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Cultural Arts and Entertainment District Master Plan 1 the Public Involvement Process

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Cultural Arts and Entertainment District Master Plan 1 the Public Involvement Process Table of Contents Introduction 1 The Public Involvement Process 2 Vision Statement and Objectives 3 Arts District Description 4 Property Characteristics 5 Physical Environment 10 Arts Organizations 14 Existing Conditions 4 Recommendations 18 Property Development 18 Physical Environment 22 Streetscape and Urban Design 22 Pedestrian Circulation and Safety 29 Off-Street Parking 35 Building Appearance and Design 37 District Management 41 Implementation Strategy 49 Appendix 57 Introduction he City of Allentown is in the midst of a downtown closely with a number of arts institutions and facilities to revitalization effort that began in the 1990s. examine the potential for creating the Allentown Arts and T During that decade, the downtown experienced a Entertainment District. The group decided that a focused continued decline of its retail and office sectors, prompting plan for the Arts District would be a prudent first step. The city leaders to take serious action toward reversing the plan approaches district revitalization comprehensively, negative downtown trends and perceptions. As a result, providing key building reuse suggestions, streetscape and the City commissioned the Downtown Development Plan in transportation recommendations, and a district manage- the late 1990s to outline strategies for improving the ment concept. Thus, the Arts and Entertainment District economy of downtown Allentown. Master Plan acts as a catalyst to advance the City's downtown revitalization agenda by outlining ways to A key recommendation of the Downtown Development Plan economically leverage its enviable arts assets, and was the need to further exploit Allentown's unique cluster establish Allentown as the vibrant cultural center of the of arts related institutions on the east side of downtown. Lehigh Valley. Continued cooperation among City and arts Specifically, the plan called for the creation of a more leaders, using the plan as a guide, will ensure that this physically and functionally cohesive arts district. A number successfully occurs. of organizations have moved forward on many physical improvements within the area, such as completing the Arts Walk, a design for Arts Park, a design for the Lehigh County Historical Society's new home in the 400 block of Walnut Street, and the design of a new Arts Center at 9th and Linden Streets. Despite this commendable progress, a major programmatic recommendation of the downtown plan - a multi-institutional arts council has not been realized. In addition, there are several vacant structures in need of rehabilitation/redevelopment within the core arts institution area. Other critical issues, such as pedestrian safety, remain unresolved as well. Recognizing these deficiencies, as well as the recent successes and remaining opportunities that exist in downtown Allentown, the City administration has worked Allentown Cultural Arts and Entertainment District Master Plan 1 The Public Involvement Process The Allentown Cultural Arts and Entertainment District developed and distributed to all stakeholders to ensure Master Plan is the product of a public involvement focused discussions. Focus group meetings were held for process conducted by the City of Allentown Community arts organizations, local community groups and businesses, and Economic Development and Planning staff, and corporate and philanthropic organizations, educational its consultants. groups, and local government agencies. While these same groups constituted the Steering Committee, the focus group meetings reached out to a much broader audience. Steering Committee The City created a core Steering Committee to guide Visioning Meetings the plan and support the interests of its constituents. The A Focus Group meeting at the Baum School. Steering Committee met regularly throughout the planning Another key public involvement strategy was the Arts process to raise issues and concerns, discuss ideas, District visioning process. This component was intended and provide input on recommendations for the Arts District. to involve all participants in the previous focus group The Committee consisted of representatives from meetings and transition the thinking pattern forward from the government, arts, educational, philanthropic, and issues and concerns to a district vision and objectives. corporate communities. The City organized an intensive initial visioning meeting held in November 2003 at the Allentown Art Museum. The meeting consisted of a background presentation Focus Group Meetings summarizing district-wide issues, followed by break-out An important initial step in the planning process for the Arts group discussions organized into three major topics: District Master Plan was attaining feedback from down- property development, physical environment, and district town Allentown arts-related stakeholders: a wide cross- management. The visioning meeting topics formed section of organizations, residents, businesspeople, and the framework for eventual recommendations for the Arts agencies involved in the ultimate success of the district. District. A second follow-up visioning meeting was Accordingly, with much assistance from the City staff, a held in February 2004 to review the conceptual series of focus group meetings was held in September recommendations resulting from feedback and analysis 2003 at the Baum School in the heart of the Arts District to to date. obtain an in-depth understanding of local issues, concerns, needs, and aspirations of the arts-related stakeholders regarding district revitalization. A questionnaire was Allentown Cultural Arts and Entertainment District Master Plan 2 Vision Statement and Objectives The end product of the visioning process was a o Create an environment that encourages additional comprehensive vision statement, formulated to establish arts and cultural organizations to locate in the district a spirit of optimism and excitement for a revitalized and individual artists to live and work in the district downtown: o Leverage the ability of the arts to attract nighttime and weekend activity downtown and generate arts Through a series of strategic investments and programs, the related business development Arts District Master Plan seeks to revitalize and invigorate the cultural and entertainment area of downtown Allentown. o Increase the number and type of cooperative and It is envisioned that these improvements will enhance the supportive ventures among existing arts organizations overall quality of life of the downtown, City, and entire and with non-arts organizations Lehigh Valley by reinforcing downtown Allentown as the o Create an organizational structure or entity to regional focus; strengthening community identity and civic coordinate and manage all activities within the pride; enhancing the cooperation, knowledge, and leverage Arts District of the arts; providing safety and aesthetic improvements; o Identify reuse/redevelopment opportunities for rehabilitating existing infrastructure; encouraging downtown several key buildings within the Arts District living; and providing new opportunities for leisure and entertainment activities. In sum, the Arts District Master Plan o Identify additional resources/revenues to support an envisions a highly desirable, livable, walkable, vibrant, and increased level of activity in the district diverse downtown Allentown with a strong sense of place. o Increase the public's awareness of, and attendance at, the cultural facilities and activities that are located The Steering Committee for the Arts District Master Plan in the downtown Arts District and in Allentown in established a series of objectives for creating an arts general district at the beginning of the planning process. Through o Create a coordinated marketing strategy to identify, the analysis of existing conditions, feedback from focus unify, and promote all downtown arts venues and group and visioning meetings, and the establishment of a organizations, as well as supporting businesses vision statement, the consultant team and Steering Committee reinforced, refined, and supplemented the o Create a safe and attractive physical environment in original objectives for the Arts District, as follows: the Arts District to promote year-round, 24-hour pedestrian activity. o Establish a single, unified plan for the Arts District o Help spur the revitalization of downtown Allentown Allentown Cultural Arts and Entertainment District Master Plan 3 Existing Conditions An important preliminary component of the Allentown Arts District Description 7th Street, the Arts District area is home to small Cultural Arts and Entertainment District Master Plan is locally-owned shops, a variety of residential offerings the analysis of existing conditions. This evaluation helped The Allentown Cultural Arts and Entertainment District is from single-family row homes to multi-unit apartment determine opportunities and challenges within the Arts an unofficial place, with a defined designation and buildings, several churches, the City's courts, and the City's District, in both physical and programmatic terms. boundary a desired outcome of the Master Plan. The major arts institutions and museums. Some vacancies Existing conditions were evaluated through intensive site study area for the physical plan centers on Hamilton exist, primarily above the ground floor, but the urban visits to the district, analysis of existing documentation, Street, the traditional commercial spine of downtown, and fabric throughout the district is well intact, and only a and feedback
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