HIGH SPRINGS
CITY OF HIGH SPRINGS
COMMUNITY REDEVELOPMENT AGENCY STRATEGIC PLAN
AUGUST 2021
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GAI CONTACTS:
Thomas Kohler | Senior Director of Economics
Keith Oropeza, PLA, ASLA | Landscape Architecture Director
Laura Smith | Financial Analyst Manager
Natalie Frazier | Data Analyst
Contact Us
GAI Consultants, Inc. 618 East South Street, Suite 700 Orlando, Florida 32801 (407) 423-8398
ACKNOWLEDGMENTS:
High Springs City Commission/Community Redevelopment Agency
Mayor Ms. Gloria James
Mrs. Linda Jones | Vice Mayor
Mr. Byran Williams | Commissioner
Mr. Scott Jamison | Commissioner
Mr. Ross Ambrose | Commissioner/CRA Chairman
High Springs City Staff
Ms. Ashley Stathatos | City Manager/CRA Executive Director
Mr. Bruce Gillingham | Assistant City Manager/ Fire Chief
Mr. Damon Messina | Parks & Recreation Director
Mr. Alan Alligood | Building Official
Mr. Antoine Shephard | Police Chief
Mr. David Sutton | CRA Coordinator
Mr. Kevin Mangan | Public Information Officer
Mrs. Jenny Parham | City Clerk
© GAI Consultants, Inc. 2021 This document has been prepared by GAI Consultants, Inc. on behalf of the City of High Springs Community Redevelopment Agency.
Executive Summary
2021 High Springs CRA Strategic Plan
The High Springs Community Redevelopment Agency (CRA) has completed its 2021 Strategic Plan. This effort was undertaken in March through June 2021, as an update to the existing CRA Plan originally adopted in 1986. Subsequent discussions and agreements in 2020 with Alachua County regarding extension of the sunset provisions resulted in the initiation of this updated document. This plan responds to the original plan, brings it current with the latest data, and addresses specific desired outcomes regarding capital investments and economic development as cornerstones of strategies moving forward.
The public engagement process included a determined effort to secure broad community input. This entailed hours of interviews with residents, downtown property owners, business proprietors, elected officials, civic interests, and City staff. It also included the development of an interactive website to broaden the reach and participation of residents and interested parties. It culminated with a community workshop in which individuals could indicate their preferences on a variety of issues related to the CRA’s future. In sum, this strategic plan attempts
to address the original goals of the 1986 plan within the context of our 21st century environment.
The result of the work includes an organizing set of Strategic Plan Themes responding to the many pieces of community input, providing an organizational structure for the ideas, concerns, aspirations, and desired implementation actions.
These Strategic Plan Themes are identified as follows:
▪ Economic Development
▪ Sense of Place & Appearance
▪ Transportation Access & Mobility
▪ Civic & Open Spaces
▪ Environmental Sustainability
▪ Standards & Regulations
▪ Keepers of the Vision
This CRA Strategic Plan summarizes the background information, the public engagement process, and the recommended actions. The document establishes a base for a “new beginning” as the CRA, and the High Springs community overall, enters an era of exciting potential, with opportunities for encouraging quality, growth, and economic prosperity for residents and visitors alike.
Focusing Ideas
Strategic Plan Themes and Framework
Economic Development – Foster a successful, attractive, pedestrianoriented downtown focused on leveraging its proximity to extraordinary environmental assets and broadening its market appeal to support existing businesses and encourage new investment.
Sense of Place & Appearance – Enhance existing small-town charm, reinforcing scale and details of buildings; upgrading gateways, graphics, landscaped parking areas, and streetscapes; and screening service areas to achieve a quality urban environment.
Transportation Access & Mobility – Reclaim pedestrian realm on Main Street and adjacent streets by redirecting truck traffic, widening sidewalks, expanding and improving organization of parking, and developing trail facilities along abandoned CSX right-of-way.
High Springs Community Redevelopment Agency
Civic & Open Spaces – Maximize the use of available open space for community enjoyment; expand the role in support of arts and culture; and reinforce a sense of pride in civic assets around City Hall, encouraging social interaction for residents and visitors alike—whether it be for daily or special events.
Environmental Sustainability – Recognize that the community’s proximity to the unique environmental assets found in the Santa Fe River and the numerous springs should foster an environmentally conscious stewardship that respects and maintains these one-of-a-kind natural resources.
Standards & Regulations – Create a regulatory and governmental structure that enables quality investment and flexible accommodation of multiple uses for a thriving downtown development environment.
Keepers of the Vision – Commit to a strategy of action, organized around a public/private partnership that focuses on projects, accountability, and champions to get results.
High Springs, FL
Based on these Themes as an organizing Framework, actions have been identified and prioritized through the public engagement process and community workshop. As a result of the various community inputs, the following Strategic Initiatives have been identified as key catalysts for downtown’s future:
1. Bring the long-discussed Rails-toTrail development project on the CSX abandoned right-of-way to reality.
2. Determine the best alternative for redirecting truck traffic off of Main Street.
3. Invest in infrastructure that improves walkability, safety, parking, and lighting that enhances the overall appearance of downtown. 2 3 4 5
High Spring Main St Railroad Ave W U.S. Hwy 27
High Spring Main St
4. Support catalytic private investment opportunities, such as the Extreme Exposure lodging development and the development of repurposing the “Peanut Mill” site into a multi-use complex. Both sites are located along Railroad Avenue and adjacent to proposed trail.
5. Establish public/private partnerships to develop a multi-faceted, ongoing marketing initiative and puts High Springs’ “Best Face Forward”.
6. Develop a Master Plan for the publicly owned property surrounding City Hall to better utilize the area for quality civic, cultural, recreational, and governmental purposes.
Background
High Springs CRA History
The City of High Springs is located in northwest Alachua County, at the tip of three counties and separated by a river. There are two bridges that enable residents and visitors in North Central Florida to cross the river and travel through Florida and the region. High Springs is the cave diving capitol in the world, as well as home to the largest collection of first magnitude freshwater springs in the world. High Springs is the gateway to the crystal-clear springs that draw visitors for swimming, snorkeling, cave diving, diving, canoeing and exploring. In 2020, High Springs had an estimated population of 6,633 and a median household income of $63,895. (Source: ESRI)
The High Springs Community Redevelopment Agency (CRA) is a public entity created by the City of High Springs in December 1986 to implement the community redevelopment activities outlined under Chapter 163, Florida Statutes. Since its creation, the CRA, which encompasses
approximately 109 acres, has been served by the Redevelopment Plan. The Redevelopment Plan serves as a primary guide for all CRA activities. The Redevelopment Plan was adopted in 1986, following creation of the CRA.
The CRA was scheduled to expire in December 2016; however, per the Interlocal Agreement between Alachua County Board of County Commissioners, the City of High Springs, and the High Springs CRA, dated July 5, 2016, the CRA was extended by 15 years, with an option for an additional 15-year extension with approval of the Alachua County Board of County Commissioners. Following the extension of the CRA, a new Redevelopment Plan was adopted in 2018 to replace the 1986 Redevelopment Plan. As stipulated by the Interlocal Agreement, the 2018 Redevelopment Plan will remain in effect through Fiscal Year 2030/2031.
