E EUCLID AVE E C N L EUCLID-CHARDON RD
I Walton Hills RD OAKWOOD RICHMOND L ILE CR D
G E C E.185THST EDDY RD M R E R SCHADY RD E E K DR E.HILL N E BRINGHAM RD N.MARGINAL RD NI N G E W R E A ST 152ND E A E LAKESHORE BLV Y E K RIVER RD E 222ND ST 222ND E N W C TRA WOODWORTH RD O A N T I Y N L Legend RICHMOND RD NORTH O N I-80 R LLOYD RD COIT AVE RD TREBISKY Glenwillow K On-Street: Future F ER E WILSON MILLS RD WAT GRAND BLV CT CGW Frmk Detailed: RouteType BISHOP RD ID EUCL NOTTINGHAM RD O
LINDBERGH BLV COUNTY LINE RD R E CHARDON RD MINERRD CONNECTOR Mayfield USHER RD IDOR RUSH RD SE TRAIL WHITE RD MONTICELLO BLVD RPO SHAW AVE WHITENOBLE RD ROAD PU V WILSON MILLS RD
T IL LAKELAND BLV LL D STACY LN LLOYD RD A U L
A ALEXANDER RD N GW CGW Frmk Detailed: Regional WORRELLRD RouteType IO A G ANDERSON RD CGW Frmk Detailed: Project Type Y T O E
A CENTER SOM RD B GLENWILLOW E 260TH ST 260TH E NOBLE RD BLUESTONE RD V CHARDON RDR R P SHERMAN RD ALEXANDER RD E ST. CLAIR E O S IR-90 A CHAGRIN RIVER RD E O BENTBROOK DR R TAYLOR RD R Gates Mills LANE N-14 T K K E 260TH ST 260TH E ROCKEFELLER RD N G L S.WATERLOO RD O R T FR E R RIDGEBURY BLVD TOR E EN East Cleveland A NEC K H I N
FOWLES RD E.105TH ST W A L RIDGEBURY BLV O MAPLE GROVEA RD C Existing Supporting Trail RIDGE RDL AY N A RegionType R I NetwrkFunc R EAGLE RD R E 72ND ST South Euclid I G BABBITT RD SO BROOK LN A IR-90 N.ANSEL RD H RAMP 1 C K N - ALEXANDER RD HOBART RD C D D H IL R BISHOP RD L D A A FOREST HILLS BLV L G E R E 2 R I I E N D FO S BLVD MINER RD F Existing Regional Trail Y RIVER RD R Y B E ST HILL - LE VA Proposed Supporting Trail Critical Regional Gap A I A LONDON RD KE E M W W R MULBERRY RD L L N SOM CENTERRD RichmondA Heights Highland HeightsD RD LANDER E T E ST CLAIR AVE S.MARGINAL RD Y SUPERIOR RD Y Bratenahl E RD CENTER SOM HAYDEN AVE E.140TH ST C GR ST E.152ND T E 40TH ST MAYFIELD RD O R 2 N HIGHLAND RD Mayfield Heights N OLD MILL RD E O SUPERIOR E N Y R E
A ST E.222ND C EF T W K COIT RD IVANHOE RD E.118TH ST O Proposed Regional Trail A G E CUM R U EN L R ST 105TH E EUCLID AVE Lyndhurst ACACIA MARSOL On-Street: Existing Important Regional Link E B A Euclid E C R E E EUCLID AVE LAKEFRONT GREENWAY E1 N L R G N.LAKELAND BLV I C D L T ILE R WADE PARK AVE A
G E C N CHERRYLN N EDDY RD EUCLID SPUR M R E R
E K Cleveland Heights DR E.HILL I O NE E D BRINGHAM RD ST. CLAIR C NI N G E R EDDY RD W R E P F ST 152ND E A LAKESHORE BLV Y E K A ACACIA CONNECTOR E E
E.200TH ST E.200TH E EAST BLVDFORD DR C L N R A ONNECTOR E C I FOWLES RD K W C A WOODWORTH RD O K A L A N DEPOT RD AARON LN Y C Proposed Regional Bikeway RICHMOND RD NORTH N A On-Street: Future Key Supporting Route COIT AVE RD TREBISKY CAIN PARK LAKE RD E EUCLID-CHARDON RD WILSON MILLS RD CEDAR RD Y E 9TH ST CT A NE
SUPERIOR MIDWAY NORTH 55TH E C N CTO E.66TH ST E.66TH R G BISHOP RD A O W R LAKESIDE AVE VD GATES MILLS BLV WOODCRESTLN E O L C C WESTCHESTERTRL E.185THST ST CLAIR W B
N HOUGH AVE S I A COUNTY LINE RD COLUMBIA RD ST E.71ST R E HT MINERRD CONNECTOR A CI T Mayfield C R CHAGRIN RIVER RD S IG ONNECTO W A R E C I E 12TH ST RIVER RD H A E 222ND ST 222ND E MONTICELLO BLVD TRAIL F PAYNE AVE SPRAGUE UTILITY CORR SE D LANDERRD RPO SHAWE.9TH ST AVE NOBLE ROAD LI
CHESTER AVE C COUNTYLINE RD PU EU WILSON MILLS RD PROSPECT ST L D STACY LN CGW Framework Detailed FULL AL U CHESTER AVE W G A CGW Frmk Detailed: RouteType N W A RAMW 3RD ST EUCLID AVE WEST S CGW Frmk Detailed: Project Type NOTTINGHAM RDIO W.10THA Y ST ANDERSON RD HI T N VA B NOBLE RD BLUESTONE RD GTO CEDAR RD R CHARDON RD RW 9TH ST STOKES BLV N SHERMAN RD SE ST. CLAIR E O BL E O Cleveland VD Gates Mills BENTBROOK DR R K WHITE RD TAYLOR RD WESCOT LN T OR G WHITE RD CEDAR AVE
N T R CARNEGIE AVE O COVENTRYRD C V T R E RIDGEBURY BLVD R BRAINARDRD F NE IL O I E E ECT N N East Cleveland K NW HURON RD PROSPECT AVE N GATES MILLS BLV H O L N E.105TH ST K W LEAR RD A C O A RIDGEBURY BLV E
A A C L WORRELLRD
K Y G N R W.130TH W.130TH ST SPRAGUE UTILITY CORRIDOR RouteType R I R LA
R ST E.79TH R A E S NetwrkFunc K
E 72ND ST SAGMORE CONNECTOR P D South Euclid G I Y CHARDON RD E T A SO O P O University Heights C N.ANSEL RD D W LAKE T H N A CHAGRIN RIVER RD RA
OPPORTUNITY CORRIDOR OPPORTUNITY I
E N SOUTH 55TH E L C MACEDONIA RD R N W TO R R LA - D W E 22ND ST K D KE D C FAIRMOUNT BLV E N QUINCY AVE H S.WATERLOO RD I T TO RA R R T I SHARP RD Olmsted Falls L C 30TH ST LAKE L A FAIRMOUNT RD O R L RD S.TAYLOR D N J G E A N FOREST HILLS BLV A L W 25THW ST E E R C I G I I R ES E.89THST L K D F TO F N Existing Supporting Trail WALKER RD T OR LS BLRVD - L N Y CAVES RD B L E S HIL I VA Critical Regional Gap I SHO AI T (S E K A PS KE REW AYTR LAVE IC WOODLAND AVE BUCKEYE RD CONNECTOR R M CAHOON PARK LAKEFRONT GREENWAY W1 OO W R VILL E BROOK LN L L A H L G RD LANDER K A D E T LARCHMERE BLV E 111111 RAMP 1 ST CLAIR AVE R Y ) S.MARGINAL RD G A SUPERIOR RD U SH Y PARMA TOWN CENTER - STRATEGIC MASTER PLAN D E P L A RD CENTER SOM T K E WATER LORAIN CARNEGIEHAYDEN AVE BRIDGE WOODHILL RD ER C BELLE AVE LA FAIRMOUNT BLV E 40TH ST IN KES PAR O WHARTON RD OPPORTUNITY CORRIDOR CONNECTOR T MAYFIELD RD MayfieldK Heights N R SAGAMORE RD OLD MILL RD LAK SUPERIOR E N A GATES MILLS BLVD R EFRON 2 DETROIT AVE WEST E BRADLEYRD C WOLF RD T G E M R MINER RD T EENW Y E.118TH ST O AY W A W.7TH ST U R Proposed Supporting Trail 2 C M BLVD BELVOIR S Hunting Valley WOLF RD LONDON RD ST 105TH E EUCLID AVE ACACIA MARSOL Important Regional Link B Lyndhurst RD CENTER WARRENSVILLE W E BUCKEYE RD MULBERRY RD PARK B N Z SOM CENTERRD S L A LAKEFRONT GREENWAY E1 ON DETROIT AVE W.65TH ST W.FRANKLINRichmond BLV Heights R VD Highland Heights R E E L Bratenahl E BUNTS RD RE A E.140TH ST C WADE PARK AVE O
R ST E.152ND R N SHAKER MEDIAN TRAIL E CHERRYLN T DINES RD LAKE ST G A LANDER RD SPRAGUE RD BASSETT RD T Cleveland Heights SHAKER MEDIAN TRAIL I D C LAKE ST LAKE RD T FRANKLIN BLV ON W CLIFTON BLVD ST. CLAIR C CE SHAKER BLV E I N NT LORAIN CYCLETRACK HIGHLAND RD P O ER TO CUDELL RECREATI INNERBELT FWY VAN AKEN BLV N ON A ACACIA CONNECTOR E SHAKER BLVD N RAMP B R HILLIARD RD CE EAST BLVDFORD DR CON CLAGUE RD F R A NECTOR E O L E IVANHOE RD NT I C K COIT RD W.110TH ST ER K C A MADISON AVE W MADISON AVE E G E C A Y Bay Village R U O AIL C E On-Street: Existing L N TR L E N REDLINE H A Key Supporting Route MADISON AVEE C EC PAT L GLEN MEADOW TRAIL L T CAIN PARK LAKE RD N O TOW CEDAR RD A Y E 9TH ST I R A NE V
SUPERIOR MIDWAY NORTH 55TH E C D C N CTO E.66TH ST E.66TH R G R A O E.116THST W R LAKESIDE AVE ILE VD GATES MILLS BLV S.WOODLAND RD WOODCRESTLN E ST CLAIR W G E C BL C C Shaker Heights WESTCHESTERTRL IN EDDY RD M R EHOUGH AVE LUKEI EASTER PARK TRAIL
N R S A E.71ST ST E.71ST SPRAGUE RD E E E K T A I DR E.HILL R SPRAGUE RD RAMP K N E BRINGHAM RD I E H C T N N G G CONNECTOR W CHAGRIN RIVER RD G S W R E I A
E 152ND ST 152ND E A A R E K E C LAKESHORE BLV I E 12TH ST Y A E H Pepper Pike H WOOSTER - STORY LakewoodF PAYNE AVE N C E.9TH ST W ID LANDERRD C WOODWORTH RD O L BESSEMER AVE A CHESTERTRAIN AVE AVE C COUNTYLINE RD N U RD LANDER TRAPPERS TRL
Y OLD BRAINARD
BRADLEYRD CAHOON RD RICHMOND RD NORTH E
HILLIARD BLV ST 65TH W Beachwood N
COIT AVE RD TREBISKY On-Street: Future WAGAR RD PERSHING AVE W.3RD ST W WILSON MILLS RD CGW Framework Detailed FULL CHESTER AVEBEREA RD E CLARK AVE A RAMW 3RD ST CT A EUCLID AVE WEST BISHOP RD S W.10TH ST SOUTH BLVD WEST O HIN KINSMAN RD
R G COUNTY LINE RD LEE RD LEE MINERRD CONNECTOR TO CEDAR RD IMAGINE DR / AVON CONNECTOR W 9TH ST STOKES BLV QUIGLEY ROAD HILL N B Mayfield NORTHWEST FWY LV E OUTERBELT FWY
Rocky River McKINLEY AVE OSE TRAIL R SHAW AVE Cleveland CEDAR AVE MONTICELLO BLVD Cleveland D CHAGRIN BLVD WESCOT LN
RP TO CARNEGIENOBLE AVE ROAD CHAGRIN BLVD U COVENTRYRD
CLAGUE RD C TRISKETT RD WILSON MILLS RD P BRAINARDRD L NE D W.73RD ST MORGANA RUN TR STACY LN PINETREE RD L N W HURON RD 65TH ST A UNION RD GATES MILLS BLV O U PROSPECT AVE LORAIN CENTRAL W.84TH ST I
A L ST 93RD E LEAR RD C G HILLIARD BLVD N K W CROCKER RD O A WARREN RD CGW Frmk Detailed: Project Type I-90 I R Y W.139TH ST ANDERSON LARD S WOODLAND RD S WOODLAND RD DETROIT RD T AVON RD A A MUNN RD B ST E.79TH FULTON RD K V P D NOBLE RD BLUESTONE RD ST W.44TH E R Y R O T O SHERMAN RD Woodmere DOVER CENTER RD University Heights E WOOSTER - STORY ST. CLAIR END O W LAKE TRA CHAGRIN BLV
S CORRIDOR OPPORTUNITY I
E 55TH SOUTH 55TH E L E E O N BENTBROOK DR STEELYARD R W 25TH ST Gates Mills R W K TO TAYLOR RD DENISON AVE LA AETNA AVE T W E 22ND ST D K N G N QUINCY AVE E TO RA FAIRMOUNT BLV O R R T I SCOTTSDALE AVE
CO 30TH ST LAKE L FARRINGDON AVE FAIRMOUNT RD R RD S.TAYLOR F EE N J RIDGEBURY BLVD CTOR E N E RICHMONDRD Westlake W 25THW ST N East Cleveland N K H E N E.105TH ST C G A ES W T E.89THST RIDGEBURY BLV O A O C WALKER RD L T AY R IN FLEET AVE N CAVES RD CHAGRIN BLVD R S IL ( K I R HO RA SL R NetwrkFunc S RE T A BUCKEYE RD CONNECTOR E.93RDST RD BRAINARD R E 72ND ST P W AY VIC WOODLAND AVE South Euclid G CAHOON PARK LAKEFRONT GREENWAY W1 O I VILL E ST E.147TH DETROIT RD LO SO A H A RD NORTHFIELD K N.ANSEL RD RIVERSIDE DR GE T LARCHMERE BLV H
R ) ST E.55TH C HARVARD RD (EAST) JAYCOX RD A U SH EDGEWATER P N LORAIN CARNEGIE BRIDGE WOODHILL RD L NISON AKER - BELLE AVE / L FAIRMOUNT BLV
MEDINA FWY D IN DE HA A KE D C I ST 116TH E T O ZOO LINK S H WHARTON RD Chagrin Falls Township A NI THRUSHTO LORAIN R PAR SLAVIC VILLAGER TLCI V L A LORAIN KAMMS OPPORTUNITY CORRIDOR CONNECTOR CLINTON RD T V K CRETE RD A HARVARD AVENUE (CENTRAL) HARVARD RD (EAST) L ER L L R AR D G A FOREST W.117TH ST HILLS BLV L PENTON RD K L W.140TH ST D E DETROIT AVE WEST S A P A R GATES MILLS BLVD HARVARD RD FRON E B E HARVARD RD H BRADLEYRD R R U L AL R I I HARVARD AVE WOLF RD T I M L EST) N T G D R V I NUE (W F COY LN REE W.210TH ST R P FO S BLVD C RA EK EY DG HARVARD AVE NW E B O RE HILL - L BWP E R Y U AY W V I S W.7TH STST E T CR O E A VA RUSSELL RD Critical Regional Gap I P ZOO LINK BLVD BELVOIR S Hunting Valley O
WOLF RD 2 R K E E CIT O G U TE HARVARD AVE WARRENSVILLE CENTER RD CENTER WARRENSVILLE M PARKWOOD DR CENTER RIDGE RD E T Y O I L S WESTWOOD RD Y W R R L BUCKEYE RD B R FALLS RD K A S PA K B L Z RD LANDER L O C W.65TH ST W.FRANKLIN BLV D V R N DETROIT AVE A I K D E WALLINGS RD R ST CLAIR AVE O Y L R S.MARGINAL RDE SUPERIOR RD A MILL RD Y O BUNTS RD R P R RD CENTER SOM
BRADLEYRD E HAYDEN AVE L T CR IA Newburgh Heights C SHAKER MEDIAN TRAIL Highland HillsO E R T DINES RD C O LANDER RD Orange E 40TH ST A WASHINGTON PARKBLVD O BASSETT RD T SHAKER MEDIAN TRAIL LAKE RD FRANKLIN BLV ION EM MAYFIELD RD C C E W CLIFTON BLVD CE M Mayfield Heights N SHAKER BLV N E NTE SUPERIOR E LORAINCHATFIELD CYCLETRACK AVE NS VAN AKEN BLV L OLD MILL RD N N R TO CUD AT INNERBELT FWY EV N O Moreland Hills COLUMBIA RD ELL RECRE I A ON ER HENNINGER SHAKER BLVD E R N N RAMP B Fairview Park C T HILLIARD RD E C T CLAGUE RD N E E T O O TE E.118TH ST V L O H C C MADISON AVE W W.110TH ST R F MADISON AVE E C CU O A R Y N MAIN ST O L M I Y Bay Village ST 105TH E EUCLID AVE AI JENNINGS FWY E N TR B T Lyndhurst ACACIA MARSOL N E L E Important Regional Link 140THW ST N REDLINE H Linndale D MILES AVENUE L MADISON AVE E T E L L L CT PA R LAKEFRONT GREENWAY E1 O TOW R T D A JACKSON RD A R L D MEMPHIS AVE Cuyahoga Heights O V V BELLAIRE RD R WADE PARK AVE A E.116THST G IN HEMLOCK RD
S.WOODLAND RD D SCHWARTZ RD N CRESTON AVE A N Cleveland Heights LUKE EASTER PARK TRAIL Shaker Heights R CHERRYLN I R COBBLESTONE TRL D MEMPHIS AVE F RAMP K ST. CLAIR C GRANT AVE I R G G A
P ROOK E E.131STST WARNER RD L A A B ACACIA CONNECTOR E D S.MILES RD H EAST BLVDFORD DR A CONN Pepper Pike H C WOOSTER - STORY Lakewood R E H I ECTOR H C K T C TRAIN AVE BESSEMERU AVE A E
I RD LANDER C G GREENRD EMERY RD TRAPPERS TRL O OLD BRAINARD
BRADLEYRD CAHOON RD CROCKER RD HILLIARD BLV ST 65TH W Beachwood H W.150TH ST W.150TH S A SEVILLE RD
WAGAR RD Key Supporting Route PERSHINGCAIN PARK AVE SPRING RD T LANDER RD BEREA RD CLARK AVE W.3RD ST R S CEDAR RD RD RICHMOND SOUTH
LAKE RD E.143RD ST
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STANTON RD 90 IX.v - Use potential realignment of Delivery IX.vi - Identify necessary land and grant Before Drive to explore restoration of existing funding to available to develop a long-term drainage systems back to natural stream stream daylighting strategy that restores 90 rn areas to help prevent flooding, creating a culverted streams under vacant lands back to he ut o S more resilient Big Creek Watershed and their natural state. 90 lk o 42 71 rf o Den N
stronger connections to Stearns Farm, and n d i r so h e v n t e W A l v As shopping, living, and development patternsin h e a B L t . p Sachsenheim u Variety 1 t the Regional Greenway Plans. d w
o 0 s e Theater e Hall o
S 5 change, the demand for existing commercial R and T k th W A l T o W R f e S r v he A t residential buildings can diminish, leaving areas W.117th St el The current alignment of Delivery Drive only serves o in in ra R g N o & L L i Police a d r W Halloran Rd ke e g vacant and unoccupied.iv Similar to vacant parking W Ray’s MTB Firing E C Jefferson . Park n r to expand the parking lots outside of Target and e R . ie Brooklyn Centre u 1 B o r Range y y Indoor Bike Park t
R R Park 3 a k n n Historic District a c i i John West 0 l D v h c d lots, these areas ocan become locations for new C e e o Kamm’s t h n Lowes. Creating a new alignment and dedication of R is r g House on h B Ave d CSXT a
West Park Plaza i
S g
t n parks, landscaping, and stormwater features, C Brookside a public street through this area would eliminate Cemetery Cleveland Alger r a . Reservation Pearl Road Rocky River Cemetery ig Cr Metroparks T W l Lynndale B ee Bridge ow excess parking and expand the landscape buffer rather than blighted spaces in otherwise thriving k pa Reservation Zoo k
. t Oxbow Estabrook e h 1 e Peace B e 5 r
After Nat. Area Recreation Ctr. ig d neighborhoods. Some of these sites0 may provide Brookmere Cem. C between the District's commercial and residential v Memorial Creek R th Memphis C y Big Creek Brooklyn y a Kiddie Jeremiah Gates Hse. e w d
S d watershed restoration opportunities in the forme R Reservation Rec. Center l l ea
t Park neighbors. In addition, this could provide an e l Tr l ir Brooklyn Memphis Ave e MetroHealth (South) VA a American k Harmody of ‘stream daylighting’. During periods71 of rapid l d ee South Brooklyn opportunity to restore the existing drainage l R r Memorial Park e Greetings C Brooklyn d v B n S Commercial C ig t Park R a ic Hist. Soc. Mus. B k His. Dist.
