Unique Identity: Focus On Downtown

Unique Identity: Focus on Downtown
personal vision statements:
h 1 2 3 4 4 5 5 6 7 8 9 10 11 12 13
owntownisalivewithmany D wholive,workandplaythere joinedbyothersforadays oreveningsenjoyment.
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10 | U n i q U e i d e n t i t y: F o c U s o n d ow n tow n
Chapter Summary
strategies and actions to create a better connected, mixed-use, live, work and play environment that further cements downtown as the economic and cultural center for the City of Shreveport and the surrounding region. The Master Plan framework for downtown has several components: securing the urban and historic character of downtown; bringing new activity through educational and civic institutions and strengthening the arts and culture hub already developing in the West Edge; establishing a strong residential component by reusing historic buildings and creating new neighborhoods in Cross Bayou and Ledbetter Heights; better connecting downtowns different districts; developing public green space; and revitalizing Texas Avenue as an events and main street corridor. Strategies and actions include: Enact new downtown zoning and a demolition delay ordinance for historic buildings. Revise regulations and incentives for redevelopment and adaptive reuse of historic buildings, including a demolition delay ordinance, and creation of new residential space on underutilized lots. Develop a detailed plan for Cross Bayou as a residential district with publicly accessible natural green space along the water. Take steps to prepare the area for development correct zoning, design guidelines, park planning, brownfields cleanupand then develop a request for proposals to seek an experienced developer for a public-private development. Further develop the West Edge Arts District with adaptive reuse of historic buildings for cultural and residential purposes. Establish more educational programs downtown to bring student life to downtown streets. Improve circulation and parking downtown by creating a parking-management district for public and private spaces, providing for resident parking, establishing a circulator van or trolley, and exploring the elimination of one-way streets. Expand the tax-increment finance district downtown for key public projects to attract private investment.
owntown Shreveport is the only real, urban downtown in a large region and provides a key resource for distinguishing Shreveport from other parts of the ArkLaTex. This chapter focuses on downtown and its waterfront, and includes an overview of existing conditions, a summary of public input related to downtown, and a series of goals,
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GOALS
A mixed-use, live, work and play center that serves as the economic, historic and cultural downtown of the ArkLaTex region.
POLICIES FOR DECISION MAKERS

Support initiatives to attract economic and cultural activities and organizations to locate downtown. Promote initiatives to provide a diversity of downtown housing options including rental and ownership units and mixed-use. Encouraging policies and incentives to facilitate adaptive reuse of downtowns historic, vacant and/or blighted structures. Support infrastructure investments that further revitalization. Support investments and programs that improve the safety, appearance and cleanliness of downtown. Focus public efforts on creating a publicly accessible waterfront along Cross Bayou. Support zoning and land use policies that encourage quality development of vacant parcels along the waterfront. Support initiatives and investments that improve pedestrian, transit, parking and automobile circulation and conditions throughout downtown.
An active, publicly accessible waterfront with recreational amenities and residential/mixed-use development. Enhanced connections within downtown and improved downtown connections to other parts of the city and region.
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Findings
10 percent of all jobs within Shreveport are located within the downtown/waterfront planning area. Only 1 percent of Shreveports population resides within the downtown/waterfront planning area. Downtown has few residential options for renters or owners, and existing densities are not sufficient to attract and support neighborhood retail and services. Large vacant and underutilized parcels with development potential, many publicly owned, have potential for residential and/or mixed-use development along the Cross Bayou waterfront and in the Ledbetter Heights subdistrict. Three interlocking organizations are responsible for downtown promotion and developmentDowntown Development Authority (DDA), Downtown Shreveport Unlimited (DSU) and Downtown Shreveport Development Corporation (DSDC). Community organizations, such as the Texas Avenue Community Association, are taking action to encourage redevelopment. Downtown is the arts and cultural center of the ArkLaTex region. Downtown is home to three National Register Historic Districts and two dozen listed historic structures. Major strategic initiatives/projects completed over the last 20 years, all with public investment, include the Convention Center and Hotel, Sci-Port, Robinson Film Center, Festival Plaza, and consolidation of city and parish government offices in Government Plaza. Downtown is the center of northwest Louisianas court system, with parish, state and federal court facilities. Riverboat casino facilities along the Red River bring thousands of visitors to the downtown area annually; however, their design discourages visitors from venturing outside their facilities to experience other downtown options. Casino facilities prevent public access along a portion of the downtown Red River waterfront. Downtown has few park and recreational facilities. There is citywide support for development and redevelopment within downtown.
Challenges
Attracting residential development of various types to create the critical mass needed to support additional retail and services. Creating an improved, more attractive public realm necessary to entice private development in the planning area subdistricts. Creating a publicly accessible Cross Bayou waterfront with balanced zoning and land use policies for residential and mixed-use development. Preserving and reusing historic and older structures. Identifying appropriate development scenarios for the downtown areas numerous vacant and adjudicated properties. Revitalizing and rebranding the Red River District to become a vital, pedestrian oriented retail and dining destination within downtown. Changing perceptions that downtown is unsafe (despite its low crime rate). Improving connections and circulation among downtowns subdistricts. Attracting large companies to establish headquarters in downtown. Better marketing downtowns numerous cultural amenities and organizations. Enforcing property standards.
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A. current conditions
Downtown Planning area
The downtown and waterfront planning area comprises roughly 750 acres bounded by the Red River to the east, Pete Harris Drive to the west, Cross Bayou to the north and I-20 to the south. The area generally adheres to the boundaries over which the Downtown Development Authority (DDA) has oversight, with the exception of an area southeast of I-20 that can be studied in a later phase for future waterfront redevelopment. Over time, the area north of Cross Bayou up to Common Street should also be incorporated into downtown. Previous planning efforts identified several sub-districts within downtown. These include the Central Business District, West Edge Cultural District and Riverfront District (which together make up the Central Core); Cross Bayou; the South Side; Ledbetter Heights; and the Texas Avenue Corridor. An analysis of land uses and site visits confirmed that these sub-districts accurately reflect areas of different built character and use within the downtown planning area.
Downtown History
The discovery of extensive oil and natural gas reserves in the early 20th century transformed downtown, initiating a building spree marked by the construction of downtowns first high rise, the Commercial National Bank building at Texas and Market streets, which still stands today. The oil boom brought great wealth to downtown. Milam and Texas streets teemed with retail and cultural activity, and streetcars circulated residents around, in and out of downtown. Numerous structures still standing were built during the boom years of the 1920s and 1930s to cater to a growing affluent population, including the former Washington and Jefferson hotels, the County Courthouse, the Selber Brothers Building, the Y.M.C.A, and the famous Strand Theater. By the end of the 1930s, oil production was moving away from the Shreveport area to Texas, California, and developing foreign centers like the Middle East. Although downtown remained a vibrant city center in the years immediately following World War II, numerous downtown landmarks began to close in the 1950s and 1960s, including the once-bustling Union Station passenger terminal and the First Baptist Church on Travis Street. What followed was a slow but steady decline, as development and investment moved to more suburban areas. After the oil bust of the 1980s, office vacancies were high, surrounding neighborhoods like Ledbetter Heights lost most of their population, and retail activity fled for suburban locations south of the downtown.
Downtown toDay
What today is known as downtown Shreveport was founded in 1836 when a consortium of real estate speculators, including Captain Shreve, established Shreve Town on 649 acres along the banks of the then newly navigable Red River. The original eight-by-eight street grid laid out south of Cross Bayou and West of the Red River remains virtually intact and is today recognized as the Central Business District. Early economic activity centered on prosperous cotton and timber industries, which used the Red River to ship goods south to New Orleans and on to the rest of the world. At its peak in the post-Civil War 1870s and 1880s, downtown Shreveport was the third-largest inland cotton port in the nation, with the majority of operations and warehouses lining Commerce Street in downtown. In the late nineteenth century, railroads transformed the means for transporting goods, and industry no longer relied solely on water routes for shipments.
After years of economic decline, the city has made significant progress over the last several decades in reinvigorating parts of downtown. It remains the economic and cultural center for its region, as well as the center of government for the city and for Caddo Parish. The Shreveport Convention Center brings thousands of visitors, many of whom stay in the convention center hotel. Gaming and entertainment establishments, Sams Town and El Dorado, employ thousands and draw both locals and out of state visitors to the banks of the Red River. Sci-Port, the nationally regarded science center, other museums, and Festival Plaza draw people from all walks of life to the more
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Map 10.1 Downtown planning area
Source: NLCOG, Goody Clancy 2009

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Public investments within the downtown planning area provide key anchors on which to build over the next 20 years.
family-centered southeastern entertainment district, and newer attractions such as Robinson Film Center. Renovated theaters like the Strand, Capri and Municipal Auditorium provide more cultural programming to the West Edge District. Office vacancy rates have decreased, and new investments are underway, such as Millennium Studios, adjacent to downtown in Ledbetter Heights, to further cement downtown Shreveport as a national center of film and television production. Although public initiatives have brought activity to various areas of downtown, many obstacles must be overcome to knit the entire downtown planning area together. The subdistricts are not well connected. And while Sci-Port and the Convention Center have succeeded in bringing visitors downtown, there are limited retail and restaurant options to capture their spending. The Red River District has not met expectations; residential population has not increased, and street life is non-existent. Neighborhood-serving retail, restaurants, and other services are limited, and what does exist caters primarily to office workers or casino visitors, often from internal spaces not visible from the street.
Downtown Promotion anD DeveloPment organizations
The Downtown Development Authority
The Downtown Development Authority (DDA) seeks to increase awareness of and promote development within downtown Shreveport, with a mission to actively pursue, support, facilitate and welcome initiatives that aid and encourage private development, and promote and coordinate public development within the Downtown Development District of Shreveport, LA. Its Downtown 2010Plan, released in 2004 and updated in 2006, provided a framework for public investment downtown, and identified opportunities. The DDA receives a millage levied on property within the Downtown Development District and is responsible for downtown street sweeping and decoration, enhanced security, and management of downtowns on-street parking operation including parking enforcement, meter repair and collection. DDA also makes downtown parking improvement and policy recommendations to the Mayor and City Council.
Downtown Shreveport Unlimited
Downtown has three interlocking agencies charged with promotion and development within the downtown corethe Downtown Development Authority (DDA), Downtown Shreveport Unlimited (DSU), and the Downtown Shreveport Development Corporation (DSDC).
Downtown Shreveport Unlimited (DSU) is a private, nonprofit membership-driven advocacy organization that promotes festivals, projects and events to attract more people to downtown. Events include Mudbug Madness, Rockets Over the Red, and the recent BREW event. DSU also monitors legislative affairs and advocates for downtown economic development.
Downtown Shreveport Development Corporation
The Downtown Shreveport Development corporation (DSDC) is a 501(c )(4) organization that generates revenue from parking garage fees to capitalize low-interest loans for downtown projects, including faade improvements,
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roof replacement, residential construction and landscaping. The organization owns several downtown properties, including the spaces housing the Robinson Film Center and ArtSpace. Other work involves promoting initiatives to save historic buildings.
Collaboration
A retreat held in late 2009 with the three organizations (DDA, DSU, DSDC) identified priorities for downtown. The five highest priorities identified were: West Edge. The subdistrict, which holds the Robinson Film Center, ArtSpace, Strand Theater and more, is off to good start with potential opportunities to further cement it as the cultural center of downtown, including relocating the Shreveport Arts Council headquarters to the former Central Fire Station to act as an anchor to the district, and the Methodist Church performance center, which is scheduled to complete construction in 2010. Cross Bayou. Considered one of the citys most important public assets, the area should be developed into a mixed-use residential community with a publicly accessible waterfront. Public support for such an initiative is on the rise. Riverfront District. The district has not met expectations and needs to be revamped. The DDA developed a strategic action plan for the district a year ago, and the City is expected to take title to the property. Downtown Residential Development. Downtowns workforce needs places to live, and the DDA study
CentralCityLivinghas identified potential reuse opportunities for new residential units. Historic Preservation and Adaptive Reuse. Preventing demolition of downtowns historic structures is a key priority. As of spring 2010, discussions with the City Council, the Mayors office, and a council committee about a demolition delay ordinance are underway. DDA also collaborates with city and parish officials, cultural and nonprofit organizations, and groups such as A Better Shreveport, the Texas Avenue Community Association and others on various downtown initiatives to promote the development and cultural renaissance of downtown Shreveport.
PoPulation anD DemograPHics
Today, the downtown Shreveport planning area is primarily a business and entertainment center, with just under 1 percent, or 1,225 people, of city residents living within the downtown planning area. Over three-quarters of these residents are African-American, with white residents making up just over 20 percent. There are few Asians and Hispanics. Median household income is low, less than half of that for the city as a whole ($15,664 vs. $36,027).
Two-thirds of residents within the downtown planning area reside along its periphery, primarily along the western edge of Ledbetter Heights near Hearne and Texas avenues. Approximately a third of area residents live in the downtown core, the area bounded by figure 10.1 Downtown anD the waterfront Demographic SnapShot Spring, Lake, Caddo and Common DOwNtOwN PLANNING AREA DOwNtOwN CORE streets. Residents in this area tend to have higher household incomes NuMbER PERCENt NuMbER PERCENt (though still low compared to the city 1,225 100% 420 100% Total persons as a whole), are slightly older, have 471 100% 156 100% Households smaller household sizes (more singles), RACE and tend to better reflect the overall White 257 21% 192 46% racial makeup of the city, with about Black or African-American 935 76% 209 50% half black/African-American, and the Other 32 3% 19 4% other half white.
Hispanic (of any race) 14 1% 7 2%
INCOME
Median household income Median age
$15,664 34.1
n/a n/a
$20,253 36.4
n/a n/a
Source: ESRI 2009
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inDustry anD emPloyment
According to ESRI Business Analyst, nearly 14,000 citywide employees, or just over 10 percent, work within the downtown and waterfront planning area. The majority of these workers are employed in government, gaming, financial, legal and natural gas industries. Nearly a third of workers in downtown are in the public administration sector (4,332 employees). The professional, scientific and technical services sector, which includes lawyers, has 1,991 employees, or nearly 15 percent of all downtown workers. The gaming industry, which is included in the arts, entertainment and recreation sector (total of 1,557 employees) and hotel and restaurant workers (589 employees) make up more than 15 percent (combined) of the employment base. The finance and insurance (875 employees) and mining (719 employees in the oil and gas industries) sectors also have a significant presence. Once the citys retail marketplace, downtown now shows fewer than 2 percent of all downtown planning area employees working in the retail sector, compared to over 18 percent citywide. Moreover, although a significant area of land is zoned for heavy industrial uses within the downtown/ waterfront planning area, fewer than 5 percent of area workers are employed in the manufacturing, wholesale, transportation and warehousing sectors combined.
figure 10.2 top ten inDuStry SectorS by employment in Downtown/waterfront planning area
SECtOR EMPLOyEES PERCENt OF DOwNtOwN wORKERS
There are many vacant storefronts throughout downtown.
Downtown retail anD services
Retail and service offerings within the downtown planning area are limited. The estimated 110 establishments cater primarily to weekday office workers and visitors to the gaming establishments. Nearly half of them (50) are categorized as eating or drinking establishments, 24 of which are categorized as full-service dining. (See Figure, 10.3). However, the majority of these eating and dining establishments are located in the Riverfront District, with a third of all restaurants located within casinos and not accessible from the street. Instead, they are internal facilities designed to keep patrons within the casinos, thus eliminating what could potentially be a more active pedestrian area, particularly in the adjacent Red River District. The planning area has a significant surplus in retail sales. Based on estimates, downtown residents hold less than $5 million in retail spending potential. The areas retail sales of just under $103 million, however, indicate the majority of sales are to those not living in the areadowntowns sizeable office workforce and visitors. Retail establishments, typically open only during business hours, do not target local residents, who must travel outside of downtown for basic needs. For example, although there are numerous eating and drinking establishments and many limited-service restaurants (not sit-down) for workers lunch needs, no full-service grocery or drug store exists within the downtown/ waterfront planning area.
Public Administration Professional, Scientific and Technical Services Arts, Entertainment and Recreation (includes gaming) Finance and Insurance Mining (Oil and Gas) Accommodation and Food Services Administrative and Support and Waste Management and Remediation Services Other Services Health Care and Social Assistance Information
4,332 1,991 1,557 875 719 589 583 572 404 397
31.1% 14.3% 11.2% 6.3% 5.2% 4.2% 4.2% 4.1% 2.9% 2.8%
Source: ESRI Business Analyst 2009

