Mineral Wells Downtown Revitalization Plan

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:: The Portal to Texas History

Mineral Wells Aerial View 1964

The Institute of Urban Studies Box 19108 601 W. Nedderman Drive, Suite 105B Arlington, TX 76019-0108 www.uta.edu/ius/

Discover Downtown: A Development Plan for Historic Downtown Mineral Wells Acknowledgments

Institute of Urban Studies:

City of Mineral Wells:

.: Nan Ellin, Ph.D. _ Executive Director .: Shima Hamidi, Ph.D. _ Director .: Alan Klein _ Assistant Director Analyst Team: .: Yanikka Lemons _ Economic Analyst and Planning Consultant .: Ahoura Zandiaatshbar _ Design Specialist, Planning Consultant, Graphics and 3D Modeler .: Kukhyoung Kim _ Economic Analyst, Planning Consultant, and Graphics .: Golnaz Keshavarzi _ Design Specialist, Planning Consultant, and Graphics Special Thanks to: .: Glenn Showers .: Yalcin Yildirim .: Baishakhi Biswas .: Patrick Sparks _ Sparks Engineering Inc.

.: Mike Allen _ Mayor .: Clif Wright _ At Large Place 1 .: Brian Reagan _ At Large Place 2 .: Thomas Lively _ Ward 1 .: Tammy Underwood _ Ward 2 .: John Upham _ Ward 3 .: Wayne Johnson _ Ward 4 .: Lance Howerton _ City Manager Steering Committee: .: Mike Allen _ Mayor .: Clif Wright .: Brian Bennett .: Heather Underwood .: John Berry .: John Upham .: Kurt Thiel .: Regan Johnson .: Roger Smith .: Tammy Lovell .: Todd Hamilton .: Zinn Brown

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Discover Downtown: A Development Plan for Historic Downtown Mineral Wells Executive Summary “Cities have always offered anonymity, variety, and conjunction, qualities best basked in by walking.

A city always contains more than any inhabitant can know, and a great city always makes the unknown and the possible spurs to the imagination.” ― Rebecca Solnit, Wanderlust: A History of Walking Introduction

Mineral Wells has a long tradition as a destination community. First as a resort, then as a military training center, and currently as an place to escape to the unique natural environment of the Palo Pinto mountains and experience small town Texas charm. The impending redevelopment of the landmark Baker Hotel presents a clear opportunity for resident and visitor alike to rediscover Mineral Wells.

In fall 2014, the City of Mineral Wells partnered with the Institute of Urban Studies at UT Arlington to develop a long term vision and plan to redevelop the core of downtown Mineral Wells. The initial goal was to provide a road map to a downtown that will serve as an amenity for residents and visitors and a reinvigorated civic and business center.

Analyzing the Community

Any successful plan requires an understanding of the current situation. Therefore, the very first steps in the planning process were for the Institute team to conduct an analysis of Mineral Wells and the surrounding region.

The community analysis included a review of

the city’s and region’s history. This began with several walking and driving tours of the city and interviews with business owners and other stakeholders. The Institute team photographed existing conditions and explored historic photography to better understand the evolution of Mineral Wells over time.

In addition, the team gathered demographic and economic information about the city, region, and state of Texas to understand current conditions and long term trends in population characteristics, employment, and housing. IUS conducted a building and business inventory of the core downtown commercial area.

A key aspect of the community analysis was the contribution of a steering committee composed of interested citizens. Four meetings were held over the course of the plan, starting with a qualitative analysis of the conditions in the study area and an assessment of downtown Mineral Wells’ strengths, weaknesses, opportunities, and threats.

IUS performed additional analysis on the preferences of consumers within Mineral Wells and in the surrounding region. The purpose was to better understand the needs and wants of residents and likely visitors to downtown.

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Discover Downtown: A Development Plan for Historic Downtown Mineral Wells Executive Summary Crafting the Vision

The steering committee was also an integral part of establishing the Vision for the future of downtown Mineral Wells. In addition to Steering Committee input, the IUS team sought input from downtown business owners, city officials, and the general public.

On the street conversations during downtown walking tours were a supplement to an online public input survey. Results from this input were provided to the Steering Committee and formed the basis for the second committee meeting’s visioning exercises.

These results formed the basis for the overall vision and goals. Goals focused on preservation of the special character and history of downtown Mineral Wells, improving pedestrian circulation and accessibility of the downtown “public square”, encouraging a vibrant mix of public, commercial, retail, and residential uses within downtown, and promotion of downtown Mineral Wells as a regional destination.

Discover Downtown Recommendations

The overall recommended redevelopment strategy is, in accordance with the overall plan vision and goals, threefold: 1. Leverage existing assets and incorporate them into Mineral Wells’ overall downtown.

2. Expand the activities and offerings in downtown to appeal to a more diversified consumer market.

3. Integrate downtown urban design with a coordinated place branding and marketing campaign Plan recommendations are divided into phases.

Phase 1 encompasses the downtown commercial core, Phase 2 expands to include the drainage canal along NW 2nd and SW 2nd Avenue, and Phase 3 comprises the remainder to the study area.

Specific plan recommendations include: • The creation of a pedestrian oriented “city square” to improve safety and accessibility to businesses and activities downtown • The integration of specific additional activities into downtown - • A small urban park on NE 1st Avenue north of the Baker Hotel • An outdoor event center and park between NW 1st and 2nd Avenue and NW 1st and NW 2nd Street • Improved accessibility for rear entrance access to shops on the western side of Oak Avenue • Creation of a linear park by undergrounding the drainage culvert on 2nd Avenue • Connecting the linear park south to the Lake Mineral Wells State Trail trailhead • Improved crosswalks over Highway 180 to better connect north and south portions of downtown

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Discover Downtown: A Development Plan for Historic Downtown Mineral Wells Executive Summary • Development of an innovative block to serve as a multi-purpose location for farmers market, craft market and fair, food stalls and stands for festivals, and a greenhouse and community garden • Development of satellite parking for downtown • Improved gateways, lighting, street furniture, and wayfinding signage • Branding, marketing, and potential businesses/events for downtown Implementing the Plan

Implementation includes design specifics, timing, and resources for the plan recommendations. Specific sections include: • Complete phasing, including recommendations for pedestrian improvements, street design, park locations, and other amenities by phase • An implementation matrix by phase • Identification of recommended key projects • Resources and funding strategies

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I. Introduction A. Why Plan?

B. The Basis for Planning C. The Planning Process

II. City and Community Anaiysis A. History of Mineral Wells B. Population :: Race :: Ethnicity :: Age & Gender :: Education

C. Economy (Compared/Contextualized within Palo Pinto County) :: Mineral Wells-Sale Tax Collections :: Top Employers by The Number of Establishments (County) :: Average number employees per industry (City) :: Top 10 Employers (Actual) :: Employment Trend :: Household Income :: Household Income Distribution

D. Housing E. Projections

III. City and Downtown Redevelopment Visioning Process A. Process B. SWOT Analysis C. Identified Issues and Summary of Public Survey Results D. Goals and Strategies

IV. Redevelopment Recommendations A. Rediscovering Mineral Wells :: Overall Strategy .: Leverage Existing Assets and Incorporate Downtown .: Consumer Marketing Diversification .: City Marketing and Design Process .: Recommendations B. Design Process :: Site Analysis .: Nodes .: Zoning .: Building Use

Table of .: Business Inventory .: Urban Park .: Transportation Network .: Accessibility .: Parking

Contents

:: Phasing :: Steering Committee meetings C. Physical Design :: Pedestrian Thoroughfare Plan :: Creation of a “City Square� :: Infill Development :: Integration of Additional Nodes within Downtown .: Innovative Block .: Indoor Event Center .: Outdoor Event Center .: Parks .: Linear Park and Canal Project :: Connection of North and South Mineral Wells .: Bike Trail Integration (3 Access Points) and South Mineral Wells Art Park :: Gateways and Signage D. Parking Analysis :: Gains and Losses E. Marketing and Economic Analysis :: Leveraging Existing Cultural/Heritage Assets :: Consumer Segments, Expenditures and Preferences :: Recommendations

V. Downtown Design A. Current Assessment B. Recommendations :: Phasing :: Street Design :: General Downtown

VI. Implementation A. Implementation Guide Matrix B. Resources and Funding Strategies C. Key Projects

VII.Appendix .: Survey Results .: Visual Preference Results

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Introduction

“The more successfully a city mingles everyday diversity of uses and users in its everyday streets, the more successfully, casually (and economically) its people thereby enliven and support well-located

parks and businesses that can thus give back grace and delight to their neighborhoods instead of vacuity. ” ― Jane Jacobs, The Death and Life of Great American Cities

I Introduction

A. Why Plan?

A city is not gauged by its length and width, but by the broadness of its vision and the height of its dreams.

-Herb Caen

What should Downtown Mineral Wells look like in 30 years? Discover Downtown, like any successful planning effort, will convert the vision of a vital downtown into reality.

The success of the plan relies on the concerted effort of City leaders, local businesses, residents and new investors alike. Fortunately, Mineral Wells has many of the essential tools already in place; key strategic public investments, partnerships with the private sector and a downtown rich in historic and iconic structures. This plan has two overall goals: 1) preserve, protect, promote, leverage and enrich Mineral Wells’ existing assets and downtown experience in order to 2) diversify the businesses and consumers of Mineral Wells. Mineral Wells, rich in heritage and historical significance, must now confront the challenges facing its downtown in order to create a place of energy and spirit.

Why “Downtown”?

A city’s downtown area has an important and unique role in economic and social development. Downtown Mineral Wells is also the core of the city’s rich heritage and traditional sense of place. While a“downtown” is a relatively small, central, walkable area where commercial, cultural and civic activities are concentrated, “downtowns” cluster a critical mass of activities which facilitates business, learning, heritage celebration and cultural exchange. Many activities are most efficiently performed in downtowns because so many important resources are available within convenient walking distance. Downtowns usually contain more commercial space and greater diversity of activities than other commercial centers in a region.

• • • • • •

for business activities, often the largest employment center, attracts businesses to a region Tourism: downtown is a tourist attraction with a design conducive to walking mixed with a variety of businesses and activities Agglomeration Efficiencies: land use density and clustering increases productivity and efficiency due to improved accessibility and network effects Transportation Diversity: includes good walking, cycling and mass transit-allowing more spatially concentrated activities Cultural Interchange: supports arts and culture (e.g. theaters, museums and specialty shops) and enriches the lives of all regional residents Affordability: accessible walkable neighborhoods reduce living expenses (e.g. housing near downtown has reduced transportation cost) Environmental Health Benefits: concentration of activities reduces sprawl, preserves green space and reduces automobile produced pollution

Creating a Vision Public input and participation was vital to the authoring of the Downtown Redevelopment Plan in order to capture ideas and create a road map for the future of Mineral Wells. This plan is a culmination of the collected efforts of the community and provides a community directed road map for the future of Downtown Mineral Wells. This plan is broad in scope and embraces a long term time horizon.

Together we will Rediscover, Re-envision and subsequently Revitalize Mineral Wells.

Mineral Wells has significant potential to revitalize its downtown area, something similar communities have achieved with great success over the past decade.

Downtowns have served as centers for growth and as sources of jobs and increasing property values. “New” economy oriented downtowns serve as a revitalizing agent,serving the roles of: energizing, attracting new businesses, retaining existing businesses and cultivating new entrepreneurs. Most importantly, downtown can be flexible, allowing tailoring to local needs, preferences and assets. The new economy incorporates a strong core of small businesses consisting of civic centers, entertainment districts, unique and diverse housing opportunities as well as cultural, heritage and arts recreation. Mineral Wells has a Downtowns have a number of unique features that are strong physical core and is well positioned to re-envision a important for the entire region: downtown that functions as a vital business and civic cen• Business and employment center: prime location ter serving a diverse patron population.

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I Introduction

B. The Basis for Planning

C. The Planning Process

Like most downtowns across the nation, downtown “Cities have the capability of providing something for everyMineral Wells has experienced a great deal of change over body, only because, and only when, they are created by everytime. In response to these changes, Mineral Wells seeks to body.” create Downtown Redevelopment Plan in order to formu― Jane Jacobs, The Death and Life of Great American Cities late a long term vision for future development.

The planning process began with an analysis of MinerWhile municipalities in Texas are not mandated to pre- al Wells’ current condition. This included data and trends pare and maintain a local comprehensive plan or a down- about population, employment, housing, transportation town redevelopment plan, Chapter 213 of the Texas Local infrastructure, education, city revenue and expenditure, Government Code does grant communities the power to identification of major heritage nodes, a downtown busidevelop such plans “for the purpose of promoting sound ness inventory and more. The objective of this analysis development of municipalities and promoting public sought to answer the following questions: health, safety and welfare.” Chapter 213 gives communities such as Mineral Wells flexibility in the design of their • “What was Mineral Wells of the past?” plan including: • “What are the conditions of the present downtown Mineral Wells?”

1. Plan provisions • “What are the major components of downtown 2. Whether it is single or multiple plans Mineral Wells?”

3. How it relates and conforms to existing development regulations.

The subsequent Steering Committee meeting held on November 18th,2014 consisted of a Visioning and Goals In addition, a municipality may adopt or amend the Workshop, fully described in the Chapter 4: City and Downplan into its charter or by ordinance following “a hearing at town Redevelopment Visioning Process. During the third which the public is given the opportunity to give testimony Steering Committee meeting held on March 19th, 2015 and present written evidence, and review by the munici- recommendations reflective of the Visioning Process conpality’s planning commission or department, if one exists.” sisting of 1)an overall downtown design concept and 2) an This gives Mineral Wells options for continued implemen- economic development plan were presented. Additional tation, additions or deletions to their plan. direction, input and integration of Mineral Wells heritage were discussed in order to provide a final overall two part strategy to redevelop Downtown Mineral Wells and were presented at the final and fourth Steering Committee meeting held on June 15th, 2015.

This plan is intended to be a guide for shaping policies and initiatives over the next 25-30 years to promote accordance with identified community goals and aspirations. It is a realistic appraisal of what our downtown is now, an outline for what our downtown wants to be, and a specific set of policies for achieving the community’s goals and vision.

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Cities have always offered anonymity, variety, and conjunction, qualities best basked in by walking. A city always contains more than any inhabitant can know, and a great city always makes the unknown and the possible spurs to the imagination.

This chapter presents a baseline analysis of the current demographic status of Mineral Wells. The findings are used to develop projection scenarios and inform redevelopment recommendations. This section serves as the foundation of the report, pro― Rebecca Solnit, Wanderlust: A History viding a snapshot of the essence of of Walking Mineral Wells at present before transitioning proposed evolution of the city.

I I Community Analysis

A. History of Mineral Wells

When the Baker opened, it included mineral baths, an Olympic-size swimming pool and a rooftop nightclub known as the Cloud Room, where old-timers could recall hearing music stream out across town at night. Visitors inMineral Wells was once a national destination city. The cluded Presidents such as Franklin Delano Roosevelt and town became a health resort because it was believed that Lyndon B. Johnson, celebrities like Judy Garland, Clark Gathe local mineral water cured a variety of disorders. ble and Lawrence Welk, and many others who all made the During the first half of the 20th Century, countless visi- trip to Mineral Wells. tors flocked to this small town in the Palo Pinto Mountains of North Texas, drawn by the promise of its healing Crazy Water and mineral baths.

“A city is not an accident but the result of coherent visions and aims.” ― Leon Krier, The Architecture of Community

- 1900’s Mineral Wells becomes known as the premier spa resort town in the south. Over 150,000 visitors and health seekers travel from all over the country to drink and bathe in the healing mineral waters. By 1909 Mineral Wells boasted among its attractions four bathing houses, 7 wells and pavilions, 2 sanitariums, and 46 hotels and boarding houses. By 1920, the town had 400 mineral wells, and it was billed as “the South’s greatest health resort,” according to the Handbook of Texas.

Never a city to forget the service of fallen soldiers, Mineral Wells is one of the partners across America participating in the 50th Commemoration of Vietnam Veterans’ service and fallen soldiers. Mineral Wells, proud of its history, was home to Fort Wolters which was the army’s primary helicopter school from 1957-1973. Many soldiers returned to Mineral Wells and remember the city as “home”.

“Back in those days, the Baker would probably rival anyThe 200-room Crazy Water Hotel would open in 1927, thing in Las Vegas today,” former assistant manager Roy D. and hotel magnate T.B. Baker would open the Baker Hotel Walker said in a 1993 Fort Worth Star-Telegram article. “Bigin 1929, the same year as the stock market crash. name stars like Lawrence Welk, Sophie Tucker, the Dorsey Brothers. You couldn’t find a parking place for blocks.” The Baker Hotel closed in 1963, only to reopen two years later.

It saw its last guest in 1972. Now it is under reconstruction and will serve as a catalyst for the redevelopment of a city rich with history and a colorful past.

By World War II, Mineral Wells was becoming a military town, and the Baker would enjoy an additional category of patrons-soldiers. During the 1960s and early 1970s, (during and post-Vietnam War) the military base (Fort Wolters) and its soldiers were vital to the City of Mineral Wells; providing a reliable consumer base and contributing to the existence of the commercial sector. Mineral Wells has a rich military history.

The National Vietnam War Museum is right off Highway 180, heading into Mineral Wells, with a Bell UH-1 helicopter, or Huey, at its entrance. The museum includes a quiet, wideopen space, with a meditation garden, a number of moving memorials, a visitor’s center and a memorial wall.

The museum’s Vietnam Wall is roughly half the size of the one in Washington D.C. But outside of the size difference, everything else, is exactly the same.

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I I Community Analysis

B. Population

Population Race & Ethnicity Age & Gender The City of Mineral Wells boasts a residency of nearly Mineral Wells is increasingly racially and ethnically diThe median age of the male and female population is 17,000 persons. However, the population has experienced verse. as follows: 31.9 years of age (male) and 37 years of age fluctuation over time. In 1970, Mineral Wells’ population (female). The age clusters of Minerals Wells are as follows: registered 18,411 persons. However, during the 1980s and 1990s the population had dropped to approximately • Under 15: 20.8 percent (3502 persons) 14,500 persons. Since the 1990s the population of Min• 15 to 24: 15.3 percent (2566 persons) eral Wells has remained fairly consistent at approximate• 25 to 34: 15.3 percent (2566 persons) ly 17,000. If the growth rate remains consistent, Mineral • 35 to 44: 13 percent (2188 persons) Wells is projected to reach approximately 21,100 persons • 45 to 54: 13.3 percent (2235 persons) by 2060.

• 55 to 64: 9.6 percent (1604 persons) • Over 64: 12.6 percent (2117 persons)

Race

Age Distribution From 1990 to 2010, Mineral Wells population grew from 14,870 to 16,788. The population is currently projected to reach 19,161 by 2030.

The share of Hispanic population has incrementally increased over time: from 12 percent (1990) to 19 percent (2000) and 26 percent (2010). The percentage of the AfTo account for future growth possibilities, the study rican American population has also increased from 5 perteam created a low and high range of population projec- cent (1990), to 8 percent (2000) and remained steady at 8 tions. These scenarios are based on the impact of future percent (2010). job growth from current trends and the regional jobs impact of the Baker Hotel operations in Mineral Wells. The status quo scenario is derived from the Texas Water Board projections of growth for the City of Mineral Wells, and reflects more or less “business as usual” growth. The low projection scenario represents a rate higher than the status quo, and is based on the assumption that a relatively small percentage of the jobs created via the Baker Hotel will attract new residents or spur the expansion of current households. The high scenario represents the City of Mineral Wells capturing a higher proportional amount of the household growth accruing from the refurbishment and re-opening of the Baker hotel operations.

Ethnicity

Median Age

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I I Community Analysis

B. Population

There are slightly more females than males in Mineral Wells. Over the years the share of the female population has increased: 49 percent (1990); 54 percent (2000) and 54 percent (2010)

Education :: Population 18 to 24 years

Gender

:: General Educational Demographics High School Graduate 36.1%

Bachelor’s Degree 6.7%

Education Educational attainment may be a determining factor for the income an individual may earn. It also may be a factor in the type of businesses a city attracts.

Mineral Wells, in comparison to Texas, has a significantly higher number of students that end their educational attainment at high-school graduation. The analysis of the educational attainment is segmented into two age categories: of population, 18 to 24 years old, and population over 25 years old. The following charts reflects the results of our research on the educational/demographic data.

Additionally, our research illustrates that 36.1 percent of Mineral Wells population earned the educational level of either high-school or more, that information is represented through the below bar chart.

Graduate or Professional Degree 2.6%

:: Population 25 years and over

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I I Community Analysis

C. Economy (Compared/Contextualized within Palo Pinto County) Mineral Wells-Sale Tax Collections (2002-2013)

Mineral Wells has experienced a flux in sales tax collection over time. However, since 2010 the city as witnessed steady growth. Economic data in this section is examined to account for trends relating to: economic activity, employment/unemployment, sales tax revenue, business mix etc.

The diagrams below explain the sales tax collections in both Mineral Wells city and Palo Pinto county.

The diagram draws an analogy between city and county.

Mineral Wells Sales Tax Collections

Mineral Wells City:

SOURCE: Texas Comptroller of Public Accounts

1,031,317 1,013,503 981,113 899,029 1,041,859 1,192,899 1,506,662 1,768,040 2,019,762 1,596,553 1,480,561 1,373,546 1,512,764 1,473,794

2,468,757 2,641,690 2,572,220 2,387,295 2,468,757 2,981,046 3,857,932 4,414,833 4,767,055 3,544,830 3,680,957 3,417,068 3,642,902 3,625,467

SOURCE: Texas Comptroller of Public Accounts

Palo Pinto County:

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I I Community Analysis

C. Economy (Compared/Contextualized within Palo Pinto County) Top Employers by The Number of Establishments (County)

Mineral Wells is the dominant economic force in Palo Pinto County. Palo Pinto County is home to a total of 626 establishments, with more than 72 percent of the establishments (456) located in Mineral Wells totaling 456 establishments. The Top 10 Industry Sectors of 2012, referencing number of establishments, are shown to the right.

SOURCE: 2012 County Business Patterns

Average number employees per industry (City)

However, a closer examination demonstrates a different pattern reflective of the average number of employees per industry, shown to the right.

SOURCE: 2012 County Business Patterns

Top Employers by The Number of Establishments (County)

SOURCE: 2012 County Business Patterns

Accommodation 54 51 Health Care and Social Assistance

26 24 14

46 Other Services (except Public Administration) 34 Professional, Scientific & Technical Services Manufacturing 33 Construction 33 Finance and Insurance Whole Sale Trade Mining, Quarrying Oil & Gas Extraction

Average Number Employees per Industry (City)

SOURCE: 2012 County Business Patterns

Manufacturing 1543 Retail Trade 51 Health Care and Social Assistance 46

26 24 14

34 Professional, Scientific & Technical Services Manufacturing 33 Construction 33 Finance and Insurance Whole Sale Trade Mining, Quarrying Oil & Gas Extraction

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I I Community Analysis

C. Economy (Compared/Contextualized within Palo Pinto County) Top 10 Employers (Actual)

Mineral Wells and Palo Pinto County are home to a variety of interesting businesses, from oil and gas equipment manufacturers to autopilot makers and cable producers. The Top 10 Employers of Mineral Wells are reflected in the chart below. This ranking is prepared based on the number of employees per employers. As its illustrated below, Mineral Wells Independent School Districts has the largest number of employees in the Mineral Wells Area.

the city of Mineral Wells is 5 percent, much lower than the national average of 6.1 percent. More than 90 percent of Mineral Wells’ employed population commute to work (5722), average commute time totally 18 minutes. The majority (84 percent) of commuters drive alone to their location of employment.

The occupation sectors of employment are as follows:

Occupation Sectors of Employment

Employment Trend

Palo Pinto County’s overall workforce has remained relatively steady over the past several years at about 13,500. Over the past decade, Palo Pinto County has averaged a slightly lower rate of unemployment compared to North Central Texas’ average.

The employment trend of Mineral Wells has kept pace with the North Central Texas region, with Mineral Wells rate of unemployment usually lower than the region’s.

Mineral Wells has a sizable labor force in relation to its population size. With a population of 16,788, the eligible labor force (over 16 years of age) totals 13,290. 49 percent of the population is currently employed (6610 persons). The unemployment rate for

Top 10 Employers SOURCE: Mineral Wells Area Chamber of Commerce

22.7% 18.3% 21.8% 16.3% 20.9%

Management, business, science, and arts occupations Service occupations Sales and office occupations Natural resources, construction and maintenance occupations Production, transportation, and material moving occupations

Unemployment Rate SOURCE: Bureau of Labor Statistics

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I I Community Analysis

E. Economy (Compared/Contextualized within Palo Pinto County) Household Income

Mineral Wells’ median income levels continues to lag relative to Palo Pinto County and to the state.

Mineral Wells’ median income for 1990 was $18,850 compared to the County median of $19,919 and Texas median income of $28,228. However, during the period of 1990-2010, Mineral Wells has made significant gains in narrowing the household median income gap relative to the County and state.

Mineral Wells’ average household income is $53,401. However, the median household income is $35,758, which indicates there are a high number of low income earners relative to high income earners. 65 percent of the households have an annual income of less than $50,000.

Household Income Distribution

Mineral Wells and Palo Pinto County have a higher percentage of low income wage earners and a lower percentage of the top categories of wage earners than does Texas as a whole. Currently, 30.3% of Mineral Wells population and 28.8% of Palo Pinto County’s population are below the poverty level compared to the State average of 23.7%.

as well as Machinery which supports the Construction, Manufacturing and Mining, Quarrying and Oil & Gas Extraction activities.

Average weekly wages for Mineral Wells/Palo Pinto County are also lower than the state and national average weekly wages. However, Mineral Wells demonstrates strength and growth in some industries that pay higher wages: Support Activities Health Care & Social Assistance, Truck Transportation, and Civil Engineering

Household Income SOURCE: U.S. Census & American Fact Finder

Mineral Wells Household Income

11.7% 23.1% 30.2%

Households earn an annual income less than $10,000 Households earn an annual income between $10,000-24,999 Households earn an annual income between $25,000-49,999

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I I Community Analysis

D. Housing

•

A housing inventory description consists of the total number of housing units (occupied and vacant), owner or rental occupied status, and median rent.

The 2009-2013 Census figures for the City of Mineral Wells cite the following: •

•

•

Total number of housing units is 6,274. Of these, 5,356 (85.4 percent) are occupied and 918 (14.6 percent) are vacant.

Of the occupied housing 58.1 percent (3113) are owner-occupied and 41.9 percent (2243) are renter-occupied.

The median rent of Mineral Wells is $746.

Nearly 70 percent of the housing stock in Mineral Wells was constructed between the 1930s-1960s; there has been limited new construction, in keeping with the slow growth in downtown over the same time period.

Housing issues identified through this analysis and through public input include:

:: Housing changes during 2010 to 2014 based on types

• •

A lack of housing choice, particularly for affordable housing. The Gross Rent as a Percentage of Household Income (GRAPHI) indicates that nearly 55 percent of rental occupants exceed the recommended “one third of your income” standard A high amount of distressed and abandoned housing, particularly immediately adjacent to downtown A lack of new housing stock near the downtown, specifically multi-family units which may appeal to young or aging professionals (rental or owner options)

The home value of the housing stock is crucial to the city’s revenue. Property tax, based on the value of the housing stock, provides resources to the city in order to finance public services/goods as well as initiate city wide development efforts and projects. City wide projects and public services/goods and property tax reflects a cyclical relationship; improvements to the city increase the attractiveness of the city and increase housing values, providing the city more resources to further improve the

:: Home Value of 3,113 owner occupied housing units in Minerals Wells:

6%

quality of life of its residents. The homeowners of Mineral Wells are predominately mortgage free: 62 percent (1941 units). Of homeowners with a mortgage (1,172 units, 37 percent), the Selected Monthly Owner Costs (SMOC) is relatively low. Selected monthly owner costs are calculated from the sum of payment for mortgages, real estate taxes, various insurances, utilities, fuels, mobile home costs, and condominium fees. Listing the items separately improves accuracy and provides additional detail. When combined with income, a new item is created-- Selected Monthly Owner Costs as a Percentage of Household Income. This item is used to measure housing affordability and excessive shelter costs. For example, many government agencies define excessive as costs that exceed 30 percent of household income.

However, the SMOC of homeowners is affordable; the majority of homeowners use less than a third of their household income to finance housing related expenses.

:: Selected Monthly Owner Costs, Percentage of Mineral Wells Population:

12%

25% 25%

23%

:: Percentage of population having SMOC in comparison to their income:

11%

38%

49% 6%

Single Family Multi Family Other :: Housing/Total Number changes during 2010 till 2014

32%

22%

33%

less than $50,000 $50,000 - 99,999 $100,000-199,999 $200,000-499,000 $500,000- over $1M (is less than 1%)

SMOC ranging from $1000-1,499 SMOC ranging from $700-999 SMOC ranging from $1,500-1999

<20% of Income 20%-24.9% of Income 25%-29.9% of Income 30%-34.9% of Income 35%> of Income

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I I Community Analysis

E. Projection

To account for future growth possibilities, the study team created a low and high range of population projections. These scenarios are based on the impact of future job growth from current trends and the regional jobs impact of the Baker Hotel operations in Mineral Wells. The status quo scenario is derived from the Texas Water Development Board projections of growth for the City of Mineral Wells, and reflects more or less “business as usual” growth. The low projection scenario represents a rate higher than the status quo, and is based on the assumption that a relatively small percentage of the jobs created via the Baker Hotel will attract new residents or spur the expansion of current households. The high scenario represents the City of Mineral Wells capturing a higher proportional amount of the household growth accruing from the refurbishment and re-opening of the Baker hotel operations.

Projection

Projection

The city of Mineral Wells has a current population of nearly 17,000 persons. However, the population has experienced fluctuation over time. In 1970, Mineral Wells’ population registered 18,411 persons. However, during the 1980s and 1990s the population had dropped to approximately 14,500 persons. Since the 1990s the population growth of Mineral Wells has remained fairly consistent at approximately 17,000. If the growth rate remains consistent, Mineral Wells is projected to reach approximately 20,600 persons by 2050.

