Life and Work in Eastport:
A Vision for Our Future
Eastport Business Association
Report of the
Economic Development Committee
To the General Membership
September 17, 2002
Background
• Economic Development Committee (EDC) set up by EBA
Board in early 2002
• EDC Members:
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9/17/2002
Dick Franyo (Chair): Boatyard Bar & Grill
Rick Brown: Bank Annapolis, Inn at Spa Creek
Kim Christel: Eastport Graphic Design
Jennifer Gilday (EBA Board): Annapolis Bank & Trust
Marilyn Henderson: Raymond James Financial Services
Carey Kirk (EBA Board): Carey Reid Kirk Interior Design
Paul Meyer (EBA Board): O’Leary’s Restaurant
Paul Mikulski: J-Port Annapolis
Randy Miller: Coldwell Banker Commercial NRT
Beth Bloomfield (Facilitator): Bloomfield Associates
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Purpose
• Strategic planning effort designed to:
– Promote a desirable Eastport community in which to
live and do business
– Advocate for Eastport business
– Help EBA identify business opportunities
• Desired outcome:
– Guidelines for discussion and decision making
– Template for joint action with City, community groups,
other stakeholders
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Guiding Principles
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Keep Eastport “Eastport”
Preserve maritime heritage, character
Build on the Eastport “brand”
Work in cooperation with other community
and business groups
• Develop strong positive relationships with
City officials, key stakeholders
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Methodology
• Conduct initial fact-finding
– Met with Josh Cohen (alderman), Mike Miron (city
economic development), Jon Arason (Planning &
Zoning), Terry Averill (ECA), Terry Lomax (MAB)
– Reviewed 1991 Eastport Sector Plan, zoning maps
• Perform environmental scan: strengths,
weaknesses, opportunities, threats
• Create Vision Statement
• Identify Strategic Goals
• Develop Action Plan
• Draft planning document/report
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Methodology (cont’d)
• Discuss plan with key players
• Present plan to EBA Board (Sept. 10)
• Present plan to EBA general membership
(Sept. 17)
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Results of SWOT Scan
Strengths
Weaknesses
• Mixed use -- maritime,
business, residential
• Lifestyle -- water, recreation,
neighborhood
• Proximity to Annapolis
Historic District
• Eclectic character
• MRE has branded Eastport
• Infrastructure: narrow
streets, fire lanes, sidewalks
• Escalating crime
• Housing Authority issues
• Escalating real estate values
• Gentrification -- loss of
eclectic nature
• Lack of some services (e.g.
grocery store)
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Results of SWOT Scan (cont’d)
Opportunities
Threats
• Pro-maritime climate
• Spirit of cooperation-business, civic, maritime
groups working together
• Fourth Street as hub of
commercial activity
• Positive attitude of city govt.
toward Eastport business and
EBA
• Large developments, e.g. 222
Severn, Hopkins, Jabin’s
• Residents/business people
w/high income & influence
• Unconstrained, “Main St.like” development
• Large developments, e.g. 222
Severn, Hopkins, Jabin's
• Permitting process, zoning
constraints
• Congestion/more traffic/less
parking
• Less affordable living, fewer
young families
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Our Vision: Eastport in 2012
• “We still like it this way”: Eastport is a laid-back, eclectic
community
– Maritime-oriented, “branded”
– Proud of our heritage but moving forward
– Place where you can live and work
• Community of shared vision and close partnerships among
residents, businesses, maritime industry, government
• Economic development and enhanced quality of life through
preserving all that’s special about Eastport
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Vision (cont’d)
• Mixed-use, small-scale, attractive, and user-friendly
– Appropriate development only
– Upgraded infrastructure and streetscape consistent with
Eastport’s traditional culture and character
• Locally-owned businesses that serve needs of community with
respect for its values
• Spirit of community
– Tradition of involvement, participation
– Celebrations with maritime flavor
– First-rate schools, family-friendly
– Top-quality public services
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Strategic Goals
• Goal 1: Create and develop a distinct identity for Eastport,
working through the cooperative efforts of all concerned citizens
and businesses
• Goal 2: Preserve the lifestyle, quality of life, safe and “userfriendly” environment, and business climate of Eastport, centered
around the maritime industry
• Goal 3: Develop and implement a set of guidelines and standards
for business in Eastport
• Goal 4: Develop the streetscape and infrastructure consistent with
support of appropriate development
• Goal 5: Preserve and promote a healthy and diverse mix of
economic, demographic, racial, and ethnic groups in Eastport
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Goal 1: Strategies
Create and develop a distinct identity for Eastport, working through the
cooperative efforts of all concerned citizens and businesses
• Initiate and foster coordination and cooperation among all
Eastport community interest groups – EBA, ECA, MAB, MRE,
others
– E.g., Coordinating Leadership Council, annual town meeting
• Sponsor regular Eastport community events that build on our
maritime heritage
