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3.3 Recommendations for Integration of Study and Plan Components
By reviewing the Feasibility Studies, Plans and Regional Studies in Section 3.2 Descriptions of Plans &
Studies, it is quite apparent that a great deal of overlap with goals, objectives d support for
improvements comes from the mission statements, vision and recommendations found in the United
Health Services information, The Goodwill Theatre, Inc. studies, The Susquehanna Heritage Area
Management Plan Amendment, the E-J Industrial Spine Brownfield Opportunity Area and the Southern
Tier Regional Economic Development Council Strategy Plan. These are the major plans and strategies
that will be integrated into the Johnson City Health and Cultural Plan Conceptual Master Plan.
Discussions have been held regarding future use of vacant property needs that include UHS with GWT
for a parking garage that could be located east of the hospital as well as with SEPP for elderly and for
handicapped housing opportunities as well. Other housing opportunities exist that are objectives of the
aforementioned studies that could address student, young professional and employee housing at
reasonable costs.
This is no way minimizes the many other reports and studies that we have mentioned previously and
will be referred to in the following sections, in particular the historic district work that is discussed in
Section 4. INVENTORY OF HISTORIC RESOURCES along with other studies found in Sections 5.
ECONOMIC DEVELOPMENT ANALYSIS and Section 6. LAND USE PLAN. Transportation,
connectivity and trail studies, economic funding programs, energy-saving initiatives, a Hazard
Mitigation Plan and the recently completed Southern Tier Regional Coalition effort to complete a
“Greener Communities Regional Sustainability Planning Study” are reviewed. The descriptions of
many resources provided by the stakeholders and roundtable participants, along with ongoing and new
project and committee initiatives, is prolific. They will be described and integrated into the remaining
H&CD Plan Sections.
4. INVENTORY OF HISTORIC RESOURCES
4.1 Overview of Historic Resources & Preservation Opportunities
This section will include a key component of the Johnson City Health & Cultural District Conceptual
Master Plan (H&CD Plan), which is the nomination and subsequent listing of the Johnson City State and
National Register of Historic Places District. The APPENDICES Section will include the entire
document. As an outgrowth of that effort, it was decided that a broader view of the industrial resources
in Broome County should be accomplished before many more deteriorating and underutilized
manufacturing structures are demolished by further neglect. The Goodwill Theatre, Inc. (GWT)
approached Broome County Department of Planning and Economic Development as well as the Town
of Union. Funding was allocated through the county’s Hotel Motel tax revenue dedicated to brownfield
redevelopment and the Town of Union’s Community Development Block Grant (CDBG) allocations.
The results of that effort will be discussed in Section 4.3 Historic & Other Tax Credit Opportunities.
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That section will also address preservation incentives such as historic tax credits and other Investment
Tax Credits (ITC’s) available for redevelopment of viable structures. Local programming, state and
federal initiatives and public and private funding opportunities will also be recommended as a
conclusion to this Section.
4.2 Development of a State and National Register District for Johnson City
As described in Section 4.1 Overview of Historic Resources & Preservation Opportunities, it was
discovered early on in the process of developing a Conceptual Master Plan for a Health & Cultural
District in Johnson City (H&CD), that an inventory of historic resources and the consideration of a
Johnson City State & National Register District of Historic Places would be necessary to fully address
the scope of services of this project. That portion of the project was completed in 2011. The full
nomination work is in the APPENDICES Section.
Over 200 individual properties were surveyed and a full context statement was written to include the
significant historical subject areas and time periods of consideration. Industry, social history and
architecture are explored and it was determined that the greatest period of significance was c.1885-1966.
There are 175 sites that are considered “contributing” to the district and 28 are non-contributing.
Property owners were notified, a public hearing was held and the Village of Johnson City agreed to the
nomination. After several months, both the State Historic Preservation Office Board of Review and the
National Park Service Keeper of the Register, approved the official listing of the Johnson City Historic
District on the State and National Register of Historic Places in 2011. MAP 2 – OVERLAY
DISTRICTS has the H&CD boundary with both the National Register District and the E-J BOA
boundaries delineated. An outgrowth of this initiative is the Multiple Resource Survey of
Industrial Properties in Broome County. That effort increased the opportunities for preservation and
investment in industrial buildings throughout Broome County, although mainly in the urban core. It is
discussed next in Section 4.3 Historic and other Tax Credit Opportunities.
4.3 Historic and other Tax Credit Opportunities
Once the State of New York adopted a State Historic Tax Credit for Commercial and Residential
properties, Historic Tax Credit workshops became seemingly common occurrences over the past several
years. The Goodwill Theatre, Inc. sponsored one of the first workshops on Investment Tax Credit (ITC)
options, even before this legislation was enacted. One, geared towards developers and banks, was held
at the Binghamton Club in 2005 and then on the premises of the Schorr Family Firehouse Stage in 2008.
In 2009, Port City Preservation with support from Broome County and several corporate sponsors gave
the following presentations:
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It was clearly recognized that this area would need these investment incentives to attract redevelopment. The National Park Service, the State Historic Preservation Office, the Preservation
League of New York State, the Preservation Association of the Southern Tier (PAST), the City of
Binghamton and others have all sponsored workshops to engage persons with vested interests in learning
about these opportunities.
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The National Trust for Historic Preservation’s blog page lists the “Top 5 Reasons to Support the Historic
Tax Credit” as follows:
1. Creates Jobs – Because historic preservation is more labor intensive than new construction, it is
proven to create and higher paying jobs.
2. Is Good for Communities – Americans want to live, work and visit authentic communities that
reflect the area’s unique history and character. The historic tax credit makes saving and restoring
those places financially feasible.
3. Is good for the Local Economy – More than 75 percent of the economic benefits of historic
rehabilitation remain in the local economies. This is because developers of historic buildings
buy local and hire local.
4. Is Good for the Environment – Historic rehabilitation, by definition, focuses on existing
buildings in existing communities, meaning that green space and farmland are unharmed. These
places tend to be dense, walkable communities that are close to public transit, schools and jobs.
5. Is a Smart Investment – Over the past 32 years, the federal historic tax credit has helped generate
more than $22.3 billion, while only costing the Treasury $17.5 billion.
MAP 2 – OVERLAY DISTRICTS (A full page MAP image is located in the MAPS Section)
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As mentioned in Section 4.1 Overview of Historic
Resources & Preservation Opportunities, the
Broome County Department of Planning and
Economic Development completed a Multiple
Property Documentation Form (MPDF) on
remaining industrial properties over 40 years of
age throughout Broome County. There were 159
properties surveyed.
A thorough context
statement was prepared with many images on the
industrial heritage of the county along with the
submitted nomination forms for the project. Over
50 recommendations for State and National
Register District listing consideration were made;
28 in Binghamton, 11 in Endicott and 13 in
Johnson City. Four properties were nominated
and subsequently listed to the State and National
Register of Historic Places that directly related to
the Ansco-GAF Company history. They are 16
Emma Street, 15 and 17 Charles Street and 219
Clinton Street in Binghamton, NY. One E-J
Factory structure (former E-J Jigger Factory) was
demolished in Johnson City in the summer of
2012. Several more factories have been added to the State and National Historic Register due to the
Village of Johnson City Historic District listing completed as part of this H&CD project. It is a big
accomplishment and a testament to community enthusiasm for an early success to have these outcomes
occur during the course of the H&CD Plan development.
The NYS and Federal Rehabilitation Tax Credit Program for Commercial Property is concisely
explained on the Office of Parks and Recreation & Historic Preservation website and the brochure that
can be downloaded easily. The brochure states in brief;
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The property must be income-producing and listed on the National Register of Historic
Places either individually or as a contributing structure in a National Register District.
It is a one process application that can provide 20% in state credits and 20% in federal credits
Eligible work must be in compliance with National Register standards on both interior and
exterior requiring State Historic Preservation Office (SHPO) approval and sign-off for the
IRS. SHPO works with the property owner and provides technical assistance throughout the
process.
There is a $5,000,000 limit on the credit value of rehabilitation costs and for the state credit the
property must be in a census tract that is below the State Family Median Income level.
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Ownership can be an individual, firm, partnership, limited liability corporation or business that
owns a historic commercial building.
Improvements must exceed an “adjusted value” of your building within 2 years and complete the
project within 5 years. The “adjusted basis” is derived by taking the value or purchase price of
the building, subtracting the value of the land and the depreciation taken for income-producing
properties and then adding the cost of any capital improvements made since the purchase.
The Health & Cultural District boundaries include census tracts and properties that clearly meet these
stated qualifications. Consultation with a tax attorney as well as SHPO is strongly advised before
proceeding with this application process.
The NYS Historic Residential Properties Tax Credit Program provides incentives for homeowners
to have rehabilitation work completed on their residences and receive a state tax credit of 20% for
qualified improvements up to $50,000. As the NYS brochure explains;
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The residence must be owner-occupied and listed on the State or National Register of Historic
Places individually or as a contributing structure in a National Register District.
The property must be in a census tract that that is below the State Family Medium Income level
and the owner a NYS taxpayer. SHPO provides technical assistance on this process.
The tax credit value cannot exceed $50,000 but may be credited or refunded if the adjusted gross
income is less than $60,000.
At least 5% of the project must be on the exterior of the residence.
Census Tracts 138 through 140 encompassing all of the Health & Cultural District and surrounding
areas in Johnson City all fit the eligible tract category of meeting the “distressed” or “targeted areas”
criterion under Section 143 (J) of the Internal Revenue Code. At this time, however, NYS has put a
moratorium on state historic tax credits but the applications and process may still be pursued and then
used when the moratorium is lifted.
According to the National Trust for Historic Preservation, federal Historic Tax Credit leverages private
investment 5 times the cost of the program so for every $1 in credit, $5 in private investment occurs.
According to research done by Rutgers University School of Planning & Public Policy, the federal HTC
created over 2.2 million NEW jobs between 1978 and 2011, which generated $230.5 billion in output,
$83.7 billion in income, $113.8 billion in GDP and $33.5 billion in taxes ($24.4 billion in federal taxes
and $4.6 billion in state taxes and $4.5 billion in local taxes). New York State ranked 3rd in the nation
for using the HTC ($331.2 million), second in job creation (5,479) and 3rd in income ($236 million).
New Market Tax Credits – According to the U.S. Department of the Treasury Community
Development Financial Institutions Fund program, and reiterated here from their website, the New
Markets Tax Credit Program (NMTC Program) was established by Congress in 2000 to spur new or
increased investments into operating businesses and real estate projects located in low-income
communities. The NMTC Program attracts investment capital to low-income communities by permitting
individual and corporate investors to receive a tax credit against their Federal income tax return in
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exchange for making equity investments in specialized financial institutions called Community
Development Entities (CDEs). The credit totals 39 percent of the original investment amount and is
claimed over a period of seven years (five percent for each of the first three years, and six percent for
each of the remaining four years). The investment in the CDE cannot be redeemed before the end of the
seven-year period.
Since the NMTC Program’s inception, the CDFI Fund has made 664 awards allocating a total of $33
billion in tax credit authority to CDEs through a competitive application process. This $33 billion
includes $3 billion in Recovery Act Awards for flooded areas like the Gulf and Hurricane Sandy
affected areas. An organization wishing to receive awards under the NMTC Program must be certified
as a CDE by the Fund. To qualify as a CDE, an organization must:
•
be a domestic corporation or partnership at the time of the
certification application;
• demonstrate a primary mission of serving, or providing investment
capital for, low-income communities or low-income persons; and
• maintain accountability to residents of low-income communities
through representation on a governing board of or advisory board to the
entity.
New Markets Tax credits are a tool for community development that
according to the Community Development Financial Institutions Fund
agency has leveraged over a billion private dollars using approximately $50
American Brewery,
million in disbursements in 2008 alone. The National Trust Community
East Baltimore, MD
Investment Corporation or NTCIC (a subsidiary of the National Trust for
Historic Preservation) provides the following explanation on their website: The New Markets program
is designed to encourage investments in low-income communities that traditionally have had poor access
to debt and equity capital. The New Markets Tax Credit (NMTC) is a 39 percent federal credit that is
earned on a Qualified Equity Investment (QEI) into a certified Community Development Entity (CDE),
such as NTCIC. It is claimed over a 7-year compliance period (5 percent over the first 3 years and 6
percent over the last 4 years). The CDE must make a Qualified Low-Income Community Investment
(QLICI) in the form of equity or a loan to a Qualified Active Low-Income Business (QALICB) within a
12-month period. All NMTC investments must be made to entities located in qualified low-income
census tracts. Most commercial and mixed-use real estate development projects in these qualified census
tracts can be qualified as QALICBs. Residential projects without a commercial component do not
qualify.
The New Markets Tax Credit and the Historic Tax Credits are natural allies. Low-income communities
are defined as U.S. census tracts with at least a 20 percent poverty rate or household median incomes at
or below 80 percent of the area or statewide median, whichever is greater. 40 percent of all U.S. and
most central business district census tracts qualify for the NMTCs. Because mostly older buildings are
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found in disinvested parts of cities and towns, and most rehab tax credit projects are located in central
business districts, historically 68 percent of all HTC Part 3 approvals were granted to properties in
qualified NMTC census tracts.
Based on the advocacy efforts of NTCIC, the IRS issued guidance in 2002 that allows for the twinning
of the HTC and NMTC. Unlike the federal Rehabilitation Tax Credits, the annual dollar volume of New
Markets Tax Credits allocated by the U.S. government is capped. That means that CDEs must compete
against each other to receive an allocation of New Markets Tax Credits during each annual funding
round. Once a CDE wins an allocation, it partners with investors who are attracted by the tax benefits
offered by the New Markets Tax Credit. In order to claim the credit, the investor must make an equity
investment in a CDE.
Example: Consider the existing investment partnership between an investor and NTCIC. NTCIC has
won seven allocations totaling $383 million in New Markets investment authority since 2003. To
complete an HTCC/NMTC transaction, the investor provides equity to one of NTCIC’s subsidiary
CDEs, which the Fund invests in a historic commercial rehabilitation project that is eligible for both
credits by virtue of its location in a qualified low-income census tract and the building’s eligibility for
the National Register of Historic Places. In exchange, the project transfers its historic and New Markets
Tax Credits to NTCIF and ultimately, Bank of America. In addition to its usual investment return on the
historic tax credit, Bank of America is also earning 39 cents (the value of the NMTC) on the dollar
amount of its initial HTC equity investment. Bank of America is therefore willing to make a higher
aggregate equity investment to reflect the value of both credits. This so-called “twinning” of HTC and
New Markets Tax Credits on the same real estate transaction has a net effect of adding 30 to 35 percent
more equity to the transaction. This equity boost helps offset the more difficult economics of developing
historic properties in low-income communities.
Excelsior Jobs Program Tax Credits – The Excelsior Program was created to replace the Empire
Zones program. However, it is very similar to its previous version and, according to website program
information, was designed to encourage the expansion in and location to New York of businesses in
growth industries such as clean tech, broadband, information systems, renewable energy and
biotechnology. NYS Empire State Development, tax credits are available for businesses that create at
least 20 jobs in these certain strategic areas. Broome County is currently designating these strategic
areas and the GWT will investigate in order to find out if the H&CD boundary is within one of the
strategic areas for eligibility and access to these tax credits. This credit amounts to 6.85% of wages for
each new job. There is also a Real Property Tax Credit in certain distressed areas that are in the targeted
industry categories or meet higher employment and investment thresholds that are deemed “regionally
significant projects”. There are other tax credits, besides the new employee salary credit, available
through this program such as:
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The Excelsior Investment Tax Credit that provides 2% refunds for eligible investment
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Excelsior Research & Development Tax Credit that provides a 3% cap on 50% of the federal
R&D credit
Excelsior Real Property Tax Credit that is a 10 year credit based on the improved value of the
real property
Utilities may offer a discounted Excelsior Jobs Program rate
More information is available through NYS Empire State Development and the NYS Regional
Economic Development Council websites.
Tax Increment Financing (TIF) - As explained in several tax credit financing documents, tax
increment financing in theory works as follows:
• A geographic area is designated (the TIF district)
• A plan for specific improvements in the TIF district is developed
• Bonds are issued and the proceeds are used to pay for the planned improvements
• The improvements encourage private development and thus raise property values above where
they would have been without the improvement
• With higher values, property tax revenues rise
• Property tax revenue from increased assessments over and above the level before the TIF
project began (the tax increment) is used to service the debt.
In some states, private developers can also arrange their own financing, and the municipality uses the tax
increment to reimburse the developers as the tax revenues are received. TIF has been used to finance a
wide array of projects, including public infrastructure, private development, and brownfield cleanup.
Public works projects are typically small-scale. Examples include land acquisition, installation of
streetlights and water and sewer lines, roadway expansions, and construction of public parking garages.
Large-scale projects have usually been joint ventures, most often with private partners. In joint ventures,
the TIF financing is used only to finance the public contribution to the project.
According to a March 2013 news article in the Press & Sun Bulleting by Debbie Swartz, as of this date,
only two projects in NYS have used this program. That is according to Kenneth S. Kamlett, a
Binghamton attorney with Hinman, Howard & Kattell, who spearheaded recent reform to the NYS TIF
program. There is enthusiasm now that gives encouragement for this economic development tool to be
used more often and for investment in the redevelopment of decaying buildings using TIF in the
designated districts. The repayment plan for a TIF is from 15 to 30 years, with the state expecting
increases in property tax revenues to repay their investment.
Brownfield Redevelopment Tax Credits - There are Brownfield Redevelopment Tax Credits available
through Empire State Development to encourage cleanup and redevelopment of brownfields sites across
NYS by providing developers tax credits as incentives. The program is administered by the Department
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of Environmental Conservation (DEC) with the Department of Taxation & Finance. The project must
be “placed into service” within 10 years of the clean-up completion and credit amounts range up to 24%
of project costs depending on eligible components. The amount of the credit is dependent on the type of
project and there are caps in place for different real property improvements. These include:
• Site Preparation and On-Site Remediation Credits
• Tangible Property Credits that covers costs of buildings and improvements
• Real Property Tax Credit for portion of property taxes on qualified remediated site
• Remediation Insurance Credit for 50% of the cost of Environmental Remediation insurance
New York State may have other opportunities for tax credits but laws change and regulations are
adjusted each year. It is still advisable for any new or existing business to research tax credits that may
be currently available such as Investment Tax Credit for New York businesses that create new jobs and
make new investments in production property and equipment. There is Research and Development Tax
Credit for corporations as well as Sales Tax Exemptions for certain purchases of property and equipment
or even a Real Estate Tax Abatement to encourage development, expansion and improvement of
commercial property.
ReCharge New York Program – This program was started in 2012 and allows for long-term, seven
year low cost energy contracts for manufacturers and other qualifying businesses. The ReCharge NY
program was created by the Governor and was put in place by the Legislature in 2011. According to the
Press Release in December 2012, the program is designed to spur economic development in all corners
of the state by providing low-cost power to businesses and other entities that agree to create or retain
jobs. “ReCharge NY has been a successful effective economic development tool that the state has used
to promote capital investments and protect and create jobs,” Governor Cuomo said. “Businesses and notfor-profit organizations are working closely together with New York State and our Regional Economic
Development Councils to help use valuable resources – such as affordable, clean power – to spur job
development and economic growth.”
4.4 Preservation Funding Opportunities
Funding programs available for preservation and stewardship programs were summarized in the
Susquehanna Heritage Area Management Plan Amendment. Some of those are repeated here along with
others. This is by no means a complete list of opportunities but highlights some of more consistently
available programs that have been successful in our region.
Save America’s Treasures – Federal funds for the preservation of nationally significant properties.
Although a few local projects have been fortunate enough to receive funding through this program
through legislative appropriations, the property must be listed on the State and National Register of
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Historic Places with a specific “national” significance to the country. At this time it is our
understanding from the State Historic Preservation Office that only Binghamton State Hospital has
achieved that status with a National Landmark designation to receive funding through the National Park
Service directly. Funding amounts are typically in the $125,000 to $225,000 range (although they can
be less or more) and require a non-federal match.
Federal Community Development Block Grant (CDBG) Program – The Village of Johnson City is
an entitlement community within the Town of Union. Only eligible target areas are designated as fitting
the “slums and blight” threshold or benefiting low and moderate income families. Improvements to
certain village parks, properties and structures, streets, and funding to some non-profits like the
Goodwill Theatre, Inc. development are eligible should funding be allocated through the Town. The
Village has been a recipient of this funding for public projects each year, and has distributed funds for
improvements to infrastructure, public parks and for organizations such as the Goodwill Theatre, Inc.
Continued use of these funds for preservation and blight removal is certainly justified in the H&CD.
Department of Housing and Urban Development (HUD) Federal Housing Administration (FHA) HUD Grants are available for many purposes and a synopsis is taken from their website as follows:
HUD offers grants for several different groups and uses. Certain communities, small towns and states
can apply for grants for community and economic development, as well as grants for building
emergency shelters. HUD's website has a page for keeping people updated as grants become available,
as well as who is eligible for and how to apply for grants. HUD has a page on its website that is
dedicated to helping home buyers with the entire process of finding and buying a home. The page
includes tools for finding out how much people can afford for a mortgage payment, shopping for the
best loan (including FHA loans) and finding a home through MLS listings and HUD databases. There
are also tutorials available on the rights of prospective home buyers, avoiding predatory lenders and
getting home inspections. FHA loans have lower payments than conventional mortgages. The FHAs
primary function is to offer mortgage insurance to approved lenders on behalf of home buyers. Lenders
require mortgage insurance on loans with a down payment of less than 20 percent of the loan value.
When home buyers get an FHA-approved loan, the FHA pays the mortgage insurance for them,
guaranteeing to lenders that the loan will be paid even if the home buyer defaults on the loan. FHA
mortgages have lower interest rates than conventional mortgages and are available to people purchasing
single family and multifamily homes that will be the homeowner's primary residence. This source of
funding or loan could help the residential units and properties within the District and other areas of
Johnson City. These opportunities make it possible for low-income families to become home-owners
AND preservationists by assisting with appraisal barriers, high cost of first and second mortgages,
prohibitive down payments and closing costs. The FHA and HUD are very closely related and work
together to provide community development incentives for investors, developers and families of all
income levels to buy and restore properties in urban and rural historic districts.
National Endowment of the Arts (NEA) – This national program is set up for the visual and
performing arts which is a good resource for districts and non-specific places that have a mission to
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develop these types of programs. In regards to preservation this funding source does provide award
opportunities for the conservation of outdoor monuments. According to their website, other arts in
education, cultural planning, design projects and a variety of other opportunities in the arts may indeed
fall into some of the goals and objectives of the H&CD Plan. A popular new grant is the Our Town
program that recognizes how the arts work as leverage for increased activity with improved quality of
life, provide a distinct sense of place and can create vibrant local economies by focusing on these
existing art assets. According to the NEA website, grant awards range from $25,000 to $200,000 for
creative placemaking projects that contribute toward the livability of communities. Partnerships are
mandated between a municipality and a non-profit cultural organization. Proposals are awarded based
on their ability to create excellent artistic productions, cultural planning and design projects that
demonstrate artistic excellence.
National Endowment for the Humanities (NEH) – Preservation and Access Research and
Preservation Assistance Grants – Eligible projects for this program include digital preservation,
recorded sound and moving collections, preventative conservation and others. This program is also a
significant funder for general preservation assessments, consultations with professionals, education and
training. Non-profits and government entities are eligible for funds ranging from $6,000 to $350,000 for
up to 3 years for projects that convey lessons of history to all Americans.
National Trust for Historic Preservation – National Trust Preservation funding can provide matching
grants for preservation planning or emergency funding to obtain consultation and professional expertise
in areas of architecture, preservation planning, land use planning, organizational development and law.
They also oversee the National Trust Main Street program. New York State is not a designated “Main
Street” state under this program. However, some community partnership applications for projects that
are willing to take on this partnership and hire a Main Street Manager are available for consideration.
These programs require funding to the National Trust in order to participate. There is significant
competition for this recognition and a commitment to fund a Main Street Manager in each community
selected is mandatory.
Certified Local Government (CLG) Program – This is a nationwide program that is administered
through the State Historic Preservation Office. There have been two designated CLG’s locally, one in
Endicott, which has since been rescinded and one in the City of Binghamton. The City program is still
active. Grants are provided to certified communities for a variety of projects including local
preservation activities, legal and technical assistance, preservation board technical assistance and
training, district designation etc. To be designated a CLG, a municipality must have a historic
preservation ordinance that provides authority for approval or disapproval of property changes to
designated historic sites. With the preservation legislation that has been on the books for the Village of
Johnson City since the 1980’s, this is an option that could be pursued.
NYS Environmental Protection Funds - Having properties listed on the State and National Register
provides the greatest opportunities for funding historic structures. If the properties are owned by a
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municipal entity or a non-profit organization that is authorized as a 501(C) 3, there are public grant
opportunities. The most commonly used funding source for these types of historic and public or nonprofit property projects comes from New York State. The Environmental Protection Fund (EPF),
allocated through the NYS Office of Parks, Recreation and Historic Preservation and the Southern Tier
Regional Economic Development Council, provides millions of dollars for projects under the categories
of Parks, Historic Preservation and Heritage Areas System. Certain properties in Johnson City qualify
for one category, some would qualify under two categories and several could be eligible under any of
the three categories, depending on what the project proposal entails. The current match for this program
is 50/50; however, if 10% of the population is below the poverty level, which is currently the case for
JC, the match can be 75% state to 25% non-state. Funding caps and priorities vary each year but a
request up to $500,000 is not unusual.
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Parks – this category is for municipal parks or non-profits with ownership interest.
Historic Preservation – a category strictly for structures listed on the State and National Register
or a contributing structure in a National Register District.
Heritage Areas – Planning and project funds for properties within the Susquehanna Heritage
Area boundary which was recently expanded to include all of Broome & Tioga Counties. These
projects must meet the goals and objectives of the approved Susquehanna Heritage Area
Management Plan Amendment (designated in 2010).
Acquisition – municipal or non-profit acquisition of properties for preservation or conservation
permanent easement purposes.
Heritage Area funding has been available to properties within the Village of Johnson City since the mideighties. The first project was the “E-J Theme Park” on Main Street & Lester Avenue next to Your
Home Library along with an Endicott-Johnson exhibit in the Library itself. Since then, Johnson City has
received 10 more awards totaling close to $2 million dollars and leveraging at least another $4 million in
project funds. A substantial portion of these funds have gone into CFJ Park (Carousel & Pagoda) and
the Goodwill Theatre, Inc. EPF funds are also used for Local Waterfront Revitalization Program
(LWRP) projects, administered through the Department of State. That program will be discussed in
Section 6. LAND USE PLAN where circulation, walkability and pathway opportunities are described.
Path Through History – According to the Governor’s website, this new program was initiated by the
Office of the Governor in 2012. The "Path Through History" (PTH) initiative was launched in order to
highlight the state's rich history while bolstering tourism and economic development. This initiative is
designed to raise the profile of New York State's unparalleled network of museums, historic sites, and
other cultural institutions. According to the press release, the first step in the initiative will be to
establish uniform road signs in different locations across the state that promote local historic sites from
New York's history.
In addition to the new sign system on the Thruway, the initiative includes:
•
Installation of new "Path Through History" information kiosks at Thruway rest stops.
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•
Customized "Path Through History" tours on such topics including Industry and Technology;
Women's Rights and Civil Rights; New York and Independence; Civil War; and Scenic Wonders.
•
Improved signs on local roads to encourage visitors to visit local historic and tourism sites.
•
A web-based interface that allows Thruway travelers to learn more about key historic sites in the
Thruway corridor and to follow “Path to History” routes.
This initiative will highlight a dozen major topics in which the places and citizens of the Empire State
have played the dominant role in shaping American history. The initiative will foster cooperation and
coordination among institutions and regions and focus on the entire state, highlighting that critical
events, historic buildings, and important movements have added significance when they are interpreted
within the entire state and nation's history as a whole. The PTH initiative is designed to drive "heritage
tourism" in New York, boosting local economies across the state, and supporting the state's many
communities with historic sites and cultural exhibits.
It was recently announced that historic attractions could submit a request to be considered as a primary
designation that would place the site on the highway signs. Secondary and Tertiary sites will also be
promoted through website or other means. Broome County received a $200,000 award to begin
implementation projects that were developed for the application. That includes a Heritage Tourism
Vision Plan and a Heritage Implementation Project Worksheet. If the H&CD is implemented it will be
advantageous to work with the Committee that oversees this project in Broome County.
The Susquehanna Heritage Area Commission is the logical entity to coordinate the needs of our
SHAMPA resources with this PTH Committee. Currently, the signage to the Endicott and Binghamton
Visitor Centers need to be corrected and connected to the other state and national heritage corridors and
that would greatly increase our visibility. The Susquehanna Heritage Area Management Plan
Amendment (SHAMPA) already recognizes scenic and historic routes in both Broome and Tioga
counties. This is a specific goal set up with the adoption of the SHAMPA document and should be
pursued in an expeditious manner while funding is allocated. The Endicott Visitor Center does include
an exhibit of Johnson City history at the present time. This was accomplished because the allocations
for a Johnson City Heritage Area Visitor Center were transferred to Endicott in order to avoid the
financial responsibility of operating a visitor center facility. That decision may be re-visited as we
proceed with the H&CD planning and implementation.
Finally, the NYS Heritage Days Program is now organized under the “Pathways Through History”
program and will be two weekends this year in June. The Goodwill Theatre, Inc. plans to participate by
having tours in the Schoor Family Firehouse Stage (restored 1988 Municipal Building & Central Fire
Station) while a youth group is setting up and rehearsing for a stage production. It is too early to know
how many other sites will be involved this year, but the last 2 years have been extremely successful in
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the Susquehanna Heritage Area with many participating sites that are promoted regionally and statewide.
Preserve New York Grant Program – Funded through the New York State Council on the Arts and
administered by the Preservation League of NYS, it provides funding for cultural resource surveys,
historic structure reports, and historic landscape reports. Typical funding limits are between $3,000 and
$10,000. Local projects have included designations of historic districts, design review guidelines and
committee training, historic surveys (like the historic Chenango Canal routes), Certified Local
Government designations and building structural reports.
Main Street NY Program – As reiterated from the NYS Office of Community Renewal website, the
New York Main Street program provides financial resources and technical assistance to communities to
strengthen the economic vitality of the State's traditional Main Streets and neighborhoods. The NY Main
Street grant program provides funds from the New York State Housing Trust Fund Corporation (HTFC)
to units of local government, business improvement districts, and other not-for-profit organizations that
are committed to revitalizing historic downtowns, mixed-use neighborhood commercial districts, and
village centers. New York's Main Streets are in transition. While many downtown and neighborhood
retail districts have seen new life, with significant investment in the development of civic, commercial
and residential projects, others have not yet experienced this trend. Many of these communities can once
again thrive with proper management and strategic investment of public and private resources.
Main Street grants are revitalizing our downtowns through targeted commercial/residential
improvements such as façade renovations, interior commercial and residential building upgrades, and
streetscape enhancements. Funds are not available for new construction. Eligible applicants for the
NYMS Program are Units of Local Government or organizations incorporated under the NYS Not-forProfit Corporation Law, which includes community-based organizations, business improvement
districts, and other similar entities that have been providing relevant service to the community for at
least one year prior to application. Applicants are encouraged to identify well-defined Main Street areas
to maximize the impact that the local program will have on the community. There is a preference for
funding proposals where contiguous buildings will be assisted, maximizing the impact of the
investment. The proposed activities must be carried out in a program target area of generally no more
than three contiguous blocks which has experienced sustained physical deterioration, decay, neglect, or
disinvestment, and has a number of substandard buildings or vacant residential or commercial units.
The Project(s) must be located in an eligible target area. An eligible target area shall mean an area: (i)
that has experienced sustained physical deterioration, decay, neglect, or disinvestment; (ii) has a number
of substandard buildings or vacant residential or commercial units; and (iii) in which more than fifty
percent of the residents are persons of low income, or which is designated by a state or federal agency to
be eligible for a community or economic development program. Applicants may request between
$50,000 and $250,000 for two eligible activities:
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•
•
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Building Renovation: Matching grants to building owners for renovation of mixed-use buildings.
Recipients of NYMS funds may award up to $50,000 in grant funds to building owners. Building
renovation grant funds are used to renovate facades, storefronts and commercial interiors, with
an additional $10,000 per residential unit up to a “per building” maximum of $100,000 not to
exceed 75% of the total project cost.
Streetscape Enhancement: $15,000 in grant funds for streetscape enhancement activities, such as:
planting trees, installing street furniture and trash cans; providing appropriate signs in
accordance with a local signage plan; and performing other supportive activities to enhance the
NYMS target area. A streetscape enhancement grant will only be awarded as an activity ancillary
to a building renovation project and cannot be applied for on its own.
The Village of Johnson City is a successful recipient of a NYS Main Street award for renovations within
a target area of around 60 contiguous tax parcels that are generally between Arch Street and Avenue B
along the north and south side of Main Street. Currently there are 13 property owners that have
expressed commitment for renovations to their mixed-use structures and a downtown streetscaping plan
for improvements on Main Street is also planned. A map of the target area properties is shown here.
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Sacred Sites Grant Program: The New York Landmarks Conservancy – This program assists
religious organizations with exterior restoration projects. Highest priority is given to roofing and
drainage system repairs, masonry repointing and restoration, structural repairs and stained-glass window
restoration. Other eligible projects include condition surveys, engineering reports, etc. It is
administered by the Preservation League of New York State. Several local churches have received
funding through this program as the site has to only be recognized as a local landmark. Maximum
grants are $10,000 and at least a 50% match is required. The religious property must be recognized as a
local historic landmark. Johnson City has supported at least two applications for this funding source in
past years.
Empire State Development: Restore New York - This program has been in effect for several years
and it set up to encourage economic development and neighborhood growth through a very successful
grant program that several local municipalities have taken advantage of. There is a $5 million cap for
municipal entities but most of the funding awards have been for demolitions of blight. The funds may
also be used for historic rehabilitation, and a match is required by the local entities. The Goodwill
Theatre, Inc. has received an award through this funding source.
NYS Department of Transportation SAFETY-LU – Funding is available through this program for
historic preservation research, planning, acquisition and development projects along transportation
corridors or improvements to the quality of a transportation corridor. This funding source may look at
abandoned rail properties in the H&CD or find means to connect existing bicycles routes through
signage or road demarcations. It is administered through the Binghamton Metropolitan Transportation
Study (BMTS) offices located in the Broome County Office Building. Applicants (public entities,
school districts, and non-profit organizations) must have a 20% non-federal project match. Funding
availability is dependent on federal allocations.
Private Foundations – The best advice for finding funding opportunities is to visit www.grants.gov for
public funds and other resource guides to access national, regional and local opportunities through
public programs AND private foundations. This is especially important when matching requirements
limit the use of other public funding. Projects must meet the mission and eligibility requirements of the
public sources and/or foundation; however, health and education have always been a common priority
with many private funders. Foundations are particularly geared toward support of private not-for-profit
organizations. The American Heritage Preservation Grants (Bank of America), the Cynthia Woods
Mitchell Fund for Historic Interiors, and the Johanna Favrot Fund for Historic Preservation are three
sources that were listed in the Susquehanna Heritage Area Management Plan Amendment as current
opportunities for public and non-profit entities that provide funds specifically for preservation. The
funding caps are $10,000 for all three sources and would represent only partial project costs.
