Downtown Brooklyn Partnership Strategic Plan Full 07-25-12

7/31/2019 Downtown Brooklyn Partnership Strategic Plan Full 07-25-12

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Downtown Brooklyn Partnership / Strategic Plan

The Downtown Brooklyn Partnership

Downtown Brooklyn

Strategic Plan


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22The Downtown Brooklyn Partnership

CONTENTS:Part I: ABOUT THE DOWNTOWN BROOKLYN PARTNERSHIP

A) BackdropB) Accomplishments to dateC) Emerging trends

Part II: STRATEGIC PLANCONNECTIVITY:

A) Improve the pedestrian experienceB) Advocate for better public transportationC) Provide visitors, residents and workers with tools to enhance their experience

DIVERSIFICATION:A) Attract businesses that enhance the brand of Downtown BrooklynB) Build a stronger and more inter-connected business communityC) Develop cohesive marketing materialsD) Support commercial development throughout the district

OPPORTUNITY:

A) Work with area educational institutions to ensure their successB) Encourage workforce development initiativesC) Work with relevant partners to advocate for new policy and regulatory tools

COMMUNITY:A) Ensure that the BIDs continue to deliver a high standard of public stewardshipB) Engage Downtowns growing residential population

C) Ensure educational institutions are incorporated into the fabric of DowntownD) Keep residents and businesses informed about the development and programming at Barclays Center

CULTURE:

A) Work with the cultural community to promote Downtown as the preeminent creative hub of BrooklynB) Support the development of the BAM Cultural DistrictC) Seek to make performance facilities and cultural institutions more visible

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Developments since DowntownBrooklyn Re-zoning

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Thanks to significant public and private investments over the last decade, DowntownBrooklyn is a key economic center for New York City. The area boasts a businessdistrict with over 17 million square feet of office space (equivalent to the centralbusiness districts of Atlanta and St. Louis), a historic and vibrant shopping centerwith over 4 million square feet of retail, a burgeoning residential community, 11colleges and universities, nearly 50 arts and culture organizations, a professionalsports franchise and exceptional public transportation and open spaces.

The Downtown Brooklyn Partnership has been a key partner in this growth. Now inits sixth year, the organization has made an indelible impact on the areas business

and development landscapebecoming the trusted source for real estate market

information, the primary advocate for planning initiatives in the area, the Cityspartner on capital projects and the main steward of the public realm.

Moving forward, as interest and investment in Downtown Brooklyn continues to grow,the Partnership is poised to play a stronger role in the visioning and economicdevelopment of the area. The following plan highlights the areas where we believethe Partnership can have the greatest impact on the growth and development ofDowntown Brooklyn. It outlines five primary goals and dozens of specific initiativesthat the Partnership will carry out to support the areas emergence as a world -classcultural, educational, entertainment and business district set in a unified and uniqueurban environment.


BACKDROP:

Downtown Brooklyn Partnership Accomplishments

CompletedIn Construction

ApprovedPlanned


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BACKDROP:


For decades, politicians and community groups alike have predicted new growth inDowntown Brooklyn, where significant investment results in a vibrant and safe 24/7community enriched by the areas exceptional cultural amenities and transportation

access. Recognizing how crucial Downtown Brooklyn is to the Citys economic

growth, over the last decade Mayor Bloomberg has championed these significantinvestments in Downtown. Chief among them was the ambitious 2004 DowntownBrooklyn Plana comprehensive rezoning of the area that fostered the environmentfor crucial new residential and commercial development. The administration hasinvested nearly $41 million in new streetscapes and $226 million in open spaces inDowntown, and has been aided by the visionary leadership of agencies like theDepartment of Small Business Services and the NYC Economic Development

Corporation.

The private sector responded to these investments with major financial commitmentsof its own. Since 2006, Downtown Brooklyn has received $3.5 billion in new privateinvestment, leading to the creation of 7.9 million square feet of new space. Thisincludes 5,200 new residential units (40% of which are owner-occupied), more than1,000 new hotel rooms, 237,000 square feet of office space, and 590,000 newsquare feet of retail space.

These investments have had many concrete benefits for the community, including

nearly 1,000 new affordable units (built or in construction) and more than 1,000 newjobs.

