Building on Strength - Lancaster City Alliance · 2019. 8. 2. · Working Group Meeting January 16, 2015 Mahan Rykiel Associates Arnett Muldrow Associates RGS Associates Economic

Working Group Meeting January 16, 2015 Mahan Rykiel Associates Arnett Muldrow Associates RGS Associates

Economic Development Strategic Plan for the City of Lancaster, Pennsylvania

Building on Strength: NEGOTIATING FROM A POSITION OF ADVANTAGE

#BuildingOnStrength

AGENDA

1.  Introduction

2.  Input “At a Glance”

3.  Working Strategies and Recommendations

4.  Facilitated Discussion

5.  Next Steps

#BuildingOnStrength

INTRODUCTION

INTRODUCTION

1.  Team: Mahan Rykiel | Arnett Muldrow | RGS Associates

2.  Scope: Economic Development Strategies for Downtown and Commercial Hubs

3.  Study Area

4.  Schedule

Study Area

Sept. 2929TH T

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#BuildingOnStrength

INPUT “AT A GLANCE”

Input “At a Glance”

1. Significant Private Sector Partners: Engaged “legacy” institutions 2. Engagement/Collaboration: Engage anchors/key players 3. Development Opportunities: Major and minor; improve process 4. Entrepreneurialism: Facilitate organic growth; creative/technology fields 5. Extension of Downtown: Commercial hubs; clean/safe; uniqueness; events 6. Diversity: Selling point; preserve and increase 7. Streets: Walkability; bike-ability; transit connections 8. Business Dev.: Tools/tactics; access to resources; workforce development 9. Tourism: Work with County; increase hotels; leverage assets/cultural 10. Food: Increase diversity/ethnic diversity; healthy eating; economic driver 11. Housing: Target annual goals; provide at all levels 12. Stabilizing Neighborhoods: Addressing the impact of poverty

Primary Commercial Hubs (Beyond Downtown)

#BuildingOnStrength

WORKING STRATEGIES AND RECOMMENDATIONS

Building on Strength: Collaborating for a Healthy Community

Strategy 1 | Expanding Success: Traditional Economic Development Investment

Strategy 2 | Embracing the Collaborative Economy: Cultivating Entrepreneurs (Creative and Technology)

Strategy 3 | Leveraging the Brand: Marketing Lancaster City

Strategy 4 | Quality of Life: Reinforcing District Identities

Strategy 1 |

Strategy 2 |

Strategy 3 |

Strategy 4 |

WORKING STRATEGIES AND RECOMMENDATIONS

Expanding Success STRATEGY 1 |

Expanding Success: Traditional Economic Development Investment STRATEGY 1 |

1. Investment Sites (By Area)

2.  Business Registration Program

3.  Building the Market

4.  Development Clearing House

5.  Land Trust/Land Bank

6.  Plan Funding Program

Primary Application Area

1.  Investment Sites (By Area)

Potential Hotel Locations



Potential Housing


Investment Sites

1.  Significant redevelopment areas (NW Gateway/Train Station) 2.  Key development sites (Bulova, Market Block, City Crossings Lot,

Lancaster City Business Park, Conestoga Plaza) 3.  Major/minor renovations 4.  Upper floors 5.  Small-scale interventions (Manor, West King, East King, South

Prince/Queen, South Duke, New Holland) 6.  Consider “façade master plans”

Northwest Triangle and Train Station Area

Train Station

Connectivity and Public Realm Framework

Transit-Oriented Development

F&M Athletic Fields

LGH / Mixed-Use Campus

N O T E : C O N C E P T U A L — F O R D I S C U S S I O N P U R P O S E S O N LY

Hotel/Classroom Space in Ithaca NY (Left) Hotel/Condos in Baltimore (Right)

Tupelo, MS (Significant new district, complementary to downtown)

Future Opportunity - Lancaster Square

Long-Term Future Opportunities Along North Prince Street

Precedent: Mixed-Use Development “Wrapping” Parking Decks


Short-term Interventions

Long-term Redevelopment Opportunities

Façade Programs/Façade Master Plans


Manor New Holland

East King South Prince

South Duke

Precedent: Potential for Short-term Interventions (Site Enhancements)