35675 28698

28111 25048

18411

32771 20600

16788

19161

14870

1970

1980

1990

2000

2010

2020

2030

2040

2050

Population Palo Pinto County: actual projection/status quo Mineral Wells: actual projection/status quo

31868

28698

28111 25048

18411

32771 19029

16788 18251

14870

1970

1980

1990

2000

2010

2020

2030

2040

2050

Palo Pinto County: low projection (no migration, Texas State Demographer) Mineral Wells: low projection (no migration, Texas State Demographer)

17

III

City and Downtown Redevelopment Visioning Process

This chapter is the narrative of the planning process and illustrates how the final plan recommendations were formulated. The Steering Committee served as a key guiding voice of the

redevelopment of Downtown Mineral Wells. Members represented varied sectors: government, commercial interests and community centric.

III City and Downtown Redevelopment Visioning Process A. Process

Engaging the public is an integral part of developing a Downtown Redevelopment Plan. Public input is instrumental to the development of a plan reflective of the preferences of the residents and is critical in order to reflect the city’s rich history within the evolving future of Minerals Wells.

The First Steering Committee Meeting

The Second Steering Committee Meeting

Current baseline analysis presentation by the team which served as an “at present” snapshot of Mineral Wells.

Steering committee participated in visioning group exercises.

Mineral Wells Chamber of Commerce September 18th, 2014

Discussion on the committee’s concerns about present downtown Mineral Wells based on the baseline analysis.

Steering Committee A steering committee was formed in order to engage the community stakeholders in an effective manner. The Steering Committee consisted of representatives from a wide range of sectors (e.g. elected officials, business owners, neighborhood representatives etc.) and also the City Manager and City Mayor.

Objective: To assure broad representation and provide a rich perspective of viewpoints.

SWOT Analysis

Group Exercises to identify study area boundary and key activity nodes

Mineral Wells Chamber of Commerce November 18th, 2014

Group exercises outcome was used to develop the “Vision & Goals” of the future Downtown Mineral Wells.

The Third Steering Committee Meeting Mineral Wells Chamber of Commerce March 19th, 2015

A design and visioning workshop held which ascertained conceptual spatial layout, physical design and economic development preferences for downtown based on feedback from IUS supplied streetscape and overall urban design suggestions.

The goal for these exercises was to generate an impression of the future of Downtown Mineral Wells to enable the creation of a future vision statement and the finalize urban plan and design elements.

19

III City and Downtown Redevelopment Visioning Process

The Fourth Steering Committee Meeting Mineral Wells Chamber of Commerce June 15th, 2015

Targeted Areas

The final development recommendations were presented for Downtown Mineral Wells The team elicited additional input from the Steering Committee, with a time frame, in order to be able to complete the contracted duties within the time frame allotted.

The main targeted areas were identified as:

•

Parks & Outdoor green space

•

The Downtown core

•

The Baker Hotel

•

Enhancement of walkability

•

Housing options immediately adjacent to downtown

•

Tourism & Attraction

•

Architectural style & regulations

•

Business sector vitality (e.g. type of sector)

The proposals link the redevelopment recommendations to the vision statement.

City Council City Council Retreat

Lake Mineral Wells State Park June 25th, 2015 The team presented the final plan recommendations to the Mayor and City Council

Vision Statement

Downtown Mineral Wells’ vision statement A story about what downtown will be in the future and what kind of change the citizens are working toward. The vision will be achieved by following a set of clear goals and enacting specific strategies and actions.

20

III City and Downtown Redevelopment Visioning Process B. SWOT Analysis

During the vision process, stakeholders identified factors that were considered key strengths, weaknesses, opportunities and potential threats (SWOT) of downtown Mineral Wells. The Steering Committee was divided into two groups and identified eight key issue areas: •parks & outdoor green space •the downtown core •the Baker Hotel •enhancement of walkability •housing options immediately adjacent to downtown •tourism & attraction •Architectural style & regulations, •Business sector vitality (e.g. type of sector)

These issue areas formed the basis for the overall goals and recommended strategies for Downtown Mineral Wells.

PERCEIVED

PERCEIVED

WEAKNESSES

STRENGTHS • • • • • • • • •

Strong history/Heritage Committed core of local people Existing attractions to be leveraged Accessibility/good location Architectural design Baker Hotel Low taxes Proximity to DFW markets Friendly community

• • • • • • • •

Codes unenforced Absence of strong middle class Poor pedestrian & cycling infrastructure Poorly landscaped Insufficient/Dilapidated housing Lack of wayfinding Hwy 180 splits the downtown Shortage of entertainment /recreation venues downtown • Architectural design

PERCEIVED

PERCEIVED

OPPORTUNITIES • Redevelopment of vacant properties within downtown • Integrating downtown south of Hwy 180 • Improve city beautification • Capitalize on historical richness of the city

THREATS • • • •

Inadequate development standards Development near Wal-Mart Low city revenue A failed performance of the Baker Hotel

21

III City and Downtown Redevelopment Visioning Process C. Identified Issues

Public input was instrumental to the development of the Downtown Redevelopment Plan. As a result, the public at large was relied upon to identify specific projects as well as ascertain the user experience in downtown and adjacent areas.

Respondents expressed their level of satisfaction or dissatisfaction regarding the goods and services provided in Mineral Wells.

Shopping Facilities

Public Facilities

The respondentsâ&#x20AC;&#x2122; identified issues combined with the input of the Steering Committee informed the research process and guided the recommendations proposed by the team.

Entertainment

Recreation

Attractions

22

III City and Downtown Redevelopment Visioning Process D. Goals and Strategies

Overall Vision:

Redevelop Downtown Mineral Wells as a historic, civic, residential, and commercial community center, providing a safe and vibrant mix of attractive and walkable destinations that appeal to local residents and visitors alike.

Preservation

Preserve and restore the special character and unique architecture that defines the culture and history of the downtown community, by protecting and encouraging ongoing conservancy of unique features common to the area.

Strategy P1.1: Develop and Implement a Façade Improvement Program to encourage physical improvements to the commercial facades visible from the public right-of-way Strategy P1.2: Develop and Implement a structural improvement program to encourage improvements to the physical integrity of commercial structures in the downtown area, including roof repair, weatherization, and structural stabilization.

Strategy P1:3: Encourage improved and attractive rear entrances to retail and dining businesses, especially for businesses located on the western side of SH281/ Oak Ave., with parking facilities in the rear of the structure.

Inform and educate residents and visitors about Mineral Wells’ unique history.

Strategy P2.1: Work with the Palo Pinto County Historical Commission to develop additional historic markers in downtown to serve as points of interest in a “Mineral Wells Historical Walking Trail”.

Strategy P2.2: Develop a network of gateway and way finding signs to attract and direct visitors to downtown attractions, retail and dining opportunities.

Educate and inform the owners of historic and architecturally significant properties about building preservation methods and techniques.

Strategy P3.1: Work with downtown businesses and institutions through seminars and organizational meetings to develop a “sense of place”.

Strategy P3.2: Adopt and deploy design guidelines to improve preservation and restoration understanding.

Strategy P3.3: Develop a knowledge base resource center for preservation and restoration methodology and available assistance programs.

Strategy P3.4: Create a design review ordinance that in conjunction with a citizen advisory board/downtown development office insures compliance but also support for planned preservation and restoration projects.

Circulation

Encourage pedestrian traffic through improvements to access, safety and walkability throughout downtown Mineral Wells Strategy C1.1: Insure sidewalk width and surface integrity that accommodates safe and fluid flow of traffic.

Strategy C1.2: Provide attractive and defined crosswalks that facilitate safe pedestrian circulation throughout Downtown.

Strategy C1.3: Provide guidelines and standards for how and to what degree sidewalks can be used for display of product or advertising services.

Strategy C1.4: Insure quality and aesthetics of pedestrian walkways to and from significant points of interest.

Strategy C1.5: Better connect municipal offices and Lake Mineral Wells State Trailway to Phase I downtown core

23

III City and Downtown Redevelopment Visioning Process Mixed Use and Living

Ensure a vibrant and appropriate mix of commercial, retail, and entertainment uses in Downtown Mineral Wells Strategy MU1.1: Establish an active and standalone Office of Downtown Development/Main Street organization to include a full time director with oversight of downtown plan implementation.

Encourage new and diverse residential opportunities throughout downtown Mineral Wells Strategy MU2.1: Develop greater utility of residence space in upper floors of downtown structures Strategy MU2.2: Repurpose vacant properties to multi-unit owner occupied housing (Garden Homes/ Condominiums) Strategy MU2.3: Establish style and architectural guidelines for new and existing residential structures within the study area

Promote better connectivity for the residential neighborhoods in the extended study area to the commercial and mixed use areas.

Strategy MU3.1: Conduct a study to identify and prioritize needed road and sidewalk improvements in and from Phase 3 study area to better connect residents to downtown opportunities.

Strategy MU3.2: Upgrade the sidewalk/urban scape infrastructure of proposed mixed-use housing/retail (West of proposed linear park) to facilitate walkability to downtown

Establish rigorous enforcement of structure codes relative to both commercial and residential property in the study area.

Strategy MU4.1: Review existing codes and zoning relative to the study area.

Strategy MU4.2: Insure adequate staffing and resources for compliance enforcement Strategy MU4.3: Encourage stakeholder participation in code development and process

Promotion

Promote and ensure a clear and attractive image of Mineral Wells as a business opportunity and visitor friendly destination.

Strategy PR1.1: Build a regional identity for downtown Mineral Wells as the place to learn and experience the history and culture of North Central Texas Strategy PR1.2: Build awareness, locally and regionally, of downtown Mineral Wells as a resort/spa staycation center Strategy PR1.3: Market downtown Mineral Wells as a desirable location for investment and business Strategy PR1.4: Develop Mineral Wells reputation as an outdoor recreation center highlighted by the State Park, Rails Trail, the Brazos River, and Possum Kingdom Lake Strategy PR1.5: Build understanding and support in Mineral Wells and Palo Pinto County for the importance of downtown Mineral Wells and the master plan for all local residents.

Strategy PR1.6: Develop an aggressive social media presence to communicate all aspects of the continued redevelopment of the downtown market.

24

IV

Redevelopment R ecommendation

In this chapter, specific repurpose projects are identified. The identified projects support the evolving vision of Mineral Wells in the long term horizon. The recommendations seek to develop an economy in Downtown Mineral Wells which would serve a

diverse patron type, serving the local native population and local tourist alike. Proposed physical changes are tied to the baseline studies and are in service to the overall vision and goals of discover of Discover Downtown.

IV Redevelopment i. Overall Strategy

Recommendation

1. Leverage Existing Assets and Incorporate Downtown

The city of Mineral Wells possesses a rich heritage comprised of patriotism, prominent military installations, celebration of the great outdoors, local eccentric culture, and a former spa leisure destination serving the affluent and masses alike. Mineral Wells, once a vibrant economy, invites residents and local tourists to “Discover Downtown”. This plan employs a set of complex revitalization strategies to re-envision, re-brand and re-discover Mineral Wells. The overall recommendation consists of seven redevelopment strategies which are specific to the needs of Mineral Wells as well as to small downtown redevelopment efforts.

The Institute of Urban Studies recommends the implementation of: I Main Street Four- Point Approach alongside II Three additional strategies, designed specifically to capture the heritage of Mineral Wells.

These strategies seek to serve existing residents, attract new residents, and attract visitors. Small rural downtowns across the nation are seeking to revitalize their downtown. In order to achieve such objectives the most common and successful approach is the “Main Street Four Point Approach”. The Main Street Four-Point Approach has proven to be effective at redeveloping and revitalizing downtowns. The Main Street Approach is a set of strategies: it does not necessarily require a formal “Main Street” association. It does require consistent long term coordination.

The traditional strategies most often employed by cities include: organization, promotion, design and economic restructuring. While such strategies are all necessary, they are not sufficient in order to create a resilient small city downtown. Therefore, the “Main Street Four-Point Approach” incorporates the following four revitalization strategies:

:: Capitalize on the retirement preferences of Baby Boomers that favor downtown living:

:: Link their historic preservation efforts to the promotion of heritage tourism; couple with niche development:

From now until 2030 in the U.S., an average of 10,000 Baby Boomers per day will reach retirement age. While most of the Baby Boomers will retire in the same location, according to U.S. News and World Report, those who move will “no longer flock to seniors-only retirement communities but are likely to choose walkable communities with lots of amenities, recreational opportunities, and residents for all ages.” Cities nationwide have tailored their redevelopment efforts to include provision of housing and other amenities to attract this cohort. Studies have found a revival of interests in cities… changed preference for city living and desire to be close to city amenities. Of the 15 top places identified by the AARP, eight were small cities and towns.

Heritage tourism is travel geared to experiencing authentic places and activities that tell the stories of people’s culture and history. These places provide tourists with the opportunity to witness in situ the wonders of diverse cultures. Heritage and cultural tourism are intricately linked to historic preservation.

The unique heritage of downtowns and the opportunities that downtowns offer for biking and walking are all appealing assets of small city downtowns.

:: Enact programs to attract and promote diversity:

:: Retain and expand civic and cultural buildings in downtown; complementary public goods (e.g. urban parks):

Courting diversity to downtown is a strategy that cities with resilient downtowns have embraced as part of their revitalization efforts. These groups are a major segment of the firsttime homebuyer market-much of which is located in or near downtown neighborhoods. Small city downtowns in particular stand to benefit the most from their housing preference. The lower cost of living and relative peace and quiet of small towns are attractive features. Small towns such as Lewiston, ME, are benefitting from such migration in renewing their downtown.

City tours organized by elected officials seeking to increase migration, have proven to be effective at convincing potential migrants that small town living is a better alternative to the big city.

Civic buildings have increasingly been experiencing pressure to relocate to the fringe. Civic buildings create foot traffic in the downtown and help support local businesses such as restaurants where downtown workers eat, business related to the legal profession and bars where downtown workers socialize in their down time.

25

IV Redevelopment i. Overall Strategy

Recommendation

1. Leverage Existing Assets and Incorporate Downtown

The existing cultural heritage of Mineral Wells epitomizes rural natural Texas. The city’s rich fabric is primarily comprised of three main sectors. The redevelopment of Downtown Mineral Wells should consist of shops, commercial businesses, and events to support the three main heritage (niche) development: Historical: • U.S. Military support

- Vietnam Museum

- Basic Training location of Audie Murphy

- Primary US Army Helicopter Center

Cultural: • Crazy Water Hotel • Crazy Water Museum • Crazy Water Festival • Baker Hotel • Premiere spa town • Bankhead Highway Outdoor: • Lake Mineral Wells State Park • Palo Pinto Mountains State Park Worth Ranch • Clark Gardens • Lake Possum Kingdom State Park • Possum Kingdom Lake • Possum Kingdom Lake fishing guides • Brazos River Canoe Trail • Palo Pinto Lake • Possum Kingdom Lake Fish Hatchery

• Flyfishing the Brazos River • Hunting in Palo Pinto County • Lake Mineral Wells State Trailway • Palo Pinto Loop Wildlife Trails • Hiking in the Palo Pinto Mountains The aforementioned sectors have overlapping and complementary features. Thus, the formation of thematic niche development could easily be achieved and would constitute an authentic expression of Mineral Wells. The primary recommendations proposed

by IUS pertain to the creation of a balanced and attractive mixture of goods and services. The goal is to highlight and further develop the existing features and culture of Mineral Wells. The creation of a strong downtown niche, based on Mineral Wells assets, would provide consumers a large selection though within a limited range of merchandise and services.

Consequently, the shops in the niche constitute a specialized shopping center with the magnetism of a strong shopping destination. Strong downtown niches are known to draw customers from well over 40 miles away. In order to diversify the categories of patrons, IUS recommends the integration of the Experience Economy.

The Experience Economy: What is an Experience Economy?

An Experience Economy is comprised of the following attributes: • A commodity business charges for undifferentiated products.

• A goods business charges for distinctive, tangible things.

• A service business charges for the activities you perform.

• An experience business charges for the feeling

customers get by engaging it.

• A transformation business charges for the benefit customers (or “guests”) receive by spending time there.

The Experience Economy provides patrons the platform to experience a city or place. The leisure activities for this sector consist of the following: • Innovative Block: Community Garden, Greenhouse, Neighborhood Food Market • “Post-Industrial” Park (along bike trail) • Linear Park • Crazy Water Tour Mineral Wells should pair the heritage niche development with the Experience Economy.

The overall Downtown Mineral Wells redevelopment plan consists of the Main Street Four-Point Approach alongside three specific strategies most suitable for the rich heritage of Mineral Wells. The strategies are as follows: :: Leverage existing assets of Mineral Wells: • Comprehensive plan to market the existing specializations, niches and heritage of Mineral Wells (e.g. Crazy Water) :: Integrate these assets into Downtown Mineral Wells: • Formation of a commercial sector located in the Central Business District (CBD); provides goods and services to the local activity sectors (e.g. outdoors store) :: Further expand services provided to residents and visitors: • Diversification of commercial, housing and recreation services; informed by analysis and market research

26

IV Redevelopment i. Overall Strategy

Recommendation

2. Consumer Marketing Diversification

Resilient downtowns serve the preferences of diverse users. The revitalization of downtown Mineral Wells requires the attraction, retention and growth of the commercial sector with the central aim to diversify the goods and services available to potential consumers in the Central Business District (CBD). Redevelopment recommendations are informed by the following data analyses and evaluations: consumer expenditure patterns, consumer psychographics, U.S. Census data and the most dominant consumer tapestries.

The potential consumer population accessible to Mineral Wells is clustered according to drive time. The segments are as follows (accompanied by the drive time): Segmentation of the population permitted an in depth analysis of Mineral Wells Downtownâ&#x20AC;&#x2122;s potential consumer population. As a result, governing officials will be equipped with critical information necessary to strategize according to targeted consumer population, evaluate the impact of diverse segments, and utilize the analysis to guide and advise policy initiatives.

:

na tio n

Lo 60 cal T 9 0 m ouri in sm u te Des ti

Potential Costumers

The concluding recommendations are as shown:

: ers m nsu Co ute l a n Loc 5 mi inute 1 0 30 m 15

C o n c l u s i v e Recommendations

Local /Community Attraction:

30-45 minute 45-60 minute

27

IIV V Redevelopment i. Overall Strategy

Recommendation

3. City Marketing and Design Process

Hom e Furn ishin g

r Facto

y Out

let

Heritage Development:

Mineral Wells, a culturally rich city, should leverage its unique attributes in order to better serve existing residents and patrons, and to market the city as a local attraction as well as a local tourist destination. In order to better attract a diverse patron group to Mineral Wells a two pronged City Marketing approach is recommended: heritage (niche) development and Place branding. Heritage development is a feature of Niche development. A niche is a specialization that allows a downtown to gain dominance in certain categories of the retail market. Successful communities often have two or three niches. These communities also benefit from an expanded trade area as their specialization often draws customers from more distant communities. Once a niche is established, other businesses are often attracted to the community, as they are interested in selling to the same targeted consumer segments. Therefore, heritage development specifically examines niches according to the heritage of Mineral Wells in order to highlight and leverage the cityâ&#x20AC;&#x2122;s historical and cultural features.

Retail malls have mastered the art of retail mix. Few, if any downtowns or Main Street districts are able to foster and maintain the harmonious retail mix able to revitalize their downtown economy. A strong downtown niche provides consumers a large selection, though within a limited range of merchandise and services. The shops within a niche commerce mix create a cluster shopping center and increase the magnetism or threshold of the shopping destination; such developments are able to yield patrons from a market range of approximately 40 miles. The strength of any retail niche is not reliant upon the number of stores but the variety mixture provided within the limited range of merchandise and services that define a niche market. Price variation also makes a niche more attractive. Additionally, a strong retail niche requires a pedestrian friendly location. The heritage and niche development recommendations will consist of clusters of activities which will service the preferences of current residents, attract additional patrons and commerce as well as retain current commercial sectors.

r pe m s Pa iche N

g

din

We d

Range of focus regarding goods and services in Niche development

Antiques

City Marketing 4 point opportunity

Restaurants

and

Cra fts s enâ&#x20AC;&#x2122; ldr Chi ducts Pro

y

Food-forthe-Home

J e w elr

28

nt me ain rtts ert A Ent the

IIV V Redevelopment i. Overall Strategy

Recommendation

3. City Marketing and Design Process

This branding also increases the economic development in the city since tourists are potential customers to see, eat, have great adventure, and so on... Last, but not least, Place and City Branding refers to integration and focus on place management. For many authors, there are three types of place branding: geographical nomenclature, product-place co-branding, and place

en tit y

ge

There are many significant cultural elements of Mineral Wells for historical, spatial, economic, demographic, and geographical aspects, and each of them is a potential component of place branding. Fourth distinctive trend is Destination Branding and it emphasizes the marketing of tourism destinations. Mineral Wells has a great opportunity to be a tourism destination by its potential historical elements. For instance, Baker hotel, Crazy Water Hotel, Old Post Office, Downtown Central Business District, and movie theatre are great tourism routes for branding the city.

Even though the place branding process is complicated, there are many key steps for it. Thus, following steps might be applied by Mineral Wells administrations in order to create a city branding concept. For instance, branding process starts with a “deep diving” that refers to figure out what the place makes unique. Many observations and researches are conducted in order to generate an overall impression about the place.

Ima

There are many trends of place branding. One of them is place of Origin Branding that mentions the local place of origin in branding a product. A second is Nations Branding that highlights potential outcomes of branding a country with branding campaigns and strategies.

Finally, Culture and Entertainment Branding includes highlighting the physical, economic, and social environment of the places.

The main aim of these group is to create an imagination that is based on visual, verbal, and behavioral expressions of a place (Zenker and Braun, 2010). Therefore, branding has effects on perceptions of a place. So, place branding offers by places, cities, cultures, and countries as brands as much as they are perceived.

Id

Branding a place is a process of creating image communication with the aimed markets. Recently, counties and cities are competing with each other in many categories in order to gain attention by different methods: design (character), infrastructure (built environment), basic services (service providing), and attractions (entertainment and recreation).

management.

Place branding process can be launched or considered by public administrations, national governments by using marketing consultants, urban designers, and many other organizations as a governance strategy.

ST

TE A R

GY

Place Branding “Deep Diving”Steps

Then, after many meetings and studies the “identity” of the place is identified.

The next step is to create “image” about the place. To do this, the image of the place is measured by using visual, aural, and other perception methods.

Vision

Place Branding:

The third step is to obtain a “vision” about the place branding. This step generates a projection for the next ten or twenty years about the place branding.

The last step is to create a strategy to sustain place branding by using communication and media tools and other brand platforms.

29

IIV V Redevelopment i. Overall Strategy

Recommendation

4. Recommendations In order to achieve the outlined goals IUS recommends the following:

The objectives of Mineral Wells are as follows: :: Revitalize and redevelop Downtown Mineral Wells :: Development of a sustainable design scenario Contextually sensitive to community, cultural, historical and environmental preferences :: Redevelopment strategies to address residential areas adjacent to Mineral Wellsâ&#x20AC;&#x2122; commercial downtown :: A prioritized implementation plan with potential financial resources

There are two sets of recommendations:

:: Design :: Downtown -Centric revitalization

Design Recommendations:

:: Development of physical design attractions: o Outdoor Event Center o Linear Park o Pedestrian Thoroughfare

Downtown Revitalization:

:: In order to leverage of existing assets, downtown commercial inventory should reflect wider city attractions

:: Establishment of regulations and code enforcement of buildings

:: Use of consumer segmentations to be used to serve patron preferences o Analysis used to itemize higher than national average preferences o Use of analysis results to guide associated policy and redevelopment plan o Develop a City Marketing and Branding plan

:: Style guide to recommend thematic design reflective of local culture and history

:: Diversify housing options in proximity of downtown central business district

:: Streetscape to improve walkability

:: Downtown centralization of hosting space for events, activities and celebrations :: Variety of centralized recreational, commercial and housing options to increase pedestrian/patron traffic

30

IIV V Redevelopment i. Overall Strategy

Recommendation

3. City Marketing and Design Process

Nodes and Phasing (Heritage Network):

The trend in this project has been investigating downtown assets, leveraging them, and applying them to prepare the final outcome. One critical type of assets in this project, is the node.

Lets define Nodes in this project. They are the significant elements of Mineral Wells’ downtown important enough to preserve and to pass on to future generations, and which impact urban features of the city. For instance, the Baker Hotel is one of the nodes which is strongly influential on the economic, aesthetic, and demographic features of city as well as on infrastructure, and historic development of downtown. Therefore, this and similar nodes have been key assets of the city.

The team identified and investigated these assets through collecting information from existing data resources and following up with several on site field studies of the area.

A principal project goal is to develop interventions which strengthen heritage tourism in Mineral Wells by preserving and highlighting the historical features or nodes of downtown. The specific methodology is as follows:

Methodology (Nodes and Phasing, Making Heritage Network) • Identifying Nodes • Historical Value of Nodes?

• Relation of Nodes With Downtown?

• Role of Each Node in the Downtown Urban Formation

•Geographical, Spatial info.

•Phasing Time-wise and Cost-wise

• The Applied Model

• Nodes and Priority in Phasing

• Each Phase Has the

• Applying the Details of Node Studies in Each Phase

• Phasing/ Nodes/ Project Goal

And Architectural Impact of Each Node

• Leveling Tasks/ Track-able Pro-

• Economic Impact of Node

• Each Phase Cover Nodes

• Nodes vs. Project’s Goals

• Phases merge in their Boundaries

• Function of Each Node

NODES

cess

together

Includes three Phases Prepared Details Reflecting Nodes Studies

• Proving Comprehen-

sion of the Development Process

• The Conclusive Final Outcome is Prepared out of the Combination of Phases

• Growth of Downtown vis a vis Heri-

tage Points, Create a Growth Network in Each Phase

• Diversity of Nodes, Create Phasing,

Connectivity of Phases and Nodes in the Final Proposal

PHASING

CONCLUSIVE PROPOSAL

31

i. Site Analysis

In order to better insure that the plan goals are attained sustainably and within the planâ&#x20AC;&#x2122;s time horizon, all the current information about the physical study area should be analyzed. Precise examination of the form and current function of the study area serves to inform all of the plan recommendations. The study area was analyzed in terms of the 8 categories shown to the right. This analysis was combined with the other baseline data and the public input to arrive at the final plan recommendations.

The overall study area was analyzed first, as a whole. Then, based upon this analysis, the project was divided into phases, and each phase was evaluated in more depth. Although, the final plan recommendations are presented in three phases, all phases are designed to work in conjunction: the overall design plan encompasses Downtown as a whole, and serves to bridge the core downtown commercial center to nearby residential neighborhoods and to the broader city and region.

Site Analysis

B Design Process

Nodes:

Nodes in this project are the critical locations which Form the Mineral Wells Heritage Network.

They are influential to the economy, heritage, and infrastructure development of the city.

Zoning:

It describes the control by authority of the use of land in the area, and of the buildings thereon.

Building use and zoning together provide a guideline on the development in the area.

Building Use:

The inventory on the use of buildings within the study area was provided via gathering information, available resources, and field studies.

Business Inventory:

The Central Business District within the study area is a critical part of the project. A precise inventory on the business within study area especially thr CBD is provided and explained.

Urban Park:

Considering the projectâ&#x20AC;&#x2122;s objective for leveraging tourism/heritage, urban park areas also offer the potential for social interaction.

Transportation:

Information of analysis examines the modes of transportation (Available and possible development), infrastructure, and their relation with the other elements.

Accessibility:

This analysis, is impacted by the transportation infrastructure formation, The need for this part is in order to leverage tourism and provide the strong heritage network including nodes.

Parking:

The assessment presents the statistical, spatial analysis on the existing parking areas and later on the gains and losts from the proposed plan elements.

32

i. Site Analysis 1. Nodes

A node can be defined as a place where two or more paths meet. In terms of this analysis, a node is defined as a location where activities and interests converge. A node can be a place of high commercial or retail activity, a key intersection, a place of special historical, civic, or architectural importance, or a place with high perceived opportunity for redevelopment.

Key nodes for downtown Mineral Wells are shown to the right. They were analyzed in terms of influence and importance to the past, present, and future of downtown, and their relative locations, and connecting these nodes, are key aspects of the overall phasing and redevelopment plan recommendations.

Nodes Identification

B Design Process

01

02 10 03

04 05 06 13 08

Important/Historical Nodes Map in Mineral Wells Downtown: 1. Box Factory 2. Famous Water Company 3. Crazy Water Hotel 4. Movie Theater 5. Womanâ&#x20AC;&#x2122;s Club 6. Vacant Restaurant Property 7. Palo Pinto County Annex 8. Baker Hotel 9. Old High School 10. Old Nazareth Hospital 11. City Hall 12. Lake Mineral Wells State Trail Way Trailhead 13. Downtown Central Business District

09

07

11

12

33

i. Site Analysis 1. Nodes

Our analysis required investigation of the degree of importance of each node. The applied phasing method presents a plan based on the importance and influence of each node. Therefore, a comparison between nodes has been drawn which shows the degree of influence for each one. The below map shows the degree of importance of each node by the size of circle.

Investigation of historical, spatial and functionality information has been applied for analyzing the importance of each node. The proximity of each node to other nodes, transportation systems, and the downtown core have been considered to determine each nodesâ&#x20AC;&#x2122; relative importance. The result of this step of site analysis has been applied to define the phases.

Nodes/Degree of Influence

B Design Process

Each node will impact the rehabilitation of the area relative to each nodesâ&#x20AC;&#x2122; influence. For instance, the location of the old post office is critical because it is a significant structure in its own right, and it is adjacent to the most important node (Baker Hotel). It is also located by the Central Business District (downtown core). Thus, the Baker hotel, Crazy Water Hotel, Downtown Central business District, the old post office, and movie theatre are the most influential nodes to determining phasing.

Most Influential

More Influential

Less Influential

Least Influential

34

i. Site Analysis 2. Zoning

Zoning

B Design Process

Zoning policies are the Municipal or local government laws that dictate how real property can and cannot be used in certain areas. Zoning policies limit commercial use of land in order to prevent adjacency of unsafe or incompatible activities, e.g. oil, manufacturing or other types of businesses locating in residential neighborhoods.

This section of the site analysis details the zoning policy for the study area. The zoning of study area contributes to the proposal for each phase. Since zoning has the force of law, the phasesâ&#x20AC;&#x2122; proposed details should be in accordance to the zoning, unless there is a clear reason to propose an alteration.

