City Council Agendas

CITY COUNCIL WORK SESSION April 29, 2024 6:00 p.m. Administrative Training Room Blue Springs City Hall 903 W. Main Street Blue Springs, Missouri 1. Call meeting to order 2. Confirmation of a Quorum 3. City Council Agenda 4. Economic Development 5. No Tax Increase Bond Issue 6. Downtown Master Plan next steps 7. Adjourn Miscellaneous Items City Council Meeting – Monday, May 6, 6:00 PM Parks Commission Meeting – Tuesday, May 7, 6:00 PM Public Arts Commission Meeting – Wednesday, May 8, 3:30 PM Planning Commission Meeting – Monday, May 13, 6:30 PM City Council Meeting – Monday, May 20, 6:00 PM Memorial Day Holiday – City Offices Closed - Monday, May 27 Public Safety Citizen Advisory Board Meeting – Tuesday, May 28, 6:00 PM Planning Commission Meeting – Monday, May 28, 6:30 PM City Council Meeting – Monday, June 3, 6:00 PM This Agenda was posted at City Hall and on the City’s website on April 25, 2024. Erin Ford, City Clerk TO: Mayor, City Council, Department Directors, and Press FROM: Christine Cates City Administrator DATE: April 25, 2024 SUBJECT: Agenda Explanations Item 3 – Council Agenda Mayor Lievsay will lead a discussion about potential changes to the Council meeting agenda format. Refer to Council Information Form from City Administrator Christine Cates for additional information. Item 4 – Economic Development Discussion of future Economic Development structure, roles, functions, organization, and goals in the City. Refer to Council Information Form from City Development Senior Director Mike Mallon for additional information. Item 5 – No Tax Increase Bond Issue Discussion of an election for a bond issue maintaining the City’s current debt service levy of $.15 per $100 in assessed valuation for new capital projects. Refer to Council Information Form from City Administrator Christine Cates for additional information. Item 6 – Downtown Master Plan Next Steps Discussion of next steps for implementation strategies of the Downtown Master Plan. Refer to Council Information Form from City Development Senior Director Mike Mallon for additional information.  Council Meeting Date: April 29, 2024 Agenda Item #: 3 Page 1 of 2 CITY OF BLUE SPRINGS CITY COUNCIL INFORMATION FORM DATE SUBMITTED: April 24, 2024 SUBMITTED BY: Christine Cates DEPARTMENT: Administration Ordinance Resolution Presentation Public Hearing Contract Discussion Economic Dev. Other ISSUE/REQUEST Mayor Lievsay will lead a discussion about potential changes to the Council meeting agenda format. BACKGROUND/JUSTIFICATION The current Rules of Procedure adopted by City Council for Agenda order is included below; Order of Business and Preparation of Agenda A description of items for a City Council agenda shall be forwarded to the City Clerk no later than three weeks prior to the Council meeting. General business items such as contracts and Planning applications shall be added by staff. The remainder of agenda items must be approved by the Mayor or at the request of two (2) Councilmembers. The order of business on the agenda is as follows: • Confirmation of a Quorum • Consent Agenda o Approval of previous meeting Minutes o Resolutions of a general nature that would not require debate • Public Hearings and associated proposed ordinances • Proposed ordinances for development • Proposed ordinances amending the Municipal Code • General proposed ordinance • Presentations • Items for Information – Board/Commission annual reports and recommendations; items to be available for inspection at the City Clerk’s Office. • Mayoral Comments • Visitor’s Section • Adjournment Prior to approval of a consent agenda, any Councilmember may request that any item included on the consent agenda be removed from the consent agenda or amended. The Mayor may change the order of agenda items at their discretion. The Items for Information on the Council agenda may be included on an agenda for a future Council meeting at the request of the Mayor or two Councilmembers for review or consideration. The agenda may be amended by majority vote of the City Council at the beginning of the meeting. Emergency matters may be added to the agenda, with a description of the nature of Rev. 01/01/2024  Council Meeting Date: April 29, 2024 Agenda Item #: 3 Page 2 of 2 the emergency noted in the journal of the meeting. The agenda of a special meeting may not be amended except by unanimous consent of the Council present. Agendas shall be