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figure 10.3 Downtown retail conDitionS

INDuStRy GROuP DEMAND (REtAIL SuPPLy (REtAIL POtENtIAL) SALES) REtAIL GAP SuRPLuS/ LEAKAGE NuMbER OF buSINESSES
total retail and food expenditures Motor Vehicle & Parts Furniture & Home Furnishings Electronics & Appliance Bldg Materials, Garden Equip. & Supply Food & Beverage Health & Personal Care Gasoline Stations Clothing & Clothing Accessories Sporting Goods, Hobby, Book & Music General Merchandise Misc Store Retailers Nonstore Retailers Food Service & Drinking
$4,611,991 $890,083 $131,883 $98,677 $129,851 $793,842 $189,493 $730,334 $144,586 455,704 $562,597 $89,018 $112,867 $683,056
$102,990,878 $14,750,934 $5,773,723 $3,158,047 $973,594 $13,725,778 $2,591,207 $0 $1,457,367 $618,871 $137,987 $1,295,369 $683,151 $57,824,850
-$98,378,887 -$13,860,851 -$5,641,840 -$3,059,370 -$843,743 -$12,931,936 -$2,401,714 $730,334 -$1,312,781 -$563,167 $424,610 -$1,206,351 -$570,284 -$57,141,794
-91.4 -88.6 -95.5 -93.9 -76.5 -89.1 -86.4 100.0 -81.9 -83.5 60.6 -87.1 -71.6 -97.7
110 8 9 6 6 8 3 0 6 5 1 8 1 50
Source: ESRI 2009
Downtown Housing
Currently, the downtown planning area is home to fewer than 1,300 residents, mostly concentrated in two areas, multifamily in the downtown core, approximately 420 residents, and single-family in the western section of Ledbetter Heights, near the Texas Avenue Corridor, with just under 900 residents. Adaptive reuse of old downtown structures for residential or mixed-use has been a priority of the DDA, and successful projects in the downtown core such as HRI Properties 109-unit Lee Hardware and Jewelers Building project have demonstrated market interest for living in a downtown environment. DDA has studied several additional buildings for potential residential reuse as part of its Central City Living study, including the Allen Building, Johnson Building, Rubenstein and Landford Buildings, and Selber Department Store building. However, according to interviews and public comments, building code requirements and permitting processes often make residential adaptive reuse financially infeasible. States like New Jersey and cities like Los Angeles have adopted reuse building codes specifically crafted for the rehabilitation of historic or old structures to make conversion financially viable, while maintaining both safety and the historical integrity of the building.
Residential adaptive reuse projects, although limited in number, have attracted residents to downtown.
figure 10.4 exiSting multifamily reSiDential propertieS

LOCAtION tyPE
Lee Hardware Apartments United Jewelers Apartments Fairmont Apartments 710 Crockett Street Milam Street Condos
719 Edwards St. 301 Crockett St. 726 Cotton St. 710 Crockett St. 229 Milam St.
Rental (income restrictions) Rental Rental (income restrictions) Rental Ownership
Source: DDA, www.downtownshreveport.com/residential-opportunities.html
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major strategic initiatives: 19902010
Numerous public initiatives have been undertaken over the last 20 years that laid the foundation for continued revitalization downtown and in Shreveports waterfront areas. Riverfront District Development
Shreveport Convention Center and Hotel
Hotel at the intersection of Market and Caddo streets. The 350,000 square-foot convention center was completed in 2006, followed by the hotel in 2007.
Sams Town and the Eldorado Resort and Casino, built
The largest and most visible development in recent years is the Shreveport Convention Center and Convention Center
on city-owned land, have brought thousands of visitors to downtown Shreveport, much-needed jobs for residents, and revenue for city government activities.
economic incentives
Incentives currently available for residential and/or commercial development or redevelopment.
Preservation incentives
> Federal Historic 20% Tax Credit: Available for properties certified as a historic building in the Downtown Shreveport Historic District or individually listed on the National Register of Historic Places. 20% credit is applicable to renovations and includes labor, materials and architects/engineers fees. > State Historic 25% Tax Credit: Available for properties in the Downtown Development District. The credit is calculated at up to 25% of the eligible renovation cost. The tax is capped at $2.5 million per structure. > Restoration Tax Abatement (RTA): Freezes property taxes at the base level before improvements, renovations, or additions are made for a period of five years with a renewal opportunity for an additional five years. > Operation Facelift: This program matches faade-improvement investments dollar for dollar up to a maximum of $5,000 and is also a DSDC program.
otHer Programs
> Riverfront and Cross Bayou Tax-Increment Financing District: Encompassing areas of downtown east of Market Street to the Red River, the existing tax-increment financing (TIF) district allows the City to use funds collected from new sales tax activity created within the TIF district for physical and public safety improvements within the districts boundaries. Downtown areas outside of these boundaries, including the CBD, West Edge, Texas Avenue and Ledbetter Heights, are not eligible to receive improvement funds. > New Market Tax Credits: The NMTC Program provides tax credit incentives to investors for equity investments in certified Community Development Entities, which invest in low-income communities. The credit equals 39% of the investment paid out over seven years. > Low-Interest Loan Program: Funded and administered by the Downtown Shreveport Development Corporation (DSDC), this financial incentive is designed to provide rehabilitation funds to property owners and small businesses interested in renovating downtowns older buildings. The 3.5% loans are capped at a maximum of $100,000 with terms up to ten years. > Waiver of Construction Permit Fees for Downtown Properties: Construction permit fees can be waived for properties in the Downtown Development District for buildings built before 1960. Source: Downtown Development Authority, www.downtownshreveport.com/centercity/eco.html
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The Red River Districts restaurants, bars and shopping establishments are located below the Travis Street bridge. A revamp of the area to help reach its potential has been discussed, with the DDA providing a StrategicAction PlantoRevitalizetheRedRiverDistrict. The action plan recommends actions to be taken, including: Transferring the Red River District from the Eldorado Resort Casino to the City of Shreveport. Developing a desirable tenant mix plan for the Red River District and surrounding area. Changing regulations to improve commercial activity downtown, including revising the current B-4 zoning classification to better regulate sale of alcoholic beverages in the area. Increasing police resources to improve perceptions of public safety and security. Establishing a program of events to draw customers throughout the year. Developing a plan for capital improvements and lighting. Identifying and securing parking nearby. Acquiring the gateway parcel along Market Street. Relocating DDA offices to the Red River District as a symbol of Citys commitment to the area. Rebranding and marketing the area to counter negative perceptions. Sci-Port, founded in 1998, is a nationally recognized educational environment for mathematics, science and technology. It includes a 185-seat IMAX theater, numerous galleries, a restaurant and a gift shop, and it serves as the key southeastern anchor to the developing entertainment district, with Festival Plaza, and Riverfront Park.
completed on the Municipal Auditorium just off Texas Avenue, including an improved parking lot.
Central Business District
Consolidating many City and Parish government departments at Government Plaza on Travis Street has brought hundreds of additional workers to the city center. Plans are also under way to renovate the Petroleum Building at Edwards and Texas streets to house Community Renewal International and make the building a LEED-certified green structure. CRI has begun fund-raising to pay for the renovation.
zoning
The downtown and waterfront planning area is divided into several zoning districts (See Map 10.2). The vast majority of land is zoned as either B-4 Central Business District, I-3 Heavy Industrial or R-3 Urban Multifamily Residence. The remainder comprises smaller business districts (B-1, B-2 and B-3), and industrial districts (B-1). Zoning standards as written are vague and/or confusing.
B-4 Central Business District. The district was created
to maintain the Central Business District as the symbolic, managerial, and cultural focal point of the city and region, and allows for a range of uses, including office, residential (one-family to multifamily dwellings); neighborhood retail and services; and varied industrial uses (i.e., recycling centers, wholesale and warehousing, manufacturing). This catch-all category provides no confidence to developers interested in downtown development. There is no assurance that an incompatible use will not be constructed next door to their investment (e.g., an industrial use next to a residential use).
I-2 Heavy Industrial. The district allows for industrial uses
West Edge and Texas Avenue Corridor
Initiatives within the West Edge district have made it the cultural center of downtown. Since 1990, numerous projects have been completed, including the renovations of the Strand and Capri theaters, the opening of ArtSpace and its caf, and the opening of the Robinson Film Center R-3 Urban Multifamily Residence. The district occupies and restaurant, Abby Singers Bistro. Renovations have been the majority of Ledbetter Heights and western portions
such as manufacturing (light to heavy), warehousing, and well drilling; numerous retail uses; and minimal residential useone-family or mobile homes only, with Planning Commission approval. Zoning does not allow multifamily residential or mixed-use development on all land directly abutting Cross Bayou.
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of the South Side subdistrict. All residential types (one-family, twofamily, townhouse and multifamily or apartment dwellings) are allowed, as well as community facilities such as schools and churches, but retail and service establishments are prohibited. Multifamily projects require a minimum lot area of 10,000 sf.
lanD use
Map 10.2 Downtown Zoning
As shown on Map 10.3, land use varies within the downtown planning area and, in most cases, corresponds to the zoning. However, this is a result of the catch-all zoning category, B-4 Central Business District, described above. A more targeted land use policy would benefit overall goals to create a vibrant, live, work and play mixed-use downtown.
Commercial/industrial uses.
Commercial office and retail uses make up the majority of land within the Central Business District. Numerous surface parking lots and structures are located throughout the core area. Although Texas and Milam streets were once the center of retail activity within the city, few establishments line these corridors. A few industrial uses are found along Cross Bayou, including a large junkyard. Auto repair and service facilities are found along Texas Avenue.
Government and public uses. Government and public
Source: NLCOG, MPC
uses are concentrated within the Central Business District and include Government Plaza, the Courthouse, police station, and other government uses, as well as governmentowned properties used by entities such as the convention center, hotel, and Sci-Port.
Residential Uses. Reflecting the low number of residents within the planning area, few residential uses were identified, with some single-family structures found in the Ledbetter Heights and South Side subareas, and larger multifamily structures located along the periphery of the CBD and West Edge districts. Downtown also includes social services housing for homeless and recently homeless people.
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Parks and open space. Several parks
Map 10.3 Downtown lanD uSe
and publicly accessible open spaces are located within the downtown/ waterfront planning area, but most are relatively small and not well connected to one another. (See Chapter 4, for additional detail.) RiverView Park R.S. Barnwell Memorial Center Princess Park/SPAR Gym Municipal Plaza Park Festival Plaza Oakland Cemetery
Institutional. Institutional uses
within downtown include several museums and churches, and an educational facility run by Southern University. A new law school is planned for the United Mercantile Building at Market and Texas Streets.
Vacant and Underutilized Land.
More than 205 acres of land within the downtown and waterfront planning area are vacant (have no structures), and when underutilized lots (those with minimal, or unoccupied buildings) are included, the figure is significantly higher. The largest vacant sites surround the Central Business District, particularly along Cross Bayou, around the intersection of Caddo and Common streets, and in the South Side subdistrict. Many of these sites, but not all, are publicly owned. Numerous small residential lots, many of which are adjudicated or publicly owned, are located throughout the Ledbetter Heights neighborhood. In addition, many underutilized surface parking lots dot the downtown landscape.
Source: NLCOG, Goody Clancy
figure 10.5 Vacant, aDjuDicateD anD publicly owneD parcelS

by CAtEGORy tOtAL ACRES
Vacant parcels Adjudicated parcels* Publicly owned parcels**
886 238 299
205.40 36.34 145.02