Some local foundations are now using a Uniform Grant Application. These include the Dr. G. Clifford
and Florence B. Decker Foundation www.thedeckerfoundation.com (for non-profit organizations
seeking funds for educational, medical and cultural projects), the Conrad and Virginia Klee Foundation
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http://kleefoundation.org (for general non-profit operating or project support that are capacity building
or increase sustainability), and the Community Foundation for South Central New York
www.donorswhocare.org (for certain municipalities and non-profits in need of operating support or
capacity building for projects that address a specific, demonstrated community need). There is also The
Hoyt Foundation www.hoytfoundation.org for projects that enhance the quality of life in Broome
County, the Ahearn Foundation www.ahearnfoundation.org for non-profits that need assistance with a
health, education, cultural or environmental project, and the Binghamton University Ross Fund
http://www2.binghamton.edu/giving/ross-fund for non-profit or municipal partnering projects with the
University.
4.5 Conclusions & Recommendations
Regarding available funding and investment opportunities for preservation or related projects, the
H&CD Plan will have recommendations for consideration that will pursue these opportunities if match
and staff resources are available. Until an organizational structure is developed that can take on this
responsibility, the pursuit of grant funding, investment tax credits, loans, etc. will be the responsibility of
the property owner or municipal planning entities like Broome County, Town of Union or the Village of
Johnson City. A willing not-for-profit organization within the Village of Johnson City would also be
eligible for many of these funding resources. Later sections of this H&CD Plan may include mention of
other funding opportunities within the discussions of Economic Development, Parks and Trails, Public
Art & Entertainment, Health or Sustainable Development.
5. ECONOMIC DEVELOPMENT ANALYSIS
5.1 Description & Overview of Current Conditions
Section 1.2 Location & Demographic Description of Johnson City related through statistics an overview
of the demographics of the village population. However, the economic situation of the population was
not entirely reviewed with data. Family income and the rental economic situation are both extremely
weak in the proposed Health & Cultural District boundary, with a high poverty level for family incomes
and meeting the “distressed area” criteria for most federal and state programs. The current national
economy and recent destructive flooding has exacerbated the situation.
Geographic Area
Village of JC
Broome County
New York State
United States
Median Household
Income
$27,438
$44,457
$55,563
$41,994
Median Family
Income
$39,241
$53,148
$51,691
$50,046
Per Capita
Income
$17,511
$23,066
$30,948
$21,587
Families Below
Poverty Level
427 (11.6%)
(8.8%)
(11.5%)
(9.2%)
Individuals Below
Poverty Level
2,374 (16%)
(15.5%)
(14.2%)
(12.4%)
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In general, according to the U.S. Census, the Village of JC has a median household income of less than
$40,000 and a per capita income of $17,500 with a higher percentage of residents living below poverty
than Broome County, NYS and the country. In fact, the “Broome County’s Health Assessment 20102013” states that the largest age demographic for individuals living below poverty level is youth at 20%.
In particular, those families where the head-of-household is female with no husband, the poverty rates
are 6 times higher than married couples (32.6% vs. 4.8%). Employment, age, cultural and educational
statistics were discussed in Section 1.2 Location & Demographic Description of Johnson City.
Home ownership rate in the Village of JC is 52.4%,
compared to 66.6% in Broome County. What
residential units are within the H&CD area is
predominantly rental. There is a growing blight
problem not only with deteriorating and underutilized
structures in some residential and commercial areas
but large industrial parcels as well. Two EndicottJohnson factories were demolished in the summer of
2012. These areas are now used for large vehicle
storage or ground level parking. There is a “rust
belt” perception that is prevalent in this region.
Residents tend to have lower esteem for assets and
qualities that the community possesses than others
Alley off Broad Street
from outside the area. Along with the entire region,
the local population is aging. Johnson City residents do have a great deal of pride in their community
and have expressed genuine support for the improvements to structures and public properties that has
been consistent over the years. This was evidenced by the recent Main Street NY award which will
address renovations to multiple properties within the target area of their revitalization project. These
properties are in a contiguous area along Main Street between Arch Street and Avenue C/Willow Street.
Physical conditions are currently better than the past few years with a
few new businesses located on Main Street and the now obvious
improvements to the Goodwill Theatre Campus with major exterior
stabilization to the Goodwill Theatre and the Municipal and Central
Fire Station structures. C. Fred Johnson Park has had improvements to
its carousel enclosure and the bath house. Renovations to basketball
courts and new picnic shelters are planned. Pocket Parks need
consistent attention as the ones on Main Street are very visible.
Jennison Park is across the street from the former Municipal Building
and Central Fire Station that is now home to the Schorr Family
Firehouse Stage. The park is in extremely poor condition and adds to
the deterioration and blighted appearance of the immediate
neighborhood instead of providing an enhancement to the visual
219 Main Street
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improvements made to the GWT campus over the past several years.
Above: Jennison Park
Left: New medical practice on
Harrison Street
Former Fairplay Carmel Candy
Company (built 1907)
UHS Wilson Memorial Hospital Center remains the largest employer with a constant need for visitor,
patient and employee parking. New medical practices have been constructed or renovated near the
hospital, including one large building for a medical practice on Harrison Street. UHS recently began
using a building on Main Street for their Human Services Department. A UHS Center located in
Johnson City just off the Route 201 “circle” was vacated and a new state-of-the-art facility was
constructed on the Vestal Parkway. In several recent studies and plans that were described in Section
3.2, the existing market and development components of those Studies and Plans, where appropriate,
will be used to further describe economic and market opportunities.
5.2 Challenges & Opportunities for Development
As part of the E-J BOA Study, a detailed inventory and analysis of the physical conditions and
development opportunities was conducted. There are 230 acres in the BOA (a section of it lies within
the City of Binghamton) but the majority of the E-J BOA (approximately 175 acres) is in Johnson City.
The following information is taken from the E-J BOA Study, completed in 2009 under the
administration of the Broome County Department of Planning & Economic Development and prepared
by Clough Harbour & Associates of Albany, NY. Other plans that are referred to in Section 3.2
Reviews of Studies & Plans, will be used to discuss this subject.
A few of the bigger challenges are recovering from the 2006 and 2011 floods and reversing the
continuing blight that has taken hold on several residential streets and in particular the industrial area.
Safety issues are a big concern due to those situations. Attracting investment to the area will be the only
way to reverse this. Certainly the public and non-profit sectors have responded to this with resources
available but the private sector needs the NYS BOA Program and tax incentives previously described to
reverse the “upside down” values of these properties. That phrase is used to describe a building that
requires more investment to address the deterioration and/or contamination needed than expected
revenues from a new use. The extent of contamination is unknown in many of the structures so
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environmental engineers helped to provide a basic assumption on several structures in the EJ-BOA
Study. There is excellent access to the area from highways and many other assets that the village
possesses like a large employment center with UHS, historic character and sites, a “walkable”
environment and a variety of available sites for re-use and investment. The Goodwill Theatre, Inc. is an
excellent example of re-investment and reuse plans for a large cultural facility. It is the hope of the
Village and the other organizations that assisted with the development of the H&CD Plan that it can be
used to promote these opportunities for future investment in residential, retail, commercial and
manufacturing uses.
The E-J BOA Study recognizes a selection of strategic sites (42 Willow Street was listed but has since
been demolished) for future redevelopment and they are listed and discussed as follows in the Study:
•
76 Arch Street is a 5,300 square foot apartment building only one block from Wilson Hospital.
It is in a prime location and zoned General Commercial. The County GIS (Geographical
Information System) lists this property as County-owned.
•
80 Arch Street is an historic manufacturing structure within site of the hospital center, and is in a
perfect location for a health-related service or residential use. Noted deterioration has continued;
however, the historic character and materials used in the structure deem it a great opportunity for
re-use.
•
147 Grand Avenue is 60,000 square feet of property with former industrial use. The Mosque and
Community Center is adjacent to it and residential uses along Grand Avenue, Baldwin and
Willow Street. The Study encourages a commercial redevelopment but if there is not sufficient
demand for that and if large-scale residential re-use is not accomplished in other vacant
structures, this would be an opportunity for that use as well. As with the other properties a
certain degree of contamination is expected.
•
42-44 Corliss Avenue is another property that is well suited
for reuse. Despite its appearance it is in good structural
shape.
The county recently conducted a further
investigation of the contamination that needs to be
addressed. The site is in close proximity to the hospital and
Goodwill Theatre campus and has multi-use possibilities.
•
48 Corliss Avenue is a prominent and extremely visible
corner property that completes the E-J story with the several
other E-J structures in the immediate vicinity. It is 5 stories
tall with a total of 99,000 square feet. The county has
conducted further investigations of its structural integrity.
One of the few Endicott-Johnson Buildings remaining, it
48 Corliss Avenue
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shows only minor structural deficiencies, and would be an important structure to rehabilitate with
practically any compatible use. A brief architectural study done 30 years ago by then Broome
County Planning Department Commissioner John Walluk recommends a residential complex at
this site. It is hoped that demolition of the adjacent 46 Corliss would substantially enhance the
re-development potential of this site.
UPDATE: Restore NY funds were retained to demolish 46 Corliss Avenue in 2009/2010
and it is now an empty lot. The 48 Corliss Avenue property is subject to foreclosure once
bankruptcy filings are resolved. There is interest in a combined effort to rehabilitate and
adapt this building for residential and commercial use by STAP, SEPP & GWT. Jennison
Park improvements will allow this partnership to develop outdoor programs for their
clients in an adjacent public space. The exterior stones are beginning to fall off and it’s
imperative this property get into an appropriate ownership situation to stop any further
deterioration.
•
18 Park Street/25 Ozalid Road is a 1.85 acre parcel with 57,000 square feet of space. It is
architecturally and historically significant as Art Moderne style of construction for the Ozalid
(Ansco-Agfa/GAF) Company. It has suspected contamination but has been in use until recent
years for a variety of companies. It is currently vacant and for sale. Light industrial use is
recommended in the BOA Study.
•
59 Lester Avenue – the largest of the Endicott-Johnson factories remaining, this structure is 5
stories tall and has 260,000 square feet. The exterior does show some deterioration but nothing
structurally apparent. Because of its former operations, soil contamination is expected. This
location is across from the new Wal-Mart and other businesses and would have tremendous
access to the highways. The E-J BOA Study suggests several commercial or light industrial uses
including building trade contractors, equipment sales and service, food and beverage suppliers.
This building is also subject to foreclosure once bankruptcy filings are resolved.
An obvious opportunity for UHS or other medical related facilities is to expand into properties to the
east of the hospital. Health care is the fastest growing occupational sector in the Southern Tier. With
Wilson Hospital Center as an economic driver for the community, markets for medical–related property
use are certain to continue. Demographic trends indicate higher growth in lower to moderate income
families with an increase in socioeconomic diversity. There is a strong labor force in the region for
service industries and retail, followed by manufacturing. With large property limitations for adjacent
westward redevelopment or new construction in the H&CD boundary, property available to the east has
greater potential with such close proximity to the Wilson Hospital Center, the downtown area, major
transportation routes and available parcels. Parking is needed for both UHS and the GWT. A shared
parking garage could be constructed in available parcels if built in proximity to both sites. Elimination
of some blighted residential properties between the hospital and GWT could also be considered for a
parking garage. As the GWT will need approximately 500 parking spaces when the campus is
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completed and the hospital is also in need, a partnership for more parking should be pursued,
particularly if more housing development occurs in the neighborhood.
Pyramid Brokerage provided some residential statistics for the BOA Study and recognized a growing
demand for “empty nester” housing which generally fits the 55-64 year old category. This will increase
with an aging population that will be looking for one-floor apartment living. Future demand for
residential development is dependent on several factors. However, a student demand for housing has
been recognized by developers in the City of Binghamton and the main campus is closer to JC than
Binghamton. The campus is less than 2 miles away from the H&CD and it would seem that downtown
Johnson City, with probable lower lease costs, may be an overlooked investment opportunity.
Many studies have agreed that the aging population, young professionals, college students and many
empty nesters prefer an urban environment. It provides convenience shopping, cultural amenities and
recreational activity in the immediate area. In particular, the aging or physically challenged populations
need one-floor living spaces for accessibility. Upper floor renovations of the downtown historic
buildings or large scale reconstruction in a former factory with freight elevators should be considered
more thoroughly by developers as Johnson City can be culturally, commercially and recreationally
active on its own scale and duplicate some of the recent successes found in downtown Binghamton.
What is not found in Johnson City is the more of the 24/7 activity you may find in other areas. The
Wal-Mart Superstore, CVS, Walgreens, McDonald’s and Wilson Hospital are all open around the clock.
This would be a great niche to pursue for residential attraction and retention.
With projected growth in the health care field, the E-J BOA Study further contends that this could
provide a “spin-off” catalyst for light industrial uses such as medical equipment, lab services, biotech
facilities etc. The retail market has opportunities for goods that provide necessary items that are
purchased on a regular basis. Two chain drug stores are on Main Street near the hospital and a small
grocery store chain recently opened. Wal-Mart has also located off of CFJ Boulevard but some
specialty shops like a bookstore and more ethnic restaurants could certainly service a growing residential
population not to mention shopper goods such as apparel, electronics and furniture. Clearly, the big-box
development has garnered a large capture of these needs making specialty shopping challenging.
However, the analysis in the E-J BOA Study concludes that capture rates for convenience and shopper
goods are low in the area which means there are opportunities to grow. The H&CD Plan was provided
with traffic counts from Binghamton Metropolitan Transportation Study (BMTS) stating that an average
of 18,960 vehicles drive into the proposed H&CD each day. Pedestrian-oriented boutique retail is
generally perceived as an entertaining and recreational experience rather than a necessity or a “mall”
shopping excursion, especially in many historically quaint downtown environments. Combined
advertising, cross-marketing, banners, streetscaping, cleanliness, consistency in signage, storefront
improvements and promotion of public events may all combine to boost sales in the downtown corridor.
An untapped market found in the Broome County Feasibility Study for a Regional Farmer’s Market,
completed for Broome County in 2009 by Market Ventures, Inc. of Portland, ME, pointed out a need for
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a food processing plant that local farmers could use seasonally to process their crop products in a
cooperative setting. With ethnic foods becoming an increasing trend, this should be carefully looked at
for potential use in one of the vacant structures. Processing and storage of food projects or agricultural
by-products could be a lucrative business for an entrepreneur in the area.
The Alliance of National Heritage Areas recently completed a study to assess the Economic Impact of
Local Heritage. The Lackawanna Heritage Valley program in Pennsylvania released a short description
of the results that says the following:
•
•
•
•
In these challenging times “National Heritage Areas are places where small investments pay
huge dividends, providing demonstrable benefits in communities across the county and in
partnership with our national parks” according to National Parks Service Director Jon Jarvis.
Heritage Areas actively collaborate with local partners to carry out their mission. Along with
the goals of cultural, historical and natural resource protection, heritage management
organizations strive to improve the quality of life in their regions by fostering the development
of sustainable economies.
The study, commissioned by the Alliance of National Heritage Areas, found that national
heritage areas contribute an estimated $12.9 billion annually to the national economy, 148,000
jobs and $1.2 billion annually in federal taxes.
The report also noted the National Heritage Area Program is one of the Department of Interior’s
most cost-effective initiatives, in which every dollar of federal funding is matched with an
average of $5.50 in additional public and private funding. Heritage Areas have a proven record
of fostering job creation and advancing economic, cultural, historic, environmental and
community development.
The NYS Heritage Areas Program includes four National Heritage Areas and this collaboration has
proven to be a successful model with other states that have local heritage areas as well.
5.3 Regional Efforts and Best Practices Potential
The NYS and Susquehanna Heritage Area have deep roots in Johnson City. Recognized by state and
local legislation in the early 1980’s, the Village of Johnson City had a designated historic boundary and
“primary” resources that benefitted from this program financially and programmatically for three
decades. In 2010 the Susquehanna Heritage Area (SHA) expanded to include both Broome and Tioga
Counties. Program themes were expanded from Industrial Heritage and Immigration to include natural
and agri-business resources, so opportunities to tap into this program for regional and statewide support
for preservation, education, recreation, economic revitalization and promotion are better than ever. A
Project Tracking Form that is frequently updated by the coordinators of this program at both county
planning departments have shown that the SHA has been successfully awarded over $7.5 million dollars
directly to projects within Binghamton, Johnson City and Endicott from the State Parks Agency
Heritage Area program. These amounts are obviously leveraged by local match but recent awards have
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only required 25% match in “distressed” areas. It is estimated that total investment with these 60
preservation projects is approximately $20 million dollars.
Heritage development is an effective model of economic and community development that builds strong
partnerships for historic preservation, tourism development and open space protection. Currently, there
are 20 State Heritage Areas and 4 National Heritage Areas in New York. The state Susquehanna
Heritage Area (SHA) is the only regional effort that’s mission closely if not directly relates to the
initiatives of the H&CD Plan. The Susquehanna Heritage Area Management Plan Amendment
(SHAMPA) is described in Section 3.2 Listing with Descriptions of Plans & Studies. A recent
publication entitled “Heritage Areas of New York State” explicitly explains the economic benefits of
heritage development with some “best practice” examples. Regarding creative partnership-building the
document plainly states that successes are not due to one group and that citizens, private business, local,
state, and federal government all play vital roles that can bring about revitalization work because
heritage development;
•
•
•
•
•
Capitalizes on the unique historic, cultural and natural assets of the Heritage Area as a base for
economic revitalization
Brings vital partners and stakeholders together to strategically plan for a revitalized economy
and improved quality of life
Fosters community pride and distinct sense of place that appeals to residents, tourists, and others
making place-based investment decisions
Builds networks of organizations and agencies that can have a powerful influence on regional
outcomes and attract multi-level funding
Attracts new investment and economic development that serves the best long term interests of
the regions served by a Heritage Area
The booklet showcases “best
practices” throughout New
York, each one capitalizing
on an aspect of the state and
national heritage area goals.
The lesson learned in
harnessing the power of the
past is recognizing the
unique cultural, historic and
natural assets of an area for
economic revitalization.
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One of the best examples of that is
Saratoga Springs, NY. The city clearly
attracts visitors because of major natural,
historic and cultural assets in or nearby,
but also has a vital downtown district that
was strategically renovated to express the
glorious past of the city. Their tag-line of
“Health, History & Horses” is something
that also clearly expresses the pride of
this community and their long-term
commitment to a quality of life
experience that has provided tools for enabling them to build a strong economy. Saratoga Springs has a
strong preservation ethic, street design standards, and reinvestment with new construction as well as
rehabilitations. They have strict code enforcement and architectural standards. It didn’t happen
overnight due to this commitment, but it has become a tourist destination that is year-round and not just
during the summer horse racing track season.
The Goodwill Theatre, Inc. project is also featured in the “Heritage Areas of New York” publication as a
“Work in Progress” due to the stewardship of the historic properties that have been acquired to develop
the Goodwill Theatre Performing Arts Center and Professional Training Academy campus. The reason
this project was selected for the publication was because of the intent to use a variety of partners,
funding sources and tax credit opportunities in order to transform a blighted area into an attraction for
family-friendly programs.
“The Power of the Story” is also recognized in the
booklet as a key element in educating residents and
visitors about the events of the past that shaped the
region. It is only when a community understands and
values its inherent assets and heritage does the pride
and will to protect it follow. In the Hudson River
Valley National Heritage Area, there is a program that
fosters collaborations among schools, museums, parks,
historic sites, art galleries, libraries and other partners
around the region. This program, administered by the
The double crown-center on the Carousel at
Heritage Area, helps educators discover, appreciate and
C. Fred Johnson Park is unique and original
share the region’s historic, cultural and natural treasures
with children and young adults. This will effectively engage the next generation with knowledge that is
critical to carry on the importance of our stories in our individual communities that helped shape the
state and the nation.
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Heritage Areas celebrate a robust sense of place that appeals to tourists, residents and investors. That is
the description in the booklet that refers to the “The Power of Place”. Cycling the Erie Canal is a
“best practice” example of this along with the Susquehanna Heritage Area’s “Ride the Carousel Circuit
Program”. These are both programs that encourage participants to visit more than one site to fully
experience the area and learn why these incredible structures exist. Hopefully, they stay longer and find
more things to do while spending money on food, gas and other items. The Visitor Centers that are built
in both Binghamton and Endicott were intended to educate the public and promote visitation to other
attractions in the Triple Cities.
NYS Visitor Center funding was used to create a small exhibit
in Your Home Library, which is a great location for offering
area information once someone is inside the lovely building,
the Pagoda Pump House was moved into C. Fred Johnson Park,
also with NYS Heritage Area funding, to offer a more visible
site in a populated area (next to a carousel attraction) that could
be possibly be redeveloped as an Information Center and used
Educational Exhibit at the
seasonally or on weekends. Both of these successful examples
Binghamton Visitor Center
(canal path bike and walking trail and the carousel circuit)
required partnerships to carry out the programs. Heritage Area Visitor Centers around the state require
partnerships to staff them and this would be the case in order to staff a Visitor Center in Johnson City as
well, no matter where it was located. The Binghamton Visitor Center is located within the Roberson
Museum & Science Center and the City of Binghamton has a Management Agreement with the Museum
to operate it during their regular hours. With the creation of the H&CD there could be another similar
possibility for identifying a location and a partnership arrangement in order to create an active Johnson
City Visitor Center.
By building partnerships, another powerful tool, influential networks are
formed that attract opportunity, resources and progress. The “Heritage Area
of New York” publication wraps up this discussion with examples of
partnerships that have successfully implemented programs that connect agribusinesses, similar historic themes or events all along various waterways.
The recent Heritage Days weekend, which the Susquehanna Heritage Area has
promoted with more and more event sites to explore, is now in both Broome
and Tioga counties. This event has grown tremendously over the past few
years, attracting thousands of participants state-wide. These types of regional
and state-wide promoted events can benefit each participating community, the
individual site or a near-by business.
Johnson City, through the H&CD organization, could take a serious look at piggy-backing onto other
events in the region, besides continuing with the wonderful events they put on themselves with their
hard-working volunteers that work on events like the “Lights on the Carousel”. Revising and updating
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the I-Spy game, the Carousel Horse Coloring Poster, or the Girl Scout Preservation Badge are relatively
easy programs to re-invent. The Triple Cities Bicycle Coalition or other organizations could collaborate
on a bicycle tour or work with similar partners and sponsors that the Binghamton Historic Bridge Pedal
has worked with for several years now.
Greenway Trail
Physical projects are also accomplished by volunteer
partnerships. Johnson City has some strong advocates
involved with the JC Partners organization, the George F.
Dream Center for Community Empowerment and other
area volunteers that help clean-up pocket parks, plant
flowers on Main Street, work on new trails along New
York’s rail and river systems or help paint a building.
Johnson City has a supportive volunteer following with
long-term experience with these types of efforts, but more
collaboration with these volunteers and organizations for
coordinated project involvement is recommended so that
volunteerism is focused and timed to maximize the
resources and minimize duplication.
In the APPENDICES Section is a document prepared by Port City Preservation LLC entitled “Arts
District as a Tool for Community Revitalization and Economic Development”. That consultant firm
worked on this H&CD Plan initiative earlier in the H&CD Plan process. It focuses on the arts and
cultural side of developing a district but has listed concise strategies for enacting such an initiative and
lists over 15 selected arts districts throughout the country, with their websites for further information on
these “best practices” examples. Here are a few images the websites provided:
Top: Providence, RI
Middle: Allentown, PA
Bottom: Asheville, NC
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The State Historic Preservation Office – Historic Sites Office has several “Preservation Success Stories”
that are located on the www.nysparks.com website. This particular example seems well suited for the
H&CD due to the size and adaptive reuse purpose of an apartment complex.
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The Americans for the Arts organization published a document entitled “Cultural Districts: The Arts as
a Strategy for Revitalizing Our Cities” by Hilary Anne-Frost-Kumpf. Although there are many
publications about the economic advantages of creating cultural districts, this provided an excellent
overview and acknowledged 90 cities in the United States that had cultural district experiences. The
smallest was Riverhead, New York with a population of 8,814. The conclusions drawn and reiterated in
the Executive Summary are as follows:
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Cultural Districts boost urban revitalization in many ways:
•
•
•
•
•
•
•
Beautify and animate cities
Provide employment
Attract residents and tourists to city
Complement adjacent businesses
Enhance property values
Attract well-educated employees
Contribute to a creative, innovative environment
While no two cultural districts are exactly alike – each reflects its own unique environment, history of
land use, urban growth and cultural development that can be divided into 5 categories:
1.
2.
3.
4.
5.
Cultural components
Major Arts Institution Focus
Arts & Entertainment Focus
Downtown Focus
Cultural Production Focus
Some communities focus their districts on museums or theatre or science. Johnson City views its visual
and performing arts, heritage and health resources as the primary focus of the district. The proposed
H&CD has cultural, arts, entertainment, downtown and cultural production (Goodwill Theatre
Professional Performing Arts Academy) components already in place and is “shovel-ready” to grow
with the added energy of health-producing institutions and focus.
There are many health districts in the United States but as far as our research has shown, no other
community has combined these particular two fields into a Health & Cultural District in America. The
“health districts” we reviewed all seem to focus on public or private health services, some along with
medical institutions. A few have even designed some landscaping to calm and soothe patients and
visitors, but to our knowledge none seem to have taken into account the healthy aspect of the arts or the
revitalization aspect and integrated it with cultural assets for an economic purpose.
The impact of cultural districts is immeasurable. In almost all cases cited, the private investment at least
doubled the public investment. Events doubled in many of these areas, which then exceeded the
investments by triggering millions in commercial activity. Tax revenues almost tripled in less than 10
years. An impressive “best practices” example is the Tucson, Arizona Arts District. After only three
years, 26 of the 112 businesses in the district were new, 54 % had increased their sales volume, and 53%
made renovations, with an average cost of $105,272 each. Within four years, the retail vacancy rate
declined by 50% and sales tax revenues in the district increased 11.7% compared to the city’s 7.4%.
You may indeed find a big difference geographically and culturally between Tucson and Johnson City,
but the investment numbers and participants with expected outcomes could be fairly comparable. In a
recent NYS Regional Economic Development Council publication, Broome County was listed as
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generating $230,879,000 in tourism revenues in a given year. For the state it is clearly a multi-billion
dollar per year industry.
New Haven, Connecticut is another good “best practice” example that was also studied in the “Cultural
Districts” handbook published by the Americans for the Arts organization. In the late 1960’s Audubon
Street, located in the central part of New Haven, had deteriorated and contained abandoned industrial
buildings with foundries and machine shops located amidst residential and commercial establishments.
With the help of Yale School of Architecture and with the impetus of Urban Renewal planning, an arts
district plan was developed. Three decades later this area is a vital mixed-use district featuring a variety
of entertainment venues (Yale has a renowned Theatre program), retail and restaurants. They could
have easily connected this concept to health as the Yale School of Medicine & Hospital is only a few
blocks away. Johnson City also has a nearby University with health studies in addition to the hospital
within the proposed H&CD.
5.4 Benefits and Impact of a District Plan
The previous sub-sections have explained what designated districts can do to spur economic
revitalization. In many cases these district developments were considered “outside the box” of normal
economic activity when first proposed. As most are created to address blight and deterioration or to
increase activity in the arts or cultural arenas, there is usually a group or strong partnership that gets the
idea going and the projects started. Described earlier in the H&CD Plan, there are existing resources to
carry this out as far as participation with community organizations and the village is ready and willing to
consider this H&CD Plan. That is the most important step in the creation of a H&CD. A publication
written by Tom Borrup with Partners for Livable Communities entitled “The Creative Community
Builder’s Handbook: How to Transform Communities Using Local Assets, Art, and Culture” contains a
great section on the impact of diversifying the local economy.
He essentially states that the more sectors a community has in their local economy the more resilient
they will be. The “community builders”, as they are called in the book, tap into existing assets and
apply creative strategies to support a variety of interests, activities and businesses. Making connections
among the sectors is perhaps one of the most creative acts of all. He advises staying away from grand
plans and developing reasonable goals and objectives to achieve success and to consider the scale and
reality of expected investments. The book has many more examples of “best practice” projects where
the cultural, business and civic sectors have come together to create interdependent economic networks
to accomplish the initiative. This book is an excellent source to develop specific strategies as this
proposed Health & Cultural District Conceptual Master Plan (H&CD) moves forward. A pertinent quote
in the book from the Massachusetts Museum of Contemporary Art is re-stated here:
“The arts, increased tourism and community participation, and regional economic redevelopment are
mutually reinforcing and inextricably linked. The arts create and bestow community identity.
Identity rallies hope, productivity and pride and economic vibrancy. These are the base conditions for
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a healthy community; they cannot be created, however, without risk, creativity, adventure, and the
willingness to embrace the new.”
Anchor institutions are critical to community change according to Rich Harwood from the Harwood
Institution, a non-profit, non-partisan organization that supports “positive change and authentic hope in
American life.” Mr. Harwood believes that for communities to address their challenges honestly, they
need to take ownership of their own actions and future. Anchor institutions can provide the capacity to
create change and 7 “keys” are listed in the article and condensed below;
1. Anchor institutions are focused on community-based strategies and are willing to adopt a
community perspective rather than just solely on their own organization.
2. Anchor institutions bring people together across dividing lines by helping them to figure out
existing common ground.
3. Anchor institutions engage “public” and “leaders and organizations” not just one or the
other.
4. Anchor institutions spark innovation among others as no one institution can do it alone.
5. Anchor institutions aren’t always in the lead as many groups and organizations are already
hard at work on particular issues that the anchor institutions need to support.
6. Anchor institutions focus on issues AND underlying issues for change. They need to develop
leaders that will understand how to develop community capacity to bring about change.
7. Anchor institutions care about a community’s “can do” attitude, self-trust and hope instead of
suffering from a negative perspective of “we can’t do it here” or “we tried that”.
Mr. Harwood points out the traps that may come about from some of these keys to look out for and plan
to write further about this important topic that certainly can impact the implementation of the H&CD.
Johnson City is fortunate to be involved with The NYS Heritage Area program which reaches out to the
I Love New York campaign and receives the benefits of website exposure for heritage related events and
attractions. The state tourism program has success in public relations across the country and
internationally. The tourism industry in New York, as with the nation, saw a drop in revenues with the
national economic decline continuing through 2009. Other states strongly outspent NYS in marketing
funds but by 2010 the tourism dollars began to rise again. That effort required partnering for advertising
and reaching out to other industries like Amtrak, AAA, The Broadway League, Heritage Areas,
campground owners, rental car companies, etc. These tourism partners strengthened the ability to
promote tourism statewide during a time when expense budgets were cut considerably. This is a model
of something that could be pursued regionally to boost tourism dollars in the community. The New
York State Division of Tourism also claims that almost 4 million travelers learned about New York
attractions and destinations through their website in 2010-2011. Social media is another critically
important tool to use for future marketing and promotion. Working with the local Convention and
Visitors Bureau through the Chamber of Commerce is also a good way to keep events and local
attractions on the minds of these agencies.
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5.5 Conclusions & Recommendations
Without belaboring the point, district planning can surely bring about economic change for the better
and diversify opportunities for investment and revenues if there is follow-through on strategies,
partnerships and investments. According to the Americans for the Arts spring 2013 newsletter there are
now over 600 cultural or arts and entertainment districts in the U.S. In Section 3. REVIEWS OF
RECENT STUDIES & PLANS, overviews of other plans that directly impact the pursuit of the Johnson
City H&CD Plan implementation are presented. In particular, the Southern Tier Regional Economic
Development Council (STREDC) Strategic Plan is found in Section 3.2 Listing with Descriptions of
Studies & Plans and has great significance in regards to continued state investment in Johnson City.
Securing funding through the state has been quite successful to date and this year’s Consolidated
Funding Application awards ranked 5th in the state for the Southern Tier communities. That is no small
feat as far as competition is concerned. The fact that within the H&CD boundary we have solid, shovel
ready project opportunities was not overlooked.
Section 4.3 Historic Tax Credit & Preservation Opportunities listed numerous tax credit and
preservation-related funding sources. Obviously those funding sources would also benefit many
investments in the H&CD, particularly if there was a project that generated jobs and is considered a
catalyst for revitalization in an economically distressed area. The GWT expects to create 65 jobs when
the entire campus is completed. The STREDC state program is an outstanding economic development
model intended to put each region on an equal playing field. Besides the aforementioned agency
funding sources listed in Section 4.4 Preservation Funding Opportunities, both state and federal funding
programs for economic development opportunities are also available. Empire State Development (ESD)
is the agency most likely to fund economic (job-creating) projects through the Southern Tier Regional
Economic Development Council. Going through the Consolidation Funding Application process with
ESD is the most efficient way to find out what grants, loans, etc. are available for economic
development projects. ESD also has a NYS Surety Bond Assistance Program that provides technical
and financial assistance to help contractors secure surety bonding. According to their website,
contractors may be eligible to receive a guarantee of up to 30% to secure a surety bond line, bid bond or
a performance and payment bond on state projects. They also have a Small Business Environmental
Ombudsman program to provide businesses with free, confidential assistance to help them understand
and comply with environmental regulations. They would also be the agency to contact regarding a
Procurement Assistance Program to help NYS small businesses identify contracting opportunities
with state government agencies, and resources needed to compete in this marketplace. Broome County
is working on Land Banking for the IDA to hold some of the more prominent foreclosure properties for
sound and feasible development proposals, instead of selling them off at auction prices. A brief side-bar
was reported in the April 4 Press & Sun-Bulletin that the NYS Empire State Development Agency
“approved the creation of a Broome County Land Bank, which can take title to foreclose properties that
are historic, culturally significant or vital to future development in specific neighborhoods”.
NOTE: The land bank legislation was passed by NYS and the Broome County Legislature.
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U.S. Senator Kirsten Gillabrand releases a newsletter entitled Grant Opportunity Action Listing every
few months and listed below are some programs that could benefit projects for the H&CD if eligibility
and resources are met. There are federal Economic Development Administration (EDA) programs with
investment priorities that include:
•
•
•
•
•
•
Collaborative Regional Innovation
Public/Private Partnerships
National Strategic Priorities
Global Competitiveness
Environmentally Sustainable Development
Economically Distressed and Underserved Communities
The latter empowers distressed communities to revitalize and upgrade their physical infrastructure to
attract new industry, encourage business expansion, diversify local economies, and generate or retain
long-term, private sector jobs and investment. Senator Gillibrand distributes a newsletter that outlines
available federal aid frequently. Currently there are many grant and loan programs to assist
communities through FEMA and the Small Business Administration, as well as a variety of other
opportunities for Technical Assistance and Training Grants through the Economic Development
Administration (EDA).
A particularly pertinent one for the Village of Johnson City would be The EDA Economic
Development Assistance Program. That includes a public works grant opportunity that could directly
benefit a public or private non-profit non-construction and construction effort that creates private jobs in
a distressed area. It places high priority on projects that support the implementation of economic
development strategies that advance new ideas and creative approaches to achieving economic
prosperity in specific distressed communities.
The U.S. Department of Labor has a Pay for Success Pilot Project for innovative projects that provide
a unique approach to the design and delivery of employment and training services. The U.S.
