DARN Downtown Asheville Residential Neighbors
phone: 828 225 2959
DARN Hears Strategies
On Downtown Master Plan at February Meeting; City Council to Discuss in May, 2009
So much public input has gone into the drafting of the proposed Downtown Master Plan that it has been called a "treaty" that aims to satisfy as many interests as possible. Will it accomplish its purpose to guide orderly growth to improve the city in the next 20 years?
Panelists at the Feb. 19 DARN meeting said yes. Each experienced in the strategies used to draw the DMP, they discussed the plan's objectives.
Sasha Vrtunski, who has been the city's liaison with the urban planning firm Goody Clancy, explained that the firm was chosen to develop the DMP because of its public-inclusion methodology. "We have adopted the healthiest process and therefore we're able to balance all interests."
"This has been the most participated-in plan I experienced in my 30-year urban planning career," said Tom Gallaher, Goody Clancy consulting member. He explained the first and second strategies of the plan's development: to recognize the importance of the arts and the historical fabric of downtown and to guide transportation growth. New development will include the Asheville Art Museum expansion and a new performing arts center. To accomplish the goal of preserving downtown's historical ambience, in-fill building must be appropriate, said Tom.
The second strategy: transportation, requires that the city "maximize (existing) parking...and build deck parking as little as possible," he said. In addition, shuttle, bike and other alternative transportation will be encouraged.
Former city planner Larry Holt discussed the third stategy: to extend downtown's sense of community into outlying districts, coordinating building plans for historic downtown with its neighbors, encouraging green building and following guidelines for environmental impact and topography.
Architect Peter Alberice explained the fourth and fifth strategies involving the shape and form of new buildings and the revision of existing project review regulations. All new buildings would have a 145-foot maximum height downtown and 265-foot height outside the historic district. All new buildings will have a required setback after they reach a 75-foot height. The result will be more slender buildings, at the same time new requirements and recommendations will allow for more creativity on the part of designers, said Peter.
Susan Griffin, president of DARN, who has been involved throughout the DMP planning process, explained the sixth strategy: the revision of the building review process to make it transparent, so that the public will be aware of each stage and project developers will have clear guidelines to follow. Based on size, new building projects will be reviewed for permitting as follows: smallest projects will have only a technical review; mid-sized projects will have a public hearing, technical review, Downtown Commission design review, and Planning and Zoning Commission review; large projects will have a public hearing, technical review, Downtown Commission review, Planning and Zoning Commission review and finally a review by City Council.
The seventh strategy, Susan explained, would set up an independent body to manage downtown. Such independent governmental bodies have been set up in other cities through special taxing districts. Susan explained the purpose and the funding of two types of tax districts. The Community Improvement District (CID), which would be funded on a yearly budget from $30,000 to $600,000, is set up to provide services not provided by the city. Such services might include promotion of downtown, cleaning services, safety and green services. "It all depends on what the community wants," she said. The district would be run by a paid professional director and governed by a board of local property owners.
Another form of special tax district is the Community Benefits Program (CBP) and could be funded for as much as $3 million annually. It would fund downtown needs such as public housing for the workforce and art projects. Both the CID and CBP require operational funds beyond real estate taxes. They can be raised in three ways: 1. annual accessed fees on downtown property owners, 2. percentage fees on permitted construction and 3. property transfer fees. To establish a special tax district, special legislation is required. To go into effect, the legislation must be passed by a 60 percent majority of property owners.
Wrapping up the discussion, it was pointed out that the DMP is "form-based" with an emphasis on the shape and aesthetic appearance of future building, as opposed to "zone-based" with an emphasis on types of buildings in specific areas. Tom commented that the proposed DMP would eliminate the power of City Council to approve a project on a conditional-use basis. "Will City Council give that up? I don't know."
He also pointed out that the plan is a master plan, as opposed to a comprehensive plan that covers all details. Even after City Council approval, therefore, there still will be much work to do on rules and regulations. The advantage of the master plan is that it will set guidelines and promote accountability, concluded Larry.
So much public input has gone into the drafting of the proposed Downtown Master Plan that it has been called a "treaty" that aims to satisfy as many interests as possible. Will it accomplish its purpose to guide orderly growth to improve the city in the next 20 years?
Panelists at the Feb. 19 DARN meeting said yes. Each experienced in the strategies used to draw the DMP, they discussed the plan's objectives.
Sasha Vrtunski, who has been the city's liaison with the urban planning firm Goody Clancy, explained that the firm was chosen to develop the DMP because of its public-inclusion methodology. "We have adopted the healthiest process and therefore we're able to balance all interests."
"This has been the most participated-in plan I experienced in my 30-year urban planning career," said Tom Gallaher, Goody Clancy consulting member. He explained the first and second strategies of the plan's development: to recognize the importance of the arts and the historical fabric of downtown and to guide transportation growth. New development will include the Asheville Art Museum expansion and a new performing arts center. To accomplish the goal of preserving downtown's historical ambience, in-fill building must be appropriate, said Tom.