The mission of the CRA is to bring about the economic revitalization of an established target district; to create a re-investment environment that attracts private investors into the district; and to promote improvements within the redevelopment district through renovation and restoration of buildings as well as through new construction. The mission is also to acquire the funding necessary to make infrastructure improvements that attract investment dollars and improve the assessed taxable value of district properties and assist the Chamber of Commerce and High Springs merchants in
their efforts to market High Springs CRA district businesses.
The CRA plays an essential role in the vitality and success of High Springs as a whole. As the center of entertainment, commerce, and civic activities, the district represents the identity of High Springs to the local community, Alachua County, Florida, and the world. The CRA is committed to improving the quality of life for its citizens—allowing for a dynamic and diverse community where people of all ages, ethnicities, and incomes have opportunities to find quality housing, jobs, goods, services, and
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Railroad Ave
W U.S. Hwy 27
cultural amenities. Through creativity, innovation, hard work, and persistence, the CRA will bring redevelopment and reinvestment to the community through socially, economically, and environmentally sustainable methods, in order to help create a beautiful and vibrant district which reflects the assets and the character of the City of High Springs as a whole.
The CRA had an estimated 66 households in 2020, composing a population of 142. The 2020 estimated median household income within the CRA was $60,191, with per capita income estimated to be
$30,448. The CRA saw a slight decline in revenues generated from property taxes from Fiscal Year 2019 to Fiscal Year 2020, as shown in the table below; however, Fiscal Year 2020 revenues were higher than those of Fiscal Year 2017/2018.
The CRA Revenues from property taxes for the last three fiscal years are represented below:
▪ 2017/2018 – $203,629
▪ 2018/2019 – $222,359
▪ 2019/2020 – $217,485
1 3 4
1. Bring the Rail-to-Trail development to reality through downtown.
2. Determine the best alternative to redirect truck traffic off Main Street.
3. Invest in infrastructure that improves the overall appearance of downtown.
4. Support catalytic private development opportunities along Railroad Avenue.
5. Establish public/private partnerships to market the community.
6. Develop Master Plan for Civic Campus property.
Projects & Progress
Overview of Recent Achievements and Projects
The following is an overview of recent achievements that introduces projects either in the conceptual stages or currently underway. Included is a glimpse into the City of High Springs’ future, obtained by sharing common goals established over the past year via numerous workshops and design charettes. The High Springs CRA strongly believes in a community-centered approach; results indicate growth while highlighting an overview of the projects, programs, and activities that best support High Springs’ historically and culturally significant Downtown CRA.
The major activities of the High Springs CRA are categorized into three primary areas:
▪ Business Retention
▪ Visitor Attraction
▪ Outreach and Promotion
Looking ahead, this report highlights these key areas and the associated activities to promote a thriving CRA.
It is important to note that the High Springs CRA was not insulted from the impacts of COVID-19 pandemic. Many of the activities planned for this report period were augmented, canceled, or delayed. Additionally, turnover in critical staff further exacerbated the CRA’s ability to accomplish activities. Despite these unprecedented challenges, the High Springs CRA was still able to complete important initiatives to support business growth and attract visitors to the area.
BUSINESS RETENTION
The High Springs CRA is home to a variety of businesses, including service, retail, and restaurant industries. In order to cultivate a welcoming and sustainable business environment, the High Springs CRA continues to provide strong support to the business community.
The Façade Grant Program assists eligible businesses and organizations by enhancing the street-visible appearance of their property. During the 2019–2020
year, the High Springs CRA distributed $13,400 through the Façade Grant Program to:
▪ 1st Avenue Centre–$5,000
▪ The Talented Cookie, LLC–$3,750
▪ Great Outdoors Restaurant–$3,450
▪ Law Office of Maurice T. McDaniel, LLC–$1,200
Additionally, businesses were made aware of available CARES Act funding through Alachua County. This funding provides financial support to businesses with eligible COVID-19 expenses.
VISITOR ATTRACTION
Tourism is a vital part of High Springs’ economy. Visitors can enjoy unique offerings of art and antiques, as well as outdoor adventures on the many springs that make High Springs a refreshing getaway. Surrounded by the natural attractions of the Santa Fe River, canoeists, cave divers, divers, and campers can escape, experience and enjoy natural High Springs.
▪ The High Springs Farmers’ Market Pavilion is a new 3,000-sq. ft. facility located within the heart of downtown. This new facility provides a gathering place and space that can be used to stage many community events in downtown and the CRA. The High Springs CRA funded nearly $37,000 for this project.
▪ In October 2019, the High Springs CRA assisted the High Springs Rotary Club with their 27th Annual Car Show in along Main Street in downtown. This event had nearly 125 participants showcasing hotrods, classic cars, and modern sports cars—attracting nearly 1,000 spectators to the area.
▪ The High Springs Chamber of Commerce, assisted by the High Springs CRA, celebrated the beginning of the holiday season with the lighting of the City’s Christmas tree along Main Street. This event attracted nearly 400 people last year, including children enjoying activities ranging from cookie decorating to riding on the Polar Express train.
▪ Working in partnership with the High Springs Chamber of Commerce, the High Springs CRA assisted with the planning and production of the annual High Springs Nighttime Christmas Parade. This event has become a community favorite with citizens lining the streets long before the parade begins for the best view of the floats. The Christmas Parade was canceled in 2020 due to COVID-19, but the tradition will continue in 2021.
Since 2012, Music in the Park, a 501 (c) (e) supported by the CRA, has grown from a grassroots effort into a full-fledged concert series, producing more than 80 events showcasing a variety of artists
and music genres. The High Springs CRA provides sponsorship assistance, as the series attracts visitors to High Springs to enjoy music and other downtown activities.
OUTREACH AND PROMOTION
As the “Gateway to the Springs,” the High Springs CRA and the City of High Springs strives to “promote the future while preserving the past.” Working with local businesses and organizations to promote a thriving High Springs while maintaining the area’s small-town charm is an important part of this mission.
In fall 2019, and again in 2020, the High Springs CRA and City of High Springs promoted the area in the Guide to Greater Gainesville. This feature article aided businesses, restaurants, and other tourist attractions by showcasing the area’s unique small-town charm. High Springs, visibility was increased through the its distribution of 35,000 printed copies in North Central Florida, including every hotel room in Gainesville, as well as worldwide digital availability. The High Springs CRA and the City of High Springs each contributed $5,000 to this project.
LOOKING AHEAD
High Springs CRA staff continue to make presentations and participate in events with various civic organizations, including the High Springs Chamber of Commerce, the High Springs Lions Club, the High Springs Rotary Club, and the Kiwanis Club of Santa Fe.
The CRA has established several projects to enhance downtown High Springs, as it is the heart of the community, as well as the driving force for tourism and economic opportunity. Creating an attractive and welcoming downtown is critical for the economic success of the City.
▪ The current landscaping along Main Street and other areas within the High Springs CRA district are being replaced with Florida-friendly plants that are native to North Central Florida, low maintenance, and drought resistant. This improvement will help to highlight the beautiful downtown area, while attracting more visitors.
