Arlington District: a Vision for Revitalization

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A R L I N G T O N DI S T R I C T :

A V I S I O N F O R R E V I T A L I Z A T I O N

P ROJECT FOR P UBLIC S PACES, I NC.

ARLINGTON DISTRICT: A VISION FOR REVITALIZATION

PREPARED FOR: VASSAR COLLEGE ARLINGTON REVITALIZATION COMMITTEE POUGHKEEPSIE, NEW YORK

PREPARED BY: PROJECT FOR PUBLIC SPACES, INC. WITH ABELES, PHILLIPS, PRIESS AND SHAPIRO NEW YORK, NEW YORK

ARLINGTON DISTRICT: A VISION FOR REVITALIZATION

TABLE OF CONTENTS

PAGE 1 INTRODUCTION

2 CREATING GREAT PLACES

6 KEY FINDINGS AND RECOMMENDATIONS

6 I. GENERAL PERCEPTIONS

7 II. TRAFFIC, STREETSCAPE AND PARKING

16 III. RETAIL AND INSTITUTIONAL DEVELOPMENT

26 IV. CHARACTER, APPEARANCE AND PUBLIC SPACE

31 V. DISTRICT MANAGEMENT

32 VI. IMPLEMENTATION RESPONSIBILITES

35 DRAWINGS

ARLINGTON DISTRICT: A VISION FOR REVITALIZATION ARLINGTON DISTRICT: A VISION FOR REVITALIZATION INTRODUCTION

Arlington is the historic heart for the Town of Poughkeepsie, New York, where shops, movie houses, and restaurants flour- ished in the past alongside banks, churches, libraries, schools, and other institutions, including Vassar College. The neighborhood was always distinguished for its comfortable mix of local businesses, together with residential side streets, in a human-scale environment that made for a pleasant and convenient pedestrian experience. Historic photographs of the area show a gracious neighborhood center with fine shops and tree-lined streets. It is remembered by long-time residents as the most upscale of all the town centers in the region.

Regrettably, Arlington today bears little resemblance to its memorable past. In 1965, Raymond Avenue was widened to four lanes and landscaped medians were removed in the name of efficient traffic management. As in most American communities, what Poughkeepsie gained in quicker com- mutes it began to lose in terms of distinctive destinations that make the trip worthwhile. The small town main street atmosphere that is so fondly recalled by residents was, in fact, more than superficial trappings that stood in the way of progress: it was the single greatest reason why Arlington excelled as a commercial district in its heyday. Paradoxically, by sacrificing Arlington’s historic character to bring in more drivers, Arlington was effectively marginalized to the backwaters of mediocrity.

In 1998, leaders from the business community came together with representatives from Vassar College, the Town, Dutchess County, and area residents to form the Arlington Revitalization Steering Committee. This broad public/private partnership initiated several early actions, such as street fairs and beautification, aimed at enlivening Raymond Avenue. In 1999, the committee hired Project for Public Spaces to study of Arlington’s potential to become a vibrant town center, an asset for Vassar College, and a community “place.”

ARLINGTON DISTRICT: A VISION FOR REVITALIZATION 1 CREATING GREAT PLACES

Rather than just designing our communities to accommodate motor vehicles, placemaking aims to balance all users — pedestrians, motorists, and bicyclists. In studying how public spaces are used, using such techniques as time-lapse filming, Sociability Uses & Activities systematic observations, surveys, and town meetings, PPS has distilled the qualities that make up a great place into the following four basic ingredients:

Place Activities and Uses A good place should be full of home-grown activities that act as the glue of their communities, drawing people to them for Access & Linkages Comfort & Image companionship and relaxation. Examples might be a farmers’ market, a playground, a corner bar, or a sidewalk café. A healthy variety of such uses will attract a variety of people and keep a neighborhood lively at all times of day.

Project for Public Spaces (PPS) is a non-profit corporation that has worked in over 850 communities in the United States and abroad to improve public spaces so they are not only more attractive, but active, comfortable and usable. PPS has become widely known for its innovative approach to community revitalization that focuses on the behavior, expressed needs and col- laborative visioning of community members. In the course of its work over 25 years, the same theme has come up repeatedly, especially in the last few years: More and more people are feel- ing a loss of community and a lack of control over, and connection to, the changes taking place in their public environments.

After more than half a century of urban planning and transportation policies geared largely to facilitating the safe, efficient movement of automobile traffic, a broader approach is taking hold and gaining momentum. This “placemaking” approach looks at the role streets, parks, economic activities, and public buildings and institutions can play in enhancing communities to create attractive destinations.

2 ARLINGTON DISTRICT: A VISION FOR REVITALIZATION Access and Linkage As more and more placemaking projects are implemented, A good place is visible and easy to get to. People need to see more is being learned about what works and what obstacles that there is something to do and that others have been en- need to be overcome. The input of those who use and experi- ticed to enter. On the other hand, if the street is too danger- ence a place on a regular basis is essential to the process. ous for older people and children to cross, the place won’t be Moreover, to address these broader “quality of life” goals, gov- used. Linkages are opportunities to connect different ele- ernment agencies and communities must work together with ments so that they create a people-friendly environment that an open mind, pool resources, and share responsibility for im- encourages strangers to talk to other strangers as if they knew plementation. each other. For example, if a children’s reading room in a library is located so that it is next to a playground and a food Thus, Arlington’s revitalization hinges upon calling into service kiosk is added, more activity will occur than if these facilities all of its strengths, local merchants, property owners, develop- were located separately. On the micro-level, if a bench, a ers, town officials and engineers, Vassar College, and the wastebasket and a telephone are placed with no connection to nonprofit community, to fulfill its enormous potential to be- each other, each may receive a very limited use; but when come a thriving center that serves local residents and the re- they are arranged together along with other amenities such as gion. a coffee cart or newsstand, they will naturally bring people together. A VISION FOR ARLINGTON

Comfort and Image One of the most heartening aspects of the year-long commu- Good places entice people through well-designed amenities, nity process led by PPS (see inset) was that there was an such as seating, shade trees, bike racks, and bulletin boards, overwhelming consensus of vision among local residents and and also through good management that keeps sidewalks the Vassar community. clean, paint from peeling and helps keep a neighborhood safe. Good details can tantalize—they signal that someone took the People imagined a safer and more pedestrian-friendly Ray- time and energy to design amenities that are welcoming and mond Avenue that saw less speeding traffic and better pedes- respond to the unique needs of neighborhood people. trian crossings. Trees, planted medians, and wider sidewalks with cafes were suggested, as well as a movie theater, park Sociability space, and a farmers’ market. People wanted to emphasize A sociable place is one where people want to go to observe the historic character and architecture to become a thriving the passing scene, meet friends, and interact with a wide college town and a specialty district with unique shops that range of people that are different from themselves. Farmers’ would not be found at nearby malls. They wanted convenient markets are a typical example of a sociable place, and re- parking, but not to let parking lots further erode the compact search shows that people have four and a half times more so- shopping district. And they wanted a facelift for the street- cial interactions in a public market versus a supermarket. So- scape that included, among other things, more places to sit, ciability is achieved by working together with the unique, local assets that can be found in all communities, and then combin- ing the above ingredients to make a great place.

ARLINGTON DISTRICT: A VISION FOR REVITALIZATION 3 DESCRIPTION OF PROCESS to issues such as traffic, safety and security, future growth and develop- PPS conducted a thorough study of existing conditions in the study area and ment, retail, events and programs, appearance and character of the study elicited the community’s opinions, perceptions and suggestions for making im- area. 612 surveys were collected in all. Approximately 2500 residents’ provements. The process was designed both to bring forth needed information surveys were distributed and 254 were returned; the entire Vassar commu- and to help build interest, cooperation, commitment and understanding of the nity was surveyed (3600 people), and 320 were returned; 25 local mer- positive potential for improvements on the part of the area's diverse businesses, chants also participated. residents, and Vassar students. • A town meeting, facilitated by PPS, to learn what areas and features were This process included several key components that contributed to the findings best-liked in Arlington, brainstorm ideas for improvement, and outline and recommendations in this report: specific potential actions. PPS presented a slide show illustrating placemaking examples from other cities and distributed maps of the area to • A brainstorming session with town officials and the Arlington Revitaliza- small breakout groups to help residents articulate their ideas. Over 100 tion Steering Committee to agree upon goals for the project, begin to iden- people attended the meeting. tify issues, and identify key agencies and people to interview. • A traffic analysis of Raymond Avenue, prepared with Pennoni Associates, • Interviews with individuals and institutions identified at the brainstorming to set the stage for Phase II recommendations, based on traffic counts taken session. This included the board of the Public Library, Arlington Elemen- by the DOT. We also met several times with the DOT to discuss possible tary School, the Arlington Post Office, as well as the State Department of options for the Raymond Avenue design. Transportation, Dutchess County Department of Planning and Develop- ment, and Vassar students. • A façade improvement workshop, conducted with Norman Mintz, a façade and signage specialist, to educate property owners and retail tenants about • Photographic documentation of existing conditions in Arlington and on the potential for low-cost enhancements that would improve the character Raymond Avenue, including land uses, conditions of open spaces, building and appearance of the area. contextual relationships and exterior appearances, parking areas, landscape elements, vehicular and pedestrian circulation, sidewalks, signage, lighting, • An economic analysis, conducted by John Shapiro of Abeles, Phillips, and amenities. Prior studies and plans conducted by the Town and the Col- Preiss, and Shapiro, that explored the potential for new development lege, as well as city ordinances, zoning, traffic and accident data were also and helped identify the most promising market niche on which to build collected. Arlington’s future imag

• An on-site parking study – working with Vassar students – during one weekday and one Saturday in order to understand the current capacity for parking both in lots and on the streets.