The second strategy: transportation, requires that the city "maximize (existing) parking...and build deck parking as little as possible," he said. In addition, shuttle, bike and other alternative transportation will be encouraged.
Former city planner Larry Holt discussed the third stategy: to extend downtown's sense of community into outlying districts, coordinating building plans for historic downtown with its neighbors, encouraging green building and following guidelines for environmental impact and topography.
Architect Peter Alberice explained the fourth and fifth strategies involving the shape and form of new buildings and the revision of existing project review regulations. All new buildings would have a 145-foot maximum height downtown and 265-foot height outside the historic district. All new buildings will have a required setback after they reach a 75-foot height. The result will be more slender buildings, at the same time new requirements and recommendations will allow for more creativity on the part of designers, said Peter.
Susan Griffin, president of DARN, who has been involved throughout the DMP planning process, explained the sixth strategy: the revision of the building review process to make it transparent, so that the public will be aware of each stage and project developers will have clear guidelines to follow. Based on size, new building projects will be reviewed for permitting as follows: smallest projects will have only a technical review; mid-sized projects will have a public hearing, technical review, Downtown Commission design review, and Planning and Zoning Commission review; large projects will have a public hearing, technical review, Downtown Commission review, Planning and Zoning Commission review and finally a review by City Council.
The seventh strategy, Susan explained, would set up an independent body to manage downtown. Such independent governmental bodies have been set up in other cities through special taxing districts. Susan explained the purpose and the funding of two types of tax districts. The Community Improvement District (CID), which would be funded on a yearly budget from $30,000 to $600,000, is set up to provide services not provided by the city. Such services might include promotion of downtown, cleaning services, safety and green services. "It all depends on what the community wants," she said. The district would be run by a paid professional director and governed by a board of local property owners.
Another form of special tax district is the Community Benefits Program (CBP) and could be funded for as much as $3 million annually. It would fund downtown needs such as public housing for the workforce and art projects. Both the CID and CBP require operational funds beyond real estate taxes. They can be raised in three ways: 1. annual accessed fees on downtown property owners, 2. percentage fees on permitted construction and 3. property transfer fees. To establish a special tax district, special legislation is required. To go into effect, the legislation must be passed by a 60 percent majority of property owners.
Wrapping up the discussion, it was pointed out that the DMP is "form-based" with an emphasis on the shape and aesthetic appearance of future building, as opposed to "zone-based" with an emphasis on types of buildings in specific areas. Tom commented that the proposed DMP would eliminate the power of City Council to approve a project on a conditional-use basis. "Will City Council give that up? I don't know."
He also pointed out that the plan is a master plan, as opposed to a comprehensive plan that covers all details. Even after City Council approval, therefore, there still will be much work to do on rules and regulations. The advantage of the master plan is that it will set guidelines and promote accountability, concluded Larry.
Homeless Myths in Asheville
Amy Sawyer, homeless coordinator for the city, would like to set the record straight about three misconceptions:
1. There are more homeless in downtown Asheville than in other cities of its size.
2. The homeless problem is growing.
3. Panhandlers come from the homeless population.
While the reasons for homelessness are complicated, certain facts are true nationwide about the homeless population and they apply to Asheville as well, says Amy.
1. Asheville has no more homeless than the average city its size.
2. The homeless situation grows in cities in proportion to the general population growth.
3. Only a small proportion of the homeless are panhandlers.
Whether or not they're from the homeless population, panhandlers are a problem, many downtown residents say, and they seem to have become increasingly aggressive. There's a solution, says Amy, and she's in complete agreement with the Asheville Downtown Association's campaign to encourage giving "Spare Change for Real Change." Last year ADA posted boxes at strategic corners so visitors and residents could deposit change that will go to alleviate homeless problems.
While it's natural to want to help others less fortunate than yourself when they ask for money on the street, you may very well be hurting them. It they need food, clothing and shelter, there are places to provide these essentials in Asheville. Your money is often used for alcohol and drugs and thus enables the panhandler to continue a lifestyle that is detrimental to his or her mental and physical health and to society in general.
In Asheville, there's always a place to get food, says Amy, and there's a day center where anyone in need can connect with social workers to find shelters or, eventually, housing. Taking the proper steps and following the rules to receive assistance "is not easy, but we wouldn't want it to be a piece of cake." Shelters require sobriety and adherence to restricted hours.
There are three housing shelters in Asheville. ABCCM runs a shelter for veterans and Steadfast House for women and children, the Salvation Army runs a shelter for individuals and families (as well as prison re-entry housing), and Western Carolina Rescue Ministries runs a shelter for women and children (also in emergency, for men).
Government subsidized housing vouchers are available for persons who must pay more than 30 percent of their incomes for housing, and public housing--which Amy readily admits, has its own problems-is another alternative.