Precedent: Potential for “Humble” Buildings

Manor


Before

After

Before


After



1.  Multiple “nodes”

2.  Preserve long-term opportunities across from Kunzler

3.  Build off investments in parks

4.  Create stronger link between West King and Crystal Park

5.  Parking strategies from SW Revitalization Initiative

6.  On-street parking along West King (Prince to Mulberry)

7.  Phased approach with short term interventions prior to long term redevelopment opportunities

Rodney Park

Crystal Park

Kunzler

Manor / West King

Manor Street – Southwest Revitalization Initiative



New Holland Avenue

McCaskey High School

Burle Center Gateway

Opportunity

Northwest Greenway Trail

? ??

1.  NE Revitalization Initiative

2.  Ross Street Gateway

3.  Franklin Street to Plum Street Focus Area (Potential CRIZ). Short-Term Enhancements/Long-Term Redevelopment

4.  Potential Traffic Flow Change on New Holland between Plum/Shippen

New Holland

Explore Potential Trail Continuation with Property Owner

Urban Place

Brewery

New Holland – Northeast Revitalization Initiative

New Holland – Northeast Revitalization Initiative (Infill Oppportunities)

1.  New name for business park – “Makers Park” or “Iron Works”

2.  Stronger identity for business park/presence on South Prince

3.  Business enhancements along South Prince

4.  Connect to planned regional greenway corridor along Water Street

5.  Connect to Park Network

Lancaster City Business Park

Façade/Business Enhancements

Brewery/Restaurant Expansion

Brandon Park

South Prince/Queen

Lancaster City Business Park Gateway Opportunity

South Prince: Façade Opportunities for Traditional Structures

NOTE: This particular building was recently repurposed as a computer repair shop

Façade Opportunities for Traditional Structures

East and West King: Façade Opportunities for Traditional Structures

Greenville, SC – Downtown “Edge”

Before After

Before After

Opportunity for “Façade Master Plan” – Significant Impact in Concentrated Area

1.  Business enhancements along South Duke / Façade Master Plan

2.  Continuation of Streetscape

3.  Potential gathering/event space

4.  Connect to Thaddeus Stevens Advanced Manufacturing Center along Chesapeake (Outer Greenway Loop)

South Duke

Primera Iglesia Hispana

Potential “formalized” event space

Potential infill redevelopment

Advanced Manufacturing Center

outh DSouth

Outer Greenway Loop

Tec Centro

South Duke



2. Business Registration Program









3. Building the Market









4. Development Clearing House




Development Clearing House

1.  Provide for a single point of contact between the developer and the local government.

2.  Some communities use a “go team” that meets on a regular basis to provide consistent review of projects.

3.  Some communities have provided streamlined review for projects in targeted areas of investment.

4.  Consider two clearing houses: City Government sponsored Non Government Entity (When confidentiality required)

City of El Paso One Stop Shop •  Over-the-phone assistance •  Lists needed documents •  Multi-departmental information •  A coordinated “Development

Assistance Center” (DAC) assists in preparing plans and understanding regulations

•  http://home.elpasotexas.gov/city-development/one-stop-shop.php

Scottsdale, AZ http://www.scottsdaleaz.gov/Page46.aspx

One Stop Permitting, Ventura, CA http://onestoppermit.ventura.org/

Beta App, City of New Orleans https://onestopapp.nola.gov/






5. Land Trust/Land Bank



Land Bank/Land Trust

1.  Tool to provide land banking and individual property acquisition. 2.  Property is held in a 99 year lease and is a valid real estate instrument. 3.  Used most often to promote home ownership by writing down the

cost of homes; a need identified in the housing study. 4.  Not limited to residential uses though and has also been used for

gallery space, artist studios, etc. 5.  Governed by a board of owners, local government, and non-profit. 6.  More information at www.cltnetwork.org

Land Bank/Land Trust 1. Community Home Trust—Chapel Hill,

NC: http://communityhometrust.org/ 2. Durham Community Land Trustees—

Durham, NC: http://www.dclt.org/

3. SC Community Loan Fund—South Carolina (statewide): http://sccommunityloanfund.org/

4. Cuyahoga Land Bank—Cleveland, OH: http://www.cuyahogalandbank.org/

5. Philly Land Bank Alliance—Philadelphia, PA: http://www.phillylandbank.org/

Hybrid of Community Land Trust and Artist housing: http://www.getahome.org/get-a-home/cooperative-housing/rose-street-artists-co-op