Department of Housing and Urban Development has a Strong Cities, Strong Communities National
Resource Network that seeks to strengthen neighborhoods, towns, cities and regions with enhancing the
capacity of local governments to develop and execute their economic vision and strategies.
Rural Business Opportunity Grants (U.S. Department of Agriculture) promotes sustainable
economic development in rural communities. This program is geared toward communities with
exceptional needs through provision of training and technical assistance for business development,
entrepreneurs, and economic development officials to assist with economic development planning.
There are local organizations that help and assist small and large businesses with business plans and
loans. The Broome County Industrial Development Agency or the Town of Union Economic
Development Department would certainly be an appropriate place to start for any new enterprise or to
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retain an existing business in the village. The following list is from the Broome County website that lists
opportunities for local help which has been limited to organizations ready to assist in a Johnson City
location.
AM&T (Alliance for Manufacturing & Technology)
www.amt-mep.org/
AM&T is a not-for-profit economic development organization
that receives significant financial support from New York State
Foundation for Science Technology and Innovation (NYSTAR), New York's hightechnology economic development agency, and the National Institute of Standards
and Technology (NIST) Manufacturing Extension Partnership (MEP). AM&T serves
as NYSTAR®'s designated Regional Technology Development Center for the
Southern Tier (http://www.amt-mep.org/nys_rtdc.htm) and one of nearly 350 MEP
locations across the country and works directly with regional companies to increase
their competitiveness and profitability.
Broome County Industrial Development Agency
www.bcida.com
The BCIDA is a non-profit economic development organization
that works to improve the overall economy of Greater Binghamton, NY through the
attraction and expansion of new business and industry. The agency provides a
wide range of business development services to local companies and new
businesses considering our community.
Broome County Planning and Economic Development
www.gobroomecounty.com/planning/
Serves to promote the sound and orderly economic and
physical growth of Broome County and its constituent
municipalities. It provides technical planning guidance and assistance to
implements projects and programs designed to improve the economy,
environment, and physical infrastructure of the county. The department extends
professional services to local municipalities and other public and private entities in
the areas of land use planning and zoning, grantsmanship, economic development,
cartography, community assistance, research and infrastructure development. Also
provides GIS information and detailed analysis.
Broome Tioga Workforce New York
www.broometiogaworks.com
Is a unique partnering between the workforce development system
and the regional business community. Its focus is helping business
recruit and retain talented workers, assessing and responding to current and future
workforce needs, and helping individuals obtain rewarding career opportunities.
The local office will recruit, screen and refer applicants free of charge to your
specifications
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Cornell Cooperative Extension of Broome County
media.cce.cornell.edu/hosts/counties/broome/
Cornell University Cooperative Extension of Broome County
(CUCE-BC) is a community-based educational outreach agency
with state and national networks. CUCE-BC has educational outreach programming
in the areas of family and youth development, agricultural profitability, nutrition
and food safety, environment and labor force enhancement. CUCE-BC’s outreach
programming brings together Cornell University specialists and researchers to
cooperate with local community organizations leaders and
volunteers.
Greater Binghamton Chamber of Commerce
www.greaterbinghamtonchamber.com
A
proactive, member-owned and member-driven organization which gather diverse
community interests together, solving issues that affect the region's economic
growth. Advocate for business on issues impacting business' ability to be
successful in a competitive marketplace. Assembles community leadership to
study the issues and develop programs that maintain and improve the region's
high quality of life. Provides educational opportunities and services to member
businesses and the community.
Greater Binghamton Convention & Visitors Bureau
www.binghamtoncvb.com
Promotes economic development by attracting
meetings, conventions, special events, sporting competitions and tour buses to our
region. We provide a variety of free services to planners to facilitate successful
events. Our mission is to attract out of town visitors to Greater Binghamton.
Greater Binghamton SCORE www.greaterbinghamtonscore.org
Provides free and confidential business counseling tailored to
meet the needs of your small business and your personal
objectives. Greater Binghamton SCORE also offers workshops, for a modest fee,
for both startup entrepreneurs and in-business small business owners. SCORE
volunteers are real-world professionals with time-tested knowledge who donate
thousands of hours to help small businesses succeed. Counselors are experts in
such areas as accounting, engineering, finance, marketing, management and
business plan preparation.
Integrated Electronics Engineering Center (IEEC)
www.ieec.binghamton.edu/ieec/
The mission of the IEEC is to perform leading edge research in
electronics packaging and transfer results to the New York State
and U.S. packaging industries. To strengthen the electronics
packaging industry in New York State and the U.S. and to foster economic
development.
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Small Business Development Center @ Binghamton University
sbdc.binghamton.edu
The Center's goal is to assist entrepreneurs, business and industry
in the solution of their problems, which leads to increased
profitability for the entrepreneur and increased investment and job creation for the
community. By assisting new and existing small business firms, the SBDC
contributes to the stability and growth of the small business sector of the economy
in New York State.
Southern Tier Opportunity Coalition (STOC)
www.stoc-ny.com
STOC is a non-profit corporation composed of business leaders
from the Southern Tier of New York State. The coalition
represents multiple disciplines including strategy and business
planning, marketing and business development, legal, finance and engineering.
The membership has years of experience in a wide range of businesses including
large electronics and aerospace companies, successful small businesses, startup
companies and academia. The coalition was established to create growth and new
business opportunities for both existing and new entities.
Strategic Partnership for Industrial Resurgence (SPIR)
www.watson.binghamton.edu/spir
SPIR is an industry support service offered by SUNY engineering
schools at Binghamton, Buffalo, and Stony Brook to strengthen
New York State businesses by making them more competitive in today's rapidly
changing and technology-dependent business environment. To accomplish its
mission, Binghamton's SPIR Center assists small and mid-sized businesses
through partnership projects staffed by Watson School Engineering and Computer
Science students and faculty plus client personnel.
Town of Union Economic Development
www.townofunion.com/depts_services_economic_dev.html
Provides financial assistance to start-up and expanding businesses
through the Local Development Corporation of the Town of Union. The
Town of Union Business Assistance (TUBA) Program, Central Business
District (CBD) Program, Commercial Facade Program, Emerging
Enterprise/Emerging Market Entrepreneurial (E?), Microenterprise Program,
Section 108 Program and Site Preparation Program Funding are several of the loan
programs offered through the Local Development Corporation of the Town of
Union.
These economic development services are the “tip of the iceberg” and other grant and technical
assistance programs will be mentioned in the next section which will discuss arts and health resources.
The NYS Empire State Development: Bond Program is something else the village may consider if a
strong project were recognized and supported. Investors and developers should be brought into the
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H&CD organization with Village and other appropriate entities to discuss the various ways and means
of pooling human resources and garnering private dollars to take advantage of these many opportunities
for economic development in Johnson City. The Town of Union recently bonded for $443,000 in order
to implement infrastructure projects. The Southern Tier Regional Economic Development Council has
funds for bonding on construction projects and non-profits are eligible. The bonds must go through an
Industrial Development Agency (IDA) or a Local Development Corporation (LDC). The guess-timate
on a $10 million bond, if approved, is 3% interest over a 10 to 30 year payment structure.
In order to identify, pursue and
implement a focused economic
development strategy for the
H&CD, it is recommended that
the H&CD organization, once
formed, have an “Economic
Revitalization Committee” with a
mission to put the H&CD
organization “at the big table”
with the local and regional
economic development groups. It
could be especially important to
consider direct communication, if
not appointed involvement, with
the Greater Binghamton “Home to Innovation” Economic Development Coalition AND the Southern
Tier Regional Economic Development Council in order to present a reasonable list of prioritized
projects that have maximum impact in the short and long term.
It is also recommended that this committee or a separate one
be set up to address “Tourism, Marketing and Promotion” in
order to analyze and develop ways to increase revenues for
existing retail and commercial businesses and to attract new
businesses to the H&CD. Residents, employees, travelers
and day-visitors all bring economic dollars to the area each
day. Cultureal tourism dollars are increasing every year.
Using professional and knowledgable resources and
organizations, like the Americans for the Arts for example,
the H&CD can develop many proactive and shared-use
project ideas that have economically saved and served so
many other communities throughout the nation so well.
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LAND USE PLAN
6.1 Analysis of Existing Land Use & Zoning
The Broome County Department of Planning & Economic Development created a Land Use Map and
Property Class Map that are inserted here and also found in full page format in the MAPS Section.
MAP 3 – LAND USE (A full page MAP image is located in the MAPS Section)
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MAP 4 – PROPERTY CLASS (A full page MAP image is located found in the MAPS Section)
These maps distinctly indicate that the land uses are consistent with property classes and do not present
any hindrance to proposed recommendations for economic achievement within the H&CD boundary.
Any proposal for re-use or change of use would require approvals from the Village of Johnson City and
the Town of Union, along with what is called a “239 l&m review” from Broome County Department of
Planning & Economic Development. Variances or Special Use Permits may come into play if density
of residential units (student housing), group homes, or certain building proposals that fall outside of
current zoning and code compliances are proposed. Subsequently, the village and town, and perhaps
Broome County, would have to review and consider approval of any recommended construction
proposal deriving from this H&CD Plan or any other source for a non-compliance project.
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CONCEPTUAL MASTER PLAN
Final Draft – November 2012
http://www.townofunion.com/depts_services_plan_comprehensive_plan.html
It is of paramount importance to be consistent with the 2009 “Town of Union, New
York Unified Comprehensive Plan” (TOU Comp Plan) that includes the villages of
Endicott and Johnson City. The document was prepared by the Town of Union
Planning Department and has the following consistencies with the proposed
Conceptual Master Plan for a Health & Cultural District (H&CD) in Johnson City.
The entire document is found at www.townofunion.com and direct excerpts are
put forth as follows in italic BLUE TEXT color when directly from the TOU Comp Plan. Paraphrased
material or the current status of commentary or relationship with the H&CD is in the BLACK TEXT.
Components of the TOU Comp Plan will also have a shaded box with the relationship of the
Comp Plan to the H&CD summarized.
LAND USE & ZONING
As stated in this section the classification codes are consistent with the general land use of the village
core, but do not reflect the village as a whole which is mostly residential (single-family housing). The
H&CD boundary contains mostly commercial properties, followed by industrial acreage, community
services (medical and government services) and then multi-family housing. Land Use and Property
Classification Maps are in full page format at the end of the document. The H&CD is surrounded by the
older and smaller housing neighborhoods that residents lived in to work in the nearby factories. The
newer single-family development of the village followed the suburbanization of the country during the
mid-to-late 20th century and developments were created away from the downtown cores. Pertinent
sections of the TOU Comp Plan are discussed below so that more residential units may be considered
within the H&CD boundary, specifically with mixed use development in the downtown core commercial
structures or in the empty and underutilized factory structures or vacant parcels in the district.
Definitions for future residential land use call for Medium, High Density and Multiple Family Density
dwellings that would fit into the H&CD as there is availability and potential for site and building redevelopment along with existing access to utilities and public water and sewer. Commercial and
Industrial Development, Government and Community Services and Economic Development are
reiterated in a briefer format for compliance with the proposed H&CD Plan. A Unified Zoning Code
Ordinance was adopted in 2011 to address recommendations as a result of the TOU Comp Plan.
COMMUNITY PROFILE – Trends in population data are consistent with the review provided in
Section 1.2 Location & Demographic Description of Johnson City of the H&CD Plan. Most significant
is the population age data that also confirms that population under the age of 18 and over the age of 62 is
above the average for the state and nation. Town residents who are over age 80 are almost double the
state and national level. For this reason, street amenities in the H&CD, signage, water fountains, and
exercise equipment should accommodate wheelchair, walkers and strollers. With trends of this nature,
community facilities and services are impacted as the TOU Comp Plan states. These would particularly
include day care centers, recreational facilities, nursing homes, senior housing and health care services.
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With several of these services and the Wilson Medical Center within the H&CD presently, this clearly
shows a market for expansion of existing services and development of the other services mentioned that
would provide for needs that already exist according to this data.
Based on income, the Town contains “target areas” that are eligible for federal Community
Development Block Grant (CDBG) funding. As an entitlement community, the Town of Union is
awarded funding each year to address target area projects that benefit low and moderate income
families, provide Section 8 housing and address infrastructure improvements or other projects that fit
into the improvement or elimination of “slums and blight” or provide services to the low-to-moderate
income residents in the target area. There is an Agreement between the Town of Union and the Village
of Johnson City for a portion of these funds each federal fiscal year. Projects at C. Fred Johnson (CFJ)
Park, street improvements, and the Goodwill Theatre, Inc. have benefitted from this funding in the past.
The target area map for the Village of Johnson City is below and this source of funding should be
continually prioritized by the village based on needs and impact.
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HOUSING – Mission Statement: PROVIDE A WIDE VARIETY OF LIVING ENVIRONMENTS
FOR ALL SOCIOECONOMIC GROUPS
This section of the TOU Comp Plan promotes a diversity of housing densities and specifies that housing
in an urban environment should provide a neighborhood where residents can walk to shopping,
employment and service facilities. Specific Housing Goals all meet the objectives of the H&CD and
are listed as follows:
1. To promote a choice of rural, suburban and urban living environments within the town/villages, by
providing for various development densities;
2. To preserve, enhance, and retain the essential character of established neighborhoods;
3. To promote homeownership as the preferred form of housing tenure by promoting the
new affordable housing and by maintaining the existing housing stock;
development of
4. To promote a range of housing within neighborhoods, by type, size, cost, age, and design;
5. To provide housing for all ages, household sizes, and socioeconomic groups and intermix housing within
neighborhoods;
6. To revitalize and rehabilitate older areas to enhance their viability and desirability as residential
neighborhoods;
7. To provide adequate land zoned for a variety of housing types;
8. To provide all renters with a choice of standard, affordable rental units and reinforce the
continued maintenance of rental properties;
9. To provide the elderly with housing opportunities and support services to maintain their independence;
10. To promote the provision of additional outreach services, supportive housing, and permanent
housing for the homeless population;
11. To provide housing opportunities and support services for people with a wide range of special
needs.
Deteriorated Housing
Need for Better Lighting
Sidewalk Improvements
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Land parcels and zoning categories can provide for all of these goals within the H&CD boundary. In
particular, the goals that address urban living environments, enhance and retain character of
neighborhoods, revitalize and rehabilitate older neighborhoods, and provide elderly and special needs
housing along with related support services, are especially appropriate.
The TOU Comp Plan further points out areas of concern for residential neighborhoods that includes the
poor conditions of certain neighborhoods and the need for code enforcement, maintenance and
rehabilitation for these preservation areas. This is a challenge due to many residents who are renters and
live on fixed incomes. In addition, a great deal of funding and resources are needed for physical
improvements to the public infrastructure. Policies are suggested to address this issue. They include
capital improvements, public services and assistance, as follows:
1. Sanitary sewers, storm sewers, and waterlines should be provided where lacking and inadequate
systems replaced;
2. Combined sanitary and storm sewer lines should be separated to maintain capacity at sewer
treatment plant and to prevent overflows;
3. Creeks and other water bodies should be maintained to prevent erosion of banks;
4. Curbs and gutters should be provided where missing if they are necessary for proper storm water
control or replaced where inadequate;
5. Streets should be maintained in good condition and at a width to meet the design classification of the
street;
6. Sidewalks should be provided for all urban streets and in areas of high pedestrian traffic;
7. Sidewalks should be maintained in good condition;
8. Sidewalks and curbs should be designed to meet the needs of the disabled and elderly;
9. Sidewalks and curbs should be designed to enhance the adjacent residential uses;
10. Streetlights should be provided to serve pedestrian traffic in urban areas;
11. Streetlights should be aesthetically pleasing and enhance the adjacent residential uses;
12. Electric, cable television, and telephone services should be placed underground;
13. Street trees should be planted in appropriate locations and maintained;
14. Street trees should be sized according to the proximity of adjacent structures and the size of the
available growing area;
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15. Police protection should be provided;
16. Neighborhood crime monitoring programs should be established as well as watchdog programs for
the disabled and elderly;
17. Adequate fire protection should be provided;
18. Emergency services should be provided;
19. Public transportation should be provided in the urban areas and suburban focal points;
20. Suburban focal points for public transportation should have parking available for public use;
21. Medical facilities, emergency health care facilities, and nursing home facilities should be promoted
and integrated into neighborhoods;
22. Encourage the retention of existing community facilities in neighborhoods, such as schools,
libraries, religious institutions, and social clubs.
23. Provide assistance for low and moderate-income people to connect to the public water and sewer
systems.
H&CD Plan and TOU Comp Plan HOUSING: Each policy has listed goals for implementing
improvements that correct infrastructure deficiencies, provide utilities and recreational services where
they are not provided, maintain parks, eliminate deteriorated units, promote rehabilitation and
maintenance, enforce adequate regulations, provide financial incentives (or eliminate disincentives) for
the rehabilitation of deteriorated housing units and also provide necessary services (like handicapped
accessibility, meal delivery and housekeeping) so that residents can remain in their housing units.
These objectives, should they be met, would greatly increase the success of a H&CD in Johnson City
while meeting the needs of the Town and region.
Recent housing trends show the rising need for 55+ housing. The U.S. Census Bureau and the
Department of Housing and Urban Development (HUD) recognize this as a good time to take a closer
look at the 50+ market. Older buyers are more likely to buy than rent and more likely to buy new.
Locally, “Aging in Place” has been a program priority with the Broome County Office of Aging.
Binghamton University instituted a “Southern Tier Center on Aging” within their Intergenerational
Studies program in the College of Community and Public Affairs. These programs look at ways to keep
seniors in their homes by renovating them to be more accessible or to build to elderly needs with an
active life-style. Student housing is also a market for the village and developers to consider due to
Davis College and Binghamton University only a few miles away and closer to the H&CD in Johnson
City than Binghamton’s downtown area.
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PARKS & RECREATION – Mission Statement: TO PROVIDE A VARIETY OF PARKS AND
RECREATIONAL OPPORTUNITIES, AND PROGRAMS FOR ALL AGE GROUPS IN A SAFE
AND SECURE ENVIRONMENT.
H&CD Plan and TOU Comp Plan PARKS & RECREATION: This discussion will be in Section
6.3 Inventory of Parks & Public Spaces of the H&CD Plan.
TECHNOLOGY – Mission Statement:
TO PROMOTE A NEW AND INNOVATIVE
TECHNOLOGICAL ENVIRONMENT IN WHICH PEOPLE WILL LIVE, WORK, LEARN, SHOP,
RECREATE, AND COMMUNICATE.
H&CD Plan and TOU Comp Plan TECHNOLOGY: The most directly related goal in this section
of the TOU Comp Plan encourages the development and expansion of high technology companies in
the Town. With available property within the core area of the village and the Johnson City proposed
H&CD boundary, a suitable site for this industry could be developed that easily provides the amenities
listed plus is in close proximity to the Interstate system that passes through the community. Many
technology workers crave a creative environment, making the proposed H&CD a desirable location.
TRANSPORTATION – Mission Statement: TO PROVIDE A TRANSPORTATION NETWORK
CAPABLE OF MOVING PEOPLE AND GOODS EFFICIENTLY AND SAFELY.
H&CD Plan and TOU Comp Plan TRANSPORTATION: This discussion will be in Section 6.4
Circulation, Connectivity & Walkability of the H&CD Plan.
GOVERNMENT SERVICES – Mission Statement: TO ENSURE THAT MUNICIPAL SERVICES
MEET THE NEEDS AND THE DESIRES OF RESIDENTS AND ARE PROVIDED IN AN
EFFICIENT AND COST EFFECTIVE MANNER.
H&CD Plan and TOU Comp Plan GOVERNMENT SERVICES: This section of the TOU Comp
Plan asks some sound questions regarding public services in different municipalities. What demand is
there for services, should it be provided, will it demand change, who will benefit, what level of service
is needed and can it be shared or consolidated?
The main objective stated in this TOU Comp Plan Section is to conduct a survey of residents to
evaluate services, determine needs, cost effectiveness, and priorities of funding. Other objectives
includes streamlining permit approval procedures, make services user-friendly, provide a single point
of contact, use the internet for dissemination of information, encourage use of services such as
recycling, etc. and work to reduce the tax burden.
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(Gov’t Services con’t) To ensure that government services and actions are equitable, it is
recommended that a working committee be formed that is made up of board members from the town
and villages. Adding code enforcement officers and amending and reviewing ordinances periodically
is also recommended.
The citizen survey was conducted in 2003 and results are available in the TOU Comp Plan Appendix
that is available on the Town of Union website: www.townofunion.com. Code enforcement was
consolidated with the Town of Union after the TOU Comp Plan recommendation was proposed and an
analysis regarding the efficiency of this service was developed. Ordinances have been amended and
can also be found on the Town of Union website. Challenges will always exist with services such as
refuse removal, police patrol, snow removal and code enforcement, yet this is the crux of village
stability and should continue to be reviewed, changed if needed, and enforced as problems arise with
whatever resources are available. The H&CD Plan will need this support system in order to be
effective and work in partnership with the village and residents. The H&CD organization, once
established, should be aware of and become an active participant in the Town of Union working
committee meetings and the priorities of government service improvements in the village. One will
surely impact the other and a working partnership could assist in the effort to implement the mission
statement of this section as well as many other aspects of the Town of Union Consolidated
Comprehensive Plan. Perhaps it is time for another citizen survey that would re-evaluate these
services again. With the structural changes in Johnson City on the GWT campus, it would valuable to
understand the possible services future creative class students, the elderly and other special needs
groups would need.
COMMUNITY SERVICES – Mission Statement: PROVIDE AN ADEQUATE LEVEL OF
SUPPORTIVE SERVICES FOR SEGMENTS OF THE POPULATION WITH SPECIAL NEEDS –
ELDERLY, YOUTH, DISABLED, AND LOW INCOME PEOPLE, TO ASSIST THEM IN
MAINTAINING THEIR INDEPENDENCE AND IMPROVING THEIR QUALITY OF LIFE.
This section coincides effectively with the H&CD Plan to address this same mission with every project
and program that is recommended. They are all worth discussion as each goal should be considered
seriously when investment is encouraged or sought after for the H&CD. The TOU Comp Plan states
verbatim in this section:
There are barriers which prevent some people from fully participating in their surrounding community.
The barriers may be physical, economic, educational, and/or psychological. Some barriers may be
reduced by the provision of supportive services. Many barriers are beyond the scope of local actions
and therefore beyond this Mission Statement. Health care insurance or the lack thereof, for example, is
a major concern for the special needs population, but is not subject to local action. However, the lack of
local physicians willing to accept new Medicare/Medicaid patients may be subject to local action and
may be included for the Town’s further consideration.
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The community services objectives and policies include four groups with special needs: elderly, youth,
disabled, and low income, while reinforcing community values. Many of the groups have similar needs.
For some people and service providers, the issue is not the lack of services, but a lack of awareness of
the availability of the services. Accessibility to services is an issue for some. Accessibility problems
include physical barriers for disabled people, lack of transportation to or remoteness of the service, and
lack of affordability.
Elderly Services Goals
1- Increase public awareness of available services in a town-wide newsletter;
2- Broaden housing opportunities to provide a choice of housing from maintaining an independent
living environment to full nursing home care;
3- Encourage accessible public transportation at locations and times that meet the needs of the elderly
users;
4- Promote affordable and accessible health care alternatives;
5- Encourage opportunities for recreation and socializing to prevent isolation.
Youth Services Goals
1- Increase public awareness of available services;
2- Provide structured opportunities for recreation;
3- Provide affordable and accessible childcare;
4- Increase after school and summer employment opportunities.
Disabled Services Goals
1- Increase public awareness of available services;
2- Broaden housing opportunities to provide a choice of housing from maintaining an independent
living environment to skilled care;
3- Provide adequate rehabilitation services for alcohol and substance abusers.
Low Income Services Goals
1- Increase public awareness of available services;
2- Broaden housing opportunities to provide a choice of housing types, locations, and tenure;
3- Provide affordable and accessible health care alternatives;
4- Provide training, transportation, and day care to increase employment opportunities;
5- Provide adequate emergency food resources.
Community Value Goals
1- Increase tolerance of racial, ethnic, religious, and life style differences;
2- Promote a connection with the community to lessen individuals’ feelings of isolation;
3- Promote community pride;
4- Increase volunteerism in the community.
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H&CD Plan and TOU Comp Plan COMMUNITY SERVICE: It appears that of all the areas in
the Town of Union that could address most of these goals at once would be the center core of the
Village of Johnson City. The village is fortunate to have so many social service organizations that
make their home within the H&CD boundary. These organizational resources are important as they
provide and support many of the service goals and community values stated in the TOU Comp Plan.
It is unrealistic to expect that every single need can be met for every person at any given time but
recent emergency situations like the 2011 flood did show that the community was more than ready to
tackle these crisis with shelter, food, mental health services, incentives for community clean-up and
clean-up and construction improvement to residences and civic structures.
Sarah Jane Johnson Church is an epicenter of available resources within the H&CD and provides
village-wide support with programs that address the on-going needs of the community. The George
F. Johnson Dream Center for Youth Empowerment is one example. They host and organize group
meetings for flood victims, set up programs for flood repair that residents can do themselves, and find
volunteers for several other programs for which they are to be commended. This is not the only
organization that provides community services but certainly one worth recognizing along with other
volunteer groups and organizations that are listed in the Acknowledgements, Section 7.1 Partnerships
for Success and throughout this document.
Elderly and disabled housing is an opportunity previously mentioned that should be pursued within
the H&CD as many medical services geared toward these groups are in the proposed H&CD Plan.
The H&CD Plan Section 6.4 Circulation, Connectivity & Walkability will discuss transportation
access in the H&CD area and how that impacts these groups. The addition of curb cuts for the
handicapped, elderly, and families with young children to cross streets with wheelchairs, walkers,
strollers and bicycles is vitally important. The GWT is committed through their mission to meet all
ADA requirements in all aspects of their construction for student, performer and patron needs. This
proposed H&CD boundary and its immediate adjacencies are the geographic locations that should be
looked at critically for affordable and accessible community services. It is a prime location in the
region to assess racial diversity and tolerance, to understand the economic challenges of families, to
provide for healthy amenities and to promote community pride in the heritage and industrious
qualities of its workers, present and past.
REGIONAL ISSUES – Mission Statement: WORK WITH OTHER GOVERNMENT ENTITIES AT
THE LOCAL, COUNTY, STATE AND FEDERAL LEVEL TO REVIEW AND ADDRESS ISSUES
OF REGIONAL IMPORTANCE AND IMPACT IN A PROACTIVE AND COOPERATIVE
MANNER.
It almost goes without saying that a majority of these plans or goals could not move forward without
inter-municipal or other governmental cooperation. In Section 3. REVIEWS OF RECENT STUDIES &
PLANS, there are discussions of many initiatives that other government entities have provided that
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benefit the region, the county and the village. Specifically mentioned in the TOU Comp Plan along with
others in the H&CD Plan are:
•
•
•
•
•
•
•
•
•
Binghamton Metropolitan Transportation Study (BMTS)
Southern Tier East Regional Planning Development Board (STERPDB)
Broome County Planning & Economic Development & the Industrial Development Agency
Broome Tioga Stormwater Coalition
Broome County Multi-Jurisdictional Hazard Mitigation Plan
Southern Tier Regional Economic Development Council
Broome County Industrial Development Agency (IDA)
Broome County Health Department and the Office for Aging
Southern Tier Regional Coalition for Sustainability
H&CD Plan and TOU Comp Plan REGIONAL ISSUES: These are agencies without whom the
village and others would be challenged to procure funding from on their own. Some of the larger
projects such as transportation infrastructure, emergency preparedness or economic development
have a regional nature and need these larger entities that already have the staff and resources in place
to assist in these types of efforts.
CULTURE, ARTS & ENTERTAINMENT – Mission Statement: TO EXPAND THE INTEGRATION
OF THE ARTS INTO THE SOCIAL ENVIRONMENT, AND PROVIDE AFFORDABLE FAMILY
ENTERTAINMENT.
As the TOU Comp Plan states:
The theme of this goal has three components: culture, arts, and entertainment. The rich ethnic heritage
of the area due to the settling of immigrants decades ago has resulted in ethnically diverse
neighborhoods, churches, restaurants, and annual festivals. The “Little Italy” neighborhood in Endicott
is an example of a vibrant community endeavor to celebrate their heritage by establishing an
organization focused on maintaining and enhancing the ethnic character of the residential and
commercial neighborhood. In recent years there has been an increasing emphasis on promoting local
arts and entertainment, particularly to enhance the family living experience, and to encourage families
and young professionals to stay or relocate in the area. For an area its size, this region supports a
relatively large number of musical venues, including Broadway, orchestral, and modern artists, several
performing arts theatres, and sports teams.
The town, villages, and county maintain a variety of artistic and cultural programs. Within the town, the
Endicott Performing Arts Center (EPAC) supports both local and national artists, with a strong
emphasis on training local students and adults in the performing arts. The Town has assisted EPAC with
funding for capital improvements to the facility through the Community Development Block Grant
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(CDBG) program. The Cider Mill Playhouse offers excellent theatrical performances and performing
opportunities for adults in Endicott. Similarly, the Goodwill Theatre has been enhancing their facilities
with federal and state grants, private funding and also CDBG funds through the Town in order to
provide a professional artistic forum for youths and audiences of all ages for the region.
The Goals of the TOU Comp Plan are to:
1. Continue to celebrate the history and ethnicity of the area
2. Continue to provide affordable family entertainment
3. Increase integration of the arts into the educational system.
H&CD Plan and TOU Comp Plan CULTURE, ARTS & ENTERTAINMENT: The H&CD can
play a significant role in these goal endeavors. Since the Schorr Family Firehouse Stage opened, the
Goodwill Theatre, Inc., now in its fifth full season, has introduced professional performing arts to over
50,000 people who have been touched by the magic of live theatre. Their focus has been on bringing
into the community professional shows with national performing touring artists. Over 11,000 children
have attended youth performances and programs. Reaching out to schools with visiting artists and other
ways to integrate programming with the schools is a very reasonable goal that will be accomplished by
the H&CD organization in collaboration with the Goodwill Theatre, Inc., by increasing their current
activities in this regard when support, coordination and sponsorship resources allow. GWT already
provides professionally taught courses for children, seniors and other members of the community and
they send educational shows into the schools when sponsors are procured.
Luckily, entertainment and performance training is provided by the Schoor Family Firehouse Stage and
the Dancescapes studio that is just a block away. Other community dance studios and smaller
performance companies in the area are primarily community theatres and not professional companies.
There are some obvious exceptions to this like the Binghamton Philharmonic, Broadway Theatre
League, the Tri-Cities Opera, S.R.O., and perhaps a few others that have local professionals in their
ensembles. It is assumed that these organizations provide some type of community educational
programming but it is unclear as to the amount of programming that can be provided.
Ethnic and cultural programming initiatives have already been embraced by area organizations with
festival events.
The village and JC Partners host parades, “Third Thursday CruzInz”, “Lights on the Carousel” and “Carousel Days”. The Goodwill Theatre, Inc. has brought a variety
of ethnic and diverse professional entertainment to the Schorr Family Firehouse Stage. However, some
feel that the respect for and understanding of the rich ethnic heritage of our past is waning. Ways to
provide and promote these ethnic entertainment events or create more of them should be a goal of the
H&CD organization. By working and investing in these types of entertainment opportunities, it will
keep the ethnic knowledge and cultural diversity fresh. With Jennison Park improvements, a music or
festival venue would be created.
One way to expand these experiences would be to support and implement physical improvements in
order to reach out to the people with disabilities, another goal of the TOU Comp Plan and the H&CD.
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(Culture, Arts & Entertainment con’t) Having additional venues to showcase these
opportunities will be the completion of Phase 1 construction of the GWT campus. This
accomplishment will enable the GWT to form a resident Artists Equity Association (AEA) which
will produce professional level productions, and a touring theatre company for young audiences.
Section 6.5 Public Art & Entertainment will address more specifically outdoor art and heritage
interpretation that is all but lacking inside the H&CD boundary.
HISTORIC PRESERVATION – Mission Statement:
TO IDENTIFY, PROTECT, AND
SAFEGUARD SITES, STRUCTURES, AND NEIGHBORHOODS OF HISTORIC SIGNIFICANCE
AS A MEANS OF PRESERVING THE HERITAGE CUSTOMS, AND TRADITIONS OF THE
COMMUNITY.
H&CD Plan Status with the TOU Comp Plan: This Historic Preservation Mission Statement and the
following Objectives and Policies from the TOU Comp Plan tie seamlessly into the Purpose and Scope
found in Section 1.1 Purpose & Scope of Plan for the H&CD. The historic resources that are
recognized locally are fully described in in Section 4. INVENTORY OF HISTORIC RESOURCES.
The H&CD boundary is also the center of the Susquehanna Heritage Area resources and the Johnson
City State and National Register District of Historic Places that is also discussed previously in Section
4.2 Development of a National Register District in Johnson City of this H&CD Plan. The TOU Comp
Plan continues with the section on Historic Preservation as follows:
Objective: Preserve buildings and neighborhoods of local, state, and national historic importance
and/or architectural significance.
Capital Improvement Policy:
• Rehabilitate and/or maintain the four municipal carousels to Federal Historic Preservation
standards.
Land Use and Ordinance Policies:
• Develop an inventory of properties having local historic significance, eligible for designation on
the State and National Historic Registers, and/or architecturally significant;
• Develop standards for the rehabilitation and improvements to designated historic and/or
architecturally significant buildings;
• Provide zoning incentives for the adaptive reuse of designated historic and/or architecturally
significant buildings;
• Designate Historic Districts with appropriate review boards.
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Service Policies:
• Develop a brochure that explains what the designation means and possible sources of assistance
to include with the sale of designated historic and/or architecturally significant buildings;
• Provide restoration plans and drawings, as guidelines for future improvements, to the owners of
designated historic and/or architecturally significant buildings.
Assistance Policies:
• Provide financial assistance for the rehabilitation and restoration of designated historic and/or
architecturally significant buildings;
• Provide property tax incentives for improvements to designated historic and/or architecturally
significant buildings;
• Provide property tax incentives for designated historic and/or architecturally significant
buildings.
H&CD Plan and TOU Comp Plan HISTORIC PRESERVATION: Acknowledging the fact that
Johnson City has the largest and most ornate of the six nationally recognized Greater Binghamton
antique carousels, the fact that the TOU Comp Plan recognizes the need to continually maintain and
invest in these treasures (four within the Town), is commendable. Johnson City has done a stellar job
in maintaining, rehabilitating and educating the public about this prized landmark. Its proximity to the
Interstate and the grounds around the carousel offer opportunities for continuing to develop events and
programming at this site.
Now that Johnson City has expanded their National Register properties through funds provided by this
H&CD Plan, it behooves the village to have the TOU Comp Plan amended and insert policies that
address other historic landmarks. Recognizing that not all are village-owned, it would still be a sound
policy to follow.
Both the Susquehanna Heritage Area and the H&CD project have completed an inventory of
properties within the core center of the village. What has been recognized as missing for many years
is a properly organized review board with design standards for consideration of changes made to these
recognized properties. The E-J Industrial Spine Brownfield Opportunity Area (E-J BOA) study also
recommends design standards to ensure the historic character of the downtown core be taken into
consideration when structural changes are proposed. A preservation ordinance is in place and the
village has been vigilant when the State Historic Preservation Office (SHPO) needs to be involved.