posted on the Notice Board in the lobby of City Hall, and on the City’s website. The agenda shall note at the bottom the date it was posted. The agenda posted on the website shall be published and sent to email addresses requesting to be notified of the Council agendas. FINANCIAL IMPACT Contractor: N/A PROJECT TIMELINE Estimated Start Date Estimated End Date N/A N/A STAFF RECOMMENDATION N/A OTHER BOARDS & COMMISSIONS ASSIGNED Name of Board or Commission: N/A ECONOMIC DEVELOPMENT PROJECT N/A LIST OF REFERENCE DOCUMENTS ATTACHED 1. N/A REVIEWED BY: Requesting Director: Budget: Mayor Lievsay N/A Legal: City Administrator: N/A Christine Cates Rev. 01/01/2024  Council Meeting Date: April 29, 2024 Agenda Item #: 4 Page 1 of 2 CITY OF BLUE SPRINGS CITY COUNCIL INFORMATION FORM DATE SUBMITTED: April 23, 2024 SUBMITTED BY: Mike Mallon DEPARTMENT: City Development Ordinance Resolution Presentation Public Hearing Contract Discussion Economic Dev. Other ISSUE/REQUEST Discussion of future Economic Development structure, roles, functions, organization, and goals in the City. BACKGROUND/JUSTIFICATION The City has utilized a number of different compositions for Economic Development functions over the last 10 years; from having an entirely outside Economic Development Council, to having Economic Development be an internal City division within the Administration Department, to a combined Community and Economic Development Department, and most recently, an Economic Development Department. Since Economic Development was brought back internally to the City in 2016, a number of positions have been directly involved in the function including a Deputy City Administrator (2017), Economic Development Manager (2017-2018 and 2020-2021), Director of Community and Economic Development (2018-2019), Economic Development Coordinator (2017-2019), an Economic Development Director (2022-2024), and Senior Director of City Development (2024). With the recent vacancy in the Economic Development Director role, staff believes it is a timely opportunity to reexamine the functions, goals, and desired outcomes for Economic Development in the City, as well look to other models of economic development organizations in other cities to help determine the most suitable and sustainable structure for the City in both the short term and long term to help maximize the efforts and realize the greatest returns on investment. PROJECT TIMELINE Estimated Start Date Estimated End Date NA N/A STAFF RECOMMENDATION Staff will participate in the discussion with City Council to provide guidance as to the desired work of Economic Development. OTHER BOARDS & COMMISSIONS ASSIGNED Name of Board or Commission: N/A Rev. 01/01/2024  Council Meeting Date: April 29, 2024 Agenda Item #: 4 Page 2 of 2 ECONOMIC DEVELOPMENT PROJECT N/A LIST OF REFERENCE DOCUMENTS ATTACHED 1. N/A REVIEWED BY: Requesting Director: Budget: Mike Mallon N/A Legal: City Administrator: N/A Christine Cates Rev. 01/01/2024  Future of Economic Development in Blue Springs City Council Work Session April 29, 2024  Discussion Topics 1. Ideal Functions of Economic Development 2. Examples of Economic Development Success over the Years 3. Past structures 4. Potential future structures 5. Characteristics of Economic Development in Blue Springs 6. Steps forward Ideal Functions of Economic Development 1. Strategic Planning 2. Marketing and Promotion 3. Business Attraction 4. Incentives and Real Estate Development 5. Business Retention and Expansion 6. Entrepreneurial and Small Business Development 7. Neighborhood Economic Development 8. Workforce Examples of Economic Development Success over the Years  Adams Dairy Landing - 2006  Faurecia - 2018  Blue Springs Logistics - 2020  40 and 7 TIF/CID - 2004  VanDoIt - 2021  Downtown MCRC – 1992 - Current  Kohl’s – 1998, 2017  Meyer Labs - 2003  Durvet – 2003, 2019  Amazon - 2020  White Oak Marketplace - 2016 Examples of Economic Development Success over the Years  What factors led to the success?  What could have been done better?  What roles did entities play?  City staff?  External agencies? Past structures  Outside Economic Development Council What worked? What did not?  Internal – Under City Administrator What worked? What did not?  Internal – Combined Economic and Community Development Department What worked? What did not? Past structures  Internal as part of City (Cont.)  