growth many small streams – which provide m ne n e ditch originating from Stearns Farm back into a T e h y Brooklyn Our Lady of C o Puritas Ave d c r t
X e B e n e Good Counsel 176 S i a k Acres l r l r
numerous watershed benefitst – were buried usingC C T Biddulph u Church B o k he . naturalized stream channel. Unstable streams S F e v E y a e Puritas Plaza h B Biddulph Ave a d t r r d Wetlands . R v sewer pipes. Several areas0 in Parma haveC buried B
or channelized ditches intensify stream flows, 6 i e i g g e 1 i Brooklyn t C w . n B Plain Dealer a r . t . streams/drainage channelsW including oner location R Dist. Ctr. d S scour vegetation, increase erosion, destabilize B Industrial Ridge Park R d . l r d Pkwy W Square a stream banks, and threaten biological function. within the District. When these lands become Key Bank Cascade e Op. Ctr. Crossings P 480 Successful stream restoration or enhancement is vacant it will be beneficial to both the community Wal-Mart/ Norfolk Southern 480 park Rd rk Rd Sam’s Club Brook a multi-faceted strategy that protects the health and the environment toB pursuerookpa a stream daylighting 17 n C er h Walters strategy, as opposedd to standardh redevelopment e
and sustainability of receiving water bodies (i.e. t G.M. v Grove R
u d Big Creek o C r Parma’s Birthplace e Park
o R Chevy Plant o S
l k l Reservation Marker l l practices. Stream daylighting exposes some n g l e Holy Cross k
Big Creek) by creating a fully functional stream and e o d a e n e f a t r r m Evergreen E Cemetery B C 237 o B r t or all of a previously buried river,r stream, or Lake s N e . l riparian area that maintains a diverse vegetated e B
Ford v Hummel Rd s W i u g GrafTech d
Plant a
stormwater drainage system. DaylightingC exists Int’l. H buffer that naturally conveys water while filtering n r Snow Rd r . e h w Rd in severalt forms including:Sno Natural restorationKaiser Permanente Parma pollutants and stabilizing stream banks. These u Twin Theater o R t Parma Med. Ctr.
S e S Lakes k s – restoring a stream to natural conditions, and/ Rd h e S h y
restoration projects can help reduce flooding BrookW p r
t ol t v w Islamic Center a f m 0
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r k Parma t u 5 1 of Cleveland ir o P e
or Cultural restoration – celebration of a buried R t 291 3 Reservoir 1 while creating areas for public access and park/ C Parma . S k
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t (enclosed) e e d
W r Big Creek g
h e T k
stream to inform the public of the historic stream e X C landscape expansion. Further strengthening the S
Reservation
S g R t i 71 C Kurtz B Cassidy Theatre d path, although the stream remains buried. Stream Veterans Districts connection to Stearns Farm and the Park First Rural Brick Road Marker Memorial daylighting provides numerous benefits through Park West Creek larger regional openspace network. Ridgewood Municipal Reservation both water quality and community open space Ridgewood Golf Course d Lake l R r ar od D improvements making the area more sustainable Pe Parmatown West Ridgewo Robert W. Henry House No Mall and resilient to flooding. rth Church Parma Community General Hospital Middleburg Parma Dr Day Dr W E e . s B Stearns t
r C . B Homestead
Heights r
i Source: Big Creek Connects . Heights Y g
ork Rd C
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e Nathan Hale e 42 k 3 Park Cuyahoga 94 112 Community Royalview Goals & Actions James Day College Park (Nike) Park (W. Campus) Pleasant Valley Rd
Snake Hill Area Legend Shiva-Vishnu gue Rd Temple ra Extent of Big Creek Watershed Sp
Rivers and Streams Bunker Rd John M. Annis North House
S
t
a Streams in culverts Big t Royalton ch e n ra R B ek d . re E C Trails (Existing)
R
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71 Openspace Framework - Stream Restoration
Nearly 40% of the land surface has been made impervious, making Big Creek the most heavily urbanized watershed of any major tributary in the Cuyahoga River Basin
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 113113 DEVELOPMENT FRAMEWORK
X: MAKE THE DISTRICT A TWENTY-FOUR- X.i - Promote more efficient and dynamic X.iii - Explore Partnerships with local HOUR DESTINATION, ONE THAT OFFERS land uses by amending current zoning businesses, landowners, and future DIVERSE MIXED-USE DEVELOPMENTS FOR map and code sections to allow increased developers on key property improvements RESIDENTS TO LIVE, WORK, AND PLAY. residential opportunities of varying styles such as trails and openspace that will help and costs. Creating a vibrant mixed-use area advance the implementation of key priority The Development Framework aims to make the (Residential, Commercial, Office) that meets projects. District an attractive place to live, visit, and do the needs of all current and future residents business. New development should be of a mixed- and generates daytime to nighttime activity. The redevelopment of any struggling District use nature to support this vision and develop a relies on public/private partnerships (PPP) and destination that is active, vibrant, and full of users The area is already home to significant retail stores joint ventures (JV). These collaborations can twenty-four hours a day. and centers, restaurants (fast food and casual) help bridge funding gaps, reduce costs, and along with offices and major employment centers provide the technical assistance necessary for such as University Hospital. However, the zoning implementation. PPP's and JV's help each group code does not allow residential uses. To make achieve its organizational goals while striving to Next Steps the area a truly unique place for all residents, a reach the Plans overall vision. • Update Zoning Code or ensure any new Zoning District variety of housing options (apartments, condos, (Overlay) or revised regulations include residential as a townhomes) should be allowed as a permitted or X.iv - Embrace Transit Service as an advantage permitted or conditional use in the area. conditional use in revised zoning codes and be in a Mixed-Use Neighborhood and capitalize • Utilize new Merchants Association, Special encouraged as part of any future development on the proximity to the RTA Transit center, Improvement District (SID), or other partnerships proposals. Metro Health Line, and RTA Priority Transit and funding streams to explore the creation of an Ambassador Program starting with events or other Corridors that extend into the District. clean and safe initiatives. X.ii - Utilize a Merchants Association, • Collaborate with PREP Property Group, City of Parma partnerships, or other tools to ensure the Transit accessibility is a major benefit to any School Board, University Hospitals, First Energy, and District continues to be a clean, safe, and a developing area. The RTA transit center provides other large property owners to explore opportunities welcoming place to live, work, and visit. multiple route and mode options for residents or where public/private partner-ships can help with Plan workers to visit or leave the Project Area on route implementation. Ambassador Programs with cleaning and safety to their destination. The development of the Metro • Encourage University Hospitals and other businesses staff, along with Adopt-A-Street/Park programs, Health Line and priority transit corridor along to provide or supplement costs of transit (bus) passes for employees as an alternative method for commuting are just a few of the many options that can be State Road terminating at the RTA transit center to work and develop an education program informing considered as part of creating clean and safe only strengthens the area's long term viability and employees, students, and residents of transit environment that supports all users of the District. accessibility to all users. opportunities as an alternative to driving.
114 Goals & Actions Development Framework - Redevelopment Opportunites
S
C R Automobile - Heavy Traffic
Redevelopment R Balanced - Bike/Pedestrian/Car - Moderate Traffic Opportunity Office / Institutional Pedestrian - All Purpose Trail - Light Traffic
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 115115 XI: CREATE THE ENTERTAINMENT HUB XI.i - Inventory all spaces (parks, streets, and XI.iii - Encourage groups and residents to OF PARMA, AN ORIGINAL AND FAMILY parking lots) within the District (Public and advocate for additional temporary events FRIENDLY DISTRICT WITH EXCEPTIONAL Private) that could be potentially activated and stimulate the District with temporary EVENTS, PARKS, LANDSCAPING, PUBLIC with events. Pop-Up events (Shops, Galleries, Food Trucks, ART, AND UNIQUE VENDORS. Vendors) in vacant parking lots and parks With help from property owners and organizations, to activate isolated areas while showcasing the City should inventory all spaces that could Parma is a community with a rich history and community support of new or alternative distinct cultural character. Community sponsored potentially be used for events. These spaces events and supported events can help bring this diverse could be existing parks, vacant parking lots, or network of neighborhood groups, organizations, potentially Byers Field. The study should try to Encouraging the local community to utilize these and residents to the District, helping to build a identify spaces that are underutilized, amenities spaces is an important step in building community sense of place, support businesses, and develop in varying locations (parking, bathrooms, grass, collaboration and a sense of place. Moving existing a family friendly atmosphere that is unique to the etc.), spaces that could sustain large and or small events to new or refurbished spaces helps City. events, and areas that might support existing inspire other groups to also host new or existing events like parades and football games. events in the District as well. These grassroots events - from outdoor Yoga Classes, to Farmers Next Steps Work with local groups to develop a XI.ii - Markets - help spur new ideas and opportunities • Develop parking study and market analysis to potential year-round programming strategy amd create a District that is visibly active and inventory spaces that could host both permanent or of permanent activities for these spaces and temporary (Pop-Up) events. supportive of prospective activities from residents explore the relocation of other events into • Collaborate with Chamber of Commerce, Young and community groups. Professionals, and other groups who host events regions within the District. in the City. Develop an event task force to identify XI.iv - Work in partnership with the City of existing events in the District or City, those that could Activating existing spaces with new and or Parma School Board to explore short-term potentially be moved to the area, and other event current events is the best opportunity to bring and long-term strategies for events at Byers opportunities that don’t currently exist. people to the District to visit local businesses, Field and explore adding amenities and • Collaborate with the City of Parma School Board, develop community engagement, and garner PREP Property Group, Stearns Farm, City of Parma, long-term support for the area's growth and improvements to the park area outside the and other land owners to utilize temporary (Pop-Up) stadium. solutions and other low-cost ideas in the beginning well-being. Creating a year-round program of events, (permanent or temporary) helps reinforce that can help program and activate the area year- Byers Field and the space outside the stadium is round with family friendly events at Byers Field or in the desire to create a downtown Parma, where an existing space ideally suited to host events in vacant parks and parking lots. residents and families can go to attend large and the area. This recommendation was also identified • Contact NOACA and utilize their emerging temporary small gatherings on a regular basis. infrastructure program on a yearly basis to help in the Town Center Task Force Plan, and continues establish events or to demonstrate potential to be major opportunity. Developing strong and infrastructure and mobility improvements such as bike sustained partnerships with local groups, the lanes, road closures, or intersection improvements. School Board, and the City is key to cultivating • Work with Stearns Farm and other groups to apply an atmosphere of family friendly activities and for Historic Preservation incentives as mechanism to maintain the quality and character of this community engagement. neighborhood asset.
