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Chapter 5: Plan Recommendations


What the Community Values


During the personal interview process , we asked what people valued about living in Mayfield Heights, and the following points summarize those factors cited most often:


Good Place to Live/Raise a Family
Excellent Public School System
Strong Sense of Community/Many Long-Time Residents
High Satisfaction with the Quality of Residential Services
Convenience to Shopping is a Benefit
Quality Housing—Well-Maintained and Supported by Inspections


Challenges/Issues Facing Mayfield Heights


The personal interviews also helped to focus the planning effort on key challenges that are facing the community and ways for addressing these issues.


Issue #1: Concern About Maintaining the Community’s Residential Base

1. The City’s current inventory of single-family homes, though well-maintained, is not adequately meeting the market needs--people are leaving for other communities where they can find the type of housing desired;

2. Commercial uses are encroaching on residential areas, and the City needs zoning or other strategies to preserve the quality of residential areas;

3. There is an increasing incidence of conversion of owner-occupied single-family homes to rental property which does not help community stability;

4. Home ownership should be encouraged to provide a stable residential base for the community;

5. There should be more assistance for seniors that are having trouble keeping up their homes; and

6. There are young families that want to move to or stay in the City, but can’t find appropriate housing that meets their needs.



Issue #2: Traffic Congestion

1. Extreme levels of traffic congestion on the community’s main streets cannot be tolerated—aggressive steps are needed to contain and manage traffic while improving safety for residents;

2. As the City’s gateway street, Mayfield Road should be enhanced to present an attractive image for the community and safe passage for residents; and

3. There are simply too many cars--there should be alternative travel options available—bus, walking and biking—on safe and pleasant streets or segregated trails.

Issue #3: Retail Development Quantity and Quality

1. While the availability of stores enhances our tax base and provides a convenience for residents, the balance is tipping away towards too much retail;

2. Retail sites along Mayfield Rd., most notably the Mayland shopping plaza, are of concern as several spaces are vacant and would benefit from increased investment; and

3. Zoning tools are inadequate for containing the growth of retail—need for new approaches.

Issue #4: Limited Land and Financial Resources

1. Mayfield Heights is nearly fully developed, and the land uses are not likely to change in the near future—there is a need to reuse existing land to accomplish the community’s goals;

2. The City has pressing capital needs and limited financial resources to achieve the development goals that will be outlined by this master plan; and

3. While many appreciate the “quality of life” features of living in Mayfield Heights, the community needs to be more proactive about achieving its development goals and enhancing the quality of private development and the City’s public spaces.

Issue #5: Need Consensus Vision, Action Strategy and Commitment to Implement

1. There is a need to maintain a City Master Plan to provide guidance to elected officials as to the development goals and strategies for the community that should be consulted routinely and updated at least every ten years;

2. The City should undertake periodic in-depth studies of park and recreation facility needs, housing surveys to assess market demand/supply, and other site redevelopment planning activities to support the foundation provided by the Master Plan; and

3. City elected officials, community and business leaders, and residents should work collaboratively to achieve the consensus goals and objectives that are endorsed through the master plan effort.