Under City Administrator  Combined Economic and Community Development Department  Assistant/Deputy City Administrator, Economic Development Director, Economic Development Manager, Economic Development Coordinator  What worked? What did not? Past structures  Role of the Economic Development Council – Internal Board  Under the City Code  The primary focus of the EDC shall be to assist the City Council and designated City staff in the attraction and retention of businesses complementary of the City's long- term vision for economic development, growth, prosperity, and implementation of programs and policies designed to strengthen business partnerships and entrepreneurial collaboration leading to job growth and a healthy local economy.  Advise and make recommendations to the Mayor and City Council regarding the sale, acquisition, and development of property.  Advise and make recommendations to the Mayor and City Council regarding strategies, objectives and policies to attract and retain business.  Advise and make recommendations to the Mayor and City Council regarding general policy guidelines for the City's economic development program except where such recommendations are assigned by State law to another entity  What is working? What is not working? Potential future structures – Economic Development Organization (EDO)  Public EDO  Department/Division of Government  Taxpayer Funded  Clearly Outlined Roles  Private EDO  Nonprofit Tax Status  Public and Private Funding  Mission-based Role  Public-private EDO  Nonprofit Tax Status*  Public and PrivateFunding  Implementation based Role Public EDO  Pros  Access to public funding sources  Control of financial incentives  Direct access to public resources (planning, code enforcement, zoning,  engineering, etc.)  Formal and informal influence  Cons  Susceptible to politics & elections  Bound by political jurisdictions  Public scrutiny  No profit motive  Confidentiality  Things to Consider Private EDO  Pros  Agile, freedom to make decisions  Scopes beyond traditional government services  Revenues can be public, private, and fee-for-service  Risk taking and innovation  Cons  Susceptible to politics & elections  Scope creep to generate revenue  Lack of public powers (taxing, public land management, zoning, etc.)  Board engagement & involvement  Things to Consider Public-Private EDO  Pros  Limited politicization  Freedom in hiring, firing, and compensation  Calculated risk tolerance  Public funding with less red tape  Sustainable funding opportunities  Cons  Limited accountability  Susceptible to lack of transparency  Public trust  Blurred decision making  Things to Consider Characteristics/Attributes of Economic Development in Blue Springs  Proactive  Professional/Ethical  Responsive  “Sell the City”  Capable/Knowledgeable  Relationships/Consensus building  Aware of trends in Industry/Connected  Island vs. herd mentality Hybrid Public/Private Economic Development Organization in Blue Springs  Combined efforts of multiple entities:  City Council, City Staff, Blue Springs Chamber of Commerce, Economic Development Council  Strategic Planning - City Council, EDC, City Staff  Marketing and Promotion – City Staff  Business Attraction – City Staff, Retail Strategies  Incentives and Real Estate Development – City Staff Hybrid Public/Private Economic Development Organization in Blue Springs Business Retention and Expansion – Chamber and City Staff Entrepreneurial and Small Business Development – Chamber Neighborhood Economic Development – City Staff and Chamber Workforce – City Staff and Chamber QUESTIONS?  Council Meeting Date: April 29, 2024 Agenda Item #: 5 Page 1 of 2 CITY OF BLUE SPRINGS CITY COUNCIL INFORMATION FORM DATE SUBMITTED: April 24, 2024 SUBMITTED BY: Christine Cates DEPARTMENT: Administration Ordinance Resolution Presentation Public Hearing Contract Discussion Economic Dev. Other ISSUE/REQUEST Discussion of an election for a bond issue maintaining the City’s current debt service levy of $.15 per $100 in assessed valuation for new capital projects. BACKGROUND/JUSTIFICATION The property tax levy for debt service is $.15 per $100 of assessed valuation. The debt service levy is used for debt service payments on the City’s General Obligation bonds. Annually, the debt service levy generates approximately $ 1.7 million. This is an increase of $600,000 or 54% over the amount generated in 2008 of approximately $1.1 million. In 2008, the voters approved a No Tax Increase Bond issue