116 Goals & Actions XI.v - Support the design of a walkable XI.vi - Establish program guidelines and XI.vii - Explore historic preservation District by installing temporary infrastructure administrative procedures for events incentives to maintain and expand the quality improvements (on-street parking, lane (temporary and permanent) that utilize and character of Stearns Farm as a place closures, bikes) and host open street festivals streets, greenspaces, and vacant parking lots. for agriculture, education, recreation, and to help demonstrate potential ideas and Guidelines and procedures should streamline community events. solutions to current development challenges. approval process to help foster community engagement while minimizing impacts to Listed on the National Register of Historic Places since 1981, Stearns Farm is one of areas most Street festivals, open streets, and temporary business owners and residents. infrastructure improvements are just a few of the unique and distinct assets. Residents and previous many opportunities available to promote more In an effort to help develop and establish new planning studies have highlighted its charm and walkable and pedestrian friendly neighborhoods events in the District, the city should establish appeal. Its location and large existing open space and streets. Shifting residents and visitors travel clear guidelines for developing or proposing also make it a key site for any new trail system and options, and the belief the car should dictate permanent or temporary events in the District. links to West Creek Reservation. The site however, development style and form, can take time. Utilizing These guidelines could include but are not limited does operate as a farm so any new development temporary solutions and events to demonstrate to: program management and staffing, spaces alternatives or amenities should respect its the positive impact pedestrian-focused streets available, times available, necessary permits existing operations and character. its listing on can have on businesses, safety, and character is (police, fire, insurance), approved vendors, the National Register qualifies the property for an excellent and cost-effective way to promote and other contacts necessary. This process is State and Federal tax credits that can be used fresh and innovate street and parking solutions intended to help nurture events and community to maintain and preserve the historic integrity that accommodate all users. engagement, and not deter event organizers of the site. These funds mechanisms should be because of ‘red-tape’ or other unforeseen barriers utilized to help increase the sites prominence to entry. as a landmark for the City’s history and place for agriculture, education, recreation, and community events. Source: Smart Growth America
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 117117 XII: MAKE THE DISTRICT THE VIBRANT XII.i - Establish new design guidelines and XII.iii - Explore the creation of Community ECONOMIC HEART OF PARMA. ONE THAT Zoning Code to improve the architectural Development Corporation (CDC) to help IS AUTHENTIC AND FULL OF CHARACTER character and guide new construction and the District or City achieve its vision for the WITH HIGH-QUALITY BUILDINGS AND infill development, making the area consistent, future. The non-profit organization can DIVERSE LOCAL BUSINESSES. distinctive, and welcoming. help stimulate economic growth, enhance commercial revitalization efforts, provide Parma is a community with a diverse cultural Design Standards and Guidelines can also improve neighborhood programs, and support milieu, one that can be seen in other Districts and the quality and character of the built environment. community development. neighborhoods throughout the city. However, Intended to improve the layout and architectural unlike some of the businesses scattered features of new development and rehabilitation of Community Development Corporations (CDC) are throughout the city, the Project Area is mainly existing buildings, these standards help maintain 501(c)(3) non-profit organizations that are created national brands and buildings that contribute consistency as new opportunities arise. These to support and revitalize communities. They can be to the lack of identity, character, and culture in policies and the accompanying design standards involved in a wide range of community programs the District. Future development should focus can take many forms, regulating architectural and services, and engage in activities that on reversing this trend by developing unique styles, materials, and façade treatments, to promote economic and real estate development buildings, local business, and public spaces, regulating building patterns, parking lot locations like those envisioned for Parma. While CDCs may creating a sense of place and source of pride. and pedestrian enhancements. While attempting work closely with a representative from the local to maintain existing typologies and materials, they government, they are not a government entity. Next Steps should also encourage contemporary design and This provides them separate advantages such as • Update Zoning Code or ensure any new Zoning innovation, acknowledging that these areas will flexibility and the capacity to apply for and receive District (Overlay) or revised regulations have clear and need some flexibility to respond to the needs and unlimited donations and grants from private and understandable design guidelines and standards for desires of future residents. public sources. Popular throughout Cleveland, construction and materials to be used in the District. Design Standards should focus on walkability and some older suburban neighborhoods (Shaker, mixed-use and not accommodation of the automobile. XII.ii - Develop a retail market analysis/study Lakewood, South Euclid) have also created CDC’s for the District (or Citywide) to research actual • Solicit proposals through a RFP to hire a qualified to leverage additional resources, collaborate on professional to develop a retail/market analysis study retail demand, and to identify the appropriate strategic plans, promote development incentives, for the City of Parma and District. type and number of vibrant retail services. and improve commercial Districts. In addition to • Utilize Market study to help identify appropriate supporting economic development, these groups volume and variety of stores. Market available land in The Site Profile highlighted vacancy issues, excess can help organize and host events, promote the District to local vendors who fit and explore other parking, and a Project Area that might indeed have gardens and parks, and work to engage residents redevelopment options for excess or vacant retail more retail space than it can support. Conducting spaces to prevent oversupply. and volunteers on community supported projects a market analysis would help determine what is and initiatives. • Revive Day Drive as a strong, vibrant, and walkable a sustainable amount of retail square footage street with buildings along property line, forming the foundation and catalyst for a new style and character. for the District and the City. It will also identify businesses that would support and complement • Reach out to other suburban community CDCs – Shaker Heights Development Corp, Lakewood Alive, existing uses, rather than directly competing with One South Euclid – to gather information and guidance stores already located in the District, City, and/or on how a CDC can help open up additional resources Region. and activities beneficial to the District Master Plan.
118 Goals & Actions Day Drive - Redevelopment Vision
Walkability & On-Street Parking Multistory Mixed-Use Buildings Multi-Modal Transpotation Options
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 119119 Day Drive - Existing Conditions
Day Drive - Streetscape Improvements
120 Goals & Actions Day Drive - Recommended Development Typology
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 121121 XII.iv - Encourage the development of vacant and underbuilt sites on Day Drive with more walkable and active mixed-use buildings.
XII.v - Explore the redevelopment of Delivery Drive/Former Giant Eagle site into a Food Hall or possibly Community Center.
122 Goals & Actions PARMA TOWN CENTER - STRATEGIC MASTER PLAN 123123 Source: Cleveland.com 05 - Implementation
WHATS IN THIS SECTION? HOW DO I USE IT?
Moving from vision to implementation requires 5.1 - IMPLEMENTATION OVERVIEW 5.4 - MEDIUM TERM GOALS commitments of time and resources. The Implementation section ties individual actions • Implementation Introduction, page 126 • Goal XII: Entertainment Hub, page 142 to partners, time frames, and potential funding • Goal V: Improve Streetscapes, page 144 sources to ensure everyone is aware of how 5.2 - READING THE TABLES • Goal VI: Connected & Walkable, page 144 actions can be accomplished. • Goal VII: More Walking & Bicycling, page 146 • Potential Partners Legend, page 128 This section includes tables that correspond to • Typical Improvement Costs, page 130 5.5 - LONG TERM TRANSFORMATIVE GOALS each goal and action from the preceding Goals & Actions section. For each component, potential 5.3 - NEAR TERM GOALS • Goal IX: Long-Term Sustainability, page 150 next steps are listed for implementation. For the • Goal X: 24-Hour Destination, page 150 Goals and Actions, detailed information is listed, • Goal VIII: Reduce Pavement, page 134 • Goal XI: Economic Heart of Parma, page 152 including a time frame (identifying how long it • Goal I: Create an Identity, page 136 • Goal IV: Active Transportation Network, page 6 could take to accomplish the action), parties that • Goal II: Define the District, page 140 could assist in its implementation, and potential • Goal III: Update Zoning Codes, page 142 5.6 - POTENTIAL FUNDING SOURCES sources of funding. It also provides space to add notes for the status of a project and for the date an action is completed. The Implementation tables are meant to serve as a guide; however, priorities, funding streams, and partners can change over time. New resources should be evaluated against action items as they arise.
As the final stage in the planning process, this section informs not only City staff and administration of who is responsible for undertaking actions, but it also discusses partnerships with private property owners, other municipalities, and other public agencies to demonstrate that accomplishing the plan will take efforts from many groups.
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 125 Source: Cleveland.com IMPLEMENTATION OVERVIEW
INTRODUCTION TYPES OF GOALS & ACTIONS
This Master Plan document can become a The action steps outlined in the following tables steps in helping the community achieve its valuable reference and resource to be used by the fall into one of three categories: Proactive; vision. Medium-Term Goals represent more City of Parma — as well as property owners Responsive; and Ongoing. Proactive Actions collaborative and proactive efforts that may occur and developers — when deciding where, include recommendations for revising, expanding, on City land or with City leadership. They include when, and how to make investments. A viable or developing new programs and services. These proactive and responsive actions that involve Implementation program — one that sets forth are objectives that would not otherwise occur increased partnerships, time, and funding. Long- specific action items— is a valuable tool to ensure without new action undertaken by residents, Term Goals represent complex, collaborative, that recommendations are clear and acted upon. groups, or the City. In addition to Proactive Actions, and costly options. Potentially market-based the plan recommends certain Responsive and responsive in nature, these actions require The Implementation tables on the following Actions. These actions are to be undertaken when Community support, a long-term vision, strong pages link directly to the Goals and Actions certain conditions are met. For instance, reducing public private partnerships, and large capital outlined earlier. The tables cover all Districtwide, parking or moving buildings closer to the sidewalk investment. However, large investments can Connection, Openspace, & Development would be triggered when a development proposal result in greater returns, and these objectives Frameworks and include details such as Projected is submitted. Finally, the Master Plan recommends have the ability to change the District in ways that Timeline, Responsible Parties & Partners, certain Ongoing Actions. These actions - hosting help stimulate more growth and opportunity. Estimated Cost, and Status/Date Complete. and promoting events for example - are meant to Potential Partners are identified through symbols underscore positive actions already in place and COLLABORATION as shown in the legend on pages 130-131. which are important to continue or to improve. It is critical to recognize factors that impact the City While Potential Partners, Estimated Timelines, Each of the twelve goals has also been separated beyond its control, making it more important than and Estimated Cost are outlined, changing into three categories: Near-Term; Medium-Term; ever to forge and maintain supportive partnerships circumstances, priorities, and funding streams and Long-Term. Used as a method to help with with those who can provide assistance. In a region may require this action table to change. The last prioritization, these categories help identify the facing declining populations and resources, column—Status/Date Complete—provides the level of difficulty, costs, partnerships, and overall engagement and collaboration with local and opportunity to track changes in the implementation investment needed to achieve each goal. Near- national firms, institutions, and citizens for of an action, and to provide a public record of Term Goals are objectives with relatively low costs funding and technical assistance is a must. The when a project or action is completed. and short time-frames that may be completed Plan identifies opportunities for engaging with entirely by City staff or very small groups. These other entities in developing mutually beneficial It is important to recognize that the tables serve items can be proactive or administrative/ongoing programs. With this in mind, the City can serve as guides; they are intended to be updated when actions and represent modest yet important as a champion and supporter to help spur more circumstances warrant. collaborative actions and efforts.
126 IMPLEMENTATION COST ESTIMATES PRIORITIES Help! - Where Do We Start? The Implementation Tables contain three levels of The priorities for Components and Goals will cost estimates: High; Medium; and Low. Because be identified by the number of stars in the The first step to Implementation is of the ever-changing nature of projects, costs are Implementation tables. Those with three stars often the most overwhelming. Where variable. However, we have provided ranges to are the highest priority, while fewer stars indicate do we start? Who should do what? How give a general understanding of the scope of a lower priorities. These rankings were based on do we stop the plan from sitting on a project. feedback from the Steering Committee and input shelf? While every community’s path to implementation is different, here are a from the final Public Meeting. Meeting attendees few best practices to get started: For the purposes of this plan, High, Medium, and and participants in the online survey were asked Low-cost ranges can be understood as follows: to rank their highest priorities in each of the three • Use the Next Steps section and Case Goal categories (Near-Term, Medium-Term, and Studies to help generate ideas and Estimated Cost Range Long-Term). This methodology allowed the public potential methods of implementation High Cost Over $500,000 to compare goals of a similar scale and scope and • Use the tables to pick top actions prioritize each accordingly and provide a clear that will be undertaken and Medium Cost $100,000 to $500,000 assign indication of where resources and efforts should positions, personnel, and/or Low Cost Up to $100,000 be dedicated. departments responsible
Importantly, estimated costs are only supplied ACCOUNTABILITY • Establish a Plan Implementation for the action as described. They do not consider Committee of City staff, elected additional steps. For instance, the cost of the action officials, local organizations, and This Plan is a only a policy guide, it is not law. citizens to meet frequently (monthly) "Develop Merchants’ Association to coordinate This allows flexibility to ensure that decisions to review completed and in-progress marketing, physical improvements, events, are made and specifically tailored to on-site actions or those potentially next on business strategies, and other issues" is only for conditions, changing needs, desires, and the agenda the cost of developing the merchants’ association financial considerations. This also means that itself. The cost does not take into account further • Publish an Annual Results Report implementation strategies can be overlooked if not detailing what has been accomplished actions—such as making physical improvements actively pursued. It is recommended that the City and next steps towards achievement in Districts—that might be a necessary next step set up a system of accountability to pursue goals to establishing those associations. and periodically update actions and priorities. This Still lost? Contact County Planning and can be set up in many different ways to best suit we can help you get started. the City and its Vision for the area.
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 127127 READING THE TABLES
POTENTIAL PARTNERS LEGEND
The Master Plan identifies opportunities for engaging with other entities to develop mutually beneficial programs. With this inmind, the City needs to serve as project champion to help spur support for more collaborative actions. Throughout the Implementation Tables, responsible parties and partners have been identified who could be involved in the process of completing each action. These are groups or people who could help with funding and execution - partners in public engagement, affected stakeholders, or simply engaged citizens.
City of Parma Private and Non-Profit Entities
Parma City Government General Bike Parma Private Property Owners
Building Public Works B PW Big Creek Connects Qualified Design Professionals F Finance S Service L Law Business District Merchant Associations Qualified Non-Profits Parma City School District Cleveland Urban Design Collaborative Railroads Police and Fire Cleveland State University Regional Institutions
Community Development Corporation Stearns Homestead
Cuyahoga County Public Library Transit Advocates
Faith Community University Hospitals
Local Businesses West Creek Conservancy
Neighborhood Groups and Residents Western Reserve Land Conservancy
Parma Area Chamber of Commerce Young Professionals of Parma
128 IMPLEMENTATION Other Governmental Agencies Priority Level
Cleveland Metroparks Ohio Department of Health Lowest Priority
County Planning Ohio Department of Natural Resources Middle Priority
Cuyahoga County Board of Health Ohio Department of Transportation Highest Priority Cuyahoga County Department of Development Ohio Development Services Agency
Cuyahoga County Land Bank Ohio History Connection
Cuyahoga County Public Works TeamNEO
Cuyahoga Soil and Water Conservation District
Greater Cleveland Regional Transit Authority
Neighboring Communities
Northeast Ohio Areawide Coordinating Agency
Northeast Ohio Regional Sewer District
PARMA TOWN CENTER - STRATEGIC MASTER PLAN 129129 TYPICAL IMPROVEMENT COSTS
Some recommended improvements will require a significant amount of physical infrastructure enhancements. Because of this, costs for some Goals and Actions will be more significant than others. Also, as indicated by the prioritization sub-categories, many of these projects are considered longer-term and result in project phasing where costs could potentially be divided over several years. Due to a variety of issues and factors, individual cost estimates are not provided for each Goal or Action. However, the table on the following pages lists typical costs for a variety of common improvements. These figures can be used to help create preliminary estimates for individual Goals, a group of Goals, or portions of Long-Term Goals. It is important to note that these estimates, unless stated specifically, do not include future operation or maintenance costs. It also does not include specific engineering or run-over costs. These typical project costs were compiled by The Northeast Ohio Areawide Coordinating Agency (NOACA). Costs typically include a 30% contingency cost and a 10% design engineering cost to their estimates. Contingency costs cover potential cost uncertainties in site specific planning, design, and installation.
