New Orleans, Louisiana SDAT

Transcription

1 The American Institute of Architects New Orleans, Louisiana SDAT November 12-14, 2007 AIA Center for Communities by Design

2 SDAT principals Multi-Disciplinary Expertise Objectivity Community Participation New Orleans SDAT

3 SDAT purpose To serve as a catalyst, convener, and source of information that helps AIA members work with citizens and other stakeholders to envision and create more livable, healthy, safe, and sustainable communities. New Orleans SDAT

4 What is Sustainability? Sustainability envisions the enduring prosperity of all living things Sustainability integrates a range of important community issues into a single vision of the future Sustainable Recovery New Orleans SDAT

5 process: community engagement: review: assessment: recommendation: prioritization: development: implementation New Orleans SDAT

6 South Claiborne Avenue SDAT

7 Challenging Environment Difficult Conditions Intergovernmental Issues Bureaucratic and Policy Barriers Constantly Changing Circumstances Lack of Information Product: Chaotic and Uncertain Future, High Risk, Paralysis

8 Planning Framework A LOT of Planning has been done in the city New Orleans SDAT

9 Frustration Citizens Property Owners Retailers Government Planning Fatigue Do Something

10 Create Corridor Unity Corridor Leadership Corridor Champion Individual (Paid Public Staff) Claiborne is the SPINE / Neighborhood is the MUSCLE CLEAR vision of S. Claiborne Corridor Coupled with Regulatory Control New Orleans SDAT

11 Focus on the Basics Claiborne is the SPINE / Neighborhood is the MUSCLE Intervention Projects: Paint Program, Loans, Debris, Pride Projects, and Branding Low Cost Corridor Branding Short Term Financial incentives for Owners (Supplement) FREE THE LAND New Orleans SDAT

12 Communication and Information Transparency between government, neighborhoods, and Non-Profit Organizations. Leadership Information technologies: Central and Comprehensive Internet Website, Radio Station, Newspaper, Grassroots, Organizations, and Town Hall Meetings Recovery STAT Software Program New Orleans SDAT

13 Lead Market Recovery Market Data Maintenance Strategy Capitol Plan Financial Incentives for Business Development Veterans Administration Hospital Opportunity Provide Tools and Resources Leverage Investments Acquisition Fund New Orleans SDAT

14 Strategic Plan Outline Plan for the Future and Manage Results Retail Attraction Acquisition and Planning Neighborhood Development Transportation New Orleans SDAT

15 Economic Development Retail Development on S. Claiborne Ave Workforce Development

16 S. Claiborne Avenue UNOP Objectives Mix of one full-block depth of commercial on the River-side and Lake-side of S. Claiborne Study potential sites which can accommodate full tow block depth development for largerscale retail establishment Encourage retail establishments, large and small Provide a new supermarket and other need local retail services New Orleans SDAT

17 1 Form a S. Claiborne Redevelopment Corporation WHY? Drive development process Operate in a coordinated fashion Secure and mobilize resources Year 1 Year 2 SHORT TERM WHO? City Officials Neighborhood and Community Development Organizations Broadmoor Hoffman Triangle Central City Freret, etc. Faith-Based Congregations Be accountable for results Other Trade Area Stakeholders Tulane University Oschner Baptist Hospital Funders A champion also needs to be identified as the single point of contact New Orleans SDAT

18 2 Conduct Market Research Year 1 Year 2 SHORT TERM WHY? Enact data-driven decision making Set realistic expectations Quantify spending power Identify gaps and market needs Support marketing efforts WHO? Social Compact Metro Edge University Partner UNO, Center for Economic Excellence Tulane KEY DATA Income density Consumer expenditures by category Capture rate Lifestyle data New Orleans SDAT

19 3 Develop a Strategic Plan Year 1 Year 2 SHORT TERM Establish Brand/ Identity What are the area s key competitive advantages that are appealing to retailers? Urban High Density Create Action Plans to Close Gaps Mixed-use Green STRATEGY Identify Target Retailers Based on market research results and industry research, who are the target retailers? Trade Dimensions, great source Establish Milestones Population Targets Crime Reduction Land Assembled New Orleans SDAT

20 4 Prepare Market for Retail Year 1 Year 2 MED. TERM The following are key actions that need to be taken to prepare the market for retail for the initial target area along S.Claiborne: Assemble Land Pacify Developers Short Term Contracts Financial Incentives Address Crime Form a Business Improvement District (BID) Increase Homeownership Planned VA hospital Public Housing Local Initiatives New Orleans SDAT

21 5 Conduct Marketing Year 1 Year 2 LONG TERM SHORT TERM Develop marketing materials Contact retailers using Trade Dimensions and Chain Store Guide Attend key conferences Stay in contact with key relationships, updating them when key milestones are achieved LONG TERM Form a public/private entity to recruit tenants and coordinate the leasing strategy Entity will develop a comprehensive leasing plan Entity will manage the streetscape if no BID Entity will also provide technical assistance for existing and potential retailers New Orleans SDAT

