A Dynamic Downtown requires Dynamic Planning

A Dynamic Downtown requires Dynamic Planning DOWNTOWN WINSTON -SALEM: 15 YEARS OF TRANSFORMATION OCTOBER 17, 2014 A.PAUL NORBY, FAICP JASON THIEL ADAM SEBASTIAN, AIA

What Has Happened So Far To Make Downtown Dynamic? 457,000 s.f. office building 2-way streetscape makeover for Fourth Street 81 restaurants/bars; 16 music venues; 22 festivals/yr Downtown research park now tripled to 3,000 employees Total residents more than doubled to 2,500---with several hundred additional housing units underway Visual Arts and Performing Arts Districts established Iconic historic buildings adaptively reused Streetlife day and night--pedestrian traffic at lunchtime doubled; dinnertime quadrupled New retail in place or under construction

It wasn t always that way..

Being Dynamic Requires 2 Things--- Creating the Plan: -Vision, Involvement and Excitement Working the Plan: -Strategically Important Projects -Collaboration and Partnerships -Celebrate Successes -Keeping the Plan Fresh

Creating the Plan Step 1: See what other cities have done Roanoke, VA Greenville, SC

Creating the Plan Step 2: What do we have to work with People. --Leaders --Believers --Developers --Merchants --Pioneers --Visionaries

Creating the Plan Step 2: What do we have to work with Bones. --Central location --Public Spaces --Street pattern --Facilities --Transportation system --Parking

Creating the Plan Step 2: What do we have to work with History. --Buildings --Districts --Incentives

Creating the Plan Step 2: What do we have to work with Attractions and Surroundings --Colleges --Old Salem --Greenways --Neighborhoods --Medical Center

Creating the Plan Step 3: Establish a core group --enthusiastic downtown supporters --government and business leaders --key institutional leaders --representatives of nearby neighborhoods --key public staff --downtown businesses and residents

Creating the Plan Step 4: Generate Excitement and Involvement --media coverage --public event--gather hopes/dreams/potential/priorities --visual examples of possibilities --core group takes the input and then develops draft plan --vetting the plan with key stakeholders --public event to go over draft plan, get feedback --finalizing and adopting plan

Creating the Plan Content of the Plan? --be comprehensive---can t be one dimensional --establish relation to surrounding areas --create strategic to do lists: short, medium, long term --identify partnerships needed to implement the plan

Working the Plan Strategically Important Projects --Highly visible --Creates people activity --Catalyst for additional projects

Working the Plan Strategically Important Projects

Working the Plan Collaboration and Partnerships --Private Sector --Public Sector --Non-Profit/Institutional

Working the Plan Celebrate Successes --Public Events, Festivals (Rock the Block, Fourth Street Jazz, Second Sundays, Salute!) --Encourage Activity (Restaurant Month) --Awards and Recognitions

Working the Plan Celebrate Successes

Working the Plan Keeping the Plan Fresh --Measure Results --Evaluate Plan --Identify Gaps and New Opportunities --Core group review and input --Public review and input --Adopt updated plan with revised list of priorities

Plans and Updates, 1998-present Plan for a Great Downtown 2002 Downtown Plan 2013 The Downtown P New Century Plan, 1998 Downtown Plan 2007

The Current Downtown Plan Vision Vibrant center city strong, energized downtown core Encourage & support creative spirit, social equity, pursuit of greatness Breathe opportunity and uniqueness Through. --pedestrian-friendly, urban environment --developing 4 core districts with restaurants, destination and festive retail, arts/entertainment venues, residences --marketing surrounding areas for offices, hotel/convention center, mixed use, retail, research/institutional, residential --retaining, re-using historic buildings

The Current Downtown Plan Downtown Districts

The Current Downtown Plan Economic Investment and Vibrancy Tax base as a strategic asset Arts and Entertainment (including vibrancy index) Research and Innovation Housing (including growth of housing units) Retail Office Conventions and Hospitality Tourism and Visitors Entepreneurship Historic Preservation Central Library Streetscape and Parks/Open Space

The Current Downtown Plan Economic Investment and Vibrancy : Housing Units

The Current Downtown Plan Economic Investment and Vibrancy : Office Space

The Current Downtown Plan Economic Investment and Vibrancy : Vibrancy Index

The Current Downtown Plan Economic Investment and Vibrancy : Tax Value Per Acre

The Current Downtown Plan Mobility and Public Investment Walkability Corridors and Connectivity Wayfinding and Trailblazers Bicycling Parking Public Transportation Urban Circulator

The Current Downtown Plan Mobility and Public Investment : Wayfinding

The Current Downtown Plan Mobility and Public Investment : Corridors & Connectivity

The Current Downtown Plan Mobility and Public Investment : Parking

The Current Downtown Plan Mobility and Public Investment : Bicycling

The Current Downtown Plan Mobility and Public Investment : Public Transprotation

The Current Downtown Plan Implementation Completion results from previous plan (2007) Business Improvement District of critical importance Design and form-based code Strategic importance of public improvements which help focus high intensity development Implementation schedule (short, mid and long range)

At the End of the Day.. What Does the Plan Seek For Downtown? Add more people to the Downtown community Support for families with school-aged children living Downtown A home for the new economy Buildup of convention and tourism business Fostering of public art, design, and the art economy Broad support by business, industry, government and citizens New investment in office, dining, retail, entertainment Historic Preservation a valuable component of development A diverse economic base (large & small businesses) Diversity celebrated through a range of community facilities Organizational support for connecting initiatives with people