Life and Work in Eastport: A Vision for Our Future

1. Life and Work in Eastport: A Vision for Our Future Eastport Business Association Report of the Economic Development Committee To the General Membership September 17, 2002

2. Background • Economic Development Committee (EDC) set up by EBA Board in early 2002 • EDC Members: • Dick Franyo (Chair): Boatyard Bar & Grill • Rick Brown: Bank Annapolis, Inn at Spa Creek • Kim Christel: Eastport Graphic Design • Jennifer Gilday (EBA Board): Annapolis Bank & Trust • Marilyn Henderson: Raymond James Financial Services • Carey Kirk (EBA Board): Carey Reid Kirk Interior Design • Paul Meyer (EBA Board): O’Leary’s Restaurant • Paul Mikulski: J-Port Annapolis • Randy Miller: Coldwell Banker Commercial NRT • Beth Bloomfield (Facilitator): Bloomfield Associates

3. Purpose • Strategic planning effort designed to: • Promote a desirable Eastport community in which to live and do business • Advocate for Eastport business • Help EBA identify business opportunities • Desired outcome: • Guidelines for discussion and decision making • Template for joint action with City, community groups, other stakeholders

4. Guiding Principles • Keep Eastport “Eastport” • Preserve maritime heritage, character • Build on the Eastport “brand” • Work in cooperation with other community and business groups • Develop strong positive relationships with City officials, key stakeholders

5. Methodology • Conduct initial fact-finding • Met with Josh Cohen (alderman), Mike Miron (city economic development), Jon Arason (Planning & Zoning), Terry Averill (ECA), Terry Lomax (MAB) • Reviewed 1991 Eastport Sector Plan, zoning maps • Perform environmental scan: strengths, weaknesses, opportunities, threats • Create Vision Statement • Identify Strategic Goals • Develop Action Plan • Draft planning document/report

6. Methodology (cont’d) • Discuss plan with key players • Present plan to EBA Board (Sept. 10) • Present plan to EBA general membership (Sept. 17)

7. Strengths Mixed use -- maritime, business, residential Lifestyle -- water, recreation, neighborhood Proximity to Annapolis Historic District Eclectic character MRE has branded Eastport Weaknesses Infrastructure: narrow streets, fire lanes, sidewalks Escalating crime Housing Authority issues Escalating real estate values Gentrification -- loss of eclectic nature Lack of some services (e.g. grocery store) Results of SWOT Scan

8. Opportunities Pro-maritime climate Spirit of cooperation-- business, civic, maritime groups working together Fourth Street as hub of commercial activity Positive attitude of city govt. toward Eastport business and EBA Large developments, e.g. 222 Severn, Hopkins, Jabin’s Residents/business people w/high income & influence Threats Unconstrained, “Main St.-like” development Large developments, e.g. 222 Severn, Hopkins, Jabin's Permitting process, zoning constraints Congestion/more traffic/less parking Less affordable living, fewer young families Results of SWOT Scan (cont’d)

9. Our Vision: Eastport in 2012 • “We still like it this way”: Eastport is a laid-back, eclectic community • Maritime-oriented, “branded” • Proud of our heritage but moving forward • Place where you can live and work • Community of shared vision and close partnerships among residents, businesses, maritime industry, government • Economic development and enhanced quality of life through preserving all that’s special about Eastport

10. Vision (cont’d) • Mixed-use, small-scale, attractive, and user-friendly • Appropriate development only • Upgraded infrastructure and streetscape consistent with Eastport’s traditional culture and character • Locally-owned businesses that serve needs of community with respect for its values • Spirit of community • Tradition of involvement, participation • Celebrations with maritime flavor • First-rate schools, family-friendly • Top-quality public services

11. Strategic Goals • Goal 1: Create and develop a distinct identity for Eastport, working through the cooperative efforts of all concerned citizens and businesses   • Goal 2: Preserve the lifestyle, quality of life, safe and “user-friendly” environment, and business climate of Eastport, centered around the maritime industry   • Goal 3: Develop and implement a set of guidelines and standards for business in Eastport  • Goal 4: Develop the streetscape and infrastructure consistent with support of appropriate development  • Goal 5: Preserve and promote a healthy and diverse mix of economic, demographic, racial, and ethnic groups in Eastport