that authorized the issuance of $28 million in bonds. The bonds were issued in 2009(A&B) and 2012 for a total of $22.69 million. The funds from these bonds were used to complete Woods Chapel Improvements and the diverging diamond interchange, the Moreland School Road extension to Liggett Road, and the Colbern Road and 7 Highway. The debt service property tax levy will start to decrease within the next two years if another bond issue is not approved by the voters. The City’s financial advisor, Baker Tilly has prepared estimates for a new 20-year bond issue and the proceeds are estimated to be: 1. A bond issue using the $.15 property tax levy for debt and the 3% marijuana sales tax would generate an estimated $27.5 - $29 million in proceeds for projects. 2. A bond issue based only on the property tax levy would generate $18.7 - $21.5 million in proceeds for projects. There are several projects on the unfunded list in the Capital Improvements Program (CIP) that may be considered, including: Project # Description Estimated Cost ST-01 Adams Dairy Parkway VII (Roanoke to Pink Hill Rd) $ 5,100,000 ST-07 Vesper Street Improvements $ 6,300,000 ST-09 Woods Chapel Road (Walnut Street to US 40 Highway) $ 8,400,000 ST-33 South Outer Road Reconstruction $ 3,000,000 ST-49 ADP Duncan Road Right Turn Lane $ 1,725,000 ST-50 Traffic Signal Fiber Line $ 360,000 ST-55 SW 12th Street Improvements $ 4,885,000 ST-58 ADP Street Lighting 2 Moreland School Road to Wyatt Road) $ 2,100,000 Rev. 01/01/2024  Council Meeting Date: April 29, 2024 Agenda Item #: 5 Page 2 of 2 ST-59 Signalized Intersection Upgrades $ 400,000 In addition, the Council may recommend other projects for funding that are not currently in the CIP, including other street projects, the purchase of property or Downtown projects. The final certification day for the August 6, 2024, election is May 28, 2024, and the final certification day for the November 5,2024 election is August 27, 2024. FINANCIAL IMPACT Contractor: N/A PROJECT TIMELINE Estimated Start Date Estimated End Date N/A N/A STAFF RECOMMENDATION N/A OTHER BOARDS & COMMISSIONS ASSIGNED Name of Board or Commission: N/A Date: N/A Action: N/A ECONOMIC DEVELOPMENT PROJECT N/A LIST OF REFERENCE DOCUMENTS ATTACHED 1. N/A REVIEWED BY: Requesting Director: Budget: Christine Cates N/A Legal: City Administrator: N/A Christine Cates Rev. 01/01/2024  Council Meeting Date: April 29, 2024 Agenda Item #: 6 Page 1 of 2 CITY OF BLUE SPRINGS CITY COUNCIL INFORMATION FORM DATE SUBMITTED: April 23, 2024 SUBMITTED BY: Mike Mallon DEPARTMENT: City Development Ordinance Resolution Presentation Public Hearing Contract Discussion Economic Dev. Other ISSUE/REQUEST Discussion of next steps for implementation strategies of the Downtown Master Plan. BACKGROUND/JUSTIFICATION City Council adopted the Downtown Master Plan on March 18, 2024, following months of public meetings and gathering stakeholder input. The new Downtown Master Plan includes many development concepts and scenarios; as well as, public infrastructure and private investment ideas to help cultivate the continued redevelopment efforts in downtown. Next Steps are outlined in the plan to provide implementation strategies, including a schedule, priorities and key organizations that need to be involved in the implementation of the Downtown Master Plan. PROJECT TIMELINE Estimated Start Date Estimated End Date N/A N/A STAFF RECOMMENDATION Staff will participate in the discussion with City Council to provide guidance as to the desired next steps. OTHER BOARDS & COMMISSIONS ASSIGNED Name of Board or Commission: N/A ECONOMIC DEVELOPMENT PROJECT N/A LIST OF REFERENCE DOCUMENTS ATTACHED 1. Next Step Section from Downtown Master Plan Rev. 01/01/2024  Council Meeting Date: April 29, 2024 Agenda Item #: 6 Page 2 of 2 REVIEWED BY: Requesting Director: Budget: Mike Mallon N/A Legal: City Administrator: N/A Christine Cates Rev. 01/01/2024 NEXT STEPS IMPLEMENTATION STRATEGIES Much like a comprehensive plan, the Blue Springs SCHEDULE & PRIORITIES Downtown Master Plan will change and evolve over time. Property changes hands, funding sources The Downtown Master Plan establishes a concept ating new reasons for people to be downtown? come to light, economic forces evolve, and priority for the future of downtown. The plan includes many • Does the project support the growth of exist- projects change. All these factors affect the imple- projects that will