Source: NLCOG GIS
* Most, but not all, adjudicated parcels within the downtown planning area are also vacant. ** Not all publicly owned parcels are vacant.
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Shreveport has successfully put environmentally contaminated sites back into commerce through its Brownfields Economic Redevelopment Initiative.
Source: City of Shreveport, www. shreveportla.gov/dept/cd/gfx/rebuild.jpg
Map 10.4 Vacant parcelS
Map 10.5 publicly owneD & aDjuDicateD parcelS
Source: NLCOG
Source: NLCOG
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tHe waterfront
Shreveport Commercial Historic District The development of large gaming destinations along the St. Pauls Bottoms (Ledbetter Heights) Red River blocked public access to about half of downtowns Oakwood Cemetery waterfront, with RiverView Park taking up the other half. The Cross Bayou area, however, remains essentially undeveloped. The downtown planning area contains more individual This untapped resource, lined largely by vacant and undeNational Register Historic Structures (23 total) than all of rutilized parcels, holds the promise of a publicly accessible those in other parts of the Shreveport/Caddo study area waterfront supported by residentially anchored mixed-use de- (not including the National Register historic residential velopment. Because of a history of industrial uses on the Cross neighborhoods). These structures link todays downtown Bayou sites, the area will require some environmental cleanup to its past and provide many of its unique public spaces, to allow for residential development. The City of Shreveport, renovated residential structures, and religious institutions. however, has had much success with Map 10.6 Downtown hiStoric anD cultural amenitieS its Brownfields Economic Redevelopment Initiative. A number of successful brownfield-remediation and -redevelopment projects have been completed on downtown properties, including the Convention Center property, the Red River District, United Jewelers, and Festival Plaza. Additional federal funding for brownfields projects is expected to be available for future projects.
Historic anD cultural amenities
Shreveports historic character and urban fabric reflect the citys role as the economic and cultural hub of the ArkLaTex and this unique character is central to downtowns identity and sense of place. Preserving and enhancing this character is critical to ensuring Shreveports continued ability to attract jobs, residents and visitors.
National Register Historic Districts and structures.
Downtown has three National Register districts, but this designation does not provide protection against historically incompatible alterations or demolition:
Source: Louisiana Department of Culture, Recreation & Tourism
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amenities.) Attractive to urban-inclined households, these amenities should be better marketed to those seeking residential options within downtown.
transPortation anD connectivity Road Network
A network of interstates, highways and local streets provides expedient automobile access into and out of the downtown planning area. In public meetings, many participants even Downtown offers noted the ability to reach downtown from any part of the numerous cultural amenities, including city in less than 20 minutes. I-20, along the planning areas ArtSpace on Texas southern boundary, provides direct access to and from Street, which features downtown to points east and west. Major arterialsUS art exhibitions, Route 71 and two one-way, four-lane roadways (Spring readings and music performances. and Market streets)provide access from north and south, and are supplemented by the less-traveled Clyde E. Fant Memorial Parkway. US Route 79 (Texas Street and Avenue), a two-way, four-lane roadway, connects to western sections of Shreveport and provides a direct connection to Bossier City via the Texas Street Bridge. I-49 provides direct access from the south, with on and off ramps at Texas Avenue. The I-49 Inner City Connector is in early stages of evaluation (See www.i49shreveport.com). If built, downtown would be surrounded by highways on the land side, with an interchange at Caddo Street. Should Twenty-three structures within the downtown study area are listed on this project proceed to implementation, the City and the National Register of Historic Places, including the Wray-Dickinson downtown stakeholders must be involved in the planning Building and the Commercial National Bank building. to ensure critical design enhancements, public open space, pedestrian crossing provisions, and land use planning While several of these historic buildings continue to efforts at a community scale. Funding for the planning of serve their original purposes as offices and commercial buildings, some have been converted to new uses (e.g., Lee these amenities must be included in the budget for design and construction and not be eliminated through value Hardware), and others are vacant and threatened by longengineering budget cuts. This is essential to making sure term lack of maintenancemostly due to the high cost of repairs relative to downtown real estate market demand and that this project would not isolate downtown. (See Chapter 8, for details.) values.
Cultural amenities and organizations
Downtown Shreveport is the center of culture within the ArkLaTex region and home to numerous facilities, from a world-class science center, to historic theaters, to outdoor event spaces, and a new film center. (See Chapter 5 for details on downtowns arts and cultural organizations and
A street grid established in the 1800s remains largely in place throughout the Central Business District. Traffic on these streets is minimal, with little to no congestion, even at rush hour. Organized as one-way pairs except for Texas Street, downtown streets tend to promote higher speeds through downtown.
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SporTran offers bus service from its downtown station to most areas of Shreveport and Bossier City, but circulation throughout downtown is limited. City-owned trolleys that could have served as downtown circulators were sold. The purchase of new trolleys, however, is under consideration should funding be identified.
Public transportation
SporTran provides public transportation to and from downtown along 17 bus lines that link up at the main downtown terminal on the 400 block of Milam. The system requires riders to travel to the terminal, as no other stops exist within the downtown core. Service for all routes is infrequent, running no more than once every half hour. To better connect downtowns districts, three trolleys were purchased and refurbished to serve as a downtown circulator, but operational funds were lacking. After years of sitting idle, the trolleys were sold in 2010. As downtown activity increases, a funding plan for equipment as well as operations should be identified and service initiated.
Sidewalk and pedestrian environment
The difficulty and cost of securing parking is one of the barriers to more residential development. At the same time, demolition of historic buildings for surface parking threatens the unique physical character of downtown. On-street parking revenues support downtown redevelopment initiatives. The Downtown Development Authority manages all on-street parking within the downtown planning area, with all funds collected going to
The pedestrian environment varies widely throughout downtown. Sidewalk conditions in most of the Central Business District, West Edge and Red River District are excellent, having benefitted from a multimillion-dollar streetscape improvement program that featured new brick sidewalks and street trees. Sidewalk conditions outside of these districts vary widely, from slightly damaged, deteriorated, and uneven, to completely absent. In some areas, such as Ledbetter Heights, pedestrians must walk along street edges in moving traffic. Outside of business hours, few pedestrians are present, with downtown often described as a ghost town.
Parking
Downtown is dotted with numerous surface parking lots that offer opportunity for infill development.
Parking is often cited as a critical issue within the downtown planning area. While there are many parking options, none of them is free. Office workers use spaces in numerous surface or structured lots. Spaces are either provided by employers, or impose daily charges (typically under $10). Residential complexes are not required to offer parking, though most provide spaces on a per-unit basis.
Bicycle traffic should be better accommodated throughout downtown to offer residents and workers a viable transportation alternative to the automobile.
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the Downtown Parking Enterprise Fund. DDA parking staff is responsible for all parking enforcement, meter collection and repair, and fine collection. Because many residents are accustomed to free parking at other retail and entertainment centers in the area, they sometimes complain about the need to pay for parking in downtown.
Bike facilities
The only bike facility or lane in downtown is the Red River Bike Trail, an 8-mile trail along the river connecting RiverView Park with the Charles & Marie Hamel Memorial Park near 70th Street. No streets incorporate dedicated, striped bicycle lanes.
urban Design in Downtown
Office and government buildings in the Central Business District.
The urban design character of the downtown planning area varies from district to district, with definitive economic and use transitions. On the whole, much of the downtown core has a well-defined street grid, many historic structures, and good sidewalks. However, newer structures are not always compatible with neighboring structures, many historic buildings need extensive renovations, and surface parking lots break up the street wall along most blocks. More than half of the waterfront areas are either blocked by large casino complexes, vacant, or underutilized near Cross Bayou. In areas outside of the downtown core, decades of disinvestment have resulted in significant vacancy and blight. Street and sidewalk conditions are poor, and some streets have been closed. The pictures in the following section highlight various design elements of downtowns distinct subdistricts.
hard-surfaced vacant parcels, are also common, particularly around the edges of the CBD. Although the pedestrian environment is generally in good physical condition, the result of streetscape improvements (brick pavers, historic lighting fixtures, landscaping), few pedestrians are present, even during peak commuting and lunch hours. There are few stores or amenities to walk to. Street trees have been planted, but they do not yet provide a good tree canopy, with the notable exception of the mature oaks around the courthouse. Public open space is minimal, with a few paved plaza areas offering seating but little landscaping (e.g., Government Plaza), and informal green spaces with shade trees (e.g., open spaces around the courthouse).
Riverfront District
The CBD is the Class A office center for the ArkLaTex region, and is home to local government offices and the regional courts. Arranged along a traditional grid of mostly one-way streets, the subdistrict holds office towers up to 30 stories high, with limited or no ground-floor retail space that faces the street. Older and/or historic structures, typically 4 to 6 stories with ground-floor retail spaces (many are vacant), and large concrete parking structures make up the remaining building stock. Numerous surface parking lots with no landscaping buffers or greenery, and
The Riverfront District provides numerous cultural and entertainment amenities. However, they are generally disconnected, often oriented to patrons arriving by car, and provide no aesthetic continuity. Large, high-rise casinos and their parking structures dominate the subdistrict, designed to keep patrons within individual establishments and off surrounding streetsall dining and retail establishments are internal. Built directly along the river, they prohibit public access to half of the riverfront, exacerbating an already poor pedestrian environment. In the adjacent Red River Districta pedestrian-only, New Orleansthemed retail areatwo- to three-story older structures provide a continuous street wall on many streets, but
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Views of the Riverfront District
many storefronts are vacant or hold bars and clubs not open during the day. RiverView Park provides public access to the waterfront just downriver of the casinos with landscaped walkways, an amphitheater, and splash park. Pedestrian connections within this district are fair to poor, with varying sidewalk conditions, limited wayfinding signage, and numerous barriers to easy access, including vacant lots, large surface-parking areas, and casino parking structures. Automobile and railroad bridges further isolate various areas. Lighting is spotty, including the neon lights of the Texas Avenue Bridge, many of which are out.
The West Edge
a strong pedestrian environment. Old and historic structures, including several theaters, are typically 3 to 4 stories with ground-floor retail spaces, providing a nearly continuous streetwall throughout the central areas of the subdistrict, particularly along Texas and Milam streets. Wide sidewalks line the streets, many with newer brick pavers, providing a comfortable pedestrian environment through much of the subdistrict, with shade provided by street trees and awnings along some storefronts. However, the limited number of retail destinations and remaining vacant are insufficient to support much pedestrian interest. Vacant lots and surface parking dominate portions of the subdistrict closest to Cross Bayou and key corners (McNeil/ Milam streets, Common/Texas Streets), breaking up the pedestrian environment. Institutional structures like the Methodist church at the head of Texas Street, and the Courthouse at McNeil, act as symbolic boundaries to surrounding subdistrictsLedbetter Heights and the CBD. Revitalization of the West Edge gateway is under way with SRACs project to move to the old fire station and create public spaces.
Cross Bayou
The West Edge provides downtowns most cohesive architectural character, and greatest opportunity for
Although the subdistrict holds great potential for a downtown mixed-use neighborhood with public waterfront access, in its current form the area is mostly vacant, with a working horse stable and grazing field, a junkyard off a dirt roadway, and an old food-
The West Edge has many historic buildings.