• Surveys of local businesses, residents, and the college (including students, faculty, administration and staff) to determine perceptions and sensitivities

4 ARLINGTON DISTRICT: A VISION FOR REVITALIZATION flowers and trees, more attractive storefronts and signs, and historic street lamps.

People also pointed out that Vassar College is one of Pough- keepsie’s greatest assets, and Arlington’s future will depend not only on a commitment from the town, but equally on the image and support of the college. The district and the college are in- extricably linked: Arlington’s quality shops depend on the stabi- lizing and image-building influence of the college as much as convenience-oriented shops depend on Vassar clientele for their business. Residents are attracted by the cultural amenities offered by Vassar and the beautiful campus setting. For its part, Vassar needs a thriving downtown to add to the livability of the Vassar experience.

Playing on the historic pedestrian character, mixed uses, potential to become a thriving college town, and its central location, this report explores the opportunities to create a specialty shopping district that becomes a destination for the region, as well as serving local Arlington residents. Fulfilling the district’s potential will also depend on reviving its image as Poughkeepsie’s civic center, with street, sidewalk, retail and parking improvements, and a new town square that compliments the college attraction with an important civic anchor.

ARLINGTON DISTRICT: A VISION FOR REVITALIZATION 5 KEY FINDINGS AND RECOMMENDATIONS

I. GENERAL PERCEPTIONS

When asked to rate Arlington for a variety of factors, there mosphere, the northern parts (especially between Davis and was almost complete agreement in the survey that Arlington is Main) are felt to be lacking in any sense of place, in large part a safe, convenient neighborhood. On a scale of 1 to 10 (10 due to too many parking lots, vacant parcels, and uninterest- being best), daytime safety received a rating of 7.4 and con- ing architecture. venience without a car received the second highest rating (6.1).

A great number of people also commented that Arlington has a pleasant village character with many diverse attractions -- a welcome contrast to area malls. People praised the district for its unique boutiques, stores and restaurants, and appreciated the fact that they were locally owned and not chain stores. There is also an appreciation for the major public and private institutions that contribute to the area’s character and convenience: the school, library and post office, as well as Vassar College, banks, churches and medical institutions. People feel that the presence of all these things is a central part of why Arlington is essentially a convenient place to live and shop.

The architectural interest and intimate scale of certain streets also registered strongly, particularly Collegeview Avenue, which is not only pedestrian friendly and beautiful, but also car friendly, being one of the best places to park. At the town meeting, the maps of “favorite places” focused on this area.

On the other hand, people complain that the district is per- forming far below its potential and is not user-friendly. The worst ratings went to “comfortable places to sit outside” (2.9), and the “ease of crossing Raymond Avenue” (4). People also bemoaned that Arlington has a dilapidated appearance, too many vacant stores, not enough parking, and too little variety in its stores and services. Typical of these remarks are “It doesn’t feel cared for” or “It's not anything like a college town, there's no where to go.” Finally, as much as the southern part of the study area has a discernible charm and village-like at-

6 ARLINGTON DISTRICT: A VISION FOR REVITALIZATION II. TRAFFIC, STREETSCAPE, AND PARKING

Raymond Avenue, with its fast moving traffic, is a major Prior to PPS’s involvement, the Steering Committee had es- obstacle to the revitalization of Arlington. One of the most tablished a positive working relationship with New York State hotly discussed issues in Arlington is clearly Raymond Ave- Department of Transportation (NYSDOT) to determine what nue, which is seen as the cause of innumerable problems. improvements to Raymond could be made during a proposed One survey respondent wrote, “Raymond Avenue is a disaster 2000 resurfacing project. Based on this, PPS subcontracted for any community. It makes [Arlington] into a city like Hart- with Pennoni Associates of Cleveland to conduct a technical ford -- a place where cars pass through.” To many, Raymond analysis to measure the impacts of the traffic flow on Ray- disturbs the otherwise peaceful, small town feel of the mond Avenue if the street were to be reduced to three lanes neighborhood; to others it cuts off an entire side of an impor- (two moving lanes with a central turning lane, plus parking) tant street, the school from the library, a residential community from the existing four lanes. Data, including traffic counts and from shops in walking distance. Arlington Elementary School signal timings provided by the NYSDOT, was compiled from is a good example of the effects that such a street can have Main Street to Hooker and a capacity analysis was performed on a community. Most parents won’t let their children walk to at critical intersections impacting traffic flows and volumes school because they don’t want them crossing the street; thus along Raymond Avenue. (This work was funded by the town they increase traffic by driving them to school (about 120 cars of Poughkeepsie under a grant from the Hudson River Green- morning and night), and the traffic cuts kids off from the library way program.) which is just across the street. The study concluded that a three-lane operation is manage- able for the study section of Raymond Avenue from Route 44/55 Arterial to Hooker Avenue. This then opened several opportunities for the planning team to develop options for a more friendly street, accommodating many of the above suggestions and with improved pedestrian and bicycle access, while still maintaining reasonable traffic flow and parking op- erations.

Other streets in the core of Arlington, while not as prob- lematic as Raymond, are not as comfortable and convenient for pedestrians as they could be. Perceptions of other streets were much more positive, although many people had suggestions for improvements, including a pedestrian walkway from the campus edge to La Grange and La Grange to Davis (this was drawn on many of the maps at the meeting, and it has appeared in past studies of the Arlington district). Some people suggested that traffic should be redirected, including making the arterial a two-way street to slow traffic.

ARLINGTON DISTRICT: A VISION FOR REVITALIZATION 7 Even though it is the best-loved street in Arlington, College- are in very poor condition and should be replaced as part of a view is not without its issues. There are some problems with comprehensive streetscape scheme. traffic backing up on Collegeview, exacerbated by cars backing out of perpendicular parking spaces that require cars to The Arterial is a state road designed to facilitate the pull into the opposing traffic lane. Some felt that this conges- speedy movement of traffic without regard to pedestrians. tion should be addressed by changing Collegeview to a one- With two 12 foot lanes and one 15 foot lane, and no parking, way street. Also, the sidewalk is undermined by cracked con- cars are encouraged to travel at high speeds, making it un- crete in places, a brick edge that needs to be reset due to comfortable for pedestrians to walk along the 8 foot sidewalks, heaving, benches that should be upgraded, and a plethora of much less cross it. This forces most of the land tenants (such curb cuts that give it a chaotic appearance and prevent the as the library and the mental health center) to have their pri- possibility of parking on much of the north side. As in other mary access from large parking lots to the rear, providing vir- parts of the study area, the over-abundance of curb cuts also tually no identity or inviting facades on the street itself. The adds to traffic congestion as cars pull in and out. Arterial is also a hazard for the Arlington Elementary school, which has a supervised crossing at Main and the Arterial. In- Main Street, with its extensive curb cuts and setback de- deed the fact that people call this street “the Arterial” rather velopment, is also inhospitable to pedestrians. Main than its real name – Haight Avenue – is symbolic of the per- Street, which was formerly a state road prior to the construc- ception that people have of the street. tion of the 44/55 bypass, has the remnants of what was indeed a traditional main street. In recent decades, however, The Arterial was designed with no sidewalk amenities, trees, there has been a deterioration of the pedestrian environment etc. The cobra head light fixtures are set not at the curb, but and the walking character of Arlington breaks down entirely. along the property lines. The only trees which exist are on private property, and landscaping is haphazard along the street The state widened the road to 40 feet during the construction as most owners do little to enhance the “fronts” of their build- of the bypass, which in turn attracted more automobile ori- ings. ented businesses, surrounded by parking lots. Although a few of these businesses have attractive landscaping (such as A study of parking reveals that most of the parking prob- Woodstock Chicken), most do not, and parking frequently lems currently relate to enforcement and location -- rather abuts the sidewalk. This means that, with the amount of com- than overall supply. However, there is no doubt that for mercial activity that happens here, a pedestrian must be con- many people it is a central problem that needs to be stantly vigilant to not be hit by cars pulling in and out of park- solved. In surveys, availability of parking received an aver- ing lots. age rating of 4.5 out of 10. We found that it is merchants that are most concerned about parking, especially those on Col- The sidewalk is currently only about 8 feet wide, only just wide legeview and on Raymond between Collegeview and Davis, enough for street trees. Overhead utility poles dominate the as they feel they are losing business when a potential client streetscape, and even the street lights are attached to un- cannot find a space in front of their store. Even though parking sightly wooden telephone poles. The sidewalks themselves was always available in the district as a whole, the issue

8 ARLINGTON DISTRICT: A VISION FOR REVITALIZATION nevertheless requires a solution that works for specific sub- areas that have more urgent parking needs.

It is equally important to try to avoid a solution that results in more parking lots – it is already true that single biggest factor in recent years that has detracted from the area’s visual character is the encroachment of parking lots. As one person commented: “There's way too much concrete here. I come to Arlington because -- even though there is traffic, and limited parking -- I always find a spot. Walking is part of the experience. I like the easy going atmosphere rather than the bustle of crowded malls.” If there is one factor that causes people to prefer the atmosphere of the southern part of the district (especially around Collegeview) to that of the blocks between Davis and Main, it is that there are fewer parking lots to interrupt the neighborhood fabric.

