Issues, Place & Community in Emerging BIDs

Transcription

1 2008 International Downtown Association Conference Calgary, Alberta, Canada Issues, Place & Community in Emerging BIDs September 12, 2008

2 Panelists: Michael Stevens, AICP Executive Director, Capitol Riverfront BID Claire Schaefer Deputy ED, Capitol Riverfront BID Overview: BIDs typically implemented in mature downtowns or business districts Responsible for management services of clean & safe, marketing, special events, advocacy As downtowns achieve build-out, BIDs are being established in emerging areas as change agents to address new issues Presentation will address those issues, why BIDs are important to these growth areas, & how to create place & community in areas where none exists

3 The Capitol Riverfront in Context

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5 Office Space: 15 million sq. ft. Residential: 9,000 new units Retail: 900,000 sq. ft. Hospitality: 1,200+ hotel rooms Parks: Four new parks and the Riverwalk Trail Mixed-use: Two projects Half-Street and The Yards Approximately 25.5 million SF of development upon build-out more than other emerging market in DC $6.1 billion in private development already underway

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7 Cities have long been an assemblage of a variety of elements buildings, activities, trade & commerce, place, community, the exchange of ideas They have also served as centers of employment & function trade/commerce, health care, education, water/sewer, housing, transportation Functionality & the physical construct of cities are the foundations that support community, sense of place, identity & belonging Question what happens in new growth areas where these qualities do not yet exist, but the marketplace is creating the physical assemblage & functional aspects?

8 Demographic trends indicate a back to the city movement Trend is now reinforced by higher energy costs As downtowns do build-out, new growth is often being captured in areas adjacent to downtowns new emerging neighborhoods that have similar densities, mix of uses, & development patterns New growth is supporting concept of Center City as a larger geographic definition of density, mix of uses, transit, linkages, etc.

9 DC s Center City Growth Areas

10 A faster pace of growth/accelerated development resulting in a faster pace for issues Above & below grade infrastructure needs Quality of the public realm/gaps in the public realm Economic development & business attraction Sense of place, community & identity Negative or no perceptions lack of brand & identity Advocacy establishing a voice where none has existed Linkages to other activity districts perceived & real disconnects

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12 The Capitol Riverfront s Opportunities: Green neighborhood with four parks & river access Unobstructed views of the US Capitol Regional transportation accessibility Three Metro subway lines Two interstate freeways Metro bus lines & Circulator Bus (2Q 2009) Proposed water taxi service Retail & entertainment districts anchored by Nationals Park Proximity to US Capitol, Downtown & Reagan National Airport Lower lease rates typically $10 $15 psf less than downtown Live near work & a walkable urbanity

13 Accelerated nature of growth & issues need a management entity from day one Opportunity to manage & coordinate growth be the economic development facilitator for stakeholders Opportunity to market, brand & create identity on behalf of all property owners Advocacy role be the voice of the community on issues that will impact area now & in the future Opportunity to position emerging areas for its share of regional market be on same footing as suburban competitors Important to establish an agent of change that is the consistent go to organization as other players change Importance of creating place, community, identity & destination

14 Organizing a Change Area Involve long-term stakeholders as well as new owners & developers in the area Assess/understand issues & development opportunities in fast paced environment Match range of issues to possible BID work programs Organize steering committee to work on organizational aspects work program, budget & type of BID tax, bylaws, structure, boundaries, etc. achieve buy-in Meet w/city officials & city agencies to discuss infrastructure needs, city commitment/investment in area, economic initiatives Develop BID tax that is fair to a variety of properties in various states of development (vacant, under construction, completed) Achieve consensus on issues/work programs, goals of the BID, & BID boundaries this will determine size of the budget/bid tax

15 Establish clean & safe programs ASAP to clean public realm, show investment & presence on street, establish baseline of services Establish marketing & PR efforts to brand area, create identity, & reposition image (new name & logo) Establish economic development initiatives/priorities - Business attraction efforts (office, retail, housing) - Infrastructure analysis (water/sewer, transit, public realm) - New marketing/pr campaign ( Green neighborhood) Advocate for city investment in infrastructure Prepare neighborhood for opening of new MLB stadium Advocate for construction of parks & Riverwalk Trail, as well as future maintenance programs Initiate community building programs