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Cross Bayou is an unrealized opportunity,
distribution warehouse near Market Street. Access to the waterfront is blocked by heavy brush and mature trees, and recreational amenities are nonexistent, although fishermen often use the banks closest to the Red River outlet. Access to the area is limited, with much of the area blocked from the CBD by the convention center, whose rear wall creates a physical barrier. McNeil Street provides the best roadway access from the CBD and West Edge, which are up a substantial hill. Market Street provides potential pedestrian access with a lesser slope. Nearby, a small, little-used walking path has been built along the bayou banks as part of the hotel complexs parking area. An active freight rail line runs between the subdistrict and the remainder of downtown. A rail spur leads to the historic truss bridge over the bayou.
Ledbetter Heights
Historic District, is in a state of disrepair, with poor groundskeeping and numerous toppled headstones. However, revitalization is under way, including new sidewalks along Milam Street closest to the West Edge and Texas Avenue Corridor, and the initial phase of Millenium Studios on a large parcel one block from Common Street.
Texas Avenue Corridor
Virtually vacant, this subdistrict holds a few dilapidated, single-family structures, many of them shotgun-style. Historic markers point to structures that are in disrepair, boarded up, or no longer exist. The street grid has been broken up and streets are in poor condition, some permanently blocked to through traffic. Crumbling pavement and large potholes are common. Most streets do not include sidewalks, requiring the few pedestrians to walk in the street or along uneven grassy patches. Crumbling staircases often lead from the road to vacant properties where houses once stood. Few streetlights are present. Oakwood Cemetery, a National Register
Design character varies greatly throughout the Texas Avenue Corridor. Although portions of the subdistrict are in disrepair, those closest to the West Edge provide a continuous streetwall of older two-story structures and a historic church with potential to serve as a revitalized Main Street anchored by the small pocket park. The Municipal Auditorium, one block from the avenue, has been restored, and serves as an anchor despite its being separated from Texas Avenue by a large surface parking lot. Other areas of the corridor are lined with one-story auto-repair shops and dilapidated structures with collapsed ceilings. A few buildings have been rehabilitated for private or public uses. Pedestrian conditions throughout are poor, with crumbling pavement and no street trees or building awnings to provide shade. Vacant lots and surface parking are common along the corridor.
The construction of Millennium Studios will help bring more activity to Ledbetter Heights.
The Texas Avenue corridor has potential.

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B. downtown Market Potential This analysis of market potential focuses on the first five years of the master plan time frame. It reflects current demographic conditions within the Master Plan area and the region. It does not reflect the goals for growth presented within this plan, nor on strategies and actions designed to diversify the economy and bring more jobs to the area. These limits on assumptions qualify this as a conservaKey FActoRs FoR sUccessFUL downtowns
tive analysis. Yet, even under this conservative approach, a simple continuation of current conditions and trends means that a market exists for a more vibrant downtown, with hundreds of new housing units and increased retail amenities.
national trenDs sHaPing Downtowns
Two major demographic groups are shaping downtowns across the nationthe 82 million Baby Boomers and their 78 million children, often referred to as Millennials. Many Baby Boomers have become empty nesters and are beginning to reach retirement age. No longer needing or wanting a single-family home in the suburbs, many now seek a more urban quality of life in walkable environments with shopping, cultural amenities, and services. At the same time, Millennials, those 12 to 31 years of age, are moving (or soon will) in larger numbers to urban environments, which are often conducive to their place in life. Many are mobile, tech-savvy, single or in childless couples, and they have different values and interests than generations before. A healthy, active downtown is attractive to both groups.
tHe economy anD Downtown
The 4 keys to downtown success are: > Vision and community support > Strong leadership and management > Creativity > Public/private development and financing Successful downtowns > are great places to live, work and play. > are generally mixed-use in character. > tend to have multiple activity generators within walking distance of one another. > are walkable and have streets that act as parks for pedestrians. > are places where entertainment is a driving market segment. > have strong downtown residential and adjacent neighborhoods. > are safe and secure. > typically have broad public/private investment in the future of downtown. > are beloved by the citizenry.
A downtown that also acts as a civic and cultural hub is a critical component to a regions economic development potential, and downtown Shreveport is the urban center for a large geographic area. With 65 percent of all establishments in Shreveport having fewer than 20 employees, economic development initiatives must target both large and small businesses in order for the downtown to be successful. At the same time, as the national economy continues to move toward service- and knowledge-based industries, cities increasingly compete for talent. In this more competitive environment, it is far easier to keep talent than to recruit it. Therefore, workforcedevelopment programsmany of which could be located in downtownare crucial to the future success of the Shreveport economy, as is providing a full range of residential environments, including an attractive, amenity-rich, and mixed-use downtown.
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Downtown Housing Potential Downtown Shreveport offers the only downtown environment for its entire media market of one million people, the second largest within Louisiana. Although population has remained relatively static over the last 40 years, the number of households has risen, a result in part of an aging population, fewer couples with children, and more single-person households. Growth in the Shreveport area over the next five years will be driven largely by one- and two-person households (96 percent of Caddo Parish growth, and 81 percent of metropolitan-area household growth.) There are certain household types with tastes and preferences conducive to urban lifestylesoften lived in small single-family rowhouses or multifamily apartment/ condo dwellings. These households, referred to by demographers as urban inclined, typically include young, single-person households; childless couples; single-parent households; and older singles and couplesin other words, Millennials and empty nesters. In the Shreveport metro area, 22 percent of households fall into this category, or approximately 34,000 households; over the next five years an estimated 9,700 of these households will move into a different housing unit. Using these data, if downtown Shreveport can capture just 1 to 3 percent of these new and ready-to-move one- to two-person, urban-inclined households, downtown could support from 140 to 410 new units of housing within five years. Remember that these are conservative capture rates with the potential to increase. Out of these units, approximately one-third would be families seeking new, intown rental and ownership housing like a rowhouse, small cottage, or bungalow. The remaining two-thirds would be for rental, multifamily units. In total, approximately 80 to 90 percent of all demand would be for rental housing.
renaissance; therefore, it is essential for the City to ensure that the first project is a quality development in order to provide confidence that new rental housing is viable and to act as a catalyst for additional projects. The success of the first residential project will trigger immediate recognition of pent-up demand for urban housing; downtown investment in both new housing and in adaptive re-use of existing buildings typically accelerates in response to demonstrated market potential. Three areas of focus for residential development are the West Edge, Cross Bayou and Ledbetter Heights. The most likely area for an initial catalyst project would be the West Edge. With several large, vacant properties (or parking lots), the area offers cultural amenities attractive to downtown dwellers, such as the Robinson Film Center, ArtSpace and other theaters. Cross Bayou offers tremendous potential
figure 10.6 Downtown reSiDential potential, 2008-2013
POtENtIAL DOwNtOwN uNItS
HOuSEHOLDS CONSERvAtIvE (1% CAPtuRE RAtE) MODERAtE (3% CAPtuRE RAtE)
New 1- and 2-person households Moving urban-inclined housholds Total Units
4,100 9,730
40 100 140
120 290 410
Source: W-ZHA, 2010
figure 10.7 retail anD eating anD Drinking SaleS per capita
u.S LOuISIANA SPORt CbSA SPORt CIty
Total Retail Sales/ Capita Eating and Drinking Sales/ Capita
$15,100 $1,360
$15,360 $1,360
$17,650 $1,540
$18,430 $1,680
Source: Sales and Marketing Management; Claritas
Although the market exists, development potential is figure 10.8 Downtown capture of metropolitan anD constrained by current apartment rental rates. Average Class city eating anD Drinking SaleS A apartment units rent for $1.06 per square foot per month, MEtROPOLItAN AREA CIty a figure with which private developers cannot make an Eating and Drinking 1% 2% adequate return on new investment. To attract new rental Drinking 12% 15% housing to downtown, an initial subsidy of some sort would Source: Sales and Marketing Management; Claritas be required. New housing is needed to spark a residential
G r e at e x p e c tat i o n s : s h r e v e p o r t- c a d d o 2 0 3 0 M a s t e r p L a n 10 . 2 3
as a larger new urban waterfront neighborhood. The first projects will require detailed RFP processes to help ensure that the vision for the area is achieved. Ledbetter Heights will likely be perceived as more attractive to residents interested in living close to downtown in smaller, cottage or bungalow housing units on small lots.
retail market Potential
From 2010 to 2020, employment is projected to grow among industries that typically utilize office spaces by an additional 1,437 jobs.1 This would translate into approximately 360,000 square feet of potential new office space. If downtown maintains its share of the office market (56 percent), approximately 202,000 square feet of new office space would be possible by 2020.2 To attract developer interest, however, new office space would need to command rents of at least $25 per square foot. And current rental rates of $1016 per square foot for Class A and $7 to $12 per square foot for Class B space would not support new development without some subsidy or incentive. New rental office space would need to be no more than five stories, because rental rates could only support stick-frame construction, which costs less than high-rise construction. New office space should be strategically located to support evolving urban districts, such as the West Edge and Texas Avenue. Office uses would provide a valuable daytime population to enliven the street and patronize potential new restaurants.
Retail sales within the Shreveport-Bossier metropolitan area and the City of Shreveport are higher than comparative national and state averages. One reason for these higher levels is that Shreveport serves a large trade area outside of its jurisdictional boundaries. In addition, the gaming establishments attract patrons from far away, resulting in the high eating and drinking sales per capita. Successful downtowns typically capture 5 to 15 percent of their Citys eating and drinking sales. As defined by Census Tract 201, Shreveports downtown is capturing 2 percent of the Citys eating and drinking sales, and 15 percent of the Citys drinking sales. The offerings are even more limited considering a large share of current sales occur inside the riverfront casinos, and not in downtown storefronts that would enliven the environment. With a large concentration of arts, entertainment and recreation offerings, downtown is well positioned to further cement its place as the cultural center of the ArkLaTex region. Further development of the arts, music, and movie production sectors within downtown will greatly enhance downtowns attractiveness as a restaurant and entertainment center, since its market will be not only the downtown population, but the region. Therefore, great potential exists for developing a strong cluster of niche restaurants and entertainment outlets, co-located to create a destination downtown that is a walkable and lively eating, drinking and entertainment environment.
office market Potential
c. case study: Greenville, sc Greenville, South Carolina, offers an instructive example of what works in bringing back back a downtown. The city of 59,000 in a metropolitan region of 400,000 experienced rapid post-World War II suburbanization, and by the 1970s its downtown had lost its luster and position as a regional retail center. Other than workers, few residents had any reason to visit. In the 1970s, a new, visionary mayor who was a strong advocate of downtown set about returning the downtown to prominence. The first major action, completed in 1979, was a plan to redesign the downtown streetscape, including reducing the width of Main Street from four lanes to two, widening sidewalks, planting street trees and shrubs, changing parallel parking to diagonal parking, and
1 2
Downtown currently has approximately 2.2 million square feet of multitenant office space, including approximately 90 percent of the Shreveport metro areas Class A office spacea large percentage for any city.
Moodys economy.com; W-ZHA Ibid.
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Mixed-use developments have brought more residents and neighborhood-supporting retail to Greenvilles downtown.
adding street furniture and outdoor dining. To further catalyze and guide revitalization, the City developed a 25-year Downtown Master Plan in the 1980s, with a key recommendation focusing on creating new anchors through public-private partnerships, which ultimately resulted in completed projects, including: A convention center, parking garage, and public plaza with leased air rights for a new Hyatt Regency hotel as a northern anchor. (Public investment comprised about one-third of the projects total cost.) The Peace Center for the Performing Arts, built in a former industrial area along the Reedy River to serve as a southern anchor. (Approximately 70 percent of the project cost came from the private sector, including $10 million from a local donor to initiate the project. The City established a tax increment financing [TIF] district to underwrite additional improvements.)
The Poinsett Hotel: The City formed a partnership with a developer to rehabilitate the historic hotel, and to create additional uses, including a new 220,000-squarefoot office building, residential penthouses, and condominiums.
The new anchors were successful in drawing residents and visitors to downtown, and initial retail followed, including new restaurants and entertainment establishments. But neighborhood retail was slow to grow. Continued collaboration through the 1990s between economic development organizations, real estate marketers, and developers aimed to attract additional residential development, which would draw more retail activity. An aggressive marketing campaign focused on bringing an anchor to a former department store building with the hope that specialty retail would follow. In 2003, the Mast General Store, a major clothing/outfitter in figure 10.9 key greenVille projectS western North Carolina and South INvEStMENt LEvELS Carolina, opened an 18,000-squarePROjECt yEAR PubLIC PRIvAtE tOtAL foot store, and smaller apparel and toy COMPLEtED stores followed.
Greenville 1982 Commons Peace Center for the 1991 Performing Arts West End Market 1995 Poinsett Plaza/ Hotel Falls Park and Liberty Bridge RiverPlace West End Baseball Stadium $10 million $24 million $34 million $13.9 million $4.2 million $15.1 million $13 million $16 million $8.5 million $28.5 million property donation $39 million $3.4 million $50 million + $20.7 million $42.4 million $4.16 million+ $54.1 million $16.4 million $66 million $29.2 million
1999/2000 2004 2005 2006
Source: City of Greenville
After success in the downtown core, the next target area was the neglected West End along the Reedy River. Public-private partnerships again played a critical role in revitalization. West End Marketa mixed-use development with office, retail, restaurants, artist space, and a farmers marketwas completed first. A private donor provided the land, and the City took the lead
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role as developer, creatively financing the project through a combination of TIF (tax increment financing) funds, a HUD Section 108 loan, general fund dollars, and grants. When the City sold the development in 2005, it invested its profit in other projects, including a new park along the Reedy River featuring a pedestrian river trail; and a publicprivate partnership for Riverplace, a residential, hotel, office, and retail mixed-use development. Today downtown Greenville is nationally recognized as a model for successful downtown revitalization, even winning the Great American Main Street Award from the National Trust for Historic Preservation in 2003. Revitalization efforts have resulted in 1,700 residential units (half of them built in the last eight years), a daytime population of over 25,000 employees in more than 3 million square feet of office space (a third of total office space in the Greenville/ Spartanburg area), and 850 hotel rooms. Downtown has become a retail and dining destination for the region with over 90 retail establishments (14 opening since 2009) and over 95 restaurants (20 opening since 2009). Downtown is also home to a full year of events, including a farmers market, a weekly music series running from March to October, as well as parades and community gatherings.
82% of respondents said that diversified industries and job growth were very important to the future of the Shreveport area. 80% said that employment opportunities were a very or extremely important reason to stay in or come to live in the Shreveport area, and, when asked what would have the most impact on them staying, employment opportunities ranked highest. 71% said it was very important to retain young people and recent graduates.
Visioning forum for the 2030 master plan
Downtown improvement was a key reason why a quarter of all participants came to the Visioning Forum. Downtown was a prominent topic of conversation, and when talking about values, the hope for a revitalized and thriving downtown and waterfront where people live, work and play was among the most frequently mentioned. The availability of downtown and waterfront areas for development and creating more working and living opportunities were identified as key opportunities of this master planas were proactive economic development and workforce developmentin the service of attracting new business and jobs and of retaining talented young workers, many of whom could make downtown home.
d. community issues and concerns
Moreover, quality of life and sustainability were discussed as important to downtown and Shreveports future. Topics In a series of public meetings and a public opinion survey, discussed included: residents, employees and business owners within the Attracting the creative class by creating a green, Shreveport-Caddo study area agreed that an invigorated healthy place to live and work. Healthier communities live, work and play downtown and its waterfront are crucial are more prosperous communities. to the future prosperity and quality of life of Shreveport. Marketing Shreveports image to attract people from out of state and to increase local pride. Public opinion survey Adding bike lanes and increasing walking areas on roads Key findings of the survey included: to create a happier, healthier community. 79 percent felt development should be promoted in downtown and central areas that have vacant housing or Although seen as a key opportunity, downtown land. revitalization was also perceived as one of the greatest 75 percent said the government should promote challenges facing the city, after years of decline. development with incentives and public investments, where needed.
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Speak Out! neighborhood vision meetings
Although most input focused on residential areas outside of downtown, topics included the importance of pursuing development opportunities in priority locations, including downtown, and the need for growth in key industry sectors (technology, natural gas, film/digital media and biomedical) to create more jobs and strengthen the regional economy. Small-business development, a critical element to creating a vibrant downtown live, work and play environment, was also Participants at one table in the master plan workshop on downtown viewed as important to economic development.
review their list of assets and opportunities
Downtown and the waterfront workshop
Discussion topics at the workshop held in November 2009 focused on downtowns and the waterfronts assets, opportunities, and challenges. These included:
Assets
1. Downtowns historic buildings and architecture 2. The Cross Bayou and Red River riverfronts 3. Cultural attractions and things to do
Opportunities
economic, cultural and entertainment center of the region. Working with the Consortium of Education, Research and Technology of North Louisiana (CERT) to bring a significant university facility downtown was identified as a key to downtowns future. In addition to code enforcement, other challenges facing downtowns economic prosperity included lack of services and retail, building codes that discourage adaptive reuse of historic structures as new office and/or residential uses, and a lack of incentives to bring new investment to the area.
Downtown and the waterfront in the vision and principles
1. Revitalization of downtown structures 2. A pedestrian bridge to connect Shreveports riverfront to Bossier 3. A larger university facility 4. Revival of Texas Avenue 5. Downtown housing
In the vision, downtown and the waterfront are considered key to the future success and vibrancy of the ShreveportCaddo study area and the wider region: Downtown and nearby neighborhoods in the city core are vibrantly alive with residents and businesses in historic and new buildings. A revitalized waterfront Challenges district links Cross Bayou and the city center to 1. Code enforcement and regulatory barriers to revitalization Shreveports origins on the banks of the Red River. (e.g., zoning) Underutilized propertieshave been restored to 2. Safety/crime community use with housing, shops, offices, or parks 3. Lack of collaboration among various groups seeking and other public spaces. Downtownoffer(s) attractive revitalization and affordable choices for young singles and couples, families with children, empty-nesters, and retirees. Specifically, topics mentioned included the potential Our landscape is enriched by a natural network of for residential mixed-use development on large, vacant, greenways and bayous offering recreation and nature. publicly owned parcels along Cross Bayou; adaptive reuse .Shreveports youth and college graduates, as well as of vacant or underutilized historical structures in the CBD; newcomers, are proud of their beautiful city, cohesive continued revitalization in the West Edge and Texas Avenue community, and culture of opportunity. All citizens districts; and the economic importance of downtown as the choose to be part of an innovative city on the move.
G r e at e x p e c tat i o n s : s h r e v e p o r t- c a d d o 2 0 3 0 M a s t e r p L a n 10 . 2 7
The principles also relate to the theme of downtown > Promote and enforce quality design standards in revitalization: private development regulations. Fairness and opportunity for everyone A business-friendly environment > Make every neighborhood a neighborhood of > Establish policies that create the conditions and choice with excellent infrastructure, services and climate to support the growth of local businesses and amenities. attractive investment and entrepreneurs. Strengthened assets and enhance possibilities > Streamline regulations while preserving appropriate > Support, maintain and expand on the economic safeguards to our resources and quality of life. and community assets that sustain our area today. A community of learners Create a community with easy access to all aspects > Make Shreveport-Caddo a center of lifelong of community lifework, travel, cultural events, education and learning for all its citizens, young and festivals, shopping and faith based and nonprofit old, from the first explorations all the way through opportunities. advanced training and degree programs. Good stewardship of our natural and cultural heritage Communication, transparency and community > Build greater understanding of our historical roots participation through organized preservation and historic heritage > Promote civic engagement of all community activities and incentives programs. members, with an emphasis on engaging young > Support arts and culture as a source of community people. pride and a distinctive economic competitive > Keep residents, businesses and others informed about advantage. community conditions (quality of life indicators, High standards of quality in development and design both good and bad), decisions and options. > Make public investments a model of quality, excellent > Expand community participation in decisiondesign, and long-term vision. makingevery voice counts.
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CASINO DESTINATIONS NEW RESIDENTIAL, MIXED-USE NEIGHBORHOOD OFFICE EMPLOYMENT CENTER ENTERTAINMENT DISTRICT Create a visionCentral Business District Encourage active ground floor uses and development plan and Enhance pedestrian connections to ayou Riverfront District write an RFP based on that plan Create new park in a central location CDB and West Edge ENTIAL, MIXED-USE NEIGHBORHOOD OFFICE EMPLOYMENT CENTER ENTERTAINMENT DISTRICT Zone to allow residential uses Convert one-way street pairs into Extend riverfront multi-use path MCNEIL sion and development plan and Encourage active ground floor uses Enhance pedestrian connections to UMPING STATION Ensure public waterfront access two-way streets to improve safety along the Red River to points north P based on that plan Create new park on current bus station CDB and West Edge1 0 | U n i q U e i d e n t i t y : F o c U s o n d o w n t o w n Ensure appropriate mixed-use development on and accessibility Identify strategies for Red River ow residential uses parcel Extend riverfront multi-use path gateway sites through landbanking and Identify parcels for new office District improvements blic waterfront access Convert one-way street pairs into along the Red River to points north regulatory controls development (i.e., surface parking lots) CONVENTION CENTER to improve safety propriate mixed-use development on two-way streets Identify strategies for Red River AND HOTEL e. downtown Recommendations improvements Enhance pedestrian connections to other RED RIVER tes through landbanking and and accessibility District DISTRICT downtown districts RIVERVIEW PARK/ controls Identify parcels for new office BARNWELL CENTER edestrian connections to other development Cross Bayou (i.e., surface parking lots) Central Business District Riverfront District New districts NEW downtown RESIDENTIAL, MIXED-USE NEIGHBORHOOD OFFICE EMPLOYMENT CENTER ENTERTAINMENT DISTRICT
Cross Bayou
Riverfront District
MCNEIL MCNEIL PUMPING STATION PUMPING STATION
Create a vision and development plan andDowntown trolley write an RFP based on that plan circulator Zone to allow residential uses GOVERNMENT public waterfront access Ensure PLAZA CASINO DESTINATIONS CASINO DESTINATIONS Ensure appropriate mixed-use development on gateway sites through landbanking and regulatory controls Two-way Enhance pedestrian connections to other streets CONVENTION CENTER ARTSPACE CONVENTION districts downtownCENTER
park
Encourage active ground floor uses CASINO DESTINATIONS Create new DESTINATIONS CASINO park in a central location Convert one-way street pairs into two-way streets to improve safety and accessibility Identify parcels for new office development (i.e., surface parking lots) SCI-PORT
Enhance pedestrian connections to CDB and West Edge Extend riverfront multi-use path along the Red River to points north Identify strategies for Red River District improvements
I-20
AND HOTEL AND HOTEL
RED RIVER FESTIVAL PLAZA RED RIVER
CONVENTION CENTER CONVENTION CENTER AND HOTEL AND HOTEL
ROBINSON FILM CENTER
Cross Bayou COURTHOUSE
New downtown park