The map represents zoning in Mineral Wellsâ&#x20AC;&#x2122; downtown, and illustrates that the study area generally is divided between commercial and residential, with some community facilities. Central Business District zoning allows a mix of uses.

36%

8% 2% 8%

34%

8%

18%

Zoning Map, Mineral Wells Downtown: :: Single-family Residential :: Multi-family Residential :: Moderate Density Residential :: Commercial :: Local Business\Generic Retail :: Community Facilities :: Central Business District

35

i. Site Analysis

3. Building Use

To determine the actual use of buildings within the study area, the IUS team performed remote evaluation using aerial photography and Google Street View imagery. The team then verified use over several on site visits walking and driving the study area.

Use determines the kind of activity and the level of pedestrian needs within the study area. The plan recommendations take this into account. The overall plan seeks to provide appropriate levels of pedestrian connectivity and safety needed to service current uses, while also seeking to connect different kinds of uses to each other.

Building Use

B Design Process

The streets with predominantly commercial building uses are NE and SE 1st Avenue, Oak Avenue, and NW 1st and SW 1st Avenue. .

Key commercial cross streets are NE 2nd and NW 2nd Streets, Hubbard St, and SE 1st and SW 1st Street. These streets become the core of the proposed downtown pedestrian loop, since they also include a large number of key nodes. Most civic/municipal uses show as Institutional, and are clustered to the west and southwest of the commercial core. Most residential within the study area is to the west of the commercial core. Currently these uses are separated from the commercial core by Highway 180 and the drainage canal by 2nd Avenue.

Building Use, Mineral Wells Downtown: :: Single-family Residential :: Multi-family Residential :: Industrial :: Commercial :: Central Business District

36

i. Site Analysis

4. Business Inventory

Level of activity is an important component to overall downtown vitality. To that end, the IUS team undertook on-site evaluations of activity or vacancy within the core commercial area of downtown Mineral Wells. The goal of this analysis was to identify how many businesses/buildings remained active and how many business properties are vacant and inactive. This business inventory analysis included: •

• • • •

Identification of businesses and data collection within the study area: studying the zoning and building/land use policy of the area Walking Survey and systematic observation within the study area Sharing the preliminary results with the business holders during the steering committee meetings Revision of the data, updating and finalizing the data Recording the data on the institutes’s Geographic Information System geodatabase

Business Inventory

B Design Process

The results of study provides a snapshot of the current vacancy level of Mineral Wells Downtown businesses within the study area, showing a 34% vacancy rate.

Vacant 34% Active 66% Business Inventory, Mineral Wells Downtown: :: Active :: Vacant

37

i. Site Analysis

5. Urban Parks

Urban parks are dynamic institutions that play a vital, but not fully appreciated or understood role in the social, economic and physical well-being of Americaâ&#x20AC;&#x2122;s urban areas and its residents.

Dating back to the 19th century when Frederick Law Olmsted introduced the first large-scale urban parks to this country, these green spaces provided relief from urban intensity for residents and brought people together across social and economic divides. In the postwar years, when the population shifted away from urban centers, our nationâ&#x20AC;&#x2122;s parks suffered enormously from disinvestment, and many are still experiencing the effects.

As cities across the country are attracting millions of residents again, the center of this sweeping urban renaissance are newly revitalized parks. They are not only safe and beautiful, but also serve as green engines to help address nearly every critical urban need from health to housing, to education and environmental justice, and countering sprawl to combating crime.

The map on the right shows the distance of existing parks to the downtown Mineral Wells study area. Although Mineral Wells as a city has a number of parks, and these parks contribute to an overall high quality of outdoor recreation attractions, none of them is within the convenient walking distance from the downtown core needed to facilitate cooperation with the downtownâ&#x20AC;&#x2122;s nodes. Additionally, the available parks are not in an appropriate scale needed to provide the opportunity for more social interaction in a downtown setting. Therefore, the proposal includes new urban parks within the downtown, within proximity to the proposed new functions and nodes to leverage public attendance and the hosting of community events and celebrations.

Parks Distance to Mineral Wells Downtown

B Design Process

Mineral Wells Parks: :: State Park or Forest :: Local Park :: Mineral Wells Downtown

38

6. Transportation Network

The transportation network is a key element to success in redeveloping urban areas. The IUS team evaluated transportation infrastructure within the downtown in order to understand current conditions and levels of access for automobiles coming to and traveling within the study area.

Mineral Wellsâ&#x20AC;&#x2122; downtown area contains three types of streets: major arterials, minor arterials/local streets, and secondary highways.

The highways, SH180 and SH281, provide the principal connections to the larger region, state, and nation. These highways provide entry into downtown, but also create barriers within downtown. In addition, control of these roadways by TXDOT places limits on redevelopment and streetscape improvement.

Most of the remaining streets within downtown are classified as minor arterials/local streets. They vary widely in width and condition, but generally carry a much lower traffic load than do the secondary highways. :: Functional Classifications: defines the role that a particular roadway segment plays in serving traffic flow through the network vis-a-vis the travel character, transportation planning and engineering, and effieicient and cost effective movements through a highway network. :: Speed Limits: The legitimate function of speed limits is to delineate at what point reasonably competent drivers exceed the safe speed for a given roadway.

AADT Speed Functional Classifications Limits

i. Site Analysis

Transportation Network, Mineral Wells Downtown

B Design Process

US 180 10713 vehicle/day

US 281 5918 vehicle/day

30 mph

30 mph

Secondary Highway

Secondary Highway

US 281

US 180

:: AADT (Annual Average Daily Traffic): is a measure used primarily in transportation planning and transportation engineering. Traditionally, it is the total volume of vehicle traffic of a highway or road for a year divided by 365 days.

US 180 Transportation Netwrok, Mineral Wells Downtown: :: Major Arterial :: Minor Arterial :: Secondary Highway

39

i. Site Analysis

7. Accessibility

US Highways 180 and 281 are key elements of automobile accessibility to and through downtown Mineral Wells. Several aspects of these roadways present challenges, however, to pedestrian accessibility within downtown. The extensive width of the roadways, coupled with the higher traffic volumes and effective speeds, impact actual and perceived pedestrian safety. Moreover, Highway 180 has a one way couplet through downtown, which creates an additional barrier to pedestrians and separates the northern and southern portions of the downtown area. The challenge for Mineral Wells is how to take advantage of the accessibility that the highways provide to downtown, while mitigating the problems these highways create for pedestrian accessibility within downtown.

Since most travelers to downtown Mineral Wells will arrive via the highways, it makes sense to use the highways as locations for the principal gateways to downtown. Gateway locations can announce arrival to the historic and civic core of Mineral Wells, and can be locations for informational signage.

Pedestrian accessibility is dealt with through the creation of improved crosswalks on the highways and the development of key pedestrian routes on other streets. Details on the pedestrian amenities are presented later in the plan.

Accessibility to Mineral Wells Downtown

B Design Process

Interfere of Downtown Core and US 281 (The area of Influence)

Interfere of Downtown Core and US 180 (The area of Influence)

Accessability to Mineral Wells Downtown: :: State Highway :: Traffic Flow Direction :: Location for Downtown Gateway Signage

40

i. Site Analysis

7. Parking Analysis

In order for a revitalized downtown Mineral Wells to succeed the downtown must be able to effectively serve out of town visitors in addition to locals. Further, emphasis must be placed on walking as the primary mode of travel within the downtown core. In order for this to occur, overflow or satellite parking must be created.

The IUS team inventoried existing parking within the study area, and evaluated this parking in relation to the proposed pedestrian loop within downtown. The teamâ&#x20AC;&#x2122;s studies, in addition to steering committee input, resulted in the map to the right, which covers all the existing types of the parking in the study area.

Parking Analysis

B Design Process

:: Private: Parking owned by and designated for the specific use of businesses owners or their costumers., The majority of the parking area in the study area is dedicated to this parking type. :: Public: Property owned by city, and allocated for the public use :: On Street/Diagonal: The area on the street which is assigned for diagonal pull in parking. :: On Street/Parallel: The area on the street assigned for parallel parking.

3% 6%

8%

The on street parking area within the study area is comparatively very low.

Mineral Wells Parking Analysis: :: Private :: Public :: Diagonal/On Street :: Parallel/On Street

83%

* A vacation spent in oneâ&#x20AC;&#x2122;s home country rather than abroad, or one spent at home and involving day trips to local attractions.

41

IIV V Redevelopment B. Design Process

Recommendation

ii. Phasing Strategy

The location of the nodes, core businesses, institutions, and residential areas all inform the phasing for the plan. The phasing strategy leverages the heritage of the area, concentrating Phase 1 around the most influential downtown nodes in order to create a downtown “city square” pedestrian thoroughfare along with development of key amenities.

Phase 2 expands on Phase 1 and connects the developed downtown square to the residential areas to the west and to the civic and institutional uses to the south of Highway 180.

Phase 3 further ties the downtown core into remainder of the overall study area.

Phasing Strategy

•Phase 00 :: Identification of the basis for phasing :: Site analysis covers the requirements for phasing :: Locations of most influential nodes informs :: Analysis of Transportation network contributes to the phasing :: Analysis of accessibility to the Downtown core affects the phasing

•Phase 01 :: Area of the most influential nodes :: The location of Mineral Wells Downtown core :: Forms the Downtown pedestrian square :: Urban parks and event spaces enhance the downtown experience and provide places for social interaction and civic celebration :: Seeks to attract current users :: Seeks to attract new users :: Streetscape and crosswalk improvement

•Phase 02 :: Improved accessibility, more parking infrastructure :: Bike Trail, integration of Bike lane and Downtown Core (Phase 1), more bike infrastructure like bike stations and racks :: Integration of Market space and outdoor performance space :: Linear Park and Canal Project, Box culvert and landscape for walking path, more urban furniture :: Pedestrian Connection across US 180 :: Multi-use infill development

•Phase 03 :: Integration of Residential Area (East-West connections to Canal and to Core Commercial Area) :: Code enforcement including Residential construction, repair, exterior maintenance :: Infrastructure Repair including Sidewalks, Road maintenance, Bike Lanes, Pavement at Intersections to facilitate access for pedestrians, auto :: Improving Landscape & Urban Furniture

42

B. Design Process ii. Phasing Strategy

Recommendation

(Phase I)

Pedestrian Thoroughfare:

The City’s main square provides safe pedestrian access through central business district. Upgraded crossings increase Pedestrian safety. Smoothly moves shoppers from one key activity node to another.

Pavement, Street, Crossings, etc.

Phase one aims to facilitate creation of a pedestrian oriented downtown, while preserving auto accessibility along the highways. Phase 1 is centered around the downtown Central Business District and the historic Baker Hotel and seeks to bridge the barriers presented by the highways.

In addition to improved pedestrian accessibility, Phase 1 seeks to provide an improved environment for downtown.

It incorporates green space along the Pedestrian Thoroughfare, providing places for rest, relaxation, and fund along way.

Proposed pedestrian amenities include widened sidewalks with upgraded materials, reduced street width and creation of one way city square loop, wayfinding signage, urban furniture, improved crosswalks with textured pavement, and urban beautification elements. This city square will conduct pedestrians from the Baker hotel through the CBD. It also connects the CBD with the urban parks and recreational elements suggested for the western side of the CBD. These amenities include urban parks, an outdoor event center, a multiuse block for market space, food stalls, and a community garden, an indoor event space, and green space with access to the rear of shops along the west side of Oak Avenue.

Phase I, Pedestrian Thoroughfare, City Square

IIV V Redevelopment

:: Improved Crosswalks with Wayfinding Signage :: Improved crosswalks :: Upgraded “City Square” sidwalkse :: Upgraded CBD Sidewalks

:: Pedestrian Thoroughfare

43

IIV V Redevelopment B. Design Process ii. Phasing Strategy(Phase 1)

Recommendation

Crossings & Signages

Pavements & Traffic Flow

CBD Crosswalk Upgrades City Square Crosswalk Signage Phase I Boundary

City Square Sidewalk Pavement CBD Sidewalk Pavement One way Auto Traffic Flow Phase I Boundary

Catalyst Projects Urban Park Indoor Event Center Outdoor Event Center Multiuse block Parking Phase I Boundary

44

B. Design Process

Recommendation

ii. Phasing Strategy (Phase 2)

Phase II aims to expand the redevelopment from phase I to the next level. In terms of current zoning and building use, Phase I mostly covers the commercial area of downtown, and beyond the Phase II area, the residential part of the downtown starts. Phase II accordingly tries to make the connection of CBD to residential areas smooth. The important components of Phase II are multi-use infill development, a linear park above the drainage canal, a pedestrian route to the old high school, and north to south connection via the development of bike lane connecting downtown to the Lake Mineral Wells State Trailway.

Infill Development:

It aims to facilitate the connection of downtown core to the surrounding residential area. It helps to smooth merger of phases and zones

Linear Park:

This is place to provide more social interaction, and improve community engagement with the urban area, and facilitates the smooth merger of the zones.

Bike Trail:

It forms the connection of north and south downtown, starting from the linear park and continue through the industrial heritage on the eastern south of study area.

Phase II, Development Expansion

IIV V Redevelopment

:: Signage/ Gateway :: Bike Plan :: Infill Development

Green way to Old High School:

Improved and beautified sidewalk, linking downtown core and linear park entrance to the old high school.

:: Linear Park :: Pedestrian way to Old High School :: Phase 2 Boundary

45

B. Design Process

Recommendation

ii. Phasing Strategy (Phase III) Phase III focuses on the residential neighborhoods beyond the Phase I and II boundary within the study area.

Phase III recommendations are not detailed by block as are those for Phases I and II. Proposed improvements in this phase are suggested to better connect the residents of these areas of Mineral Wells to the city square and other proposed improvements within downtown.

The recommendations are: :: Improvement of sidewalks and streets, especially

those that improve pedestrian access of neighborhoods to the west and north of downtown to the linear park and infill development areas in Phase II NW 4th Street and NW 2nd Street are recommended as focus areas to improve pedestrian connectivity. :: Provision of pedestrian and bicycle amenities to improve safety and connectivity from the proposed bike trail improvements to the proposed pedestrian square.

Pedestrian improvements along SE 1st Avenue from the Lake Mineral Wells State Trail toward the Baker Hotel should receive priority. :: Provision of satellite downtown parking in the currently vacant block between SE 1st and 2nd Avenues immediately north of the Lake Mineral Wells Trail. :: Conduct further studies to determine a program of overall street improvement and repaving as necessary within the residential portions of Phase III.

Phase III, Residential Infrastructure Improvement

IIV V Redevelopment

:: Phase III Boundary

46

IIV V Redevelopment C. Physical Design

Recommendation

The proposed physical design for downtown focuses on key proposals: :: Creation of a downtown pedestrian square :: Multi use infill development :: Integration of additional activity nodes within downtown :: Connection of northern and southern parts of downtown :: Improved gateways and signage :: Parking

47

IIV V Redevelopment C. Physical Design

Recommendation

i. Pedestrian Thoroughfare Plan “City Square” The core of the Phase 1 development is the creation of a downtown pedestrian square. The square serves to improve accessibility and safety for local customers and visitors moving through downtown. In addition the pedestrian square helps to define a city center for Mineral Wells by connecting key existing centers of activity with new places to relax, shop, eat, play and celebrate.

The pedestrian square itself consists of widened upgraded sidewalks along NE and SE 1st Avenue, NE and NW 2nd Street across Oak Avenue, NW and SW from 2nd Street across Highway 180 to SW and SE 2nd, back to SE 1st Avenue. These streets will become one way counterclockwise for autos, and feature head in diagonal parking, where appropriate, on one side. The goal is a streetscape to be experienced out of the car.

Two kinds of crosswalk treatment are recommended: colored and textured materials, such as brick or colored stamped concrete, for the minor arterials/local streets, and painted and textured crosswalks for SH281. Use of brick would highlight the history of Mineral Wells’ brick industry.

The wider sidewalks of the pedestrian square would allow room for improved street furniture, wayfinding signage, upgraded landscaping, and lighting improvements. Outdoor dining would also be an option, especially along NE 1st Avenue. All of these proposed amenities provide a richer, more inviting pedestrian experience, and help encourage shoppers to linger and discover all that downtown Mineral Wells has to offer.

Phase I Phase II

48

IIV V Redevelopment C. Physical Design

Recommendation

i. Pedestrian Thoroughfare Plan “City Square”

The proposed aim for Mineral Wells’ city square pedestrian thoroughfare is an active downtown streetscape with improved safety, aesthetics, enjoyment and accessibility.

A network of activity centers provides ongoing interest and variety to customers and casual visitors, inviting them to return and discover new aspects of downtown.

49

IIV V Redevelopment C. Physical Design

Recommendation

ii. Infill Development

1B. Mixed used 2 story (lofts )

S 2B. Commercial towards park Patio top entertainment

N 2B. Clear open path 3B. Commercial towards park

4B. Townhomes

The infill development project remediates the decline of the area immediately adjacent to the downtown central business district. The Infill development project consists of a mix of uses which would complement the neighboring CBD. The proposed use elements are shown the image below. The infill development project offers a variety of housing options in proximity to downtown; offering young professionals and aging baby boomers alike proximity to a wealth of goods, services and amenities. These two population segments report declining interest in owning a car and an increased preference for walkable cities.

The two segments also consists of high income earners who are active participants in civic and recreational activities. The infill development also targets young families with children.

For example, site 6B is designated for single family homes which may be the preference of young families seeking to be near their place of employment or prefer to be near an active downtown. The commercial inventory of the infill development should be complementary to the CBD to prevent competition.

The infill development commercial sector could complement the overall commercial target market for downtown and capitalize on Mineral Wells existing community assets: 1. Outdoor Recreation: shops servicing the Cityâ&#x20AC;&#x2122;s higher than national average outdoor expenditures preferences and local attractions (e.g. Palo Pinto Mountains State Park, Lake Possum Kingdom State Park, Flyfishing the Brazos River etc.)

2. History & Education: examples include craft shops also housing youth courses 3. Locavore Movement: eateries using produce from the Innovative Block greenhouse 4. Staycation & Vacation: activities, exhibits, and shops celebrating the Cityâ&#x20AC;&#x2122;s Mineral Water, WWII and Vietnam era ties, etc.

5B. Refurbish hospital into a recreational center 6B. Single family housing

50

IIV V Redevelopment C. Physical Design

Recommendation

ii. Infill Development

51

IIV V Redevelopment C. Physical Design

Recommendation

iii. Integration of additional Nodes within Downtown

1. Innovative Block

The innovative block may include, business incubators, commercial and residential spaces, housing, community garden, transportation accessibility, social meeting and gathering spaces, and other amenities.

It is true place to discover downtown.

52

IIV V Redevelopment C. Physical Design

Recommendation

iii. Integration of additional Nodes within Downtown

2. Indoor Event Center

The proposed programs for the Indoor Event Center are the result of input and consultation with Mineral Wells residents and business holders. The suggested indoor event center programming consists of a number of functions: :: Sport facilities (basketball/volleyball/soccer courts) :: Gym space :: Climbing/bouldering walls :: Large event/conference room :: Concert/conference hall :: Seating :: Lighting :: Restrooms :: Childrenâ&#x20AC;&#x2122;sw playground :: Merchandise/shopping area :: Storage areas (on-site) :: Open space :: Electrical outlets :: PA systems :: Swimming pools :: HVAC systems :: Food courts/vendors

53

IIV V Redevelopment C. Physical Design

Recommendation

2. Outdoor Event Center

The outsoor event center can become the civic heart of Mineral Wells. Sized and located to enable outdoor perforamce events and civic celebrations, the location of both the indoor and outdoor event centers are a key aspect of the overall city square, accessible to both residents and visitors alike. The suggested outdoor event center programming consists of several functions, a number of which are shown on the image. Please note that potential programming can also include: :: Performance area :: Lawn (concert, outdoor lecture, team activities) :: Open space :: Festival and celebration area :: Amphitheater :: Stream, pond, and lake (Water feature) :: Thematic gardens (Butterfly, bird, flower, rose) :: Japanese garden (Tea house and Zen garden) :: Open-air pavilion :: Tent or deck :: Easy to use grill & BBQ area :: Picnic/Recreation areas :: Terraces for scenic views :: Information center/s :: Security locations :: Children playground :: Food courts/vendors

Open Amphitheater

iii. Integration of addtional Nodes within Downtown

Picnic/Recreation

Food COurts/ Vendors

Performance Area

Recreation Area

54

IIV V Redevelopment C. Physical Design

Recommendation

iii. Integration of addtional Nodes within Downtown

2. Urban Parks

Urban Parks are one of the main components of the city. Urban parks include environmental, economic, and social benefits for the users. They provide numerous passive and active recreation opportunities for the park users, such as walking a dog, playing basketball, sketching a scene, having a family picnic, and so on... Apart from these amenities, urban parks also offer unquestionable health benefits with direct contact with nature.

Physical activities reduce obesity and increase well-beings for the park users. Urban parks are also great locations for physical activity and social interaction. Mineral Wells has the opportunity to have a great urban park. Local communities who live near the parks may easily use these parks no matter what their income or condition is.

Furthermore, numerous studies have shown that proximity to parks and/or linear trails increases property values. Additional economic benefits include the creation of job opportunities during and after the urban parksâ&#x20AC;&#x2122; construction.

55

IIV V Redevelopment C. Physical Design

Recommendation

iii. Integration of addtional Nodes within Downtown

2. Linear Park (Canal Project)

The main difference between urban parks and linear parks is that linear parks are generally interconnect to recreational and natural areas via pedestrian and bicycle paths.

The drainage canal area along NW 2nd and SW 2nd Avenue provides an opportunity for a linear park that connects the northern and southern portions of downtown while repurposing a site that currently acts as a barrier. The drainage area currently blocks access from the residential areas west of downtown to the downtown core. Creation of a linear park offers connection north and south and connects east and west, as residents could walk to indoor and outdoor event centers and through these facilities to the shops and restaurants along the proposed pedestrian city square.

56

IIV V Redevelopment C. Physical Design

Recommendation

iv. Connection of North and South Mineral Wells

1. Bike Trail Integration & South Mineral Wells Bike Park Corridor (Hertitage Post-Industrial Park)

Post industrial parks refer to the parks in struggling or unsightly post-industrial sites, caused by the replacement of aging industries because of urban development pressures and technological developments. The most well-known examples of post industrial parks are the High Line in New York, Landscape park Duisburg-Nord, Germany, Gas Works Park in Seattle, Ariel Sharon Park in Tel Aviv, and Freshkills Park in Staten Island. They work to transform a liability to a strength.

South to North Connection

For Mineral Wells, there are opportunities for the (heritage)post-industrial parks in the southern portion of the study area. For instance, the Lake Mineral Wells State Trail and old Rail Station can be connected to the Central Business District and pedestrian loop via this kind of park.

The proposed post industrial trail would run from the southern end of the linear park south to the Lake Mineral Wells State Trail trailhead, then east past the old rail station and proposed satellite parking on SE 1st Avennue. In addition to providing key connectivity and accessibility to downtown, the park/trail offers opportunities for public art and celebration of Mineral Wells history.

Bike Park Corridor

57

IIV V Redevelopment C. Physical Design

Recommendation

v. Gateways and Signage

A signage and wayfinding program can greatly assist the overall branding and the overall functionality of downtown Mineral Wells. The earlier accessibility analysis identified key gateway entry points into downtown that take advantage of the primary highway access points. However, additional gateway signage to identify the pedestrian loop and wayfinding signage to provide directions to key nodes and points of interest along the city square. By announcing arrival at the city square and showing many of the features to discover in downtown, this signage can attract people out of their cars while at the same time reinforcing the overall brand and image of Mineral Wells.

The image below shows the suggested locations for gateway and wayfinding signage on the pedestrian loop.

Downtown Gateway Wayfinding Signage

58

IIV V Redevelopment D. Parking Analysis

Recommendation

i. Gains and Losses

The earlier parking analysis identified the current location and types of parking. Many of the proposed changes to downtown will affect parking. Since a principal goal of the plan is to increase visitors to downtown, providing adequate parking in the right places is critical. The overall goal is to consolidate parking where possible, and to provide satellite parking that lets visitors park their car and access downtown Mineral Wells safely and comfortably on foot.

The image below shows the overall changes to downtown resulting in a net gain of parking.

Added Satellite Parking Area

Added On Street Parking Area

Added On Street Parking Area

Space Added: 54 (approx.)

Space Lost: 0 Net Gained: 54 (approx.)

59

IV Redevelopment E. Economic Analysis

Recommendation

i. Consumer Segments, Expenditures and Preferences

The Institute conducted an economic and market analysis in order to inform the downtown revitalization efforts. One of the plan objectives includes attracting, retaining and growing the commercial sector of historical downtown. In the effort to economically revitalize downtown, alongside proposing a design scenario, IUS has evaluated a range of potential patrons in order to 1) advise redevelopment efforts and 2) successfully market to attract consumers. The following analysis will review: median household disposable income, expenditure trends, psychographics and “Top 3 Life Mode” Groups.

Patrons have been segmented into three categories to permit in depth examination of each patron type.

A. Local Consumers

According to American Fact finder (2014), the average commute time for Palo Pinto County is 24 minutes. This commute time is used to determine the radius of the defined “local consumer” population. Therefore, two drive time radii are used to include the local consumer population: 0-15 minute drive time and 15-30 minute drive time.

0-15 minute drive time radius Income The median household disposable income for this segment is $36,019 (average: $45,200). More than a third of the population has a median household disposable income ranging from $50,000-$99,999; more than 50 percent with the range of $35,000-$99,999. Worth nothing, there is a small but affluent population (4.1 percent) with a median household disposable income range of $100,000-$149,000.

The top three clusters and associated age, number of households, and highest disposable income amount are as follows: • • •

Ages 55-64 (1792 households) $37,887 Ages 45-54 (1762 households) $42,584 Ages 35-44 (1351 households) $43,162

Expenditure Trend The Top 6 Expenditure Categories with the associated total expenditure amount are as follows: • • • • • •

Retail Goods ($166M) Shelter ($96M) Food at Home ($35M) Health Care ($32M) Entertainment/Recreation ($22M) Food Away from Home ($20M)

Psychographics Approximately 50 percent of the adults (10,160) hold product origin values, stating that “Buying American is important to me”; the group’s preference exceeds the national average by 18 points. However, approximately a third of the population (6,158) consists of conscious consumers stating-“price is usually more important than brand name” at a rate higher than the national average by more than 10 points; 20 percent (3,947) using coupons for brands they purchase often” slightly higher than the national average by 5 points. The consumer population is diverse; another 20 percent of the population (3,672) “Usually buy based on quality-not price”.

About a third of the population is “likely to buy a brand that supports charity” on par with the national average.

20%

of population

Using coupons for brand

::Households And Median Household Income In 0-15 Minute Drive Time Radius

60

IV Redevelopment E. Economic Analysis

Recommendation

i. Consumer Segments, Expenditures and Preferences

Top Three Life Mode Groups

Small Town Simplicity

Diners & Miners

The most dominant three Life Mode Groups within the 0-15 minute drive radius are as follows (see appendix for description of preferences and characteristics):

•

Includes young families and senior householders that are bound by community ties

•

Predominantly married couples

•

The lifestyle is down-to-earth and semirural, with an emphasis on convenience for both young parents and senior citizens

•

Earns a living with their hands and enjoys activities such as hunting, yard work and gardening

•

Budget-minded residents, they enjoy home cooking, but nothing too fancy

•

Population interested in sense of place

•

This population is highly rooted and does not move often

Rooted Rural •

Enjoys time spent outdoors, hunting, fishing, or working in their gardens

•

Essential values: community and connection to people

•

Preference for American-made and generic products

•

Recreational activities: online computer games, scrapbooking, outdoor activities (e.g. hunting and fishing)

•

Price conscious consumers; regularly shopping with coupons at discount centers.

• •

Heavily influenced by religious faith, traditional gender roles and family history.

Thrifty shoppers; expenditures on clothes consists of necessity vs. fashion.

50%

of Adults state

“Buying American is important to me”

1/3

of population state

“Price is more important than Brand name”

20%

of population usually

Buy based on quality

61

IV Redevelopment E. Economic Analysis

Recommendation

i. Consumer Segments, Expenditures and Preferences

15-30 minute drive time radius Income

Expenditure Trend

Psychographics

The median household disposable income for this segment is $45,547 (average $58,145). More than a third of the population has a median household disposable income ranging from $50,000-$99,999; more than 50 percent with the range of $35,000-$99,999. Worth nothing, 10 percent of the population has a median household disposable income range of $100,000-$149,000.

The Top 6 Expenditure Categories with the associated total expenditure amount are as follows:

Approximately 50 percent of the adults (17,253) hold product origin values, stating that “Buying American is important to me”; the group’s preference exceeds the national average by 17 points. Additionally, the population’s spending preferences vary but are about on par with the national average: Usually buy based on quality-not price (98), price is usually more important than brand name ((105), Usually use coupons for brands I buy often (104). Worth noting, a consumer pattern below the national average: Usually buy items on credit rather than wait (88).

The top three clusters and associated age, number of households, and highest disposable income amount are as follows: • 55-64 (3,326 households) $50,199 • 45-54 (3,311 households) $57,054 • 35-44 (2,667 households) $54,103

• • • • • •

Retail Goods ($421M) Shelter ($247M) Food at Home ($88M) Health Care ($83M) Entertainment/Recreation ($65M) Food Away from Home ($52M)

50% ::Households And Median Household Income In 15-30 Minute Drive Time Radius

of Adults state

“Buying American is important to me”

62

IV Redevelopment E. Economic Analysis

Recommendation

i. Consumer Segments, Expenditures and Preferences

Top Three Life Mode Groups The most dominant three Life Mode Groups within the 15-30 minute drive radius are as follows (see appendix for description of preferences and characteristics):

Green Acres •

Country living and self-reliance

•

Avid do-it-yourselfers

•

Recreation: Gardening, especially growing vegetables, hunting and fishing, motorcycling, hiking and camping and even golf

• •

Median age of this population is 43, more than 60 percent college educated

•

•

Slightly older married couple families who own their homes

•

Employed in a variety of industries such as manufacturing, health care, retail trade and construction; with higher proportions in mining and agriculture than the U.S.