16 New Costar office submarket designation reinforces office market/business center brand Development project delivery maps illustrate existing & proposed development gives reality to plans & neighborhood Promote parks & the riverfront emphasizes quality of life & opportunity for sense of place, as well as regional waterfront destination Promote Nationals Park a new MLB ballpark that has quickly established destination & identity Retail & residential attraction efforts help brand us an urban neighborhood with support retail & open for business

17 Greater role in economic development efforts - Office tenant attraction - Retail attraction - Residential attraction - Information & database development - Transit/accessibility coordination Expanded marketing/pr/branding initiatives Assume maintenance & programming of parks Expanded role in community building Education/facilitation on river clean-up

18 Over $1.6 billion in public investment to date, including: DOT Building PILOT: $140 M The Yards PILOT: $88 M Arthur Capper PILOT: $50 M Capper HOPE VI: $37 M Nationals Ballpark: $611 M Water/Sewer: $15 M Metro Expansion: $20 M Lowering of Fredrick Douglass Bridge & the Five Streets Reconstruction Project

19 PILOT incentives for parks, infrastructure & environmental cleanup, & public funds for Riverwalk Trail Standards for high quality public realm New infrastructure supports new density/development Environmental standards for public realm reinforce Green community & sustainability Program to improve water quality of river Nationals Park created immediate entertainment district, catalyst for new development, & branding of neighborhood Metro improvements expand accessibility/linkage

20 Public/private partnership involving city incentives City & BID owners saw need for parks to create community & sense of place Amenities for attracting office & residential Open space as quality of life indicator Provide access to riverfront Provide communal gathering place Opportunity to animate through programming Riverfront park creates regional destination appeal

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23 BIDs can help advance an emerging area to become a vibrant neighborhood through managing/programming the creation of community.

24 Involving the early pioneers and getting them vested in neighborhood Marketing tool for promotional materials and attraction efforts Introduces the neighborhood to a larger audience Create positive perception and buzz Ground work for expanding programs as neighborhood matures

25 Vision What is the vision for the neighborhood? What happens in other vibrant neighborhoods? What is the vision for the program in this neighborhood? Reality What space is available? Who are the current users/audience? What partnerships and resources are available? How can you layer and leverage programs?

26 Business Center Urban Neighborhood Baseball & Entertainment District Waterfront & Parks Destination

27 Farmers markets Street festivals Flea markets Concerts Theaters Restaurants Outdoor movies Parks Runs Community gardens Skating rinks Kite flying Sidewalk sales Outdoor movies Parks Runs Community gardens Skating rinks Kite flying Sidewalk sales

28 The Yards Riverfront Park, Fall 2009 Canal Park, 1Q, 2010 The Riverwalk Trail, Existing 2012 Diamond Teague, Spring 2009

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31 Size (not too small, not too big) Centrally located to employment base and ballpark Accessible by metro Landscape and water features Privately owned and maintained

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33 Vision Concerts in the parks at all times throughout the week Users/Audience Day time employees, marketing to potential tenants Partnerships/Resources Funding by property owner, production company, clean and safe teams, food vendors, moveable chairs/tables Evaluation

34 Vision Signature summer event that attracts residents and draws visitors from across the city User/Audience- Small residential population, hotel guests, ballpark attendees, visitors to the sales centers Partnerships- Property management, production company for sporting events, developers with residential product Evaluation

35 Vision Communal event for employees and residents, centered on fresh farm produce Current users/audience Employees, adjacent neighborhood residents, potential tenants Partnerships Large federal agency, clean and safe teams Evaluation success with target audience (feds vs. other user group), partnership not open to expansion, and requires high level of resources for low return on investment

36 Expand concert series & outdoor movies Farmers Market (potential modifications) Artomatic (layering) 5k run/walk (partnerships) Opening event for Riverfront Park (phase I) Community Garden Downtown festivals, such as Cherry Blossom festival (linkage)

37 Manage & coordinate accelerated growth from day one Establish advocacy role early & often create partnerships Brand & create identity constantly & consistently Create place to serve as an attractor & amenity Create community while the community emerges Constantly evaluate & refine role of BID as area changes

38 Michael Stevens Executive Director Claire Schaefer Deputy Executive Director