However, an active local historic review committee, as other “best practices” historic communities set
up, could bring Certified Local Government (CLG) status to the village. That program provides
funding to help local review boards develop standards that benefit of the village. Clearly, design
standards are needed to ensure appropriate changes are made to the contributing AND noncontributing structures in the historic core of the village to maintain the character of the community.
This is only accomplished with local landmark designation. The Village of Endicott lost its CLG status
when they changed their ordinance, by diluting its effectiveness, about 10 years ago.
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(Historic Preservation con’t) The stated policies for Historic Preservation Service and Assistance are
also commendable. It is unclear where this sits as a priority for the town but should nevertheless be a
goal of the H&CD organization to pursue these efforts with the Town of Union and the Village of
Johnson City for educational brochures, technical assistance and promotion of appropriate design
standards, and eligible historic tax incentives.
The TOU Comp Plan makes no mention of adding new public art that would add to the legacy of E-J or
any other theme that are vital community assets and components for the H&CD that could also provide
some short-term successes. Existing sculptures inside UHS could be considered for outside installation
to stimulate interest in and encourage additional public art for all to enjoy. Exterior murals or street
sculptures could also be commissioned through available funding resources, if pursued.
ECONOMIC DEVELOPMENT – Mission Statement: TO PROVIDE A SOUND, MARKET
DRIVEN COMMERICAL BASE, OFFERING CONVENIENCE, CHOICE, VARIETY OF GOODS
AND SERVICES, AND EMPLOYMENT OPPORTUNITIES IN SAFE, WELL-MAINTAINED,
ATTRACTIVE LOCATIONS.
Commercial Use Goals
Commercial areas and facilities serve several primary needs: residents' needs for goods and services,
employment opportunities, generation of capital, and contributions to the town's tax base through
property value and sales tax revenue. The number, relative size, and spacing of commercial areas are
functions of the nature of the population to be served, including its density, demographic, occupational
and income structures, and the transportation pattern.
Market areas are composed of primary and secondary areas. The primary market area is a defined
geographic area from where a majority of the customers come. The secondary market area is a larger
geographic area that has the potential to be tapped for additional customers. The market area is a
function of many variables. In general, the more specialized the goods and services, the less widespread
the establishments dispensing them and the greater the tendency for concentration in areas most
accessible to a larger population, hence a larger and more extensive market area. Convenience food
stores are scattered throughout the community and have a narrow market area of the immediate
surrounding neighborhood. On the other hand, bridal gown sales have a limited number of stores and
locations with a market area that encompasses the region.
THE COMMERCIAL GOAL STATEMENT INCLUDES FOUR GOALS:
1 - Commercial activities should be based on existing and projected market conditions;
2 - Commercial activities should be flexible in design to meet the changes in the way people shop for
goods and services, rather than to rely on the status quo;
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3 - Commercial areas should be compact, grouped, and consolidated into functional areas to provide
for their continued viability;
4 - Commercial areas should provide for the varied needs of the residents of the Town within the urban,
suburban and rural development pattern.
The commercial objectives and policies are based on the level of market area: neighborhood,
community, and regional market areas. Each level of commercial activity usually includes the types of
commercial uses included in the lower order of the market area.
Until the 1950s, most neighborhoods had distinct clusters of owner-operated businesses, usually
consisting of grocery stores, bars, beauty and barbershops, and similar stores serving the everyday
needs of the immediate residents. In response to suburban development in the 1950s, the market area of
the neighborhood shopping areas generally increased to a radius of one-half mile serving a population
of 2,500 to 4,000 people. The anchor for the neighborhood commercial area was the supermarket,
accompanied by convenience stores such as banks, drug stores, and dry cleaners. The former type of
neighborhood shopping areas remained in the older, established neighborhoods in the villages while the
latter type of neighborhood centers were built on the fringes in Endwell, West Corners, and Riverside
Drive. As the scale of the supermarkets and other retailers increased, the market areas for these uses
broadened to community and regional market areas. The clusters of small stores in the villages closed
when the former owners retired, leaving behind vacant, marginal commercial space. Although the
traditional neighborhood shopping areas no longer exist, the gasoline station/convenience store fills the
void. Neighborhood shopping centers also changed their character and market. Former supermarkets
have become medical buildings, gyms, discount variety stores, drug stores, and industrial facilities,
oriented to a market larger than the neighborhood.
The community shopping areas encompass a variety of smaller stores and an anchor store. The anchor
may be a junior department store, a supermarket, or a chain drug store. The market area is about a twomile radius with a population of about 15,000 to 30,000 people. The community shopping areas in the
Town are:
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Park Manor Plaza;
Hooper Road/Country Club Road;
Endicott Plaza;
Price Chopper Plaza;
Union District;
West Corners (Route 26/Day Hollow Road/Carl Street);
Giant Plaza (Harry L Drive);
Westover Plaza;
Riverside Plaza.
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H&CD Plan and TOU Comp Plan COMMERICAL USE GOALS: The TOU Comp Plan
recognizes the H&CD area and the JC downtown core as a traditional neighborhood commercial area.
Since this TOU Comp Plan was written, it could be reasonably argued that the west end of Main Street
toward the 201 interchange could be considered a community shopping area with two major chain
drug stores now anchoring the blocks north of the Wilson Medical Center. With an average of almost
19,000 vehicles per day in the area, this would fall into the description of this commercial area
category. With the H&CD Plan implementation this area would flourish with the addition of cafes,
restaurants, boutiques, and other services once the GWT campus is complete. According to the TOU
Comp Plan:
The regional shopping area is intended to serve the entire metropolitan area and beyond. The radius of
this area is about 20 miles with a population in excess of 30,000 people. The regional shopping area has
at least one major department store and many smaller establishments. The Town has one existing
regional shopping area, the Oakdale Mall/Reynolds Road area. Town Square Mall, in combination with
the other smaller power centers on Vestal Parkway and to a lesser degree, downtown Binghamton, also
serve regional market areas.
Tourism, as a commercial activity, aims for a regional or larger market area. Tourist attractions have
the spin-off effect of attracting customers to related existing activities and to ancillary commercial
activities. The proposed THIINK theme park, if successful, is aimed at attracting travelers passing
through the area on the way to other tourist destinations. Tourist dollars would be captured by the
theme park and by ancillary uses such as motels, restaurants, gas stations and retail stores.
H&CD Plan and TOU Comp Plan TOURISM: The THIINK proposal has been considerably
revised into the Center of Technology & Innovation Tech Works! Museum proposal that is located in
downtown Binghamton. However, the IBM Heritage Center, previously a non-public exhibit for their
employees was re-installed by the Olde Union Historical Society in the former Burt’s Department
Store Building on Washington Avenue in Endicott. The Goodwill Theatre, Inc., through funding
applications to the NYS Parks Agency, has indicated their willingness to integrate a history exhibit on
the Endicott-Johnson Company within the campus. Designing this space into a staffed EndicottJohnson historical themed location, or another structure that provides area information and a
professional exhibit, should be considered by the H&CD organization and the village. These tourist
attractions could be promoted nationally and state-wide through the I Love NY program, the NYS Path
Through History program, and draw from a regional and national market once fully in operation. The
H&CD boundary contains components of the entire E-J story in a closer proximity than any other area.
There are factories, housing, a hospital and medical clinic, a theatre, parks, a carousel, churches and
fraternal organizations, Your Home Library, the E-J pagoda pumphouse, and other monuments. All are
in walkable distances. As the TOU Comp Plan states:
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Historically, Endicott’s Washington Avenue and Johnson City’s Main Street served as regional
shopping centers. With the loss of Burt’s Department Store on Washington Avenue and the loss of many
small retail stores on both Washington Avenue and Main Street, the market areas have decreased to
community shopping areas. The two areas retain some retail establishments having a regional draw, but
they are anomalies, remaining in place because of the individual business’s loyal customer base. Most
of the retail stores serve the surrounding population. The focus of downtowns all across the country are
changing from retail centers to a mixture of retail, offices, services, and other uses. Due to the unique
nature of the two downtowns, the objectives and policies will be handled as a distinct commercial type.
The two other types of commercial uses included in this goal are professional/business offices and
highway oriented commercial uses. Medical, legal, and other professional and business offices tend to
cluster in the core areas of the town, in close proximity to the downtowns and, in the case of medical
offices, in close proximity to the local hospital. The professional/business offices are concentrated in
Endicott's and Johnson City's downtowns, East Main Street in Endicott, Riverside Drive, and Main
Street in Johnson City, and Hooper Road in Endwell. The medical, legal and other professional and
business offices are highly specialized commercial establishments requiring central locations. The
concentration of services also permits free movement between related services such as medical
laboratories, hospitals and doctors, and law offices and banks. The highway oriented commercial areas
incorporate a conglomeration of businesses such as automobile servicing, gasoline stations, fast food
restaurants, and bulk merchandise operations. The highway oriented commercial areas, due to the
nature of their locational needs, are lineal developments on the town's major arteries.
Many of the objectives are applicable for more than one commercial type and as such were not repeated
for each appropriate commercial type. The objectives can be categorized under two headings: physical
condition and marketing. Physical condition of the commercial area refers both to the condition of the
individual buildings and shopping centers as well as locational factors. Marketing incorporates issues
of new business development, expansion of market areas for individual businesses, and changes in
business practices.
OBJECTIVES FOR NEIGHBORHOOD SHOPPING AREAS – The major areas of concern are
declining market area and reuse of vacant commercial space.
Physical Condition Policies:
• Redesign and rehabilitate the neighborhood shopping areas to serve as the focal point for their
neighborhoods;
• Promote the rehabilitation of deteriorated commercial buildings.
Marketing Policies:
• Provide for the adaptive reuse of vacant neighborhood shopping areas and buildings to be
compatible with the adjacent residential areas;
• Rebuilt neighborhood shopping areas and buildings should be compatible with the adjacent
residential areas.
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OBJECTIVES FOR COMMUNITY SHOPPING AREAS - The major areas of concern are declining
market area and reuse of community shopping areas.
Physical Condition Polices:
• Reduce the negative impacts of community shopping areas on adjoining residential development;
• Provide adequate parking and traffic patterns to meet the needs of the patrons
Marketing Policies:
• Identify areas of retail opportunity, and then design strategies to build on those opportunities;
• Promote the reuse of existing vacant buildings by limiting the number of greenfield commercial
sites.
OBJECTIVES FOR DOWNTOWNS - Washington Avenue, the Union Business District, and Main
Street retain their roles as the downtown areas for the Villages of Endicott and Johnson City,
respectively, but the roles have changed. The downtowns have a reduced retail impact, but still remain
centers for services.
Physical Condition Policies:
• Encourage the preservation of buildings having historic and/or architectural significance;
• Promote the rehabilitation of deteriorated commercial buildings, with emphasis on maintenance
of the front and rear facades of the buildings;
• Promote the adaptive reuse of the upper floors of the commercial buildings.
Marketing Policies:
• Stabilize and improve the value of real estate;
• Promote the downtowns in the marketplace;
• Promote incentives for the adaptive reuse of buildings designated as having historic and/or
architectural significance.
OBJECTIVES FOR PROFESSIONAL BUSINESS/OFFICE - The main concerns are the spatial
distribution of the services within the Town and the design of the facilities themselves.
Marketing Policies:
• Promote professional/business offices and their services in neighborhood and community
shopping areas;
• Promote strong nuclei of professional, business and medical office uses adjacent to regional
shopping areas, downtowns and hospital facility;
• Promote professional/business offices as alternative use for residential properties situated on
major roadways.
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H&CD Plan and TOU Comp Plan SHOPPING AREA OBJECTIVES: The physical
improvement and marketing policies for each of the designated Neighborhood, Community and
Downtown shopping areas work within the scope and goals of the H&CD. In addition, with the
many medical-related and business offices in the area, the objectives for the Professional
Business/Office area also apply. Recommendations to achieve these objectives included in the TOU
Comp Plan are;
1. Redesigning and rehabilitating neighborhood shopping areas to serve as the focus point for
their neighborhoods. Land use ordinances should restrict commercial uses to types that have a
neighborhood market area. Revise zoning when needed to permit professional offices within the
neighborhood shopping areas. Limit size and locations of neighborhood shopping areas.
Require adequate off-street parking spaces while recognizing that uses are pedestrian oriented.
Require that signage be maintained in scale to surrounding residential uses and to pedestrian
orientation. Orient building locations on their lots to pedestrian traffic as well and vehicular
traffic and parking. Policies to provide financial and planning assistance and to promote
themed businesses to reflect the composition of the surrounding neighborhood.
2. Promote the rehabilitation of deteriorated commercial buildings. Exterior maintenance
ordinance should be enforced. Provide financial assistance for the rehabilitation of
commercial properties. Eliminate the increase in property assessment for specified categories
of rehabilitation projects. Encourage restoration of structures in a manner that preserves and
is complementary to the architectural integrity of the building and the neighborhood.
3. Provide for the adaptive reuse of vacant neighborhood shopping areas and buildings to be
compatible to the adjacent residential areas. Provide financial assistance for the demolition of
vacant, deteriorated commercial buildings and identify and market available commercial
properties that can be rehabilitated.
4. Reduce the negative impacts of community shopping areas on adjoining residential
development.
Capital Improvement Policies:
• Provide the proper signalization, turn lanes, and other road improvements to allow for safe
and efficient traffic flow to and from the community shopping area;
• Encourage information kiosks in the shopping area.
Land Use and Ordinance Policies:
• Locate community-shopping areas on major arterials and limit road cuts to as few as needed
to provide safe egress and ingress;
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Provide screening between community shopping areas and adjacent residential uses;
Provide for a wide range of permitted uses, including professional office and specified
highway oriented commercial uses;
Develop community shopping areas in the preferred form of development, the shopping
center with multiple uses, shared parking spaces, and shared roadway access. Redesign
existing strip developments to create a unified and compatible design and parking facility;
Require that the physical design of shopping areas be compatible with the surrounding
residential development in terms of architectural style, scale, and landscaping;
Permit higher density residential development adjacent to shopping areas.
Assistance Policies:
• Provide financial assistance as funding permits for the rehabilitation and/or redevelopment
of older community shopping areas.
• Promote and encourage more specialization of goods and services;
• Encourage joint promotional efforts and advertising.
5. Provide adequate parking and traffic patterns to meet the needs of the patrons.
Land Use and Ordinance Policies:
• Require that shopping areas be physically maintained at a level necessary to provide a safe,
clean, and fully usable parking facility, with easy access for fire equipment and freedom from
litter, debris, and snow;
• Connect the off-street parking facilities of contiguous commercial areas;
• Direct access to abutting streets having signalized intersections;
• Direct access generally to abutting streets having the higher functional classification;
• Limit the number of curb cuts and promote shared cuts and auxiliary drives;
• Make parking spaces for commuters available within or adjacent to the community shopping
areas;
• Consider the peak demand for parking as determined by hours of operation of the businesses
when determining the number of required parking spaces.
6. Identify areas of retail opportunity and then design strategies to build on those opportunities.
Service Policies:
• Maintain current demographic data on the Town and make it available and accessible to the
public.
Assistance Policies:
• Maintain listing of vacant buildings and actively promote their occupancy;
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Analyze market conditions and capture analyses to indicate areas of business direction and
growth.
7. Encourage preservation of buildings having historic and/or architectural significance.
Capital Improvement Policies:
• Make capital improvements compatible with the age, design, scale, and character of the
downtowns.
Land Use and Ordinance Policies:
• Periodically re-examine and enforce sign design standards for downtown buildings;
• Develop flexible Building Code standards for rehabilitation of historic and/or architecturally
significant buildings.
Assistance Policies:
• Seek federal and state resources for the rehabilitation of designated buildings; for which
professional architectural assistance has been used;
• Seek architectural assistance for the rehabilitation of designated buildings.
8. Promote the rehabilitation of deteriorated commercial buildings, with emphasis on
maintenance of the front and rear facades of the buildings.
Capital Improvement Policies:
• Maintain alleys and adjacent public parking lots.
Assistance Policies:
• Provide financial assistance for facade rehabilitation;
• Provide review of design standards to assist in facade rehabilitation.
9. Promote the adaptive reuse of the upper floors of the commercial buildings.
Land Use and Ordinance Policies:
• Permit a wide range of uses under zoning ordinance;
• Require that rehabilitation be compatible with a comprehensive plan established for the
downtown.
Assistance Policies:
• Educate community as to the Code requirements.
10. Stabilize and improve the value of real estate.
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Capital Improvement Policies:
• Provide an adequate mix of on-street and off-street parking spaces in designated areas for
customer, tenant and employee use (short term, long term and overnight parking);
• Encourage direct connections between parking facilities and buildings;
• Provide pedestrian oriented amenities such as benches, trash receptacles and shade.
Land Use and Ordinance Policies:
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Provide for a wide range of uses in Zoning Ordinance, including residential and industrial
uses;
• Streamline permit processing to reduce the cost and time.
Assistance Policies:
• Market vacant and/or underused space;
• Work with County and State to provide financial incentives for new tenants;
• Direct people to sources of financial assistance for purchase, rehabilitation and
reconstruction of buildings;
• Inform developers and existing business owners of opportunities for relief from property tax
burden for improvements to property;
• Inform business owners of opportunities for reduced utility costs for new occupants and
expanded usage by existing occupants.
11. Promote the downtowns in the marketplace and effectively promote them.
Assistance Policies:
• Provide current demographics, market area information and sales capture analysis;
• Work with County and State on a recruitment strategy based on market analysis.
12. Promote professional/business offices and their services in neighborhood and
community shopping areas.
Land Use and Ordinance Policies:
• Revise zoning ordinances to permit professional and business offices in neighborhood and
community shopping areas;
• Permit mixed use of structures, residential and office uses;
• Require development be compatible with the scale and design of the surrounding residential
areas.
13. Promote strong nuclei of professional, business, and medical office uses adjacent
to regional shopping areas, downtowns, and hospital facility.
Capital Improvement Policies:
• Provide adequate, affordable and accessible long-term public parking for the employees and
patrons of the office uses;
• Provide pedestrian oriented amenities, including demarcated pathways to adjacent
commercial areas.
Land Use and Ordinance Policies:
• Revise zoning ordinances to permit professional and business offices in designated regional
shopping areas, downtowns, and adjacent to hospitals;
• Restrict office uses as permitted use in residential districts;
• Promote shared use of parking facilities.
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Assistance Policies:
• Assist in the assembly of land to provide building sites;
• Encourage the expansion and/or location of offices in designated locations.
H&CD Plan and TOU Comp Plan ECONOMIC DEVELOPMENT: Many, if not all of these
goals, objectives and policies for retail and commercial properties could be adopted by the H&CD
organization. Firstly, as suggested in previous commentary, a clear understanding of how these
policies are being carried out and by whom would be discussed with the primary stakeholders of the
H&CD Plan. Those objectives that rise to the top as priorities should be taken on in a strategic
format. There are many of these to consider, as the Section 7.2 Development Actions list indicates.
INDUSTRIAL USE GOALS – Mission Statement: TO IMPROVE THE TOWN'S ECONOMY BY
PROMOTING NEW AND EXPANDED INDUSTRIAL BUSINESSES, RETAINING EXISTING
BUSINESSES AND REDEVELOPING EXISTING BROWNFIELD SITES IN ORDER TO
FURTHER DIVERSIFY THE ECONOMIC BASE AND TO PROVIDE FOR INCREASED
EMPLOYMENT ON A PERMANENT BASIS.
Industry is basic to the economic health of the community. At the simplest level, economic vitality is
based on a process where more money (capital) flows into the community than flows out of the
community. Industry, agriculture, mining, tourism, and portions of the service sector bring new capital
to the community from outside. The capital is dispersed through the community by the purchase of
business supplies and services, employee salaries, business investments, and business savings. Then, the
capital is further dispersed through the community by personal purchases at local retailers, housing
rental payments, housing mortgages and utilities, purchases of services, loans, investments, and savings.
In the Town of Union and Broome County, industry is the locomotive that drives the economic train. The
vitality of retailing, service sector, housing, and even government is based on the vitality of local
industry. Tourism and the service sector are potential sources of new growth and are discussed under
the Commercial Use Goal.
Most of the factors affecting industrial decision-making are beyond the scope of Town policies and
actions. Corporate downsizing and restructuring, reductions in national defense spending, globalization
of the economy, and technological changes have profound local impacts. For example, the decision to
sell a corporate division is based on the internal financial needs of the business and may not consider
the value of the local division beyond the cash asset it represents. The new owner’s interest in the local
division of the business may be its contracts, processes and patents, not its employees and its physical
plant. However, through capital improvements, services, land use ordinances, and assistance programs
the Town can provide a way towards meeting this goal.
Industrial objectives are divided into three categories:
1. Industrial Development and Expansion;
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2. Industrial Retention; and
3. Brownfield Redevelopment.
Industrial growth, whether through new industrial development or existing industrial expansion, is
necessary for the Town to grow. Existing industry must be sustained and attention must be given so
these concerns remain vital forces within the community. Growth is more likely to occur as the result of
the expansion of existing businesses, rather than the development of new or relocated businesses. Job
attrition must be prevented and the collective contribution to the Town's economic base must be
maintained. An outcome of modern technology is that some industries become outdated, goods are
produced for less abroad or the need for a particular good or service declines. As the businesses close,
the former employees retire from the workforce, find other jobs within the community or relocate outside
the community. The highly skilled and productive work force of the community is an asset that needs to
be maintained, nurtured and promoted. It is a valuable resource for this community. The industrial
facilities themselves are vacated, often leaving behind old, deteriorated buildings on polluted sites.
These buildings continue to blight the surrounding neighborhood and redevelopment is retarded by the
pollution on site. The cost of removing the buildings and the pollution is often higher than the value of
the vacant site.
Goals – Industrial Expansion
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Assist in the coordinating of agencies within Broome County and New York State to prepare a
comprehensive package for business development;
Help developers locate sites for new and expanded industry;
Promote, assist and encourage an adequate labor supply;
Promote entrepreneurship and the establishment of small local enterprises as a means of
creating new businesses and jobs;
Partner with the colleges and other institutions as sources of capital for research and
development;
Cultivate the tourism industry to open new markets.
Goals – Industrial Retention
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Reduce the cost of doing business;
Maintain and improve existing industrial areas and facilities;
Provide technical assistance to aid in the growth of businesses of all sizes;
Attract and Maintain high quality and productive workers;
Protect existing viable industrial areas from the encroachment of incompatible land uses.
Goals – Brownfield Redevelopment
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Promote the cleanup and redevelopment of vacant industrial sites;
Promote the rehabilitation and modernization of obsolete physical plants;
Coordinate Federal, State and local efforts with the private sector;
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Encourage continuing education and placement programs (retraining) for workers in declining
industries.
INDUSTRIAL DEVELOPMENT/EXPANSION OBJECTIVES:
1. Assist in the coordination of agencies within Broome County and New York State to prepare a
comprehensive package for business development.
Assistance Policies:
• Assist local brokers to market sites in the Town and Villages;
• Maintain a listing of available industrial and business sites;
• Market the benefits of locating a business in the Town and Villages;
• Encourage the establishment of business-to-business links;
• Assist businesses in moving through the local permitting processes;
• Actively pursue industries looking for national expansion, especially businesses that have a
different market;
• Maintain financial incentives for business development and expansion;
• Coordinate with other economic development agencies;
• Encourage the continuance of Empire Zones to provide property tax incentives for all new
and/or expanded industry.
2. Help developers locate a variety of sites for new and expanded industry.
Land Use and Ordinance Policies:
• Zone lots for industrial development in alternative locations and of sufficient size and type to
offer choice and ease of development;
• Industrial park is the preferred form of industrial development;
• Coordinate incentives for prime industrial site uses that create a large number of jobs, rather
than such uses as warehousing;
• Merge existing small lots into larger lots, where possible;
• Provide buffer requirements in Zoning Ordinance for industrial uses;
• Require that businesses provide adequate off-street parking for employees;
• Limit the types of non-industrial uses permitted in the industrial zones to preserve the land
for industrial uses;
• Direct truck and employee vehicular traffic away from residential streets.
Assistance Policies:
• Promote the development of new industrial parks within the Town and Villages;
• Promote the construction of speculative industrial buildings.
3. Promote entrepreneurship and the establishment of small local enterprises as a means of
creating new businesses and jobs.
Service Policies:
• Assist people wishing to start new businesses;
• Provide one-stop permit processing.
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Direction Policies:
• Promote the joint use of ancillary services such as legal, accounting, secretarial and
janitorial services;
• Promote the development of local sources of venture capital;
• Encourage participation in local and regional professional organizations.
4. Partner with the colleges and other institutions as sources of capital for research and
development.
Assistance Policies:
• Coordinate the packaging of financial assistance for research and development;
• Promote joint research projects between local businesses and regional universities;
• Help businesses find tax incentives for research and development investments by business
and outside investors.
5. Cultivate the tourism industry to open new markets.
Capital Improvement Policies:
• Develop capital improvement program that is coordinated with development of large-scale
tourist attraction(s);
• Plan road improvements necessary to handle volume of traffic projected from tourist
attraction(s);
• Obtain necessary easements for road and utility expansions in anticipation of tourist
attraction development.
Land Use and Ordinance Policies:
• Encourage development and coordination of tourist-oriented activities.
Assistance Policies:
• Assist in determining potential tourist attraction feasibility and in the planning, design, and
marketing studies for the attraction(s);
• Maintain list of sites of various sizes and amenities suitable for tourist attractions;
• Promote community events that have potential to become tourist attractions.
Direction Policies:
• Support and promote local efforts to develop tourist attractions.
H&CD Plan and TOU Comp Plan INDUSTRIAL DEVELOPMENT: The NYS Empire Zone
currently functions with past certified companies and the newer Excelsior Program was developed to
replace it in 2010. That program offers similar incentives. Section 4.3 Historic and Other Tax Credit
Opportunities has listed and described economic business investment incentives including new
programs like the Excelsior and several other tax incentives for industries and job creating
businesses. Collaborative and realistic discussion is necessary with regional economic development
agencies regarding the industrial area challenges and potential in Johnson City’s E-J Industrial Spine
BOA.
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INDUSTRIAL RETENTION OBJECTIVES:
1. Reduce the cost of doing business.
Service Policies:
• Provide incrementally reduced rates for bulk purchases of water;
• Provide metering of sanitary sewer discharge flows where industry is using water in
manufacturing processing and/or has approval for direct discharge into a waterway;
• Make the tipping fees at the County landfill competitive with those in other areas;
• Advertise the advantages of locating within the municipal electric district, targeting
businesses having electricity needs;
• Provide job outreach and coordinate training of potential and new employees;
• Make utilities costs competitive with those in other areas.
Assistance Policies:
• Financial incentives should be made available to new and existing businesses when job
creation will result;
• Property tax incentives for new businesses should not create an increased burden for existing
businesses;
• Recruit businesses with similar products that complement each other.
Direction Policies:
• Promote lower utility costs;
• Promote reduction in State taxes and State mandates;
• Encourage businesses to purchase goods and services from within the community;
• Promote the sharing of skilled labor, equipment, and space, especially for businesses that
experience seasonal peak times.
2. Maintain and improve existing industrial areas and industries.
Capital Improvement Policies:
• Provide adequate off-street parking where lacking.
Land Use and Ordinance Policies:
• Require buffers between industrial uses and adjacent residential uses;
• Revise Building Code to incorporate modern methods of construction;
• Revise Zoning Ordinance to require off-street loading docks separate from off-street parking.
Assistance Policies:
• Provide assistance for aesthetic improvements to existing business sites.
3. Provide technical assistance to aid in the growth of businesses of all sizes.
(See Industry Goals, Industrial Development/Expansion)
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Assistance Policies:
• Maintain a list of sources for assistance.
4. Attract and maintain high quality and productive workers.
Service Policies:
• Link vocational and higher education providers to local businesses to determine training
needs;
• Promote Job Fair between local employers and high schools, vocational schools, Broome
Community College and Binghamton University;
• Promote weekend, evening and home study vocational and skill training courses.
Assistance Policies:
• Maintain a list of sources of financial assistance to businesses for job training;
• Provide financial assistance to employees for skill development.
5. Protect existing viable industrial areas from the encroachment of incompatible land uses.
Capital Improvement Policies:
• Provide buffers between residential and industrial districts.
Land Use and Ordinance Policies:
• Residential units within industrial areas should be phased out;
• Industrial zoning districts should limit the permitted uses to industrial and related activities.
H&CD Plan and TOU Comp Plan INDUSTRIAL RETENTION: Collaborate whenever
possible with local and regional Economic Development Agencies such as Town of Union LDC,
Broome County IDA and the Southern Tier Regional Economic Development Council. Federal
agencies such the Economic Development Agency, the NYS Empire State Development and others
are critical to the village and town in order to ensure existing businesses are encouraged to stay and
grow. It may even be appropriate for representatives from the H&CD organization to attend or be
placed on many of these boards and committees. Contact will be the key to success in accessing
support and funding. The GWT campus will create 65 new jobs and be a hub of entertainment and
creative industry in the H&CD. Economic Development depends on these investment tools and
incentives to retain and increase jobs in the area.
BROWNFIELD REDEVELOPMENT OBJECTIVES:
1. Promote the cleanup and redevelopment of vacant industrial sites.
Land Use and Ordinance Policies:
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Adopt and enforce Exterior Maintenance Codes to prevent blight;
Require demolition of vacant, dilapidated buildings having little remaining economic
value after an established period;
• Work cooperatively with Federal Environmental Protection Agency, State Department of
Environmental Conservation, and Department of Health to test for and develop
remediation plans for pollution problems.
Assistance Policies:
• Provide financial assistance for razing dilapidated buildings;
• Provide financial assistance for environmental remediation projects;
• Provide long term financing for building demolition and environmental remediation.
Direction Policies:
• Encourage DEC to limit liability for owners of brownfield sites who were not the
polluters of the site;
• Promote cooperative efforts between brownfield owners and firms specializing in
brownfield redevelopment.
2. Promote the rehabilitation and modernization of obsolete physical plants.
Land Use and Ordinance Policies:
• Rezone areas to districts compatible to the needs of industry, eliminating spot zones that
have developed within the Town and Villages;
• Deny variances for the expansion of and improvement to non-conforming residential uses
in industrial areas.
Assistance Policies:
• Provide financial incentives for rehabilitating and reconstructing older and deteriorated
industrial buildings without an increase in taxes.
3. Coordinate Federal, State and local efforts with the private sector.
Service Policies:
• Establish lead agency for the redevelopment and/or marketing of sites;
• Establish individual roles for various economic development agencies;
• Keep referrals within municipality unless a sufficient number of alternative suitable sites
cannot be found.
4. Encourage continuing education and placement programs (retraining) for workers in declining
industries. See Industry Objectives in Industrial Retention section.
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H&CD Plan and TOU Comp Plan BROWNFIELD REDEVELOPMENT: As discussed and
described in Section 3.2 Listing with Descriptions of Studies & Plans, the H&CD boundary is
inclusive of the major portion of the E-J Industrial Spine Brownfield Opportunity Area (E-J BOA)
and has had by far the most re-investment in the area to date. Therefore, it would be an
organizational priority of the H&CD to do whatever possible to align itself with each goal and policy
listed above. It is the E-J BOA that has provided opportunities for re-investment and that would be
relied upon to incentivize potential development or continued blight removal within the H&CD
boundary.
EMERGENCY SERVI CES – Mission Statement: TO PROVIDE AN APPROPRIATE LEVEL OF
POLICE PROTECTION, FIRE PROTECTION, AND EMERGENCY MEDICAL SERVICES IN A
COST EFFECTIVE MANNER THAT ENSURES THAT ALL RESIDENTS AND BUSINESSES
ENJOY A SAFE AND SECURE ENVIRONMENT.
Residents want to feel safe and secure in their homes, on the streets, and in their places of business.
Residents expect a quick response time to their 911 emergency calls for police, fire, and/or emergency
medical services.
The cost of these services is expensive in terms of personnel and equipment. Unlike other kinds of
services, adequate personnel have to be available every hour of every day. The personnel need
continuing training to hone their skills and become familiar with changing equipment and technologies.
While demand for service is increasing, the ability to pay for the service is decreasing due to declining
assessments.
The Town has a number of service providers including state, county, municipal, and volunteer.
Overlapping jurisdictions, reliance on mutual aid, duplication of service, paid versus volunteer service
providers, local versus nonlocal providers, and double taxation are all areas of concern to town and
village residents.
Goals - Police Protection
• Initiate and/or promote actions that deter criminal behavior;
• Increase the efficiency and effectiveness of police services using GIS/GPS technology in an
effort to reduce the cost;
• Promote individual responsibility for increased personal security and safety.
Goals – Fire Protection
• Increase the efficiency and effectiveness of fire services using GIS/GPS technology in an effort
to reduce the cost;
• Promote individual responsibility for fire prevention.
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Goals – Emergency Medical Services
• Increase the efficiency and effectiveness of EMS services using GIS/GPS technology in an effort
to reduce the cost.
POLICE PROTECTION OBJECTIVES:
1. Initiate and/or promote actions that deter criminal behavior.
Capital Improvement Policies:
• Provide increased street lighting in areas identified by law enforcement agencies as
lacking adequate lighting.
Service Policies:
• Use GIS technology to identify specific target areas and increase police presence in those
areas;
• Adopt and enforce lock down procedures for properties with recurring drug trafficking;
• Provide police patrols in neighborhoods on a random basis, especially at night.
Direction Policies:
• Encourage residents to work with police departments through neighborhood watch
programs.
2. Increase the efficiency and effectiveness of police services and reduce the cost.
Capital Improvement Policies:
• Standardize equipment throughout the various police, fire, and EMS agencies;
• Develop and adhere to regular maintenance schedules for police, fire, and EMS
equipment;
• Modernize and maintain police, fire, and EMS buildings in a manner that meets the needs
of the personnel and the needs for the equipment and public use of the facilities;
• Maintain police, fire, and EMS substations in areas where appropriate to maintain
adequate “response times”.
Service Policies:
• Maintain police, fire, and EMS “response times” at acceptable levels for all parts of
the town;
• Reduce the number of sub-managers within the police, fire, and EMS agencies;
• Improve the coordination of law enforcement and fire protection agencies so that the
closest agency responds to emergency calls;
• Maintain communication between policing agencies during criminal investigations;
• Maintain and enhance the countywide 911 services;
• Maintain annual training of police, fire, and EMS personnel;
• Provide local-training facilities for police, fire, and EMS personnel;
• Coordinate town and village courts;
• 9. Share administrative functions;
• Share existing police, fire, and EMS equipment and consolidate purchase of new
equipment.
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Direction Policies:
• Consider the feasibility and cost/benefit of Endicott and Johnson City providing
police services to town;
• Establish a countywide committee representing all emergency service agencies to
develop plans to coordinate activities and maintain centralized records.
3. Promote individual responsibility for increased personal security and safety.
Service Policies:
• Educate residents when it is appropriate to contact emergency services through the
911 program;
• Alert residents to increased crime within their neighborhood and teach ways to
increase vigilance;
• Establish Neighborhood Watch Programs throughout the town;
• Expand D.A.R.E. program to neighborhoods;
• Educate residents on crime prevention;
• Expand School Watch Program town-wide;
• Increase drug education for children beginning in early years of elementary school;
• Educate and provide training for the general public relative to fundamental disaster
preparedness skills through programs offered by the Town of Union Community
Emergency Response Team (CERT). The program is offered at no cost to the
participants.