Our parking analysis, conducted with Vassar students during one Friday and one Saturday during October 1999, studied spaces in lots were still free. When we included Collegeview the current capacity and turnover rate in most streets (except Towers’ lot in the count, exactly 50 percent of the parking in all for Main and the Arterial) and all major parking lots in the lots was still available, or 276 spaces. study area. We found that, during the peak parking times, there was still a considerable amount of vacant space both in On streets, we created the same fictional combined peak parking lots and along streets. Only one of the six parking lots (including Raymond, Collegeview, Davis, and LaGrange). The studied was near full at any point during either day: HSBC results were very similar: 40 percent of the available space Bank was almost 90 percent full at 3:00 on Friday afternoon, was still free for parking. Collegeview Avenue’s parking is far probably its busiest time in the entire week. The other down- busier than on any other street – at lunchtime on Friday it was town lots peaked at between 50 percent and 70 percent ca- more than 80 percent full, and we hear from residents that it is pacity. The Collegeview Towers parking lot, which we also sometimes even fuller than that. However, by tracking how included in the study, was never more than 38 percent full, long each car remained parked there, we were able to deter- which was during a Saturday when more residents were likely mine that more than 40 percent of the cars were parked for to be home (peak weekday occupancy was 30 percent). We longer than the legal (two hour) time limit. A sizeable 36 per- created a fictional combined peak to see how much parking cent of cars were parked for more than four hours, and 27 per- would be available in parking lots in the unlikely event that cent were parked there all day. Only two of these violators had every lot peaked at the same time. We found that, not includ- a Vassar College sticker, and we feel it is likely that a number ing Collegeview Towers’ private lot, 40 percent of the parking of merchants and employees are using Collegeview for their

ARLINGTON DISTRICT: A VISION FOR REVITALIZATION 9

own use. In other communities, we have often found that this is the case, even while the business community complains that there is not enough parking for their customers. The solution usually lies in better enforcement of the parking regulations and in the provision of safe, convenient all-day employee parking either behind stores or within a one-block walk.

Other side streets continuously had ample parking space: at no point was either Davis or LaGrange more than about 50 percent occupied. Though one resident pointed out that these streets are sometimes used for long-term parking by nonresi- dents, few of those surveyed ever park there. In fact, one strategy to help free up the parking on Collegeview might be to encourage employees to park on the side streets during business hours.

Raymond Avenue parking was never more than about 40 percent full and, unlike Collegeview, parking was mostly within the legal time limit. However, spaces are not striped, so that cars are inefficiently parked, often taking up two spaces in- stead of one. We also heard complaints that, because of the speed of passing traffic, people parking on Raymond -- especially near Collegeview (where it is needed most) -- feel intimi- dated when getting in or out of their cars.

In summary, we found that if every parking area in streets and in lots peaked at the same time, Arlington would still have 45 percent of its parking available – a generous 446 spaces. However, certain high-use retail areas, such as Collegeview Avenue, still lack adequate parking for customers and employees, and the existing rear parking is an odd jumble of unattractive lots that serve businesses very inefficiently. In addition, future development, which we hope can be spurred, will also require a certain amount of additional, strategically located parking.

10 ARLINGTON DISTRICT: A VISION FOR REVITALIZATION RECOMMENDATIONS

Reconstruct Raymond Avenue as a boulevard, with one Commercial loading and unloading should be restricted to cer- traffic lane in either direction and a central median that tain hours to avoid rush hour; specific loading zones should can become a turning lane at intersections1. Narrowing also be created where possible along side streets and at the the street will allow the sidewalks to be widened by five feet, rear of buildings. without loss of parallel parking lanes on each side. At intersections, sidewalks should widen farther into sidewalk “bulb- Another alternative being studied for the Collegeview/ outs” that shorten the crossing distance for pedestrians, im- Raymond intersection is a landscaped, European style mini- prove pedestrians and vehicle visibility, and protect the cars roundabout that would provide an even greater sense of gate- parked in the parking lane. Brick crosswalks will further differ- way to the district and can accommodate high volumes of traf- entiate pedestrian areas, and at Collegeview and Raymond, fic more efficiently than a conventional intersection. the entire intersection should be bricked and inlaid with a logo designed by the Steering Committee that identifies it as a Whichever alternative that is chosen, meetings with the De- gateway to both Vassar and Arlington. Sidewalks should be partment of Transportation and the Steering Committee have completely reconstructed, and should be distinguished by had the exciting result that these improvements will begin im- quality materials, including attractive pedestrian-scaled light plementation in the year 2002, with a budget of approximately fixtures and a continuous five-foot edge, or tree trench, of per- $2.5 million. meable brick2 paving to accommodate new trees, following the example of Collegeview Avenue. The median between Collegeview and Main should also be constructed of brick, and planted with a row of trees and furnished with attractive light fixtures. Between Collegeview and Hooker, the median should be green, i.e. planted with grass and landscaping, to match the character of the Vassar campus.

1 At the intersection of Haight, a right turn lane is necessary to maintain an acceptable level of service (see Appendix C) 2 Using high quality materials, such as brick, will help create a desirable image for the neighborhood that matches the character of its historic buildings.

ARLINGTON DISTRICT: A VISION FOR REVITALIZATION 11 Make better use of Collegeview Avenue as a shopping number of potential customers past shop fronts and drivers destination street by maximizing street parking. The exist- must find circuitous and frustrating detours that detract from ing perpendicular parking on the south side should be re- convenience. However, to improve efficiency at the intersec- moved and new diagonal parking should be striped on the tion of Raymond, we recommend adding an additional turning north side of the street, in front of the shops just east of Ray- lane on Collegeview. mond. At the suggestion of the NYS DOT, the diagonal parking To improve traffic flow, we also recommend that loading should then shift to south side of zones be restricted to certain hours and at the backs of build- the street until the corner of Fair- ings, utilizing the newly-created rear parking areas (see be- mont. These measures will re- low). duce delays that are caused when cars pull in and out of the Main Street is too wide, and could potentially be narrowed current perpendicular parking, lo- as much as four feet without impacting traffic: this would cate some parking closer to create the opportunity for a narrow four feet “mountable” cob- shopping, and constitute a design blestone median (i.e., one that cars can drive over to make a that will signal to drivers that this turn into a parking lot), or a two foot extension to the side- is a pedestrian zone. While we walks, which would allow much more room for street trees and think the DOT suggestion stands amenities. on its own merits, following it has the added advantage of being eli- In order to upgrade Main Street, the following steps are gible for federal TEA-21 funds recommended: because the lateral shift in parking and traffic is an innovative ap- • Bumpouts or neckdowns at intersections, as well as at en- plication of traffic calming techni- trances into parking lots (in zones where street parking is cally known as a chicane. Simul- now prohibited). The bumpouts will help slow traffic and taneous with these improve- make it easier for pedestrians to cross, while giving addi- ments, existing utility poles that tional space for landscaping and trees; interrupt the parking need to be • Consolidate curb cuts whenever possible and prohibit new relocated. curb cuts; • Put utilities underground and install new light fixtures; We recommend that Collegeview • Create landscape buffer zones with trees in building set- remain a two-way street: nation- back areas and in front of all parking lots. These zones wide, it has been demonstrated could be voluntarily improved by property owners and that one-way streets have a mandatory in new construction or renovation requiring deadening effect on the vitality of planning board approval; a street, since they bring half the

12 ARLINGTON DISTRICT: A VISION FOR REVITALIZATION • Widen the sidewalk in front of Holy Trinity Church by ex- Create new, shared parking areas in strategic high-use tending it into the church lawn; areas. Shared parking is one way to provide the aggregate • Encourage building owners and businesses to participate quantity of every business’s parking needs, while still allowing in the façade improvement program, and to re-open infill development (i.e., each and every property owner need blocked up windows, such as at Davies Hardware. New not overcompensate by providing all of their parking on-site). construction should be required to have windows facing Shared parking can be encouraged through a combination of Main Street, and to build up to the sidewalk, east of Ray- zoning incentives and public acquisition, as well as cross- mond Avenue to Fowler Street as well as west of Ray- access easement agreements between private property own- mond to the end of the existing row of buildings. ers. All told, the recommendations we have made in this re- • Investigate the feasibility of reducing the westbound lanes port will create up to 183 new parking spaces in Arlington, at Main and Raymond from three to two, and widen the enough to accommodate existing parking needs as well as sidewalks accordingly. new infill development (see Appendix D). At the same time, we have reduced the number of unsightly parking lots in important retail areas. The Arterial’s primary role as a major automobile corridor should be maintained, however the impact of traffic on • Shared parking in rear lots between Collegeview pedestrians should be mitigated and speeds reduced to and LaGrange. Coordinating the jumble of parking lots no more than 35 MPH. Strategies to achieve this might in- that already exist would benefit every business along clude the following: Collegeview by creating more parking for each estab- lishment, vastly improving the appearance of the rear • Approach NY State DOT about narrowing the lanes on the and side lots, and creating a more desirable shopping arterial from 12 feet to 10 feet in Arlington, and create a street. We recommend an incremental approach that parking lane on the north side of the street; begins immediately to create some of this parking, • Provide new, historic type light fixtures at the curb, similar working with property owners that understand the to those to be used on Raymond; benefit of this new parking area, rather than waiting to • Work with property owners to provide landscaping and create consensus among every owner on the block. trees in the setback areas along the sidewalk; This parking area should be sensitively designed to fit with the attractive atmosphere of Collegeview and the • Where the sidewalk is at least 8 feet wide, provide street backyards of LaGrange Avenue residences. It should trees; be characterized by shade trees, border plantings, • Screen all parking lots with landscaping; • funky rear shop entrances, even picnic tables, and Work with Morgan’s Florist to expand their outdoor display gravel or rolled, crushed stone surfacing rather than by area along the Arterial and to screen the Davies Hardware asphalt. A second phase could be pursued that would parking lot. create more parking in the eastern end of the block, which would create an additional 75 spaces. Some of this parking could be leased to commercial property

ARLINGTON DISTRICT: A VISION FOR REVITALIZATION 13

owners on Raymond Avenue who do not have their own areas for employee parking, which would then enhance the marketability of those properties. There is also potential to create a centralized parking area on the west side of Raymond Avenue at Main (behind Fleet Bank, Concord Lending and Rio Mexi- cana). In addition, Holy Trinity Church has 250 parking spaces, which might be a potential resource as a common parking area.