▪ The CRA is currently partnering with a lighting company to enhance the lighting downtown. The current lighting is not conducive to postsunset activities and attractions. This improved lighting will allow visitors to move safely through downtown while enjoying the many businesses open in the evenings.
▪ The CRA is conscious of environmental impacts, including alternative fuel sources. As the demand for electric vehicles has increased, so has the need for charging stations. The CRA is filling this need by partnering with a local business to provide charging stations for residents and visitors.
High Springs Downtown
High Springs Public Murals
High Springs, Florida
High Springs Main Street
Public Engagement
The Planning Process and Input
Before any pen was put to paper, or computer typing, the consultant team spent a number of hours “listening and learning” from various segments of the community. These sessions were conducted in March, April, and May, and included one-on-one interviews with downtown property owners, civic leaders, and business proprietors. Also solicited was input from the City’s elected officials and senior staff.
In addition, a community workshop was held early on to provide additional opportunities to solicit ideas, goals, and aspirations. A project specific website, High Springs Tomorrow, was launched to expand the means in which residents and other interested parties could provide their perspective on how the CRA and downtown can develop to enhance the community’s development potential.
Community-Based Themes
Public Engagement Input
Interviews and workshop provided valuable feedback, based on a diverse set of questions that addressed a variety of topics, such as:
▪ Community Character
▪ Infrastructure Needs
▪ Business Environment
▪ Public Infrastructure
▪ Future Growth Opportunities
From the feedback, the CSG team was able to identify common themes that stem from the areas of focus listed above. Within these common themes, information was provided on the desired priorities, as well as ideas and examples for future growth. The common themes are summarized in the following sections. Additional ideas and examples provided by the community included, further identifying opportunities available to the City.
ANALYSIS
The CSG team’s analysis of community feedback, common themes from the interviews and workshop, and proposed ideas and projects revealed important information to consider in the strategic CRA planning process. The information has been organized into categories that emphasize the strengths of the City while also outlining the opportunities and concerns communicated by various sources.
DOWNTOWN HIGH SPRINGS’ STRENGTHS
▪ Scale and “hometown feel.”
▪ Proximity to Santa Fe River and numerous springs.
▪ CSX right-of-way trail corridor potential.
▪ Core businesses that continue to invest in community.
▪ Advantages of being near University of Florida assets.
▪ Natural recreation/open space options.
FOCUS GROUP CONCERNS
▪ Maintain small-town community character.
▪ Infrastructure upgrade needs.
▪ Overall appearance of downtown/ public realm maintenance.
▪ Truck traffic impact on downtown.
▪ Disjointed messaging of community’s assets.
▪ Lack of businesses and services that attract and retain new and existing residents.
▪ City leadership’s slow approach to development opportunities.
Public Workshop, May 2021
Public Workshop, May 2021
Public Workshop, May 2021
Red Dot, Green Dot Exercise
FUTURE OPPORTUNITIES
▪ Developing the trail corridor on CSX right-of-way.
▪ Infill Development Sites (Extreme Exposure/Peanut Mill Sites).
▪ Enhancing Main Street/Downtown Core.
▪ Entrepreneurial opportunities for new businesses based around eco/ recreational tourism.
▪ Create entertainment opportunities for residents and visitors of all ages.
▪ Developing a “Civic Campus” on City Hall site.
▪ Collaborating on comprehensive marketing program.
Sense of Place & Appearance
Transportation: Access & Mobility
Civic and Open Spaces
Standards
Themes
Developing the CRA Strategic Plan
The process of reviewing the history of the CRA’s progress since its inception in 1986 has required reassessment of the original plan. In so doing, it appears that the principles, goals, and objectives documented then are generally valid today. With a fresher perspective reflecting current economic, social, and environmental sensitivities of 2021, this updated strategic plan expands on how to leverage community assets to meet the aspirations identified in the original 1986 document.
Over the past three-and-half decades much has changed in the dynamics driving community development in High Springs. Florida has become the third most populated state in the U.S.; the University of Florida is one of the largest institutions of higher learning in the country; Shands Medical Center has become a nationally recognized healthcare leader; and the State of Florida has become one the top visitor destinations in the world.
High Springs is also regionally placed in North Central Florida to provide easy access to Lake City, Gainesville, Newberry, Alachua, and Trenton. Activity and growth in these communities is impacting High Springs. As an example, the SID Martin Bio-Tech Park in Alachua is impacting families looking to live in High Springs. The Bio-Tech Park attracted families with incomes significantly higher than regionally averaged.
High Springs is feeling the impacts of these development forces—such as higher housing costs and the need for upgraded infrastructure, as well as increasing recognition by visitors due to its unique location at the doorsteps of the Santa Fe River and its numerous crystal clear springs.
The community input process highlighted these key issues, identified as Themes. Each Theme, as seen through the lens of a 2021 worldview, addresses new opportunities and needs that the community can undertake to support future quality and prosperous growth.
Economic Development
MISSION STATEMENT
Foster a successful, attractive, pedestrian-oriented downtown focused on leveraging proximity to extraordinary environmental assets to encourage and broaden market appeal in support of existing businesses and encouraging new investments.
VIEWPOINT
Fundamentally, there is a strong desire for economic development focused on ecotourism and recreational activities, while acknowledging the need to be sensitive to manage the quality of growth. This entails responding to the desire to keep the “small-town” feel while balancing residents’ desire for “something to do” with visitors’ “reasons to come”. There needs to be a sensitivity to accommodating economic prosperity with the impacts on appearance, traffic, and the environment impact.
TOP PRIORITIES
While the overwhelming top priority is the development of the Rails-to-Trails corridor along the abandoned CSX right-of-way, there are significant indications of new private investment emerging downtown from both new businesses and long-term property owners.
▪ Develop the trail and related facilities.
▪ Support emerging catalytic redevelopment opportunities along Railroad Avenue.
▪ Market and brand downtown/community offerings.
▪ Enhance City’s internal capacity to respond to development opportunities.
▪ Expand CRA boundaries to include all of the “Peanut Mill” properties and Douglas Neighborhood.
SECONDARY PRIORITIES
▪ Enhance broadband technical capabilities.
▪ Explore additional financing options.
High Springs Retail
High Springs Great Outdoor Restaurant
High Springs Vintage Market
High Springs Public Murals
Sense of Place & Appearance
MISSION STATEMENT
Enhance the existing small-town charm by reinforcing the scale and details of buildings; upgrading gateways, graphics, landscaped parking areas, and streetscapes; and screening in service areas to create a quality urban environment.
VIEWPOINT
Based on community input, there was a general feeling that downtown was looking a “little worn”—the landscaped areas were poorly maintained, sidewalks needed repair, and dumpsters were not screened. There was also a lack of cohesion related to pedestrian movement, parking, signage, and lighting that supports a “sense of place”.
TOP PRIORITIES
▪ Develop a well-designed parking system.
▪ Upgrade basic infrastructure: lighting, streetscapes, stormwater management.
▪ Expand “façade grant” program to include additional building enhancements (e.g., ADA compliance, security, life safety codes, etc.).
▪ Adopt “Entertainment District” policies to enhance evening and weekend economic development.