FUTURE MILLENNIUM STUDIOS COMPLEX
GOVERNMENT GOVERNMENT PLAZA PLAZA
Zone to allow residential uses METHODIST GOVERNMENT Ensure public waterfront access GOVERNMENT MCNEIL CHURCH THEATERDowntown PLAZA PLAZA Ensure appropriate mixed-use development on
PUMPING STATION
RED RIVER RED RIVER NEW RESIDENTIAL, MIXED-USE NEIGHBORHOOD OFFICE EMPLOYMENT CENTER ENTERTAINMENT DISTRICT DISTRICT Create aDISTRICT development plan andRIVERVIEW PARK/ Encourage active ground floor uses vision and CASINO Enhance pedestrian connections to DESTINATIONS RIVERVIEW PARK/ BARNWELL CENTER Create new park on current bus station write an RFP based on that plan BARNWELL CENTER CDB and West Edge
DISTRICT DISTRICT
RIVERVIEW PARK/ RIVERVIEW PARK/ BARNWELL CENTER BARNWELL CENTER
Riverfront District
Downtown trolley parcel circulator
POTENTIAL AMPITHEATER
trolley gateway circulatorsites through landbanking and STRAND THEATER regulatory controls Two-way Enhance pedestrian connections to other CENTER streets CONVENTION ARTSPACE
ARTSPACE districts downtown
AND HOTEL
Convert one-way street pairs into two-way streets to improve safety and accessibility Identify parcels for new office SCI-PORT SCI-PORT development (i.e., surface parking lots)
FESTIVAL PLAZA FESTIVAL PLAZA
Extend riverfront multi-use path along the Red River to points north Identify strategies for Red River District improvements
I-20
ARTSPACE ARTSPACE
Two-way streets
SCI-PORT SCI-PORT ROBINSON ROBINSON FESTIVAL PLAZA FESTIVAL PLAZA FILM CENTER FILM CENTER METHODIST METHODIST CHURCH THEATER CHURCH THEATER STRAND THEATER STRAND THEATER
CONVENTION CENTER ARTSPACE AND HOTEL
COURTHOUSE COURTHOUSE
I-20
RED RIVER DISTRICT
RIVERVIEW PARK/ BARNWELL CENTER
POTENTIAL SRAC OFFICES

COURTHOUSE COURTHOUSE
ROBINSON ROBINSON FILM CENTER MUNICIPAL FILM CENTER
FUTURE MILLENNIUM METHODIST FUTURE MILLENNIUM METHODIST STUDIOS COMPLEX STUDIOS COMPLEX CHURCH THEATER CHURCH THEATER
AUDITORIUM
MCNEIL BNAI ZION TEMPLE PUMPING STATION NON PROFITS CENTER
GOVERNMENT PLAZA
Downtown CASINO DESTINATIONS trolley circulator Two-way streets

RED RIVER FESTIVAL PLAZA DISTRICT
POTENTIAL POTENTIAL AMPITHEATER AMPITHEATER
SCI-PORT
I-20
ENNIUM ENNIUM MPLEX MPLEX
STRAND THEATER STRAND THEATER POTENTIAL POTENTIAL AMPITHEATER AMPITHEATER POTENTIAL SRAC OFFICES POTENTIAL SRAC OFFICES COMMUNITY ASSOCIATION MUNICIPAL MUNICIPAL AUDITORIUM AUDITORIUM BNAI ZION TEMPLE BNAI ZION TEMPLE NON PROFITS CENTER NON PROFITS CENTER
NEW TEXAS AVENUE
downtown ROBINSON park FILM CENTER