130 IMPLEMENTATION Improvement Unit Cost
Intersections
Ladder Crosswalk Pair $5,000 ADA Curb Ramps Intersection $12,000 Pedestrian Refuge Island Each $10,000 - $50,000 Pedestrian Signals Intersection $20,000 Traffic Signal* Intersection $80,000 - $100,000 Operational Cost* Yearly $1,400
Sidewalks & Multi-Use Paths
Sidewalk Linear Foot $121 Multi-Use Path Linear Foot $138
Signs
Wayfinding Signs Each $300 Monument Signs^ Each $8,000 - $50,000
Streetscape Enhancements
Streetscape Enhancements# Linear Foot Minor Enhancements# $10 - $50 Major Enhancements# $275 - $500 Bike Racks Each $200 Benches Each $1500 Street Trees+ Each $150 - $400 Streetlights Each $150 - $500 Operational Cost< Per Month $1 - $40
Sources: Unless indicated otherwise, all improvement costs are taken from the Northeast Ohio Areawide Coordinating Agency: http://www.noaca.org/index.aspx?page=3377 *Ohio Department of Transportation: https://www.dot.state.oh.us/districts/D03/PlanningEngineering/TrafficPlanning/Pages/TrafficSignals.aspx #City of Dover, NH, Downtown Dover Pedestrian and Vehicular Access and Streetscape Study, prepared by The Cecil Group, 2015 +The Cleveland Forest Coalition, The Cleveland Tree Plan, 2015, Prepared by Davey Resource Group PARMA TOWN CENTER - STRATEGIC MASTER PLAN 131131 NEAR TERM GOALS Years to Est. Status/Date Responsible Parties & Partners Action Steps Complete Cost Complete Goal VIII: REFURBISH EXISTING GREENSPACE AND REDUCE PAVEMENT TO CREATE Priority Level: NEW AND DYNAMIC PARKS THROUGHOUT THE DISTRICT i. Evaluate existing greenspaces and boost park and landscaping treatments in the Ongoing Low- District to increase sustainability and comfort. Medium ii. Identify underutilized parking areas that can become parks, community gardens, Ongoing Medium- green infrastructure systems, or potential trailheads for Stearns Farm. High iii. Utilize non-profit groups, Parma residents, and property owners to promote Ongoing Low-High collaborative hands-on pavement removal and site transformation to parks, green infrastructure, or community gardens. iv. Evaluate parking demand and examine the parking policy for additional efficiency 1-2 Yrs Low opportunities and shared parking options. v. Develop a Parking Management Strategy to reduce pavement and limit building of 2-3 Yrs Low new parking spaces. vi. Encourage smaller parking facilities and explore the possibility of adding public Ongoing Low parking areas within the District or partnering with owners/developers to add public parking to private developments. vii. Modernize the power station buffer to include green walls, decorative fencing, and Ongoing Medium- murals to create a landmark & gateway for Byers Field and the District. High viii. Work in partnership with the City of Parma School Board to explore short-term and Ongoing Low-High long-term strategies for events at Byers Field and explore adding amenities and improvements to the park area outside the stadium. ix. Study the feasibility for the creation of a dog park and/or accommodation of dogs in Ongoing Low- any new or updated parks and openspaces. — L Medium x. Develop a strategy and funding plan for potential land acquisition for any new parks, Ongoing High greenspaces, or public parking areas, along with any capital required for operation and maintenance. 132 IMPLEMENTATION Next Steps • Inventory all underutilized or vacant greenspace and pavement that can be upgraded to attractive and sustainable landscaping, dog parks, community gardens, and/or parking for trailheads. • Complete a parking demand study (and code analysis) to identity actual demand, peak demand, ingress and egress flows, and underutilized spaces. Collaborate with property owners on parking study and the identification of underutilized areas. • Identify best practices in parking management for downtown Districts and areas where (shared / public) parking management strategies could be implemented. • Hold workshops for property owners and other groups to highlight potential pavement removal solutions, increasing land value, and the cost benefits generated from parking redevelopment and/or reuse for additional greenspace. • Create an exterior landscape improvement program for owners who are potentially willing to upgrade excess parking lots into new landscaping, parks, community gardens, and/or trailheads. • Partner with existing businesses to encourage business owners and developers to increase landscaping treatments or to add public parks/openspace to private projects. • Collaborate with City of Parma School Board to Utilize temporary (Pop-Up) solutions and other low-cost ideas that can help program and activate the stadium and outside park area during the high school football season and year-round. • Research other screening methods to buffer the power station and continue to engage land owners with additional hardscape and landscape options. • Partner with local artists or other groups who may assist in helping develop sculptures, murals and/or public art for screening walls, landmarks, or other features involved in creating a District gateway. CASE STUDY: NEWELL/WARD CREEK GREEN INFRASTRUCTURE As part of the Newell/Ward Creek watershed-wide project to reduce stormwater funded by the United States Environmental Protection Agency (US EPA) Great Lakes Restoration Initiative (GLRI) grant, Great Lakes Mall resurfaced a portion of its parking lot and incorporated stormwater best management practices. The 114-acre Great Lakes Mall property was entirely impervious rooftop and asphalt parking lot—with no stormwater detention or treatment. The mall parking lot now features permeable pavement and bioretention to reduce stormwater volume, treat nutrients, and control sediment and temperature in the runoff that drains to Newell/Ward Creek. Images source: Chagrin River Watershed Partners, Inc. PARMA TOWN CENTER - STRATEGIC MASTER PLAN 133133 Years to Est. Status/Date Responsible Parties & Partners Action Steps Complete Cost Complete Goal I: CREATE AN IDENTITY Priority Level: i. Develop a comprehensive Logo and Branding Strategy that will help people identify 1-2 Yrs Low the area ii. Reassess the ‘Crossroads of Parma’ name and create a diverse community <1 Year Low engagement program to confirm the preferred name and slogan for the District iii. Use logo and branding to develop a coordinated Programming & Events strategy that 1-2 Yrs Low harnesses print and social media to market events in the District. iv. Utilize new and existing events (and relocate others) to help foster a sense of place Ongoing Low and highlight the District as the unique hub of activities in Parma. v. Assess the creation of a Merchants Association or Special Improvement District (SID) 2-3 Yrs Low to help businesses and the City collaborate on a District website, host events, fund improvements, and develop a long-term plan. vi. Create a District Map for residents and visitors highlighting the Stores, Services, and 2-3 Yrs Low Amenities in the area. Next Steps • Hold Citywide contest, online survey, or other engagement method to gather community feedback on any potential names and slogans for the District. • Solicit bids through a Request of Proposal (RFP) to have design experts aid in community feedback and the design of the District name, logo, and brand. • Create a Steering Committee of Residents, Business Owners, and City staff to help facilitate processes for deciding on which name, logo, and brand option to utilize. • Coordinate meetings and stakeholder interviews with property/business owners in the area to help build consensus and cooperation on a potential Merchants Association or Special Improvement District (SID) to fund the creation of a District map, improvements and District events. • Using the new logo, branding, and consultant guidelines, standardize all media/promotional materials for events in the area and designate a liaison from the City and the Merchants Association that will engage residents and promote events in print and on the web using social media platforms such as, Facebook, Twitter, Instagram, email, etc. 134 IMPLEMENTATION CASE STUDY: CITY OF SOUTH EUCLID (OHIO) BRANDING T he City of South Euclid wanted to reach its current residents and potential residents with the message that South Euclid is a “community of connectivity, a city on the move, leveraging its best assets to strike the perfect chord between past and future, tradition and innovation, city and suburbia, stability and change…” To achieve this goal, City leaders collaborated with design consultancy, Guide Studio and created a new logo and branding theme that reflects the message that “South Euclid is home.” • Residents, business owners and stakeholders participated in a series of meetings to better position the City of South Euclid for residents and in the marketplace. • Incorporating all factors, the City was able to choose logo and tagline that encompassed the City's vision for the future For more information on this topic visit: https://guidestudio.com Image sources: Guide Studio CASE STUDY: DOWNTOWN OLMSTED FALLS MERCHANTS ASSOCIATION A collective of Downtown Olmsted Falls business owners and City of Olmsted Falls representatives would meet monthly to discuss ideas and develop methods to enhance their businesses. These individuals would work together to establish a culture that encouraged productive and focused conversation around the challenges individual businesses were facing. Shortly after the initial meetings in early 2015, they found that each business owner and City representative could work together to improve Downtown Olmsted Falls through collaborative partnerships. PARMA TOWN CENTER - STRATEGIC MASTER PLAN 135135 Years to Est. Status/Date Responsible Parties & Partners Action Steps Complete Cost Complete Goal II: DEFINE THE DISTRICT Priority Level: i. Explore utilizing the Logo on Street Signs to define and showcase the area. 1-2 Yrs Low — F, L, PW ii. Add Gateways in addition to branded Street Signage to further identify District 2-5 Yrs Low- — PW boundaries. Medium iii. Develop a comprehensive signage and wayfinding style guide outlining design, size, 1-2 Yrs Low- style, and material for various gateway elements, pedestrian and vehicular signs, Medium maps, other information signage, and site furniture. Next Steps • Solicit bids through a Request for Proposal (RFP) to hire a qualified design professional to develop a consistent signage a wayfinding system. (Could be part of a or separate from Logo/Brand design contract). • Establish a signage and wayfinding budget and designate potential funding streams and capital needed to begin construction of Gateways at major and minor entrances, including possible public/private partnerships. • Survey and analyze potential Gateway locations to identify all Right-of-Way or City-owned land that is available. Identify prospective physical or property ownership barriers to installation or visibility. • Collaborate with the City of Parma Department of Public Works to determine additional costs and feasibility of updating Street Signs with the new logo using existing signage facilities. • Continue District designation by implementing branded street signs and banners on existing utility poles in high-traffic areas. • Assess the area utilizing staff and consultants to identify the best location for future directional and informational signage. • Coordinate all signage installation with area improvements such as infrastructure, streetscape or site development plans. 136 IMPLEMENTATION CASE STUDY: DOWNTOWN LAKEWOOD (OHIO) BRANDING LakewoodAlive, a community development organization for the City of Lakewood, saw a need to create a strong brand identity for the Downtown Lakewood business District. In addition to branding, residents and visitors to Downtown Lakewood would benefit from navigational and directional signage around the District, especially for identifying parking availability. Guide Studio, a design consultancy, looked at the dual need of branding and wayfinding and came up with a solution that incor- porated a District branding strategy and wayfinding strategy that solved both issues. • Parking directions were placed on signage that clearly identified which destinations the lot served, helping visitors know where they parked by knowing their destination. • A new logo was designed that could be used on all signage to create brand consistency throughout the District. • Guide Studio identified secondary entrances to the District where branded banners were installed, helping to define the footprint of the District. For information about this topic visit: https://guidestudio.com Image sources: Guide Studio PARMA TOWN CENTER - STRATEGIC MASTER PLAN 137137 Years to Est. Status/Date Responsible Parties & Partners Action Steps Complete Cost Complete Goal III: UPDATE ZONING CODES TO MATCH COMMUNITY VISION Priority Level: i. Revise or modify Zoning Code utilizing one of the following strategies: Ongoing Low- — B, L Medium Option -1 Complete Zoning Code re-write. — Option -2 Re-write of select zoning Districts. — Option -3 Change Zoning Code to match desired develop style, location, and form. — ii. Create an Overlay District to be utilized in the Project Area. 2-3 Yrs Low — B, L iii. Develop stronger Districtwide Design Guidelines and Standards to better drive 2-3 Yrs Low — B, L architectural character (style and materials) and site layout (building placement) of new construction or infill development. Next Steps • Form a team comprised of City staff and stakeholders to identify areas of the Zoning Code that might be considered deficient or outdated. Research and identify (if any) examples of Design Standards, Zoning Codes and other best practices that would be appropriate for the City of Parma and the Project Area. • Consult City staff to determine the feasibility and complexity of making any necessary updates and/or revisions in-house. • Solicit proposal through a Request for Proposal (RFP) or contact County Planning as a future consultant for Zoning Code amendments, updates, and re-writes. • Coordinate with City staff and a consultant to identify most appropriate and cost-effective option (Options: 1, 2, 3, or Overlay District) for Zoning Code updates. • Organize design charrettes or other community workshops to verify proposed changes match overall neighborhood vision. 138 IMPLEMENTATION CASE STUDY: VILLAGE OF NEWBURGH HEIGHTS PLANNING & ZONING CODE The Village of Newburgh Heights reformatted its Planning & Zoning Key Updates and Revisions to the Ordinance included: Code and Official Zoning Map in consultation with the Cuyahoga • Revisions and Additions to Ordinance Definitions County Planning Commission. • Planning Commission & Board of Zoning Appeals Titles • Update to the Public Notification Policies The Ordinance elements were brought up-to-date with • Village Signage contemporary language, standards, and policies that resulted in a • Allowable Uses, Dimensional Standards & Schedule of Parking Spaces complete re-write of the Village’s Planning and Zoning Code. • Mixed-Use District & Design Standards • Harvard Avenue Design Standards CASE STUDY: CITY OF LAKEWOOD (COLORADO) DESIGN STANDARDS The City of Lakewood, Colorado was an agricultural and rural area when it was first incorporated in 1969, and much of that character remains today. As the fourth largest city of Colorado and a suburb of Denver, there has been interest in recent years to make Lakewood into a “live-work-play-shop-learn” community. To main- tain its rural character, yet grow as an “urban-style” community, future projects are infill style developments that introduce elements that generate vitality and vibrancy to the City. The Design Manual was created in 2006 to provide a clear under- standing of what the City expects for future development. “It sets forth a proactive approach to guiding development to ensure that new development, as well as renovations of older buildings and infill development, does not negatively impact the unique character of the City, and ensures that new development is compatible to existing.” Image sources: City of Lakewood, Colorado PARMA TOWN CENTER - STRATEGIC MASTER PLAN 139139 MEDIUM TERM GOALS Years to Est. Status/Date Responsible Parties & Partners Action Steps Complete Cost Complete Goal XII: MAKE THE DISTRICT THE ENTERTAINMENT HUB OF PARMA. ONE THAT IS ORIGINAL AND FAMILY FRIENDLY WITH EXCEPTIONAL EVENTS, PARKS, Priority Level: LANDSCAPING, PUBLIC ART, AND UNIQUE VENDORS i. Inventory all spaces (parks, streets, and parking lots) within the District (Public and 1-2 Yrs Low Private) that could be potentially activated with events. ii. Work with local groups to develop a potential year-round programming strategy of Ongoing — permanent activities for these spaces and explore the relocation of other events into areas within the District. iii. Encourage groups and residents to advocate for additional temporary events and Ongoing Low- stimulate the District with temporary Pop-Up events (Shops, Galleries, Food Trucks, Medium Vendors) in vacant parking lots and parks to activate isolated areas while showcasing community support of new or alternative events. iv. Work in partnership with the City of Parma School Board to explore short-term and Ongoing Low- long-term strategies for events at Byers Field and explore adding amenities and Medium improvements to the park area outside the stadium. v. Support the design of a walkable District by installing temporary infrastructure Ongoing Low- improvements (on street parking, lane closures, bikes) and host open street — PW Medium festivals to help demonstrate potential ideas and solutions to current development challenges. vi. Establish a well-defined strategy, guidelines, and administrators for events 1-2 Yrs Low (temporary and permanent) that utilize streets, greenspaces, and vacant parking — L, PW lots. Standards should streamline approval process to help foster community engagement while minimizing impacts to business owners and residents. vii. Explore historic preservation incentives to maintain and expand the quality and Ongoing Low character of the Stearns Farm as a place for agriculture, education, recreation, and community events. 