SECONDARY PRIORITIES
▪ Screen all service-related sites visible from public right-of-way.
▪ Develop collaborative block maintenance partnerships.
▪ Continue mural program.
Movable Seating
High Springs Fence Murals
Well-Designed Parking
High Springs Signage
Wayfinding / Signage
High Springs Mural
Transportation Access & Mobility
MISSION STATEMENT
Reclaim pedestrian realm on Main Street and adjacent streets by redirecting truck traffic, widening sidewalks, expanding and improving organization of parking, and developing trail facilities along abandoned CSX right-of-way.
VIEWPOINT
The truck traffic movement, particularly at the intersection of Main Street & US 27 continues to have a significant safety & environmental impact on downtown. Having two FDOT highways intersect in downtown restricts the City’s ability to respond to needed repairs, pedestrian/vehicle conflicts, and air/noise pollution issues. Redirecting truck traffic would allow the City/CRA to improve downtown appearance and enhance economic viability.
TOP PRIORITIES
▪ Work with FDOT to redirect truck traffic.
▪ Expand parking supply & locations to better serve downtown users.
▪ Enhance multi-modal movements through trail system, sidewalk/pedestrian connections, and complete street designs.
SECONDARY PRIORITIES
▪ Develop a cohesive wayfinding system for pedestrians, cyclists, and motorists.
▪ Expand street graphics at intersections.
High Springs, FL
Protected Bike Lanes
Dockless Bikes
High Springs Sidewalks
Painted Crosswalks
Civic & Open Spaces
MISSION STATEMENT
Maximize the use of available open space for community enjoyment by expanding the role in support of arts and culture, and reinforcing a sense of pride in civic assets around City Hall for social interaction for residents and visitors alike, whether it be for daily or special events.
VIEWPOINT
Downtown is fortunate to have a significant amount of publicly owned property. However, these real estate assets could be better utilized for a wider variety of community uses in support of both everyday activities as well as community-wide special events.
TOP PRIORITIES
▪ As part of a facilities study, master plan properties behind City Hall.
▪ Explore additional creative uses for school building/museum facility.
▪ Upgrade landscape maintenance of all public realm properties.
▪ Expand use of Farmers Market Pavilion.
SECONDARY PRIORITIES
▪ Support the development of a Parks System Master Plan.
▪ Expand live music.
▪ Enhance role of Train Depot building in conjunction with trail system development.
▪ Support the preservation of the Priest Theater.
High Springs Chamber/Welcome Center
Poe Springs Park, FL
High Springs Farmers Market Pavilion
High Springs Farmers Market
High Springs, FL
Environmental Sustainability
MISSION STATEMENT
Recognize that the community’s proximity to the unique environmental assets found in the Santa Fe River and the numerous springs should foster an environmentally conscious stewardship that respects and maintains these one-of-a-kind natural resources.
VIEWPOINT
As High Springs provides more focus on supporting eco- and recreational tourism, the community should be a leading steward to develop and promote an ethos of environmental sustainability.
TOP PRIORITIES
▪ Adopt a sustainability plan & campaign with a focus on community & natural resources.
▪ Explore creating an eco-sustainability education center as part of museum offerings.
▪ Develop partnerships with relevant University of Florida colleges and the Springs Institute to identify sustainability progress.
SECONDARY PRIORITIES
▪ Incentives for green buildings.
▪ Continue charging station deployments.
▪ Sponsor Santa Fe River cleanup projects, partnering with sports leagues.
▪ Expand recycling efforts.
Ginnie Springs, FL
Santa Fe River Clean Up
High Springs Museum Edgewater Bike Trail, FL
Standards & Regulations
MISSION STATEMENT
Create a regulatory and governmental structure that enables quality investment and flexible accommodation of multi-uses for a thriving downtown development environment.
VIEWPOINT
There is a need to continue to update regulatory codes and policies, as is currently being done with the revisions to the City’s Comprehensive Plan. Addressing the development needs of the 21st Century will allow for greater flexibility in meeting the creative and ever-changing marketplace relating to the variety of end uses found in a downtown urban environment.
TOP PRIORITIES
▪ Modify land use regulations to expand the allowable mix of uses.
▪ Create “Entertainment District” codes & policies.
▪ Allow for joint uses of parking & stormwater facilities support.
SECONDARY PRIORITIES
▪ Develop a Main Street retailing program to encourage more consistent retailing practices.
High Springs Retail
Downtown Gainesville, FL
High Springs Retail
Downtown Gainesville, FL
Keepers of the Vision
MISSION STATEMENT
Commit to a strategy of action organized around a public/private partnership that focuses on projects, accountability, and champions to get results.
VIEWPOINT
Too often, community’s contribute resources in time and funding to develop plans and programs that never, or only partially, get implemented. The “plan” becomes the end product. It is the intent of this document to include recommendations to establish an entity, or entities, to undertake accountability for the recommended implementation program. This maintains constant contact between the plan’s goals and objectives and the community. It establishes continuity and transparency for projects that require long-term implementation efforts. It also indicates stability, reassuring those investing in the community that there is an adopted course being followed.
TOP PRIORITIES
▪ Align budgeting and financing options to priority projects and programs.
▪ Convene downtown stakeholders with existing organizations, CRA, Chamber, and businesses to establish partnerships-—to put “Our Best Face Forward”.
▪ Collaborate on calendar of events that includes all of the downtown community.
▪ Recognize the paradigm shift related to technology and how we communicate to do business to build a more robust social network system to keep focus on goals and objectives.
SECONDARY PRIORITIES
▪ Support and advocate for expanded broadband system.
High Springs Tomorrow CRA Website
High Springs Downtown Events
Establishing & Reinforcing Community Identity
Who We Are
As discussions took part during the public workshop and the individual stakeholder interviews, there was strong interest in developing a common message of what High Springs is and what it could be. As has been highlighted in previous sections of this document, there are many facets that comprise the community, not just “one thing”. These assets, properly cultivated, can reinforce the community’s small- town character and friendly appeal while establishing a stronger position in the eco/recreational and outdoor tourism market that can be significant economic drivers.
Continuing to support and upgrade downtown’s appearance through infrastructure improvements, landscaping and beautification upgrades, incorporating a welldesigned wayfinding system, and enhancing parking and lighting benefits the community on numerous levels. Along with the additional jobs and taxes, the well-maintained small-town
character should continue to be a cornerstone of the City’s future development. As the historic center, a well-maintained downtown is an economic asset and a social benefit that reinforces community pride.
This section introduces background research on the potential that awaits High Springs with the benefits of developing a well- designed multi-use trail corridor. It points out how High Springs’ unique position, both geographically and economically, has the opportunity to excel in the outdoor recreational tourism industry. Developing the trail through downtown will be an attraction unto itself, not to mention its direct linkages to other trails, the Santa Fe River, and numerous nearby springs. Already a step ahead economically with related tourism business, such as Extreme Exposure, Halcyon, Santa Fe Bicycle Outfitters and others, the community is poised to become a one-of-a-kind destination.
Embracing Tourism
Case Study Research and Market Scan
Ever since the origins of tourism, travelers have been moved by, and drawn to, nature and protected areas. While the global tourism industry has grown immensely over the last several decades, tourism to natural areas has become an even greater component of that large industry and has continued to grow throughout the 2020s.