•

Enjoy country living preferring outdoor activities and DIY home projects

•

Married couples without children dominate this segment

Local Area Community/Attraction is a category different from Local Tourism, this category pertains to “local” vs. “regional” entertainment, recreation, goods and services consumers are willing to drive to patronize. Trips of this sort consist primarily of one day outings with a drive time range of 30-60 minutes. As a result, two consumer populations are itemized within this category: 30-45 minute drive time and 45-60 drive time.

Middleburg •

Transformed from the easy pace of country living to semi-rural subdivisions

•

Residents are conservative, family-oriented consumers

•

Thrifty but willing to carry some debt and are already investing in their futures

•

This market is growing in size and assets.

Mostly of young couples with children.

Nearly 70 percent have a high school diploma and some college; participation in the labor force is high with a lower than national average unemployment rate (7.4%).

•

This segment also has a net worth of $89,000

Unemployment lower than the national average and income is not solely derived from wages and salaries but also from self-employment (e.g. investments)

Southern Satellites

Nearly 80 percent of own their homes free of debt, with most houses built in the 1970s.

B. Local Area Community/Attraction

30-45 minute drive time radius Income The median household disposable income is $48,731 (average: $64,377); more than 20 percent higher than the “local” population’s median household disposable income. More than 45 percent of the households possess a median household disposable income ranging from $35,000-$99,999; a third of the population with income range of $50,000-$99,999. Worth noting, approximately 12 percent of the population possess disposable income in excess of $100,000-$149,000; nearly triple the percentage of that of the local population.

A closer examination reveals clusters according to age, number of households and median household disposable income: • • •

Ages 35-44 (9,139 households) $52,895 Ages 45-54 (11,641 households) $57,130 Ages 55-64 (11,831 households) $50,021

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IV Redevelopment E. Economic Analysis

Recommendation

i. Consumer Segments, Expenditures and Preferences

Expenditure Trend

Psychographics

Top Three Life Mode Groups

The Top 6 Expenditure Categories with the associated total expenditure amount are as follows:

Approximately 50 percent of the adults encompassed in a 30-45 minute drive radius (42,636) hold product origin values, stating that “Buying American is important to me”; the group’s preference exceeds the national average by 11 points. Contrary to the 0-30 minute drive radius, this population is not as price conscious- “price is usually more important than brand name” is on par with the national average (101). This population’s unique preferences and characteristics are better exhibited by their lower than national average trends:

The most dominant three Life Mode Groups within the 30-45 minute drive radius are as follows (see appendix for description of preferences and characteristics):

• • • • • •

Retail Goods ($1.4B) Shelter ($890M) Food at Home ($312M) Health Care ($293M) Entertainment/Recreation ($199M) Investments ($154M).

It is worth noting that compared to lesser drive times, this segment’s expenditure trends sixth highest expenditure is not Food away from Home but instead Investments.

• • • •

Usually buy items on credit rather than wait (88) Am interested in how to help the environment (88) Usually pay more for environ safe product (86) Usually value green products over convenience (88)

Green Acres •

Country living and self-reliance

•

Avid do-it-yourselfers

•

Recreation: Gardening, especially growing vegetables, hunting and fishing, motorcycling, hiking and camping and even golf

•

Median age of this population is 43, more than 60 percent college educated

•

Unemployment lower than the national average and income is not solely derived from wages and salaries but also from self-employment (e.g. investments)

Southern Satellites

::Households And Median Household Income In 30-45 Minute Drive Time Radius

•

Slightly older married couple families who own their homes

•

Employed in a variety of industries such as manufacturing, health care, retail trade and construction; with higher proportions in mining and agriculture than the U.S.

•

Enjoy country living preferring outdoor activities and DIY home projects

•

Married couples without children dominate this segment

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IV Redevelopment E. Economic Analysis

Recommendation

i. Consumer Segments, Expenditures and Preferences

45-60 minute drive time radius •

Nearly 80 percent of own their homes free of debt, with most houses built in the 1970s.

College Towns •

Residents of the College Town segment are enrolled in college, while the remaining work for a college in a support service capacity

•

Digitally engaged group uses computers and cell phones for all aspects of life including shopping, school work, news, social media and entertainment

•

College Town populations are eager to engage in new experiences and seek out variety and adventure in their lives

•

Bike and pedestrian friendly

•

Limited income, liberal political views, preference for environmentally friendly products and vehicles that get good gas mileage, this group is in constant search for an adventure and experience. Popular activities for this group consist of backpacking, Pilates and Frisbee.

Income

Expenditure Trend

The median household disposable income for the subset of the Local Area Community/Attraction population is $41,223 (average $56,733). More than 50 percent of the households possess a median household disposable income ranging from $35,000-$99,999; a third of the population with income range of $50,000-$99,999. Worth noting, approximately 10 percent of the population possess disposable income in excess of $100,000-$149,000.

The Top 6 Expenditure Categories with the associated total expenditure amount are as follows:

A closer examination reveals clusters according to age, number of households and median household disposable income: • • •

• • • • • •

Retail Goods ($5.7B) Shelter ($3.6B) Food at Home ($1.2B) Health Care ($1.1B) Entertainment/Recreation ($769M) Investments ($590M)

Ages 35-44 (42,086 households) $47,286 Ages 45-54 (48,939 households) $53,334 Ages 55-64 (49,142 households) $45,552

::Households And Median Household Income In 45-60 Minute Drive Time Radius

65

IV Redevelopment E. Economic Analysis

Recommendation

i. Consumer Segments, Expenditures and Preferences

Psychographics

Green Acres

45 percent of the adults encompassed in a 45-60 minute drive radius (236,862) hold product origin values, stating that “Buying American is important to me”; the group’s preference exceeds the national average by 5 points. This population is slightly price conscious- “price is usually more important than brand name” is expressed 4 points higher than the national average (104). This population is not comprised of unique preferences and characteristics; nearly on par (one or two points) with the national average trends.

•

Country living and self-reliance

•

Avid do-it-yourselfers

•

Recreation: Gardening, especially growing vegetables, hunting and fishing, motorcycling, hiking and camping and even golf

•

Median age of this population is 43, more than 60 percent college educated

•

Unemployment lower than the national average and income is not solely derived from wages and salaries but also from self-employment (e.g. investments)

Top Three Life Mode Groups The most dominant three Life Mode Groups within the 45-60 minute drive radius are as follows (see appendix for description of preferences and characteristics):

Southern Satellites • •

Slightly older married couple families who own their homes Employed in a variety of industries such as manufacturing, health care, retail trade and construction; with higher proportions in mining and agriculture than the U.S.

•

Enjoy country living preferring outdoor activities and DIY home projects

•

Married couples without children dominate this segment

•

Nearly 80 percent own their homes free of debt, with most houses built in the 1970s.

Barrios Urbanos

C. Local Tourism Destination The Local Tourism Destination category consists of entertainment, recreation, goods and services which patrons will drive in excess of an hour to patronize and are inclined to spend the weekend or target as a “staycation” venue. This type of category involves the commodification of the city, essentially patrons “shop the city” for its unique attributes (e.g. historical significance, cultural distinctiveness, nature-oriented amenities and recreational (i.e. festivals, fairs etc.)).

60-90 minute drive time radius Income The median household disposable income for the 60-90 minute drive times is $45,371 (average $60,529).

Nearly 50 percent of the households possess a median household disposable income ranging from $35,000$99,999; a third of the population with income range of $50,000-$99,999. Worth noting, 11 percent of the population possesses disposable income within the range of $100,000-$149,000.

•

Family is central within these diverse communities. Hispanics make up more than 70 percent of the residents

•

More than one in four are foreign born

•

Dominating this market are younger families with children or single parent households with multiple generations living under one roof

A closer examination reveals clusters according to age, number of households and median household disposable income:

•

Most are employed in skilled positions within the following industries: manufacturing, construction, or retail trade sectors

• • •

•

The median age of this population is 28.3 and the racial and ethnicity diversity index is rated as 80.3.

Ages 35-44 (230,347 households) $51,161 Ages 45-54 (245,684 households) $57,970 Ages 55-64 (210,616 households) $50,694

66

IV Redevelopment E. Economic Analysis

Recommendation

i. Consumer Segments, Expenditures and Preferences

Expenditure Trend

Top Life Mode Groups

•

The Top 6 Expenditure Categories with the associated total expenditure amounts are as follows:

The most dominant three Life Mode Groups within the 60-90 minute drive radius are as follows (see appendix for description of preferences and characteristics):

This is a highly educated population with more than 66 percent with some college and college degrees

•

A median net worth of $96,000; they spend about 8 percent more than the national average on housing, more than 9 percent above national average on transportation and more than 11 percent on entertainment and recreation

•

Interested in leisure pertaining to family activities: movies at home, trips to theme parks or the zoo and sports, from backpacking and baseball to weight lifting and yoga.

• • • • • •

Retail Goods ($27B) Shelter ($18.5B) Food at Home ($5.9B) Health Care ($5.2B) Entertainment/Recreation ($3.75B) Food away From Home ($3.8B).

Up & Coming Families •

•

A market in transition, residents are younger and more mobile and ethnically diverse than the previous generation Their homes are new; their families are young and this is one of the fastest growing markets in the country.

Barrios Urbanos

:: Households And Median Household Income In 60-90 Minute Drive Time Radius

•

Family is central within these diverse communities. Hispanics make up more than 70 percent of the residents

•

More than one in four are foreign born

•

Dominating this market are younger families with children or single parent households with multiple generations living under one roof

•

Most are employed in skilled positions within the following industries: manufacturing, construction, or retail trade sectors

•

The median age of this population is 28.3 and the racial and ethnicity diversity index is rated as 80.3.

67

IV Redevelopment E. Economic Analysis

Recommendation

i. Consumer Segments, Expenditures and Preferences

Understanding the consumer expenditure pattern of the patrons is essential in order to inform the redevelopment efforts of downtown Mineral Wells. Therefore, the use of Market Potential Index is used to identify commercial opportunities and consumer demands and to highlight preferences which exceed the national average.

The national average score is 100. Therefore, all scores which exceed 100 demonstrate a higher than the national average demand.

The recommendations for the redevelopment of downtown Mineral Wells consist of eight categories. The eight categories contain types of commercial stores which are reflective of a significantly higher than national MPI. Potential businesses within each category are presented for each.

The eight categorical recommendations are as follows:

A. Locals Entertainment & Other •

Video game store

•

Internet Lounge

•

Downtown wide wireless

•

E-Vapor Store

•

Pet Supply and Grooming Store

•

Live Music Venue (e.g. Country Music, Jazz)

Culinary Arts •

Outdoors & Recreation •

Guides: fishing, hunting

•

Fishing/Hunting Stores

•

Mountain Bike Sales/Repair Stores

•

Multi-Outdoor Target shooting park (e.g. archery and guns)

•

Rental service facility downtown

•

Outdoors Equipment Repair shop

Entertainment, Recreation & Other Outdoors

Film/Theater

Local affordable eateries market supplied

History & Education •

Historical Markers. Museums market supplied

•

Veterans Celebration or parade

Film/Theater Culinary Arts History Festivals & Celebrations Arts & Crafts

Crazy Water Pride Events :: Levitt Pavilion, Arlington TX (Live Music Venue)

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IV Redevelopment E. Economic Analysis

Recommendation

i. Consumer Segments, Expenditures and Preferences

B. Local Area Community/Attractions

•

Woodworking show

•

Community music events

•

Car & ATV shows i) Antique and custom parade

•

Rodeos

•

Speed Racing film festival

Arts & Crafts

•

Sports bar with indoor sports activities

•

Electronic store/Play zone oriented

•

Service repair store (e.g. camera)

•

Toy Store (e.g. Lego)

•

Hookah lounge and restaurant

•

•

Southern cuisine food competition/festival (e.g. chili, BBQ)

History & Education •

Outdoors & Recreation

Veterans historical guide

Festivals & Celebrations

Outdoor youth competitions, training and activities i) Fishing ii) Boating iii) kayaking

•

Annual “The Outdoorsman” Competition

•

Dirt Bike Festival i) Registration space could be multi-purpose

•

Car show

•

Woodworking store

•

Art Display Space

•

Supply store

•

Antique guns exhibition

•

Annual “The Outdoorsman” Competition

•

Art exhibition (e.g. Birdwatching, amateur photographs)

Arts & Crafts Film/Theater •

Crazy Water Pride Events

Culinary Arts

Entertainment & Other

Festivals & Celebrations

Multi-purpose theater (e.g. regular movies, plays, stand-up comedy stage, historical movies)

:: Austin, TX (Southern cuisine food festival)

Crazy Water Pride Events

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IV Redevelopment E. Economic Analysis

Recommendation

i. Consumer Segments, Expenditures and Preferences

C. Local Tourism Destination

Arts & Crafts

Entertainment & Other •

Internet Café

•

Music bars

•

Cell phone stores

•

Toy stores

•

Craft Store (e.g. Michaels’)

•

Art Gallery store fronts

Outdoors & Recreation •

Open space

•

Outdoor Event space

•

Sports bars

•

Sport fields

Crazy Water Pride Events

Film/Theater •

Movie theater

Culinary Arts

History & Education •

Bookstore

Festivals & Celebrations •

Farmers’ Market

•

Car Show

•

Cycle shows :: Waco, TX (Farmers’ Market)

70

V

Downtown Design

This chapter will provide in-depth guidelines on downtown physical design. This chapter can be applied to maintain a coherent aesthetic feature of the city For future development and construction.

V Downtown Design

i. Current Assessment

Categories of Assessment Buildings

Commercial and Residential

Current Assessment

New developments outside of the downtown core, lower densities, greater distances between activity centers, automobile-oriented neighborhoods and lack of proper or contiguous sidewalks, created over time a hostile pedestrian environment. Downtown Mineral Wells has limited activity centers and highly trafficked main thoroughfares, as well as sidewalks and landscaping which are not inviting to pedestrians.

Downtown thus is more of a place to drive through rather than a place to linger and explore. In order to improve downtownâ&#x20AC;&#x2122;s image and vitality, efforts should focus on increasing comfort and safety for pedestrians, with the overall goal of making a city center that is a pleasant place to shop, dine, and experience as a pedestrian, rather than as a driver.

The proposed plan endeavors to incorporate pedestrian oriented strategies into downtown in order to increase the number of activity centers and level of density, and improve pedestrian-friendly streets and the quality of sidewalks. Design strategies are designed with the goal of encouraging people to explore downtown and increasing human activities in order to bring more customers for downtown businesses.

Sidewalks and Pedestrian Experience

Lighting

Signage

Facade

72

V Downtown Design

i. Current Assessment Landscape

Street Furniture

The proposed plan endeavors to incorporate pedestrian oriented strategies into downtown in order to increase the number of activity centers and level of density, and improve pedestrian-friendly streets and the quality of sidewalks. Design strategies are designed with the goal of encouraging people to explore downtown and increasing human activities in order to bring more customers for downtown businesses.

Bike Trail

Parking

Urban Park

Improving the overall downtown environment for pedestrians and providing public spaces in downtown increases the opportunity for socializing and interactions. Also, a more pedestrian friendly environment will bring more eyes on the street and create a safer place.

73

V Downtown Design

i. Current Assessment

General Theme of Mineral Wells

The historic downtown of Mineral Wells has a typical small-town style. The main street, US 281 â&#x20AC;&#x201C; N Oak Ave, includes retail shops, eateries, banks and other commercial offices, and some vacant storefronts.

Some buildings were originally used as small hotels or boarding houses. Buildings in downtown have similar width and depth, and are set flush to each other, forming a continuous street wall.

Since downtown Mineral Wells developed over a long period of time, buildings within the downtown area possess differing architectural styles.One of the styles in downtown Mineral Wells is Italian Renaissance-style commercial building with rough-cut sandstone walls and smooth-cut pilasters, dentils, and chamfered entry. A slightly modified version of this style is also known as commercial vernacular storefront, with first floor display windows above a wooden or metal bulkhead, and transom windows at the top of the first floor.

The Baker Hotel:

The Baker Hotel has a southwestern Art Deco Architecture style: Arc Deco elements such as ziggurat (stepped) rooflines, glass block, decorative sculptural panels, eyebrows, round porthole windows, terrazzo floors, and curved edges and corners, can be seen in its windows, lights and other fine details.

They are mostly built of red brick or stone, with stucco interiors, or plaster and lathe interiors. They have shops at street level and living residences or offices above.

The Post Office:

The Post Office is in the American Beaux Arts architectural style, constructed of reinforced concrete and stucco clad and has classical details emphasizing classical (Greek and Roman) forms and features, elaborate detailing, and heavy masonry highlighted with limestone trim.

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V Downtown Design

•

ii. Recommendations 1. Phasing

II A: Linear Park • •

PHASE I

Downtown Core

•

This area is the focus of downtown Mineral Wells’ street life and pedestrian-friendly environment.

Accordingly, the street design and programs in this zone are intended to directly contribute to the aforementioned goals. This phase, comprises parcels that are allocated to retail, commercial, entertainment and civic uses.

The CBD/Downtown Core includes downtown businesses, catalytic projects; proposed innovative block, outdoor and indoor event centers, satellite parking, the proposed outdoor urban area adjacent to Baker Hotel, and proposed urban park which are all within the enhanced pedestrian thoroughfare and the proposed “city square”.

•

•

The Pedestrian thoroughfare forms a loop of US 180 SE, NE 1st Ave, going through NE and NW 2nd St, NW 1st Ave and US 180 S. The pedestrian crossings over the intersections on the pedestrian thoroughfare are designed to be pedestrian-friendly and to provide increased pedestrian safety, and are landscaped with specialized cross walk texture.

Located on NW 2nd Ave. and a portion of parcels on its west side between US 180 W. and NW 6Th St. Consists of landscaping, hike and bike trail, outdoor sport activities, and urban furniture.

The proposed linear park connects the residential neighborhoods to downtown and covers over the existing drainage canal.

• •

The parcels next to the Linear Park are intended to be a vibrant mixed-use of residential and commercial zones.

2 story buildings should have commercial/retail programs on ground level and residential above.

Phase III focuses on the residential neighborhoods beyond the Phase I and II boundary within the study area. Phase III recommendations are not detailed by block as are those for Phases I and II. Proposed improvements in this phase are suggested to better connect the residents of these areas of Mineral Wells to the city square and other proposed improvements within downtown. The recommendations are: •

•

II C: US 180 W Corridor •

Sidewalk development, beautification, adding urban furniture and proper street lighting for US 180 W. is a part of Phase Two which aims to link the old High School of Mineral Wells to the downtown core.This pedestrian pathway, considering the proposed features, is proposed to be labeled “Old Mineral Wells High School Greenway”.

II D: Bike Trail Project

Heritage Post Industrial Park •

A graffiti wall over industrial area remembers the heritage of Mineral Walls in its golden age.

PHASE II

II B: Infill Development and Mixed-Use

Pedestrian Thoroughfare •

•

PHASE II

In this study, Mineral Wells downtown is divided into two phases; the first phase covers the downtown core, CBD, and pedestrian thoroughfare. The second phase, includes the proposed linear park, infill development, US 180 W. corridor and bike trail project.

•

In addition, way finding and welcoming signage are provided to accompany the crossing design.

•

•

Improvement of sidewalks and streets, especially those that improve pedestrian access of neighborhoods to the west and north of downtown to the linear park and infill development areas in Phase II NW 4th Street and NW 2nd Street are recommended as focus areas to improve pedestrian connectivity.

Provision of pedestrian and bicycle amenities to improve safety and connectivity from the proposed bike trail improvements to the proposed pedestrian square. Pedestrian improvements along SE 1st Avenue from the Lake Mineral Wells State Trail toward the Baker Hotel should receive priority.

Provision of satellite downtown parking in the currently vacant block between SE 1st and 2nd Avenues immediately north of the Lake Mineral Wells Trail.

Conduct further studies to determine a program of overall street improvement and repaving as necessary within the residential portions of Phase III.

Beautification, adding trees, canopy shadings, urban furniture and proper street lighting along existing bike trail is a part of Phase Two.

75

V Downtown Design

ii. Recommendations 2. Street Design

The Street Design program includes the travel lanes, parking lanes, medians as well as the sidewalk and sidewalk landscape areas.

Streets are designed according to their location and role.

The street design programs will contribute to the downtown pedestrian circulation, facilitate the auto traffic flow and the formation of public space. The number of lanes, width of the side walk, parking type and texture changes according to the location and use of streets.

NE 1st Ave One way street toward North.

Starting point of the pedestrian thoroughfare, beside the Baker Hotel.

One travel lane and one 45 degree angled parking lane.

Travel Lane

parking Lane

NE 1st Ave.

Wide sidewalk to facilitate the pedestrian experience though downtown pedestrian thoroughfare.

NW 1st Ave Downtown Core Streets Downtown Core Streets will provide comfortable, convenient, and safe connectivity within the retail area and entertainment heart of Mineral Wells. They also facilitate the pedestrian friendly flow in the downtown area.

Pedestrian-scale decorative street lighting and way finding signage would be placed within the sidewalk.

In the City Square, a Linear Green open space, comprised of grassy open space or planting wells is proposed which includes elements that provide amenities for pedestrians such as small pavilions for food concessions, trellises, fountains, and benches.

One way street toward South.

One travel lane and one 45 degree angled parking lane.

Wide sidewalk to facilitate the pedestrian experience though downtown pedestrian thoroughfare.

Pedestrian-scale decorative street lighting and way finding signage would be placed within the sidewalk.

US 281 - N Oak Ave Main downtown Mineral Wells street.

One travel lane and one parallel parking lane on each side.

Pedestrian-scale decorative street lighting and way finding signage should be placed within the sidewalk.

Travel Lane parking Lane

In the City Square, a Linear Green open space, comprised of grassy open space or planting wells is proposed which includes elements that provide amenities for pedestrians such as water fountains and benches.

Travel Lane parking Lane

US 281 - N Oak Ave

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V Downtown Design

ii. Recommendations

3. General Downtown Design

Parking

Architecture

On street parallel and angled parking lanes are proposed to facilitate the downtown users’ experience.

In order to keep the historic feel of downtown Mineral Wells, all building improvements and new buildings should be designed according to the architecture style of existing buildings in downtown. Here are suggestions on the permitted Architectural Character Types.

Downtown General

There is additional satellite parking proposed on some parcels.

The Downtown proposal aims to ensure that downtown area is designed, landscaped, paved, and lit in a manner that is attractive, pedestrian friendly and appropriate to the Downtown urban environment.

Appropriate signage is recommended for on street and satellite parking.

Streets Streets are designed to deliver pedestrian comfort, convenience, and safety, as well as community building and business improvement, development and growth.

The sidewalk should be buffered from the Parking area by landscaping or curb bump outs.

Proposed parking lots are designed to increase safety and provide clear views both to and within the site.

•

Parking provides clear pedestrian circulation routes and walkways to sidewalks and main building entrances.

Open Spaces

Bicycle parking and bike racks should be provided in secured places within the downtown area.

Open spaces are proposed to accommodate events, gatherings and a place for social interactions. Proper landscaping, signage, lighting and decorative, pedestrian-scaled site furnishings and equipment is also provided to improve safety and experience of downtown Mineral Wells for residents and visitors.

Façades

Urban furniture: Seating benches, planters, trash and recycling containers, decorative bollards, bike racks and canopy shadings are recommended in downtown.

Neoclassical

The Neoclassical is monumental and civic. In this style:

The arrangement of architectural elements and façades which deliver beauty, safety, convenience, and comfort for users is recommended for new developments in downtown.

• • •

•

•

Roofs are visible and can be flat or mansard type with slate.

Wall cladding materials should be stone, brick or ceramic tile.

Trim materials can be stone, ceramic tile or wrought iron, or stucco.

Building Base and Middle Caps should be simple horizontal belt courses, an ornamented frieze, or a classical cornice. Building Top Caps should be detailed and proportioned according to the Classical guidelines.

The forms, proportions, and decoration of doors and window frames, columns, capitals, pilasters and cornices should be attain the Neoclassical guidelines.

The shape of windows must be simple and rectangular and may have arched tops.

All exterior building improvements and new developments should match the overall style of Mineral Wells’ Downtown architecture.

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V Downtown Design

•

ii. Recommendations

3. General Downtown Design

•

Art Deco

Art Deco is inspired by decorative architectural styles and also changes in machine technology and popular taste between World War I and World War II. In this style: • • • •

•

•

Flat roof with an ornamented parapet.

Building Base and Building Middle Caps should be simple horizontal belt courses or an ornamented frieze.

Trim materials should be ceramic tiles, stucco, polished metal or terra cotta. Multiple materials may be used in this part.

Wall cladding must be brick, terra cotta, stone, ceramic tile or stucco. Each Façade Height Articulation element should only have one primary material but materials may vary from element to element.

Art Deco ornamentations such as zigzag elements, fan-like shapes, stepped arches, artificial foliage and other Art Deco ornamented features should be used.

Window shapes should be simple and rectangular.

Building Base and Middle Caps should be stepped cornice or a simple horizontal belt courses and the Top Caps should be ornamented friezes including ornamental spandrel panel.

Above and below windows should have ornamental spandrel panels.

Craftsman

This style presents simplicity and natural forms, especially in residential buildings. In this style: • •

• • • • •

Roofing should be wood shakes or shingles, or composite fire safe imitations thereof.

Wall cladding can be stucco or wood. Clapboard or small singles are accepted for siding in wooden wall cladding. Each Façade Height Articulation element should only have one primary material but materials could vary from element to element.

Trim materials should be stucco for stucco wall clad and wood for wooden wall clad.

Roof brackets and rafter tails should be wood and brick can be used for Building Base, Pilasters and columns.

Building Base and Middle Caps should have a cornice, simple horizontal belt courses or a milled wooden molding.

Building Top Caps should be deep roof overhangs featuring uncovered rafter tails.

Window shapes should be simple and rectangular.

Contemporary

The Contemporary Architectural style uses simple forms, modern construction methods and contemporary building materials to meet modern life needs. This style should not be approved for Phase I infill or redevelopment, but could be appropriate for Phase II infill and redevelopment. In this style: Roofs can be mansard, flat or shaped according to designed geometric forms or volumes with any type of materials such as wood, tile, standing metal seam and etc.

•

• • • •

Wall cladding can be stucco, wood, brick, terra cotta, ceramic tile, terra cotta, glass or metal. Each Façade Height Articulation element can use multiple materials and materials may vary from element to element.

Multiple Trim materials such as ceramic tile, stucco or polished metal can be used.

Building Base and Middle Caps can be cornices, horizontal belt courses or ornamental friezes.

Building Top Caps should be designed as a visible feature that matches the overall architectural composition.

Window shapes should be generally simple and rectangular, but may have designed shaped incorporated with the overall architectural composition.

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V Downtown Design

ii. Recommendations

3. General Use Guidelines

Downtown Redevelopment Guidelines

Historic Resources Preservation Guidelines

In order to strengthen the retail vitality and economic base of the downtown and to further enhance the pedestrian experience, the following guideline should apply to all uses in downtown.

Downtown Mineral Wells is fortunate to be endowed with historic resources which make Downtown an attractive and unique place.

Windows on the ground level building façade facing a street should be used to display consumer goods and/ or services.

Use Regulations

The following standards and guidelines should apply to all uses.

•

All permitted uses for a single Use Zone are allowed either alone or in combination with any other permitted uses within a parcel.

•

All uses should provide necessary space on-site, within an enclosure or a trash room, for all trash storage and recycling storage needs related to the use. Trash storage facilities or containers should not be allowed on public streets, plazas, or parking lots.

•

In order to preserve historic resources by enhancing their economic viability for adaptive reuse, historic buildings should be exempted from certain ground floor use restrictions.

•

All ground-level retail and service that face to astreet or a public space should have clear glass on at least 60% of their façades between 3 and 8 feet above grade.

Ground floor uses should be arranged in such a manner as to be inviting to the general public.

Many of the development standards and design guidelines have been structured with the intention of incentivizing the preservation of historic resources within Downtown Mineral Wells. The proposed regulations and standards aim to preserve the historic urban feel of Mineral Wells in concert with additional new developments.

In this section, regulations are suggested which promote the preservation of historic resources and require that new developments be sensitive and compatible.

Use Considerations enhancing economic viability for historic buildings for adaptive reuse.

Height Restrictions In new development areas, height limits should be set to a maximum of 2 to 3 stories in order to preserve the feel of historic downtown and to encourage compatible height in and near the historic downtown. Options should be established for obtaining height exceptions in unique circumstances.

Historic Architectural Character In areas in the vicinity of historic resources, any architectural character regulations should require new development to use architectural components that are complimentary to the historic resources.

Chairs and tables for outdoor dining and carts for merchant display may be permitted in the public right-of-way.

The ground level building façade facing a street

79

V VI

Implementation Action Plan

This chapter provides a guide to implementing the physical, marketing and policy recommendations for the redevelopment of Downtown Mineral Wells. The recommendations are supported by stages/phases of

implementation. In order to materialize the results, funding strategies and resources are identified to assist with the financial cost of implementing the recommendations.