22 Economic Development Retail Development on S. Claiborne Ave Workforce Development

23 1 Create a Health Services Workforce Development Program Year 1 Year 2 LONG TERM Employers Quantify labor needs Define skill requirements Jointly design curriculum Hire qualified candidates Educators Jointly design curriculum Screen candidates Provide training Provide support services Government Agencies/ Non-Profits Source of candidates Screen candidates Provide support services Collaborative Approach Industry Associations/ Other Civic Groups Ensure shared needs are addressed and industry standards/ certifications are met New Orleans SDAT

24 The career lattice model provides numerous opportunities for advancement with additional training and mentorship. Sample Areas Baltimore Boston 930 trained 900 trained in 3 years 85% retention 91% retention RN Dakotas 134 apprentices 96% retention RN Apprenticeship External Candidate LPN Apprenticeship Incumbent Employee External Candidate CNA Apprenticeship Incumbent Employee External Candidate External Candidate Incumbent Employee Incumbent Employee New Orleans SDAT

25 Systematic redevelopment of vacant properties is key: (a) to unlocking a full range of redevelopment opportunities (b) to managing how recovery occurs leading to a sustainable environment nment PRINCIPLES Acquisition and Development Strategies 1. Long-term efforts that require long-term commitments 2. Must leverage on private/public investments and must prioritize acquisitions to maximize impact and to minimize use of resources 3. Must build from market and physical strengths 4. Must be clustered to enable assembly thus facilitating a large range of development options 5. Must include (a) short-term (private) acquisitions that catalyze recovery and reactivate market; and (b) mid- & long-term (public) acquisitions that manage recovery and growth 6. Must balance growth and equity

26 Current and Proposed Investments NOHA Redevelopment Projects Capital Improvement Investments Property Maintenance Program Other Retail & Residential Investment Investment and Development Strategy Property Acquisitions Short (1-3 yrs) Mid (4-7 yrs) Long (over 7 yrs) Acquisition Structure Set-up Key Private Acquisitions Action 1 IMPLEMENTATION & RESOURCES STRUCTURE Action 2 ACQUISITION STRATEGY Action 3 ONGOING COMMUNITY ORGANIZING Acquisition / Assembly Acquisition / Assembly Development

27 Hypothetical Example $2m Winn Dixie $40k Acquisition Costs $2.5m Dollar General

28 Hypothetical Example Strengths MLK MLK Toledano S. Claiborne S. Claiborne

29 Hypothetical Example Vacant Property MLK MLK Toledano S. Claiborne S. Claiborne 100 vacant properties: $40m

30 Hypothetical Example MLK Toledano Toledano Priority Acquisitions S. Claiborne Priority Acquisitions 100 vacant properties: $40m Vacant Property

31 ACQUISITION & DEVELOPMENT Action 1 IMPLEMENTATION & RESOURCE STRUCTURE 1-A Form South Claiborne Neighborhood Redevelopment Corporation (SCNRC) Local active profit and non-profit developers (NHS, NONDC, NDF) TOOL: Redevelopment Agreement LEAD/RESOURCE: ORM / Target Area Recovery Funds 1-B Allocate Funds to a Central City Revolving Acquisition Fund TOOL: LEAD: RESOURCE: Acquisition Fund ORM Target Area Recovery Funds / Road Home Funds 1-C Streamline the Public Acquisition Process (blight certification / tax liens / code violations) TOOL: n/a LEAD/RESOURCE:ORM

32 Action 2 ACQUISITION STRATEGY 2-A Create/Update Central City Property Survey Land Use, Land Use, Liens, Code Violations, Assessment Value, Vacancy, Tenure, Building Condition TOOL: GIS & on-the ground surveyors LEAD/RESOURCE:Cityworks / Pro-bono & Greater New Orleans Foundation 2-B Acquisition Strategy Outcomes: 1- Builds from current and proposed investments 2. Provide counts on quick-takes, key public and private acquisitions 3. Optimal density, renter-homeowner distribution and target incomes 4. Development capacity and phasing 5. Project Cost and Financing Options LEAD/RESOURCE:SCNRC/Greater New Orleans Foundation Action 3 ONGOING LEADERSHIP AND COMMUNITY ORGANZING 3-A Provide support to SCNRC and current residents TOOL: LEAD: RESOURCE: Relationship building GIS & on-the ground surveyors Central City Renaissance Alliance (CCRA) & Central City Partnership (CCP) Greater New Orleans Foundation and pro-bono

33 Neighborhood Revitalization New Orleans SDAT

34 Neighborhood Revitalization Intervene to make residential blocks/areas more stable and do things that people understand and can see Rationale: Blocks and residential areas need to look like people are proud to be there. Houses and common spaces will show signs of life and be maintained so that when neighbors see them they feel confident that the neighborhood is getting better. Recognizing that many homes are occupied by tenants and that many residents have limited incomes, the strategy has to be modest in scope so that they can include as many people as possible.