On any given day, Downtown Brooklyn now hosts 100,000 workers, 150,000shoppers and 57,000 college students. It is home to nearly 50 arts and culturalgroups that attract over 650,000 visitors a year, and its hotels host more than800,000 guests every year. The growing residential community of more than 15,000residentscombined with the more than 127,000 residents who live within a mile ofDowntownhave enlivened the streets and increased local demand for new retailand entertainment opportunities.


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Recognizing the great potential of these investments, the Downtown BrooklynPartnership (DBP) was formed in 2006 to advance and coordinate the areas growth.

The Partnerships charge is diverse. We work with the City to facilitate the construction

of public spaces, revitalize area streetscapes and coordinate other infrastructureimprovements. We help craft the plan to transform the area surrounding the BrooklynAcademy of Music (BAM) into a world-class cultural district. We strive to ensure thatprivate projects receive appropriate attention and clear direction from all levels ofgovernment through the development, design and construction stages. And, crucially,we deliver the core BID services of ensuring the district is clean and safe, attracting newbusinesses and supporting existing ones, and coordinating the various public, private

and non-profit assets and activities of the neighborhood.

In reading this document, it is important to understand the Partnerships unique and

nuanced role in Downtowns development. The DBP is a champion for the area but not

a lobbyist. The DBP works with public bodies but is not a government agency and lacksthe authority to dictate public spending or change the regulations that governdevelopment. DBP does convene public and private stakeholders for discussions ofissues important to Downtown Brooklyn, but is not a political fundraising entity or apartisan organization. What the DBP does have is local knowledge, relationships and astrong, respected voice in the business and development community. This includesunparalleled expertise on the needs of local businesses from mom & pops to

corporate tenants, trends in real estate development, retail and commercial growth.

We maintain key relationships with the various stakeholders invested in Downtowns

future, such as the colleges and cultural institutions, and have the vantage point toserve as a neutral convener and facilitator among a wide range of public and privateactors. And, using that vantage point, we have the ability to employ a comprehensivecommunications strategy to inform the community about developments andopportunities, promote area businesses and promote the area to new businesses, andcontinue to shift and shape public perceptions about Downtown Brooklyn to NewYorkers and beyond.

BACKDROP:



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In its first five years, the Partnership has helped to create significant impacts on the business and development landscape of Downtown Brooklyn. ThePartnership has:

Facilitated the attraction of $3.5 billion in new private investment, leading to the creation of 7.9 million square feet of new space. This includes 5,200 newresidential units (40% of which are owner-occupied), more than 1,000 new hotel rooms, 237,000 square feet of office space, and 590,000 new square feetof retail space;

Invested $4.9 million annually in the core BID services of keeping the district clean, safe and attractive, thereby fostering a more vibrant commercialdistrict;

Supported the relocation of 685 jobs to Downtown Brooklyn and connected those employers to tax credits worth more than $24 million over the next 12years;

Helped attract diverse new corporate, media and creative companies, such as Weil Gotshal, El Diario, UniWorld, MakerBot and Michael Van Valkenberg;

Provided over $80,000 in faade improvement grants to 35 small businesses; helped attract new retailers like Shake Shack and advocated for existingretailers like Macys to make much needed improvements to their faade;

Successfully advocated for the reuse of 370 Jay Street as a world class applied sciences campus for NYUs Center for Urban Sustainability & Progress;

Established itself as a clearinghouse for Downtown Brooklyn market information, producing critical resources used by the City and private sector tounderstand current trends and guide future planning and investment; and

Developed forward-looking and creative planning solutions including an innovative strategy for the reuse of the Brooklyn Municipal Building, been a f iercechampion for the development of the City Point project, and shepherded through major capital projects such as Theatre For a New Audience, due to openin the fall of 2013.


ACCOMPLISHMENTS:



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Downtown Brooklyn has a significant concentration of green spaces and plazas. On the whole, they remain disconnected and underutilized, but there istremendous potential to explore the kinds of design, programming and initiatives that other open spaces in New York and other cities (such as UnionSquare, Bryant Park and the Emerald Necklace in Boston) have used to bring together residents and workers and revitalize mixed-use districts.