Goals for the Master Plan
RESIDENTIAL GOAL: Mayfield Heights is a Desirable Place to Live
1. A place where long-term residents can stay, as well as a destination for young families looking to settle, due to the quality of life and the diversity of housing choices available.
2. Characterized by an exceptional public school system that enjoys strong support of the residents and businesses alike.
3. Well-maintained residential properties and commercial areas where homeowners, renters and businesses are willing to maintain and invest in their properties to provide a high quality environment.
4. Providing quality City services, responsive recreational and other public facilities, and meeting the retail service needs of residents*.
5. Serving the recreation needs of residents and employers by providing ample facilities and services through creative partnerships with businesses, not-for-profits and community residents.
6. Balancing economic development needs with the desire to preserve the community’s residential character by providing more green space, landscaping, and enhanced design qualities to make a more pleasing environment.
ECONOMIC DEVELOPMENT GOAL: Balanced Development and Growth Strategy
ECONOMIC DEVELOPMENT GOAL: Balanced Development and Growth Strategy
1. Mayfield Heights should remain a diverse and competitive regional economic center, characterized by a mix of residential, commercial, retail and open space uses, that stays current with market trends by updating its commercial base and “the look” of the built environment as needed.
2. Pursue quality economic development that generates new sources of revenue for the City, thus keeping residential taxes lower, while minimizing negative impacts associated with that development and achieving the City’s development objectives of more green space, quality landscaping, and enhanced design.
3. Enhance the City’s position as a regional retail center by considering strategies to redevelop retail uses--especially where there are vacancies--with better design and by introducing a mix of land uses to integrate commercial, residential and/or even open space where feasible.
4. To achieve its development agenda, the City should maintain a current master development plan, pursue redevelopment tools--such as an effective zoning code and available financial incentives--and provide the administrative capacity needed to preserve its competitive position as a viable economic center.
5. Works collaboratively with neighboring communities on joint initiatives that provide economic advantage to the community or enhance its quality of life.

COMMUNITY AMENITIES GOALS: Safe, Attractive City that Provides a Sense of Community
1. Characterized by attractive neighborhoods and business centers that provide safe and pleasant access--whether on foot, bike or when traveling by car--and are characterized by greenery and plazas/open space.
2. Having an identity as a beautiful city with attractively designed community gateways, paving enhancements, and greenery lining the main thoroughfares.

3. A friendly community, with a “small town” feel, that provides many opportunities for residents and businesses to interact.
4. Benefiting from healthy and productive communications between city government, the business community, and residents.
5. A community where everyone is willing to “roll up their sleeves” and work to make Mayfield Heights the best that it can be.


Planning and Development Policies and Strategies

There are currently a number of important development projects underway in the City of Mayfield Heights. For example, in addition to several new retail and residential developments in various locations, the Hillcrest Hospital is currently expanding its inpatient facilities with a $27 million investment on its current site and reserving land across Mayfield Rd. for future expansion needs. Similarly, the City of Mayfield Heights recently completed construction of an $8.0 million administrative/public safety at the site of its current City Hall.

The purpose of these policy and strategy recommendations is to help fine tune the current approach to development and to provide support for the type and quality of development desired by the community. There continues to be tenant turnover in the retail centers in the City, and future reinvestments should be clearly guided to achieve the goals of this Master Plan. This section outlines the specific policies and strategies that should be pursued to achieve the goals recommended in the Master Plan.
  The City offers a variety of housing options with detached single-family and rental apartment housing as the most common housing types found in the City. In recent years, the City has successfully been adding to its housing mix to accommodate the demand for attached and cluster housing that has developed largely for seniors and others looking to reduce maintenance responsibilities. A list of the recent condominium, attached and cluster housing projects is provided in Appendix A to this report.

The City’s current willingness to work with the developers of alternative housing to provide options for the “empty nester” market is a supportive first step. These cluster and attached housing developments, typically built at higher densities than detached single family residential, are being built on the little vacant land left in the City and in areas where large single family lots (all or a portion of the lots) have been consolidated.
While the attached and cluster housing needs are being addressed by the community, there remains a shortage of larger, more contemporary housing on standard single-family lots geared to younger families. The quality of the Mayfield schools is a key factor in keeping and drawing families to Mayfield Heights. However, as families grow and seek out larger homes, they are finding few options within the City, and are looking to move to outlying areas where new housing with more square footage can be found rather easily at a reasonable price. To keep some of these families, the City should consider strategies designed to 1) make it easier to expand/remodel existing housing; and 2) facilitate the development of new, detached single-family options within the community.