VI. Implementation

B. Implemetation Guide Matrix

Place Making

PHASE 1

Retention of Current Users

Infrastructure Improvements

1. Gateways: Entering & Exiting Downtown Welcome to Downtown Mineral Wells” Thank you for Coming” i) NW 6th StreetUS-281 ii) NW 4th streetUS-281 iii) SW 2ndUS-281 2. Pathfinding Signage for Identified Mineral Wells Nodes i) Downtown commercial area ii) Historical Nodes iii) Pedestrian thoroughfare iv) Urban parks v) Nodes of activity (Crazy Water Museum - Festival - Baker Hotel -Famous Water Bottling House Bike Trail - Civic Institutions) 3. Historical Preservation i) Form a committee to designate locations

1. Implement Pedestrian thoroughfare plan i) Sidewalk Improvement ii) Landscaping iii) Urban Furniture (lighting, benches, trash receptacles, recycle bins) 2. Urban parks i) North of Baker Hotel (vacant lot to the rear of Baker Hotel by North coordinate NE 2nd street) ii) NW 2ndNW 1st avenue 1. Adherence and Enforcement of Style book: Regulations & Design Standards” 2. Core Downtown Commercial institute plans for rear entrance 3. Launch Funding initiatives & Initiate Redevelopment Plans i) City develop incentives for Core commercial ii)City seek out federal and state funds for catalytic projects (Indoor Event Center/ Outdoor Event Center/ Innovative block/ Linear Park/ Infill Development project) 4. Facilities Reassignment Proposals: i.)Old post office: Reuse as a Welcome Center ii) Old High School iii) Movie Theatre iv) US0 building 5. Begin acquisition of dilapidated properties 6. Code Enforcement of “under construction” projects i) proper boarding up of projects to prevent Core downtown image decline 7. Landscape Current parking lots (NW 2nd avenue/NW 4th street) 8. Pedestrian thoroughfare plan

81

VI. Implementation

Users Accessibility

1. Develop Bike Trail Terminal Station to promote visitor travel options i)Welcome Station Directions Summary of City attractions ii) Bike Lane to direct to Linear Park iii) Racks at entry of Linear Park iv) Drought resistant vegetation along bike trail v) Urban furniture along trail

4 Categorized Opportunities 1. Outdoor Recreation 2. History & Education 3. Locavore Movement 4. Staycation & Vacation

PHASE 2

City Marketing

Linear Park + Canal Project + Infill Development

1. Linear Park Infrastructure project (western half of parcels between NW 2nd Av./NW 3rd Av.) i) Box culvert and landscape for a walking trail ii) Begin project at NW 6th street/ NW 2nd Av. TERMINATE at US 180 West iii) Activities: Dog park, splash park, volley ball, heritage park 2. Infill Development Project i) Parcel Developments: complementary vs. competing with downtown central business district • Single family housing (6B) • Refurbish hospital into a recreational center (5B) • Townhomes (4B) • Commercial use viewing the park , patio top entertainment (3B) • Northern half serves as a clear open path (2B Northern portion) • Commercial use viewing the park, patio top entertainment (2B Southern portion) • Mixed used 2 story (lofts ) (1B)

Bike Trail and Post- Industrial Park (south 180 East) + Heritage Mural Walls (covering Industrial Sites) + 180 West Greenbelt

Ancillary Projects

1. Landscape trail (Scarp metal sculptures along bike trail park) 2. Drought resistant vegetation 3. Coverage of industrial area with heritage murals along bike trail to facilitate 4. Improve connectivity along 180 West to integrate the residential area with the downtown central business district

82

VI. Implementation

B. Implemetation Guide Matrix

East-West connections to Canal and to Core Commercial Area

PHASE 3

Integration of Residential Area

1. Code enforcement i) Residential: construction, repair, exterior maintenance, transitioning properties properly boarded 2. Infrastructure Repair i) Sidewalks ii) Road maintenance iii) Bike Lanes

83

VI. Implementation

B. Resources and Funding Strategies A. Downtown The sustainable development and revitalization of Mineral Wells can only happen if there is funding to support it. The following overarching philosophy helps to guide the financing position: • • • •

Quality over quantity Re-investment Leveraging existing resources Responsible fiscal, social, and environmental stewardship.

Finding new and creative ways to fund and finance development and growth can add a layer of certainty through a variety of funding options, involve more stakeholders, and enhance the City’s ability to provide a higher quality community environment, greater diversity of opportunity and variety of activities. The following is a list of potential funding sources. Some sources apply to more than one category of city improvement. In such cases the source is detailed in the first instance, and then simply listed each additional time it is included.

Public Improvement Districts PIDs offer cities and counties a means for improving their infrastructure to promote economic growth in an area. The Public Improvement District Assessment Act allows cities and counties to levy and collect special assessments on properties that are within the city or its extraterritorial jurisdiction. Additional financing options are available to certain large counties.

Municipal Development Districts Cities may hold an election in all or part of a city, including the extra territorial jurisdiction, to create a municipal development district and adopt a sales tax to fund the district.

The district could undertake a variety of projects including a convention center, civic center, auditorium and other.

County Assistance Districts A county may adopt this sales tax, in all or part of the county, if the new combined local sales tax rate would not exceed 2 percent at any location within the district.

Funds can be used for construction, maintenance or improvement of roads or highways; maintenance or improvement of libraries, museums, parks or other recreational facilities; and/or promotion of economic development and tourism.

Main Street Improvements Program Provides eligible Texas Main Street communities with matching grants to expand or enhance public infrastructure in historic main street areas. Specific uses can include assistance in eliminating handicap barriers and deteriorated conditions in downtown areas. http://www.texasagriculture.gov/GrantsServices/RuralEconomicDevelopment/TexasCapitalFund/MainStreetImprovementProgram.asp

Downtown Revitalization Program Awards matching grant funds for public infrastructure to foster and stimulate economic development in rural downtown area. http://www.texasagriculture.gov/GrantsServices/RuralEconomicDevelopment/TexasCapitalFund/DowntownRevitalizationProgram.asp

Infrastructure Development (Texas Dept. of Agriculture) Provides grants for Infrastructure Development to create or retain permanent jobs in primarily rural communities and counties. Funds can be used to encourage new business development and expansion. http://www.texasagriculture.gov/GrantsServices/RuralEconomicDevelopment/TexasCapitalFund/InfrastructureDevelopment.aspx

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VI. Implementation

B. Resources and Funding Strategies

Corporate Sponsorships The City of Mineral Wells has a number of industries located within its city limits. With the growing concern for sustainable growth, many corporations desire to engage favorably in the local economy. This funding source allows corporations to invest in the development and enhancement of new or existing facilities.

This is done through direct donations or sponsorships and staffing of programs and events.

General Obligation Bonds Used primarily for capital improvements and general public improvement, these bonds are issued with the approval of the electorate.

Revenue Bonds Bonds used for capital projects that will generate revenue for debt service where fees can be set aside to support repayment of the bond.

Dedication/Development Fees These fees are assessed for the development and upgrade of parks, recreational facilities, open spaces, and trails and can apply to residential, industrial, and/ or commercial properties.

Partnerships Partnerships help to share costs, risks, responsibilities, and asset management based on the strengths of each partner. Partnerships can be developed between two government entities, a non-profit and a City department, or private businesses or organizations and a City agency. Development of a â&#x20AC;&#x153;Friends of Mineral Wellsâ&#x20AC;? advocacy organization for fundraising is a great way to engage citizens and create community.

Foundation/Gift Many tax-exempt, non-profit organizations offer a variety of means to fund and promote specific causes, activities or issues. These can be in the form of capital projects campaigns, fundraisers, endowments, etc.

Irrevocable Remainder Trusts Inter-local Agreements Contractual relationships entered into between two or more local units of government and/or between a local unit of government and a non-profit organization for the joint usage/development of meeting and convention facilities, sports fields, regional parks, or other facilities.

Taxing districts established to provide funds for certain types of improvements that benefit a specific group of affected properties. This can include Tax Increment Financing Districts. Improvements may include infrastructure, street lighting, landscaping, erection of fountains, and acquisition of art, and supplemental services for improvement and promotion.

Annual Appropriation/Leasehold Financing This is a c financing structure which requires use of a third party to act as issuer of the bonds, construct the facility and retain title until the bonds are retired. The City enters into a lease agreement with the third party, with annual lease payments equal to the debt service requirements. The bonds issued by the third party are considered less secure than general obligation bonds of the City, and therefore more costly. Since a separate corporation issues these bonds, they do not impact the Cityâ&#x20AC;&#x2122;s debt limitations and do not require a vote. However, they also do not entitle the City to levy property taxes to service the debt. The annual lease payments must be appropriated from existing revenues.

These trusts are set up with individuals who typically have more than a million dollars in wealth. They will leave a portion of their wealth to the City in a trust fund that allows the fund to grow over a period of time and then is available for the City to use a portion of the interest to support specific amenities, facilities or programs that are designated by the trustee.

85

VI. Implementation

B. Resources and Funding Strategies B. Neighborhoods and Housing Volunteerism This revenue source is an indirect revenue source in that persons donate time to assist the community in providing a product or service on an hourly basis. This reduces the Cityâ&#x20AC;&#x2122;s cost in providing the service plus it builds advocacy into the system.

Friends Associations These groups are formed to raise money typically for a single focus purpose that could include a park facility or neighborhood programs that will better the community as a whole.

Neighborhood Associations A Neighborhood Association is a group of residents, business representatives, and/or other interested citizens that devote their time and energy to improve and enhance a well-defined, in which geographic area that they and others live. Neighborhood associations offer an opportunity for government officials, developers or others to solicit input from the residents that live within a specific geographic area.

A well-organized, diverse group of neighbors can be a powerful force in building a cohesive neighborhood where people want to become involved in neighborhood issues, and can empower residents to work together in improving their neighborhood.

Public Improvement District (PID) PIDs may be formed to develop, rehabilitate or expand affordable housing; create water, wastewater, health and sanitation, or drainage improvements; street and sidewalk improvements; mass transit improvements; parking improvements; library improvements; park, recreation and cultural improvements; landscaping and other aesthetic improvements; art installation; creation of pedestrian malls or similar improvements; supplemental safety services for the improvement of the district, including public safety and security services; or supplemental business-related services for the improvement of the district, including advertising and business recruitment and development.

HOME Programs Authorized under the Cranston-Gonzalez National Affordable Housing Act, the purpose of the program is to expand the supply of decent, safe, affordable housing and strengthen public-private housing partnerships between Units of General Local Governments, Public Housing Authorities, nonprofits, and for profit entities.

Programs include Homeowners Rehabilitation Assistance, Homebuyer Assistance, Tenant-Based Rental Assistance, Single Family Development Assistance for non-profits, and assistance for persons with disabilities. http://www.tdhca.state.tx.us/home-division/index.htm

Housing Tax Credit Program Land Banks A land bank is an entity established to assemble, temporarily manage, and dispose of vacant land for the purpose of stabilizing neighborhoods and encouraging re-use or redevelopment of urban property. Land banking may be a viable option in addressing distressed areas and preserving a diversity of housing opportunities. http://www.hud.gov/offices/cpd/about/conplan/ foreclosure/landbanks.cfm

Non-Profit Organizations Non-profit organizations can assist in the construction and rehabilitation of affordable housing. http://www.habitat.org/how/about_us.aspx

Administered by the Texas Department of Housing and Community Affairs, the HTC program is one of the primary means of directing private capital toward the development and preservation of affordable rental housing for low-income households. The HTC program funds the development of affordable multifamily rental properties or rehabilitation of existing properties that are willing to maintain affordable rents for an extended period of time.

Tax credits are awarded to eligible participants to offset a portion of their federal tax liability in exchange for the production or preservation of affordable rental housing. The value associated with the tax credits allows residences in HTC developments to be leased to qualified households at below market rate rents.

Note that developments financed through housing tax credits can included a mix of low income and market rate units. http://www.tdhca.state.tx.us/multifamily/faqs-htc-basics.htm

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VI. Implementation

B. Resources and Funding Strategies C. Parks and Open Space

Revised Intermodal Transportation and Efficiency Act (H.R. 2889)

This funding program was originally authorized by the Federal Government in 1991. Funds are distributed through the state. There are several million dollars in enhancement revenues available for transportation related projects, including bicycle and pedestrian trails, rail depot rehabilitation, landscaping, and beautification projects

Land Trust Many counties have developed land trusts to help secure and fund the cost for acquiring land that needs to be preserved and protected for greenway purposes.

This could be a good source to look to for acquisition of future lands.

Texas Department of Forestry Urban and Community Forest Challenge Grant: Hotel and Motel Tax A city may impose a hotel occupancy tax (HOT tax) by passage of an ordinance. The tax based on gross receipts from room charges can be used to fund programs that support and encourage tourism.

Matching grants are available on a 50/50 cost share basis for a variety of projects including program development, beautification, staffing and training workshops.

These are small grants of $5,000 to $15,000. In-kind services and/or private money can provide the matching funds. This is an excellent opportunity to leverage community-based volunteerism. http://www.fs.fed.us/ucf/nucfac

User Fees Cities often levy Fees for use of city facilities, parks and open spaces for special events or programs. The City must position its fees and charges to be market-driven and based on charges levied by comparable public and private facilities.

Recreation Service Fees These dedicated user fees allow participants the opportunity to contribute toward the upkeep of parks and recreation facilities they use and can apply to all organized activities which require a reservation of some type. Examples of activities are sports leagues, special interest classes, and other organized programs requiring exclusive or intense use of a facility. The funds are used to maintain existing facilities or constructing new ones.

Texas Recreation and Parks Account (TRPA) Program The Texas Local Parks, Recreation, and Open Space Fund is administered by the Texas Parks and Wildlife Department (TPWD). Funds are available on a fifty percent (50%) cost share basis. (http://www.tpwd.state.tx.us/business/grants/trpa/)

Greenway Utility Greenway utilities are used to finance acquisition of greenways and development of the greenways by selling the development rights underground for the fiber optic types of businesses.

National Tree Trust Partnership The link provides databases for a number of funding opportunities. http://meldi.snre.umich.edu/node/21529

87

VI. Implementation

B. Resources and Funding Strategies D. Business and Employment Enterprise Zones The Texas Enterprise Zone Program is an economic development tool for local communities to partner with the State of Texas to promote job creation and capital investment in economically distressed areas of the state. Designated projects are eligible to apply for state sales and use tax refunds on qualified expenditures. http://www.texasahead.org/tax_programs/enterprise/

Private Concessionaires Contract with a private business to provide and operate desirable recreational activities financed, constructed, and operated by the private sector with additional compensation paid to the City.

Private Developers These developers lease space from City-owned land through a subordinate lease that pays out a set dollar amount plus a percentage of gross dollars for building or facility enhancements. These could include a golf courses, convention facilities, sports complexes, equestrian facilities, and recreation centers.

Naming Rights Food and Beverage Tax The tax is usually associated with convention and tourism bureaus, but can also include parks and recreation agencies as they manage many of the tourism attractions.

Capital Improvement Fees These fees are on top of the set user rate for accessing facilities such as convention and visitor facilities, golf courses, recreation centers and pools to support capital improvements that benefit the user of the facility.

Concession Management Concession management is from retail sales or rentals of soft goods, hard goods, or consumable items. The City either contracts for the service or receives a percentage of the profit after expenses.

Many cities and counties sell the naming rights for new buildings or renovation of existing buildings and facilities for the development cost associated with the improvement.

Sales Tax This revenue source has been very successful in funding park systems and other community improvements.

This tax is very popular in high traffic tourism type cities and with county and state parks.

Transfer of Development Rights Agreements (TDR) TDRâ&#x20AC;&#x2122;s are a market based technique that encourages the voluntary transfer of growth from places where a community would like to see less development (called sending areas) to places where a community would like to see more development (called receiving areas).

The sending areas can be environmentally-sensitive properties, open space, agricultural land, wildlife habitat, historic landmarks or any other places that are important to a community. The receiving areas should be places that the general public has agreed are appropriate for extra development because they are close to jobs, shopping, schools, transportation and other urban services.

Advertising Sales This revenue source is for the sale of tasteful and appropriate advertising at city facilities such as park and recreation related structures.

88

VI. Implementation

B. Resources and Funding Strategies

Land and Water Conservation Fund The LWCF Program provides matching grants to States and local governments for the acquisition and development of public outdoor recreation areas and facilities (as well as funding for shared federal land acquisition and conservation strategies). The program is intended to create and maintain a nationwide legacy of high quality recreation areas and facilities and to stimulate non-federal investments in the protection and maintenance of recreation resources across the United States (http://www.nps.gov/lwcf/).

Texas Department of Transportation (TxDOT) The Landscaping Cost Sharing Program: Fifty percent (50%) cost sharing support is available for both highway and pedestrian landscape projects on routes within the designated permanent state highway system.

C. Key Projects Key projects are distinct approaches used to advance the short and long term priorities of Downtown Mineral Wells and the city at large. Some of the projects can be implemented over the near term and build upon the comprehensive revitalization effort; all projects enhance the city’s distinctiveness and reinforce its existing strengths. These Key Projects are intended to build on Mineral Wells’ positive aspects, create a more accessible, functional, engaged, attractive and enjoyable downtown.

It is recommended that Mineral Wells begin implementing the projects as itemized in the Implementation Guide Matrix (does not include the undertaking of funding efforts). The Key Projects coordinate with five plan components: •

Downtown Core

•

Linear Park

•

Infill Development

•

180 W. Greenbelt Corridor

•

Post Industrial Park

Easements This revenue source is available when the City allows utility companies, businesses, or individuals to develop some type of an improvement above ground or below ground on their property for a set period of time and a set dollar amount to be received by the City on an annual basis.

89

VII V A

ppendix

This chapter provides the data Collected via surveys. Results in this chapter had been used in the entire process of project. First part shows the result of survey including a set of questions about Mineral Wells Downtown and was distributed

among Mineral Wells Residents on line. The second part shows the result of visual preference workshop, which was hold during steering committee meeting to get steering committeeâ&#x20AC;&#x2122;s opinion for the design part.

VII. Appendix,

Online Survey Results

Q1. Overall, how do you feel about the quality of life in the City of Mineral wells?

Overall rate for SIDEWALKS

Overall rate for PAPRKING

Q2. Please rate the overall quality of the following elements in Downtown Mineral Wells.

Overall rate for TRAFFIC FLOW

Overall rate for STREETS

Overall rate for SAFTY

91

VII. Appendix,

Online Survey Results

Q3. Please rate your overall satisfaction with each of the following elements in Downtown Mineral Wells.

Q4. Please rate the overall quality of the following elements in Downtown Mineral Wells.

Overall rate for SELECTION AND QUALITY OF HOUSING

Overall rate for AVAILABILTY OF COMMERCIAL SPACE

92

VII. Appendix,

Online Survey Results

Q5. What do you like most about Downtown Mineral Wells?

Number

Response

28

Charm of architecture in some areas.

29

Fuzzies

1

There is a lot of history in our town and it could be great again

30

History and unique buildings.

2

Merchants fixing it up to look like a thriving area. The decorations at Christmas.

31

Buildings, people, unique shops

3

new businesses

32

Fuzzys Tacos...trying to be inovative...nice outdoor patio...need more businesses with this mindset

4

The history of the buildings.

33

Fuzzy’s, the bistro, witschorkes, the loft

5

Some of the old architecture is appealing

6

The history, and the rustic feeling.

34

Historical buildings, period architectural attractiveness. Certain businesses I.e. Fuzzys, Black Horse, Brazos Bistro, Coffee shop are draws.

7

Not much. The town has too many cases of Drugs and Thugs and not enough good jobs.

35

Interesting architecture and the possibilities for development.

36

ability for improvement

8

It’s a small town and not difficult to find your way around.

37

The tradition with the Baker Hotel in the center.

9

It’s history.

38

Taking old buildings and fixing them up like the bistro and fuzzys

10

Those that have renovated have done a wonderful job.

39

The restaurants

11

the historic feel

40

Old Postons building

12

Not much presently, but what could be!

41

The historical feel.

13

wide streets

42

Nothing

14

Hwy 180 lights and sidwalks

43

Layout

15

The piston building, the black horse cafe, and the biestro. I like the way it feels like you are walking back in time with modern conviences.

44

Bennett’s and Fuzzy’s and antiques

16

old looks

45

The history it has the capability to show. I feel downtown has a lot of potential if the right people will invest in it.

17

North end improvements..

46

Looks pretty good. Positive improvements have been made.

18

The people who own the stores.

47

historic buildings

19

nothing

20

Small town atmosphere

48

The look of the buildings most building reflect the history of Mineral Wells

21

Historic

22

It’s potential, small town charm with modern shops would be ideal

49

“The friendly business people. True customer service to everyone who shops local.”

23

The history & old buildings. Wish it could be revitalized.

50

Clean

24

History

51

It’s starting to look so much better.

25

Nothing

52

That I know everyone in all the businesses.

26

It’s past and the nostalgia of the area

53

That there are some that are trying to bring it back

27

The new shops and places to eat that have come in the last few years have been great.

54

The old buildings

55

The history

93

VII. Appendix,

Online Survey Results

56

Baker hotel potential.

84

Movie Theater

57

Baker hotel

85

58

It’s potential

My favorite thing about Downtown MW is the effort put into decorating during the holidays.

59

Nothing

86

n/a

60

The improvements made by TxDOT--sidewalks and quaint streetlights.

And the Christmas decorations.

87

fuzzys

88

61

nothing- nasty

I like how there is some history that still affects us. For example we still the old high school and baker hotel. It gives us a reminder of our past.

62

Street

89

The Baker is big.

63

Potential

90

Antique shops

64

Historic buildings

91

Fuzzy’s taco shop

65

The historical value.

92

I like the old time feeling and antique shops.

66

New businesses coming in. Cleaning up the buildings

93

Antique Shops

67

Old buildings.

94

Nice sidewalks, lit well.

68

“History”

95

69

I like the way they maintain the integrity of the old style. The shopping and food is good.

70

The historic nature of the buildings

It has enormous amounts of potential. The foundation is there for a thriving commercial district. As a pedestrian, travel is fairly easy and safe.

There are very unique buildings that are waiting for new occupants to thrive.

71

the buildings even if they are run down they do ad to the atmosphere

96

The Baker that no one will refurbish

72

Historical heritage and arcatectur.

97

The historical signiicance. The potential. The slowly growing list of enhanced businesses.

73

Location

98

variety of business

74

I love the look of the old buildings. We don’t have a square like most towns but the buildings we do have are beautiful.

99

75

Baker Hotel

There are some beautiful old buildings, some of which are fixed up nicely.

Others need much repair! It could be such a beautiful downtown area if fixed up and pride was taken in the historic buildings.

76

I love the historical buildings such as The Baker and The Crazy Water Hotel. I would love to see Downtown restored to it’s original glory.

100

the new street lights.

101

I like that it is gradually growing and starting to look better.

77

Old Buildings

102

The baker hotel

78

I don’t usually go downtown

103

79

The history and character found in most of the businesses and buildings

“The old Poston’s Store, The Women’s Club (old post office ) The hope of the Baker Hotel”

80

The potential of historic redevelopment

104

81

Its very historic and it has the potential to be very beautiful.

I like the historical element that is involved. There is a lot of history in the downtown area just waiting to open up to the world.

82

There’s this really cool old store. The Baker Hotel is a really interesting place to look at.

105

The three new businesses that have opened within the past few years

106

History

83

The way it’s not completely remodeled. It still has some historicness to it.

107

The history

94

VII. Appendix, 108

Can walk to most of it

109

The history

110

Nostalgia

111

Historic

112

The restaurants

113

Online Survey Results 138

Old buildings

139

The historical value.

140

The reconstruction and keeping the original look and feel of downtown.

141

people’s friendliness

Potention

142

I love to see the shops and restaurants that keep up beautiful store fronts.

M&N as well as Fuzzys are always inviting from the outside.

114

There has been some efforts made to keep up the looks of some of the older properties

143

Nostalgia

115

Historical elements and friendly people

144

Barrett’s Pawn

116

Nothing

145

The historical atmosphere

117

Nostalgia

118

Nostalgia

146

119

Historical nature

Most of the business owners in the dowtown area are helpful and polite.

The display of historical pictures. The museum in the old Poston building along with being able to pay taxes and renew vehicle registrations all in the same location.

120

Old

147

The baker

121

Garrett s pawn shop

148

It is a very unique look and has tons of potential.

149

The potential to grow.

122

I love the state park. I also love the great work the police officers, and the other emergency forces do. The park and skate park are both great for kids.

150

The old buildings

151

Nothing it is all run down.

123

“The history”

152

That there isn’t alot going on. We are not Ft. Worth.

124

Old shops are awesome.

153

The history and old buildings, would love to see them come alive again.

125

Uniqueness

154

It is located right off Hwy 180...which should be a gold mine in itself.

126

The Baker Hotel!!

155

Old Era feeling

127

Being able to park and walk to various businesses

156

Fuzzys

128

The old buildings and history

157

History

129

The quaintness

130

Nightlife

158

Has a very “old time” downtown district that could prove to provide the setting for a lively market/entertainment district.

131

Historic facade on the building fronts

159

Historical

132

The antique stores

160

The history

133

The Baker

161

I don’t have to go there often.

134

Antiques and Dinning

162

The baker

135

Brazos Market & Bistro, Fuzzy’s Taco Shop, Black Horse Restaurant.

163

nothing

136

The amount of availablr property in a few square blocks.

164

The memories I get from just seeing so many of the preserved buildings.

137

The historic element

165

Historical

95

VII. Appendix,

Online Survey Results

166

More of the old shops opened for business and murals painted on the sides of buildings depicting Mineral Wells history. More residential living downtown.

167

Fuzzys

168

The historical buildings haven’t been torn down.

169

They are trying to make it better

170

Slowely growing businesses

171

The historical buildings that have been able to survive.

172

The old buildings

173

Small town atmosphere.

174

196

Restaurants

197

renovation of existing structures

198

Its feels safe when people come together

199

The potential for positive future.

200

Historical

201

Two major highway intersections.

202

It has elements that can be used for development.

203

There are a variety of places to eat.

204

The old buildings have lots of potential. Established shade trees too.

Good schools; good presence of law enforcement

205

175

I love all the old buildings

There isn’t really a downtown but the opportunities to have a super one is there so that would be what I like.

176

Baker hotel

206

Old Buildings

177

Separation of east and west bound traffic on 180.

207

the beautiful buildings and the history of the town

178

Baker Hotel

208

History and the possibility of redeveloping it

179

The historical factor

209

The historical aspect and the fact that improvements are finally being made to spotlight that.

180

The people

210

The historic aesthetics and visual atmoshpere

181

Mineral Wells Crazy Water Festival

211

historic buildings

182

That it is in the shadow of the Baker Hotel.

212

Its potential

183

The old buildings

213

Not much. Pretty sad when you drive through.

184

The look of older buildings

214

The people and down home feel

185

History

215

nothing

186

The old buildings

216

Nothing

187

The baker hotel

217

I Don’t know

188

Nothing

189

Traffic flow is awesome, it doesnt take long to get across town at all

218

The preservation of the old mixed with the new in a well and beautiful way

190

The Baker

219

191

The Baker hotel

The older buildings. I would like to see the downtown area renovated, keeping the existing structures.

192

history

220

Down

193

Historic

221

Variety of businesses

194

Wide streets

222

The history

195

Fuzzy’s to Merrimac & North

223

Ol world feel

96

VII. Appendix,

Online Survey Results

224

The different architecture of the buildings - the opportunity for a large variety of businesses such as restaurants and shopping and some office space

252

Enough of an effort has been made to improve the appearance of the downtown corridor that I can see potential for the area.

225

Nothing.

253

Uniqueness

226

The historic feel to it.

254

It’s look

227

the old arcitecture

255

The old buildings. Antique stores

228

The current business.

256

I really don’t like anything about the area.

257

229

The old buildings.

Homeliness, it has kept that old town look

230

“The historic look and the LOCAL businesses rather than big box or restaurant chains.”

258

The small town atmosphere; the sidewalks are great.

259

Courthouse annex (Poston’s), Old Post Office, small businesses which have stayed open in refurbished buildings more than 2 or 3 years, Garrett’s, Bennett’s, refreshed Martin Building

231

old town charm

232

The baker hotel

260

Historic architecture

233

The possibilities are endless. Looking forward to its future

261

The potential

234

Old buildings

262

Old buildings being used

235

historic buildings

263

Bistro and Black Horse and courthouse annex

236

History

264

Beautiful buildings, and the history is evident.

237

The new business that offer different events and the good customer service in ALL our businesses .

265

The Baker Hotel

238

Bistro

266

It has an historic feel to it. The older style buildings make it unique!

239

The historic value of the buildings.

267

variety shops

240

Traditional Main Street look and historic buildings.

268

The old buildings

241

Historic appearance

269

History

242

The buildings/atmosphere

270

The Bistro, black Horse.

243

It has the potential to be a unique downtown shopping experience.

271

New businesses.

244

Has a historic vibe.

272

History

245

Jitter beans

273

That it is still Beautiful And historical

246

It’s the downtown of my hometown.

274

The history

247

The history of it. Businesses are opening!

275

New businesses are starting to come in and make the downtown look nice, we need more of it.

248

I appreciate that the local small businesses. At least the ones that are still open

276

Historical feel, The Baker

249

The bistro, fuzzy’s the lofts

277

The Baker

250

The baker hotel

278

It’s peaceful.

251

The historic buildings

279

There is a great potential if people will get behind a program such as Graham and Breckenridge have used.

97

VII. Appendix,

Online Survey Results

280

Potential

281

“Improved a lot but needs more. I would like to see some of the 2 story buildings made into apartments or homes if no business. Better than just sitting there empty.”

282

I like that it appears frozen in time - it has many elements from different time periods - you can see the turn of the century and you can see the 1950’s...

Q6. What do you like least about Downtown Mineral Wells?

Number

Response

1

There is little shopping. Only a few stores with limited variety. Downtown has so much potential. Could be like a smaller Fredericksbrug.

2

Empty buildings.

3

housing/neighborhoods around downtown

4

The warehouses.

283

I like the history, love the old Crazy Water well. Don’t think MW is marketing their history correctly. Downtown should be full of shops and places to gather and enjoy the baker, crazy etc.

5

So many absentee owners that neglect buildings and have no real stake in improving the quality.

6

A lot of the buildings are not very well kept.

284

Friendly business owners

285

We have a main street

7

The town has too many cases of Drugs and Thugs and not enough good jobs.

286

Fuzzy Taco

8

287

original buildings in good shape

Limited choices of eating establishments. Plenty of Mexican food and chicken available, but no seafood restaurants

288

Highway through downtown

9

The lack of commercial viability.

289

Fuzzy’s

10

Empty shops, boarded windows, vacancies.

290

There is some growth

11

it is run down

291

The possibility of what it could become

292

Jitterbeans and potential of Baker Hotel

12

“Empty retail locations,and retail locations being used as warehouses.

Store fronts being used as church functions and chairities. Police, Fire and Public Works located in downtown.”

293

I love the architecture of the old buildings. I like the wide sidewalks and the way it’s not too far to walk to any one building in the downtown area.

13

traffic signals

14

Lack of shopping sites

294

The history.

15

295

It has a rich history and a lot of spaces that can be used as our people begin to really grab ahold of the vision

There is no parking. Living space would also add to the development of the commercial buildings downtown.