• New common parking areas behind existing businesses on the west side of Raymond Avenue. Within the existing property limits, a single row of parking behind these businesses can be provided, creating a parking street that serves the common parking needs of the businesses and institutions from Fulton all the way to Arlington Elementary School (see bottom right photo for example). Creating this parking street will then create the opportunity for new development on the streetfront parking lots that currently give this side of Raymond a gap-toothed and forlorn appearance (see retail and institutional development section for additional details).

• The parking street described above should be con- nected to new parking lots at Arlington Elementary School and at the back of the adjacent development site (31 Raymond Avenue), rather than creating the proposed new school parking facing Ray- mond Avenue. Currently, the school district wishes to acquire 31 Raymond for a teacher parking lot. This would create a void on Raymond and represents a missed opportunity. By reconfiguring the school’s existing parking lot and bus drop-off, and by creating a shared parking lot at the back of the adjacent lot (to the south), we can fulfill most of their parking needs as

14 ARLINGTON DISTRICT: A VISION FOR REVITALIZATION

well as those of new institutional development next door. This will also incorporate a much-needed area where parents can safely pick up and drop off their children, and provide parking for a new building (such as a new library) next to the school on Raymond Ave- nue. The entrance to the proposed lot will line up with Davis Avenue and the lot itself should be constructed of high quality materials, including special paving and ornamental landscaping, so as to complement the image of the adjacent town green (described below).

• The Collegeview Towers parking lot is also a vast potential resource for employee parking in the district and we feel the owners should be approached with an offer to lease some parking spaces.

Management of parking, of both proposed new parking and existing parking, will be an important aspect of en- suring that public lots are clean and well-maintained, and that time limits are enforced. Through this measure alone, the town could alleviate a large portion of the perceived parking shortages. The proposed new parking street, including its management, maintenance, and liability concerns, should either be the responsibility of the Town or of a newly created Business Improvement District or local development corporation (see next section). Two-hour time limits on Collegeview need to be enforced and appropriate time limits should be considered for Davis and LaGrange (such time limits should not interfere with people or employees who want to park during business hours, however).

ARLINGTON DISTRICT: A VISION FOR REVITALIZATION 15 III. RETAIL AND INSTITUTIONAL DEVELOPMENT From the surveys of residents and Vassar students and staff, The Arlington business district has a healthy mix of busi- there is a general perception that Arlington does not offer a nesses. Out of the 71 businesses along Raymond, College- wide enough variety of shops or enough nighttime uses, and view and LaGrange Avenues, there are: that, with exceptions, much of the current retail is unattractive • 22 convenience stores and services (delis, cleaners, and not high quality. On the other hand, people also appreci- flowers, etc.) ate that stores are affordable and convenient and that some of • 19 comparison stores and services (clothing, gifts, tat- them are a real asset to the community (among these, the toos, etc.) Cubbyhole, Dutch Cabin, CobbaBlu, Beechtree, Davies Hard- • 14 eateries and entertainment uses (cafe, pizza, bil- ware, Julie’s Restaurant, Delforno’s Deli, and the Three Arts liards, etc.) bookstore were most frequently mentioned). These stores • 10 offices with ground floor space (travel, insurance, have loyal fans and reinforce the homegrown small town am- etc.) bience that Arlington residents seem anxious to preserve. • 5 vacant storefronts • 1 automotive

This mix yields a ratio of roughly one-third convenience, one- third comparison, and one-fifth eateries/ entertainment.

Nevertheless, the Arlington business district has a split personality in terms of retail mix. In PPS’ survey of 600+ students and residents, students were more likely than residents to regularly patronize the Three Arts Bookstore, eateries, and take-out food establishments. Residents, on the other hand, were more likely to regularly patronize Davies Hardware and the Post Office.

Convenience retailing in Arlington is weak, and should not be emphasized in future planning. The most prevalent retailers in Arlington are hair and nail salons. The racks are under stocked in most of the convenience stores, an indication of low sales volume per square foot. The health food store is a notable exception, but is really akin to a comparison retailer, since people are fairly discriminatory about where they buy health products.

The weakness of convenience retailing probably has to do with the dominance of Route 44/55 in the automobile age.

16 ARLINGTON DISTRICT: A VISION FOR REVITALIZATION

The high volume of passby traffic on this road has prompted the construction of shopping centers and strip development that also take advantage of the larger assemblages located along these routes. These shopping centers and strip developments feature supermarkets, drugstores, and other large anchor stores.

Though unlikely to expand, there will be constant demand for some convenience retail in the Arlington business district. The survival of convenience retailing along Raymond Avenue has much to do with the presence of the Post Office, the use of this road as a shortcut to the south, and the captive market created by Vassar students and employees.

In contrast, the business district has several strong comparison retailers and some strong eateries: these should be emphasized in future planning. Tellingly, these include both old and new businesses. The most common suggestions for new retail from the surveys were also largely comparison retail: a movie theater3 (68 percent), farmers’ market (48 percent), clothing stores (33 percent), a gourmet restaurant (32 The strength of comparison shopping and restaurants/ percent), a grocery store (30 percent), a record store (28 per- eateries probably has to do with the decline of downtown cent), and a college bookstore (26 percent). When asked to Poughkeepsie, in addition to the appeal of Vassar. Sev- prioritize a list of possible improvements, people also placed eral businesses are the types of retailers that typically locate some importance on sidewalk cafes. Other suggestions were in downtown settings (e.g., the new clothing store, funky ca- to attract more ethnic restaurants, a 24-hour copy center, a fes, destination billiards hall, bookstore, health food store). larger book store, a pharmacy, more shops for women and Indeed, the Zimmer Brothers jewelry store relocated from children, a coffee shop that is open in the early morning, a downtown Poughkeepsie; the appeal of Arlington for this busi- shoe repair store, an ice-cream parlor or soda fountain, a ness had less to do with the ability to tap a Vassar or dance club, and to move all of Vassar’s retail activities off- neighborhood market, than with the stability that Vassar as- campus to attract students into town. sures.

3 According to one survey, the nearest art house movie theater is 35 minutes away in Rhinebeck.

ARLINGTON DISTRICT: A VISION FOR REVITALIZATION 17 Despite a high population density in and near Arlington, Arlington also captures a surprisingly high proportion of the business district does not get its normative share of patrons from a wider trade area. Yet, despite a regional local spending. In PPS's survey of 25+ businesses, only 56 clientele, Arlington is not yet a destination. In PPS’s sur- percent of the respondents said that they relied on local resi- vey of merchants, 30 percent of the respondents said that dents as their primary clientele, with a weighted average of 33 they relied on regional residents as their primary clientele, with percent of the total (after accounting for double-reporting). a weighted average of 19 percent of the total. In PPS's sur- Usually, a neighborhood shopping district gets about 70 per- vey of the Vassar community and residents, 14 percent of the cent of its support from local residents. In PPS’s survey of residents lived within a ten- to twenty-minute drive, and 9 per- 600+ students and residents, 77 percent of the residents cent lived in a greater than twenty-minute drive. Arlington's (only) lived within a ten-minute travel time, with 40 percent of regional draw probably has to do with two factors: first, most the respondents walking or biking to the district, thereby defin- Vassar employees probably live beyond the ten-minute travel ing a primary trade area of something like a-mile-and-a-half. distance; and second, Poughkeepsie is a major employment Approximately 27,000 people in 11,000 households reside in center and the locale of a rare Hudson River crossing, with this tight area, including an official count (by the US Census) Raymond Avenue providing a shortcut to the residential com- of 2,300 group quarters population (i.e., students living in dor- munities lying to the southeast. Approximately 140,000 peo- mitories). With a median household income of $47,000/ ple in 52,000 households reside in this wider area, comprised household, these residents (excluding Vassar students) gen- of Poughkeepsie (City and Town), Pleasant Valley, Hyde erate approximately $170 million in retail expenditures. Park, LaGrange, Wappinger and Wappingers Falls.