140 IMPLEMENTATION Next Steps • Develop parking study and market analysis to inventory spaces that could host both permanent or temporary (Pop-Up) events. • Collaborate with Chamber of Commerce, Young Professionals, and other groups who host events in the City. Develop an event task force to identify: existing events in the District or City, those that could potentially be moved to the area (Farmers Market), other event opportunities that don’t currently exist, and potential space available. • Collaborate with the City of Parma School Board, PREP Property Group, Stearns Farm, City of Parma, and other land owners to utilize temporary (Pop-Up) solutions and other low-cost ideas in the beginning that can help program and activate the area year-round with family friendly events at Byers (Movie Night) or in vacant parks and parking lots (Food Trucks & Markets). • Contact NOACA and utilize their emerging temporary infrastructure program on a yearly basis to help establish events or to demonstrate potential infrastructure and mobility improvements such as bike lanes, road closures, on street parking, or intersection improvements. • Work with Stearns Farm and other groups to apply for Historic Preservation incentives as mechanism to maintain the quality and character of this neighborhood asset. . CASE STUDY: VAN AKEN DISTRICT (SHAKER HEIGHTS, OHIO) It took many years and the reconfiguration of a major intersection During the year, the District can host pop-up events in the parking to bring “Downtown Shaker Heights” into existence. The Van Aken areas, such as the Bloom & Buzz event in the Spring or a barbecue District is a re-imagined, transit-oriented commercial District in the block party in the Summer. The Van Aken District is not just a heart of Shaker Heights that provides a diverse and upscale retail, commercial District, but the heart of Shaker Heights. dining, and residential experience for residents and visitors. Images source: City of Shaker Heights PARMA TOWN CENTER - STRATEGIC MASTER PLAN 141141 Years to Est. Status/Date Responsible Parties & Partners Action Steps Complete Cost Complete Goal V: IMPROVE & EXPAND STREETSCAPES Priority Level: i. Create a pattern book to unify the District by identifying specific elements/amenities Ongoing Low — PW to use in each zone along the Right-of-Way. ii. Analyze the ‘Sidewalk’ and ‘Amenity Zone’ on connecting streets to evaluate size, 1-2 Yrs Low location, species, materials, and condition of existing sidewalks and street trees — PW within the area. Prioritize gaps and damaged areas while highlighting potential challenges, maintenance issues, or locations with the most potential. iii. Develop streetscape improvements with trail construction/installation and local or Ongoing Medium- — PW regional Capital Improvement Plans. High iv. Work with local experts such as the Northeast Ohio Areawide Coordinating Agency Ongoing Medium- — PW (NOACA) and consultants to further investigate pavement reduction (Road Diets) and High intersection improvements on streets surrounding the District to add bike lanes and/ or green infrastructure systems. v. Conduct a TLCI Study for Ridge Road to unify the streetscape along the entire 1-2 Yrs Low corridor and to highlight pavement reduction where additional landscape material and other street improvements like bike lanes can be utilized. Next Steps • Perform an inventory of sidewalks, trees, and other features on connecting streets to identify condition, issues, and any gaps in networks. • Identify under-utilized right-of-way that could be converted into green infrastructure or other landscape amenities. • Develop a Streetscape/Tree Budget and designate potential funding streams and capital needed to install improvements in high priority corridors or those streets in most need. Apply for additional funding help through local, state, and nationwide grant programs. • Evaluate the potential need for an arborist or other specialist(s) to help with species designation and other design specifications. • Form a team or committee to develop a pattern book identifying the style and type of all materials to be utilized, creating a well-balanced system that considers costs and coordination with existing features. • Use Pubic Art to brighten corridors and provide interest to pedestrians and cyclists. Partner with local artists or other groups to help convert ordinary street items into exciting and distinctive elements. • Apply for a TLCI Planning Study grant for Ridge Road and potentially utilize implementation funds to improve the streetscape both outside and inside the District. 142 IMPLEMENTATION CASE STUDY: TLCI STUDY - CENTER RIDGE ROAD Through the Northeast Ohio Areawide Coordinating Agency’s (NOACA) Transportation for Livable Communities Initiative (TLCI) study, the Cities of Fairview Park and Rocky River could envision ways to aesthetically and operationally improve the shared Center Ridge Road commercial corridor. The overall recommendations for the corridor included policies, programming and initiatives that can be applied along the entire corridor. Images source: Northeast Ohio Areawide Coordinating Agency (NOACA) CASE STUDY: MADISON AVENUE (LAKEWOOD, OHIO) ROAD DIET The City of Lakewood wanted to improve the multi-modal use of the The Door Zone Markings and Intersection Crossing road marks are 2.6-mile Madison Avenue and create a safer corridor that provided being implemented for the first time in Lakewood and Northeast a diverse selection of transportation options for non-motorist and Ohio. The goal of these markings is to raise awareness of cyclists on motorists. The 2.6-mile configuration of Madison Avenue between the roadways, and to create a safer condition for both cyclists and West 117th Avenue and Riverside Avenue was analyzed and motorist along Madison Avenue. deemed to need a road diet, or reconfiguration, that would reduce the number of driving lanes from four to two lanes with a dedicated For more information on this topic visit: www.bikecleveland.org bike lane, one for each direction. and www.onelakewood.com Madison Avenue from West 117th to Riverside Avenue have “Door Zone Markings” (small diagonal lines striped inside the bike lane to help keep cyclists out of the “door zone.”) The markings are included in the bike lanes to reduce conflicts between people getting out of their parked cars as cyclists are using the bike lane. Another road marking that is being utilized on Madison Avenue are “intersection crossings” at all signalized intersections. The dotted Images source: Google.com (left, Madison Avenue, before, right, Madison Avenue, after) markings extend bike lanes through intersections. The goal is to: • Reinforce that through bicyclists have priority over turning vehicles or vehicles entering the roadway • Reduce conflicts between bicyclists and turning motorists • Raise awareness for both bicyclists and motorists to potential conflict areas • Reduce bicyclist stress by delineating the bicycling zone Image source: Cleveland.com PARMA TOWN CENTER - STRATEGIC MASTER PLAN 143143 Years to Est. Status/Date Responsible Parties & Partners Action Steps Complete Cost Complete Goal VI: MAKE THE AREA CONNECTED AND WALKABLE FOR RESIDENTS OF ALL AGES Priority Level: AND ABILITIES i. Continue to add All-purpose trails throughout the District to strengthen the links 5+ Yrs High between transit, employment, and entertainment centers. ii. Identify underutilized parking that can be used for trails, parks, and/or landscaping. Ongoing Low iii. Use trails to promote the area as an active District that provides recreation and Ongoing Low exercise options to residents, visitors, and employees, improving the community’s health and well-being. Next Steps • Complete a parking demand study to identity actual demand, peak demand, ingress and egress flows, and underutilized spaces. • Identify priority corridors and those trails that enhance transit and employment accessibility by providing stronger links to existing jobs and the Greater Cleveland Regional Transit Authority. • Hold workshops with property owners and other groups to highlight pavement removal solutions, increased value, and cost benefits generated from parking redevelopment and/or reuse for trials. • Utilize temporary (Pop-Up) solutions such as bollards, paint, and planters as low-cost alternatives. • Create an exterior landscape improvement program for owners who are willing to upgrade excess parking lots into new access trails. • Partner with existing businesses or new projects to encourage owners and developers to add easements to private projects for trail creation. • Develop partnerships with local organizations and other national groups who might provide grant, funding, or technical assistance in the removal of excess parking and impervious surfaces. • Explore partnerships with University Hospitals to fund and promote trail construction as part of their employee Health and Wellness programs or as an alternative method for commuting to work. • Develop a maintenance approach (including necessary funding) to cover all needs of trails including snow removal. • Update City Ordinances to accurately convey ownership, upkeep responsibilities, and user conduct. • Ensure all investments in new infrastructure improvements are ADA compliant, and explore funding opportunities to retrofit existing infrastructure that is non-compliant 144 IMPLEMENTATION CASE STUDY: ROSEWOOD AVENUE STREET MURAL (LAKEWOOD, OHIO) A portion of Rosewood Avenue in Lakewood, Ohio was closing for the re-design and expansion of Wagar Park, a small neighborhood park at the end of Rosewood. City officials wanted to ensure that the closure was functional and feasible for residents, as construc- tion of the park was still a few years away. The idea turned into seeking out a temporary, yet creative and community-oriented solution. The answer: Public Art in the form of a street mural design competition. After a short submission period, design firm, Studio Chartreuse was selected to create the mural. According to the City of Lakewood, The Rosewood Avenue Street Art Pilot addresses several aspects of the Community Vision: • Education and Culture: The painted street mural will be at a prominent intersection for visitors to see and may be creatively programmed. • Safety: The street closure also solves a difficult intersection. This public art mural will be a temporary (1-3 years) component of Wagar Park to pilot the Rosewood Avenue street closure. Image source: Cleveland.com • Community Wellness: Active Living is encouraged by additional park space for bike riding, roller skating, and play. The Rosewood Avenue mural became very successful, spawning the creation of the Lakewood Art Mural Program (LAMP), a program to “energize private investment in public art in the form of murals what will enhance commercial corridors and create a sense of place.” For more information on this topic visit: www.onelakewood.com Image source: City of Lakewood PARMA TOWN CENTER - STRATEGIC MASTER PLAN 145145 Years to Est. Date Responsible Parties & Partners Action Steps Complete Cost Complete Goal VII: ENCOURAGE MORE WALKING, BICYCLING, AND TRANSIT USE IN THE CITY Priority Level: BY MAKING THE AREA SAFE AND ACCESSIBLE TO ALL AGES AND ABILITIES i. Enhance transit accessibility in the District through increased wayfinding, while Ongoing Low- providing high quality transit amenities such as shelters, seating, information, and Medium possibly public art at notable stops. ii. Collaborate with local organizations to develop community bicycle events and help Ongoing Low educate the public on proper car and bicycle etiquette, laws, and safety. iii. Install bicycling parking throughout the District and promote bicycle-friendly Ongoing Low businesses as the demand for bicycle infrastructure grows. iv. Crosswalk Improvements: Use Mid-Block and/or HAWK Signals and islands to Ongoing Low- increase safety and connectivity. — PW Medium v. Crosswalk Improvements: Increase Pedestrian Clearance Intervals and Use Ongoing Low- Countdown Pedestrian Signals for safety. — PW Medium vi. Intersection Improvements: Reduce Curb Radii at Intersections to Shorten Crossing Ongoing Low- Distance and Time for Pedestrians to cross. — PW Medium Next Steps • Create a Safe Routes to School program that includes new All-Purpose Trails and safely connects students to their schools via trails, sidewalks, and crosswalks. • Encourage University Hospitals and other businesses to provide or supplement costs of transit (bus) passes for employees as an alternative method for commuting to work. • Partner with Bike Parma to conduct events such as; Bicycle Law Enforcement Training Sessions, bicycle repair workshops, and educational bike rides. • Create a bicycle-friendly business program to highlight local businesses and employers who provide bicycle parking and other bicycle-friendly amenities. • Update Zoning Code to require bicycle parking and create an exterior bicycle improvement program for business owners who are willing to add parking and other amenities on private land. • Complete an intersection study for crosswalks, crossing times, and curb radii. Identify areas that need countdown signals, islands, crosswalks, or radius reductions. • Utilize temporary (Pop-Up) solutions such as bollards, paint, and planters as low-cost ideas that can help visualize changes to intersections highlighting safer and more pedestrian-friendly solutions. • Redesign key intersections at Canterbury Road, Day Drive, Delivery Drive, Ridge Road, and West Ridgewood Drive to help improve safety and reduce any barriers to pedestrian travel. • Evaluate a potential Bike Share Program in the District. • Adopt a Complete and Green Streets Zoning Ordinance that focuses on multi-modal transportation options. • Ensure all investments in new infrastructure improvements are ADA compliant, and explore funding opportunities to retrofit existing infrastructure that is non-compliant. 146 IMPLEMENTATION CASE STUDY: BIKE CLEVELAND - BIKE TO WORK DAY In 2010, of the 51 largest U.S. cities, 43 have hosted a Bike to Work Day event, with the number of bike participants growing each year. In addition to the national Bike to Work Day in May, many bicycle chapters have a Bike to Work Day or a Bike to Work Week each month. In addition to Bike to Work events, Bike Cleveland sponsors over 20 bicycle-related events and programs every month that provide educational and hands-on cycling activities for all ages and experience. For more information visit: www.bikecleveland.org CASE STUDY: TEMPORARY INFRASTRUCTURE Communities that want to envision how a protected bike lane will look and work in their community may try a temporary bike lane of concrete planters or street paint as a low-cost alternative. In Fayetteville, Arkansas, City Officials and community groups worked together to install temporary, low-cost projects to test out more permanent and expensive improvements. Projects included transforming intersections into pedestrian plazas, creating pop-up parks in parking spaces, installing bike lanes, and a temporary roundabout for traffic calming. For more information visit: https://fayetteville-ar.gov Images source: City of Fayetteville, Arkansas Through a public/private partnership, MEMFix, in Memphis, Tennessee, works within the community to redesign and temporarily activate specific city blocks over a weekend. For more information on this topic visit: http://memfix.org/ Image source: MEMfix PARMA TOWN CENTER - STRATEGIC MASTER PLAN 147147 LONG TERM & TRANSFORMATIVE GOALS Years to Est. Status/Date Responsible Parties & Partners Action Steps Complete Cost Complete Goal IX: FOCUS ON THE LONG-TERM HEALTH AND SUSTAINABILITY OF THE AREA Priority Level: i. Continue to use Comprehensive Stormwater Management Plans and explore new Ongoing Low opportunities to expand sustainable practices like recycling, water harvesting, renewable energy, and low-impact development strategies to help prevent flooding and improve the Big Creek Watershed. ii. Exploit the Cuyahoga and West Creek Greenway Plans running through the District Ongoing Medium- as a means of expanding the areas greenspace and long-term sustainability by High integrating the District into the larger, regional openspace network. iii. Acquire and convert vacant parking or greenspaces (i.e. area behind former Giant Ongoing High Eagle) adjacent to this network into greenway connections, sustainable stormwater management systems, or public parks. iv. Explore the realignment of Delivery Drive and conversion to a new public street, 2-5 Yrs High improving the planned Greenway corridor by providing more space for trails and other greenspace/stormwater amenities. v. Use potential realignment of Delivery Drive to explore restoring existing drainage 5+ Yrs High systems back to natural stream areas to help prevent flooding, creating a more resilient Big Creek Watershed and stronger connections to Stearns Farm, and the Regional Greenway Plans. vi. Identify necessary land and grant funding to available to develop a long-term Ongoing High stream daylighting strategy that restores culverted drainage under vacant lands back to their natural state. 148 IMPLEMENTATION Next Steps • Evaluate Zoning Code and identify sustainable best practices that could be included as part of ongoing Storm Water Management Plans for parcels located within the District or Citywide. • Study the Cuyahoga and West Creek Greenway Plans, identify and highlight corridors and explore potential partnerships in network design, funding, and implementation. • Identify vacant properties that could be included in greenway trail plans or utilized as new parks/openspace. • Develop a realignment strategy for converting Delivery Drive into a new public street. • Develop a scheme and funding plan for land acquisition. Consider utilizing any proceeds from the disposition of City-owned parcels into land procurement with the public realm for openspace, stormwater, and/or greenways. • Identify all buried streams and culverts within the District and potential daylighting opportunities for each. • Explore partnerships with local watershed groups and national organizations who might help provide funding, technical assistance, and/or identification of priority stream and/ or stormwater projects. • Develop Citywide education program informing residents of storm water issues, potential sustainable solutions, benefits of new approaches, and ways they can get involved to help mitigate issues. CASE STUDY: WEST CREEK CONFLUENCE RESTORATION & STORMWATER IMPROVEMENT PROJECT The West Creek watershed encompasses 14 square miles within the communities of Parma, Seven Hills, Brooklyn Heights, Independence, and small portions of the City of Cleveland and Broadview Heights. The West Creek tributary travels nine miles, discharging into the Cuyahoga River. Through a partnership with the Northeast Ohio Regional Sewer District, the City of Independence, and West Creek Preservation Committee, this project was developed as part of the larger West Creek Stream Restoration Masterplan. The project represents a nationally significant example of a successful urban watershed restoration program focused on fishable and swimmable streams. The confluence project is on the critical 10-acre site where the 14-square mile West Creek watershed discharges into the Cuyahoga River. Restoration of the site will provide significant improvement to water quality and habitat functions upstream. Image source: West Creek Conservancy PARMA TOWN CENTER - STRATEGIC MASTER PLAN 149149 Years to Est. Status/Date Responsible Parties & Partners Action Steps Complete Cost Complete Goal X: MAKE THE DISTRICT A TWENTY-FOUR-HOUR DESTINATION, ONE THAT PROVIDES DIVERSE MIXED-USE DEVELOPMENTS FOR RESIDENTS TO LIVE, WORK, Priority Level: AND PLAY i. Promote more efficient and dynamic land uses by amending current zoning map and 1-2 Yrs Low code to allow increased residential opportunities of varying style and cost. Create a vibrant mixed-use area (Residential, Commercial, Office) that meets the needs of all current and future residents and generates daytime to nighttime activity. ii. Utilize a Merchants Association, partnerships, or other tools to ensure the District Ongoing Low- continues to be a clean, safe, and a welcoming place to live, work, and visit. Medium iii. Explore Partnerships with local businesses, landowners, and future developers on Ongoing Low key property improvements such as trails and openspace that will help advance the implementation of key priority projects. iv. Embrace transit Service as an advantage in a Mixed-Use Neighborhood and capitalize Ongoing Low on the proximity to the RTA Transit center, Metro Health Line, and RTA Priority Transit Corridors that extend into the district. Next Steps • Update Zoning Code or ensure any new Zoning District (Overlay) or revised regulations include residential as a permitted or conditional use in the area. • Utilize new Merchants Association, Special Improvement District (SID), or other partnerships and funding streams to explore the creation of an Ambassador Program starting with events or other clean and safe initiatives. • Collaborate with PREP Property Group, City of Parma School Board, University Hospitals, FirstEnergy, and other large property owners to explore opportunities where public/ private partnerships can help with Plan implementation. • Encourage University Hospitals and other businesses to provide or supplement costs of transit (bus) passes for employees as an alternative method for commuting to work and develop an education program informing employees, students, and residents of transit opportunities as an alternative to driving. 