Nature-based tourism creates employment and socio-economic opportunities for local communities while striving to protect and preserve unique natural and cultural areas. Nature-based tourists need protected areas; protected areas need the revenue that nature-based tourism generates and the exposure tourists bring. The potential benefits are not ensured and will only be achieved with careful planning, local education and training, and local involvement. Bringing visitors, the environment, and local communities together in a planned, cohesive manner creates a sustainable foundation for nature-based tourism.
ECO-TOURISM
Eco-tourism can be generally defined as responsible travel to natural areas that conserves the environment and improves the well-being of local people. It is an area of tourism that has been growing. It often involves travel to destinations where flora, fauna, and cultural heritage are the primary attractions, with a focus on local culture, wilderness adventures, volunteering, personal growth, and learning new ways to live on the planet.
ADVENTURE TOURISM
Generally, adventure tourism involves exploration or travel to remote or exotic destinations and/or very unique activities. It is generally grouped into two areas: “hard activities” and “soft activities.”
▪ Hard activities include water adventures, mountain biking, caving, climbing, etc.
▪ Soft activities include cycling, camping, water skiing, snow skiing, horse riding etc.
Like eco-tourism, adventure tourism is an area that is experiencing growth as people’s appetite for ever newer and more unique experiences changes.
HIGH SPRINGS: AN ADVENTURE TOURISM DESTINATION
High Springs, surrounded by natural attractions, draws outdoor enthusiasts like canoeists, cave divers, and campers. Other popular activities in High Springs include snorkeling, cave diving, diving, tubing, and swimming in the natural springs that flow at a steady 72 degrees all year long. In addition to the natural environment, the diverse and unique offerings of art, antiques, and culinary experiences afford visitors the opportunity to immerse into the casual culture and rich history of High Springs.
TRENDS IN ADVENTURE TOURISM
Adventure tourism is one of the fastest growing sectors of the tourism industry, attracting high value customers,
supporting local economies, and encouraging sustainable practices. The continued growth of this sector creates net positive impacts not only for tourism, but also for destination economies, their people, and their environment. The Adventure Travel Trade Association (ATTA) produces industry data specific to the adventure tourism and adventure travel industry.
The types of accommodations that are preferred by tourists vary based on the type of tourism. The dominant accommodation types within the adventure tourism sector include the following:
▪ Lodge: rustic hotel in a remote setting with abundant outdoor conservation areas, block rooms
▪ Cabins/Villas: stand-alone structures, rented as single units
▪ Resort/Retreat: significant leisure infrastructure
▪ Boutique Hotel: upscale, personalized
▪ Glamping: semi-permanent with infrastructure
▪ Ranch: with farming, horse and/or cattle operations
▪ Hotel: typically interior hallways, block rooms
The average length of stay for adventure tourists was 3.3 nights in 2019, and the average daily rate (ADR) for these types of accommodations in 2019 was $429.00, with roughly 47% having an ADR of less
than $249.00, and roughly 37% having an ADR greater than $500.00.
Understanding the make-up of the adventure tourists who use each type of accommodation is informative to communities looking to expand their reach beyond a local or regional draw. Research concludes that the majority of adventure tourists who stay and utilize accommodations in their travels are couples and families with children. Overall, the majority of adventure travelers are between the ages of 29–60.
Word of mouth and email marketing have been identified in travel research as the most helpful marketing and sales tactics by tour operators. In addition, a survey of adventure travelers indicated that 69% of those travelers prepared for their last trip by doing research online.
“VISIT FLORIDA, Florida’s official tourism marketing corporation, announced in October 2020 a new partnership with the Outbound Collective. The Outbound Collective is a comprehensive, community-driven digital media platform enabling everyday adventurers. This is a first-of-its-kind partnership to promote content from outdoor experts from traditionally underrepresented communities. As the primary featured destination, the ongoing collaboration will elevate Florida as a premier outdoor adventure destination through fresh, diverse perspectives via custom content stories, social media promotion, digital promotion, video content and public relations.”
High Springs,
As previously referenced, nature-based tourism creates numerous employment and socio-economic opportunities for local communities. Currently, the High Springs CRA has approximately 413 employees, comprising about 4% of the total employees within the City of High Springs. In addition, the CRA has 80 business within the area, within approximately 235,470 sq. ft. of industrial, office, and retail space. Retail comprises the majority of total commercial space within the CRA at 84% as of year-todate 2021.
Over the last 5 years, office and industrial space within the CRA have maintained a relatively stable average rental rate of $14.30 and $8.33, respectively. Retail space has experienced a positive trend in average rental rate during this time-frame, with a compound annual growth rate (CAGR) of 3%. In addition, office space has experienced a positive trend in occupancy over the last 5 years, with a CAGR of 0.2%. Whereas, retail has seen a decline in occupancy over this time-frame, with a negative CAGR of 1%. Industrial has remained unchanged, with an occupancy of 100% since 2013.
There have been approximately 22 commercial and industrial sales within the CRA over the last 5 years, comprising 73% of the sales within the City. During this time-frame, 25 single-family properties sold within the CRA, comprising significantly less of the sales within the City at about 3%. The average price per land square footage of sold industrial, commercial, and singlefamily properties over the last 5 years are represented in the adjacent table.
The following page illustrates the demographic and socio-economic characteristics of the CRA as compared to the City for year-to-date 2021. This data provides a framework of the current market within the CRA for commercial, residential, and tourismbased development.
HISTORIC
CRA AGE DISTRIBUTION
HOUSEHOLD INCOME
The High Springs CRA has a median household income of $69,429, which is 1.09% lower than the median household income observed within the City of High Springs. In addition, the per capita income in the CRA is $34,710; 1.02% lower than the per capita income observed within the City.
POPULATION
within the CRA
2.1% of the total population within the City of High Springs.
HOUSING CHARACTERISTICS
66 HOUSEHOLDS within the CRA
The High Springs CRA total households make up approximately 2.5% of the total households within the City of High Springs. The CRA has an average household size of 2.15 persons per household, with more than 44 families living in the area.
CRA RACE AND ETHNICITY
Marketing as a Single Voice
“Putting Our Best Face Forward”
An issue that came up frequently through the public engagement process was the lack of a cohesive community marketing message. There is a certain lack of understanding of who should be responsible for developing such a message—the Chamber, the business community, the CRA/City administration, Visit Gainesville, or possibly the Alachua County economic development council. Underlying this disjointed concern was the ever-present issue of available resources to appropriately create, develop, and launch an effective marketing program.
Suggested recommendations for initial actions to be taken included establishing a community forum among the vested parties to discuss the following:
▪ Why High Springs needs a cohesive message?
▪ What the message(s) should say about the community?
▪ Who should be the messenger? What entity—existing or new?
▪ How should the entity/message be supported?
▪ Schedule for development and launch of program?
There appeared to be an initial interest in conveying two main messages: (1) highlight the City’s qualities of small-town charm and character; and (2) reflect the community’s stewardship in promoting and protecting the unique nearby ecologic assets, such as the Santa Fe River and the numerous crystal clear springs. The marketing opportunity should entail more than the conventional promotional avenues. Care should be given to creating an expanded platform through the internet and social media.