– E.g., consolidate existing events into one or more events that celebrate
what Eastport is all about – music, food, arts, old boats, MRE events
• Establish regular ties to City Council, MAB, Port Wardens, ECA
– E.g., designated EBA reps attend all important meetings
• Build on existing Eastport “brand” (“We like it this way”– “A
Diverse, Dynamic Waterfront”)
– E.g., increased visibility of logo, signage; retain PR firm to promote
Eastport business
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Goal 2: Strategies
Preserve the lifestyle, quality of life, safe and “user-friendly”
environment, and business climate of Eastport, centered around the
maritime industry
• Work with City officials, property and business owners to
preserve maritime industry, especially “hard” maritime industry
– E.g., strong enforcement of maritime zone, harborlines, waterfront
• Encourage expanded participation by maritime businesses in EBA
– E.g., special membership drive, listing of maritime businesses
• Promote continued coexistence of commercial, residential, and
maritime land uses in a way that serves the residents and
businesses of Eastport
– E.g., preservation & adaptive re-use of older structures, historic
maritime properties & vistas/street ends
• Develop a comprehensive plan to reduce crime in Eastport
• Promote enforcement of environmental laws and support
programs to protect and save the Bay
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Goal 3: Strategies
Develop and implement a set of guidelines and standards for business in
Eastport
• Work with residents and businesses to focus on “what works” for
business in Eastport
– E.g., survey; adopt guidelines to guard against “Main Street”; advise
potential businesses
• Monitor and support appropriate development of the potential
large development projects pending in Eastport
– E.g., Fourth St., shopping center
• Create infrastructure within EBA to support and advocate for
local Eastport businesses
– E.g., database, help on zoning & permits, “Buy Eastport” campaign,
make sure that key decision makers have Eastport views & ideas
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Goal 4: Strategies
Develop the streetscape and infrastructure consistent with
support of appropriate development
• Work with City officials, and ECA, to design and build distinctive
streetscape for Fourth St., Severn, and Chesapeake Aves.
– E.g., sidewalks, trees, defensible design, signage, lighting, furniture,
upgraded and buried utilities
• Work with City officials, residents, and business owners to develop
and implement plans for expanded public transportation
– E.g., bikes, dinghy access, trolleys, water taxis
• Work with City officials, residents, and business owners to develop
and implement plans to more effectively manage parking
– E.g., Parking Management Board to study and plan for workable
solutions
• Work with City officials, residents, and business owners to keep
Eastport clean and attractive
– E.g., uniform Eastport trash containers, regular clean-up activities
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Goal 5: Strategies
Preserve and promote a healthy and diverse mix of economic,
demographic, racial, and ethnic groups in Eastport
• Work to strengthen schools serving Eastport students
– E.g., volunteer for programs, fundraising
• Coordinate economic and civic development efforts to
maximize benefits for the whole community
– E.g., collect & analyze demographic & economic data, identify
trends
• Work with city officials and other stakeholders to ensure
continued availability of affordable housing in and around
Eastport
– E.g., heritage area tax grants, other financial incentives
• Foster greater cooperation and participation by a broad
range of Eastport citizen and business groups
– E.g., jointly sponsor forums, outreach efforts
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Action Planning
• EDC identified a set of actions or initiatives for
each of these 20 strategies
– Also generated many additional action ideas; both lists
available for follow-up action teams
• Framework for action established, ready to go
• Strategies/actions grouped into three buckets:
– Near-term, require EBA action only
– Mid-term, require support or coordination with ECA
and/or other groups
– Long-term, require support, coordination, resources
from City government
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Next Steps
• Comment period for EBA membership through
Sept. 30 -- email or call Carey Kirk
• Present plan to and seek cooperation for joint
action with ECA, MRE, others; unified efforts get
results!
• EDC recommends immediate EBA action on nearterm, high-value, “easy wins”:
– Establish regular ties to City Council, MAB, Port Wardens
– Encourage expanded participation by maritime businesses in EBA
– Create infrastructure within EBA to support and advocate for local
Eastport businesses
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Next Steps (cont’d)
• On other high-value, mid- or long-term initiatives,
EBA Board should set priorities for action
– Begin now to do groundwork for more complex and difficult projects,
e.g. streetscape, infrastructure, crime, preservation, potential large
development projects, Eastport events
• EBA Board should establish a Steering Committee
for implementation of plan
– Appoint committee chairs for near-term initiatives
• EBA Board should develop a communications
plan for keeping all interested parties informed
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