150 IMPLEMENTATION CASE STUDY: RICHMOND SQUARE MALL REDEVELOPMENT As part of the plan to redevelop 22 acres of the Richmond Square Mall, the Richmond Heights Planning Commission approved an ordinance that would allow mixed-use development on the former Sears site. The development proposal, includes the sale, demolition, and redevelopment of the closed Sears building and surrounding land. Los Angeles-based development firm DealPoint Merrill submitted its redevelopment plans to the Richmond Heights City Council. The proposal includes a four-story, 375 unit Class A apartment building, greenspace, new retail, valet parking, and approximately 600 surface and underground parking spaces, all built on the Sears property. DealPoint Merrill would also acquire an outparcel south of the Sears building on Richmond Road for the creation of a 98-room hotel and restaurant. To the north of the project, there would be a realignment of the mall’s existing ring road to build a 1.7-acre park and two-story, 10,000 square foot retail space. Image source: KTGY Architecture & Planning and Jeff Piorkowski CASE STUDY: TRANSIT-ORIENTED DEVELOPMENT Transit-Oriented Development (TOD) includes moderate to higher- density development, located within an easy walk of a major transit stop, generally with a mix of residential, employment and shopping opportunities. TOD's are designed for the needs of pedestrians over those of the automobile. A TOD can be new construction or redevelopment of one or more buildings whose design and orientation facilitate transit use. Transit-Oriented Development that transforms parking spaces into a walkable design allows for a pedestrian-friendly experience that includes a connected street network and good biking facilities. Local benefits of transit-oriented development include increases in property values, economic growth, sustainable development, and overall revitalization of the area Image source: Greater Cleveland Regional Transit Authority PARMA TOWN CENTER - STRATEGIC MASTER PLAN 151151 Years to Est. Status/Date Responsible Parties & Partners Action Steps Complete Cost Complete Goal XI: MAKE THE DISTRICT THE VIBRANT ECONOMIC HEART OF PARMA. ONE THAT IS AUTHENTIC AND FULL OF CHARACTER WITH HIGH-QUALITY BUILDINGS AND Priority Level: DIVERSE LOCAL BUSINESSES i. Establish new design guidelines and Zoning Code to improve the architectural 1-2 Yrs Low character and guide new construction or infill development, making the area consistent, distinctive, and welcoming. ii. Develop a retail market analysis/study for the District (or Citywide) to research actual 1-2 Yrs Low retail demand, and to identify the appropriate type and number of vibrant retail services. iii. Encourage the development of vacant and under built sites on Day Drive with more 5+ Yrs High walkable and active mixed-use buildings. iv. Explore the redevelopment of Delivery Drive and the Former Giant Eagle store into a 5+ Yrs High Food Hall or Community Center. v. Increase utilization of the Parma Community Improvement Corporation (PCIC) or a 2-3 Yrs Low- new CDC to enhance programming, events, and redevelopment capabilities within Medium the District. Next Steps • Update Zoning Code or ensure any new Zoning District (Overlay) or revised regulations have clear and understandable design guidelines and standards for construction and materials to be used in the District. Design Standards should focus on walkability and mixed-use and not accommodation of the automobile. • Solicit proposals through a Request for Proposal (RFP) to hire a qualified professional to develop a retail/market analysis study for the City of Parma and District. • Utilize Market study to help identify appropriate volume and variety of stores. Market available land in the District to local vendors who fit and explore other redevelopment options (greenspace, residential, office) for excess or vacant retail spaces to prevent oversupply. • Revive Day Drive as a strong, vibrant, and walkable street with buildings along property line, forming the foundation and catalyst for a new District style and character. • Reach out to other suburban community CDC’s – Shaker Heights Development Corp, Lakewood Alive, One South Euclid – to gather information and guidance on how a CDC can help open up additional resources and activities beneficial to the District Master Plan. 152 IMPLEMENTATION CASE STUDY: COMMUNITY DEVELOPMENT CORPORATIONS Shaker Heights Development Corporation LakewoodAlive The Shaker Heights Development Corporation (SHDC) is a 501(c) LakewoodAlive started as a resident-based organization that was (3) organization. Its Executive Board is comprised of residents, founded to advocate citizen engagement in economic development City staff, and elected officials. The board serves an agent of the issues. In 2008, the Lakewood Community Progress Inc., a 501(c) City, while the City serves as SHDC’s fiduciary agent. The SHDC’s (3), founded in 2004 by the Lakewood Chamber of Commerce and nonprofit status allows for the acceptance of charitable donations the City of Lakewood, merged with LakewoodAlive to promote to advance the creation and preservation of economic opportunities economic development and improve the quality of life in Lakewood for Shaker Heights. Through a unique and creative partnership, As a community-centered nonprofit organization, LakewoodAlive the Shaker Heights Development Corporation was able to buy and seeks to foster and sustain vibrant neighborhoods through the renovate the former Lee Road Nursery building. The building sat administration of its Housing Outreach Program, Main StreetTM vacant for nearly a decade before the SHDC acquired it for Process program in Downtown Lakewood, hosting community events, and Canine, a dog daycare, boarding and training business. the continued pursuit of community development initiatives. For more information visit: www.shakerdevcorp.com For more information visit: www.lakewoodalive.org Image source: Shaker Heights Development Corporation Image source: Lakewood Alive PARMA TOWN CENTER - STRATEGIC MASTER PLAN 153153 Years to Est. Status/Date Responsible Parties & Partners Action Steps Complete Cost Complete Goal IV: CREATE A COMPLETE ACTIVE TRANSPORATION NETWORK THAT IS SAFE, Priority Level: AND CONVENIENT TO PEDESTRIANS AND CYCLISTS OF ALL AGES AND ABILITIES i. Add All-Purpose trails to boost neighborhood links (North, South, East, and West) that 5+ Yrs High would make the area more bicycle- and pedestrian-friendly. ii. Extend All-Purpose trails throughout the City, creating a comprehensive 5+ Yrs High Neighborhood Network that extends into the larger regional system highlighted in the Cuyahoga Greenways Plan. iii. Consult with local experts such as the Northeast Ohio Areawide Coordinating Agency Ongoing Medium- — PW (NOACA) and other consultants to conduct a traffic study to further investigate High pavement reduction options (Road Diets) to add bike lanes and green infrastructure improvements. Next Steps • Work with City staff to identify preliminary costs of a proposed trail network. Determine if construction can take place internally or if outside consultants are required. • Identify priority corridors and trails that enhance transit accessibility by providing stronger links to existing RTA network. • Develop a dedicated funding stream or Capital Improvement Program (CIP) for trail construction. Include trail installation as part of any future Capital Improvement plans. Apply for additional funding help through local, state, and nationwide grant programs. • Develop a maintenance requirements plan (including necessary funding) to cover all needs of trails including snow removal. • Update City Ordinances to accurately convey trails ownership, upkeep responsibilities, and user conduct. • Develop an educational program informing residents of the health benefits from trail usage. • Create specific design/graphic standards to assist in the identification of the West Creek Greenway and other regional trail networks. • Collaborate with Stearns Farm to minimize impact by determining the best location for a trail system. 154 IMPLEMENTATION CASE STUDY: LAKE TO LAKES TRAIL - SHAKER HEIGHTS In a cooperative effort, the Cities of Cleveland, Cleveland Heights, and Shaker Heights worked to create a pedestrian/bicycle trail that could connect the Horseshoe Park in Shaker Heights to the Cleveland Lakefront Nature Preserve at Lake Erie. The Lake to Lakes Trail is a six-mile trail that passes through University Circle by utilizing existing trails such as the Lakefront Bikeway, along Lake Erie and the Harrison-Dilliard Bikeway through the Cultural Gardens in Cleveland’s Rockefeller Park. The trail weaves through the southern portion of via improved sidewalks, crosswalks, off-road trails, and existing rights-of-way. Image source: Google.com (before, Lake to Lakes Trail, 2011) Using existing right-of-way, trails have also been successfully implemented in neighboring communities such as, the Village of Glenwillow and in the City of Oakwood. In those communities, existing sidewalks were converted into pedestrian and bicycle trails that connect to the South Chagrin and Bedford Reservations of the Cleveland Metroparks. Like the Lake to Lakes trail in Shaker Heights, the trails have a protective barrier of greenspace that separate the trail from the roadway, making for a safe and comfortable path for pedestrians, cyclists, and other non-motorized users. Image source: Google.com (after, Lake to Lakes Trail, 2016) CASE STUDY: CEDAR GLEN PARKWAY MULTIPURPOSE TRAIL The Cedar Glen Parkway Multipurpose Trail is a quarter of a mile of off-road trail mainly for cyclists. For the past decade, it has been a goal for the City of Cleveland Heights to provide the infrastructure for alternate, non-motorized transportation for residents and visitors that work in University Circle or in downtown Cleveland. The trail connects Cleveland Heights to University Circle, and a portion of Cleveland via the Lake to Lakes Trails near the University Circle RTA Transit station, and the bicycle lanes along Euclid Avenue from Case Western Reserve University to Cleveland State University. For more information on this topic visit: http://www.gctrails.org/ Images source: City of Cleveland Heights, Ohio PARMA TOWN CENTER - STRATEGIC MASTER PLAN 155155 POTENTIAL FUNDING SOURCES INTRODUCTION The following table includes a description of different grant programs, loan programs, and other funding sources to help pay for or reduce costs for communities to implement infrastructure and other programming. Each source includes a program name, the source of the funding, a brief description of the program or what projects are eligible, and the most recent web site. Potential Funding Sources ALTERNATIVE STORMWATER INFRASTRUCTURE LOAN PROGRAM OHIO DEVELOPMENT SERVICES AGENCY (ODSA) Below-market rate loans for the design and construction of green infrastructure as part of economic development projects in currently or previously developed areas Infrastructure, Environment www.development.ohio.gov/cs/cs_alstromwater.htm BARK FOR YOUR PARK GRANT PETSAFE An annual grant program that awards eight communities with the funding to break ground on a new dog park, tailored to the needs and desires of the community. Additionally, the grant program awards five existing dog park communities with funding for maintenance and improvement of their current dog park. Infrastructure, Recreation https://barkforyourpark.petsafe.com/2018-apply CERTIFIED LOCAL GOVERNMENT GRANTS OHIO HISTORY CONNECTION Provides grants to Certified Local Governments for projects such as training staff, developing design guidelines, restoring properties, or developing heritage tourism programs that strengthen community historic preservation, protect and preserve cultural resources, and promote economic development Community Development, Housing, Historic Preservation www.ohiohistory.org/preserve/state-historic-preservation-office/clg/clggrants CLEAN OHIO TRAILS FUND OHIO DEPARTMENT OF NATURAL RESOURCES (ODNR) Provides grant funding for outdoor recreational trails with a special focus on completing regional trail systems, linking population centers with recreation areas, repurposing rail lines, preserving natural corridors, and providing links in urban areas Infrastructure, Recreation www.development.ohio.gov/cleanohio/recreationaltrails/ 156 IMPLEMENTATION Potential Funding Sources CLEAN OHIO GREEN SPACE CONSERVATION PROGRAM NATURAL RESOURCE ASSISTANCE COUNCIL (NRAC) Bond program created by the State of Ohio in 2000 and administered locally by NRAC to fund the preservation and protection of natural areas, farmland, streams, and wetlands Environment, Recreation www.development.ohio.gov/cleanohio/recreationaltrails/ THE CLEVELAND FOUNDATION GRANTS THE CLEVELAND FOUNDATION Provides grants to the Greater Cleveland community in six areas of focus: education & youth development, neighborhoods, health & human services, arts & culture, economic development, and purposeful aging Infrastructure, Environment, Community Development, Economic Development, Recreation, Housing, Historic Preservation, Health www.clevelandfoundation.org/grants/grants-overview COMMUNITY REINVESTMENT AREA PROGRAM (CRA) OHIO DEVELOPMENT SERVICES AGENCY (ODSA) Allows municipalities or counties to designate areas where investment has lagged as a CRA to encourage revitalization of the existing housing stock and the development of new structures by providing real property tax exemptions for property owners who renovate existing or construct new buildings Community Development, Economic Development, Housing www.development.ohio.gov/bs/bs_comreinvest.htm CONGESTION MITIGATION AND AIR QUALITY PROGRAM (CMAQ) NORTHEAST OHIO AREAWIDE COORDINATING AGENCY (NOACA) Provides funding for transportation projects or programs including capital investments in transportation infrastructure, congestion relief efforts, vehicle acquisitions, or other capital projects that reduce transportation emissions in order to achieve air quality standards Infrastructure www.noaca.org/index.aspx?page=4430 CUYAHOGA ARTS AND CULTURE PROJECT SUPPORT GRANTS CUYAHOGA ARTS AND CULTURE (CAC) Provides grant support to organizations such as community development corporations for arts and cultural projects that are open to the public and revolve around topics such as literature, theatre, music, motion pictures, and architecture Community Development www.cacgrants.org/grant-programs/ CUYAHOGA COUNTY CAPITAL IMPROVEMENT PROGRAM (CIP) CUYAHOGA COUNTY DEPARTMENT OF PUBLIC WORKS (DPW) Provides funding for County roads, bridges, and transportation assets Infrastructure www.publicworks.cuyahogacounty.us/en-US/Project-Planning-Funding.aspx DEPAVE TRAINING PROGRAM DEPAVE Organization that develops volunteer-driven neighborhood projects through a unique community engagement in re-greening areas through pavement removal methods that can be economical steps that can further foster community engagement, stewardship, and placemaking in a community Environment, Community Development, Recreation, Health http://www.depave.org PARMA TOWN CENTER - STRATEGIC MASTER PLAN 157157 Potential Funding Sources ECDI ECONOMIC & COMMUNITY DEVELOPMENT INSTITUTE ECDI’s Business Innovation Center (BIC) provides general business training and technical assistance to help entrepreneurs acquire the knowledge and tools they need to start and successfully manage a business and ECDI loans range from $500 to $350,000 Community Development, Education, Economic Development, Small Business Loans, Training www.ecdi.org FIVE STAR WETLAND AND URBAN WATERS RESTORATION GRANTS UNITED STATES ENVIRONMENTAL PROTECTION AGENCY The Five Star Restoration Program is a partnership of funds with the National Association of Counties, the National Fish and Wildlife Service and the National Resources Conservation Service. Under the clean water and healthy watershed category of the program, funding will focus on greening urban and suburban communities, water quality monitoring, watershed plan implementation projects, riparian restoration or development of watershed planning Environment www.epa.gov/wetlands/5-star-wetland-and-urban-waters-restoration-grants THE GEORGE GUND FOUNDATION GRANTS THE GEORGE GUND FOUNDATION Provides grants to the Greater Cleveland community in five areas of focus: arts, economic development & community revitalization, education, environment, and human services Environment, Community Development, Economic Development, Recreation, Housing, Health www.gundfoundation.org GREAT LAKES RESTORATION INITIATIVE UNITED STATES ENVIRONMENTAL PROTECTION AGENCY (EPA) Provides grant funding for urban watershed management implementation projects that reduce nonpoint source pollution in watersheds draining to the Great Lakes Environment www.epa.gov/great-lakes-funding/ GREEN INFRASTRUCTURE GRANT PROGRAM NORTHEAST OHIO REGIONAL SEWER DISTRICT (NEORSD) Provides grants for professional services such as design and engineering costs, structural analysis, and construction costs for stream restoration and innovative stormwater management practices in the combined sewer area Infrastructure, Environment www.neorsd.org/stormwater-2/green-infrastructure-grant-program/ GROW CUYAHOGA FUND CUYAHOGA COUNTY DEPARTMENT OF DEVELOPMENT (DOD) Provides loans to small businesses for business purposes including capital, equipment, acquisition of land and building, construction, renovations, and tenant improvements Community Development, Economic Development http://development.cuyahogacounty.us/en-US/grow-cuyahoga-county.aspx 158 IMPLEMENTATION Potential Funding Sources KEY BANK FOUNDATION GRANTS KEY BANK FOUNDATION Provides grants to support neighborhoods through affordable housing, homeownership, economic inclusion, small business development, education, and workforce assistance Community Development, Economic Development, Housing www.key.com/about/community/key-foundation-philanthropy-banking.jsp THE KRESGE FOUNDATION GRANTS THE KRESGE FOUNDATION Provides national grants focus on arts & culture, education, environment, health, human services Environment, Community Development, Economic Development, Recreation, Health www.kresge.org LAND AND WATER CONSERVATION FUND OHIO DEPARTMENT OF NATURAL RESOURCES (ODNR) Grant program that provides reimbursement