16

Fuzzy Tacos drunks

17

Not enough food choices

296

Lunch at Brazos Market. Fuzzy’s for dinner/drinks. Shopping options are there if you want them in proportion to our size and demographics.

Much better than 5 years ago.

18

some of the storefronts are not attractive.

19

“everything-very trashy”

297

OUR POTENTIAL !

298

Nothing, it should not be our main attraction

20

It needs cleaning up. Weeds, trash, run-down buildings make it uninviting

299

The fact it is a blank slate for opportunity

21

sections ran down instead of being kept up and maintained

300

Rich history

22

How empty and limited the area looks

301

There are limited number of shops and things to see

23

Dirty, unkept. Abandoned buildings. No parking for existing businesses.

24

Empty shops and parking

25

No parking and the buildings all look like crap

98

VII. Appendix,

Online Survey Results

26

Avaiable parking & stores to shop at

27

the old rundown building

28

It seems bleak, unkept, outdated and partially deserted.

29

Nothing to do.

30

Parallel parking and no uniform use of awnings. Need trees or shrubs in cool planters.

31

bats, smell, unkept buildings

50

Lack of life only thing that happens is the crazy water festival and that has moved off the downtown area. Once you move a few blocks north of downtown the real estate is run down and shabby

51

Stores used for storage - and also those stupid pictures that were supposed to be used on these stores to “beautify” downtown but were used on open businesses and the Poston building etc. They’re barely a step above graffiti. What a waste of money!

“You can drive up and down 281 through other towns and see a thriving “”downtown”” area. Mineral Wells looks dirty, run down and abandoned.”

32

Not enough interesting shops. Nothing there to draw me downtown.

Parking is an issue.

52

33

Not much shopping

53

Vacant buildings

34

Run down, vacant bldgs. Lack of housing, attractions like entertainment etc and lack of variety of shops.

54

The traffic.

55

The messy and unappealing look.

35

Too many vacant buildings and stores.

56

Parking is bad, cost to rent is high, too much traffic

36

slow progress in improvement - too many empty storefronts that should be filled for enjoyment

57

37

Lack of development.

Seeing Skaters on their skate boards skating downtown. To dangerous, they should go to the city park where the city spent a lot of money on their ramps.

38

Run Down buildings, lack of parking, needs more stores that have a variety of options

58

Not enough variety

59

Abandon neglected looking buildings.

39

Not enough stuff to do need more shopping centers or restaurants

60

lack of shopping areas

40

Run downed/condemned buildings

61

Dirty, rundown and warehouses instead of businesses

41

There is very little to draw you to the downtown area.

62

The looks

42

It looks like a run down city that attracts “garage sale” industry

63

Synchronization of traffic lights.

43

“How run down and dangerous areas are.”

64

dirty and run down

44

looks old and run down

65

Nothing there

45

Pawn shop

66

Aesthetics

There is nothing for families to do in this town. There’s bars, alcohol and drugs. Maybe if there were more family oriented things to do, the crime and drugs would move out.

67

All the flea market shops and display of their goods on public sidewalks

46

68

looks like a slum

69

Vacant run down buildings

47

I wish more businesses were located downtown. It would be so nice to park and be able to walk around into different stores.

70

The smell from the bats.

71

“The rundown buildings”

48

Needs more entertainment and dining.

49

shopping

72

It should be more attractive, clean in appearance. It looks deserted.

No parking.

73

The vacant buildings

99

VII. Appendix,

Online Survey Results

74

buildings that are not being used or building being used for storage when they could be used for commercial business not housing but stores, entertainment areas like fuzzys.. it takes more than one place to light the downtown up.. we need more

75

lack of business variety

76

No available Shopping

77

Not enough variety in the shops and several of the buildings are so rundown they look shabby. The bat smell can be a little much too but I love the bats so that’s something to be taken in stride.

78

Run Down

79

The amount of empty/abandoned buildings.

80

baker hotel

81

One way streets are not necessary. Would help traffic flow and business to go back to 2 way streets.

82

Dirty looking

105

I dislike the rundown buildings and businesses that need to close.

83

Some parts of the downtown area aren’t well taken care of and are eye sores

106

needs more night spots

84

Decay

107

Not sufficent retail stores

85

It has a bat infestation therefore it has a foul odor. There also isn’t very much to do down there.

108

The aesthetics and vacancy are deplorable. I have been told by numerous non citizens the town, in general, is disgusting. That makes it hard for people to return.

86

It smells really bad and there’s not a variety of activities to do.

109

Appearance! Smell!

87

Some of the quality of the buildings.

110

Appearance

88

Too many fast food places

111

The ugly Baker Hotel! Tear it down!!

89

I dislike the quality of the sidewalks. Most of them are cracked and caving in or on top of one another.

112

Upkeep

113

Abandoned buildings

90

it does not have a uniform appeal. There are various shops, but nothing is on a set code for appearance.

114

not much offered; buildings are slow to be revived

115

Poor upkeep

116

Attractiveness

117

Just a plain eye sore

118

No effort to bring in large anchors

119

Awful fronts to buildings, no upkeep to structure, tall weeds, missing paint, mortar, bricks, decay, no theme in design, no era followed, no plan, no action

91

not enough things to do

92

There isn’t much parking since it is mostly parallel on the sides of the road.

93

It’s still ugly lol.

94

There’s not a lot of attractions; not modern

95

unattractive, low variety, not modernized

96

There’s not much for teenagers to do in this town. There isn’t much to choose from.

97

Dangerous, dilapidated structures, vagrants, vandalism

98

Empty store fronts. We need relevant businesses down there that visitors and residents can enjoy.

99

The lack of motivated and inspired business owners/property owners.

Too many buildings are being held by a few individuals for their storage.

Building facades of vacant buildings are dilapidated and poorly maintained.

100

The ditiness and the rundown buildings

101

The utter disregard and contempt for the aesthetics of the store fronts.

Dirty and nasty and the owners do not care a whit.

102

parking and traffic

103

Run down, trashy looking areas. The poor Baker Hotel, bless her heart.

Really hoping it can be restored to its former glory!

104

All the old junk stores

100

VII. Appendix,

Online Survey Results

120

for all the talk about renovating the Baker, there seems to be little done to keep the downtown area “spruced up”. Weeds often grow around utility poles, in curbs & sidewalk cracks.

143

how all the old building are just falling apart and not being dealt with.

144

dirty

121

Not enough parking and storefronts need to be restored

122

No stores. Ugly

145

The lack of activity such as entertainment and/or activities for adults, children, and families. It would be nice to see thriving, NON - CORPORATE and NON FRANCHISED businesses up and running.

123

dilapidated look

124

Dirty and run down looking

146

Several of the buildings are beings used as storage and not keeping them updated.

125

The squalor

147

no disabled access

126

Crooked police force

148

127

To many empty buildings and all the stuff the retailer s put on the sidewalk

Delapidated buildings, lack of parking, run down/non retail driven spaces. (I.e. Drug testing facility)

149

Property not taken care of.

150

police sub-station

128

“There is no entertainment or attractions“

129

Doesn’t look very inviting.

130

Smell of urine

151

131

need to make more place more handicap accessible starting with the bowling alley!!!

The lack of parking around the post office. Half the time a parking space is unavailable and is dangerous when backing out. If there is a meeting or event going on in the area it is very difficult to find parking just to mail a letter.

152

Not enough to do

132

The unkept buildings because of raised taxes if improved, weeds in street and on sidewalks, grass and debris blown into streets from landscapers. No flowers or trees

153

Looks partially abandoned which it is. Empty buildings look bad. The city as a whole needs more color and landscaping.

133

There is nothing to do other than walk around, go to thrift stores

154

The fact we are not growing.

134

Abandoned and trashy appearance of some of the buildings

155

The weird one way streets

The majority of the area looks like no one cares if the city and streets look good. It looks like a city where most people would not like to stay.

156

The buildings are old and need some tlc.

135

157

Like it the way it is.

136

rundown vacant buildings

158

137

The upkeep on the historic facade

The lack of care for the properties, and the lack of entertainment, nightly events, things to do, Ect.

138

The empty eye sore buildings

159

139

“Doesn’t really catch my eye “

The lack of businesses. We need quality merchants who care about our town. It could also use some new signage and a fresh coat of paint.

140

Not enough retail

160

Empty buildings

161

Layout

162

Not a very good place to go shopping for a family’s every day needs.

141

Few retail stores, poor general appearance of buildings and signage, No hotels. No family restaurants like Denney’s, I-Hop, Applebee’s, etc.

No tourist activities, such as walking tours of water-related sites like the Famous Water Company or well sites with information signs, etc.. .

163

Vacant buildings and apparent lack of upkeep.

164

No places to have fun

165

not enough shops

142

The way the city lets the property owners neglect their properties.

IE weeds growing in sidewalks and windows boarded up instead of replacing windows.

101

VII. Appendix,

166

Online Survey Results

“The poor quality of maintenance provided for our downtown structures, including city hall and the annex. Not to mention the police department (it is deplorable), no self-respecting citizen would condone the filth and degradation that has overtaken the facility. The side streets resemble that of a ghost town, with their potholes, crumbling sidewalks, weed infested cracks. My father always expressed to me, “son if it looks dead, smells of death and you don’t see any hope, IT’S DEAD! Down town is dead, it may have some signs of life, but they are mere illusions. Our city manager has managed to do a Kevorkian style assisted death for our fair city, When will we see the light and move toward a healthy management style.

One more issue is the so-called Industrial Foundation or better yet the pocket lining of Mr. Butcher. Please lets join the 21st century and initiate an Economic Development Corporation to help raise our city from the dead.”

179

Roads; poor care at Woodland Park Cemetery!! The drug activity!!! I have heard people from other towns even talk about how bad the drug activity is here.

180

so many vacant buildings

181

The poor roads.

182

Untidy look as you enter town from the east.

183

Downtown Video owners.

184

Needs to be more vibrant and we need more things going on around here on the weekends, etc. More of the owners of the buildings should take to fixing their buildings up.

185

Needs more shopping places and restaurants. Ready for the Baker Hotel remodel to begin.

186

Run down buildings

187

the condition of the buildings, especially those just being used for storage.

167

Abandoned buildings. Nothing fun.. all the drugs.

168

all of it

188

Buildings are vacant/streets need repair

169

I miss the old style cafés, shops, & pharmacy styles. I’d like to see it more historically restored & a bit more frequent sidewalk events other than the Crazy Festival.

189

It smells bad. Too many empty buildings.

170

Not much to do

190

no shopping, too many closed businesses, unfriendly atmosphere

191

Not enough shopping

171

Not enough open places to shop, eat, etc. Too many empty and run down buildings.

192

Trashy empty buildings and Lance Howerton

172

My car getting keyed in the limited parking available

193

Parking all the empty buildings that are not taken care of

173

It’s dead. We have Fuzzy’s and a pawn shop. Downtown Video won’t even get a mention, beyond the fairly common perception that the owner(s) might be suffering from an interesting chemical imbalance that should be studied by scientists.

194 195

There’s nothing there really.

196

All the empty store fronts and dilapidated buildings make it look so sad. Also, most main roads are ok, but nearly all residential roads are horrible

197

Unattractive

198

The Roads

199

Need more entertainment other than just bars.

200

empty run down buildings and lack of pride

201

Blight

202

Not enough town spirit. Not everyone decorates windows such as for holidays

203

Lack of eateries and shopping

174

Needs more shopping and I’m not talking about another junk store!!

175

How all the potential available space is storage for the horsing building owners. You can literally see the that age from the streets. I for one.

Would like to move my business downtown but I can not due to the storage problem.

176

The use of some older buildings as storage spaces and not being kept up to reasonable standards.

177

the fact the old buildings are not redone and beautified

178

Buildings being used for storage rather than being open to the public.

102

VII. Appendix,

Online Survey Results 231

It is very ugly and has horrible parking

232

Smell and the Baker hotel

233

Broken windows on bldgs - bldgs being used for storage - lack of parking - ribbons on utility poles - signs/posters not removed after event - lack of upkeep of store fronts - awnings that are tattered - out of town landlords that don’t care about the town or their bldgs - businesses that load up the sidewalk with 2nd hand items (garage sale items)

234

Dirty.

235

The few things there are to do are way too expensive. The ghost walk Is ridiculously expensive, there is no way a family can afgord those prices.

There are no “Mommy and Me”-type of groups anywhere in this town, which would be very helpful.

Parking available??

236

215

VACANT BUILDINGS

nothing for teens to do anywhere in mineral wells, the city park has nothing but baby toys.

216

No longer any different kinds of shopping

237

Too many buildings being used as warehouses The disrepair of old buildings. Limited parking.

217

The buildings used for storage and the windows on the second level that has blinds broke and hanging. Please get rid of the smoke shops!

Terrible!!!

238 239

Condition of buildings.

240

All of the junky empty buildings

241

empty buildings

218

Still not enough businesses to draw the public. Absolutely hate the way the sidewalks are now. Feel that the brick slopes are very dangerous, even at the lowest inclines.

242

Lack of shops and restaraunts

243

The side walks in some areas and the lack of plants and deco lights

219

The deterioration of the existing structures and facilities

244

Old buildings in disrepair

220

not enough businesses, needs recreation area/park for kids.

245

empty buildings

221

smells like bats

246

mexicans

222

Some of the property owners are bad for downtown. Some downtown properties are used for inappropriate things, such as storage and bats.

247

223

Lack of care by current business owners.

The Baker Hotel still continues to hold back MW from moving forward for way too many years! I hate hearing continuously hearing how it will “ save” MW.

224

Vacant

248

nothing to attract people

225

everything

249

The state of disrepair of most of the buildings.

226

the rundown buildings

227

I don’t know

250

228

Not much to do besides look at buildings that are usually closed

The streets are in horrible condition! The owner of the Baker should at least be required to keep the facade of the building kept up and attractive!

229

The empty buildings and nothing to do. No recreation available.

251

it appears to be nothing but junk stores.

230

Empty buildings

252

Not enough retail

253

Needs to be cleaned up some.

204

Shopping

205

uncleanliness of side streets off of main highways

206

No trees, business closings, should be loud and full of fun

207

run down state of buildings.

208

Long past its prime.

209

Run down.

210

It’s overall status and the offensive smell that permeates downtown.

211

Most of the shopping opportunities have moved east of Mineral Wells.

212

The one way streets, Lack of parking, the highway right through downtown limits pedestrian activity

213

It looks rundown, un-kept, like no one cares.

214

103

VII. Appendix,

Online Survey Results

254

Parking

273

Old buildings not being used

255

Feels abandoned and currently hosting white trash establishments, like vapor shops that moved in after the gambling shops were raided. Is this the image we want to send out?

274

Empty buildings and terrible sidewalks

275

Needs to be better maintained, and need more activity type businesses.

People need to be drawn to stay downtown, not just visit. Needs retail, recreation, and more “hangout” type resteraunts.

276

Not much shopping and parking

277

The many storefronts that are packed full of junk.

256

It looks and feels dead which goes along with the image and reputation of MW. Too bad...could be a very pretty town...definitely a town in need of revival and restoration

257

Dead ern’ Elvis

258

Not enough businesses are opening. Sometimes it smells in certain areas due to the bats.

278

259

Many of the buildings need to be refurbished, and cleaned up. Many of them just look old and run down.

We need more public attractions, parks or something like a farmers market....There are still many dilapidated buildings that need sprucing up...

Its disappointing when you see many of the buildings vacant or used as warehouses for a single downtown business......

279

Condition of some building on the square

260

vacant buildings, run down, cluttered storefronts lack of parking, sidewalks

280

Not enough activity

261

The inactivity, like a ghost town

281

It is ugly

262

How dilapidated it looks

282

Unattractive. Looks like it’s stuck in 70s. No personality.

Not enough interesting shops and ambiance to attract locals and tourists to spend time downtown.

283

Building owners using property as storage.

263

284

run down. No appreciation from city staff

264

Smell poor quality sidewalk

285

good places to eat

265

parking

286

not really much to do there

266

Very run down.

287

The way store fronts are used for warehouses.

267

One of the issues that needs to be addressed is the lack of safe parking.

Another is the way it looks. Mineral Wells looks like no one cares that it looks trashy.

288

268

Not a lot recreation for kids, very little shopping choices, the city gym needs to be updated and revamped

Too many vacant buildings are used for storage and there are junk antique stores. Good quality antique stores are great but not junkie left overs. There is nothing to do downtown for entertainment, we do not do enough to attract people to downtown.

289

Empty buildings

269

Grumpy business owners. Empty parking lots that are roped off and unused. The smell of bat guano.

290

270

vacant lounges on 1st Str, bat manure odor on certain days, empty Crazy Hotel, unmaintained Crazy Hotel west parking lot

The run down drug filled houses and at night the unsafe feeling you get when they come out of these houses and walk towards you and your family.

291

Smells of bat guano.

271

“Lack of activity. Lack of beauty and landscape.Lack of retail.”

292 293

“unattractive storefronts. Limited retail shopping”

272

Everything at the moment. City Hall looks awful. It’s embarrassing to think potential business owners go to City Hall to discuss tax breaks etc with the way it looks. It’s very rundown and shoddy. I’ve gone to pay my waterbill and have seen huge roaches! Air conditioners are hanging out of the windows and do not even have wireless! Embarrassing!

The apparent lack of interest in the viability of Mineral Wells by the property owners.

294

More shops, more variety.More presence of police on weekend

104

VII. Appendix,

Online Survey Results

295

It’s dirty, there is no coordination in weekend open times for stores, restaurants (and a lack of them), and entertainment - no museums to step in to and lunch to enjoy with a day of shopping in the antique stores - and the store keepers can sometimes be grumpy

296

all of the vacant buildings downtown. some of them look they have been vacant for ages and it makes us look like a ghost town.

297

The bat guano odor

298

we don’t have a square

299

Bat Guana

300

store fronts look bad

301

Run down buildings

302

Looks run down and poor.

303

Bat dung smell and empty buildings

304

Trashy looking store fronts ..... mostly due to abandonment, plywood windows etc. Stores being used for storage purposes with no window coverings. The Yeager building stinks (across from the phone company)

305

property owners sitting on their properties

306

Sidewalks And Buildings used for storage

307

The head in parking on the side streets. That there is no landscaping at all. I mean at the individual stores. If there is they let the plants die and don’t replace them or remove them.

308

Lack of businesses.

309

Unattractive empty buildings in states of disrepair with no obvious intention to beautify them

310

Aesthetics with some properties. Bat smell. Gazebo area underused now.

Ongoing harassment of Fuzzy’s.

311

OUTDATED AND TOO MANY PROPERTIES IN DISREPAIR. THOSE ARE THINGS WE CAN CHANGE

312

location, traffic, difficulty to expand and improve

313

There are no arts

314

deterioration of the buildings

315

Lack of entertainment, lighting, unattractive

Q7. Please indicate your level of agreement on the statements below.

Mineral Wells should encourage new and diverse housing opportunities in the Downtown area.

105

VII. Appendix,

Online Survey Results

New residential development should match existing neighborhood design, and provide for connectivity with existing roadways.

Mineral Wells should encourage mixed use type development such as residential in same building as retail, office, and commercial, with residential typically located on the upper floors.

106

VII. Appendix,

Online Survey Results

Q8. On a scale of 1 to 5, with 1 being the lowest and 5 being the highest, please rate the following Downtown concerns.

Mineral Wells city standards should allow for housing that accommodates all segments of the population. (examples: renters/roommates, first time home buyer, family with kids, empty nesters, elderly parents living with children, retirees.)

Q9. Write three words to describe Downtown Mineral Wells today.

Number

Response

1

â&#x20AC;&#x153;run downâ&#x20AC;?

2

Growing, hometown, friendly

3

Storage facilities. Depressing

4

Uninspired, hodge-podge, prideless

5

Old, Historic, Dry.

6

in bad shape

7

Looks old, crude

8

Post revival

9

Fun Lunch Break

10

quaint, historic, improving

107

VII. Appendix,

Online Survey Results

11

Drab, dirty, & dis-repair

43

Dirty, run down

12

poor

44

old run down

13

There’s nothing there

45

“Limited, Unkempt, Needy”

14

OK

46

Sad, boring, ugly

15

plain and empty

47

Outdated, dull, ordinary

16

Deteriorating, sparse & growing

48

Could be better

17

Vacant old sad

49

Friendly and Accessible but Stale.

18

Ready to boom

50

Small inconsistent old

19

Quaint, hometown, friendly

51

Dying, rundown and irrelevant

20

it’s very trashy

52

Old and deserted

21

historic, rundown, active

53

Clean,safe, and coming along

22

Potential, sad, opportunity

54

Unattractive, dirty, unappealing

23

Old, outdated, sad

55

lack of pride

24

Potential just sitting

56

Abandoned, dead, creepy

25

DUMP

57

Beautiful

26

Potential, lacking, old

58

“Empty, Dull, Something other than fuzzys !!!”

27

Interesting potential tasty

59

Dead. Abandon. Ugly

28

Christmas decorations-Beautiful!

60

Dead. Stuck. Stagnant.

29

Empty. Ugly. Blah.

61

A Rundown disgrace

30

Old, boring, empty

62

Pretty at night

31

smelly, disparate, opportunity

63

dirty, nasty, filthy

32

Unorganized, half done, repair needed

64

A Ghost Town

33

Unattractive, dying, neglected

65

Could be amazing

34

Old, small, convenient

66

“Low marketability, Unkempt, Slummy appearance”

35

Rundown historical gem

67

Vacant decrepit changing

36

“neglected derelict comatose”

68

Beautiful old buildings.

37

Potential. Hopeful. Transforming.

69

Rundown,dirty,empty

38

slow to progress

70

Distressed, Enjoyable, Progress

39

“Showing improvement, Potintial, Lack of customers”

71

Friendly Diverse Growing

40

nice kinda fun but boring

72

boring worn out

41

Broken, ugly, sad

73

Historical potential opportunity

42

used furniture business

74

Wal Mart ruined it.

108

VII. Appendix,

Online Survey Results

75

historic, safe, possibilities

107

Ugly, Stinky, Run-down

76

Worn out Town

108

Quiet, deteriorating and behind

77

Nostalgic. Forgotten. Historical.

109

Old, vacant, ugly!

78

not very attractive

110

Empty no hope

79

Not very attractive

111

Abandoned, boarded up, sad

80

Dirty, drugs, empty

112

slow to revive

81

Historic, developing, homey

113

Run down

82

decay, unattractive, historic

114

Dirty, run-down, empty

83

Historic, potential, smelly

115

Run down building

84

Small, old, smelly.

116

A little dreary

85

“Historic, Classic, Desperate”

117

Ugly

86

Colorless, full, unevolved

118

Discouraging sad

87

Historical, welcoming, small

119

Hamstrung by tradition

88

uninviting, unattractive, rundown

120

Shoddy, neglected and abandoned

89

old, dull, boring

121

Route to elsewhere

90

“Historic”

122

Better, clean, friendly

91

Underdeveloped, Vacant, Boring

123

Ugly,old,dirty

92

underdeveloped, vacant, boring

124

Potential, Oder, age

93

old, ugly, rundown

125

Old, dirty rundown

94

Boring, dull, bare

126

Squalid. Blighted. Neglected.

95

Unattractive, unsafe, dismal

127

Good

96

Empty, smells bad

128

keepin it classy

97

Potential, Historic, Charming

129

Poor, Boring and Dirty

98

old, dirty, unsafe

130

Authentic, retro, timeless

99

struggling, anticipating, willing

131

Unique interesting bare

100

ignored,potential,traffic

132

Great, nice, up coming

101

Sad, old, uncomfortable

133

unkept, uninviting, busy

102

“poor, nothing for kids to do, old”

134

Dead, boring, blah

103

disappointing, progress, potential,

135

Empty, lacking, sad

104

Needs more attractions

136

Boring, boring, boring.

105

Need of updates

137

Tons of potential

106

“1) Uninviting 2) Dead 3) Potential”

138

No family entertainment

109

VII. Appendix,

Online Survey Results

139

Very poor condition

171

Needs a facelift

140

Needs more renovations

172

historically-forgotten neglected

141

Need better parking

173

Old classy functuonal

142

Shabby, old, empty

174

Smelly,historic,dead

143

Very High Potential

175

Not exactly inviting.

144

Boring, deteriorating, sight for sore eyes

176

Boring, nothing there

145

Old and dirty

177

Slowly coming back.

146

Much restoration needed!

178

Needing serious help.

147

On the verge

179

“Rundown ugly. Eyesore”

148

lack of grooviness

180

Struggling to progress

149

Slowly moving forward

181

Rundown, historic, progressing

150

“Old, Run down, Pride less”

182

Very ran down

151

Crappy x 3

183

Work in progress

152

More occupied buildings.

184

Too many empty buildings

153

Historic

185

Rundown depressed town

154

Historic, beautiful, dead

186

Outdated

155

A slow death

187

Up and coming

156

Ugly .. useless .. vacant

188

It is improving.

157

dilapidated, busy, potential

189

“Potential, Progressing??”

158

Old and rundown.

190

Less than ideal

159

“Awesome, Quiet, finished”

191

Growing. Stinky. Boring.

160

Boring, old, potential

192

Empty sad non community

161

Shabby, empty, boring

193

Old but pretty

162

“Underwhelming, Potential, Historic”

194

“Smells, Dull, Poor”

163

Unorganized, dirty, smelly

195

needs up dating

164

“stagnate, happy, dirty”

196

Trashy, dirty, poor

165

Empty Downtrodden “lowbrow”

197

Hopeful, Growing, Historic

166

Boring

198

Not enough shopping

167

Historical , hopeful, clean

199

Nice, clean, enjoyable

168

“abhorrent, detestable, atrocious”

200

Trying real hard

169

Dirty, boring, ugly

201

unattractive, dull, lackluster

170

nasty filthy ugly

202

Too many empty retail spaces.

110

VII. Appendix,

Online Survey Results

203

empty lost sad.

235

charming, lack of parking, carismatic

204

Blighted. Eyesore. Smelly.

236

Tired, old, possibilities.

205

Little, scarce, potential

237

sad

206

friendly, historical, motivated

238

“Historic, Disrepair, inaccessible”

207

Dark, Old, Boring

239

“rundown, historic, abandoned”

208

Needs rejuvenation.

240

Not very pretty

209

Decrepit, seedy, embarrassing

241

starting to grow

210

faded, poor, afterthought

242

Run down, lacking

211

Ugly. Smelly. Dilapidated

243

run down

212

Uninspired with potential

244

Waiting, standstill, hope

213

Scattered, lost, neglected

245

Run-down, struggling, abandoned.

214

VERY POORLY KEPT

246

needs more use

215

“Dilapidated, Vacant, Underdeveloped”

247

Broken dirty political

216

poor, sad, hopeful

248

Friendly,variety,easy to walk from place to place

217

Historical, sad, potential

249

Dirty, boring, and nothing!

218

Up and coming

250

Dirty, unkempt, potential

219

needs major renovation

251

Disconnected, neglected and disappointing

220

potential, blossoming, smelly

252

Outdated, behind, neglected

221

Could be great

253

Catering to Convicts

222

Sad. Unkept. Dirty.

254

nothing of interest

223

Desparate need repair

255

Lacking true vision

224

sad boring tasteless

256

“Empty, Empty, Empty”

225

Rundown, dirty, potential

257

Hanging by a thread

226

I don’t know

258

Old, dilapidated, unkept

227

No longer classic

259

Empty, dead, boring

228

Old, Empty, Non-appealing

260

Historic, empty and dilapidated.

229

Deteriorating, interesting shops, dowdy.

261

“Guano, deserted, Vapes”

230

Congested , bad parking

262

Poor condition lacking

231

Sad not invite

263

Old rustic history

232

“Sad, Hopeful, Historic”

264

Lacking, bland, possibilities !!!

233

Old military town.

265

Dirty, crumbling, boring.

234

Not somewhere I generally can afford to go.

266

Small, beautifull, growing

111

VII. Appendix,

Online Survey Results

267

Emerging, quaint, empty

299

quirky, artsy, smelly (bat guana)

268

Baker Hotel dependent

300

struggling to get by

269

Struggling, Great Potential

301

Run down

270

Seedy, rundown, dangerous

302

Old. Historic. Lacking appeal.

271

Needs more use

303

Old, broken, dingy

272

Empty, abandoned, sad

304

Trashy store fronts

273

Potential, historic, attractive

305

vacant, potential, looming

274

Growing, improving, junky

306

Needs much improvement

275

Historic, Heritage, Unique

307

Quaint, in need of repair, historic

276

Poor, under developed

308

Ready, Capable, Hearty

277

Baker and shops

309

Reviving. Restaurants. Disjointed (beyond the little 281 strip)

278

Ugly. Unattractive. Dilapidated.

310

TIME FOR CHANGE !!

279

Not much potential.

311

inconsistent, deteriorating, misused

280

Positive new businesses.

312

Work in progress

281

Old, blight and disappointing

313

Lost seeking redevelopment

282

depressing, run down

314

Old, rundown, boring

283

Quiet.historic beautiful

284

â&#x20AC;&#x153;Depressing. Warehouses. History. â&#x20AC;&#x153;

285

extremely run down

286

Nostalgic, affordable, quaint

287

decrepit, under utilized, unattractive

288

Scary drug world

289

Not much there.

290

Unattractive, lackadaisical, rundown

291

old, empty and ugly

292

Unfinished, uncared for, limited

293

old tired rundown

294

authentic, dirty, grumpy

295

ugly vacant uninvolved

296

Q10. If you could change one thing and one thing only about Downtown Mineral Wells, what would it be?

Number

Response

1

have more shopping of boutique type stores

2

No empty buildings!

3

more businesses

4

Storage facilities.

5

Put the properties that are in the hands of people with no pride into the hands that would like to improve those properties.

Quiet, nostalgic, potential

6

Make it more appealing.

297

Frumpy, desolate, sad

7

the empty buildings

298

Need more retail

8

Front of many office buildings could use remodeling

112

VII. Appendix,

Online Survey Results 37

Give me a reason to spend money there.

38

Bring the Baker Hotel into the picture.

39

fill the empty with new

40

Fix up baker

41

I would make more places to eat or shop

42

Reopen the Baker Hotel

43

make it more friendly. Your drive into Mineral Wells from any direction and you either encounter a bar (Woodys or any number of bars on South Oak), or a convenience store that looks like trash.