The homeless problem-many who are homeless have mental health needs-is best left to professionals such as Amy. She has an undergraduate degree in social work and a master's degree with an emphasis on human development and the development of families and individuals within societies.
But the rest of us can help by supporting government housing programs and by aiding non-profit shelters. The best way to ward off "chronic" homelessness, says Amy, is through programs to keep individuals in their own housing rather than on the streets and in emergency shelters. And the best way to discourage panhandling is to say no. This spring, as visitors return in larger numbers, the ADA will launch a renewed campaign to discourage panhandling. Tell your visiting friends about "Spare Change for Real Change" so their donated funds may help those in real need by supporting shelter and housing programs.
Ironically, Asheville's quirky character we want to preserve could be one of the draws for the element we don't want to preserve. "The keep Asheville weird vibe is an attraction to those who want to hang out" and who may also become panhandlers, says Amy.
Amy Sawyer, homeless coordinator for the city, would like to set the record straight about three misconceptions:
1. There are more homeless in downtown Asheville than in other cities of its size.
2. The homeless problem is growing.
3. Panhandlers come from the homeless population.
While the reasons for homelessness are complicated, certain facts are true nationwide about the homeless population and they apply to Asheville as well, says Amy.
1. Asheville has no more homeless than the average city its size.
2. The homeless situation grows in cities in proportion to the general population growth.
3. Only a small proportion of the homeless are panhandlers.
Whether or not they're from the homeless population, panhandlers are a problem, many downtown residents say, and they seem to have become increasingly aggressive. There's a solution, says Amy, and she's in complete agreement with the Asheville Downtown Association's campaign to encourage giving "Spare Change for Real Change." Last year ADA posted boxes at strategic corners so visitors and residents could deposit change that will go to alleviate homeless problems.
While it's natural to want to help others less fortunate than yourself when they ask for money on the street, you may very well be hurting them. It they need food, clothing and shelter, there are places to provide these essentials in Asheville. Your money is often used for alcohol and drugs and thus enables the panhandler to continue a lifestyle that is detrimental to his or her mental and physical health and to society in general.
In Asheville, there's always a place to get food, says Amy, and there's a day center where anyone in need can connect with social workers to find shelters or, eventually, housing. Taking the proper steps and following the rules to receive assistance "is not easy, but we wouldn't want it to be a piece of cake." Shelters require sobriety and adherence to restricted hours.
There are three housing shelters in Asheville. ABCCM runs a shelter for veterans and Steadfast House for women and children, the Salvation Army runs a shelter for individuals and families (as well as prison re-entry housing), and Western Carolina Rescue Ministries runs a shelter for women and children (also in emergency, for men).
Government subsidized housing vouchers are available for persons who must pay more than 30 percent of their incomes for housing, and public housing--which Amy readily admits, has its own problems-is another alternative.
The homeless problem-many who are homeless have mental health needs-is best left to professionals such as Amy. She has an undergraduate degree in social work and a master's degree with an emphasis on human development and the development of families and individuals within societies.
But the rest of us can help by supporting government housing programs and by aiding non-profit shelters. The best way to ward off "chronic" homelessness, says Amy, is through programs to keep individuals in their own housing rather than on the streets and in emergency shelters. And the best way to discourage panhandling is to say no. This spring, as visitors return in larger numbers, the ADA will launch a renewed campaign to discourage panhandling. Tell your visiting friends about "Spare Change for Real Change" so their donated funds may help those in real need by supporting shelter and housing programs.
Ironically, Asheville's quirky character we want to preserve could be one of the draws for the element we don't want to preserve. "The keep Asheville weird vibe is an attraction to those who want to hang out" and who may also become panhandlers, says Amy.
Key links for downtown Asheville
DARNDARN Steering Committee:
Chairperson Susan Griffin,
Larry Holt
Trina Mullen
Judy Swan
Al Long
Nancy Long
Sally Kammann
Mary Ann West
Cynthia Barrager
Asheville City Council:
Mayor Terry Bellamy
Vice-Mayor: Jan Davis
Robin Cape
Dr. Carl Mumpower
Brownie Newman
Bill Russell
Kelly Miller
Neighborhood Coordinator
Marsha Stickford
Community Resource Officer, Asheville Police Department
Officer Jackie Stepp
828-251-4078
Police direct number
828 252-1110
WHO,What, Where and When?.... some useful links for downtown residents.
City of Asheville
Asheville Downtown Association
Asheville Citizen Times
Mountain Xpress
for more see resources
Notes on past DARN meetings in archives
for full links to arts/music/theatre and more see walk on over
MISSION: The objective and primary purpose of DARN is to serve as the point where residents of the Central Business District connect to each other and the community, and to give strength to their voice in neighborhood issues.
*click here for complete By Laws
website design courtesy of www.swanway.com