Direction Policies:
• Encourage use of residential and business security lighting and porch lights;
• Encourage use of smoke and carbon monoxide detectors;
• Promote programs that teach self-responsibility;
• Promote resident involvement in community.
FIRE PROTECTION OBJECTIVES:
1. Increase the efficiency and effectiveness of fire services and reduce the cost.
Capital Improvement Policies:
• Standardize equipment throughout the various fire agencies;
• Develop and adhere to regular maintenance schedules for fire equipment;
• Modernize and maintain fire stations in a manner that meets the needs of the
personnel and the needs for the equipment and public use of the facilities;
• Maintain fire substations in areas where appropriate to maintain adequate "response
times".
Service Policies:
• Maintain fire protection agencies "response times" at acceptable levels for all parts
of the town;
• Reduce the number of sub-managers within the fire protection agencies;
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Improve the coordination of law enforcement, fire protection agencies and emergency
medical services so that the closest agency responds to emergency calls;
Maintain communication between fire protection agencies;
Maintain and enhance the countywide 911 services;
Maintain annual training of fire protection personnel;
Provide local-training facilities for fire protection personnel;
Share administrative functions;
Share existing fire protection equipment and consolidate purchase of new equipment;
Incorporate code inspections as part of regular duties of fire personnel;
Promote Public Service Announcements for new fire code requirements for smoke
and carbon monoxide detectors.
2. Promote individual responsibility for fire prevention.
Service Policies:
• Provide all property owners with access to fire safety educational material.
EMERGENCY MEDICAL SERVICES (EMS) OBJECTIVES:
Service Policies:
• Encourage CPR and first Aid training programs in neighborhoods.
H&CD Plan and TOU Comp Plan EMERGENCY SERVICES: The health and safety of residents
is of the highest priority for any municipality. Through stakeholder, public information and other
visioning meetings that included SWOT analysis sessions (strengths, weaknesses, opportunities &
threats) it was made very clear that police protection against crime, especially from gang-related
incidents, is extremely important. Improved lighting was recommended several times and security
cameras were also suggested along with neighborhood watch programs. Flooding was brought up as a
constant worry for residents. Ways and means to provide emergency services in these types of weatherrelated disasters is critical to the health and welfare of the community-at-large. Broome County has
created a Flood Task Force that has been addressing this situation for several years now as there will
always be communications and services that can be improved upon. To attract new residents to this
H&CD in Johnson City, every effort to fulfill the goals and policies of the Emergency Service
component of the TOU Comp Plan must be addressed.
H&CD Plan and the Town of Union Comprehensive Plan: The Goals and Objectives of the Town of
Union Comprehensive Plan (TOU Comp Plan) were put into an Action Plan for implementation.
Amendments have been made and a Unified Zoning Ordinance project was adopted in 2011. It
behooves the Village of Johnson City and the H&CD organization, once formed, to work with the
village and town to understand completely what changes have been made to the TOU Comp Plan and
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Unified Zoning Code, what projects have been implemented and does the village want priorities and
projects to be placed in a different order since these documents were developed. The H&CD Plan can
play a strong role in supporting many of the objectives by using the document to justify existing and
potential future policy changes. In addition, any recommendations that would require consideration for
further amendments to the TOU Comp Plan and Unified Zoning Code would be discussed first with the
Village of Johnson City and then with the Town of Union to address ordinances that may be impacted
by recommendations of the H&CD Plan. For example, it is expected that a recommendation to allow
public art in certain areas of the H&CD (like sculptures in appropriate places and murals on appropriate
side or rear facades) would require the adoption of a Public Art ordinance.
6.2 Related Plans for Land Use Policy
Principals of Smart Growth & Sustainable Development: It is with full intent that the H&CD will follow
the principals of Sustainable Development, Smart Growth and Livable Communities. In 2012, the
Southern Tier Regional Coalition (made up of Schuyler, Steuben, Chemung, Tompkins, Chenango,
Tioga, Broome and Delaware counties) received $1 million from the NYS Energy Research and
Development Authority (NYSERDA) to develop a Cleaner Greener Communities Regional
Sustainability Plan. This Plan has over 60 Action Items and many directly correspond with the H&CD
Plan for objectives and community improvements that reduce the carbon imprint on the region and
provide healthy choices for residents and visitors. These include but are not limited to what is listed in
their Plan below and all in italic GREEN TEXT:
•
Providing better connectivity to increase biking, walking and transit use
•
Explore and create financing options for renewable energy and energy efficient systems
•
Study feasibility of combined heat and power in current development projects
•
Identify needs for improved connectivity between downtowns and community amenities with
trail, pedestrian, bike networks and improved transit options
•
Encourage development and strategic investment in villages that focus on infill and
redevelopment opportunities, using both private and public funding
•
Provide “gap financing” for private sector redevelopment of key buildings, infill of new
buildings and redevelopment of downtowns
•
Support appropriate densities in downtown areas
•
Support redevelopment of brownfield sites
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Assess affordable housing needs
•
Remove barriers to converting upper floors to residential uses in village downtowns
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Support tourism industry development with coordinated marketing, preservation, and
enhancement of historic, cultural, educational, and natural resources and events
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Study feasibility of combined heat and power in current development projects that use less
carbon-intensive fuel.
•
Implement the Health Care Workforce Development Initiative that provides critical workforce
training, retention and development issues in public and private health care
•
Expand agri-tourism opportunities and coordinate and market educational and green tourism
•
Support development of local processing facilities for value-added products
•
Preserve and connect natural resources, open spaces, and access to waterways, to protect
regional environment, ecology, habitat and scenic areas, and support outdoor recreation
•
Identify and develop priority trail segments to connect regional trail systems and support
passive recreational opportunities
•
Expand education, outreach and pilot projects for green infrastructure and Low-impact
Development practices
This regional plan addresses the many green development initiatives investigated by places across the
nation over the last decade. It incorporates the principals of Smart Growth that encourage policies to use
land efficiently and avoid expensive infrastructure necessary for sprawl development. It urges
communities to adopt land use and zoning policies that include environmental ethics to preserve open
space, redevelop underutilized infrastructure and provide incentives that make communities autoindependent. Those principals are found in many other programs called by many names like Walkable
and Livable Communities, Placemaking, Sustainable Development and others. They all require
community involvement AND regionalism for best effectiveness. The National Trust for Historic
Preservation published in their Spring 2012 Preservation Magazine, an article entitled “Preservation
Green Lab” by Elizabeth McNamara. It went through the numbers of how much energy use and money
can be saved by re-using or upgrading existing structures over building new. This is not a new concept
but it does appear that Comprehensive Planning documents, state and federal incentives and local
initiatives are embracing this concept on an increasing level, especially in the past few years.
Mixed-use development in existing structures and form-based codes are only one way to implement
Smart Growth. The City of Binghamton has recently developed a Blueprint Binghamton - Forward
Together campaign to assist with updating their Comprehensive Plan. They are hosting numerous
informational meetings throughout 2013 that address: Green Infrastructure; Placemaking & Economic
Development; Trends in Residential Markets; Energy Efficiency for Business; Historic Preservation &
Adaptive Reuse; Environmental Justice; Blighted Properties; Brownfield Redevelopment & Land
Banks; and Public Health & Community Design. Reaching out to take advantage of this series of
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community development issues would be sound advice for stakeholders in the H&CD Plan
implementation.
When President Obama made his 2012 State of the Union Address and pledged to support renewable
energy, he stated, “The easiest way to save money is to waste less energy.” The Smart Growth Network,
found at http://www.smartgrowth.org is a great resource for publications, funding opportunities and
resources that include many partners, most prominently the U.S. Environmental Protection Agency.
Their Fact Sheet lists SMART GROWTH PRINCIPLES as follows and they are listed below in italic
GREEN TEXT:
• Mix Land Uses
• Take Advantage of Compact Building Design
• Create a Range of Housing Opportunities and Choices
• Create Walkable Neighborhoods
• Foster Distinctive, Attractive Communities with a Strong Sense of Place
• Preserve Open Space, Farmland, Natural Beauty and Critical Environmental Areas
• Strengthen and Direct Development Towards Existing Communities
• Provide a Variety of Transportation Choices
• Make Development Decisions Predictable, Fair and Cost Effective
• Encourage Community and Stakeholder Collaboration in Development Decisions
Future planning and community development in the H&CD clearly observes the principles of the
documents discussed in this Section in a most profound way. Recommendations for those precise
objectives will be found in Section 7. DISTRICT PLAN & IMPLEMENTATION. What will also be
recommended is the pursuit of a Feasibility Study to investigate the construction of a co-generation plant
in the GWT Campus or other appropriate sites in the direct vicinity. There is precedent for this, many in
New York State, including Proctor’s Theatre in downtown Schenectady. Their plant services energy not
only to their Theatre complex but they receive revenues from a neighboring 5-story office building of
almost $300,000 per year. Following is a promotional piece provided for the Goodwill Theatre, Inc. by
M/E Engineering, P.C., in anticipation of the pursuit of a Feasibility Study to investigate the cost and
effectiveness of a co-generation operation. The purpose would be not only to lower costs for its users
but provide revenues for the village, the IDA or others as would be described in the proposed Feasibility
Study. There is strong precedent for this and it certainly would conform to sustainability values that are
expressed in the Town of Union Comprehensive Plan as well as the H&CD Plan.
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SAMPLE HEATING AND COOLING ENERGY COSTS:
Sample is based on a Five Story, 186,000 SF, 90 year old renovated office building with multiple
tenants, fully occupied, located in downtown Schenectady, NY served by Proctors District Energy
Plant. The office building utilizes a heat pump system supplied by hot and chilled water from the
Proctors District Heating and Cooling Plant.
Annual Demand Charge:
$107,468.
Annual Chilled Water and Hot Water Usage Charge:
$111,200.
Annual Service and Maintenance Fees:
$ 64,000.
Total Annual District Plant Charges (2010):
$282,668.
Annual average energy cost per square foot: $1.52
-All costs based on actual 2010 billings.
Additional Savings:
1. Office Building Owner received NYSERDA Financial Incentives.
2. Office Building Owner Saved Rentable Square Footage that was recovered due to
reduction of interior mechanical space, chases and stacks that would have been required
for on-site central plant equipment.
3. Maintenance and labor cost avoidance because there is no central plant equipment to
maintain.
Created by M/E Engineering, P.C.
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GOODWILL THEATRE DISTRICT ENERGY PLANT DRAFT
PROPOSAL in Johnson City, NY
District Energy System: Connects an environmentally
responsible Energy Plant to multiple heating and cooling
energy users by way of an underground piping network.
Goodwill District Energy System will distribute hot water
for heating and chilled water for cooling to neighboring
buildings.
The Goodwill District Energy Plant will utilize industrial
grade equipment and will have redundant capacity of
Boilers and Chillers for reliability. The Plant will utilize a
State-of-the-art Computerized Facility Management
System. Reliable Staff assures proactive plant
maintenance. 24/7 Monitoring corrects and directs
reactive maintenance. There will be Electrical Emergency
backup of Boilers and Hot Water System Pumps.
WHY District Energy? Because Users…
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Enjoy reduced energy costs.
Eliminate the need for and maintenance of central plant equipment.
Mitigate greenhouse gas emissions.
Enjoy benefits of maximum reliability.
Reduce size and costs for building electric service and feeders.
Free up equipment space as rentable area.
Reduce contract maintenance costs of rooftop equipment due to elimination of compressors and
condensers.
Mitigate roof damage from traffic and materials to service rooftop equipment.
Reduce chemicals and fuels stored and combusted on site.
Eliminate noise of exterior compressors and condensers.
Reap the Benefit of Insurance savings; no on-site gas or boilers.
You Receive:
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Heating and Cooling Energy Analysis for your facility at NO COST, engineered by Goodwill Theatre
District Energy.
Cooling and Heating Piping Connection to the Goodwill Theatre District Energy Plant for your facility
at NO COST.
Potential New York State Energy Research and Development Authority (NYSERDA) Funding for
reductions in electrically powered equipment. NYSERDA Contacts and application paperwork
assistance provided by Proctor’s
Energy.
Contact Goodwill Theater
Energy Energy:
[Insert Contact
Information Here]
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H&CD Plan and Co-Generation: Finding ways to reduce heating and cooling costs, especially in
large square footage industrial buildings is a huge challenge for developers and investors to address.
The H&CD Plan is recommending that the GWT pursue a Feasibility Study to analyze needs for the
campus, determine a location and complete a cost/benefit analysis in order for this topic to be
addressed. In comparing similar constructions, energy is sold to some of adjacent buildings, bringing
in revenue to the co-generation operator. With the expected needs for a completed Goodwill Theatre
and Performing Arts Academy campus, it would not be sound planning if the GWT did not at least
investigate this possibility. It has been proven successful in other locations, such as Proctor’s Theatre
in Schenectady, NY.
There are many examples of providing mechanical system replacements with more efficient heating
and cooling operations. New York State Energy Development Authority (NYSERDA) has many
incentives for planned developments in business areas with boilers delivering steam to steam-to-water
exchangers all through underground piping. Energy districts are implemented (like in Endicott) and
the savings in dollars is in the hundreds of thousands for large scale buildings in particular. These
types of options would be extremely beneficial to investigate and consider pursuing, particularly with
the many incentives currently available.
Broome County has recently established an Office of Energy Development. According to a recent news
conference, this is a partnership between the County and the IDA. A Press & Sun Bulletin article said
the details, goals and deliverables for the new office are as follows and shown in italic GREEN TEXT:
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The emphasis of the Office will be on reducing and conserving energy in its many forms,
developing new energy and substituting lower cost and lower polluting energy for higher cost
and higher polluting energy.
The Office will research and offer guidance on energy initiatives related to conventional
energy, alternative energy, renewable energy and safe and environmentally responsible
natural gas drilling.
The Office will develop a multi-year and multi-pronged ‘sustainability’ plan for the County.
The Office will produce community events and seminars to educate residents and businesses
on energy-related programs.
The Office of Energy Development is a community resource for energy-related issues.
It would be of great benefit for the Office of Energy Development to support green roof designs,
residential rain gardens, community gardens and other landscape buffer designs into their own properties
and to provide incentives for communities and residents to do the same. GWT is exploring the use of
green design principles for its campus. This will include rain water capture, grey water use, and many
energy saving “best practices” integrated into the designs. Any property owner that re-uses existing
structures is following ‘green design” and Sustainable Development planning practices.
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An admirable non-profit volunteer organization called VINES (Volunteers Improving Neighborhood
Environments) exists in the area. Their website gives the best description of their mission and the
H&CD should immediately incorporate them as a stakeholder in this effort. Excerpts from their website
www.vinesgardens.org follows in italic GREEN TEXT:
Volunteers Improving Neighborhood
Environments, (VINES) is an
organization committed to developing a
sustainable and just community food system. We
do this by bringing together diverse groups of
people, with a focus on youth development, to
establish community gardens, urban agriculture
and community green spaces. We strive to develop
and beautify urban sites and empower community
members of all ages and abilities. Community
gardens provide several benefits:
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Vacant property and neighborhood beautification
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Increased green space in urban neighborhoods
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Creation of public space for individuals to grow food, reducing their food costs
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Providing education around gardening and nutrition for residents of all ages
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Improving the quality of life for residents
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Stimulating neighborhood and community development
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Creating opportunities for recreation, exercise, and socializing
VINES serves to help each garden to succeed by: coordinating and centralizing fundraising efforts; building
leadership among community participants to sustain the gardens; and by obtaining and preserving land for
community garden use. Our organization also works to make connections between community gardens and
area schools and community centers.
VINES has also developed a relationship with the Binghamton University ‘Binghamton Neighborhood Project’
that has documented the impact that these gardens have on the nutrition of local residents and on the social
dynamics of the neighborhood itself, which is something little studied to date.
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Currently there are seven community garden sites, each in different stages
of development. We are raising funds to purchase new and current VINES
properties, and supplies for each garden (tools, lumber, etc). Having
ownership of the community garden lots is an important investment, as the
community is otherwise at risk of losing access to the sites in which they
have invested much energy and resources. VINES has been successful at
applying for and receiving local and state grants to support the gardens, but
these grants are helping mostly to build the gardens, not maintain them.
This is why we are asking the community to invest in these gardens — so
that they can continue to thrive throughout the years!
The H&CD and VINES should investigate appropriate sites within the H&CD boundary in order to
identify, analyze and, hopefully, implement a community garden with this organization. In addition,
this would ensure that a small garden or urban farming use is in compliance with existing Land Use
and Code. A suitable Farmers Market location would also be appropriate to consider, with or without
this type of initiative, especially with the vehicular traffic on Main Street. It has been suggested
previously, that the Veteran’s Park Gazebo area is an excellent location. Jennison Park, once
rehabilitation, would also make a good location if appropriate adjacent property were suitable. Proper
promotion of this site would be a critical element of having a one or two day market in Johnson City.
As in Binghamton, a Farmers Market can be located indoors during the off-season months.
Hazard Mitigation Planning - The Broome County Hazard Mitigation Plan is posted on the Broome
County Planning & Economic Development website found under the “Publications” menu. The
following are excerpts, all in italic DARK RED TEXT from their Executive Summary:
Hazard Mitigation is any sustained action taken to reduce or eliminate the long-term risk and effects
that can result from specific hazards. FEMA defines a Hazard Mitigation Plan as the documentation of
a state or local government’s evaluation of natural hazards and the strategy to mitigate such hazards.
This Broome County Multi-Jurisdictional Hazard Mitigation Plan was prepared in response to the
Disaster Mitigation Act of 2000 (DMA 2000). DMA 2000 requires states and local governments to
prepare hazard mitigation plans in order to remain eligible to receive pre-disaster mitigation funds that
are made available in the wake of federally-declared disasters. To restate, by not participating in this
process and adopting the resulting plan, municipalities will not be eligible to receive future predisaster mitigation funding. It is also important to remember that pre-disaster mitigation funds are
separate and distinct from those federal and state funds used in direct post-disaster relief. The
availability of those funds remains unchanged; if there is a federally-declared disaster in Broome
County, the affected municipalities will still receive immediate recovery assistance regardless of their
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participation in this plan. However, DMA 2000 effectively improves the disaster planning process by
increasing hazard mitigation planning requirements for hazard events and requiring participating
municipalities to document their hazard mitigation planning process and identify hazards, potential
losses, and mitigation needs, goals, and strategies.
The mitigation strategy portion of the plan includes:
• A summary of past and current mitigation efforts
• Local hazard mitigation goals and objectives
• Identification and analysis of mitigation measures and projects being considered
• Multi-Jurisdictional mitigation strategy (goals and objectives)
• Mitigation action plan (summary of specific activities)
The outcomes of the risk assessment, supplemented by community input, provided a basis to review past
mitigation actions, future goals and objectives, and appropriate countywide and municipality-specific
mitigation strategies. Broome County identified the following four over-arching mitigation goals or
general guidelines that summarize the hazard reduction outcomes that the county wants to achieve:
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Protect life and property
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Increase public awareness
Encourage partnerships
Provide for emergency services
The county developed several corresponding objectives for each goal that further define the specific
strategies or implementation steps that will be needed to attain the identified goals. The goals, along
with their corresponding objectives, then guided the development and evaluation of specific mitigation
activities.
H&CD Plan and Hazard Mitigation: With the recent devastating floods, particularly in 2011, any
development within the H&CD must proceed with extreme caution as to drainage and other
construction impacts on lands that would be affected by hazards of concern. These would include
flooding, severe storms, fire damage, drought and extreme temperatures. Although the H&CD
proposed boundary itself was not impacted and is above the 500-year floodplain, flooding did occur a
few blocks away. All future construction must be aware of the Hazard Mitigation Plan and be
developed accordingly.
6.3 Inventory of Parks and Public Spaces MAP 3 – LAND USE & ZONING and MAP 4 –
PROPERTY CLASS CODE indicate, along with previous discussions, there are 4 major public park
parcels within the H&CD. The C. Fred Johnson Park on Lester Avenue and CFJ Boulevard was
provided by the Endicott-Johnson Corporation as part of the “Square Deal” philosophy of George F.
Johnson who believed that the personal welfare of his workers depended on a clean wholesome life. In
documents prepared for the NY State Historic Preservation Office in 1981, it states that as early as 1904
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Johnson began building ball fields and
playgrounds for his workers and their
families. C. Fred Johnson Park, named after
his brother, was one of the earliest of these,
donated in 1913. By 1927 it included tennis
courts, a 72-horse carousel, and a 200 foot by
130 foot above-ground swimming pool. The
pool and carousel were considered unique in
the country due to their size. The 1926 pool,
the largest above-ground pool in the nation,
Historic postcard of CFJ above-ground pool
was demolished amid controversy after
numerous studies were completed during the
1980’s to assess cost of repair, adaptive re-use
options and future maintenance. Given by the Johnson family, the carousel (then called a merry-goround) was donated in 1923, mainly as a gift for E-J workers and their families who lived in the nearby
neighborhoods. The carousel remains and other park facilities including tennis courts, playground
equipment, a water-spray park, field areas, picnic shelters, restroom facilities and the relocated Pagoda
Pumphouse (1925). Originally a few hundred feet away as the functioning pump house for the E-J
Factory Steam Plan and Reservoir, it was relocated to the adjacent C. Fred Johnson Park in 2008. It was
built by the E-J Workers out of re-cycled bricks and other oddities mortared into the facades that were
found in the factories, like tools, machine parts, a fire extinguisher and actually a non-working gun (that
was removed years ago). This unique “folk art” novelty structure had a planned use when the state
funding was used to carefully save and relocate it into CFJ Park. Eventually it may become a selfserving (or volunteer staffed) information kiosk during the summer months when the Park is busy.
Details of the Pagoda Pumphouse north wall and the
saddle work on the Carousel in C. Fred Johnson Park
The CFJ Park Carousel was restored in 1993 and has a
recently restored 12-sided carousel enclosure as well. The
Village of Johnson City and the C. Fred Johnson Park
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Carousel have been participating in the Susquehanna Heritage Area “Ride the Carousel Circuit”
program since its inception 20 years ago. The carousel remains today’s as the largest of the Allan
Herschell machines still in existence. All of the horses are called “jumpers” that move up and down
while the carousel is moving and boast intricate carvings encrusted with “jewels”. There are 4 rows of
horses along with a double crown center of mirrors and painted scenes. The Village has restored and
maintained this precious gift and 12-sided enclosure for over 85 years. The carousels (or “merry-gorounds” as they were called locally before national significance), were deeded to each of the six
communities that possess them in public parks with the express understanding that there would never be
a charge to ride them. All six carousels are listed on the State and National Register of Historic Places.
The surrounding properties have substantively changed over the past few decades with many factories
and Dance Pavilion gone now, but the sense of the worker community and pride in the heritage of this
company town is still evident with what remains. Ethnic churches, worker homes, the E-J Victory
Factory, Your Home Library, the E-J Recreation Center, Harry L. Johnson Monument and the E-J Arch
are still within the adjacent environs of this location and inside the H&CD.
C. Fred Johnson Park THEN & NOW
Current plans and upgrades for this 5.5 acre park are to
remove the deteriorated tennis courts and provide amenities
that would be utilized more. The existing basketball court
will be renovated and another court added. Two picnic
shelters are planned, along with improvements to the E-J
pagoda if funds allow. The H&CD would like the village to
consider installing an exercise circuit around the park to
encourage more physical activity. This park has easy access
from the highway system and is adjacent to a large
employment facility (Gannett Press) and a Super Wal-Mart
store. It is a well-used and beloved park for the community
with several events planned for it each year. Besides the
Carousel Day event and “Ride the Carousel Circuit”
program during the summer, there are the “Lights on the
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Carousel” festivities held during the winter holiday season. For the 3 weekends prior to Christmas, the
carousel is open on Friday and Saturday night for 3 hours (5 pm to 8 pm). Santa Claus and free books
plus other activities are on hand. In 2012, there were 4,253 riders who participated in the carousel event.
Certainly a success like this can only be attributed to the village’s employees, businesses and volunteers
who spend countless hours organizing this special gift to the community.
Although C. Fred Johnson Park could arguably be considered the flagship of parks for Johnson City,
Floral Avenue Park is accessible and walkable for the neighborhood to the south of the H&CD
boundary. Concerns have been raised about the safety in the park with gang-related activity reported.
C. Fred Johnson Park, due to high visibility from all sides and major lighting and adjacent commercial
activity and traffic, does not have the same level of concerns. Boland Park is connectable by a bicycle
route but could have a more direct route to the H&CD and downtown Main Street by extending the
Grand Avenue route. Boland is a riverside park within the Greater Binghamton Greenway (recently
named Two Rivers Greenway) and therefore should be have a well-marked connectivity path that will
be described later on in this Section 6.3 Inventory of Parks & Public Spaces.
E-J Recreation Center in JC
Three pocket Parks exist within the H&CD: Veteran’s
Memorial Park on Main and Arch Streets; E-J Theme
Park on Main Street and Lester Avenue; and Jennison
Park on Willow Street and Corliss Avenue. The
Veteran’s Memorial Park and E-J Theme Park,
adjacent to Your Home Library, function as prominent
nodes and appropriately anchor both the west and east
end of the Main Street commercial historic downtown
district.
The E-J Theme Park was one of the first Heritage Area project
investments, using the IDA’s donation of the land in front of the
former Endicott Johnson Recreation Center (at the time a business
incubator) which was donated by the IDA to construct the corner
pocket park in 1983. The Harry L. Johnson monument had
originally been located on this property but had long ago been
relocated to the west side of Your Home Library, and both are
listed on the State and National Register of Historic Places. This
location offers a variety of opportunities for Library use or other
passive recreational activity. There is landscaping, seating and a
small performance or amphitheater space.
Right: Exterior detail of Your Home Library
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There are program challenges with traffic noise on
Historic image of Your Home Library
this busy corner. However, it is extremely visible
and used often, suggesting future improvements
Reading Room
with continued maintenance should be a village
priority. The monument was re-located to the site
adjacent to the Library, but had originally sat
prominently in the E-J Theme Park facing Main
Street. Perhaps future consideration to restore the
monument may offer the opportunity to return it to
its original site, making it more visible and directly
on the walking and exercise path trail. The Library
could then use the side property for programming in a more protected environment. In past assessments
of the conditions of our most historic monuments, it was found that proper maintenance of outdoor
monuments is lacking. A March 2013 article in the Press & Sun Bulletin discusses the historic charm of
this library and some planned improvements. Your Home Library ties into the park physically and to
the E-J story even more so by having offered not only library amenities, but community and reading
rooms, classes for new immigrants to learn English, citizenship and American cooking.
Appropriate
monument
maintenance
policies should be in place to comply with
Harry L. Johnson Monument - 1922
the Secretary of Interior Standards. Often
times, the best of intentions can lead to
further damage if the right cleaning
solutions are not used. This is true for the
metal, stone and mortar. Particular attention
is needed to ensure that the proper way to
clean and wax the bronze figure and
plaques, along with the stone marble exedra,
is taken. In recent years there was a
suggestion to relocate the monument to a location near the Oakdale Mall. Taking it out of its historic
context would have removed it from the National Register, eliminating possibilities for future public
funding support.
Veteran’s Memorial Park –
This pocket park is highly visible on the
northeast corner of Main and Arch
Streets. It has a beautiful Pagoda and
landscaping features, making it an ideal
passive park location. As far back as
the 1994 Endicott and Johnson City
Downtowns Study report as discussed in
Veterans Memorial Park NOW
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Section 3.2 Listing with Descriptions of
Studies& Plans, a recommendation was
made to use this area to host an outdoor
Farmers Market.
Adjacent municipal
owned parking will be an ideal location for
farm trucks to bring in their products.
There is also a suggestion to have a mural
placed on the west side of the building
next to the park since it was the original EJ retail store (and an obvious painted
advertising mural was originally on the
building as seen in the photograph).
The Village of Johnson City and Village
Historian Janet Ottman put together this
insert piece on Veterans Memorial Park
history for a program dedication at the new
Pagoda.
Considerations that should be
further explored in the future should
address connectivity and accessibility to
adjacent parking.
The village and
volunteers who maintain the newer Pagoda
are to be commended for keeping this
pocket park in such good condition with the landscaping maintained. Routinely using blowers in the
summer and fall would be of great assistance to keeping these parks tidy and clean.
Jennison Park – This is a small triangular park that was once part of a
much larger tract owned by the Jennison family. Of the 3 pocket
parks within the H&CD, this one is by far the least attractive or
attended to, except by volunteer clean-up and village maintenance.
Located in a blighted area, the village has limited resources and
understandably limited funds and staff to address all the needs of the
park system.
However, they have dedicated some CDBG
(Community
Development
Block Grant) funding to make
some basic improvements and,
with
a
possible
state
East end of Jennison Park
legislative
appropriation
on Corliss Avenue
request, we are hopeful that a
more substantial renovation
Looking southeast at
can occur in the near future. Considering the proximity to the
Jennison Park
Goodwill Theatre Campus and its location directly across from
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the active Schorr Family Firehouse Stage, these improvements could offer not only passive outdoor
recreational opportunity and public programming for this neighborhood, but eliminate another blighted
and underused property. The GWT would like to use it for pre-performance festivities and activities,
closing Willow Street when possible. Below is a volunteer clean-up crew giving the property a good
weeding and sweeping:
This is how the site and original garden plots and walkways looked in the early 20th century. The first
floor now houses the Schorr Family Firehouse Stage:
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The park currently has remnants of the original wrought iron fencing, the garden plot curbing, a small
shelter, a flag pole and limited seating. Recently, information about activities during WWII was
provided by the Village Historian. Wooden posts were placed in Jennison Park, to name all who served
overseas or were veterans of WWII, in order to raise funds for War Bonds. Below is a proposed
rendition of how a totally renovated Jennison Park could look:
MAP 5 – Architectural Rendition of Jennison Park
(A full page MAP image is located in the MAP Section)
It is the intention of this H&CD Plan to recommend immediate attention to Jennison Park and to work
with the village, town and state officials to ensure that this part of the village core has access to a passive
park that is worthy of village values. In particular, due to the historic nature of this site, the
opportunities to provide programming without the distraction of Main Street traffic and to consider
outdoor events for the community where streets could be blocked off for all kinds of performances and
events would be exciting. The sheltered labyrinth space and additional utilities could provide
spectacular programming opportunities, such as concerts, shows or festivals for the Village of Johnson
City, Goodwill Theatre, Inc. and other organizations.
In addition to parks, the only other open spaces are public/private parking lots and empty private lands
from structural demolitions. With the hospital a primary node in the H&CD, parking is needed around
the clock but some empty lots in the former factory area should be looked at for potential green space or
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infill construction. One site on Lewis Street would make an excellent community garden space or
parking area in close proximity to Jennison Park.
There have been many studies and books on labyrinths but one in particular has impacted the proposal
above. It is entitled Through the Labyrinth by Hermann Kern. It takes a detailed and world-wide look
at the designs and meanings of labyrinths over a 5,000 year period. Many have religious meaning and
garden mazes often have some type of symbolism. With hundreds if not thousands of designs, the
H&CD would like to create a labyrinth design in Jennison Park that addresses the health and calming
aspects for meditation and reflection. There is artistic and spiritual movement in walking a labyrinth
and with the nearby hospital, this would be an excellent location to provide some mind “centering” relief
for those faced with physical, spiritual and mental challenges related to their health or those of loved
ones. Also, this will de-stress medical staff that are working in critical care on a daily basis. Labyrinths
are further discussed in Section 6.5 Pubic Art & Entertainment.
In addition, Jennison Park would have room to place a group of exercise equipment. The station at
Jennison Park could be one that also is functional for children and the disabled to use as there are no
other close-by neighborhood parks in this area. Examples of those are found in Section 6.3 Inventory of
Parks & Public Spaces.
As discussed in Section 6.1 Analysis of Existing Land Use & Zoning, it is critical to follow the goals
and objectives or address needed amendments when it comes to a Master Plan being in compliance with
the Town of Union Comprehensive Plan (TOU Comp Plan). The following excerpt is the appropriate
section from the TOU Comp Plan in italic BLUE TEXT:
PARKS and RECREATION – Mission Statement: TO PROVIDE A VARIETY OF PARKS,
RECREATIONAL OPPORTUNITIES, AND PROGRAMS FOR ALL AGE GROUPS IN A SAFE
AND SECURE ENVIRONMENT.
The recreational goal has two components: parks and recreational programs. The availability of
adequate parkland, maintenance of the parks and park equipment, and security in the parks are issues
related to the physical component of recreation. Program issues include the variety of programs, the
ages served, program cost (both the user and provider), and accessibility to the programs.
The town, villages, and county maintain a large and varied park system and recreation programs. The
parks offer a variety of facilities such as carousels, pools, ice skating rinks, athletic fields, sports courts,
picnic areas and shelters, golf courses, and playground equipment. The parks range in size from the
pocket park on Baker Street in Johnson City to the En Joie Golf Course in Endicott. The public schools
provide a variety of athletic fields and playground areas available to students and limited availability to
the general public. The larger recreational areas in the Town are privately owned and include the
Traditions at the Glen facility in Fairmont Park, Endwell Greens Golf Course in Endwell, and Pine
Valley Campgrounds in Union Center.
The recreation programs serve both children and adults. Some of the programs are offered outdoors at
most of the parks while others are offered at the Highland Park Recreation Center and other facilities
such as the YMCA, the Boys/Girls Club of Western Broome, and the Johnson City and Western Broome
Senior Centers. Programs are varied and include team sports such as soccer, t-ball, softball, volleyball,
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sports lessons, aerobics and fitness training, computer and hobby classes, and special events ranging in
size from the Dick’s Sporting Goods Open (formerly known as the BC Open) to the Father/Daughter
Ball. Most programs are on a fee basis, while some activities are provided at no charge.
Park and Recreation Goals
1 - To maintain a safe, secure, and clean park system available to and accessible to all residents Policies & Service:
• Initiate an improvements program for parks to make them accessible for people with
disabilities;
• Implement a scheduled upgrade program for playground equipment, landscaping, walkways,
bathroom facilities, parking areas, athletic facilities, swimming pools, and carousels.
• Encourage proactive police patrols to deter drugs and vandalism;
• Maintain adequate lighting for park activities and security ;
• Provide trained personnel to enforce park rules.
• Promote adoption of parks by neighborhood groups, service clubs, or similar organizations to
provide funds and volunteers for park improvements, maintenance, and staffing.
2 - To expand and diversify recreation programs for all children, adults, and senior citizens Policies & Service:
• Survey town and village residents to determine recreation program needs;
• Coordinate recreation programs with schools, senior centers, and other community
organizations;
• Provide specialized recreation programs at parks oriented for all age groups.
3 - To develop a town-wide master plan for future park development including both active and passive
recreation areas Policies & Service:
• Investigate potential funding sources for capital improvement programs;
• Work towards consolidation or sharing of Parks and Recreation activities;
• Develop passive recreational areas including the preservation of open space and wetlands for
nature trails and walking trails.
H&CD Plan and TOU Comp Plan PARKS & RECREATION: This is another instance where a
H&CD organization could work with the town and village to assess the status of the above
recommendations and where the village and town are with carrying out the expected
accomplishments, how they could be advanced or work collaboratively with other organizations on
their progress. Every single bulleted objective meets the same goals and mission of the H&CD Plan
for all of the community. In particular, additional performance and educational programming and the
physical improvements need to be all-inclusive for diverse populations and allow better accessibility
for the elderly and disabled.