To preserve its options and assure that the desired type of residential units are constructed on any remaining parcels, the City will need to very explicit about the type of housing desired and may need to take a more aggressive approach to encouraging developers, and even subsidizing the type of residential development desired. Areas of the City where specific policies have been identified to address residential issues are summarized below and referenced on Map 7, the Development Policies Map.
The City should continue to diversify its housing options and to offer new housing so as to retain existing residents in the community and facilitate reinvestment and upgrades to its housing stock. Keeping families in the community and attracting new families is a high priority for the City, and it should continue to work aggressively to provide adequate housing options as follows:

a. Provide for Larger Single Family Homes: There continues to be a need for “move-up” housing for families who wish to remain in the City. The type of housing needed to serve the market would provide at least 2,000 square feet with at least 3 bedrooms and 2 bathrooms. The following strategies should be considered to provide newer, more modern housing options for young families and older adults:

1) Use remaining vacant or underutilized land for providing larger, single-family housing alternatives (e.g. see Ridgebury Residential discussion in Chapter 6, Focus Areas).
2) Support the replacement of individual single-family homes in older neighborhoods—especially where there is a concentration of rental units-- with slightly larger, more modern housing.
3) Consider redeveloping certain existing residential “pockets” with larger, single family housing units (e.g., northwest corner of the City where there is increasing conversion to rental units) through the purchase and consolidation of parcels. The goal is to preserve the 60-foot width lot minimums in the single-family areas of the City.
b. Support modest expansions of existing homes by considering modifications to existing development standards in the Zoning Code.
c. Provide New Attached/Cluster Homes for the Middle Market: The City has successfully facilitated the development of some 300 new units of attached and cluster housing to accommodate the demand for this type of housing in the community. The City should continue to encourage the construction of a limited number of new attached and cluster condominium housing in selected locations on main roads that can serve as a transition between uses or as infill in a potential new Mixed-Use District area.
d. Conversion of Apartments to Condominiums: Support conversion of some apartment housing to condominium ownership where feasible as a way of encouraging personal commitment to the community. Apartments in the Woodhawk development are currently being converted to home ownership, and similar projects could be considered.
a. Continue the City’s successful housing inspection programs that enjoy broad public support and monitor conversions of owner-occupied housing.
b. Provide access to home repair and loan programs for homeowners of modest incomes that can make it more feasible to keep properties in good repair.
a. Meet Residents Needs for Retail Services: While the City is served by an abundance of retailers, a relatively high proportion of this retail provides goods and services directed to the regional market. To assure that the retail and service needs of local residents and employees are met, the City must periodically consult with the residents on retail to assure that the needs of the local market are being met. Some unmet needs that were identified during the planning process included:
1) Further diversify the services available to residents by attracting restaurants, coffee shops, and other dining options within the community so that business meetings can be held locally and residents can stay in the community when dining out.
2) Facilitate the location of a grocery store to the City’s east side.
3) Provide for teen-oriented activities that would include recreation and other types of activities geared to the community’s teenaged children.
4) Limit big-box retail stores to the area around the I-271/Mayfield Road interchange.
b. Mitigate the Negative Impacts of Commercial Areas: Encroachment of commercial uses on residential areas remains a pressing issue for the community. To address this issue, the City will need to update its zoning code provisions relating to landscaping, lighting, and related provisions to assure that future development and redevelopment will be held to a higher standard (see Zoning Recommendations, Chapter 7).
However, where existing development is not up to the new zoning standards that the City might adopt, the City will need to work proactively with business owners to facilitate redesign and other improvements by providing public financial incentives and access to grant and loan funding programs (e.g. to fund façade improvement programs, landscaping and limited vehicle access improvements).