The development of educational programs related to the community’s history, ecology, and related artistic and cultural attributes could be promoted to broader markets. These educational programs could be supported by local eco/ recreational businesses and entrepreneurs that already have domestic and international market reach—i.e., cave diving, diving, kayaking, cycling, canoeing, hiking and related
outdoor adventures. These relatively untapped marketing opportunities provide economic development for
expanding existing businesses, as well as encouraging additional investments for locals and newcomers alike.
Supporting a Trail-Based Economic Development Program
Championing Development of the Corridor
High Springs is uniquely positioned to leverage its geographic location to create robust and exciting economic generators that will bring added prosperity to existing businesses as well as encouraging additional investments to the community. Supporting the development of a trail system through downtown along the abandoned CSX right-of-way enables the community to embrace several distinct, but related, outdoor industries: eco-tourism, cycling, cave diving, diving, kayaking/canoeing, camping and other outdoor recreational activities. Developing a program that recognizes the interrelationships of these activity generators and marketing in a collaborative manner will establish an economic platform for consistent messaging, focused resource allocation, and broad- based advocacy to ensure sustainability.
Research has indicated certain guiding principles of trail-based economic development which include: a community’s capacity and desires; the target markets based on trail’s
characteristics; community’s relationship to the trail system; location of trailheads within town boundaries to concentrate economic impacts; building off of existing markets; and cultivation of partnerships. Based on these general criteria the following highlight High Springs’ assets to capitalize on the development of the trail system along the CSX right-of-way:
▪ Advocating for a multi- functional trail: walking, hiking, jogging, biking, horseback riding.
▪ Situated between existing trails within immediate area and attractive outdoor destinations.
▪ Small-town downtown environment, proximate to trail corridor.
▪ Near the Santa Fe River and numerous crystal-clear springs.
▪ High level of public support for trails.
▪ Commitment from elected officials and business leaders.
▪ Existing outdoor related industries tied to cave diving, diving, biking, and related outdoor activities.
Although creating or expanding a trail system can deliver significant economic benefits by itself, communities can do more to capitalize on the economic potential of trails. The trail will generate impacts by delivering additional spending to businesses thus enabling businesses to become more productive, adding new jobs and tax revenues. The additional spending may result from increased visitation or by changing the behavior of an existing pool of resident shoppers. While the benefits, most commonly associated with trail-related spending, are increased local incomes and employment, there may be increases in the demand for public services (for example, extra police or improved public restrooms) as well as the costs of promoting the trail.
OTHER IMPACTS OF TRAILS ON COMMUNITIES
▪ Florida is the most tourist-visited destination in the world.
▪ 67% of FL visitors include nature-based activities.
▪ 65% of FL visitors and 72% FL residents think outdoor recreation is very important.
▪ “Trails are the most desired community amenity that homeowners seek when buying a home.”
▪ “Homes adjacent to rail-trails sell faster and closer to list price than those that are not.”
▪ “Some builders reported up to a 25% premium for having their properties back up against the trail.”
▪ Every $1 million spent on construction of off-street multi-use trails yields 9.6 jobs.
▪ About one-third of businesses said that they have expanded or plan to expand their business operations because of the trail.
▪ “Studies show that the longer a trail is, the farther people will travel to visit it, the longer they will stay and the more money they will spend.”
Data from Florida Department of Environmental Protection
Poe Springs Park Trail
Upgrading the Public Realm
Lighting, Maintenance, and Parking Upgrades
The results of the public workshop highlighted the community concern for the overall appearance of downtown. This same issue was reinforced through the one-on-one interviews with the business and property owners. In sum, the care and maintenance of the public realm, streets, sidewalks, parking lots, planting, and service areas left a lot to be desired.
Contributing to this overall lack of effective care appeared to be two key factors:
1. The Florida Department of Transportation (FDOT) controlled and were responsible for the right-of-way maintenance of two intersecting highways at Main Street. This results in the City’s inability to respond to maintenance in a timely manner, and at times conflicting with FDOT regulations, which are not always conducive to a pedestrian environment.
2. The City’s overall lack of internal capacity in manpower and resources to be effective stewards of regular maintenance.
It is imperative that to make meaningful upgrades in downtown’s appearance, these two issues must be effectively addressed. Assuming a proactive initiative regarding the above are addressed, the needed upgrades relate to specifically to infrastructure improvements that include the following:
▪ Enhanced street lighting throughout the core area.
▪ Development of additional, welldesigned public parking areas.
▪ Upon redirecting of the truck traffic, convert angle parking on Main Street to parallel parking to allow for wider sidewalks, improving pedestrian safety and enhancing the retail environment.
▪ Develop an area-wide stormwater system to reduce flooding. Design system in conjunction with new parking areas and trail corridor to maximize efficiency.
▪ Establish regulations for optimal dumpster locations and effective screening for views from public rightof-way.
▪ Establish a regular maintenance program for all public and landscaped areas, and fund accordingly.
▪ Enhance the opportunities to use public right-of-way to expand broadband infrastructure needs.
High Springs Downtown
Actions
Six Strategic Areas of Focus
As expressed through the public engagement process, there were six areas of focus in which the themes began to merge. The identified focus areas correspond to provide an integrated approach to comprehensively addressing issues that will significantly improve the economic, social, and environmental conditions of downtown High Springs, as well as the community as a whole. It is important to further articulate these focus elements, recognizing each represents significant opportunity, but requires a coordinated feasibility study, additional community discussion, and development partnerships to ensure appropriate resource allocation.
Taken together over the next 10 years, the High Springs CRA should:
▪ Bring the Rail-to-Trail development to reality through downtown.
▪ Determine the best alternative to redirecting truck traffic off Main Street.
▪ Invest in infrastructure that improves the overall appearance of downtown.
▪ Support catalytic private development opportunities along Railroad Avenue.
▪ Establish public/private partnerships to market the community
▪ Develop Master Plan for Civic Campus property.
4 4 2 5
HIGH SPRINGS | DEVELOPMENT VISION
1. Bring the long-discussed Rails-toTrail development project on the CSX abandoned right-of-way to reality.
2. Determine the best alternative for redirecting truck traffic off of Main Street.
3. Invest in infrastructure that improves walkability, safety, parking, and lighting that enhances the overall appearance of downtown.
4. Support catalytic private investment opportunities, such as the Extreme Exposure lodging development and the
1 3 6
development of repurposing the “Peanut Mill” site into a multi-use complex. Both sites are located along Railroad Avenue and adjacent to the proposed trail.
5. Establish public/private partnerships to develop a multi-faceted, on-going
marketing initiative that puts High Springs’ “Best Face Forward”.
6. Develop a Master Plan for the publicly owned property surrounding City Hall to better utilize the area for quality civic, cultural, recreational, and governmental purposes.