The concentration of arts and cultural institutions positions Downtown Brooklyn as the creative capital of New York City, and a rival among internationalarts and cultural destinations. With new developments in the pipeline and a growing arts community throughout Brooklyn, there are ample opportunitiesto bolster these institutions and better promote this vibrant cultural district to the City, and to the world.

The introduction of Barclays Center presents a huge opportunity for new programming, events and partnerships and the chance to expand the brand ofDowntown Brooklyn as not only a cultural, residential and commercial district but also a premier sports and entertainment destination. The arena and theBrooklyn Nets will bring large numbers of visitors to Downtownfor some it will be their first time in the areaand presents a new opportunity tohighlight amenities and draw them to local businesses.

Brooklyn Bridge Park along the waterfront at the foot of the Brooklyn Bridge features 85 acres of new parklandadjacent to 800 acres of open water andharbor views making it the most auspicious Brooklyn park project since Calvert Vaux and Frederick Law Olmsted designed Prospect Park over 140years ago. It sits only about a half a mile from Downtown Brooklyns office core and every opportunity should be taken to inc orporate this majestic assetinto the experience of Downtown Brooklyn.


EMERGING TRENDS:


Several trends, amenities and new investments present specific opportunities for the Partnership to support the next phase of Downtowns growth anddevelopment:


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The significant student and faculty population in Downtown and the more than dozenhigh schools and colleges in the area represent a veritable college town. Much more canbe done to build relationships between students, faculty and the rest of the community,and to ensure that the growth of those institutions enriches Downtown.

Downtown Brooklyns growing residential population brings new energy and resources to

the area, and the Partnership has a critical opportunity to engage new and existingresidents and ensure they are part of the rich fabric of Downtown.

The Partnerships success at encouraging more evening retail and dining opportunities

has helped change the perception of Downtown. And with growing numbers of residentsand students in the area, the demand for evening activities will only increase. ThePartnership has an opportunity to harness this demand and attract more nighttimeoptions.

The changing industries that make up the areas commercial and office tenants present

an opportunity to bring in new, diverse perspectives to the Downtown Brooklyn businesscommunity. In particular, growth in the technology and creative sectors throughoutBrooklyn generates the opportunity to foster new industry clusters.

Finally, as old, arbitrary boundaries become less important, there is an opportunity to

think about the needs and opportunities of the area more comprehensivelytreatingDowntown Brooklyn as a unified district rather than the composite of a series of discreteBIDs, community boards or council districts and to set forth a more strategic andoverarching urban plan.



EMERGING TRENDS:


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In order to take advantage of the tremendous potential these opportunities present, the Partnership will focus its efforts on five strategic goals:

1. CONNECTIVITY: Improve the Connections and Cohesion of Downtown Brooklyns Districts and Communities

2. DIVERSIFICATION: Strengthen, Diversify and Grow Downtown Brooklyns Business Community

3. OPPORTUNITY: Encourage Economic Development that is Rational and Inclusive

4. COMMUNITY: Develop a Distinct and Unified Sense of Place, and an Engaged and Active Civic Community

5. CULTURE: Support and Promote Downtown Brooklyns Cultural Assets

What follows is a description of these goals and the Partnerships agenda for delivering on them. For each goal, we state sev eral key objectives and listcurrent and future initiatives that support those objectives. This is an initial framework of where we believe the Partnership needs to go, but it is not aninclusive list of all the improvements that can or should be undertaken in Downtown Brooklyn. Instead, this plan speaks to the programs and servicesthat DBP can realistically pursue.

Key to this future will be a more integrated vision and management among the Partnership and area BIDs. Visitors, workers and students in DowntownBrooklyn do not recognize arbitrary management boundaries and neither should the Partnership. Thus, the plan includes suggestions for how todevelop a more cohesive vision and integrated plan for execution.

STRATEGIC PLAN:

Downtown Brooklyn Partnership Strategic Plan


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Downtown Brooklyn boasts an extensive public transportation network; its 13 subway lines,

15 bus lines, Long Island Rail Road connections and miles of bicycle lanes make it easy toconnect to all points of the City and region. However, within Downtown it is not alwaysintuitive or pleasant to navigate the areas diverse attractions. As a result, the areas

amenities (i.e. the Downtown Brooklyn Cultural District, Brooklyn Bridge Park, the newBarclays Center, the diverse Fulton Street shopping district, MetroTech, and the vibrantcultural and creative industries in DUMBO) are rarely thought of as part of a coherentdowntown districtdespite their physical proximity.