be developed incrementally over mentation schedule of projects within the Plan. time, and requires setting priorities, completing ing businesses? initial steps, and evaluating new conditions along • Does the project capitalize on established, but This chapter summarizes the implementation the way. Blue Springs’ ownership of the Yard site unmet, market needs? schedule starting with the organizations involved, presents an opportunity to garner momentum for recommended policies and funding sources, pri- • Can the project be realistically implemented future private investments. ority projects, the time frame for completion, and within a reasonable time frame with potentially probable costs. The City of Blue Springs can use the The City with coordinating agencies and other prin- available resources? implementation schedule to shape planning and cipals in the development process should maintain • Does the project generate substantial commu- policy efforts for the future. a five year Downtown capital program, updated an- nity support or consensus? nually, much as city and state governments do with • Does the project incorporate and leverage • Schedule and Priorities their capital improvement plans. The tables in this outside funding sources, such as state grants or chapter identify individual projects and provides • Key Organizations charitable contributions? a conceptual schedule for their implementation. However, market demands and opportunities will inevitably affect this schedule. Annually, the City should update the schedule, based on priority criteria. These evaluative criteria may involve applying the following questions to specific projects at the time of consideration: • Does the project respond to specific or high-profile community issues or needs? • Does the project generate maximum private market response? • What is the project’s potential to transform the image of the area and community? • Does the project attract both local residents and visitors, increasing business traffic and cre- 55  Schedule <3 3-10 10+ Lead Notes Ongoing Years Years Years RAILSIDE AREA Private/Public Market-driven project that is master planned. Project will likely New Main Street Mixed Use x x Private need development incentives. City to initiate reuse study for church, annex, sanctuary. Reuse of Church x x Non-profit/Public Assume $125k for study. Reuse of Church Annex x x Private/Public City to initiate reuse study that includes an opinion of costs. Reuse of Church Sanctuary x x Non-profit/Public City to initiate reuse study that includes an opinion of costs. City to require formation prior to commissioning reuse study of Form Arts Collaborative x Non-profit Sanctuary. Upgrade 14th Street x Private City to maintain improvements. New Railside Trail x Public Assume $70 linear foot. Reuse/Redevelopment of Assume $240 SF for farmer’s market shelter. x x Private/Public School of Economics Demolition may be $125k-$200K. Market-driven project that is master planned. Flexible scenar- New Townhomes (or Multi-family) x Private io to allow multi-family. Project will likely need development incentives. New Community Gardens x Private City to maintain as park. Developer to build 1-acre park. City to possibly maintain. New Mini-Park x Private/Public Assume starting cost of $3 SF. Improved Parking Lot x Private Market-driven project that is master planned. Brownfield Redevelopment x Public Prepare brownfield study. 56  Schedule <3 3-10 10+ Lead Notes YARD AREA Ongoing Years Years Years New Main Street Mixed Use x Private/Public City to release RFP. New Multi-family Housing x Private/Public City to release RFP New Townhouses x Private Flexible scenario to allow multi-family. Site could be a parking lot instead of being developed. Redevelop City Maintenance Building x Public/Private Assume $70,000 for demolition and site clean-up. Upgrade 14th Street x Private Privately improved. City to maintain street. 