Dtn and STC Strategic planning w catalytic dev 1

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Information about Dtn and STC Strategic planning w catalytic dev 1
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Published on August 21, 2007

Author: CoolDude26

Source: authorstream.com

Slide1:  Metropolitan Policy Program The Brookings Institution Downtowns and Suburban Town Centers Enhancing Walkable Urbane Places Walkable Urbanity is Different :  Walkable Urbanity is Different Must Have a Strategy andamp; Be Managed to Succeed More is Better—Upward Spiral Each New Element Adds Value to Existing Assets…IF within Walking Distance Creates a Special Place…and Significantly Greater Asset Values and Taxes Reasons for Market Demand for Walkable Urbanity:  Reasons for Market Demand for Walkable Urbanity Baby Boomers Becoming Empty Nesters Generation Xers—television shows 75% of Households with No School Age Children in Household Boredom with Conventional Development since 'More is Less' Possible Attraction of Walkable Urbanity to 30% to even 55% of the market Market Demand for Walkable Urbanity:  Market Demand for Walkable Urbanity Source: Levine, Zoned Out, 2006 5 Types of Regional-serving Walkable Urbane Places:  5 Types of Regional-serving Walkable Urbane Places Traditional Downtowns (San Diego, Denver, Downtown NYC, Seattle, Chattanooga, DC, etc.) Downtown Adjacent (Dupont Circle, Georgetown, Hollywood, West Hollywood, Atlantic Station, Midtown Atlanta, etc.) Suburban Town Center (Pasadena, Glendale, Santa Monica, Beverly Hills, Palo Alto, Mountain View, Bellevue, Redmond, Bethesda, White Plains, Birmingham, etc.) Suburban Redevelopment (Ballston, Friendship Heights, Belmar, Santana Row, Kendall Square, etc.) Suburban Green Field (Valencia Town Center, Reston Town Center, new generation of lifestyle centers, etc.) Others Evolving? Slide6:  District of Columbia Metro Highway River Reston Takoma Park Walkable Area Traditional Downtown Slide7:  Traditional Downtown: Washington D.C. Slide8:  District of Columbia Metro Highway River Reston Takoma Park Walkable Area Downtown Adjacent Slide9:  Downtown Adjacent: Georgetown Slide10:  District of Columbia Metro Highway River Reston Takoma Park Walkable Area Suburban Town Center Slide11:  Suburban Town Center: Bethesda, MD Slide12:  District of Columbia Metro Highway River Reston Takoma Park Walkable Area Suburban Redevelopment Slide13:  Suburban Redevelopment: Ballston – Arlington, VA Slide14:  District of Columbia Metro Highway River Reston Takoma Park Walkable Area Suburban Greenfield Slide15:  Suburban Green Field: Reston Town Center – Reston, VA Settling the Stage:  Settling the Stage 1. Intention and Vision 2. Strategic Plan 3. Role of Public Sector 4. Make the Right Thing Easy 5. Establish BID and Other Non-Profits 6. Create a Catalytic Development Company Slide17:  Slide18:  Spectrum of Open Space Management Models City Department Business Improvement District Events andamp; Sponsorships Retail Rents Contributions The Brookings Institution Slide19:  Spectrum of Open Space Management Models City Department Business Improvement District Events andamp; Sponsorships Retail Rents Incremental growth in good years Subject to budget cuts in bad years Little customer focus No incentive or legal means to raise outside revenues Generally not integrated into overall strategy for downtown Difficult to implement high standards on an exceptional basis Example: NPS management of downtown DC parks Contributions Slide20:  Spectrum of Open Space Management Models City Department Business Improvement District Events andamp; Sponsorships Retail Rents Contributions Relatively easier to obtain initially due to enthusiasm for open space idea Difficult to maintain for more than 5 years due to funder fatigue Household membership expensive to run and yields relative low returns Slide21:  Spectrum of Open Space Management Models City Department Business Improvem’t District Events andamp; Sponsorships Retail Rents Essential for downtown turn around Best employed for general sidewalk/park maintenance and safety amb’s, paid for sves Requires willing and capable property owners Direct benefit to property owners paying bills Can include 'paid in lieu' fees from government and non-profits Can instill a customer orientation if properly managed Not immune to bureaucratic malaise and lack of incentive to raise additional revenue Can be a means out of homelessness Can generate revenue by providing services to city or private plaza owners Example: The majority of BIDs in the country, such as Philadelphia, DC, Htn, ABQ Contributions Slide22:  Spectrum of Open Space Management Models City Department Business Improvement District Events andamp; Sponsorships Retail Rents Provide a unique venue for events that pay rent Provide location for companies to contact many 'persons on the street' May be perceived to have privatized public space, pushing out the public Example: Campus Martius, Bryant Park Contributions Slide23:  Spectrum of Open Space Management Models City Department Business Improvement District Events andamp; Sponsorships Retail Rents Provide new services for the public in a park setting or on street Eating in a park is an 'urban winner', says Holly Whyte May require capital investment May be perceived to be competitive to property owners or restaurants Example: Campus Martius, Bryant Park Contributions Slide24:  Catalytic Developer Requirements:  Catalytic Developer Requirements Site Control, may include condemnation Patient Capital Base Long Term Vision Short Term Desire to Get Things Done Willingness to Encourage Competition Unique Relationship with City Acceptance of High Risk Investments Spectrum of Catalytic Developers:  Spectrum of Catalytic Developers City Department--Community Redevelopment Agency (LA) Separate Agency--Centre City Development (San Diego) Non-profit/City--RiverCity Development Corporation (Chattanooga) Private/Non-profit--Historic District Improvement Company (Albuquerque) Catalytic Developer Lessons Learned:  Catalytic Developer Lessons Learned Buy Vs Make---You Must Make Locally Committed Individuals Who Can Financially Support Themselves Patient Capital Source Private/Public Joint Venture Approach Luxury of Time to Create Critical Mass Doing Well While Doing Good Philosophy Be Prepared for 'No Good Deed Goes Unpunished' Growth Challenges:  Growth Challenges 10-20+ regional-serving walkable urbane places in 1st andamp; 2nd tier metros (downtown is just one) Recognize what regional-serving roles fit best Affordable Housing NIMBYism as major threat Role of Environmentalists 'best of two worlds' Strategy andamp; management are key…these are different animals than conventional development www.cleinberger.com or www.brookings.edu :  www.cleinberger.com or www.brookings.edu 'Turning Around Downtown: Twelve Steps to Revitalization', The Brookings Institution, 2005 'Building for the Long-Term', Urban Land magazine, December, 2003 'Taming Gentrification' 'The Need for Alternatives to the 19 Standard Product Types', Places magazine, Fall, 2005

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