Further contributing to the lack of coherence in Downtown, the areas design and district

management has relied on arbitrary neighborhood boundaries that have little meaning tothe resident, student, tourist or worker navigating and enjoying the area on a daily basis.Disjointed gateways, physical barriers and unpleasant thoroughfares obstruct easy orobvious exploration of the district. In short, much more can and must be done to improvethe walkability of the area, ease intra-borough connections, and demonstrate topedestrians the diverse neighborhoods, institutions, businesses and recreationopportunities at their feet.

The DBP will work to produce a comprehensive connectivity plan that improves thecohesiveness of the area and build a more interconnected, walk-able and vibrantDowntown through: strategically positioned pedestrian streetscapes and plazas; improvedtransportation options; unifying design and service provision throughout the area; and

more dynamic signage and information.


CONNECTIVITY:Improve the Connections and Cohesion ofDowntown Brooklyns Districts

and Communities

Subway Stations Public Buses2

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A.Improve the pedestrian experience through an

interconnected system of parks, plazas,greenways and green spaces that connectDowntowns assets, corridors and

neighborhoods.


CONNECTIVITY: Work with the City to enhance the bike and pedestrian environment throughout the

district. Many of Downtowns North/South and East/West passageways are currently

underused and could be improved through lighting, signage and streetscapeimprovements.

Improve North/South pedestrian connections by creating a unique pedestrianexperience that links Barclays Center to the Brooklyn Bridge and Brooklyn Bridge Park.

Improve East/West passageways. Work with stakeholders along Willoughby Street fromAdams street to Fort Greene Park to improve the pedestrian experience and build betterconnections between Fort Greene Park and Downtown Brooklyn.

Work with City agencies and Elected Officials to ensure that hard boundaries such asTillary Street and Flatbush Avenue are softened through streetscape improvements thatare inviting to pedestrians and bicyclists and legible for drivers.

See to completion the key plaza, park and greenway renovations currently underway,including Fox Square, Willoughby Plaza, Hoyt Plaza and Willoughby Square Park.Identify opportunities to pursue future projects.

Improve the Connections and Cohesion of Downtown Brooklyns Districts and Communities

Barclays Center

Brooklyn Bridge

Willoughby Street

Tillary Street

Flatbush Avenue

Adams Street

Willoughby Plaza

Fox Square

Willoughby Square Park

Pedestrian FlowsParks & Plazas


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CONNECTIVITY: Support the Department of Transportations bike share pilot and identify potential

opportunities to connect local businesses to the initiative.

Work with the Metropolitan Transit Authority (MTA) and local Elected Officials topush for enhanced bus service between Downtown Brooklyn and surroundingdestinations like the Brooklyn Navy Yard, Brooklyn Bridge Park, Fort Greene andWilliamsburg either through local bus shuttles or re-routing MTA bus routes.

Collaborate with MTA to enhance subway entrances and stations in order to ensureentryways to Downtown Brooklyn are inviting. Work to re-open closed subway

stations entries, particularly on Duffield Street to support local hotels.

Promote East River Ferry service as a transportation alternative to connect workersand residents to Downtown Brooklyn.

Advocate for forward looking infrastructure improvements that can enhancetransportation options, including planned subway station improvements.


B.Advocate for better public transportationoptions bringing together less well-accessedareas within the Downtown area, andconnecting Downtown hubs with other areas ofBrooklyn.


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CONNECTIVITY: Assess the impact of current signage and other information tools currently used in

Downtown Brooklyn and innovate new strategies in the physical and digital spaceas need be.

Develop digital applications that provide for dynamic wayfinding and navigationtools for Downtown Brooklyns visitors, residents and workers.

Work to create a ubiquitous wireless internet network in Downtown Brooklyn.

Use events and programming to highlight the variety and density of amenities andconnect visitors with the full range of cultural, entertainment, recreation and

shopping options in Downtown.

