JUNE 2017

midtown master planmidtown master plan midtown master planmidtown master plan

JUNE 2017

Staff Review Gus Gianikas, Senior Planner

Patricia Z. Hitchcock, Planning & Zoning Manager

Elizabeth Koreman, Land Development Manager

Holly Lang, Fiscal Manager

Nancy Smith, Senior Planner

Steering Committee Victoria Billig

Pamela Calero

Ann Chaffin

David DeSantis

Kristen Dreyer

David Ellspermann

Karla Grimsley

Karen Hill

Edward Plaster Jr.

Ted Schatt

Jimmy Walton

Consultant Team MIG, Inc.

Daniel Iacofano, Principal-In-Charge / Project Manager

Jay Renkens, Deputy Project Manager

Chris Ryerson, Deputy Project Manager

Carolyn M. Verheyen, Healthy Communities Expert

Philip Myrick, Placemaking Expert

Cole Gehler, Project Associate

Mark De La Torre, Project Associate

Economic & Planning Systems

Andrew Knudtsen, Principal Economic Analyst

Tim Morzel, Senior Associate

Kittelson & Associates, Inc.

John Paul Weesner, Principal Transportation Planner

City Council Brent Malever, Council President

Matthew Wardell, Council President Pro-Tem

Mary S. Rich, Council Member

Jay Musleh, Council Member

James P. Hilty Sr., Council Member

Mayor Kent Guinn

City Manager John Zobler

Project Managers Peter A. Lee, Planning Director

David Boston, Senior Planner / GIS Analyst

Project Team Tye Chighizola, Growth Management Director

Peggy Cash, Office Administrator / Manager

Aubrey Hale, Urban Design Coordinator

Carol C. McKeever, Administrative / Fiscal Specialist

Acknowledgments

A special thank you to all of the residents, stakeholders, and community members who participated in the planning process for the Midtown Master Plan who were not listed in the Acknowledgments. Your contributions helped ensure that Midtown will be a livable, connected, and safe neighborhood for generations to come.

Stakeholder & Focus Groups

Real Estate & Development

Steve Albright

Kirk Boone

Elgin Carelock

Kristen Dreyer

Steve Gray

Paula King

Sandy McBride

Ken McKay

David Midgett

Bryce Peek

Nick Robinson

Ted Schatt

Kevin Sheilley

Gary Simons

Rolando Sosa

Don Sparkman

Jimmy Walton

Sandon Wiechens

Social Services

Martha Cieplinski

Tim Cowart

Natalia Cox

Steve Ehrhart

Steve Farrell

Barbara Fitos

Frank Gamache

Joyce Gamache

Karla Grimsley

Scott Hackmyer

James P. Hilty Sr.

Cheryl Martin

Major Forrest McIntyre

Donnie Mitchell

Major George Patterson

Scot Quintel

Chris Rison

Bishop David Stockton

Captain Corey Taylor

Arts & Culture

Jaye Baillie

Victoria Billig

Pamela Calero

Summer Gill

Meagan Chaney Gumpert

Paula King

Angie Lewis

Jane L. Pope

Melissa J. Townsend

Matthew Wardell

Mobility & Connectivity

Richard Busche

Mike Daniels

John Donahue

Brian Fuller

Todd Furbish

Amber Gartner

Glenda Jones

Shatasha Jones

Jamie Kersey

Sean Lanier

Ken Odom

Paulo Mastroserio

Edward Plaster Jr.

Fred Roberts Jr.

Bob Titterington

Ryan Woodall

Clark Yandle

Acknowledgments

Table of Contents

CHAPTER 1: INTRODUCTION

1.1 Midtown Master Plan Background and Purpose

1.2 Historical and Regional Context

1.3 Midtown’s Context

1.4 Previous Planning Efforts

1.5 Planning Process

1.6 Document Overview

CHAPTER 2: EXISTING CONDITIONS

2.1 Midtown Area Overview

2.2 Land Use and Urban Form

2.3 Transportation and Mobility

2.4 Social Services Provision

2.5 Arts and Culture

2.6 Economic and Market Conditions

CHAPTER 3: MIDTOWN REVITALIZATION STRATEGY

3.1 Vision and Goals

3.2 Strategy Framework

3.3 Strategy Diagram

CHAPTER 4: LAND USE AND DEVELOPMENT CONCEPTS

4.1 Strategies for Midtown

CHAPTER 5: CATALYTIC OPPORTUNITY SITES

5.1 Fire Station Site

5.2 Concord Parking Lot

5.3 SunTrust Parking Lot

5.4 Walton Property

5.5 Murphy Parking Lot

5.6 Secondary Opportunity Sites

CHAPTER 6: SUPPORTING STRATEGIES

6.1 Pedestrian, Bicycle, and Transit Connectivity and Parking

6.2 Streetscape and Public Realm Design and Maintenance

6.3 Programming, Activation, and Placemaking

6.4 Social Services Coordination

6.5 Building Design Guidelines and Standards

6.6 Branding and Marketing

CHAPTER 7: IMPLEMENTATION

7.1 Organizing for Action

7.2 Overarching Priorities

7.3 Phasing Plan

List of Sources

Introduction1

1Midtown Master Plan

1.1 Midtown Master Plan Background and Purpose

Downtown Ocala is enjoying a great renaissance. New projects, businesses, and programming are repositioning Downtown, not just as a central location, but as an experience that is capitalizing on being the heart of the community and a hub of activity for the region.