Arlington captures a disproportionate share of the busi- Strengthening Arlington as a destination for a regional clien- ness generated by local workers. In PPS's survey of busi- tele is very desirable, since median household wealth goes up nesses, 39 percent of the respondents said that they rely on substantially as one travels from the immediate vicinity of the local workers as their primary clientele, with a weighted aver- Arlington business district ($30,000) to the primary trade area age of 23 percent of the total. Approximately 2,000 people ($40,000) to the regional trade area ($80,000). work within a half-mile of the business district, mainly for Vas- sar, and 3,000 people work within a-mile-and-a-half. Typically, most destination shopping and dining out is done on (Typically, workers will not travel more than 9 minutes from weekends. But, in our survey of businesses, respondents in- their place of work for their shopping and dining.) In aggre- dicated that they were, in general, busier on weekdays than gate, workers can be expected to spend roughly $3,000 each either Saturday or Sunday. In our survey of residents and year, split equally between dining/eating out and clothing/ Vassar College, 45 percent of the respondents said that they sundries. The primary trade area therefore generates $10 mil- visited Arlington on weekdays, while only 17 percent said that lion in worker expenditures. It is telling that, within a primary they visited Arlington on Saturdays. On weekdays, school trade area of a-mile-and-a-half, 27,000 residents (with a and local offices are most active; passby commuter traffic is spending power of $170 million) account for only 33 percent of more voluminous; parking lots see far more use; and, as the clientele, while a far fewer 3,000 workers (with a spending noted, residents and shoppers say that running errands is the power of only $10 million) account for 23 percent. number one reason why they go to the business district.

18 ARLINGTON DISTRICT: A VISION FOR REVITALIZATION While not the main source of revenue, Vassar still gener- Vassar's benefit to the Arlington business district has as ates significant support for the Arlington business dis- much if not more to do with image as with the dollars that trict. In a 1999 survey of 300+ students, 90 percent reported students and employees generate. In order to attract that they are on a meal plan; 75 percent reported that they pa- more Vassar and student patronage, the Arlington district tronize Arlington businesses ten or fewer times a month; and will have to be physically upgraded and tenanted with a 80 percent reported that they spend under $80 per month off greater variety of stores. Vassar’s 3,600 students and staff campus, with a median expenditure somewhere around $50 represent less than half of Poughkeepsie’s (town and city) to- per month. With 2,300 students, this amounts to roughly $1.5 tal of 8,000 college students (according to the Town’s master million (assuming minimal spending during vacations and the plan of 1990). (The other higher educational institutions are summer). Yet, in PPS's merchants survey, 43 percent of the Marist College and Dutchess Community College.) As the respondents said that they relied on Vassar students as their only business district next to a college campus the county, primary clientele, with a weighted average of 26 percent of and with the largest student population, a student-oriented their total business volume. What little students have goes business district in Arlington is likely to attract these other stu- mainly to and a long way in Arlington. dents. Further, by attracting college students, Arlington should also be able to appeal to high school students and Vassar student and employee expenditures are concentrated young adults (as well as other age groups) who are drawn to on dining. As noted, half of worker expenditures are typically youth-oriented retailing. In PPS's survey of businesses, redirected to eateries. Similarly, student off-campus expendi- spondents were as likely to indicate that Vassar as an institu- tures are generally split equally between eating/entertainment tion and image-maker was an asset, as that Vassar was a and clothing/accessories/records/etc. Within walking distance generator of clientele. of the campus, this spending is apparently directed to eateries. In the 1999 survey of students, eleven restaurants were PPS’s survey revealed that students surprisingly expressed frequented by 50+ students and six were frequented by 100+ more dissatisfaction than residents with the area’s overall at- students; only one store (Video Treats) was frequented by tractiveness, safety, variety of stores, and the quality of the 50+ students. goods sold. (This is surprising since, in commercial revitalization studies for other colleges, students are usually less critical Vassar students and employees also provide a foundation of than residents.) Furthermore, in the merchants survey, half of support for convenience stores. Virtually all (97 percent) of the businesses had been in their space for over 10 years, the student body lives in on-campus dormitories. While the while on average they were in Arlington for about 20 years. vast majority are on meal plans (80+ percent), and even This longevity is at odds with the high store turnover usually though there are on-campus stores and services, students associated with trendy retailing aimed at a youth market. can be expected to go off-campus for haircuts, deli items, and other services and sundries.

ARLINGTON DISTRICT: A VISION FOR REVITALIZATION 19 With a vacancy rate of only 7 percent, and rents at $16 per unique retailers will be attracted to the variety of spaces and square foot/year, it may be possible to expand the retail rental terms offered within a traditional business district such and commercial space in Arlington, though new develop- as Arlington’s. ment will have to be subsidized or be realized by property owners with sites they already own, such as parking lots. Tenant recruitment of unique stores and establishments (not A 7 percent vacancy rate is fairly normal for a neighborhood chains and franchises) will also be more of use in terms of at- shopping district; so is an average of $16 per square foot per tracting more shoppers to the business district. In PPS’s sur- year (psf/yr). At $0 land costs, new construction, at $125 psf vey of 600+ community residents and Vassar College, the top (inclusive of site improvements, soft costs and retailer conces- three new stores wanted were a movie theater, farmers’ mar- sions), would require rents of $14+ psf/yr. Put otherwise, ket, and clothing stores. Beyond these top three, the Vassar rents now barely justify construction costs, generating inade- community was more likely than local residents to also want a quate profit for new development after factoring in land acqui- grocery store, record/music store, college shop, late night bar/ sition and risk.

Retail upgrading is therefore more realistic in terms of strictly private investment. Many of the establishments are marginal, as evident in the use of unsubstantiated amounts of ground floor space for hair and nail salons, residences, stor- age, and offices. The vast majority of businesses (85 percent) rent their space, forestalling the hindrances that owner/ merchants usually impose on retail turnover.

Tenant recruitment will be more successful if directed away from national chains and franchises and toward unique establishments. In PPS's merchants survey, only one business said that it was a franchise, and none were part of a chain. National chains and franchises can be expected to continue to eschew the Arlington business district because of its out-of-the-way location off of main arterials, inability to offer large spaces with front parking, and failure to provide supermarkets/big boxes as anchors. (In PPS's survey of merchants, Arlington's retail spaces ranged in size from 300 square feet to 3,800 square feet, with an average of 1,700 square feet; rents ranged from $7 psf/yr to $20 psf/yr, with an average of about $16 psf/yr.) Conversely, a wide variety of

20 ARLINGTON DISTRICT: A VISION FOR REVITALIZATION restaurant, and music club; while residents were more likely convenience sake.” New retail is necessary not only for exist- than students to also want a gourmet restaurant, boutiques, ing vacant storefronts, but to develop the empty lots that give and antique stores. Whether one or a specific store category Raymond Avenue a desolate look. works from a site location point of view is less relevant here than the fact that small and unique stores are more capable It will simultaneously be essential to reassure current tenants than chains and franchises to fulfill most of these needs. that an overall upgrade of the retail in the district will benefit them as well, and that their stores are equally, if not more, im- Arlington's main competition for specialty retailing are portant to the town’s character than new stores. We should Rhinebeck to the north and Millbrook to the east. People recognize that there is a rare sense of history and continuity in usually travel up to one-half the time of the recreational retail Arlington’s business community that we can build on: most event, e.g., 30 minutes each way for a 2-hour movie; 50 min- stores are locally owned and many have been in business for utes each way for a movie and dinner; 90 minutes for a full- more than half a century. But they will not stay in business day day trip; etc. At less than an hour away, Rhinebeck pro- another half century except with new strategies that bring vides considerable competition for the movie/dinner niche, more customers to their doors. and Millbrook for the farmer’s market niche. The overall strategy should be to create a specialty shop- Retail uses have been scattered across a less defined ping district, with Vassar serving as the key amenity and area that includes the side streets. Current district use attraction. Successful specialty shopping districts are usually regulations in the zoning code are apparently used with anchored by significant amenities and entertainment/cultural enough leniency so that restaurants, salons, and other uses attractions amenities such as waterfronts, major plazas, and have been permitted. As one survey put it, “rezone the streets historic architecture; attractions such as theaters, museums, so that the stores must be on Raymond Ave., rather than public markets, stadiums, civic centers, and arenas. Vassar’s across the streets. The businesses must be in ‘business campus and image can provide the Arlington business district zones’ not residentials like Miss Saigon Restaurant.” with the needed amenity; its museum, theater and educational facilities can provide the needed attractions. Most downtown RECOMMENDATIONS strategies involve millions of dollars in expense to create amenities and attractions (e.g., MassMOCA in North Adams, Arlington could serve better as a destination for the region, but MA, Crayola in Easton, PA, the waterfront in the City of still provide affordable basic services to local residents, if new Poughkeepsie, NY, the minor league ball field in Bridgeport, retail were aimed at building a somewhat more unique shop- CT). In Arlington’s case they are ready made. The challenge ping experience to complement the existing shopping. It is im- is how to make the most of the Vassar connection. portant to attract new shops that cater to a great variety of needs to compete with nearby towns and malls. As one sur- Additional development and conversion of Raymond/ vey noted, “I like Arlington because I no longer enjoy ‘mall’ Collegeview spaces to retail uses should be pursued to shopping. However, because the two malls are only one mile create the needed critical mass for the specialty shopping compared to seven miles, from my home, I do go there for district. A common rule of thumb is that a specialty shopping

ARLINGTON DISTRICT: A VISION FOR REVITALIZATION 21 district requires a minimum of 100,000 square feet of retail gram, in connection with discounts for such students. Even space. The Arlington focus area has approximately 50 stores though only 2 percent of the students in the survey report that representing 50,000 square feet of retail space. PPS has they are on the program, 89 percent of the students thought identified three or more infill sites that can generate approxi- that this was a good idea. In PPS's more recent survey of mately 20,000 to 50,000 additional square feet of retail space. Vassar employees and students, 80 percent said that they A library with a café and bookstore and a farmers’ market at would take advantage of cashless purchases at selected Ar- the proposed town green would also add to the synergy and lington businesses, with 36 percent of these respondents pre- excitement of specialty shopping in the business district. ferring a debit card to a credit card for such purchases. This idea therefore has important symbolic and marketing value. It To strengthen the connection between Vassar and the is, however, of marginal value financially, and should not be business district, physical and market enhancements pursued if it would engender complications or controversy. should be targeted to the 100 percent corner shared by the College and the business district, i.e., at the intersec- To strengthen the image and prominence of the Arlington tion of Raymond and Collegeview Avenues. This linkage business district in the regional marketplace, physical im- can be reinforced by building a tennis house with cafe and provements should also be targeted to the 100 percent creating more noticeable entries into the campus on both the corner shared with regional arterials, i.e., the intersection southwest and southeast corners of the intersection. Other of Raymond Avenue and Haight Avenue (Routes 44/55). linkages could include an idea floated in a 1999 survey of stu- Improvements at this intersection should create a major gate- dents to include selected Arlington eateries on the V-Card pro- way to the district, where important institutions and civic uses create an attractive centerpiece for the town. The lawn in front of Arlington Elementary is an enormous opportunity to create a town green or square that could be surrounded by major institutions: the school, Arlington Reformed Church across Raymond, new institutional or retail development next to the church, and a relocated Arlington branch library to the vacant site next to the school (31 Raymond Avenue). This square should become the site of a wide variety of public activities.