Investigate ways to use lighting to highlight Downtown Brooklyns historic buildings,

improve the night time pedestrian experience, and enhance the coherence of thedistrict.


C.Provide visitors, residents and workers withtools to enhance their experience and improvethe cohesion of Downtown.


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Developments since Downtown BrooklynRe-zoning


Downtown Brooklyn is the Citys third largest central business district, after Midtown

and Lower Manhattan, and is the foremost shopping district for the borough ofBrooklyn. The businesses that call Downtown Brooklyn home are energetic, diverseand growing. In particular, the increase in technology and creative firms signals agradual shift from a back-end office district to a vibrant, front-end multi-use area. Thisshift would generate significant spillover benefits for area businesses, including newcustomers for local retail and dining establishments and new energy and support forcommunity activities and institutions.

The Partnership seeks to ensure that the needs of existing businesses are understoodand met while continuing to attract a wide range of companies to locate in Downtown

Brooklyn. The DBP will support a vibrant, creative and productive businessenvironment through: encouraging the growth and success of existing businesses;marketing and promoting the area as the world-class destination that it is; conveningthe areas key business partners and sectors; and identifying ways to attract new

firms.

Strengthen, Diversify and Grow DowntownBrooklyns Business Community

Completed

In Construction

Approved

Planned

DIVERSIFICATION:


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Strengthen, Diversify and Grow Downtown Brooklyns Business Community

DIVERSIFICATION:

A.Attract businesses thatenhance the brand ofDowntown Brooklyn as acenter of innovation, creativityand entrepreneurship; a world-class destination for retail andtourism; and a unique live-workcommunity.

B.Build a stronger and moreinter-connected businesscommunity that is invested inthe future success ofDowntown Brooklyn.

C.Develop cohesive marketingmaterials that celebrate theDistricts diversity and attract

investment to the area.

D.Support commercialdevelopment throughout thedistrict by identifying areas withunderused or vacant spaceand targeting them for futuregrowth.

Target

tkts

Trader Joes

Shake Shack

Urban Outfitters

Best Buy

Marriott

Juniors

BAM

Macys

Jimmy Jazz

Office / Shopping

Completed

In Construction

Approved

Planned

Local Champions

NYU CUSP

Sheraton

BRIC Rotunda

Gallery

Aropostale

Roulette

Issue Project Room

DUMBO

Ft. Greene

Vinegar Hill

Heart & Soul

Cookies

Sisters Unisex

Brooklyn Fare


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Downtown Brooklyn

Brooklyn Navy Yard

DUMBO


DIVERSIFICATION:


Develop a Technology Triangle that links DUMBO, Downtown and the Navy Yard,

and provides the growing technology sector with more options for expanding itsfootprint, thereby creating new jobs and benefits for residents, retailers, studentsand the business community.

Foster the development of existing and emerging business clusters and developinitiatives and plans that are responsive to the needs of employers and employees.

Bring the Partnerships resources and relationships to bear in creating

demonstration projects that support the brand of the district as a leader intechnology, creativity and innovation.

Facilitate the opening of NYUs Center for Urban Science and Progress (CUSP) at

370 Jay Street, which is poised to become a catalyst for economic growth in thearea.

A.Attract businesses that enhance the brand ofDowntown Brooklyn as a center of innovationand entrepreneurship, a world-class destinationfor retail and tourism, and a unique live-workcommunity.


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Build alliances between key sectors such as the legal community, educationalinstitutions, not-for-profits and the healthcare and technology sectors to identifyshared interests and potential leadership of civic initiatives.

Create linkages among various sectors by sponsoring events that foster vibrantindustry clusters, particularly in the creative and technology sectors.


B.Build a stronger and more connected businesscommunity that is invested in the futuresuccess of Downtown Brooklyn.

DIVERSIFICATION:


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Catalogue empty upper floor properties along Fulton Street and throughout DowntownBrooklyn. Research best practices for revitalizing these underutilized spaces andpromote policies accordingly.

Work with property and small business owners to improve and maximize the potentialof their buildings through faade grants and window design programs and byconnecting them with other resources.