Construction of a new hotel and retail complex and the Downtown parking garage; remodeling and activation of the historic Marion Theatre; and implementation of projects such as the Osceola Trak and the Ocala Downtown Market relocation are all bringing renewed energy and momentum to the city center.

Located just north of the Downtown, the Midtown area of Ocala’s Downtown Community Redevelopment Area is also poised for transformative revitalization (see Figure 1.1). Now is the time to plan the long-term role of Midtown; how the area will complement the larger city center; the strategic use of catalytic development sites;

creation of safe and comfortable connections between these sites and other great Downtown assets; and design of public spaces that welcome residents and visitors alike.

Successful development and implementation of the Midtown Master Plan will allow Ocala to further realize the vision and direction articulated in the Downtown Master Plan (2004), Ocala Vision 2035 (2010), and the Midtown Master Plan process.

1.2 Historical and Regional Context

Ocala was developed as a result of the Seminole Wars. The name, “Ocala” derives from the Timucuan Indians who called their village Ocali, meaning, “big hammock.” In 1846, Ocala was designated as the county seat in the newly formed Marion County. Its economy was initially centered on small and large agricultural production, including the citrus industry. Rail operations reached Ocala in 1881, further encouraging economic development. In 1883, downtown Ocala was destroyed by fire, but was rebuilt with brick, granite, and steel, thus becoming known as “The Brick City.”

Later phases of growth included the establishment of Ocala as a government and financial center and tourist destination, in addition to its numerous agricultural functions. The greater Ocala area experienced one of the highest growth rates in the country (for a city its size) around the turn of the 21st Century. Marion County’s population in 2000 was approximately 250,000 people, an increase from less than 100,000 people in 1975.

Today, the city and surrounding region are renowned for their historic residential districts, rolling green fields of horse farms, desirable climate, open space preserves, and numerous outdoor and recreational opportunities. The region’s central location between both coasts and access to other Florida destinations via a strong highway system contributes to the area’s attractiveness for residents and businesses.

1. Introduction Introduction

A view down Magnolia Street in the 1940s

2 City of Ocala

Figure 1.1: Midtown Study Area and Context

Chapter 1 | Introduction

3Midtown Master Plan

1.3 Midtown’s

Context Midtown resides between Downtown and the North Magnolia District (see Figures

1.2 and 1.3). Combined, these three districts represent the city’s core and demand vitality.

Encompassing Downtown and much of Midtown is the Community Redevelopment Area (CRA). The CRA was established to conserve, rehabilitate, and redevelop the Downtown area in response to deteriorating physical and social conditions. See the Community Redevelopment Area (CRA) Plan (1988) in the following section for information.

Figure 1.2: Downtown Context

Figure 1.3: City Context

4 City of Ocala

1.4 Previous Planning Efforts

The Midtown Master Plan is based on a wide range of research, public input, and key concepts and recommendations sourced from previous planning efforts in and around Ocala. The plans summarized below are listed in chronological order, and include regional and citywide efforts as well as more focused studies of areas or topics relevant to the Midtown planning process.

COMMUNITY REDEVELOPMENT AREA (CRA) PLAN (1988)

The Community Redevelopment Area (CRA) Plan of 1988 outlined the boundaries and purpose of the CRA, and provided recommendations for planning the redevelopment of Downtown. It defined the CRA as the 108-block area around Downtown Ocala, including Midtown, centered a few blocks east of the intersection of State Route 40 (Silver Springs Blvd.) and Highway 441 (Pine Ave.) In accordance with the state’s Community Redevelopment Act, the City established the CRA in order to conserve, rehabilitate, and redevelop the Downtown area in response to deteriorating physical and social conditions. Mechanisms used for stimulating redevelopment within the CRA included tax breaks, incentives, and Tax Increment Financing.

DOWNTOWN MASTER PLAN (2004)

The Downtown Master Plan provided a blueprint for achieving an economic, strategic, and planning and design framework to revitalize the downtown and implement the community’s vision. The plan identified specific opportunity sites, public improvements, and programs that combined will help to guide growth and development in the city center and lead to a more diverse and dense city core. Many initiatives outlined in the Downtown Master Plan will be implemented in part through CRA financing tools.

OCALA 2035 VISION (2010)

The Ocala 2035 Vision described how the community wants the City to look and function in the future. It provided a community-supported roadmap for strategic support, long-term implementation, and established priorities for future decision-making. The visioning process evaluated and answered the following key questions regarding community building in Ocala for the year 2035 and beyond:

◊ How do people move around the community?

◊ How are the streets designed, used, and connected?

◊ What is the relationship of buildings to streets?

◊ What do the buildings, neighborhoods, commercial districts, and open spaces look like?

The Downtown Community Redevelopment Area (CRA) boundary includes much of Midtown

The Downtown Master Plan illustrated future improvements for public and private spaces

Sources: Esri, HERE, DeLorme, Intermap, increment P Corp., GEBCO, USGS, FAO, NPS, NRCAN, GeoBase, IGN, Kadaster NL, Ordnance Survey, Esri Japan, METI, Esri China (Hong Kong), swisstopo, MapmyIndia, © OpenStreetMap contributors, and the GIS User Community

5Midtown Master Plan

OTHER RELATED PLANNING EFFORTS

(Brief summaries are included in Appendix A)

◊ Ocala Downtown Market Study (2013)

◊ US 441/SR 500 (Pine Avenue) Corridor Management Plan (2013)

◊ West Ocala Community Redevelopment Plan (2015) and

◊ East Ocala Community Redevelopment Plan (2016)

◊ Tuscawilla Park Master Plan (2014)

◊ 2035 Bicycle and Pedestrian Master Plan (2014)

◊ SR 40 (Silver Springs Blvd) Concept Development Planning Study (2015)

1.5 Planning Process

In August of 2016, the City of Ocala began a planning process to determine how and where to begin stimulating development and revitalization in Midtown. The City conducted a nine-month process to perform economic and planning research, engage the community, and develop a comprehensive revitalization plan for Midtown Ocala. A Project Team comprised of City staff and planning consultants met on a regular basis to develop and fine-tune strategies for Midtown.