Land Bank/Land Trust

d T t d A ti t h i

Rose Street Housing Co-Op, Burlington, VT







6. Plan Funding Program


Plan Funding Program

1.  Compelling statement of needs and opportunities

2.  Multiple-year program

3.  Varied Applications

4.  Feasibility to determine applications with the most traction

Example: Greer Partnership for Tomorrow

Greer Partnership for Tomorrow


1.  Four broad focus areas 2.  Leveraging substantial

economic investment: $59 million in 2014

3.  15 years of capital campaigns – entering 4th cycle.

4.  $2 million first campaign 5.  $1.5 million each subsequent

campaign


STRATEGY 2 | Embracing the Collaborative Economy

Embracing the Collaborative Economy: Cultivating Entrepreneurs (Creativity/Technology) STRATEGY 2 |

1. Coworking Hub

2.  Accelerate Lancaster (South Prince)

3.  The Arts/Craft Lab

4.  Market District


Coworking Hub

1. One of the fastest growing trends in the US for the office market. 2.  Major publications (Money, Forbes, Inc) agree that they are not a fad. 3.  Coworking takes on many forms. (Examples to follow) 4.  Commercial Real Estate Development Association report: Between 2005

and 2014 the number of coworking spaces has gone from 1 to 781. 5.  Deskmag: 60% of existing coworking spaces will expand in 2015. 6.  Deskmag: 4.5 new coworking spaces are being created each day and

245 people become members globally each day. 7.  4th annual Global Coworking Unconference Conference in May (Berkeley).

Coworking Hub

Application to Lancaster 1.  Opportunity for coworking “hub” for Lancaster. 2.  Creative and technology-based fields 3.  Downtown core or edge of downtown-transition to commercial hub. 4.  Not a replica of Candy Factory 5.  Includes higher education partners

•  Foster a stronger stakeholder partner •  Create stability/long-term sustainability •  Provide a variety of spaces catering to different needs

6.  Provide support and help facilitate organic growth already occurring

Impact Hub, Worldwide: •  Promotes social entrepreneurship •  Certified B Corp •  Part innovation lab, part business

incubator, and part community center

Coworking Spaces •  Benjamin’s Desk, Philadelphia

http://benjaminsdesk.com •  The Bureau, Indianapolis

http://hingebureau.com •  CoCo, Minneapolis:

http://cocomsp.com/ •  Cowork Frederick, Frederick,

MD: http://www.coworkfrederick.com

•  NEXT Innovation Center, Greenville, SC: http://www.greenvillenext.com/

•  NextSpace, Multiple Locations: http://nextspace.us/

•  Workbar, Boston and Cambridge, MA: http://workbar.com/

New Leaf Initiative, State College, PA: •  Serves as a central portal

for plugging in to the community’s innovation ecosystem

General Assembly, NYC: •  Major educational

component •  Features library

Mojo Coworking, Asheville, NC: •  Multiple meeting

spaces •  Various price plans

Serendipity Labs, Rye, NY: •  Corporate-owned •  Administrative and

hospitality services •  Longer-term (5-year)

lease

Workbar, Boston and Cambridge, MA: •  Multi-site, “distributed workspace”

locations •  Events hall •  Support services


1.  Coworking Hub

2. Accelerate Lancaster (South Prince)




Accelerate Lancaster

Social Entrepreneurial Efforts 1. B-Corp movement is growing nationally. 2.  Existing models: accelerator, coworking, incubation, art spaces. 3.  May support building non-profit or social capital sector.


Accelerator Space 1. Fast growing component of office/economic development

market. 2.  Unlike coworking space; typically have more formal support

structure through venture capital, corporate, or university/higher-ed component.

3.  Tend to be “sanctioned” entities with public-private partnership component.

4.  Some have “graduation” horizons.


Application to Lancaster 1.  Socially based accelerator program for businesses focused on

building the local workforce. 2.  Provides support environment for businesses wishing to engage

the underemployed population. 3.  Could involve many different partners including ASSETS Lancaster

and SACA. 4.  Potential location should be oriented toward the southern portion

of the City to provide access to employment base.