Spillover of vehicle traffic into the neighborhoods is a safety and quality of life concern that will require the City to better manage the local traffic flows and to pre-empt non-residential traffic from using the City’s local streets as a way of avoiding congested main roads. All over the country, communities are trying strategies designed to reduce the number of cars in their communities and to assure neighborhood safety. At minimum, the City should work with its key staff and residents to identify traffic trouble spots and adopt a plan for minimizing peak-period trips in its neighborhoods.

a. Reduce cut-through traffic in residential areas by:
1) Limit turn movements off major arterials during busy travel periods.
2) Consider end-of-street closures (i.e. cul-de-sacs) on designated local streets for possible conversion to pedestrian plazas (e.g. Parker Rd. on south side of Mayfield Rd.).
3) Evaluate the feasibility of traffic calming mechanisms for problem areas—speed humps and other local street design strategies that seek to slow traffic down in residential neighborhoods.
4) Use land from the redesign of the Mayfield Rd./I-271 intersection to provide direct access to the Costco-Best Buy site and discourage traffic from using the residential areas in the Bonnie Lane area if it is available.
b. Create sidewalks where none exist: Provide City incentives to encourage the development of sidewalks where there are none currently and move sidewalks away from main roads to provide protected pedestrian routes. Develop a funding partnership or secure outside funding where feasible to achieve this.
c. Designate a bike/pedestrian network in the community to discourage the use of vehicles for short trips (discussed in greater detail later in the “Community Amenities” recommendations).

Map 7

Development Policies Map
Development Policies Map

ECONOMIC DEVELOPMENT: Balanced Economic Development Strategy

With a population of more than 19,000 residents, nearly 2 million of retail square footage, and an estimated 400,000 square feet in office square footage, Mayfield Heights has established itself as an east suburban regional economic center. The availability of two interchanges on Interstate 271 has facilitated the development of the retail and office sectors in the community.