Continue to work with government to encourage the reuse and redevelopment ofpublicly owned underutilized properties in ways that positively impact DowntownBrooklyns economic environment and showcase the communitys assets and identity,

like the Brooklyn Municipal Building, 370 Jay Street, the offices for New York CityHuman Resources Administration along Schermerhorn and Livingston Streets, or theUnited States Post Office and Courthouse.

Explore interim uses on stalled development sites and work with private owners toplan creative and community-oriented uses of those spaces.


D.Support business development throughout thedistrict by identifying areas with underused orvacant space and targeting them for futuregrowth.

DIVERSIFICATION:


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The Partnership believes that the key to a healthy district is diversity. As such, we believe itis important to encourage private developers to include affordable housing in their products,to promote businesses that hire locally, and to foster a mix of national and local retailshopping options.

While the Partnership has no authority to require such actions or commitments, we willconcentrate our efforts on working with companies that act on these principles and willprovide new businesses with information on how to connect to the community. At a broaderlevel, the Partnership will advocate for future uses and development that match areademands, and will help work toward a real estate environment that encourages mixed-useprojects that serve the needs of the community.

OPPORTUNITY:Encourage Economic Development that isRational and Inclusive

NYCHA Housing

Colleges & Public Schools

Affordable Units

D t B kl P t hi / St t i Pl


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Encourage Economic Development that is Rational and Inclusive

OPPORTUNITY:

A.Work with area educationalinstitutions to ensure theirsuccess and connect theirsuccessful growth andactivities to local economicdevelopment.

B.Encourage workforcedevelopment initiatives thatconnect residents to local jobs.

C.Work with relevant partners toadvocate for new policy andregulatory tools that helpensure Downtown Brooklynhas every opportunity to growand compete.

NYCHA Housing

Office Core

Colleges & PublicSchools

Affordable Units

D t B kl P t hi / St t i Pl


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OPPORTUNITY: Broker relationships between high schools, colleges and local employers to

facilitate more internship and work opportunities.

Better understand and leverage the potential of local educational institutions to fuelgreater economic development, including the hiring and sourcing of employees andthe purchasing power of the institutions students and faculty.

Pilot new programs to incentivize students to support local retailers and participatein area activities.

A.Work with area educational institutions toensure their success and connect theirsuccessful growth and activities to localeconomic development.


Colleges & Public Schools



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OPPORTUNITY: Encourage businesses to hire local residents by connecting employers with the

various City and community groups working to advance local training and hiring,including Workforce1, the Brooklyn Navy Yard and others.

Help to identify skill sets that local employers need and job openings that theyhave, and share that information with training providers and local residents.


B.Encourage workforce development initiativesthat connect residents to local jobs.



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OPPORTUNITY: Advocate for a policy agenda that encourages outer-borough development that is

rational and inclusive, including particular attention to issues of parking, affordablehousing, tax incentives, bond allocations and underutilized properties.


C.Work with relevant partners to advocate fornew policy and regulatory tools that helpensure Downtown Brooklyn has everyopportunity to grow and compete.



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Downtown Brooklyn is all at once a cultural and entertainment destination, a college

town, a fast-growing commercial district, an indispensable shopping hub and a diverseresidential community. Unfortunately, outdated and inaccurate perceptions have heldtoo much sway in defining Downtown Brooklyns image.

Thus, just as more can be done to knit together the areas physical assets, more can

also be done to encourage a distinct neighborhood identityone that incorporatesand celebrates the diverse residents, businesses and stakeholders that defineDowntown Brooklyn today and make it one of the most vibrant communities in NewYork City.

The Partnership will bring together area stakeholders, invest in what makes

Downtown Brooklyn special, and better communicate and convey the spirit andessence of the community to prospective employers, visitors and residents.

COMMUNITY:Develop a Distinct and Unified Sense ofPlace, and an Engaged andActive Civic Community

New Residential (15,000 new residents)

Colleges (57,000 students)



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Develop a Distinct and Unified Sense of Place, and an Engaged and Active Civic Community

COMMUNITY:

A.Ensure that the BIDs continueto deliver a high standard ofpublic stewardship bymaintaining clean, safe,attractive, multi-use andseamless districts.

B.Engage Downtowns growingresidential population and

partner with them to createdynamic, sustainable andactive neighborhoods.