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6.4 Circulation, Connectivity & Walkability
These are the Goals and Objectives from the Town of Union Comprehensive Plan (TOU Comp Plan) as
the TOU Comp Plan deals with the extremely important issues of our transportation network,
circulation, connectivity and walkability. Below are excerpts in the italic BLUE TEXT that impact the
issues that the Health & Cultural District Conceptual Master Plan (H&CD Plan) would like to address
with collaborations among all of the agencies that are mentioned in this Section of the TOU Comp Plan.
TRANSPORTATION - Mission Statement: TO PROVIDE A TRANSPORTATION NETWORK
CAPABLE OF MOVING PEOPLE AND GOODS EFFICIENTLY AND SAFELY.
The transportation system serves residents and businesses within the community as well as traffic
passing through the community. It is meant to serve residents for some leisure activities, trips to work
and shopping, and emergency access for ambulances and fire equipment. It is meant to serve businesses
as access for customers, employees, and suppliers, and for the delivery and shipment of freight. Methods
of travel include everything from walking and bicycling to trucking, rail, and air travel. The
transportation system includes streets and sidewalks, arterial and highway network, traffic signalization
and signage, parking, public transportation, trucking, rail, and air service. Transportation needs reflect
changes in population and demographics, land use, and the economy. It also reflects the physical
demands of maintaining the infrastructure that comprises the transportation system.
Ideally, every community should have a transportation network able to accommodate all sectors of the
population, but in reality this is not so. Road capacity, unsafe intersections, inadequate sight distances,
poor public bus service, and poorly designed roads are issues before the Town. The town and villages
must prioritize if and how these problems should be resolved. It is important to make design decisions
that conserve materials, labor, equipment, land and environmental values while maximizing the
transportation system. However, it must be realized that total safety and convenience are practically
unobtainable, regardless of the cost. Traffic hazards and some inconvenience are inherent in all
transportation networks.
Transportation Goals:
1- Increase the safety of the transportation system for pedestrian and vehicular traffic;
2- Increase the accessibility and mobility options available;
3- Support the economic vitality and growth of the area;
4- Integrate the various modes of the transportation system for people and freight;
5 - Emphasize the maintenance of the existing transportation system.
The transportation Objectives and Policies are divided into: streets, pedestrian circulation, parking,
long distance travel, and public transportation.
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STREETS
1. Maintain and improve the local street system offering safe and convenient vehicular, bicycle, and
pedestrian movement and circulation.
• Revise and/or update town-wide design standards for street construction based on the functional
classification and subsurface conditions;
• Schedule necessary repairs under the road prior to resurfacing;
• Initiate improvements to mitigate problems at documented locations having a high rate of
accidents;
• Separate pedestrian, bicycle, and vehicular traffic, where feasible;
• Install intelligent transportation system technology such as advanced traffic signal controls,
automated traveler information systems, automated vehicle locators, advanced transit operator
systems and rider information kiosks.
2. Encourage harmony between street design and the residential environment.
• Include innovative design techniques as part of the street system to better define and buffer
different land use areas, enhancing their identity;
• Implement the use of traffic calming techniques such as landscaped median strips on local streets
where appropriate.
• Coordinate street planning and dwelling unit placement to reduce the number of houses fronting
on through streets.
3. Promote a balance between initial construction, operating, maintenance, and replacement costs while
encouraging designs that minimize total costs.
• Maintain process of joint purchasing and/or sharing of equipment;
• Develop a five-year capital improvements program for street and infrastructure improvements
and assess its impact on the local tax base.
4. Design nonresidential roads to accommodate industrial and commercial vehicular uses.
• Designate specific truck routes and make necessary improvements to streets to accommodate
truck traffic;
• Provide wider traveling lanes and turning radii for trucks.
• Encourage shared curb cuts and limit left turns from parking facilities onto arterials where
alternative access is available;
• Encourage off-street loading areas.
5. Reconstruct the major thoroughfares and gateways within the town and downtown areas of the
villages.
• Work to secure funding for roadway modifications to accommodate vehicular, pedestrian, and
bicycle use, especially the full length of Main Street, Route 17C;
• Work to secure funding for a direct connection to Route 17 in the Endwell area and an additional
river crossing to Vestal;
• Provide necessary lane modifications and intersection improvements to maintain the level of "C"
service as a minimum for arterial streets. The Highway Capacity Manual 2000 defines Level of
Service (LOS) as “a quality measure describing operational conditions within a traffic stream,
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•
•
•
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generally in terms of such service measures as speed, travel time, freedom to maneuver, traffic
interruptions, and comfort and convenience”.
Control development along major arterials to avoid conflict with future road widening and
interior development;
Limit the number of access points onto highways and arterial streets;
Encourage shared parking facilities between adjacent commercial properties to reduce the
number of curb cuts;
Develop and adopt an Official Map showing future road patterns and Ultimate Rights-of-Ways
(UROW).
PEDESTRIAN CIRCULATION
1 - Promote convenient, safe, secure, and attractive pedestrian access to schools, shopping, community
facilities, and public transportation.
• Design, upgrade, and maintain sidewalks and curbs to meet the needs of the disabled and elderly;
• Install streetlights that are compatible with the neighborhood and provide sufficient illumination
to assure the safety of residents and pedestrians;
• Develop pedestrian and bicycle routes to improve or assure public access to locations offering
unusual scenic areas (i.e. greenways) or other interesting physical features;
• Upgrade traffic signals to allow pedestrians to cross safely at all intersections.
• Seek federal or state funding sources for construction of the pedestrian walkway and
supplemental uses.
PARKING
1 - Promote convenient, safe, affordable, and aesthetically pleasing off street parking facilities.
• Promote parking facilities at suburban focal points for public transportation users.
• Separate large parking areas by including maintenance free planting strips and islands to provide
visual screening thereby improving the aesthetic value of the property;
• Require adequate lighting for safe pedestrian access to and from the parking facilities and
incorporate within the planting strips.
• Encourage shared off-street parking facilities for residents lacking such facilities.
LONG DISTANCE TRAVEL
1 - Upgrade long distance air, rail, truck, and bus transportation and links between the various modes of
transport.
• Implement a plan to remove barriers that restrict truck access or detour truck traffic;
• Promote the upgrade of rail lines and other related facilities, such as bridges.
• Encourage further industrial development adjacent to the Tri Cities Airport (subject to floodplain
limitations).
PUBLIC TRANSPORTATION
1 - Public transportation should be convenient, affordable, safe, and accessible to all segments of the
population.
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Increase frequency of bus service and extend public transportation to new developments.
Seek federal or state funding sources for construction of bus shelters at downtown hubs to help
improve passenger service and frequencies.
H&CD Plan and TOU Comp Plan TRANSPORTATION: There is nothing in the H&CD Plan
that is in conflict with the goals and objectives of the Town of Union Comprehensive Plan in
regards to transportation initiatives. In particular the H&CD will encourage better efficiency when
it comes to vehicular, bicycle, public transit and pedestrian traffic safety. Streets and sidewalks
need to be upgraded on a continuing basis and “streetscaped” when appropriate. All improvements
should consider vehicular, bicycle and pedestrian traffic and should be in “harmony” and character
with the other street designs within the H&CD. Improved and consistent signage will need to be
addressed. Better connectivity to schools and parks, improved lighting, more parking and better
scheduling with the transit service are also deficiencies that were duly noted in public meetings and
surveys.
MAP 6 – CIRCULATION & TRAFFIC VOLUMES (A full page MAP image is located in the MAP Section)
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The Circulation & Traffic Volume map prepared by Binghamton Metropolitan Transportation Study
(BMTS) shows a surprising statistic. Fewer than 19,000 vehicles enter the proposed H&CD boundary
on an average day. Capturing these occupants for business, entertainment or other recreational and
health-related activities should be a priority of the H&CD organization. Although it is assumed many of
these vehicles may stop and park here for employment at the hospital or other businesses in the area,
others are stopping to shop, enjoy the park, go to the Post Office or Library, see a show at the Schorr
Family Firehouse Stage or are patients of medical services. Street corners need to accommodate ADA
compliances and these improvements will assist the many elderly, handicapped and medical patients
coming to the H&CD. It is recognized that some may just be driving through Main Street, but having
more things to see and do and making the environment more attractive could definitely capture these
people for longer periods of time, encouraging more spending in restaurants, gas stations and stores. To
spur development the H&CD will market this statistic to appropriate investors.
BMTS completed a Transportation Tomorrow 2035 – Creating a Sustainable Future (BMTS-TT) that
was adopted in 2010. The Transportation Plan for Greater Binghamton addresses several components
that reinforce the H&CD mission. Relevant excerpts that are taken directly from the Plan are in the
PURPLE TEXT in the following discussion. The website for the Plan is at www.bmtsonline.com/bmts
One of the earlier statements written in the BMTS-TT Plan is something that land-use planners across
the world agree upon, although are not always successful in implementing. Sprawl is caused by building
out past existing roads and utilities. If the tax base supports it, then it may be sustainable but if not, and
particularly in areas of shrinking population, it is just not a sound planning practice. Sustainability is a
critical new planning focus that is embraced and proposed in this BMTS-TT Plan as follows:
TRANSPORTATION TOMORROW: 2035
CREATING A
SUSTAINABLE FUTURE
THE TRANSPORTATION PLAN
FOR
GREATER BINGHAMTON
BMTS Cover Photos of Trails and Transit
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SUSTAINABILITY: A NEW FOCUS
A decision was made by the BMTS Policy Committee that this Plan must address the concept of
sustainability, and how transportation can contribute, or potentially detract from, achieving a sustainable
region.
The notion of sustainability grew out of the environmental movement of the 1970’s and the recognition
of resource limitations on a planetary scale. The World Commission on Environment and Development,
known as the Brundtland Commission, was convened by the United Nations in 1983 to address
deterioration of the human environment and consumption of natural resources. That Commission
developed what has become a widely quoted definition of sustainability and sustainable development:
“Sustainable development is development that meets the needs of the present without compromising
the ability of future generations to meet their own needs.” The Commission’s final report demonstrates
how complex this seemingly simple idea is; it addresses such diverse topics as human population, food
security, energy, and industrial development.
Subsequent work proposed a notion of the "three pillars" of sustainability: environmental quality, social
equity, and economic development. These sectors generate demands that often seem to be in conflict
with one another, and with the base definition. For example, a proposed economic development activity
requires the input of natural resources that can be environmentally damaging, while the cost of certain
environmental protection actions may have negative implications for social equity. To achieve
sustainability, these competing demands must be reconciled.
GOALS AND OBJECTIVES
Goals are high level statements of what needs to be accomplished to attain the 2035 Vision of the
Greater Binghamton region. Each goal has a subset of objectives that are measureable over the life of
the Plan, and that are within the jurisdiction of BMTS. For example, while compact mixed-use
development in the urban core is a strategy to reduce personal vehicle travel, BMTS cannot directly
impact land use and development decisions. It is important that objectives are measurable, so progress
over time can be determined; these metrics must be clear and concise to enable an unbiased
evaluation. Goals and objectives are stated below;
 Sustainability Goals:
(1) To reduce the per capita amount of carbon-based energy consumed and greenhouse gases
produced by the transportation sector by 50% by 2035.
[CAVEAT: Climate science generally recognizes that the primary means to accomplish this goal lies in
changes in vehicle and fuel technology, which cannot be controlled or influenced by BMTS.]
(2) To enhance the livability of the Region with appropriate transportation investment
 Sustainability Objectives:
(1) Invest in strategies to reduce per capita vehicle miles traveled (VMT)
1.1 Improve the availability and level of service of public transit
 Reduce headways
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 Increase fleet as necessary
 Periodically reevaluate and adjust route structure
1.2 Construct sidewalks to ensure connectivity in the urban core communities and contiguous
residential areas.
1.3 Complete the Greater Binghamton Greenway Plan within 10 years
1.4 Overcome barriers to bicycle use as identified in a cycling suitability analysis
1.5 Promote travel demand management strategies, including ridesharing, car sharing, modified work
schedules, and telecommuting.
(2) Invest in strategies to reduce truck ton-miles of travel (TMT)
2.1 Improve rail freight service access for local shippers by supporting limited, appropriate public
investment in freight railroad improvements including restoration of quality service between Binghamton
and Syracuse
2.2 Develop a truck-rail intermodal terminal in Greater Binghamton by supporting appropriate
participation in a public-private partnership.
(3) Invest in strategies to reduce vehicle emissions
3.1 All public transit buses purchased will use best available propulsion technology to limit GHG
emissions
3.2 Local governments will be encouraged to purchase vehicles for both light duty and heavy duty
vehicle fleets that use the best available propulsion technology to limit GHG emissions
3.3 Improve traffic signal timing to reduce unnecessary delay.
 Convert signalized arterial streets to traffic adaptive signal timing technology within 10 years.
 Retime/optimize isolated signals no less than every 2 years.
3.4 Actively investigate the opportunity to replace signalized intersections with roundabouts. Construct
those determined feasible.
3.5 Partner with land use authorities to encourage strategies to limit land consumption for new
development and create opportunity for short trips:
 Promote compact, mixed-use development
 Promote infill development/redevelopment in the urban core communities
 Accessibility Goal:
To ensure that the regional transportation system provides convenient mode-neutral access to
destinations that includes employment, education, and services.
 Accessibility Objectives:
(1) Improve the availability and level of service of public transit
1.1 Reduce fixed route bus headways
1.2 Increase fixed route bus fleet as necessary to meet demand
1.3 Increase ADA paratransit bus fleet to accommodate all requests for service
1.4 Periodically reevaluate and adjust route structure to provide access to new destinations
(2) Improve pedestrian accessibility by
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2.1 Construct sidewalks where gaps are identified in the existing sidewalk network within 10 years to
ensure a continuous network in high priority locations; and over the life of the Plan to all destinations.
2.2 Continue to bring existing sidewalks and curb ramps into ADA compliance.
2.3 Use best available pedestrian signal technology in both new installations and as retrofits
(3) Overcome barriers to bicycle use identified in a cycling suitability analysis
(4) Maintain access for motor vehicles and truck freight delivery
 Mobility Goal:
To create a regional transportation system that provides travel choices so personal travel and goods
movement can maximize efficiency.
 Mobility Objectives:
(1) Invest in strategies to provide travel choices and alternatives to single-occupant vehicle personal
travel
1.1 Improve the availability and level of service of public transit
 Complete the consolidation of Broome County, Tioga County, and OCC Transport services
 Reduce fixed route bus headways
 Increase fixed route bus fleet as necessary to meet demand
 Increase paratransit bus fleet to accommodate all requests for service
 Periodically reevaluate and adjust route structure to achieve greatest efficiency
1.2 Continue to support and promote regional rideshare service
1.3 Promote the creation of a car share service
1.4 Complete Greater Binghamton Greenway multiuse path systems within 10 years.
1.5 Overcome barriers to bicycle use identified in a cycling suitability analysis
(2) Invest in strategies that improve the efficiency of vehicle travel
2.1 Complete the deployment of the ITS Regional Architecture
 Robust traffic and transit management center
 Pervasive traveler information systems
 Best available traffic signal system technology
 Incident management on all primary arterials
2.2 Participate in statewide and bi-state efforts that support ITS Advanced
Commercial Vehicle Operations
2.3 Address congested areas with appropriate measures, including
 Improving traffic signal timing
 Transportation systems management strategies
 Capacity improvements only as last resort
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 Safety Goal:
To create a regional transportation system that provides safe and secure travel for all users
and all modes.
 Safety Objectives:
(1) Improve roadway safety by reducing number and severity of crashes
1.1 Continuously analyze traffic crash data to identify high crash locations
1.2 Study and propose countermeasures for high crash locations within two years of identification
1.3 Proactively identify and deploy techniques to improve safety for special populations of drivers,
including older drivers and new drivers
(2) Improve safety and security for transit users
2.1 Develop and implement a plan to make bus stops accessible to all users within 5 years
2.2 Install shelters at key locations
2.3 Provide support as necessary, including cameras, for on-board safety and security
(3) Improve pedestrian safety
3.1 Complete the construction of sidewalks in identified high priority areas within 10 years
3.2 Use best available accessible pedestrian signal technology in both new installations and as retrofits.
(4) Improve safety for cyclists
4.1 Complete within 2 years a new Regional Bicycle Plan that addresses the need for improvements to
on- and off-road cycle facilities.
 System Preservation Goal:
To maintain the regional transportation system in a state of good repair.
 System Preservation Objectives:
(1) Invest to maintain pavement sufficiency on both State system and local arterial roadways at no
more than 10% poor, using most cost-effective asset management tools.
(2) Invest to continuously reduce the number of structurally deficient bridges using most cost-effective
asset management tools
(3) Address functionally obsolete bridges that are not structurally deficient based on safety assessment
and resource availability
(4) Manage the Broome County and Tioga County transit fleets based on Federal Transit
Administration bus replacement guidelines
(5) Adopt a “Rebuild Smarter” policy for all infrastructure projects that includes:
 Road Safety Assessment to identify and include necessary safety elements;
Complete Streets Assessment to identify and include appropriate complete streets elements;
Green Construction Assessment to identify best practices for reducing the environmental impact of
construction.
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H&CD and the Transportation Tomorrow 2035 Creating a Sustainable Future Plan: The H&CD
will support and specifically address a smaller carbon footprint with one of our primary stakeholders
in this effort, BMTS, by working towards a better and more accessible public transit in Johnson
City; promoting use and connectivity with bicycle routes and the Greenway Program; being sensitive
to the elderly and handicapped needs with improvements to barriers that currently exist for
pedestrians and bicyclists; safe and secure crossings where the H&CD walking trails are proposed;
and supporting their efforts to keep the transportation infrastructure system in good repair.
Following are two separate maps created for the H&CD Plan by BMTS to show existing Transit
Service & Transfer Points and the Designated Bicycle Routes:
MAP 7 – TRANSIT SERVICES & TRANSFER POINTS
(A full page MAP image is located in the MAP Section)
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H&CD Plan and Transit Services: Throughout the Information Meeting and Stakeholder process of developing the
H&CD Plan, stakeholders and others repeatedly mentioned the inconvenient schedule of BC Transit. This affected
employees in particular but also those area residents who need to get to appointments at medical or health-related
facilities. It is particularly difficult for visitors, employees and the many volunteers who serve during the evening in
this area to get home during the evening. UHS and other medical practices are open 24 hours a day or at least late
into the evening. It is also not conducive to those that would want to come to see an evening show at Spool Mfg.
Gallery, the Schorr Family Firehouse Stage, or other evening entertainment activities in the future. The H&CD
organization should work with BMTS and Broome County Transit to investigate these claims and see if a better
solution for scheduling could be managed.
MAP 8 – DESIGNATED BICYCLE ROUTES (A full page MAP image is located in the MAP Section)
Better connectivity may be found in future considerations to have a bicycle and pedestrian route that
connects the Greenway Trail (now proposed as the Two Rivers Greenway) at Boland Park to the village
core and H&CD. If these users wish to avoid the traffic circle, a secondary route that the H&CD may
consider discussing and supporting is to look at a way to continue down Grand Avenue and then head
north to the downtown Main Street commercial district via Baldwin or Willow Streets over to Lester
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Avenue. This would direct them closer to UHS Wilson Medical Center and the proximity of other nodes
of activity within the H&CD that contain retail stores, the Goodwill Theatre campus, the Post
Office, C. Fred Johnson Park and Your Home Library. Port City Preservation LLC also provided a
synopsis in the earlier development of the H&CD Plan titled “Parking and Transportation Support of an
Arts and Cultural District”. Valid points are made and some images show how some improvements
could work. Development of a Parking Garage is a sustainable practice, freeing up empty lots for
development that should be seriously considered by UHS, GWT, JC Partners, the village and town.
In 2012, BMTS completed another document as an outgrowth of the Transportation of Tomorrow 2035:
Creating a Sustainable Future Plan. It is called the MAIN STREET CORRIDOR STUDY (MSCS). It
takes a good look at Route 17C as it goes through Binghamton and the Town of Union. Particular
attention is paid to the land use and character of the areas. The following excerpts in italic PURPLE
TEXT are from that MSCS:
Village of Johnson City
The Endicott-Johnson Workers Arch marks the transition into the Village of Johnson City. There is a
viaduct over the Norfolk Southern RR Vestal Spur, with adjacent industrial properties and Your Home
Library. This is also the location of a Wal-Mart store which opened in July of 2010. West of Lester
Avenue an entire block is taken up by St. James Church and School, which serves students in grades
kindergarten through 6.
There is then a transition from individual commercial
properties to the Johnson City Central Business District.
There the commercial storefronts border directly onto
sidewalks of varying widths. The second and third stories of
these buildings are generally apartments. The Village of
Johnson City municipal offices are in the upper floors of one
of the buildings in the center of the business district.
Approximately half of the first floors are occupied with retail
uses with the other half being vacant storefronts. There is
extensive off-street parking behind the commercial buildings.
There are apartment buildings on the side streets, but many
are not well maintained.
South of the business district on Willow Street is the Goodwill Theater. Efforts are underway by a nonprofit organization, Goodwill Theater Inc., to make this the center of a new ‘arts district’ intended to
contribute to the revitalization of the center of the village. This theater site is also part of a larger
Department of State Brownfield Opportunity Area Program site application, identified as the Former EJ
Industrial Spine. This site area which bounds both sides of Main Street includes a significant number of
abandoned former Endicott Johnson facilities. Broome County, the grant applicant, would be positioned
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to take ownership of these properties and market them for development, if any environmental concerns
can be investigated and addressed.
West of the business district there is a Post Office and church, then a major medical district south of
Main Street centered on United Health Services’ Wilson Hospital, a regional trauma and medical
center. The hospital has served as a catalyst for the development of numerous doctors’ offices and
medical specialty treatment centers. These have spread west of Harrison Street, and are creating some
pressure on the residential uses west of Hudson Street. The north side of Main Street has developed as a
series of individual commercial uses, including pharmacies and a fast food restaurant. The former
Johnson City High School houses the NY-PENN Trade Center, home to numerous small specialty
businesses. At this point, the Norfolk Southern RR main line is immediately north of the development.
There is a stable residential neighborhood to the south of Main Street.
Village of Johnson City
Main Street in “downtown Johnson City”, from approximately
Avenue A to Arch Street should have a pedestrian friendly,
walkable feel. The street should cater to pedestrians rather
than vehicles and provide a safe walking experience. The
existing geometry of the street and the on-street parking serve
to slow traffic passing through the downtown area and could
help to encourage those passing through to stop at the shops
along the way. Many saw this area as a “boutique” style area
with small shops on the first floor of the buildings with residential and office space on the upper floors.
Providing outdoor café space, public space, and walking path connections leading from the downtown
area to the UHS campus and surrounding areas would greatly enhance the character and accessibility
of the area and also create a more appealing atmosphere to attract people to the downtown area. The
Goodwill Theater is located one block to the south of the intersection of Main Street and Willow Street.
The theater could be used as a catalyst for arts development and revitalization in that area.
The UHS/Wilson Hospital medical complex is also located along Main Street in Johnson City. It
employs approximately 2,200 people. Due to the large number of people working and visiting this
complex daily, this area should also be made very
pedestrian friendly. These types of improvements would
encourage its patrons to visit downtown Johnson City
and patronize the nearby shops and restaurants. As
mentioned before, walking paths could create a more
inviting connection to downtown and could help
encourage this movement. This campus could be a great
economic development generator and could spur more
commercial development in this area.
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The area where the UHS medical complex is located is designated as an important commercial node
within the Village. The Village should discourage single use, high volume retail businesses to locate in
this area. The construction of these businesses, each with their own separate entrance and exit, set back
from the road does not reflect the future vision of Main Street perceived by citizens at the public
meetings that were held. As the UHS complex continues to expand, the village should prevent the
demolition of existing buildings for parking lots, especially right along Main Street. If more parking is
needed, a multi-story parking structure could be constructed.
The area from the eastern Village boundary west to Lester Avenue has a few scattered commercial
buildings and a viaduct over the railroad tracks. The area from North Arch Street to Baldwin Street is a
small area with a post office and a church. To the west of this area is the designated node of the
UHS/Wilson complex. The area from St. Charles Street to the Town of Union border is a mix of a few
residential uses and lighter commercial or civic uses.
FUTURE VISION
In the near term, the Main Street Corridor serves its variety of users reasonably well. There is little
traffic congestion, safety hazards can be managed, and transit users and pedestrians are
accommodated, although with some deficiencies. Pavement condition is deteriorating on some segments,
and must be addressed. However, what is essentially a maintenance option does not address the priority
action of the 2030 plan and an existing commitment in the current plan, TRANSPORTATION
TOMORROW 2035~ CREATING A SUSTAINABLE FUTURE. Properties along parts of the corridor,
both commercial and residential, are deteriorating. There are numerous vacant storefronts in places
like the Johnson City business district. Some adjacent neighborhoods are also experiencing decline.
The longer term view of the Main Street Corridor presents an opportunity to dramatically change the
landscape, using transportation investment to both encourage and respond to land use change over
time. The 2030 Long Range Plan states that this investment should be guided by the principles of context
sensitive solutions and placemaking, which are defined below:
Context Sensitive Solutions. The Federal Highway Administration offers this definition: “CSS is a
collaborative approach to developing and redesigning transportation facilities that fit into their physical
and human environment while preserving the aesthetic, historic, community, and natural environmental
values. CSS contributes to community, safety, and mobility.” This concept has been in
development and use for nearly a decade. The hallmark concept is flexibility in design.
The challenge for transportation planners and engineers is to understand the context of their project,
and to work with the community to develop the design. A state highway that runs through the center of a
rural village, a suburban arterial that provides access to a regional shopping mall, and an urban Main
Street each have a different context. The designer must pay attention to the competing needs of
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different users. This is where community input can be particularly valuable in helping establish
priorities. It is also incumbent upon the transportation professional to educate the public about how
much flexibility is reasonable, and where safety, for example, dictates a specific solution.
Placemaking. While CSS is all about transportation, placemaking is all about land use. It may be
defined as using elements of urban design to create identifiable and positive places. Since streets are a
key element in defining urban space, transportation design contributes substantially to placemaking.
Placemaking is also about context. A “great place” can be a bustling urban street lined with shops,
cafés, residential loft space, and signature streetscape elements. It can also be a quiet waterfront park
with walking and cycling trails and an amphitheater. A bus stop can be more than a place to stand; it
can be a place to enjoy. Neighborhood streets can be places where parents can feel safe letting their
children play, and commercial strips can be redeveloped into grand boulevards. The common element
may be the creation of an environment where people want to be, where they feel safe and comfortable, a
place of human scale.
A related concept that has gained acceptance in recent years is “complete streets”. There is no singular
design prescription for Complete Streets; each one is unique and responds to its community context.
This concept recognizes all of the users of a street and aims to accommodate them. A complete street
should serve vehicular traffic, transit, bicyclists and pedestrians. However, this ideal is sometimes
constrained in the built urban environment, particularly in older cities like Binghamton, by the available
space. New York State’s Complete Streets bill was signed into law on August 15th, 2011, and takes effect
in February 2012. The bill requires that consideration of complete street design for all state, county and
local transportation projects that are undertaken by the NYS Department of Transportation or receive
both federal and state funding and are subject to department of transportation oversight. The
department or agency with jurisdiction over such projects shall consider the convenient access and
mobility on the road network by all users of all ages, including motorists, pedestrians, bicyclists, and
public transportation users through the use of complete street design features in the planning, design,
construction, reconstruction and rehabilitation, but not including resurfacing, maintenance, or
pavement recycling of such projects.
The demand for such a policy is demonstrated by the fact that several NY State municipalities have
already adopted their own complete streets legislation. For example, on July 20th, 2011, the Binghamton
City Council adopted a resolution establishing a Sustainable Complete Streets Policy for street and
transportation projects. The Policy states in part that all street projects, including design, planning,
reconstruction, maintenance or operation by the City shall be designed and executed in a balanced,
responsible and equitable way to accommodate and encourage travel by public transportation vehicles
and their passengers, bicyclists and other wheeled modes of transportation, and pedestrians of all ages
and abilities in accordance with established Best Practice Design Guidelines for Complete Streets and
Sustainable Complete Streets.
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As stated in the current long range plan, although BMTS only has influence over the transportation
aspect of Main Street, the focus on sustainability highlights the importance of discussing land use and
its relationship to transportation. Land development has an impact on how the transportation system is
used and how people feel when using the street. Local governments within the BMTS region have the
ability to regulate their own land use and make development decisions. For this reason it can come
difficult to “enforce” a policy of investing in the core and creating development that helps to enhance
all users’ experience when using the street. Also acknowledged in BMTS’ current long range plan is the
concept of Smart Growth and using “form based code” as a mechanism to facilitate the “appropriate”
type of development along Main Street. Smart Growth is consistent with ideas of Context Sensitive
Solutions, placemaking, and Complete Streets. The Smart Growth principles as listed on
www.smartgrowth.org are as follows:
 Mix land uses
 Take advantage of compact design
 Create a range of housing opportunities and choices
 Create walkable communities
 Foster distinctive, attractive communities with a strong sense of place
 Preserve open space, farmland, natural beauty, and critical environmental areas
 Strengthen and direct development toward existing communities
 Provide a variety of transportation options
 Make development decisions predictable, fair, and cost-effective
 Encourage community and stakeholder collaboration in development decisions
These could be a basis for the municipalities within the BMTS planning region to begin to revisit their
land use codes and make changes based on some of these principles. As you will see below, many of the
ideas and comments from the public meetings that were held to solicit input on the future of Main Street
are in line with the principles of Smart Growth and could begin to be accomplished by using some of the
concepts addressed in the definition of a form based code.
Form-based codes use physical form, rather than separation of land uses, as their organizing principle.
Form-based codes follow the concept that development and zoning codes are part of a land use
continuum from rural to urban, where different uses and building types and locations fit well in certain
locations and are inappropriate in other locations. Urban form features regulated under a form based
code include building setbacks, building heights, placement of buildings on the lot, location of parking,
etc. (www.formbasedcodes.org)
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H&CD Plan and BMTS MAIN STREET CORRIDOR STUDY: This study focuses on many of
the other components of the H&CD Plan. Some important ones include working with the community
to fully understand problems while preserving aesthetic, historic and local values. Integrating
“placemaking” with transportation plans to ensure the context of the community as a place where
people want to be. Using the “Complete Streets” concept and available funding sources to help fulfill
the NYS Law that took effect last year and all forms of transportation for vehicles, pedestrians and
bicycles are accommodated in new NYS and local municipal owned street designs. The long range
plan for Smart Growth development and the list of principals are exactly the type of projects the
H&CD will look at for inclusion and prioritization.
In 2011, a county-wide plan called FOUR RIVERS – An Intermunicipal Waterfront Public Access
Plan for Broome County. This effort involved the Town of Vestal as lead applicant and administrator,
Broome County Department of Planning and Economic Development and the Town of Union Economic
Development Department as lead stakeholders and representatives of these entities comprised the
Steering Committee. An Advisory Board from many other river communities also met regularly and
invested in the matching funds. The design firm of peter j. smith & company, inc. of Buffalo, NY
prepared the document and developed the project list after surveying all four rivers in Broome County:
the
Chenango,
Delaware,
Susquehanna
and
Tioughnioga.
A
part
of
the
Otselic River was surveyed also. The document was prepared for the York State Department of State
with funds provided under Title 11 of the Environmental Protection Fund. As the Susquehanna River
does not flow through the H&CD, it should be noted that this connectivity is important to the village
core, particular at Boland Park where improvements are recommended. Essentially it recommends
waterfront access projects for boat launches, riverside park improvements, fishing access points, scenic
overlooks, trails, and interpretive sites. Priorities and implementation strategies are discussed. Below is
the Executive Summary taken from the document and reprinted here with italic ORANGE TEXT to give
an overview of the contents. This entire report is available for review and for download at the Town of
Vestal website under the Parks Department menu.
http://www.vestalny.com/DeptPage.aspx?pID=160
Executive Summary
This document will serve as a resource to guide future development activity along Broome
County’s riverfronts: the Susquehanna, Tioughnioga, Chenango, Otselic and Delaware. The
Broome County riverfront includes more than 89 miles of waterway that defines the region’s
diversity. Water traverses the densely populated areas of Vestal, Johnson City, Endicott and
Binghamton and the quiet enclaves of communities like Windsor, Kirkwood and Whitney
Point. The riverfronts have historically provided power for industry, transportation,
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agriculture, fishing and recreation and represent the once and future economic powerhouses
for Broome County.
Through this Intermunicipal Waterfront Public Access Plan, the county’s river communities
have committed to working together by establishing a united vision for economic
development, riverfront access and environmental stewardship. In all, 22 communities in
Broome County have direct riverfront access and are included as part of this plan. By
establishing an integrated system of water-related facilities, programs and amenities, the
implemented plan will help communities provide access to the area’s natural, cultural and
recreational resources. Implementation of individual projects will stimulate broader
economic development for communities across the region. The Plan will serve as an
important guide for the New York State Department of State Division of Coastal Resources
to prioritize projects for funding. The document can be used in place of a formal Local
Waterfront Revitalization Plan (LWRP) and be just as effective. The primary advantage of
completing a full LWRP is to establish a cohesive set of municipal planning policies. Broome
County may decide to do an LWRP in the future to help the county and its municipalities
achieve the vision established here for the county’s riverfronts.
The Intermunicipal Waterfront Public Access Plan seeks to integrate existing regional
attractions (boating facilities, parks, campgrounds, picnic areas, museums, shops,
restaurants, etc.) in Broome County with proposed new projects. These proposed new
projects include, but are not limited to, new access points along each of the rivers that allow
for motorized and non-motorized boat launch as well as observation overlooks and fishing
piers. New trails along Broome County waterways are proposed to create continuous access
and connect to existing trails and population centers to increase access, stimulate economic
development, and encourage a wide variety of user experiences. Revitalization plans for
urban centers near the riverfronts are also some of the projects that might be included.
Elements of the Intermunicipal Waterfront Public Access Plan include:
A comprehensive Vision for the Broome County riverfronts as defined through the public
process
A comprehensive list of proposed projects throughout the county
A chapter detailing potential economic impacts of riverfront development
Prioritization of development projects including general costs and timelines for
completion
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Identification of potential funding sources for each project
A comprehensive GIS database and written description of existing inventory elements
surrounding the riverfronts
A compendium of all public input gathered throughout the course of the process.
Ultimately, the Plan is intended to serve as a tool for each riverfront community in Broome
County to create a comprehensive riverfront experience. The experience will attract new
visitors to stimulate the local economy and improve existing quality of life for residents by
enabling them to interact with their riverfront.
H&CD Plan and the FOUR RIVERS Intermunicipal Waterfront Public Access Plan for Broome
County: The most significant relationship to this Plan and the H&CD Plan is the understanding that a
completed river trail with amenities through the county would be a huge economic driver for this
community. The consultants refer to many cases where economic growth has occurred through
increased tourism and recreational activity that spurs dollars into the community from outside sources.