The community engagement largely took place during four rounds of meetings held in August, November, March, and May. These meeting windows enabled multiple community groups to provide input and shape the plan. The variety of community engagement types conducted are described as follows.

FOCUS GROUPS AND STAKEHOLDER INTERVIEWS

The community outreach process began with interviews with key influencers and stakeholders. A series of interviews and focus groups were conducted identifying challenges and opportunities, developing priorities and gaining “ownership” in the Master Plan process from a variety of constituencies. There were six stakeholder discussions organized with real estate professionals, developers/land owners, social services providers, cultural arts, home owners, and business owners. The focus group-style interview topics included vehicular and pedestrian connectivity, development opportunities/identifying catalytic sites, and the overall vision for Midtown.

POP-UP VISIONING WORKSHOP

The project team prepared and facilitated a pop-up community workshop that included the presentation of a user-friendly snapshot of existing conditions, discussion of trends and opportunities, and collection of the community’s thoughts about the vision and values for the Midtown area moving forward.

The planning process includes numerous methods of community outreach ranging from visioning exercises to targeted interviews.

6 City of Ocala

STEERING COMMITTEE MEETINGS

A Steering Committee meeting was held during each round of meetings throughout the process. The Steering Committee and City staff engaged in presentations and discussions facilitated by consultants. The range of topics included identifying key issues and challenges, developing potential concepts and alternatives for the Midtown area, and refinements to strategies and plan content.

FOCUS GROUP ROUNDTABLES

The project team organized two focus groups in roundtable sessions. The first brought together area brokers and developers to discuss challenges and opportunities for redevelopment in the Midtown area. The second session brought together area social services providers, associated City departments, and impacted area residents and employees to discuss challenges and opportunities for social services provision in the Midtown area and to explore ideas for cooperation and collaboration that will improve service provision.

DESIGN AND PLANNING CHARRETTE

City staff and the consulting team participated in a single day charrette integrating public input and determining the preferred strategies for mobility, placemaking, social services, land use and development, and the catalytic site designs.

CITY COUNCIL WORK SESSION

The project team organized and facilitated a work session with Ocala City Council, presenting and discussing the main components and concepts of the Draft Midtown Master Plan and Implementation Plan.

Two focus group roundtable sessions targeting social service providers and area brokers and developers resulted in key strategies for the Midtown Master Plan, highlighted in wall-graphic recordings, as shown above.

7Midtown Master Plan

1.6 Document Overview

This plan presents the framework of Midtown’s past, present, and future. More specifically, it analyzes physical, social, and economic conditions; identifies catalytic development sites; presents concepts for better connections between Midtown, Downtown, and surrounding neighborhoods; and establishes a market-tested, realistic plan set for implementation.

The Midtown Master Plan is organized into the following chapters:

Introduction Describes the Ocala Midtown Master Plan purpose, process, and context

Existing Conditions Assesses current conditions in Midtown

Midtown Revitalization Strategy Defines Midtown’s vision and goals

Land Use and Development Concepts Establishes strategies for future growth

Catalytic Opportunity Sites Identifies places with development potential to enhance Midtown

Supporting Strategies Provides additional recommendations to improve Midtown

Implementation Organizes and prioritizes the Plan into actionable steps

Appendices Includes additional materials established throughout the planning process

Existing Conditions2

9Midtown Master Plan

2.1 Midtown Area Overview

This chapter presents an overview of key existing conditions for the Midtown area that served as a resource and baseline during analytical and design phases of the planning and design process. A complete report highlighting existing issues, challenges and opportunities can be found in Appendix A.

2.2 Land Use and Urban Form

LAND USE

Midtown Ocala has a balanced mix of land uses when analyzed at a high level (see Figure 2.1). However, a more detailed look reveals a need to integrate a wider range of uses and better connect those uses for Midtown to really thrive as a vibrant, mixed-use area. The very disparate set of existing uses including retail, residential, office, industrial, homeless services, government services, and Tuscawilla Park create a challenging environment for strategic redevelopment in Midtown. Almost 34 percent of existing land uses are devoted to commercial uses including industrial, office, and retail. Government uses account for just over 12 percent of land in Midtown, and recreational or drainage retention areas associated mostly with Tuscawilla Park encompass 25 percent of the area. Existing residential uses compose 14 percent of Midtown. While about 90 percent of residential uses are accounted for by single family residential and duplex units, only 10 percent are currently devoted to higher density options such as triplex, quadplex, apartment units, and condominiums. Other uses occupying 5 percent of Midtown or less include, institutional, worship, rights-of-way, transportation and utilities, and undeveloped land.

Future land use in the great majority of the Midtown area is planned as High Intensity/Central Core in Ocala Vision 2035 (see Figure 2.2). This land use pattern calls for a high mixture of uses, taller buildings, smaller setbacks, wide sidewalks to improve pedestrian activity, plazas and civic areas, and parking located on-street or behind buildings.

1. Introduction

Zoning in Downtown and Midtown supports opportunities for mixed-use development resulting in a variety of land uses and building forms.