METHODIST GOVERNMENT CHURCHPLAZA THEATER
New
RIVERVIEW PARK/ BARNWELL CENTER
COURTHOUSE
POTENTIAL SRAC OFFICES POTENTIAL SRAC OFFICES MUNICIPAL MUNICIPAL AUDITORIUM AUDITORIUM
Downtown trolley circulator

STRAND Two-way THEATER streets
FESTIVAL PLAZA
BNAI ZION TEMPLE BNAI ZION TEMPLE NON PROFITS CENTER NON PROFITS CENTER
Future POTENTIAL development NEW TEXAS AVENUE AMPITHEATER NEW TEXAS AVENUE COMMUNITY ASSOCIATION COMMUNITY ASSOCIATION area
ROBINSON
SCI-PORT
I-20
ARTSPACE
NEW TEXAS AVENUE NEW TEXAS AVENUE COMMUNITY ASSOCIATION COMMUNITY ASSOCIATION
POTENTIAL SRACCENTER FILM OFFICES MUNICIPAL AUDITORIUM

Future development area
BNAI ZION Future CHURCH THEATER TEMPLE development NON PROFITS CENTER THEATER STRAND area POTENTIAL
AMPITHEATER
I-20
COURTHOUSE
METHODIST
POTENTIAL SRAC OFFICES
NEW TEXAS AVENUE COMMUNITY ASSOCIATION
I-20
I-20
MUNICIPAL AUDITORIUM
BNAI ZION TEMPLE NON PROFITS CENTER
Texas Avenue
West Edge
NEW TEXAS AVENUE COMMUNITY ASSOCIATION
Future development area
LIVE-WORK NEIGHBORHOOD etter Heights Texas Avenue Identify key parcels for residential
MIXED-USE CULTURAL CENTER IN ALL AREAS. . . West Edge Future Downtown Planning Area Identify key parcels development for initial Cater zoning to desired outcomes in area OWN ADJACENT LIVE-WORK NEIGHBORHOOD MIXED-USE CULTURAL CENTER IN ALL AREAS. . . live-work projects Identify key parcels for residential new contruction residential project Area Cater zoning to desired outcomes in each subdistrict NTIAL NEIGHBORHOOD Identify key parcels forPlanning exas Avenue West Edge Downtown initialI-20 ws) Catalog structures for residential project Support the adaptive reuse of historic e mixed-income Enhance pedestrian and bicycle residential live-work projects new contruction residential each subdistrict VE-WORK NEIGHBORHOOD MIXED-USE CULTURAL CENTER IN ALL AREAS. . . pment (cottage orconnections to downtown pedestrian and bicycle bungalows) Enhance and Catalog structures for residential Support the adaptive reuse of historic structures Downtown Planning Area dentify key parcels for residential Identify Cater Heights key parcels for initial Avenue adaptive reuse to desired Edge in Texas adaptive reuse zoning West outcomes ble parcels to provide for Ledbetter connections to downtown and structures Provide incentivessubdistrictand Improve connections between ve-work projects nearby neighborhoods new contruction residential project each for site MIXED-USE CULTURAL CENTER DOWNTOWN ADJACENT LIVE-WORK NEIGHBORHOOD incentives for site and IN ALL AREAS. developments nearby neighborhoods Provide Improve connections between . . Enhance pedestrian and bicycleencourage mixed-use Catalog structures for residential parcels for residential the adaptive reuse of historic initialsubdistricts Cater zoning to Support to Identify facade improvements key ce connections Rezone RESIDENTIALNEIGHBORHOOD and Rezone Heights improvements Identify key parcels for subdistricts Ledbetter to encourage mixed-useTexas projects facade structures Westnew contruction residential projectDowntowneach subdistrictdesired outcomes in Avenue Edge Planning Area connections to downtown andPursue mixed-income residential adaptive reuse live-work development DOWNTOWNProvide incentives for siteLIVE-WORK NEIGHBORHOOD retail to serve culturalCULTURAL CENTER Encourage active ground floor uses Target retail toImprove connections between Encourage active ground floor uses capes development Target serve cultural MIXED-USE nearby neighborhoods or bungalows) and development (cottage ADJACENT Enhance pedestrian and bicycle Catalog structures for residential IN ALL AREAS. . .Support the adaptive reuse of historic RESIDENTIAL incentives for Identify key parcels facilities (i.e., Cater zoning for key outcomes desired development eerior neighborhood-friendly exterior forto provide for Provide incentivesProvideNEIGHBORHOOD site andconnectionsprojects for residential restaurants andparcels for initialproject Assemble parcelstostructures keyindevelopment site and facilities (i.e., subdistricts Identify key reuse restaurantsnew contruction residential and Assemble parcels for Assembleparcelsmixed-income residential to downtown and adaptive Rezone to encourage mixed-use Pursue facade improvements live-work each subdistrict io site facade performance larger developments improvements nearby performance spaces) active ground floor residential (residential, mixed-use, or office) office) Improve connections development development (cottage or bungalows) Enhance pedestrian and Encourage Catalog structures for uses facade improvements Target retail to serve cultural neighborhoods bicycle spaces) Provide incentives for site and Support themixed-use,historic between (residential, adaptive reuse of or Enhance connections and to provide for Rezone to encourage mixed-use facade improvements subdistricts Installparcels Assemble historic markers connections to downtown and adaptive reuse development structures Provide incentivesInstall and for key for site historic markers facilities (i.e., restaurants and neighborhoods Assemble parcelsTarget retailfor site andcultural larger developments nearby Provide incentives to serve Improve connections between streetscapes development Encourage active ground floor uses
Enhance connections exterior Rezone to encourage site and Ensure neighborhood-friendly and Provide incentives for mixed-use streetscapes development at studio site facade improvements site and Ensure neighborhood-friendly exterior Provide incentives for Install historic markers at studio site facade improvements Install historic markers
I-20
Downtown Planning Area
acade improvements nstall historic markers
performance spaces)
(residential, mixed-use, or office) facade improvements restaurants and facilities (i.e.,

Target retail to serve cultural performance spaces) facilities (i.e., restaurants and performance spaces)
subdistricts Assemble parcels for key development Encourage active ground floor uses (residential, mixed-use, or office) Assemble parcels for key development (residential, mixed-use, or office)
Downtown recommendations
Downtown planning area Parks and recreation
Existing Amenities/Anchors Existing amenities/anchors Potential Amenities/Anchors Potential amenities/anchors Pedestrian/bicycle connections Improved neighborhood connections
Existing Amenities/Anchors Priority Residential and/or Mixed-Use Development Potential Amenities/Anchors Existing Amenities/Anchors Priority Residential and/or waterfront access Priority Residential and/or Pedestrian/bicycleconnections connections Pedestrian/bicycle Amenities/Anchors PublicPriority residential and/or Existing Priority Priority Mixed-Use Development Existing Amenities/Anchors Residential and/or Residential and/or Mixed-Use Development mixed-use development Mixed-Use Development Mixed-Use Development Potential Amenities/Anchors Improved neighborhood Improved neighborhood Potential Amenities/Anchors Potential Amenities/Anchors Public waterfront access access connections Pedestrian/bicycle connections Public waterfront access connections Public waterfront waterfront access Public Pedestrian/bicycle connections
Pedestrian/bicycle connections Improved neighborhood Improved connections

connections neighborhood
Public waterfront access
Improved neighborhood connections
Source: NLCOG, Goody Clancy

10 . 2 9

The Central Business district will continue to serve as the regional center for Class A office space and the center of local government and the regional courts system. Natural gas service firms, financial and other firms will occupy renovated and new office structures, and support an increased diversity of retail and restaurant activities that face the street to help create a bustling
pedestrian environment. Key actions required to accomplish this goal include: Identify parcels for new office development in the CBD (i.e., surface parking lots). Require active ground-floor uses to bring new life to downtown streets, including cafes and restaurants with outdoor seating attractive to downtown workers, visitors and residents. Develop a unique park on the current bus station parcel once the station is relocated. Convert one-way street pairs into two-way streets to improve safety and accessibility.
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Riverfront District
A reactivated and revitalized Riverfront District will bring more visitors to downtown Shreveport and the Red River Waterfront. New residents will live in mixed-use buildings that include restaurants and retail amenities that support both their daily needs and those of visitors attracted to the areas numerous cultural events, museums and entertainment/gaming establishments. Key actions required to accomplish this vision include: Identify sites for potential mixed-use residential development and market the area to prospective residents, such as empty nesters and 55+ communities seeking an environment with existing amenities such as restaurants, Riverview Park and Festival Plaza programming, casinos and a rebranded Red River District. Revitalize and rebrand the Red River District by implementing DDA-developed strategies. Improve access to the area through enhanced pedestrian connections to the Central Business District, West Edge, and future Cross Bayou neighborhood Extend the riverfront multi-use path along the Red River to points north utilizing Clyde Fant Memorial Parkway right-of-way where casinos block waterfront access. Repair and maintain downtown riverfront arts venues and resolve lighting issues on the bridge.
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2030
2010
Cross Bayou District

A vibrant, mixed-use residential neighborhood will grow alongside the banks of Cross Bayou to bring hundreds and potentially thousands of new residents to downtown and the accompanying restaurants and retail to serve them. A publicly accessible multi-use path and park system lining the waterfront will act both as an anchor to attract visitors to the waterfront, and as an active and passive recreational area for
downtown residents. Key actions required to accomplish this goal include:

Create a Cross Bayou Vision Plan and Development Framework for the new waterfront-adjacent neighborhood, write an RFP based on that plan, and identify a development partner. Rezone parcels abutting the Cross Bayou waterfront to allow for residential and mixed-use development that preserves a public right-of-way directly along the waterfront. Address brownfield issues by preparing a Phase I Environmental Assessment and securing funding for remediation. Secure key gateway sites to ensure compatible development character through landbanking and other regulatory controls. Prepare a Cross Bayou public access waterfront plan with SPAR to anchor the waterfront, and to serve as a catalyst for future development. Enhance pedestrian connections to other downtown districts.
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2010
2030
West Edge District

Spurred by new successful, mixed-use residential development, the West Edge transforms into a vibrant, seven-day-a-week, 18-hour downtown environment. Residents occupying apartments and condos in new and adaptively reused structures, along with thousands of annual visitors, populate sidewalk cafes, art galleries, restaurants, and performance spaces throughout the district. Established cultural institutions along with a new film festival highlighting Shreveports and downtowns growing film industry, draw national attention to the district, further cementing the areas position as the cultural center of the ArkLaTex region. Key actions required to achieve this future include: Adopt a demolition-delay ordinance for historic properties downtown as a first step to saving many threatened structures, then adopt an adaptive reuse ordinance to remove barriers and lower rehabilitation costs for residential and/or office conversions of old and historic buildings. Rewrite zoning to encourage mixed-use residential and flex office space structures, and eliminate industrial uses to provide greater confidence and returns on downtown investments. Identify key publicly-owned properties, privately owned surface parking lots, and/or properties under singleownership that would be suitable for residential development. Create a revolving fund for matching grants or low-interest loans to help renovations that create lowcost live/work raw spaces. Develop a storefront inventory within the West Edge of spaces suitable for full-service restaurants and market spaces to market to experienced restaurateurs. Develop design guidelines that ensure new construction complements the West Edges historic building fabric, and encourage active ground floor uses.
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source: www.cottagecompany.com
Cottage and rowhouse development
Ledbetter Heights
Ledbetter Heights, the mostly vacant and underutilized area west of the downtown core, will become a downtown-adjacent mixed-income residential neighborhood. A strategic plan for the subdistrict should include opportunities for different housing types (row houses, duplexes, and bungalow/cottage-style units) that appeal to young singles, couples, families and retirees seeking proximity to a vibrant downtown. It should also identify key connective corridors to a revitalized Texas Avenue mixed-use commercial corridor, and to the culturally vibrant, amenity-rich West Edge District. Key actions required to accomplish this goal include: Identify and package adjoining adjudicated parcels to create larger parcels attractive for developers. Work with for-profit and nonprofits housing developers to develop residences. Work with downtown churches and other nonprofits that own sites desirable for residential development. Develop expertise in layered financing opportunities to help support development. Work with Millennium Studios as operations expand to ensure that its design is attractive, open to the community, and perceived as a quality neighborhood anchor. Ensure that Community Developments Ledbetter Heights plan, which extends into areas of the West Edge and the Texas Avenue Corridor, is integrated into the overall downtown strategy.
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2010
2030
Texas Avenue District