The library branch needs to relocate due to a need to triple their space to 15,000 square feet. Today the library has poor frontage, inadequate parking and an inaccessible location on the arterial. Every effort should be made to encourage them to not only stay in the district, but also become part of a new civic anchor around the town green. A location next to the school creates a natural synergy that would enhance their

22 ARLINGTON DISTRICT: A VISION FOR REVITALIZATION visitorship, their programs for young people, and that would The Culinary Institute of America is a logical sponsor for the elevate their image as an important institution. destination restaurant. The Culinary Institute already has one destination white tablecloth restaurant at its own campus, only To create a specialty shopping district that has some syn- 15 minutes away, and is unlikely to want to duplicate this facil- ergy, it will be necessary to unite these two anchors, as ity within its trade area. Nevertheless, as with other cooking well as all of the retailing along Raymond and College- schools (such as the New England Culinary Institute in Mont- view Avenues. As noted, a critical mass edging up towards pelier and Burlington, Vermont), the Institute should be ap- 100,000 square feet of space is called for. If retailing along proached about providing complementary eateries, such as a Raymond and Collegeview Avenues is disjointed, then the dis- restaurant specializing in another type of food. Any number of trict will not offer the sum of its parts. The recommended downtowns may want the Culinary Institute, therefore a spe- shared parking, traffic-calming and streetscape improvements cial case must be made for Arlington. This could involve mar- are strategies to create a unified business district. (The proof keting or educational linkages between the Culinary Institute that the district is not now unified is evident in PPS's survey of and Vassar, e.g., a catering facility in the former Juliet movie merchants: 40 percent of the respondents indicated that their theater building, catered events at the Vassar museum, and/or main competition came from within the Arlington business dis- Vassar-sponsored courses open to Culinary Institute students trict, while 32 percent said that it came from another business (e.g., on the cultural history of food). district, and 28 percent reported another (e.g., Internet) or no source of competition). The former Juliet movie theater building should be targeted for redevelopment as the anchor of the district. With regard to tenant recruitment, the strategy should This is not just a matter of sentiment. This corner building is lead with restaurants and follow with specialty stores the most prominent in the business district. It occupies the aimed at the student clientele. There are seventeen eater- district’s historic 100 percent intersection, directly opposite the ies in Arlington, including several high-quality cafes and bis- gateway into the Vassar campus. The building's historic ar- tros. These eateries appear to tap the student and faculty of chitecture reinforces the district's association with Vassar. It Vassar as their clientele. In a 1999 survey of students, stu- provides the largest retail space in the business district. While dents said that they most often patronize Arlington’s eateries, the billiard hall does not appear unattractive, it reportedly does especially the Acropolis, Dutch Cabin, Beech Tree, and not generate much clientele from Vassar. While fine as a sin- Chan’s. However, all of these eateries are small, with a local gular use, it is completely inadequate as an anchor or magnet reputation only; and many surprisingly report that they are pa- attraction. Perhaps it could be relocated within the district. tronized mainly on weekdays. There is no destination restaurant with which to generate a regional reputation, especially Vassar is the best entity to sponsor the redevelopment of the for weekend dining. But for such a destination restaurant, Ar- former Juliet movie theater building. It is important that a re- lington could have a restaurant row image. sponsible entity acquire this building, especially since some of its tenants e.g., the bookstore, cafe, and health food store are consistent with the upscale retail theme proposed for the business district. Potential other uses are:

ARLINGTON DISTRICT: A VISION FOR REVITALIZATION 23 • A Vassar-associated cine-art theater. There is insuffi- Additional tenant recruitment should be pursued in a cient market support for either a conventional movie problem-solving mode by the entity with the greatest theater (where the rules of thumb are one screen per stake in the outcome of each tenancy. As noted above, 10,000 people, and a minimum of 10 screens per thea- Vassar should take the lead with regard to a magnet restau- ter) or the typical cine-art theater (where the rules of rant, perhaps sponsored by the Culinary Institute. As other thumb are one screen per 15,000 people, and a mini- examples, Zimmer Brothers could help promote an upscale mum of 5 screens per theater). The private sector ladies' wear store; the Three Arts Bookstore could help pro- would also generally bypass this location, since it lacks mote a record store; etc. visibility and pass-by traffic of nearby Routes 44/55 and Route 9. However, if Vassar were able to renovate the Commercial uses should be focused, through zoning, theater for its own cinema program during weekday onto the primary commercial corridors, to create a critical hours, perhaps combined with a facility for the film de- mass along Raymond and Collegeview and protect the partment, the theater could be open to the public as a residential character of side streets. Mixed-use develop- cine-art theater during weekend and evening hours. ment should be accommodated on the side streets but in a The revenue from the evenings could offset Vassar’s manner that safeguards the residential quality of these blocks. operating costs for the space. Alternatively, evening The side streets are a useful place to incubate new busi- films could be operated by the well-known Rhinebeck, nesses. But such businesses should not be allowed to gener- Millerton or Red Bank movie theaters, an attractive op- ate traffic, noise, smells, or other infringements on the quality tion to them since they would essentially be skimming of life of blocks that are ultimately residential in character. off the top, as well as forestalling potential competition. [See next section for special district zoning recommenda- (This is especially the case for the Rhinebeck movie tions]. theater, which, at 35 minutes to the north, shares its trade area with Arlington. Reportedly, the owners of the Chains and franchises still identified as a priority should Rhinebeck movie theater are considering their expan- be targeted to Haight Avenue (Routes 44/55). For exam- sion options.) ple, a full-service copy center such as Kinko’s would require 4,500 to 12,000 square feet, in a freestanding building, on a • A Vassar-associated gift store and special event space. major arterial. A modern drug store such as Rite Aid would Barnes and Noble is now operating the Vassar campus require 10,000 square feet, in a freestanding building, on a bookstore. Perhaps the Vassar gift store could be relo- one-and-a-half acre site, along a major arterial, at a traffic cated to the Arlington business district in general, and light. Other chains have similar space needs. Locating large the Juliet building in particular. The Alumnae House will scale franchises outside the core Arlington district is not just a be upgraded at some point primarily, if not exclusively matter of practicality. Such chains and franchises would dilute for use by alumni and special guests of the College. the specialty shopping image proposed for the Arlington busi- Perhaps the theater can be used as a meeting space or ness district. party space for special events.

24 ARLINGTON DISTRICT: A VISION FOR REVITALIZATION

As one of the town’s oldest neighborhoods, the best way to market Arlington is as an historic district linked to the high-image Vassar campus. Upgrades of the library, school, post office and civic uses along Raymond Avenue, and the business district in general, can help to create the necessary town and gown linkage. Vassar’s direct investment in the neighborhood could include low-interest loans for faculty and employees seeking housing in the neighborhood (much as the University of Pennsylvania does), and small but strategic financial support for community gardens, tree planting, and other such improvements (much like Trinity College does). As it renovates its dorms, Vassar might consider acquiring property and houses for temporary off-campus housing, flipping the property into private ownership (or for use as Alumnae House annexes) after it has served its purpose. Logical sites include houses along side streets, vacant space above stores, and land opposite the proposed town green. This option could also help to justify the involvement of the Dormitory Authority of the State of New York (DASNY) in site acquisition. Finally, in the long term, Vassar should undertake a master planning study to determine the feasibility or desirability of developing the south side of Collegeview with new buildings, such as a college bookstore and other retail spaces that could be rented, with dorm space and offices on the upper floors.

ARLINGTON DISTRICT: A VISION FOR REVITALIZATION 25 IV. CHARACTER APPEARANCE & PUBLIC SPACE

One of the most common complaints about Arlington is that it has a dilapidated and disheveled appearance. Peo- ple resent the current state of the storefronts and sidewalks, the vacant shops, and the lack of amenities. For long-term residents, who remember a narrower Raymond Avenue with tall trees, it is a reminder that the area no longer resembles the town they moved to; for students, Arlington pales in comparison to other college towns they have seen. Pedestrian, streetscape and parking improvements are also important in order to deal with shopper priorities. Pedestrian enhancements are particularly important since most students and many residents now walk to the business district: the PPS survey of students and residents showed that 40 percent walked or bicycled to the district, compared to the 60 percent who drove. Streetscape improvements are particularly important since comfortable places to sit were the lowest ranked attrib- ute in the business district, in the same surveys.