10 City of Ocala

Figure 2.1: Existing Land Use

11Midtown Master Plan

Figure 2.2: Future Land Use

Chapter 2 | Existing Conditions

12 City of Ocala

ZONING

Zoning in Midtown (see Figure 2.3) generally supports the planned High Intensity/Central Core future land use for Midtown, particularly in areas west of Watula Avenue. About 28 percent of Midtown is zoned directly for high intensity and transitional mixed-use as part of the community redevelopment area. In addition, approximately 46 percent of the area allows for high density multifamily residential at up to 50 dwelling units per acre, including all four B-3 zones that comprise most private sector uses in Midtown west of Watula Avenue. Government and institutional zones cover about 25 percent of Midtown. Zoning for industrial uses is marginal and occurs primarily along rail and right-of-way peripheries. Residential zoning applies to only a small portion of Midtown, on the eastern edge along NE 8th Avenue and in the southeast portion of the study area where multifamily parcels compose about 10 percent of the land. The City’s plan to implement a form-based code in the Downtown and Midtown areas will more easily allow a mix of uses and help generate a more vibrant public realm.

BUILDING COVERAGE

Midtown buildings cover 26.9 acres, or 13 percent of developable land (excluding recreation and drainage areas) in the Midtown study area. This amount is low for an urban area adjacent to a Downtown (see Figure 12).

However, parks and open space uses including recreation and drainage retention areas occupy over 20 percent of the study area and contain just three primary structures. Undeveloped land and surface parking are two other reasons building coverage in Midtown remains low. City blocks in south-central midtown have the most building coverage and comprise primarily government, commercial and industrial uses. The uses with the least amount of building coverage are single family residential, located in east Midtown; and office, located in west Midtown.

PARKS AND TRAILS

Tuscawilla Park, built in 1917, is the only designated recreational park in Midtown, occupying about 10 percent of the land. The park is programmed with an amphitheater, tennis courts, playground equipment, basketball courts, picnic shelters, public restrooms, basketball courts, and a baseball field. Tuscawilla Park is also the home of the Reilly Arts Center and the Discovery Center, and is adjacent to Ocala Union Station, which houses the Magnolia Art Xchange (MAX), and the Plein Air Art Park. Drainage retention areas located to the south and west of the park generally function as an extension of the park, but are un-programmed.

Paved paths connect the park to adjacent lakes and ponds, creating a local trail network. No other formalized trails exist in Midtown beyond those in Tuscawilla Park. Bike lanes on N Magnolia Avenue and Bonnie Heath Boulevard enter Midtown’s study area, but either terminate immediately or pass through with no access.

SPACE DEVOTED TO CARS

Streets and parking are the two most common spaces devoted to cars. In Midtown, public rights-of-way (streets, sidewalks, and associated public space) accounts for about 63 acres. In addition, parcels with paved surface parking lots compose approximately 25 acres of land. Altogether, nearly 90 acres, or 50 percent of Midtown is devoted to rights-of-way and paved parking lots.

Midtown’s right-of-way widths range between 28 and 125 feet, with 40-foot rights-of-way being most common.

The highways have the widest rights-of-way averaging around 100 feet and include Silver Spring Boulevard, Bonnie Heath Boulevard and N Pine Avenue. Bonnie Heath Boulevard reaches 125 feet across, north of Tuscawilla Park. While N Magnolia Avenue and NE 8th Avenue average above 60-foot right-of-way, NE and NW 11th Street is most often a 28-foot right-of-way.

13Midtown Master Plan

Figure 2.3: Zoning

14 City of Ocala

Figure 2.4: Figure Ground

15Midtown Master Plan

2.3 Transportation and Mobility

Mobility and connectivity in the Midtown study area are characterized by the modes of transportation used by residents, employees, and visitors.

Those modes are:

◊ People out for a walk;

◊ People riding their bikes;

◊ People using transit; and

◊ People in their vehicles.

WALKABILITY IN THE MIDTOWN AREA

Midtown is fairly walkable in the areas adjacent to Downtown, with complete crosswalks on all four legs of an intersection, and sidewalks throughout. Besides this small area of walkability, there are many areas of concern for pedestrian mobility in the Midtown study area. Major pedestrian barriers are described for the following streets:

E Silver Springs Boulevard (SR 40) ◊ Crossings at a few locations, but difficult to cross

◊ Higher speeds and the lack of crossings at certain desirable points

◊ Currently in the process of developing a multiuse trail along Osceola Avenue

trail intersection requires a more detailed study managing expectations of all modes

West of NW 1st Avenue & Pine Avenue Crossings ◊ Less walkable blocks because of large parcel massing – Marion

County Judicial Center, Marion County Clerk of the Courts, and adjoining parking garages

◊ Relatively unsafe to cross Pine Avenue into West Ocala

◊ Crossing Pine Avenue (US 301) at SR 40 and NW 2nd Street is difficult

North of NW 3rd Street ◊ Sidewalks on NE 1st Ave and Magnolia Ave

◊ Sidewalks begin to disappear to the east and west of NE 1st Avenue and Magnolia Avenue – Forces pedestrians to walk in the street or not at all Streets and trails throughout Midtown currently carry multiple modes of transportation, but existing conditions lack adequate facilities.