44

Rebuilding

45

clean up the downdown

46

Attractiveness

47

It would be neat to have a rooftop patio type restaurant.

clean it up

48

The look of it. First impressions mean a lot and so does how attractive and intriguing something is.

22

The upkeep of the historic buildings, renovating them and keeping them maintained should be a priority

49

More B&W businesses and restaurants

23

Better building quality to invite modern businesses

50

more shopping

24

Parking

25

Add life

51

26

Bulldoze it and start over

27

To have more of a family atmosphere

Community support for downtown businesses. Our chamber and others talk about shopping local but truthfully many people think of downtown only if wal-mart is out of something. Local manufacturers who claim to support the community shop out of town. Letâ&#x20AC;&#x2122;s keep the customers and tax dollars in Mineral Wells!

28

More things to do

52

Make it a place people want to be

53

Businesses

29

I wish some of the more frequented stores and businesses were located downtown.

54

Baker

30

Do something about the Baker once and for all - restore, tear down - just do it.

55

The baker hotel would be fix

56

Front of buildings

57

making it look better

58

I would fill all the neglected businesses with retail establishments to attract tourists.

9

To make it a place for people to hang out with pleasant places to sit and gather such as in a park or small garden areas

10

The average family income.

11

revitalization of historic buildings

12

City Managemeny

13

force protection of old buildings

14

more night life

15

easier to see Traffic Signals (red/green lights)

16

Stores being closed or used for long term storage

17

parking

18

get rid of fuzzys and move it somewhere else

19

More food choices

20

Less apathy and more caring citizens.

21

31

make shop owners clean up store fronts. Not use down town shops as storage

32

City council and managerâ&#x20AC;&#x2122;s leadership

33

No parallel parking. Easier parking.

59

Nothing

34

Diverse shopping opportunities

60

To see the baker open

35

Retail stores

61

Buildings

36

Restoration of the historical bldgs

62

Clean up store fronts

113

VII. Appendix,

Online Survey Results

63

weeds

88

I would get the Baker Hotel up and running again.

64

tear down the Baker

89

Renovate the Baker

65

New leadership at the City level

90

more entertainment

66

The Baker being empty

91

More accessible

67

Beautification.

92

Bring in new initiative businesses

68

Renovation

93

Renovation of surrounding buildings

69

Keep filling up the businesses.

94

bring back H2JO and the Baker

70

Rehab old buildings or tear them down

95

adding more entertainment

71

To offer businessâ&#x20AC;&#x2122;s opportunity to come into those empty distressed buildings and start using and them. It would appear attractive and would be more productive.

96

safety

97

Replace empty storefronts with retail/shopping

72

Perception

98

Make it attractive and thriving marketplace.

99

unsightly buildings, roads, bars etc

100

Have a downtown code that enforces window dressing and awning repair.

73

I would look into reviving the downtown area.. not as residential in fact strictly commercial kinda like fortworths stock yards area without the stockyards, bring people to downtown not for residential per se but for opportunity entertainment fuzzys is a great example of whats possible with the other buildings

101

water/sewer

102

Restore the Baker Hotel.

103

Make it a better square like Grandbury, more shopping areas.

104

Make it a hopping restaurant and shopping area.

105

more kids from age 10-18 friendly places

106

Having it come alive agian with people walking on the sidewalks

107

I would create venues that attract tourist and make them want to return.

108

Appearance

109

Give it life

110

The Baker Hotel. If this group can not restore it then tear it down! Lived here for 41 years and have too many stories of the Baker coming back to list. None have worked and I feel no one will ever get it reopened.

74

fill empty buildings with businesses

75

More parks and shops

76

Current buildings back to working condition.

77

Open the Baker

78

I would increase the effort to preserve the history of the town and try to get the community informed and excited about it.

79

rebuild baker hotel

80

Go back to one way streets

81

More grocery stores

82

I would add more tourist attraction to bring in more money and enlarge the city.

111

restore it

83

the state of decay

112

84

It should be redone so we revolve around it and it is essential to life in Mineral Wells as it is in other towns like Granbury.

Give building owners a stated period of time to get buildings up to code and operating business in them or risk losing the building to the city/ or county

113

parking

85

More entertainment stores like GameStop or Journeys.

114

More tourist attractions

86

The quality of the buildings

87

More Color

114

VII. Appendix, 115

Online Survey Results

Increase the number and variety of businesses. We need people with disposable income spending their time downtown, and spending their money on goods and services that are available from breakfast until late-night.

137

the baker would be up and running and beautiful

138

Renew curbside appeal

139

Appearance

116

City council

140

Remove all trash

117

Put people on industrial committe that actually care about city and not about drawing a huge paychecl from our city

141

Buildings not being used just for storage

118

Renovations

142

Broad range of quality shopping opportunities - especially items sought by visitors to the city.

119

Get rid of the current city council and replace with a more eclectic group.

143

Variety of business and apts like it was in the 60s.

144

the use of the old buildings

120

Return styles of facades to a decade chosen to highlight the history of the city.

145

Affordable housing

146

The Baker Hotel up and running again.

121

quit staking MW future on the future oh the Baker Hotel! Do something to encourage the growth of our beautiful little city! Major shopping still must be done in Weatherford or Fort Worth or online. This is my hometown--I love it.

147

Enforce code restrictions so that merchants keep the buildings clean and visually appealing

148

I would helo Mineral WElls get its groove back.

122

Restore storefronts

149

Parking

123

Make it more shopping friendly

150

Appearance

124

facelift

151

more parking

125

Facelift

152

126

Appearance.

The one thing I would change about the downtown area is hiring new city management with fresh ideas.

127

Honest court system

153

Baker hotel make..restore it

128

Some of the people

154

More entertaining

129

parking

155

Get businesses into empty buildings

130

Clean it up

156

commerce

131

update

157

Restore the building facades

132

Nothing

158

Tear down the baker and not waste money on something that wonâ&#x20AC;&#x2122;t be able to sustain itself.

133

get rid of weeds and debris

159

NOTHING

134

Open an establishment catering toward family entertainment

160

More businesses. Entertainment venues, retail, etc.

135

Appearance

161

Make it look like a Thomas Kinkade painting.

162

136

Iâ&#x20AC;&#x2122;m not sure. There seems to be so many things that need to be improved about the city. I do not live there any more and have no desire to live there again. Maybe in the future, if the city changes. It has appeared to be a dying city for some time and they need to come up with a solution to bring the city back to life.

Beautification. Also would help if there was not power lines looming over all streets..

163

I would bring in a Main Street Manager. They know how to bring a mediocre Downtown back up to the standards it once held.

115

VII. Appendix, 164

Exterior of buildngs

165

empty buildings

166

Online Survey Results 190

not allow owners to use the buildings for storage...it makes the downtown area feel a bit like a dump

Businesses of different back grounds and entertainment spots creating a lively downtown atmosphere that residents and tourist alike would enjoy and appreciate visiting and frequenting.

191

Restoration

192

I would add more businesses to the downtown area.

167

Have entertaining places

193

Allow new business

168

needing more late nite dinner options

194

Put more shopping

169

Find a new city manager

170

The crummy roads

195

171

put more family oriented business

172

More activity to bring tourists/shoppers to the heart of the city.

More low cost entertainment to bring it more alive. Would love to have a place to walk and enjoy art, entertainment and friends more that is affordable. Street dances, art shows, theater, etc. Things for people that dont go get drunk, do drugs and smoke. It’s just mostly shopping downtown.

173

Major face lift (and put all the awnings back up).

196

To fix the streets

174

More food and shopping for all age groups

197

Bring in more business

175

More life! Mineral wells needs something exciting, and what better place than downtown. With the baler re opening this is the perfect opportunity

198

I would make it easier for people to improve on their homes.

199

176

Increase shopping and entertainment options.

more shopping opportunities that people could actually aford in this town.

177

More retail stores

200

Parking

178

profit!

201

Open The Baker back up

179

Encourage use of great buildings as more than storage or place-holders.

202

looks

180

would turn into a southlake townsquare area it has so much opportunity that it makes me sad everytime I drive thru it

203

Encourage businesses to move downtown.

204

rebuild or take down The Baker.

181

Open the Baker Hotel

205

Improve curbside appeal.

182

Keep refurbishing the old buildings

206

183

Repair the Baker

Make it to where I can take my family to walk around for dinner without being worried about crackheads or drunks

184

Honestly hard to say just one thing. There are many things that need to be done. Sorry about the vague answer, but we need a whole new dynamic in this town. And if we seriously don’t get all our drug users out of here doing anything downtown is irrelevant.

207

“eliminate “”vaping”” shops“

208

Add some bridges

209

The repair of the historic buildings being compatible with new businesses and tourism friendly.

210

Restore the Baker

211

Beautify

212

Implement Main Street Program.

185

Reopen the crazy water hotel for the elderly

186

Baker renovation

187

More community activities.

188

More stores

213

Revamp the buildings to make shopping more inviting to tourists.

189

Improve historical buildings. Couch as the baker and crazy.

214

“Shift everything off of hwy 281 either west to the shade tress or east one block , or both if possible

116

VII. Appendix,

Online Survey Results

215

THE BUILDINGS

243

The Baker Hotel

216

Restoration

244

there would not be two major highways intersecting at its heart.

217

More bussnesses

245

more diverse shopping

218

Pride

246

The baker in full operation

219

Need to bring it back to life.

247

Restore “modernized” buildings to their former appearance.

220

streets

248

open all buildings

221

needs to be more attractive.

249

fix baker

222

property owners to take pride in buildings located on N Oak & repair at least the outside

250

Get rid of Baker Hotel . It is such an eyesore and takes away from downtown. It does nothing to enhance our town.

223

Make sure the properties were used they way they are supposed to be

251

attract Visitors

224

Take down the old Calhoun furniture sign.

252

Sidewalks

225

More entertainment

253

Pride! We seam to have a lack of pride in our town and our surroundings.

226

atmosphere

227

clean up storefronts

254

228

Fuzzy

Repave the streets and roads WELL!!! Not just fill and patch. As long as we have gravel and dirt roads IN city neighborhoods, we will never attract more people who want to live and pay taxes here!

229

Community!!!!

230

Renovate older building and see commerce downtown

231

All vacant buildings would be occupied, attractive and inviting.

255

232

Better business

233

More stores

Honor the past history with updated modern convieniences. Think about the image that vapor shops or gambling halls just steps away from police headquarters sends. Every car traveling 281 sees these images and I’m sure is left with an impression that isn’t positive. Until that changes, surrounding communities will continue to refer to our town as “Miserable Wells.”

256

234

Require all bldgs used for storage to have a false wall behind the outer window. False wall could display historic pictures or just be painted a solid color or have a small display between it and the outer window

Encourage more diverse and established businesses to set up downtown.

Give people a reason to come there.

257

235

City Manager.

Create a diverse safe economic structure that encourages growth in a clean, family friendly atmosphere

236

The Baker renovated and open!

258

If I had the money, the Baker would be under construction right now!

237

Actually fixing the buildings that are currently there.

259

Clean up any abandoned buildings

260

238

take the 2 blocks between north oak and the baker, demolish the buildings and put in a parking structure that would be for all businesses to use. Maintained by the city with city employees.

I would either take out all the rundown buildings, or invest the money to bring them back to their old glory

261

renovate storefronts

239

More shopping/eating less warehouses.

262

Business

240

“bring more shops in”

263

241

New business

I would want to fix up all of the old buildings so that they could be rented by retail businesses and restaurants.

242

Restore the Crazy Water Hotel and have apartments

117

VII. Appendix,

Online Survey Results

264

Get rid of all the shady businesses. Vapes places ( notice how they all opened up in the illegal gambling operations?) Sales/ rentals of pornographic videos.

288

More industry growth -- and housing for middle to upper class workers for said businesses.

265

Cleaning

289

Force owners to repair their vacant/decaying properties.

266

parking

290

Remove the drugs

267

Do not allow skateboards..

291

More businesses and remove the bat guano smell.

268

Encourage new businesses.

292

“Shuttered buildings

269

Better streets

293

A whole new revitalization, but keeping the historic integrity of new projects.

270 271

Open the Baker as a hotel, place for events, with restaurants inside.

294

add retail business

An open Baker Hotel with retail, office, and residential offerings

295

Mix new construction with older restored (not remodeled) buildings.

272

Existing buildings and infrastructure must be lovingly restored with a variety of uses for tourists and locals.Need economic vitality.

296

273

The Baker.

Get a variety of “people” businesses opened up on Saturday to keep people’s earnings spent at home and naturally pull in visitors by giving them something to do in this really wonderfully historic location

274

Baker Hotel

297

“empty buildings”

275

Stop skateboarders from skating in downtown!

298

Require owner upkeep

299

Well-maintained buildings; fewer dilapidated buildings

300

bring in more retail

276

More attractive to young people such as myself. The younger generation In the town have no respect for the town, and have no Want to hangout here because it doesn’t provide for them, it doesn’t appeal to us. Fuzzys is the only thing downtown that majority of people my age enjoy, bit that get old. Sports bars, recreation facilities, and a nice park would be nice.

301

smell (bat guana)

302

Baker Hotel

303

Make owners clean up buildings

277

clean the junk out of the storefronts

304

Update.

278

Renovated buildings!

305

Legitimate businesses developed

279

Beautification

306

Code enforcement

280

I would like to be see more people out and about in town. Walking dog, sitting outside of bistros, soda shops etc.

307

green space

308

Vacant buildings being used for storage rather than businesses

281

Shopping

282

Curb appeal.

309

283

Building owners who are not willing to improve their properties or sell at fair market value.

The landscaping, beautification. I had a friend that use to say, if you can’t afford to paint the barn then plant flowers around it. Well, if you can’t afford to remodel or restore the building to its former glory, at least add some eye appeal.

284

i wish city leadership cared

310

Baker

285

update

311

286

activities

Encourage buildings to be utilized according to zoning so that vibrant commercial enterprises are attracted.

287

I would bring back shopping to the downtown area.

312

More activity/offices that are sustainable/stronger businesses.

118

VII. Appendix,

Online Survey Results

313

RESTORE AND RE-OPEN THE BAKER HOTEL

314

all street level store fronts should be used for/by viable businesses not for storage or boarded up.

315

Code enforcement for building use/zoning violations

316

Rules on the upkeep on the buildings. To require the owners to keep them up to code & fix repairs.

317

More businesses/entertainment

119

VII. Appendix,

Online Survey Results Q11: How easy is it for people who are disabled to get around in Downtown Mineral Wells?

15% Quite Easy

43% Slightly Easy

43% Slightly Easy

40% Moderately Easy 15% 40% ModeratelyQuite Easy Easy 0.9% Extremely Easy

120

0 59% 77% 145% 53%

69% 129% 107% 29%

70% 67% 133% 64%

Senior Housing

Assisted Living Facilities for Seniors

Executive (High-end) Homes

62% 52% 154% 68%

Affordable Housing

79% 96% 95% 63%

80% 58% 108% 86%

40% Townhouses 90% (Attached/ row Houses) 150% 55%

Apartments (3 or More Units)

20

Duplexes (2 Units)

Strongly Agree

Single Family Housing

Strongly Degree Disagree Agree

55% 79% 130% 70%

VII. Appendix, Online Survey Results Q12: To what extent do you agree or disagree that more of the following types of housing are needed in Downtown Mineral Wells?

180

160

140

120

100

80

60

40

121

VII. Appendix,

Online Survey Results Q12: To what extent do you agree or disagree that more of the following types of housing are needed in Downtown Mineral Wells?

1

please NO MORE government housing

2

Condos on the upper floors

3

Put commercial functions in downtown; all sorts of residential structures away from downtown.

4

More apartments..

5

Homes downtown are not desired, I would rather see businesses

6

adding apartments into then existing historical bldgs in upper floors with a mix of office/ retail/ marketsnin street level, I.e. Crazy Water Hotel and Baker.

7

I like downtown as a commercial/entertainment area

8

People that have rent houses need to keep up maintenance and not try to charge $900 for a 500 rent

9

Housing is not needed downtown.

10

Areas designated to small homes for seniors to buy

11

Apartments within current buildings

12

There are too many low income housing units per capita now, not the people we need to attract.

13

Keep the low income out!!!!!

14

We donâ&#x20AC;&#x2122;t need any more low income housing anywhere in this town!!!

15

Mineral Wells needs housing that will appeal to those able to buy homes/apartments in the $80K - $250k range. Especially at the lower half of that range.

16

NO LOW RENT HOUSING!

17

Revitalize what is there

18

not sure of living downtown

19

The only residential that should be downtown are those already existing on the top floor if the historic buildings & The Baker.

20

Housing in downtown area has already started a lot of drama with local business.

21

Really

22

Downtown does not need housing of any kind.

23

Lofts

24

Lofts

25

Lofts

26

I do not think we should be adding housing in the down town area at this time.

27

absolutely NO low income housing.

28

Downtown doesnâ&#x20AC;&#x2122;t need housing.

29

Shut down the slum lords.

122

VII. Appendix,

Online Survey Results Q12: To what extent do you agree or disagree that more of the following types of housing are needed in Downtown Mineral Wells?

30 This town has invited way too much low income housing units 31 Incentive for business owners to occupy downtown 32 No more city supported low income housing, please. Also donâ&#x20AC;&#x2122;t think it is realistic to cultivate an executive market in the near term. Not opposed to other types but our downtown is not really set up for housing.

123

VII. Appendix,

Online Survey Results Q13: In which of the following areas should Downtown Mineral Wells focus its economic development efforts? Please indicate your level of agreement or disagreement with each.

124

VII. Appendix,

Online Survey Results Q13: In which of the following areas should Downtown Mineral Wells focus its economic development efforts? Please indicate your level of agreement or disagreement with each.

1

Restaurants

2

More restaurants

3

restaurants

4

Anything other than whats happening

5

Re: medical services. Depends on the service. We donâ&#x20AC;&#x2122;t need pill-pushing pain doctors!

6

more parking spots!!!!!!

7

There should be more things for children, there is nothing for them to do, therefore parents are forced to take their children for out of town activities, thus taking revenue with them.

8

i feel downtown should be the heartbeat of Mineral Wells and focusing on entertainment. professional services should be near but not right downtown. A few ok though.

9

Convention space

10

Main Street Program

11

Legalized gambling.

12

recreational center with arcades, pool tables, skate rink, snack bar, etc for teens

13

Antiques, collectible, gift shops attract people in other local towns wich then bring in restaurants and services.

14

Safety

15

More important than housing

125

More than once a week

Once a week

Once a week

Once a month

Once a month

More than once

More than once

Never

Never

25%

20%

15%

0%

More than once a week

10%

Q15: In the past six months, how often did you dine in downtown Mineral Wells?

25%

20%

15%

10%

5%

0%

Online Survey Results Q14: In the last 6 months, how often did you shop in Downtown Mineral Wells?

5%

VII. Appendix,

126

VII. Appendix,

Online Survey Results Q16: What do you believe will be the biggest challenge to Downtown Mineral Wells in the coming years?

1

the people that live there already, example, the people by fuzzys that constantly complain about noise and the crazy lady that owns the video store, what a horrible impression that leaves on tourists

2

Money

3

poverty

4

Parking

5

Present owners will continue to wait for a windfall and in the meantime do nothing with their properties to improve them.

6

Bringing the people here.

7

The town falling apart with no good jobs to hold people here

8

Keep it from becoming a ghost town.

9

If there is more commercial activity, handling traffic with the pedestrians.

10 Getting people that own vacant buildings to renovate or sell.

11 revenue to revitalize 12 “Getting the Baker and Creazy Water projects accomplished.”

13 community 14 to bring people in 15 don’tknow 16 Getting more businesses 17 Parking 18 Utilization of existing buildings for quality living and dining 19 Filling the empty stores.

20 for people to take pride in the area 21 maintaining the older buildings and keeping them preserved and useful 22 Hopefully not enough retail space due to the influx of local business occupying the area 23 Revitalization 24 Seems as all Bussiness are east to west never north and south like our down town??

25 “Convienent parking Desirable stores” 26 Getting people to start shopping local 27 To convenience retail business to come to Downtown MW. 28 City vision for matching building facade within a downtown district accommodating pedestrians, bicyclists, vehicles.

29 Dealing with the Baker - if it can’t be rehabilitated, it needs to swiftly be taken down.

30 Space

127

VII. Appendix,

Online Survey Results

31

Traffic and restoration

32

“Giving travelers and tourists a Reason to stop shop eat & stay in MW. Make it a destination spot No just a place to drive thru”

33

Restoring historic existing bldgs open and safe

34

Keeping a small town feel, but an inviting place to be

35

Give people that visit the newly remodeled Baker Hotel something to do downtown.

36

The Baker restoration and possible negative attitudes toward setbacks and/or the cancellation of the project.

37

parking

38

Baker hotel

39

Honestly everything because our city takes its time on everything their lazy and always make everythingworse like the roads y’all need to focus on the back roads to not just the man roads for real

40

Changing attitudes from “I don’t create” to “ I want my town to be a place I am proud of” bring in lucrative businesses and increase tourism

41

Economy and Water

42

The City Counsel

43

Being able to afford the clean up of downtown

44

Getting building owners to invest in improvement

45

Crime

46

Uninformed citizens. Working in the public you hear the uninformed speak negatively about projects = like the Baker and it is clear to those of us who try to stay up to date that they don’t know what they’re talking about - BUT the uninformed public will believe and pass it on to others.

47

Changing everyone’s opinions of it, and the town in general.

48

Getting the old buildings usable

49

Finding businesses that want to be located in the area

50

No new businesses

51

Creating an atmosphere that welcomes visitors to our community.

52

Baker

53

Getting all the buildings to code

54

Change

55

Attracting anyone. It looks the same as it did when Elvis Presley died.

56

Restoration

57

Get rid of taco joint

58

Lack of vision of the potential. So many people say “ you can’t do that. That’s not how things are done in Mineral Wells.”

59

Competent management

60

New leadership

128

VII. Appendix,

Online Survey Results

60

New leadership

61

I hope growth and change

62

Economic growth

63

The Baker

64

New businesses.

65

Rehabbing old buildings

66

Attracting businesses.

67

the biggest challenge is to gain the attention of people outside of mineral wells.. we need to strengthen the other heart of mineral wells and downtown is it.. sure if the baker does work out it will bring alot of people.. but then you want people to spend money in local stores, entertainment venues, some buildings could be allocated to housing others to main commercial..

68

The Baker and the Crazy Water Hotel

69

Adjusting to the possible growth due to the Baker renovations

70

Baker hitel

71

Getting businesses to stay in the area and get people shopping at those businesses.

72

Falling Apart

73

I’m afraid the youth of this town will not share the love for it’s true beauty and history.

74

To get rid of junk in city that has not been enforced in years

75

Understanding where our downtown is

76

the funding and marketing of redevelopment

77

People supporting and taking care of it.

78

The biggest challenge is deciding whether or not it should change.

79

not enough money

80

Getting the people in the town to agree to change.

81

No answer

82

finances

83

keeping revenue

84

Renovating the Baker

85

Money

86

money

87

People wanting to redo the baker.

88

Actually going through with a plan to revitalize downtown.

89

Collaboration and community support for change and improvement. Who will be the driver for economic development in downtown? And implementation of the plan developed.

90

money and changing the mindset of “the movers and the shakers.” Until you get the money families from controlling development-- it will never work.

129

VII. Appendix,

Online Survey Results

91

Lack of ability to enforce any codes to better the area.

92

infrastructure, parking/assessability, investors

93

Cleaning it up, getting everyine on board.

94

Cleaning it up

95

Getting reasonable pricing on leasing buildings

96

Getting new businesses in

97

The answer is simple. The city manager has been in power too long. He has no new ideas and is not open to change. The town needs new management.

98

Renovation/revitalization of structures

99

Making owners turn their retail space from a storage unit to a vital retail space.

100

The empty, old, out of date/code buildings that never will see people inside them again! The Baker and Crazy Water Hotels for instance

101

Economy

102

Current owners of buildings that want more than market value for downtown property, yet wonâ&#x20AC;&#x2122;t remodel or restore themselves.

103

the infamous Baker and drawing vital retail businesses to downtown and parking

104

Decline of people coming to mineral wells

105

Overcoming provincial attitudes! No one is opposed to seeing the downtown developed, but few are willing to suffer any inconvenience to make it happen. The city council has no backbone. Property owners are intransigent. And the buildings need expensive repairs to look appealing and to meet building codes. Getting people to risk something different - that may not work - will be the biggest challenge. But if we can do it, I believe the businesses, and people, will come.

106

Changing peoples attitudes, culture,

107

People who live downtown to realize we need growth and stop whining. Owners willing to step up the beautification process

108

Getting rid of the industrial committee

109

Methamphetamines

110

Seedy looking businesses

111

Getting people to come downtown

112

Attracting visitors

113

Baker Hotel

114

bringing in new occupants for retail operations

115

Lack of money.

116

The renovation of the Baker

117

The Baker

118

Construction on Baker

119

Quality retail

120

When the baker opens up the traffic

130

VII. Appendix,

Online Survey Results

121

Changing citizens attitudes - it can be and is a wonderful city

122

Getting the publicâ&#x20AC;&#x2122;s interest in visiting downtown

123

Economy

124

Parking

125

New/more retail

126

Getting people to start going there again

127

Getting new fresh ideas & removing the drugs

128

Providing a place that attracts people - locals and visitors.

129

Parking

130

Convinceing people to take a chance and invest here.

131

Na

132

The baker hotel

133

technological support to attract technology start-ups.

134

Code enforcement and beautification

135

City management.

136

Investors

137

People that live there may not like all the new businesses

138

Filling and renovating empty buildings

139

Kicking out the old bringing in the new.

140

Parking

141

Jobs

142

getting new Business and keeping them

143

Keeping people away from downtown.

144

The baker

145

Keeping the support strong. Mineral Wells is notorious for businesses and restaurants not surviving. If we had more community support and a lager draw, we could hopefully keep our beautiful, historical town on top.

146

Ability to make all the necessary changes.

147

Financial woes

148

businesses

149

Convincing businesses to open up using the available properties.

150

Bigger city

131

VII. Appendix,

Online Survey Results

151

Ridding ourselves of the good-ole-boy system of city government that embraces the concept of “That’s the way we have done it and the way we will continue to do it”

152

Finance

153

Cleaning the drug addicts out

154

The owners of downtown video

155

crime.

156

Refurbishing The Baker

157

Having to remove old to make new

158

Lack of funds

159

Being more open minded. I’m a 28 year old entrepreneur. I have a business here in mineral wells I love the down town area. I want to be there one day. I honestly think they need to quit being nice and clear the vacant buildings out and rent them out. Start generating some tax dollars for our town.

160

Getting retail to come to MW

161

Curb appeal and infrastructure improvement.

162

Opening up the minds of locals that it can be a successful venture similar to Granbury’s square.

163

Getting people to buy in to the long term plan

164

Education of locals regarding the potential of our downtown area.

165

Drawing in new businesses

166

Returning the downtown to its glory

167

Getting people involved and interested.

168

Economic growth

169

The jerk owners of downtown video.

170

Restoring the baker

171

Economic recovery.

172

The Baker

173

Bringing the Baker back

174

It being a mixed zone area which allows a very few people who live there try to run off new businesses for ridiculous things like noise violations.

175

Bringing new business

176

tourist

177

Funding for all the projects that are going on.

178

Lance Howerton

179

The foot traffic and parking

180

Keeping our sales tax dollars here

132

VII. Appendix,

Online Survey Results

181

Funding development.

182

the city will grow as the metroplex grows outward. will builders and developers choose to rebuild downtown and battle with the city applying 2014 codes to structures built 100 years ago or simply build outside of downtown on new ground at a lower new construction cost

183

Lack of money.

184

Attractiveness

185

roads and deteriorating buildings

186

Making it attractive for tourists and high end living and keeping it from becoming a low income area.

187

Obtaining Investment

188

Lack of funding

189

Lack of economic development

190

Economic development in a poor economic environment

191

getting buildings up to code to be used, cost effectively

192

Getting the citizens of Mineral Wells to have pride in their community and want to make it a beautiful place to live. i moved here in August 2013 and was blown away by the filth and rundown houses and streets. i was told it has always been that way, even in the 40’s. So sad because a few miles out of town is beautiful.

193

City Council

194

Getting businesses to invest in the area

195

Get people to shop local

196

Bringing in businesses that can survive.

197

change in the public attitude to revitalize to modern and future environments.

198

overcoming years of overall pessimism

199

getting property ownership to change

200

Filling empty store fronts

201

water

202

the city allowing the area to grow and thrive

203

Money

204

“Developing retail and dining/entertainment venues to compliment the Baker and make downtown attractive to groups looking to bring their conferences to the Baker. Right now, there is a shortage of things to do within walking distance of the Baker once people are out of their meetings/conferences.”

205

I don’t know

206

Preservation

207

To evolve into a town where the money earned here is spent here. Manufacturing has played a major part in MW in the past, but has left for greener pastures. Manufacturing businesses need to come back to the area.

208

To attract out of towners (tourists) and their money.

209

Providing an economic balance of affordability and variety

210

Baker hotel

133

VII. Appendix,

Online Survey Results

211

Get the Baker going

212

getting bldg owners to spend money on exterior preservation and on interior upgrade with regard to any historic features - changing negative attitudes

213

Public works upgrades

214

getting the business owners like AD Garrett, Down town video owners and others to remember its about the public and the people of the city not about them and their agendas, and making sure Mr Howerton isthinking about the city and not his pocket book.

215

Parking

216

baker

217

Attracting new business.

218

Keeping the cost of living down for ALL Mineral Wells residents.

219

The Baker Hotel

220

infrastructure

221

The drug users in the community.

222

Parking

223

Bringing people back to the area.

224

attract business

225

Illegal aliens and drugs

226

Traffic if downtown is redeveloped and traffic patterns/roads are not redone

227

Refurbishing buildings, code enforcements, parking

228

Overcoming 35 years of neglect and failure to maintain the buildings that surround the Baker. Repopulating businesses that are complementary to the type of customers targeted for visitation. If the Baker wasfunctional today, and you were a guest, is there any businesses you would find interesting or charming nearby? NO. This has to change.

229

Attracting and supporting small businesses so they can last for more than 6months at a time. Look at Granburyâ&#x20AC;&#x2122;s square. It is filled with women shopping and lunching during the day. Put in attractive street lightswith pretty benches and outdoor seating.