A large proportion of the suggestions for improvements involved beautification, including: better benches; flowers, trees and landscaping; better signage; historic street lamps; a general clean-up; painting and upgrading the facades; seasonal decorations; new, wider sidewalks; waste receptacles; public art; and bike racks.

Although most facades do not need major capital investment, low-cost upgrades could make a dramatic impact on individual stores and the whole of Arlington. In a March, 2000 workshop, retail façade consultant Norman Mintz evaluated the district and met with several business and property owners to make suggestions for inexpensive improvements, such as uncovering historic transoms, changes in color schemes, awnings, and signage alterations, that can be funded through a new loan program introduced by County Planning. As a follow-up to this workshop, PPS has sketched out possible improvements to the library and HSBC bank, which could provide an example to other businesses.

26 ARLINGTON DISTRICT: A VISION FOR REVITALIZATION RECOMMENDATIONS Much of Arlington possesses an underlying physical Create a town square in front of Arlington Elementary charm in many of its houses, commercial buildings and School to provide much-needed public park space, and side streets that offers a wonderful armature for future convey a message that Arlington is improving as a place improvements. However, there are minimal protections in to live, shop and work. This square should integrate the ex- place to prevent future development that would be incom- isting plantings and lawn into a larger scheme that offers more patible with the area’s character. Current zoning provides a shade and flowering trees, benches and picnic tables, a wel- degree of latitude that will not prevent the future construction come kiosk that incorporates the school’s sign, and a hard- of inappropriate buildings, facades, and signs that would con- scape plaza area in front of the school entrance that can be tinue to erode the historic character. used for assemblies and the farmer’s market.

There are few public spaces designed for people to gather in Arlington. In surveys, Arlington’s lowest rating went to “number of comfortable places to sit outside.” While open space abounds on the nearby campus, there are no open spaces that belong to the users of Arlington and virtually no space that is designed as a gathering area, on or off the Vassar campus. On surveys and in the town meeting, there was strong interest in any kind of civic space or outdoor activity, including parks, sidewalk cafes, farmer’s markets, street fairs, benches and even a public swimming pool. These types of activities are vital components to creating a neighborhood that is visibly more lively and even small improvements in this direction can have an enormous impact on how Arlington is perceived.

Many people pointed out, quite rightly, that Arlington’s envi- rons are especially impoverished for children. One person un- derscored that offering things for both parents and children The vision for a town square can only achieve its full potential would bring them to town more often: “Arlington does not if it is reinforced by new development on the adjacent vacant have a good area to take your child. Opening a park, movie lot at 31 Raymond Avenue. Ideally, this lot would house a theater, kids activity center or children’s museum would make major civic institution, such a new library, that would create a me visit Arlington more often. While in Arlington area I would civic destination and open up possibilities for joint programs be more likely to shop at their stores.” There was also great with the school. Above all, 31 Raymond Avenue needs a interest in developing new public spaces and outdoor activities prominent tenant to restore the sense of place to Arlington. in side lots and in block interiors. Any plans to put only surface parking on this site would se- verely undermine the community’s vision for Arlington.

ARLINGTON DISTRICT: A VISION FOR REVITALIZATION 27 The new library or other development adjacent to the school tin board, and possibly a coffee cart in the morning or at peak should also be encouraged to enhance their exterior facing times. The side of Delforno’s Deli, at Fulton and Raymond, the square with gardens and landscaping that invite public use has room for a bricked area for café tables for patrons of the and that beautify the deli and other nearby eateries. A local landscaper might pro- proposed parking ar- vide in-kind services to expand on the landscaping as well, to eas. For example, the create a better sense of arrival at this major gateway. Quality library could include an eateries and cafes, such as the Cubbyhole and Cobbablu, entrance and reading should be encouraged to set up café seating on their side- garden facing the walks, especially once the sidewalks are widened. The entire square, along with a length of the Collegeview sidewalk has great potential for im- small outdoor café. provements in flower planting and attractive benches that face toward the shops. Creating a new landscaped area behind 46 A new destination play Raymond Avenue could provide space for a garden café, if area behind the Vassar is able to attract the right tenant, and could also be a square, near the school’s side entrance and accessible to library patrons and the public, should be created. A joint playground project could become a destination for the entire area and provide parents with an alternative to babysitting when they want to go into town for shopping. The play area should be approached as an imagi- native, out-of-the-box playground that challenges young people, becomes a point of pride in the town, and provides a crea- tive setting for joint school/library programs.

Improve other sidewalk and sidelot areas throughout the district to provide a variety of secondary public spaces. The front of the post office should be maximized as a public space, since it enjoys so much foot traffic and has the extra sidewalk space to accommodate amenities, which could include benches, landscaping, brick pavers, a community bulle-

28 ARLINGTON DISTRICT: A VISION FOR REVITALIZATION shortcut between Raymond Avenue and proposed shared Provide a more welcoming edge and gateway for Vassar parking behind Collegeview shops. And even the proposed College, on Collegeview and Raymond Avenues. shared parking should be thought of as an open space, if designed correctly and sensitively and embraced by shop own- • Vassar should remove the existing fence along Col- ers as an opportunity. legeview and provide better lighting, and new gates on Collegeview (including a new gate opposite the pro- Main Street also has potential in terms of creating new public posed pedestrian walkway from Collegeview to La- spaces: The Dutchess County War Memorial (at Main and Grange). Raymond) could be enhanced with landscaping and an upgrade of its design elements, and the hillside lawn of Holy • Improve the Vassar entrance gate at Collegeview and Trinity Church would be an ideal location for a garden and Raymond to become a treatment for the entire inter- stairs rising to the church itself. Currently the church is acces- section, provide a better sense of arrival and depar- sible only by a path. ture, and create new public spaces. The campus edge on both sides of Raymond should be improved with Define a pedestrian walkway from the campus edge to La brick gate posts, landscaping, small, bricked plaza ar- Grange and improve it as a public space. While this walk- eas with seating, and welcome signs (to Vassar Col- way does not necessarily need major capital improvements, it lege and Alumnae House). The east side (main cam- should tie in with surrounding improvements, with a crushed pus) entrance should be enhanced to make it more stone surface that matches the adjacent parking and border user-friendly for residents and students alike: an at- plantings that line its entrances at Collegeview and LaGrange. tractive information kiosk should advertise Vassar

ARLINGTON DISTRICT: A VISION FOR REVITALIZATION 29 events that are open to the public (this could be com- tice to the landscape; a new path can parallel Ray- plemented by a web site that links Vassar events cal- mond Avenue and connect to the paths climbing to endar to the town site); a sign should make it clear that Alumnae House; new cluster plantings of trees should residents are encouraged to walk the Vassar grounds include colored foliage to add visual interest and set off during proper hours; bike racks will encourage stu- the central lawn; an overlook seating area at the top of dents to bike in to town and offer a safe place to lock the hill should maximize the vantage point that Alum- up. nae House enjoys.

• Re-design the Vassar Alumnae House lawn to create a • A small public tennis house with a café next to the ten- passive park that complements the more active pro- nis courts on Collegeview Avenue could, like the proposed town square with a welcoming, pastoral land- posed CIA restaurant, become a major destination. In scape. The gateway treatment at the corner should the park-like setting of the college – a kind of Tavern give way to a park that builds on what is already an at- on the Green for Poughkeepsie – it would be designed tractive landscape: paths can be slightly rerouted to to be a new addition to the architectural attractions of define a new central lawn and reconstructed out of a Vassar and Collegeview Avenue. Such a facility would material, such as rolled, crushed stone, that does jus- be an invitation from the college to the town to enjoy the campus and its natural beauty.

Special district zoning should be adopted for the Arling- ton business district. The following principles should be in- corporated into the new zoning for the area defined by Ray- mond to Fairmont and Collegeview to Main (although different streets will require different setback and design guidelines):

• Incentives for developments that share parking and access/egress (such as more mixing of uses, lower parking ratios, permission for outdoor cafes and sales, higher densities, and the potential for zero-lot line or no-setback development); this would provide added reason for property owners to come together to implement the rear parking strategies recommended in this report.

• Design standards and review, ideally clarified through a set of design guidelines including illustrations from

30 ARLINGTON DISTRICT: A VISION FOR REVITALIZATION the district; this would encourage architectural forms, • Landscape buffers and trees should be required in details, and signage consistent with the existing his- every parking lot. Plantings should be specified to be a toric character on each street. minimum depth and height to provide adequate screening. • On LaGrange and Davis, but also on Collegeview north of the business district, design and performance Encourage shop and building-owners to take advantage standards for non-residential and mixed-use develop- of County Planning’s façade loan program to improve ment: small and discreet signs (size based on existing their exteriors and educate them on how to go about it. examples; free-standing signs should be of wood, with Mechanisms should be put in place to ensure that property posts no higher than six feet, and externally lit); limits owners take full advantage of the façade improvement loan on the hours of operation (e.g., 8:00 AM to 8:00 PM); program recently established by County Planning. This could prohibition of off-site noise or smells; limits on the num- be one of the responsibilities of a BID or LDC (see below). ber of employees (e.g., two per property); building de- signs that convey a residential character (e.g., pitched roof, windows); limits on night lighting; prohibition V. DISTRICT MANAGEMENT against front yard parking and limits on the number of parking spaces (e.g., three per property). These per- While design schemes and new businesses are crucial to formance and design standards would allow a healthier revitalizing any commercial district, PPS has long recog- mix of uses than that now emerging, and would pre- nized that management is often more important and can vent commercial uses from destabilizing their residen- accomplish more than any other single strategy. Many tial neighbors. cities have discovered the hard way that just putting down brick sidewalks and flowering trees, for example, is not enough. Cities should first take a comprehensive look at their downtowns to consider small-scale management approaches that will yield immediate improvements. In addition, the city can rarely take these steps alone, but needs the private sector to take a more active role and assume some of the responsibilities, which usually include making sure public spaces are comfortable for pedestrians, clean, safe, and active. Cur- rently there are two organizations in Poughkeepsie who have the potential to take on some of these responsibilities: the Steering Committee and the Arlington Business Committee. With the completion of the Arlington Revitalization Plan, it will be vital to clarify their future roles.