1 Bring
Bring the Rail-to-Trail development to reality through downtown
As identified throughout the public engagement process, the development of a multi-use trail along the abandoned CSX rightof-way was the highest project development priority. Situated among a number of highly desired outdoor recreational natural amenities, as well as proximate to existing trail systems already established in the region, it appears appropriate that High Springs champions this trail’s development. Past attempts never resulted in moving forward and more recently the community initiative has been relatively dormant. Stimulated by the renewed focus on strategic planning by the City administration and the strong receptivity expressed by public input, the trail development is a cornerstone of the CRA’s strategic economic programming.
Within a relatively short distance off of downtown’s Main Street are the following: the Santa Fe River, O’leno State Park, Poe Springs Park, Ginnie Springs, Blue Springs Park, Itchetucknee Springs Park, and Crockett Springs. In addition, there are already existing trails north of High Springs in River Rise Preserve and south of the town in San Felesco Hammock Preserve Park. Thus, linking these wonderful natural amenities through High Springs will serve residents, visitors, and all outdoor enthusiasts well.
The development of a well- designed multi-use trail provides an eco/recreational facility that will re-invigorate the downtown’s economic vitality and support existing businesses integral to the community’s outdoor recreational activities. The trail should be able to accommodate a variety of users–walkers, joggers, runners, and inline skaters—
as well as bicyclists and possibly equestrians. Toward that end, recognizing the potential of a quality trail facility, the following are elements to be considered:
▪ A minimum 12- to 14-foot paved surface, or combination of paved and softer surfaces
▪ Parking
▪ Benches
▪ Public restrooms
▪ Trash receptacles
▪ Water fountains for both people and pets
▪ Tables
▪ Shaded rest areas
▪ International signage
▪ Lighting
▪ Bike racks
▪ Public art
Developing such a trail facility will require extensive partnering with public and private entities to provide the necessary resources to fully develop the trail’s potential. It is also an opportunity for the community to have a focused rallying point whereby young and old can come together in supporting this project. As trails have become a more important part of the outdoor recreational industry, public and private resources have become available through a number of institutions and programs. A few of the many are highlighted below:
▪ Recreational Trails Program
▪ Transportation Enhancements Grants
▪ U.S. Forest Service
▪ Federal Highways Administration Pedestrian and Bicycle Funding Opportunities
▪ Florida’s Department of Economic Opportunity
▪ Florida Forever
▪ Alachua’s Wild Spaces & Public Spaces Program
Pinellas Trail, FL
2 Determine
Determine the best alternative to redirect truck traffic off Main Street
Next to the priority given to the trail development, the most concerning issue identified by the public was the impact of the truck traffic on downtown where US 21 and US 41 intersect at Main Street. The turning movements from north to west by the trucks, especially those with the longer wheelbases, create dangerous conflicts with motorists and pedestrians. In addition, the exhaust fumes from the diesel engines make outdoor seating and dining unappealing and unhealthy.
To effectively redirect the trucks from Main Street will require extraordinary cooperation with FDOT. City officials have made initial inquiries with FDOT officials to address this issue. Its importance to High Springs downtown’s future economic vitality cannot be understated. It will take a collaborative effort of planning, compliance, and funding to achieve such an undertaking. In the spirit of providing a possible solution, this plan suggests that a new route could be studied to have the southbound US 27 truck traffic do the following:
▪ At NW 3rd Street turn, west for a couple of blocks to Railroad Avenue.
▪ Turn south on a new extension of Railroad Avenue to Main Street (US 40).
▪ Turn right on Main Street and proceed west.
This route would eliminate the southbound truck traffic, the impacts on the elongated turning movements, and provide a freer flow for all vehicular and pedestrian movements. It would require road improvements to NW 3rd Street, as well as extending Railroad Avenue on the west side of the abandoned CSX rightof-way. It would also require new signage and pavement markings. It is understood that this option has costs, but it should be acknowledged that the current traffic pattern is having a significant local cost, which will be even more problematic as the downtown and the community grow. It is hoped that the City and FDOT can identify a solution that best serves all parties.
Truck Traffic in Downtown High Springs
HIGH SPRINGS | STREETSCAPE
3 Invest
Invest in infrastructure that improves walkability, safety, parking, and lighting that enhances the overall appearance of downtown
The public workshop highlighted the community concern for the overall appearance of downtown. This issue was reinforced through the one-on-one interviews with the business and property owners. In sum, the care and maintenance of the public realm, streets, sidewalks, parking lots, planting, and service areas left a lot to be desired.
Investing in the infrastructure is imperative to make meaningful upgrades in downtown’s appearance. The needed improvements relate specifically to recommended improvements, and include the following:
▪ Enhanced street lighting throughout the core area.
▪ Development of additional, well-designed public parking areas.
▪ Upon redirecting of the truck traffic, convert angle parking on Main Street to parallel parking to allow for wider sidewalks, improving pedestrian safety and retail environment.
▪ Develop an area-wide stormwater system to reduce flooding; design in conjunction with parking areas and trail corridor to maximize efficiency.
ROADWAY
PARALLEL PARKING W/ PLANTERS
SIDEWALK
SIDEWALK
PARALLEL PARKING W/ PLANTERS
STREET LIGHT
CANOPY TREE
▪ Establish regulations for optimal dumpster locations and effective screening for views from public rightof-way.
▪ Upgrade landscaping throughout downtown, establish a regular maintenance program for all public and landscaped areas, and fund accordingly.
▪ Enhance the opportunities to use public right-of-way to expand broadband infrastructure needs.
HIGH SPRINGS |STREETSCAPE (BIRDSEYE VIEW)
4 Support
Support catalytic private development opportunities along Railroad Avenue
There are two development sites along Railroad Avenue that have catalytic potential to augment existing downtown business, support and expand the growing outdoor tourism and entertainment activities, and add significantly to the CRA/City’s tax base. Together, these developments could be the most significant private investments in the City’s recent history.
The site with the most immediate potential is the 1.5-acre vacant block behind the Extreme Exposure building. Preliminary plans call for a multi-functional lodging complex. The proposed concept would include a variety of accommodations for those visitors and outdoor activists who want to enjoy longer stays to experience the many nearby natural attractions.
HIGH SPRINGS | HALCYON SITE
The specific program would allow for different price points and levels of accommodations— from a hostel stay, to a townhouse layout, to the more traditional hotel experience. The complex would include educational and training facilities for those interested in enhancing their outdoor recreational experiences—e.g., cave diving, diving, kayaking, cycling, and related outdoor activities. It is anticipated that this complex will broaden both the domestic and international market appeal of High Springs.
The second potential development site is known locally as the “Peanut Mill”. While there are no pending plans for specific development, the size of the site, its location, and its peanut mill history, as well as the potential of the proposed trail, all point to a prime investment opportunity.
Over the course of the next few years, as the trail becomes a reality, and the Extreme Exposure lodging complex opens, this site will
only become a more enticing development opportunity. Based on similar types of locations in other eco/recreational-centric locals, particularly as part of a downtown community, a mix of uses seems reasonable. Due to the site’s size, these uses could easily include hospitality accommodations, restaurants, retail and entertainment venues, as well as multi-family housing.
These two development opportunities exist today—they are individual sites under single ownerships, extremely well located along an emerging recreational trail corridor, and within a growing area of Alachua County that has a proactive City administration. The commitment to additional downtown infrastructure will be a strong signal to the private investment community that High Springs is proactively committed to a prosperous future.