12. Goal 1: Strategies Create and develop a distinct identity for Eastport, working through the cooperative efforts of all concerned citizens and businesses   • Initiate and foster coordination and cooperation among all Eastport community interest groups – EBA, ECA, MAB, MRE, others • E.g., Coordinating Leadership Council, annual town meeting • Sponsor regular Eastport community events that build on our maritime heritage • E.g., consolidate existing events into one or more events that celebrate what Eastport is all about – music, food, arts, old boats, MRE events • Establish regular ties to City Council, MAB, Port Wardens, ECA • E.g., designated EBA reps attend all important meetings • Build on existing Eastport “brand” (“We like it this way”– “A Diverse, Dynamic Waterfront”) • E.g., increased visibility of logo, signage; retain PR firmto promote Eastport business

13. Goal 2: Strategies Preserve the lifestyle, quality of life, safe and “user-friendly” environment, and business climate of Eastport, centered around the maritime industry   • Work with City officials, property and business owners to preserve maritime industry, especially “hard” maritime industry • E.g., strong enforcement of maritime zone, harborlines, waterfront • Encourage expanded participation by maritime businesses in EBA • E.g., special membership drive, listing of maritime businesses • Promote continued coexistence of commercial, residential, and maritime land uses in a way that serves the residents and businesses of Eastport • E.g., preservation & adaptive re-use of older structures, historic maritime properties & vistas/street ends • Develop a comprehensive plan to reduce crime in Eastport • Promote enforcement of environmental laws and support programs to protect and save the Bay

14. Goal 3: StrategiesDevelop and implement a set of guidelines and standards for business in Eastport  • Work with residents and businesses to focus on “what works” for business in Eastport • E.g., survey; adopt guidelines to guard against “Main Street”; advise potential businesses • Monitor and support appropriate development of the potential large development projects pending in Eastport • E.g., Fourth St., shopping center • Create infrastructure within EBA to support and advocate for local Eastport businesses • E.g., database, help on zoning & permits, “Buy Eastport” campaign, make sure that key decision makers have Eastport views & ideas

15. Goal 4: StrategiesDevelop the streetscape and infrastructure consistent with support of appropriate developmentGoal 4: StrategiesDevelop the streetscape and infrastructure consistent with support of appropriate development   • Work with City officials, and ECA, to design and build distinctive streetscape for Fourth St., Severn, and Chesapeake Aves. • E.g., sidewalks, trees, defensible design, signage, lighting, furniture, upgraded and buried utilities • Work with City officials, residents, and business owners to develop and implement plans for expanded public transportation • E.g., bikes, dinghy access, trolleys, water taxis • Work with City officials, residents, and business owners to develop and implement plans to more effectively manage parking • E.g., Parking Management Board to study and plan for workable solutions • Work with City officials, residents, and business owners to keep Eastport clean and attractive • E.g., uniform Eastport trash containers, regular clean-up activities

16. Goal 5: StrategiesPreserve and promote a healthy and diverse mix of economic, demographic, racial, and ethnic groups in Eastport • Work to strengthen schools serving Eastport students • E.g., volunteer for programs, fundraising • Coordinate economic and civic development efforts to maximize benefits for the whole community • E.g.,collect & analyze demographic & economic data, identify trends • Work with city officials and other stakeholders to ensure continued availability of affordable housing in and around Eastport • E.g., heritage area tax grants, other financial incentives • Foster greater cooperation and participation by a broad range of Eastport citizen and business groups • E.g., jointly sponsor forums, outreach efforts

17. Action Planning • EDC identified a set of actions or initiatives for each of these 20 strategies • Also generated many additional action ideas; both lists available for follow-up action teams • Framework for action established, ready to go • Strategies/actions grouped into three buckets: • Near-term, require EBA action only • Mid-term, require support or coordination with ECA and/or other groups • Long-term, require support, coordination, resources from City government

18. Next Steps • Comment period for EBA membership through Sept. 30 -- email or call Carey Kirk • Present plan to and seek cooperation for joint action with ECA, MRE, others; unified efforts get results! • EDC recommends immediate EBA action on near-term, high-value, “easy wins”: • Establish regular ties to City Council, MAB, Port Wardens • Encourage expanded participation by maritime businesses in EBA • Create infrastructure within EBA to support and advocate for local Eastport businesses

19. Next Steps (cont’d) • On other high-value, mid- or long-term initiatives, EBA Board should set priorities for action • Begin now to do groundwork for more complex and difficult projects, e.g. streetscape, infrastructure, crime, preservation, potential large development projects, Eastport events • EBA Board should establish a Steering Committee for implementation of plan • Appoint committee chairs for near-term initiatives • EBA Board should develop a communications plan for keeping all interested parties informed