16 City of Ocala

East of NE Osceola Avenue ◊ NE Watula Avenue has broken sidewalk connections with utility impedances

◊ Close to a full pedestrian connection to Tuscawilla Park

◊ Mostly adequate sidewalks within the Tuscawilla Park Historic District

NE 8th Avenue ◊ Sidewalks and some crossings along NE 8th Avenue

◊ Higher speeds, the wide 4-lane section, and lack of consistent street trees create a harsher environment for walkability

◊ A possible road diet and/or increasing the pedestrian level of comfort and safety (requires further study)

BIKING IN THE MIDTOWN AREA

Within the Midtown study area, there are no bicycle facilities (see Figure 2.5). Just north of the railroad tracks, Magnolia Ave has 5-foot bike lanes on either side of the street and the southbound lane disappears at NW 6th Street, while the northbound lane begins after the railroad crossing. With many regional trails planned (such as the Florida Northern Railroad (FNOR) Rail Trail and Silver Springs Bikeway), implementing adequate bicycle facilities in the Midtown District will be critical. Current projects like the Osceola Trak (part of the FNOR Rail Trail) is a very good start, but the most effective way to encourage safe and accessible bicycling in Midtown is to look for opportunities to add sharrows, bike lanes, and/or cycle tracks into the existing infrastructure of streets within the area. Increasing bicycle access to Midtown, as well as Downtown, will facilitate interest in the area, economic redevelopment, and allow for more modes of transportation to access the core area of Downtown Ocala.

Instances where bike lanes and trails seamlessly connect help integrate Midtown to the area’s regional trail system.

17Midtown Master Plan

Figure 2.5: Pedestrian and Bicycle Facilities

18 City of Ocala

TRANSIT IN THE MIDTOWN AREA

Downtown and Midtown Ocala have seen a steady increase of transit riders over the last few years. SunTran operates the bus service in Downtown and Midtown Ocala and currently runs ten vehicles on six routes (see Figure 2.6):

◊ Yellow Route serves SR 40 and North Magnolia;

◊ Purple Route serves Midtown, Downtown, and West Ocala;

◊ Orange Route connects Midtown and Downtown to points south of Downtown;

There is a transfer station, the Ocala Union Station, located at the corner of NE 1st Avenue and NE 5th Street and bounded to the north and east by railroad lines. This is a great location for a transfer station, especially if rail-based transit would come to Ocala. However, the current bus system runs on 60 – 75 minute headways – which means if you missed the bus at your stop, you would need to wait another hour to hour and fifteen minutes before the next bus. This is a very long time to wait for a bus in an urban form City environment. Many other cities strive for 10 – 30 minute headways in their downtown areas, and others have even created trolley, circulators, or shuttles that only operate in the downtown with 5 – 15 minute headways to facilitate movement in and around the City core.

Six local bus routes serve Downtown and Midtown.

19Midtown Master Plan

Figure 2.6: Public Transit Lines

20 City of Ocala

AUTOMOBILE DRIVING IN THE MIDTOWN AREA

The existing roadway system in the Midtown Area consists of arterials, collectors, and local streets (Figure 2.7 shows annual average daily traffic figures). Arterial (major and minor) roadways are intended to connect major regional areas. Collector (major and minor) roadways are intended to facilitate access from the local areas to the arterial roadways. Local roadways are meant to facilitate movement within the core local areas including downtowns, neighborhoods, and areas of commercial, industrial, and office use.

According to Signal Four Analytic data from the University of Florida, there were 940 accidents within the Midtown study area over the last 5 years, including 225 accidents with injuries, and 2 fatalities (see Appendix A for more information). The high amount of rear-end and angle crashes (nearly 78% of the known accidents in the study area) suggest there is an issue with the roadway network usage and the types of roadways designated within the study area.

Roadways often change effective functional classifications based on the land-use context. For instance, as SR 40 (Silver Springs Blvd.) enters the downtown area (at US 301 to the west and NE 8th Ave to the east), it begins to function more like a collector roadway funneling traffic from the local downtown core in and out of the downtown area. Between Osceola Avenue and NW 1st Avenue, SR 40 functions almost like a local roadway moving traffic in and around the one-way pairs and connecting the Downtown Core area with the Midtown Area. Similarly, the land-uses and built form have responded to this perceived change with buildings in the core area built closer to the street in a more walkable, pedestrian-friendly environment, while SR 40 transitions away from the Downtown Core, buildings are set further back from the roadway and there is less emphasis on the pedestrian environment.

As Silver Springs Boulevard passes through Downtown, it favors vehicular movement more so than pedestrian activity.

Both narrow and wide rights-of-way connect people to and through Midtown.

21Midtown Master Plan

Figure 2.7: Annual Average Daily Traffic

22 City of Ocala

2.4 Social Services Provision

SOCIAL SERVICES

Midtown is home to numerous entities that compose an ecosystem of social service providers that serve the needs of the homeless in and around Downtown Ocala (see Figure 2.8). These entities include shelters and food kitchens such as the Salvation Army and Interfaith Services, Court and Probation offices, non-profit ministries, and drug treatment facilities.

Collectively, these organizations provide services to populations in need of emergency shelter, housing, food, drug treatment, counseling, and job assistance. However, each typically operates independently, creating potential gaps or wasteful redundancy in service provision, and the possibility that established policies may conflict with broader goals of the service community and the City.

No centralized location currently exists for coordinating in-take of populations in need nor for referring them to appropriate organizations based on their individual needs. In addition, shelters and other non-profit organizations are often competing for constrained funding sources. A framework for coordination and collective action is needed to ensure more systematic and effective delivery of social services in Midtown and Ocala as a whole. One key strategy is to strengthen and increase coordination among agencies applying for federal funding through the Marion County Continuum of Care, especially those organizations attempting to improve and expand their Housing First / rapid re-housing capacity.