It is yet another attraction that can appeal to active seniors and young professionals. This could
definitely be a destination and with proper branding lead to a unique economic driver locally. Two
spin-offs projects have already begun from this effort. The Village of Endicott was awarded, through
the last NYS funding round with Environmental Protection Funds, funds to develop a Chugnut Trail
land survey and trail plan with architectural renditions and construction designs. This was a
recommended project within the county-wide FOUR RIVERS Intermunicipal Waterfront Access Plan
project, a necessary predecessor to obtaining funds from this source. The second project involves the
Binghamton Metropolitan Transportation Study (BMTS). They followed up with hiring consultants to
develop a sign plan & design guide for consistency throughout the Greenway. Excerpts from that Two
Rivers Greenway Sign Design Plan are following the FOUR RIVERS Access Plan below.
This is an excerpt in italic ORANGE TEXT from the FOUR RIVERS – An Intermunicipal Waterfront
Public Access Plan for Broome County because of the direct connectivity of our river system and how
that impacts the economic tourism aspect of this Plan:
TOURISM & MARKET ANALYSIS – A RIVERWAY ECONOMY: For the latter half of the
twentieth century, the Broome County economy has been largely driven by the rapid
development of high technology and the sustaining presence of education. Corporations such
as IBM, Singer-Link and Universal Instruments have driven regional growth through their
presence, providing employment, innovation and community stewardship. Binghamton
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University, recognized as among the premier New York State research institutions, is one of
the area’s largest employers and remains the predominant economic engine for the region.
The university draws not only students, but also thousands of annual visitors and high end
academic talent; and provides the region with state of the art sports, educational and
cultural facilities.
Complementary to the traditional economic base of the county, the Susquehanna, Chenango,
Otselic and Tioughnioga river corridors represent Broome County’s most significant natural
assets and potential for new growth. The river corridors present tremendous opportunities
for unique tourism growth and economic stabilization of the local communities. However,
with that opportunity and potential pressure for development there is also the threat of
detrimental impact to the county’s greatest natural assets. It is therefore imperative that
efforts to bring new economic vitality and draw visitors to the area must be steered in the
direction of low impact physical development that can coexist with the natural landscapes of
the county. In targeting efforts to draw visitors and dollars into the economy, the county and
its municipalities should focus upon connecting residents and visitors to its landscape in
ways that would not only provide positive economic windfall, but also generate new stewards
who would protect and enhance the landscape into the future. Riverway systems provide real
and sustainable growth for communities, physically, socially and economically. By defining
the importance of a landscape, promoting its qualities and providing public access, a region
can stir new, place-based activity that draws residents and visitors alike. These outdoor
recreationalists have direct impacts upon the local economy, purchasing sporting goods,
frequenting restaurants, utilizing transportation and staying in hotels. Correspondingly,
since the landscape increases in importance to the recreation and economic sectors, it also
become essential for the local community to preserve and enhance its rural character, which
has a spin-off effect of strengthening property values. This chapter has evaluated the
various opportunities that exist in Broome County for
riverway-related economic development.
The 2012 TWO RIVERS GREENWAY SIGNAGE STUDY
project evaluated existing trail signage, wayfinding challenges and
developed signs and kiosks design criteria. It was developed through
the (BMTS) with funds from the Federal Highway Administration
Planning Program Funds. Consultants hired were Haas Landscape
Architects and Delta Engineers, both of Binghamton and
Synegraphics.
The H&CD can take these sign designs into
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consideration in order to have this design language compatible with the H&CD. If users are recognizing
these shapes or structures as informational, directional and interpretive then there is a smoother
transition and less confusion when used elsewhere. The H&CD should consider use some form of
consistency for those following the Greenway System and Bicycle Routes that will lead them to the
H&CD. Following is the Design Criteria prepared by the consultants with some renditions of their
design proposals on the following page.
TWO RIVERS GREENWAY - GENERAL SIGNAGE DESIGN CRITERIA
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Orientation and Interpretive Signage
for TWO RIVERS Greenway Plan
In conclusion for this section, there are many good guides for following the
principals and goals such as the Town of Union Comprehensive Plan (TOU
Comp Plan), the county-wide Four Rivers Intermunicipal Waterfront
Access Plan, and the several studies developed through Binghamton
Metropolitan Transportation Study (BMTS) that address trails and signage.
All of them look at ways to provide safe and inclusive access for use of
sidewalks, trails, waterfront access and connectivity to attractions and
downtown business cores. Broome County Public Transit, personal
vehicles, signage, maintenance, bicycles and pedestrians are all taken into
consideration. With so many consistent recommendations, many of them
very recent studies, it will not be a challenge to choose priorities for a
H&CD that would benefit the mission. Programming for some of the node
sites should also be considered. In the 1990’s, the Susquehanna Heritage
Area developed historic tours using the Chemung County Trolley, tracing
Broome County
Transit logo by
Johnny Hart
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our original trolley routes. Currently, the Broome County trolley is
only used for public rider purposes, but a tour program could still be
developed and Broome County Transit approached to have it run
former trolley routes for the public on a specific day. Perhaps if a
sponsor were found the program could be even more educational and
occur on a regular basis.
Yet, being a “walkable community” and creating infrastructure to
make the H&CD a healthier place by being a more walkable-friendly
place is of utmost importance to the H&CD concept. Publications,
“Sweet Caroline” Trolley
one in particular from the Urban Land Institute entitled “Creating
Walkable Places with Compact Mixed-Use Solutions” by Adrienne Schmitz and Jason Scully is an
excellent resource. Not only does it look at the development aspect of a walkable community, but also
how this demand has driven new construction for small compact residential areas, like the Johnson City
neighborhoods that already exist. There are roles for the private and public sector and an entire section
on the health trends of a population that is experiencing urban redevelopment, elderly housing needs and
infill construction. As HEALTH is obviously a primary mission of a H&CD Plan, these types of
resources should be further studied to develop a feasible listing of do-able projects and available
resources to accomplish this aspect of the H&CD proposal.
6.5 Public Art and Entertainment
Public art and entertainment venues are a large component of the CULTURAL or arts district
component of the H&CD Plan. Besides what was mentioned in Section 5.4 Benefits and Impact of a
District Plan there are many ways to develop and appreciate inherent art in our community. The H&CD
organization will need to establish this as a priority for investigation and implementation for resources to
allow public art to be installed. We can first promote appreciation and continued maintenance for the art
Johnson City already possesses. The carousel horses are
3-dimentional art and there are landscaped paintings in
the rounding boards and crown center panels. Music and
motion also make this rare antique structure completely
magical. There is personal interaction with large art
pieces. Carousels and monuments can also provide that
personal experience when touched or viewed from a
nearby location often causing enjoyment and relaxation.
The architecture is eclectic with many historic structures
and modern buildings also. This is also 3-dimentional art.
Sculptures are an outstanding example of monuments
commemorating distinguished persons or veterans of wars or are placed for artistic interpretation and
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appreciation. The Harry L. Johnson statue, adjacent to Your Home Library, is a monument to a person
responsible for many of the housing and benefit programs of the E-J Corporation. The 1925 Pagoda
Pumphouse, pictured at right, is a curio art piece designed for artistic appreciation as well as function. It
is now relocated in C. Fred Johnson Park. The E-J Workers Arch is a very unique piece of sculpture,
built by the E-J Workers, with a twin in Endicott, commemorating the opportunities found within the
“Square Deal Towns” municipal boundaries.
New art in a variety of forms can enhance the H&CD. The Wilson Hospital Center has art within the
buildings, but no sculptures outside the facility. With so many patients, employees and visitors in the
area for medical-related purposes, indoor art and outdoor sculptures with a healing theme would be a
visual inspiration for those who depend on this Center for the caring of themselves, their family and
friends. Murals are another art form often used to enhance interiors and exteriors of buildings. The City
of Binghamton allows large 20 by 30 foot banners called “Big Art” to hang from sides of buildings.
Artist Margot Datz creates a bas relief
mural in a Children’s Hospital
Outdoor Mural
In Johnson City, some “signs” could
be considered murals that exist on a
few buildings in the H&CD. The
Handicapped Children’s Association
has this mural on the south façade
adjacent to the playground off Broad
Street:
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Port City Preservation, LLC prepared the following piece for this H&CD Plan with some fine points on
the ways and means to support public art and some examples of the types of public art that could be
considered for the H&CD. It follows:
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The above examples run the gamut of modern art, topiaries, fountains and anything an artist can put
their imagination to. Anyone who has visited the Greater Binghamton area may well have noticed the
Street Horses that artists have painted around the area. They are not always displayed on the sidewalks
but in public areas such as municipal buildings, the airport, schools, etc. These fiber-glass creations are
made in many forms. The Goodwill Theatre, Inc. has investigated Dalmatian dogs that could be placed
in landscaping around the parking area and entrances to the campus near the Schorr Family Firehouse
Stage. Below is “Harland’s Bet”, a street horse painted by Gail L. Domin in memory of her father, and
now displayed proudly in the glassed Municipal Rotunda of the Endicott Village Hall.
The carousel horse was recently decorated for a St. Patrick’s Day celebration.
Left: A Carousel
Street horse painted
by local artist.
Right: A poster art
activity and
program at a local
carousel during a
previous Carousel
Days event.
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Outdoor furniture, fences, clock towers, play equipment, trash and recycling bins and bicycle racks are
also designed in artistic yet functional forms. Banners, awnings, planters, pavers and street lamps are
also commonly used in streetscape designs that bring color, compatibility and visual interactive artwork
into a district. Here are a few examples of a pavilion, furniture, bike racks, a clock tower and carousel
banner.
Images will have photo credits in the APPENDICES Section
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Play equipment,
trash barrels and
clever outdoor play
spaces provide
activity, necessary
amenities and visual
enhancement.
Images will have photo
credits in Appendices. Most
of these cropped pictures
were found in Landscape
Architecture Magazine as
advertisements.
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Labyrinths and Murals:
Labyrinths are briefly discussed in Section 6.3 Inventory of Parks & Public Spaces with regards to
developing one in the Jennison Park rehabilitation. There is no question that they are also providing an
interactive art form that provides health benefits for calming results in times of stress. They can take
many forms and be made with many different materials. Consideration for other sites for a labyrinth in
the H&CD besides Jennison Park is recommended and should be discussed with the organizational
entity of the H&CD once established.
Cathedral Labyrinth in Indiana
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Photo credits are provided in the APPENDICES Section
Murals on the interior or exterior of buildings within the H&CD are strongly advocated in the H&CD
Plan. There are several reasons for this:
•
•
•
•
•
•
They will eliminate unsightly and blighted side and rear facades
They can be themed to health, heritage, or any other appropriate concept
They could be an “attraction” or destination tour that brings in people to Johnson City
They would NOT fall under the Sign Ordinance. A Public Art Ordinance would have to be
considered for public art with a policy on quality of design, ownership and maintenance.
There already exists an Advisory Board for review of landmark designations so that body could
be tapped for review criteria with the Planning Board for approvals
They add a VERY noticeable ART element to the H&CD.
This is one of a set of large
painted murals that depict a
collage of local landmarks
by artist Aubrey Clark. They
were created to “link”
together and form a long
contiguous art piece.
This panel has a C. Fred
Johnson carousel horse and
the Red Robin Diner “bird”
sitting on top of a building.
They have been displayed at
First Night & at Roberson
Museum and are currently
owned by the GWT.
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This is the architectural rendition closeup of the front façade of the 1899
Municipal Building and Central Fire
Station, home to the Schorr Family
Firehouse Stage. Painted murals with a
fire station theme is the intention of the
Goodwill Theatre, Inc. on the four bay
door openings that face Willow Street.
Below are Audience Wall and Heritage
Area murals being installed inside the
Schorr Family Firehouse Stage.
Indoor murals are also found in the 1934 Johnson City Post Office which was recognized as an
outstanding example of the “industrious” theme of the Civil Conservation Corp era. These murals,
painted by Frederick Charles Knight, helped to place this structure on the State & National Register of
Place due to this artistic and historic asset. Murals create a “sense of place” and can engage and involve
the entire community.
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This is a house in Pittsburgh that was entirely painted as a mural to inspire creative thinking while
restoring a Victorian home in a deteriorating neighborhood. The creator used recycled materials and
“returned paint” to also make the point that creativity does not necessarily mean expensive. This article
by Jonathan Wander was found in the Pittsburgh H&G Magazine Fall of 2006 issue.
Murals are well-known as a successful attraction in Philadelphia and other cities. Johnson City is ideal
for locating them in a close enough proximity to be walkable and interpreted in a tour format, either by
smart phone, pod-cast or guided. Following MAP 9 – PROPOSED IMPROVEMENTS will be a listing
of possible mural locations that could be considered for installation on façade exteriors should Code
allow them in the future. They are also listed in Section 6.6 Healthy Pursuits & Exercise.
Examples for side or rear mural façade locations in the H&CD
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Entertainment:
Venues for entertainment are critical in order to provide evening activity that would bring business to
the downtown core. The Schorr Family Firehouse Stage provides evening entertainment at the present
time, but once the Academy is formed, students and a Professional Equity Acting Company will reside
in JC, and there will be more demand for round-the-clock activities. Creative people like to work at all
hours and there will be a market for certain amenities. There are businesses in the vicinity that are
already open 24/7, such as the Wal-Mart Superstore, Wilson Hospital Center, drug stores, gas stations
and McDonalds. Existing businesses should consider expanding their hours as demand rises and
economic development agencies should market this opportunity to bring in new development. A few
pubs and coffee shops with Wi-Fi and entertainment would attract a certain market, especially students
and young professionals. If business hours are extended, as in downtown Binghamton to accommodate
the growing student population, it can happen in Johnson City as well. The village used to have summer
concerts but union fees and expense cuts led to a cancellation of this activity.
The Greater Binghamton area has several outstanding performance venues. They include the Cider Mill
Playhouse and the Endicott Performing Arts Center (EPAC) both in the Village of Endicott. They are
smaller but well-attended venues that typically use local talent for their performances. The Anderson
Center for the Performing Arts at the Binghamton University (BU) campus in Vestal presents
professional shows for large audiences such as foreign ballet companies and other dance troupes or
symphony performances. The Forum Theater in Binghamton brings in musicals through the Broadway
Theatre League and hosts the local Tri-Cities Opera and the Binghamton Philharmonic. There are
smaller community theatre companies in the area and both BU and the Broome Community College
stage student performances. There has not been a venue with the quality and variety of professional
performances that the Schorr Family Firehouse Stage (SFFHS) productions offer to the region with so
many seasonal offerings and no other music venue within Johnson City since the Magic City Playhouse
closed down in the Small Mall in JC. They had offered a variety of live music entertainment with
dancing, something Johnson City would probably like to see brought to the village again. Goodwill
Theatre, Inc. has brought performances to other venues in the H&CD like the recent “Irish Christmas in
America” at the Sarah Jane Johnson Church Sanctuary.
To be clear, the Goodwill Theatre, Inc. brings PROFESSIONALLY recognized entertainment to the
Southern Tier area unlike many other venues, making it one of only a few places that expose our
population to a wide variety of family entertainment genres. Most are from outside the area or may be
from the area but nationally or even internationally recognized, like musicians like Al Hamme and John
Covelli. There are companies like S.R.O. Productions and Tri-Cities that may use professional
performers or showcase their productions in other venues in the region. The SFFHS has brought in
well-known cabaret singers, classical musicians, jazz performers, dramas, puppet shows, a comedy
series and dance performances of excellent caliber and with professional recognition.
There are 60 performances scheduled for 2012-2013 season. A sampling of entertainment presented at
the Schorr Family Firehouse Stage are placed in a collage to visually express some of the talent brought
here to expose the region to a wide variety of the performing arts:
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The Mission of the Goodwill Theatre, Inc. is to develop a Professional Training Academy for the
Performing Arts. Student workshops and classes as well as pilot performances are also part of what is
accomplished at the present time. With the expansion, other venues within the campus will encourage
more experimental works and train local residents as well as those that come to enroll in the Academy
for a professional career. There are many excellent dance studios and academies in the area that have
trained dancers who have pursued professional dance careers. Within the H&CD, “Dancescapes” is one
of those studios that would be considered a training performing arts facility.
To conclude, Section 6.5 Public Art & Entertainment of this H&CD Plan demonstrates the inherent
assets that are already in the H&CD and the many other opportunities, like Spool Mfg. Gallery, that can
be expanded upon by looking at the ideas and recommendations within this H&CD Plan and
determining a sound approach to implement some of these actions. This should be determined by the
H&CD organization once it is established. JC Partners had a carousel-themed art poster contest this
year for their Carousel Day scheduled for July 27th. Other art programs should be cultivated in an
environment like the H&CD proposal, as they would inspire each other and collaborate on projects that
would make this community flourish with arts and entertainment. Galleries, studios and artist housing
could be developed in one of the underutilized factories and that potential should be strongly considered.
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6.6 Healthy Pursuits & Exercise
Health and Wellness Programs:
United Health Services UHS) and other hospitals, medical facilities and clinics offer many types of
wellness programs. For purposes of the H&CD Plan practices, discussion will concentrate on those
services in the Village of Johnson City vicinity. The Center for the Stay Healthy Program is in the
Oakdale Mall in Johnson City. According to their website (with images pictured below) they served
over 19,000 residents from this location in 2010. Programs that are offered include:
•
•
•
•
•
Asthma Care
Eating Disorders
Healthy Living Resources
Living with Cancer
Tobacco Cessation
Services include:
•
•
•
•
•
•
Care-A-Van Service
Classes
Lactation consultations
Nurse Direct
Stay Healthy Kids Club
Stay Healthy Magazine
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Many of the programs and services that are provided are done with partners. An excellent model is the
B.C. Walks Program and Stay Healthy at Work where they advocate that “Fitness walking is free, easy
and fun! Why not try it today and every day?”
There are trails set out within the hospital as well as an outdoor trail recommendation that goes around
the exterior of the hospital properties. The H&CD is recommending an exercise path that has a total
distance of 2 ½ miles that is broken up into three segments for choices that could be covered during a
lunch break or before or after work. The trail passes by proposed mural locations, historic landmarks and
parks.
MAP 9 – IMPROVEMENT PROPOSALS (A full page MAP image & the Map Key site
locations follow MAP 9 in the MAP Section)
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UHS participates in Health Fairs with other wellness providers and does a great promotion job on
promoting healthy living. Another effort within the Healthy Kids program is to reinforce the importance
of maintaining a healthy style of living by:
•
•
•
Eating healthy through mostly ingesting “good-for-you” foods and limiting the high calorie and
sugary foods to “sometimes”.
Be physically active for at least 1 hour every day
Limit screen or electronic device time to 2 hours or less each day.
This program called “WE CAN!” is a free national educational program from the National Institutes of
Health that advocates “Ways to Enhance Children’s Activity & Nutrition”. There is so much to mention
that the H&CD Plan encourages everyone to go onto the UHS website www.uhs.net and see how many
services and programs are provided to this community. For more opportunities to walk and hike the area
trails in parks, the university campus, the TWO RIVERS Greenway or other nature areas go to
www.bcwalks.com for some valuable information on area activities for walking, hiking, and biking.
You can also find out how to get a free pedometer, locate seasonal farmers markets and read over other
great ideas for outdoor healthy living, eating and annual or upcoming activity events in the region.
The state of well-being is judged and analyzed by many different groups but what has been shown to be
true in New York State is that the aging population will no doubt need more care facilities in the near
future and the obesity rate, especially in children, is rising. In a February 29, 2012 article in the Press &
Sun Bulletin that referred to the Gallup-Healthway Well-Being Index, the Binghamton area came in at
11th in the nation as one of America’s Unhealthiest Cities. Binghamton also ranked 2nd in the nation as
one of America’s Most Obese Cities at 37.6%. In March of 2012, the Klee Foundation was mentioned
in an article by Jennifer Micale in the Press & Sun Bulletin requesting proposals to fund programs that
address childhood obesity and how to implement them. The article states, “Klee is looking for proposals
that promote an increase in daily physical activity and access to, or consumption of, healthy and
affordable food, including policy initiatives and environmental changes that address these aims. The
program needs to be spearheaded by a lead agency, but also include a range of community partners,
including school districts, a municipal planning department, insurance company, the health department,
nonprofits or university research teams.” It is understood that the grant award went to the United Way
of Broome County to administer this effort. The H&CD should form a community partnership with the
group that is administering this effort and many other programs that are administered or supported by
the United Way that directly relate to the mission of a Johnson City Health & Cultural District. This
would be a strong collaboration that should be represented as a primary stakeholder in the effort to
pursue this H&CD Plan in Johnson City.
Physical activity is a primary goal for a healthy body along with good nutrition. Although there are
many gyms and recreational centers, some are often unaffordable for many residents, or are difficult to
find time for in busy lives. Each day brings physical, emotional and mental challenges to everyone and
even finding a short amount of time to address your physical well-being is important. Walk during
lunch, throw a ball around in an open area, learn yoga poses and practice at home, follow along with a
TV exercise program and make sure children are enrolled in school sports activities. There are many
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ways to find affordable alternatives to higher-prices classes or gyms. There are also agencies that offer
low-cost or no cost classes on sliding scales. In the H&CD, there will be an outdoor walking path
marked out on the sidewalk and currently there is also an indoor path you can follow within the Wilson
Hospital Center hallways. Be sure to consult your physician before starting any new activity and the
elderly should be particularly careful about cardio and high-impact limits.
The Boys and Girls Club of Binghamton and the facility in Western Broome both offer all kinds of
enrichment programs for youth that involve physical activities and arts for low-to-moderate income
families. Both locations are accessible from the H&CD by public transit. Use their websites for further
information. www.boysandgirlsclubsbinghamton.org and www.bgcwb.org
New York Healthy Food & Healthy Communities (HFHC) Fund and
the Low Income Improvement Fund (LIIF) www.liifund.org
The following information in italic GREEN TEXT is from the LIIF website:
The New York Healthy Food & Healthy Communities (HFHC) Fund is an
innovative financing program, established to facilitate the development of
healthy food markets in underserved communities throughout New York. The
$30 million fund is part of a statewide initiative to promote healthy communities.
LIIF, The Reinvestment Fund and The Food Trust are partnering to meet the
financing needs of food markets in underserved communities, which often
cannot obtain conventional financing for infrastructure costs and credit needs.
Fund participants can obtain financing for capital projects and related
predevelopment activities, including real estate acquisition, construction or
rehabilitation, leasehold improvements, equipment and infrastructure. (Working
capital, inventory and workforce development funds are not available.)
LIIF (Low Income Improvement Fund) provides flexible, affordable capital to
nonprofit and for-profit borrowers for projects that provide homes, schools and
other community services in distressed communities.
Depending on the project, LIIF can provide predevelopment, acquisition,
construction financing, mini-permanent and term loans. For larger transactions,
LIIF often leverages its relationships with financial institutions, public agencies
and other CDFIs to create customized financing solutions for borrowers. LIIF
also has extensive experience leading New Markets Tax Credit transactions to
develop charter schools and other community facilities in distressed
neighborhoods.
They also provide funds for Child Care, Education, Green
Financing, Health Clinics, Healthy Food, and Transit-Oriented Development.
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The partners also
gratefully
acknowledge
Simpson Thacher &
Bartlett LLP, which
provided significant
pro bono legal
services to establish
the fund.
The H&CD should look at this funding source once priorities are established to address some the
distressed area low-income challenges faced by residents in the H&CD vicinity. Broome County
Department of Planning & Economic Development procured $100,000 from LIIF last year toward the
matching fund requirements from a NYS Environmental Protection Fund (EPF) award for the
construction of a Regional Farmers Market at Otsiningo Park in the Town of Dickinson. In 2009, the
County Planning Department completed a Broome County Regional Farmers’ Market Feasibility Study
with Market Ventures Inc., consultants from Portland, Maine. It was determined that the current
successes of local Farmers Market vendors would only increase if another day or two per week were
offered at a well-promoted Regional Farmers
Market. The site was chosen after 7 public
meetings with farm businesses that had vendor
operations in the area throughout an 11 county
region (50 mile radius).
Agri-business, in
particular smaller acreage farms, is increasing in
stability and production in New York State. A
regional facility will in no way be in competition
with the neighborhood Farmers Markets. These
sites (regional and neighborhood) create agritourism opportunities for visitors, address the
market demand for healthier foods and new specialty crops, and provide education for youth through
demonstrations of the farming industry. LIIF has also supported small “Mom and Pop” grocery stores in
the area with grants or loans to expand or improve their facilities.
Addressing access for the lower poverty level residents to
farmer’s market sites is extremely important as poverty has
been linked to obesity in many studies. Broome County Transit
bus routes now go into Otsiningo Park to the Regional Farmers
Market site. This was essential to the project. Pedestrian and
bicycle routes were also considered with site selection. Having
a local Farmers Market in an already walkable and accessible
site in the H&CD would provide benefits to the residents while
supporting other local businesses. These sites MUST be set up to receive SNAP benefits with EBT
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capabilities and WIC program vouchers. This is currently accomplished at other outdoor markets in the
area and Broome County Cornell Cooperative Extension would be a good resource to help with this.
Census Tract data for a location in the H&C also meets the criteria for LIIF with 50% or more of the
population in the low-to-moderate income range.
The H&CD Plan management organization, once implemented, should consider the adoption of several
policies that are in line with the LLIF and NYS Healthy Food and Healthy Communities Programs and
policies:
•
•
•
•
•
•
Develop a community development policy that helps mobilize public resources for the distressed
community within the H&CD vicinity
Advocate for programs and projects that provide affordable housing developments in the H&CD
Identify and foster child care and youth programs that enable low-income families to access
these facilities and resources in the H&CD vicinity
Support and encourage the implementation of green development in low income communities,
using older buildings and demonstrating to developers that green building practices in the H&CD
are competitive with conventional investments and provide affordable and healthy environments
for the occupants
The H&CD will strongly support access to fresh, healthy food, especially to poverty-stricken
families, along with programs that educate families about healthy food choices that provide
better nutrition and reduce health-related physical problems.
The H&CD recognizes the need for people of all income levels to have easy, affordable
transportation options and encourages policy-makers to invest in all opportunities to improve
public transit, vehicular roadways, and pedestrian and bicycle use trails. This will provide and
improve access to all essential services for a quality-of-life community that builds strong,
sustainable economies.
Human Services:
The H&CD has demonstrated that
many medical facilities exist within
the boundary and in close environs.
Not only are there many private
practices that encircle the Wilson
Hospital
Center
but
the
Handicapped
Children’s
Association and the Southern Tier
AIDS Program are also here.
Although mentioned in earlier
sections of the H&CD Plan, there
are also other human services that
Historic Postcard of Sarah Jane Johnson Church
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provide important support and education to the community. Sarah Jane Johnson Church coordinated
many flood-relief efforts and hosts many events that address not only the spiritual needs but the
challenges of the social community as well:
•
•
•
•
•
•
•
The Johnson City Neighborhood Restoration program helps residents improve their homes
The George F. Johnson Dream Center for Community Empowerment educates youth about
gang-prevention and provides a forum for discussing drugs, bullying and other teen issues
Flood Discussion Group through Project Renew deals with the emotional trauma of losing your
home
Sarah’s Shop that provides donated items at reasonable prices for those in need
Restoration Wednesday’s is a volunteer group that helps others with home renovations or other
clean-up tasks
There is a café for food provided to after-school participants and others
Youth and adult exercise as well as team sports are scheduled in the gymnasium
These are a few examples from just one religious organization and the Islamic Organization from the
Southern Tier as well as St. James Church also provides programs and education for the community.
Historic Postcard of St. James Church in
Johnson City
MASJID AL-NUR
Islamic Organization of Southern Tier
There is so much organizational support and volunteerism involved in these and other programs that the
H&CD is truly prolific with human service opportunities that are trying to provide hope and positive
change. The Johnson City Senior Center, not operated by the Village, provides its own source of
funding and provides a variety of activities and services on Brocton Street, just north of the H&CD
boundary. The JC West Side Neighborhood Project is a volunteer group addressing crime and gang
prevention. They would like public safety and neighborhood watch programs to expand. All of these
efforts are done through collaborations with other agencies and some involve the public and private
sector.
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Your Home Public Library is another wonderful resource that has been providing service for decades. A
recent Press & Sun Bulletin article by Anthony Borelli reported on how the library, built in 1885, is
trying to repair the roof and install handicapped access. Besides the many current involvements like
book sales and story times with local schools, the restoration of the historic National Register listed
facility should be one of the priority recommendations for the H&CD. After all, it was this facility that
assisted immigrants with assimilation into the community and has such a strong connection to the
Endicott-Johnson Corporation that it was used for a variety of purposes, just as it is today.
Your Home Library still has this lovely antique furniture,
including the wicker pieces
Build Healthy Policies & Our Aging Population:
On March 6, 2013 there was an article in the NEW YORK TIMES Business section by Joe Gose entitled
“Construction That Focused on Health of Residents”. This new concept is catching on across a nation
that has an aging population and a younger working class that is health and environmentally conscious.
In Denver, a new housing authority project decided to redevelop this facility and “incorporate
ecologically advanced construction materials and practices, and a combination of geo-thermal and solar
power will generate up to 60% of the development’s energy.” By talking to residents they learned that
green-development implementation was not enough to improve their quality of life. They wanted better
access to outdoors and community gardens. A “health impact assessment” is a new planning tool that
encourages developers to design for physical activity and environmental sustainability.
Hospitals are also starting to take a look at their exterior landscapes and interior settings that are usually
minimal and have a common staleness to their appearance. In an article written by Mary Grauerholz for
the June-July 2012 issue of GREENHEALTH Magazine www.practicegreenhealth.org, she explains that
research is starting to show that having natural landscapes in nearby settings creates a calming and
soothing result. There are medically-related connections that prove relaxation occurs. Three examples
are provided;
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John Hopkins Hospital Healing Garden in Baltimore, MD
Life Enrichment Center in Kings Mountain, NC
Methodist Women’s Hospital in Omaha, NB
Essentially people felt it was a holistic way to help healing by providing an experience that offered
restorative environments for themselves and the landscape. Sensory stimulation is an important element
to consider when creating spaces that are serving health-related campuses.
Earlier demographic data found in Section 1.2 Location & Demographic Description of Johnson City
clearly demonstrated that our national population is aging. This region of New York State has a higher
than national average. Trends have also indicated that the number of doctors practicing geriatrics is
declining. Young trained doctors are leaving the area, finding the environs of upstate New York, along
with the lower pay scale, not to be the place they want to practice medicine. In fact, there is a very
uneven distribution of doctors throughout the state. In a July of 2007, the New York Times reported on
this very subject in an article by Michelle York. An internal care physician at UHS in Johnson City, Dr.
Kent Struck, was interviewed. He was considering retiring in several years and was very concerned
over the growing need for geriatric medicine in this area. It is hoped that demand will reverse this trend;
otherwise, proper care for the elderly may indeed become harder to find locally. The H&CD hopes to
provide a creative and exciting place to live and work that will serve as a magnate for physicians as well
as artists.
Fortunately we have many services in the community that do assist the elderly in other ways. A major
supplier of these services is the Broome County Office for Aging (OFA) which posts the following
information shown in italic BLUE TEXT about their services on the www.gobroomecounty.com
website:
Broome County Office for Aging - Who We Are
The Broome County Office for Aging assists seniors and caregivers by providing the
services and benefits that elders need to live independently. We offer these services both
in the community and in the homes of Broome County elderly.
Our agency is a focal point for information. We help caregivers and older adults to get the
services they need whether they are looking for information on healthy living or need care
in their homes.
A listing of links to descriptions of our services is located on the left hand side of this
page. To learn more, simply click on any one of them. Or you can download our Programs
and Services for Seniors brochure, which provides a brief description of our services and a
listing of senior community centers. The more detailed Office for Aging Services for
Seniors Guidebook is also available.
Our Mission
The mission of the Broome County Office for Aging is to improve and enrich the quality of
life for all older persons in Broome County.
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The Office for Aging:
· Promotes the dignity and independence of the older person
· Ensures that comprehensive and coordinated services are brought to bear on the needs of
older persons
· Fosters public awareness of the value and contribution of older persons of the community
Part of a Network
We are one of 59 Area Agencies on Aging in New York State and part of the national aging
network. As an area agency on aging, the Office for Aging is a focal point for information,
advocacy and coordination of eldercare services. We provide services directly and through
contracts with 21 other organizations.
Elder Service Planning
Besides providing services, the Office for Aging engages in community planning efforts
both on our own and as part of the Aging Futures Partnership. We are always interested in
public comments on the need that seniors and caregivers have for services and
information in Broome County. You can email comments on needs or remarks on services
you are currently using to ofa@co.broome.ny.us .
For more information on other services
available in our community visit
www.broomeelderservices.org
Staying Fit & Healthy Resource
Directory
Funding for Broome County Office for Aging programs is provided by, Broome County
government, the US Administration on Aging, the New York State Office for Aging, and the
Corporation for National & Community Service. Funding is received from the Federal
government under Title III of the Older Americans Act, the New York State Office for
Aging, local municipalities, and private grants. Most services are offered for a contribution
or at no charge.
The Broome County Office for Aging does not discriminate on the basis of race, color,
creed, religion, age, sex, national origin or sponsor, sexual orientation, or subject any
persons to any discrimination in his civil right
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The Broome County OFA also works with a committee entitled “Aging in Place”. This is a relatively
new concept that looks at ways to keep the elderly in their homes longer by providing daily visits or
food delivery if necessary and making physical changes to the homes to accommodate one floor living
spaces and easy access. The AARP has a publication entitled Home Modification: Your Key To
Comfort, Safety, and Independent Living. It provides specific recommendations and tips for determining
if your house can match your needs as you age.
There is another initiative called “The Greenhouse Project” that is for transforming long-term care. This
potential was discussed amongst local officials a few years ago but should perhaps be re-considered if
appropriate. The following description in italic DARK RED TEXT was taken from their Guide Book of
2009; therefore, the current status of resources and local interest is unknown at this time.
THE GREEN HOUSE® Project, a technical assistance program of NCB Capital Impact, is
supported by the Robert Wood Johnson Foundation. The goal of the initiative is to develop 50
or more Green House projects with organizations throughout the country. We would like to
partner with organizations that are geographically diverse, represent a mixture of rural, urban
and suburban settings, have a diverse sponsorship, and are able to replicate the model
quickly.
We hope that the overview provided by this Guide Book will inspire you to join us for an in–
depth eight–hour orientation workshop about The Green House Project. You will find a current
list of workshops and registration procedures at our Web site: www.thegreenhouseproject.org.
This workshop is the next step if your organization is interested in applying to join The Green
House Project. (Please note that the use of the name THE GREEN HOUSE® is limited to
projects that are accepted and created according to The Green House Project guidelines.
Thank you,
The Green House Project Team
Broome County also has an organization called Serving the Elderly through Project Planning (SEPP,
Inc.). The Goodwill Theatre, Inc. has already held several discussions with SEPP in regard to partnering
for an elderly housing complex within the H&CD that could service elderly, handicapped, young
professionals, medical employees, artists and students. Inter-generational and diverse residency reduces
stigma with any particular group.
A community planning newsletter called New Urban News had an article by Philip Langdon in their
October/November 2006 issue that provided excellent reasoning for medical district areas to become
mixed use, walkable districts. It proclaims that places where people of varied income live and work are
typically “dynamic job-rich neighborhoods that attract people” from more metropolitan environments.
