Uptown 23rd Kickoff Presentation

transcript

An Urban Environment Framework for Uptown 23rd

A collaborative vision to shape an emerging commercial district

Uptown 23rd AssociationCity of Oklahoma CityInstitute for Quality Communities

URBAN ENVIRONMENT FRAMEWORK FOR UPTOWN 23RD

Introduction to the Project

Presentations

Introduction to the ProjectIan Colgan, AICP Urban Redevelopment Division Manager – City of Oklahoma City Planning Department

Commercial District Revitalization in Oklahoma CityJennifer Gates, AICP Associate Planner – City of Oklahoma City Planning Department

Success Stories for Similar IssuesShane Hampton Fellow – OU Institute for Quality Communities

Uptown 23rd | City of Oklahoma City | Institute for Quality Communities

IMPORTANCE OF URBAN COMMERCIAL DISTRICT REVITALIZATION

AmEx StudyQuote #2Quote #3

IMPORTANCE OF URBAN COMMERCIAL DISTRICT REVITALIZATION

Residential neighborhoods served by a successful independent business district gained, on average, 50% more in home values than their citywide markets . . .

American Express OPEN Independent Retail Index

“Commercial corridors and neighborhood shopping centers serve as a kind of “front door” to any community. If the strip is run down and partially abandoned, it sends a negative signal about the quality of the entire neighborhood.”

Center for Community Innovation

“$1 Spent at a Local Restaurant Generated 27% More Local Economic Wealth Than a Chain Restaurant”

Great Communities Collaborative

MarketConditions

PhysicalEnvironment

Organization

PROJECT PURPOSE

ORGANIZATION MARKET CONDITIONS PHYSICAL ENVIRONMENT

WHAT IS A FRAMEWORK?

frame·work [freym-wurk]

1. A skeletal structure designed to support or enclose something

2. A frame or structure composed of parts fitted and joined together

A plan that is prepared as a tool to guide future development and investment, setting out the structure, the aspirations and the limitswithin which more detailed work on planning, design and delivery can take place.

WHY A FRAMEWORK?

Strategies, market conditions, and implementation opportunities change over time.

Physical master plans can lose relevance if not able to be developed shortly after their creation.

Existing funding sources like GO Bonds can take years to implement even after project approval.

As long as the core values / vision of key physical components can be communicated, flexibility, maximization of resources, and optimal coordination can be achieved.

PROCESS

1. FrameworkEstablish the decision-making structure

2. IntegrationIncorporation of the framework into city, neighborhood and private sector strategies, policies and funding opportunities.

3. ImplementationSecure funding, partnerships, development outcomes, business growth, etc.

COMPONENTS OF THE PROJECT

StreetscapeHow can 23rd Street Plan for its “Next Generation” of Streetscape?

ParkingHow to best manage existing and future parking needs / constraints while maintaining a healthy business district?

Infill Development and RehabilitationWhat are the next opportunities for property investment and what can partnerships between the district, neighborhoods and the public sector do to achieve positive outcomes?

Peripheral Development / Relationship to NeighborhoodsHow can 23rd street grow in harmony with its surrounding neighborhoods?

Multimodal TransportationHow can 23rd Street best incorporate walking, bicycling and transit?

A MODEL FOR OKC COMMERCIAL DISTRICTS

Commercial District Revitalization in Oklahoma City

Presentations

Strongly Agree 36%

Agree 37%

Neutral 15%

Disagree 4%

Strongly Disagree 2%

Don’t Know 6%

WILL THE CITIZENS SUPPORT REDEVELOPMENT? – OKC Citizen Survey 2013

“It is important for the City to support redevelopment of the cultural and commercial areas near where you live.”

• Led by the Economic Development Committee– Councilman McAtee, Councilwoman Salyer,

Councilman Ryan

• Dedicated City Program Management staff

• Allocate resources to districts with capacity and commitment

• Invest in District Development Plans that build on the unique market characteristics and redevelopment opportunities for each district

• Provide funding for a district Executive Director as the district implements measurable goals and achieves self-sufficiency

• Create a city-wide consortium for all commercial district stakeholders

COMMERCIAL DISTRICT REVITALIZATION PROGRAM (CDRP)

• Designed for flexibility, accountability, and self‐sufficiency

HOW A DISTRICT GROWS

Complete a district assessment

Ensure districts are prepared to invest the private sector time and resources to be successful

Assist districts in establishing a niche, vision

Determine program priorities

Identify funding and organizational strategy

Assist the development of mature districts that have shown capacity for success

Implementation of program priorities

Advancement of organization to support district

Development of sustainable funding mechanism

District Review Phase 1: Capacity Building

Phase 2: District Development

Phase 3: Ongoing Support

Organized Commercial Districts and BIDs

Emerging Districts

Downtown

OKLAHOMA CITY COMMERCIAL DISTRICTS

• Capitol Hill (2009)• Stockyards City (2001, 2011)• Western Avenue (2009)• Downtown (2001, 2011)