However, there will continue to be other communities vying to attract employers and shoppers away from established economic centers like Mayfield Heights with newer office/retail space and contemporary amenities. In the office sector, the Chagrin Highlands industrial park presents a nearby location for companies looking to expand or change locations.
In the retail sector, nearby Beachwood Place Mall, with 1.2 millions square feet, has always provided a regional retail draw. This major center, combined with the opening of the Legacy Village retail center, will now provide even more competition for Mayfield Heights and its retail space. In this competitive environment, Mayfield Heights will need to regularly assess its office/retail offerings versus those offered in other communities to retain and attract desirable businesses to the community.
As a built-up community, the City must be strategic about the use of any remaining vacant land and pursue the redevelopment of areas that are currently under performing or are not fully utilized. To spark reinvestment in the community and remain economically competitive, the City will need to consider a range of strategies that could even include a role as a public financial partner in redevelopment projects that support City objectives. These key strategies are summarized below, and non-residential development policies for the City are also shown on Map 7, Development Policies.
a. Preserve Office Tenants in the Corporate Parks: Work with owners/tenants to retain existing office tenants and employers by periodically assessing the needs of the industrial park employers and considering such strategies as:
1) Connect and add to the running/walking bike trail system in the Landerhaven Center by working with Landerbrook property owners to extend the path system through that office park and connecting it to a citywide network of paths/trails.
2) Meet periodically with representatives of the office parks to identify issues and possible strategies. Facilitate the creation of a business group in Landerhaven/Landerbrook area to provide an ongoing mechanism for communicating with the businesses in this area.
b. Assure the Competitiveness of Retail Areas: The City must assure competitiveness of retail by working with owners to upgrade the quality and design of retail areas (store size, site arrangement, parking and additional landscaping) and by assuring that retail has minimal impact on adjacent residential areas.
1) Limit “big box” retail to the I-271/Mayfield Rd. interchange area and influence the quality of this development through the adoption of “Design Guidelines” as discussed in Chapter 7.
2) Consider adopting “Design Guidelines” for the retail areas as a proactive strategy for attracting the type of redevelopment desired for the community and enhancing the quality of the built environment (further discussed in Chapter 7--Zoning Strategies Section). The goal is to create a distinctive look for the community.
3) Consider converting other, less desirable retail sites to public plazas or to expand pedestrian crossing areas along Mayfield Rd.
c. Revamp Eastgate/Hillcrest Area as a Mixed-Use Commercial Center: Encourage renovation of the Eastgate Mall/Hillcrest Hospital area to enhance its role as a “Mixed-Use Center” with improved pedestrian connections and a coordinated internal network of roads. (See Chapter 6--Focus Areas for alternative concepts for the Eastgate area). General characteristics of the mixed-use center would include:
1) High-density compact development that is concentrated and designed to encourage walking and interaction between uses. Currently, the multi-family buildings, the office buildings and the retail center in this area were developed separately and provide few pleasant/safe pedestrian walkways.
2) Multi-story buildings that are devoted to retail uses on the ground floor and offices and/or residential uses on the upper stories.
3) Integrated design that links signage, landscaping, building design and circulation.
4) A community focal point around which land uses are arranged or that creates a visual link or a community gathering spot.
a. Designate a Community Development Staff Position: The City’s significant economic base warrants the attention of a staff person to assure ongoing communication and access to resources that are needed to assure a competitive Mayfield Heights.
b. Redevelop the Mayland Site: This is an area of high priority as the community is overwhelmingly concerned about the deteriorating conditions of this site and encourages the City to take aggressive action to get this key parcel reused for commercial (mixed use) or public use purposes. With the completion of the City’s attractive new City Hall facility just a blocks away, redevelopment of this key site should be pursued in the near term to continue the momentum of upgrading Mayfield Rd. properties.
1) Consider a community/recreation center for this location and provide linkages to other community facilities. The size and location of the site support the consideration of this site for public use especially given the shortage of park/community facility space in the City. (see Chapter 6, Focus Area discussion).
2) Alternatively, consider a mixed-use private development for the site that would blend residential and a modest level of retail; under this scenario, the City could consider using the tax increment financing mechanism.
3) Provide pedestrian linkages to adjacent residential areas and consider strategies to upgrade the area’s residential uses.
4) Create a Mayfield Heights Town Center in the area around the Lander and Mayfield Rd. intersection that integrates this site (as it redevelops) with other nearby community and similar sites.
c. Target underutilized areas or areas needing a “design facelift” for assistance: Provide financial or technical assistance to business or property owners whose properties have not been upgraded in some time and/or those that are in violation of the City’s building codes. Alternatively, facilitate the turnover of underutilized property to developers who would be willing to work with the City to achieve its development objectives.