35 Components Targeting blocks/sub-areas (groups of 3-4 blocks) - Some work being done - Lower % of abandonment - Higher % of home ownership or Neighborhood Revitalization

36 Neighborhood Revitalization Just places where people want to do something and will work together. - Pride Projects Activities that bring neighbors together and make a physical change

37 Neighborhood Revitalization - Dumpster days - House lighting projects - Landscaping projects - Memorializing heros - Chain Link fence removal - Block Grandmas - Playground Creations - Pick Your Neighbor Parties

38 Neighborhood Revitalization Major debris removal Paint Projects Painting houses with approved color palette Utilize volunteers Do 3-5 per block initially to create a foothold

39 Neighborhood Revitalization Small loans Small ( or large) Home Makeover Loans rehab loans to use for exterior and interior repairs with strong focus on the exteriors, e.g. doors, windows, roofs, porches. Rate based on how many people borrow, e.g., one person 5%, 4 people 3%, 6 or more 0%

40 Neighborhood Revitalization Key elements in achieving this: An organization that can engage neighbors and bring them together for positive activities - not just meetings; An organization to package and administer loan funds; A leader who lives to make this happen A small pool of flexible funds to support activities as they emerge - $75,000 $100,000 annually for operating costs - $50,000 pride project grants per year - $150,000 revolving loan fund

41 Neighborhood Revitalization Longer Term Manage disposition of residential properties to achieve program outcomes - Quality homeowner units - Quality affordable rental Manage Acquisition and Disposition - Create neighborhood advisory team - Identify and map ownership status - Determine strategic acquisitions - Market properties

42 Transportation: Mobility and Connectivity Objectives from planning efforts Walkable/bikeable corridor Premium transit services Recovery nodes/transit-oriented development Destination retail Commuter corridor CAN BE CONTRADICTORY - Who is the corridor prioritized for? Pedestrian crossings and transit operations? Commuter traffic and auto access? Cannot be both at once. Must make a conscious choice. SUCCESS WILL DEPEND ON HAVING FIRM, CONSISTENT DESIGN GUIDELINES

43 Transportation investments: overall strategies Use public investments to lead private investments - Make physical change Cheap, quick and fun (public art, PAINT!, trees, trees, trees.) Set policies to guide long-term development (form, use, orientation, & density) Connect to catalysts Impact of public investment: 8 th Street/Barracks Row, Washington, DC (before and after)

44 Community centers/recovery nodes Carrollton Tulane Loyola National Destinations Superdome LSU/VA Hospital (proposed) Destination Retail Baptist Hospital H Winn/ CJPeat ¾ mile 1 mile ½ mile ¾ mile 1/3 mile Keep retail nodes compact (2-blocks) Separate with residential blocks (over time, may become mixed use) Address residential connections to the corridor

45 Implementation (0 18 months) Target 1-2 intersections Restripe all crosswalks (paint is cheap) Stripe/mark on-street, curbside parking Neutral ground landscaping Maintain transit services, increase frequency if possible

46 Implementation (0 18 months) Policies Limit or prohibit additional curb-cuts Require access from perpendicular streets Require shared curb-cuts Prohibit or limit drive-thru services Require traffic impact studies for major retail or employment conduct comprehensive traffic plan for future development Encourage (or require) transportation demand management (TDM) plans car sharing programs, employee transit subsidies, bicycle racks or lockers, etc. Encourage shared parking facilities and/or cluster parking locations

47 Implementation 2 5 years Implement traffic calming measures (landscape neutral ground, add onstreet bike lanes, define on-street parking areas, etc.) New street lighting system roadway lighting and pedestrian lighting in compact, retail nodes Reconstruct critical intersections to improve pedestrian place and manage traffic growth (curb extensions, pedestrian-oriented lighting, tighter curb radii, landscaping, etc.) Resurface corridor and restripe consider road diet (narrower or fewer lanes, designated bike facility, enhanced crossings, potential transit lane)

48 Implementation 5 20 years Streetcar or rapid bus planning and implementation Street reconstruction including wider sidewalks and concurrent utility modernization

49 Next Steps 90 days (Formal Report) 6 months (Check-in) 1 Year (Follow Up Visit) This is the beginning

50 The Claiborne Commitment Sustainable Recovery will not happen without a systemic approach

51 There is a role for EVERYONE Citizens Businesses Property Owners Developers Non-profits Government (Federal, State, and Local)

52 THANK YOU!

53 AIA Contact Information American Institute of Architects Center for Communities by Design 1735 New York Avenue NW Washington, DC