Ed. Note: Today we welcome downtown resident and guest writer Dee Pierce.
After residing in a sleepy West Knoxville suburb for fifteen years, I’m wide awake in my new energetic and eclectic downtown surroundings. Yet I, along with other downtown residents, long for a more well-rounded and complex urban community. With around 2,000 current residents, an estimate which excludes Fort Sanders, and more coming, soon, the redevelopment of downtown Knoxville is one answer to the continual recognition the city receives as one of the worst for suburban sprawl.
The city center clearly has become Knoxville’s primary entertainment venue by consistently drawing crowds to its two stage theaters, a daily live radio show and a seemingly infinite number of festivals. Visitors and residents also support a movie theater, several exceptional boutique shops and highly-rated restaurants and more than enough bars.
And residential growth is not far behind the entertainment explosion, as more historic buildings are restored and modernized for 21st century residents. And, they reportedly remain in demand. Once completed, the new Marble Alley, located on State Street, will add brand new urban architecture to the mix and possibly, a more affordable housing option.
But while the residential growth fuels optimism, downtown Knoxville is still not a self-sustaining neighborhood. With several banks, a public library, a post office and a small grocery stores, there are only a few businesses which provide everyday goods and services. To become a viable community and entice new residents, there must be more private sector options to meet the needs of the residents.
More retail options such as hardware, electronics, pharmacy, office supplies, specialty grocery and a home goods store would help. A person can’t even make a simple copy of a document downtown. An additional department store also seems within the realm of possibilities.
In a perfect world, the new businesses would be locally owned but that may be impossible in a chain store world. But as long as corporate stores abide by established design guidelines, a few more shouldn’t be shunned. The greater challenge, in regard to attracting stores with everyday products, may be to change the perception or reality of limited parking.
Providing more options for child care and educational services also makes sense so that downtown is not just populated with young people and senior adults. Currently, some young urban couples who start families move to the suburbs because of few school choices.
Most established communities also include a variety of medical services. Although one brave dentist has opened an office downtown, residents would probably utilize an after-hours clinic as well as other health-related services. Helping the homeless population find resources for mental health services, work and permanent housing would also strengthen the downtown neighborhood.
And what about a corporate presence? We lost the Kimberly-Clark Corporation to West Knoxville a few years ago and the spending power of about 300 employees at downtown restaurants and shops, along with it. And, efforts to attract new corporations have proven difficult. Yet, we should be actively searching, as our corporate neighbors can boost the economy and community morale. For example, a large downtown presence for Scripps Networks would be a welcome addition.
The question is how do we create this holistic community? Do we rely on past “organic” experience of waiting on a few courageous individuals to cultivate it? Will a healthy mix of private enterprises follow an influx of residents without a plan of action?
In the past, the city has also hired consultants to assist with the creation of several master plans. But the last plan was drawn up 14 years ago. It’s worth noting that the plan emerged from the grassroots initiative, “Nine Counties One Vision,” which is an approach we might want to revisit. More recently, the city has hired the Urban Land Institute to visit key sites such as the McClung Warehouses, the Tn. Supreme Court building, and World’s Fair to make recommendations for potential future uses.
But with the opening of several renovated residential buildings and a variety of proposals and projects on the table, the timing also seems perfect for a new master plan that’s imaginative, sensible and specific.
The master plan could outline a new set of urban priorities including proactive marketing for practical stores to offset our entertainment-centered neighborhood. And, its implementation might be more effective with one overarching group, consisting of representatives from every downtown organization and perhaps, new blood from inside and outside the community.
While the city and organizations such as the Chamber, Market Square District, Old City and 100 Block Associations, and the Metropolitan Planning Commission should be applauded, the next redevelopment phase may also require a more diverse set of community-building skills. More strategists, researchers, negotiators, networkers, recruiters, image makers, creative thinkers and even veteran residents come to mind.
An overarching steering committee would be able to brainstorm and explore their own ideas for smart growth. But, they could also be empowered to evaluate both, public and private project proposals and give public feedback. Which should encourage investors and developers to be more accountable for the projects they submit. We may be past the point of simply being grateful for any potential investment and to the point of being more selective.
The public gets a steady stream of proposal reports. The proposals are often just thumbnail sketches with vague time-frames, which are probably publicized too soon. The Sentinel Tower proposed in 2007 and never coming to fruition serves as a good example. And, some of the investors’ plans regarding entertainment businesses, seem uninformed. Case in point: we may soon have more bars than full scale restaurants.
It’s also troubling when projects proceed without serious consideration of the priorities of downtown residents and retailers. Under a new plan, perhaps the proposals could be test-marketed through the Central Business Improvement District, (CBID) with over 600 downtown property owner-members. Likewise, City People, a non-profit organization for people who live, work and play in downtown Knoxville, should also be included.
At such an exciting yet perplexing time in downtown history, creating a new redevelopment strategy and a larger inner circle to implement the plan seems logical. And, perhaps a full-fledged downtown community could be just around the block.