The volume of traffic on the City’s main roads is considered “severe” (based on traffic engineering standards). While it is hoped that the widening of Mayfield Rd. and other main streets in the City will provide some relief, the volume of traffic traveling on the community’s roads continues to increase. Current road-widening solutions are likely to provide only temporary relief unless there are structural changes to affect the demand for travel. The City must work with NOACA, ODOT and neighboring communities to reduce the volume of trips on the City’s streets and to manage traffic flow. Specific strategies to consider include:
a. Enhance the Traffic Impact Study Mechanism: Strengthen the current requirements for traffic impact studies by clarifying what types of projects must submit (e.g., projects expecting to generate 500 daily trips, a common criteria in use by communities), require that the studies evaluate a broader area than just the immediate site, and require mitigating strategies from the private developer to address impacts that are both on-site and off-site.
b. Enhance Connectivity to Reduce Short Trips: The City’s high residential density and close proximity of land uses requires that the City pay particular attention to how areas are connected to each other. By providing safe and pleasant access between residential and commercial areas, the City can encourage walking to destinations and discourage the use of autos for short trips. The opportunity exists to provide landscaping, lighting and safe walkways in several areas of the City--particularly in the Eastgate, Golden Gate and Mayland areas—where residential and commercial uses are adjacent to each other.
1) Reduce through-traffic on the City’s roads by working with the RTA and neighboring communities to provide additional transit alternatives such as Express Bus routing to major employment centers on the east side and/or to downtown Cleveland. The RTA has a goal of locating a park-n-ride facility in the Hillcrest subregion, and funding could be available to support a quality facility/services.
2) Pursue a regional multi-modal corridor study for Mayfield Rd. with ODOT and NOACA to consider long-term transportation and land use strategies for reducing traffic volume throughout the entire corridor—Cleveland Heights, South Euclid, Lyndhurst, Mayfield Heights and Gates Mills into Geauga County. These communities should consider adopting zoning strategies jointly for the entire corridor to control land uses and access strategies (e.g., one such zoning tool is referred to as a “Transportation Corridor Overlay”).
3) Enhance RTA transit circulation services serving the City and adjacent communities so as to accommodate lunchtime errands and other short trips that could be diverted to transit.
4) Work with employers to promote the region’s car and van pooling programs, the RTA’s transit services and its Commuter Advantage program, and to provide for small restaurant and other services on-site in the office parks to discourage short auto trips on the City’s roads.
5) Provide coordinated and enhanced services for seniors, especially those in senior housing, by working with existing senior transit providers, the RTA and the County.
6) Adopt access management zoning regulations as recommended by ODOT to control the quantity and location of entry/exit on to main roads. Access management promotes traffic safety and efficiency while enhancing traffic capacity. Examples of these strategies include shared access drives and routing of entry/exit points to local rather than main roads.
For additional information, an outline of transportation strategies recommended by the Institute of Transportation Engineers is provided in Appendix. C.
COMMUNITY AMENITIES: Providing a Safe and Attractive Community
The quality of life in a community is evidenced by many qualities, including the attractiveness of the built environment, the availability of open space and recreation options and how the community relates to its neighboring communities. As directed by its 1972 comprehensive plan, Mayfield Heights has seen considerable new private investment and benefited from a growing commercial tax base. However, to some extent, the commercialization of the City has come at the expense of public space and the quality of the City’s built environment.
The emphasis of the current plan is on retrofitting some of the outdated development of the previous decades and to “soften” the impact of retail and business areas on adjacent residential uses. While the community appreciates this economic base that makes the City viable, it also supports investing in public amenities that make a community a desirable place to live and pursuing quality design of the commercial and public buildings/spaces in Mayfield Heights. A summary of proposed enhancements is provided in Map 8, Community Enhancements Map.
a. Designate an area for the creation of a town square or town center development plaza area to provide a “sense of place” or community identity for the City. Earlier, the redevelopment of the Mayland shopping center was identified as potential location for a town center.
b. Enhance gateway signage and upgrade areas that serve as entry points to the City (e.g. the Gates Mills Blvd. traffic circle). To achieve an improved image for Mayfield Heights, the community should upgrade areas that function as the City’s key entry points. The character of the gateways, and the quality of the development on these major routes in the community, create an overall impression of the community for visitors and residents alike and should be tended to and enhanced where possible.
Key gateway entrances on Mayfield Rd., SOM Center Rd., and Lander Rd. are locations to provide signage and/or landscaping that gives a sense of the design qualities that characterize the community. Other entry points include the I-271/Mayfield Rd. intersection and the Cedar Rd./Lander Rd. corridor where many employees access the Landerhaven and Landerbrook Corporate Parks. Both of these gateway locations should be targeted for enhanced landscaping, signage and ongoing enhancements.