KEY CHALLENGES

Vagrancy and drug abuse among some of the homeless population in Midtown creates daily impacts for home and business owners and for emergency and healthcare service providers. Loitering, drug paraphernalia, littering, unsanitary behaviors, and drug-related crime among this population impact the safety and comfort of residents, employees, and visitors. Although Ocala Police frequently respond to calls on these issues, a more comprehensive solution must be part of any coordinated approach to social services provision in Midtown.

Other issues related to social services provision in Midtown include:

◊ Limited Housing First assistance, including placement and wrap-around services, for the homeless population;

◊ Severe shortage of available affordable housing units;

◊ Limited transportation options that connect people with needed services and opportunities;

◊ Lacking cover from the elements in a secure and managed location with access to laundry facilities, a computer lab, showers, etc.; and

◊ Deficient data to assess the needs of the homeless population.

A variety of shelters and providers serve the homeless in Ocala, including Brother’s Keeper, Interfaith Services, and Open Arms Village.

23Midtown Master Plan

Figure 2.8: Social Services Distribution Points and Public Transit Routes

24 City of Ocala

2.5 Arts and Culture

CURRENT ASSETS AND PROGRAMS

Ocala has a vibrant arts and culture community with numerous existing amenities both in Downtown and the emerging arts district in Midtown (Figure 2.9). The Downtown Core hosts the First Friday Art Walk and is home to Artist Alley, Citizens’ Circle, the Downtown Square, and many dining and entertainment options including the refurbished historic Marion Theater. In addition, innovative organizations like the Florida Institute for Human & Machine Cognition (IHMC) call Downtown home and provide the community with unique lectures and science workshops for kids.

The outreach activities of IHMC are a great complement to fun, interactive learning programs offered by the Discovery Center located in Tuscawilla Park. This is just one example of the many ways that science, arts, and culture activities in Midtown can link to the vibrancy and energy emerging Downtown. Other established assets in Midtown include the Reilly Arts Center, the Plein Air Art Park, and the Art Stroll in Tuscawilla Park.

EMERGING ASSETS AND PROGRAMS

Midtown also has an emerging arts district centered on the developing Plein Air Art Park and the Magnolia Art Xchange (MAX), located in the old depot building at Ocala Union Station. MAX will serve as an arts incubator, provide private and open studio spaces, and may host an Artist in Residency program. MAX has also partnered with the Appleton Museum to bring a HENSE Mural to Midtown. The 200-foot exhibit will be installed on the west end of the Seminole Feed building at NE 5th Street.

The Ocala arts community is participating in the Midtown Master Plan process to ensure further integration of arts and culture into Midtown amenities, programming, and public spaces, and to better connect the area to Downtown through art. Midtown will attract and support a full range of arts and culture activities, from fine art to street art, renowned festivals to food trucks.

Midtown’s Arts and Culture District includes attractions such as the Art Stroll and the Reilly Arts Center. The emerging district is proximal to the Downtown Core which includes the Downtown Market, amongst many assets.

25Midtown Master Plan

Figure 2.9: Arts and Cultural Assets

26 City of Ocala

2.6 Economic and Market Conditions

Basic demographic and economic data and trends are presented in this section and expanded in Appendices A and B, to serve as a basis for planning in the Midtown area.

Over the past decade, the City of Ocala and specifically the Downtown and Midtown areas have undergone a number of changes both from a development and demographic perspective. First and foremost, the efforts of the City, which have been guided by the Downtown Master Plan and the Gibbs Retail Study, to invest in the health and success of the downtown area have generally been successful. Many of the businesses with a long history of operating in the downtown area have continued to experience success. In addition, City grants and infrastructure improvements in the downtown area have attracted a number of new businesses and developments in the downtown area. Most recently, the City completed the construction of a parking structure that is expected to continue to support the success of existing and future businesses and developments and is widely regarded as a great asset for downtown Ocala.

Finally, the City continues to benefit from the equestrian industry’s presence throughout Marion County. A recent study commissioned by the Ocala/Marion Chamber & Economic Partnership (http://ocalacep.com/) cited the economic impact of the industry on the Ocala/Marion County area at approximately $2.62 billion per year. That impact translates into spending in hotels, restaurants and bars, and other Ocala businesses and also helps employ thousands of residents.

DEMOGRAPHICS

While there have been a number of success stories in and around Downtown Ocala, the effects of the Great Recession and a changing national and global economy have created a number of challenges for businesses and residents in Ocala. Specifically, the effects of the recession led to the closure of a number of businesses throughout Ocala and have increased the challenges associated with starting a new business. In addition, a changing economy has led to a shift in the basic demographics throughout Ocala. Many of these changes can perhaps be seen most acutely in the Midtown area.

Figure 2.10: Population and Household Trends, 2000-2016

Source: US Census Bureau; ERSI; Economic and Planning Systems

Description 2000 2010 2016 2000-2010 2010-2016

Total Ann. # Ann. % Total Ann. # Ann. %

Population

Midtown 316 338 306 22 2 0.7% -32 -5 -1.6% City of Ocala, FL 49,989 56,509 58,616 6,520 652 1.2% 2,107 351 0.6% Marion County, FL 258,916 331,298 344,417 72,382 7,238 2.5% 13,119 2,187 0.6%

Households

Midtown 81 80 63 -1 0 -0.1% -17 -3 -3.9% City of Ocala, FL 20,310 23,201 23,666 2,891 289 1.3% 465 78 0.3% Marion County, FL 106,755 137,726 141,510 30,971 3,097 2.6% 3,784 631 0.5%

27Midtown Master Plan

Since 2000, the number of residents living in Midtown has decreased with the number of households moving out of the area only increasing over the past few years. Perhaps most troubling, this decrease in population has corresponded with an increase in the vacancy rate in the area. In 2016, Midtown’s vacancy stood at just under 50 percent. High vacancies in Midtown not only reduce the activity, vibrancy, and character of the neighborhood, but have the potential to lead to a spiral of disinvestment as vacancy reduces the values of neighboring homes, decreases eyes on the street, and creates environments conducive for less desirable activities.