57  Schedule <3 3-10 10+ Lead Notes CORE AREA Ongoing Years Years Years Business Recruitment x Private and Chamber Chamber to continue recruitment. Commit funding. Assume $100k for schematic design. New Main Street Streetscape x Public Assume $1.35M per block. Redesign Rear Parking Lot x Private/Public City to negotiate ownership and leasing. Façade Enhancement Program Update x Public Commit funding and update facade program. Rear Façade Enchancement Program x x Public Commit funding and update facade program. Project will likely need significant development incentives. New Parking Deck x Private/Public Assume $30,000 per stall. New Oak Street Development x Private Market-driven project. Oak Street Improvements x Private/Public Privately developed and City to maintain street. New Multi-family Development x Public/Private City to assemble property. (Post Office area) Main Street Redevelopment Site x Public/Private City-owned property. City to release RFP for development. (Main & 10th) Main Street Reuse (Main & 11th) x Private Possible TIF if occupied by a new restaurant Redesign Public Parking Lot x Public Develop after streetscape project. 58  Schedule <3 3-10 10+ Lead Notes EAST MAIN AREA Ongoing Years Years Years Possible public intervention if there is no private market Masonic Temple Reuse x x Private demand. The project may be eligible for historic tax credits. Project will likely need development incentives. Alley Cooperative Parking x Private Advisory project only. Subject to owner’s interest. Market-driven project. Project will likely need development 800 Block Redevelopment x Private incentives. Market-driven project. Project will likely need development 805-807 Main Street Development x Private incentives. Market-driven project that should be master planned with 800 Single-family Redevelopment x Private Block. Project will likely need development incentives. Shoppes on Main Parking Lot x Private Advisory project only. Subject to owner’s interest. Improvements Gateway Improvements x x Public Schematic design during streetscape redesign. Assume $300K 59  Schedule <3 3-10 10+ Lead Notes CENTRAL PARK Ongoing Years Years Years Initiate project when residential growth occurs. Schematic and Detailed Design x City Assume $75K for design Construction x City Assume $4M for construction. 60  Schedule <3 3-10 10+ Lead Notes MOBILITY STRATEGIES Ongoing Years Years Years Linkage to High School and Career Assume $70 linear foot for trail x Public Innovation Center and $25 linear foot for new sidewalks. Linkage to Central Park x Public Assume $40 linear foot for wide walkway. Complete the Sidewalk Network x Public Assume $25 linear foot for 5’ sidewalk. Assume $35K for citywide design of signage District Parking and Signage x Public and ~$1K per sign installation. Prepare a citywide Active Transportation Plan. Implement Active Transportation Plan x Public Assume a cost of $125K. Commit funding for schematic design and construction. Main Street Reconstruction x x x Public Assume $100k for schematic design. Assume $1.35M per block for construction. 61 STREETSCAPE PROCESS The purpose of rebuilding the street- scape is to resolve ADA conflicts and replace it with a memorable design that serves beyond a functional use. Design scenarios. Budget funds for Review and Select Modify The process will take years to complete implementation. refine. design design and involve business and property owners to ensure that businesses remain in operation and positioned for momentum following the completion Public Feedback Feedback Feedback of the project. Input Loop Loop Loop Schematic Detailed Construction Bidding & Yes Design Design Documentation Construction 1+ Years 6 months <6 months <6 months ~18 months Do we reinvest into Downtown’s Streetscape? Recommendation Budgeting funds is necessary to Not The City and business community initiate the streetscape redesign. The process will need to include now may determine to not proceed with significant communication between a streetscape project due to lack of available funding or other reasons. business/property owners through- The City will need to continue rou- out to gain feedback. Altogether, tine maintenance and address ADA the process will take a minimum of issues by situation. 2 years. However, since no funding has been identified, the process will take more time. 62  Schedule <3 3-10 10+ Lead Notes BUILDING FACADES Ongoing Years Years Years Façade Enhancement Program x Public/Private Update program to improve incentives for businesses. (update) Rear Façade Enhancement Program x x Public/Private Favor applications for front facade enhancements. Timeline Lead Notes NEIGHBORHOOD Ongoing <3 3-10 10+ STRATEGIES Years Years Years Continue existing neighborhood programs that support Continue evaluating needs of the homeowners. x Private neighborhood City to possibly take a role in assembling property for future redevelopment. 