The examples cited encouraged the development of a 24-hour community that offered residential, retail,
commercial, office and institutional support space. They encouraged the use of parking garages on the
perimeters of the district and an enlivened streetscape. The article also recommends certain building
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codes that may be more conducive to this type of redevelopment. This has already been mentioned
earlier in the H&CD Section 6. LAND USE PLAN as something that would need to be addressed with
the Village of Johnson City and the Town of Union.
Active retirees are a housing market niche that is often overlooked in this community. Empty nesters
and early retirees are looking for easier to maintain residential units that are close to activity and
necessities. By applying a more traditional sense of design, even new constructive can be less expensive
and more efficient. Johnson City already has homes and neighborhoods of this description and
rehabilitating what is already here could physically change not only the visual quality but the economics
of the village core. The H&CD organization needs to encourage the marketing of the housing
opportunities mentioned in their future implementation steps. One of the target markets for the GWT
Academy is the active retiree who wants to explore a second career in the theatre.
Surprisingly, it was learned a few years ago that a former
Broome County Commissioner of Planning, John Walluk, had
noticed the possibility for aging factories to become housing
units as adaptive redevelopment projects. He specifically
wrote up report on the 1916 E-J factory located on the
southeast corner of Corliss Avenue and Willow Street with
99,000 square feet of space. Today, it is one of the few
remaining factories and it has been reported that is the most
structurally sound of the few still in existence. Reasons for
Mr. Walluk’s proposal included:
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Central location in Johnson City
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Mixed Use Area with no adjacent single family homes
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Ample off-street parking
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Within ½ mile of many amenities that include
supermarkets, shops, drug stores, banking, a hospital, restaurants and B.C. Transit stops
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Less than 2 miles from Binghamton University
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1 ½ miles to Oakdale Mall
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Close to Interstate System
48 Corliss Avenue
Pioneer Annex & Infant
Shoe Factory
Pictured is a typical floor plan for the top 5 floors and an 800 square foot apartment design. The Ground
level floor should be considered for commercial use. Total square footage is 99,000. Over 30 years ago,
a Commissioner of Planning from Broome County had the insight to know that mixed use development
and aging factories would be a future problem. With the structure now soon to be in public ownership,
perhaps the H&CD can finally realize this sound planning proposal for consideration.
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Bicycle Safety and Walking Paths:
Previous sections of this H&CD Plan address the need for walkability and safe circulation for
pedestrians and cyclists among vehicular traffic. Section 6.4 Circulation, Connectivity & Walkability
describes the details of what should be done to achieve this goal. However, the H&CD
recommendations for these improvements should be briefly explained so that everyone understands why
projects to achieve them are important for the community.
First, this region has a great resource with both the Department of Transportation (NYS DOT) and the
Binghamton Metropolitan Transportation Study (BMTS), each having dedicated staff members that
work on advocating and advancing pedestrian and bicycle use as transportation options. It is a sidebenefit that these activities are also healthy exercise.
Earlier logo for the Binghamton Bridge Run
BMTS collaborates on several programs including the
Binghamton Bridge Run and Bike Safety Day. The
Bridge Run is a summer family bike tour that includes
stops for interpretation. This is an annual event that
takes different routes and plans stops for
interpretation. Police block off traffic and it’s usually
done on an early weekend morning when traffic is
light for the most part. Handout maps and guides
were designed and printed by the Broome County
Print Shop at an “at cost” price.
Enjoying a stop during the Binghamton
Bridge Run to learn about the historic
Lackawanna Station & Marconi Tower,
these happy riders are enjoying the
morning sunshine & an educational event
filled with fun and healthy exercise!
Helmets are required during this event as they significantly reduce the chance of injury. Children are
encouraged to attend a Bike Safety Day so they can read the bike path markings, negotiate turns and
stops, share the roads and trails and have respect for other riders. Equipment checking is also important
and BMTS works with many groups, including Sarah Jane Johnson Church, to hold these events. The
Church collects bicycles through donations and gives them away to those who qualify. Transit buses
can also accommodate bicycles.
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With plenty of historic sites in Johnson City,
perhaps a bike or walking tour of this nature could
be developed in the H&CD. Because of current
developments with upper floor residential units
being constructed under the Main Street NY
program grant, once a few are complete, a Loft
Tour could be developed such as the one in
Binghamton that started in 2011. It spurred a lot of
interest in living in the urban core. It involved
several partners but could also be accomplished in
the Main Street area of Johnson City if several
participants were willing and an organization like
JC Partners were involved to help lead the effort.
The H&CD proposal is committed to implementing
as many physical opportunities as can be reasonably
justified with resources for construction and
maintenance
identified.
MAP
9
IMPROVEMENT PROPOSALS is found in
Section 6.6 Healthy Pursuits & Exercise and in full
page format in the MAPS Section.
MAP 9 – IMPROVEMENT PROPOSALS is also located in a full page image in the MAP Section
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The H&CD boundary identified in Map 9 – IMPROVEMENT PROPOSALS contains three different
colored walking routes. The Downtown Loop in blue is 1 mile long. The yellow Arch trail can extend
the walk by ½ mile and the Park Loop in green adds another mile. This provides several options for a
lunch break or any other time to fit in approximately 20 minutes or up to 45 minutes of walking time if
you start on one of the trails. These would need to be pavement marked to be successful and promoted.
The Downtown Loop that is shown in BLUE goes south along Harrison Street (where most medical
offices and the Main Entrance to Wilson Hospital are located) to Corliss Avenue then north along
Jennison Avenue and back east on Main Street to Harrison Street. Of course the loops may be taken in
either direction.
The Arch Trail that is shown in YELLOW can extend your walk by ½ mile when you continue to the EJ Workers Arch and back. You make take a diversion north to C. Fred Johnson Park at Lester Avenue
via the next trail proposal if you want to extend your walk at this juncture.
The Park Loop that is shown in GREEN can add one mile to your exercise by going north on Lester
Avenue then circling C. Fred Johnson Park via Pavilion Drive and Gannett Drive. Then you may return
south on Lester Avenue to your beginning point. While at the park it would be especially healthful if a
circuit of exercise stations were installed. This park is the only location that could accommodate
multiple exercise installations. The smaller pocket park known as Jennison Park may be able to have
one station installed at the eastern end as long as it was child-friendly so it could multi-function as play
equipment. Port City Preservation LLC provided these images in previous work done on this H&CD
Plan.
The intention of these trails is to provide a healthy walk route that integrates the hospital, GWT campus
and the downtown retail core. Proposed trail routes do pass by the two other pocket parks (Veteran’s
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Memorial Park and E-J Theme Park) that have improvement needs and maintenance challenges to meet
their full potential as visually optimal and user-friendly. Those were discussed in Section 6.3 Inventory
of Public Parks & Spaces in this H&CD Plan.
Also depicted on MAP 9 - IMPROVEMENT PROPOSALS are Potential Mural Sites as YELLOW dots
and Historic Markers as BLUE dots where some type of recognition, either fabricated or electronically
devised, could be installed. Cyber-tours are common these days and small markers could provide a fun
historic walking tour or interpretation of any public art that is installed along the trails.
There are 15 potential mural locations that would only be considered should Code compliance,
ownership agreement and future maintenance were addressed to the satisfaction of the Village of
Johnson City. Section 6.5 Public Art & Entertainment provides more details on that subject.
Top 15 Mural Locations for H&CD
* The asterisk means it is also a heritage location worthy of Historic Marker or as an historical
interpretation site for either a guided or self-guided tour.
1. * 48 Willow Street painted on EAST side of building (firefighter history theme)
Owned By: Goodwill Theatre Inc. 1988 Municipal Building and Central Fire Station
2. 225 Main Street painted on both East and West sides of side of building (theme: Health). Owned By:
Monabird LLC - rented by UHS
3. 243 Main Street painted on South side of building facing Main Street (could be 2 panels-Government
theme or Village History, NYS History) Owned by: Village of JC – houses Municipal Offices
4. 222 Main Street painted on East side of building (theme: E-J Workers WPA /CCC style)
Owned by: Dollar Store
5. 214-218 Main Street painted on East side of building (theme: Health food?) Owned by Health Beat
6. *266 Main Street painted on East side of building (both front area and back area along parking lot)
(possible theme: JC and E-J History - Triplets Baseball, pool, Patterson Market, train station)
Owned by: Red Robin Diner
7.*138 Baldwin painted on North side of building. Spool Mfg. Gallery factory (theme: Arts) Owned by
Spool Mfg. Gallery
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8. 139 Grand Avenue painted on West side of building (theme: world peace-multi religions) Owned by
Handicapped Children's Association. This site was originally the Fairplay Carmel Candy Factory
(candy theme on a side or rear façade has some artistic potential as well)
9. 185 Main Street painted on West side of building (theme TBD)
Owned by Jeffrey Feinberg and rented by Family Dollar
10. *48 Corliss Avenue painted on South side of building (theme: Welcome to the H&CD & Village of
JC) Owned by Broome County- future owner may be Goodwill Theatre Inc. – E-J Pioneer Annex and
Infant’s Shoe Factory
11.*275-277 Main Street painted on West side of building (Theme considered could be the old E-J
retail store that once occupied this site). Owned by: Edward Lane rented by Renaissance Florist- First
E-J shoe store in village
12. 74 Arch Street UHS Parking Garage- multiple locations possible on South and East sides (Theme:
Medical) Owned By: UHS
13. * 96 Corliss Avenue painted on North side of building (theme: E-J Factories) Owned By: Indian
Valley Bag- site of first E-J factories]
14. 13 Main Street painted on East side of building (Theme: H&CD District) Owned By: Angeles
LLC rented by Norman Uniform & Computer Co.
15. 27 Jennison Avenue painted on North side of building- could be 2 parts (Theme: Fitness) Owned
By: Dorea Realty
Those sites not noted above as a heritage site but are also worthy of having a historic marker are listed
below:
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Felters Building on Arch Street
Goodwill Theatre on Willow Street
Ozalid Factory Complex on Corliss Avenue
Your Home Library & Harry L. Johnson Monument on Main Street
Sarah Jane Johnson Church on Main Street
Johnson City Post Office on Main Street (interior murals)
NBT Bank – former Harry L. Johnson Home
Wilson Hospital original building on Baldwin Street
E-J Sunrise Factories on Baldwin Street
E-J Medical Clinic on Broad Street
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E-J Workers Arch on Main Street
C. Fred Johnson Park Carousel
E-J Pagoda Pump House
6.7 Conclusions & Recommendations
Section 6. LAND USE PLAN was the largest Section in the body of this document. Each particular subsection discusses potential recommendations and what type of projects would address the challenges and
opportunities the H&CD has in Johnson City’s main core.
The existing Land Use and Property Class Maps were included and the Unified Comprehensive Plan for
the Town of Union was thoroughly reviewed for consistency. Mention was made when the
Comprehensive Plan or Unified Code for Johnson City may need to be reviewed in order for parts of the
H&CD to be implemented. Clearly, working with the village and town is paramount to understanding
the existing status of the Comprehensive Plan implementation.
Smart Growth principals and the regional Cleaner Greener Communities Sustainability
Plan, along with a draft to consider the feasibility of a co-generation plant for use by the Goodwill
Theatre, Inc. campus and adjacent new development, was also included. The VINES (Volunteers
Improving Neighborhood Environments) organization was identified as an organization to partner with
in order to create a community garden in the H&CD. Finally, the Broome County Hazard Mitigation
Plan was reviewed due to the extreme impact flooding has had on this community.
A thorough description of each public park was pictured and described with recognition of their current
conditions. Proposed opportunities were suggested for public improvements should resources be
procured and maintenance considered. There is clearly a need for more green space, a common need
found in former factory towns of the Northeast. A schematic design plan for Jennison Park was
provided and discussed.
In the Transportation Section, plans were pulled together that address circulation, connectivity and
walkability, such as Transportation Tomorrow: 2035 which is the regional transportation plan for
Greater Binghamton. There was a Main Street Corridor Study that addressed opportunities in the village
for improvements to the Main Street business district and the Wilson Hospital complex where access is
concerned. These studies take a long-term view of transportation enhancements. Lastly, two other
recent studies were briefly described. The first was the county-wide FOUR RIVERS – An
Intermunicipal Waterfront Public Access Plan for Broome County. Recommendations from that plan
are already underway. The TWO RIVERS GREENWAY General Signage Design Criteria is the most
recent regional plan to be discussed, but sets the stage for consistent signage design language to be used
throughout the trail system.
The Public Art section addresses the lack thereof in the proposed H&CD. There are some interior
murals but outdoor art is essential to this H&CD Plan in order to animate the streetscape and create a
“sense of place”. Examples of Public Art are provided, and pictures of outdoor amenities that can be
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artfully fabricated are also depicted. A labyrinth is proposed for healing arts purposes and visual
interest. Examples of those are also depicted. The blight on many of the H&CD buildings is shown as
contrast to what an outside mural could do, which is to not only eliminate the blighted appearance but
provide an attraction in the community as well. There is a focus on murals since sidewalks in the
proposed H&CD are very narrow. Planters, benches and 3-dimentional art are a circulation impediment
for pedestrians and merchants on the busier blocks. Entertainment provided by the Goodwill Theatre,
Inc. at the Schorr Family Firehouse Stage is expanded upon due to the success of the venue and the
professional performances in a variety of genres that the facility brings to the region. This attracts a
large amount of residents and visitors to the proposed H&CD, which can spur investment.
The last sub-section discusses the many Health & Wellness programs available in the community, the
resources and partners that are needed to make these initiatives happen, and what many Human Service
organizations are doing in the H&CD. Many of the programs that are described provide valuable
spiritual, physical and mental support to families in the community. The sub-sections on Build Healthy
Policies and Our Aging Population address the looming crises of redevelopment and investment in new
residential units that do not take into consideration sustainable actions that the market demands and that
keep the elderly living in their homes as long as they can. Programs through the Broome County Office
for the Aging are also listed. “Quality of Life” residential living quarters not only provides a positive
impact on the elderly but also includes empty nesters, students, the handicapped, young professionals
and others who desire walkable communities living, where necessities and recreation are easily accessed
and neighborhoods are vibrant and exciting. There are many examples of former factories being
renovated for housing, even if they are near railroad tracks. New construction materials can eliminate
noise, particularly above the first and second floors.
The role of bicycle safety and paved-marked walking paths with proper exercise was described. Marked
walking trails are proposed, along with exercise equipment in public parks, outdoor art locations and
historic landmark recognition with interpretation. Developing programs and tours around these assets
builds a healthy life-style, fosters community development, and increases foot traffic to the retail core,
bringing healthy and fun activity to the village.
Arts and their effect on healing are well known in the medical community. The hospital can become a
wonderful venue for art, especially for children, and street and lobby furniture can be sculptural. It
provides a welcoming and caring environment that advances the healing process according to hospital
officials around the country. Entertainment can also provide relief for patients and stressed medical
staff. The redesign and improvements of parks within the H&CD, in order to accommodate public
performances and festivals, will allow civic and cultural organizations to offer public entertainment that
will also encourage private investment. A paper commissioned by Carnegie Hall in 2011 states that
music provides an intervention in brain activity that correlates music with health improvements. A
Cleveland Clinic Art Program has a tag line: MEDICINE CURES THE BODY & ART HEALS THE
SPIRIT. Vibrancy and activity creates excitement and identity which inspires investment and
development. That’s how the H&CD can heal the “hard-scape” of the visual surroundings and provide a
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spirit of well-being. The journey to create a Health & Cultural District in Johnson City, New York
should begin.
7. DISTRICT PLAN & IMPLEMENTATION
7.1 Partnerships for Success
In order for the Johnson City Health & Cultural District Conceptual Master Plan to be implemented and
successful, many of the partners mentioned in previous sections need to be directly involved. Some of
the government entities and regional organizations should also be directly involved if not totally aware
of the progress of the H&CD Plan. Local organizations and representatives that have been contributors
to this H&CD Plan, and provided valuable resource materials and support, are listed below. A majority
of these entities have a vested interest in the implementation and success of the H&CD and should be
considered as primary stakeholders. This is not an inclusive list and should other organizations and
partners show interest or become more active, involvement should be welcomed and secured. This is
expected to occur once the H&CD is completed, available for public review, and promoted.
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Binghamton Metropolitan Transportation Study
Binghamton University, Broome Community College & Davis College
Binghamton Visitor Center
BOCES
Boys & Girls Club of Broome County
Boys and Girls Scouts of America
Broome Count Arts Council
Broome County Historical Society
Broome County IDA
Broome County Officials, Department of Planning & Economic Development, Department of
Health and Environmental Management Council
Broome County Youth Bureau
Center for Technology and Innovation
Cornell Cooperative Extension of Broome County
Endicott Visitor Center
Goodwill Theatre, Inc.
Handicapped Children’s Association of the Southern Tier
Islamic Organization of the Southern Tier
Johnson City Central School District
Johnson City Community Action Team (JC CAT)
Johnson City Partners Organization (JC Partners)
Johnson City Police and the Parks employee responsible for maintenance & improvements
Local Civic and Fraternal Organizations
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NYS Heritage Areas Program (NYS Heritage Areas State Advisory Council)
NYS Paths Through History
Office for the Aging programs
Preservation Association of the Southern Tier (PAST)
Preservation League of New York
Roberson Museum & Science Center
Sarah Jane Johnson Church
SEPP (Serving the Elderly through Project Planning)
Southern Tier AIDS Program
Southern Tier Regional Economic Development Council
St. James Church
State of New York Agencies applicable to the H&CD Plan & Elected NYS Officials
Susquehanna Heritage Area
Town of Union Supervisor and Board representative, Department of Planning, Department of
Economic Development, Code Enforcement
United Health Services & Community Health Services for UHS
United Way of Broome County
Village of Johnson City Mayor and Trustees & Planning Board
Village, Town and County Historians
VINES (Volunteers Improving Neighborhood Environments)
West Side Neighborhood Project
YMCA & YWCA
Your Home Library & Friends of the Library
This will easily become an exhaustive list as more partnership opportunities are recognized and involved
for developing projects, programs, exhibits and other initiatives as deemed appropriate for
implementation by the H&CD organization.
7.2 Development Actions
Following is the recommended Action Plan for a Health & Cultural District in Johnson City, NY:
1. PROJECT DESCRIPTION – Actions to address in this Section include;
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Ratification of Proposed Health & Cultural District Boundary, Primary Sites and Nodes.
Agreement on needs, challenges and reasoning for pursuing the adoption of a H&CD Conceptual
Master Plan for the Village of Johnson City.
Refine the overall Vision & Mission for the Health & Cultural District.
Complete a community SWOT (strengths, weaknesses, opportunities & threats) analysis that
includes as many potential partners as possible.
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Further explore “best practices” of other Health Districts and Cultural Districts that are suggested
in this Plan (like the Americans for the Arts resource) and others that may be comparable to
Johnson City.
Develop long and short term Goals with expected outcomes based on what is presented in this
H&CD Plan.
Support the H&CD partners with their activities while creating a new identity and “sense of
place’ for the H&CD in order to develop “signature” programming and activities that are for the
H&CD to create and implement for vitality and pride in the community.
Develop a system for measuring accomplishments and impacts to the primary mission of
creating a Health & Cultural District, completing projects, creating programs, eliminating blight
and distressed conditions and effecting economic growth and revitalization.
2. STAKEHOLDER & COMMUNITY MEETINGS – Actions to address this Section include:
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Review all Stakeholder and Community Meetings comments and concerns.
Refine the Concept Plan based on community assets and needs as provided in the H&CD Plan.
Recognize and address the safety issues involved with deteriorated structures which increase
crime and gang activity.
Identify representatives for future meetings and set up a schedule recognizing that issues could
be divided into several groups.
Refine an organizational structure to carry out the management of the H&CD based on
recommendations discussed in the H&CD Plan.
3. REVIEWS OF RECENT STUDIES AND PLANS – Actions to address in this Section include;
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Review the data and synopsis of local and regional plans, studies and reports provided in this
Section to understand how the H&CD can be integrated into existing plans.
Determine where there may be updates or amendments needed to existing plans based on
changes to community conditions, demographic trends and the recommendations from this
H&CD Plan if approved.
Determine what recommendations from these studies and plans the H&CD will adopt and work
toward strategies for implementation.
Determine what changes must be made to the Code ordinance to accommodate murals and
historic and health public markers and signs.
4. INVENTORY OF HISTORIC RESOURCES – Actions to address in this Section include;
•
The listing of a State & National Register of Historic Places District within Johnson City has
been accomplished, as part of this H&CD Plan project, and provides legal justification for the
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consideration of local landmark designation by the Village of Johnson City that would require
design review and standards to be developed.
Develop and adopt design standards for an overlay or historic district in the H&CD.
Educate the general public and local agencies about the many opportunities of historic tax credits
and preservation funding that are now available, due to the National Register District that is in
place, through a variety of resources and by developing an active promotional campaign with
educational seminars.
Work with Broome County and others to consider the redevelopment of a mixed use commercial
and residential property development at 48 Corliss Avenue in order to provide housing for a
variety of diverse residents and to use the brownfield and historic tax incentives that would
eliminate blight and save what may be the last remaining E-J Corporation factory in the county.
Work with appropriate economic development entities to encourage the re-development of
deteriorated structures over their demolition due to long term neglect, thereby keeping GWT
campus and the Johnson City Historic District in its heritage context in order to take advantage
of cultural tourism opportunities that is recognized as a growing market trend.
Promote small neighborhood living and upper floor apartments in the JC Historic District by
hosting tours of some of the newly renovated units to create a market for students, empty nesters,
young professionals and others as was successful in Binghamton.
5. ECONOMIC DEVELOPMENT ANALYSIS – Actions to address in this Section include;
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Recognize the challenges and opportunities for development provided in the H&CD Plan and
develop a strategy for addressing them in order of feasibility and short and long term abilities.
Recognize and adopt policies for a walkable and sustainable community that will improve
existing quality of life amenities, eliminate blight and attract new residents, developers and
visitors.
Consider the development of a locally focused market analysis that would benefit the Johnson
City core with more specifics on the health-related field, local business, residential and other
development opportunities for the H&CD that takes into consideration local policy changes that
are recommended.
Take advantage of the many federal, state, and local public and private resources that will assist
the H&CD in achieving economic revitalization.
Explore economic development and marketing “best practices” which use culture, arts and health
districts as tourism incentives.
Explore tax relief for cultural and health businesses as incentives to locate in H&CD.
Explore marketing and tax incentives such as “Percent for Art” and use of sales or Hotel/Motel
tax as means to fund the H&CD.
Identify an entity or committee to review sources and secure funding for priority short-term
projects that are identified.
Educate the residents and potential developers about the incentives for economic development.
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Work with all regional and state-wide partners to ensure maximum tourism promotion is
accomplished for H&CD activities.
Develop a strategy to prioritize and implement several project recommendations that create
compatibility with other plans and recognize the need for physical improvement to the business
core corridor of Johnson City, the UHS/Wilson Hospital Center and the Goodwill Theatre, Inc.
campus that could be used as a catalyst for arts development and revitalization in the area.
Develop a marketing strategy for businesses with Broome County IDA, Broome County
Planning & Economic Development, Town of Union LDC, Convention and Visitors Bureau, JC
Partners and the village.
Explore collaborations with local colleges like BCC & BU for a Health or Cultural educational
center in the Johnson City H&CD. School of Management students could work on the
organizational implementation that would be the most financially effectively for the H&CD. An
Art Department could look at prioritization of projects for tourism impact, etc.
Develop a promotion and marketing strategy for the H&CD and prioritize implementation
elements for short and long-term success.
Encourage JC Partners (or another entity if they are unable or not interested) to consider a
Business Improvement District (BID) for joint advertising, storefront and streetscape
improvements, safety, and to consider longer business hours to take advantage of UHS staff and
visitors that are in the area 24/7.
Create projects and programs through collaborations with other economic development, cultural
and heritage programs like the Southern Tier Regional Economic Development Council, the
Susquehanna Heritage Area program, the Broome County Arts Council and the NYS Paths
Though History initiative.
Identify all appropriate resources and incentives as provided in the H&CD Plan for possible
funding or incentive programs that could implement opportunities.
6. LAND USE PLAN – Actions to address in this Section include;
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Analysis of Existing Land Use & Zoning:
Determine if Land Use Zoning laws and Codes that may apply to this H&CD Plan in the Village
are effective, and further determine if any amendments are necessary to consider based on the
current status of challenges and successes with code compliance and the Town of Union Unified
Comprehensive Plan implementation.
Consider local policy adoption for implementing certain conditions for re-development or new
development complying with Smart Growth, Hazard Mitigation Planning and Sustainable
Development principals.
Related Plans for Land Use Policy:
Support the efforts of Goodwill Theatre, Inc. to explore the feasibility of implementing a cogeneration plant, within its campus environs as an alternative energy plant for their facilities and
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adjacent structures, which will also be available for use and as an incentive for new adjacent
development.
Develop relationships with organizations that will serve as advocates for a community garden in
the H&CD and increase floral beautification in the existing parks. Consider volunteer programs
and other resources that can “make it happen”.
Inventory of Parks & Public Spaces:
Collaborate with the Town of Union and the Village of Johnson City to prioritize projects and
implement physical improvements and consistent maintenance policies for all of the parks in the
H&CD as recommended.
Identify resources and reconstruct Jennison Park with consideration of the amenities
recommended in this Plan.
Work with village organizations to coordinate, continue and improve upon cultural, educational
and recreational events and programming for the community and develop at least one new
“signature” festival as an annual public event which does not conflict with existing village,
community and county events.
Consider the adoption through a Business Improvement District (B.I.D.) of a policy to put 1
percent of revenues into the H&CD for funding art, sustainable activities and maintenance in
public spaces.
Identify where additional parks, pocket-parks and green space can be created.
Circulation, Connectivity & Walkability:
Review transportation plans and documents in the Circulation, Connectivity & Walkability SubSection in order to consider adopting or integrating specific policies that address traffic, parking,
public transit, pedestrians and bicycle travel improvements as discussed and recommended.
Work within the parameters of the Four Rivers Intermunicipal Waterfront Access Plan and the
Two Rivers Greenway General Signage Criteria to ensure further compatibility with connecting
users of these trails to the H&CD.
Consider collaborating with UHS and the village on the construction of a parking garage with a
possible park or greenspace on the top level.
Consider ways to connect to the Greenway through collaborations with BMTS and DOT.
Public Art & Entertainment:
Encourage the Town of Union and the Village of Johnson City to amend the Comprehensive
Plan and Unified Zoning Code Ordinance to allow for Public Art such as murals and sculptures,
historic interpretation and signage, educational tours and informational kiosks.
Identify opportunities for entertainment venues in the H&CD while providing full support for the
completion of the Goodwill Theatre Performing Arts and Professional Training Academy that
contains one stage venue at present but Phase I completion will provide 2 others.
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Support and assist with the complete rehabilitation of the historic 1920 Goodwill Theatre that
will complete Phase 2 and provide a 4th venue that will bring in entertainment that requires larger
theatre amenities and attracts larger audiences to Johnson City, while spurring economic growth.
Develop educational and recreational tour and activity programs for interpreting art and historic
landmarks.
Consider the installation of outdoor public art, such as murals, sculptures and street or park
amenities that are artistic in design, in order to truly recognize the H&CD as a mecca for art and
culture in order to create vibrancy and a “sense of place”.
Encourage GWT, Spool Mfg. Gallery and others to animate existing parks with outdoor free
entertainment.
Identify Arts & Entertainment funding sources such as NEA and The Broome County Arts
Council.
Healthy Pursuits & Exercise
Work with existing health and wellness programs like the UHS Stay Healthy program, B.C.
Walks and the NYS Healthy Food & Healthy Communities Fund to determine if their resources
can be tapped further and ensure that Johnson City health needs are being met with any available
programs.
Consider the creation of a local Farmers Market in the Veteran’s Memorial Park or a proposed
factory property or Jennison Park, with access to the municipal owned parking lots for vendors to
use, and allow EBT and voucher transactions for county food programs for the needy.
Encourage and work with local organizations to educate the community about healthy eating
habits, preventative medical care, good nutrition and regular exercise that are affordable and
easily accessible within the H&CD vicinity.
Consider adoption of a “building healthy” development policy that recognizes new planning
models for designing structures that meet environmental standards with materials and energy use
and also provide healing landscapes, like the labyrinth proposal for Jennison
Park, for relieving stress and pain.
Market the H&CD to developers of student and elderly housing using the opportunities for health
and cultural benefits for future residents.
Take action regarding the aging population trend in order to address the future needs for health
services and residential needs for the elderly like the Aging in Place program or new
development as recommended.
Continue and expand on bicycle safety courses and bike giveaways by developing a tour that can
demonstrate how bicycles are not only a form of transportation but a fun and educational
experience.
Install pavement markings on sidewalks for the proposed walking trails as recommended.
Pursue public and foundation funding sources for implementation projects.
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7.3 Management & Implementation
The first order of business is to determine if the H&CD Plan is to become a reality and then implement
policies and projects to accomplish the mission with recommendations that are acceptable to the Village
of Johnson City. The Village Board of Trustees is supportive of this effort and in December of 2012
approved a resolution to endorse the further development of the Johnson City Health & Cultural District
Conceptual Master Plan, recognizing that the Village will have additional input when the H&CD Plan is
in Final Draft format and is committed only to consider the management and resources necessary to
carry out the project implementations as future decisions. This resolution follows the Table of Contents
in the front of this document text.
The Department of State, major funders of the development costs associated with this H&CD Plan, must
approve the Final Draft. Then, in order for the village to consider adoption of the H&CD Plan, the State
Environmental Quality Review (SEQR) process must be followed. Once that is accomplished, the real
work can begin:
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A management structure must be determined. It is NOT recommended that the rigorous efforts
be carried out by committee volunteers only. Success will only come from dedicated staff.
Staff could be assigned from an existing municipal entity or non-profit organization. Both of
those options and appropriate entities should be discussed and considered. However, with public
employees facing lay-offs, cuts in time and pay, along with added responsibilities at their current
positions, this would be a challenge. This model was followed for the Binghamton and Endicott
Visitor Centers. Currently, these two facilities are struggling with operations and to provide
frequent quality programming, due to cuts in staff assignments and municipal funding to the
centers.
Identifying primary stakeholders and forming a not-for-profit organization would be the most
successful model to follow for implementing the H&CD Plan. This would require creating a
budget for at least one initial staff person, finding a lead agency to house the employee and
determining how revenues could be fairly obtained from whom or where.
This is no small task but one the Village of Johnson City and the primary stakeholders of the H&CD
Plan need to determine on their own. Discussions have begun with Binghamton University in order to
have this aspect of organizational structure studies by a graduate student class. Funds to determine an
organizational structure can be obtained through federal, state or private foundation support for jump
starting a non-profit and initial planning work for sustainability. This should occur after a full review of
the Final Draft is completed, the necessary changes or clarifications to the document are made, and the
adoption of the H&CD Plan is accomplished. When an administrative structure is established, an
Agreement should be developed for all involved to ensure that responsibilities are clearly understood
and mutually acceptable. It is with great hope and anticipation that those involved in the creation of this
document will see the Health & Cultural District for Johnson City be created and implemented. This is
a unique economic development model for other communities in the nation as it is not known if any
other locations exist where a health district and a cultural district were combined in this manner. There
are many documented hospital and health districts, arts and cultural districts, and ethic districts such as
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“Little Italy”. This could indeed put Johnson City in a position to show success with a visual, spiritual
and health-oriented attraction that addresses the challenges of a lower socio-economic neighborhood
experiencing increasing blight and crime and replacing it with a revitalization effort that brings cultural
and economic prosperity, health and hope.
Three examples of a Health & Cultural District budget and structure for discussion purposes only:
1. Costs shared among primary stakeholders
2. Cost responsibilities and activities managed under an umbrella agency with one 1st year staff
person plus volunteers
3. Umbrella independent as with a 501(c) 3 status of operation and revenues shared and secured
through variety of sources
Possible 1st year Revenues:
Budget Example:
Expenses:
Staff
st
1 year
On-going
On-going:
UHS
$20,000
$ 20,000
GWT
10,000
10,000
Town
10,000
10,000
Village
10,000
10,000
$ 35,000
$ 55,000
Festival
75,000
100,000
Public Art/Signage
100,000
10,000
Corporations
25,000
35,000
Activities
50,000
50,000
Festival Sponsors
25,000
50,000
TOTAL
$260,000
$215,000
Activities
10,000
20,000
148,000
35,000
2,000
5,000
Percent for Art
-0-
10,000
Co-gen Plant
-0-
10,000
Grants*
BCAC
*Note that Costs and Grants (Federal, State & Local)
for Public Art and Signage are in 1st year but will most
likely cost and revenue will be spread out into several
years.
TOTAL
$260,000
215,000
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Next Steps:
In an earlier Arts District Feasibility Study that GWT pursued funding for and developed, the following
10 steps were listed for crafting an effective communications strategy for a cultural, preservation or arts
district project. These will be effective for the start-up organization when health is added as a thematic
focus as well:
1. Ask preliminary questions about who will benefit – economically, the neighborhoods, the
municipality and other organizations.
2.
Identify target audience, primary stakeholders and partnership organizations.
3.
Set action-oriented goals with reasonable projects that can be accomplished.
4.
Have a clear message of what will compel everyone involved to take action.
5.
Take into account the campaign’s objectives and focus!
6.
Determine type of communication that will be most effective.
7.
Appoint a spokesperson – one primary contact for media and project status knowledge.
8.
Pitch stories to reporters and keep all involved supporters informed of actions.
9.
Be savvy in conversations with reporters as “everything” is on the record.
10. Measure results – Did message reach intended audience? Was action taken?
A TIMELINE FOR IMPLEMENTATION:
1.
2.
3.
4.
Adoption of Health & Cultural District Plan by NYS & Village of Johnson City – 4 months.
Set up Primary Board and Secondary contacts with meetings and communications – 2 months.
Determine Management Structure for short term – 2 months.
Develop Mission, Vision, Primary Goals and a Listing of Projects by priority and short and long
term Action Steps for implementation – 3 months.
5. Seek funding to implement a few short term successes & one long term success – 9 months.
6. Develop promotional campaign and get the word out on the creation of the Health & Cultural
District – 1 month (concurrent with Step 5).
7. Creation of a long-term organization and continued operation and implementation of the Health
& Cultural District – 1 to 2 years total to start the above responsibilities.
MAPS
MAP 1 – DISTRICT BOUNDARY
LESTERSHIRE MAP OF 1888
MAP 2 – OVERLAY OF HISTORIC DISTRICT & E-J BOA
MAP 3 – LAND USE ZONING
MAP 4 – PROPERTY CLASS CODE
MAP 5 – JENNISON PARK SCHEMATIC RENDITION
MAP 6 - CIRCULATION & TRAFFIC VOLUMES
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MAP 7 – TRANSIT SERVICE & TRANSIT POINTS
MAP 8 – DESIGNATED BICYCLE ROUTES
MAP 9 – DISTRICT IMPROVEMENTS (Exercise Trails, Parks, Potential Mural Sites & Historic
Markers) followed by MAP KEY
APPENDICES
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Arts Districts as a Tool for Community Revitalization and Economic Development
Parking and Transportation in Support of an Arts and Cultural District
Resources and documents listing for the Johnson City Health & Cultural District
Conceptual Master Plan
Photography Credits
Johnson City State & National District of Historic Places – SEPARATE DOCUMENT
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