C.Ensure educational institutionsare incorporated into the fabricof Downtown.

D.Keep residents, cultural groups

and businesses informedabout the development andprogramming at BarclaysCenter and find ways tointegrate the venue with localgroups, activities, and publicspaces.

New Residential

Barclays Center

BIDs Outline

Colleges



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COMMUNITY: Guarantee a uniform level of service provision and public safety across the district.

Ensure that Downtown Brooklyns streetscapes and amenities are beautifully

maintained.

Continue to activate district-wide public spaces so they are self-sustaining, attractprivate investment and increase commerce by establishing new neighborhoodgathering places.

A.Ensure that the BIDs continue to deliver a highstandard of public stewardship by maintainingclean, safe, attractive, multi-use and seamlessdistricts.


Tillary St Median

Adams St Median

Willoughby Plaza


Albee Square

Fox Square

Fulton Street

Hoyt Plaza

Boerum Place Median

Green Street Plantings

Arts Plaza

Grand Plaza (South Site)

BAM Park

Flatbush Ave Median

Myrtle Ave Median

Current

Future / Planned BIDs Outline

DBP MAINTENANCE OBLIGATIONS



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COMMUNITY: Continue outreach with residents to identify opportunities for quality of life

improvements and broker their relationship with other area stakeholders.

Assess and promote residents retail needs to area businesses, and sponsor

initiatives to strengthen customer loyalty.

Better promote existing after-hours retail and entertainment activities to residents.Encourage businesses to stay open late, promote those that do, and sponsorevening programming.


B.Engage Downtowns growing residentialpopulation and partner with them to createdynamic, sustainable and activeneighborhoods.



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COMMUNITY: Raise Downtown Brooklyns profile as a college town, and stress the tremendous

assets that local educational institutions are when promoting the area forcommercial attraction.

Engage in place-making and infrastructure planning that makes it easier forstudents and faculty to connect to area amenities.

Plan signature events for Downtown Brooklyns college student population.

Develop new programs that inform students about area amenities and targetpromotions to encourage their use.

Convene educational leadership and work with them to identify and highlight

opportunities for institutions to collaborate and enjoy the benefits of sharedresources.

Connect cultural, residential and educational communities.


C.Ensure educational institutions areincorporated into the fabric of Downtown.



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COMMUNITY: Help share information about the arenas development and activities with the

community.

Identify opportunities to draw visitors to Barclays Center to local businesses,including efforts to improve the streetscape along Flatbush Avenue and serve asanother way of visually linking what is happening near the arena to the businesscommunity in Downtown.

Leverage attention and investment at Barclays Center to support the local businesscommunity.

Identify opportunities for area constituencies to access and take advantage of this

new regional asset in their community and convene interested parties to mitigateimpacts on the surrounding communities.


D.Keep residents and businesses informed aboutthe development and programming at BarclaysCenter and find ways to integrate the venuewith local groups, activities, and public spaces.



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Downtown Brooklyn is home to a tremendous collection of arts and cultural

organizations that play a central role in the community and economic development ofthe area. For example, 21 of the 30 organizations that comprise the DowntownBrooklyn Arts Alliance employ more than 1,200 people. They report more than 2,300performance and exhibition dates annually and serve 2.7 million people through theirprogramming each year. The Alliance estimates the economic impact of attendees

event-related spending to be more than $18 million a year.

Downtown Brooklyns arts and cultural organizations represent a unique resource and

are key to the soul and spirit of the area, but the Downtown Brooklyn Cultural Districtis less well recognized than comparable districts in Manhattan. The Partnership willhelp elevate its stature by connecting arts and cultural groups to business andresidential communities; supporting infrastructure and planning that ensures itscontinued growth and development; and promoting the area as a world-class mixed-use arts and cultural district.

CULTURE:Support and Promote Downtown Brooklyns

Cultural Assets

DBAA Organizations

BIDs Outline



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33Support and Promote Downtown Brooklyns Cultural Assets

CULTURE:

A.Work with the culturalcommunity to promoteDowntown as the preeminentcreative hub of Brooklyn and aunique, world-class arts andculture destination.