63  Recommendation KEY ORGANIZATIONS FOR IMPLEMENTATION The previous chapters of this plan focus on the physical components to reach a revitalized downtown. This Decommission the section considers organizational aspects for Downtown and offers recommendations that can strengthen the Downtown Review Board support structure for the district. Successful development efforts require successful organizations, appropriate policies, and successful public/private partnerships. City of Blue Springs cooperation of downtown merchants, the level of investment, applicants can downtown includes additional steps property owners, residents and qualify for: for applicants - a review by the DRB The City of Blue Springs is respon- partners, creating a positive image and Historic Preservation Commis- sible to implement and guide the of downtown, strengthening the • Up to 100% abatement on the as- sion (HPC). Having additional steps to recommendations of the Plan. All city economic base, and providing design sessed value of the improvements the approval process lengthens the departments must be involved in day- education to improve the appearance on the property (excluding land) development process beyond other to-day implementation – Community and vitality of the downtown area. for the first 10 years. areas of the community and metro. and Economic Development, Public To improve this process, this plan Our vision is a healthy, vibrant down- • 50-100% abatement on the as- Works, Parks and Recreation – they all recommends that the responsibilities town, creating a great city in which sessed value of the improvements have a role to play. The Mayor and City of the DRB be completed by City Staff to live, work, shop, and play for the on the property (excluding land) Council, under guidance from the City administratively and or the Planning benefit of all residents and businesses for the next 15 years. Manager, will oversee the overall plan Commission as determined necessary strategies. The Planning and Develop- in Blue Springs. • 50% reduced building permits. based on the City’s Unified Develop- ment Director will undertake the day- ment Code. Effectively, this will result This organization will likely act as the to-day implementation, working with in the decommissioning the Down- other departments as necessary. advisory group to the next phases of Downtown Review Board town Review Board to provide a more updating public spaces, such as the Currently, the Downtown Review efficient process while retaining the streetscape and park. Board (DRB) acts as the Governing duties of the Board. Blue Springs Downtown Body for the Downtown Development Alive! Main Center Redevelop- Code (DDC) and Sign Code within the Downtown CID As implementation begins to unfold ment Corporation Downtown Zoning District. Only alter- ations and additions to the principle Downtown’s Community Improve- it is important that the Blue Springs Chapter 353 tax abatement is an structure will be reviewed in the T3 ment District (CID) is a non-profit Downtown Alive! be involved early incentive allowed by Missouri law (Sub-Urban) Zoning District. Acces- corporation that can issue bonds, levy and throughout the process. to encourage the redevelopment of sory structures in the T3 (Sub-Urban) taxes, and apply special assessments Established in 2011, Downtown Blue blighted areas through the abatement Zoning District will be reviewed ad- to finance public improvements, Springs Main Street, Inc. is a 501(c)3 of real property taxes. The city formed ministratively. Temporary signage will public services, and blight removal. nonprofit organization dedicated the Main Center Redevelopment be reviewed administratively in the The CID collects 1% of the district’s to the revitalization of downtown. Corporation (MCRC) to administer the Downtown Zoning District. sales tax revenue and decides how the The mission of Blue Springs Down- downtown 353 incentive program.. funds are spent. The CID could finance Under Chapter 353, tax abatement on All development applications in the the future upgrades and ongoing town Alive! is to engage in historic real property taxes is available for a City have their project reviewed by maintenace of the streetscape. preservation, revitalization activities, period up to 25 years. Depending on city staff, Planning Commission, and and education; by encouraging the City Council. However, projects in 64 BLUE SPRINGS DOWNTOWN 65