Texas Avenue is the vibrant, mixed-use Main Street and events corridor for downtown and the city, serving residents of nearby Ledbetter Heights, West Edge and South Side, but also welcoming artists and musicians in search of raw spaces, visitors seeking arts programming, and recreational opportunities, such as bike-only Sundays. Key actions required to accomplish this goal include: Restripe Texas Avenue to provide bike lanes, and improve sidewalk conditions to encourage pedestrian traffic. Implement a pilot Main Streets program to revitalize Texas Avenue. Develop design guidelines to ensure new development complements historic building fabric. Incorporate Texas Avenue structures and cultural amenities into guided audio tours. Coordinate planning and marketing efforts to make the avenue an event corridor with street fairs, farmers markets, and a pilot car-free Sunday bikeway extending from downtown to Levy Street. Continue to market Texas Avenue as a distinct cultural destination, including targeted marketing of vacant storefronts for performance spaces, art galleries, etc. Encourage adaptive reuse of structures to provide live/work space for artists.
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F. strategies and Actions to Achieve the Goals
Goal 1
A mixed-use, live, work and play center that serves as the economic, historic and cultural downtown of the region.
Policies: Support revitalization efforts and incentives to attract economic and cultural activities and organizations to locate downtown. Promote policies and initiatives to provide a diversity of downtown housing options, including rental and ownership units and mixed-use developments. Encourage policies and incentives to facilitate adaptive reuse of downtowns historic, vacant and/or blighted structures. Support infrastructure investments and programs that improve the safety, appearance and cleanliness of downtown. STRATEGIES A. Convene major downtown, city and parish stakeholders to guide downtown development and revitalization. Meeting downtowns true potential will require extensive coordination and dedication. Therefore it is essential that City and Parish officials, nonprofits, and other downtown organizations work with one another to ensure that initiatives and projects not only move forward, but are completed.
DDA; MPC; city, parish and nonprofit economic development organizations; historical, cultural and arts organizations; neighborhood groups like the Texas Avenue Community Association; downtown property owners, managers, and associations; commercial brokers, major lenders and developers; major downtown employers and businesses; and college and university representatives. Beyond this framework for downtown revitalization, the City should prepare a more detailed plan for downtown, similar to that developed in Greenville, SC, to maximize revitalization potential. The plan should include targeted actions, grounded in extensive market analysis, as well as detailed implementation and financing strategies. A long-term commitment from the City and partners from the for-profit and nonprofit sectors would also be required. The DDA should lead this effort, turning their downtown vision plan into specific plans for each of the downtown districts. 2. Led by DDA, conduct a parcel-by-parcel analysis to identify priority development and redevelopment opportunities throughout the downtown planning area. A database of key development and redevelopment sites would allow the City to target and market to developers specific sites that would serve as catalysts for further development at strategic locations within the various subdistricts. This marketing effort would also provide greater confidence that the City is an active participant and supporter of downtowns future. B. Create a regulatory environment and information resources to encourage desired development types and uses throughout the downtown planning area. Current zoning within the downtown planning area is outdated, vague, and needs to be rewritten. New
Actions
1. Build on ongoing DDA efforts to create a downtown/waterfront revitalization working group. Key stakeholders in a working group focusing on advancing an integrated plan for downtown revitalization would include representatives of the
10 . 3 6
zoning districts would promote desired development types, such as business/office/institutional in the CBD; residential and mixed-use neighborhoods along Cross Bayou; mixed-use cultural districts for the West Edge, Texas Avenue and the Riverfront; and a redeveloped residential neighborhood within Ledbetter Heights.
for initial application of demolition delay. (See Chapter 5.) 4. Identify all historic structures in downtown suitable for reuse. The inventory of historic properties recommended in Chapter 5 would be a good resource for identifying structures in downtown. 5. Consider creating a local historic district in downtown after demolition-delay, new zoning, building code changes, and incentives are in place. (See Chapter 5.) 6. Target businesses to locate downtown, particularly in growing sectors such as natural gas and film/media. Downtown is the office and culture capital of the region and has room for additional office space. Targeting select industries to locate downtown achieves two objectivesit diversifies downtowns economic base, and it brings in more workers to support retail, services and restaurants. 7. Create and implement a new signage and wayfinding plan that brands downtown subdistricts as well as the entire downtown. Downtown is not clearly identified for motorists arriving by interstate or other major roads. In addition, current signage within downtown is not designed for maximum legibility and impact. A signage and wayfinding system that clearly indicates downtown attractions and downtown amenities (such as parking) should also be designed to incorporate branding of the subdistricts within an overall downtown signage design identity. Despite the fact that the downtown core is compact, attractions are dispersed, so public maps that show visitors where they are in relation to other attractions are also needed. 8. Work with Millennium Studios to ensure that the building and its operations function as a quality neighborhood anchor.
Actions
1. Establish new zoning districtswith clear, understandable design and development standardsthat encourage desired development specific to the planning areas various sub-districts and that create an inviting environment for workers, residents and visitors. New zoning must be enacted to promote the kind of development desired in downtowns various segments. This will reassure developers that undesirable or incompatible uses, with the potential to devalue their investment, will not be permitted on adjacent properties. Design guidelines will ensure that new development is compatible with historic fabric and promotes active ground-floor uses. 2. Incorporate building code standards that promote adaptive reuse of historic buildings, while protecting health and safety. A number of models are available, including the New Jersey historic building code, the Los Angeles downtown code, and the International Existing Buildings Code. If state action is needed, work with other Louisiana cities to pass legislation that gives cities the option of using these codes. 3. Establish a demolition-delay ordinance to help preserve downtowns historic building fabric. A demolition-delay ordinance would require a waiting period when an owner of a historic property applies for a demolition permit. During that period, an effort is made to find a use for the property that will not require demolition of the historic elements. The state-designated Cultural District, which includes the CBD and the Texas Avenue corridor, would be a suitable area
10 . 3 7
Movie studios are enclosed buildings with the architectural characteror lack thereofof warehouses. Enhancements that can help make the building serve as an anchor to a new neighborhood are essential. Simple actions like covering the walls with trellises and planted vines and agreements on managing truck operations can make a significant difference. C. Attract new anchors to spur development within downtowns various subdistricts.
(donated to the school) at the corner of Market and Texas streets. Additional student activity could be provided in a multi-institutional location. The Learning Center of Rapides Parish in Alexandria could serve as a model. 2. Identify new anchors, or seek improvements of existing anchors, within downtown subdistricts to increase downtown activities and serve as catalysts for additional development. Anchors could include a revitalized and rebranded Red River District; new performance spaces in the West Edge and along Texas Avenue, a waterfront park along Cross Bayou; and renovations and enhanced programming at the Barnwell Center and Riverview Hall.
Downtown revitalization would greatly benefit from additional anchor destinations that draw new residents, businesses and visitors to downtown. Recent publiclyfunded investmentsincluding the Convention Center and Hotel, the Robinson Film Center, and Festival Plazahave successfully attracted people and business D. Break down barriers to residential and mixeduse development. to the downtown. While successful, these destinations would benefit from additional facilities that would bring The city, through the DDA and through actions such as increased vitality to downtown and the waterfront. creation of a downtown residential plan, can hasten new and adaptive-reuse development downtown. It is Actions extremely important that initial projects be pursued with 1. Work with CERT and higher education great care and high standards. The first projects need institutions to build on Southern Universitys to be successful; otherwise they may discourage further existing downtown location to bring more investment. programs and students downtown. Colleges and universities in downtown locations Actions have a proven record of bringing in new vitality, 1. Develop a residential plan for downtown. economic activity and culture. A plan should target different residential types (multifamily, mixed-use, rowhouse, single-family Perhaps the best-known example of the impact of cottages) for different subdistricts and identify higher education on a downtown is the Savannah appropriate regulations (i.e., zoning changes), College of Art and Design, founded in the 1970s, design guidelines, and financing strategies which has completely transformed central needed to achieve desired outcomes. Different Savannah through rehabilitation and reuse of subdistricts could also be targeted to different historic buildings, as well as construction of new demographic groups interested in downtown buildings, in some 60 locations throughout the living (i.e., singles, families, 55+ empty nesters). citys downtown. Residential options could include raw space renovated to meet code but otherwise left for Louisiana College has chosen downtown owners or tenants to fit out for their own needs, as Shreveport for its new law school, which will well as more conventional residential approaches. be located in the United Mercantile Building
10 . 3 8 G r e at e x p e c tat i o n s : s h r e v e p o r t- c a d d o 2 0 3 0 M a s t e r p L a n
2. Working with the DDA, the City should continue to assemble available parcels within the downtown planning area that hold the potential for residential development. The city has already assembled several properties along the Cross Bayou and within Ledbetter Heights that hold potential for residential development. Continued assembly of contiguous parcels within these subdistricts and others should be encouraged, including the numerous adjudicated lots within the downtown planning area, many of which abut publicly owned land. After assembling contiguous parcels, and putting the right regulations in place (zoning, design guidelines, etc), the City should issue Requests for Proposals (RFPs) to interested developers, potentially with discounted land price as an incentive to promote residential development. To encourage more significant redevelopment, RFPs should target developers with experience in downtown settings. Assembly of infill sites, such as parking lots and vacant structures, in the downtown core and particularly in the West Edge, can promote the development of catalyst residential projects. E. Explore housing-development opportunities on City-owned land. Incentives such as tax abatements, permit streamlining, and other inducements offered to developers can spur creation of new housing downtown and make projects more financially viable.
standards that complement surrounding historic structures, and be marketed to urban-inclined households seeking downtown apartment or loftstyle living. 2. Work with churches and nonprofits that own sites desirable for residential development. Parking lots for churches within downtown, particularly in the West Edge, could be suitable for residential use. Churches could benefit from developing this land, potentially providing a church-sponsored mixed-income housing development, while developing parking solutions with less visual impact from the street. 3. Pursue mixed-income residential development. As the urban core of the city and region, downtown needs to reflect the socioeconomic makeup of its people. By pursuing mixedincome development, downtown can become a welcoming environment for all Shreveporters. 4. Identify appropriate strategies for streamlining permitting for residential development or redevelopment within the downtown/waterfront planning area. The DDA could designate a staff person to assist potential downtown investors with permitting. After rezoning, permitting should become less time-consuming and burdensome. 5. Extend the Restoration Abatement Program for a longer period. The current program of five-year tax abatements could be extended to ten years for all or for particularly desirable renovation projects. 6. Develop expertise in layered financing opportunities to assist development of residential properties downtown. Early projects may require financing support that is more complex than usual.
Actions
1. Identify key publicly owned surface parking lots for residential development, initially targeting areas within the West Edge. Numerous lots within the downtown planning area offer strategic residential infill opportunities that could act as catalyst residential projects. To demonstrate market demand, an initial mixeduse development should include quality design
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F. Enhance downtowns retail environment. Although downtown was once the bustling retail hub for Shreveport and the ArkLaTex region, todays downtown offers limited retail or service amenities and an overabundance of vacant storefronts. However, there is opportunity for new retail within the downtown planning area. As the cultural center and only downtown environment for the region, opportunities exist for niche retail offerings, such as full-service restaurants, cafes, performance venues and specialty retail, and they should be explored. Additionally, as new development over the next 20 years brings more residents downtown, the need for neighborhoodserving retail will also increase.
enliven pedestrian traffic for a more active environment. Neighborhood-serving retail would follow as more residential development occurs throughout the planning area. 3. Expand eligibility and market the DSDC LowInterest Loan Program for interior and exterior improvements, to draw restaurants, cafes, and performance spaces to downtown. The current program is limited to renovations of older buildings, but loans could also be extended to desirable newer buildings. With so many vacant storefronts throughout the downtown planning area, providing incentives for interior and exterior improvements would help to attract new businesses interested in moving downtown, but unable to obtain financing to cover some of the costs associated with initial interior and exterior build out. As loans are paid back by businesses, these funds would then be available for additional loans to businesses interested in locating downtown. 4. Coordinate work of the DDA, City economic development staff, and real estate community to target and market retail businesses to locate downtown with tailored services. Providing the right tenant mix to serve workers, visitors and residents is essential to creating a vibrant downtown environment. Targeting initial service-based businesses, niche retail and restaurants/cafes to locate downtown, as was done in Greenville, SC, will lead to a more complete retail environment over time, particularly as more residents choose to locate downtown. 5. Establish a Small Improvements Fund and program to provide design assistance and funds for signage, store display and similar improvements. Providing design assistance for signage, store window displays and other activities can help downtown businesses be more successful in attracting patrons.
Action
1. Encourage active ground-floor uses in all new or renovated structures within the downtown core, and require them on major streets such as Texas, Milam, and Travis. Active uses are those that can be entered directly from the sidewalk and provide transparency, so that pedestrians can see into the building. These establishments increase pedestrian traffic, bringing downtown streets increased vitality and safety, as more eyes are on the street. 2. Complete an inventory of active and vacant storefronts, building on the retail inventory conducted by Community Development within downtown, to develop a database to assist in marketing sites to prospective retailers. Downtown has numerous cultural draws, including the Strand Theater, ArtSpace, the Barnwell Center, SciPort, Festival Plaza, and the Robinson Film Center, and it now attracts thousands of visitors to events, but there are few downtown restaurants in which they can dine (outside of the casinos). New restaurants marketed initially to visitors, in ground-floor, sidewalk-accessible spaces, would bring increased activity to downtown, provide additional choices for existing and future residents, and
6. Establish a pilot Main Street program on Texas Avenue. The National Trust for Historic Preservation created the Main Street Program 28 years ago as a combined economic-development and historicpreservation program for commercial districts. Over 1,600 communities have put it into practice, including 28 in Louisiana. (See Chapter 5.) G. Continue to invest in programs and activities to promote heritage and cultural activities. Amenity-rich environments, including strong historic and cultural assets, are key to attracting new residents and visitors to downtown. Shreveport is the regions cultural center, and downtown stakeholders must work to build upon existing assets and programs and draw more workers, residents and visitors to truly realize downtowns cultural potential. (For more information about the recommended actions below, see Chapter 5.)
families, locals, tourists, potential future residents, businesses, and so on. 7. Repair and maintain downtown riverfront arts venues and resolve lighting issues on the bridge. 8. Market the state-designated cultural district to increase awareness of its benefits. 9. Seek grant funding, corporate sponsorships, and donations from foundations for new cultural events, such as new film and music festivals. H. Create new park and open spaces throughout the downtown planning area.
Actions
1. Identify publicly-owned land that could serve as park space within each downtown subdistrict. Parks are valuable amenities in dense, urban environments. Shreveports downtown core lacks public park spaces. As new and enhanced residential neighborhoods develop within the downtown planning area, a connected series of park spaces, with playgrounds and programmed activities such as concerts or community fairs, will be crucial to attracting new residents seeking a walkable, active, urban lifestyle. As downtown revitalization takes shape over the next twenty years, it is essential that public access to remaining waterfront areas be provided in all redevelopment initiatives. 2. Use broad-based design competitions to create distinctive and unique downtown parks that would serve collectively as an attraction for residents and visitors. In order to make the investment in parks worthwhile, it is important that designs include unique elements that can make them special attractions in their own right, not simply a green space. Themes related to Shreveports history and landscape, parks that help demonstrate
10 . 41
Actions
1. Inventory, improve and expand existing interpretative signage on historic resources throughout downtown. 2. Create self-guided walking tour maps and digital tours to highlight downtowns historic and cultural amenities. 3. Amend downtown zoning to specifically allow artists studios and live-work situations. 4. Attract artists studios, galleries and residences by providing incentives for low-cost renovations for raw space. 5. Create marketing materials and initiatives to market downtown residences specifically to artistsboth locally and nationally. 6. Invest in a cultural arts identity branding campaign for downtown, including promotional materials for different market segments:
environmental processes, such as water cycles, or a park with interactive sculptural elements could be among the possibilities. The Van Alen Institute (www.vanalen.org) is a major sponsor of design competitions for the public realm throughout the country and can be contacted for information and possible assistance in organizing, funding and running a competition. 3. Make Texas Avenue into an events corridor for special activities. Texas Avenue, from downtown to Levy Street, has special character, even in its mostly dilapidated state. With limited investment, it could become an events corridor, with weekly or monthly car-free Sundays for biking, walking, roller blading and events such as street fairs and markets, and heritage activities such as podcasts with music that tell the history of the buildings along the street. I. Create a public-safety program and marketing campaign for downtown. Many Shreveporters retain an outdated image of downtown as a high-crime area. A public-safety program is needed to publicize the low-crime reality and to create an environment that sends a message that downtown is safe and well-policed.
STRATEGIES A. Create a Cross Bayou Vision Plan and Development Framework for a new residential and mixed-use neighborhood along Cross Bayou, put regulations and other predevelopment requirements in place, and issue an RFP with specific criteria based on the established vision for the area. There is broad consensus that Cross Bayou offers an opportunity to create a new residentially focused, mixed-use neighborhood that provides public access to the waterfront. To attract a quality developer to the project, and achieve desired outcomes, the City and DDA need to prepare the way.
Actions
1. Create an organized program to advance development of the Cross Bayou district into an exciting downtown waterfront district. Establish a vision and development framework for the Cross Bayou area. Reach consensus on a set of development principles and project objectives. Identify and/or create an implementing organization for the public/private development of Cross Bayou. Test development feasibility and identify the initiatives necessary to make private investment feasible. These may include city commitment and action to remediate brownfields issues. Prepare an implementation schedule that responds to the feasibility issues. Put appropriate zoning in place. Reach consensus on the development incentives committed to the project. Secure key gateway parcels (those near McNeil or Market streets) to ensure compatible development. Draft a Developer Request for Proposals that details the vision, development principles, project objectives, the anticipated role of the public and private sectors and the incentives/
Goal 2
An active, publicly accessible waterfront with recreational amenities and residential/mixed-use development.
Policies: Focus public efforts on creating a publicly accessible waterfront along Cross Bayou. Support zoning and land use policies that encourage quality development of vacant parcels along the waterfront.
10 . 4 2
resources available to the selected developer. Select a development partner and negotiate a development agreement. It is imperative that initial mixed-use developments on key gateway parcels be well executed, with quality design standards, and appropriate marketing to urban-inclined households in order to demonstrate market demand within the area. Should the initial project be unsuccessful, additional development will be unlikely to follow. B. Create a publicly accessible waterfront along Cross Bayou. Development along the Red River cut off public access to half of the downtown waterfront. As Cross Bayou develops, it is essential that the public have access to this valuable natural amenity.
Goal 3
Enhanced connections within downtown and improved downtown connections to other parts of the city and region.
Policies: Support initiatives and investments that improve pedestrian, transit, parking and automobile circulation and conditions throughout downtown. STRATEGIES A. Prepare a Downtown Mobility Plan to improve access and better connect downtown anchors and subdistricts.
Actions
1. Improve the pedestrian and bicycle environment throughout downtown. Walkability is the hallmark of successful downtowns. Downtown Shreveport must provide comfortable, attractive and interesting pedestrian conditions and connections within all districts and between all districts. Currently, the downtown core has good streetscapes, but ground-floor storefronts are often uninviting, vacant, or boarded up. In other areas, pedestrian connections are poor, including those connecting riverfront attractions, such as the casinos and Sci-Port, to cultural attractions in the West Edge. These poor connections create a greater psychological distance, despite a relatively short geographic distance. Enhanced bicycle access can also contribute to livelier streets, as well as providing more incentives for downtown workers to commute by bicycle. 2. Continue strategic investment in pedestrianfriendly streetscapes throughout the downtown/ waterfront planning area. Streetscape investments should be planned, scheduled and implemented as part of the strategic targeting of specific areas and connections.
10 . 4 3
Actions
1. Ensure that a publicly accessible waterfront is included in the desired vision for the Cross Bayou area. Funds from the Riverfront Park Extension general obligation bond may be available now to support planning and design for public waterfront access and recreation within the Cross Bayou Vision plan. Elements to be considered include: A multi-use path from the Red River to the historic MacNeil pump station and identification of additional areas for a larger active-use park along Cross Bayou, connected to the waterfront multi-use path. Incorporation of the historic truss bridge as a pedestrian amenity. Connections with existing green networks, such as the Red River Bike multi-use trail.
3. Apply complete streets design to all roadway improvements to provide for safe and attractive travel by all modes, as appropriate to the type of street. Complete streets provide for safe travel by all modespedestrian, bicycle, transit, and auto and should be the standard for all road or street improvements unless the type of street cannot support them (e.g., freeways). (See Chapter 8.) 4. Determine the value of converting one-way street pairs into two-way streets, where feasible. The one-way street pairs in downtown are confusing to visitors (especially given limited signage to destinations) and encourage motorists to speed through downtown. Two-way streets enhance connections, provide better access to businesses and residences, slow traffic, and provide more visibility to storefronts and activity centers. Although it is sometimes argued that one-way streets are safer for pedestrians, this is generally not the case for multi-lane streets. Downtown intersections in the CBC and the West Edge have pedestriancrossing signals, which provide safe crossing conditions. 5. Seek funding to cover operating expenses to run a downtown circulator trolley to connect existing and future amenities as more residents move into downtown and more attractions bring additional visitors. Initial operation of a trolley circulator could include weekend, night or special event service to and from key downtown destinationsfor example, linking the casinos and Sci-Port to the West Edges ArtSpace, Robinson Film Center and Strand Theater. Service could increase as more residents move to the downtown core. City-owned trolleys for downtown were recently sold after sitting in storage for several years due to lack of funding to operate them. Initial service could be provided through rental of a van that is branded as the Downtown Circulator. New trolleys
could be purchased when funding is available, including from such potential sources as parking revenues, modest fees, or grants. 6. Create a parking management district. There are numerous privately owned parking lots throughout downtown Shreveport, many of which are inefficiently used during the day and empty in the evening. A parking management district, overseen by the DDA, would manage all parking within the district by facilitating sharedparking arrangements, providing parking for downtowns numerous cultural offerings, particularly in the West Edge and Riverfront subdistricts. Designated evening parking areas with attendants would also improve perceptions of safety. B. Improve connections from downtown to surrounding neighborhoods. Currently, connections between downtown and surrounding neighborhoods are fragmented, unattractive, or unsafe for bicyclists and pedestrians.
Actions
1. Use various methods such as dedicated bike lanes, multi-use paths, crossing improvements and wayfinding signage to improve connectivity within downtown and between downtown and surrounding neighborhoods. Study the feasibility of creating a multi-use path and green space between the Spring and Market Street viaducts with bridges over train tracks. Study the potential for additional bicycle corridors (Texas Avenue, Marshall Street and Common/Line Avenue) to better connect downtown to surrounding neighborhoods. Extend the multi-use path along the Red River to points north, using the historic truss bridge as a pedestrian/bicycle connector.
C. Identify funding strategies for streetscape and infrastructure improvements in downtown.
Actions
1. Explore the creation of a second or enlarged Tax Increment Financing (TIF) district to support continued streetscape and key infrastructure projects throughout the downtown core and identify the boundaries of an expanded or new district. Currently, a TIF district serves areas along the Red River east of Market Street. An enlarged or
new TIF district can provide revenue to reimburse public infrastructure investments needed to spur revitalization in much of the downtown study area. Public investment in streetscapes and infrastructure helps to attract private investment by giving private developers confidence that the city is providing an environment that supports investment. Taxes on the incremental value of the improved properties then go back to the city to pay for the cost of the initial improvements.
G. Getting started Early actions that are not costly will provide a foundation for more ambitious activities.
ACtION RESPONSIbLE PARty
Enact a demolition-delay ordinance for core downtown areas Create a Downtown Revitalization Working Group Revise the regulatory environment (zoning and building code) to promote redevelopment and revitalization Prepare a Vision Plan and Development Framework for Cross Bayou
DDA; MPC; City Council DDA, government and stakeholder representatives DDA; MPC; City Council DDA
10 . 4 5