c. Construct small parks and plazas in busy commercial areas as a transition from the commercial area to the residential areas.
a. Commit to a City tree planting initiative designed to provide street trees in all major road corridors as well as on all residential streets.
b. Strengthen the landscaping requirements in zoning for all commercial improvement projects and for residential projects—both the Costco and Wal-Mart projects would benefit from more landscaping to “soften” the impact of these large-scale projects. Enhanced landscaping also has the desirable benefit of diverting storm water away from the storm sewer system.
c. Work with existing large retail properties, such as Golden Gate and East Gate centers, to achieve landscaping enhancements for parking lots as a public/private partnership.
d. Invest in banners and planters for the City’s public areas and provide more public spaces for residents.
a. Form a task force to investigate the feasibility of a new community and/or recreation center. Alternative locations for a new community center include the existing Marsol Rd. location, as well as sites along Mayfield Rd. The existing facility is approximately 7,000 square feet on a site of approximately nine acres. The Master Plan Committee strongly supports providing a new community center either at the current site or at the alternative locations (as discussed in Chapter 6, Focus Areas).
b. Create and promote pocket parks: Secure more land for parks adjacent to existing parks or in areas where greenspace does not exist and provide signage to identify as public use areas. An example of land that is currently available for a neighborhood park is the remaining parcel adjacent to the Costco development. While not ideally situated, this parcel could be utilized for recreation/park use and linked to the neighboring Bonnie Lane neighborhood.
c. Partner to create additional joint use recreation facilities: Build on the existing partnerships with the Mayfield School District and the Mayfield Area Recreation Council (MARC) to provide additional indoor recreational facilities in collaboration with adjacent cities, other local governments, and non-profits. Consider working with the School District and other communities to explore the possibility of developing a new joint-use Community Recreation facility.
d. Encourage private recreation or amusement facilities (such as “rock-climbing” walls, laser tag and even bowling/skating facilities) in some of the commercially zoned areas that would provide additional activities for teens and young adults.
a. Designate a network of bike and pedestrian routes between the City’s neighborhoods and the various recreation and community facility sites in and around the community (see Map 8 for suggested routing). If the City desires to upgrade its network and secure outside funding for bicycles routes, priority for on-street bike routes should be assigned to State routes as State or County funding is available. Alternatively, it may be more feasible to expand bicycle routes on the City’s local residential streets, however, local funding would be the primary source of implementation funds.
b. Encourage linkages with trails and routes in neighboring communities especially where the City can gain access to the Cleveland Metroparks with a trail link. A bicycle route along Ridgebury Avenue to SOM Center Rd., as well as a Gates Mills Blvd. route, are identified as priority routes in the Cuyahoga County Greenspace Plan (discussed in Chapter 4, Regional Planning Initiatives). The Gates Mills Blvd. median offers space for soft surface running or walking trails as well.
a. Achieve attractive design in road projects by pursuing pavers, crosswalks, landscaping and other amenities that enhance visual quality—Mayfield Rd. is a high priority for streetscape improvements.
b. Develop sidewalk café provisions and work to facilitate the addition of sidewalk cafes where feasible.
c. Adopt “Design Guidelines” and strengthen the role of the City’s Architectural Review Board (ARB) to assure that commercial development projects are attractively designed and compatible with the community’s development goals (see Chapter 7--Zoning Code Text and Map Review section).
a. Build on the partnerships formed through the Chagrin River Watershed Partners (CRWP) and Euclid Creek Watershed Council (ECWC): As a member of both the CRWP and the ECWC, the City is actively working with neighboring communities on issues of storm water management, erosion control, and related environmental issues. These partnerships provide vehicles for the City to collaborate with neighboring communities on land use and development issues that affect borders and should be explored further for possible regional cooperation on joint funding strategies, open space priorities, and related issues.
b. Regularly conduct outreach to businesses in the City to assess satisfaction and consider additional areas of possible collaboration. The existing Mayfield Business Alliance provides a model for public/business cooperation on education issues and could consider expanding its focus.
c. Continue enhancements to the City’s website as a way of communicating with citizens and providing information about City development issues and strategies.
a. Formalize capital improvement planning and programming to better manage limited resources and expand the funding resources that are currently available to the City for its capital investments.
b. Designate capital improvements in the capital plan and program that facilitate the implementation of the master plan—ideally create a separate category in the City’s Capital Plan and Program for projects that facilitate the master plan’s recommendations.
c. Consider a role for the City as public partner in the redevelopment process that would expand the City’s role in providing access to funding or debt financing for projects that would help the City meet its redevelopment goals.

Map 8

Community Enhancements Map
Community Enhancements Map