ARLINGTON DISTRICT: A VISION FOR REVITALIZATION 31 RECOMMENDATIONS

A Business Improvement District (BID) should be consid- The BID or a public/private partnership will also be ered for the Arlington business district. To illustrate costs, needed to upgrade the residential neighborhood. The re- a neighborhood business district BID in Brooklyn, similar in vitalization strategy for the business district should over- scale to Arlington, is $80,000; this BID has a part time staff flow into the neighborhood. Arlington includes some of the and focuses on promotion and maintenance. The success of town’s densest and oldest neighborhoods, according to the an Arlington BID would probably depend, however, on active Town’s Master Plan of 1990. An increase in local spending participation from Vassar College. Under new rules promul- power can only come about through an increase in the dispos- gated by the New York State Comptroller’s Office for towns able incomes of the neighborhood’s residents, not through and villages, the BID levy is capped at 20 percent of the mu- new development. A partnership could be forged through an nicipal taxes for district property, exclusive of school, fire dis- update of the Town’s master plan, which is ten years old and trict, county and other taxes. (Municipal taxes generally repre- does not fully reflect recent market trends and planning inno- sent about one-third of total tax bills.) In the Town of Pough- vations. No doubt, the Town’s zoning ordinance could be up- keepsie, municipal taxes are set at $3.32 per $100 in as- dated for the neighborhood, as well. However, the approach sessed valuation, which in turn is typically one-third of market should be modeled on that employed by the Targeted value. Therefore, an Arlington BID can be expected to gener- Neighborhood Initiative in Philadelphia and Comprehensive ate $0.22 per year for every $100 of commercial market value. Community Revitalization Program in the South Bronx, in At this rate, it is unlikely that the commercial property within which stakeholders and implementers are the client group for the Arlington business district could support a BID. Enlarging the plan, so that the plan works backwards from implementa- the BID to encompass adjoining commercial districts, such as tion and resources, as much as forwards from vision and out- Haight or Main, would dilute its focus and add to the contro- reach. versy attendant to its adoption. A benefactor is most likely needed, much like Con Edison for the 14th Street/Union Square BID in Manhattan. Vassar or the Town could poten- VI. IMPLEMENTATION RESPONSIBILITES tially be these benefactors. The implementation effort hinges on cooperation between all In lieu of a BID, Vassar and/or the Town may prefer to un- of the entities that are listed below, most of which have derwrite a main street manager to assist with implementa- already been extremely effective members of the Arlington tion. BIDs are often difficult to implement in small districts Revitalization Steering Committee. where there is a significant number of absentee landlords. If Vassar or the Town choose to serve as the district's benefac- The Town of Poughkeepsie must adopt the Revitalization tor(s), they may prefer a different organizational structure. Plan and incorporate it into future planning for Arlington. The Town should adopt zoning to implement the land use and circulation strategy. This zoning could take the form of an Ar- lington Special District; or it could represent generic zoning changes which are mapped only in Arlington at this time, and later in other areas as appropriate; the requirements and

32 ARLINGTON DISTRICT: A VISION FOR REVITALIZATION guidelines can be the same, either way. This makes sense college entrances and edge landscapes as described in this since to do otherwise might make the Arlington zoning recom- report. mendations have to await the update of the Town master plan [when updating the master plan, the Town might also re- The County should continue to channel discretionary consider the zoning that applies to other adjacent neighbor- capital investments and incentives to the Arlington busi- hoods as well]. The Town is also essential to successfully de- ness district. These incentives, such as zero-interest loans veloping contextual design guidelines and participating in de- for façade improvements, are essential to helping one-of-a- sign review of new buildings and facades. kind businesses thrive. The County should provide technical assistance to all property owners and businesses, not just pro- The Town should also help market the revitalization concept viding capital budget money, to help owners make façade im- to local and potential business owners, institutions and resi- provements that fit the criteria of contextual design guidelines. dents. In most cases, we think the recommendations can be The County could also be a key resource in developing the implemented through voluntary cooperation of property own- Special District and Design Guidelines, given their experience ers and institutions, but they must be given incentives and as- in other municipalities. surances from the town before they will participate in such projects. A really large project such as the town square con- Dutchess County Economic Development Corporation A cept needs to have commitment and participation from the BID requires an independent feasibility study; the next step is town before a major institution, such as a library, will stake to hire an experienced consultant to figure out the details and their future on it. The Town should also be there to acquire then possibly pitch the BID. EDC, in cooperation with the key parcels for the public domain, if necessary, such as areas Steering Committee and the Town, should lead this investiga- for public parking. tion.

Finally, much of the success of this district will also rely on the The New York State Department of Transportation is a ma- enforcement of parking regulations, which will require a new jor player in the implementation of this plan, and has made commitment from the Town. material, financial commitments to making it a reality. Their willingness to cooperate with the community at large and the Vassar College has been a leader in the efforts made dur- Steering Committee in particular has been impressive, and ing the last two years, including the production of this they will continue to be informed by a community liaison com- plan, and should actively participate in coordinating im- mittee that includes representatives from the Town, County, plementation. To attract both retailers and shoppers, Arling- Vassar, and local businesses. ton must build upon the prestige of Vassar. Vassar should be prepared to acquire key properties (as it already has); locate Vassar, the Town and the County should reach out to the appropriate facilities off-campus, within or adjacent to the State, including the Empire State Development Corporation business district; lend its name to tenant recruitment, market- (ESDC) and/or the Dormitory Authority of the State of New ing, and outreach to government; help underwrite the cost of a York (DASNY), to assist with acquiring property and securing BID or Main Street management program; and upgrade the property owner cooperation. New York does not have

ARLINGTON DISTRICT: A VISION FOR REVITALIZATION 33 enabling legislation for public condemnation of land, except: Local property owners also need to participate in discussions (1) in connection with an urban renewal plan, but a blight find- about guidelines for creating the common parking areas de- ing would be unlikely in Arlington; (2) in connection with a pub- scribed in the plan, including cross-access agreements, ac- lic purpose such as a new library site or public parking facility; cess issues, hours, loading zones, permitted uses, enhance- or (3) by a State authority such as the ESDC and DASNY, but ments and beautification, and clearance of backyard fences the project is fairly small for such entities, unless the Vassar and other obstructions. connection could be used to distinguish Arlington in the competition for attention by State officeholders and officials. Inasmuch as the Steering Committee is a collection of all ESDC has been active in using eminent domain for large- the stakeholders that are discussed above, it is involved scale projects, such as Times Square/42nd Street. A pitch in every part of the implementation plan. Additionally, we should be made to use Arlington as a case study for a Main recommend the Steering Committee reposition itself as an Ar- Street version of such intervention, taking advantage of Vas- lington Partnership that will continue to take a leadership role sar’s prestige and the Governor’s understanding of the Hud- in the revitalization of the area. The Partnership should con- son Valley. This should start with a presentation to the Gover- tinue to be a forum for communication among the diverse con- nor or other key State officials, with the participation of highly- stituencies as well as a leader in implementation of the placed Vassar alumni. broader vision that has been presented in this report. The Partnership should consider incorporating as a non-profit 501 The Arlington Business Association should lead retail de- c(3) corporation which would make it eligible to receive grants velopment and marketing efforts by promoting the revi- and pursue other fundraising opportunities to help finance im- talization of Arlington to a much wider audience, building plementation and more detailed planning efforts. on the fact that a momentum and consensus have really be- gun to build during the past year. This should also involve The vision presented in this report is only the beginning of a Vassar College, EDC, the Town, County, and someone with long term, step by step process for revitalization of Arlington. professional marketing experience, unless they choose to hire The resources needed to reach this goal are well within reach: a professional consultant or main street manager. Arlington’s enormous potential can be achieved if people continue to work and collaborate together. Business leaders and property owners should band together to help with implementation, including a possible BID and the creation of common parking areas. Tenant recruitment is best undertaken by the individual merchants with the greatest affiliation and interest in the particular store targeted. The ultimate test of whether the business community is prepared to participate in a public/private partnership to improve Arlington is whether they are willing to adopt a BID.

34 ARLINGTON DISTRICT: A VISION FOR REVITALIZATION DRAWINGS

Saturday event at the Town Square in front of Arlington Elementary School

ARLINGTON DISTRICT: A VISION FOR REVITALIZATION 35 Improvements to Collegeview Avenue, including pedestrian walkway to La Grange, crosswalks, and retail enhancements

36 ARLINGTON DISTRICT: A VISION FOR REVITALIZATION Gateway at Collegeview and Raymond Avenue with improved sidewalks and crosswalks

ARLINGTON DISTRICT: A VISION FOR REVITALIZATION 37 Whole area plan (original drawing at 1:60 )

38 ARLINGTON DISTRICT: A VISION FOR REVITALIZATION Focus area plan (original drawing at 1:40 )

ARLINGTON DISTRICT: A VISION FOR REVITALIZATION 39