5 Establish
Establish public/private partnerships to market the community: High Springs’
“Best Face Forward”
Frequently mentioned in the public engagement process was the lack of a cohesive community marketing message. There is a certain lack of understanding of who should be responsible for developing such a message—the Chamber, the business community, the CRA/City administration, Visit Gainesville, or possibly the Alachua County economic development council. Underlying this disjointed concern was the ever-present issue of available resources to appropriately
create, develop, and launch an effective marketing program. A convening of the various entities that currently promote the community in some fashion should be initiated to develop a cohesive marketing program.
There appeared to be an initial interest in conveying two main messages – 1) highlight the City’s qualities of small-town charm and character; and 2) reflect the community’s stewardship in promoting, cultivating, and
protecting the unique nearby ecologic assets: the Santa Fe River and the numerous crystal clear springs.
The marketing opportunity should entail more than the conventional promotional avenues. Care should be given to creating an expanded platform through the internet and social media. The development of educational programs related to the community’s history, ecology, and artistic and cultural attributes could be promoted to broader markets. These
educational programs could be supported by local eco/recreational businesses and entrepreneurs that already have domestic and international market reach—e.g., cave diving, diving, kayaking, cycling, canoeing, hiking, and related outdoor adventures. These relatively untapped marketing opportunities provide economic development for expanding existing businesses, as well as encouraging additional investments for locals and newcomers alike.
6 Develop
Develop Master Plan for the “Civic Campus” Property
The CRA is fortunate to include a significant amount of publicly owned property within its boundaries. Foremost among these are the 8 acres owned by the City around City Hall. This property lends itself to be repurposed to meet a number of recreational, cultural, and civic uses. The recommended action is the development of a Master Plan for the property. This plan would entail a facilities’ needs assessment for City uses including police, administrative support, recreational, and cultural support.
Creating a well-designed Civic Campus would allow for better utilization of the site and would support the arts, cultural, and recreational activities and reinforce a sense of civic pride in the heart of the community. Specifically, planning for the appropriate location of parking, and the creation of new development pads for any proposed new facilities (police station, civic meeting room, museum expansion), as well as utility support for special events such as Pioneer Day, will encourage greater day-to-day utilization and social interaction for residents and visitors.
CITY HALL
NEW COMM. BLDNG.
MUSEUM BLDG.
HIGH SPRINGS | CIVIC CAMPUS PROPERTY
NEW POLICE STATION PARKING
SECURE SERVICE YARD POST
PIONEER DAY LAWN
Implementation
Projects and Sequence
The following pages outline the structure of ideas and recommended actions for the next 10 years of the CRA. This includes a look at action items as priority, as well as a draft of the CRA Budget Plan through 2031.
The Themes of the plan are broad and reinforce the issues identified in the original CRA plan. However, the details of implementation, opportunities and challenges have changed and will continue to evolve over time. Therefore, the key to the Strategic CRA Plan is to use the long-term goals and Themes as a guide to provide direction to current decisions.
Some of the ideas of the plan can be transformational, but they may also require new management ideas by the CRA. For instance, the CRA has traditionally been a ‘pay as you go’ CRA that doesn’t employ longterm financing for large projects. Based on the size/scale of the some of the ideas, and the significant funding required, it is imperative that leveraging of local resources with other local, state, or federal funds will be essential. Supporting the expansion of the CRA boundaries and the potential catalytic projects will inject a significant infusion of increment to the CRA trust fund. Each CRA is different in terms of their fiscal planning.
However, within the bounds of sound judgment, CRAs that invest in significant improvements create a sense of ‘self-fulfilling prophecy’ by making new opportunities available that can grow the TIF revenue of the CRA more quickly.
Thoughtful fiscal planning, active investment, and documentation of results also provides the basis for ongoing CRA activities. Continued coordination with Alachua County regarding the CRA’s progress will foster a healthy partnership on a number of levels, particularly with respect to the trail development. It is recognized that the current increment revenues will not be sufficient to address most of the plan’s objectives. However, by establishing a framework and specific project targets, the CRA will have a roadmap to follow regarding resource both public and private opportunities. Some initiatives will require feasibility studies before a clear path or appropriate budget can be established. Regardless, the initiatives of the CRA are ongoing, and significant new opportunities can be realized by following the plan in a collaborative relationship with the City, Alachua County, agencies, local businesses, stakeholder groups, and residents.
Economic Development
Sense of Place & Appearance
Develop a well-designed parking system
Upgrade basic infrastructure: lighting, streetscapes, stormwater management
Expand “facade grant” program
Adopt “Entertainment District” policies
Screen all service-related sites visible from public right-of-way
Develop collaborative block maintenance partnerships
Continue mural program
P = Primary Goal S = Secondary Goal
Transportation Access & Mobility
Work with FDOT to redirect truck traffic
Expand parking supply and locations
Enhance multi-modal movements through trail system, sidewalk/predestrian connections, and complete street designs
SECONDARY PRIORITIES
Develop a cohesive wayfinding system
Expand street graphics at intersections
P = Primary Goal
S = Secondary Goal
Civic & Open Spaces
plan properties behind City Hall
additional creative uses for museum facility
landscape maintenance for all public realm properties
use of Farmer’s Market Pavilion
P = Primary Goal S = Secondary Goal
Environmental Sustainability
Adopt a sustainability plan & campaign with focus on community & natural resources
Explore creating an ecosustainability education center
Develop partnerships with UF colleges to identify sustainability progress
SECONDARY PRIORITIES
P = Primary Goal S = Secondary Goal
Standards & Regulations
Modify land use regulations to expand the allowable mix of uses
Create “Entertainment District” codes & policies
Allow for joint uses of parking & stormwater facilities support
Develop a Main Street retailing program to encourage more consistent retailing practices
Keepers of the Vision
Align budgeting and financing options to priority projects and programs
Convene downtown stakeholders forum
Recognize the paradigm shift to incorporate robust social media system
P = Primary Goal
S = Secondary Goal
TIF Budget Program
CRA Project 10-Year TIF Budget Program
PLEASE OPEN THE SPREAD TO SEE THE COMPREHENSIVE 10-YEAR TIF BUDGET PROGRAM:
$30,000
$150,000 $150,000
$250,000
$1,000,000 Local, County, State Funding, Matching Grants
$1,000,000 Local, FDOT Funding
$150,000 Installation of 50 New Light Poles
$600,000 Construction of 200 New Spaces
$750,000 Reconstruction of Main Street Sidewalks/CRA/ FDOT/TPO Grant
$800,000 Local, Water Mgt. District Grant
Specific CRA Upgrades
CRA/Landscaping/Streetscape Maintenance
Facade/Building Grants-Businesses $300,000 Local/Historic Grant Funds $65,000 Plan Development Program
CRA/Local/Wild Spaces Funds
Phased Upgrades/Private Funding
Federal Grant/Future Project/Costs Based on Study $30,000 $30,000 $10,000
$10,000 $10,000
$10,000
Plan + Phased Installation
Look for Matching Funds
CRA/Private Matching Grant Programs
FDOT Approval Required
By:
