City of Luna Pier Community Strategic Economic Recovery Strategy Final Plan Public Presentation 12/13/18 Funded by Economic Development Administration

City of Luna Pier Community Strategic Economic Recovery Strategy Final Plan Public Presentation 12/13/18 Funded by Economic Development Administration

Plan for Future- Economic Development Strategy Consultant and Sub Consultants Hired PDG, CIB Planning and LandUse USA Working with City- appointed Working Group Steering Committee Members of community- local business representatives, City Council designees, local citizens, Monroe County Business Development Corporation, Mason Consolidated Schools and Southeast Michigan Council of Governments

Chapter 1: The Planning Process Phase 1- Discovery Kick Off, General Data Collection/Analysis, City Economic and Demographic Profile, Consumer Analysis, Analysis of Potential Business/Industry Opportunities Phase 2- Collaboration Committee Meetings, Stakeholder Interviews, Resident Survey, SWOT Analysis Phase 3- Visioning Visioning Session Committee Meeting Phase 4- Plan Development Draft & Final Plan

Chapter 2: Market Research & Analysis- Land Use USA

Chapter 3: Public Input- Resident Survey 200 responses over 3-month period Used Survey Monkey online Posted on City website Published link in City newsletter Emailed out to all planning participants and public meeting attendees All responses in Appendices of Plan

Resident Survey Majority of respondents live in the City Family is top reason to visit, waterfront second 100% of respondents have been to Freedom Festival Visitors visiting weekly or monthly, staying for the day

Resident Survey Top Strengths: Lake Erie, friendly community, small & quaint Top Weaknesses: limited retail options, property maintenance, condition of commercial area Additional development desired: retail, recreational, restaurants, commercial Coffee shop, bakery, grocery, water-related specialty Respondents are walking, biking, boating, swimming and fishing as recreational activities Majority want additional recreational activities: hiking, biking, birding, boating and fishing

Resident Survey Majority of respondents eating out and heading to local restaurants (City, Toledo, and Monroe) Top ranked infrastructure improvements: beaches, road, downtown, bridges Majority supports clean up and enforcement of blight Top ranked City services that need improvement: property maintenance, roads, erosion, streetscape, electricity, taxes Former J.R. Whiting Plant should be developed into mixed use or industrial Top 3 things for City to accomplish: stronger tax base, attractive waterfront, more active/vibrant commercial area, expand parkland/greenspace

Resident Survey Lake Erie greatest asset for future, then economic development and I-75 access Top issues facing City: aging infrastructure, commercial area redevelopment, general appearance Respondents felt quality of life had improved from three years ago, while last survey respondents (2010) felt it had remained the same The City s regional economy role is seen as a tourist and recreational center

Chapter 3: Public Input- Stakeholder Interviews 10 people chosen to interview Names submitted by Working Group In-person and/or phone interviews Various ages, jobs, residents and non-residents Interview Tool Key Person Interviews, City of Luna Pier 7/16/18 and 7/18/18 Background: The City of Luna Pier has hired Poggemeyer Design Group, Inc., (PDG) to assist the City in a Community Strategic Economic Development Plan, funded by the Economic Development Administration. PDG and its subcontractors, LandUseUSA LLC and CIB Planning, have begun working with a City- appointed Steering Committee to achieve a plan for a more stable and bright economic future. A four-phased approach will be used, including Discovery, Collaboration, Visioning and Plan Development. These phases will include understanding community attitudes and preferences, providing strong insights into market forces that present opportunities, identifying projects that will continue to move Luna Pier forward and helping to forge new and strengthened partnerships aimed at gathering support and funding for local initiatives. Members of the Steering Committee have identified you as a key person in the community and we would like to get your feedback on the following interview questions.

Stakeholder Interview Results- Strengths

Stakeholder Interview Results - Challenges

Stakeholder Interview Results- Opportunities

Stakeholder Interview Results- Threats

Chapter 4: SWOT Analysis

SWOT Analysis Overall Strengths Overall Opportunities Waterfront Downtown Transportation network (I-75) Waterfront Downtown Festivals/activities Recreational amenities School district Public services Downtown development/redevelopment Waterfront redevelopment opportunities Marketing, rebranding, wayfinding Walkability Governance

SWOT Analysis Overall Weaknesses Overall Threats Declining tax base Flooding Blight/ appearance of homes and buildings Flooding Aging population Water quality Lack of tax base I-75 access at times of emergency/construction Water quality Lack of welcoming newcomers Lack of communication Lack of amenities/ lodging Lack of connectivity/ infrastructure

Chapter 5-Visioning Held in August 22 nd 19 people attended Went through stations based on visioning categories, facilitated by consultants Tourist/Recreational Destination Site Planning/Catalyst Projects Neighborhood Stabilization Marketing Analysis Potential Land Use

Community Vision Tourism/Recreation Destination Luna Pier Will Leverage Community Assets to Attract Tourists & Visitors Site Planning/ Catalyst Projects Luna Pier Will Complete Six Catalyst Projects Within the Next 10 Years Neighborhood Stabilization Luna Pier Will Stabilize Commercial, Residential, Recreational and Industrial Neighborhoods

Community Vision Market Research and Analysis Luna Pier Will Utilize Market Study Data to Target Areas to Increase Economic Development Opportunities Land Use Luna Pier Will Divide Community into Districts to Become a Destination for Residents, Visitors and Businesses

Chapter 6: Vision and Action Step Table Vision Action Steps Add year-round events to more fully engage residents in community activities and attract visitors Three visioning categories Tourism Recreation Destination Site Planning/Catalyst Projects Neighborhood Stabilization Tourism Recreation Destination Luna Pier will leverage community assets to attract tourists and visitors. Improve I-75 exit ramps in terms of functionality and aesthetics to provide a more welcoming and appealing community entrance and gateway Pursue reinvestment into the downtown district, and provide hard and soft incentives as needed to catalyze new project. Focus on sites and projects that clearly contribute to creation of a recreational and entertainment district that leverage the lakefront. Create entertainment district in the downtown. Add community amenities that support tourist and visitor needs such as lodging, destination restaurants, retail, recreational, fishing, facilities, parking, eco/historic tourism Create tourist destination utilizing highway, water and nostalgia Continue to develop viable non-motorized transportation options within the City limits Target new and expand existing local retail and restaurants Add accessibility for all modes of transportation from I-75 Site Planning/Catalyst Projects Luna Pier will complete six catalytic projects within the next ten years. Develop former JR Whiting Plant property into an income generating and job creating facility Grow existing and add new downtown businesses focusing on retail, recreation, restaurants and entertainment Develop an improved, private, full-service marina with commercial, residential and recreational components Develop public beach and pier to include transient marina Develop Pier & Memorial Park to include stabilization and additional recreational activities with beach, lighthouse, and park Support industrial and commercial development in key areas to develop additional tax base Neighborhood Stabilization Luna Pier will stabilize commercial, residential, recreational, and industrial neighborhoods. Continue beautification efforts and eliminate blight in commercial and residential areas with code enforcement to instill community pride Continue to develop a community brand that expresses Luna Pier as a destination and a great place to work, live and play Utilize land, buildings, recreational and open space to best and highest potential Utilize existing vested residents and visitors for partnerships to complete projects Continue and advance communication through different platforms between City, residents, non-profits and County Create additional public parking Install additional wayfinding signage, utilizing existing logo, showing points of interest, directional, parking and gateway at I-75

Chapter 7: Implementation Plan Key Take Aways Coordination, cooperation, communication Partnerships Focus on the future, not what has happened in the past Utilize all land to highest and best potential In order to make implementation process more streamlined, combined all visions into three categories ( Final Visions ) Tourism Recreation Destination Site Planning/Catalyst Projects (6 projects) Neighborhood Stabilization (Residential, Industrial, Commercial)

Chapter 8: Redevelopment Strategies/ Catalyst Projects #1: Ensure accessibility for all modes of transportation to and from I-75 and within the City #2: Develop former J.R. Whiting Plant into an income tax generating and job creating facility #3: Grow existing and add new downtown businesses in retail, restaurant, entertainment, technology categories #4: Improve private full service marina with amenities #5: Improve public beach and pier to include transient public marina #6: Complete Pier and Memorial Park development

Chapter 9: Goals and Objectives Action Plan Table

Chapter 10: Prior Planning Efforts Outlines past planning efforts in the City, County and Region The brief summary of each plan can be used as reference by the City and its partners We summarized fourteen (14) plans and the summaries can be consulted as implementation takes place Focus should be placed on the following documents: Master Plan Community Design Guidelines Tax Increment Financing (TIF) & Development Plan Redevelopment Plan Strategic Plan The Venice Canal/Lagoons

Chapter 11: Incentives for Reinvestment 20 State and Federal Programs Programs are also listed in Goals & Objectives Action Plan, so easy to match project with funding source Priority should be given to the MEDC, MDNR, and EDA Programs as these funding sources could be used for multiple catalyst projects 1 Non Profit 4 Local Programs

Appendices Maps Abbreviated market analysis Public survey responses Public meeting sign ins MEDC/ Municipal League information sheets

Thank you for your participation. We have enjoyed working with Luna Pier. Lauren Falcone, PDG falconel@poggemeyer.com Justin Sprague, CIB sprague@cibplanning.com Carmine Avantini, CIB Avantini@cibplanning.com Sharon Woods, Land Use USA sharonwoods@landuseusa.com