Unique Identity: Focus On Downtown

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personal vision statements:

 owntownisalivewithmany D wholive,workandplaythere joinedbyothersforadays oreveningsenjoyment.

POLICIES FOR DECISION MAKERS

Map 10.1 Downtown planning area

Source: NLCOG, Goody Clancy 2009

The Downtown Development Authority

Median household income Median age

inDustry anD emPloyment

There are many vacant storefronts throughout downtown.

Downtown retail anD services

Source: ESRI Business Analyst 2009

figure 10.3 Downtown retail conDitionS

figure 10.4 exiSting multifamily reSiDential propertieS

Rental (income restrictions) Rental Rental (income restrictions) Rental Ownership

Source: DDA, www.downtownshreveport.com/residential-opportunities.html

major strategic initiatives: 19902010

Sams Town and the Eldorado Resort and Casino, built

Incentives currently available for residential and/or commercial development or redevelopment.

West Edge and Texas Avenue Corridor

Map 10.2 Downtown Zoning

Source: NLCOG, MPC

Parks and open space. Several parks

Map 10.3 Downtown lanD uSe

figure 10.5 Vacant, aDjuDicateD anD publicly owneD parcelS

Vacant parcels Adjudicated parcels* Publicly owned parcels**

886 238 299

205.40 36.34 145.02

Map 10.4 Vacant parcelS

Map 10.5 publicly owneD & aDjuDicateD parcelS

Views of the Riverfront District

The West Edge has many historic buildings.

Cross Bayou is an unrealized opportunity,

The Texas Avenue corridor has potential.

New 1- and 2-person households Moving urban-inclined housholds Total Units

120 290 410

Source: W-ZHA, 2010

Total Retail Sales/ Capita Eating and Drinking Sales/ Capita

Source: Sales and Marketing Management; Claritas

Moodys economy.com; W-ZHA Ibid.

1999/2000 2004 2005 2006

Source: City of Greenville

d. community issues and concerns

Speak Out! neighborhood vision meetings

Downtown and the waterfront workshop

Central Business District

MCNEIL MCNEIL PUMPING STATION PUMPING STATION

AND HOTEL AND HOTEL

RED RIVER FESTIVAL PLAZA RED RIVER

CONVENTION CENTER CONVENTION CENTER AND HOTEL AND HOTEL

ROBINSON FILM CENTER

Cross Bayou COURTHOUSE

New downtown park

Central Business District

RIVERVIEW PARK/ RIVERVIEW PARK/ BARNWELL CENTER BARNWELL CENTER

Downtown trolley parcel circulator

RED RIVER DISTRICT

RIVERVIEW PARK/ BARNWELL CENTER

POTENTIAL SRAC OFFICES

owntownisalivewithmany D wholive,workandplaythere joinedbyothersforadays oreveningsenjoyment.