BUSINESS IMPROVEMENT DISTRICTS

• Friends of NW 10th (2010)• Paseo Arts District (2011)• Plaza District (2003)• Uptown 23rd (2011)• Windsor Area Business Group

(2010)

ORGANIZED DISTRICTS

• Envision 240 (2012) (SOKC Chamber 1992)

• Farmers Market (2013)• Meridian (2012)• NW 39th and Penn (2012)• SW 29th Street (2012) (Hispanic

Chamber 2008)

EMERGING DISTRICTS

A Comprehensive Approach in 5 Elements:

1. Organization, Planning, Operations and Finance

2. Market Fundamentals, District Culture, and Promotion

3. Economic & Community Development

4. Redevelopment, Design and Infrastructure

5. Access and Safety, Parking, Traffic and Mobility

STRATEGIC PLAN ELEMENTS

Organization SNAPSHOT• 501(c)6 since 1994• 27 Board of Directors• 1 FT Executive Director, Part of Downtown OKC• Business Improvement District• MAPS 1993

Organization SNAPSHOT• 501(c)3 since 1996• Board of Directors• Part of Downtown OKC• Business Improvement District

Organization SNAPSHOT• 501c3 since 1997• Number Served Annually: 8,000• Annual Budget: $110,000

40% Corporate Donors36% CDRP Contract12% Events6% Individual Donors6% Foundations/Grant

• 13 Board of Directors• 1 FT Executive Director, 1 PT Staff

Support• Work with 32 local business• 32 local business represent and serve:

300 theatre professionals200 theatre students400 dance students298 musicians547 visual artists68 poets, comedians, storytellers

INVESTMENT 2000-2013Total Public Investment in area: $2,382,000Total Private Investment in area: $9,554,000

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

2000-2007 2008-2011 2012 2013

PUBLIC PRIVATE

Of the 62 categories for Best Places and Best Food and Drink, 43 categories had at least one CDRP district business listed. Businesses, places and events within CDRP districts were mentioned 68 times. 7 Districts were represented by businesses in the Best of OKC:• Stockyards – 1 mention• Windsor - 1 mention• 39th Street – 2 mentions (1 business)• Paseo - 6 mentions (3 different businesses and the Paseo Arts Festival)• Western - 16 mentions (15 different businesses)• Uptown - 19 mentions (14 different businesses)• Plaza - 23 mentions (13 different businesses and Live on the Plaza)

BEST OF OKC 2013 – OK Gazette

Success Stories

Presentations

Success Stories

STREET ENVIRONMENTSfor Commercial Districts

Success Stories

LOWER GREENVILLEDallas, TX

Success Stories

LOWER GREENVILLEDallas, TX

Success Stories

COLFAX AVENUEDenver, CO

Success Stories

LAKE STREETMinneapolis, MN

Success Stories

CENTRAL AVENUEAlbuquerque, NM

Success Stories

MAIN STREETLongmont, CO

Success Stories

PARKING MANAGEMENT

Success Stories

Extended Parking Hours

Restricted Parking Zones

Peak Hour Zones

SEATTLE, WA

Success Stories

RECLAIMED SPACE

Success Stories

THE PORCHPhiladelphia, PA

Success Stories

PAVEMENT TO PLAZASNew York, NY

Success Stories

PAVEMENT TO PLAZASNew York, NY

Success Stories

UNIVERSITY CITYPhiladelphia, PA

Success Stories

SUNSET TRIANGLELos Angeles, CA

Success Stories

SUNSET TRIANGLELos Angeles, CA

Success Stories

ALLEYSFort Collins, CO

Next Steps

Presen

tFuture

Next Steps

PROCESS & SCHEDULE

Step 1: Project Kick-off (march)Step 2: Issue Identification and Clarification via

Focus Groups, Fieldwork, Survey Distribution (march)

Step 3: Vision Workshops (april)Step 4: Draft Framework Results (may)Step 5: Refinement (may)Step 6: Presentation (june)

Success Stories

CONTACTCity of Oklahoma CityJennifer Gates, AICPAssociate PlannerPlanning DepartmentJennifer.gates@okc.gov297-1682

OUIQCShane HamptonFellowInstitute for Quality Communitiesshanehampton@ou.edu694-7105

Uptown 23rd AssociationJames EldridgeExecutive Directoruptown23rdokc@gmail.com323-7186

http://iqc.ou.edu/portfolio/uptown23rd/

Uptown 23rd Kickoff Presentation

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