assistance for the acquisition, development, and rehabilitation of recreational areas Environment, Recreation http://realestate.ohiodnr.gov/outdoor-recreation-facility-grants NATUREWORKS PROGRAM OHIO DEPARTMENT OF NATURAL RESOURCES (ODNR) Grant program that provides reimbursement assistance for the acquisition, development, and rehabilitation of recreational areas Recreation http://realestate.ohiodnr.gov/outdoor-recreation-facility-grants OHIO HISTORIC PRESERVATION TAX CREDIT PROGRAM OHIO DEVELOPMENT SERVICES AGENCY (ODSA) Provides a tax credit to the owners of historic structures to assist in the renovation of buildings that are individually listed on the National Register of Historic Places, located in and contributing to a registered historic District, or individually listed as a historic land mark by a Certified Local Government Economic Development, Historic Preservation www.development.ohio.gov/cs/cs_ohptc.htm OHIO STATE HISTORIC PRESERVATION HISTORY FUND THE OHIO HISTORY CONNECTION Provides grant funding to public or non-profit entities in three categories: organization development such as training for boards and staff, programs and collections projects such as the study and recording of historic information, and bricks & mortar projects such as the restoration of a historic site Community Development, Economic Development, Historic Preservation www.ohiohistory.org/preserve/local-history-services/history-fund/history-fund-guidelines “OUR TOWN” GRANTS NATIONAL ENDOWMENT FOR THE ARTS (NEA) Provides grant support for organizations that integrate arts and culture into community revitalization efforts that aim to enhance quality of life, increase creative activity, and create or preserve a distinct sense of place Community Development, Economic Development www.arts.gov/grants-organizations/our-town/introduction PARMA TOWN CENTER - STRATEGIC MASTER PLAN 159159 Potential Funding Sources STATE CAPITAL IMPROVEMENT PROGRAM (SCIP) DISTRICT ONE PUBLIC WORKS INTEGRATING COMMITTEE Provides grants and loans for local public infrastructure improvements including roads, bridges, water supply, wastewater treatment, stormwater collection, and solid waste disposal projects Infrastructure www.countyplanning.us/services/grant-programs/state-capital-improvement-program/ SURFACE TRANSPORTATION BLOCK GRANT PROGRAM (STBG) NORTHEAST OHIO AREAWIDE COORDINATING AGENCY (NOACA) Provides flexible funding for road and bridge projects, transit projects, bikeways, and planning Infrastructure www.noaca.org/index.aspx?page=131 TECHNICAL ASSISTANCE PROGRAM NORTHEAST OHIO AREAWIDE COORDINATING AGENCY (NOACA) Provides funding for NOACA staff to offer planning expertise on community-based multi-modal transportation projects that improve the safety, efficiency, and preservation of the transportation system for all users Infrastructure, Environment, Economic Development www.noaca.org/index.aspx?page=142 TRANSPORTATION ALTERNATIVES PROGRAM (TA) NORTHEAST OHIO AREAWIDE COORDINATING AGENCY (NOACA) Provides funding for programs and projects that include pedestrian and bicycle facilities, safe routes for non-drivers, community improvement activities, and environmental mitigation Infrastructure, Environment, Community Development, Economic Development, Recreation, Health www.noaca.org/index.aspx?page=142 TRANSPORTATION FOR LIVABLE COMMUNITIES INITIATIVE (TLCI) PLANNING GRANTS NORTHEAST OHIO AREAWIDE COORDINATING AGENCY (NOACA) Provides assistance to communities and public agencies for integrated transportation and land use planning studies that can lead to transportation system and neighborhood improvements such as complete bicycle networks or transit-oriented developments Infrastructure, Environment, Community Development, Economic Development, Recreation, Health www.noaca.org/index.aspx?page=132 TRANSPORTATION FOR LIVABLE COMMUNITIES INITIATIVE (TLCI) IMPLEMENTATION GRANTS NORTHEAST OHIO AREAWIDE COORDINATING AGENCY (NOACA) Provides grant awards to communities and public agencies to develop and install infrastructure that has been recommended as part of a previous TLCI Planning Study or Technical Assistance Infrastructure, Environment, Community Development, Economic Development, Recreation, Health www.noaca.org/index.aspx?page=132 160 IMPLEMENTATION Potential Funding Sources TREE FUND GRANTS TREE RESEARCH AND EDUCATION ENDOWMENT FUND Provides grants to support the development of arboriculture education programs and materials that encourage children to learn about the environment as well as research into arboriculture and urban forestry Infrastructure, Environment, Community Development www.treefund.org/grants WESTERN RESERVE LAND CONSERVANCY SUPPORT WESTERN RESERVE LAND CONSERVANCY Provides assistance to government agencies in planning new parks, purchasing real property, and financing ongoing expenses Environment, Recreation www.wrlandconservancey.org PARMA TOWN CENTER - STRATEGIC MASTER PLAN 161161 Source: GUNN Photography 06 - Appendix WHATS IN THIS SECTION? HOW DO I USE IT? Supplementary material and information used to 6.1 - PUBLIC MEETING #1 RESULTS REPORT create this report, including results from all three Public Meetings and Public Surveys. • Introduction & Results, page 164 6.2 - PUBLIC MEETING #2 RESULTS REPORT • Introduction & Results, page 178 6.3 - PUBLIC MEETING #3 RESULTS REPORT • Introduction & Results, page 190 PARMA TOWN CENTER - STRATEGIC MASTER PLAN 163 Source: GUNN Photography PUBLIC MEETING #1 RESULTS REPORT INTRODUCTION OUTCOME The first Public Meeting for the Parma Town Center The first Public Meeting was attended by 25 Strategic Master Plan was held on December residents, and these attendees submitted 12, 2017, at the Cuyahoga County Public Library approximately 50 written comments and dozens – Parma Branch, with local residents, business of dots on the boards at the meeting. The online owners, and public officials all in attendance. survey was taken by 106 people and included 260 individual comments. During the Meeting, representatives from County Planning gave a presentation on Current Respondents’ individual comments were Conditions for the area, and outlined a potential categorized by Vision Statement, Guiding vision for the future. At the end of the presentation, Principles, Themes, and preferred development County Planning asked the attendees for their types. The number of comments in each comments and feedback about the Vision, Guiding category was summed to understand common Principles, and Target Areas as they related to the trends among the comments. These themes different development typologies. are described for the Vision Statement, Guiding Principles, and Target Areas. To gather feedback, individual boards featuring project locations, along with pictures of potential NEXT STEPS development types for each target area were positioned around the room. Equipped with dots, This section as well as the specific comments sticky notes, pens, and pencils, attendees were written down by respondents will be used to asked to leave comments and feedback about the update the vision statements and goals, and to Vision Statement, Guiding Principles, and Target guide policy development. The most common Areas, and to cast a vote for which development topics will be addressed in the Master Plan types they preferred for each specific target area. Process. Following the Public Meeting, materials were posted online to allow additional residents to read the materials, comment on them, and provide feedback. The survey was open from December 12, 2017, to December 29, 2017. 164 Appendix VISION COMMON THEMES RESULTS The Vision Statement outlined broad ideas The common themes revolved around better non- 100 articulating the community’s desired future. motorized and motorized modes of transportation Respondents were asked to comment about within and around the project site, and creating a 95 the Vision Statement and select if they “Like” or community and regional destination that provides “Dislike” the Statement. The Vision Statement was a family-friendly experience. as follows: 80 Respondents noted that the Vision Statement Crosswords of Parma is: a vibrant and walkable should include more about the multiple modes mixed-use District that connects with Parma’s of transportation (motorized and non- history and future, offering entertainment, motorized) needed within and around the Parma housing, cultural, and recreational Town Center to make the site more inclusive to all 60 opportunities making the area a unique residents and visitors. regional and neighborhood destination. Another theme that was common among the respondents were comments about making the project site a community and regional 40 destination to all Parma residents and visitors. Respondents commented that the Parma Town Center should provide a family-friendly experience to neighbors, residents, and visitors. 20 The respondents would like to see the project site become a place where “families can spend time together.” 10 0 Like Dislike Number of Responses PARMA TOWN CENTER - STRATEGIC MASTER PLAN 165165 GUIDING PRINCIPLES COMMON THEMES RESULTS The Guiding Principles are core concepts and Approximately 94% of the respondents like 100 philosophies that guide and influence decisions. the Guiding Principles and Goals as they were These principles provide an understanding of how proposed, however, some respondents had the community wants to develop. They serve as the varying comments about the Guiding Principles foundation for the goals designed to help achieve overall. Respondents had concerns about safety 89 the vision. Respondents were asked whether they for all residents and visitors, but more specifically 80 “Like” or “Dislike” the Guiding Principles Themes teenagers and young adults at the Parma Town and Goals, and then were asked to comment on Center. Other comments ranged from “Keeping those themes and goals. The Guiding Principles the individual character” of the area to “Creating and Goals were as follows: incentives for mixed-use” in the project site. 60 40 20 6 0 Like Dislike Number of Responses Guiding Principles - Presented at Public Meeting #1 166 Appendix TARGET AREAS GATEWAYS RESULTS CORRIDOR RESULTS Target Areas are potential locations for 80 80 improvements. Respondents were asked whether they “Agree” or “Disagree” with the goals in each specific Target Area and then to comment on 70 70 those goals. The four Target Areas are as follows: 69 69 GATEWAYS & LINKS 60 60 The Gateways & Links Target Area focused on signage, wayfinding, and neighborhood connections. 50 50 CORRIDORS The Corridors Target Area focused on streetscape 40 40 improvements, sidewalks, and bike lanes. DEVELOPMENT OPPORTUNITIES The Development Opportunities Target Area 30 30 focused on vacant buildings, future development sites, and potential parks. 20 20 UNDERUTILIZED PARKING The Underutilized Parking Target Area focused on trails, parks, green infrastructure, and/or 10 10 development. 8 12 0 0 Like Dislike Like Dislike Number of Responses Number of Responses PARMA TOWN CENTER - STRATEGIC MASTER PLAN 167167 COMMON THEMES DEVELOPMENT RESULTS PARKING RESULTS The common themes revolved around respondents 80 80 wanting more signage and wayfinding through the District, along with pedestrian access to stores. 70 70 73 Respondents also noted they would also like to see a focus on bike lane safety, and maintaining 60 60 the road width for vehicular traffic. However, the 60 most common theme was for Ridge Road to be identified as aprimary corridor. 50 50 An overwhelming majority of the comments submitted by respondents thought that there should be a focus on redeveloping the vacant 40 40 properties before the development of newer properties in the Target Area. Respondents also expressed a need for more green space as part of 30 30 the Development Opportunities for strengthening the Parma Town Center project site. 20 20 10 10 4 9 0 0 Like Dislike Like Dislike Number of Responses Number of Responses 168 Appendix NO BIKE LANES DESIGNATED BIKE LANE BICYCLE IMPROVEMENTS RESULTS A • LOCATION - ON ROAD, IN LANE B • LOCATION - ON ROAD, CURBSIDE • BICYCLE SAFETY - LOW • BICYCLE SAFETY - MEDIUM • TRAFFIC & ROADWAY IMPACT - LOW • TRAFFIC & ROADWAY IMPACT - MEDIUM Respondents were presented with images 60 that represented the four different potential development types for Bicycle Improvements. Next, respondents were asked to look at development types for scale, materials, design, 50 feasibility, context, and ability to meet overall project goals and make a selection to which one they would prefer if this type of development were proposed. 40 COMMON THEMES Despite the results of the survey, respondents 30 C BUFFERED BIKE LANES D OFF-ROAD ALL PURPOSE TRAIL would like to keep bikes off the roads. On the • LOCATION - ON ROAD, CURBSIDE • LOCATION - OFF STREET • BICYCLE SAFETY - MEDIUM TO HIGH • BICYCLE SAFETY - HIGH other hand, some respondents would like to • TRAFFIC & ROADWAY IMPACT - HIGH • TRAFFIC & ROADWAY IMPACT - LOW make bike lanes safer and family-friendly, so that more people would ride bikes. 20 10 6 8 3 53 0 AB C D Response Type Online Survey Public Meeting PARMA TOWN CENTER - STRATEGIC MASTER PLAN 169169 AUTOMOBILE FOCUS PEDESTRIAN IMPROVEMENTS STREETSCAPE IMPROVEMENTS RESULTS A Add Street Trees, Banner Signage, B More Landscaping, Sidewalks, Pedestrian & Automobile Wayfinding Lighting, & Crosswalk Improvements Respondents were presented with images 60 A Only A + B that represented the four different potential development types for Streetscape Improvements. Next, respondents were asked to look at development types for scale, materials, design, 50 feasibility, context, and ability to meet overall project goals and make a selection to which one they would prefer if this type of development were proposed. 40 COMMON THEMES Respondents wrote that they would like to see BICYCLE IMPROVEMENTS PEDESTRIAN FOCUS 30 C Bike Lanes or All Purpose Path. Roadway D More Outdoor Seating, Dining, Pedestrian more trees and tree-lined medians in the Travel Lane and/or Lane Reductions Wayfinding, Public Art & On Street Parking pedestrian-focused areas. However, respondents A + B + C A + B +C + D were concerned with the costs of the streetscape improvements and ensuring that wayfinding signage become more visible. 20 Before After 10 14 14 5 39 0 AB C D Response Type Online Survey Public Meeting 170 Appendix KEEP PARKING LOTS REMOVE SOME PARKING + PARKING LOT IMPROVEMENTS RESULTS A “We need the parking spaces” B ADD LANDSCAPING “Too much parking, add more plants & trees to hide parking and increase buffer ” Respondents were presented with images 60 that represented the four different potential development types for Parking Lot Improvements. Next, respondents were asked to look at development types for scale, materials, design, 50 feasibility, context, and ability to meet overall project goals and make a selection to which one they would prefer if this type of development were proposed. 40 COMMON THEMES The respondents’ comments reflected the voting 30 C REMOVE SOME PARKING + D REMOVE SOME PARKING + results by stating there is “too much asphalt” ADD PARKS & GREEN ADD DEVELOPMENT INFRASTRUCTURE “Too much parking, convert lots into more and would like to see more green spaces. restaurants, business, or mixed-use” 20 10 6 12 30 25 0 AB C D Response Type Online Survey Public Meeting PARMA TOWN CENTER - STRATEGIC MASTER PLAN 171171 FREE STANDING SHOPPING PLAZA DEVELOPMENT OPTIONS RESULTS A Big Box, Strip Centers, & Drive Thru’s B Vehicular design with uniform architectural features Respondents were presented with images 60 that represented the four different potential development types for Development Options. Next, respondents were asked to look at development types for scale, materials, design, 50 feasibility, context, and ability to meet overall project goals and make a selection to which one they would prefer if this type of development were proposed. 40 COMMON THEMES Respondents wrote that they would like to first 30 C LIFESTYLE CENTER D MIXED-USE DISTRICT see all the vacancies filled, with a focus on More walkable with heavily landscaped Walkable Neighborhood, Multi-story sidewalks and buildings with varying buildings with first floor retail and office or mixed-use development and family-friendly heights & materials, but no housing. residential (apartments/condos) above restaurants. Survey Respondents also expressed a desire to see the project attract more young professionals, but did not want to see new 20 housing, apartment, or rentals in the area. 10 3 9 18 37 0 AB C D Response Type Online Survey Public Meeting 172 Appendix NO HOUSING - Commercial Only TOWNHOMES RESIDENTIAL OPTIONS RESULTS A “We have enough residential no need for B additional housing units” - “it doesn’t fit” Respondents were presented with images that 60 represented the four different potential options for Residential Developments. Next, respondents were asked to look at development types for scale, materials, design, feasibility, context, and 50 ability to meet overall project goals and make a selection to which one they would prefer if this type of development were proposed. 40 COMMON THEMES The most common theme left in the comments by respondent overwhelmingly supported the 30 C APARTMENTS - Mixed-Use District D OTHER RESIDENTIAL OPTIONS preferred Residential Option of “No Housing” and CONDOS, SENIOR HOUSING, ETC. no new apartment types. Survey respondents felt that there should be more home owners and less emphasis on rentals. 20 10 23 6 22 12 0 AB C D Response Type Online Survey Public Meeting PARMA TOWN CENTER - STRATEGIC MASTER PLAN 173173 USE / EXPAND EXISTING PARKS POCKET PARKS PARKS & OPENSPACE OPTIONS RESULTS A No New Parks B Smaller individually located areas with Stearns, Zielinski Park, & Ridgewood Lake benches, landscaping, green infrastructure, and possibly community gardens Respondents were presented with images 60 that represented the four different potential development types for Parks and Openspace Improvements. Next, respondents were asked to look at development types for scale, materials, 50 design, feasibility, context, and ability to meet RIDGEWOOD LAKE overall project goals and make a selection to which one they would prefer if this type of development were proposed. 40 COMMON THEMES ZIELINSKI PARK Respondents wrote that they would like to see 30 C PASSIVE PARKS D ACTIVE PARKS - Town Center/Square existing parks updated. They would also like Large contiguous areas with parkland Central meeting space with hardscape, landscape features of native trees, trails, vegetation, event spaces, and activities to see the creation of larger, green space and benches. areas because smaller pocket parks are seen as “unkempt“ and “unsafe.” 20 10 12 18 6 32 0 AB C D Response Type Online Survey Public Meeting 174 Appendix USE EXISTING SPACE RECREATIONAL EVENTS PROGRAMMING & EVENTS RESULTS A Stearns Farm - Byers Field - Zielinski B Outdoor Yoga, 5k, & Kids Fun Run, etc. Park Respondents were presented with images 60 that represented the four different potential development types for Programming and Events. Next, respondents were asked to look at development types for scale, materials, design, 50 feasibility, context, and ability to meet overall STEARNS FARM project goals and make a selection to which one they would prefer if this type of development were proposed. 