1.  Coworking Hub


3. The Arts/Craft Lab



The Arts/Crafts Lab

Arts Spaces 1.  Many different formats:

•  Studio space with gallery •  Living, studio, and gallery •  Makers space, studio, buyers market

2.  Many entirely privately funded ventures, some associate with institutions of higher education or private non-profit.

3.  National consultation and support available through Art Space out of Minneapolis.

•  The Art Bomb, Greenville, SC: https://www.facebook.com/pages/The-Art-Bomb-Company/46861741597

•  Pump Project Art Complex, Austin, TX: http://pumpproject.org/contact-us/

•  Shared Space Studio, Pentwater, MI: http://www.sharedspacestudio.com/

•  Fowler Arts Collective, Brooklyn, NY: http://www.fowlerartsbrooklyn.org/about.html

•  The CopyCat Building, Baltimore, MD: Flexible artist studios and residences in an adapted

factory building http://copycatstudiorentals.com/units-available.html

•  ArtSpace (Resource): a major clearinghouse of information on shared art living/working/

exhibiting/selling http://www.artspace.org

ARTS/CRAFT LAB

exhibiting/selling http://www.artspace.org

Columbus Idea Foundry, Columbus, OH: •  A “makerspace” •  Initially intended to serve as a learning

laboratory •  Helps students by offering steep discount

The Arts/Crafts Lab

Application to Lancaster 1.  Could be Gallery Row expansion linking to growth of PCAD or

nearby Manor/West King Commercial Hubs. 2.  Could be residential or mixed-use development. 3.  Might simply be joint studio/gallery space. 4.  Explore possibility of partnering with PCAD on development over

time, recognizing future need for expanded student residential opportunities.


1.  Coworking Hub



4. Market District


Market District

Market Districts 1.  Use a public market as a hub or potential partner 2.  Sometimes oriented more toward wholesale than retail 3.  Co-locate food related and complementary uses centered within

the district 4.  Often include commercial kitchen space to take value added

products to market 5.  Alternate (or complementary) potential for a display kitchen with

cooking classes for consumers 6.  Potential to relate to culinary programs at institutions of higher

learning

Market District

Application to Lancaster 1.  Coordinate/tie in with other entrepreneurial initiatives. 2.  Use area around Lancaster Central Market as a hub. 3.  Celebrate portals/gateways into the district. 4.  Consider partnerships with Lancaster Central Market, community garden

organizations, existing retail establishments, Lighten Up Lancaster, the City, Assets, etc.

5.  May consider both wholesale and retail. 6.  Uses complementary to market located on lower floors of existing

buildings (ie: Old City Hall) and new infill development. 7.  Opportunity to incorporate hospital and university/college programs. 8.  Opportunity to extend aspects of market district into the commercial hubs

Future Opportunity For Market District

Leveraging the Brand STRATEGY 3 |

Leveraging the Brand: Marketing Lancaster City STRATEGY 3 | 1. Reignite Promoting the City as

a Great Place to Live

2.  Develop a Cohesive Branded Economic Development Marketing Package

3.  Affirm Effort to Build the City Brand for Tourism Through LOOP

4.  Link City and County Marketing Efforts


Reignite Promoting the City as a Great Place to Live

1.  Expand employer assisted housing programs (LGH’s “Home in the City Program” and F&M’s “City Life” Program)

2.  Complement housing initiatives with housing strategy that actively markets living in the city •  Preserve/expand affordable housing options •  Promote diversity and strengthen families •  Advertise city living through LOOP, development investment package, etc. •  Coordinate with LHOP

3.  Link housing with essential support services 4.  Connect residents to economic opportunity 5.  Promote positive messages about the schools – testimonials from

parents and successful grads

Live Baltimore, Baltimore City, MD •  City Living Starts

Here / Buying Into Baltimore Events

•  Live Near Your Work •  City Life campaign •  http://

livebaltimore.com/

Leveraging the Brand: Marketing Lancaster City STRATEGY 3 | 1.  Reignite Promoting the City as a