In comparison to Midtown, the population of the City of Ocala and Marion County has increased since 2000.

Much of this increase occurred from 2000 to 2010, when the City grew at an average annual rate of 1.3 percent and the County grew at an average annual rate of 2.6 percent. Since 2010, the rate of growth has decreased, but both geographies are still adding residents. At a City level, vacancy rates have also increased, but at a much slower rate than in Midtown (10% vacancy in 2000 to 15% vacancy in 2016). In addition, it is important to note that citywide vacancy is also more likely to include seasonal homes, which count as vacant in the Census. However, the city did see a significant shift from owner-occupied units to renters. More specifically, from 2000 to 2016, the percentage of renters in occupied units increased from 35 percent to 44 percent. This shift from owners to renters follows a national trend in the housing market coming out of the Great Recession, and suggests increased demand for rental products.

While Midtown resident and household population has decreased, employment growth in Midtown has outpaced both the city and the county. However, employment in Midtown, the City, and the County are still below their pre-recession peaks.

Figure 2.11: Housing Trends, 2000-2016

Source: US Census Bureau; ERSI; Economic and Planning Systems

Description 2000 2016 2000-2016

Number Percent Number Percent Total Ann. # Ann. %

Midtown

Owner Occupied Housing Units 42 35% 24 20% -18 -1 -3.4%

Renter Occupied Housing Units 39 32% 39 32% 0 0 0.0%

Vacant Housing Units 40 33% 60 49% 20 1 2.6% Total 121 100% 123 100% 2 0 -1%

City of Ocala, FL

Owner Occupied Housing Units 12,394 55% 11,416 41% -977 -61 -0.5%

Renter Occupied Housing Units 7,926 35% 12,253 44% 4,328 270 2.8%

Vacant Housing Units 2,133 10% 4,243 15% 2,110 132 4.4% Total 22,452 100% 27,912 100% 5,460 341 7%

28 City of Ocala

DEVELOPMENT AND REAL ESTATE

In terms of development and real estate, the following highlights trends in the Midtown area with comparisons to Downtown and the City where applicable. At a high level, the trends were broken into two categories:

Residential and Commercial, each of which was explored further in accompanying appendices.

Residential Residential prices as a whole have decreased in the City of Ocala since the recession and have not yet made any significant recovery. However, importantly, new products are priced at a significant premium, which has increased since the recession. For example, since 2010, the premium for a new single family home has average approximately $107,000. As a result, developers have continued to build residential products, tending to focus on single family homes, which represent approximately 80 percent of new units built in 2015 and 2016. While single family homes are the dominant product in the market, there are examples of potential transformative multi-family products being built.

In 2016, through a partnership with the City, an existing office building just east of downtown Ocala was converted into an 18-unit luxury condominium development. Prices range from $184,000 for a one-bedroom unit to $275,000 for a two-bedroom unit. A number of the units were reserved before the project was completed and according the developer the remaining units continue to be purchased at an expected rate. Although the project received City subsidies, it does indicate initial interest from the development community in constructing higher density residential buildings closer to downtown Ocala.

Downtown Ocala has a range of housing options; yet, single family houses dominate the stock.

29Midtown Master Plan

Commercial Likewise, the commercial market has also been slow to recover from the recession. The inventory of office products has increased slightly across the City and the Midtown and Downtown submarkets at an average annual rate of less than one percent. Over the past ten years, the City has added an average of approximately 30,000 square feet of office a year. At the same time, vacancy has increased, and rents have decreased across all markets.

In fact, vacancies have averaged a one percent increase per year and, in 2016, ranged from 9 percent and 10 percent in the City and Downtown, respectively, to 15 percent in Midtown.

For industrial/flex products, inventory has increased in the City by approximately 80,000 square feet a year, but has decreased in Midtown and Downtown. The decrease in inventory in Midtown and Downtown could represent weak interest in the market, but also shifting land use patterns in the two submarkets. However, vacancy percentage has grown along with inventory in the City by an average of one percent a year, and, in 2016, equaled

9.5 percent. Rents have also decreased over this same time period.

Finally, retail has shown the strongest inventory growth citywide, growing at an average rate of 1.5 percent or 195,000 square feet per year since 2007. Downtown has grown at a weaker rate of 0.5 percent, and Midtown has not grown at all over the same time period. While retail rents have decreased and vacancy has increased, vacancy rates remain relatively low: ranging from 8 percent in the City to 6 percent in Downtown and 0 percent in Midtown.

Madison Commons is a successful example of an adaptive reuse project, transitioning from a millwork to innovative office and commercial space

Retailers have shown interest in opening new stores in the Midtown area

The Sovereign Building in Midtown boasts leaseable office space in a historic building

30 City of Ocala

MARKET DRIVERS AND KEY USER GROUPS

Projecting market demand and corresponding capture rates for commercial and residential uses should be done with an understanding of the regional economic drivers. The goal is to incorporate competitive advantages with Midtown such that it can complete more effectively and capture a greater share of the drivers that are growing. To think that market demand will evolve based on a narrow interpretation of the relevant trade area misses the opportunity to tap the larger drivers. It is important to recognize that any capture will be a small percentage. That said, a small percentage of a larger sector can be transformative to Midtown.