40 COMMON THEMES ZIELINSKI PARK The comments reflected how the survey 30 C FOOD & SHOPPING EVENTS D FAMILY & ENTERTAINMENT respondents voted with a few of the responses Farmers Markets, Art Fairs, & Food Concerts, Beer Gardens, & Movies Trucks stating a desire for more family-friendly events and to see more events at Stearns Farm. Overall, many respondents stated they liked “all 20 of the above” options for Programming & Events in the project site. 10 11 4 31 21 0 AB C D Response Type Online Survey Public Meeting PARMA TOWN CENTER - STRATEGIC MASTER PLAN 175175 PUBLIC MEETING #2 RESULTS REPORT INTRODUCTION OUTCOME The second Public Meeting for the Parma Town The Second Public Meeting was attended by Center Strategic Master Plan was held on May 30+ residents, and these attendees submitted 1, 2018, at the Cuyahoga County Public Library approximately 60 written comments and dozens – Parma Branch, with local residents, business of dots on the boards at the meeting. The online owners, and public officials all in attendance. survey was taken by 285 people and included over 400 individual comments. During the Meeting, representatives from County Planning gave a presentation on feedback from This section of the document is organized by the first public meeting and results from the online Goals. Each Goal include the overall theme or survey. The team then outlined several goals objective and several specific actions or ideas and actions for the area based upon this early that would help achieve each goal. The number feedback from the public along with guidance from of votes (and dots) placed on "thumbs up" or the Project Team and Steering Committees. At the "thumbs down" by respondents and meeting end of the presentation, County Planning asked attendees were recorded and reported, outlining the attendees for their comments and feedback the overall feelings toward each of the respective about each of the goals and their subsequent goals. actions. Respondents’ individual comments were To gather feedback, individual boards featuring also recorded and cataloged and summed goals and actions, along with maps, renderings, to understand common trends among the and pictures of potential improvements were comments. These themes and comments positioned around the room. Equipped with dots, described were used in conjunction with voting sticky notes, pens, and pencils, attendees were results to determine what changes to the goals asked to vote "thumbs up" or "thumbs down" on might be necessary or missing items that could be each of the goals presented. incorporated into the proposed plans. Following the Public Meeting, all materials were NEXT STEPS posted online to allow additional residents to review, vote, and provide additional feedback. The This section and the specific comments written survey was open from May 2, 2018, to May 18, down by respondents was used to update the 2018. goals and to guide policy development. 176 Appendix CREATE AN IDENTITY A new name and distinct identity for the area can help bolster community pride in the District while helping to maintain and attract residents and businesses. This goal aims to foster that collaboration and community spirit through an improved branding and messaging campaign. Respondents were presented with action steps, images, concepts, and examples of varying proposals that represented different ways the community could achieve the desired goal. Respondents were then asked to vote either “thumbs up “ or “thumbs down” on whether they liked the idea. COMMON THEMES RESULTS Overall, respondents liked the idea or concept of “creating an identity”; however, respondents were 300 unsure about using the current name “Crossroads of Parma”. Respondents wanted to have more input on the name, and how it is represented (colors, logo, design). 275 250 200 150 100 50 30 0 Response Type Online Survey Create an Identity - Presented at Public Meeting #2 Public Meeting PARMA TOWN CENTER - STRATEGIC MASTER PLAN 177177 DEFINE THE DISTRICT Wayfinding materials not only reinforce identity and boundaries, they also provide information allowing travelers to navigate the District without the use of local knowledge, mobile phones, or maps. Increasing accessibility and confidence while traversing the area not only improves the experience, but also boosts the opportunity for return visits, leaving guests with a favorable view of the District. COMMON THEMES RESULTS Overall respondents liked the idea of “defining the District” through cohesion, but respondents would 300 like to see the cohesion of signs extend past the District. Some individuals noted that the District is not ready for these types of features, or thought it would just add to an already saturated environment. 253 250 200 150 100 50 34 0 Response Type Online Survey Define the District - Presented at Public Meeting #2 Public Meeting 178 Appendix UPDATE ZONING TO MATCH VISION Zoning Ordinances outline specific rules for how the City would like to grow. These mandatory and rigid set of regulations are enforced by the City and can only be changed through a legal process. As technological and aesthetic improvements are made, these regulations can still lag behind the needs and desires of the community. Therefore, it is important to update local Codes to correspond with the City’s new Vision. COMMON THEMES RESULTS Overall respondents liked the direction of updating zoning to create a more mixed-use District. Some 300 respondents did worry about reducing parking requirements and did not want parking to become an issue in the District. 250 214 200 150 100 50 41 0 Response Type Online Survey Concepts for Create an Identity - Presented at Public Meeting #2 Public Meeting PARMA TOWN CENTER - STRATEGIC MASTER PLAN 179179 BOOST NEIGHBORHOOD LINKS These links will strengthen existing retail while boosting future development potential within the District. Providing greater mobility and access through all modes of transportation in a safe and welcoming environment is one of the most important aspects of a healthy and thriving District. The on-line survey results showed all-purpose trails as the overwhelmingly preferred option for connectivity improvements. The Master Plan, in response to Community input, has identified several locations that could support an off-road facility (All-purpose Trail). See map COMMON THEMES RESULTS Respondents liked the idea for expanding connectivity by adding trails and other amenities. People 300 wanted to see this network expanded outward and beyond the District connecting the community and the region. There was some concern about bike lanes and their impact on traffic/safety. 250 200 209 150 100 50 38 0 Response Type Online Survey Boost Neighborhood Links - Presented at Public Meeting #2 Public Meeting 180 Appendix IMPROVE AND EXPAND STREETSCAPES Streetscape applies to all the visual elements that make up a street including the roadway, buildings, sidewalk, trees, landscaping, and street furniture. All these elements help define a street’s character, becoming a pleasant environment that provides the space and amenities needed for cars, pedestrians, bicycles, and transit. By analyzing each street within the District for trail implementation, the Crossroads plan has launched the first step in building a more walkable, welcoming, and attractive street network. COMMON THEMES RESULTS Respondents wanted to see more trees and updates to the streetscapes within and surrounding 300 the Project Area. People liked the idea of increasing landscaping and beautification within the area. Ongoing maintenance and safety was highlighted as part of the need to improve the quality of all elements. 250 200 219 150 100 50 23 0 Response Type Online Survey Improve and Expand Streetscapes - Presented at Public Meeting #2 Public Meeting PARMA TOWN CENTER - STRATEGIC MASTER PLAN 181181 MAKE AREA CONNECTED & WALKABLE Providing greater mobility and access in a safe and welcoming environment is one of the most imports aspects of a healthy and thriving District. The large superblocks and vast amounts of parking make achieving this goal difficult and limits the potential for residents to choose walking as the preferred method to visit multiple destinations. Repurposing these vacant parking lots into all-purpose trails will help strengthen the District's links to surrounding neighborhoods while increasing internal connections to existing retail stores and destinations. COMMON THEMES RESULTS Respondents liked the idea for expanding walkability in underutilized parking areas to improve 300 convenience and safety for people of all ages and abilities including seniors and the disabled. Others felt the building locations and overall layout of the area were not conducive to these features. 250 200 210 150 100 50 26 0 Response Type Online Survey Make Area Connected & Walkable - Presented at Public Meeting #2 Public Meeting 182 Appendix ENCOURAGE MORE WALKING & BICYCLING Beyond constructing new bike lanes and trails, the City can undertake other efforts to educate residents on the various benefits of active travel options, providing a safe and welcoming environment that affords the necessary amenities and support for cyclists and pedestrians. COMMON THEMES RESULTS Respondents wanted to see more bicycle parking and improved connectivity that extended beyond 300 the District into adjacent neighborhoods. People were still concerned, however about adding bikes to roadways (via bike lanes) and how this would impact traffic and safety. 250 200 201 150 100 50 36 0 Response Type Online Survey Encourage More Walking & Bicycling - Presented at Public Meeting #2 Public Meeting PARMA TOWN CENTER - STRATEGIC MASTER PLAN 183183 REDUCE PAVEMENT & INCREASE OPENSPACE 40% of the land surface is impervious, making Big Creek the most heavily urbanized watershed of any major tributary in the Cuyahoga River Basin. COMMON THEMES RESULTS Respondents liked the idea or reducing pavement and adding more greenspaces and landscaping. 300 250 200 211 150 100 50 20 0 Response Type Online Survey Reduce Pavement & Increase Openspace - Presented at Public Meeting #2 Public Meeting 184 Appendix MAKE THE AREA MORE SUSTAINABLE COMMON THEMES RESULTS Ideas to make the area more sustainable were well received by respondents, who thought flooding 300 was a considerable issue within the community. 250 200 204 150 100 50 18 0 Response Type Online Survey Make The Area More Sustainable - Presented at Public Meeting #2 Public Meeting PARMA TOWN CENTER - STRATEGIC MASTER PLAN 185185 MAKE AREA CONNECTED & WALKABLE A strong, vibrant, and walkable street can become the foundation for a new Crossroads of Parma, providing goods and services along with entertainment and employment opportunities. Day Drive with its mix of vacant parcels, low traffic volumes, and adjacency to important destinations provides the arrangement needed to foster a mixed-use style of growth and development. COMMON THEMES RESULTS Respondents liked the idea for expanding walkability in underutilized parking areas to improve 300 convenience and safety for people of all ages and abilities including seniors and the disabled. Others felt the building locations and overall layout of the area were not conducive to these features. 250 200 194 150 100 50 COMMON THEMES Respondents liked the idea for a more walkable 31 and mixed-use street. They thought Day Drive 0 needed improvements and were concern about the vacancies and long term future of the street Response Type Online Survey Revive Day Drive - Presented at Public Meeting #2 Public Meeting 186 Appendix VIBRANT ENTERTAINMENT & ECONOMIC DISTRICT Short term changes to the built environment can lead to permanent solutions. Low-cost interventions (Pop-Up Parks, Open-Streets) present dynamic options intended to improve city gathering places, offering local solutions to current challenges. These low risk grassroots ideas can develop social interaction between citizens, the community, and government. Helping to build strong public-private partnerships and collaboration on future opportunities. COMMON THEMES RESULTS Respondents wanted to see more bicycling parking and improved connectivity that extended beyond 300 the district into adjacent neighborhoods. People were still concerned however about adding bikes to roadways (via bike lanes) and what this would to traffic and safety issues. 250 200 203 150 100 50 23 0 Response Type Online Survey Entertainment & Economic District - Presented at Public Meeting #2 Public Meeting PARMA TOWN CENTER - STRATEGIC MASTER PLAN 187187 PUBLIC MEETING #3 RESULTS REPORT INTRODUCTION OUTCOME The third an final Public Meeting for the Parma The SecondIMPLEMENTATION Public Meeting PRIORITIESwas attended by IMPLEMENTATION PRIORITIES Town Center Strategic Master Plan was held on 30+ residents, and these attendees submitted August 21, 2018, at the Cuyahoga County Public dozens Forof the Near-Termwritten category, comments rank each Goal based and on your rankings priorities using of For the Near-Term category, rank each Goal based on your priorities using Library – Parma Branch, with local residents, goals atthe the numbers meeting. 1, 2, 3, and 4 belowThe (with online number 1 survey being your high wasest priority). taken the numbers 1, 2, 3, and 4 below (with number 1 being your highest priority). NEAR-TERM Rank Here NEAR-TERM Rank Here business owners, and public officials all in by 169 Goal people 1: Create and an Identity included over 200 individual Goal 1: Create an Identity attendance. comments.Goal 2: Define the District Goal 2: Define the District Goal 3: Update Zoning to Match Vision Goal 3: Update Zoning to Match Vision Goal 8: Renovate Existing Greenspace and Reduce Goal 8: Renovate Existing Greenspace and Reduce During the Meeting, representatives from County This section ofPavement the document is organized by type Pavement Planning gave a presentation on feedback from of Goal - Near-Term, Medium-Term, & Long-Term. the second public meeting and results from the Each category included 4 goals that were similar in For the Medium-Term category, rank each Goal based on priorities using the For the Medium-Term category, rank each Goal based on priorities using the corresponding online survey. The team then scope, time,numbers 1,and 2, 3, and overall 4 below (with costs. number 1 Rankingbeing your highest of priority). goals in numbers 1, 2, 3, and 4 below (with number 1 being your highest priority). outlined any updates on the proposed Goals & each categoryMEDIUM-TERM were recorded online and inRank person Here MEDIUM-TERM Rank Here Goal 5: Enhance & Expand Streetscapes Goal 5: Enhance & Expand Streetscapes Actions based on the 'thumbs up/down' voting and thenGoal weighted 6: Make the Area to Connected determine & Walkable which proposals Goal 6: Make the Area Connected & Walkable from the public and steering committees. At the were consideredGoal 7: Encourage highest More Walking, and Bicycling, lowest & Transit priority. Goal 7: Encourage More Walking, Bicycling, & Transit end of the presentation, County Planning outlined Goal 11: Make the District an Entertainment Hub Goal 11: Make the District an Entertainment Hub various implementation strategies and asked Respondents’ individual comments were also recordedFor the Long-Term: and Transformative cataloged category, rank eachand Goal basedsummed on your For the Long-Term: Transformative category, rank each Goal based on your the attendees to prioritize the goals and actions priorities using the numbers 1, 2, 3, and 4 below (with number 1 being your priorities using the numbers 1, 2, 3, and 4 below (with number 1 being your determine which ones are most important to to understandhighest priority). common themes among highest priority). them and should be undertaken first. To gather the commentsLONG-TERM: TRANSFORMATIVE and most desired goals.Rank Here The LONG-TERM: TRANSFORMATIVE Rank Here themes Goaland 4: Createcomments a Complete Active described Transportation Network were used in Goal 4: Create a Complete Active Transportation Network feedback, individual boards featuring goals and Goal 9: Focus on the Long-Term Health & Sustainability of Goal 9: Focus on the Long-Term Health & Sustainability of actions, along with maps, renderings, and pictures conjunction withthe Area ranking results to determine the the Area highest Goal and 10: Diverse lowest Mixed-Use priority Area to Live, goals,Work, & Play shown in the Goal 10: Diverse Mixed-Use Area to Live, Work, & Play of potential improvements were positioned Goal 12: Maintain a Vibrant Economic Center Goal 12: Maintain a Vibrant Economic Center around the room in different groups. Attendees implementation tables. were asked to rank the goals in each category Please leave your voting sheet in the box at the sign-in table or hand it to a Please leave your voting sheet in the box at the sign-in table or hand it to a from 1 to 4 (with #1 being the most important). representative from County Planning. representative from County Planning. Following the Public Meeting, all materials were posted online to allow additional residents to review and vote, providing additional feedback. The survey was open until September 14, 2018. 188 Appendix PRIORITIZATION STRATEGY Each of the twelve goals were reviewed and analyzed with the Steering Committee and then separated into one of three sub-categories, Near-Term, Medium-Term, and Long-Term. Used as a method to help with prioritization, these groups help identify the difficulty, costs, partnerships, and overall investment needed to help achieve each. Near-Term Goals are objectives with relatively low costs and short time-frames that may be completed entirely by City staff or very small groups. Medium-Term Goals represent more collaborative and proactive efforts that may occur on City Land or with City Leadership. Long-Term Goals represent complex, collaborative, and costly options. Potentially market based and responsive in nature, these actions require Community support, a long-term vision, strong public private partnerships, and large capital investment. Redevelop Former Giant Eagle Improve Streetscapes Update Zoning Codes Setting Priorities - Complexities, Costs, Time, and Sample Projects. PARMA TOWN CENTER - STRATEGIC MASTER PLAN 189189 CATEGORIES 190 Appendix NEAR-TERM RESULTS 60 6060 120 116 5050 110 4040 100 3030 201 90 2020 80 1010 70 Create an Identity Update Zoning Codes 36 Renovate Greenspace & Reduce Pavement Response Type # of 1st Place Votes Total Score (Weighted) Near-Term Boards - Presented at Public Meeting #3 PARMA TOWN CENTER - STRATEGIC MASTER PLAN 191191 MEDIUM-TERM RESULTS 62 60 120120 111 50 110110 40 100100 30 9090 20 8080 10 7070 Enhance & Expand Streetscapes Make the Area Connected & Walkable Encourage More Walking, Bicycling, and Transit Use Make the District an Entertainment Hub Response Type # of 1st Place Votes Total Score (Weighted) Medium-Term Boards - Presented at Public Meeting #3 192 Appendix LONG-TERM RESULTS 60 120120 52 50 110 110110 40 100100 30 201 9090 20 8080 10 7070 Complete Active Transportation Network Focus on Long-Term Sustainability Diverse Mixed-Use Area to Live, Work, and Play 36 Maintain a Vibrant Economic Center Response Type # of 1st Place Votes Total Score (Weighted) Long-Term Boards - Presented at Public Meeting #3 PARMA TOWN CENTER - STRATEGIC MASTER PLAN 193193 FoR ouR communIty FoR ouR RegIon FoR ouR FutuRe