B.Support the development of

the Downtown BrooklynCultural District includingadvocating for infrastructureimprovements and strategiclong term planning.

C.Seek to make performancefacilities and culturalinstitutions more visible and

integrated into everyday life inDowntown.

DBAA Organizations

BIDs Outline



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CULTURE: Seek additional funding and support for public arts projects and other programs

that expand public exposure to art, particularly those that showcase local artists.

Forge relationships with local organizations to promote arts programming, to createa strong brand as a cultural destination, and to market the districts arts and cultural

assets to businesses and residents.

A.Work with the cultural community to promote

Downtown as the preeminent creative hub ofBrooklyn and a unique, world-class arts andculture destination.

Support and Promote Downtown Brooklyns Cultural Assets



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CULTURE: Work with relevant City agencies to see fulfillment of key infrastructure projects,

including BAM Park, Visual Arts Plaza, South Site Plaza and district-widestreetscape activities.

Advocate for district appropriate development of underutilized sites in theDowntown Brooklyn Cultural District.

Find and promote exciting interim uses for soft sites.

Promote the arrival of Downtown Brooklyn as a premier cultural and entertainmentdistrict and facilitate mixed-use developments that help enhance this vision


B.Support the development of the Downtown

Brooklyn Cultural District including advocatingfor infrastructure improvements and strategiclong term planning.



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CULTURE:

Work with cultural organizations to inform the public about evening opportunitiesthroughout the district.

Support the launch of new cultural venues and connect them with businesses andresidents.


C.Seek to make performance facilities and

cultural institutions more visible and integratedinto everyday life in Downtown.


Albee Square

Fox SquareHoyt Plaza Arts Plaza

Grand Plaza (South Site)

Willoughby Plaza

Public Spaces for Potential Cultural Programming

Downtown Brooklyn Partnership / Strategic Goals


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PHOTO CREDITS:The majority of photographs of Downtown Brooklyn and the surrounding neighborhoods included in this presentation are courtesy of Kate Milford, the

Downtown Brooklyn Partnerships photographer, and various members of the DBP staff. Other photo credits are as follows:

Page 3 Evidence, A Dance Company; photo by Rachel PapoPage 4 City Point; photo courtesy of Cook + Fox Architects

New York Marriott at the Brooklyn Bridge; photo courtesy of Marriott InternationalAloft New York Brooklyn; photo courtesy of Starwood Hotels & Resorts Worldwide, Inc.

Page 5 Theatre For a New Audience: rendering courtesy of Theatre For a New AudiencePage 6 Shake Shack; photo courtesy of EATER NY

Brooklyn Municipal Building; rendering by studio amdPage 7 Dance Africa at BAM; photo by Richard Termine

Barclays Center; rendering by SHoP Architects

Page 8 Sheraton Brooklyn; photo courtesy of Starwood Hotels & Resorts Worldwide, Inc.Page 10 Bike Share photo courtesy of NYC Bike SharePage 12 Bike Share photo courtesy of NYC Bike SharePage 13 Bike Share photo courtesy of NYC Bike Share

NY Water Taxi photo courtesy of Wired NYPage 19 BellTel Resident; photo by Rudy ArchuletaPage 20 Brooklyn Municipal Building; rendering by studio amdPage 24 Workforce 1; photo courtesy of Workforce 1Page 25 DKLB BKLN; courtesy of Forest City Ratner

Building 92; photo courtesy of the Brooklyn Navy Yard Development CorporationPage 31 Photos and renderings courtesy of Nets Basketball and SHoP Architecture

Page 32 Theatre For a New Audience; Othello photo courtesy of Theatre For a New AudienceBAMRose Cinema; photo courtesy of BAM

Page 34 Mark Morris Dance Group; photo by Robbie JackWriter and actor Samantha Hernandez; photo courtesy of Scenarios USA

Page 35 Mark Morris Dance Center; photo courtesy of Mark Morris Dance GroupTheatre For a New Audience; Don Juan photo courtesy of Theatre For a New Audience

BamCaf; photo courtesy of BAMPage 36 Dance Africa at BAM; photo by Richard Termine

Brooklyn Ballet; photo by Julienne Schaer

Documents

Downtown Brooklyn Partnership Strategic Plan Full 07-25-12