For this study, the drivers identified are those elements within the economy that are thriving and/or growing, and which manifest themselves as ‘demand’ and which influence how the ‘supply’ takes shape. The most relevant, based on an overview of Marion County economic conditions, include:

◊ Arts

◊ Retiree

◊ Workforce

◊ Technology and Medicine

◊ Equestrian

Arts The Arts cannot be underestimated with regard to their impact on redevelopment. Elevating the current art venues in Midtown can help brand the area as an Arts District. Ensuring that arts take form across many different venues, with a range of price points, and across the spectrum of formal-spontaneous events will be important to ingrain the arts concept into the redevelopment plan. It has been documented in many other redevelopment areas that elevating the arts introduces a compelling factor that drives demand for visitation and leads to increasing demand for real estate. Commercial tenants and residential households seek places that are authentic, vibrant, and community-focused, all of which can be conveyed with a strong arts theme.

Retirees The retiree presents an opportunity for Midtown. While at first glance, it may appear that the retiree market is focused in the outlying county, interviews with local merchants and developers indicated that Midtown and Downtown are compelling destinations for events, festivals, and dining. Unlike some downtowns, residents throughout the region will make the trip repeatedly to experience Ocala’s urban setting. Given the pace of development of more than 1,000 units per year in the County, it is likely that a small percentage (2% to 6%) would opt out of a conventional retirement setting and seek a location that is more vibrant, walkable, and community oriented.

Identifying and capturing market drivers such as the arts, workforce, and equestrian communities will be a major step in transforming Midtown.

31Midtown Master Plan

Workforce The need to provide housing for workforce employees is growing locally and nationally. For Midtown, this is particularly important to provide residential opportunity for a younger cohort. Firms will choose to locate where they can attract the best talent, and reach a prospective employee pool of millennials. The resulting mix of age groups is key, and an authentic urban environment will help attract both groups. The need for gap financing is not anticipated for workforce units, as they are not intended to be subsidized for below-market-rate conditions. Rather, they are geared to individuals and households earning a local wage that may otherwise be priced out of a market driven by imported capital.

Technology and Medicine The sectors of Technology and Medicine (often found with significant overlap between them) are growing nationally. Any opportunity to cultivate the expansion locally should be a priority. The Institute for Human & Machine Cognition (IHMC) is centered on the nexus between the two, with its mission to broaden human capabilities with technology. Located in downtown, its presence can be used to attract like-minded tech firms.

Ideally, Downtown and Midtown could emerge as a node with a concentration of technology oriented firms. While an elusive goal, as many communities are competing for the same thing, starting with the built environment and creating a vibrant community with a mix of uses and residents provides a platform for expansion.

Equestrian As one of the larger economic drivers in the area, the dollars and media exposure that follow the equestrian sector are substantial, including regional, national, and international. Based on observation, it appears that Midtown currently attracts a very small share of these dollars. Expanding hospitality and food and beverage in downtown/ midtown should be a high priority, as shown with the planned development of a hotel on the block immediately south of Midtown. Building on this momentum with a future hotel on the former Chamber of Commerce site and implementation of a safe and welcoming pedestrian crossing on SR 40 would help attract the visitation dollars to Midtown. Given the need to prove up this first hospitality initiative, a second hotel has not been included in the scenarios for this study; however, it should be considered once the first hotel reaches stabilized occupancy rates.

MARKET DEMAND

Midtown Ocala is poised to undergo a transformative revitalization that has the potential to add a significant number of residential units, office space, and retail space to the Downtown Ocala market. While this master plan and the efforts of City will help to support and energize future development in the area, it is important to present the amount of development that may occur in the future in the context of the greater market area. Appendix B, Midtown Ocala Market Overview, Demand Estimate, and Catalytic Site Evaluation, presents a range for the number of residential units and office space that may be supportable over the next five to 10 years.

Midtown Revitalization Strategy3

33Midtown Master Plan

3.1 Vision and Goals

THE MIDTOWN VISION

The vision for Midtown Ocala builds upon the successful revitalization of Downtown, and describes the community’s shared ideas for how the area can evolve in the future. Community input gathered during the planning process serves as the basis for the vision statement (see Figure 3.1).

3. Midtown Revitalization Strategy

GOAL 8

Effective and

Compassionate Social Services

GOAL 7

Differentiated

Shopping, Dining, and

Entertainment

GOAL 6

Premier Arts and Cultural Destination

GOAL 5

Osceola Trak as the Focus GOAL 4

Rich Array of Destinations

GOAL 3

Well-

Connected and Walkable

GOAL 2

Vibrant Mix of Uses midtown vision Midtown Ocala will be a LIVABLE, CONNECTED, and SAFE neighborhood; a thriving center of arts, culture, and innovation; and a hub of retail, dining, and entertainment options DISTINCT in Marion County

GOAL 1

Strong

Residential Core

◊ Midtown is a complete, urban neighborhood with a full range of amenities and services that allow residents and employees to fulfill their daily needs and activities. Opportunities for employment, grocery and other shopping needs, recreation, social gathering, dining, culture and entertainment, and professional services are all located within walking or biking distance of a range of housing options. Well-designed streetscapes and public spaces like the Concord Plaza are clean, safe, and attractive.

◊ Midtown is regarded, along with Downtown, as the vibrant center of the City, attracting and welcoming visitors from Ocala and the wider region to enjoy a wide variety of cultural, entertainment, dining, and recreation options for all ages.