Great Place to Live

2. Develop a Cohesive Branded Economic Development Marketing Package




Develop a Cohesive Branded Economic Development Marketing Package

1.  Message: “Be successful in Lancaster City” 2.  Initiate and coordinate a partnership among the various marketing

organizations (LOOP, Fig, et al.) 3.  Reduce, remove or demystify barriers to investment; connect

businesses to resources

San Francisco Business Portal: Online resource for procuring permitting and licensing documents; helps business start/manage/grow; facilitates permitting process

Leveraging the Brand: Marketing Lancaster City STRATEGY 3 | 1.  Reignite Promoting the City

as a Great Place to Live


3. Affirm Effort to Build the City Brand for Tourism Through LOOP



Affirm Effort to Build the City Brand for Tourism Through LOOP

1.  Continue to implement the current initiatives 2.  Promote events and activities under a united brand system. 3.  Work in partnership with the CVB and private sector partners such

as FIG. 4.  Strategic placement of marketing pieces that provide an overall

message of success in the core of Lancaster including events and activities outside of downtown.

Leveraging the Brand: Marketing Lancaster City STRATEGY 3 | 1.  Reignite Promoting the City as

a Great Place to Live



4. Link City and County Marketing Efforts


Link City and County Marketing Efforts

1.  Excellent opportunity to leverage existing brand for City and County.

2.  Much like the one-stop shop, consider joint marketing effort to promote economic development opportunities in Lancaster.

3.  Cohesive identity system that leverages existing efforts of Lancaster County EDC, the City of Lancaster, and Lancaster City Alliance.

4.  Does not mean that each needs to forego existing identity.

West Des Moines, Iowa www.PositionedPerfectly.com

West Des Moines, Iowa www.PositionedPerfectly.com

Quality of Life STRATEGY 4 |

Quality of Life: Reinforcing District Identities STRATEGY 4 | 1. Identify, Promote and

Physically Establish Commercial Hub Identities

2.  Street Network and Improved Accessibility

3.  Streetscape


Opportunities for Commercial Hubs

Opportunities for Commercial Hubs

Quality of Life: Reinforcing District Identities STRATEGY 4 | 1.  Identify, Promote and


2. Street Network and Improved Accessibility

3.  Streetscape


Planned 2-Way Street Conversions

Potential Circulator

Potential for 2-Way Street Conversion?

1.  Potential Phased Approach

–  Begin with Rubber Wheel

2.  Connect Train Station to Downtown and to Multiple Commercial Hubs

3.  Funding Precedent: –  Transit Agency

–  Private Sector

–  Public Entity

–  Combination, split funding

–  Dedicated Grant funding

–  Tax increment funds from redevelopment; Parking revenues

Circulator Potential

Bike Accommodations Bike Shares

Credit: Chet Oguz Bicycle Awareness Campaigns/Arts

Quality of Life: Reinforcing District Identities STRATEGY 4 | 1.  Identify, Promote and


2.  Street Network and Improved Accessibility

3. Streetscape


Streetscape Priorities

1.  Adopted Streetscape Design Guidelines

2.  Recommendations from NE and SW Revitalization Initiatives (can be models for other districts)

•  Façade/Street Lighting

•  Street Trees

•  Green Infrastructure Solutions

3.  Walkability/Safety

4.  Enhanced Pedestrian Activity

5.  Trash/Litter Solutions

Parklets / Pop-Up Parks

Park and Recreation Master Plan

1.  Functions well for traffic capacity

2.  Focus on pedestrian safety at cross streets

3.  Opportunity for design (facades, lighting, etc.) to distinguish

4.  Link NW, Downtown, East King, South Prince/Queen

5.  Institutional Presence (F&M, LGH, PCAD, Millersville/Ware Center, Fulton)

6.  Connect to planned regional greenway corridor

7.  Connect to Lancaster City Business Park

Water Street Potential

Water Street Potential: A “Woonerf,” or Shared/Living Street

#BuildingOnStrength

DISCUSSION

#BuildingOnStrength

NEXT STEPS

Documents

Building on Strength - Lancaster City Alliance · 2019. 8. 2. · Working Group Meeting January 16, 2015 Mahan Rykiel Associates Arnett Muldrow Associates RGS Associates Economic