No. 1151 designating the SEDA, declaring the SEDA to be blighted, approving a development plan and conditions under which relocation payments will be made, and establishing an allocation area for purposes of TIF

Home Browse Search

I The large, obsolete industrial buildings are also potential environmental concerns. Asbestos, PCBs in transformers and waste storage facilities on site are all potential environmental issues that must be addressed whether the development option Mr is clearance or adaptive re-use. These factors create a difficult development environment and can drive up the cost of private development substantially. In some cases, without public intervention or investment, private development will be brought to a standstill. If there is one common set of problems throughout the Sample-Ewing Development Area, it will be the high cost of private development caused by the diverse set of environmental conditions mentioned above. III. PROJECT AREA STRATEGY A. GUIDING PRINCIPLES The Sample-Ewing Development Area Plan is based on the following set of guiding principles: I I r- The long term success of this plan will require private sector leadership and the commitment of businesses, neighborhoods, and institutions. Conversely, public sector plans must be guided by a strategy and action plan that supports empowerment of the neighborhood, business, and institutional leadership. The public sector investment must leverage substantial investment by individuals, households, businesses and institutions. -17- 4/16/93 0 The public sector's actions must be catalytic in nature in order to spark private sector investment and reinvestment. The private sector investment must include activities in the industrial, commercial, and residential portions of the area. 0 The public sector's actions must be holistic in approach—physical redevelopment and revitalization activities must be integrated into a social, economic, and organizational agenda for action. 0 The public sector's actions must be based on a true partnership between and among private sector entities, such as private businesses, financial institutions, neighborhood organizations, and community and civic institutions. I I r- The long term success of this plan will require private sector leadership and the commitment of businesses, neighborhoods, and institutions. Conversely, public sector plans must be guided by a strategy and action plan that supports empowerment of the neighborhood, business, and institutional leadership. The public sector investment must leverage substantial investment by individuals, households, businesses and institutions. -17- 4/16/93