230

Attracting well established businesses that have a branded reputation.

231

People getting over their pride and agreeing on whatâ&#x20AC;&#x2122;s the best for Mineral Wells.

232

Increased retail usage of building that are currently either empty or being used to warehouse Garrattâ&#x20AC;&#x2122;s. overflow of merchandise.

233

Drugs, corruption, poverty, jobs

234

Sustaining business

235

Finding a way to restore the old buildings or simply removing them

236

Attracting new businesses who will invest in renovating the current buildings

237

The business development of the downtown area

238

Convincing building owners to renovate.

239

Bringing in enough interesting shops and restaurants to give future Baker Hotel guests a reason to choose Mineral Wells as a destination.

240

Bringing tourists. Must have enough to bring them here. Fredericksburg does a good job of this so does eureka springs

134

VII. Appendix,

Online Survey Results

241

Baker hotel

242

Parking, affordable housing

243

Same problem in the rest of the town. The terrible road conditions.

244

Traffic

245

The good ole boy system. The rules should be for everyone.

246

Bringing in new small business without heavy-handed and unreasonable code enforcement

247

The drug element.

248

Infrastructure

249

Getting rid of those storage and abandoned building and terrible sidewalks.

250

Getting the community involved and getting them to aide financially

251

parking

252

Establishing tourism and reputable business....No more warehouses or “vape stores”..

253

Water

254

Traffic

255

Shopping

256

Not having everything go out of business.

257

To get rid of “ the powers that be attitude “ that Mineral Wells has always had and become a progressive and welcoming town while preserving its great history.

258

restoring the baker

259

Having a city leadership that doesn’t go through the motions and actually cares

260

Growth

261

Bringing in quality businesses and housing

262

Bringing the community back to the downtown area.

263

Removing the drugs

264

Growth and restoration of the downtown areas.

265

Lack of businesses

266

Mineral Wells has the worst side streets and lack of curbing that I have ever witnessed in a community of our size. Sidewalks are also a blight in the whole community, especially along highway 180 and highway 281.

267

Mixing more upscale improvements with traffic flow of two highways.

268

migration from the city itself with ever declining small business revenues

269

marketing our history in a way that creates tourism and gets people outside of our interested in coming to mw.

270

Restoration of original buildings. A great tourist attraction

135

VII. Appendix,

Online Survey Results

271

City management

272

Parking

273

parking

274

water

275

Absentee owners of commercial buildings

276

Turning into a nice upscale area where people flock to instead of run away from.

277

Small businesses making money

278

property owners bringing buildings up to code

279

Jobs

280

Money

281

Changing the apathetic and negative mindset in some that live here- to believe that we are capable and have a lot to offer!

282

General city demographics. Need people with disposable income to support such retail businesses.

283

GETTING THE CURRENT PROPERTY OWNERS TO INVEST IN THIER OWN PROPERTIES

284

Attracting out of town customers

285

Quality investors/business owners

286

Lack of businesses wanting to come in due to the building repairs & cost of owning & the return on investments

287

Restoration and economic development

136

VII. Appendix,

Online Survey Results Q17: Other than the Baker Hotel; what do you believe represents Downtown Mineral Wells biggest opportunity?

Number

Response Text

1

there is a ton of unused retail space, that needs to be capitalized on

2

Crazy Water

3

“tourist from DFW traveling to/from PK travelers on 281”

4

Converting grand theater from a church back to a community theater venue.

5

Hwy 281 corridor and its traffic.

6

Making downtown Mineral Wells appealing for all ages.

7

The water.

8

Bus line throughout the city.

9

Industry>Jobs

10

tourism

11

Retail businesses

12

Many other’s forget the baker

13

Historical mineral water tradition

14

Crazy Water hotel

15

History of mineral wells. Mineral wells has a rich history, and that should be displayed, not only the baker but also the crazy water hotel as well as maybe placing plaques or posters about other historical things inMW out to educate people on the history of our town. Not only the old hotels, but the base as well as famous people whom have spent time in or grew up in our town.

16

Utilize the beautiful Crazy hotel for upscale living or rentals,

17

Not sure.

18

“there are none“

19

keeping the small town feel while also keeping an active community with events, shopping, and overall community in the downtown area

20

The fort Walters facilty/industrial park. Lots of open cheap land for startups or well established industry to build on lots of eager workers

21

Famous Mineral Water Company

22

Restaurant and reason to go there

23

A large fire that levels it to the ground

24

To create downtown living that will attract a younger generation and workforce to the city

25

crazy water hotel and the bottling company and mineral baths

26

I honestly do not know. I would just like to see enough shops in Downtown is a close proximity so that you could easily walk from shop to shop. Like the shops in Highland Village.

27

Building restoration and scenic walking and bicycle trails.

28

Shopping and entertainment destination pulling from affluent PK, outer lying rural areas.

29

RE imaging store fronts

30

Stores that want your business and stay open later

137

VII. Appendix,

Online Survey Results

271

City management

272

Parking

273

parking

274

water

275

Absentee owners of commercial buildings

276

Turning into a nice upscale area where people flock to instead of run away from.

277

Small businesses making money

278

property owners bringing buildings up to code

279

Jobs

280

Money

281

Changing the apathetic and negative mindset in some that live here- to believe that we are capable and have a lot to offer!

282

General city demographics. Need people with disposable income to support such retail businesses.

283

GETTING THE CURRENT PROPERTY OWNERS TO INVEST IN THIER OWN PROPERTIES

284

Attracting out of town customers

285

Quality investors/business owners

286

Lack of businesses wanting to come in due to the building repairs & cost of owning & the return on investments

287

Restoration and economic development

138

VII. Appendix,

Online Survey Results Q17: Other than the Baker Hotel; what do you believe represents Downtown Mineral Wells biggest opportunity?

Number

Response Text

1

there is a ton of unused retail space, that needs to be capitalized on

2

Crazy Water

3

“tourist from DFW traveling to/from PK travelers on 281”

4

Converting grand theater from a church back to a community theater venue.

5

Hwy 281 corridor and its traffic.

6

Making downtown Mineral Wells appealing for all ages.

7

The water.

8

Bus line throughout the city.

9

Industry>Jobs

10

tourism

11

Retail businesses

12

Many other’s forget the baker

13

Historical mineral water tradition

14

Crazy Water hotel

15

History of mineral wells. Mineral wells has a rich history, and that should be displayed, not only the baker but also the crazy water hotel as well as maybe placing plaques or posters about other historical things inMW out to educate people on the history of our town. Not only the old hotels, but the base as well as famous people whom have spent time in or grew up in our town.

16

Utilize the beautiful Crazy hotel for upscale living or rentals,

17

Not sure.

18

“there are none“

19

keeping the small town feel while also keeping an active community with events, shopping, and overall community in the downtown area

20

The fort Walters facilty/industrial park. Lots of open cheap land for startups or well established industry to build on lots of eager workers

21

Famous Mineral Water Company

22

Restaurant and reason to go there

23

A large fire that levels it to the ground

24

To create downtown living that will attract a younger generation and workforce to the city

25

crazy water hotel and the bottling company and mineral baths

26

I honestly do not know. I would just like to see enough shops in Downtown is a close proximity so that you could easily walk from shop to shop. Like the shops in Highland Village.

27

Building restoration and scenic walking and bicycle trails.

28

Shopping and entertainment destination pulling from affluent PK, outer lying rural areas.

29

RE imaging store fronts

30

Stores that want your business and stay open later

139

VII. Appendix,

Online Survey Results

32

The Crazy Water.Hotel mix.use.development

33

Crazy water. As in wells

34

The Crazy Water Hotel.

35

Hwy 281 & Hwy 180 intersection. Traffic flow & street organization are above average.

36

grid design

37

Crazy water hotel

38

idk y’all could work on the Crazy Water Hotel and make it into a hotel or apartments

39

Nice restarants and bars, tourist type shops, western heritage type shops, spas/mineral baths etc similar to Hot Springs

40

Nothing

41

There is nothing

42

entertainment

43

Affordable buildings for business to redo and grow

44

Filling the empty buildings downtown with viable businesses that widen our choices for dining and entertainment.

45

The history it possesses.

46

Retail space

47

historic buildings

48

A highway runs through it

49

History, downtown was vibrant long before the Baker Hotel was ever conceived.

50

New retail

51

Crazy Water Hotel remodeling and other business opportunities

52

don’t know of any

53

The Famous Water Co & The Crazy Bath House

54

“The crazy water hotel it has opportunity just waiting to to be unlocked “

55

Business opportunities

56

Historic mineral baths

57

Crazy Water Hotel

58

Retail

59

New leadership

60

Lots of empty spaces

61

History

62

Tourist. New residents

63

The old buildings.

64

Crazy Water Hotel

65

Crazy Water - We need good Senior affordable living again!!!!!

140

VII. Appendix,

Online Survey Results

66

downtown has a great atmosphere just like fortworths stock yards, more restaurants, more entertainment, and the place its self will take off by its self..

67

Diversity and the Crazy Water Hotel

68

vacant buildings where new business can move into

69

Growth

70

Eating establishments and knick/knack stores like in downtown Granbury. A childrenâ&#x20AC;&#x2122;s hands-on museum with exhibits that change out every 6 months or so.

71

Crazy Hotel

72

Restoration and use of the surrounding buildings.

73

To make the city more attractive downtown

74

Crazy Water

75

Crazy water theme

76

The Crazy Water Hotel

77

Space to add more modern stores.

78

crazy water festival

79

The great property opportunities for retail shops or maybe franchises.

80

No answer

81

Crazy Water Hotel

82

the dingy crazy water hotel

83

Crazy Water Hotel or Famous Water Company

84

Crazy Water Hotel

85

crazy water hotel

86

Crazy water office

87

All of the old buildings and sights to see.

88

Transform downtown as other small cities have. Granbury, Burleson, Mansfield, Ennis, Fredericksburg etc.

89

The historic charm of downtown. Space available for improvements-current buildings, open space for parks, plazas, etc.

90

empty buildings that could be used for: senior living; retail space; new economic development.

91

Dining and antique shopping.

92

the Crazy hotel has potential for mid to upscale, condos, retail and restaurant, problem being adequate parking for residents. There are many retirement age people who would enjoy the benefits of condo livingwith, a year round pool, a workout facility, and restaurant. Mineral has nothing for people who would like to trade the lawn and exterior maintainence for a smaller home with luxury benefits. Presently people of retirementage can stay in their homes till the go to the one assisted living facility or nursing home, there are no other options here.

93

Crazy Water

94

Old post office

95

food and entertainment

96

Crazy Water Hotel

97

The availability of space and opportunities for lofts and businesses. And again, the historical aspect of the area.

98

Crystal Canal. Should be developed as a way to encourage people to stay around awhile

99

We have the ability to turn downtown into a shoping destination just like Granbury, weatherford and many more small towns.

141

VII. Appendix,

Online Survey Results

100

building upon the businesses that are there now. Seeing how they have managed to survive and draw in more businesses like that.

101

Mixed use buildings availability

102

it is easy to navigate by foot

103

Nothing

104

Downtown is a great location for professional services during the day - government offices, banks, law offices, utility services offices, etc. It is a great location for retail . It is a great location for night life. It might evenbe a great place for a college. We donâ&#x20AC;&#x2122;t need the Baker for any of these things. But people must have a reason to visit downtown and then have a place to park when they get there.

105

There are some buildings that can be utilized.

106

Police dept and fire dept

107

The state park

108

â&#x20AC;&#x153;Oak and surrounding areas If the box factory abandons the building it should be high end condos.â&#x20AC;?

109

unoccupied buildings ready to be used

110

Crazy water hotel being turned into apartments

111

Nothing

112

Many old historic buildings

113

Proximity to the metroplex.

114

Crazy water, and the state park

115

The Crazy water hotel

116

Restoring shops

117

Verity of retail

118

small businesses and restaurants

119

North oak and all the history along it.

120

Crazy water

121

the loft

122

More entertainment/retail/tourism draws to increase public visitation

123

Boutiques

124

Famous Water

125

Expanding retail business offerings and housing,

126

Turn buildings used for storage into restaurants and retail.

127

The potential for low cost property and city coperation in lureing new business. Forget the Baker and concentrate on a lot of little guys.

128

the crazy water hotel

129

Crazy water

130

Maintaining the historical value in all of the building. I would love to see all of the old building up to code, functional, and operating again.

131

technology, tourism based on beautification and streets.disability access, well-populated downtown

132

Promoting the history of Crazy Water and the Famous Water Company

133

Having a more active chamber of commerce and getting the word out about Mineral Wells. That would mean getting it out state and nation wide.

142

VII. Appendix,

Online Survey Results

134

Economic development

135

Ask the old buildings not just the baker exceptionally the woman’s club

136

Very neat and unique buildings and layout. Not the boring “downtown square” layout.

137

lots of space.

138

Expansion of dining and shopping

139

That’s a tough one.

140

Crazy water hotel

141

Garretts

142

Entertainment venues

143

Having two major highways run through our town is a great advantage for our town. If we had more restaurants and attractions, we could draw those passerby’s out of their cars for a quick stop.

144

The Famous Crazy Water and the buildings have been standing since the birth of our city.

145

Fuzzys

146

?

147

All of the available retail space in the vacant shops.

148

More stores

149

The biggest opportunity is that there is only one thing standing in our way to growth, “City Management”

150

crazy water company

151

Crazy water

152

Historic and entertainment

153

every thing

154

More Festivals, Sidewalk Sales, Family friendly shops, Street Dances, etc...

155

Not sure

156

Historical preservation... Restored old shops and the Crazy Water Hotel.

157

if I can make something out of nothing I’m sure our town can as well. I’m sure you want me to say crazy water hotel. We need to rais the quality of life in this town. We need to influence big companies to movehere.

158

Historic

159

Mineral baths, spas, bed and breakfast type establishments. Think Eureka Springs, Arkansas here.

160

Niche businesses that can go beyond restaurants and clothing stores.

161

housing and retail areas

162

The crazy water hotel

163

the Crazy Water Hotel

164

People who are willing to promote our town.

165

Development of the old canal system to accommodate a water park in the downtown area

166

Senior living

167

The airport.

143

VII. Appendix,

Online Survey Results

168

Hometown feel but too many drugs, fighting and drunks to go enjoy.

169

That is already there...Fuzzys.

170

.......

171

Crazy water hotel

172

nothing

173

The Crazy Water

174

History of the buildings

175

The crazy water hotel

176

Not sure

177

Parks and Green Spaces. i.e. behind the Crazy Hotel.

178

All the structures have potential . too many are empty and owned by locals who donâ&#x20AC;&#x2122;t invest a dime in them and if they do the tax appraisal district will raise the value a quarter. There needs to be property taxincentives for historic structures

179

Capitalize on history.

180

Antique stores

181

historical elements

182

Small businesses with very intelligent people and families and hard working too.

183

Older buildings that can be functionally attractive once again with the right mx of retail, high end living, tourism and positive event attraction.

184

Tourism from DFW area. Need wineries, brew pubs and entertainment. Trail from Weatherford under utilized.

185

Crazy Water

186

Crazy Water and the Crazy Water Hotel

187

We originated as a health resort. The Famous Water Co has done a fantastic job of promoting the Crazy Water. WE need to capitalize on promoting health in food, activities, environment and entertainment inorder to improve the health of our citizens and bring in tourism

188

the history both aviation and water wells, the tree lined streets along the water way.

189

Easy access to all buildings, could be a place of shops, book stores, coffee houses, street side restaurants.

190

History

191

The history of the town

192

Famous water

193

Focusing on the history. Maintaining and restoring the remaining buildings and putting them to use.

194

The Crazy Water Hotel - The empty Office spaces - Upgrading the existing types of business facilities.

195

tourism/Famous Water

196

The Crazy Water

197

Cleaning up the area.

198

Crazy Water Hotel

199

all the historical buildings

200

I donâ&#x20AC;&#x2122;t know

144

VII. Appendix,

Online Survey Results

201

crazy water

202

Tourism, Manufacturing

203

Beautification

204

Small retail

205

Quaintness

206

Mineral wells State Park

207

Use of historic bldgs

208

Nothing

209

entertainment venues

210

Move the crazy water festival back to the park where it should be and free to the public like it used to be and allow all vendors not just the ones that can pay the most for a spot. the Festival used to be the mainevenst of our city and now it’s just a money pit for the community. only a few can afford to go prices are rediculious.

211

Restaurants in downtown.

212

“crazy water“

213

Crazy Water Hotel

214

“Crazy Water Hotel - Affordable apartments!“

215

Retail Clothing Stores

216

crazy water hotel

217

Developing business that will draw in people from out of town. It would be nice to develope a Granbury Square type place in the Baker hotel area.

218

Shopping and dinning

219

It is on hwy 281 which goes from Mexico to Canada. In Hico for example, travelers stop and eat on their way. MW has very little to offer that entices anyone to stop and look around, eat or sit down and relax. Itjust looks like a town on its way down.

220

Crazy Water Hotel

221

crazy

222

The crazy water hotel and other historical businesses

223

Retail, dining and preservation

224

Weare located a stone’s throw from one of the heaviest populated metropolitan areas in the country. Maybe we could give some thought about things that might make the 45 minute commute worthwhile. Freericksburg is a good example to observe.

225

“It is a pretty, historic and Traditional downtown. I am sure People slow down when they come Thru, hoping to park and explore. Play that up! Again!! At least restore the Baker Facade!”

226

It is at the intersection of two major highways, and it has an exceptionally large industrial park nearby that is going virtually unused. Bring in the industry by giving their employees a reason to want to live and shopin Mineral Wells.

227

The Crazy Water motel

228

Of course The Baker would trigger a tremendous revitalization of the downtown area. And while Oak, Hubbard and SE/SW 1st. Street have been renovated (Thanks TXDOT!) the city needs to continue working tomake the secondary streets look nice as well. When I had my studio on NE 1st. Ave. I asked many, many times to just restripe the diagonal parking on tthe first block of NE 1st ST. Fell on deaf ears and never happened. Butthat fairly simple task would make that street look ten times better.

229

Need for

230

“Crazy water MW state Paarl.”

145

VII. Appendix,

Online Survey Results

231

downtown could easily look like Granbury, grapevine or many other towns with old buildings. Becoming a destination place requires a significant investment from the city, not just depending onoutside business owners to foot the bill to revitalize the buildings of downtown.

232

Crazy water

233

Downtown living.

234

There is a lot of potential retail space available.

235

Uniqueness of retail something for every one

236

crazy water hotel

237

Crazy Water, Antiquity, Retail

238

Encouraging other businesses to open in Mineral Wells.

239

Schools and parks

240

Lots of empty buildings ready to be renovated and occupied by new businesses.

241

Crazy Hotel

242

Crazy Water Hotel, Nazareth Hospital and a rebuild of the Hexagon House and the Convention Center. Bringing back Chautauqua and rail access also important.

243

Tourism

244

“Crazy Water Hotel”

245

Getting rid of storage and abandoned buildings

246

The space, downtown is a large area in comparison to the rest of the town. We have alot of room to work with.

247

antique stores and tourist opportunities

248

Building on our “crazy water”...

249

entertainment for kids of all ages with a family enviroment

250

Making it more family oriented

251

The Crazy Water Hotel building and purchase of downtown property by individuals with a desire to improve the area.

252

Crazy water hotel

253

Revamp the Crazy into apartments that are appealing.

254

“Tourism”

255

crazy water hotel

256

restore the old and embrace our crazy image

257

crazy water Hotel. It too could house several types of Housing

258

Fort Wolters offers lots of space for industry, parks, and more. Encourage big industry first, then maybe we will have more to invest in downtown.

259

The history and structure of the old buildings

260

For Mineral Wells to become a suburb of the Fort Worth area as Weatherford has become.

261

Getting businesses in the vacant buildings

262

Retail space

146

VII. Appendix,

Online Survey Results

263

The town is remote, with many beautiful historic homes still occupied as residences. It has excellent weather and could still market on its past by concentrating on spa and health themes - the Baker Hotel needsto be stabilized - but never has to be completely restored - maybe its just not for our generation to undertake restoration. I will tell you this - I predicted the restoration of the Rice Hotel in downtown Houston way before ithappened and an expert on urban renewal, an attorney and professor at Texas A&M, told me flat out it was impossible. HAH! They redid the building exactly like I said they should. The Baker needs to be secured, aired, andbolstered - but it does not have to be the site for renewal - only the inspiration.

264

â&#x20AC;&#x153;goodnight-loving trail --- texas frontier trails crazy water hotelâ&#x20AC;?

265

Incentives for shop owners to stay and encouragement for people to consider shopping in Downtown a glamorous thing to do. (for example: downtown Austin)

266

beautification

267

tourism

268

mineral water, history, entertainment

269

New businesses and restaurants

270

Loft style condos/apartments

271

Small businesses in the empty buildings

272

arts district

273

Making our historic Main Street more attractive

274

Crazy water

275

Big empty buildings with lots of potential! The fact that the existing business owners have hung in there to be the change is inspiring others!

276

Improving the schools to encourage more people who work here to live here.

277

OUR CITY HAS A HISTORIC LOOK ALREADY THAT WE CAN USE AS A GUIDE FOR THE FUTURE

278

Retail development

279

The crazy water drinking water & bath houses

280

The redevelopment of downtown overall

147

65.4%

57.6%

Parking and Traffic management

71.6%

Engaging the community

59.1%

Branding and promoting the area

60%

Acquiring grants and funding

70%

Pedestrian friendly

80%

Heritage Tourism

92.2%

Clean and Safe

90%

Small Business development and entrepreneurship

100%

Historic Buildings being re-purposed and used

VII. Appendix, Online Survey Results

Q18: Which of the following are most important to the successful redevelopment of Downtown Mineral Wells? Please mark all that apply.

80% 87.5% 71.6% 62.1%

50%

40%

30%

20%

10%

0%

148

VII. Appendix,

Online Survey Results

Number

Other (please specify)

1

Close off side street to create walking/entertainment/greenspace areas.

2

More restaurants

3

Let’s require minimum standards and push owners to restore or sell. We don’t need more entitlement thinking. We need vision.

4

“Financial assistance for the existing businesses for beautification projects. Downtown businesses WANT to make things look better - but these things cost money. Hold absentee property owners to the samestandards you expect of those who live here.“

5

I think all of these are important and will be the only way to reestablish Mineral Wells. The Baker hotel can’t do it on it’s own even though we want it to.

6

I go back to new city management. Lance Howerton needs to retire and let the city prosper. He has been in an executive role too long,.

7

I would pay more in taxes if this city would put the money back into the city (and not the city managers wallet!) pay the officers and firemen more! Get the dope out! Invest in the youth! Get rid of the good olboys!!!

8

The strongest downtown can be is if it looks safe with people of means walking the streets.

9

There is a city in IN, Nashville, that has turned many of their buildings into collector shops and eateries. It is in Brown County IN. They have kept the old time look to the town and many people shop there; evenduring the week. They have big trade days. similar to Canton once a month that go along the highway and into the town. They get many people coming through to shop. I don’t know if anything like that would workin Mineral Wells, but I think with the Baker Hotel helping to draw people to the city and the city government doing all they can to help small businesses to get started, they all could prosper.

10

progressive thinking

11

Community involvement-a successful downtown needs the support of the local businesses and most importantly our residents

12

Getting drugs controlled. More safety. I don’t walk at night because it isn’t that safe. I would enjoy getting out more if it was.

13

opportunities for the children

14

New and improved Friendly but Highly Trained Highly Motivated Law Enforcent with monthly Physical Training Test To stay up to speed.

15

Replace City Hall (lead by example)

16

Replace obsolete city buildings.

17

Meeting/Event Space; Sustainable Economic Development; WiFi availability

18

Current property owners need to offer their properties at a more reasonable rate in order to attract new business.

19

Have someone other that the department heads of the city put it together

20

Citizens that are willing to work for a living rather than depend on welfare.

21

They are really all important. Getting MW people to change their thinking will be most difficult UNLESS the Baker gets going

22

Offer something of interest to visitors.

23

Affordable rent for retail space.

24

Code enforcement

25

all of these work together....

26

All of the above are interconnected.

27

Develop something awesome and it will sell itself.

149

VII. Appendix,

Online Survey Results

Q19: Which category below includes your age?

24.9%

25%

22.0%

20%

19.3%

19.9%

15%

10%

8.9%

5% 3.6% 1.5%

60>

50-59

40-49

30-39

21-29

18-20

<17

0%

150

VII. Appendix,

Online Survey Results

Q20: In what ZIP code is your home located? (enter 5-digit ZIP code; for example, 00544 or 94305)

Number

Response Text

Number

Response Text

Number

Response Text

Number

Response Text

Number

Response Text

Number

Response Text

Number

Response Text

1

76067

34

76067

67

76067

100

76067

133

76067

133

76067

166

76067

2

76067

35

76449

68

76067

101

76067

134

76067

134

76067

167

76067

3

76067

36

76067

69

76067

102

76067

135

76067

135

76067

168

76067

4

76067

37

76067

70

76067

103

76067

136

76067

136

76067

169

7608

5

76067

38

76449

71

66449

104

76067

137

76067

137

76067

170

76067

6

76087

39

76484

72

76068

105

76067

138

76078

138

76078

171

76088

7

76067

40

76067

73

76067

106

76067

139

76067

139

76067

172

76067

8

76067

41

76449

74

76067

107

76067

140

76067

140

76067

173

76067

9

76067

42

76067

75

76067

108

76067

141

76067

141

76067

174

76067

10

76067

43

76067

76

76484

109

76067

142

75751

142

75751

175

76067

11

76067

44

76067

77

76067

110

76067

143

76067

143

76067

176

76067

12

76067

45

76067

78

76472

111

76067

144

76067

144

76067

177

76067

13

76067

46

76067

79

76067

112

76067

145

76067

145

76067

178

76067

14

76067

47

76067

80

76067

113

76087

146

76067

146

76067

179

76484

15

76067

48

76067

81

76067

114

76067

147

76066

147

76066

180

76067

16

76067

49

76067

82

76067

115

76067

148

76067

148

76067

181

76067

17

76086

50

76449

83

76067

116

76067

149

76067

149

76067

182

76067

18

76067

51

76067

84

76067

117

76067

150

76067

150

76067

183

76067

19

76068

52

76067

85

76067

118

76067

151

76067

151

76067

184

76067

20

76067

53

76067

86

76067

119

76088

152

76067

152

76067

185

76067

21

76449

54

76067

87

76067

120

76067

153

76067

153

76067

186

76067

22

76067

55

76067

88

76067

121

76086

154

76067

154

76067

187

76067

23

76449

56

76449

89

76067

122

76472

155

76067

155

76067

188

76067

24

76067

57

76067

90

76067

123

76067

156

76067

156

76067

189

76067

25

76067

58

76067

91

76067

124

76067

157

76068

157

76068

190

79720

26

76449

59

76067

92

76067

125

76067

158

76067

158

76067

191

76067

27

76067

60

76067

93

76067

126

76067

159

76067

159

76067

192

76067

28

76067

61

76067

94

76067

127

76087

160

76472

160

76472

193

76067

29

76067

62

76067

95

76067

128

76067

161

76067

161

76067

194

76067

30

76067

63

76067

96

76067

129

76067

162

76067

162

76067

195

76067

31

76067

64

76067

97

76067

130

76067

163

76067

163

76067

196

76067

32

76067

65

76067

98

76067

131

76067

164

76067

164

76067

197

76088

33

76067

66

76067

99

76067

132

76067

165

76067

165

76067

198

76067

151

VII. Appendix,

Online Survey Results

Q20: In what ZIP code is your home located? (enter 5-digit ZIP code; for example, 00544 or 94305)

Number

Response Text

Number

Response Text

Number

Response Text

Number

Response Text

Number

Response Text

199

76067

232

76067

265

76067

298

76067

331

76067

200

76067

233

76088

266

76067

299

76049

332

76067

201

76067

234

76067

267

76067

300

76067

333

76067

202

76067

235

76067

268

76067

301

76067

334

76067

203

76067

236

76067

269

76067

302

76067

204

76067

237

76067

270

76067

303

76067

205

76067

238

76067

271

76067

304

76067

206

76067

239

76067

272

76067

305

76067

207

76067

240

76067

273

76088

306

76067

208

76067

241

76067

274

76067

307

76067

209

76067

242

76067

275

76067

308

76067

210

76067

243

76067

276

76067

309

76067

211

76067

244

76067

277

76067

310

76067

212

76067

245

76067

278

76067

311

76067

213

76087

246

76067

279

76067

312

76210

214

76067

247

76067

280

76067

313

76086

215

76472

248

76067

281

76067

314

76067

216

76067

249

76067

282

76067

315

76067

217

76109

250

76067

283

76067

316

76067

218

76067

251

76067

284

76067

317

76067

219

78664

252

76067

285

76067

318

76067

220

75442

253

76067

286

76067

319

76453

221

76067

254

76484

287

75067

320

76067

222

76458

255

76067

288

76067

321

76067

223

76067

256

76067

289

76472

322

76463

224

76067

257

76067

290

76067

323

76067

225

76067

258

76067

291

76067

324

76067

226

76067

259

76067

292

76067

325

76453

227

76067

260

76067

293

76067

326

76067

228

76066

261

76068

294

76067

327

76067

229

76067

262

76472

295

76067

328

76067

230

76067

263

76067

296

76067

329

76067

231

76067

264

76067

297

76472

330

76067

152

VII. Appendix,

Visual Preference Results

153

VII. Appendix,

Visual Preference Results

154

VII. Appendix,

Visual Preference Results

155

VII. Appendix,

Visual Preference Results

156

VII. Appendix,

Visual Preference Results

157

VII. Appendix,

Visual Preference Results

158

VII. Appendix,

Visual Preference Results

159

VII. Appendix,

Visual Preference Results

160

VII. Appendix,

Visual Preference Results

161

VII. Appendix,

Visual Preference Results

162

VII. Appendix,

Visual Preference Results

163

VII. Appendix,

Visual Preference Results

164

VII. Appendix,

Visual Preference Results

165

VII. Appendix,

Visual Preference Results

167

Discover Downtown: A Development Plan for Historic Downtown Mineral Wells Institute of Urban Studies l Summer 2015

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